Author: Carolyn Brown

TOWN OF LONGBOAT KEY
STRATEGIC PLAN

Premiere Community, Exceptional Service

Updated 3.2023

STRATEGIC PLAN
PROCESS

The Town of Longboat Key updated its strategic planning process in 2019 and aligned it with the Town Commission’s vision. The FY24 Planning Cycle provided ongoing emphasis at key times throughout the year by leveraging the budget cycle along with strategic planning activities:

OCTOBER
DEPARTMENT HEAD RETREAT
Identify Issues Impacting Initiatives

MARCH
BUDGET DIRECTION
Initial Budget Direction Provided to Departments

MARCH
CAPITAL IMPROVEMENTS
Capital Improvement Requests are Submitted and Reviewed

APRIL
DEPARTMENT HEAD RETREAT
Development of Strategic Plan
COMMISSION STRATEGIC PLANNING RETREAT

APRIL
CITIZEN SURVEY RESULTS
DEPARTMENT BUDGETS
FINALIZED AND REVIEWED
Resource Allocation Plans Reviewed for Upcoming Fiscal Year

APRIL
GOALS & OBJECTIVES WORKSHOP
INPUT FROM THE COMMUNITY

MAY—JUNE
BUDGET WORKSHOPS

JULY—SEPTEMBER
FINALIZE STRATEGIC PLAN
UPDATE COMMISSION ON TOP INITIATIVES

SEPTEMBER
FINAL BUDGET
Public Hearings and Adoption of Budget

Ongoing Throughout the Year:
Monthly data collection by departments
Presentation and review of monthly data at Department Head meetings
Quarterly updates on Top Priorities to Commission by Town Manager
Mid-year Strategic Plan and financial review with Town Commission
Annual Report from prior fiscal year including annual financials and strategic analysis.

STRATEGIC PLAN
VISION, MISSION, COMMUNITY EXPECTATIONS

Vision Statement

Longboat Key is a beautiful place to live, work, and visit, where the natural assets of a barrier island combine with cultural and recreational amenities, visionary planning, and proactive leadership to enhance your way of life.

Mission Statement

To vigorously maintain and preserve Longboat Key’s status as a premier residential and visitor destination that supports the historic balance between residential, recreational, tourism, and commercial attributes, through a commitment to long-term and short-term planning excellence and measurable results.

Community Expectations

The governance of the town shall encourage public involvement, and maintain a high-quality, stable workforce that provides excellent public services, including safety and disaster management, within a framework of sound fiscal planning.
The town shall support well-designed and well-maintained neighborhoods, communities, and commercial areas through the regulation and enforcement of landscaping and property maintenance codes for the beautification of the island and protection of property values.
The town will identify and support healthcare providers, adult education resources, and aging in place facilities, which increase the ability of residents to locally access necessary services.
The town will strengthen the ability of businesses to thrive year-round on Longboat Key by encouraging commercial revitalization, development, and maintenance through clear regulations and incentives that support long-term planning for vibrant integrated commercial centers.
The town will develop a Gulf of Mexico Drive corridor plan to ensure compatible development while creating attractive public spaces and sense of community.
The town will maintain Longboat Key as a premier vacation destination and enhance year-round tourism through continued revitalization, development, and maintenance of tourism-oriented businesses and amenities such as; lodging, cultural attractions, restaurants, golf courses, tennis facilities and beaches.
The town will maintain and improve the quality and variety of island-based recreational and educational opportunities, including high-quality community center, and will support and promote off-island recreational, cultural and urban attractions.
The town will pursue long-term transit system solutions that provide reasonable travel options within the town and off-island for residents, visitors, businesses and the local workforce, while maintaining and improving traffic circulation.
The town will protect the islands’ invaluable natural resources through Best Management Practices (BMP) and coordinated regional solutions for water quality, green building, irrigation, energy conservation, waste management, storm water and shoreline protection.
The town will continually identify and pursue appropriate state-of-the-art technological infrastructures that provide competitive advantages over other island resorts.
The town recognizes the need to provide suitable amenities for visitors and residents of all ages.

STRATEGIC PLAN
WORKPLACE EXPECTATIONS and
ORGANIZATIONAL EXCELLENCE

Workplace Expectations

Have the Utmost Integrity
Be Responsive
Foster a Positive Work Environment
Offer Solutions
Make Ethical Decisions
Be Nice
Add Value
Be Professional
Demonstrate Mutual Respect
Be Service Minded
Be Accountable
Be Flexible
Actively Communicate
Set a Positive Example
Be Open to Constructive Feedback and Self Improvement
Have Patience
Think Team

Organizational Excellence

Premier Community, Exceptional Service
We recognize that Public Service relates to Public Trust
We are goodwill ambassadors of the Town
We take pride in our work
We engage with our community
We are fiscally prudent
We set high standards and embrace continuous improvement
We provide the highest level of customer service possible within the resources provided
We strategically plan for the future and track our progress

STRATEGIC PLAN
GOALS

The 5 Goals below are a comprehensive framework and lens through which the Town provides services to its citizens. These are broad topic areas that guide actions and decisions.
Top Commission Priorities are identified with an *.
With

Protect the premiere quality and character of Longboat Key through proactive planning and enforcement of the Town codes.
Complete outdoor Town Center Venue Phase 2 improvements including state (FY2023)
Advance concept of a community center with a public library, adult education, and multipurpose space on the south parcel at Town Center. Evaluate parking (FY23)
Advance GMD corridor plan concept. As part of the study, evaluate future plans for pedestrian crossings (FY23)

COMMUNITY
CHARACTER

Maintain a healthy financial environment by balancing needs and project initiatives with affordability.
Establish funding methodology for canals and long-range navigational maintenance program (FY23)
Seek State and Federal appropriations to offset costs for a subaqueous wastewater line and other major capital projects (FY23)

FISCAL
SUSTAINABILITY

Adopt strategies, reduce exposure and mitigate impacts to our natural resources. Reduce risk and retain or improve physical and environmental assets.

ENVIRONMENTAL /
RESILIENCY

Provide functional, sustainable and aesthetically pleasing infrastructure through quality maintenance and enhancement of physical and technological infrastructure and services in a fiscally prudent manner.

INFRASTRUCTURE

Balance services to both available resources and public expectation while embracing a culture of outstanding service to an engaged community.
Advance planning with Sarasota County for Community Center Library (FY23)
Seek a unified public transit system on the island (FY23)

SERVICES

TOWN OF LONGBOAT KEY
2022 STRATEGIC PLAN INITIATIVES

Premiere Community, Exceptional Service

GOALS

COMMUNITY CHARACTER
Protect the premiere quality and character of LBK through proactive planning and enforcement of the Town codes.

FISCAL SUSTAINABILITY
Maintain a healthy financial environment by balancing needs and project initiatives with affordability.

ENVIRONMENTAL / RESILIENCY
Adopt strategies, reduce exposure and mitigate impacts to our natural resources. Reduce risk and retain or improve physical and environmental assets.

INFRASTRUCTURE
Provide functional, sustainable and aesthetically pleasing infrastructure through quality maintenance and enhancement of physical and technological infrastructure and services in a fiscally prudent manner.

SERVICES
Balance services to both available resources and public expectation while embracing a culture of outstanding service to an engaged community.

INITIATIVES

Advance outdoor Town Center Venue Phase 3 improvements through engaging…/strategy??
Evaluation of Town Comprehensive Plan
Evaluation of Property Maintenance Code
Sea Turtle Ordinance Updates
Initiate 3D Modeling of Town Buildings
Buildings
Coordinate with other government agencies and FDOT on transportation and traffic related projects
Zoning Code Update- Process follow-up items
One County—Legislative one-county review
Complete construction of Phase II outdoor venue.
Advance long-range plans to develop community facilities on Town Center property

Support the County-wide effort to extend the Sarasota County Infrastructure Surtax program (FY22)
Pursue funding strategies for CCS center turn lane
Economic impact action-plan related to post COVID-19
Develop a formal debt policy
Evaluate organization risks and reserve levels
Develop long term funding strategies for the Streets/Road & Bridge Fund
Identify funding for Longboat Club Road Roundabout
Identify funding for Broadway Roundabout construction
Pursue funding methodology for canals
Seek additional financial partnership opportunities with both Manatee and Sarasota County
Develop a fundable action plan to address recurrent flooding on Lyons Lane

Permit and Construction of groins project- North End
Permit and construct Town-wide nourishment project (FY22)
Implementation of FEMA FIRM maps
Permit redundant subaqueous waste water forcemain
New Pass Groin Tightening (FY22)
Town Hall Hazard Mitigation Grant Program (Roof & Window Hardening + Permanent Generator)
Complete Phases 2, 3 and 4 of the Comprehensive Sea Level Rise Adaptation Plan effort

Denotes Top Commission Priority

GOALS

Manage construction of Undergrounding Project (FY23)
Advocate for priorities associated with Barrier Island Traffic Study (BITS) implementation
Canal Dredging- permit next phase, initiate construction
Renovation of Fire Station #91
Replacement of Fire Station #92
Connect Town facilities with new fiber infrastructure
Advocate for minimizing the impact of Gulf Stream and US41 roundabout construction
Advocate for post-construction monitoring (FY22)
Country Club Shores AC pipe replacement (FY24)
Continue WaStop valves installation in low elevation areas
Advocate for the Town’s active involvement in off-island transportation project planning efforts

Advance planning with Sarasota County for Public Library services
CAD System for Fire and Police
Leverage new streetlight and fiber conduit for enhanced services to the Town
Maintain Public Transit on Longboat Key- pursue one system
Schedule 2021 Citizen Academy
2022 Annual Citizen Survey
Encourage the expansion of local medical services at the Paradise Center
Re-negotiate new 3-year IAFF agreement
Use of outdoor venue….

INITIATIVES

Revised: February 22, 2021

TOWN OF LONGBOAT KEY
LONG-TERM ISSUES
2021—2025

#	Issue	2021	2022	2023	2024	2025
1	Bayfront Park Recreation Center / Plan
2	Beach Management / Shoreline Protection
3	BITS
4	Canal Program
5	County Library Services
6	GMD Complete Streets Corridor Plan
7	One County
8	Quality of Life
9	Sea Level Rise Adaptation Plan
10	Sub-Aqueous Force Main
11	Town Center / Stage Funding & Construction
12	Town Center / Facilities Planning

TOWN OF LONGBOAT KEY
LONG-TERM ISSUES
2021—2025

Notation

Revised: February 22, 2021

High-Level
MEASURES

Population Estimate:
2019– 7,296
2020– 7,276
(worldpopulationreview.com)

% of
Online Building Permits
2019– 23%
2020 - 49%

Average Fire Rescue Response Time:
FY2019—5:10 FY2020—5:17

Revenues: Reserves:
FY19 $17,101,075 FY19 -
FY20 $16,968,113 FY20 -
Expenditures: Mill Rate:
FY19 $15,407,905 FY19 2.1144
FY20 $16,339,269 FY20 2.1144

High-Level
MEASURES

Public Safety
% Violent Crime
2019– .3%
2020– XX%
% Non-Violent Crime
2019 - 1.1%
2020 - XX%
Cardiac
Survivability
2019 - 40%
2020 - XX%
Fire Insurance IOS Rating
2019 - 2
2020 - XX
Building Dept. IOS Rating
2019 - 3
2020 - XX

Total Website Pageviews:
FY19—306,467
FY20—441,304
Social Media
Facebook (FY19-XXXX, FY20 - XXXX)
Twitter (FY19-XXXX,
FY20-XXXX)
Instagram (FY19-XXX,
FY20-XXXX)

AA+
Bond Rating
FY19 & FY20

Citizen Survey
Total Surveys Completed:
1st Annual Survey—597
2nd Annual Survey - 1200+
Quality of Life:
1st Annual Survey—97%
2nd Annual Survey—XX%
Excellent or Good place to Live and Retire:
1st Annual Survey—94%
2nd Annual Survey—XX%
Satisfied with reputation, aesthetic appeal & safety:
1st Annual Survey—95%
2nd Annual Survey—XX%

Revised: February 22 2021

STRATEGIC PLAN
GOAL 1

COMMUNITY CHARACTER

Protect the premiere quality and character of Longboat Key through proactive planning and enforcement of the Town Codes.

KEY PERFORMANCE INDICATORS:

	2020	2019	2018	2017
% of Building Permits received online	49%	23%*	N/A	N/A
% of residents satisfied with quality of life (report in 2020)	97%	—-	—-	—-
# of code enforcement cases closed without going through enforcement proceedings	481 out of 486	404 out of 411	285 out of 309	162 out of 164
% of inspections scheduled online	16%	6%*	N/A	N/A
% of residents satisfied with appearance of community (report in 2020)	96.3%	-	—-	—-
# of Code Amendments that address planning and community character	8	3	4	4
# of non-conforming properties certified	6	1	N/A	N/A

* Period from 10/1/19-12/31/19

Initiatives:

Advance outdoor Town Center Venue Phase 3 improvements through engaging…/ strategy??

Evaluation of Town Comprehensive Plan
Evaluation of Property Maintenance Code
Sea Turtle Ordinance Updates
Initiate 3D Modeling of Town Buildings
Coordinate with other government agencies and FDOT on transportation and traffic related projects
Zoning Code Update- Process follow-up items
One County—Legislative one-county review
Complete construction of Phase II outdoor venue.
Advance long-range plans to develop community facilities on Town Center property

Outcomes:

Ensure that all new development and redevelopment is consistent with Town’s vision and requirements.
Ensure that all construction results in safe, resilient and value-enhancing development.
Ensure that properties are maintained for the benefit, health, safety and welfare of residents and visitors.

STRATEGIC PLAN
GOAL 2

FISCAL SUSTAINABILITY

Maintain a healthy financial environment by balancing needs and project initiatives with affordability.

KEY PERFORMANCE INDICATORS:

	2020	2019	2018	2017
Maintain AA+ Bond Rating	AA+	AA+	AA+	AA-
Obtain Certificate of Achievement in financial reporting for Town’s Comprehensive Annual Financial Report (CAFR)				
Meet or exceed the minimum fund balance reserve policy guidelines (90 days total fund balance and 60 days unassigned fund balance).	233 days / 155 days	240 days / 174 days	202 days / 134 days	182 days / 133 days
Debt per Capita	$6,711	$7,390	$3,082	$2,781
Debt as a Percentage of Property Value	.77%	.87%	.37%	.36%
Debt as a Percentage of Personal Income	6.77%	6.96%	2.90%	2.88%

Initiatives:

Support the County-wide effort to extend the Sarasota County Infrastructure Surtax program (FY22)
Pursue funding strategies for CCS center turn lane
Economic impact action-plan related to post COVID-19
Develop a formal debt policy
Evaluate organization risks and reserve levels
Develop long term funding strategies for the Streets/Road & Bridge Fund
Identify funding for Longboat Club Road Roundabout
Identify funding for Broadway Roundabout construction
Pursue funding methodology for canals
Seek additional financial partnership opportunities with both Manatee and Sarasota County
Develop a fundable action plan to address recurrent flooding on Lyons Lane

Outcomes:

Sound fiscal budgeting to balance expected service levels and project initiatives with affordability.
Healthy financial positions to reduce future borrowing costs.
Exceptional financial management and accurate and timely reporting to enhance day to day decision making.

STRATEGIC PLAN
GOAL 3

ENVIRONMENTAL / RESILIENCY

Adopt strategies, reduce exposure and mitigate impacts to our natural resources. Reduce risk and retain or improve physical and environmental
assets.

KEY PERFORMANCE INDICATORS:

Number of:

	2020	2019	2018	2017*
Citizens who attend the Sustainable Community Seminar (2020)	20	—	—	—
Projects aligned to budget		7 of 7	4 of 4	—
Projects on schedule		6 of 7	4 of 4	—
Innovative cost savings and sourcing				—
Beach Environmental Health (Good, Fair, Poor)		Good	Poor	—
Beach Profile Loss / Erosion Avg.		TBD	TBD	—
Monitor average tide level rise annually on Longboat Key		N/A	N/A	—
Potable water quality		Good	Good	—
Days of sewer spills per 365-day yr.		0	0	—

*Data was not tracked in 2017

Initiatives:

Permit and Construction of groins project- North End

Permit and construct Town-wide nourishment project (FY22)
Implementation of FEMA FIRM maps
Permit redundant subaqueous waste water forcemain
New Pass Groin Tightening (FY22)
Town Hall Hazard Mitigation Grant Program (Roof & Window Hardening + Permanent Generator)
Complete Phases 2, 3 and 4 of the Comprehensive Sea Level Rise Adaptation Plan effort

Outcomes:

Preserve and protect natural areas and beaches on Longboat Key.
Preserve and protect Town-owned and private property.
Educate citizens on sustainability issues.

STRATEGIC PLAN
GOAL 4

INFRASTRUCTURE

Provide functional, sustainable and aesthetically pleasing infrastructure through quality maintenance and enhancement of physical and technological infrastructure and services in a fiscally prudent manner.

KEY PERFORMANCE INDICATORS:

	2020	2019	2018	2017*
Projects Aligned to Budget		10 of 11	6 of 6	—
Projects on schedule		9 of 11	6 of 6	—
Innovative cost savings and sourcing				—
Above and beyond O&M services				—
Cyber-security phishing campaign	3%	4%	—	—
Cyber-security training completed	100%	92%	—	—

*Data was not tracked in 2017

Initiatives:

Manage construction of Undergrounding Project (FY23)
Advocate for priorities associated with Barrier Island Traffic Study (BITS) implementation
Canal Dredging- permit next phase, initiate construction

Renovation of Fire Station #91
Replacement of Fire Station #92
Connect Town facilities with new fiber infrastructure
Advocate for minimizing the impact of Gulf Stream and US41 roundabout construction
Advocate for post-construction monitoring (FY22)
Country Club Shores AC pipe replacement (FY24)
Continue WaStop valves installation in low elevation areas
Advocate for the Town’s active involvement in off-island transportation project planning efforts

Outcomes:

Maintain and enhance all infrastructure in a safe, reliable, economically responsible and aesthetically pleasing manner, such as our Town roadways, rights-of-way, stormwater systems, facilities, utility water/wastewater system and information technology resources.
Support the values of Longboat Key as we provide “Exceptional Service” to a “Premier Community” with efficient and effective management and stewardship of personnel and equipment.
Deliver the Town’s Capital Improvement Program projects meeting community expectations, on schedule and within the Town’s adopted budget.

STRATEGIC PLAN
GOAL 5

SERVICES

Balance services to both available resources and public expectation while embracing a culture of outstanding service to an engaged community.

KEY PERFORMANCE INDICATORS:

	2020	2019	2018	2017
% of residents satisfied with services (2020)	90%^	—	—	—
% Violent Crime (of all reported crimes)	.32%	.3%	.16%	.39%
% Non-Violent Crime (of all reported crimes)	1.5%	1.1%	1.24%	1.18%
Fire Insurance Services Office (ISO) rating*	2	2	2	2
Building Department ISO rating*	3	3	3	3
Cardiac Survivability**	0%	40%	—	—
Voter turnout of voting age population	39.27%	29.35%	44.68%	58.31%

(^Close to or greater than 90% indicated being please with services by the Town in most categories)
(*Scale for fire is 1-10 with lower # better; scale for building is 1-3, 4-7, 8-9, 10 with lower # better)
(**National Average is 6%)
**
**

Initiatives:

Advance planning with Sarasota County for Public Library services
CAD System for Fire and Police
Leverage new streetlight and fiber conduit for enhanced services to the Town
Maintain Public Transit on Longboat Key- pursue one system
Schedule 2022 Citizen Academy
2022 Annual Citizen Survey
Encourage the expansion of local medical services at the Paradise Center
Re-negotiate new 3-year IAFF agreement
9. Use of outdoor venue….

Outcomes:

A safe and livable community for citizens and visitors.
A high level of customer service.
An engaged citizenry.