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Agenda 01/24/2017 Item #16F2 Proposed Agenda Changes Board of County Commissioners Meeting January 24, 2017 Continue Item 16F2 to the February 14,2017 BCC Meeting: Recommendation to adopt the 2017 Strategic Plan with the inclusion of minor changes based upon direction received at the Board Workshop on January 3, 2017. (Commissioner Taylor's request) Move Item 17A to Item 16Al2: Recommendation to hold one of two required hearings for Land Development Code amendments at 5:05 p.m. on Tuesday, March 14,2017. (County Attorney's request) Time Certain Items: Items 9A and 9B to be heard immediately following Item 5A 01/24/2017 EXECUTIVE SUMMARY Recommendation to adopt the 2017 Strategic Plan with the inclusion of minor changes based upon direction received at the Board Workshop on January 3, 2017. OBJECTIVE: To adopt an updated strategic plan that reflects the present and future needs of our community. CONSIDERATIONS: On January 3, 2017, the Board convened for a workshop to discuss proposed modifications to the previously adopted Strategic Plan. The County Manager led the Board through a presentation that illustrated the proposed updates to the Strategic Plan. Following the County Manager’s presentation, the Board discussed the proposed plan and provided input and suggestions to further update the plan. The following material changes were made based on Board direction: Section of the Strategic Plan Proposed changes Mission Statement Rewording to focus on the present and future Quality of Place - Focus Area Added a community expectation to convey the importance of affordable and workforce housing Repeated the community expectation from the Growth Management Focus area regarding the sustainable protection and management of water resources Growth Management - Focus Area Consolidated two similar community expectations into one community expectation Added a community expectation to evaluate, monitor, and plan for the effects of sea level rise Added a community expectation that highlights the sustainability, protection and management of water resources; and waste material management Added a community expectation to conserve natural resources in partnership with external stakeholders Community Health, Wellness, and Human Services - Focus Area Underscored senior services to provide necessary attention Included veterans in the list of groups served Included the mental health service needs of the community Economic Development - Focus Area Removed the previously adopted expectation that focused solely on the air transportation needs of the community Added a community expectation that focuses on the revitalization of the community through the CRAs, Promise Zone, and Airport Authority Included the specific categories of tourism promotion such as “leisure, business, sports and ecotourism” Governance - Focus Area Added a community expectation regarding legislative and stakeholder engagement Added a community expectation that promotes data driven and best practice decision making in operations Following the meeting, staff has made the appropriate changes, and the updates are included in the attached word document, and the linked Prezi presentation. Upon adoption, these materials will be made available to County Staff and public via the County website. FISCAL IMPACT: There is no direct fiscal impact associated with the adoption of the Strategic Plan update. 16.F.2 Packet Pg. 963 01/24/2017 GROWTH MANAGEMENT IMPACT: There are no Growth Management Impacts associated with this Executive Summary. LEGAL CONSIDERATIONS: This item has been reviewed by the County Attorney, is approved as to form and legality, and requires majority vote for Board approval. -JAK RECOMMENDATION: Staff recommends adoption of the updated strategic plan materials. These materials will be available internally and externally through the County’s website. Prepared by: Geoff Willig, Operations Analyst for the County Managers Office Link to Prezi presentation <http://prezi.com/mom5nbx9vqoy/?utm_campaign=share&utm_medium=copy&rc=ex0share > ATTACHMENT(S) 1. Strategic Plan Guidebook v3-1 (PDF) 16.F.2 Packet Pg. 964 01/24/2017 COLLIER COUNTY Board of County Commissioners Item Number: 16.F.2 Item Summary: Recommendation to adopt the 2017 Strategic Plan with the inclusion of minor changes based upon direction received at the Board Workshop on January 3, 2017. Meeting Date: 01/24/2017 Prepared by: Title: Executive Secretary to County Manager – County Manager's Office Name: MaryJo Brock 01/17/2017 11:33 AM Submitted by: Title: County Manager – County Manager's Office Name: Leo E. Ochs 01/17/2017 11:33 AM Approved By: Review: Office of Management and Budget Valerie Fleming Level 3 OMB Gatekeeper Review Completed 01/17/2017 12:42 PM County Attorney's Office Jeffrey A. Klatzkow Level 3 County Attorney's Office Review Completed 01/17/2017 12:51 PM Budget and Management Office Mark Isackson Additional Reviewer Completed 01/17/2017 1:22 PM County Manager's Office Nick Casalanguida Level 4 County Manager Review Completed 01/17/2017 4:56 PM Board of County Commissioners MaryJo Brock Meeting Pending 01/24/2017 9:00 AM 16.F.2 Packet Pg. 965   6 | Page  Strategic Plan  Proposed Strategic Map    16.F.2.a Packet Pg. 966 Attachment: Strategic Plan Guidebook v3-1 (2593 : 2017 Strategic Plan)   7 | Page  Introduction This Strategic Plan is an active document, and serves as a roadmap for the County Manager’s  Agency. The Strategic Plan sets the scope of agency activity, clarifies the long‐term direction,  and establishes the values and principles that guide the organization. Collier County’s Strategic  Plan is used to create the budget, develop work programs and capital plans. All of this is directed  by the County’s Vision and Mission Statements, which are provided below.  Vision Statement To be the best community in America to live, work, and play.  Mission Statement To deliver high‐quality and best‐value public services, programs, and facilities to meet the  needs of our residents, visitors, and businesses today and tomorrow.    The Strategic Focus Areas(SFA) are broad, but discreet, categories in which County Staff  operates to accomplish or support the County’s vision and mission. Each SFA is supported by a  Strategic Goal that provides clarity to the corresponding SFA. The Strategic Goal is, in turn  supported by Community Expectations. The Strategic Focus Areas are as follows:   Strategic Focus Areas  Quality of Place   Growth Management   Community Health, Wellness, and Human Services   Infrastructure and Capital Asset Management   Economic Development   Governance    This document, the Strategic Plan, is used by staff as a guide and is cited in various documents  and executive summaries prepared for the Board of County Commissioners. All efforts of County  Staff should be directly tied into the Strategic Plan.  16.F.2.a Packet Pg. 967 Attachment: Strategic Plan Guidebook v3-1 (2593 : 2017 Strategic Plan)   8 | Page  Strategic Plan  Strategic Focus Area: Quality of Place Explanation: Collier County will focus on ways to create and maintain  communities that are vibrant, attractive, and safe. This  happens by providing services, facilities, and amenities  that exceed expectations and are the best value. County  efforts should benefit residents, visitors, and businesses,  and develop strong community bonds.   The County must also manage the character of the community by preserving the  area’s history, maintaining high aesthetic standards, and revitalizing  neighborhoods, where needed, while balancing development with the natural  environment. Focus on these aspects will ensure the development of a  community that encourages the best of the new, the natural, and the past. Safety  should be at the forefront of the County’s activities.  Strategic Goal: To preserve and enhance the safety, quality, value, character, and heritage of  our neighborhoods, communities, and region.  Community Expectations:   Provide high quality, best‐value public services, facilities, and amenities   Preserve and enhance neighborhood character   Promote safe and secure and diverse neighborhoods   Support and promote affordable workforce and senior housing   Develop integrated and sustainable  plans that protect and manage water  resources and solid waste.     16.F.2.a Packet Pg. 968 Attachment: Strategic Plan Guidebook v3-1 (2593 : 2017 Strategic Plan)   9 | Page  Strategic Focus Area: Growth Management Explanation: Collier County is a rapidly growing area. It is the County’s  responsibility to plan for, manage, and promote the  County’s growth. This focus area not only seeks to manage  the areas growth but also balance the growth to protect  the natural environment that makes the area so unique.  Focus on this area ensures that the County’s growth is managed to prevent  inconsistent, undesirable, and unattractive growth. Planning for the growth of the  community is necessary to maintain and prepare for sustainable and affordable  growth.  Strategic Goal: To responsibly plan and manage community growth, development,  redevelopment, and protect the natural environment  Community Expectations:   Enforce current development standards and maintain relevant plans that reflect the  needs and desires of a growing community.   Manage development and redevelopment in harmony with efficient mobility, habitat  preservation, water resource management and a sustainable ecology.   Evaluate, monitor, and plan for the effects of sea level rise.   Develop integrated and sustainable plans that protect and manage water resources and  solid waste.   Conserve, preserve, monitor, and  manage natural resources in partnership  with external stakeholders.   16.F.2.a Packet Pg. 969 Attachment: Strategic Plan Guidebook v3-1 (2593 : 2017 Strategic Plan)   10 | Page  Strategic Plan  Strategic Focus Area: Community Health, Wellness and Human Services Explanation: Collier County provides public places for passive and active  recreation, which promotes the health and wellbeing of  our residents. Collier County is committed to supporting  the health and wellness of the community by providing the  appropriate services and facilities. Individuals and families  that are less fortunate should have access to health and support. By focusing on  this area, the County will help its residents improve their quality of life.  Strategic Goal: To improve the quality of life and promote personal self‐reliance and  independence.  Community Expectations:   Support and improve access to health care and wellness services   Address the needs of the community’s senior, disabled, working poor, veteran and  indigent populations   Partner with community organizations that provide human services including mental  health services   Address the health, recreational educational and nutritional needs of the community’s  youth     16.F.2.a Packet Pg. 970 Attachment: Strategic Plan Guidebook v3-1 (2593 : 2017 Strategic Plan)   11 | Page  Strategic Focus Area: Infrastructure and Capital Asset Management Explanation:  Collier County plans, builds, and maintains the necessary  infrastructure to meet the needs of the community. This  involves a yearly assessment of the assets through the  Annual Update and Inventory Report (AUIR). Examples  include such things as roads and medians, sidewalks,  utility pipes, buildings, and vehicles. The AUIR provides a snapshot of the County’s  assets so that decisions can be made regarding repair and replacement. Focus on  this area ensures that the County’s infrastructure will be prepared to handle  future growth.  Strategic Goal: To responsibly plan, construct and maintain the County’s critical public  infrastructure and capital assets to ensure sustainability for the future.  Community Expectations:   Optimize the useful life of all capital assets and critical public infrastructure.   Provide appropriate, timely, best‐value public facilities and infrastructure that meet both  current and future demands.   Mitigate the impacts of potential disasters on critical infrastructure.     16.F.2.a Packet Pg. 971 Attachment: Strategic Plan Guidebook v3-1 (2593 : 2017 Strategic Plan)   12 | Page  Strategic Plan  Strategic Focus Area: Economic Development Explanation: Collier County provides resources and incentives to  encourage the growth of successful local business, and  the relocation of new businesses to Collier County. The  County seeks to cultivate a business climate that fosters  growth and meaningful employment opportunities.  County staff works with area organizations to enhance relationships that  develop a close‐knit and connected community. Visitors are encouraged to visit  the area and partake in the amenities, activities, and luxuries offered by Collier  County.  Strategic Goal: To support a business climate that promotes a sustainable, diversified, and  growing economy.  Community Expectations:   Develop a well‐balanced and diversified local economy   Support strategic partnerships that retain existing businesses and attract desirable new  businesses   Partner to create jobs at or above the national average wage   Maximize revitalization and commercial activity by supporting the CRAs, the Promise  Zone, and Airport Authority.   Promote our community as a year‐round destination of choice for leisure, business,  sports, and eco‐tourism   Support local and regional workforce  development efforts     16.F.2.a Packet Pg. 972 Attachment: Strategic Plan Guidebook v3-1 (2593 : 2017 Strategic Plan)   13 | Page  Strategic Focus Area: Governance Explanation: The County’s leadership has a duty to provide effective  and responsible direction the County team. Through  engagement and communication with residents, visitors,  and businesses, the County will be able to address their  needs more effectively. The County must also work with  legislators and key stakeholders to promote decisions and activities that are in  the County’s and the public’s best interest. Using the public funds effectively and  responsibly is an obligation to the taxpayers who entrust the County to provide  best‐value services. The County partners with local educational institutions to  enhance and broaden the services delivered.  Strategic Goal: To sustain public trust and confidence in County government through sound  public policy, professional management, and active citizen participation.  Community Expectations:   Provide effective and ethical leadership   Operate an effective, professional, transparent, and fiscally responsible government   Develop an engaged and connected citizenry   Actively engage legislators and key stakeholders to promote the County’s interests   Develop public policies that are citizen initiated, data driven, and follow best practices    16.F.2.a Packet Pg. 973 Attachment: Strategic Plan Guidebook v3-1 (2593 : 2017 Strategic Plan)   14 | Page  Strategic Plan  Collier Inc.           16.F.2.a Packet Pg. 974 Attachment: Strategic Plan Guidebook v3-1 (2593 : 2017 Strategic Plan)   15 | Page  Collier Inc., Philosophy The "Collier Inc." brand memorializes Collier County's commitment toward establishing a best  in class organization that embraces the innovative tendencies of the private sector with the  nuances associated with public sector management. Our goal is to provide “best value”  amenities and services at the lowest possible price while improving upon and protecting the  characteristics that have made our community a world‐renowned destination. The brand  recognizes the value of leadership, collaboration and our team members.  Public sector management must continue to be innovative and  reinvent itself in order to be successful in this highly competitive  market. Collier County has a tremendous advantage over other  destinations due to its climate, location, amenities, and services  offered. Our natural environment serves as a strategic resource that  must be managed and protected. Our built environment provides  both aesthetic attraction and functional  infrastructure. For all of these reasons,  we continue to be one of the fastest  growing metropolitan communities in  the nation.     “If you are working on something you really care about, you don’t have to be pushed. The vision pulls you.” -Steve Jobs 16.F.2.a Packet Pg. 975 Attachment: Strategic Plan Guidebook v3-1 (2593 : 2017 Strategic Plan)   16 | Page  Strategic Plan  The brand focuses on the following key areas: • The Team - Build, Grow, Sustain, and Motivate a World Class Team • Recruitment - finding and attracting the highest caliber of talent • Onboarding - inculcating our corporate values to new hires and taking advantage of their unique skills and experiences • Talent Development & Training - improving technical skills, soft skills, and managerial talent • Succession Planning - preparing for planned retirements and unexpected departures • Collaboration & Comradery - encouraging team work and celebrating our successes • Sustainability - Responsibly Plan, Build, Operate, and Maintain our Infrastructure and Community While Protecting the Natural Environment • Land Use - Master planning our communities by balancing entitlements with fair regulations that support long-term vitality • Physical Resource Management - Managing buildings, grounds, equipment, and vehicles in a manner that optimizes the useful life of the resource • Integrated Water Resources - conserve potable water, encouraging reuse water, balance flood control and rehydration, and minimize harmful ecological impacts • Transportation Resources - responsibly plan, build, and maintain roadways, bike/ped facilities, and public transit resources to achieve mobility without sacrificing quality of place • Business Practices - ensuring that policies and procedures provide quality, value, and transparency but avoid inefficient use of resources • Waste Management - utilize innovative and alternative methods to responsibly manage and reduce the Counties waste; plan new facilities, and educate the public on the value of recycling • Natural Resources - support the preservation, conservation, and rehabilitation of the County’s natural environment through education, regulation, and restoration projects 16.F.2.a Packet Pg. 976 Attachment: Strategic Plan Guidebook v3-1 (2593 : 2017 Strategic Plan)   17 | Page  • Operational Excellence - Leadership Committed to Innovative Solutions using Performance Metrics, Customer Engagement, and Internal Controls to Pursue Excellence • Leadership - Influencing and motivating the team to enthusiastically support the County’s vision • Internal Controls - Creating a culture of accountability using systematic measures of checks and balances, automation, and self- correcting actions • Innovation - delivering “best-value”, by encouraging creativity and challenging the status-quo; utilizing diverse self-managed teams to develop innovative solutions • Customer Focus - compassionate Quality Assurance / Quality Control (QA/QC) focused on learning from external and internal customers to improve service to the community • Performance Management - Plan, execute, monitor, and review measurable goals and objectives • Quality of Place - Deliver Services and Amenities That Protect, Promote, and Support Becoming the Best Place in America to Live, Work, and Play • Asset and Infrastructure Management – execute timely and cost-effective repairs, preventative maintenance, and replacements that preserve the integrity and quality of the community • Preserve and Enhance Community Identity and Character - implement and enforce land development regulations that maintain and enhance the health, safety, and welfare of our residents, visitors, and businesses • World Class Facilities - build and operate venues and locations that meet and exceed the community’s expectations • Promote Health, Safety, and Wellbeing - provide our residents and visitors access to human services that facilitate healthy lifestyles and housing assistance • Destination Promotion - encourage visitation, recreational tourism, eco-tourism, and the relocation of individuals and businesses • Economic Vitality and Diversification - promote business friendly conditions that attract, retain, and grow a diverse economic market 16.F.2.a Packet Pg. 977 Attachment: Strategic Plan Guidebook v3-1 (2593 : 2017 Strategic Plan)   18 | Page  Strategic Plan  • Fiscal Stewardship - Promote Transparent and Responsible Financial Management Practices and Resource Allocation In Order To Create A Better, Stronger, and More Prosperous County For Residents, Visitors, and Businesses • Effective Procurement - deliver “best-value” goods and services in a timely and transparent manner • Grant Funding and Compliance - seek alternative funding sources with comprehensive oversight to maintain compliance • Debt Management - ensure that the County’s financing needs and credit payment obligations are met at the lowest possible cost with a prudent degree of risk. • Revenue Stability and Diversification - seek opportunities to diversify revenues and balance land use categories to minimize the impacts of fluctuating land values • Reserve Management - maintain reserves based upon limits set through best management practices in order to provide the County with options for responding to unexpected issues and provide a buffer against shocks and other forms of risk. • Budget Planning - engage elected leadership, through the County Manager and senior leadership team in the process of planning and appropriating available resources among competing operational and capital initiatives in furtherance of the County’s Vision and strategic goals • Forecasting and Reporting - use timely revenue and expenditure models for financial decision making    16.F.2.a Packet Pg. 978 Attachment: Strategic Plan Guidebook v3-1 (2593 : 2017 Strategic Plan)   19 | Page  Core Values/Guiding Principles Honesty & Integrity:  We speak and act truthfully, acknowledging mistakes, keeping  commitments and avoiding silence when it may be misleading. We do the right thing even when  it is unpopular or nobody would know the difference.  Service:  We value and embrace the opportunity and responsibility to serve our community. Our  customers come first and we will strive to serve them in a friendly, fair, respectful, and efficient  manner.    Accountability:  We are individually and collectively responsible for our behavior and  performance. We conduct business in accordance with the highest professional and ethical  standards.  Quality:  We strive for continuous improvement in our products, services, programs, and  facilities. We seek to do the entire job right the first time.  Consistency:  We provide reliable, steady, and uniform service, to internal and external  customers.  Respect: We treat others with dignity and courtesy.  Knowledge:  We are a learning organization. We encourage and promote continuous personal  and professional development as a means of enhancing our team members’ ability to plan for  the future, make good decisions and solve customer problems.   Stewardship:  We recognize that we are spending other people’s hard‐earned money. As such,  we carefully manage the resources entrusted to us. We seek to control costs of operations,  improve efficiency and provide the greatest and best value and return on invested funds.   Collaboration:  We realize that our success is interdependent on the success of other  organizations, businesses, and institutions of our County, Region, and State. We seek, therefore,  to work cooperatively with these agencies to allocate our collective resources to achieve mutual  goals.  Self‐ Initiating, Self‐Correcting: We are proactive and flexible; quickly adapting to changes in  political, market and financial conditions. We believe that our self‐initiating, self‐correcting  behavior helps us learn and encourages and enables us to be independent and collaborative  problem solvers.     16.F.2.a Packet Pg. 979 Attachment: Strategic Plan Guidebook v3-1 (2593 : 2017 Strategic Plan)