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
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IMPLEMENTATION 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
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IMPLEMENTATION PLAN - Atlantic City Initiatives Project Office (ACIPO)
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
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IMPLEMENTATION PLAN - Atlantic City Initiatives Project Office (ACIPO)
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
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IMPLEMENTATION PLAN - Atlantic City Initiatives Project Office (ACIPO)
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 & DEVELOPMENT
JustificationA 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
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IMPLEMENTATION PLAN - Atlantic City Initiatives Project Office (ACIPO)
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
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IMPLEMENTATION PLAN - Atlantic City Initiatives Project Office (ACIPO)
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.
Legislative Action (if any)• None
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.
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 • 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
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IMPLEMENTATION PLAN - Atlantic City Initiatives Project Office (ACIPO)
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.
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IMPLEMENTATION PLAN - Atlantic City Initiatives Project Office (ACIPO)
• 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.
Legislative Action (if any)• None
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.
Legislative Action (if any)• None
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.
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IMPLEMENTATION PLAN - Atlantic City Initiatives Project Office (ACIPO)
• 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.
Legislative Action (if any)• None
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.
Legislative Action (if any)• None
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.
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 • Creating a clearing house for all information
concerning funding sources and opportunities
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IMPLEMENTATION PLAN - Atlantic City Initiatives Project Office (ACIPO)
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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is p
roce
ss m
ust
iden
tify
h
ow t
o b
uil
d c
aree
r la
dd
ers
and
pat
hs
to im
pro
ved
job
p
erfo
rman
ce.
Q3
& Q
4
-Hu
man
Res
ourc
es t
o p
rovi
de
a te
mp
late
(A
pp
rove
d b
y th
e B
A &
DC
A)
to b
e u
sed
by
all
man
agem
ent
for
thei
r re
spec
tive
dep
artm
ent.
-M
anag
ers
to s
et u
p m
eeti
ngs
w
ith
th
eir
emp
loye
es t
o
con
du
ct e
valu
atio
ns
wh
ich
in
clu
de
area
s of
imp
rove
men
t an
d p
erfo
rman
ce s
tan
dar
ds.
-The
BA
mu
st r
e-is
sue
an
up
dat
ed C
ity
Em
plo
yee
Han
db
oo
k w
ith
a s
ign
ed
not
ice
of r
ecei
pt
by e
ach
em
plo
yee.
Em
plo
yees
wil
l hav
e gr
eate
r cl
arit
y on
job
du
ties
.F
or t
ho
se e
mp
loye
es w
ho
ar
e n
ot m
eeti
ng
stan
dar
ds,
m
anag
emen
t w
ill c
reat
e a
pat
hw
ay t
o im
pro
vem
ent
and
wil
l fo
llow
up
wit
h t
ho
se
emp
loye
es w
ith
in 3
mon
ths
to e
nsu
re p
rogr
ess
is b
ein
g ac
hie
ved
. Th
is c
omm
itm
ent
to
emp
loye
e p
erfo
rman
ce w
ill
incr
ease
th
e sa
tisf
acti
on o
f re
sid
ents
in t
he
del
iver
y of
se
rvic
es.
Incr
ease
in t
he
po
siti
ve
per
cep
tion
of
Cit
y H
all.
Em
plo
yees
wil
l fee
l th
at
thei
r m
anag
ers
are
vest
ed
in t
hei
r su
cces
s.L
ess
turn
over
in
dep
artm
ents
.G
reat
er w
ork
outp
ut.
Est
abli
sh s
tron
ger
inte
rnal
co
ntr
ols
.
12
OB
JEC
TIV
E(W
hat
We
Are
Try
ing
To S
olve
)L
EA
DIN
G A
GE
NC
Y(E
nti
ties
In
Ch
arge
Of
Obj
ecti
ve)
STR
AT
EG
Y(H
ow W
ill W
e D
o It
?)IM
PL
EM
EN
TA
TIO
N(A
ctio
ns
Nee
ded
)IM
PAC
T(A
reas
Eff
ecte
d)
GO
AL
(Wh
at S
ucc
ess
Lo
oks
Lik
e)GOVERNMENT EFFECTIVENESS & ACCOUNTABILITY (continued)
1D
Em
plo
yees
nee
d t
o f
eel t
hat
m
anag
emen
t is
com
mit
ted
to
th
eir
pro
fess
ion
al d
evel
opm
ent
by p
rovi
din
g ac
cess
to
co
nti
nu
ing
edu
cati
on a
nd
p
rofe
ssio
nal
dev
elop
men
t.
-Dep
artm
ent
of H
um
an
Res
ourc
es -B
usi
nes
s A
dm
inis
trat
or /
May
or's
Offi
ce -R
utg
ers
Un
iver
sity
Sch
oo
l of
Pu
bli
c A
ffai
rs
-(P
oss
ibly
) N
JLM
-(P
oss
ibly
) A
tlan
tic
Cap
e C
omm
un
ity
Co
lleg
e
Q1
& Q
2
-Id
enti
fy p
rogr
amm
ing
and
se
rvic
e p
rovi
der
s to
con
du
ct
trai
nin
g in
th
e ar
eas
of e
thic
s (c
om
ple
ted
), c
ust
omer
se
rvic
e, w
elln
ess
edu
cati
on
and
tra
inin
g fo
r al
l ele
cted
offi
cial
s an
d e
mp
loye
es.
Q3
& Q
4
-Dev
elop
an
d d
eliv
er
cust
omer
ser
vice
tra
inin
g. -F
inan
cial
lite
racy
tra
inin
g. -W
elln
ess
edu
cati
on.
-Tra
inin
g fo
r al
l ele
cted
offi
cial
s.
-A g
reat
er s
ense
of
inve
stm
ent
from
em
plo
yees
by
thei
r m
anag
emen
t. -In
crea
sed
per
form
ance
by
emp
loye
es.
-In
crea
se in
em
plo
yee
and
em
plo
yer
mor
ale.
-Em
plo
yees
wil
l bec
ome
inve
sted
in t
he
imp
rove
men
t of
th
e d
eliv
ery
of m
un
icip
al
serv
ices
.
-Im
pro
vem
ent
in c
ust
omer
se
rvic
e su
rvey
sco
res.
-In
crea
se in
em
plo
yee
mor
ale.
-Dec
reas
e in
em
plo
yee
turn
over
. -G
reat
er s
ense
of
pri
de
in s
ervi
ce d
eliv
ery
by
emp
loye
es.
1E
Com
mu
nic
atio
ns
bet
wee
n
mu
nic
ipal
man
agem
ent
and
w
ork
forc
e n
eed
s to
occ
ur
on
a re
gula
r b
asis
as
a m
ean
s to
en
cou
rage
gre
ater
ser
vice
an
d p
erfo
rman
ce b
y th
e m
un
icip
alit
y.
-Dep
artm
ent
of H
um
an
Res
ourc
es -B
usi
nes
s A
dm
inis
trat
or/
May
or's
Offi
ce -R
utg
ers
Un
iver
sity
Sch
oo
l of
Pu
bli
c A
ffai
rs
-AC
IPO
-Dir
ecto
rs o
f al
l Mu
nic
ipal
D
epar
tmen
ts
Q2
&3
-Cre
ate
a re
gula
rly
sch
edu
led
m
un
icip
al m
eeti
ng
sch
edu
le
wit
h D
irec
tors
, Man
ager
s an
d
thei
r st
aff.
-Cre
ate
a m
ech
anis
m w
her
e em
plo
yees
can
pro
vid
e fe
edb
ack
anon
ymou
sly
(em
ail
/ d
rop
box
)
Q4 -M
eeti
ng
wit
h D
irec
tors
, M
anag
ers
and
em
plo
yees
an
d
un
ion
lead
ersh
ip (
coll
ecti
ve
bar
gain
ing
rep
rese
nta
tive
s)
to b
e sc
hed
ule
d.
-Dec
ide
wh
ich
mec
han
ism
w
orks
bes
t fo
r em
plo
yees
to
pro
vid
e an
onym
ous
feed
bac
k.
-A g
reat
er s
ense
of
com
mu
nit
y w
ith
in C
ity
Hal
l. -G
reat
er li
nes
of
com
mu
nic
atio
n b
etw
een
w
ork
forc
e an
d m
anag
emen
t is
est
abli
shed
an
d r
ein
forc
ed.
-Cla
rifi
cati
on o
n e
mp
loym
ent
exp
ecta
tion
s.
-All
em
plo
yees
fee
l th
at
thei
r vo
ice
is b
ein
g h
eard
by
man
agem
ent.
-Em
plo
yees
pla
y an
act
ive
role
in im
pro
vin
g th
e d
eliv
ery
of s
ervi
ces
to t
he
mu
nic
ipal
ity.
1F
Cit
y H
all n
eed
s to
inst
itu
te
pro
acti
ve m
easu
res
to e
nsu
re
all m
un
icip
al e
mp
loye
es
un
der
stan
d w
hat
is e
thic
al a
nd
u
net
hic
al b
ehav
ior
un
der
th
e p
urv
iew
of
emp
loym
ent
for
the
mu
nic
ipal
gov
ern
men
t.
This
eff
ort
is c
omp
lem
enta
ry
to w
ork
alre
ady
don
e th
ough
tou
t th
e St
ate
thro
ugh
th
e A
ttor
ney
Gen
eral
’s O
ffice
.
-Dep
artm
ent
of H
um
an
Res
ourc
es -R
utg
ers
Un
iver
sity
Sc
ho
ol o
f P
ub
lic
Aff
airs
&
Ad
min
istr
atio
n -B
usi
nes
s A
dm
inis
trat
or /
May
or's
Offi
ce -D
CA
-(P
oss
ibly
) St
ock
ton
U
niv
ersi
ty
Q1
& Q
2
-Man
dat
ory
Eth
ics
trai
nin
g fo
r al
l mu
nic
ipal
em
plo
yees
.
Q4 -Est
abli
sh a
n e
thic
s h
otli
ne
or
dro
p b
ox.
-Det
erm
ine
enfo
rcem
ent
mec
han
ism
.
-A r
edu
ctio
n in
un
eth
ical
b
ehav
ior
from
all
mu
nic
ipal
em
plo
yees
. -G
reat
er c
onfi
den
ce in
m
un
icip
al g
over
nm
ent
from
re
sid
ents
.
-Gre
ater
kn
owle
dge
on
wh
at a
mu
nic
ipal
em
plo
yee
can
an
d c
ant'
do.
-Dec
reas
e in
rep
orts
of
un
eth
ical
beh
avio
r. -D
ecre
ase
in e
mp
loye
e w
rite
up
s.
1G
Atl
anti
c C
ity
resi
den
ts n
eed
to
see
th
at t
he
mu
nic
ipal
go
vern
men
t is
doi
ng
all i
t ca
n t
o m
axim
ize
pro
per
ty t
ax
do
llar
s by
red
uci
ng
over
hea
d.
-DC
A -B
usi
nes
s A
dm
inis
trat
or/
May
or's
Offi
ce -C
FO
Q1
& Q
2
-En
han
ce C
ontr
ols
Ove
r E
xpen
dit
ure
s an
d E
xerc
ise
Stri
ct S
tew
ard
ship
of
Cit
y A
sset
s.
Q3
& Q
4
-BA
to
pro
vid
e q
uar
terl
y re
por
ts t
o le
ader
ship
on
ar
eas
that
has
dem
onst
rate
d
savi
ngs
. -B
A &
CF
O t
o p
rovi
de
area
s th
at n
eed
re-
eval
uat
ion
. -B
A t
o r
epor
t to
lead
ersh
ip
any
cost
sav
ings
mea
sure
s ad
opte
d a
nd
tot
al a
mou
nts
sa
ved
yea
rly.
-In
crea
se in
res
iden
t co
nfi
den
ce o
f m
un
icip
al
gove
rnm
ent.
-In
crea
se in
gen
eral
p
erce
pti
on o
f m
un
icip
al
gove
rnm
ent.
-Pro
ven
sav
ings
for
th
e m
un
icip
alit
y. -G
reat
er c
onfi
den
ce
in m
anag
emen
t of
m
un
icip
alit
y. -C
onti
nu
ed s
ucc
ess
in
bal
anci
ng
ann
ual
bu
dge
t an
d r
edu
ctio
n o
f p
rop
erty
ta
xes.
13
OB
JEC
TIV
E(W
hat
We
Are
Try
ing
To S
olve
)L
EA
DIN
G A
GE
NC
Y(E
nti
ties
In
Ch
arge
Of
Obj
ecti
ve)
STR
AT
EG
Y(H
ow W
ill W
e D
o It
?)IM
PL
EM
EN
TA
TIO
N(A
ctio
ns
Nee
ded
)IM
PAC
T(A
reas
Eff
ecte
d)
GO
AL
(Wh
at S
ucc
ess
Lo
oks
Lik
e)GOVERNMENT EFFECTIVENESS & ACCOUNTABILITY (continued)
1H
Atl
anti
c C
ity
nee
ds
to
ensu
re t
hat
its
tech
no
logi
cal
infr
astr
uct
ure
is u
p t
o
spee
d t
o m
eet
the
nee
ds
of t
he
mu
nic
ipal
ity
and
its
wor
kfor
ce.
-DC
A -A
CIP
O -B
usi
nes
s A
dm
inis
trat
or/
May
or's
Offi
ce
Q2
& Q
3
-Lea
der
ship
to
iden
tify
th
e ar
eas
in n
eed
of
up
dat
e. -R
evie
w t
ech
no
logi
cal
pro
gram
s su
ch a
s C
itiS
tate
or
Gov
Pil
ot
Q4 -RF
P f
or t
ech
no
logi
cal
com
pan
ies
that
qu
alif
y. -D
evel
op a
sch
edu
le o
f te
chn
olo
gica
l up
dat
es g
oin
g fo
rwar
d.
-Sch
edu
le a
pp
rop
riat
e tr
ain
ing
for
staff
wh
o r
ecei
ve
up
grad
es.
-Gre
ater
effi
cien
cy s
pec
ific
to
mu
nic
ipal
inte
rnal
con
tro
ls.
-Fas
ter
del
iver
y of
ser
vice
s p
rovi
ded
to
res
iden
ts.
-Gre
ater
tra
nsp
aren
cy
bet
wee
n m
un
icip
al
dep
artm
ents
. -F
aste
r sh
arin
g of
dat
a to
d
epar
tmen
ts a
nd
pu
bli
c. -G
reat
er c
onfi
den
ce in
go
vern
men
t by
res
iden
ts a
nd
go
vern
men
t co
mm
un
ity.
-Fas
ter
dat
a p
rod
uct
ion
. -F
aste
r d
eliv
ery
of s
ervi
ces.
-Gre
ater
com
mu
nic
atio
n
bet
wee
n d
epar
tmen
ts.
1I
Con
sist
ent
com
mu
nic
atio
n
bet
wee
n t
he
mu
nic
ipal
ity
and
it
s re
sid
ents
mu
st b
e a
stap
le o
f h
ow it
op
erat
es.
-Bu
sin
ess
Ad
min
istr
ator
/M
ayor
's O
ffice
-DC
A -A
CIP
O
Q1
& Q
2
-Id
enti
fy t
he
rep
ort
form
at a
nd
es
tab
lish
how
com
mu
nic
atio
n
refo
rm m
easu
res
wil
l tak
en o
n
a q
uar
terl
y b
asis
. -C
reat
ion
of
a p
lan
to
up
dat
e ci
ty d
irec
tori
es b
oth
in p
rin
t,
on c
ity
web
site
an
d e
xter
iors
of
Cit
y H
all e
ntr
ance
s.
Q3
& Q
4
-Id
enti
fy t
he
lead
dep
artm
ent
of t
his
rep
ort
form
at a
nd
es
tab
lish
a d
ate
by y
ears
en
d.
-Pu
bli
sh a
pre
lim
inar
y d
irec
tory
of
dep
artm
ent
con
tact
s w
ith
offi
ce p
hon
e n
um
ber
s an
d e
mai
ls o
n c
ity
web
site
.
-Dem
ysti
fica
tion
of
gove
rnm
ent
pro
cess
es b
y
incr
easi
ng
the
awar
enes
s of
se
rvic
es t
o c
omm
un
ity.
-In
crea
se in
con
fid
ence
in
mu
nic
ipal
gov
ern
men
t
-Pro
ven
tra
ck r
ecor
d o
f re
por
tin
g p
osi
tive
ch
ange
. -R
esid
ents
fee
l th
ey c
an
man
euve
r th
rou
gh
gove
rnm
ent
office
s w
ith
gr
eate
r effi
cien
cy a
nd
less
co
nfu
sion
.
PLA
NN
ING
& D
EV
ELO
PM
EN
T
1J
The
Pla
nn
ing
Dep
artm
ent
is c
urr
entl
y u
nd
er
tran
siti
on w
hic
h r
equ
ires
th
e h
irin
g of
sev
eral
key
p
erso
nn
el p
osi
tion
s w
ith
a
mu
ltid
isci
pli
nar
y sk
ill s
et.
-Hu
man
Res
ourc
es -B
usi
nes
s A
dm
inis
trat
or/
May
or's
Offi
ce -D
CA
-Pla
nn
ing
Dir
ecto
r -A
CIP
O
Q1
& Q
2
-In
itia
te t
he
hir
ing
pro
cess
by
pu
bli
cizi
ng
job
des
crip
tion
s fo
r P
lan
nin
g D
irec
tor,
Dep
uty
D
irec
tor
and
7 a
dd
itio
nal
su
pp
ort
po
siti
ons
that
req
uir
e a
mu
ltid
isci
pli
nar
y sk
ill
set
thro
ugh
a r
obu
st h
irin
g se
arch
.
Q3
& Q
4
-Hir
e P
lan
nin
g D
irec
tor
(Com
ple
ted
3/2
019)
-Hir
e A
ssis
tan
t D
epu
ty
Dir
ecto
r -H
ire
7 ad
dit
ion
al s
up
por
t p
osi
tion
s
-a f
ull
y fu
nct
ion
ing
pla
nn
ing
div
isio
n w
ith
in m
un
icip
al
gove
rnm
ent
that
fac
ilit
ates
a
bet
ter
and
mor
e effi
cien
t p
roce
ss f
or r
edev
elop
men
t of
th
e ci
ty.
-Com
ple
te h
irin
g of
al
l nec
essa
ry s
taff
for
P
lan
nin
g D
epar
tmen
t w
ith
in y
ear
1.
1K
As
a w
ay t
o c
reat
e a
bet
ter
inte
rfac
e b
etw
een
eco
nom
ic
dev
elop
men
t en
titi
es (
CR
DA
&
Pla
nn
ing
Dep
t.),
th
e op
erat
ion
s an
d lo
gist
ics
of t
hes
e offi
ces
mu
st b
e st
ream
lin
ed in
a w
ay t
o m
ake
them
mor
e effi
cien
t.
-CR
DA
-Pla
nn
ing
& D
evel
opm
ent
Dep
artm
ent
-Bu
sin
ess
Ad
min
istr
ator
/M
ayor
's O
ffice
Q1
& Q
2
-Id
enti
fy w
her
e th
e ci
ty c
an
co-l
oca
te C
RD
A A
nd
Cit
y P
lan
ner
s.
Q3
& Q
4
-Mov
e in
bot
h g
rou
ps
and
es
tab
lish
offi
ce s
tan
dar
d
oper
atin
g p
roce
du
res
wit
h
a fo
cus
on m
akin
g th
e d
evel
opm
ent
pro
cess
mor
e effi
cien
t. (
Com
ple
ted
3/2
019)
-CR
DA
& P
lan
nin
g D
epar
tmen
t w
ork
ing
toge
ther
in C
ity
Hal
l.
-Gre
ater
con
fid
ence
in t
he
red
evel
opm
ent
pro
cess
an
d
the
city
's a
bili
ty t
o p
rom
ote
red
evel
opm
ent
pro
ject
s -G
reat
er t
urn
over
of
lice
nse
s an
d p
erm
it r
equ
ests
.
-A c
o-l
oca
ted
offi
ce t
hat
h
as a
mor
e effi
cien
t p
erm
it a
nd
lice
nsi
ng
pro
cess
for
dev
elop
ers.
14
OB
JEC
TIV
E(W
hat
We
Are
Try
ing
To S
olve
)L
EA
DIN
G A
GE
NC
Y(E
nti
ties
In
Ch
arge
Of
Obj
ecti
ve)
STR
AT
EG
Y(H
ow W
ill W
e D
o It
?)IM
PL
EM
EN
TA
TIO
N(A
ctio
ns
Nee
ded
)IM
PAC
T(A
reas
Eff
ecte
d)
GO
AL
(Wh
at S
ucc
ess
Lo
oks
Lik
e)
GOVERNMENT EFFECTIVENESS & ACCOUNTABILITY (continued)
1L
The
per
mit
tin
g an
d li
cen
sin
g p
roce
ss n
eed
s to
be
clea
r,
con
cise
an
d e
ffici
ent
in o
rder
to
avo
id a
ny
imp
edim
ent
in
the
dev
elop
men
t p
roce
ss.
-CR
DA
-Pla
nn
ing
& D
evel
opm
ent
Dep
artm
ent
-Bu
sin
ess
Ad
min
istr
ator
/M
ayor
's O
ffice
Q1
& Q
2
-Id
enti
fy c
hal
len
gin
g ar
eas
in
the
red
evel
opm
ent
pro
cess
an
d a
dd
ress
an
y in
effici
enci
es
by c
reat
ing
a p
lan
on
how
to
av
oid
th
em.
-Str
eam
lin
ing
pro
cess
es.
Q3
& Q
4
-Pla
nn
ing
Dir
ecto
r to
pro
vid
e a
rep
ort
to le
ader
ship
re
gard
ing
pla
n o
f ac
tion
an
d t
he
area
s n
eed
ing
to b
e ov
erh
aule
d w
ith
a t
enta
tive
ti
mef
ram
e of
wh
en t
hat
wil
l o
ccu
r.
-Gre
ater
con
fid
ence
in t
he
pro
cess
an
d t
he
city
's a
bili
ty
to m
ove
red
evel
opm
ent
pro
ject
s fo
rwar
d.
-Gre
ater
tu
rnov
er o
f li
cen
ses
and
per
mit
req
ues
ts.
-An
effi
cien
t an
d c
lear
p
erm
itti
ng
and
lice
nsi
ng
pro
cess
. -In
crea
sed
nu
mb
er o
f p
erm
its
and
lice
nse
s w
ith
n
o w
ork
bac
klo
g.
1M
Est
abli
sh a
Pla
nn
ing
Ad
viso
ry
Bo
ard
to
cre
ate
a fo
rum
fo
r ke
y st
akeh
old
ers
to
com
mu
nic
ate
and
co
ord
inat
e on
goin
g eff
orts
to
pro
mot
e re
dev
elop
men
t in
Atl
anti
c C
ity.
-Pla
nn
ing
& D
evel
opm
ent
Dep
artm
ent
-Bu
sin
ess
Ad
min
istr
ator
/M
ayor
's O
ffice
Q1
& Q
2
-Id
enti
fy m
emb
ers
for
the
bo
ard
an
d r
equ
est
for
them
to
at
ten
d t
he
init
ial f
oun
dat
ion
al
mee
tin
g. -A
dop
t le
gisl
atio
n c
reat
ing
the
bo
ard
.
Q3
& Q
4
-Set
a y
earl
y sc
hed
ule
of
mee
tin
g d
ates
th
at w
ould
re
qu
ire
min
ute
s to
be
reco
rded
an
d d
istr
ibu
ted
. -Id
enti
fy a
reas
th
at n
eed
re
form
an
d p
rop
ose
new
id
eas.
-Ho
ld t
he
firs
t m
eeti
ng
in Q
4.
-Bet
ter
coh
esio
n a
nd
co
llab
orat
ive
par
tici
pat
ion
am
ongs
t th
e ec
onom
ic
dev
elop
men
t co
mm
un
ity.
-Fu
lly
crea
ted
pla
nn
ing
advi
sory
bo
ard
. -In
clu
sion
of
reco
mm
end
atio
ns
by t
he
Bo
ard
into
th
e M
aste
r P
lan
.
TA
X A
SS
ES
SM
EN
T
1N
Acc
ura
te a
nd
pre
cise
tax
as
sess
men
t is
a c
riti
cal
fun
ctio
n o
f m
un
icip
al
gove
rnm
ent.
Atl
anti
c C
ity
mu
st e
nsu
re t
hat
th
is f
un
ctio
n
is p
rop
erly
cal
ibra
ted
an
d
that
th
e d
epar
tmen
t if
fu
lly
sup
por
ted
to
en
sure
th
at t
he
max
imu
m t
ax r
even
ue
is
coll
ecte
d.
-Bu
sin
ess
Ad
min
istr
ator
/M
ayor
's O
ffice
-DC
A
-CF
O -T
ax A
sses
sor
Q2
& Q
3
-DC
A t
o p
erfo
rm o
vera
ll
asse
ssm
ent
of t
he
stan
dar
d
oper
atin
g p
roce
du
res,
p
roce
sses
an
d e
ffec
tive
nes
s of
ta
x as
sess
men
t in
th
e ci
ty.
Q4 -D
CA
to
rep
ort
to t
he
Lt.
G
over
nor
, Cit
y of
Atl
anti
c C
i-ty
gov
ern
ing
bo
dy
and
A
CIP
O it
s fi
nd
ings
an
d
reco
mm
end
atio
ns
for
imp
rovi
ng
tax
asse
ssm
ent
in
the
city
.
-Acc
ura
te t
ax a
sses
smen
ts
wil
l pro
vid
e th
e C
ity
of
Atl
anti
c C
ity
the
max
imu
m
reve
nu
e ge
ner
atio
n it
nee
ds
to m
ain
tain
a s
tab
le p
rop
erty
ta
x b
ase.
-This
fea
ture
wil
l als
o
mit
igat
e th
e in
flu
x of
tax
ap
pea
ls w
hic
h c
ould
lead
to
si
gnifi
can
t bu
dge
t sh
ortf
alls
.
-A T
ax A
sses
sor
Offi
ce t
hat
is
pre
par
ed t
o e
ffec
tive
ly
han
dle
th
e in
flu
x of
re
gion
al is
sues
aro
un
d
pro
per
ty t
ax.
1O
Atl
anti
c C
ity
nee
ds
to I
den
tify
n
ew r
esou
rces
an
d s
trat
egie
s on
tax
ass
essm
ent
that
wou
ld
max
imiz
e p
rop
erty
rat
able
s.
-Bu
sin
ess
Ad
min
istr
ator
/M
ayor
's O
ffice
-DC
A -C
FO
-Tax
Ass
esso
r
Q3
& Q
4
-Id
enti
fy N
ew R
esou
rces
an
d
Stra
tegi
es o
n T
ax a
sses
smen
t th
at w
ould
max
imiz
e ra
tab
les.
Q4 -Tax
Ass
esso
r to
co
llab
orat
e w
ith
BA
an
d A
tlan
tic
Cou
nty
to
exp
lore
op
tion
s fo
r in
nov
atio
n.
-Po
ssib
le c
onsi
der
atio
n
of G
lou
cest
er C
oun
ty
or M
onm
outh
Cou
nty
A
sses
smen
t m
od
els.
-The
mor
e fi
ne
tun
ed A
tlan
tic
Cit
y's
tax
asse
ssm
ent
pro
cess
is
, th
e gr
eate
r th
e ca
ptu
re o
f p
rop
erty
tax
do
llar
s.
-Acc
ura
te a
sses
smen
t of
p
rop
erty
in A
tlan
tic
Cit
y. -D
ecre
ase
in p
rop
erty
tax
ap
pea
ls.
15
OB
JEC
TIV
E(W
hat
We
Are
Try
ing
To S
olve
)L
EA
DIN
G A
GE
NC
Y(E
nti
ties
In
Ch
arge
Of
Obj
ecti
ve)
STR
AT
EG
Y(H
ow W
ill W
e D
o It
?)IM
PL
EM
EN
TA
TIO
N(A
ctio
ns
Nee
ded
)IM
PAC
T(A
reas
Eff
ecte
d)
GO
AL
(Wh
at S
ucc
ess
Lo
oks
Lik
e)LAND USE DEVELOPMENT
2A
Atl
anti
c C
ity
is in
nee
d o
f a
visi
on t
hat
is d
elin
eate
d in
a
mas
terp
lan
th
at w
ill b
e ro
bust
in
nat
ure
wh
ich
wil
l pro
mot
e a
city
th
at is
see
kin
g to
exp
and
it
s sc
ope
for
div
erse
ind
ust
ries
.
-Pla
nn
ing&
Dev
elop
men
t D
epar
tmen
t -C
RD
A -B
usi
nes
s A
dm
inis
trat
or/
May
or's
Offi
ce -A
CIP
O
Q1
& Q
2
-Dev
elop
A M
aste
r P
lan
to
be
com
ple
ted
by
the
2nd
Qu
arte
r of
201
9. Th
is p
lan
wil
l hav
e a
focu
s on
dec
reas
ing
bli
ght
and
w
ill i
ncl
ud
e ci
ty a
sset
s.
Q3
& Q
4
-Pla
nn
ing
Dir
ecto
r w
ill
wor
k w
ith
her
sta
ff t
o
un
veil
Mas
ter
Pla
n t
o k
ey
stak
eho
lder
s an
d r
esid
ents
. -M
edia
ro
ll o
ut
of M
aste
r P
lan
alo
ng
wit
h p
ost
ing
and
ad
vert
isem
ent
of M
aste
r P
lan
on
all
med
ia o
utl
ets.
-By
pro
vid
ing
a vi
sion
of
Atl
anti
c C
ity,
th
e ci
ty c
an
buil
d o
n it
s st
ren
gth
s an
d
beg
in t
o r
edu
ce b
ligh
t an
d
tack
le f
orec
losu
res.
-Gre
ater
con
fid
ence
in t
he
futu
re o
f A
tlan
tic
Cit
y.
-A f
ull
y co
mp
lete
d M
aste
r P
lan
. -A
cle
ar v
ison
for
Atl
anti
c C
ity
esta
bli
shed
an
d
an a
ccou
nti
ng
for
how
d
evel
opm
ent
shou
ld
hap
pen
th
rou
ghou
t th
e m
un
icip
alit
y go
ing
forw
ard
. -C
RD
A &
th
e C
ity
to
take
inve
nto
ry o
f va
can
t an
d a
ban
don
ed h
omes
w
ith
th
e op
tion
of
CR
DA
Fu
nd
ing
po
ssib
le
reh
abil
itat
ion
of
hom
es.
2B
Atl
anti
c C
ity
lead
s th
e st
ate
in
fore
clo
sure
. W
e n
eed
to
cre
ate
mor
e p
rogr
amin
g ar
oun
d
serv
ices
to
hel
p r
esid
ents
m
aneu
ver
thro
ugh
th
e fo
recl
osu
re p
roce
ss.
-Pla
nn
ing
& D
evel
opm
ent
Dep
artm
ent
-Hou
sin
g P
oli
cy E
xper
ts -H
MFA
-AC
IPO
Q3
& Q
4
-Pro
mot
ion
of
new
join
t F
orec
losu
re R
elie
f an
d
Cou
nse
lin
g P
rogr
ams
at
HM
FA A
s W
ell A
s th
e C
ourt
s. -F
orec
losu
re T
own
Hal
l
Q4 -Est
abli
sh d
ate
for
For
eclo
sure
T
own
Hal
l. -D
istr
ibu
tion
of
one
pag
er o
f fo
recl
osu
re s
ervi
ces
in t
he
stat
e.
-Mor
e in
form
atio
n
dis
sem
inat
ion
wil
l red
uce
or
ab
ate
issu
es s
urr
oun
din
g fo
recl
osu
re.
-The
mu
nic
ipal
ity
pla
ys
an a
ctiv
e ro
le in
red
uci
ng
fore
clo
sure
s.
-Pro
mot
ion
of
fore
clo
sure
m
edia
tion
an
d c
oun
seli
ng
pro
gram
s fr
om t
he
stat
e an
d f
eder
al p
rogr
ams
to
the
resi
den
ts o
f A
tlan
tic
Cit
y.
2C
Atl
anti
c C
ity
nee
ds
to r
ebu
ild
it
s p
opu
lati
on.
-Pla
nn
ing
& D
evel
opm
ent
Dep
artm
ent
-Bu
sin
ess
Ad
min
istr
ator
-AC
IPO
Q3
& Q
4
-Con
du
ct F
ocu
s G
rou
ps
wit
h
Pot
enti
al N
ew R
esid
ents
.
Yea
r 2
-Sch
edu
led
fo
cus
grou
p d
ate.
-Gre
ater
un
der
stan
din
g of
w
hat
it w
ould
tak
e to
rec
ruit
n
ew r
esid
ents
. -In
crea
se h
omeo
wn
ersh
ip in
A
tlan
tic
Cit
y.
-Dat
a co
llec
tion
an
d
brea
kdow
n f
rom
fo
cus
grou
ps.
2D
Thri
vin
g co
mm
un
itie
s ar
e th
ose
th
at h
ave
amp
le f
oo
d
opti
ons
and
oth
er in
nov
ativ
e an
d s
trat
egic
pro
ject
s.
-CR
DA
-Pla
nn
ing
& D
evel
opm
ent
Dep
artm
ent
-Bu
sin
ess
Ad
min
istr
ator
/M
ayor
's O
ffice
-AC
IPO
Q2
& Q
3
-Dev
elop
a p
lan
to
incl
ud
e ca
taly
tic
stra
tegi
c p
roje
cts,
In
clu
din
g:
1.)
Fo
od
Mar
ket;
an
d
2.)
Am
enit
y B
ank.
Q4 -RF
P a
nd
dev
elop
men
t d
eal
for
new
su
per
mar
ket.
-Id
enti
fy a
pro
spec
tive
am
enit
y b
ank
pro
ject
.
-Gre
ater
op
tion
s fo
r re
sid
ents
re
sult
ing
in a
n in
crea
se in
th
e q
ual
ity
of li
fe f
or t
he
com
mu
nit
y. -B
ette
r re
cru
itm
ent
of n
ew
resi
den
ts.
-Su
per
mar
ket
own
er
iden
tifi
ed a
nd
in p
roce
ss
of d
evel
opm
ent.
2E
Atl
anti
c C
ity
nee
ds
to c
reat
e n
ew p
rogr
amin
g fo
r 1s
t ti
me
hom
eow
ner
ship
op
por
tun
itie
s.
-Pla
nn
ing&
Dev
elop
men
t D
epar
tmen
t -H
MFA
-AC
IPO
Q1
& Q
2
-Cre
ate
an in
itia
tive
th
at w
ould
fa
cili
tate
cas
ino
ow
ner
s an
d
HM
FA t
o e
stab
lish
dow
n
pay
men
t as
sist
ance
pro
gram
fo
r 1s
t ti
me
hom
eow
ner
s in
A
C.
Q3
& Q
4
-Dir
ecto
r of
HM
FA t
o
pre
sen
t to
th
e ca
sin
o o
wn
ers
pro
gram
sp
ecifi
cs a
nd
beg
in
a ca
mp
aign
to
pro
mot
e th
e n
ew p
rogr
am.
-In
crea
se in
hom
eow
ner
ship
in
Atl
anti
c C
ity.
-Bet
ter
coll
abor
atio
n w
ith
ca
sin
os
and
gov
ern
men
t ag
enci
es.
-Gre
ater
sat
isfa
ctio
n o
f A
C
resi
den
ts f
eeli
ng
that
th
eir
nee
ds
are
bei
ng
met
.
-Est
abli
shm
ent
of a
new
1s
t ti
me
hom
eow
ner
ship
in
cen
tive
pro
gram
th
at
wil
l be
a co
llab
orat
ion
b
etw
een
HM
FA, t
he
Cit
y of
Atl
anti
c C
ity
and
ca
sin
o o
wn
ersh
ip.
16
OB
JEC
TIV
E(W
hat
We
Are
Try
ing
To S
olve
)L
EA
DIN
G A
GE
NC
Y(E
nti
ties
In
Ch
arge
Of
Obj
ecti
ve)
STR
AT
EG
Y(H
ow W
ill W
e D
o It
?)IM
PL
EM
EN
TA
TIO
N(A
ctio
ns
Nee
ded
)IM
PAC
T(A
reas
Eff
ecte
d)
GO
AL
(Wh
at S
ucc
ess
Lo
oks
Lik
e)
LAND USE DEVELOPMENT (continued)
2F
Atl
anti
c C
ity
lead
s th
e st
ate
in u
nd
erw
ater
mor
tgag
es.
We
nee
d t
o c
reat
e m
ore
pre
-for
eclo
sure
pro
gram
min
g ar
oun
d s
ervi
ces
to r
e-fi
nan
ce
and
hel
p r
esid
ents
avo
id
fore
clo
sure
.
-HM
FA -A
CIP
O -P
lan
nin
g &
Dev
elop
men
t D
epar
tmen
t -H
ousi
ng
Po
licy
Exp
erts
Q3
& Q
4
-Pro
mot
ion
of
new
join
t F
orec
losu
re R
elie
f an
d
Cou
nse
lin
g P
rogr
ams
at
HM
FA A
s W
ell A
s th
e C
ourt
s. -P
rovi
de
syst
emat
ic c
oun
seli
ng
pro
gram
min
g.
Q4 -Est
abli
sh d
ate
for
For
eclo
sure
T
own
Hal
l. -D
istr
ibu
tion
of
one
pag
er o
f fo
recl
osu
re s
ervi
ces
in t
he
stat
e.
-Mor
e in
form
atio
n
dis
sem
inat
ion
wil
l red
uce
or
ab
ate
issu
es s
urr
oun
din
g fo
recl
osu
re.
-The
mu
nic
ipal
ity
pla
ys
an a
ctiv
e ro
le in
red
uci
ng
fore
clo
sure
s.
-A r
edu
ctio
n in
Atl
anti
c C
ity
fore
clo
sure
s.
2G
Reb
uil
d N
eigh
bor
ho
od
s an
d
buil
d a
gre
at s
ense
of
pla
ce f
or
all g
ener
atio
ns.
-Pla
nn
ing
& D
evel
opm
ent
Dep
artm
ent
-AC
IPO
-Com
mu
nit
y A
sso
ciat
ion
s
Q2
- Q
4
-Id
enti
fy a
reas
of
incl
usi
on o
f op
tion
s fo
r M
ille
nn
ials
& B
aby
Bo
omer
s in
hou
sin
g st
ock
d
evel
opm
ent
opti
ons.
Q4 -Po
ll C
omm
un
ity
Ass
oci
atio
ns
as w
ell a
s yo
uth
org
aniz
atio
ns
on
wh
at f
eatu
res
of t
hei
r n
eigh
bor
ho
od
s th
ey w
ould
li
ke t
o e
nh
ance
or
wou
ld li
ke
to p
rom
ote.
-Po
ssib
le c
omm
un
ity
asse
t m
app
ing
pro
ject
.
-Nei
ghb
orh
oo
ds
wil
l fee
l a
sen
se o
f p
rid
e an
d u
nit
y. -N
ew h
ousi
ng
idea
s p
rop
ose
d t
o t
arge
t M
ille
nn
ials
& B
aby
Bo
omer
s.
ECONOMIC DEVELOPMENT
3A
In o
rder
to
imp
rove
th
e ec
onom
ic d
evel
opm
ent
for
bot
h m
un
icip
alit
y an
d r
egio
n,
Atl
anti
c C
ity
nee
ds
to d
eep
en
coor
din
atio
n e
ffor
ts w
ith
th
e A
tlan
tic
Cou
nty
Eco
nom
ic
All
ian
ce.
-Bu
sin
ess
Ad
min
istr
ator
/M
ayor
's O
ffice
