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HomeMy WebLinkAboutcocc_council_mtg_packet_20230516_5-15p_wkshpCAPE CANAVERAL CITY COUNCIL WORKSHOP MEETING City Hall Council Chambers 100 Polk Avenue, Cape Canaveral, Florida 32920 AGENDA May 16, 2023 5:15 P.M. Please email public comments before noon to: cityclerk@cityofcapecanaveral.org For remote options, please visit: www.cityofcapecanaveral.org/city_meetings CALL TO ORDER PLEDGE OF ALLEGIANCE ROLL CALL PUBLIC PARTICIPATION: Any member of the public may address any items that do not appear on the agenda and any agenda item that is listed on the agenda for final official action by the City Council excluding public hearing items which are heard at the public hearing portion of the meeting, ministerial items (e.g. approval of agenda, minutes, informational items), and quasi-judicial or emergency items. Citizens will limit their comments to three (3) minutes. The City Council will not take any action under the "Public Participation" section of the agenda. The Council may schedule items not on the agenda as regular items and act upon them in the future. DISCUSSION 1 5:25 p.m. - 5:55 p.m. 1. a. Review the April 2023 Draft Summary Report submitted by facilitator Doug Thomas, Strategic Government Resources (SGR) and provide feedback to Staff; and b. Review Projects presented to the City Council on March 29, 2023 at the Strategic Planning Retreat and provide direction to Staff. ADJOURNMENT: Pursuant to Section 286.0105, Florida Statutes, the City hereby advises the public that: If a person decides to appeal any decision made by the City Council with respect to any matter considered at this workshop, that person will need a record of the proceedings, and for such purpose that person may need to ensure that a verbatim record of the proceedings is made, which record includes the testimony and evidence upon which the appeal is to be based. This notice does not constitute consent by the City for the introduction or admission into evidence of otherwise inadmissible or irrelevant evidence, nor does it authorize challenges or appeals not otherwise allowed by law. In accordance with the Americans with Disabilities Act: all interested parties may attend this Public Workshop. The facility is accessible to the physically handicapped. Persons with disabilities needing assistance to participate in the proceedings should contact the City Clerk's office [(321) 868-1220 x207 or x206] 48 hours in advance of the workshop. CITY OF CAPE CANAVERAL CITY COUNCIL WORKSHOP MEETING • MAY 16, 2023 AGENDA ITEM SUMMARY Subject: a. Review the April 2023 Draft Summary Report submitted by facilitator Doug Thomas, Strategic Government Resources (SGR) and provide feedback to Staff; and b. Review Projects presented to the City Council on March 29, 2023 at the Strategic Planning Retreat and provide direction to Staff. Department: City Manager's Office Summary: At the March 29, 2023 Strategic Planning Retreat, the Council reached consensus to hold a Prioritization/CIP/Strategic Planning Follow-up Workshop in the month of May. This Workshop provides opportunity to: • Review the City Council Strategic Planning Retreat Draft Summary Report dated April, 2023. (Attachment 1) and provide feedback to Staff. Formal approval of the Report will be considered at the June 20, 2023 Regular City Council Meeting, and • Review Projects presented to the City Council on March 29, 2023 at the Strategic Planning Retreat and provide direction to Staff. Formal approval of the Projects will be considered at the June 20, 2023 Regular City Council Meeting. The Projects that were discussed at the Retreat fall under one of four categories: 1. Completed Projects, for which no additional action is required, 2. Updated/Previously Approved Projects, which are still ongoing (Attachment 2). These are included for reference and no additional action is required, and 3. Newly Proposed Projects. To assist the City Council, a Newly Proposed Project Worksheet is included as Attachment 3, which summarizes each newly proposed project. The worksheet references the respective currently proposed CIPs. Since CIP's have been renumbered since the Strategic Planning Retreat, the worksheet also tracks the renumbering. A current Proposed Capital Improvement Plan (CIP) for FY23-24 to FY27- 28 was previously distributed to Council Members. A duplicate Newly Proposed Project Worksheet with City Manager's recommendations is included as Attachment 4. 4. Summary of City Council "Blue Sky" Strategic Projects and Initiatives (Attachment 5). Council consensus at the Retreat is notated for each Blue -Sky item. Some of these are discussion -only topics. Council is asked to review and either modify or approve these items as presented. Submitting Department Director: Todd Morley Attachments: 1. City Council Strategic Planning Retreat Draft Summary Report dated April, 2023. 2. Updated/Previously Approved Projects 3. Newly Proposed Projects Worksheet for City Council 4. Newly Proposed Projects Worksheet with City Manager's Recommendations 5. Summary of City Council "Blue Sky" Strategic Projects and Initiatives Financial Impact: Staff time and effort to prepare this agenda item. Reviewed by Administrative/Financial Services Director: John DeLeo City of Cape Canaveral City Council Workshop Meeting • May 16, 2023 Agenda Item Page 2 of 2 The City Manager recommends the City Council take the following action: Review all items and provide direction to Staff. Approved by City Manager: Todd Morley Attachment 1 City of Cape Canaveral, Florida SGR STRATEGIC GOVERNMENT RESOURCES City Council Strategic Planning Retreat Draft Summary Report April 2023 Table of Contents BACKGROUND 3 HIGH-LEVEL FEEDBACK FROM ADVANCE CITY COUNCIL INTERVIEWS 4 What progress do you perceive has been achieved with the Council's Priorities over the last year? 4 Any Council Priorities that have become stalled over the last year? 4 What do you want to change about Cape Canaveral? 5 What do you want to keep about the way it is? 5 SWOT ANALYSIS: COMMENTS RECEIVED FROM CITY COUNCIL ADVANCE INTERVIEWS & SENIOR STAFF WORKSHOP 5 STRENGTHS 5 WEAKNESSES 6 OPPORTUNITIES 6 THREATS 7 CAPE CANAVERAL VISION STATEMENT 7 CAPE CANAVERAL MISSION STATEMENT 8 CAPE CANAVERAL ORGANIZATIONAL VALUES 8 STRATEGIC PLAN PILLARS & PROPOSED STATEMENTS 9 COMPLETED PROJECTS 10 STAFF UPDATE PRESENTATIONS REGARDING CURRENT PROJECTS & INITIATIVES 10 Multi -Modal Pillar 10 Sense of Place Pillar 11 Resiliency Pillar 12 Community Engagement Pillar 13 Economic Vitality & Development Pillar 14 STAFF PRESENTATIONS REGARDING NEW/PROPOSED PROJECTS & INITIATIVES 14 Multi -Modal Pillar 14 Sense of Place Pillar 14 Resiliency Pillar 15 Community Engagement Pillar 15 Economic Vitality & Development Pillar 15 CITY COUNCIL "BLUE SKY" STRATEGIC PROJECTS & INITIATIVES 16 WHAT DO YOU WANT THIS CITY COUNCIL' S LEGACY TO BE? 17 CLOSING COMMENTS 17 2 BACKGROUND The City of Cape Canaveral engaged Strategic Government Resources (SGR) to facilitate the March 29, 2023, Strategic Planning Retreat to review the status of the City's Vision, Mission, and Values, coupled with a review of current major initiatives and projects and the presentation of proposed new strategic initiatives and projects by the Senior Staff and/or advanced by the City Council. This represented the third year that the City has worked with SGR on their Strategic Planning process, coupled with last year's renewed Community Visioning Project entitled "Re - Envision Cape Canaveral." The 2023 Strategic Planning process involved SGR meeting with the City's Senior Staff in a half - day Pre -Retreat Workshop on January 23, 2023 which involved a briefing on the preliminary information secured from the renewed Community Visioning Project, a review of the City's current Mission, Vision, and Values; a Staff review/update on Departmental progress on current significant initiatives/projects in the City's current Strategic Plan; the development of an updated SWOT Analysis; discussions regarding emerging Departmental issues coupled that Staff believed could impact the future of the City; and the soliciting of input regarding possible new initiatives and/or projects Senior Staff desired to present at the March 29, 2023 City Council Strategic Planning Retreat. Preparation also involved pre -Retreat individual interviews with the Mayor, each City Council Member, and the City Manager to secure feedback from each of them to gauge insights on their individual thoughts regarding the current and future direction of the community and organization. The feedback received, coupled with a review of current challenges and issues facing local governments served as the groundwork for the March 29, 2023, Strategic Planning Retreat. During the Retreat, SGR provided an introductory overview of the framework for the City's Strategic Planning process. The presentation highlighted the importance of organizational Mission, Vision, and Values, as well as the need for the City staff and the City Council to work collaboratively in the response and development of strategies and programs to address emerging operational and community issues through an interdepartmental focus. SGR also provided an overview of the results of the Alliance for Innovation's (AFI) recent horizon scan regarding polarization and its impacts on local government operations. City Council Members were subsequently engaged in a highly interactive exercise to solicit their collective thoughts and perceptions on the City's current Vision, Mission, and Values, what they mean to each of them, with the opportunity to revise/amend any statements. The final approved Vision, Mission, Organizational Values are intended to serve as the foundation for the City's 2023 - 2024 Strategic Plan. The Retreat also involved a series of high-level updates by Senior Staff highlighting completed projects since the previous Strategic Planning Session, followed by proposed and emerging projects and initiatives for consideration. The City Council reviewed the progress made to date on the City's current projects and initiatives, discussed the emerging issues and response strategies at a high level, and advanced various additional items they were interested in considering going forward. 3 Post -Retreat, the City Council expressed an interest to review this Draft Report at a subsequent Workshop at which time they will determine if they wish to prioritize the projects and programs presented at the Retreat in preparation for the development of the FY 2024 Annual City Budget. This Draft Report is intended to provide an overview of the material that was presented and discussed at the March 29, 2023 Strategic Planning Retreat and will be finalized following the outcomes achieved at the Post -Retreat City Council Workshop. HIGH-LEVEL FEEDBACK FROM ADVANCE CITY COUNCIL INTERVIEWS What progress do you perceive has been achieved with the Council's Priorities over the last year? • On a good path, more workshops and citizen involvement over the past 12 months. • The Retreat Prioritization Workshop was good, with some needed changes as proposed. • City Council Meetings are getting better. • CAPE Center nearly complete. (X2) • Contract signed for connecting our orphaned sidewalks. • Scuttled a project that residents did not want — Long Point Road Estuary Park. • Infrastructure issues — with exception of Wastewater Treatment upgrade. • Presidential Streets Master Plan and started work on first phase. (X3) • Community Center. (X4) • Tree City. • Progress on Veterans Memorial Park. (X2) • Established Business & Economic Development Board. • Purchased property and demolished structure as part of the Civic Hub Project. (X2) • Center Street Stormwater Project. • Center Street Storm Water Basin Study. • Sustainability projects — becoming a model city in sustainability. (X2) • Lagoon improvement. • Unanimous Council decision regarding A1A proposed roundabout and what we want the northern part of A1A to look like and with related access. (X3) • Hurricane response by staff. • Upgrading of City audiovisual systems to improve community engagement. • Re -Envision Cape Canaveral Project. • Working on A1A blight. Any Council Priorities that have become stalled over the last year? • Electric Vehicle charging stations (pay vs. free) — Vendor dropped out due to economics of company that we selected. • 1 thought we would be further along on Civic Hub — once decision was made, we should have been able to move forward with project vs. rehashing it. • Veterans Memorial Park, concession stand, bathrooms at City Park as we enter the upcoming baseball season. • I just want to finish the existing projects vs. adding new ones. • Cherie Down Park acquisition. • Wastewater Treatment Plant Clarifier Project. (X2) • ADA / Universal Design with City programs, projects, etc. — Would like a comprehensive review so that we can develop list and prioritize. 4 • Improved Vacation Rental regulation with Pro Champs. • Splash Pad Project. • Long Point Road Park Project. What do you want to change about Cape Canaveral? • A1A completed all the way through Cape Canaveral, with revitalized commercial corridor. No vacant spaces and look updated. Dentist, Doctor, mixed uses, shops, more retail, etc. along the corridor. • Everyone in City would adhere to Vacation Rental rules. • Slow down e-bikes and people don't bring their dogs on the beach. • Resolve the City's long-term flooding issues. • A better communication/education strategy and improvements in code enforcement activities. What we do and what we can do to be compliant with offenders (Carrot & Stick approach.) What do you want to keep about the way it is? • Beach access, quiet neighborhoods. • Friendly and welcoming community. • Small town feel, despite economic development and A1A issues • Golf cart ordinance. • More small-scale projects to enhance quality of life issues. SWOT ANALYSIS: COMMENTS RECEIVED FROM CITY COUNCIL ADVANCE INTERVIEWS & SENIOR STAFF WORKSHOP The following information regarding the City's leading Strengths, Weaknesses, Opportunities, and Threats secured from the Senior Staff Pre -Retreat Workshop, and the Advance City Council Interview Sessions. Respondents were asked to specifically identify anything that was fundamentally different from historical Strengths, Weaknesses, Opportunities and Threats over the last 12 months. STRENGTHS From City Council: • Addressed some significant community challenges (A1A) and we are moving on with decisions (2025/2026 and beyond) has both positives and negatives. • Focus on the City's infrastructure — even if we sometimes have different thoughts on how to best address. • Focus on increased community involvement and decision making by the City Council. 1 am striving to be engaged in community and with local law enforcement, community charities and fundraising, coffee with a cop, etc. • Trying to address some social issues. • Trying to address local control issues with the State of Florida. • More of a coming together as a community. We lowered the millage rate — but we still received more revenue overall — we still need to improve our financial footing. • Community and organization are working better together. • Last year's session gave us a good blueprint to proceed. • Improved execution of City projects and initiatives. • Community engagement & sustainability focus. • Maximized use of City facilities. 5 From City Staff: • New Community Center. • Depth of leadership across all Departments. • City Council approved an Inflationary Employee Wage Adjustment. • Proactive response to Solid Waste Contract. • Post-COVID placemaking & development. • Solar array on Community Center now online. • Staff camaraderie & organizational culture - Entrepreneurial "Get to Yes" team environment. • Post Hurricane response. • Port Canaveral is now No. 1 in the world for the busiest cruise port of the year. (4.07 million passengers for 2022) WEAKNESSES From City Council: • Our weaknesses are our own perceptions — we as a City Council tend to focus on our own projects and are not supportive of projects that others suggested. Need to focus on what is best for the City, not just what we personally think we want to pursue. • Need to focus more on what we have in common as a community, versus our differences (housing locations, etc.) • Senior citizens are getting pushed out and younger families can't afford to buy. • Workforce housing challenges. (X2) • More properties converting to vacation rentals and regulation of such. (X2) • A tendency to exhibit a lack of respect for staff. • Lack of professionalism by City Council at times. • Need to work more closely with Port Authority. • Continued blight concerns. • Appointment of Advisory Boards, but we don't always listen to their recommendations. • Cape Canaveral still suffers from a negative community reputation. • Bandwidth of Mayor to keep up with social media community outreach efforts. • Need a standard on how we respond to citizen complaints, requests, etc. • We ended up returning close to $370k grant by not pursuing Long Point Road Project. • We need to move forward and not backward revisiting our previous decisions. From City Staff: • Vacation rentals & their impact on Cape Canaveral's housing prices and affordability. • Affordable/workforce housing needs. • Stresses on maintaining "Small Town" close knit community. • Concerns with possibility of pushing Cape View Elementary out of Cape Canaveral due to declining student population. • Code review needed. • Polarization during local elections. • Some concerns with community vandalism. OPPORTUNITIES From City Council: • Bigger difference in response to environmental threats —Staff advances a lot of opportunities to address environmental threats —Sea Oats planning, adopt a tree, mangrove preservation, that encourage citizen involvement. • Seeing some of our Advisory Boards filling up slots — hope that that trend is not a dissatisfaction with our approaches! Looking for more insight and ideas. We have a very broad spectrum of knowledge and education in the community. 6 • Economic hub on A1A but still a small town in the residential areas. Need to keep such balance. • More Community events once Civic Hub is completed. • Encourage more hometown business. • Getting more people/residents interested in running for local office. From City Staff: • Battery storage projects. • Greater awareness, momentum, and funding for post -hurricane resiliency projects. • Community generosity & sense of "ownership/pride" by residents. • ARPA Funding opportunities for needed projects. • Cape Canaveral is celebrating its 60th "Diamond"Anniversary as a City. • Possibility of LEED City status this year. THREATS From City Council: • No real changes from previous year, however more politicization of issues. • Housing price increases. • Growth management concerns. • Impact of Port parking in Cape Canaveral. • Continued hotel development. • Motorized bicycles on sidewalks. From City Staff: • Debt limit philosophy/pressures. • Fiscal capacity re: reserves and repair & replacement funds. • Perceived distrust re: some staff recommendations. • Post -hurricane storm impacts and climate change issues. • Lack of Affordable/Workforce housing. • Impact of social media and political polarization on City operations. • Growth of unfunded mandates by State Legislature on local governments. CAPE CANAVERAL VISION STATEMENT A Vision Statement should provide a clear and vivid description of what the City of Cape Canaveral seeks to create in the future, i.e., the why. The Vision Statement describes where the organization hopes it will be going in the future if they can fulfill their Mission. A community's Vision Statement 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). Following last year's "Re -Envision Cape Canaveral" Community Visioning Project, SGR develop a revised Vision Statement which subsequently was slightly reviewed and modified by the City Council and staff to read as follows: A warm, inclusive beachside community that embraces its small-town feel and enhances the beauty and integrity of its natural environment; promoting resilience, safety, sensible mobility with an emphasis on pedestrian needs, business friendly development, and responsible community stewardship; through a shared commitment to a balanced, respectful, and neighborly philosophy that inspires future -ready essential civic services and quality -of -life amenities. The bolded terms represent "buckets" which tie back to the City's Strategic Pillars in which projects and initiatives are placed as building blocks of the City's Strategic Plan. 7 CAPE CANAVERAL MISSION STATEMENT A Mission Statement should provide the organization's purpose and objectives in the present, i.e., the what and how. The Mission Statement describes what you do, who you do it for and the benefit that it provides and should be consistent over the life of the Strategic Plan. The following represent the City's current Mission Statement, to which no suggested changes were advanced: The Mission of the City of Cape Canaveral is to provide excellence in municipal services by supporting a high quality of life, fiscal responsibility, leadership in environmental stewardship, celebrating our diversity and fostering innovation. CAPE CANAVERAL ORGANIZATIONAL VALUES Organizational Values should be utilized by the City Council, staff, and its advisors in its interactions with residents, customers, visitors, and other stakeholders in the carrying out of its services and programs. Organizational Values should be revisited from time to time, but rarely change significantly once they are adopted to ensure the culture of the organization becomes ingrained in all its employees and their actions. The City's Organizational Values were revised last year in conjunction with the "Re -Envision Cape Canaveral" Community Visioning Project and currently are as follows: Accountability: We have a responsibility to one another and the public to perform our jobs effectively, transparently, and efficiently and we take that responsibility seriously. Civility: We treat all persons with kindness, dignity, and respect. Commitment to Excellence: We believe our role is to make the City of Cape Canaveral the ideal Community for our residents, businesses, and visitors. Communication: We communicate openly, transparently, clearly, directly and in a timely manner with one another and the Community. Dedication: We are dedicated to performing our duties to the best of our abilities and going above and beyond to achieve high -quality results. Diversity and Inclusivity: We believe there is value in diversity and celebrate our uniqueness within the organization, the Community, and the world. 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. Fun: While we take our work seriously, we cultivate an environment that includes humor, friendship, and camaraderie. Innovation: We encourage thinking outside the box in search of new and better ways to provide quality services to the Community. 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. Internal Strength: A reinvigorated corporate culture has inspired greater unity among staff and increased productivity. 8 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. Personal Liberty: We respect the balance of personal liberty with the interests of all. Likewise, we recognize that by protecting Home Rule authority, we respect the liberties of the City. Teamwork: In recognition of the worth of each individual and their contributions to our mission, we value and honor one another and are committed to a culture of teamwork across the municipal organization. Value: We commit to the development of collaborative, trusting relationships with Community Stakeholders. Vision: We look toward the future, generating goals and strategies that make the City of Cape Canaveral an even better place to live. STRATEGIC PLAN PILLARS & PROPOSED STATEMENTS The City adopted Pillars in its Strategic Plan in 2021 and added accompanying statements to each Pillar in 2022. The Pillars have undergone various minor adjustments in titles and accompanying statements over time, and as part of the 2023 Strategic Planning Retreat, the Sustainability & Resiliency Pier has been changed to just Resiliency, and other slight changes in Pillar Statements have been reflected in to further ensure readers understand the desired outcomes for each Pillar. MULTI -MODAL PILLAR: Encourage opportunities to implement improved safe and attractive modes of transportation systems accessible by all generations and physical abilities to connect neighborhoods, public facilities, recreational areas, and commercial centers throughout the community. SENSE OF PLACE PILLAR.° Pursue proactive measures to preserve and enhance the community's appearance as a distinctive small-town coastal community with open and natural environments, green spaces, parks, beaches, and cultural assets, with distinctive and progressive design standards, and appealing public spaces for multi -generational recreation and gatherings. RESILIENCY PILLAR: Lead by example as a community that embraces sustainability and resiliency in the design and operation of its facilities, infrastructure, programs, services, budgets, and development through forward -thinking policies, ordinances, and education. COMMUNITY ENGAGEMENT Strengthen relationships, trust, and confidence in city government through the proactive use of two-way communications using face-to-face, surveys, and technology to encourage the civic engagement and participation of our residents, businesses, community - based organizations, and visitors. ECONOMIC VITALITY & DEVELOPMENT PILLAR` Enhance the appearance of the City's infrastructure and appearance to stimulate promote investment and employment in support of the local economy, and provide, fiscal stability, and revenue diversification to the City by encouraging economic development and redevelopment initiatives to address the needs of residents and visitors who are drawn to the community. 9 COMPLETED PROJECTS City staff reviewed the following projects that were completed following last year's Retreat: • Alternative Fuel Vehicle Transition Project — Community & Economic Development • Alternative Fuel Vehicle Transition Project — Parks, Recreation + Community Affairs • Promenade — Parks, Recreation + Community Affairs • Sewer GIS Phase I — Public Works Services • WRF Influent and Effluent — Capital Projects STAFF UPDATE PRESENTATIONS REGARDING CURRENT PROJECTS & INITIATIVES Various Senior Staff Members provided updates on the following current projects & initiatives in process since the City Council's 2021 Strategic Planning Retreat. Discussion ensued with the City Council and Staff to ensure a common understanding regarding the status of the subject projects and/or initiatives. Multi -Modal Pillar • Florida Department of Transportation FDOT SR A1A Project: o Original Budget/Current/Projected Costs: o Status: • Design Phase by Florida Department of Transportation, District 5 (FDOT-D5) • 0% Complete • 430202-5 is on schedule. (Intersection Realignment and Signal at International Drive and N Atlantic Ave.) ■ Design Estimate: $1.85M (FDOT Budget) ■ ROW Estimate: $12.28M (FDOT Budget) ■ Construction Estimate: $8.76M (FDOT Budget) ■ Design Schedule: Beginning 60% plans in July. ■ ROW Schedule: 2025-2026 ■ Construction Schedule: Currently funded in FY 2026 but this will need to move to FY 2027. • 430202-8 is currently slightly behind as per CFL roads. (Corridor Improvements from International Drive to George King Blvd.) ■ Construction estimate: $20M (FDOT Budget) ■ ROW Estimate: $12M (FDOT Budget) ■ Design Schedule: Beginning 60% plans next month. ■ Still not funded for Construction or RoW. • Note: City Council approved in the FY22 Strategic Planning Meeting that beginning in the FY23 Budget that a General Ledger account would be established to put $24,000 a year in the City's Investment account for the next 10 years to help fund FDOT A1A improvements. This will continue for the next 9 years ending FY32. • Oak Lane Improvements: o Original Budget: $800,000 • $300,000 from Stormwater Budget • $500,000 from IM Budget o Current/Projected Cost: $800,000 • $300,000 from Stormwater Budget • $500,000 from IM Budget 10 o Status: • Ongoing • 15% Complete • FY 21/22 to FY 23/24 • Started/Behind Schedule o In CIP: Yes — SW-7 & IM-11 • Thurm Boulevard Improvements: o Original Budget: $2,000,000 • $600,000 from Stormwater Budget • Remainder from Transportation Impact Fees o Current/Projected Cost: $2,000,000 • $600,000 from Stormwater Budget • Remainder from Transportation Impact Fees o Status: • Under Plan Review • 10% Complete • FY 21/22 to FY 24/25 • Not Started: Waiting on funding from Brevard County (Transportation Impact Fees) o In CIP: Yes—SW-9 • Sidewalk Completion Project (Non -Presidential Streets): o Original Budget: $95,293 o Current/Projected Cost: $95,293 o Status: • Ongoing • 75% Complete • FY 23/24 • Started/On Schedule o In CIP: CIP — CR-3 (For portions located in CRA) Sense of Place Pillar • Canaveral City Park Concession Press Box: o Original Budget: $200,000 o Current/Projected Cost: $200,000 o Status: • In Scoping Phase • 0% Complete • Time Frame — 12 months • Not Started • Culture, Arts, Preservation + Enrichment (CAPE) Center: o Original Budget: $1,952,457 o Current/Projected Cost: $1,952,457 o Status: • Nearing Substantial Completion • 95% Complete • FY 18/19 — FY 19/20 • Started/Behind Schedule 11 • Veterans Memorial Park Redevelopment / Expansion: o Original Budget: $410,000 o Current/Projected Cost: $300,000 (FY 23/24) o TBD w/Kimley-Horn Associates updates o Status: ■ In Progress ■ 25% Complete ■ FY 21/22 — FY 22/23 ■ Started/Behind Schedule ■ In CIP: Yes — PRCA-12 Resiliency Pillar • Canaveral Drainage Basin Improvements - Central Ditch o Original Budget: $900,000 o Current/Projected Cost: $900,000 o Status: • Ongoing • 10% Complete • FY 21/22 to FY 24/25 • Started/On Schedule o In CIP: Yes - SW-3 • Center Street Basin Improvements o Original Budget: $935,000 o Current/Projected Cost: $935,000 • FDEP Grant ($467,500) • ARPA ($467,500) o Status: • Ongoing • 20% Complete • FY 21/22 to FY 23/24 • Started/On Schedule o In CIP: Yes—SW-8 • WRF Supervisory Control and Data Acquisition (SCADA) System o Original Budget: $723,000 o Current/Projected Cost: $723,000 o Status: • Ongoing • 90% Complete • FY 20/21 to FY 21/22 • Started/Behind Schedule o In CIP: No • Clarifier Rehabilitation o Original Budget: $1,400,000 • (ARPA Funds) Current/Projected Cost: $1,400,000 • (ARPA Funds) 12 o Status: • 10% Complete • FY 22/23 — FY 23/24 • Bid Packets were received March 24, 2023, and are currently under review. o In CIP: Yes - WW-18 • Five -Year Solar Street Light Upgrade Initiative o Original Budget: $58,000 FY 22/23 o Current/Projected Cost: $75,000 FY 23/24 o Status: • Ongoing • ^'35% Complete • FY 20/25 o In CIP: Yes — IM-9 • Sodium Bisulfite Conversion o Original Budget: $65,000 o Current/Projected Cost: $65,000 o Status: • Ongoing • 90% Complete • FY 21/22 • Started/On Schedule o In CIP: Yes - WW-18 (FY 22/23) • Brevard County Sheriff's Office Building Rooftop Solar Array o Original Budget: $110,000 • (This project would be eligible for at least a 30% direct payment via the Inflation Reduction Act, reducing the overall project's cost.) o Current/Projected Cost: $110,000 • (This project would be eligible for at least a 30% direct payment via the Inflation Reduction Act, reducing the overall project's cost.) o Status: • Not Started • 0% Complete (scheduled for FY 23/24) • FY 23/24 o In CIP: Yes — IM-10 • Public Works Services Administration Building Rooftop Solar Array o Original Budget: $29,000 o Current/Projected Cost: $29,000 o Status: • 0% Complete • Project pushed out to accommodate higher priority facilities. • FY 25/26 o In CIP: Yes — IM-8 Community Engagement Pillar o Educational Video Series o Original Budget: $12,000 o Current/Projected Cost: $12,000 13 o Status: ■ Ongoing ■ FY 22/23 Economic Vitality & Development Pillar • Administrative Rezoning of Non -Conforming Parcels o Original Budget: N/A o Current/Projected Cost: N/A o Status: • Ongoing • 45% Complete • Time frame: FY 2020 —TBD • Started/On Schedule • Center Street Mixed -Use Development o Original Budget: N/A o Current/Projected Cost: N/A o Status: • Started • Time Frame TBD o In CIP: • No • Presidential Streets Master Plan — Implementation Phase o Original Budget: TBD o Current/Projected Cost: TBD o Status: • Study under way. o In CIP: • No STAFF PRESENTATIONS REGARDING NEW/PROPOSED PROJECTS & INITIATIVE- Various Senior Staff Members provided presentations on Proposed Strategic Projects & Initiatives that were recommended for City Council consideration in conjunction with the Strategic Planning process. Discussion ensued with the City Council and Staff to ensure a common understanding regarding the details of the subject projects. Multi -Modal Pillar • None proposed for FY 2024 Sense of Place Pillar • Rover's Space West o Anticipated Cost: $90,000 o Status: • New Project • Time Frame — 6 months • FY 24/25 14 o In CIP: • Yes — PRCA-6 • Civic Hub (Master Plan) o Anticipated Cost: TBD — $1,050,000 • ARPA Funding - $950,000 • Loan Funding - $100,000 • Contingent on community -desired design elements o Status: • New Project • Time Frame — 3-5 Years • FY 21/22 — FY 25/26 o In CIP: • Yes — CR-2 Resiliency Pillar • City of Cape Canaveral Community Center (C5) Metal Flood Barriers & Lightning Protection o Anticipated Cost: $76,000 — CRA Funding o Status: • New Project • FY 23/24 o In CIP: • Yes — CR-7 • City of Cape Canaveral Community Center (C5) Energy Storage System o Anticipated Cost: $100,000 (not including IRA -related direct payment) o Status: • New Project • FY 23/24 o In CIP: • Yes — IM-14 • Stormwater Infrastructure — GIS Mapping / Inspection o Anticipated Cost: $90,000 o Status: • New Project • FY 23/24 o In CIP: • Yes — SW-10 Community Engagement Pillar • None proposed for FY 2024 Economic Vitality & Development Pillar • None proposed for FY 2024 15 CITY COUNCIL "BLUE SKY" STRATEGIC PROJECTS & INITIATIVES The City Council was also asked during the Advance Interview Sessions and at the Retreat regarding any additional Strategic Projects and/or Initiatives that they would like to discuss for consideration in the City's Strategic Plan. The following items were proposed for consideration, with resulting discussion points raised during the Retreat as noted: • Had an opportunity to tour and experience Beep facility in Orlando area to see their electric autonomous transportation systems (small bus) that travels a geo-fenced route. Possibility to operate such along A1A (Port to southernmost point in CC.) Once the highway is fully redeveloped. Discussion at the Retreat: o Role of Port Authority, Transportation Planning Organization (TPO), and SCAT? o Questions regarding costs and potential partners. o Connection to proposed Brightline Station in Cocoa? o Impacts of 35 MPH speed limits on A1A. o Timing — 2025 and beyond given Gen Z's reduction in car ownership. • Employee Staff retention — approved a raise to help address last year, but it is something that we need to remain focused on long-term. Future retirement will also bring challenges — backfill some with technology, thereby freeing up resources to pay more to staff. Discussion at the Retreat: o The City was recognized for recent adjustments to employee wages and given the limited number of current vacancies, employee retention rates, and increased interest in City employment by prospective candidates, no additional desire expressed to change current initiatives in this area. • Participation in Alliance for Innovation /Strategic Foresight Program. • More/enhanced metrics to track the progress of projects and priorities. Discussion at the Retreat: o What should be measured first? ■ Public Safety: Benchmark operations, Response time impacts due to Port Traffic, satisfaction surveys. ■ The Building Department volunteered to be pilot Department for additional metric reporting. • Possible home improvement assistance could lead to greater hometown feel - Perhaps CRA financial assistance? Discussion at the Retreat: o Funding for hard infrastructure projects. o Small business assistance for new signage. o Possibly expanded funding assistance for new facade work, rehabilitation of distressed buildings, and related landscaping. o Exercise caution given Brevard County's position on CRA's and ensure any expansion of CRA revenue use is consistent with addressing slum/blighted properties. o Possible use to address area affordable housing concerns. • Possibility of changing parking standards to address impacts for restaurants and bars. Discussion at the Retreat: o Continue stay on Code Enforcement as parking study is underway. o Desire to be cutting edge on this topic. o Day Parking for Beach access. 16 o The City of Melbourne may be a leading example to review regarding progressive beach parking programs. o Could result in a new revenue source for the City. o Possibility of surveying residents about pay parking programs. o Possibility of reserving (X) number of spots for residents in beach areas. o Might want to hold off on this area pending the acquisition of Cherie Down Park by the City. o Be mindful of related trash concerns along roads/neighborhoods near beaches. • Amphitheater in Civic Hub. • Farmers market. • A parade on A1A. • Buy some deteriorated buildings and convert them to affordable housing. • Possible Governance Workshop. • Desire to revisit current Development Review Process Discussion at the Retreat: o Keep, change, or start new? WHAT DO YOU WANT THIS CITY COUNCIL'S LEGACY TO BE? As the conclusion of the Strategic Planning Retreat, SGR reviewed the results of comments received from the Advance City Council Interviews to help ensure that the projects and processes the City Council was pursuing alligned with their respective desired legacies following their service on the governing body. • CAPE Center, Community Center, Civic Hub, Splashpad, Clay Tennis Courts. • Cape Canaveral's Poet Laureate. • We made government more efficient and more responsive from a customer service standpoint. Still hears customer service complaints (not pervasive), but it colors everything they think about the City. • Had a hand in solving problems that were long-term (20 years down the road) "Planting a tree that you will never personally enjoy its shade." • Listening to our residents and enhanced communications, filling advisory boards, people becoming more involved in City operations, affordable housing options, senior citizen housing opportunities. • We focused on less projects and more on operations and engagement with our residents & stakeholders. • Improved responsiveness & community engagement. CLOSING COMMENTS The City of Cape Canaveral is to be congratulated for building upon previous year's efforts to refine their strategic planning process to better articulate and track the community's strategic direction for the upcoming years. The City's Strategic Plan is like a GPS navigation system, where the destination is identified at the front end (Vision), the mode in which you desire to travel such as expressways, toll roads, etc. (Mission & Values) provide direction, and your waypoints, stops, and sights along the way (Pillars) ensure that you are attaining the important reasons behind the journey. That said, just as the GPS 17 navigation system will offer options and detours based upon traffic, construction, and/or accidents to allow the successful navigation around unforeseen issues at the start of the journey, the City's Strategic Plan is developed at a moment in time based upon the best information that is available during its creation and adoption. The City of Cape Canaveral will without doubt encounter economic challenges, state, and federal legislation, changing public service expectations, and other factors which will impact the final approved Strategic Plan, which will require adjustments from time to time as the community embarks on its journey to achieve its desired vision. In future years, SGR recommends that Actionable Items and/or Key Success Indicators (KSI's) be developed for each Priority so that the organization has a clear understanding of the desired results as expressed by the City Council, along with assigning responsible Departments and action steps to track the future progress of efforts for each Priority in the maturation of the City's Strategic Planning process. Strategic Government Resources is pleased and honored to continue its relationship with the City of Cape Canaveral as it refines its Strategic Plan. We look forward to following your progression as you embark on this exciting journey! 18 Attachment 2 Strategic Planning Retreat Updated/Previously Approved Projects as Presented at 2023 Retreat Projects List FY23/24 FY24/25 FY25/26 FY26/27 FY27/28 Status Administrative Rezoning of Non-Conforming Parcels Ongoing (FY20-TBD) - Ongoing BCSO Building Rooftop Solar Array 0% FY22/23 - CIP-IM-10 $155,000 Complete FY23/24—CIP-IM-7 Update: o Original Budget: $200,000 o Current/Projected Cost: $250,000, Canaveral City Park based on Concession Press Box information received post- (Scoping Phase) Retreat. o Delayed, currently in Scoping Phase o 0%Complete o Time Frame— 12 months Canaveral Drainage Basin Improvements/Central Ditch 10% (FY21/25) (CIP-SW3) $450,000 $450,000 Complete Center Street Basin Improvements CIP-SW-7: (CIP-SW-8) $935,000 20% ARPA: $467,500; Complete FDEP Grant: $467,500 Center Street Mixed-Use Development Timeframe—Currently Timeframe scheduled for the May 10, TBD 2023 P&Z Board meeting. Update o Contract has been Clarifier Rehabilitation signed. Contract has been executed. o Original Budget: (FY22/23-FY23/24) (CIP-WW- .1,4000,000 $1,400,000 18) (ARPA Funds) CIP-WW-16 (ARPA Funding) o Current/Projected Cost: $1,400,000 o 10%Complete o FY 22/23—FY 23/24 Culture, Arts, Preservation + Enrichment (CAPE) Center (FY18/19-FY19/20) 95% Complete $1,952,457 Educational Video Series (FY22/23) - $12,000 Ongoing FDOT - SR A1A Project FDOT FDOT FDOT Alignment/Improvement Budget Budget Project - FDOT Budget Timing TBD Note: • Alternative Fuel Vehicle Transition Project—Parks, Recreation + Community Affairs (PRCA) o NOTE: Correction -only one PRCA vehicle was purchased this FY; two more will be replaced going forward (not 100%completed as presented at Retreat). Updated/Previously Approved Projects as Presented at 2023 Retreat (continued) Projects List FY23/24 FY24/25 FY25/26 FY26/27 FY27/28 Status Update: o Original Budget: $58,000 FY 22/23 o Current/Projected Five-Year Solar Street Cost: $75,000 FY Light Upgrade Initiative 23/24 (FY23/24) o Ongoing. (CIP-IM-6) Timeframe has This item will be $162,000 been reduced to considered for two years, and advancement at the May may be reduced 16, 2023 Regular City further, Council Meeting. depending on Council action. o 35%Complete o FY 23/24 o In CIP: Yes— IM-9 Oak Lane Improvements (FY21/22-FY23/24) 15% $800,000 CIP-SW-6: $300,000 Complete CIP-IM-8: $500,000 Presidential Streets $300,000 $1,000,000 $1,000,000 $1,000,000 $1,000,000 Master Plan - Survey/ Survey/ Survey/ Survey/ Implementation Phase Survey/ Design/ Design/ Design/ Design/Phased Design/ Approach FY23/24 Outreach/ Outreach/ Outreach/ Outreach/ CIP-CR-4 (CRA Funding) rutreach Construction Construction Construction Construction Thurm Boulevard Improvements (FY21/22-FY24/25) CIP-IM-12: $1,400,000 General Fund (IM) $1,400,000 10% $200,000 $600,000 Complete Impact Fees (107) $1,200,000 CIP-SW-8: $600,000 (SW- 9 22/23) Veterans Memorial Park Redevelopment/ Expansion (FY21/22- 25% FY22/23) $310,000 Complete - (CIP-PRCA-12) FY22/23: Delayed $300,000 (CIP-PRCA-11) FY23/24: $310,000 Attachment 3 Strategic Planning Retreat Newly Proposed Projects Worksheet For City Council New Projects FY23/24 FY24/25 FY25/26 FY26/27 FY27/28 Future FY City of Cape Canaveral Community Center (C5) Energy Storage System Completion timeframe: 1 year FY22/23 CIP?Yes: CIP-IM-14 - $100,000 Proposed 23/24 CIP: CIP-IM-11 - $110,000 Funding Source: Hazard Mitigation Grant: $75,000 General Fund (IM) $35,000 C5 Resiliency Upgrades. Metal Flood Barriers & Lightning Protection Completion timeframe: 1 year FY22/23 CIP?Yes: CIP-CR-7 - $76,000 Proposed 23/24 CIP: CIP CR-5 - $76,000 Funding Source: CRA Civic Hub Phase II: Engineered Plans and Construction (Phase I is currently underway) Completion timeframe: 3 years FY22/23 CIP?Yes: CIP-CR-2 - $250,000 Proposed 23/24 CIP: CIP-CR-2 - $1,050,000 Funding Source: Loan Funding: $100,000 (23/24) + ARPA: $400,000 (23/24) + ARPA: $550,000 (24/25) + Balance - CRA Newly Proposed Projects Worksheet for City Council (continued) New Projects FY23/24 FY24/25 FY25/26 FY26/27 FY27/28 Future FY PWS Admin Building Solar Array Completion timeframe: 1 year FY22/23 CIP?Yes: CIP-IM-8 - $29,000 Proposed 23/24 CIP: CIP-IM-5 - $29,000 Funding Source: General Fund (IM) Stormwater Infrastructure - GIS Mapping/Inspection Completion timeframe: 1 year FY22/23 CIP?Yes: CIP-SW-10 - $90,000 Proposed 23/24 CIP: CIP-SW-9 - $90,000 Funding Source: Stormwater Fund Rover's Space West (a portion of Patriot's Park) Completion timeframe: 6 months FY22/23 CIP?No Proposed 23/24 CIP: CIP-PRCA-6 - $90,000 Funding Source: Recreation Exp Fund: $30,000 General Fund: $60,000 Attachment 4 Strategic Planning Retreat Newly Proposed Projects Worksheet with City Manager's Recommendations New Projects FY23/24 FY24/25 FY25/26 FY26/27 FY27/28 Future FY City of Cape Canaveral Community Center(C5) Energy Storage System Completion timeframe: 1 year FY22/23 CIP?Yes: CIP-IM-14 - $100,000 $110,000 Proposed 23/24 CIP: CIP-IM-11 - $110,000 Funding Source: Hazard Mitigation Grant: $75,000 General Fund (IM) $35,000 C5 Resiliency Upgrades. Metal Flood Barriers & Lightning Protection Completion timeframe: 1 year FY22/23 CIP?Yes: $76,000 CIP-CR-7 - $76,000 Proposed 23/24 CIP: CIP CR-5 - $76,000 Funding Source: CRA Civic Hub Phase II: Engineered Plans and Construction (Phase I is currently underway) $150,000 Completion timeframe: 3 years for selective FY22/23 CIP?Yes: demolition. CIP-CR-2 - $250,000 Recommend Proposed 23/24 CIP: pushing Awaiting Cost Estimate CIP-CR-2 - $1,050,000 remaining Funding Source: funding to Loan Funding: $100,000 (23/24) + 24/25 and ARPA: $400,000 (23/24) + 25/26. ARPA: $550,000 (24/25) + Balance - CRA Newly Proposed Projects Worksheet with City Manager's Recommendations (continued) New Projects FY23/24 FY24/25 FY25/26 FY26/27 FY27/28 Future FY PWS Admin Building Solar Array Completion timeframe: 1 year FY22/23 CIP?Yes: CIP-IM-8 - $29,000 $29,000 Proposed 23/24 CIP: CIP-IM-5 - $29,000 Funding Source: General Fund (IM) Stormwater Infrastructure - GIS Mapping/Inspection Completion timeframe: 1 year FY22/23 CIP?Yes: CIP-SW-10 - $90,000 $90,000 Proposed 23/24 CIP: CIP-SW-9 - $90,000 Funding Source: Stormwater Fund Rover's Space West (a portion of Patriot's Park) Completion timeframe: 6 months FY22/23 CIP?No Proposed 23/24 CIP: $90,000 CIP-PRCA-6 - $90,000 Funding Source: Recreation Exp Fund: $30,000 General Fund: $60,000 Attachment 5 Strategic Planning Retreat City Council "Blue Sky" Strategic Projects and Initiatives The following items were proposed for consideration, with resulting discussion points raised during the Retreat as noted: • BEEP: Had an opportunity to tour and experience Beep facility in Orlando area to see their electric autonomous transportation systems (small bus) that travels a geo-fenced route. Possibility to operate such along A7A (Port to southernmost point in CC.) Once the highway is fully redeveloped. Discussion at the Retreat: o Role of Port Authority, Transportation Planning Organization (TPO), and SCAT? o Questions regarding costs and potential partners. o Connection to proposed Brightline Station in Cocoa? o Impacts of 35 MPH speed limits on A1A. o Timing — 2025 and beyond given Gen Z's reduction in car ownership. COUNCIL REACHED CONSENSUS TO WORK WITH PORT CANAVERAL TO ADDRESS MOBILITY IN COORDINATION WITH THE OTHER BEACH COMMUNITIES. • Employee Staff Retention: Approved a raise to help address last year, but it is something that we need to remain focused on long-term. Future retirement will also bring challenges — backfill some with technology, thereby freeing up resources to pay more to Staff. Discussion at the Retreat: o The City was recognized for recent adjustments to employee wages and given the limited number of current vacancies, employee retention rates, and increased interest in City employment by prospective candidates, no additional desire expressed to change current initiatives in this area. NO CONSENSUS RECORDED. • AFI: Participation in Alliance for Innovation/Strategic Foresight Program. • Metrics: More/enhanced metrics to track the progress of projects and priorities. Discussion at the Retreat: o What should be measured first? ■ Public Safety: Benchmark operations, Response time impacts due to Port Traffic, satisfaction surveys. ■ The Building Department volunteered to be pilot Department for additional metric reporting. NO CONSENSUS RECORDED. • Home Improvement Assistance: Possible home improvement assistance could lead to greater hometown feel - Perhaps CRA financial assistance? Discussion at the Retreat: o Funding for hard infrastructure projects. o Small business assistance for new signage. o Possibly expanded funding assistance for new facade work, rehabilitation of distressed buildings, and related landscaping. o Exercise caution given Brevard County's position on CRA's and ensure any expansion of CRA revenue use is consistent with addressing slum/blighted properties. o Possible use to address area affordable housing concerns. NO CONSENSUS RECORDED. • Parking: Possibility of changing parking standards to address impacts for restaurants and bars. Discussion at the Retreat: o Continue the "stay" on Code Enforcement as parking study is underway. o Desire to be cutting edge on this topic. o Day parking for beach access. o The City of Melbourne may be a leading example to review regarding progressive beach parking programs. o Could result in a new revenue source for the City. o Possibility of surveying residents about pay parking programs. o Possibility of reserving (X) number of spots for residents in beach areas. o Might want to hold off on this area pending the acquisition of Cherie Down Park by the City. o Be mindful of related trash concerns along roads/neighborhoods near beaches. COUNCIL REACHED CONSENSUS TO REQUEST INFORMATION FROM THE TOWN OF MELBOURNE BEACH REGARDING THEIR PAID PARKING EFFORTS AND RESIDENT OUTREACH. • Amphitheater in Civic Hub. NO CONSENSUS RECORDED. • Farmers Market. NO CONSENSUS RECORDED. • A parade on A7A. NO CONSENSUS RECORDED. • Buy some deteriorated buildings and convert them to affordable housing. NO CONSENSUS RECORDED. • Possible Governance Workshop. NO CONSENSUS RECORDED. • Desire to revisit current Development Review Process. o Keep, change, or start new? NO CONSENSUS RECORDED. Update on FDOT A1A Blue Sky Item from FY22 Strategic Planning Retreat Council approved in the FY22 Strategic Planning Meeting that beginning in the FY23 Budget that a General Ledger account would be established to put $24,000 a year in the City's Investment account for the Inext 10 years to help fund FDOT A1A improvements. This will continue for the next 9 years ending FY32.