City Council Workshop or Special Called Meeting

CITY COUNCIL WORKSHOP WEDNESDAY - DECEMBER 28, 2022 - 5:30 PM Notice of AGENDA City Council Chamber/Municipal Courtroom 2801 Ranch Road 1869 Liberty Hill, TX 78642 Angela Jones Crystal Mancilla Amanda L Young Will Crossland Chris Pezold Liz Branigan LIVE VIDEO ACCESS AND RECORDINGS The live video link will be on the City's Facebook page. Following the meeting, the link for the live meeting will be removed. The recording of the meeting will be placed on the City's webpage: www.libertyhilltx.gov PLEASE SILENCE YOUR CELL PHONES 1) CALL TO ORDER AND ESTABLISH QUORUM 2) REGULAR AGENDA a) Discussion regarding the Strengths, Weaknesses, Opportunities and Threats (SWOT) Analysis. (City Administrator Paul Brandenburg) Agenda Cover page CC 12.28.22 SWOT.pdf Government SWOT Analysis - Strategies.pdf 3) ADJOURNMENT 1 The City Council, Boards, and Commissions reserve the right to reconvene, recess, realign, change the order of business, or adjourn into Execu ve Session at any me during the course of the mee ng, prior to adjournment, to discuss any item listed above, as authorized by Texas Government Code Sec on §551.071 (Consulta on with A orney), §551.072 (Delibera ons about Real Property), §551.073 (Delibera ons about Gi s and Dona ons), §551.074 (Personnel Ma ers), §551.076 (Delibera ons about Security Devices), and §551.087 (Development). In compliance with the Americans with Disabili es Act, the City of Liberty Hill will provide reasonable accommoda on for persons a ending mee ngs. To be er serve you, requests need to be received 48 hours prior to the meeting. Contact the City Secretary at 512-778-5449 – Extension 125. POSTING CERTIFICATION: I, ELAINE SIMPSON – CITY SECRETARY – CITY OF LIBERTY HILL certify that the attached notice of meeting was duly posted on the bulletin board at City Hall located at 926 Loop 332, Liberty Hill, Texas 78642 and on the City website (www.libertyhilltx.gov) on the ______ day of ____________________, 202_ at ______. Elaine Simpson – City Secretary. REMOVAL CERTIFICATION: I ELAINE SIMPSON – CITY SECRETARY – CITY OF LIBERTY HILL certify that the attached notice of meeting was removed from the bulletin board at City Hall located at 926 Loop 332, Liberty Hill, Texas 78642 on the ______ day of __________________, 202_ at _______. INITIALS _______ 2  CITY COUNCIL WORKSHOP CITY COUNCIL WORKSHOP WEDNESDAY - DECEMBER 28, 2022 2801 Ranch Road 1869 - Liberty Hill AGENDA ITEM 2.a Discussion regarding the Strengths, Weaknesses, Opportunities and Threats (SWOT) Analysis. (City Administrator Paul Brandenburg) 3 City Council Meeting Date: December 28, 2022 Item No. Requested By: City Administrator Paul Brandenburg Submitted/Prepared By: City Administrator Paul Brandenburg Type : Regular Agenda, Presentation, Discussion, and Possible Action AGENDA ITEM COVER SHEET ITEM/TITLE: City of Liberty Hill Strengths, Weaknesses, Opportunities, and Threats (SWOT) Analysis and Recommended Strategies AGENDA ITEM WORDING : Presentation, Discussion, and Possible Action on the City of Liberty Hill’s Strengths, Weaknesses, Opportunities, and Threats (SWOT) Analysis and Recommended Strategies EXECUTIVE / BACKGROUND SUMMARY: On July 23, 2022, the City Council spent a day on a planning and visioning retreat. From that work the City Council created a Vision, Mission Statement, and Core Values. Another exercise that was included in that day’s strategic planning session was conducting a SWOT Analysis for the Liberty Hill Community, and one for the Liberty Hill Municipal Government. This agenda item is to review the City Council’s SWOT Analysis for the municipal organization, and the strategies that have been added to each category. FISCAL NOTES/FINANCIAL BACKGROUND/FINANCIAL IMPACT: TBD in the City’s Capital Improvement Plan, and Budget ATTACHMENTS: 1. City of Liberty Hill SWOT Analysis and Recommended Strategies Page 1 of 1 4 Government SWOT Analysis and Strategies DRAFT STRENGTHS 1. Employees and a Strong, Supportive, and Committed Staff • Create a competitive pay plan and structure • Create a merit-based performance review system • Continue to recruit quality employees • Invest in employee’s education and ongoing professional training • Education reimbursement • Create clear career tracks and promotional opportunities • Create a succession plan • Cross- training of employees in sensitive operational areas • Implement a City-wide formalized training for employees and supervisory employees • Adopt Certification Pay • Ensure that staff has the proper equipment and tools to perform their jobs successfully • Create a new culture based upon agreed Core Value • Updated and audited job descriptions 2. Wastewater Plant • Complete the South wastewater plant expansion • Complete the North plant expansion • Identify westerly property and create a public private partnership for a western plant • Pursue opportunities for water reuse 5  • Implement strategies identified in the Water and Wastewater Masterplan • Review of wastewater rates and wastewater impact fees • Monitor Living Unit Equivalents (LUE’s) on a regular basis and report to the City Council at their regularly scheduled meetings 3. Downtown • Completion of the Downtown Strategic Plan • Continued work and implementation of the Downtown Revitalization Committee’s work on their Action Plan • Increased efforts and cooperation by the Economic Development Corporation to invest in downtown opportunities • Inclusion of Downtown Projects into the City’s Capital Improvement Plan • Pursue grant opportunities through the County, State, and Federal Governments and other Agencies • Planning for future utilization of the Stubblefield and Forest Street Properties • Enhance and grow the Downtown Experience 4. Communications Department • Continue to market the City, the Downtown, and City Special Events and Festivities • Promote Tourism and Destination Liberty Hill • Proactively address City issues and interaction with the community and media • Assist the City in promotion of active initiatives and projects (Comprehensive Plan, EDC Strategic Plan, Downtown Strategic Plan, Water and Wastewater Masterplan, Water Workshop, etc.) 6  • Continue and create new programs such as Liberty Hill University, a Newcomers Program, Lunch with the City Administrator, Mayor Monthly Letter, etc. 5. Parks and Recreation Department • Update of the City’s Park Masterplan • Creation of a Muni masterplan for City Park including phases and funding • Opening of the new Aquatic Center • Pursuit of a partnership for the operations of Foundation Park • Coordination of a comprehensive hike, bike, sidewalk, and trail system throughout the City and extraterritorial Jurisdiction • Implementation of parkland dedication into a 501 c3 for grant matching purposes • Formalized plan and process for tree dedication funds • Formalized plan and process for parkland dedication funds • Expansion of staff and equipment to meet growing demands and workload • Expand and improve event venue spaces • Enhancement and utilization of abundant natural resources 6. Police and Municipal Court • Complete the Conceptual design and information for a new Public Safety Facility • Work with Finance and others on funding sources and mechanism for the financing of a new Public Safety Facility • Work with Administration, Communications, and Finance on a potential informational campaign for a new Public Safety Facility 7  • Recruit quality, trained and experienced officers and staff • Implement best practices for law enforcement and municipal court • Pursue technology and innovation to enhance operations • Improve policies and procedures for promotions and testing • Create and adopt Standard Operating Procedures (SOP’s) to be reviewed by Human Resources 7. Supportive City Council, Committees, and Staff • Continue Annual City Council Planning and Visioning Retreat • Committees to have Quarterly 1:1 Workshops with the City Council • Committees and Council to conduct a year-end joint meeting of major accomplishments and next year’s goals and objectives • Committees to improve reporting mechanisms to the City Council • Establish communication with County, State, and ISD officials • Receive clear expectations and directives from the City Council • Departments and staff to be responsible and accountable and take ownership of initiatives and projects. 8. Young, Educated Citizens • Utilize technology, the Community Cyber Bulletin Board, and social media to inform, educate and engage the citizenry • Continue Liberty Hill University • Create a Newcomers Program • Develop a “Mock Trials” program for Municipal Court 8  • Promote a Drive along Program for the police department 9. Cohesive Community • Protect, preserve, and enhance what Liberty Hill is and stands for • Utilize the update of the Comprehensive Plan to provide a vision for the community • Proactively stave off the perception or reality of a West/East Liberty Hill • Creation of Gateway signage into the community • Changing a portion of Loop 332 to be named “Main Street” for the Downtown • Respect and appreciate diversification 10. Time of Prosperity • Maximize the ability to grow commercial and retail opportunities in the community. • City Council and staff to be creative, innovative, and forward thinking with projects and initiatives • Grow primary jobs and job opportunities • Reinvest sales tax back into the local economy • Investment of private/public funding in all sectors of the economy • Utilize developer fees to improve infrastructure and parks 11.Understanding with the Community • Creation of a State of the City Report and or Meeting • Development of ongoing community surveying instruments 9  • Identifying key benchmarking criteria for each department • Participation in Homeowners Association Meeting WEAKNESSES 1. Relationship with County Entities • Create and foster an environment of respect and cooperation and not antagonism • City Councilmembers to conduct monthly/bi-monthly 1:1 meetings with Precinct 2 Commissioner • City to share relative and important planning documents with the County staff and elected officials • Identify key issues for the City and share with the County on solutions and strategies • City to review Commissioner’s Court Agendas and minutes for potential issues/items impacting the City • Staff to continue meeting and dialogue with County peers 2. Not enough reward for small businesses • Implementation of the Economic Development Corporations grant programs • Create small business education seminars in conjunction with he Chamber of Commerce • Economic Development Corporation to create and implement a small business retention and outreach program 10 3.Staying Focused to Take Real Action • Ongoing formal quarterly discussion and dialogue with City staff and the City Council on community priorities, implementation strategies, funding sources, and required Council actions. 4.Don’t Make the Same Mistakes as in the Past • Staff to develop a comprehensive list of “what” mistakes were made and “Why” • Staff to develop plans of actions to improve policies, procedures, and practices both formal and informal to eliminate these Mistakes in the Future • List and strategies to be shared with the City Council • Develop a Scoresheet of what has been accomplished, what is still outstanding, and what is the timeline for completion • Be consistent in processes by developing improved forms, checklists, flow charts, steps, FAQ’s, etc. for the public and customers • Thoroughly analyze and vet all new development and 380 Agreements 5.Lack of Infrastructure Planning and Funding • Creation of a Water and Wastewater Masterplan including rate and impact fee review • Creation of a formalized Capital Improvement Plan • Implementation of the Transportation Improvement Plan • Implementation of the Road Maintenance Program • Implementation of the City Facility Plan • Implementation of improvements and upgrades to necessary Downtown old/failing infrastructure including financial sources from the public and private sector 11 6.Rapid Growth • City Council to evaluate policies on growth (No new Municipal Utility Districts, in-City development only, prioritization of commercial and retail, limited residential and multifamily) • Analyze additional tools for having development pay for growth and development • Private development to pay for new required infrastructure, i.e. water, wastewater, roads, facilities • Grow the City’s tax base, sales tax, new job creation 7.City Outsourced Professional Services • Staff to hold Professional Service Providers accountable for timeliness, deliverables, and work product that is professional and meets the City’s expectations for service delivery • Contracted professional services to conduct weekly/bi-weekly project review calls with staff • Staff to conduct quarterly meetings with contracted professional services to discuss performance, issues, and desired outcomes • Staff to create an evaluation process of ALL contracted services to include formal review sheets, ratings, and recommendations on annual basis 8.Perception of the City from the Citizens, and Business and Development Community • Be transparent in everything that we do 12  • Celebrate all the good via webpage, social media, and other communications • Promote and deliver outstanding customer service every day • Create exit surveys for development service customers to complete and use information for process improvements • Continue Liberty Hill University • Conduct quarterly Developer Q/A Sessions • Coordinate with the Chamber and the Economic Development Corporation business outreach and education • Development Services to create application flow charts, How To? and FAQ’s for the public and customers • Examine the creation of a quarterly City Newsletter 9.Code Enforcement • Evaluate the current strategy of Voluntary Compliance vs. Enforcement • Implementation of a Rent a Tool Program • Assistance from church groups or court community required community service for property cleanup • Institute a community Beautification award Program • Expand the annual Community Dumpster Program to targeted neighborhoods 10.Human Resources • Improve Recruiting of a diverse workforce • City-wide and department specific training OPPORTUNITIES 1.Do it right, grow right 13  • Implementation of the Comprehensive Plan • Adopt Smart Growth Best Practices 2. Money for Sewer • Complete Water and Wastewater Masterplan and Rate and Impact Fee Review • Complete 5 Year Capital Improvement Plan 3.Invest wisely in Infrastructure • Complete the Comprehensive Plan • Complete the Water and Wastewater Masterplan • Implement the Transportation Plan • Implement the Street Maintenance Plan • Complete the City’s Capital Improvement Plan • Complete the Downtown Strategic Plan • Complete the Economic Development Strategic Plan 4.Signage • Being Reviewed as Part of the Comprehensive Plan • Separate out Downtown Signage from other Districts 5.Downtown • Completion of the Downtown Strategic Plan • Continued work and implementation of the Downtown Revitalization Committee’s priorities on their Action Plan • Increased efforts and cooperation by the Economic Development Corporation to invest in downtown development opportunities • Inclusion of Downtown Projects into the City’s Capital Improvement Plan • Pursue grant opportunities through the County, State, and Federal Governments and other Agencies 14  • Planning for future utilization of the Stubblefield and Forest Street Properties • Enhance and grow the Downtown Experience 6.Partner with Foundation Board for Park • Send a Letter from the City regarding Council Action on fee waivers and utility connections to the new and old libraries • Incorporate Foundation Park into the Parks Masterplan as well as creating a Muni Masterplan for Foundation Park 7.Better work with Economic Development Corporation • Hiring of a New Economic Development Director • Updating and adoption of the EDC Bylaws • Creation of Regular Reports and Communication to the City Council • Adoption and Implementation of the EDC Strategic Plan 8.Community Lift Station • Finalize Easement Acquisition. • Bid Project • Commence Construction 9.Relationships with school board, neighboring cities and County • Conduct an Annual Meeting with the City Council and LHISD Board • Share all City Plans with the ISD and vice versa • City Administrator to continue 1:1 Monthly Meetings with the ISD Superintendent • Create and foster an environment of respect and cooperation and not antagonism with the ISD, County, and State 15  • City Councilmembers to conduct monthly/bi-monthly 1:1 meetings with the Precinct 2 Commissioner • City to share relative and important planning documents with the County staff and elected officials • Identify key issues for the City and share with the County on solutions and strategies • City to review Commissioner’s Court Agendas and minutes for potential issues/items impacting the City • Staff to continue meeting and dialogue with County peers • TXDOT to conduct a Transportation Open House in the City at least Once a Year 10.Take advantage of newfound prosperity to build quality infrastructure • Creation of a Water and Wastewater Masterplan including rate and impact fee review • Creation of a formalized Capital Improvement Plan • Implementation of the Transportation Improvement Plan • Implementation of the Road Maintenance Program • Implementation of the City Facility Plan • Implementation of improvements and upgrades to necessary Downtown infrastructure including financial sources from the public and private sector • Pursue Public Private Partnerships (P3) to Finance the Infrastructure 11. Rebuild Relationships with Developers • Create exit surveys for development service customers to complete and use information for process improvements • Conduct quarterly Developer Q/A Sessions • Coordinate with the Chamber and the Economic Development Corporation business outreach and education 16  • Development Services to create application flow charts, How To ? and FAQ’s for the public and customers 12. Keep together with one focus • Continue Annual City Council Planning and Visioning Retreat • Committees to have Quarterly 1:1 Workshops with the City Council • Committees and Council to conduct a year-end joint meeting of major accomplishments and next year’s goals and objectives • Committees to improve reporting mechanisms to the City Council • Establish communication with County, State, and ISD officials • Receive clear expectations and directives from the City Council • Departments and staff to be responsible and accountable and take ownership of initiatives and projects. 13.Smart Growth and Building the City We Want • Implementation of the City’s Updated Comprehensive Plan 14.Prioritize Infrastructure • Creation of a Water and Wastewater Masterplan including rate and impact fee review • Creation of a formalized Capital Improvement Plan • Implementation of the Transportation Improvement Plan • Implementation of the Road Maintenance Program • Implementation of the City Facility Plan • Implementation of improvements and upgrades to necessary Downtown infrastructure including financial sources from the public and private sector 15.Hiring Right Staff 17  • Updated Job Descriptions • Conduct the Salary Survey • Keep Pay Plan up to Date • Cast a Broad Net when Recruiting • Don’t Ever Settle Just to Fill the Position • Internal Promotions • “Acting” Appointments 16.Parks and Colleges • Pursue Opportunities for Park Expansion including Community Parkland, Neighborhood Parks, and Pocket Parks • Create a Plan for the Usage of Parkland Dedication Fees for What and Where • Analyze the Pros and Cons and Impacts of a Local Austin Community College • Create Summer and Fall Internships 17.Economic Development for Small Businesses • Implement EDC Grant Programs • EDC to conduct Seminars and Educational Outreach • Partnerships with the Chamber of Commerce • Small Business Visits and Retention • 18.Downtown Attraction and Tourism 18 Downtown Attraction and Tourism • Create a Destination for Dining, Shopping, Events, and Livability 18  • Implement the Downtown Revitalization Committees Action Plan Strategies • Adopt and Implement the Downtown Strategic Plan • Develop and Expanded Marketing Plan for the Downtown. THREATS 1.County Halting Operation Liberty Hill • Facilitate conversations and agreements for Operation Liberty Hills continuance of operation within the community including application to the City for annual community grant funding 2.Not Keeping up with Transportation • Updating and Implementation of the City’s Transportation Improvement Plan (TIP) • Relationships and Transportation Planning with TXDOT • Relationships and Transportation Planning with Williamson County • Relationships and Transportation Planning with CAMPO • Mandated Traffic Impact Analysis (TIA) for all developments including the School District • Transportation Improvements negotiated in to all future Development Agreements 19 3.Water Sources and Supply • Continue Trinity Aquifer Well Drilling Program • Partnership with the City of Georgetown for Carrizo Water • Examination of Edwards Aquifer Groundwater • Discussion with the City of Georgetown for More Permanent Water Delivery • Review Contractual Agreement with the City of Leander for the Production of Water to Liberty Hill from Lake Travis and How Much AcFy Year • Discussions with the City of Bertram and Gandy Water • Options for Future Water Re-use, Sales, and Consumption • Conduct a Public Water Meeting by the End of 2022 as a Follow-up to the Water Briefing in Spring of 2022 4.Hornesville to the East taking businesses • Create a Concerted Strategy to grow the City’s Commercial and Retail Base • Actively Recruit Commercial and Retail to the City to Identified Tracts of Land 5.East vs. West City • Work with the LHISD to promote One Community 6.TxDot and County with Roads and Traffic • Updating and Implementation of the City’s Transportation Improvement Plan (TIP) • Relationships and Transportation Planning with TXDOT • Relationships and Transportation Planning with Williamson County • Relationships and Transportation Planning with CAMPO • Mandated Traffic Impact Analysis (TIA) for all developments including the School District 20  • Transportation Improvements negotiated into all future Development Agreements 7.TxDot Control Over 29 • Examine any Potential Options and Costs and Identify Key and Strategic Sections of Roads 8. TCEQ & Sewer Plant • Continue to Monitor and Litigate as necessary • Create a Consortium of other Utilities that may be impacted by TCEQ Decision and Rulemaking 9.Dependency on Other Cities and Entities • Create a list of What other Cities or Agencies that the City Depends on for Services • Evaluate the Costs and Benefits of Becoming more Interdependent 10.Unfounded Public Gossip, Accusations, Perceptions, and Misconceptions • Correct any Misinformation Immediately About Hearing About It. • Be Proactive and Get Out In Front of Potential Controversial Items • Anticipate any Negative That May Arise and Communicate accordingly 11.State and County Government failure to do their jobs with regards to Liberty Hill for Infrastructure and Transportation • Updating and Implementation of the City’s Transportation Improvement Plan (TIP) 21  • Relationships and Transportation Planning with TXDOT • Relationships and Transportation Planning with Williamson County • Relationships and Transportation Planning with CAMPO • Mandated Traffic Impact Analysis (TIA) for all developments including the School District • Transportation Improvements negotiated into all future Development Agreements 12.Not being able to make the Changes the Community Wants • Analyze through the Comprehensive Plan, Survey Instruments, and other Feedback as to what is not being done. • Identify WHY These Items are not being done – Not planned? Planned but Not Started? In Process? Too Costly? What Other Impediments? 13.Bad Development Deals • As Older Development Agreements come up, Review for Validity, Applicability, Enforceability, and Potential for Renegotiating Terms • Ensure that all future Development Agreements have been Thoroughly Reviewed and Vetted 22