Item E2E:2
M BOARD OF COUNTY COMMISSIONERS
County of f Monroe 4 A , Mayor George Neugent, District 2
The Florida Keys Mayor Pro Tem David Rice, District 4
Danny L. Kolhage, District 1
Heather Carruthers, District 3
Sylvia J. Murphy, District 5
County Commission Meeting
July 19, 2017
Agenda Item Number: E.2
Agenda Item Summary #3160
BULK ITEM: Yes DEPARTMENT: Budget and Finance
TIME APPROXIMATE: STAFF CONTACT: Lynn Gonzalez (305) 292 -4467
N/A
AGENDA ITEM WORDING: Transmittal of Fiscal Year 2018 Departmental Business Plan for
the Fiscal Year 2018 budget.
ITEM BACKGROUND:
PREVIOUS RELEVANT BOCC ACTION:
CONTRACT /AGREEMENT CHANGES:
N/A
STAFF RECOMMENDATION: N/A
DOCUMENTATION:
FY 2018 - Departmental Business Plan
FY 2018 - Departmental Business Plan - Revised
FINANCIAL IMPACT:
Effective Date:
Expiration Date:
Total Dollar Value of Contract:
Total Cost to County:
Current Year Portion:
Budgeted:
Source of Funds:
CPI:
Indirect Costs:
Estimated Ongoing Costs Not Included in above dollar amounts:
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Revenue Producing:
Grant:
County Match:
Insurance Required:
Additional Details:
If yes, amount:
N/A
REVIEWED BY:
Tina Boan
Bob Shillinger
Kathy Peters
Board of County Commissioners
Completed
Completed
Completed
Pending
07/03/2017 4:36 PM
07/03/2017 4:47 PM
07/05/2017 9:14 AM
07/19/2017 9:00 AM
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E.2.a
MIONROE COUNTY BOARD OF COUNTY
CO MJ NIMO NJ E RSj
DepartmentM Bushess Man
Fps } cast Year 2�01J8'
Plan Date: October 1, 2017 — September 30, 2018
Produced by:
Monroe County
Office of Budget and Finance
July 2017
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E.2.a
Annual Departmental Business Plan
The Annual Departmental Business Plan is the critical implementation link between the
overall direction and priority- setting of the Strategic Plan and the resource allocation
done through the budget process. The linkage is made by tying the annual goals and
projects of each department to the strategic priorities and their accompanying goals, as
set forth in the Strategic Plan.
The Annual Departmental Business Plan
also serves as the starting point for
employee performance plans
and is the basis upon which
individual performance is
evaluated each year.
Through this Performance
Management Cycle,
the County's financial
resources and employee
efforts are aligned with the
overall strategic priorities
of the County.
This document outlines the
fiscal year 2018 goals and
projects for each of the
twenty -one departments
of Monroe County. Each
department's narrative
includes a set of performance
measures to determine
progress toward strategic
plan success.
Report
Results
Annual Performance
Report (State of the
County)
Manage
Work
Processes
Operate programs
Record service levels,
Measure progress,
efficiency,
Strategic
Plan
Mission
Priorities and Goals
Managing for
Results
Process to
continually refocus
on services that
make the most
difference.
Business
Plan
Identify
Division /Dept
Goals /Initiatives
Determine success
indicators /measures
Budget
Submit annual
budget request with
Action Plan
Allocate Resources
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
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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.)
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MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
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COUNTY DEPARTMENTS
The Annual Departmental Business Plan is presented in the following twenty -one sections:
County Administrator
r Office of Sustainability
Office of Legislative Affairs
Office of Strategic Planning
Extension Services
County Attorney
Social Services
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Veterans Affairs
Airports
Emergency Services
Budget and Finance
Information Technology
MISSION:
. Libraries
Building
Planning & Environmental
Resources
,, Code Compliance
Project Management/Facilities
Engineering Service /Roads
Solid Waste
Fleet Management
To provide outstanding
public service responsive
to the needs of our
citizens,
our unique community,
and our environment.
III.
I. Promote
Provide II Community
Excellent Practice Safety,
Governance Environmental Health And Well -
Stewardship Being
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
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Strategic Priorities
The goals and projects of each section were developed to support the following Strategic Priorities
and Strategic Goals, as developed and more fully identified in the five year Strategic Plan.
I. Provide Excellent Governance
"Monroe County will continue to raise the standard of*excellence
in the service it provides to its citizens. "
A. Fiscal Strength
B. Responsible Management of Physical Infrastructure and Capital Assets
C. Excellent, Efficient, Equitably Delivered Public Service
II. Practice Environmental Stewardship
"Monroe County is committed to the preservation and sustainability of 'its
unique and fragile environment "
A. Responsibly Managed Growth and Community Planning
B. Preservation of the Environment and Natural Resources
C. Promotion of Energy Conservation and Sustainability
III. Promote Community Safety, Health and Well -Being
"Monroe County will ensure safety and promote the best possible
quality of life for its citizens. "
A. Public Safety Committed to Saving Lives
B. Effective Emergency Management
C. Health, Social and Life -Long Enrichment Services
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MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
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E.2.a
Mission:
Provide Outstanding Public Service
Responsive To The Needs of
Our Citizens, Our Unique Community
and Our Environment
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open space/
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MISSION:
To provide outstanding public service responsive to the
needs of our citizens, our unique community,
and our environment.
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Departmental Business Plan and Outlook
Department Name: County Administrator
DEPARTMENT OVERVIEW
Department Mission:
The mission of the County Administrator is to direct the implementation of Board of County
Commissioner's (BOCC) policies to the operating units of County government as prescribed by
the Administrative Code.
Department Description
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
department directors, and coordinates the management of all departments. The County
Administrator also represents County interests to the local, state and federal governments.
Departmental Structure
County
Administrator
Office of Office of Office of Extension
Sustainability Legislative Strategic Services
Affairs Planning
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
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Departmental Business Plan and Outlook
Department Name: County Administrator
OFFICE OF SUSTAINABILITY OVERVIEW
Office of Sustainability Mission:
The mission of the Office of Sustainability is to create resilient and environmental improvements
that continue to foster a safe and livable community and a sustainable future.
Department Description
The Office of Sustainability prepares the County to be more resilient to the effects of climate
change and sea level rise. This includes performing research and modeling the effects of sea
level rise, collaboration with the SE FL Climate Change Compact, collecting elevation and other
types of data to more accurately measure the potential inundation to County roads and
infrastructure, developing new policies to set standards for implementation, and implementing
projects to mitigate against those effects. These areas include the collection of mobile LiDAR
elevation data for County roads and buildings, a streets analysis to evaluate the impacts of sea
level rise, development of conceptual designs for elevation, and finally community engagement
to help the County better understand the residents' concerns about sea level rise and to educate
them on the County's preparations to mitigate.
The Office of Sustainability also guides the County in becoming more "green" and
environmentally supportive in various focus areas. These areas include the development of
sustainability policy formulation and plan development, energy management and reduction
initiatives, alternative energy and fuel source options, eco- friendly purchasing policy guidance
and sustainable capital development processes.
In addition, projects are implemented in the environmental restoration and solid waste areas that
support the agencies sustainability initiatives. Sustainability is the quality of not being harmful to
the environment nor depleting natural resources, thereby supporting long -term ecological
balance.
The County's goal is to continually employ new technologies to protect the environment and best
serve the residents and visitors. A canal restoration program has been undertaken that is
restoring the water of the canals throughout the Keys and efforts are underway to implement a
long -term yard waste processing program.
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
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Action Plan Goals
II. Goal — Practice Environmental Stewardship
B. Preservation of the Environment and Natural Resources
II -13.2 Environmental protection /habitat protection
• Continue Canal Restoration projects.
• Due Date: September 2018
• Measures: Number and success of project completed.
• Continue Canal Water Quality Monitoring Program.
ODue Date: September 2018
O Measures: Continuance of monitoring program after EPA grant funds expire in
September 2017.
C. Promotion of Energy Conservation and Sustainability
II -C.1 Reduction of energy use and greenhouse gas emissions in County
government operations
• Continue to research and implement energy efficiency measures
• Due Date: September 2018
• Measures: Number of KWH saved, number of gallons saved over prior year,
number of efforts implemented.
• Reduction of energy use.
• Due Date: September 2018
• Measures: Number of new charging stations installed.
II- C.2 Promotion of community -wide sustainability and adaptation planning
• Implementation of GreenKeys Sustainability Action Plan for those projects budgeted
• Due Date: September 2018
• Measures: Number and complexity of GreenKeys Projects implemented.
Coordinate three community outreach workshops to educate residents on sustainability
and climate issues
O Due Date: December 2018
OMeasures: Number of workshops hosted and number of attendees.
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
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Departmental Business Plan and Outlook
Department Name: County Administrator
OFFICE OF LEGISLATIVE AFFAIRS OVERVIEW
Office of Legislative Affairs Mission:
The mission of the Office of Legislative Affairs is to oversee and manage the legislative and
intergovernmental initiatives and functions for the County.
Department Description
The Office of Legislative Affairs develops the state and federal legislative agendas; coordinates
County positions and responses to legislation; supports advancement of the County's legislative
priorities and appropriations; prepares resolutions, talking points, issue briefs and legislative
updates; organizes /manages advocacy trips to Tallahassee and DC.
The Office oversees the Restore Act Program; development and monitoring of the Local Multi -
Year Implementation Plan; management of local pot grant funds and development of grant
submissions; monitor the development of Gulf Consortium's State Expenditure Plan and
preparation of County projects for state pot grant funds; participation in monthly Gulf Consortium
meetings and conference calls.
The Office oversees the implementation
Waterfront Grant Project managing and
compliance with grant requirements.
Action Plan Goals
I. Goal — Provide Excellent Governance
A. Fiscal Strength
of the requirements of the Stan Mayfield Working
coordinating acquisition activities, and ensuring
I -A.1 Effective allocation of resources to meet current and future operating and capital
needs
Advance Monroe County's federal and state legislative priorities and appropriations
requests.
ODue Date: Ongoing
OMeasure:1) Achievement of legislative priorities.
2) Secure appropriations.
• Manage the County's federal and state legislative program.
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
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ODue Date: October 2017
OMeasure: 1) Develop annual federal and state legislative agendas.
2) Represent Monroe County in statewide and national County
legislative activities: FAC, Small County Coalition and NACO.
3) Continuous tracking and monitoring of all congressional and
state legislative activity for potential regulatory and budget
impacts to Monroe.
4) Schedule and manage legislator agency meetings, fly -ins, etc.,
and prepare itineraries and written materials, legislative
packages, etc.
5) Prepare all written legislative communications including talking
points, "tri- folds ", leave- behinds, and resolutions.
• Manage Monroe County's legislative lobbying team.
ODue Date: Ongoing
OMeasure: 1) Ensure lobbyists are in place; manage contracts and invoices
2) Assign lobbyist tasks and track progress on those
assignments.
3) Weekly conference calls with lobbying team during legislative
session and when congress is in session.
4) Maintain tracking spreadsheet of all priorities and relevant
bills.
• Ensure that County leadership is informed and knowledgeable about all relevant
legislative issues.
ODue Date: Ongoing
OMeasure: 1) Provide history and background data for all issues in the
federal and state legislative agendas.
2) Provide regular issue briefs as new issues arise.
3) Provide weekly legislative updates.
4) Provide monthly reports at commission meetings.
• Implement and management of Restore Act program including oversight, management
and distribution of funding.
ODue Date: Ongoing
OMeasure: 1) Oversight of Restore Act funding grants management system,
submission of project grants, monitoring of implementation of
projects, management of grant contracts, ensure Monroe
County funding thru the State Expenditure Plan (Gulf
Consortium), attend monthly Consortium executive committee
calls and meetings, support Monroe County Commission
appointment to the Gulf Consortium.
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
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Departmental Business Plan and Outlook
Department Name: County Administrator
OFFICE OF STRATEGIC PLANNING OVERVIEW
Office of Strategic Plannin -g Mission:
Department Description
The Office of Strategic Planning is responsible for the overall Strategic Planning process and
implementation. The Strategic Planning process starts with the County's five -year strategic plan.
The strategic plan guides the scope and direction of County services and aligns the department's
efforts with the County's strategic priorities, goals and objectives. An integral part of the strategic
planning process is the application of performance -based management.
Performance -based management is a system that uses performance measurement information
to manage and improve organizational performance and to demonstrate achievement of, or
progress towards, the goals and objectives of the strategic plan. Annual departmental Action
Plans link the high -level goals and objectives of the strategic plan with individual employee goals
as defined during annual employee performance reviews. This process assures each and every
employee's efforts are aligned with the County's strategic priorities.
The strategic planning process and performance -based management system includes the
continual review of operational processes, departmental functions and the scanning of the internal
and external environment to identify opportunities for improvement in governmental efficiencies
and effectiveness.
Action Plan Goals
Currently Vacant
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
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Departmental Business Plan and Outlook
Department Name: County Administrator
OF COUNTY EXTENSION SERVICES OVERVIEW
Extension Services Mission:
The mission of Monroe County Extension Service is to create objective, science - based,
educational programs and services that provide residents empowering lifelong learning
opportunities that help them to improve their quality of life and surrounding environment.
Department Description
The Extension Services Department is responsible for addressing quality of life needs of the
community and providing life -long learning opportunities. The department accomplishes this 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 upon input
from local program advisory committees. The programs use university expertise, when needed,
to assist in community workshops or to address emerging issues. Extension Services is a
partnership between the Monroe County Board of County Commissioners and the University of
Florida, with each contributing funding to the programs.
Action Plan Goals
I. Goal — Provide Excellent Governance
C. Excellent, Efficient, Equitably Delivered Public Service
I -C.2 Professional County government workforce
• Establish and communicate measureable individual performance requirements; provide
regular feedback on performance, including timely evaluations.
ODue Date: Annually
OMeasure: Annual performance appraisals.
• Extension employees and Extension County staff will at all times act in a professional
and cooperative manner with clients, colleagues and County staff.
ODue Date: Ongoing
OMeasure: Employee ratings on evaluation in customer service area.
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
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II. Goal — Practice Environmental Stewardship
B. Preservation of the Environment and Natural Resources
II -13.2 Marine and coastal protection
• Teach a volunteer -based water quality- monitoring program for local citizens and school
groups to test local waters for dissolved oxygen, pH, salinity, turbidity, nitrate, phosphate
and temperature.
ODue Date: Ongoing
OMeasure: Number of sites being monitored and number of volunteers trained
• Teach the Florida Master Naturalist Program for local eco- guides, teachers, state park
employees, and individuals.
ODue Date: Ongoing
OMeasure: Number of FMNP workshops offered, number of participants and
number of certifications.
• Partner with Old Dominion University to restore sponges in Florida Bay and hold public
forums to educate citizens about the importance of sponge habitat.
ODue Date: Ongoing
OMeasure: Number of sponge restoration sites and number of trained citizens
• Work with fisheries management to ensure local representation in management issues
and respond to fisheries management agencies on behalf of Monroe County using the
best available data.
ODue Date: Ongoing
OMeasure: Number and type of fishery management issues addressed.
II -13.3 Protection of open space/ Preservation of scenic and natural resources
• Aid /Educate Monroe County Biologists (Marathon and Key Largo) and Land Steward,
County government landscapers (Keyswide) in plant and insect identification and
problems and their controls (if needed) on County properties.
ODue Date: Ongoing
OMeasure: Number of identification contacts and resolved issues.
• Work with local governmental agencies, Keys residents and landscapers to develop
landscape design and planting of natives and ornamental plants.
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
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ODue Date: Ongoing
OMeasure: Number of contacts for design advise and number of planting
guides requested.
Work with the Overseas Heritage trail personnel for plant and problem identification. In
the future plant identification along parts of the trail and with invasive exotic removals
with the assistance of Monroe County Extension Master Gardener volunteers.
ODue Date: Ongoing
OMeasure: Number of invasive removed, number of identification contacts and
number of volunteer hours.
C. Promotion of Energy Conservation and Sustainability
II -C.1 Reduction of County Government operational energy use and GHG emissions
• Director will work with the Sustainability Office to develop new GHG reduction targets
ODue Date: Ongoing
OMeasure: Adoption of GHG targets by the BOCC.
• Work with County staff to develop an implementation strategy for the Energy Efficiency
Conservation Strategy including monitoring of water and energy use in County buildings
ODue Date: Ongoing
OMeasure: Number of KWH saved, number of gallons saves over prior
year and number of efforts implemented.
• Work with the Sustainability office to determine an installation plan for vehicle charging
stations and will beta test a plug in electric vehicle for possible use in County fleet.
ODue Date: Ongoing
OMeasure: Number of new charging stations installed on County property,
report on cost/ benefit of plug in hybrid for administration.
II -C.2 Community -wide sustainability and adaptation
• Develop and direct a Sustainable Floridians Program which teaches sustainability and
created community ambassadors.
ODue Date: Ongoing
OMeasure: Number of SF certificates and number of SF volunteer hours.
• Monitor climate change indicators and trends and analyze potential impacts as the County
staff liaison for a Climate Change Advisory Committee.
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MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
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ODue Date: Ongoing
OMeasure: Number of monthly meetings with the Climate Change Advisory
Committee, number meeting minutes and number recommendations to
the BOCC.
• Assist in the implementation of the Sustainability Action Plan, Southeast Florida Climate
Compact and other sustainability efforts.
ODue Date: Ongoing
OMeasure: Number attending annual Climate Compact Leadership Summit
and number of partners in participation in regional efforts and collaborations
III. Goal — Promote Community Safety, Health and Well -Being
C. Health, Social and Life -Long Enrichment Services
III -C.5 Empowering science -based informal education programs
• Provide comprehensive community education programs in subjects of importance to
Monroe County citizens (currently — fisheries, climate change, horticulture, financial
management, and economic development).
ODue Date: Ongoing
OMeasure: Maintenance of a budget adequate to conduct needed educational
programs, Extension monetary value relative to Monroe County budget,
and number of public contacts.
• Annual reports on the effectiveness of educational programs conducted with guidance
from the community volunteer advisory committees.
ODue Date: Annually
OMeasure: Number and type of fishery issues addressed, number and type of
of climate- related issues addressed, % knowledge gained through Extension
financial literacy program, reported effectiveness of horticulture advice to
citizens.
• Support community educational events, dependent on available resources.
ODue Date: Annually
OMeasure: Number and types of community events supported.
• Maintenance of a community volunteer educational effort.
ODue Date: Ongoing
OMeasure: Number of community volunteer hours and value.
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MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
(ZC 9
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• Provide University of Florida research -based expertise on issues of importance to Monroe
County.
ODue Date: Ongoing
OMeasure: Number of advisory meeting held and number of days of planning effort by
Agents.
• Fund performance enhancing in- service training for Extension faculty.
ODue Date: Ongoing
OMeasure: Number of advisory meeting held and number of days of planning effort by
Agents.
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
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Departmental Business Plan and Outlook
Department Name: Employee Services
DEPARTMENT OVERVIEW
Department Mission:
The mission of the Employee Services office is to provide guidance and essential information to
our employees and the public as we navigate through the challenges of a changing workforce by
proactive management of our services.
Department Description
The Employee Services Department is responsible for the human resources function of Monroe
County government. The Department contains four functional units: Human Resources, Benefits,
Workers' compensation and safety. Compliance and awareness of various labor laws, rules and
regulations are important aspects of this department. The insurance programs managed within
this department are group health insurance and workers' compensation. These are part of a
modified self- insured program. The Department provides responsive, efficient, customer - friendly
and equitable service for its customers Qob candidates and employees) in compliance with federal
and state requirements. The Employee Services Department oversees the following: Human
Resources, Workers' Compensation and Benefits.
Action Plan Goals
I. Goal — Provide Excellent Governance
A. Fiscal Strength
I -A.1 Fiscal Strength and Stability
• Implement annual health care reform mandates.
ODue Date: Ongoing
OMeasure: Continuous monitoring of ACA
I -A.2 Stable, protected reserves
• Sound, cost - effective management of group insurance fund.
ODue Date: Ongoing
OMeasure: Continuous monitoring of claims.
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
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• Work with Safety Committee Dept. Reps. (ESC) to ensure a Healthy and Safe Working
Environment for all County Employees.
ODue Date: Ongoing
OMeasure: Injury incident rate of 6.1 or below.
I -A.4 "Best- value" goods, services, assets that support County operations
• Requests for proposals for programs and policies for group insurance.
ODue Date: Ongoing
OMeasure: Ensure execution of approved contracts or amendments to
current contracts.
• Identify, develop, revise and promote departmental policies, plans and programs.
ODue Date: Ongoing
OMeasure: 100 percent Employee compliance with laws and maintain or
increase efficiencies.
I -A.5 Sound, cost - effective management of risk, workers' comp and group insurance
• Work with Safety Committee Dept. Reps. (ESC) to ensure a Healthy and Safe
Working Environment for all County Employees.
ODue Date: Ongoing
OMeasure: Injury incident rate of 6.1 or below
• Provide training and ensure compliance with the County's policies.
ODue Date: Ongoing
OMeasure: Injury incident rate of 6.1 or below.
• Sound, cost - effective management.
ODue Date: Ongoing
OMeasure: Average claim cost.
• Capture insurance recovery.
ODue Date: Ongoing
OMeasure: Amount of reimbursements.
C. Excellent, Efficient, Equitably Delivered Public Service
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
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I -C.1 Competent, cost - effective, responsive, transparent County government services
• Continue with wellness initiatives such as lunch & learns, reimbursement for
walkathons /triathlons, yoga and Zumba classes.
ODue Date: Ongoing
OMeasure: Increase lunch and learn attendance.
• Human Resource Information System (HRIS).
ODue Date: Ongoing
OMeasure: Unknown
• Finalize ADA Transition Plan.
ODue Date: Ongoing
OMeasure: Five year completion cycle.
• Utilization of LEP Plan
ODue Date: Ongoing
OMeasure: Responses for interpretations /translations.
• Track all unemployment claims.
ODue Date: Ongoing
OMeasure: Receive all correspondences.
• Complete assessment of County services for effective communications.
ODue Date: Ongoing
OMeasure: Analyze communication methods of all Departments.
• Human Resources Information System (HRIS). Evaluate the Pentamation system and
work towards steps to implement an HRIS to streamline processes and integrate the
current three different (non- efficient) systems into one operational and efficient system.
ODue Date: Ongoing
OMeasure: Finalized agreement and full implementation.
• County pay and benefit Structure. Continually monitor the County Pay Plan and employee
salaries and benefits to assure staff is retained, decrease annual turnover and attract the
best County employees to increase efficiency and professionalism.
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MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
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ODue Date: Ongoing
OMeasure: Percentage of turnover, number of positons studies and number
of applicants per position.
I -C.2 Professional County government workforce
• Continue to increase health fair participation.
ODue Date: Ongoing
OMeasure: Increase from prior years
• Continue to promote wellness program (year two).
ODue Date: Ongoing
OMeasure: Increase from 2016 (394)
• Return injured workers back to work.
ODue Date: Ongoing
OMeasure: Number of employees assigned to light duty.
• Provide training and ensure compliance with the County's policies.
ODue Date: Ongoing
OMeasure: Number of courses or training per employee.
• Human Resource information System (HRIS).
ODue Date: Ongoing
OMeasure: Finalized agreement and full implementation.
• Provide training and ensure compliance with the County's policies. Consistent training
provides for a safe and compliant workplace in addition to providing the highest standards
of service to the public who come in contact with County employee and services.
ODue Date: Ongoing
OMeasure: Injury incident rate of 6.1 or below 100% of County employees
trained annually number of trainings throughout keys and Workers'
Compensation costs.
• Identify, develop, revise and promote Departmental policies, plans and programs.
ODue Date: Ongoing
OMeasure: 100% Employee compliance with laws and maintain or increase
efficiencies.
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
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• Professional County Workforce, continually build skills and competencies within the
department.
ODue Date: Ongoing
OMeasure: Number of courses or trainings per employee.
I -C.3 Effective use of technology to enhance services and communication
• Create and /or revise department policies, plans and programs on an as needed basis to
comply with laws and maintain or increase efficiencies
ODue Date: Ongoing
OMeasure: Percentage of completion.
• Create and /or revise departmental policies, plans and programs on an as needed basis to
comply with laws and maintain or increase efficiencies.
ODue Date: Monthly
OMeasure: Percentage of accuracy
• Create and /or revise departmental policies, plans and programs on an as needed basis to
comply with laws and maintain or increase efficiencies.
ODue Date: Ongoing
OMeasure: 100 Percent of accuracy of qualification sheets.
Departmental Structure
Employee
Services
Human Workers'
Resources Compensation Benefits
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
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Departmental Business Plan and Outlook
Department Name: Veterans Affairs
DEPARTMENT OVERVIEW
Department Mission:
The mission of the Veterans Affairs Department is to enhance the quality of life for veterans,
dependents and survivors by assisting them in application and prosecution of claims for benefits
and entitlements from Federal, State and local levels of government. Assure quality control
through strict compliance with all laws and regulations governing the administration of veteran's
benefits. Effectively operate and maintain the VA Transportation system from the Florida Keys to
the Miami VA Medical Center through coordination and cooperation with the Veterans
Administration.
Department Description
The Veterans Affairs (VA) Office assists veterans, military retirees, active duty personnel and
their families in obtaining benefits from the Veterans Administration. These benefits include
compensation for service - related disability, service- connected pension, the VA health program,
burial allowances, widows' benefits, the VA GI educational benefits program and the VA home
loan guarantee program. The VA office assists with transportation to the Miami VA Medical
Center. The Office also provides any other assistance needed to help veterans, widows or family
members in obtaining benefits for which they are eligible
Action Plan Goals
I. Goal — Provide Excellent Governance
A. Fiscal Strength
• Ensuring proper service to the customer is the utmost importance. Assets are to be used
exclusively to ensure service the customers is receiving excellent service. Conduct
quarterly reviews of the budget ensuring proper utilization of assets.
• Due Date: Quarterly
• Measure: Budget Review Document
• Ensure proper manpower allocations. The nature and population of client's changes
continuously. In order to provide efficient service to our clients adjustments to manpower
allocations are a necessity. Monthly reviews of office performance measures based on
clients served are conducted to ensure proper manpower allocations are in place.
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our arnir;ue community, and our environment.
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• Due Date: Monthly
• Measure: Office performance review documentation
C. Excellent, Efficient, Equitably Delivered Public Service
• Effective use of technology.
ODue Date: Ongoing
OMeasure: Review of VA updated policies, procedures, and yearly training.
II. Goal — Practice Environmental Stewardship
C. Promotion of Energy Conservation and Sustainability
• Promote energy conservation and sustainability. Veterans Affairs will ensure non-
essential equipment and lighting is turned off to save on energy costs. Veterans Affairs
will institute a nightly checklist by office to ensure all lighting /equipment are shut down at
close of business daily.
ODue Date: Ongoing
OMeasure: Review of nightly checklist.
III. Goal — Promote Community Safety, Health and Well -Being
C. Health, Social and Life -Long Enrichment Services
• Brief all veterans on utilization of Veterans Administration medical and mental programs.
Veterans Affairs seeks 100% compliance with this goal. All veterans will be briefed on
these vital programs. Statements will be made to that affect in each veteran's electronic
file.
ODue Date: Ongoing
OMeasure: Review of veterans electronic files.
• Seek out and assist veteran in enrolling in VA health care and other services. Veterans
Affairs will hold quarterly briefings and assist veterans in completing and enrolling in the
VA health care.
ODue Date: Ongoing
OMeasure: Enroll new veterans at each briefing and review of statistical data.
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
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Departmental Business Plan and Outlook
Department Name: Airports
DEPARTMENT OVERVIEW
Department Mission:
The mission of the Airports is to provide and maintain a world -class facility for leisure and business
travelers.
Department Description
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
International Airport. The Department is responsible for day -to -day operations of the airports
including administrative services, building and field maintenance, security and emergency
response. Both airports are Federal Aviation Administration Part 139 certified and are staffed and
maintained to that standard. Commercial Air Service in Key West and General Aviation activity in
Marathon are vital to the economic wellbeing of both communities. More than 600 people are
employed by agencies and businesses that serve the airports.
Key West International Airport
Action Plan Goals
I. Goal — Provide Excellent Governance
B. Responsible Management of Physical Infrastructure and Capital Assets
II -13.5 Safe, well- maintained, enterprising airports
• Increase Commercial Passenger Traffic Numbers.
• Due Date: September 2018 (ongoing)
• Measures: Increase existing air carrier routes and seats available in FY 2018.
• Decrease the Cost Per Enplaned Passenger.
• Due Date: September 2018 (ongoing)
• Measures: Increase non - aeronautical revenue.
• Operate a financially self- sustaining facility.
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
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• Due Date: September 2018 (ongoing)
• Measures: Review and update all airport contract agreements.
• Operate as a "Good Neighbor" with the community.
• Due Date: September 2018 (ongoing)
• Measures: Implement phase 1 of the noise insulation program.
Florida Keys Marathon International Airport
Action Plan Goals
I. Goal — Provide Excellent Governance
B. Responsible Management of Physical Infrastructure and Capital Assets
II -113.5 Safe, well- maintained, enterprising airports
• Operate a financially self- sustaining facility.
• Due Date: September 2018 (ongoing)
• Measures: Review and update all contracts and leases as needed.
• Improve the terminal building and other Airport facilities.
• Due Date: September 2018 (ongoing)
• Measures: Work towards finishing the established list of maintenance projects,
and purchase all supplies and equipment that have been approved for
procurement.
• Develop vacant parcels of land at MTH in a responsible manner.
• Due Date: September 2018 (ongoing)
• Measures: Creation of one or more RFP's for aeronautical development on
Airport property.
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
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Departmental Business Plan and Outlook
Department Name: Emergency Services
DEPARTMENT OVERVIEW
We are committed to serving our community with the highest level of life and property protection
to meet the needs of our residents and visitors in the Florida Keys.
The Emergency Services Department encompasses fire suppression, fire prevention,
emergency medical responses, including emergency transportation (air and ground), aircraft
firefighting, emergency management, and provides a Countywide regional fire - training academy.
Fire Rescue The budget provides for the funding to provide cross - trained career
firefighter /paramedic personnel at Stock Island, Big Coppitt, Sugarloaf,
Cudjoe /Summerland (with property acquisition completed for a new Cudjoe Station and
construction starting soon), Big Pine, Conch Key, Long Key /Layton and Tavernier. MCFR
responds to structure fires, vehicular fires and wildfire scenes to provide for victim rescue,
suppression, overhaul and emergency scene safety. MCFR also responds to medical
emergencies like, heart attacks, strokes, and other illnesses and accidents; and to
vehicular accidents to provide advanced life support (ALS) level medical care. When
necessary, the cross - trained fire /EMS personnel will provide emergency transportation of
patients by ground to appropriate medical facilities within Monroe County. MCFR
continues to support and fund the needs of volunteers in two area combination stations.
Volunteer associations are supported in Sugarloaf and Tavernier; with Big Pine, Big
Coppitt and Layton volunteers functioning under Monroe County Fire Rescue. Residents
serviced by MCFR receive the benefit of an Insurance Services Office (ISO) Class 3/3X
rating for fire insurance purposes, an improved rating from an ISO Class 5/9. This
department is funded mostly by Ad Valorem taxes through the Fire & Ambulance District
1 Fund. Revenues are also generated through ground transport user fees.
Emergency Manaaement The Emergency Management Department develops and
implements plans for any event that might impact the infrastructure of the County or the
safety of its residents and visitors. Monroe County Emergency Management plans,
prepares, and coordinates emergency operations before, during and after major events to
mitigate their impact and coordinate recovery efforts. Monroe County Emergency
Management is specifically charged with operational leadership and coordination of all
municipalities, private partners, and state /federal agencies during emergencies, including
hurricanes, our highest potential risk and probability.
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
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Action Plan Goals
III. Goal — Promote Community Safety, Health and Well -Being
A. Public Safety Committed to Saving Lives
III -A.1 Provide fire and emergency medical services
• Comprehensive background screening and medical clearance.
• Due Date: Ongoing
• Measures: Background and medical clearance completed for all
prospective applicants.
• Provide a streamlined and effective process for the recruitment, evaluation,
processing and tracking of firefighter candidates for hire.
O Due Date: Ongoing
O Measures: Eligibility process conducted and pre - qualification list
maintained to ensure qualified firefighters are hired as soon as possible
for reduction of overtime and to maintain staffing.
• Maximize revenues: Pursue grants, appropriations, legislation, and other
opportunities for funding of services, programs, and infrastructure.
• Due Date: Ongoing
• Measures: The collection rate of combined air and ground ambulance
service billable charges will not fall below 33.7 %.
• Follow -up program with Ryder Trauma.
• Due Date: Ongoing
• Measures: Follow -up data received on patients transported by Trauma
Star.
• Increase the number of airport employees trained in CPR, AED and first aid by 10.
• Due Date: Ongoing
• Measures: Number of airport employees successfully trained in CPR, AED
and first aid.
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
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• Update pre- incident plans for all target hazards.
• Due Date: Ongoing
• Measures: Each shift will be assigned 1/3 of the target hazards
within their response zone, and achievement of goal shall be
measured by the percentage of target hazards visited and pre -
incident plans revised.
• Provide a quality assurance program, which reviews patient care reports (PCRs);
compiling findings to develop and deliver training to our EMS providers to improve
patient care and documentation.
• Due Date: Ongoing
• Measures: Percentage of reports reviewed and evaluated.
III -A.2 Provide fire safety and prevention
• Excellent, efficient, equitably - delivered public service.
• Due Date: Ongoing
• Measures: Improved satisfaction with quality ofwebsite.
• Fire safety code building plan review and compliance to prevent and mitigate fires
and promote safety.
• Due Date: Ongoing
• Measures: Number of plans reviewed and inspections conducted.
III -A.3 Fire Rescue infrastructure, training and equipment
• Improve fire rescue infrastructure through the construction of a replacement fire
station in the Cudjoe zone.
• Due Date: Ongoing
• Measures: BOCC approval for contractor for construction.
• Evaluate and implement if necessary, a second Trauma Star service in lower keys.
• Due Date: Ongoing
• Measures: Initiate readiness in anticipation of placing a second
helicopterin service, if needed and requested.
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
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• Complete construction of fire training academy facility for the provision of fire and
EMS training.
• Due Date: Ongoing
• Measures: Completion of training facility.
• Monitor agreement between Sugarloaf volunteers with Wi -Fi on feasibility for fire
station property for rebuilding fire station facility.
• Due Date: Ongoing
• Measures: Work with and participate in meetings with the interested
parties to resolve contract issue, pro or con, on the status of the
contract.
• Adequate Fire Rescue infrastructure, training and equipment.
• Due Date: Ongoing
• Measures: Evaluation completed and improvements implemented,
if any. Daily /weekly monitoring of logistics activity and productivity.
• Ensure sufficient facilities, training and equipment.
• Due Date: Ongoing
• Measures: Inspections completed and recommendations
made for improvements.
• Utilize technology to minimize unnecessary vehicle travel when possible.
• Due Date: Ongoing
• Measures: Consolidation and improvement of scheduling of logistics
pickups and deliveries to decrease number of individual trips to fire
stations and vendors throughout the week.
• Maintain a 90% passing rate of students enrolled in Firefighter I and 11.
• Due Date: Ongoing
• Measures: Offer and provide courses to interested candidates.
• Installation and maintenance of fire hydrants.
• Due Date: Ongoing
• Measures: Hydrants installed, funds expended.
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
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III. Goal — Promote Community Safety, Health and Well -Being
B. Effective Emergency Management
III -B.1 Hurricane preparedness response, and resilience
• Create Interagency Coordination Procedures that describe in detail how the multiple
agencies and organizations within Monroe County will accomplish certain critical tasks
necessary in time of disaster.
• Due Date: Ongoing
• Measures: Hydrants installed, funds expended.
• Develop a County /State partnership strategy on disaster response assuming the loss of
US1 or its bridges for an extended period of time.
• Due Date: Ongoing
• Measures: First draft created in 2017.
Community Outreach- Recognizing that community response will directly impact the
outcome of a disaster, Monroe County EM will team up with community partners to
develop a messaging campaign to raise awareness of potential impacts citizens may face
if confronted with a major storm.
• Due Date: Ongoing
• Measures: Demonstrate community outreach products in 2017 that
focus on this goal.
III -B.2 Non - Hurricane emergency response capacity
• Continued improvement in percentage of County -wide volunteers and municipalities
that strive to work with Monroe County and remain effective in preserving and
protecting citizen safety.
• Due Date: Ongoing
• Measures: Increase the EM volunteer base in Monroe County
with the cooperation of municipalities through the creation of
and distribution of volunteerism brochures while maintaining
and expanding the database of qualified individuals.
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our,. mque community, and our environment.
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• Continual improvement in establishing and improving system for deploying
specialized equipment as needed to shelters, EOC's and field units as needed.
O Due Date: Ongoing
O Measures: Build a tool created to enhance the equipment
management efforts of the EM Department. This tool will provide EM
agencies, managers, state and private /non - profit managers
information on available assets prior and during an emergency.
Continual improvement in percentage of
checks and balances to ensure AHCA
realistic time period and guidance.
agencies use of worksheets. Implement
required approval letter is issued within
• Due Date: Ongoing
•Measures: Increase the use of planning criteria worksheet by all
Monroe County health care facilities.
• Promote and deliver necessary end user training to key EOC personnel as identified
in the National Incident Management System.
• Due Date: Ongoing
• Measures: Provide emergency support function specific annual
classes of at least 30 participants in each class.
• Promote and continue to improve additional emergency transportation to Monroe
County residents and their pets.
• Due Date: Ongoing
• Measures: Continue to negotiate and renew memorandum of
understanding with existing and any new transportation agency within
Monroe and Miami- Dade
• Enhance readiness and enhance capability.
• Due Date: Ongoing
• Measures: Number of responders and volunteer persons trained.
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MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
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Departmental Business Plan and Outlook
Department Name: Budget and Finance
DEPARTMENT OVERVIEW
Department Mission
The Budget and Finance Department mission is to provide strategic financial planning and support
to all departments; promote fiscal stewardship and sustainability, efficient management practices,
sound financial budgeting; maximize funding opportunities; and provide competitive procurement
county -wide while maintaining the highest standards of ethics, integrity and ensuring the prudent
expenditure of public funds.
Department Description
The Budget and Finance Department develops, implements and monitors Monroe County's
annual operating and capital budgets and provides financial analysis. The Department prepares,
publishes and administers the annual budget. The department monitors the operating and capital
budgets providing financial analysis, multi -year forecasting, and the reporting of financial
information for the Board of County Commissioners, other governmental entities and the public.
The Department is responsible for providing high quality, best value purchasing and procurement
activities for the proper and efficient operations of County government. The Department oversees
County funding of nonprofit organizations, provides grant administrative assistance to County
departments, and pursues funding opportunities promoting the economic well -being of the County
in a financially responsible and sustainable fashion.
Action Plan Goals
I. Goal — Provide Excellent Governance
A. Fiscal Strength
I -A.1 Effective allocation of resources to meet current and future operating and capital
needs
• Development of the annual County budget, facilitating opportunities for public
participation, ensuring compliance with local, State of Florida Statute 129.03, Generally
Accepted Accounting Principles (GAAP), Governmental Accounting Standards Board
(GASB) and the Financial Accounting Standards Board (FASB) guidelines.
• Due Date: Annually
• Measures: BOCC approval of the annual budget.
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our arnir;ue community, and our environment.
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• Forecast and analyze revenue trends to proactively position the County for any potential
economic impacts.
• Due Date: September 2018 (ongoing)
• Measures: Monthly update of Revenue Analysis worksheets.
• Monitor and analyze expenditure budget to actual data to maintain projections regarding
budget utilization.
• Due Date: September 2018 (ongoing)
• Measures: Monthly update of Budget to Actual worksheets.
Monitor, maintain and analyze capital projects data including history of projects, level of
funding required and sources of funding, to provide knowledgeable budget forecasting.
• Due Date: September 2018 (ongoing)
• Measures: Quarterly review and approval of Capital Project worksheets.
• Develop and implement a Strategic Financial Budget Plan linking the Department Action
Plans to the Department Budgets for the 2019 budget cycle.
• Due Date: July 2018
• Measures: BOCC approval of the Fiscal Year 2019 Budget document.
• Submittal of the Monroe County Budget document to the Government Finance Officers
Association (GFOA) for review and evaluation for participation in the Distinguished Budget
Presentation Awards Program.
• Due Date: December 2018
• Measures: Receipt of the GFOA Distinguished Budget Presentation Award
• Submittal and acceptance of the Monroe County Truth in Millage (TRIM) certification as
required per Florida Statutes and submittal of the maximum millage levy calculation final
disclosure documents as per s. 200.065(5), Florida Statutes.
• Due Date: 30 days after Budget adoption
• Measures: Notice from the Florida Department of Revenue of no violations and
acceptance of the Monroe County TRIM certification and maximum millage
levy requirements.
• Facilitate, monitor and review the funding application process with designated appointed
boards and committees to ensure a responsive and fair process of budgeting County ad
valorem funds to non - profit service providers in Monroe County.
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MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
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• Due Date: Annual budget cycle
• Measures: Annual funding recommendation meeting of applicable appointed
boards and committees.
Provide onsite monitoring of non - profit service providers receiving Monroe County ad
valorem funding.
• Due Date: Annually
• Measures: Completed monitoring report on each site visit.
I -A.2 Stable, protected reserves
• Monitor and ensure adequate reserve levels in all funds.
• Due Date: Ongoing
• Measures: Review and approval of Fund Balance worksheets.
I -A.4 "Best- value" goods, services, assets that support County operations
Provide efficient, timely, responsive procurement activities to meet the needs of the
County and ensure an open, competitive and cost - effective purchasing process.
• Due Date: Ongoing
• Measures: Review and approval of Purchasing and Bid Activity worksheets
• Update the Monroe County Purchasing Policy and Procedures manual to reflect ongoing
development of business process enhancements.
• Due Date: Ongoing
• Measures: BOCC approval of revisions to the Monroe County Purchasing
Policy.
C. Excellent, Efficient, Equitably Delivered Public Service
I -C.1 Competent, cost - effective, responsive, transparent County government services
• Continue to improve efficiency of Monroe County operations through the implementation
of available resources, streamlining existing procedures, allowing for ongoing electronic
routing and approvals in a paperless environment.
• Due Date: Ongoing
• Measures: Continue coordination with County departments and the Clerk's
Office to implement enhancements to internal business processes.
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
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• Collaborate and coordinate with the Information Technology department on
enhancements to the citizens' transparency portal.
• Due Date: Ongoing
• Measures: Portal will reflect current budget and actual data.
I -C.2 Professional County government workforce
• Continue to improve the effectiveness and proficiency of the Department through
continuing education for staff in the implementation of industry standards and best
practices and innovative opportunities to improve coordination of budgeting activities.
• Due Date: Ongoing
• Measures: Staff will be cross - trained in various activities and attend training
opportunities.
Departmental Structure
Budget & Finance
OMS Grants Purchasing
Management Ai
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
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Departmental Business Plan and Outlook
Department Name: Information Technology
DEPARTMENT OVERVIEW
Department Mission
The mission of Monroe County Information Technology Department is to responsibly apply
technology to enable communication, responsiveness and collaboration with our citizens and
our community.
Department Description
The Information Technology Department is responsible for the installation, support and
maintenance of the County's technology infrastructure including: all applications, technology
infrastructure, desktop /laptop computers, printers, multifunctional devices, telephones and mobile
devices. The Department supports approximately 90 applications and more than 100 Windows
based servers serving more than 40 locations throughout the Keys. IT also maintains and archives
the emails of all users and provides network/internet access for approximately 1,100 users -
including the Property Appraiser, Monroe County Sherriff, the 16th Judicial Circuit Court and the
Clerk of Courts. The IT Department operates the Monroe County Television Cable Channel
(MCTV), which broadcasts local government programming throughout the Florida Keys. MCTV
also provides a digital stream of the broadcast on the County's website and maintains a video on
demand archive of all meetings that have been aired.
Action Plan Goals
I. Goal — Provide Excellent Governance
A. Fiscal Strength
I -A.1 Effective allocation of resources to meet current and future operating and capital
needs
• Monitor expenditures to ensure they are within budget guidelines and provide the most
cost effective access to information for County staff and the public.
ODue Date: Ongoing
OMeasures: Confirmation of expenses equal to or less than budget
C. Excellent, Efficient, Equitably Delivered Public Service
-C.3 Effective use of technology to enhance services and communication
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
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• Manage Network, Firewall, Wireless and Communications infrastructure, increasing the
reliability and efficiency of the environment to enhance the productivity of Monroe County
staff
ODue Date: Ongoing
ODeliverable: 99.5 +% network uptime
• Manage server and storage infrastructure, increasing the reliability and efficiency of the
environment to enhance the productivity of Monroe County staff.
ODue Date: Ongoing
ODeliverable: 99.5 +% server /storage availability
• Enhance and improve MCTV programming to ensure effective communication with our
citizens
ODue Date: Ongoing
ODeliverable — New and original content created during this year included the
following:
Artist Talk with David Harrison Wright
Monroe County Sheriffs Department Children's Animal Farm Featurette
Monroe County Women's Month Featurette
Story Craft, Episode 1: The Giving Tree
Story Craft, Episode 2: The Bossy Gallito
Story Craft, Episode 3: El Gallo de Bodas
Story Craft, Episode 4: Falling for Rapunzel
II — Practice Environmental Stewardship
C — Promotion of Energy Conservation and Sustainability —
II -C.1 Reduction of Energy Use /GHG Emissions in County government operations
• Purchase equipment that is Energy Star Compliant.
ODue Date: Ongoing
ODeliverable: Monitor purchases for Energy Star compliance
Enable and facilitate usage of videoconferencing to replace or minimize travel
requirements.
ODue Date: Ongoing
ODeliverable: Enable and facilitate Zoom.com /Polycom usage while
increasing usage through training and online tutorials.
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
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Departmental Business Plan and Outlook
Department Name: County Attorney
DEPARTMENT OVERVIEW
Department Mission
The mission of the County Attorney is to provide legal advice and legal representation to the
Board of County Commissioners, the County Administrator and staff, Constitutional Officers, and
other boards, committees and agencies as directed by the Board of County Commission.
Department Descriation
The County Attorney is the legal advisor and provides legal services to the Board of County
Commissioners, the County Administrator, and County 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.
The overarching goal of the County Attorney's Office is to ensure that County receives effective
legal counsel in all matters and is in compliance with all applicable laws, regulations, and
obligations. The office is tasked with providing competent, cost - effective, responsive legal
services to the County Commission and staff while ensuring transparency in County government.
Each staff attorney is assigned to represent at least one County department as primary counsel.
Each attorney is tasked with assisting the assigned department/division with achieving action plan
goals set forth in the Strategic Plan.
The County Attorney's Office is tasked with primary responsibility for responding to requests for
public records, providing adequate public notice on bids, hearings. The office plays a critical role
in preparing the BOCC's agenda and processing items approved by the Commission.
Action Plan Goals
I. Goal — Provide Excellent Governance
A. Fiscal Strength
I -A.1 Effective allocation of resources to meet current and future operating and capital
needs.
• Regular monitoring of reserve levels in all funds.
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
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• Due Date: Monthly
• Measures: Monthly review expenditure spreadsheets to Finance reports.
I -A.5 Sound, cost - effective management of risk, workers, comp., and group insurance
• Provide guidance and assistance to ensure that the County's property and liability program
is properly managed.
• Due Date: Ongoing
• Measures: Total dollar amount of paid risk claims.
C. Excellent, Efficient, Equitably Delivered Public Service
I -C.1 Competent, cost - effective, responsive, transparent County government services
• Ensure that the County receives effective legal counsel in all matters and is in compliance
with all applicable laws, regulations, and obligations.
• Due Date: Ongoing
• Measures: No referral to outside counsel or use of other County resources
unless required by the rules of professional conduct or other contractual or
statutory obligation.
• Provide prompt, complete responses to public records requests.
• Due Date: Ongoing
• Measures: Prompt acknowledgement of all requests for public records and
respond within a reasonable period of time as appropriate while protecting.
confidential and exempt information.
• Prepare the Board of County Commission's agendas.
• Due Date: Monthly
• Measures: Timely publication of professional prepared agendas for all BOCC
Meetings.
• Process agenda items approved by the BOCC.
• Due Date: Monthly
• Measures: Review and processing approved agenda items for submission to
the Clerk's Office for execution.
• Process Records Disposition requests for retention and destruction.
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our arnique community, and our environment.
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• Due Date: Ongoing
• Measures: Approval of Records Disposition forms.
• Provide comprehensive research on information in official records regarding real property
title issues.
• Due Date: Ongoing
• Measures: Diligently and professional process research assignments.
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
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Departmental Business Plan and Outlook
Department Name: Social Services
DEPARTMENT OVERVIEW
Department Mission
The mission of the Social Services Program is to provide a holistic approach to case management,
interim financial, medical and general assistance to those eligible individuals and families in need
of these various services throughout the County. Assistance is supplemented with counseling
and direction designed to restore clients to self- sufficient status, or to maintain and promote
independent self- management. Clients are also referred to the appropriate local, State, and
Federal programs and agencies in the community for other related services that are applicable
for individuals and families in need of long -term support. These programs are all aimed at
reducing social and economic dependency. Finally, clients are also made eligible for any other
in -house programs our department offers to ensure that the client's total needs are met, ensuring
the highest level of client success and satisfaction.
Department Description
The Social Services Department provides a number of life- sustaining services, primarily
assisting disabled individuals, senior citizens, families with young children, the working poor, and
those individuals who are unable to be assisted by other community programs. The Department
provides resources, financial assistance, and information to assist clients in need or in a crisis
situation. Our programs include Low - Income Home Energy Assistance Program, Monroe County
Transit, Weatherization Assistance Program, Nutrition Program, Special Needs, and In -Home
Services Program. These programs provide a number of services, such as home delivered
meals, personal care, in -home and /or facility -based respite, homemaking, chores, and
transportation. In addition, Social Services operates Bayshore Manor, the only assisted living
facility in Monroe County.
Action Plan Goals
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
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Departmental Business Plan and Outlook
Department Name: Libraries
DEPARTMENT OVERVIEW
Department Mission
The mission of the Monroe County Public Library is to meet the changing needs of our
communities for information, education and recreation in a variety of materials, formats and
technologies. The Library responds to the needs of users of all ages and diversity by providing
equal, easy and open access to materials and services delivered in an efficient, timely, and
professional manner by staff members who are friendly, helpful, and knowledgeable, in buildings
that are inviting, comfortable and fitted for technological growth and development.
Department Description
The Monroe County Public Library is the oldest library system in South Florida, dating back to
1853. Though the formats and methods of the Library Services Department have changed
radically since those days, the mission remains the same: to meet the changing needs of our
communities throughout the Keys for information, education and entertainment. The Library
Services Department offers materials in a variety of formats, from print to digital and programs for
all age groups, from toddlers through senior citizens. The Library provides access to electronic
information resources through desktop computers and wireless networking. The library catalog
is available to its users 24/7 for reference, requests and renewals. Library cards are free to
County residents and onsite resources are free to visitors. The Library houses a broad collection
of databases for patron usage and a growing collection of digital materials for downloading to a
reading or listening device. The Department's goal is to spread thejoy of reading and appreciation
of learning throughout the five branch communities: Key Largo, Islamorada, Marathon, Big Pine
Key and Key West, as well as all points in between. These resources will be used to improve the
quality of life for all residents of Monroe County.
Action Plan Goals
III. Goal — Promote Community Safety, Health and Well -Being
A. Health, Social and Life -Long Enrichment Services
III -C.3 Accessible, pertinent and modern library services.
• The Library will provide timely and accurate information in print and electronic formats for
residents of all ages.
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
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• Due Date: September 2018 (Ongoing)
• Measures: Selected areas are free of duplications and outdated materials;
displays are updated and new materials highlighted.
• The Library will provide timely and accurate information in print and electronic formats for
residents of all ages
• Due Date: September 2018 (Ongoing)
• Measures: Cataloging will be accurate and up to date.
• The Library will enrich the collection of resource materials in a variety of formats to meet
users' needs for information.
• Due Date: September 2018 (Ongoing)
• Measures: Reference resources will be weeded in all areas, updated, and
promoted through displays, classes, and electronic media.
• Expand availability of Ask-A- Librarian, explore mobile reference technology, offer classes
in available reference resources, training in Useful Multiplatform.
• Due Date: September 2018 (Ongoing)
• Measures: Reference technologies will be adapted for better service, staff will
be trained in database usage, as will interested patrons.
• Resources and programming for children, both in -house and outreach, will be designed to
reach a broad audience of children and their caregivers.
• Due Date: September 2018 (Ongoing)
• Measures: More outreach programs, wider participation, and new audiences
attracted.
The youth of Monroe County will be targeted as a part of the community not yet fully
served.
• Due Date: September 2018 (Ongoing)
• Measures: Increase in offerings, participations.
• Expand to all branches the program of computer and software classes currently being
ordered, coordinating efforts and joint planning on a branch level.
• Due Date: September 2018 (Ongoing)
• Measures: Expanded topics, classes in all branches.
In addition to classes currently offered, services for Senior Citizens will be initiated and
expanded in all areas of our patron offering materials, programs, outreach and classes.
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MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
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• Due Date: September 2018 (Ongoing)
• Measures: Broader range of program topics, improved access to materials for
Seniors; better PR for services offered.
• The Library will make extensive use of our webpage and other social media for promotion
of Library services, events, news, and programs at all branches, keeping the sites fresh,
current, and of interest and significance to our patrons.
• Due Date: September 2018 (Ongoing)
• Measures: Improved webpages, expanded PR through social media, more
information provided to County PIO.
• The Florida History collections will be analyzed and the information coordinated to improve
access to and awareness of these specialized materials in all branches.
• Due Date: September 2018 (Ongoing)
• Measures: Increased awareness of, access to and usage of materials, better
preservation of delicate materials, broader promotion of branch collections.
• Appropriate Library staff will take part in the planning process for the new Marathon Library
building. Input and ideas for usage of space, placement of materials, and selection of
furnishings and equipped will be encouraged, always maintaining budgetary awareness
and fiscal responsibility.
• Due Date: September 2018 (Ongoing)
• Measures: Preliminary plans will be compiled in these areas for further
discussion and initial implementation of these plans.
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MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
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Departmental Business Plan and Outlook
Department Name: Building Department
DEPARTMENT OVERVIEW
Department Mission
The mission of the Monroe County Building Department is to protect public health and safety,
property and the environment by providing an efficient, effective and considerate permitting and
code administration system in accordance with Monroe County Code and the Florida Statutes
that is consistent with and furthers the Monroe County Comprehensive Plan.
Department Description
The Monroe County Building Department provides planning, reviewing and permitting services
for compliance with the Florida Building Code, the Monroe County Code, and all other life safety
codes. Coordinates unsafe structure abatement with the Code Compliance department and the
office of the County Attorney. Provides inspection services in accordance with the Building Code.
Provides a contractor licensing and testing program. Provide staff support for the Contractors
Examining Board and the Board of Adjustment and Appeals. Provide coordinated administration
and enforcement of County's floodplain regulations including management of the County's Flood
Insurance Inspection and Compliance Program.
Action Plan Goals
I. Goal — Provide Excellent Governance
C. Excellent, Efficient, Equitably Delivered Public Service
I -C.1 Competent, cost - effective, responsive, transparent County government services
Work with Construction Industry Group to determine: 1) Whether permit corrections should
only be accepted after all disciplines have reviewed; 2) owner /builder doing multiple house
permits (Code: 2 permits in 3 years); 3) expired ROGO /NROGO process (admin.
instruction and checklist); 4) open permits - system expiration of those that have been
expired longer than 360 days vs. closing after a certain time period; 5) 199 inspections
should automatically close permits after CSR entries; 6) resubmittals only accepted
following all plan review comments; and 7) add IVR software module to notify permit
applicants of impending application /permit expiration.
• Due Date: (Ongoing)
• Measure: Implementation.
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
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• Develop procedure and tools for measurement of permits from date of application to
readiness for issuance.
• Due Date: (Ongoing)
• Measure: Development and implementation of tracking system.
• Continue to use On -Call Services by MT Causley for Plan Review, Inspections and
Customer Service, and utilize additional resources to improve permit review and issuance
time.
• Due Date: (Ongoing)
• Measure: Average permit review time.
• Scan permit files and reduce storage requirements.
• Due Date: (Ongoing)
• Measure: Increased satisfaction with quality of service received from County
employees; and number of files scanned.
I -C.2 Professional County government workforce
• Certification of Customer Service Representatives as Permit Technicians.
• Due Date: (Ongoing)
• Measure: Number of certified employees.
• Plan Reviewers and Inspectors to gain cross discipline certifications.
• Due Date: (Ongoing)
• Measure: Number of certifications per employee.
II. Goal — Practice Environmental Stewardship
A. Responsibly Managed Growth and Community Planning
II -A.2 Current, community -based planning (Livable Communities)
• Process permit applications with improvement in review times for permit issuance.
• Due Date: (Ongoing)
• Measure: Average time to process permits.
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
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• Manage Contractors Examining Board
• Due Date: (Ongoing)
• Measure: Process contractor licenses, contractor violations, and other cases in
a timely manner.
• Manage Construction Board of Adjustment and Appeals.
• Due Date: (Ongoing)
• Measure: Average time of scheduling cases and preparing agendas.
• Annual recertification and implementation of new activities including PPI adoption for
County Community Rating System (CRS) Class and credits.
• Due Date: (Ongoing)
• Measure: Status of recertification.
• Obtain contract for ePlan (electronic plan review)
• Due Date: (Ongoing)
• Measure: Adopt contract.
• Refine Operating Procedures for Building Department.
• Due Date: (Ongoing)
• Measure: Uniform implementation of procedures.
• Begin proactive implementation of FEMA Certificate of Compliance program.
• Due Date: (Ongoing)
• Measure: Implementation.
• Post inspection results using IVR on same day of inspection.
• Due Date: (Ongoing)
• Measure: 90% of results posted in IVR daily.
• Inspectors to call next inspection agent by phone indicating on their way following previous
inspection
• Due Date: (Ongoing)
• Measure: Number of calls.
• Obtain petty cash for all four offices.
O Due Date: (Ongoing)
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
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OMeasure: Implementation.
• Finalize closing the open permit process.
• Due Date: (Ongoing)
• Measure: Implementation of new process.
• Implement credit card acceptance process pending County Clerk approval.
• Due Date: (Ongoing)
• Measure: Implementation of new process.
III. Goal — Promote Community Safety, Health and Well -Being
B. Effective Emergency Management
III -B.1 Hurricane preparedness response and resilience
• Develop and Implement a workable Hurricane Preparedness Plan for distribution to the
Construction Industry concerning what is expected of them as storms develop and
threaten. Offer real consequences for non- compliance.
• Due Date: (Ongoing)
• Measure: Status of development and implementation of plan.
• Develop and Implement an internal Hurricane Preparedness Plan for distribution to staff
explaining what is expected of them as storms develop and threaten.
• Due Date: (Ongoing)
• Measure: Status of development and implementation of plan.
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
Ill
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Departmental Business Plan and Outlook
Department Name: Planning & Environmental Resources
DEPARTMENT OVERVIEW
Department Mission
The mission of the Planning & Environmental Resources Department is to foster sustainable,
quality development in the County while conserving and promoting stewardship of the County's
fragile environment and the unique character of its diverse island communities.
Department Description
The Planning & Environmental Resources Department provides development review services
for projects to ensure compliance with Comprehensive Plan and Land Development Regulations.
Enhance and maintain the County's permit allocation system for residential and non - residential
development. Implement Livable CommuniKeys Program and adopted community master plans
through amendments to Land Development Regulations and other actions identified in these
plans. Maintain and update the County Comprehensive Plan in accordance with Chapters 163
and 380 Florida Statutes. Maintain and amend the Land Development Regulations in accordance
with the Comprehensive Plan, requirements resulting from community master planning efforts
and regulatory streamlining efforts. Prepare revised policy and regulatory framework, including
amendments to the Comprehensive Plan and Land Development Regulations needed to
implement Goal 105, Smart Growth /Tier System and appropriate recommendations of the Florida
Keys Carrying Capacity. Provide policy recommendations on the Comprehensive Plan and
County's compliance with State Comprehensive Plan mandates to the BOCC, County
Administrator, Directors and other County agencies. Compile and disseminate policy,
demographic, socio- economic, environmental and planning information to public, other County,
and public agencies. Provide staff administrative support to Development Review Committee,
Planning Commission, Historic Preservation Commission, Beneficial Use and Vesting Officer and
special ad hoc committees.
Action Plan Goals
Planning
I. Goal — Provide Excellent Governance
C. Excellent, Efficient, Equitably Delivered Public Service
I -C.1 Competent, cost - effective, responsive, transparent County government services
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
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• Process Private Development Approval Applications.
• Due Date: September 2018
• Measures: Review applications for completeness & compliance. Provide
applicants with Comp Plan and code citations of any identified issues.
Continue to improve the quality and efficiency of development review including shorter
review times.
• Due Date: September 2018
• Measures: Update permit review worksheet based on updated Comp Plan and
Land Development Code. Provide internal training. Continue effective and
efficient team communication. Provide applicants with Comp Plan and code
citations of any identified issues.
• Automate Rate of Growth Ordinance processes and cross train staff to have more than
one employee doing ROGO allocations.
• Due Date: September 2018
• Measures: Create procedures document for ROGO applications for use in
both offices. Ensure use of ROGO review stops (in and out) and attach
ROGO data in Community Plus. Provide training to other planning staff.
• Standardize real estate instruments used in ROGO (land dedications, conservation
easements, land aggregations).
• Due Date: September 2018
• Measures: Coordinate with County Attorney's office to develop
samples /templates.
II. Goal — Practice Environmental Stewardship
A. Responsibly Managed Growth and Community Planning
II -A.1 Sound, long- range, comprehensive land use planning
• Review and implement the newly adopted 2030 Comprehensive Plan and the Land
Development Code (LDC) in the completion of Department responsibilities.
• Due Date: September 2018
• Measures: Ensure application reviews and inquiries are answered with
updated Comp Plan policies and code citations.
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MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
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• Manage Planning Commission, Development Review Committee and Historic
Preservation Committee.
• Due Date: September 2018
• Measures: Ongoing support & management & logistical support of meetings.
Ensure website, ads, notices, agenda items, minutes, etc are completed
accurately and timely.
• Process Comprehensive Plan amendments for height which was eliminated from the
EAR based amendments. Process Land Development Code amendments for offshore
islands.
• Due Date: September 2018
• Measures: Provide support for BOCC transmittal and adoption hearings.
II -A.2 Current, community -based planning (Livable Communities)
• Evaluate and recommend proactive approaches to enhance the enforcement against
illegal vacation rentals; and protect affordable housing units
• Due Date: September 2018
• Measures: Process vacation rental permit applications efficiently & timely.
Update website to provide information on vacation rental regulations. Partner
with Code Compliance on vacation rental compliance issues.
• Complete the nexus study to expand the inclusionary housing program to cover transient
and commercial development in the County.
• Due Date: September 2018
• Measures: Complete an evaluation of employment patterns and the building
floor area used for nonresidential (office, retail, hotels, etc.) development,
and draft inclusionary housing requirements (requiring the provision of
affordable housing based on the generated need) to address nonresidential
development.
• Propose updates to policy & regulatory documents to preserve and incentivize affordable
housing.
• Due Date: September 2018
• Measures: Amend and update the Comprehensive Plan and Land
Code to add a Workforce and Workforce Housing definition; amend the
mobile home incentive program to only allow the transfer of TREs from
mobile homes to Tier III, IS platted lots (eliminate option to transfer to
working waterfronts or other zoning districts) , within in the same ROGO
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MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
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subarea; and amend the 'linkage' provision in the inclusionary requirements.
II. Goal — Practice Environmental Stewardship
B. Preservation of the Environment and Natural Resources
II -13.1 Environmental protection/ Habitat protection
• Continue investigating and moving forward with options for increasing funding for
acquisition and partnering on land acquisitions (may include contract management,
comp plan amendments, legislative amendments, legislative amendments, identifying
acquisition priorities, meeting with State and Federal partners, etc.)
• Due Date: September 2018
• Measures: Share data and assist in evaluating properties and funding options.
Draft LOUs and coordinate with DEP Appraisers and Land Authority on the
purchase of Tier I II lands. Evaluate properties with Land Authority & other
County staff. Review & comment on proposed legislation.
Environmental Resources
I. Goal — Provide Excellent Governance
C. Excellent, Efficient, Equitably Delivered Public Service
I -C.1 Competent, cost - effective, responsive, transparent County government services
• Maintain reduced permit review time frames.
• Due Date: September 2018
• Measures: Update permit review worksheet based on updated Comp Plan and
Land Development Code. Provide internal training. Continue effective and.
efficient team communication. Provide applicants with Comp Plan and code
citations of any identified issues.
II. Goal — Practice Environmental Stewardship
B. Preservation of the Environment and Natural Resources
II -13.1 Environmental protection/ Habitat protection
• Maintain relationship with DEP at state level and attend meetings of ARC Committee on
land acquisition.
O Due Date: September 2018
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
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O Measures: Share data and assist in evaluating properties. Ongoing coordination
with Land Authority.
• Assist with identifying a new land acquisition funding source within the County and
prioritize land acquisition, based on land attributes, working with Land Authority and Board
of County Commission to begin new purchases under FDEP Florida Forever Program
• Due Date: September 2018
• Measures: Share data and assist in evaluating properties and funding options.
Draft LOUs and coordinate with DEP Appraisers and Land Authority on the
purchase of Tier I I I lands.
• Provide Funding to Land Steward for exotic removal from County owned land.
• Due Date: September 2018
• Measures: Complete bio reviews & mitigation calculation for the removal of
native vegetation. Ensure correct mitigation fees are charged.
II. Goal — Practice Environmental Stewardship
A. Responsibly Managed Growth and Community Planning
II -A.1 Sound, long- range, comprehensive land use planning
• Coordinate with Climate Change Advisory Committee and implement sea level rise policy
with Planning in EAR based Comprehensive Plan amendments. Begin implementation of
Southeast Florida Regional Climate Compact Regional Climate Action Plan action items.
• Due Date: September 2018
• Measures: Attend committee meetings, coordinate information with Planning
staff, share data and propose amendments.
Transportation Plannin_g
I. Goal — Provide Excellent Governance
C. Excellent, Efficient, Equitably Delivered Public Service
I -C.1 Competent, cost - effective, responsive, transparent County government services
• Complete RFP procedures to evaluate and recommend a transportation planning
consultant.
• Due Date: September 2018
• Measures: Review submissions; manage review committee, score firms, draft
contract, process BOCC agenda items.
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
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II. Goal — Practice Environmental Stewardship
A. Responsibly Managed Growth and Community Planning
II -A.1 Sound, long- range, comprehensive land use planning
• Complete, required every two years, a capacity study for Level of Service recommended
physical improvements on US.
• Due Date: September 2018
• Measures: Process and manage traffic consultant contract and work order to
compete travel time study every 2 years. Ensure study is completed and
submitted to the County on time.
• Update Monroe County traffic study guidelines and related LDRs.
• Due Date: September 2018
• Measures: Process and manage traffic consultant contract and work order to
compete traffic study guideline update. Ensure study updated is completed and
submitted to the County on time.
Marine Resources
II. Goal — Practice Environmental Stewardship
B. Preservation of the Environment and Natural Resources
II -13.2 Marine and coastal protection
• Manage Marine and Port Advisory Committee.
• Due Date: September 2018
• Measures: Schedule & advertise meetings. Develop agenda and ensure
meetings minutes are maintained.
• Perform quarterly surveys for channel markers and regulatory zones.
• Due Date: September 2018
• Measures: Perform quarterly surveys for channel markers and regulatory zones
• Determine the potential for mooring field development at the Boca Chica Basin anchorage,
including availability of a shore side facility and potential for permit acquisition.
• Due Date: September 2018
• Measures: Complete benthic and bathymetric surveys. Review completed
studies and continue evaluating feasibility of a mooring field at Boca Chica.
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our arnir;ue community, and our environment.
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Continue coordinating with Lisa Tennyson to determine if Gulf Seafood can
provide be purchased and utilized as a shore side facility.
• Secure supplemental funds for derelict vessel removals and channel marker
maintenance.
• Due Date: September 2018
• Measures: Apply for grants for derelict vessel removals and channel marker
Maintenance.
• Process City Boater Improvement Fund (BIF) grant program requests for improvements
to marine resources for cities
• Due Date: September 2018
• Measures: Manage Marine Resource budget to provide for City grant projects.
Evaluate and rank projects for BOCC.
• Develop policy recommendations for legislative consideration pertaining to the reduction
of derelict vessels.
• Due Date: Annually
• Measures: Annually, submit or review proposed legislation on derelict vessels
• Continue to manage Pump -out contract
• Due Date: September 2018
• Measures: Ensure quotas are met and that contract terms are satisfied.
Coordinate with contractor and CVA to ensure continued service and funding
Continue evaluating additional funding sources and /or service efficiency
improvements. Provide reports on the number of pump outs completed and
gallons of sewage disposed.
GIS
I. Goal — Provide Excellent Governance
C. Excellent, Efficient, Equitably Delivered Public Service
I -C.3 Effective use of technology to enhance services and communication
• Complete entering all conservation easements into GIS.
• Due Date: Monthly
• Measures: Enter additional conservation easements on a monthly basis.
Continue GIS Addressing.
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
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• Due Date: Ongoing
• Measures: Ongoing support
• Continue adding Elevation Certificates to GIS
• Due Date: Monthly
• Measures: Enter additional elevation certificates on a monthly basis.
• Assist with CRS mapping and data analysis requests, including repetitive loss information
for CRS, GIS layer for vacant publicly owned land within floodplain and refining FEMA
floodplain boundaries.
• Due Date: September 2018
• Measures: Provide assistance for completion of CRS application
• Continue to add Sewer Lines to GIS.
• Due Date: September 2018
• Measures: Complete layer
• Web Map Applications:
(Planning Maps Application for County staff & CRS Map application for County staff)
Continued GIS support for staff & continue County GIS data updates.
• Due Date: September 2018
• Measures: Creation of web applications for internal and external users.
II. Goal — Practice Environmental Stewardship
B. Preservation of the Environment and Natural Resources
II -113.2 Marine and coastal protection
• Work with Wastewater providers to determine properties that have not hooked up to
central sewer for processing through code compliance.
• Due Date: Ongoing
• Measures: Coordinate with WW providers and update data as required.
II -113.3 Protection of open space/ Preservation of scenic and natural resources
• Continue to provide data for land acquisition activities.
• Due Date: Ongoing
• Measures: Maintenance of the Land Acquisition Map Application. Complete
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
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weekly updates of new property listings.
Land Steward
II. Goal — Practice Environmental Stewardship
B. Preservation of the Environment and Natural Resources
II -113.3 Protection of open space/ Preservation of scenic and natural resources
• Manage Monroe County conservation lands by removing invasive exotic plant species,
restoring native vegetation, and removing solid waste, as needed.
• Due Date: Ongoing
• Measures: Coordinate with Monroe County Solid Waste and utilize local
contractors to complete work; ongoing.
• Secure supplemental funds for invasive exotic plant removal
• Due Date: Ongoing
• Measures: Apply for annual funding from the State.
Assist Monroe County Land Authority with conservation land acquisitions, including site
inspections and prioritization of acquisitions.
• Due Date: Ongoing
• Measures: Ongoing coordination with and support for the Monroe County Land
Authority. Propose staff increase for improved services.
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
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Departmental Business Plan and Outlook
Department Name: Code Compliance
DEPARTMENT OVERVIEW
Department Mission
The mission of the Code Compliance Department is to promote, protect and improve the health,
safety and welfare of citizens and the environment by providing an equitable, expeditious and
effective enforcement of all County Codes and establishing a working partnership with Monroe
County neighborhoods.
Department Description
The Code Compliance Department performs field investigations for complaints relating to
ordinance violations both reactively and proactively. Proposes courtesy warning notices and
notices of violations. Inspectors place an emphasis on voluntary compliance measures, but also
provide enforcement where required to obtain compliance. Present ordinance violation cases in
special master hearings and the court system. Coordinate the removal of abandoned vehicles,
vessels, debris, and vegetative debris from private property, County and State Rights of way.
Coordinate unsafe structure enforcement with the County Building Official. Coordinate foreclosure
proceedings with the County Attorney. Provides staff assistance to the Special Master and
information to public regarding Monroe County Code and compliance.
Action Plan Goals
II. Goal — Practice Environmental Stewardship
A. Responsibly Managed Growth and Community Planning
II -A.2 Current, community- based planning (Livable Communities)
• Stock Island Clean Up.
• Due Date: September 2018
• Measures: Strategize and begin by March 1, 2017.Completion within 18 months.
• Purchase Software to identify vacation rental violators and gain compliance improving the
quality of life in neighborhoods.
• Due Date: June 1, 2017
• Measures: Finalize contract with agreement and purchase by June 1, 2017.
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our arnir;ue community, and our environment.
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• Increase staffing to use software purchased to identify illegal vacation rentals.
• Due Date: August 1, 2017
• Measures: Advertise, interview, hire staff by August 1, 2017.
• Develop a guide to prioritize types of violations and severity to assure consistent
enforcement throughout unincorporated Monroe County.
• Due Date: October 1, 2017
• Measures: Final draft by August 31, 2017. Implementation October 1, 2017
• Reduce number of cases in lien status by moving cases forward to BOCC to authorize
further legal action
• Due Date: Ongoing
• Measures: Resolve and /or mitigate cases reducing cases in lien
status.
• Document Special Magistrate findings, record liens, release liens, send invoices, and
receipt payments timely monitoring cases from violation through the lien process.
• Due Date: Ongoing
• Measures: Complete within 2 -5 working days of event.
• Continue efforts with the MC Tax Collector's Office in the enforcement for illegal vacation
rentals with assistance from the Legal Dept.
• Due Date: Ongoing
• Measures: Maximize number of cases slated monthly before the Special
Magistrate.
• Update website /brochure to provide Code Compliance information stating the
department's mission and purpose. Identify some common violations, provide zoning
info and vacation rental permit requirements, County and other important contact info,
i.e. DEP, PAO, DBPR, Municode.
• Due Date: Ongoing
• Measures
• Continue Certified Floodplain Management training and maintain continuing education
requirements.
• Due Date: Ongoing
• Measures: Maintain certifications.
Packet Pg. 1407
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
() 0C 00 ( 2 0 Page 159
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Continue Florida Association of Code Enforcement Certification (F.A.C.E) training and
maintain continuing education requirements.
• Due Date: Ongoing
• Measures: Successfully complete FACE certificates and maintain continuing
education credits for certification.
• Continue to routinely review and close old cases that remained open in software system
• Due Date: Monthly
• Measures: All cases current with review by Supervisors monthly.
• Continue cross training of inspectors and provide administrative assistant training.
• Due Date: Ongoing
• Measures: Training or refresher annually.
• Continue to enforce mandatory central wastewater connections required by State of
Florida Area of Critical State Concern (ACSC) work plan.
• Due Date: Ongoing
• Measures: Cases slated monthly before the Special Magistrate
• Continue to work with the Building Official on unsafe properties to gain full compliance
and elimination of unsafe structures.
• Due Date: Ongoing
• Measures: To begin meetings with Building Official in January 2017.
• Provide administrative support, create /track cases.
• Due Date: Daily
• Measures: Completed in professional manner.
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
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Departmental Business Plan and Outlook
Department Name: Project Management & Facilities
DEPARTMENT OVERVIEW
Department Mission
The mission of the Project Management and Facilities department is to economically and
efficiently maintain, improve and expand Monroe County's facilities and infrastructure to best
serve public health, safety, welfare, and interests of the residents and visitors of Monroe County.
Department Description
The Project Management and Facilities Department maintains all of Monroe County's existing
parks, beaches, boat ramps, and buildings; develops and solicits requests for qualifications,
proposals, and solicitations for work; identifies and mitigates risk and inspects work for quality
and conformance to design specifications; manages and documents the end -to -end lifecycle of
capital improvements from integration through commissioning; acts as an owner's representative
for key stakeholders, and tracks and monitors scope, schedule and cost while maintaining budget.
Action Plan Goals
I. Goal — Provide Excellent Governance
A. Fiscal Strength
I -A.1 Effective allocation of resources to meet current and future operating and capital
needs
• Maximize revenues by pursuing grants and legislative appropriations.
• Due Date: September 2018 (ongoing)
• Measure: Number of Grants approved
I -AA Best Value goods, services, assets that support County operations
• Procuring "best- value" goods, services and assets that support County operations
• Due Date: September 2018 (ongoing)
• Measure: Monitor and negotiate professional fees.
I -A.5 Sound, cost - effective management of risk, workers' comp., and group insurance
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
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• Maximize opportunities to improve health and safety of employees
• Due Date: September 2018 (ongoing)
• Measure: 100% of Project/Facilities staff receive OSHA certification
B. Responsible Management of Physical Infrastructure and Capital Assets
I -113.3 Safe, functional, cost - effective County buildings
• Inspect and Maintain equipment on a regular basis
• Due Date: September 2018 (ongoing)
• Measure: Percentage of equipment repaired or serviced before they become
Inoperable or a safety issue.
• Work to keep all buildings clean and a safe working environment.
• Due Date: September 2018 (ongoing)
• Measure: Reduce number of complaints by preventive maintenance and daily
janitorial work.
• Continue with Safety Preventative Measures while performing daily assignments
• Due Date: September 2018 (ongoing)
• Measure: Number of instances that safety gear is not worn or safe practices
are not followed.
• Standardized maintenance program for All County Parks and Beaches
• Due Date: September 2018 (ongoing)
• Measure: Implement computerized maintenance management system
software for Parks and Beaches.
C. Excellent, Efficient, Equitably Delivered Public Service
I -C.1 Competent, cost - effective, responsive, transparent County government services
• Reduce the average completion time spent on a work order.
• Due Date: September 2018 (ongoing)
• Measure: Percentage of daily time spent effectively responding to /completing
open work orders.
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
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• Ensure administrative duties including record keeping, purchasing, budget monitoring,
personnel actions are completed accurately and in a timely fashion.
• Due Date: September 2018 (ongoing)
• Measure: Percentage of work completed before due date /deadline.
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
6 Page 163
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Departmental Business Plan and Outlook
Department Name: Engineering Service & Roads
DEPARTMENT OVERVIEW
Department Mission
The mission of the Engineering Service and Roads Department is to maintain and improve all
1,209 County roads, 397 miles and 26 bridges for the ease of movement of the people and goods
in Monroe County and to provide all citizens and visitors with a safe and visually enjoyable right -
of -way in which to travel. The Florida Dept. of Transportation is responsible for maintaining and
improving U.S. 1 (Overseas Highway) and South Roosevelt Blvd. in Key West. The County is
responsible for maintaining and improving County roads.
Department Description
The Engineering Service and Roads Department is responsible for managing the engineering
and design, permitting and construction of County roads, sidewalks, bike paths, bridges and storm
water infrastructure improvement projects. They maintain 26 County bridges and approximately
312 miles of County roads and rights of way. They also maintain County sidewalks and bike
paths -and the U.S. 1 traffic signals and streetlights within the unincorporated Monroe County.
Action Plan Goals
I. Goal — Provide Excellent Governance
A. Fiscal Strength
I -AA Best Value goods, services, assets that support County operations
• Evaluate and negotiate consultant proposals to ensure costs within industry guidelines.
• Due Date: September 2018 (ongoing)
• Measures: Consultant contract costs held at steady or reasonable annual
increase.
• Identify and pursue grant opportunities to fund various engineering projects
• Due Date: September 2018 (ongoing)
• Measures: Number of applications for grants for engineering projects.
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
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B. Responsible Management of Physical Infrastructure and Capital Assets
1 -B.1 Wastewater and storm water that protects water quality and ensures public health
• Develop proactive storm water structure maintenance program.
• Due Date: September 2018 (ongoing)
• Measures: Fulfill storm water maintenance requirements of the
Community Rating System.
• Improve storm water management/maintenance of drainage features on County roads
• Due Date: September 2018 (ongoing)
• Measures: Length of time from call to response /solution
implementation.
1 -B.2 Safe, well- maintained transportation infrastructure
• Continue to implement roadway improvement program
• Due Date: September 2018 (ongoing)
• Measures: Meeting schedule in capital plan
• Initiate preservation program on newly resurfaced roads to lengthen pavement life.
• Due Date: September 2018 (ongoing)
• Measures: Progress on plan development.
• Timely resolution of calls /complaints for road repairs
• Due Date: September 2018 (ongoing)
• Measures: Length of time from call to response /solution
implementation.
C. Excellent, Efficient, Equitably Delivered Public Service
1 -C.2 Professional County government workforce
• Continue required training for specific positions; identify training opportunities to enhance
skill set.
• Due Date: September 2018 (ongoing)
• Measures: Number of professional development courses attended.
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MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
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1 -C.3 Effective use of technology to enhance services and communication
• Complete construction of all electronic tolling at Card Sound Toll on time.
• Due Date: September 2018 (ongoing)
• Measures: Construction completed on schedule; County prepared with support
for discount programs by "go -live" date.
Develop inventory of transportation assets; create asset management database and
system.
• Due Date: September 2018 (ongoing)
• Measures: Continual progress on creating and populating system.
• Continue with putting drainage structures into statewide One Call utility system.
• Due Date: September 2018 (ongoing)
• Measures: Institute an effective close out process to pass as built information
from Engineering to maintenance.
II. Goal — Practice Environmental Stewardship
A. Responsibly Managed growth and Community Planning
C. Promotion of Energy Conservation and Sustainability
II -A.2 Current community based planning (livable communities)
Include construction of transportation alternatives (bike lanes /paths, sidewalks) and
complete streets concept in bridge and roadway and drainage improvement projects
• Due Date: September 2018 (ongoing)
• Measures: Increase in number of projects that include transportation
alternative /complete street features.
II -C.2 Community -wide sustainability and adaptation
• Assess sea level rise vulnerability and include adaptation element in County transportation
infrastructure projects.
• Due Date: September 2018 (ongoing)
• Measures: Number of projects evaluated for SLR; increased data /observations
of repetitive flood areas in County.
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
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III. Goal — Promote Community Safety, Health and Well -Being
B. Effective Emergency Management
III -B.1 Hurricane preparedness, response and resilience
• Improve /document Road Dept. and Engineering procedures for Hurricane Response.
• Due Date: September 2018 (ongoing)
• Measures: Progress on completion of clear procedures and tools needed to
facilitate work.
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
6 Page 167
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Departmental Business Plan and Outlook
Department Name: Solid Waste
DEPARTMENT OVERVIEW
Department Mission
The mission of the Solid Waste Department to provide cost efficient and environmentally proper
collection, transportation and disposition of solid waste, recyclables, hazardous waste and
electronic waste generated in the County (excluding the municipalities) as defined by various
statutes, ordinances, agreements and meet the needs of present and future County residents.
Department Description
The Solid Waste Department provides comprehensive, convenient and reliable
services /programs, residential and commercial, for the collection and disposal of the different
types of waste, including garbage, recyclables, yard waste, white goods, tires, household
hazardous waste, electronic waste, and litter. Meet the goals and objectives of Element #8, (Solid
Waste) that will achieve a level of service standards.
Action Plan Goals
I. Goal — Provide Excellent Governance
A. Fiscal Strength
I -A.2 Stable protected reserves
• Director will maintain solid reserves and cost effective management
• Due Date: September 2018 (ongoing)
• Measures: Stable reserves
I -AA Best Value goods, services, assets that support County operation
• Director will acquire "best- value" goods and services in a timely manner.
• Due Date: September 2018 (ongoing)
• Measures: Number of purchase orders
III. Goal — Promote Community Safety, Health and Well -Being
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
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C. Health, Social and Life -Long Enrichment Services
• III -C.2 Promotion of community -wide sustainability and adaptation planning
Director will provide the public with education /outreach on collection programs and
services and recycling
• Due Date: September 2018 (ongoing)
• Measures: Greater participation.
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
6 Page 169
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Departmental Business Plan and Outlook
Department Name: Fleet Management
DEPARTMENT OVERVIEW
Department Mission
The mission of the Fleet Management Department is to provide fleet management services in the
most effective and efficient means possible.
Department Description
The Fleet Management Department services approximately 750 units at three County -owned
garages in Key West, Marathon, and Plantation Key. The Department is responsible for acquiring
and disposing of, maintaining, repairing, and providing fuel for the County fleet, which includes
automobiles, vans, trucks, heavy equipment, and more than 60 generators. It manages all outside
warranty and specialty contract repair work and operates a preventive maintenance tracking
system for all vehicles under its care. It also provides maintenance support for the Monroe County
Sheriff's Department vehicles.
Action Plan Goals
I. Goal — Provide Excellent Governance
A. Fiscal Strength
I -AA "Best- value" goods, services, assets that support County operations
• Implement improvements for a streamlined and responsive procurement process.
• Due Date: September 2018 (ongoing)
• Measures: Monitor request to purchase, compare prices, and keep vendors
reminded we are always seeking best price and best services.
B. Responsible Management of Physical Infrastructure and Capital Assets
1 -13.4 Safe, functional, cost - effective County fleet
• Ensure adequate, safe, well- maintained garages, fuel facilities and fleet.
• Due Date: September 2018 (ongoing)
• Measures: Maintain minimum amount of fleet and facility accidents and injuries.
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
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C. Excellent, Efficient, Equitably Delivered Public Service
I -C.2 Professional County government workforce
• Recruit and retain a highly qualified workforce.
• Due Date: September 2018 (ongoing)
• Measures: All fleet positions filled and zero percent annual turnover rate.
III. Goal — Promote Community Safety, Health and Well -Being
B. Effective Emergency Management
III -B.1 Hurricane preparedness response and resilience
• Assure all fleet staff understands their roles and responsibilities with regard to emergency
protective measures, clean up and recovery.
• Due Date: September 2018 (ongoing)
• Measures: All fleet staff shall receive and acknowledge documented pre -
hurricane season briefing of role /responsibility.
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
Ill
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MIONROE COUNTY BOARD OF COUNTY
CO MJ NIMO NJ E RSj
DepartmentM Bushess Man
Fps } cast Year 2�01J8'
Plan Date: October 1, 2017 — September 30, 2018
Produced by:
Monroe County
Office of Budget and Finance
July 2017
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Annual Departmental Business Plan
The Annual Departmental Business Plan is the critical implementation link between the
overall direction and priority- setting of the Strategic Plan and the resource allocation done
through the budget process. The linkage is made by tying the annual goals and projects
of each department to the strategic priorities and their accompanying goals, as set forth
in the Strategic Plan.
The Annual Departmental Business Plan
also serves as the starting point for
employee performance plans
and is the basis upon which
individual performance is
evaluated each year.
Through this Performance
Management Cycle,
the County's financial
resources and employee
efforts are aligned with the
overall strategic priorities
of the County.
This document outlines the
fiscal year 2018 goals and
projects for each of the
twenty -one departments
of Monroe County. Each
department's narrative
includes a set of performance
measures to determine
progress toward strategic
plan success.
Report
Results
Annual Performance
Report (State of the
County)
Manage
Work
Processes
Operate programs
Record service levels,
Measure progress,
efficiency,
Strategic
Plan
Mission
Priorities and Goals
Managing for
Results
Process to
continually refocus
on services that
make the most
difference.
Business
Plan
Identify
Division /Dept
Goals /Initiatives
Determine success
indicators /measures
Budget
Submit annual
budget request with
Action Plan
Allocate Resources
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
III 0 Page 11
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E.2.b
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)
egg 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.)
-e- Courageous communication (honest, ethical, principled communication, collaboration
and problem - solving.)
Sense of Stewardship (responsibly managing the resources entrusted to us.)
Packet Pg. 1424
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
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COUNTY DEPARTMENTS
The Annual Departmental Business Plan is presented in the following twenty -one sections:
➢ County Administrator
Office of Sustainability
Office of Legislative Affairs
Office of Strategic Planning
I Extension Services
➢ County Attorney
➢ Social Services
➢ Libraries
Building
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➢ Employee Services
Veterans Affairs
Airports
Emergency Services
➢ Budget and Finance
➢ Information Technology
MISSION:
➢ Planning & Environmental
Resources
➢ Code Compliance
➢ Project Management/Facilities
➢ Engineering Service /Roads
➢ Solid Waste
➢ Fleet Management
To provide outstanding
public service responsive
to the needs of our
citizens,
our unique community,
and our environment.
1. III.
Promote
Provide II, Community Safety,
Excellent Practice Health And Well -
Governance Environmental Being
Stewardship
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
I11 * �t�
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Strategic Priorities
The goals and projects of each section were developed to support the following Strategic Priorities
and Strategic Goals, as developed and more fully identified in the five year Strategic Plan.
I. Provide Excellent Governance
"Monroe County will continue to raise the standard of*excellence
in the service it provides to its citizens. "
A. Fiscal Strength
B. Responsible Management of Physical Infrastructure and Capital Assets
C. Excellent, Efficient, Equitably Delivered Public Service
II. Practice Environmental Stewardship
"Monroe County is committed to the preservation and sustainability of 'its
unique and fragile environment "
A. Responsibly Managed Growth and Community Planning
B. Preservation of the Environment and Natural Resources
C. Promotion of Energy Conservation and Sustainability
III. Promote Community Safety, Health and Well -Being
"Monroe County will ensure safety and promote the best possible
quality of life for its citizens. "
A. Public Safety Committed to Saving Lives
B. Effective Emergency Management
C. Health, Social and Life -Long Enrichment Services
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
III 0 Page 14
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E.2.b
Mission:
Provide Outstanding Public Service
Responsive To The Needs of
Our Citizens, Our Unique Community
and Our Environment
Strategic I. Provide Excellent Governance
Priorities:
Supporting
j nvironment
for arts and
culture I
1
S.
Empowering
science -
based
informal
education
programs
r 6.
Effective,
humane
animal
control
services
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MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
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A.
B.
C.
Fiscal
Responsible
Excellent,
Strategic
Strength
Management
Efficient,
Goals:
And
of Physical
Equitably -
Stability
Infrastructure
Delivered
Health
and
Public
Stewardship
Capital
Service
Assets y
L
eel
and Well -Being
Effective
Wastewater
Competent,
Strategic
allocation of
and storm
cost -
Objective
resources to
water
effective,
Safety
meet current
that protects
responsive,
of khe
and future
water quality
transparent
Social and
operating and
and ensures
County
Saving Lives
capital needs
public health
,_government
services
and Natural
2.
2 .
2
Enrichment
Stable,
Safe, well-
Professional
protected
maintained
County
reserves
transportation
government
yy
l
1.
infrastructure
workforce
1.
3.
3.
Sound,
3.
Reduction of
Provide fire
Hurricane
Safe,
Effective use
protection/
Affordable,
functional,
of technology
preparedness
competitive tax
cost - effective
to enhance
Government
levies
County
services and
social services
q
buildings
communica-
medical
and resilience
tion
land use
"Best- value"
q,
services
goods,
citizens
planning
and GHG
emissions
Safe,
services, assets
functional,
that support
2.
County
cost-effective
2,
operations
'Countyfleet
Non -
2.
5.
Current,
Sound,. cost-
5.
Hurricane
effective
Safe, well -
community.
Marine
management
•. maintained,
Provide fire
of risk, workers
enterprising
comp., and
` airports
group
`
services for
based
insurance
/' 6.
a
Sustain bility
Well-
planning
protection
maintained,
and
prevention
and accessible
veterans
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MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
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To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
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E.2.b
Departmental Business Plan and Outlook
Department Name: County Administrator
DEPARTMENT OVERVIEW
Department Mission:
The mission of the County Administrator is to direct the implementation of Board of County
Commissioner's (BOCC) policies to the operating units of County government as prescribed by
the Administrative Code.
Department Description
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
department directors, and coordinates the management of all departments. The County
Administrator also represents County interests to the local, state and federal governments.
Departmental Structure
County
Administrator
Office of Office of Office of Extension
Sustainability Legislative Strategic Services
Affairs Planning
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
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E.2.b
Departmental Business Plan and Outlook
Department Name: County Administrator
OFFICE OF SUSTAINABILITY OVERVIEW
Office of Sustainability Mission:
The mission of the Office of Sustainability is to create resilient and environmental improvements
that continue to foster a safe and livable community and a sustainable future.
Department Description
The Office of Sustainability prepares the County to be more resilient to the effects of climate
change and sea level rise. This includes performing research and modeling the effects of sea
level rise, collaboration with the SE FL Climate Change Compact, collecting elevation and other
types of data to more accurately measure the potential inundation to County roads and
infrastructure, developing new policies to set standards for implementation, and implementing
projects to mitigate against those effects. These areas include the collection of mobile LiDAR
elevation data for County roads and buildings, a streets analysis to evaluate the impacts of sea
level rise, development of conceptual designs for elevation, and finally community engagement
to help the County better understand the residents' concerns about sea level rise and to educate
them on the County's preparations to mitigate.
The Office of Sustainability also guides the County in becoming more "green" and
environmentally supportive in various focus areas. These areas include the development of
sustainability policy formulation and plan development, energy management and reduction
initiatives, alternative energy and fuel source options, eco- friendly purchasing policy guidance
and sustainable capital development processes.
In addition, projects are implemented in the environmental restoration and solid waste areas that
support the agencies sustainability initiatives. Sustainability is the quality of not being harmful to
the environment nor depleting natural resources, thereby supporting long -term ecological
balance.
The County's goal is to continually employ new technologies to protect the environment and best
serve the residents and visitors. A canal restoration program has been undertaken that is
restoring the water of the canals throughout the Keys and efforts are underway to implement a
long -term yard waste processing program.
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
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E.2.b
Action Plan Goals
II. Goal — Practice Environmental Stewardship
B. Preservation of the Environment and Natural Resources
II -13.2 Environmental protection /habitat protection
• Continue Canal Restoration projects.
• Due Date: September 2018
• Measures: Number and success of project completed.
• Continue Canal Water Quality Monitoring Program.
ODue Date: September 2018
O Measures: Continuance of monitoring program after EPA grant funds expire in
September 2017.
C. Promotion of Energy Conservation and Sustainability
II -C.1 Reduction of energy use and greenhouse gas emissions in County
government operations
• Continue to research and implement energy efficiency measures.
• Due Date: September 2018
• Measures: Number of KWH saved, number of gallons saved over prior year,
number of efforts implemented.
• Reduction of energy use.
• Due Date: September 2018
• Measures: Number of new charging stations installed.
II- C.2 Promotion of community -wide sustainability and adaptation planning
• Implementation of GreenKeys Sustainability Action Plan for those projects budgeted
• Due Date: September 2018
• Measures: Number and complexity of GreenKeys Projects implemented.
• Coordinate three community outreach workshops to educate residents on sustainability
and climate issues.
O Due Date: December 2018
OMeasures: Number of workshops hosted and number of attendees.
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
C
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E.2.b
Departmental Business Plan and Outlook
Department Name: County Administrator
OFFICE OF LEGISLATIVE AFFAIRS OVERVIEW
Office of Legislative Affairs Mission:
The mission of the Office of Legislative Affairs is to oversee and manage the legislative and
intergovernmental initiatives and functions for the County.
Department Description
The Office of Legislative Affairs develops the state and federal legislative agendas; coordinates
County positions and responses to legislation; supports advancement of the County's legislative
priorities and appropriations; prepares resolutions, talking points, issue briefs and legislative
updates; organizes /manages advocacy trips to Tallahassee and DC.
The Office oversees the Restore Act Program; development and monitoring of the Local Multi -
Year Implementation Plan; management of local pot grant funds and development of grant
submissions; monitor the development of Gulf Consortium's State Expenditure Plan and
preparation of County projects for state pot grant funds; participation in monthly Gulf Consortium
meetings and conference calls.
The Office oversees the implementation
Waterfront Grant Project managing and
compliance with grant requirements.
Action Plan Goals
I. Goal — Provide Excellent Governance
A. Fiscal Strength
of the requirements of the Stan Mayfield Working
coordinating acquisition activities, and ensuring
I -A.1 Effective allocation of resources to meet current and future operating and capital
needs
Advance Monroe County's federal and state legislative priorities and appropriations
requests.
ODue Date: Ongoing
OMeasure:1) Achievement of legislative priorities.
2) Secure appropriations.
• Manage the County's federal and state legislative program.
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
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E.2.b
ODue Date: October 2017
OMeasure: 1) Develop annual federal and state legislative agendas.
2) Represent Monroe County in statewide and national County
legislative activities: FAC, Small County Coalition and NACO.
3) Continuous tracking and monitoring of all congressional and
state legislative activity for potential regulatory and budget
impacts to Monroe.
4) Schedule and manage legislator agency meetings, fly -ins, etc.,
and prepare itineraries and written materials, legislative
packages, etc.
5) Prepare all written legislative communications including talking
points, "tri- folds ", leave- behinds, and resolutions.
• Manage Monroe County's legislative lobbying team.
ODue Date: Ongoing
OMeasure: 1) Ensure lobbyists are in place; manage contracts and invoices
2) Assign lobbyist tasks and track progress on those
assignments.
3) Weekly conference calls with lobbying team during legislative
session and when congress is in session.
4) Maintain tracking spreadsheet of all priorities and relevant
bills.
• Ensure that County leadership is informed and knowledgeable about all relevant
legislative issues.
ODue Date: Ongoing
OMeasure: 1) Provide history and background data for all issues in the
federal and state legislative agendas.
2) Provide regular issue briefs as new issues arise.
3) Provide weekly legislative updates.
4) Provide monthly reports at commission meetings.
• Implement and management of Restore Act program including oversight, management
and distribution of funding.
ODue Date: Ongoing
OMeasure: 1) Oversight of Restore Act funding grants management system,
submission of project grants, monitoring of implementation of
projects, management of grant contracts, ensure Monroe
County funding thru the State Expenditure Plan (Gulf
Consortium), attend monthly Consortium executive committee
calls and meetings, support Monroe County Commission
appointment to the Gulf Consortium.
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
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E.2.b
Departmental Business Plan and Outlook
Department Name: County Administrator
OFFICE OF STRATEGIC PLANNING OVERVIEW
Office of Strategic Plannin -g Mission:
Department Description
The Office of Strategic Planning is responsible for the overall Strategic Planning process and
implementation. The Strategic Planning process starts with the County's five -year strategic plan.
The strategic plan guides the scope and direction of County services and aligns the department's
efforts with the County's strategic priorities, goals and objectives. An integral part of the strategic
planning process is the application of performance -based management.
Performance -based management is a system that uses performance measurement information
to manage and improve organizational performance and to demonstrate achievement of, or
progress towards, the goals and objectives of the strategic plan. Annual departmental Action
Plans link the high -level goals and objectives of the strategic plan with individual employee goals
as defined during annual employee performance reviews. This process assures each and every
employee's efforts are aligned with the County's strategic priorities.
The strategic planning process and performance -based management system includes the
continual review of operational processes, departmental functions and the scanning of the internal
and external environment to identify opportunities for improvement in governmental efficiencies
and effectiveness.
Action Plan Goals
Currently Vacant
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
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E.2.b
Departmental Business Plan and Outlook
Department Name: County Administrator
OF COUNTY EXTENSION SERVICES OVERVIEW
Extension Services Mission:
The mission of Monroe County Extension Service is to create objective, science - based,
educational programs and services that provide residents empowering lifelong learning
opportunities that help them to improve their quality of life and surrounding environment.
Department Description
The Extension Services Department is responsible for addressing quality of life needs of the
community and providing life -long learning opportunities. The department accomplishes this 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 upon input
from local program advisory committees. The programs use university expertise, when needed,
to assist in community workshops or to address emerging issues. Extension Services is a
partnership between the Monroe County Board of County Commissioners and the University of
Florida, with each contributing funding to the programs.
Action Plan Goals
I. Goal — Provide Excellent Governance
C. Excellent, Efficient, Equitably Delivered Public Service
I -C.2 Professional County government workforce
• Establish and communicate measureable individual performance requirements; provide
regular feedback on performance, including timely evaluations.
ODue Date: Annually
OMeasure: Annual performance appraisals.
• Extension employees and Extension County staff will at all times act in a professional and
cooperative manner with clients, colleagues and County staff.
ODue Date: Ongoing
OMeasure: Employee ratings on evaluation in customer service area.
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
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E.2.b
II. Goal — Practice Environmental Stewardship
B. Preservation of the Environment and Natural Resources
II -13.2 Marine and coastal protection
• Teach a volunteer -based water quality- monitoring program for local citizens and school
groups to test local waters for dissolved oxygen, pH, salinity, turbidity, nitrate, phosphate
and temperature.
ODue Date: Ongoing
OMeasure: Number of sites being monitored and number of volunteers trained
• Teach the Florida Master Naturalist Program for local eco- guides, teachers, state park
employees, and individuals.
ODue Date: Ongoing
OMeasure: Number of FMNP workshops offered, number of participants and
number of certifications.
• Partner with Old Dominion University to restore sponges in Florida Bay and hold public
forums to educate citizens about the importance of sponge habitat.
ODue Date: Ongoing
OMeasure: Number of sponge restoration sites and number of trained citizens
• Work with fisheries management to ensure local representation in management issues
and respond to fisheries management agencies on behalf of Monroe County using the
best available data.
ODue Date: Ongoing
OMeasure: Number and type of fishery management issues addressed.
II -13.3 Protection of open space/ Preservation of scenic and natural resources
• Aid /Educate Monroe County Biologists (Marathon and Key Largo) and Land Steward,
County government landscapers (Keyswide) in plant and insect identification and
problems and their controls (if needed) on County properties.
ODue Date: Ongoing
OMeasure: Number of identification contacts and resolved issues.
• Work with local governmental agencies, Keys residents and landscapers to develop
landscape design and planting of natives and ornamental plants.
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
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E.2.b
ODue Date: Ongoing
OMeasure: Number of contacts for design advise and number of planting
guides requested.
• Work with the Overseas Heritage trail personnel for plant and problem identification. In the
future plant identification along parts of the trail and with invasive exotic removals with the
assistance of Monroe County Extension Master Gardener volunteers.
ODue Date: Ongoing
OMeasure: Number of invasive removed, number of identification contacts and
number of volunteer hours.
C. Promotion of Energy Conservation and Sustainability
II -C.1 Reduction of County Government operational energy use and GHG emissions
• Director will work with the Sustainability Office to develop new GHG reduction targets
ODue Date: Ongoing
OMeasure: Adoption of GHG targets by the BOCC.
• Work with County staff to develop an implementation strategy for the Energy Efficiency
Conservation Strategy including monitoring of water and energy use in County buildings.
ODue Date: Ongoing
OMeasure: Number of KWH saved, number of gallons saves over prior
year and number of efforts implemented.
• Work with the Sustainability office to determine an installation plan for vehicle charging
stations and will beta test a plug in electric vehicle for possible use in County fleet.
ODue Date: Ongoing
OMeasure: Number of new charging stations installed on County property,
report on cost/ benefit of plug in hybrid for administration.
II -C.2 Community -wide sustainability and adaptation
• Develop and direct a Sustainable Floridians Program which teaches sustainability and
created community ambassadors.
ODue Date: Ongoing
OMeasure: Number of SF certificates and number of SF volunteer hours.
• Monitor climate change indicators and trends and analyze potential impacts as the County
staff liaison for a Climate Change Advisory Committee.
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
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E.2.b
ODue Date: Ongoing
OMeasure: Number of monthly meetings with the Climate Change Advisory
Committee, number meeting minutes and number recommendations to
the BOCC.
• Assist in the implementation of the Sustainability Action Plan, Southeast Florida Climate
Compact and other sustainability efforts.
ODue Date: Ongoing
OMeasure: Number attending annual Climate Compact Leadership Summit
and number of partners in participation in regional efforts and collaborations
III. Goal — Promote Community Safety, Health and Well -Being
C. Health, Social and Life -Long Enrichment Services
III -C.5 Empowering science -based informal education programs
Provide comprehensive community education programs in subjects of importance to
Monroe County citizens (currently — fisheries, climate change, horticulture, financial
management, and economic development).
ODue Date: Ongoing
OMeasure: Maintenance of a budget adequate to conduct needed educational
programs, Extension monetary value relative to Monroe County budget,
and number of public contacts.
• Annual reports on the effectiveness of educational programs conducted with guidance
from the community volunteer advisory committees.
ODue Date: Annually
OMeasure: Number and type of fishery issues addressed, number and type of
of climate- related issues addressed, % knowledge gained through Extension
financial literacy program, reported effectiveness of horticulture advice to
citizens.
• Support community educational events, dependent on available resources.
ODue Date: Annually
OMeasure: Number and types of community events supported.
• Maintenance of a community volunteer educational effort.
ODue Date: Ongoing
OMeasure: Number of community volunteer hours and value.
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our a pique community, and our environment.
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E.2.b
• Provide University of Florida research -based expertise on issues of importance to Monroe
County.
ODue Date: Ongoing
OMeasure: Number of advisory meeting held and number of days of planning
effort by Agents.
• Fund performance enhancing in- service training for Extension faculty.
ODue Date: Ongoing
OMeasure: Number of advisory meeting held and number of days of planning
effort by Agents.
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
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E.2.b
Departmental Business Plan and Outlook
Department Name: Employee Services
DEPARTMENT OVERVIEW
Department Mission:
The mission of the Employee Services office is to provide guidance and essential information to
our employees and the public as we navigate through the challenges of a changing workforce by
proactive management of our services.
Department Description
The Employee Services Department is responsible for the human resources function of Monroe
County government. The Department contains four functional units: Human Resources, Benefits,
Workers' compensation and safety. Compliance and awareness of various labor laws, rules and
regulations are important aspects of this department. The insurance programs managed within
this department are group health insurance and workers' compensation. These are part of a
modified self- insured program. The Department provides responsive, efficient, customer - friendly
and equitable service for its customers Qob candidates and employees) in compliance with federal
and state requirements. The Employee Services Department oversees the following: Human
Resources, Workers' Compensation and Benefits.
Action Plan Goals
I. Goal — Provide Excellent Governance
A. Fiscal Strength
I -A.1 Fiscal Strength and Stability
• Implement annual health care reform mandates.
ODue Date: Ongoing
OMeasure: Continuous monitoring of ACA
I -A.2 Stable, protected reserves
• Sound, cost - effective management of group insurance fund.
ODue Date: Ongoing
OMeasure: Continuous monitoring of claims.
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
III 0 Page 1 17
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E.2.b
• Work with Safety Committee Dept. Reps. (ESC) to ensure a Healthy and Safe Working
Environment for all County Employees.
ODue Date: Ongoing
OMeasure: Injury incident rate of 6.1 or below.
I -A.4 "Best- value" goods, services, assets that support County operations
• Requests for proposals for programs and policies for group insurance.
ODue Date: Ongoing
OMeasure: Ensure execution of approved contracts or amendments to
current contracts.
• Identify, develop, revise and promote departmental policies, plans and programs.
ODue Date: Ongoing
OMeasure: 100 percent Employee compliance with laws and maintain or
increase efficiencies.
I -A.5 Sound, cost - effective management of risk, workers' comp and group insurance
• Work with Safety Committee Dept. Reps. (ESC) to ensure a Healthy and Safe
Working Environment for all County Employees.
ODue Date: Ongoing
OMeasure: Injury incident rate of 6.1 or below
• Provide training and ensure compliance with the County's policies.
ODue Date: Ongoing
OMeasure: Injury incident rate of 6.1 or below.
• Sound, cost - effective management.
ODue Date: Ongoing
OMeasure: Average claim cost.
• Capture insurance recovery.
ODue Date: Ongoing
OMeasure: Amount of reimbursements.
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
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E.2.b
C. Excellent, Efficient, Equitably Delivered Public Service
I -C.1 Competent, cost - effective, responsive, transparent County government services
• Continue with wellness initiatives such as lunch & learns, reimbursement for
walkathons /triathlons, yoga and Zumba classes.
ODue Date: Ongoing
OMeasure: Increase lunch and learn attendance.
• Human Resource Information System (HRIS).
ODue Date: Ongoing
OMeasure: Unknown
• Finalize ADA Transition Plan.
ODue Date: Ongoing
OMeasure: Five year completion cycle.
• Utilization of LEP Plan
ODue Date: Ongoing
OMeasure: Responses for interpretations /translations.
• Track all unemployment claims.
ODue Date: Ongoing
OMeasure: Receive all correspondences.
• Complete assessment of County services for effective communications.
ODue Date: Ongoing
OMeasure: Analyze communication methods of all Departments.
• Human Resources Information System (HRIS). Evaluate the Pentamation system and
work towards steps to implement an HRIS to streamline processes and integrate the
current three different (non- efficient) systems into one operational and efficient system.
ODue Date: Ongoing
OMeasure: Finalized agreement and full implementation.
• County pay and benefit Structure. Continually monitor the County Pay Plan and employee
salaries and benefits to assure staff is retained, decrease annual turnover and attract the
best County employees to increase efficiency and professionalism.
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
ti -,
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E.2.b
ODue Date: Ongoing
OMeasure: Percentage of turnover, number of positons studies and number
of applicants per position.
I -C.2 Professional County government workforce
• Continue to increase health fair participation.
ODue Date: Ongoing
OMeasure: Increase from prior years
• Continue to promote wellness program (year two).
ODue Date: Ongoing
OMeasure: Increase from 2016 (394)
• Return injured workers back to work.
ODue Date: Ongoing
OMeasure: Number of employees assigned to light duty.
• Provide training and ensure compliance with the County's policies.
ODue Date: Ongoing
OMeasure: Number of courses or training per employee.
• Human Resource information System (HRIS).
ODue Date: Ongoing
OMeasure: Finalized agreement and full implementation.
• Provide training and ensure compliance with the County's policies. Consistent training
provides for a safe and compliant workplace in addition to providing the highest standards
of service to the public who come in contact with County employee and services.
ODue Date: Ongoing
OMeasure: Injury incident rate of 6.1 or below 100% of County employees
trained annually number of trainings throughout keys and Workers'
Compensation costs.
• Identify, develop, revise and promote Departmental policies, plans and programs.
ODue Date: Ongoing
OMeasure: 100% Employee compliance with laws and maintain or increase
efficiencies.
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our a pique community, and our environment.
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• Professional County Workforce, continually build skills and competencies within the
department.
ODue Date: Ongoing
OMeasure: Number of courses or trainings per employee.
I -C.3 Effective use of technology to enhance services and communication
• Create and /or revise department policies, plans and programs on an as needed basis to
comply with laws and maintain or increase efficiencies.
ODue Date: Ongoing
OMeasure: Percentage of completion.
• Create and /or revise departmental policies, plans and programs on an as needed basis to
comply with laws and maintain or increase efficiencies.
ODue Date: Monthly
OMeasure: Percentage of accuracy
• Create and /or revise departmental policies, plans and programs on an as needed basis to
comply with laws and maintain or increase efficiencies.
ODue Date: Ongoing
OMeasure: 100 Percent of accuracy of qualification sheets.
Departmental Structure
Employee Services
Human Workers'
Resources Compensation Benefits
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
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E.2.b
Departmental Business Plan and Outlook
Department Name: Veterans Affairs
DEPARTMENT OVERVIEW
Department Mission:
The mission of the Veterans Affairs Department is to enhance the quality of life for veterans,
dependents and survivors by assisting them in application and prosecution of claims for benefits
and entitlements from Federal, State and local levels of government. Assure quality control
through strict compliance with all laws and regulations governing the administration of veteran's
benefits. Effectively operate and maintain the VA Transportation system from the Florida Keys to
the Miami VA Medical Center through coordination and cooperation with the Veterans
Administration.
Department Description
The Veterans Affairs (VA) Office assists veterans, military retirees, active duty personnel and
their families in obtaining benefits from the Veterans Administration. These benefits include
compensation for service - related disability, service- connected pension, the VA health program,
burial allowances, widows' benefits, the VA GI educational benefits program and the VA home
loan guarantee program. The VA office assists with transportation to the Miami VA Medical
Center. The Office also provides any other assistance needed to help veterans, widows or family
members in obtaining benefits for which they are eligible
Action Plan Goals
I. Goal — Provide Excellent Governance
A. Fiscal Strength
• Ensuring proper service to the customer is the utmost importance. Assets are to be used
exclusively to ensure service the customers is receiving excellent service. Conduct
quarterly reviews of the budget ensuring proper utilization of assets.
• Due Date: Quarterly
• Measure: Budget Review Document
• Ensure proper manpower allocations. The nature and population of client's changes
continuously. In order to provide efficient service to our clients adjustments to manpower
allocations are a necessity. Monthly reviews of office performance measures based on
clients served are conducted to ensure proper manpower allocations are in place.
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our a pique community, and our environment.
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• Due Date: Monthly
• Measure: Office performance review documentation
C. Excellent, Efficient, Equitably Delivered Public Service
• Effective use of technology.
ODue Date: Ongoing
OMeasure: Review of VA updated policies, procedures, and yearly training.
II. Goal — Practice Environmental Stewardship
C. Promotion of Energy Conservation and Sustainability
• Promote energy conservation and sustainability. Veterans Affairs will ensure non-
essential equipment and lighting is turned off to save on energy costs. Veterans Affairs
will institute a nightly checklist by office to ensure all lighting /equipment are shut down at
close of business daily.
ODue Date: Ongoing
OMeasure: Review of nightly checklist.
III. Goal — Promote Community Safety, Health and Well -Being
C. Health, Social and Life -Long Enrichment Services
Brief all veterans on utilization of Veterans Administration medical and mental programs.
Veterans Affairs seeks 100% compliance with this goal. All veterans will be briefed on
these vital programs. Statements will be made to that affect in each veteran's electronic
file.
ODue Date: Ongoing
OMeasure: Review of veterans electronic files.
Seek out and assist veteran in enrolling in VA health care and other services. Veterans
Affairs will hold quarterly briefings and assist veterans in completing and enrolling in the
VA health care.
ODue Date: Ongoing
OMeasure: Enroll new veterans at each briefing and review of statistical data.
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
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Departmental Business Plan and Outlook
Department Name: Airports
DEPARTMENT OVERVIEW
Department Mission:
The mission of the Airports is to provide and maintain a world -class facility for leisure and business
travelers.
Department Description
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
International Airport. The Department is responsible for day -to -day operations of the airports
including administrative services, building and field maintenance, security and emergency
response. Both airports are Federal Aviation Administration Part 139 certified and are staffed and
maintained to that standard. Commercial Air Service in Key West and General Aviation activity in
Marathon are vital to the economic wellbeing of both communities. More than 600 people are
employed by agencies and businesses that serve the airports.
Key West International Airport
Action Plan Goals
I. Goal — Provide Excellent Governance
B. Responsible Management of Physical Infrastructure and Capital Assets
II -13.5 Safe, well- maintained, enterprising airports
• Increase Commercial Passenger Traffic Numbers.
• Due Date: September 2018 (ongoing)
• Measures: Increase existing air carrier routes and seats available in FY 2018.
• Decrease the Cost Per Enplaned Passenger.
• Due Date: September 2018 (ongoing)
• Measures: Increase non - aeronautical revenue.
• Operate a financially self- sustaining facility.
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our anique community, and our environment.
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• Due Date: September 2018 (ongoing)
• Measures: Review and update all airport contract agreements.
• Operate as a "Good Neighbor" with the community.
• Due Date: September 2018 (ongoing)
• Measures: Implement phase 1 of the noise insulation program.
Florida Keys Marathon International Airport
Action Plan Goals
I. Goal — Provide Excellent Governance
B. Responsible Management of Physical Infrastructure and Capital Assets
II -113.5 Safe, well- maintained, enterprising airports
• Operate a financially self- sustaining facility.
• Due Date: September 2018 (ongoing)
• Measures: Review and update all contracts and leases as needed.
• Improve the terminal building and other Airport facilities.
• Due Date: September 2018 (ongoing)
• Measures: Work towards finishing the established list of maintenance projects,
and purchase all supplies and equipment that have been approved for
procurement.
• Develop vacant parcels of land at MTH in a responsible manner.
• Due Date: September 2018 (ongoing)
• Measures: Creation of one or more RFP's for aeronautical development on
Airport property.
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
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Departmental Business Plan and Outlook
Department Name: Emergency Services
DEPARTMENT OVERVIEW
We are committed to serving our community with the highest level of life and property protection
to meet the needs of our residents and visitors in the Florida Keys.
The Emergency Services Department encompasses fire suppression, fire prevention,
emergency medical responses, including emergency transportation (air and ground), aircraft
firefighting, emergency management, and provides a Countywide regional fire - training academy.
Fire Rescue The budget provides for the funding to provide cross - trained career
firefighter /paramedic personnel at Stock Island, Big Coppitt, Sugarloaf,
Cudjoe /Summerland (with property acquisition completed for a new Cudjoe Station and
construction starting soon), Big Pine, Conch Key, Long Key /Layton and Tavernier. MCFR
responds to structure fires, vehicular fires and wildfire scenes to provide for victim rescue,
suppression, overhaul and emergency scene safety. MCFR also responds to medical
emergencies like, heart attacks, strokes, and other illnesses and accidents; and to
vehicular accidents to provide advanced life support (ALS) level medical care. When
necessary, the cross - trained fire /EMS personnel will provide emergency transportation of
patients by ground to appropriate medical facilities within Monroe County. MCFR
continues to support and fund the needs of volunteers in two area combination stations.
Volunteer associations are supported in Sugarloaf and Tavernier; with Big Pine, Big
Coppitt and Layton volunteers functioning under Monroe County Fire Rescue. Residents
serviced by MCFR receive the benefit of an Insurance Services Office (ISO) Class 3/3X
rating for fire insurance purposes, an improved rating from an ISO Class 5/9. This
department is funded mostly by Ad Valorem taxes through the Fire & Ambulance District
1 Fund. Revenues are also generated through ground transport user fees.
Emergency Manaaement The Emergency Management Department develops and
implements plans for any event that might impact the infrastructure of the County or the
safety of its residents and visitors. Monroe County Emergency Management plans,
prepares, and coordinates emergency operations before, during and after major events to
mitigate their impact and coordinate recovery efforts. Monroe County Emergency
Management is specifically charged with operational leadership and coordination of all
municipalities, private partners, and state /federal agencies during emergencies, including
hurricanes, our highest potential risk and probability.
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our antique community, and our environment.
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Action Plan Goals
III. Goal — Promote Community Safety, Health and Well -Being
A. Public Safety Committed to Saving Lives
III -A.1 Provide fire and emergency medical services
• Comprehensive background screening and medical clearance.
• Due Date: Ongoing
• Measures: Background and medical clearance completed for all
prospective applicants.
• Provide a streamlined and effective process for the recruitment, evaluation,
processing and tracking of firefighter candidates for hire.
O Due Date: Ongoing
O Measures: Eligibility process conducted and pre - qualification list
maintained to ensure qualified firefighters are hired as soon as possible
for reduction of overtime and to maintain staffing.
• Maximize revenues: Pursue grants, appropriations, legislation, and other
opportunities for funding of services, programs, and infrastructure.
• Due Date: Ongoing
• Measures: The collection rate of combined air and ground ambulance
service billable charges will not fall below 33.7 %.
• Follow -up program with Ryder Trauma.
• Due Date: Ongoing
• Measures: Follow -up data received on patients transported by Trauma
Star.
• Increase the number of airport employees trained in CPR, AED and first aid by 10
• Due Date: Ongoing
• Measures: Number of airport employees successfully trained in CPR, AED
and first aid.
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
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• Update pre- incident plans for all target hazards.
• Due Date: Ongoing
• Measures: Each shift will be assigned 1/3 of the target hazards
within their response zone, and achievement of goal shall be
measured by the percentage of target hazards visited and pre -
incident plans revised.
Provide a quality assurance program, which reviews patient care reports (PCRs);
compiling findings to develop and deliver training to our EMS providers to improve
patient care and documentation.
• Due Date: Ongoing
• Measures: Percentage of reports reviewed and evaluated.
III -A.2 Provide fire safety and prevention
• Excellent, efficient, equitably - delivered public service.
• Due Date: Ongoing
• Measures: Improved satisfaction with quality ofwebsite.
• Fire safety code building plan review and compliance to prevent and mitigate fires and
promote safety.
• Due Date: Ongoing
• Measures: Number of plans reviewed and inspections conducted.
III -A.3 Fire Rescue infrastructure, training and equipment
• Improve fire rescue infrastructure through the construction of a replacement fire station
in the Cudjoe zone.
• Due Date: Ongoing
• Measures: BOCC approval for contractor for construction.
• Evaluate and implement if necessary, a second Trauma Star service in lower keys.
• Due Date: Ongoing
• Measures: Initiate readiness in anticipation of placing a second
helicopterin service, if needed and requested.
• Complete construction of fire training academy facility for the provision of fire and EMS
training.
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
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• Due Date: Ongoing
• Measures: Completion of training facility.
• Monitor agreement between Sugarloaf volunteers with Wi -Fi on feasibility for fire station
property for rebuilding fire station facility.
• Due Date: Ongoing
• Measures: Work with and participate in meetings with the interested
parties to resolve contract issue, pro or con, on the status of the
contract.
• Adequate Fire Rescue infrastructure, training and equipment.
• Due Date: Ongoing
• Measures: Evaluation completed and improvements implemented,
if any. Daily /weekly monitoring of logistics activity and productivity.
• Ensure sufficient facilities, training and equipment.
• Due Date: Ongoing
• Measures: Inspections completed and recommendations
made for improvements.
• Utilize technology to minimize unnecessary vehicle travel when possible.
• Due Date: Ongoing
• Measures: Consolidation and improvement of scheduling of logistics
pickups and deliveries to decrease number of individual trips to fire
stations and vendors throughout the week.
• Maintain a 90% passing rate of students enrolled in Firefighter I and 11.
• Due Date: Ongoing
• Measures: Offer and provide courses to interested candidates.
• Installation and maintenance of fire hydrants.
• Due Date: Ongoing
• Measures: Hydrants installed, funds expended.
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
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III. Goal — Promote Community Safety, Health and Well -Being
B. Effective Emergency Management
III -B.1 Hurricane preparedness response, and resilience
Create Interagency Coordination Procedures that describe in detail how the multiple
agencies and organizations within Monroe County will accomplish certain critical tasks
necessary in time of disaster.
• Due Date: Ongoing
• Measures: Hydrants installed, funds expended.
• Develop a County /State partnership strategy on disaster response assuming the loss of
US1 or its bridges for an extended period of time.
• Due Date: Ongoing
• Measures: First draft created in 2017.
Community Outreach- Recognizing that community response will directly impact the
outcome of a disaster, Monroe County EM will team up with community partners to
develop a messaging campaign to raise awareness of potential impacts citizens may face
if confronted with a major storm.
• Due Date: Ongoing
• Measures: Demonstrate community outreach products in 2017 that
focus on this goal.
III -B.2 Non - Hurricane emergency response capacity
• Continued improvement in percentage of County -wide volunteers and municipalities that
strive to work with Monroe County and remain effective in preserving and protecting citizen
safety.
• Due Date: Ongoing
• Measures: Increase the EM volunteer base in Monroe County
with the cooperation of municipalities through the creation of
and distribution of volunteerism brochures while maintaining
and expanding the database of qualified individuals.
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
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Continual improvement in establishing and improving system for deploying specialized
equipment as needed to shelters, EOC's and field units as needed.
O Due Date: Ongoing
O Measures: Build a tool created to enhance the equipment
management efforts of the EM Department. This tool will provide EM
agencies, managers, state and private /non - profit managers
information on available assets prior and during an emergency.
Continual improvement in percentage of agencies use of worksheets. Implement checks
and balances to ensure AHCA required approval letter is issued within realistic time period
and guidance.
• Due Date: Ongoing
•Measures: Increase the use of planning criteria worksheet by all
Monroe County health care facilities.
• Promote and deliver necessary end user training to key EOC personnel as identified in
the National Incident Management System.
• Due Date: Ongoing
• Measures: Provide emergency support function specific annual
classes of at least 30 participants in each class.
• Promote and continue to improve additional emergency transportation to Monroe County
residents and their pets.
• Due Date: Ongoing
• Measures: Continue to negotiate and renew memorandum of
understanding with existing and any new transportation agency within
Monroe and Miami- Dade
• Enhance readiness and enhance capability.
• Due Date: Ongoing
• Measures: Number of responders and volunteer persons trained.
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
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Departmental Business Plan and Outlook
Department Name: Budget and Finance
DEPARTMENT OVERVIEW
Department Mission
The Budget and Finance Department mission is to provide strategic financial planning and support
to all departments; promote fiscal stewardship and sustainability, efficient management practices,
sound financial budgeting; maximize funding opportunities; and provide competitive procurement
county -wide while maintaining the highest standards of ethics, integrity and ensuring the prudent
expenditure of public funds.
Department Description
The Budget and Finance Department develops, implements and monitors Monroe County's
annual operating and capital budgets and provides financial analysis. The Department prepares,
publishes and administers the annual budget. The department monitors the operating and capital
budgets providing financial analysis, multi -year forecasting, and the reporting of financial
information for the Board of County Commissioners, other governmental entities and the public.
The Department is responsible for providing high quality, best value purchasing and procurement
activities for the proper and efficient operations of County government. The Department oversees
County funding of nonprofit organizations, provides grant administrative assistance to County
departments, and pursues funding opportunities promoting the economic well -being of the County
in a financially responsible and sustainable fashion.
Action Plan Goals
I. Goal — Provide Excellent Governance
A. Fiscal Strength
I -A.1 Effective allocation of resources to meet current and future operating and capital
needs
• Development of the annual County budget, facilitating opportunities for public
participation, ensuring compliance with local, State of Florida Statute 129.03, Generally
Accepted Accounting Principles (GAAP), Governmental Accounting Standards Board
(GASB) and the Financial Accounting Standards Board (FASB) guidelines.
• Due Date: Annually
• Measures: BOCC approval of the annual budget.
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
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• Forecast and analyze revenue trends to proactively position the County for any potential
economic impacts.
• Due Date: September 2018 (ongoing)
• Measures: Monthly update of Revenue Analysis worksheets.
Monitor and analyze expenditure budget to actual data to maintain projections regarding
budget utilization.
• Due Date: September 2018 (ongoing)
• Measures: Monthly update of Budget to Actual worksheets.
• Monitor, maintain and analyze capital projects data including history of projects, level of
funding required and sources of funding, to provide knowledgeable budget forecasting.
• Due Date: September 2018 (ongoing)
• Measures: Quarterly review and approval of Capital Project worksheets.
• Develop and implement a Strategic Financial Budget Plan linking the Department Action
Plans to the Department Budgets for the 2019 budget cycle.
• Due Date: July 2018
• Measures: BOCC approval of the Fiscal Year 2019 Budget document.
• Submittal of the Monroe County Budget document to the Government Finance Officers
Association (GFOA) for review and evaluation for participation in the Distinguished Budget
Presentation Awards Program.
• Due Date: December 2018
• Measures: Receipt of the GFOA Distinguished Budget Presentation Award
• Submittal and acceptance of the Monroe County Truth in Millage (TRIM) certification as
required per Florida Statutes and submittal of the maximum millage levy calculation final
disclosure documents as per s. 200.065(5), Florida Statutes.
• Due Date: 30 days after Budget adoption
• Measures: Notice from the Florida Department of Revenue of no violations
and acceptance of the Monroe County TRIM certification and maximum
millage levy requirements.
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our anique community, and our environment.
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• Facilitate, monitor and review the funding application process with designated appointed
boards and committees to ensure a responsive and fair process of budgeting County ad
valorem funds to non - profit service providers in Monroe County.
• Due Date: Annual budget cycle
• Measures: Annual funding recommendation meeting of applicable appointed
boards and committees.
Provide onsite monitoring of non - profit service providers receiving Monroe County ad
valorem funding.
• Due Date: Annually
• Measures: Completed monitoring report on each site visit.
I -A.2 Stable, protected reserves
• Monitor and ensure adequate reserve levels in all funds.
• Due Date: Ongoing
• Measures: Review and approval of Fund Balance worksheets.
I -A.4 "Best- value" goods, services, assets that support County operations
Provide efficient, timely, responsive procurement activities to meet the needs of the
County and ensure an open, competitive and cost - effective purchasing process.
• Due Date: Ongoing
• Measures: Review and approval of Purchasing and Bid Activity worksheets
• Update the Monroe County Purchasing Policy and Procedures manual to reflect ongoing
development of business process enhancements.
• Due Date: Ongoing
• Measures: BOCC approval of revisions to the Monroe County Purchasing
Policy.
C. Excellent, Efficient, Equitably Delivered Public Service
I -C.1 Competent, cost - effective, responsive, transparent County government services
• Continue to improve efficiency of Monroe County operations through the implementation
of available resources, streamlining existing procedures, allowing for ongoing electronic
routing and approvals in a paperless environment.
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
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• Due Date: Ongoing
• Measures: Continue coordination with County departments and the Clerk's
Office to implement enhancements to internal business processes.
• Collaborate and coordinate with the Information Technology department on
enhancements to the citizens' transparency portal.
• Due Date: Ongoing
• Measures: Portal will reflect current budget and actual data.
I -C.2 Professional County government workforce
• Continue to improve the effectiveness and proficiency of the Department through
continuing education for staff in the implementation of industry standards and best
practices and innovative opportunities to improve coordination of budgeting activities.
• Due Date: Ongoing
• Measures: Staff will be cross - trained in various activities and attend training
opportunities.
Departmental Structure
Budget & Finance
Grants
JWMB Purchasing
Management
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
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Departmental Business Plan and Outlook
Department Name: Information Technology
DEPARTMENT OVERVIEW
Department Mission
The mission of Monroe County Information Technology Department is to responsibly apply
technology to enable communication, responsiveness and collaboration with our citizens and our
community.
Department Description
The Information Technology Department is responsible for the installation, support and
maintenance of the County's technology infrastructure including: all applications, technology
infrastructure, desktop /laptop computers, printers, multifunctional devices, telephones and mobile
devices. The Department supports approximately 90 applications and more than 100 Windows
based servers serving more than 40 locations throughout the Keys. IT also maintains and archives
the emails of all users and provides network/internet access for approximately 1,100 users -
including the Property Appraiser, Monroe County Sherriff, the 16th Judicial Circuit Court and the
Clerk of Courts. The IT Department operates the Monroe County Television Cable Channel
(MCTV), which broadcasts local government programming throughout the Florida Keys. MCTV
also provides a digital stream of the broadcast on the County's website and maintains a video on
demand archive of all meetings that have been aired.
Action Plan Goals
I. Goal — Provide Excellent Governance
A. Fiscal Strength
I -A.1 Effective allocation of resources to meet current and future operating and capital
needs
• Monitor expenditures to ensure they are within budget guidelines and provide the most
cost effective access to information for County staff and the public.
ODue Date: Ongoing
OMeasures: Confirmation of expenses equal to or less than budget
C. Excellent, Efficient, Equitably Delivered Public Service
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
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-C.3 Effective use of technology to enhance services and communication
• Manage Network, Firewall, Wireless and Communications infrastructure, increasing the
reliability and efficiency of the environment to enhance the productivity of Monroe County
staff.
ODue Date: Ongoing
ODeliverable: 99.5 +% network uptime
• Manage server and storage infrastructure, increasing the reliability and efficiency of the
environment to enhance the productivity of Monroe County staff.
ODue Date: Ongoing
ODeliverable: 99.5 +% server /storage availability
• Enhance and improve MCTV programming to ensure effective communication with our
citizens.
ODue Date: Ongoing
ODeliverable — New and original content created during this year included the
following:
Artist Talk with David Harrison Wright
Monroe County Sheriffs Department Children's Animal Farm Featurette
Monroe County Women's Month Featurette
Story Craft, Episode 1: The Giving Tree
Story Craft, Episode 2: The Bossy Gallito
Story Craft, Episode 3: El Gallo de Bodas
Story Craft, Episode 4: Falling for Rapunzel
II — Practice Environmental Stewardship
C — Promotion of Energy Conservation and Sustainability —
II -C.1 Reduction of Energy Use /GHG Emissions in County government operations
• Purchase equipment that is Energy Star Compliant.
ODue Date: Ongoing
ODeliverable: Monitor purchases for Energy Star compliance
• Enable and facilitate usage of videoconferencing to replace or minimize travel
requirements.
ODue Date: Ongoing
ODeliverable: Enable and facilitate Zoom.com /Polycom usage while
increasing usage through training and online tutorials.
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our a pique community, and our environment.
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Departmental Business Plan and Outlook
Department Name: County Attorney
DEPARTMENT OVERVIEW
Department Mission
The mission of the County Attorney is to provide legal advice and legal representation to the
Board of County Commissioners, the County Administrator and staff, Constitutional Officers, and
other boards, committees and agencies as directed by the Board of County Commission.
Department Descriation
The County Attorney is the legal advisor and provides legal services to the Board of County
Commissioners, the County Administrator, and County 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.
The overarching goal of the County Attorney's Office is to ensure that County receives effective
legal counsel in all matters and is in compliance with all applicable laws, regulations, and
obligations. The office is tasked with providing competent, cost - effective, responsive legal
services to the County Commission and staff while ensuring transparency in County government.
Each staff attorney is assigned to represent at least one County department as primary counsel.
Each attorney is tasked with assisting the assigned department/division with achieving action plan
goals set forth in the Strategic Plan.
The County Attorney's Office is tasked with primary responsibility for responding to requests for
public records, providing adequate public notice on bids, hearings. The office plays a critical role
in preparing the BOCC's agenda and processing items approved by the Commission.
Action Plan Goals
I. Goal — Provide Excellent Governance
A. Fiscal Strength
I -A.1 Effective allocation of resources to meet current and future operating and capital
needs.
• Regular monitoring of reserve levels in all funds.
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
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• Due Date: Monthly
• Measures: Monthly review expenditure spreadsheets to Finance reports.
I -A.5 Sound, cost - effective management of risk, workers, comp., and group insurance
• Provide guidance and assistance to ensure that the County's property and liability program
is properly managed.
• Due Date: Ongoing
• Measures: Total dollar amount of paid risk claims.
C. Excellent, Efficient, Equitably Delivered Public Service
I -C.1 Competent, cost - effective, responsive, transparent County government services
• Ensure that the County receives effective legal counsel in all matters and is in compliance
with all applicable laws, regulations, and obligations.
• Due Date: Ongoing
• Measures: No referral to outside counsel or use of other County resources
unless required by the rules of professional conduct or other contractual or
statutory obligation.
• Provide prompt, complete responses to public records requests.
• Due Date: Ongoing
• Measures: Prompt acknowledgement of all requests for public records and
respond within a reasonable period of time as appropriate while protecting
confidential and exempt information.
• Prepare the Board of County Commission's agendas.
• Due Date: Monthly
• Measures: Timely publication of professional prepared agendas for all BOCC
Meetings.
• Process agenda items approved by the BOCC.
• Due Date: Monthly
• Measures: Review and processing approved agenda items for submission to
the Clerk's Office for execution.
• Process Records Disposition requests for retention and destruction.
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our a pique community, and our environment.
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• Due Date: Ongoing
• Measures: Approval of Records Disposition forms.
• Provide comprehensive research on information in official records regarding real property
title issues.
• Due Date: Ongoing
• Measures: Diligently and professional process research assignments.
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
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Departmental Business Plan and Outlook
Department Name: Social Services
DEPARTMENT OVERVIEW
Department Mission
The mission of the Social Services Program is to provide a holistic approach to case management,
interim financial, medical and general assistance to those eligible individuals and families in need
of these various services throughout the County. Assistance is supplemented with counseling
and direction designed to restore clients to self- sufficient status, or to maintain and promote
independent self- management. Clients are also referred to the appropriate local, State, and
Federal programs and agencies in the community for other related services that are applicable
for individuals and families in need of long -term support. These programs are all aimed at
reducing social and economic dependency. Finally, clients are also made eligible for any other
in -house programs our department offers to ensure that the client's total needs are met, ensuring
the highest level of client success and satisfaction.
Department Description
The Social Services Department provides a number of life- sustaining services. The services
primarily assist disabled individuals, senior citizens, families with young children, the working
poor, and those individuals who are unable to be assisted by other community programs. The
Department provides resources, financial assistance, and information to assist clients in need or
in a crisis situation. Programs include the Low - Income Home Energy Assistance Program, State
Housing Initiatives Partnership, Monroe County Transit, Weatherization Assistance Program,
Nutrition Programs, Special Needs, and In -Home Services Programs. These programs provide
essential services such as home - delivered meals, personal care, in -home and /or facility -based
respite, homemaking, chore services and door -to -door transportation to doctor appointments, etc.
The Social Services Department also operates Bayshore Manor, the only assisted living facility in
Monroe County.
Action Plan Goals
III. Goal — Promote Community Safety, Health and Well -Being
C. Health, Social, and Life -Long Enrichment Services
III. C. 1. Accessible Health and Social Services for Vulnerable Citizens
• Bayshore Manor — Maintain 100% Occupancy for a Minimum of at least Two Quarters.
This is evidence of efficient use of County assets /resources.
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
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• Due Date: October 2019
• Measures: Occupancy rate for each quarter.
• Bayshore Manor— Maintain a Minimum of Two Individuals on waitlist during at least Two
Quarters. This will aid in the achievement of goal #1.
• Due Date: October 2019
• Measures: Waitlist for each quarter.
• Bayshore Manor — Add at Least One Annual (or repeatable) Social Activity or Field Trip
to Resident's scheduling during at least Two Quarters. This will increase the comfort
and quality of life for the residents.
• Due Date: October 2019
• Measures: Resident's social schedule for each quarter.
• Transportation —Increase MCT Ridership by 5% during at least Two Quarters.
Improved customer service and customer satisfaction and this is also evidence of
efficient use of County assets /resources.
• Due Date: October 2019
• Measures: Decrease in wait time experienced for each quarter.
• Transportation — Decrease Reservation /Booking Data Entry Error Rate in Trapeze by
25% during at least Two Quarters. Improved customer service and customer
satisfaction.
• Due Date: October 2019
• Measures: Percentage decrease in error rate experienced for each quarter
• In Home Services — Decrease Error Rate of CIRTS Data Entry by 20% during at least
Two Quarters. This will result in fewer CIRTS exception reports and less findings on
monitoring reports from the Alliance for Aging, Inc. (AAA).
• Due Date: October 2019
• Measures: % decrease in CIRTS data entry error rate for each quarter.
• In Home Services —Reduce Overdue Assessments by 30% during at least Two
Quarters. This will result in fewer CIRTS exception reports and less findings on
monitoring reports from the Alliance for Aging, Inc. (AAA).
• Due Date: October 2019
• Measures: % decrease in overdue assessments for each quarter.
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
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• Nutrition —Increase HOT Home Delivered Meals in Key West a Minimum of 20% during
at least Two Quarters. Increase clients who are receiving grant services and in turn,
seek additional funding as needed from the Alliance for Aging, Inc. (AAA).
• Due Date: October 2019
• Measures: % increase of meals delivered for each quarter.
Nutrition — Increase Attendance at Marathon Meal Site by 5% during at least Two
Quarters. This is evidence of efficient use of County assets /resources.
• Due Date: October 2019
• Measures: % increase in attendance at Marathon for each quarter.
• Compliance — Increase Timely Submission of all Reports to a Minimum 95% On -Time
Rate during at least Two Quarters. This will result in fewer CIRTS exception reports and
less findings on monitoring reports from the Alliance for Aging, Inc. (AAA).
• Due Date: October 2019
• Measures: Percentage of reports timely submitted for each quarter.
• Compliance — Improve Processing Time by 3 Days for Monthly Co -Pay Mailings and
Billings. This is evidence of efficient use of County assets /resources.
• Due Date: October 2019
• Measures: Number of days required to process mailings & billings.
• Administration — Decrease Pauper Cremation Processing Time to a Maximum of 30
Days in 95% of All Pauper cases during at least Three Quarters. This is evidence of
efficient use of County assets /resources.
• Due Date: October 2019
• Measures: Processing times experienced during each quarter.
• Administration — Ensure all HCRA's are Processed in 55 Days or Less in 98% of HCRA
Cases. This is evidence of efficient use of County assets /resources.
• Due Date: October 2019
• Measures: Processing time for HCRA cases will be reduced.
III. Goal — Promote Community Safety, Health and Well -Being
B. Effective emergency Management
III. B. 1. Hurricane Preparedness, Response and Resilience
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our anique community, and our environment.
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• Special Needs Registry — Ensure Application Data is entered into the Registry within 72
Hours of Receipt. The registry must be current and complete at all times. Though the
most common need to contact residents with special needs is during tropical events,
emergencies can occur with little or no warning.
• Due Date: October 2019
• Measures: Measurement of time between application and registry entry.
• Special Needs Registry — Ensure Timely Submission of Data to the Department of
Health 95% of the Time. The registry must be current and complete at all times.
Though the most common need to contact residents with special needs is during tropical
events, emergencies can occur with little or no warning.
• Due Date: October 2019
• Measures: Percentage of data submitted to DOH in a timely manner
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
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Departmental Business Plan and Outlook
Department Name: Libraries
DEPARTMENT OVERVIEW
Department Mission
The mission of the Monroe County Public Library is to meet the changing needs of our
communities for information, education and recreation in a variety of materials, formats and
technologies. The Library responds to the needs of users of all ages and diversity by providing
equal, easy and open access to materials and services delivered in an efficient, timely, and
professional manner by staff members who are friendly, helpful, and knowledgeable, in buildings
that are inviting, comfortable and fitted for technological growth and development.
Department Description
The Monroe County Public Library is the oldest library system in South Florida, dating back to
1853. Though the formats and methods of the Library Services Department have changed
radically since those days, the mission remains the same: to meet the changing needs of our
communities throughout the Keys for information, education and entertainment. The Library
Services Department offers materials in a variety of formats, from print to digital and programs for
all age groups, from toddlers through senior citizens. The Library provides access to electronic
information resources through desktop computers and wireless networking. The library catalog
is available to its users 24/7 for reference, requests and renewals. Library cards are free to
County residents and onsite resources are free to visitors. The Library houses a broad collection
of databases for patron usage and a growing collection of digital materials for downloading to a
reading or listening device. The Department's goal is to spread thejoy of reading and appreciation
of learning throughout the five branch communities: Key Largo, Islamorada, Marathon, Big Pine
Key and Key West, as well as all points in between. These resources will be used to improve the
quality of life for all residents of Monroe County.
Action Plan Goals
III. Goal — Promote Community Safety, Health and Well -Being
C. Health, Social and Life -Long Enrichment Services
III -C.3 Accessible, pertinent and modern library services.
• The Library will provide timely and accurate information in print and electronic formats
for residents of all ages.
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
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• Due Date: September 2018 (Ongoing)
• Measures: Selected areas are free of duplications and outdated materials;
displays are updated and new materials highlighted.
• The Library will provide timely and accurate information in print and electronic formats
for residents of all ages
• Due Date: September 2018 (Ongoing)
• Measures: Cataloging will be accurate and up to date.
• The Library will enrich the collection of resource materials in a variety of formats to meet
users' needs for information.
• Due Date: September 2018 (Ongoing)
• Measures: Reference resources will be weeded in all areas, updated, and
promoted through displays, classes, and electronic media.
• Expand availability of Ask-A- Librarian, explore mobile reference technology, offer classes
in available reference resources, training in Useful Multiplatform.
• Due Date: September 2018 (Ongoing)
• Measures: Reference technologies will be adapted for better service, staff will
be trained in database usage, as will interested patrons.
• Resources and programming for children, both in -house and outreach, will be designed to
reach a broad audience of children and their caregivers.
• Due Date: September 2018 (Ongoing)
• Measures: More outreach programs, wider participation, and new audiences
attracted.
The youth of Monroe County will be targeted as a part of the community not yet fully
served.
• Due Date: September 2018 (Ongoing)
• Measures: Increase in offerings, participations.
Expand to all branches the program of computer and software classes currently being
ordered, coordinating efforts and joint planning on a branch level.
• Due Date: September 2018 (Ongoing)
• Measures: Expanded topics, classes in all branches.
• In addition to classes currently offered, services for Senior Citizens will be initiated and
expanded in all areas of our patron offering materials, programs, outreach and classes.
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
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• Due Date: September 2018 (Ongoing)
• Measures: Broader range of program topics, improved access to materials for
Seniors; better PR for services offered.
• The Library will make extensive use of our webpage and other social media for promotion
of Library services, events, news, and programs at all branches, keeping the sites fresh,
current, and of interest and significance to our patrons.
• Due Date: September 2018 (Ongoing)
• Measures: Improved webpages, expanded PR through social media, more
information provided to County PIO.
• The Florida History collections will be analyzed and the information coordinated to improve
access to and awareness of these specialized materials in all branches.
• Due Date: September 2018 (Ongoing)
• Measures: Increased awareness of, access to and usage of materials, better
preservation of delicate materials, broader promotion of branch collections.
• Appropriate Library staff will take part in the planning process for the new Marathon Library
building. Input and ideas for usage of space, placement of materials, and selection of
furnishings and equipped will be encouraged, always maintaining budgetary awareness
and fiscal responsibility.
• Due Date: September 2018 (Ongoing)
• Measures: Preliminary plans will be compiled in these areas for further
discussion and initial implementation of these plans.
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
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Departmental Business Plan and Outlook
Department Name: Building Department
DEPARTMENT OVERVIEW
Department Mission
The mission of the Monroe County Building Department is to protect public health and safety,
property and the environment by providing an efficient, effective and considerate permitting and
code administration system in accordance with Monroe County Code and the Florida Statutes
that is consistent with and furthers the Monroe County Comprehensive Plan.
Department Description
The Monroe County Building Department provides planning, reviewing and permitting services
for compliance with the Florida Building Code, the Monroe County Code, and all other life safety
codes. Coordinates unsafe structure abatement with the Code Compliance department and the
office of the County Attorney. Provides inspection services in accordance with the Building Code.
Provides a contractor licensing and testing program. Provide staff support for the Contractors
Examining Board and the Board of Adjustment and Appeals. Provide coordinated administration
and enforcement of County's floodplain regulations including management of the County's Flood
Insurance Inspection and Compliance Program.
Action Plan Goals
I. Goal — Provide Excellent Governance
C. Excellent, Efficient, Equitably Delivered Public Service
I -C.1 Competent, cost - effective, responsive, transparent County government services
Work with Construction Industry Group to determine: 1) Whether permit corrections should
only be accepted after all disciplines have reviewed; 2) owner /builder doing multiple house
permits (Code: 2 permits in 3 years); 3) expired ROGO /NROGO process (admin.
instruction and checklist); 4) open permits - system expiration of those that have been
expired longer than 360 days vs. closing after a certain time period; 5) 199 inspections
should automatically close permits after CSR entries; 6) resubmittals only accepted
following all plan review comments; and 7) add IVR software module to notify permit
applicants of impending application /permit expiration.
• Due Date: (Ongoing)
• Measure: Implementation.
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our antique community, and our environment.
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• Develop procedure and tools for measurement of permits from date of application to
readiness for issuance.
• Due Date: (Ongoing)
• Measure: Development and implementation of tracking system.
• Continue to use On -Call Services by MT Causley for Plan Review, Inspections and
Customer Service, and utilize additional resources to improve permit review and issuance
time.
• Due Date: (Ongoing)
• Measure: Average permit review time.
• Scan permit files and reduce storage requirements.
• Due Date: (Ongoing)
• Measure: Increased satisfaction with quality of service received from County
employees; and number of files scanned.
I -C.2 Professional County government workforce
• Certification of Customer Service Representatives as Permit Technicians.
• Due Date: (Ongoing)
• Measure: Number of certified employees.
• Plan Reviewers and Inspectors to gain cross discipline certifications.
• Due Date: (Ongoing)
• Measure: Number of certifications per employee.
II. Goal — Practice Environmental Stewardship
A. Responsibly Managed Growth and Community Planning
II -A.2 Current, community -based planning (Livable Communities)
• Process permit applications with improvement in review times for permit issuance.
• Due Date: (Ongoing)
• Measure: Average time to process permits.
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
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• Manage Contractors Examining Board.
• Due Date: (Ongoing)
• Measure: Process contractor licenses, contractor violations, and other cases in
a timely manner.
• Manage Construction Board of Adjustment and Appeals.
• Due Date: (Ongoing)
• Measure: Average time of scheduling cases and preparing agendas.
• Annual recertification and implementation of new activities including PPI adoption for
County Community Rating System (CRS) Class and credits.
• Due Date: (Ongoing)
• Measure: Status of recertification.
• Obtain contract for ePlan (electronic plan review).
• Due Date: (Ongoing)
• Measure: Adopt contract.
• Refine Operating Procedures for Building Department.
• Due Date: (Ongoing)
• Measure: Uniform implementation of procedures.
• Begin proactive implementation of FEMA Certificate of Compliance program.
• Due Date: (Ongoing)
• Measure: Implementation.
• Post inspection results using IVR on same day of inspection.
• Due Date: (Ongoing)
• Measure: 90% of results posted in IVR daily.
• Inspectors to call next inspection agent by phone indicating on their way following previous
inspection.
• Due Date: (Ongoing)
• Measure: Number of calls.
• Obtain petty cash for all four offices.
O Due Date: (Ongoing)
OMeasure: Implementation.
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
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• Finalize closing the open permit process.
• Due Date: (Ongoing)
• Measure: Implementation of new process.
• Implement credit card acceptance process pending County Clerk approval.
• Due Date: (Ongoing)
• Measure: Implementation of new process.
III. Goal — Promote Community Safety, Health and Well -Being
B. Effective Emergency Management
III -B.1 Hurricane preparedness response and resilience
Develop and Implement a workable Hurricane Preparedness Plan for distribution to the
Construction Industry concerning what is expected of them as storms develop and
threaten. Offer real consequences for non- compliance.
• Due Date: (Ongoing)
• Measure: Status of development and implementation of plan.
• Develop and Implement an internal Hurricane Preparedness Plan for distribution to staff
explaining what is expected of them as storms develop and threaten.
• Due Date: (Ongoing)
• Measure: Status of development and implementation of plan.
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
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Departmental Business Plan and Outlook
Department Name: Planning & Environmental Resources
DEPARTMENT OVERVIEW
Department Mission
The mission of the Planning & Environmental Resources Department is to foster sustainable,
quality development in the County while conserving and promoting stewardship of the County's
fragile environment and the unique character of its diverse island communities.
Department Description
The Planning & Environmental Resources Department provides development review services
for projects to ensure compliance with Comprehensive Plan and Land Development Regulations.
Enhance and maintain the County's permit allocation system for residential and non - residential
development. Implement Livable CommuniKeys Program and adopted community master plans
through amendments to Land Development Regulations and other actions identified in these
plans. Maintain and update the County Comprehensive Plan in accordance with Chapters 163
and 380 Florida Statutes. Maintain and amend the Land Development Regulations in accordance
with the Comprehensive Plan, requirements resulting from community master planning efforts
and regulatory streamlining efforts. Prepare revised policy and regulatory framework, including
amendments to the Comprehensive Plan and Land Development Regulations needed to
implement Goal 105, Smart Growth /Tier System and appropriate recommendations of the Florida
Keys Carrying Capacity. Provide policy recommendations on the Comprehensive Plan and
County's compliance with State Comprehensive Plan mandates to the BOCC, County
Administrator, Directors and other County agencies. Compile and disseminate policy,
demographic, socio- economic, environmental and planning information to public, other County,
and public agencies. Provide staff administrative support to Development Review Committee,
Planning Commission, Historic Preservation Commission, Beneficial Use and Vesting Officer and
special ad hoc committees.
Action Plan Goals
Planning
I. Goal — Provide Excellent Governance
C. Excellent, Efficient, Equitably Delivered Public Service
I -C.1 Competent, cost - effective, responsive, transparent County government services
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
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• Process Private Development Approval Applications.
• Due Date: September 2018
• Measures: Review applications for completeness & compliance. Provide
applicants with Comp Plan and code citations of any identified issues.
• Continue to improve the quality and efficiency of development review including shorter
review times.
• Due Date: September 2018
• Measures: Update permit review worksheet based on updated Comp Plan and
Land Development Code. Provide internal training. Continue effective and
efficient team communication. Provide applicants with Comp Plan and code
citations of any identified issues.
• Automate Rate of Growth Ordinance processes and cross train staff to have more than
one employee doing ROGO allocations.
• Due Date: September 2018
• Measures: Create procedures document for ROGO applications for use in
both offices. Ensure use of ROGO review stops (in and out) and attach
ROGO data in Community Plus. Provide training to other planning staff.
Standardize real estate instruments used in ROGO (land dedications, conservation
easements, land aggregations).
• Due Date: September 2018
• Measures: Coordinate with County Attorney's office to develop
samples /templates.
II. Goal — Practice Environmental Stewardship
A. Responsibly Managed Growth and Community Planning
II -A.1 Sound, long- range, comprehensive land use planning
Review and implement the newly adopted 2030 Comprehensive Plan and the Land
Development Code (LDC) in the completion of Department responsibilities.
• Due Date: September 2018
• Measures: Ensure application reviews and inquiries are answered with
updated Comp Plan policies and code citations.
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
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• Manage Planning Commission, Development Review Committee and Historic
Preservation Committee.
• Due Date: September 2018
• Measures: Ongoing support & management & logistical support of meetings.
Ensure website, ads, notices, agenda items, minutes, etc are completed
accurately and timely.
• Process Comprehensive Plan amendments for height which was eliminated from the EAR
based amendments. Process Land Development Code amendments for offshore islands.
• Due Date: September 2018
• Measures: Provide support for BOCC transmittal and adoption hearings.
II -A.2 Current, community -based planning (Livable Communities)
• Evaluate and recommend proactive approaches to enhance the enforcement against
illegal vacation rentals; and protect affordable housing units
• Due Date: September 2018
• Measures: Process vacation rental permit applications efficiently & timely.
Update website to provide information on vacation rental regulations. Partner
with Code Compliance on vacation rental compliance issues.
• Complete the nexus study to expand the inclusionary housing program to cover transient
and commercial development in the County.
• Due Date: September 2018
• Measures: Complete an evaluation of employment patterns and the building
floor area used for nonresidential (office, retail, hotels, etc.) development,
and draft inclusionary housing requirements (requiring the provision of
affordable housing based on the generated need) to address nonresidential
development.
Propose updates to policy & regulatory documents to preserve and incentivize affordable
housing.
• Due Date: September 2018
• Measures: Amend and update the Comprehensive Plan and Land
Code to add a Workforce and Workforce Housing definition; amend the
mobile home incentive program to only allow the transfer of TREs from
mobile homes to Tier III, IS platted lots (eliminate option to transfer to
working waterfronts or other zoning districts) , within in the same ROGO
subarea; and amend the 'linkage' provision in the inclusionary requirements.
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
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II. Goal — Practice Environmental Stewardship
B. Preservation of the Environment and Natural Resources
II -13.1 Environmental protection/ Habitat protection
• Continue investigating and moving forward with options for increasing funding for
acquisition and partnering on land acquisitions (may include contract management, comp
plan amendments, legislative amendments, legislative amendments, identifying
acquisition priorities, meeting with State and Federal partners, etc.)
• Due Date: September 2018
• Measures: Share data and assist in evaluating properties and funding options.
Draft LOUs and coordinate with DEP Appraisers and Land Authority on the
purchase of Tier I I I lands. Evaluate properties with Land Authority & other
County staff. Review & comment on proposed legislation.
Environmental Resources
I. Goal — Provide Excellent Governance
C. Excellent, Efficient, Equitably Delivered Public Service
I -C.1 Competent, cost - effective, responsive, transparent County government services
• Maintain reduced permit review time frames.
• Due Date: September 2018
• Measures: Update permit review worksheet based on updated Comp Plan and
Land Development Code. Provide internal training. Continue effective and.
efficient team communication. Provide applicants with Comp Plan and code
citations of any identified issues.
II. Goal — Practice Environmental Stewardship
B. Preservation of the Environment and Natural Resources
II -13.1 Environmental protection/ Habitat protection
• Maintain relationship with DEP at state level and attend meetings of ARC Committee on
land acquisition.
• Due Date: September 2018
• Measures: Share data and assist in evaluating properties. Ongoing coordination
with Land Authority.
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
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• Assist with identifying a new land acquisition funding source within the County and
prioritize land acquisition, based on land attributes, working with Land Authority and Board
of County Commission to begin new purchases under FDEP Florida Forever Program
• Due Date: September 2018
• Measures: Share data and assist in evaluating properties and funding options
Draft LOUs and coordinate with DEP Appraisers and Land Authority on the
purchase of Tier III lands.
• Provide Funding to Land Steward for exotic removal from County owned land.
• Due Date: September 2018
• Measures: Complete bio reviews & mitigation calculation for the removal of
native vegetation. Ensure correct mitigation fees are charged.
II. Goal — Practice Environmental Stewardship
A. Responsibly Managed Growth and Community Planning
II -A.1 Sound, long- range, comprehensive land use planning
• Coordinate with Climate Change Advisory Committee and implement sea level rise policy
with Planning in EAR based Comprehensive Plan amendments. Begin implementation of
Southeast Florida Regional Climate Compact Regional Climate Action Plan action items.
• Due Date: September 2018
• Measures: Attend committee meetings, coordinate information with Planning
staff, share data and propose amendments.
Transportation Plannin_g
I. Goal — Provide Excellent Governance
C. Excellent, Efficient, Equitably Delivered Public Service
I -C.1 Competent, cost - effective, responsive, transparent County government services
• Complete RFP procedures to evaluate and recommend a transportation planning
consultant.
• Due Date: September 2018
• Measures: Review submissions; manage review committee, score firms, draft
contract, process BOCC agenda items.
II. Goal — Practice Environmental Stewardship
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
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A. Responsibly Managed Growth and Community Planning
II -A.1 Sound, long- range, comprehensive land use planning
• Complete, required every two years, a capacity study for Level of Service recommended
physical improvements on US.
• Due Date: September 2018
• Measures: Process and manage traffic consultant contract and work order to
compete travel time study every 2 years. Ensure study is completed and
submitted to the County on time.
• Update Monroe County traffic study guidelines and related LDRs.
• Due Date: September 2018
• Measures: Process and manage traffic consultant contract and work order to
compete traffic study guideline update. Ensure study updated is completed and
submitted to the County on time.
Marine Resources
II. Goal — Practice Environmental Stewardship
B. Preservation of the Environment and Natural Resources
II -13.2 Marine and coastal protection
• Manage Marine and Port Advisory Committee.
• Due Date: September 2018
• Measures: Schedule & advertise meetings. Develop agenda and ensure
meetings minutes are maintained.
• Perform quarterly surveys for channel markers and regulatory zones.
• Due Date: September 2018
• Measures: Perform quarterly surveys for channel markers and regulatory zones.
• Determine the potential for mooring field development at the Boca Chica Basin anchorage,
including availability of a shore side facility and potential for permit acquisition.
• Due Date: September 2018
• Measures: Complete benthic and bathymetric surveys. Review completed
studies and continue evaluating feasibility of a mooring field at Boca Chica.
Continue coordinating with Lisa Tennyson to determine if Gulf Seafood can
provide be purchased and utilized as a shore side facility.
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our a pique community, and our environment.
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• Secure supplemental funds for derelict vessel removals and channel marker maintenance.
• Due Date: September 2018
• Measures: Apply for grants for derelict vessel removals and channel marker
maintenance.
• Process City Boater Improvement Fund (BIF) grant program requests for improvements
to marine resources for cities.
• Due Date: September 2018
• Measures: Manage Marine Resource budget to provide for City grant projects.
Evaluate and rank projects for BOCC.
• Develop policy recommendations for legislative consideration pertaining to the reduction
of derelict vessels.
• Due Date: Annually
• Measures: Annually, submit or review proposed legislation on derelict vessels
• Continue to manage Pump -out contract.
• Due Date: September 2018
• Measures: Ensure quotas are met and that contract terms are satisfied.
Coordinate with contractor and CVA to ensure continued service and funding
Continue evaluating additional funding sources and /or service efficiency
improvements. Provide reports on the number of pump outs completed and
gallons of sewage disposed.
I. Goal — Provide Excellent Governance
C. Excellent, Efficient, Equitably Delivered Public Service
I -C.3 Effective use of technology to enhance services and communication
• Complete entering all conservation easements into GIS.
• Due Date: Monthly
• Measures: Enter additional conservation easements on a monthly basis.
• Continue GIS Addressing.
• Due Date: Ongoing
• Measures: Ongoing support
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
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• Continue adding Elevation Certificates to GIS.
• Due Date: Monthly
• Measures: Enter additional elevation certificates on a monthly basis.
• Assist with CRS mapping and data analysis requests, including repetitive loss information
for CRS, GIS layer for vacant publicly owned land within floodplain and refining FEMA
floodplain boundaries.
• Due Date: September 2018
• Measures: Provide assistance for completion of CRS application
• Continue to add Sewer Lines to GIS.
• Due Date: September 2018
• Measures: Complete layer
• Web Map Applications:
(Planning Maps Application for County staff & CRS Map application for County staff)
Continued GIS support for staff & continue County GIS data updates.
• Due Date: September 2018
• Measures: Creation of web applications for internal and external users.
II. Goal — Practice Environmental Stewardship
B. Preservation of the Environment and Natural Resources
II -113.2 Marine and coastal protection
• Work with Wastewater providers to determine properties that have not hooked up to
central sewer for processing through code compliance.
• Due Date: Ongoing
• Measures: Coordinate with WW providers and update data as required.
II -113.3 Protection of open space/ Preservation of scenic and natural resources
• Continue to provide data for land acquisition activities.
• Due Date: Ongoing
• Measures: Maintenance of the Land Acquisition Map Application. Complete
weekly updates of new property listings.
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
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Land Steward
II. Goal — Practice Environmental Stewardship
B. Preservation of the Environment and Natural Resources
II -13.3 Protection of open space/ Preservation of scenic and natural resources
Manage Monroe County conservation lands by removing invasive exotic plant species,
restoring native vegetation, and removing solid waste, as needed.
• Due Date: Ongoing
• Measures: Coordinate with Monroe County Solid Waste and utilize local
contractors to complete work; ongoing.
• Secure supplemental funds for invasive exotic plant removal.
• Due Date: Ongoing
• Measures: Apply for annual funding from the State.
Assist Monroe County Land Authority with conservation land acquisitions, including site
inspections and prioritization of acquisitions.
• Due Date: Ongoing
• Measures: Ongoing coordination with and support for the Monroe County Land
Authority. Propose staff increase for improved services.
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
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Departmental Business Plan and Outlook
Department Name: Code Compliance
DEPARTMENT OVERVIEW
Department Mission
The mission of the Code Compliance Department is to promote, protect and improve the health,
safety and welfare of citizens and the environment by providing an equitable, expeditious and
effective enforcement of all County Codes and establishing a working partnership with Monroe
County neighborhoods.
Department Description
The Code Compliance Department performs field investigations for complaints relating to
ordinance violations both reactively and proactively. Proposes courtesy warning notices and
notices of violations. Inspectors place an emphasis on voluntary compliance measures, but also
provide enforcement where required to obtain compliance. Present ordinance violation cases in
special master hearings and the court system. Coordinate the removal of abandoned vehicles,
vessels, debris, and vegetative debris from private property, County and State Rights of way.
Coordinate unsafe structure enforcement with the County Building Official. Coordinate foreclosure
proceedings with the County Attorney. Provides staff assistance to the Special Master and
information to public regarding Monroe County Code and compliance.
Action Plan Goals
II. Goal — Practice Environmental Stewardship
A. Responsibly Managed Growth and Community Planning
II -A.2 Current, community- based planning (Livable Communities)
• Stock Island Clean Up.
• Due Date: September 2018
• Measures: Strategize and begin by March 1, 2017.Completion within 18 months
• Purchase Software to identify vacation rental violators and gain compliance improving the
quality of life in neighborhoods.
• Due Date: June 1, 2017
• Measures: Finalize contract with agreement and purchase by June 1, 2017.
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our a pique community, and our environment.
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• Increase staffing to use software purchased to identify illegal vacation rentals.
• Due Date: August 1, 2017
• Measures: Advertise, interview, hire staff by August 1, 2017.
• Develop a guide to prioritize types of violations and severity to assure consistent
enforcement throughout unincorporated Monroe County.
• Due Date: October 1, 2017
• Measures: Final draft by August 31, 2017. Implementation October 1, 2017
• Reduce number of cases in lien status by moving cases forward to BOCC to authorize
further legal action.
• Due Date: Ongoing
• Measures: Resolve and /or mitigate cases reducing cases in lien
status.
Document Special Magistrate findings, record liens, release liens, send invoices, and
receipt payments timely monitoring cases from violation through the lien process.
• Due Date: Ongoing
• Measures: Complete within 2 -5 working days of event.
• Continue efforts with the MC Tax Collector's Office in the enforcement for illegal vacation
rentals with assistance from the Legal Dept.
• Due Date: Ongoing
• Measures: Maximize number of cases slated monthly before the Special
Magistrate.
• Update website /brochure to provide Code Compliance information stating the
department's mission and purpose. Identify some common violations; provide zoning info
and vacation rental permit requirements, County and other important contact info, i.e.
DEP, PAO, DBPR, Municode.
• Due Date: Ongoing
• Measures:
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
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• Continue Certified Floodplain Management training and maintain continuing education
requirements.
• Due Date: Ongoing
• Measures: Maintain certifications.
• Continue Florida Association of Code Enforcement Certification (F.A.C.E) training and
maintain continuing education requirements.
• Due Date: Ongoing
• Measures: Successfully complete FACE certificates and maintain continuing
education credits for certification.
• Continue to routinely review and close old cases that remained open in software system
• Due Date: Monthly
• Measures: All cases current with review by Supervisors monthly.
• Continue cross training of inspectors and provide administrative assistant training.
• Due Date: Ongoing
• Measures: Training or refresher annually.
• Continue to enforce mandatory central wastewater connections required by State of
Florida Area of Critical State Concern (ACSC) work plan.
• Due Date: Ongoing
• Measures: Cases slated monthly before the Special Magistrate
• Continue to work with the Building Official on unsafe properties to gain full compliance and
elimination of unsafe structures.
• Due Date: Ongoing
• Measures: To begin meetings with Building Official in January 2017.
• Provide administrative support, create and track cases.
• Due Date: Daily
• Measures: Completed in professional manner.
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
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Departmental Business Plan and Outlook
Department Name: Project Management & Facilities
DEPARTMENT OVERVIEW
Department Mission
The mission of the Project Management and Facilities department is to economically and
efficiently maintain, improve and expand Monroe County's facilities and infrastructure to best
serve public health, safety, welfare, and interests of the residents and visitors of Monroe County.
Department Description
The Project Management and Facilities Department maintains all of Monroe County's existing
parks, beaches, boat ramps, and buildings; develops and solicits requests for qualifications,
proposals, and solicitations for work; identifies and mitigates risk and inspects work for quality
and conformance to design specifications; manages and documents the end -to -end lifecycle of
capital improvements from integration through commissioning; acts as an owner's representative
for key stakeholders, and tracks and monitors scope, schedule and cost while maintaining budget.
Action Plan Goals
I. Goal — Provide Excellent Governance
A. Fiscal Strength
I -A.1 Effective allocation of resources to meet current and future operating and capital
needs
• Maximize revenues by pursuing grants and legislative appropriations.
• Due Date: September 2018 (ongoing)
• Measure: Number of Grants approved
I -AA Best Value goods, services, assets that support County operations
• Procuring "best- value" goods, services and assets that support County operations.
• Due Date: September 2018 (ongoing)
• Measure: Monitor and negotiate professional fees.
I -A.5 Sound, cost - effective management of risk, workers' comp., and group insurance
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our a pique community, and our environment.
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• Maximize opportunities to improve health and safety of employees.
• Due Date: September 2018 (ongoing)
• Measure: 100% of Project/Facilities staff receive OSHA certification.
B. Responsible Management of Physical Infrastructure and Capital Assets
I -113.3 Safe, functional, cost - effective County buildings
• Inspect and Maintain equipment on a regular basis
• Due Date: September 2018 (ongoing)
• Measure: Percentage of equipment repaired or serviced before they become
inoperable or a safety issue.
• Work to keep all buildings clean and a safe working environment.
• Due Date: September 2018 (ongoing)
• Measure: Reduce number of complaints by preventive maintenance and daily
janitorial work.
• Continue with Safety Preventative Measures while performing daily assignments
• Due Date: September 2018 (ongoing)
• Measure: Number of instances that safety gear is not worn or safe practices
are not followed.
• Standardized maintenance program for All County Parks and Beaches.
• Due Date: September 2018 (ongoing)
• Measure: Implement computerized maintenance management system
software for Parks and Beaches.
C. Excellent, Efficient, Equitably Delivered Public Service
I -C.1 Competent, cost - effective, responsive, transparent County government services
• Reduce the average completion time spent on a work order.
• Due Date: September 2018 (ongoing)
• Measure: Percentage of daily time spent effectively responding to /completing
open work orders.
Ensure administrative duties including record keeping, purchasing, budget monitoring,
personnel actions are completed accurately and in a timely fashion.
• Due Date: September 2018 (ongoing)
• Measure: Percentage of work completed before due date /deadline.
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
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Departmental Business Plan and Outlook
Department Name: Engineering Service & Roads
DEPARTMENT OVERVIEW
Department Mission
The mission of the Engineering Service and Roads Department is to maintain and improve all
1,209 County roads, 397 miles and 26 bridges for the ease of movement of the people and goods
in Monroe County and to provide all citizens and visitors with a safe and visually enjoyable right -
of -way in which to travel. The Florida Dept. of Transportation is responsible for maintaining and
improving U.S. 1 (Overseas Highway) and South Roosevelt Blvd. in Key West. The County is
responsible for maintaining and improving County roads.
Department Description
The Engineering Service and Roads Department is responsible for managing the engineering
and design, permitting and construction of County roads, sidewalks, bike paths, bridges and storm
water infrastructure improvement projects. They maintain 26 County bridges and approximately
312 miles of County roads and rights of way. They also maintain County sidewalks and bike
paths -and the U.S. 1 traffic signals and streetlights within the unincorporated Monroe County.
Action Plan Goals
I. Goal — Provide Excellent Governance
A. Fiscal Strength
I -AA Best Value goods, services, assets that support County operations
• Evaluate and negotiate consultant proposals to ensure costs within industry guidelines
• Due Date: September 2018 (ongoing)
• Measures: Consultant contract costs held at steady or reasonable annual
increase.
• Identify and pursue grant opportunities to fund various engineering projects.
• Due Date: September 2018 (ongoing)
• Measures: Number of applications for grants for engineering projects.
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
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B. Responsible Management of Physical Infrastructure and Capital Assets
1 -B.1 Wastewater and storm water that protects water quality and ensures public health
• Develop proactive storm water structure maintenance program.
• Due Date: September 2018 (ongoing)
• Measures: Fulfill storm water maintenance requirements of the
Community Rating System.
• Improve storm water management/maintenance of drainage features on County roads
• Due Date: September 2018 (ongoing)
• Measures: Length of time from call to response /solution
implementation.
1 -B.2 Safe, well- maintained transportation infrastructure
• Continue to implement roadway improvement program.
• Due Date: September 2018 (ongoing)
• Measures: Meeting schedule in capital plan
• Initiate preservation program on newly resurfaced roads to lengthen pavement life.
• Due Date: September 2018 (ongoing)
• Measures: Progress on plan development.
• Timely resolution of calls /complaints for road repairs.
• Due Date: September 2018 (ongoing)
• Measures: Length of time from call to response /solution
implementation.
C. Excellent, Efficient, Equitably Delivered Public Service
1 -C.2 Professional County government workforce
Continue required training for specific positions; identify training opportunities to enhance
skill set.
• Due Date: September 2018 (ongoing)
• Measures: Number of professional development courses attended.
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our a pique community, and our environment.
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1 -C.3 Effective use of technology to enhance services and communication
• Complete construction of all electronic tolling at Card Sound Toll on time.
• Due Date: September 2018 (ongoing)
• Measures: Construction completed on schedule; County prepared with support
for discount programs by "go -live" date.
• Develop inventory of transportation assets; create asset management database and
system.
• Due Date: September 2018 (ongoing)
• Measures: Continual progress on creating and populating system.
• Continue with putting drainage structures into statewide One Call utility system.
• Due Date: September 2018 (ongoing)
• Measures: Institute an effective close out process to pass as built information
from Engineering to maintenance.
II. Goal — Practice Environmental Stewardship
A. Responsibly Managed growth and Community Planning
C. Promotion of Energy Conservation and Sustainability
II -A.2 Current community based planning (livable communities)
Include construction of transportation alternatives (bike lanes /paths, sidewalks) and
complete streets concept in bridge and roadway and drainage improvement projects.
• Due Date: September 2018 (ongoing)
• Measures: Increase in number of projects that include transportation
alternative /complete street features.
II -C.2 Community -wide sustainability and adaptation
Assess sea level rise vulnerability and include adaptation element in County transportation
infrastructure projects.
• Due Date: September 2018 (ongoing)
• Measures: Number of projects evaluated for SLR; increased data /observations
of repetitive flood areas in County.
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
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III. Goal — Promote Community Safety, Health and Well -Being
B. Effective Emergency Management
III -B.1 Hurricane preparedness, response and resilience
• Improve /document Road Dept. and Engineering procedures for Hurricane Response.
• Due Date: September 2018 (ongoing)
• Measures: Progress on completion of clear procedures and tools needed to
facilitate work.
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
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Departmental Business Plan and Outlook
Department Name: Solid Waste
DEPARTMENT OVERVIEW
Department Mission
The mission of the Solid Waste Department to provide cost efficient and environmentally proper
collection, transportation and disposition of solid waste, recyclables, hazardous waste and
electronic waste generated in the County (excluding the municipalities) as defined by various
statutes, ordinances, agreements and meet the needs of present and future County residents.
Department Description
The Solid Waste Department provides comprehensive, convenient and reliable
services /programs, residential and commercial, for the collection and disposal of the different
types of waste, including garbage, recyclables, yard waste, white goods, tires, household
hazardous waste, electronic waste, and litter. Meet the goals and objectives of Element #8, (Solid
Waste) that will achieve a level of service standards.
Action Plan Goals
I. Goal — Provide Excellent Governance
A. Fiscal Strength
I -A.2 Stable protected reserves
• Director will maintain solid reserves and cost effective management.
• Due Date: September 2018 (ongoing)
• Measures: Stable reserves
I -AA Best Value goods, services, assets that support County operation
• Director will acquire "best- value" goods and services in a timely manner.
• Due Date: September 2018 (ongoing)
• Measures: Number of purchase orders
III. Goal — Promote Community Safety, Health and Well -Being
C. Health, Social and Life -Long Enrichment Services
III -C.2 Promotion of community -wide sustainability and adaptation planning
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
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Director will provide the public with education /outreach on collection programs and
services and recycling.
• Due Date: September 2018 (ongoing)
• Measures: Greater participation.
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
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Departmental Business Plan and Outlook
Department Name: Fleet Management
DEPARTMENT OVERVIEW
Department Mission
The mission of the Fleet Management Department is to provide fleet management services in the
most effective and efficient means possible.
Department Description
The Fleet Management Department services approximately 750 units at three County -owned
garages in Key West, Marathon, and Plantation Key. The Department is responsible for acquiring
and disposing of, maintaining, repairing, and providing fuel for the County fleet, which includes
automobiles, vans, trucks, heavy equipment, and more than 60 generators. It manages all outside
warranty and specialty contract repair work and operates a preventive maintenance tracking
system for all vehicles under its care. It also provides maintenance support for the Monroe County
Sheriff's Department vehicles.
Action Plan Goals
I. Goal — Provide Excellent Governance
A. Fiscal Strength
I -AA "Best- value" goods, services, assets that support County operations
• Implement improvements for a streamlined and responsive procurement process.
• Due Date: September 2018 (ongoing)
• Measures: Monitor request to purchase, compare prices, and keep vendors
reminded we are always seeking best price and best services.
B. Responsible Management of Physical Infrastructure and Capital Assets
1 -13.4 Safe, functional, cost - effective County fleet
• Ensure adequate, safe, well- maintained garages, fuel facilities and fleet.
• Due Date: September 2018 (ongoing)
• Measures: Maintain minimum amount of fleet and facility accidents and injuries.
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
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C. Excellent, Efficient, Equitably Delivered Public Service
I -C.2 Professional County government workforce
• Recruit and retain a highly qualified workforce.
• Due Date: September 2018 (ongoing)
• Measures: All fleet positions filled and zero percent annual turnover rate.
III. Goal — Promote Community Safety, Health and Well -Being
B. Effective Emergency Management
III -B.1 Hurricane preparedness response and resilience
Assure all fleet staff understands their roles and responsibilities with regard to emergency
protective measures, clean up and recovery.
• Due Date: September 2018 (ongoing)
• Measures: All fleet staff shall receive and acknowledge documented pre -
hurricane season briefing of role /responsibility.
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
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