NEW TWO-YEAR STRATEGIC PLAN INITIATIVES

Transcription

1 City of Las Cruces. ROBERT GARZA. CITY MANAGER. DECEMBER 16, 2011 NEW TWO-YEAR STRATEGIC PLAN INITIATIVES As we continue to prepare for the pre-budget retreat on Wednesday, January 4th, City staff is compiling a final report summarizing accomplishments over the last two years, as well as ideas and recommendations for City Council to consider for the next two-year cycle of the plan. Meanwhile, I am asking city councillors to also contemplate next steps in each of the seven Strategic Plan themes. We will combine staff recommendations and City Council suggestions for review at the retreat. We ll then discuss ideas and brainstorm areas where we can create a complete, realistic, and attainable two-year plan. Feel free to use the attached form, as many sheets as necessary, to submit your ideas. Please submit them as soon as you can so we can begin to compile a targeted agenda for the retreat. At the latest, I m hoping to gather all ideas by Dec 31st. (# Strategic Plan Goals) (#2 Strategic Plan 2010 Public Report) STATE LEGISLATIVE PRIORITIES City administration is compiling the City Council s legislative priority data for the January 2012 session. We will produce a brochure with specific information that will help us communicate uniformly the needs we have identified. The priority list will include recent action by the Doña Ana County Board of Commissioners to fully fund the construction of the Crisis Triage Center. Congratulations and kudos to the county for taking this bold step forward with this urgently-needed project. The priorities for this next session are: 1. Hold Harmless Urging legislators to recognize the impact a repeal or change to this legislation will have on local government budgets and related services to the community. 2. Mesilla Valley Regional Dispatch Authority s Public Safety Answering Point Center (911 dispatch center) Seeking funds to complete facility design and programming. 3. East Mesa Public Safety Campus Seeking funds to match City bond funds to address the construction cost for a fire station and police department on the City s East Mesa. 4. Fireworks Regulations Seeking enabling legislation to allow local governments in New Mexico to ban all fireworks due to severe drought or other local conditions. 5. Senior/Library Services Several specific initiatives will also be pursued for senior and library services through Area Agency on Aging and library G.O. bonds. Additional details will be provided next week along with a proposed meeting date for a pre-legislative breakfast with area legislators. (1)

2 City of Las Cruces. ROBERT GARZA. CITY MANAGER. DECEMBER 16, 2011 LAS CRUCES UTILITY BOARD UPDATE The Las Cruces Utility Board convened Thursday, December 8th for a regular meeting. The administrative report highlighted some ongoing capital projects, as well as an advanced briefing on a planned water festival being developed by the Utilities Water Conservation Office. The regular board meeting contained various action items including a resolution recommending an application for a Bureau of Reclamation grant for operational efficiencies, a contract amendment with a law firm expert in utility matters, and approval of a resolution to replace some large utility equipment. (#3 LCU Board Action Memo-December) CITY COUNCIL MEETING PREVIEW FOR MONDAY, DECEMBER 19TH The following items are scheduled for consideration by the City Council on Monday, December 19th. These items reflect only some of the topics included in the agenda. A complete listing of all agenda items is available on the City s website at or NMDOT Traffic Safety Division Grants Numerous grants are being reported and presented under resolutions from the State Traffic Safety Division. Grants are offered as follows: Operation Buckle Down, $9,866; Click It or Ticket Project, $6,845; Community DWI Program, $9,000; and the Traffic Safety Education and Enforcement Program, $4,233. Workers Compensation Third Party Administrator Contract After an external audit confirmed certain deficiencies regarding the management and documentation of Workers Compensation, it was decided to outsource case management functions to a third party administrator (TPA). CCSMI was selected as the TPA for an initial period of one-year using an existing contract with the City of Santa Fe. Based on various time constraints and the possibility of losing excess coverage for Workers Compensation, the initial contract was $49,999. Both past and current claims are now being handled by the TPA. The initial transfer costs and services provided have exceeded the initial contract amount, thus the need to increase the necessary funding to support this program. This additional contract funding is already within the FY2012 budget for Workers Compensation. Para-Transit Van Purchases Transit is seeking approval to purchase three replacement Dial-a-Ride vehicles under the Houston-Galveston Area Council (HGAC) Cooperative Purchasing Program for a total cost of $170, This purchase meets all federal procurement requirements and a Federal Transit Administration (FTA) grant will reimburse 83% of the cost of these vehicles. Transit will replace three, 2004 models that have exceeded their useful life. Dial-a-Ride provides point-to-point transit service to individuals with qualifying disabilities and to qualifying senior citizens. Replacing these vehicles is consistent with Transit s vehicle replacement plan and will help maintain a reliable fleet of vehicles for the Dial-a-Ride service. All three new vehicles will have a configuration similar to the vehicles being replaced and will include digital video security cameras. Metro Verde Proposed PUD Amendment Council Bill No ; Ordinance No. 2642, is a request for concept plan and final site plan approval for the Metro Verde Amendment 1 Planned Unit Development. The request allows for approximately 500 acres of land to be incorporated into the approved Metro Verde Planned Unit Development, bringing the total acreage of the development to approximately 695 acres. This development consists of mixed residential, commercial, office and industrial land uses, including the Red Hawk Golf Course, and proposes several deviations to the City s design standards for streets. The property is located north of the extension of Arroyo Road and along and west of the northerly extension of Sonoma Ranch Boulevard. The request is submitted by Sierra Norte Land Holding, LLC and Barbara W. Johnson (PUD and PUD-11-02). ( 2 )

3 City of Las Cruces. ROBERT GARZA. CITY MANAGER. DECEMBER 16, 2011 THE WEEK AHEAD STANDARD, NON-STANDARD, OPERATIONAL AND JOINT BOARD AND COMMITTEE MEETINGS: Courtesy of the Public Information Office MONDAY DECEMBER 19, p.m. City Council meeting Council chambers at City Hall, 700 N. Main St., Las Cruces, NM TUESDAY DECEMBER 20, p.m. Planning & Zoning Work Session (CANCELLED) WEDNESDAY DECEMBER 21, a.m. Development Review Committee Conference room 2150 at City Hall, 700 N. Main St., Las Cruces, NM 5:30 8 p.m. ETZ Authority meeting Doña Ana County Government Complex, 845 Motel Blvd., Las Cruces, NM THURSDAY DECEMBER 22, p.m. Extra-Territorial Development Review Committee, Room 1158 at City Hall, 700 N. Main St., Las Cruces, NM 3-4 p.m. Library Advisory Board Library board room/branigan Library, 200 E. Picacho Ave., Las Cruces, NM FRIDAY DECEMBER 23, 2011 Meeting dates for boards and committees is gathered from the public meetings calendar in Outlook. Meetings may be cancelled or scheduled after this notice is sent out. ( 3 )

4 Theme 1 Theme 2 Theme 3 Theme 4 Theme 5 Theme 6 Theme 7 Ensure a Safe and Secure Community CLC 2012 and 2012 Strategic Plan Goals Acknowledge and Promote our Community Identity Proactively Plan Land Use, Infrastructure and Transportation Protect and Promote our Natural Resources Foster a Vibrant Economic Environment Operate an Accountable, Responsive and Engaged City government Be the Employer of Choice Submitted By: Date:

5 STRATEGIC PLAN public report 2010 s t r a t e g i c g o a l s f o r t h e f u t u r e City of Las Cruces P E O P L E H E L P I N G P E O P L E Las Cruces at work for you TO PROVIDE RESPONSIVE, COST EFFECTIVE AND HIGH QUALITY SERVICES TO THE CITIZENS OF LAS CRUCES. O u r G u i d i n g P r i n c i p l e s a r e : EXCELLENCE INTEGRITY CUSTOMER FOCUS FISCAL RESPONSIBILITY GOAL- ORIENTED MANAGEMENT Our principles E X C E L L E N C E We consistently offer our best to the citizens of Las Cruces. We deliver quality service with passion, pride, and professionalism. I N T E G R I T Y We demonstrate accountability and fairness at all levels of the organization. We are principled, ethical, and sincere in our outlook and practice, and hold the highest regard for the public trust. City of Las Cruces work crew C U S T O M E R F O C U S We serve our community with reliability, trust-worthiness, and respect, and protect our citizens health, safety and welfare. We partner actively and communicate openly and clearly. We are caring and service-oriented. F I S C A L R E S P O N S I B I L I T Y We shepherd the resources of our City with an eye to both efficiency and effectiveness. G O A L - O R I E N T E D M A N A G E M E N T We provide the responsible, proactive, and innovative leadership necessary for the successful growth of our community, advancement of our economy, nurture of our environment, and realization of Las Cruces exciting future. STRATEGIC PLAN THEME Citizen Impact Strategic Objectives 1) Ensure a Safe and Secure Community 2) Acknowledge and Promote our Community Identity Service Delivery Strategic Objectives 3) Proactively Plan Land Use, Infrastructure, Connectivity and Transportation, Unite Land Use with Transportation and Housing Planning 4) Protect and Promote our Natural and Energy Resources 5) Foster a Vibrant Economic Environment Foundational Support Strategic Objectives 6) Operate an Accountable, Responsive and Engaged City Government 7) Be the Employer of Choice For more information, please visit our web site at S T R A T E G I C P L A N

6 Ensure a Safe and Secure Community ( 1) Enforcing interagency communication, improving public safety infrastructure, increasing public education and outreach, and enhancing public safety policies are keys to citizen impacts. These core services need proper planning, programs, facilities and technology to meet the demands of a growing community. With attention to population increases within Las Cruces and Doña Ana County, charting service coverage is a large component of looking forward. As the city s neighborhoods expand community outreach, education and participation are important elements in the prevention of crime and other hazardous situations. Solutions within this theme may be aided by co-location of fire and police facilities and collaboration on principles of safety with other city departments. With this understood, the City is committed to achieving its goals to ensure a safe and secure Las Cruces. Las Cruces Law Enforcement, LCPD AREAS OF FOCUS (TWO YEAR PLAN) Initialize interoperability communication plan. Support MVRDA funding and facility subcommittee. Complete governance evaluation of shared systems. Complete regional communications exercise. Continue participation in Local Emergency Planning Committee (LEPC/OEM). Adopt a public safety impact fee. Finance public safety vehicle replacement cycle. Identify funding to build and equip Public Safety Answering Point Facility-MVRDA building. Complete site selections for fire substation 7. Complete site selections for fire substation 8. Identify funding plan to design, equip and construct fire station 7. Identify funding plan to design, equip and construct fire station 8. Establish temporary police substation on East Mesa. Enhance ITS systems capabilities. Facilitate a Safe Routes to School program. Use website as an effective communications tool for the community. Continue existing public safety efforts. Evaluate and plan new public safety efforts. Expand proactive code enforcement activities. Promote vector control/mosquito hotline. Identify funding plan for staffing new fire stations. Evaluate and determine level of service for police service on East Mesa. Enhance community policing programs. Implement hands free cell phone use while driving. Maintain and evaluate traffic enforcement technologies. Establish a Safe Traffic Operations Program (STOP) fund utilization program. Continue to implement street re-addressing programs. Implement LED/variable message sign ordinance. Acknowledge and Promote our Community Identity ( 2) Communities are bound by historic and cultural identities as well as the quality of life amenities and programs we create. A sense of place may exist within this confine, yet much more contributes to honoring the collective spirit of our city. Recognizing very concrete elements that include history, geography, politics, art, community commerce and demographic composition supports preserving a sense of place. Within each exist components of connection for the citizens of Las Cruces. By building and sustaining upon these elements, as represented in the strategic plan goals, citizens are more likely to have a sense of pride about their place within and contribution to the our collective community. Main Street Downtown 2007 Russell Bamert/Jim Turrentine. Courtesy Big Picture. All Rights Reserved. AREAS OF FOCUS (TWO YEAR PLAN) Jardin de Mesquite Support Amador Museum Foundation s efforts. Support community efforts for the preservation of Armijo House. Initiate and implement a Historic Preservation Ordinance. Support Mesquite Historic District. Support Alameda Depot Historic District. Continued support of City s participation in development of State of New Mexico Veteran s Museum. Renovate and open new Museum of Nature and Science. Support community festivals. Pursue Downtown Arts and Culture District designations. Pursue recreational component - Phase 1B Pursue recreational component - Phase II. Update Parks and Recreation Advisory Board policy to include all community sports and recreation activities. Implement and fund Out-of-School Time Program. Open Regional Recreation and Aquatic Center Phase 1A Expand recreation opportunities for youth. Expand recreation opportunities for seniors. Renovate and open East Mesa Sage Café. Complete identification of locations and partners for community gardens and begin program implementation. Ensure neighborhoods are interconnected by community involvement organizations and programs. Enhance affordable housing opportunities with results from ad hoc committee work. Obtain property for downtown Civic Plaza. Complete implementation of Downtown Main Street North. Complete implementation of Downtown Main Street South. Identify funding and locations for Downtown parking. Maximize funding for Downtown TIDD. Promote districts of vibrancy within the city. 2 S T R A T E G I C P L A N

7 Proactively Plan our Land Use, Infrastructure, Connectivity and Transportation, Unite Land Use with Transportation and Housing Planning ( 3) By 2030, the city of Las Cruces population is expected to increase by up to 50%. With a projection like this on the horizon, a strong call has been made by citizens to unite land use planning with transportation and housing development, a mandate that reflects popular opinion of recent development. For many, paying attention to land development is akin to paying attention to the future of Las Cruces. The concepts of sustainability and quality of life set the tone for the direction the City will pursue. Roadrunner Transit A growing and thriving community will address quality of life through careful planning. Desert Trails Community Park AREAS OF FOCUS (TWO YEAR PLAN) Implement a complete streets policy. Complete Transit Intelligent Transportation System (ITS/technology.) Facilitate connectivity and reduce congestion. Traffic engineering ITS. Actively participate in development of a commuter rail concept between Las Cruces and El Paso. Study transit service to reduce vehicle miles travelled (Dial-A-Ride; core transit routes; system efficiencies.) Complete intermodal facility. Obtain bicycle friendly city status. Finish arroyo design standards and Arroyo Use Policy. Adopt smart code. Evaluate Park and Recreation policy (Impact fees v. development requirements or a combination of both.) Update City plans and code amendments to support sustainable development. Update liquid waste ordinance. Complete workshops with Sonoran Institute on how to engage the Bureau of Land Management in future planning. Design standards revisions. Update erosion (dust/npdes) control ordinance. Building code updates. Implement impact fees. Update lighting ordinance. Update sign control ordinance. Implement technical support and public participation model for El Paseo EPA project. Finalize the university district plan. Complete design of environmental restoration project at Las Cruces Dam. Maintain open space and recreational areas as our community grows (public property.) Improve GIS functionality. Implement transit strategic plan. Complete Vision Complete Transport Update Downtown Master Plan. Continue phase I facility design for central kitchen for senior meals. Achieve resolution of Rio Grande Natural Gas Association and City of Las Cruces gas service territories. Complete agreements with Las Cruces Public Schools for joint use of facilities and operations. Pavement management program. Facility management strategy. Pursue consolidation of maintenance and operations. Develop a special assessment district policy/ordinance. Implement and complete critical drainage projects within the master plan. Protect and Promote our Natural and Energy Resources ( 4 ) The call for active management of natural resources has been made not only locally by the citizens of Las Cruces, but also on the state and national levels. The delivery of clean water, the maintenance of open space, the preservation of functional land forms, for example, have varying levels of importance, yet are connected by the basic understanding that land effected by the presence of people must retain an ability to remain productive for its inhabitants. The concept of sustainability has many connotations what this means for the City is when tangible, cost-effective solutions are present, Las Cruces will work to implement solutions that will bring stability and quality to the resources made available in the area. East Mesa Water Reclamation Facility (EMWRF) Desert Catcus River at La Larona Park A R E A S O F F O C U S (TWO YEAR PLAN) Renewable energy implementation at convention center. Promote renewable energy development through use of City property. Educate community on energy conservation opportunities and benefits. This should read Expand Community Awareness of the Household Hazardous Waste Program. Support renewable energy financing district within Doña Ana County. Promote energy conservation. Create sustainability program operating fund. Complete sustainability action plan. Complete street light conversion. Pursue LEED certification for City Hall. Pursue LEED certification for the new Las Cruces Convention Center. Pursue LEED certification for the new Museum of Nature and Science. Implement and continue to develop a regional recycling program. Expand water conservation efforts. Identify third party power provider for City Hall parking deck. Adopt a stand-alone water conservation plan for the City of Las Cruces. Address air quality. Update erosion control ordinance to address fugitive dust. Pursue funding for high priority septic tank removal. Enforce National Point Discharge Elimination System regulations. Define and protect wildlife habitat corridors when impacted by urban environment. Complete the arroyo preservation plan. Multi-purpose drainage facility implementation. MAYOR AND CITY COUNCIL City Hall, 700 N. Main St., Las Cruces, NM (575) TTY citycouncil@las-cruces.org The City Council consists of six City Councillors and one Mayor, who chairs the meetings. The Mayor is elected at-large, and each of the City Councillors represents one neighborhood district within the City. Each resident of Las Cruces is thus represented by the Mayor and by one City Councillor. The Mayor and City Council serve staggered four-year terms. S T R A T E G I C P L A N

8 Foster a Vibrant Economic Environment ( 5) A healthy economy is an indicator of a stable and progressive community. Opportunity through on-going population increases of in-migration, the imminent expansion of White Sands Missile Range and efforts to commercialize space travel are expected to directly impact Las Cruces. Existing contributors to the economic climate include well-positioned industrial parks, New Mexico State University, agriculture, tourism, as well as proximity to El Paso and a new Port of Entry into Mexico. With all these factors in play, Las Cruces will continue its core revitalization efforts, and exercise tactics to encourage new business development in the area. Farmers Market A R E A S O F F O C U S (TWO YEAR PLAN) Maximize opportunities with education for economic development. Promote affordable housing opportunities for workers. Workforce deficiency analysis. Identify East Mesa business park land opportunities. Review and update Local Economic Development Act plan. Contribute annually to an economic development incentive fund. Promote green industry and job creation. Actively drive and invest in a regional approach to economic development. Continue to develop Las Cruces as a tourist destination. Market and operate convention center to support service industry. Continue to support West Mesa Industrial Park. Establish privatization incentives for disposal of City properties. Establish regional investment centers. Maximize opportunities with military institutions for economic development (including housing.) Determine public support for regional transit district and commuter rail funding (continuous monitoring.) Open and operationalize new City Hall. Open convention center. Target City capital improvement plan to enhance economic development. Participate in the development of regional communication infrastructure. Advocate for attractive industrial rate structure. State/local code reconciliation. Foster cooperation between city and state agencies. Provide expedited plan review and inspection opportunities. Operate an Accountable, Responsive and Engaged City Government ( 6) The city is increasing reliability and accountability and rewarding innovation and efficiency. The fulfillment of civic services is a prerequisite for the basic needs of a community. Citizens underwrite these services and as such have every right to expect transparency, accountability and responsiveness when dealing with the City. The integrity of these exchanges defines the relationship. The following objectives are set to ensure that the relationship between the City and the Citizens is one that meets realistic expectations for both sides. Community Groundbreaking A R E A S O F F O C U S (TWO YEAR PLAN) Develop an improved executive summary format. Capital Improvement plan lifecycle identification and project prioritization process. Ensure continued fiscal integrity/stability of the City; adopt fund balance reserve policies and periodic review/evaluation of alternative funding sources. Provide accurate, complete, consistent and timely information to our citizens. Evaluate the application of best practices to City government. Link the City s budget to the strategic plan. Track and report on issues of concern. Auditing. Independent police auditor. Maintain and monitor succession plan that ensures continuity. Recruit and retain engaged high quality employees. Perform/conduct the first city-wide citizen satisfaction survey. Align resources with community priorities. Identify community concerns. Deliver timely services. Adopt a public participation model. Enhance opportunities for fair and representative elections. Adopt a strategic media plan. Engage citizens and stakeholders to increase their participation, cooperation and support. Assign community relations coordinator duties. Emphasize public outreach and neighborhood outreach. Enhance internet based communications. Clarify responsibilities and involvement of community partners. Be the Employer of Choice ( 7) Part of the satisfaction of working for a municipality is helping people, which is an important end goal of this entire Strategic Plan. To remain engaged in this process, City employees need to understand the connection of day-to-day tasks to the City s strategic visioning. Beyond compensation exists many ways employees can attain levels of high satisfaction in the workplace. Examining the ways to give focus and purpose to employees as they conduct their job responsibilities is an on-going process, one in which the City finds itself looking toward varying tools. These may include, but are not limited to IT solutions, competitive salary offerings, recognition programs or access to training and education. We will empower our employees by providing opportunities for meaningful work. A R E A S O F F O C U S (TWO YEAR PLAN) Ensure competitive wages. Ensure attractive benefit plans. Promote and increase participation in existing programs. Identify and utilize opportunities for public recognition of employee accomplishments. Foster professional development and advancement. Provide education, training and awareness opportunities. Conduct statistically valid employee satisfaction surveys. Evaluate and enhance creative/flexible employee work schedules. Empower employees by providing opportunities for meaningful work. Provide and promote opportunities to report and resolve matters of employee concern. Promote opportunities for management and staff interaction and feedback. Encourage and promote active wellness program opportunities. Maintain and implement technological solutions to enhance delivery of services. Provide and maintain quality facilities for employees. Continue to promote and support safe work environments. F o r m o r e i n f o r m a t i o n, p l e a s e v i s i t o u r w e b s i t e a t w w w. l a s - c r u c e s. o r g 4 S T R A T E G I C P L A N

9