Strategic Action Plan Update - July 2018
Critical Success Factor #1: Develop and Maintain our Infrastructure
Initiative 1: Secure water supply for buildout and Implement Water Master Plan
A meeting with City of Houston (COH) to finalize detail of annual payments will be scheduled in Summer 2018. Approval of this agreement secures 20 MGD of available raw water capacity from the Trinity River currently controlled by the COH. This acquired raw water capacity provides source water for the future expansion of the Southeast Water Purification Plant (SEWPP), the current producer of the City’s finished drinking water.
Assistant City Manager, along with the Director of Public Works, met with City Manager on May 31 to discuss the intent and direction of the proposed Ordinance for the irrigation management plan. Details will be formalized and forwarded to the City Attorney for draft ordinance in July 2018.
Initiative #2: Continue to refine and utilize the Master Mobility Plan so as to improve traffic flow
The purpose of the Master Mobility Plan is to improve long-term transportation connectivity and access and create a more efficient framework for economic development. This document will include a transportation policy, goals and objectives, and implementation strategies to guide the growth and development of the thoroughfare network. Once Master Plan is completed and accepted, a Hand-off of CIP will take place.
ROW acquisition position was approved by Council on 7/10.
Staff will be submitting a TIP application for Palomino Bridge project by October. The HGAC call for projects has been pushed till 9/1 thru 10/31/18 so we are not able to submit projects yet. The due date on the strategic plan to submit the Palomino application was based on the estimated call for projects date.
A public meeting was held on 8/15 to discuss the Palomino Bridge project. There was little support for the project at the meeting. Approximately 45 citizens that attended spoke about specific design details and environmental concerns. If the project moves forward, it will meet or exceed relevant local, state and federal regulations. No one that spoke supported the alignments presented.
Critical Success Factor No. 2: Financially Sustainable
Initiative No. 3: Develop a long-term financial plan to reduce tax and debt burden on residential property owners
Staff presented the proposed budget at the estimated effective tax rate of 0.5638 on July 10.
Staff is in the early stages of checking surrounding cities’ fee schedule and tracking time to ensure Engineering is capturing our cost for reviews and construction inspection activities.
Critical Success Factor No. 3: Safe and Desirable Community
Initiative No. 4: Maintain emergency response times in support of a safe and desirable community
Staff initiated a referral program for City employees who refer successful Police Officer candidates and volunteer Fire Fighter candidates. The referring City employee can earn $1,250 for each successful referral.
A code analysis was done with data collected from Superion CAD database. Data included from 911 calls and officer-initiated traffic stops. Collection of data from June 2015-July 2018. Query produced 87,050 calls for service. The districts were previously separated by Highway 3 created an East and West side, but that was impossible to maintain with the growth of the City. Staff looked at the best way to reassign reporting areas and utilized the available data to accomplish this. The new District and Beat analysis reallocates some additional Reporting Areas to the East District along with newly defined Beats. This more evenly divides the City into two (2) Beats per District along with a more consistent work-load within all Beats. With the utilization of the MDC mapping capabilities in the patrol units, officers can pinpoint exactly which District and Beat the call is assigned to. The new District and Beat plans will be implemented and go live by August 6th.
Critical Success Factor No. 4: Quality Community Amenities
Initiative No. 5: Focus on acquisition of new land and development of existing land for facilities, recreation programming, and trails as outlined in the Parks Master Plan
Staff is working with Parks Board to identify and prioritize individual initiatives and/or projects in the Parks Master Plan over the next 20 years for Immediate needs – 2018-2022 (1-5 years); Future needs – 2023-2028 (5-10 years), and Long-term needs – 2029-2036 (10+ years).
Staff will also be researching funding options for the projects.
CVB Administrator Bryan Roller and Assistant City Manager Michael Kramm met with a promoter about hosting a large-scale regional basketball tournament in the Spring of 2019, with support from the Clear Creek Independent School District. In June, Roller also met with a promoter about hosting a gymnastics invitational and a regional state qualifying meet in the Spring of 2019 at Hometown Heroes Recreation Center.
Staff will investigate options / possibilities of using detention areas for amenities such as fields, and recreational areas. If viable, developers could receive credit against park fees and land dedication requirements.
Initiative No. 6: Explore and create opportunities for development along Clear Creek, as well as utilization of detention, retention and drainage easements
Council approved the submittal of a grant application to the Texas Parks and Wildlife Department for the FM270 Boat Ramp Renovation Project. The deadline is later this Fall with award in 2019. Council approved a preliminary design contract for the FM270 Boat Ramp Renovation Project (PK1804) with Burditt Consultants, LLC on 5/8/18. Staff also submitted a grant application to the Texas Parks and Wildlife Department for the 5K Loop Trail in Hometown Heroes Park and for Bayridge Park Redevelopment on the 8/14/18 Council agenda.
Initiative No. 7: Build a new animal shelter as approved by Council with a focus on increasing community involvement through volunteerism, outreach, and education
Staff is working with Jackson and Ryan Architects to have a complete set of working drawings to progress to the construction phase of the projects.
An RFP for bids will begin later this Fall, with the awarding of a contract in early 2019.
Critical Success Factor No. 5: Trained, Committed and Valued Workforce
Initiative No. 8: Enhance the employee recognition program that includes incentivizing staff innovation and recognizing “S.E.R.V.I.C.E.” values
Committee members selected to include ACMs (2), HR Director and Assistant to City Manager. In the event of “tie” for any award, City Manager will be tie-breaker. Plan would be to meet quarterly. First meeting to be identified following roll out of employee recognition tool.
Final testing for the online recognition tool being done week of July 29th by HR team. Updated list of employees to be uploaded and communications plan roll out will go live week of August 6th.
Critical Success Factor No. 6: Engaged Residents
Initiative No 9: Develop a Citizen Survey
Staff developed a Citizen Survey that kicked off the week of the Town Hall Meeting on June 20th, and it closed on July 1st. Staff received over 2,742 responses and will present the outcomes at the August 14th Council Meeting.
Staff are planning for their first electronic version of the City Matters newsletter to begin this Fall, along with another Town Hall meeting in October.
Critical Success Factor No. 7: Economic Development and Tourism
Initiative No. 10: Continue to identify and target potential investors and partners to create entertainment venues by offering a fast-track process and economic development incentives
Staff has been working with several developers regarding House Bill 2445 Projects. The punch list and the financial and market feasibility study are dependent on the developer at this point.
Critical Success Factor No. 8: Quality-Built Environment
Initiative No. 11: Implement comprehensive enhanced development standards that address aesthetics, flood risk, site planning, and energy (LEED)
Staff submitted an updated drainage ordinance in June. An updated tree ordinance will go before Council for consideration in September.
Staff presented an agenda item for approval on 8/14/18 authorizing an agreement with Centerpoint Energy for conversion of sodium street lights to LED streetlights.