12 - City Council Strategic PlanItem No. 12
Memorandum
TO: Mayor, Mayor Pro Tem & City Council
FROM: Grayson Path, City Manager
SUBJECT: City Council Strategic Plan
DATE: September 25, 2023
BACKGROUND:
On September 11, 2023, the City Council approved the City Manager's proposed FY23/24 Budget which
included a proposed Strategic Plan via Exhibit H. The FY22/23 Strategic Plan was approved in January
2023 via Resolution 2023-002. The new FY23/24 Strategic Plan contains tasks assigned to address the
Plan's goals, and is therefore intended to succeed the existing Strategic Plan.
STATUS OF ISSUE:
With the approval of the budget, it is appropriate to now update the Strategic Plan via Resolution to
incorporate the new tasks assigned to Strategic Plan goals.
The FY23/24 Budget included an update to the FY22/23 Strategic Plan via Exhibit G. Upon completion of
the FY22/23 on September 30, 2023, the City Manager will update this document and present it to the City
Council sometime prior to the close of 2023.
BUDGET:
N/A
OPTIONS:
1. Approve a resolution commissioning the FY23/24 City Council Strategic Plan as written in the
FY23/24 Budget.
2. Request edits to the proposed Strategic Plan and/or ask for additional information.
3. Reject the Strategic Plan and advise the City Manager as to next steps.
RECOMMENDATION:
1. Approve a resolution commissioning the FY23/24 City Council Strategic Plan as written in the
FY23/24 Budget.
RESOLUTION NO.
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF PARIS, TEXAS,
UPDATING THE CITY'S STRATEGIC PLAN FOR THE FISCAL YEAR 2023-
2024; MAKING OTHER FINDINGS AND PROVISIONS RELATED TO THE
SUBJECT; AND DECLARING AN EFFECTIVE DATE.
WHEREAS, the City Council of the City of Paris held a workshop in June, 2022 to
develop a vision statement, mission statement, and strategic plan for the city for the next ten
years as well as goals to achieve in service of said vision and mission statement; and
WHEREAS, as a result of said workshop and the vision and mission statements and
goals agreed upon therein, on January 9, 2023, by Resolution No. 2023-002, City Council
adopted a Strategic Plan for the years 2023-2033 as being in the best interest of the
residents and businesses and visitors to the city; and
WHEREAS, on September 11, 2023, City Council approved the City's operating budget
for fiscal year 2023-2024 which updates elements of the Strategic Plan as reflected in
Exhibit A hereto;
NOW, THEREFORE, BE IT RESOLVED BYTHE CITY COUNCIL OF THE CITY OF
PARIS, TEXAS:
Section 1. That the findings set out in the preamble of this resolution are hereby
in all things approved.
Section 2. That the updated Strategic Plan set forth in Exhibit A, be and the same
is hereby, adopted.
Section 3. That this resolution shall be effective from and after the date of passage.
PASSED AND APPROVED this 25th day of September, 2023.
Reginald B. Hughes, Mayor
ATTEST:
Janice Ellis, City Clerk
APPROVED AS TO FORM:
Stephanie H. Harris, City Attorney
Strategic Plan
Introduction
The City Council met in June 2022 for the purpose of identifying a Strategic Plan made up of a
Vision, Mission Statement and Goals for the City of Paris. This Strategic Plan is intended to guide
the City in the development and implementation of its fiscal budget for the next ten years, with the
flexibility of knowing that future City Councils will review and amend as needed to keep this
Strategic Plan relevant and effective. In January 2023, via Resolution 2023-002, the City Council
implemented the first year of the Strategic Plan, which is intended to be updated each successive
year thereafter through the budget process.
Vision
The City Council has identified the following as their shared vision for Paris as it grows:
In 2032, Paris is a city with a population of over 30, 000 and is considered one of the top
ten cities in Texas due to its excellent quality of life for all citizens and its business friendly
environment. It is supported by excellent schools and an expanded infrastructure including
utilities, bike lanes, sidewalks, and interconnected roads and highway systems. Paris has
thriving communities with new housing subdivisions and re -vitalized neighborhoods.
Enhancing the city's status as a unique place to live, play, and visit are its downtown
historic district and its proximity to the Dallas -Fort Worth Metroplex and Oklahoma City.
Paris has active businesses and small industries which produce a stable tax base and
employment opportunities within the region. There are multiple medical facilities which
encourage competitive services. It has achieved one of the lowest property tax rates in the
state. Paris is a city with community pride and unity.
Mission Statement
The City Council has identified the following as their shared Mission Statement for municipal
operations and activities:
Our mission is to serve with professionalism and integrity, promote a safe and prosperous
community for all citizens, and provide efficient and effective services for an excellent
quality of life.
Page 1 of 6
Goals
The City Council has prioritized five (5) primary goals, rooted in the above Vision and Mission
Statement. These are intended to be long term goals that will be relevant in the immediate and
future fiscal years. From these goals, and as funding is available, action items will be established
each fiscal year through the budgeting process. The following are the five goals:
1. Enhance the City's Relationship with key State and County Representatives.
2. Encourage Economic Development through business development and retention planning.
3. Promote long-term growth in the community.
4. Retain our citizens.
5. Market the City.
Page 2 of 6
Strategic Plan
Action Items
Fiscal Year 2023 / 2024
Introduction
The following action items have been established in the FY23/24 Budget to help forward the five
goals of the City's Strategic Plan.
Supporting Statements
The following statements are intended to assist the City Council, now and in the future, with
understanding some logistics behind the formation and implementation of action items.
A. While some action items have direct fiscal notes attached to them, others are administrative
in nature and will be carried out through City Council and/or City Staff actions, whether
by ordinance, resolution, policy, etc.
B. Some action items may be achieved quickly while others may take months and even years
to implement.
C. The Strategic Plan's five goals are intended to remain the same from fiscal year to fiscal
year•, however action items will change unless found to still be relevant or ongoing.
D. Goals are long term in nature and lend themselves to varying degrees of mechanics and
logistics; therefore not all goals will be represented each fiscal year by an equal amount of
action items, focus or funding.
E. Many action items can serve to address multiple goals. For brevity, each action item will
be assigned to a specific goal instead of repeatedly restated, but will be marked to identify
other goals it may also be reasonably addressing.
F. While it will be a priority for the City Staff to implement all action items, it is also
understood that city operations are dynamic. When mixed with limits on staffing and
available time, this may interfere with the successful completion or adequate progress of
each action item being achieved.
Assignment of Responsibility
Each year, as part of his/her official duties laid out in Article V of the City of Paris Charter, the
City Manager shall submit to the City Council a proposed budget, which budget shall provide a
complete financial plan for the fiscal year, and will now contain action items to address the
Strategic Plan. Action items will be assigned to a specific department, or multiple departments as
appropriate, and will be tracked by the City Manager with a report given to the City Council during
the following fiscal year budget process. The City Council may at any time request an update on
the status of some or all of the action items.
Page 3 of 6
Action items are categorized by goal, but otherwise are inno particular order,
A. Goal #1 — Enhance the City's Relationship with key State and County
Representatives.
a. Continue working with TxDOTto explore traffic options for the downtown,
i. Goals fl, 2, 3
ii. Assignment: City Manager's Office, Planning and Community
Development Department, Public Works Department
b. Implement Airport Runway and Taxiway Projectsin coordination with,rxDO,r.
i. Goals # 1, 2, 3
ii. Assigntnent: Airport Department
c. Implemeat .AWOS 1. fighting Upgrade with TxDOT.
i. Goals#.1,2,3
ii. Assignment:Airport Department
d. Hold joint City and County emergency service meeting.
i. Assignment: City Manager's Office
B. Goal #2 Encourage Economic Development through business development and
retention planning.
a. Continue to encourage pre development meetings.,
i. Goals #2, 3
ii. Assignment: Planning and Community Development.Department
b. Continue to encourage Chapter 380 Agreements.
i. Goals #2, 3
ii. Assignment-. City Manager's Office, Planning and Comm. unity
. Development Department
c. Complete the Water Line Extension and Redundancy Project in western Paris.
i. Goals #2, 3, 4
ii. Assignment: Public Works Department
d. Demolish the dangerous structure at 260 S. Main Street, known as the Belford
Building.
i. Goals #2, 3
ii. Assignment: City Manager's Office, City Engineering Department
e. Hire Community Development Secretary to help shoulder workload within
department.
i. Assignment: Planning and Community Development Department
f Conduct Lidarsurvey of entire City.
to Goals Q, 3
ii., Assignment: City Engineering Department
g. Develop DowntownBusiness Guide
i. Goals #2, 3, 4, 5
ii. Assignment: Main Street Department
Page 4 of 6
C. Goal #3 — Promote long-term growth in the community.
a. Mill and overlay project of numerous arterial streets.
i. Goals #3, 4
ii. Assignment: City Engineering Department, Public Works Department
b. Continue to promote and implement the 5 in 5 Program.
i. Goals #1, 3, 4, 5
ii. Assignment: Planning and Community Development Department
c. Implement Phase II — Housing Study with the PEDC and an identified third party.
i. Goals #3, 4
ii. Assignment: City Manager's Office
d. Complete the Paris Development Code — comprehensive code amendment.
i. Goals #2, 3
ii. Assignment: Planning and Community Development Department
e. Appoint a Board of Appeals
i. Assignment: City Manager's Office, Planning and Community
Development Department
f. Create a Development Agreement for the Forest Brook Estates Project.
i. Goals #2, 3, 4
ii. Assignment: Planning and Community Development Department
g. Implement Phase II Architectural Analysis for the Grand Theater.
i. Assignment: City Manager's Office
h. Hold second annual Community Trash Off event.
i. Assignment: City Manager's Office, Planning and Community
Development Department, Public Works Department
i. Numerous IT Improvements: Microsoft 365, Switch and Server Replacement
i. Assignment: IT Department
j. Water Treatment Plant Filtration Rehabilitation
i. Goals #3, 4
ii. Assignment: Water Treatment Department
k. Adopt Pine Bluff Street and Fitzhugh Street as historic districts.
i. Goals #1, 3, 4
ii. Assignment: Historic Preservation Department
1. Complete privatization of Solid Waste Service.
i. Goals #3, 4
ii. Assignment: City Manager's Office, Public Works Department
D. Goal #4 — Retain our citizens.
a. Reclassification and promotion of Assistant City Manager Position, allowing for
focus of duties within City Manager's Office.
i. Goals #1, 2, 3, 4, 5
ii. Assignment: City Manager's Office
b. Hire three (3) new full time EMS personnel, fully staffing four frontline ambulances
with a fifth backup.
i. Goals #1, 3, 4
ii. Assignment: EMS Department
c. Public Safety Improvements by Police Department: Surveillance Cameras, Cop -
Logic Online Reporting System, Radio Replacement, Traffic Speed Signs,
Dispatch Improvements, and Electronic Ticket Writer replacement.
i. Goals #3, 4
ii. Assignment: Police Department
Page 5 of 6
d. Public Safety Improvements by Fire and EMS Departments: Radio Replacement,
IV Pumps, Jump Kits, Zoll Z Vents.
i. Goals #3, 4
ii. Assignment: EMS Department
e. Financial Software Upgrade
i. Assignment: Finance Department
E. Goal #5 — Market the City.
a. Prepare for the 2024 Solar Eclipse Event
i. Assignment: City Manager's Office, Planning and Community
Development Department, Police Department, Fire Department, EMS
Department, Public Works Department, Main Street Department
b. Hire Public Information Officer
i. Goals #1, 2, 3, 4, 5
ii. Assignment: City Manager's Office
c. Complete the Branding and Marketing Project via marketing and logo change out
within departments.
i. Goals #2, 5
ii. Assignment: All Departments, Public Information Department
d. Form a Maintenance Agreement for new Downtown Lights.
i. Goals 42, 5
ii. Assignment: City Manager's Office, Main Street Department
e. Continue to develop and promote downtown festivals.
i. Goals #4, 5
ii. Assignment: Planning and Community Development Department, Main
Street Department, Public Information Department.
f. Purchase and fly new Logo Flags at City Hall
i. Assignment: Finance Department
g. Downtown Improvements: Sod and Landscaping
i. Goals #3, 5
ii. Assignment: Main Street Department
h. Website Upgrade
i. Goals #4, 5
ii. Assignment: Public Information Department
Page 6of6
RESOLUTION NO. 2023-002
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF PARIS, TEXAS,
ADOPTING A STRATEGIC PLAN FOR THE YEARS 2023-2033; MAKING
OTHER FINDINGS AND PROVISIONS RELATED TO THE SUBJECT; AND
DECLARING AN EFFECTIVE DATE.
WHEREAS, the City Council of the City of Paris held a workshop in June, 2022 to
develop a vision statement, mission statement, and strategic plan for the city for the next ten
years as well as goals to achieve in service of said vision and mission statements; and
WHEREAS, as a result of said workshop and the vision and mission statements and
goals agreed upon therein, city staff has developed the Strategic Plan attached hereto as
Exhibit A and incorporated herein by reference; and
WHEREAS, at its regular meeting on January 9, 2023, the City Council reviewed said
Strategic Plan and found it to be desirable and in the best interests of the residents and
businesses of and the visitors to the city;
NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF
PARIS,TEXAS:
Section 1. That the findings set out in the preamble of this resolution are hereby in
all things approved.
Section 2. That the Strategic Plan set forth in ExhjbftA be, and the same is hereby,
adopted.
Section 3. That this resolution shall be effective from and after the date of passage.
PASSED AND APPROVED this 9th day of January, 2023.
@ pA
Paula Portugal, Mayr
ATTEST:
APPROVED AS TO FORM:
'
Stepi a pie H. Harris, City Attorney
City of Paris, Texas
Strategic Plan
January 2023
Introduction
The City Council met in June 2022 for the purpose of identifying a Strategic Plan made up of a
Vision, Mission Statement and Goals for the City of Paris. This Strategic Plan is intended to guide
the City in the development and implementation of its fiscal budget for the next ten years, with the
flexibility of knowing that future City Councils will review and amend as needed to keep this
Strategic Plan relevant and effective.
Vision
The City Council has identified the following as their shared vision for Paris as it grows:
In 2032, Paris is a city with a population of over 30, 000 and is considered one of the top
ten cities in Texas due to its excellent quality of lifefor all citizens and its business friendly
environment. It is supported by excellent schools and an expanded infrastructure including
utilities, bike lanes, sidewalks, and interconnected roads and highway systems. Paris has
thriving communities with new housing subdivisions and re -vitalized neighborhoods.
Enhancing the city's status as a unique place to live, play, and visit are its downtown
historic district and its proximity to the Dallas -Fort Worth Metroplex and Oklahoma City.
Paris has active businesses and small industries which produce a stable tax base and
employment opportunities within the region. There are multiple medical facilities which
encourage competitive services. It has achieved one of the lowest property tax rates in the
state. Paris is a city with community pride and unity.
Mission Statement
The City Council has identified the following as their shared Mission Statement for municipal
operations and activities:
Our mission is to serve with professionalism and integrity, promote a safe and prosperous
community for all citizens, and provide efficient and effective services for an excellent
quality of life.
P. 0. BOX 9037 PARIS, TEXAS 75461-9037 (903) 784-9202 FAX (903) 785-8519
Goals
The City Council has prioritized five (5) primary goals, rooted in the above Vision and Mission
Statement. These are intended to be long term goals that will be relevant in the immediate and
future fiscal years. From these goals, and as funding is available, action items will be established
each fiscal year through the budgeting process. The following are the five goals:
1. Enhance the City's Relationship with key State and County Representatives.
2. Encourage Economic Development through business development and retention planning.
3. Promote long-term growth in the community.
4. Retain our citizens.
5. Market the City.
P. 0. BOX 9037 PARIS, TEXAS 75461-9037 (903) 784-9202 FAX (903) 765,8519
Strategic Plan
Action Items
Fiscal Year 2022 / 2023
Introduction
The following action items have been established in the FY22/23 Budget to help forward the five
goals of the City's Strategic Plan.
Supporting Statements
The following statements are intended to assist the City Council, now and in the future, with
understanding some logistics behind the formation and implementation of action items.
A. While some action items have direct fiscal notes attached to them, others are administrative
in nature and will be carried out through City Council and/or City Staff actions, whether
by ordinance, resolution, policy, etc.
B. Some action items may be achieved quickly while others may take months and even years
to implement.
C. The Strategic Plan's five goals are intended to remain the same from fiscal year to fiscal
year; however action items will change unless found to still be relevant or ongoing.
D. Goals are long term in nature and lend themselves to varying degrees of mechanics and
logistics; therefore not all goals will be represented each fiscal year by an equal amount of
action items, focus or funding.
E. Many action items can serve to address multiple goals. For brevity, each action item will
be assigned to a specific goal instead of repeatedly restated, but will be marked to identify
other goals it may also be reasonably addressing.
F. While it will be a priority for the City Staff to implement all action items, it is also
understood that city operations are dynamic. When mixed with limits on staffing and
available time, this may interfere with the successful completion or adequate progress of
each action item being achieved.
Assignment of Responsibility
Each year, as part of his/her official duties laid out in Article V of the City of Paris Charter, the
City Manager shall submit to the City Council a proposed budget, which budget shall provide a
complete financial plan for the fiscal year, and will now contain action items to address the
Strategic Plan. Action items will be assigned to a specific department, or multiple departments as
appropriate, and will be tracked by the City Manager with a report given to the City Council during
the following fiscal year budget process. The City Council may at any time request an update on
the status of some or all of the action items.
P. 0. BOX 9037 PARIS, TEXAS 75461-9037 (903) 784-9202 FAX (903) 785-8519
Actions Items
Action items are categorized by goal, but otherwise are in no particular order.
A. Goal #1 — Enhance the City's Relationship with key State and County
Representatives.
a. Implement the Interlocal Agreement with NLISD for street development as part of
its capital project.
i. Goals #1; 2, 3
ii. Assignment: City Manager's Office, Planning and Community
Development Department, Public Works Department
b. Revisit the Toole Design Group Study for downtown development following
TxDOT and City Report on 90 Day STOP Sign Study.
i. Goals #1, 2, 3
ii. Assignment: City Manager's Office, Planning and Community
Development Department, Public Works Department
c. Implement Airport Runway and Taxiway Projects in coordination with TxDOT.
i. Goals #1, 2, 3
ii. Assignment: Airport Department
d. Explore options of working with Lamar County in the construction of a new fuel
farm.
i. Assignment: City Manager's Office
B. Goal #2 — Encourage Economic Development through business development and
retention planning.
a. Implement the Developer Construction Manual.
i. Goals 42, 3
ii. Assignment: Planning and Community Development Department
b. Encourage pre -development meetings.
i. Goals #2, 3
ii. Assignment: Planning and Community Development Department
c. Upgrade MyGov 4 to MyGov 5 Software.
i. Goals 42, 3
ii. Assignment: Planning and Community Development Department
d. Encourage Chapter 380 Agreements.
i. Goals 42,3
ii. Assignment: City Manager's Office, Planning and Community
Development Department
e. Complete the Water Line Extension and Redundancy Project in western Paris.
i. Goals #2, 3, 4
ii. Assignment: Public Works Department
f. Revise the Vacant Building Registration Ordinance.
i. Goals #2, 3
ii. Assignment: Planning and Community Development Department
P. 0. BOX 9037 PARIS, TEXAS 75461-9037 (903) 784-9202 FAX (903) 785-8519
g. Demolish the dangerous structure at 260 S. Main Street, known as the Belford
Building.
L Goals #2, 3
ii. Assignment: City Manager's Office
h. Increase funding available to Downtown Fagade Grants.
i. Goals #2, 3, 5
ii. Assignment: City Manager's Office, Planning and Community
Development Department
C. Goal #3 — Promote long-term growth in the community.
a. Continue to promote and implement the 5 in 5 Program.
L Goals #1, 3, 4, 5
ii. Assignment: Planning and Community Development Department
b. Implement a Housing Study with the PEDC and an identified third party,
i. Goals #3,4
ii. Assignment: City Manager's Office
c. Make revisions of municipal, zoning and building codes as needed.
i. Goals #2, 3
ii. Assignment: Planning and Community Development Department
d. Adopt 2021 Building and Fire Codes.
i. Assignment: Planning and Community Development Department, Fire
Department
e. Appoint a Board of Appeals
L Assignment: City Manager's Office, Planning and Community
Development Department
f. Create a Development Agreement for the Forest Brook Estates Project.
L Goals #2, 3, 4
ii. Assignment: Planning and Community Development Department
g. Implement Phase I Architectural Analysis for the Grand Theater.
i. Assignment: City Manager's Office
h. Increase funding for demolition and lot mowing.
L Goals #2, 3
ii. Assignment: City Manager's Office, Planning and Community
Development Department
i. Implement the new deconstruction program.
i. Goals #2, 3
ii. Assignment: City Manager's Office, Planning and Community
Development Department
j. Bring back and implement a community Trash Off event.
L Assignment: City Manager's Office, Planning and Community
Development Department, Public Works Department
D. Goal #4 — Retain our citizens.
a. Implement the FY22/23 HOME Program.
i. Goals #3, 4
ii. Assignment: City Manager's Office
P. 0. BOX 9037 PARIS, TEXAS 75461-9037 (903) 784-9202 PAX (903) 7B5-8519
b. Rehabilitate the Municipal Pool.
i. Assignment: Public Works Department
E. Goal #5 — Market the City.
a. Complete the Branding and Marketing Project.
i. Goals #2, 5
ii. Assignment: City Manager's Office
b. Construct the new restroom at the Farmer's Market.
i. Goals #2, 3, 5
ii. Assignment: Planning and Community Development Department
c. Form a Maintenance Agreement for new Downtown Lights.
i. Goals #2, 5
ii. Assignment: City Manager's Office
d. Develop and promote downtown festivals.
i. Goals #4, 5
ii. Assignment: Planning and Community Development Department
e. Commission new sculptures and cultural art in and around the downtown.
i. Assignment: Planning and Community Development Department
f. Hire a new Police Department Community Outreach Officer
i. Assignment: Police Department
P. O. BOX 9037 PARIS, TEXAS 75461-9037 (903) 789-9202 FAX (903) 785-8519