The TCPC’s purpose is to provide state services at the local level, in the geographic subdivision known as Polk County, specifically in the administration of Property Tax, Motor Vehicles, DL, Business Tax, TDT, as well as other local contract services outside the scope of tax collection. Our organizational culture is embedded in the leadership system, Outline for Success (OFS), the TCPC’s systematic approach to drive success across the entire organization by putting into practice our commitment to our Mission, Vision, Values and Focus Points.

2015 Governor’s Sterling Award Recipient

The TCPC has demonstrated visionary leadership in its key communities through its county health partnership, state involvement in tax collector associations and coalitions, and in the setting and deployment of a strong culture centered on its Vision of “changing people’s perception of Government.” Through its balanced approach to customer service, assured quality, and efficient use of public funds, the Tax Collector’s Office for Polk County earns the public’s trust and confidence, as demonstrated through key performance measures of Customer Trust and Employee Trust. The TCPC is especially proud of the creation and continued development of the Kids Tag Art program, which originated in Polk County and now is expanding to over 13 additional school districts and tax collectors throughout Florida. KTA is a partnership with the local schools which combines educa-tion with fundraising. Each year, teachers and student are invited to create their own unique license plate design and vie for awards of recognition, with all proceeds going back into the classroom for supplemental art supplies and enrichment.

Leadership

STRATEGIC PLANNING is a key component of OFS and is included in the TCPC’s OFS Owner’s Manual for staff, which outlines its use. The TCPC’s 12 month strategic planning calendar follows a systematic seven-step approach, completing the ELT Planning Worksheet prior to the annual strategic planning meeting, and which serves as the cornerstone of the process in determining the data to be reviewed each cycle. At the annual meeting, a Prioritization Matrix aids the participants in the analysis and prioritization of strategic opportunities across multiple criteria. The Strategic Planning Scorecard (SPS) ties goals, measures, and projects together and serves as the final strategic planning document. Aligned to the TCPC Focus Points, the Scorecard reports on fifteen key performance indicators (KPMs) used to track the achievement and effectiveness of projects and actions, and overall performance.

Strategic Planning

Tax Collector For Polk County

MISSION:We are working to

earn the public’s trust and confidence by providing the best in customer service, assured quality and the efficient use of

public funds.

VISION:To treat our

customers with such professionalism

and concern that wechange their perception

of government.

FOCUS POINTS:

Customer ServiceEmployee Well-being

EfficiencyAccountability

Leadership

SHAREDVALUES:Integrity

InnovationAccountabilityCompassionTeamwork

TCPC 2016 STRATEGIC PLANNING SCORECARD Focus Points

KPM’s (Strategic Objectives) Description

FYTD 2/28/2013

FYE 2013

FYTD 2/28/2014

FYE 2014

FYTD 2/28/2015

FYE 2015

FYTD 2/29/2016

FYE 2016

Benchmark TCPC Std vs. Industry Std

Effective 4/1/16

Acceptable 2015

Goal 2016

Goal 2018

Strategic Projects & Actions (Adopted 5/2014 - See SP Gant Chart and Project Charter for workforce, facility, and cost allocation information) 1

.0

Cu

stom

er S

ervic

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Service Centers - Customer Experience (Satisfaction) Overall Level of Service – % Satisfaction (4s & 5s) from Customer Comment Card Results

96.7%

98.4%

94.4%

97.6%

97.3%

97.5%

97.8%

N/A 99%

GSA (2) 93% 97% 98% • Assume Operations and Open New Locations for DL services

(A-2, A-3, C-1, C-4) o Haines City (2014) • Improve Performance Excellence Systems (OFS/Sterling) (A-

4, C-1) • Selection of New Tax Systems (A-1, A-4, C-3,) • Phone Operations Management (A-2, A-3, C-2)

Service Centers - Customer Experience (Engagement) Overall Level of Service – % Engagement (5s) from Customer Comment Card Results

88.8%

89.1%

86.8%

89.3%

88.8%

89.4%

90.8%

N/A 92%

GSA (2) 88% 90% 92%

Service Centers - Wait Time % of Customers Waiting 20 min for All Transaction Types

97.4%

97.9%

89.5%

87.1%

85.2%

79.6%

83.6%

N/A

% <15 min. 68.4% TCPC 76% PCTC

75% 85% 85%

Telephone - Wait Time Telephone calls answered within 2 minutes

92.0%

90.5%

89.4%

89.7%

79.9%

80.0%

84.5%

N/A

% 20 sec. 73% TCPC 33% HCTC

85% 87% 90%

2.0

E

mp

loyee

Wel

l-B

ein

g

Employee Professional Development (Satisfaction)

(% 4s & 5s)

Professional Growth & Development Index -from Employee Survey Results 9 Questions (New Ross Index Established 2015)

N/A N/A 81.4% (a) 84.8% (a) N/A 80% 82% 85%

• Professional Development Growth Model (PDGM) (A-4, C-4)

o Evaluate and update performance evaluation system o Develop strategies to address lack of staff advancement

issues o Improve training o Leadership Development

Old Employee Satisfaction (% 4s & 5s)

Employee Satisfaction (Old) Index – from Employee Survey Results 12 Questions 86.2% 91.8% (a) 87.6% (a) 87.4% (a) 83.1% TCPC (b)

94% PCTC 88% 90% 90% • PDGM

(Composite)

N/A 87.6 87.0 87.3

New Employee Satisfaction ( % 4s & 5s)

Employee Satisfaction (New) Index – from Employee Survey Results 12 Questions N/A N/A 89.5% 86.8% 81.9% TCPC (b)

94% PCTC 90% 90% 90%

(Composite)

N/A N/A 85.2 86.2

Employee Engagement (% 4s & 5s)

Employee Engagement Index – from Employee Survey Results 10 Questions 91.1% 88.2% (a) 87.5% (a) 88.0% (a) 82.8% TCPC (b) 87% City of Coral Springs, FL

88% 90% 90%

(Composite)

N/A 86.0 85.5 88.0

Voluntary Employee Retention % Employee Retention Rate (Excluding Retirements & Terminations) 96.1% 95.7% 93.6% N/A 91.74% City of Irving, TX 93% 95% 95% • Assume Operations and Open New Locations for DL services

3.0

E

ffic

ien

cy Personnel Budget per Capita

Personnel Budget Per Capita $15.94 $17.25 $19.12 (d) N/A $20.48 GSA (3)

$17.06

$18.25 (7% inc)

$19.53 (7% inc)

• Selection of New Tax Systems o PT, BT, TDT o Supportive Systems

Transactions per FTE # Total Transactions per FTE 15,796 15,163 (c) 14,545 (c) N/A 10,085 TCPC

9,603 GSA (3) 15,500 15,750 16,000 • Assume Operations and Open New Locations for DL services

• Selection of New Tax Systems • Improve Performance Excellence Systems (OFS/Sterling)

4.0

A

ccou

nta

bil

ity

Distributions (Property Taxes Remitted by Due Date) % Distributions Remitted to a Taxing Authority/Agency by the Statutory Due Date 100% 100% 100% N/A 100% TCPC Acceptable Result 100% 100% 100% • Selection of New Tax Systems • Improve Performance Excellence Systems (OFS/Sterling)

Transactions Processed Correctly (SCs) % Processed without Errors

99.64%

99.65%

99.65%

99.52%

99.56%

99.64%

99.66%

N/A 99.89%

GSA (2) 99% 99% 99% • Selection of New Tax Systems

Transactions Processed Correctly (PPBU) % Processed without Errors 99.995%

99.999%

99.999%

99.999%

99.995%

99.996%

99.999%

N/A 99.970%

Industry Standard 99.97% 99.97% 99.97% • Selection of New Tax Systems

5.0

L

ead

ersh

ip Customer Trust

(Satisfaction) Customer Trust Question - from Customer Survey Results 90.2% 83.2% 80.9% 81.1% 39% Edelman Trust

Index 79% 80% 82% • Assume Operations and Open New Locations for DL services

• Improve Performance Excellence Systems (OFS/Sterling) • Improvement of Tracking Staff Hours Through Technology

and Policies (A-4, C-2)

Employee Trust (Satisfaction) (% 4s & 5s)

Employee Trust (Leadership) Index – from Employee Survey Results 11 Questions 86.5% 90.0% (a) 94.3% (a) 97.9% (a) 53%

Edelman Trust EE & Executive Average 88% 90% 90%

• PDGM • Selection of New Tax Systems • Improve Performance Excellence Systems (OFS/Sterling)

(Satisfaction) (Composite)

N/A 89.9 89.0 92.7

(a) Ross method of calculating 4’s and 5’s (b) Traditional method of calculating 4’s and 5’s (c) Includes emails and PPBU (d) Projection for the upcoming fiscal year

A-1 Property Tax services: Polk Counties’ sole provider A-2 DL services: Polk Counties’ sole provider A-3 Motor Vehicle services: Control in Polk County A-4 Accountability Culture

C-1 Tax collectors role in state/local political environment C-2 Increased expenses; Decrease in operating revenue C-3 Property tax software system providers are limited C-4 Internal advancement is limited

Strategic Project New

The TCPC has identified CUSTOMER SERVICE as a core competency through the record num-ber of customers served each year with top-box Satisfaction scores as reported through it customer comment card program which tabulates well over 15,000 responses annually from customers across all points of service and service types. The TCPC has developed many ways to listen to the voice of the customer including expectation surveys, comment cards, satisfaction surveys, and the What the Customer Says Portal, where all customer comments are logged for further review, analysis, and action when necessary. In addition the TCPC has a standing committee, Excellence in Customer Service Task Force whose members contribute in the oversight of the various listening posts, learning how the voice of the customer guides opera-tions in order to change public perception. Responsibilities include participation in survey development and deploy-ment, monthly comment card and annual survey data review, customer dissatisfaction trending, “What the Customer Said” monitoring and feedback, suggestions to improve the Wheel of Excellence, and sharing the information gained with team members to further strengthen customer relationships.

Customer Focus

Through OFS, the TCPC continually seeks to answer the question, “How do we know when we have been successful?” To answer this question, the TCPC selects, collects, aligns, and integrates data and information to track daily operations and overall organization performance, including financial performance, based on four levels: IPMs, DPMs, FPMs, and KPMs. The TCPC selects comparative data for benchmarking its KPMs. However, benchmark data serves as one leg of the stool, and, by way of its Mission, the TCPC takes a balanced approach, weighing cost with value, in setting SPS goals.

Measurement, Analysis and Knowledge Management

The TCPC values its employees and take a “customer comes second” approach to the workforce, demonstrated by the Employee Well-being Focus Point and KPMs that deal with Professional Development, Workforce Satis-faction and Engagement. The TCPC values its employees and has made employee well-being a focus point. In an effort to improve employee well-being during a time of significant change, the TCPC has a multi-year strategic project to improve employee engagement and develop-ment known as the Professional Development and Growth Model Strategic Project. A feature in Phase I of this project, entitled Personal OFS provides specific detailed instructions to supervisors and communi-cation to employees. The sit-downs are designed to be conducted throughout the year and create an environment where supervisors do “less talking and more listening” and staff is tasked with greater personal accountability for their own performance and growth.

Workforce Focus

The recent addition of driver licensing to the services offered by the TCPC has greatly impacted operations, with over $1 billion in collections annually and over 200 FTE. Identifying those key processes and key support processes has allowed the TCPC to focus resources where they matter most, outsourcing less critical, specialized processes, and insourcing core processes where established competency is demonstrated through efficiency and productivity measures.

Operations Focus

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