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ATLANTIC CITYBuilding A Foundation For A Shared Prosperity

IMPLEMENTATION PLAN

Prepared By: James E. Johnson – Special Counsel to Governor MurphyMichael Epps – Executive Director of ACIPORosa Farias – Deputy Executive Director of ACIPO

1IMPLEMENTATION PLAN - Atlantic City Initiatives Project Office (ACIPO)

SUMMARYThis Implementation Plan, one of the first major products of the Atlantic City Initiatives Project Office, represents the next step of progress for Atlantic City. It will serve as a baseline for monitoring the performance of all ongoing projects in terms of their scope within the first year of operations, establish the schedule and state the overall goals for the next phase of work. While based on the Transition Report, this first Implementation Plan also reflects: the continued input of the citizens and other stakeholders within the city, including input from the citizens who shared their perspectives in a three-hour town hall held on January 30, 2019; experts from across the country; and technical assistance and other support provided by state agencies. The Implementation Plan calls for action across many fronts, including lines of work identified in the Transition Report.

ATLANTIC CITY: BUILdINg A FOUNdATION FOR ShAREd PROSPERITY

IMPLEMENTATION PLAN


FORWARd BY LIEUTENANT gOVERNOR ShIELA Y. OLIVER

This implementation plan represents the next phase in our work to build a strong, broad and durable foundation for shared prosperity in Atlantic City. On September 20, 2018, the Governor and I released the transition report, Atlantic City: Building A Foundation For A Shared Prosperity. That report outlined key areas for action and made recommendations for critical steps as we worked with the community and with industry to move the city forward. A strategy without deadlines, deliverables and key areas of responsibility can lose focus and run the risks of poor execution. An implementation plan that lacks community input runs the risks of becoming unsustainable. The team of the Special Counsel to the Governor and the new Atlantic City Initiatives Project Office has given us a great basis to be confident that the community has been heard and that key stakeholders have had ample opportunity to provide input into this plan. In doing so, they have refined and built upon the recommendations in the Transition Report. Notably, they have added a line of work devoted to taking advantage of a variety of public and private financing tools to fuel the work going forward and they have set priorities as to what needs to be accomplished by when to ensure a steady march forward.

I believe this plan will have impact because our stakeholders and anchor institutions have agreed to be mutually accountable as we move forward. That alignment will ensure that the work gets done. I look forward to continuing this important work. And I ask all to join us.

Sincerely,

Sheila Y. OliverLieutenant Governor


INTROdUCTIONOn September 20, 2018, Governor Phil Murphy and Lieutenant Governor Sheila Oliver released the Atlantic City: Building A Foundation for A Shared Prosperity report. That report, often called the Transition Report, was the result of months of work by a small review team, led by James E. Johnson, Special Counsel to the Governor, and Braxton Plummer, Senior Advisor to the Commissioner of the Department of Community Affairs. The Transition Report identified the considerable strengths and promises of Atlantic City and probed the challenges facing the city. Most importantly, the Transition Report offered a prescription for building on those strengths and overcoming the challenges which led to seven pillars for action and a structure for executing action plans at both the State and Municipal level.

In the Transition Report, the Review Team noted that Atlantic City would have to do many things well, though not all at the same time. After the Transition Report was released, the State formed two bodies to align and coordinate both further analysis and preliminary implementation steps. At the local level, the State and municipal partners formed the Atlantic City Executive Council, which consists of anchor institutions and organizations across the city. In Trenton, the Governor ordered the creation of a state-wide Coordinating Council, an interagency body designed to facilitate support for the city. Within the Department of Community Affairs, the Governor authorized the creation of a project office, now called the Atlantic City Initiatives Project Office (ACIPO), to execute a program of action, reform and development based on the Transition Report. The areas identified below outline the major areas in which this document is structured, and against which deliverables will be evaluated.

1. GOVERNMENT EFFECTIVENESS & ACCOUNTABILITY Rebuilding the fundamentals by reorienting

municipal government services, including a special focus on developing and implementing a vision that improves the delivery of services to its citizens.

2. LAND USE DEVELOPMENTDeveloping a master plan that capitalizes on the many strengths of Atlantic City including its developing of new business sectors. By improving neighborhoods and increasing property values, a new vision that invigorates the cityscape, eliminates blight and provides for a wide range of productive uses for real property will be implemented.

3. ECONOMIC DEVELOPMENTStrengthening existing businesses and identifying new opportunities to diversify the local economy.

4. WORKFORCE DEVELOPMENT & JOB CREATIONDesign strategies and develop partnerships to recruit, train, place and retain Atlantic City residents which would lead them towards a positive career path resulting in personal and professional growth.

5. PUBLIC HEALTHAddressing critical public health challenges including a special focus on factors of morbidity, addiction and food security.

6. PUBLIC SAFETYBuilding on relationships and efforts to ensure law enforcement is both effective and trusted by the community.

7. YOUTH DEVELOPMENTSupporting our youth by developing career and education pathways to success.

8. CIVIC & CULTURAL DEVELOPMENTBuilding on Atlantic City’s social capital through the engagement of our communities and


promotion of the arts, enhanced opportunities to participate in governance and expanded outlets for community-based entertainment.

9. PUBLIC FINANCE Capitalizing upon existing tools to finance local development initiatives and identifying new financing options, including funding from non-profits, philanthropies and impact investors.

The Project Office and the Executive Council have identified the following initiatives as the critical areas for building a sustainable path forward for Atlantic City. The Implementation Plan only identifies action to be undertaken as priorities during the next 12 months (from January 2019 through December 2019). This report is structured in two sections. The first section will outline the overall description of strategic recommendations. It will provide a brief justification for why the topic is important to the outcomes for Atlantic City and its residents, the resources needed both fiscally and leveraged resources, suggest partners that may be able to contribute to those needs going forward, and finally identify legislative opportunities. The second section will outline the breakdown of strategic recommendations and propose them in a logic model format which include targeted timeframes for completion in year one.

SECTION ONE: STRATEgIC RECOMMENdATIONS

1.) GOVERNMENT EFFECTIVENESS & ACCOUNTABILITYRebuilding The Fundamentals By Reorienting Municipal Government Services, Including A Special Focus On Developing And Implementing A Vision That Improves The Delivery Of Services To Its Citizens.

JustificationCity of Atlantic City employees are a dedicated

group of individuals who have expressed desire to improve upon the delivery of services consistent with the expectations of the residents of Atlantic City. By improving municipal capacity, it will better serve current residents and attract new residents and businesses to the city. By building the appropriate infrastructure to promote work effectiveness and efficiency from all levels of government, Atlantic City will dramatically turn the tide setting the standard as the face of urban centers in New Jersey.

Resources Needed• Fiscal – Most of the resources required to

implement the proposed changes will require a re-investment by the municipality and key stakeholders through the identification of new funding options and restructuring of current government. This will include re-evaluating current government structures to ensure the necessary job functions are being executed.

Execution• The municipal departments have each identified

key priorities within their service area to improve the quality and method of service delivery. The goal is to improve the service for all citizens and visitors.

Legislative Action (if any)• None

PLANNING & DEVELOPMENTJustificationA strong Planning and Development program is one of the hallmarks of a successful urban revitalization effort. With areas in need of redevelopment in major portions of the city, the creation of four opportunity zones and renewed interest in investing in Atlantic City, a nimble and innovative Department of Planning and Development is critical to realizing a new, inclusive and transformative path forward for the City. The task requires an approach to planning


that is tailored to Atlantic City’s challenges and demonstrates a willingness to learn lessons from other cities with similar challenges.

Resources Needed• Fiscal - These expenses will be incurred by the

municipality. This plan envisions 6 additional FTE positions with an impact of roughly $400,000. This department will also require technical support provided by the Department of Community Affairs.

Execution • The Director of Planning and Development

will assess and reorganize her department to better meet the demands of the city. Emphasis will be placed on instituting elements of process change including streamlining and dedicating attention to economic development efforts.

Legislative Action (if any)• Local ordinance to provide for redevelopment

opportunities and adjust of fee amounts.• Possible State legislation for 1st time

homeownership program between casino owners and HMFA/DCA.

TAX ASSESSMENT JustificationThe Tax Assessor determines and maintains the ratable base of the municipality, which is instrumental in shaping the overall tax rate for the City. The City’s ratable base has a direct impact on the Atlantic County budget and tax rate. Moreover, the Atlantic City ratable base is the largest in Atlantic County and continues to be one of the economic drivers of the region.

Resources Needed• Fiscal – These expenses will be incurred by the

municipality. This plan envisions 3 additional FTE positions with an impact of roughly $150,000.

Execution • The Tax Assessment process will be reinforced

by adding staff to provide more immediate time and attention to the assessment process. The City of Atlantic City will undergo a revaluation over the next year.

Legislative Action (if applicable)• None

2.) LAND USE AND DEVELOPMENTDeveloping A Master Plan That Capitalizes On The Many Strengths Of Atlantic City Including Its Developing Of New Business Sectors. By Improving Neighborhoods And Increasing Property Values, A New A Vision That Invigorates The Cityscape, Eliminates Blight And Provides For A Wide Range Of Productive Uses For Real Property Will Be Implemented.

Justification In order to stabilize communities and increase the property ratable base, neighborhoods must be revitalized, and efforts must be made to reduce the number of vacant lots and abandoned properties in order to spur redevelopment. In addition, Atlantic City must create an effective and efficient framework that is not cumbersome to those entities seeking to redevelop in the city. There must also be a concerted effort to develop attractive housing options to increase the population of Atlantic City.

Resources Needed• Fiscal – There will be some expenses

incurred by the municipality, but the bulk of these expenses will be shared amongst the departments, partners and collaborations.

Execution• The development of a comprehensive plan

that considers the input of the neighborhood civic associations and its residents. This plan should provide for a diverse set of experiences


throughout the city, and provide an opportunity for small business development. By doing this, it will create a sense of place and neighborhood pride throughout the city. Development of a comprehensive plan which considers the desires of the various neighborhood civic associations and residents and provides for a diverse set of experiences throughout the city, provides an opportunity for small business development and creates a sense of place and neighborhood pride throughout the city.


3.) ECONOMIC DEVELOPMENTStrengthening Existing Businesses And Identifying New Opportunities To Diversify The Local Economy.

JustificationLegacy cities that have shown the most progress have strengthened core industries and diversified their economic base. Atlantic City’s gaming industry has stabilized since the loss of five casinos between 2013 and the end of 2016. Nevertheless, competition from other states has challenged the region’s growth. Atlantic City stands to enhance it economic footing by broadening its economic base and capitalizing on its assets such as the FAA Tech Center which could increase the number of higher paying jobs regionally.



Execution • A unified message will be created to attract

delivery businesses to Greater Atlantic City region as to avoid single dependency on any one industry. Ancillary business development should be spurred in partnership with

Atlantic County to identify synergies and funding opportunities especially in the Eds and Meds complexes.

Legislative Action (if any)• Local and State legislation petitioning and adding

Atlantic City as an Urban Enterprise Zone.

4.) WORKFORCE DEVELOPMENT & JOB CREATIONDesign Strategies And Develop Partnerships To Recruit, Train, Place And Retain Atlantic City Residents Which Would Lead Them Towards A Positive Career Path Resulting In Personal And Professional Growth.

JustificationThriving communities channel energy from citizens fully employed in the central economic enterprises of their region. Employment efforts are most successful when the initiatives match the workforce with the goals of local businesses. Development initiatives that fail to target jobs with high wage and growth potential are not likely to yield the types of jobs that will lift people out of poverty. Atlantic City can overcome persistent poverty if it increases the number of careers with high income potential and successfully place its citizens in those jobs.

Resources Needed• Fiscal – It is recommended that the Jobs

Council work with local institutions of higher education to locate the means to sponsor a paid position that would be solely tasked with coordinating jobs as part of a one-stop hub at any one of the Atlantic City campuses.

Execution • The development and delivery of job training

around the businesses and services which are likely to be hiring job ready individuals.

• Create pathways to careers by offering courses and training in fields with long term


employability by promoting high school to Associate degree to Bachelor degree gateways to success programs.

• Create a coalition of key stakeholders with a common purpose to train, place, and retain individuals into jobs with a positive career path.

• Create a jobs bank for the major marketplaces that would match applicants to employers who are in need.

• Form a collaboration of employers, the Workforce Improvement Board (WIB), Atlantic Cape, Stockton, and the Greater Atlantic City Chamber to identify and provide workforce training to the underserved populations of Atlantic City, including ex-offenders and non-English speaking populations. At the One Stop hub, create apprenticeship programs and other opportunities that provide real pathways to sustainable careers.

• Capitalize on the new college support program introduced by the Murphy administration to non-traditional students as a means to ensure that Atlantic City residents take advantage of current educational opportunities.

Legislative Action (if any)• Multiple states have addressed pathways and

skills development through apprenticeship legislation. New Jersey, through the Department of Labor, recently enacted several apprenticeship initiatives with funding allocations. Currently, there are several pieces of legislation in the Legislature pending the Governor’s approval. We support these efforts and will work with local officials to push for their enactment.

5.) PUBLIC HEALTHAddressing Critical Public Health Challenges Including A Special Focus On Factors Of Morbidity, Addiction And Food Security.

JustificationA vibrant community ensures the wellness of its

residents and provides access to high quality health care. To achieve this goal, Atlantic City must address three areas where residents are facing severe public health challenges: infant mortality and maternal health; obesity; and substance use disorder. A child born to an Atlantic City family is nearly twice as likely as a child born in Newark to die before her first birthday. Atlantic City children suffer from the state’s highest exposures to lead and the death rates of all Atlantic City residents from cancer, diabetes, heart disease, and kidney disease are among the worst in the State. To complicate matters further, Atlantic City handles health care for many citizens who live outside the City. It operates South Jersey’s only needle exchange and, as a result, receives many individuals with opioid use disorder. Their numbers have increased dramatically since the beginning of the opioid crisis; they add a further strain to both public health and law enforcement functions in the City. Much of the success of ensuring that the City makes progress in all neighborhoods requires addressing these severe public health concerns. This effort starts with a localized assessment of how needs are currently being met.

Resources Needed• Fiscal - Some of the programs aimed at education

can benefit from available funding by way of application to State and Federal grant programs.

• Participation and support from key stakeholders such as AtlantiCare will be required to include access initiatives, policy and system changes, and create an environment in which health can thrive.

Execution • Development and delivery of programs which

educate, and drive services aimed at reducing the underlying decisions which lead to the key health concerns of infant mortality and maternal health, obesity and dependency. This will set the stage for immediate and ongoing success to improve the health and wellbeing of Atlantic City residents.


• This will include the development of a detailed plan, outlining opportunities to advance knowledge, health behaviors, and also create the environment that will improve and sustain health. This plan should be developed for each identified opportunity with actionable measures clearly outlined to ensure success.


6.) PUBLIC SAFETYBuilding On Relationships And Efforts To Ensure Law Enforcement Is Both Effective And Trusted By The Community.

JustificationA vibrant community is a safe community. A broadly successful resort town provides an environment in which visitors feel safe to explore. Atlantic City has made progress reducing crime. Both violent crime is down over the last two years by more than 11 percent and property crime is down by more than 4 percent. The Atlantic City Police Department (ACPD) has put in place a variety of mechanisms to be more proactive in combating crime through community engagement, the use of technology, predictive analytics and real time policing.

Resources Needed• Fiscal – Enhancing community policing will

depend on an increase in personnel needed to support a more robust community policing effort. CRDA will fund a community policing initiative by the AC Police department totaling $7.5 million ($1.5 million for 5 years) to allow them to hire 15 FTE positions to replace veteran officers, who will be assigned to the city’s six wards in pairs, along with three officers who will be assigned to addressing vagrancy and homelessness in the Tourism District.

Execution• Reorganization within the police department

and development of new patrol aimed at building trust and confidence in public safety. Retooling training and awareness within the ranks of the public safety departments.


7.) YOUTH DEVELOPMENTSupporting Our Youth By Developing Career And Education Pathways To Success.

JustificationThe most effective youth development strategies plan for future generations by cultivating leaders and address current issues facing youth. There remains much potential in the Greater Atlantic City region that can only be realized if the children are given broader opportunities. An effort must be made to close an opportunity deficit which currently exists. Atlantic City youth currently desire more options for after school activities as well as activities throughout the summer. In a recent survey, the students reported the need for more constructive ways to spend their time, a better sense of their own strength and a strong sense of community support.

Resources Needed• Fiscal – There will be some expenses incurred

by the municipality. Additional funding for afterschool programs will be sought from the State, CRDA and other corporate partners.

Execution • Develop effective and desired after-school

programming aimed at preparing youth for career opportunities.

• Create a recreation masterplan that will assess current community assets and seek to expand opportunities for youth activities throughout the city.


• Expose the youth to career opportunities through the promotion of internships and apprenticeships programs.

• Provide mentoring and support systems to reinforce career goals.

• Partners with key stakeholders such as Stockton University to access the scalability of three after-school homework completion programs.


8.) CIVIC & CULTURAL DEVELOPMENTBuilding On Atlantic City’s Social Capital Through The Engagement Of Our Communities And Promotion Of The Arts, Create Enhanced Opportunities To Participate In Governance And Expanded Outlets For Community-Based Entertainment.

JustificationCommunity engagement is a core element of legacy city revitalization. It also goes beyond engagement with the challenges of government. It includes the creation of communal art and the enjoyment of community celebrations. Atlantic City is fortunate to have strong neighborhood civic associations and arts organizations which bring energy to community life. These organizations raise neighborhood concerns, organize community events and play leading roles in neighborhood improvement projects. Citizen’s campaigns provide tools for no-blame problem-solving that has been implemented in other cities throughout the New Jersey. The results seen in these communities have led to changes in local ordinances, community lead forums and political debate.

Resources Needed• Fiscal – Civic organizations will need to avail

themselves to grant funding options to prepare neighborhood improvement plans.

• Civic associations will also need funding to plan and execute community events though public and private partnerships. CRDA has earmarked some fund availability to support programing during the summer months.

Execution • Through the network of Civic Organizations, a

process of building neighborhood pride and a sense of place will be accomplished. Cultural events throughout the city, supported by all residents will re-establish a sense of pride in the city. Effectively incorporating the diverse cultures, the unique food options, revisiting old traditions and establishing new ones will lead to a greater sense of joy.


9.) PUBLIC FINANCECapitalizing Upon Existing Tools To Finance Local Development Initiatives And Identifying New Financing Options, Including Funding From Non-Profits, Philanthropists And Impact Investors.

JustificationThere is a need to identify partnerships between local, State and Federal funding opportunities to support various projects including neighborhood development plans, economic development, job readiness, workforce development and housing.



Execution • Creating a clearing house for all information

concerning funding sources and opportunities


so that the various organizations may be accurately educated on processes and are able to avail themselves to heretofore untapped resources.

• Assess current tax incentives offered at the local, state and federal level to ensure Atlantic City is taking advantage of existing programs. This will include programs such as Opportunity Zones, PILOT process and redevelopment incentives.

Legislative Action (if any)• Possible review of local and State incentive

programs.

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the s

atisf

actio

n of

re

siden

ts in

the d

eliv

ery

of

serv

ices

.

Incr

ease

in th

e pos

itive

pe

rcep

tion

of C

ity H

all.

Empl

oyee

s will

feel

that

th

eir m

anag

ers a

re v

este

d in

thei

r suc

cess

.Le

ss tu

rnov

er in

de

part

men

ts.

Gre

ater

wor

k ou

tput

.Es

tabl

ish st

rong

er in

tern

al

cont

rols.

12

OBJ

ECTI

VE

(Wha

t We A

re T

ryin

g To

Solv

e)LE

AD

ING

AG

ENCY

(Ent

ities

In C

harg

e Of O

bjec

tive)

STRA

TEG

Y(H

ow W

ill W

e Do

It?)

IMPL

EMEN

TATI

ON

(Act

ions

Nee

ded)

IMPA

CT

(Are

as E

ffect

ed)

GO

AL

(Wha

t Suc

cess

Loo

ks L

ike)

GOVERNMENT EFFECTIVENESS & ACCOUNTABILITY (continued)

1D

Empl

oyee

s nee

d to

feel

that

m

anag

emen

t is c

omm

itted

to

thei

r pro

fess

iona

l dev

elop

men

t by

pro

vidi

ng ac

cess

to

cont

inui

ng ed

ucat

ion

and

prof

essio

nal d

evel

opm

ent.

-Dep

artm

ent o

f Hum

an

Reso

urce

s -B

usin

ess A

dmin

istra

tor /

May

or's

Offi

ce -R

utge

rs U

nive

rsity

Sch

ool

of P

ublic

Affa

irs

-(Po

ssib

ly) N

JLM

-(Po

ssib

ly) A

tlant

ic C

ape

Com

mun

ity C

olle

ge

Q1

& Q

2 -Ide

ntify

pro

gram

min

g an

d se

rvic

e pro

vide

rs to

cond

uct

trai

ning

in th

e are

as o

f eth

ics

(com

plet

ed),

custo

mer

se

rvic

e, w

elln

ess e

duca

tion

and

trai

ning

for a

ll el

ecte

d offi

cial

s and

empl

oyee

s.

Q3

& Q

4 -D

evel

op an

d de

liver

cu

stom

er se

rvic

e tra

inin

g. -F

inan

cial

lite

racy

trai

ning

. -W

elln

ess e

duca

tion.

-Tra

inin

g fo

r all

elec

ted

offici

als.

-A g

reat

er se

nse o

f inv

estm

ent

from

empl

oyee

s by

thei

r m

anag

emen

t. -Inc

reas

ed p

erfo

rman

ce b

y em

ploy

ees.

-Inc

reas

e in

empl

oyee

and

empl

oyer

mor

ale.

-Em

ploy

ees w

ill b

ecom

e in

veste

d in

the i

mpr

ovem

ent

of th

e del

iver

y of

mun

icip

al

serv

ices

.

-Im

prov

emen

t in

custo

mer

se

rvic

e sur

vey

scor

es.

-Inc

reas

e in

empl

oyee

m

oral

e. -D

ecre

ase i

n em

ploy

ee

turn

over

. -G

reat

er se

nse o

f prid

e in

serv

ice d

eliv

ery

by

empl

oyee

s.

1E

Com

mun

icat

ions

bet

wee

n m

unic

ipal

man

agem

ent a

nd

wor

kfor

ce n

eeds

to o

ccur

on

a reg

ular

bas

is as

a m

eans

to

enco

urag

e gre

ater

serv

ice

and

perfo

rman

ce b

y th

e m

unic

ipal

ity.

-Dep

artm

ent o

f Hum

an

Reso

urce

s -B

usin

ess A

dmin

istra

tor/

May

or's

Offi

ce -R

utge

rs U

nive

rsity

Sch

ool

of P

ublic

Affa

irs

-ACI

PO -D

irect

ors o

f all

Mun

icip

al

Dep

artm

ents

Q2&

3 -C

reat

e a re

gula

rly sc

hedu

led

mun

icip

al m

eetin

g sc

hedu

le

with

Dire

ctor

s, M

anag

ers a

nd

thei

r sta

ff. -C

reat

e a m

echa

nism

whe

re

empl

oyee

s can

pro

vide

fe

edba

ck an

onym

ously

(em

ail

/ dro

p bo

x)

Q4 -M

eetin

g w

ith D

irect

ors,

Man

ager

s and

empl

oyee

s and

un

ion

lead

ersh

ip (c

olle

ctiv

e ba

rgai

ning

repr

esen

tativ

es)

to b

e sch

edul

ed.

-Dec

ide w

hich

mec

hani

sm

wor

ks b

est f

or em

ploy

ees

to p

rovi

de an

onym

ous

feed

back

.

-A g

reat

er se

nse o

f co

mm

unity

with

in C

ity H

all.

-Gre

ater

line

s of

com

mun

icat

ion

betw

een

wor

kfor

ce an

d m

anag

emen

t is

esta

blish

ed an

d re

info

rced

. -C

larifi

catio

n on

empl

oym

ent

expe

ctat

ions

.

-All

empl

oyee

s fee

l tha

t th

eir v

oice

is b

eing

hea

rd

by m

anag

emen

t. -E

mpl

oyee

s pla

y an

activ

e ro

le in

impr

ovin

g th

e de

liver

y of

serv

ices

to th

e m

unic

ipal

ity.

1F

City

Hal

l nee

ds to

inst

itute

pr

oact

ive m

easu

res t

o en

sure

al

l mun

icip

al em

ploy

ees

unde

rsta

nd w

hat i

s eth

ical

and

unet

hica

l beh

avio

r und

er th

e pu

rvie

w o

f em

ploy

men

t for

th

e mun

icip

al g

over

nmen

t. Th

is eff

ort i

s com

plem

enta

ry

to w

ork

alre

ady

done

th

ough

tout

the S

tate

thro

ugh

the A

ttorn

ey G

ener

al’s O

ffice

.

-Dep

artm

ent o

f Hum

an

Reso

urce

s -R

utge

rs U

nive

rsity

Sc

hool

of P

ublic

Affa

irs &

Ad

min

istra

tion

-Bus

ines

s Adm

inist

rato

r /M

ayor

's O

ffice

-DCA

-(Po

ssib

ly) S

tock

ton

Uni

vers

ity

Q1

& Q

2 -M

anda

tory

Eth

ics t

rain

ing

for

all m

unic

ipal

empl

oyee

s.

Q4 -Est

ablis

h an

ethi

cs h

otlin

e or

drop

box

. -D

eter

min

e enf

orce

men

t m

echa

nism

.

-A re

duct

ion

in u

neth

ical

be

havi

or fr

om al

l mun

icip

al

empl

oyee

s. -G

reat

er co

nfide

nce i

n m

unic

ipal

gov

ernm

ent f

rom

re

siden

ts.

-Gre

ater

kno

wle

dge

on w

hat a

mun

icip

al

empl

oyee

can

and

cant

' do

. -D

ecre

ase i

n re

port

s of

unet

hica

l beh

avio

r. -D

ecre

ase i

n em

ploy

ee

writ

e ups

.

1G

Atla

ntic

City

resid

ents

nee

d to

see t

hat t

he m

unic

ipal

go

vern

men

t is d

oing

all i

t ca

n to

max

imiz

e pro

pert

y ta

x do

llars

by

redu

cing

ove

rhea

d.

-DCA

-Bus

ines

s Adm

inist

rato

r/M

ayor

's O

ffice

-CFO

Q1

& Q

2 -E

nhan

ce C

ontro

ls O

ver

Expe

nditu

res a

nd E

xerc

ise

Stric

t Ste

war

dshi

p of

City

A

sset

s.

Q3

& Q

4 -B

A to

pro

vide

qua

rter

ly

repo

rts t

o le

ader

ship

on

area

s tha

t has

dem

onst

rate

d sa

ving

s. -B

A &

CFO

to p

rovi

de ar

eas

that

nee

d re

-eva

luat

ion.

-BA

to re

port

to le

ader

ship

an

y co

st sa

ving

s mea

sure

s ad

opte

d an

d to

tal a

mou

nts

save

d ye

arly.

-Inc

reas

e in

resid

ent

confi

denc

e of m

unic

ipal

go

vern

men

t. -Inc

reas

e in

gene

ral

perc

eptio

n of

mun

icip

al

gove

rnm

ent.

-Pro

ven

savi

ngs f

or th

e m

unic

ipal

ity.

-Gre

ater

confi

denc

e in

man

agem

ent o

f m

unic

ipal

ity.

-Con

tinue

d su

cces

s in

bala

ncin

g an

nual

bud

get

and

redu

ctio

n of

pro

pert

y ta

xes.

13

OBJ

ECTI

VE

(Wha

t We A

re T

ryin

g To

Solv

e)LE

AD

ING

AG

ENCY

(Ent

ities

In C

harg

e Of O

bjec

tive)

STRA

TEG

Y(H

ow W

ill W

e Do

It?)

IMPL

EMEN

TATI

ON

(Act

ions

Nee

ded)

IMPA

CT

(Are

as E

ffect

ed)

GO

AL

(Wha

t Suc

cess

Loo

ks L

ike)


1H

Atla

ntic

City

nee

ds to

en

sure

that

its t

echn

olog

ical

in

fras

truc

ture

is u

p to

sp

eed

to m

eet t

he n

eeds

of

the m

unic

ipal

ity an

d its

w

orkf

orce

.

-DCA

-ACI

PO -B

usin

ess A

dmin

istra

tor/

May

or's

Offi

ce

Q2

& Q

3 -L

eade

rshi

p to

iden

tify

the

area

s in

need

of u

pdat

e. -R

evie

w te

chno

logi

cal

prog

ram

s suc

h as

Citi

Stat

e or

Gov

Pilo

t

Q4 -RFP

for t

echn

olog

ical

co

mpa

nies

that

qua

lify.

-Dev

elop

a sc

hedu

le o

f te

chno

logi

cal u

pdat

es g

oing

fo

rwar

d. -S

ched

ule a

ppro

pria

te

trai

ning

for s

taff

who

rece

ive

upgr

ades

.

-Gre

ater

effici

ency

spec

ific t

o m

unic

ipal

inte

rnal

cont

rols.

-Fas

ter d

eliv

ery

of se

rvic

es

prov

ided

to re

siden

ts.

-Gre

ater

tran

spar

ency

be

twee

n m

unic

ipal

de

part

men

ts.

-Fas

ter s

harin

g of

dat

a to

depa

rtm

ents

and

publ

ic.

-Gre

ater

confi

denc

e in

gove

rnm

ent b

y re

siden

ts an

d go

vern

men

t com

mun

ity.

-Fas

ter d

ata p

rodu

ctio

n. -F

aste

r del

iver

y of

serv

ices

. -G

reat

er co

mm

unic

atio

n be

twee

n de

part

men

ts.

1I

Con

siste

nt co

mm

unic

atio

n be

twee

n th

e mun

icip

ality

and

its re

siden

ts m

ust b

e a st

aple

of

how

it o

pera

tes.

-Bus

ines

s Adm

inist

rato

r/M

ayor

's O

ffice

-DCA

-ACI

PO

Q1

& Q

2 -Ide

ntify

the r

epor

t for

mat

and

esta

blish

how

com

mun

icat

ion

re

form

mea

sure

s will

take

n on

a q

uart

erly

bas

is. -C

reat

ion

of a

plan

to u

pdat

e ci

ty d

irect

orie

s bot

h in

prin

t, on

city

web

site a

nd ex

terio

rs

of C

ity H

all e

ntra

nces

.

Q3

& Q

4 -Ide

ntify

the l

ead

depa

rtm

ent

of th

is re

port

form

at an

d es

tabl

ish a

date

by

year

s end

. -P

ublis

h a p

relim

inar

y di

rect

ory

of d

epar

tmen

t co

ntac

ts w

ith o

ffice

pho

ne

num

bers

and

emai

ls on

city

w

ebsit

e.

-Dem

ystifi

catio

n of

go

vern

men

t pro

cess

es b

y

incr

easin

g th

e aw

aren

ess o

f se

rvic

es to

com

mun

ity.

-Inc

reas

e in

confi

denc

e in

mun

icip

al g

over

nmen

t

-Pro

ven

trac

k re

cord

of

repo

rtin

g po

sitiv

e cha

nge.

-Res

iden

ts fe

el th

ey ca

n m

aneu

ver t

hrou

gh

gove

rnm

ent o

ffice

s with

gr

eate

r effi

cien

cy an

d le

ss

conf

usio

n.

PLAN

NIN

G &

DEV

ELO

PMEN

T

1J

The P

lann

ing

Dep

artm

ent

is cu

rren

tly u

nder

tr

ansit

ion

whi

ch re

quire

s th

e hiri

ng o

f sev

eral

key

pe

rson

nel p

ositi

ons w

ith a

mul

tidisc

iplin

ary

skill

set.

-Hum

an R

esou

rces

-Bus

ines

s Adm

inist

rato

r/M

ayor

's O

ffice

-DCA

-Pla

nnin

g D

irect

or -A

CIPO

Q1

& Q

2 -Ini

tiate

the h

iring

pro

cess

by

publ

iciz

ing

job

desc

riptio

ns

for P

lann

ing

Dire

ctor

, Dep

uty

Dire

ctor

and

7 ad

ditio

nal

supp

ort p

ositi

ons t

hat r

equi

re

a mul

tidisc

iplin

ary

skill

se

t thr

ough

a ro

bust

hirin

g se

arch

.

Q3

& Q

4 -H

ire P

lann

ing

Dire

ctor

(C

ompl

eted

3/2

019)

-Hire

Ass

istan

t Dep

uty

Dire

ctor

-Hire

7 ad

ditio

nal s

uppo

rt

posit

ions

-a fu

lly fu

nctio

ning

pla

nnin

g di

visio

n w

ithin

mun

icip

al

gove

rnm

ent t

hat f

acili

tate

s a b

ette

r and

mor

e effi

cien

t pr

oces

s for

rede

velo

pmen

t of

the c

ity.

-Com

plet

e hiri

ng o

f al

l nec

essa

ry st

aff fo

r Pl

anni

ng D

epar

tmen

t w

ithin

yea

r 1.

1K

As a

way

to cr

eate

a be

tter

inte

rfac

e bet

wee

n ec

onom

ic

deve

lopm

ent e

ntiti

es (C

RDA

&

Pla

nnin

g D

ept.)

, the

op

erat

ions

and

logi

stic

s of

thes

e offi

ces m

ust b

e st

ream

lined

in a

way

to m

ake

them

mor

e effi

cien

t.

-CRD

A -P

lann

ing

& D

evel

opm

ent

Dep

artm

ent

-Bus

ines

s Adm

inist

rato

r/M

ayor

's O

ffice

Q1

& Q

2 -Ide

ntify

whe

re th

e city

can

co-lo

cate

CRD

A A

nd C

ity

Plan

ners

.

Q3

& Q

4 -M

ove i

n bo

th g

roup

s and

es

tabl

ish o

ffice

stan

dard

op

erat

ing

proc

edur

es w

ith

a foc

us o

n m

akin

g th

e de

velo

pmen

t pro

cess

mor

e effi

cien

t. (C

ompl

eted

3/2

019)

-CRD

A &

Pla

nnin

g D

epar

tmen

t wor

king

to

geth

er in

City

Hal

l.

-Gre

ater

confi

denc

e in

the

rede

velo

pmen

t pro

cess

and

the c

ity's

abili

ty to

pro

mot

e re

deve

lopm

ent p

roje

cts

-Gre

ater

turn

over

of l

icen

ses

and

perm

it re

ques

ts.

-A co

-loca

ted

office

that

ha

s a m

ore e

ffici

ent

perm

it an

d lic

ensin

g pr

oces

s for

dev

elop

ers.

14

OBJ

ECTI

VE

(Wha

t We A

re T

ryin

g To

Solv

e)LE

AD

ING

AG

ENCY

(Ent

ities

In C

harg

e Of O

bjec

tive)

STRA

TEG

Y(H

ow W

ill W

e Do

It?)

IMPL

EMEN

TATI

ON

(Act

ions

Nee

ded)

IMPA

CT

(Are

as E

ffect

ed)

GO

AL

(Wha

t Suc

cess

Loo

ks L

ike)


1L

The p

erm

ittin

g an

d lic

ensin

g pr

oces

s nee

ds to

be c

lear

, co

ncise

and

effici

ent i

n or

der

to av

oid

any

impe

dim

ent i

n th

e dev

elop

men

t pro

cess

.

-CRD

A -P

lann

ing

& D

evel

opm

ent

Dep

artm

ent

-Bus

ines

s Adm

inist

rato

r/M

ayor

's O

ffice

Q1

& Q

2 -Ide

ntify

chal

leng

ing

area

s in

the r

edev

elop

men

t pro

cess

an

d ad

dres

s any

ineffi

cien

cies

by

crea

ting

a pla

n on

how

to

avoi

d th

em.

-Stre

amlin

ing

proc

esse

s.

Q3

& Q

4 -P

lann

ing

Dire

ctor

to p

rovi

de

a rep

ort t

o le

ader

ship

re

gard

ing

plan

of a

ctio

n an

d th

e are

as n

eedi

ng to

be

over

haul

ed w

ith a

tent

ativ

e tim

efra

me o

f whe

n th

at w

ill

occu

r.

-Gre

ater

confi

denc

e in

the

proc

ess a

nd th

e city

's ab

ility

to

mov

e red

evel

opm

ent

proj

ects

forw

ard.

-Gre

ater

turn

over

of l

icen

ses

and

perm

it re

ques

ts.

-An

effici

ent a

nd cl

ear

perm

ittin

g an

d lic

ensin

g pr

oces

s. -Inc

reas

ed n

umbe

r of

perm

its an

d lic

ense

s with

no

wor

k ba

cklo

g.

1M

Esta

blish

a Pl

anni

ng A

dviso

ry

Boar

d to

crea

te a

foru

m

for k

ey st

akeh

olde

rs to

co

mm

unic

ate a

nd co

ordi

nate

on

goin

g eff

orts

to p

rom

ote

rede

velo

pmen

t in

Atla

ntic

Ci

ty.

-Pla

nnin

g &

Dev

elop

men

t D

epar

tmen

t -B

usin

ess A

dmin

istra

tor/

May

or's

Offi

ce

Q1

& Q

2 -Ide

ntify

mem

bers

for t

he

boar

d an

d re

ques

t for

them

to

atte

nd th

e ini

tial f

ound

atio

nal

mee

ting.

-Ado

pt le

gisla

tion

crea

ting

the

boar

d.

Q3

& Q

4 -S

et a

year

ly sc

hedu

le o

f m

eetin

g da

tes t

hat w

ould

re

quire

min

utes

to b

e re

cord

ed an

d di

strib

uted

. -Ide

ntify

area

s tha

t nee

d re

form

and

prop

ose n

ew

idea

s. -H

old

the fi

rst m

eetin

g in

Q4.

-Bet

ter c

ohes

ion

and

colla

bora

tive p

artic

ipat

ion

amon

gst t

he ec

onom

ic

deve

lopm

ent c

omm

unity

.

-Ful

ly cr

eate

d pl

anni

ng

advi

sory

boa

rd.

-Inc

lusio

n of

re

com

men

datio

ns b

y th

e Bo

ard

into

the

Mas

ter

Plan

.

TAX

ASSE

SSM

ENT

1N

Accu

rate

and

prec

ise ta

x as

sess

men

t is a

criti

cal

func

tion

of m

unic

ipal

go

vern

men

t. A

tlant

ic C

ity

mus

t ens

ure t

hat t

his f

unct

ion

is pr

oper

ly ca

libra

ted

and

that

the d

epar

tmen

t if f

ully

su

ppor

ted

to en

sure

that

the

max

imum

tax

reve

nue i

s co

llect

ed.

-Bus

ines

s Adm

inist

rato

r/M

ayor

's O

ffice

-DCA

-C

FO -T

ax A

sses

sor

Q2

& Q

3 -D

CA to

per

form

ove

rall

asse

ssm

ent o

f the

stan

dard

op

erat

ing

proc

edur

es,

proc

esse

s and

effec

tiven

ess o

f ta

x as

sess

men

t in

the c

ity.

Q4 -D

CA to

repo

rt to

the L

t. G

over

nor,

City

of A

tlant

ic

Ci-ty

gov

erni

ng b

ody

and

ACIP

O it

s find

ings

and

reco

mm

enda

tions

for

impr

ovin

g ta

x as

sess

men

t in

the c

ity.

-Acc

urat

e tax

asse

ssm

ents

w

ill p

rovi

de th

e City

of

Atla

ntic

City

the m

axim

um

reve

nue g

ener

atio

n it

need

s to

mai

ntai

n a s

tabl

e pro

pert

y ta

x ba

se.

-This

feat

ure w

ill al

so

miti

gate

the i

nflux

of t

ax

appe

als w

hich

coul

d le

ad to

sig

nific

ant b

udge

t sho

rtfa

lls.

-A T

ax A

sses

sor O

ffice

that

is

prep

ared

to eff

ectiv

ely

hand

le th

e infl

ux o

f re

gion

al is

sues

arou

nd

prop

erty

tax.

1O

Atla

ntic

City

nee

ds to

Iden

tify

new

reso

urce

s and

stra

tegi

es

on ta

x as

sess

men

t tha

t wou

ld

max

imiz

e pro

pert

y ra

tabl

es.

-Bus

ines

s Adm

inist

rato

r/M

ayor

's O

ffice

-DCA

-CFO

-Tax

Ass

esso

r

Q3&

Q4

-Ide

ntify

New

Res

ourc

es an

d St

rate

gies

on

Tax

asse

ssm

ent

that

wou

ld m

axim

ize r

atab

les.

Q4 -Tax

Ass

esso

r to

colla

bora

te

with

BA

and

Atla

ntic

Cou

nty

to ex

plor

e opt

ions

for

inno

vatio

n. -P

ossib

le co

nsid

erat

ion

of G

louc

este

r Cou

nty

or M

onm

outh

Cou

nty

Ass

essm

ent m

odels

.

-The m

ore fi

ne tu

ned

Atla

ntic

Ci

ty's

tax

asse

ssm

ent p

roce

ss

is, th

e gre

ater

the c

aptu

re o

f pr

oper

ty ta

x do

llars

.

-Acc

urat

e ass

essm

ent o

f pr

oper

ty in

Atla

ntic

City

. -D

ecre

ase i

n pr

oper

ty ta

x ap

peal

s.

15

OBJ

ECTI

VE

(Wha

t We A

re T

ryin

g To

Solv

e)LE

AD

ING

AG

ENCY

(Ent

ities

In C

harg

e Of O

bjec

tive)

STRA

TEG

Y(H

ow W

ill W

e Do

It?)

IMPL

EMEN

TATI

ON

(Act

ions

Nee

ded)

IMPA

CT

(Are

as E

ffect

ed)

GO

AL

(Wha

t Suc

cess

Loo

ks L

ike)

LAND USE DEVELOPMENT

2A

Atla

ntic

City

is in

nee

d of

a vi

sion

that

is d

elin

eate

d in

a m

aste

rpla

n th

at w

ill b

e rob

ust

in n

atur

e whi

ch w

ill p

rom

ote

a city

that

is se

ekin

g to

expa

nd

its sc

ope f

or d

iver

se in

dust

ries.

-Pla

nnin

g& D

evel

opm

ent

Dep

artm

ent

-CRD

A -B

usin

ess A

dmin

istra

tor/

May

or's

Offi

ce -A

CIPO

Q1

& Q

2 -D

evel

op A

Mas

ter P

lan

to b

e co

mpl

eted

by

the 2

nd Q

uart

er

of 2

019.

This

plan

will

hav

e a

focu

s on

decr

easin

g bl

ight

and

will

inclu

de ci

ty as

sets

.

Q3

& Q

4 -P

lann

ing

Dire

ctor

will

w

ork

with

her

staff

to

unve

il M

aste

r Pla

n to

key

st

akeh

olde

rs an

d re

siden

ts.

-Med

ia ro

ll ou

t of M

aste

r Pl

an al

ong

with

pos

ting

and

adve

rtise

men

t of M

aste

r Pla

n on

all m

edia

out

lets

.

-By

prov

idin

g a v

ision

of

Atla

ntic

City

, the

city

can

build

on

its st

reng

ths a

nd

begi

n to

redu

ce b

light

and

tack

le fo

reclo

sure

s. -G

reat

er co

nfide

nce i

n th

e fu

ture

of A

tlant

ic C

ity.

-A fu

lly co

mpl

eted

Mas

ter

Plan

. -A

clea

r viso

n fo

r Atla

ntic

Ci

ty es

tabl

ished

and

an ac

coun

ting

for h

ow

deve

lopm

ent s

houl

d ha

ppen

thro

ugho

ut

the m

unic

ipal

ity g

oing

fo

rwar

d. -C

RDA

& th

e City

to

take

inve

ntor

y of

vac

ant

and

aban

done

d ho

mes

w

ith th

e opt

ion

of

CRD

A F

undi

ng p

ossib

le

reha

bilit

atio

n of

hom

es.

2B

Atla

ntic

City

lead

s the

stat

e in

fore

closu

re.

We n

eed

to cr

eate

m

ore p

rogr

amin

g ar

ound

se

rvic

es to

help

resid

ents

m

aneu

ver t

hrou

gh th

e fo

reclo

sure

pro

cess

.

-Pla

nnin

g &

Dev

elop

men

t D

epar

tmen

t -H

ousin

g Po

licy

Expe

rts

-HM

FA -A

CIPO

Q3

& Q

4 -P

rom

otio

n of

new

join

t Fo

reclo

sure

Rel

ief a

nd

Cou

nsel

ing

Prog

ram

s at

HM

FA A

s Wel

l As t

he C

ourt

s. -F

orec

losu

re T

own

Hal

l

Q4 -Est

ablis

h da

te fo

r For

eclo

sure

To

wn

Hal

l. -D

istrib

utio

n of

one

pag

er o

f fo

reclo

sure

serv

ices

in th

e st

ate.

-Mor

e inf

orm

atio

n di

ssem

inat

ion

will

redu

ce

or ab

ate i

ssue

s sur

roun

ding

fo

reclo

sure

. -Th

e mun

icip

ality

pla

ys

an ac

tive r

ole i

n re

duci

ng

fore

closu

res.

-Pro

mot

ion

of fo

reclo

sure

m

edia

tion

and

coun

selin

g pr

ogra

ms f

rom

the s

tate

an

d fe

dera

l pro

gram

s to

the r

esid

ents

of A

tlant

ic

City

.

2C

Atla

ntic

City

nee

ds to

rebu

ild

its p

opul

atio

n. -P

lann

ing

& D

evel

opm

ent

Dep

artm

ent

-Bus

ines

s Adm

inist

rato

r -A

CIPO

Q3

& Q

4 -C

ondu

ct F

ocus

Gro

ups w

ith

Pote

ntia

l New

Res

iden

ts.

Year

2 -S

ched

uled

focu

s gro

up d

ate.

-Gre

ater

und

erst

andi

ng o

f w

hat i

t wou

ld ta

ke to

recr

uit

new

resid

ents

. -Inc

reas

e hom

eow

ners

hip

in

Atla

ntic

City

.

-Dat

a col

lect

ion

and

brea

kdow

n fro

m fo

cus

grou

ps.

2D

Thriv

ing

com

mun

ities

are

thos

e tha

t hav

e am

ple f

ood

optio

ns an

d ot

her i

nnov

ativ

e an

d st

rate

gic p

roje

cts.

-CRD

A -P

lann

ing

& D

evel

opm

ent

Dep

artm

ent

-Bus

ines

s Adm

inist

rato

r/M

ayor

's O

ffice

-ACI

PO

Q2

& Q

3 -D

evel

op a

plan

to in

clude

ca

taly

tic st

rate

gic p

roje

cts,

Inclu

ding

: 1.

) Foo

d M

arke

t; an

d

2.) A

men

ity B

ank.

Q4 -RFP

and

deve

lopm

ent d

eal

for n

ew su

perm

arke

t. -Ide

ntify

a pr

ospe

ctiv

e am

enity

ban

k pr

ojec

t.

-Gre

ater

opt

ions

for r

esid

ents

re

sulti

ng in

an in

crea

se in

th

e qua

lity

of li

fe fo

r the

co

mm

unity

. -B

ette

r rec

ruitm

ent o

f new

re

siden

ts.

-Sup

erm

arke

t ow

ner

iden

tified

and

in p

roce

ss

of d

evel

opm

ent.

2E

Atla

ntic

City

nee

ds to

crea

te

new

pro

gram

ing

for 1

st tim

e ho

meo

wne

rshi

p op

port

uniti

es.

-Pla

nnin

g& D

evel

opm

ent

Dep

artm

ent

-HM

FA -A

CIPO

Q1

& Q

2 -C

reat

e an

initi

ativ

e tha

t wou

ld

faci

litat

e cas

ino

owne

rs an

d H

MFA

to es

tabl

ish d

own

paym

ent a

ssist

ance

pro

gram

fo

r 1st

time h

omeo

wne

rs in

AC

.

Q3

& Q

4 -D

irect

or o

f HM

FA to

pr

esen

t to

the c

asin

o ow

ners

pr

ogra

m sp

ecifi

cs an

d be

gin

a cam

paig

n to

pro

mot

e the

ne

w p

rogr

am.

-Inc

reas

e in

hom

eow

ners

hip

in A

tlant

ic C

ity.

-Bet

ter c

olla

bora

tion

with

ca

sinos

and

gove

rnm

ent

agen

cies

. -G

reat

er sa

tisfa

ctio

n of

AC

resid

ents

feel

ing

that

thei

r ne

eds a

re b

eing

met

.

-Est

ablis

hmen

t of a

new

1s

t tim

e hom

eow

ners

hip

ince

ntiv

e pro

gram

that

w

ill b

e a co

llabo

ratio

n be

twee

n H

MFA

, the

Ci

ty o

f Atla

ntic

City

and

casin

o ow

ners

hip.

16

OBJ

ECTI

VE

(Wha

t We A

re T

ryin

g To

Solv

e)LE

AD

ING

AG

ENCY

(Ent

ities

In C

harg

e Of O

bjec

tive)

STRA

TEG

Y(H

ow W

ill W

e Do

It?)

IMPL

EMEN

TATI

ON

(Act

ions

Nee

ded)

IMPA

CT

(Are

as E

ffect

ed)

GO

AL

(Wha

t Suc

cess

Loo

ks L

ike)

LAND USE DEVELOPMENT (continued)

2F

Atla

ntic

City

lead

s the

stat

e in

und

erw

ater

mor

tgag

es.

We n

eed

to cr

eate

mor

e pr

e-fo

reclo

sure

pro

gram

min

g ar

ound

serv

ices

to re

-fina

nce

and

help

resid

ents

avoi

d fo

reclo

sure

.

-HM

FA -A

CIPO

-Pla

nnin

g &

Dev

elop

men

t D

epar

tmen

t -H

ousin

g Po

licy

Expe

rts

Q3

& Q

4 -P

rom

otio

n of

new

join

t Fo

reclo

sure

Rel

ief a

nd

Cou

nsel

ing

Prog

ram

s at

HM

FA A

s Wel

l As t

he C

ourt

s. -P

rovi

de sy

stem

atic

coun

selin

g pr

ogra

mm

ing.

Q4 -Est

ablis

h da

te fo

r For

eclo

sure

To

wn

Hal

l. -D

istrib

utio

n of

one

pag

er o

f fo

reclo

sure

serv

ices

in th

e st

ate.

-Mor

e inf

orm

atio

n di

ssem

inat

ion

will

redu

ce

or ab

ate i

ssue

s sur

roun

ding

fo

reclo

sure

. -Th

e mun

icip

ality

pla

ys

an ac

tive r

ole i

n re

duci

ng

fore

closu

res.

-A re

duct

ion

in A

tlant

ic

City

fore

closu

res.

2G

Rebu

ild N

eigh

borh

oods

and

build

a gr

eat s

ense

of p

lace

for

all g

ener

atio

ns.

-Pla

nnin

g &

Dev

elop

men

t D

epar

tmen

t -A

CIPO

-Com

mun

ity A

ssoc

iatio

ns

Q2

- Q4

-Ide

ntify

area

s of i

nclu

sion

of

optio

ns fo

r Mill

enni

als &

Bab

y Bo

omer

s in

hous

ing

stock

de

velo

pmen

t opt

ions

.

Q4 -Pol

l Com

mun

ity

Ass

ocia

tions

as w

ell a

s yo

uth

orga

niza

tions

on

wha

t fea

ture

s of t

heir

neig

hbor

hood

s the

y w

ould

lik

e to

enha

nce o

r wou

ld li

ke

to p

rom

ote.

-Pos

sible

com

mun

ity as

set

map

ping

pro

ject

.

-Nei

ghbo

rhoo

ds w

ill fe

el a

sens

e of p

ride a

nd u

nity

. -N

ew h

ousin

g id

eas

prop

osed

to ta

rget

M

illen

nial

s & B

aby

Boom

ers.

ECONOMIC DEVELOPMENT

3A

In o

rder

to im

prov

e the

ec

onom

ic d

evel

opm

ent f

or

both

mun

icip

ality

and

regi

on,

Atla

ntic

City

nee

ds to

dee

pen

coor

dina

tion

effor

ts w

ith th

e At

lant

ic C

ount

y Ec

onom

ic

Alli

ance

.

-Bus

ines

s Adm

inist

rato

r/M

ayor

's O

ffice

-Pla

nnin

g D

irect

or -D

CA -A

CIPO

-Atla

ntic

Cou

nty

Econ

omic

A

llian

ce -E

DA

Q2

- Q4

-Est

ablis

h an

d sc

hedu

le o

f re

occu

rrin

g m

eetin

gs b

etw

een

key

stak

ehol

ders

. -C

reat

e a p

lan

for a

reas

of

coor

dina

tion.

-Add

ress

any

outst

andi

ng

issue

s tha

t may

impe

de

prog

ress

forw

ard.

Q4 -1st

mee

ting

with

all k

ey

stak

ehol

ders

to ta

ke p

lace

by

year

s end

. -A

pla

n of

actio

n m

ust b

e de

velo

ped

stat

ing

curr

ent

and

futu

re p

roje

cts w

here

the

mun

icip

ality

and

coun

ty ca

n co

ordi

nate

.

-Gre

ater

colla

bora

tion

betw

een

key

econ

omic

bo

dies

that

ove

rsee

s ec

onom

ic d

evel

opm

ent i

n th

e re

gion

and

loca

lly.

-Est

ablis

hed

mee

tings

w

ith th

e Atla

ntic

Cou

nty

Econ

omic

Alli

ance

and

key

stak

ehol

ders

.

3B

Atla

ntic

City

mus

t exp

and

its

focu

s to

inclu

de o

ppor

tuni

ties

for M

illen

nial

s and

You

ng

Entre

pren

eurs

.

-Bus

ines

s Adm

inist

rato

r/M

ayor

's O

ffice

-ED

A -A

tlant

ic C

ounc

il Ec

onom

ic

Alli

ance

-ACB

OE

-ACI

PO -P

lann

ing

& D

evel

opm

ent

Dep

artm

ent

Q2

- Q4

-Con

vene

a gr

oup

of

stak

ehol

ders

to id

entif

y ar

eas

of in

clusio

n. -C

reat

e a p

lan

for a

reas

of

coor

dina

tion.

-Add

ress

any

outst

andi

ng

issue

s tha

t may

impe

de

prog

ress

forw

ard.

Year

2 -Inc

orpo

rate

find

ings

to

Mas

ter P

lan.

-Ens

ure t

hat fi

ndin

gs an

d op

port

uniti

es ar

e adv

ertis

ed

in th

e mai

n ve

nues

of m

edia

.

-The i

nclu

sion

of M

illen

nial

s an

d Yo

ung

Entre

pren

eurs

w

ill le

ad to

gre

ater

num

bers

of

entre

pren

eurs

in A

tlant

ic

City

as a

who

le.

-An

incr

ease

of

entre

pren

eurs

in th

e City

as

wel

l as t

he re

gion

.

3C

Atla

ntic

City

mus

t dev

elop

a sh

ared

econ

omic

visi

on th

at

will

incr

ease

gro

wth

fact

ors

and

crea

te p

athw

ays f

or n

ew

oppo

rtun

ities

.

-Bus

ines

s Adm

inist

rato

r/M

ayor

's O

ffice

-ED

A -A

tlant

ic C

ounc

il Ec

onom

ic

Alli

ance

-ACB

OE

-ACI

PO -P

lann

ing

& D

evel

opm

ent

Dep

artm

ent

Q3

- Q4

-Ide

ntify

area

s of i

nclu

sion

and

deve

lop

strate

gies

to en

hanc

e ac

cess

to A

C.

-Foc

us on

the s

uppo

rt str

uctu

re

and

over

all h

ealth

/gro

wth

of

small

busin

esse

s in

Atlan

tic C

ity.

-Cou

ld co

mbi

ne/ c

ollab

orate

with

ab

ove m

entio

ned

grou

ps.

-Pos

sible

UEZ

desig

natio

n fo

r ar

eas o

utsid

e of t

he to

urism

di

strict

.

Year

2 -Inc

orpo

rate

find

ings

to

Mas

ter P

lan.

-Ens

ure t

hat fi

ndin

gs an

d op

port

uniti

es ar

e adv

ertis

ed

in th

e mai

n ve

nues

of m

edia

.

-Gre

ater

econ

omic

de

velo

pmen

t opp

ortu

nitie

s fo

r bot

h Th

e mun

icip

ality

an

d re

gion

.

-The c

reat

ion

of a

wel

l ro

unde

d an

d in

clusio

nary

fo

unda

tiona

l fra

mew

ork

to ec

onom

ic su

cces

s for

At

lant

ic C

ity an

d re

gion

. -C

reat

ion

of n

ew

prog

ram

ing

for s

mal

l bu

sines

ses.

-UEZ

des

igna

tion

for

area

s out

side o

f tou

rism

de

signa

tion.

17

OBJ

ECTI

VE

(Wha

t We A

re T

ryin

g To

Solv

e)LE

AD

ING

AG

ENCY

(Ent

ities

In C

harg

e Of O

bjec

tive)

STRA

TEG

Y(H

ow W

ill W

e Do

It?)

IMPL

EMEN

TATI

ON

(Act

ions

Nee

ded)

IMPA

CT

(Are

as E

ffect

ed)

GO

AL

(Wha

t Suc

cess

Loo

ks L

ike)

WORKFORCE DEVELOPMENT

4A

Atla

ntic

City

and

the r

egio

n ha

s fac

ed si

gnifi

cant

job

loss

ov

er th

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