AGENDA STRATEGIC PLANNING WORKSHOP VENICE CITY COUNCIL Village on the Isle 930 Mark Manor, Renaissance Room. January 28, :30 a.m.

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1 AGENDA STRATEGIC PLANNING WORKSHOP VENICE CITY COUNCIL Village on the Isle 930 Mark Manor, Renaissance Room January 28, :30 a.m. CALL TO ORDER ROLL CALL PLEDGE OF ALLEGIANCE STRATEGIC PLANNING WORKSHOP INTRODUCTIONS PURPOSE AND DESIRED OUTCOMES GROUND RULES/GUIDELINES/PROCESS 2012 ACCOMPLISHMENTS MISSION AND VISION GOAL 1 SUSTAINABLE CITY GOAL 2 KEEP VENICE BEAUTIFUL AND ECO-FRIENDLY BREAK GOAL 3 FINANCIALLY SOUND CITY WITH HIGH PERFORMANCE ORGANIZATION GOAL 4 MAINTAIN/UPGRADE CITY INFRASTRUCTURE AND FACILITIES GOAL 5 MAINTAIN A GROWING DIVERSE ECONOMY LUNCH (12:00 NOON) RESOLVE PARKING LOT ITEMS

2 City Council Strategic Planning Workshop Agenda 01/28/13 Page 2 of 2 FOR EACH STRATECIG GOAL: REVIEW, AGREE AND PRIORITIZE SHORT TERM OBJECTIVES/TASKS AND DETERMINE NEXT STEPS BREAK (AFTER STRATEGIC GOAL #3) (2:45 P.M.) MEETING ASSESSMENT DESIRED OUTCOMES ADJOURNMENT * * * * * * * * If you are disabled and need assistance, please contact the City Clerk s office at least 24 hours prior to the meeting NOTE: The agenda materials can be viewed at Hwww.venicegov.com H. Adobe Acrobat Reader will be needed to open the file. No stenographic record by a certified court reporter is made of this meeting. Accordingly, any person who may seek to appeal any decision involving the matters noticed herein will be responsible for making a verbatim record of the testimony and evidence at this meeting upon which any appeal is based.

3 Venice City Council Strategic Planning Workshop January 28, 2013 PROPRIETARY RJBessom 1

4 Meeting Agenda Introductions (8:30AM) 10 min. Purpose & Desired Outcomes 5 min. Ground Rules/Guidelines/Process 5 min Accomplishments 30 min. Mission & Vision (9:00AM) 15 min. Goal #1 - Sustainable city 30 min. Goal #2 - Keep Venice Beautiful and Eco-Friendly 30 min. Break 15 min. Goal #3 - Financially Sound City with High 30 min. Performance Organization Goal #4 - Upgraded City Infrastructure and Facilities 30 min. Goal #5 - Maintain a Growing Diverse Economy 30 min. Lunch (12:00PM) 45 min. Resolve Parking Lot items 30 min For each Strategic Goal: Review, Agree and Prioritize 30 min. ea. Short Term Objectives/Tasks and determine next steps 2:45PM(after Strategic Goal #3) 15 min. Meeting Assessment- Desired Outcomes 15 min. PROPRIETARY RJBessom 2

5 Strategic Planning Purpose & Desired Outcomes Purpose: For the City Council to review/modify, the Strategic Plan document and reach consensus on the direction the city should go, and identify short term objectives/tasks to be accomplished over the next year. Desired Outcomes: The updated Strategic Plan Document and short term objectives/tasks are adopted by the Council for the City Manager to implement based on the available resources of the staff. PROPRIETARY RJBessom 3

6 Meeting Ground Rules/Guidelines No comments from audience unless asked Begin and end on time (designated timekeeper- Facilitator) Stay focused on the Meeting Goals Put your egos in your pockets encourage everyone to contribute Keep things simple & straightforward(k.i.s.s.) Ask only clarifying questions during presentations Call time out to limit side bar conversations Listen to what a person is saying not who is saying it Be open, supportive, non-critical There are no dumb questions Adopt Five Minute Rule Use Parking Lot for out of scope items/unresolved issues Use action item log with owners and dates Evaluate the meeting s effectiveness(what worked, what didn t) Publish meeting minutes (City Clerk) It is the Responsibility of Each Participant to assure They get a Proper Return on their Investment of Time & Effort PROPRIETARY RJBessom 4

7 Process For each Strategic Goal: 1. Review/modify, the Strategic Plan document and reach consensus on Strategies-Outcomes. 2. Grade Overall Execution/Progress of each Goal s Strategies/Outcomes 3. Brainstorm those objectives/tasks to be completed during the next year in order to attain the desired long term Goals Strategies-Outcomes. Note: Clarifying questions only no discussion at this time since these will be reviewed and agreed to in the afternoon session (#3). 4. Review short term objectives/tasks from the brainstorm. Eliminate duplicates and group into sub categories if it makes sense. Combine, refine and prioritize ideas. PROPRIETARY RJBessom 5

8 Brainstorming Guidelines Everyone s participation is critical to success Let no good idea go unheard. Build on each others' ideas Record and display each idea. Make sure each written idea is complete and clear. Will clarify later. No idea is too stupid Suspend judgment. No ideas are bad ideas. Think outside the box. Sometimes the wildest ideas lead to great ones. Don't overlook the obvious the obvious solution is sometimes the best. Don't stop and discuss. Quantity not quality Stay focused no sidebar discussions Watch the clock Have fun!! Any Questions??? PROPRIETARY RJBessom 6

9 SHOW Me the Money - For each strategy/outcome Think about : S Success what is it H How are we doing - On schedule, tasks/approach successful - Minor problems with schedule or approach - Major problems with schedule or approach O Ownership for making it happen W When will it be done PROPRIETARY RJBessom 7

10 Next Steps Council to review short term objectives from workshop Identify your top 10 priorities among the 5 Goals Assign a 10 to your top priority to short term objective Assign a 9 to your next top priority short term objective and so forth until all your votes are recorded Distribute updated Strategic Plan s Envision Venice 2030 Goals along with each goal s short term objectives to be accomplished in 2013 City Mgr. & Staff assess ability to meet short term objectives and identify any questions, budget or resource issues for Council to resolve Approve the Strategic Plan and short term objectives at Council Meeting Six month review prior to budget process Update status of Goals short term objectives PROPRIETARY RJBessom 8

11 Envision Venice: Strategic Plan 2030 Venice s Best Opportunity to Preserve and Enhance Our Quality of Life Updated **** Adopted ****

12 THE CITY OF VENICE Our Mission To provide exceptional municipal services through a financially and environmentally sustainable city with engaged citizens. Our Vision 2030 Maintain Venice as a vibrant, charming, historic community in which to live, work and play Page 2 of 14

13 Mission Details To provide exceptional municipal services through a financially and environmentally sustainable city with engaged citizens Exceptional Municipal Services Employees serve as ambassadors of the city to the citizens, business community, and visitors Know the community, define customers, their needs and expectations Extent of services compatible with the city s financial capabilities Know cost of delivering services Provide low cost services and utilize best practices Financially Sustainable City Balanced budget City budget driven by community needs Continual evaluation of ways to reduce cost and enhance service delivery Engaged Citizens Always listen to the citizens Involved in policy development, planning for the future and defining issues and problems Contribute expertise and partner in service to the community Help maintain open city government Page 3 of 14

14 Vision Detail Maintain Venice as a vibrant, charming, historic community in which to live, work and play Vibrant High Quality of Life Successful community events, festivals, parades, music, arts and theater to bring people together Strong community organizations Well maintained buildings, streetscapes, landscaping, streets and parks Promote a healthy, active lifestyle Opportunities to walk, run, bike, jog, sail, kayak, fly, or use of alternative vehicles safely Recreational and leisure venues, programs and activities for all generations Quick access to top quality medical and healthcare services Boating, fishing, the harbor and fishing pier Promote eco-tourism Public access with adequate free parking Parks with a variety of amenities and activities Choice of quality restaurants Access to local and regional culture and arts opportunities Charming Preserving historic and architectural character Walkable and pedestrian-friendly areas People feeling safe and secure Small shops and restaurants Well maintained landscaping and buildings Maintained architectural theme of Northern Italian Renaissance for gateways, commercial corridors, downtown and other areas that are key to maintaining the city s character Historic Preserving historic and architectural character Emphasis on preserving the natural character of the city Preserving waterfront dining Preserve downtown area with small shops and restaurants Page 4 of 14

15 Envision Venice 2030 Goals Sustainable City Keep Venice Beautiful and Eco-Friendly Financially Sound City with High Performance Organization Maintain/Upgrade City Infrastructure and Facilities Maintain a Growing Diverse Economy Page 5 of 14

16 GOAL 1: Sustainable City Objective 1 Revise land development code as required to implement the comprehensive plan Amend neighborhood compatibility provisions of the JPA as required by the comprehensive plan and LDRs 1. Develop concept of sustainable city independent of comprehensive plan implementation (City Council December 2012) 2. Land Development Code/Comprehensive Plan amendment which identifies assets required to move forward (City Manager/Planning Administrator May 2012)*** a. Develop a comprehensive plan implementation with associated costs b. Support development services to finish plan c. Review need for additional staffing Objective 2 Fund and begin implementation of land development regulations where appropriate Objective 3 Implement opportunities for mixed use development with diverse housing including affordable, workforce and market rate housing ***Added to top 5 short-term goals on 8/28/12 Page 6 of 14

17 GOAL 2: Keep Venice Beautiful and Eco-Friendly Objective 1 Implement construction programs Objective 2 Encourage the use of local service clubs and volunteer groups to assist with park and community maintenance 1. Address Maintenance Issues (Public Works/Parks)* a. Get specific about areas where there should be walkability and bikeability b. Use available resources on bike friendly community and Ribbons of Venice c. Mark city streets for bicyclists d. Develop a maintenance plan to have ongoing plan to take care of what we have e. Better maintenance of city/county roads f. Pocket parks maintenance (Public Works /private partnerships) i. Resolve pocket park issues ii. Signage Objective 3 Create city-wide branding and marketing plan Objective 4 Identify conservation opportunities 1. Eco-friendly enhancements (City manager/private partnerships) a. Electric charging stations b. City trolley system c. Installation of PV (Photovoltaic) systems to reduce the dependence of electricity usage d. Fiber optics Page 7 of 14

18 Objective 5 Improve stormwater quality Task: 1. Beach Pollution Find root cause and adopt a solution (Stormwater, Engineering & Utilities)** a. Support fertilizer ordinance b. Deepwater outfalls for beach c. Fix beach pollution d. Continue to aggressively pursue beach pollution causes and remedies e. Fix beach pollution problems so we can begin to maintain it correctly. Objective 6 Identify and implement tree planting and landscaping throughout the city utilizing the Parks and Recreation Advisory Board Objective 7 Create a uniform public parks signage/branding design Objective 8 Maintain pristine beaches and gulf waters Objective 9 Implement a harbor management plan Objective 10 Develop Legacy Park in accordance with the management plan Objective 11 Actively participate in Ribbons of Venice Objective 12 Implement a master energy plan *Top 5 short-term goals identified on 2/14/12. **Moved to completed file on 8/28/12 Page 8 of 14

19 GOAL 3: Financially Sound City with High Performance Organization Objective 1 Maintain a balanced budget without the use of reserve funds 1. Develop Fiscal Year 2013 Budget (City Manager August, 2012)** a. Differentiate between minimum required reserves and extra reserves b. Continue taking waste out of budget c. Examine annual payouts/comp time/vacation/sick leave d. Develop budget guidelines e. Line by line cost review in budget 2. Resolve Consolidation Issues in Fiscal Year Budget (City Manager August, 2012) a. Police dispatch outsourcing b. Police shooting range closing vs. using county range Objective 2 Implement a comprehensive plan for employee recognition Objective 3 Continue to adopt and adhere to clear fiscal policies and performance standards Objective 4 Continue annual contributions to beach renourishment and general fund capital facilities reserve accounts Objective 5 Continue to evaluate all benefit programs 1. Resolve/Negotiate Pension Issues (City Manager/Administrative Services 9/30/12)* a. Change pension plan (deal with) b. Public safety and pension funds $27 million underfunded - need action Objective 6 Continue to pursue grant funding to improve energy efficiency for city infrastructure and encourage green practices Page 9 of 14

20 Objective 7 Develop a matrix for all program reviews 3. Complete implementation of Partnering 4 Success in the building department (Building Department-October 1)*** a. Remodeling department to jump start new goals Objective 8 Implement an employee ambassador program which encourages employees to become ambassadors of the city 1. Engage the service of our citizens (or citizen) to develop an ambassador program (Administrative Services/Mayor June 2012) a. Verbal recognition for P.R.I.D.E. employees b. Employee of the Year c. Design and implement employee satisfaction survey and benchmark d. Allow city manager to implement employee ambassador program Objective 9 Implement a reliable citizen feedback mechanism Tasks Other: 1. Continue development of integrated planning matrix (Finance August, 2012) 2. City Manager report after 6 months (July 2012) *Top 5 short-term goals identified on 2/14/12. **Moved to completed file on 8/28/12 ***Added to top 5 short-term goals on 8/28/12 Page 10 of 14

21 GOAL 4: Maintain/Upgrade City Infrastructure and Facilities Objective 1 Evaluate relocation of public works, utilities, and fire facilities away from the Seaboard area Objective 2 Continue to negotiate with partners (counties, state and federal) to ensure Venice receives a proportionate share of revenues Objective 3 Implement solid waste service options, including once per week collection and 2020 goal of reduced solid waste 1. Modernize solid waste (Solid Waste Stakeholders December, 2012) a. Create a board for solid waste to review once a week pickup (similar to utility rates) b. No solid waste holiday overtime c. Implement a city recycle program for city facilities and properties d. Implement solid waste one day per week collection e. Review leases for economic viability Objective 4 Develop a city-wide CIP process 1. Need Integrated 5-Year Capital Improvement Program (CIP) (Public Works/Finance/Utilities/Engineering) a. Implement backflow maintenance annual program b. Implement technology to manage maintenance and city streetlights c. Improve jetty restrooms to a visitor standard d. Produce details underneath utilities CIP 2. Economizing Utilities 10-year plan (Utilities/City Manager, Finance, Stakeholders) a. Utilities water too costly b. Utilities needs cost savings plan Page 11 of 14

22 Objective 5 Maintain the airport as a top-notch general aviation facility 1. Support airport improvement 5 year plan (Airport Manager/City Manager)* a. Develop Venice plan to resolve OIG/FAA/Venice issues b. Support airport administrator with ALP goals c. Develop and implement plan for airport landscape d. Put positive pressure on FAA to move airport along e. Airport approach off U.S. Business 41 with infrastructure Objective 6 Implement airport improvements consistent with the ALP Objective 7 Continue efforts to make the airport a good neighbor Objective 8 Seek federal grants to improve city roadways to city standards 1. Widening of Indian Avenue to provide for traffic flow at Venice High School and Performing Arts Center (Engineering/Finance June 2014) *Top 5 short-term goals identified on 2/14/12. Page 12 of 14

23 GOAL 5: Maintain a Growing Diverse Economy Objective 1 Develop a long-range plan for economic development/sustainability 1. Develop awareness of proper locations and uses of city assets (City Manager/Chamber of Commerce/Council 2 years) a. Building department not functioning to support economic development b. Need a point person for economic development c. Develop city/county partnership for the greater Seaboard area d. Economic Development Advisory Board s recommendations regarding Seaboard Avenue s role in Venice s future development e. Create incentive program to bring new businesses to Venice f. Get private enterprise to provide solutions g. Consider a different/new location for festival grounds h. Use pre-annexation funds for economic development i. Economic incentives as a tool for relocation of Seaboard area businesses j. Implement a signage plan k. Implement a plan for vacant properties l. Implement a city energy plan with stated goals 2. Identify funding opportunities and develop a coordinated plan (City Manager/Council) Objective 2 Develop a marketing plan 1. Fund a marketing plan to enhance identity of the city (Marketing & Communications Officer June 2012) a. Explore the creation of medical tourism in Venice b. Develop city signage plan use City of Sarasota s as a starting point c. Create a branding plan for marketing d. Adopt a standard city logo e. Add hotels Page 13 of 14

24 Objective 3 Improve advisory board utilization 1. Define advisory board utilization (Council/Advisory Boards December, 2012) a. Advisory boards need to adopt city goals b. Have strategic planning session for advisory boards just short-term goal implementation 2. Implement the Economic Development Advisory Board s recommendations to take steps toward a policy that will facilitate business retention and recognize the airport as a major gateway and contributor to the city s development using airport funds (Airport Administrator) Objective 4 Improve relationships with partners (counties, state and federal) 1. Coordinate neighborhood commercial areas (Merchants, Venice MainStreet, Chamber of Commerce, City Manager) a. Recognize East Venice Avenue as part of MainStreet out to Auburn Road 2. Improving city/county relationships (Council/Commission ongoing 10 years) a. City manager/county administrator develop plan at the appropriate time b. Appoint liaison to work with/between city/county c. Negotiate settlement with county over city/county road takeover 3. Identify projects ready for implementation and talking points that can be matched up with funding opportunities Page 14 of 14

25 ADJOURNMENT