Introduction

Successful communities and organizations respond to changing needs and continually evaluate and improve services.  The changing environment and Vision desired for Winter Haven requires an increased emphasis on learning how it is now . . . not just in the perception of a few leaders, but in the measurable numbers available from public and private sources.  This is the impetus for examining the current status of all services related to the goals in each Key Performance Area of the Vision Statement and future improvement needs to help achieve a healthy, safe, and energetic community.

Vision Program Background

In early 1998, several interested citizens convened to discuss the need for a long-range, consensus-based, community-wide planning process in the Winter Haven area.  Recognizing that a "top-down" approach would not work, a grass roots movement received the support of city officials, the chamber of commerce and dozens of key business and civic leaders.  Each committed to be directly involved in helping shape the outcome of this citizen effort.

That convening group approached the National Civic League's Community Assistance Team (NCL) to help form the Vision.  In November 1998 approximately 75 individuals representing diverse perspectives and interests participated in the feasibility discussion and of those in attendance more than 90 percent who answered a survey agreed that a strategic process was needed.

During the preliminary phase, an Initiating Committee began coordinating the effort.  The Initiating Committee focused on the process and logistics of the visioning project, not the content.  Their task was to bring together some 150 people from a broad range of the community to consider issues, determine priorities, agree to solutions, and help implement action-based plans.

Reaching that goal by the end of 1999, the stakeholders proactively formulated a Vision Statement reflecting dreams and hopes for an "ideal" community while entering the new millennium.  Using the Vision Statement as a guide, the stakeholders formed six task forces, each focusing on a different "key performance area" (KPA) essential to our community's future.  They identified Winter Haven's strengths and assets and targeted specific areas for improvement.  To address the needs and goals of the community, each KPA formulated a series of specific action plans, stating rationale for each objective, and listed potential organizational implementers.

Following the formulation of the Vision Statement, to thoroughly identify implementation strategies, it is critical that current characteristics of the community be understood.  Therefore, beginning January 2001 and ending March 2001, a special Benchmark Task Force committee was organized to focus on the collection of reliable, accurate data for each Key Performance Area (KPA) and the Vision as a whole.  Agreeing on project definitions and criteria, the committee collected data that:

Ø Reflects where community change may be needed.
Ø Gives stakeholders access to information that facilitates participation in system change.
Ø Provides a frame of reference to know what you've accomplished.

We invite you to help us remove the RED FLAGS and add GOLD STARS!!

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