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HomeMy WebLinkAbout10172007Specialcm c~ ~"".~' ~'',--~ ~..- HOME OF PELICAN ISLAND CITY COUNCIL WORKSHOP ECONOMIC DEVELOPMENT VISION SHORT AND LONG TERM GOALS AGENDA WEDNESDAY, OCTOBER 17, 2007 - 6:00 PM CITY COUNCIL CHAMBERS 1225 MAIN STREET, SEBASTIAN, FLORIDA AGENDA ITEMS MAY REINSPECTED /N THE OFFICE OF THE CITY CLERK 1225 MAIN STREET, SEBASTIAN, FLORIDA Individuals will address the City Council with respect to agenda items immediately before deliberation of the item by fhe City Council -public input on agenda items only -five minutes each individual CALL TO ORDER 2. PLEDGE OF ALLEGIANCE 3. ROLL CALL 4. WORKSHOP ITEMS 1-8 A. Economic Development (Chamber Letter, Draft Economic Development Plan) 9-43 B. Vision (Clerk Memo at Simchick Request, 1997 Strategic Plan and Related Documents) C. Short and Long Term Goals 5. ADJOURN (All meetings shall adjourn at 10:30 pm unless extended for up to one half hour by a majority vote of City Council) HEARING ASSISTANCE HEADPHONES ARE AVAILABLE /N THE COUNCIL CHAMBERS FOR ALL GOVERNMENT MEETINGS. GYy Council Meetings are Scheduled for Live Broadest on Comcaat Channel 25 ANY PERSON WHO DECIDES TO APPEAL ANY DECISION MADE WITH RESPECT TO ANY MATTER CONSIDERED AT THIS MEETING WILL NEED A RECORD OF THE PROCEEDINGS AND MAY NEED TO ENSURE THAT A VERBATIM RECORD OF THE PROCEEDINGS IS MADE, WHICH RECORD INCLUDES THE TESTIMONY AND EVIDENCE UPON WHICH THE APPEAL IS TO BE HEARD. (286.0105 F.S.) IN COMPLIANCE WITH THE AMERICANS WITH DISABILITIES ACT (ADA), ANYONE WHO NEEDS A SPECIAL ACCOMMODATION FOR THIS MEETING SHOULD CONTACT THE CITY'S ADA COORDINATOR AT 589-5330 AT LEAST 48 HOURS IN ADVANCE OF THIS MEETING. VGr~!~i. f~!U! b~L~HM Chll ".CHLii ';CI(U DCH'vll I'IU~G~U~ Y~ c August 13, 2UU7 Mr. Alfred Mitxner, ~"ity Manager City Of ~~~ASttFltx 122s Mzlizz st. Sebttstian, F1t3rida 32958 lte: Fc;c-t~onxic Develulyrnent Plan itz Draft Fortxz 17ear'vlr. Mi.nner: T}zis letter is to request that the sltbiect referenced aiiove, ~c~tnomic Developtnetxt, be Placed on the next m~~sk u-r-vtnienk agenda for the C"ity C"c~uncil_ W~ have included a very "dra~(l" d[,cumettt for economic dcvelopmezxt which is intended to hole .initiate a dix:ussion with the City to ztxove foz•ward with tt plttn tc-17e1}x attract new business, axrci retain existitxg business in out- cozx~zn,unity. Uza April d, 2007, tl-~e C'httm}~er spansc~red a Workshop with Mr-Bill I;r<.tEh, an • i.tzdepencie~xt economic develc-Pmetxt exrert. The minutes of tlae txaeeting, which suzxxtxx~ui.~es Mr- T'ruth's cc»t~rtiertis are also attaclacd to tlxis letter. l.f' yc-u recall, Mayor C~oy speciftca]ly requested t}•tat the subject be brouglxt back to C'ou~xcil f(rr f-uriher action. "1'Ixe t.~':.1xf1~711.T+°I•, with the help of'L?on Wright, and others, llr'IS created a draft t-utline for the ere}itiozz of a pltux fc-r il~ze ~'ity. Thy chamber artd its rcprescntatives h~v~ aist,? held discuss.ic-rtg witt3 council member;;, and of course you, witlx the itxt~ezxt of moving f'rrrwarcl with atx eeonomis; deveIopmetxt plan, V~'e would like to aslt Couzxcil to schedrale sc~n~e tuna tt~ discuss cur uxitiatives, atxci create a cotntnittec ofvolunteers who woule~ be able to continuo ~varking on this pt'oject. Thanks it-r yc-ur helix with t}:is tnattcr. ~1'ery truly yours, Beth L. Mitehall Executive Director 0 ~,~.:. !u• tear e•ouni~ [nr i ^CnL~ ~ ~+Cnv D[n~~n ~i~~,G4U~ t'• Economic Development Plan ~`or the city of Sebastian, Florida Draft Uutlille, August 22, 2007 i'rep~-ed by the Sei~~xstia.rT River Area Cht~mber oC Coalulierce LCT ~ ! l1 • _!i!! ~ c :;;~~AM t x ! htAL I r 4'tKU tt!~GH ^!0 • r:4U~ F' ~ 4 ICIt~@~L 1.. Vision State~~nent 2. I~orbcs .Az-ticlc ~- Best States ~o~ t3usizxess 3. rlorida Today 11rtiGle -- titles Gaza ~zat~ce Srx~alle~- $ttsir~ess ~. F.CtJllot'11iC InCel7tiVeS 5. l~,i.st cif }'rc~jec:ts anci `1'ask.s fi..l.n~.plezn.et~.tatiun UGZ~IU• ~U!.~I r~~61!.wl`~ t1,Il htHLIY VtfiU ttA~`i IVO•l'~4U:~! N• 5 .1. Vision 4tatemcnt Ecotrumic DevelopAnent For City of Sebastian The City of Scbasfiian will preserve anti improve the quality of life iiyr the residents ai Sebastian by developing couxzuerc;inl.~i,ndustrial areas that will ea~]aance the tax base azzd cc~rrtrihtzte to the economic vitality of the City, resulting in retexatior~ csl'existing business and recruitment of new business, with the creation at'jobs that pz-c>vide wages above the averago annual wages in vur cott~aau»ity.. Mission T1~e n~issiart is to utilize existing land resources tc> c,~reate o~pportuzuties far ciesirab)e new business to locate and existing business to relncate and expand. Working with commerc.7al and industrial property owzrers and creating pubiie/privat.e partnerships znsalc.irag it easier to attract business to their locatiu»s. Open lines oC conrrrrunicatian with existing business owners to dcterz?~ine what the u~rrrrrtunity cats do to meet their needs. Estab)islr and understazzd. ecuuumic incentive programs front 5ebastizzn, Indian Rivex County and the State of 1~larida to fully cdilire these programs to attract and retain existing business. Evaluate cornrncreial industrial areas acijaaen.t to the City acid work Kritla those property owners to develop acquisition agreezxzez~ts and developrrrent agr•ccznents that will benefit alt parties. Strearnlizzc; the approval process for new umstruction for desirable business Definition of desirable !?usiness- i . .Aaiy ligb.t rnici clean business or industry„ Z. Desirable business to provide rnaxirnurn incentive to: prinr~iry light and clean coluc~rn.ercial ar industrial business that will diversify revenues tc~ the city, i.ncrectse the lax base and pay wages that are at least 15-2.0°/„ alive the existing average wagt~s and bcncfits,. 0 r'orbes.com -Magazine Article Page 1 of 3 ~M j ~ Risk I~~negeee~1 Forbes ^+~-Cf'1 Special Report , The Best States For Business Kurt Badenhausen, 07.11.07, 6:00 AM ET You use its products every day-when you take across-country flight on a Boeing jet, when you sip your morning Starbucks coffee, when you order the latest Harry Potter book from Amazon.com and when you use the Microsoft operating system on your PC. Washington state is home to these companies and more, befitting the state's tagline, "Innovation is in our nature." In Forbes.com's second annual Top States for Business, Virginia may be the top-ranked state for the second straight year, but Washington is the big story. The biggest mover (tied with Tennessee), rising from 12th to fifth place, Washington is also the only state to finish in the top five in three main categories (labor, regulatory environment and growth). And Washington's numbers are up across the board when you look both backward and at projections into the future. In Pictures: The Best States For Business Table: The Best .States For Business "We're blessed by birth. We have an innovative spirit in the state," says Washington's Gov. Christine Gregoire, who adds: "We've made improvements to get out of the way and let innovation and creativity take over." Not that Virginia did badly-it just didn't dominate the rankings the way it did last year. The state finished in the top 10 in four of the six main categories we examined. But in 2006, it finished in the top 10 of all of them. Virginia's top attributes include an incentive environment that is the fourth-best in the country, according to Polling Corporate Real Estate, a commercial real estate consulting firm, as well as an unemployment rate that's the third lowest in the nation. Moving up to the second spot this year was Utah, from fourth place in 2006. Utah benefited from low business costs (g% below the national average) and a strong current economic environment. The state's five-year job growth rate jumped to 1.8%, from 1.3% last year, while incomes growth improved to 3.2%, from 2.2%. Our second runner-up was North Carolina, whose capital, Raleigh, is our best metro area for business and careers. North Carolina has the second-lowest labor costs in the country (18% below the national average), and incomes are projected to increase 3.8% annually over the next five years, the second- fastest rate in the country. We have been ranking the Best Metro Areas For Business and Careers for nine years, and this ranking of states looks at many of the same factors, including business and living costs, job and income growth and http://www.forbes.com/2007/07/10/washington-virginia-utah-biz-cz kb 0711bizs... 10/15/2007 rurvCS.com - iviagazme t~mcie Yage L of 3 educational attainment. But we go a step further with this ranking in several ways. First, we look at projections of job, income and gross state product growth. We also examine venture capital money going into an area as well as new businesses that have cropped up in the past three years. Another addition is the role that government plays on the business climate in terms of environmental and labor laws, as well as taxes and incentives. These factors play out on the state level instead of on the local level. Overall, we examine 32 criteria to assemble the list. One of Washington's big strengths is reduced red tape. The Office of Regulatory Assistance helps individuals and businesses sort through the many layers of government regulation all in one place. If a number of state agencies need to be contacted for a new business to obtain permits, it can. be handled from one source. That's part of why Washington has had more businesses open per capita the past three years than any other state in the U.S. Another reason: A culture of innovation. "Innovation is the common thread throughout every industry in Washington," says Juli Wilkerson, who heads up Washington's economic development office. Venture capital spending in the state is the fifth-highest in the country, totaling $2.6 billion the past three years. This climate of creativity dates back to the early 1900s, when John Nordstrom opened his first shoe store, William Boeing built his first airplane and Friedrich Weyerhaeuser built the world's largest saw mill of its time. Today, Nordstrom, Boeing and Weyerhaeuser have combined sales of $90 billion. Another attractive part of Washington's economy is its low energy costs-28% below the national average last year, according. to economic research firm Moody's Economy.com. The state's energy costs are the sixth-lowest in the country. Power costs for fellow Pacific-coaster California are twice as high. No wonder Washington is booming. "Businesses that we are competing for now typically tell us that they have eliminated California from their thinking because of the time that it takes to get what they need to construct or expand and the cost of doing business," says Gregoire. Washington is also prime territory for companies looking to do business in both Asia and Europe. The Seattle-Tacoma port is the fourth largest in the United States, behind Long Beach, Calif., Los Angeles and New York. As the birthplace of some of the world's most powerful companies, Washington is also home to many of the world's richest individuals-including Microsoft's Bill Gates and Paul Allen, Amazon.com's Jeffrey Bezos, cable magnate Craig McCaw and Starbucks founder Howard Schultz. This is helping spur more economic activity in the region. "We want to be a center for global health," says Gregoire. Helping to fuel the idea of a Washington as a global health center is the Bill ~ Melinda Gates Foundation, based in Seattle. The foundation, which strives to enhance health care around the world, has an endowment of $33 billion. Seattle is also home to the Fred Hutchinson Cancer Research Center, one of the leading cancer research institutes in the world. With a highly educated work force and apro-business regulatory environment, Washington is poised to remain one of the best states to do business in-and to climb even higher on next year's list. In Pictures: The Best States For Business Table: The Best States For Business http://www.forbes.com/2007/07/10/washington-virginia-utah-biz-cz kb 0711bizs... 10/15/2007 10/15/2007 13:57 7725895993 ;-~~-.~~aty ar"ua~1: paw SRA CHAMBER COMMERCE !• ~ '-.r,'y. rM i'a'r*w•. •V 5..:.Mp'"r.+ n"7~..:::"• .y'::.:.; M P ~~7~1 `'h'~ ,iAt..+~j '• ; n'~++',?,, ,'~ ±'c•~~.~~*.,~"..fS~'_ w '.+n.'..r " ,• yip.-;~ '°~ :e ^ n 'w~~ti•!" ~'S!'~'«%1~~'."~'~=~i.:'fv'•. n'~•^.'~••,,;,a's{~!"I: ~ .. .. i.~"~{,U.ni :Y.4. :r. •a. ..ti4e~:r' •rr.. .y~ .•eId.4W~. na. 1• •!+.; L. YII~:s~Jy': r.:: ~~l ' y^ 3uly i7, 20C7 Cz~zes ent;ce .sma~~r buszxzess~es ~nce~afx~es can e: tez>vd beyond tax 1~eaks BYL,c'~'AA,TGr14~° , .'~'.LC?.RIDA TODA,~' \Nfth ,plans to irtple it; workspace and double Its work force, a Naelbaume saFtwars company wag wooed by aides targES and small, from Qaytona 9each to Palm Bay tc 4rlanda. i he Softvrare Speci~~lists, which Ciesigrs and tests cammercia; avianfcs sottwar~, retrofitted a L.S. 1 building in Pelrr: Bay otter considering incentives from other cities. Palm f3ey, owners said, offerard the best tax break, the p ~tential pf matching funds for improvements and statfi encou; agemerit, es well as a prime taxation. The btgaest incentivf : wzs a 1 a-year tax abatement on city property taxes. The business also received matching funds from the city to repave its parking lot and will ,^arek landscaping funds ..cause their site at Port Malabar Boulevard is in the BayfTont Redevelopment Area. "I think that every ctfi' in this county is vying for a solid piece of th2 economic pie, A city has to position itself, particx. early far some desirable businesses." said Rochelle Lawana:ales; consulting adirectar for Rocktedg a's redevsfapment agency. Tb en~cm businesses in a growing, ~maetitive market, clues are offering incentives thB state and even the c+aunty cans ,and not just to the arajor players of indusir`y. I hose municipalities are working harcier tp kip and expand the businesses they have and are focusing on businesses with fewer than 30 workers and ever: pig-box retailers. "i=dr us to get a Wa!-1,hart; Lowe's or Fioms spot is a big plus fa us. We need incentives," said May Sharpe; manager of t he af6ce a5f economic development in Gocaa. Sometimes, she said non-monetary incentives Pike fast-track revieti~s are vital. "i fte worst Thing any pity pan do is to hold up s deveiopar's permit or change the rules midstrEam. To the prnrate sector, tirr a? is money," she said, in addition to the usu 31 breaks or. propasrly taxes, cities are inCrsasingiy implementing bGStness' friendly practices. Tn' ~y offer matching funds for fa,;,ade or landsaapinr~ improvemen*,s; loan farads, revolving soars, brea~~ on im,;aC #ees, =ven staff hand holding through the permif;ting process. Some, including Melt same and ?aim Bay; have business incubators, where snail s'~ =up businesses share ser rites and `galpment and lease space at a nrasonabie cost, And cities ors reducir g red ape and aa~opting unique ordiranees to ;yaks their city stand out. i he i ttusviliA c$y Co anon on July 24 will consider approving trarsfeROi-developrtient right. Camrnera~al property owners could sell their unYsed unit per aL:re to The owner of a different site tt-~at is appropriately Zona?c! fur that use. For exampib, the owner ~ a site where ~D arts*Ls ~ multiple housing is aliow~l m.:y want to Only develop 1l?. He rpuld sell his rights t0 build 4c~ r-,ore ta? anGther developer: PAGE 17/22 Pogo Z Oi ,2 :*tp:!i~t'`~^~v_r~o~i~ato~'a~.cc~a;'atoms.!pbcs.chi.Lis,-ticje`~.A~~;'2O070i'?~''v'EPdSGI!?(37~;0343:'1f?OEs.~nc~wct~1~. i;1%!7.G!!; 10/15/2007 13: i7 7725895993 SRA CHAMBER COMMERCE PAGE 18/22 ;:~z~-x~~c~ot~ g~'ucA ~ pie • Page 2 ox 2 "it's ingenious. rt hel ps a ~' gs~ trto>•e parking spaces, improved stormvrrater, etc.," said Karen Steil, acting ecnnomio deg ~efoper for Tltusvllie. Ctti~ can relax req~-ir~ne;rrts for trsinns flke the number,ot peirking spas required or duce or waive f~.s. Same cxaata ent`~tise rbnes and redevelop~s~nt authorities to target ioc~tfrions for err at a facelift. . "VVe need fors of too s in our toolbox. ca:.h City is unique and fiP-e needs of each business is unique," ~.avrarrdafas said, ?a!m Bay evert'ofl'ec3 tong-term;r~fas fvr budding snbapr°-r°urs rand employs a busi,~,gs ombubsnian. "f~io otk~' city in 3reh~ard County has an ombudsman that specializes in assisting startup businesses and Q.iiStrn( busines;~ V~'tt t<? s+xpand to navige~tg the permitting and zoning prooasses;" said Chas tvot'Cori, ~ 'N1pr11C ac't;~ d+l~pntent tEire~or. 'This building had ar ideal location facing the water. i'1'~ere's a big project going in next door, they're radorng U.S. 1, and vre'rs in a good groM+th mode," said Bruce Hanson, cao'wndr of Tne Specialty Store. Hanson said ~ lair rive~}r92tr-old business, which won a r=amity Friendry Buslnsss 3w2~rd from Palm $ay last montr; went from 17 employees in 1.840 square feet to 35 workers and about 6;OOD squara int. After onl,r sever months in ?aim Bay, they're qu:ckfy Wiling the space and may need mare, said Co+owner viark Everiy, "each business requi-~ dif:er~tt incentives, and we are not limited to a fis+.;" Norton said. Melbaume thl& year Megan a pilot program, offering matching funds of up to ~z0,QO0 for :grade improv°rnen'.s in its dawrttrnnm redevelaoment area, said Doug Dombrowski, economic and 'edevelopment cooed nator. And the city is in the i Croce,,; of rev~mpir~g its incentives in another redevelopment area. MBlboums and p1fi1Gr Myer; work ciasefy with the Space Coast Economic Deveiopn,ent CommlSSian. Cocoa`s Mary Sharpe said Cocoa will soon have a Business and industry Committee to rielp established businesses. "The new philosophy s m gnaw your own. i he group would help a restaurarY to franchise a help a ranutactur~ find a n~~n+ market," Sharpe said, ' Coniact .ie~mp at 44Q5 -1~,~3 or f ttmp~orrdat~~. com. .~=%~~~v.~o~.datoda~.can,`a~pps~pbcs.c#~1,`article"A.Il~~'~QO?Q?I"~'!~'EVE'~Ql,'7O;1?Qva~;1OO6.!me~csOl~... ^:'i7;2~~~7 Business Incentives It is just as likely for a place to pick a person as a person to pick the place. Sebastian is prime to set the pace and place of your new life. PROVIDING THE PERFECT WORK/LIFE BALANCE. The following business incentives tend to tip the scales in Sebastian's favor. • Competitivelease rates at all airport properties • City permit fees waived for businesses located at the Airpores Corporate Park West • Tax Increment Financing district • Infrastructure improvements • Rural Business Enterprise (RBE) grant • Community Redevelopment Master Agency Plan for long- term growth • Participation in the Qualified Target Industry Tax Refund • Local jobs grant program for industries • Traffic Impact Fee Financing for industries • Businesses and the County's target industries • Utility deposit waivers for eligible industries • Financing of water and sewer impact fees • Availability of infrastructure with sufficient capacity {roads, water, sewer) • Availability of Industrial Revenue Bonds • Availability of job training through Indian River Community College • Assistance in acquiring federal or state grants, such as Community Development Block Grants Yage 1 of 2 - http://www.sebastianbusiness.com/incentives.htm .10/15/2007 UCt,III, cJUi ~~.~!JAM t«II h'tA.Lly ~,~cN~J `'~~r.!JH 2. Forbes Magazine -Best State foX business 'JCI~ I:J. ~iJUI J~dUHIb'I C,'!ll ~!LHLI? 4'CRU DCKI,C {'IU~G4U'J r~ i 3. 1.+.la~lcia ~.['t~day ~;yuly !7, 2007 - byline a.inda .jump "Clues Entice Smaller Businesses" 1.+l L~! U~ L l~ U f ;~ q. 1uX,ASt.~.[l.~ c UCT.IU~ ~UU1 t~~:;IxM tRll f;txLlY VtKU L~tAl,li I'Jn.e4Uy F'. y 5. List of Pruje~:ts a:nd Tasks J.dentify available land for comrttcrcial aa~d i.n.dustrial development. Identify and define targeted, qualif eti and desirable businesses Grcatc desirable business criteria to evaluate level of incentives to c.f(7er Identify incentives t'ldi+~ue to Seliastian Crease aFast-~'raek permitting and approval pzuce,GS for new business ld~~lify in[Tastructure irtiprovcmcnts reyuireei for new business dcveloptnent Work with existing bu,5ir~ess owners and the g~owtl~; tn.tinagement department to retain a~xi/or expand their businesses Evaluate the need for a eontzdcntial task. force to work with potential new businesses 6. ~mpleme~ntation Create a C,harnher organized committee to izxiti.ate and analye programs to attract au~d retain business and c~7mplete the sections outlu~ed izt this presentation; Commiltee Participation: Chamber of Cotnmcrcc part.icipatio.n -two trosiliirns City Staff ~ ~-one position, can rotate det~arlment heads or managers Council Appoitittncnts -two ptisitiotas of citizens ai large, dominated by Council Committee Meetings: Every two weeks, oz1 the 1'` aid :3"~ Thursday of rnoritli to beheld at the Chamber offices on lvlain St, at 9~Qt) a.r,7. MEMORANDUM To: Mayor Coy and City Council Members From: Sally Maio, MMC -City Clerk CC:, City Manager, City Attorney SUBJECT: 1997 STRATEGIC PLAN Date: 8/9/2007 At the end of last night's meeting and discussion of a vision and goals workshop on October 17~', Ruth Sullivan told Council member Simchick about a "vision" plan that had been formulated following a public participation program in the mid 90s when she was on Council. The Strategic Plan was adopted by R-97-70, an additional exhibit added, then readopted as a legislative history to the City's Comprehensive Plan by adoption of R-98-51. Ms. Simchick asked for a copy of this plan and I am copying it and the related documents to each of you for your information. . sam 0 96.119 Strategic Planning- Dr. David Sullivan,.lndian River Community College - 6/10/96 workshop -presentation -Goals and Objectives briefly discussed stra_ teaic planning proposal placed on 6/26/96. agenda for. formal action - 8/14/96 pending list review -Mayor Cartwright suggested the number be reserved but the item removed from list -Appointment of Large Strategic Plan Committee - 9/25/96. Agenda -method recommended by City Manager approved (see minutes) 97.244 Adopt Resolution No. R-97-70 - Adopting a Strategic Plan for -the City~of Sebastian -1018/97 agenda -adopted with addition of priority list as exhibit B to resolution 98.207 Resolution No. R-98-51 -Strategic Plan as Appendix to~ Comprehensive Plan -1212/98 agenda -adopted 00.214 County Road 512 Visioning Process - 9/27/00 agenda - charrette process to begin 02.235 City Council and Sebastian Management Team Strategic Planning Session, November 14~', 2002 -10/23/02 agenda -report -Mayor Bames -Report on Strategic Planning Process -12/11/02 agenda - proclamation with Cites mission statement to be presented in the future - presented - .mission statements given to each department /o ~.• . - ~ , ~ :. . A RESOLUTION..OF THE CITY OF SEBASTIAN, INDIAN: RIVER COUNTY, FLORIDA, ADOPTING A STRATEGIC PLAN FOR THE CITY OF SEBASTIAN, PROVIDING FOR THE ESTABLISHIV.>~NT OF STRATEGIC POLICY; PROVIDING FOR GOALS AND STRA'T'EGIES; AND PROVIDING FOR AN EFFECTIVE DATE. ~~ WHT.RF.AR, it was the desire afthe City Counc~ ofthe City of Sebastian to pursue a process 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 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 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: 5~.~'~'jON t. ADOPTION. The City Council of the City of Sebastian, Indian River County, Florida, hereby accepts and adopts the attached draft of "The Gity of Sebastian Strategic ii i r•.- _ • ~~ ~• ' r ~~ . Plan: Solutions for Tomorrow" identified as Exhibit "A" and accepts Exhibit "B" 'as a list of voted concerns by the participants. S~'jON 2. STRA'T'EGIC POLICY. All policies and operations of the City shall not be undertaken without considering consistency with the City's Strategic Plan. SECTION 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. SF['TiOx 4_ EFFEG°ITVE DATE. This Resolution shall take effect immediately upon its adoption. ~ . The foregoing Resolution was moved for adoption by Councilmember The motion was seconded. by Councilmember `~ ~ and,. upon being put irrto a vote, the vote was as follows: Mayor Waiter 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 8s` day of October, 1997, The Mayor thereupon declared this Resolution duly passed and adopted this S~ day of -1997. CITY OF SEBASTIAN, FLORIDA By: 1 ~, n 1 Waiter W. Barn 'Ma o~ r ~ Y A ST:. ..... ath~n, O~ialloran;-~Me~AAE ..., _ ~~ /a ~, ,.' . , ;' ~. ~~ (Seal) ~. ' Approved as to Form and Content: Valerie F. Settles City Attorney . 'r ~~ i . ~ /3 t ~. RESOLUTION NO. R 98-51. A RESOLUTION OF THE CITY OF SEBASTIAN, INDIAN .RIVER COUNTY, FLORIDA, REAFFIRMING RESOLUTION NO. R 9770, ADOPTING THE STRATEGIC PLAN FOR THE CITY OF SEBASTIAN AS LEGISLATIVE HISTORY FOR THE COMPREHENSIVE LAND USE. PLAN, PROVIDING FOR USE OF SAME IN INTERPRETING. AND IMPLEMENTING COMPREHENSIVE PLAN, REQUIRING PUBLICATIOlai AS APPENDIX TO COMPREHENSIVE PLAN, PROVIDING ~ FOR RESOLUTION OF CONFLICTS, PROVIDING FOR EFFECTIVE DATE. WHEREAS, a cross section of the citizens of the City of Sebastian participatcxl.in an extensive process of reflecting upon the essence of the City and contemplating the most desirable means of nurturing the uniquely endearing qualities that give Sebastian the charm so chenshcd by it;: citizens; and WHEREAS, through this grass-roots efforts a strategic plan was formulated to provide guidance and solutions for the City of Sebastisn's future; and . . ~VII~RFAS, on October 8,1997, by Resolution No. R 97-70 the City of Sebastian :uloptcd said Strategic Plan as a guiding star in the formulation and implementation of ali City policies and operations; and WHEREAS, the City of Sebastian Comprehensive Land Use Plan has recently been amended in accordance with the technical provisions of state law and in response to the mandates of the Department of Community Affairs; and WHEREAS, because the structure imposed upon the Comprehensive Plan by these state requirements does not adequately convey a clear vision for the future of our community, it is the desire ofthe City to reaffirm its commitment to fulfilling the strategic plan for tiic City that has been prepared by its citizens; NOW THEREFORE,.BE IT RESOLVED BY THE COUNCIL OF THE CITY OE' /5' rearms its commitment to "The City of Sebastian Strategic Plan: Solutions for'Tumorrow'~and the "Priority List" ofthe Strategic Plan Citizen's Committee as adopted and nnplcmentccl in Rcsoluti~~n R 97-70, a copy of which is attached hereto. Section 2. LEGISLATIVE HISTORY. This Resolution, Resolution R-97-70, and the Strategic Plan and Priority List incorporated therein„ are hereby specifically adopted as legislative history to the. City of Sebastian Comprehensive Land Usc Plan. motion 3. IMPLEMENTATION. Ali City boards and departments shall look to the provisions of the Strategic Plan for guidance in implementing and interpreting the provisions of the Comprehensive Plan. Section 4• PUBLICATION. Any and all publications of the City of Sebastian Compreh~sive Land Use Plan shall include a copy of this Resolution, including Resolution R 97-70, the Strategic Plan and Priority List attached hereto, as an appendix to said Plan. Section 5• CONFLICTS. It is the intent of the City Council that the provisions ofthe Comprehensive Plan be interpreted in a manner both in harmony with and in furtherance of the Strategic Plan unless such interpretations would require and result in an absurd meaning being given to ffie common usage of the language. However, it is recognized that as a matter of law, any unavoidable conflicts must be resolved in favor of the provisions of the Comprehensive Plan. Section 6• EFFECTIVE DATE. This resolution shall take effect itrunedintely upon its adoption. The foregoing Resolution was moved for adoption by Counc~nember __ tJ ~~ -~- ~- --- Mayor Ruth Sullivan Vice-Mayor Martha Wininger Councihnember Louise Camvright . Councilmember Larry Paul Councdmember Chuck Neuberger The Mayor thereupon declared this Resolution duly passed and adopted this 2nd day of December, 1998. ATTEST: c M. O'Halloran, CMC/AAE City Clerk Approved as to farm and legality for reliance the City of Sebastian only: ~ % Rich Stringer, City rney CITY OF SEBASTIAN, FLORIDA By: ~+a / Ruth Sullivan, Mayor l~ • 14. Qj,,~ BUSINIaSS 9e.o~s A. Approve Change Ober 2 with Ranger Const7uction in the Amok of 54,788.56 - Commutd4v Development ~lpgk Grant Project - Tai{ed from 11/18/48 (P!pblic Works Transmitt~ 11/5/98, CRA . Lettu 11/x/98, Change Orden The City Manager gave a brief presentation on the deferred itean; and the City Attorney opinad that based on tho contract documents, tho City could legally defa~d itself If it chose to dewy the cbange order item Add-1, but that it is ultimately a policy decision of Council. TAPE II - SIDE II (9:40 p.m.) • ~ - MOTION by Paul/Neuberger I'll make a motion to approvo change order #2 with deletion of Add item 1 but keeping and maintaining number 6 and 19 which aro delineators and catch basin. ROLL CALL: Mrs. Cartwright - absent ~ . Mr, Neuberger ~ -aye . ~ Mr. Paul -aye • Mrs.'Sullivan ~ -aye . ~. Mrs. Wininger. -aye MOTION CARRIED 4-0 15. ~ SEW BUSING . 98.207 • A: Resolution No. R Q8-S 1- Strategic Plan ~ Appendix to Conl~ensive Plaa (Ci~t Attgrney Transmittal {,1/24/98, R-9$-Slj . ARESOLUTION OF THE CITY OF SEBAS17ATi,It~1DIAtdRIVER COUNTY,FIARIDA,RF.~-FFIRhiQifIRESOLUTION NO. RA7 70, AUOPTIIQG TEIB STRATEG~G PLANFOR THB CITYOF SEBASTIAN AS LE4ISIATIVB HISTORYFOR TAE COMPREFffi3SIVE LAND USE PLAN, PROVIDING FOR USE OF SAME IIJ II+TTERPRETING AND F~I'LRMEN'TII~TO COMPRF.I>ISTSIVS PLAN, Rt~QUII2IIdG PUBLICATION AS APPII~IDIX TO COI~REEZ@iSiVE PLAN, PROVIDING FOR RESOLUTION OF CONFLICTS, PROVIDING FOR EFFECTIVE DATE. The City Attorney read Resolution No. R-98-S 1 by title. MOTION by Sullivan/Neuberger I would move approval of Resolution R~98-51 including the strategic plan as part of the Comprehensive Land Use Plan and adding the priority list. . 5 i~ • f ~ !' .. . - Regular City Council Meeting ~ ~ ~ ~ • . ber 2,1998 ~ . . Page Six ~ . ROLL CALL: Mr. Neuberger -aye Mr. Paul.. -.nay Mrs. Sullivan . aye Mrs. Wminger • aye . - Mrs. Cartwright -absent MOTION CARRIED 3-1 (Paul -nay) 98.7A8/ 98.088 B. Resolution Na R 98-52 -Abandoning Airport Prr (City Manager'1'tpttsmitta11J/24/98. R X8-52) A RESOLUTION OF ~ CITY OF SEBASTIANi, IDIDIAN RIVER COUNTY, FIARIDiA, DHCLARB~T4 SURPLUS AIRPORT PROPERTY; AUTHORII.ING EXECUTION OF LETTER AGRI~IT WITH AND ACCSPTANCB OF DE®OFRBLEASE FROMFEDERAL AVIATIONADMII~IL4TRATION; DIRF.CTII1(}CITXMANAG$RTOOFFBR SAID p'ROPERTY FOR SALE BY BID; SETTII~TO CONDrPIONS AND MII~IIIK[J1-d PRICT$ PROVIDII~TQ FOR EFFECTIVE DATE. The City Manager explained the process for ab of the subject properly. • MOTION by Neuberger/Paul • I movtr to approve Resolution No. R 98-52 declaring surplus airport property, ag executioar of letter agreement with aoxptanoe of deed of release ~ FAA and dir~dng the City Manager to offer the property for sale by bid with minimum bid to be S 1000. • ROLL CALL: Mr. Paul • - aye ~ • Mrs. Sullivan -aye Mrs. Wininger .nay Mrs. Cartwright - absexrt . Mr. Neuberger .aye MOTION CARRIED 3-1(Winingcr -nay) The City Attorney read Resolution Na. R 98-52 try title, 98.139 C: Resoludon Np.. R-98 S3 -Airport Joint Partjcipation Grant Agr~ment Bc~veen FDOT and Ci~v of Sebastian for a FuclFarm -Authorize City Manager to Execute (City Manager Trgnsmittal 11/24/98, Attorney Memo.lvlanager NJemo, Proposed Agreement) A RESOLUTION OF THE CITY OF SEBASTIAN, A+IDIAN RIVER COUNTY, FLORIDA, AUTH4RIZB~T(} THB CITY MANAGER TO ID~CUTfiAND THE CTfY CLERIC TO ATTEST A JOINT PARTICIPATION AfJREE[ul@8T (GRAND WITIi THE STATE OF FLORIDA DEPARTMENT OF TRANSPORTATION FOR AN AIItPORT F[JEL FACII iTY; PROVIDING FOR REPEAL OF RESOLUTIONS OR PARTS OF RESOLUTIONS IN CONFLICT FIEREWiTH; AND PROVIDING FORAM EFFECTIVE RATE. The City Attorney read Resolution No. R-98-53 by tide. • b Ig ., ....... . ,-_ ... ;.: .. . .... .. ~.Z ~. .._ _ .. '~ (~. 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. WHEREAS, it was the desire of the City Council of the City of Sebastian to pursue a process 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 . 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 . WHEREAS, a final draft of the City's strategic plan has been completed and ready for adoption and subsequent implementation. . NOW THEREFORE, BE TT RESOLVED BY TAE COUNCIL OF THE .CITY OF .SEBASTIAN, as follows: SF.('TTON t. 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 ~.~ Plan: Solutions for Tomorrow" identified as Exhibit "A" and accepts Exhibit "B" as a list of voted concerns by the participants. i SECTION 2. STRATEGIC POLICY. All policies and operations of the City shall not ~ be undertaken without considering consistency with the City's Strategic Plan. 4F.CTTON 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. ~ . SF('.TiON 4. EFFECTIVE DATE. This Resolution, shall take effect immediately upon its adoption. .. Theforegoing Resolution was moved for adoption by Councilmember '~ ' The motion was seconded by Councilmember _~e~~ and, upon being put into a vote, the vote was as follows: Mayor Walter W. Barnes . Vice-Mayor Richard J. Taracka __~~~ Councilmember Louise RCartwright - Councilmember Larry Paul Councilmember Ruth Sullivan The Mayor thereupon declared the Resolution adopted this 8~' day of October, 1997. The Mayor thereupon declared this Resolution duly passed and adopted this ~ day of ~! J , 1997. CITY OF SEBASTIAN, FLORIDA By: Wa ter. W. Barnes, Mayor . ~i EXHIBIT"B" r ~~~` ~ 1 _Y ~~ 1 j n~~~cd by' i~npo~~tance to t'~c comeunity by tl~e 43 mcmbcr Stratcgic Plan f`itl?,Pn's C`,nmrr~tteP: STP.Er1G~H~ 1 , C,nall TB~~nI Atmn~pllPrP . ~ . ~.UIIL~JrC1lCI151VC LdI1u ~1C FluIlllltl~ dllcl I~CguldtCCi GIV WLII 1 (`,lean Air ~l.n~i Water .. 1. SciiGOiS ~. Library 2. ~-~rographic Location L. +/itizen Involvement 3- F_a~ Access to River and C1cPan - .~'i. Luw ~i'Iiil~ I'iai~ - 4. I ,~w L)ensity I)evelonment ' -^r. ai virviil'Ii CL'iui i" ic'1nni~'a~ 4. AccessabilitY to Govern meth ~~c~iVf'n~i T'~iT~ ~f1Nf ~Fr~~ 1. Load Maintenance (pot holes) I . Tai~cs Too High -Shall Tax Ease ~CrY'iZ~ZUi1ITi' GGNG~nidS ~eoiititiued} l . More 5idewa.fks and Bike Maths 1. 1`:~aia~itain a Safe En ~ iro~~rne nt i . Lack of .iob Opportunities 1, 11A~a,,,n~rrP~ ~Ti'OZ'l't1 to AvO.d ~'Pr-~P.~/P~OpIIlP23t . ~a- 1. UCVC1U~l R1'VCr I'1vL1~, t~t'Cii rU[''PasslVe~ ~5C (pol`~ - ildturdl reSUU1'C:CS) ~nfl~P,f'VAtltln i. iTiv$trilirtii3n t'ifT~at'tlTai LllZITGnniClit -~ . . . l . i~o Meeting booms for Small Groups ~ . Treed Hotels and F.es~.,a uran+w Z. drainage ?. T aek ~f business IaiverGity ~. Cultural Activities (inusi;um, ai-t center} 2. Morgue Nunding Opportunities/(ii~ants 2. CoyGrdinatian $ct~v;,ei~ Ci~~ic Groups and GoYernmcnt L. improve Gomnlunication i%vitlt Sclioois~`I. R. Community College Contents 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 Quality of Life.....: ...............................................................:.........................:..................... 8 ;. 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: Ci D artments and Tactical Plannin 20 ty ep g ..........: .......................................................... Addendum Two: . ~ Participants in the Planning Process ........................................................................... .21 04~ °~ L? ®q 4 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 this project, the Sebastian Strategic Plan: Solutions for Tomorrow. The prime element in the project has been citizen involvement. Sebastian belongs i' ~ 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 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, .usedthe -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. Stren the 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: ~ . - * location `. * river and ocean access * low density development * schools and library * small town atmosphere * low crime rate. The above strengths are not listed in priority order. Community Concerns . 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 C }~ ~ m~i~E~ * need hotels and restaurants * passive river&ont opportunities * conservation * develop natural resources * increase the historic district * maintain safe -environment * 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 5 - ~7 Strategic Goal Areas 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 ` tactics and objectives to work towazd 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 Infrastrocture. 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 Quality Training) Program, department heads can establish tactical strategies for their azeas to supplement this plan. Each tactic for implementation will directly impact at least one of the goal areas to be approved as a priority. Beyond each goal azea, six sub-categories were determined for purposes of identifying priorities and objectives for concentration over the next two years. These six azeas include: Public Safety, Infrastructure, Natural Environment, Economy, Government azeas, six grids have been set up to present the goal areas, objectives, and which of the original "Solutions for Tomorrow" goal azeas aze impacted by those efforts. First we present the "Solutions for Tomorrow" goal areas. .. Efficient. User-Friendly Government 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 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 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 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 at low to moderate 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 improvements. Therefore, it is a priority goal azea 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. Commitment to the Future City government shows. a significant commitment to proactive, rather than ~y reactive, management. Decisions today for planning and zoning, technology, growth, and economic development will shape Sebastiaa's future. City employees and residents are encouraged to think beyond the next yeaz when planning budgets and priorities. This process will be continuous in goal setting, tactic 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 firture needs to be as continuous as the future itself. Quality of Life When the community identifies what is of priority, strategies can be implemented ~. residents set as high priorities preservation of recreation, culture, education, public safety, and empowerment and services for special needs persons.. -- 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. Environmental Conservation Residents and city employees were »nanimous in their regard for the value of the 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 ~. 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. Strategic 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 represents the inter-relationship between the fiamework of goals established at the "Solutions for Tomorrow". planning sessions, and the internal sub-goals and objectives developed for Public Safety issues. Public Safety "Solutions for Tomorrow "Goals 1. Efficient, User-Friendly Government 2. Commitment to the Future 3. Quality of Life 4. Environmental Conservation S. Infrastructure Objectives "Solutions for Tomorrow" Strategies Maintain Safe Environment 2, 3, 4 * Establish levels of service ' * Utilize Crimewatch program . * Crime prevention'through environmental design * Ivlaintain 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. Public Safet~{continued~ Objectives. "Solutions for Tomorrow" Strategies Enhance Inter-Governmental 1, 2, 3 * Maintain coordination linkage Coordination between fire, Sheriff, emergency management, Police, Public Works, Community Development. * Review and update Mutual Aid agreements. ' Public Relations 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. Infrastructure Department Objectives "Solutions for Tomorrov~' "Solutions for Tomorrow "Goals I. Efficient, User-Friendly Government 2. Commitment to the Future 3. Quality of Life 4. Environmental Conservation S. InfrasWctnre Strategies Adopt Plans for 1, 2, 3, 4, 5 * Plans: Stormwater, bdce 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, ~ bdcepaths, 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. Adopt a Concurrency 2, 3, 5 * Adopt concutrency ordinance. Management Program 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 Government 2. Commitment to the Futun: 3. Quality of Life 4. Environmental Conservation 5. Infiastrucprre 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. Economv "Solutions for Tomorrow "Goals 1. Efficient, User-Friendly Government 2. Commitment to the Future 3. Quality of Life ~. Environmental Conservation 5. InfiaStructure Department Objectives "Solutions for Tomorrov~' 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 Government Services "Solutions for Tomorrow "Goals 1. Efficient, User-Friendly Government 2. Commitment to the Future 3. Quality of Life 4. Enviromnental Conservation 5. Infrastructure Department Objectives "Solutions for Tomorrow" Strategies User-Friendly Government 1, 2, 3, 4 * Enhance Government Services * Increase Cost Effectiveness * Measure Public Satisfaction * Enhance Responsiveness * Identify Customer Needs * Prioritize Services Maintain Planning Initiatives 2, 3, 4 * Update Comprehensive Plan * Environmental Protection * Update band Development Codes * Maximize Public Participation * Bench Mark Successes ~ . Maintain Public Trust 1, 2 * Public Evaluation of Services * Open Government * Establish Local Ethics Policy * Accessibility • * Increase Vohmteerism • * Public Information * Create Citizen Suggestion ~!'~ * Develop More Civic Group Involvement Intergovernmental Coordination 1, 2 * Create Grants Management Program * Rnhanen Tntrarrlnn9rfinent~l Intergovernmental Coordination (Continued) * Take an Active Role in State, County, and Regional Issues that • May Impact Sebastian. * Regularly Review Interlocal Agreement * Maintain and Enhance Involvement with Other Governmental Units * Maintain good communications with District Schools and the Community College (IRCC). Annexation 1, 2, 3 * Identify Objectives * Develop and Implement Plan The sixth grid which follows examines issues and strategies concerning Community Environment. Community Environment "Solutions for Tomorrow ° Goats 1. E~ciert, User-Friendly Government 2. Commitrnent to the Future 3. Quality of Life 4. Environmental Conservation 5. InSastrrrcttue Department Objectives "Solutions for Tomorrow" Strategies 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 River&ont . * 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.DA. requirements. 18 ~. . 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 deternuning 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 azeas represent words on a computer disk that can and should be updated on a regulaz basis. We have developed the foundation. We are now ready to implement the tactics, with inter- department communication and coordination, to make strides to achieve our goats. Tn 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 continuous quality assurance. 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 pmgram, designed to create a structure for a continuous quality improvement program, asub-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. Citv Government Departments: -' Public Works Community Development Human Resources Police Finance City Clerk ADDENDUM TWO Special Thanks and Appreciation to the Invited Guests and Participants in the Planning Process ' Sarah Adams Sue Arnholter Walter W. Barnes George Bonacci Phillip Bowers Louise Cartwright Tom Cecrle 3 Pat Cerjan Thomas Connelly ' David Dabmwski -' Norma J. Damp Nancy Diamond . Carl Fischer Thomas Frame Mike Garrett Joseph Generazio David Haeseler Raymond W. Halloran Joel Haniford Roy Harris Neal Henderson George Hertling Janet Isman Nancy Johnson . John Kanfoush .Shirley Kilkelly Daisy Knowles ..Joan Kostenbader John Malek Bob Massarelli Bob McCarthy Claudia McNulty Frank Oberbeck Kay O'Halloran Larry Paul Daniel Preuss Chance Reardin Kenneth Schmitt Donald Smith Jerald Smith Ruth Sullivan Duane Swing . Richard Taracka Harry Thomas . Guy Tibbetts Henk Toussaint Amy Van Antwerp Rene Van DeVoorde Richard Votapka Paul Wagner • Arlene Westfahl Randy White Steve Wild Robert Wise Edna Young ~ .