Dr. Rick Will from the Muma College of Business at USF was introduced at the strategic planning meeting. He laid out the process for the meeting, stressing the important role of strategic suggestions tailored for city management for the forthcoming three to five years. A method involving Harvard-style discussion cases and industry insights was proposed. Dr. Will underscored the significance of building a foundational Mission, Vision, Values, and Core Competencies through a grassroots effort, which would be reviewed by the council subsequently. A SWOT analysis was a primary tool for the meeting, with council members identifying strengths, weaknesses, opportunities, and threats. The council’s collegiality, the city’s river location, high-quality services, and agility were among the most frequently mentioned strengths.

The results of a citizen survey were reviewed, pointing out the city’s strengths and weaknesses as perceived by its residents. The survey led to a discussion about the city’s critical success factors, including the need for enhanced communication, city infrastructure investment, transportation modality, environmental improvement, a financially viable golf course, and greater influence in local schools. Interestingly, Temple Terrace residents’ education levels were compared with those of the entire state of Florida, revealing insightful statistics. This opened up conversations about the importance of strategic goal setting and the delineation of responsibilities between the council and the city manager.

Citizen engagement emerged as a concern, with council members acknowledging the challenges in encouraging public participation in meetings and in filling open board positions. Emphasis was placed on the necessity of prioritizing the needs of citizens in all city activities, particularly public safety, sanitation, and public works. The need for improved communication and citizen engagement was underscored, as the council recognized that some residents may not feel sufficiently included or informed about city affairs.

Organizational excellence was another focal point, with the council advocating for lean and agile processes to enhance service delivery to citizens while upholding high standards.

A resident’s experience with double payments for trash pickup sparked a dialogue on customer service improvement within the city. The council considered implementing metrics such as post-engagement surveys to evaluate and enhance customer service.

The performance of local public schools was a topic of considerable debate. The council discussed the dissatisfaction among residents with the schools’ performance and explored how the city could exert influence on the school district to address public education concerns. The impact of school quality on the city’s attractiveness to new residents was also considered, with the council exploring ways to incorporate school-related information into city communications.

The need for long-range planning for city infrastructure investment was a significant agenda item, with council members discussing the inclusion of technological advancements and sustainability in future planning. The idea of a comprehensive development plan with a marketing focus and demographic analysis was proposed to attract businesses and meet community needs.

The council also deliberated on the city’s identity and market potential, debating the prospects for development and attracting new businesses. The importance of planning for changing trends and ensuring that the city’s recreational facilities meet residents’ evolving needs was recognized. Scenario planning was discussed to consider different potential future developments and the ability to pivot strategies as needed.