| | "We will adopt a landscape approach."
"We will seek input from citizens."
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Providing the best possible service to the public and one another is essential to gathering the support we need to achieve our mission. These, in no order of priority, are our guides. Provide consistent, high-quality service to citizens.
Provide consistent, high-quality... | To achieve our mission we must have the support of our citizenry. An essential element of building this support is to provide excellent customer service.
To provide high quality customer service means that we will always listen, treat each other and the public with patience and respect and explain the reasons for agency actions, rules and regulations. It also means striving to make complying with agency requirements such as obtaining permits as convenient as possible. A commitment to customer service builds support and improved compliance even when customers disagree with agency actions.
Remember: customer contacts are moments when a person’s opinion of us is formed. These contacts should be as positive an experience as possible, regardless of who initiates them or how the contacts occur. |
Be collaborative and respectful in interactions with fellow employees.
Be collaborative... | | A spirit of collaboration is an essential ingredient of successful integration. This collaborative spirit is built by treating one another with courtesy, patience and respect and by exhibiting fairness, compassion, and honesty in all we do. We can each work to build this collaborative workplace by promoting cooperation and teamwork to meet goals, by mentoring employees and by acknowledging and taking pride in each other’s successes. When problems occur, we must work to maintain open lines of communication and strive to solve them in a proactive, positive manner. |
Seek input from and listen to citizens; understand and try to meet their needs.
Seek input from and listen... | | Understanding the knowledge, opinions, motivations, needs and expectations of stakeholders and customers is vital to successful conservation strategies. Asking, listening and involving citizens early and regularly is critical to developing and implementing successful projects and effectively addressing issues before they become intractable problems. |
Proactively engage stakeholders and management partners in planning and decision-making; strive to continuously inform affected parties of plans and actions. Work with all parties on issues in a fair and balanced way; create forums for dialogue and seek the middle ground. Focus on conflict resolution and collaboration.
Work with all parties on issues in a fair and balanced way... | | An important component of our future stakeholder relations is to stop taking stakeholder issues on as our own. A stakeholder issue may or may not rise to the level of being an agency issue. We will create an environment where stakeholders represent their interests to each other rather than FWC staff trying to represent them. Our role needs to be one where we bring the parties together and create an environment where the parties can work toward issue resolution. Each stakeholder is responsible for presenting and arguing for their own point of view. |
Partner with others.
Partner with others... | We value the power of partnerships. We seek to build partnerships with other agencies and organizations to leverage limited resources, to achieve better resource outcomes and to provide better services to the public.
Stakeholders are a big part of how we can move to being more influential. Through stakeholders we can positively impact fish and wildlife conservation in ways that go well beyond our limited legal authority.
Partnerships result in more resources going towards our projects than we alone can provide. We’re sharing other people’s resources to get the job done. And, it’s the same for the partner, i.e., they are getting more resources to get their job done, too. It’s that we’ve agreed on the same job.
Given the realities of future state budgets, partnerships are where we should look for more human and dollar resources for projects. While it’s nice to be able to do it all ourselves and to control it ourselves, that greatly limits what can get done and our Mission suffers.
Healthy partnerships lead to partners making decisions and doing agreed upon work with their staff and dollars. |
Communicate the reasons for our actions and state a consistent FWC point of view (speak with one voice).
Communicate the reasons... | | We have to do a better job of communicating among ourselves and with the public so we all understand where we are going, why, and what we’re doing to get there. And when we communicate we need to all “speak with one voice”, i.e., all have the same message on a given issue so the recipients of the messages are not confused by different variations of the message. Communication is a 2-way street: don’t forget to listen. |
Continually improve agency processes, operations and cost-effectiveness.
Continually improve agency processes... | | Given the limited resources we have to accomplish our Mission, we need to use them wisely and well. This involves: (1) being innovative in our problem solving, (2) evaluating priorities and adjusting them as needed, and (3) continually improving in what we do and how we do it. Improvements in processes can free-up resources to devote to other efforts. |
MeasurementWe will measure progress on implementing this plan using an agency-level scorecard. This scorecard is under development and includes specific and measurable objectives for judging how well we're doing on the end results of our actions.
Agency-level Scorecard... | The FWC is developing a Scorecard that will translate the Agency Strategic Plan (ASP) into performance measures and track, on an on-going basis, progress toward accomplishing these measures.
Think of the Scorecard as the "gauges" in an airplane cockpit. For the complex task of navigating and flying an airplane, pilots need detailed information about many aspects of the flight: fuel, air speed, altitude, bearing, destination, and other indicators that summarize the current and predicted environment. Reliance on one gauge can be fatal. Similarly, the complexity of managing an organization requires that managers be able to view performance on several gauges that represent the key operational areas, simultaneously. The Scorecard improves management oversight by providing FWC the ability to know if we are on course, with the added ability to catch problems before they become critical.
There will be an agency-level Scorecard and one for each division and office. The gauges on the agency-level Scorecard are shown below. Example measures are shown in parenthesis.
- Marine Fisheries: the status of marine fisheries (annual status & trends of key species, fishery closures, license sales, economic impacts, law enforcement effort)
- Freshwater Fisheries: the status of freshwater fisheries (status of species in selected lakes, law enforcement effort)
- Wildlife: the overall status of wildlife (annual status & trends of wildlife populations, law enforcement effort)
- Habitat & Water: the overall status of fish and wildlife habitats, both aquatic and terrestrial (GIS inventories and law enforcement effort).
- Public Health and Safety: human health, safety and welfare (boating injuries, deaths, and property damage; nuisance animal encounters such as alligator attacks; crimes against persons on lands we manage)
- Use Opportunities: number of users of all types and access to the resource (acres of lands open to the public, license sales)
- Leadership and Communication: overall performance on improving leadership and communication (employee assessment of internal communications)
- Teaming: overall performance in improving teaming and integration (number of teams successfully completing their tasks)
- Employment Quality: overall improvement in employee’s workplace quality and satisfaction (employee satisfaction)
- Model & Plan Implementation: overall performance in implementing models and plans
- Senior Leadership Team Performance: overall performance of the SLT; includes its leadership and management responsibilities and its functioning as a team
- Regional Leadership Team Performance: overall performance of the 5 Regional Leadership Teams; includes their leadership and management responsibilities and their functioning as a team
- Division Performance: overall performance of the divisions; a roll up of all the divisions’ performance as fed by their dashboards
- Office Performance: overall performance of the offices; a roll up of all the offices’ performance as fed by their dashboards
- Financial Performance: overall performance in financial aspects of FWC (status of trust funds, performance as indicated by audits, ratio of state vs. grant funding)
- Internal Efficiency: efficiency of FWC’s internal operations. Examples: productivity increases, improved efficiencies due to process improvements, energy use?
- Commissioner’s Areas of Emphasis: overall performance on the annual Commissioner’s Areas of Emphasis selected at the beginning of each calendar year.
- Process Improvement: overall performance in improving processes
- Customer Service: overall performance in improving internal and external customer service
- Stakeholders and Partnering: overall performance in meeting stakeholder needs
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