07-31-2007 (City Council) Minutes Wylie City Council
CITY OF WYLIE
Minutes
Special Called Work Session
Wylie City Councii
Tuesday, July 31, 2007 - 5:00 pm
Wylie Municipal Complex - Council Chambers
2000 Highway 78 North
CALL TO ORDER
Announce the presence of a Quorum.
Mayor Mondy called the Special Called Work Session to order at 5:10 p.m. with the following
Council members present: Mayor Pro Tem Red Byboth, Councilwoman Kathy Spillyards,
Councilman Merrill Young, Councilman Carter Porter and Councilman David Goss (arrived at
6:55 p.m.) Councilman Rick White was absent.
Staff present were: City Manager, Mindy Manson; Assistant City Manager, Jeff Butters; Finance
Director, Larry Williamson; Library Director, Rachel Orozco; Planning Director, Renae' Ollie; City
Secretary, Carole Ehrlich, and various support staff. .
WORK SESSION
• Long Range Strategic Plan (M. Manson, City Manager)
City Manager Manson introduced Lowell Douglas Kiel, PhD, Professor of Public Affairs and
Administration for the University of Texas at Dallas and graduate assistant, Rhiannon Prisock
Dr. Kiel introduced the agenda for the meeting. He explained that some pre-work had been
completed through surveys sent to staff and Council and stated that most of the responses
showed continuity between views of the City. Dr. Kiel asked Council to perform some tasks to
determine their views in regard to what they would like to see "more of' in Wylie and "less of' in
Wylie. Some of the items mentioned were: quality retail, expanded uses and more viable
downtown, more shopping, health care, community college, and a manicured look to the entire
city. In the "less of' category some of the items mentioned were: less traffic congestion,
foreclosures, lower tax rates, and less misinformation received by the public. Council reviewed
the issues in reference to long term and short term goals and identified seven priorities for the
next few years. Priorities identified were: retail development; transportation; branding
(communicating to the public the character and strengths of Wylie); lake development;
jurisdictional and boundary issues; the redevelopment of downtown and S. Ballard; and higher
education.
Minutes - July 31, 2007
Special Called Work Session
Wylie City Council
Page 1
Dr. Kiel explained that the next step in the process would be to look at each strategy to identify
what is needed to address and implement each item. He explained that depending on the
strategy of each issue, most city departments would be active in attaining these goals. There
would need to be measurable progress reports submitted over the next few years to assist in
reaching each goal. Council members looked at the goals in order of importance and discussed
implementing a tier approach by dividing the priorities into groups with highest priorities in tier 1.
It was mentioned that even if the higher priority group was focused on first, all groups would be
given attention throughout the process. Direction from Council was to allow the City Manager to
recommend language for each issue and report back to Council during another follow-up work
session.
ADJOURNMENT
With no other business before Council, Mayor Mondy adjourned the meeting at 8:29 p.m.
Consensus of Council was to adjourn.
1
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Minutes - July 31, 2007
Special Called Work Session
Wylie City Council
Page 2
City of Wylie
City Council
Strategic Planning Session
Workbook
July 31, 2007
Facilitator - L. Douglas Kiel, Ph.D.
- Strategic Planning Session
City Council of Wylie
Agenda
July 31, 2007
Day One - July 31, 2007
4:00-4:30 - Introduction and plan for the day- Facilitator - Dr. L. Douglas Kiel. Quick
review of pre-work
4:30-6:00 - Backwards Imaging by Creating a Vision for Wylie - More of/Less of
exercise - Discussion.
6:00-6:15 - Break
6:15-8:00 - Threat and Opportunity Matrix - Examining threats to the vision and
opportunities for the Vision - Discussion. Begin to Define Strategic Issues
Day Two - TBA
4:00-5:30 - Revisit/Revise Strategic Issues - Leveraging Strengths - Discussion
5:30-5:45 - Break
5:45 - 8:00 - Prioritizing Strategic Issues with the Payoff Matrix - Making Issues
Become a Plan - Discussion.
Defining Strategic Issues
Litmus Test for Strategic Issues
Operational ~ Ctrategic
1 2 3
1. When will the issue confront you? Right now Next year Two or more
years
2. How broad an impact will the issue have on One Several Entire
the City? precinct/dept. precincts/dept City/All
s. Depts.
3. How large is the financial risk/opportunity? 10% of 10%-25% of More than
budget budget 25% of
budget
4. Will strategies for issue resolution likely
require:
a. Dvlpt. of new services/programs No Yes
b. Changes in Tax Sources Or Revenues No Yes
c. Changes in Fed./State Regulations No Yes
d. Major facility additions/modifications No Yes
e. Significant staff expansion No Yes
5. How apparent is the best approach for issue Obvious, Broad Wide
resolution? ready to possibilities, Open
" implement Few details
6. What is the lowest level of Management Line Division City
that can make significant decisions about the Supervisor Head Manager
issue?
1. What are the probable consequences of not Inconvenient Si nificant Ma or lon
addressing the issue? ~ g ~ g
Inefficiencies service term service
disruptions disruption and
and $ losses
$ losses
2. How many departments or major
stakeholders are affected by this issue and None One - Three Four or more
must be involved in issue resolution?
1
4`' P
2000 City of Charlotte
~
.
Community City Within A Restructuring Transportation Economic
Safety C' Go nme Develop ent
• ~ •
Customer Reduce Increase Strengthen nhance Maintain Provide Safe, Promote
Perspective Crime Perception of Neighborhood Service Competitive Convenient Economic
Safeiy Delivery Tax Rate Transportation Opportunity
Financial Secure Maximize Grow the Tax Maintain AAA
Perspective Funding/Service Benefit/Cost Base Rating
Partners
Internal Streamline Promote Improve Increase Increase
Process Customer Community-Based Productivity Positive Infrastructure
Perspective Interactions Problem Solving Contacts Capaciiy
Learning & Enhance Achieve Positive Close Skills
Growth Information Employee Gap
Perspective Management Climate
STRATEGIG ACTION PLAN 2005-201 O
VlSION STATEMENT
Colorado Springs - the community of choice
for living, working and leisure
FOCUS AREAS
1. Transportation
Provide an effective, efficient, affordable and sustainable transportation network
2. Public Safetv
Proactively safeguard our community as our family by providing principled police and
fire services
3. infrastructure
Improve and maintain existing infrastructure and leverage opportunities for new
infrasfructure
4. Citizen Services and Citv Workforce
Provide an environment that supports a diverse, high performing workforce that
delivers superior, cost effective City services to the public
5. Economic Development
Foster an environment that makes Colorado Springs an attractive location for quality
jobs and businesses for generations to come
6. Communitv Development and Growth
Preserve a sustainable and atfordable quality of life while protecting the environment
to foster pride in vibrant neighborhoods and promote identification with the larger
community
June 8, 2004 Page 1
STRATEGIC ACTION PLAN 2005-201 O
~ 1. Ti'anspo?'tation: Provide an effective, e~cient, affordable and sustainable
transportation network
Obiectives
1.1 Provide funding to develop, implement, and maintain a transportation and
bridge system that meets present and future mobility needs
1.1.1 Ensure sustainable funding for construction and maintenance through a
combination of ineasures, including ballot initiatives, user fees, grants, State and
Federal funds, and developer contributions
1.1.2 Preserve adequate right-of-way for all major transportation corridors, including
interchanges where required.
1.1.3 Sustain a service level of "D" or better for all major thoroughfares
1.2 Develop multiple transportation options that are mutually supportive and
function as a single transportation system
1.2.1 Decrease rider wait time, and increase ridership for City transit system
1.2.2 Establish and implement an access plan linking major highway corridors to the
Colorado Springs Airport
1.2.3 Expand trail linkages for bicycle, pedestrian and other non-motorized circulation
systems
1.2.4 Expand transit service hours and routes
1.3 Coordinate the development of transportation systems with land use
planning to promote a livable environment.
1.3.1 Include a Traffic Impact Analysis (TIA) with all major development plans
1.3.2 Develop zoning ordinances to protect airport approach and departure corridors
June 8, 2004 Page 2
STRATEGIC ACTION PLAN 2005-201 O
2. Public Safety: Proactively safeguard our community as our family by providing
principled police and fire services
Obiectives
2.1 Deliver prompt, responsive, quality public safety services
2.1.1 Staff ali fire stations with paramedics
2.1.2 First company fire response to emergency calls for services will arrive within 8
minutes or less at least 90% of the time
2.1.3 Effective fire force will arrive to structure fires within 12 minutes or less at least 90%
of the time
2.1.4 First police response to emergency calls for service will arrive within 8 minutes 90%
of the time
2.1.5 Violent and property crime rates in Colorado Springs will remain below the national
average of similar size cities
2.1.6 CSPD clearance rates for violent and property crimes shall exceed the national
average of similar size cities
2.1.7 Identify target areas for drug enforcement strategies and respond and take
appropriate action in 24 hours where open-air drug dealing and prostitution is
occurring
2.1.8 Maximize current Fire Department resources and future revenues to reduce
response times city-wide and modernize existing facilities.
2.2 Support pro-active programs that reduce threat to life and property
2.2.1 Develop a Citizen Emergency Response Training (CERT) Program
2.2.2 Continue to implement elements of the Wildfire Mitigation Plan
2.2.3 Develop capacity of Fire Prevention to conduct routine commercial fire inspections
2.2.4 Improve service to devetopment and construction community
2.2.5 Reduce motor vehicle crashes at the City's top 25 targeted intersections
2.2.6 Maintain and enhance the Neighborhood Speeding Program
2.2.7 Increase the number of traffic safety presentations by CSPD personnel at public
meetings and media outlets
2.2.8 Expand use of non-lethal alternativss in law enforcement
2.2.9 Create a DNA lab capability within CSPD
2.2.10 Expand AED program in the City
2.2.11 Direct resources to enforce housing-related codes to provide safe, habitable
housing and property
2.3 /mprove funding for public safety service
2.3.1 Obtain grant funding and partnerships
June 8, 2004 Page 3
STRATEGIC ACTION PLAN 2005-201 O
3. Infrastructure: Improve and maintain existing infrastructure and leverage
opportunities for new infrastructure
Obiectives
3.9 Prepare a City infrastructure needs list, that identifies and prioritizes all
capital projects necessary for providing core municipal services
3.1.1 Update infrastructure needs list to be completed and prioritized by June 30, 2004
and be updated annually thereafter
3.2 Develop ongoing funding sources to address priority capital improvement
projects on approved infrastructure needs list
3.2.1 Measure annual level of funding for infrastructure construction
3.2.2 Measure completion of projects and number of projects underway
3.3 Develop ongoing funding sources to improve the maintenance of
infrastructure
3.3.1 Increase annual level of funding for stormwater drainage system maintenance
3.3.2 Increase annual level of funding over the next 5 years for street resurfacing
3.3.3 Sustain annual level of funding dedicated to the maintenance of City facilities and
buildings used in the provision of core municipal services
3.4 Maintain existing infrastructure to prevent excessive deterioration or
premature replacemenf
3.4.1 Increase percentage of stormwater drainage system that receive regular
maintenance
3.42 Increase percentage of streets resurfaced each year
3.4.3 Increase percentage of facilities and buildings that receive regular maintenance
June 8, 2004 Page 4
STRATEGIC ACTION PLAN 2005-201 O
4. Citizen Services and Workforce: Provide an environment that supports a diverse,
high-performing workforce that delivers superior, cost-effective Cify services to the public
Obiectives
4.1 Provide specialized services and facilities for alI citizens in the communify
4.1.1 Maintain the full range of existing senior, single-parent, early childhood, disabled,
teen, and minority-outreach programs
4.12 Identify other agencies as suitable partners to provide neighborhood and senior
services at new locations
4.2 Support the expansion of public art throughout the community in high/y visible and
accessib/e spaces and encourage partnerships with the Arts community
4.3 Provide incenfives and opportunities for residents to enhance the appearance of
their neighborhoods
4.4 Provide an array of affordable recreational opportunities
4.4.1 Continue to evaluate fees for recreational activities and recover appropriate costs
while maintaining affordability
4.4.2 Continue to implement the Open Space Master Plan to acquire parcels that
preserve unique vegetation/landforms
4.4.3 Plan and construct neighborhood parks within an approximate'/2 mile radius of
identified neighborhood areas
4.4.4 Plan and construct trail linkages that are continuous from neighborhood areas to
the major spine trails
4.4.5 Concentrate efforts on building youth sports complexes to service fast-growing
areas of the city
4.5 The City will identify, attract and retain high-performing individuals, support a
diverse workforce and inclusive environment, and compensate competitively
4.5.1 Evafuate the organizational climate for workplace satisfaction; department managers
will develop and implement a plan to address any significant issues that emerge
4.5.2 Annually determine the appropriate level for compensation to remain a competitive
employer
4.5.3 Meet or exceed applicable ICMA, EEO and industry benchmarks
4.5.4 Achieve compensation goal of paying at least to the median of comparable
organizations
4.5.5 Evaluate turnover and recruitment data
4.6 /ncrease access to City government via e-government initiatives
4.7 Strive fo increase fhe current level of funding for Human Service programs
4.8 Employees will provide citizen services at the highest levels of courtesy,
professionalism and accountability
4.8.1 Annually measure internal customer and citizen satisfaction ratings
4.8.2 Meet or exceed applicable ICMA industry benchmarks
4.9 Employees will receive sufficient ongoing training and development, and will have
sufficient technology, tools and resources to perform their jobs
° 4.9.1 Measure the number of performance plans that include career development
June 8, 2004 Page 5
STRATEGIC ACTION PLAN 2005-201 O
° 5. Economic Development: Foster an environment that makes Colorado Springs an
attractive location for quality jobs and businesses for
generations to come
Obiectives
5.1 Use economic development financing too/s to attract and retain businesses
5.1.1 Measure the number of businesses that expanded and added empioyees in the city
5.1:2 Measure the number of packages created to attract business
5.2 Promote the creation of quality jobs in the Colorado Springs metropolitan
area by assisting private and public economic development organizations
5.2.1 Measure change in net job growth from previous year
5.2.2 Measure change in relative level of economic diversification from previous year
5.2.3 Measure changes in City's level of per capita personal income and changes as a
percentage of State and U.S. per capita income
5.2.4 Decrease city's unemployment rate
5.2.5 Measure change in City sales and use tax revenues from previous year
52.6 Attract retail establishments to the city to increase new sales tax revenue
5.2.7 Support business development in the downtown core
5.3 Expedite the City development review and other regulatory approval
processes
5.3.1 Continue to utilize Rapid Response Team to coordinate and expedite the City's
response to prospective major employers
5.4 Partner with appropriate agencies to retain and expand existinq businesses
and industries in Colorado Springs
5.4.1 Actively participate in the operation of the Business Retention and Expansion
Visitation Program (BREV)
5.4.2 Measure the number of existing businesses that have added employees and
number of employees added
5.4.3 Measure City's comparative rank with comparable cities regarding business
closures (fewest closings)
5.5 Emphasize efforts fo retain existing military installations and units and
attract other U.S. Department of Defense activities and units to relocate here
5.6 Maximize use of the Colorado Springs Airport as a catalyst and magnet for
economic development
5.6.1 Aggressively pursue the development of new and expanded commercial air service
5.6.2 Promote general aviation and the development of the west side of the Airport for
new aviation-related and freight business
5.6.3 Complete the development plan for the Airport Business Park to ensure that sites
are available in 2004 for new and expanding businesses
June 8, 2004 Page 6
STRATEGIC ACTION PLAN 2005-201 O
4~ 6. Community Development and Growth: Preserve a sustainable and affordable
quality of Irfe while protecting the environment to foster pride in vibrant neighborhoods
and promote identifrcation with the larger community
Obiectives
6.1 Preserve neighborhood identity and character
6.1.1 Reduce cut-through traffic in neighborhoods
6.1.2 Measure citizen satisfaction with code enforcement through annual CSPD surveys
6.1.3 Reduce neighborhood traffic speeds by implementing traffic calming projects
6.2 Foster compatibility between existing neighborhoods and new development
6.3 Preserve and enhance existing community centers throughout the city
6.4 Maintain and enhance neighborhood employment opportunifies
6.4.1 Promote mixed-use neighborhoods
6.5 Continue to imp/ement the 2000-2010 Parks and Recreation Master Plan
6.5.1 Emphasize completing neighborhood-based recreation centers
6.5.2 Expand community centers throughout the city
~ 6.5.3 Expand community and neighborhood parks throughout the city
6.6 Provide a wide variety of housing opportunifies in neighborhoods
6.6.1 Provide rehabilitation loans/grants to qualified owner occupants and investors
6.6.2 Identify potential in-fill sites with neighborhood input
6.6.3 Support a mixture of housing densities to include traditional neighborhood design
and other strategies
6.6.4 Develop funding strategies and incentives for affordable housing
6.6.5 Where possible, integrate affordable housing into neighborhoods
6.7 /ncrease development partnerships with non-profit and private developers
6.8 Strive to dedicate 33% of Police patrol officer time to proactive policing to
address neighborhood problems such as crime, disorder, traffic problems,
and delinquency
6.9 Support partnerships between CSPD and community organizations
6.9.1 Create and maintain Neighborhood Watch groups
June 8, 2004 Page 7
STRATEGIC ACTION PLAN 2005-201 O
Strategic Plan Assumptions
Established October 29, 2003, Updated May 10, 2004
Planning Assumptions
? City Council's Strategic Pian is for the good of the community
? Challenges for tax revenue, infrastructure and traffic will continue
? Growth will continue and increase outside city center
? Consider Colorado Springs Utilities side of the house: assume water and other resources
continue to be available (Southern Delivery Pipeline in place)
? City Council wilt take prudent action to develop utility resources
? Population growth will continue, stretching resources in Public Safety and all departments
? Population growth will shift to annexed areas, vacant land north and east
? Threat of terrorism continues
? Drought conditions will continue over next 2 years
? Our youth will move away if no jobs are available
Economy
? Tourism will still be important to Colorado Springs economy
? Slight increase in tourism and air travel
? Military will still be important to Colorado Springs economy; possible increase in overall
impact
? High-tech may no longer be driver for Colorado Springs economy (EDC reviewing)
? Don't rely on large manufacturing businesses (some businesses moving to India)
? Citizens will continue to expect City Council to do something about job creation
? Continue to deal with TABOR, Gallagher Amendment, and #23
? Economy will remain uncertain
Revenue
? With $1 billion in infrastructure backlog, even if economy turns around, not enough in
budget to catch up
? Cannot fix existing infrastructure without increasing or new revenue source
? Money in State of Colorado budget will remain available for 1-25 and a portion of Powers as
planned today
? Federal budget (for CDBG, Transit grants, housing, urban renewal, etc.) will remain stable,
but will not increase
? Federal transportation allocations affect transportation planning and may affect City budget
decisions
June 8, 2004 Page 8
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City of Wylie
Proposed Pre-Work for Strategic Planning Session - July 31, 2007
Purpose and Instructions for Completing Worksheets
The attached worksheets will expedite the Strategic Planning Session on Tuesday, July
31, 2007. Please complete the worksheets, keep a copy and then submit a copy to ACM Jeff
Butters by Friday, July 20th. I will assemble your responses prior to the meeting, which will help
us to accomplish more work during the meeting.
The attached worksheets are a means to gather preliminary and basic information for
strategic planning. These worksheets are the information foundation for the strategic planning
method called SWOT analysis. SWOT analysis was developed at Harvard University, is widely
used and has proven successful for strategic planning activities in government.
The acronym SWOT stands for strengths, weaknesses, opportunities and threats.
Strengths and weaknesses concern the internal operations of the City of Wylie as an
organization. Strengths might include factors such as the quality of personnel, while weaknesses
might include the need for enhanced information systems. Opportunities and threats are factors
that exist in the external environment of the entire City of Wylie. Opportunities might include
bringing in new businesses, while a new mall in an adjoining city might represent a threat.
,,a~..,
There is a tendency for some groups to focus on weaknesses and threats; so analysts have
countered this problem by adding an increased focus on strengths and opportunities. This new
approach, called appreciative inquiry, asks us to appreciate what we do well and to focus on
those factors. An appreciation of our organizational strengths and community opportunities
allows us to focus on what the City does well and to leverage these areas to improve the quality
of life for everyone in Wylie. Thus, we will want to focus on the strengths inside the
organizational operations of the City offices and on opportunities in the external environment of
the City.
Your task is to provide responses on these worksheets that detail your view of each of the
four elements of SWOT, with special emphasis on strengths and opportunities. Focus on only
those weaknesses or threats that you think are critical to the success of the City. Please be as
specific as you can and feel free to add a few more of the numbered entries in the SWOT forms.
I have also included on page 5"Strategic Points of Leverage." On this page, try to identify
strengths and opportunities that, if enhanced or "leveraged," can provide the greatest strategic
value or "return" to the City.
I will organize your responses into categories once all of the pre-wark is submitted. This
will help to organize the thoughts of all Council Members and City Staff involved in the
Strategic Planning Session. Naturally, we will review these items to ensure consistency with
your intent.
~ 2
The SWOT analysis will serve as the basis for determining the strategic plan for the
City and as a basis for determining relevant actions and measurable goals for these actions.
These activities will constitute the core of our activities during the session. Please remember that
the thought you devote to these pre-work activities will add to the value of the Strategic Planning
Session. Your SWOT analysis should be your guide for determining the strategic issues facing
the City. Finally, page 6 includes a table that serves as a guide to identify strategic issues versus
issues of less strategic importance.
I look forward to meeting all of you and to the opportunity to work with you. Please do
not hesitate to contact me if you have any questions. Feel free to contact me by phone at (972)
727-7257 or by e-mail at dkiel{a~utdallas.edu.
Sincerely,
L. Douglas Kiel, Ph.D.
Facilitator - City of Wylie Strategic Planning Session
. 3
INTERNAL ORGANIZATIONAL STRENGTHS OF THE CITY OF WYLIE
(Possible Examples: Quality Personnel, Excellent Citizen Service)
Please List by Prioritv
Strength #1
Quality Employees.
Citizen safety - low crime rate
Outstanding City Staff
Strength #2
Positive organizational culture. Family atmosphere, people get along.
Citizen safety/protection - top rated fire department
Eager, educated and young citizen residents
Strength #3
Departments generally work well together.
Quality city employees - longevity
Super police and fire departments
Strength #4
The pay structure is competitive.
Citizen involvement - great sense of citizen participation and volunteerism among part of our
population
Experienced senior management staff
Strength #5
We have a good City Manager
Customer (citizen) based attitudes at management levels
~ 4
EXTERNAL OPPORTUNITIES FOR THE CITY OF WYLIE
(Possible Examples: Business Development, New Road Construction)
Please list b~~riority
Opportunity #1
There is currently a lot of interest and activity in retail and commercial development.
Brand city - opportunity to establish "what Wylie is known for" and market branding in multiple
ways - building "pride" and a sense of "place
Relatively new city infrastructure
Opportunity #2
We have a young, educated work farce in Wylie.
Attracting retail development to enhance quality of life through conveniences and to share tax
burden with home owners
Major roads replaced or soon to be
Opportunity #3
We are currently constructing a lot of important infrastructure, 35 million in road construction
over the next 3 years, Water system improvements, sewer, new City Hall, Library, and
Recreation Center.
Developing Wylie's connection to the lakes and recreational activities and attractions
Excellent Proximity to North Dallas
Opportunity #4
Lake Lavon is an asset that is largely untapped at this point.
Beautification program to enhance the visual appeal of the city - emphasis on beautification.
Ties in with Opportunity 1 in developing pride in citizens.
Gateway to Northeastern Collin County
~ Opportunity #5
5
Wylie has a historic downtown district that could be extended South along Ballard. This would
increase the size and scope of an area that is a big draw for the City and re-develop an aging
neighborhood.
Enhancement of parks and recreational activities for all ages
Relaxed living pace (currently)
6
EXTERNAL THREATS TO THE CITY OF WYLIE
(Possible Examples: Overdevelopment, Aging Population)
Please List by Priority
Threat #1
Limited room for growth.
Traffic congestion
Very limited taxable property
Threat #2
While it is, still a very new City some neighborhoods are aging and turning into mostly rent
houses. Some Fox and Jacobs neighborhoods that were built 10-15 years ago are not aging well.
Greater retail development in N. Garland, Sachse and Murphy - could slow retail growth in
Wylie
Limited developable land
Threat #3
We have a very high property tax and will likely have to raise it while building all the
infrastructure during this bond cycle.
Access/proximity to hospital care
. ~
INTERNAL ORGANIZATIONAL WEAKNESSES OF THE CITY OF WYLIE
(Possible Examples: Lack of Performance Measures, Poor Information Systems)
Please List bv Priority
Weakness #1
We have grown so fast that we have a very young and inexperienced work force. For example,
over 50% of the Wylie Police officers have been here less than two years.
Lack of marketing the city and quality of life features
Restrictive in building and development ability. (construction ordinances and/or creative
imagination)
Weakness #2
We did not have an IT person for many years. Now we have one and he is overwhelmed. The
lack of adequate IT support and direction has put us behind many Cities in technology.
Roads lag behind development
Tendency to avoid conflict with School District
Weakness #3
Wylie has the lowest Employee per 1000 resident ratio in the area. Our employees have to do
more with less staff and resources.
Reputation for being arbitrary and difficult in development/building. Builders often comment
that many cities are easier to work with than Wylie.
Occasional reluctance to venture outside "the box" on some levels
~
8
STRATEGIC POINTS OF LEVERAGE
Identify examples of Internal Organizational Strengths and External Opportunities that you
think can be Strategic Levers for Wylie. Strategic levers are those Strengths and Opportunities
that can be best used to enhance factors such as the quality of life or economic development.
These levers may be the same as those you listed in the SWOT analysis, but will serve to focus
the Strategic efforts of the City.
Strategic Levers in the Internal Organization of the City of Wylie
Possible Examples: Increased Focus on Quality of life Initiatives, Public Safety Initiatives,
Web-based services for citizens.
#1
Leadership Development for all levels of City employees. Encourage/improve problem solving,
community involvement and customer service.
By branding the city, we enhance opportunities to attract quality businesses. Proper branding
could also encourage higher-end development as Wylie completes growth to "build out."
Redevelopment of older areas in the city with attention to diverse living and business styles.
Planning for development/redevelopment opportunities along Railroad right of ways and
adjoining properties
Creating "quiet zones" for railroad crossings - increasing quality of life and property values in
many neighborhoods.
Developing areas around lake.
Promote, enhance develop Historic Downtown element.
#2
Improve and take advantage of technology.
Lack of marketing the city and quality of life features
Promote, enhance initiate lake access and resources
9
#3
Maintain the positive organizational culture as we grow.
Promote, enhance and/or develop high tech desirability of Wylie
10
Strategic Levers in the External Environment of Wylie
Possible Examples: Exploit the Talents of our Citizens by Recruiting Volunteers, Better
Leverage of Recreational Opportunities
#1
Develop recreational opportunities through development of area's of the lake and the wooded
area below the dam.
We have an "untapped gold mine" in Lake Lavon - seriously investigate ways to tap into this
resource for identity development and recreational activities to attract people to the city.
Through marketing to develop "pride of place," the opportunity to attract more volunteers will be
enhanced. When people are proud of where they live, they tend to be more involved. (They also
stay in the city, not opting to move on to another location.) Using people resources through
volunteerism is a marvelous "natural resource" of the city.
Wylie is a city of young, educated adults with children. Use the energy and education of these
individuals as resources.
Recognize the current Wylie is not "the old Wylie"
#2
Work toward a DART rail station to improve transportation and spur economic development.
Communicating the city's message - what we have and what we offer to citizens who choose to
make their home in Wylie (clean air, safety, quality schools, parks, sense of community,
proximity to Dallas and other cities where many are employed
Improving roads and traffic flow
Increasing web-based services for all departments - information and forms online, payments on
lines, etc. and making citizens aware of these services through professionally designed city
website that is part of the branding of the city
Provide shopping opportunities to citizens to keep sales in town
11
#3
Partner with Sachse, Murphy, and Lavon to market ourselves to developers and companies as a
region.
Create city pride
The Importance of Strategic Planning in City Government
l. With the many stakeholders in local government it is easy to lose focus on essential
items -"The immediate drives out the essential."
2. Without a guiding strategy drift is the norm.
3. A strategy gives you a means to define success.
4. Not every issue is of strategic importance - so lists of strategic items should be
relatively brief - 5 to 10 items.
The Strategic Planning Process We Will Use
The general method we will use for strategic planning is called "backward imaging." This
simply means that we start with a vision of a desired situation - in this case a vision of the
future for Wylie. We then use the future oriented vision to work backward to define what
participants would like to see more of and less of in Wylie. Once this list is defined we will
explore the opportunities and challenges (threats) that will either expedite or inhibit the
defined vision. Next, we will identify internal organizational strengths and environmental
opportunities that can serve as a leverage points to help achieve the vision for the City.
This will help us define strategic issues. Finally, we will prioritize the strategic issues be
detailing the relative payoff and effort required to accomplish the defined strategic issues.
Please note that you will be asked at times to leave your seat and write on flip charts or
contribute post-it-notes to flip charts.
To ensure that the list of strategic issues does not become too large, Dr. Kiel will generally
use iterative forced voting methods to reduce the size of the list.
While we will look beyond one year for our vision we want to focus on
items/issues/behaviors of strategic importance that can be the emphasized by the council in
the next year.
2
The Strategic Planning Process We Will Use In Detail
1. Participants will produce a short paragraph of their vision for the City of Wylie. In
short, we will answer the question, "What kind of city would you like to see Wylie be
in five years." So, we want to look forward before we examine the present.
2. Next, each participant will define what "more of' and what "less ofl' is needed to
achieve their vision for the City. This information will help to shape direct action.
3. We will then examine current threats to and opportunities for list of " more of
' and
"less of' items defined above. We will use a threat/opportunity matrix to assemble and
compare and contrast these items. This effort will help to establish strategic issues that
can either hinder or expedite our vision for Wylie.
4. We will then examine the strengths of the City and examine how these strengths can be
used to select and leverage issues of strategic importance.
5. Finally, we will use a tool called a"payoff matrix" to identify how to focus the City's
strategic efforts. This tool helps to identify which strategic issues are readily
accomplished versus more challenging issues.
3
Vision for the City of Wylie
Activity
Think five years in to the future. Imagine your vision for the City of Wylie in five years.
What would have happened that is not present now? What kind of city will Wylie be?
What might Wylie be known for?
Next, please write a short paragraph, in the space below, defining your vision for Wylie in
five years in the future. The paragraph should be between 20 and 40 words.
~ More of/Less of
Next, to achieve the vision for Wylie you produced above consider this question. "What
does there need to be more of and what does there need to be less of to achieve that
vision"? Be very specific. These can be items (e.g. more parks), issues (e.g. more review of
City revenues), or behavior (e.g. more cooperation between the Chamber and the Council).
For example, you may write there needs to be "more retail development" or "more
emphasis on tourism." You might also write there needs to be "less money devoted to
parks" or "less commercial zoning." Please be very specific and consider items that are
clearly actionable. For example, "more quality of life" is not specific enough- it can mean
too many different things to different people.
List Three Item/Issues/Behaviors List Three
Items/Issues/Behaviors
there should be MORE OF there should be LESS OF
1.
2.
3.
4
Group More of/ Less of for the Vision For Wylie
On this page keep a list of the more of/less of items developed and assembled. This will
help to organize your thoughts.
_.,m4 5
Threat and Opportunity Matrix
Activity
This exercise allows us to examine our defined threats to and opportunities for the vision
for Wylie. In short, given what the City needs more of and less of, what are the threats to
and opportunities for achieving those items/issues/behaviors?
We will use several charts like that below each detailing what the City needs more of and
less of on a flip chart. the pre-work we conducted by placing our defined threats and
opportunities on the matrix provided below. Note that the chart below has short term boxes
(1-2 years) and long term boxes (3-5 years).
Instructions: Consider your answers in light of the more of/less of flip charts. Next, refer
back to the threats and opportunities you defined in your pre-work for this session. Now
consider how those threats and opportunities are connected with the specific more of/less
of on the flip chart. Place your response in the relevant box depending on whether you see
the threat or opportunity as short term, long term or both.
THREATS OPPORTUNITIES
(short term) (short term)
(long term) (long term)
~ 6
Defining Strategic Issues
Activity
Next, given our more of/less of lists including threats and opportunities please define the 5
strategic issues that you think are critical for the City to pursue.
1.
2.
3.
4.
5.
~ 7
Group Definition of Strategic Issues
Activity
Use this page to track strategic issues identified by the group.
Focusing Strategic Efforts with the Payoff Matrix
Payoff Matrix: a quick means to prioritize strategic actions. Allows participants to identify: (1)
the relative ease of implementing each strategic action, and (2) the relative impact on the City of
the strategic action.
Ease of Implementation: relative difficulty of implementing of implementing the strategic
action.
Impact on the City: the amount of organizational impact or "value-added" the action will have
in helping to achieve the vision for the City.
GOALS:
To prioritize strategic actions for the City.
To identify those actions with the greatest ease of implementation and the greatest impact on the
City.
Sample Payoff Matrix:
Actions in the upper right hand quadrant show actions that have a high impact on the City but are
also relatively easy to implement.
CITY of WYLIE
Easy ACTION
3 2
1. Action A
4 g 2. Action B
EASE 3. Action C
4. Action D
OF 5. Action E
5 10 6. Action F
IMPLEMENTA- 7. Action G
TION 7 6 8. Action H
9. Action I
10. Action J
Difficult 9 1
ow igh
IMPACT on our VISION for the CITY
~ 9
PAYOFF MATRIX
WORKSHEETS
CITY of WYLIE
Easy ACTION
1.
2.
EASE 3.
4.
OF 5.
6.
IMPLEMENTA- 7.
TION 8.
9.
10.
Difficult
, Low High
IMPACT on our VISION for the CITY
CITY of WYLIE
Easy ACTION
1.
2.
EASE 3.
4.
OF 5.
6.
IMPLEMENTA- 7.
TION 8.
9.
10.
Difficult
Low High
IMPACT on our VISION for the CITY