0429&30/08 Strategic Planning Advance MINUTES
76 Cit Co§aggEgt$L3ING ADVANCE APRIL 29 & 30, 2010
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NOTICE
TO WHOM IT MAY CONCERN:
Please be advised that the Sanford City Commission and City Staff will meet in a Strategic Planning Advance on Tuesday and
Wednesday, April 29 and 30, 2008, at 4 PM in the Wayne M. Densch Center, Safari Room A, at the Central Florida Zoological
Park, 3755 NW Highway 17 -92, Sanford, Florida.
PERSONS WITH A DISABILITY, SUCH AS A VISION, HEARING OR SPEECH IMPAIRMENT, OR PERSONS NEEDING OTHER TYPES OF ASSISTANCE,
AND WHO WISH TO ATTEND CITY COMMISSION MEETINGS OR ANY OTHER BOARD OR COMMITTEE MEETING MAY CONTACT THE CITY
CLERK IN WRITING, OR MAY CALL 407.330.5603 FOR INFORMATION REGARDING AVAILABLE AIDS AND SERVICES.
PURSUANT TO SECTION 286.0105, FLORIDA STATUTES, IF ANY PERSON DECIDES TO APPEAL ANY DECISION MADE BY THE CITY COMMISSION
WITH RESPECT TO ANY MATTER CONSIDERED AT THIS PUBLIC MEETING, SUCH PERSON WILL NEED A RECORD OF THE PROCEEDINGS AND
FOR SUCH PURPOSE, SUCH PERSON MAY NEED TO ENSURE THAT A VERBATIM RECORD OF THE PROCEEDINGS IS MADE, INCLUDING THE
TESTIMONY AND EVIDENCE UPON WHICH THE APPEAL IS TO BE BASED.
This record is not provided by the City of Sanford.
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The City Commission of the City of Sanford, Florida, and City Staff met in a Strategic Planning Advance on
Tuesday and Wednesday, April 29 and 30, 2008, at 4 PM in the Wayne M. Densch Center, Safari Room A, at the Central
Florida Zoological Park, 3755 NW Highway 17 -92, Sanford, Florida.
Present: Mayor Linda Kuhn
Vice Mayor Velma Williams
Commissioner Art Woodruff
Commissioner Randy Jones
Commissioner Jack T. Bridges
Staff Present: Acting City Manager Kristi Aday
Craig Radzak
Amy McLean
Bob Tunis
Jim Poulalion
Fred Fosson
Tom George
Chris Smith
Trevor Hampton
Mike Kirby
Jerry Ransom
Brian Tooley
Bill Marcous
Absent: City Manager Robert (Sherman) Yehl
City Clerk Janet R. Dougherty
City Attorney William L. Colbert
Marilyn Crotty, Director of the Florida Institute of Government at the University of Central Florida, facilitated the
sessions. The following is her final report:
INTRODUCTION
The Sanford City Commission held a Goal Setting Advance on April 29 and 30, 2008. Ms. Marilyn Crotty, Director of the
Florida Institute of Government at the University of Central Florida facilitated the sessions.
After some opening remarks, a presentation on the proposed fire fee was followed by the sharing of information gathered
during the recent citizen survey conducted by the city.
The Mayor, Commissioners, and senior staff then discussed the external and internal trends and issues that may impact the
city in the next few years. On the second day of the advance, the participants assessed things that are currently working well
in the city and things that need work.
The next part of the workshop consisted of a listing of strategic issues that are significant for the city. After reviewing the
existing goals, the group revised the goals that had been established in 2006 and established eight goal areas for the next
fiscal year.
The elected officials then identified objectives for each goal. The Commission then designated the objectives they felt were
most important for implementation in the next year. The objectives receiving the most support are identified as Tier One
objectives; those of secondary importance are designated Tier Two; and all the rest of the objectives are designated as
Other. This report is a summary of the discussions and conclusions of the workshop.
EXTERNAL ISSUES AND TRENDS
The Commission and staff discussed issues and trends that are occurring in the international, national, state, and
regional environment that may have an impact on the City of Sanford in the near future. The following external forces were
identified as significant for the community:
Fuel prices rising
Global competition
Economics- India, China
Price of corn, rice rising
Ethanol
Overseas consumption
Religious conflicts - worldwide
Environmental issues - corrections costly
Cultural shift
Individualism
Personal responsibility lacking
No accountability
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Generational changes
Baby Boomers retiring
Millenials arising
Employment standards
May change- no longevity
Flexible working conditions
Population growth
Lack of political bipartisanship at federal level, state level
Hardening of positions
Media encourages extremes
State legislature leadership controlling votes
Changes in media
Litigation vs. mitigation
Technology will cause more scrutiny of public sector
Difficult to stay up with technology
Competition with other cities for residents
Information overload
Customer expectations rising
Terrorism still a threat
Shortages of steel, concrete - cost rising
Complex, costly issues
Water supply
Global warming
Health care
Availability
Cost
Mission shifts
Proactive approach to problem solving
Increased productivity and communication
Use of technology
Stock market maintaining
Dollar low
Housing costs low
Still unaffordable
Widening gap between haves and have nots
Unfunded mandates
Federal
State
INTERNAL ISSUES AND TRENDS
The Commission and staff discussed internal issues and trends that may have an impact on the city. The following items
were identified:
Crime rates
Some increase, some decrease, some stable
Need for education on issues
Public
Employees
Impact of unfunded mandates
Thriving business community
Economy doing well
Aging infrastructure
Lack of infrastructure
Growth continues
Growth pain
Fewer children
Uncertainty in government job market
Trying to continue to build a cohesive community - "not rooted in community"
Communication
City and residents
Within government
Getting message out
Growing diversity
Hispanics — need for bilingual employees
Increasing cost
Insurance
Fuel
Materials
Utilities
Professional services- legal, etc.
Changing roles of city and county
Seminole- open doors, communication
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Sanford- historically on "short end of stick"
Impact of "reckless state legislature"
Declining revenues
Image of Sanford- needs improvement
Blessings and curse of historical city
Redevelopment areas done the right way
Neighborhood planning process
Master planning
Proactive code enforcement
Intergovernmental cooperation
Light Rail
Water supply
A lack of amenities
Youth activities
Facilities- Public Works, City Hall, Public Safety
Repair
Replacement
WHAT'S WORKING WELL
The Commission and staff then identified things they think are working well in the city:
Growth in downtown business community
Code enforcement
Customer service
Courtesy
Police Department
Improved employee morale
Technology improvements
Parks and grounds
River walk
Capital replacement program
Budgeting process
Capital program
Improved infrastructure
Roads, wastewater plant
Innovative environment program
Max West
Energy/heat program
Bio solids
Potential revenue generator
Special events
Reputation improved as a professionally run city
Extremely well respected Commission
Hiring "smarter ", more professional staff
Great golf course
Deal with issues head on
Genuinely get along
Commission
Commission and staff
Big city assets
Airport, mall, hospital, marina, etc.
Better citizen involvement
Innovative- across the board
WHAT NEEDS WORK
The Council and staff then discussed areas that provide opportunities for improvement:
Continue to enhance
Neighborhood identification
SNAP program
Neighborhood watch
Communication
Communication and trust
Citizens- education
Staff- silos
Interdepartmental
"Lots of police work" to do
Utilities
Customer service
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Meet regulations
Infrastructure improvements
Stormwater
Utilities- water /sewer
Facilities
Personnel
Staff development
Training
Work flow efficiencies
Code enforcement
Automation
Technology
One stop center
Information
Improve customer service
Infrastructure mapping
Asset management
Loss in institutional knowledge
Image enhancement
Succession planning
Keeping projects on track
Moving forward
STRATEGIC ISSUES
At this point, participants were asked to identify issues that are important to the future well -being of the city. The
following items were listed:
Human Resources
Identifying staffing needs
Maintain properly led, motivated, trained staff
Competitive pay and benefits, environment, job satisfaction
Operational Efficiencies
Maintain current level of service - evaluate how to deliver, efficiencies,
streamlining processes
Internal and External Communication
Improved communication with citizens
Economic Development
Airport issues - revenues to city
Neighborhood Improvement
Code enforcement
Fiscal Issues
Spending matches goals
Review fees and charges to enhance revenues
Planning for Sustainability
Ongoing maintenance- facilities, infrastructure
Replacing aging infrastructure
Improvement of recreational opportunities — partnerships, facilities - long range
City facilities
Public works complex
Land use
Commuter rail
Build out
Infill
Streamline development process
Master plans
Transportation
Parks and recreation
Land use and development
Determine what/when to do with surplus city property
TMDL Federal mandate study $100, 000 share
Public Safety
Reduce crime rate and perception of crime rate
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The Commission agreed these goal areas were appropriate for the next fiscal year and identified objectives under each
goal. The final activity of the day was the selection of priorities. Any objective that received four or more "dots" (number
of dots identified by number in parentheses in front of each objective) is considered a tier one priority. Objectives with
three "dots" are tier two priorities. The rest of the objectives are listed as other. There is no significance to the order in
which the goals are listed.
GOALS AND OBJECTIVES
GOAL — HUMAN RESOURCES
Objectives
Tier One
(4) Continue to improve employee morale — pay, benefits, environment, addressing employee complaints promptly
Other
(2) Ongoing O g g training, timely and effective evaluations, consistent (constant) accountability measures
Review and revise personnel rules
Determine appropriate staffing levels - fill as feasible, linked to desired and affordable levels of service
GOAL — OPERATIONAL EFFICIENCIES
Objectives
Tier One
(4) Identify, assess and evaluate existing programs, processes, and services to identify potential efficiencies, streamlining,
restructuring, and utilization of services by citizens. (Encourage employee input and participation)
GOAL — INTERNAL AND EXTERNAL COMMUNICATION
Objectives
Tier Two
(3) Develop mechanism for regular, ongoing, communication with employees and opportunities for feedback
Other
(2) Designate and train a public information officer
(1) Provide opportunities for citizen input (each district) for city goals and objectives (community visioning)
Establish opportunities for direct interdepartmental communication
GOAL — ECONOMIC DEVELOPMENT
Objectives
Tier Two
(3) Continue to improve and enhance "physical" image of the city
(3) Master plan Lake Mary Blvd.extension- geared to development of high market jobs
(3) Continue revitalization of 17 -92 and 46 corridors
Other
(2) Continue events that draw people to the city
Continue to develop and implement marketing plan
Develop specific economic development plan
GOAL — NEIGHBORHOOD IMPROVEMENT
Objectives
Tier One
(4) Continue and increase code enforcement activities to gain compliance
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Tier Two
(3) Expand SNAP
(3) Implementation of neighborhood planning programs (see the results)
Other
(1) Design revitalization plan for depressed communities
GOAL — FISCAL ISSUES
Objectives
Tier Two
(3) Continue to work toward performance based budgeting
Other
(1) Aggressively pursue alternative revenue sources- fees, charges, grants
Establish a long -term profile (plan) for budget purposes- long term financial planning
GOAL — PLANNING FOR SUSTAINABILITY
Objectives
Tier Two
(3)Assure the provision of adequate recreational opportunities for current and future population
Other
(2) Provide water and sewer to infill properties to encourage development
(2) Develop city facilities and assets plan- infrastructure maintenance, replacement, etc.
(2) Promote "green" initiatives within city government, future development, and citizens
(1) Maximize benefits �f commuter rail
Explore potential for alternative city hall location (lease, office building)
GOAL — PUBLIC SAFETY
Objectives
Tier Two
(3) Continue proactive approach to law enforcement (prevention, homelessness, drug treatment, etc.)
(3) Look for innovative approaches to dealing with crime
Other
(2) Increase mentoring program for youth in the city
Responsive allocation of resources to address community needs (police, fire, emergency management)
PRIORITY OBJECTIVES
Tier One
(4) Continue to improve employee morale — pay, benefits, environment, addressing employee complaints promptly
(4) Identify, assess and evaluate existing programs, processes and services to identify potential efficiencies, streamlining,
restructuring, and utilization of services by citizens. (Encourage employee input and participation)
(4) Continue and increase code enforcement activities to gain compliance
Tier Two
(3) Develop mechanism for regular, ongoing, communication with employees and opportunities for feedback
(3) Continue to improve and enhance "physical" image of the city
(3) Master plan Lake Mary Blvd.extension- geared to development of high market jobs
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City Commission, Sanford, Florida
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(3) Continue revitalization of 17 -92 and 46 corridors
(3) Expand SNAP
(3) Implementation of neighborhood planning ro s (see the results)
8� ( )
(3) Continue to work toward performance based budgeting
(3)Assure the provision of adequate recreational opportunities for current and future population
(3) Continue proactive approach to law enforcement (prevention, homelessness, drug treatment, etc.)
(3) Look for innovative approaches to dealing with crime
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Mayor Li da Kuhn
Attest:
. mgt
ity Clerk
cp