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CITY COMMISSION SPECIAL MEETING
STRATEGIC PLANNING SESSION
. ' February 16, 1994
, The City, Commission of the City of Clearwater:met in special session at Clearwater
East Library, Wednesday, February 16, 1993 at 2:00 p.m., with the following members
present: '
. J
Rita Garvey
Arthur X. Deegan, II
Richard Fitzgerald
Sue A. Berfield
Fred A. Thomas
Mayor/Commissioner
Vice~Mayor/Com'mlssioner
Commissioner
Commissioner
Commissio'ner
Also present:
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Elizabeth M. Deptula
Kathy S. Rice
William C: Baker
M.A. Galbraith, Jr.
Sid Klein
Robert Davidson
Scott Shuford
Pete Yauch
Peter GOlZa
Ream Wilson
Jeff Harper
Tina Wilson
Cynthia E. Goudeau
, Carole qreiner
Cynthia Climan
Ruth Ann Bramson .
Ken Van Horis, ,
Interim City Manager
Deputy City Manager
Acting Assistant City Manager'
City Attorney
Police Chief.
Fire Chief "
Central Permitting Director
, Acting Public Works Director
Executive Director, CRA
Parks and Recreation Director
Administrative Services Director
Budget Dire,ctor
City Clerk
Special Assistant to City Manager,
Productivity Measurement
Special Assistant to City Manager,
Community Response Team
Human Resources Specialist
, Jeff Kronschnabl
The meeting' was called to order at 2:04 a.m.
Ruth Ann Bramson indicated Strategic Planning was for a 3-5 year time frame.
. The'Commissioners expressed concern that this may be short-sighted, and it was
agreed there are short term and long term issues.
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Ms. Bramson indicated what needed to be established is 1) the vision of where the City
wants to be, 2) the barriers to obtaining that vision, 3) strategies for overcoming those
barriers, and 4) tactical action plans.
Ms. Bramson indicated they would be addressing the top ten issues from the
Community Consensus project, which are: 1) an effective, quality police force; 2) safe
neighborhoods, parks and beaches; 3) a community committed to quality education; 4)
accessible, high quality medical services; 5) responsive, effective city government; 6) job and
economic opportunity for all; 7) high quality fire protection; 8) good planning for managed
growth; 9) vital business environment; and 10) commitment to environmental concerns.
Commissioner Thomas questioned if the City should remove those issues over which
they have no control. Ms, Bramson stated this was an option.
Ms. Rice pointed out that, while the City did not control the education program, if the
citizens felt that was important, perhaps the City could come up with programs to encourage
or assist in the education process.
Mr. Van Horis explained the computer program which, through the use of keypads by .
the individuals in attendance, would help prioritize these ten issues. He stated the keypad
exercise would rate the relative importance of the top ten issues, would indicate how we felt
we were doing on. those issues, would compare them and look at the contradictions.
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Ms. Bramson indicated the consensus project provided a good picture of what the
citizens see as important in the City of Clearwater. . It is now for the leadership of t.he City to
determine where it wants to take the City. "
The attendees participated in the keypad exercise. The exercise showed that, for most
of the issues, the City felt it was performing relatively well. The areas that looked like
opportunities for improvement were a vital business environment, responsive effective city
government, and job and economic opportunities for all.
A question was raised regarding the time frame, and it was indicated it is a 3-5 year
time horizon in which to implement the plans.
The attendees broke up into groups to discuss the underlying contradictions of the
three opportunities for improvement. As a result of the brainstorming session, the following
barriers to improve performance were listed: a) ineffective, inefficient bureaucracy, b) high
business cost, 3) conflicting, unclear community goals, d) negative City image, and e)
underdeveloped human resources.
The keypads were once again used to vote on potential negative impacts of the
barriers, and.to vote on the readiness to address the issues. Mr. Van Horis stated it seems
high business cost was the one that the group was less ready and able to do something
about. It was stated the executive team will need consensus from the Commission regarding.
direction to be taken.
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;the attendees again broke out into groups to brainstorm on how to deal with the
barl'iers. The strategie~ for dealing with'the barriers s'hould be addressed as those that have
already begun, those w,hich have been started but need to !mprove, and those that may be ,
way out ideas, The strategy categories developed by the groups were 1) lessen government.;
regulations, 2) improve public information functions, 3) expand developmerlt incentives,
4) integrate strategies with the budget, 5) streamline permit processes, and 6) increase
, transportation options. . " .
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There will be another strategic planning meeting on February 1 7, 1 994.
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Ms. Bramson's report regarding today's and tomorrow's strategicplannlng sessions is
attached as Exl:1ibit A to these minutes.
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'Consensus-Based Planning
Clearwater, Florida
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Report from City Commission
'Strategic Planning 'Session
February 16 and 17, 1994
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TABLE OF CONTENTS
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Introduction
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4 Strategic Questions
13 Next Ste'ps
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C ,City of Clearwater:. .Using the Community
Consensus Survey as ~ Basis for Strategic Planning
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Introduction
The citizens of Clearwater have begun an important process.
, They have taken the first ste'ps toward developing a plan to answer
the question: What do we want our community to be like as we
enter the 21st century?
During the late fall and early winter 1993-1994, Clearwater residents
participated in the Community Consensus process. Through the
Community Consensus; a set of priorities emerged that embody
the.concerns and hopes of people from all parts of Clearwater, all
races, ~nd all walks of life. The results from the Community Con-
sensus survey were first 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.
· involve citizens directly in the strategic-level questions
regarding Clearwater's future.
· gain a consensus of the citizens in the community in
prioritizing the issues facing Clearwater.
· learn how citizens would make some of the same tough '
trade--off decisions public officials must make,
· hear about priorities directly from a cross-section of ,
cltize'ns in a way that Is not filtered through special Interest
groups.
, · gain a picture of the priorities of Clearwater residents as a
whole. as well as seeing priorities broken out by
nelg,hborhoods and other demographic categories, Page 1
, City of Clearwater Strategic Planning Session
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On February 16 and 17, 1994, the Clearwater Commission and
thalr executive staff met for two four-hour sessions to begin utlliz-
I.,g 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.
C",.
For the past twentYRflve years, strategic pl~nning has been a
. standard part of managerial thinking and practice in the business
world. Only recently, however, have leaders and managers in the
pUblic sec~or ~ecome 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-
nlngRR 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. T~ be succestu',
strategic planning must be on-going 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-
zational performance. deal effectively with rapidly changing circumR
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 of Clearwater Strategic Planning Session
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process until successes tied directly to implemented strategies
begiri to appear. Clearwater'~ 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 February, the City Commission and executive staff focused on
the elements which citizens had Indicated through the Community
Consensus were most important to t~eir ideal vision of '
Clearwaters quality of life. They identified the barriers or obsta~les .
which they believed were blocking that vision al'1d began to define
str,ategies and tactical actions for overcoming the barriers and
. , achieving the vision.
, C:'.'
There is no one right way to do strategic planning. The strategic
planning approach used by the City of Clearwater at the Febru-
arY1S'and 17. ~994 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 Clearwater's future and identify the target areas of
greatest opportunity. Then. participants'enumerated obstacl~s 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 ~chieve 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-S 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 01 Clearwater Strategic Planning Session '
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r define them as projects with objectives! schedules, estimate of
c051s, assignment of responsibility to appropriate individual or
teamt 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 Clearwater's Strategic Planning Session. 'The
OptionFinder" 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 liThe OptionFinder" system 'are included in
the Appendix to this report.
c':
, On the afternoon of February 16, 1994, the Clearwater Commission
and executive 51aff 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 Clearwaters future
and ranked by perceived fevel of performance. Each of the ten
elements of Quality of Life were compared to one another and
participants were asked to indicate which they saw as most impor-
tant. Thent participants were asked to rank the City's current fevel
, of performance on' each of the elements ,of Quality of Life using a
scale of 1-10. Those values ranked high by the group on impor.
tanoe and less high in regard to current performance were deter-
mined to be areas 01 opportunity for the City.
Strategic Questions
Page 4
City of Clearwater Strategic Planning Session
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
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of Importance, but were less highly ranked for current
performance:
1. Responsive and Effective Govenment
2. Vital Business Environment
3. Job and Econom,lc 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 Quality Fire Protection
5. Good Planning for Managed Growth
6. A Commitment to Environmental Concerns
C"
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 1he Community Consensus, citizens made it clear that they also
see high quality,education and medical services as integral to
Clearwate~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.
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*Note: ~ecause items 2 and 3 are so closely interrelated, they
were merged and called Business Climate, later in the planning'
process.
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.(Relevant Community Consensus data and summary sheets and
QptionFinder printouts regarding VISION may be found in Appen-
dixA:)
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,Bo OBSTACLES: What are the barriers or obstacles which are
blocking the realization of these dreams, visions, or quality of
. life values?
c.
Four obstacles were considered by the group to be the most seri-
ously detrimental:'
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City 0' Clearwater Strategic Planning Session
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1. Ineff~lve and Inefficient bureaucracy, due to:
. a.lack of performance Incentives
b. perceived cumb~rsome 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. P9cr people treatme~t
'j. Ineffect,ive organizational structure
k.overly restrictive regulations
I. user unfriendly rules
m. slow re~ponse times
n. complex and difficult permitting process
2.' High b~slnes8 costs, ,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
f. high property appraisals
g. high rents and property taxes
h. high payroll costs
I. economic downturn
j. lack of capital .'
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.3. Negative city Image, ~ue to:
a.negatlve press coverage .
b. faiJure of City to market assets
c. reputation for being anti-business
d. crime n;ews stories bad for tourism
e. flight to malls
1. overcrowded roads
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4. Con~lfctlng and unclear community goals, due to
a. lack of common goals
b. lack of, priorities
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City of Clearwater Strategic Planning Session
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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 Clearwat'e~s vision is:
5. Underdeveloped human resources, due to:
a.lack of worker training and retraining programs
b. failure to recruit nationally or seek women and minorities
c. underskllled workforce
d. corporate layoffs
e. dlsincentlve~ to leave welfare
1. low educatiol1allevels
g. inadequate job opportunities
h. poor communication about job opportunities
l. inadequate transportation for employees
j. Insufficient child care facilities
C',' (Summary sheets and printouts on OBSTACLES may be found in
Appendix S.)
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c. STRATEGIES: What major proposals, strategies, or groups
of actions might we pursue to achieve the dreams,vlslons, or
qu~llty of life values directly or to overcome the barriers to
their realization? 0
The Commission and executive staff began by focusing on the
three areas identified as providing the greatest opportunity:
· A~sponsive and effective city government
· Vital business environment
· Job and economic opportunities for all
Page 7
City of Clearwater Strategic Planning Session
Thenl the process was repeated for the other highly ranked areas:
· Superior public safety
,. Good planning for managed growth
· Commitm.ent to environmental concerns
l.. The folloWing reflects the strategic themes which emerged from
the discussion:
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1. Integrate budget with ~trategles, by:
a. developing a city budget based on five major thrusts
b. preparing a complete ,and coo~qlnated strategic plan
c. defining achievable goals
d. Identifying all available resources
, e.becoming better organized to focus on priorities
f. fully utilizing the Community Consensus
g. holding staff/Commission retreats 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 performance
,k. developing a wish !ist to communicate to citizens about
City need~
I. establishing police priorities
m. increasing police resources
n. providing public/ private Incentives
o. identifying environmentally sensitive areas
, p. developIng master environment plan
q. optimizing resource deployment
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2. Streamllno government regulations and operations, by:
a. "sunsettingU all code requirements
b, reducing redundancy
c. simplifying codes (Fire, Land Development Code,
Building)
,d. consolidating Board functions
e. passing Ie:ss restrictive alcoholic beverage rules
f. 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 ~or stronger Juvenile control
m. Improving coordination amongst city departments
n. streamlining permit process
- Improving one-stop service
- consolidating permitting
. training staff on customer service,
PageB
City of CleBIWater Strategic Planning Session
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, , wllh~ndholdjng" (assist) businesses
. increasing the number of permitting positions
. building a consolidated city hall
o. actively enforcing regulations
p. lessening and simplifying government regul~tion
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
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3. Inhlele visionary Infrastructure. by:
a. implementing reclaimed 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 transit
L recycling residential waste water at source
j. continuing curbside recycling
I. providing people movers
j. increasing outdoor lighting
k. replaclnglremovlng drawbridges
I. utilizing cOiJeneratlon 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
, '
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4. I~prove 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 communicting with citizens
d. Improving town hall meetings
e. establishing City market showroom
f. educating pUblic on permit process
, ' ' Page 9
CIty of Clearwater Strategic Planning Session
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g. communicating with the publlc about the value they
. receive for taxes and fees
, h. utilizing media polls
I. publicizing city plans
J. developing community partnerships
k. Involving pUblic early in the decisionmaking process
I. developing better city signage
m. striving to build pUblic confidence and community spirit
n. working to attract environmentally sound. businesses
o. obtaining public support '
p. educ~tlng public about environmental issues
q. involving business and residential community in city
activiities
r. promoting tree planting
s. marketing police achievements
t. promoting family-oriented beaches
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5. Optimize human resources, by:
a. rewarding police performance
b. creating jobs, La.summer youth programs
c. training criminal offenders for employment
d. civilianizing police jobs
e. reviewing the recruitm~nt process used by the City and
business in filling job openipgs
1. increasing internal communication
g. expanding code enforcement officer role
1.
6. Expand development Incentives, by:
a. implementing utility deposit abatement
b. continuing Main Street program
c. eliminating downtown parking meters
d. restructuring transportation Impact fees
e. reyiewing and reducing fees
f. implementing tax abatement
. g. exploring City payments for building upgrades
h. providing spot incentives to rebuild
, '
i. allowing buildings to be occl;Jpied before code completion
j. en~uring that street numbering complies with require-
ments
k. providing money for rebuilding/redevelopment
I. building common infrastructure
Page 10
City of Clearwater StrategIc Planning SessIon .
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m. providing loanslgrants to reduce selective costs
n. creatl~g housh1g In the core of Clearwater
o. 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 momhs to Implement the strategies in order
to achieve the vision?
After reviewing the strategic themes which had emerged, on Feb8
ruary 17.1994. the participants broke Into teams and began to
work on developing action steps for achieving the top8ranked
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 Commlt- .
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
f: Initiate tree plan~lng program
g. Approve resolution for county cooperation8 septic tanks
h. Require that purchasing bid specifications on vehicles.
include natural gas fuels
i. Use GATVto 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 at:ld promote mulch program
I~ Define environmentally sensitive areas. begin mapping
and Inventory,
m. Identify customers for co-generation.
I
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. Page 11
City of Clearwater Strategic PlannIng SessIon
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Proposed Tactical Actions to Make Clearwater City Govern-
ment More Responsive and Effective: .
a. Assign one olty 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 llRecelpt and
Referral" t consolidate 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 snd policies on personnel. resources and
financlul condition before they are adopted.
c. ConsoJidate the Police Department's video studio and
equipment under the City's 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.
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, P~OP08ed Tactical Actions to Support Good Planning for .
Managed Growth
a. Judicially hire consultants.
b. Grid out the City to determine where to rebulld.
c. Create a "czar" over all development a~d
redevelopment In the city.
d. Improve technology and data base to provide information
which supports declslonmaking.
e. Set customer service standards.
1. Cross train workers and management.
g. Define the package to support economic d, "t--
handholdlng of the customer. fee abatement. ~ ,.."
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
C!ly 0' Clearwater Strategic Planning S08s10n
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Proposed Tactical Actions to Develop a Vital Business
Climate:
a. Develop one- stop Board process.
b. Systematically review and simplify codes.
c, Provide two year window on occupancy and code
compli ance. '
d. Reduce Land DevelopmentCode application fees.
e. Begin design for downtown lake.
f.' Provide business Information packet.
g. Pro'mote complying businesses on City TV.
h.' Direc~ each department to recommen~ one activity they
can to attract/retain business in Clearwater.
i. I~prove 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
I. Change the,Land Development Code to allow most
frequently requested and granted variances.
m. Implement Challenge 2000 for businesses.
I
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,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.
c.
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:
c.
· As soon as posslble, present a summary of the work done
at the strategic planning session for discussion at a City Commis-
sion meeting as well as to the community and to employees in .
order to keep attention focused on the Community Consensus
process. City of Clearwater Strategic Planning ~:~:IO~
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· 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 thn City needs to change and for
gaining commitment. The message should be widely communi-
cated to citizens. organizational members and key stakeholders,
after appropriate consultations, reviews, and signo11s.
· Aggressively solicit opportunities to meet with organiza-
tions and neighborhoods throughout the City and discuss the
results of the CO!1lmunity 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 citizens 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
Commisslon'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 '94.'95 budget.
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· Many of the actions proposed at the retreat relate to policy
areas or processes which cut across departmental, organizational,
and jurisdictional lines. Create cross-functional teams made up of
representatives from each functIon or organizational entity that
needs to be Involved.
c
· Write the tactical actions in the form of action objectives
with measurable outcomes, time frames, estimate of resources
required to achieve results. and assIgnment of responsibll~ty to an Page 14
City of Clearwater Strategic Planning Session
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Individual, organizational unit, or cross-functional team. Develop a
system for tracking and reporting results on the objectives on a
quarterly basis. This suggestion can easily be integrated into the
p~ocess Clearwater Is currently using I~ its bUdgeting process
· Develop a framework for initiating changes leading to a
streamlined organization. Key questions: What do we want the
organization to rook 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
t~ose areas priority. (e.g, training, public information, cus .
tamer service)
- Begin to streamline the organization' and downsize
workJoad; first by reducing paper fJow, 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.
4, ':
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· Provide on-going communication with the public about the
City's strategic planning work and 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 of key decision makers.
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· Integrate the strategic pfanning calendar, tracking and
reporting time frames, with the budget calendar and other major
calendar events such as the legislative session or el!3ction 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 15
City of Clearwater Strategic Planning Session
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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 does 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 e~sential.
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 challenges 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 turl 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.
Clearwater stands on the threshold of great opportunity
With Its natural beauty, relatively stable environment
and strong community pride the City of Clearwater has
assets most slmllBr~slzed cities can only envy.
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City of Clearwater Strateglc Planning Session
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Appen~lx Contents
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A. Summary sheet and printouts on VfSION.
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B. Summary s,heets and printouts on OBSTACLES.
IC;.
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C. Summary sheets on STRATEGIES.
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Olty of Clearwater Strmeglc Pl~rying Session
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City of Clearwater StrategIc Planning SessIon
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The Community Consensus Process
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Getting Organized
Form Steering Committee
Schedule Meetings
Plan Outreach Program
t
Brainstormi ng
Meetings Throughout Community
Generating Issues & Ideas
For Consensus Survoy
Prepare Survey
Summarize Issues & Ideas
Wordsmith Statements
Computer Generate Surveys
,4
This Step is Performed
by the Steering
Committee and
G raves Research
Members of the Consensus Meetings
Community Participate in ,.. Meetings Throughout Community
these Steps The Consensus Survey:
/ Seeing Things Like OHicials Do
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Score Surveys
Processed by GravesResearch .. This Step is Performed
Sample Demographically Balanced by GravesResearch
Subgroups Analyzed
i
j Citizen Feedback
i .
~ Citizen Feedback Meetings ,
Review Summary Results
Interpret & Validate Results
Implementation
! Review Results Identify Key Strategic Issues
; This Step is Performed Strategic Plan Workshops
by the Steering Steering Committee Review Integrate Results Into Planning
Committee and ..- Summary Conciusions Presented
GravesResearch to Officials
Followup
l Monitor Implementation
Prepare Progress Reports
Review/Repeat Process
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aUALI"N OF LIFE - Profile
Results from Subgroup: TOTAL CONSENSUS
Item
A An effective, quality police force
f> Safe neighborhoods, parks, and beaches
~ A community committed to quality education
D Accessible, high quality modical services
(tJA responsive and effective city government
cE>JOb and economic opportunities for all
~ High quality fire protection
rt-aood planning for managed growth
([)A vital business environme"nt
:J A commitment to environmental concerns
Activities and programs tor youth
A family-oriented community
" HousIng alternatives for aU income levels
Accessible, well-stocked libraries
A downtown where WB can live/work/shop
Harmonious racial relations
Services to meet needs of senior citizens
A community w/sense of common purpose
Ample green spaces & opon areas
Planned. attractive & varied neighborhoods
Diverse. high quality recreation opportunities
Attractive, family-oriented beaches
High quality cultural activities tor all
~
p
lmponance of This Issue in the FUTURE
Imponance of This Issue In the PAST
Rank
~ p
P 1 2
p 2 1
3 4
4 3
5 8
6 6"
7 5
B 16
9 22
10 13
l' 10
12 9
13 23
14 7
15 24
16 21
17 15
18 25
19 11
20 19
21 17
22 14
23 18
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02-16-199.'
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A,EFFECTIUE QUAlITY 93,0 7.2
POLICE FORCE
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C COMMUNITY COnlllTlED 12,0 5,6
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D ACCESSIBLE HI QUAL '18.0 6,2
KEDICAl SERVICES,
E RESFOHSIV EFFECTIVE 7&,0 6,8
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, IIfPORTAHCE PERFORIWlCE
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Vote Ite. Average . Average
A INEFfICIENT IHEFFEC GO,O 5.S
BUREAUCACY
B HIGH BUSINESS 57,0 ' 3,'
. COSTS
C CONfLICTIHG UNCLEAR SO.O ~.9
C~~UHITY 'SOAlS
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READINESS
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BURE/iUCACY
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COl\lUllllTY GOALS
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'Jaters : 5
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55.0 5.5
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cny of Clearwater Strategic Plann.lng, Session.
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STRATEGY FOR ACTION
What major action steps must be taken within the next three to six
months to implement these niilety-day strategies or proposals?
1. PropoSed Tactical Actions to Enhance Clearwater's Commibnent ~ Environment
Concerns:
a) initiate curbsort recycling
DONE.
b) develop a tropical seascape theme
. COMMISSION DIRECTION BEING REQUESTED.
SC07T SHUFORD - APRIL 7, 1994
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c) promote water conservation
I), INCLUDE IN HYDROGEOLOGICAL STUDY, AN INVESTIGATION OF
FEASIB,ILITY OF CONSTRUCTING AQUIFER RECHARGING PONDS FOR
RECLAIMED WATER. PUBLIC VlORKS 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 HACKETT- BY MAY 1994.
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d) xeriscape city parks and recreation facilities
WILL IDENTIFY LOCATIONS WHERE APPROPRIATE,
REAM MLSON - BY JULY 30, 1994.
e) . approve five-year stormwater plan
DONE (COMMISSION MEETING OF FEBRUARY 17),
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initiate tree planting program
DEVELOP PROGRAM TO MAKE SEEDLINGS AVAILABLE TO
NEIGHBORHOODS YEAR~ROUND.
REAM WILSON ~ BY JULY 30, 1994.
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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 - Br
, SEPTEMBER 30, 1994.
2) TREE PLANTING
JIM LANGE & MARK ROETHER ~ BEGIN SHOW IN SEPTEMBER.
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j) establish Adopt-a-Street and Adoptwa-Beach programs with
financial incentives
, HA VE "ADOPT-A-SHORE" (STATE PROGRAM); AND "ADOPT-A.PARK"
(CITY). ROAD PROGRAM 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.
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k) examine ways to improve and promote mulch program
, MAKE THIS A PART OF RECYCLING PROGRA!t-1 WITH COMMUNICATION
AND PUBLIC AWARENESS EMPHASIS.
BOB BRUMBACK - JUNE 1994.
I) , define environmentally sensitive areas) begin mapping and
. inventory
DEFINITION SUBMI1TED TO COMMISSION IN JANUARY. A WAITING
ADOPTION/REVISION OF DEFINITION, MAPPJNG TO FOLLOW.
TOM MILLER - SUMMER 1994.
m) identify customers for co-generation
TO BE INCLUDED IN GAS DEPARTMENT
MARKETING PLAN.
CHUCK WARRINGTON - SEPTEMBER 1994.
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Proposed Tactical Actions 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 KATSIYIANNIS - 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 o~dinances and
policies on personnel) resources and financial condition before they are adopted.
. WILL BE SUBMITTED TO COMMISSION.
SC01T SHUFORD - BY MAY 30,1994.
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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,
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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-INITIATE FIVE YEAR CIVILIANIZATION PLAN FOR 1994--95 PD
BUDGET.
WILL BE ADDRESSED AT BUDGET TIME BY CITY MANAGER AND
POLICE CHIEF.
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3.
Proposed Tactical Actions to Support Good Planning ro~ MWlaged 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 DEPARTME/VT HEAD
GROUP AS TO OTHER AVAILABLE EXPERTISE, NEEDS, ETC.
DEPARTMENT DIRECTORS - BEGINNING WITH MAY MEETING.
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grid out the ~ity to determine where to rebuild
WILL GIVE COMMISSION REPORT ON AREAS FOR DEVELOPMENT.
SC07T SHUFORD - BY JULY 30, 1994.
c) create a "czar" over all development. and redevelopment in
the city
"CZAR" IS A TEAM THAT ALREADY MEETS.
. SC07T 5,HUFORD, PETER GOZZA, KATHY RICE, BErrY DEPTULA, ALAN
FERRI MEET MONTHLY.
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d) . improve technology and data base to p~ovide information that .
supports decision making
SET UP TECHNICAL. REVIEW TEAM TO CONTINUOUSLY 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.
t). 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 M SIX MONTHS
2) GIVE ALL EMPLOYEES AN INFORMATION SHEET FOR HELPING
PUBLIC. .
MIKE LAURSEN, JIM LANGE, ARLITA HALLAM M S~X MONTHS.
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3) MANAGBMBNTENCOURAGE HELPING A7TITUDE TO DIRECT
PUBLIC TO PROPER PLACE, ETC.
DEPARTMENT DIRECTORS - SIX MONTHS.
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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.
SCOTl'SHUFORD, ALAN FERRI, PETER GOZZA - BY
AUGUST 30,1994.
h)
create packages of incentives to spot redevelopment
1) TV,
PETE GOZZA, JIM LANGE, SCOTT SHUFORD, ECONOMIC
. .
DEVELOPMENT DIRECTOR, BARB METZGER, BETSY CLEMENT. - IN
PROGRESS,
2), DEVELOP COMPREHENSIVE ECONOJrf/C DEVELOPMENT PLAN. '
SC07T SHUFORD, ALAN FERRI, PETER GOZZA - BY
AUGUST 30, 1994.
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market the economic development packages
DEVELOP COMPREHENSIVE ECONOMIC DEVELOPMENT PLAN.
SC01T SHUFORD, ALAN FERRI, PETER GOZZA - BY
AUGUST 30, 1994. ,
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j) customize package to each area of redevelopment, provide appropriate mass
transportation, review ordinances that impede redevelopment, streamline
,
bureaucracy
DEVELOP COMPREHENSIVE ECONOMIC DEVELOPMENT PLAN.
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SCD1T SHUFORD, ALAN FERRI, PETER GOZZA - BY
AUGUST 30, 1994.
4.
Proposed Tactical ActioDS to Develop a Vital Business Climate:
a) develop one-stop board process
DEVELOP COMPREHENSIVE ECONOMIC DEVELOPMENT PLAN.
SCD7T SHUFORD, ALAN FERRI, PETER GOZZA - BY
AUGUST 30, 1994.
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systematically review and simplify codes
1) (ALONG WITH 2A) DEVELOP PLAN.
AL GALBRAITH, DAN KATSIYIANNIS, SC01T SHUFORD - WITHIN 30
DAYS,
.2) SE,TCALENDAR TO ANNUALLY REVIEW CODES WITH A REPORT TO
CITY MANAGER FOR REVISIONS AND SIMPLIFICATION.
SC07T SHUFORD, JEFF KRONSCHNABL WITH ALL DEPARTMENTS - ON-
GOING.
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c) provide two-year window on occupancy and code compliance
DEVELOP COMPREHENSIVE ECONOltfIC DEVELOPMENT PLAN.
SC07T SHUFORD, ALAN FERRI, PETER GOZZA - BY AUGUST 30, 1994.
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reduce Land Development Code application fees
RESOLUTION REDUCING FEES TO COMMISSION.
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SC01T SHUFORD - APRIL 7, 1994.
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e) begin design for downtown lake
ALREADY BEGUN . AS TO PROPERTY IDENTIFICATION AND
EVALUATION. BOUNDARIES WILL BE SET BY PUBLIC WORKS.
. PETE YAUCH - BY FALL 1994.
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provide business information packet
DEVELOP COMPREHENSIVE ECONOMIC DEVELOPMENT PLAN,
SC07T SHUFORD, ALAN FERRI, PETER GOZZA - BY
AUGUST 30, '1994.
(SEE 31, SAME PROJECT).
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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
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1) CREATE A LOCAL DEVELOPMENT CORPORATION.
ALAN FERRI- BY SEPTEMBER 30,1994..
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, PERMI1TING SIMPLICITY, AVAILABLE PROPERTIES,
PETER GOZZA - ON-GOING.
ASSIGN TO DEPARTMENT DIRECTORS - BY
JUNE 1994,
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i) improve Central Permitting's one~stop processing
DEVELOP COMPREHENSIVE ECONOMIC DEVELOPMENT PLAN.
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SCOTT SHUFORD, ALAN FERRI, PETER GOZZA - BY ,
AUGUST 30, 1994.
j)
,hold city-sponsored business activities twice annually
. (SEE MARKETING PLAN.)
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k) design pedestrian-.oriented infrastructure beginning with the downtown ml;d beach
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. CLEVELAND STREET ALREADY CONVERTED TO PEDESTRIAN-FRIENDLY
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'ZONE BY, ESTA~LISHMENT OF PARKING. OTHER PEDESTRIAN.
FRIENDLY TRAFFIC CHANGES ARE PLANNED FOLLOWING SPRING
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, . DON MEERIANS - SEPTEMBER 1994.
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decide what incentives the city wanle; to offer to businesses
DEVELOP COMPREHENSIVE ECONOMIC DEVELOPMENT PLAN.
SC07T SHUFORD, ALAN FERRI, PETER GOZZA - BY
AUGUST30, 1994.
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m) change the Land Development Code to allow most frequently requested and
granted variances
BASED ON COMMISSION SCHEDULING,
SC07T SHUFORD - ON-GOING. ,
n) implement Challenge 2000 for businesses
, DEVELOP COMPREHENSIVE ECONOMIC DEVELOPMENT PLAN.
I ' SCO'lT SHUFORD, ALAN FERRI, PETER GOZZA - BY
AUGUST 30, 1994.
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Proposed Tactical ActioDs to Improve Public Safety:
a)
develop city TV programs to make people aware of public
safety dangers
UTILIZE EXISTING PERSONNEL RESOURCES. PD HAS BEGUN TO
DEVELOP TV PROGRAM.
JIM LANGE, WAYNE SHELOR, SGT. ADAMSON ~ SIX MONTHS. .
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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
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TO CONDON GARDENS AND INCORPORATE TWIG LIBRARY.
SID KLEIN, & ALAN FERRI ~ MARCH 30, 1994.
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c) study police response
INCORPORATE ADDITIONAL DPR STRATEGIES INTO 1994/94 BUD,GET.
. SID KLEIN ~ OCTOBER 1994.
d) promote juvenile education through schools
CANNOT DO BECAUSE ALREADY BEING DONE. VIA
OFFICER FRIENDLY AND SCHOOL RESOURCE
OFFICER PROGRAMS,
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