Exh 8Ar ., ~.
8A
~ ~~ ~
REPORT OF OPPORTUNITIES, OBSERVATIONS,
AND MAJOR ASSIGNMENTS
PREPARED BY ATLANTIC BEACH CITY MANAGER
JANUARY 10, 2000
.r.~
Introduction
The City of Atlantic Beach is a great place in which to live and work. Preservation of
the`natural environment and the open and friendly attitude of everyone are two major
components that have made the City so successful. Opportunities lie in building upon
the City's strengths.
The City's water, waste water, personnel, and other major operating systems have
grown to their present state over many years through modification, as needed, to meet
the demands of a growing community. Many of these systems could be more efficient,
provide better service to the public, and contribute more to the high quality of life in
Atlantic Beach if comprehensive planning were completed and long term strategies
implemented.
Many of these systems are inter-dependent and inter-related. For example, creation
and maintenance of a modern mapping system is an essential component of water and
sewer system planning. Development of the Information Technology System (IT) with
expanded use of the Internet will allow for better communication with our citizens.
The issues and opportunities raised in this report fall into three sections; General City-
wide Issues, Utilities, and New or Expanded Areas of Service. Each of the items in
these sections will take significant amounts of top level staff time and resources to be
developed/implemented as envisioned in this report. The City does not have the time
available or resources to do all of these at once. This report to the Mayor and
Commission is made with the hope and anticipation of obtaining direction and
prioritization of these issues as well as generation of long term support. Most of the
items listed herein will take at least one year to implement.
General. Organization-Wide Issues
1. Information Technology Systems. For our purposes here this will include both
those systems that serve internal customers of the City (staff) and external customers
(citizens, developers, and others). The present system is made up of one central
mainframe (AS-400) that runs the Finance, Utility, and Personnel systems software,
several individual PC's and some networking of those through servers. Most internal
users of the !T System now have the ability to send and receive a-mail to other City
staff. This has been developed over the last three months. The continued
development of internal communications through the IT System will dramatically
improve internal efficiencies in a number of ways. Sharing data bases on central
servers will allow for the use of this information by multiple users and reduce the
amount of time needed for the preparation and maintenance of multiple data sets, many
of which are presently done by hand. Allowing web access for internal users on a
limited basis will enhance the research capabilities of City staff. A Geographic
Information System (GIS) with overlays for zoning, water, sewer, and storm water is a
major system goal that is attainable within the next several years and would
dramatically improve the speed and quality of information communicated not only with
internal users but to many outside the organization. One present obstacle to improve
communications is the fact that several departments have different software programs
and can not transfer the simplest of documents electronically. Responsibility for the
City's IT System is shared by several individuals in various departments. No full time
staff are assigned except for the mainframe operations.
The use of the IT System for improved external communications is almost limitless. In
the short term, expansion of the City's Web Site to provide minutes, meeting schedules,
public notices, and o#her information can be accomplished within the next several
months. Similarly, direct a-mail ability from citizens to City staff would reduce the turn
around time for citizen responses and improve extemal communications in many other
ways.
The first step to improving the IT System would be the creation of an IT Systems Plan
which would set forth the vision, priorities, cost estimates, and timetable for
implementing each of the necessary steps. The cost of preparation of this initial plan is
estimated to be less than $10,000.
2. Mapping, The City's mapping capabilities are very limited. The only computer
based mapping capabilities that the City presently has includes a CAD (Computer
Aided Design) layout of the water system and some small projects done in house. All
other maps of the City's utilities, zoning, tax parcels, streets and other items are
reproduced from Mylar (hand drawn) originals and copied elsewhere. The City mainly
relies on consultants or other governmental entities to create and maintain the maps
that we use. A GIS based mapping system would allow for City staff to immediately
update the maps that are used for rezonings, replatting, water and sewer extensions or
modifications and many other purposes, and custom prints could be made for both
public and in-house use.
3. Performance Indicators. Very few numeric objective performance indicators are
used by City staff at present. Management of most large organizations rely on
performance indicators to help identify positive and negative trends, and opportunities
for improvements in efficiency and management. These can be used in virtually all
Atlantic Beach departments in one form or another.
4. Personnel Systems. Most large organizations have formal systems for personnel
.,classification, pay and written evaluations. Atlantic Beach does not. Job classification
2
and pay systems offer a mechanism through which to set entry and maximum salaries
for new or changed jobs and to provide employees a clearer picture of their career
opportunities. Lack of such systems creates concerns over pay compression whereby
employees with varying lengths of service receive the same pay. Written performance
evaluations can provide a mechanism for yearly goal setting, training plans and a frank
assessment of the employee's contribution to organizational goals. Performance
evaluations are an issue of fairness to the employee; an organization has an obligation
to let each employee know what the expectations are and how closely that employee
has been meeting them.
5. Multi Year Financial Planning This issue relates both to the purchase/construction
of capital items and to the continuing costs of future maintenance and operation. The
City of Atlantic Beach generally does not prepare cost projections for the future
operation and maintenance of facilities. Future costs are generally discussed but not
quantified when new City responsibilities are accepted. Projections of multi-year
revenues, operational expenses and expected capital costs should be prepared and
updated as part of each year's budget process and decisions that have long term cost
consequences should be evaluated as such before any final vote is taken.
6. Phone System . The phone systems in City Hall and the Public Works buildings
utilize outdated equipment and are patched together without planning for the overall
system. The result is poor service to the public by many calls being delayed or
unanswered, and less than optimal communication both within the organization and
with the public. One example is the City Hall switchboard. While it is fully staffed and
there is time available to handle more calls, many incoming lines in City Hall cannot be
picked up by the switchboard operator. During busy times or when staff are out in the
field, many phones go unanswered. New equipment designed to make maximum use of
existing personnel and new features would greatly improve communications.
7. Maintenance of City Facilities. This item includes City buildings, landscaped
areas, street signs, hydrants and other facilities. For various reasons, maintenance on
many city facilities has been less than needed to keep them in good condition. Fire
hydrants have otherwise received adequate maintenance with the exception of
cleaning and painting. A little attention to most of these would result in much improved
appearance. Building maintenance is on track for improvement with a new janitorial
contract due to begin in February, 2000. The one item that may result in a major
increase in workload is in the landscaped areas that the City maintains. Many
landscaped areas have been accepted by the City for maintenance and long term
projections as described in Item 5 above have not been made.
Utility Issues
8. System Planning The City's water, sewer, and storm water systems grew into their
°'~-~resent configurations through a long series of individual developments. As the City
grew, new lines were added to existing ones in the most convenient locations. As
problems arose, repairs were made. Mostly these consisted of breaks in the lines or
breakdowns of major component equipment. Without taking the time and resources to
make and follow long-term plans to improve these systems, opportunities exist to better
serve the public through more effective provision of utilities and lower costs. One good
example is the need for major revisions and rehabilitation in the storm water system
that serves the Core City area. The problems-associated with this project have grown in
size and complexity so as to require that bonds be issued, and the area has endured
flooding for many years. Significant disruption of the community will be necessary to
make the corrections over the next two years. If the City had identified the needed
work and budgeted for it over several years this issue would not have grown to the
point of being a major community controversy.
Sewer master planning has already been started. Water master planning should follow
as well as storm water planning for areas outside of the Core City. Once plans are in
place for each of the City's utilities, they should be implemented and periodically
updated. Creating and maintaining a sound GIS based mapping system will be a
cornerstone to successful utility planning.
9. Core City Project. The storm water improvements for the Core City area are
ongoing and (hopefully) funding is in place. !t is listed here simply because of the
amount of top management time and City resources that will be utilized in its
completion over the next two years.
10. Water & Sewer Efficiency. Much like many of the other issues listed in this report,
planning for system efficiency has not been stressed at top management levels
because of the attention to the daily °brush fires" that take so much time. Major
opportunities exist to improve the efficiencies of our water and sewer/ wastewater
systems. In turn these can reduce cost and possibly postpone the need for future rate
increases to keep up with inflation. Areas of particular attention include water loss, the
t use of new technologies to automate our systems, optimization of electrical usage and
the best mix of'contracted vs. in-house provided services.
New or Expanded Areas of Service
11. Public Information Several initiatives to broaden the scope or otherwise improve
communication with the public have been suggested in recent months. The expansion
of the Ci#y's web page to include more timely information such as upcoming agendas
and supporting material and a-mail capability directly with many staff members would
be important steps. Televising City Commission meetings and/or having televised
reports on various City projects has also been suggested. The City's newsletter could
be improved. Some improvements could be done with existing staff and only minor
expense, but major improvement in this area may require dedicated staff and a
.-(significant increase in funding.
~= 4
12. Acquisition and Development of New Parks. Duttan Island, the Centex
property, Tideviews Preserve, Johnston Island, Bull Park Renovations and additional
parks in the Section H area of Atlantic Beach are all ongoing projects in various stages
ranging from initial conception to land acquisition, construction, development and
ongoing management. Like the Core City Project, these are listed because of the large
amount of management time and resources that will be needed over the next couple of
years to complete.
13. Improvements to the IUlayport Road Corridor. The attention of many City
activities can be brought to bear or improving the commercial areas along Mayport
Road. These might include zoning, Code Enforcement, installation and maintenance of
landscaping, construction of recreation facilities or other City services. This project has
been started by the Chamber of Commerce and has had significant City involvement
during the first meetings. The City's continued participation in this effort will require
significant top staff time and resources.
14. Enhancing the Character of Atlantic Beach. It is widely recognized by the City's
elected and appointed officials that the natural residential environment of the City is
unique and should be protected and, wherever possible, enhanced. Many initiatives are
presently ongoing and many others have been suggested. Most concern improvements
to landscaping, especially in the areas of the City that have beers clear cut in past years
to allow for development. Expanding the improvements in the Town Center area, the
Mayport Rd. corridor, enhancing beach access points and numerous smaller
landscaping projects are all examples. These all require varying amounts of top staff
time and financial resources and will increase the City's need for maintenance in the
future. How far and how fast the City proceeds in these areas is a major policy decision
to be made by the Commission.
Conclusions /Observations
The City of Atlantic Beach can accomplish significant progress in these areas and
probably others, but can not do a{I of them at once. There is not enough time or
money. It is the appropriate responsibility of the Mayor and Commission to prioritize
these items which may be one of the most important decisions made by this
Commission. While Atlantic Beach has much to be proud of, significant opportunities
exist for cost savings, better service to the public, and other improvements.
My recommendation is for the Mayor and Commission to make these decisions after
having one or more work sessions devoted to discussion of these. strategic planning
issues. The Mayor and Commission may have other top issues to add to this list for
consideration. The best setting is possibly a retreat with a professional paid facilitator.
Decisions should only be made after careful consideration and only after substantial
consensus has been achieved among the elected officials. Attaining consensus will
.~,~ contribute to continued support needed to accomplish each and evil! help to refocus
5
attention away from the °brush fires" periodically. The prioritization of these issues
should be revisited every one to two years so that the decisions can be modified to
accurately reflect the changing views of newly elected officials.
Respectful) ubmitted,
Ji anson
ity Manager
January 10, 2000
-...~
6