CITY OF CONVERSE STRATEGIC PLAN - 2019-2023 Our Mission, Vision, and Values - and an outline of our spending priorities - Converse, TX
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CITY OF CONVERSE
STRATEGIC PLAN
2019-2023
Our Mission, Vision, and Values – and
an outline of our spending priorities
Table of Contents
Foreword from the City Manager ……………………………..……….3
Introduction from the Mayor……………………………...………….….4
Mission, Vision and Values of the City of Converse……………..5
Plan Assumptions……………………………………………………………….7
Plans by Department
Resource Management and Policy…………………………….9
Infrastructure (Public Works & Utilities)…...................12
Public Safety…………………………………………………….………16
Development Services……………………………………….……..21
Cultural (Library, Parks, Historical)……………….………….25
Economic Development Corporation…………..….……….30
City Council Overall Initiative Ranking ……………………………...34
2| The Converse Strategic Plan
Foreword from the City Manager On behalf of the City Staff, I am pleased to present the City’s 2019-2023 Strategic Plan. The Strategic Plan is a guiding document that has clear vision and measurable goals to guide the City over the next five years and provides direction for staff as Converse moves forward. It reflects and identifies milestones to be achieved, delineates initiatives each department must make in order to achieve goals that are set forth, sustains organizational excellence and empowers residents to help shape the City’s future. Through focus groups, citizen meetings, online citizen survey and input from community members and staff, I believe we have done our best to reflect the vision of the City organization. This Strategic Plan enables us to move efficiently and effectively to meet the needs of our citizens and businesses and will serve as our blueprint for a safer and smarter community. Thank you for being an integral part our community. Sincerely, Le Ann Piatt City Manager 3| The Converse Strategic Plan
A Message from Your Mayor We are pleased to present to you the 2019-2023 City of Converse Strategic Plan. The City of Converse is currently experiencing phenomenal growth in both retail & residential development. Our population has increased by 37% from the 2010 census and is estimated at 25,000 residents. We have unanimously approved a balanced budget for 2018-19 with the lowest property tax rate (.485) since 1989. The city is financially sound with a double A minus Bond Rating along with 40% in reserve fund balance. We will continue to be fiscally responsible with your tax dollars, hire the best employees and equip them with the best possible resources & highest technology. The City of Converse 2019-2023 Strategic Plan incorporates the overall mission, vision & values as prioritized by the City Council. The Strategic Plan was developed with extensive participation from the local business leaders, residents, city staff and city council. Implementation of this comprehensive plan will help us create a more inclusive and effective City government to make Converse a better place to live and raise a family. This plan upholds our responsibility to be accountable while providing the best quality services for all citizens to enjoy. We hope that you will find this plan a useful guide to help demonstrate the Council’s commitment to build a strong family oriented community. I would like to extend my sincere thanks to everyone that helped to make this plan a reality. Your Mayor Al Suarez 4| The Converse Strategic Plan
The City 5| The Converse Strategic Plan
The City
Mission
Our mission for the businesses, citizens, and employees of Converse is to enhance quality of life in the
community by a commitment to excellence - in the delivery of Police, Fire, EMS, and Utility Services.
Vision
Our vision includes a well planned community, strong local economy, safe living environment,
responsible growth, sound infrastructure, and most importantly - a responsible city
government.
Values
Accountability Stewardship
Integrity Honesty
Accessibility to Citizens, Stewardship- Responsible public
Businesses & Employees servants
Successes
• Implemented Salary Compensation Plan
• Increased Personnel Training
• Continued to Increase Fund Balance
• Improved responsiveness with residents and businesses.
• Established a Rainy Day Fund
• Negotiated a 15-year Annexation Plan with the City of San Antonio.
• Created Bond Committee for New City Hall, Fire Station and Animal Care Facility.
• Created Master Plan
• Split Sales Tax
• TIRZ Agreement
6| The Converse Strategic Plan
Topic Converse 2019 Strategic Plan Assumptions/Impacts
Emergency Planned growth will result in increased calls for service and will require additional funding.
Services
Dark Skies – new development may be affected – DoD study requested.
Randolph AFB Continue community support with Randolph AFB.
Continue implementation of Randolph Joint Land Use study
Continue planned housing growth. Projected over 300+ new homes per year which will increase
revenue and demands for service.
Housing Growth
Housing values continue to increase at 5.78% per year average (average real estate inflation in
SA area per Texas Comptroller, 2011-2017).
Increase of younger families with new residential construction will counter retirees aging in place;
Demographics median average age 35 will remain stable.
Increase revenue from sales tax and property tax revenue due to growth of housing units and
Revenue inflation.
Planned expansion of 1604, expansion of FM 1516 from FM 1978 to IH-10, Rocket Lane
widening/improvements will be completed.
Transportation Completion of South Seguin Rd by 2020. FM 1976 overlay and upgrades will be completed.
Expansion of Binz-Engleman to 1604 will occur, along with expansion of Toepperwein Rd from
Kitty Hawk to FM 1978.
To continue implementation of Pay Plan with the sustained goal of work force stabilization.
Personnel Expansion of city workforce to facilitate the planned growth and provide the services expected.
Continue yearly review of water and sewer rates to ensure cost effectiveness. Study of Inflow
Utilities and Infiltration issues and continued expansion of system for new construction.
Technology will be monitored city wide for new updates/improvements at City level instead of
Technology Dept. level. Utilize available technology to track data (e.g., Code Compliance) to become more
efficient and effective.
Capital Equipment Establish a Capital Replacement Fund to support future capital needs.
Replacements
Parks and Develop recreation programs for all ages. Initiate new city events; e.g., 5k run, golf tournaments.
Recreation
7| The Converse Strategic Plan
Topic Converse 2018 Strategic Plan Assumptions/Impacts
Library Continue to grow the media, education, and literature to meet the needs of the citizens of
Converse.
Annexation Continue with planned annexation and the Municipal Boundary Adjustments.
Upgrading and expanding utility infrastructure to meet planned growth.
Infrastructure
Continue Street/Pavement Replacement Program implemented per schedule.
Continue to work with local school districts in potential partnership agreements.
Education
Based on Municipal Cost Index (regional factors – yearly average):
Salaries - +2.5% per year
City Expenses Utilities - +7-8% per year
Insurance - +10-15% per year
Fuel - +2 to 3% per year
Technology - +4.5-6.5% per year
8| The Converse Strategic Plan
Resource
Management
9| The Converse Strategic Plan
Resource
Management
Mission
To meet the goals set by the Converse City Council through the efficient and effective use of all
city resources for the benefit of citizens.
Vision
To establish a vibrant and sustainable city through efficient and effective policies, procedures
and services that meets the needs of its citizens.
Values
Professionalism Integrity
Ethical behavior Empathy
Successes
• Greatly improved the financial health of the city.
• Implemented new compensation plan/structure.
• Developed 2015 Converse Bond Program.
• Expanded communications out-reach to citizens.
• Integrated advanced technology to improve efficiency in city business.
• Reduced employee turnover.
• Improved the education/expertise of the management team.
10 | The Converse Strategic PlanStrategic Challenges and Initiatives to Address:
Challenge Initiative
Source: Staff Item: RM-1 Approx. Cost: $
Priority: 1 (A City Council Priority, see rankings) Year to Implement: 2019
Municipal code should support growth, and be Perform of review and revision of all municipal
aligned with our existing environment. codes.
Source: Staff Item: RM-2 Approx. Cost: 0
Priority: 2 (A City Council Priority, see rankings) Year to Implement: 2019
Need right sized, improved processes, to support In-depth manpower/process analysis of each
growth in all departments. department.
Source: Citizens Item: RM-3 Approx. Cost: 0
Priority: 3 (A City Council Priority, see rankings) Year to Implement: 2019
Citizens not always aware of city available Establish Citizen 101 Information Sessions (Semi-
resources/responsibilities/information sources. annual).
Source: Council Item: RM-4 Approx. Cost: 0
Priority: 4 Year to Implement: 2019
Voting by citizens in (target areas, ETJ) on Provide factual information via a mailing and
annexation adds uncertainty. meetings.
Source: Staff Item: RM-5 Approx. Cost: 0
Priority: 2 (A City Council Priority, see rankings)
Year to Implement:2020
Aging & outdated/ & Inefficient equipment needs
City-wide (1) Develop Formal Equipment
to be replaced based on valid data --- currently
Replacement Program, (2) Develop Fleet
no planning for replacement.
Maintenance Program (included PM).
11 | The Converse Strategic PlanInfrastructure 12 | The Converse Strategic Plan
Infrastructure Mission The Converse Public Works & Utilities Departments are dedicated to providing infrastructure and utility services in a quality manner with the use of best management practices (BMP) with a team of people committed to professional excellence. Vision The Converse Public Works & Utilities Departments will provide exemplary infrastructure and utility services in a quality manner, at the lowest feasible cost, using best management practices (BMP) with trained and service minded professionals committed to excellence. Values • Timely and responsive • Professionalism • Ethical decisions • Good customer service Successes • Established new water source (Canyon Regional Water Authority). • Rebuilt oldest active well in Bexar County, doubling the output. • Extended water and sewage into newly annexed area. • Created 25 miles of new pavement, added sidewalks on Toepperwein. • Developed two new children's playgrounds, added new benches and equipment. • Installed French drains in Park Playgrounds to reduce standing water. • Painted three water tanks to enhance city appearance. • Refurbished/upgraded baseball fields. • Added walking trails to parks. • Developed and implementing a program to upgrade street signs. • Created and executed The Converse Dump Your Jump Program to enhance city appearance. 13 | The Converse Strategic Plan
Strategic Challenges and Initiatives to Address:
Challenge Initiative
Source: Staff Item: In-1/RM-2 Approx. Cost: 0
Priority: 1 (A City Council Priority, see rankings) Year to Implement: 2019
City-wide effort to develop right sized staff, City-wide effort – an in-depth manpower/process
improved processes, to support growth in all analysis of each function within Infrastructure.
departments.
Source: Staff Item: In-2/RM-5 Approx. Cost: 0
Priority: 2 (A City Council Priority, see rankings) Year to Implement: 2020
Aging & outdated/ & Inefficient equipment needs City-wide effort – (1) Develop Formal Equipment
to be replaced (e.g. small 1986 dump truck), no Replacement Program, (2) Develop Fleet
planning for replacement. Maintenance Program (included PM).
Source: Staff Item: In-3 Approx. Cost: $$$
Priority: 3 (A City Council Priority, see rankings) Year to Implement: 2020
Aging/outdated/inefficient materials need to be Identify issues, develop replacement plan,
replaced (for example, 18” water main using implement.
outdated material).
Source: Staff Item: In-4 Approx. Cost: SSS
Priority: 4 Year to Implement: 2019
I&I --- inflow and infiltration issues that, if not Identify issues, develop correction plan,
corrected, will lead to higher rates. implement.
Source: Staff Item: In-5 Approx. Cost:$$
Priority: 5 Year to Implement: 2019
Prevent sewage spills into creek. Redesign stations to use submersible pumps.
14 | The Converse Strategic PlanSource: Staff Item: In-6/RM-2 Approx. Cost: $
Priority: 5 Year to Implement: 2019
Maintenance of new infrastructure is not funded See Initiative IN-1 above which is now a city-wide
adequately for new workloads based on growth. effort: an in-depth manpower/process analysis of
each department.
Source: Citizens Item: In-7 Approx. Cost:$
Priority: 5 Year to Implement: 2020
Older areas believe they are being left behind in (1) Continue implementation of master plan for
terms of roads/sidewalks & upgrades such as sidewalks (2) study street light needs, and (3)
street lights. publicize the next phase of master plan.
15 | The Converse Strategic PlanPublic Safety 16 | The Converse Strategic Plan
Public Safety
Mission
The Mission Statement of the Converse Police & Fire Department in Partnership with Converse
Residents, is to respond to all reported emergencies to protect the lives and property of
residents, Enhance the Quality of Life, educate the public, Reduce the “Fear of Crime”, act as
Professionals at All Times, with Integrity, Dignity, Equality, and Respect for Citizens, Elected
Officials and Fellow public servants.
Vision
We, the men and women of the Converse Police & Fire Department, are committed to superior
emergency services, excellence in leadership, providing proactive services, developing
community partnerships, and building for a better future.
Values
• Community Policing = Customer Conduct Youth Programs
Oriented Approach to Policing
Problem Solving
• Shared Ownership of Community
Openness and Transparency
Problems
• Motivation of Officers to make a Loyalty and Respect for All
Better Community Integrity
• Moral and Ethical Behavior Character and Competence
• Understanding Inspiration
• Meet Needs and Expectations of Encourage Neighborhood Watch
Residents Programs
• Involvement of All Officers Goals to lead the Department into the
A Team Oriented Police Department 21st Century
Professionalism
17 | The Converse Strategic PlanSuccesses
• Built new Central Fire Station.
• Increased staffing.
• Establishment of new policies to enhance operations and create consistency.
• Update credentialing and training standards.
• Increased the % of paramedic on staff.
• Upgraded to new dispatch service and updated in-car technology computer systems for
Patrol units.
• Enhanced mobile data systems allowing more flow of information to first responders
and between Bexar County and Converse.
• Established The Converse Reserve Officer Program.
• Updated the standard medical operating procedures allows EMS to treat to consistent
standard.
• Improved community education/outreach and utilization of social media.
• Trained all officers in community service.
• Developed crime stat and mapping capabilities for criminal investigation purposes and
house and public use.
18 | The Converse Strategic PlanStrategic Challenges and Initiatives to Address:
Challenge Initiative
Source: Staff Item: PS -1/RM-5 Approx. Cost: 0
Priority: 1 (A City Council Priority, see rankings) Year to Implement: Now
Public Safety Vehicle replacement program. City-wide effort – (1) Develop Formal Equipment
Replacement Program, (2) Develop Fleet
Maintenance Program (included PM).
Source: Citizens Item: PS -2 Approx. Cost: $$$
Priority: 2 (A City Council Priority, see rankings) Year to Implement: ASAP
Citizen’s perception - crime is growing – there is a (1) conduct study and obtain more lighting (2)
lack of police presence. more citizen/neighborhood watch programs (3)
better communications by using city social media
(4) establish PIO.
Source: Staff Item: PS -3/RM-2 Approx. Cost: $$$
Priority: 3 (A City Council Priority, see rankings) Year to Implement: ASAP
PD Police manpower insufficient for existing city City-wide effort – an in-depth manpower/process
demographics. analysis of each function within public safety.
Source: Citizens Item: PS -4 Approx. Cost: $
Priority: 4 (A City Council Priority, see rankings) Year to Implement: ASAP
Additional emphasis on youth safety. (1) Conduct a traffic analysis study (2) more
community service events with youth and
parents and Police/Fire personnel, (3) more and
closer relationship/work/participation with
Judson Police in youth programs (4) work with
scouts for Police Explorers.
19 | The Converse Strategic PlanSource: Citizens Item: PS -5 Approx. Cost: 0
Priority: 4 (A City Council Priority, see rankings) Year to Implement: 2019
Interactions between citizens and officers (1) Establish Citizens Advisory Committee
(limited engagement with officers. reporting to Chiefs (2) Establish volunteer
Community Emergency Response Team (CERT.)
Source: Staff Item: PS -6 Approx. Cost: unknown
Priority:4 Year to Implement: ongoing
Fire and Police - competitive pay for personnel. Continue to implement Werling Study.
Source: Council Item: PS -7 Approx. Cost: 0
Priority 5 Year to Implement: ASAP
Voting by residents, citizens in (target areas, ETJ) All annexation plans will be flexible, without
on annexation adds uncertainty. formal commitments.
Source: Council Item: PS -8 Approx. Cost: $$
Priority: 5 Year to Implement: ASAP
Appearance of the city needs improved. (1) In-depth manpower/process analysis of each
department, (2) increase staffing of code
compliance.
20 | The Converse Strategic PlanDevelopment
Services
21 | The Converse Strategic PlanDevelopment
Services
Mission
To provide a consistent and fair process for managing growth and development by enforcement
of adopted codes and regulations to ensure the public health, safety, morale and general
welfare of the community.
Vision
To encourage the quality development, redevelopment and revitalization for a growing and
changing community through effective enforcement of ordinances, standards, and policies that
preserves property values.
Values
• Timely and responsive • A resource for the citizens
• Respectful of needs • Ethical
• Professional • Objective
Successes
• Improvements on identification of contractors doing illegal or improper work –
protecting the citizens.
• Digitizing of records so that information is more readily accessible to the public.
• Implemented 2015 Building Codes of the International Codes Council.
• Permit applications and contractor information on-line.
• Apply for permits, inspections, and pay on-line (residential and commercial).
22 | The Converse Strategic PlanStrategic Challenges and Initiatives to Address:
Challenge Initiative
Source: Staff Item: DS -1/RM-2 Approx. Cost: $$
Priority: 1 (A City Council Priority, see rankings) Year to Implement: 2020
Planned growth of 300+ homes per year will be City-wide effort – an in-depth manpower/process
challenging by staff in Development Services. analysis of each activity in Development Services.
Source: Citizens Item: DS -2/RM-1 Approx. Cost: $
Priority:1 (A City Council Priority, see rankings) Year to Implement: 2020
Renter occupied housing a problem for negligent A complete city-wide review of all municipal
application of codes and appearance. codes including a review of potential
implementation of an ordinance that the City
inspect non-owner occupied house when
vacated.
Source: Staff Item: DS -3/RM-1 Approx. Cost: 0
Priority: 2 (A City Council Priority, see rankings) Year to Implement: 2021
No design ordinance to support standards for A complete city-wide review of all municipal
planned commercial development on 1604 codes including development of appropriate
corridor. codes for new growth areas.
Source: Council Item: DS -4/RM-1 Approx. Cost: 0
Priority: 2 (A City Council Priority, see rankings) Year to Implement: 2019
Bandit (out of code) signs need control. (1) All employees act to remove - collection
process in-place --- (2) add ordinance to fine
posters of bandit signs as part of city-wide review
of all municipal ordinances.
23 | The Converse Strategic PlanSource: Council Item: DS -5 Approx. Cost: 0
Priority: 2 Year to Implement: ASAP
Business signs not maintained. Communicate current policies in multiple media,
working with EDC.
Source: Staff Item: DS -6 Approx. Cost: 0
Priority: 2 Year to Implement: 2018
Signage ordinance is confusing and open to Revise existing signage ordinance (currently
interpretation. underway).
Source: Council, Staff Item: DS -7 Approx. Cost: 0
Priority: 2 Year to Implement: 2019
City appearance needs improved. No Review and revise landscaping ordinance to
comprehensive landscape and tree preservation ensure that desired trees can be preserved as
ordinance. part of city-wide review of all municipal
ordinances.
Source: Staff Item: DS -8 Approx. Cost: $
Priority: 2 Year to Implement: 2019
Dated/ antiquated planning and ordinances. Review and revise all development codes.
Current structure inhibits planned unit
development and is not flexible enough for new
types of occupancies.
24 | The Converse Strategic PlanCultural 25 | The Converse Strategic Plan
Cultural Library Mission The mission of the Converse Public Library is to enhance purposeful learning, creative discovery and to serve our community with the expansion of knowledge, technology and responsive library services. Library Vision The vision of the Converse Public Library is to provide tools, resources, materials, connectivity, and community space in order to be an integral part of the city meeting the needs of the citizens. Parks & Recreation Mission The mission of the Parks & Recreation Commission is to provide quality of life enhancements to Converse citizens of all ages. The Commission identifies renovations, improvements and major projects for parks, and prioritizes them for action. Parks & Recreation Vision The vision of the Parks & Recreation Commission is to improve the facilities that enable quality of life enhancements to Converse citizens of all ages. 26 | The Converse Strategic Plan
Historic Preservation Mission
To serve as an advocate to promote the collection, preservation, exhibition of information,
artifacts, and memorabilia pertaining to the culture and history of Converse.
Historic Preservation Vision
To research, maintain, and educate through increasing public awareness, understanding, and
appreciation of culture and artistic values in the history of Converse.
Values
Professionalism Strive to entertain and inspire
Service Educational
Integrity Cross-cultural
Understanding Patient
Successes
• Expanded library.
• Improved playgrounds.
• Three athletic fields to be completed by 2019.
• Upgraded basketball courts.
• Upgraded baseball fields.
• Process established for restocking catch and release ponds.
• Picnic area upgraded.
• Fitness equipment installed on walking trails.
• Expanded library programs, example Story-time.
• Movie in the parks.
• Additional library resources, for instance Mango Languages.
• Security system installed in library.
27 | The Converse Strategic Plan• Additional laptop computers purchased through a grant.
• Back to School Backpacks distributed at parks.
Strategic Challenges and Initiatives to Address:
Challenge Initiative
Source: Citizens, Staff Item: Cul-1 Approx. Cost: $$$
Priority: 1 (A City Council Priority, see rankings) Year to Implement: 2021
No space/facility for community events. Create (build/repurpose) events center.
Source: Citizens Item: Cul-2 Approx. Cost: $$
Priority: 2 Year to Implement: 2020
Need more events, for families, and more Establish events coordinator (within City Staff, or
veteran appreciation/involvement. EDC).
Source: Staff Item: Cul-3 Approx. Cost: $$
Priority: 3 Year to Implement: 2020
Appearance of the parks needs improvement. Continue to implement Park Master Plan.
Source: Staff Item: Cul-4/RM-2 Approx. Cost: $$
Priority: 4 (A City Council Priority, see rankings) Year to Implement: 2019
Library will lose accreditation when the results of City-wide effort – an in-depth manpower/process
US Census of population reaches 25,000, if analysis of each activity in the cultural areas,
another librarian is not hired. including the library’s requirements.
28 | The Converse Strategic PlanSource: Citizens, Staff Item: Cul-5 Approx. Cost: $$$
Priority: 5 Year to Implement: 2020
Not enough funding to serve the growing Fund appropriate level for Cultural events and
population for library and recreational programs. programs.
Source: Council Item: Cul-6 Approx. Cost: 0
Priority: 6 Year to Implement: 2019
Signage for the City is inconsistent. Develop and install ‘Way Finding’ signage.
Source: Staff Item: Cul-7 Approx. Cost: 0
Priority: 6 Year to Implement: 2019
No organized support organization (e.g. Friends Create Friends of the Library.
of the Library) to assist in supporting citizen
volunteerism and non-profit fund raising.
Source: Citizens Item: Cul-8 Approx. Cost: $$
Priority: 6 Year to Implement: 2021
No skate park. Apply for grant to Tony Hawks’ Foundation for
skate park.
29 | The Converse Strategic PlanEconomic Development
Corporation
30 | The Converse Strategic PlanEconomic
Development Corporation
Mission
To enhance the business environment by creating and retaining jobs, and promoting capital
investment in Converse – leading to a higher quality of life for its citizens.
Vision
To build on the image of Converse as a prosperous and inviting place to do
business.
Values
• Be remarkable • Ownership mentality/take
• Never stop improving ownership
• Involved • Drive connection/Building
• Be Transparent communities
• Think Big Build and shape a better • Celebrate authenticity
future • Be responsive
• We are a team/Joint forces • Be realistic
Successes
• Downtown Master Study Completed.
• Created a Business Retention and Expansion Program.
• Created a Grant Program for Storefront & Signage.
• Strategic acquisition of property for redevelopment.
• Acquisition of property for roadways, creating corridor for development along Toepperwein
Road and Kitty Hawk Road.
• Successfully attracted new businesses into area, and expanded existing businesses.
31 | The Converse Strategic Plan• Funded Park Master Plan
• Funded plans to support city growth
• United branding across the city and EDC
• Established Converse Connection Newsletter
Strategic Challenges and Initiatives to Address:
Challenge Initiative
Source: Staff Item EDC-1 Approx. Cost: 0
Priority:1 (A City Council Priority, see rankings) Year to Implement: 2019
Lack of new business development --- targeted to Develop incentive program to attract targeted
attractive business/office space. businesses.
Source: Staff Item EDC-2 Approx. Cost: $$
Priority: 1 Year to Implement: 2019
Large Pool of Insufficiently Educated, Skilled Develop Workforce Initiative in partnership with
Workforce from which to hire. schools and employers (include military spouses
and veterans).
Source: Council Item EDC-3 Approx. Cost: 0
Priority: 2 (A City Council Priority, see rankings) Year to Implement: 2019
Citizen and business participation is low. Establish Converse Business Council
(organization) to promote the city and enhance
communication.
Source: Council Item EDC-4 Approx. Cost: $$$
Priority: 2 (A City Council Priority, see rankings) Year to Implement: 2019
Business signs not maintained. Develop signage revitalization program to include
funding.
32 | The Converse Strategic PlanSource: Staff Item EDC-5 Approx. Cost: 0 Priority: 2 Year to Implement: 2020 Competition from Neighboring Cities Perform a study of Best Practices Source: Staff Item EDC-6 Approx. Cost: 0 Priority: 2 (A City Council Priority, see rankings) Year to Implement: ASAP Insufficient communication/transparency with Develop a program and schedule for Facebook stakeholders. and Twitter updates with targeted messages. 33 | The Converse Strategic Plan
City Council Overall Initiative
Ranking
Council’s Highest Priority
Challenge Initiative
Source: Staff Item: In-3 Approx. Cost: $$$
Council Priority: 1 Year to Implement:2020
Aging/outdated/inefficient materials need to be Identify issues, develop replacement plan,
replaced (for example, 18” water main using implement.
outdated material).
Council’s 2nd Priority
Challenge Initiative
Source: Staff Item: RM-2 Approx. Cost: 0
Council Priority: 2 Year to Implement:2019
Need right sized, improved processes, to support City-wide In-depth manpower/process analysis
growth in all departments. of each department.
34 | The Converse Strategic PlanCouncil’s 3rd Priority
Challenge Initiative
Source: Staff Item: RM-1 Approx. Cost: $
Council Priority: 3 Year to Implement: 2019
Municipal code should support growth, and be Perform of review and revision of all municipal
aligned with our existing environment. codes.
Council’s 4th Priority
Challenge Initiative
Source: Citizens Item: PS -2 Approx. Cost: $$$
Council Priority: 4 Year to Implement: ASAP
Citizen’s perception - crime is growing –there is a (1) conduct study and obtain more lighting (2)
lack of police presence. more citizen/neighborhood watch programs (3)
better communications by using city social
media (4) establish PIO.
Source: Staff Item EDC-1 Approx. Cost: 0
Council Priority:4 Year to Implement: 2019
Lack of new business development --- targeted to Develop incentive program to attract targeted
attractive business/office space. businesses.
35 | The Converse Strategic PlanCouncil’s 5th Priority
Challenge Initiative
Source: Citizens Item: RM-3 Approx. Cost: 0
Council Priority: 5 Year to Implement: 2019
Citizens not always aware of city available Establish Citizen 101 Information Sessions(Semi-
resources/responsibilities/information sources. annual).
Source: Citizens Item: PS -4 Approx. Cost: $
Council Priority: 5 Year to Implement: ASAP
Additional emphasis on youth safety. (1) Conduct a traffic analysis study (2) more
community service events with youth and
parents and Police/Fire personnel, (3) more and
closer relationship/work/participation with
Judson Police in youth programs(4) work with
scouts for Police Explorers.
Source: Citizens Item: PS -5 Approx. Cost: 0
Council Priority: 5 Year to Implement:2019
Interactions between citizens and officers (limited (1) establish Citizens Advisory Committee
engagement with officers). reporting to Chiefs (2) Establish volunteer
Community Emergency Response Team (CERT).
Source: Citizens, Staff Item: Cul-1 Approx. Cost: $$$
Council Priority: 5 Year to Implement:2021
No space/facility for community events. Create (build/repurpose) events center.
Source: Council Item EDC-4 Approx. Cost: $$$
Council Priority: 5 Year to Implement: 2019
Business signs not maintained. Develop signage revitalization program to
include funding.
36 | The Converse Strategic PlanCouncil’s 6th Priority
Challenge Initiative
Source: Council Item: PS -8 Approx. Cost: $$
Council Priority: 6 Year to Implement: ASAP
Appearance of the city needs improved. (1) In-depth manpower/process analysis of each
department, (2) increase staffing of code
compliance.
Source: Council Item EDC-3 Approx. Cost: 0
Council Priority: 6 Year to Implement:2019
Citizen and business participation is low. Establish Converse Business Council
(organization) to promote the city and enhance
communication.
Source: Staff Item EDC-6 Approx. Cost: 0
Council Priority: 6 Year to Implement: ASAP
Insufficient communication/transparency with Develop a program and schedule for Facebook
stakeholders. and Twitter updates with targeted messages.
37 | The Converse Strategic PlanYou can also read
