CITY OF THORNTON CITY MANAGER’S OFFICE

Updated 4/26/2018

A G E N D A Planning Session

Training Room May 1, 2018

5:00 p.m.

1. Strategic Planning Conference (Estimated 250 Minutes)

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City ManagerCity of Thornton

PROPOSED GOALS2018 - 2019+

Strategic Planning ConferenceFeb MarApr

May 1, 2018

Agenda -- Proposed Goals

Comprehensive PlanWater Security Destinations

Community Outreach

Green City

URA-SouthWorkforce Workplace

Smart CityAesthetics

What Changes?

Thornton Vision 2040 Council and Organizational Mission Core Values (9 ea) Community Outcomes (24 ea)

Work Plan

Current Work Plan Goals

1. Urban Revitalization

2. Economic Development & Job Creation

3. Innovation & Conservation

4. Transit & Transportation

5. Advocacy

6. Communities Facilities Plan

7. Ongoing Services

Review / Revalidate / Revise?

Thornton Vision 2040

…a well-planned, self-sustaining community --

1. diverse neighborhoods – safe, pride, sense of belonging2. broad range of services3. multi-modal transportation system4. healthy, high quality of life – recreation, cultural, gathering places5. engages its citizens, businesses, and education communities6. stable, diverse economic base7. values the environment and protects its resources

H20 SecurityG1

“When you come to a fork in the road, take it.”- “Yogi” Berra

Our Comprehensive Plan will provide the method for us

to clearly articulate a shared, imaginative vision of how

our City can ultimately emerge and further define itself.

It is our master tool of change.

Getting it right is paramount.

Time is not our friend.

G2

…Vision through development concepts, let’s debate

People-CenteredA lasting place

Community building

Place-making

Robust urban framework

Engage, inspire, surprise

Vibrant mix of uses

Quality of Life

Accessibility and connection

Commitment to the long view

Identity

Adaptive

Compactness and density Design and Architecture

Innovation

Humanistic

“You look like you’re wearing a Tuxedo…”

“You look like you’re wearing a Tuxedo…”

“What makes you think I’m not?”

Destinations

What 10 places or destinations best identify Thornton? _________________

Building a Here…“…live here, learn here, visit here, spend here, play here, stay here, be part of here.”

Social Capital - “the immeasurable positive benefits and opportunities that emerge from community relationships.”

“When social capital is high, children do better in school, neighborhoods are safe, people prosper, the government is better, and people are happier and healthier.”

G3

Placemaking inspires people to collectively

reimagine and reinvent public spaces as the

heart of every community.

Strengthening the connection between

people and the places they share.

Placemaking

Placemakingcapitalizes on a local community's assets, inspiration, and potential, with the intention of creating public spaces that promote people's health, happiness, and well being.

1. Eastlake?2. Gravel lakes?3. MC Center?4. Trailwinds/AAC?5. Library – P. Arts?6. Rail Stations?7. DPO?8. Top Golf?9. …

G4

Oslo uses the highest share of renewable energy at 65%. The Index average is 7%.

Copenhagen’s and Berlin’s residential buildings consume almost 40% less energy than the Index average.

In Stockholm, 68% of people cycle or walk to work, the highest percentage in the European Index.

In Kiev, 74% of the population uses public transport to get to work.

Tallinn (Estonia) consumes the least amount of water – only 36 gallons per person per day, compared with the Index average of 76 gallons.

Amsterdam has the lowest water leakage rate of 4%, in Sofia (Bulgaria) this is 61%.

Helsinki recycles 58% of its waste, the Index average of only 18%.

European Energy Consumption Facts

CO2 emissions from US Index cities (nearly 16 tons per person), are almost double those for Canada (8.1 tons), more than double the emissions for mainland Chinese cities (7.6 tons), and triple the level of emissions from Europe (5.2 tons).

San Francisco and Los Angeles recycle an astonishing 77% and 62%, respectively, of their waste – more than any city in Europe, except one, Leipzig, at 81%.

Among the regional Indexes, US and Canadian Index cities consume the most water, at 156 gallons per person per day on average. This is more than double the other cities worldwide.

Only 2 out of 27cities in the US and Canada Index have not developed their own green energy projects like wind farms or thermal heating. This is much better than in Europe, where 13 out of 30 cities have not yet done so.

US and Canada Energy Facts

Getting Greener…

- Lead the way…- Cultivate public awareness- Measure performance- Set goals- Long-term planning- Invest- Innovate

Aesthetics matter…G5

“In 2010, the Knight “Soul of the Community” study asked the question: “Great

schools, good transit, affordable health care, and safe streets all help create strong

communities… But is there something deeper that draws people to a city—that makes

them want to put down roots and build a life?”

After interviewing 40,000+ residents over three years, the top three answers for

why someone loves living in a place shocked almost everyone—they are “social

offerings, openness, and aesthetics.

Doesn’t a just city build the place that people want to love? Don’t all residents deserve

beauty?”

Jason Schupbach

Director, Design Program, NEA

Wait…I think Thornton is

beautiful just the way she is.

Comp Plan Ordinances and Code compliance Landscape, Hardscape, Signage, Fencing Design and Architecture Streetscape and Lighting Public art, landmarks Resident Collaboration & Innovation

Smarter than we were yesterday…

G6

A Smart City optimizes systems by using technology and data to improve service delivery and customer satisfaction. Data…better decision-making Experiment… to do more with less Automate… to improve resident experience

Public space WiFi

Broadband Water usage monitoring Waste – RFID tags

Crime data

Auto Charging stations Networked traffic signals and streetlights

Virtual Emergency Collaboration

DronesSecurity protocols

Shared vehicles

Driverless cars

Workforce Workplace“us”

Training / Sharpening the Saw / Leadership PAs / Pay Policy / Bonus Team Building initiatives Health and Wellness Communications Hiring, Retention, & Turnover Work Schedules / Family-friendly Safety

G7

Urban Renewal Area South

Thornton Shopping Center

G8

Community Outreach

1. Know our needs2. Know the system3. Connect4. Volunteers 5. Stability

G9

Proposed Goals

Comprehensive PlanWater Security Destinations

Community Outreach

Green City

URA-SouthWorkforce Workplace

Smart CityAesthetics

…your thoughts?

VisionFacilitate the creation, adoption and begin the implementation of the City’s final “build-out” vision for the community through the comprehensive planning process to function as an ongoing policy and decision making guide for future public and private investment.

City Development Department

Goals

1. Develop a quality Comprehensive Plan that encompasses all aspects of the built environment and that reflects the City’s current goals, priorities and desired outcomes.

a) Visioning Document based upon public outreach and Council direction

b) Development and adoption of the Comprehensive Plan Document

2. Propose improvements to the Development review, approval and inspection processes.3. Enhance the capacity of processing Development Code amendments to respond to new

legislative actions, technologies, conditions and Council priorities.4. Actively advocate for Thornton’s regional transportation interests including:

a) I-25 improvements

b) Improved bus service

c) Improvements to Highway 7 and classification as a “Major Regional Arterial”

City Development Department

Economic Development Vision

Foster redevelopment of aging properties, development of underutilized properties, attract quality primary jobs,

encourage quality retail development, and enhance the environment for small businesses

Economic Development Goals

1. Redevelopmento Ensure proposed Thornton Healthcare District development is what Council

envisions and take steps to implement that visiono Implement the strategy for redevelopment of the Thornton Shopping Center

2. Primary Jobs Readiness in North I-25 Corridoro Infrastructure improvements that prepare the corridor for development (Big Dry

Creek Sewer Connection; Bull Canal relocation at 152nd and Washington)o Facilitate development of light industrial product in the Washington Square Bus. Park

3. Enhance small business assistance outreach serviceso Assist the MetroNorth Chamber in establishing a Thornton Chamber

4. Partner with City Development in the development of a shared vision that produces a high quality, integrated comprehensive plan

Water Security1. Verify long-term water security needs and develop a framework for implementation through

the Utility Master Plan.2. Address short-term vulnerabilities related to drought, demand, and system age.3. Develop strategy to eliminate taste and odor issues.4. Achieve additional annual water savings through more aggressive implementation of water

conservation efforts.Sustainability5. Lead implementation of water efficient and energy efficient requirements in all capital

improvement projects.6. Increase waste diversion from the landfill.7. Provide opportunities for multi-modal transportation throughout the city.8. Continue support of the street rehabilitation program.Project Delivery 9. Deliver efficient and high quality management of capital improvement projects.

Infrastructure DepartmentVision: Building a sustainable and resilient infrastructure.

Vision: Adopt revised plans for reducing water and energy consumption.Identify appropriate uses for buildings that will be vacated. Prepare foranticipated programming expansion for new facilities. Develop a communityoutreach program that provides a conduit of information in one department.

1. Sustainability – Prepare plans that conserves the City’s water use.Construct new facilities to be as energy efficient as possible within budgetaryconstraints.

• Water Use

• Energy Efficiency

• Aesthetics and Trees

2. Repurposing City Facilities – Identify uses for the existing Active AdultCenter and Community Center.

• Trail Winds Recreation Center

• New Active Adult Center

Community Services Department

Community Services Department

3. Expanded Programming for New Facilities – As the City continues togrow, City programming must be flexible enough to adapt to changing needs.

• Growth in the Active Adult Population

• Disparity in Income Levels

4. Community Outreach – Consider centralizing various citizen efforts underthe umbrella of one City division.

• Promote One Stop Shopping

• Provides a Conduit of Information (both sharing and collecting information)

• Provides a Warm and Welcoming Environment

Police Department

Vision

• Develop and Implement programs and strategies in response to emerging public safety challenges.

Goals to address emerging public safety issues

1. Implement a High Density Housing Unit

2. Realign patrol districts to create a new patrol district 2

3. Implement a crisis intervention strategy in partnership with the Community Reach Center

4. Implement on-line reporting for specific property crimes

5. Implement a body camera plan

6. Achieve national accreditation from the Commission on Accreditation for Law Enforcement (CALEA)

Police Department

Fire Department Vision

We will address our rapid growth needs, enhance training, solve our technology challenges, and integrate our community outreach programs.

Fire Department Goals

Goal #1: Expand and update fire department comprehensive master plan* Update build out plan for future capital needs* Develop a Standard of Coverage

Goal #2: Implement and support professional development initiatives* Formalize and support a Field Training Officer (FTO) program for internal

Paramedic qualification* Continue Leadership/Succession planning efforts

Goal #3: Integrate available technology elements to maximize regional response capabilities and improve patient outcomes

* Resolve and support Automatic Vehicle Location (AVL) capabilities* Implement and support a Cad to Cad communication solution between dispatch

center

Goal #4: Improve and expand community outreach through partnerships and enhanced capabilities.

* Integrate all Community initiatives within the Fire Corps program* Identify future role in Mobile Integrated Healthcare (MIH) model

Management Services Department

Vision:

Make Things Easier for our Customers (and Ourselves)

Goals:

1. Streamline HR Processes: Recruiting & Regulations

2. Build on our Well-Trained Workforce: Investing in Personnel

3. Evaluate our Insurance Programs: Consider Self-Insurance

4. Resiliency in IT: Reliable and Useful Systems and Technology

5. Employee Safety: Tailored and Focused Programs

6. Emergency Operations: Complete Draft EOP and Implement

Management Services Department

FINANCE DEPARTMENT

DEFINITELY NOT THE VISION!

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FINANCE DEPARTMENT

Maintain public trust, ensure long-term financial sustainability

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FINANCE DEPARTMENT GOALS:

1. Revenue Enhancement Opportunities

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2. Expense Reduction Strategies

3. More Robust Financial Modeling