CONSENSUS-BASED PLANNING STRATEGIC PLANNING SESSION 02-16-02-17-94
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Consensus-Based Planning
Clearwater, Florida
Report from City Commission
Strategic Planning Session
February 16 and 17, 1994
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LOCAL
TABLE OF CONTENTS
Introduction
3 Consensus -Based Planning
4 Strategic Questions
13 Next Steps
17 Appendices
City of Clearwater: Using the Community
Consensus Survey as a Basis for Strategic Planning
Introduction
The citizens of Clearwater have begun an important 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 21 st 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, 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 Consensus, Clearwater,
Florida, Report to City Commission. February, 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 oonsensus of the citizens in the community in
prioritizing the issues facing Clearwater.
• learn hdW 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 I
City of Clearwater Strategic Planning Session
On February 16 and 17, 1994, the Clearwater Commission and
their executive staff met for two four-hour sessions to begin utiliz-
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
strategically as never before.
The work which the City of Clearwater accomplished at the Febru-
ary 16 and 17, 1994 sessions is a beginning- a very good begin-
ning-- 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 noway 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 priorities, develop a
coherent and defensible basis for decision making, improve organi-
zational performance, deal effectively with rapidly changing circum- <----
stances and build teamwork and expertise.
But it is not easy to achieve those benefits and the big payoffs may
take a long time to achieve. For example, it may take several
years to determine if a key strategy has worked or not. In the
meantime, it is important to maintain enthusiasm for the
Page 2
City of Clearwater Strategic Planning Session
process until successes tied directly to implemented strategies
begin to appear. Clearwater's leaders should emphasize and
celebrate the benefits of strategic planning, as they occur, while
constantly working to refine and improve the process.
Consensus-Based Planning
in February, the City Commission and executive staff focused on
the elements which citizens had indicated through the Community
Consensus were most important to their ideal vision of
Clearwater's quality of life. They identified the barriers or obstacles
which they believed were blocking that vision and began to define
strategies and tactical actions for overcoming the barriers and
achieving the vision.
There is no one right way to do strategic planning. The 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 haphazardly. Also, because we live in
such an interconnected world, obstacles tend to cross policy and
organizational boundaries.
In the next step, the group was asked to develop major proposals
either to achieve the vision directly, or else indirectly through
overcoming the obstacles. Many organizations and communities
find they must spend considerable time overcoming obstacles
before they can get on with achieving the elements of their vision.
The fourth step amounted to beginning to develop a 3-6 month
work plan for each of the top ranked quality of life vision elements.
The final step will be to take the proposed tactical actions and
Page 3
City of Clearwater Strategic Planning Session
define them as projects with objectives, schedules, estimate of
costs, assignment of responsibility to appropriate individual or
team, method of tracking results.
In order to accomplish a great deal of work in a very limited
amount of time, decision support software was used as a tool to
support 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 instantly to the group members and allow them to do
the interpretation of their similar or differing perceptions of the
issues being addressed. This software tool helped to focus group
discussion, save meeting time, and provide useful on-the-spot
analysis. Printouts from "The OptionFinder" system are included in
the Appendix to this report.
On the afternoon of February 16, 1994, the Clearwater Commission
and executive staff began work by looking at the ten elements of
quality of life which had been ranked as most important by citizens
in the Community Consensus. (See Appendix A for that listing.)
They were considered as to their importance to Clearwater's future
and ranked by perceived level of performance. Each of the ten
elements of Quality of Life were compared to one another and
participants were asked to indicate which they saw as most impor-
tant. Then, participants were asked to rank the City's current level
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-
tance and less high in regard to current performance were deter-
mined to be areas of opportunity for the City.
Strategic Questions
A. VISION : What are the elements of quality of life that are
going to be important to the City of Clearwater in the future (3-
5 years)?
Three quality of Life vision elements were identified as areas of
opportunity because they were ranked highly by the group in terms
Page 4
City of Clearwater Strategic Planning Session
of importance, but were less highly ranked for current
performance:
1. Responsive and Effective Govenment
2. Vital Business Environment
3. Job and Economic Opportunities for All*
Other, supporting elements of Clearwater's vision for the future
included:
4. Superior Public Safety, Including:
-an 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
Given the limited (two four-hour sessions) timeframe for strategic
planning, the group decided to focus on the first three quality of life
vision elements listed above, on which the City has direct authority.
In the Community Consensus, citizens made it clear that they also
see high quality education and medical services as integral to
Clearwater's future. In a later planning session, the Commission
and executive team will need to discuss how the City can use its
resources and influence to support these quality of life values
important to Clearwater residents.
*Note: Because items 2 and 3 are so closely interrelated, they
were merged and called Business Climate, later in the planning
process.
(Relevant Community Consensus data and summary sheets and
OptionFinder printouts regarding VISION may be found in Appen-
dix A.)
B. OBSTACLES: What are the barriers or obstacles which are
blocking the realization of these dreams, visions, or quality of
life values?
Four obstacles were considered by the group to be the most seri-
ously detrimental:
Page 5
City of Clearwater Strategic Planning Session
1. Ineffective and inefficient bureaucracy, due to:
a.lack of performance incentives
b. perceived cumbersome bureaucracy
c. unclear development plan
c. inconvenient meeting times
d. apathetic citizens and city employees
e. restrictive business environment
f. lack of a quality focus
g. inconvenient operating hours for some city offices
h. lack of organization
i. poor people treatment
j. ineffective organizational structure
k.overly restrictive regulations
1. user unfriendly rules
m. slow response times
n. complex and difficult permitting process
2. High business 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
3. Negative city image, due to:
a.negative press coverage
b. failure of City to market assets
c. reputation for being anti-business
d. crime news stories bad for tourism
e. flight to malls
f. overcrowded roads
4. Conflicting and unclear community goals, due to
a. lack of common goals
b. lack of priorities
Page 6
City of Clearwater Strategic Planning Session
c. lack of teamwork
d. few opportunities for small groups to get together and talk
about where the city is going
Another barrier believed to be blocking Clearwater's vision is:
5. Underdeveloped human resources, due to:
a.lack of worker training and retraining programs
b. failure to recruit nationally or seek women and minorities
c. underskilled workforce
d. corporate layoffs
e. disincentives to leave welfare
f. low educational levels
g. inadequate job opportunities
h. poor communication about job opportunities
i. inadequate transportation for employees
i. insufficient child care facilities
(Summary sheets and printouts on OBSTACLES may be found in
Appendix B.)
C. STRATEGIES: What major proposals, strategies, or groups
of actions might we pursue to achieve the dreams,visions, or
quality of life 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
The following reflects the strategic themes which emerged from
the discussion:
Page 7
City of Clearwater Strategic Planning Session
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.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 list to communicate to citizens about
City needs
1. 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
2. Streamline government regulations and operations, by:
a. "sunsetting" all code requirements
b. reducing redundancy
c. simplifying codes (Fire, Land Development Code,
Building)
d. consolidating Board functions
e. passing less restrictive alcoholic beverage rules
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
1. advocating for stronger juvenile control
-- m. improving coordination amongst city departments
n. streamlining permit process
- improving one-stop service
- consolidating permitting
- training staff on customer service
Page 8
City of Clearwater Strategic Planning Session
-"handholding" (assist) businesses
- increasing the number of permitting positions
- building a consolidated city hall
o. 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
3. Initiate 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
i. recycling residential waste water at source
j. continuing curbside recycling
1. providing people movers
j. increasing outdoor lighting
k. replacing/removing drawbridges
1. utilizing co-generation with Gas Co.
m.converting city vehicles to clean fuels
n. providing water conservation methods
o. piping in spring water
p. starting city electric company
r. Increasing transportation options:start city mass transit,
provide carpool incentives, elevated people movers
4. Improve communication with citizens (public
information function), by:
a. starting City Government Access Television Channel
b. utilizing TV channel to educate the public
c. starting City paper for communicting with citizens
d. improving town hall meetings
e. establishing City market showroom
f. educating public on permit process Page s
City of Clearwater Strategic Planning Session
g. communicating with the public 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
1. 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
activiities
r. promoting tree planting
s. marketing police achievements
t. promoting family-oriented beaches
5. Optimize human resources, by:
a. rewarding police performance
b. creating jobs, i.e.summer youth programs
c. training criminal offenders for employment
d. civilianizing police jobs
e. reviewing the recruitment process used by the City and
business in filling job openings
-4, f. increasing internal communication
g. expanding code enforcement officer role
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. reviewing 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 occupied before code completion
j. ensuring that street numbering complies with require-
ments
k. providing money for rebuilding/redevelopment
1. building common infrastructure
Page 10
City of Clearwater Strategic Planning Session
m. providing loans/grants to reduce selective costs
n. creating housing 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 months to implement the strategies in order
to achieve the vision?
After reviewing the strategic themes which had emerged, on Feb-
ruary 17,1994, the participants broke into teams and began to
work on developing action steps for achieving the top-ranked
Quality of Life Vision Elements from the Community Consensus
Survey. That work is not presented here in any priority order.
Proposed Tactical Actions to Enhance Clearwater's Commit-
ment to Environmental Concerns:
a. Initiate curbsort recycling
b. Develop a tropical seascape theme
c. Promote water conservation
d. Xeriscape City Parks and Recreation facilities
e. Approve Five -Year Stormwater Plan
f. Initiate tree planting program
g. Approve resolution for county cooperation- septic tanks
h. Require that purchasing bid specifications on vehicles
include natural gas fuels
i. Use GATV to promote tree planting and curb sort
recycling
j. Establish Adopt-a Street and Adopt-a-Beach programs
with financial incentives
k. Examine ways to improve and promote mulch program
1. Define environmentally sensitive areas, begin mapping
and inventory.
m. Identify customers for co-generation.
Page 11
City of Clearwater Strategic Planning Session
Proposed Tactical Actions to Make Clearwater City Govern-
ment More Responsive and Effective:
a. Assign one city employee or contract or "expert" to
spend one full year examining every city function for the
purpose of eliminating unnecessary paperwork,
inefficiencies, overspending, non-productive activities, etc.
b. Commission should eliminate "Receipt and
Referral", 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 and policies on personnel, resources and
financial condition before they are adopted.
c. Consolidate 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.
Proposed Tactical Actions to Support Good Planning for
Managed Growth
a. Judicially hire consultants.
b. Grid out the City to determine where to rebuild.
c. Create a "czar " over all development and
redevelopment in the city.
-4- d. Improve technology and data base to provide information
which supports decisionmaking.
-? e. Set customer service standards.
f. Cross train workers and management.
g. Define the package to support economic development--
handholding of the customer, fee abatement, zoning help,
regulations relief, low cost money, incentives to attract new
residents to downtown.
h. Create packages of incentives to spot redevelopment
i. Market the economic development packages
j. Customize package to each area of redevelopment,
provide appropriate mass transportation, review
ordinances that impede redevelopment., streamline
bureaucracy.
Page 12
City of Clearwater Strategic Planning Session
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. Promote complying businesses on City TV.
h. Direct each department to recommend one activity they
can to attract/retain business in Clearwater. gf--
i. Improve Central Permitting's one-stop processing.
j. Hold City-sponsored business activities twice annually.
k. Design pedestrian-oriented infrastructure beginning with
the downtown and beach.
k. Decide what incentives the City wants to offer to
businesses.
1. Change the Land Development Code to allow most
frequently requested and granted variances.
m. Implement Challenge 2000 for businesses.
Proposed Tactical Actions to Improve Public Safety:
a. Develop city TV programs to make people aware of WE-
public safety dangers.
b. Expand community police program and neighborhood
stations, tie into recreation centers and libraries.
c.Study police response.
e. Promote juvenile education through schools.
Next Steps
The following are some steps for City of Clearwater to consider --
as it goes about implementing the strategic planning work done at
the retreat:
- As soon as possible, present a summary of the work done
at the strategic planning session for discussion at a City Commis-
sion meeting as well as to the community and to employees in
order to keep attention focused on the Community Consensus
Page
process. t 3
City of Clearwater Strategic Planning Session
• Communicate the vision. Develop a clear, succinct, com-
pelling statement of why change is needed and how the City
should look as it positions itself for the 90's, and beyond. This will
be a key tool for explaining why the City needs to change and for
gaining commitment. The message should be widely communi-
cated to citizens, organizational members and key stakeholders,
after appropriate consultations, reviews, and signoffs.
• Aggressively solicit opportunities to meet with organiza-
tions and neighborhoods throughout the City and discuss the
results of the Community Consensus. What does the survey
reveal about where the community wants to go as a whole?
Discuss demographic differences. Gain commitment.
"? • The Community Consensus suggests a vision and priori-
ties for Clearwater's future. City government alone cannot make
this vision a reality. Teamwork is called for. Business and govern-
ment must be partners rather than independent agents or adver-
saries and 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.
• 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.
• 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 responsibility to an Page 14
City of Clearwater Strategic Planning Session
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
process Clearwater is currently using in its budgeting process
- Develop a framework for initiating changes leading to a
streamlined organization. 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
the change process? What are the weaknesses we need to over-
come and correct?
- Establish internal priorities and transfer resources to give those areas priority. (e.g. training, public information, cus
tourer service)
- Begin to streamline the organization and downsize
workload; first by reducing paper flow, procedures and
internal requirements.
- Develop an Organization Team to work with outside advi
sors on developing new organizational model.
- Create a City-wide Innovations Team to encourage new .--
ideas and work with citizen committees.
- Reorganize to have more self-managed teams and -
fewer levels of supervision.
- Provide on-going 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 so,rMo? 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.
- 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
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 essential.
This challenge will require the full participation and involvement of every member of the
City Commission.
-? -The City staff has its own challenges. An obvious part of the process of address-
ing the 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 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 similar-sized cities can only envy.
Page 16
City of Clearwater Strategic Planning Session
Appendix Contents
A. Summary sheet and printouts on VISION.
B. Summary sheets and printouts on OBSTACLES.
C. Summary sheets on STRATEGIES.
Page 17
City of Clearwater Strategic Planning Session
Appendix A
Page 18
City of Clearwater Strategic Planning Session
The Community Consensus Process
Getting organized
Form Steering Committee
Schedule 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
Consensus Meetings
Meetings Throughout Community
The Consensus Survey:
Seeing Things Like Officials Do
Members of the
Community Participate in
these Steps
Score Surveys
Processed by GravesResearch This Step is Performed
4- by GravesResearch
f
ample Demographically Balance
Subgroups Analyzed
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
Integrate Results into Planning
Followup
Monitor Implementation
Prepare Progress Reports
Review/Repeat Process
QUALITY OF LIFE - Profile
Results from Subgroup: TOTAL CONSENSUS
Item
Importance of This Issue in the FUTURE
P Importance of This Issue in the PAST
Rank
P
1 2
2 1
3 4
4 3
5 8
6 6
7 5
8 16
9 22
10 13
11 10
12 9
13 23
14 7
15 24
16 21
17 15
18 25
19 11
20 19
21 17
22 14
23 18
A An effective, quality police force
Safe neighborhoods, parks, and beaches
C A community committed to quality education
p Accessible, high quality medical services
A responsive and effective city government
F Job and economic opportunities for all
High quality fire protection
4-Gobd planning for managed growth
(DA vital business environment
j A commitment to environmental concerns
Activities and programs for youth
A family-oriented community
Housing alternatives for all income levels
Accessible, well-stocked libraries
A downtown where we can live/ workshop
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
Diverse, high quality recreation opportunities
Attractive, family-oriented beaches
High quality cultural activities for all
P
P
P
P
P
P
P
P
P
P
P
P
P
P
P
P
P
P
P
P
P'
P
P
lox 4% 60% 80%
1
CLR COMMUNITY CONSENSUS QUALITY VISION
ENTIRE GROUP
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PERFORMANCE
How Doing Now?
Fiyvre 0-0-A
Voters - 16 Display = CLR-V DSP 02-1£-1994
Vert Vote Data = CLR-V :VTA 02-16-1994
Harz Vote Data = CLR-V UTB 02-16-1994
Vote Methods = CLR-U MTH
Participants = CLR21694.PAR
Data for Figvre 0-0-A
IMPORTANCE PERFORMANCE
More Important? How Doing Now?
Uote.Itee
A EFFECTIVE QUALITY
POLICE FORCE
B SAFE NEIGHBORHOODS
PARKS AND BEACHES
C COMMUNITY COMMITTED
TO QUAL EDUCATION
D ACCESSIBLE HI QUAL
MEDICAL SERVICES
E RESPONSIU EFFECTIVE
CITY GOVERNMENT
F JOB AND ECONOMIC
OPPORTUHIT FOR ALL
C HIGH QUALITY FIRE
PROTECTION
H GOOD PLANNING FOR
MANAGED GROWTH
I VITAL BUSINESS
ENVIRONMENT
J COMMITMENT TO
ENUIRON CONCERNS
Group Croup
Average Average
76.0 7.1
71.0 7.3
32.0 5.1
23.0 5.9
68.0 5.9
46.0 5.1
52.0 8.7
44.0 6.3
59,0 4.7
29.0 5.3
CLR COMMU;:ITY CONSENSUS QUALITY .ISION
ELEC-TED OFFICIALS
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PERFORMANCE
How Doing Now''
Figure O-1-A
Voters = 5 Display = CLR-V DS? 02-16-1994
Vert Vote Data = CLR-V VTA 02-16-194
Horz Vote Data = CLR-V VTB 02-16-1994
Vote Methods = CLR,-V NTH
Participants = CLR21694.PAR
Data for Figure 0-1-A
IMPORTANCE PERFORMANCE
More Important? How Doing Now?
Group Group
Vote Item Average Average
A EFFECTIVE QUALITY 93.U 7.2
POLICE FORCE
B SAFE NEIGHBORHOODS 6.0 6.8
PARKS AND BEACHES
C COMMUNITY COMMITTED 22.0 S.6
TO QUAL EDUCATION
D ACCESSIBLE HI QUAL 18.0 6'2
MEDICAL SERVICES
E RESPONSIU EFFECTIVE 76.0 6.B
CITY GOVERNMENT
F JOB AND ECONOMIC 44.0 5.0
OPPORTUNIT FOR ALL
G HIGH QUALITY FIRE 65.0 B 5
PROTECTION
H GOOD PLANNING FOR 40.0 6.6
MANAGED GROWTH
I VITAL BUSINESS 56.0 5.2
ENVIRONMENT
J COMMITMENT TO 24.0 5.11
ENVIRON CONCERNS
CLP- COOMMUNITY C-ONSET1-EUS QUALITY %IISIC-111
EXECUT I'!E TEAM
1
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Hoer Doing Now?
Figure 0 -A
Voters = 10 Display = CLR-V .DSP
Vert Vote Data = CLR.-V UTA
Horn Vote Data = CLR-'1 UTS
Vote 4ethods = CLP.-V .,4TH
Participants = CLR21694.PAP.
02-16-1994
02-16-1994
02-16-1994
Data for Figure 0-2-A
IMPORTANCE PERFORMANCE
More Isportant? Now Doing Now?
Group Group
Vote Ites Average Average
A EFFECTIVE QUALITY 68.0 7.1
POLICE FORCE
B SAFE NEIGHBORHOODS 76.0 7.5
PARKS AND BEACHES
C COMMUNITY COMMITTED 37.0 4.B
TD QUAL EDUCATION
D ACCESSIBLE HI QUAL 26.0 5.6
MEDICAL SERVICES
E RESPONSIV EFFECTIVE 65.0 5.5
CITY GOVERNMENT
F JOB AND ECONOMIC 47.0 5.1
OPPORTUNIT FOR ALL
G HIGH DUALITY FIRE 46.0 6.7
PROTECTION
H GOOD PLANNING FOP. 45.0 6.1
MANAGED GROWTH
I VITAL BUSINESS 61.0 4.4
ENVIRONMENT
J COMMITMENT TO
31.0 5 4
ENVIRON CONCERNS
Appendix B
Page 19
City of Clearwater Strategic Planning Session
rn
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CONTRADICTIONS BLOCKING VISION
ENTIRE GROUP
M 100 + - - - - + - - - - + - - - - + - - - - +
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1 3.25 5.5 7.75 10
READINESS
How Prepared
Figure O-0-A
POTENTIAL IMPACT READINESS
More Detrisental? Now Prepared?
Group Group
Vote Item Average Average
A INEFFICIENT INEFFEC 60.0 515
BUREAUCACY
8 NIGH BUSINESS 57.0 3.4
COSTS
C CONFLICTING UNCLEAR 50.0 4.9
COMMUNITY GOALS
0 NEGATIVE 33.0 5.7
CITY IMAGE
E UNDEPOEVELOPED 30.0 3.5
HUMAN RESOURCES
Voters - :? Display : CLR-C .OSP b<-16-1994
Vert Vote Data = ;LR-+_ .UTA 07-16-1994
Hor: 'late Data = WR • .11T6
'Dote Metnods : CLR-C MTH
'rart4,:i:anrs : !.L"n::534.PAR
CONTRADICTIOtIS BLCCKIW VISION
ELECTED OFFICIALS
M 100 + - - - - + - - - - + - - - - + - - - - +
P 0
1
0 r
1
T e
E 75 + + + + +
N D DA '
T e 1
I t 1
A r 50 + - - - - B - - - - + - - - - + - - - - +
L i
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P
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C. 1
T 0 + - - - - + - - - - + - - - - + - - - - +
1 3.?5 5.z 7.75 10
READINESS
Hoer Prepared'?
Figure 0-1-A
POTENTIAL IMPACT READINESS
More Detrimental? Now Prepared?
group Group
Vote Item Average Average
A INEFFICIENT INEFFEC 70.0 5,a
BUREAUCACY
B HIGH BUSINESS 50.0 3.2
COSTS
C CONFLICTING UNCLEAR 20.0 4.6
COMMUNITY GOALS
D NEGATIVE 70.0 5.2
CITY IMAGE
E UNDERDEOELOPED 40.0 3.2
HUMAN RESOURCES
'joters - 5 Display : CLR-C OSP 014-15-1994
'krt 9c:e Data : "LR-C .!'TA 0"-!5-!9:r
Harz :cte Data CLR-C 11TB 02-!6-!99q
Vote Methods : CLR-1' .'1TH
%:rr:ci;ants '1LR7!E94.PAR
r I
Appendix C
Page 20
City of Clearwater Strategic Planning 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 ninety-day strategies or proposals?
1. Proposed Tactical Actions to Enhance Clearwater's Commitment to Environment
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, AN INVESTIGATION OF
FEASIBILITY OF CONSTRUCTING AQUIFER RECHARGING PONDS FOR
RECLAIMED WATER. PUBLIC WORKS WILL INCLUDE IN SCOPE OF
SERVICES.
TOM MILLER - APRIL 1994.
2) ADVERTISE AVAILABILITY OF WATER CONSERVATION DEVICES BY
BILLING STUFFER PRINT AND SENT IN MAY BILLING CYCLE.
TOM HACKETT - BY MAY 1994.
d) xeriscape city parks and recreation facilities
WILL IDENTIFY LOCATIONS WHERE APPROPRIATE.
REAM WILSON - BY JULY 30, 1994.
e) approve five-year stormwater plan
DONE (COMMISSION MEETING OF FEBRUARY 17).
1
f) initiate tree planting program
DEVELOP PROGRAM TO MAKE
NEIGHBORHOODS YEAR-ROUND.
REAM WILSON - BY JULY 30, 1994.
SEEDLINGS AVAILABLE TO
g) approve resolution for county cooperation - septic tanks
SCHEDULED FOR APRIL MEETING.
h) require that purchasing bid specifications on vehicles include
natural gas fuels
GEORGE MCKIBBEN & BILL BAIRD - BEING DONE AS OF
OCTOBER 1, 1993.
.....`?,• i) use CATV to promote tree planting and curb sort recycling
TV TO PROMOTE TREES & RECYCLING (BY CITIZENS)
1) RECYCLING PROGRAM CATV
JIM LANGE & JULIA JABLONSKI - BY
SEPTEMBER 30, 1994.
2) TREE PLANTING
JIM LANGE & MARK ROETHER - BEGIN SHOW IN SEPTEMBER.
j) establish Adopt-a-Street and Adopt-a-Beach programs with
financial incentives
HAVE "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 CQMMUNITY
P? IDE CAMPAIGN.
JIM LANGE - BY SEPTEMBER 30, 1994.
2
k) examine ways to improve and promote mulch program
MAKE THIS A PART OF RECYCLING PROGRAM WITH COMMUNICATION
AND PUBLIC AWARENESS EMPHASIS.
BOB BRUMBACK - JUNE 1994.
1) define environmentally sensitive areas, begin mapping and
inventory
DEFINITION SUBMITTED TO COMMISSION IN JANUARY. AWAITING
ADOPTION/REVISION OF DEFINITION, MAPPING TO FOLLOW.
TOM MILLER - SUMMER 1994.
m) identify customers for co-generation
TO BE INCLUDED IN GAS DEPARTMENT
MARKETING PLAN.
CHUCK WARRINGTON - SEPTEMBER 1994.
2. 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 ordinances and
policies on personnel, resources and financial condition before they are adopted.
WILL BE SUBMITTED TO COMMISSION.
SCOTT SHUFORD - BY MAY 30, 1994.
3
--?• C) Consolidate the Police Department's video studio and equipment under the city's
new Community Outreach Office.
CONSOLIDATE TV.
JIM LANGE & SGT. PAT ADAMSON - JUNE 15, 1994.
d) Consolidate code enforcement officers and police service technicians as the
Community response Team. This consolidation and cross training will increase
efficiency and responsiveness and reduce job classifications.
1) NEED TO INCORPORATE CODE ENFORCEMENT DATA INTO DESIGN
OF NEW CAD SYSTEM.
CONSULTANT CONTACT ON AGENDA FOR MARCH 17 COMMISSION
MEETING.
2) RETENTION OF EXISTING TEMPORARY INSPECTORS TO CODE
ENFORCEMENT.
KATHY RICE - REPORT TO COMMISSION BY MAY 15, 1994.
3) RE-INITIATE FIVE YEAR CIVILIANIZATION PLAN FOR 1994-95 PD
BUDGET.
WILL BE ADDRESSED AT BUDGET TIME BY CITY MANAGER AND
POLICE CHIEF.
3. Proposed Tactical Actions to Support Good Planning for Managed Growth:
a) Judicially hire consultants
1) WILL USE STAFFRESOURCES WHENAVAILABLE.
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.
4
b) grid out the city to determine where to rebuild
WILL GIVE COMMISSION REPORT ON AREAS FOR DEVELOPMENT.
SCOTT SHUFORD - BY JULY 30, 1994.
c) create a "czar" over all development and redevelopment in
the city
"CZAR" IS A TEAM THAT ALREADY MEETS.
SCOTTSHUFORD, PETER GOZZA, KATHYRICE, BETTYDEPTULA, ALAN
FERRI MEET MONTHLY.
d) improve technology and data base to provide 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.
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, IM ARLITA HALLAM - SIX MONTHS
2) GIVE ALL EMPLOYEES AN INFORMATION SHEET FOR HELPING
PUBLIC.
MIKE LAURSEN, JIM LANGE ARLITA HALLAM - SIX MONTHS.
5
""JO" 3) MANAGEMENT ENCOURAGE HELPING ATTITUDE TO DIRECT
PUBLIC TO PROPER PLACE, ETC.
DEPARTMENT DIRECTORS - SIX MONTHS.
g) define the package to support economic development-"hand-
holding" of the customer, fee abatement, zoning help,
regulations relief, low cost money, incentives to attract new
residents to downtown
DEVELOP COMPREHENSIVE ECONOMIC DEVELOPMENT PLAN.
SCOTT 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 ECONOMIC DEVELOPMENT PLAN.
SCOTT SHUFORD, ALAN FERRI, PETER GOZZA - BY
AUGUST 30, 1994.
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.
6
SCOTT SHUFORD, ALAN FERRI, PETER GOZZA - BY
AUGUST 30, 1994.
4. Proposed Tactical Actions to Develop a Vital Business Climate:
a) develop one-stop board process
DEVELOP COMPREHENSIVE ECONOMIC DEVELOPMENT PLAN.
SCOTT SHUFORD, ALAN FERRI, PETER GOZZA - BY
AUGUST 30, 1994.
b) systematically review and simplify codes
1) (ALONG WITH 2A) DEVELOP PLAN.
AL GALBRAITH, DAN KATSIYIANNIS, SCOTT SHUFORD - WITHIN 30
DAYS.
2) SET CALENDAR TO ANNUALLY REVIEW CODES WITH A REPORT TO
CITY MANAGER FOR REVISIONS AND SIMPLIFICATION.
SCOTT SHUFORD, JEFF KRONSCHNABL WITH ALL DEPARTMENTS - ON-
GOING.
C) provide two-year window on occupancy and code compliance
DEVELOP COMPREHENSIVE ECONOMIC DEVELOPMENT PLAN.
SCOTT SHUFORD, ALAN FERRI, PETER GOZZA - BY AUGUST 30, 1994.
d) reduce Land Development Code application fees
RESOLUTION REDUCING FEES TO COMMISSION.
SCOTT 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.
7
fl provide business information packet
DEVELOP COMPREHENSIVE ECONOMIC DEVELOPMENT PLAN.
SCOTT SHUFORD, ALAN FERRI, PETER GOZZA - BY
AUGUST 30, 1994.
(SEE 31, SAME PROJECT).
•• g) promote complying businesses on city TV
DURING COMMISSION BREAKS.
JIM LANGE - SIX MONTHS.
h) direct each department to recommend one activity they can
do to attract/retain business in Clearwater
1) CREATE A LOCAL DEVELOPMENT CORPORATION.
ALAN FERRI - BY SEPTEMBER 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.
S) MARKETING, PERMITTING SIMPLICITY, AVAILABLE PROPERTIES.
PETER GOZZA - ON-GOING.
ASSIGN TO DEPARTMENT DIRECTORS - BY
JUNE 1994.
i) improve Central Permitting's one-stop processing
DEVELOP COMPREHENSIVE ECONOMIC DEVELOPMENT PLAN.
8
SCOTT SHUFORD, ALAN FERRI, PETER GOZZA - BY
AUGUST 30, 1994.
j) hold city-sponsored business activities twice annually
(SEE MARKETING PLAN.)
k) design pedestrian-oriented infrastructure beginning with the downtown and beach
CLEVELAND STREET ALREADY CONVERTED TO PEDESTRIAN-FRIENDLY
ZONE BY ESTABLISHMENT OF PARKING. OTHER PEDESTRIAN-
FRIENDLY TRAFFIC CHANGES ARE PLANNED FOLLOWING SPRING
BREAK BY PUBLIC WORKS.
DON MEERIANS - SEPTEMBER 1994.
1) decide what incentives the city wants to offer to businesses
DEVELOP COMPREHENSIVE ECONOMIC DEVELOPMENT PLAN.
SCOTT SHUFORD, ALAN FERRI, PETER GOZZA - BY
AUGUST 30, 1994.
m) change the Land Development Code to allow most frequently requested and
granted variances
BASED ON COMMISSION SCHEDULING.
SCOTT SHUFORD - ON-GOING.
n) implement Challenge 2000 for businesses
DEVELOP COMPREHENSIVE ECONOMIC DEVELOPMENT PLAN.
SCOTT SHUFORD, ALAN FERRI, PETER GOZZA - BY
AUGUST 30, 1994.
9
5. Proposed Tactical Actions 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.
b) expand community police program and neighborhood
stations, tie into recreation centers and libraries
ESTABLISH SOUTH GREENWOOD NEIGHBORHOOD PATROL CONCEPT
PAPER FOR CDBG AND EXPANSION OF COMPUTER LEARNING CENTER
TO CONDON GARDENS AND INCORPORATE TWIG LIBRARY.
SID KLEIN & ALAN FERRI - MARCH 30, 1994.
c) study police response
INCORPORATE ADDITIONAL DPR STRATEGIES INTO 1994194 BUDGET.
SID KLEIN - OCTOBER 1994.
d) promote juvenile education through schools
CANNOT DO BECAUSE ALREADY BEING DONE VIA
OFFICER FRIENDLY AND SCHOOL RESOURCE
OFFICER PROGRAMS.
10