CITY PRIORITIES & STRATEGIES
On October 28th, the City Council met to discuss the SWOT analysis (Strengths and Weaknesses, Future Opportunities and Threats, also including a review of Citizen Survey results) and to develop the priorities of the City of Lewisville. These priorities are the foundation of the strategic planning process and encompass broad, long-term issues that the organization must deal with over time. Following are the priorities and strategies developed by the City Council:
1. Provide a well-developed infrastructure, with managed growth and optimal community services
- 1a Reverse neighborhood deterioration wherever it exists
1b Invest more in street, utility plant and utility line repair, maintenance, and replacement
1c Improve transportation through preliminary transit planning, interim improvements to I35E, local bond programming, and completion of the 121 Bypass
1d Improve water distribution capacities and explore all opportunities for ensuring future water supply sources
1e Utilize technology based service delivery when feasible and cost effective
1f Plan for East Lewisville service demand from recent or future annexations
1g Maintain staffing, quality control standards and service levels sufficient to meet collective customer expectations
1h Ensure high quality, balanced development standards, development review processes, and development inspection services
1i Improve City image and appearance
1j Prepare for implementation of stormwater quality mandate (EPA permit)
1k Develop municipal facilities sufficient to meet service demands
1l Evaluate impacts/costs/benefits to future landfill expansions
- 2a Develop a comprehensive plan with the owners of the “Convergence” site for redevelopment and marketing of the property
2b Stimulate redevelopment in Old Town through investment in City facilities and targeted (niche) economic development incentive programs
2c Utilize the City Business Incentive Policy to stimulate redevelopment of vacated properties/facilities, growth in high paying (primary) jobs and “name” employers, and development in East Lewisville
2d Utilize partnerships with the Lewisville Economic Development Foundation to leverage City ED marketing efforts
- 3a Improve City/citizen communication systems to better educate citizens on issues/programs to measure customer service expectations, perceptions, and satisfaction, and to improve perceptions of OT residents/businesses
3b Utilize legislative and political initiative to minimize the effects of mandates from other branches of government and to promote the needs of Lewisville
3c Support high quality education and health care (LMH expansion)
3d Develop Community Leadership potential through improved board and committee member recruitment, training, and participation
3e Maintain and develop productive relationships with other governmental branches and agencies
3f Promote and market Lewisville’s major successes to the media and public
- 4a Ensure emergency preparedness, prevention, and timely response
4b Reduce crime rates against persons and property and prosecute criminal activity as effectively as possible
4c Match growth in FD or PD service demand and standards with appropriate staffing levels
4d Provide crisis assistance programming to victims of crime or property loss
4e Elevate the City ISO rating to below 4
4f Develop strong partnerships between Lewisville citizens (including our ETJ) and our Public Safety Departments
4g Plan for community disaster events
4h Utilize intergovernmental agreements, when cost effective, to enhance service delivery and minimize costs
4i Ensure high compliance with community health and safety standards/ordinances
- 5a Evaluate financial impacts/options for future annexations
5b Plan for financing of park land acquisitions and Civic Center/Cultural Arts facilities
5c Aggressively pursue increases in City GO and Revenue Bond Ratings
5d Mitigate risk of sales tax dependence
5e Utilize planned, balanced issuances of debt as necessary to meet infrastructure needs
5f Utilize multi-year fiscal projections for budgeting and bond program development processes
5g Ensure internal control and security
5h Evaluate non-citizen user fees for possible increases
5i Control personnel and personnel insurance costs
5j Manage the City’s risk exposures effectively
5k Utilize Economic Development strategies to maximize City tax/revenue bases
5l Maintain a budget review system that evaluates competing needs according to organization priorities
5m Evaluate opportunities for electric “aggregation” or energy saving
5n Evaluate and maximize replacement and insurance funds
5o Continue to identify and utilize alternative revenue sources (grants)
- 6a Develop options for City Civic/Convention/Cultural Arts Center
6b Continue evaluation of park land sites and feasibility
6c Assess needs for pool facilities
6d Negotiate use of additional Corps of Engineer property
6e Evaluate impacts of future annexations on service demand
- 7a Improve recruitment/selection systems to ensure high quality candidates for all positions
7b Enhance employee “reward” systems
7c Develop and invest in new and on-going training and education programs
7d Develop bilingual skill development and recruitment programs
7e Consider the use of telecommuting, job sharing, childcare, and other benefits or HR systems that contribute to recruitment and retention of high quality employees
7f Ensure that the City compensation and benefits package is competitive with the public (and private?) sector and is fair and equitable for all employees
If you have any questions about the strategic planning process, please call the Assistant to the City Manager, 972-219-3408.
