HomeMy WebLinkAbout2004.0209.TCWSM.PacketN NOTICE OF THE
o'`WORK STUDY SESSION
3 0.
OF THE FOUNTAIN HILLS TOWN COUNCIL
�tbat is
Mayor Wally Nichols
Vice Mayor Rick Melendez
Councilwoman Leesa Stevens
Councilman Mike Archambault
Councilwoman Kathleen Nicola
Councilman John Kavanagh
Councilwoman Susan Ralphe
WHEN: MONDAY, FEBRUARY 9, 2004
TIME: 5:00 P.M. — 7:00 P.M.
WHERE: COMMUNITY CENTER
13001 N. LA MONTANA DR. (BALLROOM #1)
`'" • CALL TO ORDER AND ROLL CALL— Mayor Nichols
ALL ITEMS LISTED ARE FOR DISCUSSION ONLY. NO ACTION CAN OR WILL BE TAKEN. The primary purpose of
work session meetings is to provide the Town Council with the opportunity for in-depth discussion and study of specific subjects.
Public comment is not provided for on the Agenda and may be made only as approved by consensus of the Council. In appropriate
circumstances, a brief presentation may be permitted by a member of the public or another interested party on an Agenda item if
invited by the Mayor or the Town Manager to do so. The Presiding Officer may limit or end the time for such presentations.
1.) REVIEW AND DISCUSSION of the Council and Management goal setting retreats.
2.) ADJOURNMENT.
DATED this 30t' day of January, 2004 '
Bevelyn J. Bender, T,own Clerk
The Town of Fountain Hills endeavors to make all public meetings accessible to persons with disabilities. Please call 837-2003
(voice) or 1-800-367-8939 (TDD) 48 hours prior to the meeting to request a reasonable accommodation to attend this meeting or to
obtain agenda information in large print format.
pporting documentation and staff reports furnished the council with this agenda are available for review in the Clerk's office.
E:\C1erk\AGENDAS\WS\2004\Work Session 2-09-04.doc Page 1 of 1 Last printed 1/30/2004 1:55 PM
LATSHAW & ASSOCIATES
MEMORANDUM
TO: Timothy Pickering, Town Manager, Town of Fountain Hills
FROM: Janet B sa atshaw & Associates
SUBJECT: Consolidate Report
DATE: January 30, 2004
Attached is an unbound copy of the Consolidated Report for you to distribute to Town Council and staff
in next week's packets. Sue told me she normally makes two-sided copies of high -volume items, so I
inserted blank sheets to allow for proper paging.
Since David and I were not able to meet with you yesterday, we only made the changes we felt you'd be
completely comfortable with. Following is a list of these changes. Please call either David or me before
the end of today if you find something that we overlooked.
Fire service contingency plan (Imp. Plan # 1)
■ Added the Assistant Town Manager to the support team (as you did with the strategic plan
goal).
Revenue ballot measure (Imp. Plans #5 and #5A)
■ Inserted a note in the budget charts rather than the salary for the Public Information Officer.
(The full cost of the Public Information Officer was already shown in the public information
program goal.)
■ Added a footnote to the budget chart for #5A pointing out the differences in this alternate
schedule.
■ Added a note to the budget chart for #5A noting that ballot costs would not be incurred until
FY 2005-2006.
Communijy strategic plan (Imp. Plan #6 and #6A)
■ Added the Intern cost of $4,000 to the one-time budget columns only. Also, did not show
any fringe benefits for the Intern position. (We're rounding to the nearest thousand dollars
and the FICA is only—$300).
■ Added a footnote to the budget chart for #6A pointing out the differences in this alternate
schedule.
■ Deleted the "aggressive schedule" bullet point under the "Implementation Issues" section of
#6A since the schedule was extended to May 2005.
attachment
CONSOLIDATED REPORT
TOWN COUNCIL GOAL -SETTING RETREAT
JANUARY 6-71,2004
0
MANAGEMENT RETREAT
JANUARY 20-21, 2004
Prepared for:
TOWN OF FOUNTAIN HILLS, ARIZONA
January 30, 2004
LATSHAW
&ASSOCIATES
Advancing Council Manager
Relations and Performance
16124 E Andrew Dr.
Fountain Hills, AZ 85268
(Tel) 480-836-8456 (Fax) 480-836-7247
David C. Latshaw, President
TABLE OF CONTENTS
RetreatOverviews.......................................................................................................................... 1
Mission, Vision and Values........................................................................................................... 5
Goalsfor FY 2004 — 2005............................................................................................................. 9
Implementation Plans for FY 2004 — 2005 Goals....................................................................... 10
FY 2004 — 2005 Goal Implementation Summary........................................................................ 35
PerformanceReporting Process................................................................................................... 36
Attachments: ................................................................................................................................. . i i
Town Council Pre -Retreat Planning Questionnaire
Town Council Responses to Pre -Retreat Planning Questionnaire
RETREAT OVERVIEWS
As a means of enhancing overall organizational performance, the Town Council of Fountain
Hills, Arizona (Council) determined that it wanted to be more proactive in preparing and
planning for the development of the Town's FY 2004 — 2005 budget. Since organizational
staffing had been reduced by more than 30% in the past year due to severe financial pressures,
the Council felt an obligation to clearly delineate to staff and the community their key goals and
priorities for the coming year.
To meet this objective, the Town contracted with Latshaw & Associates (Facilitator) to facilitate
two (2) retreats. The first was a Town Council Goal -Setting Retreat, aimed at identifying
Council's 5-10 top goals for FY 2004 — 2005. The second was a Management Retreat, designed
to develop the specific implementation plans necessary to carry out the goals established by the
Council.
Town Council Goal -Setting Retreat
The Town Council Goal -Setting Retreat was held on January 6-7, 2004 at the Scottsdale Resort
and Conference Center. In attendance were:
Council Members
Wally Nichols, Mayor
Rick Melendez, Vice Mayor
Mike Archambault
John Kavanagh
Kathleen Nicola
Susan Ralphe
Leesa Stevens
Management Staff
Tim Pickering, Town Manager
Julie Ghetti, Accounting Supervisor
Captain John Kleinheinz, Maricopa County Sheriff's Office
Andrew McGuire, Town Attorney
Mark Mayer, Director of Parks, Recreation/Community Center
Sue Stein, Executive Assistant
Tom Ward, Director of Public Works
Latshaw & Associates Page 1
The Council and staff set a positive tone for the retreat through their initial discussion on what
1*01 message they wanted to send to the community and Town organization as a result of their efforts.
They concluded that they wanted to clearly demonstrate that:
■ They are an effective leadership team.
■ They are serious about making joint efforts that produce desired results.
■ They take seriously the need for insightful and proactive planning, both short and
long-term, in order to avoid falling into a "ready, fire, aim" mode of action.
■ They have a firm grasp of those issues that are most important.
■ They are able to develop practical and achievable goals to address those issues for
which the community can hold them accountable.
The Council and management staff began their work by reviewing the responses provided by
Council to a Pre -Retreat Planning Questionnaire that the Facilitator had asked them to complete.
Copies of both the Pre -Retreat Planning Questionnaire and Council's responses are attached.
They then reviewed the draft vision statements for both the community and the organization that
were drafted by the Facilitator based on Council's responses. These vision statements were
discussed and revised until the Council was satisfied with the end products. The retreat
participants likewise reviewed and revised the Town's organizational mission statement and
went through an exercise designed to identify the Town organization's core values. The
resulting mission, vision and values statements are presented on pages 5-8.
The Town Council then went through an in-depth examination and discussion of the various
problems, challenges and opportunities that they had identified on their Pre -Retreat Planning
Questionnaires as being the most important to the community. After clarifying each one, the
Council "culled" the issue list down to a manageable group that they could discuss in greater
depth. Seven (7) specific goals for FY 2004 — 2005 were identified as a result of these
discussions and are presented on page 9.
During the latter part of the retreat, Council and staff discussed any "qualitative" measures of
success that staff should be aware of when developing implementation plans to carry out the
Council's goals. The Town Manager also outlined the performance reporting process that he and
staff intend to utilize as a means of keeping the Council apprised of the progress being made in
implementing Council's goals. He indicated the reports would also reflect any obstacles or
unanticipated events that might have an adverse effect on the implementation plans.
Latshaw & Associates Page 2
Management Retreat
The Town's Management Retreat was held on January 20-21, 2004 at the Scottsdale Resort and
Conference Center. Management staff in attendance were:
Tim Pickering, Town Manager
Molly Bosley, Planning and Zoning Administrator
Donald Clark, Parks Supervisor
Samantha Coffman, Community Center Supervisor
Julie Ghetti, Accounting Supervisor
Bryan Hughes, Recreation Supervisor
Captain John Kleinheinz, Maricopa County Sheriff's Office
Joan McIntosh, Human Resources Administrator
Tony Marchese, Street Superintendent
Mark Mayer, Parks and Recreation/Community Center Director
Sergeant Charles Siemens, Maricopa County Sheriff's Office
Tom Ward, Public Works Director
Fire Chief Mark Zimmerman, Rural Metro Fire Company
What was to have originally been a Department Directors Retreat evolved into a Management
Retreat after the Town Manager and department directors determined there would be significant
advantages to expanding the list of retreat participants to include other management personnel.
These advantages included providing them an opportunity to:
■ Be exposed to the process of administrative planning,
■ View the key issues facing the organization and the community in a greater context,
■ Enhance their professional development, and
■ Get to know other members of the management staff better.
Throughout the retreat, various team building exercises were conducted as time permitted.
Emphasis was placed on enhancing communications; fully utilizing the knowledge, skills and
abilities of all team members; understanding the impact of "group think" and the value of
listening with empathy; and recognizing the benefits of taking the time to "notice" the things that
help build strong working relations.
The management staff also reviewed the mission, vision and value statements developed at the
Town Council Goal -Setting Retreat. They discussed their applicability and some key questions
that should be considered when communicating them to the organization. Underlying this
discussion was the notion that, if these are to be more than merely statements, it is incumbent on
the leadership of the organization to find ways to bring them to life and make them a part of the
Town's organizational culture.
Latshaw & Associates Page 3
The major concentration of the retreat, however, was a thorough examination of each goal
„ established by the Town Council for FY 2004-2005. In order to provide all staff with the
foundation needed to develop implementation plans, the Town Manager began by summarizing
the discussions from the Town Council Goal -Setting Retreat that lead up to the establishment of
each goal. The management staff then followed a structured process developed by the facilitator
to develop the implementation plans. These plans are presented on pages 10-34. A goal
implementation summary that shows the total estimated budgetary requirements and timeline for
all seven goals is presented on page 35.
The performance reporting process that will be utilized to keep the Council apprised of progress
being made in implementing the goals and any obstacles that have been encountered was also
discussed. A description of this reporting process is presented on page 36.
The Town Manager and department directors reserved the afternoon of the second day of the
retreat for a discussion on organizational matters. The concern, dedication and commitment that
were shown for the organization and each other came through very clearly. This discussion did
highlight, however, how much all employees have been impacted by the severe financial
constraints facing the Town. Despite these considerable obstacles, the Town Manager and
department directors were determined to take as many steps as possible within their span of
control to deal with the inevitable issue of organizational morale that typically accompany these
circumstances. The level of communication and the understandings reached during this portion
of the retreat served as the best example of what a "team" approach can yield.
Latshaw & Associates Page 4
MISSION, VISION AND VALUES
Following are the mission, vision and values statements that were developed at the Town
Council Goal -Setting Retreat.
MISSION STATEMENT FOR THE ORGANIZATION
The Town of Fountain Hills' purpose is to serve the best interests of the community by:
providing for its safety and well-being;
respecting its special, small-town character and quality of life;
providing superior public services;
sustaining the public trust through open and responsive government; and
maintaining the stewardship and preservation of its financial and natural resources.
In four words, serve, respect, trust, stewardship.
COMMUNITY VISION STATEMENT
The Town of Fountain Hills will be a safe and environmentally sound community whose
residents value its sense of closeness, special character and "small town" feeling. The richness
of the community's overall quality of life will be further exemplified by its family orientation,
diversity of neighborhoods and the conservation, preservation and maintenance of the natural
heritage and visual beauty of the surroundings.
This general atmosphere is indicative of the strong values and commitment the citizens and
Town of Fountain Hills have to the following principles:
Community Involvement and Communication
The Town of Fountain Hills will be committed to reaching out, involving and drawing upon the
talents and abilities of its people. Its long-term tradition of volunteerism will continue to be
promoted and facilitated, both in and out of government. Efforts will also be made to involve
those residents who do not typically participate in community affairs. Dynamic and creative
public information and government access channel programming will be carried out to foster
understanding of the wide range of issues and opportunities occurring within the community.
Finance
The Town of Fountain Hills will continue to be a fiscally conservative and financially sound
community. Efforts to diversify the Town's revenue base and maintain prudent financial policies
in order to provide the services and programs the community requires in the most cost -beneficial
and effective manner possible will continue.
Latshaw & Associates Page 5
M
Public Safety
The Town of Fountain Hills will have integrated public safety services that are dependable for
the long term, where all feel secure and confident in the delivery of highly responsive and
reliable police, fire and emergency services aimed at protecting persons and property.
Town Facilities
The Town of Fountain Hills will have Town/civic facilities that meet the needs of the
organization and the community and is financed in the most cost -beneficial manner consistent
with the Town's long-range financial capabilities.
Open Space
The Town of Fountain Hills will continue to preserve and protect its natural environment and
serve as a good steward of the mountain preserve and washes. As a result of insightful planning
and decision -making, the Town will provide its citizens and future generations with a secure
environmental heritage that is achieved through strategic purchases within the Town's financial
capability and/or annexation of available State Trust land.
Business and Economic Development
The Town of Fountain Hills will work in active partnership with the Chamber of Commerce and
other community business interests to plan for, develop, market and support a vibrant business
community throughout the Town that is attractive and inviting to visitors and residents alike.
Additionally, the Avenue of the Fountains and Fountain Lake areas will be creatively integrated
with the development of the downtown. Retail shops, restaurants and other businesses will
benefit from a series of well -planned special events and activities that are consistent with the
theme created for the downtown.
Land Development and Infrastructure Maintenance
The Town of Fountain Hills will manage its land development in such a way that the natural
beauty of the community is maintained. The Town's infrastructure and other facilities will
reflect a community that takes great pride in itself.
Parks and Recreation Programs and Facilities
The Town of Fountain Hills will provide clean trail systems, athletic fields, parks and other
amenities that offer a variety of active and passive recreational opportunities for residents and
visitors of all ages. A broad spectrum of evening and weekend activities will be offered in and
around Fountain Lake and the performance pad, which will contribute to the community's family
orientation, small town charm and business interests.
Latshaw & Associates Page 6
ORGANIZATIONAL VISION STATEMENT
The Town of Fountain Hills will continue to be a fiscally conservative government that
strategically plans and prioritizes the vital service and program needs of the community and
provides the appropriate funding to meet them. The Town Council and staff will be aided in this
endeavor through the input provided by the general public and the Town's many advisory boards
and commissions, which help keep the Town government in tune with the views and opinions of
its citizenry.
The Town government is committed to the following principles:
Customer Satisfaction and Communication
The Town Council and staff will be friendly, responsive and dependable in providing the highest
level of service possible to its customers. The Town government organization will more fully
develop its ability to communicate with its citizens and bring about a broader understanding of
Town government issues through the wide scale development of public information, including
government access channel and web site programming.
Ory-anizational Development and Staffing
The Town Council believes that the employees of the Town are its most important resource, and
through them the Town's mission and vision will be accomplished. The Town will support them
with dignity, respect and fairness.
Additionally, the Town will seek to provide for the high morale of its employees by valuing
them and making every reasonable effort to maintain appropriate staffing levels required to meet
the organization's goals and objectives. Efforts will also be made to attract and retain talented
staff by ensuring the organization provides:
■ Recognition for performance excellence,
■ A professional and suitable work environment,
■ A fair and competitive compensation and benefit package that is regularly reviewed,
■ Opportunities for employees at all levels in the organization to have input on important
issues affecting their work,
■ Career and succession planning geared to meet both the organization's need to maintain
appropriate back-ups for key positions and employees' career objectives,
■ A multi -task organizational environment where employees will be encouraged to participate
in cross -training programs that provide the potential for promotional and/or lateral career
advancement, and
■ Well -planned training, educational, and professional development opportunities that are
designed to broaden the knowledge and experience needed to carry out job functions and
requirements.
Latshaw & Associates Page 7
ORGANIZATIONAL VALUES
The Town of Fountain Hills, in the pursuit of its vision and mission, will at all times be guided
by the following values:
■ The promotion of a nurturing, family oriented staff environment;
■ The responsive, respectful and professional delivery of services at all levels;
■ The stewardship of natural resources and careful management of the aesthetic quality
of the Town;
■ The promotion of the Town's reputation as a unique and attractive community that
has maintained its small town character;
■ The oversight and accountability of the Town's fiscal resources;
■ Character, which includes honesty, trust, integrity, ethical behavior and
accountability;
■ Respect for ourselves, family, friends, staff and constituents and the fair treatment of
all;
■ Representative government and accountability, which includes being responsive to
community wants and needs through accessibility, open government, vision and
effective planning; and
■ Efficient, ethical, professional public service and the adherence to high moral
standards.
Latshaw & Associates Page 8
GOALS FOR FY 2004 - 2005
Following are the seven (7) goals for FY 2004-2005 that were established by the Fountain Hills
Town Council at its Goal -Setting Retreat. They are listed in the order in which they were ranked
for discussion purposes.
■ Develop an operational contingency plan for fire service.
■ Monitor and analyze the impact of the pending State Trust Land ballot
measure regarding preservation. Additionally, work with State Trust Land
staff to properly plan for the annexation and development of the adjacent
parcels.
■ Develop and present a comprehensive public information program.
■ Conduct a financial analysis of the potential impact of the water issue on the
`�••� Town's long-range financial projections.
■ Prepare, if warranted, a revenue ballot measure that is consistent with the
findings and recommendations of the community strategic plan, no earlier
than May 2005.
■ Complete a community strategic plan by November 2004.
■ Develop a succession plan staffing analysis and appropriate recommendations.
Latshaw & Associates Page 9
IMPLEMENTATION PLANS FOR FY 2004 - 2005 GOALS
Following are the implementation plans that were developed at the Management Retreat for the
seven (7) goals established by the Town Council for FY 2004-2005. An index is provided below
for ease of reference.
It is important to note that the following two goals proved to be somewhat problematic during
the course of management staff s implementation analysis:
■ Community Strategic Plan
■ Revenue Ballot Measure
Of particular concern was whether the objectives for these goals could be realistically achieved
within the timeframes that were discussed at the Town Council Goal -Setting Retreat.
Accordingly, after considerable discussion, staff decided that they should present Council with
two implementation plans for each of these two goals - one showing what can be achieved
within the timeframes discussed at Council's retreat and an alternative that is recommended by
staff. At its February 10, 2004 work session, Council will be asked to determine which of these
plans staff should utilize in preparing their annual work plans and the budget for FY 2004-2005.
To ensure Council's full understanding of the complexities associated with the implementation
of each goal, management staff identified the potential implementation issues that would need to
be addressed. They also identified policy issues that Council will need to address as part of the
implementation process and noted any other pertinent information of which Council should be
aware.
Implementation
Plan #
'on
Operational Contingency Plan for Fire Service
Page-
1
11
2
State Trust Land — Ballot measure/plan for annexation and development
13
3
Public Information Program
16
4
Financial Analysis — potential impact of water issue
19
5
Revenue Ballot Measure
(timeframe discussed at Goal -Setting Retreat)
21
5A
Revenue Ballot Measure
(staffs recommended time ame)
24
6
Community Strategic Plan
(time ame discussed at Goal -Setting Retreat
27
6A
Community Strategic Plan
(staffs recommended time ame)
30
7
Succession Plan Staffing Analysis
33
Latshaw & Associates Page 10
"%W
IMPLEMENTATION PLAN #1
GOAL
Develop an operational contingency plan for fire service.
OBJECTIVES:
■ Ensure the uninterrupted provision of fire and emergency services to the Fountain Hills
community in the event that the Rural Metro Fire Company determines that it will no longer
contract with the Town for these services
POTENTIAL IMPLEMENTATION ISSUES TO BE ADDRESSED:
■ The development of an operational contingency plan at current cost level is not likely
■ Union issues/recognition
■ Feasible regional alternatives may be limited
MAJOR ACTION STEPS
Beginning
Month
Ending
Month
Town Council outreach to similarly situated communities
February 2004
March 2004
Research alternatives to determine feasibility, probable costs
and timeline for implementation
March 2004
December 2004
Recommend most feasible option
January 2005
January 2005
POLICY ISSUES THAT TOWN COUNCIL WILL NEED TO ADDRESS:
N/A
PRIMARY RESPONSIBILITY FOR IMPLEMENTATION:
■ Town Manager
SUPPORT TEAM:
■ Assistant Town Manager — research alternatives
■ Accounting Supervisor — develop cost estimates
■ Human Resources Administrator — develop an analysis regarding potential compensation, fringe
benefits and other personnel matters relating to fire operations
■ Rural Metro Fire Chief — provide technical assistance
Latshaw & Associates
Page I 1
ESTIMATED BUDGETARY REQUIREMENTS:
Below are estimates of the fiscal and human resources, if any, that would likely be required in the FY
2004-2005 annual budget in order to implement the goal (rounded to the nearest thousand dollars). These
estimates will be refined through the budget development process as more data becomes available and as
implementation issues are discussed with Council.
Budget
Description
One -Time
Annual
Category
Costs
Costs
One-half of salary for Assistant Town
$30,000-
Salaries and Wages
Manager
$40,000
One-half of benefits for Assistant Town
$10,000-
Frin a Benefits
Manager estimated at 33% of salary
$13,000
Contracted Services
Equipment & Other
Operating Costs
$40,000-
TOTAL
$ 0
$53,000
OTHER PERTINENT INFORMATION REGARDING IMPLEMENTATION:
Alternatives to be evaluated for feasibility will include:
■ Formation of a municipal department
■ Contracts with the City of Scottsdale, Rio Verde, Fort McDowell and/or subscription service
providers
■ Merger with existing fire district
■ Formation of a regional fire department
■ Formation of a volunteer fire department
PERFORMANCE MEASURES:
■ Adherence to timeline
■ Development of feasible contingencies
■ Ensuring appropriate staffing levels (if required)
■ Low employee turnover (of firefighter positions)
■ Contingency plan is realistic, attainable and can be smoothly and cost effectively implemented
■ Contracts (IGAs) with other entities
Latshaw & Associates Page 12
IMPLEMENTATION PLAN #2
GOAL
Monitor and analyze the impact of the pending State Trust Land ballot measure regarding
preservation. Additionally, work with State Trust Land staff to properly plan for the
annexation and development of the adjacent parcels.
OBJECTIVES:
■ Annex and plan for development of State Trust Land
■ Obtain written commitment from State to allow for planning and annexation
■ Analyze and interpret the State's ballot measure
■ Develop a good working relationship with State Trust Land staff
■ Work cooperatively with developers interested in the development of parcels
■ Keep the Town Council and public apprised of the progress being made toward
the annexation and development of State Trust Land
POTENTIAL IMPLEMENTATION ISSUES TO BE ADDRESSED:
■ Responsiveness from State has not been as timely as expected
■ Developer resistance to building in Fountain Hills
■ County could rezone land
■ Resistance to development by neighbors
■ Attaining set -asides for recreational purposes
■ Water availability
■ Hiring of a consultant to prepare a development plan
MAJOR ACTION STEPS — STATE BALLOT
MEASURE
Beginning
Month
Ending
Month
Contact the Arizona League of Cities and Towns to obtain
information on pending State Trust Land ballot measure
February 2004
February 2004
Obtain copy of pending State Trust Land ballot measure
TBD
TBD
Analyze and interpret the ballot measure's impact on Fountain
Hills
TBD
TBD
Provide report on ballot measure to Town Council
TBD
TBD
NOTE: The timeframes in the above chart are labeled TBD (to be determined) until more
detailed information can be obtained from the Arizona League of Cities and Towns.
Latshaw & Associates Page 13
MAJOR ACTION STEPS — ANNEXATION AND
DEVELOPMENT
Beginning
Month
Ending
Month
Submit letter to State Trust Land staff requesting planning and
annexation
October 2003
October 2003
Respond to alternate development proposals
January 2004
Ongoing
Establish relationship with State Trust Land staff
January 2004
February 2004
Advise State Trust Land staff of Town's deadline for
receiving their authorization to proceed
February 2004
February 2004
Submit monthly reports to Town Council
February 2004
Ongoing
Keep State legislators apprised of progress
February 2004
Ongoing
Obtain response from State Trust Land staff. If not received
in a timely fashion, then seek assistance from State legislators
February 2004
February 2004
Consider hiring a consultant to prepare a development plan
March 2004
July 2004
Prepare development plan with input from Planning
Commission and State Trust Land staff
July 2004
February 2005
Planning Commission and Town Council approve
development plan
March 2005
March 2005
Prepare alication for annexation
Aril 2005
Aril 2005
Obtain State approval of development plan and application for
annexation
May 2005
May 2005
Work through annexation process
May 2005
December 2005
Annexation achieved
December 2005
1 December 2005
POLICY ISSUES THAT TOWN COUNCIL WILL NEED TO ADDRESS:
■ Hiring of a consultant to prepare a development plan for the State Trust Land
■ Approval of the development plan for State Trust Land
PRIMARY RESPONSIBILITY FOR IMPLEMENTATION:
■ Planning and Zoning Administrator
SUPPORT TEAM:
■ Director of Parks, Recreation and Community Center — represent park interests
■ Director of Public Works — oversight/guidance
■ Rural Metro Fire Chief— logistics
■ Town Engineer — assist in plan development
■ Public Information Officer - assist with public information
■ Planning Commission — provide input as the development plan is prepared
Latshaw & Associates Page 14
ESTIMATED BUDGETARY REQUHIEMENTS:
Below are estimates of the fiscal and human resources, if any, that would likely be required in the FY
2004-2005 annual budget in order to implement the goal (rounded to the nearest thousand dollars). These
estimates will be refined through the budget development process as more data becomes available and as
implementation issues are discussed with Council.
Budget
Description
One -Time
Annual
Category
Costs
Costs
Salaries and Wages
To be completed by existing staff
Fringe Benefits
Consultant to provide technical assistance in
$ 50,000 -
Contracted Services
preparing the development plan
$100,000
Equipment & Other
Operating Costs
$ 50,000 -
TOTAL
$100,000
$ 0
OTHER PERTINENT INFORMATION REGARDING IMPLEMENTATION:
Steps to establish a relationship with State Trust Land staff include:
■ Send a follow-up letter from the Mayor (staff will draft) introducing new Planning and Zoning
Administrator and inquiring about the status of the Town's request for planning and annexation
■ Meet with State Trust Land staff
■ Provide State Trust Land staff with a tour of the property
■ Advise of Town timetable for plan development
■ Prepare draft response for State Trust Land signature
PERFORMANCE MEASURES:
■ Whether monthly updates to the Town Council appropriately meet their information needs
■ Town Council's approval of the development plan as submitted
■ Effective working relationship with State Trust Land staff established
■ Annexation approved by State Trust Land staff
Latshaw & Associates Page 15
IMPLEMENTATION PLAN #3
GOAL
Develop and present a comprehensive public information program.
OBJECTIVES:
Provide accurate and timely information that keeps the public well informed on important
government issues, services and programs
POTENTIAL IMPLEMENTATION ISSUES TO BE ADDRESSED:
■ Lack of staff expertise/capacity to adequately carry out the public information programs
envisioned by the Town Council
■ Ability to quickly fill the requested Public Information Officer position so that his/her expertise
can be utilized in carrying out Town priorities
MAJOR ACTION STEPS
Beginning
Month
Ending
Month
Develop job description
May 2003
May 2003
Develop year I work plan
February 2004
February 2004
Request and obtain budget approval for new Public
Information Officer position
May 2004
May 2004
Advertiseposition/hire Public Information Officer
July 2004
November 2004
Begin implementation of year I work plan
November 2004
Ongoing
Public Information Officer develops comprehensive public
information policies and procedures manual
November 2004
oinTown
Manager approval of public information policies and
rocedures
November 2004
tOn
oin
POLICY ISSUES THAT TOWN COUNCIL WILL NEED TO ADDRESS:
■ Approval of a Public Information Officer position
PRIMARY RESPONSIBILITY FOR IMPLEMENTATION:
■ Town Manager/Public Information Officer
Latshaw & Associates Page 16
SUPPORT TEAM:
■ Human Resources Administrator — provide job description, salary range and hiring assistance
■ Town Council's Executive Assistant — provide technical/clerical assistance
■ Department Directors — provide facts and details about operational matters
■ Recreation Department Executive Assistant — provide technical assistance in producing
publications
ESTIMATED BUDGETARY REQUIREMENTS:
Below are estimates of the fiscal and human resources, if any, that would likely be required in the FY
2004-2005 annual budget in order to implement the goal (rounded to the nearest thousand dollars). These
estimates will be refined through the budget development process as more data becomes available and as
implementation issues are discussed with Council.
Budget
Description
One -Time
Annual
Category
Costs
Costs
$50,000 -
Salaries and Wages
Public Information Officer
$60,000
Benefits for Public Information Officer
$17,000 -
Frin a Benefits
estimated at 33% of salary
$20,000
Contracted Services
Publishing of annual report, pamphlets and
Equipment & Other
mailings, Channel 11 equipment and filming
$20,000-
O eratin Costs
supplies
$10,000
$50,000
$ 87,000-
TOTAL
$10,000
$130,000
OTHER PERTINENT INFORMATION REGARDING IMPLEMENTATION:
Year 1 work plan will include:
• Establish a cooperative working relationship with the media
■ Write press releases, send media alerts and be media contact for:
■ Explaining Town financial condition
■ Community strategic plan development
■ Water issue
■ Progress being made on State Trust Land issue
■ Fire service and related operational contingency plan development
■ Construction of performance pad, skate park and Civic Center Phase II
■ New sign regulations /enforcement issues
• Serve as media spokesperson on "hot topics"
Latshaw & Associates Page 17
OTHER PERTINENT INFORMATION REGARDING IMPLEMENTATION (continued):
■ Write monthly "Manager's Report" for publication in newspaper
■ Develop an easy to understand "Our Government" column for publication in the "Compass"
newsletter
■ Complete Channel 11 intergovernmental agreement paperwork and establish citizen advisory
group
■ Develop tools to measure the effectiveness of communications
■ Develop Public Service Announcement (PSA) and other public information policies
■ Evaluate and make recommendations to Information Technology (IT) staff for upgrades to
Channel 11 and Web site
• Evaluate, make changes and improvements, and write articles for "Compass" newsletter; increase
the number of newsletters issued per year
■ Evaluate the feasibility of publishing an annual report
■ Develop a fact sheet and topical project summary for each department
PERFORMANCE MEASURES:
■ Reach 40% - 50% of the public
• Double the amount of programming on Channel 11
■ Reduce number of errors in newspaper articles
■ Number of articles in newspaper covering important Town issues/events
■ Town Council's level of satisfaction with public information program
Latshaw & Associates Page 18
IMPLEMENTATION PLAN #4
GOAL
Conduct a financial analysis of the potential impact of the water issue on the Town's
long-range financial projections.
OBJECTIVES:
■ Determine the financial impact of the water issue on the Town's budget/finances
■ Revise five-year financial plan as required
■ Provide the community with a clear understanding of the Town's assured water supply
POTENTIAL IMPLEMENTATION ISSUES TO BE ADDRESSED:
■ Accuracy of data
■ Accuracy of information provided to the public on the water issue
■ Potential budgetary/financial impact on the Town if the water issue is not resolved
MAJOR ACTION STEPS
Beginning
Month
Ending
Month
Provide factual information to the public
January 2004
On oin
Determine total number of undeveloped parcels affected by
water issue
January 2004
January 2004
Determine number of parcels included in five year forecast
February 2004
February 2004
Compute loss of revenue if the parcels included in the five
year forecast are not developed
February 2004
February 2004
Adjust preliminary FY 2004-2005 budget as required
March 2004
March 2004
Revise five-year financial plan as required
September 2004
September 2004
POLICY ISSUES THAT TOWN COUNCIL WILL NEED TO ADDRESS:
■ May need to make revenue adjustments if the five-year financial plan indicates need
PRIMARY RESPONSIBILITY FOR IMPLEMENTATION:
■ Accounting Supervisor
Latshaw & Associates Page 19
SUPPORT TEAM:
■ Town Manager — review of financial analysis
■ Director of Public Works — assistance with development of projections
ESTIMATED BUDGETARY REQUIREMENTS:
Below are estimates of the fiscal and human resources, if any, that would likely be required in the FY
2004-2005 annual budget in order to implement the goal (rounded to the nearest thousand dollars). These
estimates will be refined through the budget development process as more data becomes available and as
implementation issues are discussed with Council.
Budget
Category
Description
One -Time
Costs
Annual
Costs
Salaries and Wages
To be completed by existing staff
Fringe Benefits
Contracted Services
Equipment & Other
Operating Costs
TOTAL
$0
$0
OTHER PERTINENT INFORMATION REGARDING IMPLEMENTATION:
N/A
PERFORMANCE MEASURES:
■ Financial analysis is presented to the Town Council in an appropriate timeframe for consideration
in conjunction with the development of the FY 2004-2005 budget
■ Accuracy of estimates and financial analysis
Latshaw & Associates Page 20
IMPLEMENTATION PLAN #5
GOAL
Prepare, if warranted, a revenue ballot measure that is consistent with the findings and
recommendations of the community strategic plan, no earlier than May 2005.
OBJECTIVES:
■ Passage of ballot measure, if approved by Town Council
■ Inform the silent majority on government issues (community buy -in)
■ Determine community wants
■ Broaden community participation
■ Generate high voter turnout for election
■ Provide accurate information that is trusted by the public
■ Create a more diversified revenue base
■ Ensure the long-term quality of the Town
■ Provide a financial analysis reflecting the financial position of the Town at build -out
POTENTIAL IMPLEMENTATION ISSUES TO BE ADDRESSED:
■ Potential split council
■ Other ballot measures have failed in the past
■ Timing — legal deadlines
■ Lack of staff expertise to develop and provide clear and factual public information
■ Staying neutral — advocacy versus education
Latshaw & Associates Page 21
MAJOR ACTION STEPS
Beginning
Month
Ending
Month
Submit budget request for ballot measure costs
Aril 2004
June 2004
Complete strategic plan
November 2004
November 2004
Issue a factual analysis to the public containing financial
projections of the Town at build -out (source/use of funds)
December 2004
December 2004
Conduct financial analysis of community wants/needs
December 2004
December 2004
Present revenue ballot issue to Town Council
January 2005
January 2005
Town attorney drafts ballot measure (if directed to do so)
January 2005
January 2005
Public hearing and Town Council decision on whether to
approve ballot measure
January 2005
January 2005
Town Attorney files ballot measure with County
January 2005
January 2005
Citizen committee provides pros and cons public information
January 2005
March 2005
Election
May 2005
May 2005
POLICY ISSUES THAT TOWN COUNCIL WILL NEED TO ADDRESS:
■ Whether to place a revenue measure on the 2005 ballot
PRIMARY RESPONSIBILITY FOR IMPLEMENTATION:
■ Town Manager/Public Information Officer
SUPPORT TEAM:
■ Town Council — garner community support for any ballot measure(s) that may be authorized
• Town Attorney — prepare of ballot measure (if directed to do so)
■ Accounting Supervisor — prepare financial estimates of revenue needs
■ Director of Parks, Recreation and Community Center — assist in preparing public information
materials
■ Recreation Department Executive Assistant — assist in preparing public information materials
■ Public information officers from County Sheriff's Office and Rural Metro Fire Company — assist
with development of public information
Latshaw & Associates Page 22
ESTIMATED BUDGETARY REQUIREMENTS:
Below are estimates of the fiscal and human resources, if any, that would likely be required in the FY
2004-2005 annual budget in order to implement the goal (rounded to the nearest thousand dollars). These
estimates will be refined through the budget development process as more data becomes available and as
implementation issues are discussed with Council.
Budget
Description
One -Time
Annual
Category
Costs
Costs
See note below under "Other Pertinent
Salaries and Wages
Information"
Fringe Benefits
Contracted Services
County invoice for ballot measure costs
$ 20,000
Equipment & Other
Paper/postage for pros and cons public
Operating Costs
information
$ 20,000
TOTAL
$ 40,000
$ 0
11*� OTHER PERTINENT INFORMATION REGARDING IMPLEMENTATION:
M
■ Requires Public Information Officer to successfully implement this goal. The costs of approving
this new position are reflected in the goal pertaining to the development of a comprehensive public
information program.
PERFORMANCE MEASURES:
■ Accuracy of letters to the editor
■ Number of letters to the editor that support versus oppose revenue ballot measure
■ Voter turnout
■ Local newspaper's editorial support
■ Comparative analysis (level of support for this revenue ballot measure in comparison to the two
previous ballot measures)
■ Public attendance at Town Council meeting where revenue ballot measure is discussed
■ Requests for information and number of web site hits regarding ballot measure
Latshaw & Associates Page 23
IMPLEMENTATION PLAN #5A
GOAL
Prepare, if warranted, a revenue ballot measure that is consistent with the findings and
recommendations of the community strategic plan, no earlier than May 2006.
OBJECTIVES:
■ Passage of ballot measure, if approved by Town Council
■ Inform the silent majority on government issues (community buy -in)
■ Determine community wants
■ Broaden community participation
■ Generate high voter turnout for election
■ Provide accurate information that is trusted by the public
■ Create a more diversified revenue base
■ Ensure the long-term quality of the Town
■ Provide a financial analysis reflecting the financial position of the Town at build -out
POTENTIAL IMPLEMENTATION ISSUES TO BE ADDRESSED:
■ Potential split council
■ Other ballot measures have failed in the past
■ Timing — legal deadlines
■ Lack of staff expertise to develop and provide clear and factual public information
• Staying neutral — advocacy versus education
Latshaw & Associates Page 24
MAJOR ACTION STEPS
Beginning
Month
Ending
Month
Complete strategic plan
March 2004
May 2005
Issue a factual analysis to the public containing financial
ro'ections of the Town at build -out (source/use of funds)
Aril 2005
Ongoing
Submit budget request for ballot measure costs
May 2005
May 2005
Conduct financial analysis of community wants/needs
June 2005
August 2005
Present revenue ballot issue to Town Council
September 2005
September 2005
Town attorney drafts ballot measure (if directed to do so)
October 2005
October 2005
Public hearing and Town Council decision on whether to
approve ballot measure
October 2005
October 2005
Town Attorney files ballot measure with County
November 2005
November 2005
Citizen committee provides pros and cons public information
November 2005
May 2006
Election
May 2006
May 2006
NOTE: The above schedule provides additional time for financial analysis, Town Council consideration
of revenue ballot measure and public information.
POLICY ISSUES THAT TOWN COUNCIL WILL NEED TO ADDRESS:
■ Whether to place a revenue measure on the 2006 ballot
PRIMARY RESPONSIBILITY FOR IMPLEMENTATION:
■ Town Manager/Public Information Officer
SUPPORT TEAM:
■ Town Council — garner community support for any ballot measure(s) that may be authorized
■ Town Attorney — prepare ballot measure (if directed to do so)
■ Accounting Supervisor — prepare financial estimates of revenue needs
■ Director of Parks, Recreation and Community Center — assist in preparing public information
materials
■ Recreation Department Executive Assistant — assist in preparing public information materials
■ Public information officers from County Sheriff's Office and Rural Metro Fire Company — assist
with development of public information
Latshaw & Associates Page 25
ESTIMATED BUDGETARY REQUIREMENTS:
Below are estimates of the fiscal and human resources, if any, that would likely be required in the FY
2004-2005 annual budget in order to implement the goal (rounded to the nearest thousand dollars). These
estimates will be refined through the budget development process as more data becomes available and as
implementation issues are discussed with Council.
Budget
Description
One -Time
Annual
Category
Costs
Costs
See note below under "Other Pertinent
Salaries and Wages
Information)
Fringe Benefits
Costs for proceeding with revenue ballot
Contracted Services
measure would be incurred in FY 2005-2006
Equipment & Other
Operating Costs
TOTAL
$0
$0
OTHER PERTINENT INFORMATION REGARDING IMPLEMENTATION:
■ Requires Public Information Officer to successfully implement this goal. The costs of approving
this new position are reflected in the goal pertaining to the development of a comprehensive public
information program.
PERFORMANCE MEASURES:
■ Accuracy of letters to the editor
■ Number of letters to the editor that support versus oppose revenue ballot measure
■ Voter turnout
■ Local newspaper's editorial support
■ Comparative analysis (level of support for this revenue ballot measure in comparison to the two
previous ballot measures)
■ Public attendance at Town Council meeting where revenue ballot measure is discussed
■ Requests for information and number of web site hits regarding ballot measure
Latshaw & Associates Page 26
IMPLEMENTATION PLAN #6
GOAL
Complete a community strategic plan by November 2004.
OBJECTIVES:
■ Obtain input from a wide cross-section of the community (person on the street) through surveys
and/or meetings in order to distinguish between the wants versus the needs of the community and
their willingness to pay for them
■ Develop a five-year community vision
■ Identify capital improvement needs
■ Educate the community on important government issues, services and programs
■ Garner community consensus on the future direction of the Town
■ Obtain buy -in from key stakeholders/community groups
■ Develop a realistic plan that the Town Council will adopt
■ Develop a plan with prioritized recommendations and cost estimates
■ Develop a volunteer base to help conduct the study
■ Develop a plan that assigns responsibilities and timelines for implementation
POTENTIAL IMPLEMENTATION ISSUES TO BE ADDRESSED:
■ Cost sensitivity
■ No funds budgeted in FY 2003-2004 for consulting services
■ Aggressive completion date — November 2004
■ Community meeting coordination/participation
■ Impact on Town staff s other work priorities
■ Full-time versus seasonal residents (timing)
■ Sensitivity to use of/hiring consultants
■ Public acceptance of findings and recommendations
■ Willingness of community to pay for needed capital improvements
■ Town Council acceptance of findings and recommendations
■ Decision on scope/study parameters
Latshaw & Associates Page 27
MAJOR ACTION STEPS
Beginning
Month
Ending
Month
Develop scope of services to be provided by consultant
February 2004
February 2004
Issue RFP and receipt of proposals
February 2004
February2004
Review proposals; make selection
March 2004
March 2004
Staff and consultant advance preparations
Aril 2004
Aril 2004
Conduct strategic planning process
May 2004
August 2004
Consultant presents draft study findings to Town Council
September 2004
September 2004
Public hearings
September 2004
September 2004
Consultant revises report based on input from public hearings
October 2004
October 2004
Consultant presents final report to Town Council
November 2004
November 2004
Town Council adopts community strategic plan
November 2004
November 2004
Implementation of strategic plan outcomes
November 2004
On -going
POLICY ISSUES THAT TOWN COUNCIL WILL NEED TO ADDRESS:
■ Level of public input and support desired (Drives costs to complete the community strategic plan)
PRIMARY RESPONSIBILITY FOR IMPLEMENTATION:
■ Town Manager
SUPPORT TEAM:
■ Assistant Town Manager — study coordination and meeting presentations
■ Intern — study coordination
■ Town Council's Executive Assistant — study coordination
■ Planning and Zoning Administrator — study coordination and meeting presentations
■ Director of Parks, Recreation and Community Center — meeting presentations
■ Accounting Supervisor — cost estimates
Latshaw & Associates Page 28
ESTIMATED BUDGETARY REQUIREMENTS:
Below are estimates of the fiscal and human resources, if any, that would likely be required in the FY
2004-2005 annual budget in order to implement the goal (rounded to the nearest thousand dollars). These
estimates will be refined through the budget development process as more data becomes available and as
implementation issues are discussed with Council.
Budget
Description
One -Time
Annual
Category
Costs
Costs
One-half of salary for Assistant Town
$30,000-
Manager
$40,000
Salaries and Wages
Intern
$ 4,000
One-half of benefits for Assistant Town
$10,000-
Frin a Benefits
Manager estimated at 33% of salary
$13,000
$ 50,000-
Contracted Services
Consulting services
$100,000
Equipment & Other
Operating Costs
$ 54,000-
$40,000-
TOTAL
$104,000
$53,000
OTHER PERTINENT INFORMATION REGARDING IMPLEMENTATION:
N/A
PERFORMANCE MEASURES:
■ Adherence to timeline/schedules
■ Community support of implementation plans as indicated by the passage of any ballot measure(s)
that may be subsequently authorized by the Town Council
■ Town Council's adoption of the community strategic plan and the implementation of its prioritized
recommendations
■ Level of public support — web site survey votes
■ Consistency between community surveys and what focus groups say (validity of input)
Latshaw & Associates Page 29
r�
u
0
IMPLEMENTATION PLAN MA
GOAL
Complete a community strategic plan by May 2005.
OBJECTIVES:
■ Obtain input from a wide cross-section of the community (person on the street) through surveys
and/or meetings in order to distinguish between the wants versus the needs of the community and
their willingness to pay for them
■ Develop a five-year community vision
■ Identify capital improvement needs
■ Educate the community on important government issues, services and programs
■ Garner community consensus on the future direction of the Town
■ Obtain buy -in from key stakeholders/community groups
■ Develop a realistic plan that the Town Council will adopt
■ Develop a plan with prioritized recommendations and cost estimates
■ Develop a volunteer base to help conduct the study
�w ■ Develop a plan that assigns responsibilities and timelines for implementation
POTENTIAL IMPLEMENTATION ISSUES TO BE ADDRESSED:
■ Cost sensitivity
■ No funds budgeted in FY 2003-2004 for consulting services
■ Community meeting coordination/participation
• Impact on Town staff's other work priorities
■ Full-time versus seasonal residents (timing)
■ Sensitivity to use of/hiring consultants
■ Public acceptance of findings and recommendations
■ Willingness of community to pay for needed capital improvements
■ Town Council acceptance of findings and recommendations
■ Decision on scope/study parameters
Latshaw & Associates Page 30
MAJOR ACTION STEPS
Beginning
Month
Ending
Month
Develop scope of services to be provided by consultant
February 2004
February 2004
Issue RFP and receipt of proposals
February 2004
February 2004
Review proposals; make selection
March 2004
March 2004
Staff and consultant advance preparations
Aril 2004
Aril 2004
Conduct strategic planning process
May 2004
December 2004
Consultant presents draft study findings to Town Council
January 2005
January 2005
Public hearings
January 2005
February 2005
Consultant revises report based on input from public hearings
March 2005
March 2005
Consultant presents final report to Town Council
Aril 2005
Aril 2005
Town Council adopts community strategic plan
May 2005
May 2005
Implementation of strategic plan outcomes
June 2005
On -going
NOTE: The above schedule provides additional time for the planning process, public review/comment on
study findings and Town Council consideration/adoption of community strategic plan.
POLICY ISSUES THAT TOWN COUNCIL WILL NEED TO ADDRESS:
■ Level of public input and support desired (Drives costs to complete the community strategic plan)
PRIMARY RESPONSIBILITY FOR IMPLEMENTATION:
■ Town Manager
SUPPORT TEAM:
■ Assistant Town Manager — study coordination and meeting presentations
■ Intern — study coordination
■ Town Council's Executive Assistant — study coordination
■ Planning and Zoning Administrator — study coordination and meeting presentations
■ Director of Parks, Recreation and Community Center — meeting presentations
■ Accounting Supervisor — cost estimates
Latshaw & Associates Page 31
ESTIMATED BUDGETARY REQUIREMENTS:
Below are estimates of the fiscal and human resources, if any, that would likely be required in the FY
2004-2005 annual budget in order to implement the goal (rounded to the nearest thousand dollars). These
estimates will be refined through the budget development process as more data becomes available and as
implementation issues are discussed with Council.
Budget
Description
One -Time
Annual
Category
Costs
Costs
One-half of salary for Assistant Town
$30,000-
Manager
$40,000
Salaries and Wages
Intern
$ 4,000
One-half of benefits for Assistant Town
$10,000-
Frin a Benefits
Manager estimated at 33% of salary
$13,000
$ 50,000-
Contracted Services
Consulting services
$100,000
Equipment & Other
Operating Costs
$ 54,000-
$40,000-
TOTAL
$104,000
$53,000
OTHER PERTINENT INFORMATION REGARDING IMPLEMENTATION:
N/A
PERFORMANCE MEASURES:
■ Adherence to timeline/schedules
■ Community support of implementation plans as indicated by the passage of any ballot measure(s)
that may be subsequently authorized by the Town Council
■ Town Council's adoption of the community strategic plan and the implementation of its prioritized
recommendations
■ Level of public support — web site survey votes
■ Consistency between community surveys and what focus groups say (validity of input)
■ Consistency of surveys with what focus groups say (validity of input)
Latshaw & Associates Page 32
IMPLEMENTATION PLAN #7
GOAL
Develop a succession plan staffing analysis and appropriate recommendations.
OBJECTIVES:
■ Promote professional career development
■ Address staffing vulnerabilities and weaknesses
■ Determine current knowledge, skills and abilities survey
■ Improve employee retention rates
■ Minimize disruptions/maintain continuity of operations
■ Broaden educational development opportunities
POTENTIAL IMPLEMENTATION ISSUES TO BE ADDRESSED:
■ Getting and training management to mentor/coach subordinates
■ Financial impact
■ Time required to develop employees
■ Attracting qualified candidates
■ Willingness of employees to seek professional development opportunities
Beginning
Ending
MAJOR ACTION STEPS
Month
Month
Prepare brief budget report on immediate staffing needs for
Town Manager's review
January 2004
March 2004
Research succession plan development process
Aril 2004
May 2004
Meet with departments to explain process and advise of
information needs
June 2004
June 2004
Refine scope of study and conduct staffing analysis
July 2004
Se tember 2004
Prepare and submit report containing appropriate staffing
recommendations and accompanying budget estimates to
Town Manager
October 2004
January 2005
Presentation to Town Council as budget preparations
commence
February 2005
February 2005
Latshaw & Associates Page 33
POLICY ISSUES THAT TOWN COUNCIL WILL NEED TO ADDRESS:
■ Provide the necessary funding to maintain the viability of the succession plan
PRIMARY RESPONSIBILITY FOR IMPLEMENTATION:
■ Human Resources Administrator
SUPPORT TEAM:
■ Accounting Supervisor — assist with analysis work
■ Accountant — assist with research and analysis work
ESTIMATED BUDGETARY REQUIREMENTS:
Below are estimates of the fiscal and human resources, if any, that would likely be required in the FY
2004-2005 annual budget in order to implement the goal (rounded to the nearest thousand dollars). These
estimates will be refined through the budget development process as more data becomes available and as
implementation issues are discussed with Council.
Budget
Category
Description
One -Time
Costs
Annual
Costs
Salaries and Wages
To be completed by existing staff
Fringe Benefits
Contracted Services
Equipment & Other
Operating Costs
TOTAL
$ 0
$ 0
OTHER PERTINENT INFORMATION REGARDING IMPLEMENTATION:
N/A
PERFORMANCE MEASURES:
■ Employee turnover in key positions
■ Cross -training provided to decrease organizational vulnerability
■ Level of employee morale
■ Number of internal promotions
Latshaw & Associates Page 34
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PERFORMANCE REPORTING PROCESS
Following is the reporting process that the Town Manager and management staff will use to keep
the Town Council apprised of progress being made on goal implementation and any obstacles
that have been encountered.
1. The Town Manager will present quarterly updates to the Town Council on the
progress being made on goal implementation as follows:
■ October 2004
■ January 2005
■ April 2005
■ July 2005
2. Management staff that are assigned primary implementation responsibility for a
goal(s) will submit a written update/status report to the Town Manager two weeks
prior to the end of each calendar quarter. The reports will contain a concise summary
of the following:
■ General status of the goal
■ Action steps taken this quarter
■ Problems/obstacles encountered that negatively impacted completion of a
major action step
■ Details of any additional support or resources required
■ Any required timeline adjustments
■ Other observations/recommendations
3. Notwithstanding the above, management staff with primary implementation
responsibility will make every effort to keep the Town Manager and those with
secondary responsibility apprised of on -going progress, problems and needs in order
to ensure timely implementation.
4. The Town Manager will provide interim reports to the Town Council in the event
unforeseen circumstances dictate a change in priorities and/or should other timely
information need to be conveyed.
Latshaw & Associates Page 36
ATTACHMENTS
Labeled as "Attachment V is the Pre -Retreat Planning Questionnaire that was distributed to
members of the Town Council prior to the Town Council Goal -Setting Retreat.
Labeled as "Attachment 2" are the responses Council provided on their Pre -Retreat Planning
Questionnaires. For ease of review, the Facilitator sorted the responses into categories.
Otherwise, the responses are not listed in any particular order.
Latshaw & Associates Page 37
Attachment 1
TOWN OF FOUNTAIN HILLS, ARIZONA
TOWN COUNCIL GOAL -SETTING RETREAT
Pre -Retreat Planning Questionnaire
Please take approximately one hour to carefully consider the questions below from your own individual
perspective and complete this questionnaire. You should be as specific and descriptive as possible in
responding so that what you are trying to convey will be clear to others. You should also focus on
outcomes and results, not solutions. Solutions will be developed at the Department Director Retreat.
Please submit your completed questionnaire to Sue Stein no later than Noon on Monday, December 29,
2003. Your collective responses will be presented at the Retreat. So that we may contact you in the
event there is a problem reading your handwriting, please print your name at the bottom of each page of
your questionnaire.
1. Community Visioning Questions
Take a moment away from noise and distractions to clear your mind. Then let your mind wander
freely as you contemplate the community visioning questions listed below. Consider all the
possibilities. There are no limitations or "wrong" answers. Use the attached Community Visioning
Chart to record your answers. When you are done, go back and place a check mark next to the five
(5) most important problems and/or challenges that you believe the Town can realistically address or
make significant inroads toward in the next 12 to 18 months.
What do you want the community to ultimately look, feel and/or be like?
What are the current problems and/or challenges that can have a detrimental impact on this
vision?
2. Organizational Visioning Questions
Contemplate the organizational visioning questions listed below. Just like the community visioning
exercise you just went through, consider all the possibilities. There are no limitations or "wrong"
answers. Use the attached Organizational Visioning Chart to record your answers. When you are
done, go back and place a check mark next to the three (3) most important problems and/or
challenges that you believe the Town can realistically address or make significant inroads toward in
the next 12 to 18 months.
➢ What do you want the organization to ultimately look, feel and/or be like?
➢ What are the current problems and/or challenges that can have a detrimental impact on this
vision?
3. Potential Opportunity Questions
Goal setting retreats are an ideal time to explore whether any special opportunities loom on the
horizon and, if so, how to best take advantage of them. Opportunities are time sensitive. They
represent a "fleeting window of opportunity" in which one can address a particular need or issue.
Some years present more opportunities than others. Some may have none at all. It depends on the
special circumstances that present themselves. For example, major infrastructure repairs/
replacements may present an opportunity for long -desired upgrades or redesigns. A new regional
initiative may present an opportunity for participation at a policy level on a critical issue(s) facing the
community. An upcoming major land development may present an opportunity for negotiating
needed area improvements. Low interest rates may present an opportunity to refinance debt or
undertake some important projects.
Use the attached Potential Opportunities Chart to list all the opportunities you can think of that may
present themselves in the next 12 to 18 months. For each opportunity, list any associated major
policy issues or other considerations that should be discussed at the goal -setting retreat.
COMMUNITY VISIONING CHART
In the first column, describe what you want the community to ultimately look, feel and/or be like. In the second column, list the
current problems and/or challenges that can have a detrimental impact on this vision. You are simply being asked to identi
problems or challenges, not solutions to solve them. Attach additional sheets if necessary. When you are done, go back and
place a check mark in the third column next to the five (5) most important problems and/or challenges that you believe the Town
can realistically address or make significant inroads toward in the next 12 to 18 months.
Future Vision Description
Problems or Challenges That Can Have a
Detrimental Impact
Top
Five
Example: Teens will have more unstructured leisure
activities available to them in Fountain Hills, e.g., movie
theatres, places to "hang out."
Example: Attracting businesses to the community to
provide the type of activities teens would frequent
V/
Completed by: Date:
ORGANIZATIONAL VISIONING CHART
In the first column, describe what you want the organization to ultimately look, feel and/or be like. In the second column, list the
current problems and/or challenges that can have a detrimental impact on this vision. You are simply being asked to identi
problems or challenges, not solutions to solve them. Attach additional sheets if necessary. When you are done, go back and
place a check mark in the third column next to the three (3) most important problems and/or challenges that you believe the Town
can realistically address or make significant inroads toward in the next 12 to 18 months.
Future Vision Description
Problems or Challenges That Can Have a
Detrimental Impact
Top
Three
Example: The organization's institutional knowledge and
depth of experience has been secured through appropriate
staff succession planning.
Example: We presently have few "back-ups" being
groomed for some of our key organizational positions.
Completed by: Date:
POTENTIAL OPPORTUNITIES CHART
In the left column, list all the opportunities you can think of that may present themselves in the next 12 to 18 months.
In the right column, list any associated policy issues or other considerations that should be discussed at the goal -
setting retreat.
Description of Potential Opportunity Associated Policy Issues or Other
Considerations
Example: A parcel next to the library that might allow
the Town to meet the demand for more parking is on
the market.
Example: Is parking the highest and best use of the
parcel?
Completed by: Date:
Attachment 2
TOWN COUNCIL RESPONSES
COMMUNITY VISIONING CHART
Future Vision Description Problems or Challenges That Can Have a
Detrimental Impact
General Atmosphere
Fountain Hills should continue to provide the best
Council to set policies directed at achieving
quality of life to its residents by Town
proposed goals. The most professional levels of
Government, ensuring a safe, fiscally
Law Enforcement and Fire Protection services are
conservative and environmentally sound
key to a safe environment. Advanced planning for
principles
open space should be part of the agenda.
Affordable housing for all — seniors, families,
singles
Friendly, helpful people supporting each other
What is being done to unify the Town?
✓
(Town Peace!)
Attractive and welcoming to residents and visitors
Promoting the Town of Fountain Hills as a safe
Annexation plans could lessen "small town"
✓
and beautiful, "small town" community, with a
feeling
vibrant/tourist-friendly downtown
Fountain Hills will come to acceptance of its
Town revenue/taxation structure
primary identity — a bedroom community
Schools that challenge and inspire scholastic
achievement and provide athletic opportunities
Community Involvement/Communication
Develop a plan to engage the large number of
voters (9,000 approx) who didn't vote during past
election. Make this a top priority!
Determine and carefully examine the current
Challenge is to include and challenge them to
values that residents, government officials, staff
become involved.
and "outsiders" have about Fountain Hills.
Expand the value process to include 9,000
citizens that are "excluded" from being interested
and/or participation from those residents.
Establish a working group of community
individuals who have not been participating in
past years. Reach out to new residents, e.g.,
advertise in the local paper and on Channel 11.
We need new blood — not the "movers and
shakers."
A key component is to hire a Public Information
Together, with the Town Manager, who should be
Officer at the earliest time possible. This staff
more marketing oriented, and some Council
person is vital for our Town to prosper in a
members, the Town can deliver a strong message
positive direction.
and package to attract and maintain a healthy
business base. Unless downtown businesses
survive and become healthy, Fountain Hills will
always remain static.
Town of Fountain Hills Page 1 of 8 January 2004
Finances
Diversify revenue source
Town too dependent on sales tax and keeps
V/
looking at this form; residents have rejected
property tax twice; businesses are suffering from
too much sales tax
Stabilize utility issues such as water and sewer
Private or District run services
Community groups want Town budget monies
We need to become more dynamic, take risks and
get out of the psychological and financial hole
we're facing.
Public Safety
Fire protection services
Rural Metro future
V/
Provide for Town operated Fire and Police
Identify revenue source and acquire buy -in by
services if through District or government -run
Rural Metro and the Sheriff
Rural Metro/Fire Service long-term plan
✓
Public safety coordination /
Public Safety Commission
Safer streets
Indirect control
V/
Town Facilities
New Town offices
Current landlord
V/
Constructing new Town Hall downtown
✓
Town hall/senior center
Cost
✓
Open Space Preservation
The Town will set aside additional open space or
Business interests are sometimes near-sighted
V/
retire mountain bonds early to cut the sales tax
and can't see that preservation is good for
rate
property values and business stimulus
* Current council can give its approval to bond
retirement (after 11 years).
Annex trust land
Decision by State
✓
Develop plan for future sale and development of
State Trust land department is under pressure to
✓
State Trust Land
raise funds for education by the current
administration
Work constructively to annex for
Lots of work involved
preservation/development
Town of Fountain Hills Page 2 of 8 January 2004
Business and Economic Development
Formulate a downtown area that is both inviting
Residents are slow to agree on the look and feel.
V/
and hometown
No consensus.
Themed downtown
We do not own land and cannot dictate decision
✓
Successful businesses and restaurants
No economic development at Town level
Getting businesses into downtown
Fewer commercial vacancies
Need new businesses
✓
Attractive Avenue of the Fountains
Lack of funds
✓
$ $ $ for Avenue of the Fountain development
✓
Movie theater
Not economically feasible; no available location
Moderate tourist attraction
Costs; going too far
✓
A stronger and unified effort should be made to
It appears to me and others that, unless the great
work with the Fountain Hills Chamber of
fairs are part of the yearly plan, little or no
Commerce
connection takes place.
Market heavily the Fountain Hills Community
✓
Theater. Again, to bring customer base to
Fountain Hills businesses. By marketing the
Theater who brings 27% of their customers from
Scottsdale and other neighboring cities and the
building of the performance pad which will bring
additional retail sales — downtown will prosper
Design permanent sign package
Merchant wishes
Infrastructure Maintenance/Development Issues
Maintain natural beauty of area through final
Water issue
✓
stages of development
Current water shortage
Well -maintained roads and Town -owned facilities
Streets are continuously neglected
✓
Provide connected sidewalk system for Fountain
Easements and long-term planning along with
Hills
funding not identified.
Town of Fountain Hills Page 3 of 8 January 2004
Parks and Recreation Programs and Facilities
Provide promised Senior Activity Center
Attract grants for separate building. No budget for
support staff.
Fountain Hills' government will focus on
Business interests will likely vie for Town dollars
✓
evening/weekend facilities/activities reflecting its
for tourism, etc., thus competing with the needs of
bedroom -community status, i.e., performance pad
citizens
at Fountain Lake and a community swimming pool
and other such amenities.
Skate park
NIMBY
✓
Recreation programs, activities and facilities for all
Cost and/or policy decisions by council/staff in
ages
budget
Town Lake development
Lack of funds
✓
Prioritize the building of a performance pad at
✓
Fountain Lake to bring customer base to Fountain
Hills' businesses. This project should be given #1
planning priority.
Plan and provide Town programming for
Money and utilization of local talent hasn't been
budgeted Fountain Park Amphitheater
researched
Improved athletic fields
Lack of property/funds
Trail system
NIMBY
Finish park system
$ $ $ $
Clean, safe parks for active and passive uses
Finish current park system for the Town and
There is very little property available other than
acquire more park acreage
unused school property
More things for teens
Lack of movie theater/mall
Provide youths with Town facilities
Skate park on hold and facilities for such
amenities as swimming pool not identified.
Town of Fountain Hills Page 4 of 8 January 2004
TOWN COUNCIL RESPONSES
ORGANIZATIONAL VISIONING CHART
Future Vision Description Problems or Challenges That Can Have a
Detrimental Impact
General Government Services
The Town will provide all vital services — no contracts
Cost to buy the water company and politics
— which includes police, fire, sewer and water.
involving take-over of sanitary services
Charter government
Need to study issue
✓
Strategic plan
Lack of funds
✓
Public safety commission
Lack of council direction
The Town cannot continue to absorb public safety
Rural Metro future service is questionable
costs with current revenue sources
Foot and bicycle patrol for downtown area with ability
Vehicular traffic a deterrent and plan for
to access current community information for citizens
downtown area not in place
Cost effective fire, if Rural Metro leaves
Lack of consensus
✓
Activities for fall through spring provided from Parks
Staffing short and funding low. Morale needs a
and Recreation personnel
boost.
Town Facilities
Town hall that has been well thought out; planned for
$ $ $
V/
the future
Revenue source(s)
Centralized area for information with inviting
No funding for information officer and low morale
✓
atmosphere and personnel
for employees
Customer Service/Communication
Improved customer satisfaction in building (division)
Current mood of relationship; complexity of task
V/
performed by them; unrealistic expectations by
builders
Re -work Government Channel 11 so that it has
No staff or funding. Lack of a joint effort from the
inviting programs
community
Finances
Cost effective government
Some anti -contracting sentiment
Need additional sources of revenue
Town of Fountain Hills Page 5 of 8 January 2004
Organizational Development/Staffing
Town leaders that plan for the future with fiscal
No strategic plan yet
V/
responsibility, backed by a friendly, dependable and
knowledgeable staff
Develop a back-up plan to replace, if necessary, key
Town employees such as the Town Manager and
direct reports in case they move to other fields or are
replaced by the Town Council or Town Manager.
Need good "second in command" Assistant Town
✓
Manager/Public Safety Coordinator
Proper staffing levels
Avoiding padding; $ $ $
Need full staffing in Public Works and less
turnover
Improve performance of building/engineering function
Staffing/experience
✓
Staff cuts have resulted in an on -going decline in
maintenance and services and will catch up in the
long run
Attract and retain employees
Budget; low morale
✓
Cross training of department employees
Under -staffed and lack of incentives for multi-
tasking
Grant writer for future funding needs
Funds for personnel not identified.
✓
The Town will add a public information position and
Lack of understanding of the public information
✓
hire said person
function.
Improve employee morale
Communication between department heads and
✓
departments not filtering down to the
subordinates. Lack of emotional support.
Adopt a new/current pay scale and job resolution
Waiting on staff — are job descriptions current and
✓
equitable?
Town of Fountain Hills Page 6 of 8 January 2004
TOWN COUNCIL RESPONSES
POTENTIAL OPPORTUNITIES CHART
Description of Potential Opportunity
Associated Policy Issues or Other
Considerations
Business and Economic Development
Economic Development
(Comm./Dir./Revenue)
Staff resistance to more commissions;
What will Downtown Dev. Director do? Sales tax
New tourist opportunities
Government role in private sector
Improved working relationship with Chamber to
recognize goals
Avenue of the Fountain median
How to integrate into surrounding and other business
areas
Public Safety
The re-creation of a fire district would free up $2-5
million +/- for services
Realistic or not? Cost may escalate for fire if district
doesn't form
Municipal Fire Department or merge with another
department/district
Cost to maintain services with Rural Metro
Subscription service from Rural Metro
Formation of a Public Safety Commission — citizen
input needed, especially in view of fire and police
contracts.
No cons.
Finances
Refinance debt
Return Fountain to previous schedule
Money allocation
Proposition 202 revenue grant requests
What are we waiting for? What will we ask for? Why
aren't we talking about it?
Revenue enhancements
How to balance services to the community
Review and support grants for the senior services
Federal and state governments may be limited in the
available dollars for grants
Tribal grants to add to Town's coffers
Need policy and plan to yield highest dollars
Town Facilities
Town hall
Good idea or not at this time?
Open Space Preservation
Develop plan for the State Trust Land in coordination
with state and local governments
State may be under pressure to sell.
State land annexation process
What will happen with the State Land Department?;
new Town Council; water
State land development
Acquire new park lands from school district
District may have other plans or may be restricted
from giving title of its land over to the Town without
an auction.
Town -owned land not needed or being used
Use after sale
Town of Fountain Hills Page 7 of 8 January 2004
Infrastructure Maintenance/Development Issues
Finance street repair project
Plan for the widening of Shea Boulevard with the use
of Proposition 202 Funds
Tribes have control of what funding source their 202
money can be used for.
Create a destination at Fountain and Avenue of the
Fountains
Cost —tourism dollars
Parks and Recreation Programs and Facilities
Park completions
Does the Town have the funds and grant -writers
available to complete as scheduled?
Develop a concert program for our new
amphitheater.
Limited funds and no outlet for local talent.
Town of Fountain Hills Page 8 of 8 January 2004
TowFouncil and Management
Retreat Consolidated Report
Presented to the Fountain Hills
Town Council
Tim Pickering, Town Manager
David Latshaw, President Latshaw and Associates
Purpose
■ Review Retreat Report
■ Verify commitment to timelines
■ Determine commitment to outlined
budgets
■ Determine any changes before final
adoption
■ Receive Council input
Goal and Objective
■ Goal is to have Council adopt report
■ Provides direction during budget process
and beyond
■ Eventually place goals into FY 2004-2005
budget
Town Council and Management Retreat
Consolidated Report
Activities To Date
■ Council met January 6-7, 2004 and outlined
seven goals
■ Your management team met January 20-21,
2004 to
■ Draft implementation plan
■ Create major action steps
■ Set timelines
■ Determine support team
■ Estimate budget needs
■ Determine performance measures
09—
Mission, Vision, and Values
■ Serve
■ Respect
■ Trust
■ Stewardship
2/9aoo.
The Magnificent Seven
■ #1 Fire Service Contingency Plan
■ #2 State Trust Land ballot impact and plan for
annexation and development of State Trust
Land
■ #3 Public Information Program
■ #4 Water Financial Impact Analysis
■ #5 Possible revenue ballot issue depending
upon results of strategic plan
■ #6 Community strategic plan
■ #7 Succession plan
Town Council and Management Retreat
Consolidated Report 2
I #1 Fire Service Contingency Plan
Beginning
Ending
ILMAJOR ACTION STEPS
Month
Month
Council outreach to similarly situated
unities
February
2004
March 2
Research alternatives to determine
feasibility, probable costs and timeline for
December
implementation
March 2004
2004
Recommend most feasible option
January
January
2005
2005
Page 11 of report rnao�+
Goal #1 Builliget
Budget Description Tlme Annual
ategory Costs Costs
aries and
7Wages
One-half of salary for
Assistant Town Manager
$40,000
ringe
Assistant Town Manager
enefits
estimated at 33 % of salary
$13,000
Contracted
@Q0( nt &
Operating
Costs
$40-000
TOTAL
$ 0
$53,000
LSROa
Recommendation
■ Recommend one or more of the
strategies
■ Summarize the results if things go as
proposed
■ What to do next
■ Identify action items
Town Council and Management Retreat
Consolidated Report 3
oat #2a. State Trust Land Ballot
MAJOR ACTION STEPS —STATE BALLOT
Y�aee,
Beginning
Ending
MEASURE
Month
Month
Mact the Arizora League of Cities and
owns to obtain information on pending State
February
Februa
Page 14of re oat #2b. St Trust Land
uoa ADTIDN STEps—ANNE ATION AND Monln Manx
DEVELOPMENT %
Sunmil legerPo 3mm Trust Lantl smXrequmling planning
DCroM,-�oa3
Ocbeer 20^9
NmpoM ro Mmmam oaaaopmem wwaaab
mMp wim slam rural Lam Burn e
e311T usl Lent amX olTonne tleatllina MrecaiMtlg
r soma opn ro
Fabuvy zoos
Femuary2Wa
monmly laporb to Tavn Coutmg
mavY+e
Igewl
Keep Smm legblarora apprbetl or propreaa
eruerYaee
rgain
Oxmin response ham Slem Trust Lent amX. Xtrol renlretl
n. nmery manion, man aeax wbmllm sour srr
Frleruery 200{
Feauary 2Wl
nsitlel Mang ecormulmnlbwepare atlevebpmmht pmn
MMdl zees
�ny2Wa
v,epale tleralopmem plan wim inval xom Pl.nnilg
commbaron am smm naal Lana alen
.lay zoo
Feauery zoos
ning Commission eM Town Council approve
tlevelo m I Ian
Mernn 2eeX
Muex 2^^5
Repa,e application ror annaxalion
Oolain Smro apwoval or aevelopmenl pmn one epplieaeon
MeY zeoe
Mey zoos
ak mrougn annexation plocros
MAY
Decanea zoos
annexation aonie.ae
DBLB1^xB1 �x
z/e,ioor
dget
Description
One -Time
Annual
egory
Coats
Costa
Salaries and
ages
To be completed by existing stag
Benefits
Town Council and Management Retreat
Consolidated Report
oal #3 Public Information Pro ra
MAJOR ACTION STEPS
Beginning
Month
Ending
Month
evelop job description
y 2D03
February
y 2003
February
p year 1 Work plan
4
2004and
obtain budget approval for nevi
bli Puc Information Officer position
May 2004
May 2004
Advertise Position/hire Public Information Officer
July 2004
2004
Begin implementation of year 1 Work plan
2004
Ongoing
Public Information Officer develops
comprehensive public information policies and
2004
Ongoing
own Manager approval of public information
policies and procedures
P004
Ongoing
sryp—
Goal #3 Bu
et
1rdGet I
O—Tk- Annual
Description
CaUYary
f:eata Coat
9elerlp end
SSo.0o0-
Wagee
Public Infortrotlon Officer
560,000
Benefits for Public lnfonmtion
$17,000-
Fdnge8—fia
Officer —rested at ss%of salary
S20AW
Contraoted
Sarvloaa
EVulpmeMa
Pudishing of annud repot,
Olhm Oparabg
pamphlets and mailings, Channel
$20,000-
Cosb
11 equipment and filming supplies
E10,000
$50,000
a a7,000-
TOTI
S10,000
5150,000
Page 17 of report
�+�+
o ater Financialact Analysi
Beginning
Ending
MAJOR ACTION STEPS
Month
Month
Provide factual information to the public
2004
Ongoing
Determine total number of undeveloped
January
January
parcels affected by water issue
2004
2004
Determine number of parcels included in
February
February
five year forecast
2D04
2004
Compute loss of revenue it the parcels
February
February
included in the five year forecast are not
2.4
2W4
developed
Adjust preliminary FV 2004-2005 budget as
March 2004
March 2004
required
Revise five-year financial plan as required
September
2 04 mbar
.Page 19 of report — No budget, done in-h "' V11+
Town Council and Management Retreat
Consolidated Report 5
nu Hot (if warranted) no earlier than May 2005
Beginning Ending
MAJOR ACTION STEPS Momh Month
Goal5fi—I
t r est 1« ballot me— ocats
Apnl 2004
June 2004
t.& plan
2004
2004
1 anaysis to the public containing
f Mro Town at bulld�—
Nnm
Ceeember
2004l
Deceotiana
dal anay,n I Comm niy wanWneede
2004
2004
Present menu, Mid—, to Town Coundl
January 2005
Januery 2006
Town ett—a, d.N bead meaeuro (M d—W to do
January 2005
January 2W5
Public heerIng end Town ComdI d wlcn an whether
b approve bend measure
January 2005
January 2005
Town AMomH files ballot me—, with Cd,my
January 2005
January 2005
Citizen comribee p idea pros and cane public
inf—ticn
,lyiu 2006
Meech 2005
Ebctim Page 22 of report
MaY 20050/200+
Goal #5A Reve Ballot (if warranted) no earlier than May 2006
Page 25 of report
211/2—
Ending
Monts
Correlate atrotegio plan
Meech 200/
May 2O06
Imue a ImNal analysis to Mrs public
canMining finaneiel prgeeMona of the Town
April 2006
On9oing
at wne-wl aouroareaadwnm
submt budget repeat I« bend meaauro
H 2oos
H zoos
August
Conduct linenciel analysis d commonly
need
Juro 2005
2006
Proaenl rwarwe bend iawe to Town
2p05
2006
Cwncil
Tam ettomH drafts belbt meeeuro (M
2006
2005
directed to do so)
Pudic hearing antl Town Courmil decision
2006
2005
an whether to approve ballot measure
Town AttomH files bend memuro with
2006
2005
Canny
CNzen comminea provides pros and cans
2006
May 2008
pudic Information
Ebollan
H
H 2O05
cal #5 and Bud et
�+a�+
Tlmg
Mntrl
gory
Costs
Cwb
egmres u rma an
Solarise and
Officer already listed under
Wages
Ooel Y 3
Fringe
Seneflf9
Contracted
$BNICe9
for ballet
Other
measure co sts
$ 20,000
Operating
Paper/postage for pros and
Costs
cons public information
$ 20,000
TOTAL
$ 40,000
$ 0
Town Council and Management Retreat
Consolidated Report 6
0"I
Goal trategic Pla y Nov. 2004
Mrq EMlrq
MAJOR ACTION STEPS
MOMh
M—h
Oerelopscope of—*r bw Po wby
Ynf
Feduazy YOGI
Faduary 20W
YeruRF PaM reripf of propreb
Feduvy YOea
Fsbuery 2001
ilaview proprN; pleb aalaPYon
Much YWl
MMOh 20D1
S- mtl coreWYnf Wvmr pfepMsbla
"1—
ADM 9%Ia
Crtlwf sheYpic Pl.—, prorr
my
Auprl YOOa
CwuuamlarenY NM aMtry blblga b Tam
Craig
2ooa
D m
gone
Pudic nauinlP
zooa m
zaoa
CoreulYnl Jevbr report Oretl on input hom puhMe
hwinge
0.'bL {
Ocbhar 200s
Coreulfanl PI—W final repwf M T.. Courcil
YOOa
r
town Council a w. community—.& pM
Y00s
28
Implementation of straYgc dm rlcomr
f re ort
°n� ° zsa
Go aq 05
dh MOMh
ealoV aOopa oiserM®bYa aoNEeJ M'carWWJt FSYn y— --y 3YW
Wr RFP eM r..,Pl of Kr .
FW—yYOW
Fahrrry 20D1
Paww propreb', make aelecfbn
h1arM 200a
MMdl200a
SYR anO carulYnl ativanr aaruegau
ApilgWa
APrll pps
Cabuct shalegic planning aowa
MeY 20W
DaoarllOar 2001
Cabultanl plrenb OmR—y fiMirya b Town CouruN
Januuy Y00a
JMIrT2
PudbfwuiaP
Jmuvy Y006
Faduuy2—
Careultenl raWr report brW r YWt ham pudY
Muiaa
Much ZOOS
h1arM NOS
Corultant prrrb hnal IMW Town Coabll
Adil2O0a
ApM—
TaprYnmCa .0 atlopb mmmuniM so-aYgk plan
Ma 9]05
May 2OOa
,Page 3
or ran so fflatr" l r o tomr
On poNq
al #6 and 66 Budget
Page 32 of report
2P/—
IMgH
DewrlFtlon
Oyr-Tlma
MnIW
Gbgory
Gab
Gab
Orre-half d eatery Ior Ariabnl
E30,000-
Salaliea end
Town Manager
E00,000
Wages
Inlem
E a.000
Onandl of banelife for Asaisfed
Town Manager eaRmefed et 33%d
EtO,000-
Frings f3enelNs
Wary
E19,og0
cano-amed
E sa,000-
s.Nice.
con.Nlwlg wrvloaa
Eloo,000
ewipmbd E
olner operagry
caaY
E r>r,lwo-
Ero,IJoo-
TOTAL
$100,000
EEs,000
Town Council and Management Retreat
Consolidated Report
7
#7 Successg n Plan
Beg nnln Ending
MAJOR ACTION S7EPS I.MoMh
Month
Prepare brief budget report on
January
March
immediate staffing needs for Town
2004
2004
Mana er's review
Research succession plan
APni 2004
May 2004
development process
'
Meet with departments to explain
process and advise of information
June 2004
June 2004
needs
Refine scope of study and conduct
Septembe
staffing analysis
July 2004
r2004
Prepare and submit report containing
October
January
appropriate staffing recommendatiorw
2004
2005
and accompanying budget estimates
Presentation to Town Council as
February
February
budget preparations commeroe
2005
2005
33 of report — no bud et, done in-h
rmr-
Performance Reporting Process
■ Quarterly reports at Council meetings on
progress made towards goals
■ Oct 2004
■ Jan 2005
■ April 2005
■ July 2005
0/2—
Next Steps
■ Requested Revisions incorporated and
final report submitted to Council.
■ Possible adoption at March 4 Council
meeting.
■ Thanks to Council, Management staff,
and Latshaw and Associates.
V9/—
Town Council and Management Retreat
Consolidated Report 8