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03-05-01 v SUMMARY OF THE CITY COMMISSION STRATEGIC PLANNING • SESSION HELD IN THE SEA TURTLE INN AT 5:00 P.M. ON MONDAY, MARCH 5, 2001. Strategic planning sessions are held on an annual basis for the purpose of developing long range plans for the City. The planning session was conducted by Marilyn Crotty of the Institute of Government. Present were Mayor Meserve, Mayor Pro Tern Beaver, and Commissioners Borno, Mitchelson and Waters. Staff members present were Recreation Director Timmy Johnson; Utilities Director, Donna Kaluzniak; City Clerk Maureen King; Public Works Director Bob Kosoy; Public Safety Director David Thompson; and Finance Director Nelson VanLiere. The report of the evening's proceedings, when received from Ms. Crotty, will be attached to this summary. Maureen King City Clerk III III CITY OF ATLANTIC BEACH STRATEGIC PLANNING WORKSHOP MARCH 5, 2001 Facilitated by Marilyn E. Crotty Florida Institute of Government University of Central Florida i INTRODUCTION On March 5, 2001, the Atlantic Beach City Commission and senior staff met for the first of two sessions to review and update the strategic plan for the city. Marilyn Crotty, Director of the Florida Institute of Government at the University of Central Florida served as the facilitator for the session. During this four-hour meeting, the participants conducted an assessment of issues and trends in the legal/political, socio-cultural, economic, technological, and competitive environments of the city. This was followed by an analysis of the strengths, weaknesses, opportunities, and threats facing the city. Finally, the group discussed internal issues that are working well and those that need work. This report is a summary of the discussions held. • • • GROUND RULES The participants agreed that they would abide by the following ground rules during the strategic planning workshop: • No idea is foolish • Full participation • Be critical of issues, not people • Focus on the big issues • Take breaks • Spend time according to importance of issue • Set priorities • End on time • • ENVIRONMENTAL ASSESSMENT Legal/Political: Funding will be a big issue—reduced grants, more responsibility for local governments; legal liability—public attractions, inhibition of activities, increased legal costs; more stringent regulations and enforcement—permitting, coastal construction issues, additional rules/regulations; water supply—political boundaries, intergovernmental agreements, competition; comprehensive plans —more detailed, additional costs; building codes— increases due to added requirements; dollars from sales tax—losing funds due to interne sales; loosening of environmental/handicapped regulations (Republicans); deregulation of electric utilities; citizen involvement—continuation; OSHA regulations; federal government evenly split Socio-Cultural: Population (baby boom) growth; racial and cultural diversity will increase?; need for more recreational facilities; need for increased fine arts facilities; service oriented work force; aging population in need of health care; increased affluence; rehabilitation of existing real estate will increase; increased immigration; stability will increase vs. transient renters; crime issue—there will be a balance; education continues to be an issue • Economic: Prices going up due to property values, construction costs, salaries; revenue increase in Atlantic Beach—limited due to 3% tax increase cap; population expected to age; limited ability to grow Technological: More information available — archiving of data a challenge; technology to force faster changes to hardware and software (cost/training); better testing will drive new standards; automatic monitoring/controls will assist utility management—billing, on line questions/information/reports; privacy and security an ongoing challenge; telecommunications capabilities Competitive: Water/sewer industry—increased environmental standards, need to conserve, water wars; battle for good employees— salaries, higher education and technical skills required; push to privatize; competition with Jacksonville for autonomy; push to unionize—management rights; increased litigation • • STRENGTHS, WEAKNESSES, OPPORTUNITIES, THREATS* Strengths: Community support to maintain quality of life; community; size of community; small community feel; local services vs. big city; personal customer service (3); location (Florida); great place to live and work; beach/ocean (2); beautiful city—trees, ocean, recreation; many diverse parks (3 community centers); parks and recreation (3); limited commercial district; revision to zoning code; outdoor/active oriented populace; active, involved citizens; a well educated city commission with a wealth of diverse experience— excellent city commission and mayor; good teamwork on commission; high quality personnel; professional personnel; city staff(5); management team (2); city manager; city manager encourages innovative ideas; city is willing to explore new ideas and technological advances; information tech initiative; infrastructure, GIS mapping; city financially strong (3); multi-year financial planning; discretionary sales tax; lowest water and sewer rates in county Weaknesses: Need pay plan to attract and keep good employees (3); lack pay plan; competitive salaries (can we keep up?); low quantity of personnel; hiring practices government vs. private; aging infrastructure (2); need infrastructure improvements; city-wide stormwater system . (2); sidewalks and plaza bicycle trail; town center "looks" unfinished because of 2nd block of ocean; JEA with water and sewer; lack of maintenance of city facilities; long range maintenance plans for infrastructure; need year-round family recreational facilities; limited growth (built out); limited space; unregulated commercial area; Mayport corridor (2); Selva area not "in" city for maintenance; I.T. system connectivity needs improvement (currently being worked on); lack of long range financial plan; worthwhile projects without certain funding; no "cash cow" Opportunities: Funding; revenue from '/2 cent sales tax; debt reduction "Better Jax $"; grants; regionalization—work with other beach cities (3); MPO money for bike paths; technology can use to do better job; possibility of extending water and sewer service to neighboring communities; competition have plans to use to our advantage; greater Jax construction; Better Jax planned projects; Delany window of opportunity; code enforcement; "Best Small City" Threats: Growth—requires additional office space, staff, etc.; no land available for growth and expansion; revenue growth limitations (2); less federal/state dollars; have taken on lots of new parks —future cost; loss of beach replenishment funding; private sector salaries; long term global warming and rising ocean/water levels; flooding; hurricanes; freshwater • needs (desalinization plant needed?); slow usage/acceptance of technological equipment/systems; Wonderwood may bring traffic; flyover divided city; JEA water . services (2); Jacksonville; maintain autonomy from Jacksonville; Jacksonville as "Big Brother" has deeper pockets and great influence over Atlantic Beach; elections of Jax Mayor and Jax Sheriff; lost opportunities * numbers in ( ) indicate times item was identified • 4111 WHAT'S WORKING WHAT NEEDS WORK Pay plan/staffing Communication Public communication—between staff and commission I. T. system Archiving Facilities Maintenance Needs dedicated division Mapping Master plan—water/sewer, roads Master plan—water/sewer, roads Regionalization (Beaches) Indoor recreation Core city stormwater mgt. Stormwater mgt. (flooding) Infrastructure maintenance • Grant writer? Inspection follow-up (tools and people) Zoning code—finish Septic to sewer Septic to sewer Selva streets Strategic planning Performance management Sherry Drive Management training Town Center Mayport Road area (commercial/residential district) loss of control