HomeMy WebLinkAboutDraftContents
Letter from the City Manager ...................................................... 3
Strengths.................................................................................... 4
Community Concerns................................................................... 5
Strategic Goal Areas..................................................................... 6
Efficient, User -Friendly Government ............................................ 7
Commitment to the Future............................................................ 8
Qualityof Life............................................................................... 9
Environmental Conservation......................................................... 9
Infrastructure................................................................................. 10
Public Safety Grid..........................................................................1 l
Summary/Conclusion.................................................................... 12
Addendum One:
City Departments and Tactical Planning ........................... 13
Addendum Two:
Participants in the Planning Process ................................. 15
Addendum Three
Community Input Session Results ................................... 16
City of Sebastian
1225 MAIN STREET G SEBASTIAN, FLORIDA 32958
TELEPHONE (407) 589-5330 n FAX (407) 589-5570
Faced with the challenge to establish goals and objectives within Sebastian's city
departments and having virtually no experience with the city's history of desires, I
recommended the development of a strategic plan that uses, to the greatest extent
possible, citizen participation. The City Council agreed and approved the formulation of
this project, the Sebastian Strategic Plan: Solutions for Tomorrow.
The prime element in the project has been citizen involvement. Sebastian belongs
to its residents -- therefore, they should direct its development. Residents, city staff, and
facilitators from Indian River Community College have met a number of times to talk
about Sebastian: where it's been, where it is now, where it's going.
Without their collective efforts, this plan could not have been developed. Without
the support of Sebastian's citizens, this plan will have no spirit. And without the labor of
city employees, this plan will never result in achievements.
This plan addresses those matters that are of great value to the citizens of
Sebastian. It identifies tasks, target dates, and responsibilities relevant to the wishes of
residents. I would like to thank all the volunteers, staff members, and faculty from Indian
River Community College who worked together to complete Sebastian's first strategic
plan.
This plan is our written commitment to Sebastian's citizens to deliver solutions to
your concerns. You deserve no less.
Thomas W. Frame, City Manager
The City of Sebastian Strategic Plan
Solutions for Tomorrow
In the Fall of 1996, the City of Sebastian invited residents representing
businesses, civic organizations, churches, and social services to meet with city
department managers and elected officials. Thirty-nine participants agreed to define and
describe the city's greatest strengths and weaknesses with an eye to changes that may
occur over the next several years. City officials, working with Indian River Community
College facilitators, used the input from the community participants to develop goal areas
for the city to focus on in the future. These goal areas are derived from issues of greatest
public concern at this time.
The input from community participants in the strategic planning sessions provided
hundreds of items of praise and concern. A complete listing of all of the feedback from
the brainstorming sessions is available on request at the City Manager's office. The focus
of concern in this first strategic planning document is on the issues which received the
most concern based on the frequency of responses on those issues.
Based on the input from the participants at the strategic planning sessions, specific
strengths of the City were identified. Those strengths which had the most response in
agreement include:
* accessibility
* citizen involvement
* environmental planning
* comprehensive land use planning and regulated growth
* clean air and water
4
* location
* river and ocean access
* low density development
* schools and library
* small town atmosphere
* low crime rate.
The above strengths are not listed in any priority order.
Community Concerns
In addition, specific concerns of the citizenry were brought to the attention of all
participants at the strategic planning sessions. The concerns which had the greatest
response as priorities include:
* road maintenance
* more sidewalks
* drainage
* taxes
* youth activities/recreation
* cultural activities
* need hotels and restaurants
* conservation
* increase the historic district
* develop the riverfront area
* economic development
* managed growth
* pursue funding opportunities/grants
5
* maintain safe environment
* encourage volunteerism
* lack of business diversity
The items of concern are not listed in any priority order.
Strategic Goal AS
Based on input from participants at the strategic planning sessions, five strategic
goal areas were developed to help guide the City of Sebastian's direction into the future.
These broad-based goal areas represent the structure for this strategic plan. Specific tasks
and tactics to work toward the achievement of these goals will be developed by each
department, will be submitted for approval to the City Manager, and endorsed by the City
'Council. Annual updates of tactics and bi-annual feedback from community sessions
represent the mechanism to keep this planning concept in a continuous cycle of effective
improvement.
The five goal areas are:
1 Efficient, User -Friendly Government
2 Commitment to the Future
3 Quality of Life
4 Environmental Conservation
5 Infrastructure.
Each department within the City is responsible to. prioritize activities with the above goal
areas guiding their decisions. It has been recommended that through a TQM (Total
Z
Quality Training) Program, department heads can establish tactical strategies for their
areas to supplement this plan. Each tactic for implementation will directly impact at least
one of the goal areas to be approved as a priority.
The Public Safety Departmentmet with the City Manager and identified 5 department
goals and corresponding strategies for implementing Sebastian's' "Solutions for
Tomorrow". Please see the grid on page 10 which depicts the inter -relationships between
the "Solution for Tomorrow" framework goals and internal Public Safety Department
goals and objectives.
Efficient. User -Friendly Govern
The present administration will continue to encourage more public involvement in
community problem -solving and decision-making. Inviting public dialogue is more
important today than ever, and will continue to be a priority as future decisions become
more complex --from infrastructure to business climate, from permitting to tax base 7
estimates. Public participation and acceptance help ensure efficient administration.
Rue fortunate that Sebastian's residents have a strong sense of community.
Their tradition of civic participation will ensure that government hears a broad range of
concerns from all major interest groups. Within this strong sense of community rest three
values which the City respects. These Community Values are:
Sebastian residents value the unique character of their community and depend on
7
their elected officials and administrators to preserve the rich heritage of the city's
past, including its place in state history, its environmental resources, and its
attraction to visitors and new residents.
Sebastian residents value and expect high quality city services a latwto-,;.�1�;
cost to residents.
Sebastian residents understand the importance of planning for the future by
tracking state and local trends, inviting greater citizen participation, and
developing resources to achieve change.
. Therefore, it is a priority goal area for the City of Sebastian government to constantly
work for the citizenry as each person is their most important customer, providing an
efficient, user-friendly government.
City government shows a significant commitment to proactive, rather than
reactive, management. Our decisions today for planning and zoning, technology, growth,
and economic develt will shape Sebastian's future.
C�opmenZ
encourage city employees and residents to think beyond the next year when
planning budgets and priorities. This process will be continuous in goal setting, tactic
8
development, and receiving input from the community. This priority goal area has a root
purpose of empowerment to the people, and the realization that planning for the future
needs to be as continuous as the future itself.
�Omi
If we can identify what we have and value today, we can protect these qualities for
future enjoyment. At our strategic planning sessions, residents set as high priorities
preservation of recreation, culture, education, and public safety.
City government hopes to translate the intangible description "a nice place to live"
into concrete tasks that enhance the assets that Sebastian possesses. The goal of quality
of life is to ensure that as we grow, that we seek to protect the quality of life that we enjoy
• by examining the impact on the community before a decision is made.
Residents and city employees were unanimous in their regard for the value of the
Sebastian's natural environment. Protection for beaches, rivers, and natural woodlands
demands a separate goal in strategic planning.
Managed growth will preserve access to fishing, boating, and other water sports
for residents and tourists. The city will expand as it is perceived as an attractive,
affordable place to live. Seeking public consensus on planning and zoning decisions will
encourage development of clean industry and allow small businesses to flourish.
City government traditionally plans to maintain and expand its infrastructure: its
schools, airport, golf courses, utility sources, roads, drainage, recreational facilities, and
other pieces of the municipal landscape. Sebastian's managers intend to run efficient,
.YL acl. Vke5 Willi a minimum of problems.
Sebastian must plan infrastructure improvement in close harmony with the other
four strategic goals. The public must approve of both bricks -and -mortar and technology
- upgrades. These must satisfy specific future needs and improve quality of life, and they
must fit appropriately within one of the most beautiful natural environments in Florida.
The grid that follows represents the inter -relationship between the framework of
goals established at the "Solutions for Tomorrow" planning sessions, and the internal
department goals and objectives developed by the Public Safety department. It is this
type of extension that each department in the City will create as we move into the next
phase of planning.
iL
Department Goals
Cav 4 Maintain Safe Environment
Traffic Control
Disaster Preparedness
Inter Governmental
Coordination
Public Relations
"Solutions for Tomorrow " Goals
I. Efficient, User -Friendly Government
2. Commitment to the Future
3. Quality of Life
4. Environmental Conservation
5. Infrastructure
Solutions for Tomorrow Strategies
2, 3, 4 * Establish levels of service
* Utilize Crimewatch program
* Crime prevention through
environmental design
* Street lighting
1, 2, 3 * Survey traffic patterns and
develop a plan for "traffic
calming".
2, 4, 5 * Establish Disaster Procedures
Manual to include flooding,
other natural disasters, and
man-made disasters.
1, 2, 3 * Develop coordination linkage
between fire, sheriff, emergency
management, and mutual aid.
1, 2, 5 * Secure community involvement
"Bridge the Gap" between
citizens and the Public Works
department.
11
Summary/Conclusions
Strategic planning is a major undertaking. Most organizations find that working the
process in segments allows for the development of changes and adjustments to occur on
an on-going basis. This is the approach we have taken on this effort. The difficult part of
determining initial goal areas through the input of a cross section of the citizenry is
complete. This is not to say that this word is final. Our set of goal areas represent words
on a computer disk that can and should be updated on a regular basis. We have
developed this foundation and now we are ready to move into the next phase. We are
now ready to develop the tactics, with inter -department communication and coordination,
to make strides to achieve our goals. In addition, we will develop standards of
accountability, which will be used as a measurement tool of efficiency and effectiveness.
This next phase will also include the development of a continuous quality improvement
program which will evolve into a program over the next two years which will help ensure
that the standards which are set for ourselves can be met through a system of quality
assurance.
12
ADDENDUM ONE
City Departments and Tactical Planning
Following the completion of the broad-based goals which give general direction to the
strategic plan, it is recommended that the City continue it's planning process by
developing tactics for implementation to achieve the assessed goals. Through the
development of a TQM program, designed to develop the structure for a continuous
quality improvement program for the City, a sub -activity, supervised by the TQM
facilitator, could be set in place to allow department heads to work on the development of
tactical strategies. Attached also in this addendum is a worksheet format for department
heads to use for the development of tactics for implementation.
City Government Departments:
Public Works
Community Development
Human Resources
Police
Finance
City Clerk
City Manager
Airport
Golf Course
13
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Special Thanks and Appreciation to the Participants in the Planning Process
Sara Adams
Daisy Knowles
Sue Arnholter
Joan Kostanbader
Walter W. Barnes
John Malek
Phillip Bauer
Bob Massarelli
G. Bonacci
Bob McCarthy
Louise Cartwright
Frank Oberbeck
Tom Cecrle
Daniel Pruess
Pat Cerjan
Chance Reardin
Thomas Conneely
Kenneth Schmitt
Norma J. Damp
Donald Smith
David Dabrowski
Jerald Smith
Nancy Diamond
Ruth Sullivan
Carl Fischer
Richard Taracka
Thomas Frame
Harry Thomas
Joseph Generazio
Guy Tibbetts
David Haeseler
Amy Van Antwerp
Raymond W. Halloran
R. Votapka
Joel Hanford
Paul Wagner
Reverend Roy Harris
Robert Wise
George Herding
Randy White
John Kanfoush
Edra Young
Shirley Kilkelly
15
ADDENDUM THREE
DRAFT
Strategic Planning
1996
City of Sebastian
BIG SWOT
Community Meeting
Prepared by.-
Planning
y:Planning Executive Committee, City of Sebastian
Indian River Community College
CHUCK KNZMMLER
INDIAN RIVER COA04UNITY COLLEGE
3209 VIRGINIA AVENUE
FORT PIERCE, FLORIDA 34981-5599
(PHONE) 5614624468
(FAX) 5614624830
(E-MAIL) CKITZMII.@IRCC.CC.FL.US
16
2
Community volunteers from the City of Sebastian met October 25, 1996 at
the Sebastian Community Center to explore future directions for the city.
Participants included 35 residents and city officials. Faculty members
from Indian River Community College served as facilitators at this idea -
gathering meeting.
Participants agreed that one objective was to define internal influences
that contribute to the community's unique character: its strengths and
weaknesses. Its linked objective was definition of external trends and
influences that will affect the community's future: its opportunities and
threats.
This draft compiles these ideas into categories. The Strategic Planning
Executive Committee will examine these ideas for appropriate action
priorities. Determinations will serve as the basis for more formal strategic
planning: development of a mission statement with goals and objectives
for the coming years.
Strengths
Government
City Council
Accessibility
Effective police department
City manager form of government
Citizen involvement
Urban planning
Voter turnout
Fire, emergency service planning
Environmental planning
Comprehensive land use planning and regulated growth
Professional city managers
Cemetery
Airport
Citizen involvement
Adequate tax base
Early development of city
Environment
Great weather
Clean air and water
Diversity
Environmental Learning Center
Geographic location
Buffered by protected zones
River and ocean front access
Pelican Island and spoil islands
Citizen awareness
Low density development
Environmental regulations
4
Recreation
Fishing
Parks
Water sports
Golf
Easy access to inlet and river
Youth and sports programs
Airport and skydiving
Waterfront dining
Yacht club
Community center
Resort people
Bed and breakfast facilities
Education
School system
Parent involvement
Library
Environmental Learning Center
Ties to higher education
Community
Growth opportunities
Size
Real estate values
Security
Small town atmosphere
Citizen involvement and volunteerism
Religious influence
Medical facilities
Diverse population
Moderate cost of living
Access to cultural activities, shopping, transportation
Increasing year-round residents
Lack of low income ghettos
Handicap access
Low crime rate
Business opportunities
Facilities for senior citizens
E
Weaknesses
Infrastructure
Road maintenance
Lack of sidewalks
Insufficient riverfront parking
Vacant lots
Street lighting
Lack of water and sewer facilities
Poor drainage
Airport maintenance
Larger community center needed
Not enough stoplights
Aging facilities, including canals and bridges
Lack of traffic control
Lack of public transportation
Not enough boat ramps
Blind intersections and poor lot trimming
Street signs
Sidewalks and bike paths
Poor beach access
Abandoned buildings
Unattractive Rte. 512 corridor
No downtown .
Inadequate use of airport -
Small tax base
City taxes too high
Inadequate after-hours use of high school
Lack of handicap access
Excessive fee structure
Lack of a city engineer
Funding for emergency services
Tax base depending on retail shops
Boat/trailer parking
Outdated ordinances
City limits staggered, gerrymandered
Special use permits
Cultural Amenities
Lack of recreational facilities
No museum, art center
No movies
Lack of waterfront dining
Lack of good gym
R
No recreation, programs for teens
Lack of social openness
Golf course
No major university, learning center
Lack of ecumenical activities
No Jewish temple
Lack of restaurants
Lack of a downtown
No meeting rooms for small groups
Lack of community events
Business
Lack of hotel, motel, bed and breakfast rooms
Lack of job opportunities
Lack of affordable retirement, nursing homes
Small tax base
Lack of affordable housing
Lack of economic opportunities
Environmental restrictions
Lack of public support for small business
Low pay scale
Limited opportunities for clean industry
Excessive development of businesses targeting consumers
No internship opportunities
Lack of franchises
Weak Chamber of Commerce
Outdated and plethora of ordinances
Inconvenient access to businesses
Poor student/business relations
Lack of technologies
Lack of cable competition
Retirees taking teen jobs
Old trailer parks
Government Services
Government instability
Insufficient police
Special interest group pleading
Lack of public trust
Fish/wildlife management
City involvement with youth
Coordination between civic groups and government
Lack of Project Head Start for low income families
Lack of government response
7
Past political reputation
Poor planning
Overspending
No long term vision
Quality of Life
Conservation
Rental units needed
Kooks
Right to build on own lot
Overdevelopment
Age discrimination
Lack of student participation in decisions
Lack of volunteers
Moral stability
Aging population
Bedroom for Vero Beach, Melbourne
Not enough historic district
Not enough trees
Opportunities
• Recreation
Develop riverfront
Develop waterfront and water sports
Tourism
Bike paths
Golf clubs, clubhouse
Athletic events
Develop boat/trailer parking
Grants
Get county assistance
Improve parks
Cultural events
Organize youth activities
Cultural center
Attract movie theater
Locally sponsored fishing tournaments
Establish a museum
Ecotourism
Economic
Attract clean industry
Riverfront retail shops
Upscale restaurants
Parking improvements
Hotel expansion
Downtown expansion
Strategic planning
Managed growth
Affordable housing
Equitable distribution of business properties
Business -friendly government
National marketing
Restricted truck route
Tourism
Balance between residents and business
Develop natural resources
Airport improvements
Technology for established businesses
Retirement homes
Water taxis
Agricultural development
Workforce
Improve Infrastructure
Improve drainage, utilities
Attract cable competition
Acquire more city land
Pursue funding/cooperation with county, state, federal sources
Attend to historic preservation
Manage growth
Check handicap facilities
Storm water park annexation
Strategic plan
Use technology, i.e. automate police equipment
Street scape
Library fi
Government Services
Building height regulations
Stability
Honors academy at high school
Improve communication with school board/IRCC
Maintain safe environment
Increase adult education opportunities
More college prep in high school classes
Solicit public involvement
4
Encourage volunteerism
Support incentives to vote
Create opportunities for youth
Smaller government
Encourage affordable housing
Threats
Physical
Natural disasters
Unplanned growth
Traffic
Overdevelopment
Strip malls and superstores
Poorly maintained infrastructure
Pollution
Destruction of natural environment
Loss of open space
Overpopulation
Loss of river access
Congestion
Natural resources
Air traffic
Litter
Social/Cultural
High school dropouts
Illegal aliens
Lack of recreation facilities
Unfunded mandates
Low income housing
Crime and drugs
Loss of cultural identity
Immoral entertainment
Lack of direction for teens
Uncontrolled tourism
Declining moral values
Lack of vision
Opinion divisions between age groups
Pro -/no -growth arguments
Reluctance to change
Casino gambling
Loss of security
Lack of emergency planning
Lack of public involvement
10
Lacks of parks, recreation facilities
Exceeding services provided
Loss of history
Lack of respect for property
Unfunded mandates
Economic
Declining property values
Assessments, i.e. utilities
Liability
Influence peddling
Job training
Low paying jobs
Lack of business diversity
Rising interest rates
Small business failures
Profiteering
Aging tax base
Affordable housing
Cost of living
Big business monopoly
Inflation
Higher taxes
Governmental
Corruption
Domination by county
Loss of local control
Federal regulations
Privatization of services
Unresponsiveness