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. Human Resources and Workforce Development. Last updated: November 2021.

2. Median number of days to fill a position from advertisement to offer. Target: 60


Notes:

2. Only two years of data available due to new tracking method. Displays only full-time employees. Human Resources and Workforce Development. Last updated: November 2021.

3. Rate of employee satisfaction on annual Employee Engagement & Satisfaction surveys. Target: 90%

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Notes:

3. Human Resources and Workforce Development. Last updated: November 2021.

4. Identify City employees proficient in Spanish or American Sign Language.

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Notes:

4. Human Resources and Workforce Development; Office of Diversity and Inclusion. Last updated: November 2021.

5. Grow employee participation in professional development programs by 10 percent by 2024.

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Notes:

5. Office of Diversity and Inclusion; Human Resources and Workforce Development. Last updated: November 2021.

Initiative 1. Recruit employees from local educational and vocational training centers.

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Notes:

Initiative 1. Human Resources and Workforce Development. Last updated: November 2021.

Initiative 2. Have a City workforce that is reflective of community’s demographics.

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Notes:

Initiative 2. Office of Diversity and Inclusion. Last updated: November 2021.

Initiative 3. Develop and implement a City-wide Talent Development Plan.

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Notes:

Initiative 3. Human Resources and Workforce Development; Office of Diversity and Inclusion. Last updated: November 2021.

1. Percent of payments received digitally. Target: 80%


Notes:

1. Customer Operations; Technology & Innovation. Last updated: November 2021.

2. Implement online customer service and inquiry portal by 2022.

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Notes:

2. Customer Operations; Technology & Innovation. Last updated: November 2021.

Initiative 1. Implement fully paperless internal services.

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Notes:

Initiative 1. All City Departments. Last updated: November 2021.


1. Rate of availability for City fleet. Target: 96%


Notes:

1. Fleet. Last Updated: November 2021.

2. Percent of budget document receiving "outstanding" ratings from GFOA. Target: 25%


Notes:

2. Resource Management. GFOA: Government Financial Officers Association. Last Updated: November 2021.

3. Achieve Sterling designation for Human Resources by 2022.

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Notes:

3. Human Resources and Workforce Development. Last Updated: November 2021.

4. Attain status as a "Top 100 Fleet."

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Notes:

4. Fleet. Last Updated: November 2021.

Initiative 1. Map, analyze, and enhance all departments’ procedures and processes.

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Notes:

Initiative 1. All City Departments. Last Updated: November 2021.

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.

Initiative 3. Develop customer-centric service model within Procurement.

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Notes:

Initiative 3. Financial Services. Last Updated: November 2021.


1. Percent of general employee pension funded. Target: 90%


Notes:

1. Resource Management. The 2021 update will be available when the Annual Report to Bondholders is published, likely in March of 2022.Last Updated: December 2021.


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: July 2021.

Initiative 1. Maintain a fully funded deficiency fund, in accordance with City policy.


Notes:

Initiative 1. Resource Management; Financial Services. Last Updated: December 2021.


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.

Initiative 2. Maintain best-in-class municipal “AA” Bond rating.

Notes:

Initiative 1. Resource Management; Financial Services. Last Updated: November 2020