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Final Draft Business Plan Executive Summary 5 7 2015
Final Draft Business Plan Executive Summary 5 7 2015
Budget
Strategic
Plan
Policies
and
Process
Business
Plan
TABLE OF CONTENTS
Introduction
Business Planning Process Overview
Business Planning Process
Drivers
Changing Workforce
Resource Requirements
Recommendations
INTRODUCTION
The Southwest Florida Water Management District (District) is a science-based organization responsible for managing and
protecting water resources in west-central Florida. The District facilitates the provision of adequate quality water supplies to meet
the needs of current and future users while protecting and restoring water and related natural resources.
Expertise (People)
Tools (Assets)
Project Capacity (Funding)
Each AOR developed a Business Plan specifically for that AOR. Those plans
contain detailed recommendations for consideration by District management. This
Executive Summary highlights the major recommendations from the four AOR
plans that have broader implications for the District.
The analysis was conducted using District staff members who are subject-matter
experts (SMEs) with support, facilitation and guidance by Brown and Caldwell.
Four Business Planning Teams dedicated to the four AORs were assigned and a
Team Leader was designated for each. The AOR Business Planning Teams
(Teams) explored a five-year horizon and determined what resources are necessary
to implement the Strategic Plan, where resources should be located, and considered
opportunities for resource synergy over the five-year horizon. A 10-20 year
horizon was used to set the long-term direction of the District. More specifically,
the Teams accomplished the following: mapped workload allocation of effort; conducted a Strength, Weakness, Opportunity and
Threat (SWOT) Analysis; employed the Balanced Scorecard (BSC) for the entire process; conducted a Stakeholder Analysis;
drafted Key Performance Indicators (KPIs) as they relate to specific issues of each AOR, and evaluated succession planning and
staffing demographics to meet the Districts strategic initiatives.
Acknowledgements
The effort was guided and supported by the Districts Executive Team Sponsor Brian Armstrong and Project Management Office
Lead James Fine. The development and completion of the four AOR Business Plans and the Executive Summary Business Plan
could not have been done without the dedication and insight from the following people, whose combined effort exceeded 2,000
hours during the planning process:
Natural Resources
Earl Rich (Team Leader) Carmen Sanders Jennette Seachrist John Emery
Water Supply
Brian Starford (Team Leader) Darrin Herbst Eric DeHaven Terri Behling
Water Quality
Michelle Maxey (Team Leader) Roberta Starks Veronica Craw Sandie Will
Flood Protection
JP Marchand (Team Leader) Michelle Hopkins Jason Hopp Robyn Felix
And a special thank you to the 20+ District staff who were involved in the SWOT analysis.
Role of Consultant
Brown and Caldwell (BC) provided leadership and facilitation of the Business Planning Teams through a series of facilitated
workshops and meetings, reviewed/analyzed District homework, and conducted supporting research. BC helped coordinate
activities and encouraged collaboration within and between Teams. This document is intended to serve as an independent review
and executive summary of the plans. The recommendations in this document represent the opinion of BC gained through direct
engagement with the development of the four AOR Business Plans.
The Business Planning Process included industry best practices, a cross-section of District personnel, and close collaboration.
The four AORs worked together to produce area-specific plans, with District-wide overarching recommendations and outcomes.
Balanced Scorecard
The Balanced Scorecard (BSC) is an industry standard approach to developing,
managing and tracking performance measures and goals. The BSC looks at
organizational performance through four components: Customers/Stakeholders,
Business Processes, Employee Development/Learning and Growth, and Financial.
Maintaining a vision of the four dimensions of the BSC helps to provide a broader
industry-accepted perspective and is consistent with the goals and initiatives
presented in the Districts Strategic Plan (2014-2018).
Customer/
Stakeholder
Each goal included in the Business Plan was assigned to one of the four
dimensions of the BSC. This helped maintain a balanced perspective of District
goals and make sure that nothing was overlooked during the planning process.
Financial
Business
Process
Employee
Learning &
Growth
Financial Analysis
Florida Statutes Chapter 373 authorizes the District to direct a wide range of initiatives, programs, and actions. These
responsibilities can be grouped under the four AORs: Water Supply, Water Quality, Natural Systems, and Flood Protection. In
addition to managing operating resources such as staff, supplies and equipment, the District manages the immense financial
resources associated with each AOR. This is accomplished on an ongoing basis paying particular attention to recurring versus nonrecurring spending and the use of efficiencies and accountability.
DRIVERS
Understanding, acknowledging and learning about what influences
the Districts mission was critical to developing a Business Plan
that would work for the District now and into the future. The
primary drivers for initiating the Strategic and Business Plans has
been, and are anticipated to be: changing workforce, population
growth, water resource challenges, regulations and legislation.
Source: 1900-2010 is US census data; 2000 and 2020-2040 data is Bureau of Economic and
Business Research and Florida office of Economic and Demographic Research
CHANGING WORKFORCE
Over the next 10 years, if the average staff turnover rate (non-retirement related) is 5 percent per year (it has ranged from 3.5% to
25.5% over the last 11 years and is 3.5% in 2015 to date), 290 positions will turn over across the District. Additionally, 265 people
are eligible for retirement within the next 10 years. This totals 555 potential vacancies and new employees over this period. Current
staffing is 577 employees. This represents a potential for 96 percent turnover in 10 years and provides the District with both
challenges and opportunities.
The retirement of the baby boomers, smaller size millennial workforce and the shrinking pool of Science, Technology, Engineering
and Math (STEM) talent will have a substantial impact on the management and operations of the District. District retirement
numbers and potential losses in key areas are displayed below.
There is increasing competition for the skills required by the District. The American Institutes for Research data show that
recruiting and hiring students with science, technology, engineering and mathematics will be more difficult over the next five to ten
years as illustrated below.
Retirement Statistics
The following graphs highlight the significant staff changes that could occur over the next 10 years, and also present skill sets that
are associated with the retirements (BAOF: Bartow office, BROF: Brooksville office, SAOF: Sarasota office, TAOF: Tampa
office).
The figure below shows the job categories that will be the most impacted by retirements over the next 10 years. The three highest
impact categories are Civil Engineers, Life, Physical and Social Science Technicians and Hydrologists.
Key skill sets with highest retirement levels in the next 5 and 10 years.
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Source: 1900-2010 is US census data; 2000 and 2020-2040 data is Bureau of Economic and
Business Research and Florida office of Economic and Demographic Research
Graduate degree
Brooksville
Bachelors degree
Tampa
Associate degree
0%
5%
10%
15%
20%
25%
2012 highest education level attained (population age 25+) for Brooksville and Tampa.
Source: CLRSearch.com
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District lands are spread out over a large service area requiring staff committed to servicing and maintaining the distributed assets.
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RESOURCE REQUIREMENTS
Due to the impacts of the changing workforce, population growth, water resource challenges, regulations and legislation, and
following through on the recommendations and desired outcomes presented in the Business Plans, additional resources may be
necessary. The data presented below are based on an estimated cost analysis which included comparing Fiscal Year 2014 Bureauwide staffing and budget expenditures to staffing and budget expenditures needed to support the strategic initiatives as defined in
the Strategic Plan (2014-2018) over a five-year horizon.
Expertise
10
15
Water Resources
Regulatory Support
Total*
District Wide
Staff Need
Public Affairs
Office of General
Counsel
Information
Technology
General Services
Finance
Environmental
Resource Permit
AOR
Personnel
Needs
Data Collection
The number of staff and the likely classification of staff that may be needed by each of the AORs was discussed and evaluated.
Potentially 8 percent more staff may be required over the next five years to achieve the Districts Business Plan goals.
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Total
Additional FTEs
10
47
Total % Increase
12%
11%
11%
5%
20%
2%
13%
20%
15%
3%
3%
4%
6%
8%
$507,000
$416,000
$150,000
$80,000
$95,000
$98,000
$344,918
$190,000
$408,102
$65,956
$85,000
$83,918
$110,925
$2,634,819
Total Base
Salary $$
*Executive, Office of Inspector General, Ombudsman Office, Land Management, and Project Management Office Bureaus not shown since no change in
personnel was noted.
The potential for additional District resources shown in the table above is being impacted by the Drivers listed earlier such as:
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Population Growth
Water Resource Challenges (CFWI, springs)
Regulations (i.e. Army Corp of Engineer Requirements)
Legislation (Amendment 1)
Operating Tools/Equipment
Each of the AOR Teams evaluated the short- and long-term goals and needs over the next 5 years to develop estimates of additional
necessary resource needs based on the specific AOR. The results of these evaluations are summarized below. The Teams also
worked together to determine where resources could be shared across AORs and Bureaus. The following equipment costs are
anticipated in part with expenditures associated with the Districts long-term financial plan, assuming expected implementation of
Amendment 1. Equipment costs include items for office space, furniture, equipment and supplies, miscellaneous field and heavy
equipment and required attachments. Advancements with technology will also impact equipment costs. New and more robust
computers and software will be required to support more sophisticated models. Staff will continue to update these estimates on an
annual basis.
Equipment Needs
Description
$48,000
$324,000
Equipment needed to meet Water Quality Assessment and Planning Goal of collecting and analyzing data to determine local and regional water quality
status and trends to support resource management decisions and restoration initiatives and to meet goal of Water Quality Maintenance and Improvement,
in development and implementation of programs, projects and regulations to maintain and improve water quality.
$133,200
For many purposes, but especially the management of lands requires functioning heavy equipment to perform land management and restoration
activities. Implementation of the 5-year equipment replacement plan, via the Equipment Sinking Fund, is critical to the success of land restoration goals.
$435,600
Equipment costs will be required for office space, furniture, equipment and supplies, and miscellaneous field equipment, as well as heavy equipment and
associated attachments which are needed to meet continuing and new structure and levee maintenance requirements.
Projects
The economic downturn in 2008 had a profound negative impact on the District and its cooperating stakeholder communities.
Recent and forecasted population growth, along with the associated increase in economic activity will elevate the demand for
District resources over the next 5 years across many programs. This influence will be especially pronounced within the Water
Supply AOR, and could drive the need for increased cooperator project funding and related District support over a longer time
frame, above and beyond currently planned Central Florida Water Initiative funding levels.
Description
Additional project funds necessary are approximately $16,550,000. These projects costs are above and beyond future anticipated costs associated with the
Polk County Partnership which are already included in the Districts long-term financial plan.
$6,430,000
Address impacts/in-fill gaps for existing long-term monitored wells in the Coastal Groundwater Network.
In-fill gaps in existing monitor well networks for groundwater nutrient assessments/re-establish the Districts lakes water quality monitoring network.
Implement an ongoing District-wide monitor well maintenance and repair process.
$202,000
$0
Project needs are anticipated to stay at the $12M average experienced over the past six years. Projects can be generally divided into two major types:
planning and analysis of stormwater systems and flooding, and design and construction of flood protection improvement projects.
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RECOMMENDATIONS
These recommendations represent the opinion of BC gained through direct engagement with the development of the four AOR
Business Plans. Primarily, BC recommends the District continue to adapt the Business Plan to fully support the Boards directions
contained in the Strategic Plan. In turn, the District should allow the Business Plan to inform and adapt the Strategic Plan through a
continuous improvement feedback loop. Continue the use of District staff in the Business Plan development process. District staff
are knowledgeable and dedicated to achieve the vision of the District and gain additional perspective of the challenges facing the
District through purposeful involvement of District subject-matter experts in the process.
The magnitude of the expected total turnover from retirements and voluntary separations creates an opportunity for the District to
evolve with future changes. Recruiting pressures will be high for STEM talent which is at the heart of the Districts core mission.
The Tampa area offers a larger and better educated talent pool and should be more attractive to recruits. Moving the Districts talent
base more to Tampa over time will improve the ability to recruit and retain STEM talent.
The table shown below represents recommendations from the business planning process for each AOR to meet its Strategic
Initiatives.
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Area of
Responsibility
Goals
Area of
Responsibility
Strategic Initiatives
Recommendations
for the Application
of District Core Values
Recommendations for
Enhancing District Core
Business Processes