2015 Goal Setting Retreat

Transcription

1 2015 Goal Setting Retreat City of Bartlett Tennessee January 31, 2015

2 City of Bartlett Tennessee 2015 Goal Setting Retreat Background The Bartlett Board of Mayor and Aldermen held a goal setting retreat on January 31, 2015 at the City Hall Annex. Members in attendance included Mayor A. Keith McDonald, Vice Mayor Jack Young, Alderman Emily Elliott, Alderman David Parsons, Alderman Bubba Pleasant, Alderman Paula Sedgwick, and Alderman Bobby Simmons. Also in attendance were Chief Administrative Officer Mark Brown and City Clerk Stefanie McGee. The retreat was facilitated by MTAS management consultant Jeff Broughton. Vision and Mission The Board reviewed the city s Vision Statement and Mission Statement which are as follows: Vision Statement Our Vision of Bartlett is for a dynamic, well-planned and growing community with a strong diversified economy and a high quality of life from childhood through retirement. Mission Statement The City of Bartlett s mission is to plan for and provide superior services and economic growth to the community, in a clean and safe environment with integrity and responsiveness. No modifications were made to either statement. SWOT Analysis The Board undertook a review of the 2011 SWOT Analysis (Strengths Weaknesses Opportunities - Threats) to identify any adjustments necessary over the past several years. Several modifications from the 2011 analysis were made as follows: Strengths Added: We have a strong city school system There is a process in place to advance retail recruitment Weaknesses Revised: Improvements to the business regulatory process made and remain a priority Deleted: Deterioration of Stage Road

3 2015 Bartlett Goal Setting Retreat Page 2 Opportunities Added: Partnering of city schools with the business community Improving internal communication to enhance external messaging Revised: There are opportunities for economic development City school system improving the existing quality of education Deleted: Opportunities exist with the annexation reserve (including motorsports, hotels) Social media for the promotion of the city Threats Added: The change of homeowner occupied dwellings to rental properties Increased competition within the region (schools, city amenities) Revised: The economy may have an impact on home ownership The perception of the city and its identity may not be accurate Deleted: Shelby County Schools potential residential flight from the city, possibly declining property values There is a declining tax base The resulting 2015 SWOT Analysis, as well as the Vision and Mission Statement, are found in Attachment Goals Program Goals and objectives are similar in that they describe the intended purposes and expected results of activities and establish the foundation for assessment. Goals are statements about general aims or purposes that are broad and long-range intended. Typically a city will establish only a few goals; they serve as board statements of city purpose or being. Since they are broad purposes, reaching a goal is a multi-year endeavor with a long time horizon; some goals may never fully be accomplished, often requiring advancement to higher and higher levels. Maintaining the same goals for many, many years is the norm in city government.

4 2015 Bartlett Goal Setting Retreat Page 3 Objectives, on the other hand, are brief and clear statements that describe a desired outcome that advances a goal. A city typically has many objectives in its annual work plan. Importantly, objectives should be SMART: that is Specific, Measurable, Achievable, Realistic, and Time specific. Objectives may require more than one fiscal year to complete; at times objectives are carried forward to the next year if they remain relevant and important. Objectives are those items that, by themselves and in combination with other objectives, move the city toward the aspiration of its goals one objective at a time. The Board of Mayor and Aldermen identified a number of short-term priority objectives to be pursued during the remainder of Fiscal 2015 (through June 2015) and in Fiscal 2016 (July 1, 2015 June 30, 2016). The objectives were established with equal priority and included target completion deadlines. It is important to note that the target dates for completion are typically not time sensitive and thus what is of primary importance is the advancement of the objective by the responsible party. The target date is of secondary importance. The facilitator took the liberty to set the short-term priority objectives within four broad goal areas mined from the mission statement as follows: Goal Provide Superior Services Goal Economic Growth in the Community Goal Clean and Safe Environment Goal Provide Services with Integrity The combined FY 2015 and FY 2016 Goals Program is included in Attachment 1. Long-Term Strategies The Board of Mayor and Aldermen also identified a number of long-term strategies (3-5 years out) that will advance the mission and goals of the city. These long-term strategies should be evaluated for placement in a subsequent annual Goals Program, to end up as specific SMART objectives once they are timely and ready for action. 3-5 Year Strategies Adopt a more complete bikeway plan and plan for a multi-year improvement project Expand property maintenance approaches Complete the planned improvements to Freeman Park Acquire a location for a municipal center north of the Loosahatchie River Develop an enhanced policing strategy to reduce crime Encourage a mixture of owner-occupied housing choices and prices to meet the present and future needs of residents Develop a strategy to recruit a major retail destination venue

5 City of Bartlett Tennessee FY 2015 & FY 2016 Goals Program Attachment 1 Responsibility Goal: Provide Superior Services Objective / Performance Standard A. Engineering 1. Award a professional services contract to develop a master plan for Freeman Park by June 30, Complete the master plan for Freeman Park, including the holding of public meetings for design and feature input, by March 30, B. Fire 1. Undertake Phase I of the Fire Training Academy project with the completion of site work, extension of utilities, and installation of the concrete slab by June 30, C. Office of the Mayor 1. Establish an ad-hoc committee to identify opportunities for more community events with a report of potential activities by June 30, Responsibility A. Office of the Mayor Objective Goal: Economic Growth in the Community 1. Complete development of a three-year retail recruitment plan by Retail Strategies by March 30, Monitor the first year retail recruitment activities and prepare a report of activity by June 30, Monitor the progress of the Bartlett City Schools and business community in the identification and implementation of beneficial partnerships, including internships with the bio-medical industry, by June 30, B. Parks 1. Review field activity and usage policies to identify opportunities to increase the number of tournaments held on city fields by June 30, Responsibility Objective Goal: Clean and Safe Environment A. Parks 1. Inventory existing park and recreational facilities for ADA improvements and develop a prioritized project list by June 30, Initiate construction and complete the next phase of ADA improvements at Soccer Park by June 30, 2016.

6 Attachment 1 (Continued) Responsibility A. Human Resources B. Office of the Mayor Objective Goal: Provide Services with Integrity 1. Complete the employee classification-compensation study, to include an evaluation of related pay plan policies, by March 30, Complete the annual pension system actuarial study, to include an evaluation of a cost of living component, by March 30, 2016.

7 Attachment 2 City of Bartlett Tennessee Vision Statement: Our Vision of Bartlett is for a dynamic, well-planned and growing community with a strong diversified economy and a high quality of life from childhood through retirement. Mission Statement: The City of Bartlett s mission is to plan for and provide superior services and economic growth to the community, in a clean and safe environment with integrity and responsiveness SWOT Analysis Strengths o The city is financially sound o We offer excellent city services o We have a strong city school system o We have a safe, clean city o There is a good employment base o We have room to grow at the existing industrial park o There is an active chamber of commerce o We have an honest government o We are close to our constituents o There is a process in place to advance retail recruitment Weaknesses o Improvements to the business regulatory process made and remain a priority o We need more commercialization / retail opportunities so that people can shop at home o Aging infrastructure o Internal communications o Marketing of the community o Board/committee appointments Opportunities o There are opportunities for economic development o City school system improving the existing quality of education o Partnering of city schools with the business community o Opportunities exist with west Bartlett o Additional parks/more promotion and tournament recruitment o Improving internal communication to enhance external messaging

8 Attachment 2 (Continued) Threats o The change of homeowner occupied dwellings to rental properties o The economy may have an impact on home ownership o Crime o The perception of the city and its identity may not be accurate o Increased competition within the region (schools, city amenities)