Agenda 03/28/2023 Item # 2C (BCC Workshop Meeting Minutes from February 21, 2023)03/28/2023
COLLIER COUNTY
Board of County Commissioners
Item Number: 2.C
Doc ID: 25004
Item Summary: February 21, 2023, BCC Workshop Meeting Minutes
Meeting Date: 03/28/2023
Prepared by:
Title: Sr. Operations Analyst – County Manager's Office
Name: Geoffrey Willig
03/17/2023 9:45 AM
Submitted by:
Title: Deputy County Manager – County Manager's Office
Name: Amy Patterson
03/17/2023 9:45 AM
Approved By:
Review:
County Manager's Office Geoffrey Willig County Manager Review Completed 03/17/2023 9:46 AM
Board of County Commissioners Geoffrey Willig Meeting Pending 03/28/2023 9:00 AM
2.C
Packet Pg. 14
February 21, 2023
MINUTES OF THE COLLIER COUNTY BOARD OF COUNTY
COMMISSIONERS WORKSHOP MEETING
Naples, Florida, February 21, 2023
LET IT BE REMEMBERED the Board of County Commissioners in and for the County of
Collier, having conducted business herein, met on this date at 9:00AM in a WORKSHOP
SESSION in Building “F” of the Government Complex, Naples, Florida with the
Following members present:
Chairman: Rick LoCastro
Vice Chairman: Chris Hall
William L. McDaniel, Jr.
Burt L. Saunders
Dan Kowal
ALSO PRESENT: Amy Patterson, County Manager
Dan Rodriguez, Deputy County Manager
Ed Finn, Deputy County Manager
Jeff Klatzkow, County Attorney
Troy Miller, Television Operations Manager
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February 21, 2023
Any persons in need of the verbatim record of the meeting may request a copy of the video recording
from the Collier County Communications and Customer Relations Department or view online. Public
participation for the meeting was allowed via Zoom.
Commissioner LoCastro called the meeting to order at 9:00am, Roll Call was taken and a quorum was
established.
1. PLEDGE OF ALLEGIANCE
The Pledge of Allegiance was recited.
2. WORKSHOP TOPICS
2.1 2023 Strategic Plan Update
Ms. Patterson reported the purpose of the Workshop was to garner input from the Board of
County Commissioners (BCC) on the updated Strategic Plan before it is formally presented for
consideration at an upcoming meeting. The plan was first adopted in 2007, updated in 2011, 2014
and 2017. The update is timely, given new Members have been elected to the BCC and her recent
appointment as County Manager.
Mr. Finn introduced the PowerPoint “2023 Strategic Plan” and an overview of the previous plans
highlighting:
The County Manager met with leadership at the end of 2022 to help identify issues facing
the County, provide suggestions for updates to the plan and determine how we can use the
Strategic Plan more meaningfully.
A team was subsequently assembled representing each of the departments to review the
current Strategic Plan.
It was determined the current Plan contains too much information and some priorities are
outdated so an update was necessary.
Objectives of update:
Validate Core Values, Mission, and Vision.
Establish Initiatives/Action Items necessary to achieve the strategic goals.
Provide for annual review to measure success for measurable results.
Obtain customer and stakeholder feedback.
Allow for adjustments as needed.
Geoff Willig, Operations Analyst provided an overview of the Strategy Planning Pyramid noting:
The pyramid identifies the purpose (Values, Vision, Mission), Strategy (Strategic Focus
Areas, Strategic Objectives) and Execution (Initiatives and Action) of the plan.
A strategic planning pyramid was developed which consists of the fundamentals guiding
the County team.
Collier LEADS (Leadership, Ethics, Accountability, Dedication, Service) helps guide the
plan.
The current Vision Statement “To be the best community in America to live, work, and
play” is proposed to be retained as it expresses a fundamental goal of the plan.
The Mission Statement as adopted states- “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.” It is an:
Organizational 20-year legacy.
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Integral part to Collier County’s branding.
Inspiring, clear, inclusive, and attainable mission.
The Strategic Focus Areas were reviewed, consolidated, and updated including:
Growth Management revised to “Community Development.”
Economic Development becomes an objective of “Community Development” rather than a
stand-alone Focus Area.
Community Health, Wellness, and Human Services becomes an objective of “Quality of
Place” rather than a stand-alone Focus Area.
The following was noted during BCC discussions with Staff:
Concern on the term “20-year legacy” and consider identifying a long-range time frame
without a fixed ending term.
Should the pyramid structure be reversed with values at the bottom leading to the actions
and Execution at the top although there are merits to both formats of the structure - Staff
noted the team discussed this option in detail which led to the proposed format.
Strategic Focus Areas
Mr. Willig reported the adopted Strategy Focus Areas (SFA’s) include:
Quality of Place.
Growth Management.
Community Health, Wellness, and Human Services.
Infrastructure and Capital Asset Management.
Economic Development.
Governance.
The proposed SFA’s include:
Quality of Place.
Community Development.
Infrastructure and Asset Management.
Responsible Governance.
Discussion occurred with the BCC and Staff on Infrastructure and Asset Management or Responsible
Government should be moved to the top of the list, however it was noted from a citizen’s standpoint,
they generally are concerned with the quality of the area and don’t reference priorities utilizing the
terminology “Infrastructure or Assets” – Staff noted they did discuss the ranking in detail to determine
organization of the list.
Quality of place
The goal of the SFA is “To preserve and enhance the health, safety, quality, character, and heritage of
our neighborhoods and communities.”
Objectives to support the goal include:
1.Support and enhance our commitment to robust public safety services.
2.Preserve the character of our community.
3.Protect our natural resources.
4.Provide quality public amenities and recreational opportunities.
5.Promote Collier County as an exceptional tourism destination.
6.Support access to health, wellness, and Human Services.
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The BCC noted there is a concern listing tourism before the resident’s wellbeing provides a perception
the tourist is more important than a citizen of the County. It would be beneficial to move #6 to #5 or
even up to #2 and utilizing bullet points as a numbering system as it implies priorities of the items
identified and may be misinterpreted by those reading the plan.
Community Development
Jamie French, Growth Management Department Head reported the goal is “To balance the needs
of community growth and development with the protection of our natural resources and environment.”
Objectives to support the goal include:
1.Implement prudent and inclusive policy development through effective planning for transportation,
land use, and growth management.
2.Design and maintain an effective transportation system to reduce traffic congestion and improve
the mobility of our residents and visitors.
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.Operate an efficient and customer-focused permitting process.
6.Develop integrated and sustainable plans to protect and manage water resources.
The following was noted during BCC discussions with Staff:
Consider combining #’s 1 and 2 as they are redundant statements; or add the term “traffic” to
#1 and/or use sub bullets under the item to elaborate as necessary.
Reword 3 to read “Encourage a diverse economic development by creating a friendly
environment.”
Highlight the permitting process is based on a minimum code compliance policy.
Infrastructure and Asset Management
Mr. French noted the goal is “To plan, build, and maintain our critical infrastructure and assets to
ensure their sustainability and resiliency for current and future needs.”
Objectives:
1.Plan and build public infrastructure and facilities to effectively, efficiently, and sustainably meet
the needs of our community.
2.Optimize and extend the useful life of all public infrastructure and resources through proper
planning and maintenance.
3.Mitigate for the impacts of natural disasters on our critical infrastructure.
4.Utilizing the AUIR and other planning tools, establish and implement plans that concurrently
provide public infrastructure.
5.Utilize technology advancements to protect and strengthen infrastructure and asset management
programs.
6.Create and utilize partnerships to ensure that government facilities meet public expectations.
7.Utilize innovative methods to responsibly manage the County’s current and future waste
management needs.
The following was noted during BCC discussions with Staff:
Add the CIGM, (Collier Interactive Growth Model) as a named planning tool to #4.
Eliminate the words “effectively, efficiently and sustainably” from #1.
Review #6 as it is a duplicate of #1.
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February 21, 2023
Delete the term “optimize” from #2.
Consider combining #’s 4 and 5.
Identify the intended partners for #6, i.e., use language such as “private and public
partnerships.”
Mr. Finn presented:
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 positive and purposeful leadership.
2.Encourage active community engagement and participation.
3.Based on our Values, foster a high-performing and accountable work culture by encouraging open
communication, collaboration, and innovation.
4.Maintain a fully responsive, best-in-class Emergency Management capability.
5.Recruit, develop, and retain a high-quality workforce.
6.Promote fiscal stewardship through sound, transparent public policy.
7.Promote data-driven decision-making through performance management, continuous
improvement, and measurable results.
8.Support the Collier County Constitutional Officers in the execution of their duties.
The following was noted during BCC discussions with Staff:
Change last word in #1 from leadership to another term as the sentence begins and ends with
the same terminology.
Reword #3 to end with the term “accountability” and reference a “transparent work culture.”
Move #7 up to #2 and #6 to #3 and reference “fiscal stewardship.”
Add the term “assess” to #5.
Michael Nieman, Division Director – Corporate Compliance & Internal Review presented:
Execution
•The Strategic Plan will be regularly and systematically communicated within the County
Manager’s Agency
•Staff will identify Agency initiatives and actions that support the Strategic Plan.
•Actions and initiatives will be 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 initiatives.
•Improve linkage between the Strategic Plan and budget.
•Annual Strategic Plan review.
Annual review
•Resume periodic resident survey and incorporate feedback.
•Update Initiatives/action items.
•Align initiatives/action items with budget.
•Review progress, adjust, and report.
The following was noted during BCC discussions with Staff:
Process circles - consider if budget alignment and initiatives and budget development should
be reversed.
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Annual Review - Consider changing “resident survey” to a holistic term of “resident
engagement” and reference opening the lines of communication.
Mr. Finn presented:
Communication Strategy
•Strategic Plan and progress reports will be appropriately communicated to the Board and placed on
the County website.
•Internal communication plan will be implemented.
•Current Staff orientation.
•New Hire orientation.
•Easy to understand Strategic Plan materials will be communicated through the Agency.
•Annual update process will foster continuous improvement.
Next steps
•Update Strategic Plan for input obtained today.
•Finalize Board Priority Initiatives
•Finalize County Manager Agency Priority Initiatives
•Establish Department and Division Initiatives/action items.
•Bring back the 2023 Strategic Plan for approval within 2 months.
The BCC noted:
The plan should utilize bullet points throughout and eliminate numbering as there is a concern
those reading the plan may determine the points are prioritized and those lower on a list are a
not a .
Staff should ensure the final plan is returned to them soon for consideration so it may be
adopted in the first quarter of 2023.
Mr. Finn presented the “2023 Strategy Map,” a one-page handout for easy reference on the plan. It
outlines the Values, Vision and Mission, Board and County Manager Priorities and the Objectives for
Quality of Place, Community Development, Infrastructure and Asset Management and Responsible
Governance as related to the plan.
The BCC provided the following requests:
Under Board Priorities
Replace the reference to Corkscrew Regional Park with “Parks, Marinas and
Beaches.”
Add reference to storm preparedness.
Reference budget oversight, safety and fiscal stewardship.
Create a statement on zoning of government owned properties and uses, (i.e., affordable
housing).
Highlight water quality.
Change the terminology “Surtax Land Trust Fund to “Land Trust Fund.”
Under County Manager Priorities:
Remove specific reference to Hurricane Ian and use terminology such as “hurricane
lessons, etc.”
Provide a reference to plan updates of 1 year, 3 years and 7 years.
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February 21, 2023
3. PUBLIC COMMENTS
None
There being no further business for the good of the County, the meeting was adjourned by order
of the chair at 11:00AM.
COLLIER COUNTY BOARD OF COUNTY
COMMISSIONERS
_________________________________
Chairman, Rick LoCastro
These minutes approved by the Board/Committee on _________________ as presented________ or as
amended ___________.
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