Page 366 - FortWorthFY23AdoptedBudget

Horizon Issues

The Lean Leader training process is very hands-on and does not lend itself to virtual platforms. Thus, the Lean
Leader process improvement training has been eliminated for the near future due to the COVID-19 pandemic. The
program will be revisited in a new format during the next fiscal year.

The Planning Division’s most immediate focus is on supporting the redistricting process that will shape the future
of the governing body. Those efforts will be completed during FY2022. Additionally, the division will engage with
community stakeholders, Trinity Metro, and other City departments in a significant combined corridor planning
effort for East Lancaster Avenue that will combine Transit-Oriented Development planning, Bus Rapid Transit
concept planning, and the Public Improvement District activities planning along this approximately 5-mile long
corridor. The Division will continue to update and upgrade the City’s Comprehensive Plan during FY2022. In
addition, Planning for new development associated with the TEXRail station areas is expected to continue, as will
planning/GIS support for the 2022 Bond Program and Open Space Conservation Program. Support will continue
for the Trinity River Vision Authority, including work on the completion of the three Trinity River bridges and the
first canal section.

Police
The Police Department expects to address the following issues in FY2023 and beyond, which may result in some
level of budgetary and/or operations impact.
· Evaluate staffing levels continually, monitor attrition projections, and identify staffing efficiencies where
possible. As the City continues to grow, increased staffing will be necessary to maintain current levels of
service.
· Ensure adequate time is available for patrol officer community engagement, problem-solving and
substantial proactive work while still working to decrease response times.
· Improve training to continue building community trust and increase professionalism.
· Respond to an increasing number of investigative cases and hours to process traditional and emerging
crimes.
· Evaluate and keep pace with rapid technology and equipment advancements.
· Plan for aging city-owned and leased facilities that require annual maintenance, improvements, and/or
replacement.

Property Management
The following issues for FY2022 and beyond are expected to result in some level of budgetary and/or operational
impact over the next one to five years. The issues listed are often in the preliminary or problem identification
stage, could pose significant resource allocation challenges soon, and/or will require some sort of City Council
action/decision to adequately address the issue.

Facility Responsibility: As the Property Management Department matures, more facility-related tasks are being
moved from other departments to PMD without a corresponding increase in resources. Examples of this trend
include responsibility for furniture in common areas in City Hall, ice machines, and City Hall exterior landscaping.
PMD has talented personnel who can perform a variety of different tasks, but continuing to add new functions
without additional resources will spread the limited existing resources too thin to provide high-quality service in
all areas.

New Purchasing Responsibility: The new Purchasing Administrative Regulation shifts more responsibility to the
Facilities administrative team, including execution and renewal of contracts. With a four-person administrative
team, added responsibilities make it difficult for the team to complete daily tasks.

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