City Council Strategic Planning Workshop 7-27-17

[0:00:00] into order at 2:03 on thursday the 27th of July Daniel and I'm turning it over to you very good Thank You mayor we are missing a couple of councilmembers we have one we'll be here about 30 minutes late and still expect many of them but we do have quorum so we'll move forward with a strategic planning workshop what I wanted to do is start off kind of with an overview of what to expect this afternoon what would be reworking on on the screen oops let me do this on the screen you actually have the workshop itinerary and this is the way we'll work out I'll start off of course with an overview of the strategic planning workshop they will move to the vision mission statement then we'll be working on five key messages for promoting San Angelo an update on current financial condition and that beyond the top five strategic priorities that we've had for the last few years the new strategic considerations in the downtown master development plan and assets discussion in the course adjournment hopefully that a German won't be ten hours from now so we'll we'll try to keep a little bit shorter there I just want to start off with the purpose of strategic planning and we typically do strategic planning in February of the beginning every year and we do it right before the budget workshop this year since we had a whole bunch of new council members coming in we definitely wanted to get the council members perspective so we're doing an additional strategic planning workshop but the purpose for the timing workshop it's really to set direction and priorities for this coming year again as we start ironing down hashing out our budget as a matter of fact we'll have four meetings and we'll including today five meetings the next five weeks so we're going to have multiple meetings and it's important to get this out of the way so that we can address our budget and the appropriate manner so we're going to start off with women start off with a vision and mission statement it's basically who we are and also we what we expect to accomplish in the future and we're looking at who we are and how to deliver that message and

[0:02:03] that's the five key messages that I mentioned a while ago we'll be addressing that more specifically and we'll focus on where we are today and where we want to go and that is basically the S of their strategic planning is determined our current state and exactly what we want to accomplish says it pertains to priorities next we have it also allows us to continue moving forward toward the completion of established priorities we do have those five we may be changing amending to those or adding more to the strategic priorities but again it will be up to the City Council it also allows us to make adjustments when necessary who's involved everyone you see here actually we have city council city manager the directors and and basically we have a the reason we do it this way is we definitely want to have all the thinking styles different thinking styles well-rounded perspective City Council of course brings a lot of diversity to these meetings you know various backgrounds whether it's business education you name it there's a lot of diversity here in the City Council and the course of directors have their different fields of expertise there are experts we are to perform a certain duty and they're here to answer any questions that you may have the workshop focus again it's reaffirming our vision developing the key messages again what we are now and that's to update our priorities and we'll have that presentation coming up where we're going will determine whether we'll have a continuation or addition to the priorities and then how we get there I do want to point out that this is an abbreviated workshop now when we start talking about strategic planning typically you need about a day and a half to three days to complete a very thorough strategic planning workshop but really what we do is what I call an abbreviated workshop it allows the City Council members to set direction and then we as staff go back and we helped create strategy the action steps and measures that we come back and present a City Council at a later day to make sure that we're all on the same page as far as what we want to accomplish but again we want to get that direction from the City Council members today

[0:04:09] the first item that we'll be discussing after we do the vision and mission it's going to be the five key messages for promoting promoting our community and I'll go through these briefly then I'll come back to them a little bit more thoroughly really what we're looking for is a vision for the city that incorporates five key messages and what we mean by five key messages is we have to take a look at our community and determine what characteristics and what assets really highlight who we are and basically what is the message for promoting each one of these assets and then we have to determine which stakeholders will be involved in further developing the message and then also promoting each message so we'll get a little more detail here in just a little bit on this item then we'll have an update on our current financial condition again it's important to understand our city's financial challenges and opportunities prior to starting the planning process and I do want to point out the city has limited resources not that we didn't already know that but it's important to leverage those funds toward priorities with the greatest benefit the city has 19 departments we have a lot of different needs that need to be addressed but as mentioned while ago we do have those limited resources so we in the past the City Council has decided to focus on five key areas five key strategic priorities that we can address that has the biggest impact and this is kind of the the strategy moving forward any other considerations that you'll have at we definitely want to hear those as well but again these are competing for resources and again we're constrained by affordability so again we want to make sure that we concentrate on those priorities that have the biggest impact for our community and what are those five strategic priorities that we've had these again actually develop out three years ago and those are the water that's the infrastructure or water supply streets of course we started a very thorough SIL code mail overlaying reconstruction program for the community police station we'll have a guest and update on that and get a little bit of

[0:06:13] direction from the city council moving forward we might want to accomplish with that we think we have some changes there of course salaries we want to make sure that we adjust to market that's what the city councilman passed had had given a directive to the city manager and the team to accomplish and then again the development process we want to make sure that we made definite improvements to our development process especially to assist our our business community our developers or builders and we'll have a report on that as far as the progress has been made there and then we'll be looking at new strategic priorities as well we do have three areas that we like to address with the City Council those three areas that are pressing on us right now is the health insurance and increase in police officers and the sixth front light ambulance and of course any other strategic considerations that the City Council wants to discuss as well we'll be ready to address those we do have the department directors here to address their departments or their divisions so we'll have a lot of good information information here and then finally we'll be discussing the downtown master development plan whenever biggest asset the courses are is our downtown we want to make sure that we review the guiding principles that were developed with the down town master development plan and also good direction from the City Council any recommended changes that you may have as well and also we like to discuss the development and administration of those assets we do have certain properties at this point that we'd like to move forward with development we want to make sure that City Council members are on board or we have the directive from the City Council as far as what needs to happen there so what I like to do now is go into the vision and mission statements for the city these were developed through city council assistance about three years ago as well and fine-tuned so really I want to start off kind of explaining what that vision and mission statements are so the vision of the missions they draw the goals for

[0:08:17] the city the go strategies and action should always align with the vision and the mission statement what is the vision statement basically it's the future direction for the city any organization where it sees itself in a long term it points to where the organization is actually heading and then we look at the mission statement and the mission statement basically just tells us the reason for being the reason an organization exists and it's used to help guide decisions about priorities actions and responsibilities and in developing the vision and mission we focused on certain core values and these are listed up there that's excellence and service vision and resolve stewardship and accountability productivity and efficiency innovation and resourcefulness professionalism and respect these are all the core values that we as a staff and City Council in the past determined would really set us in the right direction so what is the vision statement for the city of San Angelo the city the the vision statement is to be the Texas standard for opportunity prosperity and quality of life you may ask what exactly does that mean I'll get to that in just a little bit I think the mission statement is liberal it's pretty clear and that's the reason for being our purpose for being and that's to deliver excellence and services through best management practices a dedicated caring and productive workforce innovative solutions and a strong commitment to fiscal responsibility and this is what we aspire to on a day-by-day basis if we fall short we're continuously looking to make sure that we match up with what our mission statement States so let's get back to the vision statement for the city of San Angelo to be the Texas standard for opportunity prosperity and quality of life now this this part is really important to address right before we go into the five key messages that we'll do next and I'd like to you to look at the handouts that you have received after the itinerary you'll see the vision statement now the vision

[0:10:21] statement again opportunity prosperity and quality of life is a question that you may ask what exactly do we mean by that we actually do have that broken down as far as the opportunity it really with the vision statement let me go back to this what this means is in order for us to be the Texas standard we must move forward toward achieving the following we must have or bringing a new industry live when you look at opportunity we must have market competitive paying jobs be one of the best places to live have career opportunities have strong agricultural industry start drawing oil and gas opportunities have competitive business retention and expansion program we definitely need to make sure that we have an updated technology to address telecommunications fiber and as matter of facts has been an item that mayor you've been on as far as talking about that that that pipeline that we need and then of course in order for us to be that Texas standard we also must move toward having a multimodal transportation options available for the city when you look at a prosperity what we determine fell under prosperity was that we needed to be fiscally sound at all times we must have a solid infrastructure a high standard of living community value vibrant tourism and convention destination an ongoing community investment and that's when people come in and blessed in our community start up new businesses business here as well growth of the good feller Air Force Base mission higher education opportunities through multiple career paths ASU Howard Howard just recently in the mayor I'm sure you can elaborate more on this star today it's going to be starting a trade at college as well so that's that's huge for our community and also we look at quality of life where we want to be is here is excellent to have excellent medical care parks and recreation opportunities arts and cultural scene a vibrant downtown and shopping districts low cost of living respected local

[0:12:25] education system an attractive community for young and old we're starting to see more and more people come our community retire here we definitely should have a focus toward that but also make sure that we don't leave out the young individuals that move to our community as well we must have a dependable water supply access to transportation clean and in safe community ease of travel and that's through land or air and finally a friendly welcoming community so all these areas are broken down so opportunity prosperity and quality the quality of life we call it the opq all these have to be in place in order for us moving forward as a community to really be that Texas standard we had to work toward being our best in all these three different areas so with that said we'll move on to the five key messages for promoting the city we have the vision that the city established in the past but we also want to make sure that we establish applied key messages and again I mentioned the psyche message little while ago as those characteristics those assets of our community really highlighted said that we would like to make sure we get the word out to others specifically to investors want to come to our community or tourists or others of course our people our community we want to make sure they were highlighting those assets and we're getting the message out there sometimes you go to different places you tell them you're from San Angelo and they say well now where exactly is an Angelo that's the wrong question well not only do we want them to know exactly what we are we want them to know what we're about you know we want them to know what our are truly what our assets are characteristics are the things that we are most proud of so the first question becomes which community assets do we want to highlight you know so we'll start off there and with that said I do want to make sure I can run up to the to the boards up here and start to land out you know as I continue those questions first question is which community asks

[0:14:28] us to to highlight and which one see we're going to start off with it and really what I propose that we do is we develop perhaps 10 areas or 10 assets that we can look at that we're proud of 10 10 different characteristics that we can highlight and then narrow that down to five from there we're not going to develop a message today there is nothing that the intention right now or how to promote it but we want to make sure that we find out what those characteristics are that we're all in agreement with that so with that said let me actually address there you go now one had to move the microphone and I'll just have Sandra going she had volunteered earlier - Thank You Sandra - to help us with our brainstorming Mary's anything else you'd like to add for as far as like this I just talked about no but I will go through some of my comments and focus as far as how I believe that we need to look at this vision and when it's all said and done obviously producing a financially secure City is important and you can't do that if you don't have economic development so economic development is for me one of the most important things that we have to focus on and recently I was at a meeting with six of the mayor's from West Texas Lubbock emeral Midland Odessa Big Spring Abilene couldn't make it myself and what we know is that the one thing that we all share together are some common economic drivers and those are food fuel and fiber we share all of those and when you talk about all of those and you start talking about what are some of those issues that we need to look at to make sure we can drive the food fuel fiber areas of our business and that means that you if you're going to

[0:16:33] recruit businesses you need to look at your industrial parks and make sure your industrial parks are strategized to fit into them to the model of food fuel and fiber and that means that number one you got to have a business park and industrial park at the airport you got to have a business park and industrial park at you somewhere on the railway because the way we transport goods is planes trains and automobiles if you will not just by truck we have a huge opportunity out at our Airport if you go online and start studying some of the articles that are being written right now in the end the aeronautical business you will see that that's supposed to be one of the fastest growing fields in the future and so you look at and you say we have a big Airport we have been so far was done trying to get another airline and that we forget to focus on the other opportunities that an airport has attached to it and that is an industrial park it means there's going to be a huge need for aeronautical jobs a huge need for mechanics a huge need for people to repair planes so we can make ourselves look a whole lot more important at our Airport if we make our airport more important instead of just a field where we land commercial airlines and they take back off with passengers the opportunities bigger and greater we've got the airport if you drive north on 87 every time you go through you'll see a sign that says Airport slash Business Park they don't just say airport they say Airport slash business part or industrial part so we've got to look at that as a huge big opportunity the same thing was railroad for much different reasons but that becomes a very important part of making sure that we broaden our focus in terms of who we want to recruit to this city for economic development the end of the day we need to have higher sales tax and higher property taxes and you can't do

[0:18:36] it without a strong economic development plan if you look at the top 10 economic drivers in San Angelo I've got my list of 10 it could be that I've missed a category and certainly I want anyone to add to this but first and foremost would be good fill Air Force Base it currently is 10% of our workforce here in San Angeles the single largest workforce we have so good fill Air Force Base is one of our major assets and one that we want to make sure strategically we know that we are working with them at multiple different levels to secure the continued growth and development of good fellow Air Force Base to is education we recently have announced that we will Howard College will be opening up a trade school in 2008 and it will be a trade school that has been put together and 100% funded by the home builders of San Angelo and though the various industries attach to that as well as the state of Texas home builders association education is important because one of the key things that you need to do in a community like ours is to make sure that we provide a level of wage that's an affordable living wage not a minimum wage and we talk all day long about bringing an industry that will pay higher than minimum wage jobs but we forgot to look within ourselves and say how do we educate our young folks here in San Angelo to make an affordable living wage not minimum wage and that is in the home building industry so we've got to look within ourselves and the educational areas to find out how do we make sure that we have people that have the opportunity to develop trades that can make twenty twenty-five dollars an hour that helps supplement the commercial and Home Builders business anyway so that we have

[0:20:40] the appropriate amount of sub crack subcontractors here in town to support that business and that we have an opportunity to keep our young folk here you talked about old and young well young is what we want to keep here and you can't keep them here and you can't keep them out of drugs and crime if you don't have the ability to educate them at more than minimum wage jobs so education becomes an important part whether it's our SAISD the charter schools the religious schools Howard College or ASU and I think ASU is going to announce that this somewhere there are enrollments up to about 10,000 people this fall season which is pretty dramatic increase medical we talk a lot about the retirement community here and one of the reasons that they come to San Angelo is because of the medical care we have here whether it be community or whether it be financial Shannen hospital so medical becomes an important part but you will also note that some of the industry that we are creating opportunities for and perhaps businesses here are all in the medical field so they're looking at San Angelo Texas because of the hospitals and the connections and the jobs attached to that as a place to bring their business so once again it's an economic driver not only a quality of place but an economic driver and with that is health care so it is the combination not only of jobs opportunities but services then you have cultural which we again we talked about in terms of the strategy our arts here are very important to us whether it be the symphony whether it's the new sign Angela Performing Arts Center whether it's the incredible music scene that we have here the cultural aspects of this town help bring people to this city and it's one of the reasons people want to move here and one of the reasons they want to continue to live

[0:22:43] here and move back here recreation we talk about our parks one of the greatest assets we have are our parks but the biggest park if you will we have is Lake Nazz were thee what are we doing to make it an economic driver it exists we use it for water source but what other opportunities are there for recreation at Lake Nazareth E it's certainly one of those assets that we have here in San Angelo that all the other cities around us would love to have as you know many people from Midland Odessa come here because of our lake now's worthy so we want to make sure we've looked at that and have a strategy to grow and develop Nazareth into a much bigger economic driver and a much bigger quality of place opportunity agricultural next week we're going to have a legislative summit which will be focused on agricultural obviously it will be I think that the enrollment for this session is up to about 450 people the largest we've ever had before is 150 people so it tells you an awful lot about what agricultural means and means to this part of the data Texas you can't ignore it it's sometimes out there and we forget about it because we're not out driving around in the cotton fields and see the cattle growing of the sheep growing or the ghost growing or the whatever growing agriculture we cannot miss not understand the importance many of those people are the people who come into financial and spend their dollars they are a backbone an economic driver in terms of the businesses here in San Angelo so that's always going to be a topic of conversation oil and gas services that is something that we know today is a great thing when it's good and it's a real tough thing when it's bad but the more we can look at these other areas of opportunity the less

[0:24:46] impact these ups and downs in the oil and gas business have for so we want to make sure we have what they need I would hope that this go around with as we start to benefit from the oil and gas business that I don't hear anybody saying oh those ugly white trucks I hope I don't hear anybody saying oh they're running our roads we as a community must have a positive attitude about the oil and gas industry as you know when you look back over the sales tax increases when were they the highest have we ever had any other industry that has had that kind of a peak and growth other than the oil and gas industry and the answer would be no and the answer would be and there won't be another industry that we have here that will ever give us those kinds of highs and that kind of a boom so we need to make sure we're projecting ourselves as a city a city council of someone who loves the oil and gas industry we love what it does to our community we like the folks we don't want to hear Realtors saying to somebody looking to buy new home in San Angelo we those oh those oil and gas people there's running our roads and our traffic's bad and I can't get to the lights that turns three or four times we must have growth we must have the oil and gas industry we're out here in West Texas that's a blessing let's not make it a negative manufacturing and that also goes along with the oil and gas business of course because we see many of the subsidiary businesses from the oil and gas area looking at us for manufacturing opportunities and that will continue to exist so we want to look at where we can grow those manufacturing opportunities tourism we have one of the

[0:26:50] best-preserved forts in America Fort Concho we have one of the greatest historic downtown's when I was at this meeting with the other mayors the interesting thing their number one strategy and every one of those cities was rebuilding their historic downtown number one strategy and it was the number one strategy because as they said if you think you can recruit a business and drive them in from the airport and take them through your downtown and your downtown's falling apart and it doesn't look like anybody cares you will not recruit that business to your town so tourism is very important we have a great benefit of having spent 14 million dollars redoing the concho River in downtown so many people complement us on that tourism helps build those sales tax dollars helps fund cos'è DC and we need more growth through tourism and then of course retirement we are a retirement city and we want to make sure that we continue to have those things that the retirement community wants and one of those is certainly medical care and financial definitely has and will continue to have an option good health options for people as well as education systems for people so between Howard college and ASU we have a wonderful backup for retirees but when I talk about these ten areas I also say so what are the barriers keep financials from moving forward when you look at these opportunities well one is technology we need a larger pipeline we need to and that's something that you just can't make happen overnight it's something that you got to start working on today and make sure that you have developed a strategy because many people who come here are going to say well you know San Angeles it's so far out there

[0:28:51] in West Texas that we don't get any cell phones constantly drop I'm always on the phone and the phone call drops I was trying to get on my computer the computers slow today oh my gosh the somebody took down a pole my computer's dead today I can't even get on it and work so technology has to be something that we look at because you're we are not going to be able to grow as a city if we aren't forward-thinking as it relates to technology and making sure we have a pipeline that allows for growth and development here we will always talk about permits and planning we want to change the message that San Angelo is a difficult place to work with for permits and planning and that is unfortunately a message that's out there and people talk about it all the time many of you who work in permits and planning know that when you get down to the nitty-gritty those stories aren't always true very often they're not true the unfortunate part is the message is out there so we've got to as a city be able to send the message out there that we have a permits and planning department that is helpful that smart that's pro-business and they will help you get your business expansion growth or new business going transportation porch the plane I 14 I 27 all important to us railroad airplanes big important message for us remember we're out here in West Texas as they say and so people need to be able to get here find us and if they're going to have a business here they need to be able to get their goods out of San Angelo to where they're going and that's where the air court comes into play that's where the railroad comes into play and that's where a Business Park comes into play workforce we have a very low unemployment and so one of the issues that will impact us is if in fact we can

[0:30:58] get the workforce numbers up I met with somebody right before I came over here who is looking at San Angelo and they're going to need 120 to 140 people the minute they get their plan we're all right low unemployment and we know that in Midland Odessa that they're going by leaps and bounds I had a cook who just walked in yesterday and said I just got the job offer I'm out of here I'm gone so it's starting we've got to find a workforce we've got to recruit and make sure we have the workforce here to support the growth that we need crime we don't want to be known as a city of high crime and part of our our way out of that is education and training then reason we have a need in fact for Howard College the reason we need to be able to have a trade school the reason we need to have people be able to make more than minimum wage and then last is property taxes because one of the big areas that everyone looks at when they're looking at your city whether it's with the retirement community whether it's a business is your property taxes in meeting with these other mayors what was interesting to me was to find out that five of those cities have their property taxes all under forty cents so thirty five thirty to thirty four one was at forty nine and we're at 76 77 so we're out here with one of the highest property tax rates in West Texas and we know we have to have it there this isn't an issue about of not having it where it is it's obviously required right now in order to fund the city in order to fund the

[0:33:00] services in order to do what we want to do the only way we can change our property tax rate is to grow the base of our commercial business and that goes back to all the things I just talked about it all ties back into we've got to have growth and development it is the number one strategic plan we have to have in order to make sure that the city continues to provide the services the infrastructure that they need that our citizens need it's number one and we know that today the residential property tax is carrying the burden of the city and we need a higher tax base and commercial development so that's a lot that I'm throwing out at you it's a lot of information but and I might have missed something here but as we talk through everything today I want you to kind of go back and think through some of those things because it's the bigger broader picture of what we got to think through when we make decisions and very often City Council meetings are obviously focused on changing ordinances or you know the daily business of City Hall but we've got to be leaders as City Council and the mayor we've got to be leaders to help move our city forward and we've got to be able to project our city is bigger than we really are and bigger because we think bigger we're going to act bigger we're going to react bigger we've got to think like we're a bigger city than we are and when you get down to talking about you know your city and what you know where we're going to go from here several things came to mind and they're cliches if you will but I think that they're important to say it's sort of fish where the fish are focus on the businesses and the areas that make up what your community is don't try to make us into something we're not we've

[0:35:02] got a lot of strengths here we just haven't had a strategy to match summize all those strings make sure you tell the people who you are if you think about it and I ask you who are you as a city today what would you say would what's our message we have a message at the chamber Discoverer San Angelo what's our message here in the city one that somebody would say hey that's a city who thinks bigger than they are that's the city that provides a quality of place and I'm going to talk a lot about quality of placement quality of life and that's because quality of life is different for everybody if you're 75 your quality of life might be based around health care if you're 25 your quality of life might be based around the job opportunities that you have if you've got children that are 12 and 13 years old education is an important factor the quality of place means that we met all the criteria that people look at when they're looking at us as a city to live in and we must start to remove the barriers that keep us from moving forward and becoming the city we have the great opportunity to be I mean that's a great list as far as a 10 that we have at this point we definitely hear from the council members as well there's anything that they'd like to add to those assets those characteristics that you just list on there there's 10 there again as we mentioned a wall do we likely to you down to five and after we get it down to five is create those committees that will develop that message and as far as that vision moving forward what that's going to look like but council members is there anything else that another Mary covered a lot but is there anything else that you would like to add to that one

[0:37:04] of the things I think we need to add quickly as one of our assets is every single employee that works for the city of San Angel this would not be what it is without employees I think that that is one of our biggest assets and we need we need to take care of that asset in the best best way possible I'm one of the things too that Brenda mentioned a couple of things that were barriers one of the things I'm not sure it's a barrier but maybe something on which to focus because she she talked about economic development I think one of the things on which we can focus we may not be able to get the the the fortune 100 is maybe the fortune 500s but what maybe we can look at in terms of economic development is the supply chains that go with some of these larger industries that they'll they'll have to have those services or those goods that are attached to them and they may not necessarily have to be where that large business is but it needs to be in the vicinity so I would say we need to look at the supply chains from an economic development standpoint that can benefit the community that can bring business here but they may be the 25 employee firm they may be the 15 employee firm may be the hundred employee firm but those are two things that jump out at me I was okay under services that go with during all of that I had written while you were talking I had written down transportation but you did get to that so that that's a key to the only one that I would add that would be one of the assets would be they are employees okay thank you tell me is there anyone else like to include any other assets again I think that there's a full there's pretty pretty good

[0:39:07] coverage right now in the mirror and also Tommy and if there's anyone else would like to include that anything else before we now down to five we sure love to hear that looks like we're good with the 11 items then let's do this then when we look at the 11 then again there's some wonderful ones out there which ones would we say would have the biggest impact at this point if we were to address them first so again to narrow it down to five but the 11 that we have up there which one would you say first first and foremost it should be up there we got a support good follow-up maxes largest employer we've got we really need to make sure that that we're doing whatever it's necessary to grow the grow Goodfellow grow their missions support them in any way we can do that and of course that goes along with what Roland and his team is doing and Costa DC and that is retention and expansion of the present businesses that we've got which is health care which is Howard college which is ASU all of those large employers that we can continue to do that we got to go back out and still look and draw other businesses to San Angelo but Tommy pointed out you're not going to get the good years of the past or they Johnson and Johnson's over the past those two organizations today in San Angelo are just a shadow of what they were 20 25 years ago so the 25 50 employee a hundred possibly employee firms we're going to be able to support but there's very very little doubt in my mind with unemployment being at four percent and most of those individuals being not trained in some of these industries we are not going to be able to draw a three or 400 a member business but we've got some businesses in this

[0:41:12] community already that are we've got one for example that's that's homegrown a timeclock plus that's got almost three hundred four or five years ago they were less than 100 two or three years from now they expect to be at 500 we need to continue to support those types of business principal LED is another one not quite as large but there are another homegrown company that choose to be headquartered in San Angelo and our 100-plus employees we got to support those types of things I think and and that means we got to support them not only from affordable housing but the infrastructure that goes with them and that is and several things we talked about about expanding homes and businesses at the lake and know that we've got barriers out there because we don't have the sewer infrastructure to take care of that I know bill and Alison are working out a plan and I spoke with him yesterday on it we've got to figure out a way that we can support that there are people that want to move to San Angelo that want to stay at the lake that want want to have an opportunity to go to restaurants and other things at the lake but until we we get that solved we're not going to be able to do that we've got a plan in place on roads and streets we need to make sure that we we continue to work on that we did the engineering department in Street bridge people are working very very hard and we've got to be able to support them to make sure that that we've got plans in place and follow through with those plans to get these things right the greatest thing I hear on a regular basis almost daily is when are you going to fix Bell Street of course it's in my district and so I hear probably more often than a lot of people but we've got to be able to continually lay those plans out and then follow those plans and keep people appraised of our progress on anything that we do in those

[0:43:17] particular areas I think that's the key thing that we can we can talk about is communication you know I think I think Anthony and Brian do a do a good job but we as council people always don't know what is what the city and the city staff are doing and so sometimes it makes it difficult for us to answer those questions without us having to go too hall and say hey can you tell me what's happening here so I think a greater communication with us on things would help us get that message out to a lot of people you mentioned good filler for space as a your top I think that you go around the room with council members you probably would all agree that that is an important mission that we have here in our community so as far as good filler Force Base is I guess I hear that it's gonna be one of our big messages that is decker right coming up okay and you were talking about the business retention expansion program of course it's not it's not up there as far as lutely the autumn's that's looking you want included in there's one it's well Harry well III think if we don't we don't continue to do that and explained it then we're losing the opportunity of keeping people in San Angelo Brenda talked a little bit about about people that are leaving because that opportunities in Odessa or finish the place else in the oilfield but these particular types of businesses are because of our homegrown people and they're paying good wages we need to continue to support those those types of businesses so that people can stay here and not have to go to Austin or San Antone or Odessa or DFW so we've got to support that I personally think if we don't we don't do that that we're really losing an opportunity well when we talk

[0:45:20] about the economic drivers we're not talking about simply those things that we're going out to find to bring here we're talking about those businesses that are here and that we need to make sure as we make decisions that those decisions have a positive impact on the existing businesses so by no means are we talking to strategically about everything is was not in our city it's here there's some element in our city already it's how we maximize that and I think the chain one of my strategic plans is to make sure that we the city the Chamber the County are Eitan on a regular basis so that we understand what's going on in each other's world because when we're all not talking we're living in three different worlds and that doesn't work businesses want to know that whether you're talking to the city or the county or the Chamber that we all understand the issues correct Brenda I think communication and partnerships probably are two the greatest things actually they're assets that we have we just need to make sure that we we continue to utilize them and control so let's do this we have a good fill air force base business retention expansion what I propose that we do is we will come up with the initial five narrow it down to those five assets and then we can kind of as once we get it up there we can make adjustments to that as we have more discussions that way you know this one's a good one but I think this other limits out there's a little bit better as well so with that said we've heard from the mayor we have heard from from Tom as well any other I'm sorry from Harry as well and any other council members any party did you see up if you think or after to see if there should be including there Daniel one of the things that I see I think Brenda came up with a very very good list and if we're answering the question which community assets should we be highlighting the you know to me that speaks to what we would

[0:47:26] do to attract other businesses to San Angelo maintain the businesses we have with the focus on our economic development to increase our tax bases so that we can continue to do the things that make San Angelo a great city so as I looked at the list that Brenda laid out Goodfellow education certainly education is a high priority when I was doing direct recruiting for Ethicon those were the kind of services that families wanted to know before they relocated to San Angelo and Ethicon in its heyday relocated an awful lot of families here to San Angelo and I actually would drive them around the city to show them what a beautiful city we had into and I would show them a su at that time when I was doing it that was our premier educational spot now we have Howard as well our medical facilities a lot of the senior staff were coming from Chicago in New Jersey in New York and they were older mid fifties upward and so the medical facilities were certainly you know important to them cultural arts coming from New Jersey where you can you know go to Broadway and Radio Times Square and things like that that was important so as I've looked at all of these things all of them are absolutely important I think they're almost in the order that they should be and I think maybe some of them could be combined agricultural / manufacturing you know could be combined but I see exactly what I used to tell people about San Angelo when I was trying to sell people on San Angelo and get them to relocate so when we talk about community assets to highlight I think they're absolutely the first five would be my vote many particular order

[0:49:32] well I had them this way because again I sort of looked at it in terms of who employs people here and I think that when you look at the employment that these offer it helps to define that certainly I think you can combine things like cultural / recreation / tourism I think that can all be one element they share a lot in common Medical / healthcare can be an element because one's about services one is about industry and to a certain extent retirement can go with that because that's one of the barriers that they want so you said good till Air Force Base is one education is one medical healthcare retirement is three cultural recreation tourism is one Manufacturing could go with agriculture or could go with oil and gas services the bum is good good good certainly agricultural has been here for forever and sometimes it doesn't get the focus that it needs and the only time it gets a focus is guess what happens in February and so we have one three week period and that we really highlight the stock showrodeo element which is a huge boost to this economy and then we kind of forget about it and so I just throw that out there is let's not forget from which whence we came and to remember that it is an economic driver because it's a lot of those ranches and farmers outside this city who bring their dollars to town Mary you're going pretty quickly I would take that so but uh we do have good fill Air Force Base we have number two education you started combining these medical healthcare retirement as number three number four cultural recreation tourism and number five you had agriculture manufacturing oil and gas services and that's very broad but they all share some elements

[0:51:36] together so it kind of takes the chin yeah yeah it takes the 10 down to the 5 and they all have elements to it the one thing it you know you would put then based off of what mr. Hebert said is then you would do number six to city employees so then you get so we go from five to six it's okay okay yeah when I was looking at this top ten list I was having a hard time trying to pick five but that's exactly how I was growing them in my head Goodfellow because you have 10% of the employees education because that's the way that you're going to provide those higher paying jobs for health care to provide for the retirement recreation you want to keep our citizens here happy and occupied but also tourism to bring others in to spin hot hot tax and in sales tax i group number five as commodities because those are in sales but that's exactly right but I can't focus on anything else when I see a barrier of transportation because accessibility is going to be number one way that's going to prevent a business and other people from getting to Saint Angelo well those are the things that we talked about we have to focus on as they support all this other stuff because that's that's an issue it's important we've got to get people here we got to get goods out of here go right very good any other thoughts on that list that we have up there we have actually six items at this point the only thing that is separately that we need to make sure we don't lose as we do that is the economic development aspect of all of those because bottom line is we need to grow economic development we need additional self tax dollars property tax dollars we need income and economic development as it relates to each of those is very important so Merrick you look at your list your looks it's fine but if you

[0:53:39] take five through nine you can lump all those together it's just economic impact it is same thing is February row do we bring people to town have them spend money and go and that's what helps us survive and well the best months we have but I think you could pretty much group five through nine its economic impact we have our list is 'red this is our first try at that list is there anything any changes that the council members would like to make the idea because you point how can we have an impact or this is just a big big question in my mind some of those we can have more of an impact than others so at what point do we then begin to focus in on those on which we can have an impact a bigger impact you know what some of that's going to change based off of what's out in front of us I mean if you take a look at Goodsell Air Force Base one of their big issues right now is increased housing it's an increased pipeline so you look at that and you say those are issues that certainly there is a group already looking at working with good to air force based on the pipeline so they've taken on that responsibility and direction we need to make sure that we have adequate housing here for because one of the big challenges going forward is in order to get any more missions they've got to have more rooms and housing becomes number one so part of that is we as a city understanding that focus and as we talk about economic development dollars making sure we prioritize and everyone understands what the priorities are so when they're making decisions at cosa DC those are taken into consideration and each of us have an appointee on those boards so we want to make sure they all understand Rinda let me ask question so we've listed number three up there medical healthcare from the standpoint of this council in this this city

[0:55:46] services in what way can we actually impact that portion of it I think I'm I'm struggling a little bit here I mean I know housing and we've already done a lot with with Shannon in community and how we were able to get ordinances updated so that they could they could build other facilities in what way do you see this group actually impacting health care and the medical portion of it well some of it goes back to education it wasn't too long ago that we saw there was a huge opportunity in the field of Nursing right and all of a sudden we have a Howard College who has a terrific nursing school and same thing we had an opportunity to get a trade school what we need to do and understand is the council and those things were thrown at us where someone says we need that we immediately have our eyes and ears open that says here's an opportunity what are we doing about it have we gone to Shannon have we gone to community have we gone to West Texas Medical and said do you guys have any issues is there anything we as the city can to help well I I sat down with Shannon leadership and so I visited with Shannon but that's in the middle of my district so you know that's that's one of those things I'm just trying to make sure that we that we've got a priority up there that we can that we can influence and I think that's why I asked that question Mary about me I don't want to point out that one of the things that we want to do here is of course talk about the stakeholders when we start looking at each one of these that were listed up there who are the stakeholders will be involved because we're talking about partnerships here so it's not just the city coming up with a vision we need to make sure that we pull all these stages community stakeholders together so when you look at number one good for Air Force Base the question becomes okay who the stakeholders that should be invited to a meeting so we can develop a pretty

[0:57:49] good vision and make sure that we're look if we develop the message that is worthy of this community as well so again we can switch over now to stakeholders and start look at good filter for space who are the stakeholders that should be invited to that meeting correct so so starting with that I mean who do we start off with a course would you delete it absolutely yeah no Rick emails there you go the city we don't you have to put the city up there because we're going to be involved in all of them anyway but who else besides our new kernel okay well you probably your your higher education maybe even your Howard College folks maybe you know yeah the in clause of what they are what partnerships they already have that exist so they probably need to be at the table very good housing making sure we understand what our housing situation is ok and then we have a partnership with our fire departments and good something we do we we also to me that would be and there will be new you know they talk about the four PS or the P fours and so one of those P fours is the city and so we are a very big part of Goodfella Air Force bases strategic plans they want more P force and we're one of the piece so we we know that we're important to them and they helped define that to us but I think it's finding the four or five people at a good fill Air Force Base who can be good communicators to it because the Wing Commander by himself is going to have a pretty full desk who else underneath him do we need to be bringing into the circle any other stakeholders that should be included in there I mean you watchin going to have someone from the technological services they have their own good till Air Force Base doesn't want because of the privateness of their are we talking just good or we

[0:59:54] sub categorizing because we have Shannon a community under Goodfellow an ASU and Howard under good filler are we still talking about good fellow or we start we were lucky and Howard yes because of the education connections between good till Air Force Base and ASU which is huge we want someone under these noodles yeah and the Shannon community saying we've developed partnerships particular Shannon because of the ambulance service that the city has provided with that the fire department services so those become a part of it my own mayor I think to that's what the chamber it's always good very they're very very okay we have including the city now that we have what's in the stakeholders that would be invited to that meeting there would be some other community leaders I'm sure but well the count I guess we got to put the county down oh yeah yeah I think the county would probably involved in pretty much every single one of them yeah let's move on to the next one so we have good filler I think we have a pretty good list of stakeholders will be invited to that initial meeting to develop that message so next up medical healthcare retirement so when you look at number two on the priority list who do we advise as far as these stakeholders okay that's what I would say Shannon and community Shaina Piz along with the educational services that are in house teaching ASU Howard College TT nursing you know I'm sure I don't know when but then I'm new so when was the last time we as a group of us that down was the Shannon people and said hey what's missing what can we do to help Shannon medical or Community Medical continue to grow and develop because

[1:01:56] their importance not only employers but provide services that we all count on quality of life very good so we have Shannon and I would say community as well Shannon and hospital community ASU and Howard what other stakeholders of this category should we also be invited to the table I think we should find out if there's somebody that kind of is involved with some of the retirement organizations or so that we understand from retirees what they think is missing in this city or what makes it okay what sectors rehab what was that in Baptist Memorial that's more does SAISD have some existing programs right now that relate in terms of training potential folks to go into that workforce that exists today with medical healthcare providers not even they have dual credits but that doesn't get into the technological aspect of it I know medical technologists in Howard as they work co-op is that still in place I'm not sure if it is based off of the new nursing program it could have been incorporated together and that I don't know don't have medical assistants but certainly Howard College is a trade school that can give us a lot of information ASU has it nursing well then the school district and ASU does have some adenosine dual credit program is so ding yeah actually we're good we justified it okay there's the eyes go down are documented SAISD has that vocation office education program where students that have already acquired

[1:03:57] enough credit that they can their senior year they can go to the last day and then be employed half day and some of them in fact may you know become nurses and aides or working administration it's not really very good I think we have a pretty good list up there is anyone else anyone else we need to any group that we nearby though well I think well yes we kind of back up in that because we number two it's education we actually felt it better three yeah we went to three medical oh and so we kind of got part of two into part of three so three and so we have to jump back to number two actually that's an education you're doing a wonderful job senator thank you yes you education I don't two men Rick on how to get a job Easter ya hu Howard SAISD you put it on top of those tamales so education I think is pretty straightforward so far so yeah and I'm su today announced that they have in works sixty million dollars in new buildings and constructions going out at ASU which is a big statement about what's happening out there this new trade school at Howard says it all as SAISD and the other school systems we should include not just SAISD but other local schools whether it be or stone under stone tail GLC yeah all of those okay alrighty okay anyone else or any other group that should be included in the education you know chamber one time had a program specifically rings Oh Laster was kind of one of the main

[1:06:02] initiators of that I think he's still involved night for the life of me I can't think of p16 Thank You pre-k all the way through 94 years yeah that's so I assume the chamber still does that so that if they do then they should definitely be at that table is way okay do we know is Goodfellow still offers the accelerated court courses college courses when I was getting my degree I would go out at good seller because they had troops coming in and out and they didn't have time for a 16-week semester so they had eight-week courses and I actually was able to you know go through so Goodfella may be a stakeholder if they kill off of those college courses you know on based accelerated college courses on being very good so we'll definitely include them in there as well any others I think that that's pretty good literature as well so we'll go to number four next and where those sheep so they are up here that would be cultural recreation tourism that would be fun certainly what we want to do is have some like Howard Taylor who has a big umbrella on the cultural aspects so you want Howard Taylor if you want the bob blue hearts the fort you want the mr. Allen at chicken farm because they have a whole element that's important will tell you is that he wants to try to do some more with coastal district since that report was put together about for about four years ago actually the cultural district it really hasn't done a whole lot and Howard visit with him about six months ago said he would like to expand that partnership so that he he has an opportunity to go all the way

[1:08:06] from the fort all the way over to the visitor center and I think it said it's important that when we start talking about this we talk about the cultural district and then what what we can do to help support that but the tourism is up there so you certainly want to look at your historic downtown district and in your hotels and motels wouldn't you want to get a man on their free entry industry chamber always they said oh you're already up early let's go santhu me Civic Theatre okay performing arts would kind of put that under okay okay men here as well as the Angelo Civic Theatre and B theater and cetera ballet yeah yeah one moment Rick is distracting Sandra or for well that's a pretty good list right there that's really good less list going to move on to item five on the priority list which is agricultural manufacturing oil and gas that are so good not heredity you know years ago they used to have a group of the manufacturing plant managers that would meet periodically does anybody know if it's still siarad extent under the chamber building I hope you know what they do because one's looking for school well that's where the manual gets we have put manufacturing up there because to me it's what they do it is such an important part of this city so and its support all those industries and they all get together in the door and we can can do house it's a college

[1:10:12] rodeo yeah talks on rodeo look at the other thing we are working on and sentient met with the chamber and the CVB two weeks ago is putting together an agricultural Expo for next year city of Kerrville does one I think they pull in about a million bucks on that thing just based off of how broad and deep the agricultural basis is so we know from this legislative session focusing on the farm bill that there's huge interest and a lot of a lot of people around here very focused on that so we know that we want to be a part of an agricultural Expo opportunity but the colleges on that one also because they're the ones training for those commodities put a burr cultural expo Halliburton Halliburton an Albertan we have another little a and there's a whole group of oil and gas companies here so Kevin don't well just put oil and gas companies because we're not gonna be able to lift them all and little cycles a.m. egg view ad extension program objective to the 4-h arrow up there okay that's a good I think that's pretty good listing right there to so the actually the next one is close the employees I think that speaks for criminal everybody figures everybody

[1:12:15] sitting in this room for number six that's self-explanatory I think we're we're good there so we have those we do have the five the top five and six actually from the list that we want to create and really highlight to ask this we have we developed a pretty good list at this point of all the stakeholders that will be invited to the meeting so that'll be the next step will invite the stakeholders have a really good discussion can't develop a message that we want to put out there and we'll move forward from there but again we sincerely appreciate y'all's participation because this is such an important thing moving forward as far as I vision what we want to accomplish now mayor I do council members I do want to go back to the the vision statement that we do have for the city and asked the question to be the Texas standard for opportunity prosperity in quality of life the way that we have is stated we wanted something something that was sure something that's easy to remember and it as far as we're concerned what we had our initial meetings to really develop this we felt that it covered the whole gamut of when you just actually look at the whole list it actually talks about all the different areas that actually were listed out there I don't know if you all would like to take a little closer look at this and make an adjustment to our vision statement leave it alone or considered for some other some other time for discussion well when I look at it I go first of all I like quality place versus quality of life again for various reasons meaning we all define it differently just as we do place but I think we have to really think through and say to ourselves that's a big goal to be the Texas standards is that achievable well is it achievable I think that when you start looking at all the different areas because there's a lot that's called as well I think definitely in certain areas it's it could be

[1:14:17] realistic in other areas possibly not but we are shooting for a very high standard when we start looking at any improvements that we're making and if we're looking we're shooting for B that being the Texas standard at the very least we can end up you know being excellent at whatever we do but we can't be a tech standard and everything but I think if anything as long as we're shooting to be there that as far as I'm concerned will be actually hitting an area where we're actually doing an excellent job in different different places so I mean we can change up the Texas standard to do something else because what is the Texas standard well again that goes back to fine it well it goes back to looking at and doing your research we started looking at benchmarking and different cities to see who's doing it the best we can always do that but our whole field is just to take a look at that it's something that could be easily remembered by our staff or everyone else you know I've got this one memorize quite easily okichi phone but again we just know that from our perspective as we're shouldn't to be one of the best we were shooting a bit as it takes a standard as far as we're concerned I mean we can change it we can tweak it but from our perspective I think that opportunity prospering quality of life covers the whole gamut of a lot of pretty much everything we talked about today but we could change a Texas standard and Daniel yes ma'am the vision statement the intent of the vision statement is that we're always striving there are excellent drivers even so and what I heard you say is that the three things that we have up here are measurable it's something that we can measure the other thing that stands out to me is the award that San Angelo continues to get I've been at several City Council meetings where you know we've gotten an award for this and an award for that and so that tells me we're doing something right so I don't know I agree with the standard that we want to be the standard that all other cities in Texas would want to you know aspire to be us and you know I

[1:16:23] think we have a lot to shine or to highlight about our city so if we want to be a standard we need to put ourselves out there and as long as you tell us that it's something that can be measured the things that we look at and I don't have a problem with us been the standard success we do we want to excel we do and everything we do you and Billie that's an advance on excellent point thank you for pointing that out so and that's really when we started looking at that as staff we wanted to shoot for being the best especially here in the state of Texas actually we had a grander one before that and actually covered all the cities in America but we figured you know that takes a standard be pretty is a pretty lofty goal to shoot for it at all times you know so that's why we decided to go with that do we talk about how we define success in achieving some of these things I think at some point we got to talk about okay how do we know that you know we can say we have achieved this or that I think that we talk about really when you look at it Tommy what we start looking at achieving success we first of all we have to get started to determine whether we're successful or not and that's all we have a list of all these items under the opportunity prosperity prospering quality of life or or quite a quality of place whichever when we go with but we have that whole list there as far as determining success once we venture on uni one of these one items that we're prioritizing where there's measurements I mean there's performance measurements that we can go back and take a look at and say okay did we achieve what we set out to accomplish I need to hold ourselves accountable as Eric Council we can't just say okay here it is without then revisiting that and saying did we meet our own set expectation in that regard so somehow we're we're going to have to figure out somebody's going to have to present us a I don't know a dashboard or something so we can see okay how we know move okay we didn't do so

[1:18:25] well there so we need that so is we need to tweak it we need to fine-tune you so absolutely you came on a specific point that I think I'd like to expand a little bit on and that is is once we establish whatever those measurements are I'd like for this particular group to meet more than once a year III think it's key to see where we are along that that path that that that roadmap and demand to make sure that if we need to start adjusting that route for whatever reason that we we don't wait for a full 12 months to do that help guide us because they are the ones that ultimately will tell us whether we're doing the job we need to be doing or whether we're producing the results that we want and each council member has their area and I would hope that we would take every opportunity we can to make sure in each district that that the citizens have an opportunity to voice and to rate us in terms of whether we're doing a good job and I do understand that to tell me Thank You mayor as well and as far as doing something a little bit more often we could do some more on a quarterly basis once you start taking a look and see if it's totally achieve these are the goals that we've that we put in place and this is what we are I mean we can we can definitely do that off quarterly and then maybe we we can say okay when we need to do it three times a year so maybe then twice a year so it doesn't become just burdensome on the staff and it doesn't become repetitive and mundane for them for the council one thing I want you to keep in mind as well is that there's a whole list of items on there under each one of these categories and to pursue each and every single one of them all at once would be very difficult to accomplish I mean we do have as far as a limited funds but we can be creative in certain areas you know that doesn't require monies or funds but as far as I'm concerned these are items that are listed and quite frankly when we hold a city council meeting we have an agenda

[1:20:26] item we need to ask ourselves is this agenda item really addressing one of you and if it's not why should we even have it the agenda so again on our part when we start looking at our vision statement we need to ask that question every single time it's really improving the city or is it something that well and that that would help the council raise its line of sight or its vision to have to have those ever before us so that we are talking about those things that help us help us achieve those things rather than some of those things that the staff could otherwise can't handle we've got professionals to do that so I may help help the council do a better job and what really we're supposed to be doing very good tell me you made a very good point and when I look at this vision statement I think about the corporate world you know all the Fortune 100 and 500 companies have a vision statement the next level down they have a mission statement what is it we're all about just as daniel had put up there but then on down there they have individual objectives to accomplish the mission statement that drives the vision statement so I'm just wondering Daniel if we are meeting quarterly on this strategic plan maybe you could somehow help us with putting some objectives or maybe facilitate a meeting where we put some specific line item objection objection to our vision of what we want to be in the five categories that we designated so that I think the more specific we get the more accountable Tommy we can't hold ourselves did we need this and Daniel I think it holds you a little accountable to us because it says it says is it measurable and you'll have to help us figure out you know how will we measure this particular objective that goes to education a good fellow or you know whatever does that

[1:22:30] make sense sure I mean has to be specific measurable attainable realistic and times you know so there's certain things that we have to put in place in and of themselves develop the strategies to achieve the objectives to achieve the mission to Iza change the vision and not that the council needs to be involved in those strategies because you do have your professionals that will absolutely work through their own respective strategies in their own areas so that might be something to help you all hold yourselves accountable and as I mentioned that's a good point as the mission of logo we have 19 Department you know so when we start looking at that's why we do a broader look as far as the City Council whatever those top priorities that we can key in on and put our resources toward but we also have different departments of perhaps an item that we're prioritizing doesn't really necessarily fall under that specific department or division but regardless they too would have there their goals their objectives and so forth that that actually we could bring forward to the councilmembers I don't think that we sit down on a quarterly basis and go through every single department but the top five priorities and then make available to you the other the other objectives that they're working on we can definitely do that missus slide now she saw you saw the fly on mission statement yeah no she she did see that okay oh yes okay that's that's part of it then so again thank you we appreciate that mayor I don't know if you want to take a quick break or you want to continue on to the next item but we've covered this portion of it does everybody want a quick break okay all right up next as far as on our agenda we have or the itinerary we have the current financial condition of course before we start looking at any of any changes to the five strategic parties that we have we want to make sure that we understand where we are

[1:24:32] what we're dealing with and it kind of helps us make a little better decisions when it comes to adjusting those priorities as well so with that said I'd like to invite Tina to go ahead and do their presentation on this item all right this first slide is just a reminder of what we discussed at our last council meeting I'll remind you that if we do experience the same amount of sales tax revenue in August and September as we did in the same month last year we do project urine deficit from the original budget for sales tax of about seven hundred and sixty eight thousand dollars this is a listing of all of the items that we were tasked by Council with finding funding sources for the current sale size deficit as well as pay raises and stipends for city employees which totaled about 1.4 million dollars and these are the ways that we we were able to find funding sources to cover that amount that we were tasked to find we had a release of an obligation for a property tax rebate a settlement some savings and Street maintenance we also captured year-to-date salary savings and some reallocations and then we had some departmental savings and/or additional revenue streams that we were able to capture to cover the deficit yes ma'am did that slide yes ma'am um release of obligation for property tax rebate what what is it that was related to Marta for Hirschfeld oh okay okay thank you any other questions on that slide so we ended up with a total captured excess revenue and savings just over 1.5 million dollars with a total current general fund need of 1.4 million dollars for an excess of one hundred forty three thousand dollars again I'll remind you that we still have August and September to get through before we finish out the year if we did end up where we could possibly projected it a deficit of 768 thousand dollars we would still be short

[1:26:34] at year-end by seventy three thousand dollars so your finance department is working every day to try to find additional funding sources should that be the case and be able to cover that as well and with that I'll answer any questions again this is just current your picture and outlets I know that we always look at the worst-case scenario but with two months positive I'm looking at this at this glass being all the way full not just half-full I think we're going to be better shaped and then then we really are predicting right at the moment I'll let you be the optimist we take a very conservative approach so I'm hardly optimistic yeah we look at at least a three three month train and hopefully the next month will come out come on better as well yes sir okay any other questions related to where we are currently financial picture okay that's it that's it for me okay thanks Tina appreciate that we'll move on to the just an update on the top five strategic priorities before we move on to need new strategic considerations first up I'd like to invite ya Bill Riley of course he's already done a workshop the water workshop that we did just a few weeks ago and he gave us a pretty good overview of the issues that we're dealing with so I did ask him to kind of do an abbreviated one on this presentation as well it's just kind of given update where we are and then moving forward what we're looking at so bill thank you sir since we did do the workshop we actually covered a lot of ground the other night so we will just kind of kind of do a brief recap on some of the things important issues and maybe focus on kind of the next steps that we need to be looking at as far as a future water supply and how we need to focus on that one of the things that I think is is important to consider in a reliable water supply of course is very critical

[1:28:39] to just not just st. Angelo but every community and I think it's interesting that these things that were that the water supply enhances or you have to have or it's very similar to the issues that you were just discussing obviously for Public Health Public Safety economic prosperity economic development is is it's crucial that you have a sustainable water supply and from my experience when industries are looking at a community when one of the major things they want to look at is do you have a sustainable water supply and not just for the water that they need but the issue that you were talking about as far as the workforce they want to make sure that the water supply is there to support a growing workforce the would meet their needs in from employment so that's certainly important thing is in looking at do we have a sustainable water supply and then of course just quality of life and then some of the components obviously of a safe water supplies and first off is a reliable water source how do we maintain that or get that source to the community and then coarse treating that water source and course then just distributing that out into the community so those are the main components that we need to focus on as we move forward in a meeting our future water supplies for the city now what I'd like to do at this point is kind of just recap some of the things that we talked about at the during the workshop pertaining to our current water supplies and kind of look at how that where we are today and what we need to do for the next steps to begin to shore up a foundation for a long-term master water supply plan if you will so one of the things that we talked about was we have a lot of paper water but we don't have a lot of wet water if you will available to us our current supplies the

[1:30:43] primary supply is through CR MWD which we have a contract for 15,000 acre feet a year as we talked about the reliable supply of lake IV has has dropped over the last few years because of the droughts - a little just under 5,000 acre feet so for a planning even though we're still taking the 15,000 acre feet a year of water the accidently since the reliable supply is less than that for planning purposes we have to focus on what our actual reliable supply it's it is possible that the they could adopt the new safe yield of IV and by the contract they could reduce our contract amount according to that percentage of the what's available and so we could see this numbers what's available to us so for planning we have to plan that number the recap of the chicory groundwater project we currently the project will produce about eight million gallons a day the pipeline maximum capacity is twelve million gallons a day and our current treatment capacity is at eight million gallons so the ultimate capacity of the build out of the Hickory aquifer would be twelve thousand acre feet a day or just just under eleven thousand are Lin million gallons a day so we did talk about it the during the workshop about the need to expand that out to its full capacity but that is there what the capacity with the available waters from the Hickory aquifer is today so combining those we have little under fourteen thousand acre feet of water per year available to us today one of the things that we did discuss at the workshop was when we look at the reservoirs that the city has either water rights or contracts with three of those reservoirs have basically the the yield from those reservoirs have gone to

[1:32:45] zero so that means that the the available or the reliable supply from those reservoirs is zero while Ivy has not gone to zero it's been less than 12 months of supply left so the reality is is that that could happen also so when we look at that 4,800 acre feet a year from the short term we need to be thinking about how we would if that did happen it's not reasonable to think that ivy would go away it's going to rain and there would be water available again in that reservoir but we need to think about a potential gap that we might have where that would not be available so what I look at is in terms of vibey is what would we do in the short term to bridge that gap what are options available to us and how would we meet our needs during a time that we might not have Ivy and I think we've got several things to look at here is what how do we bridge that gap in the short term how do we meet our growth needs and then what is the long-term supply that we need to have a sustainable supply out fifty years or more so just kind of a recap of what we've looked at as far as projected demands this is have a pointer this is actuals and I just put this up here because I think it's kind of interesting this is what our actual demand was in 2012 and this is what our actual demand was in 2016 we've talked a lot about conservation and the per capita use in San Angelo and that has dropped and that's a great thing as far as conservation but when we're doing water supply planning our per capita use is so low we have to be real careful in projecting out from this number because as we develop more water supply people have a tendency to use more water so we need to make sure that we take that into

[1:34:47] account as we look at it in the future how much water we will need these are the numbers that were projected by the regional planning group I think those are a little bit high so but is I think I mentioned in the workshop the number is probably somewhere in between these two in reality but as we look as we move out 2020 well actually about 2019 we have exceeded I mean that's what our maximum supply is about is about what our maximum demand is so we've got to be looking for additional supplies even today for the short term and of course as we move out by 2040 2020 70 up to 50 years we're looking at about a 10 to 12,000 acre foot a year deficit so that's that's the number probably 10 to 15 thousand acre feet would be what we would be looking in additional or new supplies that we would need out within the next 50 year period so what is it what is the next steps we've done it we've taken a we've looked at a lot of options over the years the regional planning process had identified several potential ideas for water supply for San Angelo there's been a lot of ideas thrown out over the years but what we have not done is taken in a real comprehensive look at what those are and begin to evaluate those on an apples to apples basis and understand what it is which ones are viable and how we would need to move forward in actually developing something that is a benefit to the city of San Angelo again it says there is no silver silver bullet there is not one option out there that we know of today that we can say this is it this this meets our needs this solves our problems and we can move forward so we really need to take a strong look at what all of these issues all of these potential sources and begin to narrow that down into a plan that we can move forward with and

[1:36:51] that plan will provide us a roadmap for developing supplies for costs and implementation so I think that's where we are today and where we need to begin moving forward these are some of the the options that have been looked at over the years some of these were in the state water plan some were just other options and we can talk about these and any amount that you would like some of these have been already been determined that are really not going to be feasible there's there's not a lot of potential in the Lipan aquifer the slacker county option does not provide a real viable source to bring water to San Angelo there's some unknowns about the brackish water in the white horse and the Clear Fork formations that still need to be explored a little bit dispense reservoir the the pipeline from the Spence reservoir is to put that back in service is probably in the 25 to 30 million-dollar range and for the last several years has been no not enough water to justify going in doing that a couple that I think are that we might want to explore that might have some real viability of course is aqua storage in recovery where we might take some ground water from from the Hickory and put it into back into the ground when we don't need it and then have access to it when we do water reuse comes in a lot of different packages and we have about seven to nine million gallons a day there might be a possibility of using that by putting it back into the river having some environmental buffers there and then bringing that back out of the river at

[1:38:53] some point through the river bank filtration or further down the river and maybe in in IVs there's just several options there that we need to really explore to understand how we can use our water to bridge that gap to shore up our supplies or augment our surface water supplies so we are proposing a to do a preliminary engineering plan and that's actually on the agenda for next Tuesday we'll be talking about more then basically without going through all these the idea is to begin to really look at all of these options bring all of the the potential options together and begin to vet those in a manner to to understand if they are feasible or if they're not and take them off the table if they're not and involve the water advisory board Council and the community in developing a real plan for moving forward again that's we have all these ideas we have a potential options but what we don't have is a real strong plan or a foundation for a long-term plan of how we can implement these or what we can implement to actually meet our current and future supplies so this would be a beginning for that to really begin to to vet the issues and understand what's out there in the viability of any water supplies that we might have and that would include also looking at a potential connection with the city of Abilene to bridge that gap we've had some conversations with them they're very amenable to the idea so we will want to continue those conversations because they've they've put some in implemented some programs that have really short up their supply and they're they're willing to talk about how we might take water from them on emergency basis and that might be the option that that bridges that gap that provides enough water for us that we can look longer-term out but until we begin to

[1:40:59] really evaluate all those pieces we don't know if that's the real answer or the long-term answer at this point one of the things I think important about doing this this preliminary engineering plan is not only does it bring all the pieces together what comes out of that is is this call it an engineering report feasibility report that report allows us to whatever the option that we choose whatever potential supply that we need or that we think would work for us it allows us to go to the state and and ask it state or federal funding it also allows us to begin the process for a discharge permit so that we can put our effluent into the river and it allows us to start the process of a bed in banks permit which allows us to with a bed and banks permit the water that we put into the river remains our water and we can take that water out downstream without that when you put the water in the river it becomes the property of the state and therefore it's not ours so those are just some of the pieces that we have to put in place and by doing this this preliminary engineering study and developing this engineering report it allows us to begin that process basically this is doing this is the this implementation plan is a road map again coming out of that we will have the the in place the ability to understand or are an understanding of what supplies are feasible what the cost of those would be and including in that of course is the improvements to our wastewater treatment and water treatment facilities which are also a very important component of this and a timeline and cost estimates for how we

[1:43:02] would implement this program and then again that does not that does not change the fact that we still need to continue to work with the West Texas water partnership on a long term supply because as we mentioned earlier we're going to need over the next 50 years anywhere from ten to fifteen thousand acre feet a year of new water just to meet our projected growth needs and back to your discussion of economic development and growing the workforce we're going to have to have a long-term sustainable supply to be able to attract industry and and Mayor in your conversation ents about the tax rate the same one of the things obviously that impacts the tax rate is the lack of large commercial industry and business it also impacts the water rate communities that have more larger users or industrial users have a tendency to have lower water rates because they have those costs are are shared there and they're paying for a larger part of the infrastructure that it takes to deliver that so it all kind of kind of works together but you have to have you have to have the water to attract the industry so you've got to figure out how to pay for that upfront growth percentage per year based off of thee it was about one and a half percent and then we at I don't remember what year we went out I don't I don't have it on here but we went just down to one percent just to be pretty conservative group but with that you know this is one of those things obviously you know we have to watch every year I mean to understand that these projections these projections came from the Texas Water dominant or they've been doing that for several years as part of the state water planning process and they've gotten pretty good at it so they they're probably about as good of projections as there is right now

[1:45:08] across the state and so we just went with their numbers they were pretty similar to what we did so it felt like there's we're probably as good as so that's pretty much the extent of what I have to offer today again will I'll be bringing the a contract to move forward with this study to you on Tuesday it's something we've been working on for for some time another Optim that I wanted to mention I don't have a slide for it is the master plan that we have been working on for about the last year that that plan is is directed more towards the distribution or the delivery system and it's something that we have to do periodically it's been some time since it was done but that allows us to understand the capital needs that we're going to have for meeting projected growth in our distribution system and make sure that the line sizes are big enough and that we can deliver the appropriate amount of water for fire flow it also looks at what our storage needs are for projected growth in future growth make sure that we have the required amount of storage both elevated and ground storage and pumping capacities and those things and what we also included in that was a risk and condition assessment of our piping infrastructure so that we could meld that into the street plan and and that the condition assessment has been done the consultant that was doing that is now taking the street plan and the condition assessment that was done for the water and wastewater utility we prioritize those those needs and then they're melding that to see how that fits in in the third year of the street plan out right now for the first three years where the water utility water

[1:47:12] wastewater utility is following the street plan there might need to be some adjustment in the street plan to move out based on the critical needs of the water sewer infrastructure so we should have that completed within the next open thirty days and we're going to be taking that in making a presentation to the advisory board on that results of that study at that time the Consultants have have indicated that they feel like our system while we do have some pretty old infrastructure our system overall is pretty strong it's sized appropriately our pressures are appropriate and so it's a it's been a pretty positive report so far on that report from what they've seen so we talked about earlier about the additional five wells and the water treatment plant I don't believe we sort of put into motion a vote in terms of when we think the five wells need to be drilled the choreographer and when we have the ability or feel like we need to expand the water treatment facility to take care of the increased millions of gallons so that's something that when do we need to talk about that is that well we do have some some issues surrounding completion of the current project that we need to get wrapped up so I think as we finalize those things will be coming back and having that conversation okay that's number one of the five priorities that we had mix up at streets I want to ask Patrick for Eric to come in here and do the presentation on this item Patrick is our assistant director for director for operations so as he makes his way up again we had streets next after this one we have salaries we do have also development services that will be coming up extra to that Patrick go

[1:49:16] ahead good afternoon the story behind the streets priority hasn't changed much over the last couple of presentations that we've had over this nonetheless it's still exciting to say that we have had some progress regarding that number two priority for council for years or you know even decades in the past councils priority hasn't been to focus on streets they've decided they chose to focus on something else which led us to the situation we're in today and the the huge backlog of work that needs to be done regarding our street infrastructure however in 2015 council set that new priority and in support of that allocated funding to help start addressing some of that backlog what I wanted to do today is kind of give you guys an update as to what that looks like what some of the projects we have going on are what the status of each of those are and then kind of talk through some of the ideas and some of the things that we have going in that we feel will help support this priority for us last year we let the are we were given the first of five bond issues over the course of 10 the next 10 years of 80 million dollars we received 16 million dollars last year to start year 1 of the street reconstruction and middle and overlay processes what you see here are a year a portion of our year 1 projects it's exciting to say we actually have a proud project in the works and I believe it was in the works the last time we spoke with y'all but we are even further along with that process when we spoke last time the infrastructure underneath the streets was being worked on the water and the sewer utilities today we are working on the streets were through with that portion of it and we were working on the topping of that so we're moving forward with MLK Boulevard it was

[1:51:21] number 1 on our list of streets to address so we got that one pushed out and got in in action number two as Harry had mentioned earlier the infamous Bell Street is made some substantial headway those last couple of weeks as well it is out for bid on phase one right now and we we anticipate short any change orders or our amendments to that dead we hope to get that bed back on August the 3rd and see what those numbers come back for and hopefully get that project started as well city staff is in the strategic planning portion of phase 2 and phase 3 to see how we want to let those stages that's going to be if there's an economic benefit to letting those two phases together and hopefully secure some money with through economies of scale by letting those two projects together they're about 75 70 % through in the design phase so now's the time to start those discussions so that we're ready whenever that design wraps up some additional projects in year 1 that we have slated out of that 16 million dollars is College Hills Boulevard and South and Boulevard south and Boulevard has been awarded what we're doing is that little project for there from a sherwood way to the sand signal it's being constructed in conjunction with the sherwood way improvements that you see textile doing right there so as Reese Albert is is moving forward on that Shepherd way project they'll seamlessly seamlessly move into our project as well so it'll look like one congruent project instead of a disruption of the of the citizens and the traveling public into different phases so College Hills Boulevard is currently and purchasing to be let for bid all the design work is done so once we get that out and get it back we'll start the mill and overlay process of of College Hills large Sherwood to Walmart Sam what is that about a block it's a

[1:53:27] it's about a block what we're doing on there is is we're taking it from a four-lane road and we're adding a dedicated Lane in there a dedicated turn lane so we're turning it into a true 5 Lane section between those two to help ease traffic and move that traffic a little more efficiently and line up with tech stocks and presidents on 2288 a couple months ago Rick and his team brought to you guys a application for a grant through text dot to help revitalize the North Chadbourne corridor downtown here that grants application is still in the works and we're waiting for award in conjunction with that in additional to Washington Avenue L we've got that going on it's designed we're looking at a middle and overlay of that particular project that's one that could potentially be done with the Benedetti machine as we get more familiar with that and really figure out what the capacities of that machine are so and as well as North Chadbourne from twenty nine to forty third is is one that could potentially be used with that a salt recycler as well and I'll go into where we are on that that little fun little project here in a little bit so the bond weddings are led every other year so we'll have a year one three five seven and nine letting your three projects these are primarily mill and overlay projects again some of these we hope to accommodate in a different with the recycling method but we don't know that for now so right now they're staying on the list as bill alluded to earlier some of these projects may move within the timeframe based on how their study comes back and what their priorities are underneath those streets but still they still remain as a priority on our list of streets that need to be addressed some more of the year three projects some the year five projects whenever we

[1:55:34] let that bond reconstruction of college Hills from Luke 306 to Avenue in that one may move up in priority to help address some of the drainage issues that we have along College Hills so that's something that staff is currently looking at the possibility of doing that and help not only address a street problem but some of the drainage and the utility infrastructure under it is well there's a lot of hurdles and a lot of difficulties with that Street just due to elevations but I don't think it's anything we can't overcome we just have to figure out what the best method is for that more than your 5 projects moving through year 7 and then your 9 projects are really slim but there are 2 large projects and they're both reconstruction projects which as we know are by far the most expensive way to rehab the street and the way that we're trying to prevent and all of our maintenance and all of our lower-level activities that we perform on the streets we try to prevent this this particular measure some of the special notations that we have beyond this year in coordination with the Southland project we also designed with the same engineering group the downstream portion of Southwest kind of right there by McDonald's so that same engineering firm has been developing that that a little stretch of roadway there for us and designing it so we're we had some substantial project on one of our year 3 projects already yes I talked about that Southwest you design it to do what I know it's not a good lot but I know so to address many of the issues that's along there not only to redesign the design structure of the street for reconstruction but also to address the

[1:57:37] drainage and the flooding that we have over that low water crossing we have several the clay soils right there don't really lend themselves to a a solid structure for streets and so the design firms looking at how do we mitigate some of those issues and get a street that say not only passable during a rain event but is also sustainable long term given the infant abased infrastructure that we have in that area as well as moving traffic more efficiently in that particular area I think we all know that we do have traffic backup issues there and so all of those components go into that design phase when these engineering groups are looking at at the projects we will be coming to you guys at some point our engineering group will be to ask for additional money and the engineering IDIQ to allow some of these design firms and engineering firms to continue design on these year three five seven and nine projects council awarded some and and we've we've maximized that award so we'll be coming to you guys later our intention is at some point to relieve enough of the current burden on the engineering firm to allow us to start bringing some of those back in-house but as it stands right now we need progress and utilizing some of the capacity of these design 42 helps us in that process and move some of these projects ahead the one of us one of the newer things that we have going on right now is the the add salt recycler we were awarded this machine back in November we do have it on the street our crews are training on it and they're getting better on it daily but we're still in the training process once we get firm and are solid on it as a group we'll be moving toward some of these streets that you see there on that list and start working through that list in a systematic fashion with

[1:59:41] that machine again hopefully when we get good on the machine we can start pulling off some of those mill and overlay projects and reallocate that money into more the Recon work that needs to be done on some of the other streets in town correct I can see the difference in a week one to where we are today it's a pleasure to drive on that adds on today our crews are working extremely hard and in some in some extreme conditions but there they see the end result and they're x as excited as we are about it so they're they're really learning and stuff another question you know when you were talking about that the year 1 3 project and on and on tell us how were these streets how do how did we put them in order why is it that we're doing this one is this one do you tell us that please we did prior are completing into this we had a street as consultant come in and give us a street study which not only looked at the at the top of the street but also the condition of the base as well as traffic patterns and volumes and everything that all those components that go into a street and they prioritize that need based on a PCI score and a relaxed railing we are following the recommendation thanks now that's a go got one questions and Tina this might involve you also the streets that involve more than two phases like Bell Street Chadbourne is there a way I don't know how it would affect our payout schedule and our debt schedule but to combine those into just two phases to save mobilization fees by the contractor that's what we looked at that's what I alluded to earlier is strategizing on phase 2 and phase 3 of Bell Street to figure out how those phases meld together both forming economies of scale on a workability standpoint we are working on the infrastructure underneath the street so we have to take that in consideration as

[2:01:43] to how to get those and those utility companies that are coming through but absolutely that's that's on our forefront of our mind when we're looking at all these projects is how do we reduce the impact of of those projects businesses that are on these streets aren't put out of business as we do these projects because I'm getting phone calls and complaints from businesses that say there are 50% in sales because of the construction on MLK and that if it continues they will be out of business and so I want to make sure as we do this we obviously need to be doing but that there's a game plan to ensure that people have the ability to get people to their front doors and their doors for business and that is one of the difficulties with projects like this is is how do you have the least amount of impact on those people that are in businesses that are adjacent to these projects when we design these in in with that design is a traffic control plan that hopefully allows traffic to continue to go in front of the businesses lv8 it there there is a little bit of a disruption and we know that but we're conscious of them we try to mitigate that as much as we possibly can but there is some but we're very aware of it and we don't want to we want to get these projects in and get them done and get them and move on so that that time of impact is as short as possible but these businesses will visit us on August the 8th when we have the town hall meeting and talk about the Belle Street project so that they can have the opportunity for their input we are continuing with our sylco project we have a goal of moving through every city street in eight years with that we're on foot year three of that and we are still currently on schedule their people in bentwood that as they walk out onto the

[2:03:49] street their heels are melting into the street the the cilco process and of itself is is not the most popular with citizens but it's a necessity unfortunately for to preserve the streets what we try to do is staff is have that design work design or that work design to you get the minimal amount of rock on there that still allows a solid structure and allows that to be protected that we're playing now unfortunately it in the West Texas heat assault gets hot and it does get a little but it's we we are aware of it and that's one of the things that we're going to be looking at this year too is another an alternative potential alternative to the sealcoat process we're going to be doing a demo of a product in putting it on some of the streets that may help that we may be able to apply in place with silicon so we're looking at several things that progressively that we haven't looked at in the past that helps accommodate some of these the concerns and the issues that we're hearing from the public in response to some of the things that we're doing y'all at the last meeting yellow awarded the 2017 sill coat and that's just a brief map up there so just to kind of refresh you guys that we are doing a project this year with the sill code again the streets priority is moving forward thanks to to your funding and dirt your obligation to to that priority and we see some substantial progress and staff is currently looking at several different methods that haven't been utilized in the past to help further that that priority and continue on that said we do caution some complacency as far as additional funding is concerned we

[2:05:51] follow a construction index that rises rapidly and this so last year's money is not going to be the same as this year's money but we are making progress we are trying to find other methods that we can work within those constraints and do the max that we can with what y'all have graciously given us so that's kind of the rundown of the street project and priority Thank You Patrick preciate it welcome up next is yes I'm sorry the answer may be that that's another day another discussion which is which is an OK answering in my opinion but there's not a one of us sitting up here at this table that doesn't have other streets in their district that are in every bit as bad a shape as the ones that you have prioritized through the study are y'all having discussions about those as well as again is that another day another discussion they're definitely on our radar I don't want to say they are not what what that study gave us is that score of all the streets and hopefully with some of these new methods that we're trying out we'll be able to get to those streets a little quicker the reality of the situation is within that 80 million dollars it lets us take care of our arterioles and our art collectors those major roadways but hopefully with some of the things that stats are looking at we can start addressing all the streets and all the neighborhoods and and get to those that may have never been addressed prior to so we're trying and and that is a discussion that we will be having later on as well thank you better appreciate that thank you Michael Dane will be doing the presentation on the police station this is one of the areas where quite frankly we may have to probably be ended up amending making some changes on the priorities based on his presentation and with that said Mike's like Thank You Daniel recall that the council directed the purchase of the first financial bank

[2:07:53] building with the idea that it could be an option for police station and for a new police station and it offered options for us even if we decided not to use it for the location or the building or both for the police station so based on councils consensus that police station utilization of that property for police station has been put on hold and so we are had with putting the public works group in the first floor of that facility Public Works I'm sorry that includes the executive director operations administration chain and Patrick and their assistants engineering water utilities admin staff the customer service and meter Tech's from over in the customer service building in the back office accounting folks the billing and collection folks out of that building also they'll occupy the first floor that leaves the second floor available and obviously with Police Department high in our sights for needed space chief Carter has been talking to me about utilization of a portion of the second floor he's considering what the optimal short-term arrangement is for the location of the different functions within the police department and so he has identified a portion of the second floor he may be interested in utilizing primarily office type functions I'm not sure they're ready to talk publicly about what those functions might be but he is considering what would be the most effective and efficient arrangement for

[2:09:57] those various divisions during this short to mid timeframe that he hopes is the time frame for the old facility we also have a couple of departments which have expressed interest in space the fire marshal's office has some unique law enforcement type needs that are not entirely satisfied with the office arrangement they have now and so we will be talking to them about what their needs are and the public information office as you're aware has been talking about development of a small studio to facilitate some of their production work they have dedicated even legally restricted monies which would be available for capital expenditure to equip their space the fire marshal's office I think is going to need money if we need to equip or modify their space and probably police in the same vein will need some money to make that happen so we will work those issues as as as they progress and obviously be coming back to council if there's some need for additional action related to that so with that being update on the First Financial Bank building we still need to develop a path forward for this objective police station thank you thank you I think chief Carter not talked about assembling a stakeholder group to consider the city's options and needs related to a new facility specifically the group we've we've come up with or thought about or would propose would be the chief one of the assistant Chiefs

[2:12:01] the mayor a council member the mean is our municipal court judge and a semi and that would be the core group that we would start with to begin considering with this new council but what our path forward should look like recall that the price state estimates associated with the previous project were 38 to 40 million dollars and that was kind of a tough pill to swallow and we just need to start the conversation back up with what the stakeholder group and Department and First Financial are in my district I'd like to set on that particular stakeholder group meeting well that that's a good point we would love to have that group put together and if you're interested mayor unless you have other suggestions out if you're interested contact me and we'll just invite them we'll make sure we won't have quorum okay and we'll invite interested council members and go with that other group we would obviously want to develop some consensus on that committee and as necessary bring it to Council for for complete buy-in on those concepts or action items which may come up chief Carter has a specific time frame in mind that he's taught he doesn't want to delay it he don't wanna kick a can to far down the road you know we talked about him he has trying to make the best arrangement for this short term but he does want to keep moving toward a new facility or some new arrangement so would propose to us begin meetings in September or a timeframe that makes sense I think we've got lots of meetings

[2:14:05] planned in August related to the budget if we're all wore out September and we want to start knocked over we can do that but to the first financial bank so based off of what you just presented to us at what capacity are we in terms of space at this point if we choose to do as you just outlined is that 80% of the space being utilized at that point is that 50% I'm sorry good question the first floor would be fully occupied by that first group that we talked about that public works group now that is a big space and there'd be lots of space between there might be more space available there allison has developed that plan and I think she's actually put bodies in offices where they think it makes sense on the second floor nobody has been committed anything at this point but that's what ms Frank was looking at in terms of a portion of the second floor and I don't think between chief the chief the fire marshal and the public information officer that all of that second floor is committed I think there's still some space available and of course our objective when when we went counsel when we talked about moving Public Works in our objective was to do as little as we could get away with in a way of remodeling or renovation or retrofitting we're going to have to do some security and IT related things and that would that's something we'd have to do on the second floor also but most of that space if those three go on the second floor most of that space will be committed but there should be some left over we'll just just let's see what what their specific plans call for and did we end up buying the furniture from First Financial we took we asked for bids and

[2:16:11] their bid was the lowest nobody else proposed used furniture that I'm aware of and so where they quotes is that what it was quotes and I'm not sure where we are on the process but it looks like we're headed in that direction for the furniture very favorable prices on some very high quality some of that furniture is very high quality so very because it's used because it doesn't have to be delivered or moved but prices came in very favorably okay if it's okay to have three people on that group I'd be willing to work work with you and Harry so if that doesn't cause problems or create heartburn for anybody okay a question can you sort of bring me up to speed initially I thought we purchased first financial that was going to be the new police station and then that plan changed and it sounds like maybe it has changed back can you sort of sure the bank started making plans for a new facility and I think had conversations with staff and council about the possibility that it might be a useful facility for us they I think we're aware some of their past staff were aware that we had both a customer service building issue and a police station issue and so I think there were some conversations about could this facility be something that would be a solution for the city and council I council said yes that could be a solution for us and in our discussions council said that could be

[2:18:15] that is the size facility that could be could satisfy all or a portion of the police station need and so we hired an architect to work do some work for us and the price tag came in at I think was thirty eight point five million for a remodel and the forty million and a small amount of change for scrape it off and start fresh well that alternative was going to be a tough one because it's such a terrific facility it's and about that time the economy kind of went was in decline and nobody thought it was a good time to ask the voters if they wanted to borrow that kind of money which would have to be funded through a tax rate increase and then we had the election and chief Carter came in and said my number one priority is pay for the existing officers number two priority is increasing the number of officers and the building would fall to number three in my estimation that's from chief Carter and council I think felt similarly that we do need some sort of a solution for the building but but that pay and the number of officers based on their own perceptions I think also on what they were being told by chief Carter that was not inconsistent with what the previous chief had been telling us that the pay for the officers and the number of officers were major issues and so during the purchase the discussions about the purchase of the facility we had talked about the possibility that the building could serve other needs other city needs and so when it looked like the tide was turning against this project as a police

[2:20:20] station we started talking about the possibilities with staff about what what would be appropriate for a use for that because obviously it's a huge facility compared to our customer service facility so how do we make the most out of that facility well when you came in today and were challenged to find a parking space you can see that this campus is is challenged taxed not just because of construction but just because of lots of activity around here and so we talked about that work group who usually work together and work well together those that would occupy the first floor and so I would say the the building is not going back or the tide is not changing that would become a police facility but that police would occupy a portion of it and we would still be looking at a new facility for the police station down the road I think that's what chief Carter would say is that this would be a temporary measure to get the best value he can he's thinking about the facilities he has he has more than one facility and I think if he occupied space in this facility he would be thinking about pulling another building out of service that might allow us to either use that building in a different way or to put it on the market and get something for it all right thanks on the utility bills and first financial because I know that one of their big issues with that building was the ever-increasing very high utility bills that is the price you know we received a favorable price for the building and paid what the appraiser said was well below market for that building but that's the price we're going to pay is that it is a large old

[2:22:23] building it is relatively inefficient compared to a new facility and that's going to be part of the price we pay we think that's going to be in the range of ninety to a hundred thousand dollars a year for all the utilities and our facility maintenance manager Ron Lewis has already started looking at a option for a control system which would help manage that he thinks his initial impression is that a new control system would pay for itself and be just a question of time before of the question of how much time it would take for that break even point to occur but he's already started working on that we closed Tuesday and they're already working on options for increasing the efficiency there are going to be limits because of the design of the building and the age of the building but it is that's the price we're going to pay for that building is is that it is from an energy standpoint it is not as efficient as a new facility would be like have we ever thought or was it ever in consideration that we would lease any of the other spaces on second floor to people who are not employed in the city we can do that we could look at that our first priority has been how do we accommodate the police station needs while it's not going to be a police station how do we accommodate those needs because that was identified as one of council's top priorities if at some point in the future we satisfy PD in a in a different fashion and we have that that would be something to think about if we have that space available I know the bank used that to help offset their utility costs is what they've told us thank you thanks

[2:24:29] my appreciate that next summary update is going to be with lisa marlene HR director and monkey vac lake for one more than and she will be discussing actually the strategic priority the city council previously council established for salaries I just could have said update and kind of a look board good afternoon mayor council city manager and staff I'm to talk to you today about our salary history and and where we are presently with our pay ranges for employee staff and I thought for the benefit of our new council members I would start a little bit with the history and where we have come over the years we have records that go back 36 years to 1981 on how how pay raises were issued and I've set up handouts and I think the history is in a handout number two at this point but we went through and we averaged them and they're on the screen here where the fire department averaged over those 36 years of 4.2% increase our general employees averaged 3.19 and the police department averaged 4.4 - during those 36 years there were three years that were treated differently than all the rest in 1995 there was no pay

[2:26:33] increase given to any employee citywide in 2010 there were no increases for any employees to their salary except that PD did receive a stipend based on seniority per an agreement we created in the meet confer contract and then in 2016 if you recall last year we did have increases to all the police officers in varying amounts based on their rank and then fire received a 5% stipend and our general employees received a 3% stipend those stipends are lump sum value that is a one-time-only check it's not added into their base pay it's merely income for that year in 2007 the City Council authorized us to solicit an outside consultant we use public sector personnel consultants out of Arizona PS PC and at that point in time the consultant worked with our sitting counsel at that point and came up with the thirteen cities that they wanted us to be compared with the cities were based on per capita size and some other factors that were taken into consideration and so those 13 cities are listed on the screen here in alphabetical order Abilene Beaumont Brownsville Denton Killeen Louisville Lubbock Midland Odessa temple Tyler Waco and Wichita Falls the midpoints of all of our pay ranges is what we compared with those cities and we do that for a little over 200 positions every other year in 2008 the results of that very initial survey and keep in mind when the consultant came in that was the first time that

[2:28:36] they we had done a salary survey here in over 20 years and so the survey revealed some really disastrous pay scales they were very very off track very low and the best that we could do financially with the money that we had to work with was to bring all of those ranges up to 85 percent of the average of those 13 cities so the way that we do these studies now is we will pick the most common positions that you would find in any city out of the 13 we try to come up with a position in each of the 50 pay grades that we have and again those are on the handouts that you have the list of all the cities by pay grade so we pull those and you know obviously we have an airport not every city has an airport obviously we have a Fort Concho not everybody's going to have a Ford so we have to be careful in the positions that we pick to survey and then because every city has a different width of range from minimum to maximum you know some scales may be really wide some may be very narrow the one common portion of a pay scale is their middle whatever the middle is and so the HR best practice that has been established and long-running is that you look at those midpoints and you compare those midpoint to midpoint for those existing jobs so what we do is we send out a job description for each one of those positions and we send them our pay ranges of each of those positions and those 13 cities respond with what they believe matches up based on job description don't think that it's just on titles because we all know that titles can be different from job to job so these surveys are conducted every other year as you might imagine it's a

[2:30:38] pretty intense project so it's something that we try to do every other year and the last two were in 2015 and then just a little bit earlier this year we just finished it up back in 2015 our general employees which is non civil service positions came in at 87.9 percent of the average midpoints for those comparable cities in 2017 we dramatically increased up to 95 point one percent for all of our general employees and that information I think is in handout 3 that shows the comparison by grade for each pay grade between the two years we've tried to analyze this information to find out why it is we jump some well and I think it's certainly a combination of many factors first off in 2015 we did jump those scales by a dramatic amount we moved them up to five point one two percent if you remember and for the general the general positions and most cities we found average somewhere around three and several cities didn't do any increase so I think that helped us in this year when we when we looked at it because that had jumped us up the other thing that happened was we had out of those 13 cities there were two cities that did not respond in 2015 but did in 2017 and vice versa we had some that did not respond in 2017 but did in 2015 so I think those combination is what helped us get so high in addition to the five point one two percent increase that we saw now that was just for our general salaries let me show you here what the fire scales did between the two years you'll

[2:32:41] see I have those listed by the five ranks where they stood in 2015 and where they stand now in the 2017 scale now if you keep in mind that the city general employee scales come in somewhere around 95 percent I would say that the 88 percent all of these three positions that are in the 80s should be a focus that we look at for the upcoming year here's where we stood with police as of this year the comparison between 2015 and 17 you can see why the focus was on police after the 2015 numbers came in because they were significantly lower than many of the other positions and then as a result of our meet confer contract that we have that will expire this September it has brought their positions up all of them into the 90s and so I think that's positive and I think it's exactly the results that we expected to see as a result of our meet confer contract so if we drill down the results of this this year's survey there's probably a small handful of positions that I noticed are miss graded they're just outliers that I believe are either great or too low or too high and they skew some of the numbers and we can fix those without any additional cost to the budget we just need to get them properly graded so I think as a result though the fire group that we spoke about or that I described a minute ago is the group that we really need to concentrate on as far as salary ranges but as a whole I think as a city we are really sitting in a good position with our general employee pay raise pay

[2:34:45] ranges so as our challenges ahead I think you know it's very important that we don't lose ground with the great progress that we've made we need to stay on top of that we have to remain competitive and be able to attract new talent and we just have to be diligent in keeping our existing staff our turnover numbers right now are very low and we're very happy about that but we are having difficulty attracting people it's very hard and so you know I think as a council you you need to keep that in mind as you determine what what we need to do in the budget obviously if you wanted my opinion I would suggest that we look at something with fire and then in the future for employees all employees except for PD because of me can confer I think we need to look at a way that we can come up with pay increases that would go back to the evaluation process again maybe connect it to the CPI you know whatever factor that we could implement to make pay increases more of a part of our budget on an ongoing basis the you know in years past we've always done evaluations performance evaluations but in some years when our salaries have struggled to stay up with the the averages we have not awarded pay increases in connection with performance we've done it across the board or something so it'll be great now that we are you know sitting in a very decent position to perhaps consider going back to using performance evaluations as a factor for rewarding employees by his salary and I would be happy to take any questions I have a few questions yes one

[2:36:51] I know that in the previous two councils have used the 13 cities as shown above but one of the issues that I've always had a problem with is that it's great to look at how those people pay their people the problem is how do their sales tax and property taxes align with ours because it's great to say we want to be competitive with Midland Odessa but Midlands sales tax revenue not even taken into property tax revenue is 2.4 percent higher to 2.4 times higher than we are and it's growing odessa's is one point seven to one point one yeah one point seven to one point six times higher than us when we look at Abilene Midland Odessa Wichita Falls in San Angelo where you have the lowest sales tax collections of all of those cities yes it's true it's a factor so I look at it and say I think employees are the number one asset we have in any business that we have and the city is certainly a part of that as well but we also all have to be fiscally responsible and we need to make sure that we understand relative to who we're comparing ourselves because you can't apples and apples aren't apples and apples to midland-odessa or even Abilene who has anywhere from 1.7 to 1.5 times the sales tax and if you look at the property taxes it's even larger and greater than ours I'm a big believer in reviews evaluations and merit awards versus across-the-board raises I'm also a big believer that you look at your local market you and look at where it's possible comparable comparisons market values because many of us choose to live in financial because what San Angelo is and what it is not and when you look at those cities

[2:38:55] that are up there I wouldn't choose to live in any of those cities and so I think what we also want to be able to take into consideration is where there are certain positions that are comparable to other positions in other private sectors in this business how are those people paid because so often in the private sector there aren't benefits in retirement it's just salaries and so we need to understand how our people are very important city employees are paid relative to comparable positions within the city we live play and work yes so and I'm not a big believer in comparing ourselves to 13 cities out there who I'm not sure what we all have in common others then some statistics and maybe those statistics numbers are numbers and you can make whatever out of them that you want I want to make sure our people are taken care of that we have employees that are paid and not feeling like they are not valued because they are valued and they're a very important part of how we function how we function effectively and how on a day to day basis we get things done so they are very important to us and I also know the following that if you talk to most psychiatrist psychologists they will tell you that pay is somewhere number five on the list of making people happy right so with all that said we want to take care of the employees I also know that the average if you read Wall Street Journal Keppinger letter any of those salary increases at maximum over the past few years have been about 1.5 percent business hasn't been great across the world and financials one of them and so I say the falling never never not take pride in your employees and what they bring to the table but also be very fiscally responsible and make sure that the numbers we're looking at are relevant to the numbers we have available to us base office sales tax

[2:40:58] and property tax because already I think our salaries when you combined everything together over fifty percent of of the monies available to us and I want to make sure that as we look at employees we also understand that many citizens that we have didn't get any pay raises in fact they feel like they're going in the hole these days so it's a huge big story it's a very complicated story I know the two areas that you can't compare to local enterprise and that's fire and police and those are certainly very important to how we take care of the citizens on a big scale and big basis and they're not something we can just put an ad in the paper and expect to recruit a lot of training and expense involved in in those two areas so I know that they're a very important part but I also say all city employees are very important part of making our city function and very valued Thank You mayor I know during the orientation we received a list of because I wasn't there if you recall and we did receive your list of questions and I asked that the Texas Workforce Commission provide us with the state numbers for San Angelo on the private sector they promised that to me by the end of July and I received it last week so I will start comparing our positions with those that do match up favorably and we'll be happy to get that out to you into the council I would also enter that perhaps it would be an item that I should put on the agenda to discuss which cities we'd like to put together I can get the list with property tax and sales tax and and put that in the future for us to determine what those cities should be I know at the last meeting confirmed meeting the police department or the police group did talk about perhaps looking at those cities and seeing which ones we should compare ourselves with so it's a timely request and I think it's good for us to look at that I just want to close employees are

[2:43:02] important to me and important to the updating of them thank you information when when an employee does leave do we know when they go to another city what city they have gone to or do we really if they leave most the time we just don't know where they're going well we get we do an exit interview process with them and it's a written document not all it is a voluntary thing so you know the ones that we get we have that information some people don't share that right right to me I mean if you had enough there may be some data there so that we know if they're going to another city to work then that would be helpful for us to know that in fact we are in competition in some cases with some of those at some of those in particular city and I think that's more applicable to firing police than it would be to our general employees but that will be data that I can easily collect absolutely I just cost-of-living index sure sure lissa Thank You Man appreciate you thank you great information up next is John James he will be talking about the development services the process of the changes they've made and also looking forward to what we can expect John Thank You Daniel I'm just going to briefly go through some of you may have seen this presentations similar to the one I did two for Council back in April but I realize many of you are new and so maybe haven't seen this but first someone takes us back to 2014 is when the city and our staff started looking at how can we improve the development process in the development review process and this is a list of the goals that were established then including reducing review times providing better information to the citizens and applicants good customer service ensuring our ordinances are up-to-date that's something we're

[2:45:03] continuing to do and then ensuring consistency one of the things we heard was people in a similar situation weren't treated similarly so making sure that whether it be an application review or an inspection that we're treating everybody the same so some of the things we've done over the past two or three years we created a one-stop shop where any applicant has one place to come to to submit their application to ask questions they don't have to go to engineering for one thing to the fire marshal's office for something else to planning for something else we coordinate that all in one location excuse me concurrent application reviews in the past some of our application processes you had to do step one before you can move on to step two etc now we allow for more concurrent reviews so you can submit two or three different applications that are required all at once and we can review them all at the same time without waiting for one to happen than the other we we're really trying to get people to do pre application meetings almost everyone that does these are pleased with the results that's where we ask developers to come in when their project is just an idea tell us what they want to do and we can give them feedback on their project rather than waiting when they actually are ready to apply and then realize that there's some stumbling blocks that they may have to address so that's something not enough people are taking an advantage of but again the ones that do that's been very helpful we have weekly review meetings where all the relevant staff sit down around a table sometimes if you send out reviews to all the different groups that review them and they do it independently we found that putting them all around the same table gets you know you see something you hear a fire marshal say oh well you got to do this and make that change and so then the building official says well if you do that you're going to have to do this and so having everyone review it at the same time gives us some benefits as well as as to the customer single review port

[2:47:09] report again that sort of consolidation if you're developer you come in for an application we give you one list of comments you don't get one set from engineering one from planning one of the complaints we used to get was you know you'd get a list of comments and they would think that was it and then maybe two days later you'd get another list of comments from someone else this way they get one one paper with all of the comments from every different group I mentioned consistency a minute ago consistently to ensure that both the plan reviews and inspections are done similarly we have different building inspectors different plumbing inspectors doing different parts of town so we have one staff member who her job is to ride around with the inspectors for example and make sure that the inspector working on the north side of town is reviewing a plumbing inspection the same as the the guy on the south side of town we've also made some improvements to the process including standardizing the submittal requirements use of checklists again one of the things that we've got dinged on in the past is we gave them their review they submitted all the responses and said here we've addressed everything you said and then we turn around said oh by the way we forgot a couple of things that we didn't catch the first around we've eliminated that to a large extent by using these checklists so that people aren't having to rely on their memory for plan reviews they're going through these checklists the flip side of that is it helps the applicant to those are available to them and they know here are all the things we're going to require them to submit for an application we've revised all of our handouts to be more user-friendly partly based on input we solicited from the development community and something we've recently done is streamlined our field inspections all of our inspectors now have iPhones and they can actually report the results of inspections while

[2:49:12] they're in the field in the past they would they would do all of their inspections for a morning bring that back into the office and then put those early afternoon and then go out and do it again in the afternoon and so a builder that may be out there waiting for hey did my inspection pass they might have to wait three or four extra hours before they got that or as now our inspectors can submit that immediately from the field and help move things along more quickly and so this is some of the things we're still working on that we're rolling out and planned to do in 2017 obviously we've talked a lot about the electronic permit software tracking plan review doing all that electronically allowing plan reviews to be submitted online that began testing in April we're still working some of the kinks out of that with the software developer but we're hoping for a full rollout of that where builders and other applicants can start to submit those applications like it's been September 1 we're going to have it is it at this point we've got two primary issues that we're trying to wait to get resolved one of them is fairly straightforward it's just linking our payment system our existing payment system with the new software I'm told that's just a matter of a few weeks to get that turned on the only other piece is a software glitch where two pieces of software aren't talking to each other that the software company is working on a solution right now they've been on that for a month or two now and so we're sort of at their mercy until they can figure out what why that's not communicating but as soon as that happens we're we're ready to start rolling it out and the council may want to talk about I think we need to assemble a group because if you recall when this was put in place it was put upon staff to try and implement it there wasn't the consultant it was not hired

[2:51:13] to implement it well John staff is not IT specialists so they've done a good job of moving through the process even though throughout that they've lost the people who were in charge of it have left the city and I can tell you they have gone to other cities so then you're left with trying to train an ER push so what I'm getting at is with this last component if it's becoming an issue like that we may want to look at okay what is it going to cost - it's going to cost X amount to hire the person to actually make that link work then it's probably worth that at this point because that's the last component we may want to think we need to talk about that probably at a separate meeting and come up with I think John has already asked them the question as well you know what what would it cost to get you to finish this off for us right we've asked that question we haven't gotten the cost estimate yet for that and I know because they delayed responding to you it's half price thank you I wish it worked that way one thing I didn't mention is the some of the aspects of the software for example the inspectors in the field those pieces are already in they're already working you know they're in place and rolled out already it's just the customer side that's not there but I mentioned the online payment system once that's live then any permit that doesn't require plan review which would be basic plumbing permits electrical permits those should start being rolled out as soon as we get that payment system setup is that inclusive of residential as well as commercial it is is okay almost all of our permits would be able to be applied for online as it was in cage you separating residential versus commercial so the software programming that tackles all those correct now there are a couple of kinds of permits some permits for example if a homeowner is pulling the permit themselves by state law we have to verify that they have a homestead

[2:53:18] exemption that's something that they cannot provide us online so they will have to still come in the office to provide that documentation so it while many of the things people can sit at home and never have to walk into our office there are a few types of permits that people will still have to come in I want to talk to y'all about is is we have some customers or quite a few customers who like to charge they have several you know projects going through so they don't like coming in and paying every time this current module doesn't allow that but we could add to that now that may be something that we even look at as a convenience charge you know if you want that then you know we're going to buy it upfront and maybe we recapture those dollars you know through a fee associated with the convenience but we'll be talking to you all about that too one of the other things we're looking at this year is a development handbook basically creating additional flow charts and handouts I think what we've done a really good job at is working with the big big developers national chains those type of folks who do this kind of work everywhere what we consistently hear from them is is our processes is quick and easy and I think where we still need to make some improvement is on the little guy basically whether it's a homeowner or small business people who aren't used to doing this every day the Edit people exactly and and so that's that's one of the things we know is a focus area right now is to work on that piece of it and we think having some of these handouts and flowcharts and things to help explain the process to them will really move us forward on that element and then again continuing to look at ordinance amendments you'll you'll see as a council ordinance amendments from us every couple three months we've got a whole list of things that we'd like to see updated and changed to help us move forward we're just bringing those to you as we can and so we'll continue to do that for the foreseeable

[2:55:21] future I want to talk just briefly about our customer service surveys part of this process back in 2014 when they identified ways we could improve we started surveying our customers to see well how do they think we're doing and what we saw is from 2014 to 2015 we saw a big jump in the number of people who said that the process was working for them that flattened out from 2015 to 2016 but that's partly because we got to that 90% approval it's a little harder it's easier to go from 80 to 90% than it is to go from 90 to 100% but in 2016 about 90 percent of the respondents answered all of our questions positively about how the process treated them some of the one of the things we track is commercial plan reviews and if you look back at the first half of 2015 for plans that did not require any revisions those were averaging a 25 day review time in 2016 that's been reduced to 12 days of review time for those applications that did require revisions in other words the application didn't have everything we needed to make the decision we had to send it back to the applicant and they had to get back to us that creates some extra delays but those have been reduced from a average of 60 days to an average of 19 days so I think we're we're on track making the progress we we hope to make out of that and I would also say the fine I think it behooves us all to make sure we quote the right information because of the past few months it was very public that they said well you could get one in two days so the average is two days now well that's not fair to you guys and it's really bad information so the person who comes in and can't get one for seven days is now mad because they've been told over and over again we've improved it so much that it's down to two days now that would be extraordinary but virtually impossible in today's world so

[2:57:28] I want to make sure that when we talk to people that we don't misquote the time frame is going to take to get this done sure and I think some of the confusion is different types of permits for example a house plan permit that does take two days versus a commercial I mean this includes things like the ATB the County Jail and so obviously those types of the huge projects take much longer so keeping that about two days right so there we are at the two day review we just need to make sure what I think people get that confused by here two days and I think it's for everyone that's what's thrown out there we need to make sure that that we take the pressure off of them by making sure people understand it the time frame is different and as we're looking at averages one thing the average doesn't really tell us is how many how many takes a really long time versus you know average kind of masks a wide range of numbers and so one of the things I wanted to look at was how many of our reviews are done within three weeks which is our goal that stayed pretty consistent but I think where we've seen the biggest improvement is in cutting down those reviews that take more than six weeks we've moved those we haven't moved them quite to the three week goal but we have moved them into that three to six week category so quite a few less projects are taking more than six weeks so again I think we're making progress but we know we've still got a ways to go so that's kind of an overview of where we are you happy to answer any questions John you said that for those individuals that come in and do a pre-meeting generally you have very very good results with that customer has very very good and they're pleased with it how do we get that information out to more people in the community so that they understand if you come in and visit

[2:59:31] ahead of time and bring the whole project in that you can typically get through this in a lot less time and with a lot less heartache because again I think it's key and you've told me on a number of occasions and so I tell any time somebody calls me I tell them the same thing but how do we get that spread out that information out further so that people will utilize that well that's a good question and we're that's something we're starting to think about like you when people come to me with complaints I tell I tell them about this process so at least next time they'll know about it we we do see the number of people doing that ticking up a little bit but there's still the majority of our customers don't come in for a pre-application meeting most of them just walk right in with their permits now for a lot of them they know what they're doing everything works fine and there's no problems so one of the survey questions we've asked in the past is if you didn't do a consultation beforehand why not and one of the most popular answers to that question is I know what I'm doing and it's it's not helped with me because those are the types of people that are also going to be the ones where you get the most complaints from if they understood the process upfront that we've got people willing to sit down with them and work this that's why I say there's opportunity there for us to get the information out to do these pre-application meetings sure and I'd welcome any thoughts you might have we might look at working with Anthony and Brian and doing some media taught things to help encourage that I think maybe this development handbook that we're working on might be able to get that word out too with more information on our website as well as actual physical doctor somebody can get when they come in here's our development process we can put right there on the first page something about those pre-application you need to do I think you need to look

[3:01:32] at the web the website and make sure the front page is if you've never developed a project before if you're not sure what steps you need to take the DRC is here to help you simplify the process it's got to be big and bold so the first time they look at it they understand there's there's help to help them thanks John up you can see why the City Council had prioritized this item few years back and there's been some really good improvements and with John in place we're pretty confident that those improvements will continue so thank you again John appreciation ok moving right along Tina these are your we want to Nexis take a look at actually there's three items that are we definitely want to make sure that you're aware of that we likely to consider for that strategic consideration and then we'll explore any other options you would like to take a look at as well let go to Tina go ahead and give us a summary on those three items you'll recall that our budget staff sent out a memo in your July twenty first Friday packets outlining three key initiatives that staff would recommend you considering at this time as far as new initiatives one of them was health insurance and that's really not new the last few years we've actually had an increase in our health insurance premiums and we have we've had to decide whether the employee or the employer would lend those increases another was the six frontline ambulance crew and the third would be new officers in the police department and so I've put together some slides and I'll ask each

[3:03:34] of those department directors to come up and kind of give you an outline and summarize what their needs are so the first one we have here is health insurance in our HR and risk management director Lisa Marly will come up and talk with you about that hello again alright so if you recall in our health insurance in this calendar year the health insurance premiums are done on a calendar year basis and so for calendar year 2017 this was the first year that we've raised premiums I guess last year was the first year we raise premiums in three years so we we've been really successful in trying to keep those costs down and I mean that in terms of what the employee pays the city has contributed more each of those years to offset any kind of increase for the employees right now the city does contribute fifty eight hundred dollars per year for the group health insurance for employees and retirees based on our current trend and where our claims is where they where they sit right now keep in mind we're only three-quarters into the year so we've still got a good full quarter and a couple of months to go but based on our trend and how the claims are going right now the if the employees were to take on the entire cost it would be a ten point six percent increase to their premiums over their existing premium costs right now then if we went with the city paying for the entire increase that would be a two point six percent increase and if we split it between employees and the city we could

[3:05:40] do a two point two percent increase in employees and a two point zero percent increase to the city the cost for that if we were to go with the two point six percent increase to the city it would be one hundred and fifty one ninety two per employee per year or roughly one hundred and fifty-five thousand four hundred dollars for the year if we went with a two percent increase to the city that would be one hundred and seventeen and change for employee per year or one hundred and twenty thousand $182 we have 1020 three people that are covered by that level of the of the health insurance since for either of us we'll be happy to try Anthony I beg your pardon the magazine process looks and process any of you looking for any recommendations today from this particular group no sir I think my intention is to just bring it to your attention so that you'll know yeah we just want to present some of the parties that we're taking a look at at this point so before we start talking about other strategic considerations you may want to take a look at we want to make sure you're well aware of those three items that are important that we we do need to address especially with this next budget cycle as well absolutely thanks thank you Lisa appreciate and next step we'll discuss the six frontline ambulance if I can get chief done to come up then and talk with us afternoon mayor council what we have up here is a discussion for putting in a man six doubt animals currently we have

[3:07:44] five animals scattered throughout the city last year we made twelve thousand seven hundred and sixty one runs we're on pace this year to do about thirteen thousand three hundred and fifty runs I believe in the the orientation you asked me mayor I told you that the old metric was about two thousand runs per amyloids there is a new metric they use is called Z called unit at our utilization unfortunately it even pushes it out worse than then if it did using the two thousand runs per a month the figures that I gave Tina there is a unit our utilization of 0.35 with the additional frontline ambulance that would bring that down to 0.294 the goal and this is from the trade journal fire engineering is to be between point 1 6 and 2 4 that seems a little low to me but the other factor in there and I got to got to messing with that this morning in that point three five variation is only emergency response time and paperwork time that does not include out of service for physical PT training or the checking out of the equipment so that drives that number even further north the cost I've broken this down over a two year period the front year cost is what you see there for 425 little over four hundred twenty-five thousand it's additional I believe about two hundred and twelve thousand added the second year my recruits are in school for 16 months and it's almost 18 months time we get them fully certified when they get out of school and get to the floor and the reason for that back end cost is they're being paid at a lower rate till they get fully certified and start receiving all those other days and then I have to start certifying I have to get them

[3:09:44] their gear and the other costs that go along with that so that's kind of the nutshell of the cost on that I can tell you that last year in the fiscal year fiscal calendar year 2016 we killed or shut down fire trucks over 200 times to Mannin ambulance which means that those districts were without fire suppression for probably an hour to an hour and a half and the problem with that is as those ambulances are out of service and what that also means is all five of those ambulances were out of service making runs at the same time for us to kill a fire truck the other problem is when those amyl to start going out and they're out busy like that when you're bringing in Hamilton from another area we go from our about our five minute average response time to 10 11 12 13 plus minutes because if I've got medics six out on north chavin that's out and I have to send the next closest ambulance which is would have been out of five or three that's at least seven to eight minutes just to get to to where that was so it's adding that much time to those runs we're clear don't seem to message out to the community that that we have a very unsafe situation because we have addressed this year as far as a six out do would you address that as well because our doing something a little bit different that's a temporary solution but at the very least it is addressing that safety concern because of some of that those those runs or revenue was up a little bit we took that money we are hiring at peak ambulance which we call a peak ambulance from nine to six where we have a large influx runs of course everybody's out to help offset those runs during those hours and that has been helpful and it's not that we're not going to make the run we will make the run but when you get to where you're being out all the time you just it takes longer for personnel fiscal year 2018 would be

[3:11:47] 425 328 is that for total personnel that's for all of them and then there's another two hundred and twelve thousand added on because like said they're getting paid at those costs and then the total going forward would be six hundred and thirty seven thousand or something like that per year for all the personnel enters including benefit yes that's why it benefits that's their yearly certifications everything was included in that I'm eight missed it but right now we're at point three five on Union our utilization today that's without a PT physical training regular C II type training and checking out of a Monza's I can tell you I ran the first two this one I have a paper here if you had in physical training and regular training it bumps that metric up to 0.43 that's without checking out analysis Foley another 45 minutes a day to check out an animal is it is it fair to take your growth rate in your number of runs which is apparently the older metric that you used is it fair to take the same percentage increase of the number of runs year-to-year and apply that to what we could say okay if we did nothing whatsoever what that point three five point four three ever you want to look at it what that would be this time next year we've met what if this were not addressed I can do that because I can get what would be an average response time and factoring the number of runs and add that into my spreadsheet I could do that they did just be clear about what we're asking for we're asking for for one more ambulance one more animal says man with the person elements and I'm not I'm not

[3:13:51] even asking for the animals here will work tamerlan's purchases into what we do this is personnel cost for clarification standpoint the training time you said was 18 months it's 16 months but we have once we get through with that it takes a little bit to give them state-certified because they're not state certified getting through and we have some other things where we make them actually be the primary medic with oversight before we turn those personnel loose but it also takes you a period of team to actually get if we decided to buy an ambulance to get it outfitted in bed back here is that correct that is correct but currently we have five frontline we also have seven reserves so we could take one of those reserves and run it the biggest problem is the lead time on personnel if and I will have a group in the pipeline right now but if I didn't if you told me go today and I didn't have anything ready it takes me seven to nine months to process them and then another 16 months to get them through training so it's a two-year process if I didn't have anything in the pipeline but I've got the pipeline I'm here we have in the pipeline ma'am how many do you have in the pipeline there's twenty some applicants thirty applicants still left so chief thank you appreciate you okay and our final initiative is for the police department they are proposing five additional officers I know chief Carter's otherwise engaged but I believe we yet okay tooth dentures coming up and but first I will let you know the financial impact of the five additional officers would be three hundred and fourteen thousand dollars for the first year and I also want you to make make you aware of another need that they will probably have in the coming year that chief Howard may be aware of recently and that is for the lab fees for submitting to the State

[3:15:55] the state is no longer letting them do that at no cost and it will cause some additional about $50,000 in this coming fiscal year to take care of that so does this include just officers or is capital in here also I was unclear on from our last discussion whether capital was on top of this mr. Dayton sirs this is just officers right so whatever it takes to equip officers we would need on top of this so this is officers in their uniforms not not a car this is a full officer uniformed deputies good with a scar we don't need cars we're fine okay okay we're requesting sorry [Music] we're requesting freedom fourteen thousand dollars for five additional officers for fiscal year 2018 in 2016 our calls for service for eighty four thousand and we're projecting ninety six thousand calls this year this is a history of our someone personnel from back from 1992 we're authorized 154 with the population of 84,000 in 2004 it was increased in 159 the population of 88,000 in 2010 it was increased in 165 when we took over lake in park with the population of 93 thousand and then in 2016 we're at 165 the population estimate of one hundred thousand seven hundred and that puts us up one point six four officers per thousand residents these are minimum recommendations by the FBI in the IACP of one point seven nine officers per thousand or 1.9 officers per thousand and I think he said it was up to 2.4

[3:18:00] that's the minimum number agencies 1.79 to 2.4 we're at one point six four and these are some of our benchmark cities that we've talked to and shows where they rank on that level our goal is additional 20 officers over the next four years over request only five for next year and five each additional year then and then if we get the five next year that will put us at one point six nine that's all again this is actually something that quite frankly and chief Carter when he first came in my talked about this a little while ago he talked about the priorities that he had was to get properly staffed and proper pay and then number three of course was the police station but at this point this is definitely something that does need to be addressed and make sure that we have the proper staffing you have up there Public Safety is our number one priority and it really is for a community so again thank you for your presentation and this is that we know a strategic consideration that we need to take very seriously so I think Thank You gentleman I think we need a break take a break back to order or something like that as far as the new strategic considerations councilman Harry Thomas actually submitted a list of areas of

[3:20:03] that probably definitely do need to be addressed a lot of those are very big-ticket items I am going to tell you just to review those I'd like to meet with you individually like I've been doing anyway and kind of highlight some of those areas that you feel should also be consideration but really for the for the sake of time we're going to go ahead and move on to the next item which is on the agenda which is the downtown master development plan and assets but I do want to thank councilman Thomas for submitting that list and as I mentioned I'll go over those with you individually so downtown mentioned the build and plan and assets do want to ask John James to return to the front and go ahead and get a start on this one I just wanted to kind of first give a brief of the our downtown master development strategy which is a document actually a couple of documents that have been prepared over the last eight or ten years basically developing a vision and next steps basically for growth and development of downtown the plan identified three basic strategies although there's there's quite a bit more than this these were the three primary strategies that no.51 is workplace infill development basically meaning jobs and employment downtown the second was restaurants focusing on Chadbourne in particular but also throughout downtown and they identified over the next ten years at least market capacity for at least six new restaurants downtown we've already since this study was done we've already seen at least two or three and let me back up on the workplace they they estimated based on the market study that was done about two hundred thousand square feet of office and other employment space could be incorporated into downtown just based on the general growth characteristics of the community

[3:22:06] and then finally housing one of the most important things you can do to make a downtown viable is bring people there not just to work but also to live making it a 24-hour destination and they estimated a 10-year housing demand of a little over six hundred units in the downtown the focus of the plan is both on redevelopment of existing buildings so taking existing underutilized buildings and remodeling and reusing them but then also new development on vacant properties when they talked about the development on vacant properties they specifically talked about taking advantage of the city-owned properties along the riverfront something we've been talking more and more about recently one of the primary focuses of the plan is to identify ways to help encourage and incentivize development one of the things they recognize is that downtown development can be a little more costly and take a little longer than greenfield development where you're taking a vacant site and putting all the infrastructure in downtown's have unique issues and problems especially with older buildings and having to deal with those kinds of things and so helping to finance that gap basically the difference in costs of developing downtown versus out at the edge of town and identifying ways that that can happen and then another recommendation they made was developing some form based design standards to ensure that development in the downtown is really downtown style development you know I just read an article today about how one of the worst things you can do in a downtown is put something like a traditional gas station you know that that yeah I mean that breaks up you know the pedestrian environment is such a critical aspect of downtown development putting something that's purely car oriented like a gas station while it can be done effectively and appropriately you can't just plop down the same style of building that you would put out on

[3:24:10] the highway so having some design standards for how that can happen yeah we have very many city-owned riverfront properties we don't we do have a couple of prom pieces of land though that that the city owns that we are actively looking at how we can market those and one of the wreckage and I think I may have a slide well I'll get to it in a second but yeah there's a that we do the Edgewater you know those properties that we purchased but additionally back then when we were having those discussions the Health Foundation was interested in sort of partnering alongside the city so there are other properties that while they're not owned by the city they are owned by the and one of the ideas there with those riverfront properties is that those are vacant properties that could perhaps be a catalyst top development to help spur additional development because of the city's ownership of some of those in involvement we might be able to help push something forward and we don't just so you'll know pretty much all a lot of the property along the river is owned by the city but a lot of it is designated as parkland so there are some that aren't designated the plan talks quite a bit as I mentioned about incentives I just mentioned a few here but one is obviously the tax increment reinvestment zone or tiers we already have incentive grants in place for development in the downtown the tiers also incorporates the north side as well but for this purpose we're just talking about the downtown side but there's also an element of tiers that we have not used here but other cities have found successful is larger grants through development agreements basically for for very large-scale projects it provides an opportunity to the way it often works is the developer fronts the costs and they get paid back a portion of those costs over time out of the

[3:26:14] taxes that they increase within the area but that can be done it can include grants of quite a bit more than our limit with tiers which right now is $75,000 you can work some different types of agreements 380 development agreements are similar 380 is just the section of the state code that allows for these types of agreements but it allows quite a bit of flexibility on everything from sales tax incentives property tax rebates and a variety of things like that that can also be used to help incentivize development and then on particularly on the city-owned properties a land subsidy is one thing they specifically mentioned as a way to help fund that gap with the development if we own the property we can sell it for less than the market value and that difference between the market value and what we sell it for is or can be an incentive grant if it's done through one of these types of agreements and again the plan lists a number of other different types of incentive programs the idea here is just to find ways to help assist development in the downtown and specifically talking about the concho riverfront again it's intended to be a potential catalytic investment and it's the plan found that it was ideal for medium density residential I'll show a graphic of that in just a second but it supports the goal of more housing and also leverages investments the city has made in the riverfront we've we've created through our investment in the river a prime destination for parks and trails and all the things that have been done down there utilizing those properties for new development helps make them more valuable because of the investment we've already made at the same time new development down by the river helps make those parks and trails and all the amenities we have more useable to more

[3:28:18] people and as Rick mentioned it includes not only city-owned properties but there are other underdeveloped properties along the river as well this is just a graphic that that they created as possible developments and you can see all the way up and down the river opportunities and potential for new development along the riverfront again one thing that that we emphasize and I think the plan emphasizes as well is making sure that we keep the riverfront as trails and park we I don't think anyone wants to see private development take up the land all the way to the river we want to keep that riverfront for public use but then allowing development to happen behind that strip of public land again to create additional amenities and and meet some of the other goals of the plan that is I'm sorry the last piece here is the strategies for some of those city-owned properties we want to look at seeking proposals for development projects and on those city-owned properties mixed-use development would be ideal where you're not only have housing but maybe also employment our retail top development we want to work towards establishing a stakeholder process where we involve downtown interests and basically anybody who has an interest in downtown in helping to identify what what should the vision before that land along the riverfront before we take the next step of either seeking proposals or other development types of activity from the private sector the I think that's the last piece I want to talk about is is how we oversee development in the downtown it used to be done through the Downtown Development Commission which was basically merged with the tears board so now the tears board has the combined

[3:30:24] functions of what used to be tears but also overseeing Downtown Development they haven't done much of that because there's really been nothing for them to review but right now the way the city's ordinances are established the tears board is the board that would oversee that but we wanted to raise that question is that the appropriate venue so in the future should it be tears should we recreate the Downtown Development Commission another option is direct oversight by council you all taking the taking the reins and guiding it yourselves or simply an ad hoc committee not a full-blown committee that's permanent like the DVC was but a committee that's established by the council to meet as needed but not necessarily every month for an indefinite period of time so that's one thing either today or in the future we'd love to get some input from you all on who should be providing that direct oversight to this downtown development and the projects involved so with that I'd be happy to answer any questions you have on 20 years on downtown redevelopment I will say that the most for me the only option is the ad hoc committee established by Council to meet as needed but not a permanent board the I do not believe the existing tears board is an appropriate board to do that I know what the negatives were with the Downtown Development Commission I know that mr. Don towns an angel Inc was responsible as a board for downtown redevelopment that's the whole purpose behind downtown San Angelina so when you start looking at at what we created was a mess because we had people who did not live with Downtown Development day in and day out as a separate board starting to talk about Downtown Development but hadn't and didn't and doesn't do day to day

[3:32:28] block by block conversation by conversation so you had people disconnected with the daily business of redevelopment making decisions which did not work you today have a huge opportunity and growth opportunity by developing the river but if you don't do it in combination with the people who are working on it daily and meeting with developers and builders and contractors and people on a daily basis if they're not involved in it you got a problem and we've had a problem because we have too many different entities and groups trying to make decisions and it doesn't work basically in my district and I happen to agree with you it certainly does not belong under the tiers and I know that there were some issues with with the old Downtown Development Corporation so it ad hoc committee to me the appropriate people on that committee makes sense to me with with some very good oversight from the council I I think I I can support that wholeheartedly thank you we also talked about the assets and we look at development and proper development and that is going to take stakeholders and if it's that all committee also to determine how that property that property will be reviewed and possibly used in the future as well we do have recommendations from the downtown master development plan but we're presenting this information to you because this is what we had initially and just kind of good direction from you to give us a kind of an indication of where you would like for us to move forward with this again it doesn't have to be decided today but we did want to introduce this because this is a such a huge asset for us a downtown and we just want to make sure we do it right so that's why we're presenting today I'm ready I'm ready any other discussion on this yeah John

[3:34:34] thank you sir you're off the hook appreciate you Mara this is what we do have all the items have been present at this point we do want to thank all of you for actually meeting with us and giving us your thoughts and input we had some really good input especially on those five key messages I do want to meet with council members specifically as I mentioned a while ago and kind of go over some of those other initiatives that perhaps we need to be taking a closer look at of course all those are kind of constrained by by our budgetary limitations but again I definitely want to meet with all of you individually on that again we do want to thank you all for taking time away from your busy schedules to meet with us on this one and with that you have a wonderful afternoon god bless

Captured 2026-07-26 · source: youtube.com/watch?v=TTRgaWo6hmU