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C.O:MMISSION
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CITY COMMISSION SPECIAL MEETING
STRATEGIC PLANNING SESSION
. February 1 7, 1 994
Th'e City Commission of the City of Clearwater met in special session in the Adler Room. ,
at the Main Library, Thursday, February 17, 1994 at 9:00 a.m., with the following members
present:
Rita Garvey
Arthur X.' Deegan, II
Richard Fitzgerald
Sue A. Berfield
Fred A'. Thomas
Mayor/Comm issioner
Vice.Mayor/Commissioner
Commissioner
Commissioner
Commissioner
Also present: ,I
Elizabeth M. Deptula
Kathy S. Rice
. William C. Baker
M.A. Galbraith, Jr.
Ream Wilson .
Peter Gozza
Sid .Klein
Robert Davidson
Peter Yauch
Scott Shuford
Cynthia E. Goudeau
Jeff Harper
Tina Wilson
Carole Greiner
Interim City Manager
Deputy City Manager
Acting Assistant City Manager
City A~torney
. Parks and Recreation Director
Executive Director, CRA
Chief of Police
Fire Chief
Acting Public Works Director
Central Permitting Director
City Clerk
. Administrative Services Director
Budget Director
Special Assistant to City, Manager,
Productivity Measurement
Special Assistant to City Manager,
Community Response Team
Human Resources Specialist
C.
Jeff Kronschnabl.
Cynthia Climan'
Ruth Ann Bramson
:The meeting WilS called to order at 9:03 a.m.
Ruth Ann Bramson recapped what happened the day before. She stated she wants to
. emphasize we still need to address how to improve those areas of concern on which we feel we
. are doing well - public safety, the environment, and planning. She stated the purpose of today
is to brainstorm on strategies for those three areas of opportunity - vital business environment,
respol")sive and effective city government, and job and economic opportunities for all.
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2117/94
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The five groups of strategies developed in the brainstorming session were 1) Integrate the
budget .process and strategic planning; 2) streamline government regulations and process; 3)
visionary infrastructure; 4) optimize human resources; and 5) improved. public information
function. The groups then brainstormed 'on tactical actions that can be taken within the next,
60;-90 days to move toward these strategies.
Rep~rts from the groups were provided and will be included in Ms. Bramson's report
regarding the results .of these sessions. Ms. Bramson indicated the next steps to be taken are: .
1) for her to, within the next 7-10 days, put in writing. the results of the sessions lattach~d as..
Exhibit A to these m,inutes), 2) the need to think about how to communicate with citizens, 3) how
to share this with the rest of the City organization, 4) how to share these results with the public, .
5) to place the tactics on the calendar with objectives that are measurable and for staff to .co.me
back to the City Commissiol) in a formal setting, 61 create cross functional teams. Ms. Bramson
stated strategic planning is. a process, not a product.
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Commissioner Thomas expressed his pleasure with th.e process and stated he hoped staff
.would do this again.
The meeting adjourned at 12:35 p.m.
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'Consensus-Based Planning
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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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1 .Introduction
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3 'Consensus -Based Planning ,. .
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"'C'.' Strategic Questions
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13 Next Steps
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17. Appendices
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City of Clearwater: Using the Community
Consensus Survey ~s a Basis for Strategic Planning
Introduction
The citizens of Clearwater have begun an importaryt process.
They have taken the. first steps toward developing a plan to answer
the question: What do we want our community to be like as we
enter the 21st century?
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During the tate 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, and 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 Consansus. Clearwater.
Florida, Report to City Commission, February 3, 1994
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The City of CJearwater used the Community Consensus process in
order to:
· develop a common agenda fo~ the City.
· involve citizens directly in the strategic-level questions
regarding Clearwater's future.
· gain a oonsensus 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
citizens 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 ,
neighborhoods and other demographic categories. Page 1
City of Clearwater Stratoglc Planning ~esslon
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On February 16 and 17, 1994, the Clearwater Commission and
their executive staff met for tWo four-hour sessions to begin utiliz-
ing 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 twenty-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 . .
I
(,. strategically as never before.
The work which the City of Clearwater accomplished a~ the Febru~ , I
ary 16 and 17. 1994 sessions is a beginning- a very good begin- 'I
nlng-- toward utilizing the Community Consensus to develop a
roadmap to the future. This document provides a summary of I
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.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 priorities1 develop a
coherent and defensible basis for decision making, improve organi-
zational performance, deal effectively with rapidly changing circum~
stances and build teamwork and expe~ise.
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 Stra1eglc Planning Session
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process until successes tied directly to Implemented strategies
begin to ar.>pear. Clearwater's leaders should emphasize and
.celebrate the benefits of strategic planning, as they occur, while
constantly working to refine and improve the process.
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Consensus-Based Planning
.' In February, 1he 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. ~hey 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.
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There is no one right way to do strategic planning. The strategic
planning 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 Clearwater's 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 h~phazardly. Also, because we live In
such an interconnected world, obstacles tend to cross policy and
organizational boundaries.
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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.
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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
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r define them as projects with objectives. schedules, estimate of
costst assignment of responsibility to appropriate Individual or
1eam. method of tracking results.
In order to accomplish a great deal ~f work in a very limited
amount of timet decision support software was used as a tool to
support Clearwater's Strategic Planning Session. --r"he
OptlonFinder" was used to gather group intelligence. knowledge,
opinions. and understanding and then to feed the collected Infor-
. matlon back In$tantly to the group members and allow them to ~o
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-tha-spot
analysis. Printouts from "The OptlonFlnder". system 'are included in
the Appendix to this report.
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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 Commu.nlty 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 of the ten
elements of Quality of Life were compared to one another and
particip~ts were asked to indicate which they saw as most Impor-
tant. Then, participants were asked to rank the Cj~yls current Jevel
of performance on each of the elements of Quality of Life USing a
scale 011..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. VI~ION : 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)?
c.
Three quality of Ute vision elements were identified as areas of
opportunity because they were ranked highly by the group in terms
Page 4
City of Clearwater StrategIc Planning Session
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c.' of Importance, but were less highly ranked for current
performance:
1. Reaponah;e and Effective Govenment
2. Vital Business Environment
3. Job and Economic Opportunities for AW'
Other, supporting elements of Clearwater's vision for the future
Included:
4. Superior Public Safety, Including:
~n Effective Quality Pollee Force
..safe r~elghborhood8, Parks and Beaches
. -High Quality Fire Protection
5. Good Planning for Managed Growth
6. A Commitment to Environmental Concerns
Given the limited (two four-hour sessions) timeframe for strategic
plannlnQ, the group decided to foc~s on the first three quality of life
vision elements listed above, on which the City has direct authority.
In the ~ommunity Consensus, citizens made it clear that they also "
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."> . 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
ImportSnt to Clearwater residents.
*Note: Because items 2 and 3 are so closely interrelated, they
w.ere merged and called Business Climate, later in the planning
!. process.
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(Relevant Co,mmunity Consensus data and summary sheets and
OptlonFinder 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?
C~, Four obstacles were considered by the group to be the most serl~
ously detrimental:
, Page 5 .
C~y of Clearwater Strategic PlannIng Session
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1. Ineffective and Inefficient bureaucracy r due to:
a.lack of perfonnance Incentives .
b. perceived cumbersome bureaucracy
c. unclear development plan .
c. inconvenient meeting times
d. apathetic citizens and city employees
. e. restrictive business environment
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f. lack of a quallty focus
g. inconvenient operating hours for some city offices
h. Jack of organization
I. poor people treatment
j. ineffective organizational structure
k~overlY restrictive regUlations
l. user unfriendly rules
in. slow response times
n. complex and difficult permitting process
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2. High business costs. due to:
,.' C.: 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 appraj~als
g.. high rents and property taxes
h. high payroll costs
l.' economic downturn
j. lack of capital.
3. Negative clty'lmage. due to:
a.negatlve press coverage
. b. failure of City to market assets
. 'c. reputation for b~lng anti-business
d. crime news stories bad for tourism
e. flight to malls
1. overcrowded roads
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4. Conflicting and unclear community goals, due to .
a. lack of comm'on 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 Clea~ater'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. underskUled workforce
d. corporate layoffs
e. disincentives to leave we"are
'1. low educational levels
g. inadequate job opportunities
h. poor communication about job opportunities
i.lnadequate transportation for employees
j. insufficient child care facilities
c
(Summary sheets and printouts on .OBST ACLES may be found in
Appendix S.)
c. STRATEGIES: What major proposals, strategies, or groups
of actions might we pursue to achieve the dreams,vlslons, or
quality of Iffe values directly 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
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The follOWing reflects the strategic themes which emerged from
the discussion:
. Page 7
City of Clearwater StrategIc Planning Session
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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 or~anlzecl to focus on priorities
1. 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 per1orma~ce
~. developing a wish list to communicate to citizens about
City-needs
1. establishing 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
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r: -"handholdlng'l (assist) businesses
-Increasing the number of permitting positions
- building a consolidated city hall
0: actively enforcing 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
t. encouraging compatible mixed land uses
u. preventing polluting discharges
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3. Inhlate Visionary 'Infrastructure. by:
a. Implementing reclaimed water
b. recycling stormwater
c. Increasing reliance on technology
d. finishing Pinellas Trail
e. building ~mmon Infrastructure as a business incentive
1. cleaning-up bay waters
g. providing incentives for alternative energy
h. enhancing clean mass transit
I. re~ycling residential waste water at source
j. continuing curbside recycling
I. providing people movers
j. Increasing outdoor lighting
k. replacing/removing drawbridges
I. utilizing co-generatiory with Gas Ce.
m.converting city vehicles to clean fuels
n. providing ,water conservation methods .
, o. plpiD9 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. Improve communication with chlzens (public
Information function). by:
8. starting City Government Access Te~evlslon Channel
b. utilizing TV channel to educate the public
c. starting City paper for communlcting with citizens
d. Improving town hall meetings
'e. establishing City market showroom
1. educating public on permit process
. Page 9
City of Clearwater Strategic Planning Session
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g. communicating with the pUblic about the value they
receive for taxes and fees
h. utilizing media polls
. i. publicizingciW plans
j. developing community partnerships
k. involving public early In the declslonmaking 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. educating pUblic about environmental issues
. q. involving business and residential community in city
activlities .
'r. promoting tree planting
s. marketing police achievements
to promoting familYMoriented beaches
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5. Optimize human resources, by:
a. rewarding police performance
( , b. creating jobs, Le.summer youth programs
c. training criminal offenders for employment
d. civilianlzing 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
c.
6. Expand development Incentives, by:
a. Impl.ementing utility deposit 'abatement
b. continuing Main Street program
c. eliminating downtown parking meters
d. restructuring transportation impact fees
e. reviewing and reducing fees
. 1. ImplemeJ:}ting tax abatement
g. exploring City payments for building upgrades
h. providing spot incentives to rebuild
l. allowing buildings to be occupied before code completion
j. ensuring that street numbering complies with require~
ments
k. providing money for rebulldinglredevelopment
I. building common infrastructure
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City of Clearwater Strategic Planning Session
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Ctty of Clearwater Strategic PlannIng Session
Proposed Tactical Actions to Make Clearwater City Govern-
ment More Responsive end Effective:
a. Assign one citY employee or contract or "expert" to
spend one full year examining every city function for the
'purpos,e 01 eliminating unnecessary paperwork,
inefficiencies, overspending, non~productive activities. etc.
b. Commission should eliminate "Receipt and
Referralu; consolidate Planning and Zoning Board. Develop
ment Code Adjustment Board and the Building Board of
Adjust ment and develop a process for analyzing ~he effects
.of ordinances and policies on personnel, 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.
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Proposed Tactical Actions to Support Good Planning for
Managed ~rowth
a. Judicially hire consultants.
b. Grid out the City to determine where to rebuild.
c. C~eate a uczar" over all development and
redevelopment in the city.
d. Improve technology and data base to provide information
which supports decisionmaking.
e. Set customer service standards.
f. Cross train workers and managem~nt.
g. Define the package to support economic developmentn
handholdlng 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,
provjde approprjate mass transportation, review
ordinances that impede redevelopment., streamline
. bureaucracy.
c~
Page 12
City of Clearwater Strategic Planning SessIon
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~roposed 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
compll ance.
d. Reduce Land DevelopmentCode application fees.
e. Begin design for downtown lake.
t. Provide business Information packet.
g. Promote complying businesses on City TV.
h. Direct each department to recommend one activity they
can to attract/retain business in Clearwater. .
I. Improve Central Permlttingls one~stop processing.
j. Hold CltyRsponsored 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.
(I." .
, ~ .
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.
r . c.Study. police response.
,8. 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 Commis-
sion 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 Sess!on'
'c'
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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 the City needs to change and for
gaining commitment. The message should be widely communl~
catOO to cltl~ens, organizational members and key stakeholders,
after appropriate consultations, reviews, and slgnoffs.
· 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 Clearwaters 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-
I
sarles 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
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 '94.'95 budget.
r.
individual, organizational unit, or cross.functlonal team. Develop a
system for tracking and reporting results on the objectives on a
quarterly hasls. This suggestion can easily be Integrated Into the
process Clearwater is currently using in Its budgeting process
, C~_.
. .
, -
.; · Develop a framework for Initiating changes leading to a
streamlined organiz~tion. Key questions: What do we want the
organization to look like a year from now? What are the strengths
of. the organization that need to be nurtured and enhanced during
th~ 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, eus
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 erlcourage new
Ideas and work with citizen committees.
- Reorganize to have more self-managed teams and
fewer levels of supe~isiori.
· Provide on-going communication with the public about the
City's. strategic planning work and the results.
· Designate a process champlon(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.
.. Integrate the strategic planning calendar, tracking and
reporting time frames, with the budget calendar and other major
calendar events such as the legislative session or election cycle.
l.' .
· 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 readl':1ess to
taokle the obstacles? Why Is the problem of having conflicting unclear community goals
so much more important to the executive staff? What afe 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 th~ change process, strong political leadership will b~ essential.
This challenge will require the fuff 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 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 10 improve the process along the way.
Clearwater stands on the threshold of great opportunity
With Its nstursl beauty, relatively stBble environment
snd strong community pride the City 01 Closrwster has
assets most slmllsr-s/zed cities can only envy.
c~
Page 16
City of Clearwater Strategic Planning Session
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Appendix Contents
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A. 'Summary sheet and printouts on VISION.
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,B. Summary sheets and printouts on OBSTACLES.
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City or Clearwater Strategic Plannlryg Session
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C"y 01 Clearwater Strategic Planning Session
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The Community Consensus Process
r",
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Getting Organized
Form Steertng Committee
Sch~ule. Meetings
Plan Outreach Program
-----
+
Brainstorming
Meetings Throughout Community
Generating Issues & Ideas
For Consensus Survey
Prepare Survey
Summarize Issues & Ideas
Wordsmith Statements
Computer Generate Surveys
....
This Step is Performed
by the Steering
Committee and
GravesResearch
Members of the
Community Participate in
these Steps
f'
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Consensus Meetings
Meetings Throughout Community
· The Consensus Survey:
Seeing Things Uke Officials Do
Score Surveys
Processed by GravesResearch tI!I
Sample Demographically Balanced
Subgroups Analyzed
-
This Step is Performed
by GravesResearch
Citizen Feedback
CItizen Feedback Meetings
Review Summary Results
Interpret & Validate Results
This Step is Performed
by the Steering
Committee and
GravesResearch
Review Results
Steering Committee Review
.. Summary Conclusions Presented
to Officials
Implementation
Identify Key Strategic Issues
Strategic Plan Workshops
Inlegrale Results Inlo Planning
(
Followup ,
Monllor JmpJementaUon
Prepare Progress Reports
Rovlew/Repeat Process
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aUALIlY 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 qualitv education
D Accesslbla. hJgh quality medical services
~A responsive and effective city government
(f)JOb and economic opportunltlas for all
C- High quality fire protection
tl-GOOd planning for managed growth
CPA vital business environment
A commitment to environmental concerns
Activities and programs for youth
A family-oriented community
. Housing alternatives for all income levels
AccessIble, we if-stocked libraries
A downtown where we can five/work/shop
Harmonious racial relations
Services to meet needs of senior citizens
A community w/sense of common purpose
Ample green spaces & open areas
Planned, attractive & varied neighborhoods
Dive~s8, high quality recreation opponunities
Attractive, tamffy-orlented beaches
HIghquBllty cultural activities for all
~
p
Importance ot This Issue In the FUTURE
Importance of This Issue in the PAST
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City of Clearwater Strategic Planning Ses810n
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STRATEGY FOR ACTION
What JDBjor action steps must be taken within the next three to six
. months to implement these ninety..cJay strategies or proposals?
1. Proposed Tactical Actions to Enhance Clearwater's Commibnent to Envinmment
Concerns:
a) . initiate curbsort recycling
DONE.
b) 'develop a tropical seascape theme
COMMISSION DIRECTION BEING REQUESTED.
SCOTT SHUFORD. APRIL 7, 1994
c)
promote water conservation
1) INCLUDE IN HYDROGEOLOGICAL STUDY, ANJNVESTIGATION 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
BILLING STUFFER PRINT AND SENT IN MAY BILLING CYCLE.
TOM BACKBIT- BY MAY 1994.
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. d) xeriscape city parks and recreation facilities
WILL IDENTIFY LOCATIONS WHERE APPROPRIATE.
REAM WILSON - BY JULY 30, 1994.
e)
approve five-year stonnwater 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.
. . g) approve resolution for county cooperation - septic tanks
SCHEDULED FOR APRIL MEETING.
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h) require that purchasing bid specifications on vehicles include
natural gas fuels
GEORGE MCKIBBEN & BIU BAIRD - BEING DONE AS OF
. OCTOBER 1, 1993.
uSe CATV to promote tree planting and curb sort recycling
7V TO. PROMOTE TREES & RECYCLING (BY CITIZENS)
1) RECYCLING PROGRAM CATV
JIM LANGE & JULIA JABLONSKI - BY
SEPTEMBER 30, 1994.
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2) TREE'PLANTING
JIM LANGE & MARK ROETHER - BEGIN SHOW IN SEPTEMBER.
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establish Adopt-a-Street and Adopt-a-Beach programs with
financial incentives .
HA VE "ADOPT-A-SHORE" (STATE PROGRAM); AND "ADOPT-A-PARK"
. (CITY). ROAD PROGRAM HANDLED Bl' COUNTY; RESIDENTS
RESPONSIBLE FOR YARDS. NO FINANCIAL INCENTIVES
RECOMMENDED-"CAN'T BUY PRIDE." MAYBE NEED A COMMUNITY
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PRIDE CAMPAIGN.
.JIM LANGE - BY SEPTEMBER 30, 1994.
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examine ways to improve an~ 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 SUBM17TED TO COMMISSION IN JANUAR.Y. AWAITING
ADOPTION/REVISION OF DEFINITION, MAPPING TO FOLLOW.
TOM MILLER -.SUMMER 1994.
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" 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 II 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 KATSIYIANNJS - DEVELOP PLAN 30 DAYS.
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b)
Commission should eliminate IIReceipt and Referral, II 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
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policies on personnel. resources and financial condition.before they are adopted.
WILL BE SUBMI1TED TO COMMISSION.
SCO'lT 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.
d)
Consolidate code enforcement officers and police service technicians as the
Community response Team. This consolidation and cross training will incr~e
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
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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 CI711 MANAGER AND
POUCE CHIEF.
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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 AVAILABLE EXPERTISE, NEEDS, ETC.
DEPARTMENT DIRECTORS - BEGINNING WITH MAY MEETING.
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C' b) grid out the city to detennine where to rebuild
WIU: GIVE COMMISSION REPORT O~ AREAS FOR DEVELOPMENT.
SCOTI'SHUFORD - BY JULY 30, 1994.
c) create a .czar. over all development and redevelopment in
the city
, "CZAR" IS A TEAM THAT ALREADY MEETS.
SCOTT SHUFORD, PETER GOZZA, KATHY RICE, BE'lTY DEPTULA, ALAN
FERRI MEET MONTHLY.
d) improve technology and data base to provide information that
supports decision making
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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.>>.. - MEET BY APRIL IS
(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.
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3) MANAGEMENT ENCOURAGE HELPING A7TITUDE, TO DIRECT
PUBLIC TO PROPER PLACE, ETC.
DEPARTMENT DIRECTORS - SIX MONTHS.
define the package to support economic development-"hand-
holding" of the customer, fee abatement, zoning help,
regulations relief, low cost money, incentives to a'ttract new
residents to downtown
DEVELOP COAfPREHENSIVE ECONOMIC DEVELOPMENT PLAN.
SC077' SHUFORD, ALAN FERRI, PETER GOZZA - BY
AUGUST 30, 1994.
create packages of incentives to spot redevelopment
1) TV.
PETE GOZZA, JIM LANGE, SCOTI' SHUFORD, ECONOMIC
DEVELOPMENT DIRECTOR, BARB METZGER, BETSY CLEMENT - IN
PROGRESS.
2) DEVELOP COMPREHENSIVE ECONOMIC DEVELOPMENT PLAN.
SCOTT SHUFORD, ALAN FERRI, PETER GOZZA - BY
AUGUST 30, 1994.
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i) market the economic development packages,
DEVELOP COMPREHENSIVE ECONOMIC DEVELOPMENT PLAN.
SCOTT SHUFORD, ALAN FERRI, PETER 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.
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SCOTT 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.
SC07T 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, Se01T 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.
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c) provide two-year window on occupancy and code compliance
DEVELOP COMPREHENSIVE ECONOMIC DEVELOPMENT PLAN.
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SCOTT SHUFORD, ALAN FERRI, PETER GOZZA - BY AUGUST 3D, 1994.
d) reduce Land Development Code application fees
RESOLUTION REDUCING FEES TO COMMISSION.
SC07T SHUFORD - APRIL 7, 1994.
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.
SC01T SHUFORD, ALAN FERRI, PETER GOZZA - BY
AUGUST 30, 1994.
(SEE 31, SAME PROJEC'/).
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.
SC07T SHUFORD - ON-GOING.
4) MARKETING BUSINESS SERVICES, "TAKING CARE OF BUSINESS"
BROCHURE, MARKETING DATABASE SERVICES.
ARLITA HAU.AM - ON-GOING.
S) MARKETING, PERMI1TING SIMPLICITY, A VAILABLE PROPERTIES.
, PETER GOZLi - ON-GOING.
ASSIGN TO DEPARTMENT DIRECTORS - BY
JUNE 1994.
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i) improve Central Permitting's one-stop processing
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DEVELOP COMPREHENSIVE ECONOMIC DEVELOPMENT PLAN.
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SC01T 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 and ~each
. CLEVELAND STREET ALREADY CONVERTED 10 PEDESTRIAN-FRIENDLY
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ZONE BY ESTABLISHMENT OF PARKING. ' .. OTHER PEDESTRIAN-
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FRIENDLY TRAFFIC CHANGES ARE PLANNED FOUOWING SPRING
BREAK BY PUBLIC WORKS.
DON MEERlANS - SEPTEMBER 1994.
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decide what incentives the city wants to offer ,to businesses
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DEVELOP COMPREHENSIVE ECONOMIC DEVELOPMENT PLAN.
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SC07T SHUFORD, ALAN FERRI, PETER GOZZA - BY
AUGUST 30, 1994.
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m) change the Land Development Code to allow most frequently request.ed and
granted variances
BASED ON COMMISSION SCHEDULING.
SC07T SHUFORD - ON-GOING.
'n) implement Challenge 2000 . for businesses
DEVELOP COMPREHENSIVE ECONOMIC DEVELOPMENT PLAN.
SCD7T SHUFORD, ALAN FERRI, PETER GOZZA - BY
AUGUST 30, 1994.
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Proposed TactiCal Actions to Improve Public 'Safety:
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a) 'develop city TV programs to make people aware of public
safety dangers
UTILIZE EXISTING PERSONNEL RESOURCES. PD HAS BEGUN TO
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DEVELOP TV PROGRAM.'
JIM LANGE, WAYNE SHELOR, SGT. ADAMSON M SIX MONTHS.
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b) . expand community police program and neighborhood
stations, ~e into recreation centers and libraries
ESTABLISH SOUTH GREENWOOD NEIGHBORHOOD PATROL CONCEPT
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PAPER FOR CDBG AND EXPANSION OF COMPUTER LEARNING CENTER
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TO CONDON GARDENS AND INCORPORATE TWIG LIBRARY.
SID KLEIN & ALAN FERRl,M MARCH 30, 1994.
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c)
study police response
INCORPORATE ADDITIONAL DPR STRATEGIES INTO 1994/94 BUDGET.
SID KLEIN M OCTOBER 1994.
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d) promote juvenile education through schools
CANNOT DO BECAUSE ALREADY BEING DONE VIA
OFFICER FRIENDLY AND SCHOOL RESOURCE
OFFICER PROGRAMS.
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