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Res 036-2024 Accepting the 2024 Strategic Planning Workshop Report 04/02/2024 Resolution No. 36-2024 Resolution accepting the 2024 Strategic Planning Workshop Report and directing the staff to develop recommended approaches to implement the strategies outlined therein WHEREAS, the City Council hired Ron Cox to provide professional services in the development of a Strategic Planning document for the City organization; and, WHEREAS, consultant Ron Cox conducted several individual interviews with the City Council and Executive Staff, facilitated a one and half-day strategic planning workshop, and prepared a final report with state goals and objectives for the City organization; and, WHEREAS, the City Council wishes to accept this report as the strategic goals and objectives for the City and direct the City staff to develop recommended approaches to implement these strategies. NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF WICHITA FALLS, TEXAS, THAT: The City Council hereby accepts the Strategic Planning Workshop Report (as attached) and directs the City staff to develop recommended approaches to implement the strategies outlined in the report. PASSED AND APPROVED this the 2nd day of April, 20 . MAYOR ATTEST: '/VC&t.cA--' & , City Clerk zC__,r,,; a) J aaL I _yL .� c+' N- -a Nrcm > a) C m m U U c 0 c c a > t - L.0 0mc ° m a C — a) c 2 > CD <H > C a wUm� `J ° o a) N .N C 0-C C "� U -C ca) v) c 7 E W a) o a`)) o a) ° = c C oo�° E ° o O m _ co a) "' O c9 U'- o) a) c � 0 a) C a �mC - E1 -o a.-- c U m - Oa) a O p � .-, m .� � a C E • E2 L >. co.� cc;�'0 0 E E C ti H cn�- a W o"� �; °� E a a°mom, c U oC° Tri C �� H QU -co mm C) �o cc >c C a)( � ecoa co coa a) EaE L � � /�/�� ° U Cm•"� ++CC9C �a a0_00co 0 CO -�oNCi C-° L c a)_, Li �vu)c w bd 0ac co aCZ c)C•'= cE°�°Y c ,TQJm Lo �oc � °CV-ou)°v)5E°c NEa �ma>j ��> m� m a'E�°)� o Jrr, pa� � a)°2cc 0o.- C'a) oaa c.-E Jmco� U'-mQ _- :mac a)owo cc_c °)°� °)a)c°-a'm7 a�.�a� 2c EEa rn cm�LC J 2 Uzviin �•m`�D---o'- ymc > o�OCC� Vic°)` � E LQC.rmw a) = QC (na) Ca N'YEa) O > °�oC N m� ao Q ©C � •�°� = o v° °)�o.°)a EmL���m� o '�o°moc a)-E-ca � LL p � � O o�aa -C-ca o-oin�'Eflbaa)) m'oo0,o C paa)� a)a`)z 0 pNcna) U a� a)Om C >,; UOCaEa)O cm� mm �* a)CD O � -c00 yLIL a„ cc—aLj OL ° m� U O- c j_'� -0-u)� a-= ���0 O` UmUm>- a.Ya)CUj00 aa-Oaja) v73 yi�c CI � C3 mm�Ca) � Oa)�'�U �.� crEnO0 m � N� o Ua) inOa)a)2 > 0-2 � Npm Xcm °a>)`oa°,,,•_ im C5a�NmE•m "LC° a5 _oa�° a ° >, �-va-°_,- Cn > ,a)�`-'--- a) UC-0_03aoo 0a)-ca•- E N D.-gym, ao.-. a) cr a)c-c_a C0C a) oCnaCU2 C Eoa) T coccoCZ NNO �CC _ cmmn`�NN -.. mace CCCOaC 1 >,�-Cm"cn7N.-. Nc Ja.� cnm72 a)!�� O2V a) `n a'- a) 2m - a)O 0• -0 (C �a°i�C�� 2-a-a-a� fl-ti �C � LYCO Uc,aC p� coCp ami> mm� al (DC an�o n�C O m0� aCa) — L32ccnU�cnrnw,? UlUdwoOU EwwwUUwo_ wu EUU C �Ncol-LoCOI�000) ,-NCn1-LnCONCO �NC'�I'LC)CONCO �NC'OV"LOCD } �� � � . . NNNNNNNN MMMMMMMfn VVVVVV m 0 >"- a < cD ° +� a)•— � - 5cf, ago +, ��N a� �E � � � v � t/l a) C » fo > f0i� fC"- co r—� E § C� QWC3 LLdc QWEtl OW5. cau V Up Ea) 1 1 I uu Aix- 4/.4 a TEXAS B/4/ 5A e, Cproecr ie, Report and Strategic Plan Adopted TBD Prepared and Facilitated By Ron Cox Consulting a ( Ron Cox Consulting Helping Cities Manage Better REPORT ON GOVERNANCE AND STRATEGIC FOCUS AREAS MAYOR AND COUNCIL PLANNING SESSION CITY OF WICHITA FALLS January 30&31,2024 Introduction On January 30-31,2024,the Mayor,City Council(Council),City Manager,and executive staff of the City of Wichita Falls mot for a planning session,The purpose of this meeting was twofold. • Prepare a governance philosophy for the Council and staff.Included in that is identifying key elements of the Council's vision and mission for Wichita Falls. • Establishing Key Strategic Focus Areas for Council and staff.The intent is to take these Focus areas and develop a strategic plan for the city with short term and long-teem strategies and goals. The Mayor,Council and staff freely worked together,and their work was exemplary in all respects.Ron Cox facilitated the process. Governance In their initial session,the Council established the basics of their governance model. The intent in these discussions was to ensure consistency'among members regarding the overall vision and mission for the city.The Council also participated in discussions about their role,together and their leadership responsibilities.The elements of a strong governance model are having.and following clear vision and mission, establishing leadership and communications philosophies, and identifying the c'pc,iafions of each other as Council members,and the City staff and of identifying and recognizing the expectations has staff of the Can nci I The key elements of the Governance Philosophy are leadership,communication and understanding and defining expectations.These define how the team will function together.Visioning and planning are the key elements that define what the strategies and goals are for the City of Wichita Falls and what they will be to ensure the vision is ultimately attained. Governance Model The governance model first begins with leadership. Each member of the Council asked to provide input into how they will lead, communicate and a defining of expectations for themselves and staff. The facilitator began the process by asking each of the members why they ran and serve on the Council.They responded as follows: Mayor and Council members ran for the office... • Move in a positive direction. • A log for the city. • Give back and find ways to improve. • To serve. • Ensure a legacy of a thriving community in the future. • Now at the fork of the road. • Be a voice for city employees and citizens. • Was asked to run. The facilitator then asked the members to describe the attributes they have that will contribute to the work of the Council. Mayor and Council have the following attributes... • Have a construction background. • Have leadership ability. • Have core values of authenticity,courage,empathy and equity. • Ability to form relationships and networking.Can put the right people in the same room to resolve differences. • Voice for helping staff implement and provide input for direction. • A good listener and open minded. • Good at teamwork and it doesn't matter who gets the credit The Mayor and Council of the City of Wichita Falls will lead by... • We will work together. • Lead with purpose. • Be knowledgeable of subjects—educate yourself. • Assume good intent. • Respect others'opinions. • Be positive and stay positive. • Be patient yet persistent. • Improve what we have. • Help others understand the processes in place. • Define expectations and hold others accountable. Wichita Falls Report and Strategic Plan 2024 3 January 30-31,2024 Strategic Planning Process The Mayor and Council of the City of Wichita Falls will communicate with citizens,staff and each other by... • Give timely responses. • Follow the"WAIT"principle—Why Am I Talking? • Be ethical and factual. • Be educated before you communicate. • Be respectful of the audience. • Put yourself in others'shoes to understand. • Proactively and persistently reinforce the message. • Don't be afraid to ask. • Discern when to communicate appropriately. • Don't press the"send"button to quickly. • Don't placate or condescend others. • Be aware of implications of what is said. The Mayor and Council of the City of Wichita Falls expect the following of each other... • Quality communication between members. • Value everyone's input. • Be transparent—say why? • Have no hidden agendas. • Respect each other and expect respect from others. • Earn respect and build trust. The Mayor and Council of the City of Wichita Falls expect the following of the staff... • Be competent in your job. • Provide correct information. • Be patient with Council and others. • Recognize the knowledge and expertise and collaboration of others. • Answer questions directly and factually. • Keep Council educated. • Avoid surprises. • Bring needed policy changes to Council. • Be willing to change directions. • Be innovative and responsive. • Provide honest risk assessment to issues. • Keep Council informed. The Mayor(as newly elected)outlined his expectations of the City Council and staff as follows... • Build relationships and trust. • Ensure we have enough and correct information. • Be a team of Council and staff together,working toward the same goals. • It is OK to disagree,but realize it is not personal. Wichita Falls Report and Strategic Plan 2024 4 January 30-31,2024 Strategic Planning Process • Mayor will listen. • It is time to take action.Not time to tap the brakes. • Expect results. • Don't be afraid to do"big things" • Have ideas and express them. • Be creative in thinking and solutions. • Leaders lead—we are all here to serve. • Move ahead on things that matter—water,Economic development,safety and security The staff expects the following of the Mayor and Council(as stated by the members of Council)... • To read all the information. • To ask before a Council meeting. • Ask early and often. • Respect the staff's time(not everything is an emergency). • Follow Chain-of-command protocols. • Listen before you speak. • Communicate with them. • No surprises_ • Be one body.Support the decision made at the Council dais. Vision and Mission The Council discussed the elements vision they have for Wichita Falls. Vision Statement Current Wichita Falls is a vibrant,growing.family-oriented community of unlimited opportunity and civic pride. Proposed Wichita Falls,(as)(is)a vibrant,growing,family-oriented community with civic pride and endless opportunity. Vision Elements The Mayor and City Council then discussed the key elements of their vision for Wichita Falls. The key elements for the City's vision from the Council perspective are as follows. • Growth • Sustainable growth. • Thriving economy. Wichita Falls Report and Strategic Plan 2024 5 January 30-31,2024 Strategic Planning Process • More jobs in the workforce and better salaries. • Be business friendly. • Maintain the hometown feeling. • Lend a hand to neighboring communities. • Be the hub for the North Texas and Southern Oklahoma area. • Water security. • Excellence is all education(pre-K thru 16) • Thriving Quality of Life • Quality services—public safety,streets,etc. • Great health care. • Vibrant economy • Age-appropriate recreation for people and animals(dog park) • Arts and entertainment • Variety of housing. • Keep our young people(our greatest asset)in town • Strong relationships with schools,other governments,SAFB Mission Statement Current On behalf of the citizens of Wichita Falls,the City Council will promote the safety,health,and general well-being of our community within the bounds of fiscal responsibility,while preserving and advancing the quality of life for its citizen. Proposed The mission of the City of Wichita Falls is to enhance our quality of life through responsive services,financial stewardship and diverse business partnerships. Values The Council confirmed key values that both Council and staff should live and work by. The Employees and Elected Officials practice these values: Excellence—We will provide an outstanding work product.We are committed to excellence in all we do. Integrity—We adhere to high moral principles and are mindful of the public's trust in our work. Accountability-We will accept responsibility for our actions and decisions. 'Transparency-We will be visible,accessible,and open in our communication with the public. Innovation-We will strive to improve service delivery by evaluating and introducing new methods,ideas,and programs. Wichita Falls Report and Strategic Plan 2024 6 January 30-31,2024 Strategic Planning Process Strategic Planning SWOT Analysis The Council and staff participated in a SWOT analysis—identifying strengths and weaknesses.The weaknesses were categorized within the Strategic Focus Areas,and finally goals and objectives were identified designed to overcome the identified weaknesses. Following is an overview of that work. Council and staff were divided into four groups.Each group had both Council and staff members.Each group worked together throughout the process.Each group had equal opportunity to address every weakness categorized within a strategic focus area. Strengths Group 1 Strengths of the Community Strengths of the Organization Supportive Keeping people informed Regional Trade Center Strong fmancial footing Strong non-profit network Public safety Diverse economy Economic development tools Good transportation network Organizational shared vision Sheppard AFB Responsiveness Higher education/ISDs Servant leadership Family friendly Great councilstaff team Cost of living Keep cost of living under control Competent staff Group 2 Strengths of the Community Strengths of the Organization Lack of traffic Experienced leadership Delta hotel Commitment of staff MPEC renovations Great benefit package Circle trail,mountain bike trail,biking Strong city council community Safe place to live Strong relationship between Council/staff 4 star school systems(PreK-16) Committed to seeing WF succeed Dog Park Staff committed to exceptional customer service Nonprofit community Increased communication and engagement with the public Arts&culture community Strong relationships with community partners(SAFB,schools,hospital, chamber,etc.) Engaged chamber of commerce Staff is highly skilled and innovative Great parks and recreation. Internal communication is timely Wichita Falls Report and Strategic Plan 2024 7 January 30-31,2024 Strategic Planning Process 4A&4B sales tax for economic Opportunities for cities to engage in boards development and commissions 4A&4B sales tax for economic development Group 3 Strengths of the Community Strengths of the Organization Variety of experiences for citizens Tenure of employees Affordability(cost of living) Diversity of employees Hometown feel Innovative Lack of traffic congestion Supportive of council Safe Adaptable Downtown development Use of technology(improving) Educational opportunities(PreK-16) Stability of employees Growing destination point Servant leadership Group 4 Strengths of the Community Strengths of the Organization Diversity in the community Tenure of staff and contributions of staff Housing affordability Financial management/responsibility Willingness to help each other Diversity of staff #1 in Texas Generation X growth Staff works well together #2 in America in l'time homebuyers Supportive leadership—CM and Council #3 in America in cost of living Flow of communication Opportunities to be involved in all aspects Competent staff of life Educational facilities continually Staff expertise improving SAFB relationship and contributions to the community Water system re-use innovation Community activities such as HH100 Ability to expand/land availability Weaknesses Group 1 Weaknesses of the Community Weaknesses of the Organization Disengaged citizenry Recruitment/retention of employees Lack of water security Outdated facilities and infrastructure Stagnate economy Incomplete succession planning Wichita Falls Report and Strategic Plan 2024 8 January 30-31,2024 Strategic Planning Process Lack of support for local businesses Intergovernmental coordination with county,state,ISD Lack of family venues Limited commercial air service Lower property values(low tax base) Perception of not being business friendly Lack of pride in community Missed opportunities with development SAFB outreach Low public health rankings Group 2. Weaknesses of the Community Weaknesses of the Organization Apathy for change(fixed mindset) Aging facilities The spread of inaccurate information Aging infrastructure Negativity Lingering legacy issues Struggle to focus on the positive Recruitment challenges Loss of businesses Organizational silos(geographically separated) Lack of growth(perception of stagnation) Doing more with less($$and stall) Lack of support for arts and culture Intra-organization communication-top to bottom and laterally Ability to convince people at SAFB there Bandwidth for change are things to do in WF Lingering reputation issues Perception that fault always lies with the city Group 3 Weaknesses of the Community Weaknesses of the Organization Low per/capita income Retention and recruitment of staff Street infrastructure Communication with the community Homelessness Aging facilities Out migration of young talent Not considered a premier employer Ability to maintain parks adequately Reactive code enforcement v proactive Lack of trust in government Interstate connectivity Aging community structures and neighborhoods Group 4 Weaknesses of the Community Weaknesses of the Organization Poor ability to withstand a long term Long tenure of staff creates little drought opportunity for advancement Lack of population growth/talent loss from Limited ability to attract professionals with Wichita Falls Report and Strategic Plan 2024 9 January 30-31,2024 Strategic Planning Process out migration expertise Aging housing,business buildings and Aging facilities/infrastructure infrastructure Lower per capita income Harder to find employees to work in public services Still recovering from BRAC Resistance to change—we have always done it this way Considerable reliance on the SAFB Limited budget vs.public demand economy Public resistance to change Not always solution based Ability to take myths/rumors and make them facts Limited tax base and limited growth Limited new residential development Lack of understanding of city policies and procedures—leads to quickly blaming staff Public is quick to go to Council members rather than staff Strategic Focus Areas All the weaknesses identified were then categorized into four Strategic Focus Areas.These areas had previously been identified in previous strategic plans. The four Strategic Focus Areas are as follows.Note:At the end of the session,each member of the City Council was provided five dots to place on the key strategic focus areas they gave priority.These are denoted by a red asterik*at the beginning of the statement. • *****Accelerate Economic Growth • **Provide Quality Infrastructure • Actively Engage and Inform the Public • Optimize Engagement with the City and City Services Weaknesses Categorized within Common Strategic Focus Areas The weaknesses were reviewed and categorized into the four Strategic Focus Areas as follows. • *****Accelerate Economic Growth o Tax base is stagnate. o Perception of not being pro-business o Perception of stagnate economy o Lack of support for local businesses and events o Outmigration of young people o Lack of family venues Wichita Falls Report and Strategic Plan 2024 10 January 30-31,2024 Strategic Planning Process o Missed opportunities to engage military families o Low per capita income o Too much reliance on SAFB economy • **Provide Quality Infrastructure o The quality of streets is declining o Facilities and aging,particularly PD,FD,CH) o There is a lack of water security o There is a lack of interstate highway connectivity o Housing stock throughout the city is aging. o Limited commercial air service • Actively Engage and Inform the Public o Inability to engage the public positively o Communication to public is inconsistent o Lack of factual information being disseminated by others o Negative mindset o Apathy for change • Tack of understanding of policies and procedures o Perception of always being the city's fault o Lingering reputation issues o Inability to get the facts out consistently o Lack of pride in our community • Optimize Engagement with the City and City Services o Difficulty in recruitment and retention of city employees o Lack of citywide succession planning o Staff not perceived as solution based o Departments are geographically separate(silos) o Reactive(versus proactive)code enforcement o Not perceived as a premier employer o Lack of infra-organizational communication o Limited opportunity for advancement due to tenure of employees o Lack of impetus and bandwidth to accommodate change Opportunities The Council and staff then began to review the weaknesses and identified a series of opportunities.These are then converted into strategies,goals and objectives that would address those weaknesses within the focus areas.At the end of the session,each member of the City Council was provided five dots to place on the opportunities identified.These arc denoted by and asterik(*)at the beginning of the statement. • *****Accelerate Economic Growth Opportunities o ****Review,revise as appropriate and advertise 4A and 4B sales tax incentives for business development. o ***Work more closely with Chamber of Commerce Wichita Falls Report and Strategic Plan 2024 11 January 30-31,2024 Strategic Planning Process • Be intentional about engagement with businesses not participating with the Chamber of Commerce • Create a Military Support Board • Establish a better collaboration between the city/chamber/base family support. • *Work with Chamber and MSU supporting small businesses o ***Create Parks and Recreation Foundation o **"Right size"development regulations o *Seek out opportunity additional air service o *Prioritize code enforcement resources o Establish a formal community leadership group for business attraction o Conduct outdoor advertising in key major cities o Celebrate the wins publicly o Formalize the MSU and Vemon Outreach program for employee placements o Improve access to private capital for start up companies o Establish an entrepreneur training program o Determine need to update the Downtown Master Plan o Establish dedicated funds for street maintenance o Capitalize on Hydrogen Center of Excellence o Capitalize on Electric Grid availability • Pursue music friendly designation for city o Join a Highway Coalition to pursue interstate highway connectivity • **Provide Quality Infrastructure o *****Create a Lake Ringgold Committee to plan,fund,and construct future water resources o **Develop a neighbor redevelopment plan and program o Create funding and construction opportunities for major infrastructure projects o Consider future bond issue for city facilities o Search for alternate funding sources.Grants,Street maintenance fees,4A,4B,ARPA o Pursue public/private partnership o Establish a Public Safety/Citizen Committee for public safety and other facilities o Create a facilities master plan and fmancing plan o Continue to improve recreational amenities o Collaborate with local non-profits to have a Beautify WF Day • Actively Engage and Inform the Public o ******Improve the city's reputation • Define the city's reputation • Reach out to civic organizations for informational programs o Establish information platforms to he consistent and persistent in providing information • *Establish public training courses on various topics of interest to citizens • Online"WF Listens"platforms for citizen input • Provide regular update weekly to the public • Establish a staff training program for emotional intelligence and citizen engagement • Dedicate web page updating accurate information • Use PIO Studio for community outreach and programs • Post City Council recaps • Reach out to service organizations to provide city speakers on various topics Wichita Falls Report and Strategic Plan 2024 12 January 30-31,2024 Strategic Planning Process • Establish tours to city facilities for the public o Utilize city's website for problem reporting from the public • Optimize Engagement with the City and City Services o ****Establish a robust recruitment and retention program. • Establish a recruitment incentive program. • Continue to modernize benefits • Better communicate the total compensation package for employees • Establish a social media program to promote the city • *Focus on the younger generations market for recruitment o **Determine if a Charter Review Committee is needed o *Improve leadership training programs • Establish a central point of contact for HR training • Establish internal development program for leadership development • Establish annual customer service training program • Increase tuition reimbursement to grow existing staff o *Improve intra-agency cooperation. • Establish an intra-agency communication program • Explore opportunity for improving interoffice cooperation • Establish an Innovation Committee o Create a culture of support and compliance • Create a proactive focus for customer service Threats. Finally,the Council and staff identified threats that would keep them from accomplishing the initiatives,goals and objectives that have been identified. • Lack of water. • Competing priorities. • Exploding homelessness. • "Us"staying idle. • Keyboard warriors controlling the narrative. • Climate change. • Geopolitical world events. • Downturn in the economy. • Sheppard AFB downturn_ • Eroding public trust. Wichita Falls Report and Strategic Plan 2024 13 January 30-31,2024 Strategic Planning Process City Staff Implementation Sessions February 12,2024 On February 12,2024,the facilitator met with the City Manager,Assistant City Manager,Department Heads,Division Heads,and Managers to review the outcomes of the governance and planning sessions and to determine next steps for the development of the implementation plan. Implementation Plan Process. The staff reviewed a template to be used to develop the implementation portion of the planning process and completed the Implementation Plan.During the discussions,a staff member was assigned as the team facilitator for the development of the implementation plan for each area of emphasis.The group worked together to develop action steps,with proposed timelines.At the end of the day,a draft implementation plan had been established.The implementation plan is a separate document. Reporting Finally, staff established reporting protocols. These protocols serve the purpose of keeping the staff on schedule with the implementation of strategies,keeping the City Manager informed,and providing regular reports to the Council on the status of the implementation of the adopted strategies. This provides for long term accountability, predictability and consistency toward the implementation of the Strategic Plan. Reporting Protocols • Council o Receives semi-annual updates regarding various projects related to the strategic plan. o Receives formal status reports,including an annual report from staff to the Council. • City Manager o City Manager receives quarterly updates from staff at regular staff meetings on progress of assignments. Council Approval March 19,2024 On January 30&31,2024,the Council reviewed their work as well as the work of the staff since the planning session in January.After a thorough discussion the Report was approved as amended unanimously. Conclusion The Mayor,Council,and staff of the City of Wichita Falls worked through a governance and planning process that allowed the Council to create a governance model,identify vision and mission elements and identify and establish strategies,goals and objectives for moving the city forward.The process brought the staff leadership and Council closer together as a team and developed an implementation process to ensure the strategies are addressed and accomplished over time. Wichita Falls Report and Strategic Plan 2024 14 January 30-31,2024 Strategic Planning Process TEXAS41 L Mc. 44 a $/ree,_57 tel:Go-/deo Cipportwrefe5 Strategic Plan 2024 Council Governance and Planning Session January 30-31,2024 Staff Implementation Session February 12,2024 Adopted TBD Prepared and Facilitated By Ron Cox Consulting Wichita Falls Report and Strategic Plan 2024 1 January 30-31,2024 Strategic Planning Process Vision Statement 2024 Wichita Falls,(as)(is)a vibrant,growing,family-oriented community with civic pride and endless opportunity. Wichita Falls Report and Strategic Plan 2024 2 January 30-31,2024 Strategic Planning Process Key Vision Elements 2024 • Growth • Sustainable growth. • Thriving economy. • More jobs in the workforce and better salaries. • Be business friendly. • Maintain the hometown feeling. • Lend a hand to neighboring communities. • Be the hub for the North Texas and Southern Oklahoma area. • Water security. • Excellence is all education(pre-K thru 16) • Thriving Quality of Life • Quality services—public safety,streets,etc. • Great health care. • Vibrant economy • Age-appropriate recreation for people and animals(dog park) • Arts and entertainment • Variety of housing. • Keep our young people(our greatest asset)in town • Strong relationships with schools,other governments,SAFB Wichita Falls Report and Strategic Plan 2024 3 January 30-31,2024 Strategic Planning Process Mission Statement 2024 The mission of the City of Wichita Falls is to enhance our quality of life through responsive services,financial stewardship,and diverse business partnerships. Wichita Falls Report and Strategic Plan 2024 4 January 30-31,2024 Strategic Planning Process Values The Employees and Elected Officials practice these values: • Excellence—We are committed to excellence in all we do. • integrity—We adhere to high moral principles and are mindful of the public's trust in our work. • Accountability- We will accept responsibility for our actions and decisions. • Transparency-We will be visible, accessible, and open in our communication with the public. • Innovation-We will strive to improve service delivery by evaluating and introducing new methods, ideas, and programs. Wichita Falls Report and Strategic Plan 2024 5 January 30-31,2024 Strategic Planning Process City of Wichita Falls Council Leadership Philosophy 2024 The Mayor and Council of the City of Wichita Falls will lead by... • We will work together. • Lead with purpose. • Be knowledgeable of subjects—educate yourself. • Assume good intent. • Respect others' opinions. • Be positive and stay positive. • Be patient yet persistent. • Improve what we have. • Help others understand the processes in place. • Define expectations and hold others accountable. Wichita Falls Report and Strategic Plan 2024 6 January 30-31,2024 Strategic Planning Process City of Wichita Falls Council Communication Philosophy 2024 The Mayor and Council of the City of Wichita Falls will communicate with citizens, staff,and each other by... • Give timely responses. • Follow the"WAIT"principle—Why Am I Talking? • Be ethical and factual. • Be educated before you communicate. • Be respectful of the audience. • Put yourself in others' shoes to understand. • Proactively and persistently reinforce the message. • Don't be afraid to ask. • Discern when to communicate appropriately. • Don't press the"send"button to quickly. • Don't placate or condescend others. • Be aware of implications of what is said. Wichita Falls Report and Strategic Plan 2024 7 January 30-31,2024 Strategic Planning Process City of Wichita Falls Mayor's Expectations 2024 The Mayor(as newly elected)outlined his expectations of the City Council and staff as follows... • Build relationships and trust. • Ensure we have enough and correct information. • Be a team of Council and staff together,working toward the same goals. • It is OK to disagree,but realize it is not personal. • Mayor will listen. • It is time to take action.Not time to tap the brakes. • Expect results. • Don't be afraid to do"big things." • Have ideas and express them. • Be creative in thinking and solutions. • Leaders lead—we are all here to serve. • Move ahead on things that matter—water,Economic development, safety and security. Wichita Falls Report and Strategic Plan 2024 8 January 30-31,2024 Strategic Planning Process City of Wichita Falls Council Expectations 2024 The Mayor and Council of the City of Wichita Falls expect the following of each other... • Quality communication between members. • Value everyone's input. • Be transparent—say why? • Have no hidden agendas. • Respect each other and expect respect from others. • Earn respect and build trust. Wichita Falls Report and Strategic Plan 2024 9 January 30-31,2024 Strategic Planning Process City of Wichita Falls Staff Expectations 2024 The Mayor and Council of the City of Wichita Falls expect the following of the staff • Be competent in your job. • Provide correct information. • Be patient with Council and others. • Recognize the knowledge and expertise and collaboration of others. • Answer questions directly and factually. • Keep Council educated. • Avoid surprises. • Bring needed policy changes to Council. • Be willing to change directions. • Be innovative and responsive. • Provide honest risk assessment to issues. • Keep Council informed. Wichita Falls Report and Strategic Plan 2024 10 January 30-31,2024 Strategic Planning Process City of Wichita Falls Staff Expectations of Council (as defined by the Council) 2024 The staff expects the following of the Mayor and Council (as stated by the members of Council)... • To read all the information. • To ask before a Council meeting. • Ask early and often. • Respect the staffs time(not everything is an emergency). • Follow Chain-of-command protocols. • Listen before you speak. • Communicate with them. • No surprises. • Be one body. Support the decision made at the Council dais. Wichita Falls Report and Strategic Plan 2024 11 January 30-31,2024 Strategic Planning Process City of Wichita Falls Strategic Focus Areas Guiding Principles • Accelerate Economic Growth • Guiding Principle—The City of Wichita Falls will promote a strong and diverse economy that strengthens the local sales tax and property tax base while also contributing to a high quality of life. • Provide Quality Infrastructure • Guiding Principle-The City of Wichita Falls will have and maintain a strong infrastructure and up to date facilities to continue to provide superior services for our citizens. • Actively Engage and Inform the Public • Guiding Principle—The City of Wichita Falls will actively engage and inform the public on matters of public concern. • Optimize Engagement with the City and City Services • Guiding Principle-The City of Wichita Falls will operate in a transparent,efficient, accountable,and responsive manner by preparing the organization and the staff for the future,focusing on core services,attracting,and retaining the best employees and wise stewardship of financial resources.The City will find ways to encourage citizens to engage in the community. Wichita Falls Report and Strategic Plan 2024 12 January 30-31,2024 Strategic Planning Process Strategic Focus#1 *****Accelerate Economic Growth - Guiding Principle—The City of Wichita Falls will promote a strong and diverse economy that strengthens the local sales tax and property tax base while also contributing to a high quality of life. Initiatives 1.10 Identify-and expand economic development opportunities. 1.1.1****Review,revise as appropriate and advertise 4A and 4B sales tax incentives for business development. 1.1.2***Work more closely with Chamber of Commerce. 1.1.3.1 *Work with Chamber and MSU supporting small businesses. 1.1.3.2 Be intentional about engagement with businesses not participating with the Chamber of Commerce. 1.1.3.3 Establish a better collaboration between the city/chamber/SAFB base family support. 1.1.3 Expand the Military Support Board to include enlisted families. 1.1.4 Establish a formal community leadership group for business development and attraction. 1.1.5 Conduct outdoor advertising in key major cities. 1.1.6 Formalize the MSU and Vernon Outreach program for employee placements. 1.1.7 Improve access to private capital for start-up companies. 1.1.8 Establish an entrepreneur training program. 1.1.9 Capitalize on hydrogen production in the region. 1.1.10 Capitalize on electric grid availability. 1.1.11 Celebrate the wins publicly. 1.2.0***Create Parks and Recreation Foundation. 1.3.0**"Right size"development regulations. 1,4.0*Seek out opportunity for additional commercial air services. 1.5.0*Prioritize code enforcement resources. 1,6.0 Determine need to update the Downtown Master Plan. 1.7.0 Establish dedicated funds for street maintenance. 1.8.0 Pursue music friendly designation for the city. 1,9,0 Join a highway coalition to pursue interstate highway connectivity, Wichita Falls Report and Strategic Plan 2024 13 January 30-31,2024 Strategic Planning Process Strategic Focus#2 **Provide Quality Infrastructure - Guiding Principle-The City of Wichita Falls will have and maintain a strong infrastructure and up to date facilities to continue to provide superior services for our citizens. Initiatives 2.1.0*****Create a Lake Ringgold Committee to plan,identify funding sources,and construct future water resources. 2.2.0**Develop a neighborhood redevelopment plan and program. 2.3.0 Create funding and construction opportunities for major infrastructure projects. 2.3.1 Consider future bond issue for city facilities. 2.3.2 Search for alternate funding sources.(Grants,street maintenance fees.4A,4B,ARPA.) 2.3.3 Pursue public/private partnerships. 2.4.0 Establish a Public Safety/Citizen Committee for public safety and other facilities. 2.5.0 Create a facilities master plan and financing plan. 2,6.0 Continue to improve recreational amenities. 2.7.0 Collaborate with local non-profits to establish a Beautify Wichita Falls Day. Wichita Falls Report and Strategic Plan 2024 14 January 30-31,2024 Strategic Planning Process Strategic Focus#3 Actively Engage and Inform the Public - Guiding Principle—The City of Wichita Falls will actively engage and inform the public on matters of public concern. Initiatives 3.1.0******Improve the city's reputation. 3.1.1 Define the city's reputation. 3.2.2 Reach out to civic organizations for informational programs. 3.2.3 Establish tours to city facilities for the public. 3.2.4 Utilize citv's wcbsite for problem reporting from the public. 3.2.5 Establish a social media program to promote the city. 3.2.0 Establish and utilize information platforms to provide information consistently and persistently. 3.2.1 *Establish public training courses on various topics of interest for citizens. 3.2.2 Establish online"WF Listens"platforms for citizen input. 3.2.3 Provide regular update weekly to the public. 3.2.4 Establish a staff training program for emotional intelligence and citizen engagement. 3.2.5 Dedicate web page updating accurate information for the public. 3.2.6 Use PIO Studio for community outreach and programs. 3.2.7 Post City Council recaps on various media venues.. Wichita Falls Report and Strategic Plan 2024 15 January 30-31,2024 Strategic Planning Process Strategic Focus#4 Optimize Engagement with the City and City Services • Guiding Principle-The City of Wichita Falls will operate in a transparent,efficient, accountable,and responsive manner by preparing the organization and the staff for the future,focusing on core services,attracting,and retaining the best employees and wise stewardship of financial resources.The City will find ways to encourage citizens to engage in the community. Initiatives 4.1.0****Establish a robust employee recruitment and retention program. 4.1.1 Establish a recruitment incentive program. 4.1.2 Continue to modernize benefits. 4.1.3 Better communicate the total compensation package for employees. 4.1.4*Focus on the younger generations market for recruitment. 4,2.0**Determine the need for establishment of a Charter Review Committee. 4.3.0*Improve employee leadership training programs. 4.3.1 Establish a central point of contact for HR training. 4.3.2 Establish internal development program for leadership development. 4.3.3 Establish annual customer service training programs. 4.3.4 Increase the tuition reimbursement to grow existing staff. 4.4.0*Improve intra-agency cooperation. 4.4.1 Establish an intra-agency communication program. 4.4.2 Explore opportunities for improving interoffice cooperation. 4.4.3 Establish an Innovations Committee. 4,5.0 Create an employee culture of support and compliance in the community. 4.5.1 Create a proactive focus for customer service. Wichita Falls Report and Strategic Plan 2024 16 January 30-31,2024 Strategic Planning Process