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01.30.19 Town Council Special Meeting Packet
Page 1 of 1 ] Prosper is a place where everyone matters. 1. Call to Order/Roll Call. 2. The Town Council will hold a strategic planning work session to discuss successes and accomplishments since the last planning work session and to prioritize future strategic goals. 3. EXECUTIVE SESSION: Recess into Closed Session in compliance with Section 551.001 et seq. Texas Government Code, as authorized by the Texas Open Meetings Act, to deliberate regarding: 3a. Section 551.087 – To discuss and consider economic development incentives. 3b. Section 551.072 – To discuss and consider purchase, exchange, lease or value of real property for municipal purposes and all matters incident and related thereto. 4. Reconvene in Regular Session and take any action necessary as a result of the Closed Session. 5. Adjourn. CERTIFICATION I, the undersigned authority, do hereby certify that this Notice of Meeting was posted at Prosper Town Hall, located at 200 S. Main Street, Prosper, Texas 75078, a place convenient and readily accessible to the general public at all times, and said Notice was posted on Friday, January 25, 2019, by 5:00 p.m., and remained so posted at least 72 hours before said meeting was convened. _______________________________ _________________________ Lauren Field, Deputy Town Secretary Date Noticed Removed Pursuant to Section 551.071 of the Texas Government Code, the Town Council reserves the right to consult in closed session with its attorney and to receive legal advice regarding any item listed on this agenda. NOTICE Pursuant to Town of Prosper Ordinance No. 13-63, all speakers other than Town of Prosper staff are limited to three (3) minutes per person, per item, which may be extended for an additional two (2) minutes with approval of a majority vote of the Town Council. NOTICE OF ASSISTANCE AT PUBLIC MEETINGS: The Prosper Town Council meetings are wheelchair accessible. For special services or assistance, please contact the Town Secretary’s Office at (972) 569- 1011 at least 48 hours prior to the meeting time. AGENDA Special Meeting of the Prosper Town Council Fire Station #2 Training Room 1140 S. Teel Parkway, Prosper, Texas Wednesday, January 30, 2019 8:00 a.m. The Elim Group Town of Prosper, Texas Council Strategic Planning Session January 30th, 2019 Breakfast is ready at 8:00, and we will start about 8:30 Adjourn no later than 4:00 Welcome &Facilitated Introductions: o Why did you run for office, or for staff, what is your greatest joy in public service? o When you travel and tell folks you are from Prosper what is your biggest brag about the Town? o If you were in charge of a significant bequest and could give Prosper any gift, what would it be? The Helicopter Metaphor Take Off –BACKWARDS –Tickled Pink and Sorta Blue After Review: Council, did we miss any accomplishment that YOU feel warrants visiting? Review / Re-confirm / Modify Vision and Strategic Goals o In table groups discuss the 2020 Vision –Still Valid, Any Modifications to suggest? o Are the goals still the right ones? o What do you want to add (if anything)to explain, clarify or expand #9 
? Review Major Initiatives and their status o By major groups [(3), (1, 7, 8),(2, 6, 9), (4, 5, 10)] Discussion of Council Identified Issues o Employee Survey (KS) o Downtown Road Reconstruction (HW) o Infrastructure and Transportation Study (JC) o Downtown Beautification Update (JW) o Public Hearings on Consent Agenda (JW) o Field Utilization and Fees (DR) o McKinney Urban Transit District (HW) o Water Conservation Plan (FJ) o Holiday Council Meeting Schedule (RB) o Legislative Strategy (KN/HJ) o Town Council Succession Planning (HJ/RB) Identify new objectives and action items for Strategic Goals o Based on what you have heard and what you know –anything beyond the recommendations you want to add? Summary and wrap up (after which staff is dismissed) Continue discussion with Council, Harlan, and Mike [in Executive Session (if needed)] We Help You Create YOUR Oasis! Town of Prosper 2020 Vision Prosper is a community committed to excellence. It is a high quality, family-oriented community maintaining a visually aesthetic open feel with quality commercial development directed to the Town’s major transportation corridors all while maintaining strong fiscal responsibility. Town of Prosper Strategic Goals Goal 1 Ensure Quality Development: Ensure quality development and re-development that supports the Town’s vision and enhances the quality of life of Prosper’s current and future residents. Goal 2 Maintain Safety and Security: Ensure the safety and security of individuals and property for those who live, work, and play in Prosper. Goal 3 Provide Efficient and Effective Utilities, Roads and Infrastructure: Provide high quality water and sewer services, and transportation corridors that promote mobility, to meet the Town’s current and future needs. Goal 4 Maximize Recreation and Leisure Opportunities: Provide citizens and visitors with opportunities to participate in experiences that meet their recreation and leisure needs. Promote diversity in leisure services, and experiences for Prosper’s current and future residents. Goal 5 Maintain Community Character: Maintain Prosper’s unique feel and distinctive look through extensive use of trees and open space as well as high development standards that provide vibrant neighborhoods and development. Create opportunities for the community to congregate and interact through unique events and spaces. Goal 6 Ensure Fiscal Stewardship: Ensure Prosper’s long-term financial viability and integrity of the Town’s financial controls and processes. Goal 7 Maintain A Quality Workforce: Ensure Prosper’s long-term success by attracting, retaining, equipping, and empowering a workforce that delivers excellent service for an excellent value. Goal 8 Improve Town Facilities: Maintain quality public facilities that represent the brand image of Prosper; meet the needs of the citizens and staff; and promote effective and efficient Town services. Goal 9 Maintain Proactive Communication with Engaged Residents Goal 10 Engage in Effective Intergovernmental Relations Page 1 of 3 Priority Levels: Urgent & Important "1"; Important to Begin or Continue "2"; As Time/Resources Allow "3" Status Priority Status Update January 2019 Staff Member Original Estimated Completion Date Comments Goal 1 – Ensure Quality Development Update Comprehensive Plan Base Map, Demographics and Statistics 2020 HW (JW)added by staff at Jan. 2019 Staff Session Conduct a complete update of the Comprehensive Plan 2022 HW (JW)added by staff at Jan. 2019 Staff Session Update non-residential development standards including enhance thoroughfare screening, and vision for DNT/US 380 In progress 3 Summer 2019 HW (JW)Fall 2016 Council briefing scheduled for Jan 8, 2019; PDC briefing scheduled for Feb 12 Update home occupation zoning regulations Complete 2 Spring 2018 HW (JW)Fall 2016 Ordinance adopted May 22, 2018 Implement a multi-family rental inspections program Complete 3 Fall 2018 HW (JW)Fall 2015 Ordinance adopted December 11, 2018 Identify and Implement one key Public/Private Partnership project for Downtown In progress 3 Fall 2019 HW (JW)Fall 2018 New initiative (staff) but depends on the market; amended at Jan. 2019 Staff Session Enhance Old Town Residential Revitalization In progress 3 Summer 2019 HW (JW)Fall 2018 To be discussed at January 2019 Council Strategic Retreat Adopt 2015 Building Codes Complete 1 Fall 2018 HW (JW)Fall 2018 Ordinance adopted December 11, 2018 Invest in placemaking, public art, and an area for community gathering On hold HW (JW)Staff proposal during 1/24/18 strategic retreat; no support for project at this time - desire for Phase 2 of Gates of Prosper to provide this; staff suggested eliminating this goal at Jan. 2019 Staff Session Goal 2 – Maintain Safety and Security Adopt 2015 International Fire Code Complete 1 Fall 2018 BA Fall 2018 Ordinance adopted November 2018 Pursue an improved ISO rating from 2 to 1 In progress 2 Summer 2019 SB Fall 2019 ISO Inspection occurred December 3rd. Estimated 30-90 days before notification. Obtain Texas Fire Chiefs Association Best Practices Recognition In progress 2 Winter 2019 SB Spring 2017 Process started. More emphasis on this next month with new position starting January 2019. Continue Creation and Implementation of Crime Control and Fire Control Districts Complete 2 Summer 2018 DK/SB Summer 2018 passed by the voters in May 2018 Special Election Goal 3 – Provide Efficient and Effective Utilities, Roads and Infrastructure Develop a railroad crossing strategy.2019 HW added by staff at Jan. 2019 Staff Session Smoke test downtown wastewater lines for I & I "Inflow and Infiltration" (Three Phases) > Ph. One: Completed Sept. 2016; > Ph. Two: Completed Summer 2017; > Ph. Three: Completed Summer 2018 Complete 1 Summer 2018 HW (FJ)Summer 2018 Complete construction Fishtrap Elevated Storage Tank (South)In progress 1 Spring 2020 HW (PA)Summer 2019 Complete construction 24" WL Connection from LPP EST to DNT/42" to Coit In progress 1 Spring 2020 HW (PA)Summer 2019 Complete construction Upper Pressure Plane Pump In progress 1 Summer 2019 HW (PA)Summer 2019 Complete construction Lower Pressure Plane Pump Station and Transmission Line In progress 1 Summer 2021 HW (PA)Summer 2021 Doe Branch WWTP Expansion Evaluation on Next Phase Complete 2 Summer 2018 HW (FJ)Summer 2018 Not participating in Phase 2 Complete construction Broadway from McKinley to Coleman In progress 1 Spring 2019 HW (MB)Summer 2015 Construction began Summer 2018 Complete construction Fishtrap Rd. from FM 1385 to Dallas North Tollway (two Sections)In progress 1 Fall 2019 HW (MB)Summer 2015 > from FM 1385 to Gee Rd. > from Gee Rd. to Dallas North Tollway - construction completed in Aug. 2016 Major Initiatives 2018 - 2019 * Page 2 of 3 Status Priority Status Update January 2019 Staff Member Original Estimated Completion Date Comments Complete construction Main Street from First to Broadway Complete 1 Summer 2018 HW (MB)Fall 2014 Collin County complete construction DNT Southbound Frontage Road In progress 1 Spring 2020 HW Fall 2018 TxDOT complete construction US 380 (Denton County Line to Lovers Lane) In progress 1 Spring 2019 HW Fall 2018 NTTA complete construction DNT/US 380 Overpass In progress 1 Fall 2022 HW Fall 2020 Complete construction Prosper Trail (Kroger - Coit) In progress 1 Summer 2019 HW (PA)Winter 2018 Develop strategy to avoid road failures similar to Windsong (i.e., increased inspections/changing some of the standards, etc.)Complete 1 Spring 2017 HW Fall 2017 100% Maintenance Bond adopted on May 23, 2017. Prior strategies implemented: Windsong GPR additional phases, Certified Letter of Compaction of trenches, Annual Budget for Ground Penetrating Radar in Subdivisions before maintenance bond expires Complete design Coit Road (First - Frontier) In progress 2 Spring 2019 HW (PA)Fall 2018 Timeline extended to get to 100% complete plans. Complete design Prosper Trail (Coit - Custer) In progress 2 Summer 2019 HW (PA)Fall 2018 70% design plans submitted. Contract for 90% design Complete design Cook Lane and E-W Collector (Cook - DNT)In progress 2 Summer 2019 HW (PA)Fall 2017 E-W Collector broken out separately and complete Fall 2018. Cook Lane to be complete Summer 2019. Complete construction McKinley from First to Fifth In progress 1 Spring 2019 HW (MB)Fall 2015 This was put on hold for possible funding gap on Frontier Parkway. Complete construction Fifth from Railroad to Coleman In progress 1 Spring 2019 HW (MB)Fall 2016 This was put on hold for possible funding gap on Frontier Parkway. Collin County complete construction Frontier Parkway (BNSF Overpass)In progress 2 Fall 2021 HW Summer 2021 Complete construction Cook Lane In progress 1 Summer 2020 HW (PA)Summer 2019 E-W Collector priority over Cook Lane Complete construction E-W Collector (Cook - DNT)In progress 1 Summer 2019 HW (PA)Summer 2020 Cook Lane to be constructed after E-W Collector TxDOT complete construction FM 2478 (US 380 - FM1461)In progress 2 Summer 2022 HW Summer 2022 TxDOT complete construction US 380 (US 377 - Denton County Line) In progress 2 Summer 2025 HW Summer 2025 TxDOT complete construction FM 1461 (SH 289 -CR 165)In progress 2 2022-2027 HW 2022-2027 Complete design Victory Way (Coleman - Frontier)In progress 2 Fall 2019 HW (PA)Fall 2019 Complete construction street lights Coit Road (US 380 - First)Complete 1 Spring 2018 HW (PA)Winter 2017 Only establishing ground cover remains. Work with wireless providers on Town cell tower master plan Complete 2 Winter 2018 HW (JW)Fall 2015 First St. and Fifth St. Silent Crossing Intersection Improvements In progress 1 Fall 2019 HW (MB)Fall 2019 Contract to be approved in Winter 2019 for study.; staff suggested eliminating this, and adding an overall RR strategy Acquire ROW for BNSF RR Overpass at First and Prosper Trail On hold 2 Fall 2019 HW (MB)Fall 2019 Staff suggested eliminating this at Jan. 2019 Staff Session and adding to overall RR strategy Goal 4 – Maximize Recreation and Leisure Opportunities Evaluate Downtown Parkland/Open Space options In progress 1 Summer 2019 HW (DR)added by staff at Jan. 2019 Staff Session Evaluate options for a new Community Park in progress 1 Sping 2019 HW (DR)added by staff at Jan. 2019 Staff Session Update the Parks, Recreation, and Open Space Master Plan 2023 HW (DR)added by staff at Jan. 2019 Staff Session (to be completed after the Comp. Plan update) Complete Frontier Park North Field Improvements Complete 1 Summer 2018 HW (DR)Spring 2018 Goal 5 – Maintain Community Character Complete Gateway Monument design Complete 1 Spring 2018 HW (DR)Winter 2018 Complete US 380 Landscaping (Custer - Lovers) In progress 2 Fall 2019 HW (DR)Summer 2018 Timing may be extended due to TxDOT combining contract with Melissa. Apply for Parks and Recreation National Accreditation In progress 3 Fall 2020 HW (DR)Fall 2020 Staff continues to develop items to meet the requirements Focus on existing events and engage more volunteers in the planning and working the events Complete 2 Summer 2018 HW (DR)Winter 2018 Update Property Maintenance Code Complete 2 Winter 2018 HW (JW)Summer 2018 Adopted by Ord.18-01 Update Tree Mitigation Ordinance Complete 2 Winter 2018 HW (DR)Winter 2018 Adopted by Ord.18-11 Apply for Scenic City Upgrade Complete 2 Winter 2018 HW (DR)Spring 2018 Submitted 2-16-2018 Page 3 of 3 Status Priority Status Update January 2019 Staff Member Original Estimated Completion Date Comments Present a plan to Council to give trees to residents On hold 3 Fall 2018 HW (DR)Fall 2018 Discussed with Council during July 11, 2018 Budget Retreat. No support so this item can be removed. Goal 6 – Ensure Fiscal Stewardship Pursue targeted, innovative grant opportunities to optimize operations.CS (KN)added by staff at Jan. 2019 Staff Session Enhance operational transparency, capability, and security with new Town-wide enterprise software solution.CS (KN)Fall 2022 added by staff at Jan. 2019 Staff Session Renegotiate Franchise Agreements In progress 2 Summer 2018 CS (KN)Fall 2017 All Franchise agreements are under a current agreement and will be presenting CoServ Gas franchise agreement to Council in February for an extension to 2028. Next franchise agreement to renew is 2022. Develop a long-term plan for staffing, Town Facilities, and infrastructure financing On-going 1 Fall 2018 CS (KN)Fall 2018 Presented during the adoption of the FY2019 budget long-term CIP and funding for such projects. This is on-going. Goal 7 – Maintain a Quality Workforce Complete biannual Compensation Study In progress 1 Spring 2019 CS (KS)added by staff at Jan. 2019 Staff Session Pursue Organizational Excellence through staff development, training, and industry best practices recognition On-going 2 Winter 2019 CS (KS)Winter 2019 Continuous Process Improvement/Lean training was approved by Council and will begin in February 2019. Conduct media training for staff, and possibly Town Council Complete 2 Winter 2018 RB Fall 2017 Council training completed Dec. 2017; Staff training completed Feb. 2018 Goal 8 – Improve Town Facilities Plan and prioritize future facility needs added by staff at Jan. 2019 Staff Session Construct and occupy Public Safety facility DK added by staff at Jan. 2019 Staff Session Build Town Hall/Multi-Purpose Facility Complete 1 Summer 2018 HJ (HW)2016 Building opened July 30, 2018 Purchase land for Parks Operations and Public Works facility (Mahard property)In progress 2 Winter 2019 HW (PA)Fall 2016 Put on hold for 1+ years Complete design of Police Station, Phase 1 In progress 1 Summer 2019 HW/DK Winter 2019 conceptual design approved by Council on 06/26/18 Develop a Public/Private Partnerships with the communications industry On-going 2 Fall 2020 CS (LJ)Fall 2020 Working with Broadband Committee to implement this goal Develop a Data Transmission Infrastructure Improvements Master Plan On-going 1 Fall 2020 CS (LJ)Fall 2020 Working with Broadband Committee to implement this goal Goal 9 – Maintain Proactive Communication with Engaged Residents Develop a profesisonally produced Year in Review/Annual Report video RB Spring 2020 added by staff at Jan. 2019 Staff Session Make Smart Meter data accessible to residents CS (KN)Winter 2020 added by staff at Jan. 2019 Staff Session Complete 3-year Communication plan In progress 2 Winter 2019 RB Fall 2018 Draft to be submitted by Feb. 2019 Conduct HOA Presidents Meeting In progress 2 Winter 2019 RB Summer 2018 Meeting held on January 24, 2019 Implement effective, new social media tools On-going 2 RB Fall 2018 Library blog rolled out Summer 2018, more video content (FB live, Budget Video, Tell a Joke Day) in Fall 2018 Goal 10 – Engage in Effective Intergovernmental Relations Leverage intergovernmental relationships to achieve regional transportation solutions HJ added by staff at Jan. 2019 Staff Session Continue and improve regular communications with PISD to coordinate plans for infrastructure improvements.On-going 2 HW Coordinate with the Counties and TxDOT to ensure local interests are considered on major roadway projects.On-going 2 HW Work with TML and the Town's lobbyist to monitor issues of local concern before the state legislature.In Progress HJ 19 Complete 28% 39 In progress 57% 7 On-going 10% 3 On hold 4% 68 Total 100% * Based upon the January 2018 Council Strategic Planning Session, and the January 9, 2019 Staff Strategic Planning Session Updated January 28, 2018 2955 Valmont Road Suite 300 777 North Capitol Street NE, Suite 500 Boulder, Colorado 80301 Washington, DC 20002 n-r-c.com • 303-444-7863 icma.org • 800-745-8780 Prosper, TX Workplace Report 2018 The NES is presented by NRC in collaboration with ICMA. NRC is a charter member of the AAPOR Transparency Initiative, providing clear disclosure of our sound and ethical survey research practices. The National Employee Survey™ © 2009-2018 National Research Center, Inc. Contents About ....................................................................................................... 1 Highlights ................................................................................................ 2 Overall Employee Satisfaction ............................................................... 3 Job Satisfaction ....................................................................................... 4 Supervisor and Work Group ................................................................... 5 Executive Leadership ............................................................................. 6 Workplace ............................................................................................... 7 External Customers ................................................................................ 9 Support Services ................................................................................... 11 Page 1 The National Employee Survey™ © 2009-2018 National Research Center, Inc. About This report of The National Employee Survey™ (The NES™) for the Town of Prosper provides the opinions of employees regarding their satisfaction on the job and other key characteristics of a quality work environment: communication, organizational ethics, employee fit, wages and benefits, the physical work space, supervisory relationships, the job feedback system, professional development and self-reported performance. A periodic sounding of employee opinion on these critical work climate issues offers management, staff and elected officials an opportunity to identify challenges, plan for and evaluate improvements and sustain organizational effectiveness for long-term success. The National Employee Survey™ (The NES) report is about the work environment of the Town of Prosper. A quality work environment is a workplace that is not simply acceptable, but that is desirable. It is not only where people do work, but where they want to work. Great workplaces are partnerships of employees, management and the residents they serve. The NES captures employees’ opinions within the six aspects of organizational climate: Job Satisfaction, Supervisor and Work Group, Executive Leadership, Workplace, External Customers and Support Services. A total of 173 completed surveys were completed by employees, providing an overall response rate of 80%. Because the survey was intended to be taken by all employees and no statistical weighting was performed, no traditional margin of error was calculated. However, because not all employees responded, NRC recommends using plus or minus five percentage points as the “range of uncertainty” around any given percent reported for the organization as a whole. The full description of methods used to garner these opinions can be found in the Technical Appendices provided under separate cover. Page 2 The National Employee Survey™ © 2009-2018 National Research Center, Inc. Highlights Overall, the Town of Prosper is a great place to work. About 4 in 5 employees reported being satisfied with their job overall, felt positive about working for the Town and gained satisfaction from their job. In addition, about 9 in 10 employees planned on working for the Town a year from now and were likely to recommend working for the Town of Prosper. Prosper employees also gave evaluations that were higher than employees from other organizations across the country to the work-life balance for staff, the connection between compensation and performance, and overall staff morale. Job Satisfaction ratings tended to remain stable from 2016 to 2018 (for more information on comparisons over time, see the Trends over Time report under separate cover). Town employees give Executive Leadership and Supervisors top marks. All ratings for Supervisors and Workgroups, as well as for Executive Leadership, were rated positively and higher than the national benchmarks. At least 7 in 10 employees positively rated the following aspects of Executive Leadership: the process for making important decisions, confidence in Town leadership, modeling a high standard, strength of shared understanding of the Town’s mission, and managing costs responsibly and logically. Ratings for almost all aspects of the Town’s Executive Leadership improved in 2018 compared to 2016. The employee-supervisor relationship also received high marks. About 4 in 5 Prosper employees agreed that their supervisor created an atmosphere of mutual trust and confidence, and treated employees with respect. A similar proportion of respondents positively rated the quality of work performed by their group and the working relationships overall in their group. Support Services remain strong with some notable improvements. Town of Prosper employees rated the quality and timeliness of 14 internal Support Services. All aspects of quality and timeliness were rated as excellent or good by at least two-thirds of employees. Many services received ratings higher than the national benchmarks, and none received ratings lower than the benchmarks. About half of the evaluations remained stable from 2016 to 2018, half improved over time and none declined. Ratings increased for both the quality and timeliness of recruitment services, benefits administration, training services, human resources, network services, risk management and overall Town internal services. Page 3 The National Employee Survey™ © 2009-2018 National Research Center, Inc. Overall Employee Satisfaction Knowing where to focus resources to improve employees’ satisfaction with the workplace requires information that targets job features that are most important to employees. Employees were asked to rate more than 100 different aspects of the organization, which have been grouped into the larger job features shown in the figure below (the individual items making up each job feature can be found under separate cover in the Technical Appendices). The color of each indicates the comparison of its rating (the average across ratings given to each aspect included in that specific job feature) to NRC’s national employee benchmark database. In addition to a benchmark comparison for each job feature, the image below includes one or more stars to indicate which job features were the most influential on ratings of employee job satisfaction. The key feature found to be most strongly correlated with job satisfaction in the Town of Prosper was: • Employee Contribution and Fit To impact employee job satisfaction, an organization typically will want to consider improvements to any key features that are not at least similar to the benchmark. In the case of Prosper, no key driver was below the benchmark. Therefore, Prosper may wish to seek improvements to Employee Contribution and Fit, as this key driver received ratings similar to other benchmark jurisdictions. Respect and Ethics Physical Work Environment Employee Contribution and Fit Employee- Supervisor Relationship Communication and Decision- making Employee Performance Evaluation Employee Development Legend Higher than benchmark Similar to benchmark Lower than benchmark Most influential on overall job satisfaction Work Group Performance Wages and Benefits Page 4 The National Employee Survey™ © 2009-2018 National Research Center, Inc. Job Satisfaction An organization of satisfied employees is an organization where employees feel motivated to do their best possible work and where they hope to continue working in years to come. In the Town of Prosper, 88% of employees strongly or somewhat agreed that they were satisfied with their job, which was similar to ratings in other organizations across the nation. Delving deeper into Job Satisfaction, employees evaluated specific aspects of their work experience including the size of their workload and the quality of work committed by co- workers. At least 4 in 5 Town of Prosper employees rated each aspect of Job Satisfaction positively and these ratings were on par with or higher than ratings in comparison organizations. Further, about 4 in 5 employees also gave high marks to aspects of Employee Contribution and fit, however only about 2 in 5 felt they could take on a heavier workload. More respondents felt that the mission and vision of the Town of Prosper made them feel that their job was important in 2018 compared to 2016. Almost all respondents felt their co-workers were committed to quality work and this was higher than the national average. Prosper employees also reported higher levels of recognition and support than their national counterparts. 75% 69% 90% 86% 85% 93% 93% 90% 93% 92% 41% 82% 94% 90% 86% 88% Someone talked to me about my progress Received recognition in the last 7 days EMPLOYEE PERFORMANCE EVALUATION Co-workers committed to quality work WORK GROUP PERFORMANCE Values match with Town Can do best every day Know what is expected Have good friends at work Job is important Could take on heavier workload Workload is manageable EMPLOYEE CONTRIBUTION AND FIT Feel positively challenged Gain satisfaction from job Plan on working for Town a year from now Town is a good employer Feel positive about working for Town Satisfied with my job JOB SATISFACTION Higher Similar Lower Comparison to benchmark Percent positive (e.g., excellent or good, strongly or somewhat agree) Strongly agree 55% Somewhat agree 33% Somewhat disagree 10% Strongly disagree 2% Satisfied with job Figure 1: Aspects of Job with Town Page 5 The National Employee Survey™ © 2009-2018 National Research Center, Inc. Supervisor and Work Group Employees’ relationships with their supervisor and work group are the primary colors that paint their everyday experience in the workplace. From communicating clear expectations to providing constructive feedback, the quality of these interactions directly affects staff morale and motivation. When asked to rate various aspects of the employee-supervisor relationship, at least 7 in 10 Town of Prosper employees gave high marks. All ratings were higher than the national averages. Moreover, employees gave higher marks to the job their supervisors did at providing specific, constructive feedback, working with employees to set goals and providing recognition for good in work in 2018 compared to 2016. In addition, survey respondents provided feedback on the quality of work group performance. Each aspect was held in high regard by a strong majority of employees and all ratings were higher than the benchmark comparisons. These strong ratings remained stable from 2016 to 2018. 78% 91% 82% 82% 86% 73% 82% 73% 74% 80% 79% 80% 82% 81% Morale in work group Quality of work by work group Collaboration in work group Communication in work group Working relationships in my work group overall WORK GROUP PERFORMANCE Welcoming employee involvement in decision-making Treating employees with respect Providing recognition for doing good work Informing employees about decisions that impact work Communicating expectations of employees Working together with employees to set goals Providing specific, constructive feedback Promoting a positive working relationship Atmosphere of mutual trust and confidence EMPLOYEE-SUPERVISOR RELATIONSHIP Higher Similar Lower Comparison to benchmark Percent positive (e.g., excellent or good, strongly or somewhat agree) Figure 2: Aspects of Supervisor and Work Group Relationships Page 6 The National Employee Survey™ © 2009-2018 National Research Center, Inc. Executive Leadership A Town’s executive leadership plays a pivotal role in shaping organizational culture and steering the community in a positive direction. Prosper employees provided feedback regarding the Town leadership’s performance along the dimensions of Employee Development, Communication and Decision-making and Respect and Ethics. Town of Prosper employees gave positive ratings to each aspect of the Town’s Executive Leadership. Not only were all ratings higher than the benchmark comparisons; most had increased over time as well. 75% 82% 77% 73% 71% 63% 59% 67% 69% 69% 70% 71% 71% Confidence in leadership Town Managing costs responsibly and logically Modeling a high standard Strength of shared understanding RESPECT AND ETHICS Process for making important decisions Speed of response to important issues or change Listening to employee opinions Welcoming employee involvement in decision-making Communicating information about problems facing Town Communicating information in a timely manner Clarity of strategic direction, goals and objectives Communicating an inspiring vision COMMUNICATION AND DECISION-MAKING Encouraging innovative solutions to problems EMPLOYEE DEVELOPMENT Higher Similar Lower Comparison to benchmark Percent positive (e.g., excellent or good, strongly or somewhat agree) Figure 3: Aspects of Town’s Executive Leadership Page 7 The National Employee Survey™ © 2009-2018 National Research Center, Inc. Workplace Town employees weighed in on the quality of their workplace. Of those surveyed, about 4 in 5 would be very or somewhat likely to recommend working for Town. The portion of employees that would recommend working for the Town was similar to other municipalities across the nation. More Prosper employees were likely to recommend working for the Town in 2018 compared to 2016. Survey respondents also offered their views of the work environment, exploring such areas as Employee Contribution and Fit, Employee Performance Evaluation and the Physical Work Environment. All aspects of Employee Contribution and Fit, Employee Performance Evaluation, Employee Development, Communication and Decision-Making and Respect and Ethics received positive marks from a majority of respondents and were higher than the national benchmark comparisons. Further, ratings increased across most of these facets in 2018. While 7 in 10 employees gave excellent or good ratings to benefits overall, this rating was lower than ratings in other local governments. Very likely 56% Somewhat likely 31%Somewhat unlikely 6% Very unlikely 8% Recommend working for Prosper The National Employee Survey™ Page 8 The National Employee Survey™ © 2009-2018 National Research Center, Inc. Figure 4: Aspects of Town Workplace 87% 61% 83% 83% 81% 76% 75% 84% 59% 82% 70% 80% 60% 69% 65% 59% 63% 80% 83% 72% 62% 52% 59% 72% 85% 75% 75% 96% 74% 72% 86% 70% Environment free of violence or harassment Environment free of drug or alcohol abuse Necessary materials, resources and equipment Individual and group work spaces PHYSICAL WORK ENVIRONMENT Applying discipline fairly and consistently Modeling standards of ethical behavior Communicating standards of ethical behavior A respectful atmosphere Town's reputation among staff Overall staff morale Work being done at Town overall Collaboration among staff Working relationships at Town RESPECT AND ETHICS Meetings and meeting schedule COMMUNICATION AND DECISION-MAKING Work schedule flexibility Benefits overall Compensation compared with similar opportunities Employee appreciation WAGES AND BENEFITS Opportunities to develop a career path Opportunities for promotion Coaching or mentoring employees Opportunities to develop knowledge and skills Supporting continual learning and development EMPLOYEE DEVELOPMENT Defining performance objectives Recognizing high-performing employees Dealing with low-performing employees Connection between compensation and performance Accuracy of performance evaluations EMPLOYEE PERFORMANCE EVALUATION Overall skill set of staff Clarity of staff roles and responsibilities Work-life balance for staff EMPLOYEE CONTRIBUTION AND FIT Recommend working for Prosper JOB SATISFACTION Higher Similar Lower Comparison to benchmark Percent positive (e.g., excellent or good, strongly or somewhat agree) Page 9 The National Employee Survey™ © 2009-2018 National Research Center, Inc. External Customers More than other types of organizations, employees of local governments have intimate knowledge of the communities they serve. Town employee perspectives may be important to take into account when leveraging resources and planning for the future. Employees of the Town of Prosper gave their opinions on which areas were most important for the Prosper community to focus on in the next two years. At least 7 in 10 respondents rated each area as essential or very important. About 9 in 10 indicated that the overall economic health, the overall ease of travel and the overall feeling of safety in Prosper were of top importance. In addition to rating the importance of these areas, respondents offered their views of the quality of more than 20 aspects of the Prosper community including Prosper as a place to live and work. At least 6 in 10 employees gave excellent or good marks to each aspect and almost all ratings were higher than the national averages. About a dozen of these community measures were held in higher regard by Prosper employees in 2018 compared to 2016. Some of the ratings that increased during this time period included; Prosper as a place to live, Prosper as a place to work, the overall feeling of safety in Prosper, the overall built environment, overall economic health, overall quality of Town services, overall confidence in Prosper government and the job the Town Government does at being honest and treating all residents fairly. The only measure that decreased in 2018 was the overall ease of travel. Additionally, overall ease of travel was the only community amenity receiving a rating below the national benchmark. 83% 95% 85% 72%73%76% 90%89% Sense of community Overall economic health Education and enrichment opportunities Health and wellness Overall built environment Overall natural environment Overall ease of travel Overall feeling of safety Percent essential or very important The National Employee Survey™ Page 10 The National Employee Survey™ © 2009-2018 National Research Center, Inc. Figure 5: Aspects of Town for Residents 80% 73% 78% 77% 83% 84% 83% 91% 89% 88% 82% 94% 80% 81% 95% 92% 91% 75% 80% 82% 62% Treating all residents fairly Being honest Acting in the best interest of Prosper Confidence in Town government Welcoming citizen involvement Overall direction Value of services for taxes paid Services provided by Prosper GOVERNMENT QUALITY Recommend living in Prosper Overall image Sense of community Overall economic health Education and enrichment opportunities Health and wellness Overall built environment Overall natural environment Overall ease of travel Overall feeling of safety Overall quality of life Place to work Place to live COMMUNITY QUALITY Higher Similar Lower Comparison to benchmark Percent positive (e.g., excellent or good, strongly or somewhat agree) Page 11 The National Employee Survey™ © 2009-2018 National Research Center, Inc. Support Services While residents are familiar with many of the services provided by local government, there are many other essential services that most residents never hear about. The “visible” services could not be performed without the support of internal groups that create the infrastructure to make external services possible. Since the consumers of support services mostly are coworkers in other departments, an employee survey provides a natural opportunity to learn and provide feedback about how customers of internal services perceive service delivery from those support groups. The results of these evaluations – assessing the quality and timeliness of work provided – should prove extremely helpful to regular improvement of support services. As in 2016, ratings for the quality and timeliness of support services were similar to one another. Ratings of the quality and timeliness of the Town’s internal services overall were positive (86% excellent or good and 85%, respectively) and were higher than the benchmark. Generally the quality of the Town of Prosper’s support services were highly rated, with positive evaluations ranging from 67% to 86%. Overall Town internal services, risk management and finance services overall received the highest quality scores. All quality ratings were higher than or similar to the benchmarks and ratings increased for several items. The timeliness of internal support services also were rated positively, ranging from 72% excellent or good to 88%. Finance services overall, risk management services overall Town internal services received the highest praise for timeliness. The timeliness of most support services were rated above the benchmark, and several were trending up from 2016 to 2018. The National Employee Survey™ Page 12 The National Employee Survey™ © 2009-2018 National Research Center, Inc. Figure 6: Aspects of Town’s Support Services 85% 87% 88% 81% 83% 79% 83% 77% 78% 74% 72% 86% 86% 84% 78% 79% 78% 73% 69% 67% 77% 80% 72% 78% 81% 72% 77% 73% Overall Town internal services Risk management services overall Finance services overall Purchasing services overall General information technology (IT) services overall Desktop / Help Desk services Application services Network services Telephone systems Radio systems Human resources services overall Training services Benefits administration Recruitment services TIMELINESS OF SUPPORT SERVICES Overall Town internal services Risk management services overall Finance services overall Purchasing services overall General information technology (IT) services overall Desktop / Help Desk services Application services Network services Telephone systems Radio systems Human resources services overall Training services Benefits administration Recruitment services QUALITY OF SUPPORT SERVICES Higher Similar Lower Comparison to benchmark Percent positive (e.g., excellent or good, strongly or somewhat agree) 2955 Valmont Road Suite 300 777 North Capitol Street NE, Suite 500 Boulder, Colorado 80301 Washington, DC 20002 n-r-c.com • 303-444-7863 icma.org • 800-745-8780 Prosper, TX Trends over Time 2018 Page 1 The National Employee Survey™ © 2009-2018 National Research Center, Inc. Summary The National Employee Survey™ (The NES™) is a collaborative effort between National Research Center, Inc. (NRC) and the International City/County Management Association (ICMA). The survey and its administration are standardized to assure high quality research methods and directly comparable results across The NES communities. The NES captures the opinions of employees regarding their satisfaction on the job and other key characteristics of a quality work environment: communication, organizational ethics, employee fit, wages and benefits, the physical work space, supervisory relationships, the job feedback system, professional development and self-reported performance. This report discusses trends over time, comparing the 2018 ratings for the Town of Prosper to its previous survey results in 2016. Additional reports and technical appendices are available under separate cover. Trend data for Prosper represent important comparison data and should be examined for improvements or declines. Deviations from stable trends over time, especially, represent opportunities for understanding how local policies, programs or public information may have affected employees’ opinions. Meaningful differences between survey years have been noted within the following tables as being “higher” or “lower” if the differences are greater than eight percentage points between the 2016 and 2018 surveys, otherwise the comparison between 2016 and 2018 are noted as being “similar.” Additionally, benchmark comparisons for all survey years are presented for reference. Changes in the benchmark comparison over time can be impacted by various trends, including varying survey cycles for the individual communities that comprise the benchmarks, regional and national economic or other events, as well as emerging survey methodologies. Overall, ratings in Prosper for 2018 generally remained stable or increased. Of the 125 items for which comparisons were available, 70 items were rated similarly in 2016 and 2018 and 54 showed an increase in ratings. Only one item showed a decrease in 2018. Notable trends over time included the following: • Almost all aspects of Job Satisfaction and Employee Contribution and Fit remained stable from 2016 to 2018. However, more employees indicated that the mission and vison of the Town made them feel their job was important and felt they had the opportunity to do what they did best every day at work. Although a high number (three-fourths) of employees reported they would recommend Prosper as a place to work 2016, this increased by 10% in 2018. • Ratings of the Employee-Supervisor relationship also showed gains in a number of areas. In 2018, employees gave higher ratings to their supervisors providing specific, constructive feedback that helped improve performance, communicating expectations of employees and providing recognition for doing good work. In addition, many ratings in the area of Performance Evaluation showed strong gains when compared to 2016. Job clarity also received more favorable marks. • Most aspects of the Town’s Executive Leadership improved over time. Employees rated 13 aspects of the Town’s Executive Leadership; 9 of these increased in 2018 and four remained stable in 2018 compared to 2016. • Prosper employees also held many aspects of the Town for Residents in higher regard in 2018 compared to 2016. Ratings increased for most of the community measures; including Prosper as a place to live, as a place to work, the overall feeling of safety in Prosper, overall economic health, overall image or reputation of Prosper and the overall quality of services provided by the City. However, ratings decreased for the overall ease of getting to places you usually have to visit. • About half of the ratings for both the quality and timeliness of Support Services increased in 2018 compared to 2016; while the rest remained stable. Of the 14 internal services rated, Prosper employees gave higher marks to both the quality and timeliness of half. These services included recruitment services, benefits administration, training services, human resources, network services, risk management and overall Town internal services The National Employee Survey™ Page 2 The National Employee Survey™ © 2009-2018 National Research Center, Inc. Table 1: Aspects of Job Satisfaction Percent rating positively (e.g., excellent/good, strongly/somewhat agree) 2018 rating compared to 2016 Comparison to benchmark 2016 2018 2016 2018 Job Satisfaction Overall, I am satisfied with my job 86% 88% Similar Similar Similar Overall, I feel positive about working for the Town of Prosper 88% 86% Similar Similar Similar Overall, I think the Town of Prosper is a good employer 82% 90% Similar Similar Similar I plan on working for this organization a year from now 96% 94% Similar Similar Similar I gain satisfaction from my current job responsibilities 92% 93% Similar Similar Higher I feel positively challenged in my current job 90% 93% Similar Higher Higher Employee Contribution and Fit I feel that my workload is manageable most of the time 86% 82% Similar Higher Similar On average, I could take on a heavier workload than I currently have 39% 41% Similar Similar Similar The mission and vision of the Town of Prosper make me feel my job is important 77% 85% Higher Similar Higher I have good friends at work 91% 92% Similar Similar Similar I know what is expected of me at work 91% 93% Similar Similar Similar I have the opportunity to do what I do best every day at work 86% 86% Similar Higher Higher My values match or fit with the values of this organization 89% 90% Similar Similar Similar Work Group Performance My co-workers are committed to doing quality work 90% 90% Similar Higher Higher Employee Performance Evaluation I have received recognition or praise for doing good work in the last seven days 62% 69% Similar Similar Higher In the last six months, someone at work has talked to me about my progress 78% 75% Similar Higher Higher The National Employee Survey™ Page 3 The National Employee Survey™ © 2009-2018 National Research Center, Inc. Table 2: Aspects of Supervisor and Work Group Relationship Percent rating positively (e.g., excellent/good, strongly/somewhat agree) 2018 rating compared to 2016 Comparison to benchmark 2016 2018 2016 2018 Work Group Performance The working relationships in my work group overall 90% 86% Similar Higher Higher Communication among all staff in my work group overall 81% 82% Similar Higher Higher Collaboration among all staff in my work group overall 84% 82% Similar Higher Higher The quality of work being done in my work group overall 92% 91% Similar Higher Higher Overall staff morale in my work group 74% 78% Similar Higher Higher Employee-Supervisor Relationship Fostering an atmosphere of mutual trust and confidence 73% 81% Similar Similar Higher Promoting a positive working relationship among work group members 77% 82% Similar Higher Higher Providing specific, constructive feedback that helps improve performance 68% 80% Higher Similar Higher Working together with employees to set goals 70% 79% Higher Higher Higher Communicating expectations of employees 76% 80% Similar Higher Higher Informing employees about decisions that impact work 72% 74% Similar Higher Higher Providing recognition for doing good work 63% 73% Higher Similar Higher Treating employees with respect 83% 82% Similar Higher Higher Welcoming employee involvement in decision- making 68% 73% Similar Higher Higher Table 3: Aspects of Town's Executive Leadership Percent rating positively (e.g., excellent/good, strongly/somewhat agree) 2018 rating compared to 2016 Comparison to benchmark 2016 2018 2016 2018 Employee Development Encouraging employees to come up with innovative solutions to problems 66% 71% Similar Higher Higher Communication and Decision-making Communicating an inspiring vision 61% 71% Higher Similar Higher Clarity of strategic direction, goals and objectives 65% 70% Similar Similar Higher Communicating information in a timely manner 63% 69% Similar Higher Higher The National Employee Survey™ Page 4 The National Employee Survey™ © 2009-2018 National Research Center, Inc. Percent rating positively (e.g., excellent/good, strongly/somewhat agree) 2018 rating compared to 2016 Comparison to benchmark 2016 2018 2016 2018 Communicating information that helps employees to understand the problems and issues facing the Town 52% 69% Higher Similar Higher Welcoming employee involvement in decision-making 50% 67% Higher Similar Higher Listening to employee opinions 48% 59% Higher Similar Higher Speed of response to important issues or change 49% 63% Higher Similar Higher Process for making important decisions 67% 71% Similar Higher Higher Respect and Ethics Strength of shared understanding among employees of what the organization is supposed to do 62% 73% Higher Similar Higher Modeling a high standard 62% 77% Higher Similar Higher Managing costs responsibly and logically 71% 82% Higher Higher Higher Overall level of confidence in the leadership of the Town of Prosper 65% 75% Higher Similar Higher Table 4: Aspects of Town Workplace Percent rating positively (e.g., excellent/good, strongly/somewhat agree) 2018 rating compared to 2016 Comparison to benchmark 2016 2018 2016 2018 Job Satisfaction How likely or unlikely you are to recommend working for the Town of Prosper to someone who asks? 76% 86% Higher Lower Similar Employee Contribution and Fit Work-life balance for staff 71% 75% Similar Similar Higher Clarity of staff roles and responsibilities 65% 75% Higher Similar Higher The overall skill set of staff 83% 85% Similar Similar Higher Employee Performance Evaluation Accuracy of performance evaluations 60% 72% Higher Higher Higher Connection between compensation and performance 44% 59% Higher Higher Higher Dealing with low-performing employees 39% 52% Higher Higher Higher Recognizing high-performing employees 50% 62% Higher Higher Higher Defining performance objectives 64% 72% Similar Higher Higher Employee Development Supporting continual learning and development 74% 83% Higher Higher Higher Availability of opportunities for employees to develop knowledge and skills 76% 80% Similar Higher Higher Coaching or mentoring employees 60% 63% Similar Higher Higher Opportunities for promotion 56% 59% Similar Higher Higher Opportunities to develop a career path 66% 65% Similar Higher Higher The National Employee Survey™ Page 5 The National Employee Survey™ © 2009-2018 National Research Center, Inc. Percent rating positively (e.g., excellent/good, strongly/somewhat agree) 2018 rating compared to 2016 Comparison to benchmark 2016 2018 2016 2018 Wages and Benefits Employee appreciation 59% 69% Higher Similar Higher Compensation (salary, benefits and incentives/bonuses) compared with similar opportunities 47% 60% Higher Lower Higher Benefits overall (vacation, sick leave, health care, retirement plan, etc.) 63% 70% Similar Lower Lower Work schedule flexibility 74% 80% Similar Higher Higher Communication and Decision-making Communication among all staff overall 54% 60% Similar Similar Higher Effectiveness of meetings and meeting schedule 69% 70% Similar Higher Higher Respect and Ethics The working relationships at the Town of Prosper overall 75% 82% Similar Similar Higher Collaboration among all staff overall 55% 59% Similar Similar Higher The work being done at the Town of Prosper overall 74% 84% Higher Similar Higher Overall staff morale 49% 75% Higher Similar Higher The Town of Prosper's reputation among staff 54% 76% Higher Similar Higher A respectful atmosphere 72% 81% Higher Higher Higher Communicating standards of ethical behavior 77% 83% Similar Higher Higher Modeling standards of ethical behavior 71% 83% Higher Higher Higher Applying discipline fairly and consistently 58% 61% Similar Higher Higher Physical Work Environment Maintaining a work environment that is free of violence or harassment 90% 87% Similar Higher Higher Maintaining a work environment that is free of drug or alcohol abuse 95% 96% Similar Similar Similar Availability of necessary materials, resources and equipment to do the job effectively 68% 74% Similar Similar Similar Providing individual and group work spaces to do the job effectively 42% 72% Higher Lower Similar Table 5: Aspects of Town for Residents Percent rating positively (e.g., excellent/good, strongly/somewhat agree) 2018 rating compared to 2016 Comparison to benchmark 2016 2018 2016 2018 Community Quality Prosper as a place to live 82% 91% Higher Similar Higher Prosper as a place to work 65% 82% Higher Lower Similar The overall quality of life in Prosper 88% 92% Similar Higher Higher The National Employee Survey™ Page 6 The National Employee Survey™ © 2009-2018 National Research Center, Inc. Percent rating positively (e.g., excellent/good, strongly/somewhat agree) 2018 rating compared to 2016 Comparison to benchmark 2016 2018 2016 2018 Overall feeling of safety in Prosper 86% 95% Higher Higher Higher Overall ease of getting to the places you usually have to visit 80% 62% Lower Higher Lower Quality of overall natural environment in Prosper 85% 80% Similar Higher Similar Overall "built environment" of Prosper (including overall design, buildings, parks and transportation systems) 64% 81% Higher Similar Higher Health and wellness opportunities in Prosper 69% 75% Similar Lower Similar Overall opportunities for education and enrichment 68% 80% Higher Similar Higher Overall economic health of Prosper 82% 94% Higher Higher Higher Sense of community 77% 82% Similar Higher Higher Overall image or reputation of Prosper 76% 88% Higher Similar Higher How likely or unlikely you are to recommend living in Prosper to someone who asks? 84% 89% Similar Similar Higher Government Quality Overall, how would you rate the quality of the services provided by the Town of Prosper? 82% 91% Higher Similar Higher The value of services for the taxes paid to Prosper 67% 83% Higher Lower Higher The overall direction that Prosper is taking 77% 84% Similar Higher Higher The job Prosper government does at welcoming citizen involvement 75% 83% Similar Similar Higher Overall confidence in Prosper government 63% 77% Higher Similar Higher Generally acting in the best interest of the community 71% 78% Similar Similar Higher Being honest 64% 73% Higher Similar Higher Treating all residents fairly 67% 80% Higher Similar Higher Table 6: Support Services Percent rating positively (e.g., excellent/good, strongly/somewhat agree) 2018 rating compared to 2016 Comparison to benchmark 2016 2018 2016 2018 Quality of Support Services Recruitment services 52% 67% Higher Lower Higher Benefits administration 56% 73% Higher Lower Similar Training services 60% 69% Higher Similar Higher Human resources services overall 54% 73% Higher Lower Higher Radio systems 78% 78% Similar Higher Higher Telephone systems 72% 77% Similar Similar Similar The National Employee Survey™ Page 7 The National Employee Survey™ © 2009-2018 National Research Center, Inc. Percent rating positively (e.g., excellent/good, strongly/somewhat agree) 2018 rating compared to 2016 Comparison to benchmark 2016 2018 2016 2018 Network services 54% 79% Higher Lower Higher Application services 73% 72% Similar Similar Similar Desktop / Help Desk services 80% 81% Similar Similar Similar General information technology (IT) services overall 76% 78% Similar Similar Similar Purchasing services overall 76% 78% Similar Higher Higher Finance services overall (which could include payroll, budgeting, etc.) 80% 84% Similar Similar Higher Risk management services overall 59% 86% Higher Lower Higher Overall Town internal services 74% 86% Higher Similar Higher Timeliness of Support Services Recruitment services 56% 72% Higher Similar Higher Benefits administration 56% 72% Higher Lower Similar Training services 58% 74% Higher Lower Higher Human resources services overall 58% 78% Higher Lower Higher Radio systems 78% 77% Similar Higher Higher Telephone systems 75% 80% Similar Similar Similar Network services 71% 83% Higher Similar Higher Application services 74% 79% Similar Similar Higher Desktop / Help Desk services 81% 83% Similar Similar Higher General information technology (IT) services overall 82% 81% Similar Higher Higher Purchasing services overall 74% 77% Similar Similar Similar Finance services overall (which could include payroll, budgeting, etc.) 81% 88% Similar Similar Higher Risk management services overall 62% 87% Higher Lower Higher Overall Town internal services 72% 85% Higher Similar Higher 2955 Valmont Road Suite 300 777 North Capitol Street NE, Suite 500 Boulder, Colorado 80301 Washington, DC 20002 n-r-c.com • 303-444-7863 icma.org • 800-745-8780 Prosper, TX Comparisons by Employment Characteristics 2018 The National Employee Survey™ Page 1 The National Employee Survey™ © 2009-2018 National Research Center, Inc. Interpreting the Results The tables on the following pages display breakdowns of The National Employee Survey™ (The NES) results by respondent employment characteristics. The percentages shown in each table are the “percent positive,” which was created by combining the most favorable response options (i.e., “strongly agree” and “somewhat agree” or “excellent” and “good”). The full set of responses to each question, including “don’t know,” can be found under separate cover in the Technical Appendices. ANOVA and chi-square tests of significance were applied to these comparisons of survey questions. A “p-value” of 0.05 or less indicates that there is less than a 5% probability that differences observed between employee subgroups are due to chance; or in other words, a greater than 95% probability that the differences observed are “real.” Where differences were statistically significant, they have been shaded grey. The total number of employees who completed a survey was 173. However, the number of respondents in each subgroup is much smaller, so differences in ratings among subgroups should be interpreted cautiously even though statistical testing was performed. Notable differences between respondent employement characteristics included the following: • Several differences in ratings were observed among Town Departments. When differences did occur, the Police Department almost always gave lower ratings than all other Town Departments. • Clear patterns also emerged when looking at the differences in perception by Management Status, Exemption Status and Employment Status. Managers tended to give higher ratings than non-managers and exempt employees tended to give higher ratings than non-exempt employees. Fewer differences in ratings occurred by employment status; but when they did occur, part-time employees gave higher ratings than full-time employees. The National Employee Survey™ Page 2 The National Employee Survey™ © 2009-2018 National Research Center, Inc. Comparisons of Survey Results by Department Table 1: Question 1 by Department Please rate each of the following aspects of quality of life in Prosper. (Percent "excellent" or "good") City agency or department Town overall Administration Development Services Community Services Parks & Recreation Public Works Fire Police Prosper as a place to live 100% 100% 91% 92% 90% 92% 100% 91% Prosper as a place to work 96% 90% 100% 94% 73% 100% 47% 82% The overall quality of life in Prosper 95% 100% 93% 92% 80% 100% 89% 92% Table 2: Question 2 by Department Please rate each of the following characteristics as they relate to Prosper as a whole. (Percent "excellent" or "good") City agency or department Town overall Administration Development Services Community Services Parks & Recreation Public Works Fire Police Overall feeling of safety in Prosper 100% 100% 100% 94% 79% 100% 100% 95% Overall ease of getting to the places you usually have to visit 83% 80% 47% 56% 33% 65% 53% 62% Quality of overall natural environment in Prosper 87% 80% 73% 73% 79% 84% 89% 80% Overall "built environment" of Prosper (including overall design, buildings, parks and transportation systems) 92% 80% 87% 79% 73% 79% 68% 81% Health and wellness opportunities in Prosper 82% 90% 64% 71% 64% 82% 94% 75% Overall opportunities for education and enrichment 90% 89% 87% 87% 79% 88% 78% 80% Overall economic health of Prosper 100% 100% 100% 86% 92% 94% 84% 94% Sense of community 92% 100% 87% 87% 85% 88% 72% 82% Overall image or reputation of Prosper 96% 100% 87% 87% 86% 100% 78% 88% Table 3: Question 3 by Department Percent "very" or "somewhat" likely City agency or department Town overall Administration Development Services Community Services Parks & Recreation Public Works Fire Police How likely or unlikely you are to recommend living in Prosper to someone who asks? 87% 100% 86% 80% 73% 100% 100% 89% Table 4: Question 4 by Department Percent "excellent" or "good" City agency or department Town overall Administration Development Services Community Services Parks & Recreation Public Works Fire Police Overall, how would you rate the quality of the services provided by the Town of Prosper? 100% 100% 100% 94% 87% 100% 63% 91% Table 5: Question 5 by Department Please rate each of the following categories of Prosper government performance. (Percent "excellent" or "good") City agency or department Town overall Administration Development Services Community Services Parks & Recreation Public Works Fire Police The value of services for the taxes paid to Prosper 95% 89% 92% 71% 73% 94% 71% 83% The overall direction that Prosper is taking 96% 100% 87% 87% 80% 94% 58% 84% The job Prosper government does at welcoming citizen involvement 96% 90% 87% 87% 85% 87% 69% 83% Overall confidence in Prosper government 96% 90% 100% 69% 73% 78% 42% 77% Generally acting in the best interest of the community 92% 90% 93% 81% 73% 78% 42% 78% The National Employee Survey™ Page 3 The National Employee Survey™ © 2009-2018 National Research Center, Inc. Please rate each of the following categories of Prosper government performance. (Percent "excellent" or "good") City agency or department Town overall Administration Development Services Community Services Parks & Recreation Public Works Fire Police Being honest 91% 90% 86% 81% 73% 72% 32% 73% Treating all residents fairly 95% 89% 93% 75% 80% 88% 47% 80% Table 6: Question 6 by Department Please rate how important, if at all, you think it is for the Prosper community to focus on each of the following in the coming two years. (Percent "excellent" or "good") City agency or department Town overall Administration Development Services Community Services Parks & Recreation Public Works Fire Police Overall feeling of safety in Prosper 83% 90% 87% 94% 86% 89% 100% 89% Overall ease of getting to the places you usually have to visit 88% 90% 93% 82% 86% 95% 84% 90% Quality of overall natural environment in Prosper 74% 90% 87% 82% 86% 63% 63% 76% Overall "built environment" of Prosper (including overall design, buildings, parks and transportation systems) 79% 90% 80% 65% 79% 68% 53% 73% Health and wellness opportunities in Prosper 67% 80% 73% 82% 86% 53% 74% 72% Overall opportunities for education and enrichment 79% 100% 87% 94% 93% 79% 84% 85% Overall economic health of Prosper 92% 100% 93% 94% 93% 100% 95% 95% Sense of community 75% 90% 80% 94% 86% 79% 79% 83% Table 7: Question 7 by Department Percent "very" or "somewhat" likely City agency or department Town overall Administration Development Services Community Services Parks & Recreation Public Works Fire Police How likely or unlikely you are to recommend working for the Town of Prosper to someone who asks? 96% 90% 93% 100% 79% 100% 58% 86% Table 8: Question 8 by Department Please rate the extent to which you agree or disagree with the following statements about your job working for the Town of Prosper. (Percent "strongly" or "somewhat" agree) City agency or department Town overall Administration Development Services Community Services Parks & Recreation Public Works Fire Police Overall, I am satisfied with my job 92% 90% 100% 100% 86% 100% 63% 88% Overall, I feel positive about working for the Town of Prosper 92% 90% 100% 100% 86% 100% 58% 86% Overall, I think the Town of Prosper is a good employer 96% 90% 93% 94% 86% 100% 74% 90% I plan on working for this organization a year from now 100% 100% 100% 100% 93% 100% 74% 94% I feel that my workload is manageable most of the time 92% 90% 87% 88% 79% 84% 68% 82% On average, I could take on a heavier workload than I currently have 50% 44% 47% 50% 29% 17% 58% 41% I gain satisfaction from my current job responsibilities 88% 90% 100% 94% 100% 100% 95% 93% I feel positively challenged in my current job 88% 100% 100% 94% 100% 100% 89% 93% The mission and vision of the Town of Prosper make me feel my job is important 96% 100% 100% 94% 86% 94% 47% 85% I have good friends at work 92% 100% 100% 94% 86% 100% 79% 92% I know what is expected of me at work 100% 80% 93% 100% 86% 100% 79% 93% I have the opportunity to do what I do best every day at work 96% 80% 87% 87% 93% 100% 74% 86% My values match or fit with the values of this organization 91% 100% 93% 100% 79% 100% 79% 90% My co-workers are committed to doing quality work 100% 90% 100% 100% 79% 100% 53% 90% I have received recognition or praise for doing good work in the last seven days 86% 78% 64% 87% 57% 79% 37% 69% In the last six months, someone at work has talked to me about my progress 95% 100% 87% 80% 79% 75% 32% 75% The National Employee Survey™ Page 4 The National Employee Survey™ © 2009-2018 National Research Center, Inc. Table 9: Question 9 by Department Please rate the quality of each of the following aspects of the Town of Prosper. (Percent "excellent" or "good") City agency or department Town overall Administration Development Services Community Services Parks & Recreation Public Works Fire Police The working relationships at the Town of Prosper overall 96% 100% 100% 94% 73% 100% 32% 82% Communication among all staff overall 75% 40% 87% 69% 47% 84% 26% 60% Collaboration among all staff overall 71% 40% 73% 73% 60% 84% 21% 59% The work being done at the Town of Prosper overall 100% 100% 93% 100% 80% 100% 42% 84% Overall staff morale 88% 90% 100% 87% 60% 89% 26% 75% The Town of Prosper's reputation among staff 91% 80% 100% 100% 60% 100% 26% 76% A respectful atmosphere 96% 100% 100% 87% 80% 100% 37% 81% Communicating standards of ethical behavior 92% 100% 93% 94% 73% 100% 37% 83% Modeling standards of ethical behavior 96% 100% 87% 87% 80% 100% 42% 83% Maintaining a work environment that is free of violence or harassment 96% 100% 93% 94% 100% 100% 47% 87% Maintaining a work environment that is free of drug or alcohol abuse 100% 100% 100% 100% 87% 100% 79% 96% Work-life balance for staff 83% 89% 100% 81% 87% 78% 53% 75% Clarity of staff roles and responsibilities 87% 56% 93% 87% 73% 95% 32% 75% Employee appreciation 83% 78% 87% 73% 60% 89% 26% 69% Effectiveness of meetings and meeting schedule 83% 67% 85% 73% 60% 94% 33% 70% The overall skill set of staff 96% 89% 93% 87% 73% 100% 53% 85% Accuracy of performance evaluations 82% 78% 79% 93% 69% 89% 32% 72% Compensation (salary, benefits and incentives/bonuses) compared with similar opportunities 73% 78% 85% 69% 54% 58% 37% 60% Benefits overall (vacation, sick leave, health care, retirement plan, etc.) 83% 56% 100% 87% 73% 44% 68% 70% Connection between compensation and performance 77% 67% 79% 63% 60% 63% 32% 59% Dealing with low-performing employees 56% 50% 63% 50% 54% 87% 21% 52% Recognizing high-performing employees 75% 75% 73% 69% 62% 74% 32% 62% Defining performance objectives 86% 78% 71% 73% 92% 89% 42% 72% Applying discipline fairly and consistently 72% 57% 80% 64% 62% 88% 21% 61% Supporting continual learning and development 100% 100% 93% 75% 87% 78% 63% 83% Availability of opportunities for employees to develop knowledge and skills 86% 100% 87% 81% 80% 83% 63% 80% Coaching or mentoring employees 70% 78% 69% 63% 73% 79% 37% 63% Opportunities for promotion 57% 78% 55% 60% 80% 83% 21% 59% Opportunities to develop a career path 62% 78% 55% 69% 87% 88% 37% 65% Work schedule flexibility 83% 67% 93% 87% 80% 89% 68% 80% Availability of necessary materials, resources and equipment to do the job effectively 92% 100% 80% 63% 53% 89% 53% 74% Providing individual and group work spaces to do the job effectively 96% 89% 87% 75% 60% 72% 42% 72% Table 10: Question 10 by Department Please rate the quality of each of the following aspects of your work group. (Percent "excellent" or "good") City agency or department Town overall Administration Development Services Community Services Parks & Recreation Public Works Fire Police The working relationships in my work group overall 92% 100% 100% 94% 93% 100% 37% 86% Communication among all staff in my work group overall 87% 100% 100% 82% 87% 95% 32% 82% Collaboration among all staff in my work group overall 83% 100% 93% 94% 80% 95% 37% 82% The National Employee Survey™ Page 5 The National Employee Survey™ © 2009-2018 National Research Center, Inc. Please rate the quality of each of the following aspects of your work group. (Percent "excellent" or "good") City agency or department Town overall Administration Development Services Community Services Parks & Recreation Public Works Fire Police The quality of work being done in my work group overall 96% 100% 93% 100% 100% 95% 53% 91% Overall staff morale in my work group 87% 90% 93% 82% 73% 95% 26% 78% Table 11: Question 11 by Department Please rate each of the following aspects of your SUPERVISOR'S performance. (Percent "excellent" or "good") City agency or department Town overall Administration Development Services Community Services Parks & Recreation Public Works Fire Police Fostering an atmosphere of mutual trust and confidence 88% 90% 93% 76% 80% 89% 47% 81% Promoting a positive working relationship among work group members 88% 90% 93% 82% 80% 95% 37% 82% Providing specific, constructive feedback that helps improve performance 83% 90% 73% 81% 87% 95% 42% 80% Working together with employees to set goals 83% 90% 87% 71% 87% 89% 37% 79% Communicating expectations of employees 83% 90% 86% 82% 87% 89% 42% 80% Informing employees about decisions that impact work 79% 80% 93% 71% 73% 89% 32% 74% Providing recognition for doing good work 83% 90% 80% 76% 67% 95% 26% 73% Treating employees with respect 88% 90% 87% 71% 93% 95% 47% 82% Welcoming employee involvement in decision-making 79% 80% 86% 71% 67% 74% 42% 73% Table 12: Question 12 by Department Please rate the quality of each of the following aspects of the Town of Prosper's executive leadership. (Percent "excellent" or "good") City agency or department Town overall Administration Development Services Community Services Parks & Recreation Public Works Fire Police Communicating an inspiring vision 83% 80% 86% 76% 73% 84% 32% 71% Clarity of strategic direction, goals and objectives 78% 80% 93% 82% 73% 79% 32% 70% Strength of shared understanding among employees of what the organization is supposed to do 86% 80% 93% 82% 73% 79% 37% 73% Communicating information in a timely manner 79% 90% 87% 71% 73% 68% 26% 69% Communicating information that helps employees to understand the problems and issues facing the Town 87% 89% 93% 71% 67% 68% 32% 69% Encouraging employees to come up with innovative solutions to problems 86% 80% 83% 94% 69% 72% 32% 71% Welcoming employee involvement in decision-making 82% 70% 100% 93% 69% 63% 26% 67% Listening to employee opinions 75% 60% 69% 86% 64% 53% 26% 59% Speed of response to important issues or change 68% 80% 77% 79% 57% 69% 26% 62% Modeling a high standard 83% 100% 93% 94% 71% 89% 32% 77% Managing costs responsibly and logically 91% 100% 92% 93% 69% 82% 53% 82% Process for making important decisions 86% 90% 92% 87% 57% 69% 32% 71% Overall level of confidence in the leadership of the Town of Prosper 83% 90% 100% 88% 73% 83% 32% 75% Table 13: Question 13 by Department Please rate the QUALITY of each of the following support services in Prosper. (Percent "excellent" or "good") City agency or department Town overall Administration Development Services Community Services Parks & Recreation Public Works Fire Police Recruitment services 89% 86% 60% 87% 69% 80% 22% 67% Benefits administration 80% 60% 90% 88% 69% 65% 61% 73% Training services 78% 80% 73% 75% 71% 71% 50% 69% The National Employee Survey™ Page 6 The National Employee Survey™ © 2009-2018 National Research Center, Inc. Please rate the QUALITY of each of the following support services in Prosper. (Percent "excellent" or "good") City agency or department Town overall Administration Development Services Community Services Parks & Recreation Public Works Fire Police Human resources services overall 92% 100% 78% 93% 62% 67% 44% 73% Radio systems 70% 80% 91% 93% 83% 83% 50% 78% Telephone systems 88% 100% 50% 89% 67% 83% 58% 77% Network services 91% 100% 62% 79% 83% 72% 56% 79% Application services 95% 70% 77% 73% 77% 56% 47% 72% Desktop / Help Desk services 95% 75% 80% 93% 83% 80% 56% 81% General information technology (IT) services overall 83% 90% 93% 93% 85% 65% 47% 78% Purchasing services overall 91% 90% 93% 81% 85% 61% 47% 78% Finance services overall (which could include payroll, budgeting, etc.) 95% 100% 86% 80% 85% 92% 63% 84% Risk management services overall 96% 90% 92% 88% 92% 87% 71% 86% Overall Town internal services 91% 90% 93% 94% 85% 100% 56% 86% Table 14: Question 14 by Department Please rate the TIMELINESS of each of the following support services in Prosper. (Percent "excellent" or "good") City agency or department Town overall Administration Development Services Community Services Parks & Recreation Public Works Fire Police Recruitment services 100% 86% 67% 87% 62% 87% 28% 72% Benefits administration 78% 67% 89% 88% 62% 75% 56% 72% Training services 78% 88% 78% 76% 77% 87% 63% 74% Human resources services overall 100% 100% 71% 93% 77% 69% 60% 78% Radio systems 68% 88% 83% 94% 86% 85% 57% 77% Telephone systems 100% 100% 67% 80% 67% 94% 58% 80% Network services 100% 90% 70% 93% 83% 82% 50% 83% Application services 95% 80% 82% 100% 85% 65% 47% 79% Desktop / Help Desk services 90% 88% 89% 87% 85% 87% 50% 83% General information technology (IT) services overall 78% 100% 85% 93% 85% 81% 50% 81% Purchasing services overall 83% 100% 85% 87% 85% 61% 42% 77% Finance services overall (which could include payroll, budgeting, etc.) 100% 100% 100% 87% 85% 92% 65% 88% Risk management services overall 96% 90% 100% 87% 92% 94% 65% 87% Overall Town internal services 96% 70% 91% 93% 77% 100% 59% 85% Table 15: Question 15 by Department Percent "very" or "somewhat" positive City agency or department Town overall Administration Development Services Community Services Parks & Recreation Public Works Fire Police What is your overall perception of the current workplace culture for employees at the Town of Prosper? Do you think it is... 74% 80% 93% 71% 86% 83% 18% 66% The National Employee Survey™ Page 7 The National Employee Survey™ © 2009-2018 National Research Center, Inc. Comparisons of Survey Results by Management Status, Exemption Status and Employment Status Table 16: Question 1 by Management Status, Exemption Status and Employment Status Please rate each of the following aspects of quality of life in Prosper. (Percent "excellent" or "good") Management status Exemption status Employment status Town overall Manager Non-manager Exempt Non-exempt Full time Part time Prosper as a place to live 100% 98% 100% 96% 96% 100% 91% Prosper as a place to work 89% 82% 100% 81% 83% 100% 82% The overall quality of life in Prosper 89% 96% 100% 93% 93% 100% 92% Table 17: Question 2 by Management Status, Exemption Status and Employment Status Please rate each of the following characteristics as they relate to Prosper as a whole.(Percent "excellent" or "good") Management status Exemption status Employment status Town overall Manager Non- manager Exempt Non- exempt Full time Part time Overall feeling of safety in Prosper 95% 99% 100% 97% 97% 100% 95% Overall ease of getting to the places you usually have to visit 67% 64% 74% 57% 61% 70% 62% Quality of overall natural environment in Prosper 80% 86% 81% 86% 81% 90% 80% Overall "built environment" of Prosper (including overall design, buildings, parks and transportation systems) 85% 82% 88% 78% 79% 90% 81% Health and wellness opportunities in Prosper 83% 82% 85% 80% 78% 89% 75% Overall opportunities for education and enrichment 95% 84% 96% 82% 84% 100% 80% Overall economic health of Prosper 100% 95% 96% 94% 94% 100% 94% Sense of community 100% 86% 96% 87% 88% 90% 82% Overall image or reputation of Prosper 100% 92% 100% 93% 92% 90% 88% Table 18: Question 3 by Management Status, Exemption Status and Employment Status Percent "very" or "somewhat" likely Management status Exemption status Employment status Town overall Manager Non-manager Exempt Non-exempt Full time Part time How likely or unlikely you are to recommend living in Prosper to someone who asks? 84% 91% 100% 92% 91% 89% 89% Table 19: Question 4 by Management Status, Exemption Status and Employment Status Percent "excellent" or "good" Management status Exemption status Employment status Town overall Manager Non-manager Exempt Non-exempt Full time Part time Overall, how would you rate the quality of the services provided by the Town of Prosper? 95% 90% 100% 90% 91% 100% 91% Table 20: Question 5 by Management Status, Exemption Status and Employment Status Please rate each of the following categories of Prosper government performance. (Percent "excellent" or "good") Management status Exemption status Employment status Town overall Manager Non-manager Exempt Non-exempt Full time Part time The value of services for the taxes paid to Prosper 95% 85% 92% 82% 85% 100% 83% The overall direction that Prosper is taking 90% 86% 100% 83% 85% 90% 84% The job Prosper government does at welcoming citizen involvement 95% 87% 96% 85% 87% 100% 83% Overall confidence in Prosper government 90% 76% 96% 72% 77% 100% 77% Generally acting in the best interest of the community 90% 76% 100% 70% 77% 100% 78% Being honest 85% 73% 100% 69% 72% 100% 73% Treating all residents fairly 85% 82% 100% 78% 80% 100% 80% The National Employee Survey™ Page 8 The National Employee Survey™ © 2009-2018 National Research Center, Inc. Table 21: Question 6 by Management Status, Exemption Status and Employment Status Please rate how important, if at all, you think it is for the Prosper community to focus on each of the following in the coming two years. (Percent "excellent" or "good") Management status Exemption status Employment status Town overall Manager Non- manager Exempt Non- exempt Full time Part time Overall feeling of safety in Prosper 86% 93% 96% 92% 89% 100% 89% Overall ease of getting to the places you usually have to visit 90% 88% 93% 88% 88% 90% 90% Quality of overall natural environment in Prosper 81% 77% 88% 74% 75% 89% 76% Overall "built environment" of Prosper (including overall design, buildings, parks and transportation systems) 71% 74% 81% 71% 70% 100% 73% Health and wellness opportunities in Prosper 67% 75% 67% 75% 72% 80% 72% Overall opportunities for education and enrichment 95% 83% 81% 88% 87% 80% 85% Overall economic health of Prosper 95% 94% 96% 96% 94% 100% 95% Sense of community 90% 81% 85% 84% 81% 100% 83% Table 22: Question 7 by Management Status, Exemption Status and Employment Status Percent "very" or "somewhat" likely Management status Exemption status Employment status Town overall Manager Non-manager Exempt Non-exempt Full time Part time How likely or unlikely you are to recommend working for the Town of Prosper to someone who asks? 90% 88% 100% 87% 87% 100% 86% Table 23: Question 8 by Management Status, Exemption Status and Employment Status Please rate the extent to which you agree or disagree with the following statements about your job working for the Town of Prosper. (Percent "strongly" or "somewhat" agree) Management status Exemption status Employment status Town overall Manager Non- manager Exempt Non- exempt Full time Part time Overall, I am satisfied with my job 95% 90% 100% 88% 89% 100% 88% Overall, I feel positive about working for the Town of Prosper 100% 86% 100% 86% 88% 100% 86% Overall, I think the Town of Prosper is a good employer 90% 92% 100% 90% 90% 100% 90% I plan on working for this organization a year from now 100% 94% 96% 94% 94% 100% 94% I feel that my workload is manageable most of the time 86% 81% 93% 81% 81% 100% 82% On average, I could take on a heavier workload than I currently have 33% 44% 37% 47% 38% 90% 41% I gain satisfaction from my current job responsibilities 95% 94% 96% 94% 94% 100% 93% I feel positively challenged in my current job 95% 94% 100% 93% 93% 100% 93% The mission and vision of the Town of Prosper make me feel my job is important 95% 85% 100% 81% 86% 100% 85% I have good friends at work 86% 92% 96% 92% 92% 100% 92% I know what is expected of me at work 95% 92% 96% 93% 92% 100% 93% I have the opportunity to do what I do best every day at work 95% 89% 92% 90% 87% 100% 86% My values match or fit with the values of this organization 95% 91% 100% 90% 91% 100% 90% My co-workers are committed to doing quality work 95% 87% 100% 85% 89% 100% 90% I have received recognition or praise for doing good work in the last seven days 89% 64% 88% 63% 66% 100% 69% In the last six months, someone at work has talked to me about my progress 90% 74% 96% 72% 73% 100% 75% Table 24: Question 9 by Management Status, Exemption Status and Employment Status Please rate the quality of each of the following aspects of the Town of Prosper. (Percent "excellent" or "good") Management status Exemption status Employment status Town overall Manager Non-manager Exempt Non-exempt Full time Part time The working relationships at the Town of Prosper overall 90% 81% 96% 81% 83% 100% 82% Communication among all staff overall 81% 58% 85% 58% 59% 100% 60% Collaboration among all staff overall 90% 56% 85% 58% 57% 100% 59% The National Employee Survey™ Page 9 The National Employee Survey™ © 2009-2018 National Research Center, Inc. Please rate the quality of each of the following aspects of the Town of Prosper. (Percent "excellent" or "good") Management status Exemption status Employment status Town overall Manager Non-manager Exempt Non-exempt Full time Part time The work being done at the Town of Prosper overall 95% 85% 100% 84% 86% 100% 84% Overall staff morale 86% 71% 89% 71% 73% 100% 75% The Town of Prosper's reputation among staff 90% 76% 96% 74% 76% 100% 76% A respectful atmosphere 90% 82% 100% 82% 83% 100% 81% Communicating standards of ethical behavior 90% 83% 100% 79% 82% 100% 83% Modeling standards of ethical behavior 90% 84% 100% 82% 83% 100% 83% Maintaining a work environment that is free of violence or harassment 95% 86% 100% 85% 86% 100% 87% Maintaining a work environment that is free of drug or alcohol abuse 100% 92% 100% 92% 94% 100% 96% Work-life balance for staff 81% 76% 93% 78% 75% 100% 75% Clarity of staff roles and responsibilities 95% 71% 96% 71% 73% 100% 75% Employee appreciation 90% 65% 96% 63% 67% 100% 69% Effectiveness of meetings and meeting schedule 81% 69% 88% 69% 70% 100% 70% The overall skill set of staff 95% 83% 100% 81% 85% 100% 85% Accuracy of performance evaluations 90% 68% 92% 67% 70% 100% 72% Compensation (salary, benefits and incentives/bonuses) compared with similar opportunities 95% 59% 88% 56% 60% 100% 60% Benefits overall (vacation, sick leave, health care, retirement plan, etc.) 81% 70% 92% 66% 72% 100% 70% Connection between compensation and performance 86% 57% 85% 56% 59% 86% 59% Dealing with low-performing employees 84% 48% 85% 46% 53% 100% 52% Recognizing high-performing employees 95% 56% 83% 60% 61% 100% 62% Defining performance objectives 100% 72% 84% 77% 72% 100% 72% Applying discipline fairly and consistently 94% 59% 91% 58% 60% 100% 61% Supporting continual learning and development 95% 81% 93% 81% 82% 100% 83% Availability of opportunities for employees to develop knowledge and skills 90% 79% 96% 78% 80% 100% 80% Coaching or mentoring employees 67% 61% 65% 67% 62% 100% 63% Opportunities for promotion 85% 56% 71% 61% 58% 100% 59% Opportunities to develop a career path 86% 64% 67% 71% 64% 100% 65% Work schedule flexibility 95% 78% 96% 81% 80% 100% 80% Availability of necessary materials, resources and equipment to do the job effectively 76% 74% 85% 74% 72% 100% 74% Providing individual and group work spaces to do the job effectively 81% 74% 96% 70% 74% 100% 72% Table 25: Question 10 by Management Status, Exemption Status and Employment Status Please rate the quality of each of the following aspects of your workgroup. (Percent "excellent" or "good") Management status Exemption status Employment status Town overall Manager Non-manager Exempt Non-exempt Full time Part time The working relationships in my work group overall 100% 83% 100% 81% 85% 100% 86% Communication among all staff in my work group overall 90% 79% 96% 78% 79% 100% 82% Collaboration among all staff in my work group overall 95% 78% 96% 77% 80% 100% 82% The quality of work being done in my work group overall 100% 88% 96% 89% 89% 100% 91% Overall staff morale in my work group 90% 75% 89% 75% 76% 100% 78% Table 26: Question 11 by Management Status, Exemption Status and Employment Status Please rate each of the following aspects of your SUPERVISOR'S performance. (Percent "excellent" or "good") Management status Exemption status Employment status Town overall Manager Non-manager Exempt Non-exempt Full time Part time Fostering an atmosphere of mutual trust and confidence 86% 79% 96% 78% 78% 100% 81% Promoting a positive working relationship among work group members 90% 80% 100% 77% 79% 100% 82% The National Employee Survey™ Page 10 The National Employee Survey™ © 2009-2018 National Research Center, Inc. Please rate each of the following aspects of your SUPERVISOR'S performance. (Percent "excellent" or "good") Management status Exemption status Employment status Town overall Manager Non-manager Exempt Non-exempt Full time Part time Providing specific, constructive feedback that helps improve performance 90% 79% 85% 79% 76% 100% 80% Working together with employees to set goals 81% 79% 81% 78% 75% 100% 79% Communicating expectations of employees 86% 79% 85% 79% 78% 100% 80% Informing employees about decisions that impact work 81% 72% 89% 70% 71% 100% 74% Providing recognition for doing good work 90% 70% 96% 68% 71% 100% 73% Treating employees with respect 95% 79% 93% 81% 79% 100% 82% Welcoming employee involvement in decision-making 80% 69% 88% 67% 68% 100% 73% Table 27: Question 12 by Management Status, Exemption Status and Employment Status Please rate the quality of each of the following aspects of the Town of Prosper's executive leadership. (Percent "excellent" or "good") Management status Exemption status Employment status Town overall Manager Non- manager Exempt Non- exempt Full time Part time Communicating an inspiring vision 81% 69% 81% 73% 70% 100% 71% Clarity of strategic direction, goals and objectives 76% 73% 85% 69% 69% 100% 70% Strength of shared understanding among employees of what the organization is supposed to do 70% 75% 88% 74% 71% 100% 73% Communicating information in a timely manner 81% 69% 85% 66% 66% 100% 69% Communicating information that helps employees to understand the problems and issues facing the Town 76% 70% 89% 67% 68% 100% 69% Encouraging employees to come up with innovative solutions to problems 86% 70% 92% 69% 70% 100% 71% Welcoming employee involvement in decision-making 89% 64% 92% 64% 65% 100% 67% Listening to employee opinions 72% 58% 77% 57% 56% 100% 59% Speed of response to important issues or change 71% 60% 76% 60% 60% 100% 62% Modeling a high standard 85% 76% 96% 73% 76% 100% 77% Managing costs responsibly and logically 90% 78% 93% 77% 81% 100% 82% Process for making important decisions 95% 64% 96% 62% 69% 100% 71% Overall level of confidence in the leadership of the Town of Prosper 86% 72% 96% 70% 75% 100% 75% Table 28: Question 13 by Management Status, Exemption Status and Employment Status Please rate the QUALITY of each of the following support services in Prosper. (Percent "excellent" or "good") Management status Exemption status Employment status Town overall Manager Non-manager Exempt Non-exempt Full time Part time Recruitment services 89% 63% 80% 65% 66% 100% 67% Benefits administration 90% 65% 95% 67% 73% 100% 73% Training services 84% 65% 87% 64% 69% 100% 69% Human resources services overall 93% 70% 89% 72% 73% 100% 73% Radio systems 100% 72% 95% 73% 77% 100% 78% Telephone systems 83% 73% 88% 72% 75% 100% 77% Network services 81% 80% 92% 73% 78% 89% 79% Application services 75% 74% 88% 66% 71% 100% 72% Desktop / Help Desk services 86% 83% 100% 76% 80% 100% 81% General information technology (IT) services overall 76% 82% 96% 76% 77% 100% 78% Purchasing services overall 86% 80% 100% 74% 78% 90% 78% Finance services overall (which could include payroll, budgeting, etc.) 95% 83% 95% 80% 84% 100% 84% Risk management services overall 95% 85% 100% 83% 85% 100% 86% Overall Town internal services 95% 84% 100% 84% 87% 100% 86% The National Employee Survey™ Page 11 The National Employee Survey™ © 2009-2018 National Research Center, Inc. Table 29: Question 14 by Management Status, Exemption Status and Employment Status Please rate the TIMELINESS of each of the following support services in Prosper. (Percent "excellent" or "good") Management status Exemption status Employment status Town overall Manager Non-manager Exempt Non-exempt Full time Part time Recruitment services 89% 68% 84% 68% 72% 100% 72% Benefits administration 95% 66% 90% 69% 73% 100% 72% Training services 85% 76% 90% 75% 76% 100% 74% Human resources services overall 94% 79% 94% 78% 80% 100% 78% Radio systems 94% 76% 95% 77% 79% 88% 77% Telephone systems 85% 80% 100% 76% 79% 100% 80% Network services 86% 83% 96% 77% 83% 100% 83% Application services 90% 79% 92% 75% 79% 100% 79% Desktop / Help Desk services 86% 84% 100% 78% 82% 100% 83% General information technology (IT) services overall 81% 81% 88% 82% 80% 100% 81% Purchasing services overall 85% 76% 92% 76% 76% 89% 77% Finance services overall (which could include payroll, budgeting, etc.) 90% 85% 95% 84% 87% 100% 88% Risk management services overall 95% 84% 96% 85% 87% 100% 87% Overall Town internal services 90% 83% 96% 82% 85% 100% 85% Table 30: Question 15 by Management Status, Exemption Status and Employment Status Percent "very" or "somewhat" positive Management status Exemption status Employment status Town overall Manager Non- manager Exempt Non- exempt Full time Part time What is your overall perception of the current workplace culture for employees at the Town of Prosper? Do you think it is... 86% 65% 85% 68% 65% 100% 66% 2955 Valmont Road Suite 300 777 North Capitol Street NE, Suite 500 Boulder, Colorado 80301 Washington, DC 20002 n-r-c.com • 303-444-7863 icma.org • 800-745-8780 Prosper, TX Technical Appendices 2018 The National Employee Survey™ The NES is presented by NRC in collaboration with ICMA. NRC is a charter member of the AAPOR Transparency Initiative, providing clear disclosure of our sound and ethical survey research practices. The National Employee Survey™ © 2009-2018 National Research Center, Inc. Contents Appendix A: Complete Survey Responses ............................................. 1 Appendix B: Benchmark Comparisons ................................................ 18 Appendix C: Survey Background and Methodology ............................ 23 Appendix D: Survey Materials .............................................................. 27 The National Employee Survey™ 1 The National Employee Survey™ © 2009-2018 National Research Center, Inc. Appendix A: Complete Survey Responses Responses excluding “don’t know” The following pages contain a complete set of responses to each question on the survey, excluding the “don’t know” responses. The percent of respondents giving a particular response is shown followed by the number of respondents (denoted with “N=”). Table 1: Question 1 Please rate each of the following aspects of quality of life in Prosper: Excellent Good Fair Poor Total Prosper as a place to live 34% N=43 57% N=73 8% N=10 1% N=1 100% N=127 Prosper as a place to work 38% N=64 44% N=74 12% N=21 6% N=10 100% N=169 The overall quality of life in Prosper 30% N=45 62% N=93 8% N=12 0% N=0 100% N=150 Table 2: Question 2 Please rate each of the following characteristics as they relate to Prosper as a whole: Excellent Good Fair Poor Total Overall feeling of safety in Prosper 43% N=70 52% N=86 4% N=7 1% N=1 100% N=164 Overall ease of getting to the places you usually have to visit 17% N=28 45% N=73 29% N=47 10% N=16 100% N=164 Quality of overall natural environment in Prosper 23% N=38 56% N=92 20% N=33 0% N=0 100% N=163 Overall "built environment" of Prosper (including overall design, buildings, parks and transportation systems) 25% N=42 56% N=92 16% N=27 2% N=4 100% N=165 Health and wellness opportunities in Prosper 17% N=26 59% N=92 19% N=30 6% N=9 100% N=157 Overall opportunities for education and enrichment 24% N=37 56% N=85 18% N=27 3% N=4 100% N=153 Overall economic health of Prosper 38% N=59 56% N=88 6% N=9 1% N=1 100% N=157 Sense of community 25% N=40 57% N=91 14% N=23 3% N=5 100% N=159 Overall image or reputation of Prosper 35% N=57 52% N=85 9% N=15 3% N=5 100% N=162 Table 3: Question 3 How likely or unlikely you are to recommend living in Prosper to someone who asks? Percent Number Very likely 45% N=67 Somewhat likely 43% N=64 Somewhat unlikely 5% N=8 Very unlikely 6% N=9 Total 100% N=148 The National Employee Survey™ 2 The National Employee Survey™ © 2009-2018 National Research Center, Inc. Table 4: Question 4 Overall, how would you rate the quality of the services provided by the Town of Prosper? Percent Number Excellent 46% N=76 Good 45% N=74 Fair 8% N=13 Poor 1% N=1 Total 100% N=164 Table 5: Question 5 Please rate each of the following categories of Prosper government performance: Excellent Good Fair Poor Total The value of services for the taxes paid to Prosper 37% N=50 46% N=61 15% N=20 2% N=3 100% N=134 The overall direction that Prosper is taking 29% N=44 55% N=83 13% N=19 4% N=6 100% N=152 The job Prosper government does at welcoming citizen involvement 32% N=47 51% N=74 16% N=23 1% N=2 100% N=146 Overall confidence in Prosper government 28% N=42 49% N=75 18% N=28 5% N=7 100% N=152 Generally acting in the best interest of the community 29% N=45 49% N=75 20% N=30 2% N=3 100% N=153 Being honest 27% N=41 46% N=69 19% N=29 7% N=11 100% N=150 Treating all residents fairly 35% N=52 45% N=67 11% N=17 8% N=12 100% N=148 Table 6: Question 6 Please rate how important, if at all, you think it is for the Prosper community to focus on each of the following in the coming two years: Essential Very important Somewhat important Not at all important Total Overall feeling of safety in Prosper 65% N=98 24% N=36 10% N=15 1% N=1 100% N=150 Overall ease of getting to the places you usually have to visit 36% N=54 54% N=81 9% N=14 1% N=1 100% N=150 Quality of overall natural environment in Prosper 26% N=39 50% N=74 23% N=35 1% N=1 100% N=149 Overall "built environment" of Prosper (including overall design, buildings, parks and transportation systems) 25% N=37 49% N=73 25% N=37 2% N=3 100% N=150 Health and wellness opportunities in Prosper 23% N=35 49% N=73 26% N=39 2% N=3 100% N=150 Overall opportunities for education and enrichment 31% N=46 54% N=81 13% N=20 1% N=2 100% N=149 Overall economic health of Prosper 44% N=66 51% N=77 4% N=6 1% N=1 100% N=150 Sense of community 27% N=40 56% N=84 16% N=24 1% N=2 100% N=150 Table 7: Question 7 How likely or unlikely you are to recommend working for the Town of Prosper to someone who asks? Percent Number Very likely 56% N=80 Somewhat likely 31% N=44 Somewhat unlikely 6% N=8 Very unlikely 8% N=12 Total 100% N=144 The National Employee Survey™ 3 The National Employee Survey™ © 2009-2018 National Research Center, Inc. Table 8: Question 8 Please rate the extent to which you agree or disagree with the following statements about your job working for the Town of Prosper. Strongly agree Somewhat agree Somewhat disagree Strongly disagree Total Overall, I am satisfied with my job 55% N=81 33% N=48 10% N=14 2% N=3 100% N=146 Overall, I feel positive about working for the Town of Prosper 58% N=84 28% N=40 11% N=16 3% N=5 100% N=145 Overall, I think the Town of Prosper is a good employer 55% N=79 35% N=51 8% N=11 2% N=3 100% N=144 I plan on working for this organization a year from now 70% N=100 24% N=34 5% N=7 1% N=1 100% N=142 I feel that my workload is manageable most of the time 40% N=58 42% N=61 13% N=19 5% N=8 100% N=146 On average, I could take on a heavier workload than I currently have 7% N=10 34% N=49 32% N=46 27% N=38 100% N=143 I gain satisfaction from my current job responsibilities 58% N=85 35% N=52 4% N=6 3% N=4 100% N=147 I feel positively challenged in my current job 54% N=79 39% N=57 6% N=9 1% N=2 100% N=147 The mission and vision of the Town of Prosper make me feel my job is important 50% N=71 36% N=51 8% N=12 6% N=9 100% N=143 I have good friends at work 61% N=88 31% N=45 5% N=7 3% N=5 100% N=145 I know what is expected of me at work 68% N=100 25% N=36 5% N=8 1% N=2 100% N=146 I have the opportunity to do what I do best every day at work 58% N=83 28% N=41 7% N=10 7% N=10 100% N=144 My values match or fit with the values of this organization 62% N=90 28% N=40 6% N=9 4% N=6 100% N=145 My co-workers are committed to doing quality work 60% N=87 30% N=44 8% N=11 3% N=4 100% N=146 I have received recognition or praise for doing good work in the last seven days 47% N=64 21% N=29 14% N=19 17% N=23 100% N=135 In the last six months, someone at work has talked to me about my progress 43% N=58 32% N=43 10% N=14 15% N=20 100% N=135 Table 9: Question 9 Please rate the quality of each of the following aspects of the Town of Prosper. Excellent Good Fair Poor Total The working relationships at the Town of Prosper overall 35% N=49 47% N=66 12% N=17 6% N=9 100% N=141 Communication among all staff overall 18% N=25 42% N=60 24% N=34 16% N=23 100% N=142 Collaboration among all staff overall 21% N=29 38% N=54 28% N=40 13% N=18 100% N=141 The work being done at the Town of Prosper overall 32% N=45 51% N=72 14% N=20 2% N=3 100% N=140 Overall staff morale 20% N=28 55% N=76 14% N=19 12% N=16 100% N=139 The Town of Prosper's reputation among staff 22% N=30 54% N=73 15% N=21 9% N=12 100% N=136 A respectful atmosphere 37% N=50 44% N=60 10% N=14 9% N=12 100% N=136 Communicating standards of ethical behavior 35% N=48 48% N=66 9% N=12 9% N=12 100% N=138 Modeling standards of ethical behavior 34% N=47 50% N=69 7% N=10 9% N=13 100% N=139 Maintaining a work environment that is free of violence or harassment 51% N=71 36% N=51 7% N=10 6% N=8 100% N=140 Maintaining a work environment that is free of drug or alcohol abuse 76% N=104 20% N=27 4% N=6 0% N=0 100% N=137 Work-life balance for staff 30% N=41 46% N=63 17% N=24 7% N=10 100% N=138 Clarity of staff roles and responsibilities 28% N=39 47% N=65 14% N=19 11% N=15 100% N=138 Employee appreciation 28% N=39 41% N=56 18% N=25 13% N=18 100% N=138 Effectiveness of meetings and meeting schedule 20% N=26 50% N=66 20% N=26 11% N=14 100% N=132 The National Employee Survey™ 4 The National Employee Survey™ © 2009-2018 National Research Center, Inc. Please rate the quality of each of the following aspects of the Town of Prosper. Excellent Good Fair Poor Total The overall skill set of staff 43% N=59 42% N=58 13% N=18 2% N=3 100% N=138 Accuracy of performance evaluations 27% N=36 44% N=58 18% N=23 11% N=14 100% N=131 Compensation (salary, benefits and incentives/bonuses) compared with similar opportunities 25% N=33 34% N=45 23% N=30 18% N=23 100% N=131 Benefits overall (vacation, sick leave, health care, retirement plan, etc.) 32% N=43 38% N=51 20% N=27 10% N=13 100% N=134 Connection between compensation and performance 17% N=23 41% N=56 27% N=37 14% N=19 100% N=135 Dealing with low-performing employees 13% N=14 39% N=43 23% N=25 25% N=27 100% N=109 Recognizing high-performing employees 21% N=27 40% N=51 20% N=25 18% N=23 100% N=126 Defining performance objectives 21% N=27 51% N=66 22% N=28 7% N=9 100% N=130 Applying discipline fairly and consistently 19% N=22 42% N=50 17% N=20 22% N=26 100% N=118 Supporting continual learning and development 36% N=50 47% N=65 15% N=21 1% N=2 100% N=138 Availability of opportunities for employees to develop knowledge and skills 33% N=45 47% N=65 17% N=23 3% N=4 100% N=137 Coaching or mentoring employees 22% N=29 41% N=54 25% N=33 12% N=16 100% N=132 Opportunities for promotion 18% N=23 41% N=52 17% N=22 24% N=30 100% N=127 Opportunities to develop a career path 23% N=29 42% N=54 21% N=27 14% N=18 100% N=128 Work schedule flexibility 33% N=46 46% N=64 10% N=14 10% N=14 100% N=138 Availability of necessary materials, resources and equipment to do the job effectively 34% N=47 40% N=56 20% N=28 6% N=9 100% N=140 Providing individual and group work spaces to do the job effectively 31% N=43 41% N=57 15% N=21 13% N=18 100% N=139 Table 10: Question 10 Please rate the quality of each of the following aspects of your work group. Excellent Good Fair Poor Total The working relationships in my work group overall 51% N=70 35% N=47 8% N=11 6% N=8 100% N=136 Communication among all staff in my work group overall 43% N=58 39% N=53 10% N=13 9% N=12 100% N=136 Collaboration among all staff in my work group overall 47% N=64 35% N=48 11% N=15 7% N=10 100% N=137 The quality of work being done in my work group overall 52% N=71 39% N=53 7% N=10 2% N=3 100% N=137 Overall staff morale in my work group 35% N=48 43% N=58 13% N=17 10% N=13 100% N=136 Table 11: Question 11 Please rate each of the following aspects of your SUPERVISOR'S performance. Excellent Good Fair Poor Total Fostering an atmosphere of mutual trust and confidence 47% N=64 34% N=47 11% N=15 8% N=11 100% N=137 Promoting a positive working relationship among work group members 49% N=67 33% N=46 12% N=16 7% N=9 100% N=138 Providing specific, constructive feedback that helps improve performance 43% N=59 36% N=50 12% N=16 9% N=12 100% N=137 Working together with employees to set goals 40% N=55 39% N=53 12% N=17 9% N=12 100% N=137 Communicating expectations of employees 42% N=58 38% N=52 12% N=17 7% N=10 100% N=137 Informing employees about decisions that impact work 46% N=63 28% N=39 17% N=23 9% N=13 100% N=138 Providing recognition for doing good work 38% N=52 36% N=49 16% N=22 11% N=15 100% N=138 Treating employees with respect 53% N=73 29% N=40 13% N=18 5% N=7 100% N=138 The National Employee Survey™ 5 The National Employee Survey™ © 2009-2018 National Research Center, Inc. Please rate each of the following aspects of your SUPERVISOR'S performance. Excellent Good Fair Poor Total Welcoming employee involvement in decision-making 40% N=55 33% N=45 15% N=21 12% N=16 100% N=137 Table 12: Question 12 Please rate the quality of each of the following aspects of the Town of Prosper's executive leadership. Excellent Good Fair Poor Total Communicating an inspiring vision 26% N=34 45% N=60 20% N=27 9% N=12 100% N=133 Clarity of strategic direction, goals and objectives 24% N=32 46% N=61 21% N=28 8% N=11 100% N=132 Strength of shared understanding among employees of what the organization is supposed to do 27% N=36 46% N=60 21% N=27 6% N=8 100% N=131 Communicating information in a timely manner 27% N=36 42% N=56 23% N=31 8% N=11 100% N=134 Communicating information that helps employees to understand the problems and issues facing the Town 23% N=30 47% N=62 23% N=30 8% N=11 100% N=133 Encouraging employees to come up with innovative solutions to problems 27% N=33 44% N=55 21% N=26 8% N=10 100% N=124 Welcoming employee involvement in decision-making 24% N=29 43% N=51 19% N=23 14% N=17 100% N=120 Listening to employee opinions 27% N=33 33% N=40 24% N=29 17% N=21 100% N=123 Speed of response to important issues or change 24% N=29 38% N=46 26% N=31 12% N=14 100% N=120 Modeling a high standard 37% N=47 41% N=52 14% N=18 9% N=11 100% N=128 Managing costs responsibly and logically 33% N=41 49% N=61 14% N=18 4% N=5 100% N=125 Process for making important decisions 27% N=32 44% N=53 23% N=27 7% N=8 100% N=120 Overall level of confidence in the leadership of the Town of Prosper 27% N=36 48% N=63 15% N=20 10% N=13 100% N=132 Table 13: Question 13 Please rate the QUALITY of each of the following support services in Prosper. Excellent Good Fair Poor Total Recruitment services 24% N=26 43% N=46 19% N=20 14% N=15 100% N=107 Benefits administration 23% N=27 50% N=58 20% N=23 8% N=9 100% N=117 Training services 18% N=21 51% N=59 27% N=31 4% N=5 100% N=116 Human resources services overall 30% N=32 48% N=50 19% N=20 3% N=3 100% N=105 Radio systems 30% N=22 47% N=35 14% N=10 9% N=7 100% N=74 Telephone systems 32% N=39 46% N=56 14% N=17 7% N=9 100% N=121 Network services 23% N=28 49% N=60 17% N=21 11% N=13 100% N=122 Application services 26% N=28 55% N=59 15% N=16 5% N=5 100% N=108 Desktop / Help Desk services 37% N=45 40% N=49 17% N=21 5% N=6 100% N=121 General information technology (IT) services overall 34% N=42 44% N=55 18% N=22 4% N=5 100% N=124 Purchasing services overall 32% N=33 52% N=54 13% N=13 3% N=3 100% N=103 Finance services overall (which could include payroll, budgeting, etc.) 39% N=47 47% N=57 12% N=15 2% N=2 100% N=121 Risk management services 20% N=19 54% N=52 21% N=20 6% N=6 100% N=97 The National Employee Survey™ 6 The National Employee Survey™ © 2009-2018 National Research Center, Inc. Please rate the QUALITY of each of the following support services in Prosper. Excellent Good Fair Poor Total Overall Town internal services 28% N=35 58% N=72 14% N=17 0% N=0 100% N=124 Table 14: Question 14 Please rate the TIMELINESS of each of the following support services in Prosper. Excellent Good Fair Poor Total Recruitment services 24% N=24 48% N=49 16% N=16 13% N=13 100% N=102 Benefits administration 26% N=29 46% N=52 24% N=27 4% N=5 100% N=113 Training services 19% N=21 55% N=60 23% N=25 3% N=3 100% N=109 Human resources services overall 31% N=34 47% N=52 21% N=23 2% N=2 100% N=111 Radio systems 32% N=24 48% N=36 12% N=9 8% N=6 100% N=75 Telephone systems 29% N=34 55% N=65 10% N=12 7% N=8 100% N=119 Network services 29% N=35 50% N=60 13% N=16 8% N=9 100% N=120 Application services 29% N=31 55% N=59 12% N=13 5% N=5 100% N=108 Desktop / Help Desk services 39% N=47 42% N=51 13% N=16 6% N=7 100% N=121 General information technology (IT) services overall 37% N=46 40% N=50 16% N=20 7% N=9 100% N=125 Purchasing services overall 33% N=34 55% N=57 11% N=11 2% N=2 100% N=104 Finance services overall (which could include payroll, budgeting, etc.) 41% N=47 47% N=54 13% N=15 0% N=0 100% N=116 Risk management services 25% N=23 53% N=49 17% N=16 4% N=4 100% N=92 Overall Town internal services 27% N=32 58% N=69 14% N=17 1% N=1 100% N=119 Table 15: Question 13 What is your overall perception of the current workplace culture for employees at the Town of Prosper? Do you think it is… Percent Number Very positive 40% N=52 Somewhat positive 25% N=32 A mix of negative and positive 28% N=36 Somewhat negative 5% N=7 Very negative 2% N=3 Total 100% N=130 The National Employee Survey™ 7 The National Employee Survey™ © 2009-2018 National Research Center, Inc. Table 16: Question D1 In which Town agency or department do you work? (Please choose one.) Percent Number Administration (Town Manager's Office, Town Secretary's Office, Human Resources, IT, Finance, Accounting, Purchasing, Utility Billing, Municipal Court) 20% N=24 Development Services (Building Inspections, Planning, Code Compliance) 8% N=10 Community Services (Engineering, Library) 13% N=15 Parks & Recreation (Park Operations & Administration) 14% N=17 Public Works (Streets, Water, Wastewater) 13% N=15 Fire 16% N=19 Police 16% N=19 Total 100% N=119 Table 17: Question D2 What is your management status? Percent Number Manager 21% N=21 Non-manager 79% N=81 Total 100% N=102 Table 18: Question D3 What is your exemption status? Percent Number Exempt (not eligible for overtime) 27% N=27 Non-exempt (eligible for overtime) 73% N=73 Total 100% N=100 Table 19: Question D4 Are you employed full time or part time? Percent Number Full time 92% N=113 Part time 8% N=10 Total 100% N=123 Table 20: Question D6 Do you live in Prosper? Percent Number Yes 22% N=27 No 78% N=96 Total 100% N=123 The National Employee Survey™ 8 The National Employee Survey™ © 2009-2018 National Research Center, Inc. Table 21: Question D7 What is your race? (Check all that apply.) Percent Number White 75% N=86 Hispanic 15% N=17 African American 3% N=3 American Indian or Alaskan native 1% N=1 Asian, Hawaiian or Pacific Islander 3% N=3 Other 11% N=12 Total may exceed 100% as respondents could select more than one option. Table 22: Question D8 What is your gender? Percent Number Male 67% N=73 Female 33% N=36 Total 100% N=109 Table 23: Question D9 What is your age range? Percent Number 20 years or younger 2% N=2 21 to 30 years 13% N=14 31 to 40 years 31% N=32 41 to 50 years 32% N=33 51 to 60 years 17% N=18 61 years or older 5% N=5 Total 100% N=104 Table 24: Question D10 How many years have you worked for the Town of Prosper? Percent Number 0 to 5 years 67% N=72 6 to 10 years 23% N=25 11 to 15 years 6% N=6 16 to 20 years 2% N=2 More than 20 years 3% N=3 Total 100% N=108 The National Employee Survey™ 9 The National Employee Survey™ © 2009-2018 National Research Center, Inc. Responses including “don’t know” The following pages contain a complete set of responses to each question on the survey, including the “don’t know” responses. The percent of respondents giving a particular response is shown followed by the number of respondents (denoted with “N=”). Table 25: Question 1 Please rate each of the following aspects of quality of life in Prosper: Excellent Good Fair Poor Don't know Total Prosper as a place to live 25% N=43 43% N=73 6% N=10 1% N=1 26% N=44 100% N=171 Prosper as a place to work 38% N=64 44% N=74 12% N=21 6% N=10 1% N=1 100% N=170 The overall quality of life in Prosper 26% N=45 55% N=93 7% N=12 0% N=0 12% N=20 100% N=170 Table 26: Question 2 Please rate each of the following characteristics as they relate to Prosper as a whole: Excellent Good Fair Poor Don't know Total Overall feeling of safety in Prosper 42% N=70 51% N=86 4% N=7 1% N=1 2% N=3 100% N=167 Overall ease of getting to the places you usually have to visit 17% N=28 44% N=73 28% N=47 10% N=16 2% N=3 100% N=167 Quality of overall natural environment in Prosper 23% N=38 55% N=92 20% N=33 0% N=0 2% N=3 100% N=166 Overall "built environment" of Prosper (including overall design, buildings, parks and transportation systems) 25% N=42 55% N=92 16% N=27 2% N=4 1% N=2 100% N=167 Health and wellness opportunities in Prosper 16% N=26 55% N=92 18% N=30 5% N=9 6% N=10 100% N=167 Overall opportunities for education and enrichment 22% N=37 51% N=85 16% N=27 2% N=4 9% N=15 100% N=168 Overall economic health of Prosper 35% N=59 53% N=88 5% N=9 1% N=1 6% N=10 100% N=167 Sense of community 24% N=40 54% N=91 14% N=23 3% N=5 5% N=8 100% N=167 Overall image or reputation of Prosper 34% N=57 51% N=85 9% N=15 3% N=5 3% N=5 100% N=167 Table 27: Question 3 How likely or unlikely you are to recommend living in Prosper to someone who asks? Percent Number Very likely 40% N=67 Somewhat likely 39% N=64 Somewhat unlikely 5% N=8 Very unlikely 5% N=9 Don't know 11% N=18 Total 100% N=166 The National Employee Survey™ 10 The National Employee Survey™ © 2009-2018 National Research Center, Inc. Table 28: Question 4 Overall, how would you rate the quality of the services provided by the Town of Prosper? Percent Number Excellent 46% N=76 Good 45% N=74 Fair 8% N=13 Poor 1% N=1 Don't know 1% N=2 Total 100% N=166 Table 29: Question 5 Please rate each of the following categories of Prosper government performance: Excellent Good Fair Poor Don't know Total The value of services for the taxes paid to Prosper 32% N=50 39% N=61 13% N=20 2% N=3 15% N=24 100% N=158 The overall direction that Prosper is taking 28% N=44 53% N=83 12% N=19 4% N=6 3% N=4 100% N=156 The job Prosper government does at welcoming citizen involvement 30% N=47 47% N=74 15% N=23 1% N=2 7% N=11 100% N=157 Overall confidence in Prosper government 27% N=42 48% N=75 18% N=28 4% N=7 3% N=4 100% N=156 Generally acting in the best interest of the community 29% N=45 48% N=75 19% N=30 2% N=3 2% N=3 100% N=156 Being honest 26% N=41 45% N=69 19% N=29 7% N=11 3% N=5 100% N=155 Treating all residents fairly 33% N=52 43% N=67 11% N=17 8% N=12 6% N=9 100% N=157 Table 30: Question 6 Please rate how important, if at all, you think it is for the Prosper community to focus on each of the following in the coming two years: Essential Very important Somewhat important Not at all important Total Overall feeling of safety in Prosper 65% N=98 24% N=36 10% N=15 1% N=1 100% N=150 Overall ease of getting to the places you usually have to visit 36% N=54 54% N=81 9% N=14 1% N=1 100% N=150 Quality of overall natural environment in Prosper 26% N=39 50% N=74 23% N=35 1% N=1 100% N=149 Overall "built environment" of Prosper (including overall design, buildings, parks and transportation systems) 25% N=37 49% N=73 25% N=37 2% N=3 100% N=150 Health and wellness opportunities in Prosper 23% N=35 49% N=73 26% N=39 2% N=3 100% N=150 Overall opportunities for education and enrichment 31% N=46 54% N=81 13% N=20 1% N=2 100% N=149 Overall economic health of Prosper 44% N=66 51% N=77 4% N=6 1% N=1 100% N=150 Sense of community 27% N=40 56% N=84 16% N=24 1% N=2 100% N=150 The National Employee Survey™ 11 The National Employee Survey™ © 2009-2018 National Research Center, Inc. Table 31: Question 7 How likely or unlikely you are to recommend working for the Town of Prosper to someone who asks? Percent Number Very likely 55% N=80 Somewhat likely 30% N=44 Somewhat unlikely 6% N=8 Very unlikely 8% N=12 Don't know 1% N=1 Total 100% N=145 Table 32: Question 8 Please rate the extent to which you agree or disagree with the following statements about your job working for the Town of Prosper. Strongly agree Somewhat agree Somewhat disagree Strongly disagree Don't know Total Overall, I am satisfied with my job 55% N=81 33% N=48 10% N=14 2% N=3 1% N=1 100% N=147 Overall, I feel positive about working for the Town of Prosper 57% N=84 27% N=40 11% N=16 3% N=5 1% N=2 100% N=147 Overall, I think the Town of Prosper is a good employer 54% N=79 35% N=51 7% N=11 2% N=3 2% N=3 100% N=147 I plan on working for this organization a year from now 68% N=100 23% N=34 5% N=7 1% N=1 3% N=4 100% N=146 I feel that my workload is manageable most of the time 39% N=58 41% N=61 13% N=19 5% N=8 1% N=1 100% N=147 On average, I could take on a heavier workload than I currently have 7% N=10 33% N=49 31% N=46 26% N=38 3% N=4 100% N=147 I gain satisfaction from my current job responsibilities 58% N=85 35% N=52 4% N=6 3% N=4 0% N=0 100% N=147 I feel positively challenged in my current job 54% N=79 39% N=57 6% N=9 1% N=2 0% N=0 100% N=147 The mission and vision of the Town of Prosper make me feel my job is important 49% N=71 35% N=51 8% N=12 6% N=9 2% N=3 100% N=146 I have good friends at work 60% N=88 31% N=45 5% N=7 3% N=5 1% N=1 100% N=146 I know what is expected of me at work 68% N=100 25% N=36 5% N=8 1% N=2 0% N=0 100% N=146 I have the opportunity to do what I do best every day at work 58% N=83 28% N=41 7% N=10 7% N=10 0% N=0 100% N=144 My values match or fit with the values of this organization 62% N=90 28% N=40 6% N=9 4% N=6 0% N=0 100% N=145 My co-workers are committed to doing quality work 60% N=87 30% N=44 8% N=11 3% N=4 0% N=0 100% N=146 I have received recognition or praise for doing good work in the last seven days 44% N=64 20% N=29 13% N=19 16% N=23 8% N=11 100% N=146 In the last six months, someone at work has talked to me about my progress 40% N=58 30% N=43 10% N=14 14% N=20 7% N=10 100% N=145 Table 33: Question 9 Please rate the quality of each of the following aspects of the Town of Prosper. Excellent Good Fair Poor Don't know Total The working relationships at the Town of Prosper overall 35% N=49 46% N=66 12% N=17 6% N=9 1% N=1 100% N=142 Communication among all staff overall 18% N=25 42% N=60 24% N=34 16% N=23 0% N=0 100% N=142 Collaboration among all staff overall 21% N=29 38% N=54 28% N=40 13% N=18 0% N=0 100% N=141 The work being done at the Town of Prosper overall 32% N=45 51% N=72 14% N=20 2% N=3 1% N=1 100% N=141 The National Employee Survey™ 12 The National Employee Survey™ © 2009-2018 National Research Center, Inc. Please rate the quality of each of the following aspects of the Town of Prosper. Excellent Good Fair Poor Don't know Total Overall staff morale 20% N=28 54% N=76 13% N=19 11% N=16 2% N=3 100% N=142 The Town of Prosper's reputation among staff 21% N=30 51% N=73 15% N=21 8% N=12 4% N=6 100% N=142 A respectful atmosphere 36% N=50 43% N=60 10% N=14 9% N=12 3% N=4 100% N=140 Communicating standards of ethical behavior 34% N=48 47% N=66 9% N=12 9% N=12 1% N=2 100% N=140 Modeling standards of ethical behavior 34% N=47 49% N=69 7% N=10 9% N=13 1% N=1 100% N=140 Maintaining a work environment that is free of violence or harassment 51% N=71 36% N=51 7% N=10 6% N=8 0% N=0 100% N=140 Maintaining a work environment that is free of drug or alcohol abuse 75% N=104 19% N=27 4% N=6 0% N=0 1% N=2 100% N=139 Work-life balance for staff 29% N=41 45% N=63 17% N=24 7% N=10 1% N=2 100% N=140 Clarity of staff roles and responsibilities 28% N=39 46% N=65 14% N=19 11% N=15 1% N=2 100% N=140 Employee appreciation 28% N=39 41% N=56 18% N=25 13% N=18 0% N=0 100% N=138 Effectiveness of meetings and meeting schedule 19% N=26 47% N=66 19% N=26 10% N=14 5% N=7 100% N=139 The overall skill set of staff 42% N=59 42% N=58 13% N=18 2% N=3 1% N=1 100% N=139 Accuracy of performance evaluations 26% N=36 42% N=58 17% N=23 10% N=14 6% N=8 100% N=139 Compensation (salary, benefits and incentives/bonuses) compared with similar opportunities 24% N=33 32% N=45 22% N=30 17% N=23 6% N=8 100% N=139 Benefits overall (vacation, sick leave, health care, retirement plan, etc.) 30% N=43 36% N=51 19% N=27 9% N=13 5% N=7 100% N=141 Connection between compensation and performance 16% N=23 40% N=56 26% N=37 13% N=19 4% N=6 100% N=141 Dealing with low-performing employees 10% N=14 30% N=43 18% N=25 19% N=27 23% N=32 100% N=141 Recognizing high-performing employees 19% N=27 36% N=51 18% N=25 16% N=23 11% N=15 100% N=141 Defining performance objectives 19% N=27 47% N=66 20% N=28 6% N=9 7% N=10 100% N=140 Applying discipline fairly and consistently 16% N=22 36% N=50 14% N=20 19% N=26 16% N=22 100% N=140 Supporting continual learning and development 35% N=50 46% N=65 15% N=21 1% N=2 2% N=3 100% N=141 Availability of opportunities for employees to develop knowledge and skills 32% N=45 46% N=65 16% N=23 3% N=4 3% N=4 100% N=141 Coaching or mentoring employees 21% N=29 38% N=54 23% N=33 11% N=16 6% N=9 100% N=141 Opportunities for promotion 16% N=23 37% N=52 16% N=22 21% N=30 9% N=13 100% N=140 Opportunities to develop a career path 21% N=29 38% N=54 19% N=27 13% N=18 9% N=13 100% N=141 Work schedule flexibility 33% N=46 45% N=64 10% N=14 10% N=14 2% N=3 100% N=141 Availability of necessary materials, resources and equipment to do the job effectively 33% N=47 40% N=56 20% N=28 6% N=9 1% N=1 100% N=141 Providing individual and group work spaces to do the job effectively 30% N=43 40% N=57 15% N=21 13% N=18 1% N=2 100% N=141 Table 34: Question 10 Please rate the quality of each of the following aspects of your work group. Excellent Good Fair Poor Don't know Total The working relationships in my work group overall 51% N=70 34% N=47 8% N=11 6% N=8 1% N=2 100% N=138 Communication among all staff in my work group overall 42% N=58 39% N=53 9% N=13 9% N=12 1% N=1 100% N=137 Collaboration among all staff in my work group overall 46% N=64 35% N=48 11% N=15 7% N=10 1% N=1 100% N=138 The National Employee Survey™ 13 The National Employee Survey™ © 2009-2018 National Research Center, Inc. Please rate the quality of each of the following aspects of your work group. Excellent Good Fair Poor Don't know Total The quality of work being done in my work group overall 51% N=71 38% N=53 7% N=10 2% N=3 1% N=1 100% N=138 Overall staff morale in my work group 35% N=48 42% N=58 12% N=17 9% N=13 1% N=1 100% N=137 Table 35: Question 11 Please rate each of the following aspects of your SUPERVISOR'S performance. Excellent Good Fair Poor Don't know Total Fostering an atmosphere of mutual trust and confidence 46% N=64 34% N=47 11% N=15 8% N=11 1% N=1 100% N=138 Promoting a positive working relationship among work group members 49% N=67 33% N=46 12% N=16 7% N=9 0% N=0 100% N=138 Providing specific, constructive feedback that helps improve performance 43% N=59 36% N=50 12% N=16 9% N=12 1% N=1 100% N=138 Working together with employees to set goals 40% N=55 38% N=53 12% N=17 9% N=12 1% N=1 100% N=138 Communicating expectations of employees 42% N=58 38% N=52 12% N=17 7% N=10 1% N=1 100% N=138 Informing employees about decisions that impact work 46% N=63 28% N=39 17% N=23 9% N=13 0% N=0 100% N=138 Providing recognition for doing good work 38% N=52 36% N=49 16% N=22 11% N=15 0% N=0 100% N=138 Treating employees with respect 53% N=73 29% N=40 13% N=18 5% N=7 0% N=0 100% N=138 Welcoming employee involvement in decision-making 40% N=55 33% N=45 15% N=21 12% N=16 0% N=0 100% N=137 Table 36: Question 12 Please rate the quality of each of the following aspects of the Town of Prosper's executive leadership. Excellent Good Fair Poor Don't know Total Communicating an inspiring vision 25% N=34 45% N=60 20% N=27 9% N=12 1% N=1 100% N=134 Clarity of strategic direction, goals and objectives 24% N=32 46% N=61 21% N=28 8% N=11 1% N=2 100% N=134 Strength of shared understanding among employees of what the organization is supposed to do 27% N=36 45% N=60 20% N=27 6% N=8 2% N=2 100% N=133 Communicating information in a timely manner 27% N=36 42% N=56 23% N=31 8% N=11 0% N=0 100% N=134 Communicating information that helps employees to understand the problems and issues facing the Town 23% N=30 47% N=62 23% N=30 8% N=11 0% N=0 100% N=133 Encouraging employees to come up with innovative solutions to problems 25% N=33 41% N=55 19% N=26 7% N=10 7% N=10 100% N=134 Welcoming employee involvement in decision-making 22% N=29 38% N=51 17% N=23 13% N=17 10% N=14 100% N=134 Listening to employee opinions 25% N=33 30% N=40 22% N=29 16% N=21 8% N=11 100% N=134 Speed of response to important issues or change 22% N=29 34% N=46 23% N=31 10% N=14 10% N=14 100% N=134 Modeling a high standard 35% N=47 39% N=52 13% N=18 8% N=11 4% N=6 100% N=134 Managing costs responsibly and logically 31% N=41 46% N=61 13% N=18 4% N=5 7% N=9 100% N=134 Process for making important decisions 24% N=32 40% N=53 20% N=27 6% N=8 10% N=14 100% N=134 Overall level of confidence in the leadership of the Town of Prosper 27% N=36 47% N=63 15% N=20 10% N=13 1% N=2 100% N=134 Table 37: Question 13 Please rate the QUALITY of each of the following support services in Prosper. Excellent Good Fair Poor Don't know Total Recruitment services 20% N=26 35% N=46 15% N=20 11% N=15 19% N=25 100% N=132 Benefits administration 20% N=27 44% N=58 17% N=23 7% N=9 11% N=15 100% N=132 The National Employee Survey™ 14 The National Employee Survey™ © 2009-2018 National Research Center, Inc. Please rate the QUALITY of each of the following support services in Prosper. Excellent Good Fair Poor Don't know Total Training services 16% N=21 45% N=59 23% N=31 4% N=5 12% N=16 100% N=132 Human resources services overall 29% N=32 46% N=50 18% N=20 3% N=3 4% N=4 100% N=109 Radio systems 17% N=22 27% N=35 8% N=10 5% N=7 44% N=57 100% N=131 Telephone systems 30% N=39 43% N=56 13% N=17 7% N=9 8% N=10 100% N=131 Network services 21% N=28 45% N=60 16% N=21 10% N=13 8% N=10 100% N=132 Application services 21% N=28 45% N=59 12% N=16 4% N=5 18% N=23 100% N=131 Desktop / Help Desk services 34% N=45 37% N=49 16% N=21 5% N=6 8% N=10 100% N=131 General information technology (IT) services overall 33% N=42 43% N=55 17% N=22 4% N=5 2% N=3 100% N=127 Purchasing services overall 25% N=33 42% N=54 10% N=13 2% N=3 21% N=27 100% N=130 Finance services overall (which could include payroll, budgeting, etc.) 36% N=47 43% N=57 11% N=15 2% N=2 8% N=11 100% N=132 Risk management services 15% N=19 40% N=52 15% N=20 5% N=6 26% N=34 100% N=131 Overall Town internal services 27% N=35 55% N=72 13% N=17 0% N=0 5% N=7 100% N=131 Table 38: Question 14 Please rate the TIMELINESS of each of the following support services in Prosper. Excellent Good Fair Poor Don't know Total Recruitment services 18% N=24 37% N=49 12% N=16 10% N=13 23% N=30 100% N=132 Benefits administration 22% N=29 39% N=52 20% N=27 4% N=5 14% N=19 100% N=132 Training services 16% N=21 45% N=60 19% N=25 2% N=3 17% N=23 100% N=132 Human resources services overall 29% N=34 44% N=52 19% N=23 2% N=2 6% N=7 100% N=118 Radio systems 18% N=24 27% N=36 7% N=9 5% N=6 43% N=56 100% N=131 Telephone systems 26% N=34 49% N=65 9% N=12 6% N=8 10% N=13 100% N=132 Network services 27% N=35 45% N=60 12% N=16 7% N=9 9% N=12 100% N=132 Application services 23% N=31 45% N=59 10% N=13 4% N=5 18% N=24 100% N=132 Desktop / Help Desk services 36% N=47 39% N=51 12% N=16 5% N=7 8% N=11 100% N=132 General information technology (IT) services overall 35% N=46 38% N=50 15% N=20 7% N=9 5% N=6 100% N=131 Purchasing services overall 26% N=34 43% N=57 8% N=11 2% N=2 21% N=28 100% N=132 Finance services overall (which could include payroll, budgeting, etc.) 36% N=47 41% N=54 11% N=15 0% N=0 12% N=16 100% N=132 Risk management services 17% N=23 37% N=49 12% N=16 3% N=4 30% N=40 100% N=132 Overall Town internal services 24% N=32 52% N=69 13% N=17 1% N=1 10% N=13 100% N=132 The National Employee Survey™ 15 The National Employee Survey™ © 2009-2018 National Research Center, Inc. Table 39: Question 13 What is your overall perception of the current workplace culture for employees at the Town of Prosper? Do you think it is… Percent Number Very positive 39% N=52 Somewhat positive 24% N=32 A mix of negative and positive 27% N=36 Somewhat negative 5% N=7 Very negative 2% N=3 Don't know 2% N=2 Total 100% N=132 Table 40: Question D1 In which Town agency or department do you work? (Please choose one.) Percent Number Administration (Town Manager's Office, Town Secretary's Office, Human Resources, IT, Finance, Accounting, Purchasing, Utility Billing, Municipal Court) 20% N=24 Development Services (Building Inspections, Planning, Code Compliance) 8% N=10 Community Services (Engineering, Library) 13% N=15 Parks & Recreation (Park Operations & Administration) 14% N=17 Public Works (Streets, Water, Wastewater) 13% N=15 Fire 16% N=19 Police 16% N=19 Total 100% N=119 Table 41: Question D2 What is your management status? Percent Number Manager 18% N=21 Non-manager 70% N=81 Don't know 12% N=14 Total 100% N=116 Table 42: Question D3 What is your exemption status? Percent Number Exempt (not eligible for overtime) 23% N=27 Non-exempt (eligible for overtime) 62% N=73 Don't know 15% N=17 Total 100% N=117 The National Employee Survey™ 16 The National Employee Survey™ © 2009-2018 National Research Center, Inc. Table 43: Question D4 Are you employed full time or part time? Percent Number Full time 92% N=113 Part time 8% N=10 Total 100% N=123 Table 44: Question D6 Do you live in Prosper? Percent Number Yes 22% N=27 No 78% N=96 Total 100% N=123 Table 45: Question D7 What is your race? (Check all that apply.) Percent Number White 75% N=86 Hispanic 15% N=17 African American 3% N=3 American Indian or Alaskan native 1% N=1 Asian, Hawaiian or Pacific Islander 3% N=3 Other 11% N=12 Total may exceed 100% as respondents could select more than one option. Table 46: Question D8 What is your gender? Percent Number Male 67% N=73 Female 33% N=36 Total 100% N=109 Table 47: Question D9 What is your age range? Percent Number 20 years or younger 2% N=2 21 to 30 years 13% N=14 31 to 40 years 31% N=32 41 to 50 years 32% N=33 51 to 60 years 17% N=18 61 years or older 5% N=5 Total 100% N=104 The National Employee Survey™ 17 The National Employee Survey™ © 2009-2018 National Research Center, Inc. Table 48: Question D10 How many years have you worked for the Town of Prosper? Percent Number 0 to 5 years 67% N=72 6 to 10 years 23% N=25 11 to 15 years 6% N=6 16 to 20 years 2% N=2 More than 20 years 3% N=3 Total 100% N=108 The National Employee Survey™ 18 The National Employee Survey™ © 2009-2018 National Research Center, Inc. Appendix B: Benchmark Comparisons NRC’s database of comparative employee opinion comprises the perspectives of more than 22,000 employees gathered from employee surveys from local governments across the U.S. Those employees evaluated the organization in which they work and gave their opinion about job satisfaction, supervisor relationships and other aspects of the employee experience. The Town of Prosper was compared to the entire database. A benchmark comparison (the average percent positive from all the comparison organizations where a question was asked, excluding Prosper’s) has been provided when there were at least five organizations in which the question was asked. The percent positive response was created by combining the most favorable response options (i.e., “strongly agree” and “somewhat agree” or “excellent” and “good”). Where comparisons are available, two columns are provided in the table. The first column is Prosper’s percent positive. The second shows the comparison of Prosper’s rating to the benchmark, where Prosper’s results are noted as being “higher” than the benchmark, “lower” than the benchmark or “similar” to the benchmark. These labels come from a statistical comparison of Prosper’s rating to the benchmark where a rating is considered “similar” if it is within the margin of error (five percentage points or less) and “higher” or “lower” if the difference between Prosper’s rating and the benchmark is greater the margin of error (greater than five percentage points). Table 49: Dimensions of Employee Experience Indices Benchmarks Town of Prosper rating Comparison to benchmark Job Satisfaction Index 90% Similar Employee Contribution and Fit Index 80% Similar Work Group Performance Index 85% Higher Employee-Supervisor Relationship Index 78% Higher Employee Performance Evaluation Index 68% Higher Employee Development Index 72% Higher Wages and Benefits Index 70% Higher Communication and Decision-making Index 65% Higher Respect and Ethics Index 76% Higher Physical Work Environment Index 82% Higher Table 50: Aspects of Job Satisfaction Town of Prosper rating Comparison to benchmark Job Satisfaction Overall, I am satisfied with my job 88% Similar Overall, I feel positive about working for the Town of Prosper 86% Similar Overall, I think the Town of Prosper is a good employer 90% Similar I plan on working for this organization a year from now 94% Similar I gain satisfaction from my current job responsibilities 93% Higher I feel positively challenged in my current job 93% Higher Employee Contribution and Fit I have the opportunity to do what I do best every day at work 86% Higher My values match or fit with the values of this organization 90% Similar I have good friends at work 92% Similar I feel that my workload is manageable most of the time 82% Similar On average, I could take on a heavier workload than I currently have 41% Similar The mission and vision of the Town of Prosper make me feel my job is important 85% Higher The National Employee Survey™ 19 The National Employee Survey™ © 2009-2018 National Research Center, Inc. Town of Prosper rating Comparison to benchmark I know what is expected of me at work 93% Similar Work Group Performance My co-workers are committed to doing quality work 90% Higher Employee Performance Evaluation I have received recognition or praise for doing good work in the last seven days 69% Higher In the last six months, someone at work has talked to me about my progress 75% Higher Table 51: Aspects of Supervisor and Work Group Relationships Town of Prosper rating Comparison to benchmark Employee-Supervisor Relationship Fostering an atmosphere of mutual trust and confidence 81% Higher Promoting a positive working relationship among work group members 82% Higher Providing specific, constructive feedback that helps improve performance 80% Higher Working together with employees to set goals 79% Higher Communicating expectations of employees 80% Higher Treating employees with respect 82% Higher Informing employees about decisions that impact work 74% Higher Providing recognition for doing good work 73% Higher Welcoming employee involvement in decision-making 73% Higher Work Group Performance The working relationships in my work group overall 86% Higher The quality of work being done in my work group overall 91% Higher Communication among all staff in my work group overall 82% Higher Collaboration among all staff in my work group overall 82% Higher Overall staff morale in my work group 78% Higher Table 52: Aspects of Town's Executive Leadership Town of Prosper rating Comparison to benchmark Employee Development Encouraging employees to come up with innovative solutions to problems 71% Higher Communication and Decision-making Communicating an inspiring vision 71% Higher Communicating information in a timely manner 69% Higher Communicating information that helps employees to understand the problems and issues facing the Town 69% Higher Welcoming employee involvement in decision-making 67% Higher Listening to employee opinions 59% Higher Clarity of strategic direction, goals and objectives 70% Higher Speed of response to important issues or change 63% Higher Process for making important decisions 71% Higher Respect and Ethics Strength of shared understanding among employees of what the organization is supposed to do 73% Higher Modeling a high standard 77% Higher Managing costs responsibly and logically 82% Higher The National Employee Survey™ 20 The National Employee Survey™ © 2009-2018 National Research Center, Inc. Town of Prosper rating Comparison to benchmark Overall level of confidence in the leadership of the Town of Prosper 75% Higher Table 53: Aspects of Town Workplace Town of Prosper rating Comparison to benchmark Job Satisfaction How likely or unlikely you are to recommend working for the Town of Prosper to someone who asks? 86% Similar Employee Contribution and Fit Work-life balance for staff 75% Higher Clarity of staff roles and responsibilities 75% Higher The overall skill set of staff 85% Higher Employee Performance Evaluation Defining performance objectives 72% Higher Accuracy of performance evaluations 72% Higher Connection between compensation and performance 59% Higher Dealing with low-performing employees 52% Higher Recognizing high-performing employees 62% Higher Employee Development Supporting continual learning and development 83% Higher Availability of opportunities for employees to develop knowledge and skills 80% Higher Coaching or mentoring employees 63% Higher Opportunities to develop a career path 65% Higher Opportunities for promotion 59% Higher Wages and Benefits Compensation (salary, benefits and incentives/bonuses) compared with similar opportunities 60% Higher Benefits overall (vacation, sick leave, health care, retirement plan, etc.) 70% Lower Work schedule flexibility 80% Higher Employee appreciation 69% Higher Communication and Decision-making Communication among all staff overall 60% Higher Effectiveness of meetings and meeting schedule 70% Higher Respect and Ethics A respectful atmosphere 81% Higher Applying discipline fairly and consistently 61% Higher Communicating standards of ethical behavior 83% Higher Modeling standards of ethical behavior 83% Higher The working relationships at the Town of Prosper overall 82% Higher Collaboration among all staff overall 59% Higher The work being done at the Town of Prosper overall 84% Higher Overall staff morale 75% Higher The Town of Prosper's reputation among staff 76% Higher Physical Work Environment Maintaining a work environment that is free of violence or harassment 87% Higher Maintaining a work environment that is free of drug or alcohol abuse 96% Similar Availability of necessary materials, resources and equipment to do the job effectively 74% Similar Providing individual and group work spaces to do the job effectively 72% Similar The National Employee Survey™ 21 The National Employee Survey™ © 2009-2018 National Research Center, Inc. Table 54: Aspects of Town for Residents Town of Prosper rating Comparison to benchmark Community Quality Prosper as a place to live 91% Higher Prosper as a place to work 82% Similar The overall quality of life in Prosper 92% Higher Overall feeling of safety in Prosper 95% Higher Overall ease of getting to the places you usually have to visit 62% Lower Quality of overall natural environment in Prosper 80% Similar Overall "built environment" of Prosper (including overall design, buildings, parks and transportation systems) 81% Higher Health and wellness opportunities in Prosper 75% Similar Overall opportunities for education and enrichment 80% Higher Overall economic health of Prosper 94% Higher Sense of community 82% Higher Overall image or reputation of Prosper 88% Higher How likely or unlikely you are to recommend living in Prosper to someone who asks? 89% Higher Government Quality Overall, how would you rate the quality of the services provided by the Town of Prosper? 91% Higher The value of services for the taxes paid to Prosper 83% Higher The overall direction that Prosper is taking 84% Higher The job Prosper government does at welcoming citizen involvement 83% Higher Overall confidence in Prosper government 77% Higher Generally acting in the best interest of the community 78% Higher Being honest 73% Higher Treating all residents fairly 80% Higher Table 55: Support Services Town of Prosper rating Comparison to benchmark Quality of Support Services Recruitment services 67% Higher Benefits administration 73% Similar Training services 69% Higher Human resources services overall 73% Higher Radio systems 78% Higher Telephone systems 77% Similar Network services 79% Higher Application services 72% Similar Desktop / Help Desk services 81% Similar General information technology (IT) services overall 78% Similar Purchasing services overall 78% Higher Finance services overall (which could include payroll, budgeting, etc.) 84% Higher Risk management services overall 86% Higher Overall Town internal services 86% Higher Timeliness of Support Services Recruitment services 72% Higher Benefits administration 72% Similar Training services 74% Higher The National Employee Survey™ 22 The National Employee Survey™ © 2009-2018 National Research Center, Inc. Town of Prosper rating Comparison to benchmark Human resources services overall 78% Higher Radio systems 77% Higher Telephone systems 80% Similar Network services 83% Higher Application services 79% Higher Desktop / Help Desk services 83% Higher General information technology (IT) services overall 81% Higher Purchasing services overall 77% Similar Finance services overall (which could include payroll, budgeting, etc.) 88% Higher Risk management services overall 87% Higher Overall Town internal services 85% Higher The National Employee Survey™ 23 The National Employee Survey™ © 2009-2018 National Research Center, Inc. Appendix C: Survey Background and Methodology Survey Background The Town of Prosper partnered with National Research Center, Inc. (NRC) to conduct a Town-wide employee survey. Employees were asked questions about their job satisfaction, work environment, compensation, supervisory relationships, organizational climate and communication. This was the second survey of Prosper employees. The results can be used by the Town to better understand employee experiences, address employee concerns and monitor perspectives over time. The Town of Prosper funded this research. Please contact Kala Smith of the Town of Prosper at Kala_Smith@prosptertx.gov if you have any questions about the survey. The survey consisted of thematically similar statements grouped into question sets and all were asked on a four- point scale (e.g., strongly agree, somewhat agree, somewhat disagree, strongly disagree or excellent, good, fair, poor), questions assessing the quality and timeliness of support services (also asked on a four-point scale)and questions about respondent employment and sociodemographic characteristics. Selecting Survey Recipients All Town of Prosper employees were eligible to complete the survey. The Town provided NRC with a list of email addresses for all employees with Town emails. The Town also communicated with all employees about the survey so that employees without Town emails were informed about and could participate in the survey. Survey Administration and Response Town of Prosper employees were mailed a postcard to their homes on October 25, 2018 2018 with a link inviting them to complete a Web-based survey. Employees with email addresses also received two email reminder messages with the survey link over the following two weeks. Data collection continued through November 16, 2018. Of the 215 employees receiving an invitation to complete the survey, a total of 173 employees returned completed surveys, providing a response rate of 80%. The response rate was calculated using the American Association of Public Opinion Research (AAPOR) response rate #21 for Internet surveys of named persons. Table 56: Survey Response Rate Overall Total sample used 215 I=Complete Interviews 141 P=Partial Interviews 32 R=Refusal and break off 1 NC=Non Contact 2 O=Other 0 UH=Unknown household 0 UO=Unknown other 39 Response rate: (I+P)/(I+P) + (R+NC+O) + (UH+UO) 80% Because the survey was intended to be taken by all employees, no traditional margin of error was calculated. However, because not all employees responded, NRC recommends using plus or minus five percentage points as the “range of uncertainty” around any given percent reported for the organization as a whole. Survey Processing NRC used SurveyGizmo, a web-based survey and analytics platform, to collect the online survey data. Use of an online system means all collected data are entered into the dataset when the respondents submit the surveys. Skip 1 See AAPOR’s Standard Definitions here: http://www.aapor.org/Standards-Ethics/Standard-Definitions-(1).aspx for more information. The National Employee Survey™ 24 The National Employee Survey™ © 2009-2018 National Research Center, Inc. patterns are programmed into system so respondents are automatically “skipped” to the appropriate question based on the individual responses being given. Online programming also allows for more rigid control of the data format, making extensive data cleaning unnecessary. Empty submissions (questionnaires submitted with no questions answered) were removed from the final dataset. Survey Analysis and Reporting Since the surveys were completed online, the data were automatically saved electronically. The data were then exported into a text-only format and the electronic dataset was imported and analyzed by NRC staff using the Statistical Package for the Social Sciences (SPSS). The anonymity of all employees is fully maintained as no names or other unique identifiers have been recorded. Frequency distributions for each question are presented in the report appendices. Tables and charts displaying the “percent positive” are presented in the Workplace Report. The percent positive is the combination of the top two most positive response options (i.e., “strongly agree” and “somewhat agree” or “excellent” and “good”). On many of the questions in the survey, respondents could answer, “don’t know.” The proportion of respondents giving this reply, including and excluding “don’t know,” is shown in the full set of responses in Appendix A: Complete Survey Responses. However, these responses have been removed from the analyses presented in the Workplace Report. In other words, the figures display the responses from respondents who had an opinion about a specific item. When a table for a question that only permitted a single response does not total to exactly 100%, it is due to the customary practice of rounding percentages to the nearest whole number. Employee Satisfaction and Calculation of Indices Employees rated over 100 aspects related to the working environment of the Town. These items were categorized into 10 dimensions of the employee experience: job satisfaction, communication and decision-making, respect and ethics, wages and benefits, physical work environment, supervisor relationship, performance evaluation, employee development, work group performance and employee contribution and fit. The individual survey items comprising each of these dimension is shown in Table 57. The two most positive points on the response scale (i.e., “strongly” and “somewhat” agree or “excellent” and “good”) for each item included in a dimension were combined and averaged to create an average percent positive index rating. To assess which dimensions were most important to overall employee satisfaction, the index ratings for communication and decision-making, respect and ethics, wages and benefits, physical work environment, supervisor relationship, performance evaluation, employee development, work group performance and employee contribution and fit were correlated to the index rating of job satisfaction. Those dimensions that correlate most highly with job satisfaction are good predictors of overall job satisfaction and may be useful focus areas to consider for enhancement of employee satisfaction. Table 57: Dimensions of Employee Experience Dimension Item Description Job Satisfaction q7 How likely or unlikely you are to recommend working for the Town of Prosper to someone who asks? q8a Overall, I am satisfied with my job q8b Overall, I feel positive about working for the Town of Prosper q8c Overall, I think the Town of Prosper is a good employer q8d I plan on working for this organization a year from now q8g I gain satisfaction from my current job responsibilities q8h I feel positively challenged in my current job Contribution and Fit q8e I feel that my workload is manageable most of the time q8f On average, I could take on a heavier workload than I currently have q8i The mission and vision of the Town of Prosper make me feel my job is important q8j I have good friends at work q8k I know what is expected of me at work q8l I have the opportunity to do what I do best every day at work q8m My values match or fit with the values of this organization q9l Work-life balance for staff The National Employee Survey™ 25 The National Employee Survey™ © 2009-2018 National Research Center, Inc. Dimension Item Description q9m Clarity of staff roles and responsibilities q9p The overall skill set of staff Supervisor Relationship q11a Fostering an atmosphere of mutual trust and confidence q11b Promoting a positive working relationship among work group members q11c Providing specific, constructive feedback that helps improve performance q11d Working together with employees to set goals q11e Communicating expectations of employees q11f Informing employees about decisions that impact work q11g Providing recognition for doing good work q11h Treating employees with respect q11i Welcoming employee involvement in decision-making Work group Performance q8n My co-workers are committed to doing quality work q10a The working relationships in my work group overall q10b Communication among all staff in my work group overall q10c Collaboration among all staff in my work group overall q10d The quality of work being done in my work group overall q10e Overall staff morale in my work group Employee Development q9y Supporting continual learning and development q9z Availability of opportunities for employees to develop knowledge and skills q9aa Coaching or mentoring employees q9bb Opportunities for promotion q9cc Opportunities to develop a career path q12f Encouraging employees to come up with innovative solutions to problems Employee Performance Evaluation q8o I have received recognition or praise for doing good work in the last seven days q8p In the last six months, someone at work has talked to me about my progress q9q Accuracy of performance evaluations q9t Connection between compensation and performance q9u Dealing with low-performing employees q9v Recognizing high-performing employees q9w Defining performance objectives Wages and Benefits q9n Employee appreciation q9r Compensation (salary, benefits and incentives/bonuses) compared with similar opportunities q9s Benefits overall (vacation, sick leave, health care, retirement plan, etc.) q9dd Work schedule flexibility Communication and Decision- making q9b Communication among all staff overall q9o Effectiveness of meetings and meeting schedule q12a Communicating an inspiring vision q12b Clarity of strategic direction, goals and objectives q12d Communicating information in a timely manner q12e Communicating information that helps employees to understand the problems and issues facing the Town q12g Welcoming employee involvement in decision-making q12h Listening to employee opinions q12i Speed of response to important issues or change q12l Process for making important decisions Respect and Ethics q9a The working relationships at the Town of Prosper overall q9c Collaboration among all staff overall q9d The work being done at the Town of Prosper overall q9e Overall staff morale q9f The Town of Prosper's reputation among staff q9g A respectful atmosphere q9h Communicating standards of ethical behavior q9i Modeling standards of ethical behavior q9x Applying discipline fairly and consistently q12c Strength of shared understanding among employees of what the organization is supposed to do q12j Modeling a high standard q12k Managing costs responsibly and logically q12m Overall level of confidence in the leadership of the Town of Prosper Physical Work q9j Maintaining a work environment that is free of violence or harassment The National Employee Survey™ 26 The National Employee Survey™ © 2009-2018 National Research Center, Inc. Dimension Item Description Environment q9k Maintaining a work environment that is free of drug or alcohol abuse q9ee Availability of necessary materials, resources and equipment to do the job effectively q9ff Providing individual and group work spaces to do the job effectively The National Employee Survey™ 27 The National Employee Survey™ © 2009-2018 National Research Center, Inc. Appendix D: Survey Materials The following pages contain the emails sent to employees and The National Employee Survey™ formatted similarly to the online versions. Dear Town of Prosper employee, It only takes a few minutes to make a big difference! We want to know about your experiences as a Town employee. Please take the Prosper Employee Survey at www.bit.ly/ProsperNES2018 (type the address exactly as it appears). A few things to remember: National Research Center, Inc. is an external, independent firm that has been contracted to conduct this employee survey on behalf of the Town. Your anonymity is a priority. In no case will information be collected or reported in such a way that any person’s identity can be known. Your responses will remain completely anonymous and will be reported in group form only. If you do not have access to a computer, the Town will make one available to you. If you have any questions about this survey, please contact Human Resources at 972 - 569-1156 or HR@prospertx.org. Thank you for helping create a better Prosper! The Town of Prosper Cares About What You Think! www.bit.ly/ProsperNES2018 Harlan Jefferson Town Manager Dear Town of Prosper employee, It only takes a few minutes to make a big difference! We want to know about your experiences as a Town employee. Please take the Prosper Employee Survey at www.bit.ly/ProsperNES2018 (type the address exactly as it appears). A few things to remember: National Research Center, Inc. is an external, independent firm that has been contracted to conduct this employee survey on behalf of the Town. Your anonymity is a priority. In no case will information be collected or reported in such a way that any person’s identity can be known. Your responses will remain completely anonymous and will be reported in group form only. If you do not have access to a computer, the Town will make one available to you. If you have any questions about this survey, please contact Human Resources at 972- 569-1156 or HR@prospertx.org. Thank you for helping create a better Prosper! The Town of Prosper Cares About What You Think! www.bit.ly/ProsperNES2018 Harlan Jefferson Town Manager Dear Town of Prosper employee, It only takes a few minutes to make a big difference! We want to know about your experiences as a Town employee. Please take the Prosper Employee Survey at www.bit.ly/ProsperNES2018 (type the address exactly as it appears). A few things to remember: National Research Center, Inc. is an external, independent firm that has been contracted to conduct this employee survey on behalf of the Town. Your anonymity is a priority. In no case will information be collected or reported in such a way that any person’s identity can be known. Your responses will remain completely anonymous and will be reported in group form only. If you do not have access to a computer, the Town will make one available to you. If you have any questions about this survey, please contact Human Resources at 972 - 569-1156 or HR@prospertx.org. Thank you for helping create a better Prosper! The Town of Prosper Cares About What You Think! www.bit.ly/ProsperNES2018 Harlan Jefferson Town Manager Dear Town of Prosper employee, It only takes a few minutes to make a big difference! We want to know about your experiences as a Town employee. Please take the Prosper Employee Survey at www.bit.ly/ProsperNES2018 (type the address exactly as it appears). A few things to remember: National Research Center, Inc. is an external, independent firm that has been contracted to conduct this employee survey on behalf of the Town. Your anonymity is a priority. In no case will information be collected or reported in such a way that any person’s identity can be known. Your responses will remain completely anonymous and will be reported in group form only. If you do not have access to a computer, the Town will make one available to you. If you have any questions about this survey, please contact Human Resources at 972- 569-1156 or HR@prospertx.org. Thank you for helping create a better Prosper! The Town of Prosper Cares About What You Think! www.bit.ly/ProsperNES2018 Harlan Jefferson Town Manager Presorted First Class Mail US Postage PAID Boulder, CO Permit NO. 94 Town Hall-TMO PO Box 307 Prosper, TX 75708 Presorted First Class Mail US Postage PAID Boulder, CO Permit NO. 94 Town Hall-TMO PO Box 307 Prosper, TX 75708 Presorted First Class Mail US Postage PAID Boulder, CO Permit NO. 94 Town Hall-TMO PO Box 307 Prosper, TX 75708 Presorted First Class Mail US Postage PAID Boulder, CO Permit NO. 94 Town Hall-TMO PO Box 307 Prosper, TX 75708 Initial invite Subject line: We need your opinions! Take the 2018 Town of Prosper Employee Survey now! Dear Town of Prosper Employee, It only takes a few minutes to make a big difference! We want to know about your experiences as a Town employee. Please take the 2018 Prosper Employee Survey [here]. Your feedback and perspectives will be instrumental in helping the Town continuously improve our organization. A few things to remember: National Research Center, Inc. is an external, independent firm that has been contracted to conduct this employee survey on behalf of the Town. Your anonymity is a priority. In no case will information be collected or reported in such a way that any person’s identity can be known. Results will be reported in group form only. If you click through to the end of the survey, you will not be able to return to it later. If you exit the survey without fully completing it, you can return to the survey at the point where you left off unless you "submit" at the end. Please don’t forward the link in this email to your colleagues, it can only be used once and is a unique link for you only. If you have any questions about this survey, please contact the Human Resources Department at 972-569-1156 or HR@prospertx.gov. Thank you for helping create a better Prosper! Sincerely, Harlan Jefferson Town Manager Town of Prosper www.prospertx.gov Office: 972-569-1010 Final Reminder Subject line: Last chance to tell us what you think! Complete the Employee Survey today! Dear Prosper Employee, If you haven’t yet completed the survey, this is your last chance to tell us what you think about working for the Town, the executive leadership and more! Please take the Prosper Employee Survey [here]. A few things to remember: National Research Center, Inc. is an external, independent firm that has been contracted to conduct this employee survey on behalf of the Town. Your anonymity is a priority. In no case will information be collected or reported in such a way that any person’s identity can be known. Results will be reported in group form only. If you click through to the end of the survey, you will not be able to return to it later. If you exit the survey without fully completing it, you can return to the survey at the point where you left off unless you "submit" at the end. Please don't forward the link in this email to your colleagues, it can only be used once and is a unique link for you only. If you have any questions about this survey, please contact the Human Resources Department at 972-569-1156 or HR@prospertx.gov. Thank you for helping create a better Prosper! Sincerely, Harlan Jefferson Town Manager Town of Prosper www.prospertx.gov Office: 972-569-1010 The National Employee Survey™ • © 2009-2018 National Research Center, Inc. THE NATIONAL EMPLOYEE SURVEY™ Page 1 of 5 Town of Prosper Employee Survey This survey is to be completed by the Town of Prosper employee who received an invitation. Your responses will be kept anonymous and reported in group form only. Employee Perspective on Life in Prosper 1. Please rate each of the following aspects of quality of life in Prosper: Excellent Good Fair Poor Don’t know Prosper as a place to live .................................................................................... 1 2 3 4 5 Prosper as a place to work ................................................................................. 1 2 3 4 5 The overall quality of life in Prosper .................................................................. 1 2 3 4 5 2. Please rate each of the following characteristics as they relate to Prosper as a whole: Excellent Good Fair Poor Don’t know Overall feeling of safety in Prosper .................................................................... 1 2 3 4 5 Overall ease of getting to the places you usually have to visit ............................ 1 2 3 4 5 Quality of overall natural environment in Prosper ............................................ 1 2 3 4 5 Overall “built environment” of Prosper (including overall design, buildings, parks and transportation systems) ................................................. 1 2 3 4 5 Health and wellness opportunities in Prosper .................................................... 1 2 3 4 5 Overall opportunities for education and enrichment ......................................... 1 2 3 4 5 Overall economic health of Prosper .................................................................. 1 2 3 4 5 Sense of community ........................................................................................... 1 2 3 4 5 Overall image or reputation of Prosper ............................................................. 1 2 3 4 5 3. How likely or unlikely are you to recommend living in Prosper to someone who asks? Very likely Somewhat likely Somewhat unlikely Very unlikely Don’t know 4. Overall, how would you rate the quality of the services provided by the Town of Prosper? Excellent Good Fair Poor Don’t know 5. Please rate the following categories of Prosper government performance: Excellent Good Fair Poor Don’t know The value of services for the taxes paid to Prosper ............................................ 1 2 3 4 5 The overall direction that Prosper is taking ....................................................... 1 2 3 4 5 The job Prosper government does at welcoming citizen involvement ............... 1 2 3 4 5 Overall confidence in Prosper government ....................................................... 1 2 3 4 5 Generally acting in the best interest of the community ..................................... 1 2 3 4 5 Being honest ....................................................................................................... 1 2 3 4 5 Treating all residents fairly ................................................................................ 1 2 3 4 5 6. Please rate how important, if at all, you think it is for the Prosper community to focus on each of the following in the coming two years: Very Somewhat Not at all Essential important important important Overall feeling of safety in Prosper .................................................................................... 1 2 3 4 Overall ease of getting to the places you usually have to visit ............................................ 1 2 3 4 Quality of overall natural environment in Prosper ............................................................ 1 2 3 4 Overall “built environment” of Prosper (including overall design, buildings, parks and transportation systems) .................................................................................................. 1 2 3 4 Health and wellness opportunities in Prosper .................................................................... 1 2 3 4 Overall opportunities for education and enrichment......................................................... 1 2 3 4 Overall economic health of Prosper .................................................................................. 1 2 3 4 Sense of community ........................................................................................................... 1 2 3 4 Employee Perspective on Working for Prosper 7. How likely or unlikely are you to recommend working for the Town of Prosper to someone who asks? Very likely Somewhat likely Somewhat unlikely Very unlikely Don’t know The National Employee Survey™ • © 2009-2018 National Research Center, Inc. THE NATIONAL EMPLOYEE SURVEY™ Page 2 of 5 8. Please rate the extent to which you agree or disagree with the following statements about your job working for the Town of Prosper. Strongly Somewhat Somewhat Strongly Don’t agree agree disagree disagree know Overall, I am satisfied with my job ......................................................... 1 2 3 4 5 Overall, I feel positive about working for the Town of Prosper .............. 1 2 3 4 5 Overall, I think the Town of Prosper is a good employer ....................... 1 2 3 4 5 I plan on working for this organization a year from now ....................... 1 2 3 4 5 I feel that my workload is manageable most of the time ......................... 1 2 3 4 5 On average, I could take on a heavier workload than I currently have .. 1 2 3 4 5 I gain satisfaction from my current job responsibilities ........................... 1 2 3 4 5 I feel positively challenged in my current job ......................................... 1 2 3 4 5 The mission and vision of the Town of Prosper make me feel my job is important ................................................................................... 1 2 3 4 5 I have good friends at work ..................................................................... 1 2 3 4 5 I know what is expected of me at work ................................................... 1 2 3 4 5 I have the opportunity to do what I do best every day at work .............. 1 2 3 4 5 My values match or fit with the values of this organization .................... 1 2 3 4 5 My co-workers are committed to doing quality work ............................. 1 2 3 4 5 I have received recognition or praise for doing good work in the last seven days ............................................................................... 1 2 3 4 5 In the last six months, someone at work has talked to me about my progress ............................................................................... 1 2 3 4 5 9. Please rate the quality of each of the following aspects of the Town of Prosper. Excellent Good Fair Poor Don't know The working relationships at the Town of Prosper overall ................................ 1 2 3 4 5 Communication among all staff overall ............................................................. 1 2 3 4 5 Collaboration among all staff overall ................................................................. 1 2 3 4 5 The work being done at the Town of Prosper overall ....................................... 1 2 3 4 5 Overall staff morale ........................................................................................... 1 2 3 4 5 The Town of Prosper’s reputation among staff ................................................. 1 2 3 4 5 A respectful atmosphere ..................................................................................... 1 2 3 4 5 Communicating standards of ethical behavior .................................................. 1 2 3 4 5 Modeling standards of ethical behavior ............................................................. 1 2 3 4 5 Maintaining a work environment that is free of violence or harassment ........... 1 2 3 4 5 Maintaining a work environment that is free of drug or alcohol abuse ............. 1 2 3 4 5 Work-life balance for staff .................................................................................. 1 2 3 4 5 Clarity of staff roles and responsibilities ............................................................. 1 2 3 4 5 Employee appreciation ...................................................................................... 1 2 3 4 5 Effectiveness of meetings and meeting schedule ................................................ 1 2 3 4 5 The overall skill set of staff ................................................................................. 1 2 3 4 5 Accuracy of performance evaluations ................................................................ 1 2 3 4 5 Compensation (salary, benefits and incentives/bonuses) compared with similar opportunities ....................................................................................... 1 2 3 4 5 Benefits overall (vacation, sick leave, health care, retirement plan, etc.) ............ 1 2 3 4 5 Connection between compensation and performance ....................................... 1 2 3 4 5 Dealing with low-performing employees ........................................................... 1 2 3 4 5 Recognizing high-performing employees .......................................................... 1 2 3 4 5 Defining performance objectives ....................................................................... 1 2 3 4 5 Applying discipline fairly and consistently ......................................................... 1 2 3 4 5 Supporting continual learning and development ............................................... 1 2 3 4 5 Availability of opportunities for employees to develop knowledge and skills ..... 1 2 3 4 5 Coaching or mentoring employees .................................................................... 1 2 3 4 5 Opportunities for promotion ............................................................................. 1 2 3 4 5 Opportunities to develop a career path ............................................................. 1 2 3 4 5 Work schedule flexibility .................................................................................... 1 2 3 4 5 Availability of necessary materials, resources and equipment to do the job effectively ................................................................................................. 1 2 3 4 5 Providing individual and group work spaces to do the job effectively ............... 1 2 3 4 5 Responsiveness to other departments’ and divisions’ requests ........................... 1 2 3 4 5 The National Employee Survey™ • © 2009-2018 National Research Center, Inc. THE NATIONAL EMPLOYEE SURVEY™ Page 3 of 5 10. Please rate each of the following aspects of your workgroup. Excellent Good Fair Poor Don’t know The working relationships in my workgroup overall ......................................... 1 2 3 4 5 Communication among all staff in my workgroup overall................................. 1 2 3 4 5 Collaboration among all staff in my workgroup overall .................................... 1 2 3 4 5 The quality of work being done in my workgroup overall ................................. 1 2 3 4 5 Overall staff morale in my workgroup ............................................................... 1 2 3 4 5 11. Please rate each of the following aspects of your SUPERVIS OR’S performance. Excellent Good Fair Poor Don’t know Fostering an atmosphere of mutual trust and confidence .................................. 1 2 3 4 5 Promoting a positive working relationship among work group members .......... 1 2 3 4 5 Providing specific, constructive feedback that helps improve performance ....... 1 2 3 4 5 Working together with employees to set goals ................................................... 1 2 3 4 5 Communicating expectations of employees ....................................................... 1 2 3 4 5 Informing employees about decisions that impact work .................................... 1 2 3 4 5 Providing recognition for doing good work ....................................................... 1 2 3 4 5 Treating employees with respect........................................................................ 1 2 3 4 5 Welcoming employee involvement in decision-making ..................................... 1 2 3 4 5 12. Please rate the quality of each of the following aspects of the Town of Prosper’s executive leadership. Excellent Good Fair Poor Don't know Communicating an inspiring vision ................................................................... 1 2 3 4 5 Clarity of strategic direction, goals and objectives ............................................. 1 2 3 4 5 Strength of shared understanding among employees of what the organization is supposed to do ....................................................................... 1 2 3 4 5 Communicating information in a timely manner .............................................. 1 2 3 4 5 Communicating information that helps employees to understand the problems and issues facing the Town ............................................................. 1 2 3 4 5 Encouraging employees to come up with innovative solutions to problems ...... 1 2 3 4 5 Welcoming employee involvement in decision-making ..................................... 1 2 3 4 5 Listening to employee opinions.......................................................................... 1 2 3 4 5 Speed of response to important issues or change ............................................... 1 2 3 4 5 Modeling a high standard .................................................................................. 1 2 3 4 5 Managing costs responsibly and logically .......................................................... 1 2 3 4 5 Process for making important decisions ............................................................. 1 2 3 4 5 Overall level of confidence in the leadership of the Town of Prosper ............... 1 2 3 4 5 The National Employee Survey™ • © 2009-2018 National Research Center, Inc. THE NATIONAL EMPLOYEE SURVEY™ Page 4 of 5 Performance of Support Services I1. Please rate the QUALITY of each of the following support services in Prosper. Excellent Good Fair Poor Don’t know Recruitment services .......................................................................................... 1 2 3 4 5 Benefits administration ...................................................................................... 1 2 3 4 5 Training services ................................................................................................ 1 2 3 4 5 Risk management services ................................................................................. 1 2 3 4 5 Human resources services overall ............................................. 1 2 3 4 5 Radio systems .................................................................................................... 1 2 3 4 5 Telephone systems ............................................................................................. 1 2 3 4 5 Network services ................................................................................................ 1 2 3 4 5 Application services ........................................................................................... 1 2 3 4 5 Desktop / Help Desk services ............................................................................ 1 2 3 4 5 General information technology (IT) services overall ................... 1 2 3 4 5 Purchasing services overall ...................................................... 1 2 3 4 5 Finance services overall (which could include payroll, budgeting, etc.) .................................................................... 1 2 3 4 5 Overall Town internal services ................................................ 1 2 3 4 5 I2. Please rate the TIMELINESS of each of the following support services in Prosper. Excellent Good Fair Poor Don’t know Recruitment services .......................................................................................... 1 2 3 4 5 Benefits administration ...................................................................................... 1 2 3 4 5 Training services ................................................................................................ 1 2 3 4 5 Risk management services ................................................................................. 1 2 3 4 5 Human resources services overall ............................................. 1 2 3 4 5 Radio systems .................................................................................................... 1 2 3 4 5 Telephone systems ............................................................................................. 1 2 3 4 5 Network services ................................................................................................ 1 2 3 4 5 Application services ........................................................................................... 1 2 3 4 5 Desktop / Help Desk services ............................................................................ 1 2 3 4 5 General information technology (IT) services overall ................... 1 2 3 4 5 Purchasing services overall ...................................................... 1 2 3 4 5 Finance services overall (which could include payroll, budgeting, etc.) .................................................................... 1 2 3 4 5 Overall Town internal services ................................................ 1 2 3 4 5 13. What is your overall perception of the current workplace culture for employees at the Town of Prosper? Do you think it is… Very positive Somewhat positive A mix of negative and positive Somewhat negative Very negative Don’t know The National Employee Survey™ • © 2009-2018 National Research Center, Inc. THE NATIONAL EMPLOYEE SURVEY™ Page 5 of 5 14. How would you describe the current workplace culture for employees at the Town of Prosper? ______________________________________________________________________________________________________________ ______________________________________________________________________________________________________________ Our last questions are about you. Again, all of your responses to this survey are completely anonymous and will be reported in group form only, meaning individual responses will not be revealed. Completing this information will help us understand better employees’ experiences working for the Town. Employment Information D1. In which Town department do you work? (Please choose one.) Administration (Town Manager’s Office, Town Secretary’s Office, Human Resources, IT, Finance, Accounting, Purchasing, Utility Billing, Municipal Court) Development Services (Building Inspections, Planning, Code Compliance) Community Services (Engineering, Library) Parks & Recreation (Park Operations & Administration) Public Works (Streets, Water, Wastewater) Fire Police D2. What is your management status? Manager Non-manager Don’t know D3. What is your exemption status? Exempt (not eligible for overtime) Non-Exempt (eligible for overtime) Don’t know D4. Are you employed full time or part time? Full time Part time Demographic Information D6. Do you live in Prosper? Yes No D7. What is your race? (Check all that apply.) White Hispanic African American American Indian or Alaskan native Asian, Hawaiian or Pacific Islander Other D8. What is your gender? Male Female D9. What is your age range? 20 years or younger 21 to 30 years 31 to 40 years 41 to 50 years 51 to 60 years 61 years or older D10. How many years have you worked for the Town of Prosper? 0 to 5 years 6 to 10 years 11 to 15 years 16 to 20 years More than 20 years Thank you very much for completing this survey! NES 2018 Report Analysis Please rate each of the following aspects of quality of life in Prosper. (Percent "excellent" or "good") Prosper as a place to live 100%88%100%91%92%90%80%92%83%100%89%91%82% Prosper as a place to work 96%93%90%100%94%73%82%100%55%47%54%82%65% The overall quality of life in Prosper 95%100%100%93%92%80%92%100%100%89%92%92%88% Please rate each of the following characteristics as they relate to Prosper as a whole. (Percent "excellent" or "good") Overall feeling of safety in Prosper 100%86%100%100%94%79%95%100%100%100%69%95%86% Overall ease of getting to the places you usually have to visit 83%93%80%47%56%33%76%65%91%53%85%62%80% Quality of overall natural environment in Prosper 87%100%80%73%73%79%82%84%91%89%92%80%85% Overall "built environment" of Prosper (including overall design, buildings, parks and transportation systems)92%79%80%87%79%73%68%79%64%68%46%81%64% Health and wellness opportunities in Prosper 82%86%90%64%71%64%71%82%64%94%83%75%69% Overall opportunities for education and enrichment 90%79%89%87%87%79%73%88%80%78%62%80%68% Overall economic health of Prosper 100%92%100%100%86%92%89%94%82%84%75%94%82% Sense of community 92%92%100%87%87%85%82%88%70%72%58%82%77% Overall image or reputation of Prosper 96%93%100%87%87%86%79%100%73%78%62%88%76% How likely or unlikely you are to recommend living in Prosper to someone who asks?87%82%100%86%80%73%83%100%64%100%100%89%84% Overall, how would you rate the quality of the services provided by the Town of Prosper?100%92%100%100%94%87%81%100%82%63%77%91%82% Please rate each of the following categories of Prosper government performance. (Percent "excellent" or "good") The value of services for the taxes paid to Prosper 95%91%89%92%71%73%73%94%55%71%42%83%67% The overall direction that Prosper is taking 96%93%100%87%87%80%82%94%75%58%67%84%77% The job Prosper government does at welcoming citizen involvement 96%92%90%87%87%85%73%87%70%69%69%83%75% Overall confidence in Prosper government 96%92%90%100%69%73%76%78%50%42%46%77%63% Generally acting in the best interest of the community 92%86%90%93%81%73%82%78%75%42%77%78%71% Being honest 91%79%90%86%81%73%79%72%67%32%46%73%64% Treating all residents fairly 95%77%89%93%75%80%71%88%70%47%77%80%67% Please rate how important, if at all, you think it is for the Prosper community to focus on each of the following in the coming two years. (Percent "excellent" or "good") Overall feeling of safety in Prosper 83%93%90%87%94%86%89%89%83%100%92%89%91% Overall ease of getting to the places you usually have to visit 88%86%90%93%82%86%82%95%58%84%62%90%75% Quality of overall natural environment in Prosper 74%64%90%87%82%86%76%63%33%63%46%76%64% Overall "built environment" of Prosper (including overall design, buildings, parks and transportation systems)79%86%90%80%65%79%87%68%50%53%69%73%79% Health and wellness opportunities in Prosper 67%64%80%73%82%86%74%53%67%74%62%72%65% Overall opportunities for education and enrichment 79%79%100%87%94%93%78%79%75%84%85%85%74% Overall economic health of Prosper 92%93%100%93%94%93%89%100%100%95%92%95%90% Sense of community 75%79%90%80%94%86%76%79%82%79%85%83%79% How likely or unlikely you are to recommend working for the Town of Prosper to someone who asks?96%93%90%93%100%79%89%100%58%58%54%86%76% Please rate the extent to which you agree or disagree with the following statements about your job working for the Town of Prosper. (Percent "strongly" or "somewhat" agree) Overall, I am satisfied with my job 92%93%90%100%100%86%92%100%92%63%69%88%86% Overall, I feel positive about working for the Town of Prosper 92%93%90%100%100%86%100%100%75%58%77%86%88% Overall, I think the Town of Prosper is a good employer 96%93%90%93%94%86%92%100%67%74%77%90%82% I plan on working for this organization a year from now 100%100%100%100%100%93%100%100%92%74%100%94%96% I feel that my workload is manageable most of the time 92%86%90%87%88%79%92%84%83%68%92%82%86% On average, I could take on a heavier workload than I currently have 50%36%44%47%50%29%43%17%17%58%58%41%39% I gain satisfaction from my current job responsibilities 88%100%90%100%94%100%97%100%100%95%85%93%92% I feel positively challenged in my current job 88%100%100%100%94%100%95%100%100%89%69%93%90% The mission and vision of the Town of Prosper make me feel my job is important 96%93%100%100%94%86%84%94%83%47%46%85%77% I have good friends at work 92%85%100%100%94%86%92%100%100%79%92%92%91% I know what is expected of me at work 100%86%80%93%100%86%92%100%92%79%77%93%91% I have the opportunity to do what I do best every day at work 96%86%80%87%87%93%87%100%100%74%69%86%86% My values match or fit with the values of this organization 91%93%100%93%100%79%95%100%100%79%92%90%89% My co-workers are committed to doing quality work 100%86%90%100%100%79%95%100%100%53%85%90%90% I have received recognition or praise for doing good work in the last seven days 86%85%78%64%87%57%73%79%73%37%38%69%62% In the last six months, someone at work has talked to me about my progress 95%85%100%87%80%79%82%75%92%32%69%75%78% Please rate the quality of each of the following aspects of the Town of Prosper. (Percent "excellent" or "good") The working relationships at the Town of Prosper overall 96%93%100%100%94%73%87%100%75%32%38%82%75% Communication among all staff overall 75%71%40%87%69%47%71%84%42%26%15%60%54% Collaboration among all staff overall 71%64%40%73%73%60%61%84%58%21%23%59%55% The work being done at the Town of Prosper overall 100%93%100%93%100%80%84%100%92%42%38%84%74% Overall staff morale 88%71%90%100%87%60%74%89%25%26%8%75%49% The Town of Prosper's reputation among staff 91%50%80%100%100%60%82%100%33%26%23%76%54% A respectful atmosphere 96%93%100%100%87%80%89%100%42%37%46%81%72% Communicating standards of ethical behavior 92%93%100%93%94%73%87%100%91%37%54%83%77% Modeling standards of ethical behavior 96%93%100%87%87%80%79%100%64%42%54%83%71% Maintaining a work environment that is free of violence or harassment 96%100%100%93%94%100%92%100%100%47%77%87%90% Maintaining a work environment that is free of drug or alcohol abuse 100%100%100%100%100%87%97%100%91%79%92%96%95% Work-life balance for staff 83%64%89%100%81%87%89%78%67%53%62%75%71% 2016Question/Statement 2016 2016 2016 2016Police Town OverallAdministrationDevelopment Services Community Services Parks & Recreation Public Works Fire NES 2018 Report Analysis 2016Question/Statement 2016 2016 2016 2016Police Town OverallAdministrationDevelopment Services Community Services Parks & Recreation Public Works Fire Clarity of staff roles and responsibilities 87%79%56%93%87%73%68%95%75%32%46%75%65% Employee appreciation 83%71%78%87%73%60%76%89%17%26%46%69%59% Effectiveness of meetings and meeting schedule 83%86%67%85%73%60%86%94%22%33%36%70%69% The overall skill set of staff 96%100%89%93%87%73%89%100%67%53%69%85%83% Accuracy of performance evaluations 82%57%78%79%93%69%77%89%33%32%50%72%60% Compensation (salary, benefits and incentives/bonuses) compared with similar opportunities 73%64%78%85%69%54%76%58%8%37%15%60%47% Benefits overall (vacation, sick leave, health care, retirement plan, etc.)83%86%56%100%87%73%87%44%8%68%38%70%63% Connection between compensation and performance 77%62%67%79%63%60%67%63%8%32%8%59%44% Dealing with low-performing employees 56%56%50%63%50%54%52%87%25%21%8%52%39% Recognizing high-performing employees 75%71%75%73%69%62%72%74%42%32%15%62%50% Defining performance objectives 86%86%78%71%73%92%76%89%50%42%46%72%64% Applying discipline fairly and consistently 72%55%57%80%64%62%69%88%91%21%15%61%58% Supporting continual learning and development 100%86%100%93%75%87%86%78%67%63%46%83%74% Availability of opportunities for employees to develop knowledge and skills 86%86%100%87%81%80%81%83%83%63%58%80%76% Coaching or mentoring employees 70%62%78%69%63%73%70%79%55%37%46%63%60% Opportunities for promotion 57%54%78%55%60%80%58%83%100%21%25%59%56% Opportunities to develop a career path 62%69%78%55%69%87%76%88%83%37%38%65%66% Work schedule flexibility 83%71%67%93%87%80%84%89%82%68%62%80%74% Availability of necessary materials, resources and equipment to do the job effectively 92%71%100%80%63%53%74%89%92%53%54%74%68% Providing individual and group work spaces to do the job effectively 96%43%89%87%75%60%47%72%82%42%15%72%42% Please rate the quality of each of the following aspects of your work group. (Percent "excellent" or "good") The working relationships in my work group overall 92%86%100%100%94%93%97%100%100%37%62%86%90% Communication among all staff in my work group overall 87%86%100%100%82%87%87%95%92%32%54%82%81% Collaboration among all staff in my work group overall 83%86%100%93%94%80%92%95%92%37%54%82%84% The quality of work being done in my work group overall 96%100%100%93%100%100%97%95%100%53%69%91%92% Overall staff morale in my work group 87%79%90%93%82%73%89%95%83%26%31%78%74% Please rate each of the following aspects of your SUPERVISOR'S performance. (Percent "excellent" or "good") Fostering an atmosphere of mutual trust and confidence 88%69%90%93%76%80%86%89%75%47%46%81%73% Promoting a positive working relationship among work group members 88%62%90%93%82%80%89%95%83%37%54%82%77% Providing specific, constructive feedback that helps improve performance 83%58%90%73%81%87%81%95%58%42%54%80%68% Working together with employees to set goals 83%54%90%87%71%87%84%89%75%37%54%79%70% Communicating expectations of employees 83%85%90%86%82%87%84%89%67%42%69%80%76% Informing employees about decisions that impact work 79%77%80%93%71%73%81%89%75%32%46%74%72% Providing recognition for doing good work 83%62%90%80%76%67%73%95%92%26%31%73%63% Treating employees with respect 88%77%90%87%71%93%86%95%100%47%69%82%83% Welcoming employee involvement in decision-making 79%85%80%86%71%67%78%74%67%42%38%73%68% Please rate the quality of each of the following aspects of the Town of Prosper's executive leadership. (Percent "excellent" or "good") Communicating an inspiring vision 83%71%80%86%76%73%75%84%50%32%38%71%61% Clarity of strategic direction, goals and objectives 78%93%80%93%82%73%78%79%50%32%38%70%65% Strength of shared understanding among employees of what the organization is supposed to do 86%79%80%93%82%73%76%79%58%37%31%73%62% Communicating information in a timely manner 79%79%90%87%71%73%74%68%50%26%46%69%63% Communicating information that helps employees to understand the problems and issues facing the Town 87%64%89%93%71%67%70%68%25%32%23%69%52% Encouraging employees to come up with innovative solutions to problems 86%86%80%83%94%69%82%72%40%32%38%71%66% Welcoming employee involvement in decision-making 82%79%70%100%93%69%59%63%33%26%31%67%50% Listening to employee opinions 75%64%60%69%86%64%69%53%17%26%23%59%48% Speed of response to important issues or change 68%54%80%77%79%57%71%69%25%26%31%62%49% Modeling a high standard 83%79%100%93%94%71%84%89%33%32%31%77%62% Managing costs responsibly and logically 91%86%100%92%93%69%82%82%67%53%36%82%71% Process for making important decisions 86%85%90%92%87%57%82%69%67%32%33%71%67% Overall level of confidence in the leadership of the Town of Prosper 83%86%90%100%88%73%89%83%33%32%31%75%65% Please rate the QUALITY of each of the following support services in Prosper. (Percent "excellent" or "good") Recruitment services 89%83%86%60%87%69%68%80%20%22%30%67%52% Benefits administration 80%93%60%90%88%69%83%65%0%61%25%73%56% Training services 78%79%80%73%75%71%69%71%36%50%45%69%60% Human resources services overall 92%79%100%78%93%62%77%67%0%44%36%73%54% Radio systems 70%100%80%91%93%83%67%83%100%50%62%78%78% Telephone systems 88%71%100%50%89%67%68%83%100%58%77%77%72% Network services 91%77%100%62%79%83%55%72%50%56%38%79%54% Application services 95%83%70%77%73%77%70%56%90%47%67%72%73% Desktop / Help Desk services 95%92%75%80%93%83%83%80%82%56%69%81%80% General information technology (IT) services overall 83%92%90%93%93%85%76%65%83%47%69%78%76% Purchasing services overall 91%100%90%93%81%85%78%61%63%47%56%78%76% Finance services overall (which could include payroll, budgeting, etc.)95%100%100%86%80%85%80%92%75%63%73%84%80% Risk management services overall 96%77%90%92%88%92%73%87%29%71%40%86%59% Overall Town internal services 91%92%90%93%94%85%83%100%45%56%69%86%74% NES 2018 Report Analysis 2016Question/Statement 2016 2016 2016 2016Police Town OverallAdministrationDevelopment Services Community Services Parks & Recreation Public Works Fire Please rate the TIMELINESS of each of the following support services in Prosper. (Percent "excellent" or "good") Recruitment services 100%83%86%67%87%62%70%87%11%28%40%72%56% Benefits administration 78%86%67%89%88%62%76%75%0%56%42%72%56% Training services 78%79%88%78%76%77%65%87%30%63%45%74%58% Human resources services overall 100%79%100%71%93%77%78%69%0%60%55%78%58% Radio systems 68%100%88%83%94%86%67%85%100%57%67%77%78% Telephone systems 100%79%100%67%80%67%77%94%100%58%62%80%75% Network services 100%92%90%70%93%83%68%82%70%50%62%83%71% Application services 95%92%80%82%100%85%74%65%67%47%64%79%74% Desktop / Help Desk services 90%100%88%89%87%85%84%87%78%50%62%83%81% General information technology (IT) services overall 78%100%100%85%93%85%82%81%83%50%69%81%82% Purchasing services overall 83%82%100%85%87%85%74%61%70%42%67%77%74% Finance services overall (which could include payroll, budgeting, etc.)100%100%100%100%87%85%82%92%73%65%73%88%81% Risk management services overall 96%82%90%100%87%92%76%94%14%65%44%87%62% Overall Town internal services 96%100%70%91%93%77%81%100%50%59%50%85%72% Percent "very" or "somewhat" positive What is your overall perception of the current workplace culture for employees at the Town of Prosper? Do you think it is...74%80%93%71%86%83%18%66% 10 pts or greater increase = Green 10 pts - 19 pts decrease = yellow 20 pts or greater decrease = red FINAL DRAFT FOR REVIEW ONLY – 17 January 2019 INFRASTRUCTURE AND TRANSPORTATION STUDY Prepared for: Town of Prosper 200 S. Main Street Prosper, TX 75078 Prepared by: Cline Advisors and Consultants, PLLC (214) 876-7174 TBPE Firm F-20189 January 2019 This document is released for the purpose of interim review under the authority of James C. Cline, Jr., P.E. 67501 on 17 January 2019. It is not to be used for implementation purposes. FINAL DRAFT FOR REVIEW ONLY – 17 January 2019 2 Infrastructure and Transportation Study Executive Summary The Town of Prosper is experiencing dramatic growth and is poised for this growth to accelerate. With this growth comes the need for significant expansion of the public infrastructure. Delivering these projects in a predictable, timely manner at a high level of quality not only meets the needs of the expanding development, but also positions the Town of Prosper to be able to sustain this infrastructure well into the future. Meeting/Exceeding the expectations of the public is essential to maintaining their confidence and support. The Town has successfully built infrastructure projects, but there have been some process challenges along the way. As this demand scales up, the practices that may suffice for a small community will need to evolve. This needs to be done in a manner that does not compromise the culture of the staff but positions them to meet growing expectations. Based on years of experience, review of peer cities, discussions with staff, and industry practices, the primary recommendations below are made to address these needs. Project Delivery (Task 1) • Establish a sustainable process for the predictable delivery of CIP projects. • Fill existing vacancies and add two construction superintendents and one CIP engineer. • Utilize contracted support to meet existing project demand while growing the program. Minimizing Railroad Impacts (Task 2) • Quiet zone the entire BNSF corridor and pursue identified grade separations. Traffic Signal Improvements (Task 3) • Hire the planned signal/signs technician. • Establish on-call/Interlocal Agreements to complete traffic signal maintenance. • Identify known problem locations (crash history and congestion) and implement short term improvements. • Masterplan future traffic signal locations for consideration in future development. Consider alternatives to traffic signals (roundabouts) the needs of all users (bikes, pedestrians, disabled). Project Funding Opportunities (Task 4) • Prosper should fight well above its “Weight Class” in pursuit of funding partnerships for quiet zone/grade separations/trails/signal improvements to include transportation development credits. • Consider lifeline service (elderly/disabled) through McKinney UTD. FINAL DRAFT FOR REVIEW ONLY – 17 January 2019 3 Introduction Cline Advisors and Consultants PLLC was engaged to review practices and apply lessons learned, practical experience, and industry practice in addressing the delivery and sustainability of Transportation and Infrastructure within the Town of Prosper. This effort includes project delivery, railroad impacts, traffic signal improvements, and project funding opportunities. In developing recommendations, this effort included the review of peer community practices, discussions with existing staff (in and out of Engineering Services), review of industry practices, and the application of practical experience in delivering projects in a high growth community. Guiding principles for the development of recommendations include the following: • Recommendations must provide a sustainable path forward that facilitates clear communication, accountability, and predictability. • While there are consistent threads in the delivery of projects in the public works/engineering community, the recommendations must fit the Town of Prosper. • The focus is on engineering, but the solution must take a holistic approach within the Town and support all customers and partners. • Safety, financial stewardship, sustainability and responsiveness are bedrock elements of any municipal service and must be achieved with the long-term plan. • Growing needs should be met with a measured balance of internal staffing and contracted assistance. Build the processes and organization to allow the implementation for the long-term development and growth of staff while employing consultants and contractors where it makes most sense. • The recommendations reflect the need for an “evolution” of the effort and not an extreme “revolution” in the conduct of business. There is a clear opportunity to build on the successes of the Town and make them even better. With this said, big changes can happen in communities with great potential for landmark developments, and an orderly plan to address significant opportunities must be in place. This report will address each task defined in the scope of services. FINAL DRAFT FOR REVIEW ONLY – 17 January 2019 4 PROJECT DELIVERY (TASK 1) What does “Right” look like? The delivery of public infrastructure projects is a complex process that involves many elements of a municipal government in and out of the traditional engineering/public works community. Defining what is needed in Engineering must take into account the impact on and needs of other departments throughout the life cycle of a project (Exhibit 1). Effective practices in project delivery will yield great benefits in the long-term operation and maintenance of these improvements. It will also minimize surprises which generally result in higher costs and more significant impacts to the public. Exhibit 1 – Infrastructure Project Life Cycle FINAL DRAFT FOR REVIEW ONLY – 17 January 2019 5 Characteristics of a successful CIP delivery program include the following: • Safe construction environment for the motoring public, Town employees, and Contractors. • High quality end product with maximum project life and minimal maintenance. • Platting and predevelopment processes synchronize the development and public infrastructure needs. • Minimize change orders. • Provide predictable/reasonable budgets and timelines – facilitate long-term planning. • Develop proper project documentation (as-builts, job diaries, payment records, etc.). • Meet/balance the needs of the entire set of customers. • Clear ownership of every phase and element of the process. Know who to call for a specific issue – with a backup who is at least familiar with the project element. • Closure at the end of the project. • Support the life cycle of projects. • Minimal surprises for residents. Table 1 summarizes the roles of different elements of the Town in the implementation of a public improvement. It also brings out the need to address all customer needs. In a traditional municipal engineering setting, the customers served would include the following: • Internal – Within Engineering: Traffic, Development Services, R/W, Utility Relocation • Intradepartmental – Finance, Procurement, HR, Fire, Police, TM/Town Council • External – Citizens, TxDOT, NTTA, franchise utilities, BNSF, neighboring cities • Partners – Private Developers/Contractors/Consultants/NCTCOG FINAL DRAFT FOR REVIEW ONLY – 17 January 2019 6 Table 1 - Project Life Cycle/Roles/Issues Phase Roles Potential Issues Initial Concept • CIP – Scope/Cost • FIN – Budget • HR – Required staffing • Insufficient funds • Scope changes after budget set • Coordination with development Design • CIP – Project Design/SUE • PW – Identify maintenance/ replacement needs with W, WW, and Drainage • CIP – Acquire R/W • CIP – Utility Relocation • DEV - Coordination • Rapid changes in development • Failure to identify needed utility work or the presence of utilities • Timely R/W purchase • Late Utility relocation • Cost escalation • Inadequate pavement design Construction • CIP – Inspection/Construction Engineering • FIN – Procurement/ Contract/Payments • PW – Subject Matter Expert support • DEV – Coordination • TRF – Traffic control plan • Public Safety – Crash response and prevention • Starting project without R/W and Utility relocation • Change orders • New development with necessary changes • Unknown conditions • Town driven changes • Traffic Control implementation and changes • Poor quality Acceptance • PW/TRF – Acceptance for maint • CIP/FIN – Closeout/Asset Mgmt • Unresolved punchlist • Last minute issues raised Maintenance/ Operations • PW/TRF – Ongoing Ops • CIP – Track condition needs • Deferred maintenance – evolves to reconstruction • Utility changes soon after completion Reconstruction • CIP/FIN – Start the process over • Failure to set aside funds for LT sustainability of assets • Insufficient staffing to meet demands CIP – Engineering, Public Sector improvements DEV – Engineering, Private Sector improvements PW – Public Works operations and maintenance FIN – Finance/Accounting/Procurement HR – Human resources TRF – Traffic operations FINAL DRAFT FOR REVIEW ONLY – 17 January 2019 7 Review of Peer Communities As development of Denton and Collin Counties has progressed from the south, a number of other communities have faced similar challenges to those being faced by the Town of Prosper. It is very informative to understand how these other communities have successfully met the challenges of very rapid growth and the subsequent management of those assets once in place. It also provides a basis for considering the addition of staff resources. Based on discussions with Town Staff, a comparison was made with the Cities of Allen, Keller, Plano, Frisco, McKinney, and Colleyville. These cities vary widely in size of both their population and the demands of the capital program. University Park was originally considered, but the community was not considered as it is at a dramatically different state of development than the other peer communities. Data was assembled for population, size of the five year capital program, and staffing. This information is shown in Table 2. An initial review of the data showed a great disparity between the size of the capital program for Prosper and the peer communities. The ratio of engineers and inspectors to the size of the capital program was calculated for all communities. The choice of $20M as the denominator in the analysis was made to ease the comparison as the overall ratios ranged between 0.0 and 5.0. While there is a significant amount of variability in staff utilization between these communities, it is clear that the Town of Prosper has significantly fewer staff members than its peers. It also appears that a comparison between the approaches taken by McKinney and Frisco are the most relevant for drawing comparisons for a path forward. Both are rapidly growing communities that are further along on the development curve. Some key observations: • The growing communities separate CIP delivery from development projects. • Traffic engineering/operations is a separate function. • Both right-of-way and utility coordination are specifically addressed in the organizations. • The Town of Prosper has the lowest staffing to support the CIP program relative to the size of the capital program. Particularly challenging are the engineering position vacancies. • Many communities appear to have a mix of engineers and non-engineers in many roles not requiring licensure. FINAL DRAFT FOR REVIEW ONLY – 17 January 2019 8 Table 2 – Peer Comparison of CIP programs Staff Interviews/Input Multiple staff members from the Town of Prosper were interviewed as part of this process. Everyone who participated was open, candid, and supportive of improvements. The Town has a good foundation on which to build. Based on the interviews, I the following are observations: • Prosper is going through the growing pains and scaling challenges (current rate of growth exceeds some peers) common to rapidly growing communities with strong development pressures and significant infrastructure needs. The processes and methods that worked in the past need to evolve to meet the current level of challenges. • The staff at all levels is open to change and innovation both within engineering and in the other departments of the Town. • The current process to prepare projects prior to start of construction carries significant risk in terms of delay and change orders. This appear to be a function of the team being spread too thin and the need to formalize the lines of responsibility for all phases of the project life cycle. • Right-of-way acquisition and franchise utility clearance are significant risk areas for delays to project delivery. • As in all communities, change orders are a significant issue for Town leaders. The need to minimize this risk is essential to the recommendation. • Hiring engineers is a problem common not only to Prosper, but the entire area. • Traffic operations was identified as a missing element that will ultimately draw citizen/Council attention. STAFF CIP ENGINEERS STAFF DEV ENGINEERS CONSTRUCT INSPECT CIP COORD/ MGR STAFF CIP ENG/$20M CONST INSPECT/$ 20M Keller 44,940 $48,958,231 2 0 3 0 0.82 1.23 Plano 281,390 $466,580,000 6 4 11 1 0.26 0.47 Allen 96,870 $61,742,000 1 0 4 1 0.32 1.30 Frisco 173,940 $215,937,651 4 5 12 1 0.37 1.11 McKinney 179,970 $70,914,706 6 5 14 1 1.69 3.95 Colleyville 25,010 $51,236,229 2 0 3 0 0.78 1.17 Prosper 22,650 $133,593,699 1.5 2.5 3 1 0.22 0.45 TOTAL 824,770 $1,048,962,516 22.5 16.5 50 5 0.43 0.95 Prosper with Development 22,650 $176,093,688 1.5 2.5 3 1 0.17 0.34 Prosper with TxDOT/NTTA/Dev 22,650 $485,321,730 1.5 2.5 3 1 0.06 0.12 FTEs CIP BUDGET (FY19-FY23) POPULATION (NCTCOG 2018)COMMUNITY FINAL DRAFT FOR REVIEW ONLY – 17 January 2019 9 Model for Infrastructure Delivery/Maintenance The robust processes used in the delivery of CIP projects are not put in place to manage projects when things go well. They are in place to make sure that projects do stay on track and that any conflicts are resolved in an expeditious manner with true closure. The simmering issues with delays, unforeseen conditions, scope changes, etc. can come as a surprise at the end of the job. This can lead to change orders, lawsuits, etc. Table 3 shows a matrix of issues and corresponding mitigation actions that serve as a model for Engineering and other departments of the Town to use prior to and during the execution of a CIP project. While these recommendations will not be new to leaders in the organization, it is the commitment at all levels that will yield great benefits when the pressures for getting projects started mount. The result will be the minimization of delays that occur in the midst of construction when the impacts to the public are at their greatest. FINAL DRAFT FOR REVIEW ONLY – 17 January 2019 10 Table 3 – Proactive Issue Mitigation ISSUE MITIGATION ACTION Utility Relocation – Town owned • Complete relocation prior to Award/Notice to Proceed (NTP). • Incorporate into contract – particularly if the relocation is best done in the midst of the project to minimize impact (such as deep cuts). • Subsurface Utility Engineering during design to avoid unknown utilities within the project area. Utility Relocation - Franchise • Regular and frequent meeting with franchise utilities. • Complete relocation prior to Award/NTP. • Subsurface Utility Engineering during design (possibly before NTP, too) Quantity Bust/Unbalanced bids • Solid QA/QC program by design engineers. • City staff review for logical quantities and low volume bid items that are not consistent with pricing norms. Good sign the contract bidder has spotted something you missed. Right-of-Way Access • Identify known parcel requirements early in project development. Place particular emphasis on parcels with trustee ownership and eminent domain candidates (high time requirements, strategic purchases). • Avoid R/W acquisition when possible. • Complete acquisition prior to Award/NTP. • Identify known conflict areas before award (limit if at all possible). Gain commitment from contractor to not work in area of conflict with utility for a time certain. • Acquire parcels from the developers that benefit from the project before committing to start. No verbal commitments. Town requested changes • Coordination with development projects (driveways, median openings, utility connections, drainage outfall, fire lanes, etc.). • Geotechnical analysis during design. • Broad Town staff review of projects early in design to minimize need for changes. • Strong review of platting to ensure all public infrastructure. requirements are identified early. • Ensure the scope addresses the needs as of NTP, not at the development of the project concept or at the start of design. Project Closeout Costs • Clear communication through a single point of contact. No guidance to contractor without knowledge and presence of inspector/PM. • Clear, consistent documentation of the job records. Be able to track weather delays, days without work being completed, quantity changes, etc. Consider calendar day contracts and incentive/disincentives. • Resolve conflicts early and completely. Paper the issue and the agreed course of action. Get signatures from the right people at the right level. No verbal agreements. FINAL DRAFT FOR REVIEW ONLY – 17 January 2019 11 Communication up and down the organizational structure is essential to the success of the delivery of the CIP program. Notification of project issues that will likely rise to the TMO or Town Council level must be immediately communicated up the chain. These items include the following as a minimum: • Prior to construction o Changes in R/W status (voluntary purchase to eminent domain; delays) o Utility relocation delays o Discovery of significant unknown utility issues o Significant required/requested project changes o Delays impacting award (with all elements completed) o Budget changes • During Construction o Significant injury or death in work zone (Injury code A or K) o Change order required/suspected o Major change to traffic control plan o Threatened or likely lawsuits Delivering CIP projects requires a regular, repeatable process that has “gates” that must be cleared in order for the project to proceed in a predictable manner with a minimum of delays and preventable issues. The flow chart (Exhibit 2) below shows a recommended process to bring a project from kickoff to start of construction. FINAL DRAFT FOR REVIEW ONLY – 17 January 2019 12 Exhibit 2 – Project Flow Chart Managing Issues that Develop Even the most proactive of organizations will face issues on projects - conditions change with development, unforeseen underground conditions are found, traffic patterns change, significant weather conditions occur, etc. In order to meet the needs of the Town, these issues must be addressed and resolved quickly and completely at the right level within the organization in an expeditious manner. Table 4 shows a recommended conflict resolution matrix. The most critical staff members are the inspector and the project engineer. FINAL DRAFT FOR REVIEW ONLY – 17 January 2019 13 Table 4 - CONSTRUCTION CONFLICT RESOLUTION MATRIX TOWN CONTRACTOR SUGGESTED MAX DWELL TIME TOWN REP AUTHORITY Inspector Site Superintendent 3 Days Stop work for public safety or significant quality issue, resolve issues of coordination, appearance, minor sequence, minor quantity adjustment within budget Project Engineer Senior contractor staff 7 days Continuation of work stoppage beyond three days; resolve engineering design issues, major sequence changes, changes within budget, traffic control changes Director/Dep Director Owner/Owner’s Rep 30 days Develop solutions/options for significant quantity and project changes affecting budget or project completion timeline Town Manager/Council/Legal Owner 60 days Change order authorization, legal action, contract termination Impact of Development Projects Development projects provide an orderly means of growing the street system to benefit both the community and the property developers. This does place a significant load on the Engineering Services Department in terms of project engineering and inspection. The tasks fall on the developer and their engineer to actually complete, but the Town will ultimately own and maintain the infrastructure delivered by the developers. Great care in this area will yield benefits for many years to come with higher quality projects and limited maintenance requirements. Staffing Recommendations The recommendations below (and shown in Exhibit 3) need to be paired with process modifications listed above and duty assignments for some of the existing positions as the Town scales up to meet the pending demand. Key to this recommendation are not only the needs that exist today, but those that are in process. NTTA may be responsible for building the DNT extension, but Town staff needs to be engaged in these projects to ensure success with access to businesses, drainage, utilities, work zone traffic control, etc. Critical to these recommendations is the role that each position and the different elements of the organization will play in the overall success of the path forward. FINAL DRAFT FOR REVIEW ONLY – 17 January 2019 14 Role/Position Descriptions • CIP Project Manager –Lead preparation of project for bidding, manage records, R/W, utility relocation. May take on leadership role with inspectors, superintendents, etc. Positive growth opportunity as the department scales up to meet demand. • Construction Superintendent (ADD 2) – day to day ownership of CIP projects from beginning to end, maintain project diary • Construction Inspectors – support development projects, support internal construction to include capital maintenance, provides backup to superintendents • Engineering Technician – when implemented, build strong records program, maintain standards documents, support CIP Coordinator with R/W and Utility relocation. • Public Works Role – Focus on operations and maintenance, support CIP/development program through acceptance process, shift capital maintenance projects to CIP staff • CIP Engineers (ADD 1) – Manage contracts, complete construction engineering, own the process Exhibit 3 – Staffing Recommendations FINAL DRAFT FOR REVIEW ONLY – 17 January 2019 15 Notes: 1. Construction Superintendents and Inspectors support CIP, Development, and Public Works Projects. It is most important is to keep them as a unit for depth and consistency. They are assigned to projects and project engineers within CIP and Development. Superintendents and Inspectors are recommended to be placed in the Engineering Org. This is coupled with the shift of all capital projects out of Public Works. This provides a clear distinction between maintenance operations and project delivery. 2. Org chart will need to be adjusted over time to match Town needs and individual contributors. 3. Succession planning and growth opportunities for Engineers and Technical/Admin staff are inherent to this recommendation. 4. Current budgeted vacancies are severe limiters. Consider part-time placements and outside resources as interim solutions. 5. This organization chart lends itself to orderly scaling of staff when the need arises. Contract Support There are many functions within the project delivery plan that should be contracted in lieu of hiring full-time staff. There is a great opportunity with on-call contracts to provide the necessary support without the lengthy time requirements to contract for individual projects or tasks. Table 5 lists the recommended areas for contract support. Table 5 – Recommended Contract Support Subsurface Utility Engineering Locate all utilities within the project limits; identify conflicts early and provide time to work with utility providers Geotechnical Engineering/Materials Testing Address soil conditions specific to the project site and ensure pavement design is correct (Sulfates?); verify backfill requirements; verify concrete strength, verify subgrade compaction Right-of-way agent Support CIP Manager in processing R/W acquisitions to include ED Surveying Provide check of contractors layout and grades; verify pipe invert elevations; verify right-of-way locations Environmental Support resolution of environmental issues - underground storage tank remediation, undocumented fill, etc. Program Management Support/ Construction Engineering and Inspection (CEI) Cost Estimating, Support staff with project coordination; Offset vacancies, specific high profile projects, peak demands; project inspection/reporting FINAL DRAFT FOR REVIEW ONLY – 17 January 2019 16 Other Considerations The Town may wish to consider a focused approach to landmark or signature projects to optimize the delivery of the public infrastructure. While the Town has succeeded in this area, a focused, cross-functional team assigned to large complicated developments may be necessary. The demands of such large developments and the pressures to deliver may adversely affect the ability to deliver other development projects and the CIP projects. Watch for single points of failure. Cross-training and succession planning provide not only this protection, but a path forward in the organization as it grows for as many employees as possible. Hiring, training, and process improvement will take some time. This is a particular challenge in a tight labor market. In order to ensure progress can continue during this period, it may be necessary to engage outside resources to perform key steps and to help build the required processes (See Exhibit 4). This outside help could be useful later to manage surge requirements. Exhibit 4 – Path Forward FINAL DRAFT FOR REVIEW ONLY – 17 January 2019 17 Project Delivery Recommendations (Task 1) • Establish a sustainable delivery process for CIP projects including clear process requirements, communication protocols, conflict resolution, and clear duties/responsibilities of the staff in order to scale up the delivery of CIP projects. Contract for CEI/Program Management to initiate progress. • Fill the CIP Engineering positions currently vacant (FY19). Consider non-traditional hiring (part-time) to overcome market challenges initially. • Hire two additional construction superintendents (FY19). The role of the construction superintendent is to “own” the project construction and execution. • Hire one additional CIP project engineer (FY20). • Focus the CIP Project Manager/Coordinator on R/W, Utility relocation, and Project Coordination (internal and external). Consider an admin/tech/ops path for succession/scaling. • Task the CIP Engineers as managers of CIP projects “owning” the overall delivery process and resolving engineering issues. • Establish on-call contracts for multiple services to support CIP projects and verification of development project quality/design. FINAL DRAFT FOR REVIEW ONLY – 17 January 2019 18 MINIMIZING RAILROAD IMPACTS (TASK 2) Background The BNSF Railroad Madill Subdivision bisects the Town of Prosper on a generally north-south alignment. The line is active with typically 13 trains per day operating an average train length of 130 cars along with switching moves. The presence of the railroad impacts traffic crossing the tracks, has a risk of grade crossing and trespasser incidents, limits emergency vehicle/school bus access, and exposes the residents near grade crossings to train horns. It may ultimately have benefits if the planned commuter rail line (current planned limit at the southern Town Limits) is ever placed in operation in Prosper. The Fifth Street area is a possible rail station location. Lee Engineering Rail Study The Lee Engineering study investigated three grade crossings (First, Fifth, and Prosper Trail). The study provides a great deal of background data that will be very valuable in seeking grant funding for the improvements. The study also provided a number of recommendations for short, medium, and long-term improvements. While this report makes no attempt to critique, verify, or check the results of their work, Lee Engineering is a quality firm that appears to have done a thorough study. Key takeaways seen from a railroad impact perspective are as follows: • A number of pavement marking and signing improvements are noted. • A number of pedestrian crossing improvements are noted. • Flex posts are a possible low-cost alternative for the median treatment required for quiet zoning. This will need to be verified in any quiet zone analysis, and consideration should also be made for long-term maintainability of the treatment. • Grade separations are recommended in the future at First Street and Prosper Trail. These crossing are not currently included in the thoroughfare plan. Analysis The BNSF railroad will be a part of the landscape in the Town for the long haul. It is not going away. As growth occurs, there will be more and more pressure from residents to mitigate the impacts. The time is now to chart a path that will provide a means to make these improvements. Grade separations are the ultimate alternative to grade crossings. In almost all cases, the railroad will only consider alternatives that do not change the vertical alignment of the tracks. This is a function of the impact of grades on freight operations and the long-term maintenance costs of additional structures within the railroad right-of-way. This leaves the Town with the alternative of going over the tracks or under the tracks. Both alternatives limit access to the roadway crossing the tracks for several hundred feet east and west due to the grade difference. Alignments below grade invoke a need to address drainage (possible pump stations) and constructability from the railroad perspective (unlikely lengthy closure of the track or the construction of a bypass or shoo-fly structure). Taking the road over the rail is simpler from a construction perspective (minimal windows needed for construction over the tracks), but the FINAL DRAFT FOR REVIEW ONLY – 17 January 2019 19 noise and visual impacts of a fairly significant structure near homes and the elevation of the road noise could be an impact to nearby residents. Aesthetic improvements to the bridge could mitigate the appearance, and noise walls on the bridge itself could be considered to limit the noise impact. Noise walls at ground level would be very tall and likely not practical. Detailed review of each specific location to confirm the alternatives is important, but these general trends are valid for planning purposes. One benefit of grade separating a crossing is that it is viewed as a grade crossing closure. Any community wanting to add an additional grade crossing must show the closure of two other crossings. A possible benefit to the region (and justification for funding) of adding crossing closures in Prosper to the regional bank of closures is very positive. Quiet zoning is a technique that can mitigate the noise impacts of train horns while maintaining or even improving the safety at the crossings. It is recommended that the Town only consider Supplementary Safety Measures (SSMs) found in the Federal guidelines. Of these, medians are usually the most cost effective and have limited maintenance requirements. Four quadrant gates are the next alternative but at a much higher cost. Prosper is fortunate that there are minimal roads that parallel the tracks which will often drive the need for four quadrant gates. A key element to keeping the medians as an alternative is to limit driveways within the area where the 100’ medians need to be located. Wayside horns are a technique which is valid and has been applied in the area. It is strongly recommended that this technique not be used if possible. It does eliminate the need for the train horn aimed down the tracks, but requires a similar horn to be mounted at the crossing aimed down the streets. Unless used in a purely industrial area, this is likely to not be seen as an improvement by residents. The use of flex posts or other similar techniques have been used effectively in the region. Caution should be used in the consideration of maintenance and appearance issues. The railroads in the US have a long history of protection under the interstate commerce clause and state law. Municipalities are unfortunately not is a position to dictate many terms regarding their activities. There is a positive benefit to engaging with the railroad, communicating long-term plans, and getting help with special events and emergencies. Note that the timing of grade separation construction will likely be much longer than the time required for a quiet zone implementation. While there will be some expenditures that will be lost when the grade separations are completed, the benefits to the community would outweigh costs over the long haul. Many residents would be frustrated by holding up the overall quiet zone for the time required to secure the funding and complete construction of the grade separation structures. The 2045 Metropolitan Transportation Plan shows a commuter rail line on the Madill subdivision from Irving to the north City limit of Frisco. There is potential value in extending this planning process to involve Prosper and Celina as a link to the regional transportation system in the future. This is only to preserve an option not to commit to the implementation. FINAL DRAFT FOR REVIEW ONLY – 17 January 2019 20 Minimizing Railroad Impacts Recommendations (Task 2) • Consider a Town Council resolution stating intent to quiet zone the entire Town (medians, four quadrant gates where needed, and no wayside horns), construct grade separations, and authorize staff to pursue regional funding. Start the process to quiet zone the Town without the grade separations. Update the Town Thoroughfare Plan to include all crossings that are intended for grade separation. Likely candidates include First Street and Prosper Trail. Lovers Lane will need additional analysis for funding package. Vertical panels can serve as interim measure, but will provide maintenance challenges long-term. • Work closely with regional partners to take the steps necessary to preserve the option for the selected grade separations and their construction while not jeopardizing the eligibility for federal funding in the environmental process. • Enhance relationship with BNSF railroad to minimize impacts of operations. Demands to the railroad will probably not be effective, but a solid relationship may help with special events and emergencies. • Consider petitioning the NCTCOG to extend the planning effort for the commuter rail line north to Celina. • Ensure a maintenance plan is in place to provide the needed pavement markings and signing to support the grade crossings. FINAL DRAFT FOR REVIEW ONLY – 17 January 2019 21 TRAFFIC SIGNAL IMPROVEMENTS (TASK 3) Background The Town of Prosper is a growing community with a well educated (and demanding) population with plenty of examples of nearby communities that place a great emphasis on efficient traffic operations. As a municipality that is responsible for the operation of traffic signals and the maintenance of signs, pavement markings, and school flashers, Prosper must craft a go-forward plan that addresses the comprehensive nature of managing this operation while doing so in an efficient manner. Prosper is challenged by not having the critical mass necessary to bring the entire operation in-house, at least for the next few years. It is likely that the Town will have in excess of thirty traffic signals under its maintenance responsibility in the future. The first echelon of this maintenance responsibility is to make sure that the intersections and areas in need of warning devices remain safe for the public, and that there is a response mechanism and knowledge base in place to take the appropriate actions. Examples would include a knocked down stop sign, improperly functioning signal, or power outage. Placing temporary stop signs, or placing the traffic signal an all-red flash can suffice for the immediate response, but must be further addressed. Included in this level is the need to ensure work zones are safe for traffic. This is almost always best to do in-house – even for a limited scope of infrastructure. There must be a 24/7 response. The second echelon is the repair of any damaged or failing equipment. This will require proper equipment (bucket truck, sign installation equipment, stockpile of replacement parts). Standardization with neighboring communities can help leverage common sets of inventory items. The third echelon is the completion of preventive maintenance. Retroreflectivity of signs, condition of traffic signals, filters, battery condition, etc. are essential to minimize the number of outage calls and increase public confidence and safety. Pavement markings have a limited life, and must be redone on a regular basis on major roadways. The fourth echelon is the improvement of the signal operation. This is an effort that requires both traffic engineering and field staff to accomplish. Examples include retiming traffic signals, addition of enhance warning signs, addition of school zone flashers/signing, and revised pavement markings. The highest echelon is the installation of traffic signals, traffic management center operation, wholesale sign changeouts, etc. This is almost always best to contract for the service or establish an interlocal agreement even in communities somewhat larger than Prosper’s expected growth in the next several years. This range of conditions lends itself well to the incremental growth of a traffic operations effort that can be scaled up as demand mounts. FINAL DRAFT FOR REVIEW ONLY – 17 January 2019 22 Overall Observations The review of peer communities revealed that a separate traffic operations function at many different levels is in place in these communities. Calls today in Prosper are routed to the Public Works group, and the expertise is reported to be in place to manage the basic response requirements with staff that serve multiple roles. Having a clear path and responsible party for these more complex functions (in-house or contracted) is going to be required to meet community expectations. Even contracted operations need to have the right supervision/ inspection/guidance. As with the delivery of CIP projects, knowing who owns the issue and providing the adequate resources to do the work is key. The DFW area is fortunate to have both qualified consultants/contractors and peer communities that can fill in the necessary gaps as the needs warrant. Working with the Public Works staff to provide full emergency coverage, there appears to be sufficient workload to bring on-board a traffic operations technician to handle some of the demand and manage contractors/consultants for the remainder. Working with the inspectors to identify and rectify work zone issues is also a key area of contribution. Table 6 shows a comparison of peer cities and their approach to traffic signal maintenance. There is wide disparity. The Town of Prosper has a very small number of traffic signals for which it has maintenance responsibility. TxDOT maintains many, and will retain responsibility for this maintenance until the latest census shows the population to exceed 50,000. It is reasonable that this responsibility may not shift until after the 2030 census. The Town may want to see a greater deal of control over the signals, and it is possible to assume this responsibility early and contract with TxDOT to reimburse the Town for at least some of the costs. If the Town was to take on the responsibility for all traffic signal maintenance and operation, minimum staffing would include a traffic engineer and two signal technicians. Table 6 – Peer Review of Traffic Signal Maintenance COMMUNITY POPULATION (NCTCOG 2018) # Traffic Signals Signals/1K Population # Traffic Engineers # Traffic Sig. Technicians Ratio Traffic Signals/Tech Keller 44,940 5 0.1 0 1 5.0 Plano 281,390 268 1.0 5 6 44.7 Allen 96,870 63 0.7 1 4 15.8 Frisco 173,940 135 0.8 4 12 11.3 McKinney 179,970 86 0.5 2 5 17.2 Colleyville 25,010 2 0.1 0 0 N/A Prosper 22,650 3 0.1 0 0 N/A Notes: • One signal per 1000 residents is a typical benchmark • One signal Technician per 23-30 Signals is a typical benchmark FINAL DRAFT FOR REVIEW ONLY – 17 January 2019 23 Staffing/Contracting Recommendations Based on the observations above, it is recommended that a traffic signal/operations technician be added to the staff. With this addition, Table 7 below shows the recommendation for conduct of traffic operations. The balance of tasks will be dependent on the qualifications of the person who is hired, the needs of the Town as it grows, and the expectations of the community. As this area grows, scaling up the section will build the necessary cadre of personnel to match this demand. Table 7 – Traffic Operations Recommendations Additional Observations There is a real temptation by many communities to implement the latest and greatest technologies. This new technology requires a commitment of resources to properly maintain and seize the benefits it can offer. Use care to provide a complete solution. Diamond interchanges, which will be located along DNT and US 380, are inherently less efficient than typical traffic signals due to the internal clearance requirements. Investing in the right technology and system partnerships will reap great benefits at these locations. Ask the hard questions about how the highway designers can give you the best options for future growth as these locations will very likely be the choke-points for traffic flow. Prosper is blessed/cursed with some significant regional arterial streets (Ex. Coit and Preston). This make a compelling case for the integration with neighboring communities and regional investment to enhance operations. Maximize this opportunity. Frisco is the most likely candidate for an ILA to assist with traffic operations. It is recommended that that be a first visit in the process of building a long-term plan. FINAL DRAFT FOR REVIEW ONLY – 17 January 2019 24 Many communities implement traffic signal installations in a purely reactive manner. This is somewhat driven by the need to complete signal warrant justification before signals are installed. If the locations are masterplanned in advance, developers can set roadway alignments and access points to fully take advantage of these improvements. Focusing the traffic at these locations will go a long way toward the justification of the signal installation in the future. The signals will also be placed to optimize progression and orderly operation. The decision to completely assume maintenance of all traffic signals by Town Staff is not one to take lightly. The staffing required (minimum traffic engineer and two signal technicians) is not likely to be justified based on the number of traffic signals for at least a few years unless a policy decision is made to go this direction. Some communities have had great success with the reasonable implementation of roundabouts. They have much lower maintenance requirements and can be very efficient. Use great care to ensure the needs of all users are addressed. This includes bikes, pedestrians, and those with disabilities. Traffic Signal Improvement Recommendations (Task 3) • Hire the vacant senior traffic signal/sign technician (FY 19). Own all traffic issues (traffic signals, signs, school zones, and markings) and manage the contract/ILA support. Provide support to construction inspectors with work zone traffic control. Maintain support from Public Works staff to ensure full coverage for emergency response. • Establish on-call/Interlocal Agreements to complete needed scope of services. This is certainly to be an essential part of the delivery of traffic operations for the next few years at least. • Identify known problem areas (crash history and congestion) and implement short term improvements. • Masterplan traffic signal locations for consideration in future development. • Ensure all equipment elements are considered if the Town assumes full maintenance of traffic signals. Have access to a bucket truck (critical equipment item). • Standardize signal control equipment (controllers and intersection hardware) to facilitate partnership agreements for maintenance and emergency repairs (knockdowns). • Consider alternatives to traffic signals such as roundabouts. Ensure the needs of all users (bikes, pedestrians, etc.) are met. FINAL DRAFT FOR REVIEW ONLY – 17 January 2019 25 PROJECT FUNDING OPPORTUNITIES (TASK 4) Background Prosper is small today, but is growing at an astounding rate. It is much like Frisco was 15-20 years ago. Funding is key limiter to progress, and there is no reason Prosper should not pursue and gain access to funding from outside partners. Prosper has achieved success in the past, and a focused effort to expand this effort could expand the investment of the Town in its capital program greatly. The Town has shown no hesitation to utilize available federal funds. Potential Funding Areas The Town has a number of future needs that will be a significant burden on the CIP. While it is likely that not all of these areas will achieve funding, it is likely that some will. • Quiet zone/grade separations • Hike/Bike trails • Traffic signal improvements • Amenities (walls, landscaping, etc,) – Particularly linked to US 380 and DNT Construction • Low-No Emission program (Fleet purchases) • Transportation Development Credits (requires policy bundle implementation) • Signal Timing Having a plan and the support of the Town Council are key steps. It should also be noted that there is also a case for working with the regional partners to avoid costs. Examples include: • Noise walls – demanded by citizens by not qualifying for funding by NTTA/TxDOT (spacing of homes, affected properties, etc.) • Required relocation of city owned utilities (not reimbursed) • Required right-of-way cost sharing • Impactful design decisions that help the agency building the project, but cause maintenance issues for the owning community. (Sanitary sewer siphons, lift stations, stormwater pump stations) • Unplanned drainage/creek maintenance. FINAL DRAFT FOR REVIEW ONLY – 17 January 2019 26 Enhanced Relationships The Town of Prosper is certainly active in the region. This is clearly demonstrated by elected official participation on the NCTCOG Executive Board. Expanding these opportunities requires understanding the goals of the regional partners and knowing how these goals synchronize with the Town of Prosper. There are many abilities to answer calls for projects (meeting the market), but there are other opportunities that are created (making the market). With a clear understanding of the Town’s goals, these regional partners can help craft a solution. It is recommended that a concerted effort be made to further engage the following entities/persons: • NCTCOG Transportation – Director of Transportation • TxDOT – District Engineer/Areas Engineers • Denton/Collin County – Judges/Commissioners • Prosper ISD – Frisco Example of joint opportunities • BNSF Railroad • RTC/STTC Representatives • Dallas Regional Mobility Coalition • Metroplex Mayors • North Texas Commission • NTTA • McKinney Urban Transit District Additional Observation The increase in demand for transportation for those in our communities who cannot drive is not obvious, but is present. It is even more hidden in affluent communities. This includes the elderly (mom moves in with family), adult disabled children, and other residents who for one reason or another cannot drive. Intense bus service does not make sense in Prosper at this time, but an option for those residents who need access to mobility options would be a value add. It would also position Prosper as a regional partner in providing the services needed in our area. The MUTD Taxi voucher program and future Lyft service is a very cost effective way to meet this need through a private sector partnership that does not involve a dedicated sale tax component. FINAL DRAFT FOR REVIEW ONLY – 17 January 2019 27 Project Funding Opportunity Recommendations (Task 4) • With the pending growth, Prosper should fight well above its “Weight Class”. • Enhance key relationships with transportation funding partners (NCTCOG, TxDOT, Counties, MUTD). • Consider policy bundle implementation to possibly qualify for Transportation Development Credits. • Pursue regional partner funding for quiet zone/grade separation program. • Pursue regional partner funding for hike/bike trails. • Pursue regional funding for signal system improvements (signal coordination on regionally significant routes- DNT/380/SH 289). • Consider lifeline service (elderly/disabled) through McKinney UTD. Opens possibility for other options, and this is a need that is often hidden in plain sight. FINAL DRAFT FOR REVIEW ONLY – 17 January 2019 28 APPENDICES Reference Material NCTCOG 2045 Maps https://www.nctcog.org/nctcg/media/Transportation/DocsMaps/Plan/MTP/18JUNE2018-MAP- PKT.pdf NCTCOG 2045 Population https://www.nctcog.org/nctcg/media/Transportation/DocsMaps/Plan/MTP/3-Social- Considerations.pdf NCTCOG 2045 Policy Bundle https://www.nctcog.org/nctcg/media/Transportation/DocsMaps/Plan/MTP/H-Policy- Bundle.pdf NCTCOG 2045 Veloweb https://www.nctcog.org/trans/plan/bikeped/veloweb/adopted-2045-regional-veloweb Train Horn Final Rule (49 CFR Part 222) www.fra.dot.gov/Elib/Document/1226 Population Data http://www.dfwmaps.com/RDC/Applications/DemographicQueryPopulationbyCity.html Budget Data Prosper: https://www.prospertx.gov/wp-content/uploads/TOP-FY-18-19-Adopted-Budget.pdf Keller: https://www.cityofkeller.com/home/showdocument?id=21322 University Park: https://www.uptexas.org/Government/Public-Works/Engineering Plano: http://budget.finances.plano.gov/#!/year/All%20Years/capital/0/service?vis=barChart Allen: https://www.cityofallen.org/DocumentCenter/View/354/CIP_Annual_Report Frisco: https://www.friscotexas.gov/DocumentCenter/View/16132/FY19-Draft-Budget McKinney: https://www.mckinneytexas.org/DocumentCenter/View/17278; https://www.mckinneytexas.org/DocumentCenter/View/9571/FY19-Proposed-Budget- Book?bidId=