FREEPORT STRATEGIC PLANNING 2017 2022 Provided by the

FREEPORT STRATEGIC PLANNING 2017 - 2022 Provided by the Staff Steering Committee

SERVICE – RESPECT – TRUST - STEWARDSHIP THE CITY OF FREEPORT’S PURPOSE IS TO SERVE THE BEST INTERESTS OF THE COMMUNITY BY: PROVIDING FOR ITS SAFETY AND WELL-BEING; RESPECTING ITS SPECIAL, SMALL-TOWN CHARACTER AND QUALITY OF LIFE; PROVIDING SUPERIOR PUBLIC SERVICES; SUSTAINING THE PUBLIC TRUST THROUGH OPEN AND RESPONSIVE GOVERNMENT; MAINTAINING THE STEWARDSHIP AND PRESERVATION OF ITS FINANCIAL AND NATURAL RESOURCES.

The major strategic areas addressed in the plan include: Community Engagement Finances Community Development Organizational Development Promotion of Industry and Commerce Infrastructure Recreation and Culture Accessibility

CORE VALUES Service: To provide the highest quality service to ALL. Communication: To communicate in a manner that is clear, concise and effective in all areas. Continuous Improvement: We value excellence through planning, learning and innovative practices. Teamwork: Achieve results by valuing diversity and partnerships within our own organization and community. Stewardship: We are responsible with the resources that the community entrusts to us. Professionalism: To ensure the highest quality and work ethic from our staff in all areas of the cities business.

This five year strategic planning document is dedicated to making Freeport the best place for everyone to live, work, learn and play. It’s based on Department Heads’ assessments of external threats and opportunities and review of internal strengths and weaknesses. It represents the City’s effort toward the common cause of making Freeport a place where all families cannot only live…but thrive. Strategic Priorities and Questions 1. Economic development and a growing community: How do we forecast and plan accordingly? 2. Social Equity: Improving the odds for success - How can we strengthen our community so all individuals thrive? 3. Communication and technology - How do we get ahead of the future? 4. Infrastructure: Connecting the community - How can we plan the future today? 5. Operational Excellence: High-level service from engaged employees - How can we improve workforce performance, engagement and satisfaction?

Opportunities, Strengths and Core Competencies: Several factors will help move these priorities forward. Freeport has the opportunity to create more jobs throughout all sectors. Because of our core competencies, City staff is uniquely qualified to make a difference through the work they do, the integrity with which they manage tax dollars and their relationships with citizens. Threats and Weaknesses: Other conditions will challenge our ability to succeed. Unless we can stop revenue losses that occur when there is no accountability or policies in place, and fill the gap between community needs and resources available, it will hurt our ability to serve all citizens. Without proper funding, infrastructure imbalances will worsen, potentially hurting neighborhoods, businesses and institutions. The City’s own pay structure may be affecting our employees’ ability to thrive and provide for their families. We send a mixed message if we don’t address their concerns while we are striving for economic growth. These strategic priorities were selected because they are the right things to do. If done well, Freeport will have an edge. People will aspire to live here because it truly is the best place to live, work, learn and play.

STRATEGIC PLAN FREEPORT FLORIDA Vision: Improve the quality of life Vision: To Enhance, establish, and Plan a Freeport of the Future. Maximize and improve the service delivery level with a 1 – 3 - 5 year plan and forecast Establish, Design and focus on a core set of services and opportunities Have To: We have to be responsible fiscally, environmentally and be responsible to our work force. Steering Committee Need To: Effective Planning & forecasting Want to: Achieve & deliver the highest quality to of Departmental standards. Core Service Areas § Water § Finance § Sewer § Administrative services § Parks & Recreation § Planning Outcomes and results • Water – Larry Tuggle, Gary Thomas • Sewer – Robert Fawcet, Bridget Hilgenberg • Finance – Sara Bowers • Parks & Rec Dana Weiler • Planning – Latilda Hughes -Neel • Billing – Jennifer Douglas • Admin – Beck Podraza We will: • Periodically review and determine whether core services align with current community needs • Communicate a clearly delivered set of core services • Align our budget and resource allocation with our core services Improve efficiency of operations Efficiency Initiatives • Training • Communication • Marketing • Growth High performing workforce Develop/Train/Retain • Job Descriptions • Tier plan • Training • Communication • Accountability • Increase citizen satisfaction with the delivery of our core services • Deliver measurable savings and improved customer services from our investments • Achieve measurable per service/per unit cost savings Improve, expand, and enhance the city of Freeport • Cross market Freeport • Cross Training • Forward Thinking/Forecasting • Connectivity • Maximize resources • Fiscal Responsibility • Empower employees to provide input on ideas for improvement • Increase satisfaction and engagement

FINANCE SEWER WATER STRATEGIC PLAN PARKS & RECREATION ADMIN PLANNING

SWOT ANALYSIS Strengths Teamwork Institutional Knowledge/expertise Willingness and flexibility Natural resources Opportunities Communication Community Growth Interchangeable Department Knowledge Employee training Weaknesses Antiquated and dated infrastructure and equipment Budget restraints Human Resources Training Marketing/Branding Threats Emergency Preparedness/Natural disaster Communication Training/staffing Poor technology Growth preparedness

MISSION STATEMENTS Water To efficiently provide the highest quality water service to our customers while operating at the lowest possible cost to the city and community. Sewer Committed to providing wastewater services to our current and future customers in a professional, efficient and cost-effective manner. Parks & Recreation The mission of Freeport Parks & Recreation is to develop a connected, accessible, and maintained network of recreation facilities while preserving natural resources and promoting quality of life Billing The billing department is dedicated to providing excellent customer service with the highest levels of integrity, compliance and ethical values. Admin To provide outstanding customer service to the City of Freeport Citizens, City staff as well as build professional relationships with Council and colleagues. Finance In a spirit of excellence, integrity, and dedication, the Finance Department is committed to providing timely, accurate, clear and complete information and support to other City departments, citizens and the community at large. Planning To provide excellent customer service and professional land use planning services to the general public and citizens of Freeport.

VISION STATEMENTS Water To upgrade our current water distribution system, to operate at peak efficiency while creating a more cohesive work environment for maximum output and effectiveness. Sewer To efficiently and effectively operate the Wastewater Treatment Plant for the benefit of the citizens and in compliance with regulatory and standard practices. Parks & Recreation Through a diverse system of recreational opportunities, we will strive to be the BEST place to live and play in the Florida panhandle for our current and future community. Billing Departments vision is to professionally take care of every customer in a proficient accurate manner. Admin To become known for exceptional customer service, transparency and professionalism to the Freeport Citizens, City Council and colleagues. Finance To excel in providing accurate and timely data, demonstrate integrity in relationships, and foster a keen focus on providing insight to our customers. Planning For the city of Freeport to lead NW Florida in land use planning. To provide exceptional and expedient development coordination and review of new development; to guide growth and economic development in a manner which provides a healthy economy and quality environment for the citizens of Freeport in employment opportunities, vibrant neighborhoods, cultural arts, recreation and entertainment.

ROAD MAP – How do we get there? Communication MARKETING lity a u Q ees y o l Emp F Res iscal pon sibi lity Maximize Resources

EMPLOYEE SURVEY RESULTS EMPLOYEE SURVEYS - 21 Surveys received out of 28 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 Total Avg 1 There is a strong feeling of teamwork and cooperation in this organization 5 7 4 4 3 5 5 3 4 1 4 3 5 2 2 5 5 10 6 6 5 94 4. 5 2 When I do a good job, I receive the praise and recognition I deserve. 3 7 4 3 2 4 6 9 4 4 8 7 4 5 8 6 5 4 7 4 10 114 5. 4 3 People are held accountable for the quality of work they produce. 8 8 4 1 1 2 6 1 5 7 6 10 7 5 2 3 6 10 3 6 5 106 5. 0 4 I respect the senior leaders of this organization. 8 9 10 10 3 4 5 9 0 7 8 5 8 10 6 3 8 10 9 8 9 149 7. 1 5 My manager values my talents and the contribution I make. 10 9 7 4 1 6 6 9 7 1 9 9 10 4 9 6 7 10 10 144 6. 9 6 The amount of work I am asked to do is reasonable. 8. 5 7 8 10 1 6 3 9 5 7 8 10 10 4 10 6 6 6 10 8 7 149. 5 7. 1 4 Perfect Score = 140 7 My salary is competitive with similar jobs I might find elsewhere. 1 4 8 2 1 2 5 1 6 4 1 3 2 5 9 4 3 2 1 69 3. 3 8 I have all the information I need to do my job effectively. 8 6 4 10 1 10 7 6 0 4 7 8 4 5 5 6 8 10 8 9 5 131 6. 2 9 My ideas and opinions count at work. 9 8 5 4 2 6 8 1 4 8 6 6 5 9 6 7 7 8 8 7 131 6. 2 9 9 10 9 3 8 10 10 5 10 9 10 10 10 7 10 10 9 10 188 9. 0 11 My manager always treats me with respect. 9 8 10 7 7 8 7 10 5 10 10 9 10 10 7 10 10 8 10 185 8. 8 12 I am actively looking for a job outside this organization. 7 1 1 1 7 2 6 1 5 1 1 1 6 1 1 1 5 1 1 1 4 55 2. 6 13 I am interested in being cross-trained in other areas. 1 8 6 10 6 7 4 1 5 1 4 6 3 10 10 7 5 1 8 4 10 117 5. 6 14 We constantly look for ways to improve our products and services. 7 8 8 6 9 6 1 5 4 7 8 7 10 2 5 7 10 9 5 4 133 6. 3 Total 84. 1 10 I feel personally driven to help this organization succeed and will go beyond what's expected of me to ensure that it does. 1 5 7 TOTAL 93. 5 99 89 81 43 81 79 79 56 62 95 97 91 83 86 79 92 103 102 78 97

Be an equal opportunity employer. Take all your staff to the same work schedule of 4 -10's. Let the supervisors & departments work scheduling out like they did in previous years. Make staff responsible for errors and start following Personnel Manual and if staff does something, make them accountable instead of pushing it off. Document and write them up, we have staff that can get away with anything and others get written up for everything. Follow the rules. Have competitive pay & show appreciation to staff. You have some staff working in the same department, doing the same work, making the same amount of money, but have more than 5 years on the job. Some staff that have not received a raise in two years but cost of living is going up. Employees need to be treated better. Cost of Living pay needs to be given, pay reviews, better equipment & tools to help employee's do their jobs, team work and job accountability. Follow rules or replace employee. No favoritism, equal opportunity. Need more organization Improve our policies and educate everyone on the proper meaning of the policies. Hire pay rate based on experience. Mayor should have more say over things and shouldn't all go before the Council hurts more than helps. Not an equal opportunity Employer. Projects City starts never get completed. As long as Councilmembers continue to involve themselves with Day-to-Day Operations, employees cannot effectively do their jobs. Could you Councilmembers pay your bills and take care of your family with our Salary? Great place but needs improvement. EMPLOYEE SURVEY COMMENTS

Goals/Objectives: 1. Instill and promote a sense of teamwork Develop, attract and retain a diverse workforce, that is highly qualified, capable of meeting the needs of the City 2. Identify and utilize institutional knowledge by documenting specific and historical knowledge and the opportunities that come with growth. 3. Identify the value of experience, knowledge and training. Create a workforce that is ready and able to adapt to a changing environment 4. Identify employees with a desire to be cross trained in other areas to help when the need presents itself. Identify, hire and retain employees for The City of Freeport who will comprise a top quality, highly diversified workforce with opportunity and performance enhancement. 1. Create a performance based network of employees 1. 2. 3. Implement a tracking system that will identify skills, knowledge and abilities of employees. Cross train employees to diversify the workforce Develop an educational advancement process Create a step program for different levels of job descriptions and responsibility that provide opportunities for employees. Evaluate employees on a performance and goal based approach that is used throughout the year as a tool to motivate and employ quality staff. Ensure adequate staffing is in place as well as work space and resources Instill a sense of fiscal responsibility through all levels of 1. Have a perpetual inventory for each departments equipment with hand receipts and inventory numbers the City through accountability and processes. 2. 3. Streamline work orders, billing, and tracking processes through a system that communicates throughout departments. Department head access to current budget either through access to reports or monthly meetings

Goals/Objectives: Ensure the flow of communication runs “top to bottom” and “bottom to top” 1. Develop better chain of command policies 2. Implement a comment box system for employees and customers Identify what is unique in Freeport and capitalize on 1. Create and implement a marketing strategy 2. Have a City slogan those qualities 3. Maximize the use of the new website Implement a City staff/elected official mandatory training schedule 1. Partner with FL League of Cities 2. Contract with professional consulting firm or College Develop a plan to forecast and accommodate growth 1. 2. Use a unified resource Develop processes and timelines to keep up with growth Emergency Preparedness/Natural Disaster Plan 1. Create an SOP for departments and the city that identifies responsibilities that is disseminated to each department Redundancies for essential functions (radios, fuel, equipment. Etc. ) Update and provide emergency access cards, and identify key and essential personnel 2. 3. Identify inadequacies and research opportunities 1. 2. Research software Integrated systems, and increased computer access