12/2012MINUTES OF THE SPECIAL CITY COUNCIL MEETING
1 OF THE CITY OF PARIS, TEXAS
December 3, 2012
The City Council of the City of Paris met for a special session at 5:30 p.m. on Monday,
December 3, 2012, at the City Council Chamber, 107 E. Kaufman, Paris, Texas.
Present: Mayor: A.J. Hashmi
Council Members: Aaron Jenkins; Billie Lancaster; John Wright;
Richard Grossnickle; Matt Frierson; and Cleonne
Drake
City Staff John Godwin, City Manager; Kent McIlyar, City
Attorney; and Janice Ellis, City Clerk
Opening Agenda
1. Call meeting to order.
Mayor Hashmi called the meeting to order at 5:30 p.m.
Regular Agenda
2. Convene into Executive Session pursuant to Section 551.087 of the Texas Government
Code, (1) to discuss or deliberate regarding commercial or financial information that the
governmental body has received from a business prospect that the governmental body
seeks to have locate, stay, or expand in or near the territory of the governmental body and
with which the governmental body is conducting economic development negotiations; or
(2) to deliberate the offer of a financial or other incentive to a business prospect described
by Subdivision (1).
Mayor Hashmi convened City Council into Executive Session at 5:32 p.m.
3. Reconvene into Open Session and possibly take action on those matters discussed in
Executive Session.
Mayor Hashmi reconvened City Council into open session at 6:34 p.m. Mayor Hashmi
said that the City Council received a briefing from the PEDC Director and Chairman about
Project Modern Art.
A Motion to authorize the Executive Director and legal counsel to finalize the agreement
between PEDC and Project Modern Art to be executed by the PEDC Chairman prior to closing
was made by Council Member Frierson and seconded by Council Member Drake. Motion
carried, 7 ayes — 0 nays.
Special Council Meeting
November 20, 2012
Page 2
4. Adjournment. 16 7 G
There being no further business, a Motion to adjourn was made by Council Member
Frierson and was seconded by Council Member Drake. Motion carried, 7 ayes — 0 nays. The
meeting was adjourned at 6:34 p.m.
qJIC!LE ELLIS, CITY CLERK
MINUTES OF THE REGULAR CITY COUNCIL MEETING
OF THE CITY OF PARIS, TEXAS
December 10, 2012
The City Council of the City of Paris met for a regular session at 5:30 p.m. on Monday,
December 10, 2012, at the City Council Chamber, 107 E. Kaufman, Paris, Texas.
Present: Mayor: A.J. Hashmi
Council Members: Aaron Jenkins; Billie Lancaster; John Wright;
Richard Grossnickle; Matt Frierson; and Cleonne
Drake
City Staff. John Godwin, City Manager; Kent McIlyar, City
Attorney; Janice Ellis, City Clerk; Shawn Napier,
City Engineer; Alan Efrussy, Planning Director;
Gene Anderson, Finance Director; Bob Hundley,
Police Chief; Larry Wright, Fire Chief; Kent
Klinkerman, EMS Director; and Doug Harris,
Utilities Director
Opening Agenda
1. Call meeting to order.
Mayor Hashmi called the meeting to order at 5:30 p.m.
2. Invocation.
Pastor Spies gave the invocation.
3. Pledge of Allegiance. '
Council Member Grossnickle led the pledge.
4. Citizens' forum.
No one spoke during the citizens' forum.
City Manager John Godwin introduced new Planning Director Alan Efrussy. Mayor
Hashmi welcomed Boy Scouts Casey and Luke.
Consent Agenda
Mayor Hashmi inquired of Council Members
Consent Agenda for discussion. Mr. Godwin aske d
agenda, because the railroad had recently been sold.
Regular Council Meeting
December 10, 2012
Page 2
if they wished to pull any items from the
that item 8 be pulled from the consent
With the exception of item 8, A Motion to approve the Consent Agenda was made by
Council Member Drake and seconded by Council Member Frierson. Motion carried, 7 ayes — 0
nays.
5. Approve the minutes from the City Council meetings on November 20, 2012; November
26, 2012; and December 3, 2012.
6. Receive reports and/or minutes from the following boards, commissions, and committees:
a. Board of Adjustment minutes (9 -4 -2012)
b. Main Street Advisory Board minutes. (10- 16-2012)
c. Building and Standards Commission minutes (10 -15 -2012)
d. Paris Visitors and Convention Council minutes (8 -23 -2012)
7. Approve RESOLUTION NO. 2012 -091: A RESOLUTION OF THE CITY COUNCIL
OF THE CITY OF PARIS, TEXAS, AUTHORIZING THE SUBMISSION OF A
REQUEST TO THE TEXAS DEPARTMENT OF HOUSING AND COMMUNITY
AFFAIRS FOR RECERTIFICATION AND PARTICIPATION IN THE HOME
PROGRAM RESERVATION SYSTEM; AUTHORIZING THE CITY MANAGER TO
NEGOTIATE AND EXECUTE ALL NECESSARY DOCUMENTS; MAKING OTHER
FINDINGS AND PROVISIONS RELATED TO THE SUBJECT; AND PROVIDING
AN EFFECTIVE DATE.
8. Approve a Resolution repealing Resolution No. 2012 -089 and approving an application
to the Texas Department of Transportation's statewide transportation enhancement
program for funding of a two mile addition, to the Trail de Paris and authorize the City
Manager to acquire two parcels of land or two right -of- entries from Rail America
(Kiamichi Railroad) for the project should the City of Paris be awarded the grant.
9. Approve RESOLUTION NO. 2012 -092: A RESOLUTION OF THE CITY COUNCIL
OF THE CITY OF PARIS, TEXAS, REPEALING RESOLUTION NO. 2008 -075
WHICH REQUIRES ORDINANCES TO HAVE TWO READINGS BEFORE
ADOPTION; DELETING THE REQUIREMENT OF TWO READINGS EXCEPT AS
DESCRIBED HEREIN; MAKING OTHER FINDINGS AND PROVISIONS RELATED
TO THE SUBJECT; AND DECLARING AN EFFECTIVE DATE.
10. Approve ORDINANCE NO. 2012 -037: AN ORDINANCE OF THE CITY COUNCIL
OF THE CITY OF PARIS, TEXAS, ISSUING A LICENSE TO RANEY DAY
ENTERPRISES D/B /A YELLOW CAB TO OPERATE A TAXICAB BUSINESS ON
THE PUBLIC STREETS OF THE CITY OF PARIS, TEXAS; FINDING A PUBLIC
Regular Council Meeting
December 10, 2012
Page 3
NECESSITY AND CONVENIENCE FOR ISSUANCE OF SAID LICENSE; MAKING
OTHER FINDINGS AND PROVISIONS RELATED TO THE SUBJECT; AND
DECLARING AN EFFECTIVE DATE.
11. Approve ORDINANCE NO. 2012 -038: AN ORDINANCE OF THE CITY COUNCIL
OF THE CITY OF PARIS, TEXAS, ISSUING A LICENSE TO TRANSPORTATION
PROVIDERS DB /A CITY CAB TO OPERATE A TAXICAB BUSINESS ON THE
PUBLIC STREETS OF THE CITY OF PARIS, TEXAS, FINDING A PUBLIC
NECESSITY AND CONVENIENCE FOR ISSUANCE OF SAID LICENSE; MAKING
OTHER FINDINGS AND PROVISIONS RELATED TO THE SUBJECT; AND
DECLARING AN EFFECTIVE DATE.
12. Approve ORDINANCE NO. 2012 -039: AN ORDINANCE OF THE CITY COUNCIL
OF THE CITY OF PARIS, TEXAS, ISSUING A LICENSE TO DAVID THOMPSON,
DB /A LONE STAR CAB TO OPERATE A TAXICAB BUSINESS ON THE PUBLIC
STREETS OF THE CITY OF PARIS, TEXAS; FINDING A PUBLIC NECESSITY
AND CONVENIENCE FOR ISSUANCE OF SAID LICENSE; MAKING OTHER
FINDINGS AND PROVISIONS RELATED TO THE SUBJECT; AND DECLARING
AN EFFECTIVE DATE.
13. Approve ORDINANCE NO. 2012 -040: AN ORDINANCE OF THE CITY COUNCIL
OF THE CITY OF PARIS, TEXAS, AMENDING CITY ORDINANCE NO.1315,
SUBDIVISION REGULATIONS, BY ADDING ANEW SECTION I. PURPOSE AND
AMENDING SECTION VI REPLATTING AND SECTION VII (F) MINIMUM
IMPROVEMENTS; MAKING OTHER FINDINGS AND PROVISIONS RELATED TO
THE SAME AND DECLARING AN EFFECTIVE DATE.
Regular Agenda
Mayor Hashmi asked that item 16 be moved up on the agenda. A Motion to move item
16 forward was made by Council Member Grossnickle and seconded by Council Member
Lancaster. Motion carried, 7 ayes — 0 nays.
16. Presentation by Morgan Stanley on bond issues and discussion.
Morgan Stanly representatives Keith Richard and Arshad Nizam gave a presentation on
bond issues and answered questions from Council.
Mayor Hashmi moved to item 14.
14. Convene into Executive Session pursuant to Section 551.087 of the Texas Government
Code, (1) to discuss or deliberate regarding commercial or financial information that the
governmental body has received from a business prospect that the governmental body
seeks to have locate, stay, or expand in or near the territory of the governmental body and
with which the governmental body is conducting economic development negotiations; or
Regular Council Meeting
DecernW(.10, 2012
Page 4
(2) to deliberate the offer of a financial or other incentive to a business prospect described
by Subdivision (1).
Mayor Hashmi convened City Council into executive session at 5:45 p.m. 1680
15. Reconvene into Open Session and possibly take action on those matters discussed in
Executive Session.
Mayor Hashmi reconvened City Council into open session at 5:59 p.m. and informed the
public that the item discussed in executive session pertained to economic development projects
and details would be announced at a future date.
17. Discuss and act on RESOLUTION NO. 2012 -093: A RESOLUTION OF THE CITY
COUNCIL OF THE CITY OF PARIS, TEXAS; AUTHORIZING PUBLICATION OF
NOTICE OF INTENTION TO ISSUE COMBINATION TAX AND SURPLUS
REVENUE CERTIFICATES OF OBLIGATION; MAKING OTHER FINDINGS AND
PROVISIONS RELATED TO THE SUBJECT; AND DECLARING AN EFFECTIVE
DATE.
A Motion to bring this item from the table was made by Council Member Grossnickle
and seconded by Council Member Drake. Motion carried, 7 ayes — 0 nays.
Mr. Godwin explained that Texas Water Development Board approved a low interest
loan in late September 2012 and the City qualified for 15% loan forgiveness. He said the City
had a lot of old water lines that would in fact be eligible for the project. Mr. Godwin also said
there was no duplication of engineering work between Hayter and KSA; that loan participation
would save $1,359,300 over 20 years; the loan program participation would save $211,917 over
paying cash; that sale of COs was a very common, open and public action taken by city councils;
that 15 water line replacement projects would be part of a 10 -year CIP regardless of type of
financing; and that $3.4 million could be in addition to or a part of $50 million projected CIP
cost.
Mayor Hashmi confirmed with Mr. Godwin there would be a definite savings of 500,000
and that it would be a single negotiated sale. Mayor Hashmi said he was opposed to doing
certificates of obligation unless there- was an emergency or dire need of it. He also said this was
a separate issue in that it was free money for the City and that he was not as much opposed to
certificates of obligation under these conditions. Council Member Wright said he also
disapproved certificates of obligation but liked saving money and reiterated Mayor Hashmi.
A Motion to approve this item was made by Mayor Hashmi and seconded by Council
Member Grossnickle. Motion carried, 7 ayes — 0 nays.
18. Discuss and act on RESOLUTION NO. 2012 -094: A RESOLUTION OF THE CITY
COUNCIL OF THE CITY OF PARIS, TEXAS, AUTHORIZING AND APPROVING
y
Regular Council Meeting
December 10, 2012
Page 5
AN AGREEMENT BY AND AMONG THE CITY OF PARIS, TEXAS, NEXTERA
ENERGY AND DAISY FARMS, LLC, FOR THE USE OF EXCESS RAW WATER
FOR IRRIGATION PURPOSES AT DAISY FARMS COMMERCIAL DAIRY
LOCATED ON SH 19/24 AT FM 2036, LAMAR COUNTY, TEXAS; AUTHORIZING
THE CITY MANAGER TO NEGOTIATE AND EXECUTE ALL NECESSARY
DOCUMENTS; MAKING OTHER FINDING AND PROVISIONS RELATED TO THE
SUBJECT; AND PROVIDING AN EFFECTIVE DATE.
Finance Director Gene Anderson said that Daisy Farms wanted to use raw lake water for
irrigation purposes at its facility and that the City had an existing agreement with the NextEra
Power Plant for sale of raw water. Mr. Anderson also said this agreement would allow Daisy
Farms to utilize any of NextEra's reserved raw water not needed by NextEra in its operations.
A Motion to approve this item was made by Council Member Drake and seconded by
Council Member Frierson. Motion carried, 7 ayes 0 nays.
19. Receive report, discuss and possibly act on drainage problem on York Street.
City Engineer Shawn Napier said there was nothing new to report, because they were
waiting for a rain to determine if everything was working correctly.
20. Discuss and possibly act on proceeds from recent delinquent property tax sale.
Mayor Hashmi said that $50,000 plus was received for sixty -seven properties sold at the
auction. He said if possible he would like for the next sale to be later in the afternoon. Mayor
Hashmi said he spoke to all the taxing entities that held liens on the properties and mentioned
that the City had done a lot of work on these properties. He also said that he had asked the lien
holders if they would authorize the funds be placed in an account to be utilized for future
structures that need to be cleaned up. Mayor Hashmi said those entities were going to get back
with him after discussion with their boards.
21. Consider and approve future events for City Council and/or City Staff pursuant to
Resolution No. 2004 -081.
Mayor Hashmi announced that the next delinquent property tax sale would take place the
first Tuesday in February.
22. Adjournment.
There being no further business, a Motion to adjourn was made by Council Member
Frierson and was seconded by Council Member Drake. Motion carried, 7 ayes — 0 nays. The
meeting was adjourned at 6:22 p.m.
?JIC�
E CITY CLERK
Regular Council Meeting
December 10. 2012
6
1684
MINUTES OF THE REGULAR CITY COUNCIL MEETING J683
OF THE CITY OF PARIS, TEXAS
January 14, 2013
The City Council of the City of Paris met for a regular session at 5:30 p.m. on Monday,
January 14, 2013, at the City Council Chamber, 107 E. Kaufman, Paris, Texas.
Present: Mayor: A.J. Hashmi
Council Members: Aaron Jenkins; Billie Lancaster; John Wright;
Richard Grossnickle; and Cleonne Drake
City Staff John Godwin, City Manager; Kent McIlyar, City
Attorney; Janice Ellis, City Clerk; Shawn Napier,
City Engineer; Alan Efrussy, Planning Director;
Gene Anderson, Finance Director; Bob Hundley,
Police' Chief; Larry Wright, Fire Chief; Kent
Klinkerman, EMS Director; Doug Harris, Utilities
Director; and Sandy Collard, HR Manager
Absent: Council Member: Matt Frierson
Opening Agenda
1. Call meeting to order.
Mayor Hashmi called the meeting to order at 5:30 p.m.
2. Invocation.
Pastor Kelley gave the invocation.
3. Pledge of Allegiance.
Council Member Grossnickle led the pledge.
4. a. Citizens' forum.
No one spoke during the citizens' forum.
b. Public Announcements.
• Proclamation recognizing the North Lamar High School Band for their
achievements.
Regular Council Meeting
January 14, 2013
Page 2
Mayor Hashmi read a proclamation setting out the accomplishments of the North Lamar 1684
High School Band and presented the proclamation to the band and band directors.
• Recognition of Gene Anderson for receiving the Certificate of Achievement for
Excellence in Financial Planning.
City Manager John Godwin recognized Gene Anderson for receiving the certificate of
achievement for excellence in financial planning. Mr. Godwin said this was the highest form of
recognition in governmental accounting and financial reporting. Mayor Hashmi expressed
appreciation to Mr. Anderson.
Consent AL-enda
A Motion to table items 10 and 11 to the next meeting was made by Mayor Hashmi and
seconded by Council Member Lancaster. Motion carried, 6 ayes — 0 nays. Mayor Hashmi
explained that these board vacancies should be open to allow all interested persons to make
application. Mayor Hashmi inquired of Council Members if they wished to pull any other items
from the Consent Agenda for discussion. Council Member Wright asked that item 8 be pulled,
because he wanted to know the difference between this plan and the previous plan. Finance
Director Gene Anderson said the only difference was two new funds were added that were
created since the last plan was adopted and that he dropped three different funds that were no
longer used.
With the exception of items 10 and 11, a Motion to approve the Consent Agenda was
made by Council Member Grossnickle and seconded by Council Member Drake. Motion
carried, 6 ayes — 0 nays.
5. Approve the minutes from the City Council meeting on December 10, 2012.
6. Receive reports and/or minutes from the following boards, commissions, and committees:
a. Airport Advisory Board minutes (9 -20 -2012 & 10 -18 -2012)
b. Paris Economic Development Corporation (11 -13 -2012 & 12 -3 -2012)
c. Historic Preservation Commission (10 -22 -2012 & 11 -14 -2012)
d. Paris Public Library Advisory Board (10 -17 -2012 & 11 -28 -2012)
e. Board of Adjustment (11 -6 -2012)
7. Approve November monthly financial report.
8. RESOLUTION NO. 2013 -001: A RESOLUTION OF THE CITY COUNCIL OF THE
CITY OF PARIS, TEXAS, AFFIRMING THAT THE CITY OF PARIS HAS
COMPLIED WITH THE REQUIREMENT OF THE PUBLIC FUNDS INVESTMENT
ACT; AMENDING THE CITY'S INVESTMENT POLICY; MAKING OTHER
FINDINGS AND PROVISIONS RELATED TO THE SUBJECT; AND PROVIDING
AN EFFECTIVE DATE.
Regular Council Meeting
January 14, 2013
Page 3
9. RESOLUTION NO. 2013 -002: A RESOLUTION OF THE CITY COUNCIL OF THE
CITY OF PARIS, TEXAS AUTHORIZING AND APPROVING AN APPLICATION
TO THE TEXAS DEPARTMENT OF TRANSPORTATION FOR A STATEWIDE
TRANSPORTATION ENHANCEMENT PROGRAM FOR FUNDING OF A 2.36
MILE ADDITION TO THE TRAIL DE PARIS FROM HERITAGE PARK TO THE
RED RIVER VALLEY FAIRGROUNDS; MAKING OTHER FINDINGS AND
PROVISIONS RELATED TO THE SUBJECT AND DECLARING AN EFFECTIVE
DATE.
10. Appoint Randy Roam to the Building and Standards Commission to fill the unexpired
term of Ryan Lassister.
11. Appoint Russell Figgins to the Civil Service Commission to fill the expired term of Sims
Norment.
12. ORDINANCE NO. 2013 -001: AN ORDINANCE OF THE CITY COUNCIL OF THE
CITY OF PARIS, TEXAS AUTHORIZING THE ISSUANCE OF CITY OF PARIS,
TEXAS COMBINATION TAX AND SURPLUS REVENUE CERTIFICATES OF
OBLIGATIONS, SERIES 2013, IN THE PRINCIPAL AMOUNT OF $2,900,000 AND
AWARDING THE SALE OF SUCH CERTIFICATES OF OBLIGATION TO THE
TEXAS WATER DEVELOPMENT BOARD.
13. APPROVE RESOLUTION NO. 2013 -003: A RESOLUTION OF THE CITY
COUNCIL OF THE CITY OF PARIS, TEXAS AUTHORIZING A LOAN
FORGIVENESS AGREEMENT WITH THE TEXAS WATER DEVELOPMENT
BOARD FOR A $500,778 GRANT TO PAY COSTS OF DRINKING WATER
SYSTEM IMPROVEMENTS.
14. Approve the Final Plat of Lot 20, Block C, Windsor Estates Addition, located at 705 40th
Street N.E.
15. Approve the Final Plat of Lot 1, Block A, John House Addition, located in the 1400
Block of Sherman Street.
16. Approve the Final Plat of Lot 1, Block A, TNA Paris Complex Addition 306A, located at
635 Stone Avenue.
Regular Agenda
17. Presentation and discussion of Strategic Plan for the City of Paris.
Mr. Godwin presented to City Council the proposed Strategic Plan (please see Exhibit
"A" attached). Mr. Godwin said this was a draft and that Council might want to have several
meetings to review each department in more detail. He asked for input from Council. Council
Regular Council Meeting
January 14p2013
Page 4 16800-
Member Wright said he would like more done with Cox Field, such as an industrial park. He
said he would like the airport to bring in revenue and jobs to the city. Based on population, tax
base and over a period of ten years, Council Member Wright said he understood the plan would
have to be updated. Council Member Lancaster agreed they should look at Cox Field and she
did want to review each department in more detail. Council Member Drake said she favored in
looking at each section in more detail. She confirmed that there would be dates for follow -up
and the names of staff members who would be responsible for making sure the deadlines were
met. Council Member Drake said she was in agreement about exploring Cox Field, but that she
was also interested in the downtown and bringing in more attractions or activities. Council
Member Drake commended Mr. Godwin and city staff for their hard work on this proposed plan.
Council Member Jenkins said he was excited about the plan and there was a lot to be done. He
also said he wanted to take a closer look at the Lake Crook section. Council Member
Grossnickle said there had been very thorough engineering studies done by Hayter Engineering
on both the intake problems at Lake Pat Mayse and the electrical system problems. He added
that a very thorough study of the wastewater plant was conducted several years ago. He said he
did not want to duplicate costs associated with those studies, but they may want to make some
changes. Council Member Grossnickle also thought they should explore potential opportunities
at Lake Crook. Mayor Hashmi said he thought the plan was a good start, but wanted it to include
objectives, strategies, tactics, plans and backup, best practices, start and finish dates, and
accountability. He said he would like to see the population increase by 5,000 people in the next
ten years, replacement of infrastructure within in the next twenty years, development of Lake
Crook within the next five years, a profitable airport, reduction of fires and response time,
decrease in crime, and a parks plan to ensure beautification and maintenance of parks. Mayor
Hashmi said he would like to give the city manager directions and objectives and leave it to him
as to how to achieve it.
18. Receive report, discuss and possibly act on drainage problem on York Street.
City Engineer Shawn Napier said staff had successfully completed the initial drainage
problem behind the property. However, the recent rain revealed a drainage problem on the street
due to the slope of the street. Mr. Napier said staff would begin work on this problem.
19. Convene into Executive Session pursuant to Section 551.071 of the Texas Government
Code, Consultation with Attorney, to receive legal advice from the City Attorney about
pending or contemplated litigation and/or on matters in which the duty of an attorney to
his client under the Texas Disciplinary Rules of Professional Conduct of the State Bar of
Texas, clearly conflict with this chapter as follows: CPC Coatings Claim.
Mayor Hashmi convened City Council into executive session at 7:15 p.m.
20. Reconvene into Open Session and possibly take action on those matters discussed in
Executive Session.
Mayor Hashmi reconvened City Council into open session at 7:20 p.m.
Regular Council Meeting
January 14, 2013
Page 5
21. Consider and approve future events for City Council and/or City Staff pursuant to
Resolution No. 2004 -081.
22. Adjournment.
There being no further business, a Motion to adjourn was made by Council Member
Drake and was seconded by Council Member Wright. Motion carried, 6 ayes — 0 nays. The
meeting was adjourned at 7:20 p.m.
J ICE ELLIS, CITY CLERK
STRATEGIC PLAN: CITY OF PARIS
January 14, 2013
E:);),,6%j 41,
1G89
1.0 Fire: Create & maintain the highest quality fire department in Northeast Texas.
1.1 Dramatica
1.1.2
1.1.3
1.1.4
12/13/12
Ily reduce overtime costs.
Reclassify overtime to accurately show programmed FICA time versus actual
extra OT, beginning in 09/12.
Reduce actual OT by an average of 2% per year from 2012 -13 through 2016 -17.
Survey comparable municipalities and compare overtime as a percentage of
total pay, per department and per individual employee, by 05/13.
Reduce OT as a percentage of total gross pay by at least 5% by 2016 -17.
1.2 Evaluate, plan, and fund as appropriate, the addition of three new firefighter positions to
properly staff the rescue truck, possibly as soon as 2013 -14; and the addition of three more
in 2014 -15.
1.3 Significantly increase employee retention.
1.3.1 Reduce the annual turnover rat2 to no more than 5% by 2015 -16, and maintain
that rate in all future years.
1.4 Reorganize the department to ensure maximum productivity, appropriate managerial
oversight, growth opportunities for all staff, and relevant & timely training.
1.4.1 Develop a three -year reorganization plan by 06/13, to be phased in by 2015 -16.
1.4.2 Create new officer positions at Stations 3 and 4 during 2013, using existing
staffing.
1.4.3 Create new officer positions at Station 1 in 2014, from existing staffing.
1.5 Develop a comprehensive training program that exceeds state minimum CEs.
1.5.1 Create, fund, and initiate a program by 10/13.
1.5.2 Increase time and quality of training, both in -house and by outside agencies.
1.5.3 Increase training conducted by local station officers.
1.5.4 Improve or replace the existing training tower, beginning in 2013.
1.5.5 Evaluate the cost - benefit of constructing a full training facility, and develop a
plan for 2015 -16 to do so if the analysis shows a benefit.
1.5.6 Evaluate opportunities to construct useful training props.
1.5.7 Conduct training classes and courses in Paris conducted by the state and outside
agencies by hosting other municipal fire departments.
1.5.8 Establish age -based physical training and fitness standards by 12/13.
1.6 Coordinate closely with local industries.
1.6.1 Acquire comprehensive drawings of local industries.
1.6.2 Conduct routine inspections.
1.6.3 Regularly meet with industrial representatives.
1.6.4 Periodically request funding for specialized equipment from certain industries.
2
12/13/12
1.6.5 Have firefighters visit industries to familiarize themselves with structures,
materials, locations of equipment, etc. in advance of a possible fire.
1.7 Conduct monthly tactical surveys.
1.8 Conduct meaningful and timely building inspections.
1.8.1 Utilize trained firefighters to supplement inspections.
1.8.2 Educate property owners regarding the fire code.
1.8.3 Consider alternative means of fire safety for historic buildings, consistent with
Section 102.5 of the International Fire Code.
1.9 Ensure that both fire prevention and fire investigation functions are fully staffed and
adequately trained and supported.
1.10 Create and support a comprehensive public education program, emphasizing schools and
schoolchildren.
1.11 Consider separating fire training, safety, IT, and communications functions between two or
more officers.
1.12 During 2012 -13, develop and adhere to a multi -year equipment replacement schedule for all
rolling stock, planning purchases in advance to ensure adequate equipment is on -hand,
including the retention of second line equipment where necessary.
1.13 Review and revise all SOPS every five years, or sooner if required.
1.14 Compensate firefighters competitively, including both pay rates and benefits.
1.14.1 Pay firefighters at the 67th percentile, or higher, of the following sample cities:
Balch Springs, Big Spring, Corsicana, Denison, Greenville, Harker Heights, Little
Elm, Marshall, Mt. Pleasant, Sulphur Springs, Sherman, Terrell, and Texarkana.
1.14.2 Routinely compare benefits to those of the sample cities.
1.14.3 Develop a seniority step plan by 06/13, to be funded and phased in by 2015 -16.
1.15 Evaluate costs and benefits of reconstituting the fire department's dive team.
1.16 Work closely with the police department to enhance the emergency management program.
1.17 In conjunction with the police department, develop a program to successfully reduce the
incidence of and costs associated with false alarms.
1.18 Identify and prepare administrative offices outside Fire Station #1, by 09/13.
3
12/13/12
1,
2.0 Police: Create & maintain the highest quality police department in Northeast Texas.
2.1 Dramatically reduce overtime.
2.1.1 Reduce OT by an average of 2% per year from 2012 -13 through 2016 -17.
2.1.2 Survey comparable municipalities and compare overtime as a percentage of
total pay, per department and per individual employee, by 05/13.
2.1.3 Reduce OT as a percentage of total gross pay by at least 5% by 2016 -17.
2.2 Reorganize the department to ensure maximum productivity, appropriate managerial
oversight, growth opportunities for all staff, and relevant & timely training.
2.2.1 Develop a five -year reorganization plan by 06/13, to be phased in by 2017 -18.
2.2.2 Evaluate elimination of corporal positions.
2.2.3 Evaluate, and fund as appropriate, a new traffic unit.
2.2.4 Continue emphasis on community policing, expanding as appropriate.
2.2.5 Expand and improve telephone reporting unit in 2012 -14.
2.3 Significantly increase employee retention.
2.3.1 Reduce the annual turnover rate to no more than 5% by 2015 -16, and maintain
that rate in all future years.
2.4 Develop and actively manage a quality training program.
2.4.1 Continue to routinely critically evaluate the FTO program and make any changes
necessary.
2.4.2 Evaluate specialized fire and EMS training for dispatchers, and implement as
called for.
2.4.3 Develop /revise /evaluate an overall comprehensive training program for all
officers by 12/13.
2.4.4 Establish age -based physical training and fitness standards by 12/13.
2.4.5 Expand access to workout facilities to non - uniformed departmental employees.
2.5 Actively and successfully recruit female and minority police officers to better reflect the
community served, achieving racial parity among new officers by 2017 -18.
2.5.1 Consider existing and new courses and programs to promote police service as a
viable vocational choice for students in the community.
2.5.2 Evaluate the possibility and value of a local Explorer post.
2.5.3 Establish a program to recruit outside of the community, bringing in new and /or
experienced female and minority officers.
2.6 Develop and adhere to an equipment replacement schedule, planning purchases in advance
to ensure adequate equipment is on -hand, including the retention of second line equipment
as necessary.
4
12/13/12
2.7 Evaluate, and fund as necessary, technological advancements to ensure department is
taking full advantage of leading edge technology.
2.7.1 Routinely evaluate existing and new technology, investing as appropriate to
maximize the safety, efficiency, and effectiveness of individual officers and the
department as a whole.
2.7.2 Begin paying for basic officer equipment, including weapons, handcuffs, and
duty gear belts in 2013 -14, or as soon thereafter as budget permits.
2.7.3 Improve communications reliability and capability.
2.7.4 Improve laptop computer reliability and capability.
2.7.5 Evaluate practicality of developing a mesh communication network in 2014 -15.
2.8 Evaluate the creation and operation of a police substation in West Paris, probably at the
city's old depot building, and implement in early 2013 if merited.
2.9 Continue to review and revise all SOPS every three years, or sooner if required, with a Best
Practices review in 2016.
2.10 Develop a program to successfully reduce the incidence of and costs associated with false
alarms.
2.11 Manage an adequate early warning siren system.
2.11.1 Continue to routinely inspect early warning system components to ensure
functionality.
2.11.2 Routinely identify and fund replacement of outdated equipment
2.11.3 Develop a plan for possible additional siren locations by 2013 -14.
2.12 Compensate police personnel competitively, including both pay rates and benefits.
2.12.1 Pay officers at the 67t" percentile, or higher, of the following sample
jurisdictions: Balch Springs, Corsicana, Denison, Greenville, Harker Heights,
Lamar County SO, Little Elm, Marshall, Mt. Pleasant, Sulphur Springs, Sherman,
Terrell, and Texarkana.
2.12.2 Routinely compare benefits to those of.the sample cities.
2.12.3 Develop a seniority step plan by 06/13, to be funded and phased in by 2015 -16.
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3.0 Public Works: Create a highly responsive and flexible department that ensures high quality
local transportation, reliable wet utilities, successful parks & recreation services, and excellent and
affordfible sanitation services.
3.1 Reorganize the department to ensure efficiency, flexibility, and responsiveness.
3.1.1 Evaluate appropriate administrative location of water and sewer functions, by
09/13.
3.1.2 Evaluate proper functional segregation of streets, drainage, and parks functions,
by 12/13.
3.1.3 Evaluate separating recreation functions from the department, by 12/13.
3.1.4 Evaluate separating street sweeping functions from sanitation, by 09/13.
3.1.5 Segregate annual operating divisional budgets into more functions to enhance
management control over expenses, beginning with new 2013 -14 budget.
3.2 Establish and implement capital maintenance and improvements programs.
3.2.1 Create a detailed, rated inventoly of all streets, and develop a five -year
street /drainage /sidewalk /curb maintenance program, including funding in 2013.
3.2.2 Establish a ratings program for drainage and develop a five -year drainage
improvement program, including funding, during 2013.
3.2.3 Create a ten -year bond program(s) to fund improvements to streets, utilities,
drainage, sidewalks, and parks in spring 2013.
3.2.4 Relocate utility lines from under pavement whenever possible to minimize
disruption and costs due to utility line breaks.
3.2.5 Create an in -house utilities construction crew in 2012 -13.
3.3 Establish sanitation as a self- supporting enterprise fund by 2014 -15.
3.4 Continue to offer high - quality, very timely maintenance and repair of rolling stock and other
equipment.
3.4.1 Develop policies and tracking tools to better manage fleet maintenance and
replacement, beginning in 2013.
3.4.2 Periodically evaluate the efficacy and efficiency of in -house garage services,
beginning in 2013 -14.
3.4.3 Complete all required repairs and PM extremely promptly, measuring the
"billable" hours for all tasks completed, individually and in aggregate, beginning
in 2013 -14.
3.5 Develop a highly motivated and skilled work force.
3.5.1 In conjunction with HR and city management, create an in -house supervisory
training program for existing and future managers and supervisors.
3.5.2 Establish performance standards and expectations, and hold all employees
accountable.
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3.6 Expand recreational programming and participation.
3.6.1 Continue to support all existing recreational programing. 1 6-9 4
3.6.2 Identify sports, programs, and locations for possible new and expanded
recreational programming.
3.6.3 Consider expanding aquatic offerings and physical enhancements.
3.6.4 Conduct a cost - benefit analysis of a new aquatic building, including possible
office space.
3.7 Develop excellence in parks maintenance, usage, and offerings.
3.7.1 Complete a master parks plan, in two parts, in 2013 and 2014.
3.7.2 Evaluate relocating the skate park.
3.7.3 Identify and pursue grant funding for skate park improvements and possible
relocation.
3.7.4 Try to more actively utilize ball fields in different parts of town.
3.7.5 Ensure all parks equipment is fully functional and safe at all times, performing
regular inspections, maintenance, and repairs.
3.7.6 Develop a maintenance and replacement schedule for all parking lots.
3.7.7 Repair /replace parking at Sports Complex in 2013 -14.
3.7.8 Ensure all signage is clear, clean, and accurate.
3.7.9 Minimize excessive vegetation, brush, downed limbs, dead trees, etc.
3.7.10 Improve parks standards, including consideration of irrigating some areas of
certain parks.
3.7.11 Consider and fund irrigation and other landscaping improvements at Bywaters
Park, in 2013 -14.
3.7.12 Improve restroom facilities at parks, using easier to maintain and clean
equipment.
3.7.13 Complete renovation of former TXDOT roadside park on US 82 West.
3.8 In cooperation with the city engineer's office, annually evaluate TPWD, TXDOT, and other
parks and trail grant opportunities.
3.9 Create a safety officer position, utilizing existing personnel, by 04/13.
3.10 Establish and adhere to an equipment replacement policy, by 12/13.
3.11 Consider creation of a biennial utilities /public works citizens' academy.
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4.0 Utilities: Create a highly reliable and flexible department that ensures the safe and reliable
supply of potable and raw water, and the proper treatment and disposal of wastewater.
4.1 Develop a schedule and budget for recommended Pat Mayse Lake and other water
production facilities improvements.
4.1.1 Inspect air pressure and surge valves on the 30" and 36" transmission lines from
the intake to the water treatment plant, refurbish or replace as necessary,
beginning in 2012 -13.
4.1.2 Increase electrical system capacity to obtain the ability to run all four pumps
simultaneously, beginning in 2013 -14.
4.1.3 Install new pumps or refurbish existing pumps (total of four), beginning in 2014-
15.
4.1.4 Install new check and gate valves, beginning in 2014 -15.
4.1.5 Dredge around intake structure and replace intake wet well gates, beginning in
2015 -16.
4.2 Develop a schedule and budget for wastewater plant planning, design, and construction.
4.2.1 Explore funding options for design /construction of a wastewater treatment
plant, beginning in 2012 -13.
4.2.2 Solicit proposals from engineering firms for wastewater treatment plant
design /construction in 2013 -14.
4.2.3 Select an engineering firm and fund the design phase in 2014 -15.
4.2.4 Evaluate alternatives to a single large new wastewater plant.
4.2.5 Construct new facility in 2015 -18.
4.3 Evaluate opportunities to improve, and /or eliminate the number of, lift stations.
4.4 Improve SCADA system in 2012 -13, including installation of new communications tower.
4.5 Improve mixed media filters.
4.5.1 Complete a study and develop a schedule and budget in 2012 -13.
4.5.2 Complete replacement of filters in 2013 -18.
4.6 Develop and adhere to a comprehensive program and specific schedule to perform both
routine and major infrastructure maintenance and upgrading.
4.7 Consider possible reorganization of utility and utility - related functions.
4.7.1 Evaluate transferring responsibility for certain utilities infrastructure, such as
water towers, from public works to utilities, by 07/13.
4.7.2 Evaluate transferring administrative responsibility of water and sewer line
maintenance from public works to utilities, by 07/13.
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4.8 Consider creation of a biennial utilities /public works citizens' academy.
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5.0 Human Resources: Ensure high quality employee recruitment; the hiring, training, and
retention of excellent employees; the provision of appropriate competitive benefits; and a safe work
environment for city employees.
5.1 Phase in a plan to reorganize the HR function to include not only personnel, but also risk
management, by 2015 -16.
5.2 Continue to expand in -house knowledge of civil service requirements.
5.3 Manage and evaluate employee compensation.
5.3.1 Periodically conduct a salary survey, including identifying overtime as a
percentage of annual pay, beginning with public safety in 2012 -13.
5.3.2 Evaluate possible changes to the existing pay structure, competitive with sample
cities, including a merit pay system.
5.4 Manage and evaluate employee benefits.
5.4.1 Periodically conduct a benefits survey.
5.4.2 Periodically evaluate and consider certain TMRS enhancements, including cost -
of- living increases for retirees and 7/14 funding for active employees in 2013-
14.
5.4.3 Increase funding to employees to pay for employee health insurance, matching
provider cost increases, beginning with 2013 -14.
5.4.4 Evaluate possible insurance benefit enhancements.
5.4.5 Create a user - friendly, efficacious Employee Assistance Program (EAP).
5.5 Manage a high quality personnel system.
5.5.1 Review, and revise as appropriate, the current evaluation system, in 2013 -14.
5.5.2 Periodically conduct comprehensive reviews of personnel policies, formally
reviewing all policies at least once each every five years.
5.6 Plan for and meet appropriate staffing needs.
5.6.1 Evaluate overall staffing needs through a comparative survey and /or personnel
audit(s), beginning in 2013.
5.6.2 Create and maintain a ten -year staffing plan.
5.6.3 Create a minority recruitment program.
5.6.4 Assist police and fire achieve their workforce diversity goals.
5.6.5 Evaluate opportunities to assist certain local felons in finding temporary and
permanent employment.
5.7 Develop written career ladders for all employee positions, by 04/14.
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5.8 Develop and implement appropriate supervisory training, especially for mid -level and field
supervisors, by 04/14.
5.9 Working with the police, fire, and EMS chiefs, prepare a unified five -year rank,
compensation, and staffing plan for public safety, by 09/13. 1,6 9,3
5.10 Develop a safety and accident prevention program, including detailed safety policies and
procedures by 11/13.
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6.0 library: Create and maintain a regionally- known, up -to -date, resource -rich, and reliable
library facility and function.
6.1 Improve the quality and condition of the existing materials.
6.1.1 Improve the physical condition of library collections.
6.1.2 Phase -out VHS and audio cassette formats by 09/14.
6.1.3 Annually identify collections for development /replacement, increasing annual
collections budget by 5% per year through 2016 -17.
6.1.4 Continue weeding as appropriate, and based on standard library practice.
6.2 Develop creative methods to market the library and promote library materials and
programming.
6.2.1 Continuously train library staff in promoting library materials and programming.
6.2.2 Continuously promote use of online resources, both remotely and in the library.
6.3 Offer materials that will serve the community's wants and needs, and attract new users,
thereby increasing overall participation.
6.3.1
Manage an appropriate collections policy.
6.3.2
Expand the teen /young adult collection.
6.3.3
Continue to add high demand items such as best - sellers.
6.3.4
Continue to pursue innovative methods of offering content to users.
6.3.5
Conduct an analysis of recent decreased library usage, by 06/13, and make
course corrections to reverse trends, if possible, beginning in 2013 -14.
6.4 Make the most of customer service opportunities, ensuring the library is accessible and easy
to use.
6.4.1
Educate patrons on the benefits of the library's Polaris system.
6.4.2
Educate patrons on the use of e- Resources available through the library for
various purposes.
6.4.3
Expand marketing efforts through multiple channels.
6.4.4
Host at least one special event annually, in conjunction with the Friends of the
Library and the city's library advisory board.
6.4.5
Develop a library newsletter to be published quarterly, beginning 03/13.
6.4.6
Consider minimal staff expansion in order to open full days on Monday.
6.5 Provide extremely high quality programs that educate, entertain, inform, and encourage
reading and life -long learning.
6.5.1 Develop adult and teen programs.
6.5.2 Work with local organizations to offer a variety of informative programs for the
community.
6.5.3 Increase participation annually.
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6.6 Provide a safe and secure environment for patrons and staff that is accessible, comfortable,
and well - maintained. �'
6.6.1 Develop and maintain updated disaster, safety, and emergency plans by 09/13,
reviewing annually for relevancy, and with staff.
6.6.2 Improve and update interior signage by 12/13.
6.6.3 Evaluate and consider a plan to reconfigure the library layout for better use of
existing space by 12/13.
6.6.4 Identify opportunities for expansion of children's area and programming.
6.6.5 Evaluate the need for and costs of other future physical expansion(s), probably
in the unfinished basement area, and budget in advance as appropriate.
6.7 Establish and maintain very high standards of customer service and meet the varied
expectations of library users.
6.7.1 Continue to educate and train staff to further enhance customer service and
productivity.
6.7.2 Consider, and implement as appropriate, organizational changes to improve
efficiency and service.
6.7.3 Support opportunities for staff to interact with other area library staffs.
6.7.4 Maintain continuing education for library staff, both through face -to -face
workshops and online opportunities, as well as in -house training sessions.
6.7.5 Periodically evaluate appropriateness of fines and other actions in response to
overdue and lost books and other loaned materials.
6.8 Evaluate the practicality and benefits, if any, of relocating the genealogical library from the
old railroad depot to the city's library building.
6.9 Evaluate ways in which to maximize use and visibility of library's excellent art collection.
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7.0 EMS: Maintain the highest quality Emergency Medical Service in Northeast Texas.
7.1 Plan for a new northwest EMS station.
7.1.1 Identify and acquire land in 2013 -14.
7.1.2 Design and build a new station in 2014 -16.
7.2 Reduce overtime as a percentage of overall pay for high OT earners.
7.3 Continue to maintain and adhere to an equipment replacement schedule.
7.4 Using an annual aggregate, ensure all expenses are recouped when operating outside of the
city and when on transports calls, calculating actual unit costs each year.
7.5 Ensure employees offer outstanding service quality.
7.5.1 Maintain a top quality training program.
7.5.2 Ensure employees are consistently and regularly exposed to frequent activity
and "practice" to ensure medical skills remain as sharp and current as possible.
7.5.3 Ensure employees maintain excellent knowledge of service area streets and
routes.
7.5.4 Maintain an employee accountability program.
7.6 Plan for and fund the latest technological advances in the EMS field.
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8.0 Community Development & Planning: Create and operate an exceptionally responsive,
efficient, and efficacious organization dedicated to community development, quality, and
improvement.
17
8.1 Establish and maintain outstanding and up -to -date professional municipal planning.
8.1.1 Create, fund, and fill a planning manager position beginning in 2012 -13.
8.1.2 Develop a new comprehensive plan in 2013 -14.
8.1.3 Develop a new master thoroughfare plan in 2013 -14.
8.1.4 Develop a new master parks plan, in conjunction with public works, in two
parts, in 2013 and 2014, utilizing TNT grant funds and in -house planning
expertise.
8.1.5 Revise the future land use plan in 2013 -14 and maintain updated maps.
8.1.6 Revise the comprehensive zoning ordinance in 2014 -15, including any needed
re- zonings or redevelopments related to economic development.
8.1.7 Continue to improve and expand Main Street programming.
8.1.8 Develop a mixed use planned development (PD) program, including land uses,
architectural standards, landscape standards, etc. for city -owned property at
Lake Crook, including development of municipal uses, in 2013 -15.
8.1.9 Develop a mixed use planned development (PD) and annexation program,
including land uses, architectural standards, landscape standards, etc. for the
southeast loop area, in 2014 -15.
8.1.10 Review and update subdivision regulations in 2014 -15.
8.1.11 Develop a mixed use planned development (PD) program, including land uses,
architectural standards, landscape standards, airport related uses, etc. for city -
owned property at Cox Field Airport, including water and wastewater supply
possibly from Reno, in 2015 -16.
8.2 Operate an effective and customer - sensitive code enforcement program.
8.2.1 Significantly enhance the timeliness of code enforcement cases.
8.2.2 Enhance the timeliness and funding for abatement demolitions, mowing, lot
cleanups, etc.
8.2.3 Ensure that gateways into, and business routes through, the city are well -
maintained and attractive.
8.2.4 Examine the current use mix of code letters versus citations and court cases,
making adjustments as and if necessary.
8.2.5 Establish a measurement system to monitor the length of time between filing a
code case and final adjudication, by 09/13.
8.2.6 Evaluate the use of proactive code inspections and mapping, similar to a
program in place in Farmers' Branch.
8.2.7 Implement and utilize new project management software in 2012 -13.
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1703 8.2.8 Develop means and programs to deconstruct certain buildings in lieu of
R demolition in order to salvage and recycle valuable and /or historic construction
materials.
8.2.9 Seek private sector and non - profit partnerships in developing a program, similar
to one in Fort Smith, Arkansas, to assist residents who may be physically and /or
financially unable to maintain and repair their homes.
8.2.10 Seek private sector and non - profit partnerships in developing highly creative
land re -uses, including community gardens, pocket parks, adopt -a- spots, etc.
8.2.11 Continue aggressive tax lien sales as a means to return properties to productive
uses, beginning in 12/12 and 02/13, working with other taxing jurisdictions to
reinvest sale proceeds back into the community.
8.3 Significantly improve the building inspections and permitting process
8.3.1 Eliminate pervasive negative public perceptions of certain staff.
8.3.2 Evaluate contracting certain functions to private vendors.
8.3.3 Consider reducing and /or waiving permitting fees for development on
"recycled" land.
8.3.4 Better train and educate staff, reducing dependence on outside vendors.
8.3.5 Implement and utilize new project management software in 2012 -13
8.4 Significantly enhance mapping, GIS, infrastructure, and records functions in planning,
engineering, and inspections, and in support of other departments, including public works
and fire.
8.5 Evaluate the option of in -house engineering design on each small and medium project.
8.6 Pre - qualify and routinely use various engineering firms for design work, in 2012 -13.
8.7 Create standard construction and engineering contract templates for efficient reuse.
8.8 Create and maintain standard construction specifications for more efficient reuse on
multiple projects.
8.9 Enhance and improve employee performance.
8.9.1 Expand and improve functional automation, beginning 09/12.
8.9.2 Establish and maintain higher quality, workload, and responsiveness standards
during 2012 -13, and hold all employees accountable for performance.
8.9.3 Complete customer service training for all staff by 11/13.
8.10 Consider reorganizing the department to segregate out many disparate functions to
improve responsiveness, management, and control, by 06/13.
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8.11 Evaluate appropriateness of existing codes (platting, signs, etc.) in 2012 -13.
17tA
8.12 Develop joint program(s) between community development, police, and the fire marshal to
address vacant structures, substandard and unsafe buildings, and other mutual problem
areas and issues.
8.13 Support expansion of and improvements to the Trail de Paris, as well as safe routes to
school funding and links.
8.13.1 Submit TXDOT and TPWD grant applications in 2012 -13 for trail expansions from
Heritage Park northwest to Leon Williams Park and northeast to the Boys & Girls
Club, T.G. Givens School, and the fairgrounds.
8.13.2 Annually evaluate TXDOT, TPWD and other parks and trail grant opportunities.
8.14 Develop an overall capital improvement ADA plan by 07/13, emphasizing sidewalks and
public venues, and begin funding and implementation in 2013 -14.
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9.0 Cox Field Airport: Establish and maintain Cox Field as the region's primary general aviation
airport.
9.1 Upgrade Runway 17 -35 to FAA Airport Reference Code (ARC) C /D -II design standards.
9.1.1 Create and maintain larger runway safety areas and object free zones on the
north and south ends of the runway, clearing, grubbing, grading, and relocating
fences as necessary, by 12/2021.
9.2 Adhere to appropriate safety design standards on Runway 17 -35.
9.2.1 Create and maintain larger runway safety areas and object free zones on the
north and south ends of the runway, clearing, grubbing, grading, and relocating
fences as necessary, by 12/2021.
9.3 Close and remove crosswind Runway 3 -21.
9.3.1 Close and remove runway and associated pavements by 12/2029.
9.4 Relocate the Runway 14 threshold 280 feet southeast in order to provide adequate safety
measures associated with holdlines.
9.4.1 Complete relocation by 12/2020.
9.4.2 Simultaneously realign associated taxiways.
9.5 Construct additional taxiways and realign existing taxiways associated with Runways 17 -35
and 14 -32.
9.5.1 Extend parallel taxiway A 1,400' south to Runway 35 Threshold by 12/2014.
9.5.2 Extend terminal area /hangar access taxiway 375' west by 12/2015.
9.5.3 Extend terminal area /hangar access taxiway an additional 375' west by 12/2020,
or as required by actual hangar development.
9.5.4 Realign taxiway perpendicular to Runway 17 -35 with removal of Runway 3 -21.
9.6 Improve instrument approach procedures on all runway ends.
9.6.1 Install a medium intensity approach lighting system with runway indicator lights
( MALSR) on Runway 35 by 12/2020.
9.6.2 Install a MALSR on Runway 17 by 12/2025.
9.7 Acquire land for approach protection.
9.7.1 Acquire approximately 51.9 acres for approach protection south of Runway 17-
35 by 12/2018.
9.7.2 Acquire approximately 4.1 acres for approach protection southeast of Runway
14 -32 by 12/2028.
9.8 Decrease the width of Runways 17 -35 and 14 -32 to 100 feet and 75 feet, respectively.
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9.9 Upgrade runway lighting and visual approach aids.
9.9.1 Install medium intensity runway lighting (MIRL) on Runway 14 -32 by 12/2020.
9.9.2 Install runway end identification lights (REILs) on Runway 14 -32 by 12/2020.
9.9.3 Install two -box precision approach path indicators (PAPI -2s) on each end of
Runway 14 -32 by 12/2020.
9.10 Strengthen Runway 17 -35 to 60,000 pounds single wheel loading (SWL) and strengthen
Runway 14 -32 to 30,000 pounds SWL, respectively.
9.10.1 Rehabilitate Runway 14 -32 by 12/2020.
9.10.2 Rehabilitate Runway 17 -35 by 12/2025.
9.10.3 Rehabilitate parallel taxiway A to 60,000 pounds SWL, concurrent with
improvements to Runway 17 -35.
9.10.4 Rehabilitate taxiway B (overlay) by 12/2020.
9.10.5 Rehabilitate aircraft parking apron (reconstruction) by 12/2025.
9.10.6 Rehabilitate existing terminal area /hanger access taxiway (overlay) by 12/2025.
9.11 Construct additional aircraft hangar facilities.
9.11.1 Plan for and construct 10 -unit T hangar /linear box hangar complex by 06/2015,
or when demand requires, evaluating possible TXDOT funding in 2013.
9.11.2 Plan for and construct an additional 10 -unit T hangar /linear box hangar complex
by 12/2020, or when demand requires.
9.11.3 Plan for and construct an additional 10 -unit T hangar /linear box hangar complex
by 12/2030, or when demand requires.
9.11.4 Plan for and construct vehicle access road(s) serving existing and ultimate
hangar developments, consistent with timing of actual hangar improvements.
9.12 Extend aircraft access at the airport farther west, providing for additional aviation develop-
ment, as demand requires.
9.13 Expand aviation fuel storage capacity.
9.13.1 Expand fuel farm capacity by 10,000 gallons of Jet A fuel, by 12/2025.
9.14 Designate non - aviation development areas on the airport in the form of industrial and /or
commercial land uses.
9.15 Identify existing airport property on the east side of Runway 17 -35 for future development.
9.16 Identify and secure appropriate funding sources to complete the Airport CIP in a manner
consistent with actual demand.
9.17 Develop an economic development plan for Cox Field in 2013 -15.
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„ 9.18 Continue to host an annual fly -in event.
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10.0 Finance: Ensure the security and efficient use and investment of public monies. MS
10.1 Continue to participate in GFOA's excellence in financial reporting program.
10.2 Routinely identify and investigate opportunities to improve efficiency through the use of
automation.
10.2.1 Create and implement a purchase card program to reduce the number of checks
written monthly, to be complete by 01/13.
10.2.2 Utilize latest technology to automate utility meter reading and billing.
10.2.3 Better automate other financial functions as appropriate, including payroll,
accounts payable, etc.
10.3 Maintain a policy of no tax rate increases, except in the instance of a positive election for
that specific purpose.
10.4 Create and adhere to a policy on reserves, Ily major fund, by 10/13.
10.5 Evaluate creation of a capital replacement fund as a tool to plan and balance future major
expenditures.
10.6 Develop a 10 -year rolling future bond program and anticipated debt schedule, by 12/13.
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11.0 Downtown Paris: Create and maintain an outstanding, highly- competitive downtown that
d aj vs regionally.
11.1 Remodel, consistent with basic historical preservation criteria, the upstairs of the city hall,
beginning with new administration offices on the western end in 2012 -13.
11.1.1 Complete phase 1 by 12/12.
11.1.2 Develop plan for additional renovations, both internal and external, by 08/13.
11.2 Evaluate expansion of the historic district(s).
11.3 Make maximum use of downtown physical layout and features, turning liabilities into
positive attributes.
11.3.1 Add tree islands in downtown parking lots, beginning with those owned by the
city in 2013 -14.
11.3.2 Evaluate opportunities to convert vacant lots into quality, purposeful downtown
plazas, beginning in 2013 -14. '
11.3.3 Develop a program for using store front windows for various appropriate dis-
plays, including those in vacant buildings where practicable.
11.3.4 Consider means to preserve and /or repaint old downtown (ghost) murals and
advertising signs.
11.3.5 Add flags, flower pots, etc. to improve look and uniformity.
11.3.6 Develop and enforce a form -based code.
11.4 Preserve the Grand Theater, using private funds and efforts where possible.
11.4.1 Stabilize structure in 2012 -13.
11.4.2 Abate asbestos in 2012 -13.
11.4.3 Replace roof and repair signage in 2013.
11.4.4 Create and work with an existing non - profit corporation to refurbish, repair,
maintain, and operate the theater.
11.5 Develop a sidewalk improvement program, and annually fund sidewalk construction and
reconstruction, especially in the downtown area, beginning in 2013 -14.
11.6 Fund downtown development.
11.6.1 Evaluate setting aside a certain annual dollar amount or sales tax percentage for
downtown economic development, specifically recruiting, encouraging, and
supporting unique retail opportunities that best fit into an historic downtown
environment, as well as for retention of existing businesses and users.
11.6.2 Evaluate the creation of PIDs, TIFs, and other special district financial tools to
fund downtown redevelopment.
11.6.3 Work with local banks to establish a low- interest loan pool.
11.6.4 Fund facade, BIG, and other enhancement grants.
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11.7 Preserve local history, through structures, sites, and oral and written histories. 17-L 0
11.8 Enhance code enforcement and fire safety.
11.8.1 Create and distribute user - friendly, easy to understand public information about
code enforcement and building inspections to help owners, tenants, and would -
be owners to understand the importance of those functions, as well as how to
work through them as efficiently as possible.
11.8.2 Consider alternative means of fire safety for historic buildings, consistent with
Section 102.5 of the International Fire Code.
11.9 Develop a program to recruit and secure residential development downtown, including
residential above retail and office.
11.10 Develop, and fund as appropriate, a program to repair roofs on dilapidated downtown
buildings in an effort to save those structures that are worth saving and have viable long-
term reuse possibilities.
11.11 Develop a downtown arts program.
11.12 Develop an overall master plan for downtown, utilizing the September 2009 "Partners in
Community Development Assessment Manual" prepared by the THC and subsequent
documents as bases.
11.13 Evaluate, and take appropriate actions on, the use of one -way streets.
11.14 Increase awareness of, involvement in, and support for downtown.
11.14.1 Develop an active, successful volunteer program.
11.14.2 Have the Main Street director and /or board member(s) give quarterly reports to
the city council during a regular council meeting.
11.14.3 Establish and maintain high quality, user - friendly website, social media, etc.
11.15 Get more people downtown on different days and different times of the week and year.
11.15.1 Continue, and possibly expand, participation in and support of special events.
11.15.2 Continue to try to expand vendors and customers at farmers' market.
11.15.3 Develop and phase -in programs and activities to encourage downtown
businesses to stay open later in the evenings.
11.15.4 Cause public restrooms to be constructed or otherwise acquired in downtown.
11.15.5 Promote public safety downtown, especially addressing any current negative
perceptions.
11.15.6 Promote downtown shopping.
11.15.7 Create and distribute an historic district map in 2013.
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11.15.8 Plan and create unique amenities.
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12.0 Economic development: Create significant economic vitality and competitive growth,
establishing Paris as a net destination location.
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12.1 Continue industrial /manufacturing support and recruitment efforts, especially agricultural
and energy related.
12.2 Annually evaluate the success of the PEDC and other economic development programs and
efforts, utilizing specific agreed upon measures.
12.2.1 Meet with the PEDC and review progress on its 2012 -14 Business Plan, specifically
the status of the Action Steps and Measurable Results, in early 2013 and again in
early 2014.
12.3 Aggressively support retail economic development.
12.3.1 Evaluate setting aside a certain annual dollar amount or sales tax percentage specif-
ically for retail economic development.
12.3.2 Evaluate and act upon the need to recruit and secure retail development separately
from the more industrial- oriented efforts of the PEDC and establish appropriate
program(s).
12.3.3 Identity and aggressively pursue specific restaurant and retail location goals, both
for downtown and for the city as a whole, including but not limited to retailers such
as American Eagle, Ashley Furniture, Buckle, Cabela's (compact store style),
Christopher & Banks, CiCi's, C1 Banks, Coach House, Chick- Fil -A, Dunkin' Donuts,
Foot Locker, Golf USA, Great Harvest Bread Co., HEB, Hibbet's, Hobby Lobby, IHOP,
Illuminations, Logan's Roadhouse, Lowe's, Pretzelmaker, Red Lobster, Starbuck's,
Target (City Target concept), Thomasville Furniture, United Artists, United
Supermarkets, and Village Inn Family Restaurants.
12.3.4 Identity and pursue a discount fuel /convenience store provider, such as Quick Trip,
to generate business, but also to ratchet down local fuel prices.
12.3.5 Establish Paris as a net restaurant and retail destination for the area, importing
more "spenders" than it exports to competing municipalities, including Denison,
Greenville, Mt. Pleasant, Sherman, and Sulphur Springs.
12.3.6 Evaluate setting aside a certain annual dollar amount or sales tax percentage for
downtown economic development, specifically recruiting, encouraging, and
supporting unique retail opportunities that best fit into an historic downtown
environment, as well as for retention of existing businesses and users.
12.3.7 Evaluate a % cent sales tax for economic development.
12.3.8 Consider designation of a city staff member to serve as an in -house retail developer
in the 2013 -14 budget, and periodically thereafter.
12.3.9 Work in conjunction with the Lamar County Chamber of Commerce to develop and
manage a successful retail retention program.
12.3.10 Develop demographic and psychographic profiles of Paris for use in identifying and
recruiting retail.
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1 7 33.3.11 Develop a retail site map, in 2013 -14, identifying basic data to include: visibility,
accessibility, population density, population growth, operational convenience,
adequate signage, adequate parking, safety and security, traffic counts, aerial
photos, college student demographics /trends, and regional exposure.
12.3.12 Conduct a study of competing cities in 2013 -14.
12.3.13 Identify Paris's primary and secondary retail trade areas, and take measures to try
to expand Paris's retail trade area.
12.3.14 Conduct a gap /opportunity analysis to discover which retail segments are leaking
sales to other communities.
12.3.15 Evaluate the need for any re- zonings or redevelopments, and act thereon as
needed.
12.3.16 Develop and regularly maintain accurate economic data on city's website.
12.4 Annually evaluate the efficacy of the business incubator, using these standard measures:
a. Number of current clients;
b. Total number of graduates since program inception;
c. Number of graduate firms still in business or that have been merged or acquired;
d. Number of persons currently employed as full -time employees by client and
graduate firms;
e. Number of persons currently employed as part-time employees by client and
graduate firms;
f. Current total monthly salaries and wages paid by client and graduate firms;
g. Gross revenues for the most recent fiscal year for client and graduate firms;
h. Dollar amount of debt capital raised in most recent full year by client and graduate
firms;
i. Dollar amount of equity capital raised in most recent full year by client and graduate
firms; and
j. Dollar amount of grant funds raised in most recent full year by client and graduate
firms.
12.5 Create a program(s) to assist local minority owned /operated businesses to compete for
municipal and other work, including informational seminars, etc.
12.6 Partner with P1C and others to develop and enhance needed skills training programs and
offerings.
12.7 Work in concert with the Lamar County Chamber of Commerce to create a successful
tourism development program.
12.8 Expand special event participation and support.
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12.9 Make maximum use of unique local features, including the Culbertson Fountain; Eiffel
Tower, Old Santa Fe Depot, downtown, PJC, Trail de Paris, etc.
12.10 Develop an economic development plan for Cox Field in 2013 -14. 1714
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17 .' 5
13.0 Management: Create and maintain an outstanding, highly- competitive, regionally known
community and organization.
13.1 Continue support of Red River Valley Fair as an educational, cultural, and economic
development event.
13.1.1 Evaluate HOT and /or EDC funding for fairground support.
13.1.2 Cause public restrooms to be constructed at the fairgrounds by 09/14.
13.2 Develop a public art program and ordinance in 2014, and consider use of HOT as a funding
mechanism, and also pursue National Endowment for the Arts grant(s) (e.g. Our Town).
13.3 Develop and fund a multi -year program to improve pedestrian and ADA accessibility,
especially in downtown.
13.4 Work with Keep Paris Beautiful and others to enhance cleanliness of city.
13.5 Identify opportunities to work more closely with schools, school groups, and students.
13.6 Evaluate publishing and distributing a city newsletter, beginning in 2013 -14.
13.7 Reduce the incidence of dilapidated and demolished houses.
13.7.1 Develop a program(s) to encourage home and lot ownership, and property
maintenance and improvements, on tax foreclosed properties.
13.7.2 Develop a program /expand existing programs to assist non - profits in acquiring
foreclosed properties.
13.7.3 Develop a program to assist certain homeowners (e.g. the infirm, those unable
to live at home on their own, etc.) in maintaining their homes in good condition
to avoid code liens and issues.
13.8 Assist in acquiring an adequate and appropriate new building for the Paris Lamar County
Health Department and encourage them to develop programs and fee structures that over
time will eliminate city and county subsidies.
13.9 Create and fund a 10 -year CIP.
13.9.1 Contract with a professional engineering firm to provide planning services in
11/12.
13.9.2 Prepare a detailed plan, including funding, by 06/13.
13.9.3 Activate a citizens' committee to review priorities and make recommendations
thereon.
13.9.4 Consider a possible bond election for 05/13.
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13.10 Develop and use an accurate, informative, and reliable performance measurement system,
to be fully active in 10/14.
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14.0 Animal Control: Minimize the number of stray and other loose animals in the city, while
establishing and maintaining an outstanding shelter facility with a higher than industry standard for
returning animals to owners and adopting animals to responsible new owners.
14.1 Create a promotion program in conjunction with the Lamar County Humane Society,
beginning in 2012 -13, to increase volunteer participation and financial support.
14.2 Increase the number of spayed and neutered pets.
14.2.1 Develop and implement a successful spay and neuter voucher program,
beginning in 2013.
14.2.2 Develop and implement an educational program beginning in 2013.
14.2.3 Consider requiring either a breeder's license or sterilization of all animals.
14.3 Routinely pursue grant funding.
14.4 Dramatical
14.4.1
14.4.2
14.4.3
14.4.4
14.4.5
ly improve adoption and rescue rates.
Increase total rate to 40% in 2012 -13.
Increase total rate to 50% in 2014 -15.
Increase total rate to 60% in 2015 -16.
Increase total rate to 70% in 2017 -18.
Increase total rate to 80% in 2019 -20.
14.5 Evaluate a possible expansion of the shelter and means of funding, beginning in 2015 -16.
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15.0 City Clerk: Ensure the highest quality administrative and record - keeping support to the Paris
city council, city manager, city attorney, and staff.
15.1 Assist the council in creation and activities of a charter revision commission.
15.2 Work with department heads and city attorney to review all codes, repealing /modifying
those that are outdated and /or are not being enforced.
15.3 Continue to emphasize customer service in vital statistics.
15.3.1 Provide death certificates and birth certificates immediately upon all in- person
requests, and provide one -day turn around on death and birth certificates
requested by mail.
15.3.2 Ensure proper recordation and filing of all birth and death records.
15.3.3 Provide up -to -date birth certificate information for passport regulations.
15.3.4 Educate public that birth certificates from any city in the State of Texas may be
obtained from the City Clerk. .
15.4 Improve public access to municipal records and other data, continually expanding on-
line resources available to citizens.
15.5 Improve voter participation.
15.5.1 Improve continuity of city polling places on Election Day.
15.5.2 Continue to combine polling places, reducing to two locations by May 2013
Election Day.
15.5.3 Decrease cost of conducting elections by combing polling places.
15.5.4 Increase voter turnout by consistently conducting elections at the same
locations from year to year.
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16.0 Legal: Provide high quality and professional legal services to the City of Paris, city council, city
management, Paris Economic Development Corporation, and city boards and commissions.
16.1 Continue work with city council, city manager, and city departments to develop new city
ordinances and amendments of existing ordinances to implement new city policies,
regulations, and process changes for the City of Paris.
16.2 Prepare and /or review all city contracts, real estate documents, and all other legal
documents for city council or city manager action.
16.3 Assist city council and city manager with proposed amendments to the Paris City
Charter, formation of a charter review commission and City Charter election in 2013-
2014.
16.4 Assist city council and city manager with major bond issue and election to implement
10 -year Capital Improvement Plan.
16.5 Continue work with delinquent tax collection group to market and sell vacant foreclosed
properties inside the city limits to return these properties to the tax rolls.
16.6 Work with civil service commission, CS director, and police chief with development and
implementation of an alternative promotional system for the Paris Police Department.
16.7 Assist code enforcement department and city fire marshal with review and filing of
nuisance cases and /or fire code violations, monitor progress through municipal court
and county court when appealed.
16.8 Continue full service municipal court prosecution office, including: prosecution of all law
enforcement cases and city code violation cases; departmental assistance with
presenting and filing cases in municipal court; complaint drafting assistance for non -
routine cases; witness preparation for trial; covering all pre - trial, jury trial and non -jury
court dockets; and monitoring important cases that are appealed to county court.
16.9 Continue providing daily legal advice and legal services to all city departments, including
police and fire Departments.
16.10 Continue legal review and assistance with all non - routine public information requests,
including preparation of briefing letters to the Texas Attorney General's Office when
certain information is confidential or otherwise exempt under the Texas Public
Information Act.
16.11 Continue to manage and oversee all civil litigation and claims filed against the City of
Paris, city council, city manager, city boards and commissions and city employees sued
in their official capacity, as well as manage and oversee all lawsuits or appeals filed by
the City of Paris, city council, or city boards and commissions against third parties.
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16.12 Collections /Claims Process:
16.12.1 Continue aggressive collection of delinquent hotel occupancy taxes. 17w O
16.12.2 Aggressively pursue collection efforts against third parties and insurance
companies for damage to city property and other subrogation matters.
16.12.3 Provide assistance to all city departments on claims and collection work.
16.12.4 Prepare, submit and track all claims filed with TML Risk Pool.
16.13 Continue review of city codes repealing/modifying those codes that are no longer
effective because of changes to state law and /or no longer being utilized or enforced by
the City of Paris.
16.14 Create a standard construction contract template for use by city departments with
routine or small construction projects.
16.15 Continue general counsel services to Paris Economic Development Corporation,
assistance with contracts, economic incentive agreements, tax abatement agreements,
and attendance at regular meetings.
16.16 Continue legal counsel and support services to other city boards and commissions and
to department liaisons as needed.
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