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HomeMy WebLinkAbout02/12/1993 City Council MINUTES OF THE CITY COUNCIL MEETING HELD ON February 12 and 13, 1993 The Work Session of the City Council of the City of The Colony, Texas was called to order at 2:00 p.m. on the 12th day of February, 1993 in the Large Dining Hall at Lake Lewisville State Park, located approximately 3 miles north of The Colony on Hackberry Road, with the following Council roll call: William Manning, Mayor Present Mike Lynch, Councilman Absent Billy Sharp, Councilman Present Joe Agnew, Councilman Present Tom Bogan, Councilman Present John Dillard, Councilman Present Joel Marks, Mayor Pro-rem Present and with six present, a quorum was established and the following items were addressed: Mayor MarTung opened the work session by stating this would be an open, informal meeting, noting that he hopes goals and objectives can be addressed on Saturday afternoon and if we can't complete that on Saturday, then we will possibly meet again for that purpose. Mayor Manning said he does want a pre-budget work session sometime in April. Bill Hall said staff has gone over the Andersen report and even though there were several suggested changes that could have been addressed earlier, the changes have been put off until after this retreat. Mr. Hall said the major changes will be addressed during the retreat and hopefully some of them will be implemented on Tuesday, February 16. It was decided that the City Manager and City Secretary should be moved to the end of the presentations since they have the opportunity to talk with the council more often than the rest of the staff. PERSONNEL - MARGARET BURKETT Ms. Burkett clarified some items contained in the report that were incorrect, for example, the job sh'are clerk is shared between Personnel and City Secretary not Municipal Court. She did note that if the work load in Court demands it, then the clerk does help out occasionally. The report stated that ADA job descriptions had not been done, and they have been done, as well as the Drug Policy and the position control information has been prepared. Ms. Burkett ~,said two major areas that need attention immediately are the Employee Evaluation system, '.the Employee Pay Plan and Training. Evaluation System - All staff agrees the evaluation system needs to be revised. The forms are not adequate for all departments and need to be tailored for particular positions oo4'6 9 in the city, using tangible, measurable items where possible. Lengthy tliscussion followed. Employee Pay Plan - Ms. Burkett is gathering information from other cities, and C.O.G. Areas of concern are: the city is not competitive in our entry level salaries, currently employees automatically move from one step to another, merit should [be included in the plan. The survey can be done in-house and Ms. Burkett suggested a committee of employees to work on the new plan. Ms. Burkett said there have been job titles created to accommodate long time employees so they could receive a raise, and that needs to be stopped. Lengthy discussion followed. Training - There are various means of receiving training available and all departments need to increase their training budgets, particularly for supervisory personnel. There are many persons in supervisory positions who have not been trained and do not know how to supervise. Lengthy discussion followed. Mayor Manning stated that he thinks staff and council alike should attend seminars when they are really beneficial and not just "because". We should evaluate each seminar for it's value to the city and our positions. FINANCE - JAMES ENGLAND .I Mr. England said there were only two major items relating to Finance in the report; the purchasing process and the budget format. Purchasing Process - Mr. England explained in detail the purchasing process, including sealed bids, purchase orders, etc. All department heads ldo a good job of controlling spending, and Mr. England said he does not feel the city is ready for a full time purchasing agent, as the report suggests. He noted that some items will have to be bid whether we have a purchasing agent or not and he said we are purchasing many items through the State Purchasing contract, which eliminates our need to bid and gives us very good prices. This would also be done with or without a purchasing agent. Mr. England said the time to add a purchasing agent will be when the salary of a purchasing agent is less than what is saved by purchasing as we do now and he noted we have not reached that point yet. Budget format - The budget document will be upgraded this year, including much more information than before. Mr. England discussed the Government Finance Officers Association awards program for Distinguished Budget Presentation and said he would be upgrading the budget document according to those guidelines set out for the award program. Mr. England did say this would create much more work for individual d~partment heads in their budget preparation. Mayor Manning said he felt the purpose of upgrading the budget should be to provide the council and the public with more information regarding the city operations and not to receive an award. Councilman Agnew suggested the award should be a milestone, not a goal. Councilman Marks wants the working budget given to the council during the budget process to be more inclusive. 5 00468i Relating to the Utility Administration Department, Mr. England addressed the following: Meter Reading - The report recommends cutting the three meter readers and contracting the meter reading function. If that is done, the contractor would work with the Utility Office Manager and the water meter reading function would be removed from the Water Department. Lengthy discussion regarding the method of reading meters, computerized hand held readers, and how the data would be input into our computer system. PARK AND RECREATION - SYLVIA BRANTLEY Ms. Brantley clarified some incorrect information in the report, stating some of the items mentioned had already been done prior to the report. She said more programs will be added at the center, but no more staff will be needed and revenues will be increased. Ms. Brantley said she had reviewed the report with all her staff who felt the ideas were fairly good, but that there would probably be no changes made as a result of the report. In regard to the climate survey portion of the report, Ms. Brantley said one complaint all her employees, is of the work space. She explained how five persons are working in the small office areas of the recreation center. The pay plan had also caused some concern, stating that cost of living is up, but there were no raises for her employees. Ms. Brantley also said volunteers could be used more in several areas, for example; if the groups who have adopted a park would become more involved in the maintenance of ~-~ the parks, it would save the city many man hours. Equipment loans between cities would help with the expenditure of funds for equipment. Ms. Brantley stated that Vehicle Maintenance is very important to her department, noting the equipment needs to be maintained and there are only two mechanics. She said that department needs more staff to keep all the city equipment up and running. There need to be more policies and procedures for all departments across the board, and all our jobs would be easier. Ms. Brantley said more training is needed and more work space. She suggested using Fire Station No. 3 for the parks crew and the chemical applicator, which would give them ample office space and storage space for equipment. This would not only give the parks crew and chemical applicator a "place to be", but it would enhance efficiency at the recreation center. The Aquatic Park needs tighter security, referring to a plan a few years ago to build an office space in front of the building with a view of the entire park. The situation really needs to be improved. LIBRARY - JOAN SVEINSSON Ms. Sveinss.On noted there were no recommendations in the report relating to the Library, probably because Andersen and Associates did not really see what the Library employees do since they visited while the Library was closed. Ms. Sveinsson said staffing is not adequate to ~ccomplish what needs to be done. The Library is not really a leisure / 6 related service, as the report states, rather it provides service to business people, students, etc. The recommendation regarding a technology plan is good. Ms. Sveinsson said there are several errors in the report regarding the Library and said the comparative data is not accurate. Ms. Sveinsson asked if the comments which had been made by employees and mailed to Andersen and Associates would be a matter of public record. It was noted that only the council received copies of those responses. Patti Hicks will check to determine if those responses will become public after the report is finalized. Ms. Sveinsson went on to state that there are things the staff wants help with from the council, such as quality equipment, instead of the cheapest equipment, the same information provided to department heads during a budget work session that is provided to the council, and she said the image for the Library must start with the council, then city hall, the Friends of the Library, the Library Board and the staff. FIRE DEPARTMENT - VAN MORRISON Chief Morrison said that he has caught flack from his staff because of the "survival mode" comment in the report, stating they do not want to hear things such as that. Chief Morrison said he has lost a firefighter to another city for more pay and his staff thinks he should have responded more aggressively because this employee left. Going on, Chief Morrison, said he often feels alienated from his own staff, because they think he is not asking for new equipment, more people, etc. Regarding the recommendations, Chief Morrison said number 35, which suggests that the City Manager and department managers should make an effort to raise their personal visibility within the city organization, is very important. The Chief said at one time, he made an effort to always stop by other departments often, but in recent months has not been doing that and thinks it would go a long way to improve overall relations between departments. All agreed that is something we need to improve upon. Chief Morrison went on to address recommendation number 7, stating this asked for clarification of the reporting relationship between the Fire Chief and the Fire Lieutenants. The Chief said he was not aware there was a problem in that area, but since the report, Dave Wallace has been removed from any supervisory responsibility !and the change is working well. POLICE DEPARTMENT - BRUCE STEWART Chief Stewart addressed the crosswalk guards, stating that this is approximately $70,000 per year plus what is paid in overtime to police officers who fill in when the crosswalk guards don't show up, (something which happens often). There was a general discussion regarding what other cities do in this regard. It was noted that some do not provide crosswalk guards at all, while in other cities, they are provided by the P.T.A. or by some other entity in the city. Discussion also about eliminating the crosswalk guards, but keeping the marked crosswalks on the street. Council generally agreed that Chief Stewart should look into either reducing the number of crosswalk guards, eliminating them 004{380 completely, or transferring the responsibility for them to another entity. ~-~ The recommendations included changing the organizational structure of the police department from 3 divisions to two divisions. Chief Stewart does not agree with that recommendation, noting' it will not save $10,000 as the report suggested, stating in fact, it will probably cost more, because if a sergeant is put in charge of CID, then every time he is called out when he is not on duty, he will be paid overtime, whereas, currently, the Lieutenant over CID is an exempt employee who does not receive overtime. Chief Stewart said he has already combined records and dispatch and that he has made several other small changes in the department since taking over as chief. He said that recommendation number 16 regarding reporting process and methods is already being improved and recommendation number 17 has been looked at and it is felt that the staffing deployment is appropriate. The Chief went on to say the percentages in the report are way off. Recommendation number 18, regarding investigative case management, is something he has been working on prior to the report. Chief Stewart said that shift assignments and days off are bid by seniority but noted that days off rotate and that there have not been any complaints. He went on to say the sergeants blotter will be changed and stated the sign technician has already been transferred to Public Works, noting all these things were mentioned in the report as needing attention. PLANNING, HEALTH AND ANIMAL CONTROL - BOB VAN TIL Mr. van Til said he does not think the report does what it was supposed to have done, noting there a~re several discrepancies in the report. With regard to the Organizational Climate, Mr. van Til said he apparently has trouble communicating his thoughts to his employees and he is working on correcting that problem. He went on to say he will be working on recommendation number 13, relating to specific program performance standards and measurement criteria as well as recommendation number 14 relating to improved management reporting systems linked to goals and objectives, in the Health Department and in Animal Control. Mr. van Til said recommendation number 19 is regarding Inspections, which is Mr. Cravens' department, but that he thinks the two inspectors might be better utilized if they worked in separate vehicles. With respect to recommendation 38 about the development policies, he said that area may very well be deficient, noting however, that he does try to accomplish these steps as quickly as possible. He said he is willing to look at the process and for ways to improve it, keeping in mind the economic development philosophy of the City Council. PUBLIC WORKS DIRECTOR - TOM CRAVENS Mr. Craven5 first talked about the recommendation to eliminate the water meter readers, noting these employees read meters two weeks out of the month, but they are used very heavily in other areas the rest of the month, noting these employees cannot be eliminated completely. Recommendation number 10 states the span of control for the Public Works Director may be approaching maximum. Mr. Cravens said this is not a 8 problem for him at this time, stating he likes to be close to his people, and thinks it would be a bad idea change the organizational structure at this time. Mr. Cravens said he also disagrees with the recommendation to do away with one building inspector, clarifying there are not two building inspectors, but one plumbing inspector and one electrical inspector, going on to say he hopes building in the city will increase. Also r,elating to building inspections, Mr. Cravens said the number of Certificate of Occupancy (G.O.) inspections vs building inspections is not correct, noting there is more than one inspec~tion made on each building that is constructed. He said the inspectors go out on large construction~ jobs daily, but did say he is looking into putting the two inspectors in separate vehicles for better coverage. Mr. Cravens said creating a position of Chief Inspector is nOt necessary. Mr Cravens said there are two Code Enforcement Officers, one 0f whom handles all the C.O.'s while the other handles the nuisances, regarding weeds, trash, etc. Mr. Cravens advised he has been working on a clean up of the city by initiating an Adopt and Alley program. Continuing to address the report, Mr. Cravens said it (the report) did not show everything that his departments do. He elaborated: Public Works - 16 employees - Street Division - 6 employees in street, alley, and sidewalk maintenance. There are 110 lane miles of streets and during last year 19,000 square feet of streets, 14,000 square feet of alleys and 13,000 square feet of sidewalk were repaired. Mr. Cravens said that years ago the city began repairing sidewalks, but now it is a low priority, being repaired only when it is considered a hazard. He said he would like to see that procedure change, noting that in 1987/88 there were ~24 people in this department and in 1992/93 there are 15. Mr. Cravens said some of fhe people went to Parks and Rec, and noted that his people do a lot of work with a little budget and few people./~ Drainage Division 3 people maintain 250 storm drains. INeed to improve equipment. City Maintenance Division - 6 people - maintain medians and 11 parks (30 acres). They pick up trash all over the city and last year picked up 4800 cubic yards of trash using 3000 garbage bags. These people also maintain city facilities. The employees in the Public Works department complain that they are asked to do too much. Mr. Cravens said he will be going back to all his departments to let them know about this retreat. Wastewater Treatment Plant - 11 employees the plant operates 24 hours a day 365 days a year. Water - 15 employees; 8 in Water Distribution and 7 at the Office Creek Pump Station. Mr. Cravens said he has very good employees in the water department. 00468 Inspections. Mr. Cravens said the surveys were done at a bad time and from what he can gather, (he was not employed here at the time) morale was low in the Inspections Department, but he noted it has improved. There are some space problems in this are, but there are changes being done right now and should be complete in about 3 weeks. Summarizing, Mr. Cravens said the Adopt-a-Park groups don't do much in their respective parks and he is going to meet with each group to get more input. The Vehicle Maintenance Dept. only has 2 mechanics and more are needed. The city needs a re-fueling truck which would decrease down time. Mr. Cravens said he has 8 - 10 employees who are at the top of their pay scale and have not received a raise in quite some time. Councilman Bogan said the public works vehicles are the most visible and always seem to look the worst, and asked for a program to improve them. Bill Hall said T.D.C. has a program to renovate vehicles and maybe we could use that program to revamp the public works vehicles. CITY SECRETARY - PATII HICKS Ms. Hicks ngted that there were no recommendations that specifically related to her department, however, she did state that although most of the recommendations may be good in theory, some of ithem quite simply will not work because of the personalities involved. Ms. Hicks acknowledged that personalities should not be the basis for restructuring an organization, but when it comes to actually implementing a plan, the people involved have to be considered. She did agree that our evaluation system and pay plan desperately need improving. Ms. Hicks also agreed that we must stop creating supervisory positions when a person has reached the top of their level. She said the biggest overall problem the city has is a lack of training particularly of supervisory personnel. Ms. Hicks went on to say the city has many people in supervisory positions that do not know how to supervise. Ms. Hicks advised that she reviewed the report with both her employees, who had totally opposite view points regarding it (report). One thought it was a waste of money while the other thought some of the recommendations were valid, however, both doubted that anything would be accomplished as a result of the study. The comment about employees who work outside of the city hall complex feeling like they are not treated as well as those who do work at the city hall complex was addressed by Ms. Hicks' employees and she was advised that certain employees refer to the complex as "snob hill". Ms. Hicks said the recommendatiOn regarding the city manager and department managers being more visible would probably go a long way to remedy those feelings. Bill Hall said he felt very good about the day, noting there had been good and bad comments and thatI the session had been very open. Mayor Manning suggested postponing Mr. Hall's comments about the report until Saturday morning and with no further business to address, Mayor Manning recessed the meeting at 8:10 p.m. 10 SATURDAY, FEBRUARY 13, 1993 - 8:30 a.m. - Meeting reconvened and the following items were addressed: GENERAL ADMINISTRATION - BILL HALL Bill Hall stated that of the 39 recommendations made by Andersen and Associates, staff had covered 27 on Friday, noting that 9 of those recommendations will be put into effect Tuesday, February 16, 1993. Mr. Hall then covered the following recommendations: 1. Create a consolidated department of Administrative Services. Mr. Hall said he doesn't think this would be in the best interest of those departments involved. 2. Transfer supervisory responsibility for Vehicle Maintenance to the new Administrative Services Dept. Mr. Hall noted that Vehicle Maintenance is by itself, a very specific department and that he doesn't think it is appropriate to put it under an administrative department, although he said he will look at this department in regard to an overall re-organization. 9. Eliminate one-on-one supervisory relationships where possible! Mr. Hall said this is something the staff has been trying to do, even before this report wag done, and that we realize there are still too many, noting he has visited with the individua! department heads where these situations are most prominent. 20. Avoid creation of new supervisory level positions. Mr. Hall advised some of these changes have already occurred, through attrition. 28. Develop complete general administrative guidelines and follow them. Several departments do have policies, but there have never been general, administrative policies prepared. Mr. Hall said this is being worked and on and read a partial list of items to be included in this manual. 35. City Manager and Department heads should make effort to raise visibility. Mr. Hall stated this did not need to be brought to his attention, noting that in the past he had much closer contact with all employees and that he would work on resolving this problem. 39. Technology Plan. Mr. Hall said among other things, there is a new phone system being installed at the Utility Building. Mr. Hall said item 23 and 36, financial dilemma and what to do regarding capital purchases, work in conjunction. He went on to say he is doing some research regarding the IBM property, which has an agricultural exemption, bringing the city $2800.00 per year in taxes. Mr. Hall said according to the tax rolls, the market value of the land is $16,000,000.00, and reminded everyone that just a few years ago, Matsushita looked into buying some of the IBM property for $60,000.00 an acre. Now accordingto the tax rolls the cost is only $14,000 to $16,000 an acre. Going on, Mr. Hall explained this land is not agricultural and that he has contacted Denton County regarding this matter and will be pursuing this. Mr. Hall said there is a possibility of going back further than the standard 5 year roll back from when the land changed use. He said this also involves school and county taxes, and feels sure those entities will support our efforts. With regard to saving money, Mr. Hall outlined several ways th{s can be done: 1. Contracting mowing instead of in-house 11 00468',: 2. Eliminate purchasing as many vehicles, by contracting with T.D.C. to do some maintenance on vehicles. 3. Privatize water meter reading, may reduce 1 person. 4. Subscription service for ambulance services Mr. Hall then referred to a memo he prepared for council several months ago outlining some alternative methods of revenue: 1. Fire Station 3 - Could be used as a public works facility, but it is really in the wrong place. Two years go it would have cost approximately $25,000 to move it and $22,000 to build one like it. Mr. Hall suggested the building could be leased for $450.00 a month and in 4 years be able to pay for a building for public works. Another option would be to sell the building and property and use the proceeds for a new public works building. 2. The city owns 12 acres next to the old animal shelter, on the lake, out of the flood plain, which is not being used and which does have access. If we sold the property for $1.00 per square foot, the revenue would be around $450,000.00 3. There are numerous other small tracts of land around the city that could be sold. Mr. Hall said if the city would pursue some of these options, it could put us in a better financial posture. Another source of revenue could be back taxes of $20,000 on the "purple house" (Etchison property). Moving on, Mr. Hall said Court was not specifically addressed in the report, but that staff does need direction from council on whether we have the best judge for our city or not. There was 'general discussion regarding a public works facility, and vehicle maintenance facility and a parks facility. Also discussed were the recommendations dealing with the City Manager's span of control and the relations between city departments. It was noted that the department heads, as well as the council need to be more visible. The philosoph~ of the city was also discussed. Mayor Manning stated that if an general employee is identified~ as not being a team player then they need to be cut loose. Mr. Hall explained the proc.~ss which the city must follow when firing an employee. 10:15 a.m. recess 10:35 a.m. reconvene At this time, the council gave their responses regarding the Andersen study. Mayor Manning asked that an organizational chart of the city with names be prepared and kept in the City Manger's office, going onto say employees need to know who they report to. The Mayor said too that there should be procedures for each department as well as the administrative polices and procedures, and that the procedures must be followed. Regarding the organization changes, Mayor Manning said he is concerned that the staff has not accepted any of the recommendations. He went on to say he believes the Administrative Services Dept is a good idea, maybe not today, but certainly in the future. 12 00 16;80 Mayor Manning also agreed with the recommendations for the police department re- organization. Mayor Manning said planning and goal setting is something we all want to do and went on to say multi year and annual forecasting is good, stating we really need a 3 year budget. The Mayor said he would like to see a synopsized version of the monthly activity reports. Mayor Manning also said he doesn't think we will ever have to open Fire Station 2 again, noting there may be a need for one in the south of the city or far north some day. Mayor Manning said he would like to see a comprehensive package for employee compensation, with a minimum cost of living along with merit on top, and stated he does not like step plans. Councilman Dillard said the whole idea of the study was to make the city more efficient and to save money. He said he has received many phone chlls from residents regarding the recent pay raises given to employees. He agrees that overall the city functions well, but noted that according to the comparative analysis, we are below !average in cost per capita, even though our taxes are higher. Councilman Dillard said We must show the citizens what we are doing with their money and we must save money this year as well as increasing revenues. The Councilman likes Mr. Hall's ideas regarding revenues and thinks they should be pursued. Councilman Dillard also said we need to streamline operation~s and reduce head count. He also wants to see a published time table regarding our actionS in response to the study. Councilman Dillard said he has no problem with any department head, but is concerned about next year with respect to money, not people. He said it is not good to make employees feel like money, but that is how we have to think. Councilman Agnew agreed with Mayor Manning concerning the organizational recommendations not being accepted by staff, stating he has no problem removing Personnel from the City Manager's supervisory control. He said all these recommendations come back to the pay plan and to being top heavy The Councilman went on to say we really need to get into the financial structure and those problems, stating he does not think a tax increase again this year would be good. Councilman Agnew said the department heads need to look at this report constructively, not personally, stating we must do something with this report. He also like, d Mr. Hall's ideas for increasing revenue and agreed the pay plan must be re-done. ~ Councilman Sharp said no one (staff) mentioned changing lhe organizational structure, stating that if we address these changes it will take care Of the "top heavy" problems. He went on to say we need to address the high priority recommendations first and start cutting at higher levels now, before the budget process begins, going on to say we can't wait on attrition. Councilman Sharp said our goals should not be pie in the sky but reachable, need, not want, type goals. He also agreed the pay plan must be re-done, noting this is a big job. Councilman Sharp said we should have a merit plan, and those with drive will succeed and those without, won't. Councilman Bogan said most of his thoughts had already been expressed, but he noted that city staff does a good job with minimum employees giving maximum service. He said we do well at a minimum cost but we can do better. Councilman Bogan said he agrees 13 004885 with 80% of the recommendations regarding the organizational structure. The Councilman also said if we don't get more sources of revenue, we are just blowing smoke, and went on to say he will not vote for a tax increase this year. Councilman Bogan said the city must function more efficiently no matter what it takes. Councilman Bogan said the department heads must take this back to the employees in a positive manner and that within a reasonable time (3-6 months) the city must do a follow-up report addressing each recommendation and whether they were enacted or not, and why or why not. This report must be published for the citizens information. He said we must talk about revenue and if we continue as in the past, we (the city) will go bankrupt. He agreed with Bill Hall's ideas, noting they are only a start. Councilman Marks said it is the responsibility of the department heads to report to their employees so .they will know the council and department heads are responding to the report and agreed a response should be done in 6 months. He said the council needs to make recommendations to the City Manager and then see if they can be implemented. Councilman Mark~ said he does not agree with all the organizational recommendations, stating the report i~ a recommendation, and some of the ideas may not work here. Councilmanl Marks also said the pay plan needs to be re-done, noting all employees do a good job with little money. He stated the council does not give enough direction, and maybe instead of asking what's wrong, we should ask what's right. He said we have talked about compensating employees who suggest good, cost saving ideas and that we should do that, not just talk about it. Continuing, Councilman Marks said the city has reached the point where we are not a "Good Ole Boy" city anymore, stating he has confidence in all department heads and that we need people who can be responsible for their departments and grow with the city. We need to be positive. Mayor Manning said he thinks overall the city does a good job, and all staff does a commendable job. All council agreed. At this time, Mayor Manning said we would go over goals from each department, with objectives on how to reach those goals. Hopefully, by the end of the day we will have a mission for the Whole city and where we will be in 5 years. Goals were~ addressed by each department head with input from council. (See Attachment "A"). With no furfher business to address, Mayor Manning adjourned the work session at 3:30 p.m. William W. Manning, Mayor Patti A. Hicks,TRMC, CMC/AAE City Secretary 14 OO' ou ATI'ACHMENT "A" (1) PARKS & REC 1. Consolidate policy and procedures manual. 2. Eastvale Park master plan. 3. Stewart Creek Park improvements/development/ 4. Renovate racquetball courts. 5. Complete bond funds. 6. Upgrade computer. 7. Place all parks under Park & Rec. 8. More office/storage space. 9. Realign staff for all parks. 10. Renovate Civic Center. 11. Add Athletic Coordinator. 12. Transform courtyard to classroom. 13. Photo I.D. 14. Review non-resident fees. 15. New Stewart Creek Park events. 16. Automate park entry. 17. Sell unused pocket parks. 18. Athletic field user fee. 19. Combined I.D. card with Library. 20. Irrigate all parks. 21. Field light timers. 00469X ATTACHMENT "A" (2) ~ 22. All mowing lin Park & Rec. 23. Review athletic park back of McDonald's. 24. Regional sports complex. 25. Outdoor basketball courts at Rec Center. 26. Better commitment from volunteers. 27. The Colony Centre (Civic Center). LIBRARY 1. Finalize policy and procedures manual. 2. On-line catalog - include in DIAL. 3. Computer users group (inter-city). 4. Big Mouth - phone message center. 5. CD-ROM. 6. Reduce processing/acquisition time. 7. Alternative funding. 8. Reorganize. 9. Pay plan. 10. Seasonal personnel. 11. City wide facility management - single point. 12. Repair builOing. 13. Patron survey. 14. Public relations/education. 15. Wide area network (city wide). 00469:Z ATTACHMENT "A" (3) 16. Internet access. 17. City sponsored BBS. 18. Add Circulation Clerk. 19. Add secretary. 20. Expansion of building. 21. Expanded hours and days. AQUATIC PARK 1. Sand lot volleyball. 2. Sunning deck. 3. Shade pavilion. 4. Mower. 5. Improve staffing. 6. Building improvement plan. 7. Privatization. UTILITY ADMINISTRATION 1. Cycle billing. 2. Privatization of meter reading. 3. Review meter reading process. 4. Develop utility monitoring programs (computer). 5. New phone system. 6. Remote collection site. 7. Additional service representative. 00 169 ATI'ACHMENT "A" (4) 8. Electronic cash processing (commercial software). 9. New computer network. 10. Reduce water rates. 11. Improve customer service. 12. 30 day pay. 13. Credit card pay. 14. Electronic funds transfer. 15. Average monthly billing. 16. Investigatiorl PERSONNEL 1. Revise performance system. 2. Revise pay plan. 3. Training. 4. Include service credit (foreign/military). 5. Quarterly meetings/supervisors. 6. Improve Employee Recognition Program. 7. Increase T.M.R.S. by 6% 8. Computer. ! 9. Commercial personnel software. 10. Physical fitness program. 11. Full time clerk. 12. City wide hiring/firing procedures. ATTACHMENT "A" (5) 13. Bonus plan/supervisors. ANIMAL CONTROL 1. Improve image. 2. Revise ordinance. 3. Reduce euthanasia. 4. Computer - voice mail. 5. Shelter improvements. 6. Policy and procedures manual. 7. Register 100% pets. 8. Automated renewals. 9. Privatization. 10. Higher visibility. 11. Take home policy. 12. Training. 13. Increase staffing. 14 .... service to community through education. CITY SECRETARY 1. Records management - implement. 2. Training. 3. Microfilm records. 4. City History - computer. 5. Complete training of Deputy City Secretary. 00469 ATTACHMENT "A" (6) 6. Charter in booklet form. 7. Charter election. 8. Books. 9. Scanner. PLANNER 1. Business incubator. 2. Recycling. l 3. Revenue shirring. 4. Capital Improvement Plan (streets, drainage, water, wastewater) 5. Performance based budgeting. 6. Grants program - all departments. '---' 7. Resource for small business. 8. Regional park/naming plan. 9. Solid waste management locally. 10. Revise impact fees. 11. Update surVey maps (G.I.S.) 12. Legislative Conduit. 13. Lobby representatives. 14. Update E.D.S.P. 15. Revise/update Park & Rec master plan. 16. City master plan. 0046.9° ATTACHMENT "A" (7) FINANCE 1. Maintain C.E.F.R. Award. 2. Improve budget presentation. 3. Improve/increase office space. 4. Laser printer. 5. Fixed asset inventory/identification. 6. Add purchasing agent/risk manager. 7. Safety/insurance program. 8. Utility office co-located with finance office. 9. Multi-year budget. 10. Compress budget approval process. 11. Join Texas innovation group. 12. Formalized purchasing procedures. 13. Policy and procedures manual. COURT 1. New judge. 2. Marshall. 3. Bill paying (utility). 4. Night court. 5. Improved collecting library fines. 00469' ATrACHMENT "A" (8) HEALTH 1. Community contact a) information packet b) educational program c) Denton County information made available 2. Permit process. 3. Upgrade inspection process. 4. Ordinance review/revision. 5. Policy and procedures manual. 6. Privatization. INSPECTIONS 1. Computer. 2. Training. 3. Consolidate to include engineering. 4. Streamline permits. 5. Proactive code enforcement. 6. Neighborhood organization assistance. 7. Adopt an alley. 8. Improved site plan procedures. 9. Code revisi6n. WASTEWATER 1. Computer. 2. Hold staff. AT~FACHMENT "A' (9) 3. Plant expansion. 4. Sludge disposal site. 5. Privatize operation a) sludge b) facility 6. Sell capacity to others. 7. Purchase capacity from others. 8. Regional plan. 9. New/emerging technology. WATER DISTRIBUTION/PRODUCTION 1. Repair jet truck. 2. Replace water/sewer lines. 3. Meter vaults - pumps. 4. Master plan. 5. Repainting overhead storage tank. 6. Additional capacity overhead. 7. Purchase additional capacity. 8. Eliminate well water. 9. Upgrade Eastvale. 10. Privatize meter reading. PUBLIC WORKS 1. Paige Road drainage. 2. Sutton Place drainage. ATTACHMENT "A" (10) 3. Crack sealing streets. 4. Street condition inventory (computer). 5. Button Paige Road. sidewalk maintenance revenue source. 6. Revise 7. Preventativ~ street maintenance. 8. Street overlay. 9. Bond issue. 10. Irrigation. 11. Trees. 12. Beautification. 13. Prepare water and wastewater for south of SH 121. 14. Engineering! department. 15. Utility sales~,to others. 16. Consolidati6n of offices/facilities 17. French drains. VEHICLE MAINTENANCE 1. Additional contract maintenance. 2. Computerized reporting. 3. Computer. 4. Privatization. 5. Additional employee (gofer). 6. Charge back to each department. 004',09 ATYACHMENT "A" (11) 7. Freon/oil recycling. 8. Vehicle appearance improvement. 9. T.D.O.C. for repairs. POLICE 1. Reserves expansion. 2. Repair old vehicles. 3. Add to fleet. 4. Computer network. 5. Department software. 6. Firing range. 7. Personnel evaluation. 8. Training (Field Training Officer) 9. Policy and Procedures manual revision. 10. Review pay plan. 11. K-9 12. Increase level of asset forfeiture from drug seizure. 13. Lose crosswalk guards. 14. New P.D. facility. 15. Upgrade/add equipment. 16. Create traffic division. 17. Public service officer. 18. Trade/sell S.W.A.T. stuff. 00470 ATI'ACHMENT "A" (12) 19. Police Explorers. 20. Ride-along policy. 21. Increase community involvement. 22. Eliminate take home of vehicles. 23. Upgrade communication. GENERAL ADMINISTRATION 1. Investigate additional revenue sources. 2. Organizational restructuring. 3. Complete review of taxing status. 4. Expand computer network. 5. Updated phone system. 6. Administration FAX. 7. Council sound system. 8. Electronic voting. 9. P/O 10. Policy and Procedures manual. 11. Citizen response card (mailed). 12. Additional lkft turn off FM 423 west on to N. Colony. 13. Additional ~ity wide clean up day. 14. Technology plan (STD networks). 15. Repair/re-key city locks. 16. Bring buildings up to code. ATTACHMENT "A" (13) 17. Investigate 1/2 cent sales tax for property tax. 18. Establish economic development corporation. 19. Promote 1/2 cent sales tax for economic development. 20. Formal report to public for study. 21. Continue good neighbor policy with other cities. 22. Investigate any annexation possibilities. 23. Community marquee. 24. Master plan for development of all undeveloped land. FIRE 1. Training. 2. Overtime for paramedics 3. Enlist Wynnewood Haven's support to prevent loss of county funds. 4. Public relations. 5. Increase school fire prevention program. I 6. Computer/subscription EMS. 7. Future stations. 8. Golf course needs. 9. New engine. 10. New ambulance. 11. Mobile command post. 12. Emergency management training. 13. Privatize EMS. 00470~ ATTACHMENT "A" (14) .---.. 14. Regionalizalion of fire services. 15. Underwater recovery team.