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1 Strategic Planning Process Overview. 2 Mission To sustain our quality of life by providing cost effective services to the residents and visitors of.

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Presentation on theme: "1 Strategic Planning Process Overview. 2 Mission To sustain our quality of life by providing cost effective services to the residents and visitors of."— Presentation transcript:

1 1 Strategic Planning Process Overview

2 2 Mission To sustain our quality of life by providing cost effective services to the residents and visitors of Lee County (FL). Vision To be recognized as the model for service excellence! Values We treat people the way we want to be treated. We practice open communication, candor and trust. Our success is built on the strength and empowerment of all employees. What We Do

3 3 Major Services The Biggies: Roads Parks - Regional Libraries EMS/Public Safety, including Animal Services Human Services Conservation 20/20 LeeTran The Outside Economic Generators: Economic Development Office Visitor & Convention Bureau Sports Authority, including Baseball The Enterprise Businesses: Solid Waste Utilities Toll Bridges The Unincorporated Services: Building Services Natural Resources Animal Services Parks & Recreation - Community The Outside Fundees: Sheriff’s Office ($162 million) Court System Constitutional Officers

4 4 Strategic Planning ……. is the first step in the developing a results- based accountability system and is defined as the process of addressing the following questions: Where have we been? Where are we today? Where are we going? What do we have to work with? How do we get there – making decisions?

5 5 Components of a Strategic Planning Process Where have we been? –Look at our recent history, changing environment (internal and external). Where are we today? –Assess where we are – Answering the question of what we have to work with involves consideration of strengths and weaknesses and determination of how to capitalize on strengths. Where are we going? –In order to articulate our vision we need to involve those involved in the process. Who has a stake in achieving the vision? Setting Goals –Identifying SWOT’s –Is our Vision, Mission and guiding principles applicable In other words, do we agree on our Vision, Mission and guiding principles –Short term – our direction in developing the budget process –Long term How do we get there? Departments set the objectives to meet the BOCC goals. –Objectives are the short-term conditions needed to achieve desired results within a specific timeframe

6 6 County Charter Responsibilities –Board establishes the annual policy direction for the Manager and staff during the annual goal setting process –County Manager and staff are responsible for the implementation of all Board approved programs, projects, ordinances, policies and procedures except those that fall under the Constitutional offices

7 7 To be Successful Commissioners, staff, residents, all Stakeholders must be involved and supportive of the process “we are in this together” Understand that we are treading on new waters, we may make changes along the way Understand we can agree to disagree must we must move forward with the majority decision. We are developing our road map for our next budget cycle. Prioritizing our goals is essential in developing our strategic plan Strategic plans are not merely laundry lists of goals, but reflect the priorities of the stakeholders in the planning process. If we want a useful plan it must be succinct and easily translated into useful measures. We are faced with prioritizing services that our community has been accustomed to receiving

8 8 Setting The Stage Current Conditions ↓ Revenues at FY04-05 Levels ↓ Operating/Capital Expenses at FY04-05 levels – shift from Capital to Operating ↓ Employees – 2,540 (FY09-10) vs. 2,424 (FY04-05) – currently holding 100 vacant ↑ Population – Increased 12.7% (by 65,000 residents) ↔ Service Levels – Attempting to Maintain with Minimal Adjustments – using reserves heavily ↔ Managing Expectations – with further cutbacks and declines in revenue ↔ Maintaining funding balance with Constitutionals & State agencies

9 9 A Barometer of Costs Increases from FY04-05 to FY09-10 Inflation 13.4% Population 12.7% TOTAL 26.1%

10 10 Total Revenues

11 11 Revenues by Major Source

12 12 Total Operating & Capital Budgets FY04-05FY05-06FY06-07FY07-08FY08-09FY09-10 BoCC (millions) 21% Increase$ 347$ 399$ 448$ 457$ 442$ 421 Constitutionals 41 % increase$ 164$ 187$ 216$ 239 $ 231 Capital 27 % Reduction$ 483$ 467$ 564$ 511$ 458$ 352 TOTAL (billions) $ 1.0$ 1.1$ 1.2 $ 1.1$ 1.0

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15 15 BoCC Personnel Costs $176.0 million $145.7 million Percentage increase over 5 years 20.8%, or an average of 3.47% a year

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18 Position Count History FY04-05 through FY09-10

19 Lee County Population 286, , ,262 (Increase/Decrease) (Total)

20 20 Overarching Goals To Date Hold property tax rates, even though taxable base has declined substantially Downsize workforce – as much as possible – through attrition (423 fewer positions in last two years) Cut expenses, while still maintaining basic core services with minimal service level adjustments – both in operating and capital budgets Spend down reserves, in a targeted manner, to soften the immediate impact of revenue losses, and to maintain programs and service levels Reduce the level of reserves being used in the upcoming and future fiscal years (until economic recovery) by continuing to make cuts and refine service levels mid-year

21 21 Cutbacks (What Has Been Done So Far) 1.Wages frozen for two years 2.Decreased workforce by 423 positions, or 15% (combination of attrition, holding vacant positions, layoffs, early retirement program in 2008) 3.Suspended bonuses and travel 4.Curtailed post-retirement insurance subsidy (Jan. 2008) 5.Cut operational expenses 6.Reduced capital projects program 7.Kept 2009 tax rates the same

22 22 Service Level Changes/Efficiencies 1.Continuing to hold vacancies 2.Cutting hours in low demand times/seasons – Animal Services, Libraries, Parks & Recreation, Transit 3.Reassessing/Revising staffing ratios – all operations; NW Regional Library 4.Increased response/service frequency times – internal operations; Parks & Recreation mowing maintenance 5.Matching services levels to population growth slowdown 6.Streamlining CIP

23 23 Future Issues 1.Potential for further declines in revenue (managing expectations – cannot maintain current service levels if this happens) 2.Further cuts –cannot use same level of reserves to balance budget 3.Funding balance – between county operations and constitutionals and courts 4.Monitoring economic conditions – striking the balance of when to cut and how much 5.National Recession ending, but labor and housing markets will lag


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