City of Parkland. Strategic Plan. Parkland The place families call home.

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1 City of Parkland Strategic Plan Parkland The place families call home. May 2016

Table of Contents Page i Table of Contents Table of Contents Table of Contents... i Parkland Mission... 1 Methodology... 2 Project Background... 2 Strategic Planning Workshops.

2 Table of Contents Page i Table of Contents Table of Contents Table of Contents... i Parkland Mission... 1 Methodology... 2 Project Background... 2 Strategic Planning Workshops... 3 The Elements of the Strategic Plan... 3 Financially Sound City Government... 4 First Class Leisure and Cultural Amenities... 5 High Level of Public Safety... 6 High Performance City Organization... 7 Preservation of Parkland s Character... 8 Public Schools of Excellence... 9 Conclusion Attachment A: Management in Progress Matrix Attachment B: Action Plans Prepared for the City of Parkland by Management Partners Images in this report were provided by the City of Parkland

lives while maintaining the City s financial efficiency and sustainability.

3 Parkland Mission Page 1 Parkland Mission Our Core Beliefs Customer Service Quality Results Integrity Responsibility & Accountability Proactive Teamwork Our Parkland City Government provides superior services that add value to our residents lives while maintaining the City s financial efficiency and sustainability. The City assures quality development while protecting our environment and character. The City builds our community and advocates to protect Parkland s and our residents interests.

Methodology Page 2 Methodology Project Background Since 2004 the City of Parkland has engaged in an annual strategic planning process to direct the prudent use of city resources to accomplish goals

4 Methodology Page 2 Methodology Project Background Since 2004 the City of Parkland has engaged in an annual strategic planning process to direct the prudent use of city resources to accomplish goals and objectives established by the City Commission. Each strategic plan has resulted in a document that provides the community with a clear vision of where Parkland is headed and policy direction for the City Manager and staff. While the mission and core beliefs have changed only slightly since 2004, they are periodically reviewed to ensure they continue to reflect the long-term direction of Parkland. In advance of conducting two strategic planning workshops with the City Commission to develop goals and objectives, Management Partners interviewed the Mayor, each Commission member, and the City Manager. In addition, City staff explored emerging issues and identified potential actions to respond to community needs and Commission direction from the first workshop. Both the Commission and staff reviewed the previous strategic plan goals and objectives in preparation for the second Commission workshop.

5 Methodology Page 3 Strategic Planning Workshops Parkland City Commissioners, the City Manager, City Attorney, and Finance Director gathered in a workshop on March 12, 2016 to discuss issues and concerns they expected to address in this year s Strategic Plan. Staff reviewed the issues and prepared action plans to address them. On April 30, 2016, a second workshop was held to assess the administration s progress toward fiscal year goals and objectives and to set direction for the coming year. In addition to the participants in the first workshop, the Development Services Director also attended the second workshop. During the workshop, City Commissioners reviewed and affirmed Parkland s mission and core beliefs. They discussed and evaluated existing strategic goals and objectives, making some refinements to the existing goals and adding High Level of Public Safety as a sixth goal area. They also reviewed and discussed the proposed action plans. The Elements of the Strategic Plan There are six major elements of this plan. The first four the mission, core beliefs, goals, and objectives set direction for City staff. The last two, management in progress and action plans, are staff s response to the direction provided. The mission statement provides the purpose of the organization. It gives a rationale for programs that are carried out by the organization and guides the prioritization of opportunities. It is aspirational, defining what the organization stands for and what it will do. The core beliefs express the values of the organization that drive the goals and strategic objectives, as well as providing staff with guidance on how services are to be provided. Goals are broad, high-level ideas that state the direction the organization will move and the desired outcomes that will be achieved. Goals provide the why of the specific actions the agency takes. For each goal, a number of strategic objectives are identified that further define the intention of the goals. Strategic objectives are the means to achieve multi-year goals and generally are focused on specific issues or needs. Many of the strategic objectives will link directly to action plans or management in progress, but not all do. Staff response to this plan comes in two forms, programs and projects that are already in place and new initiatives to address the objectives of the plan. The ongoing programs are referred to as management in progress, and are included in this document as Attachment A. This matrix shows how existing efforts align with the needs identified in the plan. New initiatives are identified through action plans, which are included in Attachment B. Each action plan provides a description of the project, the person assigned responsibility for carrying out the action, alignment with the strategic plan, key tasks, milestones, intended outcomes, and measures of success to evaluate implementation. They also identify stakeholders and resources needed, and provide a discussion of the financial implications of each action. Copies of this plan and other related documents will be posted to the City s website throughout the year.

Financially Sound City Government Page 4 Financially Sound City Government

Have an appropriate tax rate and fees based on the desired level of City services.

Responsibly use debt for major projects and maintenance. 4.

6 Financially Sound City Government Page 4 Financially Sound City Government Strategic Objectives 1. Have an appropriate tax rate and fees based on the desired level of City services. 2. Have costs borne by those receiving special benefits. 3. Responsibly use debt for major projects and maintenance. 4. Conduct proactive long-term planning to anticipate growth and future needs of the community, assess and prepare for the impact of economic downturns, and analyze the financial implications of build-out.

Provide ample first-class sports and athletic fields for games and practice. 4.

7 First Class Leisure and Cultural Amenities Page 5 First Class Leisure and Cultural Amenities Strategic Objectives 1. Provide first class facilities responding to Parkland residents needs. 2. Evaluate first-class recreation options to meet different generational needs. 3. Provide ample first-class sports and athletic fields for games and practice. 4. Provide a flexible and adaptable space in the library to serve as a life-long learning resource center. 5. Have targeted and successful community events in partnership with schools and community organizations that engage Parkland residents and support a small town feel. 6. Increase the quality of cultural arts venues and programs.

Maintain a high level of customer satisfaction with City public safety performance. 3.

8 High Level of Public Safety Page 6 High Level of Public Safety Strategic Objectives 1. Enhance Parkland residents feelings of personal safety. 2. Maintain a high level of customer satisfaction with City public safety performance. 3. Maintain effective use of appropriate technology to enhance public safety. 4. Promote safety and readiness through community education and engagement. 5. Ensure traffic safety by striving to reduce preventable vehicle accidents and traffic related fatalities and injuries.

Maintain effective use of technology to enhance City service delivery. 4.

9 High Performance City Organization Page 7 High Performance City Organization Strategic Objectives 1. Deliver quality City services in the most cost-effective and ethical manner. 2. Maintain a high level of customer satisfaction with City services. 3. Maintain effective use of technology to enhance City service delivery. 4. Maintain the City corporate culture as a service organization around our mission and customer service. 5. Inform and engage residents positively in City governance. 6. Provide a positive work environment with engaged employees, making Parkland an employer of choice in the region.

Ensure new developments are high-end, aesthetically pleasing, and have a low impact on schools, infrastructure, and

10 Preservation of Parkland s Character Page 8 Preservation of Parkland s Character Strategic Objectives 1. Maintain high-quality development and design standards. 2. Ensure new developments are high-end, aesthetically pleasing, and have a low impact on schools, infrastructure, and the environment. 3. Assure consistent control of future and current development through build-out. 4. Maintain the tree canopy and streetscapes to provide a naturally beautiful environment.

Reduce overcrowding through additional school capacity for Parkland students. 3.

11 Public Schools of Excellence Page 9 Public Schools of Excellence Strategic Objectives 1. Have Parkland children attend schools located in Parkland. 2. Reduce overcrowding through additional school capacity for Parkland students. 3. Support all Parkland schools and promote student success. 4. Provide City resources that support educational programs of excellence. 5. Have a positive working relationship and collaboration among the City, schools, school district staff, and school board. 6. Provide a safe learning environment for children.

12 Conclusion Page 10 Conclusion This plan represents the first step toward realizing the vision the Commission has for the City. Next, resources will be allocated through the budget process to support ongoing programs and the action plans that have been developed to reach the objectives of this plan. Throughout the next fiscal year, the Commission and staff will monitor the implementation of this plan and report back to Parkland residents about what has been achieved. Parkland City Commission Michael Udine Mayor Mark Weissman Vice Mayor, District Four David Rosenof Deputy Vice Mayor, District Three Stacy Kagan Commissioner, District One Christine Hunschofsky Commissioner, District Two

13 Attachment A: Management in Progress Matrix Page 11 Attachment A: Management in Progress Matrix Management in Progress Lead Department Financially Sound City Government First Class Leisure and Cultural Amenities Board & Commission Orientation City Manager s Office X X Body Camera Implementation Sheriff X High Level of Public Safety High Performance City Organization Code Enforcement Plan City Manager s Office X X X Department Technology Plan Information Technology X X Department Training in LEAN Finance X X Donation Policy City Manager s Office X X X X Foster Positive Work Environment Human Resources X X Preservation of Parkland s Character Free Wi-Fi in Parks Information Technology X X X Grant Program City Manager s Office X X Laser Fiche Document Scanning Finance X X Lox Road Improvements Engineering X X Maintain Low Crime Rate Sheriff X X X X Parks Master Plan Parks and Recreation X X X X X X P-REC Marketing and Operations Plan Parks and Recreation X X X X Process Improvement Program Finance X X X Ranches Road Improvement Plan Engineering X X Retain & Attract Quality Employees Human Resources X X Senior Programming Parks and Recreation X X Signature Capital Projects Engineering X X X X X Sister City Program City Manager s Office X X X Small Town Feeling City Manager s Office X X X X X Social Media Plan City Manager s Office X X X Public Schools of Excellence

14 Attachment B: Action Plans Page 12 Attachment B: Action Plans Goal Action Plan Department Financially Sound City Government Financial Sustainability to Resiliency Plan Finance First Class Leisure and Cultural Amenities Camp Telogia Plan Parks and Recreation Park Improvement Plan High Performance City Organization Library Master Plan Library Customer Service Standards (Response Time) High Level of Public Safety Public Safety Growth Plan Finance Parks and Recreation City Manager s Office Preservation of Parkland s Character Conservation of Natural Resources Development Services Public Schools of Excellence Public School Capacity City Manager s Office

Information Technology Solutions

Information Technology Solutions CITY OF PARKLAND STRATEGIC PLANNING 2013-2014 MID YEAR REPORT DECEMBER 2013 FINANCIALLY SOUND CITY GOVERNMENT CITY COMMISSION POLICY AGENDA ITEMS 6 ACTIONS 4th Police Zone: