Organizational Effectiveness
Goal 3: To be an impact-focused workforce that is inclusive, pioneering, and technology-driven.
Status: On Track
The City is the largest provider of municipal services in the region. A workforce of more than 3,000 employees works around the clock to provide best-in-class services to Tallahassee. To provide these services, which include everything from utilities to law enforcement and fire protection to aviation, the City operates a balanced budget of $900 million. While external services are frequently at the forefront, internal services, such as human resources, financial services and fleet provide a vital support structure to ensure the City continues to operate efficiently, effectively, transparently and ethically.
1. Rate of total employee turnover. Target: 6.5%
Notes:
1. Data display regular City employees who exited the organization by resignation, layoff, disability, or death. FY23 figure only reflects rate up to April 2023. Human Resources and Workforce Development. Last updated: April 2023
2. Median number of days to fill a position from advertisement to offer. Target: 60
Notes:
2. Displays only full-time employees. Human Resources and Workforce Development. Last updated: April 2023.
3. Rate of employee satisfaction on annual Employee Engagement & Satisfaction surveys. Target: 90%
Notes:
3. Human Resources and Workforce Development. Last updated: November 2021.
4. Identify City employees proficient in Spanish or American Sign Language.
Notes:
4. Human Resources and Workforce Development; Office of Diversity and Inclusion. Last updated: October 2022.
5. Grow employee participation in professional development programs by 10 percent by 2024.
Notes:
5. Office of Diversity and Inclusion; Human Resources and Workforce Development. Last updated: October 2022.
Initiative 1. Recruit employees from local educational and vocational training centers.
Notes:
Initiative 1. Human Resources and Workforce Development. Last updated: December 2022.
Initiative 2. Have a City workforce that is reflective of community’s demographics.
Notes:
Initiative 2. Office of Diversity and Inclusion. Last updated: December 2022.
Notes:
Initiative 3. Human Resources and Workforce Development; Office of Diversity and Inclusion. Last updated: December 2022.
1. Percent of payments received digitally. Target: 80%
Notes:
1. Customer Operations; Technology & Innovation. Last updated: September 2022.
Notes:
2. Customer Operations; Technology & Innovation. Last updated: November 2021.
Notes:
Initiative 1. All City Departments. Last updated: December 2022.
1. Rate of availability for City fleet. Target: 96%
Notes:
1. FY22 figure only reflects rate up to August 2022. Fleet. Last Updated: August 2022.
2. Percent of budget document receiving "outstanding" ratings from GFOA. Target: 25%
Notes:
2. Resource Management. GFOA: Government Financial Officers Association. Last Updated: April 2023.
Notes:
3. Human Resources and Workforce Development. Last Updated: November 2021.
Notes:
4. Fleet. Last Updated: November 2021.
Initiative 1. Map, analyze, and enhance all departments’ procedures and processes.
Notes:
Initiative 1. All City Departments. Last Updated: December 2022.
Initiative 2. Evaluate service departments based on the customers they serve.
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Notes:
Initiative 2. Technology & Innovation; Strategic Innovation. Last Updated: November 2021.
Notes:
Initiative 3. Financial Services. Last Updated: November 2021.
1. Percent of general employee pension funded. Target: 90%
Notes:
1. Resource Management. The 2022 update will be available when the Annual Report to Bondholders is published, likely in March of 2024.Last Updated: April 2023.
2. Percent increase of annual grant awards. Target: 5%
Notes:
2. The average annual increase from FY15 through FY18 was 7.9%. The COVID-19 pandemic resulted in significant increase in grant awards in FY20 and FY21. Financial Services. Last Updated: November 2022.
Initiative 1. Maintain a fully funded deficiency fund, in accordance with City policy.
Notes:
Initiative 1. The COVID-19 pandemic required the City to use reserves from the deficiencies fund in 2020. In FY21, the City received one-time revenues from real estate sales and additional federal reimbursements for past storms to help restore the deficiencies fund. Resource Management; Financial Services. Last Updated: November 2023.
Initiative 2. Maintain best-in-class municipal “AA” Bond rating.
Notes:
Initiative 1. Resource Management; Financial Services. Last Updated: December 2022.
