Agenda 02/07/2012 WR �Kl
WORKSHOP
MEETING
AGENDA
FEBRUARY 7, 2012
COLLIER COUNTY
Board of County Commissioners
Strategic Planning Workshop
AGENDA
Board of County Commission Chambers
Collier County Government Center
3299 Tamiami Trail East, 3rd Floor
Naples FL 34112
February 7, 2012
9:00 a.m.
Fred W. Coyle - BCC Chairman; Commissioner, District 4
Jim Coletta - BCC Vice - Chairman; Commissioner, District 5; CRAB Chairman
Donna Fiala - BCC Commissioner, District 1; CRAB Vice - Chairman
Georgia Hiller - BCC Commissioner, District 2
Tom Henning - BCC Commissioner, District 3
NOTICE: All persons wishing to speak on Agenda items must register prior to speaking.
Speakers must register with the County Manager or his designee prior to presentation of
the Agenda item to be addressed. All registered speakers will receive up to three (3)
minutes unless the time is adjusted by the chairman.
Collier County Ordinance No. 2003 -53 as amended by ordinance 2004 -05 and 2007 -24,
requires that all lobbyists shall, before engaging in any lobbying activities (including but
not limited to, addressing the Board of County Commissioners), register with the Clerk to
the Board at the Board Minutes and Records Department.
If you are a person with a disability who needs any accommodation in order to participate in
this proceeding, you are entitled, at no cost to you, the provision of certain assistance. Please
contact the Collier County Facilities Management Department located at 3335 East Tamiami
Trail, Suite 1, Naples, Florida, 34112 -5356, (239) 252 -8380; assisted listening devices for the
hearing impaired are available in the County Commissioners' Office.
1. Pledge of Allegiance
2. Discussion regarding the Strategic Plan of Collier County
3. Public Comment
4. Adjourn
Collier Countv Government
Communication & Customer Relations
3299 Tamiami Trail East, Suite 102 www.colliergov.net
Naples, FL 34112 -5746 www.twitter.com /CollierPIO
www.facebook.com /CollierGov
www.youtube.com /CollierGov
Jan. 27, 2012
FOR IMMEDIATE RELEASE
NOTICE OF PUBLIC MEETING
STRATEGIC PLANNING WORKSHOP
BOARD OF COUNTY COMMISSIONERS
COLLIER COUNTY, FLORIDA
TUESDAY, FEBRUARY 7, 2012
Notice is hereby given that the Collier County Board of County Commissioners will hold a strategic planning
workshop on Tuesday, February 7 at 9:00 a.m. in the Board of County Commissioners chambers, third floor,
Collier County Government Center, 3299 Tamiami Trail East, Naples.
In regard to the public meeting:
All interested parties are invited to attend, and to register to speak and to submit their objections, if any, in
writing, to the board /committee prior to the meeting if applicable. All registered public speakers will be limited
to three minutes unless permission for additional time is granted by the chairman.
Collier County Ordinance No. 2004 -05 requires that all lobbyists shall, before engaging in any lobbying
activities (including, but not limited to, addressing the Board of County Commissioners, an advisory board or
quasi-judicial board), register with the Clerk to the Board at the Board Minutes and Records Department.
If you are a person with a disability who needs any accommodation in order to participate in this proceeding,
you are entitled, at no cost to you, to the provision of certain assistance. Please contact the Collier County
Facilities Management Department, located at 3335 Tamiami Trail East, Suite 101, Naples, FL 34112 -5356,
(239) 252 -8380, at least two days prior to the meeting. Assisted listening devices for the hearing impaired are
available in the Board of County Commissioners Office.
For more information, call the County Manager's Office at (239) 252 -8383.
-End-
AA��N ■
0
Strategic Planning Workshop
U 1
9:00 a.m.
Strategic Focus Areas
(Adopted for Fiscal Year 2012)
I. Quality of Place
II. Growth Management
III. Community Health, Wellness
and Human Services
IV. Infrastructure and Capital
Asset Management
V. Economic Development
VI. Governance
• Review Vision, Mission, Motto, Guiding Principles and
Strategic Focus Areas
• Review New Planning Process Implemented Last Year
— Key Points of Changes in Processes
— Performance Management as a Core Business Practice
• Questions and Public Comment
• Board Directives
• Adjourn
Motto, Vision and
Mission Statements
Vision: To be the best community in
America to live, work, and play.
Mission: To deliver high quality, best - value,
public services, programs, and facilities
to our residents, businesses and visitors.
Motto: Exceeding expectations, every day!
Board of County Commissioners and
County Employees' Guiding Principles
• Honesty &Integrity
• Service
■Accountability
• Quality
• Respect
• Knowledge
• Stewardship
■Collaboration
■ Self- Initiating, Self- Correcting
The Board's s 1 -Y ea r trat e i c n
BOARD OF COUNTY COMMISSIONERS
10-YEAR STRATEGIC PLAN
(Fiscal Years 2012-2021, Revised for FY 12 at 3.11.11 BCC Workshop, Without Objectives, for FY 13,2.7.12 Workshop)
Vision To be the best community in America to live, work, and play.
Mission To deliver high quality, best-value, public services, programs, and facilities to our residents, businesses and visitors.
Guiding Principles Honesty, Integrity, Service, Accountability, Quality, Respect, Knowledge, Stewardship, Collaboration, Self-Initiating, Self-Correcting
Values
Motto Exceeding expectations, every da-v!
$trateeic L
-Quality o(I'l Lee Tr C olher Cm m I y VI. Governance
Focus FLOkMA
Areas:
esirat€gic To preserve and t To sustain public trust
(;flats enhance the safety,
& confidence in county
quality, value. !4,g�rnment through
character, and d public policy,
heritage of our -7.
.1onal
neighl�gW"""— I.-ment, and
( I A, 11ro
i I kjllahq�
11r0% tdc citectlY
(ictship
usincs�-n, and
husitww, and
It. Operate an effective,
profv,sional gnivernment
additional jllbs
mal avcrugc
Will
public sera fees `-
C, 11c% clop art engaged
limcd it, mccl 11olh corrent
amrntfies
and fitlurc dcnrarld,
D. Se" c the air transportation
It
Kp."l�,W"
C Mitigate the impacts of
busjncsscs and visitors.
J'el.en'
potential dilaters on
clial-actcr
critical int'rastructure
Promote our community as a
Year round destination vfclroicc
t Ensure safe 5e
"hile maintaining a balance
orgarli/attons that 111"A ii.
ncighbotfitulds
bemeco public trust alit] ptiblic sel-Nice,
hurnan wry i,:k,,
C. Manage deNvhq)nn:nt and redc4c1opment in
D. Address tire utxdsof
harmony %N ilh efficient mobility. habitat
the commulliWs
prescriatsoji. darQr rcsource marlagtotentold a
sustainable ccolou ,
11r0% tdc citectlY
(ictship
usincs�-n, and
husitww, and
It. Operate an effective,
profv,sional gnivernment
additional jllbs
mal avcrugc
Will
C, 11c% clop art engaged
limcd it, mccl 11olh corrent
citizenry
and fitlurc dcnrarld,
D. Se" c the air transportation
needs ofcountk residents,
C Mitigate the impacts of
busjncsscs and visitors.
potential dilaters on
critical int'rastructure
Promote our community as a
Year round destination vfclroicc
Strategic Focus Area (SFA) I:
Quality of Place
Strategic Goal: To preserve and enhance the
safety, quality, value, character, and heritage
of our neighborhoods, communities and
region.
Strategic Focus Area 11. a
Growth Management
Strategic Goal: To responsibly plan and manage
community growth, development,
redevelopment and protect the natural
environment.
Strategic Focus Area 111, 0
Community Health, Wellness and
Human Services
Strategic Goal: To improve the quality of life and
promote personal wellness, self - reliance and
independence.
Strategic Focus Area IV: 41
Infrastructure and Capital Asset
Strategic Goal: To responsibly plan, construct
and maintain the County's critical public
infrastructure and capital assets to ensure
sustainability for the future.
Strategic Focus Area V. IN
Economic Development
Strategic Goal: To support a business climate
that promotes a sustainable, diversified and
growing economy.
Strategic
Area VIS
i * i
Strategic Goal: To sustain public trust and
confidence in County government through
sound public policy, professional management
and active citizen participation.
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Motto_ Exceeding Exp+ectat /ons- Every Qay!
High
i I
Strategic
Ing
'k
Performance
;111Y
.ri
Strategic, Operating
erformance Management
3 Driving Forces for Initiatin
Performance Management
ti
741ii-1141
Need better information for better decisions for improved
performance (Internal Driver)
2. Increased Demands on Expectations
To accomplish outcomes stakeholders value (External Driver)
Performance information with data analysis to make better
decisions and set funding priorities (Financial, both
Internal and External Drivers)
Outcomes of Practicing Performance
Management
• Provides a tool for comprehensive business and
financial planning.
• Employees are more focused on the outcomes of
their actions and who benefits.
• Citizens are easily able to see how we are
performing on the items they have expressed as
important.
• The Board can answer the question "How are we
doing?"" and see progress toward the strategies
you set.
Transitioning to a Performance
Management Agency - -- It's a Journey
Performance Management Framework
Better
Results
for the
Public
('wollier County Board of Count
Commissioners Face Tough Decisions
• In Support of Collier County's Strategic Plan
Goals and Outcomes are We:
— Willing to sustain the community's historical
expectations for "quality of life "?
— Willing to implement public policies that
promote the plan?
— Willing to make resource commitments
necessary to achieve plan goals and objectives?
Board of County Commissioners
Questions
• Public Comment
• Directives
• Adjourn
re can-T cnange
ie direction of the
ri nc. But we can
diustour s a i l s..
ONWIlb
Vision
Mission
Guiding Prineiples
JValues)
Motto
BOARD OF COUNTY COMMISSIONERS
IO -YEAR STRATEGIC PLAN
Fiscal Years 2012 -2021, Revised for FY 12 at 3.11.11 BCC Workshop, Without Objectives, for FY 13,2.7.12 Workshop)
To be the best community in America to live, work, and play.
To deliver hi h uali , best- value, ublie services, programs, and facilities to our residents, businesses and visitors,
Honesty, Integrity, Service, Accountability, Quality, Respect, Knowledge, Stewardship, Collaboration, Self- Initiating, Self - Correcting
Strateeic 1. Duality of Place 11. Growth Manaeement
Focus
Areas•
Strategic
Goals
To preserve and
To responsibly plan and manage community
To sustain public trust
enhance the safety,
growth, development, redevelopment, and
that promotes a sustainable,
diversified and growing economv.
quality, value,
protect the natural environment.
public infrastructure and
character, and
financial resources, community desires.
heritage of our
contemporary data trends and hest practices.
sound public policy,
neighborhoods,
sustainability for the
communities and
ft. Implement the county's GMp and I.DC
t ommu I .
Prof
t.xrxctatiom
r ilk hich
quality. best value
A. Update and enhance the C.irowth
To sustain public trust
public services h
Management Plan (610p). Land Development
Code (i.DC) and other short and long-term
that promotes a sustainable,
diversified and growing economv.
antenirics
plans as needed to reflect changing conditions in
public infrastructure and
financial resources, community desires.
It. preserve
contemporary data trends and hest practices.
sound public policy,
neighborhood
sustainability for the
character
ft. Implement the county's GMp and I.DC
future.
consistent with community desire, through
C t nsure safe &
efficient processes while maintainine a balance
active citizen
secure 'lei _hborlmods
between public trust and publie tier <ice
III. Community Health, IV, Infrastructure and V. Economic Development VI. Governance
Wellness and Human Capital Asset -
Services Manataement
To improve the quality of
life and promote personal
To responsibly plan,
construct
To support a business climate
To sustain public trust
wellness, self- reliance and
and maintain
the county's critical
that promotes a sustainable,
diversified and growing economv.
& confidence in county
independence.
public infrastructure and
government through
capital assets to ensure
sound public policy,
sustainability for the
professional
future.
management, and
active citizen
A. Improve access to healt
care and wellness service~
R. Address the needs of the
community's senior_
disabled. %vo king poor and
indigent
C. partner with contmmlit%
organizations that provide
human services
A. Optimize the useful life
of'all capital asset, and
critical public
infrastructure.
B. Provide adequate.
timely. cost - effective
public facilities and
infrastructure concurrenth
timed to meet both current
and future demand.
A. Develop a diversified tax base.
B. Retain existing busitlesses and
attract desirable new business and
industn
C. partner to create additional job:
at or atone the national averaec
wage
D Scrcc the air transportation
A Provide effective
leadership
It Operate an effective,
professional govenunenl
C. Develop an engaged
c itizenr)
C. Manage development and redevelopment in D. Address the needs of, C. Mitigate the impacts of hus nesses and visitor .
hannony with efficient mohilily, habitat the comnumity's )ouch potential disasters on
preservation. water resource management and a
critical infrastructure F.. promote our cornmunit) as a of sustalnable cc olo
B(t:.l'l ohi'ic Plan. Original Adopte f Slav 9, 2006. eftecYrve tiwal Year 07 t(hr. 2tx16r Revi<a:d March 6.21H17. effective t Y 08: Reva;vved March 4, 2008 for f Y 09, Revved Mav 13. 2009 for PY 10, Reviud or FV lU f >II `wing 3 111'11 ti('('1loice. for BCC considerati,m Pehnury ?, _ >012
wnhuut rM�iwlivtti Page 10f 2�-
Cv1 �L� er' Coup -i.ty
BOARD OF COUNTY COMMISSIONERS
AND COUNTY EMPLOYEES'
GUIDING PRINCIPLES
(Values)
Honesty & /nterrity• 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.
ACCOUntabilfty: We are individually and collectively responsible for our behavior and performance.
We conduct business in accordance with the highest professional and ethical standards.
uali We strive for continuous improvement in our products. services, programs and facilities. We seek to do the entire job right the first time.
Res ect: 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.
.Sell- Initiating Self- Correetine• 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.
N('C Stmtegic Plan. Ongin:d Adoptcd May R 20%, eftecnve Fiscal l,ur 07 (Ckt. 2006): Rcvised March n, 2007, eflective FY 08; Reviewed March 4, 2008 fir FY 09, Revised May 13. 2(a)9 liar FY 10, Revised fir FY 12 following t 1 I 1 I IiC'C w.rkshop, RIF RCC consalenaion FehruarN 7 . 2012
without objective" Page 2 or 2 -"dfb
Co w e-r Cou-t -xty
Board of County Commissioners
Strategy Map
Vision: To be the best community in America to live, work, and play
Mission: To deliver high quality, best -value public services, programs,
and facilities to our residents, businesses and visitors.
Community Expectations, Outcomes and Strategic Objectives
Provide High g Improve Access ' �
Quality Develo went to Health Care Develop a Provide
p � Diversified Tax Effective
Services & Consistent with and Wellness Base Leadership
Amenities _ :r mmunity Desiro•;- Services �trastr- �
Preserve wh0e 6",aglta. oing
Neighborhoods_ Balance between
Public Trust and
Public Service
Development in
Harmony with
Mobility, Habitat
Preservation, Water
Resources & a
Sustainable
Ad�Needs Se, ,
In gent Pope ation�i
Partner with
Community
Organizations to
Provide Human
Services
Address Needs
of Community's
Youth Population
Principles: Honesty, Integrity, Service, Accountability, Quality, Respect, Knowledge, Stewardship, Collaboration, Self - Initiating, Self- Correcting
Colfier County AA., ger's
4TE1a
Ur_
Motto: Exceeding Expectations, Every Day!
BCC Endorsed 03 06, 2007; Revised 11 OD, 2uu6, Endorsed un u, zuua,
Revised per BCC Strategic Plan March 11, 2011
rPromote Economic
to vide TiTn,i
Development Retain
thi € r cili,
& Attract Existing &
New Business and
Operate an
dastrtr
Industry
Effective,
't eetCttr:
Professional
and Future
Government
— =
Partner in Creation
of Jobs at or above
National Average
Wage
Serve Air
Develop
Transportation I
Engaged
Needs of the County
Citizenry
P ramote Destinatton�,
of Choice
Principles: Honesty, Integrity, Service, Accountability, Quality, Respect, Knowledge, Stewardship, Collaboration, Self - Initiating, Self- Correcting
Colfier County AA., ger's
4TE1a
Ur_
Motto: Exceeding Expectations, Every Day!
BCC Endorsed 03 06, 2007; Revised 11 OD, 2uu6, Endorsed un u, zuua,
Revised per BCC Strategic Plan March 11, 2011