FY 25 - FY 29
CREATED BY THE 2024 CITY COMMISSION
Nathaniel J. Birdsong, Jr., Mayor
Brian Yates, Mayor Pro Tem
Bradley T. Dantzler, Commissioner
L.Tracy Mercer, Commissioner
Clifton E. Dollison, Commissioner
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The City of Winter Haven FY25 - FY29 Strategic Plan was formally adopted by the City Commission on Monday, July 22, 2024 via resolution R-24-32.
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The City of Winter Haven's FY25-FY29StrategicPlanisacomprehensiveframeworkdesignedtoguideallaspects of the City’s decision-making, policies, and operations over the next five years. Developed through 18 months of rigorous public engagement, data analysis, and strategic visioning, this plan focuses on six key pillars that encapsulatetheCity'svisionforasustainable,vibrant,andinclusivefuture:
● Economic Sustainability focuses on fostering innovation and partnerships to ensure a qualified and skilled workforce, promoting equitable access to opportunities, cultivating a diverse development environment,andmanaginggrowththroughrobustpublicengagement.
● Quality of Life focuses on enhancing happiness, health, and fulfillment by maximizing attainable housing opportunities, supporting partnerships for community needs, championing arts and beautification,andensuringrecreationalaccessasthecitygrows.
● Infrastructure focuses on ensuring the city runs smoothly by maintaining strong partnerships for transportation planning, taking a comprehensive approach to transportation asset maintenance, developing actionable water resource strategies, and embracing new technology and infrastructure opportunities.
● Environmental Stewardship focuses on wisely caring for natural resources to benefit both current and future citizens, emphasizing sustainability, environmental protection, naturalresourceconservation, wastemanagement,andtheintegrationofsustainablepractices.
● Community Safety focuses on ensuring residents, businesses, and visitors feel secure, well-prepared, and cared for by protecting the public from crime and dangers, maintaining order, preparing for and responding to disasters, ensuring strong cybersecurity, providing safe water, and educating the communityonsafetyinitiativesandbestpractices.
● Responsible Government focuses on managing resources wisely and fairly; incorporating citizen input; and ensuring transparency, accountability, and efficiency inoperationswhilefosteringcommunity partnershipsandemployeecare.
Together, these pillarsformacomprehensivestrategythatbalancesgrowthwithsustainability,fosterscommunity well-being,andpromotesfiscalresponsibility,guidingWinterHaventowardsaprosperousandinclusivefuture.
Each strategy includes specific actions, responsible parties, timelines, and metrics to ensure progress is measurable and aligned withtheCity'sgoals.Regularreviewsandupdatesoftheplanwillensureadaptabilityand responsivenesstoemergingchallengesandopportunities.
The FY25-FY29 Strategic Plan setsaclearandambitiouscourseforWinterHaven,builtonafoundationofrobust public engagement and strategic visioning. By focusing on key areas such as economic sustainability, quality of life, infrastructure, environmental stewardship, community safety, and responsible government, theplanaimsto balance growth with sustainability, enhance community well-being, and ensure fiscal responsibility and sound governance. This comprehensive approach will guideWinterHaventowardsaprosperous,inclusive,andresilient future,makingitavibrantplaceforallitsresidents.
In February 2018, a team of City Leaders and City employees came together to discuss new ways to strengthen and improve our City; a City that establishes the Greater Winter Haven area as a beautiful and harmonious community that embraces diversity while nurturing and promoting growth, economic development and quality of life for residents and visitors.
KEY OPPORTUNITIES AND CHALLENGES OF THE CITY AND ITS EMPLOYEES WERE IDENTIFIED AS FOLLOWS:
● Develop a Multi‐Year Financial Sustainability Model tied to budgeting
● Focus our City culture on serving Citizens first and not the bureaucracy
● Develop a Formal Succession Plan
● Brand City Government as the public sector Employer of Choice
● Attract greater diversity within our City workforce
● Focus on attracting high paying jobs to our City and retaining existing businesses
● Keep Community Partners (Winter Haven EDC, Winter Haven Chamber, Main Street Winter Haven) strong and make them even stronger
● Explore the potential for more public‐private partnerships to reduce operating costs and improve internal efficiencies
The group was divided into KRA (Key Result Area) Teams and each team concentrated on these Key Opportunities and Challenges of the City and its employees while revisiting the City’s Mission Statement and Values that were in place. The initial result was the formation of new Mission Statement, Vision, and Core Values that better guide the City to success
The established Core Values drive all aspects of the City and how the City is perceived by the citizens and how City employees interact with citizens and with each other The Core Values are defined by a set of strategies that are followed to integrate these values into the everyday operations of the City.
CITY OF WINTER HAVEN MISSION
Enriching Lifestyle through Exceptional Service.
CITY OF WINTER HAVEN VISION
To be the best City through relentless pursuit of excellence.
CITY OF WINTER HAVEN CORE VALUES
The core values represent how the City of Winter Haven employees do the work:
● INTEGRITY / RESPECT
○ Do the right thing
○ Work as a united team
○ Open and honest communication
○ Self-policing
○ Fair
○ Personal accountability
● FINANCIAL STEWARDSHIP
○ Shared resources
○ Strong stewards of resources and time
○ Transparency
○ Clear focus on priorities
○ Team understanding of the budget and individual contributions
○ Defined procurement procedures
○ Interdepartmental coordination and communication
○ Work is completed on time
○ Pursue creative funding sources
○ Electronically accessible financial information
○ Unmodified financial audits
● INCLUSIVE
○ Extensive orientation process for new employees
○ Training, mentoring, and coaching tools are common practice
○ Cross-functional teamwork regularly applied
○ Leadership-Employee interaction
○ Citizen involvement and neighborhood engagement
○ Strong social media engagement
○ Celebrate service of the community
○ Support citizens and community partners
○ Celebrate diversity in people and cultural events
○ Collaborations for positive relationships
● VISIONARY
○ Pursue best practices
○ Future-thinking while engaging employees
○ Actively seek employee input
○ Recognize and award visionary thinking
○ Invest time for outside-the-box thinking
○ Engage with outside partners regarding trends and approaches
● EXCEPTIONAL SERVICE
○ Timely responses; find the answer –always
○ Respectful, honest, and genuine in all interactions
○ Strong citizen advocates and partners
○ High cooperation and engagement
○ Adaptable and resilient
○ Exceed expectations
○ Proactive, get to yes
○ Deliver results
Building on the mission, vision and values, the City of Winter Haven embarked on a two-year effort to develop this strategic plan This was the first undertaking of this type of plan in the City’s history The process included creating an organizational framework for strategic planning and communication; robust research from multiple perspectives; data collection, analysis, and reporting; City Commission strategic planning retreat; and a deep-dive to develop action strategies for each of the goals set by the City Commission.
In an effort to strategically align operational, policy-based, and financial investment decisions, the City Manager's Office completed a strategic initiative to capture measurable data and constituent feedback in six unique service categories that encompass all of the services provided by the organization. The formation of these key areas of service were vetted through focus groups that included citizens, community partner organizations, and the leadership of the various City departments
Furthermore, the pillars will provide a framework for communicating back to the community via annual reports, presentations (e g , the State of the City address, civic groups, neighborhood groups, etc ), and informational pieces.
Upon development of the Strategic Pillars, staff worked together during the FY24 budget planning processes to review, compile, and develop a set of City-wide metrics. These metrics all tie back to one or more strategic pillars; are organized by department; and are tracked on a weekly, monthly, quarterly, or annual basis
Staff adopted a metric tracking technology, AchieveIt, to streamline a consistent process across all departments for collecting performance metric data. The individual closest to the data (whether that be an administrative aid, supervisor, division director, or department director) input the data in each required reporting cycle. All the data is available to management and the public via a live dashboard
The performance metrics have been continually updated to improve on what is being tracked throughout FY24, which served as a pilot year for this process, and the strategic planning process The ultimate goal is to track the metrics that provide context and valuable data to drive decision-making at all levels
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The City Commission held a Strategic Planning Retreat March 27-28, 2024, facilitated by Emily Rogers, at the AdventHealth Fieldhouse and Conference Center There they heard from experts, including Heather Benoit, a futurist with Strategic Government Resources and Charles Chapman a lobbyist from the Florida League of Cities. Local partner Haven, the Winter Haven
Each pillar wa finition of the pillar, pre y to support the p each pillar.
City staff met March 29, 2024 to kick off the next phase of the process: development of a strategic plan to fulfill the goals set by the City Commision during the Strategic Planning Retreat. The goal of the meeting was to begin to capture ideas of strategies and action items that may help form the Strategic Plan City Manager T Michael Stavres also appointed pilla e six pillars. These liaisons are responsible for working collaboratively across depart tegic plan to achieve the goals s f h i i d ill rs, ongoing tracking or progress s, and semi-annual reporting on to the City Commission.
Staff then spent the months following the retreat developing the full strategic plan Each goal was assessed and three to eight strategies were developed for achieving each goal. The goals and strategies were further defined for clarity and consistency and timelines, costs, metrics and partnerships / resources were outlined for every strategy.
Upon adoption of the Strategic Plan by the City Commission, work on each strategy begins according to the defined timelines. Pillar liaisons will work with the City Manager, Deputy City Manager, and collaborating departments and divisions to provide semi-annual updates on progress in each pillar. These updates will occur one per month, allowing the City Commission to hear about each pillar twice per year Updates will be delivered during regularly scheduled City Commission or Agenda Review meetings.
A retreat will be held annually, providing the City Commission an opportunity to review the plan, update any goals, and respond to any emerging needs or opportunities. This document will be updated accordingly.
Through partnerships, support the availability of a qualified & skilled workforce to meet the demands of the City organization and business community.
At the heart of this goal is the City's dedication to nurturing a robust, well-prepared workforce that can meet the evolving demands of both the City organization and the broader business community. By fostering strong partnerships with local educational institutions and organizations, Winter Haven seeks to align educational programs with market needs and inspire future generations to pursue in-demand careers. This collaborative effort aims to bridge workforce skill gaps, ensuring that residents have access to meaningful employment opportunities and career growth. By investing in these initiatives, the City not only enhances its operational excellence but also works to build a community that feels empowered, valued, and ready to face future challenges.
Maintain strong working relationships with the Winter Haven Economic Development Council, Winter Haven Chamber of Commerce, and Polk Vision to understand workforce skill gaps and how the City can support efforts.
City Manager
Maintaining strong working relationships with key local organizations is critical to understand and effectively respond to workforce skill gaps Through collaboration with entities like the Winter Haven Economic Development Council, the Chamber of Commerce, and Polk Vision, the City supports educational and training programs to address the evolving needs of its economy. This ensures that both the public and private sectors are equipped with a workforce that is competent, well-prepared, and responsive to new opportunities and challenges.
TIMELINE
Work to begin: October 2024 (Ongoing)
METRICS
Winter Haven Economic Development Council meetings / engagements. # (CMO)
Winter Haven Chamber of Commerce meetings / engagements # (CMO)
Polk Vision meetings / engagements. # (CMO)
ANTICIPATED FISCAL IMPACT
Continued financial support of these organizations through the City Manager’s Budget. Potential increase to City revenues based on new employment opportunities.
RESOURCES & PARTNERSHIPS
Winter Haven Economic Development Council
Winter Haven Chamber of Commerce
Polk Vision
STRATEGY 1.1.2
Develop and implement a speakers bureau / ambassador program to engage students in programming designed to raise awareness of and interest in public service careers. Director of Public Affairs & Communication, Human Resources Director
Initiating a speakers bureau/ambassador program will play a crucial role in engaging students and heightening their interest in public service careers. This program will introduce students to experienced and inspiring public servants, highlighting the various roles and benefits of working in public service. The program will create greater understanding and encourage civic engagement The goal is to inspire a new generation of civic-minded leaders by demonstrating the significant impact they can have within their community.
TIMELINE
Work to begin: October 2026
Full implementation: October 2027 (Ongoing)
METRICS
Student speakers recruited and trained. # (PA&C) Presentations to student groups. # (PA&C) Interactive student programs # (PA&C) Students reached. # (PS&C)
ANTICIPATED FISCAL IMPACT
FY26
FY27 - 29
RESOURCES & PARTNERSHIPS
Public & Private K-12 Schools Colleges & Universities Trade Schools
$ 2,500
$ 4,000 / yr.
STRATEGY 1.1.3
Develop formal programs in partnership with academic institutions.
Organizational Development Administrator
Formal educational partnerships are key to preparing workers for public service roles. By working closely with academic institutions, the City will develop curricula and training opportunities that match the requirements of government positions, ensuring that students are well-prepared and qualified to transition into or grow in their current public service roles.
TIMELINE
Work to begin: October 2024 (Ongoing)
METRICS
Academic institution partnerships. # (HR)
ANTICIPATED FISCAL IMPACT
FY25 - 29
RESOURCES & PARTNERSHIPS Colleges & Universities Trade Schools
$ 45,000 / yr
GOAL 1.2
Promote equitable access to opportunities, both in how the City procures work and in facilitating community opportunities through outreach, collaboration, and education.
The heart of this goal lies in the City's commitment to fostering an inclusive and transparent environment where all community members and businesses have equitable access to opportunities. By demystifying procurement processes and offering targeted support, the City aims to level the playing field, particularly for small, disadvantaged, and minority enterprises These efforts not only empower a diverse range of businesses to compete effectively for City contracts but also enhance the overall economic health and resilience of the community. Through education, outreach, and improved marketing strategies, the City ensures that every citizen has the chance to thrive and contribute to the local economy
SEE ALSO
6 4 1, 6 4 2
STRATEGY 1.2.1
Create a series of "how-to" videos on processes across the organization. Director of Public Affairs & Communication
To improve transparency and accessibility, the City plans to create a series of "how-to" videos explaining various organizational processes. These videos aim to demystify City operations and provide clear, accessible guidance to residents and businesses, enhancing understanding and engagement with City services and opportunities.
TIMELINE
Video Production: October 2024
Maintenance & updates: October 2026 (Ongoing)
METRICS
Videos created. # (PA&C)
Views on videos. # (PA&C)
ANTICIPATED FISCAL IMPACT
No financial impact is anticipated as staff will complete the work with existing resources.
RESOURCES & PARTNERSHIPS
Winter Haven Chamber of Commerce
Hispanic Chamber of Commerce
STRATEGY 1.2.2
Create and launch a regular procurement training program targeting small, disadvantaged, and minority enterprises.
Procurement Manager
Launching a regular procurement training program specifically designed for small, disadvantaged, and minority enterprises is a key step in educating local vendors on opportunities and processes. This program will offer targeted support and education, helping these businesses navigate the procurement process more effectively and compete on a more level playing field
TIMELINE
Work to begin: October 2024
Full implementation: March 2026
METRICS
Training programs offered. # (FS)
Attendees at training programs # (FS)
Disadvantaged / Minority vendors registered to receive notices. % of total (FS)
ANTICIPATED FISCAL IMPACT
No fiscal impact is anticipated.
RESOURCES & PARTNERSHIPS
Hispanic Chamber
Florence Villa CDC
Winter Haven Chamber of Commerce
Launch East Polk / Winter Haven Economic Development Council
The African American Chamber of Commerce - Polk County
STRATEGY 1.2.3
Host an annual procurement preview open house event and workshop.
Procurement Manager
The City will host an annual procurement preview open house event and workshop, which will serve as a proactive platform for businesses to learn about upcoming procurement opportunities. This event aims to foster greater inclusivity and transparency in the procurement process, allowing businesses to prepare and respond to City needs with better foresight and preparedness.
TIMELINE
Work to begin: October 2025 (Hosted annually)
METRICS
Number of projects featured. # (FS)
Number of attendees # (FS)
ANTICIPATED FISCAL IMPACT
FY26
FY27
$ 5,000
$ 5,000
FY28 $ 5,000
FY29
RESOURCES & PARTNERSHIPS N/A
$ 5,000
Enhance the procurement marketing strategies.
Procurement Manager, Director of Public Affairs & Communication
Enhancing procurement marketing strategies is essential to reach a broader audience and ensure that all potential vendors, especially from underserved communities, are aware of and can participate in City procurement opportunities This strategy will involve refining communication tactics and channels to better highlight these opportunities and encourage diverse participation.
TIMELINE
Work to begin: October 2024 (Ongoing)
METRICS
Procurement Opportunities Awareness Survey (Annual). Various (FS)
Number of external organizations pointing to # (FS) City procurement opportunities.
Intent to Bids Issued. # (FS)
Request for Qualifications / Request for Proposals Issued # (FS)
Unique / Individual Bidders. # (FS)
Bidders registered to receive notices. # (FS)
ANTICIPATED FISCAL IMPACT
Minor fiscal impact may be incurred if paid media strategies are adopted.
RESOURCES & PARTNERSHIPS
External organizations such as chambers and media outlets.
Cultivate a development & redevelopment environment that encourages a variety (size, diversity of services, geographic locations) of business opportunities.
The essence of this goal is to create a thriving, diverse business ecosystem that not only meets the needs of the community but also stimulates economic growth and innovation. By assessing existing commercial entities and identifying market gaps, the City aims to attract businesses that complement and enhance the local economy. Strategic land use planning will ensure that commercial developments are well-integrated with residential areas, promoting balanced growth and accessibility. This approach will foster a vibrant, dynamic environment where businesses of all sizes and types can flourish, ultimately enriching the community and enhancing the quality of life for all residents
Conduct an assessment of existing commercial entities, solicit the consumer perspective on what's missing, and create a strategy of appropriate recruitment actions.
Economic Opportunity & Community Investment Director
The City will conduct a comprehensive assessment of existing commercial entities to gather insights into the current business landscape Additionally, by soliciting consumer perspectives on missing services and amenities, the City aims to identify gaps in the market. Based on this data, a targeted strategy will be developed to recruit businesses that can fill these gaps, thus enhancing the diversity and vibrancy of the local economy
Internal & external research begins: October 2024
Strategy development begins: April 2025
Implementation begins: October 2025
METRICS
Type of business mix on Business Tax Receipts %’s (EO&CI) Airport hangers leased. % (WHRA)
Number of potential tenants on a wait list.
New airport facilities constructed
Gallons of aviation fuel sold.
Number of operations.
Rental income received
Number of lease agreements in place.
ANTICIPATED FISCAL IMPACT
FY25 No anticipated fiscal impact.
(WHRA)
(WHRA)
(WHRA)
(WHRA)
(WHRA)
(WHRA)
FY26 - 29 Potential cost of staff travel to industry conferences to recruit business in industries identified as areas of need
RESOURCES & PARTNERSHIPS
Winter Haven Economic Development Council
STRATEGY 1.3.2
Identify appropriate lands for commercial use in support of residential development. Economic Opportunity & Community Investment Director
This strategy involves identifying lands that are suitable for commercial development, particularly those that can support and enhance residential communities. The focus will be on selecting locations that optimize access to services for residents and bolster the economic fabric of the city This strategic land use planning will ensure that commercial developments are well-integrated with residential areas, fostering a balanced and accessible urban environment.
TIMELINE
Work to begin: October 2024 (Ongoing)
METRICS
Number of identified business needs recruited # (EO&CI)
ANTICIPATED FISCAL IMPACT
No anticipated fiscal impact
RESOURCES & PARTNERSHIPS
N/A
Blighted structures demolished with CRA assistance.
Downtown CRA budgeted funds expended
Florence Villa CRA budgeted funds expended.
Total permits issued in Florence Villa CRA district.
Total permits issued in Downtown CRA district.
Site plan reviews.
Average number of reviews per site plan
Turn-around time on site plan reviews (days).
Development Review Committee meetings.
Projects reviewed by the Development Review Committee
Engineering inspections.
Building inspections.
Building inspections requiring a re-inspection
Turn-around time on inspections (days).
(EO&CI)
(EO&CI)
(EO&CI)
(EO&CI)
(EO&CI)
(EO&CI)
(EO&CI)
(EO&CI)
(EO&CI)
(EO&CI)
(EO&CI)
(EO&CI)
(EO&CI)
(EO&CI)
Ensure the strategic approach to growth management that includes robust public engagement.
The City aims to foster inclusive and strategic growth management by engaging the public and key stakeholders. This approach ensures that urban development is guided by community needs and priorities, enhancing transparency, collaboration, and sustainability. By involving the public in growth-related decisions, the City can better align its development initiatives with the values and expectations of its residents.
SEE ALSO
3.2.3, 6.3.2, 6.3.4
Conduct an annual joint City/Planning Commission Growth Management Summit. Economic Opportunity & Community Investment Director
An annual joint Growth Management Summit will be conducted to allow the City Commission and Planning Commission to jointly review and strategize. This summit will serve as a forum for stakeholders to discuss current trends, challenges, and opportunities in urban development, ensuring that growth is managed in a sustainable and community-focused manner
TIMELINE
First Summit Hosted: FY26
METRICS
Growth Summit Hosted Annually beginning FY26 100% (EO&CI)
ANTICIPATED FISCAL IMPACT
A small fiscal impact is anticipated to cover the cost of a facilitator and refreshments
RESOURCES & PARTNERSHIPS
Facilitator
Polk County School Board
Polk County BOCC
Polk County TPO
STRATEGY 1.4.2
Establish a comprehensive neighborhoods program to inventory neighborhoods, identify communication points, and develop methods to distribute and solicit information efficiently to the appropriate contacts.
Director of Public Affairs & Communication
This strategy involves creating a comprehensive neighborhoods program to maintain an inventory of neighborhoods, establish communication points, and develop methods for timely information distribution. The program aims to ensure that neighborhood representatives are well-informed and actively engaged in growth management discussions, fostering stronger community ties and more effective communication.
TIMELINE
Program Development to Begin: October 2026
Full Implementation: October 2027 (Ongoing)
METRICS
To be determined.
ANTICIPATED FISCAL IMPACT
To be determined.
RESOURCES & PARTNERSHIPS
To be determined.
STRATEGY 1.4.3
Create an annual growth projection report that documents recent historical data and includes growth projections over the next one to five years.
Economic Opportunity & Community Investment Director
This strategy focuses on producing an annual growth projection report, which will document recent historical data and forecast growth over the next one to five years. This report will help the City anticipate and plan for future development needs, ensuring that infrastructure and services keep pace with population growth and urban expansion.
TIMELINE
First Report Published: FY 25
METRICS
Publication of the Annual Growth Report. Annual (EO&CI)
ANTICIPATED FISCAL IMPACT
No anticipated fiscal impact.
RESOURCES & PARTNERSHIPS
N/A
STRATEGY 1.4.4
Systematically review two elements of the Comprehensive Plan annually to ensure all ten elements are reviewed every five years.
Economic Opportunity & Community Investment Director
This strategy involves a systematic review of two elements of the Comprehensive Plan each year, ensuring that all ten elements are reviewed within a five-year cycle This regular review process will help the City stay aligned with evolving community needs and regulatory requirements, maintaining a dynamic and responsive approach to growth management.
TIMELINE
Work to begin: October 2024 (Ongoing)
METRICS
Completion of the review of two sections. Annually (EO&CI)
ANTICIPATED FISCAL IMPACT
To be determined.
RESOURCES & PARTNERSHIPS
To be determined.
STRATEGY 1.4.5
Complete an Annexation Plan focusing on areas within our Utility Service Area. Planning Manager
This strategy focuses on developing an Annexation Plan targeting areas within the City’s Utility Service Area. The plan will identify potential annexation opportunities and outline steps to incorporate these areas into the City, ensuring that services and infrastructure can be effectively extended to new developments.
TIMELINE Plan Development: October 2024 Implementation: October 2025 (Ongoing)
METRICS
Creation of the Annexation Plan. FY25 (EO&CI) Additional metrics to be determined in creation of the plan
ANTICIPATED FISCAL IMPACT FY25 $50,000
RESOURCES & PARTNERSHIPS N/A
STRATEGY 1.4.6
Review the Concurrency Management System with the related departments and agencies annually.
Economic Opportunity & Community Investment Director
This strategy entails an annual review of the Concurrency Management System in collaboration with relevant departments and agencies. The review will assess the system’s effectiveness in managing growth and ensuring that infrastructure and services are developed concurrently with new developments, promoting sustainable urban expansion.
TIMELINE
Work to begin: October 2025 (Ongoing)
METRICS
Annual meeting with related departments & agencies. 100% (EO&CI)
ANTICIPATED FISCAL IMPACT
No anticipated fiscal impact.
RESOURCES & PARTNERSHIPS
Polk County Public Schools
Polk County FDOT District 1
STRATEGY 1.4.7
Produce an annual vacant land map of the utility service area.
Economic Opportunity & Community Investment Director
This strategy involves creating an annual map of vacant land within the City’s Utility Service Area. The map will provide a visual representation of available land for potential development, helping to inform strategic planning and identify opportunities for growth and infrastructure expansion.
TIMELINE
Work to begin: October 2024 (Ongoing)
METRICS
Publication of the Vacant Land Map. Annually (EO&CI)
ANTICIPATED FISCAL IMPACT
No anticipated fiscal impact.
RESOURCES & PARTNERSHIPS
Polk County Property Appraiser
STRATEGY 1.4.8
Establish routine communication and coordination with the development community to increase awareness of market demand and future development plans.
Economic Opportunity & Community Investment Director
This strategy aims to foster regular communication and coordination with the development community By increasing awareness of market demand and future development plans, the City can better align its growth management strategies with the needs and expectations of developers, ensuring that urban expansion is both economically viable and community-oriented
TIMELINE
Work to begin: October 2025 (Ongoing)
METRICS
To be determined
ANTICIPATED FISCAL IMPACT
No anticipated fiscal impact
RESOURCES & PARTNERSHIPS
Developers
New construction single-family permits. % of total (EO&CI)
New construction multi-family permits. % of total (EO&CI)
New construction commercial permits. # (EO&CI)
Downtown CRA meetings. # (EO&CI)
Florence Villa CRA meetings # (EO&CI)
Planning Commission meetings. # (EO&CI)
Take a strategic, creative, and locally-specific approach to maximize the availability of attainable housing opportunities.
At the heart of this goal is the unwavering commitment to ensuring that every resident of Winter Haven has access to safe, affordable, and quality housing. The City recognizes that a stable home is fundamental to the well-being and prosperity of its citizens. By employing innovative and locally-tailored strategies, Winter Haven aims to break down the barriers that prevent people from finding suitable housing This is about more than just building homes; it’s about creating communities where families can thrive, where workers can live close to their jobs, and where the elderly can age with dignity. Through a concerted effort to revise land use codes, leverage funding mechanisms, and transform vacant lands, the City is dedicated to fostering an inclusive environment where everyone, regardless of their background or economic status, can find a place to call home. This initiative reflects the City's deep care for its residents and its commitment to building a future where every individual has the opportunity to live in a safe, stable, and supportive community
Create and implement a linkage fee program for commercial development to support the Affordable Housing Trust Fund.
Assistant Director of Economic Opportunity & Community Investment, Chief Financial Officer
To bolster the availability of affordable housing, the City will create and implement a linkage fee program targeting commercial developments Funds collected through this program will be directed towards the Affordable Housing Trust Fund, which supports the development and maintenance of affordable housing options. This strategy ensures that commercial growth directly contributes to enhancing the living conditions and general well-being of the community, making housing more attainable for all city residents.
TIMELINE
Work to begin:
October 2024
Full implementation: October 2027 (Ongoing)
METRICS
Linkage fee adoption
Yes (EO&CI)
Revenue from linkage fees. $ (EO&CI)
ANTICIPATED FISCAL IMPACT
Increased revenue specifically for the Affordable Housing Trust Fund upon implementation.
RESOURCES & PARTNERSHIPS
Collaboration with Cities with existing linkage fees
Winter Haven Economic Development Council
Heart for Winter Haven
STRATEGY 2.1.2
Create an innovative housing first incentive program.
Assistant Director of Economic Opportunity & Community Investment
The City will launch an innovative Housing First incentive program aimed at increasing the availability of attainable housing and subsequent wrap-around services. This program will prioritize housing as a primary need, providing incentives for developers and builders to create affordable, workforce, and market-rate housing units. By focusing on housing stability as a foundational element, this strategy aims to foster a happier, healthier, and more fulfilled community, ensuring that all residents have access to suitable and affordable living conditions
TIMELINE
Work to begin:
METRICS
October 204 (Ongoing)
Number of families served # (EO&CI)
Community Partner Funding. $ (EO&CI)
ANTICIPATED FISCAL IMPACT
FY25 - 29
RESOURCES & PARTNERSHIPS
Heart for Winter Haven Talbot House Ministries
$ 200,000+
STRATEGY 2.1.3
Review current Land Development Code / Zoning to remove barriers to affordable housing options.
Planning Manager
To further enhance the availability of affordable housing, the City will undertake a comprehensive review of the current Land Development Code and zoning regulations This review aims to identify and remove existing barriers that impede the development of affordable housing options. By adjusting zoning laws and development standards, this strategy seeks to facilitate easier, more economically feasible housing projects, specifically targeting the needs of the community for more accessible and diverse housing choices.
TIMELINE
Work to begin: October 2024 (Ongoing)
METRICS
Adoption of Updated Code / Zoning. Annually (EO&CI)
ANTICIPATED FISCAL IMPACT
There may be a reduction in impact fee revenue.
RESOURCES & PARTNERSHIPS
N/A
STRATEGY 2.1.4
Ensure all available Local Housing Assistance Plan strategies are implemented annually. Assistant Director of Economic Opportunity & Community Investment
This strategy commits to the annual implementation of all strategies outlined in the Local Housing Assistance Plan. By ensuring these strategies are consistently applied, the City aims to maximize the effectiveness of local resources in promoting affordable and workforce housing This approach not only supports the city’s goal of increasing housing attainability but also ensures that efforts are sustained and adapted year after year to meet the evolving needs of the community.
TIMELINE
Work to begin: October 2024 (Ongoing)
METRICS
Review Completed. Annual (EO&CI)
Number of Strategies Included in the LHAP # (EO&CI)
ANTICIPATED FISCAL IMPACT
There are no new financial impacts anticipated
RESOURCES & PARTNERSHIPS
Affordable Housing Advisory Committee (AHAC) Heart for Winter Haven
STRATEGY 2.1.5
Create a program to transition vacant land to attainable housing development. Director of Economic Opportunity & Community Investment
The City will initiate a program specifically designed to transition vacant land into developments for attainable housing. This program will identify underutilized or vacant plots within the City and facilitate their conversion into affordable and workforce housing projects By strategically repurposing these lands, the strategy aims to increase housing stock in a manner that meets local needs and enhances community well-being, thus directly contributing to the City's goal of broadening housing opportunities.
TIMELINE
Work to begin: October 2024 (Ongoing)
METRICS
Number of parcels acquired. # (EO&CI)
Number of housing units developed # (EO&CI)
ANTICIPATED FISCAL IMPACT
The cost of land acquisition will be determined as parcels are identified
RESOURCES & PARTNERSHIPS
Habitat for Humanity
Heart for Winter Haven Developers / Investors
GOAL 2.2
Support partnerships to meet the needs (housing, health, mental health, workforce, education) of all members of the community and help those most in need find the proper pathways for support.
The City’s dedication to creating a compassionate and inclusive community where every resident has access to the support they need to thrive drives this goal. Winter Haven recognizes that the well-being of its citizens is interconnected, spanning across housing, health, mental health, workforce, and education. By fostering strong partnerships and a robust network of resources, the City aims to bridge gaps and provide comprehensive, wrap-around services that address the multifaceted needs of its residents. This goal is about ensuring that everyone, especially the most vulnerable, has a clear pathway to the support and opportunities that will help them lead fulfilling lives The City is committed to building a supportive framework that nurtures resilience, promotes equity, and enhances the overall quality of life for all community members.
SEE ALSO
1.4.1, 1.1.3, 1.4.2
STRATEGY 2.2.1
Establish a Health and Wellness Advisory Committee to help guide City efforts toward community health issues.
Mental Health Coordinator; Parks, Recreation & Culture Director; Fieldhouse Manager; Winter Haven Recreational & Cultural Center Manager
The City will establish a Health and Wellness Advisory Committee, tasked with developing a list of community health challenges and identifying strategies to address them This committee will comprise experts and stakeholders from various health-related fields, including physical, mental, and public health. Their role will be to provide strategic advice and oversight, connecting services to needs, creating pathways to effectively address the diverse needs of all community members This strategy aims to create a framework for better-informed decision-making that enhances overall community health and well-being
TIMELINE
Work to begin: January 2026 (Ongoing)
METRICS
Quarterly Meetings Held 100% (PR&C)
ANTICIPATED FISCAL IMPACT
There is no anticipated fiscal impact
RESOURCES & PARTNERSHIPS
To be determined
STRATEGY 2.2.2
Identify a robust set of resources and partnerships to bring awareness to comprehensive wrap-around services available to citizens.
Mental Health Coordinator
This strategy focuses on working with the Health and Wellness Advisory Committee to identify and promote a robust set of resources and partnerships dedicated to providing comprehensive wrap-around services to the community. By doing so, the City aims to enhance public awareness of the available support options across various sectors, including housing, health, mental health, workforce development, and education The ultimate goal is to ensure that all community members, especially those most in need, are aware of and can easily access these critical services, thereby fostering a more supportive and inclusive community environment.
TIMELINE
Work to begin: October 2026 (Ongoing)
METRICS
To be determined.
ANTICIPATED FISCAL IMPACT
Fiscal impact will be determined based on committee recommendations.
RESOURCES & PARTNERSHIPS
To be determined.
STRATEGY 2.2.3
Prepare staff to identify needs and offer resources to citizens, and provide all related collateral.
Mental Health Coordinator
This strategy aims to prepare and equip City staff with the necessary skills and materials to recognize and identify the needs of citizens and offer appropriate resources Training programs will be developed to enhance staff awareness and understanding of various community needs and the corresponding services available. Additionally, all relevant collateral, such as informational brochures, guides, and digital resources, will be provided to staff to ensure they are well-prepared to assist citizens effectively This approach will facilitate a more responsive and supportive interaction between city employees and the community, helping to ensure that individuals receive the guidance and support they need promptly.
TIMELINE
Work to begin: October 2024 (Ongoing)
METRICS
Number of employees trained. # (PS - PD)
ANTICIPATED FISCAL IMPACT
A minor cost will be associated with production of collateral and training materials.
RESOURCES & PARTNERSHIPS
Service Providers
Champion arts, beautification, and address blight to be an attractive and enriching community.
This goal reflects the City's deep commitment to creating a community that is not only visually appealing but also culturally vibrant and emotionally enriching. Winter Haven understands that a beautiful, well-maintained environment significantly enhances the quality of life for its residents, fostering pride, joy, and a strong sense of belonging. By investing in arts and beautification projects, the City aims to transform public spaces into inspiring and inviting places that celebrate the community's heritage and creativity Addressing blight and enhancing public areas show a dedication to maintaining a clean, safe, and dignified environment for everyone. These efforts symbolize the City's care and respect for its citizens, past, present, and future; and its commitment to fostering a community that everyone can be proud to call home
SEE ALSO
4 2 1, 4 2 2, 4 3 2, 4 3 3
Establish an arts trust fund, utilizing an allocation of 0.5% of municipal project costs, to support and fund community art projects.
Parks, Recreation & Culture Director; Chief Financial Officer
To enhance the City's aesthetic appeal and cultural richness, an arts trust fund will be established, financed through linkage fees collected from municipal projects This fund will be dedicated to supporting and funding a variety of community art projects, that may include public murals, sculptures, and community art programs. By investing in the arts, this strategy aims to beautify the City, address areas of blight, and create an environment that is both attractive and culturally enriching for residents and visitors alike.
TIMELINE
Work to begin: October 2024
Full implementation: October 2027
METRICS
Arts Trust Fund Established Yes (PR&C) Funds appropriated. $ (PR&C)
ANTICIPATED FISCAL IMPACT
Increased revenue specifically for the Arts Trust Fund upon implementation.
RESOURCES & PARTNERSHIPS
Collaboration with Cities with existing linkage fees
Cultural Arts Advisory Committee
Arts Associations and Organizations
STRATEGY 2.3.2
Establish a community adoption program for rights of way, parks, and public spaces. Streets, Drainage, and Traffic Superintendent, Parks & Grounds Superintendent
The City will establish a community adoption program that encourages local groups, businesses, employees, and individuals to take stewardship over rights of way, parks, and public spaces. This program will facilitate partnerships to maintain and beautify these areas, fostering a sense of pride and ownership among participants. By involving the community in the upkeep and enhancement of public spaces, this strategy aims to reduce blight and promote a more attractive and inviting environment for everyone in the community
TIMELINE
Work to begin: October 2024 (Ongoing)
METRICS
Linear feet of public rights of way adopted
# (PR&C)
Acreage of parks and public spaces adopted. # (PR&C)
Participating entities.
# (RP&C)
Percentage of rights of way adopted % (PR&C)
Percentage of public spaces adopted. % (PR&C)
ANTICIPATED FISCAL IMPACT
Minimal fiscal impact is anticipated.
RESOURCES & PARTNERSHIPS
Local nonprofits, civic groups, businesses, and individuals.
STRATEGY 2.3.3
Create prominent gateway beautification projects. Parks Planning & Strategic Initiatives Manager
This strategy focuses on creating prominent gateway beautification projects at key entry points to the City. These projects will involve landscaping, public art installations, and architectural enhancements that reflect the city’s character and values The aim is to make a strong positive first impression on visitors and instill a sense of pride among residents. By improving these gateways, the City seeks to foster an environment that is visually appealing and culturally enriching, thereby enhancing the overall quality of life and community identity
TIMELINE
Work to begin: January 2025 (Ongoing)
METRICS
Number of gateway beautification projects implemented # (PR&C)
ANTICIPATED FISCAL IMPACT
The fiscal impact is to be determined based on project scopes
RESOURCES & PARTNERSHIPS
Cultural Arts Advisory Committee
STRATEGY 2.3.4
Ensure care of cemeteries including beautification projects.
Parks & Grounds Superintendent
This strategy is dedicated to ensuring the proper maintenance and beautification of the City’s cemeteries. By implementing projects that enhance the aesthetic and serene nature of these spaces, the City aims to respect and honor the memory of those who have passed while providing a comforting environment for visitors. Activities will include landscaping and regular upkeep to address any signs of neglect or blight. This approach not only beautifies these sacred spaces but also reinforces the community’s commitment to dignity and respect for all, past and present.
TIMELINE
Work to begin: October 2024 (Ongoing)
METRICS
Number of annual clean-up initiatives. 3 (PR&C)
ANTICIPATED FISCAL IMPACT
Fulfillment of this strategy is anticipated to be covered in normal operating budgets.
RESOURCES & PARTNERSHIPS N/A
Ensure that as the City grows, opportunities for access to recreation (facilities, services, programs) grow along with the population, especially geographically.
The City is committed to fostering a healthy, active, and connected community by ensuring that recreational opportunities evolve with the City's growth. Winter Haven understands that access to quality recreational facilities and programs significantly enhances the quality of life, promoting physical health, mental well-being, and social cohesion. This goal is about more than just expanding parks and services; it’s about creating spaces where families can gather, children can play, and individuals of all ages can engage in activities that bring joy and vitality to their lives By continuously assessing and adapting to the needs of its growing and geographically diverse population, the City aims to provide inclusive and accessible recreational opportunities that strengthen community bonds and enrich the lives of all its residents.
Complete Parks, Recreation & Culture Master Plan and revisit annually to assess needs in response to growth.
Parks Planning & Strategic Initiatives Manager
To align with the City's growth and ensure adequate recreational opportunities, the City will complete the Parks, Recreation & Culture Master Plan and commit to revisiting it annually. This ongoing review will assess the changing needs of the population, especially in terms of geographic distribution, to ensure that facilities, services, and programs are both sufficient and appropriately located. This proactive approach enables the city to adapt and expand its recreational offerings, keeping pace with demographic changes and enhancing the quality of life for all residents
TIMELINE
Master Plan Completion: October 2025 Implementation: Ongoing
METRICS
Completion of the Master Plan. FY26
Review of the Master Plan Annual (PR&C)
ANTICIPATED FISCAL IMPACT FY24-25 $ 120,000 for Master Plan Development
RESOURCES & PARTNERSHIPS
N/A
STRATEGY 2.4.2
Assess opportunities to expand service delivery via web-based solutions and/or the co-location of services at branch locations based on population growth.
Parks, Recreation & Culture Assistant Director
This strategy involves assessing opportunities to expand the delivery of recreational services through web-based solutions and the strategic co-location of services at branch locations As the City's population grows, this approach will ensure that recreational programs and facilities are accessible to all residents, regardless of their geographic location. By utilizing digital platforms and considering new branch sites in rapidly growing areas, the City can offer more flexible and convenient access to its recreational services, thereby enhancing community engagement and participation.
TIMELINE
Work to begin: October 2026 (Ongoing)
METRICS
Number of co-located programs. # (PR&C)
Number of digital programs. # (PR&C)
Number of participants in co-located programs # (PR&C)
Number of participants in digital programs. # (PR&C)
ANTICIPATED FISCAL IMPACT
To be determined based on deployed programming.
RESOURCES & PARTNERSHIPS
To be determined.
STRATEGY 2.4.3
Establish a Youth Advisory Board, focusing on recreational offerings as well as mentorship and professional growth.
Winter Haven Recreational & Cultural Center Facility Manager
To better engage the City's younger residents and ensure their voices are included in recreational planning, the City will establish a Youth Advisory Board This board will focus on evaluating and enhancing recreational offerings, while also providing mentorship and opportunities for professional growth. By involving youth in the decision-making process, this strategy aims to tailor services and programs that meet their interests and needs, fostering a more engaged and civic-minded youth population within the community.
TIMELINE
Work to begin:
METRICS
January 2026 (Ongoing)
Number of youth on the board. # (PR&C)
Monthly meetings of the board. % (PR&C)
ANTICIPATED FISCAL IMPACT
There will be a minor fiscal impact associated with recruitment and facilitation of the board.
RESOURCES & PARTNERSHIPS
Local Schools
Local Businesses
STRATEGY 2.4.4
Establish guidelines / incentive strategies to develop a matrix for securing park land with development.
Parks Planning & Strategic Initiatives Manager
This strategy involves establishing guidelines and incentive strategies for developers to integrate park land into new developments By creating a clear matrix that outlines requirements for preserving or including green spaces within urban projects, the City aims to ensure that access to recreational facilities keeps pace with population growth. These guidelines will help developers understand how to contribute effectively to the community's recreational infrastructure, thereby fostering a more livable, enjoyable urban environment as the city expands.
TIMELINE
Work to begin: October 2025 Implementation: October 2027
METRICS
Acreage preserved. # (PR&C)
ANTICIPATED FISCAL IMPACT
To be determined through policy development.
RESOURCES & PARTNERSHIPS
Developers
STRATEGY 2.4.5
Provide creative opportunities for adult sports and recreation. Parks Planning & Strategic Initiatives Manager
This strategy aims to broaden the scope of recreational offerings by providing creative opportunities for adult sports and recreation. Recognizing the diverse interests and needs of the adult population, the City will explore and introduce innovative programs such as niche sports leagues, fitness classes, and outdoor and indoor activities. These offerings will be designed to engage adults in meaningful and enjoyable recreational experiences, promoting community interaction and personal well-being as the city continues to grow
TIMELINE
Work to begin: October 2024 (Ongoing)
METRICS
Number of adult participants # (PR&C)
Number of adult leagues offered. # (PR&C)
Number of adult activities offered. # (PR&C)
The fiscal impact is expected to be covered under routine league registration fees and the Parks, Recreation, & Culture operational budget
RESOURCES & PARTNERSHIPS
To be determined
Pursue the creation of a Friends of the Parks program whereby the City can receive philanthropic contributions specifically earmarked for parks and green spaces. Parks, Recreation & Culture Director
This strategy focuses on establishing a Friends of the Parks program to facilitate philanthropic contributions dedicated to the enhancement and maintenance of parks and green spaces. By creating this program, the City aims to build a financial foundation to support ongoing improvements and ensure the sustainability of these vital community resources. The program will engage community partners and foster a culture of giving towards the beautification and preservation of public spaces
TIMELINE
Program Development Begins: October 2026
Full Implementation: October 2027 (Ongoing)
METRICS
Friends of the Parks Fund Progress $ (PR&C)
ANTICIPATED FISCAL IMPACT
Growth to the Friends of the Parks Fund over time.
RESOURCES & PARTNERSHIPS
Community Partners
Partner organizations. # (PR&C)
Library program attendance. - Downtown
Active library card users. - Downtown
Library visitation - Downtown
Total circulations. - Downtown
Library program attendance. - WHRCC
Active library card users - WHRCC
Library visitation. - WHRCC
Total circulations. - WHRCC
Fellowship dining participants - Senior Center
Programs offered. - Senior Center
Summer camp attendees. - All locations.
After school program participants - WHRCC
Special events in City spaces.
Facility rentals. - Fieldhouse
Facility rentals - Nora Mayo Hall
Facility rentals. - The Florida Room
Facility rentals. - Rotary Park
Facility rentals - The Garden Center
Facility rentals. - Lions Park
Facility rentals. - Outdoor Pavilions
Rental customers returning
(PR&C)
(PR&C)
(PR&C)
(RR&C)
(PR&C)
(PR&C)
(PR&C)
(RR&C)
(PR&C)
(PR&C)
(PR&C)
(PR&C)
(PR&C)
(PR&C)
(PR&C)
(PR&C)
(PR&C)
(PR&C)
(PR&C)
(PR&C)
(PR&C)
Athletic events hosted. - Fieldhouse # (PR&C)
Athletic events hosted. - DiamondPlex # (PR&C)
Athletic events hosted - Rueben Williams Sports Complex # (PR&C)
Athletic events hosted. - Chain of Lakes Complex # (PR&C)
Athletic events hosted - Sertoma Park # (PR&C)
Athletic events hosted. - Other Facility # (PR&C)
Leagues offered at activity fields. - All facilities. # (PR&C)
Open swim participants # (PR&C)
Swim lesson participants. # (PR&C)
Recreational activity opportunities. # (PR&C)
Fieldhouse memberships issued - Resident # (PR&C)
Fieldhouse memberships issued. - Non-Resident. # (PR&C)
Recreation class participants. - Fieldhouse # (PR&C)
Recreation class participants - WHRCC # (PR&C)
Drop-in participants. - WHRCC # (PR&C)
Miles of trails. # (PR&C)
Athletic fields # (PR&C)
Parks. # (PR&C)
Acres maintained. # (PR&C)
Facilities maintained # (PR&C)
Miles of right-of-way maintained. # (PR&C) Irrigation audits. # (PR&C)
Maintain strong partnerships with key organizations (State, County, adjacent municipalities, private development) for transportation planning.
This goal underscores the City’s commitment to building and maintaining robust partnerships with various key organizations to ensure efficient and effective transportation planning. Recognizing that transportation infrastructure is critical to the economic vitality and quality of life in Winter Haven, the City aims to collaborate closely with state and local agencies, adjacent municipalities, and private developers These partnerships are essential for coordinating efforts, sharing resources, and aligning strategies to address the transportation needs of a growing community. Through these collaborative efforts, the City strives to create a seamless, integrated transportation network that enhances mobility, reduces congestion, and promotes sustainable growth
Ensure active representation with the Polk Transportation and Planning Organization. Planning Manager
Ensuring active representation with the Polk Transportation and Planning Organization (TPO) is vital for aligning the City’s transportation initiatives with regional planning efforts. By participating in the TPO, the City can advocate for its transportation needs, stay informed about regional transportation developments, and collaborate on projects that benefit the broader community. This active involvement helps ensure that Winter Haven’s transportation infrastructure evolves in harmony with regional plans, supporting efficient and sustainable mobility for all residents
TIMELINE
Work to begin: October 2024 (Ongoing)
METRICS
Four MTAC Meetings Annual 100% (PW)
Attend Bi-Monthly PTPO Board Meetings. 100% (PW)
Provide Staff Recap of PTPO Board Meetings 100% (PW)
ANTICIPATED FISCAL IMPACT
There is no anticipated fiscal impact outside of normal operational budgets
RESOURCES & PARTNERSHIPS
Polk Transportation Planning Organization
STRATEGY 3.1.2
Establish routine communication and coordination with the Florida Department of Transportation (FDOT) District 1 office regarding projects (public and private) occuring on the State Highway System.
Public Works Director, Director of Economic Opportunity & Community Investment
Establishing routine communication and coordination with the Florida Department of Transportation (FDOT) District 1 office is crucial for managing projects on the State Highway System This strategy involves regular interactions with FDOT to discuss ongoing and upcoming projects, ensuring that the City’s needs and priorities are considered. Such coordination helps in addressing transportation challenges promptly and efficiently, facilitating smoother implementation of both public and private projects that impact the state highways running through Winter Haven.
TIMELINE
Work to begin: October 2024 (Ongoing)
METRICS
Participation from FDOT on City Development Review Committee Meetings.
(EOCI) City Staff attendance at FDOT Project Meetings.
ANTICIPATED FISCAL IMPACT
There is no anticipated fiscal impact outside of normal operational budgets.
RESOURCES & PARTNERSHIPS
Florida Department of Transportation (FDOT) District 1 Office
(EOCI)
STRATEGY 3.1.3
Maintain strong relationships with the Federal Aviation Administration (FAA) and Florida Department of Transportation (FDOT) Aviation Office.
Airport Director
Maintaining strong relationships with the Federal Aviation Administration (FAA) and Florida Department of Transportation (FDOT) Aviation Office is essential for the development and management of the City’s aviation facilities These partnerships ensure that the City’s airport operations comply with federal and state regulations, and benefit from available funding and technical support. Strong ties with the FAA and FDOT Aviation Office help the City enhance its aviation infrastructure, supporting economic growth and connectivity
TIMELINE
Work to begin: October 2024 (Ongoing)
METRICS
CIP Review with FAA Twice Per Year
100% (WHRA)
Grant Dollars Received from FAA. $ (WHRA)
Grant Dollars Received from FDOT Aviation Office. $ (WHRA)
ANTICIPATED FISCAL IMPACT
Anticipated aviation grant income:
FY25
FY26
FY27
FY28
FY29
RESOURCES & PARTNERSHIPS
FAA
FDOT Aviation Office
$ 2,469,000
$ 2,635,592
$ 3,450,000
$ 5,460,000
$ 2,610,000
STRATEGY 3.1.4
Conduct an annual review of Citrus Connection / Lakeland Area Mass Transit District (LAMTD) services specific to Winter Haven, and provide two updates to the City Commission Annually. Deputy City Manager
Conducting an annual review of Citrus Connection / Lakeland Area Mass Transit District (LAMTD) services specific to Winter Haven ensures that public transit services meet the community’s needs This strategy involves evaluating the performance and coverage of transit services, and providing updates to the City Commission to inform decision-making. By continuously assessing and improving public transit options, the City aims to enhance mobility, reduce traffic congestion, and support sustainable transportation alternatives for its residents.
TIMELINE
Work to begin: October 2024 (Ongoing)
METRICS
Bi-Annual Updates Delivered. 100% (CMO)
ANTICIPATED FISCAL IMPACT
There is no anticipated fiscal impact outside of normal operational budgets.
RESOURCES & PARTNERSHIPS
Citrus Connection
Lakeland Area Mass Transit District (LAMTD)
STRATEGY 3.1.5
Meet with the Board of County Commissioners, Polk County Public Schools, and relevant municipalities and agencies annually to review transportation assets, investments, data, and plans.
Public Works Director, Director of Economic Opportunity & Community Investment
Meeting annually with the Board of County Commissioners, Polk County Public Schools, and relevant municipalities and agencies to review transportation assets, investments, data, and plans fosters comprehensive transportation planning. This strategy ensures that all stakeholders are aligned on current projects, future investments, and strategic priorities. Such collaborative reviews help in optimizing resource allocation, avoiding redundancies, and enhancing the overall efficiency and effectiveness of the region’s transportation network.
TIMELINE
Work to begin: October 2024 (Ongoing)
METRICS
Annual Meeting with BoCC Transportation Staff.
Annual Meeting with PCPS Infrastructure Staff.
Annual Meeting with Relevant Peer Municipalities
100% (PW)
100% (PW)
100% (PW)
Summary Report of Regional Transportation Projects and Plans. 1 (PW)
ANTICIPATED FISCAL IMPACT
There is no anticipated fiscal impact outside of normal operational budgets
RESOURCES & PARTNERSHIPS
Polk County Board of County Commissioners
Public Schools
Relevant Polk County Municipalities
STRATEGY 3.1.6
Ensure City staff engagement with regional multimodal transportation projects including representation at public meetings.
Deputy City Manager
Ensuring City staff engagement with regional multimodal transportation projects, including representation at public meetings, is crucial for integrating local transportation plans with broader regional initiatives This strategy involves active participation in discussions and planning sessions related to multimodal transportation, which includes biking, walking, public transit, and vehicular travel. By staying engaged, the City can advocate for its needs, contribute to regional solutions, and ensure that Winter Haven’s transportation system supports diverse and sustainable mobility options for all residents
TIMELINE
Work to begin: October 2024 (Ongoing)
METRICS
Multimodal Regional Meetings Attended 100% (CMO)
ANTICIPATED FISCAL IMPACT
There is no anticipated fiscal impact outside of normal operational budgets
RESOURCES & PARTNERSHIPS
FDEP Office of Greenways & Trails
Municipalities
FDOT District 1 Polk TPO
Take a comprehensive approach to transportation planning and maintenance of transportation assets.
The City is dedicated to developing a holistic approach to transportation planning and the upkeep of transportation assets, ensuring that infrastructure meets the needs of a growing community. This goal emphasizes the importance of integrating various modes of transport, maintaining accessibility, and ensuring sustainability By evaluating and enhancing transportation services, the City aims to create a seamless, efficient, and safe transportation network. This commitment reflects the City's care for its residents' mobility and quality of life, ensuring that transportation infrastructure supports economic growth and community well-being
Evaluate, implement, and enhance masstransit and microtransit services, assets, and policies.
Director of Economic Opportunity & Community Investment, City Manager, Airport Director
Evaluating, implementing, and enhancing mass and microtransit services, assets, and policies is crucial for creating a versatile and efficient transportation system This strategy also calls for the consideration of air and water transportation options to create a comprehensive and interconnected network. By continuously assessing and improving these services, the City aims to reduce traffic congestion, lower emissions, and provide convenient, accessible transportation options for all residents The integration of air and water transit into the overall transportation plan will further enhance mobility and support economic development.
TIMELINE
Evaluation & Report Development: October 2024
Implementation: October 2025 (Ongoing)
METRICS
Mass- & Micro- Transit Report Developed. Completed FY25 (EOCI) Bi-Annual LAMTD Reports to Commission. 100% (CM)
Annual Public Transit Riders - LAMTD # (CM)
ANTICIPATED FISCAL IMPACT
FY25 LAMTD Fees $ 293,825
FY26-29 TBD based on LAMTD fee changes and microtransit strategies implemented.
RESOURCES & PARTNERSHIPS
LAMTD
Private Microtransit Providers
STRATEGY 3.2.2
Complete, implement and review annually the City's ADA Transition Plan.
Deputy City Manager
Completing, implementing, and annually reviewing the City's ADA Transition Plan ensures that transportation infrastructure is accessible to all individuals, including those with disabilities. This strategy involves systematically identifying and removing barriers within the City's transportation network, enhancing accessibility, and promoting inclusivity Regular reviews will ensure compliance with ADA standards and adapt to changing needs, ensuring that all residents can navigate the city safely and comfortably.
TIMELINE
ADA Transition Plan Completion: October 2024
Implementation Work: October 2024 (Ongoing)
METRICS
Annual Review of ADA Transition Plan Annual (CM)
ANTICIPATED FISCAL IMPACT
Plan completion costs fulfilled in FY24
Financial impact of implementation projects to be presented through FY26-FY29 budget process.
RESOURCES & PARTNERSHIPS
To be determined.
STRATEGY 3.2.3
Complete the Transportation Master Plan and produce an annual report on transportation priorities and funding needs.
Public Works Director, Director of Economic Opportunity & Community Investment
Completing the Transportation Master Plan and producing an annual report on transportation priorities and funding needs is essential for strategic planning and resource allocation. This strategy will consider all transportation modes to create a comprehensive plan that addresses the city's current and future needs. By annually reviewing and reporting on priorities and funding, the City ensures that transportation infrastructure evolves with the community's growth and changing demands.
TIMELINE
Work to begin: October 2024 (Ongoing)
METRICS
Publication of Transportation Master Plan FY25 (PW) Produce Annual Report on Transportation Priorities and Funding Needs Annually (PW)
ANTICIPATED FISCAL IMPACT
The completion of the Transportation Master Plan is budgeted for in FY24. Future costs associated with implementing transportation priorities and needs will be presented in FY26-29 budgets.
RESOURCES & PARTNERSHIPS
FDOT District 1
Polk County Roads & Drainage Division
Polk TPO
STRATEGY 3.2.4
Manage pavement conditions in the City using a data-driven approach.
Public Works Director
Managing pavement conditions in the City using a data-driven approach involves regularly assessing road conditions and using analytics to prioritize maintenance and repairs. This strategy ensures that resources are allocated efficiently, extending the lifespan of pavement and improving road safety. By relying on data to guide decision-making, the City can proactively address issues, minimizing disruptions and maintaining high-quality roadways for residents and businesses.
TIMELINE
Work to begin: October 2024 (Ongoing)
METRICS
Average Pavement Condition Index (PCI) of City Roadways (goal: >70) # (PW)
Miles of City-managed roadway network resurfaced or repaired. # (PW)
City-owned and leased streetlights operational % (PW)
City-owned and leased streetlights inspected. # (PW)
Streetlight audits. # (PW)
ANTICIPATED FISCAL IMPACT
There is no anticipated fiscal impact outside of the $2,000,000 dedicated transportation improvement dollars
RESOURCES & PARTNERSHIPS
N/A
STRATEGY 3.2.5
Improve pedestrian network with a multi-year plan for expansion, filling of gaps, and maintenance.
Public Works Director
Improving the pedestrian network with a multi-year plan for expansion, filling gaps, and maintenance goes beyond just sidewalks and trails. This strategy includes implementing shared lane markings (sharrows) to promote safer, more accessible pedestrian pathways By enhancing the pedestrian network, the City aims to encourage walking, improve safety, and create a more connected and walkable community, benefiting residents' health and reducing environmental impact.
TIMELINE
Continued Sidewalk Construction: FY25
Written Plan Development: FY26
Full Plan Implementation: FY27-29
METRICS
Develop a Multi-Year Plan to Improve Pedestrian Networks. FY26 (PW)
Linear feet of pedestrian- and cyclist-friendly improvements. # (PW)
Miles of sidewalk gaps # (PS)
ANTICIPATED FISCAL IMPACT
No anticipated costs outside of operational budget for continued sidewalk construction
Fiscal impact of the written plan is to be determined.
RESOURCES & PARTNERSHIPS
Private Developers
STRATEGY 3.2.6
Create a Safety Action Plan for the City.
Public Works Director
Creating a Safety Action Plan for the City includes public education initiatives, Vision Zero, Target Zero, and Safe Streets for All programs. This comprehensive strategy focuses on reducing traffic-related fatalities and serious injuries to zero. Through education, policy changes, and infrastructure improvements, the City aims to create a safer environment for all road users This proactive approach reflects the City's commitment to safeguarding its residents and promoting a culture of safety.
TIMELINE
Grant Application Process: FY25 Plan Development: FY26 Plan Implementation: FY27-29
METRICS
Safety Action Plan Grant Dollars Awarded $ (PW) Publish a Safety Action Plan. FY26 (PW)
ANTICIPATED FISCAL IMPACT
FY25
RESOURCES & PARTNERSHIPS
Florida Department of Commerce (Grant) Department of Transportation (Grant)
$ 175,000 in Grant Income $ 50,000 in Software Subscription Cost
STRATEGY 3.2.7
Adopt Traffic Calming Guidelines and review every four years. Public Works Director
Adopting Traffic Calming Guidelines and reviewing them every four years is critical for maintaining safe and livable neighborhoods. This strategy involves implementing measures such as speed humps, roundabouts, and other traffic calming devices to reduce vehicle speeds and enhance safety. Regular reviews ensure that these guidelines remain effective and responsive to the community's needs, fostering a safer and more pleasant urban environment for all residents.
TIMELINE
Create Traffic Calming Guideline & Policy: FY25 Implement Traffic Calming Procedures: FY25-29
METRICS
Adopt Traffic Calming Guidelines & Policy. FY25 (PW) Quarterly Meetings of the Traffic Calming Team 100% (PW)
ANTICIPATED FISCAL IMPACT
There is no anticipated fiscal impact outside of normal operational budgets
RESOURCES & PARTNERSHIPS N/A
GOAL 3.3
Ensure an actionable strategy is in place for the future of water resources.
The City is committed to securing the future of its water resources through comprehensive planning and strategic investments. This goal emphasizes the importance of integrating all aspects of water management, including potable water, wastewater, and reuse water, to create a sustainable and resilient water system. By adopting forward-thinking strategies and maintaining strong regulatory and cooperative relationships, the City aims to ensure that its water infrastructure can meet the needs of a growing population while adapting to environmental and regulatory changes. This dedication reflects the City’s deep care for its residents and the natural environment, ensuring a reliable and safe water supply for generations to come
SEE ALSO
4 4 1, 4 4 2, 4 4 3
STRATEGY 3.3.1
Adopt, implement, and maintain the One Water Master Plan to ensure sufficient capacity for potable, reuse and wastewater needs.
Water Department Director
Adopting, implementing, and maintaining the One Water Master Plan is essential to ensure sufficient capacity for potable, reuse, and wastewater needs This comprehensive plan integrates all aspects of water management to optimize the use and sustainability of water resources. By coordinating the management of drinking water, wastewater, and reclaimed water, the City aims to create a more resilient and efficient water system that can adapt to changing demands and environmental conditions
TIMELINE
Complete the One Water Master Plan: FY25 Implementation: FY26-29
METRICS
Stable or Increasing UFA Water Level Annual Report (WD)
ANTICIPATED FISCAL IMPACT
FY19-25
$ 3,330,000 (Plan Completion)
FY26-29 Implementation Costs To Be Determined
RESOURCES & PARTNERSHIPS
PRWC
SWFWMD
Interconnected Municipalities
DEP
EPA
STRATEGY 3.3.2
Secure financial and technical resources needed to modernize and expand the City's wastewater infrastructure in consideration of projected growth and regulatory changes. Water Department Director
Securing financial and technical resources needed to modernize and expand the City's wastewater infrastructure is crucial in consideration of projected growth and regulatory changes This strategy focuses on obtaining the necessary funding and expertise to upgrade wastewater treatment facilities and expand capacity. By proactively addressing these needs, the City ensures that its wastewater infrastructure can support future growth while meeting regulatory requirements and protecting public health and the environment.
TIMELINE
Work to begin: October 2024 (Ongoing)
METRICS
Grant Dollars Applied For. 50% of Project Cost (WD)
Grant Dollars Received. 25% of Project Cost (WD)
Technical Resources Leveraged # (WD)
ANTICIPATED FISCAL IMPACT
Grant funds received to be determined
RESOURCES & PARTNERSHIPS
FDEP SWFWMD EPA
STRATEGY 3.3.3
Establish and annually fund a utility infrastructure repair and replacement program prioritizing the replacement of vulnerable and obsolete infrastructure.
Water Department Director
Establishing and annually funding a utility infrastructure repair and replacement program is critical for prioritizing the replacement of vulnerable and obsolete infrastructure This program will focus on repairing and replacing aging distribution and collection systems to enhance reliability and efficiency. By investing in the maintenance and upgrade of these essential systems, the City ensures the continued delivery of safe and reliable water services, minimizing disruptions and preventing costly emergency repairs.
TIMELINE
Utility Infrastructure Depletion Fund Establishment: FY26 Implementation of Repair & Replacement Program: FY27-29
METRICS
Establishment of Fund.
ANTICIPATED FISCAL IMPACT
FY25
FY26
FY27
FY28
FY29
RESOURCES & PARTNERSHIPS N/A
FY26 (WD)
$ 10,400,000
$ 10,900,000
$ 11,500,000
$ 12,000,000
$ 12,600,000
STRATEGY 3.3.4
Maintain relationships with local, regional, state, and federal regulatory and cooperative agencies directly related to integrated water resource management. Water Department Director
Maintaining relationships with local, regional, state, and federal regulatory and cooperative agencies is essential for integrated water resource management This strategy involves ongoing collaboration with key regulatory bodies and partners to stay informed about regulatory changes, access funding opportunities, and share best practices. Strong relationships with these agencies help the City navigate complex regulatory landscapes, ensuring compliance and fostering cooperative efforts to manage water resources sustainably.
TIMELINE
Work to begin: October 2024 (Ongoing)
METRICS
Regulatory & Cooperative Agency Meetings Attended. # (WD)
ANTICIPATED FISCAL IMPACT
There is no anticipated fiscal impact.
RESOURCES & PARTNERSHIPS
EPA FDEP PRWC SWFWMD
Water department customers. # (WD)
Average water department customer service call times. # (WD)
Meters installed. # (WD)
After-hours calls answered. # (WD)
Same-day turn ons # (WD)
Water system reliability: Outages. # (WD)
Water system reliability: Average duration of outages (hours.) # (WD)
Miles of asbestos-cement (AC) pipes replaced # (WD)
Miles of asbestos-cement (AC) pipes remaining.
(WD)
Miles of galvanized pipes replaced. # (WD)
Miles of galvanized pipes remaining
Miles of pipes sliplined.
(WD)
(WD)
Water capacity utilized (MGD). # (WD)
Permitted water capacity utilized % (WD)
Wastewater capacity utilized (MGD). # (WD)
Permitted wastewater capacity utilized. % (WD)
Reuse water utilized (GPD) # (WD)
Irrigation water saved (GPD). # (WD)
GOAL 3.4
Pursue emerging opportunities to embrace new technology, infrastructure, and enterprise opportunities.
The City is committed to staying at the forefront of technological advancements and innovative infrastructure solutions. By actively seeking out and integrating new technologies, the City aims to enhance the effectiveness and efficiency of municipal services, improve infrastructure, and capitalize on enterprise opportunities This proactive approach to innovation reflects the City's dedication to continuous improvement, sustainability, and providing the best possible services to its residents. Embracing new technologies and infrastructure solutions is essential for meeting the evolving needs of the community and ensuring a vibrant, forward-thinking urban environment
SEE ALSO
5 2 2, 5 2 4
STRATEGY 3.4.1
Incorporate advanced transportation and infrastructure systems that leverage technology for enhanced effectiveness and efficiency in the delivery of municipal services.
Deputy City Manager
Incorporating advanced transportation and infrastructure systems that leverage technology is vital for enhancing the effectiveness and efficiency of municipal services This strategy includes, but is not limited to, the adoption of Automated Metering Infrastructure (AMI), Advanced Traffic Management Systems (ATMS), Vertiports for air taxis, the i4 Frame for intelligent transportation, and driverless shuttles. By implementing these cutting-edge technologies, the City aims to improve service delivery, reduce operational costs, and provide innovative solutions that address the community's transportation and infrastructure needs.
TIMELINE
Work to begin: October 2024 (Ongoing)
METRICS
Percentage of meter system on AMI
Percentage of signals implemented into ATMS.
ANTICIPATED FISCAL IMPACT
FY25
100% (WD)
100% (PW)
$ 1,000,000 - Cost of meters budgeted
FY26-29 To Be Determined
RESOURCES & PARTNERSHIPS
FDOT District 1
STRATEGY 3.4.2
Ensure an organizational culture that embraces innovation and the adoption of new technology.
City Manager
Ensuring an organizational culture that embraces innovation and the adoption of new technology is crucial for the City's continuous growth and improvement. This strategy focuses on fostering a culture of creativity and openness to new ideas among City employees and leadership. By encouraging innovation and the integration of new technologies, the City aims to enhance its operations, streamline processes, and improve service delivery. This culture of innovation will position the City as a leader in municipal management and provide a dynamic environment that attracts talent and investment.
TIMELINE
Work to begin: October 24 (Ongoing)
METRICS
Number of Bright Ideas Submitted. # (CM)
Number of Bright Ideas Implemented # (CM)
New Technology Adopted. # (CM)
ANTICIPATED FISCAL IMPACT
To Be Determined.
RESOURCES & PARTNERSHIPS N/A
STRATEGY 3.4.3
Annually evaluate and catalog existing and emerging technology resources to optimize City operations.
Smart City Officer
Annually evaluating and cataloging existing and emerging technology resources to optimize City operations is essential for maintaining efficiency and staying current with technological advancements This strategy involves a systematic review of the City's technological assets and the identification of new tools and systems that can enhance operations. By continuously assessing and updating its technology portfolio, the City ensures that it utilizes the most effective and efficient solutions available, thereby improving service delivery and operational efficiency.
TIMELINE
Work to begin: October 2024 (Ongoing)
METRICS
Annual Meetings with Each City Department. 100% (IT)
Number of Ideas Captured With City Departments. # (IT)
Number of Co-Created Technology Initiatives # (IT)
City Facilities Connected by Fiber. # (TS)
Smart City: Initiatives. # (TS)
Smart City: Smart Cameras # (TS)
Smart City: Facilities with Smart Cameras. # (TS)
Smart City: Smart Environmental Sensors.
Smart City: Facilities with Smart Environmental Sensors
Smart City: Smart Waste Bins.
Smart City: Wifi Access Points.
Smart City: Facilities with Wifi Access Points
Smart City: Mobile Apps.
ANTICIPATED FISCAL IMPACT City anticipates cost savings through adopted technology initiatives.
RESOURCES & PARTNERSHIPS
N/A
(TS)
(TS)
(TS)
(TS)
(TS)
(TS)
Dark Fiber Miles. # (TS)
Dark Fibers Leases. # (TS)
Dark Fiber Lease Revenue. $ (TS)
Dark Fiber Intergovernmental Revenue. $ (TS)
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Implement strategies to support a more robust urban forest.
The City is dedicated to fostering a thriving urban forest that enhances the quality of life for residents and contributes to environmental sustainability. By implementing comprehensive strategies to expand and maintain the urban canopy, the City aims to provide numerous benefits, including improved air quality, increased shade, and enhanced aesthetic value These efforts reflect the City's commitment to creating green, livable spaces that promote health, well-being, and a connection to nature. Through proactive management and community engagement, the City will ensure the urban forest continues to flourish, benefiting current and future generations.
Implement and maintain the Urban Forest Master Plan and provide an annual status report to the community.
Assistant Public Works Director, Ecosystem & Asset Analyst
Implementing and maintaining the Urban Forest Master Plan involves updating planting and pruning recommendations to optimize tree health and growth. An annual status report, similar to the lakes report, will be provided to the community, detailing progress and highlighting successes This strategy ensures the urban forest is managed effectively, promoting a diverse and resilient canopy that enhances the City's green infrastructure.
TIMELINE
Work to begin: October 2024 (Ongoing)
METRICS
Urban Forest Grant Dollars. $ (PW)
Annual Status Report Delivered Yes (PW) Urban Forest Advisory Board meetings held. # (PW)
ANTICIPATED FISCAL IMPACT
The City has obtained a grant from the Arbor Day Foundation in the amount of $347,804 over five years The City will dedicate matching funds through annual budgeting
RESOURCES & PARTNERSHIPS
Arbor Day Foundation Florida Forest Service
STRATEGY 4.1.2
Adopt a "no net loss" policy by implementing at least a 1:1 ratio in terms of tree removals to replacements and define annual planting goals for canopy expansion. Assistant Public Works Director, Planning Manager
Adopting a "no net loss" policy with at least a 1:1 ratio for tree removals to replacements and defining annual planting goals for canopy expansion is crucial. This policy guarantees that any trees removed are replaced, maintaining and growing the urban forest. By setting clear planting goals, the City commits to increasing canopy coverage, providing more green spaces and ecological benefits to the community
TIMELINE
Work to begin: October 2024 (Ongoing)
METRICS
Ratio of tree removals to replacements 1:1 (PW)
Percentage of City covered by a Tree Canopy. % (PW)
Trees planted. # (PW)
Trees distributed # (PW)
ANTICIPATED FISCAL IMPACT
There is no anticipated fiscal impact outside of normal operational budgets
RESOURCES & PARTNERSHIPS
Developers
Florida Forest Service Arbor Day Foundation
STRATEGY 4.1.3
Develop an inventory strategy for the urban forest.
Assistant Public Works Director, Planning Manager
Developing an inventory strategy for the urban forest involves creating a comprehensive database of existing trees and identifying areas for new plantings. This strategy ensures that the urban forest is systematically managed, allowing for efficient maintenance and targeted expansion efforts An accurate inventory helps in monitoring tree health, diversity, and canopy coverage, enabling informed decision-making for urban forest management.
TIMELINE
Work to begin: October 2026
Inventory Completed: September 2027
METRICS
Urban Forest Inventory Update Completed (PW)
ANTICIPATED FISCAL IMPACT
There will be a cost incurred to complete the inventory update
RESOURCES & PARTNERSHIPS
N/A
STRATEGY 4.1.4
Maintain an investment level that supports the Arbor Day Foundation's Tree City USA designations.
Assistant Public Works Director
Maintaining an investment level that supports the Arbor Day Foundation's Tree City USA designations highlights the City's commitment to urban forestry excellence This strategy involves allocating sufficient resources to meet the criteria for Tree City USA designation, including tree planting, maintenance, and public education. Achieving and maintaining this designation showcases the City's dedication to a healthy and sustainable urban forest
TIMELINE
Work to begin: October 2024 (Ongoing)
METRICS
Annual Maintenance of Tree City USA Designations Yes (PW)
ANTICIPATED FISCAL IMPACT
There is no anticipated fiscal impact outside of maintaining current operational budgets
RESOURCES & PARTNERSHIPS
Arbor Day Foundation
STRATEGY 4.1.5
Pursue a perpetual care and forest resiliency endowment program.
Public Works Director
Pursuing a perpetual care and forest resiliency endowment program aims to secure long-term funding for the urban forest's maintenance and growth. This endowment will provide a stable financial foundation for ongoing care, ensuring the urban forest remains healthy and resilient By investing in perpetual care, the City demonstrates its commitment to preserving and enhancing the urban forest for future generations.
TIMELINE
Work to begin: October 2024 (Ongoing)
METRICS
Urban Forest Fund Progress. $ (PW)
ANTICIPATED FISCAL IMPACT
Growth to the Urban Forest Fund over time.
RESOURCES & PARTNERSHIPS
Community Partners
STRATEGY 4.1.6
Review and update relevant sections of the code to further protect and enhance the urban forest.
Planning Manager
Reviewing and updating relevant sections of the code to further protect and enhance the urban forest is essential for creating a supportive regulatory environment This strategy involves assessing current policies and making necessary adjustments to strengthen tree protection and encourage urban forestry practices. By aligning the code with best practices, the City ensures that the urban forest is safeguarded and enhanced, promoting a greener, more sustainable community
TIMELINE
Work to begin: October 2024 (Ongoing)
METRICS
Code Updates Adopted Yes (EO&CI)
ANTICIPATED FISCAL IMPACT
There may be a cost associated with associated Business Impact Statement requirements
RESOURCES & PARTNERSHIPS N/A
Leverage partnerships and implement best practices to ensure a clean environment for all Citizens.
The City is dedicated to maintaining a clean and healthy environment for all its residents by leveraging partnerships and implementing best practices. Through collaboration with community organizations and the adoption of effective environmental strategies, the City aims to enhance its efforts in reducing litter, managing waste, and beautifying public spaces. These initiatives reflect the City’s commitment to sustainability and the well-being of its citizens, ensuring that everyone can enjoy a cleaner, more attractive community.
Expand partnerships with community organizations who support the mission to improve the environment and beautify the community.
Litter Control Coordinator
Expanding partnerships with community organizations that support environmental improvement and beautification is crucial to achieving a cleaner city. By working together with local groups, the City can amplify its impact, mobilizing resources and volunteers for community clean-up events, educational programs, and beautification projects. This collaborative approach fosters a sense of shared responsibility and community pride, helping to create a more sustainable and visually appealing urban environment.
TIMELINE
Work to begin:
METRICS
October 2024 (Ongoing)
Number of Partners. # (PW)
Number of Outreach Events / Presentations # (PW)
ANTICIPATED FISCAL IMPACT
There is no anticipated fiscal impact outside of the normal operational budget.
RESOURCES & PARTNERSHIPS
Community Organizations
STRATEGY 4.2.2
Develop and implement a litter and dumping mitigation plan.
Litter Control Coordinator, Safe Neighborhoods Director
Developing and implementing a litter and dumping mitigation plan is essential for maintaining a clean environment. This strategy will outline specific actions to reduce littering and illegal dumping, including public education campaigns, enhanced enforcement measures, and the provision of adequate waste disposal facilities. By addressing these issues comprehensively, the City aims to reduce environmental pollution, improve public health, and enhance the overall cleanliness and aesthetics of the community.
TIMELINE
Plan Development to Begin: January 2025
Full Implementation: October 2025 (Ongoing)
METRICS
Strategy Developed FY25 (PW)
Public Education Campaign Reach. # (PW)
Disposal Events Hosted. # (PW)
Tons of Litter Collected # (PW)
Illegal dumping cases worked. # (PS - SN)
ANTICIPATED FISCAL IMPACT
There is no anticipated fiscal impact outside of the normal operational budget.
RESOURCES & PARTNERSHIPS
Keep Winter Haven Clean and Beautiful
Keep Polk County Clean and Beautiful
STRATEGY 4.2.3
Review and update relevant sections of the code to further enhance solid waste services and address related environmental concerns.
Public Works Director, Planning Manager
Reviewing and updating relevant sections of the code to enhance solid waste services and address related environmental concerns is a critical strategy This involves evaluating current regulations and practices to identify areas for improvement, ensuring that the City’s waste management system is efficient and environmentally friendly. By updating the code, the City can implement best practices for waste reduction, recycling, and disposal, thereby minimizing environmental impact and promoting sustainability.
TIMELINE
Work to begin: October 2026
METRICS
Adoption of updated code. FY26 (PW)
ANTICIPATED FISCAL IMPACT
Cost to be determined based on consultant engagement needs.
RESOURCES & PARTNERSHIPS
N/A
Solid Waste customer interactions (i e cans emptied) # (PW)
Residential Solid Waste customers. # (PW)
Commercial Solid Waste customers. # (PW)
Solid Waste tonnage collected. # (PW)
Solid waste collection routes completed on time. % (PW)
Continue to monitor lakes and implement proactive strategies for lake management.
To preserve the health and beauty of our lakes, the City will engage in comprehensive monitoring and proactive management strategies. This approach includes publishing the Annual Lakes Report, developing educational outreach programs, and organizing community cleanup events. By fostering community involvement and utilizing green infrastructure practices, we aim to maintain and enhance our lakes, ensuring they remain vibrant ecosystems for current and future generations.
Publish and implement strategies within the Annual Lakes Report and develop community education campaigns based on the information within the report. Business & Special Initiatives Analyst, Natural Resources Manager, Director of Public Affairs & Communication
This strategy involves the regular publication of the Annual Lakes Report, which will outline key findings and recommended strategies for lake management. Based on the report's insights, the City will develop and implement community education campaigns to raise awareness and promote engagement in lake preservation efforts. By keeping the public informed and involved, we aim to foster a collective responsibility for the health of our lakes.
TIMELINE
Work to begin: October 2024 (Ongoing)
METRICS
Publication of the Annual Lakes Report. Annually (PW)
Unique lake assessments completed # (PW)
Development of a report in brief. Annually (PW) Lakes marketing campaign reach # (CM)
ANTICIPATED FISCAL IMPACT
There is no anticipated fiscal impact outside of the normal operational budget
RESOURCES & PARTNERSHIPS
N/A
STRATEGY 4.3.2
Develop and facilitate an education / outreach program tied to awareness and protection of local lakes.
Natural Resources Manager
This strategy focuses on developing an education and outreach program aimed at increasing public awareness and involvement in the protection of local lakes The program will include workshops, educational materials, and community events designed to inform residents about the importance of lake health and the actions they can take to contribute to its preservation. This proactive educational approach aims to cultivate a community that is knowledgeable and engaged in sustaining our natural water resources.
TIMELINE
Work to begin: October 2024 (Ongoing)
METRICS
Number of outreach events held. # (PW)
Number of school-aged programs hosted. # (PW)
Number of participants in Lakes Outreach Programs # (PW)
Number of people introduced to lakes for the first time. # (PW)
ANTICIPATED FISCAL IMPACT
There is no anticipated fiscal impact outside of the normal operational budget.
RESOURCES & PARTNERSHIPS
Schools & Community Organizations
STRATEGY 4.3.3
Partner with other government agencies and community partners to host lake cleanup events on a recurring basis.
Natural Resources Manager, Litter Coordinator
In collaboration with government agencies and community organizations, this strategy aims to organize regular lake cleanup events These events will bring together volunteers and stakeholders to actively participate in maintaining the cleanliness and health of our lakes. By fostering partnerships and encouraging community participation, the City aims to strengthen collective efforts towards environmental stewardship and lake conservation
TIMELINE
Work to begin: October 2024 (Ongoing)
METRICS
Number of lake cleanup events hosted # (PW)
Number of participants in lake clean up events. # (PW)
Tonnage of litter collected. # (PW)
Acreage covered with shoreline cleanups # (PR&C)
ANTICIPATED FISCAL IMPACT
There is no anticipated fiscal impact outside of the normal operational budget
RESOURCES & PARTNERSHIPS
Keep Winter Haven Clean and Beautiful
Keep Polk County Clean and Beautiful
Polk County Natural Resources Division
Florida Fish and Wildlife
STRATEGY 4.3.4
Inventory and develop strategies to address legacy stormwater systems and discharges that negatively impact local water bodies.
Planning Manager, Natural Resources Manager
This strategy involves conducting a comprehensive inventory of existing legacy stormwater systems and discharges outside City-owned infrastructure that adversely affect local water bodies Based on this inventory, targeted strategies will be developed to mitigate these impacts. The aim is to improve water quality and overall ecosystem health by addressing outdated and inefficient stormwater infrastructure, thereby ensuring that local water bodies are better protected from pollution and degradation
TIMELINE
Work to begin: October 2027
METRICS
Inventory Developed FY28 (EO&CI)
Mitigation Strategies Developed. FY29 (EO&CI)
ANTICIPATED FISCAL IMPACT
To be determined.
RESOURCES & PARTNERSHIPS
Private Property Owners Infrastructure
STRATEGY 4.3.5
Update the development code to implement green infrastructure practices.
Planning Manager
This strategy entails revising the development code to include green infrastructure practices, promoting sustainable urban development and environmental resilience. These practices will support better stormwater management, enhance the natural landscape, and contribute to the health of local lakes and ecosystems. The updates will ensure that new developments align with the City's environmental goals and help mitigate the impacts of urbanization on natural water bodies.
TIMELINE
Work to begin: October 2026
METRICS
Adoption of code updates. FY27 (EO&CI)
ANTICIPATED FISCAL IMPACT
Fiscal impact to be determined based on consultant engagement needs
RESOURCES & PARTNERSHIPS
N/A
Low impact development practices utilized during City projects # (PW) to prevent soil erosion and protect water bodies.
Cubic yards of debris removed through road sweeping to reduce # (PW) pollutants in the stormwater system and, ultimately, lakes.
Lakes Advisory Committee meetings held # (PW)
City-owned and maintained drainage infrastructure inspected. % (PW)
Drainage infrastructure improvements. # (PW)
GOAL 4.4
Integrate the elements of the One Water philosophy to ensure a balance between water supply and nature.
The City aims to implement the One Water philosophy, which emphasizes the interconnectedness of all water resources, to ensure a sustainable balance between water supply and natural ecosystems. This holistic approach will guide the City's water management practices, focusing on protecting and enhancing water resources through collaborative efforts, innovative infrastructure, and proactive policies.
SEE ALSO
3.3.1
Review and update relevant sections of the code to further protect and enhance water resources.
Planning Manager, Water Department Director, Natural Resources Manager
This strategy focuses on reviewing and updating the City’s development codes to ensure they align with the principles of the One Water philosophy. By enhancing regulations and standards, the City aims to better protect and manage water resources, ensuring they are used sustainably and responsibly. These updates will support the preservation of natural water bodies and promote environmentally-friendly development practices.
TIMELINE
Work to begin: October 2026
METRICS
Adopt code updates. FY27 (EO&CI)
ANTICIPATED FISCAL IMPACT
To be determined based on consultant engagement needs.
RESOURCES & PARTNERSHIPS
N/A
STRATEGY 4.4.2
Continue to explore acquisition and/or activation opportunities of priority parcels that significantly benefit sustainable water resource initiatives.
Water Department Director
This strategy aims to identify and acquire key parcels of land that play a critical role in the City’s sustainable water resource initiatives. By securing these areas, the City can implement projects that enhance water quality, increase water supply resilience, and protect natural habitats. These acquisitions will be strategically chosen to maximize their impact on the overall health of the City's water resources
TIMELINE
Work to begin: October 2024 (Ongoing)
METRICS
Acreage acquired
# (WD)
Acreage activated. # (WD)
ANTICIPATED FISCAL IMPACT
Fiscal impact will be presented annually during budget proposals.
RESOURCES & PARTNERSHIPS
Private Landowners
Polk County Natural Resources Division
STRATEGY 4.4.3
Explore and implement best management practices and innovative approaches to water resource infrastructure that further protect the natural environment.
Public Works Director, Water Department Director
This strategy involves researching and adopting best management practices and innovative technologies to improve water resource infrastructure. These practices will aim to enhance water quality, increase efficiency in water use, and reduce environmental impact. By staying at the forefront of water management innovations, the City can better protect its natural water resources and ensure a sustainable future.
TIMELINE
Stormwater Certification & SmartCover Deployment: October 2026 (Ongoing)
Ongoing Education Plan Development: October 2025
Full Implementation of Education Plan: October 2027 (Ongoing)
METRICS
Number of employees certified in Stormwater Sediment and Erosion # (PW)
Development of an ongoing Stormwater education plan. FY26 (PW)
Percent of Stormwater certified employees participating annually. 100% (PW)
Sewer overflows prevented by SmartCover technology # (WD)
SmartCovers deployed. # (WD)
ANTICIPATED FISCAL IMPACT
To be determined.
RESOURCES & PARTNERSHIPS
N/A
Ensure equitable access to natural amenities.
The City is committed to providing all residents with equitable access to natural amenities. By exploring new opportunities and enhancing existing resources, the City aims to ensure that everyone can enjoy and benefit from the natural beauty and recreational opportunities offered by local parks, lakes, and other natural areas.
SEE ALSO
2.4.1, 2.4.4, 2.4.6
Develop and maintain a complete inventory of all City-owned parcels and assess opportunities for enhanced access to lakes and natural upland areas. Parks, Recreation and Culture Director, Natural Resources Manager
This strategy focuses on developing and maintaining a comprehensive inventory of all City-owned parcels to identify opportunities for enhanced public access to lakes and natural upland areas. By assessing these parcels, the City can strategically plan for improvements and expansions that promote equitable access to natural amenities. This effort ensures that all residents, regardless of their location, have the opportunity to experience and enjoy the City's natural resources.
TIMELINE
Work to begin: October 2026
METRICS
Inventory Completed. FY27 (PR&C)
Annual maintenance of inventory Annually (PR&C)
New access opportunities established. # (PR&C)
ANTICIPATED FISCAL IMPACT
Fiscal impact to create new access opportunities to be presented in future budget proposals.
RESOURCES & PARTNERSHIPS
N/A
STRATEGY 4.5.2
Explore non-motorized watercraft concessionary opportunities on City Properties. Parks, Recreation and Culture Director
This strategy seeks to investigate and implement non-motorized watercraft concessions on City properties, promoting accessible and environmentally friendly recreational options These concessions will encourage outdoor activity and enhance the community’s engagement with local water resources, contributing to a healthier and more active lifestyle.
TIMELINE
Assessment of Opportunities: October 2027
Full Implementation: October 2028
METRICS
Number of participants in watercraft concessionary opportunities # (PR&C)
ANTICIPATED FISCAL IMPACT
To be determined
RESOURCES & PARTNERSHIPS
Private Business Owners
STRATEGY 4.5.3
Encourage and incentivize lake access within private development. Economic Opportunity and Community Investment Director
This strategy focuses on encouraging private developers to include lake access in their projects The City will offer incentives to promote the integration of public lake access points within new developments, ensuring that residents have ample opportunities to enjoy local lakes. This approach aims to balance development with environmental stewardship and public accessibility
TIMELINE
Assessment of Opportunities: October 2027
Full Implementation: October 2028
METRICS
Number of lake access points within private development. # (EO&CI)
ANTICIPATED FISCAL IMPACT
To be determined.
RESOURCES & PARTNERSHIPS
Private Developers
STRATEGY 4.5.4
Maintain relationships with local agencies focused on natural area access.
Natural Resources Manager
This strategy involves maintaining and strengthening partnerships with local agencies that focus on enhancing access to natural areas. By collaborating with these organizations, the City can leverage additional resources and expertise to improve and expand access to natural amenities for all residents These partnerships are vital for promoting conservation and sustainable use of natural resources.
TIMELINE
Work to begin: October 2024 (Ongoing)
METRICS
Number of meetings with partner agencies. # (PW) Partnership dollars received. $ (PW)
ANTICIPATED FISCAL IMPACT
There is no anticipated fiscal impact outside of normal operational budgets.
RESOURCES & PARTNERSHIPS
Polk County Natural Resources Division
Florida Fish and Wildlife
Lake Region Lakes Management District (LRLMD)
GOAL 5.1
Ensure protection of technological resources and infrastructure through a proactive approach to cybersecurity.
This goal is rooted in the City’s deep commitment to safeguarding the digital well-being of its community. In an age where technology underpins almost every aspect of daily life and City operations, ensuring robust cybersecurity is essential to protect sensitive information, maintain public services, and foster trust among citizens The City aims to create a secure digital environment that prevents disruptions, protects against data breaches, and upholds the integrity of critical infrastructure. This proactive approach to cybersecurity reflects the City's dedication to protecting its citizens from the increasing threats in the digital world, ensuring that everyone can interact with City services confidently and securely By adopting advanced technologies and fostering collaborative efforts, the City demonstrates its care and responsibility towards its residents' safety and privacy in the digital realm.
STRATEGY 5.1.1
Perform internal and external cyber security penetration testing for vulnerabilitieshardening of system in alignment with NIST best management practices.
Smart City Officer
To safeguard the City's technological resources and infrastructure, this strategy involves conducting both internal and external cybersecurity penetration testing to identify vulnerabilities. Following the detection of potential security risks, the City will implement hardening measures in alignment with the National Institute of Standards and Technology (NIST) best management practices. This comprehensive approach ensures that the City's digital environments are robustly protected against cyber threats, maintaining the integrity and availability of critical public and administrative services
TIMELINE
Work to begin: October, 2024 (Ongoing)
METRICS
Completion of testing. Annually (TS)
ANTICIPATED FISCAL IMPACT
No fiscal impact anticipated outside of normal operational budgets.
RESOURCES & PARTNERSHIPS N/A
STRATEGY 5.1.2
Establish a data business continuity plan for all departments.
Smart City Officer
This strategy focuses on establishing a comprehensive data business continuity plan for all City departments The plan will ensure that critical departmental functions can continue without interruption in the event of a cyber incident or other disruptions. It will outline procedures for data backup, system recovery, and maintaining essential services, thereby minimizing downtime and securing data integrity. This proactive measure is essential for maintaining the resilience and reliability of the City's operations, safeguarding against potential losses or breaches.
TIMELINE
Plan Development: October 2024
Full implementation: October 2025
METRICS
Percentage of departments with a business continuity plan. 100% (TS) IT Help Desk Tickets Completed / Close % (TS)
ANTICIPATED FISCAL IMPACT
No fiscal impact anticipated outside of normal operational budgets
RESOURCES & PARTNERSHIPS
N/A
STRATEGY 5.1.3
Comprehensive cybersecurity training for all employees specifically tailored to their level of access to sensitive data.
Smart City Officer
This strategy aims to implement comprehensive cybersecurity training for all City employees, tailored specifically to the level of access each individual has to sensitive data. By educating employees on best practices, potential threats, and preventive measures, the City enhances its overall cybersecurity posture. The training will focus on recognizing phishing attempts, securing personal and professional data, and understanding the implications of data breaches. This proactive educational approach is crucial for protecting the City’s technological resources and infrastructure from internal and external threats.
TIMELINE
Work to begin: October 2024 (Ongoing)
METRICS
Percentage of employees trained. % (FS)
ANTICIPATED FISCAL IMPACT
No fiscal impact anticipated outside of normal operational budgets.
RESOURCES & PARTNERSHIPS
N/A
STRATEGY 5.1.4
Adopt AI technologies for cybersecurity.
Smart City Officer
This strategy involves adopting advanced artificial intelligence (AI) technologies to enhance the City’s cybersecurity defenses AI tools will be used to monitor network traffic, detect anomalies, and respond to potential threats in real-time. By leveraging machine learning algorithms, the City can predict and mitigate cyberattacks more effectively, staying ahead of emerging cybersecurity challenges. The adoption of AI technologies will not only improve the City's ability to protect its digital infrastructure but also streamline its response mechanisms, ensuring a safer and more secure technological environment.
TIMELINE
Work to begin: October 2024 (Ongoing)
METRICS
Utilizing AI technologies for cybersecurity. Yes (TS)
ANTICIPATED FISCAL IMPACT
No fiscal impact anticipated outside of normal operational budgets.
RESOURCES & PARTNERSHIPS
N/A
STRATEGY 5.1.5
Partner with local communities and colleges to strengthen cybersecurity collaboration and innovation.
Smart City Officer
This strategy aims to strengthen cybersecurity defenses through partnerships with local communities and colleges. By collaborating with educational institutions and community organizations, the City can tap into a broader pool of expertise and innovation. These partnerships will facilitate the sharing of knowledge, resources, and best practices in cybersecurity, and potentially lead to the development of new security solutions and strategies. Engaging with local stakeholders in this manner not only enhances the City’s protective measures but also fosters a community-wide commitment to maintaining a secure digital environment
TIMELINE
Work to begin: October 2024 (Ongoing)
METRICS
Number of collaboration touchpoints # (TS)
ANTICIPATED FISCAL IMPACT
No fiscal impact anticipated outside of normal operational budgets
RESOURCES & PARTNERSHIPS
Local Educational Institutions
Community Organizations
GOAL 5.2
Ensure the ability to meet the service demands as the population grows.
At the core of this goal is the City’s dedication to ensuring that every resident receives consistent, high-quality services as Winter Haven grows and evolves. The City recognizes that as the population increases, so too does the demand for services. To meet these needs, Winter Haven is committed to proactive planning and innovation. By leveraging technology and fostering collaborations, the City aims to create a responsive and resilient service delivery system This goal is about more than just keeping up with growth; it’s about caring for the community by ensuring that all residents have access to the essential services they need to live, work, and thrive. Through continuous improvement and adaptation, the City aims to uphold the well-being and satisfaction of its citizens, demonstrating a profound commitment to their quality of life and future prosperity
SEE ALSO
6 1 3, 6 4 5, 6 4 6
STRATEGY 5.2.1
Develop collaborative programs with community partners to create a talent pipeline. Human Resources Director
This strategy involves developing collaborative programs with community partners, such as local businesses, educational institutions, and civic organizations, to create a talent pipeline. The goal is to ensure a steady influx of skilled individuals ready to meet the City's growing service demands. These partnerships will focus on training and skill development tailored to the specific needs of City services, enhancing the workforce's readiness and ability to contribute effectively. This approach will help maintain high service standards and adaptability as the population and its needs expand.
TIMELINE
Work to begin: October 2024 (Ongoing)
METRICS
Number of collaborative programs # (HR)
Number of students engaged in collaborative programs. # (HR)
ANTICIPATED FISCAL IMPACT
No fiscal impact anticipated outside of normal operational budgets.
RESOURCES & PARTNERSHIPS
Local Academic Institutions & Organizations
Polk Vision
Polk Works
STRATEGY 5.2.2
Evaluate and adopt technology-based and AI best management practices geared towards innovation and enhancement of service delivery efficiencies and effectiveness.
Smart City Officer
This strategy focuses on evaluating and adopting technology-based solutions and artificial intelligence (AI) best management practices to innovate and enhance service delivery. By integrating advanced technologies and AI into City operations, the aim is to improve efficiencies and effectiveness across various departments. These technologies will facilitate streamlined processes, more accurate data analysis, and quicker response times, thereby ensuring that city services can adapt and scale effectively with the growing demands of the population
TIMELINE
Work to begin: October 2024 (Ongoing)
METRICS
Departments met with at least twice per year 100% (TS)
ANTICIPATED FISCAL IMPACT
No fiscal impact anticipated outside of normal operational budgets
RESOURCES & PARTNERSHIPS
To be determined
STRATEGY 5.2.3
Conduct an annual service demand assessment for infrastructure and service deployment across all departments.
Assistant City Manager - Public Safety
To ensure that the City's infrastructure and services keep pace with its growing population, this strategy calls for conducting an annual service demand assessment across all departments. This comprehensive evaluation will analyze current service levels, project future demands based on population growth, and identify any gaps in service provision By regularly assessing these elements, the City can make informed decisions about resource allocation, infrastructure development, and service enhancements, thereby maintaining a high standard of service delivery as the community expands.
TIMELINE
First Annual Assessment: October 2025
METRICS
Annual Assessment Completed. Beginning FY26 (PS - A)
ANTICIPATED FISCAL IMPACT
There are no anticipated fiscal impacts.
RESOURCES & PARTNERSHIPS N/A
STRATEGY 5.2.4
Create and implement a framework specific to the utilization of innovation work groups across the organization.
Business Technology Relationship Manager
This strategy proposes the creation and implementation of a framework specific to utilizing innovation work groups across the organization to ensure the City is able to maintain quality of service as the population grows. These groups will be tasked with identifying, developing, and integrating innovative solutions to enhance service delivery. By fostering a culture of innovation, the City aims to streamline operations and improve the efficiency of services in response to the growing needs of the population The framework will outline the roles, objectives, and processes for these groups, ensuring a structured approach to innovation that aligns with the City’s overall service delivery goals.
TIMELINE
Work to begin: October 2024 (Ongoing)
METRICS
Number of innovation work group meetings. # (TS)
ANTICIPATED FISCAL IMPACT
No fiscal impact anticipated outside of normal operational budgets.
RESOURCES & PARTNERSHIPS
To be determined.
Population served per fire station.
Fire staffing per capita.
Medical response time within standards.
Fire response time within standards.
Certificate of Occupancy Compliance Inspections / Enforcement
Calls that met calltime standards.
Calls that met personnel standards.
Baker Acts
Mental Health Aid interactions.
Parking Tickets issued.
Crime Rate
Nacan deployments.
Environmental crimes.
Code compliance cases opened
Code compliance cases resolved.
Unsafe structures identified.
Unsafe structures demolished
Cases opened through proactive measures.
Cases opened through call-ins / online reports.
Uncollected fines associated with code cases
Illegal signage removed.
Abandoned vehicles removed.
Vacant lots mowed and / or debris removed from
(PS - FD)
per 1,000 (PS - FD)
(PS - FD)
(PS - FD)
(PS - FD)
(PS - FD)
(PS - FD)
(PS - PD)
(PS - PD)
(PS - PD)
(PS - PD)
(PS - PD)
(PS - PD)
(PS - SN)
(PS - SN)
(PS - SN)
(PS - SN)
(PS - SN)
(PS - SN)
(PS - SN)
(PS - SN)
(PS - SN)
(PS - SN)
Strengthen how safe every citizen, business, and visitor feels within Winter Haven.
The City is committed to fostering a safe, secure, and welcoming environment for all. Winter Haven understands that safety is fundamental to the well-being and quality of life for its residents and the vitality of its businesses. This goal is about more than just implementing safety measures; it's about instilling a profound sense of security and trust within the community. By proactively addressing safety concerns through education, community engagement, and strategic initiatives, the City aims to build stronger relationships between law enforcement and the community, enhance public confidence, and create a supportive environment where everyone feels protected and cared for. This multifaceted approach reflects Winter Haven's dedication to ensuring that every individual can live, work, and visit with peace of mind, knowing that their safety is a top priority
STRATEGY 5.3.1
Create, deploy, and market a Comprehensive Community Safety Training Curriculum platform.
Director of Public Affairs & Communication, Public Information Officer
This strategy involves the creation, deployment, and marketing of a Comprehensive Community Safety Training Curriculum platform This platform will offer diverse safety training modules tailored to the needs of citizens, businesses, and visitors in Winter Haven. The curriculum will cover a wide range of topics, from personal safety and emergency preparedness to cybersecurity and crime prevention. By providing accessible and comprehensive safety education, this initiative aims to enhance the community’s overall security awareness and preparedness, thereby strengthening the sense of safety among all community members.
TIMELINE
Platform & Curriculum Development: October 2026
Full implementation: October 2027
METRICS
Number of programs offered.
Number of training classes provided.
Number of Citizens participating in classes
# (PS - A)
# (PS - A)
# (PS - A)
Public Safety Leadership Academy participants. # (PS - A)
ANTICIPATED FISCAL IMPACT
To be determined.
RESOURCES & PARTNERSHIPS
Polk County Sheriff's Office
Additional partners to be determined.
STRATEGY 5.3.2
Conduct quarterly Safe Neighborhood Initiatives. Safe Neighborhoods Director
This strategy focuses on conducting quarterly Safe Neighborhood Initiatives throughout Winter Haven. These initiatives will involve community-wide efforts to promote safety and security, including neighborhood watch programs, public safety workshops, and collaborative police-community engagement events. By regularly implementing these initiatives, the City aims to foster a proactive approach to safety, encouraging community involvement and awareness. This will not only help in preventing crime but also enhance the overall perception of safety for residents, businesses, and visitors alike
TIMELINE
Work to begin: October 2024 (Ongoing)
METRICS
Neighborhood Initiatives # (PS - SN) Homes touched in Neighborhood Initiatives. # (PS - SN) Agencies & organizations partnered in Neighborhood Initiatives. # (PS - SN)
ANTICIPATED FISCAL IMPACT
No fiscal impact anticipated outside of normal operational budgets.
RESOURCES & PARTNERSHIPS
Heart for Winter Haven
American Red Cross
Polk County Sheriff’s Office
The Mission
The Homeless Coalition of Polk County
TriCounty Human Services
Peace River
STRATEGY 5.3.3
Create a Quarterly Community Safety Assessment Program with each quarter focused on a specific, high-priority area.
Assistant City Manager - Public Safety
This strategy involves establishing a Quarterly Community Safety Assessment Program, where each quarter focuses on assessing and improving safety in a specific, high-priority area identified through crime data and community feedback. This program will systematically evaluate existing safety measures, identify gaps, and implement targeted improvements. By prioritizing areas with the greatest need, the City aims to make substantial, measurable enhancements in community safety, thereby strengthening the overall sense of security for everyone in Winter Haven.
TIMELINE
Work to begin: October 2024 (Ongoing)
METRICS
Quarterly Community Safety Assessment Programs. 100% (PS - A)
ANTICIPATED FISCAL IMPACT
Fiscal impacts may be incurred as solutions are implemented.
RESOURCES & PARTNERSHIPS
To be determined based on each quarterly focus.
STRATEGY 5.3.4
Create and deploy a robust communications campaign highlighting safety initiatives, accomplishments, and data.
Director of Public Affairs & Communications, Public Information Officer
This strategy calls for the creation and deployment of a robust communications campaign designed to highlight the City’s safety initiatives, accomplishments, and relevant data. The campaign will utilize various media platforms including social media, mobile applications, local news, and City websites to inform and engage the community about ongoing efforts to enhance safety. By transparently sharing progress and achievements, the campaign aims to build public trust and confidence in the City’s commitment to ensuring safety, thus reinforcing a secure environment for citizens, businesses, and visitors alike.
TIMELINE
Campaign Development: October 2026
Full Campaign Implementation: October 2027 (Ongoing)
METRICS
Campaign Reach. # (PA&C)
Public Safety App users # (PS - A)
ANTICIPATED FISCAL IMPACT
Fiscal impact is anticipated from media and print production costs incorporated in budgets
RESOURCES & PARTNERSHIPS
Media Outlets
Schools and Community Groups
STRATEGY 5.3.5
Advance the National Night Out Event.
Assistant City Manager - Public Safety
This strategy aims to advance the National Night Out event in Winter Haven. This program is an annual community-building campaign, promotes police-community partnerships and neighborhood camaraderie to make neighborhoods safer and more caring places to live By expanding this event and integrating it with a comprehensive public safety campaign, the strategy seeks to increase community engagement, awareness, and cooperation in safety initiatives. This will not only foster a stronger relationship between law enforcement and the community but also improve the overall sense of safety across the city
TIMELINE
Event Hosted: August (Annually)
METRICS
Number of attendees at National Night Out # (PS - A)
Number of partners at National Night Out. # (PS - A)
ANTICIPATED FISCAL IMPACT
No fiscal impact anticipated outside of normal operational budgets.
RESOURCES & PARTNERSHIPS
Community Non-Profits
STRATEGY 5.3.6
Conduct a quarterly cross-departmental review of traffic accidents and develop proactive prevention strategies.
Deputy City Manager, Assistant City Manager - Public Safety
This strategy involves conducting quarterly cross-departmental reviews of traffic accidents in Winter Haven to identify patterns, risk factors, and areas of concern These reviews will include representatives from law enforcement, traffic management, public works, and community safety departments. Based on the findings, the City will develop and implement proactive prevention strategies aimed at reducing traffic accidents These strategies may include enhancements in road design, improved signage, public awareness campaigns, and enforcement measures. This comprehensive approach is designed to improve road safety and ensure that every citizen, business, and visitor feels safer navigating the city.
TIMELINE
Work to begin: October 2024 (ongoing)
METRICS
Quarterly meetings held.
100% (CMO)
Number of traffic accidents # (PS - PD)
ANTICIPATED FISCAL IMPACT
Fiscal impact is to be determined based on solutions to be implemented
RESOURCES & PARTNERSHIPS
To be determined
Homes provided with house numbers. # (PS - SN)
Post-Disaster Damage Assessment Team members trained. # (PS - SN)
Agencies & organizations partnered with on efforts beyond Neighborhood Initiatives. # (PS - SN)
Sanitary sewer backups. # (WD)
Reported sanctuary sewer overflows # (WD)
Homes converted from septic to sewer. # (WD)
Septic tanks remaining in the service area. # (WD)
Water emergency responses conducted # (WD)
Ensure local government functions are aligned with community safety best practices.
This goal embodies the City’s dedication to protecting and enhancing the safety and well-being of its citizens through meticulous planning and adherence to best practices. Winter Haven understands that community safety is the cornerstone of a thriving city, and aligning government functions with the highest standards ensures that this foundation remains strong By developing comprehensive emergency management plans, providing extensive safety training, and maintaining rigorous standards across all departments, the City aims to create a resilient and responsive environment. This commitment reflects the City's profound care for its residents, ensuring they live in a secure and well-prepared community where risks are minimized, and safety is prioritized
Develop and maintain a City-wide Comprehensive Emergency Management Plan (CEMP) that covers risk, response, and vulnerability. Assistant City Manager - Public Safety
This strategy focuses on developing and maintaining a Comprehensive Emergency Management Plan (CEMP) for the entire City The CEMP will address various aspects of emergency management including risk assessment, response strategies, and vulnerability analysis. This detailed planning will ensure that all local government functions are prepared to handle emergencies effectively, aligning with community safety best practices The plan will be regularly updated to reflect new insights and changing conditions, ensuring the city remains resilient in the face of potential emergencies.
TIMELINE
Plan Development: October 2026 - September 2028
METRICS
Completion and adoption of the CEMP. FY28 (PS - A)
ANTICIPATED FISCAL IMPACT
FY 27
FY 28
RESOURCES & PARTNERSHIPS
N/A
$500,000
$500,000
STRATEGY 5.4.2
Develop and annually update a Continuity of Operations Plan (COOP) to assure the capability exists to continue essential functions and services in response to a comprehensive array of potential emergencies and/or disasters. (In alignment with 5.4.1.)
Assistant City Manager - Public Safety
This strategy focuses on creating and maintaining a Continuity of Operations Plan (COOP) to ensure that essential functions and services can continue uninterrupted during emergencies or disasters. The COOP will be developed in alignment with existing emergency management strategies and updated annually to address new threats and vulnerabilities This proactive planning will enhance the city's resilience, ensuring that critical operations can be sustained in any crisis, thereby safeguarding public safety and maintaining trust in local government services.
TIMELINE
Plan Development: October 2027 - September 2029
METRICS
Completion and adoption of the COOP.
ANTICIPATED FISCAL IMPACT
FY 28
FY 29
RESOURCES & PARTNERSHIPS
N/A
FY29 (PS - A)
$500,000
$500,000
STRATEGY 5.4.3
Create and deploy Comprehensive Community Safety Training Curriculum for staff. Organization Development Administrator
This strategy entails the creation and deployment of a Comprehensive Community Safety Training Curriculum specifically designed for City staff. This curriculum will equip staff with essential knowledge and skills to enhance their preparedness for a range of safety scenarios, including emergency response, risk mitigation, and crisis management The training will focus on fostering a proactive safety culture within the local government, ensuring that all departments operate in alignment with community safety best practices and are capable of effectively contributing to the overall safety and well-being of the community
TIMELINE
Platform & Curriculum Development: October 2026
Full implementation: October 2027
METRICS
Programs offered. # (HR)
Training classes completed by employees. # (HR)
ANTICIPATED FISCAL IMPACT
To be determined.
RESOURCES & PARTNERSHIPS
To be determined.
STRATEGY 5.4.4
Achieve and maintain department- to individual-level accreditation, certification, and standards across the organization.
Deputy City Manager
This strategy aims to achieve and maintain high standards of accreditation, certification, and compliance with best practices at all levels of the organization, from departmental to individual staff members. By committing to these standards, the City ensures that its operations and services consistently meet established safety and quality benchmarks This comprehensive approach to professional development and adherence to best practices will enhance the overall effectiveness of government functions and contribute to a safer, more secure community environment.
TIMELINE
Work to begin: October 2024 (Ongoing)
METRICS
Police Department Accreditation. Successfully Renewed (CMO)
Public Works Accreditation Successfully Renewed (CMO)
Fire Department Accreditation. Successfully Achieved (CMO)
Parks, Recreation & Culture Accreditation. Successfully Achieved (CMO)
Employees with Individual Accreditations / Certifications Successfully Renewed (CMO) Additional metrics to be added as accreditations are pursued.
ANTICIPATED FISCAL IMPACT
Fiscal impact of achieving and maintaining accreditation will be incorporated in annual budgets.
RESOURCES & PARTNERSHIPS
Professional and Accrediting Organizations
STRATEGY 5.4.5
Ensure compliance with regulatory required testing for water, wastewater, and supply infrastructure.
Water Department Assistant Director
This strategy focuses on ensuring compliance with regulatory requirements for testing related to water, wastewater, and supply infrastructure. By rigorously adhering to mandated testing protocols, the City can verify the safety and quality of these essential resources. Regular testing will identify any potential hazards or deficiencies, allowing prompt corrective action to be taken to safeguard public health and safety. By prioritizing compliance with regulatory standards, the City demonstrates its commitment to upholding community safety best practices in managing critical infrastructure systems.
TIMELINE
Work to begin: October 2024 (Ongoing)
METRICS
Publication of the water Consumer Confidence Report Annual (WD)
Water quality complaints # (WD)
Precautionary Boil Water Notices issued. # (WD)
Water sampling tests completed. # (WD)
ANTICIPATED FISCAL IMPACT
Fiscal impacts fluctuate as regulations change and are included in annual budgets.
RESOURCES & PARTNERSHIPS
FDEP
FDOH
EPA
STRATEGY 5.4.6
Conduct an annual safety inspection of critical infrastructures and facilities.
Assistant City Manager - Public Safety, Human Resources Director
As part of aligning City functions with community safety best practices, this strategy proposes conducting an annual safety inspection of critical infrastructures and facilities Led by the Assistant City Manager for Public Safety, these inspections will comprehensively assess the condition and compliance of key infrastructure assets with safety regulations and standards. Through this proactive approach, potential risks and vulnerabilities can be identified early, enabling timely interventions to mitigate hazards and enhance the resilience of essential facilities. This ensures that the City's critical infrastructure remains safe, reliable, and aligned with the highest safety standards, contributing to overall community safety and well-being
TIMELINE
Program Development: October 2024
Full implementation: June 2025
METRICS
Percent of facilities inspected annually. 100% (PR&C)
Building inspections completed. # (PR&C)
Repair / maintenance tickets completed # (PR&C)
Playground inspections. # (PR&C) ANTICIPATED FISCAL IMPACT N/A RESOURCES & PARTNERSHIPS N/A.
Annual airport safety plan review completed 100% (WHRA)
Quarterly airport safety plan briefings completed. 100% (WHRA)
Quarterly airport safety rehearsal completed per crew. 100% (WHRA)
Quarterly airport safety committee meetings held. 100% (WHRA)
Number of fuel / chemical spill responses at the airport. # (WHRA)
Daily airport fuel quality control program inspections completed 100% (WHRA)
Maintain an airport PCI rating index above 140 (Good or higher). 140+ (WHRA)
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Exemplify fiscal accountability and resiliency.
The City aims to demonstrate fiscal accountability and resilience by enhancing financial communication, adopting robust policies, and leveraging innovative practices. By improving transparency and decision-making processes, the City will ensure that financial resources are managed effectively to support sustainable growth These efforts are crucial for maintaining public trust and ensuring the City's long-term financial stability.
Enhance fiscal communication via implementation and distribution (print and electronic) including a Budget Book, Budget-in-Brief, Popular Annual Financial Report (PAFR), Annual Comprehensive Financial Report (ACFR), and monthly budget performance reports.
Chief Financial Officer, Director of Public Affairs & Communication
This strategy focuses on improving fiscal communication by implementing and distributing key financial documents in both print and electronic formats. These documents include the Budget Book, Budget-in-Brief, Popular Annual Financial Report (PAFR), Annual Comprehensive Financial Report (ACFR), and monthly budget performance reports. Enhanced communication will ensure that citizens and stakeholders are well-informed about the City’s financial status and decisions, promoting transparency and accountability
TIMELINE
Work to begin: October 2024 (Ongoing)
METRICS
Augment the budget with external grant revenues
Annual publication of Budget Book
Annual publication of Budget in Brief
Annual publication of PAFR
Annual publication of ACFR
Monthly publication of Budget Performance Reports
ANTICIPATED FISCAL IMPACT
$ (FS)
Annually (FS)
Annually (FS)
Annually (FS)
Annually (FS)
Monthly (FS)
There is no anticipated fiscal impact outside of normal operating budget.
RESOURCES & PARTNERSHIPS
GFOA
STRATEGY 6.1.2
Draft and adopt a robust debt policy that complements the City's Financial Management Policy and aligns with the GFOA's best practices. Chief Financial Officer
This strategy focuses on the creation and adoption of a comprehensive debt policy that complements the City's existing Financial Management Policy while adhering to the best practices recommended by the Government Finance Officers Association (GFOA). The policy will provide clear guidelines on debt issuance, management, and repayment, ensuring that the City's debt practices are transparent, prudent, and aligned with long-term fiscal sustainability By establishing this robust framework, the City aims to maintain a strong financial position and safeguard its fiscal health for the future.
TIMELINE
Draft Policy: October 2024
Full implementation: October 2025 (Ongoing)
METRICS
Debt Policy Adopted FY25 (FS)
ANTICIPATED FISCAL IMPACT
There is no anticipated fiscal impact
RESOURCES & PARTNERSHIPS
GFOA
Implement predictive modeling based on current operational / service data to enhance decision making in response to growth and future capital investments.
Deputy City Manager
This strategy aims to implement predictive modeling techniques using current operational and service data. For example, a model could be built to predict resources needed to support each additional acre of park land added. By leveraging advanced data analytics, the City will enhance its decision-making processes, particularly in response to growth and future capital investments Predictive modeling will provide valuable insights into trends and potential outcomes, allowing for more informed and proactive financial planning and resource allocation
TIMELINE
Work to begin: October 2025 (Ongoing)
METRICS
Number of models built # (CMO)
ANTICIPATED FISCAL IMPACT
To be determined Some consulting costs will likely be incurred
RESOURCES & PARTNERSHIPS
N/A
STRATEGY 6.1.4
Conduct an annual review and associated training of the City's procurement policies to ensure alignment with City Ordinances, State Statutes, Federal Law and best practices. Procurement Manager
This strategy involves conducting an annual review of the City's procurement policies and providing associated training, scaled to employee responsibility, to ensure compliance with City Ordinances, State Statutes, Federal Law, and best practices Regular reviews and training will help maintain the integrity and efficiency of procurement processes, reducing risks and enhancing the City’s ability to manage resources effectively.
TIMELINE
Work to begin: October 2024 (Ongoing)
METRICS
Percentage of staff with purchasing power appropriately trained % (FS) Review of procurement policies. Annually (FS)
ANTICIPATED FISCAL IMPACT N/A
RESOURCES & PARTNERSHIPS
N/A
STRATEGY 6.1.5
Research and pursue alternative / nontraditional revenue sources and partnership opportunities to enhance financial sustainability and resiliency.
Chief Financial Officer
This strategy focuses on researching and pursuing alternative and nontraditional revenue sources, as well as partnership opportunities, to enhance the City’s financial sustainability and resiliency. By diversifying revenue streams and establishing strategic partnerships, the City aims to strengthen its financial foundation and reduce dependency on traditional funding sources. This proactive approach will help ensure long-term fiscal health and adaptability in the face of economic challenges.
TIMELINE
Work to begin: October 2024 (Ongoing)
METRICS
New Revenue Sources # (FS)
Grant Income Received # (FS)
ANTICIPATED FISCAL IMPACT
There is an anticipated positive financial impact as new revenue sources are pursued.
RESOURCES & PARTNERSHIPS N/A
Reconciliations completed daily
% completed on-time (FS)
Fraudulent transactions prevented. # (FS)
Months closed by the 20th of subsequent month. # (FS)
Award for Distinguished Budget from GFOA Received Annually (FS)
City fleet vehicle up-time. % (PW)
City fleet up-to-date on routine maintenance. % (PW)
Accidents involving City fleet # (PW)
Unplanned City fleet maintenance vs. scheduled / routine. % (PW)
Piggyback purchases made. # (FS)
Cooperative purchasing agreements # (FS)
Transportation Grant Dollars Applied For. $ (PW)
Transportation Grant Dollars Awarded $ (PW)
Engage and participate in legislative matters (State and Federal) and advocate for Home Rule and local priorities.
To effectively represent the community's interests, the City will actively engage in legislative matters at both State and Federal levels. By advocating for Home Rule and local priorities, the City aims to ensure that policies and regulations reflect the unique needs and preferences of its residents. This engagement includes strategic participation in professional organizations, developing annual legislative platforms, and maintaining proactive relationships with legislators to influence policy-making processes favorably for the City.
Strategically engage in local, State, and national professional organizations and coalitions. Deputy City Manager
This strategy focuses on the City's active participation in local, State, and national professional organizations and coalitions. By strategically engaging with these groups, the City can collaborate on common goals, share best practices, and strengthen its advocacy efforts. Involvement in these organizations allows the City to stay informed about legislative developments, influence policy, and ensure that the community’s interests are effectively represented.
TIMELINE
Work to begin: October 2024 (Ongoing)
METRICS
Number of professional organization memberships. # (CMO)
Number of active / leadership roles in professional organizations. # (CMO)
ANTICIPATED FISCAL IMPACT
The fiscal impact is spread out over multiple operational budgets, covering the cost of membership and conference attendance
RESOURCES & PARTNERSHIPS
Professional organizations and coalitions
STRATEGY 6.2.2
Develop and circulate an annual legislative platform advocating for local interests in response to State and Federal policy.
Director of Public Affairs & Communication
This strategy involves developing an annual legislative platform that advocates for the City's local interests in response to state and federal policy changes. By clearly outlining the City’s priorities and positions, this platform will guide advocacy efforts and ensure that the City's voice is heard in legislative discussions Circulating this platform among legislators and stakeholders will help to build support for policies that benefit the community and protect local autonomy.
TIMELINE
Work to begin:
METRICS
October 2024 (Ongoing)
Legislative Platform Production Annually (PC&C)
ANTICIPATED FISCAL IMPACT
There is no anticipated financial impact outside of normal operational budgets.
RESOURCES & PARTNERSHIPS
Winter Haven Chamber of Commerce
Winter Haven Economic Development Council
Florida League of Cities
Professional Organizations
STRATEGY 6.2.3
Establish, build, and maintain a proactive relationship with State and Federal Officials. City Manager
This strategy aims to establish, build, and maintain proactive relationships with State and Federal Officials. By fostering strong connections with legislators and their staff, the City can effectively advocate for its priorities and ensure that local needs are considered in policy-making processes Regular communication and collaboration with these officials will enhance the City's ability to influence legislation, preserve Home Rule, and secure support for initiatives that benefit the community.
TIMELINE
Work to begin: October 2024 (Ongoing)
METRICS
Number of letters sent to legislators # (CMO)
Number of legislative advocacy trips. # (CMO)
Number of meetings with legislators or their staff. # (CMO)
ANTICIPATED FISCAL IMPACT
The costs associated with lobbyists and advocacy trips are included in annual budgets
RESOURCES & PARTNERSHIPS
Florida League of Cities
Professional Organizations
Continue to evolve the ways in which information about local government is communicated.
The City is dedicated to enhancing its communication efforts to ensure that residents, businesses, and visitors are well-informed about local government operations, projects, and services By leveraging a variety of communication platforms and strategies, the City aims to foster transparency, engagement, and trust. This goal emphasizes the importance of adapting to new technologies and methods to meet the diverse needs of the community, making information more accessible and comprehensible to all
SEE ALSO
1 4 2, 6 1 1
Establish a Certified Ambassador Program for employees that enhances customer engagement.
Director of Public Affairs & Communication
This strategy involves creating a Certified Ambassador Program designed to empower City employees with the skills and knowledge to engage effectively with the public. The program will provide comprehensive training on customer service, communication techniques, and the City’s services and initiatives By equipping employees with these tools, the City aims to enhance the overall experience for residents and visitors, ensuring that they receive accurate information and courteous assistance in their interactions with local government.
TIMELINE
Work to begin: October 2025 (Ongoing)
METRICS
Number of Certified Ambassadors. # (PA&C)
ANTICIPATED FISCAL IMPACT Program costs will be budgeted in FY26-29.
RESOURCES & PARTNERSHIPS
N/A
STRATEGY 6.3.2
Continue the CityU program and enhance it with an on-the-road preview and recruitment events and an alumni program.
Director of Public Affairs & Communication
This strategy aims to expand and enrich the CityU program by introducing on-the-road preview and recruitment events, as well as an alumni program These enhancements will increase the program ’ s reach and impact, allowing residents to participate and stay connected with the City’s initiatives. The on-the-road events will bring CityU to different neighborhoods, providing a preview of CityU, while the alumni program will foster ongoing engagement and involvement in City government
TIMELINE
Work to begin: October 2024 (Ongoing)
METRICS
Graduates of CityU. 20 (PA&C)
Alumni Attendance at Events. # (PA&C)
ANTICIPATED FISCAL IMPACT
There is no anticipated fiscal impact outside of normal operating budgets.
RESOURCES & PARTNERSHIPS
Community Groups & Facilities
STRATEGY 6.3.3
Establish a defined and robust communication strategy for City projects. Director of Public Affairs & Communication
This strategy focuses on creating a comprehensive communication strategy for City projects, ensuring that the public is well-informed about upcoming and ongoing initiatives. The strategy will outline clear communication goals, target audiences, and the most effective channels for dissemination By providing consistent and transparent updates, the City aims to foster community trust and engagement, ensuring that residents have a clear understanding of the progress and benefits of City projects.
TIMELINE
Develop Guidelines & Strategy: January 2025
Rollout and Training Session: October 2025 (Ongoing)
METRICS
Number of citizens engaged with online project pages. # (CMO)
Number of citizens attending project meetings. # (CMO)
ANTICIPATED FISCAL IMPACT
There is no anticipated fiscal impact outside of normal operating budgets.
RESOURCES & PARTNERSHIPS
N/A
STRATEGY 6.3.4
Establish a Community Outreach Program, including elected officials, to visit each quadrant of the City annually and deliver relevant updates. Director of Public Affairs & Communication
This strategy involves launching a Community Outreach Program, akin to a State of the City Address, featuring key leadership staff, the Mayor, and other elected officials These events will provide residents with updates on City initiatives, progress, and future plans, while offering a platform for direct engagement and feedback. By regularly connecting with the community in this way, the City aims to build stronger relationships, enhance transparency, and address any concerns or questions residents may have
TIMELINE
Work to begin: October 2025 (Ongoing)
METRICS
Meetings hosted in all four quadrants annually.
100% (PA&C)
Number of attendees at Community Outreach Programs. # (PA&C)
ANTICIPATED FISCAL IMPACT
To be determined.
RESOURCES & PARTNERSHIPS
Community Partners (Locations)
STRATEGY 6.3.5
Research and implement alternative and innovative communication strategies and tools. Director of Public Affairs & Communication
This strategy is dedicated to exploring and adopting new and innovative communication strategies and tools to enhance the City's outreach efforts. By staying abreast of emerging technologies and trends, the City can improve how it connects with the community, making information more accessible and engaging This proactive approach will involve piloting new platforms, leveraging social media, and incorporating interactive elements to ensure the City’s communication remains effective and relevant.
TIMELINE
Work to begin: October 2024 (Ongoing)
METRICS
Number of Access Winter Haven requests # (PA&C)
Average time to close access Winter Haven requests (days). # (PA&C)
Number of residents engaged with Ask Winter Haven. # (PA&C)
Number of total communications on Ask Winter Haven # (PA&C)
Percentage of Ask Winter Haven communications received via text. % (PA&C)
Percentage of Ask Winter Haven communications received via website chat. % (PA&C)
Percentage of Ask Winter Haven questions resolved via messages to staff % (PA&C)
Percentage of Ask Winter Haven questions resolved via AI bot. % (PA&C)
Percentage of Ask Winter Haven questions resolved via Access Winter Haven. % (PA&C)
ANTICIPATED FISCAL IMPACT
Any fiscal impact will be included in annual budget development.
RESOURCES & PARTNERSHIPS N/A
Citizens followed up with within one business day.
Meeting agenda notification subscribers.
Subscribers engaged with online agendas
Meeting minutes prepared.
Meeting minutes submitted within 30 days of the meeting.
Public records requests received
Average time (in days) to fulfill a public records request.
Citizens serving on community / advisory boards & committees.
Number of public presentations given
Citizens engaged with City Government Week activities.
Number of website pageviews
Facebook page reach.
LinkedIn page views.
Instagram page reach
X (formerly Twitter) reach.
Youtube channel subscribers.
Youtube channel views
Number of public meetings live streamed.
Number of email subscribers.
Number of marketing emails sent
Number of press releases issued.
Number of school-aged field trips.
Number of open houses, outreach campaigns, etc
Monthly Airport Advisory Committee Meetings held.
(CC)
(CC)
(CC)
(CC)
(CC)
(CC)
(CC)
(CC)
(CMO, PA&C)
(PA&C)
(PA&C)
(PA&C)
(PA&C)
(PA&C)
(PA&C)
(PA&C)
(PA&C)
(PA&C)
(PA&C)
(PA&C)
(PA&C)
(WHRA)
(WHRA)
(WHRA)
Continue to cultivate a team made up of high quality talent, capable of bringing fresh perspective and creative ideas, serving as good ambassadors of the City through all service areas.
The City is dedicated to fostering a dynamic and innovative workforce that excels in delivering exceptional service to the community. By attracting and developing high-quality talent, the City aims to ensure that its employees bring fresh perspectives and creative solutions to their roles. This commitment to excellence involves providing opportunities for professional growth, encouraging community engagement, and creating a supportive environment where employees can thrive and act as effective ambassadors of the City.
Establish a structured cooperative career pathing program inclusive of leadership development opportunities.
Organizational Development Administrator
This strategy focuses on creating a comprehensive career pathing program that offers structured development opportunities for employees. The program will include access to leadership training, mentorship, and skill-building curriculum designed to prepare staff for future roles within the organization. By investing in employee growth and providing clear pathways for career advancement, the City aims to build a motivated and capable workforce ready to meet the challenges of tomorrow.
TIMELINE
Program Development: October 2024
Full Implementation: October 2026 (Ongoing)
METRICS
Number of career paths outlined # (HR)
ANTICIPATED FISCAL IMPACT
The cost of programs is included in annual budgets
RESOURCES & PARTNERSHIPS
Colleges, Universities, and Trade Schools
Professional Organizations
STRATEGY 6.4.2
Create a curriculum of core competencies for staff / course catalog.
Organizational Development Administrator
This strategy involves developing a comprehensive curriculum of core competencies and a course catalog tailored to the needs of the City. The curriculum will cover essential skills and knowledge areas, allowing employees to select courses that align with their career goals and areas of interest. By offering a flexible, a la carte menu of training options, the City aims to enhance employee capabilities and support continuous learning and development.
TIMELINE
Catalog Development: October 2024
Full Implementation: October 2026 (Ongoing)
METRICS
Professional development opportunities provided to staff # (HR)
Hours of fire personnel training completed. # (PS - FD)
Hours of water safety training completed. # (WD)
Classes paid for through Education Assistance Benefit # (HR)
Educational Assistance Benefit process.
$ (HR)
Students in PSC’s Leadership Development in Public Administration. # (HR)
Students in FSU’s Certified Public Manager program # (HR)
Internal professional development classes held.
New employee orientations held.
ANTICIPATED FISCAL IMPACT
The cost of programs is included in annual budgets.
RESOURCES & PARTNERSHIPS
Colleges, Universities, and Trade Schools
Professional Organizations
# (HR)
# (HR)
STRATEGY 6.4.3
Create a volunteer program to allow greater engagement. Director of Public Affairs & Communication
This strategy aims to establish a volunteer program that encourages City employees to engage with the community through service. The program will facilitate opportunities for staff to participate in local events, projects, and initiatives, fostering a sense of community and civic responsibility. By promoting volunteerism, the City seeks to enhance its connection with residents and demonstrate its commitment to the community’s well-being.
TIMELINE
Program Development: October 2024
Full Implementation: January 2025 (Ongoing)
METRICS
Number of volunteer hours served by staff in the community # (CMO)
Number of employees participating. # (CMO)
ANTICIPATED FISCAL IMPACT
To be determined.
RESOURCES & PARTNERSHIPS
Nonprofit Organizations
STRATEGY 6.4.4
Establish a formal internship program.
Organizational Development Administrator
This strategy involves the creation of a structured internship program designed to attract and develop future talent. The program will provide interns with hands-on experience in various City departments, offering them valuable insights into public service and municipal operations. By nurturing young professionals and providing them with meaningful work opportunities, the City aims to build a pipeline of skilled individuals who may pursue long-term careers within the organization.
TIMELINE
Program Development: October 2024
Full Implementation: October 2026 (Ongoing)
METRICS
Interns # (HR)
Departments with interns. # (HR)
ANTICIPATED FISCAL IMPACT
Costs will be covered in normal operational budgets.
RESOURCES & PARTNERSHIPS
Local Academic Institutions
STRATEGY 6.4.5
Maximize traditional and non-traditional recruitment strategies. Human Resources Director, Director of Public Affairs & Communication
This strategy focuses on optimizing both traditional and non-traditional recruitment methods to attract a diverse and talented workforce. The City will leverage a variety of recruitment channels, including social media, job fairs, community partnerships, and innovative outreach programs. By employing a multifaceted approach to hiring, the City aims to ensure that it attracts high-quality candidates who bring fresh perspectives and creative ideas to the organization.
TIMELINE
Work to begin: October 2024 (Ongoing)
METRICS
Positions advertised.
# (HR)
Applications received # (HR)
Turnover rate. % (HR)
Positions filled. (New hire, promotion, transfer) # (HR)
Departures (Retirement, resignation, termination) # (HR)
Job fairs / events attended or hosted. # (HR)
ANTICIPATED FISCAL IMPACT
Costs will be included in annual budget planning.
RESOURCES & PARTNERSHIPS
Career Source Polk Community Organizations
STRATEGY 6.4.6
Evaluate current and innovative / alternative job structures and benefits strategies to address workforce needs.
Human Resources Director
This strategy involves assessing and implementing innovative job structures and benefits to meet the evolving needs of the workforce. The City will explore options such as hybrid work models, part-time versus full-time positions, and incentives to attract and retain employees By offering flexible and appealing job arrangements, the City aims to create a supportive work environment that meets the diverse needs of its employees, enhancing job satisfaction and retention.
TIMELINE
Work to begin: October 2024 (Ongoing)
METRICS
Turnover rate % (HR)
ANTICIPATED FISCAL IMPACT
A cost savings is anticipated as turnover rate is decreased
RESOURCES & PARTNERSHIPS
N/A
Reported accidents / incidents - employee related. # (HR)
Reported accidents / incidents - citizen related # (HR)
Employees access a City-provided benefit. % (HR)
Total enrolled in health, vision and/or dental, including dependents. # (HR)
Physical Readiness benefit completions # (HR)
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The following pages contain gantt charts showing the strategies for each pillar over fiscal years 25-29
Through partnerships, support the availability of a qualified & skilled workforce to meet the demands of the City organization and business community.
Promote equitable access to opportunities, both in how the City procures work and in facilitating community opportunities through outreach, collaboration, and education.
Cultivate a development & redevelopment environment that encourages a variety (size, diversity of services, geographic locations) of business opportunities.
1.1.1
1.1.2
1.1.3
1.2.1
1.2.2
1.2.3
1.2.4
1.3.1
1.3.2
1.4.1
1.4.2
1.4.3
Ensure the strategic approach to growth management that includes robust public engagement.
1.4.4
1.4.5
1.4.6
1.4.7
1.4.8
Maintain strong working relationships with the Winter Haven Economic Development Council, Winter Haven Chamber of Commerce, and Polk Vision to understand workforce skill gaps and how the City can support efforts.
Develop and implement a speakers bureau / ambassador program to engage students in programming designed to raise awareness of and interest in public service careers.
Develop formal programs in partnership with academic institutions.
Create a series of "how-to" videos on processes across the organization.
Create and launch a regular procurement training program targeting small, disadvantaged, and minority enterprises.
Host an annual procurement preview open house event and workshop.
Enhance the procurement marketing strategies.
Conduct an assessment of existing commercial entities, solicit the consumer perspective on what's missing, and create a strategy of appropriate recruitment actions.
Identify appropriate lands for commercial use in support of residential development.
Conduct an annual joint City/Planning Commission Growth Management Summit.
Establish a comprehensive neighborhoods program to inventory neighborhoods, identify communication points, and develop methods to distribute and solicit information efficiently to the appropriate contacts.
Create an annual growth projection report that documents recent historical data and includes growth projections over the next one to five years.
Systematically review two elements of the Comprehensive Plan annually to ensure all ten elements are reviewed every five years.
Complete an Annexation Plan focusing on areas within our Utility Service Area.
Review the Concurrency Management System with the related departments and agencies annually.
Produce an annual vacant land map of the utility service area.
Establish routine communication and coordination with the development community to increase awareness of market demand and future development plans.
Take a strategic, creative, and locally-specific approach to maximize the availability of attainable (affordable, workforce, attainable) housing opportunities.
2.1.1
Create and implement a linkage fee program for commercial development to support the Affordable Housing Trust Fund.
2.1.2 Create an innovative housing first incentive program.
2 1 3
2.1.4
Support partnerships to meet the needs (housing, health, mental health, workforce, education) of all members of the community and help those most in need find the proper pathways for support.
Review current Land Development Code / Zoning to remove barriers to affordable housing options
Ensure all available Local Housing Assistance Plan strategies are implemented annually 2.1.5 Create a program to transition vacant land to attainable housing development. 2 2 1
Establish a Health and Wellness Advisory Committee to help guide City efforts toward community health issues
Champion arts, beautification, and address blight to be an attractive and enriching community.
2.2.2
2.2.3
2 3 1
2.3.2
Identify a robust set of resources and partnerships to bring awareness to comprehensive wrap-around services available to citizens.
Prepare staff to identify needs and offer resources to citizens, and provide all related collateral.
Establish an arts trust fund, utilizing an allocation of 0 5% of municipal project costs, to support and fund community art projects
Establish a community adoption program for rights of way, parks, and public spaces
2.3.3 Create prominent gateway beautification projects. 2 3 4
2.4.1
Ensure that as the City grows, opportunities for access to recreation (facilities, services, programs) grow along with the population, especially geographically.
Ensure care of cemeteries including beautification projects
Complete Parks, Recreation & Culture Master Plan and revisit annually to assess needs in response to growth. 2 4 2
2.4.3
2 4 4
Assess opportunities to expand service delivery via web-based solutions and/or the co-location of services at branch locations based on population growth
Establish a Youth Advisory Board, focusing on recreational offerings as well as mentorship and professional growth.
Establish guidelines / incentive strategies to develop a matrix for securing park land with development
2.4.5 Provide creative opportunities for adult sports and recreation 2 4 6
Pursue the creation of a Friends of the Parks program whereby the City can receive philanthropic contributions specifically earmarked for parks and green spaces.
Assistant Director of Economic Opportunity & Community Investment, Chief Financial Officer
Assistant Director of Economic Opportunity & Community Investment
Planning Manager
Assistant Director of Economic Opportunity & Community Investment
Director of Economic Opportunity & Community Investment
Mental Health Coordinator; Parks, Recreation & Culture Director; Fieldhouse Manager; Winter Haven Recreational & Cultural Center Manager
Mental Health Coordinator
Mental Health Coordinator
Parks, Recreation & Culture Director; Chief Financial Officer
Streets, Drainage, and Traffic Superintendent, Parks & Grounds Superintendent
Parks Planning & Strategic Initiatives Manager
Parks & Grounds Superintendent
Parks Planning & Strategic Initiatives Manager
Parks, Recreation & Culture Assistant Director
Winter Haven Recreational & Cultural Center Facility Manager
Parks Planning & Strategic Initiatives Manager
Parks Planning & Strategic Initiatives Manager
Parks, Recreation & Culture Director
Maintain strong partnerships with key organizations (State, County, adjacent municipalities, private development) for transportation planning.
3.1.2
Ensure active representation with the Polk Transportation and Planning Organization
Establish routine communication and coordination with the Florida Department of Transportation (FDOT) District 1 office regarding projects (public and private) occuring on the State Highway System
Maintain strong relationships with the Federal Aviation Administration (FAA) and Florida Department of Transportation (FDOT) Aviation Office. 3 1 4
Conduct an annual review of Citrus Connection / Lakeland Area Mass Transit District (LAMTD) services specific to Winter Haven, and provide two updates to the City Commission Annually.
Take a comprehensive approach to transportation planning and maintenance of transportation assets.
3.1.5
3.1.6
Ensure an actionable strategy is in place for the future of water resources.
Pursue emerging opportunities to embrace new technology, infrastructure, and enterprise opportunities.
Meet with the Board of County Commissioners, Polk County Public Schools, and relevant municipalities and agencies annually to review transportation assets, investments, data, and plans
Ensure City staff engagement with regional multimodal transportation projects including representation at public meetings. 3.2.1
Evaluate, implement, and enhance masstransit and microtransit services, assets, and policies. 3 2 2
Complete, implement and review annually the City's ADA Transition Plan
Complete the Transportation Master Plan and produce an annual report on transportation priorities and funding needs
3.2.4 Manage pavement conditions in the City using a data-driven approach.
3.2.5
Improve pedestrian network with a multi-year plan for expansion, filling of gaps, and maintenance 3 2 6 Create a Safety Action Plan for the City 3 2 7 Adopt Traffic Calming Guidelines and review every four years
3.3.1
3.3.4
Adopt, implement, and maintain the One Water Master Plan to ensure sufficient capacity for potable, reuse and wastewater needs.
Secure financial and technical resources needed to modernize and expand the City's wastewater infrastructure in consideration of projected growth and regulatory changes.
Establish and annually fund a utility infrastructure repair and replacement program prioritizing the replacement of vulnerable and obsolete infrastructure
Maintain relationships with local, regional, state, and federal regulatory and cooperative agencies directly related to integrated water resource management. 3 4 1
3.4.2
Incorporate advanced transportation and infrastructure systems that leverage technology for enhanced effectiveness and efficiency in the delivery of municipal services.
Ensure an organizational culture that embraces innovation and the adoption of new technology 3 4 3
Annually evaluate and catalog existing and emerging technology resources to optimize City operations.
Planning Manager
Public Works Director, Director of Economic Opportunity & Community Investment
Airport Director
Deputy City Manager
Public Works Director, Director of Economic Opportunity & Community Investment
Deputy City Manager
Director of Economic Opportunity & Community Investment, City Manager, Airport Director
Deputy City Manager
Public Works Director, Director of Economic Opportunity & Community Investment
Public Works Director
Public Works Director
Public Works Director
Public Works Director
Water Department Director
Water Department Director
Water Department Director
Water Department Director
Deputy City Manager
City Manager
Smart City Officer
Implement strategies to support a more robust urban forest.
1
Implement and maintain the Urban Forest Master Plan and provide an annual status report to the community.
Adopt a " no net loss" policy by implementing at least a 1:1 ratio in terms of tree removals to replacements and define annual planting goals for canopy expansion
Develop an inventory strategy for the urban forest.
Maintain an investment level that supports the Arbor Day Foundation's Tree City USA Designations
a perpetual care and forest resiliency endowment program
Review and update relevant sections of the code to further protect and enhance the urban forest
Expand partnerships with community organizations who support the mission to improve the environment and beautify the community
Leverage partnerships and implement best practices to ensure a clean environment for all Citizens.
Continue to monitor lakes and implement proactive strategies for lake management.
Integrate the elements of the One Water philosophy to ensure a balance between water supply and nature.
Ensure equitable access to natural amenities.
Review and update relevant sections of the code to further enhance solid waste services and address related environmental concerns.
Publish and implement strategies within the Annual Lakes Report and develop community education campaigns based on the information within the report.
Develop and facilitate an education / outreach program tied to awareness and protection of local lakes.
Partner with other government agencies and community partners to host lake cleanup events on a recurring basis
Inventory and develop strategies to address legacy stormwater systems and discharges that negatively impact local water bodies
Update the development code to implement green infrastructure practices.
Review and update relevant sections of the code to further protect and enhance water resources
Continue to explore acquisition and/or activation opportunities of priority parcels that significantly benefit sustainable water resource initiatives.
Explore and implement best management practices and innovative approaches to water resource infrastructure that further protect the natural environment
Develop and maintain a complete inventory of all City-owned parcels and assess opportunities for enhanced access to lakes and natural upland areas
Explore non-motorized watercraft concessionary opportunities on City Properties. 4.5.3 Encourage and incentivize lake access within private development.
Maintain relationships with local agencies focused on natural area access
Assistant Public Works Director, Ecosystem & Asset Analyst
Assistant Public Works Director, Planning Manager
Assistant Public Works Director, Planning Manager
Assistant Public Works Director
Public Works Director
Planning Manager
Litter Control Coordinator
Litter Control Coordinator, Safe Neighborhoods Director
Public Works Director
Business & Special Initiatives Analyst, Natural Resources Manager, Director of Public Affairs & Communication
Natural Resources Manager
Natural Resources Manager, Litter Coordinator
Planning Manager, Natural Resources Manager
Planning Manager
Planning Manager, Water Department Director, Natural Resources Manager
Water Department Director
Public Works Director, Water Department Director
Parks, Recreation and Culture Director, Natural Resources Manager
Parks, Recreation and Culture Director
Economic Opportunity and Community Investment Director
Natural Resources Manager
Ensure protection of technological resources and infrastructure through a proactive approach to cybersecurity.
Ensure the ability to meet the service demands as the population grows.
5 1 1
5.1.2
5 1 3
5 1 4
5.1.5
5 2 1
5.2.2
5.2.3
5 2 4
5.3.1
5 3 2
5.3.3
Strengthen how safe every citizen, business, and visitor feels within Winter Haven.
Ensure local government functions are aligned with community safety best practices.
5 3 4
5.3.5
5 3 6
5.4.1
5.4.2
5.4.3
5 4 4
5.4.5
5 4 6
Perform internal and external cyber security penetration testing for vulnerabilities - hardening of system in alignment with NIST best management practices.
Establish a data business continuity plan for all departments.
Comprehensive cybersecurity training for all employees specifically tailored to their level of access to sensitive data
Adopt AI technologies for cybersecurity
Partner with local communities and colleges to strengthen cybersecurity collaboration and innovation.
Develop collaborative programs with community partners to create a talent pipeline
Evaluate and adopt technology-based and AI best management practices geared towards innovation and enhancement of service delivery efficiencies and effectiveness
Conduct an annual service demand assessment for infrastructure and service deployment across all departments.
Create and implement a framework specific to the utilization of innovation work groups across the organization
Create, deploy, and market a Comprehensive Community Safety Training Curriculum platform
Conduct quarterly Safe Neighborhood Initiatives
Create a Quarterly Community Safety Assessment Program with each quarter focused on a specific, high-priority area.
Create and deploy a robust communications campaign highlighting safety initiatives, accomplishments, and data
Advance the National Night Out Event.
Conduct a quarterly cross-departmental review of traffic accidents and develop proactive prevention strategies.
Develop and maintain a City-wide Comprehensive Emergency Management Plan (CEMP) that covers risk, response, and vulnerability
Develop and annually update a Continuity of Operations Plan (COOP) to assure the capability exists to continue essential functions and services in response to a comprehensive array of potential emergencies and/or disasters. (In alignment with 5 4 1 )
Create and deploy Comprehensive Community Safety Training Curriculum for staff.
Achieve and maintain department- to individual-level accreditation, certification, and standards across the organization
Ensure compliance with regulatory required testing for water, wastewater, and supply infrastructure.
Conduct an annual safety inspection of critical infrastructures and facilities
Smart
Smart
Smart
Smart City Officer
Smart City Officer
Human Resources Director
Assistant City Manager - Public Safety
Smart City Officer
Business Technology Relationship Manager
Director of Public Affairs & Communication, Public Information Officer
Safe Neighborhoods Director
Assistant City Manager - Public Safety
Director of Public Affairs & Communications, Public Information Officer
Assistant City Manager - Public Safety
Deputy City Manager, Assistant City Manager - Public Safety
Assistant City Manager - Public Safety
Assistant City Manager - Public Safety
Organization Development Administrator
Water Department Assistant Director
Assistant City Manager - Public Safety, Human Resources Director
Exemplify fiscal accountability and resiliency.
Engage and participate in legislative matters (State and Federal) and advocate for Home Rule and local priorities.
6.1.1
6.1.2
6 1 3
6.1.4
6.1.5
6 2 1
6 2 2
6 2 3
6.3.1
6 3 2
Continue to evolve the ways in which information about local government is communicated.
6.3.3
6 3 4
6.3.5
6 4 1
Continue to cultivate a team made up of high quality talent, capable of bringing fresh perspective and creative ideas, serving as good ambassadors of the City through all service areas.
Enhance fiscal communication via implementation and distribution (print and electronic) including a Budget Book, Budget-in-Brief, Popular Annual Financial Report (PAFR), Annual Comprehensive Financial Report (ACFR), and monthly budget performance reports.
Draft and adopt a robust debt policy that complements the City's Financial Management Policy and aligns with the GFOA's best practices.
Implement predictive modeling based on current operational / service data to enhance decision making in response to growth and future capital investments
Conduct an annual review and associated training of the City's procurement policies to ensure alignment with City Ordinances, State Statutes, Federal Law and best practices
Research and pursue alternative / nontraditional revenue sources and partnership opportunities to enhance financial sustainability and resiliency.
Strategically engage in local, State, and national professional organizations and coalitions
Develop and circulate an annual legislative platform advocating for local interests in response to State and Federal policy
Establish, build, and maintain a proactive relationship with State and Federal Officials
Establish a Certified Ambassador Program for employees that enhances customer engagement.
Continue the CityU program and enhance it with an on-the-road preview and recruitment events and an alumni program
Establish a defined and robust communication strategy for City projects.
Establish a Community Outreach Program, including elected officials, to visit each quadrant of the City annually and deliver relevant updates
Research and implement alternative and innovative communication strategies and tools.
Establish a structured cooperative career pathing program inclusive of leadership development opportunities
6.4.2 Create a curriculum of core competencies for staff / course catalog.
6.4.3 Create a volunteer program to allow greater engagement.
6.4.4
6 4 5
6.4.6
Establish a formal internship program.
Maximize traditional and non-traditional recruitment strategies
Evaluate current and innovative / alternative job structures and benefits strategies to address workforce needs
Chief Financial Officer, Director of Public Affairs & Communication
Chief Financial Officer
Deputy City Manager
Procurement Manager
Chief Financial Officer
Deputy City Manager
Director of Public Affairs & Communication
City Manager
Director of Public Affairs & Communication
Director of Public Affairs & Communication
Director of Public Affairs & Communication
Director of Public Affairs & Communication
Director of Public Affairs & Communication
Organizational Development Administrator
Organizational Development Administrator
Director of Public Affairs & Communication
Organizational Development Administrator
Human Resources Director, Director of Public Affairs & Communication
Human Resources Director
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External Participants Tina Sweeten
Dexter Brown
Ed Smith
Nef Ramos
Holly Sears
JaQuis McCullough
Rem Brown
Yvonne Collins
Dave Carter
Tamara Sakagawa
Steve Warner
Sara Beth Wyatt
Abdul Al-Khatib
Alex Nikdel
All Youth Leadership Program
Allen Weeks
Andy Palmer
Angela Falconetti
Anita Strang
Ann Barnhart
Ashley Scanlan
Beth Luxford
Bob Gernert
Brad Beatty
Brian Reaves
Briann Hemp
Brittany Hart
Bruce Lyon
Bud Strang
Charlie Bird
Christine Samuel
Christine Wells
CJ Scott
Colin Wells
Dan Chesnicka
Daphne Manning
Dave Dershimer
David Berry
David Brannan
Debbie Tate
Dustin Everitt
Internal Participants Allen Weeks
Alex Vacha
Cal Bowen
Charlie Bird
Christine Samuel
David Brannan
Eric Labbe
Gary Hubbard
Hiep Nguyen
Julie Adams
Shawn Dykes
Sonny Emery
Vanessa Castillo
Ed Kendrick
Eric Labbe
Felicia Bristol
Francis Howell-Coleman
Frank Idris
Fred Heid
Gary Hubbard
George Tinsley
Gina Williams
Greg Littleton
Hiep Nguyen
Jane Martin
Jesse Skubna
Jim Ford
Joe Halman
John Murphy
Jonathan Owen
Joshua Tackitt
Julie Adams
Julie Sands
Kate Johnson
Lauren Oakley
Linda Fife
Lisa Watkins
Mark Bombard
Mark Jackson
Mike Mahalak
Mike Waters
Panogiotis Ikovidas
Quentin Roe
Rick Baker
Robert Frazier
Robert Van Druten
Robert O. "Bob"Sammons
Roger Griffiths
Ronnie Clark
Sara Beth Wyatt
Scott Eilers
Sean Byers
Shannon Carnevale
Shawn Dykes
Sonny Emery
Steve Bates
Steve Cassidy
Steve Negley
Steve Warner
Tamara Sakagawa
Tanya Ayers
Terry Dewdney
T-Fay Dewdney
Todd Gooding
Tom Garthwaite
Tom Phillips
Tom Westberry
Troy Heidel
Vance Monroe
Vanessa Castillo
Webb Tanner
Willie Mincey
GOALS ESTABLISHED BY THE CITY COMMISSION
Nathaniel J. Birdsong, Jr., Mayor
Brian Yates, Mayor Pro Tem
L Tracy Mercer, Commissioner
Bradley T. Dantzler, Commissioner
Clifton E. Dollison, Commissioner
Economic Sustainability
Quality of LIfe
Infrastructure
Environmental Stewardship
Community Safety
Responsible Government
Eric Labbe, Director of Economic Opportunity & Community Investment
Bethany Owen, Procurement Manager
Julie Adams, Parks, Recreation & Culture Director
Cedric Cox, Assist. Director of Economic Opportunity & Community Investment
Gary Hubbard, Water Department Director
Tyler Williams, Capital Projects & Special Initiatives Manager
Brittany Hart, Public Works Director
Tanya Ayers, Safe Neighborhoods Director
Charlie Bird, Assistant City Manager - Public Safety
Mark Bombard, Water Department Assistant Director
Hiep Nguyen, Smart City Officer
C J Scott, Chief Financial Officer
Shawn Dykes, Human Resources Director
CC City Clerk
CMO City Manager’s Office
EO&CI Economic Opportunity & Community Investment
FS Financial Services
HR Human Resources
PA&C Public Affairs & Communication
PR&C Parks, Recreation & Culture
PS - A Public Safety - Administration
PS - FD Public Safety - Fire Department
PS - PD Public Safety - Police Department
PS - SN Public Safety - Safe Neighborhoods
PW Public Works
TS Technology Services
WD Water Department
WHRA Winter Haven Regional Airport
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