Vision – What we want our organization to be:


Values – What we live by; what we stand for:


Mission Statement – Tells how we are going to do business in order to fulfill the vision. If the vision is the place we want to go to, the mission is the means for traveling.

The mission of the City of Lewisville is to openly and responsively preserve and enhance the quality of life for our diverse community through highly valued, effective municipal services.

Strengths, Weaknesses, Opportunities, and Threats (S.W.O.T.)

A SWOT analysis is an assessment of present strengths and weaknesses, and future opportunities and threats. At this point, the SWOT analysis for each department has already been completed. There has been some confusion regarding the categories for SWOT analysis. Following is a brief explanation of each category to analyze:

Infrastructure and Service Demand – This category refers to infrastructure maintenance, development, changes, demand, equipment, etc. as well as service issues such as demand, staffing, processes, etc.

People and Competencies – This category refers to current employee needs, concerns, and issues, such as performance measurement, recruitment, training, teamwork, etc.

The third category is Political and Social. This category should encompass issues dealing with the community, boards and council, other governmental entities, etc.

The final category analyzed for your SWOT analysis is Economic and Financial. As the name implies, any economic or financial issues should be addressed in this section. Issues such as financial policies, funding sources, revenue concerns, user fees/rates, etc.

From the departmental SWOT analysis, an overall city-wide SWOT analysis is developed. The SWOT analysis for fiscal year 2001-2002 follows:
Strengths
§ Infrastructure planning (GO/Revenue Bond Progamming)
§ Development review processes and GDO
§ Current Technology Plan
§ Replacement program for certain equipment (vehicles, radios, computers)
§ Park funding program
§ 121 Bypass Plan
§ Fire/EMS agreement with Carrollton

Weaknesses
§ Deterioration of older neighborhoods
§ I-35 capacity
§ Right of way management
§ Recreation facilities development – (aquatics, ballfields) and open space park development
§ Space capacities to support current departmental functions (jail, municipal court, municipal center, records, warehouse, library)
§ Street, plant, and utility line repair, maintenance, and replacement (GASB 34, asset mgmt.)
§ Consistent facility and equipment preventative maintenance
§ Outdated financial and telecommunication software/hardware
§ Public space beautification
§ Outdoor warning system
§ Water distribution during peaks
§ Program impact analysis
§ Crisis assistance programming
§ Staffing levels (PALS, PD, FD, ITS)

Opportunities
§ Private development of infrastructure
§ Continuation of CIP plans
§ Redevelopment of Old Town
§ Expansion of municipal facilities
§ Transit planning
§ Housing programs
§ Implementation of the East Lewisville Plan
§ Future treated and raw water supplies
§ Civic Center/Arts Complex
§ Enhanced technology based service delivery (GIS, citizen communications, e-government, meter reading, etc.)
§ Benchmarking for best practices
§ Increased ISO rating
§ Park property acquisition and development
§ Multi family and rental inspection program
§ Re-bid solid waste collection services

Threats
§ Deteriorating levels of service due to increasing demand
§ Future water supply
§ East Lewisville service demand
§ Technology failures
§ Mandates (e.g. stormwater)
§ Traffic congestion
§ Disasters (natural, terrorism)
§ Increased crime rates
Strengths
§ Staff stability/continuity at management level
§ Dedicated staff
§ Benefits package
§ Good to excellent customer satisfaction rankings
§ Experienced technically proficient staff
§ Interdepartmental cooperation/teamwork
§ Strong human resource systems

Weaknesses
§ Turnover and recruitment due to economic conditions
§ Bi-lingual training
§ Organizational development
§ Technology training
§ Employees perceive City as average paying with higher than average expectations
§ Structured public safety fitness program
§ Private sector competition for employees

Opportunities
§ Targeted training programs
§ Outsourcing training (community colleges, etc.)
§ NCTCOG satellite training site
§ Internal attitudinal surveys (teamwork, customer service)
§ Market “support” departments as internal consultants
§ Volunteer utilization
§ Childcare options and benefits
§ Telecommuting and job sharing
§ Enhanced tuition reimbursement program
§ Enhanced reward and recognition program

Threats
§ Rising prescription and medical costs (benefits)
§ Noncompetitive compensation system (private and public sector)
§ State and Federal mandates
§ Inability to invest in training

Strengths
§ Political stability
§ Documented community history and legacy
§ Board(s)/staff interaction
§ High feelings of community safety and security
§ Strong school system
§ Expanding hospital system
§ Positive Council/Staff relations

Weaknesses
§ Public perception of government
§ Unrealistic/undefined customer expectations
§ Customer feedback systems
§ Vocal interests have greater influence
§ Inter-jurisdictional collaboration
§ East side (Old Town) perception of government support
§ Not able to fulfill all community communication needs
§ Marketing/Image
§ Lack of public involvement

Opportunities
§ Public “organizational development” (Carver)
§ Collaborative public processes/public participation
§ Enhance public education/marketing activities
§ Board member development
§ Legislative initiatives
§ Joint City/Visitor’s Bureau marketing efforts
§ Enhanced customer satisfaction measurement tools

Threats
§ Changing demographics
§ Short term political perspectives
§ Legislative mandates
§ Political instability
§ Perception of residents in ETJ
§ Landfill expansions
Strengths
§ Fiscally conservative
§ Favorable economic conditions
§ Diverse economic base
§ Low/competitive tax rate
§ Economic incentive programs
§ G.O. Bond program and high bond rating
§ Technology plan funding
§ Park development funding
§ Workers Compensation/Liability program cost controls
§ Revenue forecasting
§ Geographic location
§ CDBG entitlement city/multiple grant awards
§ Fully funded insurance program
§ Competitive water/sewer rates
§ Fund balances (GF, UF, I&S, Insurance)
§ Inter-local cooperation for roadway construction projects

Weaknesses
§ Non-public utility rates
§ Lack of market niches or large “name” employers
§ Incentive policy not focused on primary jobs
§ Lack of professional marketing materials and effective web site
§ Workforce training programs
§ Asset management system
§ Low single family land availability
§ Re-development of vacated properties and facilities
§ Debt ratio (UF)Opportunities
§ Maximize replacement fund
§ Privatization/outsourcing
§ Advertising on publications/programs/web
§ Focused, targeted business recruitment
§ Mitigation techniques for non-conforming uses
§ Park financing options (GO, Sales Tax)
§ Establish City presence in Old Town (re-development)
§ Partnership with Lewisville Economic Development Foundation
§ Evaluation of user fees
§ Expanded tax base of East Lewisville and Old Town
§ Electric Aggregation
§ Energy conservation programs
§ Increase bond rating
§ Annexations
§ “Block” water/sewer rate structure
§ H/M bond financing
§ CO financing
§ Central Business District incentive program


Threats
§ Increased employee retirements
§ Increasing personnel costs
§ Business cycle decline/reduction of ad valorem collection
§ Infrastructure financing (e.g. stormwater, GASB 34)
§ Service demand growth/costs (effects on budget)
§ Transit financing
§ Build-out limitations
§ Sales tax decline
§ Lack of developed industrial land
§ Unfunded mandates
§ Cost of embedded debt in annexations
§ Landfill expansions
Legislative changes