Item AMONROE COUNTY Ag'mg'h,
BOARD OF COUNTY 49
COMMISSIONERS
STRATEGIC PLAN
2013=2018
DRAFT DOCUMENT
Produced by:
Monroe County
Office of Management and Budget
NOVEMBER 2012
51
TABLE OF CONTENTS
Introduction............................................................................... P. 2
Strategic Plan Overview................................................................
• Plan Development............................................................ 5
• Plan Implementation.......................................................... 14
• Plan Results and Reporting .................................................. 15
Monroe County Draft Strategic Plan
• Monroe County Environmental Scan ........................................
• Vision, Mission and Values of Monroe County ............................
• Strategic Priorities of Monroe County ............................................. ....................................
• Strategic Priorities and Goals ................................................
• Strategic Priorities, Goals and Objectives (Chart) .........
....................
• Strategic Priorities, Goals and Objectives (List) ..........................
• Proposed Deliverables, Success Indicators and Measures ................
References...............................................................................
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39
INTRODUCTION
The Monroe County Board of County Commissioners (BOCC) has taken numerous actions in the
past several years toward the development of a Strategic Plan. In 2006, a consulting firm was hired
to embark on the development of a Strategic Plan. Through a series of workshops, that effort
resulted in a BOCC approved Mission, Vision and Values statement, and the beginnings of strategic
planning and performance management for Monroe County government.
In 2009, the BOCC approved an in-house effort, led by the County Administrator, to develop a
formal Strategic Plan for the County. Beginning then, the County facilitated two dozen public
meetings and generated surveys for the resident and business communities, which enabled us to
garner an understanding of the public's issues, needs and priorities.
Since 2010, we have continued to gather and analyze data and community feedback. The County
has undergone an extensive effort to update its Comprehensive Plan over the past two years. This
document the result of a major effort to compile recent data on everything from demographics to
levels of service. Significant community involvement was essential and numerous public workshops
were and continue to be held.
This past year, a number of workshops focused on hurricane evacuation modeling took place. As a
major public safety focus, with implications for future development in the Keys, these workshops
attract a high degree of community involvement as well, and offered another avenue for public
information -gathering on priorities and needs.
Monroe County has 24 citizen boards and committees that continually inform staff and
Commissioners of their priorities, issues and recommendations.
In addition, we amassed and reviewed over 20 operational master plans, studies, and guiding
documents that, in one way or another, describe the priority issues for Monroe County and the
Florida Keys.
Over and over the same issues emerge: government responsiveness, accountability and fiscal
health, water quality, community character and "livable" communities, environmental and habitat
preservation, the safety and adequacy of our roads and bridges, and quality of life issues (social
services, libraries, bike paths, parks and beaches, arts and culture.)
Monroe County's annual budget is itself a statement of priorities, and underscores each year in that
document the important issues of the County; including wastewater, the environment, public safety,
transportation infrastructure, and quality of life.
The first section of this document provides a cursory overview of the Strategic Plan's basic
components, a brief explanation of how it was developed, how we will link strategic planning to
performance measures and the budget, and how we will monitor and report the Plan.
The Monroe County draft Strategic Plan is presented in the second section. Driven by the
priorities expressed in multiple forums, the document recommends 3 Strategic Priorities, 9 Strategic
Goals, many Strategic Objectives, and a series of suggested deliverables, performance measures, and
key success indicators.
INTRODUCTION (cont'd) 49
The proposed Plan is organized in part by function and in part by Monroe County government's
divisional organization. Many goals, objectives and performance measures apply across all or several
divisions and departments (horizontal alignment), while others only apply to a single division or
department. Performance measures that support goals and objectives will apply at the top of our
organization and cascade down to the work of departments and to individual employees (vertical
alignment.)
Divisions and departments contributed to the development of the plan's deliverables and
performance measures. These may need to be further refined after consultation with the Board of
County Commissioners.
In many ways Monroe County has already embarked on the strategic planning and performance
management process. Responding directly to the community's ideas and critiques (from code
compliance to improved permit processing to setting and adopting greenhouse gas reduction targets);
focusing on results that are important to our citizens ($50M for wastewater); prioritizing and
implementing efficiencies within our operations (four years of reduced tax levies with no reduction in
level of service); setting annual priorities; and issuing an annual performance report ("State of the
County") are all performance management objectives. As a result, we are a more responsive, flatter,
leaner and more productive organization than we were a few short years ago.
The BOCC will review and discuss the draft, and then modify the Plan, as desired. We look
forward to working with the BOCC to formalize a Strategic Plan and begin the implementation of a
countywide performance management program.
STRATEGIC PLAN OVERVIEW
• The benefits of a Strategic Plan:
• Establishes priorities on what we will accomplish in the future and communicates to everyone
what is most important.
• Ensures planning and policy development is based on priorities.
• Provides a broad outline for resource allocation; budget priorities will reflect service priorities.
• Forces us to make choices on what we will do and what we will not do.
• Pulls the entire organization together around a single game plan for execution.
• Guides decision -making at all levels.
• Encourages long-term thinking.
• Improves performance and accountability.
• The Strategic Plan has the following components:
• Vision: What we want to be; a desired future; our best possible future.
• Mission: The reason we exist; a statement of purpose; why we are in business.
• Values: How our work is done; the principles that guide the actions, decisions, and behaviors
of County representatives at all levels of County government; how we do business.
• Strategic Priorities: The critical areas that need to be addressed for the County to move toward
its vision. (The draft Plan proposes three strategic priorities.)
• Goals for Each Priority. These are the important results that the County expects to achieve its
mission and sustain its priorities. (The draft Plan proposes 9 strategic goals)
• Obiectives for Each Goal. These are the outcomes that are necessary to ensure that the Goals
are attained or sustained. (The draft Plan proposes 32 strategic objectives.)
• Deliverables are the specific services, actions strategies, or initiatives that support the
objectives. (The draft Plan proposes scores of deliverables.)
• Performance Measures These are measures of our accomplishments, achievements, outcomes
that will indicate progress toward deliverables, and that an impact was made. (The draft Plan
suggests over 250 performance measures.)
• Key Success Indicators These are the "big" performance measures for priority outcomes. (The
draft Plan suggests 23 key success indicators)
• The Monroe County Strategic Plan will guide the scope and direction of County services based on the
priorities established by the BOCC. County divisions will then align their functions to the Plan's
strategic priorities, goals and objectives.
• The Plan also forms the foundation for the County's budget. Using the Plan as a framework, County
divisions will align their budgets to the priorities set forth in the Plan. Critical budget decisions
regarding the allocation of resources during our annual budget process will be evaluated for
consistency with and support of the Plan's strategic priorities.
• When all the pieces are in place, we will then be able to monitor and report measurable progress on
any number of specific outcomes. The County Administrator will report to the BOCC on the progress
toward or accomplishments of the Plan's objectives. An annual performance report to the community
will be produced to report to our constituents on how we are doing in addressing their priorities.
• A note on the connection between a Strategic Plan and Performance -Based Management: A Strategic
Plan lays out an agreed upon set of priorities, goals and objectives. Performance -based management
is a system that uses performance measurement information to manage and improve organizational
performance and to demonstrate achievement of or progress toward those goals and objectives.
PLAN DEVELOPMENT 0
• The proposed strategic priorities, goals and objectives, were developed in consideration of the
following:
• Community input
• Guiding documents and master plans
• Required functions of County government and state -mandated County government services
• Individual meetings with each of the County Commissioners to discuss the draft mission,
vision, values, priorities, goals and objectives
• Monroe County's current governance structure; and
• Monroe County's current demographics, economy, and its strengths, weaknesses, opportunities
and threats.
Community input is an essential part of ensuring that we develop strategic priorities and goals that
are consistent with the needs and desires of our citizens. In 2009, we conducted a major
community outreach effort with a series of meetings and surveys to gain an understanding of the
public's perception of County government operations, to assess the level of satisfaction with
County government services and to identify the services most important to our constituents. The
County conducted 24 public and focus group meetings, attended by almost 900 citizens, throughout
the Upper, Middle and Lower Keys of Monroe County with the following groups:
• General public
• Community groups (Last Stand, Habitat for Humanity, AARP)
• Homeowners' Associations
• Chambers of Commerce
• Rotaries and Lions Clubs
• Monroe County Library Advisory Board
• Realtors
• The County also administered a number of citizen satisfaction surveys. These surveys were sent
via mail, distributed in the Sunday edition of the local daily newspaper, distributed at public
meetings, and were available online at the County's website. There were 168 responses to the 2009
Resident Satisfaction Survey and 46 responses to the 2009 Business Satisfaction Survey.
The majority of respondents to the Resident Survey were full-time residents (91 %), homeowners
(89%), between the ages of 36-65 (82%), with annual incomes of $50,0004150,000 (63%). The
majority of respondents to the Business Survey were business owners or senior managers (98%).
Roughly a third were from the Upper Keys (36%), a third from the City of Key West (34%), and a
third from the municipal and unincorporated areas in between. A majority of respondents have
been in business for more than 15 years in Monroe County (62%).
The Strategic Plan Appendix contains more detailed information on community feedback. The
graphs and charts in the Appendix reflect the community's opinions and priorities. Environmental
protection, wastewater, transportation/infrastructure, spending/taxes, County government
performance, public safety and tourism emerge as clear priority areas for our citizens.
More recent forums for community input such as the Comprehensive Plan update workshops,
hurricane evacuation modeling workshops, and budget hearings, indicate that our citizens remain
focused on the same issues and priorities.
PLAN DEVELOPMENT (cont' d)
• Citizen input continues to come from a number of "listening posts" including:
• Monroe County's two dozen citizen advisory boards and committees
• Citizen feedback at meetings of the County Commission
• Planning Commission and Development Review Committee
• Public hearings
• Budget meetings and hearings
• Staff and Commissioner contact with public
• Citizen complaints, calls, emails
• Media
• Other local publications
The proposed priorities, goals and objectives were also developed in consideration of the needs,
and technical and regulatory mandates discussed in a host of operable master plans, studies, and
legislation including:
• Florida Keys Water Quality Improvements Program Management Plan (2006)
• Monroe County Sanitary Wastewater Master Plan (2000)
• Monroe County Storm Water Management Master Plan (2001)
• Year 2010 Comprehensive Plan
• Year 2030 Comprehensive Plan (Draft)
• Florida Keys Carrying Capacity Study
• Area of Critical State Concern Guiding Principles
• Capital Improvements Program (2010-2015)
• Comprehensive Emergency Management Plan (2007; 2011 is pending State and BOCC approval)
• Monroe County Local Mitigation Strategy (2010)
• The Florida Keys Hurricane Evacuation Model/Monroe County Hurricane Evacuation Clearance
Times Final Report (2010)
• All Hazard Emergency Plan (2009)
• Post Disaster Redevelopment Plan (2003)
• Livable CommuniKeys Plans
• Marine Management Strategic Plan
• Public Facilities Condition Assessment Report (2011)
• DOT Five -Year Work Program
• Florida Keys Scenic Highway Corridor Management Plan
• Florida Keys Scenic Highway Interpretive Master Plan
• Seven Year Roadway/Bicycle Plan
• Florida Keys Overseas Heritage Trail Master Plan
• Annual Monroe County Library Plan
• Monroe County Energy Efficiency Strategy
• Sustainable Vision Statement
• Monroe County Recovery Plan (2009)
Consideration of the statutory obligations of County government such as public safety, fire,
emergency medical services, jails, parks, public libraries, and social services to our elderly,
mentally ill, indigent and veterans, was yet another factor for consideration in developing the
proposed set of priorities, goals and objectives.
Finally, overall plan development incorporated both a review of the County's governance
structure, to understand the chain of command and how responsibilities are assigned (see p.7),
and an understanding of the County's current status (demographic, financial) and its strengths,
weaknesses, opportunities and threats. (see p. 17)
PLAN DEVELOPMENT: Monroe County GovemmenYs Organizational
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PLAN DEVELOPMENT: Monroe County Government's Core Services
Administrator: The County Administrator serves as the administrative head of Monroe County government,
and is appointed by the Board of County Commissioners. The County Administrator carries out the directives
and policies of the Board of County Commissioners and enforces all orders, resolutions, ordinances, and
regulations of the Board of County Commissioners, directs the preparation of the annual operating budget and
the Capital Improvement Program, executes the budget and capital programs, proposes policies to the Board of
County Commissioners, appoints division directors and department heads, and coordinates the management of
all departments. The County Administrator also represents county interests to the local, state and federal
governments.
• Attorney: The County Attorney is the legal advisor and provides legal services to the Board of County
Commissioners, the County Administrator, and divisions and departments under the supervision of the County
Administrator, and all County regulatory and advisory boards in all matters relating to their official County
duties.
• Airport: The Airport Department provides and maintains facilities for both Commercial Airlines and General
Aviation activities at the Key West International Airport and the Florida Keys Marathon Airport. The
Department is responsible for day to day operations of the airports including administrative services, building
and field maintenance, security and emergency response. Both airports are Federal Aviation Administration
Part 139 certified and are staffed and maintained to that standard. Commercial Air Service in Key West and
General Aviation activity in Marathon are vital to the economic wellbeing of both communities. More than 500
people are employed by agencies and businesses that serve the airports.
• Budget and Finance: The Budget and Finance Office, also known as Office of Management and Budget, is
responsible for the preparation, publication and administration of the annual budget. The office monitors
revenues and expenditures, performs multi -year budget forecasts, analyzes the effect of the State budget on the
County budget, prepares financial information for the Board of County Commissioners, public inquiries, credit
rating agencies, etc. The office manages the legislative advocacy program for Monroe County, purchasing and
procurement, strategic planning, and the County's human services funding program. The Office's mission is to
maximize the ability of Monroe County government to promote the economic well-being of the County in a
financially responsible and sustainable fashion.
• Emergency Services: The Emergency Services Division encompasses fire suppression, fire prevention,
emergency medical responses, including emergency transportation (air and ground), aircraft firefighting,
emergency management, and provides a countywide fire training academy.
• Fire Rescue: Through dual -certified, dual -trained Firefighter/Paramedics and Firefighter/EMTs, Monroe
County Fire Rescue responds to fires, vehicle crashes, medical and other emergency incidents to extinguish
the fire, mitigate the hazard, or provide medical aid to injured citizens and Key's visitors. Career
firefighters are assigned to seven of the eight fire stations [Stock Island, Big Coppitt, Sugarloaf (all -
volunteer), Cudjoe, Big Pine, Conch Key, Layton/Long Key and Tavernier.] Monroe County Fire Rescue
also staffs the Key West International Airport with firefighters trained for aircraft emergencies. Through a
cooperative partnership with the Monroe County Sheriffs Office, Monroe County Fire Rescue operates an
air ambulance service, Trauma Star. Trauma Star provides qualified trauma -related emergency and inter -
facility air transportation of sick and injured patients to out -of -county hospitals. Monroe County Fire
Rescue operates a countywide fire academy, training local volunteer and career firefighters in basic,
advanced, and hands-on firefighting and medical skills, including a multi -level training tower and burn
building. Monroe County Fire Rescue investigates fires of suspicious origin, conducts plans reviews and
on -site inspections of new and renovated commercial properties for fire safety compliance, and provides
fire prevention education.
PLAN DEVELOPMENT: Monroe County Government's Core Services
• Emergency Services:
• Emergency Management: The Emergency Management Department develops and implements plans for any
event that might impact the infrastructure of the County or the safety of its residents and visitors. Monroe
County Emergency Management plans, prepares, and coordinates emergency operations before, during and
after major events to mitigate their impact and coordinate recovery efforts. Monroe County Emergency
Management is specifically charged with operational leadership and coordination of all municipalities, private
partners, and state/federal agencies during emergencies, including hurricanes, our highest potential risk and
probability.
• Employee Services: The Employee Services Division is responsible for the human resources function for Monroe
County government. The Division contains five functional units: human resources, benefits, workers'
compensation, risk management and safety. Compliance and awareness of various labor laws, rules, and
regulations are important aspects of this division. The insurance programs managed within this division: group
health insurance, workers' compensation and liability insurance are parts of a modified self -insured program. The
Division provides responsive, efficient, customer -friendly, and equitable service for its customers (job candidates
and employees) in compliance with federal and state requirements.
• Extension Services: The Extension Services Department is responsible for addressing quality of life needs of the
community and providing life-long learning opportunities by conducting informal science -based community
education programs in traditional and emerging issues such as urban horticulture, family and community
development, marine fisheries and climate change. The educational programs are conducted by university faculty
based on input from local program advisory committees and the programs use university expertise when needed to
assist in community workshops or addressing emerging issues. Extension Services is a partnership between the
Monroe County Board of County Commissioners and the University of Florida with each contributing funding for
the programs.
• Growth Mana eg ment: The Growth Management Division is responsible for the administration of the departments
that impact development occurring within the areas of unincorporated Monroe County to ensure the quality of life
enjoyed by the citizens of Monroe County are maintained. Further, the Division is responsible for management of
the County's designation as an Area of Critical State Concern (ACSC) by the State of Florida including the
coordination the policies and programs that impact: growth management, water quality/wastewater/storm water,
and hurricane evacuation. Land acquisition is handled by the Land Authority under the ACSC. The Division
manages its responsibilities within a complex framework of federal, state and local development regulations. The
Division's administrative responsibilities include the development and monitoring of processes that ensure
fairness, consistency and accuracy with regard to permitting, development approvals and code compliance.
Given the regulatory nature of the Growth Management Division, it is difficult to measure our success in service
delivery based on residents "happiness" or "satisfaction." The very nature of providing oversight of development
or construction, based on life safety or growth management regulations indicates a need to "govern" our citizens to
prevent gross negligence or unsafe conditions.
The Growth Management Division is responsible for the following functions:
• Building: The responsibility of the Building Department is to protect the life, health, safety and welfare of
the community in the built environment and to prevent losses to life and property before they occur through
building permitting, plan review, inspections, the enforcement of floodplain regulations, contractor licensing,
and all other applicable laws, codes and ordinances.
PLAN DEVELOPMENT: Monroe County Government's Core Services
• Growth Management:
Code Compliance: The responsibility of the Code Compliance Department is to provide equitable,
expeditious and effective enforcement and educational efforts for compliance with building, zoning,
contractor licensing, vacation rentals, land development, floodplain (downstairs enclosures),
environmental, and other codes and ordinances that protect public health, life, safety, welfare, and our
natural resources which sustain and enhance the quality of life and property values of the citizens.
Geographic Information Systems: The Geographic Information Systems Office is responsible for the
storage and maintenance of the Growth Management Division's digital geographic data. The Office also
distributes/publishes this data to County staff and the public via Geographic Information Systems desktop
software and web mapping applications. The software tools utilized enables staff to perform complex
geographic analyses, problem solving and generate cartographic products for decision -making purposes.
Planning and Environmental Resources: The main responsibilities of the Planning and Environmental
Resources Department include responding to inquiries and offering customer service to the community,
providing professional policy recommendations to decision makers including the County Administrator,
Planning Commission, and BOCC, managing the schedule of the Development Review Committee and the
Planning Commission, and coordination between offices.
• Current Planning: The Current Planning Office is responsible for the development review, by means of
the administration, and amendment, of all ordinances applicable to land use and development in the
unincorporated areas of the County. The Office's main responsibilities include reviewing applications
for land development, including, but not limited to, building permits, conditional use permits, special
use permits, development agreements, and variances for compliance with statutes, regulations and plans.
In addition, the Office administers the County's mandated rate of growth ordinance (ROGO) and non-
residential rate of growth ordinance (NROGO) permit allocation systems; assists with capital
improvement planning; and responds to citizen inquiries and offers customer service to the community.
Planning activities also include Historic Preservation, Parks and Recreation, Hazard Mitigation, and
Affordable Housing.
• Comprehensive Planning: The Comprehensive Planning Office is responsible for the preparation and
implementation of the goals, objectives and policies of the adopted Comprehensive Plan. The adopted
Comprehensive Plan guides future growth and development to address major issues related to achieving
community goals and to respond to changes in state, regional and local policies of planning and growth
management. The main responsibilities of this Office include responding to inquiries and offering
customer service to the community, processing Comprehensive Plan amendments, updating the
Comprehensive Plan to ensure it is consistent with statutory requirements, as well as monitoring and
evaluating progress in implementing the Comprehensive Plan to fulfill the community vision for the
County.
• Environmental Resources: The Environmental Resources Office is tasked with the protection of the
unique natural resources of the Florida Keys. The staff of professional biologists reviews development
applications to ensure consistency with the Comprehensive Plan and land development regulations that
have been adopted to protect native upland habitat such as tropical hardwood hammocks and
wetlands/submerged lands. Biologists also review applications for consistency with the County's storm
water management regulations that have been adopted to protect the quality of our near shore
waters. Permit application review includes monitoring of potential impacts to federally endangered
species in accordance with the recently adopted Permit Referral Process. In addition, the Environmental
Resources Office oversees the Tier system and prepares Comprehensive Plan amendments and
associated land development regulations related to natural resource protection.
PLAN DEVELOPMENT: Monroe County Government's Core Services
• Growth Management:
• Planning and Environmental Resources:
Marine Resources: The Marine Resources Office provides for the protection of the marine
environment, the establishment of waterways infrastructure, and preservation of public water
access. The Office manages Boater Improvement Funds, maintains a Keys -wide system of aids to
navigation and boating regulatory zones designed to assist boaters and protect shallow water resources.
It also manages the Boater Improvement Funds. In coordination with other County departments, and
state and federal agencies, the Office addresses a wide variety of public concerns regarding boating and
waterways, disposes of derelict and abandoned vessels, and provides mobile pump out service for live -
aboard and transient boaters.
Transportation Planning: The Transportation Planning Office is responsible for coordination with
FDOT and the Monroe County Public Works Division for U.S. 1 roadway improvements, concurrency
management for transportation facilities, bicycle lanes and bicycle and pedestrian pathways, and
activities related to the Scenic Byways program. This Office is responsible for the acquisition and
management of grant funding for the administration of the local Transportation Planning Program and
for development of alternative transportation improvements. The Office also assists in the coordination
of traffic -related development applications that require communication between Current Planning
Office, the County's traffic consultant and FDOT.
• Information Technology: The Information Technology Department is responsible for the installation, support
and maintenance of the County's technology infrastructure, including all applications, technology infrastructure,
desktop computers, printers, and multifunctional devices, telephones, and mobile platforms. The Department
supports 50 Windows Servers, approximately 15 different applications, maintains and archives emails for all
users, and provides internet access for approximately 1,100 users in our data center located in Miami, including
the Property Appraisers Office, Monroe County Sherriff, the 16th Judicial Circuit Court, and the Clerk's Office.
The Department also operates the Monroe County Television Cable Channel (MCTV), the County's
government access cable channel 76 which broadcasts television programming throughout the Florida Keys.
MCTV also provides a digital stream of the broadcast which is available on the Internet from the County's
website. MCTV maintains a video on demand archive of all meetings that have been aired on the television
channel. The Department also supports all content of the website itself, including public notices and staff
contact information.
• Libraries: The Monroe County Public Library is the oldest library in South Florida, with written documentation
of its early days dating as far back as 1853. Though the formats and methods of the Library Services
Department have changed radically since those days, the mission remains positive and consistent: to meet the
changing needs of our communities throughout the Keys for information, education, and entertainment. The
Library Services Department offers materials in a variety of formats, from print to digital; programs for all age
groups, from toddlers through senior citizens; and access to electronic information resources through desktop
computers and wireless networking. The library catalog is available to our users 24/7 for reference, requests,
and renewals. Library cards are free to County residents, and onsite resources are free to visitors as well. There
is a broad collection of databases for patron usage, and a growing collection of digital materials for
downloading to a reading or listening device. The Department's goal is to spread the joy of reading and
appreciation of learning throughout our five branch communities: Key Largo, Islamorada, Marathon, Big Pine
Key, and Key West, and all points in between, with the desire that our resources will be used to improve the
quality of life for our users throughout Monroe County.
PLAN DEVELOPMENT: Monroe County Government's Core Services
• Public Works and Engineering: The Public Works and Engineering Division develops, constructs, operates, and
maintains the physical infrastructure of the County. This includes long-term capital planning for buildings, parks,
beaches, roads, and bridges. It also provides acquisition, maintenance, and eventual disposal of vehicles and
motorized equipment for most County organizations. The Division provides solid waste and recycling services for
the entire County, except Key West and Islamorada, and it manages the animal control services countywide. The
Division consists of eight departments, listed alphabetically, whose core services are as described below.
• Animal Control: The Animal Control Department provides animal control services countywide through three
private contractors operating animal shelters in Key Largo, Marathon, and Key West. The shelters provide all
animals in custody with proper care, nutrition, and shelter. The contractors provide an adoption service for all
adoptable animals that are not claimed by their owners. They ensure that all animals are properly vaccinated
and have valid county licenses.
• Card Sound Road Toll Authority: The Card Sound Toll Authority operates the toll booth 24 hours a day,
seven days a week. The Authority staff maintains the toll facilities and grounds and mows and cuts brush on
the right of way along Card Sound Road.
Engineering Services: The Engineering Services Department maintains and improves the County's
transportation infrastructure, which includes approximately 400 miles of roads and 26 bridges. Engineering
Services oversees the design and construction of transportation capital improvements projects such as bridge
repair projects, road paving and storm water management projects, and bicycle/pedestrian facilities such as
bike paths and pedestrian bridges. The Department issues right-of-way permits and monitors construction
activities within the County rights of way to ensure adherence to County standards and safety procedures. The
Department also acts as the liaison between the County and FDOT to coordinate on transportation issues that
arise within the County.
Facilities Maintenance: The Facilities Maintenance Department provides custodial services and maintenance
for all County facilities from Card Sound Road to Key West. Those facilities include housing for all of the
Constitutional Officers and elected officials of the County. It performs scheduled preventive maintenance of
all building systems as well as breakdown response. It plans and executes regular replacements of building
equipment as it becomes obsolete or the cost of maintenance exceeds the replacement costs. The Department
also operates the work order tracking system and manages contract services as needed to augment the
department's staff. The department supports more than 100 facilities with over 1 million square feet of office
space and more than 20 parks and beaches throughout the County. The Department provides all of the above
services to the Sheriff's correctional facilities with staff specialized in the procedures necessary for this
restricted environment.
• Fleet Mana eg ment: The Fleet Management Department services approximately 750 units at three County -
owned garages in Key West, Marathon, and Plantation Key. The Department is responsible for acquiring and
disposing of, maintaining, repairing, and providing fuel for the County fleet, which includes automobiles, vans,
trucks, heavy equipment, and more than 60 generators. It manages all outside warranty and specialty contract
repair work and operates a preventive maintenance tracking system for all vehicles under its care. It also
provides maintenance support for the Monroe County Sheriff's Department vehicles.
• Project Management: The Project Management Department manages the contracts for the design and
construction of Monroe County's new buildings, parks, and major renovations. It conducts studies,
assessments, and evaluations to determine the feasibility or desirability of various options for use of the
County's capital resources. Most recently, the Department executed and is implementing the Americans with
Disabilities Act (ADA) five-year transition plan, the Higgs Beach Master Plan, and is now undertaking a
countywide review of building space utilization.
PLAN DEVELOPMENT: Monroe County Government's Core Services
• Public Works and Engineering: I"
• Roads and Bridges: The Roads and Bridges Department provides routine maintenance of County roads and
rights of way, and bike paths. This includes trimming trees, mowing, street sweeping, striping, signage, shoulder
work, local drainage improvements, and pothole repair on an ongoing basis. The Department also provides the
first line of response for post storm clean up and operates most of the County's heavy equipment. The
Department works in close coordination with Engineering Services.
• Solid Waste and Recycling: The Solid Waste and Recycling Department oversees contracts with four private
franchise collectors, each of which serves a specific area of the County, specialty contractors for household
hazardous waste and a -waste (electronics), and a solid waste disposal operator. Solid Waste operates three
transfer stations, where the waste is prepared for transportation to out -of -county recycling or waste to energy
facilities. The Department also provides education and public awareness to encourage residents and businesses
to reduce their waste and increase recycling, organizes regular recycle collection events, and operates an
outreach program to encourage increase the percentage of materials recycled from the County waste stream.
• Wastewater: The Wastewater Department partners with the Florida Keys Aqueduct Authority (FKAA) to plan,
fund, construct, and operate advanced wastewater treatment systems in the unincorporated areas of the County.
The Department leads the County effort to obtain outside funding, develops internal funding sources, and
collaborates with the Office of Management and Budget and the County's financial advisors to obtain funds for
the construction of the wastewater treatment systems. The Department also oversees development of tax rolls to
collect local source funding and, in concert with the Housing Authority, seeks financial support for low-income
residents to defray the costs of sewer connections.
Social Services: The Social Services Department provides a number of life -sustaining services, primarily assisting
disabled individuals, senior citizens, families with young children, the working poor, and those individuals who are
unable to be assisted by other community programs. The Department provides resources, financial assistance, and
information to assist clients in need or in a crisis situation. Our programs include Low -Income Home Energy
Assistance Program, Monroe County Transit, Weatherization Assistance Program, Nutrition Program, Special
Needs, and In -Home Services Program. These programs provide a number of services, such as home delivered
meals, personal care, in -home and/or facility -based respite, homemaking, chores, and transportation. In addition,
Social Services operates Bayshore Manor, the only assisted living facility in Monroe County.
Sustainability: The Sustainability Office is intended to guide the County in becoming more "green" and
environmentally supportive in various focus areas. These areas include the development of sustainability policy
formulation, energy management and reduction initiatives, alternative energy and fuel source options, eco-friendly
purchasing policy guidance and sustainable capital development processes. Sustainability is the quality of not being
harmful to the environment or depleting natural resources, and thereby supporting long-term ecological balance.
The County must continually employ new sustainable technologies to protect the environment and best serve our
residents and visitors. The Office's mission is to promote an understanding of the value of sustainability, climate
change, and related energy needs.
Veterans Services: The Veterans Affairs (VA) Office assists veterans, military retirees, active duty personnel and
their families to obtain benefits from the Veterans Administration. These benefits include assistance with receiving
compensation for service -related disability and for not service -connected pension, qualifying and enrolling in the
VA health program to include outpatient treatment and hospitalization, burial allowances and widows' benefits,
enrollment in VA GI educational benefits program, applying for a VA home loan guarantee program, VA insurance
claims, applying for state benefits through Florida Department of Affairs, and transportation to the Miami VA
Medical Center. The Office also provides any other assistance needed to help veterans, widows, or family in
obtaining any benefits that they are eligible for and provides counseling and direction to obtain those benefits.
STRATEGIC PLAN IlvIPLEMENTATION 0
• Action Plans implement specific actions and strategies to support or achieve the Strategic Plan's
priorities and goals. They are separate working documents that link the Strategic Plan's broad vision to
day-to-day operations and budget expenditures.
• Each division and department will develop an annual Action Plan that will discuss its functions,
services, initiatives and activities in terms of supporting of a number of goals and objectives in the
Strategic Plan.
• Each Action Plan will have these components:
• Strate i�mme : Each division and department will
identify which Strategic Priorities, Goals, and
Objectives it addresses, and will align its
services and activities to those.
• Deliverables: Each division and department
will indicate a list of deliverables (specific
services, programs, actions, new initiatives)
for the year, with timelines and lead roles.
• Performance Measures: Each division and
department will list measures that can be used
to track and measure progress toward
achievement of goals. There are different types
of performance measures.
• "Ou uts" reflect what a division or
department does and are a good record
of the volume of work performed by
County employees.
"Outcomes" focus on how well a division
or department performs by concentrating
on quality, effectiveness and efficiency.
Used in combination, these reflect a complete
picture of agency performance. (These are
discussed in more detail on the next page.)
Report
Results
Annual
L
cete ofty)
Manage Work
Processes
Operate programs
Record service
levels, Measure
\ progress,
efficiency,
effectiveness
Strategic
Plan
Mission
Priorities and Goals
Results
Process to
continually
refocus on
services that
make the most
difference
[:1
Action
Plans
Identify Division/Dept
Programs/Services
Determine success
indicators/measures
Budget
Submit annual
budget request
with Action Plan
Allocate /
Resources
• Division Expenditure Budget: Divisions will submit their Action Plans as part of their annual budget
requests in the annual budget process. They will detail the expenditures needed/anticipated to deliver
their services and accomplish their goals. (Their traditional budget requests will be augmented to
include the Strategic Plan alignment and performance measure information.)
• Annual Action Plans will be reviewed/approved as part of the normal budget process and executed
throughout the year.
• Evaluation/Review: In preparation for each new budget year, deliverables and performance measures
and targets will be reviewed to see if we're on track, and will be modified as needed.
STRATEGIC PLAN RESULTS AND REPORTING
• The data that tells us that we're achieving results on our Strategic Plan are performance measures.
They ask: What was achieved? How efficiently was the work done? How were citizens helped by the
effort? They link the overarching goals and objectives for the County down to departmental
objectives and individual employee responsibilities.
• Quantifying and tracking performance measures will make management decisions more informed.
However, developing meaningful measures and indicators takes time and thought. Part of the overall
strategic planning effort is to begin that process.
• There are different types of measures (see chart on next page). Currently we tend to focus on outputs
(measures of how much work we accomplish). These are also called leading indicators, because the
amount of work we do leads to (or should lead to) an outcome.
• By learning to use these other types of measures, in combination with outputs, we will get a far better
overview of the quality, efficiency, and results of services and programs. There are many suggested
measures and indicators provided in the draft Plan (pages 24-38). This is meant to be helpful and to
give an idea of the types and diversity of measures. However, it may be practical to initially choose a
small set of meaningful performance measures and targets, and expand upon the those gradually, as
staff becomes more knowledgeable and skilled in this process.
• We will have to determine which performance measures to use to get to our objectives, and then set
specific targets for the performance measures we choose. They should be relevant, specific,
quantifiable, easy -to -understand, challenging but attainable, and time -bound.
• We will need to keep in mind our different audiences as well. Some performance measures may be
technical, such as compliance with a technical floodplain regulation. These are relevant to staff
members who are responsible for maintaining compliance with the regulations of a particular state or
federal agency. However, many of our residents might only want to be assured of their safety.
• Each year, each division's services, actions, initiatives, and performance measures will be reviewed
and evaluated, as part of the annual budget process.
• Our current budgeting software, GovMax v. 5.0, integrates strategic planning and performance
management with budgeting, and will enable divisions and departments to input, track, and monitor
measures and indicators.
• A cascade of performance measures will reach all levels of County government and each individual
staff person; and each is accountable for work linked to the objectives in the Plan. With GovMax we
can drill down to the employee level, with name, position, job description, deliverables, actions, and
indicator measures assigned to every single staff person. (Per direction from the BOCC to develop a
system that incorporates employee performance into merit raises, staff evaluations are currently being
modified to incorporate the achievement of performance measures related to strategic goals and
objectives, as a partial basis for determining merit raises.)
• GovMax software also allows us to create performance reports or "scorecards" on our progress across
any or all of our measures and indicators. Quarterly scorecards will help us gauge progress. Overall
performance and attainment of objectives will be reported to the community annually via a State of
the County or the Annual Report.
• Performance information can also be incorporated into various existing channels of communication,
such as the budget documents, newsletters, status reports, County television, and the County website.
• Performance, accountability, and transparency, a
demonstrate to our citizens how it is aligning its
outcomes set forth in the Strategic Plan.
e all strengthened because the County can clearly
services and resources to the objectives, goals and
STRATEGIC PLAN: Types and Examples of Performance Measures
Measures /
Definition
Example
Target Example
Indicators of
Performance
Input
Value of resources used to
Total Dollars spent
produce an output; processes
# of personnel
and strategies we implement
# of labor hours worked
• Facilities costs
• Capital equipment used
• # of permit applications
received
Output
Outputs are what we do,
Library books checked out
• Increase circulation rate by x
activities we carry out,
Purchase orders issued
percent
quantitative measures of
Riders transported
• Increase number of
workload; number of products
Emergency response calls
inspections to x times per
or units of service provided.
Number of clients requesting
month or by x percent
They are activity -oriented,
services/ number served
• Reduce number of workplace
measureable, and usually
Building plans reviewed
accidents by x
under managerial control.
Number of budget transfers
posted
• Number of vehicles repaired
• Tons of waste collected
• # of permit applications
reviewed
Efficiency
Inputs used per unit of output
• Cost per unit of service (cost
• Reduce unit cost of service
(or outputs per input).
per response, cost per waste
by x
ton collected.)
• Expenditures (for x service
• # of plans reviewed per
per capital
reviewer
• Response time
• Invoices processed per FTE
• Annual benefit cost per FTE
• Cost per person/ passenger
/service recipient
Service Quality
Degree to which customers
• Percent of respondents
• Increase by x percentage the
are satisfied with a program,
satisfied with service
clients who rate service as
or how accurately, or timely a
• Avg # of days to process permit
good or excellent
service is provided.
application
• Average response time for
• Average response time or wait
fire calls is maintained at x
time for a service
minutes
• Average days to address a
• Reduce processing time for
work order
building permits by x days
• % of projects completed on time
Outcome
Qualitative consequences or
• Reduction in fire deaths/injuries
• Maintain rate of fire deaths
impacts associated with a
• Reduction in energy use/GHG
and injuries as x% of
program/service, ie, the
emissions
population
ultimate benefit to the
• Enhanced citizens safety due
• X percent of citizens indicate
customertcommunity; the final
to adequate risk reduction
that they feel they know
results of County
information and education.
where to get information and
.government's work.
• Increase in ain't of open space
are prepared in case of an
Outcomes focus on the "why"
• Total operating revenue as % of
emergency
of providing a service. (They
cost
Quantity of open space
canbe immedlate,
• Decrease in complaints
increased by x %
intermediate; and long-term.)
• Increase in property values
0 Adoption rate of shelter animals
MONROE COUNTY ENVIRONMENTAL SCAN:
THE CONTEXT FOR OUR STRATEGIC PRIORITIES
Overview
Monroe County is the southernmost county in Florida and the United States. It is home to the unique island
chain of the Florida Keys. The Florida Keys possess unique environmental conditions not found anywhere else
in the United States. It is home to approximately 73,000 residents. There are five incorporated municipalities
within the County: Islamorada, Layton, Key Colony Beach, Marathon and Key West. Monroe County's Board of
County Commissioners is the governing authority in all other unincorporated areas.
Demographics
Monroe is a rural county with the highest cost of living in the State of Florida. Limited land, distance from
the mainland, the high price for housing, utilities and insurance, and costs associated with complying with federal
statutes designed to protect our fragile ecosystem put a high cost burden on Monroe's residents. According to the
2010 census, the County has experienced an overall population decline of 8% since 2000. However, the loss in
permanent population is equivalent to the gain we've experienced in seasonal population in that same period. The
County's functional population (a combination of both) is projected to increase in the next decade. Our
population is aging slightly too; 44% of the population is 50 and older. A smaller, older population may present
workforce and service challenges in the future. Our citizens have higher levels of education and literacy, a lower
poverty level, a lower unemployment rate, and a higher per capita income than that for the state and nation.
However, a disproportionate number of our children and young adults live at or below 200% of the federal
poverty level, a disproportionate number of infants and children are placed in foster care compared with the state
and nation, and our numbers of uninsured adults and children at 200% of the federal poverty level also exceed
state and national levels.
Environment
Monroe County is located in a state -designated Area of Critical State Concern, encompassing the Florida Keys
and portions of the mainland. We are steward to nine nationally protected areas, including the National Marine
Sanctuary with the largest living coral reef in the U.S., Dry Tortugas National Park, Everglades National Park,
Big Cypress National Preserve, and 32 federally endangered and threatened species. Managing appropriate levels
of development amid responsible stewardship of the unique Keys' land and marine ecosystems is a significant
responsibility of Monroe County government, and a highly significant issue for our citizens and stakeholders.
Monroe County's economic engine and largest industry is tourism, indicating that the County's economic well-
being is interdependent on the quality and protection of our natural resources and beauty.
The future health of fisheries and coastal resources of the Gulf of Mexico as a result of the BP oil spill, the
possibility of future oil drilling, as well as climate change and its impact on sea -level rise are new challenges and
areas of strong concern.
The Florida Keys' Geography
The linear geography of the Florida Keys is both a strength and a challenge. The chain of islands extending
into the Gulf of Mexico offers a unique showcase of the Keys' environment. It also creates a significant
dependence on safe, well -maintained transportation infrastructure. Monroe County is responsible for over 1,500
county roads and 26 county bridges. Our residents and businesses are also dependent upon U.S. 1 and the over
40 bridges under the jurisdiction of the State of Florida. The distance of most of Monroe County from the
mainland also means higher -priced goods and services and presents workforce challenges for the business
community. The lengthy span of islands also contributes to the creation of distinct communities in the upper,
middle, and lower Keys that often exhibit disparate needs and desires, creating additional challenges for County
government.
SCAN (cont'd)
Public Safety / Emergency Management
The Florida Keys has been determined by the National Weather Service to be the most hurricane -prone area in
the United States. In addition, U.S. 1 is the single evacuation route for residents and tourists during emergencies,
underscoring the need for vigilant preparation, coordination and management of emergency operations before,
during and after major storm events. The linear nature of the Florida Keys also provides challenges in the provision
of fire and emergency medical response due to the distances between fire stations for supplemental back-up
response and negative effects to response time and service delivery. Monroe County is charged with operational
leadership and coordination of all municipalities and a myriad of State and Federal agencies during emergencies.
Comprehensive emergency management is perhaps the most critical role of County government.
The Local Economy
The economic downturn that began in 2008-2009 appears to have leveled off. Property values have stabilized
and estimates for revenues such as the infrastructure sales tax are higher. Income indicators are well above state
and national averages, and at 4.9%, the County's unemployment rate continues to trend well below the average for
the state and the nation. As an international environmental treasure, the Florida Keys attract almost 4 million
visitors from all over the world each year. Tourism, including sport fishing, accounts for 60% of Monroe County's
economy; one out of every two jobs is related to tourism. Occupancy rates, airline and cruise passenger numbers
and other indices inform us that the tourism industry sector is strong and vibrant. Tourism, and the rise in seasonal
population, also mean an increased taxing of our natural resources. This balance is an on -going challenge. Other
top economic drivers include the presence of the U.S. Naval Air Station and commercial fishing. Both are clearly
strengths, though they are not without their challenges. The Navy's requirements for military training activities
contribute to already demanding land use and development issues. Commercial fishing is heavily dependent upon
the continued health of near shore and offshore waters.
Wastewater
Looming large, financially, among Monroe County's governmental responsibilities is wastewater treatment.
The Florida Keys has undertaken one of the largest clean water infrastructure projects in the United States. The
State of Florida, in order to comply with the federal Clean Water Act requires all homes and businesses in the
Florida Keys be connected to advanced wastewater treatment systems by December 2015. The degradation of
water quality is of extreme concern as it threatens the fragile and complex marine ecosystem of the coral reef and
the Florida Keys National Marine Sanctuary. This ecosystem is also the lifeblood of the State and local commercial
fisheries and marine -based tourism economy.
The $935 million price tag to sewer the entire Florida Keys, is a large -- maybe even the largest -- federal/state
mandate facing small local government. The onerous costs for completing wastewater construction continues to be
of singular concern and focus for Monroe County. Funding has largely derived from local sources and this stands
as evidence of the County's commitment to protecting the environment.
This past summer, however, the State of Florida appropriated $50M to Monroe County for wastewater
infrastructure, and has enabled us to devise a realistic funding plan to complete the County's final, and largest
project, the Cudjoe Regional System. Also, this past November, citizens approved an extension of the County's
one cent infrastructure sales tax, ensuring another critical funding source.
County Budget
Due to its sound financial policies and its proactive stance early on and throughout the national economic
downturn, Monroe County's budget is healthy and stable, with robust reserves and an excellent bond rating. For
the fourth year in a row, Monroe County has reduced its ad valorem tax levy, without major impacts to services,
through a combination of workforce reductions, reduced spending and increased efficiencies.
The changing roles and relationships between state and local levels of government however remains a critical
challenge, and one that looms beyond our control. The state legislature continues to shift costs and responsibilities
to local governments. As state government continues to sort out its priorities and approaches to critical services, it
is likely that local governments will be asked to share more of the burden. Several legislative and constitutional
property tax initiatives have been enacted over the past few years that have restricted tax revenues and reduced the
effectiveness of home rule. Other revenue sources available to local governments, such as local option sales tax,
are limited and largely controlled by State leaders reluctant to authorize new sources of funding. Continuing to
work with state legislators on revenue sources, service responsibilities and mandates will continue as major
challenges in the immediate years ahead.
VISION, MISSIONAND VALUES OF
MONROE COUNTY
Vision Statement:
Working and learning together to protect the diverse community and the
natural resources and habitat that make Monroe County a unique and
preferred place to live and visit.
Mission Statement:
To provide outstanding public service responsive to the needs of our
citizens, our unique community, and our environment.
Values/Guiding Principles:
+ Integrity (truthful, committed, acknowledging of mistakes, doing the right thing)
•i• Shared purpose (our success is interdependent on one another, both inside County government and with the
community, residents, and businesses at large)
4• Competence (continuous improvement, seeking to do the entire, right job the first time)
i' Accountability (individual and collective responsibilityfor our behavior and performance; highest
professional and ethical standards.)
'i• Adaptive management (pro -active, flexible, quickly adapting to changes in political and financial
conditions; independent and collaborative problem solving.)
•i' Courageous communication (honest, ethical, principled communication, collaboration and
problem -solving.)
•i• Sense of Stewardship (responsibly managing the resources entrusted to us.)
Note: The Vision and Mission statement above were approved by the BOCC in May 2006 The "7 C's" values that were also approved in
May 2006, are proposed to be replaced with the values/guiding principles listed above.
MONROE COUNTY STRATEGIC PRIORITIES
I.
Provide
Excellent
Governance
MISSION:
To provide outstanding public
service responsive to the needs of
our citizens,
our unique community,
and our environment.
U
H.
Practice
Environmental
Stewardship
I. PROVIDE EXCELLENT GOVERNANCE
1
III.
Promote
Community Safety,
Health And Well -Being
"Monroe County will continue to raise the standard of excellence
in the service it provides to its citizens "
II. PRACTICE RESPONSIBLE ENVIRONMENTAL STEWARDSHIP
"Monroe County is committed to the preservation and sustainability of its
unique and fragile environment."
III. PROMOTE COMMUNITY SAFETY, HEALTH AND WELL-BEING
"Monroe County will ensure safety and promote the best possible
quality of life for its citizens. "
MONROE COUNTY STRATEGIC PRIORITIES
Mission: Provide Outstanding Public Service
Responsive To The Needs of
Our Citizens, Our Unique Community
and Our Environment
Strategic
Priorities:
I. Provide Excellent
Governance
II. Practice Environmental
Stewardship
Strategic
Goals:
rA. 1 B. C. A. B. C.
Fiscal
Strength
And
Stability
Responsible
Excellent,
Manage-
Efficient,
ment of
Equitably -
Physical
Delivered
Infrastructure
Public
and
Service
Capital
Assets
Responsibly
-Managed
Growth and
Community
Planning
Preserva-
tion of the
Environ-
ment
and
Natural
Resources
Promotion of
Energy
Conservation
and
Sustainability
111. Promote Community
Safety, Health
and Well -Being
A.
14
B.
C.
Public Safety
Effective
Health,
Committed
Emergency
Social,
to Saving
Manage-
And
Lives
ment
Life-long
Enrichment
Services
STRATEGIC PRIORITIES, GOALS AND OBJECTIVES (Chart)
Provide Outstanding Public Service
Responsive To The Needs of
Mission:
I. Provide Excellent
Strat°ic Governance
Priorities:
W W
A.
B.
C.
Fiscal
Responsible
Excellent,
strategic
Strength
Management
Efficient,
Goals:
And
of Physical
00 Equitably -
Stability
Infrasatru ure
Delivered
nd
Public
Capital
ServIi'ce
I,
Assets
Our Citizens, Our Unique Community and
Our Environment
II. Practice Environmental Ill. Promote Community Safety,
Stewardship Health
and Well -Being
W W W W W
14
A.
OF ' 14
B.
14
C.
opI 4
A.
0
B.
I
C.
Responsibly-
Preservation
Promotion of
Public Safety
Effective
Health,
Managed
04
of the
Energy
Committed to
Emergency
Social and
Growth and
Environment
Conservation0*4
Saving Lives
Manage-
Life-long
Community
and Natural
and
ment
Enrichment
Planning
Resources
Sustai Inability
Services
0.
strategic
Effective
Wastewater
Competent,
Objectives:
allocation of
and storm
cost-effective,
resources to
water
responsive,
meet current
that protects
transparent
and future
water quality
County
operating and
and ensures
government
capital needs'
-public health*'
services
2.
2.
2.
Safe, well-
Professional
Stable,
maintained
County
filovernment
protected
transportation
reserves
'nfrastructur
workforce
3.
3.
3.
Affordable,
Safe,
Effective use
competitive tax
functional,
of technology
levies
cost-effective
to enhance
County
services and
q
buildingscommunica-
tion lo
`Best -value"
gas,
4.
services,
Safe,
assets that
functional,
support
cost-effective
County
County fleet
operations
S.
S.
Safe, well -
Sound, cost-
maintained,
I
effective
enterprising
management
airports
Sound,
Environmental
Reduction of
Provide fire
Hurricane
Accessible
long-range,
protection/
County
and
preparedness
health and
comprehen-
Habitat
Government
emergency
response,
social services
sive
protection
operational
medical
and resilience
for vulnerable
land use
energy use and
services
citizens
planning
GHG emissions
2.
2.
2
2'
2.
2.
Non -
Effective and
Current,
Marine
Community-
Provide fire
Hurricane
timely
community-
and
wide
safety and
emergency
services for
based
coastal
sustainability
prevention
response
veterans
planning
protection
and adaptation
capacity
(Livable
3.
Communities)
3
3
Accessible,
Fire Rescue
pertinent,
Protection of
infrastructure,
land modern
open space/
training.
library
Preservation
and
services
of scenic
equipment
and natural
4.
resources
Supporting
environment
for arts and
culture
S.
Empowering
science -
based
informal
education
programs
of risk,
6.
workers
6.
Effective,
comp., and
f
Well-
f
humane
group
maintained,
animal
insurance
and accessible
control
County parks
services
and beaches
STRATEGIC PRIORITIES, GOALS AND OBJECTIVES (List)
PRIORITY I. Provide EXCELLENT GOVERNANCE
GOAL A. Responsible Management of County Budget to Ensure and Sustain Fiscal Strength and Stability
Objectives:
(1) Effective allocation of resources to meet current and future operating and capital needs
(2) Maintain stable, protected reserves
(3) Maintain affordable, competitive tax levies
(4) Procuring "best -value" goods, services and assets that support County operations
(5) Sound, cost-effective management of risk, workers' compensation, and group insurance
GOAL B. Responsible Management of Physical Infrastructure and Capital Assets
Objectives:
(1) Wastewater and storm water systems that protect the quality of near shore, offshore and ground water,
and ensure public health
(2) Safe, well -maintained, multi -modal transportation infrastructure (roads, bridges, bike lanes/paths)
(3) Safe, functional, cost-effective County buildings
(4) Safe, functional, cost-effective County fleet
(5) Safe, well -maintained, enterprising airports
(6) Well -maintained and accessible County parks and beaches
GOAL C. Excellent, Efficient, Equitably -Delivered Public Service
Objectives:
(1) Competent, cost-effective, responsive, transparent County government services
(2) Professional County government workforce
(3) Effective use of technology to streamline government operations, enhance County services to our
citizens, and communicate with public
PRIORITY II. Practice ENVIRONMENTAL STEWARDSHIP
GOAL A. Responsibly Managed Growth and Community -Based Planning to Ensure Livable
Communities
Objectives:
(1) Responsible development through sound long-range, comprehensive land use planning
(2) Ensure current, community -based planning and compliance to promote livable, safe communities
GOAL B. Preservation of Environment and Natural Resources
Objectives:
(1) Environmental protection/ Habitat protection
(2) Marine protection and coastal protection
(3) Protection of open space/ preservation and promotion of natural and scenic resources
GOAL C. Promotion of Energy Conservation and Sustainability
Objectives:
(1) Reduction of energy use/greenhouse gas (GHG) emissions in County government operations
(2) Promotion of community -wide sustainability and adaptation planning
PRIORITY III. Promote COMMUNITY SAFETY, HEALTH, AND WELL-BEING
GOAL A. Public Safety Committed to Saving Lives and Protecting Property
Objectives:
(1) Provide fire and emergency medical services
(2) Provide fire safety and prevention
(3) Adequate Fire Rescue infrastructure, training and equipment
GOAL B. Effective Emergency Management that Minimizes Risk and Loss of Life and Facilitates Short
and Long -Term Recovery
Objectives:
(1) Hurricane preparedness, response, and resilience
(2) Non -Hurricane emergency response capacity [terrorism, hazardous materials, oil spills, nuclear]
GOAL C. Diverse, Abundant Health, Social and Life-long Enrichment Services
Objectives:
(1) Accessible health and social services for vulnerable citizens
(2) Effective and timely services for veterans
(3) Accessible, pertinent and modern library resources
(4) Supporting environment for arts and culture, including historical heritage awareness
(5) Provide empowering science -based informal educational programs
(6) Effective, humane animal control services
DELIVERABLES AND MEASURES
Goal I -A: Responsible Management of County Budget to Ensure and Sustain Fiscal Strength and Stability
OPERABLE
STRATEGIC DELIVERABLES
KEY SUCCESS
SUCCESS INDICATOR
LEAD
OBJECTIVES IMPLEMENTATION STRATEGIES
INDICATOR
MEASURES
PAL.SATE NSR
RESP
• Completion of an annual, balanced operating and
capital budget
• Provide BOCC, public and department staff with timely,
accurate, and high quality financial information
• Ensure a capital improvement plan
• Bond rating evaluation by Moody's,
• Utilize effective budgeting and cost accounting practices
Standard and Poor, and Fitch
• TRIM compliance
• Government Finance Officers
• Bi-annual update of the County Cost Allocation Plan
Association award
• Maintain/monitor 62 funds, including 1 General Fund, 5
• Trim compliance letter
ad valorem funds, 13 capital funds, 9 municipal service
• % expense variance (quarterly)
taxing units, 1 debt service fund, 6 enterprise funds, 4
• % revenue variance (quarterly)
internal service funds, 21 special funds and revenue funds
• Fund balance as percentage of
• Provide revenue and expenditure forecasting
revenue
• Maintain no more than 5% variance between estimated
• Debt coverage ratios
and actual revenue and expenditure forecasts
• Resident satisfaction: percentage of
National
residents who agree that the County
• Ensure adequate revenue streams
uses tax dollars wisely
Accounting
• Ensure responsible debt management
Monroe County's
• Timely response to all requests for
Standards
• Budget support and consultation to all County
budget forecasts
(GAAP, GFOA,
departments
budget is pro-
•Timely review of contract summaries
and GASB )
• Provide timely, regular expenditure tracking against
actively and
. # and value of grant applications and
adopted budgets
responsibly
funding opportunities pursued
• Maximize revenues by pursuing grants, legislative
managed.
• FEMA reimbursement percentages
appropriations, and other opportunities for funding of
per storm event
State Florida
services, programs and infrastructure
• Leveraged dollars from County
Budgeting
• Monitor state and federal legislation for financial
funding to human service
Standards
impacts, threats, and opportunities; advocate against
organizations
unfunded mandates and cost -shifts from state
• # and level of legislative issues
monitored per session
government
Federal and
• Ensure adequacy of processes for FEMA emergency
State Grant
funding and/or reimbursement post -storm event
Requirements
• Explore operational efficiencies through municipal and
regional cooperation
Monroe County
OMB/
Continual
BOCC Budget
Shared
improvement in
Policies
• Maintain/protect reserves in all funds
the percentage
• Regular monitoring of reserve levels in all funds
of Citizens that
• Comply with BOCC reserve policies
state they get
good or excellent
value for the
' % of cash reserves
taxes the a
they y
' Historic and seasonal tax trends
• Maintain stable tax rate by pursuing cost -saving and
• Various comparative per capita
revenue -enhancing measures that reduce need for
metrics
County taxpayer funding; pursuing federal, state, and
• Economic development opportunities
other funding and financing strategies that reduce the
pursued to support and diversify tax
need for County taxpayer funding; and pursuing legislative
base
actions and reforms that reduce mandates
• Maintain a strong tax base
County
Admini
• Diversify property tax base
strator/
OMB
DELIVERABLES AND MEASURES in
Goal I -A: Responsible Management of County Budget to Ensure and Sustain Fiscal Strength and Stability
STRATEGIC DELIVERABLES
OBJECTIVES IMPLEMENTATION STRATEGIES
KEY SUCCESS
INDICATOR
SUCCESS INDICATOR
MEASURES
OPERABLE
PAL.SATE NSR
LEAD
RESP
• Acquire "best -value' goods and services
in a timely manner
• Design and implement effective
• # of purchase orders
purchasing policy for all requests for
• # of requests for proposals/ requests for
proposals and contracts
quotations
• Reduce # of days to process requests for
• Implement improvements for a streamlined
proposals
and responsive procurement process
• Reduce # of bids issued
Monroe County
• Manage open, competitive procurement
• # of days to process bid invitations
Purchasing
• Reduce % of goods and services
Policy
and cost-effective purchasing services
contracts that require modifications (other
• Monitor and negotiate professional fees
than time)
• # of pre -qualified firms
• Encourage performance -based
Monroe
• Reduce professional services agreement
contracting
internal processing time
County's budget is
• Provide training on procurement issues
pro -actively and
and skills for key staff in user departments
responsibly
managed.
OMB
• # of safety violations by department
• # of unannounced safety field
inspections
• # of non -conformances found in
unannounced safety field inspections
• # of investigated incidents/ accidents
• # of safety trainings
• # of defensive driving trainings
• Employee Satisfaction surveys
• Total dollar amount of paid risk claims
• Total dollar amount of risk insurance
• Ensure that County is adequately
recoveries
protected and insured against claims
Continual
• Total dollar amount of paid risk insurance
improvement in the
premiums
• Minimize accidental losses and reduce
percentage of
• Workers compensation medical,
risks related fleet, property, and work
Citizens that state
prescription and indemnity claim dollars
environment
they get good or
paid
excellent value for the
• Insurance recoveries (workers
• Maintain/strengthen Workers
taxes they pay.
compensation excess)
• # of workers compensation medical
Compensation and Group Insurance Funds
claims
• Maximize opportunities to improve health
• # of workers compensation non -medical
and safety of employees
claims
• Workers compensation lost time (in
• Promote an accountable and safety
hours) due to accidents (including
conscious work environment.
fatalities)
• # of health fair participants
• Employee satisfaction surveys from
health fair participants
• Average cost of benefits per enrollee:
medical and prescription
• % of eligible employees participating in
the health insurance benefits program
• # of employees contributing $50/month
for the health insurance premium
• Prescription premiums dollars received
• Medical premium dollars received
HR
DELIVERABLES AND MEASURES
Goal I-B: Responsible Management of Physical Infrastructure and Capital Assets
STRATEGIC
OBJECTIVES DELIVERABLES
KEY SUCCESS
INDICATOR
PERFORMANCE MEASURES
OPERABLE
MASTER
PLANS
LEAD
RESP
• Provide sanitary wastewater treatment and
collections facilities
• Provide funding plans to support
• Completion of Cudjoe Regional
implementation of wastewater projects, design
Wastewater project
Florida Keys
and support services for wastewater projects
• Increased resident satisfaction with
Wastewater
• Provide functional storm water drainage to
wastewater services
Plan
minimize flooding•
(on roadways, maintenance
Increased resident satisfaction with
prevention of flooding on major and side
Storm Water
of ditches and culverts, proper drainage on
Monroe County is
streets
Master Plan
private property)
effective in ensuring
• % of central sewer system customers
• Develop a cost-effective plan to eliminate
the improvement and
connected to systems
Manual of
direct storm water discharges into canals
protection Of near
' # of complaints about flooded County
Storm Water
• Ensure compliance with statutory
shore water
streets
Management
requirements and consistencywith
�
quality.
. Costs Per year to maintain drainage
Practices
Comprehensive Plan
systems on County streets
• Ensure compliance with level of service
PW/En
standard
/GM
• % of road/bridge infrastructure in
excellent, fair and poor conditions (based
• Ensure safe, well -maintained, attractive
on the Pavement Condition Index or
roadways and rights -of -way [1,537 county
Monroe County is
sufficiency ratings)
roads (389 miles), rights -of -way,
effective in ensuring
• # of requests for road improvement
patching/paving, guardrails, cleaning, storm
that its infrastructure
versus # completed
water drainage, signage.]
is safe, operates as
' $ value of road and bridge contracts
CIP
• Maintain safety of 26 county bridges
efficiently as possible,
' Increased resident satisfaction with
• Incorporation of FDOT's Five -Year Work
and improves quality
management of traffic flow on County
Program into the Capital Improvement
Of service to citizens.
roadways
DOT 5-Year
Schedule
. Increased resident satisfaction with
Work Plan
appearance, cleanliness, landscaping,
• Plan, oversee and administer road and
road signs, street flooding, pavement
bridge improvement/repair contracts
• Existing miles of marked/designated
7-Year Bike
• Transportation policy coordination
bike lanes (dedicated bike paths,
Roadway and
• Develop a Transportation Strategy Master
sidewalks, and shared right of way)
Bicycle Path
Plan
• # of vehicular accidents, injuries and
Plan
• Develop and improve transportation
deaths
alternatives (bus service, bike lanestpaths)
• # of cyclist injuries and deaths
• Develop strategies to reduce trips on U.S. 1
• # of riders on mass transit system
Storm Water
(explore park and rides)
Continual
' # of recorded pedestrian/vehicle
Master Plan
• Timely removal of storm debris from
improvement in the
conflicts
roadways
. # of complaints about flooded County
percentage of citizens
streets
Overseas
• Facilitate development of bicycle lanes
that rate Monroe
• Costs per year to maintain drainage
Heritage Trail
• Ensure compliance with level of service
County's roads and
systems on County streets
Master Plan
standards
bridges and bike
• Lane miles of County roads resurfaced
• Maintain an updated, multi -year County road
paths as
• % of 7-year road plan completed
ram maintenance r
program
safe, anduate adequate,
•Increase in average Pavement
Corridor
• Maintain an accurate, updated County road
Condition Index for County roads
Management
and bridge condition inventory
aesthetically pleasing.
(weighted by length)
Plan
• Continue to coordinate with municipalities to
• Reduce length of County roads with
further facilitate mass transit in the Keys
Pavement Condition Index less than X
• Seek grant funding for multi -modal
• Increase average bridge sufficiency
improvements
rating
• Reduce % of bridges with low
sufficiency ratings
PW/Eng
/GM
DELIVERABLES AND MEASURESlddmshb
Goal I-B: Responsible Management of Physical Infrastructure and Capital Assets
OPERABLE
STRATEGIC DELIVERABLES
KEY SUCCESS
PERFORMANCE MEASURES
MASTER
LEAD
OBJECTIVES
INDICATOR
PLANS
RESP
• Provide integrated facility and project
management services
• Ensure adequate facilities to meet current and
future operating and service needs
• Standardized maintenance program for over 100
• $ value of capital projects completed
buildings for County operations, County services
• 80% of capital program improvement
(fire stations, libraries, Bayshore), constitutional
milestones met on schedule
officers, judicial, public safety, and detention
• % of projects completed on time
operations, with over 1M square feet
• Facility condition index
• Providelassist with design, oversight services, bid
• Operating expenses per square foot
document development and bid phase services for
( County facilities)
• /o of facilities meeting ADA compliance
CIP
capital projects
• Increased resident satisfaction with
• Recommendations for better utilization and cost
functionality and aesthetics of County
reduction strategies
facilities
• Become ADA compliant
• Actual versus projected capital project
• Complete a space evaluation plan incorporating all
costs within 5% variance
County services and implement a long-term space
Continual
. Dollar per sq. ft. to maintain each
utilization model
improvement in
building
• Perform regular reviews of County facilities for
the percentage of
• % deviation from aggregate budget
suitability of use, looking at modification to improve
citizens that rate
safety, function and cost-effectiveness.
Monroe County
• Ensure aggregate budget of all departments are
facilities as safe,
met.
functional, and
accessible.
PW/En
• Ensure adequate, safe, well -maintained garage/
fuel facilities to meet current and future operating
• # of fleet vehicles
and service needs
• Workload equipment per mechanic
• Ensure all County vehicles and units are replaced
• Dollar per vehicle per year to maintain
based on residual values and what is in the best
• Reduce $ value of deferred/
interest of the County
preventative maintenance
• Maintain safety of over 750 County and Sheriff
• Average miles on retired vehicles
units maintained in County garages as well as safety
• Average age of retired vehicles
of County's vehicle operators and citizens who
• Standard deviation of the age/mileage
operate their personal vehicles on our roadways
of retired vehicles
•, Minimize the size of the County's fleet, expand
use of pool vehicles
Continual
• Reduction of fleet equipment maintenance backlog
improvement in
the percentage of
• Operate the airport in a safe, efficient, and fiscally
citizens that rate
responsible manner
parks and
. Improve customer and resident
• Ensure compliance with all FAA requirements and
satisfaction with airport services
County standards
beaches as
• # of incoming and outgoing air
• Provide and maintain a facility for air travel and
clean,
passengers
associated/ complementary businesses and services
accessible and
Airports
appealing.
• Maintain over 100 acres of parks and beaches (21
Higgs Beach
separate facilities)
• Increased resident satisfaction with
Master Plan
• Develop a Parks and Recreation Management
quality of park or beach facility,
Recreation &
Master Plan for existing County -owned parks
cleanliness, accessibility
Parks Master
• Prepare beach management plan
• % of beach erosion areas re -nourished
Plan
• Monitor ongoing renovation projects
• Dollar per acre to maintain
• Monitor/address beach erosion
• Conditions Assessment of existing
Livable
• Actively seek revenue generation opportunities
Parks and Beaches
Communikeys
that offset park and beach maintenance
Plan
PW
DELIVERABLES AND MEASURES
Goal I-C: Excellent, Efficient, Equitably -Delivered Public Service
OPER.LEAD
STRATEGIC
DELIVERABLES
KEY SUCCESS
PERFORMANCE MEASURES
E
OBJECTIVES
INDICATOR
PAL NS
RESP
• Services are delivered competently and
courteously
• Increased resident satisfaction with quality
• Develop internal procedures to ensure quick and
of service received from County employees
timely resolution of constituent issues
• % who agree that that they were treated in
• Facilitate citizens' interface with County
Continual
a courteous and professional manner
government; use technology to provide ease of
• % who agree that they were able to get
access
improvement in the
their questions answered or concern
• County information is accurate, is available to and
public's view of
resolved
readily accessible by the public through a variety of
County services.
• % who agree that County employees went
means.
the extra mile
• Identify and utilize specific actionable items that
• % who agree that Monroe County delivers
result in cost savings and efficiencies
excellent public service
• Encourage County employees to be innovative
• Increased satisfaction with available
and entrepreneurial in resolving issues
mechanisms for community input
• Regular progress reporting to BOCC and citizens
• Increased satisfaction with level and quality
• Promote intergovernmental coordination between
of County communications
• Increased resident satisfaction with the
County and municipalities and with neighboring
availability of information about County
counties, state and federal governments to increase
services
effectiveness and responsiveness and to anticipate
Continual
• Improved satisfaction with quality of
and resolve regional concerns
improvement in the
website
• Utilize technology methods to educate and inform
percentage of citizens
• % of County achievement of performance
citizens of departmental information
that rate County
targets
• Continually update departmental websites
government services
• Average response time to complete
• Promote volunteerism countywide
as professional,
request for public records
• Promote citizen engagement and outlets for input
citizen -focused,
. Cost per degree-day electric cost for each
• Alignment of services with community's needs and
building (normalized for cost of power)
desires
effective, efficient,
• Develop mechanisms to ensure integrity of
equitably delivered,
Shared
erformance data
accountable, and
transparent,
. # of annual performance appraisals with
excellence rankings
• Recruit and retain a highly qualified workforce
• Promote employee accountability and
• % of non -probationary employees
performance
receiving regular performance reviews
• Promote and enforce high ethical standards
• Average number of employees on payroll
• Apply and carry out personnel policies and
per month
regulations for recruiting, hiring, and career
• # of resignations of those employed less
advancement
than 3 years
• Build new competencies within departments, and
• # of in-house promotions, # of new hires
develop critical skills for accomplishing the County's
• Training hours per employee
mission
• Employee satisfaction with trainings
• Identify, develop, and promote use of existing and
• New employment applications processed
new policies and programs to improve recruitment
Continual
• % of employees represented by Union
and retention.
• # of collective bargaining sessions between
Personnel
• Provide a streamlined and effective recruitment
improvement in the
p
Union and management
and
and hiring system
percentage of citizens
• # of grievances filed
Policies
• Develop a performance evaluation tool that links
that rate the County
• # of grievances resolved before reaching
Procedure
individual/office/department performance to strategic
government
arbitration/FMCS/Career Servicestep
Manual
goals and motivates, and rewards high performance
workforce as
• # of worker compensation lost time
incidents due to accidents (includingfatalities)
• Establish and communicate measureable
competent,
individual performance requirements; provide
committed, and
• Annual turnover rate (%)
regular feed back on performance, including timely
customer-
• % of staff with Bachelor's degrees
evaluations
satisfaction -oriented.
• % of staff with Master's and higher level
• Develop and implement standardized customer
degrees
service training across all County departments
• % of staff with specialized certifications
• Develop training programs to build competencies
• # and types of training and professional
and share knowledge throughout the organization
development opportunities
• Promote wellness in order to create productive
• Average employment recruitment period
and healthy workplace
• # of FTEs per capita
• Minimize the number and length of position
-Average time to fill a position vacancy
HR/
vacancies
• Average time to process a new hire
Shared
DELIVERABLES AND MEASURES
Goal I-C: Excellent, Efficient, Equitably -Delivered Public Service
STRATEGIC
OBJECTIVES DELIVERABLES
KEY SUCCESS
INDICATOR
PERFORMANCE
MEASURES
OPERABLELEAD
MASTER
PLANS
RESP
• Provide the County's IT and
telecommunications infrastructure and
operational support (24/7)
• Provide desktop support and help desk
services for County staff
• Provide application services, including
supporting and maintaining GIS and electronic
document management
• Provide County data management and
information security programs
• Network Uptime System Wide
(System availability) > 99.5%
• Maintain excess system capacity to
Continual improvement in
• Network Latency System Wide
accommodate growth
the percentage of
(System speed) < 50 milliseconds
citizens/users (internal
• Network Throughput and
• Ensure smart and coordinated IT
Utilization (System bandwidth)
investments
and external) that rate the
. Email and Message Archiving >
County s technology
99.5%
• Ensure/maintain/promote current employee
infrastructure network as
• Department Specific
technical knowledge and skill set
good or excellent in
Applications > 99.5%
ensuring successful
• # of County website page hits
• Consult with County departments on skills
communication, and/or
• # of County website unique
training and specialized software needs
management control,
visitors
. # of County website page views
• Utilize technology to minimize unnecessary
and/or the timely delivery
. # of MCTV viewers
vehicle travel when possible
of services.
# of work orders complete
• Amount of time per work order
• Utilize technology to provide our
User satisfaction surveys > 3 out
constituents with new service channels and
of 5
new methods of participation in the governing
process
• Utilize County Website to provide
information and promote awareness of County
programs, projects and services
• Utilize MCTV to air videos, Public Service
Announcements, County Commission and
Planning Commission and various special
meetings and workshops
IT/
Shared
DELIVERABLES AND MEASURES
Goal II -A: Responsibly Managed Growth and Community -Based Planning to Ensure Livable Communities
STRATEGIC DELIVERABLES
OBJECTIVES
KEY SUCCESS
INDICATOR
PERFORMANCE
MEASURES
MASTER OPERABLE
PLANS
LEAD
RESP
ACSC Guiding
Principles, Rule 28-
20 FAC/Work Plan
Comprehensive
Plan
• # of private applications reviewed for
Land Development
consistency with the Comprehensive
Regulations
• Implementation of the goals and policies in
Plan and Land Development
Livable
the Comprehensive Plan and updates to
Monroe County
Regulations
• # private
of applications reviewed for
P pp
Communikeys
reflect legislative changes
ensures balanced
consistency with the Comprehensive
Plans
• Processing of amendments to the
development to protect
Plan and Land Development
Big Pine Habitat
Comprehensive Plan and Land Development
P P
and preserve the
Regulations without error
• # of Comprehensive Plan
Conservation
Regulations
environment and
amendments reviewed and processed
natural resources.
• # of Land Development Regulation
Take Permit
Take Permit
• Future land use guidance that ensures
amendments reviewed and processed
orderly and balanced land use management,
• Improved resident satisfaction with
FEMA/FWS Permit
protects environment, preserves community
development and land use
development
t and
Referral Process —
character, and promotes sound economic
ons
Biological Opinion
base, consistent with the Florida Keys
• Completion of research, studies and
Carrying Capacity Study
other tasks for the implementation of
Capital
the Comprehensive Plan and the
Improvement Plan
• Implementation of State of Florida Rule 28-
Continual improvement
development of policy
20 including the State Work Program
in the percentage of
recommendations
Florida Keys
• Comprehensive Plan Evaluation and
citizens that believe
• # of Work Program task items
Carrying
Capacity Study
Appraisal Report updates and amendments
Monroe County
achieved
• # of multi -modal transportation
is effective in
Corridor
• Coordination and communication on
protecting our land and
facilities in the planning stage
. # of scenic highway projects
Management Plan
current and long range planning efforts with
marine environments.
implemented
citizens, developers, environmental groups,
• # of miles of Overseas Heritage Trail
7-Year Road and
internal and external departments, and
constructed
Bridge Plan
government agencies
• # of community gaps removed from
Overseas Heritage Trail
Florida Keys
Scenic Highway
Corridor
Management Plan
Florida Keys
Overseas Heritage
Trail Master Plan
GM
DELIVERABLES AND MEASURES Adqk
Goal II -A: Responsibly Managed Growth and Community -Based Planning to Ensure Livable Communities
STRATEGIC DELIVERABLES
OBJECTIVES
KEY SUCCESS
INDICATOR
PERFORMANCE
MEASURES
MASTER OPERABLE
PLANS
LEAD
RESP
• Administration of the Comprehensive Plan and
• # of private applications reviewed for
Land Development Regulations
consistency with the Comprehensive Plan and
Land Development Regulations
• Administration of the Residential and Non-
• # of private applications reviewed for
Residential Rate of Growth Ordinance (ROGO &
consistency with the Comprehensive Plan and
ACSC Guiding
NROGO) permit allocation systems
Land Development Regulations without error
Principles, Rule
• # of Comprehensive Plan amendments
28-20 FAC/Work
• Development review/approvals, while
reviewed and processed
Plan
maintaining level of service requirements for
• # of Land Development Regulation
roads, water, sewer, surface water, and
amendments reviewed and processed
Comprehensive
parks/recreation
• Improved resident satisfaction with
Plan
development and land use policies/decisions
• Implement community master plans for
• Improved public satisfaction of customer
Land
individual/groups of islands under the Livable
service
Development
CommuniKeys program including amendments to
• # of development applications reviewed and
Regulations
Comprehensive Plan, Land Development
processed
Regulations and other actions identified in these
• # of development applications reviewed and
Livable
plans, pending funding availability
processed without error
Communikeys
• # of residential rate of growth ordinance
Plans
• Compile and disseminate policy, demographic,
(ROGO) allocation applications submitted and
environmental and planning information to
processed
Big Pine Habitat
citizens, developers, other departments and
• # of non-residential rate of growth ordinance
Conservation
governmental agencies
(NROGO) allocation applications submitted
Plan/Incidental
and processed
Take Permit
• Preservation and enhancement of "Florida Keys"
Continual
• # of affordable housing applications
community character
improvement in
submitted and processed
FEMA/FWS
p
• #and monetary value of transportation
Permit Referral
• Monitor existing and future affordable housing
the percentage of
grants applied for and received
Process —
needs and implement incentive programs and
residents that
• Staff to establish standards for improved
Biological
plan/code text amendments to encourage private
rate their
resident and contractor understanding as to
Opinion
developers to construct additional affordable
Communities as
what constitutes an acceptable submission in
housing
"livable" and
order to achieve efficient permitting
Capital
• # of building permits applied for and issued,
Improvement
• Administer fair, effective, efficient, and
safe.
with construction value of each
Plan
considerate permitting and code administration
• # of inspections annually and per inspector
required by building code compliance per Florida
• Improved resident and contractor satisfaction
Florida Keys
Building Code
with process for building permitting, plan
Carrying
review, and inspections
Capacity Study
• Electronic Plan Review and interactive voice
# of floodplain inspections
response phone system
• # of cases opened
Corridor
• # of inspections
Management
• Floodplain compliance, including downstairs
• # of courtesy notices
Plan
enclosure and FEMA
• # of notice of violation/notice of hearing
• # of cases closed in compliance after the
7-Year Road and
• Ensure safety of buildings and compliance with
courtesy notice was issued
Bridge Plan
Monroe County code of ordinance through fair and
• # of cases in compliance or signed stipulated
effective code compliance, including voluntary
agreements after notice of violation/ notice of
Florida Keys
compliance before official violations are
hearing
Scenic Highway
processed, pending severity of violations
• # of cases heard by Special Magistrate
Corridor
• # of citations issues to contractors
Management
• Expand the availability and ease of use of the
• # of cases heard by the Contractors
Plan
GIS system to improve staff efficiency and
Examining Board
productivity
• # of cases mitigated without foreclosure
Florida Keys
action
Overseas
• Expand the availability and ease of use of the
• # of multi -modal transportation facilities in
Heritage Trail
GIS system for the public
the planning stage
Master Plan
• # of scenic highway projects implemented
• Coordinate current and long range planning
• # of miles of Overseas Heritage Trail
efforts with other County departments
constructed
• # of community gaps removed from
Overseas Heritage Trail
GM
DELIVERABLES AND MEASURES
Goal II-B: Preservation of Environment and Natural Resources
OPERABLELEAD
STRATEGIC
KEY SUCCESS
PERFORMANCE
DELIVERABLES
MASTER
OBJECTIVES
INDICATOR
MEASURES
RESP
PLANS
ACSC Guiding
• Implement County and coordinate State and Federal
Principles
environmental regulatory programs to preserve and/or
maintain and/or minimize loss of environmentally
• # of private development
Comprehensive
sensitive land including wetlands and uplands
proposals reviewed for consistency
Plan
with the Comprehensive Plan and
• Administer and update the Tier System to direct
Land Development Regulations to
Capital
growth to appropriate areas and protect
9P
encourage protection of natural
Improvements
environmentally sensitive lands
resources
Program
• Implement Big Pine Key Habitat Conservation
• # of private proposals reviewed
Plan/incidental Take Permit for Big Pine Key/No
for Tier overlay revisions
Florida Keys
Name Key
Monroe County
• # of permit referral process
Carrying
• Implement Federally Required Permit Referral
ensures balanced
reviews processed
Process (Bio opinion — 9 federally protected species)
development to
' # acres of coastal, wetland and
Capacity Study
upland habitat protected/restored/
• Assure proper mitigation of impacts to habitat
protect and
acquired overall within Monroe
Corridor
• Work with Land Authority to prioritize land
preserve the
County (depending on funding
Management
acquisition
environment and
levels and willing sellers)
Plan
• Encourage Land Authority to acquire land that is
natural resources.
• # acres of coastal, wetland and
environmentally sensitive and that would alleviate
upland habitat protected/restored/
Derelict Vessel
takings liability for development pressures related to
restored overall within Monroe
Removal
private property vested rights
County
Program
GM
• # of private development
• Assure Surface Water management is completed
proposals reviewed for storm
Post Disaster
utilizing best management practices
water and drainage
Marine Debris
• Amount and use of Boater
Improvement Funds
Removal
• # of navigational aides installed/
Working
• Protection of marine environment, coastal habitats,
maintained
Waterfronts
fisheries, coral reef
• # of derelict vessels removed
Preservation
• Provision of maritime infrastructure
• # of pump outs
Master Plan
• Public Waterfront Access
• Boating issues, mooring fields
Upper Keys
• Shoreline protection
Vessel Sewage
Pump out
• Working Waterfront preservation and enhancement
Continual
Program
• Coordination with wastewater and storm water
improvement in
GM
projects.
the percentage of
Keys -Wide
citizens that
believe Monroe
• # of boat ramps funded and
Mooring Field
System
County
constructed
• # of publicly accessible scenic
Channel Marking
is effective in
overlooks created
Master Plan
protecting our land
. # and monetary value of
• Preserve and enhance natural areas, natural parks,
and marine
alternative transportation grants
National Marine
and wildlife refuges
environments.
• # of publicly accessible water
Sanctuary
access points
Management
• Enhanced pedestrian and bike paths
• Facilitate 8-10 scenic highway
Plan
public meeting per year
• Enhance recreational and scenic resources
• # and monetary value of local
Boating Impacts
transportation impact fees
Management
• Encourage beautification and open space along US
allocated to the construction of
Plan
1
bike lanes, paths and sidewalks
• Miles of Overseas Heritage Trail
The Four Point
• Ensure access to publicly -owned passive recreation,
constructed
Plan
trails, and open space areas
• Improve public satisfaction with
Comprehensive
boat ramps, parks, beaches,
pedestrian and bike paths, and
Boat Channel
other public areas
Marking Plan for
the Florida Keys
GM
DELIVERABLES AND MEASURES
Goal II-C: Promotion of Energy Conservation and Sustainability
STRATEGIC KEY SUCCESS PERFORMANCE OPERABLE LEAD
OBJECTIVES DELIVERABLES INDICATOR MEASURES MASTER RESP
PLANS
• Implement the recommendations and strategies in
the County's Energy Efficiency Conservation Strategy
for county facilities and operations (facilities, fleet,
public street lighting, park lighting, airports) to reduce
energy consumption and greenhouse gas emissions.
• Develop a master greenhouse gas list for buildings,
equipment, vehicles, and consumption information
• Develop verifiable date for calendar year 2010 to
evaluate whether consumption has varied since the
2005 baseline
• Create a 2010 energy consumption inventory and
begin to compile a 2011 inventory
• Continue to achieve milestones in the ICLIE Cities
for Climate Protection Campaign
• Set guidelines for reducing energy use and costs;
develop/define energy goals and make
recommendations for use reductions
• Continue to install energy saving retrofits to County
facilities
• Continue to address fuel consumption reduction
actions in fleet
• Expand recycling in County facilities
• Implement water conservation initiatives in County
facilities
• Promote sustainability awareness of County
employees
• Encouragelpromote technology and video-
conferencing to reduce fuel use
• Finalize the Climate Action Plan for the County
• Continue to participate in the Southeast Regional
Climate Compact and its development of the Regional
Climate Action Plan
• Improve transit system for community and tourism
use
• Improve multi -modal transportation network on
County roads and U.S. 1.
• Encourage County employees to be innovative and
entrepreneurial in resolving issues.
• Increase energy efficiency of County facilities
• Ensure all newly constructed County facilities are
certified by the Florida Green Building Certification
Achieve Monroe
County target goal to
reduce GHG emissions
and associated energy
costs for county
operations by 20% by
2020.
Continual improvement
in the percentage of
citizens that believe
County government
policies and practices
reflect sound
environmental
principles.
Achieve State interim
recycling goals: 40%
by201Z 60%by2014;
70% by 2018.
• Develop an annual
greenhouse gas (GHG)
emissions inventory
• Decrease County's
electricity consumption
by x percent
• Reduction of fleet
diesel fuel use by x
percent
• Decrease county's
greenhouse gas (GHG)
emissions resulting from
electricity and fuel use
• Reduce county paper
consumption
• Savings in energy costs
• # of green County
facilities (certified by the
Florida Green Building
Council)
• # of facilities with
energy retrofits
• % of employees who
power down computers
at night
• # of employees who
use mass transit to
commute to work
• # of employees who
walk or bike to work
• # of County facilities
that have completed a
level 2 energy audit
• # of County facilities
that have implemented
energy conversation
measures
20% Target
Strategy
(Resolution 067-
2010)
Monroe County
Energy Efficiency
Strategy
(Reso 102-2012)
Sustainable
Vision Statement
Florida Green
Building Code
Coalition's green
building standard
for County -
owned buildings
(Reso 147-2010)
Comprehensive
Plan
Solid Waste
Master Plan
County
Administrator/
Eng/PW/
Extension
Services/
DELIVERABLES AND MEASURES
Goal II-C: Energy Conservation and Sustainability -
STRATEGIC
OBJECTIVES DELIVERABLES
KEY SUCCESS
INDICATOR
PERFORMANCE
MEASURES
OPERABLE
MASTER
PLANS
LEAD
RESP
Achieve Monroe
• Solid Waste stream reduction: consider the strategies
County target goal
and recommendations discussed in the 2012 City of Key
to reduce GHG
20% Target
West Solid Waste Master Plan
emissions and
Strategy
• Follow-up on BOCC's direction to Climate Change
associated energy
(Resolution 067-
Advisory Committee to develop yard waste recycling
costs for county
'Reduce the amount of
2010)
and composting recommendations
Operations by 20%
solid waste (in tons)
by 2020.
• Public education/outreach on collection programs and
• # of buildings certifed
under the Florida Green
Monroe County
services and recycling
Building Certification
Energy Efficiency
• Monitor climate change indicators and trends and
• # of facilities that have
Strategy
completed a level 2 energy
(Reso 102-2012)
analyze potential impacts
audit
• Participation in regional efforts and collaborations
• # of facilities that have
implemented energy
• Promote green building and sustainable development
conversation measures
Sustainable
• Increased use of local
Vision Statement
(reduce consumption of water and energy, eco-friendly
Continual
grey water
building materials and landscaping, use of natural light
improvement in the
• Increase in residential
and heat)
percentage of
and commercial recycling
• Encourage FGBC/LEED certification for new
citizens that believe
rates
Florida Green
residential and commercial construction
County government
' Improved satisfaction
Building Code
policies and
with curbside recycling
Coalition's green
• Increase gray water/rainwater harvesting
practices reflect
services
. Community greenhouse
building standard
for County -
Sound
gas emissions
owned buildings
• Adaptation planning; continue to monitor state
environmental
• Community average daily
(Reso 147-2010)
legislation and participate in SE Regional Climate
principles.
water consumption
Compact efforts to study, define and designate
• # of employees who use
Adaptation Action Areas
mass transit to commute to
work
Comp -
• Promote sustainability awareness in the community
• # of employees who walk
prehensive Plan
• Maintain robust partnership with OF Extension
or bike to work
Services
Achieve State
• Improve transit system for community and tourism use
interim recycling
Solid Waste
• Improve multi -modal transportation network on County
goals: 40% by 2012,
Master Plan
roads and U.S. 1.
60% by 2014; 70%
by 201 &
County
Administrator/
PW/Extension
Services/
Shared
DELIVERABLES AND MEASURES
Goal III -A: Public Safety Committed to Saving Lives and Protecting Property
OPERABLE
STRATEGIC DELIVERABLES
KEY SUCCESS
PERFORMANCE
MASTER
LEAD
OBJECTIVES
INDICATOR
MEASURES
PLANS
RESP
• # of incidents responded to
• Provide emergency response to fires, medical
• # of vehicular accidents on
emergencies, vehicular and other accidents with injury
roads
and transportation of patients to appropriate medical
• Response times
facilities including the regional trauma center through
• # of fire deaths/ injuries
cross -trained firefighter/emergency medical personnel
(civilian and firefighter)
• Air Medical transport services (Trauma Star)
• Value of fire loss
• Fire and emergency response to aircraft
• Satisfaction with
emergencies at airports
emergency/ambulance services
• Work in close collaboration with our public safety
• Increased satisfaction with fire
partners, Monroe County Sheriffs Office
Monroe County is
services
• Provide air transports for
prepared for
stroke and STEMI patients
Emergency
emergencies and
direct to specific hospitals
• # of air transports — resident
Svcs
can respond
and non-resident, interfacility
effectively to
hospital to hospital and
minimize risk,
emergency 911.
• Fire safety code building plan review and compliance
injury and loss of
• # of building plans reviewed
to prevent and mitigate fires and promote safety
life, and property
' # of CO inspections
• Investigate, log, and generate reports for suspicious
damage.
conducted
structure fires
-# of buildings in compliance
• Inspect all new and remodeled commercial
• # of hydrants/ wells inspected
properties
bi-annually
• Promote outreach and education to promote fire
• # of new hydrants/ wells
installed
safety and prevention
• Update pre -incident plans for
• Train children in fire, life safety and prevention/ visit
all target hazards
schools and daycare facilities
-Number/types of community
Continual
education programs offered
improvement in the
Emergency
percentage of
Svcs
citizens that believe
Monroe County is
effective in
preserving and
• Increase in the performance,
• Ensure sufficient facilities, training and equipment
Protecting Citizen
education and safety of
• Development and delivery of training programs;
safety
firefighters
cross -training of firefighter/emergency medical
. # and types of firefighter
personnel
training courses
• Adequate Fire Stations
• # of students passing
• New Fire stations - completion of Stock Island and
Firefighter 1 class; Firefighter 2
class
Conch Key
• Maintain/service emergency
• Maintain Fire Training Facility
apparatus
• Ensure adequate Fire rescue vehicles and
• Present emergency apparatus
equipment
annual replacement plan to
• Installation and maintenance of fire hydrants
BOCC for consideration and
• Ensure adequate Public Safety Communications
appropriation
equipment maintenance and upgrades (Radios,
' Complete restroom facility at
portable and mobile)
the Training Academy
Emergency
Svcs
DELIVERABLES AND MEASURES
Goal III-B: Effective Emergency Management that Minimizes Risk and Loss of Life, and Facilitates
Short and Long -Term Recovery
STRATEGIC
OBJECTIVES DELIVERABLES
KEY SUCCESS
INDICATOR
PERFORMANCE
MEASURES
OPERABLELEAD
MASTER
PLANS
RESP
• Maintain updated standard operating procedures
for all emergency protective measures
(evacuations, sheltering, mutual aid agreements,
etc.)
Monroe County is
• Emergency logistics, mitigation and recovery
prepared for
• Develop and maintain Emergency Management
emergencies and can
Plans
respond effectively to
• Adequately equipped Emergency Operation
injury minimize risk,
Center
and loss and
• Lead/ensure full intergovernmental coordination
dlife,
property damage.
of municipalities and state agencies
• Improved resident satisfaction
• Community education and awareness
with quality of County's
• County positioned for FEMA emergency
emergency preparedness
CEMP 2011
assistance and reimbursement
• All departments knowledge of their roles and
• #and types training
responsibilities with regard to emergency
exercises and drills
protective measures, care of vulnerable citizens,
• # and type of grants obtained
and clean-up and recovery
to fund personnel, equipment
Monroe County
• Identify and protect critical infrastructure to
and training
Recovery Plan
ensure continuity of operations
o
• /o of residents who state that
2009
• Develop County Division/Department-level
Emergency
standard operating procedures for hurricane
Monroe County is able
they are prepared for a
Svcs/ Shared
preparedness
to facilitate short and
hurricane or emergency
long term recovery in
. % of residents who state they
All Hazard
wake of major storm
know where to get information
Emergency Plan
event or emergency.
during an emergency
2009
• # of special needs shelter
spaces
• # of shelter spaces for pets
and owners
Hurricane
Evacuation
• # of shelters with permanent
Clearance Times
Continual
generators
improvement in the
• Preparedness for non -storm type emergencies
percentage of citizens
• Standard operating
such as oil spills, terrorism, public health
that believe Monroe
procedures are
pandemic, radiological, and other potential
County is effective in
reviewed/updated annually
disaster situations
preserving and
protecting citizen
• Conduct regular training and exercises
safety.
Emergency
Svcs/ Shared
DELIVERABLES AND MEASURES
Goal III-C: Diverse, Abundant Health, Social, and Life -Long Enrichment Services
OPERABLELEAD
STRATEGIC
DELIVERABLES
KEY SUCCESS
PERFORMANCE
OBJECTIVES
INDICATOR
MEASURES
PALATEER S
RESP
• Provide basic needs (housing, food) and
intervention and prevention services for vulnerable
citizens
Continual
• Improve mobility of low-income individuals and
improvement in the
families, the elderly and disabled
Percentage of
• # of persons/families served,
• Support operations and services of County Health
citizens that believe
caseload numbers
Department
Monroe County is
•Increased ridership, passenger
• Support operations and services of Guardian Ad
effective in
miles, ridership satisfaction
Litem
maintaining and
• % of children receiving
• Senior services including nutrition, prescriptions,
immunizations
Bayshore Manor Assisted Living and senior club
enhances a healthy
. # of children enrolled in Healthy Start
houses
community.
• % of seniors who received a flu shot
• Support partnerships with non-profit service
• # of seniors receiving in -home
providers to provide medical, mental health, food
support service
• Increased satisfaction with availability
and emergency housing, abuse prevention, and
of services to seniors, disabled, and
children's services
veterans
• Contracted human services such as mental illness,
• # of patients served by County
substance abuse, emergency food and shelter,
Federally Qualified Health care
foster careladoption, youth services, domestic
Centers
violence and other services, with agencies with
Continual
• Increased satisfaction with quality of
proven track records for performance and financial
improvement in the
services
percentage of
• Ease of finding information on
management
• Encourage community volunteers
citizens who are
c
servicesn
• # of homes receiving weatherization
• Continue to advocate at state and federal level for
users of health,
services
additional health and human services funding
social services
. # of meals distributed
• Link County web pages to community resources
and/or veterans'
web pages
services that are
• Develop a Social Services Master Plan to ensure
very satisfied with
Social
distribution of resources and services in areas of
the adequacy and
Services/
greatest need
quality of support
services for our
OMB
vulnerable citizens
and veterans.
• Ensure veterans and their families receive the
pension, compensation, health and educ. benefits
• Increased satisfaction with availability
they are entitled to under fed, state and local law
of services to seniors, disabled, and
- Support partnerships with non-profit service
veterans
• # of veterans receiving assistance
providers to provide medical, mental health, food
with benefits; amount of monetary
and emergency housing services
benefits acquired with the assistance
• Encourage community volunteers
Veterans
Continual
improvement in the
Affairs
percentage of
• # of library visits, program
citizens that believe
attendance
• Libraries to providing access to information,
Monroe County
• # of library card holders
education, and entertainment materials in a wide
• # of new cardholders
variety of formats
supports a vibrant
• # of requests for e-reference
Annual Library
• Children's and Adult educational programs
cultural and life-long
services
Master Plan
• Public access to internet
learning
• Internet hours utilized
• Free 24/7 access to library catalog, collection of
environment.
• Circulation counts
• Increased residential satisfaction with
databases, and collection of digital materials
library system (quality, hours, and
range of materials)
Libraries
DELIVERABLES AND MEASURES
Goal III-C: Diverse, Abundant Health, Social, and Life -Long Enrichment Services
OPERABLELEAD
STRATEGIC
DELIVERABLES
KEY SUCCESS
PERFORMANCE
MASTER
OBJECTIVES
INDICATOR
MEASURES
PLANS
RESP
• Support and facilitate the growth of diverse arts /
cultural activities and resources through partnerships
with Monroe County's Arts Council and Tourist
Development Council. Thru the Arts Council:
• Encourage and facilitate greater and more efficient
Continual
•# and diversity of arts and cultural
use of governmental and private resources for the
improvement in
events
•# of local artists supported
development and support of the arts.
the percentage
•# of participants at events
F.S. 265.32
• Facilitate opportunities for residents and tourists to
of citizens that
•Residential satisfaction with
(County Arts
participate in artistic activities.
believe Monroe
quality of local arts activities and
Council)
• Promote the development of local artists, arts
cultural events
institutions, and community organizations sponsoring
County Supports
•Tourist/Visitor satisfaction with
arts activities.
a vibrant cultural
local arts activities and cultural
• Assess the needs of arts, artists, and arts providers
and life-long
events
Resolution 134-
• Manage Tourist Development Council -funded capital
leaning
-Tourism dollars generated by
1997
projects
environment
arts/cultural activities
• Continued support of Art in Public Places
•# of historic designations and
• Support and promote local historic knowledge and
landmarks
Arts
assets
Council/
• Use County facilities/venues to provide information on
cultural, recreational and library services and programs
Eng/PW/
GM
• # of Community volunteer hours
and value
• # of public contacts
• Continued participation with University of Florid a
• Extension monetary value
Extension Services to provide comprehensive
relative to Monroe County budget
community education programs in subjects of
• # and type of fishery
importance to Monroe County citizens (currently —
Continual
management actions influenced
fisheries, climate change, horticulture, financial
improvement in
• # and type of climate -related
Annual Plans of
management, and non-profit development)
the percentage
issues effectively addressed
Work and
• Annual reports on the effectiveness of educational
of Extension
• Knowledge gained through the
Reports of
programs conducted with guidance from the community
clientele that
school -based Extension financial
Accomplishment
volunteer advisory committees
literacy program
• Support for community educational events, dependent
receive
. Effectiveness of horticulture
on available resources
appropriately
advice to citizens
OF Extension
• Maintenance of a community volunteer educational
helpful
• # and types of community events
Long -Range 5 —
effort
information,
supported
year Plans
• University of Florida research -based expertise on
• Extension faculty receive a
(2012-2017)
issues of importance to Monroe County
minimum performance evaluation
• Performance enhancing in-service training for
rating of commendable from OF
Extension faculty
• Maintenance of a budget
adequate to conduct needed
educational programs.
Extension
Services
• Manage contract with providers for animal care and
• Increased resident satisfaction
control services to enforce regulations that protect
with quality of animal care and
public and animal safety and to manage three animal
control
shelters
• of pet intake that become
• Identify areas within County where priority should be
adopted
placed in enforcing animal control laws to protect native
• % of licenses issued each year
wildlife species, esp. listed species.
• Increased # of rabies vaccines
• Encourage rabies vaccination
each year
• Encourage micro -chipping
PW/En
REFERENCES
• A Performance Management Framework for State and Local Government: From Measurement and
Reporting to Management and Improving, 2010; National Performance Management Advisory
Commission.
• A Manual for Performance Measurement Fairfax County Performance Measurement Team
Department of Management and Budget Eleventh Edition, 2007.
• Strategic Planning documents from various local governments including:
• City of Coral Springs
• City of Miami Beach
• County of Pinellas
• County of Miami -Dade
• County of Sarasota
• Strategic Management and Public Services: The way ahead. Public Administration Review
December, 2010, p 185-192.
• ICMA, What Works: How local governments have made the leap from measurement to
management, ICMA Press.
• Miami -Dade, Office of Strategic Business Management: Delivering Excellence, A Guide to Results -
Oriented Government and Performance Measurement, 2004
• The Performance -Based Management Handbook, A Six -Volume Compilation of Techniques and
Tools for Implementing the Government Performance and Results Act of 1993 (GPRA); Volume
One, Establishing and Maintaining a Performance -Based Management Program; The Training
Resources and Data Exchange Performance -Based Management Special Interest Group, 2001.
• National Partnership for Reinventing Government, Balancing Measures: Best Practices in
Performance Management (1999).
• Monroe County 2010-2030, Technical Document; Keith and Schnars, P.A., Fishkind and Associates.
• US Census Bureau. 2010 Census Summary File
• Office of Economic and Demographic Research, 2012
• State of Florida, Department of Health, Monroe County Health Profile, 2012
• Monroe County, Florida Needs Assessment, January 2012. Prepared by: Ray and Associates LLC