3. Authorize the City Manager to execute an agreement with Alman Construction Services, LP, for an amount not to exceed Two Hundred and Nine Thousand, Eight Hundred and Fourteen and No/100 Dollars ($209,814.00) to provide the replacement of the Fire Station 1 building generator.

[3. Authorize the City Manager to execute an agreement with Alman Construction Services, LP, for an amount not to exceed Two Hundred and Nine Thousand, Eight Hundred and Fourteen and No/100 Dollars ($209,814.00) to provide the replacement of the Fire Station 1 building generator.]

NOW BACK TO ITEM E3, AUTHORIZE THE CITY MANAGER TO EXECUTE AN AGREEMENT WITH ALLMAN CONSTRUCTION SERVICES, LP, FOR AN AMOUNT NOT TO EXCEED $209,814 TO PROVIDE THE REPLACEMENT OF THE FIRE STATION NUMBER ONE BUILDING GENERATOR.

MR. PRESSENBERG, GET YOUR PULL UP HERE.

ZOOM GOT A QUESTION.

OKAY.

YEAH, SO ON THIS ONE, JUST SOME BASIC QUESTIONS.

WHAT WAS THE LIFE EXPECTANCY

[00:30:01]

OF THE PREVIOUS ONE? DID IT FULFILL IT? AND TWO, DO WE HAVE A REPLACEMENT FUND THAT WE, OR DOES THIS COME OUT OF THE GENERAL FUND? I JUST WANT TO KNOW WHAT POCKET IS COMING OUT OF THAT.

GOOD EVENING, MAYOR AND COUNCIL.

YES, SO THE FIRE STATION 1 GENERATOR, WHEN THE PUBLIC SAFETY BUILDING IN THE FIRE STATION 1 WAS BUILT, THAT GENERATOR WAS INCLUDED IN THAT PROJECT, AND IT DID MEET ITS LIFE EXPECTANCY AND IS IN MUCH NEED OF REPLACEMENT.

AND THEN THOSE GENERATORS WERE APPROVED IN THE BUDGET, THE 2020-2025 BUDGET FOR WITH THE USE OF TAX NOTES, AND SO IT IS WITHIN BUDGET FOR REPLACEMENT.

OKAY.

SO WE HAVE THE MONEY AVAILABLE? CORRECT.

IT'S NON-EXCESS SPENDINGS? CORRECT.

OKAY.

I HAVE NO OTHER QUESTIONS.

ANY OTHER QUESTIONS FROM COUNCIL? THE FLOOR IS YOURS.

ALL RIGHT.

IF THERE'S NO OTHER QUESTIONS, I'D LIKE TO MAKE A MOTION WE APPROVE ITEM E3 AS PRESENTED.

I HAVE A MOTION BY MR. PRESSENBERG TO APPROVE ITEM E3 PRESENTED.

DO I HAVE A SECOND? ALL AT ONCE.

MR. LINDSAY.

SECOND.

SECOND BY MR. LINDSAY.

ANY FURTHER DISCUSSION? HEARING NONE, PLEASE CAST YOUR BALLOT.

[1. Consider approving a resolution of the City Council of the City of Sachse, Texas, adopting the 2026 Strategic Plan; and providing for an effective date.]

MOTION CARRIES UNANIMOUSLY.

NEXT ITEM ON THE AGENDA IS ITEM F, OUR ACTION ITEMS. ITEM 1, CONSIDER APPROVING A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SACHSE, TEXAS.

ADOPTING THE 2026 STRATEGIC PLAN AND PROVIDING FOR AN EFFECTIVE DATE.

MS. NASH.

MAYOR AND COUNCIL, THIS IS ACTUALLY A SUMMARIZATION PRESENTATION OF THE WHOLE PROCESS IN WHICH YOU ALL EMBARKED ON FOR ABOUT A YEAR RELATIVE TO STRATEGIC PLANNING.

AND SO I'M JUST GOING TO GIVE A BRIEF INTRODUCTION AND THEN PAUL HOFFMAN WITH THE BERKELEY GROUP WHO WAS CO-FACILITATOR.

ADD TO OUR STRATEGIC PLANNING SESSION, ALONG WITH WORKING WITH DEPARTMENT HEADS IN PREPARATION FOR THE STRATEGIC PLAN, WE'LL PROVIDE FOR YOU A BRIEF PRESENTATION.

PAUL, IF YOU COULD JUST ADVANCE THAT FIRST SLIDE, THEN I'LL LET YOU GO FROM THERE.

REALLY, PAUL WILL GO INTO A LITTLE MORE DEPTH ABOUT WHAT STRATEGIC PLANNING IS AND THE PROCESS IN WHICH WE EMBARKED ON, AS I SAID, FOR OVER A YEAR, THE STRUCTURE OF THAT PLAN AND THE SPECIFIC GOAL AREAS THAT THE CITY COUNCIL AGREED TO.

AND THEN ACTUALLY, WHERE DO WE GO FROM THERE IN TERMS OF IMPLEMENTATION AND SOME FINAL CONSIDERATIONS? SO MAYOR AND COUNCIL, I'LL TURN IT OVER TO PAUL HOFFMAN, AGAIN, OUR CONSULTANT WITH THE BERKELEY GROUP, WHO FACILITATED ALL THIS TO WALK YOU THROUGH THE PRESENTATION.

HELLO, MS. HOFFMAN.

HELLO.

THANK YOU.

THANK YOU, MS. NASH, FOR THAT INTRODUCTION.

AND MAYOR AND COUNCIL, THANK YOU FOR THIS OPPORTUNITY TO WORK WITH A TERRIFIC TEAM OVER.

FOR A LITTLE BIT OVER A YEAR NOW ON BEHALF OF DR. SCOTT BAKER AND DARREN COFFEY, WHO ALSO WITH THE BERKELEY GROUP AND THE REST OF THE BERKELEY TEAM, WE REALLY APPRECIATE THAT OPPORTUNITY.

THANK YOU, COUNCIL, IN PARTICULAR FOR THE TIME YOU SPENT IN ESTABLISHING COUNCIL GOALS OVER THE PERIOD OF TWO COUNCIL WORKSHOPS.

WE THINK THAT YOUR FOCUS ON THE LONG TERM HAS RESULTED IN MEANINGFUL GOAL AREAS FOR THE CITY STAFF TO FOLLOW, AND IT'S AROUND THAT WHICH WE BUILT THESE KEY STRATEGIC INITIATIVES THAT I'LL DESCRIBE A LITTLE BIT MORE.

THANKS TO MS. NASH AND THE REST OF HER TEAM FOR THE VISION THAT THEY HAVE.

THROUGHOUT THIS PROCESS FOR CARRYING OUT THE CITY COUNCIL'S GOAL OBJECTIVES.

IT'S BEEN A REAL PLEASURE TO WATCH MS. NASH WORK WITH HER TEAM AND LEARN FROM HER PARTICULAR LEADERSHIP STYLE AND HOW EFFECTIVE THAT IS.

AND I ALSO WANT TO SEND A QUICK THANKS TO YOUR DEPARTMENT DIRECTORS WHO, TO A PERSON, TOOK THIS PROCESS VERY SERIOUSLY AND ARE VERY EAGER TO USE THEIR EXPERTISE AND THEIR OPERATIONAL EXPERIENCE AND KNOWLEDGE TO BRING YOUR GOALS TO LIFE.

AND I'M CONVINCED THAT THEY ARE ALL VERY FULLY COMMITTED TO DOING EXACTLY THAT.

JUST A QUICK WORD ABOUT WHAT STRATEGIC THINKING IS.

THIS PLAN, I BELIEVE, IS A DIRECT RESULT OF ONGOING STRATEGIC THINKING.

[00:35:01]

NUMBER ONE, BEING STRATEGIC MEANS THAT IT'S COMPREHENSIVE, WHICH MEANS IT'S NOT.

YOUR THINKING ISN'T SOLELY BASED ON WHAT IS URGENT IN THE MOMENT.

IT MEANS THE THINKING ISN'T MYOPIC, IT'S NOT TERRITORIAL, AND IT'S NEVER BASED ON INSUFFICIENT INPUT FROM THE PUBLIC OR OTHER MEMBERS OF YOUR TEAM.

ON LONG-TERM, YOUR GOALS HAVE A LONG-TERM FOCUS.

THEY ARE VERY DIRECTLY CONNECTED TO YOUR RECENTLY...

YOUR RECENTLY APPROVED COMPREHENSIVE PLAN AND NOT LINKING YOUR THINKING TO THE POLICY AND THE PRACTICAL AND THE HISTORICAL AND FINANCIAL CONTEXT LEADS TO ERROR AND LEADS TO HAVING PLANS THAT ULTIMATELY AREN'T IMPLEMENTABLE.

SO YOUR POLICY DECISIONS ARE REFLECTED IN THOSE GOALS AND YOUR STAFF TEAM, AGAIN, WITH THEIR EXPERIENCE.

ARE ABLE TO BRING PRACTICAL AND HISTORICAL AND FINANCIAL REALITIES INTO THE MIX.

AND AS IT SAYS ON YOUR SLIDE, THIS IS ULTIMATELY EVERYONE'S JOB, EVEN THOUGH WE RECOGNIZE THAT NOT EVERYONE'S JOB IS EXACTLY THE SAME.

SO MS. NASH NOW WILL GO THROUGH A BIT OF THE PROCESS.

SO JUST REAL QUICKLY, THIS ACTUALLY PREDATES PAUL HOFFMAN BEFORE HE CAME ON THE BERKELEY TEAM WHEN HE DID A RETREAT THIS YEAR.

DR.

SCOTT BAKER AND DARREN COFFEY THAT HE REFERRED TO ACTUALLY DID YOUR GOAL SETTING RETREAT LAST YEAR, MARCH 1ST OF 2025, WHERE THE INITIAL GOAL SETTING OCCURRED WITH THE CITY COUNCIL.

AND THEN IN OCTOBER, PAUL JOINED IN WITH THE GROUP AND HELPED FACILITATE SOME INDIVIDUAL DEPARTMENT HEAD INTERVIEWS, REALLY UNDERSTANDING A LOT MORE OF THE DETAIL RELATIVE TO HOW WE WILL ACCOMPLISH SOME OF THE GOALS THAT THE COUNCIL SET OUT IN YOUR RETREAT IN MARCH OF 2025.

PAUL WORKED WITH MY TEAM OVER A COUPLE OF DAYS IN DECEMBER OF 2025 TO FACILITATE SOME MUCH MORE IN-DEPTH STAFF WORK SESSIONS WHERE WE REALLY GOT INTO THE MEAT OF THE PARTICULARS OF HOW WE WOULD ACHIEVE THE GOALS THAT THE COUNCIL SET OUT TO DO.

AND THEN, OF COURSE, THIS YEAR, PAUL HELPED FACILITATE, ALONG WITH DR.

BAKER, THE COUNCIL'S RETREAT ON FEBRUARY 21ST OF 2026.

AGAIN, CONFIRMING THE GOALS THAT WERE SET OUT LAST YEAR, MAKING SURE WE'RE STILL ON TRACK TO DO THOSE, AND THEN DOING A FIRST REVIEW OF THOSE STRATEGIC INITIATIVES AS WORKED THROUGH WITH THE DEPARTMENT HEADS.

AND SO PAUL'S HERE TONIGHT REALLY FOR YOU ALL TO CONSIDER ADOPTION OF THE PLAN THAT WAS INCLUDED WITH YOUR PACKET AND SOME IMPLEMENTATION CONSIDERATIONS THAT WILL BE IMPORTANT TO KEEP THIS ON TRACK MOVING FORWARD.

AND SO THIS STRUCTURE, IT'S ALL BROKEN DOWN BY AN EXECUTIVE SUMMARY.

AGAIN, A REFERENCE TO OUR CORE VALUES THAT WE HAVE EMBODIED WITHIN OUR ORGANIZATION BASED ON THE DIRECTION THAT WE HAVE RECEIVED FROM COUNCIL, AS WELL AS A GRASSROOTS EFFORT FROM OUR EMPLOYEES THROUGH THE CULTURE COMMITTEE OF WHAT WE TRULY VALUE IN OUR ORGANIZATION AND WHAT MAKES US DIFFERENT.

COUNCIL OUTLINED THOSE GOAL AREAS OF STRATEGIC OUTCOMES, SOME VERY SPECIFIC STRATEGIC DIRECTION.

FOCUSED SPECIFICALLY ON AREAS OF ATTENTION, AND THEN WHAT DOES SUCCESS LOOK LIKE THROUGH OUR KEY OBJECTIVES, AND WHAT ARE OUR STRATEGIC INITIATIVES MOVING FORWARD? WHAT ARE OUR PRIMARY MEANS FOR THE IMPLEMENTATION OF THOSE? AND THEN, OF COURSE, WHAT ARE OUR ASSETS FOR US TO BE ABLE TO IMPLEMENT ALL OF THIS? I THINK WHAT'S IMPORTANT HERE TO NOTE IS THAT PLANS FOR IMPLEMENTATION ARE GOING TO REQUIRE COORDINATION WITH THE TEAM AND THE DEPARTMENT HEADS, AND WE WILL BE WORKING WITH THE GROUP.

THE BERKELEY GROUP, MUCH BEYOND THIS TO CONSIDER AND MAKE SURE THAT WE STAY ON TRACK.

AS THIS STRATEGIC PLAN SAYS, THIS IS FOR 2026 TO 2032.

SO WE STILL HAVE YEARS OF IMPLEMENTATION THAT WE WILL NEED TO MAKE SURE THAT WE'RE ON TRACK FOR.

VERY GOOD.

AND THANK YOU.

AND SO WHAT I'LL DO NOW IS PROVIDE A VERY HIGH LEVEL SUMMARY.

AND THESE ARE HIGHLIGHTED IN BULLET DOT FORM ON YOU ON YOUR SCREEN, AS MS. NASH SAID, THERE'S MUCH MORE DETAIL IN THE ACTUAL PLAN DOCUMENT, WHICH IS INCLUDED IN YOUR PACKET.

ONE THING THAT I'LL POINT OUT ABOUT ALL FOUR OF THESE GOAL AREAS IS THAT THERE'S SIGNIFICANT OVERLAP BETWEEN ALL FOUR.

AND I MAKE A POINT OUT OF THAT BECAUSE I THINK THAT'S A HEALTHY SIGN ABOUT YOUR STRATEGIC PLAN THAT NONE OF THESE GOAL AREAS LIVE ALONE BY THEMSELVES.

ALL REQUIRE SOME AMOUNT OF COORDINATION AMONGST YOUR DEPARTMENTAL TEAM.

[00:40:01]

THAT IS CLEARLY THE CASE WITH GOAL AREA 1.

WHICH SPEAKS TO CAPITAL NEEDS IN INFRASTRUCTURE AND THE EXTENT TO WHICH IT RELATES TO GOAL AREA 4 ABOUT ECONOMIC DEVELOPMENT.

AND I THINK A REALLY BIG PIECE OF GOOD NEWS THAT I'LL SHARE WITH YOU IS THE EXTENT TO WHICH YOUR ECONOMIC DEVELOPMENT, YOUR DEVELOPMENT SERVICES, YOUR FINANCE, AND YOUR CIP AND PUBLIC WORKS DIRECTORS ARE VERY TUNED IN TO THE FACT THAT THERE IS A REALLY IMPORTANT RELATIONSHIP BETWEEN YOUR ECONOMIC DEVELOPMENT OBJECTIVES AND THE DECISIONS YOU MAKE ABOUT YOUR CAPITAL PROJECTS, HOW YOU PLAN FOR THEM, AND HOW YOU FUND THEM, WHICH IS FRONT AND CENTER BEHIND THE REASONS FOR CREATING THIS SUGGESTED CAPITAL PLANNING CROSS-FUNCTIONAL TEAM.

AND I WON'T GO INTO A WHOLE BUNCH OF DETAIL ABOUT THIS BECAUSE YOU HEARD A REALLY EFFECTIVE PRESENTATION FROM GINA AND ASSISTANT CITY MANAGER ROSE DURING THE FEBRUARY 21ST WORKSHOP ABOUT THEIR PLANS TO BUILD A ROBUST, THEIR WORD, CAPITAL PLAN AND A ROBUST CAPITAL PLANNING MANAGEMENT AND REPORTING SYSTEM THAT PROVIDES AN EFFICIENT AND EFFECTIVE TOOL FOR MANAGING YOUR SEVERAL CAPITAL PROJECTS AND FOR, IN A VERY TRANSPARENT WAY, REPORTING TO COUNCIL AND THE PUBLIC PROGRESS ON THOSE PROJECTS.

SO MOVING ON TO GOAL AREA TWO, EXCELLENT CITY SERVICES.

THIS GOAL AREA IS ANOTHER OPPORTUNITY FOR THOUGHTFUL COLLABORATION AMONGST YOUR DEPARTMENTS.

AND I'LL HIGHLIGHT WHAT I MEAN BY THAT.

NUMBER ONE, YOUR WORKFORCE DEVELOPMENT TEAM.

IT BECAME VERY APPARENT DURING THE EARLY DECEMBER WORKSHOPS THAT MS. NASH JUST MADE REFERENCE TO THAT ACROSS THE BOARD AMONGST YOUR DEPARTMENT DIRECTORS, YOUR PUBLIC SAFETY DIRECTORS, PUBLIC WORKS, INTERNAL AND EXTERNAL SERVICE PROVIDERS, THAT TWO-WAY PERSON, THEY HAVE A REAL SENSE.

OF HOW IMPORTANT IT IS TO BUILD AND SUSTAIN AN EXCELLENT STAFF TEAM SO THAT YOU CAN SUSTAIN A REPUTATION OF EXCELLENT CITY SERVICES.

IT ALSO BECAME APPARENT DURING THOSE DISCUSSIONS, AND A LOT OF THIS DISCUSSION WAS LED BY YOUR EXCEPTIONAL HR DIRECTOR, ABOUT HOW IMPORTANT IT IS TO COLLECTIVELY, NOT JUST...

AS AN INDIVIDUAL DEPARTMENT, BUT COLLECTIVELY ACROSS THE ORGANIZATIONAL SPECTRUM TO BE STRATEGIC ABOUT HOW YOU GO ABOUT RECRUITING AND SELECTING AND EVALUATING, TRAINING, AND COMPENSATING YOUR TEAM.

AND SO THE WORKFORCE DEVELOPMENT TEAM WILL BUILD ON THE CUES FROM YOUR VERY EFFECTIVE CULTURAL COMMITTEE.

IT WAS COOL TO WATCH THAT.

BE HERE FOR THAT PROCLAMATION BECAUSE DURING THIS WHOLE PROCESS WE'VE HEARD SO MUCH ABOUT YOUR CULTURAL COMMITTEE AS A TEMPLATE FOR HOW THIS KIND OF CROSS-FUNCTIONAL THING CAN WORK, BUT WE'RE EXCITED ABOUT THE PROSPECTS OF THE WORKFORCE DEVELOPMENT TEAM.

YOU HAVE BEEN A GROWING CITY AND WITH THAT SOME OF YOUR FACILITIES ARE VERY NATURALLY SHOWING A BIT OF THEIR AGE AND RATHER THAN HAVE INDIVIDUAL DEPARTMENTS THINK INDIVIDUALLY ABOUT HOW TO STRATEGICALLY TAKE CARE OF THESE BUILDINGS IT'S IMPORTANT TO IN FACILITIES IT'S IMPORTANT TO HAVE SOME GENERAL AND CENTRAL AND COLLECTIVE THOUGHT AND PLANNING ABOUT HOW TO DO THAT ON THE PARKS MASTER PLAN IT BECAME REAL OBVIOUS TO MY COLLEAGUES WITH THE BERKELEY TEAM JUST HOW WELL APPRECIATED THIS COMMUNITY, APPRECIATIVE THIS COMMUNITY IS OF THE EXCELLENT PARKS AND THE EVENTS.

THERE'S ALSO AN ACKNOWLEDGEMENT OF OPPORTUNITIES FOR FUTURE WORK IN THAT AND THAT WILL BE THE SUBJECT OF THAT PARKS MASTER PLAN.

AND WITH TECHNOLOGY PLANNING, MS. NASH MENTIONED THE ONE-ON-ONE INTERVIEWS WE HAD WITH YOUR DEPARTMENT HEADS.

DURING THOSE INTERVIEWS, IT WAS STRIKING TO HEAR JUST FROM HOW MANY DEPARTMENT DIRECTORS MENTIONED HOW MUCH THEY VALUE TECHNOLOGY, HOW MUCH THEY...

ARE LOOKING TO IMPROVE TECHNOLOGY, HOW MUCH THEY ARE LOOKING

[00:45:02]

TO IMPROVE THE ABILITY TO USE DATA IN THEIR DECISION-MAKING, AND IF THERE'S, IF YOU'RE PERCEIVING A THEME HERE THAT'S A GOOD THING.

THERE'S ALSO SOME INSIGHT INTO THE IMPORTANCE OF, WELL YEAH, LET THOSE DEPARTMENTS MAKE THE DECISIONS THAT THEY NEED TO MAKE ABOUT TECHNOLOGY APPLICATIONS.

THERE'S A REAL BENEFIT WHEN YOU'RE THINKING ABOUT ALL THIS TO MAKE SURE YOU'RE ABLE TO SHARE TECHNOLOGY, YOU'RE ABLE TO SHARE INFORMATION ACROSS THE BOARD.

GOAL AREA THREE, FINANCIAL STEWARDSHIP.

I THINK A REALLY GOOD SUMMARY OF WHAT YOUR STRATEGIC INITIATIVES ARE UNDER THIS GOAL IS TO SAY THAT WHAT WE'RE LOOKING FOR HERE IN THE STRATEGIC PLAN IS TO ENSURE THAT BUDGET DECISIONS ARE CLEARLY ALIGNED WITH WHAT THE CITY COUNCIL WANTS TO ACCOMPLISH.

AND I'LL MOVE TO ECONOMIC DEVELOPMENT GOAL AREA 4.

I ALREADY MADE A BRIEF COMMENT ON THAT.

YOU ARE AWARE THAT YOU HAVE DONE A LOT OF PLANNING ON THIS SUBJECT.

I KNOW THAT JUST RECENTLY YOUR...

NEW ECONOMIC DEVELOPMENT PLAN HAS BEEN APPROVED.

THAT'S A SIGNIFICANT ACCOMPLISHMENT.

I THINK IT'S ALSO NOTEWORTHY THE EXTENT TO WHICH YOUR NOT-THAT-LONG-AGO APPROVED COMPREHENSIVE PLAN MAKES REFERENCE TO ECONOMIC DEVELOPMENT.

WHAT WE'RE TRYING TO DO IN THE STRATEGIC PLAN IS EFFECTIVELY AND HELPFULLY BRING ALL OF THOSE INITIATIVES TOGETHER IN ONE PLACE THAT THE PUBLIC CAN EASILY FOLLOW.

SO PRIORITIZING THESE INFRASTRUCTURE DECISIONS, MANAGING STRONG RELATIONSHIPS WITH THE PRIVATE SECTOR, MAINTAINING THAT COMMUNITY CHARACTER ARE ALL ELEMENTS OF THIS GOAL AREA.

AND OF COURSE, DURING THAT FEBRUARY 21ST WORKSHOP, THIS COUNCIL MADE IT VERY CLEAR.

WHAT A PRIORITY IT IS TO FINISH FIFTH STREET.

AND AGAIN, THAT WAS CLEARLY STATED.

THIS FINAL SLIDE, I THINK, IS MY FAVORITE BECAUSE NO ONE WANTS TO APPROVE A PLAN THAT JUST GATHERS DUST AND SITS ON A SHELF.

SO WE ARE PROVIDING A FEW THOUGHTS ON HOW TO KEEP THAT FROM HAPPENING.

AND ALL OF THESE COMMENTS, ALL OF THESE THOUGHTS CAN BE UNDER THE HEADING OF REINFORCING A CULTURE OF STRATEGIC PLANNING.

AGAIN, YOU HAVE THAT CULTURE HERE.

YOUR CULTURE COMMITTEE HAS BEEN A PART OF THAT.

AGAIN, I THINK A GOOD TEMPLATE TO FOLLOW.

AND AGAIN, YOU'VE PROBABLY PICKED UP ON THIS THEME BOTH FROM FEBRUARY AND THIS EVENING AND FROM YOUR OWN READING OF THE STRATEGIC PLAN.

THERE'S A LOT ABOUT BEING CROSS-FUNCTIONAL AND COLLABORATIVE IN THE THINKING HERE.

AND IF I WILL, I'LL EQUATE THAT TO THOSE OF YOU WHO HAVE SOME EXPERIENCE WITH FARMING OR GARDENING.

I CAN EQUATE ORGANIZATIONAL SILOS TO WEEDS IN YOUR GARDEN, RIGHT? AND WHAT I MEAN BY THAT IS THAT THEY NATURALLY OCCUR.

THERE'S NOT MUCH YOU CAN DO TO FOREVER PREVENT THEM.

YOU CAN SPRAY THEM.

YOU CAN PULL THEM.

THEY WILL ALWAYS COME BACK.

AND JUST BECAUSE THE SILOS POP UP IN YOUR ORGANIZATION ISN'T A REFLECTION OF EMPLOYEES NOT DOING THEIR JOB.

IN FACT, I THINK IT'S ACTUALLY A REFLECTION OF PEOPLE ON YOUR TEAM TAKING THEIR JOBS VERY SERIOUSLY.

SERIOUSLY, AND THEY WANT TO BE SELF-RELIANT, AND THEY WANT TO WORK HARD AND GET THINGS DONE, AND ALL OF THAT CHARACTERIZES YOUR ORGANIZATION.

AND SO IT IS THEN LEADERSHIP'S JOB, WHICH THEY ARE COMPLETELY ATTUNED TO, TO EVERY ONCE IN A WHILE YANK THOSE SILOS OUT BY THE ROOTS.

AND ONE WAY TO DO THAT IS TO STRUCTURALLY BUILD THESE CROSS-FUNCTIONAL TEAMS WHERE YOU'RE PURPOSEFULLY SAYING, TO A GROUP OF PEOPLE, IT IS YOUR JOB TO COLLABORATE.

AND WE'RE GOING TO EXPECT YOU TO DO THAT, AND YOU'RE GOING TO BE COGNIZANT OF WHEN A PROJECT IS ENHANCED BECAUSE THE RIGHT PEOPLE ARE IN THE RIGHT ROOM AND ARE TALKING TO EACH OTHER AND COLLABORATING.

DRIVING THE BUDGET PROCESS, AGAIN, COUNCIL, WHAT YOU GET TO DO IS ASK REALLY GOOD QUESTIONS AND TO SEE EVIDENCE OF...

HOW RESOURCE ALLOCATION

[00:50:01]

DECISIONS ARE BEING MADE TO MAKE SURE THEY CONNECT WITH THE STRATEGIC INITIATIVES AND THE OUTCOMES DESCRIBED IN THIS PLAN.

THIS PLAN IS NOT A STATIC THING.

YOU ARE A VERY PLANNING-ORIENTED ORGANIZATION, WHICH IS TERRIFIC.

WELL-RUN ORGANIZATIONS PLAN WELL.

AND SO YOU'VE GOT MULTIPLE PROJECT OR SUBJECT-SPECIFIC PLANS GOING ON.

I MADE MENTION OF THE RECENT ECONOMIC DEVELOPMENT PLAN.

I THINK YOU WILL BE LOOKING AT CREATING A FACILITIES PLAN, FOR EXAMPLE.

AS THOSE PLANS ARE DEVELOPED, BEST PRACTICE IS FOR YOU TO TAKE THE TIME TO INCORPORATE THE OUTCOMES OF THOSE PLANS INTO YOUR STRATEGIC PLAN.

CREATING THE STRATEGIC PLAN IS A FORMAL POLICY DIRECTION MAY SOUND SIMPLE AND NOT WORTH TALKING ABOUT IT, BUT I'LL TALK ABOUT IT JUST FOR A MINUTE JUST TO GENTLY REMIND YOU THAT AS TIME GOES ON AND PRIORITIES COME UP AND NEW INITIATIVES COME UP, NEW IDEAS COME UP, THOSE ARE ALL GOOD THINGS AND THOSE NEW IDEAS MAY ABSOLUTELY BE SOMETHING YOU STOP WHAT YOU'RE DOING AND INCORPORATE INTO YOUR PLAN.

MY SUGGESTION IS YOU DON'T DO THAT WITHOUT CONSIDERATION ABOUT THE PLAN.

THIS PLAN IS HELPFUL FOR YOUR STAFF TEAM BECAUSE NOW THEY KNOW WHAT THEIR MARCHING ORDERS ARE AND IT'S SIMPLY THAT.

AND IF IT'S NOT IN THE PLAN, THEY'RE NOT GOING TO ALLOCATE RESOURCES TO IT.

THEY'RE NOT GOING TO PUT A STAFF EFFORT INTO IT.

AND SO IT'S UP TO COUNCIL ULTIMATELY TO MAKE SURE YOU ARE UP TO DATE IN YOUR PRIORITY MESSAGE TO YOUR STAFF TEAM.

I'M DEVELOPING A COMMUNICATION AND ENGAGEMENT PLAN.

I WON'T DWELL ON THIS EITHER BECAUSE LAUREN AND GINA DID A TERRIFIC JOB ON FEBRUARY 21ST GOING OVER WHAT THEY HAVE DONE THE LAST FEW YEARS TO TELL YOUR STORY AND WHAT THEY ARE PLANNING TO DO TO TELL THE STORY IN THE FUTURE.

YOU, COUNCIL MEMBERS, HAVE INDIVIDUALLY AND COLLECTIVELY PRAISED THE STAFF TEAM.

GOOD JOB FOR THAT, FOR RECENT IMPROVEMENTS IN THE COMMUNICATION EFFORT.

I KNOW YOU'VE MADE SOME STAFFING DECISIONS IN THAT REGARD RECENTLY.

MY POINT OF EMPHASIS ON THAT TOPIC FOR YOU THIS EVENING IS TO CONSIDER USING THE STRATEGIC PLAN AS ITS OWN STORY.

AND I SAY THAT BECAUSE TO THE EXTENT PUBLIC UNDERSTANDING OF THE STRATEGIC PLAN AND WHAT'S IN IT AND HOW THAT PLAN WAS DEVELOPED ENABLES FOLKS TO SEE INTO THE DECISION-MAKING PROCESS.

AND UNDERSTAND HOW THEY CAN BE PART OF THE STRATEGIC PLANNING PROCESS, HOW THEY CAN BE PART OF THE DECISION-MAKING PROCESS, AND THAT ULTIMATELY ENGENDERS TRUST, WHICH I KNOW YOU'RE ALL ABOUT.

SO WITH THAT, THANK YOU.

WE'RE HAPPY TO ANSWER QUESTIONS.

THANK YOU, MR. HOFFMAN.

THANK YOU VERY MUCH FOR THAT PRESENTATION.

QUESTIONS AND COMMENTS FROM COUNSEL? OKAY, I DIDN'T WANT TO GO TOO FAST.

MR. PRESTONBURG.

I JUST WANT TO SAY, I MEAN, WE'VE SEEN A LOT OF THIS ALREADY.

YES, SIR.

SO I DON'T WANT TO BEAT IT AT HORSE, BUT I DO WANT TO SAY THANK YOU FOR ALL THE WORK THAT'S BEEN PUT INTO IT AND THE TIME YOU'VE GIVEN AND WHATNOT.

A COUPLE OF ITEMS ON AREA 3.

YES, SIR.

I SAY I DO APPRECIATE YOUR ELOQUENT...

ELABORATION ON IDENTIFYING WHAT HAS BEEN COVERED SO FAR.

ON AREA THREE WE DISCUSSED IT AND OBVIOUSLY NOTHING WRONG WITH WHAT IS BEING SAID.

HOWEVER, ON THE THIRD LINE, ALIGNED BUDGETING WITH STRATEGIC PRIORITIES.

YES SIR.

I THINK AS OUR ECONOMY VACILLATES UP AND DOWN AS IT'S IN THE PROCESS OF DOING DRASTICALLY RIGHT NOW AND WE DON'T KNOW HOW MUCH LONGER, WE MAY NEED TO RETHINK ABOUT REWARDING THAT AND NOT REWORDING, JUST CHANGE THE LOCATION OF THE WORDS, ALIGNS PRIORITIES WITH STRATEGIC BUDGETING.

BECAUSE WHAT OUR PRIORITIES ARE MAY HAVE TO CHANGE BASED ON THE MONEY AVAILABLE.

AND WITHOUT GOING EXORBITANTLY IN DEBT AS WE ARE, WE HAVE ONE OF THE HIGHER, WE DON'T HAVE THE HIGHEST TAX RATE, NO.

BUT WE DO HAVE ONE OF THE HIGHEST TAX BURDENS PER RESIDENT OF SACHSE THAN ANY OTHER STATE.

CITY IN AREA THREE OF DALLAS COUNTY.

SO WE CAN'T CONTINUE TO DO THAT.

SO WE MAY HAVE TO CHANGE THAT.

AND I JUST THINK I NEED TO POINT OUT THAT WE MIGHT NEED TO BE AWARE OF IT.

IF IT DOES HAPPEN, WE NEED TO BE AWARE OF IT.

AND WE NEED TO BE WILLING TO DO THAT.

[00:55:01]

THAT'S ONE AREA THAT I THINK IS IMPORTANT THAT WE NEED TO BEGIN TO THINK ABOUT.

ON AREA FOUR.

BEFORE WE CHANGE THE SLIDE, IF IT'S OKAY TO BRIEFLY COMMENT, MR. MILLSAP, ON YOUR WELL-TAKEN POINT AND NOT TO DWELL ON IT AND NOT TO AT ALL TO SUGGEST THAT IT'S NOT A WELL-TAKEN POINT.

IT MAKES ALL THE SENSE IN THE WORLD.

WHAT I WANT TO DO FOR COUNCIL AND THE PUBLIC'S BENEFIT IS TO SPEAK TO WHAT WE'VE OBSERVED IS A CLEAR MESSAGE AND A CLEAR PRIORITY FROM YOUR CITY MANAGEMENT TEAM.

ABOUT THE FISCAL REALITIES FACING THE CITY OF SACHSE.

I DON'T THINK YOUR POINT IS LOST ON THE TEAM THAT THE CITY OF SACHSE'S FISCAL SITUATION HAS CHANGED AND IS CHANGING, AND THAT'S A RESULT OF GROWTH PATTERNS AND THE EXTENT TO WHICH THIS COMMUNITY IS BUILT OUT, WHICH IS AN UNFORTUNATE BUT NATURAL OCCURRENCE THAT HAPPENS WITH...

RAPIDLY GROWING CITIES THAT DON'T HAVE AN ABILITY TO EXPAND THEIR GEOGRAPHIC TERRITORY.

SO GOOD POINT, NOT A POINT THAT'S LOST ON YOUR TEAM.

WELL, YEAH, AND I DIDN'T IMPLY THAT ANYTHING WOULD MANAGE IT AT ALL.

I'M JUST SAYING SOCIOECONOMIC STATUS WORLDWIDE MAY BE MAKING US MAKE CHANGES THAT WE HADN'T ANTICIPATED.

YES, SIR.

AND WE NEED TO BE AWARE OF THAT AND BE WILLING TO DO THAT.

IF AND WHEN IT HAS HAPPENED.

YES, SIR.

THANK YOU.

AND THEN GOAL FOUR? YES.

I'M NOT BRINGING IT UP.

IT'S GOING TO BE A SORE SPOT, OBVIOUSLY, BUT COMPLETE FIFTH STREET.

THIS PLAN IS FROM 26 TO 32, ABOUT FIVE YEARS.

AND WHEN YOU SAY COMPLETE FIFTH STREET, THAT'S AN EDICT TO ME TO FINISH IT.

WE HAVE SPENT MORE TIME THAN THAT ON WHAT WE HAVE NOW.

I'M NOT GETTING INTO THE DEBATE OF HOW MUCH MONEY WAS SPENT ON IT, WHAT WE HAVE AVAILABLE NOW, BUT I WOULD LIKE TO REWORD THAT TO, AND I'M NOT ASKING TO DROP IT BY ANY MEANS, BUT I THINK INSTEAD OF SAYING COMPLETE FIFTH STREET, I WOULD LIKE TO REWORD THAT TO CONTINUE EFFORTS, LET ME GET MY GLASSES ON, CONTINUE EFFORTS TOWARDS FIFTH STREET DEVELOPMENT.

THAT WAY WE DON'T HAVE AN EDICT TO FINISH IT WITHIN FIVE YEARS AT ALL COSTS WITH NOTHING BUDGET-WISE THAT I THINK IS IMPORTANT.

THAT WHEN YOU MAKE THE STATEMENT, COMPLETE IT, YOU'RE GOING TO SPEND WHATEVER MONEY IT TAKES TO GET IT.

AND I'M NOT SO SURE WE HAVE EVEN A REALLY FINALIZED PLAN FOR WHAT IT'S GOING TO LOOK LIKE WHEN WE GET IT COMPLETE.

SO I WOULD LIKE TO REWORD IT TO WHERE THAT GIVES US AN OPPORTUNITY TO DO.

TO WORK ON IT AND TOWARDS THAT GOAL OF GETTING IT DONE BUT NOT A COMMITMENT THAT WE HAVE FORCED OURSELVES INTO PUTTING SOMETHING WE DON'T WANT WE DON'T NEED AND WE WE CAN'T MAINTAIN OR CAN'T SUSTAIN AND TOM WOULD LIKE TO MAKE A MOTION THAT IT BE WORDED AS I STATED WELL WE'LL GET TO THAT AFTER AFTER A WHILE AFTER AFTER THE DISCUSSION YES YES AND IN THE SPIRIT OF TRYING TO BE HELPFUL AND IF I DIDN'T MAKE THIS CLEAR EARLIER, I APOLOGIZE.

WHAT IS ON YOUR SCREEN IS A SUMMARY OF THE WORDS THAT ARE IN THE ACTUAL DOCUMENT.

AND SO WHAT I THINK IS TRUE, AND I'M JUST LOOKING AT THE DOCUMENT MYSELF TO CONFIRM THIS, THAT THE ACTUAL WORDS IN THE DOCUMENT ARE AKIN TO WHAT YOU'RE SAYING AND AREN'T AT ALL SUGGESTING ANYTHING HAPPENED UNDER A SPECIFIC TIME FRAME.

THE POINT OF THIS WAS THAT COUNSEL WAS CLEAR IN HOW MUCH A PRIORITY FINISHING FIST READ IS.

BUT I DON'T THINK THERE'S A PRECISE TIME FRAME ASSUMED IN THE ACTUAL DOCUMENT.

WELL, I'M JUST RESPONDING TO WHAT I THINK THAT THE CITIZENS ARE GOING TO READ INTO WHAT THE WORDS ARE SAYING HERE THAT WE'RE PUTTING OUT PUBLICLY TO THE CITIZENS.

THIS IS WHAT THEY'RE SEEING.

NOW WHAT'S IN THE OTHER DOCUMENT THAT HASN'T BEEN MADE AVAILABLE IN THE LIBRARY FOR EVERYBODY TO READ? THIS DOCUMENT IS IN THE AGENDA PACKET.

WELL, YEAH, YEAH.

IT'S IN MY PACKET.

BUT HOW MANY SITTING OUT THERE IN THE GALLERY HAVE THAT PACKET? WELL, IT WAS ADVERTISED A WEEK AGO.

BUT YOU SEE WHAT I'M GETTING AT.

THAT'S THE REASON I JUST THINK IT NEEDS TO BE REWORDED.

I'M NOT ASKING TO BE ELIMINATED OR THE PRIORITY

[01:00:01]

ON IT BE LESS THAN ANY.

BUT US REWORD IT SO WE'RE NOT OBLIGATED TO.

MAYOR PROCTER & FRANKS.

I'LL START BY SAYING ONCE IT'S APPROVED, IT'LL PROBABLY BE AVAILABLE.

BUT NOT UNTIL IT'S APPROVED.

APPROVED, EXCUSE ME.

ON GOAL AREA THREE, ASSESS LONG-TERM IMPACTS ON TAXPAYERS.

YOU KNOW, I THINK WE NEED TO PUT MORE EMPHASIS ON THIS.

WE TALK ABOUT ROADS AND CITY BUILDINGS RIGHT NOW.

WELL, IF WE WAIT FIVE YEARS, IT'S GOING TO BE $6 MILLION.

WE'VE SEEN IT WITH FIRE TRUCKS.

WE'VE SEEN IT WITH THE SERVICE STATION THAT WE'RE BUILDING.

WE'VE SEEN IT WITH ROADS.

WE'RE PAYING MORE FOR MERRITT ROAD THAN WE WERE SUPPOSED TO, THAN THE WHOLE PROJECT WAS SUPPOSED TO BE WORTH BECAUSE IT'S TAKEN SO LONG.

SO I THINK WE NEED TO PUT MORE IMPACT ON THAT.

AS I ALWAYS SAY WITH GINA, AS I ALWAYS SAY, IS ARE WE GETTING ENOUGH CHECKLIST ITEMS OUT OF THIS TO MAKE THIS A WORKABLE DOCUMENT? AS MANY TIMES AS WE'VE TALKED TO CONSULTANTS AND REVIEWED IT IN OUR LONG-TERM GOAL SESSION.

YOU KNOW, I THINK WE ARE, BUT THAT'S MY GOAL WITH ANY CONSULTANT OR CONTRACTOR.

I'M NOT GOING TO WORDSMITH ANYTHING YOU PUT UP THERE, SO THAT'S ALL I HAVE.

THANK YOU.

OTHER COMMENTS OR QUESTIONS FROM COUNSEL? ALL RIGHT.

I DON'T HAVE ANY PUBLIC COMMENT CARDS, SO I WILL ENTERTAIN MORE DISCUSSION OR MOTIONS.

THANK YOU, MR. HOFFMAN.

MS. HOWARD.

IF THERE'S NO MORE DISCUSSION, I'LL MAKE A MOTION TO APPROVE THE COMPREHENSIVE PLAN.

STRATEGIC PLAN AS PRESENTED.

OTHERWISE KNOWN AS F1.

OKAY.

MOTION BY MS. HOWARD TO APPROVE ITEM F1 AND PRESENTED.

DO I HAVE A SECOND? MS. BUEHLER.

SECOND.

SECOND BY MS. BUEHLER.

FURTHER DISCUSSION? ALL RIGHT, HEARING NONE, PLEASE CAST YOUR BALLOT.

[2. Consider approving an ordinance of the City of Sachse, Texas, amending the Code of Ordinances by amending Chapter 7 "Personnel" by amending Section 7-2 "Park and Recreation Commission"; by amending 7-2(E)(1)(g) and by amending 7-2(E)(2)(c); providing for a repealing clause; providing for a severability clause; providing a savings clause; providing for a penalty of fine not to exceed Two Thousand Dollars ($2,000.00); and providing for an effective date.]

[3. Consider authorizing the City Manager to utilize Contingency Funds in an amount not to exceed Sixty-Thousand and No/100 Dollars ($60,000.00) for the purchase and installation of lighting and security cameras to address safety concerns related to large gatherings at J.K. Sachse Park and outdoor areas around the Community Center.]

MOTION CARRIES WITH MR. MILLSAP VOTING NO.

NEXT ITEM ON THE AGENDA, AND ACTUALLY THE NEXT TWO ITEMS ON THE AGENDA, WE'RE GOING TO COMBINE AND TALK AT THE SAME TIME.

ITEM TWO, CONSIDER APPROVING AN ORDINANCE OF THE CITY OF SACHSE, TEXAS, AMENDING THE CODE OF ORDINANCES BY AMENDING CHAPTER 7 PERSONNEL.

BY AMENDING SECTION 7-2, PARK AND RECREATION COMMISSION.

BY AMENDING SECTION 7-2, SUBSECTION E, SUBSECTION 1, SUBSECTION G.

AND BY AMENDING 7-2, SUBSECTION E, SUBSECTION 2, SUBSECTION C.

PROVIDING FOR A REPEALING CLAUSE, PROVIDING FOR A SEVERABILITY CLAUSE, PROVIDING A SAVINGS CLAUSE, PROVIDING FOR A FINE NOT TO EXCEED $2,000, AND PROVIDING AN EFFECTIVE DATE.

ITEM 3, CONSIDER AUTHORIZING THE CITY MANAGER TO UTILIZE CONTINGENCY FUNDS IN AN AMOUNT NOT TO EXCEED $60,000.

FOR THE PURCHASE AND INSTALLATION OF LIGHTING AND SECURITY CAMERAS TO ADDRESS SAFETY CONCERNS RELATED TO THE LARGE GATHERINGS AT J.K.

SACHSE PARK AND OUTDOOR AREAS AROUND THE COMMUNITY CENTER.

MS. NASH.

MAYOR AND COUNCIL, AS YOU KNOW THROUGH COMMUNICATION THAT I'VE HAD WITH YOU OVER THE LAST SEVERAL MONTHS AND EVEN AS LATE AS LAST SUMMER, J.K.