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

2. The Strategic Plan

3. The Strategic Plan
Strategic Plan Development

4. 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 

5. 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

6. 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

7. 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.

8. Focus
Areas

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

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

12. Organizational performance management
Pasco…Florida’s Premier County

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

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

15. 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

16. 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

17. 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.

18. 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.

19. 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.

20. 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.

21. 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

22. 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

23. 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