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CAPE CORAL, FL 2018-2021 STRATEGIC PLAN ECONOMY • ENVIRONMENT • QUALITY OF LIFE 2 |Cape CoralStrategic Plan “THERE IS IMMENSE POWER WHEN A GROUP OF PEOPLE WITH SIMILAR INTERESTS GETS TOGETHER TO WORK TOWARDS THE SAME GOALS.” IDOWU KOYENIKAN Mayor Joe Coviello Regards, of this great city. support ofthisplanwhichwillperpetuatetheongoingjourney and ferventresolve thatyourCityCouncilseekstojoinwithyouandallstakeholdersin infra-structure andancillaryneedsofthesenewstakeholders.Itiswiththeutmosthumility Centric tothisconceptisthesteadfastpursuitofsustaining our abilitytomeetthefuture and competitiveness. preplatted communitystructure toincrease isaliabilitywemustoffset ourmarketvalue retain businessesandcommercial interests thatare motivatedtosucceed.CapeCoral’s If weare tocreate desirableemploymentopportunities,wemustbeabletoattractand Owners, allhaveCapeCoral’sbestinterest atheart. CityCouncil,Landowners,Residents,andBusiness stakeholders, consistingofCityStaff, As wecontinuetoimplementourstrategicplanforsmart,sustainable growth, our established, goalsare set,andplansare madeforsuccessfulachievementofthosegoals. is planning.Nottheplan,notgoal,butactualprocess duringwhichvisionsare Warren saidthis,andIamstruckbyhowtrue,yetsimple,itis.Thekeytosuccess Buffet “Someone shadetodaybecause someone a longtimeago”. issittinginthe plantedatree “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 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 ’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. Establish and maintain proactive partnerships with community, organizations and external governmental agencies. Public Safety Capital Asset Plan Establish a good level of service based on industry standards. Improve the community’s Insurance Services Offce (ISO) rating. Increase the Community’s education and involvement in Cape Coral’s cultural and recreational opportunities. Sustain high water quality within the City of Cape Coral. Codify water conservation best practices to promote proper use, and reduced use of irrigation water to ensure the sustainability of the resource. Develop a culture of professionalism to retain and attract talented employees. 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. Diversify the City’s fnances in order to address the Council’s priorities each fscal year. Exceptional “Well done is better Services than well said.” Benjamin Franklin

EXCEPTIONAL SERVICES, is the highest of priorities, for it is the purpose of the city existence. It is here that we fnd items associated with direct services offered to all stakeholders both external and internal. The time it takes to resolve an item, the quality of any product offered to stakeholders and the diversity of products offered are measurable used in these matters.

ELEMENT : INVEST IN COMMUNITY INFRASTRUCTURE INCLUDING UTILITY EXPANSION IMPROVEMENTS TO ENHANCE THE CITY’S ABILITY TO MEET ITS CURRENT AND FUTURE NEEDS. Stretch Goal

ELEMENT E: INCREASE QUALITY OF LIFE FOR OUR Rank in the top ten CITIZENS BY DELIVERING PROGRAMS AND SERVICES safest cities in America. THAT FOSTER A SAFE COMMUNITY.

ELEMENT F: ENHANCE THE QUALITY OF LIFE THROUGH ARTS AND CULTURE TO CREATE AND PROMOTE A VIBRANT, CULTURALLY DIVERSE COMMUNITY.

ELEMENT G: STRIVE FOR A HOLISTIC APPROACH THAT PROTECTS AND CONSERVES NATURAL RESOURCES, WHILE PROMOTING ENVIRONMENTAL AWARENESS AND SUSTAINABILITY IN THE COMMUNITY.

8 | Cape Coral Strategic Plan ' . ~-..J-, ... " .- ,.· - ·. . . . ~_.,. ·. . ~ , 1 . _... r~·" •""-' r· . • .' ' · ..• ,,._-j;,,,.-L>-,l" • • ., .. - ..,,. _, • ~~ ~ C,• 1,... - ~- -- - ,. ~-

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SMART Goals

• Establish high level of services based on industry best practices (police, fre and emergency management accreditation). • Maintain full compliance with federal and state water quality standards.

• Establish Cape Coral as a destination of arts and culture for residents and visitors. Invest “Don’t fnd fault, fnd a remedy.” in the Future Henry Ford

We must continually INVEST IN THE FUTURE of the city through a myriad of means. With the city regaining its position as one of the nation’s fastest growing communities, the demand for municipal services grows and the pace will accelerate. Maintaining or enhancing the current day programs, while simultaneously ensuring the continuity of government, demands solid fnancial planning and forecasting. This plan ensures that program initiatives coincide with future budget and fnancial forecasts. The City’s largest asset is its staff, which enjoys a duality stakeholder role. Each role shall be addressed equally. Externally, staff is tasked with ensuring the successful completion of the various projects, plans, or service-delivery items that allow this city to thrive. While simultaneously we must look internally, for it is paramount to the City’s continuing success to support, grow, develop, and nurture a competent staff, and establish strong succession plans that allow for the smooth transition of leadership.

ELEMENT A: INCREASE ECONOMIC DEVELOPMENT AND REDEVELOPMENT IN THE CITY. Stretch Goal

ELEMENT E: INCREASE QUALITY OF LIFE FOR OUR CITIZENS Grow the number of BY DELIVERING PROGRAMS AND SERVICES THAT FOSTER nonresidential properties A SAFE COMMUNITY. in the city to 25 percent.

ELEMENT D: IMPROVE THE CITY’S IMAGE WITH THE PURPOSE OF BUILDING LASTING RELATIONSHIPS WITH OUR RESIDENTS AND VALUABLE PARTNERSHIPS WITH OTHER ORGANIZATIONS AND CONTINUALLY PROVIDE A WELL-BALANCED AND POSITIVE WORKPLACE FOR OUR INTERNAL STAKEHOLDERS.

ELEMENT G: STRIVE FOR A HOLISTIC APPROACH THAT PROTECTS AND CONSERVES NATURAL RESOURCES, WHILE PROMOTING ENVIRONMENTAL AWARENESS AND SUSTAINABILITY IN THE COMMUNITY.

10 | Cape Coral Strategic Plan SMART Goals

• Complete the North 2 Utilities Expansion Project construction. Complete North 1 project design and begin construction.

• Encourage and assist development in the city by streamlining Development Services regulations and processes.

• Increase the number of businesses, job creation and investment, thus stabilizing the tax base of the city.

• Retain and attract talented employees for the city. Governance “Culture drives great results.” Jack Welch

Essential to the success of the above is proper GOVERNANCE. A key element of good governance is leadership, which we defne as having the moral courage and integrity to make the unpopular but correct decisions. The City’s business must be transparent and adhere to the rule of law. We strive to be equitable and inclusive of all in furtherance of gaining the confdence and respect of every stakeholder. The City, its staff and vendors should adhere to the spirit of meritocracy, whereby work is rewarded, and staff and vendors are evaluated solely on ability, effort and outcomes. As a dynamic organization, it is essential the city be vigilant of, and foresee change or challenges and respond to them with extraordinary effcacy. Only by doing so can it hope to retain its reputation of being a vibrant and relevant alternative for business and residents alike.

ELEMENT B: ENHANCE FINANCIAL SUSTAINABILITY DURING ALL ECONOMIC TIMES.

ELEMENT F: ENHANCE THE QUALITY OF LIFE THROUGH ARTS AND CULTURE TO CREATE AND PROMOTE A Stretch Goal VIBRANT, CULTURALLY DIVERSE COMMUNITY.

ELEMENT D: IMPROVE THE CITY’S IMAGE WITH THE PURPOSE OF BUILDING LASTING RELATIONSHIPS WITH Improve all areas of the National OUR RESIDENTS AND VALUABLE PARTNERSHIPS WITH Citizen Survey results for the City. OTHER ORGANIZATIONS AND CONTINUALLY PROVIDE A WELL-BALANCED AND POSITIVE WORKPLACE FOR OUR INTERNAL STAKEHOLDERS.

ELEMENT G: STRIVE FOR A HOLISTIC APPROACH THAT PROTECTS AND CONSERVES NATURAL RESOURCES, WHILE PROMOTING ENVIRONMENTAL AWARENESS AND SUSTAINABILITY IN THE COMMUNITY.

ELEMENT E: INCREASE QUALITY OF LIFE FOR OUR CITIZENS BY DELIVERING PROGRAMS AND SERVICES THAT FOSTER A SAFE COMMUNITY.

ELEMENT C: INVEST IN COMMUNITY INFRASTRUCTURE INCLUDING UTILITIES EXPANSION IMPROVEMENTS TO ENHANCE THE CITY’S ABILITY TO MEET THE NEEDS OF ITS CURRENT AND FUTURE RESIDENTS AND BUSINESSES.

12 | Cape Coral Strategic Plan SMART Goals

• Issue a multi-year budget approved by Council which maintains a minimum of 2 months of operating reserves. • Maintain reliance and dependency on ad valorem tax receipts at or below 58% of annual General Fund revenue sources excluding balances brought forward. • Increase civic engagement and access to information to enhance fact-based community values. • Develop a regional approach to branding for marketing and related purposes. Foundation for building a safe, vibrant, sustainable community 12

Community

Infrastructure Cape Coral Strategic Plan

Quality of Life Public Safety

Financial Stalibility

Policy Operations

Transparency

14 | Cape Coral Strategic Plan Element A: Increase economic development and redevelopment in the City.

,. ' ' ' ' ' .. K~ PWrorm.-x• lndlc:c1torh) I ..... !FY 2014 A(tu,111 FY l015AO, OCO I .. I I I I m I I ... Vf': .. ,. t.u g,ow o, tne - reue • o , 0 1A1M1ose1. "" ~lnl Sbdn: s OI' llllCllffllfflUtlon of ~ionlnq Plan oco tUA NIA N IA '"HJA 12" - St111tNic. lnit-lath'c A 2: lnaffi.e rN«ition and ~Ooll~ion ot e ld ~ in tflt c· " "' • 1. Ob'-"11¥•: tnc:Ol,l(MJ:e 11nd •ssl~ ck-Y•lnnmlflt In the City t \ltNfflllnlno I .-m,ent Servlc.-i; 11-1,1~ l il:IM •nd f't OCM'le'J A\l, wait time • t perm.it t«.WltC'f (~es) DCO 8ui1dint 17 ,., 10 - ~ time for commerlk. w/ coml'l'ltnu OCDOtvSvu 11 <10 <10 ,._ "'• • • '"' •10 ,._ !)a,,.. to tume10UMI l)e,ye1tt>nV"nt SC'l"l'icn ...... ,;b OCDOC'YS•,u 5 1 8 10 ,. <8 <8 ,._ H~ or incomplete 'l)pliutioni sutwnil1eo OCOPuinnint tUA NIA NI A HIA <10< , 1...... ,._ TlMt tor pteMtr rf\'lew Of cOl'l'IJ)lett "Pl)tiudoni: I OCl> I NIA I NIA. I N/S I I I ,., I Ad"""'lwetlve Ptnn!ts .,...... Q,uni,judici11t ~mit, I OCOPI.Mlnint I tUA I NIA I NI A I HIA I I I ,,. J,s&{,d~ ilH>f-l p,-.c:~•U-e-J I o«> I .,. I .,. I I ,. I , I I ,.. - "" . '".. ,,''". - Toolel Pt«~iin11 Titne: Adminiw-,tive ~ iu I oc:o Pl.Ml""'! I tUA I NIA NI A HIA ...... I .... - Q,uni,judici11t ~mit, ,,. I oc:o Pl.Ml""'! I tUA I NIA NI A HIA I - NIA N IA ,,, ,. LqiiSUtive- lllf!P'CW\lll prOC:elo)C'S I oco PlbnninJ I tUA I HJA '" '" I - .. ffie: At • mtntmum milnuln c0tnmuntrv Hntwoc values b omot1no YOIUM (OfflDllll.nc• '" ,., "' Pro.Kth~ fflforument r,te OCDCode n• ... .,. ... A--'tfJq,t f deys tompond 10¥lc,11lli rorwMc~. OCOCode NIA 1 "1' 1 "l ' 1.5 - tlfA NIA N IA HJA 1& 17 ,. - A-~ete ~ r or~ to111iRClt!- ' s or Viol•tiau flbated U!rWJh "'CILUnWy ... I Element B: Enhance fnancial sustainability during all economic times. 14

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16 | Cape Coral Strategic Plan Element C: Invest in community infrastructure including utilities expansion improvements to enhance the city’s ability to meet its current and future needs.

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e.acww ,t/,i1("$tooP Cliart ~ not a[Uln •ml lisc.ill YNJ" ll I II I Nffils -nt Sit•Jl>t-sl!IJI l'Nle I ~II I'll= 1m p - 'I; ccm!IC!l.-1 I Polk..- -· Fir• 11 '"~- II tUA I 11 I 15.I ~ m 100'1; ,. ot.1-: Creaie' [er1t ill.Mt« l'WI w w 1>eve~ 1uorlltll are,, tor .,... °""""""""Ill: s o.ve- I mo ii I 51 I 51 I I IH I 71 - Sil Obl(!(tfve; A.e•vlttt die pm.n i!MUilly' t.o en1ure work i)&ln1 ••• ,11 ,hl•vln!! "'tow!!l'd tt~ted ~I~ P•09r8s " '"' - '-' ol Pim lm~t~ I EIIO I "' I 111'1 I 10$ I 20'.\ I 21K I n i I m; Element D: Improve the City’s image with the purpose of building lasting relationships with our residents and valuable partnerships with other organizations, and continually provide a well-balanced and positive workplace for our internal stakeholders. 16

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l'D.R.:~.7'. Cape Coral Strategic Plan RI LJM> kri1L/,/,e,d" • Socia., Mecti ■ • !.ociolJNledio, ~ 9 R, II-JO ~ •ll. li"ti~••n .z ; S.S: ...2 1~: C.0~•2 ccx;_.. +H.6 • ine,eMoe ·lncrnse , ~,. rof HJIIOYilen Pi!R s.., s.,1. , ,, ~ ·-· : (OG(; •~ ~ w, lncrNO Ct,,, •0 ,H.; "'°'' ?-.o.4;t,ill c«n.t O n:ft. -12 .i=on ~L -CnEa,, ... , a 'W-•115. , li

J oc.,-1•• , U1• socllfl m- - I» PfOvltM lnfomuillon md ICC.U 10 lfiit c llboimi- (!4Cotboot.. Uolrffml - f' of LikM I Pub41c Affairs II tl •A. II Nlol, I 4 ,oM, I ~.661 I ~ .COi) 6 ,lOO I b!llXI - •• Froer•11>$ ea-o>dc;il-•n Yllo U~~.>m l~! I fl"rtl,NIIIV I Publl,; ,m•t~ II till;. II NI ._ I ~,. I 1(1<1 I 1~ 11(1 I II~ ... ®'-«I••: Condlltt blffltl~ I Cll1:tffl 1tn~ 10 -1' lnc, ut from Ill~ I 1h 11>QSI rcunt - ) ~lt<~lv•: "'• Mx:1'41 m~ 1.oc;,IJ tQ .,...... <1,lfft'l1 - t · J>1 unicp, • ...-... DI I· II poub41c Affairs I t!IA. I NI A I 7,500 I ~.ooo I l @,000 ,o.ooo I I~.- - ~ Of

[-,..,..,.t .... Element E - Ml'ir.,.tt i'IC(>t 'ie,lnt). iMf' tu.i'fttttr Of onrl\ boi,if'd r~m.n10ftt I c11v c~,~ II a~" II I 12~11 I 11G I 10$,. 11(11, I 1111"1 C '5.b.at.,._w- lrwr•atM D.l : IE:sl.a bltsh and milW'l tair'I ~ tffe wtllf'I CDt'111Tl1JOWI', IVGiln..-r.atuv-..: and trlft-etnal - rnment.a'I - .. 'I Ql)JQnm"nt Jlhll· _,,.Yl"II)' Coll-"• l)".>gr4'" ~ It r+!f)O"fl... to .i1 fl~-" I))' Jl.f'Ul,ofll~ ••tt1o1>1ll'll)t wttl'I lftdll!II')' rep,-1-KlV", CO"'fflo!"l!Y-b~ffd ,,_,,.... orantiulom,. 11.t~nborl'lood usaclat!OM 611d commvn1iY .weiru t!Mt i:ofO\'ldot , lor d lnc1, 1111w-r~tlon "wl!b t'hi rfl1dl!n·t. 'I IIIC~>,¢/ d~•~a~ 11\ • ot C• ,!0161~ tlO~'l I DCD 1"1 >""'1n,r 11 1i II ·-14 I 1~ I 1)1, I 1)1, 6" I ~i - ~•ten»! .,,t-v ◄ Ob Ioctl.-~: C:Dnlllnu~ Yotuntitt"r P'rflar,-am1 - 1; liie~ll~I.S..:f- 'Iii/I llf >(J/(ui'lt,eft'S I DC D (Cod,. I tOI A I 2 I ·1 2 I ~ I IOOl\'. 100\ I 100\ d :iffillr.- lnlnil ~M D.. 4! ~00- ,11 eit.Jl.n,_, e l or.of'M"ikv..a'llvn l'tl r,,t.all'I .ai i'lid ;ur___. 1ilt#M~ .-..._,. - I. Qt>l-lv•: (lftOll>..... 0--M il'lr"'~· e~lloll!CN INclerilrlD 15;1111. 1ob t•IHN l!.IU MIJ, n.fecv lll'UIIIII~ nd IMUflill 1'11K:.. · 0411'1a. Slnn,ru M 'll'llffMI filllll!oMMC lO 001'1...,_ !WI - Ii<- ,;ti) w of ,afo,tr t,..,,I~ ccxne, by Risk tr•A. NI A NIA ~ ,oo - rirlrYlCe 100 -" of Cf"'"'""'"" ir;ilrled lb'{ Aii!'k Fl - I ttJ A. I NI ._ tl/£ 74Z WO 1(100 150:) - , -, tlMt In•~- •~IIO INo "''011< / lrll!)rt~I Fl- I ,n I zor. n ,r; 1611 1,6 111 15ll. 15X - Mi1trA--.,,, ~ Cl.MM I $/ -e; l&iffl.\'J Fl_,. II $.11., ~17 I ~.,..6.00 S4 ,2~ $ ~ ~~ Sl 7tll!I S.:J:.~ s2.~ - i - Ql:),J-1.-.: RtU~ oll1!d &Ul'½Cl UleMed ~~ fct Ill• C['I)' - DI"' io nu ~ !t'lon-1"11 I HI! II Q I )) I J? I 4) I -i:41.J, « I) I 4ifll) - 'II '1f ..,..t,a,m whoo....,.. minlmoo, 1<11>qf>J I 1111 I ..... I -~1111 I 4221 I 4~lt I .. ~ ·- I --~

18 | Cape Coral Strategic Plan Element E: Increase quality of life for our citizens by delivering programs and services that foster a safe community.

. , ,. , .. ' . K- ""rf«m•nc• lndlc.torh) ... ,. • FY l014 A<.tu•t• FY 101)A(t~1 1 FY l016A(t~I• FY 2011 A(tu,tO FY 1018 bhm•t•• FY 2019 t,Um•t•• l, S Yr ~ • SlrlllHI( ln1uativt E.1.11 T1 11fh c: Saftl'V 1, I OtilecUv♦: Inc,~ P,o.Ktl..-.1111<1 ta, "traffic tf'lforctffWnt •nd lidU(lltior'I op tunltles to.-nw,e me ~ re9'IOY~ of trilffk: ttv ,,,. (fty - ' N n,mcActlvities ..... ' HIA • !U,' • ,co • ,., • • ,,. • • Stt,t .. lnitwotwe LI.a P\lblic S..letv Hum.an IOewurc.e "' "' - 1. I Citl1KtlW,: ltlCIMloe ,dmlnlu,Mtve i1,lffM ~k to, tht> 61-II'Y ...... I fnclN:W 1t,1f • 6 or I pe,r -ac- l (~~~ fire ' 14/A. • IUA • HIA • IC/A • .. • ,., • 16Sfw. Str111, lfliti,tlvt[.l .t> f'\lblkSafttv( Af.Sft Piaf\ ' ,., Otl}KUv♦: bnpltl!Wnt..tlon of n,e Mdlt♦r P5-n lnctudnt <41pit.i im't'~nwnt - I I Fire I I , I 16.25'$ I I I I "l'tll,n i ... .,...... ""' ,.. lnlt,.t~L l .c: \.Oft'W!lunl'IYf « ""' ,. nu ,_'1ffi (Offlfl'IU~TIOI\ -' Citlit: Im lht'C~ltYSlmun,,,c:eScNkt-tOl11«' ISO utln11. ,. Ot,Wtlv.-: Conduct on I~ review of our Pf'( c:'-l;tllkaOcw1 - S of~<~led I Fire I .. I I ... I ... I I ,.,. I ,.,. ObieH corr ~SH otter,t,c1 oer w,,r ,nc:t .cove CERT YofUMfffS - Jtof CERT

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p w w Element F: Enhance the quality of life through arts and culture to create and promote a vibrant, culturally diverse community. 18

. ., . ., .• . • K*V Pft'fe)t'ffl,WI(• MdlUtOr(SI I ...c t rv 2014At:tutll rv 201U,('lual I rY 101u,c11.a11 1 n· 2011 Mtuat lf"Y 201' uumate I n 2019 Otlll'l.aitt I J • s Yr. <:iNI • s.tr,a,te,;ic. lnitiatwe , r.1: C~Jilllll.h c CorM Ma ~ tinaHon of A.th and CIAt~ • tor r~ and vbiton. ,. Obj«ttve: Coordinate "'1th !M"lv•te Hne •rt$ and cultural arb org_,1nlu tlom to provide •~""' cultural ond fine art opportunltin • o1 Pllr1,w,r,wfff to the C1ty " "' "' • of s, ,11,nu i11Pf'l>C• t~ fil.cd I ,.. I • I • I I I ,o I ,o I ,o fl o1 Oflill!C$ II - O'fN •nd rttelw,cl , 0 I 'I " Cape Coral Strategic Plan I • .. • • . ' ~•t-ic: lnitiath'e , f:2: lnc~ a:.e the Commtrrihl"s tlon 4nd in...... ~ill Cor-.Cs clAt-.al and recreatloN.I ., ' ' ' ' -• L Ol)IN!_fve: ...... ~ Pool I PaR I .,. I It/A I .,. I I .. I •• I 7S - Vrsiton to ~n ~•Sh 6: n.dlt Cwt> Pool (16 rlre1 I PaR I 152,122 I 183,-1()6 I 124,6~ I U0".1 02 I 183,750 I 183,750 I 183, 75(1 - .. Ob)KttY•: ~ lfy Yoe.1th prognims At t~nce I ,.. I NIA I 20.us I 2•,·0S I 31,8-97 I lt,0«1 I ,t,-«O I lt ,4«! - ,. ObjKttve: [Mince and dh-«1ff'y KO-loor•iwn fd,ir,~ and Ji(CHSlble tO Ml C (OHi fPSldenti. - L ' otiJe(dYe : Oller a d!'#toe rv,ge Of yoyth, 1dutt, af'ld s♦nkw r ecr•1t' l0nal pt<>graMfflff'lg , ..,.,,0,4,ms off«e'd I ,.. I ,... . I l.27l I 2/MI I 2,702 I ,.aoo I U 75 I ,.... -,._ ,. otiw.cnve: 0,evHOn • fHtlv.r,I o.o.tflerlno •f'ff ....,thin the C1tv S I.and.Acquired I ,,...... I ,.. ,.,. 1001 ,co, E\t.ne ,.. I I .... I ... I I I ) . ObjKttve: ConOnue ,pK.'lal ~ ts, sud! as arUu-6ft shows, festlv.r,b, block p,M'lles, coMert-s • nd otMr c-vent, • of Spc

20 | Cape Coral Strategic Plan Element G: Strive for a holistic approach that protects and conserves natural resources, while promoting environmental awareness and sustainability in the community.

,. , . 1 " I -. - ~~ ~H 1'!1<1omJ.i,• ,,.,;ll(aiorl~I I .....,t I FY l014~t1161 1 fY l~15 ,.,lual I fY 201~,l(lUi!I FY l017 A'1Uil I FY l01~' [11.l!Nle l FY l019 Enun.,,1e I J SYr,c;oal .. s..-,- rc lo£$twe 6.1_: Wori< lo teg,a~y ar>d wllli ~ mol a.1.00Cl•lloo• to '"""!"rt heal111 v "1Vi l]!!"l11etlt• tar c:a~ c:oni, Wll,dli!,e . Obl«u.~: Rcm~1n -mru~d ot~w.w-- IAc•n I l'l!R I 909 I ~ I !!09 I W9 I 8Q'I I 809' I i!Q'i b s.i,.,..,<: lnftiativ~ G,2: Sun.Im mwi walc-r !IUl! litl' wi{hiB ~ U\\' ol c.m.. (01"11 - Oblecu. ..: : illJrlrrt~ili full coinjil'llu- wil~ fl\d1rt\ll -~nd >t4l~ wlitH qu.!l li'I\' itiind.ml; >-- ~- ~ llwre>t ~.O. Pl~ril Fil'lishecl WiltH Qu61[ly MCL"s I Ulilitie., I 11m I i(li'.i,. I 1on I 100I I iOi'.11. I ;001 I i(li'.i,. >-- l,IQrlh lt,0 , iibnl filll!llcd W.,,~ O!J~liW /./CL "J I Ul~ itifi I l(ll)S I 100'.i I 1(1(1S I 1DO'I. I 100,. I 100'!. I 100,. Oble(t111~: IWeM ~!Ill ~ the 110 MPDE5 Aa1Ylt1M >-- •· 'I. ol t,vm,rn~ ~rm,,,o~r .,;,tiviliri, .c,omeli~ I f>yt,11~ Work~ I 9"cl. I ~!I I ~~ I m I 100,. I 1Dll'I. I 100,. C u.---..r.- lni'Ha tllffo ~ ., "-:- ,...... t jiv w;•...., "" , ...... ,t, e, - ....-.-r ■ or e, .,...,. 11....,,...... ,.. l.l'U" ni ir,-[,., ••...... _ ..... -..rto m r•- lhl'! wst.aiflabilt•..,,...t l hl'! ~ ---• . I ,,. Obl..::u.;,; -~ wtH1 """i!'M1ilet?O I.a -llfy !>i!'>t mFotlkliel >-- Dn"t l"ro.;~ ld~IIN fl'/Nl I Ulilit~ I I 'l'n I Ye, I ~ I ~ I In I ~ >-- 1 or ScR l'mticn lmJI\Cmmt~ I ULl41~ I ""~ I si I ZS-1i I 5n I 75'.I; I S~':I; I 100% >-- -Lc,p .L"-

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p w w Our Proposition to You as a Taxpayer and a Stakeholder in Your Community The City of Cape Coral shall continually engage its citizens, not only as taxpayers, but as community stakeholders and architects – capitalizing on their talents in making important decisions and shaping the community for future generations. We will accomplish this by embracing new partnerships, encouraging and supporting existing partners, demanding effciency and innovation of staff, and seeking exceptional levels of performance to the beneft of our taxpayers.

22 | Cape Coral Strategic Plan AT A GLANCE GOALS & TARGETS

Stretch Goal SMART Goals

Establish high level of services based on industry • best practices (police, fre and emergency management accreditation). Rank in the top ten safest • Maintain full compliance with federal and state cities in America. water quality standards. • Establish Cape Coral as a destination of arts and culture for residents and visitors. Exceptional Services

• Complete the North 2 Utilities Expansion Project construction. Complete North 1 project design and begin construction.

• Encourage and assist development in the city Grow the number of nonresidential by streamlining Development Services regulations properties in the city to 25 percent. and processes. • Increase the number of businesses, job creation and investment, thus stabilizing the tax base of the city.

• Retain and attract talented employees for the city. Invest in the Future Invest in the Future

Issue a multi-year budget approved by Council which • maintains a minimum of 2 months of operating reserves.

• Maintain reliance and dependency on ad valorem Improve all areas of the National Citizen tax receipts at or below 58% of annual General Fund revenue sources excluding balances brought forward. Survey results for the City. • Increase civic engagement and access to enhance fact-based community values.

Governance Develop a regional approach to branding for • marketing and related purposes. To volunteer visit www.capecoral.net/volunteer

Stay up to date or report an issue on the go CapeConnect App

To obtain information about City services, call 311 or visit them online at www.capecoral.net/311 1015 Cultural Park Blvd., Cape Coral, FL 33990