NewsLine staff
Q: The commission recently advanced a paid parking ordinance. How does this fit into the city’s broader financial picture?
A: While paid parking has been the big issue on the table for the past six months, it sometimes gets in the way of the real issue: How do we want to fund the things that need to get done in the city, primarily infrastructure?
We need to look for revenue streams and think about a long-term strategic vision. My background in corporate America taught me that while you can get focused on short-term value, that does not help move the business—or the city—along. We need to “raise our headlights” and look out 10 or 15 years to set a path for long-term stability.
Q: You have mentioned that the city is streamlining its internal processes. What changes are being made?
A: We have made it a priority to improve processes. For example, we have moved more items to the consent agenda. These are day-to-day business items that are not controversial. By approving them efficiently, we can spend more time discussing critical, controversial issues in front of the community.
We have also increased the budget approval limits for the city manager. If I approve a half-million-dollar budget, I should not have to be involved in minor transfers and change orders as long as the staff stays within that budget. This cuts weeks out of projects and saves staff time.
Q: City Manager Sarah Campbell has been in her role for one year now. How has that transition impacted city operations?
A: She is the best city manager we have seen in over 20 years. She has made substantive changes in just a year, including creating a coaching and development leadership program for employees.
We did not do a good job of training and career planning for our employees in the past. Now, we are putting development plans in place so employees can see a career path, which helps us retain staff who work here for a long time.
Q: Residents often attend meetings for “hot button” issues. How can the community better engage with the actual business of the city?
A: People will rally around emotional issues, give a speech, and then leave. But the meetings that are really important are our budget workshops. That is where the work gets done.
I wish 100 people would show up at the budget workshops. We need to talk about the different funds—municipal financing is convoluted, with about 35 different funds—and understand what we can and cannot pay for.
Q: Customer service is a frequent topic of concern. What is the goal for how the city handles resident inquiries?
A: We need a better customer service front end. The vision is to be like the Apple Store: you should be able to call or walk in, and the person who answers can handle 90 percent of the issues.
Currently, we get a lot of emails about issues like flooding, stormwater, and recently, the billing issues with Florida Public Utilities (FPU). While FPU is a separate entity, the city has become the escalation point for residents because that is what the community needs right now. We need to figure out how to be a better “one-stop shop” so issues don’t get lost in the shuffle.
Genece Minshew is a City Commissioner for Fernandina Beach. Questions or comments can be directed to her at gminshew@fbfl.city or 904-780-4188.
