Board of Commissioners Strategic Planning/Goal Setting Workshop Meeting

BOARD OF COMMISSIONERS MEETING MINUTES STRATEGIC PLANNING/GOAL SETTING WORKSHOP MEETING November 13, 2017 Page 1 of 1 A strategic planning/goal setting workshop meeting of the City of Madeira Beach Board o1' Commissioners was held on November 13, 2017 at 1 :00 p.m. in the Patricia Shontz Commission Chambers at City Hall, located at 300 Municipal Drive, Madeira Beach, Florida. Ms. Marilyn Crotty, Director of the Florida Institute of Government at the University of Central Florida facilitated the session on behalf of the Florida Institute of Government at the University of South Florida. MEMBERS PRESENT: Maggi Black, Mayor John Douthirt, Vice-Mayor, Commissioner District 4 Nancy Oakley, Commissioner District 3 MEMBERS ABSENT: Nancy Hodges, Commissioner District 2 Terry Lister, Commissioner District 1 STAFF PRESENT: Darryl O'Neal, City Manager Clara VanBlargan, City Clerk Dave Marsicano, Public Works/Marina Director Walter Pierce, Finance Director Linda Portal, Planning & Zoning Director Todd Ermscher, Fire Lieutenant Jay Hatch, Parks & Recreation Director Miranda Borchardt, Marketing Coordinator Ms. Marilyn Crotty opened the meeting at approximately 1 :00 p.m. Mayor Black, Vice-Mayor Douthirt, Commissioner Oakley and senior staff took part. Ms. Crotty asked the elected officials to speak about their visions for the future of the City in 2027. After conducting an environmental scan, the participants assessed the strengths, weaknesses, opportunities and threats facing the City of Madeira Beach. The Commission identified strategic issues that should be addressed in the next few years. The list of issues was incorporated into seven goals for the City and objectives under each goal were specified. Since two Commissioners did not attend the workshop, the participants decided that all the elected officials should take part in selecting the Commission priorities. Ms. Crotty said the goals and objectives will be sent to the Mayor and Commissioners when completed to give them an opportunity to select the objectives that will be implemented during the next few years. The meeting was adjourned at 6:59 p.m. th~ ~ B,Pwk Maggi Blac~ yor ATTE T: ' Page 1 of 1  STRATEGIC PLANNING REPORT NOVEMBER 13, 2017 Marilyn Crotty UNIVERSITY OF CENTRAL FLORIDA  INTRODUCTION The City of Madeira Beach City Commission held a Strategic Planning Workshop on November 13, 2017. Ms. Marilyn Crotty, director of the Florida Institute of Government at the University of Central Florida facilitated the session on behalf of the Florida Institute of Government at the University of South Florida. The Mayor, two Commissioners, and senior staff participated in the day-long workshop that was held at City Hall. Ms. Crotty asked the elected officials to speak about their visions for the future of the city in 2027. After conducting an environmental scan, the participants assessed the strengths, weaknesses, opportunities and threats facing the City of Madeira Beach. The Commission then identified strategic issues that should be addressed in the next few years. The list of issues was incorporated into seven goals for the city and objectives under each goal were specified. Due to the fact that two Commissioners did not attend the workshop, the participants decided that all the elected officials should participate in selecting the Commission priorities. The goals and objectives will be sent to the Mayor and Commissioners who will then select the objectives that will be implemented during the next few years. This report is a summary of the discussions and conclusions of the workshop. 1  VISION - CITY OF MADEIRA BEACH 2027 The Mayor and Commissioners were asked to describe their visions for the future ofthe city ten years from now. The following comments were shared: Undergrounding will be completed There will be a younger population The city will "Look like Naples" The storm.water system will be improved The Center City will be developed - walkable, mixed use There will be improved aesthetics in buildings - architectural standards Redevelopment of properties will have happened- library, Winn-Dixie, etc. The city will not be overdeveloped There will be increased mobility - not auto dependent The water quality in the Bay will be improved Community involvement will have increased The Commissioners asked staffto respond to the same question and the following were added: There will be better communication with citizens - two-way There will be better utilization of current facilities EXTERNAL ISSUES & TRENDS The group discussed trends and issues that are occurring in the international, national, and state environment that may have an impact on the city in the near future. The following external forces were identified as significantfor the City ofMadeira Beach Natural disasters Sea level rise Federal permitting - requirements increasing and funding decreasing Unfunded mandates - federal and state Technology- access to information (some true/some untrue) War Terrorism World economy- banking requirements more stringent Affordable housing Air quality/pollution - weakening standards Congressional inaction Federal deficit increasing- cutting programs Cyber security Speed of change with technology Dependence on technology 2 Social media - good and bad Aging infrastructure - lack of coordination No control over utilities (except stormwater) Discussion ofundergrounding electric lines on all barrier islands in the state Poverty issues - food insecurity, homelessness Influx of people from Puerto Rico State expenditure for disaster relief in Puerto Rico Shifting demographics Aging population - over 85 increasing Increasing majority/minority populations Disruption/imbalance Healthcare - access, affordability INTERNAL ISSUES & TRENDS The group analyzed internal trends and issues that may have an impact on the city. The following items were identified: Protection of city form sea level rise Limited funds Rising property values Air quality- electric vehicles, accommodations Availability ofWi-Fi More physically active citizens Citizen engagement - planning issues, more controlled environment Financial constraints A lot of debt, but plan to decrease funding of projects limited Maintenance of infrastructure Keeping salaries and benefits competitive Employing city manager - long-term Insurance rates increasing Keeping up with technology - hardware, software Records management costs - offsite storage 3 The Commissioners and staffthen identified what they perceive as strengths and weaknesses of the city and its government. They also identified opportunities and threats that the city faces. The following chart is a compilation of these ideas. The number in parentheses () next to each comment indicates how many participants made this comment. STRENGTHS WEAKNESSES OPPORTUNITIES THREATS City Staff (9) - good, Public relations Grants (3) - opportunities Misinformation (2) qualified, committed, great, in transportation/mobility professional and olace Employees (2) - Citizen involvement Citizen involvement - Na1ural disasters (2)- professional, J?reat hurricanes, floods Beaches (3) - beautiful, Killing rumors and Residents (2) -get more Recall (2) - possible; of clean, safe, great misinformation involved; bring our city commissioners and residents tof!ether City Facilities (2) -good, Understanding of others Education and training Governmental funding new iob roles (2) instabilitv Policy - wide open 2 distinct and opposing Good commercial Lack of tourists or formation situation; political (and personal) development, new visitors excitement of policy factions businesses makers about change Service orovided Flow of information Inter-local airreements Cvber securitv Sense ofplace - municipal Longevity Finalize impact fees for Political instability complex new develonment Excellent location ensures City information 2-way Advancements Life safety economics and population. communication with residents Internal audit Stressful fob Communitv partnershins Crime Citizen involvement Commission needs to Continued interest in Down turn in taxable worlc better together coastal liviru? values Community - local feel Lack of software Culture/Art Lack of communitv Limited revenue Increase technology Negativity of some nPnnle External view of the city The vision of the Cutting back due to citv/future unfunded mandates My knowledge More State revenue Uncontrolled develomnent Infrastructure Sea level rise (2) 4  STRATEGIC ISSUES The Commission and staff identified strategic issues and organized them into like categories: Infrastructure Sustainability of infrastructure Roads, stormwater, sidewalks, beach boardwalk, seawalls, buildings, technology Maintenance of buildings/facilities and planning for new ones Technology Human Resources Training and development - employees and elected officials Salary and benefit study Organizational assessment - staffing needs Internal and external communication Community engagement Growth Management Economic development Public/private partnerships Environmental health- air, water, solid waste, sewage, recycling Urban design initiatives Community policy process Financial Increasing services and fees Insurance costs Security/safety/health Recreational activities Transportation/Mobility Parking The Commission confirmed that the seven strategic issues listed above were appropriate goals for the city. The Mayor and Commissioners then identified objectives under each goal. Because only three elected officials were present, it was decided to delay selection ofpriorities until all of the City Commission could participate. The list ofobjectives will be sent to each elected official who will be asked to select the ones they think are most importantfor implementation in the next few years. There is no significance to the order in which the goals and objectives are listed. 5  GOALS AND OBJECTIVES GOAL- INFRASTRUCTURE Objectives • Stonnwater pipe replacement • Beach groin replacement • Maintenance of existing buildings • Continue vehicle replacement program • Continue road repaving program • Completion of undergrounding • Maximize technology under current contract - hardware, software, website, etc. GOAL - HUMAN RESOURCES Objectives • Provide training and development program for staff and elected officials - orientation, etc. • Conduct salary and benefit survey • Conduct organizational assessment of current and future staffing needs. GOAL - INTERNAL AND EXTERNAL COMMUNICATION Objectives • Develop a communication plan with a variety of methods for increased two-way communication with residents and businesses • Develop a schedule for periodic town hall meetings to provide citizen input. GOAL - GROWTII MANAGEMENT Objectives • Update comprehensive plan • Review and update Land Development Regulations and special area plans 6 • Create city-wide design standards - appropriate to different areas • Explore opportunities for appropriate public private partnerships • Create an ewnomic development plan GOAL-FINA."iClAL Obj~'tlves • Review aud update CUITent fee schedule and new charges • Review and evaluation insurance costs • Study and recommend impact fees GOAL · SAFETY AND HEALTHY LMNG Objectives • Develop recreational activities that promote a healthy lifestyle • Develop fire inspection program to ensure compliance with ISO and NFPA standards GOAL· TRANSPORTATION/MOBILITY Objectives • Develop cily·\~ide mobility plan - include sidewalks, trolleys, water taxi, trails, etc. • Increase parking opportunities in city 7