City Commission Workshop Strategic Planning (Brannon Center)

I. CALL TO ORDER II. PUBLIC PARTICIPATION III. WORKSHOP III.a 2026 Strategic Planning Workshop III.b 2026 City Commission Workshop Strategic Planning - PowerPoint Presentations IV. COMMISSION COMMENTS V. ADJOURNMENT City Commission Workshop Thursday, March 26, 2026 at 9:00 AM City Commission Chambers 214 Sams Avenue, New Smyrna Beach, Florida 32168 Pursuant to Florida Statutes 286.0105, if an individual decides to appeal any decision made by the board, agency or commission of the City of New Smyrna Beach with respect to any matter considered at this meeting, a record of the proceedings will be required and the individual will need to ensure that a verbatim transcript of the proceedings is made, which record includes the testimony and evidence upon which the appeal is based. Such person must provide a method for recording the proceedings. In accordance with the Americans with Disabilities Act, persons needing assistance to participate in any of these proceedings should contact the City Clerk’s office in person or by mail at 210 Sams Avenue, New Smyrna Beach, Florida The City of New Smyrna Beach March 26, 2026 1

32168, (386) 410-2630, prior to the meeting. The City of New Smyrna Beach March 26, 2026 2

THE CITY OF NEW SMYRNA BEACH - CITY MANAGER'S OFFICE 2026 STRATEGIC PLANNING WORKSHOP March 26, 2026 Background: The City Charter provides that the City Commission shall conduct an annual strategic planning process which includes implementation strategies. In 2025, the following strategic priority areas were discussed in detail: City Organization, Neighborhood Health & Safety, Communication & Transparency, Civic Infrastructure, Business, Downtown, Growth Management & Sustainability, City Infrastructure, and Economic Development. The following nine strategic priority themes were developed as a means of focusing city resources on priority areas and serve as an information source in the development of the annual budget and the work programs and strategic initiatives of the various City departments. Priority Theme 1: Build a transparent, high performing, customer service focused City organization. Priority Theme 2: Maintain the health and safety of neighborhoods. Priority Theme 3: Maintain neighborhood relations & communication. Priority Theme 4: Build social and civic infrastructure. Priority Theme 5: Promote business development. Priority Theme 6: Enhance Downtown as the center of the community. Priority Theme 7: Embrace sustainable development practices. Priority Theme 8: Improve the function and appearance of existing infrastructure. Priority Theme 9: Prepare for the future (economic) development of New Smyrna Beach. Each priority theme includes specific action items to be undertaken in the immediate, short, medium and long terms. Some of the action items in the attached 2026-2027 New Smyrna Beach Updated Strategic Priority Themes and Action Items document have been 3

updated to reflect current conditions and in preparation for the 2026 strategic plan meeting. The accompanying New Smyrna Beach Strategic Priority Themes and Action Items 2026 Implementation Update document provides details on the current progress of the various action items including parties responsible for implementing them, timelines, and status updates. The City Manager will discuss the strategic planning process and provide an update of strategic priority themes. In preparation for the 2026 strategic planning process, city departments heads were asked to prepare reports outlining their respective department’s upcoming plans, projects, programs, initiatives, and priorities for the immediate term (1-2 years), short term (2-5 years), medium term (5-10 years) and long term (10 plus years). These reports are attached for your information. During the strategic planning meeting, staff will provide background information about the financial condition of the City, as well as an overview of our current personnel resources, a status update of the capital improvement program including stormwater and parking, an update of our new natural resources program, and an airport update. Lastly, we will look to the future with presentations regarding our planning efforts to prepare for and manage imminent growth and development including a review of previously approved development, infrastructure planning and a five-year financial forecast model. Commissioners will have the opportunity to ask follow-up questions, discuss their own strategic priorities, and reach consensus on a strategic direction for the City and City Manager. City department heads will be available to answer questions, provide input, and discuss their department's strategic priorities. Following the strategic planning meeting, staff will compile any further updates and corresponding implementation strategies. The Strategic Plan will be used to inform the development of the Fiscal Year 2027 budget, and the strategic initiatives of the various city departments. Findings: Below is the workshop's notional schedule. Each staff presentation will be followed by a brief question & answer period. 8:30 a.m. Breakfast 9:00 a.m. City Manager Strategic Priorities Overview and Update 9:15 a.m. Public Participation 9:30 a.m. Department Presentations Human Resources Overview and Update Stormwater Update and Next Steps Natural Lands Update and Next Steps 10:30 a.m. Break 10:45 a.m. Department Presentations Parking Updates and Next Seps 4

Capital Projects Update and Next Steps Airport Update and Next Steps Noon Lunch 12:30 p.m. Strategic Priority Presentations Future/Approved Development Update and Corridor Plans Western NSB Growth Plans/Preparations Five Year Financial Forecast Model 1:30 p.m. Break 1:45 p.m. Commission Discussion of Strategic Priorities 2:45 p.m. Public Participation 3:00 p.m. Adjournment. Fiscal Analysis: Whether measured in staff time or dollars, each new action item proposed during this workshop will eventually incur some cost. Strategic Plan Item: Yes Staff Report Created By: Sharon Taylor-Harding Attachments: Overview 2026 Strategic Priority Theme Implementation.pdf HR 2026 Strategic Planning Report.pdf Parking and Mobility 2026 Strategic Planning Report.pdf Airport 2026 Strategic Planning Report.pdf Police 2026 Strategic Planning Report.pdf Fire 2026 Strategic Planning Report.pdf Development Services 2026 Strategic Planning Report.pdf Public Works 2026 Strategic Planning Report.pdf Leisure Services 2026 Strategic Planning Report.pdf Economic Development 2026 Strategic Planning Report.pdf Finance 2026 Strategic Planning Report.pdf IT 2026 Strategic Planning Report.pdf 5

2026-2027 New Smyrna Beach Updated Strategic Priority Themes and Action Items Introduction The City Charter provides that the City Commission shall conduct an annual strategic planning process which includes implementation strategies. On March 13, 2025 the City Commission conducted a strategic planning meeting at the Brannon Center. The following strategic priority areas were discussed in detail. • City Organization • Neighborhood Health & Safety • Communication & Transparency • Civic Infrastructure • Business • Downtown • Growth Management & Sustainability • City Infrastructure • Economic Development The following strategic priority themes were developed as a means of focusing city resources on priority areas and serve as an information source in the development of the annual budget and the work programs and strategic initiatives of the various City departments. Each priority theme includes specific action items that will be undertaken in the immediate, short, medium and long terms. Some of the action items have been updated to reflect current conditions and in preparation for the 2026 strategic plan meeting. The accompanying 2026 Implementation Update provides details on the current progress of the various action items including parties responsible for implementing them, timelines, and status updates. Priority Theme 1 Build a transparent, high performing, customer service focused City organization. In the future, New Smyrna Beach is: • A community known for excellent governance. • A community that is well-managed and that is in a strong financial position. • A world class high performing organization with high quality technological and personnel resources. 6

2026-2027 New Smyrna Beach Strategic Priority Themes and Action Items Updated March 23, 2026 P a g e | 2 • Cultivating a high performing staff that is engaged, innovative, accountable and customer service focused. Actions: • Continue efforts to align the City organizational structure with these strategic priority themes. • Continue to implement the high performing organization (HPO) concept to improve interdepartmental coordination and internal/external customer service. • Enhance employee communication to ensure that all employees are informed and invested in the City’s organizational values and strategic direction. • Continue to evaluate the personnel system to ensure that the current structure meets the City’s needs. o Complete the job classification and pay study to ensure that City employees are well compensated for duties performed in line with market considerations. o Reorganize staff and resources where appropriate to meet service demands. • Encourage Department Heads to develop high performing staff to assume future leadership roles. • Maintain a visible presence on social media and maintain a user-friendly website. o Continue to add information to the website related to priority issues including annual budget, capital projects, stormwater /flood management, natural resources, and major development activities such as Deering Park Innovation Center. o Assure that meeting agenda materials are easily accessible and searchable. • Maintain a visible presence in the community. o Provide forums for the City Commission to communicate with constituents. o Compile an annual community events calendar to ensure appropriate city representation is present. • Review policies/procedures/regulations requiring City Commission approval of various events, projects, uses, licenses and determine if efficiencies can be gained without diminishing transparency. • Utilize social media and website to disseminate information to the public including the use of videos to explain issues. • Review and update Social Media Policy to provide guidelines and prevent misuse. • Continue to evaluate efficacy of appointed boards and commissions and provide periodic reports about their activities. • Ensure that departmental operating and capital budgets are aligned with the strategic vision of the City and organize the strategic planning and budgeting process on a two- year cycle. o Vision o Two-year strategic action plan o Six-year capital plan (three budget cycles) o Two-year business plans for Departments o Biennial operating and capital budgets • Continue to seek opportunities for operational efficiencies and innovation to reduce expenditures and improve productivity. 7

2026-2027 New Smyrna Beach Strategic Priority Themes and Action Items Updated March 23, 2026 P a g e | 3 o Evaluate purchasing policy to streamline process. o Evaluate pros/cons of outsourcing payroll. o Explore new online complaint/concern work order system. • Explore the benefits of artificial intelligence applications to enhance productivity and customer service. • Continue to improve budgeting process. o Two-year budget and six-year capital plan. o Assure fair and equitable distribution of allocated overhead among the enterprise funds and special funds. o Budget permanent reserves in accordance with City Commission policy. o Explore potential revenue opportunities including:  Increased stormwater fee.  Fire fee.  Increased user fees for facilities including: Marina, Brannon Center, and Golf Course. o Evaluate feasibility of eliminating the Business Tax Receipt fee. o Develop a plan for Opioid settlement funds. o Publish monthly financial report with relevant financial information. o Develop multi-year financial projections based on projected growth. • Evaluate the Building Inspections program, operations and finances. Assure that operations are in alignment with projected revenues. Priority Theme 2 Maintain the health and safety of neighborhoods. In the future, New Smyrna Beach is: • A family friendly community with strong, healthy neighborhoods. • A community that protects its neighborhoods from detrimental activity. • A safe community with exceptional public safety personnel that are highly trained and well equipped. Actions: • Improve mature neighborhoods by creating a neighborhood-based codes enforcement program to consistently enforce City Codes including zoning provisions, property maintenance standards, unsafe structures, and nuisances. o Reorganize Development Services Department to create a Code Enhancement Division with manager reporting directly to the Development Services Director. o Create Code Enhancement Manager position. o Transition to a more proactive code enforcement program as resources allow.  Assign officers to specific neighborhoods instead of “roaming” enforcement. 8

2026-2027 New Smyrna Beach Strategic Priority Themes and Action Items Updated March 23, 2026 P a g e | 4  Conduct quarterly sweeps of each neighborhood.  Provide advance notice to residents of quarterly sweeps to promote voluntary compliance in advance of violations.  Contact nuisance property owners quarterly to enhance the beautification of neighborhoods. • Evaluate ordinances to prevent inappropriate encroachment of commercial activity and related impacts into residential neighborhoods. • Coordinate with non-profit and volunteer organizations/events to aid neighborhood clean-up. o Explore Keep America Beautiful and Great American Cleanup opportunities. o Pair cleanup with code enforcement neighborhood sweeps. • Develop a code enforcement app to facilitate inquires/complaints. • Coordinate with local non-profits and home builders to construct affordable (price appropriate) housing options. • Require real estate disclosures for airport noise, historic districts and short-term rentals. o Explore possibility of issuing citations in lieu of notices of violation for quicker compliance. o Collaborate with other cities to identify any gaps in our enforcement process. • Explore opportunities to enhance enforcement of short-term rental regulations. • Review the location of traffic control devices (signals, stop signs) in beachside neighborhoods and historic neighborhoods to determine their effectiveness in enhancing traffic safety and traffic flow. • Identify opportunities to enhance neighborhood walkability/bike-ability. o Explore creation of multi-use paths connecting residential neighborhoods to activity centers. Priority Theme 3 Maintain neighborhood relations & communication. In the future, New Smyrna Beach is: • A community that is transparent and communicative with its residents. • A community that embraces diversity of opinion. Actions: • Develop a neighborhood-based communication system to improve neighborhood relations and communication pertaining to planning, infrastructure and development issues. o Interactive map with information about current and upcoming infrastructure projects. o Interactive map with information about rezoning and related development matters. • Create and manage programs designed to enhance neighborhood capacity and information sharing such as: o Neighborhood Association formation and registration. 9

2026-2027 New Smyrna Beach Strategic Priority Themes and Action Items Updated March 23, 2026 P a g e | 5 o Coordination with Police and Fire Department’s for safety concerns. o Academy program to introduce residents to City operations (re-constitution of NSB 101 program). o Neighborhood Leaders Roundtable to facilitate communication. o Neighborhood Resource Directory document publication. o Neighborhood Grant Program for small improvement projects. Priority Theme 4 Build social and civic infrastructure. In the future, New Smyrna Beach is: • A community that continually invests in human, civic and social capital. • A community that fully utilizes its social and civic resources to benefit all residents. • A community with state-of-the-art recreation, learning, arts and cultural facilities and amenities to support active healthy lifestyles and continuous learning. Actions: • Engage with local organizations to facilitate the provision of services that the City does not provide including social services, healthcare, education, animal services, arts/cultural services. Priority Theme 5 Promote Business Development. In the future, New Smyrna Beach is: • An attractive community with a strong identity. • A community that promotes a diverse economy. • A business-friendly community with thriving businesses and industry. • A community that maintains and protects its commercial corridors and districts. Actions: • Continue to implement the CRA Master Redevelopment Plan. o Develop strategy to redevelop transitional properties in the US 1 corridor. • Develop corridor plans for key gateways including Atlantic Avenue and the North Causeway (including AOB site). • Make infrastructure improvements consistent with redevelopment plans to improve roadway conditions, drainage, lighting, signage, sidewalks, landscaping and the like • Identify and remove regulatory barriers to redevelopment. 10

2026-2027 New Smyrna Beach Strategic Priority Themes and Action Items Updated March 23, 2026 P a g e | 6 o Consider property acquisition in targeted areas that can be used for regional stormwater and parking. o Consider relaxed parking and stormwater requirements in targeted areas that can utilize shared parcels. o Consider hospitality overlay on Canal Street to encourage boutique hotels. • Develop and implement a system of financial and/or regulatory incentives to facilitate redevelopment in target areas consistent with redevelopment plans. o Consider forgivable loans for targeted commercial uses in redevelopment areas. For example, loans that can be forgiven for restaurant equipment, furniture, etc. o Consider relaxed parking requirements. • Assist in the formation of merchants/business associations to assist in marketing and similar joint efforts for commercial areas. • Evaluate means of protecting commercial activity centers from residential conflicts. o Map complaints by location and use type. o Identify repeat conflict generators. o Cross reference with zoning and site design features. o Identify and design guidelines or permitted uses that need to be adjusted based on common conflicts. Priority Theme 6 Enhance Downtown as the center of the community. In the future, New Smyrna Beach is: • A community with two unique high energy downtowns offering culture, arts, entertainment, dining, shopping and fun for residents and visitors. • A community known for its strong sense of place. Actions: • Ensure appropriate level of public safety for downtown activities and events. • Minimize the impact of community events in surrounding neighborhoods by minimizing illegal parking, noise and related nuisances. • Further invest in downtown beautification and landscaping. o Seek sponsors for flower baskets and landscape areas. o Assign appropriate staffing levels to keep downtown streets, sidewalks etc. clean. • Maintain sidewalks, crosswalks, pedestrian lights and remove unnecessary sidewalk obstacles including utility poles, signs, hydrants etc. • Identify and recruit potential target business opportunities. • Develop and implement strategies to liven public park spaces such as interactive art and similar tactical projects. o Develop a budget, locations for new installations, themes, criteria, etc. 11

2026-2027 New Smyrna Beach Strategic Priority Themes and Action Items Updated March 23, 2026 P a g e | 7 o Have design firm develop visual concepts. o Release RFPs for desired locations and visual concepts along with artists fees, themes, etc. o Receive public input and have City Commission vote on final pieces. • Develop and implement strategies to energize public sidewalks and alleys with outdoor cafes, merchandise displays, canopies/awnings, string lighting and similar tactical projects. Priority Theme 7 Embrace sustainable development practices. In the future, New Smyrna Beach is: • A well-planned community that embraces sustainable growth principles. • A community that protects its critical natural resources. • A community that employs state-of-the-art development practices. • A community known to produce model sustainable developments. Actions: • Enhance the quality and timing of new City infrastructure concurrent with growth. • Promote coordination between planning, economic development and infrastructure related departments. • Evaluate the development review and permitting process to ensure predicable and timely outcomes. • Identify and evaluate options to institutionalize sustainable practices in the City organization including the employment of a Natural Resources Manager to: o Coordinate activities of the Turnbull Creek Land Preservation Committee. o Manage property acquired for conservation purposes. o Monitor conservation properties for illegal camping and trespassing. o Pursue grant opportunities and other funding sources for the acquisition and maintenance of conservation properties. o Develop partnerships with local, state and federal programs, initiatives, and resources to further sustainability. o Develop public/private partnerships for acquisition of conservation properties. o Coordinate with City Engineer to acquire property for stormwater/flooding control. o Coordinate participation in FEMA program to purchase repetitive flood properties. o Coordinate with Capital Projects Director, City Engineer and other City staff to include sustainable/resilient practices in City infrastructure and building projects. o Coordinate with planning and economic development team in the review of development proposals to promote sustainable/resilient development practices. o Establish standards for use of native vegetation in city plantings and landscaping. 12

2026-2027 New Smyrna Beach Strategic Priority Themes and Action Items Updated March 23, 2026 P a g e | 8 o Promote the City’s conservation and sustainability efforts via electronic media and community outreach. o Review existing deed restrictions and land uses on the City’s conservation lands to ensure compliance and consistency with the terms of the funding sources. • Create a Natural Resources Division within the Development Services Department headed by the Natural Resources Manager and identify a long-term funding strategy for the Division operations. • Evaluate efficacy of the recycling program. Priority Theme 8 Improve the function and appearance of existing infrastructure. In the future, New Smyrna Beach is: • A community with high quality transportation, parking and stormwater infrastructure provided concurrently to support a growing community. • A community with an aggressive program to retrofit inadequate and aged infrastructure to meet modern standards. Actions: • Enhance public works operations and staffing to ensure appropriate resources are available to maintain the City in a manner that meets citizen expectations. o Rename Maintenance Operations Department to Public Works Department. o Increase staffing levels to assure proper oversight of Stormwater, Parks, Roads and Facilities divisions/operations. o Enhance staff capabilities in the use of technology (specifically GIS) to improve operational planning. • Develop a five-year resurfacing program in coordination with the Planning & Development Department and NSB Utilities. Coordinate resurfacing with sidewalk, streetlight, traffic signs, landscape, ADA improvements. • Invest additional funds in the resurfacing program. • Promote alternate transportation to reduce vehicular traffic and parking demand including sidewalks, multi-use paths, bike lanes and mass transit. o Explore creation of golf cart/ebike paths connecting residential neighborhoods to activity centers. • Upgrade sidewalks, crosswalks and ramps to comply with ADA requirements in association with resurfacing projects. • Upgrade utility infrastructure and relocate sidewalk obstacles (utility poles, fire hydrants etc.) in association with resurfacing projects. • Upgrade and/or repair curb/gutter and drainage inlets in association with resurfacing projects. 13

2026-2027 New Smyrna Beach Strategic Priority Themes and Action Items Updated March 23, 2026 P a g e | 9 • Review impacts of electric bicycles on pedestrian safety and propose appropriate regulation. • Implement the Parking Plan as appropriate. o Establish Mobility & Parking as a Department and move parking enforcement operations from the Police Department to the Mobility & Parking Department. o Locate Mobility & Parking operations at the120 Flagler Avenue property. o Effectively manage existing parking resources by clearly identifying parking locations/spaces and clearly identifying no-parking zones. Utilize time-limits and payment systems as appropriate. • Improve wayfinding including lighted street signs and standardized decorative streetlights on major corridors. • Enhance maintenance on roads. o Grass cutting and edging. o Street sweeping-especially at intersections. • Explore street sweeping as public works operation rather than contract service. o Consider purchasing a small street sweeper to supplement current street sweeping activities and hire appropriate personnel. If successful, move ahead with transitioning street sweeping operations to the public works Department. • Complete the citywide stormwater study as a basis for regional stormwater improvement projects. • Identify and pursue funding options for stormwater enhancements including stormwater fee increase, grants and direct appropriations. • Continue to review stormwater regulations and update/enhance as appropriate to reduce risk of flooding. • Develop an ongoing maintenance program for city facilities. • Develop plan to ensure that city facilities comply with ADA requirements. o Inventory properties. o Assign inspectors to evaluate city properties for ADA compliance. o Ensure any parking lot redesign complies with ADA requirements. • Set the community standard at City facilities for building and grounds maintenance. • Evaluate options for animal control services with a sustainable funding source. • Divest City of surplus properties in a manner that produces the best community benefit. • Aggressively market sports and recreation facilities. • Evaluate golf course operations and facilities to determine required improvements to meet future demands. Priority Theme 9 Prepare for the future (economic) development of New Smyrna Beach. In the future, New Smyrna Beach is: • A high-quality place offering an outstanding quality of life. • A community competing in a future economy based on technology, knowledge, information, creativity and innovation. 14

2026-2027 New Smyrna Beach Strategic Priority Themes and Action Items Updated March 23, 2026 P a g e | 10 Actions: • Develop a uniform vision in partnership with economic development organizations, business organizations, Airport, public education, higher education providers, healthcare providers, State and regional government representatives, and similar community partners to prepare for the future. • Identify and evaluate potential revenue sources including transient lodging fees and short-term rental fees. • Prepare for imminent development of western area of the city including the Deering Park Innovation Center, Ocean Gate, and South Village planned unit developments, as well as potential development of the NSB Utilities Commission property and Advent Health property. • Evaluate potential opportunities for new City facilities in the western area of the city to support new development. o Municipal Services Center (explore provision of office space for county offices for vehicle registration, drivers licenses etc.). o Recreation Complex and park facilities. o Police and Fire facilities including a public safety training center. o Public Works and Fleet Management facilities (explore joint facility with NSBUC). • Prepare a Citywide transportation plan to meet the current and future needs of the City. o Coordinate with FDOT to plan improvements to Highway 44 including I-95 interchange improvements. o Prepare for the opening of the Pioneer Trail I-95 interchange. • Prepare a parks and recreation plan to meet the current and future needs of the City. • Complete required Comprehensive Plan updates. • Review Land Development Code and update as appropriate to support a sustainable future for New Smyrna Beach. • Enhance the municipal airport and leverage it as an economic development opportunity. o Upgrade airport grounds and facilities. o Consider relocation of main entrance into airport to create a gateway entrance to the city and airport. o Leverage CRA as partial funding source. • Explore potential ecotourism related business opportunities. 15

New Smyrna Beach Strategic Priority Themes and Action Items 2026 Implementation Update Priority Theme 1 Build a transparent, high performing, customer service focused City organization Action Responsible Party Timeline Status Continue efforts to align the City organizational structure with these strategic priority themes. City Manager Leadership Team Ongoing - Staff resources have been (re)organized to support the strategic priorities including City Manager’s Office, Finance, Public Works, Code Enhancement, Economic Development, Leisure Services. - The organization will continue to evolve to meet future demands. Continue to implement the high performing organization (HPO) concept to improve interdepartmental coordination and internal/external customer service. City Manager Leadership Team Ongoing - Leadership team working cooperatively to provide world class service. - Leadership team is accountable for delivering high quality service and assuring employees are motivated to do the same. Enhance employee communication to ensure that all employees are informed and invested in the City’s organizational values and strategic direction. City Manager Public Inform. Officer Human Resources Dir. Ongoing - Continued communication through email, City Intranet, Neogov on pay issues, benefits, wellness, policies. 16

New Smyrna Beach Strategic Priority Themes and Action Items 2026 Implementation Update Updated March 23, 2026 Page 2 Continue to evaluate the personnel system to ensure that the current structure meets the City’s needs. 1) Complete the job classification and pay study to ensure that City employees are well compensated for duties performed in line with market considerations 2) Reorganize staff and resources where appropriate to meet service demands. City Manager Human Resources Dir. 1) April 2026 2) Underway - Job classification and pay study complete. New pay plan for general employees will be implemented in April 2026 along with a new performance evaluation system. - Police and Fire Union contracts approved by City Commission with competitive pay and new 20-step pay scales. - Public Works reorganized. - Code Enhancement reporting directly to Development Services Director. - Public Relations reorganized to support City Commission. - Mobility & Parking Director hired. - Natural Resources Manager hired. - Risk Manager hired. Encourage Department Heads to develop high performing staff to assume future leadership roles. City Manager Leadership Team Ongoing - Ongoing Maintain a visible presence on social media and maintain a user-friendly website. 1) Continue to add information to the website related to priority issues including annual budget, capital projects, stormwater /flood management, natural resources and major development activities such as Deering Park Innovation Center. Public Inform. Officer City Clerk 1) Ongoing - Specific information added to website for key issues including stormwater/flooding, Deering Park, Charter amendments and annual budget. 17

New Smyrna Beach Strategic Priority Themes and Action Items 2026 Implementation Update Updated March 23, 2026 Page 3 2) Assure that meeting agenda materials are easily accessible and searchable. Maintain a visible presence in the community. 1) Provide forums for the City Commission to communicate with constituents. 2) Compile an annual community events calendar to ensure appropriate city representation is present. Public Inform. Officer Executive Assistant City Clerk City Commission 1) Ongoing 2) January 2026 - Forums were held by the Mayor on 11/18/2025 for cultural resources and on 12/3/2025 for environment. - Community events calendar to be completed in January 2026 and annually thereafter. Review policies/procedures/regulations requiring City Commission approval of various events, projects, uses, licenses and determine if efficiencies can be gained without diminishing transparency. City Manager City Attorney City Clerk Assistant City Manager Finance Director Development Svs. Dir. Leisure Services Dir. March, 2026 and Ongoing - Staff is reviewing various items that can be administratively approved. - Process for waiver of fees at the Brannon Center has been revised. - Subdivision approval process amended per State law. Utilize social media and website to disseminate information to the public including the use of videos and newsletter to explain issues. Public Inform. Officer Ongoing - City Manager update provided bi- weekly with City Commission agenda package. - Monthly updates are provided for capital projects, stormwater/flooding projects, parking, building activity, finances, social media and NSBU. - Videos have been created for various topics. 18

New Smyrna Beach Strategic Priority Themes and Action Items 2026 Implementation Update Updated March 23, 2026 Page 4 - Monthly newsletter is under development. - Community resource guide is under development. Review and update Social Media Policy to provide guidelines and prevent misuse. City Attorney Information Tech. Dir. Human Resources Dir. Public Inform. Officer Complete - Social Media Policy updated January 2026. Continue to evaluate efficacy of appointed boards and commissions and provide periodic reports about their activities. City Clerk Public Inform. Officer Ongoing - Report has been compiled by PIO and is published quarterly. - City Clerk has revised procedure for appointing board members. Ensure that departmental operating and capital budgets are aligned with the strategic vision of the City and organize the strategic planning and budgeting process on a two-year cycle. o Vision. o Two-year strategic action plan. o Six-year capital plan (three budget cycles). o Two-year business plans for Departments. o Biennial operating and capital budgets. City Manager Finance Director Ongoing - Strategic priorities are embedded in the annual budget process, and budget forms now require departments to link resource requests directly to adopted strategic priorities. - The budget amendment process has been streamlined in accordance with the City Charter. Previously, all budget amendments were presented to the City Commission; now, only amendments that move resources between funds or change total fund appropriations require Commission approval. - Finance is developing a comprehensive five-year financial plan that includes a five-year Capital Improvement Plan and a five-year Human Capital Plan to improve 19

New Smyrna Beach Strategic Priority Themes and Action Items 2026 Implementation Update Updated March 23, 2026 Page 5 long-range visibility into costs, staffing, and capital needs. - While Florida law requires annual budget adoption, multi-year financial planning is being used as an informational tool to support better long-term decision-making within the statutory framework. Continue to seek opportunities for operational efficiencies and innovation to reduce expenditures and improve productivity. 1) Evaluate purchasing policy to streamline process. 2) Evaluate pros/cons of outsourcing payroll. 3) Explore new online complaint/concern work order system. Finance Director Human Resources Dir. Information Tech. Dir. Underway - The Purchasing Policy is being updated to align with Florida Statute quote thresholds, which are significantly higher than the City’s current limits. The proposed revisions will also increase the City Manager’s contracting authority from $50,000 to $100,000, reducing the number of routine contracts requiring Commission action. - A comprehensive review of outsourcing payroll services has been completed, including evaluation of three vendors. The City has contracted with UKG, with implementation underway and payroll scheduled to go live in October 2026. - A centralized contract management system has been selected, with a planned go-live in June–July 2026. The system will centralize all contracts, automate renewal and compliance reminders, and replace fragmented tracking methods. - An open insurance claims management database is planned to 20

New Smyrna Beach Strategic Priority Themes and Action Items 2026 Implementation Update Updated March 23, 2026 Page 6 improve tracking, reporting, and coordination across departments. - Vendor self-service functionality and accounts payable automation are planned to reduce manual processing, improve internal controls, and shorten payment cycles. - Implementation started for new merit based performance evaluation system. - Reviewing remote work and flexible schedules to boost morale, reduce absenteeism. Explore the benefits of artificial intelligence applications to enhance productivity and customer service. Information Tech. Dir. Underway Continue to improve budgeting process. 1) Two-year budget and six-year capital plan. 2) Assure fair and equitable distribution of allocated overhead among the enterprise funds and special funds. 3) Budget permanent reserves in accordance with City Commission policy. 4) Explore potential revenue opportunities including: o Increased stormwater fee. o Fire fee. o Increased user fees for facilities including: Marina, City Manager Finance Director Assistant City Manager Leisure Services Dir. Ongoing - Allocated overhead redistributed equitably beginning with the FY 2025- 2026 budget. As part of the FY 2026 budget, allocated overhead charges were proactively reduced by approximately 50 percent (about $1 million) to address equity and affordability concerns. - An interim, activity-based cost allocation methodology is being developed using objective measures such as staffing levels, transactions, and service usage. - Finance is researching qualified consultants to prepare a comprehensive, data-driven indirect cost allocation plan to support transparency, audit requirements, and grant compliance. 21

New Smyrna Beach Strategic Priority Themes and Action Items 2026 Implementation Update Updated March 23, 2026 Page 7 Brannon Center, and Golf Course. 5) Evaluate feasibility of eliminating the Business Tax Receipt fee. 6) Develop a plan for Opioid settlement funds. 7) Publish monthly financial report with relevant financial information. 8) Develop multi-year financial projections based on projected growth. - Permanent reserves budgeted per City Commission policy beginning with the FY 2025-2026 budget. Building Fund is the only exception. - A detailed analysis of the Building Fund has been completed to ensure compliance with Florida Statutes and to determine whether reserve policy updates are warranted. - Stormwater fee increased with adoption of FY 2025-2026 budget. Upon completion of Phase II of the Stormwater Master Plan, staff recommends engaging a specialized firm to develop a funding initiative plan and pursue State Revolving Fund loans and grant opportunities, followed by a stormwater rate study. - Fire fee study authorized by City Commission. Notice provided to Revenue Commissioner per State Law. A City Commission workshop is planned for spring 2026. - User fees have been increased at the Marina to reflect market conditions. - Fee structure has been revised at the Brannon Center. - Golf course assessment study has been authorized. - Finance Department is reviewing the potential of eliminating the BTR fee. An analysis of eliminating the Business Tax Receipt indicates an estimated $300,000 annual negative impact to the General Fund. Finance is 22

New Smyrna Beach Strategic Priority Themes and Action Items 2026 Implementation Update Updated March 23, 2026 Page 8 proactively building the FY 2027 budget without BTR revenue in anticipation of potential state legislative action. - Monthly financial report has been revised to provide more relevant and understandable information. - Five-year projections are under development. - Moody’s has upgraded the City’s bond rating to Aa1. Evaluate the Building Inspections program, operations and finances. Assure that operations are aligned with projected revenues. Assistant City Manager Development Svs. Dir. Building Official Finance Director Human Resources Dir. Underway - Evaluate tasks per day vs. their costs - Compare annual trends vs. volume scenarios - Compare permit fee structure to other cities - Explore opportunities to use technology to improve efficiency Priority Theme 2 Maintain the health and safety of neighborhoods Action Responsible Party Timeline Status Improve mature neighborhoods by creating a neighborhood-based codes enforcement program to consistently enforce City Codes including zoning provisions, property maintenance standards, unsafe structures, and nuisances. 1) Reorganize Development Services Department to create a Code Assistant City Manager Development Svs. Dir. Code En’ment Manager Building Official 1) FY 2027 Budget 2) FY 2027 Budget 3) 2027 - Code Enhancement Supervisor now reports to Development Services Director. - Code Compliance Officers are currently proactive, opening new cases in neighborhoods as they are responding to citizen complaints. - Contractor has been approved to assist with dilapidated structure demolitions. 23

New Smyrna Beach Strategic Priority Themes and Action Items 2026 Implementation Update Updated March 23, 2026 Page 9 Enhancement Division with manager reporting directly to the Development Services Director. 2) Create Code Enhancement Manager position. 3) Transition to a more proactive code enforcement program as resources allow. Assign officers to specific neighborhoods instead of “roaming” enforcement. Conduct quarterly sweeps of each neighborhood. Provide advance notice to residents of quarterly sweeps to promote voluntary compliance in advance of violations. Contact nuisance property owners quarterly to enhance the beautification of neighborhoods. Evaluate ordinances to prevent inappropriate encroachment of commercial activity and related impacts into residential neighborhoods. 1) Review noise ordinance and amend as needed to reduce noise related conflicts. Assistant City Manager Development Svs. Dir. Planning Manager City Attorney Ongoing - Noise ordinance under review and possible amendments are under draft. - Amendments pertaining to non- residential uses including churches, institutional uses and schools in residential districts under development. 24

New Smyrna Beach Strategic Priority Themes and Action Items 2026 Implementation Update Updated March 23, 2026 Page 10 2) Review Zoning Ordinance and strengthen as needed to reduce impacts of nonresidential uses adjacent to residential areas. Coordinate with non-profit and volunteer organizations/events to aid neighborhood clean-up. 1) Explore Keep America Beautiful and Great American Cleanup opportunities. 2) Pair cleanup with code enforcement neighborhood sweeps. Assistant City Manager Development Svs. Dir. Code En’ment Manager Public Inform. Officer Ongoing - Partnership with Habitat for Humanity. - Tomoka Christian Church of New Smyrna Beach – interested in assisting with yard work for citizens that are unable to conduct the work. Develop a code enforcement app to facilitate inquires/complaints. Assistant City Manager Development Svs. Dir. Code En’ment Manager Information Tech. Dir. Underway - Currently evaluating existing software for capabilities. Coordinate with local non-profits and home builders to construct affordable (price appropriate) housing options. City Manager Assistant City Manager Economic Dev’t Dir. Development Svs. Dir. Code En’ment Manager Building Official Underway - City is coordinating with Habitat for Humanity for construction of affordable housing opportunities. 25

New Smyrna Beach Strategic Priority Themes and Action Items 2026 Implementation Update Updated March 23, 2026 Page 11 Require real estate disclosures for airport noise, historic districts and short-term rentals. City Manager City Attorney On Hold - On hold following input from Board of Realtors. Explore opportunities to enhance enforcement of short-term rental regulations. 1) Explore possibility of issuing citations in lieu of notices of violation for quicker compliance. 2) Collaborate with other cities to identify any gaps in our enforcement process. Assistant City Manager Development Svs. Dir. City Attorney Underway Review the location of traffic control devices (signals, stop signs) in beachside neighborhoods and historic neighborhoods to determine their effectiveness in enhancing traffic safety and traffic flow. Assistant City Manager Mobility & Parking Dir. Public Works Director Underway - Have requested through the TPO 4 locations for enhanced raised crosswalks to be installed (Flagler and Advent Hospital areas). - Traffic signals and signs have been mapped using GIS. - Sign replacement needs have been identified. Identify opportunities to enhance neighborhood walkability/bike-ability. 1) Explore creation of multi-use paths connecting residential neighborhoods to activity centers. Assistant City Manager Mobility & Parking Dir. Public Works Director Natural Resources Mgr. Underway - Additional bike racks have been installed along Flagler Ave and several parks to promote bike ridership. - Several crosswalks have been re- striped for improved visibility and safety. 26

New Smyrna Beach Strategic Priority Themes and Action Items 2026 Implementation Update Updated March 23, 2026 Page 12 - Working in coordination with the five year resurfacing plan to identify possibilities. Some examples are: N Atlantic – Crawford to Sapphire.Oakwood or Ocean – Peninsula to Atlantic; 2nd Ave – Peninsula to Hemlock; 7th Ave – Saxon to Atlantic; Wayne Ave – Rochester to Holleck; Wayne Ave – Ball to Faulkner. Priority Theme 3 Maintain neighborhood relations & communication Action Responsible Party Timeline Status Develop a neighborhood-based communication system to improve neighborhood relations and communication pertaining to planning, infrastructure and development issues. 1) Interactive map with information about current and upcoming infrastructure projects. 2) Interactive map with information about rezoning and related development matters. Assistant City Manager Development Svs. Dir. Planning Manager Capital Projects Dir. Public Inform. Officer Underway - Capital Projects update interactive map available on city website. Map includes project status: concept, design, advertisement, or construction. Has a brief project description cost, and location. Create and manage programs designed to enhance neighborhood capacity and information sharing such as: Public Inform. Officer Underway - Citizen academy successfully restarted in October, 2025. 27

New Smyrna Beach Strategic Priority Themes and Action Items 2026 Implementation Update Updated March 23, 2026 Page 13 1) Neighborhood Association formation and registration. 2) Coordination with Police and Fire Department’s for safety concerns. 3) Academy program to introduce residents to City operations (re- constitution of NSB 101 program). 4) Neighborhood Leaders Roundtable to facilitate communication. 5) Neighborhood Resource Directory document publication. 6) Neighborhood Grant Program for small improvement projects. Priority Theme 4 Build social and civic infrastructure Action Responsible Party Timeline Status Engage with local organizations to facilitate the provision of services that the City does not provide including social services, healthcare, education, animal services, arts/cultural services. City Manager City Commission Underway - Mayoral Forums for homelessness, arts/culture and environment have been conducted and are planned to continue. 28

New Smyrna Beach Strategic Priority Themes and Action Items 2026 Implementation Update Updated March 23, 2026 Page 14 Priority Theme 5 Promote Business Development Action Responsible Party Timeline Status Continue to implement the CRA Master Redevelopment Plan. 1) Develop strategy to redevelop transitional properties in the US 1 corridor. Assistant City Manager Economic Dev. Dir. Development Svs. Dir. Planning Manager City Engineer Mobility & Parking Dir. Public Works Director Capital Projects Dir. Leisure Services Dir. Airport Director Natural Resources Mgr. Ongoing - Update of CRA Master Plan Underway. - Continually looking to add CIP Projects that are listed under CRA Master Plan Goals as CRA Trust Funds become available. See CRA Budget for list of CRA CIP Projects. - Looking at feasibility of vacant properties for parking expansion. (Smith St , South Atlantic) - Adding the design portion of the seawall replacement at Riverside Park to the CRA master plan. - Dredging of the Turnbull Bay railroad trestle is budgeted. - Dredging of 10th Street is budgeted. - Airport is continuing to work on environmental cleanup of two parcels through Brownfield, and potential CRA funding in the future. Also, CRA-funded hangar infrastructure design is well underway to encourage aviation development near the airport entrance. 29

New Smyrna Beach Strategic Priority Themes and Action Items 2026 Implementation Update Updated March 23, 2026 Page 15 Develop corridor plans for key gateways including Atlantic Avenue and the North Causeway (including AOB site). Assistant City Manager Economic Dev. Dir. Development Svs. Dir. Planning Manager City Engineer Mobility & Parking Dir. Public Works Director Capital Projects Dir. Natural Resources Mgr. Underway - Preliminary meetings and discussions held to begin development of a framework for corridor plans. Define corridor footprints. Develop scope goals and objectives. Assign continuing service planning firm to each corridor. - Working with FDOT to upgrade the South Causeway median landscaping from the end of the bridge to Peninsula. - Removing the majority of trees on the North Causeway and replanting them in other areas of the city. Replacement plantings will be installed. Make infrastructure improvements consistent with redevelopment plans to improve roadway conditions, drainage, lighting, signage, sidewalks, parking, landscaping and the like. Assistant City Manager Economic Dev. Dir. Development Svs. Dir. Planning Manager City Engineer Mobility & Parking Dir. Public Works Director Capital Projects Dir. Natural Resources Mgr. Underway - Staff working group organized and meeting to enhance collaboration. - Several parking lots around the city were graded and smoothed. Coronado parking lot was graded to improve safety and efficiency. - Updating lighting on Flagler and planned for South Atlantic. - Budgeting to update lighting on Canal Street in FY 27. - Roads, signs, sidewalks, and drainage addressed in routine maintenance, along with improvements being made 30

New Smyrna Beach Strategic Priority Themes and Action Items 2026 Implementation Update Updated March 23, 2026 Page 16 in our five year resurfacing/zone improvement plan. - Landscaping improvements are ongoing with Verdego. Identify and remove regulatory barriers to redevelopment. 1) Consider property acquisition in targeted areas that can be used for regional stormwater and parking. 2) Consider relaxed parking and stormwater requirements in targeted areas that can utilize shared parcels. 3) Consider hospitality overlay on Canal Street to encourage boutique hotels. Assistant City Manager Economic Dev. Dir. Development Svs. Dir. Planning Manager City Attorney Ongoing - Sign Ordinance amended to delete pole sign amortization provision. Develop and implement a system of financial and/or regulatory incentives to facilitate redevelopment in target areas consistent with redevelopment plans. 1) Consider forgivable loans for targeted commercial uses in redevelopment areas. For example, loans that can be forgiven for restaurant equipment, furniture, etc. 2) Consider relaxed parking requirements. Assistant City Manager Economic Dev. Dir. Development Svs. Dir. Planning Manager Finance Director City Attorney Ongoing Assist in the formation of merchants/business associations to Assistant City Manager Economic Dev. Dir. Ongoing 31

New Smyrna Beach Strategic Priority Themes and Action Items 2026 Implementation Update Updated March 23, 2026 Page 17 assist in marketing and similar joint efforts for commercial areas. Public Inform. Officer Evaluate means of protecting commercial activity centers from residential conflicts. 1) Map complaints by location and use type. 2) Identify repeat conflict generators. 3) Cross reference with zoning and site design features. 4) Identify and design guidelines or permitted uses that need to be adjusted based on common conflicts. Assistant City Manager Economic Dev. Dir. Development Svs. Dir. Planning Manager City Attorney Ongoing Priority Theme 6 Enhance Downtown as the center of the community Action Responsible Party Timeline Status Ensure appropriate level of public safety for downtown activities and events. Assistant City Manager Public Works Director Leisure Services Dir Police Chief Fire Chief Mobility & Parking Dir. Underway - Crowd control safety rails and barricades purchased and deployed. Additional physical barriers and safety measures are forthcoming. - Lighting improvements are scheduled for Flagler Ave and S Atlantic. - Budgeting for lighting improvements on Canal Street in FY 27. - Fire Department is looking at options to add transport capabilities to the current ERV. Will work with Fleet to come up with a solution. 32

New Smyrna Beach Strategic Priority Themes and Action Items 2026 Implementation Update Updated March 23, 2026 Page 18 Minimize the impact of community events in surrounding neighborhoods by minimizing illegal parking, noise and related nuisances. Assistant City Manager Public Works Director Leisure Services Dir Police Chief Fire Chief Mobility & Parking Dir. Public Inform. Officer Ongoing - Improving communication of events in advance. - All road closures are submitted to Waze which will show on both Waze and Google maps with the hopes of steering unnecessary traffic away. - Fire Department will continue to assist with the water barricades prior to event startup and assist in the review process during event planning meetings. A single officer has been assigned to attend all special event meetings to ensure consistency. Further invest in downtown beautification and landscaping. 1) Seek sponsors for flower baskets and landscape areas. 2) Assign appropriate staffing levels to keep downtown streets, sidewalks etc. clean. Assistant City Manager Public Works Director Economic Dev. Dir. Natural Resources Mgr. Ongoing - Updating lighting on Flagler and South Atlantic. - Budgeting to update lighting on Canal Street in FY 27. - New Parks Manager will review and work on a plan to address. Maintain sidewalks, crosswalks, pedestrian lights and remove unnecessary sidewalk obstacles including utility poles, signs, hydrants etc. Assistant City Manager Public Works Director Mobility & Parking Dir. Ongoing - Multiple crosswalks re-striped and others identified for enhancement. - Continue to create workorders for obstructions observed. - Sidewalks addressed in routine maintenance, along with improvements being made in our five year resurfacing/zone improvement plan. 33

New Smyrna Beach Strategic Priority Themes and Action Items 2026 Implementation Update Updated March 23, 2026 Page 19 Identify and recruit potential target business opportunities. Assistant City Manager Economic Dev. Dir. Development Svs. Dir. Planning Manager Ongoing - Align targeted industries to state and county such as Advanced Manufacturing, Aviation & Aerospace, Headquarters, Logistics & Distribution, Life Sciences, Finances and Insurance and Information Technology. - Working with Team Volusia, Volusia County Economic Development, Chamber, SEVMTC, Space Florida to recruit targeted industry business. - Working with landowners to market available properties. Develop and implement strategies to liven public park spaces such as interactive art and similar tactical projects. 1) Develop a budget, locations for new installations, themes, criteria, etc. 2) Have design firm develop visual concepts. 3) Release RFPs for desired locations and visual concepts along with artists fees, themes, etc. 4) Receive public input and have City Commission vote on final pieces. Assistant City Manager Public Works Director Leisure Services Dir Economic Dev. Dir. Development Svs. Dir. Planning Manager Mobility & Parking Dir. Underway - New outdoor art sign installed on Flagler Avenue providing photo opportunities. - Myrtle Ave. Park revitalization project. Park becomes gateway into downtown Canal St. - Phil Hall Park installation of wind turbine bench and swing. - Possible installation of Story Trail in Riverside Park. Develop and implement strategies to energize public sidewalks and alleys with outdoor cafes, merchandise displays, Assistant City Manager Public Works Director Leisure Services Dir Ongoing 34

New Smyrna Beach Strategic Priority Themes and Action Items 2026 Implementation Update Updated March 23, 2026 Page 20 canopies/awnings, string lighting and similar tactical projects. Economic Dev. Dir. Development Svs. Dir. Planning Manager Mobility & Parking Dir. Priority Theme 7 Embrace sustainable development practices Action Responsible Party Timeline Status Enhance the quality and timing of new City infrastructure concurrent with growth. Assistant City Manager Development Svs. Dir. Planning Manager City Engineer Public Works Director Leisure Services Dir Economic Dev. Dir. Mobility & Parking Dir. Capital Projects Dir. Natural Resources Mgr. Underway - New five-year resurfacing plan ensures focused efforts with more specific frequency. Promote coordination between planning, economic development and infrastructure related departments. Assistant City Manager Development Svs. Dir. Planning Manager City Engineer Underway - Natural Resources Manager included in pre-application and pre-construction meetings. - This is an ongoing process that occurs in preapplication meetings and biweekly CIP review meetings. 35

New Smyrna Beach Strategic Priority Themes and Action Items 2026 Implementation Update Updated March 23, 2026 Page 21 Public Works Director Leisure Services Dir Economic Dev. Dir. Mobility & Parking Dir. Capital Projects Dir. Natural Resources Mgr. Finance Director Evaluate the development review and permitting process to ensure predicable and timely outcomes. Assistant City Manager Development Svs. Dir. Planning Manager City Engineer Economic Dev. Dir. Building Official Finance Director Underway - Considering an outside firm such as Universal Engineering to perform an audit on the permitting process to determine if any improvements are needed. Identify and evaluate options to institutionalize sustainable practices in the City organization including the employment of a Natural Resources Manager to: 1) Coordinate activities of the Turnbull Creek Land Preservation Committee. 2) Manage property acquired for conservation purposes. Assistant City Manager Development Svs. Dir. Planning Manager City Engineer Public Works Director Leisure Services Di