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023 Strategic Plan,,fn
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Outline
• High-level overview of the Strategic Plan
• Why update now
• 2023 updates
How the Strategic Plan will be usec
Ongoing review process
Communication plan
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How did we get here?
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The Strategic Plan first adopted in 2006
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Subsequently updated in 2011, 2014, and 2017
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The County Manager met with leadership at the end of 2022
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Identify issues facing the County
Provide suggestions for updates to the adopted plan
Determine how we can use the Strategic Plan more meaningfully
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Assembled a team representing each of the departments to review the
current Strategic Plan
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Strategic Plan
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Board of County Commissioners (BCC)
Strategy Map
BCC Vision: We strive to be the best community
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Board of County Commissioners (BCC)
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`'J_---J_ - --ic Plan
BOARD OF COUNTY COMMISSIONERS
10-YEAR SFRATEGIU PLAN WITH OBJECTIVES
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Strategic
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Why Update Now?
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New Board Members and New Leadership in the County Manager's Office N
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Historically the Strategic Plan is reviewed after 3-5 years
• Current Strategic Plan Guide seemed to contain too much information
• Some priorities are outdated
• Need to align Focus Areas with current Board direction
• Simplify the decision -making process for staff
Important —this is only the beginning of the process
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What were Staffs objectives?
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Streamline the components of the Strategic Plan
Develop a more meaningful Strategic Plan to drive organizational efficiency and 2,
performance
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Review the Core Values, Mission, and Vision to reflect the community IV
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Reset -get back to an actionable, measurable, meaningful, and communicated
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• Consider how we can measure success
• Iterative process
• Identify and measure what will be executed
' Annual review
Dmmunication plan
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Components
Purpose
Strategy
Execution
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art of the strategy pyramid consists of the N
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-intals that guide and inspire the County team
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VALUES are what is important to the County
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DurVISION is what we want to be
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Our MISSION is how we are pursuing ourVision
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strategy pyramid helps guide internal
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Our FOCUS AREAS are broad categories withIV
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goals we are going to achieve Q
• Our OBJECTIVES are what we will focus onto
meet the goals of the FOCUS AREA
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Execution
The final part of the strategy pyramid includes specific projects and
tasks we Dlanto comaleteto support the strategy.
INITIATIVES are specific and measurable
terables that support FOCUS AREAS
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)urACTIONS are the projects and activities
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Purpose
Vision
Mission
CoreValues
if • Current adopted Strategic Plan has way too many
• Relegated to the last page of the Strategic Plan Guide
• Core values set the tone for the Agency
• Everything we do should embody these core values
• Should be self-evident and easy to remember
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Leadership
Ethics
Accountability
Dedication
Service
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Purpose
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Adopted - "To be the best community in America to live, work, and play" M
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Nothing inherently wrong with the current vision statement
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• Organizational zo-year legacy
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• It is apart of Collier County's branding
• Still a viable and aspirational vision after z decades
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• Conveys a vision that people can agree with and identify with
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Purpose A Vision Statement
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Adopted - "To be the best community in America to live, work, and play"
Proposals
• To provide government services that complement Paradise
To promote an enduring legacy of excellence
To be recognized as model of community excellence
• Promote and protect an enduring legacy of community leadership
• To be the place where people find their paradise
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Purpose Mission Statement
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• Adopted - "To deliver high -quality and best -value public services programs
and facilities to meet the needs of our residents, visitors, and businesses today N
and tomorrow. "
Staff review:
Indicated a need to be more concise
The Mission should be easy to remember
ndensed to focus on what we do
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Purpose Mission Statement w
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• Adopted - "To deliver high -quality and best -value public services, programs, and
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Proposals
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To Deliver Services that Exceed Expectations
To deliver high -quality and best -value public services, programs,
facilities, and community planning to meet the needs of our residents,
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Deliver high -quality, dependable services, programs, and amenities with N
fiscal responsibility and professional integrity
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Strategic Focus Areas
StrategyStrategic Objectives Strategic Focus Areas (SFAs)IF
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Goal was to streamline and simplify the Strategic Plan N
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• Economic Development — is part of Community Development instead of
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Community Health, Wellness, and Human Services — part of Quality of Place
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Strategy
Strategic Focus Areas
Strategic Objectives
Adopted SFAs
2.1.a
Strategic Focus Areas (SFAs) 9
• Quality of Place
• Growth Management
• Community Health, Wellness, and Human Services
• Infrastructure and Capital Asset Management
• Economic Development
• Governance
Proposed SFAs
• Quality of Place
• Community Development
• Infrastructure and Asset Management
' Responsible Governance
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Strategy
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Quality of Place
Goal: To preserve and enhance the health, safety, quality, character,
heritage of our neighborhoods and communities.
Objectives:
1.
2.
3.
4.
S.
Support and enhance public/community safety.
Preserve the character of our community.
Protect our natural resources.
Promote Collier County as an exceptional tourism destination.
Support and improve access to health care and wellness opportunities.
Provide quality public amenities and recreational opportunities.
Q
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2.1.a
Strategy
Strategic i
FAFA .aegic bjectives Community Development
Goal: To balance the needs of community growth and development with
the protection of our natural resources and environment.
Objectives.
1. Implement prudent and inclusive policy development through effective planning for
transportation, land use, and growth management.
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Design and maintain an effective transportation system to reduce traffic congestion and
improve the mobility of our residents and visitors.
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3. Stimulate economic growth by creating a business -friendly environment that produces,
meaningful and high -paying career opportunities.
4. Support comprehensive affordable housing opportunities.
5.
6.
Operate an efficient and customer -focused permitting process.
Develop integrated and sustainable plans to protect and manage water resources.
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Strategy
Infrastructure and Asset
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Goal: To plan, build, and maintain our critical infrastructure and assets to
ensure their sustainability and resiliency for current and future needs.
Objectives:
1. Optimize and extend the useful life of all public infrastructure through proper planning and
maintenance.
2. Mitigate for the impacts of natural disasters on our critical infrastructure.
3. Invest in infrastructure that anticipates community needs.
4. Utilize technology advancements to strengthen our infrastructure and asset management
program.
S. Plan and build the best -in -class public infrastructure and facilities to meet the needs of our
community.
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Create strategic and community partnerships to ensure that government facilities meet public
expectations.
w
Utilize innovative and alternative methods to responsibly manage the County's waste a
management program.
Packet Pg. 27
Strategy
2.1.a
7AStrategic Focus Areas
Strategic Objectives Responsible Governance
Goal: To maintain and strengthen public trust and confidence through open
and transparent operations, ethical leadership, and meaningful community
engagement.
Objectives:
1. Lead by example with authentic and purposeful leadership.
2.
3.
6.
Foster a high -performing work culture by encouraging open communication, collaboration,
and innovation.
Recruit, develop, and retain the most talented workforce.
Safeguard taxpayer money by promoting fiscal stewardship through sound public policy and
public expenditures.
Ensure a transparent, lawful, and dynamic procurement process.
Promote data -driven decision -making through performance management and the use of
analytics.
Encourage active community engagement and participation.
IT
N
n
IV
H
d
.y
C
a
w
M
N
N
N
Packet Pg. 28 1
Initiatives
Execution Actions
Current plan while good lacked
A communication plan
• Transparency
• Measurability
• Periodic review loop
Moving forward:
How will the Strategic Plan be
used?
The Strategic Plan will be regularly communicated to the Agency
Staff will identify agency initiatives and actions that support the focus areas
Incorporated into the daily operations in a measurable way
Staff will reference the Strategic Plan within Executive Summaries
Reports will be provided to the Board on the status of the initiatives
Incorporate projects/initiatives into the budget planning/development process
Strategic Plan will be reviewed annually
2.1.a
Packet Pg. 29 1
Initiatives
MMP1r__
Actions
II
2.1.a
Why ReviewAnnually?
Allows staff to re-engage with Strategic Plan on a regular basis
Promotes organizational alignment
IT
N
n
v
H
d
• Fosters teamwork and collaboration indicative of a high -performing work 1
culture
• Becomes part of the County's Culture
Reinforces our core values
- Ensures that the Agency focus is aligned with the strategy
Q
Packet Pg. 30 1
Initiatives 4
Empr
Actions MonJ
Benefits of Annual Review?
• Guides operational plans within departments/divisions
• Contributes to the drafting the Annual Report
• Increases transparency to the Board and Public
• Supports the budget development process
• Promotes ownership of the Strategic Plan throughout the agency
2.1.a
Packet Pg. 31
Initiatives
Empr
Actions =j
What is the Process for the
Annual Review?
Review the progress of the initiatives and actions
• Make the necessary adjustments for the upcoming year
• Align projects/initiatives with the annual budget
• Reinstate a resident/community survey and incorporate Community
Feedback
I&
2.1.a
Packet Pg. 32
IT
N
rn
v
N
H
d
Initiatives
MEW
Actions ��qi
Progress
Reports
ASSESSMENT
Budget
Alignment
with
Initiatives
What is the Process for the
Resident
Survey
Annual Review?
s
MEASUREMENT EVALUATION
2.1.a
Packet Pg. 33
2.1.a
Execution Communication Strategypr Actions
• Strategic Plan and progress reports will be appropriately placed on the
County website
• Internal communication plan will be implemented
• Current Staff orientation
• New Hire orientation
• Strategic Plan information material will be distributed and displayed
N
n
v
H
d
.y
a
w
L
• Annual Planning Process will foster discussion and continuous improvement M
N
O
N
C
d
E
s
u
�a
.r
Q
Packet Pg. 34