Loading...
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 W O O �a.-H � rL+ �a J� J. 0 0 N O L A N a ,- H ,rA a PC ,It M a O N C N a rA L �a m o o O o o O O o 0 0 0 0 0 0 0 00 00 00 poo 00 CC G1 �kr) 00M Mtn Ttkn P� Q Q 0 0 0 O O O O o 0 0 o O o 0 wx a E o H O0 0 0 00 00 00 o T v o o Es9 Eo i V9 69 �" N •, ,� v, O ^C •�, C7 O +' r4) ice. L O L C7 o o a" v� C is. d v � � � � �' ;� C O 4.. anGn •1'' y (i i7 CC N M qe kn `C U O Q cz cc 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