FISCAL 2022 - The City of Bristol, Tennessee - GOALS AND OBJECTIVES PROGRAM
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The City of Bristol, Tennessee
FISCAL 2022
GOALS AND OBJECTIVES PROGRAM
March 2021FISCAL 2022
GOALS AND OBJECTIVES PROGRAM
PAGE
I. PROTECT HEALTH AND SAFETY/
MAINTAIN BASIC SERVICE LEVELS 1–7
II. ENHANCE AND SUSTAIN THE ECONOMIC CLIMATE
OF THE COMMUNITY 8 - 13
III. IMPROVE EXISTING HOUSING/
PROTECT NEIGHBORHOOD QUALITY 14 - 15
IV. ENHANCE CITY ATTRACTIVENESS/
CONTROL THE COST OF GOVERNMENT 16 - 22
The City of Bristol, TennesseeFISCAL 2022
GOALS AND OBJECTIVES PROGRAM
PROTECT HEALTH AND SAFETY/
MAINTAIN BASIC SERVICE LEVELS
IFiscal 2022 Goals and Objectives Program
Protect Health and Safety / Maintain Basic Service Levels
I. Transportation
A. Public Works
1. Complete crash data collection and analysis for calendar year 2021 and development of
Annual Crash Report for MPO by February 28, 2022.
2. Coordinate with the Tennessee Department of Transportation and Virginia Department
of Transportation in the development of the regional Long-Range Transportation Plan
Year 2045 by December 31, 2021.
3. Administer the contract for the reconstruction of East Cedar Street project from 5th Street
to King College Road.
4. Resurface fourteen lane miles of roads by June 30, 2022.
5. Pursue TDOT safety grant funding for traffic signal improvements at the intersection of
West State Street, Gate City Highway, and Euclid Avenue.
6. Pursue the TDOT funded traffic safety improvement project at the US Highway 11W
and Island Road intersection including the extension of Pinnacle Parkway to Walnut Hill
Road. This would be the initial phase of the proposed north-south connector route from
Bristol Motor Speedway area to Exit 74 of Interstate 81.
7. Commence discussions with the Tennessee Department of Transportation and Virginia
Department of Transportation regarding pedestrian safety improvements at the
intersection of West State Street, Volunteer Parkway and Commonwealth Avenue. The
project should include pedestrian crosswalks and islands, pedestrian signal
enhancements, and white-topping of roadway surface.
II. Facilities and Equipment
A. Police
1. Purchase and replace seven in-car video systems by March 31, 2022.
2. Acquire and place into service seven patrol rated vehicles by March 31, 2022.
3. Coordinate with the Fire Department for the acquisition of an additional ten Automated
Electronic Defibrillators for deployment in patrol shift vehicles by September 30, 2021.
14. Acquire and place into service eight standard ballistic vests by December 31, 2021.
5. Acquire and place in to service one off-road special service purpose vehicle by March
31, 2022.
B. Fire
1. With a successful AFG Fire Prevention and Safety Grant, acquire and place into service
new Personal Protective Equipment for all full time and part-time firefighters with turn-
out gear meeting new standards for carcinogen protection.
2. Using Series 2021 bond proceeds and Sullivan County funds, competitively procure two
Class A fire pumpers and one 100 foot ladder truck to replace aging fleet. This equipment
should be placed into service by June 30, 2022.
3. Utilizing funds provided by Ballad Health under their “Appalachian Highlands Monitor
Program”, acquire and place into service six new cardiac monitors to be utilized by the
department’s advanced life support emergency medical service units.
C. Public Works
1. Complete water system improvements by removal of galvanized water mains on streets
identified as pavement resurfacing projects by June 30, 2022.
2. Administer the contract for renovations to the East State Water Reservoir by June 30,
2022.
3. Acquire and place into service a new autoloading solid waste vehicle by June 30, 2022.
4. Coordinate the design and construction of modifications to the Bristol Regional
Wastewater Treatment Plant including improvements to the headworks of the plant and
bio-solids dewatering process by June 30, 2022.
5. Design and construct a 10” ductile iron water transmission main upgrade along King
College Road from Trammel Road to an existing connection approximately 1,100 feet
east of Trammel Road by June 30, 2022.
6. In coordination with the Fire Department, procure a design contract and commence
construction of the new fire station #2 to replace existing station by June 30, 2022.
7. Complete design of Phase I of the Beaver Creek South Greenway project. Once design
is complete, commence process of securing necessary property easements to advance the
initial phase of the project.
8. Procure a five-year operations and maintenance management contract for the Bristol
Regional Wastewater Plant by March 31, 2022.
29. Initiate the first year of a five-year program to replace the existing automated meter
reading system with selection of a new system and installation of software, reading
equipment and 2,000 transmitters by June 30, 2022.
10. Complete remote site telemetry improvements to water distribution system by June 30,
2022.
D. Parks and Recreation
1. Complete Phase I of roadway improvements inside Steele Creek Park with installation
of drains, culverts and piping to help control stormwater run-off and erosion by April 30,
2022.
2. In conjunction with the Department of Development Services, continue preparation and
planning for Phase I of the Beaver Creek South Greenway project. Continue analysis of
funding opportunities to advance the construction of Phase I of the city-wide trail system.
3. Complete construction of Phase II of Food City Dog Park by June 30, 2022. Phase II
includes the construction of two single stall restrooms and a custodial supply area.
4. Complete renovation and installation of eight pickleball courts on the site of Haynesfield
Park tennis courts by October 31, 2021.
5. Complete replacement of antiquated park signage with City brand themed signage by
October 31, 2021.
6. Renovate three miles of ridge trials at Steele Creek Park by June 30, 2022.
III. Programs and Services
A. Police
1. Maintain traffic safety school for first-time offenders at two sessions per month during
the year.
2. Continue the Rape Aggression Defense (RAD) training program by conducting at least
one class for the community by June 30, 2022.
B. Public Works
1. Continue the multi-year program to reduce the amount of unaccounted water with a year-
end goal of 15 percent or less.
2. Continue the multi-year program to clean 5% of the sanitary sewer system by June 30,
2022.
33. Perform continual monitoring and corrective action of inflow and infiltration sources in
the Sinking Creek, Cedar Creek, and Piney Flats sewer sheds during the year.
4. Monitor the FEMA progress toward a Letter of Map Revision establishing the revised
flood map for the Downtown District during the year.
IV. Quality of Life
A. Police
1. Maintain or exceed a Group A offense crime clearance rate at the five-year TIBRS
audited average of 60% during the calendar year 2021.
2. Maintain an injury-to-collision ratio of not more than the five-year average of 18% by
selective traffic enforcement and education through the Tennessee Highway Safety
Program during calendar year 2021.
3. Maintain a traffic collision rate below the three-year average of 889 collisions by
selective traffic enforcement and education through the Tennessee Highway Safety
Program during calendar year 2021.
V. Administrative
A. Administration
1. Continue the Cyber Security awareness and training with employees and complete a
comprehensive third-party analysis of the IT system infrastructure vulnerability by
March 31, 2022. This review would include associated policies for system operations.
2. Complete installation of high-availability failover firewall and replace ad-hoc network
switches to reduce points of potential failure in the City’s computer network system by
December 31, 2021.
3. Upgrade existing system software to Secure Incident Emergency Management Software
(SEIM) for the City’s computer network by June 30, 2022.
4. Replace current Police Department video server and migrate video evidence for the
Police in-car and body worn camera systems to a new physical server by June 30, 2022.
B. Community Development
1. Prioritize and develop a schedule for implementation of projects identified in the senior
citizens needs assessment by September 30, 2021.
42. Complete the five-year Community Rating System (CRS) recertification to maintain the
City’s level 8 rating thus continuing the discounts on FEMA flood insurance available to
CRS rated communities.
C. Police
1. Coordinate increased City school safety through partnerships with BTCS during the year
by conducting one school violent intruder drill and attend at least four safety committee
meetings with the school system personnel.
2. In partnership with other District 1 public safety responders, participate in a district-wide
disaster drill to exercise emergency response levels by June 30, 2022.
3. Continuing the mentoring of other law enforcement agencies seeking accreditation by
the Tennessee Law Enforcement Accreditation Program by June 30, 2022.
4. Complete one test of the Communications Center evacuation plan with utilization of the
backup PSAP on Exide Drive by June 30, 2022.
5. In partnership with BTCS, continue the implementation of the school resource officer
program at the five elementary schools as State grant funding is available.
D. Fire
1. Conduct two State approved classes to satisfy continuing education requirements for
Tennessee Certified Fire Inspectors by June 30, 2022.
2. Conduct two eight-hour ISO-compliant fire officer training programs by June 30, 2022.
3. Fulfill all performance measures and requirements to maintain a Class A rating from the
Tennessee Department of Emergency Medical Services for ambulance services.
4. Prepare individualized pre-fire plans for 1) Pinnacle South Pad development, 2) new
middle school facility, 3) Friendship Chrysler Ram Jeep dealership located on West State
Street, and 4) Stafford Street Condominiums upon completion.
5. Develop an action plan to reduce the City’s ISO rating to a Level Two. This will include
hosting a class conducted by ISO dealing with the new changes to rating metrics used to
establish classifications.
6. Explore technical enhancements to Central Dispatch system and individual fire stations
to enhance turn-outs times on alarms.
7. Prepare and submit annual recertification report to maintain International Firefighters
Association Accreditation.
58. Conduct two State approved classes to satisfy continuing education requirements for
Tennessee Certified Fire Inspectors by June 30, 2022
9. Implement training to certify all fire officers at the rank of lieutenant and above as
certified Fire Inspectors.
10. Conduct one Citizens Fire Academy class prior to June 30, 2022.
11. Develop and implement a policy to address the “clean cab concept” for all fire and
emergency medical response units.
E. Public Works
1. Prepare and distribute the Consumer Confidence Report to all water customers by June
30, 2022.
2. Complete an implementation plan for incorporating a runoff reduction program element
into our NPDES Phase II stormwater program by June 30, 2022.
F. Community Relations
1. Continue the on-going efforts to enhance customer service standards and implement
processes and teaching methods to achieve standards. This goal should incorporate an
outside trainer to assess internal needs and develop a city-wide training session to prepare
employees to better serve the public.
2. Develop new and innovative methods to increase awareness among the general public
about various integral functions of municipal government. This should incorporate
spotlights of key staff and departments. Outlets for this information should include social
media as well as BTN-TV, and segments should be equally engaging, informative, and
entertaining.
3. Implementation of the comprehensive Communications and Marketing Plan. This plan
shall also incorporate uniform brand graphic standards, a general employee media guide,
and defined processes for Community Relations service requests from other departments.
Training regarding the elements of the plan should be coordinated as needed.
4. In partnership with Finance Department, enhance and refine the “Clean Start Program”
to address educational needs of habitually delinquent utility accounts by September 30,
2021.
5. Continuation of the City Hall Arts Gallery featuring local artists and their works.
Continue plan to ensure regular rotation of new installations.
6. Continue the successful employee recognition program known as the Bristol First Award
program and annual recognition luncheon.
67. Using appropriate electronic and traditional methods, develop and refine surveys and
other communication tools for citizens to utilize in identifying service–related issues or
concerns.
8. Develop methods to enhance volunteer knowledge of participation opportunities on City
boards and commissions. This effort should include web-based as well as community
newsletter formats.
9. Conduct the annual Citizen Municipal Academy, known as Communiversity, to assist in
the development of candidates for local offices and appointments to boards and
commissions. The next CMA should be completed by December 31, 2021.
10. Collaborate with community health organizations such as Sullivan County Regional
Health Department, Ballad Health, Frontier Health, and others to promote awareness of
relevant public health topics.
G. Finance
1. Complete Phases III and IV, including utility billing and property tax administration of
the process to implement the new ERP System by December 31, 2021.
2. Commence Phase V in coordination with Parks and Recreation and Public Works,
including work orders, facility management, and fleet maintenance, to implement the ERP
system by June 30, 2022.
7FISCAL 2022
GOALS AND OBJECTIVES PROGRAM
ENHANCE THE ECONOMIC CLIMATE OF
THE COMMUNITY
IIEnhance and Sustain the Economic Climate of the Community
I. Infrastructure and Transportation
A. Public Works
1. In cooperation with the regional MPOs and the Bristol Passenger Rail Coalition, continue
pursuit of the extension of passenger rail service from Roanoke, Virginia through Bristol
Tennessee / Virginia to Atlanta, Georgia.
2. Upon completion of the new middle school, coordinate a discussion with BTCS
regarding the next steps to be taken to address education facility needs identified in the
2018 school facilities study.
3. Commence development and implementation of a public shuttle service serving the
Downtown, the Pinnacle retail destination, and the proposed casino development in
Bristol, Virginia.
II. Economic Climate and Growth
A. Economic Development
1. To reduce unemployment, achieve economic stability, increase standard of living and
quality of life.
1.1. Maintain City Council and City management consensus regarding the direction of
economic development efforts.
1.2. Promote diversification of the commercial / industrial base.
1.3. Encourage access to economic incentives for quality job creation and/or tax base
enhancement.
1.4. Continue to use a unified economic development team (including local, state, and
federal partners) along with public / private sector involvement, to tackle the City's
economic development goals.
1.5. Identify additional resources to aid in economic development.
1.6. Maintain a community socio-demographic database as an information
clearinghouse for economic development.
2. To build a highly skilled workforce.
2.1. Cooperate with local educational institutions to initiate programs and coordinate
training / skill requirements to meet the needs of local employers.
2.2. Continue to cooperate with existing programs to reduce barriers to obtaining
necessary or upgraded job skills.
2.3. Continue efforts with Sullivan County as a certified Work Ready Community
(since May 2017). This program is offered through ACT as an economic
8development initiative that provides quantifiable evidence that a community
possesses a qualified workforce. Sullivan County, as of January 2021, is
maintaining 80% of the goals attained. Staff will continue through FY 2022 to
participate, promote, and monitor the progress of this important initiative.
2.4. Enhance a virtual and informational hiring platform clearinghouse that coordinates
job placement through knowledge / skill / ability match-making, as well as identify
areas of training and skills development.
2.5. Partner in a strategic outreach effort to make our existing and future workforce
(middle school, high school, college age and mature persons) aware of the
opportunities for advanced education and employment in trade skills and
aerospace technology.
2.6. Provide staff support for community initiatives advancing public awareness of
childhood development and the challenges created by Adverse Childhood
Experiences and trauma on early brain development.
2.7. Conduct an expanded regional footprint of Hiring Expo events as deemed needed
by the market and partnering communities. Measure the success of the Expo(s)
by surveying participating businesses to determine if the events are successful and
areas where they can be enhanced.
3. To concentrate on retaining and expanding existing business and industry.
3.1. Cooperate with business, educational institutions, community organizations, and
government to provide information to local businesses.
3.2. Assist local industrial firms in finding appropriate development sites for
expansion.
3.3. Along with the unified local economic development team, participate in one visit
each to two local firm’s corporate headquarters to deliver local market data, local
support data, goodwill, and educate on current and emerging support programs.
3.4. Continue the supplier related recruitment program using the existing industrial
base, and initiate contacts with suppliers of a minimum of two firms during the
year. This project should be completed as part of the City’s existing industry
visitation program and NETWORKS F.I.R.S.T. program.
3.5. Retain existing manufacturing firms and facilitate their expansion.
3.6. Continue to assist the Industrial Development Board (IDB) in maintaining and
promoting its economic development incentive programs and explore new
strategic partnerships. Continue supporting the IDB program of work – including
recruitment, existing industry, education, workforce development, entrepreneurial
efforts, and workforce recruitment.
3.7. Maintaining and strengthen the City’s position as a retail center in the region.
3.8. Expand the service industry’s base in response to emerging industry opportunities.
3.9. Continue to promote the use of Foreign Trade Zone 204 and Customs Port 2027
through increased promotion regarding the benefits.
3.10. Continue to implement the Downtown Redevelopment Strategy completed during
FY 2019. Continue to pursue recommendations set forth in the study, including
enhanced public spaces, creation of a foundation to fund downtown activities and
growth. Garner continued support from stakeholders, enhance public / private
partnerships in the Downtown community and beyond for the implementation
9process of the plan.
3.11. In coordination with the Department of Parks and Recreation, Chamber of
Commerce, Tourism Entities, and Believe in Bristol, develop additional event
opportunities to enhance tourism opportunities for the Downtown.
4. To increase small businesses by fostering entrepreneurship.
4.1. Cooperate with other agencies and institutions to identify programs and services
to assist in the creation of new small businesses.
4.2. Promote “economic gardening” for enhanced entrepreneurial approach to
economic development. This could include partnering in initiatives such as
training, small business event, co-work spaces, incubator spaces, maker spaces and
other innovations toward small business development.
4.3. Encourage downtown revitalization, promote and provide technical assistance to
start-up businesses, and other business development.
4.4. Strengthen programs and delivery platforms which provide business development,
information, and technical assistance.
5. To recruit growth industries that are suited for Bristol’s labor shed, require highly skilled
or are willing to train workforce.
5.1. Assist businesses and industries that produce exports or import substitutes that
provide high quality jobs. Continue to promote the use of Foreign Trade Zone 204
and Customs Port 2027 regarding the use and benefits.
5.2. In partnership with NETWORKS and BTES, host the Sixth / Seventh Annual Red
Carpet Tour for site consultants during the September 2021 NASCAR race
weekend.
5.3. Continue a collaborative recruitment strategy along with the local unified
economic development team, educational institutions, government, and existing
business / industry.
5.4. Maintain project prospectus and information for qualified Opportunity Zone
projects within the corporate limits.
5.5. Participate in four site consultant familiarization visits, to take place in person
within the site consultant’s offices (e.g. offices in Dallas, Atlanta, etc.), as part of
the unified economic development team’s strategic outreach toward the
familiarization of our assets to site selectors. Face-to-face visits, while holding
their undivided attention, allows the team to tout our training programs, workforce,
workforce pipeline, incentives, robust infrastructure, appealing cost of living, and
unparalleled quality of life.
5.6. Recruit businesses that are in line with the City’s, State’s and TVA’s economic
development goals.
6. To strengthen Bristol’s tax base.
6.1. Encourage expansion and diversification of the tax base. Assist in recruiting a
variety of restaurants and retail establishments, including franchises that are not
currently in the region.
6.2. Attract and retain capital intensive industries for increased property values.
6.3. Continue to evaluate opportunities for the continued development of retail tourism
10business in the Border Retail Tourism Development District. This includes the
utilization of Chapter 420 incentives to facilitate growth in the District.
6.4. In recognition of changes in annexation laws by the Tennessee General Assembly,
evaluate the use of additional residential development incentives to enhance the
desire for developers to seek annexation of property to grow residential inventory
inside the corporate limits. Dialogue with executive recruitment personnel will be
an element of the research.
6.5. In cooperation with Bristol Housing, develop project opportunities within the
existing redevelopment districts with special emphasis on the Volunteer Plaza
District, Melrose Area District, West State Street / Greene Property District, South
Volunteer Parkway District, and the Downtown District.
6.6. Continue to facilitate the implementation of opportunities identified with Bristol
Motor Speedway (BMS) through potential public-private partnership to enhance
viability of the area surrounding BMS. Given the recent Event Tourism Act,
which sunsets July 1, 2023, staff will continue this important goal in FY 2022.
6.7. Provide staff support for a strategic planning initiative for Bristol Housing as they
contemplate new HUD models for the operation of housing authorities.
7. To identify development ready land for commercial, industrial, and residential use.
7.1. Seek out and evaluate adaptive reuse of vacant or underutilized structures and
properties within the City with the goal being to aid in repurposing into higher-
best use.
7.2. In conjunction with NETWORKS Sullivan Partnership staff and other partners,
assist in the finalization of plans, bidding, and the development of sites inside of
Partnership Park II, including construction of a rail served site and possible
transloading facility.
7.3. Evaluate potential commercial and industrial development sites, based on the
Future Land Use Map.
7.4. Continue to facilitate the public-private partnership project focused on The
Seven14 multi-use redevelopment project on the former site of the Bristol Products
and Coyne Textile properties. This multi-year project includes site development,
construction milestones, and construction of supportive parking infrastructure.
7.5. In partnership with TNECD, BTES, TVA and NETWORKS, work to complete
the newest site development project for the creation of two pad-ready sites within
the Bristol Business Park.
7.6. Continue efforts to work with the former Exide Corporation’s bankruptcy trustee
to facilitate repurposing of their plant site located on Exide Drive to a new
manufacturing facility.
7.7. In conjunction with the Department of Development Services, consult with the
Tennessee Department of Transportation on the development of plans for roadway
improvements from State Route 126 to Highway 11-W and the rerouting of Island
Road.
11B. Community Development
1. Complete analysis and development of revised landscaping standards for commercial
property development by December 31, 2021.
2. Conduct two seminars for design professionals and contractors on topical matters of
interest regarding building code related items by June 30, 2022.
3. Conduct two “listening sessions” for developers, design professionals, and contractors
to gain their feedback on how the City’s development process can be improved by June
30, 2022.
4. Develop a comprehensive list of Brownfield properties throughout the City and identify
those properties for potential redevelopment opportunities.
5. Explore grant opportunities for development of a corridor master plan for West State
Street.
6. Review the City’s Zoning Ordinance to ensure its current compliance with changing
regulations affecting such areas as telecommunications, content based signage, tiny
homes, and short-term rentals by March 31, 2022.
7. Develop a data base of vacant or underutilized properties within the City. Explore ways
to improve or remove the properties through work undertaken by staff and the Better
Property Board.
8. Explore grant opportunities for development of Public Art and Culture master plan.
9. Study successful concepts utilized by vibrant communities in their efforts to seek and
retain young adults within the local landscape.
10. Develop and implement a housing market recruitment team to facilitate informal
discussions with residential construction firms regarding opportunities available to
advance single family construction within the corporate limits.
C. Community Relations
1. In partnership with BTES and the Department of Economic Development, expand
existing efforts to promote the availability of pad-ready industrial sites with fully
developed infrastructure. Additionally, marketing efforts should include enhanced
promotion of the availability of 10 gigabit fiber optic service and other economic
development assets.
2. Continue the multi-year implementation of the City’s Brand. Coordinate with City
departments for the implementation of the established branding guide. This goal will
include the design and implementation of a marketing plan for use of the brand.
123. Provide support to tourism and entrepreneurial non-profit organizations in Downtown
Bristol such as Birthplace of Country Music, Paramount Center for the Arts, and Believe
in Bristol in the form of video production services, collaborative marketing efforts,
special events, and other means to promote both tourism and entrepreneurial
development.
4. In partnership with BTCS, develop media campaigns and special events to emphasize
educational opportunities and the benefit of obtaining the necessary skill sets to excel in
the work force.
5. In partnership with the Department of Economic Development, assist in the marketing
and promotion of a new web-based job posting platform to both employers and
prospective applicants.
6. Through the City’s various media platforms provide information related to City
sponsored environmental initiatives and sustainability programs.
7. In partnership with BTES, continue deployment, monitoring, and on-going refinement
of the Bristol Is Ready community livability marketing initiative.
8. Provide staff liaison support for the newly organized board of directors overseeing the
destination marketing efforts for the City of Bristol.
13FISCAL 2022
GOALS AND OBJECTIVES PROGRAM
IMPROVE EXISTING HOUSING/
PROTECT NEIGHBORHOOD QUALITY
IIIImprove Existing Housing / Protect Neighborhood Quality
I. Residential Neighborhoods
A. Public Works
1. Utilizing Community Development Block Grant Funds, continue sidewalk replacement
in the Fairmount area on Pennsylvania Avenue from Lynwood Street to Maple Street by
June 30, 2022.
2. Coordinate the design and commence the acquisition of right-of-way necessary for
advancement of the TDOT Transportation Alternatives Program Grant for installation
of sidewalks along Bluff City Highway from Lavinder Lane to Bristol Tennessee High
School by June 30, 2022.
3. Refresh approximately 10,000 linear feet of stone alleyway in the areas west of
Volunteer Parkway by June 30, 2022.
B. Community Development
1. Administer the historic preservation awards program that recognizes properties located
within the Downtown, Fairmount neighborhood, and Holston Avenue areas by March
31, 2022.
2. Facilitate community conversations focused on addressing social needs such as
transportation, after-school programming, drug abuse / recovery alternatives,
homelessness, workforce development, Downtown Day-Center, and adult education and
mental health needs.
II. Facilities and Equipment
A. Public Works
1. Complete the final phase of the Fairmount area water system improvement project
including new water mains on Kentucky Avenue from Maple Street to East Cedar Street,
Carolina Avenue from Maple Street to East Cedar Street, Poplar Street from
Pennsylvania Avenue to Georgia Avenue, Carolina Avenue from Cypress Street to
Taylor Street, Ash Street from Pennsylvania Avenue to Virginia Avenue, Spruce Street
from Tennessee Avenue to Kentucky Avenue, and Maple Street from Virginia Avenue
to Florida Avenue by June 30, 2022.
14III. Housing and Population
A. Community Development
1. Utilize CDBG funds to perform a minimum of eight emergency repairs on low-income,
owner occupied home by June 30, 2022.
2. Utilize a combination of CDBG/HOME funds to reconstruct one home for a low-income
homeowner June 30, 2022.
3. Utilize HOME funds to assist five families into home ownership or rehabilitation of
their home by June 30, 2022.
4. Utilize CDBG funds for neighborhood stabilization, including demolition of dilapidated
structures, sidewalk installation, etc., by June 30, 2022.
15FISCAL 2022
GOALS AND OBJECTIVES PROGRAM
ENHANCE CITY ATTRACTIVENESS/
CONTROL THE COST OF GOVERNMENT
IV
The City of Bristol, TennesseeEnhance City Attractiveness / Control Cost of Government
I. Quality of Life
A. Parks and Recreation
1. Host fifteen softball, baseball, or soccer tournaments at Whitetop Creek Park by June
30, 2022.
2. Host the 13th annual Ice Bowl tournament at the disc golf course by March 31, 2022.
3. Conduct the 11th annual dog swim at the municipal pool at the conclusion of the 2021
pool season.
4. Maintain designation for the 34th consecutive year as a “Tree City USA” by the National
Arbor Day Foundation and conduct an Arbor Day / Earth Day celebration by May 31,
2022.
5. Maintain the First Tee program at Steele Creek Golf Course with a minimum of 40 youth
participants during the program year.
6. In coordination with First Tee, host one youth golf tournament before June 30, 2022.
7. Continue the review of the Farmer’s Market program and explore opportunities for
program growth and funding enhancement.
8. Operate Steele Creek Golf Course to recover a minimum of 65% of costs during the
year.
9. Operate Steele Creek Park train with the goal of recovering 100% of operating costs
during the year.
10. Host two public events at Anderson Park by June 30, 2022.
11. Continue Tribute Musical Series at the Downtown Center with three events to be held
during the summer months.
12. Continue weekly music series at the Downtown Center with bluegrass music to be held
on Tuesday evenings and country or southern rock music on Thursday evenings during
the summer months.
13. Host a new music series on 6th Street one night per week during the months of June thru
August.
14. Host two new events at Steele Creek Park by June 30, 2022.
1615. In conjunction with Believe in Bristol, evaluate utilizing Anderson Park for community
events such as Celebrate Bristol on Fourth of July and a New Year’s Eve community
celebration on State Street.
16. In partnership with the pickleball community, research the opportunity to host a large
scale pickleball tournament including the selection of a large indoor venue for hosting
the event.
17. In conjunction with Public Works Department, complete necessary repairs to the
DeFriece Park pond overflow drainage infrastructure by March 31, 2022.
18. Prepare and implement the resurfacing of the tennis court surface at Ida Jones Tennis
Courts by October 31, 2021.
B. Police
1. Maintain the Police Department’s Citizen Recognition Program with an award to a
deserving citizen during the year.
2. Conduct two Citizens Police Academies and one youth academy during the year.
3. Host two week-long summer camps for at-risk youth during the year.
C. Public Works
1. Conduct the annual Bristol Transit Passenger Appreciation Day at the Downtown Center
by October 31, 2021.
D. Community Development
1. Pursue and obtain public and private funding for implementation of the initial phase of
the Comprehensive Trails and Greenways Plan by June 30, 2022.
2. In conjunction with the Park and Recreation staff, prepare research associated with the
potential development of an indoor / outdoor aquatic facility, senior center, and multi-
purpose indoor facility to allow for the hosting of events such as basketball, volleyball,
pickleball, and other tournaments to attract visitors to this community. The research
should consider market analysis, estimated project costs, and potential sites for the
facility.
E. Community Relations
1. Develop and distribute the quarterly community e-newsletter (City Voice).
2. Develop and distribute the employee newsletter (City Notes) on a monthly basis.
173. Develop and publish an end-of-year report for the community featuring highlights of
accomplishments during the previous calendar year by March 1, 2022.
4. Continue the development of an innovative litter reduction campaign to enhance the
visual image of the community.
5. Expand the City’s social media reach by 20% through the use of Facebook, Twitter,
Instagram, and YouTube.
6. Maintain an updated catalog of the environmental programs offered and supported by
the City on the City’s website.
7. Develop quarterly themes to provide community focus on a variety of events and
opportunities. The department should use s variety of media platforms in the
distribution of the quarterly themes.
8. Continue the public relations support of all departments in their external
communications and various programmatic needs. This includes support of economic
development efforts through proposal development and data mining, job fair oversight,
Community Development “listening sessions” and survey analysis, communication
strategy for East Cedar Street reconstruction project, adult education opportunities,
Police Department Facebook page, passenger rail initiatives, etc.
9. Study and implement youth involvement through a “Youth Council”. This effort should
provide their engagement in local government with a goal of enhancing student
awareness of the role of local government in the community and potential career paths
available.
10. Coordinate BTN programming content with BTES Channel 7 to enhance coverage of
topics of interest and avoid duplication of programming efforts.
II. Administrative
A. Fire
1. Monitor monthly EMS collections and identify strategies to maximize collections at no
less than 80% of allowable charges during the year.
2. In cooperation with the Tennessee Fire and Code Enforcement Academy, conduct
Advance Pump Operations training for newer firefighters to prepare for driver operator
certification.
3. Maintain the department’s child safety seat installation program. This goal includes the
conducting a recertification course during the fiscal year.
184. Maintain Bristol’s Essential Safety Training (BEST) program which encompasses all
community outreach, public education, fire prevention, and fire safety education
programs.
5. Conduct training in Apparatus Preventative Maintenance for all operators. This will
include small engine preventative maintenance training taught by in-house instructors.
6. Continue to place emphasis on development of in-house instructor certifications to
possess the capability of conducting all levels of EMS recertification in-house. This
includes the maintenance of all Emergency Medical Technician National Registry,
Tennessee EMS, and American Heart Association certifications.
7. Achieve 100% fire inspections of commercial structures by June 30, 2022.
8. Continue enhancement of the Fire Officer Training and leadership development
program.
9. Develop and implement a physical fitness / nutrition program for all firefighters to
enhance fitness among first responders.
B. Legal
1. Continue to enhance the collection efforts for delinquent property taxes, utility
payments, ambulance payments, and municipal court fines through the utilization of a
staff attorney assigned to theses duties.
2. Continue providing assistance to the City and the IDB in matters related to The Pinnacle
retail development and industrial development incentives and inducements.
3. Continue support of the various City boards and commissions such as the Planning
Commission, Board of Zoning Appeals, Beer Board and others.
4. Continue the representation of the City in matters related to Municipal and Juvenile
Courts.
5. In conjunction with the Municipal Judge and Finance Department, research the
outstanding unpaid municipal court judgements and determine a course of action for
collection.
6. Identify methods for advertising and selling surplus City property and property acquired
by the City as a result of tax sales that maximizes notice to potential buyers and provides
for on-line auction capability.
7. Research and recommend strategies for increasing the collection rate of delinquent
property taxes and debt.
198. Evaluate the statutory authority to expand the assessment of occupancy taxes to
properties utilizing on-line rental platforms by December 31, 2021.
9. Draft proposed amendments to the City’s Charter to address the selection of Mayor and
Vice Mayor consistent with revised dates for the City’s Municipal Election and the
seating of the legislative body in January of 2023.
10. In conjunction with Bristol, Virginia staff, review the existing by-laws related to the
governance and operations of the Bristol Public Library and make appropriate
recommendations to address areas of concern such as, funding of capital improvements;
employment status of library employees as it applies to workers compensation, health
and retirement benefits and unemployment compensation insurance; and the provision
of supporting services such snow removal, building maintenance, etc.
C. Finance
1. By July 31, 2021, review the prior year listing of businesses located within the Border
Region Retail Development District and update listing for any changes necessary, such
as additions or deletions. Submit the updated information to the State of Tennessee
Department of Revenue.
2. In partnership with the IDB and Pinnacle Partners, obtain supporting documentation for
all entities and prepare the Annual Border Retail Development District Summary of
Costs of the Economic Development Project Report and submit to the State of Tennessee
by July 31, 2021.
3. Review, by April 30, 2022, the latest sales tax situs report and Hall Income Tax reports
to ensure that tax receipts are being properly distributed.
4. Prepare the Comprehensive Annual Financial Report (CAFR) for the fiscal year ending
June 30, 2021, in the required format and receive a “Certificate of Achievement” for
financial reporting from the Governmental Finance Officers Association.
5. Complete the “Other Post-Employment Benefits” (OPEB) actuarial study by September
30, 2021.
6. Prepare the City’s Budget Document for the fiscal year ending June 30, 2023, and
submit the budget ordinance for Council approval with any prior year ordinance
amendments by May 2022.
7. In partnership with a nonprofit organization, continue the personal finance educational
opportunities developed during FY2021 for utility customers which are frequently
delinquent in paying their utility bills.
8. Issue a Request for Proposals for auditing services and contract with a firm to perform
the annual independent audit by February 28, 2022.
209. Review unclaimed property of the City and complete the process to report funds to the
State of Tennessee in the proper manner by November 30, 2021.
D. Administration
1. Host an after-hours coffee meeting with local vendors to encourage participation in the
local procurement process and assist in learning how to conduct business with the City
by June 30, 2022.
2. Assess leadership training needs for entry level management throughout the
organization and update the “Manager’s Curriculum” developed in FY2021
concentrating on specific departmental needs.
3. In conjunction with the City’s third party administrator and consultant, evaluate the self-
funded health insurance plan to ensure financial stability and determine program
changes that will encourage a healthy life style and lessen health care costs.
4. In conjunction with the City Attorney, update and distribute a revised version of the
City’s employee handbook by December 31, 2021.
5. Monitor cost and savings of City Clinic operations. Carefully consider providing
additional clinic hours. Continue education with employees in order to maximize
utilization. In addition, enhance wellness and disease management programs consistent
with needs of staff to encourage healthy life styles.
6. Develop a program to increase organizational focus on employee safety protocols and
enhance awareness through a creative training program.
E. Juvenile Court
1. Court will seek to expeditiously set hearings within sixty days of cases being filed to
facilitate timely resolution of cases.
2. Administer juvenile cases informally to avoid the utilization of the court system when
conditions support this method as an alternative.
3. Reduce recidivism of alcohol and drug offenses by providing more intense individual
treatment through various agencies such as Camelot and Frontier Health for cases
having prior alcohol and drug abuse issues.
4. Court staff, along with Juvenile Judge, annually address students within Bristol
Tennessee City Schools regarding such topics as bullying, drug / alcohol abuse, sexual
abuse, and truancy issues.
5. Juvenile Court will establish an Anti-Bullying Hotline, with all calls being investigated
by law enforcement or Juvenile Court staff.
216. Enhance the existing Teen Court Program to address issues that would otherwise be
heard formally by the Juvenile Court Judge. Emphasis will be placed on addressing
school truancy.
7. In conjunction with BTCS and other community partners, seek solutions to homeless
issues involving teens.
8. In conjunction with BTCS, continue the Attendance Review Committee to reduce
truancy petitions from formally appearing in Juvenile Court.
9. Cross-train Court staff to obtain proficient skills in all areas of Court services including
Deputy Clerk and Court Manager.
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