TOWN OF JUPITER TOWN MANAGER'S DEPARTMENT MEMO
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TOWN OF JUPITER
TOWN MANAGER’S DEPARTMENT MEMO
DATE: January 28, 2020
TO: Members of the Town Council
FROM: Matt Benoit, Town Manager MB
SUBJECT: February 4, 2020 Strategic Planning Workshop
You will find attached a draft Strategic Plan for the 2020 calendar year, or 2021 Fiscal
Year (depending on how you wish to view it). In advance of the meeting and your
deliberations on this matter, I would ask that you pay particular attention to the following
items:
First, the draft plan for your consideration includes a total of 26 Initiatives and 35
Action items (excluding those items slotted for the Vigilance category). This draft
plan contains a 25% increase in initiatives, and an (almost) 18% increase in likely
action items (5 additional items each). As a result, (unless I’ve made a mistake)
no Councilmember-initiated idea presented on January 15 has been excluded.
Again, I’m not convinced I can maintain that approach in coming years, but I’m
pleased to state we’re committed to serving you and the public’s interest by
committing to exploring everything. Town staff and I are committed and prepared
for the workload. However, to adapt to this increase, you’ll note some of the
action items envision a written report submitted to Council (as opposed to a full-
blown roundtable discussion). There are two reasons I’m recommending this
new strategy. First, the Staff effort to produce a full-blown roundtable
presentation and discussion is significant. The preparation of a roundtable
presentation with a date-certain agenda deadline, plus the opportunity to
rehearse and consider feedback (prior to the agenda deadline and Council
presentation) brings a month-long process. Second, it is also my preference
when preparing and providing a roundtable presentation to offer some careful
and thoughtful recommendations for your review. The items identified for a
written report generally lack the refinement (at present) to offer much in the way
of recommendations. As a result, the submittal of a written report is intended to
allow Councilmembers to read, ponder and ask questions. Of course, the written
report doesn’t preclude Councilmembers from requesting action by the full body
(at the conclusion of a Council meeting during reports). It simply lightens the
work effort and allows more deliberate thinking on these matters before items are
advanced.
Second, the draft plan introduces a few action items that are footnoted to
recognize it is/will be the Town Council’s undertaking that will likely be required to
achieve completion. In the past, I have always viewed the Strategic Plan as a
work plan for staff. I was reluctant to obligate staff to the performance and/or
achievement of items I knew to be outside of our purview or ability to influence.
However, this draft plan attempts to advance progress on some issues the
Council may wish to champion and be responsible for. Needless to say, Town
staff will update and provide the necessary information with which
Councilmembers may wish to pursue progress on action items. However, this
plan intends to recognize the items noted as such will likely achieve their greatest
progress with Council action.
Finally, there are two initiatives where I have received (potentially) conflicting
feedback as to the appropriate action item. These Initiatives appear on slides 22
and 23. The items are as follows:
1. Open Space Acquisition – I believe there are two courses of action with
this topic (although I’m certainly open to other options). One is to conduct
a roundtable discussion for Town Council to review acquisition
opportunities and provide direction to Town staff. The other is to direct the
Town Manager to bring strategic acquisition opportunities if and when they
arise. As you consider these two options, please understand Town staff
has no preference. The reluctance towards a roundtable exercise exists
with the dynamics and delicate balance of a roundtable discussion where
properties will be discussed and weighed, and any direction given or
understood is almost certain to affect the price. Furthermore, there is the
(almost certain) obligation to require four votes for approval, and the
possibility that any given tract may be in a development process. A
roundtable may only serve to illustrate your differences of opinion on this
topic. Ordinarily, I would have no reluctance for that sort of outcome.
However, in this instance, that process has the very real potential to
complicate the matter. To summarize, it seems the Town Council needs
to weigh the expectations of the public for open space acquisition with the
possible benefits of a more patient approach.
2. Seagrass advocacy – This initiative offers a different consideration
because the two action items offered don’t really need to be viewed as
exclusive (one or the other). Rather, the question becomes whether or to
what degree you wish to establish some partnered funding assistance for
groups (public, semi-public or private) to instigate programs to preserve
and protect seagrasses. Again, Town staff has no preference on the
matter. The Town Manager offered an idea (to establish a grant/loan
program similar to recent Historic Preservation initiatives) to advance the
issue. Town staff understands the shortcomings of this issue. So, the
issue becomes whether or to what extent the Town Council wishes to limit
partnership opportunities to public and quasi-governmental entities like
Loxahatchee River District, Loxahatchee Preservation Initiative and Palm
Beach County Environmental Resource Management, or accept proposal
and ideas from a broad range of interested parties.
Of course, if you have any questions, please feel free to call or stop by.DRAFT/Preliminary 2020 Strategic Plan February 4, 2020
The Town’s Strategic Plan Drives Our Activities
and Financial Plan
Vision & Mission
Strategic Results > Results Definitions 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
Strategic Strategic
Initiatives Metrics components that comprise the
structure of the building.
Action Plans
Departmental The foundation is a solid financial
Departmental
Programs &
2020-2021 Metrics plan that supports the rest of the
Services
Strategic house.
Plan Operating Budget & CIP
2Vision & Mission
Vision: Jupiter is a distinctive coastal
community committed to preserving its unique
character and history and vibrant small town
feel.
Mission: We provide exceptional municipal
services that add value to residents’ lives and
businesses while assuring a long term,
2020-2021
Strategic sustainable community.
Plan
3Strategic Results Definitions
FISCAL RESPONSIBILITY
Prepare and manage budget; maintain fiduciary
responsibility.
WHAT IT MEANS:
• Good stewards of tax dollars and good asset management.
• Town’s financial sustainability and the costs associated with Jupiter’s quality of life
balanced to show value to residents and businesses.
• Projects and investments reviewed and cost-justified.
• Competitive staffing levels, pay and benefits for all categories of employment .
• Transparency promoted; budget and accounting practices published and available .
• Taxes, water rates and user fees kept reasonable and in-line with CPI.
• Audit Committee and Police Pension Board supported by Town Council and staff.
2020-2021
Strategic
Plan
4Strategic Results Definitions
ORGANIZATIONAL EXCELLENCE
Organizational governance; internal support and services.
• Sufficient investment in organization’s infrastructure to maximize productivity, enhance
WHAT IT MEANS:
performance and develop technical and leadership skills.
• Overall costs of Town government managed to enable a sustainable future.
• Employees valued and invested in the achievement of strategic and operational results
through engagement, communication, a team environment, and a culture of continuous
improvement.
• Town facilities and buildings maintained to allow for a safe, functional working environment.
• A professional, highly-motivated Town workforce that receives competitive compensation and
benefits based on employee achievement.
• Town services delivered in a way that is valued by residents and businesses, cost-effective,
efficient, and with a high degree of customer service.
• Skilled leadership and workforce that is sustainable for the long-term.
2020-2021 • A workforce and culture that is responsive and adaptive to new concepts and changing
Strategic environments.
Plan
5Strategic Results Definitions
STRONG LOCAL ECONOMY
Support local businesses, create a business -friendly
environment.
• Economic growth promoted to achieve a diversity of businesses .
WHAT IT MEANS:
• Bioscience cluster initiatives prioritized including ancillary and support businesses.
• Small business growth encouraged, and “Buy Local/Shop Local” supported. Consideration for large
businesses with the right fit for the community.
• Partnerships with Chamber of Commerce and business associations and participation in business
events.
• Housing supply and workforce development efforts to support business growth.
• Business, tax, and small business incentives and assistance provided.
• Eco and heritage tourism promoted through tournaments and special events.
• Assistance provided to help Abacoa Town Center be successful.
• Community Redevelopment Agency (CRA) budget used to assist businesses within the CRA
2020-2021 boundary.
Strategic • Schools and universities with programs to support business needs.
• Partnerships supported between bioscience, FAU and Jupiter Medical Center.
Plan
6Strategic Results Definitions
TOWN COMMUNICATION
Support and enhance open, 2-way communication
between the Town and its residents and businesses.
WHAT IT MEANS:
• Upfront and honest communication that is fair, open, and timely.
• Citizen and community inputs captured and responded to in a timely manner.
• Continuous improvement of mass communication methods (web, email, notices, flyers, TV,
newsletters, Jupiter U, social media).
• Transparency of government and council maximized.
• Residents and businesses impacted by potential development and redevelopment areas engaged
and informed.
• Increased use of citizen and community input from a variety of sources to capture balanced and
effective representation of community views.
• Greater citizen involvement and additional outreach, including under-represented areas.
2020-2021 • Improved communication between and within the Town, the public, and the Council.
Strategic
Plan
7Strategic Results Definitions
MOBILITY
Improved mobility for all modes of transit.
• Traffic flow improved through light timing, speed limit control, traffic calming and other methods to
WHAT IT MEANS:
achieve levels of service identified in comprehensive plan.
• Traffic mitigation plan implemented for roadways not meeting the Town’s level of service standards.
• Parking managed effectively without adding any additional parking fee areas in the Town.
• Traffic laws enforced, including speeding, red-light running, and parking violations.
• Additional transportation modes encouraged to support less driving and change diving behavior to
reduce congestion (shuttles, carpooling, public transportation, off -peak travel, public transportation for
the disabled).
• Bike paths improved and increased. Bike lanes and bike parking managed to provide more protected
and safer bike paths, especially in high-hazard areas.
• Impacts of school drop-off and pick-up mitigated.
• Growth and commerce encouraged that helps to manage traffic flow (encourage industries with off -peak
trips).
• Enhanced public safety (pedestrian, vehicle crossings, bridge) and quiet zones along rail corridor.
2020-2021 • Pedestrian-friendly community with effective system of sidewalks and bike paths.
Strategic • Safe boating and boat-mobility encouraged.
Plan
8Strategic Results Definitions
MANAGE GROWTH
Plan for and manage growth, development and redevelopment to
maintain Jupiter’s small town feel and its integrity as a distinctive,
vibrant coastal community.
WHAT IT MEANS:
• Inlet Village redeveloped at a pedestrian scale, emphasizing its history and coastal assets.
• Impacts of development decisions occurring outside the town evaluated and addressed.
• Comprehensive plan updated as needed to support long-term planning, sustainability and
quality of life.
• Development that is in harmony with the natural environment, considering green space,
beautification, and impacts on habitats and wildlife.
• Low-scale development with sufficient setbacks and open spaces.
2020-2021 • Incentives for development and re-development created where needed.
Strategic
Plan
9Strategic Results Definitions
SAFETY
Keep citizens and businesses safe.
• Safety enhanced for all modes of traffic (boats, kayaks, motor vehicles, bicycles and pedestrians ) in order to reduce
WHAT IT MEANS:
accidents in roadways, parking lots and on our waterways.
• The Jupiter Police Department leverages community partnerships, technology and environmental design to create
awareness, identify and prevent criminal activity.
• The capabilities (training, personnel, equipment, technology) of the Police Department align with the growth and
needs of the community.
• The Town works with residents and businesses to revitalize the older neighborhoods.
• Customers have access to drinking to water that meets the exceeds required safety standards.
• The Town plans and prepares for natural and man-made disasters to maintain the safety of the community.
• Beaches, parks, bike paths, pedestrian facilities, kayak and paddle launches are well-maintained, safe and clean.
• Neighborhoods and commercial areas are safe, and crime rates are lower than similar communities.
• Opportunities exist in the community to keep school -aged children engaged and safe.
• Freight and passenger rail solutions implemented in a way that maintains safety and access for emergency
services.
• Cost-effectiveness for public safety services (fire rescue, police, and health/EMS) continuously monitored and
2020-2021 improved.
Strategic
Plan
10Strategic Results Definitions
UNIQUE, SMALL TOWN FEEL
Maintain and enhance our vibrant small town feel by leveraging the
unique combination of community, cultural and recreational assets
that make Jupiter a special place to live and work.
WHAT IT MEANS:
• The Town creates, maintains, promotes and enables access to special, open spaces, parks and beaches, and
bike and walking paths where residents can pursue an active, outdoor lifestyle.
• The essence of “uniquely Jupiter” is seen in the aesthetics and physical attributes of the community.
• Historical sites and landmarks supported and preserved in harmony with surrounding development.
• Residents are engaged in volunteer efforts that create a sense of community, civic pride and neighborliness to
support what is uniquely Jupiter.
• The Town supports and advocates for railway quiet zones.
• Older shopping centers are revitalized to enhance aesthetics and provide valued services to the community.
• JTAA is a thriving youth sports organization working in partnership with the Town and local schools to provide
high-value recreational programs for youth.
• Entertainment, cultural, community and recreational activities and organizations for residents of all ages are
2020-2021 offered by the Town or supported through partnerships with community organizations.
Strategic • Access to health services is provided for all residents, and residents practice healthy habits, activities and
lifestyles.
Plan
11Strategic Results Definitions
GREEN, BLUE AND 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.
WHAT IT MEANS:
• Enhanced entries at major gateways such as I-95 and the Florida Turnpike; beautified medians.
• Natural vegetation and trees preserved.
• Focus on the waterways and the upland areas adjacent to the water.
• Dog-friendly beach maintained with pedestrian-friendly and easy access.
• Clean, safe beaches and public facilities maintained.
• Greenway and blueway systems promoted.
• Parks that are clean and safe, with shade, trees, drinking fountains, and bathrooms.
• Landscaping public areas with sustainable, native plants.
• Balanced process for tree removal and replacement.
2020-2021 • Access and use of green space increased. More open spaces and natural areas for protection of the
environment.
Strategic • Water reuse encouraged and increased.
Plan
12The Town’s Strategic Plan Drives Our Activities
and Financial Plan
Vision & Mission
Strategic Results > Results Definitions
What should we do in order to
achieve the Strategic Results? How
will we know when we’ve been
successful at achieving a strategic
result? What steps will we take to
complete the initiative?
Strategic Initiatives Strategic Metrics
Action Plans The slides in this next section identify the
strategic initiatives considered a priority
Departmental Departmental for 2020, with their associated action
2020-2021 Programs & Services Metrics plans.
Strategic
Operating Budget & CIP
Plan
13Strategic Results Initiative Action Plans
FISCAL RESPONSIBILITY
Initiative Action Plan
Consider the disposition of Piatt Place. Prepare a presentation and conduct a Town Council roundtable
discussion on the possible sale of Piatt Place.
Consider offering paid family leave as benefit to Prepare and submit a report for Town Council consideration
Town employees. outlining the paid family leave benefit as well as the current
benefit offerings.
Consider the disposition of the current Police Prepare and submit a report for Town Council consideration to
Department Building. include the likely vacancy date, a structural and physical
assessment and considerations for future use.
2020-2021
Strategic
Plan
14Strategic Results Initiative Action Plans
STRONG LOCAL ECONOMY
Initiative Action Plan
Review and consider opportunities for enhanced Prepare and recommend for Town Council consideration a
Downtown Abacoa Parking and continued Spring plan to compliment the term sheet approved by the Palm
Training presence in the Town of Jupiter. Beach County Commissioners that will extend major league
baseball presence in the Town of Jupiter through 2045.
2020-2021
Strategic
Plan
15Strategic Results Initiative Action Plans
MOBILITY
Initiative Action Plan
Enhance and update the Town’s traffic mitigation plans for 1. Prepare and submit a report for Town Council
roadways not meeting the Town’s level of service standards. consideration illustrating likely traffic forecasts for all
collector and arterial roadways not meeting the Town's
level of service standards.
2. Pursue date certain (and accelerated construction
schedule) financial commitments from FDOT, Palm
Beach County and Town of Jupiter to implement all
roadway and intersection improvements required to
mitigate known level of service deficiencies.1
3. Prepare the appropriate items for Town Council
consideration to remove the CRALLS designation on
Center St. to address perceived obstacles to securing
PBC funding commitments to modify the roadway from
a 2 lane to 3 lane configuration.
Review and consider opportunities to advance South Island Prepare a presentation and conduct a Town Council
Way. roundtable discussion on South Island Way to include all
2020-2021 strategies to advance the project.
Strategic 1. The success of this Action Item is understood to be a Town Council initiative. Town staff will endeavor to provide information a nd
update reports. However, it will be the prerogative of the Town Council to utilize their collective influence to pursue comp letion of
Plan this item through involvement on regional planning boards, adopting Resolutions and/or other methods of advocating for desire d
outcomes. 16Strategic Results Initiative Action Plans
MOBILITY (cont.)
Initiative Action Plan
Ensure the advancement of Indiantown Road 1. Establish project schedule milestones for Town Council and public
improvements between I-95 and Central Blvd. awareness about design and construction work.
through collaboration with FDOT. 2. Provide quarterly updates to the Town Council and public about
design and construction work on Indiantown Road improvements
between I-95 and Central Blvd.
3. Advocate for timely implementation of Indiantown Road
improvements between I-95 and Central Blvd. 2
US 1 Bridge 1. Ensure that appropriate intersection improvements are
implemented for detour routes prior to commencing bridge
construction work that necessitate detours. 3
2. Ensure that FDOT contracts for work truly have incentives to
accelerate bridge construction work schedule durations to
minimize adverse public and business impacts. 2
3. Advocate for and update the Town Council and the public on US 1
bridge tender house design and landscape improvements by FDOT
2020-2021 to mitigate adverse aesthetic impacts to Jupiter Cove. 2
Strategic 2. The success of this Action Item is understood to be a Town Council initiative. Town staff will endeavor to provide
information and update reports. However, it will be the prerogative of the Town Council to utilize their collective influence
Plan to pursue completion of this item through involvement on regional planning boards, adopting Resolutions and/or other 17
methods of advocating for desired outcomes.Strategic Results Initiative Action Plans
MOBILITY (cont.)
Initiative Action Plan
Employ strategies to reduce the number of 1. Provide annual update of data and presentation
vehicle/pedestrian/cyclist conflicts and manage traffic provided to the Town Council on recommendations
(expand options, ensure flow and safety for all modes of to improve safety and more effectively manage
travel using technology and traditional approaches). traffic.
2. Continue to explore and pursue mitigation solutions
for all intersections including Central Blvd. and Jupiter
Beach Road.
2020-2021
Strategic
Plan
18Strategic Results Initiative Action Plans
MANAGE GROWTH
Initiative Action Plan
Consider opportunities for redevelopment in the Prepare a presentation and conduct a Town Council roundtable
Town’s industrial sectors. discussion on strategies for redevelopment in the Town’s
industrial sectors.
Review and consider the Town’s roadways for Prepare and submit a report for Town Council consideration
conformance with current standards and outlining the number of roadways that don’t meet current
opportunities for widening. standards for width and implications and opportunities for
widening.
2020-2021
Strategic
Plan
19Strategic Results Initiative Action Plans
SAFETY
Initiative Action Plan
Complete construction and transition Town staff Ensure availability of the new Police Department/Data Center
and equipment into the new Police for the peak hurricane season in 2020 and update the council
Department/Data Center. quarterly on construction completion, preparation and staff
relocation activities.
Review and consider opportunities to enhance Prepare and submit a report for Town Council consideration
public safety radio system coverage along the outlining opportunities and implications associated with
south A1A corridor. enhancing radio system coverage along the south A1A corridor.
Review and consider opportunities to install street Prepare and submit a report for Town Council consideration
lights along Toney Penna. outlining the present design status of all the collector and
arterial roadway lighting projects and include opportunities to
accelerate street light installation projects, including Toney
Penna.
Review and consider opportunities to introduce Prepare preliminary design and present to the Town Council a
green bike lanes in the Town of Jupiter. proposal for introducing green bike lanes in strategic areas
2020-2021 within the Community.
Strategic
Plan
20Strategic Results Initiative Action Plans
SAFETY (cont.)
Initiative Action Plan
Prepare for the introduction of high-speed rail 1. Review and consider standards for intersection and sealed
through the Town of Jupiter by investigating and corridor areas within the Town of Jupiter and advocate for
advocating for appropriate safety measures. implementation by Brightline/Virgin. 3
2.Regularly confirm and get updates from Brightline/Virgin on
project progress in order to keep the public informed of
impacts.
Advance designs for East Indiantown Road from 1.Achieve 60% design plans in 2020 and review with Council.
US1 to A1A.
2020-2021 3. The success of this Action Item is understood to be a Town Council initiative. Town staff will endeavor to provide
Strategic information and update reports. However, it will be the prerogative of the Town Council to utilize their collective influence to
pursue completion of this item through involvement on regional planning boards, adopting Resolutions and/or other methods
Plan of advocating for desired outcomes.
21Strategic Results Initiative Action Plans
UNIQUE, SMALL TOWN FEEL
Initiative Action Plan
Enhance entries at major gateways to the Town, Complete design and recommend a construction contract for those
including specifically on the western entry, C-18 canal projects with budget authority in FY 2019 - 2020.
area and the eastern end of Indiantown Road.
Review the Town’s Special Event Permit Code Prepare a presentation and conduct a Town Council roundtable
provisions to ensure a balance between discussion on possible modifications to the Town’s Special Event
entertainment and event opportunities and permit Code provisions.
neighboring residents, visitors and businesses.
Review opportunities for the use and public benefit Prepare and submit a report for Community Redevelopment
of the Inlet Village Marina. Agency outlining previous considerations, and opportunities for
expansion and enhancement.
Understand and consider advocating to Palm Beach Prepare and submit a report for Town Council consideration that
County for enhanced aquatic recreational offerings in outlines Palm Beach County’s current and future plans for the
the Town of Jupiter. Aquatic facility on Toney Penna Drive outlining previous
considerations, and opportunities for expansion and enhancement.
Review and Consider a program to complement Prepare and submit a report for Town Council consideration that
2020-2021 opportunities for home repair/renovation for outlines existing opportunities for Veterans and possibilities for
Strategic Veterans. Town of Jupiter collaboration.
Plan
22Strategic Results Initiative Action Plans
GREEN, BLUE AND OPEN SPACES
Initiative Action Plan
Enhance access and use of green space by Prepare a presentation and conduct a Town Council roundtable
providing more open and natural areas for discussion on possible opportunities for Open Space Acquisition.
protection. OR
Pursue open space acquisition opportunities when and where
they arise and are deemed to add value to the Town.
Establish an environmental and sustainability plan Complete the review and prepare and present to the Town
for Town of Jupiter. Council the steps and resources needed to pursue an application
for Florida Green Local Government certification.
2020-2021
Strategic
Plan
23Strategic Results Initiative Action Plans
GREEN, BLUE AND OPEN SPACES (cont.)
Initiative Action Plan
Enhance the natural vegetation and promotion of 1. Replicate seagrass bed revitalization achievements on Fullerton
our blueway systems by evaluating and protecting Island project on proposed Sawfish Island project, revising its
our local seagrass beds. design if/as required. 4
2. Prepare a report and submit for Town Council review and
consideration outlining existing and possible future strategic
partnerships with other governmental entities who are engaged in
seagrass protection and expansion efforts
AND/OR
2. Establish and promote a grant program for public, private and
governmental entities to propose environmental programs and
projects that will protect seagrasses and other environmentally
sensitive land and water areas.
Promote the Town’s blueway systems by aggressive 1. Prepare and recommend ordinance modifications to target
enforcement of derelict and at-risk boats. floating structures, live - aboard vessels and commercial
enterprises.
2. Establish a web page on the Town’s website to provide quarterly
updates on the enforcement activities and status of the existing
2020-2021 derelict and at-risk boats.
Strategic 4. The success of this Action Item is understood to be a Town Council initiative. Town staff will endeavor to provide
information and update reports. However, it will be the prerogative of the Town Council to utilize their collective influence to
Plan pursue completion of this item through involvement on regional planning boards, adopting Resolutions and/or other methods
24
of advocating for desired outcomes.Strategic Initiatives: Vigilance Items
For over 15 years the Town of Jupiter has relied heavily on Strategic Planning to ensure
efficient and effective Town governance by aligning Council objectives and staff efforts,
assigning budgeted resources to Council objectives, and providing a level of transparency
for the public in order to gather input and communicate Town Council’s objectives and
expectations of Town staff.
Over time, various strategic priorities (and associated action items) have resulted in
objectives that are of an enduring importance to the Town, but for any number of reasons,
do not have immediate or obvious next steps for action or strategic direction. Nonetheless,
they are important and are likely to require action and Town Council consideration. As a
result, the Strategic Plan continues to provide a category of strategic priorities for which
Town staff agrees to offer updates and seize upon opportunities for the Town Council to
accomplish their stated priorities and intentions. These items include:
• Workforce Housing.
• Annexation of unincorporated areas.
• Opportunities for Public/Private partnerships to offer more Indoor Gym space in the
2020-2021 community.
Strategic
Plan
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