19.07.16 Strategic Planning Session Report...2012/05/20 · Page 2 of 18 THE CITY Location Fort Walton Beach is a seaside community in Okaloosa County, Florida that is bordered by

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FORT WALTON BEACH

Strategic Planning Workshops Report Prepared for: Fort Walton Beach

Prepared by: Studer Community Institute / Quint Studer & Rachael Gillette

Adopted on July 16, 2019

Updated on March 3, 2020

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THE CITY

Location

Fort Walton Beach is a seaside community in Okaloosa County, Florida that is bordered by the Santa

Rosa Sound to the south and Choctawhatchee Bay and Cinco Bayou to the north. Founded in 1937,

the City has a “small-town” feel with the benefits of an urban community. This small-town

atmosphere includes eleven traditional neighborhoods, seven of which are located along the

shoreline, and each with their own distinct personality and charm.

History

One of the unique aspects of Fort Walton Beach is its rich Native American history that dates back

14,000 years. The earliest permanent settlers began arriving not long after Florida became a territory in

1821.

In early 1861, the Walton Guards established an encampment in the area, named Camp Walton

after Colonel George Walton, the acting governor of Florida. Then, in 1868, John T. Brooks

purchased 111 acres in what is now downtown Fort Walton Beach and the area Brooks Landing.

The most significant factor in the City’s growth was the creation, and later expansion, of what is now

Eglin Air Force Base in 1937.

Today

The City now boasts nationally top-ranked public and charter schools with a low teacher-to-student

ratio, making it a sought-after community for families. Schools are a part of the neighborhoods; linked

by fitness trails, sidewalks and public parks.

Locally owned and operated businesses enjoy affordability and amenities which embody the

City’s commitment to providing a positive business climate where companies can grow and

thrive.

The Future

Fort Walton Beach is in a prime position to become a super vibrant community where people want to

live, work, play and raise families! By focusing on downtown, a commerce and technology master plan,

and the excellent quality of life for residents, Fort Walton Beach will be posed to maximize success!

Studer Community Institute conducted four workshops with the Mayor, City Council, City Manager,

Department Heads and Citizens, investigating the opportunity for Fort Walton Beach. This

report documents the planning process, its results and recommendations developed in response.

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VISION, MISSION, VALUES AND STRATEGIC PLAN

The workshop participants reviewed and validated the existing City of Fort Walton Beach statements of

Vision, Mission and Values and determined that for the purpose of the workshop process and the

immediate future, the existing statements remain valid and appropriate.

VISION

An organization’s vision is aspirational in nature. It defines what the organization wants to be or to

achieve. It is an idealized description of the desired future state of the community.

City of Fort Walton Beach Vision:

The City of Fort Walton Beach; a recognized leader in the provision of community services

MISSION

A mission statement describes the organization’s purpose. It defines the “business” of the organization

and its relationship to its customers.

City of Fort Walton Beach Mission:

To enhance and protect the community by providing quality services

VALUES

Finally, core values are the fundamental principles that guide how members of the organization conduct

themselves while carrying out the mission in pursuit of the vision. Together, the values provide an ethical

framework for decision-making and action.

City of Fort Walton Beach Values:

The City of Fort Walton Beach and its employees serve residents according to five core values:

• Integrity: We will conduct ourselves in an honest, trustworthy, and ethical manner.

• Accountability: We will take full responsibility for our actions, resources, and attitudes.

• Teamwork: We will work together to provide quality services.

• Customer Service: We will be professional, use all available resources, and strive to meet the

needs of our customers.

• Continual Improvement: We will promote a culture that seeks to better our organization.

Every Service – Every Employee – Every Day

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QUALITY OF LIFE

The City of Fort Walton Beach is concerned about providing the highest possible quality of life for its

citizens and will begin measuring quality of life on an annual basis utilizing the services of Studer

Community Institute and Mason Dixon Polling and Research.

INTELLIGENT GROWTH

Fort Walton Beach should continue to invest in and leverage opportunities for intelligent growth to

compete for visitors, young talent, and the creative class. These key components are vital to the

development of successful and vibrant economies.

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STRATEGIC FOCUS AREAS AND GOALS

Fort Walton Beach’s Strategic Plan uses the City’s vision and four (4) focus areas described below

as its roadmap for action. While there are many projects within City departments that support these

focus areas, the Strategic Plan and Decision Matrix should be used to understand the highest

priority outcomes and to guide the City Council in their decision-making process. The City is on the

path to success. What gets measured gets improved.

Four Focus Areas

1. A safe and livable community for citizens

2. A government that maximizes the City including increasing tax revenue, growing

the population, maintaining fiscal stability and utilizing resources wisely

3. To support intelligent growth to build a vibrant, growing and sustainable economy

4. Maintain a well-trained, talented and engaged municipal workforce

Each department has submitted the following goals, initiatives and key performance indicators

(KPIs) to achieve the Strategic Objectives set forth by City Council.

Finance Department

Focus Areas Strategic

Objective

Department

Goals

Initiatives to

achieve goals

KPI’s Person

Responsible

Safety Provide a safe and livable community for citizens

• Provide for funding and financial planning for the Capital Improvement Program to ensure Department goals to create a safe and livable community are feasible

• Assist in the development of both long-term and short-term project planning

• Create an equipment replacement schedule for all small and minor equipment needs

• Update the computer and fleet replacement schedules to ensure funding sources are provided

• All Depts

Finance Fiscal stability, maintaining resources wisely

• Identify revenue opportunities as Citywide resources

• Research and educate City leadership team on different funding sources, revenue generators and expenses

• Develop and maintain funding for five-year capital project lists, computer replacement schedules, fleet replacement schedule, small equipment

• Finance Director

• Budget & Grants

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Objective

Department

Goals

Initiatives to

achieve goals

KPI’s Person

Responsible

reduction opportunities

replacement schedule, etc.

Growth Support intelligent growth to build a vibrant, growing and sustainable economy

• Continue to look for ways to decrease expenditures and increase revenues to ensure the City is attractive to businesses and residents

• Ensure costs are equitable and properly accounted for

• Evaluate innovative and cost-effective approaches while maintaining level of service

• Maintain five-year pro forma income statements for each Fund within the City


• Comptroller

Talent Management

Maintain a well-trained, talented and engaged municipal workforce

• Recruit, develop and retain a diverse workforce

• Continue to enhance accountability and cost effectiveness

• Improve employee communication

• Ensure employees take advantage of growth and development opportunities

• Prepare for retirements in key positions by creating succession plans

• Improve employee scheduled meetings and networking opportunities within the City


• HR Director

Fire Department


Objective

Department

Goals

Initiatives to

achieve goals

KPI’s Person

Responsible


• Provide greater FD response capability and capacity

• Provide a quick response time to emergencies within the City

• Place new fire engine in service to upgrade Rescue Company

• Increase the number of City FD resources assigned to structure fire responses within the City

• Ensure a FD unit arrives on scene in less than 5 minutes 90% of the time within the City

• Hire six (6) additional firefighters and place new engine on duty prior to end of 3rd quarter of FY 2019-20

• Ensure City resources constitute at least 50% of the first alarm assignment to structure fires

• Fire Chief

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Objective

Department

Goals

Initiatives to

achieve goals

KPI’s Person

Responsible

• Increase public fire prevention and education programs

• Reduce the reliance on mutual aid assistance within the City

• Begin fire education and prevention programs in all charter schools in the City

• Conduct 1st annual Citizen’s Fire Academy

• Increase use of social media to communicate with City residents

within the City 90% of the time

• Increase ISO credit for deployment capabilities by 2 points

• Reduce mutual aid reliance by 15%

• Make contact with 80% of all children enrolled in charter schools in the City during FY 2019-20

• Complete Citizen’s Fire Academy with minimum of 15 graduates with an 85% satisfaction rating

• Increase FD Facebook followers by 15% during FY 2019-20

• Fire Chief


• Increase use of grant funding for FD expenses

• Conduct needs analysis during 2nd quarter of FY 2019-20

• Apply for AFG & Fire Prevention Grants from FEMA

• Increase use of private grant funding for FD tools, equipment & planning

• Total dollar amount of grants applied for vs. grants received

• Apply for and receive a minimum of two (2) privately funded grants during FY 2019-20

• Fire Chief

Talent Management


• Improve FD training, operations & planning

• Improve monthly training plan and objectives to meet requirements of ISO

• Review and

• Increase ISO credit for Company Training by a minimum of 2.5 points

• Establish and maintain a published training

• Fire Chief

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Objective

Department

Goals

Initiatives to

achieve goals

KPI’s Person

Responsible

revise entire FD Standard Operating Guidelines (SOGs) to ensure currency and relativity

plan for each month 100% of the time

• Conduct SOG review and revision by end of 3rd quarter of FY 2019-20

Growth Management Department


Objective

Department

Goals

Initiatives to

achieve goals

KPI’s Person

Responsible


• Increase code enforcement / beautification

• Review code enforcement zones and staffing

• Evaluate number of code cases annually vs. needs

• Review staffing numbers compared to similar sized cities

• % of code cases responded to within three (3) days

• Number of cases complied

• % of cases complied within date range

• Growth Mgmt Director

• Building Official


• Evaluate existing land uses and identify areas for increased development/ density

• Update existing land use (ELU) map

• Review and evaluate development standards to ensure Code is consistent with long range development vision of the City

• Completion of ELU map update during current FY

• Develop Code amendments list during current FY and set schedule for implementation

• Planning Supervisor


• Implement master plans

• Invoke stakeholders through a series of committee meetings

• Develop strategy / project priority

• Completion of priorities list

• Completion of projects on priorities list

• Amount of non-General Fund resources


• Planning Supervisor

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Objective

Department

Goals

Initiatives to

achieve goals

KPI’s Person

Responsible

• Decrease

development review timeframes

rankings for each plan

• Set deadlines & targets to follow through on priorities list

• Update &

complete department policies / procedures

• Evaluate staffing

• Set schedule to update & complete SOPs

• Number of days

permits spend in review

• % of permits approved within ten (10) days

• Growth

Mgmt Director

• Building Official

Talent Management


• Provide training program focusing on customer service & supervisory responsibilities

• Identify available training resources and set schedule

• Set training schedule by June 1st


• HR Director

Human Resources Department


Objective

Department

Goals

Initiatives to

achieve goals

KPI’s Person

Responsible


• Provide the City with up-to-date hardware and software solutions

• Provide full-capacity, high-level secure technology to enable employees to accomplish their jobs in a secure and efficient manner

• Increase Internet Bandwidth

• Update IT server infrastructure

• Update network infrastructure (switches & firewalls)

• Update software

• Provide employee computer security training

• IT / City Staff working together to achieve success

• Modernized more efficient network

• Increased storage capacity

• Enhanced security, minimized vulnerabilities and reduction in opportunities for the system to be compromised

• Increased bandwidth speeds across City network and internet

• IT Manager

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Objective

Department

Goals

Initiatives to

achieve goals

KPI’s Person

Responsible

Talent Management


• Continue to provide the City with the best medical / health insurance options

• Provide continuing education for all employees

• Improve hiring & retention of employees

• Communicate and provide health training / education to employees

• Maintain Lunch & Learns for targeted medical areas

• Continue to obtain and provide biometrics

• Provide onsite medical services to employees

• Obtain additional buy-in / ownership of employees

• Provide

Supervisory Safety & Risk Management Training (Drug Testing / CDL)

• Provide Interview & Skills Training

• Provide Performance Evaluation Training

• Provide Customer Service Training

• Work with Departments to provide specific training options

• Consider smaller-scale Citywide training sessions

• Monitor benefits • Monitor wages • Improved

working conditions /

• Maintain health & prescription insurance cost

• Better health facilities selection (walk-in clinic vs. hospital)

• Increased biometrics attendance by employees

• Increased participation in on-site medical services

• Reduction in extended absences for medical related issues

• Compliance with Federal mandates

• Improved work performance and reduction in accidents or mishaps

• Reduction in Worker’s Comp injuries

• Improved retention rates as a result of better employee selection process

• Additional training opportunities for supervisors

• Increased training opportunities for employees

• Turnover rate

less than 10% • Employee

succession / retention

• HR Director

• HR

Director • HR

Supervisor • HR

Director • IT Manager • HR

Supervisor

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Objective

Department

Goals

Initiatives to

achieve goals

KPI’s Person

Responsible

• Implement

new performance evaluation software

schedules (flexibility)

• Interview & skills training for supervisors

• Technology enhancements

• Working with community partners to promote City jobs

• Develop succession planning (promote from within)

• Implementation of new performance evaluation software & training

• Updated policy and merit pay plan

• Better recruitment

• Additional training opportunities for supervisors

• IT enhancements implemented

• Increased participation from community partners

• Implement Job shadow/ crossover training

• Efficient &

effective use of software

• Reduction in delay of processing evaluations

• Better feedback / training

• Better tracking • Employee &

supervisor feedback

• HR

Director • IT Manager • HR

Supervisor

Police Department


Objective

Department

Goals

Initiatives to

achieve goals

KPI’s Person

Responsible


• Obtain CFA (Commission for Accreditation) Certification

• Increase community input and outreach

• Ensure all policies are in compliance with CFA standards

• Attended at least

one meeting a month for community engagement and feedback.

• Number of CFA standards in compliance

• Completing 100% of required inspections and audits

• Number of civic or community meetings attended.

• Police

Chief

• Lieutenant

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Objective

Department

Goals

Initiatives to

achieve goals

KPI’s Person

Responsible

• Improve traffic

safety • Develop crime

prevention initiatives to reduce Part 1 Crimes

• Develop a plan for citizen outreach

• Increase interaction with community faith-based organizations

• Increase interaction with local schools

• Increase social

media presence • Reduce the

number of traffic crashes

• Reestablish the

Community Traffic Safety Team (CTST) in the Okaloosa area

• Implement crime

mapping strategies

• Develop action plans to combat Part 1 Crimes

• Evaluate staffing needs and

• Number of community events and engagement activities attended.

• Social media engagement

• Track number of events with community faith-based organizations

• Track number

of events at local schools or youth events

• Number of

followers & posts

• Decreases in

the number of traffic crashes

• Number of

FDOT and FLHSMV meetings attended

• Distribution of

crime maps to internal clients

• Distribution of crime maps to external clients

• Identification of people or places which generate criminal activity

• Decrease in

the number of Part 1 Crimes

• Lower response

• Lieutenant

• Lieutenant

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Objective

Department

Goals

Initiatives to

achieve goals

KPI’s Person

Responsible

deployment times • Clearance

rates for part one crimes


• Minimize impact to budget for increased services

• Identify alternative funding strategies both public and private

• Number of grants applied for

• Number of grants awarded

• Amount of non-General Fund resources

• Major

Talent Management


• Develop programs for officers to deal with trauma / stress and to develop resiliency

• Enhance peer support program for both officers and family members.

• Offer resilience

training for officers to develop emotional intelligence

• Number of participants in the peer support program

• Family support events

• Track training

hours

• Major

Public Works & Utility Services Department


Objective

Department

Goals

Initiatives to

achieve goals

KPI’s Person

Responsible


• Provide a safe, multi-modal transportation network throughout the City

• Ensure safe and clean drinking water to all customers in the City’s service area

• Preserve, protect and promote surface waters in the City

• Encourage connectivity to public and private points of interest

• Partner with Gulf Power to install LED lighting throughout the City rights-of-way

• Promote effective use of water resources

• Partner with public and civic groups for marine water quality

• Create a five (5)-year sidewalk plan for adding new segments of sidewalk by October 2020

• Create a prioritized list of new City lighting to be installed by October 2020

• Create a prioritized list of existing

• PW & Utility

Services

Director

• GIS Supervisor

• Streets & Stormwater Supervisor

• Water Operations Supervisor

• Engineer I • Police

Department • Growth

Mgmt Director

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Objective

Department

Goals

Initiatives to

achieve goals

KPI’s Person

Responsible

(Choctawhatchee Bay & Santa Rosa Sound)

• Improve aesthetics around the City

lighting to be replaced with LED lighting by October 2020

• 100% compliance with water quality regulations measured from FDEP

• Encourage and be a part of partnerships related to stormwater quality


• Focus on areas within the City with the room to expand or increase density

• Promote infrastructure capacity improvements as they relate to Brooks Bridge & Freedom Beacon Park

• Anticipate through stakeholder involvement the demands for future growth related to infrastructure

• Ensure growth-related costs are equitable and properly accounted for in user utility rates / fees

• Evaluate innovative and cost-effective approaches to service delivery

• Develop and maintain a current five (5)-year capital project lists for water, sewer, stormwater and update annually by March of every year

• Provide alternate and creative funding in five (5)-year plans provided by City’s utility rate consultant by April 2020, and again in September 2025

• PW & Utility

Services

Director

• Engineer I • Finance

Director

Growth Support intelligent growth to build a vibrant, growing and sustainable

• Obtain and implement user rates for water, sewer, stormwater and solid waste that are attractive to

• Obtain a rate study for all services

• Anticipate through stakeholder involvement the demands for

• Work with a rate consultant to recommend the City’s user rates over a five

• PW & Utility

Services

Director

• Engineer I • Finance

Director

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Objective

Department

Goals

Initiatives to

achieve goals

KPI’s Person

Responsible

economy businesses and support growth in the area

future growth related to infrastructure

• Ensure growth-related costs are equitable and properly accounted for in user utility rates / fees

• Evaluate innovative and cost-effective approaches to service delivery

(5)-year period for all services by April 2020, and again in September 2025

Talent Management


• Recruit, develop and retain a diverse workforce

• Increase the technological and human relation skills of staff

• Strengthen a culture of innovation, performance and accountability

• Improve communication with the public

• Develop and maintain formal recruitment and succession plans

• Strive for a Department turnover rate of less than ten (10%) percent

• Develop customer surveys for follow-up after leaks and stop-ups by September 2020

• PW & Utility

Services

Director

• Human Resources Director

Recreation & Cultural Services Department


Objective

Department

Goals

Initiatives to

achieve goals

KPI’s Person

Responsible


• Provide a safe recreational environment at all recreation facilities

• Inspect playgrounds weekly

• Install LED lighting at all dark recreation areas

• Develop replacement plan & schedule for all park equipment

• Develop lighting map for all

• Recreation

Director

• Maintenance Supervisor

• Grounds Maintenance Manager

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Objective

Department

Goals

Initiatives to

achieve goals

KPI’s Person

Responsible

recreation areas


• Increase revenue by maximizing travel tournament dates

• Adding athletic fields to increase tournament sizes

• Develop Master Plan for Hollywood Boulevard site to add fields

• Presentation to TDC for funding

• Receive funding from TDC as it relates to the increased tournament revenue

• Complete Master Plan by May 1st for TDC presentation

• Recreation Director

•


Increasing Recreation Programs and Tournaments

Adding Amenities in Recreational areas

• Adding (3) three multi-purpose Fields to increase capacity of League and Tournament Play to attract new people.

• Develop Parks 5-Year Master Plan to update all Recreation areas.

• TDC Presentation May 1 to increase Complex Footprint.

• Five Year Master Plan to be completed by August 1


Talent

Management


• Provide Customer Service Training Program

• Set schedule for Customer Service Training dates

• Set Customer Service Training dates by June 1st


• HR Director • IT Manager

Suggested Metrics for each of the Focus Areas

Goal 1

• QOL survey data

• Crime stats

• Traffic injury stats

• Pedestrian and bike safety

• Reducing congestion

Goal 2

• Budget

• Tax revenue

• Population stats

Goal 3

• City population data

• % people under 25

• Building permits

• Parks and recreation data

Goal 4

• Employee engagement

• Turnover

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Decision Matrix for Prioritization

New Products/Services

Type of Service Cost/Revenue Projection Rating on a Scale

of 1-10

Investment need (non-labor) - the level

of investment the (service, project)

requires in special infrastructure (pipes,

treatment plant, etc.), technical cost

(legal, environment).

Investment nee (labor) - some projects

are more about intensive.

Direct and indirect revenue that will be

created on a year basis.

Other

Ability the team to manage/execute

Total

NEXT STEPS: MOVING FROM PLAN TO ACTION

For Fort Walton Beach to continue on the path to success, it’s vital to stay on track. Strategy execution

is often the most difficult and challenging part for implementing change. The good news is that the City

Manager and the City Council have a good working relationship, staff are engaged, and residents have

faith in the good governance. Now that overall areas of strategic focus have been identified, the work

should continue with department leaders working with their teams to add specific goals, initiatives and

KPI’s to the plan.

Remember, don’t over commit. It’s better to get focused on essential services and do them really well

than to be a mile wide and an inch deep. The overall objective is to create more tax revenue (so you can

offer higher quality of services and a broader selection), create jobs, attract talent, increase the

population and improve the quality of life.

SMART Goals

Use SMART goals to guide objective setting. SMART goals are: Specific, Measurable, Achievable,

Relevant and Time-bound. Having goals written in a SMART format ensures that the goal-setter is clear

on what they’re trying to accomplish, when they need to be completed and how they will be achieved.

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Action Steps

• Empower department leaders to build operational plans based on the overall strategic goals

• Identify top priorities for each goal

• Attach specific KPI’s to every priority under each goal

• Clearly identify who is responsible for action items

• Ensure all levels of the organization are aware of the plan and understand how they are part of the

bigger mission

• Recognize a strategic plan will take time and effort to implement

• Review on a regular basis

• Evaluate how each goal is moving the dial

• Get intentional about messaging the bright spots and narrate things along the way. Report out

frequently.

• Raise the civic IQ with civic education to promote engagement

• Continue work on managing downtown strategically

• Use the dashboard to create accountability

IN CONCLUSION

Strategic planning is the key to your community’s success. It defines a vision that everyone can rally

around and outlines what you’ll do to bring that vision to life. Holding individuals accountable for their

responsibilities and achievements will ensure participation across the board. By following the action

steps that have been identified, Fort Walton Beach is well on its way to achieve their goals and ultimately

fulfill their mission of enhancing and protecting the community.

Studer Community Institute is a tax-exempt 501(c)3 non-profit organization.

Mission: To Improve the Quality of Life for People.

Documents

19.07.16 Strategic Planning Session Report...2012/05/20 · Page 2 of 18 THE CITY Location Fort Walton Beach is a seaside community in Okaloosa County, Florida that is bordered by