Item F8aQo�h
r Monroe County BOCC Strategic Plan
Departmental Action Plan
FY 2016
STRATEGIC PLAN: Division/Department Action Plan FY 2016
Annual Departmental Action Plan
The Annual Departmental Action 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
division/department to the strategic priorities and their accompanying goals, as set forth in the
Strategic Plan.
The Annual Departmental Action 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 2016 goals and
projects for each of the
fifteen divisions or
departments of Monroe
County. Each division/
department's narrative
includes a set of performance
measures to determine
progress toward strategic
plan success.
Strategic
Plan
Mission
Priorities and Goals
Report
Results
Managing
Annual Performance
Report (State of the
for Results
County)
r*1
Manage Work
Processes
Process to
continually
refocus on
services that
make the most
Operate programs
Record service levels,
Measure progress,
efficiency,
effectiveness
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Action Plan
Identify
Division/Dept
Goals/Initiatives
Determine success
indicators/measures
r�
Budget
Submit annual
budget request with
Action Plan
Allocate Resources
STRATEGIC PLAN: Division/Department Action Plan FY 2016
Divisions, Departments and Directors
The Annual Department/Division Action Plan is presented in the following fifteen sections:
• County Attorney
• Airports
• Office of Management and
Budget
• Emergency Services
• Information Technology
• Intergovernmental Affairs
• Libraries
• Public Works and Engineering
• Social Services
• Employee Services
• Strategic Planning
• Extension Services
• Sustainability
• Growth Management
• Veterans Affairs
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
A Fiscal Strength
B Responsible Management of Physical Infrastructure and Capital Assets
C Excellent, Efficient, Equitably Delivered Public Service
II Practice Environmental Stewardship
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
A Public Safety Committed to Saving Lives
B Effective Emergency Management
C Health, Social and Life -Long Enrichment Services
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STRATEGIC PLAN: Division/Department Action Plan FY 2016
COUNTY ATTORNEY
The County Attorney's Office provides professional legal representation to the Board of
County Commissioners, the County Administrator, and County Departments in all matters
including but not limited to litigation brought by and against the County. In addition, the
County Attorney's Office prepares the agenda for County Commission meetings and
processes items approved by the Commission. The office plays a critical role in responding to
requests for public records, providing adequate public notice on bids, hearings.
The mission of the County Attorney's Office is to ensure that the County receives
professional legal counsel in all matters and is in compliance with all applicable laws,
regulations, and obligations. The office delivers effective legal representation 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 its primary
counsel. That attorney is tasked with assisting the assigned client/department with achieving
action plan goals set forth in the Strategic Plan.
Action Plan Goals
1. Providing competent, cost-effective, responsive legal services to the County
Commission and staff while ensuring transparency in County government and
compliance with all applicable laws, regulations, and obligations. Competent
representation requires the legal knowledge, skill, thoroughness and preparation
reasonably necessary for the representation while promoting the public's interest in
transparent local government.
Deliverables: Effective representation of County Government in all matters and
proceedings in a competent, courteous, and cost effective manner. Reliance upon
outside counsel only when required by the Florida Rules of Professional Conduct and/or
by contract.
Strategic Plan I, C
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STRATEGIC PLAN: Division/Department Action Plan FY 2016
2. The County Attorney's Office is tasked with primaryresponsibility for responding
to requests for public records. With the efficient management of public records
requests, we will promote transparency in government and constituent satisfaction while
avoiding unnecessary litigation costs.
Deliverable: Provide prompt, complete responses to public records requests within a
reasonable period of time while protecting confidential and exempt information.
Strategic Plan I, C
3. The office plays a critical role in preparing the BOCC's agenda and processing
items approved by the Commission. By utilizing a trailing method, the County
Attorney's Office can track agenda items received for legal review and processing
between multiple County departments and, upon approval, transmittal to the clerk for
execution.
Deliverable: Successfully transition County to an electronic agenda software program
during FY 16.
Strategic Plan I, C
4. Effective operation of the County Attorney's Office as an in house legal
department. Ensure effective and efficient expenditure of department funds on time and
within budget.
Deliverable: Implementation of comprehensive expense tracking system to ensure the
most efficient use of public dollars.
Strategic Plan I, C
5. Professional development. The County benefits when legal staff develops expertise in
the laws and regulations applicable to the County. That expertise can be developed and
demonstrated through the Florida Bar's Board Certification program.
Deliverable: All members of the legal staff who are Board Certified in City, County and
Local Government law shall keep their certifications current. Those members of the legal
staff who are not yet Board Certified shall actively pursue certification through continuing
education and exam preparation. Alternatively, staff shall publish and/or present on a
relevant professional topic.
Strategic Plan I, C
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STRATEGIC PLAN: Division/Department Action Plan FY 2016
AIRPORTS
The Airport Department provides comprehensive aviation services at the Key West
International Airport and the Florida Keys Marathon International Airport. The Key West
International Airport served over 738,000 airline passengers in 2014 with direct air service
to major cities such as Atlanta, Charlotte, Washington, D.C., Fort Lauderdale, Orlando,
Tampa, Ft. Myers and Miami. The Florida Keys Marathon International Airport provides
the general aviation community in the Middle Keys with aeronautical, emergency,
business and ground transportation services. Both airports are Federal Aviation
Administration FAR part 139 certified and together help to provide a strong economic
foundation for the Florida Keys.
Key West International Airport
Action Plan Goals
1. Increase Commercial Passenger Traffic Numbers. Market and promote additional
levels of air carrier service with existing and new air carrier operations, to provide
increased destinations and capacity. -
Due Date: September, 2016
Deliverable: Continuation of marketing and infrastructure improvements.
Strategic Plan I, C
2. Decrease the Cost Per Enplaned Passenger. In an effort to reduce the cost of
airport services to the air carriers servicing the airport and increase the value of that
service.
Due Date: September, 2016
Deliverable: Continuation of streamlining operational, maintenance and
administrative functions and providing accurate Rates and Charges fees to the
airlines.
Strategic Plan I, C
3. Operate a financially self-sustaining facility. To provide additional sources of non -
aeronautical revenue and ensure the airport has a sound financial foundation to build
upon for its future needs.
Due Date: September, 2016
Deliverable: Continuation of lease updates and business plan development.
Strategic Plan I, C
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STRATEGIC PLAN: Division/Department Action Plan FY 2016
4. Operate as a "Good Neighbor" with the community. Continue to ensure that the
airport is committed to ensuring that quality of life issues are consistently addressed
and considered as the airport operates and evolves.
Due Date: September, 2016
Deliverable: Phase 1 of the Noise Insulation Program and continued involvement in
community activities.
Strategic Plan I, B
Florida Keys Marathon International Airport
Action Plan Goals
1. Establish an Airport User Fee Customs & Border Protection Facility. Start CBP
facility services at the airport terminal building and work closely with the Marathon Jet
Center to provide an above average level of service to the airports general aviation
community.
Due Date: September, 2015
Deliverable: CBP airport clearing services.
Strategic Plan I, B
2. Establish a Preferred Alternative from the Airport Environmental Assessment for
the non-standard Runway -Taxiway centerline distance issue. Using an airport
miscellaneous planning studies grant, establish a preferred alternative that has
community and governmental support, to move the airport forward with future
development plans.
Due Date: September, 2016
Deliverable: FAA approved preferred alternative for non-standard condition.
Strategic Plan I, B
OFFICE OF MANAGEMENT AND BUDGET
The Office of Management and Budget is responsible for the preparation, publication and
administration of the annual budget. The office monitors revenues and expenditures,
performs multi -year budget forecasts, analyzes the effect of the state budget on the
county budget and prepares financial information for the Board of County Commissioners,
public inquiries and credit rating agencies. The office is responsible for purchasing and
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STRATEGIC PLAN: Division/Department Action Plan FY 2016
procurement and the County's human services funding program. The Office's mission is
to maximize the ability of Monroe County government to promote the economic well-being
of the County in a financially responsible and sustainable fashion.
Action Plan Goals
Improve efficiency of operations in the Office of Management and Budget through its
efforts to transition towards a paperless environment and make information available
to the public through the utilization of the County's new Data Portal providing
transparency and open government to all citizens of Monroe County.
Strategic Plan I, C
• Continue to improve the effectiveness and proficiency of the office through continuing
education for staff in the implementation of industry standards and best practices and
innovative opportunities to improve coordination of budgeting activities.
Strategic Plan I, C
• Coordinate and facilitate with the Clerk's office, and the vendor, an upgrade to the
existing financial software application to ensure adequate training for all users and
implementation of new features available.
Strategic Plan I, C
• Improve efficiency of Monroe County operations through the implementation of a
Purchasing Workflow requisition process, streamlining existing procedures, allowing
for attachment of documents to requisitions and electronic routing and approvals.
Strategic Plan I, C
• Coordinate with the Clerk's office for access to the Human Resource Module of the
financial software application allowing for greater proficiencies and utilization of
product enhancements to ensure all new reporting requirements are met and needed
data is available.
Strategic Plan I, C
Provide assistance to all County grant managers on the impacts resulting from the
new Super Circular, 2 C.F.R. Part 200, which streamlines language from existing OMB
circulars on Grants Management, Cost Principles and Audit of Federal awards, into
one consolidated set of guidelines which supersedes the previous circulars.
Strategic Plan I, C
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STRATEGIC PLAN: Division/Department Action Plan FY 2016
• Continue to work with the Information Technology department on enhancements to the
citizen's transparency portal.
Strategic Plan I, C
Proactively work towards achieving County priorities through identifying new revenue
streams and collaborative efforts to meet the needs of the County.
Strategic Plan I, A
Facilitate and develop the annual County budget ensuring compliance with local,
State, Generally Accepted Accounting Principles (GAAP), Governmental Accounting
Standards Board (GASB) and the Financial Accounting Standards Board (FASB)
guidelines.
Strategic Plan I, A
• Monitor and ensure adequate reserve levels in all funds.
Strategic Plan I, A
EMERGENCY SERVICES
The Emergency Services Division responsibilities include fire suppression, fire prevention,
emergency medical responses (including air and ground emergency transportation),
aircraft firefighting and emergency management. The division also provides a countywide
fire training academy.
Action Plan Goals
1. Increase Accountability and Collections from EMS Ground and Air -transport User
Fees: Evaluate the efficiency of the first year of EMS billing in an effort to identify ways to
maximize revenue efforts related to ground and air -transport user fees.
2015 Delivered: On July agenda ... Report on in-house billing and collections
Due Date: July, 2016
2016 Deliverable: Evaluate efficiency of in-house billing efforts
Strategic Plan I, C
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STRATEGIC PLAN: Division/Department Action Plan FY 2016
2. Maintain Comprehensive Background Screening and Medical Clearance Program:
Continue to improve accountability in recruitment and retention of volunteers, through a
comprehensive driver's license, background screening and medical clearance program
assuring compliance with Monroe County Standards.
2015 Delivered: 100% implemented
Due Date: September, 2016
2016 Deliverable: Continuation of screening program
Strategic Plan III, A
3. Maintain Checks and Balances in Volunteer Corporation Stipend Review Process:
Continue to monitor the volunteer corporation stipend review process to ensure checks
and balances, and assure proper expenditure of County funds for volunteer activities.
2015 Delivered: 100% implemented
Due Date: September, 2016
2016 Deliverable: Continuation of enhanced review process
Strategic Plan I, C
4. Recycling Program at All Fire Stations: Continue recycling efforts in all fire stations
to reduce impact to environment.
2015 Delivered: 100% implemented
Due Date: September, 2016
2016 Deliverable: Continuation of recycling program at all fire stations
Strategic Plan II, C
5. Upgrade Computer Assisted Dispatch System to Capture Response Times to the
Second: Continue to coordinate with the Sheriffs Office in the upgrade to the
Emergency Communications System. The new system will allow Fire Rescue to
accurately capture dispatch and response times. Establish benchmarks of service
delivery.
2015 Delivered: Feasibility discussions ongoing with Sheriff
Due Date: September, 2016
2016 Deliverable: Continue coordination with Sheriff on project
Strategic Plan III, A
6. Patient Follow-up Program with Ryder Trauma Center: Once a patient is dropped
off at the Trauma Center, Fire Rescue continues to request information about the results
of the patient outcome. Capturing the follow-up data increases the success of trauma
patient care.
2015 Delivered: Received data back on 10% of transported patients
Due Date: September, 2016
2016 Deliverable: Receive data back on 50% of transported patients
Strategic Plan III, A
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STRATEGIC PLAN: Division/Department Action Plan FY 2016
7. Fire Hydrant Installations: A minimum of 65 fire hydrants installations were planned
as part of the Cudjoe Regional Wastewater Project. Fire Rescue coordinated with the
FKAA to install the hydrants in the most feasible locations.
2015 Delivered: 30 hydrants installed
Due Date: September, 2016
2016 Deliverable: Installation of remaining fire hydrants
Deliverable: Strategic Plan III, A
8. Increase Airport Employees Trained by 10: Continue training in CPR, AED and First
Aid a minimum of 10 airport employees per year.
2015 Delivered: Trained 4 in CPR/ AED, and 6 as CPR / AED instructors
Due Date: June, 2016
2016 Deliverable: Continuation of training in CPR, AED, and First Aid.
Strategic Plan III, A
9. Increase Number of State -Certified FF I (Volunteers) by 15: Fire Rescue provides
the 206 hours of training necessary for State certification in FF I.
2015 Delivered: 9 FF I trained
Due Date: September, 2016
2016 Deliverable: Increase to 15 FF I
Strategic Plan III, A
10. Maintain a 90% Passing Rate of Students Enrolled in Firefighter I and Firefighter
II: Fire Rescue provides the 206 minimum hours of training necessary for State
certification in FF I, and 192 minimum hours of training necessary for State certification
in FF II.
2015 Delivered: 9 firefighter recruits took FF I course, 8 passed = 90%.
6 firefighter recruits took FF II course, 6 passed = 100%
Due Date: September, 2016
2016 Deliverable: Continue to provide state recognized Firefighter I and Firefighter
II classes
Strategic Plan III -A
11. Increase Number of State -Certified Fire Officer I (Career and Volunteer) by 10:
Due Date: September, 2016
Deliverable: Continue to increase in number of Fire Officer I by 10
Strategic Plan III -A
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STRATEGIC PLAN: Division/Department Action Plan FY 2016
12. Complete Construction of New Classroom Facility.
2015 Delivered: Completed plans and BOCC approved contractor at May 20, 2015
meeting
Due Date: February — March, 2016
2016 Deliverable: Contract provides 330 construction days (approximately 15
months
Strategic Plan III -A
13. Recruit and Train Individuals to Serve as Emergency Shelter Managers: Monroe
County Emergency Management has partnered with the Village of Islamorada Fire
Rescue to enlist members their Community Emergency Response Team (CERT) to
serve as shelter managers. Training is on -going with multiple offerings scheduled that
should result in a minimum of 15 trained shelter managers; and as their team expands
so too will the partnership.
2015 Delivered: 6 newly trained emergency shelter managers
Due Date: May, 2016
2016 Deliverable: 15 newly trained emergency shelter managers
Strategic Plan III, B
14. Acquire property and develop construction plans for relocation of Cudjoe Fire
Station to Summerland/Cudjoe area.
Due Date: September, 2016
Deliverable: Identify property, acquire, and develop plans.
Strategic Plan III, A
EMPLOYEE SERVICES
The Employee Services Division is responsible for the human resources function of
Monroe County government. The Division contains five functional units: human
resources, benefits, workers' compensation, risk management and safety. Compliance
and awareness of various labor laws, rules and regulations are important aspects of this
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STRATEGIC PLAN: Division/Department Action Plan FY 2016
division. The insurance programs managed within this division are: group health
insurance, workers' compensation and liability insurance. These are part of a modified
self -insured program. The Division provides responsive, efficient, customer -friendly and
equitable service for its customers (job candidates and employees) in compliance with
federal and state requirements.
Action Plan Goals
1. Complete Job Descriptions. The final phase of the compensation and
classification study is completing job descriptions. Departments have been provided with
the job descriptions revised by the Consultant, Evergreen Solutions. Human Resources
will continue to diligently work with departments to complete this project.
Due Date: Fiscal Year 2016
Deliverable: Signed job descriptions by the Department and employees
Strategic Plan I, C
2. Continue the Process of Auditing and Scanning Personnel, Group Insurance,
Risk Management and Workers' Compensation Files to Eliminate the Use of Paper
Files.
Due Date: Fiscal Year 2016
Deliverable: Ongoing Process
Strategic Plan I, C & II, C
3. Work with Safety Committee Department Representatives (ESC) to ensure a
Healthy and Safe Working Environment for all County Employees. Continue to focus
the ESC to be proactive in a Healthy and Safe working environment and maintain an
injury incident rate that is at or below the National average for local government
employees.
Due Date: Fiscal Year 2016
Deliverable: Injury incident rate of 6.1 or below
Strategic Plan I, A
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STRATEGIC PLAN: Division/Department Action Plan FY 2016
4. Provide safety management training and ensure compliance with the County's
Safety Policy. Consistent safety training provides for a safe workplace in addition to
providing protection of the public who come in contact with county employees or facilities.
Due Date: Fiscal Year 2016
Deliverable: Training
Strategic Plan: III, A
5. Implement Annual Health Care Reform Mandates. The Patient Protection and
Affordable Care Act (PPACA) includes several mandates that must be phased in over
multiple years. Employee Services will remain knowledgeable about all of the law's
requirements to assure appropriate County compliance.
Due Date: Fiscal Year 2016
Deliverable: Appropriate Implementation of Annual PPACA Mandates
Strategic Plan I, A
6. Analyze Spending in the Group Health Plan to Devise Strategies to Combat
Increasing Costs. The continual rise in general health care costs must be monitored
regularly and changes to benefits, rates and premiums must be evaluated and considered
to help with the cost.
Due Date: Fiscal Year 2016
Deliverable: Actionable Proposals for Containing Plan Cost Increases
Strategic Plan I, A
7. Educate and Engage Employees in Regards to Consumer Driven Health Care.
Health care costs vary for a variety of reasons. Many unnecessary costs can be avoided
by simply shopping around or inquiring about treatment options. The Benefits website
has a cost compare feature for many local medical procedures. Choosing In -Network
providers is always more cost-effective than using Out -of -Network providers. A continued
education campaign including newsletters and information provided during new employee
orientation will be conducted to inform employees about cost saving options. Special
consideration and actions will be included to educate the Constitutional Officer employees
who do not attend the County's monthly new employee orientation sessions.
Due Date: Fiscal Year 2016
Deliverable: Monitor In -Network usage trends.
Strategic Plan I, C
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STRATEGIC PLAN: Division/Department Action Plan FY 2016
8. Increase Health Fair Participation. Health Fair participation is important. Full
employee participation will provide plan administrators with essential information about
the status of the overall health of the County workforce. This information will help with
devising strategies to improve County workforce health and well-being as well as in
controlling health care costs.
Due Date: September, 2016
Deliverable: Increase in Health Fair Participation from prior year
Strategic Plan I, A
9. Continue with Wellness Initiatives to promote wellness among employees.
Ongoing wellness initiatives such as the lunch and learns and reimbursement for the
walkathons/triathlons provide for improved physical and mental health of employees.
Continued efforts such as these types of initiatives and programs will be continued from
year to year.
Due Date: Fiscal Year 2016
Deliverable: Develop and implement current or new programs
Strategic Plan: I, C
10. Requests for Proposals for programs and policies. Regular RFPs are to be
advertised and secured for the various risk management, group insurance, workers'
compensation and personnel programs.
Due Date: Fiscal Year 2016
Deliverable: Executed and approved contracts for Dental Provider, Medical, Insurance
Adjuster, Property Insurance and Benefits Consultant
Strategic Plan: I, A
11. Create and/or revise Departmental policies, plans and programs
Due date: Fiscal Year 2016
Deliverable: Compliance with laws and maintain or increase efficiencies.
Strategic Plan IA
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STRATEGIC PLAN: Division/Department Action Plan FY 2016
EXTENSION SERVICES
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.
UF- IFAS Extension Monroe County Strategic Goals 2016:
Based on Monroe County Strategic Plan 2013-2018 (MC goals in bold)
I. 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
o Due Date: July, 2016 (ongoing)
o Measures: 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.
o Due Date: July, 2016 (ongoing)
o Measures: employee ratings on evaluation in customer service area
II. Practice Environmental Stewardship
B. Preservation of the Environment and Natural Resources
II-B.2 Environmental protection/habitat protection
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STRATEGIC PLAN: Division/Department Action Plan FY 2016
• Marine Agent will create 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.
o Due Date: Sept, 2016 (ongoing)
o Measures: # of site being monitored, # of volunteers trained
• Marine Agent will teach the Florida Master Naturalist Program for local eco-
guides, teachers, state park employees, and individuals.
o Due Date: Sept, 2016 (ongoing)
o Measures: # of FMNP workshops offered, # of participants, # of
certifications
II-13.2 Marine protection and coastal preservation
• Marine Agent will partner with Old Dominion University to restore sponges in
Florida Bay and hold public forums to educate citizens about the importance of
sponge habitat.
o Due Date: June, 2016
o Measures: # of sponge restoration sites, # of trained citizens
• Marine agent will 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.
o Due Date: Sept, 2016 (ongoing)
o Measures: Membership in South Atlantic Fishery Management Council,
Gulf of Mexico Fishery Management Council Coral Advisory and Florida
Keys National Marine Sanctuary Advisory Council. # and type of fishery
management issues addressed.
II-B.3. Preservation of open space/ Preservation of scenic and natural resources
• Horticulture agent will aid 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.
o Due Date: Sept, 2016 (ongoing)
o Measures: # of identification contacts and resolved issues
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STRATEGIC PLAN: Division/Department Action Plan FY 2016
Horticulture agent will work with local governmental agencies, Keys residents
and landscapers to develop landscape design and planting of natives and
ornamental plants.
o Due Date: Sept, 2016 (ongoing)
o Measures:# of contacts for design advise, # of planting guides requested
Horticulture agent will 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.
o Due Date: Sept, 2016 (ongoing)
o Measures: # of invasive removed, # of identification contacts, # of
volunteer hours
C. Promotion of Energy Conservation and Sustainability
II-C.1 Reduction of energy use and greenhouse gas emissions in County
government operations
• Director will work with the Sustainability Office to develop new GHG reduction
targets
o Due Date: November, 2015
o Measures: Adoption of GHG targets by the BOCC
Director will 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
o Due Date: Sept, 2016 (ongoing)
o Measures: # of KWH saved, # of gallons saves over prior year, # of
efforts implemented
Director will 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.
o Due Date: Sept, 2016 (ongoing)
o Measures: # of new charging stations installed on county property, report
on cost/ benefit of plug in hybrid for administration
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STRATEGIC PLAN: Division/Department Action Plan FY 2016
II- C.2 Promotion of community -wide sustainability and adaptation planning
• All extension agents will develop and direct a Sustainable Floridians Program
which teaches sustainability and created community ambassadors.
o Due Date: Sept, 2016 (ongoing)
o Measures: # of SF certificates, # of SF volunteer hours
Extension Director will monitor climate change indicators and trends and
analyze potential impacts as the county staff liaison for a Climate Change
Advisory Committee
o Due Date: Sept, 2016 (on going)
o Measures: # Monthly meetings with the Climate Change Advisory
Committee, # meeting minutes and # recommendations to the BOCC
Director will assist in the implementation of the Sustainability Action Plan,
Southeast Florida Climate Compact and other sustainability efforts.
o Due Date: Sept, 2016 (ongoing)
o Measures: # attending annual Climate Compact Leadership Summit Dec.
2015 and # of partners in participation in regional efforts and
collaborations
III. Goal — Promote Community Safety, Health and Well -Being
III-C. Health, Social and Life-long enrichment services
III-C.5 Empowering science -based informal education
• Continued participation with University of Florida Extension Services to provide
comprehensive community education programs in subjects of importance to
Monroe County citizens (currently — fisheries, climate change, horticulture,
financial management, and non-profit development)
o Due Date: Sept, 2016 (ongoing)
o Measures: Maintenance of a budget adequate to conduct needed
educational programs, Extension monetary value relative to Monroe
County budget, and # of public contacts
• Annual reports on the effectiveness of educational programs conducted with
guidance from the community volunteer advisory committees.
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STRATEGIC PLAN: Division/Department Action Plan FY 2016
o Due Date: Sept, 2016 (ongoing)
o Measures: # and type of fishery management issues addressed, # and
type of climate -related issues effectively addressed, % knowledge
gained through the school -based Extension financial literacy program,
reported effectiveness of horticulture advice to citizens
• Support for community educational events, dependent on available resources
o Due Date: Sept, 2016 (ongoing)
o Measures: # and types of community events supported
• Maintenance of a community volunteer educational effort
o Due Date: Sept, 2016 (ongoing)
o Measures: # of community volunteer hours and value
• University of Florida research -based expertise on issues of importance to
Monroe County
o Due Date: Sept, 2016 (ongoing)
o Measures: # of advisory meeting held, # of days of planning effort by
agents
• Performance enhancing in-service training for Extension faculty
o Due Date: Sept, 2016 (ongoing)
Measures: Extension faculty receive a minimum performance evaluation
rating of commendable from OF
GROWTH MANAGEMENT
The Growth Management Division is responsible for the administration of the rules and
regulations that impact development occurring within the unincorporated areas of Monroe
County. These responsibilities include the management of the County's designation by
the State of Florida as an Area of Critical State Concern (ACSC) and the coordination the
policies and programs that impact growth, water quality/wastewater/stormwater and
hurricane evacuation. The Division manages its responsibilities within a complex
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STRATEGIC PLAN: Division/Department Action Plan FY 2016
framework of federal, state and local development regulations. The Division's
administrative responsibilities include the development and monitoring of processes that
ensure fairness, consistency and accuracy with regard to permitting, development
approvals and code compliance.
Given the regulatory nature of the Growth Management Division, it is difficult to measure
its success in service delivery based on residents "happiness" or "satisfaction." The very
nature of providing oversight of development and construction based on life safety needs
indicates a need to "govern" the citizens to prevent unsafe conditions.
Action Plan Goals
GROWTH MANAGEMENT ADMIN:
• Work with County Administration on Florida Keys Environmental Stewardship Bill
Strategic Plan II, B
• Coordinate with County Administrators office on legislative issues including but not
limited to: Land Acquisition, permitting laws, wastewater issues, citizens wind and
FEMA flood insurance
Strategic Plan I, C & II, B
• Obtain Letter of good standing from FEMA so Monroe County is eligible for CRS
Strategic Plan I, C
• Develop Request for Proposal (RFP) for consultant (if needed) to assist county with
new FEMA Flood Maps
Strategic Plan III, A
• Develop FEMA Flood Repetitive Loss Plan to include in Local Mitigation Strategy
Strategic Plan III, A
• Analyze vacant land within Floodplain areas for points in CRS
Strategic Plan I, C
• Analyze Impact Fee eligible projects in CIP, develop base scenarios for BOCC review
and if directed by BOCC, develop Request for Proposal (RFP) for consultant to re-
calculate Impact Fees, pending adequate Capital Improvement Program
Strategic Plan I, A
• Assure Performance Based Employee Evaluations are completed for all employees
Strategic Plan I, C
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• Coordinate division service provisions and changes in policy with construction industry
Strategic Plan I, C
• Obtain contractual approval and implement upgrade to Community Plus and eGov
web portal for public " - placed under GM because all departments will be impacted
with the upgrade of CommunityPLUS/eGov
Strategic Plan I, C
BUILDING DEPARTMENT:
• Process permit applications with improvement in review times for permit issuance
Strategic Plan I, C
• Manage Contractor Licensing
Strategic Plan III, A
• Manage Contractors Examining Board
Strategic Plan III, A
• Manage Construction Board of Adjustment and Appeals
Strategic Plan I, C
• Work with Industry to determine whether permit corrections should only be accepted
after all disciplines have reviewed.
Strategic Plan I, C
• Develop procedure and tools for measurement of permits from date of application to
readiness for issuance
Strategic Plan I, C
• Finalize 2 FEMA audit responses and adjust program implementation to meet audit
requirements so County is eligible for entrance into Community Rating System (CRS)
program to gain up to 25% discount on all citizens FEMA flood insurance
Strategic Plan I, C
• Refine Interactive Voice Response (IVR) Inspection System freeing up inspector time
to do additional plan review activities
Strategic Plan I, C
• Obtain contract to develop implementation strategy and configuration for ePlan
Strategic Plan I, C
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STRATEGIC PLAN: Division/Department Action Plan FY 2016
• Contract and implement additional IVR enhancements to support FEMA initiatives
Strategic Plan I, C
• Operating Procedures for Building Department
Strategic Plan I, C
• Begin proactive implementation of FEMA Certificate of Compliance program
Strategic Plan III, A
• Certification of Customer Service Representatives as Permit Technicians
Strategic Plan I, C
• 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
Strategic Plan I, C
• Plan reviewers and Inspectors to gain cross discipline certifications
Strategic Plan I, C
• Scan permit files and reduce storage requirements
Strategic Plan I, C
• Further evaluate, refine and/or create processes and forms to maintain compliance
with Federal, State and local laws.
Strategic Plan I, C
• Develop and Implement a workable Hurricane Preparedness plan for distribution to the
"Industry" concerning what is expected of them as storms develop and threaten. Offer
real consequences for non-compliance.
Strategic Plan III, B
• Initiate inter -office meeting schedule for inspectors/ plan reviewers to discuss
workable solutions to problems. Topics to be chosen as problems arise.
Overall objective would be to create uniform implementation of policies and
enforcement of code.
Strategic Plan I, C
PLANNING AND ENVIRONMENTAL RESOURCES DEPARTMENT:
Planning Office:
• Process Private Development Approval Applications
Strategic Plan I, C
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STRATEGIC PLAN: Division/Department Action Plan FY 2016
• Continue to improve the quality and efficiency of development review including shorter
review times
Strategic Plan I, C
• Assist eligible staff in obtaining AICP certification
Strategic Plan I, C
• Coordinate with County Divisions and Departments to assure implementation of State
of Florida Area of Critical State Concern (ACSC) Work Plan including requested
amendment to eliminate requirement to adopt Tier maps into Comprehensive Plan
until such time as Florida Keys are de -designated
Strategic Plan II, A
• Continue work on Comprehensive Plan amendments to address State Land Planning
Agency ORC report to adopt the 2030 Comprehensive Plan
Strategic Plan II, A
• Continue revising the Land Development Code (LDC) to be consistent with new
Comprehensive Plan to 2030 (expected adoption late 2015/early 2016)
o Hold 1 additional Planning Commission meeting on LDC and process 3-5 LDC
meetings before the BOCC.
o Address requirements of Rule 28-20.140, FAC, by processing Comprehensive
Plan amendments to add Goal 106 (tier system)
o Create marina siting criteria with the EAR -based Comp Plan Amendments.
o Address future development and allocation limitations on Big Pine Key & No
Name Key with the EAR -based Comp Plan Amendments [USFWS & FEMA -
include analysis of proposed development and the associated conservation
practices on non-CBRA parcels that currently fall within the footprint of the Big
Pine HCP within the upcoming revision of the FEMA Biological Opinion. FEMA
Biological Opinion will then cover impacts to non-CBRA parcels on Big Pine and
No Name Keys. Any remaining CBRA parcels will need to have continued
coverage by an HCP]
o Address build -out strategies with the EAR -based Comp Plan Amendments,
including, but not limited to, revised ROGO allocation annual distribution rates
o Address Navy noise testing methodology elimination from Comp Plan
o Address climate change considerations, sea level rise and adaptation policies
Strategic Plan II, A
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, identifying acquisition priorities,
meeting with State and Federal partners, etc.)
Strategic Plan II, B
• Manage Planning Commission and Development Review Committee
Strategic Plan II, A
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STRATEGIC PLAN: Division/Department Action Plan FY 2016
• Automate Rate of Growth Ordinance processes and cross train staff to have more than
one employee doing ROGO allocations
Strategic Plan I, C
• Standardize real estate instruments used in ROGO (land dedications, conservation
easements, land aggregations)
Strategic Plan I, C
• Process Comprehensive Plan amendments for height and offshore islands that were
eliminated from EAR based amendments
Strategic Plan II, A
• Coordinate with the Monroe County Affordable Housing Advisory Committee and shall
be tasked to work on the following:
o Amend the Land Development Code based on the a new "workforce" housing
definition;
o Review and propose Land Development Code amendments for providing
housing for various income levels (very low, low, median and moderate);
o Review and propose Land Development Code amendments for encouraging
workforce rental housing and for creating a local requirement for management
of rental housing;
o Propose amendments to the distribution of ROGO allocations by income level;
o Coordinate with the Land Authority to prioritize the purchase of Tier III
properties for development of workforce housing;
o To preserve and maintain existing affordable housing, develop a financial
incentive to encourage property owners to extend existing deed restrictions;
o Identify Tier III and Tier III -A (SPA without native habitat) for workforce housing
sites, audit publicly owned property for suitability for affordable housing on Tier
III properties, inventory existing dwelling units rented within the affordable rent
ranges but not deed restricted as affordable dwelling units and consider
incentives/options to preserve as affordable (like mobile home incentive
program)
■ Review and propose amendments to statutes to address:
■ Sadowski Trust Fund donor inequity,
■ Allow Land Authority funds to be used for extending deed restrictions or
buying back expired deed restrictions to preserve affordable housing,
■ Amend Low Income Housing Tax Credit (LIHTC) program to require on -
site management longer than 15 years,
■ Amend or increase 1 cent Tourist Impact Tax to provide dedicated
funding for the provision of workforce housing specifically for the
hospitality industry; and
o Develop and process inclusionary housing requirements for hospitality and
commercial sector to build workforce housing
o Consider amending the Land Development Code to allow incentives for a
market rate unit to obtain an affordable ROGO allocation and move the market
rate unit to another site through a THE if the existing site will be deed restriction
99 years as affordable.
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STRATEGIC PLAN: Division/Department Action Plan FY 2016
o Amend the definition and permitted uses sections of the Land Development
Code to encourage employee housing within existing commercial centers and
zoning districts that allow either employee or commercial apartments. The goal
is not to require employees to work on the site where employee housing is
located; employees should work within the subarea where the housing is
located.
Strategic Plan Strategic Plan III, C
Environmental Resources Office:
• Maintain reduced permit review time frames
Strategic Plan I, C
• Maintain relationship with DEP at state level and attend meetings of ARC Committee
on land acquisition
Strategic Plan I, C
• 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
Strategic Plan II, C
• Comprehensive Plan and Land Development Code amendments to address additional
species listed under the Endangered Species Act (14 new endangered species and
critical habitat with Permit Referral Process)
Strategic Plan II, B
• Develop LDC amendment to clarify setbacks along seawall of lifts, davits, etc.
Strategic Plan II, A
• Finalize and implement Land Development Code (LDC) amendments:
o Chapter 118 for clearing, mitigation and docking regulations
o Chapter 114 for Landscaping & pruning (Native species, rare species, etc.)
o Chapter 114 for stormwater code amendment to reflect current technologies and
pollution abatement goals
Strategic Plan II, A
Coordination with Federal Wildlife Service (FWS) for unincorporated Monroe County
for Biological Opinion for 14 additional endangered species and critical habitat; for Big
Pine/No Name Key Habitat Conservation Plan; Incidental Take Permit and Livable
CommuniKeys Plan (LCP) amendmnts
Strategic Plan II, B
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STRATEGIC PLAN: Division/Department Action Plan FV 2016
• Process amendments to Comp Plan for BPK/NNK Incidental Take Permit
Strategic Plan II, A
• 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
Strategic Plan II, A
• Provide Funding to Land Steward for'exotic removal from County owned land
Strategic Plan II, B
Transportation Planning:
• Complete, required every two years, a capacity study for Level of Service
recommended physical improvements on US 1
Strategic Plan I, B
• Update Monroe County traffic study guidelines and related LDRs
Strategic Plan II, A
• Establish and implement a procedure for traffic escrow fees and reimbursements
Strategic Plan I, C
Marine Resources Office:
• Manage Marine and Port Advisory Committee
Strategic Plan I, B
• Perform quarterly surveys for channel markers and regulatory zones
Strategic Plan I, B
• 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
Strategic Plan I, B
• Secure supplemental funds for derelict vessel removals and channel marker
maintenance.
Strategic Plan I, B
• Process City Boater Improvement Fund (BIF) grant program requests for
improvements to marine resources for cities
Strategic Plan I, B
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STRATEGIC PLAN: Division/Department Action Plan FV 2016
• Coordinate lifting of the current moratorium on new marinas and the moratorium on
new submerged land leases north of Tea Table Key, based on the required adoption
of the Marina Siting Criteria in the 2030 Comprehensive Plan, including phase -in
mandatory pump outs at marinas
Strategic Plan I, B
• Develop policy recommendations for legislative consideration pertaining to the
reduction of derelict vessels
Strategic Plan II, B
• Continue to manage Pump -out contract
Strategic Plan II, B
CODE COMPLIANCE DEPARTMENT:
• Re-evaluate job responsibilities of Sr. Inspectors
Strategic Plan I, C
• Fill vacant positions and provide appropriate training
Strategic Plan I, C
• Monitor Special Magistrate cases from violation through the lien process
Strategic Plan I, C
• Reduce number of cases in lien status by moving cases forward to BOCC to authorize
further legal action
Strategic Plan I, C
• Strive to review and bring floodplain cases into compliance with the Floodplain
Coordinator
Strategic Plan I, C
• Create an Evidence Checklist for staff to use when preparing cases for hearing before
the Special Magistrate to promote consistency
Strategic Plan I, C
• Continue training/updating staff to code processes/reporting capabilities in software
system
Strategic Plan I, C
• Complete writing and adoption of Noise Ordinance
Strategic Plan I, C ,
• Determine with assistance of legal department, whether we can file formal complaints
on real estate brokers that rent vocational rentals illegally
Strategic Plan I, C
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STRATEGIC PLAN: Division/Department Action Plan FY 2016
• Explore the possibility with the legal department of using documentation provided by
the Monroe County Tax Collector's Office as evidence to prosecute illegal vacation
rentals
Strategic Plan I, C
• Create a general Code Compliance Informational Brochure which states the
department's mission, purpose, some common violations, county contact information
to Code Compliance and other important contact info, i.e. DEP, PAO, DBPR,
Municode
Strategic Plan I, C
• Continue cross training of inspectors
Strategic Plan I, C
• Continue to enforce mandatory central wastewater hookups required by State of
Florida Area of Critical State Concern (ACSC) work plan
Strategic Plan I, B
• Continue to implement unlicensed contractor enforcement/work without permits
enforcement
Strategic Plan I, C
• Continue to routinely review and close old cases that remained open in software
system.
• Work with the Building Official and legal department to review the Unsafe/Demo
process
Strategic Plan I, C
• Continue to work with the Building Official on unsafe properties to gain full compliance
and elimination of unsafe structures
Strategic Plan I, C
• Continue Florida Association of Code Enforcement Certification (F.A.C.E) training and
maintain continuing education requirements.
Strategic Plan I, C
• Finalize Clean Up Key Largo Campaign and report to BOCC successes of Compliance
in September 2015.
Strategic Plan I, B
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STRATEGIC PLAN: Division/Department Action Plan FY 2016
GIS OFFICE:
• GIS software/server upgrades for users
Strategic Plan I, C
• Continued GIS support for staff
Strategic Plan I, C
• Develop with Property Appraiser 2015 aerial
Strategic Plan I, C
• Begin entering all conservation easements into GIS
Strategic Plan I, C
• Continue GIS Addressing
Strategic Plan I, C
• Elevation Certificates added to GIS (Internship)
Strategic Plan I, C
• Assist with repetitive loss information for CRS
Strategic Plan I, C
• Develop GIS layer for vacant publicly owned land within floodplain.
Strategic Plan I, C
• Refine FEMA floodplain boundaries
Strategic Plan II, A
• Continue to add Sewer Lines to GIS
Strategic Plan I, C
• Continue County GIS data updates
Strategic Plan I, C
• Continue to provide data for land acquisition activities
Strategic Plan II, B
• Work with Wastewater providers to determine properties that have not hooked up to
central sewer for processing through code compliance
Strategic Plan I, B
• Web Map Applications:
o Planning Maps Application for County staff
Strategic Plan I, C
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STRATEGIC PLAN: Division/Department Action Plan FY 2016
INFORMATION TECHNOLOGY
The Information Technology Department is responsible for the installation, support and
maintenance of the County's technology infrastructure including: all applications,
technology infrastructure, desktop computers, printers, multifunctional devices,
telephones and mobile devices. The Department supports 50 Windows based servers,
approximately 15 applications, maintains and archives the emails of all users and
provides internet access for approximately 1,100 users. The users include the Property
Appraiser, Monroe County Sherriff, the 16th Judicial Circuit Court and the Clerk of Courts.
The Department also operates the Monroe County Television Cable Channel (MCTV), the
County's government access television channel which broadcasts programming
throughout the Florida Keys. MCTV also provides a digital stream of the broadcast on the
county's website. MCTV maintains a video on demand archive of all meetings that have
been aired. The Department supports all content of the website itself, including public
notices and staff contact information.
Action Plan Goals
I — Provide Excellent Governance
A — Fiscal Strength — Monitor expenditures to ensure they are within budget guidelines
and provide the most cost effective access to information for County staff and the public.
DEPARTMENT ACTION — Perform regular reviews of expenditures and compare to
budget guidelines to ensure compliance.
PERFORMANCE MEASUREMENT — Expenses equal to or below budget for year
CURRENT SCORE — All Accounts remain within budget
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STRATEGIC PLAN: Division/Department Action Plan FY 2016
B — Responsible Management of Physical Infrastructure and Capital Assets —
monitor and ensure all equipment and property are accounted for and maintained
properly.
DEPARTMENT ACTION — Maintain current and accurate equipment inventories.
PERFORMANCE MEASUREMENT — All equipment accounted for during audits
CURRENT SCORE — No audit since January 1, 2014 to present.
C — Excellent, Efficient, Equitably Delivered Public Service — Create, administer and
support a reliable and efficient application, communications, and network environment to
enhance the productivity of County staff.
DEPARTMENT ACTION — Implement network path diversity and software defined
networking.
PERFORMANCE MEASUREMENT — 99.5% Network Uptime
CURRENT SCORE — 99.21 Network Uptime for 7/13 to 6/14
DEPARTMENT ACTION — Enhance communications by completing network switch
replacement project
PERFORMANCE MEASUREMENT — Complete Switch Replacement
CURRENT SCORE — Switches online in 10 of 45 locations
DEPARTMENT ACTION — Improve customer satisfaction and responsiveness
PERFORMANCE MEASUREMENT — Close 250 work orders per month
CURRENT SCORE — Averaged 281 Work Orders completed per month
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STRATEGIC PLAN: Division/Department Action Plan FY 2016
DEPARTMENT ACTION — Increase efficiency by completing rollout of new Sharepoint
environment to improve collaboration within County staff
PERFORMANCE MEASUREMENT — Complete SharePoint rollout by 6/30
CURRENT SCORE — SharePoint is integrated with production Active Directory
Environment
DEPARTMENT ACTION — Enhance and improve MCTV programming, County
websites, mobile applications, and social media presence to ensure effective
communication with our citizens
PERFORMANCE MEASUREMENT — Maintain current levels of social media followers,
site visits, and page views
CURRENT SCORE — 25,000 visitors and 35,000 page views per month
II — Practice Environmental Stewardship
C — Promotion of Energy Conservation and Sustainability — Provide technology
solutions designed to lower energy costs and promote sustainability
DEPARTMENT ACTION — Purchase equipment that is Energy Star Compliant and
continue to expand the use of video conferencing as much as possible.
PERFORMANCE MEASUREMENT — Monitor purchases and finish Lync rollout and
training to all designated employees by 6/30
CURRENT SCORE — IT and Public Works employees have Lync enabled
1. Perform Regular Reviews of Expenditures to Ensure Budget Compliance. This
goal is necessary for both legal budgetary compliance but also to provide the most cost-
effective access to information for County staff and for the public.
Due Date: September
Deliverable: Documentation of expenses equal to or less than budget for the year.
Strategic Plan I, C
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STRATEGIC PLAN: Division/Department Action Plan FY 2016
2. Maintain Current and Accurate Equipment Inventories. Florida statutes require
an annual accounting of all equipment having an acquisition price of $1,000 or above.
Maintaining competent custody and control over County equipment demonstrates
responsible management of County capital assets.
Due Date: September
Deliverable: All equipment accounted for during annual inventory audit.
Strategic Plan I, B
3. Implement Network Path Diversity and Software Defined Networking. This will
increase the reliability and efficiency of the application, communications and network
environment to enhance the productivity of County staff.
Due Date: September
Deliverable: 99.5% network uptime.
Strategic Plan I, C
4. Complete Network Switch Replacement Project and Issue VoIP Telephone
System RFP. This will enhance County communications and result in cost savings.
Due Date: September
Deliverable: Completion of switch replacement and issuance of VolP RFP.
Strategic Plan I, C
5. Close 250 Work Orders per Month. This will demonstrate improved customer
satisfaction and responsiveness.
Due Date: September
Deliverable: Average of 250 closed work orders per month.
Strategic Plan I, C
6. Rollout of New Sharepoint Environment. The Sharepoint environment will
increase County staff efficiency by improving the collaboration ability among County staff.
Due Date: September
Deliverable: Completion of Sharepoint rollout.
Strategic Plan I, C
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STRATEGIC PLAN: Division/Department Action Plan FY 2016
7. Enhance and Improve MCTV Programming, County Websites and Social Media
Presence. In our continuing effort to effectively communicate with Monroe County
Citizens, we plan to enhance and improve our various methods of external
communications.
Due Date: September
Deliverable: Customer satisfaction above 85%.
Strategic Plan I, C
8. Purchase Equipment that is Energy Star Compliant and Expand the Use of
Video Conferencing. This will promote energy conservation and sustainability as well as
increase County staff productivity.
Due Date: September
Deliverable: Monitor purchases for Energy Star compliance and complete Lync rollout and
training.
Strategic Plan II, C
INTERGOVERNMENTAL AFFAIRS
Develop, monitor and advance Monroe County's federal and state legislative priorities;
Develop and continuously update/amend County Federal and State Legislative Agenda and
Priorities; Identify priorities, coordinate strategies for advancing priorities; Conduct research,
analysis, and make recommendations on legislative issues; Monitor and track legislation and
budget initiatives the impact the County; Apprise County Administrator, County
Commissioners, and appropriate internal staff of relevant bill and appropriations activity,
movement or amendments, and provide background; Prepare regular legislative updates and
memos; Prepare briefings, talking points, press releases, testimony, correspondence for the
County Administrator and County Commission; Direct and monitor federal and state
lobbyists; Work closely with our state and congressional legislative delegation and their
staffs; Organize and manage advocacy agendas, meetings and trips for County officials to
State Capitol and Washington DC. Respond to/manage federal and state funding
opportunities/programs.
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STRATEGIC PLAN: Division/Department Action Plan FY 2016
Action Plan Goals
• Develop and advocate for Monroe County's FY 2016 State and Federal Legislative
Agendas
Strategic Plan I, C
• Coordinate State and Federal lobbyists and strategies
Strategic Plan I, C
• Liaison with the Florida Association of Counties, National Association of Counties, and
other County/Legislative-related organizations
Strategic Plan I, C
• Provide weekly legislative updates during session and committee weeks, and periodic
updates throughout the remainder of the year
Strategic Plan I, C
• Preparation, submission and approval by Treasury of Monroe County Multi -Year
Implementation Plan for RESTORE Act Local Pot Funding
Preparation, submission and approval of project grant applications for RESTORE Act
Local Pot Funding
Strategic Plan I, A
• Implementation of RESTORE Act Local Pot Funded Projects
Strategic Plan I, A
• Implement/manage miscellaneous projects such as PACE program, Gulf Seafood
Strategic Plan I, B
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STRATEGIC PLAN: Division/Department Action Plan FY 2016
LIBRARIES
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 the joy 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.
MISSION STATEMENT
The Monroe County Public Library will 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.
Action Plan Goals
It is essential to set goals that cover a period of several years as an effective
procedure for sound planning and for making cost-effective budgetary decisions, but it is
equally essential to review annually those goals and the Achievement/Measurement
Plans designed to keep us moving toward those goals, to determine if they are still viable,
still appropriate, still meaningful. The annual plan is designed as an opportunity to
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STRATEGIC PLAN: Division/Department Action Plan FY 2016
evaluate and adjust those markers as needed, not so much as a corrective action, but as
an adjustment to keep us on the best track toward our service goals. They are still drawn
from the Long -Range Plan, but they must be updated annually, with changes dictated by
the changes encountered in the previous year. They may incorporate parts of measures
from the previous year, they may build on them, or they may take new directions, but they
always continue to lead us to our mission of service.
1. The Monroe County Public Library will provide timely and accurate information
in print and electronic formats for residents of all ages. Continuing the expansion
program begun in 2014, the Library will maintain and further develop a collaborative
collection of printed and electronic materials for our non-English speaking patrons, to
better meet the needs of this underserved community. We will use information on
current and anticipated demographic changes to re -assess these needs, and will
examine results through customer feedback in person, through brief surveys and staff
observation, to adapt as needed for stronger impact and wider usage of materials.
Due date: September 2016
Deliverable: Observed and measurable increase in collection, usage and circulation of
non-English materials, both print and electronic.
Strategic Plan III, C
2. The Library will enrich its collection of resource materials in a variety of formats
to meet our users' need for information. We will continue our ongoing assessment
of print materials and electronic materials in our reference collections, to determine the
more valuable resources to offer our patrons. Weeding and updating of these areas
will be the focus of this exercise, along with a determination of relevance and
pertinence of databases currently purchased by the Library and received through the
State Library, with a view to possible changes in the collection.
Due date: September, 2016
Deliverable: Reference collections will be weeded and updated, in both print and
electronic format.
Strategic Plan: III,C.
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STRATEGIC PLAN: Division/Department Action Plan FY 2016
3. The Library will offer reference service through phone and on -site access, and
expand reference services available through new technologies. New staff at all
branches will be trained in the reference process and in the use of all print and
electronic databases. Staff will explore the use of smart phone technology as a
possible expansion of our reference service functions, along with mobile reference
service. Familiarity with and use of the Florida Electronic Library and Gale databases
will be increased along with other growing technologies already in use, such as
texting, reference chat, and the Ask -A -Librarian program.
Due date: September, 2016
Deliverable: Higher proficiency among staff in all reference technologies, resulting in
measurable increases in successful overall reference transactions.
Strategic Plan: III, C.
4. Resources and programming for children, both in-house and outreach, will be
designed to reach a broad audience of children and their caregivers. Continue to
analyze the uses, equipment and physical arrangements of our children's units to
determine immediate and potential future needs for collections, open space, reading
space, and programs. Encourage staff to research this area through webinars and new
publications. Using the staff conclusions as a set of guidelines, look into possibilities of
re -working available space, renovating furnishings, and updating collections. Explore
potential for community partnerships to assist with implementing funding and
renovations. Establish a program of system -wide collaboration for program planning
and sharing of materials.
Due date: September, 2016
Deliverable: Staff Reports of Finding Regarding Children's Units
Strategic Plan: III. C.
5. The youth of Monroe County will be targeted as a part of the community not yet
fully served. Continuing to build on the work begun on the formulation of a plan to
incorporate the needs and input of our youth community into collection development,
activities and programming, work on a branch level with school and community groups
to implement the plan resulting from the staff ideas to create a Library environment
responsive to the needs of this under -served Library audience. Assess the results of
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STRATEGIC PLAN: Division/Department Action Plan FY 2016
the program from the last two years, perform a SWOT analysis and take actions
designed to improve results.
Due Date: September, 2016
Deliverable: Observable changes in children's and youth service areas; increase in
program participation and materials usage.
Strategic Plan: III, C.
6. Expand the program of computer and software classes being offered to all
branches, coordinating efforts and joint planning on a branch level. The Senior
Citizens of Monroe County will find sources of information and entertainment at the
Library reflecting their particular needs and interests. Coordinate efforts and planning
among the branches; expand in-house programs for the Senior patrons, utilizing inter -
branch collaboration and coordination. Explore the possibility for development of a
mobile computer lab to travel between branches to facilitate classes without reducing
computer access for other patrons.
Due date: September, 2016
Deliverable: Increase in number of and participation in computer and software classes.
Strategic Plan III, C
7. The Library will make extensive use of our webpage for promotion of Library
services, events, news, and programs at all branches, using staff input and
creativity to keep the site fresh, current, and of interest and significance to our
patrons. Staff will be trained to use technological advances as well as traditional
means as tools for enhancing Library marketing of holdings and services. They will
learn to use social media as tools to reach out to a broader patron base; staff at all
branches will study and analyze types of social media for suitability, usability, cost and
effectiveness, toward this end.
Due date:: September, 2016
Deliverable: Improvement in usability and functionality of webpage at all branches;
incorporation of social media into outreach efforts.
Strategic Plan: III, C.
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8. The Florida History Collections will be analyzed and the information coordinated
to improve access to and awareness of these specialized materials. Continuation
of program already in progress, including expansion to collections at all branches:
Preservation methods will be explored in depth and a system to prioritize and
categorize preservation needs will be developed and implementation begun. The
Florida History Department in Key West will be reorganized to increase display space
and work space, as well as increasing security for the delicate materials contained
there. The collections of materials related to Keys History, natural history, and
genealogy at all the branches will be expanded and publicized, encouraging use and
enhancing appreciation of the unique nature of this island chain. The unique features
of the Florida Keys will be highlighted in special collections in a variety of formats and
ephemera, and will be made more widely accessible to promote formal and informal
research on all levels of interest and scholarship. Continue work already in progress in
analyzing the Florida History collections in all branches and coordinating the
information obtained. Ongoing digitization of suitable materials will be promoted to
increase the web presence of the collections. Indexing and cataloging of collection
content will be implemented to improve access to and knowledge of these specialized
materials. Preservation methods will be explored in depth and a system to prioritize
and categorize preservation needs will be developed and implementation begun.
Ongoing digitization of suitable materials will be promoted to increase the web
presence of the collections. Archival materials will receive the needed treatment, and
online access will be enabled wherever feasible. Indexing and cataloging of collection
content will be implemented. The re -vitalized Florida History Department and
collections in all branches will be publicized through programs, displays, news
resources, and the Library website and online presence elsewhere, including social
media, with a view to increasing access to the unique information contained without
endangering the preservation aspect of frail materials.
Due date: September, 2016
Deliverable: Reportable improvement to awareness of and access to the Florida History
collections throughout the Library system
Strategic Plan: III, C.
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STRATEGIC PLAN: Division/Department Action Plan FY 2016
PUBLIC WORKS AND ENGINEERING
The Public Works and Engineering Division develops, constructs, operates and maintains
the physical infrastructure of the County. These responsibilities include long-term capital
planning for buildings, parks, beaches, roads and bridges. The Division also manages the
acquisition, maintenance, and eventual disposal of vehicles and motorized equipment for
most County organizations. The Division manages solid waste and recycling services for
the entire County, except Key West and Islamorada. Public Works manages animal
control services countywide.
Action Plan Goals
Public Works & Engineerinq Administration
• Complete integration of Engineering Services with Road Department
Strategic Plan I, C
• Integrate Facilities Maintenance and Project Management to provide lifecycle support
for County facilities
Strategic Plan I, B
• Implement a work order tracking and accountability system
Strategic Plan I, C
• Update the Capital Improvement Plan annually
Strategic Plan I, B
• Complete the Cudjoe Regional Wastewater System
Strategic Plan I, B
• Start conversion of Card Sound Toll Authority to an automated system (toll by plate)
Strategic Plan I, C
• Continue improvements to the Solid Waste Operations while maintaining or reducing
the non ad valorem assessment.
Strategic Plan I, C
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STRATEGIC PLAN: Division/Department Action Plan FY 2016
• Achieve 75% recycle rate for solid waste.
Strategic Plan II, C
• Maximize use of TDC for qualified capital items
Strategic Plan I, A
• Reduce number of emergency major repairs
Strategic Plan I, B
• Reduce repair & replacement backlog
Strategic Plan I, B
• Eliminate unplanned facility outages
Strategic Plan I, b
• Reduce elapsed time from project inception to completion
Strategic Plan I, C
• Continue unblemished audit record on federally funded projects
Strategic Plan I, C
• Reduce the average age of Fleet units to approach the 5, 10, 15 year targets
Strategic Plan I, B
• Reduce the average work order completion time (Facilities and Fleet)
Strategic Plan I, B
Engineering Services & Road Department 2016 Goals
Engineering Services:
• Continual progress on County Roadway and Drainage Improvement Program
(timely execution of FY planned projects to expend authorized funds in budgeted
years).
Strategic Plan I, B
• Continued implementation of county bridge repair/replace program while maximizing
utilization of grant funding.
Strategic Plan I, B
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STRATEGIC PLAN: Division/Department Action Plan FV 2016
• Continue excellent performance on FDOT audits to facilitate continued grant funding.
Strategic Plan I, A
• Initiate automation of Card Sound Toll; goal of issuing RFP for design/build services in
county FY2017.
Strategic Plan I, C
• Initiate update/re-write of Monroe County Public Works Manual; post pertinent
(construction) details on county website for use.
Strategic Plan I, C
• Continual progress on developing and implementing comprehensive Monroe County
maintained traffic signal maintenance program.
Strategic Plan I, B
• Perform county roadway and US 1 street light audit; review current county policy for
installing street lights to determine whether changes are needed/desired.
Strategic Plan, I B
• Initiate and facilitate digital record drawing (drainage structures) input into County GIS
and one -call system as systems are constructed. Identify and train Road Maintenance
staff on one call marking and ticket response.
Strategic Plan I, C
Roads — Upper Keys:
• Insure a smooth transition in the merger of Engineering and Road departments.
Strategic Plan I, C
• Pay Scale — try to get salaries for Maintenance Worker (1) $12.71 and Maint (2)
$13.38 pay scale raised to $15.00 starting rate minimum to help recruit new
employees.
Strategic Plan I, C
• Integrate the Card Sound maintenance crew with PK road crew.
Strategic Plan I, C
• Be an integral part of the equipment and vehicle purchasing process for the road
department. Work with Fleet to buy (2) new loaders for upper keys Road Department.
Strategic Plan I, B
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STRATEGIC PLAN: Division/Department Action Plan FY 2016
• Replace guardrails on Card Sound Road (CR905A) (replace all existing barricades
with guardrails and replace all rotted guardrails)
Strategic Plan I, B
• Develop and implement a maintenance program and tracking mechanism for
refurbishing and installing trench drains to quickly and efficiently address and prevent
flooding issues.
Strategic Plan I, B
• Reduce on the job injuries by holding continuous monthly safety meetings (minimum
12).
Strategic Plan I, A
• Develop and implement a maintenance schedule for the new "Shared Use Bayside
Path" and the C905 bike lane so the citizens can enjoy a trouble free experience.
Strategic Plan I, B
• Complete rear access road and site work at new Public Works yard on Magnolia Ave.
Strategic Plan I, B
• Continue Inmate training every six months stressing the importance of following the
inmate rules and the benefit of the free labor the inmates provide to ALL employees in
the Road department.
Strategic Plan I, C
• Continue to cooperate and assist ALL other public agencies, Monroe County Facilities,
Parks, Beaches, FKAA, KLWTD, MCSO, FWC, Florida Parks Service, U.S. Fish and
Wildlife agency.
Strategic Plan I, C
Roads — Lower Keys:
• Continue with Safety Preventative measures while performing daily assignments.
Strategic Plan I, C
• Continue to provide community with Free Mulch while saving of Dump Fees.
Strategic Plan II, C
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STRATEGIC PLAN: Division/Department Action Plan FY 2016
• Cross Train personnel within the Department.
Strategic Plan I, C
• Boot Camp for replacement of MP2 for necessary personnel.
Strategic Plan I, C
• Open Communication and Teamwork within the County.
Strategic Plan I, C
Card Sound Toll Authority:
• Combine activities to maintain CR 905 bicycle lanes and resolve all issues, self -
reported or from the public within 24 hours.
Strategic Plan I, B
• Conduct department/safety meetings on a monthly basis.
Strategic Plan I, C
• Conduct training for department personnel. Maintenance workers to be trained on
buzz bar, toll collectors to be trained on money handling and verification.
Strategic Plan I, C
• Daily inspection and servicing of department equipment.
Strategic Plan I, B
• Encourage department personnel to attend job related educational programs
(herbicide application, software, etc.).
Strategic Plan I, C
• Maintain contact with other governmental and business entities working in our service
area including: FKAA, FKEC, Mosquito Control, MCSO, FWC, FDLE, FHP, FDOT and
Homeland Security.
Strategic Plan I, C
• Advise Chambers of Commerce (Key Largo, Ocean Reef and Islamorada) of road
closures and scheduled toll lifting because of holidays or scheduled events.
Strategic Plan I, C
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STRATEGIC PLAN: Division/Department Action Pian FY 2016
Facilities 2016 Goals
Facilities - Lower Keys:
• Reduce the average work order completion time.
Strategic Plan I, C
• Create and implement an equipment inspect and maintenance documentation
program.
Strategic Plan I, B
• Develop and implement a yearly replacement/ repair program to reduce maintenance
costs.
Strategic Plan I, B
• Work to keep all buildings clean and a safe working environment.
Strategic Plan I, B
• Increase employee safety awareness.
Strategic Plan I, A
• Achieve 95% OSHA 30 certified.
Strategic Plan I, C
• Reduce number of complaints by park and beach patrons.
Strategic Plan I, B
• Reduce the average time in addressing complaints.
Strategic Plan I, C
• Inspect all parks and beaches monthly, document and address issues.
Strategic Plan I, B
• Work with Project Management on Bernstein Park Construction.
Strategic Plan I, B
• Increase community usage of Big Pine Community Park.
Strategic Plan I, B
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STRATEGIC PLAN: Division/Department Action Plan FY 2016
Facilities - Corrections:
• SI Jail - Complete installation of kitchen equipment.
Strategic Plan I, B
• SI Jail — Complete Jail exterior painting.
Strategic Plan I, B
• SI Jail — Complete HVAC equipment replacement.
Strategic Plan I, B
• SI Jail -Replace majority of security fencing.
Strategic Plan I, B
• SI Jail - Replace three Kitchen Make-up Air Units.
Strategic Plan I, B
• SI Jail - Resurface shower areas.
Strategic Plan I, B
• SI Jail - Replacement of RPZs.
Strategic Plan I, B
• SI Jail - CIPP Lining of Roof Leaders.
Strategic Plan I, B
• SI Jail - Replace Upblast Smoke Exhaust Fans.
Strategic Plan I, B
• SI Jail - Installation of accordion shutters.
Strategic Plan I, B
• MCSO Admin.- Generator fuel line replacement and tank modification.
Strategic Plan I, B
• MCSO Hanger - Replace four A/C Condensing units.
Strategic Plan I, B
• Juvenile Justice Building - Replacement of water mains.
Strategic Plan I, B
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STRATEGIC PLAN: Division/Department Action Plan FY 2016
• Reduce repair & replacement backlog.
Strategic Plan I, B
• Eliminate unplanned facility outages.
Strategic Plan I, B
Facilities - Middle Keys:
• Marathon Government Center - Convert to Best keying system.
Strategic Plan I, B
• Marathon Government Center - Replace 40-ton A/C Condensing Unit serving the first
floor.
Strategic Plan I, B
• Marathon Government Center - Rejuvenate, seal and re -stripe parking lot.
Strategic Plan I, B
• Medical Examiner — Apply roof -coating to metal roof.
Strategic Plan I, B
• Marathon Courthouse - Replace and enhance security fencing.
Strategic Plan I, B
• Marathon Senior Center - Replace A/C system.
Strategic Plan I, B
• Assist in the implementation of a new work order system.
Strategic Plan I, C
• Assist in the implementation of power point training for Supervising Inmate Workers.
Strategic Plan I, C
• Reduce repair & replacement backlog.
Strategic Plan I, B
• Eliminate unplanned facility outages.
Strategic Plan I, B
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STRATEGIC PLAN: Division/Department Action Plan FY 2016
Facilities - Upper Keys:
Parks
Key Largo Park
• Replace the sod at on baseballs fields.
Strategic Plan I, B
• Replace sprinkler system (pipes, lines, controls) on the baseball fields.
Strategic Plan I, B
• Add a shade structure for the score keepers at baseball fields.
Strategic Plan I, B
• Replace fences at the baseball fields.
Strategic Plan I, B
• Replace parking lot lights.
Strategic Plan I, B
• Enclose picnic pavilion and install A/C for after school activities.
Strategic Plan I, B
• Install lights for the 4 additional tennis courts.
Strategic Plan I, B
Harry Harris Park
• Clean the swimming pond.
Strategic Plan I, B
• Add more sand to the beach area.
Strategic Plan I, B
• Add more picnic shade pavilions, barbeques, and expand boat trailer parking area.
Strategic Plan I, B
• Add playground equipment with shade.
Strategic Plan I, B
• Improve bleacher with shade at Harry Harris Park baseball fields.
Strategic Plan I, B
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STRATEGIC PLAN: Division/Department Action Plan FY 2016
• Expand baseball field dugouts to make more room for the players.
Strategic Plan I, B
• Add a crew building and restrooms south side of park beach area.
Friendship Park.
Strategic Plan I, B
• Add shade structure for kiddy playground.
Sunset Point Park.
Strategic Plan I, B
• Extend the boat ramp to make it easier to use (extend ramp 30 feet more).
Nelson Government Center Park.
Strategic Plan I, B
• Replace waterfront dock decks and fences.
Old Settler's Park.
Strategic Plan I, B
• Add shade structure for kiddy playground.
Strategic Plan I, B
Facilities
Murray Nelson Government Center
• Paint exterior, repair all stucco.
Strategic Plan I, B
• Relocate timers for parking lot lights.
Strategic Plan I, B
• Remove carpet from counter area of Building Department and install vinyl tile to
match other tile in building.
Strategic Plan I, B
• Add keyless entry & security system for the whole building.
Strategic Plan I, B
General
• Create a differentiation between facilities foreman and Parks Foreman in the pay
program because the facilities position is more complex.
Strategic Plan I, C
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STRATEGIC PLAN: Division/Department Action Plan FY 2016
• Maintain inmate certification for all employees.
Strategic Plan I, C
• Achieve 95% of staff OSHA 30 safety certified.
Strategic Plan I, C
• Reduce/maintain average turnaround time on work orders at 3 days.
Strategic Plan I, B
Solid Waste Management 2016 Goals:
• Replace the E-Waste Contractor
Strategic Plan I, C
• Continue to increase the recycling rate (target 75%)
Strategic Plan II, C
• Continue Community Outreach and education
Strategic Plan II, C
• Replace scale houses at all three transfer stations
Strategic Plan I, B
• Clarify and implement specialty hauler program and revise ordinance, if needed
Strategic Plan I, C
Fleet Management 2016 Goals:
• Perform and document 100% of regularly scheduled annual preventative maintenance
and vehicle safety inspections.
Strategic Plan I, B
• While performing all vehicle and equipment repairs; become better at documenting
same.
Strategic Plan I, B
• Reduce turnaround times for major repairs.
Strategic Plan I, B
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STRATEGIC PLAN: Division/Department Action Plan FY 2016
• Provide gasoline, diesel and bio fuel 24 hours a day county wide for all County
Departments and agencies to include the Sheriffs office.
Strategic Plan I, C
• Perform pre -hurricane season prep and be ready to take action no -later than May 1,
2016.
Strategic Plan I, B
• Complete all annual emergency generator inspections, maintenance and repairs no
later than May 1, 2016.
Strategic Plan I, B
• Complete county bucket truck inspection/certifications
Strategic Plan I, B
• Continue with implementation of five, ten, and fifteen year vehicle/equipment
replacement plan.
Strategic Plan I, B
• Provide vehicle utilization reports; reduce size of county fleet. Implement motor pools
providing in-house county rental units.
Strategic Plan I, C
• Surplus 100% of county's replaced units in a more timely manner.
Strategic Plan I, C
• Reduce time to order and receive vehicle and equipment replacement parts.
Strategic Plan I, B
• Provide new technology training as well as annual refresher training monthly and/or as
needed for all garage employees.
Strategic Plan I, B
• Maintain good working relations. Between management, Fleet staff, vehicle operators
and using departments.
Strategic Plan I, C
• Continue with customized work assignments and work schedules for all Fleet
employees.
Strategic Plan I, c
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STRATEGIC PLAN: Division/Department Action Plan FY 2016
• Communicate effectively to maximize efficiency, understand using Department's
special needs and minimize complaints.
Strategic Plan I, C
• Improve working conditions for Fleet employees and using Departments.
Strategic Plan I, C
• Continue to improve Fleet equipment and Fleet Facilities.
Strategic Plan I, B
• All Fleet services contracts renewed on time.
Strategic Plan I, C
• Better maintain and improve safety practices in all county garages/facilities.
Strategic Plan I, C
• Improve Public Works Department knowledge/awareness, and action taken in relation
to storm water pollution prevention.
Strategic Plan II, B
• Better establish central parts/supply purchasing and storage utilizing Marathon garage
and Marathon garage staff.
Strategic Plan I, C
• Improve in areas of inventory management accountability and documentation.
Strategic Plan I, B
• Encourage use of incentive pay for professional development
Strategic Plan I, C
SOCIAL SERVICES
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: Low -
Income Home Energy Assistance Program, Monroe County Transit, Weatherization
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STRATEGIC PLAN: Division/Department Action Plan FY 2016
Assistance Program, Nutrition Program, Special Needs and In -Home Services Program.
These programs provide essential services such as home delivered meals, personal care,
in -home and/or facility -based respite, homemaking, chores and transportation. Social
Services operates Bayshore Manor, the only assisted living facility in Monroe County.
Action Plan Goals
1. Bayshore Manor — Maintain 100% Occupancy for a Minimum of at least Two
Quarters during of FY 2015. This is evidence of efficient use of County
assets/resources.
Due Date: June, 2016
Deliverable: Occupancy rate for each quarter FY 2015/16.
Strategic Plan I, B
2. Bayshore Manor — Maintain a Minimum of Two Individuals on waitlist during at
least Two Quarters of FY 2015. This will aid in the achievement of goal #1.
Due Date: June, 2016
Deliverable: Waitlist for each quarter FY 2015/16.
Strategic Plan I, B
3. Bayshore Manor — Add at Least One Annual (or repeatable) Social Activity or
Field Trip to Resident's scheduling during at least Two Quarters of FY 2015. This
will increase the comfort and quality of life for the residents.
Due Date: June, 2016
Deliverable: Resident's social schedule for each quarter FY 2015/16.
Strategic Plan III, C
4. 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: June, 2016
Deliverable: Measurement of time between application and registry entry during FY
2015/16.
Strategic Plan III, B
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STRATEGIC PLAN: Division/Department Action Plan FY 2016
5. Special Needs Registry — Ensure Timely Submission of Data to the Department
of Health 95% of the Time during FY 2015. 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: June, 2016
Deliverable: Percentage of data submitted to DOH in a timely manner during FY 2015/16.
Strategic Plan III, B
6. Transportation — Decrease Reservation/Booking Data Entry Error Rate in
Trapeze by 25% during at least Two Quarters of FY 2015. Improved customer service
and customer satisfaction.
Due Date: June, 2016
Deliverable: Percentage decrease in error rate experienced for each quarter FY 2015/16.
Strategic Plan I, C
7. Transportation — Decrease Client Wait Time by a Minimum of Five Minutes
During at least Two Quarters of FY 2015. Improved customer service and customer
satisfaction.
Due Date: June, 2016
Deliverable: Decrease in wait time experienced for each quarter of FY 2015/16.
Strategic Plan I, C
8. Transportation — Increase MCT Ridership by 5% during at least Two Quarters of
FY 2015. Improved customer service and customer satisfaction and this is also evidence
of efficient use of County assets/resources.
Due Date: June, 2016
Deliverable: Decrease in wait time experienced for each quarter of FY 2015/16. Strategic
Plan III, C
9. Nutrition — Increase HOT Home Delivered Meals in Key West a Minimum of 20%
during at least Two Quarters of FY 2015. Increase clients who are receiving grant
services and in turn, see additional funding as needed from the Alliance for Aging, Inc.
(AAA).
Due Date: June, 2016
Deliverable: Percentage increase of meals delivered for each quarter of FY 2015/16.
Strategic Plan III, C
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STRATEGIC PLAN: Division/Department Action Plan FY 2016
10. Nutrition — Increase Attendance at Marathon Meal Site by 5% during at least
Two Quarters of FY 2015. This is evidence of efficient use of County assets/resources.
Due Date: June, 2016
Deliverable: Percentage increase in attendance at Marathon for each quarter of FY
2015/16.
Strategic Plan III, C
11. In Home Services — Decrease Error Rate of CIRTS Data Entry by 20% during at
least Two Quarters of FY 2015. This will result in fewer CIRTS exception reports and
less findings on monitoring reports from the Alliance for Aging, Inc. (AAA).
Due Date: June, 2016
Deliverable: Percentage decrease in CIRTS data entry error rate for each quarter of FY
2015/16.
Strategic Plan I, C
12. In Home Services — Reduce Overdue Assessments by 20% during at least Two
Quarters of FY 2015. This will result in fewer CIRTS exception reports and less findings
on monitoring reports from the Alliance for Aging, Inc. (AAA).
Due Date: June, 2016
Deliverable: Percentage decrease in overdue assessments for each quarter of FY
2015/16.
Strategic Plan I, C
13. Compliance — Increase Timely Submission of all Reports to a Minimum 95% On -
Time Rate during at least Two Quarters of FY 2015. This will result in fewer CIRTS
exception reports and less findings on monitoring reports from the Alliance for Aging, Inc.
(AAA).
Due Date: June, 2016
Deliverable: Percentage of reports timely submitted for each quarter of FY 2015/16.
Strategic Plan I, C
14. 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: June, 2016
Deliverable: Number of days required to process mailings & billings during FY 2015/16.
Strategic Plan I, C
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STRATEGIC PLAN: Division/Department Action Plan FY 2016
15. Administration — Decrease Pauper Cremation Processing Time to a Maximum
of 30 Days in 90% of All Pauper cases during at least Two Quarters of FY 2015. This
is evidence of efficient use of County assets/resources.
Due Date: June, 2016
Deliverable: Pauper cremation processing times experienced during each quarter of FY
2015/16.
Strategic Plan I, C
16. Administration — Ensure all HCRA's are Processed in 55 Days or Less in 95% of
HCRA Cases. This is evidence of efficient use of County assets/resources.
Due Date: June, 2016
Deliverable: Processing time for HCRA cases experienced during FY 2015 will be
reduced.
Strategic Plan I, C
STRATEGIC PLANNING
The Senior Director 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 divisions' 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.
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STRATEGIC PLAN: Division/Department Action Plan FY 2016
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
1. Coordinate Performance Evaluation System. Lead the Performance Evaluation
Committee in the continued roll -out of the Performance Evaluation System. Revise forms
as necessary to eventually achieve the target of individual employee goal review scores
becoming a larger portion of overall review score
Due Date: FY 2016
Deliverable: 100% employees reviewed. Merit raises awarded based on review scores.
Strategic Plan I, C
2. Coordinate with Divisions and Departments in the creation of the Annual
Action Plan. Develop template and format for a county -wide Annual Action Plan
segregated by division and department. Assist, as needed, division and department
directors in establishing appropriate and measurable division/department goals that tie to
the strategic plan. Standardize the format of each division/department's to develop a
cohesive, county -wide Action Plan.
Due Date: FY 2016
Deliverable: Annual Action Plan
Strategic Plan I, C
3. Develop Comprehensive Capital Plan. Develop and publish a stand-alone
comprehensive capital plan. The document will include all capital related projects
undertaken by the County that have an estimated cost in excess of $50,000, regardless of
funding source. The plan will also identify unfunded projects and proposed projects not
yet approved.
Due Date: FY 2016 Budget Cycle
Deliverable: Comprehensive Capital Plan document
Strategic Plan I, B
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STRATEGIC PLAN: Division/Department Action Plan FY 2016
4. Develop System and Procedures for Identifying, Evaluating and Proposing
Capital Projects for Approval. Research methods used in other counties, from a legal
and procedural perspective, for the identification, evaluation and eventual adoption into
the capital plan of potential capital projects. Make recommendations to the BOCC.
Due Date: FY 2016
Deliverable: Report to BOCC on recommendations.
Strategic Plan I, B
5. Propose and Implement Financing Strategies. The County has many large capital
projects either currently in construction phase or planned for the near future. Many of
these, particularly the Cudjoe Regional Wastewater Project, will be partially or completely
funded through debt instruments. Competent structuring of these borrowings can result in
significant savings to the citizens of Monroe County.
Due Date: As needed
Deliverable: Borrowings as needed.
Strategic Plan I, C
6. Provide Economic Analysis and Support, as Directed. Driven by requests from
the County Commissioners and/or the public, the County Administrator has frequent need
for a wide range of economic analysis and special projects. The office of Strategic
Planning will provide those reports or coordinate with appropriate staff to develop the
responses.
Due Date: As assigned
Deliverable: Reports as needed.
Strategic Plan I, C
7. Develop and Coordinate an Internal Op Ed Board. Public debate on important
issues often takes the form of newspaper editorials or letters to the editor. Occasionally,
County staff believes these arguments to be misleading, an incomplete representation of
the facts or simply wrong. The local paper is open to providing the County with space to
rebut such articles. At the direction of the County Administrator, the office of Strategic
Planning will coordinate with selected senior staff in the formulation of written rebuttals.
Due Date: As assigned
Deliverable: Op Ed as needed.
Strategic Plan I, C
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STRATEGIC PLAN: Division/Department Action Plan FY 2016
8. Maintain and Continually Update the Strategic Plan. The Five Year Strategic Plan
has been developed to be living document. The Director of Strategic Planning will assure
the environment in the county is continually monitored and compared to the objectives
and goals set forth in the strategic plan. Periodically conduct community outreach and
business/resident satisfaction survey processes. Begin planning for a fiscal year 2016
community outreach program and refresh of the Five Year Strategic Plan.
Due Date: Fall of 2015
Deliverable: Plan for FY 2016 Update process.
Strategic Plan I, C
SUSTAINABILITY
The Sustainability Office 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 waters of the canals throughout the Keys and efforts are underway to
implement a long term yard waste processing program.
II. Goal - Practice Environmental Stewardship
B. Preservation of the Environment and Natural Resources
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STRATEGIC PLAN: Division/Department Action Plan FY 2016
II-13.2 Environmental protection/habitat protection
Director will complete the canal demonstration projects testing technologies for
improving water quality in County canals
o Due Date: September, 2016
o Measures: Report on demonstration to county administration
• Director will support canal restoration and water monitoring programs through
grants management and program guidance.
o Due Date: Sept, 2016 (ongoing)
o Measures: Amount of grants managed/ applied for, # of outreach efforts
Director will work with the solid waste staff and vendors to implement a long
term yard waste processing program in the form of gasification, composting or
mulching.
o Due Date: September 30, 2016 (ongoing)
o Deliverable: Presentation to BOCC on Recommendations and Contract
Actions for long term processing of Yard Waste
C. Promotion of Energy Conservation and Sustainability
II-C.1 Reduction of energy use and greenhouse gas emissions in County
government operations
• Director will work with the Extension Office to develop new GHG reduction
targets
o Due Date: November, 2015
o Measures: Adoption of GHG targets by the BOCC
• Director will work with County staff and Extension to develop an implementation
strategy for the Energy Efficiency Conservation Strategy including monitoring of
water and energy use in county buildings
o Due Date: Sept, 2016 (ongoing)
o Measures: # of KWH saved, # of gallons saves over prior year, # of
efforts implemented
• Director will work to determine an installation plan for vehicle charging stations
and will beta test a plug in electric vehicle for possible use in county fleet.
o Due Date: Sept, 2016 (ongoing)
Page 161
STRATEGIC PLAN: Division/Department Action Plan FY 2016
o Measures: Development of a Plan. # of new charging stations installed
on county property, report on cost/ benefit of plug in hybrid for
administration
II- C.2 Promotion of community -wide sustainability and adaptation planning
Director will oversee completion and implementation of the Sustainability Action
Plan.
o Due Date:September, 2016 (ongoing)
o Measures: Submission of Plan to County Administration. # of actions
implemented
• Director will host community outreach workshops in the middle and lower Keys
to educate residents on water quality and climate issues.
o Due Date: December, 2016 (ongoing)
o Measures: # of workshops, # of participants
Director will plan and host the 7rh Annual Climate Change Summit in Key West.
o Due Date: December, 2015
o Measures: # of Participants and # of Sessions
Director will launch additional GreenKeys! sustainability web pages to brand
Monroe County's sustainability initiatives and convey the sustainability plan and
initiatives in an interactive, engaging, transparent, and useful manner.
o Due Date: December, 2015
o Deliverable: Additional Sustainability Web Pages containing the
elements of the Sustainability Action Plan
• Director will support climate change initiatives through grants management and
program guidance.
o Due Date: Sept, 2016 (ongoing)
o Measures: Amount of grants managed/ applied for, # of outreach efforts
Page 162
STRATEGIC PLAN: Division/Department Action Plan FY 2016
VETERANS AFFAIRS
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
1. Proper utilization of assets. Ensuring proper service to the customer is of 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
Deliverable: Budget review documentation
Strategic Plan I A.
2. 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.
Due Date: Monthly
Deliverable: Office performance review documentation
Strategic Plan I A.
Page 163
STRATEGIC PLAN: Division/Department Action Plan FY 2016
3. Provide Prompt, courteous and professional service to all veterans. Providing
professional services to the client is paramount in delivering the highest service to our
clients. In order to make sure our clients are being provided with professional services
aperiodic reviews of customer satisfaction and paperwork submitted are required to
ensure compliance.
Due Date: Quarterly
Deliverable: Review of paperwork submitted and customer interviews
Strategic Plan I C.
4. 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 check list by office to ensure all lighting/equipment are shut down at
the close of business daily.
Due Date: Quarterly
Deliverable: Review of nightly check list
Strategic Plan II C.
5. 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.
Due Date: Monthly
Deliverable: Review of veterans electronic files
Strategic Plan III A.
6. Seek out and assist veterans 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.
Due Date: Quarterly
Deliverable: Enroll new veterans at each briefing
Strategic Plan III C.
Page 164
Departmental Action Plan
---------------
Critical link between 5-year
Strategic Plan and annual goals of
individual employees
;
;
• Draft
;
• External vs. internal use
;
Timing
.-.-.-.-.-.-.-.-.-.-.-.-.-.
1
FY 15
FY 16
FY 17
FY 18
FY 19
Revenues
1 Cent Tax Revenue
$
19,521,179
$
18,000,000
$
18,000,000
$
18,000,000
$
18,000,000
Interest Income
25,000
25,000
25,000
25,000
25,000
As s et Sa I e
2,000,000
Fund Balance Fwd
17,479,730
10,284,668
8,202,238
10,111,543
9,364,275
$
39,025,909
$
28,309,668
$
26,227,238
$
28,136,543
$
27,389,275
Expenditures
Canal Master Plan
3,652,215
1,021,994
Ocean Reef R.O.
2,600,000
Land Acquisition
2,000,000
2,000,000
2,000,000
2,000,000
2,000,000
Misc. Physical Env
1,060,156
Harvey Sr. Center
708,268
P.W. Magnolia St.
913,275
Mi cs General Gov
2,741,550
Higgs Beach
794,664
1,934,664
870,672
Old Seven Mile Br
2,700,000
Big Pine Swim Hole
100,000
900,000
Misc Culture & Rec
105,403
Fire/EMS Veh Program
1,975,000
Key Largo Fire/EMS
320,550
300,000
Ocean Reef Fire/EMS
200,000
800,000
Misc Public Safety
231,124
Road Paving
3,328,942
4,571,574
3,500,000
4,500,000
2,000,000
Admin,Mics,Contingency
3,248,858
1,853,098
1,853,098
853,098
853,098
$
23,880,005
$
15,181,330
$
8,323,770
$
8,253,098
$
4_,853_ ,098
Debt Service
2007 Rev Bond
3,606,455
3,591,100
3,549,925
3,531,170
-
2014 Fev Bond
1,204,781
1,235,000
4,242,000
4,238,000
4,241,000
Cudjoe Regional SRF
-
-
-
2,750,000
5,500,000
Line of Credit
50,000
100,000
-
-
-
$
4,861,236
$
4,926,100
$
7,791,925
$
10,519,170
$
9,741,000
Change in Fund Balance
(7,195,062)
(9,277,492)
(7,368,187)
(8,115,455)
(4,684,553)
Ending Balance $ 10,284,668 $
-Fcx �r o m ! , i 8-, "
8,202,238 $ 10,111,543 $ 9,364,275 $ 12,795,177
2
Revenues
1 Cent Tax Revenue
Interest Income
Asset Sale
Fund Balance Fwd
Expenditures
Canal Master Plan
Ocean Reef R.O.
Land Acquisition
Misc. Physical Env
Harvey Sr. Center
P.W. Magnolia St.
Mics General Gov
Higgs Beach
Old Seven Mile Br
Big Pine Swim Hole
Misc Culture & Rec
Fi re/EMS Veh Progra m
Key Largo Fire/EMS
Ocean Reef Fire/EMS
Misc Public Safety
Road Paving
Admin,Mics,Contingency
Debt Service
2007 Rev Bond
2014 Fev Bond
Cudjoe Regional SRF
Li ne of Credit
FY 15 FY 16 FY 17 FY 18 FY 19
$ 19,521,179 ' $ 18,000,000 $ 18,000,000 $ 18,000,000 $ 18,000,000 .`
25,000 ,000 ,000 ,000 ,000 .
2,000,000
17,479,730 10,284,668 8,202,238 10,111,543 . 9,364,275
$ 39,025,909 : $ 28,309,668 $ 26,227,238 $ 28,136,543 : $ 27,389,275
3,652,215 . 1,021,994 ee.�P�%C.cec�, , v
2,600,000
2,000,000 2,000,000 2,000,000 2,000,000 2,000,000
1,060,156
708,268
913,275
2,741,550
794,664 1,934,664 870,672
2,700,000
100,000 900,000
105,403
1,975,000
320,550
300,000
200,000
800,000
231,124
3,328,942
4,571,574 3,500,000 4,500,000 ! 2,000,000
3,248,858
1,853,098 1,853,098 853,098 853,098 .
$ 23,880,005 $ 15,181,330 $ 8;323,770 $ 8,253,098 , $ 4,853,098
3,606,455 3,591,100 3,549,925 3,531,170 -
1,204,781 1,235,000 4,242,000 4,238,000 4,241,000
- 2,750,000 5,500,000
50,000 100,000 - -
$ 4,861,236 $ 4,926,100 $ 7,791,925 $ 10,519,170 $ 9,741,000
Change in Fund Balance (7,195,062) (9,277,492) (7,368,187) (8,115,455)! (4,684,553)
Ending Balance $ 10,284,668 $ 8,202,238 $ 10,111,543 $ 9,364,275 $ 12,795,177
Proposed Additions
_._._._._._._._._._._._._._._._._._._._._._._._._._._._._
• Canal Demonstration Projects.
— One-time addition of $2million
• Land Acquisition
— Roll forward prior -year $2 million
— Add additional $2 million
L--------------------------------------------------------------------------------------
B!
1 � w
l�
FY 16 FY 17 FY 18 FY 19 FY 20
Revenues
1 Cent Tax Revenue
20,000,000
20,000,000
$ 20,000,000
$ 20,000,000 $
20,000,000
Interest Income
50,000
50,000
50,000
50,000
50,000
BP Settlement
1,300,000
Fund Balance Fwd
16,524,338
4,023,368
5,818,010
4,637,317
4,840,555
$ 37,874,338 $
24,073,368
$ 25,868,010
$ 24,687,317 $
24,890,555
Expenditures
Canal Master Plan
25219
Ocean Reef R.O.
600,000
Land Acquisition
6,000,000
2,000,000
2,000,000
2,000,000
2,000,000
Long Key (E&W) WW
1,400,000 .
Misc. Physical Env
790,500
VOIP Telephone Sys
880,000
Mics General Gov
1,000,000
Higgs Beach
1,934,664
1,033,920
Old Seven Mile Br
2,700,000 .
Big Pine Swim Hole
100,000 .
900,000
Key Largo Fire/EMS
300,000 ,
Ocean Reef Fire/EMS
800,000
Road Paving
6,684,604
3,500,000
4,500,000
2,326,172 t
Misc. Transportation
395,000
Admin,Mics,Contingency
1,918,108
2,829,513
2,711,523
4,579,590
7,728,640
$ 27,924,870 $
9,463,433
$ 10,111,523
$ 8,905,762 $
9,728,640
Debt Service
2001 Rev Bond
3,591,100
3,549,925
3,531,170
-
-
2014 Fev Bond
1,235,000
4,242,000
4,238,000
4,241,000
4,237,000
Cudjoe Regional SRF
-
-
2,350,000 :
4,700,000
4,700,000
KLWTD I LA
1,000,000
1,000,000
1,000,000
2,000,000 .
2,000,000
Line of Credit
100,000
-
-
-
$ 5,926,100 . $
8,791,925
$ 11,119,170 ,
$ 10,941,000 i $
10,937,000
Change in Fund Balance
: (12,500,970)
1,794,642
(1,180,693)'
203,238
(615,640)
Ending Balance
$ 4,023,368 . $
5,818,010
$ 4,637,317
$ 4,840,555 $
4,224,915