Strategic Plan 2013-2018
MONROE COUNTY
BOARD OF COUNTY
COMMISSIONERS
STRATEGIC PLAN
2013-2018
DRAFT DOCUMENT
Produced by:
Monroe County
Office of Management and Budget
REVISED OCTOBER 2013
TABLE OF CONTENTS
2
4
5
14
15
Monroe County Draft Strategic Plan
17
19
20
21
22
23
24-38
39
INTRODUCTION
The Monroe CountyBoard 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 performancemanagement 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 generatedsurveys for the resident and business communities, which enabled us to
garner an understanding of the issues, needs and priorities.
Since 2010, we have continued togather 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 communities, environmental and habitat
preservation, the safety and adequacy of our roads and bridges, and quality of life issues (social
services, libraries, bikepaths, parks and beaches, arts and culture.)
Monroe 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 basic
components, a brief explanation of how it was developed, how we will link strategic planning to
performance measures andthe budget, and how we will monitor and report the Plan.
The Monroe County draftStrategic 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.
The proposed Plan isorganized in part by function and in part by Monroe County
divisional organization. Many goals, objectives and performance measures apply across all or several
divisions and departments (horizontalalignment), 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 departmentscontributed to the development of the deliverables and
performance measures. These may needto be further refined after consultation with the Board of
County Commissioners.
In many ways Monroe County hasalready embarked on the strategic planning and performance
management process. Responding directly to the 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 efficiencieswithin our operations (four years of reduced tax levies with no reduction in
level of service); setting annual priorities;and issuing an annual performance report of the
are all performance management objectives. As a result, we are a more responsive, flatter,
leaner and more productiveorganization 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.
STRATEGICPLAN 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.)
Objectives
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 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 Countyservicesbased on the
priorities established by the BOCC. County divisions will then align their functions to the
strategic priorities, goals and objectives.
The Plan also forms the foundation for the 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 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 objectives. An annual performancereport to the community
will be produced to report to our constituents on how we are doing in addressing their priorities.
AnoteontheconnectionbetweenaStrategicPlanandPerformance-BasedManagement:AStrategic
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 andimprove organizational
performance and to demonstrate achievement of or progress toward those goals andobjectives.
PLAN DEVELOPMENT
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
and threats.
Community input is an essential part ofensuring 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
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)
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 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 $50,000-$150,000 (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 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.
:
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 thestatutory 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
proposedsetofpriorities,goalsandobjectives.
Finally, overall plandevelopment incorporated both a review of the governance
structure, to understand the chain of command and how responsibilities are assigned (see p.7),
and an understanding of the current status (demographic, financial) and its strengths,
weaknesses, opportunitiesand threats. (see p. 17)
Structure
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 Marathonare vital to the economic wellbeing of both communities. More than 500
people are employed by agenciesand businessesthat 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 human services funding program. The 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 ServicesDivision 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 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 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-onfirefighting 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.
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 eventsto 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,
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, compensation andliability 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 CountyCommissioners and the University of Florida with each contributing funding for
the programs.
Growth Management: 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 Countyare maintained. Further, the Division is responsible for management of
the 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 responsibilitieswithin a complex framework of federal, state and local development regulations. The
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 or . The very nature of providing oversight of development
or construction, based on life safety or growth management regulations indicates a need to our citizens to
prevent gross negligence or unsafe conditions.
The Growth Management Division is responsible for the following functions:
Building: The responsibility of theBuilding 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 applicablelaws, codes and ordinances.
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 digital geographic data. The Office also
distributes/publishesthis 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
geographicanalyses,problemsolvingandgeneratecartographicproductsfordecision-makingpurposes.
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 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, theOffice administers the 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.
ComprehensivePlanning: The Comprehensive Planning Office is responsible for the preparation and
implementation of the goals, objectives and policies of the adopted Comprehensive Plan. The adopted
ComprehensivePlan 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
ComprehensivePlan 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 toprotect native upland habitat such as tropical hardwood hammocks and
wetlands/submerged lands. Biologists also review applications for consistency with the storm
water management regulations that have been adopted to protect the quality of our near shore
waters. Permit applicationreview includes monitoring of potential impacts to federally endangered
species in accordancewith 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.
Growth Management:
Planning and EnvironmentalResources:
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: TheTransportation 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 traffic consultant and FDOT.
Information Technology:The Information Technology Department is responsible for the installation, support
and maintenance of the 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 16 Judicial Circuit Court, and the Office.
th
The Department also operatesthe Monroe County Television Cable Channel (MCTV), the
government access cable channel76 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
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 communitiesthroughout 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 seniorcitizens; 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 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.
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: TheAnimal 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 thatare not claimed by their owners. They ensure that all animals are properly vaccinated
and have valid countylicenses.
Card Sound RoadToll 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
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 pedestrianbridges. The Department issues right-of-way permits and monitors construction
activities within the County rightsof way to ensure adherence to County standards and safety procedures. The
Department also actsas 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 wellas 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
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 correctional facilities with staff specialized in the procedures necessary for this
restricted environment.
Fleet Management: 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 Department vehicles.
ProjectManagement:TheProjectManagementDepartmentmanagesthecontractsforthedesignand
construction of MonroeCounty's new buildings, parks, and major renovations. It conducts studies,
assessments, and evaluationsto determine the feasibility or desirability of various options for use of the
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
countywidereviewofbuildingspaceutilization.
Public Works and Engineering:
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 heavy equipment. The
Department works in closecoordination 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 e-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 Countyeffort to obtain outside funding, develops internal funding sources, and
collaborates with the Office of Management and Budget and the financial advisors to obtain funds for
the construction of thewastewater 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 thecosts of sewer connections.
Social Services: The Social Services Department provides a number of life-sustaining services, primarily assisting
disabled individuals, senior citizens, familieswith 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 ServicesProgram. 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 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 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 benefits,
enrollment in VA GI educationalbenefits 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 IMPLEMENTATION
Action Plans implement specific actions and strategies to support or achieve the Strategic
priorities and goals. They areseparate working documents that link the Strategic 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:
Strategic
Strategic Alignment: Each division and department will Plan
identify which Strategic Priorities, Goals, and
Mission
Objectives it addresses, and will align its
services and activities to those.
Priorities and Goals
Report
Deliverables: Each division and department
will indicate a list of deliverables (specific
Results
Action
Plans
services, programs, actions, new initiatives)
Annual
for the year, with timelines and lead roles.
Identify Division/Dept
Performance
Managing for
Programs/Services
Report (State of
Results
Determine success
the County)
indicators/measures
Performance Measures: Each division and
Process to
continually
department will list measures that can be used
refocus on
to track and measure progress toward
services that
make the most
achievement of goals. There are different types
difference
of performance measures.
Manage Work
Outputsreflect what a division or
Budget
Processes
department does and are a good record
Operate programs
Submit annual
of the volume of work performed by
budget request
County employees.
Record service
with Action Plan
levels, Measure
progress,
efficiency, Allocate
Outcomesfocus on how well a division
effectiveness
Resources
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.)
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 on track, and will be modified as needed.
STRATEGIC PLAN RESULTS AND REPORTING
The data that tells us that 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 beginthat 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 othertypes 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 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 isaccountable 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 alsoallowsus to create performance reports or 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, are all strengthened because the County can clearly
demonstratetoourcitizenshowitisaligningitsservicesandresourcestotheobjectives,goalsand
outcomes set forth in the Strategic Plan.
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
customer/community; the final to adequate risk reduction that they feel they know
results of County information and education. where to get information and
Increase in of open space are prepared in case of an
Total operating revenue as % of emergency
of providing a service. (They cost Quantity of open space
can be immediate, Decrease in complaints increased by x %
intermediate, and long-term.) Increase in property values
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 ishome to approximately 73,000 residents. There are five incorporated municipalities
within the County: Islamorada, Layton, Key Colony Beach, Marathon and Key West. Monroe 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 protectour fragile ecosystem put a high cost burden on 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 experienced in seasonal population in that same period. The
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 stewardshipof the unique land and marine ecosystems is a significant
responsibility of Monroe County government, and a highly significant issue for our citizens and stakeholders.
Monroe economic engine and largest industry is tourism, indicating that the 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 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 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 spanof 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.
Public Safety / Emergency Management
The Florida Keys has been determined bythe 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 responsedue to the distances between fire stations for supplemental back-up
response and negative effects toresponse 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 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 industrysector 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 presenceof the U.S. Naval Air Station and commercial fishing. Both are clearly
strengths, though they are not without their challenges. The 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 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
waterqualityisofextremeconcernasitthreatensthefragileandcomplexmarineecosystemofthecoralreefand
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. Theonerous 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 commitment to protecting the environment.
This past summer, however, the State of Florida appropriated $50M to Monroe County for wastewater
infrastructure, and has enabledus todevise a realistic funding plan to complete the final, and largest
project, the Cudjoe Regional System. Also, this past November, citizens approved an extension of the
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 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 thepast 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, MISSION AND 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)
Shared purpose
(our success is interdependent on one another, both inside County government and with the
community, residents, and businesses at large)
Competence
(continuous improvement, seeking to do the entire, right job the first time)
Accountability
(individual and collective responsibility for our behavior and performance; highest
professional and ethical standards.)
Adaptive management
(pro-active, flexible, quickly adapting to changes in political and financial
conditions; independent and collaborative problem solving.)
Courageous communication
(honest, ethical , principled communication, collaboration and
problem-solving.)
Sense of Stewardship
(responsibly managing the resources entrusted to us.)
ed in
May 2006, are proposed to be replaced with the values/guiding principles listed above.
MONROE COUNTY STRATEGIC PRIORITIES
MISSION:
To provide outstanding public
service responsive to the needs of
our citizens,
our unique community,
and our environment
III.
I.
II.
Promote
Provide
Practice
Community Safety,
Excellent
Environmental
Health And Well-Being
Governance
Stewardship
I. PROVIDE EXCELLENT GOVERNANCE
in
II. PRACTICE RESPONSIBLE ENVIRONMENTAL STEWARDSHIP
III. PROMOTE COMMUNITY SAFETY, HEALTH AND WELL-BEING
ensure safety and promote the best possible
quality of life for
MONROE COUNTY STRATEGIC PRIORITIES
AND GOALS
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C.
B.
A. B. C.
A.
Promotion of
Responsible Preserva-
Excellent,
Health,
Fiscal
Public Safety Effective
Responsibly
Energy
Manage-tion of the
Efficient,
Social,
Strength
Committed Emergency
-Managed
Conservation
ment of Environ-
Equitably-
And
And
to Saving Manage-
Growth and
and
Physical ment
Delivered
Life-long
Stability
Lives ment
Community
Sustainability
Infrastructure and
Public
Enrichment
Planning
and
Natural
Service
Services
Capital
Resources
Assets
STRATEGIC PRIORITIES, GOALS AND OBJECTIVES (Chart)
Provide Outstanding Public Service
Responsive To The Needs of
Our Citizens, Our Unique Community and
Our Environment
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III. Promote Community Safety,
II. Practice Environmental
I.Provide Excellent
Health
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B. A. B.
C.
C.
C.
A. A. B.
Responsible
Promotion of
Excellent,
Responsibly-Preservation Health,
Fiscal
Public Safety Effective
Management
Energy
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Efficient,
Managed of the Social and
Strength
Committed to Emergency
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of Physical
Conservation
Equitably-
Growth and Environment Life-long
And
Saving Lives Manage-
Infrastructure
and
Delivered
Community and Natural Enrichment
Stability
ment
and
Sustainability
Public
Planning ResourcesServices
Capital
Service
Assets
1.
1.
1.
1.
1. 1.
1.
1.
1.
Reduction of
Accessible
Provide fire
Hurricane
Environmental
Competent,
Sound,
Effective
Wastewater
County
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health and
and
preparedness
protection/
cost-effective,
long-range,
allocation of
and storm
Government
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social services
emergency
response,
Habitat
responsive,
comprehen-
resources to
water
operational
for vulnerable
medical
and resilience
protection
transparent
sive
meet current
that protects
energy use and
citizens
services
County
land use
and future
water quality
GHG emissions
government
planning
operating and
and ensures
services
capital needs
public health
2.
2.
2
2.
2.
2.
Non-
Effective and
2.
2.
Current,
2. Community-
Marine Provide fire Hurricane
timely
Professional
Safe, well-
community-
wide
and safety and emergency
services for
Stable,
County
maintained
based
sustainability
coastal preventionresponse
veterans
protected
government
transportation
planning
and adaptation
protection capacity
reserves
workforce
infrastructure
(Livable
3.
3.
Communities)
Accessible,
3.
3.
3. 3.
Fire Rescue
pertinent,
Effective use
Protection of
infrastructure,
Safe,
and modern
Affordable,
of technology
open space/
training,
functional,
library
competitive tax
to enhance
Preservation
and
cost-effective
services
levies
services and
of scenic
equipment
County
communica-
and natural
buildings
4.
4.
tion
resources
-
Supporting
4.
goods,
environment
services,
Safe,
for arts and
assets that
functional,
culture
support
cost-effective
5.
County
County fleet
Empowering
operations
science-
5.
based
5.
Safe, well-
informal
maintained,
Sound, cost-
education
enterprising
effective
programs
airports
management
of risk,
6.
workers
6.
Effective,
comp., and
Well-
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
-
(5) Sound, cost-
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 IIIPromoteCOMMUNITY 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
MASTER
OBJECTIVES IMPLEMENTATION STRATEGIES INDICATOR MEASURES RESP
PLANS
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
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)
% revenue variance (quarterly)
taxing units, 1 debt service fund, 6 enterprise funds, 4
Fund balance as percentage of
internal service funds, 21 special funds and revenue funds
I-A.1
revenue
Provide revenue and expenditure forecasting
Debt coverage ratios
Maintain no more than 5% variance between estimated
Effective
and actual revenue and expenditure forecasts
National
allocation
residents who agree that the County
Ensure adequate revenue streams
Accounting
of resources
uses tax dollars wisely
Ensure responsible debt management
Standards
to meet current
Monroe County's
Budget support and consultation to all County
(GAAP, GFOA,
budget forecasts
and future
budget is pro-
and GASB)
departments
review of contract summaries
operating and
actively and
Provide timely, regular expenditure tracking against
and value of grant applications and
capital needs
responsibly
adopted budgets
funding opportunities pursued
managed.
Maximize revenues by pursuing grants, legislative
State of Florida
per storm event
appropriations, and other opportunities for funding of
Budgeting
services, programs and infrastructure
Standards
funding to human service
Monitor state and federal legislation for financial
organizations
impacts, threats, and opportunities; advocate against
# and level of legislative issues
unfunded mandates and cost-shifts from state
monitored per session
government
Federal and
Ensure adequacy of processes for FEMA emergency
State Grant
funding and/or reimbursement post-storm event
Requirements
regional cooperation
Monroe County
OMB/
Continual
BOCC Budget
Shared
improvement in
Policies
I-A.2
the percentage
Maintain/protect reserves in all funds
Maintain stable,
of Citizens that
Regular monitoring of reserve levels in all funds
protected
state they get
with BOCC reserve policies
reserves
good or excellent
% of cash reserves
value for the
Historic and seasonal tax trends
taxes they pay.
Various comparative per capita
tax rate by pursuing cost-saving and
metrics
revenue-enhancing measures that reduce need for
I-A.3
Economic development opportunities
County taxpayer funding; pursuing federal, state, and
pursued to support and diversify tax
Maintain
other funding and financing strategies that reduce the
base
affordable,
need for County taxpayer funding; and pursuing legislative
competitive tax
actions and reforms that reduce mandates
County
levies
a strong tax base
Admini
Diversify property tax base
strator/
OMB
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
MASTER
OBJECTIVES IMPLEMENTATION STRATEGIES INDICATOR MEASURES RESP
PLANS
"best-value" goods and services
in a timely manner
# of purchase orders
purchasing policy for all requests for
# of requests for proposals/ requests for
proposals and contracts
quotations
I-A.4.
Reduce # of days to process requests for
Implement improvements for a streamlined
proposals
and responsive procurement process
Procuring -
# of bids issued Monroe County
# of days to process bid invitations Purchasing
Manage open, competitive procurement
Policy
Reduce % of goods and services
services and assets
and cost-effective purchasing services
contracts that require modifications (other
that support County
than time)
operations Monitor and negotiate professional fees
# of pre-qualified firms
Reduce professional services agreement
Encourage performance-based
Monroe
internal processing time
contracting
County's budget is
pro-actively and
Provide training on procurement issues
responsibly
and skills for key staff in user departments
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
recoveries
that County is adequately
Continual
Total dollar amount of paid risk insurance
protected and insured against claims
improvement in the
premiums
Workers compensation medical,
percentage of
Minimize accidental losses and reduce
I- A.5
prescription and indemnity claim dollars
risks related fleet, property, and work Citizens that state
paid
environment
they get good or
Sound, cost-effective
Insurance recoveries (workers
excellent value for the
management
compensation excess)
Maintain/strengthen Workers
taxes they pay.
of risk, workers
# of workers compensation medical
Compensation and Group Insurance Funds
compensation, and
claims
group insurance # of workers compensation non-medical
Maximize opportunities to improve health
claims
and safety of employees
Workers compensation lost time (in
hours) due to accidents (including
Promote an accountable and safety
fatalities)
conscious work environment.
# 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
OPERABLE
STRATEGIC KEY SUCCESS LEAD
DELIVERABLES PERFORMANCE MEASURES MASTER
OBJECTIVES INDICATOR RESP
PLANS
sanitary wastewater treatment and
collections facilities
Cudjoe Regional
Provide funding plans to support
Wastewater project Florida Keys
implementation of wastewater projects, design
I-B.1
Increased resident satisfaction with Wastewater
and support services for wastewater projects
Plan
wastewater services
Provide functional storm water drainage to
Wastewater and storm
Increased resident satisfaction with
minimize flooding (on roadways, maintenance
water systems
prevention of flooding on major and side Storm Water
of ditches and culverts, proper drainage on
that protect the quality
Monroe County is
streets Master Plan
private property)
of near shore, offshore
effective in ensuring
% of central sewer system customers
Develop a cost-effective plan to eliminate
and ground water,
the improvement and
connected to systems Manual of
direct storm water discharges into canals
# of complaints about flooded County Storm Water
and ensure public
protection of near
Ensure compliance with statutory
streets Management
health
shore water
requirements and consistency with
Practices
Costs per year to maintain drainage
quality.
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
Monroe County is
roadways and rights-of-way [1,537 county
sufficiency ratings)
effective in ensuring
roads (389 miles), rights-of-way,
# of requests for road improvement
patching/paving, guardrails, cleaning, storm that its infrastructure
versus # completed
$ value of road and bridge contracts CIP
water drainage, signage.]
is safe, operates as
Increased resident satisfaction with
safety of 26 county bridges
efficiently as possible,
management of traffic flow on County
Incorporation of FDOT's Five-Year Work
and improves quality
roadways DOT 5-Year
Program into the Capital Improvement
of service to citizens.
Increased resident satisfaction with Work Plan
Schedule
appearance, cleanliness, landscaping,
, oversee and administer road and
road signs, street flooding, pavement
bridge improvement/repair contracts
7-Year Bike
Transportation policy coordination
bike lanes (dedicated bike paths, Roadway and
I-B.2
a Transportation Strategy Master
sidewalks, and shared right of way) Bicycle Path
Plan
# of vehicular accidents, injuries and Plan
Safe, well-maintained,
Develop and improve transportation
deaths
multi-modal
# of cyclist injuries and deaths
alternatives (bus service, bike lanes/paths)
transportation
# of riders on mass transit system Storm Water
Develop strategies to reduce trips on U.S. 1
infrastructure (road,
# of recorded pedestrian/vehicle Master Plan
(explore park and rides)
Continual
bridges, and bicycle
conflicts
Timely removal of storm debris from
improvement in the
paths/lanes)
# of complaints about flooded County
roadways
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
systems on County streets Master Plan
standards
Lane miles of County roads resurfaced
bridges and bike
Maintain an updated, multi-year County road
% of 7-year road plan completed
paths as
maintenance program
Increase in average Pavement Corridor
safe, adequate, and
Maintain an accurate, updated County road
Condition Index for County roads Management
aesthetically pleasing.
and bridge condition inventory (weighted by length) Plan
Reduce length of County roads with
Continue to coordinate with municipalities to
Pavement Condition Index less than X
further facilitate mass transit in the Keys
Increase average bridge sufficiency
Seek grant funding for multi-modal
rating
improvements
Reduce % of bridges with low
sufficiency ratings
PW/Eng
/GM
DELIVERABLES AND MEASURES
Goal I-B: Responsible Management of Physical Infrastructure and Capital Assets
OPERABLE
STRATEGIC KEY SUCCESS LEAD
DELIVERABLES PERFORMANCE MEASURES MASTER
OBJECTIVES INDICATOR RESP
PLANS
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
80% of capital program improvement
buildings for County operations, County services
milestones met on schedule
(fire stations, libraries, Bayshore), constitutional
% of projects completed on time
officers, judicial, public safety, and detention
operations, with over 1M square feet
Operating expenses per square foot
I-B.3
Provide/assist with design, oversight services, bid
(County facilities)
document development and bid phase services for
% of facilities meeting ADA compliance
Safe, functional, cost-
CIP
capital projects
Increased resident satisfaction with
effective County
Recommendations for better utilization and cost
functionality and aesthetics of County
buildings
reduction strategies
facilities
Become ADA compliant
Actual versus projected capital project
Complete a space evaluation plan incorporating all
costs within 5% variance
Continual
County services and implement a long-term space
Dollar per sq. ft. to maintain each
improvement in
building
utilization model
the percentage of
% deviation from aggregate budget
Perform regular reviews of County facilities for
citizens that rate
suitability of use, looking at modification to improve
Monroe County
safety, function and cost-effectiveness.
facilities as safe,
Ensure aggregate budget of all departments are
functional, and
met.
PW/Eng
accessible.
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
I-B.4
based on residual values and what is in the best
Reduce $ value of deferred/
interest of the County
preventative maintenance
Safe, functional, cost-
Average miles on retired vehicles
Maintain safety of over 750 County and Sheriff
effective County fleet
Average age of retired vehicles
units maintained in County garages as well as safety
Standard deviation of the age/mileage
of retired vehicles
operate their personal vehicles on our roadways
use of pool vehicles
Continual
Reduction of fleet equipment maintenance backlog
improvement in
the percentage of
the airport in a safe, efficient, and fiscally
citizens that rate
I-B.5
responsible manner
Improve customer and resident
parks and
Ensure compliance with all FAA requirements and
satisfaction with airport services
Safe, well-maintained
beaches as
# of incoming and outgoing air
County standards
enterprising air
clean,
passengers
and maintain a facility for air travel and
transportation facilities
accessible and
associated/ complementary businesses and services
Airports
appealing.
Higgs Beach
Maintain over 100 acres of parks and beaches (21
Master Plan
separate facilities)
Increased resident satisfaction with
Develop a Parks and Recreation Management
I-B.6 quality of park or beach facility,
Recreation &
Master Plan for existing County-owned parks
cleanliness, accessibility
Parks Master
Well-maintained, and
of beach erosion areas re-nourished
beach management plan
Plan
accessible County
Dollar per acre to maintain
renovation projects
parks and beaches
Conditions Assessment of existing
Monitor/address beach erosion
Livable
Parks and Beaches
Actively seek revenue generation opportunities
Communikeys
that offset park and beach maintenance
Plan
PW
DELIVERABLES AND MEASURES
Goal I-C: Excellent, Efficient, Equitably-Delivered Public Service
OPER.
STRATEGIC KEY SUCCESS LEAD
DELIVERABLES PERFORMANCE MEASURES MASTER
OBJECTIVES INDICATOR RESP
PLANS
courteously
resident satisfaction with quality
of service received from County employees
timely resolution of constituent issues
% who agree that that they were treated in
Facilitate a courteous and professional manner
Continual
% who agree that they were able to get
government; use technology to provide ease of
improvement in the
their questions answered or concern
access
resolved
County services.
agree that County employees went
readily accessible by the public through a variety of
the extra mile
I-C.1
means.
% who agree that Monroe County delivers
Identify and utilize specific actionable items that
excellent public service
result in cost savings and efficiencies
Competent,
Increased satisfaction with available
employees to be innovative
cost-effective,
mechanisms for community input
and entrepreneurial in resolving issues
responsive,
with level and quality
Regular progress reporting to BOCC and citizens
transparent
of County communications
Promote intergovernmental coordination between
Increased resident satisfaction with the
County
County and municipalities and with neighboring
availability of information about County
government
counties, state and federal governments to increase
services
services
Continual
effectiveness and responsiveness and to anticipate
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
update departmental websites
Average response time to complete
government services
Promote volunteerism countywide
request for public records
as professional,
Promote citizen engagement and outlets for input
Cost per degree-day electric cost for each
citizen-focused,
building (normalized for cost of power)
effective, efficient,
desires
equitably delivered,
Develop mechanisms to ensure integrity of
Shared
accountable, and
performance data
transparent.
Recruit and retain a highly qualified workforce
excellence rankings
Promote employee accountability and
-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
# of resignations of those employed less
regulations for recruiting, hiring, and career
than 3 years
advancement
# of in-house promotions, # of new hires
Build new competencies within departments, and
Training hours per employee
develop critical skills for accomplishing the County's
Employee satisfaction with trainings
mission
New employment applications processed
Identify, develop, and promote use of existing and
% of employees represented by Union
new policies and programs to improve recruitment
I-C.2
Continual
# of collective bargaining sessions between
and retention.
Personnel
improvement in the
Union and management
Provide a streamlined and effective recruitment
and
percentage of citizens
# of grievances filed
and hiring system
Policies
Professional
# of grievances resolved before reaching
that rate the County
Develop a performance evaluation tool that links
Procedure
County arbitration/FMCS/Career Service step
government
individual/office/department performance to strategic Manual
# of worker compensation lost time
government
workforce as
goals and motivates, and rewards high performance
incidents due to accidents (including
workforce
competent,
Establish and communicate measureable
fatalities)
individual performance requirements; provide committed, and
Annual turnover rate (%)
regular feed back on performance, including timely
customer-
evaluations
satisfaction-oriented
.
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/
Average time to process a new hire
vacancies
Shared
DELIVERABLES AND MEASURES
Goal I-C: Excellent, Efficient, Equitably-Delivered Public Service
OPERABLE
STRATEGIC KEY SUCCESS PERFORMANCE LEAD
DELIVERABLES MASTER
OBJECTIVES INDICATOR MEASURES RESP
PLANS
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
(System availability) > 99.5%
I-C.3
Maintain excess system capacity to Network Latency System Wide
Continual improvement in
accommodate growth (System speed) < 50 milliseconds
the percentage of
Effective use of
Network Throughput and
citizens/users (internal
technology to Ensure smart and coordinated IT Utilization (System bandwidth)
and external) that rate the
investments >
streamline
County's technology
99.5%
government
infrastructure network as
Ensure/maintain/promote current employee Department Specific
operations, enhance
technical knowledge and skill set Applications > 99.5%
good or excellent in
County services to
# of County website page hits
ensuring successful
our citizens, and
Consult with County departments on skills # of County website unique
communication, and/or
communicate
training and specialized software needs visitors
management control,
with public # of County website page views
and/or the timely delivery
Utilize technology to minimize unnecessary # of MCTV viewers
of services.
vehicle travel when possible of work orders complete
Amount of time per work order
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
OPERABLE
STRATEGIC KEY SUCCESS PERFORMANCE LEAD
MASTER
DELIVERABLES
OBJECTIVES INDICATOR MEASURES RESP
PLANS
ACSC Guiding
Principles, Rule 28-
20 FAC/Work Plan
Comprehensive
Plan
Land Development
# of private applications reviewed for
Regulations
consistency with the Comprehensive
Plan and Land Development
Livable
Regulations
Communikeys
the Comprehensive Plan and updates to
# of private applications reviewed for
Monroe County
Plans
reflect legislative changes
consistency with the Comprehensive
ensures balanced
Plan and Land Development
development to protect
Big Pine Habitat
Processing of amendments to the
Regulations without error
Conservation
Comprehensive Plan and Land Development
and preserve the
# of Comprehensive Plan
Plan/Incidental
Regulations
environment and
amendments reviewed and processed
Take Permit
natural resources.
# of Land Development Regulation
II-A.1
Future land use guidance that ensures
amendments reviewed and processed
FEMA/FWS Permit
orderly and balanced land use management,
Improved resident satisfaction with
Promote
Referral Process
protects environment, preserves community
development and land use
Responsible
character, and promotes sound economic Biological Opinion
policies/decisions
Development base, consistent with the Florida Keys
Completion of research, studies and
Capital
Carrying Capacity Study
other tasks for the implementation of
(Sound, long-
Improvement Plan
the Comprehensive Plan and the
-
range planning )
Continual improvement
development of policy
Florida Keys
20 including the State Work Program
in the percentage of recommendations
Carrying
# of Work Program task items
citizens that believe
Capacity Study
achieved
Monroe County
Appraisal Report updates and amendments
# of multi-modal transportation
is effective in
Corridor
facilities in the planning stage
Coordination and communication on Management Plan
protecting our land and
# of scenic highway projects
current and long range planning efforts with
marine environments.
implemented
citizens, developers, environmental groups, 7-Year Road and
# of miles of Overseas Heritage Trail
Bridge Plan
internal and external departments, and
constructed
government agencies
# of community gaps removed from
Florida Keys
Overseas Heritage Trail
Scenic Highway
Corridor
Management Plan
Florida Keys
Overseas Heritage
Trail Master Plan
GM
DELIVERABLES AND MEASURES
Goal II-A: Responsibly Managed Growth and Community-Based Planning to Ensure Livable Communities
OPERABLE
STRATEGIC KEY SUCCESS PERFORMANCE LEAD
MASTER
DELIVERABLES
OBJECTIVES INDICATOR MEASURES RESP
PLANS
ACSC Guiding
Administration of the Residential and Non-
Principles, Rule
Residential Rate of Growth Ordinance (ROGO &
28-20 FAC/Work
Improve level of internal and external
NROGO) permit allocation systems
customer service satisfaction. (A baseline Plan
performance measurement must be
Comprehensive
established before we can measure
maintaining level of service requirements for
Plan
improvements)
roads, water, sewer, surface water, and
80% of development applications
parks/recreation
reviewed and processed within established Land
Development
time frame for applications that are
Regulations
individual/groups of islands under the Livable
submission.
CommuniKeys program including amendments to
Livable
Comprehensive Plan, Land Development
Communikeys
Review system and begin transition for staff
Regulations and other actions identified in these
Plans
and public by 9/30/14 for full implementation in
plans, pending funding availability
FY 2015.
Big Pine Habitat
Conservation
manual process to Interactive Voice Response
environmental and planning information to
Plan/Incidental
System by 3/15/14.
citizens, developers, other departments and
Take Permit
governmental agencies
applications to improve permit intake process
Continual
FEMA/FWS
and maintain efficient, timely and cost-
improvement in
Preservation and enhancement
II-A.2
Permit Referral
effective work flow. (A baseline performance
the percentage of
community character
measurement must be established before we Process
residents that
can measure improvements) Biological
Promote Livable,
Monitor existing and future affordable housing
Opinion
building inspections completed within
rate their
Safe communities
needs and implement incentive programs and
established time frame.
communities as
plan/code text amendments to encourage private
plans examinations completed within Capital
and
(Current,
developers to construct additional affordable
established time frame Improvement
safe.
community-based
housing
Plan
planning)
Department processes to ensure fair and
consistent application of building fees and cost Florida Keys
considerate permitting and code administration
to provide services rendered. Carrying
required by building code compliance per Florida
Capacity Study
compliance to be
Building Code and all other applicable local, state
measured primarily by quarterly FEMA audits
and federal laws
conducted within Monroe County. Corridor
Management
Plan
# of inspections
Monroe County code of ordinance through fair and
# of courtesy notices
effective code compliance, including voluntary
# of notice of violation/notice of hearing 7-Year Road and
compliance before official violations are
# of cases closed in compliance after the Bridge Plan
processed, pending severity of violations
courtesy notice was issued
Florida Keys
# of cases in compliance or signed stipulated
agreements after notice of violation/ notice of Scenic Highway
GIS system to improve staff efficiency and
hearing Corridor
productivity
Management
# of cases heard by Special Magistrate
Plan
# of citations issues to contractors
Expand the availability and ease of use of the
# of cases heard by the Contractors
GIS system for the public
Examining Board Florida Keys
Overseas
# of cases mitigated without foreclosure
Coordinate current and long range planning
Heritage Trail
action
efforts with other County departments
Master Plan
GM
DELIVERABLES AND MEASURES
Goal II-B: Preservation of Environment and Natural Resources
OPERABLE
STRATEGIC KEY SUCCESS PERFORMANCE LEAD
DELIVERABLES MASTER
OBJECTIVES INDICATOR MEASURES RESP
PLANS
ACSC Guiding
Implement County and coordinate State and Federal
Principles
environmental regulatory programs to preserve and/or
Comprehensive
maintain and/or minimize loss of environmentally
proposals reviewed for consistency
Plan
sensitive land including wetlands and uplands
with the Comprehensive Plan and
Administer and update the Tier System to direct
Land Development Regulations to
Capital
growth to appropriate areas and protect
encourage protection of natural
Improvements
environmentally sensitive lands
resources
Program
# of private proposals reviewed
for Tier overlay revisions
Plan/Incidental Take Permit for Big Pine Key/No
II-B.1
Florida Keys
# of permit referral process
Monroe County
Name Key
Carrying
reviews processed
ensures balanced
Federally Required Permit Referral
Environmental
# acres of coastal, wetland and
Capacity Study
development to
Process (Bio opinion 9 federally protected species)
protection/
upland habitat protected/restored/
protect and
proper mitigation of impacts to habitat
Habitat protection
acquired overall within Monroe
Corridor
preserve the
land
County (depending on funding
Management
environment and
acquisition
levels and willing sellers)
Plan
natural resources. # acres of coastal, wetland and
to acquire land that is
upland habitat protected/restored/
environmentally sensitive and that would alleviate
Derelict Vessel
restored overall within Monroe
Removal
takings liability for development pressures related to
County
Program
private property vested rights
GM
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
Removal
Improvement Funds
# of navigational aides installed/
Working
maintained
Waterfronts
vessels removed
fisheries, coral reef
Preservation
II-B.2
Master Plan
Upper Keys
Marine protection
Vessel Sewage
and coastal
Pump out
protection
Waterfront preservation and enhancement
Continual
Program
with wastewater and storm water
improvement in
GM
projects.
Keys-Wide
the percentage of
Mooring Field
citizens that
System
# of boat ramps funded and
believe Monroe
constructed
County
Channel Marking
# of publicly accessible scenic
is effective in
Master Plan
overlooks created
protecting our land
# and monetary value of
and marine National Marine
alternative transportation grants
Sanctuary
environments.
# of publicly accessible water
and wildlife refuges
Management
II-B.3
access points
Plan
Facilitate 8-10 scenic highway
paths
Protection of
public meeting per year
Boating Impacts
open space /
# and monetary value of local
resources
Management
transportation impact fees
Preservation and
Plan
allocated to the construction of
Promotion of
bike lanes, paths and sidewalks
1
natural and scenic
The Four Point
Miles of Overseas Heritage Trail
resources
Plan
constructed
-owned passive recreation,
Improve public satisfaction with
trails, and open space areas
Comprehensive
boat ramps, parks, beaches,
Boat Channel
pedestrian and bike paths, and
Marking Plan for
other public areas
the Florida Keys
GM
DELIVERABLES AND MEASURES
Goal II-C: Promotion of Energy Conservation and Sustainability
OPERABLE
STRATEGIC KEY SUCCESS PERFORMANCE LEAD
MASTER
DELIVERABLES
OBJECTIVES INDICATOR MEASURES RESP
PLANS
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.
master greenhouse gas list for buildings,
equipment, vehicles, and consumption information
Achieve Monroe
annual
County target goal to
greenhouse gas (GHG)
evaluate whether consumption has varied since the
reduce GHG emissions
emissions inventory
2005 baseline
and associated energy
20% Target
costs for county
electricity consumption
Strategy
operations by 20% by
by x percent
begin to compile a 2011 inventory (Resolution 067-
2020.
Reduction of fleet
2010)
diesel fuel use by x
percent
for Climate Protection Campaign
Monroe County
greenhouse gas (GHG)
Energy Efficiency
emissions resulting from
develop/define energy goals and make Strategy
electricity and fuel use
recommendations for use reductions (Reso 102-2012)
II-C.1
consumption
County
facilities Sustainable
# of green County
Vision Statement
Reduction of Continual improvement
facilities (certified by the
energy use and in the percentage of
Florida Green Building
actions in fleet
greenhouse gas citizens that believe
Council)
Florida Green
emissions in County County government
# of facilities with
County facilities Building Code
government policies and practices
energy retrofits
Coalition's green
operations reflect sound
% of employees who
County
building standard
power down computers
facilities environmental for County-
at night
owned buildings
principles.
# of employees who
sustainability awareness of County (Reso 147-2010)
use mass transit to
employees
commute to work
# of employees who
Encourage/promote technology and video-Comprehensive
walk or bike to work
Plan
conferencing to reduce fuel use
# of County facilities
that have completed a
the Climate Action Plan for the County
level 2 energy audit
Solid Waste
# of County facilities
Master Plan
Climate Compact and its development of the Regional
Achieve State interim
that have implemented
Climate Action Plan
recycling goals: 40%
energy conversation
by 2012, 60% by 2014;
measures
Improve transit system for community and tourism
70% by 2018.
use
Improve multi-modal transportation network on
County roads and U.S. 1.
Encourage County employees to be innovative and
entrepreneurial in resolving issues.
County
Administrator/
Increase energy efficiency of County facilities
Eng/PW/
Extension
Ensure all newly constructed County facilities are
Services/
certified by the Florida Green Building Certification
Shared
DELIVERABLES AND MEASURES
Goal II-C: Energy Conservation and Sustainability
OPERABLE
STRATEGIC KEY SUCCESS PERFORMANCE LEAD
DELIVERABLES MASTER
OBJECTIVES INDICATOR MEASURES RESP
PLANS
Achieve Monroe
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
associated energy
(Resolution 067-
Follow-up on
2010)
costs for county
Advisory Committee to develop yard waste recycling
Reduce the amount of
operations by 20%
and composting recommendations
solid waste (in tons)
by 2020.
# of buildings certifed
under the Florida Green Monroe County
services and recycling
Building Certification Energy Efficiency
# of facilities that have
Strategy
completed a level 2 energy
(Reso 102-2012)
analyze potential impacts
audit
# of facilities that have
collaborations
implemented energy
conversation measures
Sustainable
Increased use of local Vision Statement
II-C.2
(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
Promotion of
and heat)
percentage of
and commercial recycling
community-wide
rates Florida Green
citizens that believe
Encourage FGBC/LEED certification for new
sustainability and
Improved satisfaction Building Code
County government
residential and commercial construction
adaptation planning
with curbside recycling
Coalition's green
policies and
services
building standard
practices reflect
for County-
sound
gas emissions owned buildings
planning; continue to monitor state
environmental
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 -
# of employees who walk prehensive Plan
or bike to work
Services
Achieve State
Improve transit system for community and tourism use
interim recycling
Solid Waste
Master Plan
goals: 40% by 2012,
Improve multi-modal transportation network on County
60% by 2014; 70%
roads and U.S. 1.
by 2018.
County
Administrator/
PW/Extension
Services/
Shared
DELIVERABLES AND MEASURES
Goal III-A: Public Safety Committed to Saving Lives and Protecting Property
OPERABLE
STRATEGIC KEY SUCCESS PERFORMANCE LEAD
DELIVERABLES MASTER
OBJECTIVES INDICATOR MEASURES RESP
PLANS
Provide emergency response to fires, medical
emergencies, vehicular and other accidents with injury
roads
III-A.1
and transportation of patients to appropriate medical
Response times
facilities including the regional trauma center through
# of fire deaths/ injuries
Provide fire and
cross-trained firefighter/emergency medical personnel
(civilian and firefighter)
emergency
Value of fire loss
Air Medical transport services (Trauma Star)
medical services
Fire and emergency response to aircraft
emergency/ambulance services
emergencies at airports
Work in close collaboration with our public safety
services
Provide air transports for
Monroe County is
stroke and STEMI patients
prepared for
Emergency
direct to specific hospitals
Svcs
emergencies and
# of air transports resident
can respond
and non-resident, interfacility
effectively to
hospital to hospital and
minimize risk,
emergency 911.
injury and loss of
# of building plans reviewed
# of CO inspections
to prevent and mitigate fires and promote safety
life, and property
conducted
damage.
III-A.2 # of buildings in compliance
structure fires
# of hydrants/ wells inspected
Provide fire
bi-annually
safety and
properties
# of new hydrants/ wells
prevention
installed
safety and prevention
Update pre-incident plans for
all target hazards
schools and daycare facilities
Number/types of community
education programs offered
Continual
Emergency
improvement in the
Svcs
percentage of
citizens that believe
Monroe County is
effective in
Increase in the performance,
preserving and
education and safety of
protecting citizen
firefighters
safety.
# and types of firefighter
cross-training of firefighter/emergency medical
training courses
personnel
III-A.3
# of students passing
Firefighter 1 class; Firefighter 2
- completion of Stock Island and
Adequate Fire
class
Conch Key
Rescue
Maintain/service emergency
apparatus
infrastructure,
Present emergency apparatus
training and
equipment
annual replacement plan to
equipment
BOCC for consideration and
appropriation
Complete restroom facility at
equipment maintenance and upgrades (Radios,
the Training Academy
portable and mobile)
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
OPERABLE
STRATEGIC KEY SUCCESS PERFORMANCE LEAD
DELIVERABLES MASTER
OBJECTIVES INDICATOR MEASURES RESP
PLANS
for all emergency protective measures
(evacuations, sheltering, mutual aid agreements,
etc.)
Monroe County is
prepared for
emergencies and can
Plans
respond effectively to
Operation
minimize risk, injury
Center
III-B.1
and loss of life, and
property damage.
of municipalities and state agencies
Hurricane
with quality of County's
preparedness,
response and
emergency preparedness
CEMP 2011
assistance and reimbursement
resilience
exercises and drills
responsibilities with regard to emergency
protective measures, care of vulnerable citizens,
and clean-up and recovery
Monroe County
to fund personnel, equipment
Recovery Plan
and training
2009
ensure continuity of operations
Emergency
Develop County Division/Department-level
Monroe County is able
they are prepared for a
Svcs/ Shared
standard operating procedures for hurricane
to facilitate short and
hurricane or emergency
preparedness
long term recovery in
All Hazard
wake of major storm
know where to get information
Emergency Plan
event or emergency.
2009
during an emergency
spaces
Hurricane
and owners
Evacuation
# of shelters with permanent
Clearance Times
Continual
generators
improvement in the
Standard operating
-storm type emergencies
percentage of citizens
III-B.2
procedures are
such as oil spills, terrorism, public health
that believe Monroe
reviewed/updated annually
pandemic, radiological, and other potential
County is effective in
Non-hurricane
disaster situations
preserving and
emergency
protecting citizen
response
Conduct regular training and exercises
safety.
capacity
Emergency
Svcs/ Shared
DELIVERABLES AND MEASURES
Goal III-C: Diverse, Abundant Health, Social, and Life-Long Enrichment Services
OPERABLE
STRATEGIC KEY SUCCESS PERFORMANCE LEAD
DELIVERABLES MASTER
OBJECTIVES INDICATOR MEASURES RESP
PLANS
Provide basic needs (housing, food) and
intervention and prevention services for vulnerable
citizens
Continual
low-income individuals and
improvement in the
families, the elderly and disabled
percentage of
# of persons/families served,
of County Health
citizens thatbelieve
caseload numbers
Department
Increased ridership, passenger
Monroe County is
Support operations and services of Guardian Ad
miles, ridership satisfaction
effective in
Litem
% of children receiving
maintaining and
immunizations
enhances a healthy
# of children enrolled in Healthy Start
Bayshore Manor Assisted Living and senior club
community.
% of seniors who received a flu shot
III-C.1
houses
# of seniors receiving in-home
-profit service
support service
Accessible
providers to provide medical, mental health, food
Increased satisfaction with availability
health and social
and emergency housing, abuse prevention, and
of services to seniors, disabled, and
services for
children's services
veterans
vulnerable
Contracted human services such as mental illness,
# of patients served by County
citizens
substance abuse, emergency food and shelter,
Federally Qualified Health care
Centers
foster care/adoption, youth services, domestic
Continual
with quality of
violence and other services, with agencies with
improvement in the
services
proven track records for performance and financial
of finding information on
percentage of
management
services
citizens who are
# of homes receiving weatherization
users of health,
Continue to advocate at state and federal level for
services
social services
additional health and human services funding
# of meals distributed
Link County web pages to community resources
services that are
web pages
very satisfied with
Develop a Social Services Master Plan to ensure
Social
the adequacy and
distribution of resources and services in areas of
Services/
quality of support
greatest need
OMB
services for our
vulnerable citizens
and veterans.
Ensure veterans and their families receive the
satisfaction with availability
III-C.2
pension, compensation, health and educ. benefits
of services to seniors, disabled, and
they are entitled to under fed, state and local law
veterans
Effective and
-profit service
timely services
providers to provide medical, mental health, food
with benefits; amount of monetary
for veterans and emergency housing services
benefits acquired with the assistance
Encourage community volunteers
Veterans
Continual
Affairs
improvement in the
percentage of
attendance
citizens that believe
to providing access to information,
III-C.3
Monroe County
education, and entertainment materials in a wide
supports a vibrant
variety of formats
Annual Library
-reference
Accessible,
cultural and life-long
Master Plan
services
pertinent and
learning
modern library
environment.
resources
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
OPERABLE
STRATEGIC KEY SUCCESS PERFORMANCE LEAD
DELIVERABLES MASTER
OBJECTIVES INDICATOR MEASURES RESP
PLANS
and facilitate the growth of diverse arts /
cultural activities and resources through partnerships
Tourist
Development Council. Thru the Arts Council:
and diversity of arts and cultural
Encourage and facilitate greater and more efficient
Continual
events
use of governmental and private resources for the
improvement in
# of local artists supported
development and support of the arts.
F.S. 265.32
III-C.4 the percentage # of participants at events
Facilitate opportunities for residents and tourists to
Residential satisfaction with (County Arts
of citizens that
participate in artistic activities.
quality of local arts activities and Council)
Arts, Cultural believe Monroe
Promote the development of local artists, arts
cultural events
Tourism County supports
institutions, and community organizations sponsoring
Tourist/Visitor satisfaction with
and Historic a vibrant cultural
arts activities.
local arts activities and cultural
Assess the needs of arts, artists, and arts providers
Heritage and life-long
events Resolution 134-
Development Council -funded capital
learning
Tourism dollars generated by 1997
projects
environment.arts/cultural activities
# of historic designations and
local historic knowledge and
landmarks
Arts
assets
Council/
Use County facilities/venues to provide information on
ŶŐͬWtͬ
cultural, recreational and library services and programs
'D
# 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
III-C.5
improvement in
# and type of climate-related Annual Plans of
management, and non-profit development)
issues effectively addressed Work and
the percentage
Annual reports on the effectiveness of educational
Knowledge gained through the Reports of
Provide
of Extension
programs conducted with guidance from the community
school-based Extension financial Accomplishment
empowering
clientele that
literacy program
volunteer advisory committees
science-based
receive
Effectiveness of horticulture
Support for community educational events, dependent
informal
appropriately
advice to citizens UF Extension
on available resources
educational
helpful
# and types of community events Long-Range 5
Maintenance of a community volunteer educational
programs
information.
supported year Plans
effort
Extension faculty receive a (2012-2017)
University of Florida research-based expertise on
minimum performance evaluation
issues of importance to Monroe County
rating of commendable from UF
Performance enhancing in-service training for
Maintenance of a budget
Extension faculty
adequate to conduct needed
Extension
educational programs.
Services
resident satisfaction
control services to enforce regulations that protect
with quality of animal care and
public and animal safety and to manage three animal
III-C.6
control
shelters
% of pet intake that become
Identify areas withinCounty where priority should be
Animal Control adopted
placed in enforcing animal control laws to protect native
% of licenses issued each year
Services
wildlife species, esp. listed species.
Increased # of rabies vaccines
Encourage rabies vaccination
each year
Encourage micro-chipping
PW/Eng
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 PublicServices: 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