4-6-26 Commission Workshop Adopted MinutesMINUTES
�S r Commission Workshop Meeting
1 Monday, April 6, 2026 - 6:00 PM
City Hall, Commission Chamber
800 Seminole Road, Atlantic Beach, FL 32233
ATTENDANCE:
Present: Curtis Ford, Mayor - Seat 1 (At Large)
Bruce Bole, Commissioner - Mayor Pro Tem Seat 2 (District 1308)
Thomas Grant, Commissioner - Seat 3 (District 1307)
Candace Kelly, Commissioner - Seat 4 (District 1306)
Jessica Ring, Commissioner - Seat 5 (District 1312)
Also Present: Kevin Hogencamp, Interim City Manager (CM)
Ladayija Nichols, Deputy City Clerk (DCC)
CALL TO ORDER
Mayor Ford called the meeting to order at 6:00 PM.
1. WELCOME
Mayor Ford welcomed everyone.
2. PUBLIC COMMENT
The following speakers provided their comments:
Sarah Boren
Mike Walsh
Fred Jones
Mike Kulik
3. FY 2025-26 PRIORITIES REVIEW AND FY 2026-27 PRIORITIES OUTLOOK (CM
HOGENCAMP)
Resolution No. 25-64 (FY 2025-26 Priorities)
CM Hogencamp reviewed the FY 2025-26 priorities and presented a memorandum
outlining proposed priorities for FY 2026-27 (which is attached hereto and made part of
this official record as Attachment A).
4-6-26 Attachment A
4. OVERVIEW OF NOMINAL GROUP PROCESS, SMART FRAMEWORK FOR GOAL
SETTING AND URGENTAMPORTANT MATRIX (LINDA LANIER,
FACILITATOR)
Commission Workshop
April 6, 2026
Ms. Lanier outlined the priority -setting process, noting that priorities reflect areas of focused
attention over a defined period. She advised that each commissioner would receive ten dots,
with each dot representing one vote, to allocate using a forced -choice method.
5. REVIEW AND DISCUSSION OF COMMISSION MEMBER PRIORITIES WITHIN
THESE PRIORITY AREAS (LINDA LANIER/GROUP)
5.A. • Stormwater Management and Resiliency
• Environmental Stewardship
• Public Works and Utilities
• Public Safety
• Parks and Programming
• Financial Stability and Accountability
• Communication and Customer Service
Dot colors were assigned to commissioners as follows: Mayor Ford (blue),
Commissioner Bole (green), Commissioner Grant (orange), Commissioner Kelly
(yellow), and Commissioner Ring (black).
Discussion was held on the priorities outlined in Attachment A, and the results of the
voting exercise are attached hereto and made part of this Official Record as Attachment
B. Items marked with a red -circled check indicate priorities anticipated to be completed
within the current FY.
4-6-26 Attachment B
BREAK
The meeting recessed at 7:43 PM and reconvened at 7:53 PM.
6. DISCUSSION AND SECOND ROUND OF VOTING (IF NEEDED) TO WORK
THROUGH PRIORITIES IN EACH PRIORITY AREA AND GENERATE
COLLECTIVE, AGREED UPON 2026-27 PRIORITIES (LINDA LANIER/GROUP)
No second round of voting took place. The Commissioners continued discussion of their
priorities. CM Hogencamp indicated that items receiving two or more dots will be brought back
to the Commission in resolution form within 30 days for formal adoption, to help guide budget
discussions and staff direction for FY 2026-27.
NEXT STEPS AND ADJOURNMENT
The meeting adjourned at 8:01 PM.
Attest:
41 � �_ N
Ladayija Nichols, Deputy City Clerk
Date Approved:
Curtis Ford, Mayor
Commission Workshop
April 6, 2026
Attachment A to
4-6-26 Minutes
CITY OF ATLANTIC BEACH ANr%��
OFFICE OF THE CITY MANAGER
800 Seminole Road i"
Atlantic Beach, Florida 32233
(904) 247-5817 CRfID
MEMORANDUM
TO: Honorable Mayor/City Commission Members
FROM: Kevin Hogencamp, Interim City Manager
DATE: April 6, 2026
RE: Comprehensive Strategic Priorities and Municipal Objectives Presentation
The following outline of my presentation for this evening's Priority -Setting Meeting details
staff's early efforts to identify Fiscal Year 2026-27 core strategic priorities and operational
objectives for the City of Atlantic Beach.
These items are categorized by functional domain to guide upcoming budgetary and policy
decisions. Input from the public, City Commission, Environmental Stewardship
Committee, and staff helped inform this presentation.
1. Stormwater Management and Resiliency
A. Master Plan and Modeling: Finalize the Stormwater Master Plan Update, utilizing
neighborhood -level hydraulic modeling to establish onsite storage requirements.
B. Infrastructure and Floodproofing: Execute priority Capital Improvement Projects
(CIP) and floodproof the wastewater system (specifically ensuring all 33 lift stations
withstand major flooding).
C. Operational Innovation: Prioritize turf block installation and permeable
technology. Secure FDEP concurrence for reclaimed water augmentation to protect
hardwood forests from salt intrusion.
2. Environmental Stewardship
A. Tree Canopy Protection: Strengthen the Tree Protection Ordinance (Chapter 23).
Increase the number of trees planted/preserved annually through expanded city
programs and land procurement via NPO partnerships.
B. Scientific Monitoring: Increase the use of GIS and environmental monitoring to
guide decision-making regarding the beach, marsh, and canopy.
Attachment A to
4-6-26 Minutes
c. Marsh Restoration: Fund the Saltmarsh Restoration Pilot Program and execute two
major marshfront projects to combat erosion.
D. Conservation Education: Support the Community Garden and expand resident
education regarding Florida -friendly landscaping and habitat preservation.
3. Public Works and Utilities
A. Digital Transformation: Full implementation of Cityworks for GIS -based asset
management, work orders, and predictive maintenance for all utility mains.
B. System Reliability: Focus on "Inflow & Infiltration" (I&I) reduction and upgrading
water treatment plants to reduce particle output and ensure water supply
sustainability.
C. Right -of -Way (ROW) Stewardship: Maintain a rigorous repair schedule for roads
and sidewalks while prioritizing the removal of obstructions from the ROW.
D. Strategic Asset Management: Fully link the 10 -year Capital Improvement Plan
(CIP) to the new Asset Management system to ensure infrastructure repairs are
funded before they become emergencies.
4. Public Safety
A. Bicycle and Pedestrian Safety: Conduct focused enforcement and education in
high -traffic areas, school zones, and beach access points. Partner across
departments to identify data -driven safety solutions.
B. Traffic and E -Bikes: Implement traffic calming measures and craft E -bike 2.0
legislation with a focus on both safety education and active enforcement.
C. Cyber and Youth Safety: Deliver safety presentations in local schools addressing
online safety and social media use. Invest in required data protection software for
CAS compliance.
D. 16th Street Walkover: Fund fully replacingthe structure to meet modern safety
codes.
5. Parks and Programming
A. Master Plan and Connectivity: Update the Parks Master Plan to reflect modern
recreational trends and improve physical connectivity between neighborhoods,
parks, and local businesses.
B. Marsh Oaks and Community Spaces: Finalize Marsh Oaks for a September 2026
opening. Develop inclusive, multigenerational programming (youth, adult, senior,
veteran, and adaptive) that reflects community input.
C. Park Upgrades: Fast-track Donner Park baseball improvements and splash park
enhancements. Manage dog park upgrades.
6. Financial Stability and Accountability
Page 2
Attachment A to
4-6-26 Minutes
A. Policy and Reserve Governance: Codify a Comprehensive Financial Policy Manual
and adopt a Structurally Balanced Budget Policy.
B. Public Transparency: Launch an Open Data Transparency Portal for real-time
spending tracking and publish a visual "Budget -in -Brief' summary for residents.
c. Grant and Risk Oversight: Maintain an aggressive stance on Grant and Legislative
Advocacy. Establish formal audit schedules for grant compliance.
7. Communication and Customer Service
A. Digital Transparency: Streamline permitting and planning through technology.
Launch public -facing online dashboards and data sharing (e.g., permit turnaround
times) to ensure process transparency.
B. Strategic Outreach: Strengthen the PIO function (staff or outsourcing) to manage
social media, newsletters, and PSAs and to provide timely safety, project and
program updates.
c. Workforce Excellence: Establish a formal Employee Training Program focusing on
professional communication and customer service. Launch a Citizens Academy to
foster resident understanding of city operations.
Page 3
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