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I.,~,,,\:::,,, .,1 . ~f'.a""... h","t~,;II,f[.I-l:.,,'.{;"~'.t,.. ~ '.~: ..1 l\~ . , , ~ '.. , . , . . ~ ~ . ~ '. ,. , . l- ! ~ !. .: J " ' .,. t.:. ""''r . ~.\ .' .. , . c.~ ~ . 0,:1: "'......" ..' /.. 0' . .,1 1 " .., . ~ .' I .: :' :' '. .! -L,"' . ,.. .. I"t {. .,: . .' I ~ .'. ". . I ',,~ ' ~ . ... ~... .. . . ! ' , . .., >:,>,-, ., . ., I'" .; . , ..' ~ " , (' !. " ,. :\ , ' '< ~ , . .. r' . I, , i ." ~t ' (\ .~ "t\.. I'." I, .' i' ; l .! ..' q .' . " :>~' . .. '. . ~ ;. I;" !< .. ., ~ ,~ ..' I ;' l:1 t. I , : ' ~'. J \ ,. :"CIT'{ t;OMMISSION. SPE~IAL MEETING 9ft 3 '~~, ., I, : ':'1" ~ I u f' :. '. ;,~',~ . ~ . . ~ j.~ . : . 1 ~ -'c:. " .' , ',;'..,;, :. ~..~).:..: ; - :--.\ I; Ie ~'}~:',,1, ~ ~ .\~ ~ r,:.', c. ", f):;;}; <:' · , I:~;Y.""~"" , ' , ' 'i~:C:....":, ~..' ~~~":;.~. ~ ~. ;'. : "!~ ;ii.;;';;" ';',' i\": l~. : ~ . (<. ~ ' ~'\ ~.. ;, '. [ j //',".':,'-:')':. " , ,.;. ~ : - \. .' " " ," .t' , ., ., ,l r. ~ .,. . , , , .' . I J', ~ .' , , ~' , . >. ., '. . ~ ',I', ~. 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" ,l 'I' . r' I. . j ." ,. , , . '9.'LL '(\A,.NSp ~3~.. .{ \. I , .. 'I', " ~. .' i, ., I t .: ,. , ~" .. I, I,. ." .\ ..,' , ' . . I. ., . .i. .,. '. " ,., , " " ,. " , i " .' }. 'l ;, '1 .1 , , " .', " .', ,. . ." .' ,.. ".1 " ,. ..t t ~ l .if , < ,. ,"1' . \ , .""0' , ! , .'/ :. .,. '.. '. ,J". " 'I ~ ., ,I . 'l t <"l , , , . . ) ~ .. ., ~ ::.~''':'~! .' . I t. ~ \ . . . , . "\ .. l,.. , . I. .l " . , . : . ~ > I .. : , , . . , , . ~, , . . ., I " ' , , , . '. . , '. t. . 'c;' ~"'':'.I~V.... .....',~~l .' , : /52.~~ (l-?l , MEMORAN~UlI;~( . ..- ~/'; . I' ., ~TD:.' . 'COMMrSSIO~t PRESs ' . Data ' ,MAR 21 .~ITY CLEkI\ ' lYl:t't ., ' TO: . The City Commission .. . .. ./. Betty Dept~;a, Interim city Manager #\ FROM: COPIES: . SUBJECT: Preparation. for t~e Strategic Budget Meetir:tg ..DATE: March 21, 1994 . , , Please remember when we met at the library on February 16 and 17, it was suggested that, ,. we 'concentrate on 5 priority areas for next year's budget. Attached you will find 5 priority. areas that the Management Team suggests as a starting point for the 1994/95 budget... ,It is jmporta~Uhat you bring your priorities to this meeti.ng for consensus before we begin the budget 'process. ,. " I will need to receive specific direction on the following: I ~ I I ' '0 o o miIiage rate full-time equivalent positions Program based results oriented budget format '. I I. As ~e start our programs for the, 1994/95 year, I need feedback on the following: ' . j" ',' o '0 " 0 current programs new programs .or activities programs to be de.emphasized . , . , t ", ; attachment , , . , '. . ' ~ ~ ~ . '" ;. '.' .. \ ~ , . '" , , ~ " ~. . l' ., ."' '..,:" '. . ~ .. , .' . , I ,oI1! , . 1994/95 ,BUDGET PRIORITIES .' .. ". 1 , '. .' , Provide Responsive 'and Effective Government , ,To'develop multi media marketing tools for City activities; to reduce code ncin~ compliance through continuous education of citizens, provide consistent, . comprehensive approach to code violations, , . . " , ~ '. ' , , 'j'" " i .f Streamline Government Regulations and Operations Reengineering governmental processes which cross departmental lines to make ,,\. services easier to use and information more readily available for all users; to re- . 'engineer in order to decentralize decision making and hold employees accountable for productivity and results; to develop and implement a consistent data base and. . computerized information system to integrate all city information needs. .' , ' ., , .. , '1: ; . , .' . I Police/Public Safety , To provide faster response time on top priority caUs. for service, a response in person to all caUs requesting this service (either Officer or other trained 'personnel) and , increase visibility of Patrol ill neighborhoods. I ' Economic Development To' increase the citywide tax base and improve the oyera1l1evel of economic activity the City. Spe~ific elements would include: structur:ing of. economic development department; adoption of meaningful annexation incentives; continuing improvement of the central permitting function" , , " Communication with Citizens .' To give our customers a "voice and a choice" by creating customer service programs; crcati,ng community partnerships that really listen to what lhe citizens want, and using the' n~arketing tools to communicate with our citizens, , . > . , " , 1 '" , . , , , , ., j , , . Consensus-Based Planning' . Clearwater, Florida " I , . , ' , . . Report from City Commission . Strategic Planning Session February 16 and 17,1994 , = LOCAL fJtrnlefiM- f . .. '. " , .. . I . , . 1 . ~ ~_.' . ~'.. . I .' ~ . , , , , , .. ~\ .' " I ., , . , , . ,I . . ' TABLE OF CONTENTS oJcc 1 Introduction " \. , .'. . , 3 . Cons.ensus -B,:\sed Plann~~g '. ~ ., . 'i. . I . . ~ ' t . , , 4 Strategic. Questions .13 ..Ne~ Steps 17. Appendices . , " . , . ., . I . I . . I , . . City of Clearwater: Using the Community Consensus Survey as a Basis for Strategic Planning Intrad uction The citizens of Clearwater have begun an Important process. They have taken the first st~ps toward developing a plan to answer the question: What do we want our community to be like as we enter the 21 st century? During the late 1all and early winter 1993~19941 Clearwater residents participated In the Community Consensus process, Through the Community Consensus, a set 01 priorities emerged that embody the concerns and hopes of people 1rom all parts 01 Clearwater, all races, and all walks 01111e. The results 1rom the Community Con~ sensus survey were 1irst reported directly to citizens and then to the City Commission by Peter Graves of GravesResearch on February 3, 1994, The complete survey results are contained in the GravesResearch report, The Community Consensus. Clearwater, Florida, Report to City Commission, February 3, 1994 The City of Clearwater used the Community Consensus process in order to: · develop a common agenda for the City, · inyolve citizens directly in the strategicAlevel questions regarding Clearwate~s future. · gain a consensus of the citizens in the community in prioritizing the Issues 1acing Clearwater. · learn how citizens would make some of the same tough trad&off decisions public officials must make. · hear about priorities directly from a cross~sectlon of citizens In a way that is not filtered through special Interest groups. · gain a picture of the priorities of Clearwater resident~ as a whole, as well as seeing priorities broken out by neighborhoods and other demographic categories. Page 1 Chy ot Clearwster Strategic Planning SessIon On February 16 and 17,1994, the Clearwater Commission and their executive staff met for two four~hour sessions to begin utiliz~ log the Community Consensus results as a basis for strategic planning . Strategic planning'may be defined as a disciplined effort to pro~ duce fundamental decisions and actions that shape and gUide what an organization, or community, is, what it does, and why It does it. For the past t\.yenty~five years, strategic planning has been a standard part of managerial thinking and practice In the business world. Only recently, however, have leaders and managers in the ' public sector become aware of how strategic planning can help their communities, In an environment of uncertainty and ambiguity, where no one organization or Institution Is fully in charge, yet many are Involved, governments and communities must think and act strategically as never before. The work which the City of Clearwater accomplished at the Febru- ary 16 and 17, 1994 sessions is a beglnning- a very good begin- nlng-~ toward utilizing the Community Consensus to develop a roadmap to the future. This document provides a summary of those work sessions and offers some suggestions for next steps, But, this document is In no way a final product. To be succesful, strategic planning must be on-golng and must have the continuing attention and commitment of key decision makers, Strategic planning has many potential benefits for cities. It can help cities: Clarify future direction, establish priorities, develop a coherent and defensible basis for decision making, improve organi~ zatlonal performance, deal effectively with rapidly changing circum~ stances and build teamwork and expertise, But It Is not easy to achieve those benefits and the big payoffs may , take a long time to achieve. For example, it may take several years to determine if. a key strategy has worked or not. In the meantime, it is important to maintain enthusiasm for the Page 2 City 01 Clearwater Strategic PIWlning Session process until successes tied directly to Implemented strategies begin to appear. Clearwater's leaders should emphasize and celebrate the benefits of strategic planning, as they occur, while constantly working to refine and improve the process, Consensus-Based Planning In F~bruary, the City Commission and executive staff focused on the elements which citizens had indicated through the Community Consensus were most important to their Ideal 'vision of Clearwater's quality of life. They identified the barriers or obstacles which they believed were blocking that vision and began to define. strategies and tactical actions for overcoming the barriers and achieving the vision. There is no one right way to do strategic planning, The st~ateglc pianning approach used by the City of Clearwater at the Febru~ ary16 and 17,1994 sessions, was built on a five.part process, The process began by asking the City Commission members and executive staff to review the quality of life vision elements which citizens had indicated in the Community Consensus were most Important to Clearwaters future and identify the target areas of greatest opportunity, Then, participants enumerated obstacles to the realization of, this vision, The reason for listing obstacles at the, outset is to help ensure that implementation difficulties are dealt with directly rather than haphazardly, Also, because we live in such an interconnected world, obstacles tend to cross policy .and organizational boundaries. In the next step, the group was asked to develop major proposals either to achieve the vision directly, or else indirectly through overcoming the obstacles. Many organizations and communities find they must spend considerable time overcoming obstacles before they can get on with achieving the elements of their vision. The fourth step amounted to beginning to develop a 3~6 month work plan for each of the top ranked quality of life vision ,elements, The final step will be to take the proposed tactical actions and Page 3 City of Clearwater Strategic Planning Session , , .r , " 01 define them as projects with objectIVes, schedules; estimate 01 costs, assignment of'responsiblliW to appropriate individual or ~am, method of tracking results " In order 10 accomplish a great deal of worK.in a very limited amount of time, decision sopport sottware was used as a tool to support Clearwater's Strategic Planning Session, --rhe Option Finder" was used to gather group intelligence, knowledge. opinions, and understanding and then to 1eed the collected iniorR mation back in$antly. to the group members.and allow them to do the inte=rpretation .of.their similal'-or dtffering perceptions of the , issues being.addressed. This software tool helped to focus group discussion, sa~en1eeting time. and provide useful on.th~spot . . analysis.. Printouts from MTheOptionFinder" system are included in the Appendix 10 this report. ,\ ; I . On the afternoon of .February 16~ 1994, the C~earwater Commission and executive staff began work by looking at the ten elements of q'uality of life which had been ranked as most important by citizens in the Community Consensus, (See Appendix A for that listing.)' They were considered as to their importance to Clearwaters future and ranked by perceived level of performance. Each 01 the ten elements of Quality of U1e were compared 10 one another and participants were asked ~o indicate which they saw as most impor~ tant. Then, participants were asked to rany. the Cityls currenlle~e' of perlormance on each of the elements of Qualit)r of Life using a scale 011-10. Those values ranked high by the group on imp:n- tance and less high in regard'lo current periormance were deter~ mined to be areas of opportunity for the CIty. Strategic Questions A. VISION = Whatsre the elements 01 quality of life that are aoing. to be important to'thti City of Clearwater In the future (3. 5 years)? . Three quality oi LUe vision elements were identified as areas 01 opnortunity because they were ranked highly by the group in 1erms Page 4 Crt.~ ot Clearwater Strategic Planning Session define them as projects with objectives, schedules, estimate of costs, assignment of responsibility to appropriate Individual or team, method of tracking results. In order to accomplish a great deal of work In a very limited amount of time. decision support software was used as a tool to support Clearwate~s Strategic Planning Session. "The OptionFlnder" was used to gather group intelligence, knowledge. opinions, and understanding and then to feed the collected infor- mation back In~antly to the group members and allow them to do the interpretation of their similar or differing perceptions of the issues being addressed, This software tool helped to focus group discussion, save meeting time, and provide useful on~the-spot analysis. Printouts from "The OptionFinderll system 'are included in the Appendix to this report, On the afternoon of February 16, 1994, the Clearwater Commission and executive staff began work by looking at the ten elements of quality of life which had been ranked as most important by citizens in the Community Consensus, (See Appendix A for that listing.) They were considered as to their importance to Clearwate~s future and ranked by perceived level of performance, Each of the ten elements of Quality of Life were compared to one another and participants were asked t.o indicate which they saw as most impor~ tant. Then. participants were asked to rank the Clty's current level of performance on eac.h of the elements of Quality of Life using a scale of 1-10, Those values ranked high by the group on impor~ tance and less high in regard to current performance were deter~ mined to be areas of opportunity for the City, Strategic Questions . A, VISION: What are the elements of quality of life that .are going to be Important to the City of Clearwater In the future (3. 5 years)? Three quality of Life vision elements were identified as areas of opportunity because they were ranked highly by the group in terms Page 4 City 01 Clearwater Strategic Planning Session !,. of importance, but were less hIghly ranked for current performance: . 1. Responsive and Effective Govenment 2. Vltel Business Environment 3. Job and Economic Opportunities for AU* Other, supporting elements of Clearwater's vision for the future. Included: 4. 'Superior PUblic Safety. Including: ~n Effective Quality Police Force -Safe Neighborhoods, Parks and Beaches -High Quellty Fire Protection 5. Good Planning for Managed Growth 6~ A Commitment to Environmental Concerns I , Given the limited (two four~hour sessions) timeframe for strategic planning, the group decided to focus on the first three quality of life vision elements listed above, on which the City has direct authority. In the Community Consensus, citizens made it clear that they also see high quality education and medical services as Integral to Clearwater's future. In a later planning session, the Commission and executive team will need to discuss how the City can use its resources and influence to support these quality of life values Important to Clearwater residents, . *Note: Because items 2 and 3 are so closely interrelated, they were merged and called Business Climate, Jater In the planning process. . (Relevant Community Consensus data and summary sheets and OptionFlnder printouts regarding VISION may be found In Appen~ dixA.) B. OBSTACLES: What are the barriers or obstacles which are blocking the realization of these dreams, visions, or quality of life values? Four obstacles were considered by the group to be the most serj~ ously detrimental: , Page 5 Chy 01 Clearwater S1rBte~jc Planning Session . \ ., . , 1.0 Ineffective and Inefficient bureaucracy, due to: a.lack of performance Incentives b, perceived cumbersome bureaucracy c, unclear development plan c. inconvenient meeting times d. apathetic citizens and city employees e. restrictive business environment ' 1. lack of a quality focus g. Inconvenient operating hours for some cIty offices h. lack of organization i. poor people treatment . j. ineffective organizational structure k.overly restrictive regulations. I. user unfriendly rules m, slow response times n. complex and difficult permitting process , . 2. Hlg~ business coats, due to: . a. high taxes and fees b. negatively Impacting mandated legislation c. high cost of renovations d. deteriorating Infrastructure e, high medical care costs 1. high property appraisals g. high rents and property taxes . h. high' payroll costs i. economic downturn j. lack of capital . 3. Negative city Image, due to: a,negative press coverage b, failure of City to market assets c, reputation for being anti~buslness d. crime news stories bad for tourism e. flight to' malls 1. overcrowded roads , . . ' 4. Conflicting and unclear community goals. due to a. lack of common goals b. lack of priorities . Page 6 City of Clearwater Strategic Planning Session " ... c, lack of teamwork d. few opportunities for small groups to get together and talk about where the city Is going Another barrier believed to be blocking Clearwater's vision Is: 5. Underdeveloped human resources, due to: a.lack of worker training and retraining programs b. failure to recruit nationally or s~ek women and minorities c. undersk11led workforce d, corporate layoffs e. disincentives to leave welfare 1. low educational levels g. Inadequate job opportunities h, poor communication about job opportunities l. Inadequate transportation for employees j. insufficient child care facilities (Summary sheets and printouts on aBST ACLES may be found In Appendix B.) c. STRATEGIES: .What major proposals, strategies, or groups of .ctlone might we pursue to achieve the dreams,vlslons, or quality of life values dfrec1fy or to overcome the barriers to their realization? . The Commission and executive staff began by focusing on the three areas identified as providing the greatest opportunity: · Responsive and effective city government · Vital business environment · Job and economic opportunities for all Then, the process was repeated for the other highly ranked areas: · Superior public safety ,. Good planning for managed growth · Commitment to environmental concerns The following reflects the strategic themes which emerged 1rom the diScuSsion: . ,Page 7 City 01 ClcBlW81er Strategic PlannIng Session " '. ' .'...... . .' I ~ .... . ... ' . ' I . . ~ ~'. . , . 1. Integrate budget with strategies, by:, . a, developing a city bUdget based on five major thrusts b, preparing a complete and coordinated strategic plan c. defining achievable goals d, Identifying all available resources e.becomlng better organized to focus on priorities f, fully utilizing the Community Consensus , g. holding staff/Commission retre:ats on a regular basis h. preparing a development plan with community input n. planning for the entire City i. becoming more legislatively active j. providing financial incentives for staff per10rmance k. d,eveloping a wish list to communicate to citizens about . City needs 1. establishtng police priorities m, increasing police reSOUrces. n. providing publici private incentives o. identifying environmentally sensitive areas p. developing master environment plan q. optimizing resource deployment " . ' 2. Streamline government regulations and, operations, by: a. "sunsettlng" all code requirements b. reducing redundancy c, simplifying codes (Fire, Land Development Code, Building) d, consolidating Board functions e, passing less restrictive alcoholic beverage rules 1. becoming a proactive government , g, shortening meetings (Commission and staff) h, lobbying against mandatory medical insurance I. simplifying codes for easier compliance j. creating pedestrian~oriented areas k. limiting shallow wells and use reclaimed water I. advocating for stronger juvenile control m, improving coordination amongst city departments n, streamlining permit process -Improving one-stop service ~ con.solidating permitting . training staff on customer service . Page B City 01 Clearwa\er S\ra\eglc Planning SessIon . , , , I -"handholding" (assist) businesses -increasing the number of permitting positions ~ building a consolidated city hall o. actlvely'enforclng regulations p. lessening and simplifying government regulation q. lobbying against state and federal mandates ,r. working to reform jUdicial process s. working cooperatively with county 1. encouraging compatible mixed land uses u. preventing polluting discharges . , . , 3. Initiate visionary Infrastructure, by: a Implementing reclaim~ water b, recycling stormwater c.. increasing reliance on technology d, finishing Pinellas Trail e. building common Infrastructure as a business incentive f. cleaning~up bay waters 'g. providing Incentives for alternative energy h. enhancing clean mass tra~slt i. recycling residential waste water at source j, continuing curbside recycling I. providing people movers j. Increasing outdoor lighting k. replacinglremoving drawbridges I. utilizing co..generation with Gas Co. m.converting city vehicles to clean fuels n, providing water conservation methods 0, piping In spring water p, starting city electric company . r, Increasing transportation options:start city mass transit, . provide carpool incentives, elevated people movers , , " 4. Improve communication with citizens (public Information function), by: a, starting City Government Access Television Channel b. utilizing TV channel to educate the public c, starting City paper for communictingwith citizens d. improving town hall meetings e. establishing City market showroom 1. educating public on perm!t process . Page 9 City 01 Clearwater Strategic Planning Session ,. . . g, communicating with the pUblic about the value they receive for taxes and fees ' h. utlllzing media polls I, publicizIng city plan,s j, developing community partnerships k, involving public early In the decislonmakirig process I. developing better city slgnage m, strivi,ng to build public confidence and community spirit n, working to attract environmentally sound businesses o. obtaining pUblic support p, educating public about environmental issues q. in~olving business and residential community in city activiities r, promoting tree planting. s. marketing police achievements " t. promoting family~orjented beaches 5. Optimize human resources. by: a, rewarding pollee perlormance b, creating jobs, Le.summer youth programs c. training criminal offenders for employment . d, clvllianizing police jobs e. reviewing the recruitment process used by the City and business in filling job openings f. increasing internal communication g. expanding code enforcement officer role , ) 6. Expand development Incentives. by: a. implementing utility deposit abatement b. cqntinuing Main Street program c. eliminating downtown parkIng meters d, restructuring transportation impact fees e. reviewing and reducing fees 1. implementing tax abatement g, exploring City payments for building upgrades h, providing spot incentives to rebuild i. allowing buildings to be occupied before code completion j, ensuring that street numbering complies' with require. ments k, providing money for rebuilding/redevelopment I. building common infrastructure . Page 10 City of CleBlWate~ Strategic Planning Session I .. . m. providing loans/grants to reduce selective costs n. cre~tlng housing In the core of Clearwater 0, reducing permit application fees p. creating value through proactive development q. Implementing Challenge 2000 for business . (Summary sheets on STRATEGIC THEMES may be found In Appendix C.) D. TACTICAL ACTIONS: What actions Can we begin within the next three to six months to Implement the strategies In order to achieve the vision? After reviewing the strategic themes which had emerged I on Feb~ ruary 17,1994, the participants broke into teams and began to work on developing action steps for achieving the top~ranked Quality of Ufe Vision Elements from the Community Consensus Survey. That work Is not presented here In any priority order. Proposed Tactical Actions to Enhance Clearwater's Commit- ment to Environmental Concerns: a. Initiate curbsort recycling b. Develop a tropical seascape theme c, Promote water conservation d, Xeriscape City Parks and Recreation facilities e, Approve Five -Year Stormwater Plan 1. Initiate tree planting program g, Approve resolution for county cooperation~ septic tanks . h. Require that purChasing bid specifications' on vehicles include natural gas fuels ' i. Use GATV to promote tree planting and curb sort recycling j. Establish Adopt-a Street and Adopt-a~Beach programs with financial incentives k. Examine ways to improve and promote mulch program I. Define environmentally sensitive areas, begin mapping and inventory. . m, Identify customers for co-generation. Page' 11 City 01 Clearwater Strategic Planning Session. . .. Proposed Tactical Actions to Make Clearwater City Govern- ment More Responsive and Effective: a, ASSign one city employee or contract or "expert" to spend one full year examining every city function for the purpose of eliminating unnecessary paperwork, . inefficiencies, overspending, non~productive activities, etc, b, Commission should eliminate "Receipt and Referral!', co.nsolidate Planning and Zoning Board, Develop ment Code Adjustment Board and the Building Board of Adjust ment and develop a process for analyzing the .effects of ordinances and policies on person~el, resources and financial condition before they are adopted. c. Consolidate the Police Department's video studio and .equipment under the Cltys new Community Outreach Office. d. Consolidate code enforcement officers and police service technicians as the Community Response Team, This consolidation and cross training will increase efficiency and responsiveness and reduce Job classifications. . Proposed Tactical Actions to Support Good Planning for Managed Growth a, Judicially hire consultants. b, Grid out the City to determine where to rebuild. C. Create a "czar II over all development and redevelopment In the city. . , d. Improve technology and data base to provide information which supports decislonmaking, e. Set customer service standards, f. Cross train workers and management. "g, Define the paCkage to support economic developmentu handholding of the customer, fee abatement, zoning help, regulations relief, low cost money,incentives to attract new residents to downtown, h. Create packages of Incentives to spot redevelopment i. Market the economic development packages j, Customize package to each area of redevelopment. provide appropriate mass transportation, review ordinances that Impede redevelopment., streamline bureaucracy, Page 12 City 01 Clearwater Strategic Planning Session ;., Jlroposed Tactical Actions to Develop 8 Vital Business Climate: . a. Develop one~ stop Board process, b, Systematically review and simplify codes, C. Provide two year window on occupancy and code com pI! ance. d, Reduce Land DevelopmentCode application fees, e, Begin design for downtown lake, 1. Provide business information packet. g. Promote complying businesses on City TV. h, Direct each department to recommend one activity they can to attracUretain business in Clearwater, i. Improve Central Permitting's one~stop processing. j. Hold City~sponsored business activities twice annually. k. Design pedestrian~oriented infrastructure beginning with the downtown and beach. k., Decide what incentives the City wants to offer to businesses. I. Change the Land Development Code to allow most frequently requested and granted variances. m, Implement Challenge 2000 for businesses, '. Proposed Tactical Actions to Improve Public Safety: a. Develop city TV programs to make people aware of public safety dangers. b. Expand community police program and neighborhood stations, tie into recreation centers and libraries, c,Study police response, e. Promote juvenile education through schools, Next Steps The following are some steps for City of Clearwater to consider -- as it goes about implementing the strategic planning work done at the retreat: · As soon as possible, present a summary of the work done at the strategic planning session for discussion at a City C6mmis~ slon meeting as well as to the community and to employees In. order to keep attention focused on the Community Consensus . Page 13 process. City of Clearwater Strategic Planning SessIon. · Communicate the vision. Develop a clear, succinct. com~ pelling statement of why change is needed and how the City should look as it positions itself for the 90's, and beyond, This will be a key tool for explaining why the City needs to change and for gaining commitmeryt. The message should be widely communi~ cated to citizens, organizational members and key stakeholders, after appropriate consultations, reviews, and signoffs, · Aggressively solicit opportunities to meet with organiza~ tions and neighborhoods throughout the City and discuss the results of the Community Consensus, What does the survey reveal about where the community wants to go as a whole? Discuss demographic. differences, Gain commitment. · The Community Consensus suggests a vision'and priori- ties for Clearwater's future, City government alone cannot make this vision a reality. Teamwork is called for. Business and govern~ ment must be partners rather than independent agents or adver- saries and c~izens must supPort the plan with their time, talent and pocketbooks. There is much work to be done by community taskforces, neighborhood organizations and existing or newly recommended organizations, · Challenge departments to develop a 90- day plan of ac- tions they can initiate immediately to move forward on the actions outlined at the strategic planning retreat. · Use the Community Consensus results and the Commission's strategic planning work as a basis for preparing the 1994~95 budget. The Commission should provide the staff with specific guidelines for preparing the proposed 194.'95 budget. · Many of the actions proposed at the retreat relate to policy areas or processes which cut across departmental, organizati~nal, and jurisdictional lines, Create cross~functional teams made up of representatives from each function or organizational entity that needs to be involved. · Write the tactical actions in the form of action objectives with measurable outcomes, time frames, estimate of resourc~s required to achieve results, and assignment of responSibility to an Page 14 City of Clearwater Strategic Planning Session Individual, organizational unit, or cross~functlonal team. Develop a system for tracking and reporting results on the objectives on a quarterly basis. This suggestion can easily be integrated into the process Clearwater is currently using in its budgeting process · Develop a framework for initiating changes leading t6 a streamlined organization. Key questions: What do we want the 'organizatio.n to look like a year from now? What are the strengths of the organization that need to be nurtured and enhanced during the change process? What are the weaknesses we need to oVer~ cOme and correct? - Establish Internal priorities and transfer resources to give those areas priority. (e.g. training, public information, cus tomer service) . Begin to streamline the organization and downsize workload; first by reducing paper flow, procedures and Internal reqUirements. . . Develop an Organization Team to work with outside advi sors on developing new organizational model. ~ Create a City-wide Innovations Team to encourage new Ideas and work with citizen committees, - Reorganize to have more self~managed teams and fewer levels of supervision, · Provide on~going comm unication with the pUblic about the City's strategic planning work a~d the results. · Designate a process champion(s). Strategic planning will not succeed unless someone champions the process, This person should believe in the process and see his or her role as facilitating the strategic thinking, deciding, and acting 01 key decision makers, · Integrate the strategic planning calendar, tracking and reporting time frames, with the budget calendar and other major caJendar events such as the legislative session or election cycle, · Delays in moving to implementation on strategic actions are 'usually not because the strategies are flawed or unimportant. Problems with implementation usually are due to obstacles which have not been adequately addressed. It would probably be useful Page '5 City 01 Clearwater Strsleglc PI811nlng Session ''k1~tU€ ~JJff.:H anc ex~utl\l1;;Slat: tt: ~.JDi' a;w..rr, 2: 111: won" tne~' Olt mpeTtl!!~ :m n~~~ at thf:: "Slra\~r.: '~~f1n;r~ &~sr:;m ant i2Y attet1u:mtt ~ O!5:larnleE wnl:=t',SilOyp2-= un. ~.~rnpff:\, Wf1Y &~tfJf; entir~ prour, expres~ SKe:Jtt:::um: a::r.ur;tn=. '::rt~..~ rea:irness u, '\&rAl~ tr.t ~it:S? Wr~y If; the: .probierrl :If navin; ::lrnil::trn; ~iear :::Jrnmunlty iIDBlf' t:() m\JPh m~~ ;mtr.mant'it.,.th~ ex~uU~ mar'; Wna:t at"~ tn~. rm:l\t::atonf: :Jtttlesre O~ {.'f~P'(tf~1t1r JJrr..~lrrc p:>1i::J tie::i51:mr.? ;.. &:.;au~ "'J1.tr.~ n~e=j to; ~";mtr.mi an~ res:llvE :::mfh::,~ an:1t:J ms:>ir~ man~' ~-:l;>\e .&rr:i jntrtrh.rvJftti 1':> sustain th~ ~harrele :Wf"-~"E. srr:m:l :I:JI iti::a! t9a:iersm::, will * essential. P . , 'This.fJhalitr.'"~€: will f~uir€ 'lfff: 1ull :;;and~ti:Jr, an~ inv:Jh/emerrL ~ eVS7r .msm~r ~ me ,Ct\y. C?f1'm~$Si".m, ! ,rhe Crt)' Si.aff has .rts own chalien;res. A~ o~l!i:J~s ;al"l :Ji me pT:J:::Ss~ of a:i:ries.::- .*r~1~.~I~Qt;$1ha11a'j; 1he t.?m,m!J~n!,is er.aminin;; m= srru~ :rt ;z~v=:nm=m~ an:i .~ttr."rninirt.( .fr?V\' it ca~.t;.: ~~ ?r;lanze: t? ~b its jo~ m:J7"S eTIl::i:r.ltl)'. Trtis m~5i De .~ 7)n1l0\J?US &';."tivity Cl~ s~bierrti)' ~ynami= an::! tJr::e:t1r b=--S3:i 'b jesis: m:Jse. oete:'ljers (..11 p?litba\ 1.'Jr1wh? wo~\~ af~~e 10:- makrtainb2 t~ S'lat:.:s a!J~. ..v.~ 'th-: 1ai'th.. Th~ bid ~.yOff5 from S'tra.~e;li= ~Ja'!1jn; me)' !at;e seve;-al years t:J Sl";hif:!Yf;.\n tht; rnt:antim-=. ~~npha.s:z.e. e'~e~ ::ele:Jrate, thE, a::hj;-ve~e:1:S anti !:e:'lefns of , . tht;: r)!Q"~~ as th~y Ctn!Jr an~ yt'orr: to imD~D)le the ~o~ss alon; the way. .1 CIUf"IIltlftf IrtlJnda on the thre:shold of gr8lft opportuntt'y Whh ItB nBlural beauty, relBftvety stable environment .nd tltronQ community pride the City of Clearwater has IJGtutts mOBt slm/1sr--slzed chles can only envy. , . Page 16 City of Clearwalor Srrateol(' PlannIng Session '., for the Council and executive staff to look again at the work they did together on obstacles at the Strategic Planning Session and pay attention to the disparities which showed up. For example. why do.es the entire group express skepticism about the City's readiness to tackle the obstacles? Why is the problem of having conflicting unclear community goals so much more important to the executive staff? What are the implications of these dis- crepancies for upcoming policy decisions? - Because of the need to confront and resolve conflict and to inspire many people and institutions to sustain the change process. strong political leadership will be essential. This challenge will require the full participation and involvement of every member of the City Commission. , ., -The City staff has its own challenges. An obvious part of the process of address~ ing the chaUenges that face the community is examining the structure of government and determining how It can be better organized to do its job more efficiently. This must be a continuous activity and sufficiently dynamic and broadly based to resist those defenders of political turf who would argue for maintaining the status quo. .! :~ , - Keep the faith. The big payoffs from strategic planning may take several years to achieve, In the meantime, emphasize. even celebrate. the achievements and benefits of the process as they occur and work to improve the process along the way. . Page 16 City or Clearwater SIraleD1c Planning Session l 1. , Clearwater stands on the threshold of grsat opportunity With Its natural beauty, relatively stable environment and strong community pride the City of Clesrwater hilS Bssets most slm/lBr~slzed cities can only envy. :' , , " , I ... .' " t' " , . .' \, ~~ ., .f , ' , . '. , ;, / ,. ,~. -' J. ) .. , ~ . ;. ;~. I . ,.,. l . . ~ . . .. ' '. ;;)-";"'.,..." .,~, . . . .:..' ,f"i\.::r;:t I"':'rl-'~t.f.~'i'l:; ~!::. \.. ',T.:.~ ~ , " / ..1. .!, ., . ,i', . , ,. .1 , "..- " ~ ~ ." \ J '.' ," . '. " .' ,1,\" .1 . , ..f "I ~ . .f.' ,f , ., " Appendix Contents " .,. ., .. i A. Summary sheet and printouts on VISION. , , . 1,1, , B. Sum~ary sheets and printo,uts on CBST ACLES, , Co' Summary sheets o~ STRA TEGIE~. ;', . .. , , j'. ., , \ .., , , . .~ -'. 1. . " J ~ ~ . 'j" i :t 1,/';'> .".'" " ,. ,. .,' ,., J.. \. , . .: ~ ." i' I ~ ", .' ., ",..,J " ~ ~ >~ I . I j' '1.,:' ,. " , . , >. , ,f , . ., , i . , . . ',. . . ~ -. .( .']" '.. ., .; t " ... '. t. .', " '~ I ,. . . . , ~ 'I c ., " , ., ,.1. ., , .. ", , . , p. '. . 'f .. , ., l' ,: .. .\ ~ .; 1. .' '.. , :. 'r 'j~ . t, " I. I _,I ., , ' " .' 'I . .1' . .J . . .... ' . Page 17 City 01 Clearwater Strategic Planning Session , . , ~'. ,~ . .e'" >1>'. ~ '. ~ I . r . I . . , ;"~ .~., ''':\''l -.:F.<:.~: r> ~.:;~:; ":-!I ,. ~ : r. I'" .. ..... . .' l':..~"'..o.~.;:.';{,;Yn:~:>;IJ,. ,'. 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'., " , . , , , t " \ , '. " . ') . .,.t t:.; J' ~". ( C J''' .'. " . c , ~ .. , ! ., " < , \ ,', . ; .' ., ,It '; . , ,.. ..1. r. ,:. ; , . ~ ~' I. . ,. , . .,:,' , .,. ~, c '. I . , ~.. . " :, " '.f ., \ ~' 't,c ., ,I. ,I." '.1 I , , , . , ; " . \ '.,. .,.!;:" 'I ., ;. ,; t ., ../ " ,<f r " , ,. .,. " , ~I .. I ( ',', " , ~ I ' '. 1, '. , , " <.;. ,: ,\ ., .1. .., ,., " ,> " ~ ., .,. , :.~' . ~ " ., " " .r. t,1 " < t ... " '. , . i. . I . ~ ." , 'I .' . ~ \. .>:."i .., .. .: t " , . ., ., " , , , : . . ..' . ,Page 18 Chy 01 Clearwater Straleglc Planning Session r ~ ; . .r: .'Ji '. , ' The Community Consensus Process Getting Organized Form Steertng Commluee SChedule Meetings Plan Outreach Program + Brainstorming Meetings Throughout Community Generating Issues & IdeBS For Consensus Survey Prepare Survey Summarize 'ssues & Ideas Wordsmhh Statemants Computer Generate Surveys . This Step is Performed , by the Steering . Committee and GravesResearch Members of the Community Participate in these Steps Consensus Meetings Meetings Throughout Community ~ The Consensus Survey: Seeing Things Uke Offldals Do Score Surveys Processed by GravesResearch .. Sample Demographically Balanced Subgroups Analyzed This Step is Performed by GravesResearch Citizen Feedback Clllzen Feedback Meetings Review Summary Results Interpret & Validate Results This Step is Performed by the Steering Committee and GravesResearch Review Results S,oerlng Commltlee Review . Summary Conclusions PresentEfd to Offldals Implementation Identify Key Strategic Issues Strategic Plan Workshops Integrate Results Into Planning Followup Monitor Implementation Prepare Progress Reports Review/Repeat Process . . . . . . . . . . . . . . . . . . . . t QUALITY OF LIFE - Profile Results from Subgroup: TOTAL CONSENSUS lI.m A An effective, quality police force f> Safe neighborhoods. parks. and beaches e. A community committed to quality education D Accessible. high quality medical services ~A responsive and effeCti~e city government cf)JOb and economic opponunltles far all C. High quality fire protection t!-aOOd planning for managed growth (!)A vital business environment j A commitment to environmental concerns Activities and programs tor youth A 1amfly-orlented community , Housing alternatives for all Income levels Accessible. well-stocked libraries A downtown where we can live/work/shop , Harmonious racial relations Services to meet needs of senior citizens A community w/sens8 of common purpose Ample green spaces Be open areas Planned. attractive & varied neighborhoods Diverse. high quaUty recreation opponunitles Attractive, family-oriented beaches High quality cultural activities for aU , , 1M p Irnpanance at This Issue In the FU1\JRE Importance of This ,'suo In the PAST R_nll ~ p 1 2 2 1 3 4 4 3 5 8 6 6 7 5 8 16 9 22 10 13 11 10 12 9 13 23 14 7 15 24 16 21 17 15 18 25 19 11 20 19 21 11 22 14 23 18 p 20% "O.!. 6Q-!. 40-1. 1 ". . ~.). '; I' I ... ~ ~ ~ _. '.. ,..... I - ..: .'. .... .. . _ . .. . ' .: > (. . /' .. ~ ,. I,' , .,.... 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" " ; . , . . , ~, . - ~. . \ . t - '-, ",' . ~ > , t C ;. ! ~, . ~. ' ' ~ ~. t't~ 'r t J ~.~~', i,'. -'1'.' .I/.,:"C..,~:,.,.:..;!::, .., )..' , ~ .\ ~c. "' .r ~ :'. 'c" , .,:.... .,. : '\ .\. \) ),:';" "" . 'j ~:I:' :': ~, I ' .. , . .c >>, . . ': J P ,., ~' ., ,> \ . , , " '., . (", . ;, 'Il . , . ,. ,1 i ( ... O. I ~ f. . ~ ~ . " I' ., :1, , .,. ~ ~ ., p' o T E ',N' T. 1 A' t. , ,.', '1 ..M. p A C; T' . :J .,. " , I. .,. .1. . ,. ;, " \ T C'~', ; ." :. \ ~ ~... , :, ~ ' ,',> .\ " . , ~ ~' , . " ., : ~c . :, \. "" .1 . CqN~RADICTtONS ELOCKWG YlSlO~1 ,EXECUTIVE TEAM ., M o r .e 100 + I I 'I .1 ." D e to r i In ~, n 'tJ 75> +' I I 50,,+ I., ' I t, I . Zs .+ ~. 1 ?' " . '. o + 1 :, ~ " ~ . . r Uote Itea . ' ,. , A INEFFICIENT Iwr-FFEC eUREAUCACY e HICH eUSUlESS . com ., C CONFLICTING utltlEAR . ct1II/IlllIITHOriLS n HEGlIUIJ( em IM~E E UHDE!lDE'~ED . P.lIMll P.ESOUliCES. ., I}::!rs : 10 '" ,+ " ,+ 3.2S , + + - -'- + I I , I + + -+ I + ., ., E .C I ~ + .I.D I .-.+ ,- >- _:+ " + I~ . .. I '+ E . +: t' o .. , ! I I , . + 5,5, + 7~75 ., " READI NESS How Prepe.red? Figure'. 0-2-1>. " , . PDWlTIAL II!f'AC,T Ilare Detrilent.'l~~ ." GrouP A'.'erega , . 55.0 SO.O 65.0 ~5.0 25.0 Dhphy : W~../; ,m ~er: ~Dte ~at' : ~~~~ ; t~T~ ~r: '1m Ollta : CLR.': .'llS 'Jete ~t~.~ ,: n.~.~\. .:\lH :Jr~~~:~lInts : ~L~ZlS;i.P"" " , . , , .. " ,. " " I" I I.. L I + I I I '>' , +.. .10 , ' " , READINESS. Iltlll Pnpll1'td'l 'roup Ao,iarage 5.5 3.5 5,1 .5.9 ., OJ .... O~~16~122~ ~N6~192~ ~~~!E~129~ " " " ~ ~. c , ....~, j" .: " .. . " " > " ,. 'J. " " fJ.., - .~ ~ .' ,I, , , I .l. I . ' , I . . .,'1 ., /: , >, '. , , " ., . ! ' , ." " " " .J '\ '" : I , , .1 . , " I.' r ' '" . ~t . .; . . " " " ~ . ., ;'~. : f j. .~ ~ ~ > ,I, \' " " ~. .tL....~: I" :'~>; . 'If... ~~t~,,' ;~., .'~' l' ....,.. I, ~:.I ':,.4 '~:.' . t ~~ I . L:"..~:~.~ '"l:~}: .;~'j,::~;~ ~ ''l,i;':')'' . ~ . <~: .\t ,', . .' , +.J, \'.~.' \ .' 1 ; i.' . ~ : ' . ! ' " >~ ' - ;. , , , " , . . i. i. \/' ~. ~.... "I. i' j, r" . .'"' 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'. ..,'; i' " :, .... ,. , .. , \ , .;"; . ..\, ". ,.~ '.-" . , " " t . ~\ . ,. ','~ : ~ ~ ,'. ..'l . ~ ~t . ' ,'. . . /~';: t ' !. " > " , \ "'io ~~ , " ,I ~ . , .;,1 ' .' .r '."1, \ '. .' .,. .,. .: I.' ,. ,I' i ~. ".~ '~( '~'. , . . ~ i,' i, ! " ;. ., . '1, ~~I,: : \ . T: : .~ ., . I I 1 : ~ \ , , . : ~ " i' .:{ , " .., I ~ ' .1 , , .; ~ r.. ,j.' .: 'J ., , .'\. I. .. .' } i ~ ,". . ~ '., '" \. " t ',":.: " ,'~ '. . ;, I , 1 " . , ,~ . ".tl' 1 ". ~:, .,. '." . ~ l, . ~, . .. '.. ., . ,) ,'~ <, . . (- .\ ... ". '.. .', ,,: . , " l,t' ',:" i .,' , . ' ~;. t..; ";'~ ~ !; , .;,: <'~;' ~,,':. . , .', ]';'. <' '.' I- '.L ~'. ' ~. 1, ',. .,1.. " ,\'. ," . "".. '~. I, I: .. ~ . .'.' :d:.. i >.' ;. I' .'" , ... . ,-;, ~ :, i, '"I { ,. 1 J ., , '" .. . " . , , . I.. . " ~. '.:.; .\ ., .;.If . ~ ,. , .' ~ , " ", " ';~ . . l .' ' r\. .1 " " . ., '.;' .J .' , ..: 'I,. j. , ,. , ,. ' I. .. , , , " , ~ >~ .t .. . ~. . , ,:Iol, ., ... ~ l. . . i. \ ~ . .,. , ' ! ' " . , . ! .1 > .f I / ~ ,.. . <1/; I' ,1, I j" . , " , .' ., , . , , " ., ,t 1 .\ .1 ,., :' . J , \ .j \. f' ., '.',' , .. " !, '.;" " ~ , , . '~ i. .0 } , :, . I .l .1 , . i, ,', " " , ., . ~: "H .J " ., ;, I J l .. j. .. , " ,~ .' " f I ". " ',1, \: 'f .\. ,. .\ ,t " " .j . . " ;j 'I " .'l .. ,I . ..' " ;. .\ , ' " '! ,~ 1. . ., " . I ". . , , . I' , .' .\ : . rt , , , \. , ". .'1' .I. . . '.. ., ..'. Page' 20 City of 91earwater StrategIc PlannIng Session ., ,I.. .,. .' ,. ;, 't<'.... ~ . l' ~.+. T' ~. . li.,.!,',:::.,:;::,.~. :."", ' . '. I . . .'\ :,t . I ~ ; ~. " .,. ., :J.. , I .J. , ' , ,. , ' . . ", , . . . . ~ 4.... " ~ ., .. '-, ~. .. ,:I . ," .' . . -:' .' ~'. .. : ~ , . . ".; I . f . ... ... . ,..... . . , . , STRATEGY FOR ACTION What JDDjor action steps must be taken within the next three to six months to implement these ninetyooday strategies or proposals'! 1. Proposed Tactical Actions to Rnrumce Clearwater's Commitment to Environment Concerns: a) initiate curb sort recycling DONE. , : b) I develop a tropical seascape theme ,COJIMISSION DIRECTION BEING REQUESTED. SC017' SHUFORD M APRIL 7, 1994 c) . promote water cons~rvation 1). INCLUDE IN HYDROGEOLOGICAL STUDY, AN INVESTIGATION OF FEASIBILITY OF CONSTRUCTING AQUIFER RECHARGING PONDS FOR RECLAIMED WATER. PUBLIC WORKS WILL INCLUDE IN SCOPE OF SERVICES. TOM MIllER - APRIL 1994. 2) ADVERTISE AVAILABILITY OF WATER CONSERVATION DEVICES BY BlUING STUFFER PRINT AND SENT IN MAY BILLING CYCLE. TOM HACKEIT. BY MAY 1994. d) xeriscape City parks and recreation facilities Will IDENTIFY LOCATIONS WHERE APPROPRIATE. REAM WILSON - BY JULY 30, 1994. e} approve five-year storm water plan DONE (COMMISSION MEETING OF FEBRUARY 17). 1 . \ f) . initiate tree planting program DEVELOP PROGRAM TO MAKE SEEDLINGS AVAILABLE 'TO NEIGI/BORHOODS YEAR-ROUND. REAM Wl~ON - BY JULY 30, 1994. g) approve resolution for county cooperation - septic tanks SCHEDULED FOR APRIL MEETING. h) require that purchasing bid specifications on vehicles include natural gas fuels GEORGE MCKIBBEN & BILL BAIRD - BEING DONE. AS OF OCTOBER 1, 1993. ; '. i) use CATV to promote tree planting and curb sort recycling TV TO PROMOTE TREES & RECYCLING (BY CITIZENS) 1) RECYCLING PROGRAM CATV JIM LANGE & JULIA JABLONSKI BY SEPTEMBER 30, 1994. 2) TREE PLANTING JIM LANGE & MARK ROETHER - BEGIN SHOW IN SEPTEMBER. j) establish Adopt-a-Street and Adopt-a~Beach programs with financial incentives HA VE "ADOPT.A.SHO~E" (STATE PROGRAM),. A~D "ADOPT.A-PARK" (CITY). ROAD PROG~ HANDLED BY COUNTY; RESIDENTS RESPONSiBLE FOR YARDS. NO FINANCIAL INCENTIVES RECOMMENDED-"CAN'T BUY PRIDE." MAYBE NEED A COMMUNITY PRIDE CAMPAIGN. JIM LANGE - BY SEPTEMBER 30,1994. 2 ,. I . k) examine ways to improve and promote mulch program MAKE THIS A PART OF RECYCLING PROGRAM WITH COMMUNICATION AND PUBLIC AWARENESS EMPHASIS. BOB BRUMBACK ~ JUNE 1994. I) define environmentally sensitive, areas, begin mapping and inventory DEFINITION SUBMITTED TO COMMISSION IN JANUARY.. A WAITING ADOPTION/REVISION' OF DEFINITION, MAPPING TO FOLLOW. TOM MILLER - SUMMER 1994. m) identify customers for co-generation TO BE INCLUDED IN GAS DEPARTMENT MARKETING PLAN. CHUCK WARRINGTON - SEPTEMBER 1994. . 2. Propose~ Tactical ActioDS to Make Clearwater City Government More Responsive and Effective: a) Assign one city employee or contractor -expert- to spend one full year examining every city function for the purpose of eliminating unnecessary paperwork, inefficiencies, overspending, non~productive activities, etc. EXAMINE CITY FUNCTIONS TO ELIMINATE PAPERWORK, ETC. DAN KATSlYIANNIS - DEVELOP PLAN 30 DAYS. . b) Commission should eliminate -Receipt and Referral, - consolidate Planning and Zoning Board, Development Code Adjustment Board, and the Building Board of Adjustment and develop a process for analyzing the effects of ordinances and policies on personnel, resources and financial condition before they are adopted. WILL BE SUBMITTED TO COMMISSION. SCOTT SHUFORD - BY MAY 3D, 1994. 3 '. '. 'L. . .., f f. ' _' . _ . . '. ~ '1 c) . Consolidate the Police Department's video studio and equipment under the city's new Community Outreach Office. CONSOLIDATE TV. JIM LANGE &; SGT. PAT ADAMSON ~ JUNE 15. 1994. d) Consolidate code enforcement officers and police service technicians as the Community response Team. This consolidation and cross training will increase efficiency and responsiveness and reduce job classifications. 1) NEED TO INCORPORATE CODE ENFORCEMENT DATA INTO DESIGN OF NEW CAD SYSTEM. CONSULTANT CONTACT ON AGENDA FOR MARCH 17 COMMISSION MEETING. 2) RETENTION OF EXISTING TEMPORARY INSPECTORS TO CODE ENFORCEMENT. KATHY RICE - REPORT TO COMMISSION BY MAY 15, 1994. 3) RE~INITIATB FIVE YEAR CIVILIANlZATION PLAN FOR 1994-95 PD BUDGET. WILL BE ADDRESSED AT BUDGET TIME BY CITY MANAGER AND POLICE CHIEF. 3. Proposed Tactical Actions to Support Good Planning for Managed Growth: a) Judicially hire consultants 1) WIll USE STAFF RESOURCES WHEN AVAILABLE. ALL - NOW. 2) ESTABLISH TEAM TO DEVELOP PROCESS & CRITERIA FOR JUSTIFYING OUTSIDE CONSULTANTS. MANAGEMENT RESOURCE TEAM - BY JUNE 20. 1994 3) HIRE NO CONSULTANT UNTIL REVIEW BY DEPARTMENT HEAD GROUP AS TO OTHER A VAlLABLE EXPERTISE, NEEDS, ETC. DEPARTMENT DIRECTORS - BEGINNING WITH MAY MEETING. 4 , . b) . grid out the city to determine where to rebuild WILL GIVE COMMISSION REPORT ON AREAS FOR DEVELOPMENT. SCOTT SHUFORD - BY JULY 30, 1994. c) create a .czar. over aU development and redevelopment in the city "CZAR" IS A TEAM THAT ALREADY MEETS. SCOTI'SHUFORD, PETER GOZZA, KATHY RICE, BE1TY DEPTULA, ALAN FERRI MEET MONTHLY. d) improve technology and data base to provide information that supports decision making SET. UP TECHNICAL REVIEW TEAM TO CONTINUO,USLY EVALUATE NEEDS, CAPABILITIES & PLANS. BILL BAIRD, DAN KATSIYIANNIS, JEFF HARPER, LAURA CROOK, JIM LANGE, CYNDIE GOUDEAU, P.D. & F.D. - MEET BY APRIL 15 (JEFF HARPER TO SCHEDULE MEETING) , . e) set customer service standards IN GOALS-CUSTOMER SERVICE INDICATORS NOW BEING TRACKED. f) cross train workers and management WORKERS & MANAGEMENT SERIES OF TAPES. 1) TV ORIENTATION (SERIES OF TAPES) TO CITY DEPARTMENTS OPERATIONS TO BE GIVEN TO EMPLOYEES . MIKE LAURSEN, JIM LANGE, ARLITA HALLAM - SIX MONTHS 2) GIVE ALL EMPLOYEES AN INFORMATION SHEET FOR HELPING PUBLIC. MIKE LAURSEN, JIM LANGE, ARLITA HALLAM - SIX MONTHS. 5 3) MANAGEMENT ENCOURAGE HELPING A1TITUDE TO. DIRECT PUBLIC TO PROPER PLACE, ETC. DEPARTMENT DIRECTORS. SIX MONTHS. g) . define the package to support economic development-"hand~ holding" of the customer, fee abatement, zoning help, regulations relief, low cost money, incentives to attract new residents to downtown DEVELOP COMPREHENSIVE ECONOMIC DEVELOPMENT PLAN. SC07T SHUFORD, ALAN FERRI, PETER GOZZA ~ BY AUGUST 30, 1994. . h) create packages of incentives to spot redevelopment 1) TV. PETE GOZZA, JIM LANGE, SC07T SHUFORD, ECONOMIC DEVELOPMENT DIRECTOR, BARB METZGER, BETSY CLEMENT. - IN PROGRESS. 2) DEVELOP COMPREHENSIVE ECONOMIC DEVELOPMENT PLAN. SC07T SHUFORD, ALAN FERRI, PETER GOZZA . BY AUGUST 30, 1994. i). ,.market the economic development packages DEVELOP COMPREHENSIVE ECONOMIC DEVELOPMENT PLAN. SC07T SHUFORD, ALAN FERRI, PE.TER GOZZA . BY AUGUST 30, 1994. j) customize package to each area of redevelopment, provide appropriate mass transportation, review ordinances that impede redevelopment, streamline bureaucracy DEVELOP COMPREHENSIVE ECONOMIC DEVELOPMENT PLAN. 6 I' , ' , ' SCOTT SHUFORD, ALAN FERRI, PETER GOZZA - BY AUGUST 30, 1994. 4. Proposed Tactical Actions to Develop a Vital Business Climate: a) develop one-stop board process DEVELOP COMPREHENSIVE ECONOMIC DEVELOPMENT PLAN.. SCOTT SHUFORD, ALAN FERRI, PETER GOZZA ~ BY . AUGUST 30, 1994. b) systematically review and simplify codes 1) (ALONG WITH 2A) DEVELOP PLAN. AL GALBRAITH, DAN KATSIYIANNIS, SC01T SHUFORD - WITHIN 30 DAYS. 2) SET CALENDAR TO ANNUALLY REVIEW CODES WITH A REPORT TO CITY MANAGER FOR REVISIONS AND SIMPLIFICATION. SCOTT SHUFORD, JEFF KRONSCHNABL WITH ALL DEPARTMENTS . ON- GOING. c) provide two-year window on occupancy and code compliance DEVELOP COMPREHENSIVE ECONOMIC DEVELOPMENT PLAN. SCOTT SHUFORD, ALAN FERRI, PETER GOZZA . BY AUGUST 30, 1994. d) reduce Land Development Code application fees RESOLUTION REDUCING FEES TO COMMISSION. SC017' SHUFORD - APRIL 7, 1994. e) begin design for downtown lake ALREADY BEGUN AS TO PROPERTY IDENTIF~CATION AND EVALUATION. BOUNDARIES WlU BE SET BY PUBLIC WORKS. , , PETE YAUCH - BY FALL 1994. 7 \ .: . L. ~ . . r .< (. '. . I .' , , , , t) provide business information packet DEVELOP COMPREHENSIVE ECONOMIC DEVELOPMENT PLAN. SCOTT SHUFORD, ALAN FERRI, PETER GOZZA ~ BY AUGUST 30, 1994. (SEE 31, SAME PROJEC1). I, t. \ ' .\ g) promote complying businesses on city TV . DURING COMMISSION BREAKS. JIM LANGE - SIX MONTHS. , , h) direct each department to recommend one activity they can do to attract/retain business in Clearwater 1) CREATE A LOCAL DEVELOPMENT CORPORATION. ALAN FERRI ~ BY SEPTEMBER 3D, 1994. . . . 2) INCLUDE BROCHURE ON FACILITIES, ACTIVITIES" ETC. IN, BUSINESS PACKETS. REAM WILSON ~ BY AUGUST 30, 1994. 3) REGULATORY REFORM. SCOTT SHUFORD ~ ON-GOING. 4) MARKETING BUSINESS SERVICES, "TAKING CARE OF BUSINESS" BROCHURE, MARKETING DATABASE SERVICES. ARLITA HALLAM ~ ON~GOING. 5) MARKETING, PERMIITING SIMPLICITY, AVAILABLE PROPERTIES. PETER GOZZA ~ ON~GOING. ASSIGN TO DEPARTMENT DIRECTORS - BY JUNE 1994. i) improve Central Pennitting's one-stop processing DEVELOP COMPREHENSIVE ECONOMIC DEVELOPMENT PLAN. 8 l! . I scorr SHUFORD, ALAN FERRI, 'PETER GOZZA . BY AUGUST 30, 1994. j) hold city-sponsored business activities twice annually (SEE MARKETING PLAN.) k) 1) . ,. m) design pedestrian..oriented infrastructure begiMing with the downtown and beach CLEVELAND STREET ALREADY CONVERTED TO PEDESTRIAN-FRIENDLY ZONE BY ESTABUSHMENT OF PARKING. OTHER. PEDESTRIAN- FRIENDLY TRAFFIC CHANGES ARE PLANNED FOUOWlNG SPRING BREAK BY PUBLIC WORKS. DON MEERlANS ~ SEPTEMBER 1994, . , decide what incentives the city wants to offer to businesses DEVELOP COMPREHENSIVE ECONOMIC DEVELOPMENT PLAN. SCOTI'SHUFORD, ALAN FERRI, PETER GOZZA - BY AUGUST 30, 1994. change the Land Development Code to anow most frequently requested and granted variances BASED ON COMMISSION SCHEDULING. SCOIT SHUFORD - ON-GOING. n) , implement Challenge 2000 for businesses DEVELOP COMPREHENSIVE ECONOMIC DEVELOPMENT PLAN. SC01T SHUFORD, ALAN FERRI, PETER GOZZA . BY AUGUST 30, 1994. I' 9 , . " . . 5. , Proposed Tactical Actions to Improve Public Safety: a) , develop city TV programs to make people aware of public safety dangers UTIUZE EXISTING PERSONNEL RESOURCES. PD HAS BEGUN TO DEVELOP TV PROGRAM. JIM LANGE, ,WAYNE SHELOR, SGT. ADAMSON - SIX MONTHS. .' b) expand community police program and neighborhood stations, tie into recreation centers and libraries ESTABLISH SOUTH GREENWOOD NEIGHBORHOOD PATROL CONCEPT . . PAPER FOR CDBG AND EXPANSION OF COMPUTER LEARNING CENTER. . , TO CONDON GARDENS AND INCORPORATE TWIG LIBRARY. SID KLEIN & ALAN FERRI ~ MARCH 30, 1994. (' : ' , ,. " c) . study police response . INCORPORATE ADDITIONAL DPR STRATEGIES INTO 1994/94 BUDGET. SID KLEIN. OCTOBER 1994. . d) , promote juvenile ,education through schools CANNOT DO BECAUSE ALREADY BEING DONE VIA OFFICER FRIENDLY AND SCHOOL RESOURCE OFFICER PROGRAMS. .' , I ~. f \ , .j , .r , 1- , ,I to . ,