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20190109_Strategic Planning SessionStaff Strategic Planning Session January 9, 2019 1. Downtown Beautification Update (JW) Downtown Beautification Update Role and Efforts of Code Compliance in the Old Town Area Downtown Beautification Update Issues: •Older Properties •Higher Concentration of Renter vs. Owner-Occupied Homes •Less Paved, Off-Street Parking •High Grass and Weeds/Junked Vehicles Downtown Beautification Update Code Compliance Efforts •Consistent Enforcement •Weekend Patrols •Renewed Pre-Trial Meetings with Prosecutor •Dependent on Court Action Downtown Beautification Update •Discussion/Direction from Town Council 2. Incentives for Downtown Residential Redevelopment (JW) Incentives for Downtown Residential Redevelopment Issue: Attorney Opinion that the Neighborhood Empowerment Zone (NEZ) Incentives Cannot be Utilized for New Single Family Home Construction Unless it’s Affordable Housing, per State Law Incentives for Downtown Residential Redevelopment Actions by Neighboring Cities: Many are Community Development Block Grant (CDBG) cities •Highly Regulated Funds to Support Affordable Housing and Lower Income Neighborhoods •Generally Related to Home Improvements Incentives for Downtown Residential Redevelopment Actions by Neighboring Cities: •Use of Funds/Tax Abatements for Designated Historic Neighborhoods –McKinney and Plano Incentives for Downtown Residential Redevelopment Actions by Neighboring Cities: •Farmers Branch –Renaissance District o Post WWII Neighborhood o City Purchased Older Homes, Cleared the Properties o Offered the Properties to Builders at Discounted Price with Agreement to Build $x Value Home Incentives for Downtown Residential Redevelopment Farmers Branch Renaissance District Incentives for Downtown Residential Redevelopment Actions by Neighboring Cities: •Richardson –Home Improvement Incentive Program o Minimum $20,000 Investment –Certified Construction Cost o Must be Completed within 24 Months o One Time Payment Equal to 10 times Increase in City Property Tax o Ex. -If Annual City Property Tax Increased by $400, Owner Receives Payment of $4,000 Incentives for Downtown Residential Redevelopment •Discussion/Direction from Town Council 3. Public Hearings on Consent Agenda (JW) Public Hearings on Consent Agenda •Expedited Approval of Non-Controversial, Uncomplicated Zoning Cases •Utilized by the Cities of Grand Prairie and Dallas, formerly by Carrollton Public Hearings on Consent Agenda •Recommendation for Approval by Staff •Unanimous Approval by P&Z •No Written Opposition •Can be Pulled from Consent Agenda upon Request by Councilmember or Receipt of Public Appearance Card Public Hearings on Consent Agenda •Discussion/Direction from Town Council 4. Field Utilization and Fees (DR) Youth Sports Participating and Field Needs Issue: Providing adequate number of sports fields for Town participants Council Direction: Whether or Not to Allocate Funds for Design of Sexton Community Park? Background Information •Revised Field User Fee for Spring 2019 registration. •Higher than average registration numbers. •Celina to construct: •(2)synthetic softball, •(2)synthetic baseball, •(2)natural turf rectangle fields •Install lights on light existing rectangle fields, •Anticipated opening 2020 Staff Recommendation: •Allocate funding for construction documents for baseball/softball fields at Sexton Park . •Confirm the desire to develop Sexton Park as per the approved master plan or use a modified plan.(Primarily one type of field versus a mix of all types) •Verify timing and need against 2019 registrations prior to moving forward with construction. •Construction anticipated to begin in 2020 and fields to open 2021-22 Community park constructed primarily for all sports. Pros : •Each sport will benefit from an increase in field space. Cons: •Takes m ore volunteers as certain positions are needed at each location of a sport type. •Less efficient to transport equipment to maintain the same type of field in multiple parks .(only true for natural grass fields) Community park constructed primarily as a single sport park. Pros : •Tournaments p refer a concentration of similar fields in one location. •Typically fe wer volunteers needed for same number of fields. Cons: •The perception that other sports are not having their needs met. •The misconception that family's will continue to play sports together at one park if there are multiple types of fields at a park. Park Fee Discussion Issue: Ensure the Town’s park development fees cover the construction of our park facilities. Council Direction: Whether or Not to increase the park improvement or dedication fees. Last Update: January 12, 2010 Todays Requirement: Two Different Fees: Park Improvement Fee: Single Family Dwelling Unit: $1500 Multi-Family Dwelling Unit: $2000 Park Dedication Fee: 5% of the total Tract or 1 acre per 35 dwelling units, whichever is greater. Park Improvement and Dedication Fee Update Park Dedication Fee Update Dedication Fee based on the following: •Level of service standard for parkland and recreational areas •Persons Per Household •Cost of Land Parkland Areas (Park Master Plan) Blue Circles: Neighborhood Parks (1/2 mile radius) Green Circle: Future Needed Neighborhood Parks Parkland Areas (Park Master Plan) Blue Circles: Neighborhood Parks (1/2 mile radius) Green Circle: Future Needed Neighborhood Parks 69.5 acre park 45.6 acres active 23.9 acres passive 65.6% active 34.4 % passive Community Park Utilization Example Parkland Dedication Analysis At a population build-out of approximately 70,000 people, we will need: •An additional +/-37.5 acres of neighborhood parks •An additional +/-108.27 acres of community parks •And additional +/-103 acres of special use/linear parks Parkland Dedication Requirement Comparison Type Dwelling Units Dedication Requirement Amount of Parkland to Dedicate (acres)Acres/DU SF 100 1 acre per 35 units 2.857 1 to 35 MF 100 1 acre per 35 units 2.857 1 to 35 Type Dwelling Units Dedication Requirement Amount of Parkland to Dedicate (acres)Acres/DU SF 100 ((11.25 x 100 DU = 1125) x 3.26 = 3667.5/ 1000) =3.6675 1 to 27.26 MF 100 ((11.25 x 100 DU = 1125) x 1.918 = 2157.75 / 1000) =2.15775 1 to 46.34 Existing Parkland Dedication Requirement Proposed Parkland Dedication (Dr. John Crompton Model) Staff recommendation: No modification needed Parkland Dedication if implemented Units with no pre- existing agreements Amount of Parkland Dedicated (based on new rate) # of SF Left 4753 174 # of MF Left 4950 107 Total Parkland 281 Parkland Delta (positive = excess)39 NRPA Standard Density Number of SF Units left multiplied by updated rate. Proposed Dwelling Units NRPA Standard x People per household rate Parkland needed per 1000x= Parkland Dedication via John Crompton Formula Average: 1 to 36.8 Park Improvement Fee Staff used multiple methods: •Unit cost per parkland method (method #1) •Formula method (method #2) •Comparison method (method #3) Method #1 Improvement Fee based on the following: •The cost to develop our neighborhood parks and linear parks. •Hike and bike trail system broken down into a unit price (i.e. cost per acre or per mile). •Number of units left undeveloped. •It is anticipated community parks will be funded by Bonds, General Fund, etc. Acres of undeveloped neighborhood parks: COSTS PER DU Park Facilities Dwelling Unit Cost Per Neighborhood Park $1,202.75 Cost per Community Park $5,868.61 Cost per Hike and bike trail $1,265.20 Cost of Park Improvements per unit (captures all parks)$8,336.56 Improvements per DU minus community parks $2,467.95 Park Improvements Costs per acre / mile Notes Cost Per Neighborhood Park $147,144.81 Cost based on $1,103,586.10 Neighborhood Park (7.5 acre park) Cost Per Community park $320,442.34 Cost based on Frontier Park in its entirety. Includes 3% inflation per year and design costs. 79.7 acre park. Cost Per Linear Mile of Hike and Bike Trail $650,000.00 Average past construction costs Park Improvement Breakdown Per Parkland Needs (1st method) Note: •This is a blended method of SF and MF. •This treats all Community Parks like a sports complex Acres of parkland undeveloped Cost per acre / mile x Number of future units Fee per Dwelling Unit÷= Total # of Lots left to Develop (owe park improvement fee)18192 Multi-Family 4950 Single-Family 13242 Total Cost (developing undeveloped and future parks) Neighborhood Parks $21,880,433.25 Community Parks $106,761,774.57 Hike and Bike Trail $23,016,500.00 TOTAL COST OF PARK IMPROVEMENTS AT BUILD OUT $151,658,707.81 148.70 Method #2 Cities that use John Crompton’s Model: •Denton •Dallas •Austin •Frisco Improvement Fee based on the following: •Use past cost to determine an existing cost per unit •Apply existing cost for future development Type of Park current population # of existing developed parks / miles of existing trail (residential areas) average cost for park * Amount of Park fee for park type per person Community Parks : 24372 1 $25,539,254.53 $1,047.89 Neighborhood Parks 24372 12 $1,103,586.10 $543.37 Linear Parks 24372 15 $650,000.00 $400.05 TOTAL $1,991.31 TOTAL minus Community Parks $943.42 ( ÷ )= Method #2 populationAvg. cost park ÷ Existing parks Fee per Person *cost based on local and past construction pricing (I.E Frontier Park overall cost, estimated cost of a built-out neighborhood park, and cost per mile of trail Park Improvement Fee Breakdown Park Improvement Breakdown using John Crompton Model (Method #2) COSTS PER DU Park Facilities For Single Family Unit For Multi-Family Unit Cost Per DU Neighborhood Park $1,771.39 $1,042.19 Cost per DU Community Park $3,416.13 $2,009.86 Cost per DU Hike and bike trail $1,304.16 $767.29 Cost of Park Improvements per unit (captures all parks)$6,491.68 $3,819.34 Improvements per DU minus community parks $3,075.55 $1,809.48 •The fee per person is multiplied by the density •3.26 Single Family •1.918 Multi-Family Method #3 Comparison Cities •Used our comparable cities to determine the rates 0 20 40 60 80 100 120 $0 $500 $1,000 $1,500 $2,000 $2,500 Single Family Multi-Family Parkland Dedication Average: $1,303 Park Improvement Fee Rate Parkland Dedication Rate (Dwelling Units per Acre) Average: $1,252 Average: 50 DU/Acre Staff Recommendation •No change to parkland dedication fee. •Increase the park improvement fees to ensure payment of neighborhood park and trails. Recommend an increase for single family from $1,500/unit to $2,500/unit. 5. Soccer Fields (EDC) 6. (Jim Cline Presentation) 7. McKinney Urban Transit District (HW) Three Programs Are Currently Available 1. Older Adult Program 2. Individuals with Disabilities Program 2. Low Income Pilot Program (April 2, 2018 –March 31, 2019) Current Participating Cities:Celina, Lowry Crossing, McKinney, Melissa, Princeton 1. Older Adult Program •Must be 65 years of age or older. 2. Individuals with Disabilities Program •Must meet at least one of the seven criteria below: •Deaf or profoundly hard of hearing •Non-ambulatory without assistance or mechanical aid •Qualify for at least 50% disability allowance through the VA •Qualify for Social Security Disability Income (SSDI) •Intellectually disabled •Have a seizure disorder •Be legally blind 3. Low Income Pilot Program •Have an annual household income at or below the low-income program requirements. Initial Period: (April 2, 2018 -March 31, 2019) Times You Can Get a Ride Monday -Friday, 6 a.m. to 6 p.m. Saturday -8 a. m. to 6 p.m. *Trips must be within Collin County Objective of the Council’s Involvement Whether or Not to Participate in the Program? Important Background From June 2017 –April 2018 •# of Participants = 282 •# of Trips = 3,327 •Trips by City: •Celina = 25 •Lowry Crossing = 0 •McKinney = 3,236 •Melissa = 14 •Princeton = 52 How Funded •Participants will receive a reloadable debit card. •For every $1 that the participant spends on taxi service out-of-pocket, the program matches three -to -one. For example, if you load $5 onto the card, the match is an additional $15 for a total of $20 that can be used for taxi service to go anywhere within Collin County. Residents in Denton County allowed to use the service (Celina). FY2018 City Subsidy Match Allocation (based on % of population) •Celina = $3,013 •Lowry Crossing = $589 •McKinney = $62,113 •Melissa = $2,751 •Princeton = $2,947 Prosper participation unknown: possibly around $10k. Unused funding rolls over. Next Steps •Send a letter requesting participation •Execute ILA •Budget Amendment for funding •Membership includes a Board seat of elected official or staff member 8. Employee Survey (KS) Prosper, TX 2018 The NES is presented by NRC in collaboration with ICMA Survey Background Contracted with independent research firm, National Research Center, Inc. The National Employee Survey™ (The NES™) Offered in partnership with International City/County Management Association (ICMA) Measures 10 dimensions of the employee experience Web-based survey of City employees The NES™ Methods and Goals ObjectivesAssess organizational strengths Identify organizational challenges Articulate the specific needs of employees MethodsWeb survey of employees 215 employees eligible 173 completed surveys Response rate 80%GoalsIncreased job satisfaction Increased engagement Increased productivity and performance Improved quality of local services Improved community life Survey Topics Job Satisfaction Work Group Performance Employee Contribution and Fit Employee- Supervisor Relationship Employee Performance Evaluation Employee Development Wages and Benefits Communication and Decision- making Respect and Ethics Physical Work Environment 24 received similar ratings 2018 Benchmark Comparisons 99 received higher ratings 2 received lower ratings 70 received similar ratings 2018 Ratings Compared to 2016 54 received higher ratings 1 received lower ratings Most Important to Employee Satisfaction Respect and Ethics Physical Work Environment Employee Contribution and Fit Employee- Supervisor Relationship Employee Performance Evaluation Employee Development Higher than benchmark Similar to benchmark Lower than benchmark Most important Work Group Performance Wages and Benefits Communication and Decision- making The Town of Prosper is a great place to work. Key Finding #1 Job Satisfaction Strongly agree 55% Somewhat agree 33% Somewhat disagree 10% Strongly disagree 2% Aspects of Job Satisfaction 8 in 10 Satisfied with their job overall Feel positive about working for the Town Likely to recommend working for the Town 9 in 10 Plan on working for the Town in a year Gain satisfaction from job Rated positively (excellent or good/strongly or somewhat agree) Town employees give Executive Leadership and Supervisors high marks. Key Finding #2 Executive Leadership Process for making important decisions Confidence in Town leadership Modeling a high standard Strength of shared understanding of the Town’s mission Managing costs responsibly and logically At least 7 in 10 employees Rated positively (excellent or good/strongly or somewhat agree) Supervisor and Work Group More than4in 5 employees Rated positively (excellent or good/strongly or somewhat agree) Supervisor Creates an atmosphere of mutual trust and confidence Treats employees with respect Work Group Quality of work performed by their group Working relationships overall in their group Support Services remain strong with some notable improvements. Key Finding #3 Support Services Ratings Improved Ratings increased for both quality and timeliness Recruitment services Overall Town internal services Risk management Network services Human resources Training services Benefits administration Special Topics Very positive, 39% Somewhat positive, 24% A mix of negative and positive, 27% Somewhat negative, 5% Very negative, 2% What is your overall perception of the current workplace culture for employees at the Town of Prosper? Do you think it is… How would you describe the current workplace culture for employees at the Town of Prosper? 4% 23% 28% 46% Don't know Negative Mix of positive and negative Positive Strong customer service emphasis with respect for citizens and employees. I see respect, trust, teamwork and accountability in some departments, but a lack of those attributes in others. Unsure of the future. It's more of a hurry up and wait atmosphere. Conclusions The Town of Prosper is a great place to work. Town employees give Executive Leadership and Supervisors top marks. Support services remain strong with some notable improvements. 9. Water Conservation Plan (FJ) Water Conservation Plan and Water Resource and Emergency Management Plan Update The Town of Prosper is required by the Texas Commission of Environmental Quality (TCEQ) to submit a revised Water Conservation Plan and Water Resource and Emergency Management Plan every five years. Description The Plan was last updated on May 12, 2015, after North Texas Municipal Water District (NTMWD) provided an updated plan which better modeled their plan. This update was following the previous adoption of the Conservation and Drought Contingency Plan that took place in 2014. Issue Statement •In recent years, the increasing population and economic development of North Texas have lead to growing demands for water supplies. Additional supplies to meet future demands will be expensive and difficult to secure. Thus, it is important to efficiently utilize existing supplies to help delay the need for new supplies. Furthermore, the delay will help to minimize environmental impacts associated with developing new supplies and suspend the high costs of additional water supply development. The water conservation plan will include measures intended to result in ongoing, long-term water savings. Council’s Involvement •Deliberation/consideration to help inform a future decision. •Adopt ordinance(s) or regulation(s) approving the plan. Requirements •Complete the water utility profile provided in Appendix C. •Complete the annual water conservation implementation report (Appendix J). •Set five-year and ten-year goals for per capita water use. •Adopt ordinance(s) or regulation(s) approving the plan. Objectives •To reduce water consumption from the levels that would prevail without conservation efforts. •To reduce the loss and waste of water. •To improve efficiency in the use of water. •To encourage efficient outdoor water use. •To extend the life of current water supplies by reducing the rate of growth in demand. •To set enforcement goals for staff. Goals •Maintain the total and residential per capita goals. •Maintain water loss percentage below 12 percent. •Implement and maintain universal metering and meter replacement and repair. •Increase efficient water usage through a water conservation ordinance. •Raise public awareness by public education. •Develop a system specific strategy to conserve water during peak demands. Strategies •Leak detection and repair •Continue Public Education •Water rate structure •Ordinances •Enforcement •Landscape water management measures •Additional water management measures •Monitor effectiveness and efficiency 10. 2019 Holiday Meeting Schedule (RB) Proposed for 2019: •Establish annual meeting calendar each January •Identify potential conflicts early •Adjust schedule to accommodate Public Hearing notices, developer timelines Discussion/Direction from Council 11. Legislative Strategy (KN/HJ) Local Decisions have created Texas cities where people want to…. LIVE WORK DO BUSINESS •The ability of Texans to create vibrant, livable cities is being challenged by state officials who want to dictate that every community and neighborhood conform to their agenda. •State officials want to put ONE SIZE FITS ALL RESTRICTIONS on the annual budgets of all cities and counties. •Town of Prosper will assess $20.2 million in property taxes in FY 2018-2019 •Prosper received $4 million from RTR funds for the Fishtrap Road expansion. •Prosper paid the State $370,971 in Fees Administrative Fees $150,660 Court Fees $220,311 Minimal Tax Savings for citizens, high impact to Town Services For Prosper’s current budget, a 2.5% cap would have resulted in a savings of $5.60 a month for the average homeowner but would impact the Town revenues by over $500,000. Based on FY 2018-2019 Adopted Budget Adjusted for 2.5% Property Tax Cap Homeowner Savings Revenue Loss Represents What in Town Budget? $5.60 per month $527,942 Any one of the following: •5 Police Officers •Full operations of the Library •xx miles of Street Maintenance (to be provided) •Complete elimination of athletic field and median maintenance Town cost drivers exceed 2.5% Costs driving Prosper’s budget are increasing at percentages much greater than the 2.5% increase in revenue that would be allowed under the proposed cap. Cost Driver Annual Increase Market Salary Increases –Fire and Police 3.0% Employee Health Insurance 3.0% Town’s Contribution Construction Cost Pete? Base line budget increase for inflation 3.0% A 2.5% cap extends and intensifies the impacts of recession •** 2019 –No funding for 5 new patrol officers •2018 –Windsong road repairs requested by Citizens during budget hearing •2017 –No funding for 11 positions including 5 public safety positions and improvements to Whispering Farms park and Frontier soccer fields. •** 2019 One-time adjustment –less lost revenue than in previous years due to the elimination of the sales tax adjustment for property tax relief. 527,942 991,297 997,763 - 1,000,000 2,000,000 3,000,000 4,000,000 5,000,000 6,000,000 7,000,000 8,000,000 9,000,000 2019 2018 2017 General Fund Supplement Requests Supplemental Requests Lost Revenue from Rev Cap A 2.5% cap rate encourages use of debt •M&O tax revenue is used by Prosper and other municipalities to cash-fund portions of capital expenditures. •If the M&O rate is capped at 2.5%, capital purchases normally cash funded would be increasingly moved to bond programs. •Cash would be needed to cover operational costs that cannot be debt funded such as Town salaries. •This will evidently put debt burden on future Town Council and future generations of the Town. Compounding Effect on Loss Revenue •The Town would absorb over a five-year period a loss of $5 million in the General Fund. •Force the Town to reduce the budget by 16% or the elimination of an entire department. •Such as Administration which includes the Town Manager, HR, IT, Court and Finance. We Need to Tell the Story…. Local Decision-Making gives Texans and Prosper a Voice… in the level of service they want and how to pay for them. Aug –Town Manager presents Budget to Council. Notice of Proposed Tax Rate and Budget Public Hearings. Sept –Budget Public Hearings held. Council Adopts Tax Rate and Budget. July -Open Forum Budget Work Session with Council and Town Staff. Jan -Open Forum Council Strategic Planning SessionOct –Budget fiscal year begins and taxes are billed by Tax Assessor/Collector. 12. Town Council Succession Planning (RB/HJ) Town Council Succession Planning The current Town Council will experience the effects of term limits as early as 2020. The current Council holds over 50 years of combined local government experience,benefitting the Town in several ways: •Investment in the community •Relationships with residents, stakeholders •Institutional knowledge •Regional leadership positions, influence Council Members’ Years of Experience 2018 2019 2020 2021 2022 2023 2024 Mayor Ray Smith 11 12 13 14 15 Michael Korbuly 6 7 8 9 10 Kenneth Dugger 11 Craig Andres 0 1 2 3 4 5 6 Curry Vogelsang 7 8 9 Meigs Miller 10 11 12 13 14 Jeff Hodges 1 2 3 4 5 6 7 Jason Dixon 8 9 10 11 54 50 57 54 48 11 13 By 2023, most of the current Council positions will have turned over, creating a sharp drop in overall Council experience levels. Why is succession planning important? Potential threats: •Loss of institutional knowledge •Political instability •Loss of regional influence •Leadership vacuum •What are we doing to prepare future community leaders? •What can we do now to prepare future Councils for success? Succession Planning Proactively identifying and developing prospective leaders in the community. Benefits of Succession Planning: •Smooth Transition / Stability of Council •Continuation of Policy Direction •High-functioning government •Well -prepared Council that is ready to lead Three Methods: I.Council Engagement II.Citizen Engagement III.Leadership Development I.Council Engagement -Engagement by Councilmembers in Town events and activities builds trust by building relationships with potential leaders. •How is the Council currently engaged in the community? •What new areas of engagement are available? Current Council Engagement Activities: •Community Picnic •National Night Out •Christmas Parade & Festival •Homecoming Parade New in 2018: •Leadership Speaker Series (concludes in Feb. ’19) •Open House / State of the Town Proposed for 2019: •Continue Open House / State of the Town as an Annual Event •Restructure Open House to a Town Services Fair, including all Departments (not just those in Town Hall) •Meet & Greet opportunity for Council and residents •Conclude with State of the Town in Chambers •Other Ideas? II. Citizen Engagement –Citizen engagement activities prepare future leaders by creating a strong “civic infrastructure.” •How is the Town currently engaging with residents? •What new areas of engagement are available? Current Citizen Engagement Activities: •Citizens Fire Academy •Citizens Police Academy •Citizens on Patrol •CERT Team •Boards & Commissions New in 2019: •Town Talks •HOA Presidents Meeting Proposed for 2019: •Citizen Academy •Board Recognition Event III.Leadership Development –proactive Council training & development prepares new leaders for service. •How is the Town providing leadership development opportunities for new and existing Council members? •What new areas of leadership development are available? Current Leadership Development Activities: •Council Orientation •Held immediately after election •Introduction to Executive Staff •Communication and staff support •Review of governing documents, Town resources •Financial and Legal briefings •(Get Council feedback on Orientation, esp. Jeff & Craig) •TML Conferences (annual conference, elected officials conference) Proposed for 2019: •Candidate Orientation •Held after filing period closes •Role of Council v. Administration •Review of governing documents, Town resources •Introduction to Executive Staff •(Is it too late for 2019? Filing period will have already begun.) •(Alternative: potential candidate orientation prior to start of filing period) •Council Code of Conduct? (role of TC v. TM; communication with staff, etc.) •Role Statement? Discussion Questions for Council: •What is Council’s vision for preparing future leaders? •What can the Council and the staff do to support that vision?