R2023-076 2023-03-07RESOLUTION NO. R2023-76
A Resolution of the City Council of the City of Pearland, Texas, adopting
the City of Pearland Strategic Priorities promulgated during the City's 2023
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 18th, 2023, 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 2023 Strategic
Priorities and post-retreat report attached hereto as Exhibit “A”.
PASSED, APPROVED and ADOPTED this the 27th day of March, A.D., 2023.
________________________________
J.KEVIN COLE
MAYOR
ATTEST:
________________________________
FRANCES AGUILAR, TRMC, MMC
CITY SECRETARY
APPROVED AS TO FORM:
______________________________
DARRIN M. COKER
CITY ATTORNEY
DocuSign Envelope ID: 4405C596-BE01-4A08-8B8B-0DDFB25856A8
* r
S""rRA,1""17:.G1C 11`111101RRITIES
1. TRUSTED GOVERNMENT �.. +��r STRONG
DeliveringECONOMY
p � ...� transparent, � quality,
q y, Developing
� n� and investing in an
and accessible city services by � attractive community that allows
developing cutting-edge solutions, talent, entrepreneurs, and businesses
engaging with the community, and to thrive for generations to come by
continuously improving our capabilities supporting stable, steady growth,
and unending opportunities
SUSTAINABLE` S" um
RUCTURE
Making Pearland a welcoming place
uilding quality of life on swell-planned and
by ensuring a safe environment and maintained foundation of essential water,
providing efficient Public:, Safety services transportation, flooding infrastructure,
for residents, businesses, and visitors appealing amenities, and long-term value,
5.
Providing long-term community value �� Fostering a diverse and FINANCES °°
NITY
w
..:`.r g y � g unified community
idin l rr
through trusted stewardshipand with events, amenities, and public and
responsible financial management private spaces that bring people together
A..
SGR
City of Pearland
Strategic Visioning Refresh Retreat
February 18, 2023
Introduction
The City Council of Pearland held a Strategic Visioning Retreat on Saturday, February 18,
2023, for the purpose of refreshing the strategic vision for the future. Strategic
Government Resources (SGR) was enlisted to facilitate the retreat. Five (5) of the seven (7)
Council Members and the Mayor were in attendance as well as the Interim 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
Staff Adjusts"W4 Community
hirmfmut
Nw,
(
�rVmu,m&mrr� St,affl Vrufmu,mt
Staff CC ErMsk)n�
CC,Affirrrm Staff Nafts
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.
1
Strategic Cycle with the Tactical Cycle Imbedded
Input
Evaluate I USt
F'l nlnin
Execute
Aligning
The facilitator explained that 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.
i�np�c
IE
rnvisio o
1 Ik;mr�niuu�m� 7�Mid�u,ii�t i"Iarrraln,�
i 1
Ahgning
i
II r
Bi?�a;iuGn,
J
V
Affirming ,.
Futurist Horizons
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.
Effective Board Governance Presentation with Assessment The board participated in a
presentation from the facilitator on the responsibility and roles of an effective board. Each
board member present took the Effective Board Governance Polarity Assessment. They
discussed what is going well and what needs improvement/growth with regard to
governance.
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, several themes 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:
• We don't all agree on the approach to building out the tax base. What is the balance
between what the city mandates through planning&zoning versus private
enterprise?
• What does competent and effective staff mean?
• What is the EDC's role in building out?
Widely held agreement regarding the SWOT anal,
• We want to build out the tax base
• We all want competent and effective staff
• We have team issues
Strategic Priorities with Milestones for the Future
Strategic Priorities. The Council was asked to refresh the strategic priorities for the city.
Each priority, along with the priority's definition,was displayed and discussed.Working as
a whole,the council collaborated to affirm each priority as currently relevant.
Note: The first five priorities were unanimously affirmed. The sixth priority, "Welcoming
Community" was discussed extensively, including input from the Interim City Manager.
Ultimately, it was decided that the council would proceed with developing this priority and
adding Milestones. Nevertheless, it was agreed priority six (6) would be put on the
"Parking Lot"to revisit at a later date.
Milestones. The facilitator coordinated with the council to create a workgroup for each
priority with at least one council member leading each group. Senior management were
3
asked to join each workgroup. The purpose of each workgroup was to further develop each
priority with milestones. Milestones indicate timing and direction for each priority. The
facilitator explained that the milestone serves as a bridge of understanding between the
council's priorities and the senior managements execution of these priorities.
Note: Since each workgroup was composed of different council members and senior staff,
the styles and timelines of each group were different.
The following is the result of this process:
1. Trusted Government
Definition: Delivering transparent, high-quality, and accessible city services by
developing cutting-edge solutions, engaging with the community, and continuously
improving our capabilities.
Milestones
1. City Secretary& City Attorney considerations related to Trusted
Government:
a. They don't fall under internal departments. They are hybrids
b. They don't fall under strategic priorities/pillars. They execute trust by
supporting others....
c. However, they also have their own initiatives (not infrastructure, not
finances, not safety, etc.)
2. Interconnected historical data (3 years)
3. Legally sound decision-making
4. Council decorum/Core Values (1 year)
5. Proactive &accessible communication &decisions/initiatives. Intentional
and consistent (3 years)
2. Strong Economy
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.
Milestones
1. Attract new investments from businesses,which drives increased sales and
property taxes
2. Redevelopment&reinvestment in older areas of the community-drives
future growth.
3. Engage employers and education partners on workforce issues. Increases the
number/percentage of the local workforce.
4. Work with governmental partners to secure state &federal funding. Grants,
CDBG, &Transportation Improvement Plan (TIP): North/South corridors to
drive growth from neighboring communities.
3. Safe Community
Definition: Making Pearland a welcoming place by ensuring a safe environment and
providing efficient and effective Public Safety services for residents, businesses, and
visitors.
Milestones
1. Drainage
a. Bond Program passage (5/2023)
b. Set a schedule for each project (5 years)
c. Evaluate drainage main productivity (2024)
i. Staff/Equipment
ii. Metrix of XX miles/year
2. Fire
a. Bond passage- Station 7 (2028)
b. Schedule for construction (2023)
c. Staff/Equipment- Station 7 (2024)
d. Large app replacement (2024)
e. Evaluation of the effectiveness of coverage (2024 & 2029)
f. Evaluate the need for Station 6 (2025)
3. Police
a. Training Center completed (end of 2023)
b. Timing of Gun Range/Driving Track
c. Evaluation of Effectiveness
i. Response Time
d. Expand Flock Cameras
4. Emergency Management
a. Supply Warehouse
b. Training/Drills
c. Staffing Challenges
i. OEM
ii. IMT
4. Sustainable Infrastructure
Definition: Building quality of life on a well-planned and maintained foundation of
essential water,transportation, flooding infrastructure, appealing amenities, and
long-term value.
Milestones
5
1. Policies &programs to manage the maintenance of each of the areas below
different with different schedules
2. The financial program behind each of the areas below to support
implementation
a. Streets &Sidewalks
b. Water/Sewer
c. MotorPool
d. Facilities
e. IT
f. Drainage
S. Resilient Finances
Definition: Providing long-term community value through trusted stewardship and
responsible financial management.
Milestones
1. Position/Staffing (1-3 years)
2. Internal Service Fund (3 years; FY 2027)
3. Audit CIP Team-April 30/October 1
4. Customer Service (Ongoing)
a. (Mirrors Staff 1-3 years)
5. Sustainable Infrastructure
a. 5-7 year bond packages
b. 5-10 year plan
6. Budget Road Recapitalization (neighborhoods) (2-5 years)
6. Whole Community
Definition: Fostering a diverse and unified community with events amenities, and
public and private spaces that bring people together
Milestones
1. Tom Bass -Amphitheatre PER Interlocal Agreement (by 7/23)
2. $33 million bond package:
a. Independence Park (Phase II) (end of the year 2024)
b. Hick Slough (end of the year 2024)
3. Annual regional event held in Pearland (central)
a. Event March 2024 (identify event&who &when by July 2023)
4. Depot Renovation (include Historical Society)
a. Phase I - March 2023
b. Phase 11 - March 2024
5. Old Town MP (Master Plan) Update renovation (end of the year 2023)
6. Standard Report (QBR-Quarterly Business Report)
a. Staff Recommendation (by 4/2023)
b. RCN
c. Field Usage/Rentals
d. Special Events
7. Audit special events (8/2023)
Parking Lot
The council utilized a planning"Parking Lot" for items important for future discussions.
The council did not have time to address each parking lot item. The following are the
remaining parking lot items::
• How do we balance Strong Economy with Green Spaces as we build out?
• Gated Communities-how do these affect Safe Community and Sustainable
Infrastructure in the future?
• What is the future of the priority"Whole Community"?
Summary
Pearland's City Council is to be commended for moving through a process of refreshing
strategic priorities and adding supportive milestones,thus revisioning the city's vision for
the future.
Recommendations and Follow Through
SGR recommends that the Council adopt these refreshed Strategic Priorities with newly
discussed Milestones at a regular Council Meeting.We recommend you ask the staff to
evaluate and discuss your new milestones,bringing back to the council their thoughts,
suggestions, and recommendations. These priorities and supporting milestones should be
reviewed regularly to support the progress that is being made and make adjustments to
keep them 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 the
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.
7