Press Play Fort Lauderdale 2029
The City's Strategic Plan
The City's Strategic Plan, Press Play Fort Lauderdale 2029, was created as the vehicle to arriving at our shared community Vision for our City, Fast Forward Fort Lauderdale 2035. Under this five-year strategic plan, the City outlined a results-focused and neighbor- centric government culture by creating FL2STAT, the City’s quality management system. This robust quality and strategy management system, championed by the Office of Management and Budget, connects planning, budgeting, measuring, and continuous improvement, linking the long-term Vision Plan to day-to-day operations. This approach is illustrated in the model below.
Using the Plan - Do - Check - Act process model as a guide, the City continually plans for the future, tracking and monitoring performance, evaluating progress toward our goals, demonstrating our commitment to providing the highest quality of services and continuously improving service delivery for our neighbors.
FL2STAT, The City's Quality Management System
Press Play Fort Lauderdale 2029
Press Play Fort Lauderdale 2029 continues the City’s positive momentum and emphasizes cross-departmental collaborations. The plan is organized under five Focus Areas: Public Safety, Housing, Infrastructure and Resilience, Public Places and Business Growth and Support. It contains six goals, five guiding principles, and 19 performance measures, providing the fundamental work plan for the next five years to reach the City’s Vision in 2035.
Read the Full Plan: Strategic Plan Press Play Fort Lauderdale 2029
View our Progress:- Annual Progress Report - 2023
- Annual Progress Report - 2022
- Annual Progress Report - 2021
- Annual Progress Report - 2020
- Performance Measures Dashboard
- Download Performance Measure Dashboard Data
In addition to the five-year strategic plan, City departments annually develop initiatives that support the strategic plan in the Departmental Business Plans. The strategic initiatives provide an opportunity for the City to be flexible and agile in prioritizing, planning, and executing projects that support the strategic plan, allowing staff to be actively involved in aligning the City’s daily activities with medium and long-term goals, objectives, and successes. The annual Business Plans are completed prior to the budget development process to allow upcoming initiatives to be considered as a part of departmental budgets.
Community Survey
The City is committed to providing high quality services. A Community Survey is conducted annually to evaluate overall satisfaction and focus improvements in areas that are of highest importance to neighbors and businesses. Since 2012, City leadership has used the results of the Community Survey to guide priorities, allocate resources, and validate strategies for improvement. The statistically valid survey provides an opportunity for neighbors to provide their feedback on City actions and performance to achieve our 2035 Vision.
Budgeting
The annual Operating Budget is the City’s opportunity to prioritize its resources. Funding is allocated in alignment with the Vision Plan, Strategic Plan, Commission Priories, and annual Departmental Business Plans. While we may not be able to fund all priorities in a single fiscal year, we strategically invest in our future. Performance measures and targets are key to our budget process, ensuring allocated resources achieve anticipated results.
The five-year Community Investment Plan (CIP) includes ongoing and new capital improvement projects that ensure our infrastructure and facilities are appropriate and adequate to serve the needs of our neighbors. These projects are carefully assessed and prioritized by objective criteria and weighting. The CIP includes a plan for future projects based on expected revenues, bond issuance, and other financing mechanisms.
Continual Improvement and Innovation
The City of Fort Lauderdale uses FL2STAT to measure, analyze, improve, and progress toward our strategic goals. Core Processes have been identified to describe the core functionality and responsibilities of each department, and performance measures have been developed to track the performance of each core process. Regular meetings with top management and departments ensure progress is monitored and challenges are addressed timely. Areas identified as underperforming are evaluated for changes in resources or processes using the LEAN methodology.
Continual improvement relies on support from the City’s leadership and the innovative mindset and collaboration of our staff members — their ideas, engagement, and passion to find new ways to improve services propels the City forward on our path to deliver high quality services more efficiently and effectively.
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