Special City Council Meeting and Workshop

AGENDA Special City Council Meeting and Workshop 5:00 PM - Tuesday, February 9, 2021 Terrell Police Headquarters, 1100 N. State Highway 34, Terrell, TX Mayor Rick Carmona Council Members District 2 - Grady Simpson District 3 - Mayrani Velazquez District 4 - Charles Whitaker District 5 - Tim Royse City Manager Mike Sims NOTICE IS HEREBY GIVEN that the Terrell City Council will conduct a Special City Council Meeting and Workshop at 4:30 p.m. on Tuesday, February 9, 2021, at Terrell Police Headquarters located at 1100 N. State Highway 34. The meeting is open to the public with limited seating in the Rosenbaum Room. Recommendations of the CDC regarding social distancing will be practiced during the course of the public meeting to slow the spread of the Coronavirus (COVID-19). If you choose not to attend in person and you wish to submit public comments, email support@cityofterrell.org and title the email ”Public Comment”. All public comments submitted by 12:00 pm on Tuesday, February 9, 2021 will be provided to the City Council members and read into the record for the Tuesday, February 9, 2021 City Council Meeting. Page 1. CALL TO ORDER 2. INVOCATION 3. PLEDGE TO AMERICAN FLAG AND TEXAS FLAG. 4. HEAR REMARKS FROM VISITORS. This time is set aside on the agenda to invite any person to address the Council on issues not subject to a public hearing. Routine administrative Page 1 of 60  matters are best discussed with the appropriate City Staff before bringing them to the Council. Prior to the meeting, please complete a "Citizen Participation Form" and present it to the City Secretary. In accordance with the Texas Open Meetings Act, Section 551.042, the City Council cannot discuss, consider, or take action on matters not listed on the agenda. Speakers should limit their comments to 3 minutes and are asked to speak into the microphone provided, identifying themselves for the record. The total amount of time set aside for this place on the agenda is 15 minutes. Comments of a personal nature directed at the Council or Staff are inappropriate. 5. BUSINESS ITEMS 5.1. Discuss and Consider Resolution No. 1013, A Resolution Of The City 4 - 6 Council Of The City Of Terrell, Texas, Urging The State Legislature To Pass A Bill Allowing Cities With Historically Black Colleges And Universities To Be Included In The State Law Definition Of "Small Cities With College Bracket”. Resolution No. 1013 6. DISCUSS STRATEGIC PLAN 6.1. Discuss Strategic Plan Overview. 7 - 15 Strategic Plan Strategic Plan FY22 6.2. Discuss Police Department Strategic Goals. 16 - 26 Strategic Plan Update 2021 police department 6.3. Discuss Animal Control Department Strategic Goals. 27 - 30 Strategic Plan Update 2021 animal control 6.4. Discuss Fire Department Strategic Goals. 31 - 49 3 year Strategic plan FIRE 6.5. Discuss Emergency Management Department Strategic Goals. 50 - 52 3 year Strategic plan EM 6.6. Discuss Public Information Office Strategic Goals. 53 - 56 PIO Goals 6.7. Discuss City Secretary Office Strategic Goals. 57 - 59 City Secretary Office Goals 6.8. Discuss Comprehensive Plan Strategic Goals. 60 Comp Plan Slide Page 2 of 60 7. ADJOURN INTO EXECUTIVE SESSION IN ACCORDANCE WITH SECTION 551 OF THE TEXAS GOVERNMENT CODE TO DISCUSS THE FOLLOWING: Section 551.072 Deliberations Regarding Real Property. Section 551.087 Deliberations Regarding Economic Development Negotiations. 8. RECONVENE INTO REGULAR SESSION AND CONSIDER ACTION, IF ANY, ITEMS DISCUSSED IN EXECUTIVE SESSION. 9. ADJOURN. I, the undersigned authority, do hereby certify that the above NOTICE OF MEETING of the Governing Body of the City of Terrell is a true and correct copy of said NOTICE, which has been posted on the front OUTDOOR BULLETIN BOARD CABINET FOR AGENDAS of the Terrell City Hall, Terrell, Texas, a place convenient and readily accessible to the General Public and on the website at cityofterrell.org, and which has been continuously posted for a period of seventy-two (72) hours prior to the date and time said meeting was convened. Posted Friday, February 5, 2021 –5:00 p.m. _______________________________________ Dawn Steil, City Secretary This facility is wheelchair accessible and accessible parking spaces are available. Requests for accommodations or interpretive services must be made 48 hours prior to this meeting. Please contact the City Secretary’s office at 972-551-6600 for further information. Braille is not available. Council Reserves the Right to Adjourn into Executive Session to Seek Legal Counsel on a Matter Which the Canon of Legal Ethics Demands to Preserve the Attorney-Client Privilege Pursuant to Section 551.071(2) of the Texas Government Code. Page 3 of 60 ITEM 5.1. RESOLUTION NO. 1013 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF TERRELL, TEXAS, URGING THE STATE LEGISLATURE TO PASS A BILL ALLOWING CITIES WITH HISTORICALLY BLACK COLLEGES AND UNIVERSITIES TO BE INCLUDED IN THE STATE LAW DEFINITION OF ‘SMALL CITIES WITH COLLEGE BRACKET”. WHEREAS, the Hotel Occupancy Tax (HOT) was introduced in 1959; and WHEREAS, the State Legislature has enacted a series of updates and brackets establishing different tax rate maximums and different rules for a variety of classifications of cities; and WHEREAS, there exists a bracket of communities commonly referred to as the small cities with colleges bracket which are allowed a 9% maximum rate; and WHEREAS, the definition of colleges in the current state HOT legislation inadvertently excludes certain Historically Black Colleges and Universities. This means that Terrell and Southwestern Christian College, which would otherwise qualify, are treated differently under State Law than comparable small cities with colleges. WHEREAS, The passage of the proposed bill would give the four cities in Texas – Terrell, Prairie View, Hawkins, and Marshall – the option to increase their taxes to support cooperative tourism programs and college visitation, thereby increasing equity between all small cities with colleges of a variety of types; and WHEREAS, the tax rate increase would be paid exclusively by those staying in hotels of the affected cities; and WHEREAS, the Terrell City Council finds that the Policy for Hotel Occupancy Taxes for Historically Black Colleges and Universities attached hereto (Exhibit “A”) is in the best interest of the citizens, property owners, businesses and visitors of the City of Terrell. NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF TERRELL, TEXAS: Section 1. The Terrell City Council hereby adopts Exhibit “A” attached hereto as the official policy that shall govern the approval, execution, qualification and payment of City funds expended for Public Art. Section 2. That this Resolution shall take effect immediately from and after its passage. Page 4 of 60 ITEM 5.1. PASSED and ADOPTED by the City Council of the City of Terrell this ____ day of February, 2021. ___________________________ Rick Carmona, Mayor Attest: _______________________ Dawn Steil, City Secretary Page 5 of 60 ITEM 5.1. Exhibit "A" Page 6 of 60 ITEM 6.1. FY22‐FY24 Strategic Plan Workshops Timeline February 2 Council Discussion February 9 Police/Fire/City Manager February 16 Human Resources/Housing/Finance February 23 Engineering/Utilities/Public Service March 2 Municipal Development/Library/IT March 9 Council Discussion Page 7 of 60 ITEM 6.1. Preliminary Draft City of Terrell Strategic Plan FY22, FY23, FY24 Page 8 of 60 ITEM 6.1. Strategic Plan Themes The Themes 1. Our Citizens benefit when we are efficient and relentless: Operational Goals 2. Our Citizens benefit when we are the partner of choice: Partnership Goals 3. Our Citizens benefit when we are is a great place for commercial investment and job creation: Development Goals 4. Our Citizens benefit when we are diligent in maintaining and enhancing infrastructure: Construction Goals 5. Our Citizens benefit when we set and achieve Quality of Life benchmarks: Quality of Life Goals Page 9 of 60 ITEM 6.1. Our Citizens benefit when we are efficient and relentless Major Operational Goals  Add multiple staff in Police Department to meet growth in calls/demand for service and to maintain/improve recent anti-narcotics successes  Add multiple staff in municipal development to improve customer service and stay ahead of development  Stabilize operations with single new positions for finance clerk, assistant city manager, assistant fire marshal  Keep the budget growing to meet out city’s needs  Expand library and youth recreation staff concurrent with budget availability to grow programs  Train, evaluate and retain the dedicated staff we have  Plan for retirements and cross train for resilience  Expand Spanish language skill sets  Add Downtown security and “polish” functions  Crisp and clean everyday  Control IT spending while enhancing IT footprint  Maintain balanced annual approach to fleet Page 10 of 60 ITEM 6.1. Our Citizens benefit when we are the partner of choice Major Partnership Goals  Utilize regional animal shelter for pay-per-night services  Utilize Garland/Mesquite radio system for emergency communication improvements  Update NTMWD contract for growth and access to capital funds  Plan new county sub courthouse with new municipal court element  Negotiate partial CCN buyouts ahead of growth demands  Work with NCTCOG/RTC on a wide range of grants and cooperative programs  Work with TXDOT to improve maintenance, lower costs and obtain benefits from state capital investment  Improve partnerships with TSHS/TDEM to put Covid-19 behind us and improve resiliency  Negotiate voluntary annexations and new TIRZ Districts with surrounding major land owners  Partner with NETRMA on outer loop planning and creative infrastructure finances  Implement projects from the County Transportation Interlocal Agreement Page 11 of 60 ITEM 6.1.  Enhance workforce, school district, TVCC, and other education partnerships Page 12 of 60 ITEM 6.1. Our Citizens benefit when Terrell is a great place for commercial investment and job creation Major Development Goals  Update comprehensive plan zoning and subdivision ordinances to raise the standard  Attract and open new retail, restaurants, lofts and entertainment downtown  Support great mixed use hubs in Downtown, Crossroads, and TVCC Health Science Center; support a great retail destination at Shops at Terrell  Foster high quality development and preservation in the Big Brushy Creek corridor by partnering for water, sewer, outer loop improvements with a variety of partners  Promote more high quality residential infill  Attract more quality, high wage employers  Add a university presence and a hospital/medical center Page 13 of 60 ITEM 6.1. Our Citizens benefit when our core infrastructure meets the needs Major Construction Goals  Build Temple, Blanche and South Alley as concrete complete streets  Reconstruct North Alley, sections of Apache Trail and Metro Drive  Reconstruct the Mukleroy Building to serve as a destination amenity  Select and engineer the road, water, sewer, drainage sidewalks, lighting and parking for the Town Square Development, including quiet zones and complete streets on US 80 and Spur 226  Identify and engineer a second NTMWD take point as well as the water distribution system for big brushy creek corridor development  Acquire land for a new library/community center, 3 fire stations, park expansions, lake area protection zones  Fully implement smart water meters  Finalize Kings Creek WWTP improvements  Complete the US 80, FM 148, SH 205 reconstruction  Work with TXDOT to start construction on IH 20 frontage rows at FM 148  Implement enhanced approaches to street maintenance based of robotics/SPI  Implement enhanced approach to storm water based on drainage study Page 14 of 60 ITEM 6.1. Our Citizens benefit when we set and achieve quality of life benchmarks: Quality of Life Goals Quality of Life Goals  Design and Perform a thorough Quality of Life Audit  Utilize the results of the Quality of Life Audit to set a range of Quality of Life Goals  Establish Financial Plans and Partnerships necessary to build and operate the Capital Improvements and/or Operational Improvements identified in the Audit Page 15 of 60 ITEM 6.2. 1 Police Department Page 16 of 60  ITEM 6.2. Police Department 911 Communications Center • Where we are – Communications Dispatched 53,287 calls for service in 2020. – They answered 14,720 911 calls and 99,723 telephone calls. – Current staffing level is 8 with two current openings. – There are times when only one dispatcher is on duty. – Black & Veatch study conducted in February 2016, recommended staffing levels at 15 dispatchers. Our call load in 2016 was 29,000. – We have two open positions which are challenging to fill because we are not competitive with surrounding agencies. – Current dispatch pay is $17.47 an hour. Wood County pays Page 17 of 60 $19.89 starting. 2  ITEM 6.2. Police Department • The Next 3 Years • Centralized Countywide dispatch is not a solution. • The county calls for service load would be overwhelmed by the addition of our calls for service. • We need to develop a staffing plan that can add dispatchers over the next 3 years. • To add dispatchers we will need to be competitive with pay and increase compensation for certification pay. – Dispatchers are a critical part of the public safety operation. They are the first voice that a person in an emergency hears. Their training and professionalism are paramount to the mission of the Page 18 of 60 department. We need the best we can hire. 3  ITEM 6.2. Police Department • Police Goals • 2.1.2 Implementation of Cutting Edge Technology – Integration of License Plate Readers to our fleet for better crime solving and narcotics detection. – Upgrade current dash and body cam systems this budget. – Develop and implement real-time crime detection systems for the Downtown and American Way area. Page 19 of 60 4  ITEM 6.2. Police Department • Police Goals • 2.1.3 Partner with the Community – Ongoing » Citizens Police Academy Postponed COVID-19 • The CPA alumni will form Chief’s advisory board. » Unidos Postponed COVID-19 » Crime Stoppers Page 20 of 60 5  ITEM 6.2. The Terrell Police Department is committed to “partnership based policing” philosophy as the fundamental manner in which we interact with the community and deliver police services. Officers are encouraged to work in a collaborative manner with community partners, school district partners, business partners and regional agency partners in a shared commitment to address conditions that give rise to crime, the fear of crime, disorderly conduct and unsafe roadways. Page 21 of 60 6  ITEM 6.2. Police Department • Uniformed Division Today – The Department currently has 22 officers assigned to the patrol division. These officers are the backbone of the agency. – All calls for service start with them and they are the departments ambassadors to the community. – As the city grows, calls and expectations for police service increase. 2020 ended with 53,287 calls for service. We do not have enough patrolmen to handle the work load or the extra expectation of services. – Average face to face time spent on a call is 9 minutes. This is not enough time to address the root problems of domestic violence an community issues. – We have become a reactive department not a proactive one. CFS Time per call min Time hrs Available hrs Total Personnel Patrol 53,287.00 30.00 26,643.50 1,161.00 23 Page 22 of 60 7  ITEM 6.2. Police Department • The Department has done an incredible job at addressing crime in our community. Even with a 43% increase in call load we have reduced crime overall in the city. Index Offenses are down from 663 in 2019, to 568 in 2020. Property Crimes down from 611 in 2019, to 499 in 2020. • With increases in call load and growth in our city we will not be able to sustain the downward trend. • Current projected 3 year residential projects will add 2,000 new residents to Terrell. – The national average of officers per 1000 population is 2.5. The US Census puts our currently population at 18,869. That’s 47 officers today. Add the projected 2,000 new residents and we will need to be staffed at 52. Page 23 of 60 8  ITEM 6.2. Police Department • The Next 3 Years • 2.1.4 Add additional officers to strengthen enforcement and develop interdiction program – Develop a staffing strategy to add officers to the department. » To add officers we will need to be competitive with salaries and certification pay. » When compared with competing agencies, Terrell is 1.5% below the median pay for new hires and 12% below the top out pay. » We are losing quality recruits and staff to our competing agencies. Page 24 of 60 9  ITEM 6.2. Police Department – The leadership team continue to strive for excellence and continue to develop the police department into a dynamic, contemporary and progressive organization that will meet the needs of a rapidly growing community. • Captain Sansom will complete His Bachelor’s Degree in Criminal Justice from the Texas A&M University in May 2021. He has completed the FBI National Academy. • Captain Bulin is in his second year at Texas A&M studying Criminal Justice with emphasis in leadership. • Captain Kelly has completed the FBI National Academy. Page 25 of 60 10  ITEM 6.2. 2.0 Public Safety 2.1 Proposed Police Goals # Goal Status 2.1.1 Strengthen communications in house team Training, pay levels, number of staff all need to be addressed 2.1.2 Implementation of Cutting Edge Technology Better technology creates information for CID and patrol, more effective court cases, liability protection for the department 2.1.3 Partner with the Community Major initiative on hold due to COVID-19 2.1.4 Add additional Narcotics officers to strengthen Need to assess in future enforcement and develop interdiction program budget years Page 26 of 60 11  ITEM 6.3. Animal Control Department Page 27 of 60 1  ITEM 6.3. Animal Control Current Animal Control Operation – We moved 600 animals thru the shelter in 2020. This up from 507 in 2019. – We operate with 2 Animal Control Officers responding to 711 calls for service in 2020. – We have seen increases in feral hog and cats with increased property damage from hog populations. – We have only 1 officer that is qualified to handle feral hogs. – Current Animal Control Facility is dated and in need of renovation. Page 28 of 60 2  ITEM 6.3. Animal Control The Next 3 Years – Countywide Animal Control Shelter. » No start date or cost for usage determined. » Will not eliminate the need for our own facility. – Major renovation to our current facility is needed. – We need to add additional staff to handle increased demand for service and feral animal issues. » Current pay for animal control officer is $16.25 an hour. This makes it difficult to recruit the right staff. The animal control officer deal directly with the public and represent the city. They need to be highly customer service oriented. Because they enforce animal control ordinances, they need to be able to deal with difficult citizen interactions. Page 29 of 60 3  4.6 Animal Control ITEM 6.3. Proposed Animal Control Goals # Goal Status 4.6.1 Major upgrades to current building Staff has determined the city needs to focus on upgrading the current animal control facility. 4.6.2 Budget available to rent room at county facility Cost per animal stay at a county facility has not been determined. 4.6.3 Additional staff or contract workers to fill in current Currently we have only two gaps in service Animal Control Officers 4.6.4 Additional staff to manage wildlife and feral hogs Only one staff member is trained to manage feral animals. Page 30 of 60 4  ITEM 6.4. Terrell Fire Department 3 – Year Strategic Goals FY 22, FY 23, FY 24 Page 31 of 60  ITEM 6.4. FY 20 Incident Responses Page 32 of 60 Total # Calls for FY 2020 - 3717 ITEM 6.4. FY 2020 Page 33 of 60  ITEM 6.4. FY 20 Accomplishments TFD’s Highlights of Accomplishments: ❖ Professional Development: Several advanced certifications were attained by Department personnel that were promotion driven. o (10) TCFP “Driver/Pumper Operator” o (7) TCFP “Fire Instructor” o (2) TCFP “Fire Officer I” o (1) TCFP “Fire Officer II” o (2) TCFP “Fire Inspector” o (3) Enrolled in “Blue Card Incident Commander” certification program Page 34 of 60 TCFP – Texas Commission on Fire Protection  ITEM 6.4. FY 20 Accomplishments ❖ Professional Development: Several Department personnel also participated in advance training programs that were identified by the Department through a in-house community risk assessment. o (6) Personnel has received advanced training in “Swift Water Rescue”. o (3) Personnel have received advanced training in “Confined Space Rescue”. o (2) Personnel have received advanced training in “Trench Rescue”. Page 35 of 60  ITEM 6.4. FY 20 Accomplishments ❖ Growth Opportunities: 1 additional rank was established and 2 retirements allowed for growth opportunities for several personnel. o (3) Battalion Chiefs (1) Remains to be filled for the Fire Marshal’s assignment. Once filled, will open opportunities for the ranks below o (4) Captains o (4) Driver/Engineer ❖ (3) additional Firefighter Paramedics were added to the staff which brings our number of Operational Personnel to 30 and our total number Page 36 of 60 of Operational Paramedics to 12.  ITEM 6.4. FY 20 Accomplishments ❖ Growth Opportunities for the Organization: o Department became an (ALS) Advanced Life Support First Responder Organization on June 30, 2020. o The addition of a Emergency Management Department allowed for the establishment of a full-time Emergency Management Coordinator. Page 37 of 60  3 - Year Strategic Fire Goals ITEM 6.4. FY 22, 23, 24 ❖ Continue to stimulate Professional Development and provide Growth Opportunities for both the Department and its members. ❖ Evaluate the Department’s current fire station locations, design and numbers with acceptable emergency response standards and projected growth. ❖ Replace Apparatus which has met its 20 years end-of-service life to ensure a maintainable fleet of dependable up-to-date response Apparatus ❖ Provide the Department’s Fire Prevention program with the resources needed to carry out its enhanced Fire Safety Initiatives. ❖ Provide the Department’s Emergency Medical Services (EMS) with the support and oversight needed for its newly attained ALS (Advance Life Page 38 of 60 Support) designation.  3 - Year Strategic Fire Goals ITEM 6.4. FY 22, 23, 24 ❖ Continue to stimulate Professional Development and provide Growth Opportunities for both the Department and its members. ⮚ Incentivize Certification and Education advancement independently to encourage professional growth in both areas. o Providing full tuition reimbursement would be one form of education incentive. ⮚ Revise and restructure the Department’s pay plan to encourage advancement of its members and ensure salaries are comparable and Page 39 of 60 competitive with other Cities of similar size. ITEM 6.4. Page 40 of 60  ITEM 6.4. 3 - Year Strategic Fire Goals FY 22, 23, 24 ❖ Hiring process for the 9 SAFER Grant Firefighters: o Exam 1 - March 2, 2019 - 12 candidates - hired 5. o Exam 2 - August 3, 2019 - 4 candidates - hired 1. o Exam 3 – October 19, 2019 - 3 candidates - hired 0. o Exam 4 – February 29, 2020 - 12 candidates - hired 2, 1 failed probationary period. o Exam 5 – September 26, 2020 - 13 candidates - hired 3. (All SAFER Firefighters hired) o Exam 6 – Scheduled for February 27, 2021 (1 position yet to fill) Page 41 of 60  ITEM 6.4. 3 - Year Strategic Fire Goals FY 22, 23, 24 ❖ Evaluate the Department’s current Fire Station locations, design and numbers with acceptable emergency response standards and projected growth. ⮚ A Fire Station Location Study is nearing completion. Mike Pietsch, P.E. Consulting Services Inc. has been hired to perform the station location analysis. The data thus for has provided the following preliminary results: o Relocate Fire Station #1 to the vicinity North to Northwest of its present location. o Relocate Fire Station #2 to the vicinity South to Southeast of its present location o Erect a (3) third Fire Station in the Southwest area of the City o Fire Administration and a Training field should be constructed at 1 of the 3 Fire Station locations. Fire Administration shall include space for a second EOC. Page 42 of 60  EXISTING FIRE STATION LOCATIONS ITEM 6.4. Page 43 of 60  SUGGESTED FIRE STATION LOCATIONS ITEM 6.4. Page 44 of 60  EXISTING FIRE STATION LOCATIONS 3 - Year Strategic Fire Goals ITEM 6.4. FY 22, 23, 24 ❖ Estimated Costs associated with the building of new fire stations. o To Erect a two bay Fire Station with Drill Field and Fire Administration. Estimated cost = $6.5 to $7.5 million o To Erect just a two bay Fire Station, Estimated cost = $5.5 to $6.0 million o Operating costs = Approximately $30,000.00 per year o Apparatus costs = Engine $870,000.00 o Staffing costs = Approximately $320,000.00 annually (salaries and benefits) Page 45 of 60  3 - Year Strategic Fire Goals ITEM 6.4. FY 22, 23, 24 ❖ Replace Apparatus which has met its 20 years end-of-service life to ensure a maintainable fleet of dependable up-to-date response Apparatus ⮚ 2000 E-One Pumper (R) Replace in 2020 ⮚ 2014 Spartan Pumper (R) Replace in 2034 ⮚ 2015 Spartan Pumper Replace in 2035 ⮚ 2017 Smeal 105’ Ladder truck Replace in 2037 ⮚ (2) 2018 F-450 Brush Trucks Replace in 2023 (lease) Page 46 of 60  ITEM 6.4. 3 - Year Strategic Fire Goals FY 22, 23, 24 ❖ Provide the Department’s Fire Prevention program with the resources needed to carry out its enhanced Fire Safety Initiatives. ⮚ Incentivize the Texas Commission on Fire Protection (TCFP) Fire Inspector certification to allow for shift based Fire Inspections. ⮚ Establish an Assistant Fire Marshal position to provide redundancy in the prevention division (Succession Planning); provide the needed assistance with the more than 1080 commercial businesses requiring annual fire inspections; and to create a professional pathway to the Fire Marshal’s position. Page 47 of 60  ITEM 6.4. 3 - Year Strategic Fire Goals FY 22, 23, 24 ❖ Provide the Department’s Emergency Medical Services (EMS) with the support and oversight needed for its newly attained ALS (Advance Life Support) designation. ⮚ Assign a position within the Department that will provide treatment oversight and Q/A (Quality Assurance) for all EMS responses. o Review all EMS reports for protocol compliance, required documentation and identified training needs o Provide specialized Department EMS training to all personnel as needed Page 48 of 60 o Provide oversight on all EMS supplies including ALS drug expirations and ensure adequate re-stocking supplies  ITEM 6.4. 2.2 Fire Department Goals 2.2.1 Incentivize certification and education advancement separately so that members are encouraged to seek advancement in each. 2.2.2 Restructure the Department’s current pay plan to provide adequate separation between ranks. 2.2.3 Utilizing the data analysis provided by the Department’s Fire Station Study to prepare to relocate Fire Stations #1 & #2; and prepare build a third (#3) Fire Station with a Fire Administration and a creditable Training Facility (Drill Field) located on one of the three sites. 2.2.4 Establish an Assistant Fire Marshal position. Page 49 of 60 2.2.5 Establish an EMS quality assurance officer position.  ITEM 6.5. Terrell Emergency Management Department 3 – Year Strategic Goals FY 22, FY 23, FY 24 Page 50 of 60  ITEM 6.5. 2.3 Emergency Management Operations 2.3.1 Take advantage of the GMRS network to ensure the continuity of Public Safety communications. 2.3.2 Provide an annual tabletop exercise and a Full Scale exercise every 3 years for Department Heads and City officials. 2.3.3 Evaluate the current EOC for functionality and provide redundancy in operations. 2.3.4 Take a more active role in the county and regional Emergency Management initiatives. Page 51 of 60  ITEM 6.5. 2.4 Emergency Management Regional Medical Hub 2.4.1 Partner with TEDC regarding recruitment of new hospital and medical facilities 2.4.2 Support expansion of TVCC Health 2.4.3 Support reinvestment in the Terrell State Hospital and State Hospital partnerships with universities 2.4.4 Develop recruiting materials for medical facilities 2.4.5 Develop tax and incentive structures necessary for medical partnerships Page 52 of 60  ITEM 6.6. City of Terrell Page 53 of 60 Public Information Goals  ITEM 6.6. Public information Accomplishments - FY20 ● Continued to Expand Social Media - (Facebook/Instagram) Facebook Insights (Last 28 Days) Likes: 178 - Up 73% Followers: 186 - Up 75% Reach: 41, 771 - Up 134 % Post Engagement: 9,641- Up 118% Page 54 of 60  PUBLIC INFORMATION OFFICE ACCOMPLISHMENTS (CONT’D) ITEM 6.6. ● COVID-19 ○ Worked with City Council, Emergency Management Coordinator, Chamber & County to educate public regarding COVID-19 mitigation efforts ○ Coordinated efforts between Kaufman County and non-essential businesses who applied for exemptions to remain open during COVID quarantine ○ Publicized COVID-19 testing and registration clinics ● Partnered with TISD, Chamber, STAR Transit and others to share social media posts to public ● Coordinated with TFD to host Civic Auction VIP Party for Santa Around Town Event Page 55 of 60 ● Organized successful Meet Your City Events for all Council Districts ● Planned Successful Census registration events  Goals ITEM 6.6. 1.2.1 Legislative Advocacy - Lead City’s State and Federal legislative efforts, including creating legislative program for Council approval 1.2.2 Regularly participate in Kaufman County Leadership Programs 1.2.3 Work with City Departments to ensure concise, timely and friendly public notices to residents 1.2.4 After COVID, establish major quarterly Downtown Events: Major Christmas Event (TBD) Taco Festival British Bash Burnett Expo 1.2.5 Work with IT and other City Departments to make needed updates to website Page 56 of 60 1.2.6 Refine and improve the City’s social media presence and citizen/media engagement 1.2.7 Improve bilingual efforts  ITEM 6.7. City Secretary Office 3 – Year Strategic Goals FY 22, FY 23, FY 24 Page 57 of 60  ITEM 6.7. City Secretary Office Accomplishments • Continue to provide administrative support services to City Council, Tax Increment Reinvestment Zone No. 1/Power Center Board and Park and Downtown Improvement Corporation. • Continue to prepare, safeguard and make accessible all public records and documents as the city is required by the City Charter and the laws of the state of Texas. • Continue to coordinate all payments and ensure compliance with all public private partnership agreements. • Coordinate with Carousel in the technological upgrade in the Council Chambers. • Coordinate a complete clean and purge of the vault. Page 58 of 60  ITEM 6.7. City Secretary Office Strategic Goals 1.1.1 Expand use of city technology to other boards and commissions. 1.1.2 Finalize Certified Municipal Clerk Certification 1.1.3 Implement an electronic records management system to technology to ensure the integrity of the records and history of our local government. 1.1.4 Coordinate redistricting effort Page 59 of 60  Comprehensive Plan Goals ITEM 6.8. Community Integrity Vibrant Downtown Regional Medical Center Youth Sports and Recreation Tourism Quality Investment Page 60 of 60 New Urban Center