Leon County Board of County Commissioners Cover Sheet for Agenda #16   January 27, 2026

To:	Honorable Chairman and Members of the Board
From:	Vincent S. Long, County Administrator
Title:	Ratification of Board Actions Taken at the January 26, 2026 Board Retreat

 

 

Review and Approval:	Vincent S. Long, County Administrator
Department/Division Review and Approval:	Ken Morris, Assistant County Administrator
Lead Staff/ Project Team:	Nicki Hatch, Assistant to the County Administrator for Legislative and Strategic Initiatives Cameron Williams, Management Analyst

 

 

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Statement of Issue:

This item seeks ratification of Board actions taken at the January 26, 2026 Board Retreat.

Fiscal Impact:

This item has no fiscal impact.  However, certain proposed Strategic Initiatives may have future financial impacts.  Inclusion of a Strategic Initiative within the County’s Strategic Plan does not obligate the Board to future funding.

 

Staff Recommendation:

Option #1:       Ratify the actions taken at the January 26, 2026 Board Retreat.

 

 

Report and Discussion

 

Background:

This item seeks ratification of Board actions taken at the January 26, 2026 Board Retreat (Retreat).  Each year, the County conducts an annual Board retreat, facilitated by the County Administrator, for the purpose of evaluating progress, planning for the future, and updating the County’s five-year Strategic Plan to include new Strategic Initiatives for the new year.

 

Analysis:

On October 14, 2025, the Board approved the proposed agenda for the Retreat, which marked the final “update year” of the County’s five-year Strategic Plan.  The Board has traditionally utilized update years to reaffirm the Mission, Vision, and Strategic Priorities that form the basis of the Strategic Plan; review progress made on Targets and Bold Goals; and adopt new Strategic Initiatives to reflect changing conditions as well as new challenges and opportunities.  In addition, the Board has used this time to discuss current issues of importance to the County’s long-term strategic priorities, as well as those issues on which the County expects to focus its efforts and resources in the coming year.

As such, the Retreat was divided into two sections:  (1) A Look Ahead to 2026 and (2) Strategic Plan Update for FY 2026, which are summarized in greater detail below.

 

A Look Ahead to 2026

This segment of the Retreat featured presentations on two “spotlight” issues of importance to the County in the coming year: property tax reform and artificial intelligence.  Staff provided an update on the property tax reform legislation filed for the 2026 Session including outreach efforts to educate legislators and residents on the potential impacts to Leon County, and the ongoing efforts to best position the County’s finances for the potential adoption of a constitutional amendment on property tax reform during the November 2026 General Election.  In addition, staff provided a brief presentation on the County’s Artificial Intelligence Workgroup and best practices for implementing and safeguarding the use of artificial intelligence within the County organization.  No Board action was required for these updates at this time.  Future Board consideration will be sought for a public education campaign on property tax reform and adoption of County artificial intelligence policy.

 

Strategic Plan Update for FY 2026

The Retreat continued with a brief presentation on the County’s fourth year progress on the FY 2022 – 2026 Strategic Plan (Attachment #1), which served as the end-of-year status report on the County’s Strategic Initiatives, Targets, and Bold Goals.  The County Administrator highlighted the importance of the strategic planning process which aligns efforts and optimizes resources to achieve organization and community priorities.  The Board was given an overview of the LEADS Cycle which illustrates how the County’s Strategic Plan is reflected in all of the County’s strategic processes and executed organization wide.

 

The Retreat concluded with an open discussion among Commissioners for the purpose of identifying additional new Strategic Initiatives which further support and advance the County’s Strategic Priorities.  The following reflects the new Strategic Initiatives approved by the Board during the Retreat.  These Strategic Initiatives will be included in the updated FY 2022 – 2026 Strategic Plan and assigned to the appropriate departments.  Subsequent to the Board’s ratification of actions taken at the Retreat, departments will develop proposed implementation plans for the new Strategic Initiatives.  The Board will be presented with agenda or budget discussion items recommending specific actions necessary to advance the Strategic Initiatives including identifying any associated fiscal impacts.  In addition, the Board will receive an update on all Strategic Initiatives as part of the Midyear Strategic Plan Update during the June Budget Workshop.

New Strategic Initiatives (Economy):

• Initiate the FY 2027 – 2031 Division of Tourism’s Strategic Plan to establish the County’s tourism priorities, economic goals, and efforts to further grow the region’s visitor economy and quality of life over the next five years.
• Support Florida’s coordinated U.S. Semiquincentennial (250th) campaign by aligning County communications and event planning with national and state messaging, leveraging local history and assets to drive engagement and visitation.
• Evaluate the feasibility of a Leon County film incentive program by analyzing peer models, projected economic impacts, administrative requirements, funding options, and performance metrics.
• Establish Leon County’s Apalachee Regional Park as the permanent home of the World Athletics Cross Country Championships by building on the defining success of the 2026 Championships and strengthening the County's relationship with World Athletics to position the global showcase of Leon County’s natural beauty and world-class facilities as a catalyst for continued growth in sports tourism.

New Strategic Initiatives (Quality of Life):

• Evaluate the adoption of a local property tax exemption to incentivize greater development of multifamily affordable rental units for low-income households.
• Implement the Affordable Housing Gap Finance Program to increase the stock of affordable housing for very low and extremely low-income households.
• Explore opportunities for additional collaboration with the Children Services Council of Leon County to further support women and children experiencing homelessness.
• Support the Children Services Council of Leon County in establishing a Family Resource Center in Griffin Heights and Frenchtown.
• Identify opportunities to support the findings of the Community Health Needs Assessment Report to improve overall health outcomes by addressing the community’s most significant health-related needs.
• Evaluate the Comprehensive Plan and Land Development Code to identify and implement regulatory incentives that support the reuse of vacant big-box commercial sites, near jobs and transit along major corridors, for affordable housing and mixed-use development.
• Support the efforts of Florida A&M University, Second Harvest of the Big Bend, Feeding Florida and other stakeholders to establish a food council to coordinate the local food system and food resources.

New Strategic Initiatives (Governance):

• Develop a comprehensive, organization-wide County Artificial Intelligence policy and procedures to guide ethical, legal, secure, and effective AI use, including standards for procurement, data protection, transparency, human oversight, workforce training, and risk management.
• Evaluate the County’s revenue structure and identify opportunities to diversify revenue streams in anticipation of the Florida Legislature’s property tax reform initiatives.
• Assess the replacement of the County’s Banner System software for finances, human resources, and other core operations to support the Board and Constitutional Offices.
• Launch a digital literacy education initiative in partnership with local stakeholders for residents to strengthen online safety, scam awareness, and practical artificial intelligence skills through accessible workshops, clear branding, and coordinated outreach.
• Evaluate the implementation of a new centralized County Digital Performance Dashboard to showcase real-time performance metrics on County government functions to support data-driven decision-making and continuous improvement throughout the organization.
• Partner with FSU’s Applied Politics and Policy Learning Experience Program to enhance the County’s Disaster Survival Guide with practical home-preparedness guidance, highlighting Library of Things resources and other tools to strengthen community disaster readiness.

Additionally during the Retreat, the Board discussed the progress of the Citizen Charter Review Committee (CCRC) and a new Strategic Initiative to address poverty in the community.  The recommendations of the CCRC will be provided to the Board at its regular meeting on March 10, 2026.  Further, poverty-related issues are addressed in existing Strategic Initiatives and do not require the adoption of a new Strategic Initiative.  The following Strategic Initiatives currently address poverty-related issues such as affordable housing, homelessness, food insecurity, and healthcare access.

• Work with the City of Tallahassee, Big Bend Continuum of Care, Kearney Center, and other local stakeholders to enhance engagement and awareness of resources available for individuals and families experiencing homelessness in order to support safe, stable, and inclusive neighborhoods.  (2023-54)
• Enhance the partnership with Capital Area Healthy Start Coalition, Inc. to implement its Service Delivery Plan to improve women and children’s health and health care access in Leon County.  (2023-56)
• Partner with the City of Tallahassee, Capital City Chamber of Commerce, and local stakeholders to spur economic growth and financial security in the neighborhoods that have historically experienced poverty and racial inequity through initiatives including Bank On Tallahassee.  (2023-46)
• Continue to support the Big Bend Continuum of Care in the coordination and implementation of the annual Point-In-Time Count to collect homeless data critical to securing state and federal funding.  (2025-94)
• Establish and implement line-item funding for local emergency homeless shelters in coordination and collaboration with community stakeholders including the City of Tallahassee and Children’s Services Council of Leon County.  (2024-72)
• Continue County support of primary healthcare through participation in Carenet in order to increase access to affordable healthcare for those in need.  (2022-24)
• Work with the City of Tallahassee on the development and implementation of the Neighborhood First Program to engage residents and develop plans to address poverty and inequity in targeted neighborhoods including 32304.  (2022-33)
• Coordinate with America’s Second Harvest of the Big Bend and the City of Tallahassee to conduct community meetings in the neighborhood block groups with greatest food insecurity to identify and address their specific barriers to food security. (2022-31)
• Continue to explore policies such as inclusionary housing and mixed housing developments to increase the stock of affordable housing throughout Leon County.  (2023-52)
• Continue to leverage County funding in partnership with local stakeholders to secure state and federal funding to build affordable rental housing for very low- and low-income families.  (2023-61)

 

Following the Board’s approval of this ratification item, Leon County’s Strategic Plan will be updated to include the new Strategic Initiatives.  Each new Strategic Initiative has been aligned with one of the County’s Strategic Priorities. Once finalized, both electronic and printed copies of the Strategic Plan will be provided to the Board and made available to the public.

This is the final year of the FY 2022 – 2026 Strategic Plan.  Upon ratification of this item, the Board will increase the number of County Strategic Initiatives from 102 to 119 over the five-year Plan period.  At the conclusion of FY 2026, an Impact and Progress Report will be published to highlight the County’s achievements based on the FY 2022 – 2026 Strategic Plan.  In addition, staff will begin planning for the new five-year plan for the 2027 Board Retreat.  This will include a Strength, Weaknesses, Opportunities, and Threats analysis of County services with input from County employees, employees of Constitutional Officers, as well as customers, residents, and other stakeholders of County services.

 

Options:

1. Ratify the actions taken at the January 26, 2026 Board Retreat.
2. Do not ratify the actions taken at the January 26, 2026 Board Retreat.
3. Board direction.

 

Recommendation:

Option #1

 

Attachment:

1. FY 2022 – 2026 Strategic Plan, updated January 2026