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HomeMy WebLinkAboutRES 2016-058 RESOLUTION NO. 2016-058 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF GRAPEVINE, TEXAS, ADOPTING THE CITY'S STRATEGIC PLAN AND PROVIDING AN EFFECTIVE DATE WHEREAS, the City Council of the City of Grapevine, Texas desires a strategic plan to serve as a roadmap for outlining the City's strategic priorities; and WHEREAS, the City of Grapevine Strategic Plan will provide direction to allow for the allocation of resources and planning in ways that align with the strategic priorities as laid out in the Plan; and WHEREAS, the City Council of the City of Grapevine, Texas conducted a strategic visioning workshop on May 31, 2016 and June 2, 2016; and WHEREAS, all constitutional and statutory prerequisites for the approval of this resolution have been met, including but not limited to the Open Meetings Act; and WHEREAS, the City Council deems the adoption of this resolution to be in the best interests of the health, safety, and welfare of the public. NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CIN OF GRAPEVINE, TEXAS: Section 1. That all matters stated hereinabove are found to be true and correct and are incorporated herein as if copied in their entirety. Section 2. That the City Council of the City of Grapevine adopts the Strategic Plan attached as "Exhibit A". Section 4. That this resolution shall take effect from and after the date of its passage. PASSED AND APPROVED BY THE CITY COUNCIL OF THE CITY OF GRAPEVINE, TEXAS on this the 19th day of July, 2016. APPROVED: William D. Tate Mayor ATTEST: � Tara Brooks City Secretary APPROVED AS TO FORM: John F. Boyle, Jr. City Attorney Resolution No. 2016-058 2 EXHIBIT�TO�d/�u� OS'"�� �� Page / af„�„_ S�R � Grapevine City Counci� Strategic Visioning Workshop Final Report The Grapevine City Council held a strategic visioning workshop on May 31,2416 and on june 2, 2016 for the purpose of developing a strategic vision that could serve as a roadmap for the priorities of the future and ta help give the staff direetion. All Council Members and the Mayor were present far both sessions, as well as the City Manager and the Assistant City Manager. The workshap was faeilitated by Strategic Gavernment Resources (SGR). This repart is a summary of the salient points of the discussion and the conciusions that were reached. It is highly recommended that the Council formally adopt the report at a regularly scheduled City Council Meeting. �ocess The process followed during the workshop was to have the Council discuss strategic questions in small groups and then to share the essence of their discussion with the entire group. As new questions or exercises were intraduced, the groups were re- formed so that the same Council Members were nat in groups together every time. Based on advanced interviews that were done one-on-one with each Council Member and the Mayor,the Council identified several strategic questions that they wanted to address during the workshop. These formed a backdrop to insure that the exercises were focused on addressing the issues that the Cauncil deemed ta be importan� Some of those issues included: • Haw to have a process that allows for high level strategic canversations to take place • How to maximize the strengths of the Cauncil Members • How to deveiop a consensus an a strategic vision • How to improve the Boards and Commissions in the City • Addressing the issue of liquor package stores and zoning impacts • Discussing the passible need for a band pragram • Discussing access to the City • Discussing relationships with the airport � PO $ox 1642 ICeiler>Texas 76244 817-337-85$1 www.Governmen#Resource.com ExH�6�T,�To o?a�G- Us'�d' Page�2 _of�_ Regutation The Council discussed the question of what kind of reputation they wanted the City to have in the future.Among the items identified as important to the City's reputation, the things below stood out. • Charming small town • Clean and safe • Great place to live • Financially healthy • Low tax rate • Great tourism • Family atmosphere • Perpetuating great leadership • The place where hometown meets world class • Forward thinking • Business friendly • Low tax rate with high service levels • World class facilities • Private and public redevelopment continuously happening Strate�ic Priorities The Council agreed to focus upon 5 Key Strategic Priorities as they moved forward. Those were: 1. Updating the Land use Master Plan 2. Developing the Train DistrictlDallas Road Project 3. Completing the 185 Project 4. Execution of the Quality of Life Fund Projects 5. Capital Improvement Planning Discussion of Strategic Priorities The Council identified some key issues related to each of these Strategic Priorities. Those issues are below. l. Updating the Land Use Master Plan � ,, a. Holding Council Workshops to discuss the 5 key sites b. Holding a workshop(s) with Planning and Zoning Commission c. Creating a mutual calendar or timeline for steps and events EXHIBIT�TO �d/�-Q,�P Page 3 of 3 d. Considering if other sites and areas need to be addressed as well 2. Developing the Train District/Dallas Road Project a. Gaining clarity on zoning issues,parameters, standards, and options, etc. b. Identifying what is there now and what can be created c. Land use and possible rezoning options d. Gaining ordinance clarity, including possible architectural standards e. Addressing West Hudgins 3. Completing the 185 Project a. Leveraging the value that has been added to the land so that the City can attract the kinds of things it wants to the 185 b. Making sure that the profit gained is satisfactory c. Discussing the potential of acquiring more land d. Including private developers in the discussions related to the 185 4. Execution of the Quality of Life Fund Projects a. Excellent communication about the projects from the beginning to the end b. Disconnect the Quality of Life Fund Projects from the budget cycle c. Consider the survey results d. Provide good signage on projects that are in progress e. Consider making signage required by ordinance ` � f. Market the success of the Quality of Life Fund mare aggressively 5. Capital Improvement Planning a. Receive recommendations from the Staff b. Disconnect Capital Improvement Planning from the budget cycle c. Have Staff divide the lists prioritized from severe needs to wants d. Consider the ramifications of the extensive flooding upon the roads e. Revisit the Thoroughfaze Master Plan f. Create a timeline g. Address the Fire Stations needs h. Address the Animal Shelter needs i. Include all departments in the process . 1 3