Pasco…Florida’s Premier County Strategic planning Pasco…Florida’s Premier County

The Strategic Plan

The Strategic Plan Strategic Plan Development

Consensus Strategic Advantages Inputs Advantage Citizens Business Community Board Staff Data Combined Total Proximity to Tampa Bay area (location)   X 3 Lots of open space/coastal access 4 Workforce Capability (skills, experience, adaptability, dedicated) Small/focused leadership (political agility, simplicity) 2 Community Services Environmental Stewardship Financial Stewardship Community Planning & Development Public Safety Service Oriented Culture X 

Consensus Strategic Challenges Inputs Challenge Citizens Business Community Board Staff Data Combined Total Anticipated population growth X   4 Aging neighborhoods/development  X 5 Collaborations/Partnerships 3 Workforce (morale, raises, capacity, development, recruitment, succession planning) Economy/Jobs Tax base loss/property value (economy) Lack of resources (money, people) Education level of citizens Infrastructure Capital Maintenance funding (internal) Mistrust of Leadership 1 Rising costs (insurance, fuel) 25 separate private utilities with varying levels of service Pain avoidance Unfunded mandates

Strategic Focus Areas Serving our Community To Create a Better Future Pasco, Florida’s Premier County Create a Thriving Community Improve Organizational Performance Stimulate Economic Growth Enhance Quality of Life

Create a Thriving Community Enhance Quality of Life Strategic Goals Create a Thriving Community Pasco’s identity Redevelopment Transportation System Public Infrastructure Improve Organizational Performance Data Driven Decisions Quality Service Skills Tools Sterling Model Quality Workforce Performance Culture Stimulate Economic Growth A Great Business Environment Healthy Financial Environment Grow Employment Workforce Development Enhance Quality of Life Protect Natural Resources Safety and Security Culture, Social, Recreation Essential Services Leadership If you open the panels of the Strategic Plan you will see that for each strategic objective we have identified four major goal along with targets and measures. This is how we measure success and ensure that we are objectively measuring performance. Review Economic Growth on flyer. Delivering on these promises and ensuring that we are a high performing organization requires leadership. That leadership starts at the top with the Board setting policy direction and is distributed throughout the organization to the frontline supervisors.

Focus Areas

Annual Business Plan Represents the body of work we intend to do over the next year, contributing to the Strategic Goals & Objectives.

Annual Performance report Represents how well we did what we set out to do in the Business Plan. www.pascocountyfl.net (Government\Administration\Reports&Studies)

Organizational performance management Pasco…Florida’s Premier County

“Gentlemen, we are out of money. Now we have to think!” Winston Churchill

Organizational Performance Management Customer Service Public Information & Communications Training & Development Performance Development

Organizational Performance Management Analyze Data Research Root Cause Identify Solutions Process Improvements Service Delivery Performance Development Citizen concerns Frequently Asked Questions Trends Public Communications Customer Service Training & Development Proactive Messages Positive Stories Education/Clarification Media Relationships Educate Staff Improve Skills Performance Improvements Customer Solutions

Organizational Performance Management Performance Management Systems and Infrastructure Strategic Planning – 4 Year Revision Cycle Annual Business Plans Annual Performance Reports Citizen Engagement (Surveys, Social Media, Proactive Education) Employee Satisfaction (Surveys, Initiatives) Process Improvement (Mapping, Levels of Service, Core Measures) Performance Analysis & Data Translation Continuous Performance Improvement

Customer Service First point of contact for residents of Pasco County. Strive to be the one stop shop answering all questions and concerns. Enter work orders for Code Enforcement, Public Works, Animal Services, etc. Dispatch information to Animal Control Officers. Assist other departments- Special Needs entry, Newsclips, Animal Services-Warnings, License Violators, License Tags. Resident Information Center during Emergencies. Assisting co-workers and citizens with their needs.

Training & Development Provides a comprehensive employee development program through Pasco U: Offers our employees a variety of skills-development topics. Offers our employees multiple methods to learn and develop skill sets. Creates opportunities for employees to take on increasing leadership roles. Creates opportunities for employees to advance their careers in our organization. With the ultimate function being:  To improve our employees ability to serve our customers.

Repurposing with Purpose Starting with the Customer Experience Working Backwards from Customer Requirements. Are the Right Programs and Services in Place? Minimum and Target Levels of Service Customer Requirements vs. Expectations. Establish Minimum and Target LOS. Performance Goals Bridge the Gap Moving from Minimum to Target LOS.

Repurposing with Purpose Identifying the Work Systems & Processes What Actions and Activities Ensure Delivery of the LOS? What Can Prevent Delivery of the LOS? Getting to Meaningful Measures How will we know when we are meeting the LOS? How will we measure the things preventing it? The search for Leading Measures.

Repurposing with Purpose Process Improvement Map Process Steps, Actions, Activities, Touch Points Analyze where the Process is Breaking Down Improve Effectiveness and Efficiency Standardize the Improved Process (SOP) Measure the Results and Compare Report and Review Performance The Business Review Process

Major Shifts Reactive to Proactive No More Broke-Fix Mentality Focus on the Customer Experience Reliance on Meaningful, Actionable Data “There will never be enough time or money to fix everything as it breaks. We have to get out in front of problems and work to prevent them.” Albert Einstein

25 9 12 2 Title: Real Estate, Individual Property Vacation Processes The Current Pasco County Real Estate Division’s Process for Individual Property Vacation was mapped by staff. Using LEAN tools, identify / simplify / eliminate steps to improve the efficiency / effectiveness of Pasco County’s ability to process applications for Vacations of Right–of-Way’s, Easements & Alleys. Process Map Original Actual Change Percent Improved Process Steps to be Realigned 105 65 40 38% Process Time to be Realigned 242 Days 120 Days 50% Lean Newspaper No. Now Next Done Number of Opportunities For Improvement 37 17 46% Lean Newspaper Matrix Overview Opportunities for Improvement (OFI’s) Easy / High Impact 25 Hard / High Impact 9 Easy / Low Impact 12 Hard / Low Impact 2 Current as of: November , 2014