Wednesday, January 15, 2025

City Commission Retreat

City Commission Retreat
9:00 A.M.
Parkview Ballroom at Cascades
414 East Bloxham Street
Watch the commission retreat LIVE through: WCOT Channel 13, Talgov.com Homepage, CityofTLH
Facebook, CityofTLH Twitter
1. City Commission Retreat
Subject : 1.01 2025 City Commission Annual
Retreat
Meeting : Jan 15, 2025 - City Commission Retreat
Category : 1. City Commission Retreat
Type : Discussion, Information, Presentation
Goals : Quality of Life
Public Trust
Public Safety
Public Infrastructure
Organizational Effectiveness
Impact on Poverty
Economic Development

Public Content
2025 City Commission Annual Retreat
January 15, 2025
Location:
Parkview Ballroom at Cascades
850 S. Gadsden Street
Tallahassee, FL 32301

Agenda

8:30 AM Doors Open

9:00 AM Welcome and Introductions
9:30 AM Strategic Plan Update
11:00 AM Disaster Response and Recovery
11:30 AM Lunch

Flooding and FloodMitigation

12:15 AM
Efforts inJakeGaitherNeighborhood

1:00 PM Commission Discussion

2:00 PM Adjourn

Full Retreat Materials Outline

Table of Contents
Executive Summary
Strategic Plan Update
Economic Development
TLH as a Regional Economic Cornerstone
Impact on Poverty
Organizational Effectiveness
Public Infrastructure
Public Safety
Champions of Public Safety
Public Trust
Quality of Life
Celebrating 100 Parks
2025-2029 Priorities and Objectives
Disaster Response and Recovery
May 10th Tornadoes
Hurricane Debby
Hurricane Helene
Discussion of Flooding and Flood Relief Efforts in the Jake Gaither Neighborhood Area

Executive Summary
The City of Tallahassee's updated 2025-2029 Strategic Plan builds on the successes of the 2020-2024 plan. The 2020-
2024 Plan charted the course for the City over the past five years across 7 Priority Areas and consisted of 27 Objectives
and 134 Targets. At the end of the plan horizon, the City had achieved 91% of its goals. Over the past five years, the City
has made substantial progress in key areas such as economic development, public safety, infrastructure, and
environmental stewardship. The updated plan reflects the Citys ongoing commitment to fostering innovation, resilience,
and inclusivity while positioning Tallahassee as a national leader in the delivery of public service. It introduces bold new
goals to address emerging challenges, enhance organizational effectiveness, and continue delivering high-quality services
, advancing the vision of vision for Tallahassee as a creative capital city with vibrant neighborhoods, an innovative
economy, and a steadfast commitment to preserving our natural resources and unique character.

Looking ahead, the City will focus on diversifying its economy, expanding public transportation options, advancing clean
energy initiatives, and fostering revitalization and opportunity in underserved areas of our community. The plan
emphasizes continued investments in workforce development, community and environmental health, housing
affordability, and quality of life by expanding parks, greenways, and recreational and cultural offerings. Through strategic
collaborations, technological advancements, and transparent governance, the City aims to create a more resilient and
connected community, ensuring that Tallahassee remains a vibrant, sustainable, and welcoming place for all residents and
future generations.

The City of Tallahassee continues to exemplify operational excellence in storm preparedness, response, and recovery. T
hrough proactive planning, resource deployment, and strong interdepartmental coordination, the City swiftly restored
essential services and minimized disruptions. Recent storms, including the May 2024 tornadoes and Hurricanes Debby
and Helene, highlight the City's ability to efficiently manage recovery efforts, restore power, clear debris, and support
impacted residents, setting a national standard for resilience in the face of severe weather.

Finally, this item provides a detailed update of flooding and flood relief efforts in the Jake Gaither Neighborhood Area,
including background information on the citys stormwater management program and the efforts that have been
undertaken to address flooding concerns in the Jake Gaither Neighborhood Area. Staff has been engaged with Jake
Gaither Neighborhood residents as well as engineering consulting firm Jones Edmunds & Associates to better understand
and address residents concerns as well as what options are feasible to further mitigate flooding in the area.

Strategic Plan Update

Since its adoption, the initial 2020-2024 Strategic Plan has provided a clear direction and framework for action, strategic
decision-making, and resource allocation to achieve the Citys priorities over the past five years. Rooted in a commitment
to innovation, resilience, and inclusivity, this plan has driven impactful progress across key areas, including economic
vitality, public safety, infrastructure investment, environmental stewardship, and community equity. On reflection upon
the historic Bicentennial Year, the City celebrates the achievement of over 90% of the current plans targets, driven by the
collective efforts of the 31 departments.

Looking to the future, the updated 2025-2029 Strategic Plan reflects the Citys commitment to ongoing efforts to improve
our community, as well as bold new goals to anticipate and tackle emerging challenges, align organizational priorities
with the evolving needs of the community, and enable the City to remain the national leader in the delivery of public
service.Under the guidance of the seven priority areas, City staff is excited to reflect on past successes and lean into the
opportunities to come.

Economic Development

Tallahassee is a hub for economic innovation and opportunity, leveraging its unique assets to attract and expand diverse
industries to create jobs, increase household incomes, and foster robust residential and commercial development. The City
remains committed to fostering a resilient and forward-looking community by enhancing and modernizing its
infrastructure to support sustainable growth and development through investments in storm and wastewater systems,
brownfield redevelopment, and smart growth principles. This commitment extends to diversifying industry and fostering
vibrant, sustainable communities to further ensure the City continues to thrive as a destination for businesses and
residents alike.

The Citys significant investments in infrastructure, housing, and public safety have fostered economic growth, resulting in
Tallahassee being named the "Strongest Economy in the U.S." byArea Developmentmagazine. An objective carried
through the initial and updated strategic plans is a commitment to enhancing Tallahassees infrastructure and amenities to
attract investment, tourism, and new residents. For the next five years, the City has renewed its commitment to
wastewater and stormwater infrastructure improvements to the tune of $180 million in capital projects. Improvements to
the Citys 1,100 miles of underground pipe and 114 pumping stations will include sewer line readjustments, collection
system rehabilitation, and pump station replacements to strengthen system integrity and enhance capacity. Stormwater
system improvements will focus on drainage ditches and pipes, retention ponds, and stormwater structures to mitigate
flood risks and enhance public safety. Additional infrastructure and amenity enhancements include goals to annex
properties within the municipal service area into the City, helping to consolidate fragmented development and supporting
a more coordinated urban plan through seamless and mutually beneficial integration into the Citys jurisdiction.

The Citys robust economic impact over the last five years included issuing over 1,800 commercial permits valued at more
than $1.2 billion and creating over 16,000 jobs to maintain a low unemployment rate of 3.3%. The updated strategic plan
seeks to build on these successes by supporting an annual family income above the state average and increasing the
number of jobs added to 3,000 annually. The City also seeks to grow the Tallahassee Metropolitan Statistical Areas
(MSA) total exports to $300 million annually, a target that demonstrates the areas competitiveness in outside markets and
insulation from industry-specific economic downturns. The opening of the International Processing Facility at the
Tallahassee International Airport and the anticipated Foreign Trade Zone designation are expected to catalyze the
Tallahassee MSAs economic impact further.

To complement economic expansion and industrial diversification, the City implements smart growth principles to guide
residential and commercial development, emphasizing walkable neighborhoods, multimodal access to amenities, and
efficient land use through urban redevelopment and sustainable development. One such measure is the assessment,
remediation, and redevelopment of brownfield properties, ushering in reinvestment and development incentives that can
support plans for dense, mixed-use neighborhoods combining residential, commercial, and recreational spaces. Following
significant successes in brownfield assessments and redevelopment in the South Monroe Street Corridor, the City aims to
expand the brownfield assessment scope in the coming years to contribute to even more economic development
opportunities across Tallahassee.

With commercial investment as a key indicator of an area's economic health, the City is focused on increasing the amount
of quality commercial space to attract and retain successful businesses that offer shopping, dining, and employment
opportunities for the community. To gauge success in commercial investment, the City has set targets for 10 million
square feet of new commercial permitting, with 200 such permits to be located in the Southside. Similarly, mixed-use
urban density requires additional housing availability. As the single most influential factor in housing affordability, the
City has prioritized increasing the housing supply by 5,000 units, with 20% of the target expected in the Southside.
Initiatives and investments like these demonstrate the Citys commitment to a more sustainable, equitable, and resilient
urban future by stimulating economic growth and fostering a vibrant environment.

TLH as a Regional Economic Cornerstone

Tallahassee is the regional economic hub, and our successes at the Tallahassee International Airport (TLH) over the last
five years, coupled with our aggressive future plans, are further cementing our role as an economic engine connecting
North Florida to the world. During the 2019-2024 Strategic Plan period, TLH demonstrated a 43% increase in its
economic impact, as reported in the 2023 Economic Impact Report. This momentum continues with todays annual
economic impact estimate of nearly $1 billion.

Fundamental to our successes has been an increase in traffic through TLH. CY2024 passenger traffic is expected to be
approximately 968,000 enplanements and deplanements, a 12% increase over our recent high-water mark in 2019.
Additionally, nearly 99 million pounds of cargo passed through TLH over the last five years with a single cargo carrier.

The processes to establish an International Processing Facility (IPF) and a Foreign Trade Zone (FTZ) began over 10 years
ago and have met significant milestones under the priorities of the initial Strategic Plan. The 40,000 square foot IPF is a
$30.5 million investment that will include a U.S. Customs and Border Patrol (CBP) approved International Port of Entry
and a Federal Inspection Services station to welcome international travelers and shipments of goods to and from global
destinations. Once complete, the IPF will play a critical role in modernizing TLHs infrastructure to accommodate
continued growth and catalyze TLHs annual economic impact.

As a critical driver of economic growth and connectivity for the region, growing TLHs economic impact involves a
multifaceted strategy focused on increasing passenger and cargo traffic, optimizing land use, and advancing dynamic
infrastructure development. TLH is targeting a $1.25 billion annual economic impact by securing additional investments
in infrastructure and operations, attracting new cargo carriers, opening our IPF, and fully establishing an FTZ. Leaning
into the future, the City is committed to fully leveraging TLH as the regional hub for economic opportunity and
innovation.

Building on a solid track record in cargo traffic, TLH looks to further brand itself as a critical hub for regional and
national logistics by reaching 23 million pounds of cargo annually. To accomplish this goal, the City is dedicated to
enhancing airport infrastructure and fostering partnerships to secure another cargo carrier, growing TLHs capacity to
further drive broader regional economic vitality.

TLHs status as a regional logistics hub extends to passenger traffic, which has consistently increased over the last several
years. As a key gateway for travelers, TLH is positioned to expand its reach and enhance its service to the community by
increasing enplanements and deplanements to 1.25 million passengers annually. Through strategic partnerships with
airlines, infrastructure improvements, and marketing initiatives to attract new routes and services, the City is committed
to driving growth in passenger numbers. By fostering a seamless and efficient travel experience, the airport continues to
serve as a vital connector for business, leisure, and tourism, supporting the broader goals of regional economic
development and connectivity.

Anticipated to open in 2025, the IPF will further cement TLHs status as a competitive, innovative, and sustainable
economic hub. An operational IPF will constitute a major milestone in the Citys efforts to acquire an FTZ designation
serving up to 11 counties from Interstate 75 to Port St. Joe. A fully operational FTZ will support regional economic
development by providing opportunities for businesses to participate in international commerce without being subject to
higher import/export fees. As a significant catalyst for economic growth, the FTZ is projected to create over 1,600 jobs
and generate more than $300M in annual economic impact once full maturity is reached in 2035.

The City continues to seek opportunities for investment in infrastructure improvements to enhance the overall TLH
experience and to drive regional development and growth. The next Statewide Economic Impact Study anticipated in 2027
will provide a snapshot of our progress toward achieving a $1.25 billion annual economic impact by the end of the
Strategic Plan horizon. TLH plays a critical role in supporting local businesses, creating jobs, and driving tourism and
commerce in the community. By prioritizing strategic investments and partnerships, TLH is enhancing economic
contributions and expanding opportunities, ensuring it remains a cornerstone of the regions sustainable growth and long-
term economic prosperity.

Impact on Poverty

Over the past five years, the City has targeted investments in education, housing, and community health. By funding
essential community engagement and development programs like Tallahassee Engaged in Meaningful Productivity for
Opportunity (TEMPO) and Tallahassee Future Leaders Academy (TFLA), the City has promoted job readiness and
educational opportunities for Tallahassees youth. In support of participation in dual enrollment, employment, and
extracurricular activities like sports, TEMPO, TFLA, and summer programs, the Citys STAR program provides free bus
passes to area K-12 students. Over the last two years, STAR has allowed K-12 students to take an average of 11,000 trips
on public transportation each month. Over the coming years, the City intends to continue supporting area youths
enrichment by facilitating mobility and accessibility through the STAR program and connecting youth to resources and
opportunities.

As one of the largest employers in the region, the City is proud to partner with community re-entry programs, offering job
training, skill certification, and holistic mentorship. Through this program, the City has hosted 532 individuals over the
past 15 years, removing barriers to gainful employment and successful reintegration into our community. Of these
individuals, 80 have been successfully employed with the City across several departments. As a community-focused
employer and in a further effort to attract diverse talent, the City participates in several community job fairs and
recruitment events. In FY2024 alone, City employees attended nearly two dozen events, resulting in over 120
applications and 15 new hires to the Citys workforce. Looking forward, the City aims to continue building on the success
es of our re-entry program partnership and those with other educational, training, and resource organizations in our
community.

The availability and access to recreational facilities and programs are essential in promoting good public health and social
engagement among Tallahassee residents. The City will continue to increase access to recreational activities by leveraging
existing community resources, expanding the Citys network of community partners, and working with our
neighborhoods and other entities to improve community outreach, enhance marketing efforts, and modify service delivery
when needed. Since 2018, the City has collaborated with residents, community partners, and healthcare providers to offer
the Southside Farmers Market and the complimentary Fresh Fruit & Vegetable Rx Program, which increases access to
fresh produce for the Bond Neighborhood. During the 2024 Southside Farmers Market season, which included 11 market
days, local farmers offered the community approximately 1 ton of fresh food, and 30 participants completed the Fresh
Fruit & Vegetable Rx program. Additionally, the City is continuing its partnership with Second Harvest of the Big Bend
to distribute healthy food to families and youth in our community centers. Tallahassee is becoming a stronger, more
resilient community by educating residents on healthy eating, creating opportunities to access healthy food options, and
providing extensive wellness programs.

The City has developed a multi-faceted approach to support housing affordability, availability, and homeownership. Over
the last five years, the City has delivered energy efficiency cost savings to more than 7,600 homes annually and supported
emergency repairs to 537 homes while leveraging the Community Land Trust, Habitat for Humanity, and down payment
assistance grants to support community members getting into more than 170 homes. Additionally, the City has supported
the redevelopment and expansion of the Orange Avenue Public Housing Complex from 200 units to a 390-unit mixed-
income development. Phases 1 and 2 are complete, and Phase 3 is in progress. Initiatives like these, combined with
focused attention on improving housing affordability through home repair and rehabilitation, residential and commercial
improvement and development in the Southside, and efforts to streamline the permitting process and zoning regulations,
will carry the City over the next five years in the updated Strategic Plan.

Organizational Effectiveness

As a leading public sector employer, the City remains steadfast in its commitment to attracting and developing top talent
while enhancing operational efficiency through innovative practices, process improvements, and robust financial
management. Accolades from Diversity Comm Magazine and the Florida Municipal Communicators Association
highlight the Citys dedication to professional growth and diversity through partnerships with our communitys post-
secondary institutions like Florida State University and Florida A&M University and engaging the workforce through job
fairs and development programs.
In addition to our members talent, technological advancements and transparent fiscal responsibility are pillars of the Citys
efficient and future-oriented operations. In recent years, the City has delivered faster and more convenient services like
the new UMAX utility management system, the Enterprise Cashiering Replacement Project, and upgraded emergency
response capabilities. Process improvements like these and our dedication to fiscal stewardship have garnered national
recognition, including the 37th consecutive Distinguished Budget Presentation Award from the GFOA and a clean audit
in FY2023. The Citys fiscal stewardship and efforts toward resiliency are also marked by maintaining a 91.6% funded
pension ratio and an AA Bond rating.
As part of efforts to continue growing as an organization, the City is working to enhance employees personal and
professional development while reducing turnover and accelerating hiring processes. The City is also leaning into
efficiencies and building resiliencies through technological advances, process improvements, and fiscal accountability.
Initiatives to reduce energy consumption, shore up cybersecurity, and leverage alternative funding mechanisms will allow
the City to continue reevaluating funding allocations in the most efficient ways possible without sacrificing our
exemplary public service legacy.
Public Infrastructure
Over the last five years, the City has cemented its position as a competitive, sustainable, and highly desirable place to live
and work. Major infrastructure initiatives have supported the Citys growth and vitality, with over $850 million in capital
investments and improvements to transportation, utilities, and public safety. Projects like the Northeast Gateway:
Welaunee Boulevard, supported by $4 million in state funding, are advancing connectivity, mobility, and green space
preservation, further fueling community development.
As a leader in the delivery of utility services and in environmental stewardship, the City actively incorporates efficiency,
resiliency, and environmentally aware practices into our service apparatus. Our outstanding track record of 99.9%
availability of critical utility services, a 91.3% customer satisfaction rating, and a 39-minute average response time for
electric outages are reflections of the Citys effective and timely service delivery and management. Projects like the
Southside Triangle water and sewer initiative and enhanced brownfield assessments and redevelopment indicate the Citys
dedication to service reliability, expansion into previously underserved areas, and environmental health, all while
addressing community needs and promoting effective planning.

These efforts are complemented by components of the Citys Clean Energy Plan, which has accomplished accomplishment
s over the last five years, including recycling over 58,000 tons of waste, operating world-class solar facilities, and expand
ing the Citys fleet to include 124 all-electric and 220 hybrid vehicles. Additional efforts include PowerTLH and
significant progress toward transitioning to an all-electric public bus fleet to promote sustainable transportation.

The City has been a leader in protecting regional water quality for nearly 40 years through storm and wastewater
treatment facilities with Floridas first aluminum-sulfate treatment system opened at Lake Ella in 1986. In addition to
established stormwater treatment facilities and the award-winning TAPP program, outreach, education, and commercial
and industrial inspections through the Industrial Pretreatment and Aquifer Protection Programs have helped to prevent the
discharge of harmful chemicals and waste products into the ground and water/sewer systems. With a five-year investment
exceeding $161 million, the City has modernized its sewer and potable water systems to ensure service reliability and
promote resiliency. Finally, our state-of-the-art Water Quality Laboratory, opened in 2022, conducts over 30,000 analyses
annually to ensure our customers receive the highest quality water. The City has repeatedly been recognized at the state
and national levels for water quality excellence, laboratory performance, and the best-tasting water.

Tallahassees public infrastructure efforts also include investments in roadways for safety improvements and expansion of
accessibility, as well as enhancements to our public transit amenities. Alternative funding mechanisms, like a $550,000
award from the Florida Department of Transportation for safety improvements on Blair Stone Road and New Village
Avenue, reflect the intersection of the Citys commitment to resourceful fiscal stewardship and enhancing our network of
roads, bike lanes, and sidewalks. Additional transit network accomplishments include the FAMU Way and Weems Road
extensions and Greenways Master Plan connection projects.

Efforts to ensure accessible and equitable public transit included co-locating the Greyhound station with StarMetro at C.
K. Steele Plaza, breaking ground on the Southside Transit Center, supplying 122,385 rides to K-12 students, and securing
over $98 million from the Federal Transit Administration for electric buses and related infrastructure. These
accomplishments underscore Tallahassees dedication to fostering a resilient, connected, and sustainable community.

In transitioning to the new Five-Year Strategic Plan, the City is committed to maintaining our nationally competitive
service apparatus and fulfilling ongoing initiatives like the clean energy transition, opening the Southside Transit Center,
and pursuing additional multi-modal connectivity improvements. New metrics for success include implementing
connected and autonomous vehicle-ready traffic signals, construction of electric charging infrastructure to support the
Citys shift to an all-electric fleet, and additional investments in our utility systems.

Public Safety

The City maintains an interdisciplinary approach to ensuring public safety. By blending and leveraging a range of
community partnerships and preparedness initiatives, state-of-the-art technology, and the highest standards for our first
responders, the City is reinforcing Tallahassees posture as a safe, resilient, and inclusive community. Additionally,
strategic investments in community wellness, including $700,000 for the Tallahassee Emergency Assessment Mobile
(TEAM) unit to address non-violent mental health crises and over $11.7 million through the Community Human Service
Partnership, have connected residents to critical resources and enhanced overall well-being.
Partnerships with community leaders to promote preparedness measures and with faith centers to serve as staging and
recovery sites have significantly expanded the Citys emergency preparedness reach. Through these relationships, faith
centers agree to assist in various post-storm efforts, including hosting and providing community meals, using facilities for
comfort stations, volunteer coordination, and other outreach efforts. Other community engagement efforts that the City
continues to champion include active shooter training seminars for community organizations and hurricane preparedness
workshops, empowering citizens to stay resilient in emergencies, and public awareness campaigns promoting crime
prevention and community vigilance.
Throughout the initial Strategic Plan period, City first responder organizations have coordinated and participated in over
2,900 hours of emergency preparedness exercises, enhancing critical incident readiness for over 700 responders, partners,
and stakeholders. Annual interdisciplinary tabletop exercises have enhanced response consistency, effective resource
allocation, and stronger coordination across police, fire, emergency medical services, utility responders, and our state and
federal partners. Additional advanced training in fields like Urban Search and Rescue, cybersecurity and cryptocurrency
investigations, hazardous materials exposure, critical infrastructure interdependencies, and community reunification
ensure our emergency responders are always ready to meet the communitys needs during any disaster. Looking forward,
the City will continue to build upon our successes and adapt to each new scenario, leading the way through partnership,
preparedness, and advanced technology.
Champions of Public Safety
The City has developed a proactive and comprehensive approach to preventing, deterring, detecting, and responding to
criminal activity in Tallahassee. Because criminal activity is often predicated on underlying unmet socioeconomic needs
and because offenders do not abide by jurisdictional bounds, the Tallahassee Police Department (TPD) maintains strong
partnerships with other City departments and with neighboring jurisdictions to enhance public safety. The resounding
success of these efforts is reflected in various metrics, including a 15.5% decrease in Tallahassees violent crime rate (
includes homicide, manslaughter, aggravated assault, forcible sex offenses, and robbery) between FY2023 and FY2024,
exceeding our previous strategic plan goal.

Our comprehensive approach to ensuring a safe Tallahassee is comprised of community-based programs to address root
causes of crime and foster stronger relationships with law enforcement; outreach and engagement initiatives with
residents and businesses to increase awareness and lead generation; and integration of technical solutions to best leverage
the resources at our disposal.

For sustained success in the years to come, TPD aims to continue building on the most important factor in addressing
public safety by increasing the number of sworn officers per capita by 5%, or 20 officers. Through dynamic recruiting
strategies in Tallahassee and other areas of Florida and the country, TPD hired 39 sworn officers in 2024 and anticipates
the powerful draw to our community to continue. As new officers and more seasoned transfers join TPDs ranks, current
training and development standards will continue to be met and exceeded, demonstrating the Citys commitment to
excellence in the delivery of this public service. As our operations and budgetary needs continuously develop, TPD
maintains a dedication to fiscal responsibility for taxpayer dollars by securing grants and alternative funding sources.
TPDs Community Relations Unit (CRU) attends over 600 events, activities, meetings, programs, and presentations
annually, creating countless opportunities for positive interactions between the community and the police. These
engagements also foster dialogue about the communitys needs, which the CRU can bring back to TPD and the City to
inform programs and policies moving forward.

With a focus on the communitys youth, Housing and Community Resilience, TPD, and other departments facilitate the
Tallahassee Engaged in Meaningful Productivity for Opportunity (TEMPO) and Tallahassee Future Leaders Academy
(TFLA) programs to promote education, job skills, and long-term career opportunities.

As part of the Citys wrap-around public safety apparatus, the TEAM Unit integrates licensed mental health professionals
with Crisis Intervention Team (CIT) officers to ensure individuals experiencing mental health crises and substance abuse
disorders receive immediate, compassionate care. With more than 2,300 responses in FY24, the TEAM Units positive
impacts are immediate, reducing strain on first responders and unnecessary justice system involvement and facilitating
lasting care for vulnerable community members by increasing the likelihood of stabilization and follow-up care by
trained professionals.

To build on the momentum, TPD will continue partnering with local organizations, schools, and healthcare providers to
increase awareness of the TEAM Units services and its availability to handle behavioral health crises. TPD will expand
the TEAM Unit by recruiting additional CIT-trained officers and collaborating with mental health professionals to
increase coverage hours and improve response times. With these and other enhancements in place, TPD aims to reach
2,500 TEAM responses annually, strengthening community safety, enhancing public trust, and optimizing resource
allocation.

Law enforcement can tap into valuable resources, information, and community insights by working with local
organizations, schools, and faith-based groups. Outreach and engagement initiatives have been quite helpful in raising
awareness of simple personal safety measures that improve overall public safety. The Lock It or Lose It campaign has
contributed to a 33% decrease in vehicle burglaries, minimizing victimization in our community and the potential a
vailability of illicit firearms to violent offenders, thereby improving public safety.

Outreach programs like the Neighborhood Public Safety Initiative (NPSI) emphasize participation in crime prevention,
education, and volunteerism, promoting neighborhood empowerment. Other programs like Crime Watch Groups, Rape
Aggression and Defense (RAD) training, and active shooter training seminars ensure they promote community
partnerships to ensure a more connected and responsive public safety network that is prepared to respond effectively
under extreme stress.

To best leverage the community partnership and available resources, TPD continues to integrate cutting-edge technical
solutions like automatic speed detection tools in school zones to enhance pedestrian safety and decrease the strain on
patrol and advanced data analytics and predictive policing tools to enhance decision-making and deploy resources
strategically. In a rapidly changing world, investing in technology ensures that Tallahassees public safety infrastructure
remains effective, responsive, and capable of meeting the challenges of modern crime.

As the only locally operated National Integrated Ballistic Information Network (NIBIN) site in the region, TPD has a
unique opportunity to collect, process, and analyze ballistic evidence submissions from area law enforcement to aid in
solving and connecting gun crimes. Connections generated through NIBIN help law enforcement to identify obscure
patterns and connections across offenses, disrupting the cycle of gun violence by allowing officers to target known
offenders and criminal groups. As officers work to expand the number of submissions to and subsequent leads generated
from NIBIN, the City seeks to reaffirm partnerships via dedicated personnel and add an additional sworn member and
analyst to TPD dedicated to developing and investigating leads.

At the intersection of technical solutions and partnerships with the community and neighboring agencies are additional
innovations facilitating the prevention, detection, and solving of a range of criminal activity. One such innovation is the
expansive network of surveillance cameras and license plate reader (LPR) technology at TPDs fingertips. Camera-sharing
partnerships have also expanded to home and business owners in the community who wish to share their footage with law
enforcement to support incident response and enhance the ability to protect public safety. Analysts at the Capital Region
Real Time Crime Center (CR-RTCC) actively monitor LPR hits on stolen and known suspect vehicles and convey this
information to patrol officers in real-time, enabling a quick response and interception. The real-time data and improved
coordination capacity these networks provide foster stronger partnerships, build trust in the community, and create a safer
and more connected Tallahassee.

Public Trust

The Citys dedication to transparency and public information access is clear in our presence across several online
platforms. With over 11 million page views annually, TalGov.com is the main lens through which residents can explore
information and stay updated on City business items such as budgetary meetings, registered lobbyist and city vendor
research, community events, and more. To ensure inclusivity and accessibility, City policymaking and business actions
are conducted in public meetings and workshops, streamed on social media on the TalGov site, WCOT, to ensure
inclusivity and accessibility.

Additional digital outreach to the community includes timely Strategic Plan updates to the public dashboard to keep
residents informed of progress toward strategic targets and initiatives and annual Year in Review publications
highlighting the Citys successes. Several City departments have constant engagement with residents and customers,
allowing us to leverage relationships with neighborhood and community groups to amplify the reach of engagement
opportunities, allowing residents a hand in projects like the Neighborhood First Plan and Southside Action Plan, which
directly impact their neighborhoods.
The City is dedicated to maintaining high public trust by prioritizing public awareness, understanding of, and engagement
in initiatives, services, and programs through targeted campaigns and engagement initiatives. Additionally, the City is
committed to maintaining 100% employee compliance in ethics training and ensuring all financial reporting is timely and
accurate, reassuring the communitys faith in our organization.

Quality of Life

As some of Tallahassees most valued resources, parks, greenways, trails, and recreational facilities have been home to
several accomplishments in recent years and are slated for even more exciting plans in the future. The City has
significantly invested in expanding recreational opportunities, including opening the Golden Aster Trail, ensuring
comfort and energy efficiency at community centers by upgrading HVAC units, and opening the milestone 100th City P
ark. The Citys collaborative partnership with Blueprint has also enriched Tallahassee, supporting more than 70 miles of
Greenway Master Plan Projects in various completion stages, increasing non-vehicular access to neighborhoods, parks,
schools, shopping, and work destinations for citizens and visitors alike.

In planning for the future, the City also endeavors to commemorate Tallahassees history and those who helped create our
vibrant and inclusive community. In 2021, the City completed the Downtown Heritage Trail, highlighting key historic
and memorial places such as the Civil Rights Heritage Walk, the Knott House Museum, and the Old City Cemetery.
Additional efforts to preserve neighborhoods cultural and historical components included several neighborhood entry
signage and placemaking projects, the installation of Alisha Lewis's sculpture on the FAMU Way History and Culture
Trail, and the unveiling of markers to honor icons like Althea Gibson and Jake Gaither.

The Citys continued dedication to enhancing livability and preserving neighborhood character through expansive parks,
recreational facilities, and cultural events is clear with the anticipated opening of the Citys 101st park and the second
Senior Center and the groundbreaking for Market District Park in early 2025. In the coming years, the City is committed
to organizing and supporting diverse cultural events like the Senior Games, Chain of Parks Art Festival, and Springtime
Tallahassee, fostering community spirit and engagement. The City also seeks to build on previously exceeded urban
sustainability goals by earning a 35th consecutive Tree City USA designation and doubling our tree planting goal to
5,000. Looking beyond the next five years, the City is dedicated to a dynamic approach to ensure that Tallahassee is a
welcoming, enjoyable, inclusive, and sustainable community for our residents and visitors.

Celebrating 100 Parks

The City is committed to enhancing the quality of life for its residents by providing accessible green spaces for recreation
and community engagement. Parks offer a variety of benefits, from improving physical health through activities like
walking, jogging, or sports to boosting mental well-being by offering a peaceful retreat from the demands of urban life.
Parks play a critical role in promoting a sense of belonging and civic pride, creating places where people of all ages and
backgrounds can come together and connect with their neighbors.

One of the targets of the Citys inaugural Strategic Plan was to increase the number of parks from 88 to 100 parks within
the city limits. This was no small feat. Increasing the number of parks across our citys footprint provides more
accessibility to green spaces and promotes an active, healthy lifestyle for our community. The 12 parks listed below
represent the count from the last five years:

89 Cascades Overlook Park

90 Bond Linear Park

91 - The Parkview at Cascades

92 -Bragg Drive Nature Preserve

93 - Doomar Drive Nature Preserve

94 - FAMU Way Skate Park

95 - Mabry Park

96 - Debbie Lightsey Nature Preserve

97 - Senior Center Canopy

98 - FAMU Way Dog Park

99 - Griffin Heights Park

100 Paradise Park Disc Golf Course

The 100 parks make up nearly 4000 acres of City property and over 70 miles of trails. Tallahassee ranks among the top
with our vast number of parks compared to cities of comparable size and population density. Tallahassee has over 6 times
the park acreage of comparable Florida cities like Gainesville and boasts 40% more city parks than comparable cities like
Jackson, MS, and Little Rock, Arkansas. Tallahassee has 48% more parks and 4.5 times more park acreage than Pompano
Beach, FL, 68% more parks than Daytona Beach, Florida, and 44% more parks than West Palm Beach, Florida. When
compared to Denver, CO, a city world-renowned for its outdoor recreation opportunities and greenspaces, Tallahassee
has 26% more parks per capita. This data highlights the tremendous value of our parks system and its potential to enrich
our community.

With the addition of these parks, 92% of residents now live within a 10-minute walk to a park or green space. This
achievement highlights the Citys dedication to creating accessible green spaces and underscores the value of investing in
public amenities that support health, well-being, and community connection. With this expansion, the City has made
significant strides in ensuring that every neighborhood has access to outdoor spaces for exercising, socializing, and
relaxation, while also promoting a more vibrant and sustainable urban environment. The City will continue to add parks
and has multiple parks planned for the coming years. Its goal is to provide 100% of City residents access to a park or
green space within a 10-minute walk from their home. The City continues to add parks to enhance the number and variety
of recreational amenities available to the community. Some of the parks that are currently underway include:

Orange Avenue Stormwater Pond Park This project will feature walking and running trails, enhancing the area
with aesthetic beauty and vital stormwater management improvements. Other amenities, such as playgrounds and
fitness equipment, will also be available to park attendants. This park showcases the Blueprint Intergovernmental
Agency's innovative approach to designing functional, environmentally conscious park spaces seamlessly integrating
stormwater solutions.

Welaunee Greenway - The Welaunee Greenway is a part of Blueprints Northeast Gateway project located South of
I-10 and north of Miccosukee Rd just east of Capital Circle NE. This project includes the construction of a new
roadway, Welaunee Boulevard, North from Fleischmann Road to Roberts Road. In alignment with this project, a new
greenway will be constructed with connections to the Miccosukee Greenway, expanding the Miccosukee trail system
and adding additional access points for improved connectivity. Residents will soon be able to walk, bike, and explore
even more of our communitys beautiful greenway trails.
Market District Park This transformative initiative is designed to enhance the Market District Area, reflecting
Blueprint's dedication to creating spaces that beautify the community while prioritizing recreation, pedestrian
safety, and a vibrant, connected environment for years to come. The park will offer a variety of recreational
amenities, including walking and biking paths, pickleball courts, and children's play areas, alongside significant
improvements to sidewalks and streetscapes. Residents will benefit from upgraded intersections, enhanced
connectivity between public spaces and commercial hubs, and crucial upgrades to the City's stormwater system.
This project exemplifies Blueprints successful approach to placemaking, fostering both functional and
aesthetically pleasing spaces throughout the City.
Tish Byrd House and Community Gardens Located in the Frenchtown community, the Tish Byrd House and
Community Gardens will be rehabilitated for community benefit as a part of the Frenchtown Neighborhood First
Plan. The house will hold office space for Neighborhood Affairs staff and be available for use by the Frenchtown
neighborhood for small meetings. The property also encompasses a garden area, which will be open for public use
and can be reserved for private events. This addition to the Parks system will successfully rehabilitate a significant
and historic property in the Frenchtown Neighborhood, demonstrating the Citys commitment to preserving its
unique character and livability.
2025-2029 Priorities and Objectives

With the closeout of the initial Strategic Plan, the City looks to the future and the ambitious vision outlined in the 2025-
2029 Strategic Plan for Tallahassee as a creative capital city, emphasizing vibrant neighborhoods, innovative economic
opportunities, environmental stewardship, and preservation of our communitys unique character. A cornerstone of this
plan is the commitment to measurable progress and transparent governance. By tracking performance on defined targets,
the City will ensure accountability and provide residents with clear insights into progress toward strategic objectives. This
approach fosters a culture of continuous improvement, enabling Tallahassee to adapt to changing circumstances while
remaining focused on its long-term vision.

Below are the Priority Areas and Objectives that will guide the City in addressing key opportunities to advance our status
as a competitive, inclusive, and dynamic leader in the delivery of public service. A comprehensive list of the Citys 2025-
2029 Strategic Plan Targets and Initiatives grouped by Priority Area and Objective may be found in Attachment #1 and
on the new Strategic Plan Dashboard.

Economic Development

Objective 1.1: Enhance and Modernize Infrastructure for Growth

To support Tallahassees growth, the city is making significant investments in key infrastructure. A $150 million
investment in the wastewater system is crucial to support projected population growth, upgrade outdated system sections,
and maintain environmental integrity. Additionally, a $30 million investment goal for stormwater enhancements will
improve water quality and reduce flooding. Other initiatives include the remediation, assessment, or redevelopment of 25
brownfield properties, the annexation of 50 properties into the city, and the installation of 500 electric vehicle charging
stations in customers homes. These efforts will modernize the citys infrastructure, attract new residents and businesses,
and position Tallahassee as a sustainable and competitive regional hub.

Objective 1.2: Drive Economic Diversification and Growth

Tallahassee aims to diversify its economy by attracting and expanding industries that create jobs, raise household
incomes, and enhance exports. The city targets the creation of 3,000 new jobs annually and seeks to grow household
income at a rate higher than the state average. The goal is to generate $300 million in annual exports and permit 10
million square feet of new commercial space. A special focus will be placed on the Southside, where the goal of 200 new
commercial permits will support local growth. Additionally, comprehensive marketing initiatives will promote the citys
high quality of life, business opportunities, and economic advantages to attract new businesses and residents.

Objective 1.3: Boost Tallahassee International Airport's Economic Impact

The city is working to enhance Tallahassee International Airports economic impact to $1.25 billion dollars annually.
Targets include increasing passenger traffic of 1.25 million annually and handling 23 million pounds of cargo annually.
The city also aims to lease 100 additional acres of land near the airport and invest a target of $50 million towards
infrastructure improvements. Efforts will include securing a new cargo carrier and establishing a fully operational Foreign
Trade Zone to further enhance the airports role in regional economic development.

Objective 1.4: Stimulate New Residential Development

To support growth, Tallahassee aims to streamline the process for new home construction, targeting an average permit
processing time of 3.5 days. The city strives to add 5,000 new residential units within its limits, with a particular
emphasis on increasing residential development in the Southside by 1,000 units. These efforts will be guided by smart
growth principles to ensure efficient land use, walkable neighborhoods, and access to amenities, creating a more vibrant
and sustainable city for residents.

Impact on Poverty

Objective 2.1: Support Education, Training, and Job Readiness for Target Populations

The city is working to provide education, training, and job readiness programs that empower residents to achieve long-
term success. Key initiatives include ensuring that 70% of participants in the Tallahassee Future Leaders Academy
(TFLA) progress to higher education, trade schools, certification programs, or military service over a five-year period.
The city will also continue offering free bus passes to K-12 students to support access to education. Efforts will be made
to strengthen partnerships with community reentry programs to assist individuals transitioning back into the workforce
while promoting the Citys Explorer Program and Junior Cadet Program to foster youth development and career readiness.

Objective 2.2: Increase Housing Affordability through New Construction and Home Rehabilitation

To address housing affordability, Tallahassee is focused on both improving existing homes and facilitating the
development of new housing. The city aims to assist 6,000 homes annually through energy efficiency grants, audits, and
rebates, helping to reduce housing costs for homeowners. In addition, 425 homes are targeted for repair, rehabilitation, or
reconstruction over the next 5 years, with a focus on revitalizing the Southside through the improvement of 30 homes and
businesses. The city will also provide 125 down payment assistance grants to help residents achieve homeownership. To
further support housing development, efforts will be made to streamline permitting and zoning processes, expediting the
construction of new single-family and multi-family housing units.

Organizational Effectiveness

Objective 3.1: Attract, Develop, and Support the Best Talent

Tallahassee is focused on building a highly effective and diverse workforce that reflects the communitys demographics.
Key initiatives include reducing employee turnover to no more than 6.5% and improving recruitment processes to
accelerate the hiring timeline. The city also aims to modernize its professional development program to better align with
business needs and provide a healthy, engaged workforce. Additionally, the city will prioritize diversity and inclusion to
ensure a workforce that is representative of the community, creating an environment that attracts top talent.

Objective 3.2: Leverage Technology and Process Improvements for Efficient Service Delivery
The city is committed to using technology and process improvements to enhance the convenience and efficiency of
services. Targets include increasing the percentage of digital payments to 85%, reducing energy consumption in
municipal buildings by 5%, and ensuring a 95% availability rate for the Citys fleet of vehicles. The city will also focus on
improving operational efficiency across all departments and enhancing cybersecurity to safeguard city data and systems,
ensuring faster, more reliable services for residents and businesses.

Objective 3.3: Maintain the Citys Strong Financial Standing and Fiscal Stewardship Practices

Maintaining sound financial practices is a cornerstone of Tallahassee's approach to leadership. Over the next five years,
the city aims to fund 90% of its general employee pension and secure $250 million in grant funding. The city also seeks
to increase the percentage of contracts awarded to local and diverse suppliers by 5%, supporting economic growth within
the community. To ensure transparency and accountability, the city targets an "Outstanding" rating for 60% of its budget
documents from the Government Financial Officers Association (GFOA). Additionally, the city will work to maximize
vehicle and equipment utilization, maintain a fully funded deficiency fund, and uphold a top-tier municipal bond rating.
Strategic engagement in legislative affairs will also be a priority to secure state and federal funding.

Public Infrastructure

Objective 4.1: Be a Leader in Utility Service Delivery

The City aims to provide reliable and affordable utility services while investing in critical infrastructure upgrades. The
city targets keeping electric and gas utility bills at or below the statewide average and maintaining a high utility customer
satisfaction rating of 90%. Key initiatives include targeted investments of $100 million in sewer collection system
enhancements, $600 million in infrastructure improvements within the Southside Action Plan area, and reducing
customer outage response times for electric and gas issues to under 40 and 30 minutes, respectively. The city also aims
for 99% utility service availability for customers and plans to expand its power-generating capacity to support clean
energy goals.

Objective 4.2: Be a Leader in Environmental Stewardship

The City is focused on increasing its environmental sustainability through renewable energy and resource conservation
initiatives. Over the next five years, the city targets adding 120 MW of renewable energy to its system and increasing the
percentage of electric, hybrid, and CNG vehicles within the Citys fleet to 66%. Other key environmental goals include
reducing community-wide energy consumption by 5%, increasing recycling participation to 75%, and addressing 550
high-risk trees annually. The city plans to offset the 550 high-risk trees by planting 5000 trees over the next 5 years. The
city will also continue its efforts to reduce nutrient discharges from the stormwater system and construct electric charging
infrastructure to support an all-electric fleet.

Objective 4.3: Ensure Safe and Clean Drinking Water

The city is committed to maintaining safe, clean drinking water through ongoing investment and system maintenance.
The City targets investments of $75 million for enhancements and maintenance of the potable water system, ensuring
best-in-class drinking water quality. Additionally, the city will secure funding to continue the TAPP (Think About
Personal Pollution) program to educate the community on at-home best practices to keep the community pollution-free.

Objective 4.4: Enhance the City's Network of Roads, Bike Lanes, and Sidewalks

Tallahassee is focused on improving its transportation infrastructure to ensure safe and accessible mobility for all
residents. The city aims to maintain 70% of City-maintained roads in "Good" or better condition and to inspect 100% of
its sidewalk network annually. Efforts will also be made to improve transportation safety, ensuring the infrastructure
supports a growing, connected community.

Objective 4.5: Ensure Public Transit Is Accessible, Efficient, and Equitable

The city is working to enhance its public transit system to provide accessible, efficient, and equitable services for all. Key
goals include achieving 85% on-time transit performance and completing construction of the Southside Transit Center.
Additionally, the city aims to make 25% of its City-owned traffic signals ready for connected and automated vehicles and
will continue to enhance public transit amenities to improve rider experience and accessibility.

Public Safety

Objective 5.1: Implement Proactive Community-Based Solutions to Enhance Public Safety

The City is focused on building strong community partnerships to enhance public safety. Key initiatives include
increasing participation in neighborhood watch programs to 45 neighborhoods and expanding the use of license plate
readers (LPR) and camera technology, with 500 neighborhoods, apartment complexes, and businesses sharing their data
with public safety partners. The city will also increase public education efforts to improve safety, targeting 275 activities
annually. Additionally, ongoing training in community-oriented policing, de-escalation, and fair and impartial policing
will be provided to officers to strengthen their connection with the community.

Objective 5.2: Prevent Crime Through Effective Policing and Public Awareness Campaigns

The city is dedicated to reducing crime through effective policing strategies and public awareness campaigns. Efforts to
reduce vehicle burglaries and the number of stolen firearms will focus on crime prevention and strengthening community
partnerships, with a target of a 15% reduction. Violent crime will be reduced through collaboration with community
leaders and law enforcement agencies, aiming for a 10% reduction. The city will also focus on increasing the number of
calls directed to the TEAM unit, targeting 2,500 annually, and improving the clearance rate for homicides to exceed the
state average. Additionally, Tallahassee will enhance its use of the National Integrated Ballistic Information Network
(NIBIN) to generate more leads.

Objective 5.3: Enhance Training and Readiness of Public Safety Employees

Ensuring public safety employees are well-trained and prepared is a priority for the City. The city plans to increase the
number of sworn officers per capita by 5%, adding about 20 new officers. Officers will receive a minimum of 30 hours of
training annually, and firefighters will complete 600 hours of emergency preparedness training each year to ensure they
are ready to respond to emergencies effectively.

Objective 5.4: Provide State-of-the-Art Technology and Facilities to Support Public Safety Initiatives

The city is investing in advanced technology and facilities to improve public safety operations. Key targets include
expanding the use of automatic speed detection systems in 20 school zones and recovering 600 stolen vehicles by
leveraging license plate readers. The city is also on track to complete the construction of a new Public Safety Complex,
which will enhance capabilities to detect and respond to criminal activity proactively. The utilization of Unmanned Aerial
Systems (UAS) technology will also be increased to enhance surveillance and public safety efforts.

Objective 5.5: Enhance Community Preparedness Initiatives

Community preparedness is central to Tallahassees public safety strategy. The city will host disaster preparedness events,
with a target of 700 attendees annually, and will work to ensure that 25 neighborhoods have disaster preparedness (PREP)
plans in place or under development. The city will also provide 25 active shooter training seminars annually and facilitate
three preparedness exercises for response and recovery partners. Fire prevention and suppression efforts will target a 10%
reduction in structure fires. To lower insurance costs for homes and businesses, Tallahassee aims to achieve an ISO rating
of 80.00 or higher (Class 2). Additionally, the city will identify faith centers and resilience hubs to serve as recovery
staging sites in an emergency.

Public Trust

Objective 6.1: Infuse Ethical Practices into Daily Operations

The City is committed to maintaining the highest standards of ethics in all aspects of its operations. The city will ensure
100% compliance with annual employee ethics training, reinforcing the importance of ethical conduct across the
workforce. Additionally, all elected and appointed officials will be required to submit financial disclosures to the State of
Florida, with a goal of 100% compliance. The city also aims to ensure that financial reports are always accurate, timely,
and in full compliance with relevant accounting standards, reinforcing public confidence in the integrity of city operations.

Objective 6.2: Enhance Citizens Access to City Government Operations and Public Meetings

Transparency and communication with residents are key priorities for the City. To keep citizens informed, the city will
produce and distribute a Year in Review highlighting progress toward achieving the goals of the Strategic Plan, drawing
data from the citys online dashboard. Regular updates on progress toward these goals will be provided, ensuring ongoing
accountability. The city will also continue to share data with local law enforcement partners and focus on raising public
awareness of city services, programs, and initiatives through targeted communication campaigns. Tallahassee will target
enhancements in its digital presence by utilizing online platforms, including websites and social media, to make
information easily accessible to all residents. Additionally, the city will work closely with community groups and local
organizations to amplify engagement opportunities, ensuring that the voices of all residents are heard and their concerns
addressed.

Quality of Life

Objective 7.1: Maintain a Safe, Accessible, Well-Maintained Network of Parks, Recreational Facilities, Greenways,
and Trails

Tallahassee is committed to providing access to parks and recreational facilities for all residents to ensure that 100% of
residents live within a 10-minute walk to a park or open space. The city aims to engage 645,000 participants annually in
its Parks and Recreation programs. To support environmental sustainability and beautification, Tallahassee aims to plant
5,000 new trees and continue to implement the Greenways Master Plan to expand trails and green spaces. The
construction of a second Senior Center will be completed in the next five years, expanding service offerings for seniors.
The city will also leverage grants and federal funding to repair and renovate existing parks and facilities, enhancing their
accessibility and quality for the community.

Objective 7.2: Enhance Livability and Preserve the Unique Characteristics of Neighborhoods

Tallahassee is focused on enhancing neighborhood livability and preserving the unique character of each community.
This includes ensuring that 285 neighborhoods have updated contact information, with a special focus on updating
information for 50 neighborhoods in the Southside area. To beautify neighborhoods, the city aims to complete 10 annual
beautification projects in the Southside and add 5,000 linear feet of new sidewalk infrastructure each year. The city will
continue its efforts to maintain a 90% rate of voluntary compliance by property owners for code violations and seeks to
celebrate its 35th consecutive year of Tree City USA status. Additionally, the city will facilitate citizen-led improvement
projects in the Southside and support neighborhood entry signage and placemaking initiatives to enhance community
identity and pride further.

Objective 7.3: Keep Residents and Visitors Informed About Events and Attractions in Tallahassee

The City is committed to promoting its cultural events, festivals, and attractions to residents and visitors. The city will
work to increase attendance at the Riley House, targeting a 35% increase in visitors. It also seeks to grow participation in
the Senior Games by 5% and continue promoting attendance at City-organized festivals and cultural events year over
year. Partnerships with local schools and colleges are sought to promote golf as a recreational and educational activity
over the next five years. The city will produce creative content to spotlight its festivals and cultural events, ensuring that
residents and visitors are informed about Tallahassee's diverse range of activities.

Southside Action Plan

As a stand-alone with components incorporated throughout the 2025-2029 Strategic Plan, the Southside Action Plan
focuses on investing in and revitalizing the historically underserved Southside Tallahassee. Several of the Strategic Plans
key targets and initiatives are dedicated to improving infrastructure, housing, economic development, and overall quality
of life for Southside residents. Over the next five years, the City seeks to issue 200 new commercial permits and add 1000
new residential units in the area. The City also aims to hit a significant target of $600 million invested in infrastructure
upgrades, including the Southside Triangle Water and Sewer Project. In addition to these efforts, the City is committed to
completing 10 community beautification projects annually and supporting citizen-led improvements throughout the
Southside. Another key goal is to enhance at least 30 homes and businesses each year through City programs. These
measurable targets represent just a portion of the broader objectives outlined in the Southside Action Plan but reflect the
overall aspirations for Southside residents and business owners.

Through these focused objectives and initiatives, the City has established a comprehensive framework to enhance the
quality of life for all residents. By prioritizing accessible public spaces, fostering community engagement, and promoting
cultural vibrancy, the plan outlines a clear path toward building a connected, sustainable, and thriving Tallahassee. These
efforts are designed to create a dynamic, inclusive environment where every resident can access opportunities for growth,
well-being, and active participation.

Disaster Response and Recovery

The City of Tallahassee continues to set the standard for storm preparedness, response, and recovery, demonstrating
operational excellence and resilience in the face of severe weather events. Through proactive planning, coordinated
efforts across departments, and strategic resource deployment, the City ensures swift recovery following storms,
minimizing disruptions to residents and businesses. Recent storms, including the May 10, 2024, tornadoes and Hurricanes
Debby and Helene, highlight the Citys ability to restore essential services quickly and efficiently.

Before a storm makes landfall, the City activates a comprehensive and dynamic preparation plan to ensure immediate
response readiness. Resident preparedness efforts include sandbag sites across the community, with delivery prioritized
for elderly, disabled, and otherwise vulnerable residents, and multi-platform public information campaigns to ensure
residents receive timely updates and access to storm-related resources. Mutual aid agreements are pre-activated,
providing additional crews and equipment for electric and other utility restoration needs. Finally, essential City services
are fortified by topping off fuel supplies for generators at City facilities and critical infrastructure, including traffic
signals, pump and lift stations, fire station wells, and electric vehicle charging stations.

Until conditions are too severe for operations, and immediately following the storms passing, City departments deploy
resources for efficient rapid response and recovery efforts. With power restoration as a top priority, the Citys Electric
Utility leverages mutual aid partnerships to repair damages to substations, power poles, and transmission lines with
efforts guided by maximum impact and expedience. Debris removal is often the most extensive and costly component of
recovery, with fallen trees and hazardous debris creating significant safety risks. Urban Forestry and Public Works crews
work tirelessly to reopen roadways, ensuring accessibility for emergency services and residents.

Facilitating safe and efficient traffic flows following storms is a critical response capability to ensure access to emergency
services and resident safety. To maintain traffic flow during power outages, the Tallahassee Area Traffic Management
System team ensures efficient resource deployment and minimizes disruptions to drivers by pre-staging generators at key
intersections and coordinating repairs to damaged signals. In addition to clearing debris and restoring infrastructure,
Housing and Community Resilience teams conduct rapid damage assessments across impacted neighborhoods to assess
structural damages, cataloging detailed information to help residents access recovery resources.

The financial impact of storms is substantial, often requiring significant upfront expenditures that strain the Citys
reserves. Over the past eight years, hurricanes, tornadoes, and the COVID-19 pandemic have cost the City $96.8 million.
While the Federal Emergency Management Agency (FEMA) provides reimbursement for up to 75% of eligible expenses
through its Public Assistance program, the process is slow and complex. Reimbursement can take years, as evidenced by
an eight-year delay in payments for Hurricane Hermine. FEMAs stringent documentation requirements necessitate
detailed logs, photographs, and timesheets for every recovery action. Once submitted, expenses are validated by FEMA
and the Florida Division of Emergency Management (FDEM) before funds are paid out.

The Citys proactive approach, grounded in strategic planning, strong interdepartmental coordination, and ongoing
investments in resilience, enables it to respond swiftly and effectively to the challenges of severe weather. This
commitment ensures the City recovers quickly and emerges stronger, setting a disaster preparedness and recovery
standard.

May 10th Tornadoes

On May 10th, the City endured the devastating impact of multiple EF-2 tornadoes, which caused catastrophic damage to
the electric grid, including over 500 broken poles and 325 damaged transformers, leaving over 80,000 customers, 66% of
the community, without power. The damage surpassed the combined impact of Hurricanes Hermine, Irma, and Michael,
with an estimated $50 million in damages and recovery costs. Despite these challenges, the City set a remarkable disaster
response and recovery standard. Within 48 hours, 91% of the electric grid was restored, showcasing the City's operational
efficiency, strategic planning, and dedication to community well-being. Within a few short days, debris management
crews cleared over 800,000 cubic yards from 301 blocked roads. In further support of residents and business owners, over
2,000 homes and structures were evaluated for structural damage and connection to recovery resources. Similarly, after
Hurricane Michael in 2018, debris crews removed 300 tons of curbside debris daily, highlighting the scalability of the
Citys response efforts.

Hurricane Debby

On August 5, Hurricane Debby made landfall as a Category 1 hurricane, bringing heavy rain and strong winds that caused
widespread power outages in the City. The storm downed trees, blocked roads, and damaged the electric grid, resulting in
over 35,000 power outages. However, with electric crews and mutual aid support working tirelessly, restoration crews r
esponded to 32,7268 customer outages and restored 99% of the Citys electric grid within 24 hours.

The City responded to 10,777 calls and Digitally tickets, ensuring residents received timely updates and assistance. Crews
cleared 35 blocked roads, quickly restoring access across the City. Despite temporary power losses, the wastewater
system remained fully operational, with crews actively managing flows to prevent disruptions. Within 24 hours of
landfall, TLH and StarMetro resumed operations.

Hurricane Helene

Hurricane Helene made landfall on September 26 as a Category 4 hurricane, bringing heavy and sustained winds and rain,
causing widespread infrastructure damage across the City. The storm caused significant electric grid failure, with 9
transmission lines, 6 substations, and 46 circuits knocked offline, leading to over 63,000 power outages, impacting 50%
of the community. The regional impact created competition for mutual aid resources, further complicating response
efforts. Crews worked tirelessly to clear 162 blocked roads and address 213 service requests for debris removal, ensuring
accessibility for emergency responders. Emergency call centers managed nearly 7,000 outage calls and 15,000 DigiTally
tickets, coordinating recovery efforts while addressing resident concerns. The City rapidly deployed mutual aid crews,
23,000 gallons of fuel, and essential generators, allowing 94% of power to be restored within 36 hours.

Meanwhile, 2,500 City employees dedicated over 40,000 hours to disaster response, reinforcing the Citys commitment to
swift recovery. Shelters accommodated displaced residents, including those with special needs, while coordination with
faith-based organizations and neighborhood leaders helped ensure community support. Despite the challenges, the Citys
strategic planning, robust emergency coordination, and pre-staged resources enabled a rapid and effective response,
underscoring the importance of infrastructure resilience and proactive disaster preparedness.

Discussion of Flooding and Flood Relief Efforts in the Jake Gaither Neighborhood Area
At the October 16, 2024, City Commission meeting, the Commission requested an update on flooding and flood relief
efforts in the Jake Gaither Neighborhood Area. This section provides a detailed update, including background
information on the citys stormwater management program and the efforts that have been undertaken to address flooding
concerns in the Jake Gaither Neighborhood Area. Staff has been engaged with Jake Gaither Neighborhood residents as
well as engineering consulting firm Jones Edmunds & Associates to better understand and address residents concerns as
well as what options are feasible to further mitigate flooding in the area.
The Stormwater Utility:
In 1986, Tallahassee established Floridas first Stormwater Utility to help manage the citys growing stormwater
challenges. The Stormwater Utility has two main objectives: to protect our community from negative impacts related to
flooding and to preserve the quality of our local surface water resources. Impacts from flooding are addressed through
two primary programs:
Field Operations and Maintenance of Drainage Infrastructure: One of the key functions of the Stormwater
Utility is maintaining and operating the citys existing drainage infrastructure. This includes clearing and repairing
stormwater drains, channels, and culverts to ensure they function properly during rainfall events. Routine
maintenance helps to prevent localized flooding by keeping drainage systems free from debris and obstructions.
Capital Improvement Projects to Reduce Flooding: The second program includes the planning and
implementation of capital improvement projects aimed at reducing the risk of flooding and minimizing flood
damage. These projects can involve the construction of new stormwater infrastructure, upgrades to existing systems,
or modifications to improve flood control and drainage capacity. These improvements are targeted at areas with a
history of flooding, flood damages, or where the potential for future flooding exists.
Stormwater Management Challenges in Tallahassee
Tallahassee faces stormwater flooding challenges due to its unique hydrological characteristics. The city has a
subtropical coastal climate, but unlike coastal communities, it features clayey soils and rolling topography, both of
which reduce water infiltration and increase runoff. When rainfall occurs, this combination of factors leads to more
water flowing over the surface rather than soaking into the ground, making the city particularly prone to flooding.
While flooding cannot be fully eliminated and it is infeasible to build stormwater management systems that can control
the most extreme storms, the City works to manage and mitigate flooding as much as possible. The Comprehensive
Plan establishes expected levels of service for various rainfall events, with the recognition that some level of flooding is
inevitable during particularly severe storms. As a result, the Citys stormwater management programs prioritize reducing
the flooding potential of structures.
Flooding in Tallahassee from large rainfall events typically occurs along four major drainage ditches: the West
Drainage Ditch, Central Drainage Ditch, East Drainage Ditch, and Northeast Drainage Ditch. These waterways were
originally Mosquito Control ditches, maintained by Leon County until the year 2000, and on the whole were not
intended to fully convey flood waters from large rainfall events. The ditches convey runoff from most rainfall events,
but during extreme events they can become overwhelmed, resulting in flooding in surrounding areas. One area most
prone to flooding is near the confluence of the West Drainage Ditch, Central Drainage Ditch, and East Drainage Ditch
into North Munson Slough. Flooding in this area can affect neighborhoods such as Weaver Circle, Liberty Park, Orange
Blossom Heights, Lee Manor (Creek Road), Silver Ridge Estates, Fairfax Estates, Jasmine Estates (Tropicaire St. and
Fleetwood St.), Limco Villa Estates, Park Villa, and University Park, many of which are part of the Jake Gaither
Neighborhood Association (JGNA).
Understanding Tallahassee's unique geography and hydrology helps the city focus on practical solutions for flood
mitigation that prioritize the protection of life and property.
Overview of Tallahassee's Flood Mitigation Programs:
Tallahassee's approach to managing stormwater and addressing flooding relies on a combination of preventive measures
and corrective actions. These measures are designed to manage both current and future flood risks, particularly as the city
experiences more intense rainfall events like the one that occurred on April 11, 2024. The Citys strategy consists of four
key components:
Regulation to Prevent New Flooding Problems (Growth Management Department): The City Growth
Management Department plays a pivotal role in preventing the emergence of new flooding issues. This is achieved
primarily through regulatory measures that guide urban development and land use. The department ensures that new
developments are designed with proper drainage systems to prevent localized flooding and that structures are built
with resilience to flooding. These regulations are especially crucial in flood-prone areas and help mitigate the risk of
exacerbating flooding issues within the city and help ensure no new flood problems are created.
Mitigating Existing Flooding Problems (Underground Utilities and Public Infrastructure Department): The
correction of current flooding issues is primarily handled by the Citys Underground Utilities and Public Infrastructure
Department. This department is responsible for planning and executing capital improvement projects that aim to
address existing flooding concerns. These projects involve upgrading or replacing undersized infrastructure, creating
regional stormwater facilities, improving drainage systems, and enhancing flood protection measures to reduce the
impacts of heavy rainfall.
Maintenance Public and Private: The Citys Drainage Operations Division maintains thousands of public drainage
structures and hundreds of stormwater management facilities across the city, which includes:
24 miles of major outfall ditches, including 21.24 miles of Mosquito Control Ditches
450 stormwater management facilities (i.e. ponds)
29,752 drainage structures (e.g., manholes, inlets, endwalls, etc.)
448 miles of enclosed pipe systems.
Major outfall ditches are inspected and maintained regularly, with hot spot" locations receiving more frequent
maintenance, as sediment is often deposited in these locations. Maintenance of private stormwater facilities is the
responsibility of the owner. The Growth Management Department and Environmental Services Department work
together to ensure that private stormwater ponds are maintained to function as permitted.
Flood Insurance (National Flood Insurance Program NFIP): Tallahassee participates in the National Flood
Insurance Program (NFIP), which offers flood insurance to property owners, renters, and businesses in participating
communities. Flood insurance is an important tool for mitigating financial damage caused by flooding. Even though
efforts are made to prevent and correct flooding issues, damage from severe weather events remains possible. Due to
the citys extensive Floodplain Management efforts, all city citizens automatically receive a 25% discount on flood
insurance premiums.
Rainfall Severity Magnitude of Storms
Storms vary in their volume (total inches of rainfall) and intensity of rainfall (inches of rain per hour) as well as their
duration. It is difficult to compare actual rainfall events because there are multiple parameters that affect the impact
resulting from any given storm, including antecedent conditions prior to the rainfall event. For regulatory and design
purposes, specific rainfall volumes, durations and frequencies have been tabulated and shown in Figure 1 below.
Frequently one will hear terms such as a "100-year storm" or "25-year return period." This does not mean that the storm
will not return for another 25 or 100 years. These terms refer to a probability that such a storm will occur or be exceeded
in any given year. The probability is the inverse of the return period. So, a 100-year storm has a 1/100 or 1% probability
of occurring or being exceeded each year. Similarly, a 25-year storm would have a 1/25 or 4% probability and a 5-year
storm, a 1/5 or 20% probability. Storm return frequency is plotted along the right-hand axis in Figure 1.

Figure 1 Design Rainfall Depths:

This concept is important in terms of understanding levels of service provided by the drainage system. For instance, on a
stormwater retrofit project the city attempts to provide a 25-year level of service along major open channels. By
comparison, a residential neighborhood underground storm drain system, which is necessarily more restricted, may only
provide a two to five-year level of service. The northern gulf coast region, which includes Tallahassee, is highly prone to
intense rainfall events making many areas in our community susceptible to flooding. This risk of flooding is not limited
to areas within mapped floodplains. During a series of storms in the early 2000s, 70% of the structures that suffered
interior water damage were not in the 100-year floodplain. Figure 2 below shows a graphical history of severe storms in
Tallahassee from 1958 through 2024. The estimated return frequency shown on the left-hand side (y-axis) corresponds to
the return period discussion above. While Tallahassees climatic conditions are favorable for severe rainfall events, the
occurrence of these events is highly variable and relatively infrequent. Also, it is important to note that lesser storms can
still cause flooding in sensitive, low-lying areas and/or closed basins.

Figure 2 Severe Storms in Leon County:

Since 1958 Tallahassee has experienced approximately 5,600 severe rainfall events, but only 15 had a return frequency
equal to or greater than a 25-year event. This highlights the unpredictable nature of these events and highlights the need
to prioritize the protection of life and structures when such events do occur.
Project Prioritization and Policy for Addressing Flood Damages
Given the inevitability of flooding, the Stormwater Utility has adopted a process for prioritizing implementation of capital
projects to mitigate flood damages called the Project Prioritization System (PPS). This process seeks to minimize flood
damages first to residential structures and second to businesses, followed by frequent and/or severe street and yard
flooding.
In 1994 the City Commission adopted Guidelines for Evaluating and Implementing Structure Acquisition for Flood
Control Projects (Attachment 4) that outlines project evaluation criteria and level of service goals. When evaluating
projects, the City attempts to provide flood control for 25-year storms. When such a level of services is not economically
or otherwise reasonable, lower levels of service are considered by exception. Lower levels of service are to be expected in
localized areas off the primary conveyances. In certain circumstances, the acquisition of flood prone properties is deemed
necessary and is often the most feasible alternative. Additionally, in some instances floodproofing is considered a viable,
cost-effective, permanent and practically implementable solution. It is important to note that neither acquisition nor
floodproofing alleviates flooding. Instead, these mitigation measures provide enhanced property protection and reduce
flood damages.
April 11, 2024, Severe Rainfall Event
On April 11, 2024, Tallahassee experienced a severe rainfall event, approximately equivalent to a 25-year storm (a 4%
chance of occurring each year). This event caused significant flooding across the city, with some areas reporting up to 14
inches of rain in a short period of time. The result was widespread localized flooding, including the inundation of 44
habitable structures (42 residences and 2 commercial/institutional buildings), along with flooded roadways and other
properties (see Attachment 5 for location of flooded structures).
Utilizing the above guidelines and strategies, the City has successfully implemented many projects in the Jake Gaither
Neighborhood, Silver Lake, and Creek Road areas resulting in zero reported occurrences of structural flooding during the
severe rainfall event that occurred on April 11, 2024, confirming the success of the Citys prior flood mitigation efforts.
These projects included capital improvements to the primary and secondary drainage systems, property acquisitions, and
flood proofing.
Jake Gaither Community Area Flooding
When discussing the flooding characteristics of a particular portion of our community or geographic area, it is critical to
accurately define the problem(s) and their origins. The Jake Gaither area has a long history of flooding, primarily due to
its low-lying topography, being located on the downstream end of a large drainage basin and in close proximity to
Munson Slough, which receives runoff from a 77-square mile watershed. The flood prone area around the Jake Gaither
golf course ranges in elevation from 30 to 39 feet, which is, on average approximately four feet lower than the mapped
flood elevation of 39 feet near North Munson Slough. Since the first Flood Insurance Rate Maps (FIRMs) were generated
for Leon County in 1976, this area has been mapped by FEMA as a Special Flood Hazard Area (flood zone). Accordingly
, much of the development in the area occurred in a known flood zone.
Hence, the Jake Gaither area has historically faced significant flooding challenges. The JGNA boundary (Figure 3) is
characterized by two distinct geographic and topographic regions: the area north of Bragg Drive, which lies at or above
elevation 40 feet, and the area south of Bragg Drive, which is at or below elevation 39 feet. This elevation difference
plays a critical role in understanding the reasons for flooding in the region.
Historically, the area north of Bragg Drive was highly flood-prone due to limitations in the capacity of the stormwater
management system. In contrast, the area south of Bragg Drive is influenced by the backwaters from the entire Lake Mu
nson drainage basin, which presents even greater challenges in flood management. These differences have led the city to
adopt two distinct approaches to addressing flooding on either side of Bragg Drive.
To mitigate flooding north of Bragg Drive, the city made improvements to the stormwater drainage system. These
enhancements have proven effective, as evidenced by the April 2024 rainfall event where no flooding north of Bragg
Drive occurred. However, flooding south of Bragg Drive is primarily caused by backwaters from Munson Slough, and
enhancing the stormwater system would provide little, if any, discernable flood relief. Instead, the city focused on
floodproofing and property acquisition to reduce flood damage and increase resilience in this area. Furthermore, most of
the flood zone area south of Bragg Drive is City-owned property (Silver Lake Park, Jake Gaither Municipal Golf Course,
vacant low-lying and/or wetland properties), which are well-suited for necessary floodplain storage during extreme rain
events.
The City has implemented nearly $24 million in multiple stormwater improvement projects within the East Drainage
Ditch (EDD) watershed, with $14.26 million directly invested in the Jake Gaither neighborhood and adjoining
subdivisions. Of the total $24 million, $9.74 million was invested upstream of the Jake Gaither area, significantly
reducing the amount of runoff flowing into the neighborhood, thereby helping to alleviate flooding. This investment
successfully eliminated flooding north of Bragg Drive and prevented flooding of all residential structures south of Bragg
Drive during the April 2024 rainfall event.

Figure 3 Jake Gaither Neighborhood Association Boundary:

Below is a summary of the investments made in todays dollars, which directly led to these positive results.Had it not been
for the Citys stormwater infrastructure improvements, property acquisitions (over 50 properties), and floodproofing
programs (which protected 4 homes), 56 homes and several additional vacant properties would have flooded during the
April 2024 rainfall event.

Community Requests
Following the April 2024 event, members of the community reached out to City staff and expressed a desire for additional
improvements within the Jake Gaither Neighborhood. In response to these requests staff have met with community
members through numerous and varied outreach efforts including dozens of individual meetings and discussions with
community leaders, multiple site visits, and a public meeting at the Jake Gaither Community Center. From those
interactions the following list of desired improvements was generated:
Expansion of Silver Lake to reduce flooding and improve aesthetics
Installation of a Fountain in Silver Lake
East Drainage Ditch Armoring south of Bragg Drive
Trash Removal
Increased Routine Maintenance
To address the Silver Lake Expansion request and trash removal concerns, the City commissioned the services of a
Florida based engineering consulting firm, Jones Edmunds & Associates. In 2022 and 2024 Jones Edmunds completed
two flood reduction studies and in 2024 completed a trash removal improvement analysis. A summary of these efforts
and the other community requests are summarized below.

Expansion of Silver Lake to Reduce Flooding and Improve Aesthetics:

Residents have requested dredging of Silver Lake and adjacent wetlands, believing it would address flooding issues and
restore recreational opportunities such as fishing. Silver Lake Park is a City of Tallahassee park that includes Silver Lake
(2.5 acres) near the downstream end of the East Drainage Ditch. Flooding along the lower East Drainage Ditch
historically impacted homes, streets, and recreational areas. In the 1990s, the City provided flood-damage relief through
acquiring flood-prone residential property and flood-proofing flood-prone residences. Although these flood-damage
mitigation measures significantly reduced residential damages, they did not reduce flooding. Since roadway and property
flooding still occur, some citizens have advocated that the City pursue excavating the area around Silver Lake to reduce
flooding. Similarly, some citizens have stated that the wetland area east of Silver Lake is filled with sediment and trash
and advocated that excavation of this area will also help to reduce flooding.

Historical aerial photography shows that a small portion of Silver Lake may have been filled, presumably as part of land
development in the area between 1954 and 1966. A study by Jones Edmunds was completed to evaluate the effectiveness
of the citizens suggestion to dredge this area to expand the current limits of Silver Lake, plus two additional alternatives
that evaluated the effectiveness of further expanding the Silver Lake dredging request.

Jones Edmunds used the Citywide Inundation Model to evaluate the feasibility of three alternatives to mitigate flooding
in the Silver Lake Park area. The Citywide Inundation Model is a planning-level model that simulates the extent of
inundation caused by storms. The planning-level model is sufficiently accurate to evaluate relative changes in flood stage
for a feasibility study. Jones Edmunds evaluated expanding Silver Lake as follows:

Alternative 1: Expand the north portion of Silver Lake that, based on historical imagery, was likely filled during land
development before 1966. This excavation would expand Silver Lake by 0.77 acres at an estimated cost of $720,000
to $1.17 million.
Alternative 2: Expand upon Alternative 1 and increase the extent of Silver Lake to include most of Silver Lake Park.
This dredging and excavation would expand Silver Lake by 18.95 acres, which is more than eight times larger than
the current extents at an estimated cost of $5.6 million to $9.19 million.
Alternative 3: Further expand the extent of Silver Lake to include the Alternative 2 area plus low-lying portions of
the Citys Jake Gaither Golf Course property but avoiding impacts to the fairways and greens. This dredging and
excavation would expand Silver Lake by a total of 54.38 acres, which is more than 22 times larger than the current
extents at an estimated cost of $20 million to $32.5 million.

Jones Edmunds found that while the alternatives may result in improved recreational opportunities, they lowered flood
stages only a few inches and did not result in any appreciable reduction in inundation extents, resulting in the same road
and yard inundation as presently occurs. Furthermore, environmental permits would be difficult to obtain due to the
significant impacts on the environmentally sensitive features, specifically wetlands. Additional details are available in the
attached report (Attachment1), Silver Lake Park Area Flood Reduction Feasibility Study.

Given the results of the first study staff took the initiative to conduct an additional study further downstream in an
unincorporated area of Leon County (Munson Slough) to determine whether opportunities existed beyond Tallahassees
City limits to mitigate flooding in the Silver Lake Park area.

North Munson Slough Flood Reduction:

To further assess flood reduction opportunities, Jones Edmunds performed a second study of the North Munson Slough
watershed. This study focused on flood mitigation alternatives in the unincorporated areas of Leon County, as all
practicable strategies had already been implemented in the incorporated areas. The study used a hydraulic model
calibrated to the April 2024 storm and evaluated three alternatives:

Alternative 1 aimed to enhance upstream detention in the Bradford Brook tributary but proved ineffective due to
mismatched timing of peak flood flows.

Alternatives 2 and 3 involved channel widening and floodplain expansion to North Munson Slough. These
alternatives offered flood reductions of 3.1 feet and 1.9 feet near Silver Lake, respectively. However, these
reductions did not substantially decrease flood extents, and significant yard and street flooding would still occur.
In the Liberty Park and McPherson Drive areas, predicted reductions were minimal, 0.3 feet for Alternative 2 and
0.2 feet for Alternative 3.
Both Alternatives 2 and 3 would also increase downstream flooding near Lake Munson and Cypress Lake,
ranging from 0.6 to 3.0 feet. Mitigating this increase would require acquiring flood rights or property ownership in
those areas, adding substantial costs to the projects.

Cost estimates for Alternatives 2 and 3 ranged from $35.2 million to $119.7 million, not including the potential costs for
acquiring flood rights or property around Lake Munson and Cypress Lake.
The study concluded that while Alternatives 2 and 3 offered reductions in flood stages, they would not meaningfully
reduce the flooding. The extent of road and property inundation would remain largely unchanged, and the proposed
solutions would worsen flooding downstream. The complete report titled, North Munson Slough Stormwater
Improvements, is included as Attachment 2.
Installation of a Fountain in Silver Lake
While the City has installed fountains in several locations within the City, they do not provide any flooding mitigation
and generally do not provide any other measurable environmental benefit. In addition, where they are currently installed,
they have proven to be difficult to maintain due impacts to the pumps from the normal constituents in urban stormwater.
However, staff will continue to explore the potential benefits of installing one as requested.
East Drainage Ditch Stabilization south of Bragg Drive
As previously mentioned, past flood mitigation efforts within the JGNA included stormwater system improvements along
the East Drainage Ditch north of Bragg Drive. These improvements included widening and armoring the ditch, improving
culverts and bridge crossings throughout this section of the ditch, and improving the stormwater collection and
conveyance systems in the adjoining neighborhoods. These improvements were effective in reducing historic flooding as
well as addressing severe erosion observed along this steeper section of ditch.
Following the April 2024 event, some members of the JGNA expressed a desire for improvements to the East Drainage
Ditch from Bragg Drive to Munson Slough and questioned why the City did not extend previous ditch improvements
further downstream to alleviate flooding, reduce erosion, and improve aesthetics.
Due to the physical characteristics of the East Drainage Ditch, further ditch improvements downstream of Bragg Drive
would not be effective in reducing flooding. As previously discussed, while flooding north of Bragg Drive was a result of
capacity constraints within the stormwater drainage system, flooding south of Bragg Drive is primarily caused by
backwaters from Munson Slough, and enhancing the stormwater system would provide little, if any, discernable flood
relief.
As a result, the city has implemented alternative flood damage reduction measures on properties south of Bragg Drive
through acquisition and floodproofing programs. This approach can be summarized as moving the water away from the
people, and where that is not possible, moving people away from the water.
Regarding erosion, staff conducted an aerial (drone) survey of the East Drainage Ditch from Munson Slough to Bragg
Drive. A copy of the drone footage was provided to neighborhood leaders. The survey revealed no evidence of significant
or severe erosion that would warrant lining the entire ditch. This is attributable to the relatively flat slope of the East
Drainage Ditch in this section and the backwater effect from Lake Munson, both of which slow the flow of water and
reduce the risk of erosion.
While adding additional lining to the East Drainage Ditch in this area may provide aesthetic improvements, due to the
physical and hydrological conditions of the East Drainage Ditch, it will not provide meaningful flooding relief.
Trash Removal Project:
Silver Lake is an urban pond in the downstream segment of the East Drainage Ditch west of the Jake Gaither Golf Course
and east of the Ditchs confluence with Munson Slough. The City of Tallahassee operates a trash trap in the East Drainage
Ditch approximately 4,500 feet upstream of the Silver Lake pond on City-owned property on Tropicaire Street, east of the
Jake Gaither Golf Course (see Figure 4 below). The City removes trash from this location quarterly and after heavy
rainfall events. However, the current trash collection system is inadequate to meet the communitys expectation of trash
accumulation at Silver Lake and adjacent watercourses.
Figure 4 Silver Lake Trash Trap Location:
Jones Edmunds evaluated six concept plans to improve the capture of trash. The concepts included improving the trash
diversion boom, addressing energy reduction, enlarging sediment collection and trash areas, and implementing a
combination of these improvements from the different concepts. Each provide incremental improvements to the East
Drainage Ditch trash-collection system. Similar State Environmental Resource Permits and Federal Section 404 permits
will be required under these six concepts. Providing a large energy-reduction sump near the existing sewer line is not
considered cost
beneficial (Concept No. 3).
Table 1 summarizes the six viable concepts and ranks them in accordance with collectionefficiency.
Concept 2A was selected as the preferred plan due to a combination of its collection efficiency, cost, and long-term
maintenance requirements. Although this concept is not the lowest-cost plan, it will provide the greatest benefit of more
trash collection. This concept is currently being implemented by the Stormwater Capital Improvement Program.
Construction is scheduled to begin in the fall of 2025 and take 6-9 months to complete.
Increased Routine Maintenance
In addition to the concern raised related to trash control in Silver Lake, residents have requested a general increase in
maintenance of public property in the area. In response, UUPI Operations staff have increased the frequency of inspection
and maintenance in the area to address trash removal, sediment removal, dead tree and limb removal, and mowing along
Creek Road. In addition, Parks and Recreation staff will continue to work with neighborhood leaders to address non-
routine maintenance issues when they arise.
Jake Gaither Neighborhood Recent and Future Infrastructure Improvements

In addition to the stormwater related initiatives described above, based on input from residents and neighborhood leaders,
the City has recently implemented several other initiatives in and around the Jake Gaither Neighborhood. Some of these
initiatives are included below.

Completed Projects:

Parking Improvements serving the Jake Gaither Golf Course and Community Center

Traffic Calming on Ridge Road

Street Resurfacing (Ridge Road Snellings Drive, Emory Court)

Various Utility Upgrades

Planned Improvements:

Pedestrian and Street Safety Improvements This includes $12 million worth of improvements funded through the
recently awarded Safe Streets and Roads for All program. Improvements will be constructed on Ridge Road, N. Ridge
Road, Springsax Road, Bragg Drive, Bunche Avenue, Tanner Drive, and Creek Road. The project is set to improve safety
around vital community destinations within JGNA including five schools, three parks, and the Citys transit network.
Resurfacing Projects (Althea Gibson Way, Creek Road, Bunche Avenue, Hastie Road)
Trash Trap Concept No. 2A
Conclusion
While severe flooding events like the one that occurred in April 2024 are challenging and often unavoidable, Tallahassee
has made significant strides in managing flood risks through strategic investments in stormwater infrastructure,
regulations, and mitigation projects. The City's focus on prioritizing residential property and enhancing drainage systems
has proven effective, particularly in neighborhoods like Jake Gaither. By adopting a combination of floodproofing,
property acquisition, and stormwater management system improvements, the city continues to build resilience and
minimize flood damage, ensuring a more secure and sustainable future for its residents.
Attachments/References
Attachment 1 - 2025-2029 Strategic Plan Targets & Objectives
Attachment 2 - Silver Lake Park Area Flood Reduction Feasibility Study, Jones Edmunds, April 2022
Attachment 3 - North Munson Slough Stormwater Improvements, Jones Edmunds, November 2024
Attachment 4 - Silver Lake Trash Removal Improvements Preliminary Engineering Report, Jones Edmunds, September
2024
Attachment 5 - Guidelines for Evaluating and Implementing Structure Acquisition for Flood Control Projects, adopted by
City Commission 1994
Attachment 6 - Map of Structures Flooded during April 2024 Extreme Rain Event

File Attachments
Attachment 1 - 2025-2029 Strategic Plan Targets & Objectives.pdf (90 KB)
Attachment 2 - Silver Lake Park Area Flood Reduction Feasibility Study.pdf (5,664 KB)
Attachment 3 - North Munson Slough Stormwater Improvements.pdf (6,574 KB)
Attachment 4 - Silver Lake Trash Removal Improvements Preliminary Engineering Report .pdf (1,931 KB)
Attachment 5 - Guidelines for Evaluating and Implementing Structure Acquisition for Flood Control
Projects.pdf (86 KB)
Attachment 6 - Map of Structures Flooded During April 2024 Extreme Rain Event.pdf (517 KB)