HomeMy WebLinkAboutCity Council-Agenda Packets-5/26/2011 (2)~,'~'~£~~~~ :~~~~~
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City Hall
100 Main Street
Colleyville, Texas 76034
817. 503.1000
www.colleyville.com
Thursday, May 26, 2011
City of Colleyville
Agenda
City Council Worksession
6:00 PM
Executive Conference Room
1. CALL TO ORDER
2. PRESENTATION AND DISCUSSION
2a Discussion of the City's Strategic Plan
Attachments: 2a Briefing.pdf
Strategic Points.pdf
2b Update of the General Fund and Debt Service Fund Financial
(FY 2012 - 2019)
Attachments: 2b Briefing.pdf
FY 2012 General Fund summary.pdf
General Fund & Debt Service Fund financial forecast - including
fire staffing (FY 2012 update for fy 2012 - 2019).pdf
2c Review of Fire Department Staffing Plan (FY 2012 - 2015)
Attachments: 2c Briefing.pdf
CFD Staffing Plan FY 2012 Budget Worksession.pdf
2d Discussion of Police Department Staffing Plan
Attachments: 2d Briefing.pdf
2e Discussion of the Colleyville Capital Improvements Program (CIP)
Attachments: 2e Briefing.pdf
Adopted FY 2011 Colleyville Capital Improvements Program
(CIP)
Colleyville Capital Improvements (CIP) Presentation
2f Presentation of a Citywide Technology Strategic Plan
Attachments: 2f Briefing.pdf
Information Systems Management Strategic Plan.pdf
Information Systems Management Strategic Plan
Presentation.pdf
Forecast
City of Colleyville Page 1 Printed on 5/20/2011
City Council Worksession Agenda May 26, 2011
2g Presentation of the 2011 Employee Opinion Survey
Attachments: 2g Briefing.pdf
2011 Employee Opinion Survey.pdf
Opinion Survey Comparison 2011.pdf
Opinion Survey Results by Category 2011.pdf
2011 Employee Opinion Survey and Results.pdf
2h Review and discussion of the 2011 Compensation Analysis
Attachments: 2h Briefing.pdf
FY 2011 Compensation Survey.pdf
2i Discussion of health insurance renewal and bid process
Attachments: 2i Briefing.pdf
FY 2012 Health insurance renewal and bid process.pdf
2j Review and discussion of agency support and in-kind services for
Colleyville non-profit organizations
Attachments: 2j Briefing.pdf
FY 2012 Agency Support Spreadsheet.pdf
FY 2012 Agency Support Presentation.pdf
2k Discussion of FY 2012 Budget priorities and development process
Attachments: 2k Briefing.pdf
Program Importance Score Sheet 5-26-2010 Worksession.pdf
3. ADJOURNMENT:
I hereby certify the above agenda was posted on the bulletin boards at City Hall on Friday ,
May 20, 2011, by 5:00 p.m.
Cynthia Singleton, TRMC, CMC
City Secretary
Any matter on this agenda may, at the discretion of the governing body, be opened for public
comment and discussion.
If you plan to attend this public meeting and have a disability that requires special
accommodations, please advise the City Secretary at least 48 hours in advance at
817.503.1133, and reasonable accommodations will be made to assist you.
City of Colleyville Page 2 Printed on 5/20/2011
City of Colleyville 100 Main Street
._ _`!2:."!S
~ ~.r ~ ,~. Colleyville, Texas 76034
~ '~`~~~~~ Agenda 817.503.1000
www.colleyville.com
City Council Worksession
Friday, May 27, 2011 11:00 AM Executive Conference Room
IT WILL BE DETERMINED AT THE CONCLUSION OF THE MEETING ON THURSDAY,
MAY 26, 2011, IF THIS MEETING WILL BE NECESSARY.
1. CALL TO ORDER
2. PRESENTATION AND DISCUSSION
2a Discussion of the City's Strategic Plan
2b Update of the General Fund and Debt Service Fund Financial Forecast
(FY 2012 - 2019)
2c Review of Fire Department Staffing Plan (FY 2012 - 2015)
2d Discussion of Police Department Staffing Plan
2e Discussion of the Colleyville Capital Improvements Program (CIP)
2f Presentation of a Citywide Technology Strategic Plan
2g Presentation of the 2011 Employee Opinion Survey
2h Review and discussion of the 2011 Compensation Analysis
2i Discussion of health insurance renewal and bid process
2j Review and discussion of agency support and in-kind services for
Colleyville non-profit organizations
2k Discussion of FY 2012 Budget priorities and development process
3. ADJOURNMENT:
I hereby certify the above agenda was posted on the bulletin boards at City Hall on Friday,
May 20, 2011, by 5:00 p.m.
City of Colleyville Page 1 Printed on 5/20/201?
City Council Worksession
Cynthia Singleton, TRMC, CMC
City Secretary
Agenda
May 27, 2011
1 O'!~
Any matter on this agenda may, at the discretion of the governing body, be opened for public
comment and discussion.
If you plan to attend this public meeting and have a disability that requires special
accommodations, please advise the City Secretary at least 48 hours in advance at
817.503.1133, and reasonable accommodations will be made to assist you.
City of Colleyville Page 2 Printed on 5/20/2011
City of Colleyville
Agenda Briefing
City Hall
100 Main Street
Colleyville, Texas 76034
817. 503.1000
www.colleyville.com
File Number: File Type: Presentation and Status: Presentation and
Discussion Discussion
Version: 1 Agenda Date: 05/26/2011
Requester: Office of the City Agenda No.: 2a
Manager
File Name: Discussion of the Strategic Plan
Attachments: Strategic Points.pdf
History of Legislative File
Controlling Body: City Council
Final Action:
Version: Date: Acting Body: Action Text:
1 05/26/2011 City Council
Worksession
Title
Discussion of the City's Strategic Plan
Explanation
This item provides an opportunity to review, evaluate and affirm the five strategic points
and the associated goals that City Council adopted in November 2009 as part of the City's
strategic plan.
Specific objectives related to the City Council's strategic points and associated goals have
been incorporated into the City's business plans through annual major initiatives and
performance metrics. Progress on these initiatives and measures is being reported to the
City Council quarterly.
City of Colleyville Page 1 Printed on 5/20/2011
VISION
Colleyville is a model city with attention to being an efficient and attractive
neighborhood-oriented community, sensitive to our history, resources and residents.
Strateqic Point 1: Make a lonq-term commitment to economic development
• Develop and implement an economic development strategic plan.
• Explore ways of bringing people from other cities here; begin to establish a visitor's economy.
- Research and produce a Dining/Attraction Guide; feature and promote Colleyville's unique magnets
(i.e., Lifetime Fitness, IMAX Theatre, Market Street). Ensure its distribution and placement in hotels.
- Consider affiliating with the DFW Area Tourism Council as a vehicle for promoting Colleyville attractions.
- Encourage, support and promote cultural arts events and festivals.
• Quantify and mitigate retail leakage as well as Colleyville's perceived market affluence on retail and restaurant
attraction.
• Plan for and mitigate the economic impact of future Colleyville Blvd. reconstruction.
• Encourage commercial development along Precinct Line Road.
• Market Colleyville as a medical specialist, procedure and laboratory center.
- Join and participate in BioDFW and the DFW Hospital Council.
• Work with and capitalize on residents who are commercial real estate brokers and developers.
• Work to create and support positive attitudes toward development.
- Development process improvements, including the creation of citizen advocates for economic
development.
Strateqic Point 2: Foster a more diversified tax base
• Protect and preserve commercial development along Colleyville Blvd. in orderto maximize the highest and
best use of the City's primary commercial corridor.
• Work with property owners and representatives to master plan the remaining large, undeveloped tracts of
commercial property.
• Pursue opportunities to advance small business development and create business incubators in order to
nurture the commercial tax base.
• Work to attract and facilitate a hotel-and begin collecting occupancy tax revenues.
• Seek opportunities to foster and expand commercial development in conjunction with Colleyville Blvd.
reconstruction.
• Review the City's fee structure in comparison to others and determine what, if any, voids there are in existing
fee structure.
Strateqic Point 3: Protect and preserve the Citv's Neiqhborhoods
• Preserve Colleyville's unique, rural neighborhoods and high property values.
• Create and implement a Colleyville Citizen/Neighborhood Academy to improve and enhance Citizen and
neighborhood involvement in local government.
• Quantify and communicate impact of aging infrastructure-both City and HOA owned.
• Utilize partnerships to enhance safety and security and community amenities.
• Continue mobility enhancements that complement neighborhoods.
Strateqic Point 4: Deliver sustainable qovernment
• Quantify and mitigate the lack of redundancy in City operations.
• Weigh and evaluate citizen expectations in relation to City build out and declining revenues.
• Capitalize on technology.
• Identify alternatives to increasing costs of service delivery.
• Quantify and communicate impact of aging infrastructure-both City and HOA owned.
Strateaic Point 5: Brand Collevville with a uniaue identitv
• Celebrate and promote Colleyville's willingness to be unique / set apart from other cities
• Capitalize on Colleyville's small town feel in the middle of the Metroplex.
• Assume the mantle of environmental leadership in Tarrant County.
• Celebrate Colleyville's unique destinations.
City of Colleyville
Agenda Briefing
City Hall
100 Main Street
Colleyville, Texas 76034
817. 503.1000
www.colleyville.com
File Number: File Type: Presentation and Status: Presentation and
Discussion Discussion
Version: 1
Agenda Date: 05/26/2011
Controlling Body: City Council
Worksession
Requester: Office of the City
Manager
Agenda No.: 2b
Final Action:
File Name: Update of the General Fund and Debt Service Fund Financial Forecast (FY 2011 - 2019)
Attachments: FY 2012 General Fund summary.pdf • General Fund & Debt Service Fund financial forecast -
including fire staffing (FY 2012 update for fy 2012 - 2019).pdf
History of Legislative File
Version: Date: Acting Body: Action Text:
05/26/2011 City Council
Worksession
Title
Update of the General Fund and Debt Service Fund Financial Forecast (FY 2012 - 2019)
Explanation
Attached is the preliminary General Fund revenue estimate for Fiscal Year (FY 2012) and
below is a discussion of the revenue categories. Also attached is an update of the General
Fund and Debt Service Fund financial forecast.
Ad Valorem Tax: Currently, FY 2012 assessed valuation is projected to be
$3,390,538,348, which is net of frozen valuation. This includes a 2% decrease over FY
2011 valuation and an estimated value loss of $40,492,515 ($144,113 in ad valorem tax
revenue) for the Over 65 and Disabled Tax Freeze. The collection rate is projected at
98.5%. Projected delinquent revenues and penalty and interest are based upon FY 2011
estimated collections. Final assessed valuation figures are expected to be received the last
week of July.
Franchises Tax: The projected franchise revenue for Oncor Electric and Atmos Gas is
based upon discussions with the franchise holders. There is a slight increase in Tri-County
Electric's franchise budgeted payment, due to the increase in the FY 2011 payment. A
decrease is projected in telephone franchise fees, due to elimination of land lines and
conversion to internet cable. A slight decrease is projected in refuse revenue, due to
slightly lower anticipated commercial usage that has been occurring in FY 2011. Cable fees
are projected to increase due to the telephone providers entering into the cable and internet
market, and growth seen in their customer base and services.
Sales Tax: Sales tax receipts are projected to increase 2% over the current year projection
City of Colleyville Page 1 Printed on 5/20/2011
Aaenda Briefinp Continued
of $2,404,116, due to package stores being operational for an entire fiscal year. Mixed
beverage tax is projected to decrease, due to the anticipated lower percentage of tax
receipts with recently approved State legislation.
Fines: Fine revenue, alarm, and library fine
2012. While it is anticipated fewer citations
anticipated that enhanced warrant collection
party collection efforts will increase revenue.
revenues are projected to remain flat for FY
will be written in FY 2012, it is currently
efforts through the recently approved third
Licenses and Permits: Revenues are based upon 82 new residential permits, and the
estimated total revenues are relatively flat.
Charges for Service: FY 2012 Charges for Service revenue is projected to be over
$33,000 higher than FY 2011, primarily due to projected higher non-resident field use fees
and Colleyville Center revenues. Additionally, ambulance revenue is projected to be higher,
due to higher collections from a greater number of transports. Other revenues within the
category are relatively flat for FY 2012.
Miscellaneous / Transfers-In: Due to the investment interest rates to levels around
0.50%, interest income is projected to be $55,000, which is $20,OOOless than the FY 2011
budget. The Utility Fund transfer is projected to be the amount for FY 2012 projected in the
Utility Fund rate study update.
Expenditures
As FY 2012 departmental budgets are still being submitted, for contextual purposes the FY
2011 General Fund adopted budget in the amount of $17,790,023 is included as the FY
2012 base for projection purposes. Current revenue projections are $18,200,239, with a
revenue versus expenditure surplus of $330,094. Prior to the August 2011 budget
worksessions, expenditures will be reviewed and preliminary revenue projections updated ,
so that a balanced budget is presented to the City Council.
Financial Forecast
Also attached is an update of the General Fund and Debt Service financial forecast for FY
2012 through FY 2019, incorporating preliminary FY 2012 revenue projections and the
aforementioned FY 2011 expenditure base. This forecast will be updated for City Council in
August 2011 at the budget worksession, incorporating proposed FY 2012 expenditure
levels.
City of Colleyville Page 2 Printed on 5/20/2011
GENERALFUND
FY 2012 REVENUE ESTIMATE FY 09 FY 10 FY 11 FY 11 FY 12
ACTUAL ACTUAL BUDGET PROJECTED PROJECTED
AD VALOREM TAXES
5101-CURRENT TAXES 9,634,051 10,292,035 10,155,472 10,155,472 10,345,728
5102-DELINQUENT TAXES 77,127 77,417 63,000 74,000 63,000
5103-PENALTY & INTEREST 81,582 94,080 57,000 57,000 57,000
TOTAL AD VALOREM TAXES $9,792,760 $10,463,532 $10,275,472 $10,286,472 $10,465,728
FRANCH/SE TAXES
5201- ONCOR ELECTRIC 885,325 818,484 815,000 864,130 835,000
5202- TRI-COUNTY ELECTRIC 124,580 108,334 110,000 120,249 115,000
5203- ATMOS GAS 476,945 341,528 345,000 381,513 355,000
5204- AT&T 123,363 116,151 118,000 100,000 95,000
5205- VERIZON/OTHERS 46,378 43,822 44,000 47,000 44,000
5206- GAR BAGE/RECYCLI NG 124, 741 126, 550 126, 000 122, 000 122, 000
5207- CABLE TV 236,106 322,150 265,000 275,000 275,000
TOTAL FRANCHISE TAXES $2,017,438 $1,877,019 $1,823,000 $1,909,892 $1,841,000
SALES TAX
5301- 1%SALESTAX 2,482,595 2,638,279 2,356,976 2,404,116 2,452,198
5302- MIXED BEVERAGE TAX 74,197 75,365 73,000 81,500 62,775
TOTAL SALES TAX $2,556,792 $2,713,644 $2,429,976 $2,485,616 $2,514,973
LICENSES & PERM/TS
5411- BUILDING 391,956 348,471 348,924 375,000 348,924
5412- PLUMBING 43,657 42,271 43,257 47,000 43,257
5413- MECHANICAL 34,120 35,934 28,868 28,868 28,868
5414- ELECTRICAL 36,515 38,537 37,568 37,568 37,568
5416- CITY LICENSE 48,180 40,755 37,372 37,372 37,372
5417- BUILDING PLAN REVIEW FEE 60,736 66,555 59,753 59,753 55,207
5418- NEW BUSINESS 2,641 3,995 3,372 3,372 3,372
5419- ANIMAL 876 769 900 900 900
5420- SIGN PERMITS 6,010 5,140 5,463 6,500 5,463
5421- FENCE PERMITS 3,650 4,350 4,920 4,200 4,200
5423- FIRE PERMIT FEES 10,963 8,650 8,000 7,500 8,000
5424-IRRIGATION PERMIT FEES 6,997 11,705 10,214 11,500 13,660
5425- GAS AND OIL WELL PERMIT FEES 0 0 60,000 0
TOTAL LICENSES & PERMITS $646,301 $607,132 $588,611 $679,533 $586,791
FINES
5611-FINES 892,725 1,087,155 825,000 825,000 825,000
5612-FINES-ALARMS 51,930 59,200 47,000 52,000 47,000
5630-LIBRARY FINES 25,872 27,473 23,124 23,124 23,124
TOTAL FINES $970,527 $1,173,828 $895,124 $900,124 $895,124
GENERALFUND
FY 2012 REVENUE ESTIMATE
CHARGES FOR SERV/CES
FY 09 FY 10 FY 11 FY 11 FY 12
ACTUAL ACTUAL BUDGET PROJECTED PROJECTED
5511- PLANNING AND ZONING 5,448 13,200 6,765 4,500 3,690
5512- PLAT FEE 16,485 3,265 4,988 2,757 3,710
5514- BOARD OF ADJUSTMENT 625 3,250 1,250 1,250 1,250
5711- SALE OF MATERIAL 795 432 400 400 300
5712-WEED MOWING 7,218 13,353 14,770 7,000 7,000
5718- ANIMAL IMPOUNDMENT FEE 2,332 3,508 2,825 2,300 2,300
5721- AMBULANCE 236,389 236,067 240,000 250,000 255,000
5722- RECREATION PROGRAM 259,624 208,997 157,525 157,525 157,525
5811- ENGINEERING & INSPECTION 1,172 17,697 5,000 1,000 2,000
5812- CHGS & REIMBURSEMENTS 0 150 0 0 0
5845- LOT DRAINAGE INSP FEE 8,500 10,375 10,250 10,250 10,250
5855- FIELD USE CHARGE 23,085 21,485 20,500 20,500 23,870
5873- COLLEYVILLE CENTER FEES 237,964 189,030 200,000 200,000 220,000
5874- NON-RESIDENT FEE 22,840 21,440 26,000 26,000 36,570
TOTAL CHARGES FOR SERVICE $822,477 $742,249 $690,273 $683,482 $723,465
INTERGOVERNMENTAL REVENUE
5828- DARE OFFICER REIMB 89,792 89,793 89,792 89,792 89,792
TOTAL INTERGOVERNMENTAL REVE~ $89,792 $89,793 $89,792 $89,792 $89,792
M/SCELLANEOUS REVENUE
5714-SALE OF SURPLUS PROPERTY
5716-INTEREST INCOME
5719-MISCELLANEOUS
5832-ANTENNA LEASE
5867-LEASE PROCEEDS
TOTAL MISCELLANEOUS REVENUE
TRANSFERS lN
5872-TRANSFER FROM UTILITY FD
TOTAL TRANSFERS IN
30,639 20,306 3,000 7,097 3,000
266,691 29,252 75,000 55,000 55,000
73,305 80,492 55,000 68,000 55,000
48,251 89,782 65,000 67,466 67,466
0 1,026,238 0 0 0
$418,886 $1,246,070 $198,000 $197,563 $180,466
816,297 857,541 816,297 858,879 902,900
$816,297 $857,541 $816,297 $858,879 $902,900
TOTAL GENERAL FUND REVENUES $18,131,270 $19,770,808 $17,806,545 $18,091,353 $18,200,239
I FIRE STAFFING PLAN FY 2012 - FY 2019
0.50% ESTIMATED ANNUAL VALUATION INCREASE
FISCAL YEAR
PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED
2012 2013 2014 2015 2016 2017 2018 2019
~X REVENUE $10,465,728 $10,781,661 $11,149,145 $11,507,002 $11,558,567 $11,625,793 $11,698,321 $11,757,403
ENUE $2,514,973 $2,540,123 $2,565,524 $2,591,179 $2,617,091 $2,643,262 $2,669,695 $2,696,391
REVENUE $1,841,000 $1,873,218 $1,905,999 $1,939,354 $1,973,292 $2,007,825 $2,042,962 $2,078,714
tMITS $586,791 $575,055 $563,554 $552,283 $541,237 $530,413 $519,804 $509,408
$895,124 $904,075 $913,116 $922,247 $931,470 $940,784 $950,192 $959,694
3ERVICE $723,465 $730,700 $738,007 $745,387 $752,841 $760,369 $767,973 $775,652
S INCOME $270,258 $275,663 $281,176 $286,800 $292,536 $298,387 $304,354 $310,441
~ANSFER $902,900 $920,958 $939,377 $958,165 $977,328 $996,875 $1,016,812 $1,037,148
$0 $0 $0 $0 $300,000 $300,000 $300,000 $300,000
ES $18,200,239 $18,601,453 $19,055,898 $19,502,417 $19,944,362 $20,103,707 $20,270,113 $20,424,853
**" $17,790,023 $18,056,873 $18,327,726 $18,602,642 $18,881,682 $19,164,907 $19,452,381 $19,744,167
=L $80,122 $160,244 $400,610 $640,976 $650,591 $660,349 $670,255 $680,309
~TURES $17,870,145 $18,217,117 $18,728,336 $19,243,618 $19,532,273 $19,825,257 $20,122,636 $20,424,475
$330,094 $384,335 $327,562 $258,798 $412,090 $278,450 $147,477 $378
'ALANCE $9,450,458 $9,834,793 $10,162,355 $10,421,154 $10,833,243 $11,111,693 $11,259,171 $11,259,549
ING CAPITAL
193
197 198 198 202 205 204 201
~XES - 98.5% COLLECTION RATE (FY 2012 - 2019)
ENUE-1% ANNUALINCREASE
REVENUE -1.75% ANNUAL INCREASE
tMITS - 2% ANNUAL DECLINE
iERVICE- 1%ANNUALINCREASE
SINCOME-2% ANNUALINCREASE
~ANSFER-2% ANNUALINCREASE
;EASE IN EXPENDITURES FROM 2012 - 2019 IS 1.5%
PONSE AREA CONTRACT WILL END IN FY 2015 - ESTIMATED SAVINGS $300,000
CE PLAN FY 2012 - FY 2019
ANNUAL TAXABLE VALUE INCREASE - 0.50%
LEASE
FIRE REPLACE-
2008 2006 REPLACE- MENT FIRE PROJECTED ESTIMATED DEBT
2006 GO 2007 GO 2011 GO AMBULANCE PUMPER MENT TRUCK TOTAL DEBT TAXABLE SERVICE
2002 CO'S REFUNDING BONDS REFUNDING LEASE LEASE LEASES FY 2010 ** SERVICE VALUE TAX RATE
$117,415 $200,925 $226,000 $863,300 $38,177 $49,723 $116,839 $1,612,379 $3,390,538,348 $0.04756
$150,010 $224,000 $758,200 $49,723 $40,000 $116,839 $1,338,772 $3,407,491,040 $0.03929
$36,916 $222,000 $560,850 $49,723 $40,000 $116,839 $1,026,328 $3,424,528,495 $0.02997
$35,824 $318,000 $163,575 $49,723 $40,000 $116,839 $723,961 $3,441,651,137 $0.02104
$39,641 $312,000 $169,375 $95,000 $116,839 $732,855 $3,458,859,393 $0.02119
$38,367 $306,000 $169,950 $95,000 $116,839 $726,156 $3,476,153,690 $0.02089
$37,093 $300,000 $165,450 $95,000 $116,839 $714,382 $3,493,534,459 $0.02045
$40,728 $294,000 $170,000 $95,000 $116,839 $716,567 $3,511,002,131 $0.02041
$117,415 $771,890 $2,430,000 $3,884,000 $76,354 $248,615 $500,000 $934,712 $8,962,986
DEBT SERVICE FUND BALANCE $1,154,570 - FIRE TRUCK PAYMENT COULD BE A DRAW DOWN
BALANCE. ESTIMATED FY 2011 DEBT SERVICE FUND BALANCE IS OVER $1,000,000
City of Colleyville
Agenda Briefing
City Hall
100 Main Street
Colleyville, Texas 76034
817. 503.1000
www.colleyville.com
File Number: File Type: Presentation and Status: Presentation and
Discussion Discussion
Version: 1
Agenda Date: 05/26/2011
Controlling Body: City Council
Worksession
Requester: Fire Department
Agenda No.: 2c
File Name: Review of Fire Department staffing plan (FY 2012 - 2015)
Attachments: CFD Staffing Plan FY 2012 Budget Worksession.pdf
History of Legislative File
Final Action:
Version: Date: Acting Body:
Action Text:
05/26/2011 City Council
Worksession
Title
Review of Fire Department Staffing Plan (FY 2012 - 2015)
Explanation
In February 2005, the citizens of Colleyville approved a bond election to construct one fire
station and purchase a ladder truck. In July 2005, City Council approved a change to the
construction of two fire stations and the future purchase of a ladder truck by debt issuance .
In November 2006, staff presented the City Council with a plan to hire 12 firefighters in FY
2012 in order to increase daily staffing to necessary levels for manning three fire stations .
The new fire stations opened in January 2008 and the plan remained to add 12 personnel in
FY 2012 to complete staffing. In May 2009, staff began to further analyze the previous
staffing plan due to the changes in economic and financial realities. During this analysis, it
became apparent that the originally proposed staffing plan would not be sustainable within
the most recent budget projections that included a trend toward declining revenues. Staff
revised the staffing plan in its entirety to include changes to the rank structure and new
positions, all within a sustainable implementation schedule.
The newly revised six year staffing plan was presented to the City Council in August 2009
and staff was given direction to proceed with the implementation of the incremental six-year
plan beginning with the FY 2010 budget. In October 2009, the Fire Department
implemented year one of the plan by adding three Battalion Chief positions within the
existing staffing to serve as the overall shift supervisor and incident commander for each 24
hour shift. The cost for year one implementation was $36,627. As a component of this part
of the plan, one Battalion Chief position was filled by shifting a Battalion Chief from Fire
Administration to Operations and two additional positions were promoted from within
existing staffing. Shift staffing included one shift with 11 personnel assigned and 10
personnel minimum on duty and two shifts with 10 personnel assigned and nine personnel
minimum on duty.
City of Colleyville Page 1 Printed on 5/20/2011
Aaenda Briefinp Continued
In October 2010, year two of the staffing plan was implemented with the creation of nine
Engineer positions within existing staffing. These personnel became the designated drivers
and operators of each fire apparatus for their assigned shift. Costs for year two
implementation were $32,500. Shift staffing remained at one shift with 11 personnel
assigned and 10 personnel minimum on duty and two shifts with 10 personnel assigned and
nine personnel minimum on duty.
The four remaining years of the staffing plan include the addition of eight firefighters to
existing staffing. The Fire Department's staffing at the conclusion of the plan will be 13
personnel assigned to each shift and a minimum of 12 personnel on duty. This staffing
level ensures a minimum of three personn el on all fire apparatus at all times. The following
is a breakdown of the remaining budget years in the current plan and their implementation
costs:
FY 2012 - Add two firefighters mid-year to increase staffing to 11 personnel assigned to all
three shifts and 10 personnel minimum on duty. Cost of year three of the plan is $80,122.
FY 2013 - Fully fund the two firefighters hired in mid-year FY 2012 for FY 2013. Cost of
year four of the plan is $160,244.
FY 2014 - Add three firefighters to increase daily staffing to 12 personnel assigned to each
shift and 11 personnel minimum on duty. Cost for year five of the plan is $240,366.
FY 2015 - Add three firefighters to increase daily staffing to 13 personnel assigned to each
shift and 12 personnel minimum on duty. Cost for year six of the plan is $240,366.
The annual cumulative cost of implementation of the fire staffing plan for Fiscal Years 2013
through 2015 is estimated to total $640,976. Total cost of implementation over the
four-year period of 2012 through 2015 is $721,976. Funding for the plan is expected to be
available in future fiscal years within existing revenue sources based on current financial
projections. If financial projections change, the plan will be reevaluated and potential
changes could be recommended in order to fully implement the plan under future revenue
constraints. Once implemented, this plan will likely meet the staffing needs of the
community and the fire department for the next decade. The potential exists for future
staffing increases as a result of employee tenure and leave accrual versus availability of
days to take leave with only one position allowed off per shift. Secondly, there is a
likelihood in the future that a second staffed ambulance will need to be added to meet the
long term demands for ambulance service in Colleyville. Beyond these two long term
conditions, staffing in the fire department will be sufficient and sustainable into the
forseeable future.
City of Colleyville Page 2 Printed on 5/20/2011
P an oa s
- ~ ~ _~
• Provide optimal customer service with the
least possible fiscal impact
• Enhance firefighter safety and efficiency
• Create sustainable staffing levels that protect
Colleyville for the long term
•
P an Im ementatlons to Date:
p
- ~ ~ _~
• FY 2010 - Created (3 ) B attalion Chief
positions within current staffing to provide
overall shift command and control
• FY 2011 - Created (9) Engineer positions
within current staffing to drive and operate the
fire apparatus each day
urrent ta in
g
• One shift has minimum staffing of 10 personnel and two
shifts have minimum staffing of 9 personnel
• One Battalion Chief per shift
• Two personnel on the ambulance at all times
• All fire apparatus are staffed with two personnel on two
shifts and one shift has two fire apparatus with two
personnel and one fire apparatus with three personnel
FY 2012 80 122
~
• Hire two additional firefighters at mid-year to
increase staffing to 11 per shift and minimum
staffing of 10 per shift
~
• This staffing level will ensure three personnel
on Truck 2 4 3 at al1 time s
FY 2013 160 244
~
. .~~_~ ~ ~,
~ y _
~' ~
~s~'~•,~ ~
• Fund two firefighters from the previous budget
for the full year.
FY 2014 240 3 66
~
~ ~ _ ~,~
• Hire three additional firefighters to increase
shift staffing to 12 personnel per shift with 11
personnel minimum at all times
• This staffing level will ensure three personnel
on Engine 242 and Truck
243 at all times
FY 201 S 240 3 66
~
~ ~ _ ~,~
• Hire three additional firefighters to increase
shift staffing to 13 personnel per shift and 12
personnel minimum at all times
• Ensures all fire apparatus are staffed with at
least three personnel at all times
ost ummar
Y
• FY 2012 - $80,122
• FY 2013 - $160,244
• FY 2014 - $240,366
• FY 2015 - $240,366
• Total Cost: ~721,098
umm ary
~ ~ _ ~,~
• What is accomplished through completion of
.
t is p an:
• 3 person staffing of all fire apparatus by October 2014
• Battalion Chiefs on each shift
• Engineers to operate each fire apparatus
Future Considerations
after FY 201 S
• Hiring three firefighters to create an
opportunity for personnel to utilize accrued
leave - $240,366
• Placing a second ambulance in service at Fire
Station #3 - $650,000
City of Colleyville
Agenda Briefing
City Hall
100 Main Street
Colleyville, Texas 76034
817. 503.1000
www.colleyville.com
File Number: File Type: Presentation and Status: Presentation and
Discussion Discussion
Version: 1
Agenda Date: 05/26/2011
Controlling Body: City Council
Requester: Police Department
Agenda No.: 2d
File Name: Discussion of Police Department Staffing Plan
Attachments:
History of Legislative File
Final Action:
Version: Date: Acting Body: Action Text:
05/26/2011 City Council
Worksession
Title
Discussion of Police Department Staffing Plan
Explanation
Over the last several months, the Police Department has conducted an analysis of current
staffing levels and subsequently formulated a staffing plan that will ensure the continuance
of effective police services in Colleyville into the future. This research has culminated in
staff's recommendation to add four patrol officer positions, one command staff inember
position and five corporal positions. The proposed four patrol officer positions and the
command staff position would be new positions while the corporal positions would be
upgrades to current officer positions. This proposed staffing plan is designed to assist in
maintaining the low crime rate and high level of police services as the City and area
populations continue to increase. In addition, the proposed staffing would help in further
implementing a comprehensive community policing philosophy, facilitate continued
innovation and progress in the department, increase officer accountability and
performance-based management, increase opportunities for advanced training toward
officer's safety and best practices, and provide 24-hour supervision in patrol.
In Colleyville's early history, it was a smaller, slower paced rural community that was
somewhat detached from the major metropolitan area. As a result, Colleyville benefited by
having a very low crime rate and a minimal influx of the criminal element with virtually no
violent crime. Over the last ten years, the population in Tarrant County has increased by
approximately 500,000 while Colleyville has increased by approximately 3,500 residents.
Due to this growth in the area, Colleyville is no longer a detached suburb, but now an
extension of the major metropolitan areas of the Metroplex. While Colleyville remains the
safest city in Tarrant County, it is no longer immune from serious crime issues as evidenced
by significant police incidents over the past 12 months.
City of Colleyville Page 1 Printed on 5/20/2011
Aaenda Briefinp Continued
In regard to police staffing over the last decade, the authorized strength of the Police
Department has increased from 30 to 38 officers. However, of these eight additional
positions only two of them were placed in the patrol division so the number of patrol officers
has only increased from 17 to 19 over that same time period. The additional six positions
have been utilized in the following needed support areas: services lieutenant, criminal
investigations sergeant, traffic officer, community services officer, warrant officer, and
detective. One of the accepted staffing level standards for police officers in a community is
at least two officers per 1,000 population. While many factors can influence this ratio, such
as demographics, crime rate and infrastructure, this remains an accepted guideline overall.
In 2000, the City of Colleyville had 1.53 police officers and 0.87 patrol officers per 1,000
population. In 2010, the number of officers per 1,000 population increased slightly to 1.66
while the number of patrol officers per 1,000 actually decreased to 0.83.
Over the last 16 months, an analysis of the Police Department's current organizational
structure, as it pertains to staffing, has revealed the following:
• Lack of 24-hour supervision due to the absence of the corporal rank
• Lack of personnel assigned to patrol to consistently avoid minimum staffing levels
• Insufficient manpower to consistently facilitate advanced training of personnel and
leave
• Lack of patrol personnel to address increased workloads associated with community
policing/values-based policing philosophies, current and future growth and service
level expectations
• Insufficient personnel to consistently conduct overlay deployment operations, such as
bicycle patrols and special assignments toward apprehension of property crime
offenders
In the future, the population of Colleyville will continue to increase while ingress and egress
into the city will also increase with the simultaneous growth in the area. As a result, it is
recommended that a Police Department staffing plan be enacted in order to maintain the
high level of police services currently afforded to the community, as well as maintain the low
crime rate in Colleyville. Additional patrol staffing will allow the department to further
enhance a community policing philosophy toward increased interaction with community
members, which should facilitate partnerships to prevent crime and anticipate problems .
Additional patrol officers will also equip the Police Department to continue to have officers
available to quickly respond to priority one calls for service and offer better geographical
coverage within the city limits. Adding patrol officers will also increase police visibility and
deter any "crime creep" that may evolve with an increasing area population. Finally,
additional patrol staffing will decrease the percentage of time that patrol shifts are at
minimum staffing levels and increase the opportunity for officers to receive advanced
training toward the achievement of best practices in the profession and enhanced officer's
safety. If the four patrol positions are approved, one additional patrol officer would be
added to each of the four patrol squads to increase patrol staffing, by one officer, at all
times. This additional staffing would enable the patrol division to more effectively achieve
the aforementioned goals.
Over the last year, several new police programs have been implemented to improve safety
and welfare in the community and maintain the high quality of life for citizens. Some of
City of Colleyville Page 2 Printed on 5/20/2011
Aaenda Briefinp Continued
these programs and initiatives include the Secure Medicine Disposal Program, Residential
Lockbox Program, Texas Police Chiefs Best Practices Recognition Program, BMV Bait Car
Initiative, as well as an increased focus on community policing and enhanced performance
accountability at all levels. These programs and an increased emphasis on the delivery of
an even higher level of service require additional management to ensure proper
accountability and best practices throughout the department. The addition of a command
staff inember facilitates enhanced succession planning in order to develop future leaders for
the Police Department from within the organization. Finally, an additional command staff
position provides assistance to the chief of police in managing the department, community
involvement and as the designated person to oversee the Police Department in the chief's
absence.
Currently, if a patrol sergeant or the criminal investigations sergeant is not on duty on a
particular shift then an "officer in charge" is assigned the supervisory duties during that time
period. These officers in charge vary and none of these acting supervisors have received
any type of formal training or been vetted through any type of formal selection or
promotional process. The proposed staffing plan includes the recommendation to upgrade
five officer positions to the rank of corporal. Four of the positions would be in the patrol
division and one corporal position would be located in the criminal investigations division .
One of the four patrol corporals would be placed on each of the four patrol squads and it
would be mandated that either a corporal or sergeant be on duty at all times. The same
protocol would be administered in the criminal investigations division. A formal selection
process would be instituted for the corporal promotions and formal supervisory training
would be required for all promoted to this rank. The implementation of corporals into the
police department would reduce liability through the addition of a defensible selection
process and formalized supervisory training. Furthermore, the corporal position would
provide an additional career development step for police officers to enhance the
department's personnel development process and succession plan.
Staff recommends the five corporal upgraded positions and the additional command staff
position be approved in the Fiscal Year 2012 budget. The annual cost of the corporal
positions is approximately $17,000 and the annual cost of the command staff position is
approximately $112,000, which includes salary and benefits. It is further recommended to
begin adding the four patrol officer positions in Fiscal Year 2013 and those positions be
filled within four years or less in accordance with available resources. The approximate
annual cost of one officer position is $72,000, which includes salary and benefits. Staff
estimates the proposed staffing plan can be implemented and sustained within existing
resources and projected future revenue. Once implemented, this plan will likely need to be
reevaluated to ensure that proper staffing levels have been met.
The proposed staffing plan formalizes a plan and direction for the Police Department to
continue to work with the community to maintain a low crime rate and afford a high level of
police services into the future. The additional staffing should increase the efficiency and
effectiveness of the Police Department through increased accountability, continued
progression and innovation, facilitation of performance-based management, increased
opportunities for advanced training, improvement of officer's safety, provision of trained
supervision at all times, enhancement of community policing efforts, continuance of best
practices, and improved service delivery to the citizens.
City of Colleyville Page 3 Printed on 5/20/2011
City of Colleyville
Agenda Briefing
City Hall
100 Main Street
Colleyville, Texas 76034
817. 503.1000
www.colleyville.com
File Number: File Type: Presentation and Status: Presentation and
Discussion Discussion
Version: 1
Requester: Public Works
Department
Agenda Date: 05/26/2011
Agenda No.: 2e
File Name: Discussion of the Colleyville Capital Improvements Program (CIP)
Final Action:
Attachments: Adopted FY 2011 Colleyville Capital Improvements Program (CIP) • Colleyville Capital
Improvements (CIP) Presentation
History of Legislative File
Version: Date: Acting Body: Action Text:
1 05/26/2011 City Council
Worksession
Title
Discussion of the Colleyville Capital Improvements Program (CIP)
Explanation
The purpose of this item is to provide to the City Council the current status of the City of
Colleyville's Capital Improvements Program (CIP). This item reviews the planning process
and staff recommendations for bridging the present plans and processes to potential future
plans and processes, in order to improve the efficiency and effectiveness of the program
and work toward the City's strategic goal to "deliver sustainable government".
Typical capital improvement projects deal with the purchase, construction, replacement,
addition, or major repair of public facilities such as roads, utilities, parks, and facilities as
well as major equipment such as a fire apparatus. These projects differ from routine
maintenance because their cost is usually greater than $50,000 and they have a useful life
of more than five years.
At the center of the CIP there should be a multi-year plan used to identify and coordinate
public facility and infrastructure needs in a way that maximizes the return to the community .
This advance planning of all City projects helps the City Council, staff, and the public make
choices for the use of scarce and finite resources based on rational decision making rather
than reacting to events as they occur.
Although Colleyville adopts an annual CIP every year as part of the annual operating
budget, the CIP is generally confined to the single fiscal year under which the budget is
adopted with no multi-year planning element. This is mainly due to a lack of plan
consolidation, or in some cases, the lack of any plan at all. Another reason is that there is
Controlling Body: City Council
Worksession
City of Colleyville Page 1 Printed on 5/20/2011
Aaenda Briefinp Continued
currently no implementation process in place for linking existing long range infrastructure
and facilities plans to the current CIP. A copy of the adopted FY 2011 CIP (located in the
FY 2011 operating budget) is attached. The following is a breakdown of the current
infrastructure and facilities functional areas in Colleyville and their respective long range
plan status:
- Parks and Recreation: 2003 Master Plan, currently being updated
- Water Utilities: 2002 Master Plan, no planned improvements
- Wastewater: No current long range plan
- City Facilities, Equipment and Buildings: No current long range plan.
- Stormwater and Drainage Facilities: 1999 Stormwater Master Plan, no planned
improvements
- Streets and Sidewalks (New Construction, Reconstruction and Rehabilitation): Master
Thoroughfare Plan, 10 Year Street CIP adopted in 2008.
In order to initiate a multi-year CIP planning process, there must first be adequate long
range plans in place. In most cases, these plans evaluate and recommend needed
infrastructure and facilities over a 20 year period. As the above list indicates, of the six
functional areas in Colleyville, only four have corresponding long range plans. Of those
four, the most recent update occurred eight years ago (not accounting for the current Parks
and Recreation Master Plan update) and none of the plans contain any linkage to the
citywide CIP.
Many communities utilize a long range comprehensive planning document that incorporates
and/or consolidates most if not all of the functional areas and plans listed above into one
comprehensive plan. The 2004 Colleyville P/an is a 20 year planning document that
focuses, first and foremost, on land use planning policy and urban design. City facilities and
infrastructure, although talked about in the document, are not assessed, evaluated and
prioritized, nor are they linked to the existing CIP.
Therefore, given the opportunity to provide a more uniform and sustainable infrastructure
and facilities planning process as Colleyville approaches buildout, staff recommends the
following steps in order to improve the process:
(1) Create a new consolidated 20-Year infrastructure and facilities plan - this plan,
ideally, would address all functional areas listed above and include an inventory of capital
facilities. The plan should also establish a community Level of Service (LOS) for capital
facilities (which would be the yardstick by which we measure the adequacy of public
facilities and services). Finally, the plan would project capital improvement needs over the
20-year planning horizon.
(2) Expand the current CIP to five years - the five year plan would serve as the specific
implementation vehicle for the 20 year plan and would include a five-year financing plan for
City of Colleyville Page 2 Printed on 5/20/2011
Aaenda Briefinp Continued
capital improvements encompassing all functional areas. The five year CIP would also
include a list of needed projects year by year, an estimate of the revenue needed to fund
each project and the source(s) for those funds. Annual amendments to the CIP drop the
current year and add the new fifth year on the end, and also make adjustments as
appropriate to the revenue and project cost forecasts.
(3) One Year Annual Capital Budget - this plan is already in existence and is the plan
adopted annually to identify anticipated revenue and planned expenditures. It is the part of
the budget that includes the list of capital improvements that will be built or acquired during
the budget year. This list should match year one in the five-year year Capital Improvement
Program.
The following are the recommended steps involved in the long range, 20-year planning
process and its corresponding five and one year plans described above:
(1) Assessment of Existing Capital Facilities - Establish a description of each capital
facility and prepare a list that identifies location, original cost, replacement cost, and
condition.
(2) Establish Level of Service (LOS) Standards - Determine what we as a community
expect as a minimum standard for our public facilities and services (for example, which City
streets should be reconstructed versus rehabilitated).
(3) Identify Existing Gaps in Service - Compare the adopted LOS with the level being
achieved currently to determine shortfalls in existing service. This analysis should also
include a projection based on current life cycles and population growth of which public
facilities and services might be expected to drop below the adopted LOS within the next 5,
10 and 20 years.
(4) Estimate Revenue and Timeframe Needed to Remedy Shortfalls - From the list of
current and projected gaps between adopted LOS and actual levels, figure the costs
associated with construction and operations and a timeframe for implementation.
(5) Prioritize Capital Needs - By type of fund (general, enterprise, etc.), determine the
most critical capital facility needs.
(6) Assemble the new, revamped Capital Improvement Program - Match the highest
priority needs with appropriate funding sources and project expenditures for the next five
years.
Given the scope involved in creating a new 20-year plan, staff recommends that a
consulting firm with the requisite planning experience and expertise be utilized to assist with
plan formulation. That said, staff proposes presenting a more detailed potential plan scope
and schedule along with probable plan costs at a future City Council meeting.
In the near term, staff recommends that the yearly process for approving the one year
capital budget, already in existence, be amended as follows beginning with the FY 2013
City of Colleyville Page 3 Printed on 5/20/2011
Aaenda Briefinp Continued
budget planning process:
(1) In terms of proposed items to be placed in the capital budget (1 Year Plan), the items
would emanate from the following sources:
- The five year CIP plan (if completed)
- The 20-year plan (if completed)
- Emergency issues identified by staff
- Citizens, via a CIP action item request
- City Council requests
(2) An internal staff CIP Technical Review Committee (TRC) would be commissioned to
meet in March of every year to review upcoming CIP Projects for the 5 year and 1 year
plans.
(3) After review, the TRC would then make recommendations for the Capital Budget (1 year
plan) and the Capital Improvement Plan (5 year plan).
(4) Staff proposes that the TRC recommendations would then be presented to the Capital
Improvements Advisory Committee (CIAC) for review. The CIAC is already in existence and
is composed of nine members, seven of which are members of the Planning and Zoning
Commission.
(5) The CIAC would then forward their recommendations to the City Council for final
approval (as well as the Colleyville Crime Control and Prevention District (CCCPD) Board,
Colleyville Economic Development Corporation (CEDC) Board, and the Tax Increment
Finance (TIF) District Board, if necessary.).
Based on the discussion and direction received from the City Council on this item, staff will
present more detailed options for a potential 20-year facilities and infrastructure plan
including possible scopes, schedules and probable plan costs at a future City Council
meeting. Otherwise, pending City Council discussion, staff proposes to move forward on
making the changes specified above to the annual capital budget process beginning with
the FY 2013 budget planning process.
City of Colleyville Page 4 Printed on 5/20/2011
Fiscal Year 2011
Ca ital
p
Im rovement
p
Pro ram
g
247
CITY OF COLLEYVILLE
CAPITAL IMPROVEMENT PROGRAM AND PROJECTS
As a part of the operating budget, the City of Colleyville Charter requires that a Capital
Program be included in the budget listing all capital improvements, which are proposed to
be undertaken during the next five fiscal years. As a part of the five-year planning process,
capital projects are selected which complement the City's goals and objectives:
• Street maintenance and improvement programs to provide a safe smooth
riding surface with adequate access to schools and commercial districts.
• Improvement to leisure facilities such as the Colleyville Public Library.
• Park improvements to an interconnected park system that enhances the
community and provides recreational access for all citizens.
• Water system improvements that are designed to meet supply needs and
safety requirements.
During the next five years a number of projects are planned to meet the aforementioned
goals. In November 2009, the City Council met and established the Strategic Points for the
City, which are the guiding points of the City's strategic plan (see page 49). Various
projects in the Capital Improvements program will ensure these goals are met. They
include additional lanes and medians on State Highway 26, the city's main commercial
corridor. This is accompanied by State Highway 26 water and sewer line relocations and a
roundabout at the Pleasant Run Road / John McCain intersection. The Library will expand
to the second floor, creating a new children's area. Planned park improvements include
replacement of the Kidsville Playground at City Park, Cotton Belt Trail Phase II / L.D.
Lockett House Spur, Pleasant Run Trail and Webb House Path Trail construction.
Following this introduction is a detail budget sheet.
SOURCES OF FUNDS:
5 Year CEDC - The City receives funding for capital projects from the Colleyville Economic
Development Corporation (CEDC).
Water/Sewer Impact Fee - Fees paid by developers of new projects to be used for
improvements to lessen the impact of new development on the water distribution and
sewer collection system
Parkland Dedication Fees - Fees collected from developers of residential and residential
projects. The fees are used to acquire new park sites and make improvements to or
expand existing parks to better serve new development.
Voluntary Park Fund - Residents may contribute $2.00 per month via their water bill
payment to the Voluntary Park Fund to fund park projects
Planned Future Revenue Bond Issuance - As a part of Utility system upgrades, revenue
bonds are planned on being issued in future years.
Available Cash Utility Fund - Funded from reserves in excess of 90 days of working
capital.
Parks TomorrowFund- Funded from revenue received from signing of gas lease on city
owned property.
Grants - Proceeds from state and federal grants.
248
FY2011 - CAPITAL PROJECT RECAP SHEET
Project
Classification
FACILITIES
PARKS
STREETS
UTILITIES
Project Title
Library Second Floor Expansion
TOTAL FACILITIES:
Cottonbelt Trail Phase II / L.D. Lockett House Path
Kidsville Playground
Pleasant Run Trail - Bogart to Mission
Trail Construction - Webb House Crossing
TOTAL PARKS:
Pleasant Run Road and John McCain Intersection Improvements
SH 26 Improvements: New Lanes and Medians
TOTAL STREETS:
Total FY 2011
Expenditures
758,614
$758,614
1,010,270
398,800
58,000
$1,467,070
879,678
$879,678
SH 26 Water & Sewer Utility Relocations 75,193
TOTAL WATER: $75,193
TOTAL CAPITAL PROJECTS: $3,180,555
-` ~ ~.
. ~ .-
249
Capital Improvement Project Detail
Project Titie: Library Second Floor Expansion
Department: Library Project Manager: Mary Rodne / Jeremy Hutt
Construction Firm: Prime Construction Design Consultant Hidel & Associates Architects
Description & Location:
The project includes the finish out of the second floor of the Colleyville Public Library, including program rooms,
children's area, teen area and minor ground floor reconfiguration to re-allocate the areas vacated by the current
children's area.
Purpose/Justification:
To provide enhanced Library services to the citizen's of Colleyville.
Cost FY10 & Prior FY 11 Future Total Cost
Plannin Desi n 61,172 13,442 0 61,172
Testin / Ins ection 0 0 0 0
Land Acquisition 0 0 0 583,500
Construction 0 583,500 0 0
Furn iture 0 113, 942 0 113, 942
Total Cost 61,172 710,884 0 758,614
Funding FY10 & Prior FY 11 Future Total Cost
5-Year CEDC CIP 52,558 522,442 0 575,000
Donation 0 175,000 0 175,000
General Fund 8,614 0 0 8,614
Total Fundin Necessa 61,172 697,442 0 758,614
Impact on Operating Budget
" Addition of four part time library assistants due to finish out of the second floor.
250
Capital Improvement Project Detail
Project Title: Traii Construction-Cotton Belt Phase II / L.D. Lockett Spur at L.D. Lockett House
Department: Parks and Recreation Project Manager: Monica Sue Walsh / Jeremy Hutt
Construction Firm: Humphrey and Morton Design Consultant: Halff and Associates
Description & Location:
The Cities of Colleyville and Hurst secured a grant for the completion of the Cotton Belt Trail in Colleyvilie and Hurst
along the DART right-of way. This portion of the trail system will serve to complete the spine of the Colleyville citywide
trail, with planned connectivity to parks and public areas throughout the City and other cities within the area. This project
also includes the L.D. Lockett spur at the L.D. Lockett House.
Purpose/Justification:
The Ciity of colleyville applied for and received a supplemental grant for the engineering and design of the Cotton Belt
Trail, Phase II. The construction of this trail is vital to the regional traii system.
Cost FY 10 & Prior FY 11 Future Total Cost
Plannin Desi n 62,065 0 0 62,065
Testin / Ins ection 0 0 0 0
Land Acquisition 0 0 0 0
Construction 0 1,010,270 0 1,010,270
Miscellaneous 0 0 0 0
Total Cost 62,065 1,010,270 0 1,072,335
Funding FY 10 & Prior FY 11 Future Total Cost
5-Year CEDC CIP 0 100,000 0 100,000
Parkland Dedication Fund 20,829 162,670 183,499
Volunta Park Fund 41,236 41,236
Grants 0 747,600 0 747,600
Total Fundin Necessa 62,065 1,010,270 0 1,072,335
Impact on Operating Budget
FY 11 Budget FY 12 Planned Future
' ..:::; ~L~~t~~t~t~l 0 0 0
, ~~~~,°~",'°0' ~~"Y~~~`fit"s, ~ ~ 0 10,000 10,000
^~iS~~~wd~~~~;~T~Mi„~lit~~"~~ '~~, O Z,OOO Z,OOO
~;~,9 "C 0 0 0
{~'"~N''~'~~~~~ ~ J ~'~~~`' ~~a ~ 0 12,000 12,000
251
Capital Improvement Project Detail
Project Title: Kidsville Playground
Department: Parks and Recreation Project Manager: Monica Sue Walsh
Construction Firm: PlayWell Group Design Consultant PlayWell Group
Descripfion & Location:
The Kidsville Playground is located in City Park and was originally constructed in 1992 by community volunteers. The
playground is being replaced by a new playground incorporating a 20 foot high tree house as the signature piece. The
new playground will have 44 play elements with a natural theme which will compliment the trees that surround the
playground.
Purpose/Justification:
The current wooden playground is 18 years old and is being replaced due to updated standards, high maintenance and
inability to find replacement parts. The expected useful life of the new playground will exceed that of the existing
Kidsville Playground, and will provide opportunities for physical, imaginative and cooperative play experiences for
young and older children.
Cost FY10 ~ Prior FY 11 Future Total Cost
Plannin Desi n 0 0 0 0
Testin / Ins ection 0 0 0 0
Land Acquisition 0 0 0 0
Construction 0 398,800 0 398,800
Miscellaneous 0 0 0 0
Total Cost 0 398,800 0 398,800
Funding FY10 8~ Prior FY 11 Future Total Cost
Parks Tomorrow Fund 0 398,800 0 398,800
Total Fundin Necessa 0 398,800 0 398,800
Impact on Operating Budget
iget FY 12 Planned Future
0 0 0
0 0 0
0 2,000 2,000
0 0 0
252
Capital Improvement Project Detail
Project Title: Pleasant Run Trail - Bogart Drive to Mission Lane
Department: Parks and Recreation Project Manager: Monica Sue Walsh / Jeremy Hutt
Construction Firm: TBD Design Consultant TBD
Description & Location:
This is a 10' trail along Pleasant Run Road that will provide pedestrian and bicycle access to the southern Pleasant
Run area and trail access to Colleyvilie Elementary School and Colleyville Middle School. The trail is part of the
"Colleyville Pathways Plan".
Purpose/Justification:
To provide pedestrian and cycling access for the citizens of Colleyville.
Cost FY10 8~ Prior FY 11 Future Total Cost
Plannin Desi n 0 58,000 0 58,000
Testin / Ins ection 0 0 0 0
Land Acquisition 0 0 168,000 168,000
Construction 0 0 277,000 277,000
Miscellaneous 0 0 0 0
Total Cost 0 58,000 445,000 503,000
Funding FY10 8~ Prior FY 11 Future Total Cost
5-Year CEDC CIP 0 58,000 445,000 503,000
Total Fundin Necessa 0 58,000 445,000 503,000
Impact on Operating Budget
253
Capitat Improvement Project Detail
Project Title: Trail Construction-Webb House Crossing
Department: Parks and Recreation Project Manager: Monica Sue Walsh
Construction Firm: TBD Design Consultant: Engineering Department staff
Description & Location:
This trail will connect Bransford Park and the Webb House to Cotton Belt Trail which runs adjacent to the Cotton Belt
rail line.
Purpose/Justification:
To provide pedestrian and cycling access for the citizens of Colleyville on the Cotton Belt Trail. Construction of this
trail segment will also provide connectivity with the existing segments of the Cotton Beit Trail in Grapvine and North
Richland Hilis
Cost FY 10 & Prior FY 11 Future Total Cost
Plannin Desi n 0 0 0 0
Testin / Ins ection 0 0 5,000 5,000
Land Acquisition 0 0 0 0
Construction 0 0 180,000 180,000
Miscellaneous 0 0 0 0
Total Cost 0 0 185,000 185,000
Funding FY 10 ~ Prior FY 11 Future Total Cost
5-Year CEDC CIP 0 0 165,000 165,000
Parkland Dedication Fund 0 0 20,000 20,000
Total Fundin Necessa 0 0 185,000 185,000
Impact on Operating Budget
FY 11 Budget FY 12 Planned Future
0 0 0
0 0 2,000
0 0 500
0 0 0
0 0 2,500
254
Capital Improvement Project Detail
Project Title: Pleasant Run Road and John McCain Road Intersection Improvements
Department: Engineering Project Manager: Jeremy Hutt
Construction Firm: TBD Design Consultant: Burgess & Niple
Description & Location:
Design and construction of intersection improvements at the intersection of Pleasant Run Road and John McCain
Road. The intersection will be constructed as a single lane roundabout and landscaping of the roundabout will be
included in the project, along with waterline improvements.
Purpose/Justification:
This project is intended to provide relief from severe traffic congestion in this portion of the community and meet
NCTCOG guidelines for enhancing air quality in the region.
Cost FY 10 8~ Prior FY 11 Future Total Cost
Plannin Desi n 20,322 79,478 0 79,478
Testin / Ins ection 0 5,000 0 5,000
Land Acquisition 0 10,000 0 10,000
Construction 0 785,200 0 785,200
Miscellaneous 0 0 0 0
Total Cost 20,322 879,678 0 879,678
Funding FY 10 8~ Prior FY 11 Future Total Cost
Service Area II Im act Fees 20,322 543,319 0 563,641
Water Im act Fees 0 135,000 0 135,000
Tarrant Count Bond Funds 0 201,359 0 201,359
Total Fundin Necessa 20,322 879,678 0 900,000
Impact on Operating Budget
255
Capital Improvement Project Detail
Project Title: State Highway 26 (SH26) Improvements - New Lanes and Medians
Department: Engineering Project Manager: Jeremy Hutt
Construction Firm: TBD Design Consultant Teague, Nall & Perkins
Description & Location:
This project is part of an interlocal effort to by Northeast Tarrant County cities to improve traffic flow in the region. This
project will add additional lanes, turn lanes, and center medians along State Highway (SH) 26 (Colleyville Boulevard).
Purpose/Justification:
This project will improve traffic flow, will improve the image and appearance of Colleyville.
Cost FY 10 8~ Prior FY 11 Future Total Cost
Plannin Desi n 70,500 0 0 70,500
Testin / Ins ection 0 0 0 0
Land Ac uisition 0 0 0 0
Construction 0 0 45,125,000 45,125,000
Misceilaneous 0 0 0 0
Total Cost 70,500 0 45,125,000 45,195,500
Funding FY 10 & Prior FY 11 Future Total Cost
TIF Funds 0 0 5,100,000 5,100,000
Utilit Fund O eratin Bud et 70,500 0 0 70,500
Grants TxDOT, NCTCOG 0 0 16,000,000 16,000,000
Unfunded 24,025,000 24,025,000
Total Fundin Necessa 70,500 0 45,125,000 45,195,500
Impact on Operating Budget
FY 11 Budget FY 12 Planned Future
~~~'~~ H' i~~ ir~~~~ ~r' ~ 0 0 0
~~h,,~~~~~~~~dr~~~~ . ~~~~ ~~~ 0 0 0
n~~c~«'`:~:~~m~~ 0 0 0
~ .' ~ '~~ t~~E' 0 0 0
.~ ~ ~~ ~ 7ti;~T~'~k~ 0 0 0
256
Capital Improvement Project Detaii
Project Title: SM26 Water & Sewer Utility
Relocations
Department: Engineering Project Manager: Jeremy Hutt
Construction Firm: TBD Design Consultant Teague, Nall & Perkins
Description & Location:
This project consists of relocating any water or sewer facilities within the SH26 ROW that is in direct conflict with the
proposed SH26 paving and drainage improvements. The scope of work will extend from Big Bear Creek to Cheek-
Sparger when the road is completed. Every water and sewer line that is in conflict with or is under the proposed paving
will be relocated and reconstructed.
Purpose/Justification:
The Texas Department of Transportation requires that all utilities within their ROW must remain within the parkway
outside of the paving. No utility will be allowed to remain under the proposed paving improvements along SH26.
Cost FY 10 8~ Prior FY 11 Future Total Cost
Plannin Desi n 368,907 75,193 0 444,100
Testin / Ins ection 0 0 118,233 118,233
Land Ac uisition 0 0 0 0
Construction 0 0 3,946,055 3,946,055
Miscellaneous 0 0 0 0
Total Cost 368,907 75,193 4,064,288 4,508,388
Funding FY 10 8~ Prior FY 11 Future Total Cost
Water Im act 368,907 75,193 421,839 865,939
Planned Future Utilit Bond Sale 0 0 3,642,449 3,642,449
Total Fundin Necessa 368,907 75,193 4,064,288 4,508,388
Impact on Operatinq Budqet
257
• • ^
~U at ls a a lta Im rovement':
p p
Capital Improvement Proj ects deal with:
• The purchase, construction, replacement, addition, or
maj or repair of public facilities and maj or equipment
• Their cost is typically greater than $S 0,000 and they have
a useful life of more than five years
~~~;~~.~
• • ^
~U at ls a a lta Im rovement':
p p
Examples include, but are not limited to;
• Facility Proj ects
• Street Proj ects
• Water System Proj ects
• Sanitary Sewer System Proj ects
• Storm Drainage Proj ects
• Parks Projects "
w.
~
• •
~U at ls a a lta Im rovement
p p
Pr r m IP `~
og a .
• It is a multi-year plan used to identify and coordinate
public facility and equipment needs in a way that
maximizes the return to the community
• It helps the City Council, staff, and the
choices based on rational decision-making
reacting to events as they occur
public make
rather than
• •
~U at ls a a lta Im rovement
p p
Pr r m IP `~
og a .
• It focuses on what facilities to build, where and when to
build them, how much to spend, and what funding sources
are available
• It considers other City and community plans, policies,
goals and obj ectives, and includes an analysis of long-term
overall City resources
• •
~U at ls a a lta Im rovement
p p
Pr r m IP `~
og a .
• The first year of the CIP is called the Capital Budget
• The C ap ital B udget i s inc orp orate d into the annual C ity
operating budget, which then appropriates the funds
necessary to implement a Capital Improvement Proj ect
---- ~ ~ ~..
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• It allows the City to take a critical look at itself and:
- identify what is good
- what could be improved
- what might be needed in the future
- what other opportunities might exist
- coordinate multiple proj ects with multiple funding
sources
D I `~
~U o t .
Y
.
To avol :
• Short-range, uncoordinated decision-making
• Inefficient expenditures of public funds
• Poor proj ect timing
• Lack of transparency and accountability
Bene lts o a tron IP
g
Optimal capital planning provides a process that considers all possible
proj ects at the same time and produces a planning record that balances
proj ects, funding sources, and timing schedules.
A CIP :
• Facilitates repair and replacement of existing items before they
fail
• Promotes efficiency by reducing scheduling problems
• Safeguards against over investment in one public facility or
service at the expense of others
• Provides a framework to make decisions about growth and
development of the community
Bene lts o a tron IP
g
A CIP:
• Helps preserve existing property values
• Provides a continuing process that minimizes the impact of
turnover among elected and appointed officials
• Focuses available resources on the communities needs, priorities
and goals
• Helps distribute costs more equitably
• Informs citizens about the community's overall needs and
resources
• Helps decision makers save time and avoid surprises
20 Year P ans
• A 20 year plan for each individual level of infrastructure
(parks, streets, water, etc.) that will identify all known
shortfalls in services
• Should include an assessment of the current infrastructure
and a comparison with the standard level of service that has
been established by the City
urrent tatus o 20 Year P ans
• Facilities
- No current 20 year plan or assessment.
• Stormwater
- 1999 Stormwater Master Plan, no planned
improvements
• Streets
- Master Thoroughfare Plan, and the current Street
Rating System
S Year P an
.
a lta Im rovement P an
p p
• Combines the top ranked proj ects within each of the
respective 20 year plans into a single plan that is directly
tied to funding
• Also serves as the implementation plan for the proj ects
identified within the 20 year plans
• Updated every year continually to maintain S years of
proj ects
1 Year P an
.
a lta Bu et
p g
• Adopted annually as part of the budget
• Includes the list of capital improvements that will be built
or acquired during the fiscal year
• Serves as the first year portion of the S Year Capital
Improvement Plan
Pro o s e IP Pro c e s s
p
• Creation of an internal staff CIP Technical Review
Committee (TRC) to meet in March of every year to review
upcoming CIP Projects for the S year and 1 year plans
• The Capital Budget (1 Year Plan) will emanate from the
following sources:
•The 5 year plan
•The 20 year plan
•Emergency issues
•Citizen, via a CIP action item request
Pro o s e IP Pro c e s s
p
• After review, the TRC will make recommendations for
the Capital Budget (1 year plan) and the Capital
Improvement Plan (S year plan)
• The TRC recommendations will be presented to the
Capital Improvements Advisory Committees (CIAC)
• The CIAC will forward their recommendations to City
Council for final approval
• The Capital Budget and Capital Improvement Plan will be
updated every year following this established process
•
Exam e o P o s sl e Im rovements
p p
to t e tre et e ctor
Assessment of Existing Infrastructure
Utilize a third party consultant to develop and jumpstart a rating system for the
current street infrastructure using the Pavement Condition Index (0-100 Ratings).
This will provide better data to evaluate the existing street segments and insure that
improvement and maintenance funds are spent where they are most needed.
Establish Level of Service Standards
The City would establish the Level of Service (LOS)
infrastructure system utilizing the same ratings that are
process. Example of possible LOS standards are
•Residential Streets = 70
•Collector Streets = 75
standards for the street
used in the assessment
•Arterial Streets = 80
•
Exam e o P o s sl e Im rovements
p p
to t e tre et e ctor
Identify Existing Gaps in Service
U se the data from the assessment to locate and identify the needs to maintain or
achieve the established LOS standards. A group of projects would be developed that
would identify all of the needed projects. This plan should address all identified
gaps in service
Assessment
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A visual of the numerical street ratings
Establish Level of Service Standards
-~.
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City
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Approued by Gounoil
May 6. 2008
Drdinance O-OS-1674
hInsterTl~rat~,htcue C'L~u~ R-93-1~08
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Identification of street classifications
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Exam e o P o s sl e Im rovements
p p
to t e tre et Pro c e s s
Estimate Costs and Timeframe
Establish timeframes and cost estimates for the projects within the 20 year plan
Prioritize Capital Needs
Identify and rank the proj ects within the 20 year plan, submit the highest ranking
proj ects to the respective CIP selection process for the proj ects to advance to the 5
year plan
Assemble the Capital Improvement Program
The CIP selection process develops the 5 year plan taking into consideration all of
the possible sectors and available funding sources for the projects
Estimate Costs and Timeframe
City Qf ~uless
Capital ProjectRequest
Qapar4neM P'U911G WdiKS Qaffi Peepaetl: Ju9y 31, 1999'
SubrreiBedBY ~NYQUNG 029eCWM1pleCetl
FrDjectTiCe: GiRmE R4A~
Proj9ciTyp9: STREEf S~Typa: C6NSiRUCTION
PraectMO_ P9Q304 Rnnri . A
Ol1~NCIL pIIrHOWZAT1tlN:
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Mach ]E. ~98: AFpmvetl ie rtenai~ng tha Clty ni Grapeu~ire iv awaml mr5~tra~n m~a~ct to JL9
ntrac[ing, LP in the arlaun{ af $5,22$7W.58 with Yhe Ca'ty [f EJsss pohion of the msi ka paving, daina7s
~tl ~elotationotwa[e.r malns b be $2,]5395853.
RE1A170HSF7P Tb OTHER PflU.lECTS~ ANOfKIFi MASTEF PLAN:
latle Rmtl is itle~R~fietl asa rrvnaraM1an31 in 4e 1'W9 Mas[9rThUVUgM~~~re P12~n. Tle~s i62 m~aM1inu2tqnmf Ne
r~dway 'urymremanib on (lad.e R~oed fmm SHi21 to~ Ch3np5gaie ~rive mmpleled 'm 20Q1. ihe Ciy of
rapesine 2waNetl a desgn co~rRrasl in Aynl 2W3. The WtiTjr Iehsatitri tieg.ai in Jau2ry 2W6. Th6 sh9e
rmirwlion ir~ iovemenis he~n m May 2f198.
PROJELTO€ RI~Pr N'
matlwaY P 9ec1 cros"bts o} re-latin9 tlie existln9 hw-3a.ne asAhak Pavement wdh a fovdane eonuete
rmtlway, ircJUtling a mmun aM pmiec~tl tvn lanas. 5ig~natizat'nn wal m p.rouatlal at 9am Roatl antl ~
NaRh Mbn 5trea1. ihe sauthe.m haf d[h6 prqect lie~b wittlin Me Ci'[y 8( Eu9~ess.. AafjustmefR a~~r.rehrah'on d
fhe Ctly ai Euksswffier mdin alo.rg the Saullt 8ide d Glade Aa2d fml 2ppf¢d~m3~y R~hYorm~ Raed t[ 5H38U
in atlva~ma ef the mztl crost~ud'm is alsa rsq u ied.
Fitb.lECT SCHE[7ULE:
~.n6YUGm r' p161e: JunB 2[1~8
usnFlCanoH:
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pWn pi6paratian. .S~~.rc6 the .~r.wthem haN uf 0ia p~~o~.pa3ad maCw2ycarmhucW~.n Nas wv[M1.m T9 Cdy a! Eule.ss.
hat paRbn uf crosGuCtian ooSta 1i96 with the ~Cdy d E~leT,S.
NETFFFE~GT86MCTPERRTINGAN^ OTALESTIMATID~GJW~RALCOST:
MAIWiH1ANd@ G48T {+OR-~ AlRiUAL:
[3irect doe~.relina Cost Ftiytivi Way $90.U00
P9rsun~~re{~, Full T e ntr2ct LffiQ $2L~,-00~
PatTme ~ ns4~clion E2302871
TutalSZizry $0 UlA~.ily R9lorat'on $328,~00
FLrvfia.ea of Sa~.rvims Is.~ oe c~.t E~5;mm
Ma'[eri~s$ S~.~ppbBfi nfirgsncy $3i4,i05
uru~n~
alalErt.ine~dCa.~'ta7C~net Sa.o72.a7s
Sutiti~: S~ FllHOflflNC SOIA~RCE:
Maint~n~mf.~h pgvebpelsESCmw $i44,905
SireatClPFintl9alalCe $208,900
~P~saom Trar~ferE~!~t~
[Street Fund Balance $i4q3~)
NF ates of ~Igatian $2.125,~m
~~~srsE~.: Sz,aai
$uhtital: $0 IESTI2ET $939. E5029Q $1.933)
TaGlEti.ma9edAnnualC.ost 80 ut~Fund'nq E3.~7T.975
cv~~Mrsrarus
4YEAfLINOER
PrIAB€1FUHQINGSUURC€ BUQGET Q[P€HOE~ BU~CfT[-+~ ^~p(p€NdED
RyMOfWay $W,WO ~39,919 $5Q,1&1 49%
CorRactLatior $2Q,WU $i7.80A $2.398 89%
9heeisantlHi~w2ys $23U2,8]1 $23@,@11 ~[I 1W%
llLdityReYraStn 83Z8,QQ9 $32fi.C109 SO i~0%
CarRingency $314,iQ5 5189.~2 5129,823 E@?5
iss~~ casi Szs,aoo 5z5,uoo So im~s
T4TALPR6JECT 53,'JR9i5 $2,9~5,5T3 $192403 9A%
Proj ect fact sheet
Prioritize Capital Needs
Street 20 Year
Plan
Project 1
Project 2
Project 3
Project 4
Project 5
Street 2Q Year
Plan
rro~ect ~
Prioritv 1
Praject 1
Prioritv Z
rro~ect 4
Priaritv 3
rro~ect ~
Priaritv 4
rro~ect .~
Prioritv 5
Assemble
Improvement
Year CIP
Visual map showing the location of the
City of Colleyville
Agenda Briefing
City Hall
100 Main Street
Colleyville, Texas 76034
817. 503.1000
www.colleyville.com
File Number: File Type: Presentation and Status: Presentation and
Discussion Discussion
Version: 1
Agenda Date: 05/26/2011
Controlling Body: City Council
Worksession
Requester: Information Systems
Department
Agenda No.: 2f
File Name: Presentation of a Citywide Technology Strategic Plan
Final Action:
Attachments: Information Systems Management Strategic Plan.pdf • Information Systems Management
Strategic Plan Presentation.pdf
History of Legislative File
Version: Date: Acting Body: Action Text:
05/26/2011 City Council
Worksession
Title
Presentation of a Citywide Technology Strategic Plan
Explanation
Since its inception in 2004, the Information Systems Management Department has placed
an emphasis on maintaining a high level of internal customer service through computer
technical and hardware support. Additionally, the department is responsible for the City's
audio/visual and voice communication systems. As there has been rapid advancements in
each of these areas during the past decade, the department recognized the need for a
strategic plan for guidance in prioritizing resources and future technology projects .
Attached is the Information Systems Management Strategic Plan, which was developed
this fiscal year by staff. This Citywide technology strategic plan provides a clear,
comprehensive document to effectively communicate the City's technology direction,
policies, priorities, and strategy. This strategic plan includes system upgrades, replacement
strategies, new technology initiatives, technology acquisition, major system prioritization ,
and implementation schedules. While this plan does not include tactical plans, it does
include highlights of current technology standards, major five-year technology projects, and
five-year staff projections. This plan will be reviewed and updated annually by an
Information Systems Management Governance Committee, that will be implemented this
year and is detailed further in the plan.
City of Colleyville Page 1 Printed on 5/20/2011
I nformation
S ste m s
v
Mana ement
~
Strate ic Pla n
g
May 26
5 year plan
Information Systems Management Strategic Plan ,, 2011
TABLE OF CONTENTS
1 Strategic Plan Purpose .................................................................
2 City Mission ..................................................................................
3 City Council Strategic Points .........................................................
3.1 Make a long-term commitment to economic development
3.2 Foster a more diversified tax base .......................................
3.3 Protect and preserve the City's Neighborhoods ..................
3.4 Deliver sustainable government ..........................................
3.5 Brand Colleyville with a unique identity ..............................
4 Information Systems Management Mission Statement ..............
5 Information Systems Management Guiding Principles ................
5.1 Personalized service .............................................................
5.2 High standard ofexcellence .................................................
5.3 Financially Sustainable .........................................................
5.4 Protect Lives, Property, and Information .............................
5.5 Shape Colleyville's Future ....................................................
5.6 Enrich our Citizens' (Customers) Lives .................................
5.7 Engage our Customers .........................................................
6 Information Systems Management Customers ...........................
6.1 City Council ...........................................................................
6.2 City Manager's Office ...........................................................
6.3 City Secretaries Office ..........................................................
6.4 Community Development ....................................................
6.5 Colleyville Center .................................................................
6.6 Communications ..................................................................
6.7 Economic Development .......................................................
6.8 Finance .................................................................................
6.9 Fire Department ...................................................................
6.10 Human Resources ................................................................
6.11 Municipal Court ....................................................................
6.12 Parks & Recreation ...............................................................
6.13 Police Department ...............................................................
.5
.6
.7
.7
.7
.7
.7
.7
.8
.9
.9
.9
.9
.9
.9
.9
.9
.9
10
10
10
10
11
11
11
11
11
11
11
11
12
Information Systems Management Strategic Plan ,, 2011
6.14 Public Worl<s ........................................................................
6.15 The General Public ..............................................................
7 Trends and Emerging Technologies ............................................
7.1 Virtualization .......................................................................
7.2 Data Deluge .........................................................................
7.3 Energy and Green IT ............................................................
7.4 Complex Resource Tracking ................................................
7.5 Consumerization and Social Software ................................
7.6 Unified Communications .....................................................
7.7 Mobile and Wireless ...........................................................
7.8 System Density ....................................................................
7.9 Mash-ups and Portals ..........................................................
7.10 Cloud Computing .................................................................
8 Information Systems Management Department SWOT Analysis
8.1 Networl< Operations ............................................................
8.2 Applications Systems Operations ........................................
8.3 Graphical Information Systems ...........................................
8.4 AV/Broadcast Operations ...................................................
8.5 Telecommunication Operations ..........................................
8.6 Data Center Operations ......................................................
8.7 Desktop Operations ............................................................
9 Five Year Implementation Strategy (FY 2012 - 2016) .................
9.1 First year FY 2012 ................................................................
9.2 Second Year (FY 2013) .........................................................
9.3 Third Year (FY 2014) ............................................................
9.4 Fourth Year (FY 2015) ..........................................................
9.5 Fifth Year (FY 2016) .............................................................
9.6 Summary .............................................................................
10 Information Systems Management Governance Program .....
10.1 Scope ...................................................................................
10.2 Responsibilities ....................................................................
10.3 Procedures ..........................................................................
11 Human Resources for Information Systems Management.....
12
12
13
13
13
14
14
14
15
15
16
16
16
17
17
17
18
19
20
21
21
23
23
23
24
25
26
26
27
27
27
28
30
Information Systems Management Strategic Plan ,, 2011
11.1 Recruitment of Technology Staff ...........................
11.2 Training ...................................................................
11.3 Retention ................................................................
11.4 Five Year Staff Projections ......................................
12 Information Systems Management Programs...........
12.1 Program: Information Systems Management........
12.2 Program: Geographical Information Services (GIS)
30
30
30
30
32
32
33
Information Systems Management Strategic Plan ,, 2011
1 STRATEGIC PLAN PURPOSE
The Information Systems Management Strategic Plan was developed to effectively communicate the City's
technology direction, policies, priorities and strategy. This plan is designed to support the objectives, goals and
plans of the City of Colleyville.
The Information Systems Management Department successfully established standards and processes . This
strategic plan includes hardware and software system upgrades and replacement strategies and schedules.
The Information Systems Management Department developed guiding principles as part of this document.
Performance and tools have been developed and implemented to help staff focus on guiding principles. These
tools are also discussed within this strategic plan.
The success of the Information Systems Management Department is a result of the emphasis placed on
maintaining a high level of customer service and retaining the highest quality staff. The plan includes practices for
retaining qualified and motivated team members. Also included in this strategic plan are vital fundamentals, such
as technology acquisition, major system prioritization and systems disaster recovery. While this plan does not
include tactical plans, it does include highlights to current technology standards, major three-year technology
projects, and five year staff projections. This plan will be reviewed and updated annually.
Information Systems Management Strategic Plan ,, 2011
2 CITY M ISSION
The Information Systems Management Department Strategic Plan has been established in concert with the City's
mission and strategic goals established by the City Council. Feedback from the department directors, city manager,
assistant city manager and City Council is incorporated as the Information Systems Management Strategic Plan is
updated. The result of the collaboration is a comprehensive plan used as a guide to align the Information Systems
Management Strategic Plan with that of City Council and the City's Leadership Team.
The Mission of the City of Colleyville is to provide unique customer service through our
tradition of excellent stewardship, employee innovation, and integrity.
Information Systems Management Strategic Plan ,, 2011
3 CITY COUNCIL STRATEGIC POINTS
3.1 MAKE A LONG-TERM COMMITMENT TO ECONOMIC DEVELOPMENT
Market the City of Colleyville as a medical specialist, procedure and laboratory center. Explore ways of bringing
people from other cities here; begin to establish a visitor's economy. Plan for and mitigate the economic impact of
the future Colleyville Boulevard/State Hwy 26 reconstruction. Encourage commercial development along Precinct
Line Road. Quantify the retail/restaurant value of perceived market influence. Work with and capitalize on
residents who are commercial real estate brokers and developers. Work to create and support positive attitudes
toward development.
3.2 FOSTER A MORE DIVERSIFIED TAX BASE
Work to attract and facilitate a hotel and begin collecting occupancy tax revenues. Take a fresh lool< at North
Central Texas C ouncil Of Government's (NCTCOG) most recent Municipal Fee Survey and identify any, voids in
Colleyville's existing fee structure.
3.3 PROTECTAND PRESERVE THE CITY~S NEIGHBORHOODS
Preserve Colleyville's unique and rural neighborhoods.
3.4 DELIVER SUSTAINABLE GOVERNMENT
Study and report on what appears to be a lack of redundancy in City operations.
Weigh and evaluate citizen expectations in relation to City build out and declining revenues.
Quantify and communicate details of aging infrastructure both City and HOA-owned.
Utilize advanced technology.
3.5 BRAND COLLEYVILLE WITH A UNIQUE IDENTITY
Celebrate and promote Colleyville's willingness to be unique/set apart from other cities.
Assume the mantle of environmental leadership in Tarrant County. Celebrate Colleyville's unique destinations (i.e.
Marl<et Street, Lifetime Fitness, IMAX).
Information Systems Management Strategic Plan ,, 2011
4 INFORMATION SYSTEMS MANAGEMENT MISSION STATEMENT
The Mission of the City of Colleyville Information Systems Management Department is to
provide the highest quality desktop customer service, datacenter operations,
telecommunications, TV broadcast, applications support and technology-based services
in the most cost-effective manner, while helping the City's departments deploy efficient
and effective technology strategies to better service the citizens of Colleyville.
The City of Colleyville recognizes that Information Systems Management is serving an increasingly important role
in the efficiency and quality of the services delivered to businesses and citizens. The Information Systems
Management Department reports to the Assistant City Manager / Chief Financial Officer.
The Information Systems Management Department has a vested interest in the City, and defines innovative
solutions as the standard for the City of Colleyville to ensure public value.
Information Systems Management Strategic Plan ,, 2011
5 INFORMATION SYSTEMS MANAGEMENT GUIDING PRINCIPLES
5.1 PERSONALIZED SERVICE
Customers are first priority, and will always be treated in a timely and respectful manner.
5.2 HIGH STANDARD OF EXCELLENCE
Systems support is centralized, eliminating the need for departments to hire or convert existing staff within
departments into technology positions to support hardware or database applications. This centralized approach
enhances organization efficiency by eliminating the potential for unorganized information, promoting opportunity
for data sharing between applications and departments, and maintaining adequate depth of support for systems.
This provides greater customer satisfaction, technology standardization and enhanced service delivery.
5.3 FINANCIALLY SUSTAINABLE
New system acquisition will be accomplished through a standard process, and will meet the standardization goals
as established by the Information Systems Management Department and Information Systems Governance
Committee which will be addressed in greater detail later in the document. Replacement of hardware, software
and networl< infrastructure will be budgeted and scheduled in order to prevent obsolescence and improve
organization efficiency. Hardware and software (customized and off-the-shelf solutions) standards are established
and updated by the Information Systems Management Department and adhered to by all City departments. Staff
will purchase and implement off-the-shelf software for major applications, as opposed to developing custom
software when off-the-shelf software meets the majority of the City's requirements.
5.4 PROTECT LIVES, PROPERTY, AND INFORMATION
Access to public safety, communications and financial systems is crucial to the organization, and high system
availability will be an on-going performance measure for the Department.
5.5 SHAPE COLLEYVILLE~S FUTURE
Emerging technology will be evaluated by the Information Systems Management Department to determine the
potential to transform processes and services. Technology staff must think outside the box, constantly lool<ing for
new and creative ways to utilize technology. Sustained success in the use of any technology can only be achieved
through the ability to hire, train and retain the most knowledgeable and dedicated technical staff.
5.6 ENRICH OUR CITIZENS' ~CUSTOMERS~ LIVES
Data integration and allocation throughout the organization and with the public is a key evaluation factor in
selecting and developing applications
5.7 ENGAGE OUR CUSTOMERS
Customers will have efficient methods to request support from Information Systems Management staff and to
provide feedback on services provided by the Information Systems Management Department.
6 INFORMATION SYSTEMS MANAGEMENT CUSTOMERS
Information Systems Management Strategic Plan ,, 2011
The Information Systems Management Department provides services for internal customers and to a limited
degree, external customers. Businesses and citizens frequently use the web site, as an alternate avenue to gain
access to information and services. Tactical plans include improved utilization of current applications to further
enhance productivity and increase the number of customers using services directly provided by the Information
Systems Management Department. The Information Systems Management Department provides services for the
following groups:
6.1 CITY COUNCIL
The City Council are the elected representatives of the City, have home rule charter authority and serve as the
policymal<ers and decision mal<ers for Colleyville. City Council regularly establishes community goals and policies,
adopts ordinances and resolutions and appoints citizens to community boards, committees and commissions.
6.2 CITY MANAGER~S OFFICE
The City Manager's Office is responsible for the oversight and direction of all services and programs delivered to
the community, citizens and visitors. Specifically, the City Manager's Office is responsible for working with the
community and stal<eholders in the formation of policy recommendations for City Council consideration;
establishing direction and expectations for service delivery by all City employees; developing, implementing and
monitoring the City's budget and capital improvement programs,; coordinating the City's strategic and
performance management system and the City's customer service programs; coordinating and implementing
administrative procedures; maintaining effective intergovernmental relationships; responding to citizen requests;
coordinating and maintaining franchise agreements; and maintaining various non-profit agency contracts.
6.3 CITY SECRETARY'S OFFICE
The Office of the City Secretary will conduct cost efficient City elections pursuant to the laws that govern; promote
positive and equitable public relations while complying with all city, state and federal election laws and policies;
preserve and maintain the City's records through an effective records management program; provide for the
efficient access and retrieval of public documents through an electronic imaging program; facilitate the
distribution of public information; coordinate and manage the agenda pacl<et process; provide accurate meeting
minutes and ensure the timely posting of City Council, Tax Increment Financing District Board, Colleyville Economic
Development Corporation, and Colleyville Crime Control and Prevention District Board meeting agendas;
administer the agenda management software; provide the City Council with board, commission and committee
vacancies and applications for appointment; and manage the appointment process and database.
6.4 COMMUNITY DEVELOPMENT
Community Development includes planning, zoning and building inspections. The department is responsible for
processing new development proposals and ensuring compliance with building codes. Community Development
plays a vital role in fostering economic development through a seamless development review and permitting
process; fosters a diversified tax base and sustainable government through cooperation with the Economic
Development Department to ensure City codes, ordinances and new developments are economically viable and
sustainable; protects and preserves neighborhoods through review and formulation of new codes when
necessary; and promotes a unique identity through continued innovation.
Information Systems Management Strategic Plan ,, 2011
6.5 COLLEYVILLE CENTER
The Colleyville Center is a public assembly facility operated and managed administratively by the City. The center
has a City Council appointed advisory committee of 14 citizens with representation from local civic organizations
and members at large.
6.6 COMMUNICATIONS
Communications provides information to the general public, media, and other stakeholders to build awareness of
city issues, policy decisions and services. It is also responsible for the City's public relations and public education
activities, as well as the marketing and promotion of city programs to the general public.
6.7 ECONOMIC DEVELOPMENT
The City of Colleyville's Economic Development Department is charged with retaining existing businesses,
attracting new businesses and marketing Colleyville-with the goal of expanding the City's commercial tax base.
6.8 FINANCE
Finance is responsible for collecting, recording, summarizing, and reporting the results of all financial transactions
of the City in a timely manner and in accordance with Generally Accepting Accounting Principles. Primary
responsibilities include general ledger functions, payroll processing and payments, funding source maintenance,
investment of City funds in accordance with the Public Funds Investment Act, ensuring timely payment of principal
and interest on debt obligations, maintaining or improving the City's bond ratings, preparation and coordination of
an annual external financial audit, and preparation and issuance of the Comprehensive Annual Financial Report
(CAFR).
6.9 FIRE DEPARTMENT
The Colleyville Fire Department (CFD) is a full service fire and EMS organization that constantly strives to provide
the most effective and efficient customer service possible in the areas of fire suppression, fire prevention,
emergency medical services, emergency management, and other related emergency response activities.
6.10 HUMAN RESOURCES
Human Resources provides services and support to all City departments in recruitment, retention and
development of employees, benefits administration, classification and compensation, safety and workers'
compensation, training, employee relations, and compliance with applicable federal and state regulations.
6.11 MUNICIPAL COURT
Municipal Court processes all citations and paperwork related to citations, assists the municipal court judge,
completes reports on convictions and revenues received, and informs defendants of their legal options under
State law.
6.12 PARKS gc RECREATION
Parks and Recreation manages and maintains over 292 acres of open space in Colleyville, including 13 parl<s and six
facilities. Parks and Recreation manages pavilion and facility rentals and plans special events and programs
throughout the year to provide a sense of community and civic pride to residents. Parks and Recreation includes
the park maintenance, athletic field Maintenance, recreation, and senior center programs.
Information Systems Management Strategic Plan ,, 2011
6.13 POLICE DEPARTMENT
The Colleyville Police Department utilizes a community based policing philosophy dedicated to forming community
partnerships in order to protect and preserve all areas of the City and enhance the feeling of safety and security
for residents and visitors.
6.14 PuB~ic WoRKs
The Public Worl<s Department is responsible for maintaining and constructing City owned streets, sidewall<s,
bridges, traffic control devices, water and sewer infrastructure and storm water drainage ways. In addition,Public
Worksprovides overall maintenance of the City's vehiclesand provides recommendations to the City Manager and
the City Council on future Public Worl<s programs.
6.15 THE GENERAL PUBLIC
Anyone that accesses the City Information Systems Management not listed above.
Information Systems Management Strategic Plan ,, 2011
7 TRENDS AND EMERGING TECHNOLOGIES
The Information Systems Management Department staff monitors trends in the technology field and purchases,
evaluates and implements new technologies that have the potential to enhance services and improve organization
efficiency. This document does not describe all trends and emerging technologies, but does highlight several key
technology trends that provide opportunities to improve services and efficiency within the City of Colleyville.
7.1 VIRTUALIZATION
Virtualization is the creation of a virtual version of something such as an operating system, a server, a storage
device or network resources.
Network virtualization is a method of combining the available resources in a computer network by splitting up the
available bandwidth into channels, each of which is independent from the others, and each of which can be
assigned (or reassigned) to a particular server or device in real time. The idea is that virtualization disguises the
true complexity of the network by separating it into manageable parts; much like a partitioned hard drive
computer mal<es it easier to manage desl<top files.
Storage virtualization is the pooling of physical storage from multiple network storage devices into what appears
to be a single storage device that is managed from a central console. Storage virtualization is commonly used in
storage area networks.
Server virtualization is the masl<ing of server resources from server users. The intention is to spare the user from
having to understand and manage complicated details of server resources, while increasing resource sharing and
utilization and maintaining the capacity to expand later.
Virtualization changes how technology is acquired, managed and used; and how software is priced and licensed. It
will mean new forms of applications, and even becomes an enabler of cloud computing. Specifically, it can help
lower the number of physical devices required, and maximize the use of existing devices. In addition to energy
savings and lower capital expenses due to more efficient use of existing hardware resources, virtual infrastructure
provides an increased security mechanism and the potential to improve disaster recovery processes.
STATE OF THE CITY
The City has started moving towards virtualization since September 2008, with the initial purchase of Blade
computing.
7.2 DATA DELUGE
The City of Colleyville is accumulating huge amounts of data, which is becoming a significant issue to manage.
From an Information Systems Management perspective, one of the main issues is not awareness of the issue, but
prioritization of the problems associated with storage capacity and decentralized storage . The City has spent
many years dealing with these issues. Determining a storage growth path, prioritization and a resource
management plan are necessary elements in future Information Systems Management operations. Since most of
the growth during the next five years will be in unstructured data (data defined by the user instead of by the
system), which is the most difficult to manage, it is imperative that the City act quickly in this area.
Information Systems Management Strategic Plan ,, 2011
STATE OF THE CITY
The City has many layers of unstructured data spread throughout the City, all of which is difficult to manage and
hard to organize for resource planning.
7.3 ENERGY AND GREEN IT
Green computing is the environmentally responsible use of computers and related resources. Such practices
include the implementation of energy-efficient central processing units, servers and peripherals; as well as
reduced resource consumption and proper disposal of electronic waste.
An effective way to lool< at energy consumption is to analyze the effective use of power by existing IT equipment
relative to the performance of that equipment. While this may sound intuitive, a typical x86 server (stand alone)
will consume between 60% and 70% of its total power load when running at very low utilization levels. Raising
utilization levels has only a nominal impact on power consumed, and yet a significant impact on effective
performance per kilowatt. Pushing IT resources toward higher effective performance per I<ilowatt can have the
twofold effect of improving energy consumption and extending the life of existing assets through increased
throughput. New technologies are being produced that take advantage of lower service level times and
systematically turn un-used resources off, with the capability of bringing these resources back on line when service
level needs increase.
Reducing the amount of Data Center space used is the I<ey ingredient to taking advantage of lower power
consumption. Moving the City from de-centralized sites to a centralized model with redundant elements in place
will provide energy savings for the City of Colleyville.
STATE OF THE CITY
The City currently has four Data Centers and is planning on collapsing the footprint into two Data Centers.
7.4 COMPLEX RESOURCE TRACKING
As greater attention has been given to the energy usage of data centers the linl<age between IT and facilities
groups has grown, and the desire to monitor real-time energy usageand improve performance has increased.
Additionally, networl< and operations management vendors have begun to worl<with facilities vendors to
introduce products that will monitor utilization and dynamically move workloads based on demand. These
products will even power off equipment (or cycle down) to reduce operational expense. This emerging market of
Physical Resource Infrastructure Management products will grow rapidly during the next few years as energy
prices increase and data center efficiency becomes a key metric for local governments.
STATE OF THE CITY
The City has started moving in this direction with Blade technology, and plans to grow this project in the networl<
operations arena.
7.5 CONSUMERIZATION AND SOCIAL SOFTWARE
Social software consists of a broad range of technologies that can be divided into four major categories. Social
networking covers social profile management products, such as MySpace, Facebool<, Linl<edln and Friendster. It
Information Systems Management Strategic Plan ,, 2011
also covers social-networking analysis technologies that use algorithms to understand and use human
relationships for the discovery of people and expertise. Social collaboration covers technologies such as wil<is,
blogs, IM, collaborative office, crowd sourcing and virtual worlds. Social media includes technologies such as You
Tube and Flickr that assist in sharing content and building expansive content repositories.Social validation involves
the communityin assessing products, content and people.. Examples include social rating, social commentary,
social tagging and social bool<marking. Digg and del.icio.us fall into this category.
STATE OF THE CITY
The City has started down this path with Social networl<ing. The City of Colleyville Communications Department is
responsible for issuing policies and collaborating with the City departments in order to bring the City forward with
this technology.
7.6 UNIFIED COMMUNICATIONS
Unified communications is the integration of real-time communication services such as instant messaging ,
presence information, telephony , video conferencing, data sharing, call control and speech recognition; with
non-real-time communication services such as unified messaging (integrated voicemail, e-mail, SMS and fax).
Unified communications is not a single product, but a set of products that provide a consistent unified user
interface and user experience across multiple devices and media types.
Unified communications allows an individual to send a message on one medium and receive the same
communication on another medium. For example, one can receive a voicemail message and choose to access it
through e-mail or a cell phone. If the sender is online according to the presence information and currently accepts
calls, the response can be sent immediately through text chat or video call.
STATE OF THE CITY
The City is currently planning a unified communications platform with the next purchase of phone systems.
7.7 MOBILE AND WIRELESS
Mobile devices are becoming computers in their own right, with an astounding amount of processing ability and
bandwidth. These developments will change how we work, play, and participate in our communities. In addition,
even more emphasis will be placed on the cloud that connects these devices.
We are still only at the beginning of the mobile revolution. Most mobile business opportunities remain
undiscovered, and there are huge opportunities to find ways for the world's mobile subscribers to engage in
more-sophisticated government activities. Local governments should look to leverage the fact that most citizens
and government employees carry a mobile device of some sort, and begin to implement an application strategy
that encompasses mobile apps and Wi-Fi accessible utilities
STATE OF THE CITY
The City is moving in this direction with "Call on Colleyville".
Information Systems Management Strategic Plan ,, 2011
7.8 SYSTEM DENSITY
Lowering the data center foot print and building data centers vertically is essential for electrical and
management efficiencies. The number of large capital budgets allocated to building new data centers has shrunl<,
forcing many cities to consider scaling their data centers vertically , rather than building new ones. This movement
will put even greater emphasis on efficiency at the server.
Virtualization is one of the most critical components being used to increase densities and vertically scale data
centers. Collapsing Data Centers is happening across the governmental landscape.
STATE OF THE CITY
The City currently has four Data Centers and is planning on collapsing the footprint into two application Data
Centers. Building density in the two Data Centers lowers the operational footprint at the Data Center and Desl<top
Operations.
7.9 MASH-UPS AND PORTALS
Mash-ups mix content from multiple sources by utilizing web application to tie into multiple layers of data, and
presenting that information into usable information for executive leadership. Mashing is a presentation layer
approach to integration that leverages Web technologies on the consumer and source side. Mash-ups address
specific applications, including Geolocation visualization, information association, delivery of a common picture
and situational-awareness applications. Geolocation visualization is mashing up information from systems with
mapping software that offers a reference location on city maps with correlating data.
STATE OF THE CITY
The Information Systems Management Department is committed to getting greater Geolocation visualization into
City operations, along with providing cross functional reporting paths in emerging technologies by implementing a
business case in order to prove value to the City
7.10 CLOUD COMPUTING
The principle behind the cloud is that any computer connected to the internet is connected to the same pool of
computing power, applications, and files. Users can store, access information, and use productivity applications on
a remote server, rather than physically carrying around storage devices, such as a DVD or thumb drive.
The Public cloud computing model is where the vendor executes all application development, storage, installation,
maintenance, and support offsite, with the user experience through web services.
The Private cloud computing model is best described by the term, "virtualization"
STATE OF THE CITY
The Information Systems Management Department is committed to getting all future application services into a
Public or Private Cloud model.
Information Systems Management Strategic Plan ,, 2011
8 INFORMATION SYSTEMS MANAGEMENT DEPARTMENT SWOT ANALYSIS
SWOT analysis is a tool for auditing an organization and its environment. It is the first stage of planning and helps
department staff focus on I<ey issues. SWOT stands for strengths, weal<nesses, opportunities, and threats.
8.1 NETWORK OPERATIONS
STRENGTHS
The City of Colleyville has one employee with a strong network engineer background. Currently, the City has a five
year replacement program for all networl< switches and routers. City Hall and Justice Center has solid fiber and a
core Cat6 networl< infrastructure for growth in bandwidth needs. There is a vendor support contract on all Cisco
gear.
WEAKNESS
The wireless system connecting the utility camera system needs replacement. The City Network connection
between buildings have a monthly fee assigned to it. The City is not filtering web traffic at the internet. There is no
redundancy built into the Data Center Core Switches. The City Hall Data Center is inadequate for the level of
service needed. The current email and internet policy is out of date and needs to be replaced with a current data,
voice, and technology security policy.
OPPORTUNITIES
• Build a city-owned fiber networl<for interconnection to all existing buildings
• A more visible network monitoring solution, in order to identify trouble areas proactively
• Add a web filtering device for the internet gateway
• Create a Biennium security audit by an outside vendor
THREATS
• There is no filtering software or malware protection at the i gateway of the City
• The information systems management department is looking into a better segmented network plan with
access lists in place to cut down on the access to the user
• A better defined wireless plan is needed for security to the local and public environment
8.2 APPLICATIONS SYSTEMS OPERATIONS
STRENGTHS
City domain and name resolution services are currently redundant in every building for ease of access by
employees to all City worl<stations. There is a redundant back-up technology in every building for disaster
recovery. The CRW application is early in its lifecycle and has been a useful product for permitting and code
enforcement. The City's Citizen Request module has added a new dimension to in -house and external work order
Information Systems Management Strategic Plan ,, 2011
processing. All applications have a strong support and maintenance plan, which provides the City with a change
and disaster recovery support.
WEAKNESS
The email server is outdated and needs replacement with a redundant upgraded application. The City's storage
availability is very limited, and as we are increasing digital services to employees, the need is on the rise. Back-up
systems in place are redundant; however, they are aging and in need of upgraded service and service levels. The
City's document management system software, Laserfiche, needs to be upgraded to the latest version. Laserfiche
user access needs to increase across the City as well, and all City software applications should be interfaced with
Laserfiche. The internal financial system software is outdated and near its end of life, service efficiencies are out
dated and an increase to modern software with departmental ties is necessary. City departments typically have
stand alone applications with limited interface reporting mechanisms in place. We currently do not have staff in
place to increase system reporting; reporting should be a major requirement in all future software prospects. A
centralized licensing tool needs to be acquired for better overall Information Systems Management Governance.
OPPORTUNITIES
• City has an opportunity to upgrade the email services to employees and ensure redundancy through
virtualization of application
• An immediate upgrade in storage application will give the City greater flexibility in application server
deployment, back-up redundancies, and allow for greater ddata centralization from existing independent
platforms
• Create an improved bacl<-up solution, with off-setting raid arrays and off-site back-up, will give the City a
better contingency during disaster recovery
• Upgrading Laserfiche, and ensuring that all data flows directly into our document management piece, will
reduce many of the paper storage issues
• Start moving department software applications to a centralized product
• Virtualize all application servers that meet hardware requirements
• Document all process and worl<flows in the City
• Build an off-site disaster recovery Data Center
THREATS
• No redundant email system
• No offsite Data Center for disaster recovery
• No redundancies in applications
8.3 GRAPHICAL INFORMATION SYSTEMS
STRENGTHS
The City of Colleyville has one employee asset with a strong GIS background. The City hosts several internal GIS
web sites, as well as maintaining an external site located with NCTCOG. The City maintains full support on our GIS
Information Systems Management Strategic Plan ,, 2011
application software purchased through ESRI our vendor . The City also provides printing in large formats up to 60"
and full color scanning up to 36".The GIS program has several third party applications that connect GIS with other
applications in the City. All training and customer support for GIS products are provided in house by staff. The City
GIS program holds a strong partnership with several universities in the area, by providing an annual internship that
allows the City to benefit by the added staff and implementation at no cost to citizens.
WEAKNESS
The GIS services and applications are not currently documented. Application development is currently limited to
out of the box software solutions. The City does not employ a GIS developer capable of connecting City
applications to GIS databases. There is no centralized GIS plan for Data storage. There are no GIS personnel
redundancies.
OPPORTUNITIES
• GIS personnel need to use more consistent Metadata tools provided by the software vendor
• Purchase municipal related tools for GIS application
• Plan for annual application development from outside consultancy
• Document services and data mapping
• Create additional core connections to applications for Graphical reporting and planning
THREATS
• No offsite backup solution currently in place
• No data redundancy solution in place
• No personnel redundancy solution in place
8.4 AV~BROADCAST OPERATIONS
STRENGTHS
All equipment is fully automated through a touch screen panel for ease of use and training. The City has started
upgrading portions of the equipment with a refreshed display and equipment at the City Council dais, as well as a
new sound and wireless microphone for the Council Chamber. The City's off site streaming partnership has been a
success for getting all Council Chamber meetings out to the public in a different media format. The Library and
Colleyville Center have just received a new upgrade in audio / video technology that should tal<e us into the next
decade. Talented vendor support is the foundation of I<eeping aging equipment running, and it also helps
non-technical staff with process improvements.
WEAKNESS
Information Systems Management Strategic Plan ,, 2011
There is outdated equipment in the City Hall Council Chamber, Executive Conference Room, and the 2~d floor
training room. Cameras in the Council Chamber are outdated for governmental High Definition (HD) upgrade
quality. Non-digital recording is outdated and VCR tapes are becoming harder to find.
OPPORTUNITIES
• Five year replacement schedule for all Chamber A/V equipment
• Increase content capabilities i.e. event video (Parl<s, Police,etc)
• Replace cameras with HD quality product
• Start moving Crestron to IP products
• Replace broadcast content manager
THREATS
• Equipment failure
• No redundancy
• Tapes hard to replace
• Poor microphone usage
8.5 TELECOMMUNICATION OPERATIONS
STRENGTHS
The City has a strong vendor providing support to all locations. The design of the phone system and its cabling
infrastructure provide an easy path of adding additional lines and future upgrades.
WEAKNESS
There are five different types of phone systems city- wide and there is only full support on two of the systems.
Increased complexity makes the phone system hard to manage. The City also has several outside analog lines that
are not cost effective for use. Two of the NEC phone systems are out dated and located at City Hall and the Justice
Center. These phone hand-held, phone switch, and voicemail systems are no longer in life; finding replacement
parts for any of the mentioned is an issue.
OPPORTUNITV
• Replace all phone systems with one centrally managed VOIP phone system in order to decrease annual
cost and capitalize on the Time warner fiber networl<
• A new digital phone system solution would consolidate phone lines, and it would reduce cost
• Add a unified communications platform
• Upgrade conference rooms with in-house conference capabilities
• Add a teleconference solution that is mobile for EOC/Executive Conference Room
THREATS
Information Systems Management Strategic Plan ,, 2011
• The NEC phones, phone systems and voicemail systems are no longer in production, creating replacement
issues
• There is no back up for voicemail on these systems
• The City is paying high monthly premiums for all of the outside analog lines currently in use
8.6 DATA CENTER OPERATIONS
STRENGTHS
The City currently has one good Data Center located at the Justice Center. The Data Center has a raised floor,
bacl<up generator and is air conditioned. The City has an excellent Cat6 cable infrastructure that allows a transfer
rate of one gigabyte throughout the network. This provides optimum performance for users accessing data on the
network, running programs that are server based, telephones, and email.
WEAKNESS
The City currently has four Data Center, with none of them having hardware redundancy. The Data Centers also
houses numerous ageing UPS battery bacl<up units. There several smaller units supporting only one or two servers.
The APC Matrix 5000 located in the City Hall Data Center is not powerful enough to support all the servers during a
power failure. There is no generator for the Data Center located at City Hall. A generator would provide
uninterrupted power to the City Hall Data Center during a power outage. All the Data Centers have a lack of good
cable management.
OPPORTUNITIES
• Consolidating the four Data Centers to two
• Build two solid redundant Data Centers
• Replace battery bacl<up at City Hall
• Upgrade the cable management in all data closets
• Build an off-site datacenter presence for disaster recovery purposes
• Build a replacement plan for datacenter technologies
THREATS
• No offsite bacl<up solution currently in place
• Current bacl<up solution not equipped to maintain system during prolonged power outage
8.7 DESKTOP OPERATIONS
STRENGTHS
The City currently has a four year replacement program for desl<tops and laptops. All desktops and laptops are
provided by the same vendor. The vendor provides exceptional hardware support. The Information Systems
Information Systems Management Strategic Plan ,, 2011
Management Department has an excellent relationship with all of our hardware and software vendors. The
Information Systems Management Department has expertise in the following Microsoft products; Windows XP,
Windows 7 and MS Office. The information systems management Department provides a 24x7x365 on-call service
to all its customers.
WEAKNESS
The Information Systems Management Department currently only has three personnel. The replacement plan for
desl<tops is continuing to grow in cost. No web filtering at the desl<top is a constant threat to malware and virus
intrusion.
OPPORTUNITIES
• Virtualization of the 80% of desktop user operations
• Centralize anti-virus management
• Installation of a gateway malware and anti-virus intrusion device
• Filter web traffic from non-productive sites
THREATS
• Viruses and malware will always be a threat to any computer connected to the internet
• Loss of data due to hardware failure in any desktop or laptop
Information Systems Management Strategic Plan ,, 2011
9 FIVE YEAR IMPLEMENTATION STRATEGY ~FY 2012 - 2016~
9.1 FIRST YEAR FY 2012
• Networl< Operations
o Renew Replacement program for network utilities
o Purchase a web filtering device for internet traffic
o Purchase Solar Winds Network monitoring piece
• Application Operations
o Build a virtualization system at the Police department Data Center
o Upgrade Email Application Server in Virtual Network
o Upgrade the cities Financial Suite to an Enterprise resource planning solution
o Complete Phase 1 Server Virtualization of PD/FD applications
o Complete a plan for upgrading and moving all city applications into records management
through Laserfiche
o Plan with local governments to create a shared off-site disaster recovery backup Data
Center
• A/V Broadcast operations
o Hire an A/V engineering Firm to put in place a five year strategy Chamber/broadcast
replacement services
o Replace Cameras in the Council Chambers
• GIS Operations
o Upgrade web customization platform
o Downgrade2 ArcView licenses
o Integrate GIS with ERP software
o Produce Public Web Platform
o Initiate City Asset GIS Program
o Create external CIP Web portal
o Integrate GIS Laserfiche
• Telecomm Operations
o Replace Telephone systems at Police Department with new handhelds
o Replace Telephone systems at Public Works with new handhelds
o Add Unified Communications platform
• Data Center Operations
o Replace Battery backup at City Hall Data Center
o Build out Virtual Data Center At Colleyville PD
• Desktop Operations
o Cancel Desktop replacement program
o Phase 1 of desktop virtualization project
o Provision for Thin Client replacement
o Provision for Laptop replacement
9.2 SECOND YEAR (FY 2013)
Information Systems Management Strategic Plan ,, 2011
• Networl< Operations
o Renew Replacement program for networl< utilities
o Build a planning committee for future Fiber Project.
o Start Biennium security audit (Partner w/local Government)
• Application Operations
o Complete Phase 2 Server Virtualization of Police Department and Fire Department
applications
o Complete Phase 1 of Laserfiche Implementation
o Build a Life cycle metric for all departmental software
o Document application worl<flows throughout the City
• A/V Broadcast operations
o Complete 15t year City Hall Council Chamber equipment replacement
• GIS Operations
o Create an Economic Development Web Application
o Virtualize all GIS Servers
o Downgrade 3 Arcview Lic.
• Telecomm Operations
o Replace Telephone systems at City Hall, Library, and Parks Administration with new
handhelds
o Add Unified Communications Licensing
o Centralize Voicemail system at Police Department Data Center
• Data Center Operations
o Replace and centralize Bacl<up solution and processes
o Decommission Public Worl<s Data Center-Move to City Hall
o Upgrade cable management System at City Hall Data Center
o Build a 7 year equipment replacement schedule for Data Center Operations
• Desktop Operations
o Phase 2 of desktop virtualization project
o Provision for Thin Client replacement
o Provision for Laptop replacement
9.3 THIRD YEAR ~FY 2014~
• Networl< Operations
o Renew Replacement program for network utilities
o Complete Phase 1 of the Networl< Fiber Build for City interconnection
• Application Operations
o Complete Phase 3 Server Virtualization of Police Department and Fire Department
applications
o Complete Phase 2 of Laserfiche implementation
o Document application worl<flows throughout the City
• A/V Broadcast operations
o Complete 2~d year City Hall Council Chamber equipment replacement
• GIS Operations
Information Systems Management Strategic Plan ,, 2011
o Create activity mobile application for Citizen Police Academy
o Downgrade remaining Arcview licenses
o Create a Planning and Zoning Web Application
o Replace GIS Plotter
o GIS Audit
• Telecomm Operations
o Replace Telephone systems at Fire Station 3 with new handhelds
o Replace Telephone systems at Senior Center with new handhelds
o Add Unified Communications Licensing
• Data Center Operations
o Decommission Fire Station 1 Data Center-Move to Police Department
o Upgrade Cable management System at PD Data Center
o Build out off-site Data Centerjointly with local cities interested in participating
• Desktop Operations
o Phase 3 of desktop virtualization project
o Provision for Thin Client replacement
9.4 FOURTH YEAR ~FY 2015~
• Networl< Operations
o Renew Replacement program for network utilities
o Complete Phase 2 of the Network Fiber Build for city interconnection
• Application Operations
o Complete Phase 3 of Laserfiche implementation
o Re-plan for Data Deluge
o Document Application workflows throughout the City
• A/V Broadcast operations
o Complete 3`d year City Hall Chamber equipment replacement
• GIS Operations
o Create additional mobile application to include a Public Worl<s
o Create a Geospatial portal for Online Access to city data mapped to locations within the City
• Telecomm Operations
o Replace Telephone systems at Fire Station 1 with new handhelds
o Add Unified Communications Licensing
• Data Center Operations
o Install equipment monitoring cameras at all Data Centers
o Upgrade cable management system at City Hall Data Center
o Start Moving all back-ups to off-site Data Center
o Plan for energy saving and resource tracking equipment
• Desktop Operations
o Phase 4 of desl<top virtualization project
o Provision for Thin Client replacement
o Provision for Laptop replacement
o Re-look at Desktop Virtualization Licensing for ROI analysis
Information Systems Management Strategic Plan ,, 2011
9.5 F~FTH YEAR (FY 2016)
• Networl< Operations
o Renew Replacement program for networl< utilities
o Complete Phase 3 of the network fiber build for City interconnection
• Application Operations
o Document Application worl<flows throughout the City
• A/V Broadcast operations
o Complete 4t" year City Hall Council Chamber equipment replacement
• GIS Operations
o Implement Integration of SQL databases to web Applications for dynamic update
• Telecomm Operations
o Replace Telephone systems at Fire Station 2 with new handhelds
o Add Unified Communications Licensing
• Data Center Operations
o Finalize moving all back-ups to off-site Data Center
o Purchase and install energy saving and resource tracl<ing equipment
• Desl<top Operations
o Provision for Thin Client replacement
o Provision for Laptop replacement
9.6 SUMMARY
TODAY
The City of Colleyville Information Systems Management Department is focusing planning efforts on virtualization
to help increase the efficiencies of staff and minimize foot print of hardware moving forward. Optimize Green IT by
the loss of hardware and centralizing data and telecommunications resources to the employees. Mobility efforts
can be maximized by adding Laptop and docking stations and applications to web portals, that will allow for mobile
users to tal<e advantage of current mobile and WI-FI device technology, and deploying unified communications
platforms and services for added benefit to the mobile user.
THE NEXT TWO YEARS
The City of Colleyville Information Systems Management Department will maintain a focus on moving applications
to private and public cloud operations in order to create redundancy and efficiencies of staff. Also increase the
Green It effort by decommissioning the multiple Data Centers into two and creating effective redundant paths for
centralized data services. Bringing new departments into a unified platform, in order to capitalize on cross data
reporting and financial ties built into the applications.
LONG TERM
Begin to build system density into our Data Center locations by planning additional storage room for ongoing
system Data Deluge. Finalize plans and build a joint use off-site Data Center that allows multiple cities to move all
Information Systems Management Strategic Plan ,, 2011
disaster recovery operations and backups to an outside location as well as giving cities an avenue to start
combining services. Apply more-sophisticated resource analytics to support ongoing improvement in operational
costs and energy efficiency.
10 INFORMATION SYSTEMS MANAGEMENT GOVERNANCE PROGRAM
The purpose of the Information Systems Management Governance Committee is to direct Information Systems
Management initiatives that are aligned with the City's strategic points, have beneficial deliverables to employees
and citizens, enable the City's capabilities of efficient service, providing proper risl< management analytics, and
properly management of resources and human capital.
10.1 SCOPE
STRATEGIC ALIGNMENT
Providing direction to ensure that the Information Systems Management work plans are properly aligned with the
City's strategic points as well as setting priorities on requested projects.
VALUE DELIVERY
Ensure Information Systems Management delivers the stated benefits within the business plans and goals or
projects with a concentration on optimizing cost and overall Information Systems Management value
RESOURCE MANAGEMENT
Providing Information Systems Management with the appropriate resources, applications, information,
infrastructure, and people as well as evaluating the proper management of such resources
RISK MANAGEMENT
Understand compliance requirements and their associated risks to enable Information Systems Management to
properly manage environments
PERFORMANCE MANAGEMENT
Track and monitor business plan implementation, project completion, resource usages, and performance of
service delivery
COLLABORATIVE POLICY DEVELOPMENT
Serve as the primary forum for members to seek consensus on policies that promote the development and
deployment of comprehensive information technology systems, solutions, and infrastructure.
10.2 RESPONSIBILITIES
Members of the Information Systems Management Governance Committee will consist of seven individual
directors from departments spread amongst the City to include the Information Systems Management
Information Systems Management Strategic Plan ,, 2011
Manager and the Assistant City Manager/ Chief Financial Officer, who will chair the committee. The
Committee members will up hold the following responsibilities:
• Strategic Alignment
o Aid in defining and approving the Information Systems Management Strategic Plan
o Aid in defining and approving the current Information Systems Management business plan
o Provide suggestive approval, for all non-budgeted project requests greater than $5,000
• Value Delivery
o Review, prioritize and recommend for approval all technology requests in annual budget
o Ensure all requests for Information Systems Management assets and services deliver the
best possible value in supporting the City's strategic goals
o Approving and verifying all Information Systems Management project requests with
associated cost savings are fully realized
• Resource Management
o Oversee the investment, use, and allocation of Information Systems Management
resources through regular assessments of Information Systems Management initiatives
and operations, and making recommendations and changes to ensure alignment with the
current and future strategic business plans
• Risl< management
o Ensure compliance with external auditing bodies
o Require a biennial external independent audit of compliance with policies, plans, and
procedures and make recommendations for mitigating noted risk items
o Identify, managing, and reporting any Information Systems Management risl<s,
implications on the City, and creating plans to control and mitigate such risks
• Performance Management
o Review adherence to the Information Systems Management business plan
o Review and approve Information Systems Management service and delivery metrics,
where Information Systems Management are not being met
o develop and agree to remedial action plans
• Policy Development
o Recommending and approving Information Systems Management standards and policies
10.3 PROCEDURES
The Information Systems Management Governance Committee will meet at least once per quarter during the
fiscal year. The Chair may call special meetings of the Committee, when he or she deems needed. The meeting
shall never consist of less than 5 members of the committee. Each committee member is required to attend no
less than three scheduled quarterly meetings per fiscal year.
The Information Systems Management Governance Committee has the authority to mal<e decisions that affect the
City of Colleyville's Information Systems Management Infrastructure, unless requiring approval from the City
Council and/or City Manager.
The meetings will adhere to the following agenda unless the Chair requires an amendment.
Information Systems Management Strategic Plan ,, 2011
Review and mal<e recommendations regarding:
• Strategic Alignment
• Value Delivery
• Resource Management
• Risk Management
• Performance Management
• Policy Development
The Chair shall report overall governance status and issues to the City Manager.
Information Systems Management Strategic Plan ,, 2011
11 HUMAN RESOURCES FOR INFORMATION SYSTEMS MANAGEMENT
Successful technology staff recruitment, selection, training and retention are vital to advance the use of
technology and achieve long-range strategic plans within the City of Colleyville.
11.1 RECRUITMENT OF TECHNOLOGY STAFF
The City of Colleyville uses a recruitment and selection process for technology staff that includes application
screening, comprehensive job-specific testing, experience verification, and situational interview process that assist
management in selecting the most qualified, best fit candidate for technology positions. Past employer references
and full criminal bacl<ground checl<s are completed and considered, prior to extending an offer for a technical
position. Newly hired technology staff is given specific project objectives to provide employee direction and serves
as an assessment tool for management to determine additional training needs.
11.2 TRAINING
Technology training helps employees to maintain and increase productivity, and serves as a motivator and
retention tool for those who strongly desire to advance their knowledge and skills. To the extent possible, on-line
training provides a means to maximize training opportunities and reduce the expense associated with training.
11.3 RETENTION
Low staff turnover reduces training expense, helps retain organization specific knowledge, and helps the
Information Systems Management Department maintain a high level of productivity and output.
11.4 FIVE YEAR STAFF PROJECTIONS
During each budget preparation period, the Information Systems Management Department will prepare a
comprehensive staffing projection to determine future staff requirements to maintain current levels of support for
existing systems and to support additional new systems and customers. Projections are based on historic trends as
well as scheduled projects and upgrades.
Info~m~tio~
Systems~
Man~~er
+GI S
C+oor+~in~~tor
Sys~err~s
Adn-a~inis txator
~
Information Systems Management Strategic Plan ,, 2011
Information Systems Management Manager
Responsible for all Information Systems Management Department Operations
Systems Administrator
Responsible for Data Center Operations, Application Systems Operations, and Desktop Operations
Gis Coordinator
Responsible for Gis Applications, and Application Reporting
Information Systems Management Strategic Plan ,, 2011
12 INFORMATION SYSTEMS MANAGEMENT PROGRAMS
12.1 PROGRAM: INFORMATION SYSTEMS MANAGEMENT
This program is responsible for providing a customer-focused environment that integrates people,
processes, and technologies in order to create more efficient and effective City services and programs.
GOALS
• Integrate the right technologies within City operations in order to build more efficient processes
that help expedite service to citizens
• Provide timely solutions to technology related issues while maintaining the highest quality
customer service
• Maintain the City's network infrastructure at its highest level of availability
• Secure all City data and messaging
• Continue City employee training on all available technologies
• Operate a cost efficient program by using automated processes and investing in quality training
for staff
PROGRAM~S RELATIONSHIP TO CITY COUNCIL~S STRATEGIC GOALS
Economic Tax Base Neighborhoods Sustainable Unique
Development Identity
1 3 4 5 4
° ~
ti v
~ ~ v
~ ~
~ ~ ~
~ ~ ~
~
w ~
v
~
Performance Measures
Leader
Q
~
~ Q
~ Q
~ Q ~
~ Q a
~ ~
~
LL LL
~ ~
N a
~ ~
~ ~
} ~
~
% of IT worl< plan Information
NeW 75
1 projects completed Systems 100°/a
on time Management Measure %
Manager
Information Systems Management Strategic Plan 2011
I nformation
% of Data Backup Systems New 96
2 100%
success Management Measure %
Manager
% of networl< data Information
and Systems 99~
3 99.99% 99.99% 86
telecommunication Management
o~
s uptime Manager
Information
% of broadcast Systems 99~
4 99.99% 99.99% 99
uptime Management
%
Manager
I nformation
% of worl< order Systems 83
5 99~0
° 90%
completed on time Management %
Manager
Information
% of emergency
Systems
100
6 request completed 100% 100%
Management %
within 24hrs. time
Manager
Information
Number of worl< Systems
7 964 800 271
orders completed Management
Manager
Total numberof Information
equipment Systems
g 423 410 410
maintained by Management
department Manager
12.2 PROGRAM: GEOGRAPHICAL INFORMATION SERVICES ~GIS~
This program combines technology and people to analyze, record, and produce information into a
Graphical format that provides critical thinkers, utility operators, planners, emergency responders,
financial managers, and administrators the ability to better identify trends associated with data prior to
making crucial decisions for current projects or long-term planning initiatives.
Information Systems Management Strategic Plan ,, 2011
GOALS
• Improve and expand customer service, timely response, education and collaborative initiatives
• Provide products, services and tools that are relevant and user-friendly
• Increase interdepartmental collaboration and generate creative cost reducing problem-solving
initiatives
• Provide tools, and data that will be an integral decision mal<ing instrument for council and
management in all departments
• Expand GIS services to consultants involved in City projects helping to provide much of the
research and data needs; thereby reducing City cost
• Extend GIS services to residents, business owners and visitors to the City of Colleyville
• Improve and increase custom web services in order to help internal and external customers with
the processes and business planning
• Increase end-user education and capability by implementing a continual training schedule
• Develop a quarterly department planning strategy that will help increase GIS products and
services to all City departments
PROGRAM~S RELATIONSHIP TO CITY COUNCIL~S STRATEGIC GOALS
Economic Tax Base Neighborhoods Sustainable Unique Identity
Development
4 3 3 4 3
~
? +~
~
~
~
Performance Measures Leader a ~ ~
O
O c-I
O
~
~
~
~ Q
\ U
c6
N N +~+ +~+ +~+ +~+ +~+ 'i
L~i L~i Q Q Q Q ~ ~
Information
Percentage of product
Systems New 97.3
1 requests completed in 96%
Management Measure 0%
time
Manager
Percentage of addresses Information
and or Plat issues Systems New
Z 100/
°
67%
responded to within 24 Management Measure
hours Manager
Information
Number of work orders Systems New
3 450 106
completed Management Measure
Manager
Information Systems Management Strategic Plan 2011
Information
Percentage of external Systems New 8.50
4 100~
customers served Management measure %
Manager
Information
Systems
5 Number of web hits 29,417 30,000 NA
Management
Manager
Information Systems Management Strategic Plan
Purpose
City Mission
I.S.M. Mission
Information Systems Management Strategic Plan
Guiding Principles
• Personalized services
• High standard of excellence
• Financial sustainability
• Protect lives, property, and information
• Shape Colleyville's future
• Enrich our citizen's lives
• Engage our customers
Information Systems Management Strategic Plan
Trends and emerging technologies
• Virtualization
Server virtualization
Desktop virtualization
~
~ ~x
~~
~ ~~
~~ ~
Information Systems Management Strategic Plan
Trends and emerging technologies
• Data Deluge
Capacity planning
Centralizing and Organization of Data
Prioritization of information
~r-_-~r~
Information Systems Management Strategic Plan
Trends and emerging technologies
• Energy and Green IT
Increase energy efficient technology
Decrease hardware footprint
Decrease the need for paper
~
~ ~~~~T~ ~~ ~u~ ~ r
~
Information Systems Management Strategic Plan
Trends and emerging technologies
• C omp 1 ex Re s ourc e Tracking
Monitor real time energy usage
Data Center auto shutdown technology
Information Systems Management Strategic Plan
Trends and emerging technologies
• Consumerization and Social Software
• Unified Communications
• Mobile and Wireless
~
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5~rca: Frxres[~rr Resaa~ch.
Information Systems Management Strategic Plan
Trends and emerging technologies
• System density
Virtualization
Minimizing Data Center Space
Information Systems Management Strategic Plan
Trends and emerging technologies
• Mash-ups and Portals
Geolocation visualization
Cross application reporting
ERP
Information Systems Management Strategic Plan
Trends and emerging technologies
• Cloud computing
Public Cloud
Private Cloud
~~~~~1 ~~r~~~~i r~~ T~~~~
~~e~i~
~
L~n Pr~rr~~~~~.;lt`~tt~rr~~l
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Information Systems Management Strategic Plan
SWOT Analysis
• Network Operations
• Application Systems
• Graphical Information Systems
• Audio/Video Broadcast Operations
• Telecommunications
• D ata C enter Op erati on s
• Desktop Operations
Information Systems Management Strategic Plan
1 St of 5 Year implementation strategy:
Network Operations
• Implement Web Filtering device for Internet
• Implement a Network Monitoring platform
• Implement Network Utility Replacement
Information Systems Management Strategic Plan
1 St of 5 Year implementation strategy:
Application Systems
• Virtualize Police Department Data Center
• Upgrade Email Services
• Upgrade Financial Suite to ERP system
• Phase 1 Application Virtualization
• Create a Citywide Laserfiche integration plan
• Create a disaster recovery plan (Joint City
effort)
Information Systems Management Strategic Plan
1 St of 5 Year implementation strategy:
Audio/Video Broadcast Operations
• Replace Cameras in Council Chamber/Executive
Conference
• Initiate a 5 year plan with engineering firm
• Replace broadcast Content Manager system
• Replace broadcast Recording Solution
Information Systems Management Strategic Plan
1 St of 5 Year implementation strategy:
GIS Operations
• Replace Web customization platform
• Integrate GIS with financial suite
• Implement public Web platform
• Initiate City Asset GIS program
• Create external CIP web portal
• Integrate GIS with Laserfiche
Information Systems Management Strategic Plan
1 St of 5 Year implementation strategy:
Telecommunications
• Begin Phase 1 VOIP Telephone system
- Police Department
- Public Works
• Implement Unified Communications platform
with new telephone systems
Information Systems Management Strategic Plan
1 St of 5 Year implementation strategy:
D ata C enter Op erati on s
• Replace battery backup (UPS) at City Hall
D ata C enter
• Implement Virtualization platform at Police
Department Data Center
Information Systems Management Strategic Plan
1 St of 5 Year implementation strategy:
Desktop Operations
• Cancel Desktop replacement program
• Implement Phase 1 Desktop Virtualization
proj ect
ROI - Virtualize Data Center servers
Cost to virtualize data center servers $218,000
Elimination of FY 2011 desktop replacement -$44,000
Net cost to fund $174,000
Annual Future costs / cost avoidance
Costs
Annual thin client replacement $3,850
Blades server replacement fund $31,000
Cost avoidance
Desktop replacement -$50,000
Server replacement -$27,000
Net cost avoidance -$42,150
Years to ROI 4.1
ROI City-wide phone system replacement
Cost to replace phone system city-wide $126,000
Annual Future costs / cost avoidance
Costs
None $0
Cost avoidance
Elimination of analog lines -$16,000
Elimination of long distance charges -$1,500
Reduction in annual system maintenance -$3,000
Net cost avoidance -$20,500
Years to ROI 6.1
Information Systems Management Strategic Plan
2nd through 3 rd Year implementation strategy :
2°a year
• Netwark Operations
- Renew Replacement program for netwark utilities
- Build a plasixiixig committee for future Fiber Proj ect.
- Start Biennium security audit (Partner w/local Government)
• Application Operations
- Complete Phase 2 Server Virtualization of PD/FD
- Complete Phase 1 of Laserfiche Implementation
- Build a Life cycle metric for all departmental software
- Document application warkflows throughout the city
• A/V Broadcast operations
- Complete 1 st year City Hall Council Chamber equipment
replacement
• GIS Operations
- Create an Economic Development Web Application
- Virtualize all GIS Servers
- Downgrade 3 Arcview Lic.
• Telecomm Operations
- Replace Telephone systems at City Hall, Library, and Parks
Administration. with new handhelds
- Add Unified Communications Licensuig
- Centralize Voicemail system at Police Department Data Center
• Data Center Operations
- Replace and centralize Backup solution and processes
- Decommission Public Worlcs Data Center-Move to City Hall
- Upgrade cable management System at City Hall Data Center
- Build a 7 year equipment replacement schedule far Data Center
Operations
• Desktop Operations
- Phase 2 of desktop virtualization project
- Provision for Thin Client replacement
- Provision for Laptop replacement
3''d year
• Netwark Operations
- Renew Replacement program for netwark utilities
- Complete Phase 1 of the Netwark Fiber Build for City
interconnection
• Application Operations
- Complete Phase 3 Server Virtualization of Police Department and
Fire Department applications
- Complete Phase 2 of Laserfiche implementation
- Document application worlcflows throughout the city
• A/V Broadcast operations
- Complete 2nd year City Hall Council Chamber equipment
replacement
• GIS Operations
- Create activity mobile application for Citizen Police Academy
- Downgrade remaining Arcview licenses
- Create a P&Z Web Application
- Replace GIS Plotter
- GIS Audit
• Telecomm Operations
- Replace Telephone systems at Fire Station 3 with new handhelds
- Replace Telephone systems at Senior Center with new handhelds
- Add Unified Communications Licensing
• Data Center Operations
- Decommission Fire Station 1 Data Center-Move to Police
llepartment
- Upgrade Cable management System at PD Data Center
- Build out off-site Data Center jointly with local cities interested in
participating
• Desktop Operations
- Phase 3 of desktop virtualization project
- Provision for Thin Client replacement
Information Systems Management Strategic Plan
4th through Sth Year implementation strategy:
4t'' year
• Netwark Operations
- Renew Replacement program for netwark utilities
- Complete Phase 2 of the Netwark Fiber Build for city
interconnection
• Application Operations
- Complete Phase 3 of Laserfiche implementation
- Re-plan for Data Deluge
- Document Application warkflows throughout the city
• A/V Broadcast operations
- Complete 3~d year City Hall Chamber equipment replacement
• GIS Operations
- Create additional mobile application to include a Public Warks
- Create a Geospatial portal for Online Access to GEO-DATA
• Telecomm Operations
- Replace Telephone systems at Fire Station 1 with new handhelds
- Add Unified Communications Licensing
• Data Center Operations
- Install equipment monitoring cameras at all Data Centers
- Upgrade cable management system at City Hall Data Center
- Start Moving all back-ups to otf site Data Center
• Desktop Operations
- Phase 4 of desktop virtualization project
- Provision for Thin Client replacement
- Provision for Laptop replacement
- Re-look at Desktop Virtualization Lic. for ROI analysis
5th year
• Netwark Operations
- Renew Replacement program for netwark utilities
- Complete Phase 3 of the netwark fiber build for City
interconnection
• Application Operations
- Document Application warkflows throughout the city
• A/V Broadcast operations
- Complete 4~` year City Hall Council Chamber equipment
replacement
• GIS Operations
- Implement Integration of SQL databases to web App
• Telecomm Operations
- Replace Telephone systems at Fire Station 2 with new handhelds
- Add Unified Communications Licensing
• Data Center Operations
- Finalize moving all back-ups to off site Data Center
- Purchase and install energy saving and resource tracking equipment
• Desktop Operations
- Provision for Thin Client replacement
- Provision for Laptop replacement
Information Systems Management Strategic Plan
Summary of Strategy
• Today
- Virtualization
- Centralize Data and Telecomm resources
- Emphasize Mobility
- Apply a Unified Communications platform
• Two year outlook
- Move applications to the Cloud
- Reduce Data Center Presence from 4 to 2
Average annual cost excluding Council Chamber
Upgrade - $S 5,000
Information Systems Management Strategic Plan
Summary of Strategy
- Intro duce An ERP S o luti on to integrate C ity
departments
• Long Term
- Increase System Density
- Introduce a j oint city disaster recovery site
Information Systems Management Strategic Plan
Information Systems Management Governance
Program
• Purpose
• Scope
• Responsibilities
Information Systems Management Strategic Plan
Information Systems Management
Human Resources
• Today's Staff
- I.S.M. Manager
- GI S C o ordinator
- I.S.M. Technician
• Future Staff
- I.S.M. Manager
- GI S C o ordinator
- Systems Administrator
Information Systems Management Strategic Plan
Questions `?
City of Colleyville
Agenda Briefing
City Hall
100 Main Street
Colleyville, Texas 76034
817. 503.1000
www.colleyville.com
File Number: File Type: Presentation and Status: Presentation and
Discussion Discussion
Version: 1
Agenda Date: 05/26/2011
Controlling Body: City Council
Worksession
Requester: Human Resources
Department
Agenda No.: 2g
File Name: Presentation of the 2011 Employee Opinion Survey
Final Action:
Attachments: 2011 Employee Opinion Survey.pdf • Opinion Survey Comparison 2011.pdf • Opinion Survey
Results by Category 2011.pdf • 2011 Employee Opinion Survey and Results.pdf
History of Legislative File
Version: Date: Acting Body: Action Text:
05/26/2011 City Council
Worksession
Title
Presentation of the 2011 Employee Opinion Survey
Explanation
This item provides an opportunity for City Council and staff discussion of the 2011
Employee Opinion Survey results.
Staff conducted the annual Employee Opinion Survey in early 2011. The survey was
emailed to 186 full-time and part-time employees. Employees were also given an
opportunity to complete the survey on paper if they preferred. The response rate decreased
to 56 percent, compared to 66 percent last year, with 104 employees responding. There
were 41 questions asked, covering topic categories such as the organization, the work
environment, job responsibilities, harassment prevention, ethics, and supervisors and
management. Responses were tabulated by a percentage of positive responses, defined as
"Agree" or "Strongly Agree." Five of the six overall categories improved over the 2010
survey. Specifically, questions on workplace harassment prevention again averaged the
highest scores, followed by job related questions, work
environment/safety/equipment/training, ethics, and satisfaction with
supervisor/management. Scores regarding questions on the organization as a whole were
less positive than the prior year. Of the individual questions, 24 out of 40 questions had
improved ratings, while 11 declined and five remained at the same level of satisfaction or
agreement. On Question 19 ("People work for this organization because...check all those
that apply."), four of the 14 factors had more favorable responses as compared to the 2010
survey. While the majority of responses were positive, there is room for improvement.
Seven of the 41 questions had a less than passing rate (lower than 70 percent positive
City of Colleyville Page 1 Printed on 5/20/2011
Aaenda Briefinp Continued
response), which is an improvement over the 2010 survey results. The majority of these
questions were in the organization category, dealing with the general sense of employee
morale, the perception of whether the City values employees, and the feeling of belonging .
All questions in the workplace harassment and job related categories had positive
satisfaction scores. The other three categories (the work
environment/training/equipment/safety, ethics, and supervisor/management skills) had only
one or two less than positive satisfaction scores. The 11 out of 41 survey questions, or 27
percent, that were lower than the 2010 survey covered areas such as employee morale,
employee sense of belonging, and recommending the City as a good place to work. Six of
those 11 questions decreased by only one to two percentage points and maintained scores
above 87 percent.
The survey also asked employees for opinions on tools, resources, and policies, as well as
for general comments. The tools and resources mentioned included additional staff and
training, and better tools and equipment. Employees recommended that the City evaluate
several policies, including use of City vehicles and flexible work scheduling, and work to
increase employee accountability regarding policy adherence. The general comments made
by employees were similar to last year: improve communication between management and
staff, provide consistent and equitable accountability, improve pay, maintain benefits, and
evaluate flexible scheduling. Employees also positively commented on the City generally
being a good place to work.
The results of the opinion survey were evaluated and utilized by the City's Leadership Team
to develop a plan to enhance the City as a workplace. The strategy to address employee
concerns includes holding all-City supervisor workshops with the city manager
semi-annually, engaging employees for greater feedback regarding areas for improvement
at quarterly all-employee meetings, consideration of a Citywide front line employee
committee to advise leadership on workplace improvements and innovations, 360 reviews
for supervisors, and development and implementation of an employee suggestion program.
The employee opinion survey is a useful tool to measure the quality of work environment at
the City of Colleyville. To affect change across the organization, time is needed to
implement actions that will address concerns brought forth through employee feedback .
Beginning this year, the opinion survey will be conducted on a biennial basis with the next
survey being performed in early 2013.
City of Colleyville Page 2 Printed on 5/20/2011
on and Instructions
You are being asked to complete this survey because your opinion is very important to the City of
Colleyville. This survey contains questions about a number of aspects: the way you feel about your
employment, internal opportunities, the nature of the organization, work environment and working
conditions within your work area.
Please read each question carefully and check the response that best describes your opinion. Please
try to answer every question. Feel free to write anything in the comments section that will help us better
understand your answers. If you have suggestions to make the City of Colleyville a better place to
work, please include them in the comments section.
All individual responses are completely confidential. The completed surveys are submitted directly to
Human Resources for tabulation and analysis. The results of this survey will be compiled and
presented to employees.
On the pages that follow, you will find a number of statements followed by four or five possible
responses. Please check the response that best describes your opinion or perception of the
statement.
THANK YOU VERY MUCH FOR YOUR VALUABLE INPUT!
1. I am proud to be an employee of this organization.
O Strongly Agree
O Agree
O Disagree
O Strongly Disagree
2. I have received sufficient training and equipment to perform my job safely.
O Strongly Agree
O Agree
O Disagree
O Strongly Disagree
rage i
rage ~
rage .s
rage 4
rage ~
rage n
rage ~
rage u
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41. How would you describe the morale of persons working for this organization?
O Excellent
O Good
O Fair
O Poor
O Terrible
her questions
42. Do you have the tools and resources to do your job effectively? If not, what do you need?
0
s
43. Are there existing City of Colleyville policies that the City should evaluate? If so, which policies?
What revisions would you make?
-
44. Please identify your department. (Individual surveys are not shared with supervisors or department
heads. Department heads receive a summary of the responses for their department.)
O City Manager's Office; City Secretary's Office
O Community Development/Building Inspections; Economic Development
O Finance/Utility Billing/Courts
O Fire
O Human Resources; Information Services; Colleyville Center
O Library
O Parks and Recreation
O Police
O Public Works; Engineering
ments
ayc i v
ayc i i
OPINION SURVEY COMPARISON FY 2011
FY11 ~ FY10 FY09 FY11 ~ FY10 FY09
1. I am proud to be an employee of this organization. 9. This organization supports my career goals.
Strongly Agree 31 % 41 % 38% Strongly Agree 23% 18% 15%
Agree 62% 53% 53% Agree 53% 50% 47%
Disagree 7% 6% 7% Disagree 22% 30% 29%
Strongly Disagree 0% 0% 2% Strongly Disagree 2% 2% 9%
'Note: Question was re-phrased in FY11 from "I can achieve my career g oals
2. I have received sufficient traini ng and equipment to perform my job without leaving this organization."
safely.
Strongly Agree 34% 36% 31 % 10. Employees in this organization receive suffi cient trai ning to do their
Agree 57% 51 % 57% jobs well.
Disagree 6% 12% 8% Strongly Agree 20% 16% 12%
Strongly Disagree 3% 1% 4% Agree 67% 65% 59%
Disagree 13% 15% 26%
3. The longer I work for this orga nization the more I feel I belong. Strongly Disagree 0% 4% 3%
Strongly Agree 22% 33% 29%
Agree 46% 42% 42%
Disagree 26% 21 % 22%
Strongly Disagree 6% 4% 7%
4. Employees in this organization have sufficient tools and equipment to
do their jobs well.
Strongly Agree 14% 24% 21 %
Agree 65% 47% 49%
Disagree 20% 27% 26%
Strongly Disagree 1% 2% 4%
`Note: Question was re-phrased in FY11 from "The tools I use for my job are the
best available." Wording of question changed from "the job" to "my job" in FY10.
5. I would recommend this organization as a good place to work to my
friends.
Strongly Agree 14% 29% 24%
Agree 57% 53% 53%
Disagree 27% 16% 13%
Strongly Disagree 2% 2% 10%
6. I am encouraged to do a good job by my supervisor
Strongly Agree 44% 40% 39%
Agree 49% 53% 45%
Disagree 5% 5% 10%
Strongly Disagree 2% 2% 6%
7. The office or facility where I work is well lit, ventilated, and
comfortable to work in.
Strongly Agree 37% 38% 36%
Agree 46% 41 % 44%
Disagree 10% 15% 13%
Strongly Disagree 7% 6% 7%
8. This organization's leadership is open to employee suggestions.
Strongly Agree 19% 22% 16%
Agree 41 % 41 % 45%
Disagree 34% 28% 24%
Strongly Disagree 6% 9% 15%
11. This organization values its employees for the work they do
Strongly Agree 12% 17% 19%
Agree 53% 48% 44%
Disagree 30% 29% 27%
Strongly Disagree 5% 6% 10%
12. There are rarely serious on-the-job injuries in this organization
StronglyAgree 41% 42% 37%
Agree 55% 52% 56%
Disagree 3% 6% 7%
Strongly Disagree 1% 0% 0%
13. I have sufficient responsibility for and control over my job
Strongly Agree 26% 38% 28%
Agree 57% 44% 50%
Disagree 16% 14% 17%
Strongly Disagree 1% 4% 5%
14. The job I do is important.
Strongly Agree 58% 72% 59%
Agree 41% 27% 39%
Disagree 1% 1% 2%
Strongly Disagree 0% 0% 0%
15. I am provided sufficient opportunities and areas for me to take a
break or eat lunch.
Strongly Agree 38% 38% 33%
Agree 52% 49% 48%
Disagree 9% 10% 13%
Strongly Disagree 1% 3% 6%
16. When my equipment breaks down or malfunctions it i s repaired
promptly.
Strongly Agree 26% 30% 17%
Agree 65% 48% 58%
Disagree 4% 16% 17%
Strongly Disagree 5% 6% 8%
'Note: The wording "replaced or" after "it is" was removed in FY11
'Note: Wording of question changed from "management" to "leadership" in FY11
Page 1 of 3
OPINION SURVEY COMPARISON FY 2011
FY11 ~ FY10 FY09 FY11 ~ FY10 FY09
17. Job safety is a major concern of this organization's leadership . 24. My work area has been free of sexual harassment during the past
Strongly Agree 34% 35% 27% year.
Agree 55% 55% 61 % Strongly Agree 58% 46% 43%
Disagree 8% 8% 10% Agree 41% 47% 42%
Strongly Disagree 3% 2% 2% Disagree 0% 5% 8%
`Note: Wording of question changed from "managem ent" to "leadership" in FY11. Strongly Disagree 1% 2% 7%
18. I am appreciated for the job I do. 25. I am kept informed about issues facing my departme nt that affect
Strongly Agree 23% 23% 26% me.
Agree 51% 47% 46% StronglyAgree 27% 29% 22%
Disagree 22% 23% 20% Agree 47% 38% 41 %
Strongly Disagree 4% 7% 8% Disagree 20% 24% 26%
Strongly Disagree 6% 9% 11 %
19. People work for this organization because:
It's a high-quality place to work. 26.5% 36.7% 41.7% 26. Most of those in my work group display honesty and integrity in the
The pay is good. 33.7% 46.9% 48.0% workplace.
The benefits are good. 56.1% 87.5% 87.4% Strongly Agree 37% 34% 35%
They are appreciated. 20.4% 25.0% 30.7% Agree 54% 47% 40%
The facilities are good. 48.0% 56.3% 55.1% Disagree 8% 16% 18%
They like their supervisor. 35.7% 25.8% 37.8% Strongly Disagree 1% 3% 7%
They receive good training. 30.6% 28.1 % 29.9%
They cannot find any other work. 19.4% 14.1 % 19.7% 27. I know what to do if I think there is a problem with su bstance a buse
They like the people they work with. 58.2% 60.2% 59.1 % in my work area.
They like the community. 39.8% 52.3% 41.7% Strongly Agree 45% 52% 44%
They are encouraged to do a good job. 36.7% 39.1 % 37.0% Agree 53% 46% 49%
It is a safe place to work. 51.0% 54.7% 53.5% Disagree 2% 2% 5%
They work with the best equipment. 23.5% 21.9% 16.5% Strongly Disagree 0% 0% 2%
Everyone works as a team. 27.6% 27.3% 26.0%
28. I understand how the work I do relates to the overall goals and
20. I really like my job. priorities of the department/City of Colleyville.
Strongly Agree 41 % 49% 46% Strongly Agree 42% 45% 38%
Agree 52% 45% 47% Agree 55% 49% 56%
Disagree 7% 6% 5% Disagree 2% 5% 3%
Strongly Disagree 0% 0% 2% Strongly Disagree 1% 1% 3%
`Note: Wording of question changed from "City" to "City of Colleyvil le" in FY11.
21. I really like this organization.
Strongly Agree 22% 31 % 37% 29. Leadership in my department expects staff to use ethical practi ces to
Agree 65% 58% 50% achieve results.
Disagree 11 % 11 % 9% Strongly Agree 47% 45% 36%
Strongly Disagree 2% 0% 4% Agree 46% 43% 48%
Disagree 5% 9% 10%
22. Overall, I think that the quality of my workin g conditions and Strongly Disagree 2% 3% 6%
enVll'Onment IS: 'Note: Wording of question changed from "management" to "leader ship" in FY1 0.
Excellent 24% 34% 29%
Good 45% 35% 43% 30. I know where to go to get help in the City of Colleyvill e if I experience
Fair 24% 24% 18% discrimination or sexual harassment on the job.
Poor 7% 5% 8% Strongly Agree 48% 43% 42%
Terrible 0% 2% 2% Agree 49% 48% 50%
Note: Wording of question changed from "work environment" to "environmenY' in FY11. Dlsagl'ee 3% 6% 3%
Strongly Disagree 0% 3% 5%
23. Our organization, the City of Colleyville, is an ethical organization
'Note: Wording of question changed from "City" to "City of Colleyville" in FY11
Strongly Agree 20% 25% 25%
Agree 54% 55% 51 %
Disagree 22% 18% 16%
Strongly Disagree 4% 2% 8%
'Note: Wording of question changed to specify the organization in FY10
Page 2 of 3
OPINION SURVEY COMPARISON FY 2011
FY11 ~ FY10 FY09 FY11 ~ FY10 FY09
31. In my department, supervisors hold employees accountable for their 37. The City of Colleyville is serious about maintaining a work
job performance. environment that is free of violence and harassment.
Strongly Agree 40% 35% 27% Strongly Agree 39% 38% 35%
Agree 42% 37% 47% Agree 54% 53% 50%
Disagree 13% 23% 18% Disagree 5% 8% 7%
Strongly Disagree 5% 5% 8% Strongly Disagree 2% 1% 8%
"Note: Wording of question changed from "City" to "City of Colleyville" in FY11.
32. As a City of Colleyville employee, I feel secure in speaking up about
City/department practices and/or policies that may be et hically 38. My supervisor tells me clearly what is expected of ine .
questionable. Strongly Agree 38% 35% 34%
StronglyAgree 21% 23% 18% Agree 46% 45% 40%
Agree 36% 25% 37% Disagree 14% 15% 18%
Disagree 25% 28% 27% Strongly Disagree 2% 5% 8%
Strongly Disagree 18% 16% 18%
`Note: Wording of question changed from "city employee" to "City of Colleyville
employee" in FY11.
33. I know where to go if I, or a member of my household, need
counseling services.
Strongly Agree 36% 42% 32%
Agree 58% 53% 61 %
Disagree 6% 5% 5%
Strongly Disagree 0% 0% 2%
39. City of Colleyville policies are administered fairly across all
departments of the organization.
Strongly Agree 10% 12% 16%
Agree 44% 40% 37%
Disagree 28% 35% 25%
Strongly Disagree 18% 13% 22%
'Note: Wording of question changed from "City" to "City of Colleyville" in F Y11.
40. City of Colleyville policies are administered fairly within my own
department.
34. In my department, employees are recognized for good performance
Strongly Agree 27% 25% 23%
Agree 47% 41 % 45%
Disagree 22% 26% 23%
Strongly Disagree 4% 8% 9%
35. My department treats all employees fairly regardless of race, age,
religion, disability, gender, sexual orientation, or ethnic ba ckground.
Strongly Agree 45% 39% 37%
Agree 37% 33% 35%
Disagree 12% 14% 17%
Strongly Disagree 6% 14% 11 %
36. If I felt threatened by a customer or co-worker on the j ob, I know
what I should do.
Strongly Agree 44% 43% 37%
Agree 49% 51 % 55%
Disagree 6% 6% 6%
Strongly Disagree 1% 0% 2%
Strongly Agree 25% 27%
Agree 45% 36%
Disagree 23% 25%
Strongly Disagree 7% 12%
`Note: This was a new question added for FY10; wording changed from
"Colleyville" to "City of Colleyville" in FY11.
41. How would you describe the morale of persons working for this
organization?
Excellent 8% 15% 11 %
Good 23% 26% 29%
Fair 41% 32% 27%
Poor 22% 22% 20%
Terrible 6% 5% 13%
Page 3 of 3
Employee Opinion Survey 2011
Positive Response Results by Category
Positive Positive
Workplace harassment/problems Responses Ethics Responses
24. My work area has been free of sexual harassment during the 23. Our organization, the City of Colleyville, is an ethical
past year. 99% organization. 74%
27. I know what to do if I think there is a problem with substance 26. Most of those in my work group display honesty and
abuse in my work area. 98% integrity in the workplace. 91 %
30. I know where to go to get help in the City of Colleyville if I 29. Leadership in my department expects staff to use ethical
experience discrimination or sexual harassment on the job. 97% practices to achieve results. 93%
32. As a City of Colleyville employee, I feel secure in speaking
33. I know where to go if I, or a member of my household, need up about City/department practices and/or policies that may be
counseling services. 94% ethically questionable. 57%
35. My department treats all employees fairly regardless of race,
age, religion, disability, gender, sexual orientation, or ethnic
background. 82% 79%
36. If I felt threatened by a customer or co-worker on the job, I
know what I should do. 93% Supervisor/Management
37. The City of Colleyville is serious about maintaining a work
environment that is free of violence and harassment. 93% 6. I am encouraged to do a good job by my supervisor. 93%
8. This organization's leadership is open to employee
94% suggestions. 60%
25. I am kept informed about issues facing my department that
Job affect me. 74%
28. I understand how the work I do relates to the overall goals
9. This organization supports my career goals. 76% and priorities of the department/City of Colleyville 97%
31. In my department, supervisors hold employees accountable
13. I have sufficient responsibility for and control over my job. 83% for their job performance. 82%
34. In my department, employees are recognized for good
14. The job I do is important. 99% performance. 74%
20. I really like my job. 93% 38. My supervisor tells me clearly what is expected of ine. 84%
39. City of Colleyville policies are administered fairly across all
88% departments of the organization. 54%
40. City of Colleyville policies are administered fairly within my
Environment/training/equipment/safety own department. 70%
2. I have received sufficient training and equipment to perform
my job safely. 91 % 76%
4. Employees in this organization have sufficient tools and
equipment to do their jobs well. 79% Organization
7. The office or facility where I work is well lit, ventilated, and
comfortable to work in. 83% 1. I am proud to be an employee of this organization. 93%
10. Employees in this organization receive sufficient training to do 3. The longer I work for this organization the more I feel I
their jobs well. 87% belong. 68%
12. There are rarely serious on-the-job injuries in this 5. I would recommend this organization as a good place to
organization. 96% work to my friends. 71 %
15. I am provided sufficient opportunities and areas for me to take
a break or eat lunch. 90% 11. This organization values its employees for the work they do. 65%
16. When my equipment breaks down or malfunctions it is
repaired promptly. 91 % 18. I am appreciated for the job I do. 74%
17. Job safety is a major concern of this organization's
leadership. 89% 19. People work for this organization because:
22. Overall, I think that the quality of my working conditions and
environment is: 69% 21. I really like this organization. 87%
41. How would you describe the morale of persons working for
86% this organization? 31 %
70%
Page 1 of 1
2011 Em lo ee O inion Surve
p Y p Y
• All full-time and part-time employees
surveyed
• Online, written submissions
• 56% response rate
- 104 responses out of 186 employees
• 24 out of 40 questions had improved ratings
from 2010; 11 declined; 5 stayed the same
level of satisfaction or agreement
2011 Em lo ee O inion Surve
p Y p Y
Categorical Results - positive responses
• Workplace harassment & violence prevention: 94%
~+3)
• The job and achieving career goals: 88% (+2)
• Work environment, training, equipment, & safety: 86%
~+4)
• Ethics: 79% (+3)
• Supervisors and management: 76% (+4)
• The organization: 70% (-6)
2011 Em lo ee O inion Surve
p Y p Y
Areas for Improvement
• 68% say the longer they work for this organization, the
more they feel they belong (-7)
• 60% believe this organization's leadership is open to
employee suggestions (-3)
• 65% say this organization values its employees for the
work they do (~0)
• 93 % indicate the quality of working conditions and
environment is excellent to fair; 69% say excellent to good
(~0)
2011 Em lo ee O inion Surve
p Y p Y
Areas for Improvement
• 57% say that as a City employee, they feel secure in
speaking up about City/department practices and/or policies
that are ethically questionable (+ 1)
• 54% believe that Colleyville policies are administered
fairly across all departments of the organization (+2)
• 72% would describe the morale of employees to be
excellent to fair; 31 % say excellent to good (-10)
2011 Em lo ee O inion Surve
p Y p Y
General Comments (open-ended questions)
• More up-to-date equipment and vehicles
• Consistency, holding everyone accountable for same
standards
• Improve pay, protect benefits
• Update various policies
• Continue to improve management and staff
communication
• Colleyville is a good place to work
2011 Em lo ee O inion Surve
p Y p Y
Action Plan
• All-city supervisor's meeting with City Manager to be held
semi-annually
• Engage employees for greater feedback regarding areas for
improvement at quarterly all-employee meetings
• Development and implementation of an employee suggestion
program
• 360 reviews for supervisors
• Citywide front line employee committee to advise leadership on
workplace improvements and innovations
• Survey to be conducted biennially beginning in 2011
City of Colleyville
Agenda Briefing
City Hall
100 Main Street
Colleyville, Texas 76034
817. 503.1000
www.colleyville.com
File Number: File Type: Presentation and Status: Presentation and
Discussion Discussion
Version: 1
Agenda Date: 05/26/2011
Controlling Body: City Council
Worksession
Requester: Human Resources
Department
Agenda No.: 2h
File Name: Review and discussion of the 2011 Compensation Analysis
Attachments: FY 2011 Compensation Survey.pdf
History of Legislative File
Final Action:
Version: Date: Acting Body: Action Text:
05/26/2011 City Council
Worksession
Title
Review and discussion of the 2011 Compensation Analysis
Explanation
This item provides an opportunity for City Council and staff discussion of the annual
compensation survey and analysis.
A compensation survey was conducted in January 2011 to compare Colleyville's salary
ranges and actual salaries with the market. Colleyville's seven bordering cities including
Bedford, Euless, Grapevine, Hurst, Keller, North Richland Hills, and Southlake, were asked
to provide their cities' comparable salary data for the 58 positions surveyed. Eight of the 58
positions were different from the 2010 survey. As Colleyville has 89 possible job titles, 65
percent of positions were surveyed. The analysis compared the mid-points of each pay
range, as the ranges varied in width.
When considering positions with a variance that was greater than five percent below the
market average, 34 percent of Colleyville positions were below market. This is a decline
over the prior year, when 26 percent of surveyed jobs were below market.
Additionally, an estimate was calculated to determine the cost to fund a merit increase pool.
If the City were to fund an average four percent compensation increase, the expense to the
General Fund would be $269,792, or $320,299 to all funds. A two percent average merit
increase pool would cost the General Fund $134,896, and all funds $160,149. A merit pool,
however, would represent an ongoing operational cost. Funding has not been available for
a merit pool in the current and prior fiscal years due to revenue limitations. Until the
long-term revenue picture stabilizes, determining a long-term sustainable compensation
strategy would be difficult. Therefore, it is recommended that until the long-term revenue
City of Colleyville Page 1 Printed on 5/20/2011
Aaenda Briefinp Continued
picture stabilizes, developing a comprehensive compensation strategy should be deferred
and that compensation adjustments be done on an annual basis as resources allow. In the
interim, staff would continue to annually update compensation study and report the results
to the City Council as a part of the budget process.
City of Colleyville Page 2 Printed on 5/20/2011
Compensation Survey and Analysis
• The Surve
y
- Seven bordering cities surveyed
- Compared mid-points of pay ranges and average
actual salaries of S 8 out of 89 positions
- Focused on positions with variance greater than
S % below market
- Compared salary ranges due to unknown
variables of actual salaries such as tenure and
performance
Compensation Survey and Analysis
• Positions as compared to market
- B elow market (< - S %)
(20 out of 5 8 surveyed)
- At market (- S %<x<S %)
(3 0 out of 5 8 surveyed)
- Above market (>S %)
26%
64%
10%
(8 out of 58 surveyed)
•
o m en s atlo n trate
p gY
• Compensation goal in prior years:
- Move employees to mid-point of range within
S years of service
• Problem with goal:
- Not achievable/affordable
- Not sustainable
City of Colleyville
Agenda Briefing
City Hall
100 Main Street
Colleyville, Texas 76034
817. 503.1000
www.colleyville.com
File Number: File Type: Presentation and Status: Presentation and
Discussion Discussion
Version: 1
Agenda Date: 05/26/2011
Controlling Body: City Council
Worksession
Requester: Human Resources
Department
Agenda No.: 2i
File Name: Discussion of health insurance renewal and bid process
Attachments: FY 2012 Health insurance renewal and bid process.pdf
History of Legislative File
Final Action:
Version: Date: Acting Body: Action Text:
05/26/2011 City Council
Worksession
Title
Discussion of health insurance renewal and bid process
Explanation
This item provides an opportunity for staff to present preliminary information regarding the
health insurance renewal and bid process.
In preparing for the Fiscal Year (FY) 2012 budget, staff inet with the City's benefits
consultant, Cooper Corporate Solutions (Cooper) to receive the preliminary projected health
insurance rate for the City's current carrier, Aetna. The FY 2012 initial rate increase from
Aetna is an increase of 11.8%, or $217,740 which is based upon actual claims data for the
period of March 2010 through February 2011. This rate is based upon the existing plan
design, which consists of a$2,000 individual /$4,000 family deductible, 90% in network
coinsurance, $25 office visit copay, and an out-of-pocket maximum of $3,000 individual /
$6,000 family. This plan is supplemented by a health reimbursement arrangement (HRA) in
which the City reimburses an employee for $1,250 of the deductible expense after the
employee pays the first $750.
Aetna's proposed rate increase is based on 12 months of claims data from March 2010
through February 2011. The average number of participants in the plan during this time
period was estimated at 166 employees and 240 dependents. The average claims to
premiums ratio was approximately 71 %, and includes two months where the ratio was in
excess of 100% (August 2010: 128% and September 2010: 144%). This is a decrease from
the prior year, when there were four months where the claims to premium ratio was in
excess of 100%. For the current fiscal year, the primary categories of utilization were
ambulatory facilities (20%), professional services of doctors (19%), pharmaceutical
payments (13%), outpatient office visits (13%), and inpatient stays (12%). This is a change
City of Colleyville Page 1 Printed on 5/20/2011
Aaenda Briefinp Continued
in utilization from the prior fiscal year where pharmaceutical payments topped the list as the
highest claim dollar cost for a benefit category followed by outpatient professional services
of doctors and payments to ambulatory facilities. During this time period there were seven
large claims valued at over $431,000.
Comparatively, in both FY 2008 and FY 2009, the City's claims to premiums ratio was 84%.
In FY 2008 and FY 2009, renewal offers from the City's previous carrier, United Healthcare
(UHC) were 19.4% and 25.3%, respectively. However, the final accepted renewals with
UHC were negotiated to -1.01% and 7.99%, respectively . Although UHC agreed to a
1.01 % decrease in 2008, the City actually incurred an increase of 7.55%, due to the cost of
implementing an HRA. In FY 2010, the City switched carriers to Aetna, and in FY 2010 the
loss ratio was 87%. The initial renewal offer for FY 2011 from Aetna was 21.15%, and
health insurance was re-bid. Aetna's bid, which incorporated significant plan design
changes, was -1.0% lower than the FY 2010 rates. Aetna's current target claims to
premiums ratio is 83.8%.
The HRA was implemented in FY 2009 as a tool to maintain the employee deductible
expense at $250, which was the lowest of our comparison cities at that time. Staff and the
Employee Benefits/Wellness Committee selected a plan design that increased the actual
individual deductible to $1,500; however, the City funded reimbursement of $1,250 of this
cost through the HRA. An HRA runs on a calendar year basis, and for calendar year 2009,
the City's HRA utilization was $70,351, which was an estimated budget savings of $55,649.
For calendar year 2010, the City's HRA utilization was $53,855, which was an estimated
budget savings of $76,083. In FY 2011, the deductible was increased to $2,000 and with
the employee's portion of the deductible increased to $750, with the remaining $1,250
funded through the HRA. Staff anticipates that this year's funding of the HRA, budgeted at
35% of maximum potential exposure, will be sufficient for the remainder of FY 2011 claims.
In FY 2011, an additional change to the health benefits plan was the linking of future
insurance premium subsidies to the wellness program and employee and spouse health .
Currently, the City fully subsidizes the cost for employee medical insurance and covers 75%
of dependents' medical premiums. For FY 2012 and subsequent years, the funding for
employee and dependent health insurance premiums is a program that includes three tiers
of subsidy levels, with a 7% differential between each tier. The chart below illustrates the
subsidy levels at each tier.
Subsidy Levels Tier III Tier II Tier I
Employee 86% 93% 100%
Dependent 61% 68% 75%
All employees begin at the Tier III subsidy level and can earn their way to Tiers I and II
through one of the two following methods. To reach Tier I, the first option for employees
and spouses would be to achieve in-range health scores in four out of five risk factor
categories, including waist circumference, blood pressure, glucose, LDL cholesterol, and
HDL cholesterol. Acceptable ranges are established by the medical staff at Cooper
Aerobics Center. The alternative method would be to participate in a specified level of
wellness activities. The tiers are determined in the year prior to the receipt of the subsidy ,
for example each employee's and spouse's tier will be determined by the end of June 2011
City of Colleyville Page 2 Printed on 5/20/2011
Aaenda Briefinp Continued
to determine the FY 2012 subsidy levels. In FY 2011, 86 employees qualified for Tier I from
their health screenings scores, and 17 employees did not complete the screening and will
automatically be Tier III. Currently, the remaining 61 employees are working their way
through the tiers by participating in various wellness activities. Conservatively, it is
estimated tha t 30% of employees will not achieve Tier I for FY 2012.
With the current proposed rate increase of 11.8% for medical insurance and 19% for dental
insurance, staff initiated the bid process for medical and dental insurance lines in early May
2011. Staff will work with Cooper to negotiate with Aetna and other vendors for an
acceptable rate and to analyze possible plan design changes, including a HSA option, that
could further reduce costs. Any design changes will be recommended by the Employee
Benefits/Wellness Committee and reviewed by the City Manager's Office prior to
presentation to the City Council.
Medical and dental insurance bid proposals will be reviewed in June 2011. Staff anticipates
a final presentation with recommendations to City Council in July 2011.
City of Colleyville Page 3 Printed on 5/20/2011
HEALTH INSURANCE RENEWAL
FY 2011 - Renewal
•Loss ratio: 87%
•Initial renewal: 21.15%
•Actual renewal: -1.00% (significant plan design changes)
FY 2010 - Changed insurance carriers
•Loss ratio -84%
FY 2009 - Renewal
•Loss ratio: 84%
•Initial renewal: 19.4%
•Actual renewal: 7.55% (includes HRA implementation)
HEALTH INSURANCE RENEWAL
Managing C o sts
•Health Reimbursement Arrangement (HRA)
•Savings of $55,649 in 2009 /$70,351 in 2010
•Continued successful decision
•Long-term strategy development of linking the
medical insurance benefits to wellness
•Bid process - engaging the market
City of Colleyville
Agenda Briefing
City Hall
100 Main Street
Colleyville, Texas 76034
817. 503.1000
www.colleyville.com
File Number: File Type: Presentation and Status: Presentation and
Discussion Discussion
Version: 1
Agenda Date: 05/26/2011
Controlling Body: City Council
Worksession
Requester: Office of the City
Manager
Agenda No.: 2j
Final Action:
File Name: Review and discussion of agency support and in-kind services for Colleyville non-profit
organizations
Attachments: FY 2012 Agency Support Spreadsheet.pdf • FY 2012 Agency Support Presentation.pdf
History of Legislative File
Version: Date: Acting Body: Action Text:
1 05/26/2011 City Council
Worksession
Title
Review and discussion of agency support and in-kind services for Colleyville non-profit
organizations
Explanation
During the budget preparation process, City Council has historically budgeted funding in
City Council line item 6294 Council Expense for agency contractual agreements. Staff has
prepared the attached information based on last year's funding allocated, and the requests
of the agencies for Fiscal Year 2012 (FY 2012). The total of FY 2012 agency requests are
$36,425 compared to FY 2011 funding of $30,925.
Alliance for Children requested funding in the amount of $3,500 for FY 2012, which is the
same amount allocated in FY 2011. Seventeen Colleyville children received first time
investigative services through the Alliance for Children in 2010.
The Colleyville Area Chamber of Commerce
provided:
• 6-'/2 pages ads in the Chamber magazine
• 5 - monthly luncheon tickets
• 1- Bronze Awards Banquet sponsorship
• 1 - Chamber membership
allocation for FY 2011 was $4,425, which
For FY 2012, the Chamber is requesting the same $4,425 plus an in-kind City sponsorship
to utilize the Colleyville Center for the monthly luncheons, which are conducted on the first
Thursday of each month. The in-kind sponsorship to utilize the Colleyville Center for eight
luncheons would be valued at $6,000:
City of Colleyville Page 1 Printed on 5/20/2011
Aaenda Briefinp Continued
• $2,400 8 rentals at $300
• $2,400 8 catering fees at $300
• $1,200 8 audio/visual services at $150
Grapevine Relief and Community Exchange (GRACE) requested $7,500 in FY 2012, which
is the same amount that was allocated in FY 2011. In 2010, GRACE provided services to
190 Colleyville residents.
Keep Colleyville Beautiful has requested the same $3,000 in FY 2012 that was allocated in
FY 2011.
Mental Health Mental Retardation (MHMR) of Tarrant County provides a youth recovery
program for drug and alcohol addiction. No recorded services were provided to Colleyville
youth in 2009. The City allocated $1,000 to MHMR in FY 2011. At the time of this
presentation, the City has not received a response to its request for 2010 data, and has not
received an official request for continued funding.
Metroport Meals on Wheels (MMOW) has requested $10,000 for FY 2012. The City
allocated $10,000 in the FY 2011 budget. During 2010, MMOW provided 447
home-delivered meals to five residents in Colleyville who paid an average of $2.25 per
meal. In addition, MMOW provided meals at bi-monthly luncheons held at the Colleyville
Senior Center, where an average of 51 Colleyville residents attended per luncheon.
Safe Haven has requested the same $1,000 in FY 2012 that was allocated in FY 2011. In
2010, four Colleyville families received non-residential services from Safe Haven.
Special Needs Assistance Partners (SNAP) has requested an increase to $1,000 in FY
2012, from the $500 that was allocated in FY 2011. SNAP has 29 members who reside in
Colleyville and five of those members participated in the Project Neighbor Program, which
provides support as they live independently in Colleyville.
The City also contributes approximately 315 volunteer and paid staff hours annually to
several community programs and events. In addition, the City provides promotional
opportunities through Colleyville.com, the E-Newsletter and E-Communications to several
organizations at no charge.
The spreadsheet that follows includes information on the services provided by each agency
as well as their latest annual operating budget and the percentage of that budget that is
provided through grants and government organizations as opposed to individual
contributions, fundraising, program fees, etc.
City of Colleyville Page 2 Printed on 5/20/2011
FISCAL YEAR 2012 AGENCY REQUESTS
Agency
Services Provided
Colleyville Residents Served
Operating Budget
Grant Funding Zoii Zoi2
Approved Request
Coordinates investigative services for child abuse victims in 17 Colleyville children received first time
Tarrant County, specializing in child forensic interviews, clinical investigative services and 11 of those children
Alliance for Children $1,749,740 75% $3,500 $3,500
services, case management, court preparation and child- were forensically interviewed by a member of the
centered services in suspected abuse cases. Child Forensic interviewerteam.
One year membership, 5 luncheon tickets for each
Colleyville Area
Promotes and supports local businesses and business owners. monthly luncheon, Bronze level sponsorship of the
$438,932
NA
$4,425
$10,425*
Chamber of Commerce Annual Awards Luncheon, and six 1/2 page ads in
the Chamber Magazine.
Grapevine Relief and provides support, food, clothing, shelter and emergency
Community Exchange 190 residents served in 2010. $2,807,199 23% $7,500 $7,500
(GRACE) assistance.
Keep Colleyville Promotes environmental stewardship within the Colleyville
All residents
$5,200
NA
$3,000
$3,000
Beautiful community.
Mental Health Mental Youth recovery campus offers inpatient drug and alcohol 0 Colleyville youth served last year, no
Retardation of Tarrant counseling, outpatient and in-home family counseling in Spanish $96,972,921 91% $1,000 $0
County (MHMR)
and English. response to this year's request.
Metroport Meals on 447 meals delivered to 5 Colleyville residents.
provides meal deliver and social services to the elderl .
Y Y Average attendance of 51 Colleyville residents at $997,200 19%
$10,000
$10,000
Wheels
each Senior Center luncheon.
Provides shelter, 24/7 hotline, case management, counseling, 4 Colleyville families received non-residential
Safe Haven legal services, children's program, educational programs, and services, 3 formal presentations to Colleyville Civic $6,097,047 45% $1,000 $1,000
support groups to victims of domestic violence. Organizations (112 attendees).
29 members are Colleyville residents and 5
Special Needs
Assistance Partners Creates and maintains a system of community support for Colleyville residents are participating in the Project
$91,365 o
14/
$500
$1,000
individuals with cognitive disabilities. Neighbor Program which was the specific
(SNAP) beneficiary of last year's funds.
Totals $30,925 $36,425
* Chamber is requesting an additional $6,000 of in-kind contribution in the form of 8 Luncheons to be held at the Colleyville Center at $750 each.
•
A n R rFl Y r2 12
e c e uests o sca ea 0
g Y q
City Council Budget Worksession
May 26 - 27, 2011
Colleyville Operating Grant FY 2011 FY 2012
Agency Residents Budget Funding % Approved Requested
Served
Alliance for 17 $1
749
740 75%
500
$3
$3
500
children ,
, , ,
Colleyville Area
Chamber NA $438,932 NA $4,425 $10,425*
G~cE 190 $2,807,199 23% $7,500 $7,500
Keep Colleyville NA 200
$5 NA $3
000 $3
000
Beautiful , , ,
MHMR O $96,972,921 91% $ I,OOO $O
Metroport Meals 5 Home Delivery ~997 200 19%
$10
000
$10
000
on Wheels 51 at Luncheons
,
,
,
Safe Haven 4 Families $6,097,047 45% $1,000 $1,000
sNAP 5 $91,365 14% $500 $1,000
Totals ~30,925 ~36,425
* Chamber is requesting an additional $6,000 of in-kind contribution in the form of 8 Luncheons to be held at the Colleyville Center at $750 each.
Organization / Event Estimated
Staff
Hours
Colleyville.com
E-Newsletter
E-Communication
Library Foundation Run 125 ~ ~ ~
Keep Colleyville Beautiful 85 ~I ~I ~I
Garden Club Promenade 25 ~I ~I ~I
Lions Club Run 25 ~ ~ ~
Colleyville Woman's Club 5 ~I ~I ~I
Fire and Police Alumni 40
Child Protective Services SK 5
CHS Band Boosters 5
Totals 315 5 5 5
~..,, . U~
~~ ~ City of Colleyville 100 Main Street
Colleyville, Texas 76034
'~,~~~~ Ag@11da BPI@fi11g $~~.5os.~ooo
www.colleyville.com
File Number:
Version: 1
File Type: Presentation and
Discussion
Agenda Date: 05/26/2011
Status: Presentation and
Discussion
Controlling Body: City Council
Worksession
Requester: Office of the City Agenda No.: 2k Final Action:
Manager
File Name: Discussion of FY 2012 Budget priorities and development process
Attachments: Program Importance Score Shee1
History of Legislative File
Version: Date: Acting Body: Action Text:
1 05/26/2011 City Council
Worksession
Title
Discussion of FY 2012 Budget priorities and development process
Explanation
This item provides an opportunity for City Council and staff discussion of the FY 2012
Budget development process and City Council budget priorities.
The foundation of every municipal budget is its service delivery plan for how funds are spent
to provide services to the community. In doing this, those funds and resources should be
prioritized for those services and programs that are most important to the community,
including those in the City's strategic plan:
• Making a long-term commitment to economic development
• Fostering a more diversified tax base
• Protecting and preserving neighborhoods
• Delivering sustainable government
• Branding Colleyville with a unique identity
In FY 2011, City staff modified the City's budget process and format to a program-based
budget, whereby all resources for each of the City's programs and services were identified
and allocated based on respective service levels. During the FY 2011 budget development
process, staff sought City Council input on which programs and services were the highest
priorities for resource allocation. Staff utilized that input in the final proposed budget that
was submitted for City Council consideration. Staff also utilized a budget philosophy that
focused on providing solid, high-quality, core governmental services, effectively allocating
resources to meet citizen needs, affordability and sustainability, and pursuing opportunities
City of Colleyville Page 1 Printed on 5/20/2011
Aaenda Briefinp Continued
to partner with other public providers to deliver services in a more effective and efficient
manner.
During the FY 2011 prioritization process, the City Council indicated fire and police
operations were the highest priorities, as well as municipal court. In terms of public works
services, street maintenance was the highest priority and special brush/bulk trash collection
was the lowest. Programs that are related to economic and community development both
rated highly, with economic development being the highest priority and beautification being
lowest. In leisure services, parks maintenance was the highest priority, followed by the
Colleyville Public Library, Colleyville Center and athletic field maintenance. Strategic
services, including those programs that provide leadership, guidance, and support for all
other programs and services, ranked high, led by communications and finance. On a scale
of 1 to 5, the City Council's priorities for FY 2011 were:
• Public safety services: 4.2
• Economic and community development services: 3.6
• Public works services: 3.5
• Strategic services: 3.3
• Leisure services: 3.2
Staff will again develop a program-based budget for FY 2012 and seeks the City Council's
input on program priorities. Attached is the General Fund program worksheet for FY 2012
should the City Council desire to use it for ranking purposes.
The FY 2012 budget development process is currently underway; remaining budget
calendar dates include:
Tuesday, June 21 Colleyville Crime Control and Prevention District meeting
FY 2012 budget adoption (5:00 p.m.)
Tuesday June 21 City Council meeting - first reading of FY 2012 Colleyville
Crime Control and Prevention District budget (7:30 p.m.)
Tuesday, July 5 City Council meeting - second reading and adoption of FY
2012 Colleyville Crime Control and Prevention District
budget (7:30 p.m.)
Monday, July 25 Tarrant Appraisal District releases certified tax roll
Tuesday, August 2 City Council meeting - approval and adoption of the 2011
Certified Tax Roll
Friday, August 5 City manager's proposed budget distributed to City Council
Tuesday, August 9 City Council budget worksession (6:00 p.m.)
City of Colleyville Page 2 Printed on 5/20/2011
Aaenda Briefinp Continued
Thursday, August 11 City Council Special Meeting - Discuss FY 2012 Tax Rate
(6:30 p.m.)
Thursday, August 11 Colleyville Economic Development Corporation FY 2012
budget planning session (7:00 p.m.)
Tuesday, August 23 Colleyville Economic Development Corporation meeting FY
2012 budget adoption (6:30 p.m.)
Tuesday, September 6 City Council meeting - FY 2012 budget and tax rate
ordinance - first reading and public hearing (7:30 p.m.)
Tuesday, September 20 City Council meeting - FY 2012 budget and tax rate
ordinance - second rading and public hearing and adoption
(7:30 p. m. )
City of Colleyville Page 3 Printed on 5/20/2011
PROGRAM IMPORTANCE (1 LOWEST TO 5 HIGHEST)
1 2 3 4 5
FIRE ADMINISTRATION/EMERGENCY MANAGEMENT
EMERGENCY MEDICAL SERVICES
FIRE OPERATIONS
FIRE PREVENTION/INVESTIAGTIONS
POLICE ADMINISTRATION
ANIMAL CONTROL
CODE ENFORCEMENT
CRIMINAL INVESTIGATIONS
EMERGENCY COMMUNICATIONS
POLICE PATROL
POLICE COMMUNITY SERVICES
SCHOOL RESOURCE OFFICERS
WARRANT UNIT
MUNICIPAL COURT
STREET MAINTENANCE
FLEET MAINTENANCE
BUILDING AND FACILITY MAINTENANCE
HOUSEHOLD HAZARDOUS WASTE COLLECTION
SPECIAL BRUSH/BULK TRASH COLLECTION
ECONOMIC DEVELOPMENT
BUILDING INSPECTION
PLANNING AND ZONING
CONSTRUCTION MANAGEMENT SERVICES
PROFESSIONAL ENGINEERING
BEAUTIFICATION
ATHLETIC FIELD MAINTENANCE
COLLEYVILLE CENTER
COLLEYVILLE PUBLIC LIBRARY
COLLEYVILLE SENIOR CENTER
PARKS MAINTENANCE
RECREATION
CITY COUNCIL
CITY MANAGER'S OFFICE
CITY SECRETARY'S OFFICE
SOLID WASTE AND FRANCHISE MANAGEMENT
COMMUNICATIONS
GEOGRAPHIC INFORMATION SERVICES (GIS)
FINANCE
INFORMATION SERVICES
HUMAN RESOURCES