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The City of Sebastian Strategic Plan:
Solutions for Tomorrow
1998 Edition
A RESOLUTION OF THE CITY OF SEBASTIAN, INDIAN RIVER
COUNTY, FLORIDA, ADOPTING A STRATEGIC PLAN FOR THE CITY
OF SEBASTIAN, PROVIDING FOR THE ESTABLISHMENT OF
STRATEGIC POLICY; PROVIDING FOR GOALS AND STRATEGIES;
AND PROVIDING FOR AN EFFECTIVE DATE.
r" WHEREAS, it was the desire of the City Council of the City of Sebastian to pursue a process
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of strategic planning to define the direction that the City should use for the development of City
policies and operations; and
'^ WHEREAS, the City Council recognized that a proposed plan would only receive public
support if the public was the principal participant in the development of a strategic plan; and
\ a WHEREAS, the City of Sebastian undertook the preparation of its first strategic plan through
the participation of a cross section of citizens of Sebastian, facilitated by the staff of Indian River
Community College along with the additional participation of both elected and appointed officials
from the City; and
WHEREAS, several citizen meetings were held to develop the plan; and
MM WHEREAS, a final draft of the City's strategic plan has been completed and ready for
adoption and subsequent implementation.
NOW THEREFORE, BE IT RESOLVED BY THE COUNCIL OF THE .CITY OF
SEBASTIAN, as follows:
SECTION -L ADOPTION. The City Council of the City of Sebastian, Indian River
County, Florida, hereby accepts and adopts the attached draft of "The City of Sebastian Strategic
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Plan: Solutions for Tomorrow" identified as Exhibit "A" and accepts Exhibit "B" as a list of voted
r' concerns by the participants.
ell SECUON 2. STRATEGIC POLICY. All policies and operations of the City shall not
be undertaken without considering consistency with the City's Strategic Plan.
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CMON 3. GOALS AND STRATEGIES. The City Manager is directed to provide
for the development of individual departmental goals and strategies to further the implementation of
the Strategic Plan for Sebastian.
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SECTION A. EFFECTIVE DATE. This Resolution shall take effect immediately upon
its adoption.
The foregoing Resolution was moved for adoption by Councilmember 4'4X..z/� Ocl .
The motion was seconded by Councilmember t V . and, upon being put into a
vote, the vote was as follows:
r Mayor Walter W. Barnes
Vice -Mayor Richard J. Taracka
Councilmember Louise R. Cartwright �..
Councilmember Larry Paul
Councilmember Ruth Sullivan
The Mayor thereupon declared the Resolution adopted this 8' day of October, 1997.
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The Mayor thereupon declared this Resolution duly passed and adopted Phis 6V day of
—9 --Zop l , 1997.
AT ST:
athgn .M. O'Halloran', CIN40AAE
CITY OF SEBASTIAN, FLORIDA
By 10 t��
Wa ter W. Barnes, Mayor
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EXHIBIT "B"
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nan;ccd by importance to the community by the 43 member Strategic Pian
C'.itLeP's CnErmittPP.
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C'.lenn Air anti Water
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SCii0010
2.
Library
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2.
Geographic Loc t;oa.,
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2.
Citizen Involvement
FasoAress to Fiver and Ocean
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4.
Low Density I )evelopment
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EnvitoA"Amentaal aniaZiiaiiiig
4.
Accessability to Government
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t i iiVi ivy i i nT1T Y f'QQNC .ERNS
1.
Road Maintenance (pot holes'
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Taints Too High - Seal; Tax Base
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C-01ANIUNITY C014C1 RNS (continued)
1. Mare.Sidewalks and 131ke Maths
1. Maintain a Safe Environment
1. Lack of Job Opportunities
1. Mane aged Growth to Avoid Over_Tlevelopnient
L. Dovelup River LT'runt t1roa fur 'Passive Uso (park - natural rosourucs)
1 Conservation
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i. uu,Struction tafftlat irai Epti'vilt'nnicat
1. No Meeting Rooms for Small Groups
r-' 1. Need
�► Need Hotels, and FestMn»ran
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Drainage
�! Lack of Business Diversity
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. Cultural Activities (museum, art center)
Z. Pursue Funding Opportunities/(grants
4. Co -Ordination Betwecn Civic !gaups and Government
L. improve Communication with Schooisii. R. Community College
'%, Lack of Voltii2tPPrc _ Fi:Mouraae Volunteerism
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� . i Quill AdiviiiesiRcc;reutiull
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d lack OfC`,nhle Coninetitinn
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* EMPOWERMENT OF SPDCIAL NEEDS PERSONS (added at Sept. 6, 1997
Strategic Planning Committee Meeting)
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Contents
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Letter from the City Manager............................................................................................ 3
Strengths............................................................................................................................. 4
CommunityConcerns......................................................................................................... 5
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StrategicGoal Areas........................................................................................................... 6
Efficient, User -Friendly Government..................................................................................7
Commitment to the Future....................................................................................•..............8
Qualityof Life..................................................................................................................... 8
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Environmental Conservation...............................................................................................9
Infrastructure........................................................................................................................9
Goals/Strategies Grids.......................................................................................................10
Public Safety; Infrastructure; Natural Environment; Economy;
Government Services; and Community Environment.
Summary/Conclusion.........................................................................................................19
Addendum One:
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City Departments and Tactical Planning.....................................................................20
Addendum Two:
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Participants in the Planning Process............................................................................21
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City of Sebastian
1225 MAIN STREET o SEBASTIAN, FLORIDA 32958
TELEPHONE (407) 589-5330 o 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
rC;? 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.
F" 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
r" city employees, this plan will never result in achievements.
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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
rll� plan.
This plan is our written commitment to Sebastian's citizens to deliver solutions to
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your concerns. You deserve no less.
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Thomas W. Frame, City Manager
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The City of Sebastian Strategic Plan
P" 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
raw 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.
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Streneths
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:
w► * accessibility to government
* citizen involvement
* environmental planning
* comprehensive land use planning and regulated growth
* clean air and water
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* location
r' * river and ocean access
* low density development
* schools and library
r., * small town atmosphere
* low crime rate.
The above strengths are not listed in priority order.
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Communitv Concerns
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In addition, specific concerns of the citizenry were brought to the attention of all
participants at the strategic planning sessions.
Although not in priority order, the
concerns which had the greatest response as priorities include:
* road maintenance *
destruction of natural environment
* more sidewalks *
concern for over -development
* drainage *
lack of cable programming
* taxes *
lack of job opportunities
youth activities/recreation *
empowerment of special needs persons
* cultural activities *
lack of meeting rooms for small groups
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* need hotels and restaurants *passive
riverfront opportunities
* conservation *
develop natural resources
* increase the historic district *
maintain safe environment
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* develop the riverfront area *
encourage volunteerism
* economic development *
lack of business diversity
* managed growth *
pursue funding opportunities/grants
* maintain good communications with
the School District
and Community College
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Strategic Goal Areas
7 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
"04 tactics and objectives to work toward the achievement of these goals will be developed by
0" each department, will be submitted for approval to the City Manager, and endorsed by the
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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
rl� 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
f" Quality Training) Program, department heads can establish tactical strategies for their
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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.
0+ Beyond each goal area, six sub -categories were determined for purposes of
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identifying priorities and objectives for concentration over the next two years. These six
areas include: Public Safety, Infrastructure, Natural Environment, Economy, Government
"R Services, and Community Environment. To simplify the priorities and treatment of these
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areas, six grids have been set up to present the goal areas, objectives, and which of the
F." original "Solutions for Tomorrow" goal areas are impacted by those efforts. First we
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present the "Solutions for Tomorrow" goal areas.
Efficient, User -Friendly Government
e" 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
P" more complex --from infrastructure to business climate, from permitting to tax base
estimates. Public participation and acceptance help ensure efficient administration.
Sebastian is fortunate that residents have a strong sense of community. Their
^ tradition of civic participation will ensure that government hears a broad range of
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concerns from all major interest groups. Within this strong sense of
community rest three values which the City respects. These Community Values are:
f" Sebastian residents value the unique character of their community and depend on
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.
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Sebastian residents value and expect high quality city services at low to moderate
cost to residents.
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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 improvements.
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~' 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.
r" Commitment to the Future
City government shows a significant commitment to proactive, rather than
reactive, management. Decisions today for planning and zoning, technology, growth, and
economic development will shape Sebastian's future.
City employees and residents are encouraged to think beyond the next year when
planning budgets and priorities. This process will be continuous in goal setting, tactic
r" development, and receiving input from the community. This priority goal area has a root
0" purpose of empowerment to the people, and the realization that planning for the future
needs to be as continuous as the future itself.
0, Ouality of Life
When the community identifies what is of priority, strategies can be implemented
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to protect these qualities for future enjoyment. At our strategic planning sessions,
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residents set as high priorities preservation of recreation, culture, education, public safety,
'^ and empowerment and services for special needs persons..
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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
M 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.
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Environmental Conservation
,-I, Residents and city employees were unanimous in their regard for the value of the
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Sebastian's natural environment. Protection for rivers, and natural woodlands demands a
special priority in strategic planning.
To prevent over -development, managed growth will preserve access to fishing,
boating, and other water sports. 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.
Infrastructure
City government traditionally plans to maintain and expand its infrastructure: its
," schools, airport, golf courses, utility sources, roads, drainage, recreational facilities, and
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other pieces of the municipal landscape. Sebastian's managers need to run efficient, cost-
effective services with a minimum of problems.
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Sebastian must plan infiastructure improvement in close harmony with the other
r, 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.
e" Strateeic Grids
To further understand the goals and objectives established by the strategic
planning participants, the goal areas were divided into six sub -areas which have specific
+-► objectives highlighted. For ease of understanding and reading, a grid was developed for
each sub -area with objectives listed and initial goals impacted. The grid that follows
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represents the inter -relationship between the framework of goals established at the
"Solutions for Tomorrow" planning sessions, and the internal sub -goals and objectives
,lr, developed for Public Safety issues.
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Public Safetv
Objectives
"Solutions for Tomorrow " Goals
1. Efficient, User -Friendly Government
2. Commitment to the Future
3. Quality of Life
4. Environmental Conservation
5. Infrastructure
"Solutions for Tomorrow" Strategies
Maintain Safe Environment
2, 3, 4
* Establish levels of service
* Utilize Crimewatch program
* Crime prevention' through
environmental design
* Maintain street lighting program. ?
Traffic Control
1, 2, 3
* Promote use of traffic calming
techniques.
* Provide proper parking
enforcement.
* Maintain adequate speed control.
* Public information programs.
* Review and replace traffic control
signs.
Disaster Preparedness
2, 4, 5
* Develop an enhanced City plan.
* Enhance communication and
coordination with County.
* Establish Post Disaster
Implementation Plan.
* Assist county in developing Public
Information Program.
* Maintain and enforce adopted flood
and windstorm regulations.
* Develop contingency plan for
railroad disasters.
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Public Safetv (continued)
Objectives
Enhance Inter -Governmental
Coordination
Public Relations
"Solutions for Tomorrow" Strategies
1, 2, 3 * Maintain coordination linkage
between fire, Sheriff, emergency
management, Police, Public Works,
Community Development.
* Review and update Mutual Aid
agreements.
1, 2, 5 * Establish pro -active relationship
with media.
* Expand Community Policing
Program.
* Develop Youth/Police
Programming.
* Develop Public Information
Program.
* Improve Public Safety
telecommunications.
Grid number two, which follows on page 13, contains goals, strategies and objectives for
the area of Infrastructure.
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Infrastructure
n "Solutions for Tomorrow " Goals
1. Efficient, User -Friendly Government
2. Commitment to the Future
3. Quality of Life
r..� 4. Environmental Conservation
5. Infrastructure
Department Objectives "Solutions for Tomorrow" Strategies
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Adopt Plans for
1, 2, 3, 4, 5
* Plans: Stormwater, bike
Infrastructure Improvements
path, resurfacing, parks, parking,
right-of-way management, facilities
management, seawalls
management, boat ramps, docks,
street lighting.
* Create time schedule for
completion of above plans.
Adopt Infrastructure
2, 3, 5
* Programs for: streets, drainage,
Maintenance Programs
vehicles, buildings, parks, golf
courses, cemetery, airport,
bikepaths, and boatramps/docks.
Develop a Financial Program
1, 2, 5
* Identify and evaluate alternative
for Infrastructure
financing sources.
* Maintain Capital Improvement
budget.
* Identify funding requirements.
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Adopt a Concurrency
2, 3, 5
* Adopt concurrency ordinance.
Management Program
(Concurrency to mean that infrastructure must be in place before development can occur.)
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The next grid examines aspects of our natural environment that are of concern to the City
of Sebastian.
Natural Environment
"Solutions for Tomorrow " Goals
1. Efficient, User -Friendly Goverment
2. Commitment to the Future
3. Quality of Life
4. Environmental Conservation
5. Infrastructure
Department Objectives "Solutions for Tomorrow" Strategies
Preserve Special Attributes 2, 3, 4
* Focus on: air quality, water
of the Natural Environment
quality, sensitive habitats, land -use
planning, open spaces, tree
protection, Indian River
protection.
Maintain the Natural 2, 3, 4
* Comprehensive Plan
Environment Within the City
* Provide access to public areas
* Coordinate with other agencies.
* Land development code.
* Public participation.
* Comply with environmental
standards.
The following grid, on page 15, will focus on the economy, in relation to City priorities
and objectives.
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Economv
"Solutions for Tomorrow " Goals
1. Efficient, User -Friendly Government
2. Commitment to the Future
3. Quality of Life
4. Environmental Conservation
5. lnfrastructurc
Department Objectives "Solutions for Tomorrow" Strategies
Economic Development 1, 2, 3 * Support Chamber efforts.
* Increase jobs.
* Expand tax base.
* Encourage educational training
opportunities.
* Maintain and enhance business -
friendly attitude.
* Ensure proper siting in
comprehensive plan.
Address Housing in the 2, 3, 5 * Develop for comprehensive plan.
Comprehensive Plan
Provide More Public 2, 3, 5 * Work with community providers.
Transportation
The next grid, on page 16, presents objectives, goals and strategies under Government
Services.
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Government Services
Department Objectives
User -Friendly Government
Maintain Planning Initiatives
Maintain Public Trust
"Solutions for Tomorrow " Goals
1. Efficient, User -Friendly Government
2. Commitment to the Future
3. Quality of Life
4. Environmental Conservation
S. Infrastructure
"Solutions for Tomorrow" Strategies
1,2,3,4
2, 3, 4
1,2
Intergovernmental Coordination 1,2
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* Enhance Government Services
* Increase Cost Effectiveness
* Measure Public Satisfaction
* Enhance Responsiveness
* Identify Customer Needs
* Prioritize Services
* Update Comprehensive Plan
* Environmental Protection
* Update Land Development Codes
* Maximize Public Participation
* Bench Mark Successes
* Public Evaluation of Services
* Open Government
* Establish Local Ethics Policy
* Accessibility
* Increase Volunteerism
* Public Information
* Create Citizen Suggestion
Program
* Develop More Civic Group
Involvement
* Create Grants Management
Program
* Enhance Interdepartmental
Coordination
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Intergovernmental Coordination
(Continued)
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* Take an Active Role in State,
County, and Regional Issues that
May Impact Sebastian.
* Regularly Review Interlocal
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Agreement
* Maintain and Enhance
Involvement with Other
Governmental Units
* Maintain good communications
with District Schools and the
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Community College (IRCC).
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Annexation 1, 2, 3
* Identify Objectives
* Develop and Implement Plan
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The sixth grid which follows examines issues and strategies concerning Community
Environment.
Community Environment
Mot
"Solutions for Tomorrow " Goals
1. Efficient, User -Friendly Government
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2. Commitment to the Future
3. Quality of Life
4. Environmental Conservation
S. Infrastructure
Department Objectives "Solutions for Tomorrow"
Strategies
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Parks and Recreation 1, 2, 3, 4, 5
* Evaluate and Improve Existing
Improvement
Facilities
* Identify Needs
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* Encourage Partnerships
* Enhance City/County Relationship
* Enhance Funding Opportunities
* Enhance and Protect Waterfront
Access
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Community Environment (continued)
Support Educational
2,3
* Support'County Efforts
and Library Facilities
* Provide Strong Local Support of
Schools
* Support Increased Use and
Activities at Sebastian Area School
Facilities including IRCC and other
Institutions of Higher Learning
Maintain "Small Town"
2, 3, 4
* Implement "Old Florida Fishing
Atmosphere
Village Theme" on Riverfront
* Protective Land Use Planning
* Evaluate Traffic Calming
Techniques
* Encourage Historical Preservation
* Encourage Promotion of
Community Events
* Maintain Community Identity
* Promote Citizen Involvement
* Maintain Quality of Housing
Encourage More Cultural
2,3
* Encourage Public Participation
Activities
* Make City Facilities Available for
Events
* Encourage Promotion of Cultural
Events
Special Needs Citizens
1, 3, 5
* Identify needs of special needs
citizens in the community.
* Create Action Plan
* Address A.D.A. requirements.
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Summarv/Conclusions
r-+ Strategic planning is a major undertaking. Most organizations find that working the
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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
r'' determining initial goal areas through the input of a cross section of the citizenry is
r" 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 the foundation. We are now ready to implement the tactics, with inter-
rn 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
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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 continuous quality assurance.
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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 and target dates for implementation and completion. Through the
development of a TQM program, designed to create a structure for a continuous quality
improvement program, 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 within
a specified period of time.
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City Government Denartments:
Public Works
Community Development
Human Resources
Police
Finance
City Clerk
City Manager
Airport
Golf Course
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ADDENDUM TWO
Special Thanks and Appreciation to the Invited Guests and
Participants in the Planning Process
Sarah Adams
Bob McCarthy
Sue Arnholter
Claudia McNulty
Walter W. Barnes
Frank Oberbeck
George Bonacci
Kay O'Halloran
Phillip Bowers
Larry Paul
Louise Cartwright
Daniel Preuss
Tom Cecrle
Chance Reardin
Pat Cedan
Kenneth Schmitt
Thomas Connelly
Donald Smith
David Dabrowski
Jerald Smith
Norma J. Damp
Ruth Sullivan
Nancy Diamond
Duane Swing
Carl Fischer
Richard Taracka
Thomas Frame
Harry Thomas
Mike Garrett
Guy Tibbetts
Joseph Generazio
Henk Toussaint
David Haeseler
Amy Van Antwerp
Raymond W. Halloran
Rene Van DeVoorde
Joel Hanford
Richard Votapka
Roy Harris
Paul Wagner
Neal Henderson
Arlene Westfahl
George Herding
Randy White
Janet Isman
Steve Wild
Nancy Johnson
Robert Wise
John Kanfoush
Edra Young
Shirley Kilkelly
Daisy Knowles
Joan Kostenbader
John Malek
Bob Massarelli
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