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2/3 of us are more likely to attend meetings when food is provided. If you feed them, they will come. After polling 1,325 office workers, corporate catering company ezCater discovered that you can help ensure colleagues head to the conference room for op- tional meetings by putting food on the table. That willingness to exchange thoughts for food, the study found, comes from both the desire to save money on meals and because noshing promotes ...,,,.rorsational vibe. SGR exists to help local governments be more successful by Recruiting, Assessing, and Developing Innovative, Collaborative Authentic Leaders. Founded in 1999 with the mission to facilitate innovative leadership in local government. In today's world of limited resources, local governments must innovate to survive, and SGR has been and continues to be a leader in spurring innovation in local government. Our Core Values are Integrity, Philanthropy, Continuous Improvement, Flexibility, The Golden Rule, Collaboration, and Protecting Relationships. We are a full -service firm, specializing in executive recruitment, live training, online training, leadership development, interim management, assessments, strategic visioning, management consulting, and other services designed to promote innovation in local governments. Partnering with Local Governments to Recruit, Assess and Develop Innovative, Collaborative, Authentic Leaders Meet Your Facilitator SGR Senior Vice President Doug Thomas • Over 35 years in municipal management, serving as City Manager for the City of Lakeland, Florida, for 12 years, where he has vast experience working with state and local government leaders, implementing creative public - private partnerships, including with professional sports organizations, and a track record of successful economic development initiatives. Prior to Lakeland, served as City Manager for the City of Alma, Michigan for 15 years, and Assistant City Manager for the City of Grand Haven Michigan. He also served with the Maryland cities of Rockville, and Landover Hills. • Master's of Public Administration from the American University, Washington, D.C. with a concentration in Urban Affairs, and a Bachelor of Arts in Political Science & History from Bowling Green State University. • Joined SGR in 2015 to serve as their first Regional Director to serve both Florida and the southeast, and subsequently as Senior Vice President serving clients nationwide, focusing on executive recruitment, leadership development, and training for local governments. Agenda 1. Welcome, Pledge & Introductions 2. Strategic Planning Process Review 3. Review/Discuss Updated SWOT Analysis 4. Vision/Mission//Values/Strategic Pillars Discussion —Affirmation 5. Review of Goals & Accomplishments by Department 6. Working Lunch 7. City Manager Overview of Recommended Future Strategic Goals 8. City Council Discussion Re: Current & Proposed Strategic Goals 9. Next Steps Discussion 10. Open Regular Meeting 11. Public Comment 12. Wrap-up and Adjournment TI VES �s� SINrCS T E T RNAL ° RE3�AENCS GO�� � s � I L1�► I/+�; !w1 � SA 4) L � EDIT V / 1NT G �' J PROCESSES r • AI .AT -.NA ZATION L '"ciiii o- AND/OR tN'VIKUNMtN I -21 I UM I 'Lill DEcr/arr ,isw g RANK `I"IR", SPRr RATEGIMANY z SOMETIMES R L%4J1%AN4LV515PLAN CI ESTIC A �. MANAGEMENT r rGasrcr FUTURE " ,,..R , E -Ss CUSTOMER PviARKLI5 PROVOLS If you don't know where you are going, ...you might wind up someplace else. YOGI BERRA Strategic Visioning "Foresight" is one of the 12 Principles of Servant Leadership 7 O Listening Q Empathy © Nurture the Spirit Q Building Community © Healing Q Awareness O Calling O Conceptualization O Foresight O Persuasion m Growth of People e Stewardship -1 by Volatility, Uncertainty, Complexity, and Ambiguity, Servant Leadership offers a leading that nurtures healthy relationships, while staying on the edge of dynr ' eaders build better communities and a better society for everyone. GOVFRNMFNTS RFCRIIIT pr- Perspectives Matter! J t, d• But one of those people its wrong, someone painted a six or a nine, they need to back up and orient themselves, see if there are any other numbers to align with. Maybe there's a driveaway or a building to face, or they can ask someone who actually knows. People having an uniformed opinion about something they don't understand and proclaiming their opinion as being equally valid as facts is what is ruining the world. No one wants to do any research, they just want to be right. As Elected Officials You Are In A Unique Position... But Remember... NI) YOU CAN'T MANE EVERYONE HAPPq ,YOU'RE NOT PIUA THE FUTURE DEPENDS ON WHAT WE DO IN THE PRESENT MAHATMA GANDHI ® Brian_D_Evans Ati Preparing for Strategic Visioning 0 1— %b. WWW.GOVERNMENTRESOURCE.COM s- 10 Things Are Not Always What They Seem A Fresh Perspective! Partnering with Local Governments to Recruit, Assess and Develop Innovative, Collaborative, Authentic Leaders Low Tax Rate Succession Planning Initiatives Excellent Institutional Knowledge Strong Finances (X2) Excellent "Corporate Culture Public Service as a Calling Cruise Ship Industry Good/ Efficient Municipal Services Good Business Culture Employees are Valued Ability to Address COVID-19 Hazards Passionate & Engaged Stakeholders (both on-line & in -person) Presence Focus on Sustainability & Resilience Increased Cooperation with Surrounding Communities Brand Versatility Good Internal Cross Communications Contracted Public Safety Services (Police & Fire) Strong Infrastructure Internal Staff Skillsets Good & Accessible Staff (X2) Multi -Generational Facility (2) New Facilities & Ability to Finance New Capital Projects/Low Debt Rate Close -Knit, Small - Town Community Wastewater Treatment Capacity Make -Up of Tax Base Safe Community Low Residential Solid Waste Rates Partnering with Local Governments to Recruit, Assess and Develop innovative, Collaborative, Authentic Leaders 13 WEAKNESSES Inability to Attract Grocery and/or Drug Store Police Department Serves 2" Masted A1A Safety Issues Tallahassee & State Legislative Mandates and Limits on Local Control Reluctance of Residents to Consider Running for Public Office Bright on Commercial Corridors/Code Enfoncement Compliance (X2) Limited Staff Size/Depth No Downtown/Sense of Place to Change Ability to Provide Residents Time to become informed & Become Engaged in Community Decision - Making (X2) Aging Infrastructure (,—, .,.water Issues) COVID Impacts on Community Events Listening & Involving the Public More in our Decision -Making Improved Services Department Contract (Beach & Trash Enforcement) Limited Input Re: A-1-A (FDOT) Reliance on Tourism Industry Community Generational Gap in Communications Short -Term Rental Impacts Non -Compliant Businesses Community Economic Gap/Disparities Peacocks Lack of Civility in Public/Political SpacL Limited Walkability/Biking to Commercial Centers Aging Population and Impact on Boards & Commissions, Diversity & Socio-Economic Demographics 3ivided/Polarization or City Council (X3) Partnering with Local Governments to Recruit, Assess and Develop Innovative, Collaborative, Authentic Leaders 14 Redevelopment Potential & CRA Fundir (94% Build -Out) Post-COVID Retail Opportunities Infrastructure Focus Renewed Community Visioning Hotel Development (Ever During COVID) Multi -Generational Facility (X2) New Census Data OPPORTUNITIES Purchase Property Between City Hall & Recreation Center for City Center/Gathering Place Increased Potential in Housing Turnover to Attract New Families to Community Exceptional Quality of Life. Capital Bonding Capacity (Low Debt Ratio)/ ►A Fina1mmi Resiliency & Time to Prepare for the Future Enhanced Access to Beach, Boardwalks & Dog -Park Friendly Eligibility for Grant Funding More Owner -Occupied Housing Wastewater Capacity & Water Capacity from Cocoa Desire to Keep Residential Character of Community Ability to Attract Businesses Stormwater Issues & Acquisition of Required Property Partnering with Local Governments to Recruit, Assess and Develop Innovative, Collaborative, Authentic Leaders 15 Changing Goals & Priorities Resiliency (Hurricanes & Flooding) Challenges (X3) Threat of" Outsiderg Changing the Essence of the Community Preservation of Open Spaces/Parks Tallahassee & State Legislative Mandates and Limits on Local Control Aging Community Demographics Inherent Challenges with Redevelopment vs. New Development Insuring New Building Permits are not Contributing to Stormwater Flooding Large Dependence on County Direction Projects Sea Level Rise Ability to Provide Residents Time to become informed & Become Engaged in Community Decision Making Impacts of Decreased Lack of Civility in Public/Political Space/Political Ideology Chasm Tourism Impacts Setter Public Relations to Promote Cape Canaveral Inventory of Vacant Brick & Mortar Retail Storefronts Social Media & Misinformation Short -Term Rental Alit Safety Partnering with Local Governments to Recruit, Assess and Develop Innovative, Collaborative, Authentic Leaders 16 What do you want this Council to be known for? • We lived within our means • Green spaces & trees • We talk & listen to our constituents and always put them first • Strengthened community engagement & participation • Veteran's Park Development • Our community cohesiveness & that we strive to not offend anyone • That we saved/preserved our Fire Department Structure • The City Council left Cape Canaveral in a better place than when they assumed office • That we changed the public perception of the City • Revitalized the safety of AlA • Successfully addressed community blight • We provided enhanced beach access Partnering with Local Governments to Recruit, Assess and Develop Innovative, Collaborative, Authentic Leaders What do you want to change about Cape Canaveral? • No more hotels, short-term rentals, and large/expansive parking lots • Safety & reduced speed limit on AlA (X2) • Addressed blight on AlA • That we are recognized for trying to do what our citizens want • Getting our community on the "same page" regarding our future direction • Sheriff's Deputies getting out of their patrol cars more frequently Partnering with Local Governments to Recruit, Assess and Develop Innovative, Collaborative, Authentic Leaders What do you want to keep about the way it is? • Hometown feel, including bike lanes, non-commercial beach, focus on river quality, natural beauty & completion of Riverwalk (X2) • Low taxes and strong financial position • Bed & Breakfast (vs. short-term rental) community, small-town feel, walkable & bikeable • Our eclectic lifestyle • Shoreline protection Partnering with Local Governments to Recruit, Assess and Develop Innovative. Collaborative. Authentic Leaders What progress do you perceive has been achieved with last year's Goals, Projects, & Priorities? • Completion of many North -South sidewalks • MGF • Cultural Center (X3) • Special Magistrate for Code Enforcement (X2) • Ridgewood - North Atlantic Lighting Project • Parks & Recreation facilities & Little League Fields • New murals in City • Economic development growth — New hotels • Stormwater projects & renovations (X3) • Baffle Boxes along river conservation area • Health of the Lagoon • Hiring of City Manager • Streetscape projects Parti1C11119 VVIIII L�k,CAI %.JUVGIaents to Recruit, Assess and Develop Innovative, Collaborative, Authentic Leaders Any Goals, Projects, & Priorities that have become stalled over the last year? • ALA Safety - we know we do not have jurisdiction, but what can we do to improve safety? (X4) • More stormwater visioning — not just buying property for ponds —explore options to encourage more porous parking lot developments in our standards • MGF • Need to better prioritize our sidewalk development • Need a better way of identifying and repairing streetlight outages • Blight remediation continues to be an issue Partnering with Local Governments to Recruit, Assess and Develop Innovative, Collaborative, Authentic Leaders Strategic Visioning Framework Strategic Results > Results Definiti ♦� a Strategic Initiatives Strategic Metrics Action Plans Departmenta Programs & Services — Depart Metrics imus Operating Budget & CIP The "roof" of the house — the vision and mission - spans over the entire structure at the highest level. The "floors" of the house are the components that comprise the structure of the building. The foundation is a solid financial plan that supports the rest of the house. Cape Canaveral Vision Statement We envision: A bikeable and walkable Cape Canaveral that retains and enhances its welcoming residential feel and celebrates its unique sense of place. A residential and business -friendly atmosphere that is livable, attractive, safe and inclusive. A sustainable coastal community that embraces the oceanside and riverside as key amenities, and supports and promotes local tourism, culture, recreation, resiliency, commerce, municipal civic interests and education. We envision: Streetscapes with amenities such as low -impact development, bicycle facilities, covered transit stops and safe pedestrian crossings that encourage access to the beach, river, local neighborhoods and adjacent communities. Improved "complete streets" will allow pedestrians to travel to intimate waterfront destinations and a walkable uptown core with ease and safety. Generous tree lined and well -lighted multi -use paths for bikes and pedestrians so anyone can walk or bicycle safely anywhere in town, day or night. We envision: A welcoming community entrance that creates a sense of arrival and unique community identity as "The Space Between." The "uptown core" and other areas will contain an architecturally rich and unique mix of uses, with wide tree -shaded sidewalks and umbrella -covered cafe tables at restaurants and bistros where family and friends gather, interact and enjoy refreshments and meals. We envision: An engaged and compassionate Community that: transforms blighted and unfinished buildings into attractive structures, offers City-wide green spaces, provides exceptional parks with ample shade and supports businesses that enhance economic viability while serving our residents and visitors with goodwill. We envision: Open shorelines and rivers accessible to the public, including amenities that showcase the coastline while providing art and entertainment venues, which support our historical and cultural identity. WWW.CiUVERNMENTRESUURUE.UUM Cape Canaveral's Vision • A Community's Vision should provide a clear and vivid description of what the City seeks to create in the future and typically does not change over the life of the Strategic Plan (e.g. 10-years) • Does the current Cape Canaveral Vision remain relevant today - why or why not? • If not, what comes to mind when you think about what Cape Canaveral Vision should reflect? WWW.GOVERNMENTRESOURCE.COM Any changes to the current Vision, Mission, Values & Strategic Plan? • City Council - General Thoughts: ✓ Vision, Mission, Values & Strategic Plan generally seem to remain viable and appropriate • City Council Comments: ✓ Blighted buildings are still a problem — 30-year problem and we need to move this up as a priority ✓ If we want an urban core, we might need to acquire and redevelop some of the blighted buildings ✓ Continue focus on green spaces and parks for our families ✓ Walkable, bike lanes & sidewalks remain a priority ✓ More walkable/bikeable A 1 A Partnering with Local Governments to Recruit, Assess and Develop Innovative, Collaborative, Authentic Leaders Cape Canaveral Vision Statement We envision: A bikeable and walkable Cape Canaveral that retains and enhances its welcoming residential feel and celebrates its unique sense of place. A residential and business -friendly atmosphere that is livable, attractive, safe and inclusive. A sustainable coastal community that embraces the oceanside and riverside as key amenities, and supports and promotes local tourism, culture, recreation, resiliency, commerce, municipal civic interests and education. We envision: Streetscapes with amenities such as low -impact development, bicycle facilities, covered transit stops and safe pedestrian crossings that encourage access to the beach, river, local neighborhoods and adjacent communities. Improved "complete streets" will allow pedestrians to travel to intimate waterfront destinations and a walkable uptown core with ease and safety. Generous tree lined and well -lighted multi -use paths for bikes and pedestrians so anyone can walk or bicycle safely anywhere in town, day or night. We envision: A welcoming community entrance that creates a sense of arrival and unique community identity as "The Space Between." The "uptown core" and other areas will contain an architecturally rich and unique mix of uses, with wide tree -shaded sidewalks and umbrella -covered cafe tables at restaurants and bistros where family and friends gather, interact and enjoy refreshments and meals. We envision: An engaged and compassionate Community that: transforms blighted and unfinished buildings into attractive structures, offers City-wide green spaces, provides exceptional parks with ample shade and supports businesses that enhance economic viability while serving our residents and visitors with goodwill. We envision: Open shorelines and rivers accessible to the public, including amenities that showcase the coastline while providing art and entertainment venues, which support our historical and cultural identity. WWW.(iUVEI(NIVIEIV I RESUURI E.UUIV1 • Multi -Modal: bikeable and walkable, transit stops and safe pedestrian crossings that encourage access; well -lighted multi -use paths for bikes and pedestrians so anyone can walk or bicycle safely anywhere in town, day or night; Improved "complete streets" will allow pedestrians to travel • Sustainability: embraces the oceanside and riverside as key amenities; transforms blighted and unfinished buildings into attractive structures • Development: Streetscapes, low -impact development, Generous tree lined and well - lighted multi -use paths; intimate waterfront destinations and a walkable uptown core; "uptown core" and other areas will contain an architecturally rich and unique mix of uses WWW.GOVERNMENTRESOURCE.COM 78 • Sense of Place: welcoming community entrance that creates a sense of arrival and unique community identity, enhances its welcoming residential feel and celebrates its unique sense of place, "uptown core" and other areas will contain an architecturally rich and unique mix of uses, with wide tree -shaded sidewalks and umbrella -covered cafe tables at restaurants and bistros where family and friends gather, interact; Community that transforms blighted and unfinished buildings into attractive structures, offers City-wide green spaces, provides exceptional parks with ample shade and supports businesses that enhance economic viability while serving our residents and visitors with goodwill. Open shorelines and rivers accessible to the public, including amenities that showcase the coastline while providing art and entertainment venues, which support our historical and cultural identity • Engagement: An engaged and compassionate Community • Economic Vitality: Community that transforms blighted and unfinished buildings into attractive structures, supports businesses that enhance economic viability while serving our residents and visitors with goodwill WWW.GOVERNMENTRESOURCE.COM 29 4 Cape Canaveral's Strategic Vision 41-.„ Consideration of Possible Pillars/Goal Areas? Pritttil kila-ntg[MaTA JJ©in 'rEh©©c]t uaDaily 61Lo lc��aoaHanIttot[l 8®Tvitst 8utqiintlalay dhlatittutiun ©miii noitIoodEngtgaffunq bra htporitqoon tuamuunliy/Pu WWW.GOVERNMENTRESOURCE.COM ©Trug:fit? �Doc� StaIscAy itcpwc;[rhantic; "::t©Eaetilt1133utIngtt ir-rilharitcM ©©ll]t7ID)gv416-jorffusanq llEnisgl Examples of Strategic Pillar/Goal Statements • Family Friendly Community - Augment the quality of life that defines the hometown feel of our community by assuring public safety and good schools, promoting arts and culture, capitalizing on the strength in our diversity, and embracing our inclusive, welcoming nature. • Thriving Business Community - Continue to provide fiscal benefit and economic stability to the City by encouraging and supporting economic development and redevelopment as well as expansion and retention of existing businesses. • Economic Opportunity — Create and encourage lasting environments that grow, attract and retain a creative talented, educated and technically -qualified workforce. • Quality of Life — Provide quality public spaces, deliver superior municipal services and support arts, education, recreation and wellness. • Attractive Community - Take proactive measures to preserve and enhance the community's appearance and maintain of its vital infrastructure. Lead by example in the stewardship and conservation of natural resources. • Green, Blue & Open Spaces - Continue beautification and natural areas; green spaces, parks, beaches and landscaping. Maintain Jupiter as a distinctive coastal community with open and natural environments. • Communication - Support and enhance open two-way communication between the Town and its residents and businesses. WWW.GOVERNMENTRESOURCE.COM A Mission Statement should provide the City's purpose & should be consistent over the life of the Strategic Plan. The current Cape Canaveral Mission Statement is: The Mission of the City of Cape Canaveral government is to provide excellence in municipal services by supporting a high quality of life, fiscal responsibility and environmental stewardship, while celebrating diversity and fostering innovation. Does the Mission Statement remain relevant today - why or why not? • Suggested inclusion of: ✓ Lead by Example ✓ Sustainability in health, economy, environment WWW.GOVERNMEN I RESUuReE.COM The current Cape Canaveral Values are: • Commitment to excellence • Vision • Dedication • Accountability • Innovation • Proactivity • Fiscal Responsibility • Team Work • Civility • Diversity and Inclusivity • Fun Do the current Organizational Values and their accompanying statements remain relevant today - why or why not? If not, what comes to mind when you think about what Cape Canaveral's Organizational Values should reflect, and your thoughts regarding the adjectives, themes and/or concepts you believe should be considered for their accompanying Statements? WWW.(iUVEi(NIVIEIV FRESUURLE.&.:0MVI Cape Canaveral Value Statements • Advance City Commission Interviews - Potential Changes: ✓ Transparency in our communications ✓ Perhaps we need to add something about listing to our constituents ✓ Possibly adding something about respecting personal liberties • City Staff Workshop —Potential Changes: ✓ Possibly change "Fun" to Camaraderie or incorporate concept to "Team Work" Value WWW.GOVERNMENTRESOURCE.COM Cape Canaveral Values Commitment to Excellence: We believe our role is to make the City of Cape Canaveral the ideal community for our residents, businesses and visitors. Vision: We look toward the future, generating goals and strategies that make the City of Cape Canaveral an even better place to live. Dedication: We are dedicated to performing our duties to the best of our abilities and going above and beyond to achieve high quality results. Accountability: We have a responsibility to one another and the public to perform our jobs effectively and efficiently, and we take that responsibility seriously. Innovation: We encourage thinking outside the box in search of new and better ways to provide quality services to the Community. Proactivity: We actively seek to identify and plan for issues before they arise, with the aim of averting problems rather than having to solve them after they occur. WWW.CiUVERNMENTKESUURUE.UUM Cape Canaveral Values Fiscal Responsibility We are responsible stewards of the City's resources. Through professional management and transparent financial practices, we accrue the highest benefit from each tax dollar. Integrity. We strive to make decisions and take actions based upon what is right rather than what is expedient. We are honest and we own up to our mistakes. Team Work: In recognition of the worth of each individual and their contributions to our mission, we value and honor one another and are committed to working together as one team. Civility: We treat all persons with kindness, dignity and respect. Communication: We communicate openly, clearly, directly and in a timely manner with one another and the Community. Diversity and Inclusivity: We believe there is value in diversity and celebrate our uniqueness within the organization, the Community and the world. Fun: While we take our work seriously, we cultivate an environment that includes humor, friendship and camaraderie. VVVVVV.(iUVEKNMENTRESOURCE.COM Completed Projects: • Rover's Space — Dog Area at Xeriscape Park • Southgate (Wagner) Pocket Park Projects in Progress: • Effluent/Influent Disc and Drum Filter Replacements • Long Point Road Estuary Park • West Central/Thurm Boulevard Streetscape Project (from Thurm Boulevard to Astronaut Boulevard) • WRF SCADA System • Veterans Memorial Park Redevelopment • Canaveral City Park Redevelopment —Phase 1: Multi -Generational Facility (MGF) • Culture, Arts, Preservation + Enrichment (CAPE) Center • FDOT — SR Al A Rover's Space - Dog Area at Xeriscape Park Project: Rover's Space Department: Leisure Services Director: Gustavo Vergara Budget: $75,000 Status: Complete and Operational. % Complete: 100% Southgate (Wagner) Pocket Park Title: Southgate (Wagner) Pocket Park Department: Public Works Services Director: Jim Moore Budget: $70,000 Status: Completed with Total Cost of $72,240 % Complete: 100% Effluent/Influent Disc and Drum Filter Replacements Title: Effluent/Influent Disc + Drum Filter Replacements Department: Capital Projects Director: Jeff Ratliff Budget: Total Budget: $1.75 million. Funding is through the City's State Revolving Fund loan program and a $250,000 grant from the State legislature. CIP: $925,000 (CIP) - FY 21/22 Status: Budgeted for FY 20/21. The bid process is complete; L7 Construction, Inc. was selected as the lowest responsible bidder. Initial construction tasks are currently being performed. % Complete: 5%. Construction should begin in April 2021. V! nc W ) a) ) Co 0 4) L_ a) il ., m 0 -0 Co 0 U) 0 'E1 a) m 4- C 41 c 4) W Long Point Road Estuary Park Title: Long Point Road Estuary Park Department: Capital Projects Director: Jeff Ratliff Budget: Funding for the site work to date was provided by wetlands mitigation funds from a local developer and St. Johns River Water Management District (SJRWMD). Fencing of the north property boundary was funded with 6,500 from the City budget (Non -Departmental). Florida Inland Navigation District (FIND) is providing a grant in the amount of $327,400 for construction purposes; total project budget is estimated at $675,000. CIP: $440,000 (CIP) — FY 21/22; FY 22/23; FY 24/25 Status: Removal of Brazilian Pepper Trees/replanting of native species of trees/shrubs and fencing of a portion of the property are complete. The City has received a General Permit from SJRWMD; a few permitting issues remain. Construction of a small parking lot, boardwalk, kayak launch and other amenities should be initiated in mid-2021. % Complete: Project is 10% complete; boardwalk/kayak launch and a small parking area with restroom and educational center are being designed. Original Time Frame: The project is on schedule but will extend into FY 21/22 due to the pursuit of outside funding. Project will be advertised when the SJRWMD construction permit is received. Long Point Road Estuary Park GENERAL NOTES FOR PLANTING PLB4RAN AT LONG ION ESNARY PARK I A CONCEPTUAL BOARDWALK HAS BEEN SHOWN ON THIS PLANTING PLAN FOR DIE LONG POU41 ESTUARY PARR_ MD BOOR. ALK PRoPOSED SIX MOT 1411 WIDE NOT BE TEN MOT DIMS ENVELDOE OFF EITHER SINK NEW PLANTE,. SHOO. WILL BE HELD O. 2_ MR TO TUE STARTOf STATE TREVIEW ETEPLAN .HD ORDINNATE 1 AN 1_10410N OCINTROL PLAN BY OAF NURSERY FOR IRIS WORK SHALI ENSURE NO E XCAVAIED MATERIAL IS DISCHARGED ENTO na EXISTING SOY DITCHES OHS KAN WILL BE REVIEW° BY CITY STALE PRIOR TO START OF WORK 4 IT IS PROPOSED THAT PLAATLICS RILL FOLL044 NATIIRAL PATTERNS WITH CLUSTERS OR CLOMPING. AND sTBANTN BEING MATTO IN ALTORDANCE WITH THIS PLAN WATER IN TIE AREA WILL BE CONSIDERED 0 APPROXIMATELY MURES RILL BE PLANTED TREES WILL MOT A. IM NDEONE IN 'GALLON BUCKETS EBUCKETSTREES LOBE PLANTED INCLUDE c CABBAGE °RURAL PALM PIG NTH IDTKORY DUE, W ILL_ RE HAMEL BY THE BRUIAN NOR.. AND IN 41.10414ANCE. TO mr, slim. MITIGATION PAN i0,11114 MINE!, g TREES NEED 10 B PLANT MI TO ALLEM FOR CRY RAMONG BY LSF OF WAIL OR LATE SYSTLA1 70 PROJECT YOU. ICES aB PLANT LEGEND 130 xG EG MAIM, 611.60L RANT NAM SPECIFICATIONS 64 O LIVE OAR NLLSGAL. m OL! A6 0 MO SLITNNRGRY kill NGALWOL.. 6E O SOUTHERN IMO OP6 NLLSOAL.2OMC, 76 V 6A64 PALM FULLSOAL.6 OL.I Q O AMEIUGN NOLLY MIL SOAL AV OL.I I. Q RAW PINE fLILLSGAL,6el, N 0 SLVSOM6 STOPPER NU. S 0.E1-60L.' TOTAL WO 44111 PLANTING PLAN West Central/Thurm Boulevard Streetscape Project Title: West Central Boulevard/Thurm Boulevard Streetscape Project Department: Capital Projects Director: Jeff Ratliff Budget: $3.2 million (portion of funds [$1.2 million] are from County Transportation Impact Fees [TIFs]. CIP: $800,000 (CIP) — FY 21/22 Status: Construction has begun on the West Central Boulevard portion of the project. The engineering design for Thurm Boulevard is 80% complete. Construction of the West Central Boulevard segment should be completed in July 2021; construction of the Thurm Boulevard segment should begin in late-2021. % Complete: Construction of the West Central Boulevard improvements is 30% complete; engineering design of the Thurm Boulevard segment is 80% complete. Original Time Frame: Construction was initially scheduled for completion in late-2020. However, the time frame was extended into mid- 2021 due to availability of funds. West Central/Thurm Boulevard Streetscape Project . Oral Blvd./ Th L AG esca pe Project Aerial view of West Central Boulevard / Thurm Boulevard Streetscape Project. 46 WRF SCADA System Project Title: WRF SCADA System Department: Capital Projects Director: Jeff Ratliff Budget: $1.08 million total. Funding through the City's State Revolving Fund (SRF) loan program. CIP: $450,000 (CIP) — FY 21-22 Status: Budgeted for FY 20/21. Project currently being advertised for public bids. % Complete: 5%. Construction should begin in May2021. Original Time Frame: FY 20/21 Veterans Memorial Park Redevelopment Title: Veterans Memorial Park Redevelopment Department: Leisure Services Director: Gustavo Vergara Budget: $90,000 — Design. $410,000 - Construction CIP: $410,000 (CIP) — FY 21/22 Status: Awaiting task order from design engineer. % Complete: 0% 48 Veterans Memorial Park Redevelopment VETERANS MEMORIAL PARKS AROUND U.S. -a- 49 Canaveral City Park Redevelopment —Phase 1: Multi -Generational Facility (MGF) Title: Canaveral City Park Redevelopment - Phase I: MGF Department: Leisure Services Director: Gustavo Vergara Budget: $6,281,923 total budget. Future Splash Pad and Playground Redevelopment - $750,000. CIP: $905,000 (CIP) — FY 21/22 Status: Site Work and Construction in Progress % Complete: 10% 50 Canaveral City Park Redevelopment —Phase 1: Multi -Generational Facility (MGF) 51 CAPE Center Project Update CAPE Center Department Cultural + Community Affairs Budget + Funding Sources Community Redevelopment Agency: $975,000 General Fund: $143,193 Stormwater Fund: $65,000 Total Project Funding: $1,183,193 Status permitting phase Original Time Frame FY 18/19 - FY 19/20 CAPE Center 15% Status: Design + bid award complete Commencement was postponed to accommodate other FY obligations and reduce the financial impact of proceeding with multiple, simultaneous major Capital Projects. CA WPE CAPE Center • Researching funding opportunities • Lead time on construction materials • Fine-tuning design + programming CAPE Center Mission To make world -class enrichment opportunities accessible to our walkable-bikeable community and cultivate meaningful, inclusive cultural experiences that preserve and promote the art, history and character of the City of Cape Canaveral. CAPE Center (7) NORTH ELEVATION SCALE: 1/8"=T-OE O WEST ELEVATION SCALE: CAPE Center 0 SOUTH ELEVATION SCALE: Ii8".1%0 & (7) EAST ELEVATION SCALE. 1 /8".1LCI" CAPE Center • Permitting applications underway • Presentation to the Community Appearance Board • FY 21 /22 Next Steps Behind the Scenes CAPE Center • Apply for available program + facility grants • Establish roll -out for initial programing + exhibitions • Develop Core Documents + Policies to prepare for accreditation CAPE Center Questions? Project Title: SR A1A from George King Boulevard to N. Atlantic Avenue. • Phase 1 - #430202-5 includes the construction of a "round -about," intersection realignment and sidewalks • Phase 2 - #430202-8 which includes the actual improvements to SR A1A. Department: Community + Economic Development Director: David Dickey Budget: 430202-5: Funding in FDOT 5-Year Work Plan for construction beginning in FY 21/22. 430202-8: No funding for right-of-way or construction in FDOT 5-Year Work Plan. Status: In Progress % Complete: 430202-5: Design complete. 430202-8: Design 60% complete. 62 520 5,1 AEA Walla] STUDY AREA Olisfalbot Legend Study Area i Qtark,ama Zsgmajog RiretElf lgozugAMigEllog &lawman anima :N FOOTPRINT 0 MAP&OX O PEN 5TREETMAP N 63 SAILFISH ALTERNATIVE 1' 5' 1' Sidewalk Bike Lane 4Y' 2' 10' CuryG,e., Drive lane .s_ 10' 10Y' 1' 10' 10' Drive lane Median Drive lane Drive lane CurbiGutter 2' 4Y' y. S' Bike Lane 1' 5' Sidewalk • i i i i i ■ I 90' of Roadway + Tie -Down I Please note that this is a preliminary design concept for the SR A 1A improvements resulting from the stakeholder meetings that occurred in June 2020. The design has not been finalized. When the design has been finalized, there will be an opportunity for the community to have input. 64 t Presentation of New/Proposed Projects New/Proposed Projects: • Central Boulevard Streetscape (from Astronaut Boulevard to Ridgewood Avenue) • Presidential Streets Neighborhood Plan • Resiliency Action Plan • Cherie Down Park Acquisition/ Redevelopment • The Promenade • Galactic Pocket Park • VWVTP Fence Replacement • Sodium Bisulfite • Sanitary Sewer Infrastructure GIS Mapping and Inspection • Civic Scenery: Sculpture Exhibition Program • Re -Visioning Project WWW.GOVERNMENTRESOURCE.COM Central Boulevard Streetscape Title: Central Boulevard Streetscape (from Astronaut Boulevard to Ridgewood Avenue) Department: Capital Projects Director: Jeff Ratliff Budget: $951,500 CIP: $951,500 (CIP) — FY 22/23; FY 23/24; FY 24/25 Status: Project on hold. Moved to FY22/23 and beyond. Complete: 0% Central Boulevard Streetscape cW- UCEAN GNE[GN enttai B!V • : ' ' f : i. IBM i ! lirliil. imam , 0m -- iadWA all. -miF 11%11 am mama �tl Iit 1111[4 ;any ii1==4ir# -. - IIIliHll':fly. iIif i „ Il1r1 hi, Aerial view of Central Boulevard Streetscape Project from Astronaut Boulevard to Ridgewood Avenue. 68 Presidential Streets Inventory + Master Plan New Project Presidential Streets Inventory + Master Plan The Vision Statement We envision: Streetscapes with amenities such as low -impact development, bicycle facilities, covered transit stops and safe pedestrian crossings that encourage access to the beach, river, local neighborhoods and adjacent communities. Improved "complete streets" will allow pedestrians to travel to intimate waterfront destinations and a walkable uptown core with ease and safety. Generous tree lined and well -lighted multi -use paths for bikes and pedestrians so anyone can walk or bicycle safely anywhere in town, day or night. Presidential Streets Inventory + Master Plan 2040 Hazard Zane 2070 Hazard Zane 2100 Hazard Zane 2040 - 1,85 feel sea level rise 2070 — 4.47 feet sea level rise 2100 — 8.48 feet sea level rise A11anErc Ocean Sev velal', I1F GeoCen ft+BaMBea Level. Rbel n OrenSreelMap cv .butare_ad lee GIS are opamunrry NOAA Sea Level Rise High Curve Projections 2019 Vulnerability Assessment 71 Presidential Streets Inventory + Master Plan 2040 Road at Risk — 2070 Road al Risk 2100 Road al Risk - 2040 Hazard Zone 2070 Hazard Zone 2100 Hazard Zone 2040 — 1.85 feet sea level rise 2070 —4.47 feet sea level rise 2100 — 8.48 feet sea level rise a21 E,,,ERE Garr, _frfielMM�e.con...,. and theOISz12. Roadways Vulnerable to Sea Level Rise (NOAA High) 2019 Vulnerability Assessment 72 Resilient Cape Canaveral Action Plan (2021) PREPAREDNESS TARGET 14: When new City -owned buildings, parks and roadways are being considered, or existing ones are redeveloped, LID or xeriscape practices should be implemented. All City -operated buildings should dedicate 25% of the site to LID/xeriscape techniques. (Natural Systems) PREPAREDNESS TARGET 37: At least 25% of all new City roads, parking lots and sidewalk's square footage should be permeable. (Built Environment ) Presidential Streets Neighborhood Plan Study Area Presidential Streets —Manatee•BayDr--) Columbia•Dr Church•Lr Lorig•Poind ;� � c 1 rle4tur~e•Ln jr,,,e yGng 1m International Dr 1Malestic BayAv mo-Carver Dr N °" — • . S Carver•Drp O_�a��arn.��� ., +1 ,— Justamere-Rd' -RiversideDr (HitchingiPost Rd t----ftrrh -- Richie-Av U co Center St Cocoa PalmsAve Rattan Ave-J C1f�,Sahal ❑tro Washington•Ave AdamsAv, Jackson•Ave Harison•Ave. ¢-,Tyler Ave Cap g- PoltrAve a °.) Taylor Ave •• i 0 E • ..1 5. 2 0 Fillrnore•AV b� v ierce Av Buch Inan,Ave` , • Lincol n•Ave Johnson•AVe Grant Ave Presidential Streets Neighborhood Plan What we know... Presidential Streets Inventory • General Street Conditions • Sidewalk Conditions • Stormwater Conditions • Street & Stop Sign Conditions • Lighting Conditions Street Conditions • Inventory was completed in 2015 • Widespread cracking is present • General conditions: rutting and wear; alligator cracking; longitudinal cracking; transverse cracking; raveling and aging; flushing/bleeding; patching; corrugation and waves; sags and humps; pavement edge condition • West Central Boulevard was the worst with a cumulative score of 23.0 (project underway) • The majority of streets located west of SR Al A are in worse condition than those located east of SR Al A (Presidential Streets) Street Conditions Blue lines indicate City -owned + maintained roads LUG a *n afS. I.wey. I KHMCW F 1041, CaiMrti MLR a4 K.&Moa anal Gnw+u G+FN....CCC 0.o.wbaoumi:xuex aaC MaLG Ow Cc we nY 77 Sidewalk Conditions • Google Map inventory • Many gaps present • Accessing right-of-way (ROW) is a big issue • Mailboxes, trees, and parking spots pose significant challenges to completing sidewalks • ADA compliance is difficult due to grading issues rac 9 Florida Beer Company BAKERSFIELD -disson Resort kti Carver Dr N BANYAN C Cileenter Street Park 9 • Ragan Ave Saba! Ave Avis Car Rental aeepan Blvd Sidewalk Conditions Beach Park Ln OCEAN WOODS L Grant Ave OCEAN KEY Garfield Ave Arthur Ave herie Park I1A NDO I Libras Pea Complete (purple) Incomplete (blue) 79 Stormwater Conditions • Google Map inventory • Inlets have undergone repairs/replacement • Rainy day conditions pose challenges for drainage (Tyler Ave. + Poinsetta Ave.) • City engineer notes that: curbs & gutters; use of green designs in row; planning of priority street upgrades; and specific street drainage needs should be prioritized (2020 memo) • Design considerations will be very important KIn9s Ln idy's 7-Eleven ' a. veral Meats & Deli ® Stormwater Conditions Cape View Elementary Schgol V William •! .ennix Park • •! QSunn� :'al Liquors 8, F. n` • C. Adam�4 Ittave �j, s• • m 3 e • • • m a' and Farris 5�i•� Z:ferson Ave •- -49 Vargas Cafe A a ,T e $ ••• • : :!S of Madison k �' i• I.r Cherie Down Park • Kenn n:ys Lamp: Mc •3 Ave : Pos? avern � 'a' a Cape Club rgo BankQ s 9Circr.•rK ;•iy _ « ▪ Jack'fnA� © • ` Harrison Ave artA! • W Canaveral Towers SCarver Tr• !v • •' Tyler P. 'several City A C •f • Cat Cage v averal City Hill Hitching Post Rd' •. •• i. .. C.IkA ie Ave Xeriscape Park'? WCap•> Canavera Library • it,1;11 FFIirr1e1Z.ve 'Pierce Air w.. Monte C.r c•9 Booh • j Ave each Pawn Shop • D Yogi's liquor -'"bn L: Are Plan Ave Saba1 Ave 7-Eleven ♦ E Grant Ave Avis Car Rent II 1 _ Richard Arms Apts 1• 0 pierce Ave SUncoin Ave Johnson Ave Coral Seas9 9 Cocoa Cape Winds, Resort g'Windjammer Condorninium Blue dots indicate more recent repairs (approx. 2010-present) 81 CD CD (N.1 (6 p a-) LL Street + Stop Signs Conditions • Google Map inventory • Small Area Study 2019 (Luke Transportation Engineering Consultants, Inc.) • Street signs are inconsistently placed • Stop signs are inconsistently placed; need to be reoriented to create more efficient/safer pattern* • Need to explore other street calming methods (street humps) *Manual on Uniform Traffic Control Devices (MUTCD) criteria is not met r L Street + Stop Sign Conditions Adams Av. r Fjre • 91aIlOn F J.alovonAw14 cly Han Library Recreanon Deparmenl . . Mame Are auen.narr Aw n Johnson Aw . Grant A. e JnMson Awe Po* lye ray., Aw • FAmn.A? • • Existing 2 + 4 Way Stop Placement 84 Lighting Conditions • Google Map inventory • Ridgewood Avenue, Columbia Drive, and N. Atlantic Avenue have Solar Electric Power Company (SEPCO) lights • Going forward First Light Technologies LED lights will be used • Florida Power & Light (FPL) also provides LED lighting throughout the City Lighting Conditions ^ : � i 11 ; I.- - �// -- L - w � ° \ \ =Lghh_= .~+ 0 . � .al . . 04=. � 86 Lighting Conditions FPL Lights 9 Florida Beer Company • 7rac BAKERSFIELD • • • Radisson Resort at th& Pr.,* Pcesn Park an • SO1P4t &M •h'/•RB.0R. 9 Pe •HE1GliTS• • • OCEAN WOODS • - el Thai Tha III Sushi • • • a vd • • Bar & Restaurant. Thai... ,'w,�,• • 1 • GARDE• N BEACH • • a •• • ti � •• .XEY•tHORE �apE, • • D.`...n<AEP.EA sr • Carra•_eraI Cherie \ 7wn Park • r • •5• .! •• .. . MR�kB.I_I A, UN•.Si ARMS � 1WI.Nh4Feai5 MADI „ON •• • •SE!1 •M.!NIC •• . • . t'A} E •`ILLAS ca�«orw •':"'• i '•+ S E R E R A BANYAN CI•V;� •• .SEtiCNDO •+,•• T :;.ae :gnzseral Libra •• •T,fERltA• • • •C.•F.i.1!,1A • • • .AN. DUNES Center Street Park 9 • ; ERA1.1/4,AL l ! .{ptma6n A� a . kanv five • Sehalare •4 EG*ern Ava Avis CarRental OCEAN KEY iNrfle. Ave III M1thurAve N Gator I???ajjjl • MS.ad + MeififLey uvr aA •' •KAYA BEACH • TOWNI-TOMES •I rhink'rn1 87 Poinsettia Ave. to Orange Ave. Sewer Project • Damage resulted from a Florida City Gas contractor • Includes the main reuse and sewer lateral • Project costs: $120,050 Sewer Conditions This project consists of sewer main and lateral replacement from Poinsettia Ave. to Orange Ave. Damage to sewer lateral found during installation of reuse lines. Complete Street Theme STOP BAR f 10' SHARED USE PATH POLK AVENUE (2)10' TRAVEL LANES ' STOP BAR 4' SIDEWALK PEDESTRIAN PLAZA PARALLEL PARKING Conclusion The area proposed for study as part of the Presidential Streets Master Plan represents a historically significant area of the City to include the originally platted areas of the City in support of the early space program. Consequently, the public infrastructure within this are is quickly becoming obsolete and in need of reinvestment. The City Council is being asked to support this study to better understand the specific needs and redevelopment challenges of the area as well provide an opportunity for implementation of Complete Streets guidelines and in so doing become more walkable/bikeable. • Presidential Streets Master Plan • Scope of Work provided by: Kimley-Horn • Estimated cost is $150,000. This will include data gathering and analysis, public outreach, and master plan preparation. "Portable" design guidelines, that can be applied across the planning area, will be developed along with recommended phasing strategies. Resilience Projects Overview New Project • Disaster preparedness • Continuity of critical operations and services • Power assurance to critical facilities • Reduced environmental impacts and utility costs • Increased resident safety and comfort • Leading by example • The following projects are informed by the City's 2021 Resiliency Action Plan. • These projects are deemed critical in nature based on their ability to enhance the resilience, safety and continuity of municipal operations and infrastructure. • Not all projects on this list are intended or planned to be funded in the FY 21/22 budget, but rather provide a selection of examples from which the City may choose from based on Staff recommendations. • Each proposed project has been paired with the Resiliency Action Plan Preparedness Target it complies with and progresses towards completion. • Estimated Project Costs: $18,489 • Estimated Project Savings: $55,517 over 25 years, 100% electricity offset; 247 metric tons in CO2 emissions reduction over 25 years • Project Benefits: Lower utility costs, lower operational emissions, enhanced critical facility resilience, increased grid independence, community leadership example • Associated Preparedness Target: (31), Convert all City facilities to run off of renewable energy with associated battery storage systems. • Implementation Period: 15 years • Action Category: Energy • Project Timeline: FY 21/22 Estimated Monthly Production kWh 1,600 - Annual Production 13,951 kWh 1111111111111111111 1,500 - Annual Consumption 14,010 kWh 1,400 - 1,300- 1,200 - 1,100- 1,000 - 900 - 600 - 700 - 600 - 500 - 400 - 300 200 - 100- 0 Jan Feb Mar Apr May Jun Jut Aug Sep Oct Nov Dec Production Consumption 50,000 - 40,000 - 30.000 - 20,000 - 10.000 - 1..1.1-u -10,00Q - Estimated 25 year Savings* 20 *Estimated Savings after purchase, financing, and operational cost. Assuming rate increases 4.0% per year and cashflow discount at 5.0% • Number of panels: 32 • Power output: 10.24 kilowatts • 100% offset of energy use • Equal to planting 5,034 trees Green Shield Initiative • Estimated Project Costs: About 1,000 plants across roughly 2,053 feet of City - owned lagoon front shoreline, $3,500 • Project Benefits: Enhanced shoreline stability, enhanced erosion control, enhance critical facility resilience, increase native habitat and biodiversity, community leadership example • Associated Preparedness Target: (55) Research and implement climate - resilient engineering solutions in conjunction with green infrastructure such as living shorelines around the perimeter of the City's Water Reclamation Facility. • Implementation Period: 30 years • Action Category: Storm Readiness and Sea Level Rise • Project Timeline: FY 21/22 Long Point 600.00 ft Measure distance Click on the map to add to your path Total distance: 1,315.04 ft (400.83 m) 800.00 ft Green Shield Initiative 1,000.00 ft F, I 1,200.00ft • Line of perennial native grasses placed along all City -owned lagoon front shorelines where vegetation is limited • Estimated Project Costs: $3,000-5,500 • Project Benefits: Enhanced shoreline protection against coastal flooding and storm surge events, enhanced dune stabilization, dune expansion, native habitat and biodiversity expansion, community leadership example • Associated Preparedness Target: (11) Continue annual sea oat plantings to double the amount of sea oats along the beach from the existing 110,000 to over 220,000 for increased dune stabilization. • Implementation Period: 15 years • Action Category: Natural Systems • Project Timeline: FY 21/22 Canaveral Beach Blvd Bike Lane Addition • Estimated Project Costs: 1.1 mile of new bike lanes, $35,000 • Project Benefits: Enhanced pedestrian and bicyclists safety, promotion of Complete Street practices, promotion of alternative travel means, community leadership example • Associated Preparedness Target: (24) Where feasible, transition City roadways to bikeable and walkable Complete Street designs that follow the City's Vision Statement and include the installation of ADA compliant sidewalks. • Implementation Period: 30 years • Action Category: Transportation • Project Timeline: FY 21/22 Canaveral Beach/Blvd Bike Lane Addition .I Blvd e's mini Canaveral Breakers Apartments i fr Beach;Club Condos r SunihineTmaint enance rgRestaurantsupply store r. Pinnacle Express Transport Services Mater N late rProdu e cksEEnnte p,riise Bragg's Pressure Washing -- Caroline St; _ s & Service K, _' - Palms EastvApartmeennts Solar Streetlight Conversion Continuation • Estimated Project Costs: $58,000 - 28 solar streetlights • Project Benefits: Lower utility costs, lower operational emissions, enhanced community resilience, increased grid independence, community leadership example • Associated Preparedness Target: (29) Convert at least 50% of the City's streetlights to solar power by 2035; while also working to convert 100% of the City's streetlights to solar power by 2050. • Implementation Period: 15 years • Action Category: Transportation • Project Timeline: FY 21/25 Solar Streetlight Conversion Continuation • Estimated Project Costs: $94,276 • Estimated Project Savings: $144,479 over 25 years, 100% electricity offset; 1,282 metric tons in CO2 emissions reduction over 25 years • Project Benefits: Lower utility costs, lower operational emissions, enhanced critical facility resilience, increased grid independence, community leadership example • Associated Preparedness Target: (31), Convert all City facilities to run off of renewable energy with associated battery storage systems. • Implementation Period: 15 years • Action Category: Energy • Project Timeline: FY 22/23 Estimated Monthly Production kWh 7,500 - Annual Production 72,547 kWh 7,000 - Annual Consumption 72,642 kWh 6,500 - 6,000 - 5,500 - 5,000 - 4,500 - 4,000 - 3,500 - 3.000 - 2sao - 2,000 - 1,500 - 1,000 - 500 - 0 Apr Feb Mar Jan May Jun Jul Aug Sep Oct Nov Dec Production Consumption 100.000 50,000 $0 liii...- Estimated 25 year Savings* 10 15 20 25 *Estimated Savings after purchase, financing, and operational cost. Assuming rate increases 3.0% per year and cashflow discount at 5.0% • Number of panels: 108 • Power output: 47.52 kilowatts • 100% offset of energy use • Equal to planting 26,176 trees MGF Battery Storage System • Estimated Project Costs:—$100,000 (roughly at cost parity with existing diesel generators of comparable size) • Project Benefits: Increased solar array efficiency, enhanced facility resilience, facility power assurance, continuity of operations, resilience hub capability, community leadership example • Associated Preparedness Target: (31), Convert all City facilities to run off of renewable energy with associated battery storage systems. • Implementation Period: 15 years • Action Category: Energy • Project Timeline: FY 23/24 MGF Battery Storage System • Compact commercial battery units • Discrete, low profile and noiseless • Enhance capabilities and efficiency of rooftop solar array Other Ongoing Initiatives • Replacement of fleet vehicles with cleaner, more efficient versions • Community reclaim expansion/incentives • "Complete Street" upgrades • Shoreline hardening of lagoon -front facilities • Scoping of onsite renewable energy installations where appropriate and feasible • Resident tree and rain barrel program • Continuation of education and outreach Cherie Down Park Acquisition + Redevelopment Title: Cherie Down Park Acquisition / Redevelopment Department: Leisure Services Director: Gustavo Vergara Anticipated Cost: $1,500,000 Time Frame: FY 20/21 — Acquisition. FY 21/22 — Design. FY 22/23 - Construction Cherie Down Park Entrance. 112 The Promenade + Concept 1 Title: The Promenade Department: Leisure Services Director: Gustavo Vergara Anticipated Cost: $750,000-$900,000 Acquisition. $800,000 Site Development. Time Frame: FY 21/22 — Land Acquisition and Site Design. FY 22/23 — Site Development. City Hall D C LT 0 Plaza Q l.„ Communi Center Existing oak tree to remain Poore Lin. Plaza D DD New wall to match exie:ting Raquettball Court Exieting Space Mural along thie wall Exieting oak tree to remain (with retaining wall) 113 • City Hall The Promenade —Concept 2 Comrnuni Center 7C' fE7 one way ----+ Existing oak tree to remain \ 0 o ID D Plaza New wall to match exie;ting Power—_ Line Existing oak tree Dog Park to remain l a� 7r r ---r4--vc--- 1k one way - -- Raquett,all Court xieting Space Mural along thie wall Exieting oak tree to remain {with retaining wall) L 114 The Promenade —Design Elements Amphitheatre Ideas Plaza Expansion Water Feature Ideas Curved Trellis Shade Structure Cape Canaveral Plaza Expansion- Design Elements 91 Landscaping Galactic Pocket Park Department: Public Works Services Director: Jim Moore Budget: Funds for Galactic Pocket Park were not budgeted for FY 19/20. This project will be included in the FY 20/21 budget. Status: This project moved to FY 26/27 % Complete: 0% Original Time Frame: FY 19/20 WWTP Fence Replacement Title: Wastewater Treatment Facility (WWTF) Fence Replacement Department: Public Works Services Director: Jim Moore Anticipated Cost: $104,500 CIP: $104,500 (CIP) - FY 22/23 ($69,500); FY 23/24 ($35,000) Sodium Bisulfite Project Title: Sodium Bisulfite Department: Public Works Services Director: Jim Moore Anticipated Cost: $65,000 CIP: $65,000 (CIP) - FY 21/22 Sanitary Sewer Infrastructure GIS Mapping + Inspection Project Title: Sanitary Sewer Infrastructure GIS Mapping and Inspection Department: Public Works Services Director: Jim Moore Anticipated Cost: $102,000 + CIP: $102,000 (CIP) — FY 21/22; $100,000 each year after (for 4 years) GIS + Sanitary Sewer Infrastructure Mapping New Project Sanitary Sewer Infrastructure GIS Mapping + Inspection Why is it Important? • A geographic information system (GIS) is a computer system for capturing, storing, checking, and displaying data related to positions on or below Earth's surface. • GIS is critical in modern urban planning for it gives the ability to better understand current needs for a city, and then design to fulfill those needs. • By processing geospatial data from satellite imaging, aerial photography and remote sensors, users gain a detailed perspective on land and infrastructure. • GIS can produce maps relating to energy consumption, infrastructure placement, community development, transportation routes, environmental impacts, etc. S 41V:E •-• Sanitary Sewer Infrastructure GIS Mapping + Inspection Senate Bill/House Bill 712 • Requires stronger surveying, mapping, and regulations regarding sewer infrastructure and monitoring. • "Facilities must use I&I studies and leakage surveys to develop pipe assessment, repair, and replacement action plans with a 5-year planning horizon that comply with department rule to limit, reduce, and eliminate leaks, seepages, or inputs into wastewater treatment systems' underground pipes." • Bill was signed into law under Chapter 2020-150 and was effective on July 1, 2020. Sanitary Sewer Infrastructure GIS Mapping + Inspection • For facilities larger than 1 MGD, the plan must include GIS information regarding the following: • For each section of pipe, manholes, and pump stations, a component identification tracking number, the location, capacity, length of portion, size and diameter, type of pipe or construction, age, projected service life, inspection information, and maintenance information. • Geologic and topographic information, hydrologic information including seasonal high- water table, rainfall data, and groundwater monitoring, if conducted. • Flow information, overflows, bypasses, odor complaints, corrosion data, past infiltration/inflow analysis results, population served, and industries served. Lincoln Avenue Project Higher customer engagement and communication Collection, organization and integration of data Maintenance & management of Infrastructure data PLANNING Et ANALYSIS Organization of data into actionable information Data integration for operational readiness Collection and assessment of data from field Civic Scenery: Sculpture Program New Project Sculpture Program Department Cultural + Community Affairs Budget + Future Year 1: $2,000/per installation + Staff time With proposed expansion: • $8,000/yr maximum + Staff time • Program may be eligible for grant funding as opportunities become available Status New Time Frame FY 2021/22 - ongoing • Initially developed in 2017 • Patterned off of the Florida Outdoor Sculpture Competition hosted by the City of Lakeland • Library fountain vandalized beyond repair June 2020 • Fountain required regular maintenance • Sculpture program a viable alternative Sculpture Program Baby steps... Pending the success and community feedback from the single 24-month installation that replaces the fountain, we can re-evaluate the program to see if it's worth expanding to serve multiple locations in the City. Program Highlights • Installations + costs will be staggered across different fiscal years • Eliminates the long-term maintenance obligations that accompany permanent public art installations • Subject to all permitting and oversight per City Ordinances • Artists of selected sculptures will enter into a contractual agreement, accepting all costs + liabilities • Fosters ongoing, marketable opportunities for working artists in our community • Creates opportunities for cultural and community engagement events Artist: Juan Vazquez Sculpture Program Going Forward • Other locations in the vicinity of the Library + Veterans Memorial Park • Calls for Sculptures can be tailored to different themes/locations • Current plan looks at eventually having four different sculptures Sculpture Program Questions? Re -Visioning New Project Re -Visioning Department Cultural + Community Affairs Budget $10,000 Status New Time Frame FY 22/23 - Contingent on post-COVID-19 2 009 vs. 2021 Where were you? Where were we as a City? Re -Visioning • What have we accomplished? • How has our horizon changed? • What will help Cape Canaveral thrive? Objective To engage the community in developing the next phase of the City's Vision. • Work with SGR to develop agenda • Coordinate 3 community workshops • Rework the Vision Statement based on collaborative community input • Present revised Vision Statement and findings report to Council Re -Visioning Things to Consider • Post-COVID-19: in -person engagement • New facilities: MGF + CAPE Center as workshop venues • How the new Vision Statement will differ from the current one? Questions? Project Title Department Director Project Status CIP *Budget 1. Central Boulevard Streetscape Capital Projects Jeff Ratliff Not Started Yes $951,500 (CIP) FY 22/25 2 Effluent/Influent Disc and Drum Filter Replacements Capital Projects Jeff Ratliff Started/On Schedule Yes $925,000 (CIP) FY 21/22 $1.75 million - total (various funding) 3. Long Point Road Estuary Park Capital Projects Jeff Ratliff Started/On Schedule Yes $440,000 (CIP) FY 21/25 $675,000 - total (various funding) 4. West Central Boulevard/ Thurm Boulevard Streetscape Project Capital Projects Jeff Ratliff Started/On Schedule Yes $800,000(CIP) FY 21/22 $3.2 million (various funding/TIFs) 5. WRF SCADA System Capital Projects Jeff Ratliff Started/On Schedule Yes $450,000 (CIP) FY 21/22 $1.08 million — total (SRF) 6. Presidential Streets Master Plan Community and Economic Development David Dickey New Project No $105,000 FY20/21 7. Resiliency Action Plan Community and Economic Development David Dickey New Project No Estimated costs are broken down by project 8 Rover's Space — Dog Area at Xeriscape Park Leisure Services Gustavo Vergara Completed No $75,000 9. Veterans Memorial Park Redevelopment Leisure Services Gustavo Vergara Started/On Schedule Yes $410,000 (CIP) FY 21/22 $90,000 (design) $410,000 (construction) 10. Cherie Down Park Acquisition/ Redevelopment Leisure Services Gustavo Vergara New Project Yes $1,335,000 (CIP) FY 21/23 $1,500,000 — total 127 11. The Promenade Leisure Services Gustavo Vergara New Project Yes $1,600,000 (CIP) FY 21/23 $750,000-$900,000 (Acquisition) + $800,000 (Site Development) 12. Canaveral City Park Redevelopment —Phase 1: Multi- Generational Facility (MGF) Leisure Services Gustavo Vergara Started/On Schedule Yes $905,000 (CIP) FY 21/22 Future Splash Pad + Playground Redevelopment $750,000 $6,281,923 - total 13. Galactic Pocket Park Public Works Services Jim Moore Not Started No This project moved to FY 26/27 budget. 14. WWTF Fence Replacement Public Works Services Jim Moore New Project Yes $104,500 (CIP) FY 22/24 15. Southgate (Wagner) Pocket Park Public Works Services Jim Moore Completed No $70,000 (Budget) $72,240 (Actual) 16. Sodium Bisulfite Public Works Services Jim Moore New Project Yes $65,000 (CIP) FY 21/22 17. Sanitary Sewer Infrastructure GIS Mapping and Inspection Public Works Services Jim Moore New Project Yes $102,000 (CIP) FY 21/22 + $100,000 each year after (4 years) 18. Civic Scenery Sculpture Exhibition Program Culture + Community Affairs Molly Thomas New Project No $2 000 per i nstdlation + Staff Ti rm w expansi on future budget $8,000/yr. 19. Re -Visioning Project Culture + Community Affairs Molly Thomas New Project No $10,000 + Staff Time 20.Schedule Culture, Arts, Preservation + Enrichment (CAPE) Center Culture + Community Affairs Molly Thomas Started/ Befi nd No $980,000 - total 21. FDOT — A1A FOOT via Community and Economic Development David Dickey Per FDOT No Per FDOT 128 If you could waive a magic wand and do one major thing for Cape Canaveral, what would that be? • Pedestrian overpasses for AlA • Purchase all available "orphan lands" within the City and preserve for greenspace • Make Cape Canaveral golf -cart friendly • Remove all the blight on AlA (X2) • Ordinance revisions regarding parking lots • "Living walls" vs. concrete walls in our design standards • CRA to help with facade improvements • Development of Downtown Center • Completion of comprehensive sidewalk construction project • Local control over Short -Term Rentals —stricter enforcement of 7-day rentals Partnering with Local Governments to Recruit, Assess and Develop Innovative, Collaborative, Authentic Leaders If you could waive a magic wand and do one major thing for Cape Canaveral, what would that be? • Annual Post -Legislative Session briefing re: impacts to Cape Canaveral • Improved livestreaming & technology enhancements to encourage remote citizen participation • Improved public relations for Cape Canaveral (vs. Cocoa Beach) • Cape Canaveral as the "Premiere" Beach in Brevard County • How can we fundamentally re -structure the financing of our local government? e.g. fees for service vs. property taxes • We become a Debt -Free City Partnering with Local Governments to Recruit, Assess and Develop Innovative, Collaborative, Authentic Leaders What do you want Cape Canaveral to have in 10-years? • A safer A1A • A river that is safe to swim and kayak • Fully integrated, multi -modal transportation system/network • Completion of a Downtown Center as a public gathering place • Recognized as a sustainable city • Positive community and civic reputation • A Children's Theater • Improved community engagement & enhanced direct marketing on major issues & initiatives (X2) • City Council Orientation Program and development of Council Procedures & Policies WWW.GOVERNMENTRESOURCE.COM City Council Discussion Re: Current & Proposed Strategic Goals WWW.GOVERNMENTRESOURCE.COM f you want different results, Ta cifferent c'ciccs. ou can t stay where you are and get where u need to be Any additional City Council Projects and/or Priorities that we have not discussed? Suggested Prioritization Process • Beyond the initial high-level prioritization comments received in the Advance Interview Sessions, there may be an interest in considering a more formalized process to provide Staff with a better sense of the priorities of the Mayor & City Council. • Post Retreat, Staff revises the Goals & Projects based upon the feedback received at the session and distribute for review. • The Mayor & City Council Members subsequently indicate their top five (5) Goals & Projects with a '/ regardless of which Goal Area they may be under. • The Goals & Projects receiving the top votes will be ranked as Short -Term, and the remaining Strategies will be identified as either Intermediate or Long -Term based upon a natural break in the balance of the votes cast. City Council's Immediate/Near-Term(within 2-years) Priorities • Finish sidewalks & bike lanes (X3) • Paving of Oak Lane Avenue • Complete the Zoning Ordinance Update • Pursue the development of more entertainment, music, and public gathering places • Improve civility in governmental space & among City Council (X2) • Enhanced Community Safety • Improvement of community blight (X2) • Complete the MGF • AlA safety (X2) • Avon -by -the -Sea Annexation • Implementation of Priority -Based -Budgeting • Improved use of data metrics to assist in decision -making City Council's Mid -Term (2 to7-years) Priorities • Environmental infrastructure & sustainability programs • Restoration of community events & Festivals—Post-COVID • AlA safety & pedestrian crossings (X2) • Affordable Housing programs —especially for seniors being forced out of their homes • Landlord Registration Program • Sidewalk Master Plan completion • Reduce City Debt Service by 50% • Implementation of a fully electric municipal fleet City Council's Long -Term (beyond 7-years) Priorities • Preservation of hometown feel • All blight fully addressed • Pride in community • Improved river quality • 100% of Cape Canaveral removed from septic tanks • Stormwater system fully revamped • Private and dirt roads all paved • Reduced crime rate • Recognized for our sustainability & resiliency efforts (X2) • Approving the "right" type of projects — no more hotels • Fully implemented AlA safety options • Elimination of City's dependency on FPL grid —Energy independence Do We Have Consensus on Cape Canaveral's Future Direction & Priorities? "Welt, that makes it four 'aye's, two 'nay's, and one 'hey, no problem.'" WWW.GOVERNMENTRESOURCE.COM Partnering with The Strategic Visioning Process is a Journey Citizen Input Staff Adjusts Staff CC Input Envisions S• GR CC Staff Evaluates Executes Staff Plans CC Affirms Partnering with Local Governments to Recruit, Assess and Develop Innovative, Collaborative, Authentic Leaders What Have I Been Missing? 13Ingtvg 9 goodwill Partnering with Local Governments to Recruit, Assess and Develop Innovative, Collaborative, Authentic Leaders Examples of Vision Statements Jupiter is a distinctive coastal community committed to preserving its unique character and history and vibrant, small-town feel. To be the premier community in which to live, work, and raise a family. Lakeland — A vibrant, culturally inclusive world -class community The Town of Little Elm is a distinct and desirable lakeside destination for all people to live, work and play while enjoying a safe, vibrant, and welcoming community As the capital city of Kansas, Topeka is recognized as a vibrant community where people choose to live, work, learn, and play, and of which Kansans are proud. WWW.GOVERNMENTRESOURCE.COM 161