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
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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
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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
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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.
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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
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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.