Employee Voice Survey Accomplishments

We were very pleased with our 2021 Employee Voice Survey results. However, we did focus on employee communications, which is an area of opportunity for BTS, as with many organizations. Here is a list of some of our accomplishments in employee communications:

• Overhauled and made many improvements to our BTS Employee SharePoint site:
  • Introducing new team members
  • Critical department timeline
  • Consolidation of policies in one spot
  • A self-service training
  • BTS Leadership News (real-time sharing of news from leadership meetings)

Also, in response to feedback we received from our staff, BTS has invested significantly in updating our hoteling workspace and added flexible collaboration spaces.

• Developed a Strategic Plan for the Clerk’s Office, which included updating the Mission, Vision, and Values.
• Created the Clerk’s Connection video series to provide current and new employees with information regarding each department within the Clerk’s office.
• Implemented alternative work schedules.
• Created an events committee, or Culture Club, to celebrate team members’ life events, birthdays, graduations, babies, etc. Some departments are holding after-hours events to promote the team.
• Departments focused on improving communications by scheduling monthly staff meetings for the entire department.
• Implemented weekly meetings with their team members to discuss suggestions and communicate as a team.
• Gave supervisors the opportunity to attend conferences to gain experience for professional and personal growth.
• Increased transparency when revising the Burke’s Bucks program. The submissions are visible on SharePoint, and the Bucks are also electronic to eliminate paper. 
• Improved support for staff learning objectives, including more opportunities to attend classes, continue Learning Paths and learn other position responsibilities within the department. 
• Increased encouragement from leadership for staff to learn new processes and tasks and become involved in testing and projects.
• Implemented frequently sending updates on department projects and asking for suggestions on ways to improve/implement when and where possible.
• Began working on a current project to update and format Recording Best Practices (BPs) to align with every other Clerk Department for consistency and uniformity.
• Better, more visible customer service engagement by leadership in all sections for our incoming customers. This has shown staff they are very strongly supported by the leadership team.     

• Provided subject matter expertise and collaboration with stakeholders on new system initiatives and programs involving Oracle enhancements, Acela billing, Fleet Management, Utility billing, ACFR system (Workiva), analytical reviews, onboarding of new auditors; spearheaded policies for PCI compliance, debt management, investments, and sales tax compliance.
• Refined the investment process to include enhanced custody.
• Developing a Finance SharePoint hub that will provide effective and efficient storage and retrieval for all relative artifacts including policies, manuals, presentations, and training materials.
• Promoted 23 employees from within the division over the past 18 months.
• Recruited a professional learning and development analyst to administer the policy and procedure system, internal and stakeholder trainings, as well as career development opportunities. Over 20 sessions have been designed to assist those with financial responsibilities throughout the County.
• Invested in career and leadership initiatives by supporting team member attendance in the CPM program and the new HR Leadership development training; additionally, several employees leveraged the tuition reimbursement program to further enhance their education.
• Developed leadership training to assist with addressing low performers and best practices in the evaluation process.
• Implemented a new employee suggestion and recognition program.
• Encouraged employee participation in Strategic Planning.
• Refreshed the lobby and breakroom areas to make them more hospitable for gathering with customers/co-workers, ultimately furthering camaraderie amongst team members. 
• Implemented a cadence of communication meetings including quarterly division-wide meetings, monthly management meetings and weekly departmental meetings.
• Adopted RACI model (Responsible, Accountable, Consulted and Informed) to clarify roles and responsibilities for new initiatives crossing departmental and/or agency boundaries.
• Increased outreach efforts to develop relationships with County leaders allowing the Clerk to provide proactive subject matter expertise for new programs and systems.
• Provided input and feedback to the Clerk’s Technology Strategic Plan, which will help drive the organization as it continues to embrace and leverage technological advances.
• Currently exploring the use of Optical Character Recognition (OCR) to allow resources to focus more heavily on analytic review and pre-audit, thereby limiting data entry requirements with automation.

• Implemented an option for team members to work remotely one day a week along with continuing to allow flexible schedules to promote work-life balance. 
• Recognized and celebrated team contributions and accomplishments on major initiatives such as office moves (PCJC, Civil), UCR, VA Standdown, Valentine’s Day, Operation Greenlight, etc.
• Continued cross training to strengthen skills base and provided additional training opportunities for professional development.
• Continue team building breakfasts and/or luncheons.
• Increased team member professional development opportunities including promotions based on career ladders.
• Created an office resource library to share reference materials.
• Requested HR conduct a Market and County Pay Study to assess employee compensation; made pay adjustments.
• Continue to provide opportunities for team members to create career development plans and opportunities to learn new skills.

• Recognized team members, including promotions based on career series, verbal and written praise, quarterly award for outstanding service, and annual award for greatest impact.
• Celebrated employee milestones and successes such as birthdays, work anniversaries, and promotions.
• Revamped Employee Appreciation Week to include daily activities and foster inclusion of the entire team.
• Established S.M.A.R.T. performance goals for all team members and initiated monthly check-ins to monitor progress in conjunction with the Clerk’s Office Strategic Planning initiative.
• Created a divisional Strategic Plan to establish and accomplish divisional objectives soliciting the input and assistance of all team members. 
• All team members attended a specialized audit project management training course.
• Promoted a culture of continuous improvement, including continuing to update divisional processes for efficiencies.
• Implemented the use of new software to increase project efficiency and timeliness and leveraged other technology to improve the process to gather, organize, and display divisional data.
• Encouraged obtaining relevant professional certifications and other professional development opportunities.

• Ensure that employees are being treated fairly by their supervisors.
• Improved communications and ensured all employees are aware of information that affects their positions and/or provide general County information to all employees.
• All management provides constructive criticism and provides all employees with opportunities for advancement based upon their desire to advance and skill set.
• Budget for and provide increased training/learning opportunities for staff.
• Schedule routine meetings with staff to discuss issues and concerns they have and/or provide opportunities for staff to state their opinions on things.
• Have been very proactive to address salary concerns (Fleet certification program has been a great recruitment and retainage tool).

• Launched Permitting 24/7 and Digital Plan Review (ePermit Hub) in December 2022. All permits are filed electronically and reviewed simultaneously by staff. All building, right-of-way utilization and habitat permits are now paperless.
• Fully deployed the Project Management program managing site plans, the early assistance program, and the updated petition to vacate process.
• Development of Review Committee (DRC) Process Updates have delivered predictability to the site plan process with defined review periods, empowered staff to participate as DRC members, and prominently feature the Project Management team managing site plans to reduce the number of review cycles and the overall approval timeline.
• Overhauled the outdated “telephone tree” call answering system to ensure that all calls are answered by a subject matter expert. The new system allows the department to collect data and monitor operations in real time.
• Rolled out the first batch of Land Development Code updates with a focus on flexibility and predictability. This is being advanced to the BCC in August 2023.
• The Stormwater Manual peer review study has been completed by a third-party engineering consultant with a BCC work session scheduled in July 2023.
• Launched the first phase of virtual inspections (VuSpex), providing contractors and homeowners the ability to save time by completing virtual building inspections for certain high-volume permit types.
• Code Enforcement successfully foreclosed on its first-ever property lien, mitigating a long standing, blighted and unsafe residential property. All hard costs were recovered and surplus funds were collected by the heirs of the property owner.
• The department is awarding its first on-call services contract in the summer of 2023 to address peak/surge work periods when the department’s capacity is exceeded.

• Introduced the Building Officials Roundtable, a series of networking events for County and municipal building officials.
• Implemented licensing and renewal fee changes required by HB735; licenses due to be eliminated in July 2023 renewed at discounted rates. This will continue into FY24.
• Data clean-up and conversion in preparation for Accela roll-out, Accela configuration, scripting and report prep.
• Contractor Licensing was an early adopter of SharePoint to manage projects, processes, documents, and data in a dynamic platform. In early FY23 the department deployed an updated SharePoint site as a platform for the team to connect, collaborate and communicate.
• Improved registration process for state-certified contractors; registered 965 new state contractors (LY 890 to 5/31), an increase of 8.4% over same period last year; 10.5% of state-certified contractors are from out-of-state (up from 10% over same period last year).
• Contractor Licensing Department Budget Information Session – June 15, 2023.
• Improved application process for new contractors, reducing the number of days from application received to committee meeting date from 74 days (FY21) to 57 days (FY22) to 26 days in FY23. This is part of our goal to get new applicants approved faster to be eligible to schedule their trade and business law exams required for licensure.
• Improved intake process for contractor Change of Status applications, reduced processing time from 71 days (FY21) to 48 days (FY22) to 23 days (FY23 to 5/31). Once licensed, a contractor must submit a “Change of Status” application to register to do business under a business name.

• The Planning Department was reorganized into two divisions, Community Development and Planning, prior to the last survey.
• In 2020, the department was renamed the Housing and Community Development Department.
• A new Department Director was put in place following the resignation of the previous director in 2020.
• A permanent Planning Division Manager was put in place in 2021 through promotion. This incumbent departed in June 2023 to take a position in another organization and the position is currently being recruited.
• The Planning Division was restructured, and in FY23 three positions were eliminated.
• There has been turnover in staffing, offset by some internal promotions and hiring. There are currently four vacancies in the Community Development Division.
• The department’s HR business partner was engaged to hold small group and individual employee interviews to discuss the survey results.
  • The results were compiled into a report which was shared with the management team and employees.
  • The management team discussed the results and how the concerns would be addressed.
• Individual meetings with employees were held with the new director. 
• All new employees meet with the director.
• A mentorship program was put in place for new employees.
• The department went through Myers-Briggs training as a group.
• Communications with employees have been significantly improved at the departmental level.
  • The management team meets bi-weekly. Managers are asked to share updates with their staff. Regular staff meetings are held for the department and divisions.
  • Monthly in-person staff meetings include staff presentations about their projects.
• The management team has regular leadership retreats.
• Work programs have been formalized and shared with staff.
• Collaborative Labs at SPC was engaged to facilitate the formulation of a department strategic plan in 2023. All department staff participated.
• We have a culture of celebrating our successes, with recognition individually and at staff meetings, and with “Good News Friday” emails.
• Employees in the Community Development Division were nominated and received Employee Recognition by the Board of County Commissioners for their work on the Emergency Rental Assistance Program.
• A flexible work schedule has been put in place, with most employees able to work remotely up to three days a week.
• Post-COVID, we have had department lunches, birthday and holiday celebrations.

• Renew strategic planning with engagement across the department.
• Continue to enhance communication efforts through newsletters and outreach events.
• Continued communication efforts through Microsoft Teams.
• New communication efforts with all employees regarding conferences that staff have attended which closes the loop and increases communication. 
• Send monthly staff organizational chart – new staff, promotions, and retiree announcements.
• Information dissemination through County website, new intranet website and monthly EConnector Newsletter.
• Share department’s Accomplishment Report with staff.
• New and evolving department SharePoint – internal/external.
• Development and implementation of Career Paths.
• Implement remote work policies/plan to improve workplace flexibility and morale.
• New Staff Recognition Policy for the department.
• Hosting recognition and informational department meetings.

• Created an Employee Engagement Committee to solicit employee feedback and address employee concerns.
• Updating department newsletter content based on employee feedback.
• Employee Recognition Program with Employee of the Month recognition.
• All staff meetings to be held semi-annually in July and December.
• Development of Strategic Goal Strategies and Champions through SPC’s Collaborative Lab in collaboration with the department’s management team.
• Distribution of meeting minutes from Park Operations Supervisor Meetings to all department staff so all staff will be more aware of department activities/projects/upcoming issues.

Communication with Supervisor – performance feedback, coaching and mentoring

• Members from various divisions collected feedback and recommendations from staff all around the department. The team presented the outcomes and recommendations at the Public Works departmental staff meeting. This information will be utilized to improve the career path and performance management tools for supervisors, as well as supervisory training.

Internal Communications (within department)

• Members from various divisions collected feedback and recommendations from staff all around the department regarding how we can improve communications within the department. Outcomes from the working group will be presented at the departmental staff meeting. The input will be used to develop a department-specific onboarding process, as well as to improve communications overall.

External Communications

• Members from various divisions collected feedback and recommendations from staff all around the department regarding how we can improve communications with citizens and the overarching community. Outcomes from the working group were used to inform the departmental community engagement process. Feedback is also being used to share our community engagement resources across the department. The team will be presenting the outcomes from this work at the departmental staff meeting.

The Public Works Director has scheduled time at all Public Works offices each month to meet with employees.

• Increased team building by holding several employee appreciation events, holiday luncheons, and encouraging individual work groups to have periodic team lunches.
• Submitted multiple employee recognition requests, one of which was Gold. Recognize staff and accomplishments regularly in staff meetings.
• Recognize division staff work anniversaries by sending a “thank you” card.
• Holding regular staff meetings, including weekly one-on-ones, bi-weekly section meetings, monthly section manager meetings, and quarterly all division staff to enhance communication.
• Continue to foster a culture of open-door policy.
• Developed career paths for classified and qualified exempt employees.
• Followed PW policy to allow for up to two days of remote work.
• Continue to include division staff in the decision-making process on critical items. For example, the performance measures for the PW CIP program was developed by a workgroup. Another example, the PMIS that is being developed by ARCADIS is being reviewed by all division staff to gather feedback from all of the division staff and incorporate it in the development of the PMIS.
• Continue to coach and train PMs on best practices. The QC engineer, section managers, and division director work hand in hand with division staff to train them on PM best practices, as well as the technical aspects of projects. There are numerous resources in the CID SharePoint site, as well as the PM Hub and its resource library.
• Continue to evaluate workload and redistribute work as needed to ensure a balanced workload across the division.

• Quarterly performance progress reviews
  • Focus Group Committee researched and provided guidance to supervisors regarding performance reviews. 
  • Construction informally discusses daily performance and conducts formal reviews during, at the conclusion of jobs, upon transfers to other supervisors, bi-annually, and in conformance with Career Path requirements.
• Dealing with low‐performing employees and applying discipline fairly and consistently
  • Recommended to continue the practice of rotating new employees every few months to different disciplines of construction. Came to the consensus to remind employees that supervisors/management have an open door policy to make inquiries on the Disciplinary & Grievance processes without providing specifics as it relates to an individual employee. Decided to continue the internal program practice for inspectors to attend new trainings or refresher courses.
  • Employees were reminded and encouraged to reach out if they need additional training or experience in a given area of construction.

• Implemented the Public Works Department Recognition Policy to enhance employee recognition and appreciation within our organization.
• Implemented a Policy Committee to provide more employees a voice in creating policies.
• Implemented a SharePoint Committee to provide more employee engagement in department functions and communications.
• Implemented monthly meetings with CATS section managers.  We have a formal agenda which is intended to be shared with all CATS employees.  This is done in order to show openness and transparency, so everyone receives the same message.
• Implemented quarterly meetings with each section of the division to have informal discussions where everyone on the team gets to ask questions, provide feedback, and share ideas. This is also an opportunity to share information regarding the department and for the team to get to know each other better.
• SharePoint sites created by Contracts and Business Support where work will be delegated equitably.
• Holding Employee Appreciation Picnics, and employee training workshops to foster relationships and to get to know each other better.
• Implemented monthly one-on-one meetings with section managers where topics discussed include their progress, their goals, updating work plans, and next steps. This is to be incorporated into their annual evaluation.
• Implemented monthly and as-needed meetings among the different sections; Business Support/Asset Management Team, Budget/Business Support, Asset Management/Facilities to coordinate work and identify solutions.
• Implemented quarterly meetings with Budget/Business Support/PW divisions, Contracts/Budget/PW divisions to provide support and build relationships with the other divisions of Public Works.
• During PW monthly staff meetings ask different team members within the division to present CATS items and be forward facing to answer questions and concerns to the rest of the department.

• Implemented monthly face-to-face progress meetings for all supervisors with their direct reports for employees with less than 5 years in the position, can reduce the frequency for longer-term employees.
• Incorporating 360 evaluation-type questions in those monthly discussions.
• Division Director implemented open office hours.
• Quarterly DEM staff meetings (every other one in-person with team building exercises and group presentations) and monthly supervisors meeting.
• Employee recognition process – continuing to promote the employee recognition program.
• Supervisors were also provided a couple of different questionnaires to send to staff to find out what motivates them and how they prefer to be recognized.

Recognition

• Implemented the Public Works Department Recognition Policy to enhance employee recognition and appreciation within our organization.
• Established a peer recognition program that allows employees to nominate their colleagues for outstanding performance and contributions.
• Encouraged supervisors to provide regular and constructive feedback to their team members through daily, weekly, and monthly meetings — promoting a culture of continuous learning and improvement. This proactive approach to feedback has led to increased employee satisfaction and improved performance.

Training/Retention

• Developed a comprehensive 12-session Leadership Foundations course for front-line supervisors, covering essential leadership and management topics such as conflict resolution, time management, and strategic planning. This course has proven to be successful in fostering career growth within the organization and improving overall leadership capabilities.
• Implemented a robust cross-training program that allows staff to gain hands-on experience in various key duties, improving their skill set and enhancing our flexibility. As a result, employees have better understood their colleagues’ roles, leading to improved collaboration and teamwork.
• Introduced a thorough equipment familiarization program for new employees, ensuring proficiency in operating essential tools and machinery by providing hands-on training sessions and easy-to-understand instructional materials. This initiative has bolstered both safety and productivity, as employees are better prepared to utilize the equipment effectively.

Recruitment

• Reviewed and refined our recruitment process to better identify and attract top talent, focusing on targeted outreach. As a result, we have seen an increase in the number of highly qualified candidates applying for positions within our division.
• Strengthened partnerships with local educational institutions and community organizations, participating in job fairs and hosting informational sessions to expand our talent pool and attract diverse candidates.
• Implemented a comprehensive onboarding program for new hires, offering clear guidance on expectations, policies, and procedures through an orientation session and ongoing support from supervisors. This structure has significantly improved the new hire experience and will hopefully result in higher retention rates.

Communication

• Initiated regular meetings involving multiple ranks to foster open dialogue, idea sharing, and improved communication across the division. These meetings have empowered employees to voice their concerns and suggestions, leading to the implementation of several successful initiatives based on staff feedback.
• Developed short, paper-based anonymous surveys to collect more accurate feedback from staff who may be less comfortable with technology, enabling better understanding and responsiveness to employee concerns.
• Established key performance indicators (KPIs) to monitor the progress and effectiveness of implemented initiatives, allowing for continuous improvement and adaptation to the evolving needs of our organization. Regularly reviewing and analyzing these KPIs will enable us to measure our success and make informed decisions effectively.
• The Division Director meets with operational non-supervisory employees in all sections every 4-6 weeks. This allows employees to ask questions or discuss any issues, concerns or recommendations they may have.
• Established an Operations Working Group. This group consists of non-supervisory employees from Stormwater Operations, Landscape Services and Vegetation Management and meets on a monthly basis. The purpose of this group is to improve communications between these groups which will allow the division to work more efficiently. 

• Developed a program for all employees to receive regular feedback on performance and progress monitoring for Career Paths.
  • Each employee received:
    • Copy of Career Ladder(s)
    • Copy of SharePoint File
    • Employee Specific Summary Checklist
  • Regular Check-ins
  • Highlighted during Staff Meetings

• Improved communication between the sections within the Division so there is awareness of what each section is currently working on/recent accomplishments/upcoming projects/etc.
  • Group meetings between Operations and Maintenance staff
  • Including others in permit reviews
  • Setting up PPT group reviews

• Developed methods to ensure that all employees have the chance to express their opinions and participate in decision-making opportunities.
  • Career Ladders
  • Voice Survey
  • Interviews
  • Policy Preparation
  • Cross Training – Sign Shop / Control Center / Retiming
  • PPT Team Representation
  • PW Staff Meeting Presentations

• Requested HR to conduct a Climate Survey for the department, excluding the management team.  The Climate Survey was completed in January 2023. The management team has responded to items identified in the survey and continues to build on the strengths identified.
• The department hosted several employee recognition events in 2022 and 2023 including employee appreciation events during the month of May 2022 and 2023, Safety Awareness Month in June 2022 and 2023 celebrating over 1,300 days of zero lost time injury, and several holiday themed events.
• The department has hosted several charitable organization drives over the past two years.
• Re-focused to improve communications both vertically and horizontally across the department.

Communication

• Employee Feedback Forum (quarterly)
• Employee Feedback Forum results posted and shared with PCU on SharePoint
• Communications across divisions group (quarterly)
• Supervisors Workforce Conversations with Human Resources Business Partner (monthly)
• Managers Workforce Confab with Human Resources Business Partner (monthly)
• Quarterly department meeting via Teams
• Coffee Talks (held at least quarterly, location rotates)
• Ride-alongs, plant visits, and tours available to all levels of the organization
• Senior leader meetings (monthly)
• Increased division, section, and team meetings
• Increased one-on-one meetings at all levels
• Open Door Policy
• Survey Monkey used by divisions and department
• Increased Human Resources presentations at staff request

Compensation/Performance

• Career Paths and Ladders for all positions
• Performance measures being developed for all positions
• Formalized succession planning
• Increased frequency of performance reviews
• Increased conversations about career goals

Culture

• Adoption of the PCU Strategic Plan
• Initiated Employee Recognition Program
• PCU picnic at Philippe Park
• Multicultural potluck at the Magnolia Room with scavenger hunt
• May the 4th Be with You Chili Cookoff
• Git-R-Dunn plant meetings
• Operations personnel panels
• Discover the Leader in Utilities
• DLIU USF Ropes Challenge Course
• Threshers baseball nights
• ACES Customer Service department-wide training and recognition program
• Increased internal and external learning opportunities
• FSAWWA/FWEA Lunch & Learn events in Tampa
• Time-off “Bucks” Programs
• Team building (breakfasts, lunches, walking meetings, meetings in parks, pictionary, scavenger hunts, after work get-togethers)
• Employee Spotlight Award
• Maintenance Bling Award
• Operations “Bronze Poop” trophy
• Golden Meter Award
• Quarterly People’s Choice Award

The positive response numbers increased substantially for the CAO in the 2021 Employee Voice Survey.

• In response to 2017 and 2019 surveys, flexibility to improve employees’ work-life balance, including hybrid work schedules, was implemented.
• Opportunities for employees to advance their careers by obtaining work-related skills and relevant certifications were put in place.
• The management team initiated methods to ensure consistency in review, reward, and discipline of employees.
• Seeing the positive response increase in 2021, the CAO has continued to fine-tune these initiatives.

• Continued to revise the Flexible Work Program to allow for more remote work.
• Established a Professional Development Program to promote and fund staff’s continued education and training opportunities.
• Created Performance Perks Program to award administrative leave to staff in recognition of exemplary work.
• Revised organizational chart to be less hierarchical and better align agency needs with staff goals.
• Worked with Human Resources to create and implement a new performance review system to encourage more frequent conversations and provide clearer direction about professional growth and development.

The Employee Voice action planning teams identified immediate, short-term, and long-term plans for 5 sub-topics (Team Building, Inclusion, Recognition, Flexibility and Opportunity for Growth). As a result:

• Implemented an Alternative Flexible Schedule Policy and Request Form that provides guidance for requesting an alternative or remote work schedule to create mutually beneficial outcomes for retention.
• Launched an internal interactive SharePoint site that provides departmental updates and accomplishments, hosts important documents, and serves as a hub for the Strategic Plan and Employee Voice Survey goals. The SharePoint site also houses many Employee Voice initiatives such as:
  • Favorites list for each employee in an effort to learn about each other and using this list as a way of recognizing one another.
  • Diversity Awareness calendar/events to guide employees in developing celebrations around various events.
  • Organization list in SharePoint for employees to cross share their networks.
• Created a Connections Committee to foster social interaction and team building. Since then, the team has hosted events on a monthly basis.
• A team of HR volunteers and leaders developed and implemented the 2022-2024 Strategic Plan and presented the plan to the Unified Personnel Board.
• Held two departmental In-Service Days with a required compliance session in the morning, followed by team building activities, a fun hour of Family Feud, and a presentation on Navigating Change as a Team by our onsite EAP counselor. In our second year, we also volunteered for 4 hours at a local charity.
• Engaged staff in the development of a new HR performance evaluation template.

• Director Lorick met with Compliance Manager (CM) and each staff individually to review directors’ expectations. Compliance Manager conducted 1:1’s to review performance appraisals, support/needs, goals, work duty overview/expectations and Employee Voice Survey response.
• Office of Human Rights held Fall Lunch, Holiday Lunch, Employee Appreciation Picnic – all provided by Lorick family.
• The team building event was held in partnership with Human Resources in an effort to build a positive and collaborative future.
• Team Huddle and Black History Month Celebration. All staff contributed to lunch following the meeting.
• In-Service Day: All staff volunteered at Hope Villages of America.

• Office comradery
  • Held our first two annual Circle of Distinction Luncheon for 20+ year team members (2021 & 2022) to recognize longtime team members
  • Enhancements to Employee Appreciation Week
  • Memorial Day weekend dive trip
  • Scalloping trip
  • Office picnic
  • Holiday party
• Added additional PTO holiday (Juneteenth) for staff.
• Continue to encourage professional development of staff via County and professional organization courses.
• Have made 20 new hires.
• Have made 33 internal promotions.
• Encourage team members to participate and present at professional conferences.
• Allow staff members to participate in professional organization committees.
• Addition of numerous Power BI Dashboards to ease workflow processes and workload.
• Launched a new .gov website to provide enhanced tools/resources to both the public and our staff.
• Cross Training of Public Info & Exemptions teams for more efficient application processing and customer service coverage.
  • Greatly reduced hx app approval (80% in 48 hours).
• Launched Public Education Series, engaging various staff in presentation opportunities.
• Expanded public outreach via a partnership with Office of Human Rights.
• Educated 7,780 attendees at 115 events.
• Added social media presence for office (Facebook).
• Created YouTube channel for educational & website help videos.
• Continued process improvements to create efficiencies in various departments.
• Hosted several staff educational courses for professional development.
• Community Involvement:
  • Non-profit fundraisers and donations
  • Big Brothers Big Sisters School to Work program
  • Beach Clean Up
  • Habitat for Humanity Build

Based on feedback from the previous survey, we have implemented and/or maintained several practices designed to support employees including:

• Offering a four (10-hour) day work week when the election calendar allows, offering training and certification opportunities.
• Creating cross training plans and career ladders.
• Increased communications regarding internal promotions and industry news.
• Increased employee inclusion in processes such as hiring, procedure updates and equipment purchases.
• Supporting employees through recognition of special events such as birthdays and service anniversaries.

Improvements were made as a result of the Tax Collector’s Annual Internal Employee Engagement & Satisfaction Survey.

• Promotion process – New process, including use of Intent to Promote form started July 2022.
• Work-Life balance – Continued Wednesday morning openings at 8:30 a.m. and 4:30 p.m. line closures each work day and created additional leave calendar adjustments.
• Employee recognition – Cross-functional rewards/recognition team presented.
• Pay – Implementation of new pay grades and 4% +1% increases.
• Honest feedback – Leaders received enhanced training on delivery and relationship building as part of Supervisory Series and Advanced Leadership Series. Manager and supervisor scorecards to be established.