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Agenda Item 10BAGENDA ITEM # I OB MAY 9, 2011 City of Atlantic Beach Strategic Plan February 2011 The Atlantic Beach City Commission began using strategic planning as a process to set and monitor major goals eleven years ago. Many accomplishments have been completed dealing with the city's stolen water system, several new city parks and recreation events, the city's water and sewer systems and the Royal Palms and Mayport Corridor neighborhoods. Most of the city's major strategic goals require a long -term investment of both money and time and often take several years to complete. Because many of the strategic goals are long -term, the 2011 plan includes many elements from the 2010 plan, some with a change of emphasis, as well as some new goals. This strategic plan report consists of both a narrative description of the strategies and goals that were set by the city commission in two workshops as well as a spreadsheet with the specific steps to accomplish each of the goals. The spreadsheet will be used as a tool to track progress in quarterly reports throughout the year. However, the city commission will be kept aware of most of the major goals on a more frequent basis because'they often involve commission decisions for budgeting and other actions throughout the year. The strategic workshops in 2011 included two nightly meetings on February 22 and 23` The workshops were facilitated by Dr. Robert E. Lee who is a member of the graduate faculty at Florida State University's Rubin D. Askew School of Public Administration Policy. He is also the Executive Director of the Center for Local Government Excellence (CFLGE) which is also located at Florida State University. Mr. Lee's service as facilitator on this occasion was working as a private consultant to the City rather than on behalf of Florida State University. The facilitator met with each of the elected officials prior to the second workshop and prepared a broad set of strategies under which the city commissioners' proposed goals could be accommodated. During the second workshop, each Commissioner submitted their top goals under each strategy which were later scored and tabulated. Four goals received unanimous support of all five elected officials. Four others received support of three of the five commissioners. One final goal was added by the City Commission at the regular meeting of April 25, 2011 when the Strategic Plan was presented for adoption. This goal is the Rose Park Expansion and Redesign. Therefore, there were a total of nine eigIgoals for the 2011 strategic plan. The major strategies and goals to accomplish them are briefly summarized as follows. They will be described in more detail later in this narrative report. Strategy 1: Financial Plan • Pension Reform • Maintain health insurance costs AGENDA ITEM # l OB MAY 9, 2011 Strategy 2: City Aesthetics • Code Enforcement Strategy 3: Public Safety • Construct a New Police Building • Continue the COPs Program Strategy 4: Impact of Navy Ships • Create /work with stakeholders Strategy 5: Wastewater Improvements • Meet the TMDL/ nitrogen removal standard by the mandated deadline Other Items • Prepare a Marsh Master Plan ■ Rose Park Expansion and Redesign Strateav 1 : Financial Plan Develop and maintain a sound, sustainable financial plan that establishes sufficient reserve funds, requires specific goals and objectives in the city 's annual budget documents, responds to the city's strategic initiatives, publicly provides quarterly financial and program updates to the city commission, and encourages public, private and intergovernmental partnerships to provide city services. Background Cities across Florida and the nation are facing difficult economic times in 2011. Revenues are down and costs are up. Pension costs are rising due to investment losses in recent years, healthcare costs are increasing, and the cumulative burden of state and federal mandates piled on over many years is tremendous. The City of Atlantic Beach has been in somewhat better financial shape than most other cities due to more conservative budgeting over many years. However, budgets have been tight over the last couple of years and there have been many minor service -level reductions. The city will probably be facing more difficult budget challenges over the next year. During the strategic discussions, it was the clear consensus of the commission that staff should plan to cut services if necessary rather than increase revenues. Goal Pension Reform. This goal received the unanimous support of the city commission. The City of Atlantic Beach has three pension plans; one for the sworn police officers, one for other general employees and a Defined Contribution Plan for managerial officials that have opted out of the City's Defined Benefit Plan. Under Florida law, cities are required to provide minimum levels of pension benefits for police officers if they accept insurance premium revenues (Section 185 funds) from the state to contribute to the pension plan. The pension benefits for general employees, both in Atlantic Beach and in other cities across the state, generally lag slightly below those benefits afforded to police and firefighters. In recent years, the level of employee contributions to both defined benefit pension plans has increased and some changes have been made to the general pension plan. However, the annual cost for the city to fund the plans continues to increase. The commission has expressed a desire to consider various options to AGENDA ITEM # 1013 MAY 9, 201 I reduce the pension costs, thereby making the plans more sustainable in the long -term. Funds are budgeted this year and for a study of possible alternatives, although it has been put on hold pending various amendments to state laws that are being considered in the legislature. The actuarial study will be prepared after the legislature finishes their work and the results will be presented to the city commission. Instructions will then be given by the commission to the city's negotiator to work with the unions for pension amendments. Goal: Maintain Health Insurance Costs. This goal received the support of three commissioners. The city's cost for providing health insurance for employees, as well as their dependents, has increased over several years. This is because of increasing costs in the healthcare industry as well as several major illnesses from city employees and dependents. The city commission has chosen to deal with the problem in recent years by reducing the health care coverage benefits, by increasing the employee's contribution, co -pays and deductibles for employee and dependent costs, and by increasing the city amount contributed to support the plan. Finding innovative solutions to keep the cost of healthcare to the city from going up even more will be a challenge. Stratew 2 : CiIyAesthetics. Maintain city aesthetics through beautification and maintenance of city and state roadways, public rights of ways, and city parks, through consistent enforcement of city zoning and maintenance codes, and through education partnerships with neighborhood groups, churches, the business community and the City of Jacksonville. Background Atlantic Beach has completed numerous projects to improve the looks of the community. In the last three years, major strategic efforts have been targeted to the Mayport Road and Royal Palms neighborhoods. While the Mayport Corridor and Royal Palms projects have involved numerous city departments and a broad variety of projects, the ones relating to this strategy revolve around code enforcement. Before these became strategic priorities for the city, many locations within these areas showed a rundown appearance from lack of maintenance of the houses, businesses, and yards. Accumulations of household items, old toys and junk were often seen in carports and yards, dead landscaping and junk cars were common, and several other factors contributed to the blighted appearance. Major improvements in both areas have been achieved over the last three years through code enforcement. This has required a reorganization of responsibilities to focus on these target areas. Goal Code Enforcement. This goal received unanimous support of the Mayor and Commission.. While new code enforcement violations crop up on a weekly or monthly basis, it is the commission's desire to continue the level of code enforcement compliance and resulting neighborhood appearance that has been achieved. One Commissioner suggested at the strategic workshops that staff should consider amendments to the city code that would strengthen the staffs ability to further improve neighborhood appearances. Strategy 3 : Public Safety Provide professional and responsive public safety for citizens by ensuring that those providing the service are properly trained, have properly updated facilities and equipment, and are encouraged to engage the citizens and other stakeholders in the AGENDA ITEM # 1 OB MAY 9, 2011 planning and implementation of crime prevention techniques and safe pedestrian and vehicular roadivays, and take measures to ensure safe usage of the beach and other waterways that improve the quality of life throughout the city. Background The citizens of Atlantic Beach have enjoyed an excellent police force over many years. Statistics show that the community has the quickest response times and lowest crime rates in Duval County. Previous strategic goals have involved the PD in two areas. The first is in reducing crime in the Mayport Corridor and Royal Palms neighborhoods and the second is in planning for a new police building. Both of these efforts are being carried over into the 2011 strategic plan. Goal Construct a New Police Building. This goal is supported by three of the city commissioners. The current police building is poorly designed and far too small to meet the current needs of the city's police force. The existing building has approximately 4,000 square feet, but other police buildings in most similarly sized cities across Florida range from 10,000 to 20,000 square feet. The dispatch office is cramped by the addition of new electronic equipment and the HVAC system is overwhelmed. The two holding cells are unusable and there is no room for officers to interview victims or suspects unless individual office space is used. Retention of evidence and other crime records is severely hampered. Planning for expanding the police building started in 2005 but it was soon determined that it would be better to build a new building. After research of available properties owned by the city, the decision was made by the commission to locate the building just north of City Hall and in close proximity to the existing police building. Architects are currently designing the building and should be ready for bid late in the spring of 2011. It should take approximately one year to build. Goal: Continue the COPS Program. This goal was supported by three of the city commissioners. When the Mayport Corridor area was added as a strategic goal three years ago, the decision was made to increase the police presence in the area through the addition of one Community Oriented Policing Service (COPS) officer, the reallocation of an existing position to add a second officer and the addition of a new position for a Community Redevelopment Coordinator. Since that time, all three officers have focused their time almost exclusively along the Mayport Road and in adjoining neighborhoods. Their work has resulted in a dramatic decrease in the amount of crime in the area. The Redevelopment Coordinator has not only worked on policing issues, but has also worked closely toward the creation of a business association along the Mayport Road, toward the creation of neighborhoods organizations, and to provide a number of recreation programs. Numerous other projects and programs have been started in the Mayport and Royal Palms areas. While the commission's description of this goal in the strategic planning workshop described the COPS officers, other comments indicated that the functions of the Redevelopment Coordinator should also be continued. Strategy 4 : Impact of Navy Ships Proactively work ivith the City of Jacksonville and other stakeholders in the region to prepare for the impact of the new ships at the Naval Base with special emphasis on planning for appropriate use of properties in the region for fleet support services and other businesses and to ensure that usage is complementary to the "residential quality of life" in the city. AGENDA ITEM # 1013 MAY 9, 201 ] Background Naval Station Mayport has been the home port for numerous Navy ships and several aircraft carriers since the base was established in the 1950s. Most recently, the Aircraft Carrier USS Kennedy was stationed at Mayport. However, the Kennedy was decommissioned in 2007 and with it many Navy and private employees left the area. The Navy has been planning for various upgrades to the facilities at Naval Station Mayport to enable the homeporting of a new nuclear carrier. Construction of the necessary facilities will require the temporary use of several hundred contractors which will be followed by the arrival of the carrier with over 3,200 assigned personnel. Other new ships and commands are also expected at Mayport in the next few years. The Navy has started malting investments in the base to accommodate these new ships, but has not yet set a date for the arrival of the carrier. The timing of the decommissioning of the USS Kennedy had a major impact in our area because it coincided with the downturn in the economy nationwide. Several proposed housing projects along the Mayport Corridor were put on hold and several businesses have closed their doors. The relocation of new Navy personnel to Naval Station Mayport is expected to bring with it a significant economic boom to the Mayport Corridor. Goal Create and work with a group of stakeholders to make the most of the opportunities that will be presented to the community through the naval expansion. This goal received the unanimous support of the city commission. The expansion of Navy facilities and the relocation of new ships and personnel to the area will bring with it numerous opportunities to wont with the Navy, the City of Jacksonville, and other entities to improve the Mayport Corridor. These could include the provision of temporary housing for the contractors that will build Navy facilities and helping the new naval personnel find permanent housing. Other opportunities will include getting new family and neighborhood friendly businesses to locate along Mayport Road. One opportunity (challenge) will probably be minimizing any traffic related problems that may come with the increased personnel. Strategy 5 : Wastewater Improvements. Complete the wastewater treatment plant improvement project and routinely evaluate long -term operating costs associated with the operation of the city's utilities, including a sustainable storm water program, Back round The City of Atlantic Beach, along with every other operator of a wastewater or storm water system in northeast Florida, has been mandated to reduce the levels of nitrogen discharged into the St. Johns River. Excessive nitrogen has caused algae blooms during summer months with result in oxygen depletion, fish hills and a generally unsightly appearance. Atlantic Beach is required to begin construction of needed modifications by April 30, 2011, complete construction by December 31, 2012 and meet the reduced nitrogen limit by October 31, 2013. Goal Meet the TMDL \nitrogen removal standard by the mandated deadline. This received the unanimous support of all the City Commissioners. In 2008, Atlantic Beach began a study to determine the best method to meet the new nitrogen standard. The conclusion of that study was that it would be most economical to meet the standards by combining the city's two wastewater plants into one, eliminating the Buccaneer Wastewater Treatment Plant, and removing enough of the nitrogen from the wastewater to offset the requirements for reductions in the storm water system. Plans for both the upgrade of the city's main wastewater plant, which will be retained, and the piping system needed to move the sewage from the Buccaneer Wastewater Plant (to be AGENDA ITEM # IOB MAY 9, 20I 1 eliminated) have been completed. Bids have been received for both projects and contracts have been awarded. Both construction projects were started recently before the 2011 strategic workshops. Construction on both of these projects is ongoing and is anticipated to be completed in time to meet the state schedule. Other Strategies Background A sixth strategy statement was discussed and amended by the city commission at the final strategic planning workshop. The revised version is as follows; "Utilize appropriate social media resources to promote city services and improve city accessibility for citizens." However, there were no goals under this strategy that received a scoring from a majority of the city commission. However, during the discussion, one other goal that did not fit under this revised strategy received support from three of the city commissioners. Goal Prepare a Marsh Master Plan. This goal received the support of three of the city commissioners. The acquisition of approximately 350 acres of mostly marsh property on the Westside of Atlantic Beach was a goal in one of the city's prior strategic plans. With the aid of a private foundation grant, the property was acquired in 2009. The marsh property connects two other City parks; the Tideviews and Dutton Island Preserves. Except for the public access points at the Dutton and Tideviews Preserves, access to the marsh is very limited due to tidal conditions. However, it was envisioned during the acquisition that the park would be made accessible for passive public uses such as canoeing, kayaking and fishing. To determine how to do that, the City Commission has included funding for a Marsh Master Plan in the current FY 2011 budget. The development of this plan will include significant opportunities for the input of user groups, adjacent residents and others. When complete, the Plan should provide a roadmap for projects over the next 10 to 20 years. Goal; Rose Park Expansion and Redesign. The Commission voted unanimously at the regular commission meeting on April 25, 2011 to carry over a project that was listed on the previous year's strategic plan as a goal for the 2011 -12 year. The Rose Park Expansion/ Redesign was included under the general heading of Parks & Recreation Facilities in the previous year, but did not get much attention due to limited budget availability. The Rose Park project, as described in the 2010 strategic workshops, is to expand the park by removing a portion of Orchid St. from it's intersection with Plaza Rd. on the south and going north along it's boundary with Rose Park so that the two city -owned portions of Rose Park north of Plaza Rd. could be connected. Amenities discussed in 2010 included picnic facilities, new trees and landscaping, and basketball courts.