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TRANSCRIPT
CITY OF THORNTON CITY MANAGER’S OFFICE
Updated 4/26/2018
A G E N D A Planning Session
Training Room May 1, 2018
5:00 p.m.
1. Strategic Planning Conference (Estimated 250 Minutes)
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City ManagerCity of Thornton
PROPOSED GOALS2018 - 2019+
Strategic Planning ConferenceFeb MarApr
May 1, 2018
Agenda -- Proposed Goals
Comprehensive PlanWater Security Destinations
Community Outreach
Green City
URA-SouthWorkforce Workplace
Smart CityAesthetics
What Changes?
Thornton Vision 2040 Council and Organizational Mission Core Values (9 ea) Community Outcomes (24 ea)
Work Plan
Current Work Plan Goals
1. Urban Revitalization
2. Economic Development & Job Creation
3. Innovation & Conservation
4. Transit & Transportation
5. Advocacy
6. Communities Facilities Plan
7. Ongoing Services
Review / Revalidate / Revise?
Thornton Vision 2040
…a well-planned, self-sustaining community --
1. diverse neighborhoods – safe, pride, sense of belonging2. broad range of services3. multi-modal transportation system4. healthy, high quality of life – recreation, cultural, gathering places5. engages its citizens, businesses, and education communities6. stable, diverse economic base7. values the environment and protects its resources
H20 SecurityG1
“When you come to a fork in the road, take it.”- “Yogi” Berra
Our Comprehensive Plan will provide the method for us
to clearly articulate a shared, imaginative vision of how
our City can ultimately emerge and further define itself.
It is our master tool of change.
Getting it right is paramount.
Time is not our friend.
G2
…Vision through development concepts, let’s debate
People-CenteredA lasting place
Community building
Place-making
Robust urban framework
Engage, inspire, surprise
Vibrant mix of uses
Quality of Life
Accessibility and connection
Commitment to the long view
Identity
Adaptive
Compactness and density Design and Architecture
Innovation
Humanistic
“You look like you’re wearing a Tuxedo…”
“You look like you’re wearing a Tuxedo…”
“What makes you think I’m not?”
Destinations
What 10 places or destinations best identify Thornton? _________________
Building a Here…“…live here, learn here, visit here, spend here, play here, stay here, be part of here.”
Social Capital - “the immeasurable positive benefits and opportunities that emerge from community relationships.”
“When social capital is high, children do better in school, neighborhoods are safe, people prosper, the government is better, and people are happier and healthier.”
G3
Placemaking inspires people to collectively
reimagine and reinvent public spaces as the
heart of every community.
Strengthening the connection between
people and the places they share.
Placemaking
Placemakingcapitalizes on a local community's assets, inspiration, and potential, with the intention of creating public spaces that promote people's health, happiness, and well being.
1. Eastlake?2. Gravel lakes?3. MC Center?4. Trailwinds/AAC?5. Library – P. Arts?6. Rail Stations?7. DPO?8. Top Golf?9. …
G4
Oslo uses the highest share of renewable energy at 65%. The Index average is 7%.
Copenhagen’s and Berlin’s residential buildings consume almost 40% less energy than the Index average.
In Stockholm, 68% of people cycle or walk to work, the highest percentage in the European Index.
In Kiev, 74% of the population uses public transport to get to work.
Tallinn (Estonia) consumes the least amount of water – only 36 gallons per person per day, compared with the Index average of 76 gallons.
Amsterdam has the lowest water leakage rate of 4%, in Sofia (Bulgaria) this is 61%.
Helsinki recycles 58% of its waste, the Index average of only 18%.
European Energy Consumption Facts
CO2 emissions from US Index cities (nearly 16 tons per person), are almost double those for Canada (8.1 tons), more than double the emissions for mainland Chinese cities (7.6 tons), and triple the level of emissions from Europe (5.2 tons).
San Francisco and Los Angeles recycle an astonishing 77% and 62%, respectively, of their waste – more than any city in Europe, except one, Leipzig, at 81%.
Among the regional Indexes, US and Canadian Index cities consume the most water, at 156 gallons per person per day on average. This is more than double the other cities worldwide.
Only 2 out of 27cities in the US and Canada Index have not developed their own green energy projects like wind farms or thermal heating. This is much better than in Europe, where 13 out of 30 cities have not yet done so.
US and Canada Energy Facts
Getting Greener…
- Lead the way…- Cultivate public awareness- Measure performance- Set goals- Long-term planning- Invest- Innovate
Aesthetics matter…G5
“In 2010, the Knight “Soul of the Community” study asked the question: “Great
schools, good transit, affordable health care, and safe streets all help create strong
communities… But is there something deeper that draws people to a city—that makes
them want to put down roots and build a life?”
After interviewing 40,000+ residents over three years, the top three answers for
why someone loves living in a place shocked almost everyone—they are “social
offerings, openness, and aesthetics.
Doesn’t a just city build the place that people want to love? Don’t all residents deserve
beauty?”
Jason Schupbach
Director, Design Program, NEA
Wait…I think Thornton is
beautiful just the way she is.
Comp Plan Ordinances and Code compliance Landscape, Hardscape, Signage, Fencing Design and Architecture Streetscape and Lighting Public art, landmarks Resident Collaboration & Innovation
Smarter than we were yesterday…
G6
A Smart City optimizes systems by using technology and data to improve service delivery and customer satisfaction. Data…better decision-making Experiment… to do more with less Automate… to improve resident experience
Public space WiFi
Broadband Water usage monitoring Waste – RFID tags
Crime data
Auto Charging stations Networked traffic signals and streetlights
Virtual Emergency Collaboration
DronesSecurity protocols
Shared vehicles
Driverless cars
Workforce Workplace“us”
Training / Sharpening the Saw / Leadership PAs / Pay Policy / Bonus Team Building initiatives Health and Wellness Communications Hiring, Retention, & Turnover Work Schedules / Family-friendly Safety
G7
Urban Renewal Area South
Thornton Shopping Center
G8
Community Outreach
1. Know our needs2. Know the system3. Connect4. Volunteers 5. Stability
G9
Proposed Goals
Comprehensive PlanWater Security Destinations
Community Outreach
Green City
URA-SouthWorkforce Workplace
Smart CityAesthetics
…your thoughts?
VisionFacilitate the creation, adoption and begin the implementation of the City’s final “build-out” vision for the community through the comprehensive planning process to function as an ongoing policy and decision making guide for future public and private investment.
City Development Department
Goals
1. Develop a quality Comprehensive Plan that encompasses all aspects of the built environment and that reflects the City’s current goals, priorities and desired outcomes.
a) Visioning Document based upon public outreach and Council direction
b) Development and adoption of the Comprehensive Plan Document
2. Propose improvements to the Development review, approval and inspection processes.3. Enhance the capacity of processing Development Code amendments to respond to new
legislative actions, technologies, conditions and Council priorities.4. Actively advocate for Thornton’s regional transportation interests including:
a) I-25 improvements
b) Improved bus service
c) Improvements to Highway 7 and classification as a “Major Regional Arterial”
City Development Department
Economic Development Vision
Foster redevelopment of aging properties, development of underutilized properties, attract quality primary jobs,
encourage quality retail development, and enhance the environment for small businesses
Economic Development Goals
1. Redevelopmento Ensure proposed Thornton Healthcare District development is what Council
envisions and take steps to implement that visiono Implement the strategy for redevelopment of the Thornton Shopping Center
2. Primary Jobs Readiness in North I-25 Corridoro Infrastructure improvements that prepare the corridor for development (Big Dry
Creek Sewer Connection; Bull Canal relocation at 152nd and Washington)o Facilitate development of light industrial product in the Washington Square Bus. Park
3. Enhance small business assistance outreach serviceso Assist the MetroNorth Chamber in establishing a Thornton Chamber
4. Partner with City Development in the development of a shared vision that produces a high quality, integrated comprehensive plan
Water Security1. Verify long-term water security needs and develop a framework for implementation through
the Utility Master Plan.2. Address short-term vulnerabilities related to drought, demand, and system age.3. Develop strategy to eliminate taste and odor issues.4. Achieve additional annual water savings through more aggressive implementation of water
conservation efforts.Sustainability5. Lead implementation of water efficient and energy efficient requirements in all capital
improvement projects.6. Increase waste diversion from the landfill.7. Provide opportunities for multi-modal transportation throughout the city.8. Continue support of the street rehabilitation program.Project Delivery 9. Deliver efficient and high quality management of capital improvement projects.
Infrastructure DepartmentVision: Building a sustainable and resilient infrastructure.
Vision: Adopt revised plans for reducing water and energy consumption.Identify appropriate uses for buildings that will be vacated. Prepare foranticipated programming expansion for new facilities. Develop a communityoutreach program that provides a conduit of information in one department.
1. Sustainability – Prepare plans that conserves the City’s water use.Construct new facilities to be as energy efficient as possible within budgetaryconstraints.
• Water Use
• Energy Efficiency
• Aesthetics and Trees
2. Repurposing City Facilities – Identify uses for the existing Active AdultCenter and Community Center.
• Trail Winds Recreation Center
• New Active Adult Center
Community Services Department
Community Services Department
3. Expanded Programming for New Facilities – As the City continues togrow, City programming must be flexible enough to adapt to changing needs.
• Growth in the Active Adult Population
• Disparity in Income Levels
4. Community Outreach – Consider centralizing various citizen efforts underthe umbrella of one City division.
• Promote One Stop Shopping
• Provides a Conduit of Information (both sharing and collecting information)
• Provides a Warm and Welcoming Environment
Police Department
Vision
• Develop and Implement programs and strategies in response to emerging public safety challenges.
Goals to address emerging public safety issues
1. Implement a High Density Housing Unit
2. Realign patrol districts to create a new patrol district 2
3. Implement a crisis intervention strategy in partnership with the Community Reach Center
4. Implement on-line reporting for specific property crimes
5. Implement a body camera plan
6. Achieve national accreditation from the Commission on Accreditation for Law Enforcement (CALEA)
Police Department
Fire Department Vision
We will address our rapid growth needs, enhance training, solve our technology challenges, and integrate our community outreach programs.
Fire Department Goals
Goal #1: Expand and update fire department comprehensive master plan* Update build out plan for future capital needs* Develop a Standard of Coverage
Goal #2: Implement and support professional development initiatives* Formalize and support a Field Training Officer (FTO) program for internal
Paramedic qualification* Continue Leadership/Succession planning efforts
Goal #3: Integrate available technology elements to maximize regional response capabilities and improve patient outcomes
* Resolve and support Automatic Vehicle Location (AVL) capabilities* Implement and support a Cad to Cad communication solution between dispatch
center
Goal #4: Improve and expand community outreach through partnerships and enhanced capabilities.
* Integrate all Community initiatives within the Fire Corps program* Identify future role in Mobile Integrated Healthcare (MIH) model
Management Services Department
Vision:
Make Things Easier for our Customers (and Ourselves)
Goals:
1. Streamline HR Processes: Recruiting & Regulations
2. Build on our Well-Trained Workforce: Investing in Personnel
3. Evaluate our Insurance Programs: Consider Self-Insurance
4. Resiliency in IT: Reliable and Useful Systems and Technology
5. Employee Safety: Tailored and Focused Programs
6. Emergency Operations: Complete Draft EOP and Implement
Management Services Department
FINANCE DEPARTMENT
DEFINITELY NOT THE VISION!
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FINANCE DEPARTMENT
Maintain public trust, ensure long-term financial sustainability
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FINANCE DEPARTMENT GOALS:
1. Revenue Enhancement Opportunities
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2. Expense Reduction Strategies
3. More Robust Financial Modeling