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Cape Coral, Fl 2018-2021 :: CAPE CORAL, FL 2018-2021 STRATEGIC PLAN ECONOMY • ENVIRONMENT • QUALITY OF LIFE IDOWU KOYENIKAN “Someone is sitting in the shade today because someone planted a tree a long time ago”. Warren Buffet said this, and I am struck by how true, yet simple, it is. The key to success is planning. Not the plan, not the goal, but the actual process during which visions are established, goals are set, and plans are made for successful achievement of those goals. As we continue to implement our strategic plan for smart, sustainable growth, our stakeholders, consisting of City Staff, City Council, Landowners, Residents, and Business Owners, all have Cape Coral’s best interest at heart. If we are to create desirable employment opportunities, we must be able to attract and WHEN A GROUP OF PEOPLE WITH SIMILAR TO WORK TOWARDS THE SAME GOALS.” TO WORK TOWARDS retain businesses and commercial interests that are motivated to succeed. Cape Coral’s preplatted community structure is a liability we must offset to increase our market value and competitiveness. Centric to this concept is the steadfast pursuit of sustaining our ability to meet the future infra-structure and ancillary needs of these new stakeholders. It is with the utmost humility and fervent resolve that your City Council seeks to join with you and all stakeholders in support of this plan which will perpetuate the ongoing journey of this great city. Regards, Joe Coviello GETS TOGETHER IMMENSE POWER Mayor “THERE IS INTERESTS 2 | Cape Coral Strategic Plan “Functional leadership is key to economic sustainability.” On behalf of the City Council and City staff, I am proud to present the City of Cape Coral’s Fiscal Year 2018-2021 Strategic Plan. Strategic planning plays a signifcant role in helping to guide an organization along a sustainable path. These planning exercises enable City leaders to evaluate future needs, and identify opportunities and challenges moving forward. By looking ahead, we can use a balanced approach to calibrate our needs with available resources. This edition of our Strategic Plan is the result of our latest planning session between the City Council and City Administration. The plan has been updated using input provided during the session. We have recalibrated the plan based on today’s challenges as well as those we see on the horizon. This Plan refects our successes achieved the past six years and, more importantly, provides direction on how to proceed over the next three years. We fnd ourselves in a better position today due in no small part to the Council’s leadership. The economic challenges that existed in Cape Coral six years ago have been mitigated signifcantly through fnancial policy decisions, including diversifcation of the City’s revenue sources. This reduced our over-reliance on property tax revenues and ensured that Cape Coral would be fnancially sustainable. We also introduced a three year rolling budget, which allows us to consider future fnancial impacts of policy related decisions and to chart the future course for the level of service we wish to provide. This six-year journey is perhaps illustrated using one of southwest Florida’s iconic structures, a Pine Island Sound fsh house. The turbulent waters of the early years were steadied with the use of three strong pilings (Financial Policy, Transparency-Trust, Improved Operations) to build the foor that today represents Financial Stability. The fooring in turn supports today’s new walls comprised of Public Safety, Infrastructure, and Quality of Life. Please enjoy the new presentation format of our City of Cape Coral Fiscal Year 2018-2021 Strategic Plan. We are following a pathway that is leading our City in the right direction. We think you will agree. Best regards, John Szerlag City Manager 2017 - 2019 CAPE CORAL CITY COUNCIL Joe Coviello John Gunter John Carioscia Mayor District 1 District 2 Marilyn Stout Jennifer Nelson Dave Stokes District 3 District 4 District 5 Rick Williams Jessica Cosden District 6 District 7 ..,.,,. ... ' J> • 4 | Cape Coral Strategic Plan ., L •~ ' Our Vision To be America’s preeminent waterfront community. Our Mission Provide services and resources that enhance the quality of life for those who live, learn, work and play in our city. Our Values Collaboration • Accountability • Professionalism • Excellence Our Priorities Community Safety Deliver preeminent public safety services and programs Financial Sustainability Ensure long-term financial resiliency Infrastructure Committed to continual expansion of vital infrastructure while maintaining existing assets Public Service Excellence Remain responsive to community needs by employing best practices Maturing Neighborhoods Revitalize neighborhoods and commercial districts in support of economic development and enhanced community aesthetics Environmental Resources Provide solutions that advance environmental issues affecting the community ~. !-' ' ~..:, , _ .. ~ ....~ -• ,._. -~ ·· · "T . • . i:~•\ • · 'lo • ••.1 · ~ ... - ~ ~ -- . ' !Ii- ,:.Q. 2018 - 2021 STRATEGIC PLAN VISION MISSION CORE VALUES To be America’s preeminent Provide services and • Collaboration waterfront community. resources that enhance • Accountability the quality of life for those • Professionalism who live, learn, work and • Excellence play in our city. STRATEGIC PRIORITIES EXCEPTIONAL INVEST IN THE GOVERNANCE SERVICES FUTURE EXCEPTIONAL SERVICES, the highest We must continually INVEST IN THE Essential to success is proper of priorities, for it is the purpose of FUTURE of the city through a myriad GOVERNANCE. A key element of the city existence. It is here that we of means. With the city regaining its good governance is leadership, fnd items associated with direct position as one of the nation’s fastest which we defne as having the services offered to all stakeholders growing communities, the demand moral courage and integrity to both external and internal. The for municipal services grows and the make the unpopular but correct time it takes to resolve an item, the pace will accelerate. Maintaining or decisions. The City’s business quality of any product offered to enhancing the current day programs, must be transparent and adhere stakeholders and the diversity of while simultaneously ensuring the to the rule of law. We strive to products offered are measurable continuity of government, demands be equitable and inclusive of used in these matters. solid fnancial planning and all in furtherance of gaining the forecasting. This plan ensures that confdence and respect of every program initiatives coincide with stakeholder. The City, its staff and future budget and fnancial forecasts. vendors should adhere to the spirit The City’s largest asset is its staff, of meritocracy, whereby work is which enjoys a duality stakeholder rewarded, and staff and vendors role. Each role shall be addressed are evaluated solely on ability, equally. Externally, staff is tasked with effort and outcomes. As a dynamic ensuring the successful completion of organization, it is essential the city the various projects, plans, or service- be vigilant of, and foresee change delivery items that allow this city to or challenges and respond to them thrive. While simultaneously we must with extraordinary effcacy. Only look internally, for it is paramount by doing so can it hope to retain its to the City’s continuing success to reputation of being a vibrant and support, grow, develop, and nurture relevant alternative for business a competent staff, and establish and residents alike. strong succession plans that allow for the smooth transition of leadership. 6 | Cape Coral Strategic Plan STRATEGIC INITIATIVES EXCEPTIONAL SERVICES Develop a culture of professionalism to retain and attract talented employees. Continue the plan to expand utilities into all areas of Cape Coral and position the City to meet the future needs of the community at build-out. Develop a balanced multi-year budget that provides City’s core services, capital assets and infrastructure, maintains appropriate reserves and debt service levels, and protects the City’s credit rating. Emphasize the City’s successes and positive attributes. Traffc Safety Community/Police Collaboration Increase the community’s education and involvement in Public Safety Programs. Provide a variety of experiences that are appealing, affordable, and accessible to all Cape Coral residents. Work internally and with external associations to support healthy environments for Cape Coral’s wildlife. INVEST IN THE FUTURE Diversify the City’s fnances in order to address the Council’s priorities each fscal year. Increase recruitment of new business to the City. Increase retention and expansion of existing businesses in the City. Develop a Utilities Capital Improvement Plan to support master planning events in conjunction with the annual Rate Suffciency Analysis. Public Safety Human Resource Development Establish Cape Coral as a destination of arts and culture for residents and visitors. Develop a culture of professionalism to retain and attract talented employees. Continue the plan to expand utilities into all areas of Cape Coral and position the City to meet the future needs of the community at build-out. GOVERNANCE Develop a master plan for an on-going transportation program. This includes determining a sustainable funding source related to this effort to maintain the City’s existing transportation network. Maximize planning benefts through use of Master Plans Provide an open government, accountability and transparency to increase public trust and understanding.
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