Atlantic Beach Strategic Planning Report 2015
CITY OF ATLANTIC BEACH
STRATEGIC PLANNING
REPORT
MAY 4 – 5, 2015
FACILITATED BY
MARILYN E. CROTTY
FLORIDA INSTITUTE OF GOVERNMENT
UNIVERSTIY OF CENTRAL FLORIDA
INTRODUCTION
The City of Atlantic Beach held a two-day strategic planning workshop on May 4 - 5, 2015 to
develop a vision, organizational values, a mission statement, and to identify goals, objectives,
and priorities for implementation in the next few years. Ms. Marilyn Crotty, director of the John
Scott Dailey Florida Institute of Government at the University of Central Florida facilitated both
days of the workshop.
The Mayor, Commission, and senior staff participated in the session which was noticed and open
to the public. During the first afternoon, the elected officials described their aspirations for the
future of the city which resulted in a vision statement. This was followed by the identification of
organizational values that should underlie all of the actions and decisions made by the city’s
elected and appointed officials. The final activity of the day was the creation of a mission
statement for the city.
During the second day, the group reviewed and approved the vision, values, and mission that had
been developed. This was followed by an environmental scan examining trends and issues that
may occur in the next few years. The participants conducted an analysis of the city’s strengths,
weaknesses, opportunities, and strengths. The remainder of the workshop focused on the
establishment of goals and objectives, with selection of priorities for implementation.
This report is a summary of the outcomes of the workshop.
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The workshop began with self-introductions by the participants and an overview of the agenda
by the facilitator. There was an opportunity for citizen comment at the beginning of the session
and several citizens made remarks relating to issues of importance to them.
VISION FOR THE CITY 2025
Ms. Crotty asked the elected officials to imagine that it is 2025 and that the City of Atlantic
Beach has prospered over the past 10 years. She asked them to describe their ideal image of the
city at that time. The following comments were made:
The city is bike and pedestrian friendly with an extensive network of paths
The community is engaged and takes pride in the city
The marsh master plan has been fully implemented
The tree canopy has been preserved and improved
The city is in a stable financial condition
Infrastructure is maintained and upgraded
The city is environmentally friendly
Renewable energy is available
The parks system has been preserved
The Mayport commercial corridor has been redeveloped
The community is branded…you know when you are in the city
The town center continues up A1A
The K Mart property has been redeveloped with parking and walkability
There is adequate parking in the city
North – South narrow streets are one-way
There is a shared vision for the city with the Commission, staff, and citizens
Atlantic Beach’s identity is solidified
There is a tree-line business area with a streetscape (bricking)
This is a living and aging in place community
It is safe for pedestrians and bicyclists
The city has maintained height limits on buildings
There are many community events
Atlantic Beach has annexed the Jacksonville part of the island
On the eastside, residential development and redevelopment have been curtailed
More redevelopment has occurred west of Seminole
There is good diversity in the city – economic, age, etc.
There is a safe route to the middle school
There is a round-about – 5 points
Atlantic Beach is still an eclectic community with density controlled
The culture among the staff is stable and citizens are treated well
There is continuity with signage – organic messaging
Small electric vehicles are used in the city
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Utilities have been undergrounded
Atlantic Beach has businesses that serve the community
There is a town center on the west side with a pedestrian walkway/mall
Based on these qualities and characteristics, the group crafted the following statement as a
vision for the city:
VISION
From sunrise on the beach to sunset on the marsh, the Atlantic Beach community is proud to be
preserving our dream every day.
ORGANIZATIONAL VALUES
The facilitator asked the group to identify values or guiding principles they felt were important
for the city to use in its decision-making and to follow in its actions. The following were listed
with the numbers indicating how many people in the group supported each.
Integrity - 10
Honesty - 9
Fiscal responsibility – 8
Stewardship - 7
Professionalism – 7
Ethical – 6
Respect - 6
Excellence (quality) – 6
Family oriented – 5
Accountability – 5
Teamwork (collaboration) – 5
Fairness – 5
Transparency (open government) – 4
Innovative – 4
Diversity – 4
Service-oriented – 3
Hard working – 3
Law abiding – 2
Responsiveness – 2
Involvement – 1
Environmental integrity – 1
Character – 1
Collaboration – 1
Preparedness – 1
Humility – 0
Further discussion resulted in the combination of like values and the selection the five that were
most significant. The group then wrote statements for each of the selected values.
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ATLANTIC BEACH
ORGANIZATIONAL VALUES
integrity:
We value We believe the quality of being honest and having strong ethical principles
is vital to maintaining public trust and achieving excellence.
stewardship
We value : By actively protecting all city assets including finances, environmental
resources, infrastructure, and the quality of life, we best serve the community.
respect
We value mutual : As a diverse community with many differing opinions, the need for
mutual respect for all is paramount to ensure that our city is fair and inclusive.
financial responsibility
We value : Financial responsibility is a priority to ensure long-term
viability and sustainability. Prudent management of the city’s financial resources relies on
innovative ideas and input from Commissioners, staff, and citizens.
professionalism
We value : We strive for the highest level of professionalism in the planning,
development, and execution of all government functions to ensure continuous improvement.
MISSION
In order to develop a mission statement, Ms. Crotty began by posing a series of questions to the
participants. The responses led to the creation of the statement below.
What do you (city) do?
Provide framework for rules
Set policies
Provide physical services – water, sewer, public safety, recreation, parks, streets, garbage,
stormwater, transportation, etc.
Provide community services – recreation, programs (seniors, after school, etc.)
Stewardship of finances
Support services – human resources, finance, informational technology, pensions
Bring in financial resources – grants
Records management
Disaster mitigation/preparation
Community events
Oversee development, construction
Planning/visioning
Intergovernmental activities
Providing information
Public relations
Problem solving
Advocacy
Environmental protection
Animal control
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Code enforcement
Liaison with businesses
Assess taxes
Budgeting
Facility construction and maintenance
Risk management
Employer
Evaluate best practices
Lifeguard
Fleet management
Beach management
Who do you serve/work with?
Residents
Visitors
Businesses
Customers – utilities
Staff
Other cities
State agencies
Military
Federal agencies
School system
County government
Constitutional officers
Nonprofits
Civic organizations
What do you want to be known for?
High quality of life
Safe community
Attractive community
Excellent services
Canopy
Connectivity
Great place to work – employees
Attractive amenities
Friendly – people
Animal friendly
Pedestrian friendly
Small town atmosphere
Bicycle friendly
Transparent
Responsive
Competent – diligent
Accessible
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Fiscally responsible
MISSION
The City of Atlantic Beach is responsive in providing the highest levels of service, safety, and
access while maintaining our infrastructure, vast network of parks, natural, and fiscal resources.
We are committed to preserving our small beach community way-of-life for future generations.
_________
The second day of the strategic planning workshop began with a review and finalization of the
vision, values, and mission that had been created the first day. The Mayor, Commission, and
staff continued the discussions that are summarized below.
EXTERNAL ISSUES & TRENDS
The group discussed trends and issues that are occurring in the international, national, and state
environment that may have an impact on the city in the near future. The following external forces
were identified as significant for the City of Atlantic Beach:
Increased population density in Florida – World-wide
Sea level rise/climate change
Imposition of federal regulations
Unfunded mandates – Federal, State, County, pensions
European economic instability
War on terror
Military activity
Energy crisis – fossil fuels vs. renewables
Shipping/ports
International trade
Baby Boomers retiring
Healthier living – fitness
Healthcare costs
Water quality/quantity
Utility regulations
US economy – will swing, recovery continues
Crime rates have been declining, but will increase
Rising income inequality
Might see resurgence of middle class
Education – system archaic, home schooling, virtual
Racial divide
Welfare state – culture of entitlement
Affordable housing – seniors
Technology –
Instant access to information
Communication – not face to face
Privacy issues
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Workforce – workplace issues – no longevity, no loyalty
Culture changes
Generational differences
Young people have more knowledge
Attitudes on social issues
Telecommuting
Civic engagement
Younger people
Media changes
No source of unbiased information
Political leadership
Not in touch; special interests; own agendas
Influence of Jacksonville
Jacksonville Mayor’s race
Pension issue
State budget – limits on local revenue
Home rule threatened
National political battles – playing out at local level
Influence of money on campaigns; issues
Campaign finance reforms
State environmental regulations – changing diminishing
INTERNAL ISSUES & TRENDS
The participants analyzed internal trends and issues that may have an impact on the city. The
following items were identified:
Political factions
Development and re-development
Standards?
Maintenance of community character
Tree canopy
City services and resources being stretched with increased use from visitors and residents
Build stronger relationship with Jacksonville
Focus on quality of life issues
West side/east side divide
Needed to bridge – “one Atlantic Beach”
Encroachment of Jacksonville – law enforcement conflicts, disparities
Transient military population
Succession planning
Utilities
Competition for employees
Private sector – other governments
Benefits/salaries
Quality of life in Atlantic Beach
Affordable housing
Housing options
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Access to pedestrian and bicycle safe facilities
Expectation for instant responses/gratification
Eclectic, diverse nature of city can create conflict
Now recognized as a place for economic opportunity
Ability to guard against impacts of another recession – hedge against impacts (housing market)
Emergency preparedness
Continuity of long-term plans with flexibility to meet needs
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The Commission and staff then identified what they perceive as strengths and weaknesses of the
city and its government. They also identified opportunities and threats that the city faces. The
following chart is a compilation of these ideas. The number in parens ( ) next to each comment
indicates how many participants made this comment.
STRENGTHS WEAKNESSES OPPORTUNITIES THREATS
People (2) – staff and Pension (2) - liability Mayport Corridor (4) – Vocal self-centered
citizens commissioners; Jacksonville partnership to minority
care about the city redevelop Mayport; CRA
potential to keep more tax
$ in AB to help improve
west side; treat as a blank
canvas for new businesses
Staff (6) – great, Staff (2) - high Develop oceanfront (2) Changes in upper
professional, tenured; turnover/vulnerability of park, lifeguard station; the management (CM, CA,
interested in community; city staff; streamlined staff beach DH’s)
streamlined
Parks (5) - park system is Not enough personnel (2) Changes in upper City of Jacksonville
incredible; good park manpower management (CM, CA & (6)- tie-in (fire,
system; recreational DH’s) garbage, Sheriff’s
resources Office); leadership;
relationship
Natural Resources (4) – Marketing (2) – ourselves; Community policing Natural Disasters (4)
ocean, marsh, etc. communications/marketing Hurricanes and tropical
storms
Property values (2) Land (2) – limited; large Northern Expansion Incursion of population
areas for active parks that has different values
Financial condition (3) – Inability to reward Country club Mandates (2) –
strong positon; fiscally superior performance Unfunded/funded
sound
Positive working Long time employees that Build trust and partnerships Turnover of workforce
environment have not evolved or
adapted to current times
Diverse citizenry Latest squawker gets the Jobs Pay and benefit costs -
most attention (trees) pension
Government (2) – Open; City hall is cramped, loud Town center continued City of Jacksonville’s
less complicated form and an unattractive place development pension, schoolboard,
to work daily and lack of leadership
can greatly affect
COAB
Changes in upper Changes in upper Demand for our “way of As Jacksonville Beach
management (CM, CA, management (CM, CA, life” gets more crowded,
DH’s) DH’s) there may be additional
development and
tourism pressure put on
AB.
Leadership Parking Marsh Aging staff
New energy at city Short term planning (cost Relationship with Salary and benefits
manager and department cutting on police station) neighboring cities make it extremely
head positions tough to attract quality
applicants
Engaged residents and Unclear directives Rising focus on value of Crime (2) – from
commission natural resources neighboring cities
Tourism Biking lanes on N/S –E/W Weaker housing market on Country Club
main roadways west side
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Available funding sources Diverse needs East vs. Increasing tax base Economy
West
Quality of life Leadership COJ leadership Destruction of tree
canopy due to over
development
Educated community Citizen complaint system Communications/marketing Population density
Geographic location (2) Protecting our natural Bridge the gap between
resources community
Excellent infrastructure Spending too much $$ on Relationship with Duval
condition the intercostal County (2)
Pension Building codes relating to Pension
lot coverage
STRATEGIC ISSUES
The Commission and staff identified strategic issues and organized them into like categories:
Planned Development/Redevelopment
Mayport corridor improvement
Redevelopment
Aging in place – senior needs
East/west Atlantic Beach connections – One Atlantic Beach
Town Center – increase in size
Parking
Job creation – types of jobs
Industrial Park – Mayport
Codes for buffering – residential and commercial
Signage
Infrastructure
Bicycle, pedestrian, and golf cart pathways – safety issues
Reuse water system
Utility lines – undergrounding
Facilities – repair, replace, etc; space needs – storage
Operational software upgrade
Traffic issues
Improved gateways – entrances; lighting/safety
Nuisance flooding
Protection Natural Resources
Tree canopy
Utilization of parks
Parks master plan
Public Safety
Emergency preparedness - IT
Lifeguards – extend season
Operational Excellence
Succession planning
Pension issues
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Fiscal issues – innovation
Performance measurement
Intergovernmental relations
Citizen Engagement
Community involvement
Citizen connection – education
Messaging/marketing
Ombudsman
The Commission confirmed that the six strategic issues listed above were appropriate goals for
the city. The Commission then identified objectives under each goal. They then selected
priorities. Any objective that received support from three or more Commissioners (identified by
number in ( ) in front of each objective) is considered a priority. The rest of the objectives are
listed as other. There is no significance to the order in which the goals and objectives are listed.
GOALS AND OBJECTIVES
GOAL - PLANNED DEVELOPMENT/REDEVELOPMENT
Priority Objectives
(4) Minimize conflict between incompatible uses (codes)
(3) Create Mayport corridor CRA- light industrial; job creation
Other Objectives
(2) Review zoning codes and lot coverage to restrict footprint and allow for percolation and tree
canopy
(1) Plan for increasing size of town center including parking
(1) Explore opportunities for neighborhood stabilization in city (employee benefit)
(1) Identify mechanisms for connecting east and west sides of city
(0) Promote neighborhood service businesses (aging in place)
GOAL – INFRASTRUCTURE
Priority Objectives
(4) Improve roadways, gateways, and intersections, for recognition, safety, lighting, aesthetics
(Seminole, Ocean, etc.)
(4) Develop plan for pedestrian/bike paths throughout the city (Seminole ditch)
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(3) Develop master plan for city facilities – repair, expansion, etc.
(3) Develop traffic management plan for increased mobility and safety (one-way streets, etc.)
Other Objectives
(1) Explore opportunities for alternative energy sources for city facilities (solar, wind, etc.)
(1) Create additional parking for vehicles/bikes, low-speed vehicles
(1) Explore undergrounding of utilities
(0) Plan and fund IT improvements
(0) Expand re-use water system
GOAL - PROTECTION OF NATURAL RESOURCES
Priority Objectives
(4) Institute a tree management plan to protect and preserve a healthy canopy
(4) Create a parks master plan (acquisition, utilization, etc.)
(3) Implement acceptable elements of the marsh master plan
Other Objectives
(1) Take measures to assure protection of shoreline beach, marsh, water bodies
(0) Attempt to restore flow to Sherman’s creek
GOAL - PUBLIC SAFETY
Priority Objective
(3) Institute community-oriented policing approach in city
Other Objectives
(1) Review lifeguard policy – length of season, locations, intergovernmental cooperation
(0) Finalize and implement plan for expansion and renovation of police department
(0) Continue positive working relationships with other law enforcement agencies in area
(0) Institute regular communication with fine service provider – citizen engagement
(0) Review and maintain up-to-date emergency management plan that is communicated to all
elected officials, staff, and citizens
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GOAL - OPERATIONAL EXCELLENCE
Priority Objective
(4) Develop a succession plan for city employees
Other Objectives
(2) Assure fiscal responsibility and encourage innovative mechanisms to enhance efficiency and
effectiveness
(1) Maintain viability of pension plan
(1) Remain competitive in pay and benefits for recruitment and retention of staff
(1) Explore potential for initiating regularly scheduled inter-governmental jurisdiction
summits/meetings
(0) Explore use of a performance measurement system in the city
GOAL - CITIZEN ENGAGEMENT
Other Objectives
(2) Enhance citizen engagement through a variety of methodologies
(2) Develop and deliver consistent, concise message regarding city activities, accomplishments,
etc.
(1) Refocus town hall meetings, themes and increase notification /marketing
(1) Consider establishment of an ombudsman position to assist public in dealing with the city
(0) Increase and encourage use of volunteers (advisory boards, etc. training, recognition)
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PRIORITY OBJECTIVES
(4) Minimize conflict between incompatible uses (codes)
(4) Improve roadways, gateways, and intersections, for recognition, safety, lighting, aesthetics
(Seminole, Ocean, etc.)
(4) Develop plan for pedestrian/bike paths throughout the city (Seminole ditch)
(4) Institute a tree management plan to protect and preserve a healthy canopy
(4) Create a parks master plan (acquisition, utilization, etc.)
(4) Develop a succession plan for city employees
(3) Create Mayport corridor CRA- light industrial; job creation
(3) Develop master plan for city facilities – repair, expansion, etc.
(3) Develop traffic management plan for increased mobility and safety (one-way streets, etc.)
(3) Implement acceptable elements of the marsh master plan
(3) Institute community-oriented policing approach in city
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