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R2022-058 2022-03-28RESOLUTION NO. R2022-58 A Resolution of the City Council of the City of Pearland, Texas, adopting the City of Pearland Strategic Priorities promulgated during the City's 2022 Annual Planning Retreat. WHEREAS, the City Council recognizes the necessity of identifying strategic priorities and initiatives to ensure the constant pursuit of improving the quality of life for the citizens of Pearland; and WHEREAS, the City Council held a retreat with City staff on February 19th, 2022, at which time strategic priorities and initiatives for the City's future were identified; now, therefore, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF PEARLAND, TEXAS: Section 1. That the City Council hereby adopts and embraces the 2022 Strategic Priorities and post-retreat report attached hereto as Exhibit “A”. PASSED, APPROVED and ADOPTED this the 28th day of March, A.D., 2022. ________________________________ J.KEVIN COLE MAYOR ATTEST: ________________________________ LESLIE CRITTENDEN CITY SECRETARY APPROVED AS TO FORM: ______________________________ DARRIN M. COKER CITY ATTORNEY DocuSign Envelope ID: 99075401-9410-4064-975A-FE8B25C4C3D3 pearlandtx.gov Updated 3.15.22 Definition: Delivering transparent, high-quality, and accessible city services by developing cutting edge solutions, engaging with the community, and continuously improving our capabilities. Definition: Developing and investing in an attractive community that allows talent, entrepreneurs, and businesses to thrive for generations to come by supporting stable, steady growth, and unending opportunities. Definition: Making Pearland a welcoming place by ensuring a safe environment and providing efficient and effective Public Safety services for residents, businesses, and visitors. Definition: Building quality of life on a well-planned and maintained foundation of essential water, transportation, and flooding infrastructure, appealing amenities, and long-term value. Definition: Providing long-term community value through trusted stewardship and responsible financial management. Definition: Fostering a diverse and unified community with events, amenities, and public and private spaces that bring people together Increase investment in drainage infrastructure Innovating and investing in public safety resources Promote high quality, high value, dense development with all city resources & infrastructure in mind Creation of anchor districts, catalyst (regional amenity) reviews Support small and expanding businesses/Simplify permitting Focus on Priority/Program-based budgeting reviews Long term capital asset financial plan The City Council of Pearland held a Strategic Visioning Retreat on Saturday, February 19, 2022, for the purpose of refreshing the strategic vision for the future. Strategic Government Resources (SGR) was enlisted to facilitate the retreat. Six (6) of the seven (7) Council Members and the Mayor were in attendance as well as the City Manager and Senior Staff. Dr. Scott Willingham, Senior Vice President for SGR, facilitated the strategic visioning refresh process. This report is a summary of the key points discussed and the Strategic Pillars that the Council identified for their vision. Council Strategic Retreat Outcomes The Council was asked to refresh and rank the supporting strategic initiatives. The shaded blue areas reflect what initiatives support Council’s strategic priorities. Each priority along with the priority’s definition and the supporting initiatives were displayed and discussed. Working with one another, the Council collaborated to affirm each priority as currently relevant. In addition, each priority’s definition was refreshed. For each priority, the supporting initiatives were evaluated, reworded and realigned. The priorities were ranked by council in order of importance. Strategic Priorities Initiatives Memo To: Clay Pearson, City Manager From: Megan Flowers, Senior Executive Assistant CC: Trent Epperson, Deputy City Manager Ron Fraser, Assistant City Manager Joshua Lee, Director of Communications Date: 16 March 2022 Re: Pearland City Council 2022 Strategic Visioning Retreat – Staff Summary Executive Summary The City Council of Pearland held a Strategic Visioning Retreat on Saturday, February 19, 2022 for the purpose of refreshing the strategic vision for the future. The retreat was facilitated by Dr. Scott Willingham of Strategic Government Resources (SGR) and built upon the work of the previous year in a session facilitated by Julia Novak of Raftelis Consulting. Six of the seven Pearland City Council Members and the Mayor were in attendance as well as the City Manager and several members of the City’s Senior Staff. During the strategic visioning retreat, each strategic priority was affirmed, and the definition was refreshed. For each priority, the supporting initiatives were evaluated and ranked by City Council members to provide a cumulative order of importance. The strategic priorities and supporting initiatives help provide clear direction from the City Council to the City Manager who in turn leads the City staff which improves focus for day-to-day operations towards achieving strategic long-range vision. Supporting initiatives can support more than one strategic priority. Attached graphic of the SGR final report illustrates these correlations visually for each strategic priority and correlating initiatives. Pearland City Council Strategic Priorities (in ranked order) 1. Trusted Government: Delivering transparent, high-quality, and accessible city services by developing cutting edge solutions, engaging with the community, and continuously improving our capabilities. 2. Strong Economy: Developing and investing in an attractive community that allows talent, entrepreneurs, and business to thrive for generations to come by supporting stable, steady growth, and unending opportunities. 3. Safe Community: Making Pearland a welcoming place by ensuring a safe environment and providing efficient and effective Public Safety services for residents, businesses, and visitors. 4. Sustainable Infrastructure: Building quality of life on a well-planned and maintained foundation of essential water, transportation, and flooding infrastructure, appealing amenities, and long-term value. 5. Resilient Finances: Providing long-term community value through trusted stewardship and responsible financial management. 6. Welcoming Community: Fostering a diverse and unified community with events, amenities, and public and private spaces that bring people together. Supporting Strategic Initiatives (ranked by City Council) 1. Innovating and investing in public safety resources (adding staff and equipment) 2. Support small and expanding businesses; simplify the permitting process 3. Increase investment in drainage infrastructure 4. Promote high quality, high value, dense development with all city resources & infrastructure in mind 5. Focus on priority/program-based budgeting reviews 6. Creation of anchor districts, catalyst (regional amenity) reviews 7. Long term capital asset financial planning Suggested Action Items It is recommended that City Council adopt the updated strategic priorities and supporting initiatives agreed upon together at the February 19, 2022 Strategic Visioning Retreat at the March 28, 2022 regular City Council meeting. 1 City of Pearland Strategic Visioning Refresh Retreat February 19, 2022 Introduction The City Council of Pearland held a Strategic Visioning Retreat on Saturday, February 19, 2022, for the purpose of refreshing the strategic vision for the future. Strategic Government Resources (SGR) was enlisted to facilitate the retreat. Six (6) of the seven (7) Council Members and the Mayor were in attendance as well as the City Manager and Senior Staff. Dr. Scott Willingham, Senior Vice President for SGR, facilitated the strategic visioning refresh process. This report is a summary of the key points discussed and the Strategic Pillars that the Council identified for their vision. Introduction to The Strategic Visioning Cycle The facilitator overviewed the above “Cycle of Strategic Visioning/Planning,” indicating that the workshop would begin the process at “CC Envisions.” The facilitator recommended the council follow through with the cycle and refresh it on at least an annual basis. Strategic Cycle with the Tactical Cycle Imbedded The facilitator explained that ideally there are two cycles: the larger cycle representing strategic envisioning accomplished by the council and the smaller cycle of tactical correcting and adjusting accomplished by the staff. 3 The horizons listed illustrate that incursion, the unexpected, trends, changes and the seemingly unexpected are a part of the visioning process. The facilitator encouraged the team to boldly dream while keeping a close eye on these “strategic foresight horizons.” Advance Council Retreat Interview Questions Summary Report In preparation for the retreat, Council members were interviewed by Dr. Scott Willingham, of SGR. A summary of these interviews was presented in a PowerPoint presentation. Themes discussed during the Council Interviews During the interviews there were several themes that emerged. The Council identified common themes. The council discussed “gaps in agreement” and “areas of widely held agreement,” particularly regarding the SWOT analysis. Gaps in agreement regarding the SWOT analysis: Weaknesses - Debt load was not seen as a weakness by all - Some more optimistic than others Threats - Debt load or spending - Growth and location (both strength and weakness) Widely held agreement regarding the SWOT analysis: Strengths • Agreement as to locating being a strength Weaknesses • Need to think ahead/reactions • In fighting • Culture and East to West Opportunities – all agreements Threats • Focus on Public Safety • Concern of long-term finances • Want some kind of venue • Be competitive with other cities Strategic Priorities for the Future The Council was asked to refresh the strategic priorities for the city. The following graphic from FY23 White Paper was used to guide the refresh process as they correlated strategic priorities to strategic initiatives: Along with the above graphic, each priority along with the priority’s definition and the supporting initiatives were displayed and discussed. Working with one another, the council collaborated to affirm each priority as currently relevant. In addition, each priority’s definition was refreshed. For each priority, the supporting initiatives were evaluated, reworded, and realigned. The priorities were ranked by council in order of importance (see points below). The following is the result of this process: 1. Trusted Government (36 points) Definition: Delivering transparent, high-quality, and accessible city services by developing cutting edge solutions, engaging with the community, and continuously improving our capabilities. Supportive Initiatives: #5 Support small and expanding businesses/Simplify permitting ** #7 Develop a City Services Complex (Removed) #8-9 Focus on Priority/Program-based budgeting reviews (reworded and combined) #10 Long term capital asset financial plan 5 ** Note to staff: Please make documentation easier 2. Strong Economy (33 points) Definition: Developing and investing in an attractive community that allows talent, entrepreneurs, and businesses to thrive for generations to come by supporting stable, steady growth, and unending opportunities. Supportive Initiatives: #1 Promote high quality, high value, dense development with all city resources & infrastructure in mind (reworded) #5 Support small and expanding businesses/Simplify permitting** #6 Creation of anchor districts, catalyst (regional amenity) reviews #10 Long term capital asset financial plan ** Note to staff: Please make documentation easier 3. Safe Community (28 points) Definition: Making Pearland a welcoming place by ensuring a safe environment and providing efficient and effective Public Safety services for residents, businesses, and visitors. Supportive Initiatives: # 2 & #4 Increase investment in drainage infrastructure (reworded & combined) #3 Innovating and investing in public safety resources (add staff, equipment) (reworded) 4. Sustainable Infrastructure (25 points) Definition: Building quality of life on a well-planned and maintained foundation of essential water, transportation, and flooding infrastructure, appealing amenities, and long-term value. Supportive Initiatives: #1 Promote high quality, high value, dense development with all city resources & infrastructure in mind (reworded) # 2 & #4 Increase investment in drainage infrastructure (reworded & combined) #10 Long term capital asset financial plan (added to this priority) 5. Resilient Finances (21 points) Definition: Providing long-term community value through trusted stewardship and responsible financial management. Supportive Initiatives: #1 Promote high quality, high value, dense development with all city resources & infrastructure in mind (reworded) #7 Develop a City Services Complex (Removed) #8-9 Focus on Priority/Program-based budgeting reviews (reworded and combined) #10 Long term capital asset financial plan 6. Welcoming Community (7 points) Definition: Fostering a diverse and unified community with events, amenities, and public and private spaces that bring people together Supportive Initiatives: #6 Creation of anchor districts, catalyst (regional amenity) Strategic Initiatives for the Future The Council was asked to refresh and rank the supporting strategic initiatives. Please note that these have been renumbered according to the ranking exercise facilitated during the retreat. The old initiative numbers are in parentheses at the end of each initiative followed by the points from the ranking exercise. Please note that old initiative #7 was removed. 1. Innovating and investing in public safety resources (add staff, equipment) (formerly #3) (31 points) 2. Support small and expanding businesses/Simplify permitting (formerly #5) (27 points) 3. Increase investment in drainage infrastructure (formerly #2 & #4) (25 points) 4. Promote high quality, high value, dense development with all city resources & infrastructure in mind (formerly #1) (22 points) 5. Focus on Priority/Program-based budgeting reviews (formerly #8 & #9) (17 points) 7 6. Creation of anchor districts, catalyst (regional amenity) (formerly #6) (9 points) Parking Lot The council utilized a planning “Parking Lot” for items important for future discussions. The council, having moved efficiently through the above process, had time to address each parking lot item. The following is the result of this discussion: • Wi-Fi/Broadband as part of sustainable infrastructure? o Possible solution: City constructed? No o Framework for the future? Through private partners o External vs Internal locus ▪ External solution: Support businesses ▪ Internal solution: on city side, making sure our tech infrastructure is keeping pace • Discuss summer events for welcoming community? o Possible solution: White Paper • Discuss sports complex for welcoming community priority? o Possible solution: future meeting with the EDC • Discuss Public Safety’s role in welcoming community.? o Solution: Removed from Parking Lot due to Strategic Priority definition for both Welcoming Community and Safe Community remaining clearly correlated • Discuss diverse revenue (meet with PEDC) 6-8 weeks? o Possible solution: future meeting with the EDC • Discuss Public Safety Grant Program? o Possible solution: future meeting of the council Summary Pearland’s City Council is to be commended for moving through a process of refreshing strategic priorities and supporting initiatives, thus revisioning on the city’s vision for the future. Recommendations and Follow Through SGR recommends that the Council adopt these relevant, refreshed, reworded, and ranked Strategic Priorities and Supporting Initiatives at a regular Council Meeting. These priorities and supporting initiatives should be reviewed regularly to support progress that is being made and making adjusted to keep it relevant. SGR recommends this report be used as a working document to guide the city in achieving these priorities. To facilitate the best governance environment and to maintain clarity on the roles of Council and Staff, it may be helpful to review the city’s current protocol for Council in engaging with staff and reaffirm their commitment to it.