1

Strategic Planning Process

Overview

2

MissionTo sustain our quality of life by providing cost effective services to the residents and visitors of Lee County (FL).

VisionTo 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

Major ServicesThe 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

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

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 2010-2011 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

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

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

Setting The StageCurrent 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

A Barometer of Costs

Increases from FY04-05 to FY09-10

Inflation                                            13.4%

Population                                        12.7%

TOTAL                                             26.1%

10

Total Revenues

1,135,779,557

1,215,695,482

1,310,578,957

1,393,364,842

1,027,232,9911,011,112,097

FY04-05 FY05-06 FY06-07 FY07-08 FY08-09 FY09-10

11

Revenues by Major Source

Summary FY04-05 FY05-06 FY06-07 FY07-08 FY08-09 FY09-10

Ad Valorem Taxes/Other Taxes 358,072,862 421,814,290 517,096,935 522,856,536 452,037,054 359,899,273

Licenses & Permits 12,128,902 15,446,970 17,576,123 11,842,310 16,906,325 5,648,687

Intergovernmental Revenues 87,734,938 87,709,541 93,509,145 96,288,977 81,559,114 77,932,465

Charges for Services Less Court Related Services 234,118,954 283,107,913 315,919,301 337,289,031 338,083,361 324,182,902

Court Related Services 4,320,000 4,889,000 5,973,504 5,369,404 6,140,778 4,328,294

Fines & Forfeitures 1,115,720 881,930 1,471,500 1,454,500 2,194,800 1,976,000

Miscellaneous Revenues 85,145,781 104,636,154 124,162,302 155,022,918 77,970,768 40,099,154

Non Revenues 228,474,940 217,293,759 234,870,147 263,241,166 240,803,282 213,166,216

TOTALS 1,011,112,097 1,135,779,557 1,310,578,957 1,393,364,842 1,215,695,482 1,027,232,991

12

Total Operating & Capital Budgets

FY04-05 FY05-06 FY06-07 FY07-08 FY08-09 FY09-10

BoCC (millions) 21% Increase $ 347 $ 399 $ 448 $ 457 $ 442 $ 421

Constitutionals   41 % increase $ 164 $ 187 $ 216 $ 239 $ 239 $ 231

Capital      27 % Reduction $ 483 $ 467 $ 564 $ 511 $ 458 $ 352

TOTAL (billions)   $ 1.0 $ 1.1 $ 1.2 $ 1.2 $ 1.1 $ 1.0

Department Adopted Budget Authorized Employees Adopted Budget Authorized Employees% Change of

Budget% Change of Employees

Sheriff $111,051,097 1274 $162,334,990 1585 46.2% 24.4%

Utilities $45,493,226 250 $56,269,294 274 23.7% 9.6%

Transportation $40,529,452 404 $46,152,598 394 13.9% -2.5%

Public Safety $39,400,496 330 $45,309,103 367 15.0% 11.2%

Solid Waste $36,956,755 36 $57,246,720 72 54.9% 100.0%

Library $25,163,610 266 $25,125,629 249 -0.2% -6.4%

Parks and Recreation $24,310,357 253 $26,819,188 251 10.3% -0.8%

Community Development $23,402,788 232 $17,887,263 145 -23.6% -37.5%

Human Services $21,620,285 47 $23,654,707 53 9.4% 12.8%

Transit $18,948,982 169 $21,101,912 257 11.4% 52.1%

Tax Collector $14,904,974 188 $18,502,376 204 24.1% 8.5%

ITG $14,263,972 1 $14,240,907 1 -0.2% 0.0%

Court Related Programs $12,848,903 - $13,315,159 - 3.6% -

Construction and Design $12,113,078 109 $15,673,298 136 29.4% 24.8%

Property Appraiser $9,633,834 123 $11,329,904 135 17.6% 9.8%

Clerk to the Board $7,165,875 338 $9,910,844 407 38.3% 20.4%

VCB $8,079,144 20 $12,650,295 24 56.6% 20.0%

Fleet Management $7,146,587 31 $11,620,562 32 62.6% 3.2%

Supervisor of Elections $5,618,933 28 $5,805,054 31 3.3% 10.7%

Natural Resources $4,750,710 46 $5,599,195 53 17.9% 15.2%

Legal Aid & J uvenile Detention $0 - $4,281,650 - - -

County Attorney $3,656,320 32 $3,722,829 31 1.8% -3.1%

County Administration $3,613,248 35 $3,388,439 30 -6.2% -14.3%

Animal Services $3,444,375 37 $3,689,142 45 7.1% 21.6%

Human Resources $2,628,820 23 $2,213,596 23 -15.8% 0.0%

Medical Examiner $1,818,065 - $2,587,642 - 42.3% -

Public Resources $2,136,652 17 $2,012,651 16 -5.8% -5.9%

Internal Services $2,091,860 25 $2,195,137 27 4.9% 8.0%

State Attorney $763,794 - $1,726,100 - 126.0% -

Economic Development $1,671,352 16 $1,627,030 15 -2.7% -6.3%

County Lands $1,248,604 14 $1,139,657 13 -8.7% -7.1%

County Commissioners $1,193,865 10 $1,203,933 10 0.8% 0.0%

Public Defender $296,630 - $859,750 - 189.8% -

Purchasing $846,546 12 $758,634 9 -10.4% -25.0%

Hearing Examiner $749,999 5 $759,790 6 1.3% 20.0%

Sports Development $600,000 3 $728,984 3 21.5% 0.0%

Smart Growth $377,226 1 $304,151 1 -19.4% 0.0%

Guardian Ad Litem $0 - $227,430 - - -

Crim Conf & Civ Reg Counsel $0 - $35,377 - - -

Neighborhood Stabilization Grant $0 - $18,000,000 3 - -

GRAND TOTALS $510,540,414 4375 $652,010,920 4902 27.7% 12.0%

BoCC $346,438,309 2424 $421,094,644 2540 21.5% 4.8%

Constitutional Offices $148,374,713 1951 $207,883,168 2362 40.1% 21.1%

Courts Related Programs $15,727,392 - $23,033,108 - 46.5% -

$510,540,414 4375 $652,010,920 4902 27.7% 12.0%

FY 04-05 FY 09-10

15

BoCC Personnel Costs

2004-05                          $176.0 million

2009-10                          $145.7 million

Percentage increase over 5 years                       

20.8%, or an average of 3.47% a year

General Fund Operating BudgetsFY 04-05

Courts Related Programs

$15,727,3926%

Sheriff$110,998,097

44%

Supervisor of Elections

$5,618,9332%

BoCC$93,578,728

37%

Property Appraiser

$8,417,7373%

Tax Collector$11,682,902

5%

Clerk to the Board

$6,775,8753%

BoCC Operating Budget

Tax Collector

Clerk to the Board

Property Appraiser

Supervisor of Elections

Sheriff

Courts Related Programs

General Fund Operating BudgetsFY 09-10

Supervisor of Elections

$5,805,0542%

Tax Collector$16,380,037

5%

Property Appraiser

$10,259,2623%

Clerk to the Board

$9,307,0643%

BoCC$124,913,971

37%Sheriff

$161,463,39048%

Courts Related

Programs$6,616,176

2%

BoCC Operating Budget

Tax Collector

Clerk to the Board

Property Appraiser

Supervisor of Elections

Sheriff

Courts Related Programs

Position Count History FY04-05 through FY09-10

DepartmentCurrent

Position CountFY 09-10

Position CountFY 08-09

Position CountFY 07-08

Position Count FY 06-07

Position CountFY 05-06

Position CountFY 04-05

Variance FY08-09 to FY09-

10

Variance FY07-08 to FY08-

09

Variance FY06-07 to FY07-

08

Variance FY05-06 to FY06-

07

Variance FY04-05 to FY05-

06

Variance FY04-05 to FY09-

10

Animal Services 45 46 46 43 44 37 -2.2% 0.0% 7.0% -2.3% 18.9% 21.6%

Community Development 145 187 261 296 268 232 -22.5% -28.4% -11.8% 10.4% 15.5% -37.5%

Construction & Design 136 141 149 146 131 109 -3.5% -5.4% 2.1% 11.5% 20.2% 24.8%

County Administration 30 32 35 35 35 35 -6.3% -8.6% 0.0% 0.0% 0.0% -14.3%

County Attorney 31 31 33 33 32 32 0.0% -6.1% 0.0% 3.1% 0.0% -3.1%

County Commissioners 10 10 10 10 10 10 0.0% 0.0% 0.0% 0.0% 0.0% 0.0%

County Lands 13 13 14 14 14 14 0.0% -7.1% 0.0% 0.0% 0.0% -7.1%

Economic Development 15 15 16 16 16 16 0.0% -6.3% 0.0% 0.0% 0.0% -6.3%

Fleet Management 32 32 33 34 32 31 0.0% -3.0% -2.9% 6.3% 3.2% 3.2%

Hearing Examiner 6 5 5 5 5 5 20.0% 0.0% 0.0% 0.0% 0.0% 20.0%

Human Resources 23 24 24 24 23 23 -4.2% 0.0% 0.0% 4.3% 0.0% 0.0%

Human Services 56 54 55 55 53 47 3.7% -1.8% 0.0% 3.8% 12.8% 19.1%

Information Technology 1 1 1 1 1 1 0.0% 0.0% 0.0% 0.0% 0.0% 0.0%

Internal Services 27 28 29 28 26 25 -3.6% -3.4% 3.6% 7.7% 4.0% 8.0%

Library 249 258 282 282 277 266 -3.5% -8.5% 0.0% 1.8% 4.1% -6.4%

Natural Resources 53 54 56 57 51 46 -1.9% -3.6% -1.8% 11.8% 10.9% 15.2%

Parks & Recreation 251 255 280 278 268 253 -1.6% -8.9% 0.7% 3.7% 5.9% -0.8%

Public Resources 16 17 18 18 18 17 -5.9% -5.6% 0.0% 0.0% 5.9% -5.9%

Public Safety 367 392 400 401 372 330 -6.4% -2.0% -0.2% 7.8% 12.7% 11.2%

Purchasing 9 9 10 10 11 12 0.0% -10.0% 0.0% -9.1% -8.3% -25.0%

Smart Growth 1 1 1 1 1 1 0.0% 0.0% 0.0% 0.0% 0.0% 0.0%

Solid Waste 72 72 71 70 54 36 0.0% 1.4% 1.4% 29.6% 50.0% 100.0%

Sports Development 3 3 3 3 3 3 0.0% 0.0% 0.0% 0.0% 0.0% 0.0%

Transit 257 257 257 254 239 169 0.0% 0.0% 1.2% 6.3% 41.4% 52.1%

Transportation 394 398 433 436 418 404 -1.0% -8.1% -0.7% 4.3% 3.5% -2.5%

Utilities 274 274 284 284 272 250 0.0% -3.5% 0.0% 4.4% 8.8% 9.6%

Visitor & Convention Bureau 24 24 24 24 21 20 0.0% 0.0% 0.0% 14.3% 5.0% 20.0%

Total all dept's 2,540 2,633 2,830 2,858 2,695 2,424 -3.5% -7.0% -1.0% 6.0% 11.2% 4.8%

Lee County Population

0

100,000

200,000

300,000

400,000

500,000

600,000

700,000

87

88

89

90

91

92

93

94

95

96

97

98

99

00

01

02

03

04

05

06

07

08

09

10

8,42

7

11,5

81

11,1

14

13,2

28

13,7

08

14,0

30

20,1

5520

,015

26,1

6528

,189 36

,166

30,1

33

7,98

4

-8,6

01-8

62

19

95

19

96

19

97

19

98

19

99

20

00

20

01

20

02

20

03

20

04

20

05

20

06

20

07

20

08

20

09

286,680

549,442

614,262

(Increase/Decrease)

(Total)

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

Cutbacks (What Has Been Done So Far)1. Wages frozen for two years2. Decreased workforce by 423 positions, or 15%

(combination of attrition, holding vacant positions, layoffs, early retirement program in 2008)

3. Suspended bonuses and travel4. Curtailed post-retirement insurance subsidy

(Jan. 2008)5. Cut operational expenses6. Reduced capital projects program7. Kept 2009 tax rates the same

22

Service Level Changes/Efficiencies1. Continuing to hold vacancies2. 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

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