2025-2030 Strategic Plan

1:12:54Any other questions? We're good. All right. Thank you, sir. Yes, sir. Uh now we'll move on to the next R item is R forty-eight and presentation only.

1:13:15Good morning commissioners. Mark Bellis, Organizational Performance Management. I always like to start this presentation with a little story. And some of you heard it four years ago, but uh bear with me. It it makes a pretty decent point. The um well I see change my title slide. Gotcha. So I grew up in uh in Oakland. I know Commissioner Starkey remembers this story because she had similar experiences. But uh as I grew up, uh there was uh an old theater that

1:13:46uh we used to go to on rainy days. And it was an old theater because they only played the movies that you wouldn't see at the at the new theater, uh B movies, I think they called them at the time. And it was kind of nice as a kid. You could spend a couple bucks and for all day all day long in the rain, uh instead of sitting Outside you could watch movies. Now I I don't remember any of the movies that I saw there. What I do remember is that these were old enough to have what they call movie tone newsreels embedded in them, little black and white blurbs of different things going on. A lot of World War footage. There

1:14:16was one that was a cat playing ping pong. But the one I remember the most was of a uh an archer. And his name was Howard Hill. Now, at the time, 20s, 30s, 40s, he was the best archer in the entire world. I saw in this footage where he could be taken out to a grassy patch, put a uh target 50 feet in front of him, take out an arrow, draw it back, and he would hit the bullseye every single time. He was absolutely incredible. I actually saw him take out a second arrow once, and he split the first arrow right down the center of the shaft. He

1:14:46was that good. He was amazing. Amazing, the very best. Now I'll make a bold prediction here. I could take any one of you at the Dais or anyone in this room. I could take you out here to the grass, I could set up a target fifty feet from you, give you bow and arrow, And in two hours time. I get a any of you hitting the target more consistently than Howard Hill could on his very best day. Two ch two hours, any one of you. Challenge accepted. Provo provided Provided two things, Commissioner.

1:15:17Provided two things. One, we blindfold Howard Hill. Second, we turn him around so he does not know in what direction the target lies. Silly, right? Here's the point.

1:15:29I thought you were gonna give Mariano a crossbow. With a scope. That's kind of

1:15:35Good

1:15:35solution.

1:15:37So, kind of a silly story, right? But the the point is this. No matter how good you are, How can you hit a target you cannot see? The strategic plan is the target for this organization. It is your target that we are going to execute. And the Bullseye is a Premier County. So that's what we're going to talk about today. It all starts with our mission. Serving our community to create a better future. Sounds simple, but it's what we do here in Pasco County government. It's why

1:16:07we exist. It's what the community depends on us to do. What we realize is that in order to have this kind of better future, three things, foundational pieces have got to be in place. First, we have to be able to provide a sustainable foundation for health, safety, and mobility. That foundation is everything. And if you look across the 58 lines of business we do here at Pasco County government, most of them are focused on providing that foundation. Foundation. So really if

1:16:37you if you consider the sustainable foundation is the piece that has to be in place where you have no community at all. Now once you do have this foundation in place, the second thing you can do is begin to enhance quality of life. So we are able to provide equitable human services, social, cultural, and recreational opportunities for all, no matter where you are on the spectrum, from having a particular need to wanting a park or library or something like that. Now, we also know that the underpinning for all of

1:17:07this, the underlying support, is economic prosperity. And so we define that as supporting a sustainable increase in community income and investment, economic diversification, and expanded opportunities for all. So that's individuals as well as businesses. So these three pieces have got to be in place to ensure the future of Pasco County. So how do we develop the plan? Well, first we we we found it kind of interesting

1:17:38that Pasco County really exists to meet people at their point of need. And the way that this particular plan is set up does exactly that. You can see it it lines up uh perfectly with Maslow's hierarchy of needs. So I think as a county government that's uh that's incredibly responsible that uh we're able to do that. So where did the plan come from? How did how did it get designed? We uh put together a team of incredibly talented people. Three of them are actually in the room here today that have been working on this for uh n uh several

1:18:08months. Yeah you met our consultant uh Patrick Iberi, he worked with each of you early on in the process. And the challenge or the the um charge of this team was to look at the three focus areas. And help define and understand what our biggest challenges are to achieving those three big pieces, and I mean immediate challenges. So we had a workshop with all of you to help define that. You gave us uh great ideas and thoughts, uh, allowed us to then go back and do an environmental

1:18:39scan so that we could verify and validate what the causation was behind some of the issues that we're seeing. And then from that we needed to build uh some sort of adaptation. In other words, the strategic plan is a way for us to address the challenges that we are facing right now to creating that better future. And that's exactly what this team has done. So the basic setup of the plan Very simple. It starts with a mission and vision. And those are achieved through the three priority areas. Now

1:19:09the next step, as I mentioned, was to determine what the challenges were. You as a board gave us uh your thoughts on this. You'll see they're up there. We've run them back by you again to validate that we're on the right track with that. But when we look at the creating dry a thriving community, what are our biggest challenges that we're facing right now as an organization? Well really in the face of rapid growth, it is maintaining the demands of public health and safety. That's that's just enormous. You hear about the fire stations needed, you hear about response times, you hear a lot of

1:19:39uh about the roads. Half of what we talked about today is really about that in the face of growth. And of course the idea of being a resilient and sustainable county well into the future is also another big challenge that we're facing right now. Those are the pieces that challenge that most found foundational part of the strategic plan. Now, when it comes to enhancing quality of life, there's some big pieces we've got to address too. We've got to reduce homelessness. We've got to address that. It's not going away. We know that. We see that. You hear about it again. We even hear about it

1:20:09today. The other part of it is to realize that for a lot of folks, we want equitable services. So even access and availability of the type of services that people want: cultural, educational, recreational, social opportunities. We've got to put a greater focus on that to make sure these things are available to folks in their point of need, whatever that need happens to be. And of course, you also hear that heard some of this today, the challenge of balancing the natural environment and urbanization. It's a big challenge. So

1:20:39these again are big pieces. They are strategic by nature. They're the what we intend to do. In a minute, I'll talk about the how tactically we intend to do that. When you look at driving economic uh prosperity for all. Big pieces right there, meeting affordable and attainable housing needs. We know that's a huge issue. We've got to focus on on changing that. We still have stressed communities. You heard some of that today as well. We've got to address the needs there. And we want to do more to support small business and entrepreneurship, because

1:21:10of course if we talk about creating jobs and creating economic sustainability, that's a huge piece of it. So these are the challenges. We had shared with you, we feel very strong that those are validated. So there's the the what we intend to do. When we get a little more granular, we have to set the targets, going back to that, that trying to hit the bullseye. And the goals that we have are designed to do exactly that. For each of the three focus areas, there are three challenges that are going

1:21:40to be addressed by three goals. These goals are what we intend to achieve between now and 2030. So we'll talk more about that in a second. But just to walk you through these, when you look at Thriving Community, we intend to improve the capacity and capability of emergency service responses. There's going to be a lot of tactical pieces that make that actually happen. You heard some of that today. There's no fire stations, those type of things. Protect vulnerable critical assets and communities from extreme conditions. That's what the Office of Strategy

1:22:10and Sustainability is focused on. You've seen some of the projects that we have going on right away. We want to ensure that Pasco County is in good shape well into the future. And another one that we realize is that so much of what we want to do is going to be around policy and and some policy updates and changes. So we want to ensure that the 2050 gets done pretty quick and we want to speed up the land development code. That that it's time for that. We you hear the you hear the conversations all the time. We want to get to where our policies are consistent with where we want to go

1:22:40as a county, so we want to speed up the process of of redeveloping that. As far as the quality of life goes, we want to make homelessness rare, brief, and non-recurrent. So there again it's uh it's something that we have to have a very specific focus on and you've heard some really uh really passionate uh folks that are addressing that here in the organization. We want to always and continue to increase availability and access to the resources and opportunities that people have around recreation and culture and social events

1:23:10and so forth. And we want to ensure protection and conservation of natural ecosystems. A little bit bigger piece there than it was a little little micro last time. So big picture type of thing there.

1:23:23And as far as the economic growth and prosperity, increase the supply of affordable and attainable housing inventory. Now keep in mind that every one of these goals has specific KPI measures. So key performance indicators. This one is a literal number of increasing the number in that inventory. So we uh we know exactly what we're doing and how we're doing on it. We want to support the redevelopment of the stressed communities, maybe revise the harbors plan, do some things around that, and increase support of small business and entrepreneurship.

1:23:54These are the big picture pieces. This is the what we intend to do to address the challenges that are absolutely on us right now. So how does this actually get deployed? If you think about the strategic plan as a target, the big strategic piece itself, there's a couple of things to consider. The majority of the work we do in the organization, again, goes to achieving the three focus areas, the thriving community, the quality of life, and also the economic prosperity.

1:24:25So everybody in this organization is contributing to achieving this strategic plan. We all have a role to play no matter what business we do or job we do down to the all the way to the to the folks on the front lines. They all have a role to play. We all do in this. The so so the the idea is that if you do not have a goal That is specific to the work you do, maintain course and speed, continue to improve your processes, you're doing fine, just keep growing, growing your business, doing the things to provide

1:24:55your levels of service. If you do have a goal in the plan that is requires your work or your focus in your department or your function to do, what it means is that there is now a greater focus to achieve the things that you are already being held accountable to achieve. So it's actually good news if you've got a goal in here that says we want to address homelessness, for example. Because when it comes to prioritizing resources, Eric and I had this conversation, both he and I provide support for a lot of the forward-facing things,

1:25:25and we realize that if it's in a strategic plan, we have to prioritize our folks to help achieve that in that team. So it makes sense. You have availability of more resources, more focus, uh business plan initiatives, things like that. This all is taken into consideration because it's focused. focused on achieving your strategic plan. So those are the two pieces there. Everybody contributes to this, every single person in the organization. It just depends on in the cycle if there's something specific that we need to help you with in your area to address

1:25:56these pieces. We will be reviewing performance internally, very often, looking at numbers to see this is what we're doing, how well are we doing it? We need to know. But there's also going to be transparency. to this. One, we're going to have uh not only an internal site where we're using Power BI to look at all of the numbers to support what we're doing, but we're gonna have an external site too where the citizens can see how we're doing on these things. Are we doing what we said we would do? So there's a lot of a lot of accountability and transparency that would go with this. And we will have a very

1:26:26robust two-year review cycle of all of this. So we will come back to you to see have things changed? Is the environment different? Have we done enough to achieve something here or is there something new that came up, a pandemic, whatever, that has thrown us off and we need to refocus? So that'll happen on a on a two-year cycle. So I wanted to give you the overview today. We'll ask you on the 17th to adopt it. It'll be on a consent, but we have between now and then too, if there's additional questions or or any other information

1:26:56that you need from us, know that this is a more agile strategic plan than we've had in the past because we've learned some lessons about how quick things change and we've got to be agile as a as a county government to address the things that we need to when we need to do that. So any questions from the board?

1:27:14Any questions? Mr. Chairman Mr. Marion?

1:27:17Mark, years ago we did the uh reviews and we had the reviews you had updated like three different segments. When was the last time we did that and when we would do that again?

1:27:25Who? Uh long time ago, you're right. But uh we would like to be able to come back to the board and and give that at least uh if if uh

1:27:36I I'll say at least twice a year, if not quarterly.

1:27:39So I think even annually even fine, but just okay again, we'd be fine to see what we did what we did before, what we achieved, what we didn't achieve, and what's still on the list and where we're going.

1:27:48Absolutely, sir. And the you will also have that dashboard that you'll be able to look at as the rest of the citizens to see how well we're doing on things. But you'll get the behind the scenes detail from us. So thank you for that. Yes.

1:27:59Okay.

1:28:00Any

1:28:00other questions?

1:28:01No, I'm just glad to see this. I think it's got a lot of of uh metrics in it that we can really get our hands on. So that's good to see.

1:28:07Beautiful. I w I will tell you that the the collaboration not just with the team because all five all the branches were represented on the team working on this, the the strategic plan development committee. But they also consult the department heads who are going to be doing this work and we're engaging a lot more people across departments, across branches to really make a difference in this. So I

1:28:28I do I do wonder, um, you know, I have my uh leadership council meetings, I do the had the uh Harb the Harbor South, which is the holiday, all that area. And now I have one for the Trinity Odessa area. And so I wonder if it's possible to make a little trifold of our the county strategic plan that I can hand out to the HOA members that they could take back. Something easy that the public can you know and all of us when we have speak engagements can let 'em

1:28:58know what we're working on.

1:28:59Very glad you mentioned that Commissioner because that's a piece I forgot. We will be producing uh a handout, a leaflet of a a little brochure that will do exactly

1:29:08If they want to learn more, maybe Absolutely come to the website. Perfect. You back on