The URL can be used to link to this page

Item D1 D.1 `, 4 ' ' "tr, BOARD OF COUNTY COMMISSIONERS County of Monroe Mayor Michelle Coldiron,District 2 �1 nff _llll Ma or Pro Tem David Rice,District 4 -Ile Florida.Keys Craig Cates,District 1 Eddie Martinez,District 3 w Mike Forster,District 5 County Commission Meeting May 25, 2021 Agenda Item Number: D.1 Agenda Item Summary #8212 BULK ITEM: No DEPARTMENT: Strategic Planning TIME APPROXIMATE: STAFF CONTACT: Kimberly Matthews (305) 292-4540 10:30 AM AGENDA ITEM WORDING: Discussion and Direction concerning the BOCC Strategic Priorities for the upcoming FY22 for use in the budgeting and strategic planning processes. ITEM BACKGROUND: The"2020 Monroe County BOCC Strategic Plan" (The Plan) was approved by the BOCC on 3/21/2019 and took effect October Pt, 2019. The Plan provides guidance for the County's budget process and guides the scope and direction of County services based on priorities established by the BOCC created using feedback from the community. While the Plan is intended to remain in effect until September 31, 2024, it was agreed that it may be reviewed and/or updated at the direction of the Board. This special meeting is a workshop-style discussion of the Board of County Commissioners, the County Administrator and staff to review and provide/receive direction on the Priorities and Areas of Concern outlined in The Plan. This direction will be used by staff in the updating of The Plan and the FY22 budget process. PREVIOUS RELEVANT BOCC ACTION: 3/21/2019 BOCC approved the 2020 Monroe County BOCC Strategic Plan, effective October 1, 2019 through September 30, 2024. 2/5/2019 BOCC held a special workshop meeting to discuss and provide direction on strategic priorities for the 2020 Monroe County Strategic Plan CONTRACT/AGREEMENT CHANGES: NA STAFF RECOMMENDATION: DOCUMENTATION: Packet,Pg. 68 D.1 2020 Strategic Plan Core Content MASTER 2020 SP Guide- MASTER 2020 Strategic Plan: Community Input Report FY2020 Monroe County Business Plan Final year-end 2022 Strategic Plan TownHall Data Summary FINANCIAL IMPACT: Effective Date: NA Expiration Date: NA Total Dollar Value of Contract: NA Total Cost to County: NA Current Year Portion: NA Budgeted: NA Source of Funds: NA CPI: NA Indirect Costs: NA Estimated Ongoing Costs Not Included in above dollar amounts: NA Revenue Producing: NA If yes, amount: Grant: NA County Match: NA Insurance Required: NA Additional Details: NA REVIEWED BY: Kimberly Matthews Completed 05/17/2021 3:02 PM Tina Boan Completed 05/17/2021 4:33 PM Bob Shillinger Completed 05/17/2021 4:35 PM Purchasing Skipped 05/03/2021 10:32 AM Budget and Finance Skipped 05/03/2021 10:32 AM Maria Slavik Completed 05/17/2021 4:44 PM Liz Yongue Completed 05/17/2021 5:05 PM Board of County Commissioners Pending 05/25/2021 10:30 AM Packet,Pg. 69 D.1.a Monroe County BOCC Strategic Plan 2020 A Five-Year Plan Our Vision: .CL L U Our Resilient Community in Bala Qua, lity bf Of , W 1. V } art , s , � U) Ilt t,f � s1'� � �''7� U) VAII En Creating a Better Life Every Day for Everyone in the Florida Keys CD CD Our Mission: To enhance quality of life by providing outstanding public service responsive to the needs of our citizens, our unique community and our environment Packet,Pg. 70 D.1.a Finding Balance: Quality of Life, Economy & Environment CL Quality of Life: Areas of Concern & Priority Community Character- Smart Growth U Respectful Redevelopment Illegal Transient Rentals 0 Collaboration with municipalities and other synergistic agencies Viability- Workforce Housing c� Traffic and Road Safety on US1 c� Enhanced Public Transportation .� Address Infrastructure concerns related to Climate Change and future storm resiliency Wind and Flood Insurance Rates 0 Services to All- Parks and Recreation Access to water for economy and recreation CL 2 Services to Special Needs Populations highlighting Mental Health, Seniors, Drug Dependency/Opioid Crisis, Homelessness, Children/Teens in crisis CD CD Environment: Areas of Concern & Priority Conservation- Coral Reef conservation Nearshore Water Quality Packet Pg. 71 D.1.a Strengthen Strategic Environment Partnership (i.e.- FL Keys National Marine Sanctuary, Army Corp, etc.) Reuse/Reduction/Recycling of solid waste Protection- Enforcement of Regulatory Statutes: local, state and federal CL Nearshore Water and Benthic monitoring Pursue Protective Ordinances CJ Canal Protection Restoration- o 0 Irma Recovery Canal Restoration Nearshore Water Quality and Benthic Restoration Florida Bay and Everglades projects and advocacy c� Resiliency- Adaptation plans to help plant, animals and humans adapt to climate change impacts Mitigation plans to help avoid climate change impacts Stormwater Solutions 0 Economy: Areas of Concern & Priority CL Workforce- Workforce Housing Workforce Transportation-Alternative Solutions cv Infrastructure- Quality of the Keys Experience- Upkeep of our attractions including Environment, Historical Sites and Beautification Tourism Transportation-Alternative Solutions Packet,Pg. 72 D.1.a Potential Initiatives: • Keys-wide campaign to promote resident and visitor caretaking of our environment • Transportation Study with focus on alternative solutions for workforce/tourism travel • Create a Parks and Recreation Department to maximize our existing resources CL • Roads Elevation and Adaptation Plan 2020-2050 • Develop a Canal Masterplan to guide canal restoration projects and activities • Stakeholder Conversation Series on BOCC and Community identified priorities to explore shared concerns and build consensus in the hope of finding mutually beneficial solutions 0 0 Next Steps: The Monroe County BOCC 2020 Strategic Plan is a 30,000-foot view of the largest issues, concerns and challenges facing our Key's Community. The Plan is a commitment from the BOCC to explore and address these priorities over the next five years. However, effective strategic planning is more than a document; it is a process and a culture.The next step in this is to create programs, solutions and actions focused on the priorities and areas of concern detailed in this plan. With the guidance of the County Administrator, each department creates yearly goals and actions, in addition to their regular responsibilities and services,that will further the priorities of the BOCC in its quest to find balance among our Key's Quality of Life, Economy and Environment. These opportunities are presented to the BOCC through the yearly Department Business Plans and the yearly budget process. U Another vital stage of this process is in each staff member's yearly plan. In these plans, all staff take responsibility for bringing pieces of the approved programs and actions to fruition. The cyclical nature of this process allows the BOCC to establish priority areas while empowering the staff to utilize both their expertise and creativity to find solutions. In this way, all of Monroe County is working on the concerns of L our community and committed to "creating a better life every day for everyone in the Florida Keys". Strategic f'I cV Plan CD cv Department Plans IndIvidual Flans Packet,Pg. 73 MONROECOUNTY BOARD OF COUNTY COMMISSIONERS STRATEGIC PLAN 2020 CL ALu C r} ......... } �il2tlt y��rt - �t 7 aim t: �� s}i�g rtt ��1 1 � � t 3. Packet Pg.74 Q.1.b r t5 .�� _�``t;A itt��i��„�,�S��iS rF,i r„ri{V�y i � � `i,ier7 1 t �'t'? l� i,,,.}: •:M1 1£l�ktt� � '.�i i, �; t `;�,1 t r1 t,,,,t�i7+k��i{ tiI F-_ I/` .F+ CL -,_„ t �1 9y, ., THE MONROE COUNTY BOARD OF COUNTY COMMISSIONERS (BOCC) consists of five elected officials. Monroe County gov- ernment adopted a commission-administrator system to carry out the functions of the County.The BOCC oversees the County government and its 22 departments. It also oversees the County Attorney's Office, Medical Examiner Office, Land Author- rn ity and Tourist Development Council. The BOCC directly oversees unincorporated Monroe County(all areas of the Florida Keys that do not fall within one of the five municipalities: Key West, Marathon, Key Colony Beach, Layton or Islamorada). The i� BOCC also oversees many State-mandated County functions throughout the Keys. The BOCC reports to the people. CL COMMISSIONER COMMISSIONER COMMISSIONER c) i Michelle Coldiron David Rice _ Heather Carruthers N District 2 District 4 District 3 CD N boccdis2@ boccdis4@ �' � �� s� boccdis3@ monroecounty-fl.gov monroecounty-fl.gov I monroecounty-fl.gov 25 Ships Way 9400 Overseas Huey, = = � � 500 Whitehead E r Big Pine Key,FL ' Suite 210 � Street,Suite 102 � 33043 Marathon,FL 33050 m r � Key West,FL 33040 305.292.4512 305.289.6000 305.292.3430 2 BOCC I STRNFEGIC PLAN 2020 Packet'Pg. 75 Q.1.b A t �. SYLVIA MURPHY ROMAN GASTESI County Mayor 2019 County Administrator It's a given that we all love, cherish and try to As we listen to our collective body of stakehold CL - protect the Florida Keys for ourselves and our ers in our Florida Keys, it is apparent that we are 2 CD visitors but it's becoming more and more dif- a community in search of balance. Our econo- ficult. my, environment and quality of life should not be competing interests. Rather, they must be In my opinion, our three most important con- integrated and work in harmony. The only way U cerns are the environment, water quality and to achieve this is via a consensus building pro- housing. The first two are definitely in jeopardy cess that establishes a sense of reciprocal trust °3 and the third is a slow process due to Federal and common commitment among diametrical- and State regulations. ly opposed stakeholders. c It is our hope that this Strategic Plan will help to The County is uniquely positioned to bring keep us on the right track to a safe and sustain- these groups together as a collective body em- able future. powered to gradually realign their positions to reach sustainable solutions for the entire Keys Your County Commission and Monroe County community. In a nutshell: we need to find both P Staff are working diligently to make our be- the economic and ecological carrying capacities loved Florida Keys the best they can possibly be. and overlap them. If we cannot work together y_ to find this "sweet spot" between a healthy ecosystem and robust economy, the quality of life in the Florida Keys will decline. Monroe County is committed to creating a better life ... this Strategic Plan will every day for everyone in Paradise. help to keep us on the The 2020 Monroe County Board of County right track to a safe and Commissioners' Strategic Plan outlines those CL sustainable future. areas that are of the greatest concern and high- CD est priority to our Commission and Community. CD We will focus on these areas during this five N year plan to find ,solutions-in-house`and/or bring together those stakeholders who can. monro Packet'Pg. 76 Q.1.b -Aws„P 2 Airports t U CD 71?18 boat ramps and a community pool CO 20 parks and beaches E s c 26 bridges 312 miles of roads lE e �1 S t8 i»it Irt i �t�p ,li�tui {{ WIR, �p f�19 E3 2 senior centers 9 fire stations and a fire training center 5libraries ' 4 museumsCD � . ---- ---------- N CD 5 court 3 goverment houses centers • Assisted Living Facility • Medical Examiner's Facility • Several Historic Buildings • Facilities for State Attorney - & Public Defender • Many other facilities throughout the Keys for County operations OCCC I STIRNFEGIC PLAN 2020 Packet'Pg. 77 Q.1.b Unincorporated Monroe County r 41, S i ISlamorada tti��t tt It �)ti 1 si s �r lli r� Ke Colon t ,, �, y y, Ke West Key West 41�,,,. Marathon Layton Monroe County Population .2 2018 Florida Census Estimate CL /� ISLANDS Established y �'ii141r)i Litt itt� �t i }}((t 1 tt1 t Jul J, t O jin 1783 pit tt401 it �tPh, _ 0 of one acre or larger ' 0 s1 I-�Itt � ti ittsi t ' it i� �. �1kt 7 rt � r t } !tt tfSi i s t � tt l t sri { 0 ff7 U Named after the fifth President, W James Monroe. Uj County Seat V.8 Minutes Average Commute to Work CL Districs 4Y494 CD cv Number of N Employment Median Household Income(2017) Establishments �tl t 1c 'r r s{tit its 1 t t tt�t a71 ill �. n,.,, Economics: In 2016, 54% of people worked in tourism, a $2.7 billion industry' g Number of Registered Median Age Boats(2017) monrol Packet'Pg. 78 Q.1.b OUR COMMUNITY-DRIVEN PLANNING PROCESS: �t{St�dt1� - phi � `� s}r �i�y S1S a ,, �. t&� i respondents to 2017 survey m - a— interactive votes cast on social media polls presentations CL with 846 responses to the `T��p�j��5�`f 2 attendees �53, r�} �i��%' 2018 online survey �h<< � �� W ,;,p i townhall CJ meetings g one-on-one stakeholder 13led by meetings county m administrator �- c c The 2020 Monroe County BOCC Strategic Plan guides the scope and direction of County services based on priorities established by the BOCC created using feedback from the community. Essential to a community need-based Strategic Plan is an understanding of the community's current priorities.For this Plan,community feedback was gathered c during the summer and fall of 2018.This process built upon previous feedback gleaned in early 2017 for the Fiscal Year 2018 Budget—and before Hurricane Irma struck the Keys. At that time,the team utilized surveys and town halls with the intention to build a 2019 Plan.Unfortunately,on September 10,2017 Hurricane Irma struck the Keys and the process was justifiably delayed while we began the on-going process of rebuilding our Paradise. When planning began again nearly 10 months later,it was apparent that new data was needed.Thus,began the 2018 Community Input process utilizing a variety of methods designed to garner as much participation from diverse sectors of the community as possible. CL CD cv This included 23 presentations with community and business organizations utilizing CD interactive technology to gather real-time responses,individual interviews with nearly 100 stakeholders,social media polls and an online survey. In total,thousands of our Keys family participated in the process.The greatest strengths of the process are found in the number and diversity of participants and the opportunity provided that allow freeform feedback, rather than simply multiple choice from a preselected list. This qualitative data provides the deepest insight into our community's concerns,priorities and hopes for the future of the Florida Keys. BOCC -TRKFEG C PLAN 2020 Packet'Pg. 79 Q.1.b OUR KEY FINDINGS: The 2017 and 2018 survey process found the top four priorities remained the same within our community,before and after a Category 4 hurricane: Affordable Workforce Housing ,�„ " �t' 24% Iii cif is ) ro i �b It r( _ it S� SiSiii � : � Growth Control/Over Development Traffic on US 1 Er Road Safety �'`�r s,`t`,r�'� �, `;rt,,�r74�� r�, o CL Water Quality �f''��r sif x '�� >> `art 'rr f �� 'A 12% Wind Insurance Rates 7% Building for Resiliency 6% Hardening for Infrastructure 6% °3 Processes: Planning/Building/Code 50/0 0 c An especially difficult conundrum presented in the data is the dichotomy we find in the Community's#1 and#2 Priorities. With y_ 24% of respondents indicating Affordable/Workforce Housing as their top priority,this is closely followed by 21% prioritizing LLJ Growth Control/Over Development/Lack of Open Space. The obvious conflict: succeeding at housing without further exacerbating concerns about over development. , Finding the balance between these issues and all the interconnected issues is the central theme of the 2020 Monroe County BOCC Strategic Plan. ., N N If an organization is reasonably in tune with its community,the community feedback portion of any strategic planning process is - more about confirmation and participation than revelation. That said, a key area of enlightenment from the data was the safety (64%)versus congestion(36%)as the root cause of respondent < prioritization of the issue of"Traffic on US 1". monrol Packet'Pg. 80' 7 D.1.b OUR COMMUNITY INPUT INCLUDED: Upper Keys CL c Middle Keys CJ Lower Keys '� U IN 4j "n GEOGRAPHWAL WFFERENCESOil PfflOfflTY RANKING. Respondents vision for the future of our Community: When taken geographically,the lattlf ptl. n : UPPER KEYS. data showed that the importance ##1-Affordable ##1-Affordable ##1-Growth Control c of the top three issues(Affordable/ Workforce Housing Workforce Housing and Overdevelopment Ch Workforce Housing,Growth Control/Overdevelopment/Lack #2-Growth Control #2-Traffic on US1 and #2-Traffic on US1 and of Open Space,and Traffic Er Road and Overdevelopment Road Safety Road Safety Safety)is dramatically impacted by Uj where you live within the County. #3-Traffic on US1 and #3-Growth Control #3-Affordable While the Middle and Lower Road Safety and Overdevelopment Workforce Housing Keys rank Housing at the top of their list,the Upper Keys is most concerned about Growth Control and Overdevelopment. CL CD -rhe ccrriplete"2020 Strategic Flan N C,crrirruunity Input Report"can be N found on the Strategic Planning � =Jebpage: v,,,lv,,,lv,,,,.rnoni-oecounty..fl.gov/ strategicplanning. BOC:C -TK KFEG C PLAN 2020 Packet'Pg. 81 Q.1.b h A6,", � CL U CJ f Ve W P r YI#r�1i b t ,p 7i v�I V xw" t v; 0 C. N ^'Su ' E U The results of the free-form portion of the community input process shows what residents see as their vision for the future.While it is inevitable the community will face many challenges,the common theme for"Paradise"is for a continued sense of community with a balanced commitment of quality of life, environment and economy. n,ionroj Packet'Pg. 82 Q.1.b CL 0 M M UjV/ ti 5� t -,; CID r r � a�s� i IP4 ass ,fir t � P W u, CL OUR VISION: Creating a better life CD N every day, for everyone, c44 in the Florida Keys. OUR MISSION: To enhance quality of life by providing outstanding public service-which is responsive to the needs of our citizens, our unique community, and our environment. 10 BOCC -TRKFE IC PLAN 2020 Packet'Pg. 83' Q.1.b � s� k LIB }2}�p W ff7 AREAS OF CONCERN &PRIORITY b Quality of Life for our community means protecting and Balancing respecting our Community Character through smart growth �' a robust and respectful redevelopment. Additionally,we heard clearly sustainable the call to strengthen collaborative efforts between the economy, a County,our municipal partners and other synergistic agencies. sensitive environment, and CL our limited infrastructure CD cv Illegal Transient Rentals have been and will remain a focus of is a challenge.Achieving CD enforcement and legislative efforts within Monroe County. that balance is key to Illegals Rentals have a determinantal impact on many of our maintaining a quality of priority areas including community character, availability of life that benefits all our workforce housing,and our economy. residents. Ensuring folks can afford to live here Monroe County is committed to providing services to those in and enjoy our exceptional need in our community including seniors,children and teens in natural, recreational and crisis and those experiencing the devastating effects of mental cultural resources is our health issues,homelessness and opioid dependency. priority." —Commissioner Heather Carruthers monrol Packet'Pg. 84 Q.1.b i CL q£1 s� `�_, � C.) r {� S�i 5 q££�{�y, "& - _ F:, a�ti t ti NOR - .,.� - ii£ ��jjj � \- 0 - ££,'S1I�' S{tidAt `£2£I�Il rv�ltir�i£i��£�£��tit71£ fi�ttiil4l, { tjti�i£££iipf�ls£iti+�s�2 � 0_ AREAS OF CONCERN &PRIORITY LU Monroe County — as a government and community — is My love for the �, committed to protecting our unique natural environment. For water brought many residents and visitors, the pristine island life is what me to the Keys first drew us to the Florida Keys and we recognize that we all in 1973 and I have t� have a stewardship responsibility. As our community is an continued to advocate CL interdependent ecosystem,so is our island chain paradise.The for our environment. We CD cv health of this system requires that we tend to the conservation, must create a livable CD protection, restoration and resiliency of the whole including balance between affordable canals, nearshore waters, the coral reef, Florida Bay and the workforce housing,tourism W Everglades. and traffic while preserving the Keys we love.This Plan and the BOCC's priorities will assist us in making decisions and taking action to strike that balance. Commissioner David Rice 12 BOCCC I STRNFEGIC PLAN 2020 Packet'Pg. 85 Q.1.b r�itti�st1�71t ,{ S i i 1 f,vI (St i r�ri(r rI etf}4 i�t ti t, i I It Ill still �� I7t�r �tsii}\I sstI i�� I'i 1 � s {t s l I hj�I�'Iti�tl4if�tst��rlltl�l,�1,r� `jiI(ipsr� II {"{`I 114,fi i I�( 1 Ir i��h �� {4y>�It tl�n�trl stti,(, �14rt (fin AI@ ! �SI�Ia r s I {3V ��GIs �s S tf i1� i��SI��l;ItuS��j lil�iii7l�� ill iti l�;l is Itil ¢ti s° rls isl4 i�NI ,f;I I i Itt i i iI(III�r � (1�tfl il�s� t�i r i� �} sti r{i sly i I�nlsig�il�� CL ir�r s{ll�l it � II i i 1 I�l s q t qll lt�SS l4 IS A \yt, ��it"S } l� Sfitil t ti{� Virg rl( r .tit �l � It£1 St�II; t S � 14� 1 If i i1 l ill 1�I I7 It �l(t y11�tS SQL � �(S s I �iI �Ir rS �Ihri{s 'D{+5r �i� sld II4t \ ti��G11 ( is� fIl ibis tyt� I, �i ll ztU 4 i�i ts, �. .2� U AREAS OF CONCERN &PRIORITY For nearly 200 years, beginning with the first naval depot to Finding the our present-day tourist mecca,the story of the Florida Keys balance between has been one of success and failure and from boom to bust. quality of life With our current robust tourist-based economy we find both for our residents, satisfaction and challenges as we seek to balance our quality ensuring our businesses W of life with our thriving economy. In the 2020 Strategic Plan thrive, and protecting 1-- we face these challenges head on with a determination to our environment is a lofty find solutions for the benefit of all who work,live and play in proposition and a priority our fabulous Florida Keys. of mine(the County). This delicate balance can be S As a community we must address the challenge we all face of achieved with collaboration CL workforce recruiting and retention in our unique geographical from all stakeholders, landscape. Additionally, while we work on transportation including elected officials cv solutions for the visitors to our paradise, which will have a from the county's five synergistic effect on our residential quality of life, we must incorporated municipalities, also be ever mindful of the quality of the Key's experience. as well as business owners, Ensuring that the sites and beauty that have brought visitors social service agencies, to our island chain for two centuries are protected and Schools and homeowners.The maintained will benefit everyone. initiatives we create and bring to fruition will strengthen the entire chain of islands that creates the fabulous Florida Keys." Commissioner Michelle Coldiron monrol Packet'Pg. 86 Q.1.b NEXT STEPS Effective strategic planning is more than a �,,h gls��tii}l�„` a,ti,�, r �Sh}SI�tii4��y1{ii# i ii� document; it is a process and a culture. As d �� it�iili�l'�� " k�� }�41�4'SMty complex organization and community, this process is most effectively managed through �s ti 's r the use of a Community Strategy and an Organizational Strategy. The Monroe County BOCC 2020 Strategic Plan is a 30,000-foot STRATEGIC ",�'�tiz�'�'� view of the largest issues, concerns and _ t��jrzr.�'' ei. g PLAN ,�s s�� s� U challenges facing our entire Key's Community. �('ik��,yJ CD >. The Plan is a commitment from the BOCC - "a' tiUsi,s}r t8 to the community to explore and address c) these priorities over the next five years with 1 ��1�,(i 1"Fr 1{1) ,yl�tttr i fit: the purpose of deliberating shaping our rt�1'�� '�t{tit �'� W"!�' community's future.It is the Strategic Plan for MANAGEMENT °° our Community. C a) PLAN Monroe County has also created a strategic r_ 0 plan for our Organization: the Management Plan.This Plan,in contrast to the BOCC Plan,is focused internallywith the purpose of ensuring z �t a high-functioning team of excellent public servants able to accomplish the ambitious goals our leadership and community have set DEPARTMENT .n out for us. The Management Plan outlines the PLANS U County Administrator's ideal characteristics �+ of our culture and highlights critical areas for improvement or need within the organization. LLJ Once these long-term, big-vision Strategic Plans are in place,the next step is to determine INDIVIDUAL the short-term initiatives and actions each PLANS department and employee will take to accomplish the strategy. These tactical goals CL and actions allow for an annual,dynamic,and CD Commission and/or Administrator approved CD cv approach to the large and complex strategic priorities identified in the Strategic and W Management Plans. These fiscal year based tactical initiatives also become the building blocks for priority-based budget and resource allocation. 14 BOCC I S-TRKFEGIC PLAN 2020 Packet'Pg. 87 Q.1.b 11 lU3 r a �f 70 NLA C. .2 0 1 U DEPARTMENT PLANS: INDIVIDUAL PLANS: All departments create an annual Department Plan that outlines The BOCC Strategic Plan, Management Plan and Department their goals and actions for the coming fiscal year and how they Plan all provide individual employees with inspiration and align with the priorities of the Board of County Commissioners direction as they develop their Individual Performance Plan; c and the County Administrator,as set forth in the 2020 Monroe which serve as a foundation for their yearly performance County Strategic Plan and the Administrator's Management evaluation.Employees individual goals and/or actions support Plan. Specifically, in addition to their regular responsibilities and can draw from components of all the plans. This structure and services,each department establishes annual: allows for each and every employee within the County to align their actions to the larger vision in a manner that is meaningful 1. Initiatives that will further the BOCC Strategic Plan's for their vital and unique role and responsibilities. This creates Priorities and Areas of Concern empowerment and maximizes individual creativity while 2. Goals and Actions that will strengthen our intentional ensuring all County resources are synergistic and aligned. Organizational Culture and focus resources and efforts to the County Administrator's Areas of Focus as provided in the This multi-plan, external and internal, strategic and tactical Management Plan. process approach to strategic planning ensures the needs and CL priorities of the County as a Community and an Organization CD cv These initiatives,goals and actions are detailed in the annual are addressed. Finally,the staff,administration,Commission CD Monroe County Tactical Plan.This document outlines that fiscal and Community are able to follow our progress through our year's action and implementation plan for the BOCC Strategic online performance measurement report; thus, creating a W Plan and the County Administrator's Management Plan and transparent, accountable and meaningful process that will will be utilized in annual budget process to accomplish priority result in positive Community and Organizational improvement. and initiative-based resource allocation. The Monroe County Tactical Plan serves to provide a concise view of the tactical implementation of our County's strategic vision for the coming fiscal year and is available on the County's website at http:// monroecounty-fl.gov/strategicplanning n,ionroj Packet'Pg. 88 Q.1.b MURRAY E NELSON GOVERNMENT CENTER 102050 Overseas Highway Key Largo, FL 33037 `' MARATHON GOVERNMENT CENTER in 2798 Overseas Highwa Marathon, FL 330504 0 CL HARVEY GOVE NMENT C ER 12 0 Tru an Avenue W FL 33040 � r v �� 1 1° I t u'-,' 41 f iz�r: � { z4},��i � � �d, d �`♦ S L. J /Ja a J •tn T) it )J 1 L w f" t t t}> s } v N ti l f1�f( '1 0 �rffl ,dii t pSz zen > y +', kz}dv. f Uuti!� (L zip F,ys„ ,, f N e t � r,.., Cy - u.,, ,; '. ta.,�,.,. w.•,�rar�l�b�u,nn'7 P< � ..i3 h )/;.;m, Via& r .� >H M fin,, �11 trig � a� t to F , f2 'AN .fdi ' / 4 »�,nw ,. n.: '� �u r �o� 54a�r� +„J § �2 >�F t u fs - SttYzfSS4zfi``KCx so;ts, - F`U r, ' - j� S Packet Pg. 89 D.1.d s s s Monroe County Business Plan CL Fiscal Year 2020 N�F y 0 Effective Dates: r- 0 October 1, 2019 to September 30, 2020 CD CD Produced by: m Monroe County Administrator's Office of Strategic Planning 1 s s s s Packet,Pg. 90 D.1.d Table of Contents Monroe County Strategic Planning Process—Strategic to Tactical................................................................3 2020 Monroe County BOCC Strategic Plan.........................................................................................................5 CL FY2020 Department Actions & Initiative by Strategic Plan Priority and Goal........................................8 .2 Monroe County Management Plan.....................................................................................................................19 FY2020 Department Business Plans....................................................................................................................22 c, CJ 0 0 m 76 CL CJ 2 C 0 CD cv CD cv U 2 Packet,Pg. 91 D.1.d Monroe County Strategic Planning Process: Strategic to Tactical CL CD Effective strategic planning is more than a document; it is a process and a culture.As a complex organization and community, this process is most effectively managed through the use of a Community Strategy and an Organizational Strategy. The Monroe County BOCC 2020 Strategic Plan is a 30,000-foot view of the largest issues, concerns and challenges facing our entire Key's Community. The Plan is a commitment from the BOCC to the community to explore and address these priorities over the next five years with the purpose of deliberating shaping our community's future. It is the Strategic Plan for our Community. Monroe County has also created a strategic plan for our Organization: the Management Plan. This Plan, in contrast to the BOCC Plan, is focused internally with the purpose of ensuring a high-function team of excellent public servants able to accomplish the ambitious goals our leadership and community have set out for us. The Management Plan outlines the County Administrator's ideal characteristics of our culture and highlights critical areas for improvement or need within the organization. Once these long-term, big vision Strategic Plans are in place, the next step is to determine the short-term initiatives and actions each department and employee will take to accomplish the strategy. These tactical goals and actions allow for an annual, dynamic, and Commission and/or Administrator approved approach y_ to the large and complex strategic priorities identified in the Strategic and Management Plans. These fiscal �-- year based tactical initiatives also become the building blocks for priority-based budget and resource m allocation. Department Plans: 76 All departments create an annual Department Plan that outline their goals and actions for the coming fiscal year and how they align with the priorities of the Board of County Commissioners and the County Administrator, as set forth in the 2020 Monroe County Strategic Plan and the Administrator's Management CL Plan. Specifically, in addition to their regular responsibilities and services, each department establishes annual: v, 1) Initiatives that will further the BOCC Strategic Plan's Priorities and Areas of Concern 2) Goals and Actions that will strengthen our intentional Organizational Culture and focus resources and efforts to the County Administrator's Areas of Focus as provided in the Uo Management Plan. C These initiatives, goals and actions are detailed in the annual Monroe County Tactical Plan. This document o outlines that fiscal year's action and implementation plan for the BOCC Strategic Plan and the County Administrator's Management Plan and will be utilized in annual budget process to accomplish priority and initiative-based resource allocation. The Monroe County Tactical Plan serves to provide a concise view of the tactical implementation of our County's strategic vision for the coming fiscal year and is available on the County's website at http://monroecounty-fl.LovJstrate icplannin Individual Plans: 3 Packet,Pg. 92 D.1.d The BOCC Strategic Plan, Management Plan and Department Plan all provide individual employees with inspiration and direction as they develop their Individual Performance Plan; which serve as a foundation for their yearly performance evaluation. Employees individual goals and/or actions support and can draw from components of all the plans (under the guidance of their supervisor). For example, an employee's 0 Department may have identified a large vision goal that contributes to a BOCC identified priority or a fall CL under a Management Plan cultural trait or area of focus. If that employee has an active role in the U implementation of the goal or initiative, that becomes a logical action to include in their Individual Plan. However, if an employee will not be participating in the initiative/goal their Department has included in their plan, that employee is still able to identify an Organizational Culture trait or Area of Focus from the County Administrator's vision that they can build individual actions for their personal plan. This structure allows for each and every employee within the County to align their actions to the larger vision in a manner that is meaningful for their vital and unique role and responsibilities. This creates empowerment and maximizes individual creativity while ensuring all County resources are synergistic and aligned. o Play 1 vepartment Plan �} "s1 T� 11I1t LL I'ON Q�zCL z individual Plan su s 0 tJ This multi-plan, external and internal, strategic and tactical process approach to strategic planning ensures the needs and priorities of the County as a Community and an Organization are addressed. Finally, the o staff, administration, Commission and Community are able to follow our progress through our online performance measurement report; thus, creating a transparent, accountable and meaningful process that will result in positive Community and organizational improvement. 4 Packet,Pg. 93 D.1.d Monroe County Board of County Commissioner's Strategic Plan 2020 CL A Five-Year Plan Our Vision: co M M UJV17. r - 'r ir` LL s„ CL Creating a Better Life Every Day for Everyone in the Florida Keys 0 Our Mission: r_ To enhance quality of life by providing outstanding public service responsive to the needs of our citizens, our unique community and our environment 5 Packet,Pg. 94 D.1.d Finding Balance: Quality of Life, Economy & Environment 1. Quality of Life: Areas of Concern & Priority a. Community Character- o i. Smart Growth CL U ii. Respectful Redevelopment iii. Illegal Transient Rentals iv. Collaboration with municipalities and other synergistic agencies b. Viability- i. Workforce Housing ii. Traffic and Road Safety on US1 m iii. Enhanced Public Transportation iv. Address Infrastructure concerns related to Climate Change and future storm resiliency v. Wind and Flood Insurance Rates c. Services to AII- i. Parks and Recreation ii. Access to water for economy and recreation iii. Services to Special Needs Populations highlighting Mental Health, Seniors,Drug o Dependency/Opioid Crisis, Homelessness, Children/Teens in crisis �+ 2. Environment: Areas of Concern & Priority y a. Conservation- i. Coral Reef conservation m ii. Nearshore Water Quality iii. Strengthen Strategic Environment Partnership (i.e.- FL Keys National Marine Sanctuary, 76 Army Corp,etc.) iv. Reduce/Reuse/Recycling of solid waste b. Protection CL - i. Enforcement of Regulatory Statutes: local, state and federal ii. Nearshore Water and Benthic monitoring iii. Pursue Protective Ordinances iv. Canal Protection c. Restoration- 0 i. Irma Recovery ii. Canal Restoration iii. Nearshore Water Quality and Benthic Restoration iv. Florida Bay and Everglades projects and advocacy d. Resiliency- `V cv i. Adaptation plans to help plant, animals and humans adapt to climate change impacts ii. Mitigation plans to help avoid climate change impacts iii. Stormwater Solutions m 3. Economy: Areas of Concern & Priority a. Workforce- 6 Packet,Pg. 95 D.1.d i. Workforce Housing ii. Workforce Transportation-Alternative Solutions b. Infrastructure- in m i. Quality of the Keys Experience- Upkeep of our attractions including Environment, Historical Sites and BeautificationCL o ii. Tourism Transportation-Alternative Solutions CJ CJ Potential Long-term Initiatives: 0 • Keys-wide campaign to promote resident and visitor caretaking of our environment • Transportation Study with focus on alternative solutions for workforce/tourism travel • Create a Parks and Recreation Department to maximize our existing resources 0 • Roads Adaptation Plan 2020-2050 • Develop a Canal Masterplan to guide canal restoration projects and activities • Stakeholder Conversation Series on BOCC and Community identified priorities to explore shared concerns and build consensus in the hope of finding mutually beneficial solutions 76 CL 2 C 0 CD cv CD cv 7 Packet,Pg. 96 D.1.d FY 2020 Actions and Initiatives for Implementation of the CL BOCC Strategic Plan 2020CD The following are the FY20 recommended actions broken down by their corresponding BOCC Area of Concern and Priority: Actions that encompass the entire scope of the BOCC Monroe County Strategic Plan 2020: Action:The Department of Budget and Finance will maximize revenue generated through ad valorem taxes, non-ad valorem assessments, sales tax, State and Federal grants,fees for services, and other sources to address all `Areas of Concern and Priority'that require funding Action: The Office of Legislative Affairs will advance Monroe County's federal and state legislative priorities and appropriations requests related to all `Areas of Concern and Priority'. Specifically: • Quality of Life issues including but not limited to short term rentals, affordable/workforce housing, Overseas Heritage Trail, and the protection of wind and flood insurance affordability and y availability. y • Environment and conservation issues and programs, including but not limited to legislation related to growth restrictions,Stewardship funding for land acquisition and canal restoration, pump out program funding, derelict vessel reduction, coral reef protection, oil drilling, m Endangered Species Act, PILT, FKWQIP, Everglades Restoration. 76 Action:The Office of Strategic Planning will initiate a series of Stakeholder Conversations on any or all `Areas of Concern and Priority' to explore shared concerns and build consensus in the hope of finding mutually beneficial solutions. 1. Quality of Life: Areas of Concern & Priority a. Community Character- L Smart Growth 1. Action:The Planning and Environmental Resources Department will collaborate with FDEP on additional land acquisition for conservation and the retirement of 2 development rights. ii. Respectful Redevelopment cv 1. Action: Pending a 5-year Capital Improvement Plan (CIP) completion by OMB, the Planning and Environmental Resources Department will complete an Impact Fee m study. 8 Packet,Pg. 97 D.1.d iii. Illegal Transient Rentals 1. Action: Code Compliance will prioritize vacation rental enforcement, dedicate personnel to utilize software to identify illegal vacation rentals,will enhance the educational component of illegal vacation rental enforcement and work towardCL o encouraging property owners to obtain permits for vacation rentals 2. Action:The Office of Legislative Affairs will advance Monroe County's federal and state legislative priorities related to quality of life issues including but not limited to short term rentals. iv. Collaboration with municipalities and other synergistic agencies 1. Action:The Office of Strategic Planning will provide Strategic Planning expertise as o requested and appropriate to our municipal partners and other local agencies. 2. Action:The Library Department will create a community partnership with Florida State Parks to create a program that will offer"Day Use Passes for Checkout" to our patrons .N b. Viability- i. Workforce Housing 1. Action:The Office of Legislative Affairs will advance Monroe County's federal and m state legislative priorities related to quality of life issues including but not limited to affordable workforce housing. 76 2. Action:The Planning and Environmental Resources Department will reserve 36%of ROGO allocations annually for affordable workforce housing units. CL 3. Action:The Planning and Environmental Resources Department will amend the Comprehensive Plan and Land Development Code to require all affordable housing to be workforce housing. 0 ii. Traffic and Road Safety on US1 0 0 1. Action:The Planning and Environmental Resources Department will advocate to CD secure funding for a Transportation Strategy Master Plan, incorporating intermodal N CD transportation options, including mass transit, and climate change considerations to increase transportation effectiveness and efficiency within the County. iii. Enhanced Public Transportation 1. Action:The Engineering Services and Roads Maintenance Department will improve 9 Packet,Pg. 98 D.1.d existing transportation infrastructure to better serve alternative modes of transportation (bicyclists and pedestrians) as well as vehicular traffic. m 2. Action:Social Services will increase MCT's ridership across all areas of Monroe County,with a focus on increasing ridership in and around the Middle Keys, byaCL o minimum of twenty (25) new registered riders. iv. Address Infrastructure concerns related to Climate Change and future storm ¢' resiliency ca 1. Action:The Engineering Services and Roads Maintenance Department will develop m county transportation infrastructure in a manner that considers and incorporates sea level rise adaptation and storm resiliency 2. Action:The Project Management Department will develop a plan to standardize and harden critical facilities back up generation. 3. Action: Emergency Management will improve communications network redundancies as identified in the Hurricane Irma After Action Report by developing y an ARES (Amateur Radio Emergency Services) communications network utilizing y local volunteer radio operators to be deployed throughout the County during disaster. m 4. Action: Information Technology will provide technical guidance and search for innovative alternatives to improve Monroe County's technical infrastructure for future storm resiliency 5. Action: Information Technology will develop and confirm design applicable planning CL for Monroe County's planned EOC Operations Center 6. Action:The Library Department will work with Emergency Management, IT, and the County PIO to equip all Library buildings to serve as communication hubs before, during and after disaster situations.These hubs would be utilized as locations to collect and disseminate information to the public, providing internet access for communication purposes, and more as appropriate and applicable. 0 7. Action:The Office of Sustainability will implement the following initiatives: cv a. Collection of mobile LiDAR elevation data for County roads and buildings b. Applications for Vulnerability Assessment Analysis Grants U- c. Participation in SE FL Climate Compact planning activities related tothe Regional Climate Action Plan d. Host 2019 Climate Leadership Summit e. Engagement of the community to help the County better understand the 10 Packet,Pg. 99 D.1.d residents' concerns about sea level rise and the efforts needed to betaken to make the County more resilient. f. Applicable GreenKeys Project: i. Electric Vehicle Charging Stations ii. Community Outreach Workshops o iii. Update vulnerability assessments on County facilities L iv. Conduct feasibility study for alternative energy at County v. Develop adaptation alternatives for vulnerable County facilities Ph.1 vi. Identify intact corridors for future tidal wetland migration corridors as a potential criterion for future land purchase and flood mitigation initiatives Phase 1 vii. Create a database of all elevation data for County and utility facilities and assets viii. Develop a ranking process to identify the most vulnerable neighborhoods and establish levels of service each road gets based upon a tolerable level of nuisance flooding. ix. Countywide Roads Elevation Vulnerability Analysis and Capital Plan to evaluate the impacts of sea level rise on 311 miles of County roadsand development of conceptual designs for elevation .2 V. Wind and Flood Insurance Rates 1. Action:The Office of Legislative Affairs will advance Monroe County's federal and m state legislative priorities related to the protection of wind and flood insurance affordability and availability. 2. Action:The Building Department will submit a repetitive loss study, drainage maintenance plan developed by the Engineering Department, and a stormwater CL facility analysis that projects impacts to drainage features based on sea level rise to y FEMA to apply for a Class 4 Community Rating System (CRS) score,thereby increasing the community-wide flood insurance costs by 30%for a projected annual increase in savings from $5,135,345 to$6,156,964 for2020. 3. Action:The Building Department will explore the application of freeboard up to three feet(3')total.This freeboard requirement would mandate up to an additional 2 three (3)feet of height over and above the Base Flood Elevation requirements for all 0 development in Special Flood Hazard Areas (SFHAs) in Monroe County. cv 4. Action:The Public Information Office will develop and publish a hurricane preparation guide for Monroe County residents, inform the public of resiliency programs via the EM website, and create how-to videos for storm preparation. 11 Packet Pg. 100 D.1.d c. Services to All- i. Parks and Recreation m 1. Action:The County Administrator's Office will explore the feasibility of the creation of a Parks and Recreation Department CL ii. Access to water for economy and recreation 1. Action:The Planning and Environmental Resources Department, in cooperation with the Project Management Department, will set aside BIF funding to prioritize the restoration of public boat ramps with the County. m 0 iii. Services to Special Needs Populations highlighting Mental Health, Seniors,Drug Dependency/Opioid Crisis, Homelessness, Children/Teens in crisis 1. Action:The Veterans Affairs Department will provide satellite services with limited hours in 2020 reaching the Veteran population of the middle keys. 0 2. Action:The Project Management Department will assess current implementation status of ADA Master Plan and create multi-year completion calendar. 3. Action:Social Services will maintain 100%occupancy at Bayshore Manor for at least two (2) quarters. 4. Action:Social Services will ensure processing times for all Health Care Responsibility 76 Act applications (HCRAs)that exceed the state requirement in 100%of cases. r_ i2 CL 5. Action:The Department of Budget and Finance will facilitate grant funding focused y on quality of life, medical services, and core services 6. Action:The Guardian ad Litem will ensure the provision of the highest quality of advocacy for children through increased funding that will allow for the recruitment and retention of adequate qualified staff and volunteers 2 7. Action:The Library Department will provide a schedule of programs and speakers, especially from inside the County, dealing with the Services to Special Needs o Populations CD CD 8. Action:The Library Department will update print information (brochures) and train staff on programs available for social assistance at the Federal and State level, such as Florida Department of Children and Families/Access Florida for food stamps and other assistance, Florida Department of Economic Opportunity for Unemployment Compensation, SafeLink Wireless for mobile phones,etc. 12 Packet Pg. 101 D.1.d 9. Action:The Library Department will prioritize community workforce support by: training staff on employment databases local career services, resume creation, and provide well equipped business, homework and job centers. 0 2. Environment: Areas of Concern & Priority a. Conservation- L Coral Reef conservation 1. Action:The Office of Legislative Affairs will advance Monroe County's federal and state legislative priorities and appropriations requests related to environment and conservation issues and programs, including but not limited to legislation related to 0 coral reef protection. 0 0 H. Nearshore Water Quality 1. Action:The Planning and Environmental Resources Department will increase the annual number of vessel sewage pump outs to further improve and protect water N quality. 2. Action: Code Compliance will dedicate personnel to ensure wastewater connection compliance. 0 iii. Strengthen Strategic Environment Partnership (i.e.- FL Keys National Marine 76 Sanctuary, Army Corp, etc.) C i2 1. Action:The Solid Waste Department will collaborate/work with other County CL Agencies & Municipalities to improve the environment by identifying areas and y neighborhoods throughout Monroe County that are repeated illegal dumpsites. 0 0 2. Action: Code Compliance will work with Florida Keys Aqueduct Authority(FKAA) and Key Largo Wastewater Treatment District(KLWTD)to ensure properties are connected to central wastewater upon availability U m 3. Action: Corrections Facilities will reduce water consumption by installing I-Con water control equipment on all toilets, showers and sinks cv cv iv. Reuse/Reduction/Recycling of solid waste 1. Action: The Solid Waste Department will educate, inform and enhance the role E that Reduce/ Reuse/ Recycling of Solid Waste plays in our daily life, by helping to 0 initiate programs in the schools and community to bring awareness of why, how and the benefits of recycling. 13 Packet Pg. 102 D.1.d 2. Action:The Project Management Department will develop a plan to encourage construction site recycling 0 b. Protection CL - L Enforcement of Regulatory Statutes: local, state and federal 1. Action: Code Compliance will establish an annual meeting between local, state and ¢' federal enforcement agencies operating in Monroe County, to review regulatory changes from each annual legislative session 2. Action:The CountyAttorney's Office will increase compliance with enforcement of 0 County codes by initiating litigation for violations determined to be out of compliance. 3. Action: Code Compliance will focus on the adjudication of the remaining Irma related cases for unsafe structures,work without permits,work beyond the scope of permit, and land clearing H. Nearshore Water and Benthic monitoring y 1. Action: Extension Services will teach a volunteer-based water quality-monitoring program for local citizens and school groups to test local waters for dissolved oxygen, pH, salinity, turbidity, nitrate, phosphate and temperature. 76 2. Action:The Office of Sustainability will engage in Reasonable Assurance Document "RAD" water quality monitoring to help determine which areas in the County meet and do not meet State water quality standards. CL 3. Action:The Office of Sustainability will engage in water quality monitoring to measure the effects that water quality in canals may have on nearshorewaters. 4. The Planning and Environmental Resources Department will prioritize removal of derelict and sunken vessels Keys-wide. 0 Pursue Protective Ordinances o cv 1. Action:The Office of Legislative Affairs will advance Monroe County's federal and state legislative priorities and appropriations requests related to environment and conservation issues and programs, including but not limited to legislation related to growth restrictions, Stewardship funding for land acquisition and canal restoration, pump out program funding, derelict vessel reduction, coral reef protection, oil drilling, Endangered Species Act, PILT, FKWQIP, Everglades Restoration. 14 Packet Pg. 103 D.1.d m iv. Canal Protection CL 1. Action:The Office of Sustainability will continually employ new technologies as U ED appropriate and funding is available to support the ongoing work of canal restoration c. Restoration- i. Irma Recovery 0 1. Action:The Department of Budget and Finance will analyze projections, actual _ expenses, insurance proceeds and FEMA reimbursements to ensure funding is available to repair and replace County assets that were damaged from Hurricane Irma 0 2. Action:The Project Management Department will complete the repair of damage N done to County facilities during Hurricane Irma 3. Action:The Planning and Environmental Resources Department will implement planned housing assistance projects related to Hurricane Irma recovery. 4. Action:The Office of Sustainability will implement Irma Marine Debris Removal, Hurricane-related Sediment Removal and Monitoring contracts based upon funds 76 appropriated and canals approved by MRCS or FDEP. CL 5. Action:The Public Information Office will work with all departments to make sure y the public is informed of programs and grants that promote Hurricane Irma Recovery. ii. Canal Restoration 0 CJ 1. Action:The Office of Legislative Affairs will advance Monroe County's federal and state legislative priorities and appropriations requests related to environment and conservation issues and programs, including but not limited to legislation canal restoration. `V cv 2. Action:The Office of Sustainability will finalize the Canal Masterplan to guide canal restoration projects and activities 3. Action: The Office of Sustainability will hire an engineering firm to prepare engineering specifications and grant applications to apply for state and federal grants 15 Packet Pg. 104 D.1.d to restore canals iii. Nearshore Water Quality and Benthic Restoration m 0 1. Action:The Office of Sustainability will implement a new Reasonable Assurance CL Document "RAD"water quality monitoring program in partnership with FDEP to help determine which areas in the County meet and do not meet State waterquality standards. U) 2. Action:The Office of Sustainability will implement anew water quality monitoring ca program to measure the effects that water quality in canals may have on nearshore m waters. 0 iv. Florida Bay and Everglades projects and advocacy 1. Action:The Office of Legislative Affairs will advance Monroe County's federal and state legislative priorities and appropriations requests related to environment and conservation issues and programs, including but not limited to legislation related to Everglades Restoration. d. Resiliency- i. Adaptation plans to help plant, animals and humans adapt to climate change impacts m 1. Action:The Planning and Environmental Resources Department will initiate the process to define and identify proposed Adaptation Action Areas (AAAs) or a similar 76 concept in order to help address climate change impacts. CL H. Mitigation plans to help avoid climate change impacts v, 1. Action:The Project Management Department will create mitigation plans to help avoid climate change impacts 2. Action:The Office of Sustainability guides the County in becoming more environmentally sustainable through Climate mitigation measures to reduce the County's energy footprint and resulting impact on the climate. Initiatives include: 0 a. Development of sustainability policy formulation and plan development b. Energy management and reduction initiatives listed in the GreenKeys Plan cv c. Alternative energy and fuel source options d. Green purchasing policy development and guidance e. Sustainable capital development processes. 16 Packet Pg. 105 D.1.d iii. Stormwater Solutions 1. Action:The Planning and Environmental Resources Department will initiate and review Storm Water Management Regulations for consistency with best management practices, in anticipation of adopting updated regulations. CL CD 2. Action: Fleet Management will expand the Department's current Storm Water Pollution Prevention Plan (SWPP) into a comprehensive departmental programthat includes County-wide training of fleet personnel and annual documentation of preventative actions used in maintaining hazard storage areas that can be used as a best practice by others in the community. 0 3. Economy: Areas of Concern & Priority a. Workforce- i. Workforce Housing 1. Action:The Planning and Environmental Resources Department will begin the public input process for implementation of inclusionary housing requirements for nonresidential and transient/hotel development and redevelopment within the County. ii. Workforce Transportation-Alternative Solutions 1. Action: Corrections Facilities will work towards a car pool for employees to reduce 76 the carbon footprint and offer Alternative transportation solutions for the Workforce. CL b. Infrastructure- i. Quality of the Keys Experience- Upkeep of our attractions including Environment, Historical Sites and Beautification 0 U 1. Action:The Facilities Maintenance Department will initiate a Park, Beach and Boat Ramp Informational Signage Project (i.e.-static signage, interactive information kiosks, integration with the County's mobile app) in collaboration with Project o CD Management, Sustainability, Environmental Resources, Extension Services, PIO and CD others as appropriate to improve the quality of our facilities and our resident and N visitors' experience. 2. Action:The Office of Legislative Affairs will advance Monroe County's federal and state legislative priorities related to quality of life issues including but not limited to the Overseas Heritage Trail. 17 Packet Pg. 106 D.1.d 3. Action:The Public Information Office will promote the County's mobile app and add County park, beach and boat ramp information to the app. m 4. Action:The Project Management Department will complete the final phase of the o drainage project at East Martello CL 5. Action:The Department of Airports will complete critically necessary capital projects to better serve our passengers. 6. Action:The Library Department will provide improved access to cultural artifacts, especially those reflecting the unique qualities of Keys history including updating m the format of our oral history, lecture and event collection. 7. Action: Extension Services will develop and maintain a communityvolunteer educational effort 8. Action:The Planning and Environmental Resources Department will expand environmental restoration and maintenance efforts on County owned and managed properties. ii. Tourism Transportation-Alternative Solutions �-- m 1. Action:The Department of Airports will increase the total number of available airline seats 76 2. Action:The Department of Airports will increase total number of destinations r- served. T CL 2 C 0 CD cv CD cv U 18 Packet Pg. 107 D.1.d Monroe County's Management Plan Together, we have created a vision for our Community's future and the areas of priority we must address to 1- make that future a reality. That focus on our Community is outlined in the 2020 BOCC Strategic Plan. The L Monroe County Management Plan, in contrast, is focused internally with the purpose of ensuring a high- function team of excellent public servants able to accomplish the ambitious goals our leadership and community have set out for us. The Management Plan outlines the County Administrator's ideal characteristics of our culture and highlights critical areas for improvement or need within the organization. Just as the BOCC's has created a Strategic Plan for our Community, the Management Plan is the strategic plan for the Organization. As you begin to dissect the characteristics of an excellent organization you quickly realize how intrinsically linked most of the concepts are and how characteristics of a strong culture create solutions to many of our greatest challenges. Shaping an intentional culture where staff are Professional, Productive, Empowered and Collaborative is inextricably tied to the current challenge we face of Workforce Recruitment and Retention, our desire to embrace Innovation and the always essential need to Increase Efficiencies. When staff feel empowered and supported in a collaborative environment, they are more likely to remain in our organization. As we embrace innovation, not just technology, but also by encouraging forward- thinking approaches to our work, we create an environment that draws new employees who want to be a y part of our cutting-edge work. These concepts, when implemented into the workplace, up-level our professionalism and drive us to be more productive as we see our efforts accomplishing real change. Finding increased efficiencies becomes less onerous as we increase our collaboration across teams, departments and between colleagues who are empowered and supported to utilize their knowledge and creative to incorporate solutions at every level of the organization. As you see, all of these concepts are linked in a way where implementation of one can create improvement in another. As public servants we are entrusted with an incredible responsibility to serve Monroe County with excellence CL in all things every day. This sentiment is reflected in our Vision statement "Making a Better life every day �+ for everyone in the Florida Keys". This also means making our organization culture one where Monroe N County staff feel a sense of pride and accomplishment in the work that they do. When someone says "The County did/said/acted...." They mean us. Each of us. To those we serve, each and every employee embodies'the County'. Whether it be in a BOCC meeting,driving down US1 in a County vehicle, during an onsite permitting inspection, the Library reference desk, grabbing a quick lunch at a local 0 sandwich shop wearing your County shirt or listening to a group of concerned residents during a townhall. 0 WE are Monroe County. In that moment...in that interaction with the public...how we respond or react is CD the impression that those residents will take away as their impression of'the County'. This is a tremendous responsibility and it falls on all of us. We ARE Monroe County...YOU are Monroe County and it is my honor to guide and support you in that effort. Roman Gastesi,Monroe County Administrator 19 Packet Pg. 108 D.1.d Organizational Culture What is Organizational Culture? Organizational Culture is best described as our organization's personality. CL It combines our vision, values, mission, daily mood, our customer's experience, and our expectations. Our culture is what shapes the work experience for every employee. It can determine if our employees are happy or unhappy in their work life and if we serve the public with excellence or apathy. A great culture will create a high functioning team of people who work together to meet the expectations of our Commissioners, Community and ourselves. ca The reality is that every organization has a culture- including ours. Creating an intentional culture is about making choices based upon what type of an organization we want to be. Monroe County's culture focuses on four cornerstone traits. We strive for an organization in which staff are: Professional, Empowered, Productive, and Collaborative x P r6fe EL t 4 � 11 tl='}Sl'``i!}tlt}151\i tt)',\l}1= til} s{4U)\t\S}js,9l\tj}fil\tpi;,S, ��i1='1�==�1'£'(=1�}i�l�i££7\l\�;1�,��JSF1l��\\'}�1i`t}i1�,�t\`}�115��£1(l11}1�f}�1J',. 4}�\lAfy\t\Stt}(+ftjl��tl}fj t��'\�ti�4t1\�t}j1\�\l�!{t}s�`•<t��\�11,t(1}i�}\!t}�11} `��\�1�1\�iti �\\\0°1.. =�1i�h1�V}I 1��1i31(��02�'ry�l�r�tts S=�.t�25��ti11��3�lar atiS=n})�1��`�l�stZ�Sl t, ,(t��v tt��t1t=7} f1�f� U1�1 ivy Art�l}tt)tttvihlkvlS�v 1 V1�)) 0 ��1i��=t�t�l�ty=t�2;1�t�7�A�S}A�itAJl�S}7lytt}t��tt lii ri}=��Ir Er ilk}��tt�1)~tt\S`1 i�i ;t;� 47 N bVq ��its t� t. 14ti�y i�Vtt�zt} \ N U- E U 20 Packet Pg. 109 D.1.d County Administrator's FY20 Areas of Focus for Improved Operations: CL As our 2020 BOCC Strategic Plan focuses on those areas of concern and priority for our Commissioners and Community, our organization must determine areas of concern and priority that will continue to improve ¢' how we function and serve the public. For the FY2020 Management Plan, the following areas have been identified as those needing the most immediate attention and solutions: U t ` 0 5 Y }l'"� I�� A i LL CL Su R� Uti D y t �t 0 0 c y � N N U 21 Packet Pg. 110 D.1.d FY20 Department Business Plans Department Business Plans include: Department Mission, Description and/or Services Provided, all FY20 Actions related to BOCC Goals and Priorities outlined in the Monroe County 5 Year L CD Strategic Plan, and Departmental goals and actions established to bring the department into alignment with the Organizational Culture and Areas of Focus outlined in the County Administrator's Management Plan. Included with each action are Performance Measures and Target Metrics that each Department will use to determine their level of success or achievement for each Action at the end of Fiscal Year 2020. ca CountyAdministrator ................................................................................................................... 23 ExtensionServices ............................................................................................................ 24 Guardianad Litem............................................................................................................. 27 Office of Legislative Affairs............................................................................................... 29 — Office of Strategic Planning.............................................................................................. 34 Office of Sustainability...................................................................................................... 36 Public Information Officer................................................................................................ 42 v', Airports............................................................................................................................................. 44 Budgetand Finance.........................................................................................................................46 Building..............................................................................................................................................50 CodeCompliance..............................................................................................................................53 CorrectionsFacilities.......................................................................................................................56 Emergency Management................................................................................................................58 EmergencyServices.........................................................................................................................60 EmployeeServices............................................................................................................................63 Engineering Services & Roads.........................................................................................................66 CL FacilitiesMaintenance......................................................................................................................68 v FleetManagement............................................................................................................................70 N InformationTechnology...................................................................................................................74 ca Libraries..............................................................................................................................................77 Planning & Environmental Resources............................................................................................85 Planning Environmental Resources Marine Resources ProjectManagement.........................................................................................................................92 SocialServices.....................................................................................................................................95 SolidWaste..........................................................................................................................................99 U" VeteransAffairs..................................................................................................................................101 22 Packet Pg. 111 D.1.d County Administrator Department Mission Statement: The mission of the County Administrator is to run day to day operations of the County and direct the o implementation of Board of County Commissioner's (BOCC) policies to the operating units of County L government as prescribed by the Administrative Code. Department Description and/or Services Provided: The County Administrator serves as the administrative head of Monroe County government and is m appointed by the Board of County Commissioners.The County Administrator directs the day to day operations of the County, carries out the directives and policies of the Board of County Commissioners and enforces all orders, resolutions, ordinances, and regulations of the Board of County Commissioners, directs the preparation of the annual operating budget and the Capital Improvement Program, executes the budget and capital programs, proposes policies to the Board of County Commissioners, appoints department directors, and coordinates the management of all departments.The County Administrator also represents County interests to the local, state and federal governments. The County Administrator's Department includes: y Extension Services Guardian ad Litem Office of Legislative Affairs 76 Office of Strategic Planning r- Office of Sustainability CL Public Information Officer Department Goals, Actions and Measures: Monroe County BOCC Strategic Plan Areas of Concern and Priority related Actions: 0 Quality of Life:Services to All-Parks and Recreation 0 Action:The County Administrator's Office will explore the feasibility of the creation of a o Parks and Recreation Department Performance Measure: Create new Parks and Recreation Department and begin operations in FY20 Target Metric: Completed or Not Completed FY20 Accomplishment: Department created/Operational start delayed due to COVID- 19 related budget reductions 23 Packet Pg. 112 D.1.d Extension Services Department Mission Statement: The Monroe County Extension Service is committed to providing objective science-based youth and adult CL informal community educational programs and services in horticulture, family and consumer sciences, CD and marine areas that help residents to improve their quality of life and surrounding environment. Department Description and/or Services Provided: The University of Florida Institute of Food and Agricultural Sciences' Monroe County Extension Service is your front door to the experts and to research from across the state and at the university. We provide educational programs in four program areas; Marine, Climate Change, Environmental Horticulture and Community Development. In the Keys, we provide timely and relevant solutions to improve your life. Extension is dedicated to bringing you current, science-based answers to all your questions —for free. We focus on horticulture, climate change, energy, small business and water quality right here in your community. UF-IFAS Monroe County Extension conducts research and provides education to the Keys community.Are you interested in science? We have several citizen science programs that can help you become a Y p g p researcher for your community.Are you interested in Natural Resources,Gardening or Sustainability? We offer OF certification programs in the Keys. Our office is supported by both Monroe County(37%) and OF (56%) and the state Department of Agriculture (7%). We provide great programs, including: Master Gardeners, Sustainable Floridians, Florida Keys Water Watch and the Florida Master Naturalist Program. CL Department Goals, Actions and Measures: y Monroe County BOCC Strategic Plan Areas of Concern and Priority related Actions: N Environment: Protection-Nearshore Water and Benthic monitoring Action: Extension Services will teach a volunteer-based water quality-monitoring program for local citizens and school groups to test local waters for dissolved oxygen, 2 pH, salinity, turbidity, nitrate, phosphate and temperature. 0 Performance Measure: Maintain the number of sites monitored as a result of additional qualified monitors Target Metric: 50 monitored sites FY20 Accomplishment: 27 monitored sites Explanation: Partially met-We have 27 sites right now this is down from 107pre- Irma. This is down in numbers but up in partnerships and reaching more people (453 people trained),especially students, because we have been transitioning to a train the trainer program. Boy Scouts of America on Summerland Key, Curry Hammock State 24 Packet Pg. 113 D.1.d Park,the Key West Library(closed right now), Dive N2 Life are training citizen science volunteers plus Extension volunteers who are maintaining current residential monitors. Quite a few site monitor volunteers have moved away since Irma and/or �+ m equipment destroyed and did not want to continue. (all equipment on Big Pine and Marathon was destroyed in Irma and no replacement funding is available). CL Economy: Infrastructure-Quality of the Keys Experience- Upkeep of our attractions including Environment, Historical Sites and Beautification Action: Extension Services will develop and maintain a community volunteer educational effort m Performance Measure: Maintain the number of community volunteer hours 0 Target Metric: 2000 hours FY20 Accomplishment: 1681 Explanation: The Environmental Horticulture Program maintains volunteer hours through our Master Gardener program.To date,there are 1,220 volunteer hours,which is lower than our target due to COVID-19 and the restrictions in place on volunteer activities.volunteers have been able to participate on individual projects while at home such as writing activities,garden observations,online plant clinics, rain data collection, y and responding to residential questions through email and telephone communications. T) The Extension Marine Program manages 461 volunteer hours,which includes Florida Keys Water Watch, Florida Horseshoe Crab Watch,stony coral tissue loss disease underwater observers,and sponge restoration volunteers. This is down due to COVID since people could not participate for several months this spring, and was slow to restart. Department Goals&Actions: Goal: Increased efficiency CL Action: Work with county staff to develop an implementation strategy for the Energy N Efficiency Conservation Strategy including monitoring of water and energy use in county buildings Performance Measure: Creation and Implementation of strategy Target Metric: Completed or Not Completed FY20 Accomplishment: Not Completed Explanation: This goal was not completed as it in involved coordinating with several departments over the spring, summer and fall. Due to the transition and lack of ability to get together and coordinate.The suggestion for 2021 will be that the county hires a `V cv consultant to do this work through the Department of Sustainability. �- Action: Hire a Summer Intern to assist Performance Measure: Develop training material for conservation Target Metric: number of training materials developed 25 Packet Pg. 114 D.1.d FY20 Accomplishment: 4 Explanation: This goal was met. Four training materials were developed, University of Florida supported an intern for 11 weeks.The main product that the intern co-produced with staff is a 138 page handbook to help small municipalities address climate change. In addition the intern produced: 1 climate action survey(98 municipal respondents), Online youth climate change programming and contributed to the Climate Smart L Floridians state-wide program. No funding was approved for a Monroe County funded intern for 2021 and funding from UF'for 2021 is unlikely as well. Goal: Increased Environmental Education Action- Environmental -Aid/Educate Monroe County Staff and residents in plant and insect identification and problems and their controls. o Performance Measure: maintain the number of identifications and resolved issues over the previous year Target Metric: 250 Identifications/resolutions FY20 Accomplishment: 330 Explanation: To date,we have assisted 330 Monroe County staff and residents with plant and insect identification questions through our online plant clinics and telephone N and email consultations.We have provided control options following the most sustainable and environmentally friendly protocols that adhere to Florida Friendly y Landscaping principles: m CL ca 0 2 r_ 0 cv cv 26 Packet Pg. 115 D.1.d Guardian ad Litem Department Mission Statement: The Guardian ad Litem Program is appointed by the Court to represent the Child's best interest and is the CL only one in the case that focuses exclusively on the child. Department Description and/or Services Provided: We will continue to be a powerful and effective voice advocating for the best interest of Florida's abused, abandoned and neglected children and be recognized and respected as a partnership of community m advocates and professional staff. To the fullest extent possible, this vision will be realized through volunteers who will advocate as Guardians ad Litem for the children we serve. We are committed to the Core values of our program: 1) Commitment to Children- the children for whom we advocate are our most important ' priority. 2) Communication Built on Trust- we have a culture of open communication, active listening, teamwork, and regard for the view of others. This includes being honest and straightforward with the children we represent in keeping with their level of age and maturity. N 3) Collective Empowerment- the program has the authority and responsibility to make and implement the best decisions to meet the children's needs. This empowerment must extend and be passed on to volunteers, attorney's and staff alike. 4) Collaboration- We proactively seek to develop relationships that promote the well-being of the whole child. 5) Courtesy-the program values all who engage in this challenging work and ensures they are treated with respect and dignity. 76 The Guardian ad Litem Program ensures that Monroe County can provide the highest quality of representation of children involved in Dependency and Criminal (witness or Victim) Court proceeding CL through no fault of their own. The program identifies necessary resources and constructs a comprehensive plan to achieve permanency for all children and their families. We are the experts in Child welfare and along with the County, State and the Citizens of the Florida Keys we live our Mission statement: I am for the Child. 0 Department Goals, Actions and Measures: 2 r_ Monroe County BOCC Strategic Plan Areas of Concern and Priority related Actions: o Quality of Life:Services to All-Services to Special Needs Populations highlighting Mental `V cv Health,Seniors, Drug Dependency/Opioid Crisis, Homelessness, Children/Teens in crisis Action:The Guardian ad Litem will ensure the provision of the highest quality of advocacy for children through increased funding that will allow for the recruitment and retention of adequate qualified staff and volunteers Performance Measure:Accomplish full staffing of all vacancies. 27 Packet Pg. 116 D.1.d Target Metric: Completed or Not Completed FY20 Accomplishment: Not Completed Explanation: Due to COVID related challenges �+ m Department Goals,Actions and Measures: CL Goal: Increase retention & recruitment of Staff&Volunteers through the following: Action: Lobby legislators for an increase in CAD (Cost Area Differential)that will allow for Economic sustainability as well as quality of Life. c, Performance Measure: Increase advocacy efforts dedicated to CAD increase. Target Metric: Completed or Not Completed FY20 Accomplishment: Not Completed Explanation: Due to COVID related budget;reductions o Action: Increase salaries to a sustainable living wage and reasonable workloads. This is crucial to maintain a stable workforce leading to positive recruitment and retention as well as significant cost saving efficiencies. The minimum learning curve is 1 year with highly qualified individuals. Performance Measure:Adjust the salary and/or workload of at least 15%of department staff. y Target Metric: Completed or Not Completed T) FY20 Accomplishment: Completed Action: Implement creative incentives for employees such as a four-day work schedule m thus giving employee's more down time to spend with families and recreational pursuits, provide cost savings for county and employee, be more eco-friendly and reduce traffic. 76 Performance Measure: Implement non-monetary employment incentives such as alternative work schedule of at least 15%of department staff Target Metric: Completed or Not Completed CL FY20 Accomplishment: Not Completed y Explanation: Due to COVID related challenges Action: Explore the feasibility of additional positions to alleviate and/or ameliorate overtime or heavy workloads. Performance Measure: Complete feasibility review for additional positions Target Metric: Completed or Not Completed FY20 Accomplishment: Completed o Explanation: However due to COVID related budget restraints position was eliminated. N CD cv U 28 Packet Pg. 117 D.1.d Office of Legislative Affairs Department Mission Statement: The mission of the Office of Legislative Affairs is to oversee and manage the legislative and CL intergovernmental initiatives and functions for the County. Department Description and/or Services Provided: The Office of Legislative Affairs develops Monroe County's state and federal legislative agendas; coordinates County positions and responses to legislation; supports advancement of the County's m legislative priorities and appropriations; prepares resolutions, talking points, issue briefs and legislative updates; organizes/manages advocacy trips to Tallahassee and DC. The Office also advocates at the state and federal agency level on behalf of the County's issues and needs. The Office oversees the Restore Act Program; development and monitoring of the Local Multi- Year Implementation Plan and monitoring of the Gulf Consortium's State Expenditure Plan; management of local pot and Consortium pot grant funds; development and submission of applications for this funding; participation in monthly Gulf Consortium meetings and conference calls. N The Office also monitors regional issues with local impacts including ongoing implementation of Everglades Restoration, and the licensing and remediation plan activities related to the Turkey Point Nuclear Facility. The Office of Legislative Affairs regularly performs and improves upon the following functions: • Achieve County's federal and state legislative priorities while guarding against federal and 76 state legislation that negatively impacts Monroe County. • Develop annual federal and state legislative agendas, identify priority legislation and L appropriations, determine specific strategies for achieving those priorities. • Contract and manage federal and state lobbyists, assign tasks, confer weekly,track progress. • Monitor of all congressional and state legislation, agency regulatory actions, preemptions, 0 and budgets for potential impacts to Monroe County; advise Commission/staff, determine/take appropriate action. r_ 0 • Schedule and manage legislator and agency meetings,fly-ins, etc. and prepare itineraries and CD written materials, legislative packages, etc. CD N • Prepare all written legislative communications including talking points, tri-folds, leave- behinds, and resolutions. • Represent Monroe County statewide and national County legislative activities: FAC, Small County Coalition, Climate Compact, Gulf Coast Parishes and Counties, and NACO. 29 Packet Pg. 118 D.1.d • Inform and apprise municipalities of Monroe County's federal and state legislative agendas. Department Goals, Actions and Measures: Monroe County BOCC Strategic Plan Areas of Concern and Priority related Actions: CL CD Action: The Office of Legislative Affairs will advance Monroe County's federal and state legislative priorities and appropriations requests related to all `Areas of Concern and Priority'. Specifically: • Quality of Life issues including but not limited to short term rentals, affordable/workforce U housing, Overseas Heritage Trail, and the protection of wind and flood insurance affordability and U availability. Performance Measure:Worked to advance community Quality of Life issues m Target Metric: Completed or Not Completed o FY20 Accomplishment: Completed °- • Environment and conservation issues and programs, including but not limited to legislation related to growth restrictions, Stewardship funding for land acquisition and canal restoration, pump out program funding, derelict vessel reduction, coral reef protection, oil drilling, Endangered Species Act, PILT, FKWQIP, Everglades Restoration. N Performance Measure:Worked to advance environment and conservation issues Target Metric: Completed or Not Completed W FY20 Accomplishment:'Completed 76 Quality of Life:Community Character-Illegal Transient Rentals Action: The Office of Legislative Affairs will advance Monroe County's federal and state CL legislative priorities related to quality of life issues including but not limited to short term rentals. Performance Measure:Worked to advance community Quality of Life issues such as those related to short term rentals 0 Target Metric: Completed or Not Completed 0 FY20 Accomplishment: Completed CD cv CD cv ❖ Quality of Life:Viability- Workforce Housing Action: The Office of Legislative Affairs will advance Monroe County's federal and state legislative priorities related to quality of life issues including but not limited to affordable workforce housing. 30 Packet Pg. 119 D.1.d Performance Measure:Worked to advance community Quality of Life issues such as those related to affordable workforce housing Target Metric: Completed or Not Completed 0 FY20 Accomplishment: Completed CL Quality of Life:Viability- Wind and Flood Insurance Rates Action: The Office of Legislative Affairs will advance Monroe County's federal and state legislative priorities related to the protection of wind and flood insurance affordability m and availability. Performance Measure:Worked to advance legislative priorities related to wind and flood — insurance Target Metric: Completed or Not Completed FY20 Accomplishment: Completed Environment: Conservation-Coral Reef conservation m Action:The Office of Legislative Affairs will advance Monroe County's federal and state legislative priorities and appropriations requests related to environment and conservation issues and programs, including but not limited to legislation related to 76 coral reef protection. Performance Measure: Worked to advance Environmental issues such as those related CL to coral reef protection y Target Metric: Completed or Not Completed FY20 Accomplishment: Completed 0 2 Environment: Protection-Pursue Protective Ordinances Action:The Office of Legislative Affairs will advance Monroe County's federal and state `V legislative priorities and appropriations requests related to environment and conservation issues and programs, including but not limited to legislation related to r- growth restrictions, Stewardship funding for land acquisition and canal restoration, m pump out program funding, derelict vessel reduction, coral reef protection, oil drilling, Endangered Species Act, PILT, FKWQIP, Everglades Restoration. Performance Measure:Worked to advance Environmental issues 31 Packet Pg. 120 D.1.d Target Metric: Completed or Not Completed FY20 Accomplishment: Completed y m CL 0 Environment: Restoration-Canal Restoration Action:The Office of Legislative Affairs will advance Monroe County's federal and state legislative priorities and appropriations requests related to environment and conservation issues and programs, including but not limited to legislation canal restoration. Performance Measure:Worked to advance Environmental issues such as those related to canal restoration Target Metric: Completed or Not Completed FY20 Accomplishment: Completed 0 Environment: Restoration-Florida Bay and Everglades projects and advocacy Action:The Office of Legislative Affairs will advance Monroe County's federal and state �-- legislative priorities and appropriations requests related to environment and m conservation issues and programs, including but not limited to legislation related to Everglades Restoration. 76 Performance Measure:Worked to advance Environmental issues such as those related to Everglades Restoration CL Target Metric: Completed or Not Completed cn FY20 Accomplishment: Completed N Economy: Infrastructure-Quality of the Keys Experience- Upkeep of our attractions including Environment, Historical Sites and Beautification 2 C 0 Action: The Office of Legislative Affairs will advance Monroe County's federal and state CD legislative priorities related to quality of life issues including but not limited to the Overseas Heritage Trail. Performance Measure:Worked to advance Economic issues such as those related to the Overseas Heritage Trail Target Metric: Completed or Not Completed FY20 Accomplishment: Completed 32 Packet Pg. 121 D.1.d Department Goals,Actions and Measures: Goal: Improve and refine delivery of all ongoing services within the Office of Legislative Affairs Action: Increase and Improve communication material as appropriate o Performance Measure: Communication material Increased and Improved as appropriate CL Target Metric: Completed or Not Completed FY20 Accomplishment: Completed Action: Rework Reporting requirements for team as needed Performance Measure: Reporting requirements for team reworked as needed 0 Target Metric: Completed or Not Completed FY20 Accomplishment: Completed CL m 0 C 0 CD cv CD cv U 33 Packet Pg. 122 D.1.d Office of Strategic Planning Department Mission Statement: The Office of Strategic Planning develops plans and initiatives for greater government accountability, CL organizational efficiency and continuous improvement. Department Description and/or Services Provided: Monroe County adheres to a Strategic Planning process to guide future goals, actions, and expenditures to meet the needs of the Community. The Office of Strategic Planning is responsible for the overall m Strategic Planning process and implementation, as well as implementation with all Departments. The Strategic Planning process starts with the County's five-year strategic plan. The strategic plan guides the scope and direction of County services and aligns the department's efforts with the County's strategic priorities, goals and objectives. An integral part of the strategic planning process is the application of performance-based management. Performance-based management is a system that uses performance measurement information to manage and improve organizational performance and to demonstrate achievement of, or progress N towards, the goals and objectives of the strategic plan. Annual departmental Action Plans link the high- level goals and objectives of the strategic Ian with individual employee oals as defined during annual g 1 g pg g employee performance reviews. This process assures each and every employee's efforts are aligned with the County's strategic priorities.The Office of Strategic Planning manages the framework linking employee performance to expected outcomes for the community. The strategic planning process and performance-based management system includes the continual 76 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. Department Goals, Actions and Measures: Monroe County BOCC Strategic Plan Areas of Concern and Priority related Actions: Action:The Office of Strategic Planning will initiate a series of Stakeholder Conversations on any or all 'Areas of Concern and Priority' to explore shared concerns and build consensus in the hope of finding mutually beneficial solutions. 0 Quality of Life:Community Character-Collaboration with municipalities and other o synergistic agencies cv cv Action: The Office of Strategic Planning will provide Strategic Planning expertise as requested and appropriate to our municipal partners and other local agencies. Performance Measure: Provide assistance to all our partners as appropriate Target Metric: Completed or Not Completed FY20 Accomplishment: Completed 34 Packet Pg. 123 D.1.d Explanation: Assisted both the City of Key West and the Community Foundation of the Florida Keys m 0 Department Goals,Actions and Measures: CL Goal: Maximize accountability of activities and progress related to the 2020 Monroe County Strategic Plan and the Annual County Business Plan Goals and Actions ¢' Action:Acquire and implement performance management tool Performance Measure:Aquire and Implement performance management tool Target Metric: Completed or Not Completed FY20 Accomplishment: Not Completed °— Action: Provide personalized training to Department on the development and use of Goals, Actions and Performance Measures to Departments Performance Measure: Provided individualized training to Departments .2 Target Metric: Completed or Not Completed �+ FY20 Accomplishment: Completed y Goal: Increase community feedback opportunities Action:Work with the PIO to incorporate community feedback opportunities into our social media and mobile application 76 Performance Measure:Worked with PIO on community feedback opportunities Target Metric: Completed or Not Completed CL FY20 Accomplishment: Not Completed Vi Explanation: Shift in Priorities due to COVID Action: Explore and recommend implementation of best practice ideas to maximize 0 community engagement with Board of County Commissioners, leadership and departments 2 Performance Measure: Provided recommendations on and advocacy for community engagement opportunities cv Target Metric: Completed or Not Completed FY20 Accomplishment: Completed and ongoing 35 Packet Pg. 124 D.1.d Office of Sustainability Department Mission Statement: The mission of the Office of Sustainability is to create resilient and environmental improvements that CL continue to foster a safe and livable community and a sustainable future. Department Description and/or Services Provided: The Office of Sustainability prepares the County to be more resilient to the effects of climate change and the resulting sea level rise. These climate adaptation preparations include: • Gathering research and modeling the effects of sea level rise on County roads and facilities • Collaboration with the SE FL Climate Change Compact to keep abreast of updates on the projections of sea level rise and to help communities implement mitigation and adaptation measures • Collecting elevation and other types of data to more accurately measure the potential inundation to County roads and infrastructure • Developing new or revised policies to set standards for implementation of adaptation measures to prepare for sea level rise • Implementing projects to mitigate against the effects of climate change. These areas include: y o Collection of mobile LiDAR elevation data for County roads and buildings; W o A streets analysis to evaluate the impacts of sea level rise on 311 miles of County roads and development of conceptual designs for elevation; o Community engagement to help the County better understand the residents' concerns about sea level rise and to educate them on the County's preparations to 76 mitigate.The Green Keys Plan contains specific projects for Resilience preparation. ir r_ The Office of Sustainability also guides the County in becoming more environmentally sustainable through CL Climate mitigation measures. v, These mitigation measures include: • Development of sustainability policy formulation and plan development • Energy management and reduction initiatives listed in the GreenKeys Plan • Alternative energy and fuel source options • Green purchasing policy development and guidance • Sustainable capital development processes. 2 r_ Finally, projects are implemented in the environmental restoration area that supports the County's o sustainability initiatives. Sustainability is the quality of not being harmful to the environment nor cv 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 is underway that is restoring the water of the canals throughout the Keys. Initiatives include: • Reasonable Assurance Document "RAW water quality monitoring to help determine which areas in the County meet and do not meet State water quality standards. 36 Packet Pg. 125 D.1.d • Water quality monitoring to measure the effects that water quality in canals may have on nearshore waters. • Canal restoration projects to improve the water quality in the canals. • Cleanup of marine debris and sediment in canals caused by the impacts of Hurricane Irma. 0 Department Goals, Actions and Measures: Monroe County BOCC Strategic Plan Areas of Concern and Priority related Actions: Quality of Life:Viability-Address Infrastructure concerns related to Climate Change and future storm resiliency Action:The Office of Sustainability will implement the following initiatives: a. Collection of mobile LiDAR elevation data for County roads and buildings Performance Measure: Collection of mobile LiDAR elevation data for County roads and buildings Target Metric: Completed or Not Completed FY20 Accomplishment: Completed b. Applications for Vulnerability Assessment Analysis Grants Performance Measure: Applications for Vulnerability Assessment Analysis Grants y Target Metric: Completed or Not Completed ~� FY20 Accomplishment: Completed c. Participation in SE FL Climate Compact planning activities related to the Regional Climate Action Plan Performance Measure: Participation in SE FL Climate Compact planning 76 activities related to the Regional Climate Action Plan Target Metric: Completed or Not Completed CL FY20 Accomplishment: Completed v, d. Host 2019 Climate Leadership Summit Performance Measure: Host Summit Target Metric: Completed or Not Completed FY20 Accomplishment: Completed e. Engagement of the community to help the County better understand the o residents' concerns about sea level rise and the efforts needed to be taken to make the County more resilient. Performance Measure: Encourage Community engagement CD Target Metric: Completed or Not Completed cv CD FY20 Accomplishment: Not Completed >- Explanation: 50%Completed f. Applicable Green Keys Project: i. Electric Vehicle Charging Stations Performance Measure: Implement Charging Stations Target Metric: Completed or Not Completed 37 Packet Pg. 126 D.1.d FY20 Accomplishment: Not Completed ii. Community Outreach Workshops Performance Measure: Community Workshops held �+ m Target Metric: Completed or Not Completed FY20 Accomplishment: Not CompletedCL o Explanation: Due to COVID related challenges 2 iii. Update vulnerability assessments on County facilities Performance Measure: Facility vulnerability assessments updated Target Metric: Completed or Not Completed FY20 Accomplishment: Not Completed Explanation: 25%Completed iv. Conduct feasibility study for alternative energy at County Performance Measure: Alternative Energy feasibility study completed Target Metric: Completed or Not Completed FY20 Accomplishment: Not Completed v. Develop adaptation alternatives for vulnerable County facilities Ph.1 Performance Measure: Developed adaptation alternatives for identified County facilities Target Metric: Completed or Not Completed N FY20 Accomplishment: Not Completed Explanation: 50%Completed vi. Identify intact corridors for future tidal wetland migration corridors as a potential criterion for future land purchase and flood mitigation initiatives Phase 1 Performance Measure: Intact corridors Identified for future tidal wetland migration corridors as a potential criterion for future land purchase and 76 flood mitigation initiatives Phase 1 Target Metric: Completed or Not Completed CL FY20 Accomplishment: Not Completed y vii. Create a database of all elevation data for County and utility facilities and assets Performance Measure: County and Utility facilities elevation database created Target Metric: Completed or Not Completed FY20 Accomplishment: Not Completed 2 Explanation:'20%Completed viii. Develop a ranking process to identify the most vulnerable neighborhoods CD and establish levels of service each road gets based upon a tolerable level of nuisance flooding. Performance Measure: Develop process for prioritization of neighborhood roads experiencing flooding Target Metric: Completed or Not Completed FY20 Accomplishment: Not Completed Explanation: 50%Completed 38 Packet Pg. 127 D.1.d ix. Countywide Roads Elevation Vulnerability Analysis and Capital Plan to evaluate the impacts of sea level rise on 311 miles of County roads and development of conceptual designs for elevation �+ m Performance Measure: Completed countywide Roads Elevation Vulnerability Analysis and Capital Plan CL Target Metric: Completed or Not Completed FY20 Accomplishment: Not Completed Explanation: 50%Completed U Environment: Protection-Nearshore Water and Benthic monitoring Action:The Office of Sustainability will engage in Reasonable Assurance Document "RAD" water quality monitoring to help determine which areas in the County meet and do not meet State water quality standards. Performance Measure: Identify those areas of the County that do and do not meet ' state water quality standards. Two Year Project Target Metric: Completed or Not Completed Year 1 .2 FY20 Accomplishment:Year 1 Completed Action:The Office of Sustainability will engage in water quality monitoring to measure the effects that water quality in canals may have on nearshore waters. m Performance Measure: Engage water quality monitoring-Two Year Project Target Metric: Completed or Not Completed Year 1 FY20 Accomplishment:Year 1 Completed CL Environment: Protection-Canal Protection Action:The Office of Sustainability will continually employ new technologies as appropriate and funding is available to support the ongoing work of canal restoration 0 U Performance Measure: Utilize new technologies in ongoing canal restoration m 0 Target Metric: Completed or Not Completed o CD FY20 Accomplishment: Not Completed N CD Explanation: 50%Completed >_ Environment: Restoration-Irma Recovery Action:The Office of Sustainability will implement Irma Marine Debris Removal, Hurricane-related Sediment Removal and Monitoring contracts based upon funds appropriated and canals approved by MRCS or FDEP. 39 Packet Pg. 128 D.1.d Performance Measure: Implement appropriate Irma Marine Debris Removal, Hurricane-related Sediment Removal and Monitoring contracts Target Metric: Completed or Not Completed 0 FY20 Accomplishment: Not Completed CL Explanation:95%Completed 2 Environment: Restoration-Canal Restoration Action:The Office of Sustainability will finalize the Canal Masterplan to guide canal restoration projects and activities Performance Measure: Completed Canal Masterplan Target Metric: Completed or Not Completed — FY20 Accomplishment: Completed ❖ Environment: Restoration-Nearshore Water Quality and Benthic Restoration 0 Action:The Office of Sustainability will implement a new Reasonable Assurance Document"RAD" water quality monitoring program in partnership with FDEP to y help determine which areas in the County meet and do not meet State water quality standards. m Performance Measure: Implement new RAD water quality monitoring program Two year project 76 Target Metric: Completed or Not Completed-Year 1 i2 FY20 Accomplishment:Year 1 Completed CL Action:The Office of Sustainability will implement a new water quality monitoring program to measure the effects that water quality in canals may have on nearshore waters. Performance Measure: Implement new canal water quality monitoring program two year r_ Target Metric: Completed or Not Completed year 1 0 FY20 Accomplishment:Year 1 Completed N c� ❖ Environment: Resiliency-Mitigation plans to help avoid climate change impacts Action:The Office of Sustainability guides the County in becoming more environmentally sustainable through Climate mitigation measures to reduce the County's energy footprint and resulting impact on the climate. Initiatives include: 40 Packet Pg. 129 D.1.d a. Development of sustainability policy formulation and plan development b. Performance Measure: Develop sustainability policy formulation and plan development �+ m Target Metric: Completed or Not Completed FY20 Accomplishment: Not CompletedCL o c. Energy management and reduction initiatives listed in the GreenKeys Plan U Performance Measure: County implementation of GreenKeys Plan energy management and reduction initiatives Target Metric: Completed or Not Completed FY20 Accomplishment: Not Completed d. Alternative energy and fuel source options Performance Measure: County utilizing alternative energy and fuel source options Target Metric: Completed or Not Completed FY20 Accomplishment: Not Completed e. Green purchasing policy development and guidance Performance Measure: County developing a green purchasing policy Target Metric: Completed or Not Completed FY20 Accomplishment: Not Completed A f. Sustainable capital development processes. Performance Measure: Development of County sustainable capital development process Target Metric: Completed or Not Completed FY20 Accomplishment: Not Completed Explanation:25%Completed CL Department Goals,Actions and Measures: Goal: Efficiently and effectively advance the County's sustainability agenda Action: Utilize Sr. Project Manager of Sustainability to implement GreenKey's Initiatives and assist with co-hosting responsibilities for 2019 Climate Change Summit Performance Measure: Hire Sr. Project Manager of Sustainability r- 0 Target Metric: Completed or Not Completed cv FY20 Accomplishment: Completed 41 Packet Pg. 130 D.1.d Public Information Officer Department Mission Statement: The mission of the Public Information Office is to provide accurate information, increase awareness, CL understanding and support of Monroe County's vision, mission and accomplishments to the public. Department Description and/or Services Provided: The Public Information Office is responsible for news media relations, managing the County's social media channels, website and cell phone app, taking photographs and video, and disseminating information in the event of an emergency. The office develops messaging and is the voice of the County. The office's main target is the public. Internally,the office uses the website, monroecounty-fl.gov, monroecountyem.com, and monroecounty- fl.gov/firerescue to spread information, as well as two Facebook accounts, BOCC and Fire Rescue, and a County Twitter and Instagram page.The office oversees the content on the Monroe County app, produces the State of the County, Monroe County Hurricane Preparedness Guide, and creates "how to" videos for You Tube. y Externally, the office is responsible for sending accurate information to print press, local websites, and radio stations. The office is also responsible in sending information to South Florida or national print, radio, and television stations as needed. m Department Goals, Actions and Measures: 76 LL Monroe County BOCC Strategic Plan Areas of Concern and Priority related Actions: CL ❖ Quality of Life:Viability- Wind and Flood Insurance Rates y Action:The Public Information Office will develop and publish a hurricane preparation guide for Monroe County residents and inform the public of resiliency programs via www.monroecountyem.com.The office will also create informative how-to videos for storm preparation. Performance Measure:Work with Emergency Management and The Weekly 2 Newspapers to provide information for their annually distributed hurricane guide and 0 updated the website with new content. CD Target Metric: Completed or Not Completed CD FY20 Accomplishment: Completed >_ ❖ Environment: Restoration-Irma Recovery Action:The Public Information Office will work with all departments to make sure the public is informed of programs and grants that promote Hurricane Irma Recovery. 42 Packet Pg. 131 D.1.d Performance Measure: Not Provided by Department Target Metric: Completed or Not Completed FY20 Accomplishment: Completed �+ m Economy: Infrastructure-Quality of the Keys Experience- Upkeep of our attractions CL including Environment, Historical Sites and Beautification Action:The Public Information Office will promote the County's mobile app and add County park, beach and boat ramp information to the app. Performance Measure: Not Provided by Department Target Metric: Completed or Not Completed FY20 Accomplishment: Completed 0 Department Goals,Actions and Measures: Goal: Make sure the public is aware of the ways to stay connected with Monroe County Action: Create a rack card with ways to stay connected with the County to bring to chambers, rotary clubs, leave at libraries, etc. �+ Performance Measure: Not Available Target Metric: Not Provided by Department Target Metric: Completed or Not Completed FY20 Accomplishment: Completed m Goal: Make Monroe County's website ADA accessible 76 Action: Work with County Attorney to put out an RFP to fix reoccurring issues with the website. T CL Performance Measure: Not Provided by Department v, Target Metric: Completed or Not Completed FY20 Accomplishment: Not completed-ongoing 0 r_ 0 cv cv 43 Packet Pg. 132 D.1.d Airports Department Mission Statement: The mission of the Airports is to provide and maintain world-class facilities for tourism and business CL passengers. Department Description and/or Services Provided: The Airport Department provides and maintains facilities for both Commercial Airlines and General Aviation activities at the Key West International Airport and the Florida Keys Marathon International Airport. The Department is responsible for day-to-day operations of the airports including administrative services, building and field maintenance, security and emergency response. Both airports are Federal o Aviation Administration Part 139 certified and are staffed and maintained to that standard. Commercial Air Service in Key West and General Aviation activity in Marathon are vital to the economic wellbeing of both communities. More than 600 people are employed by agencies and businesses that serve the airports. 0 Department Goals, Actions and Measures: Monroe County BOCC Strategic Plan Areas of Concern and Priority related Actions: Economy: Infrastructure-Quality of the Keys Experience- Upkeep of our attractions m including Environment, Historical Sites and Beautification Action: The Department of Airports will begin critically necessary capital projects to better serve our passengers. r_ Performance Measure: Begin critical capital projects CL Target Metric: 85%started cn FY20 Accomplishment: 100%started Economy: Infrastructure-Tourism Transportation-Alternative Solutions Action: The Department of Airports will increase the total number of available airline 0 seats 0 Performance Measure: Increase in available airline seats Target Metric: By 10% FY20 Accomplishment: Down By 11% Explanation: Available seats were up 17%for the first half of FY20 (was on pace for 35- 40%increase); however, due to the COUID 19 pandemic, down 11%overall. Action: The Department of Airports will increase total number of destinations served. Performance Measure: Increase in destinations served 44 Packet Pg. 133 D.1.d Target Metric: 1 new destination FY20 Accomplishment: 2 new destinations m Department Goals,Actions and Measures: CL Goal: Increase total airline seats in the Key West International Airport market place. Action: Meet with airlines and promote air service development. U Performance Measure: Meet with Airlines Target Metric: 5 FY20 Accomplishment: 10 0 Goal: Complete critically necessary capital projects at Key West International Airport. Action: Coordinate with the FAA, FDOT, Airport Engineers and Financial Consults to fund and execute capital projects. Performance Measure: FAA Approval of funding for capital project program v, Target Metric: Fund 70% FY20 Accomplishment: Funded 100% A m Goal: Develop vacant parcels of land at Marathon International Airport in a responsible manner. 76 Action: Develop and Issue request for proposals Performance Measure: RFPs issued for vacant parcels of land at Marathon International Airport CL Target Metric: Complete or Not Complete �+ FY20 Accomplishment: Not Completed Explanation: Will be rolled into FY21-Delayed due to business negotiations with Fixed ca Based Operator;(FBO) 0 2 C 0 CD cv CD cv U 45 Packet Pg. 134 D.1.d Budget and Finance Department Mission Statement: The mission of the Budget and Finance Department is to provide effective development and CL implementation of Monroe County's budget; promote efficient, sound financial management; ensure CD governmental procurement regulations are followed countywide; facilitate financially responsible grant funding; and maintain the highest standards of ethics, integrity, and prudent expenditure of public funds. ¢' Department Description and/or Services Provided: The Budget and Finance Department encompasses the following areas and responsibilities: 0 Office of Management and Budget: • Collaborate and consult with Monroe County departments to develop the annual operating and capital budgets • Publish, administer and monitor all Monroe County budgets • Provide financial analysis, multi-year forecasting, and financial reporting 0 Grants Management: • Oversee County funding of nonprofit organizations • Provide grant administrative assistance to Monroe County departments • Pursue financially-responsible funding opportunities that promote the economic well- being of the County Purchasing: • Provide high quality, best value purchasing and procurement activities to maximize the purchasing power of public funds and promote fair and open competition • Ensure governmental procurement regulations are followed countywide CL • Provide procurement support in a timely and professional manner to all County y departments Department Goals, Actions and Measures: 0 Monroe County BOCC Strategic Plan Areas of Concern and Priority related Actions: W 0 Action: The Department of Budget and Finance will maximize revenue generated through ad valorem taxes, non-ad valorem assessments, sales tax, State and Federal grants, fees for services, and other sources to address all `Areas of Concern and Priority' that require funding cv Quality of Life:Services to All-Services to Special Needs Populations highlighting Mental Health,Seniors, Drug Dependency/Opioid Crisis, Homelessness, Children/Teens in crisis W Action:The Department of Budget and Finance will facilitate grant funding focused on quality of life, medical services, and core services 46 Packet Pg. 135 D.1.d Performance Measure: Develop a summary compilation of the Annual Performance Reports submitted by non-profit Human Services Organization that are funded by the County. �+ m Target Metric: Completed or Not Completed FY20 Accomplishment: CompletedCL o Environment: Restoration-Irma Recovery ¢' CJ CJ Action:The Department of Budget and Finance will analyze projections, actual expenses, insurance proceeds and FEMA reimbursements to ensure funding is available to repair and replace County assets that were damaged from Hurricane Irma Performance Measure: FEMA reimbursements Target Metric: Percent of Hurricane Irma expenses reimbursed FY20 Accomplishment: 84%as of 10/31/2020 0 Department Goals,Actions and Measures: N Goal: Increase efficiencies and reduce costs by instituting a paperless purchasing and procurement process by the end of FY 2023. '✓ m Action: Implement an electronic quote process for small purchase procurements (under $50,000). Performance Measure: Proposal for an electronic quote process for small purchase 76 procurements to the Budget Director Target Metric: Completed or Not Completed CL FY20 Accomplishment: NA Explanation: Due to COVID 19,we had to change our focus from the small purchase procurements to our Competitive Bid Solicitation Process. In addition to implementing �+ Virtual Bid Openings,we had to create a process to receive the bids electronically. This ca new process will continue to be used even after the pandemic, as this was an action we planned for after the completion of the quote process for small purchase procurement. o ca 2 Action: Utilize Workflow to support a paperless requisition and purchase order process. Performance Measure: Phase One of the process to procure a new Finance System. CD Target Metric: Completed or Not Completed CD cv FY20 Accomplishment: Completed >- Action: Implement an archival system on Alchemy that eliminates retaining paper copies of competitive bid solicitations. Performance Measure: Competitive bid solicitations retained digitally on the Alchemy < system 47 Packet Pg. 136 D.1.d Target Metric: Completed or Not Completed FY20 Accomplishment: NA Explanation: Due to the change in the Competitive Bid Solicitation process that resulted �+ m from the pandemic,we are now receiving all bids electronically,thus eliminating the need for this action item. CL Goal: Increase efficiencies and reduce costs by eliminating all paper retention of administrative documents by the end of FY 2023. Action: Utilize Alchemy to retain documents and eliminate paper copies. Performance Measure:Administrative documents retained digitally on the Alchemy system Target Metric: Completed or Not Completed FY20 Accomplishment: NA C Explanation: The pandemic created a need for documents to be sent electronically, eliminating paper copies. We responded by recreating our paper forms into electronic forms that included the use of Adobe Digital ID. Also, the new Finance System is going to eliminate most of these forms, as the information collected will be entered into the Finance System and available for retrieval at any time. Action: Utilize Workflow to eliminate paper and expedite the routing process for Budget Transfers and new processes that may be implemented in the future. Performance Measure: Phase One of the process to procure a new Finance System Target Metric: Completed or Not Completed FY20 Accomplishment: Completed Action: Create a paperless reimbursement process for grant sub-recipients. CL Performance Measure: Proposal to the Clerk's Office for a paperless reimbursement process for grant sub-recipients N Target Metric: Completed or Not Completed FY20 Accomplishment: Completed Explanation: Completed and in place ca 2 r_ Action: Implement an electronic application for SAPAB grant applications. o Performance Measure: Electronic application process implemented for SAPAB grant applications Target Metric: Completed or Not Completed FY20 Accomplishment: Completed Action: Automate the process for disaster-related procurement. Performance Measure: Disaster-related procurement process is paperless 48 Packet Pg. 137 D.1.d Target Metric: Completed or Not Completed FY20 Accomplishment: Completed m 0 Goal: Increase efficiencies and reduce costs by creating a decentralized budget process by CL the end of FY 2020. 2 Action: Train key staff throughout the County on how to maximize the use GovMax. Performance Measure: Complete Govmax training for identified key county staff Target Metric: 90%of identified staff FY20 Accomplishment: NA Explanation: Due to COVID 19,we had to postpone moving to a decentralized Budget process. The pandemic started at the beginning of the Budget cycle at a time when o everyone was working from home. Preparing a budget while working remotely can be °— challenging. Working together we made it happen. Action: Provide training on how to better manage department budgets. 0 Performance Measure: Provide budget management training to identified departments N Target Metric: Completed or Not Completed FY20 Accomplishment: Completed m Goal: Improve efficiencies and reduce costs by implementing electronic time sheets FY 2023. Action: Collaborate with appropriate departments to configure the system to meet the 76 County's needs. Performance Measure: Phase One of the process to procure a new Finance System. Target Metric: Completed or Not Completed CL FY20 Accomplishment:Completed Goal: Improve efficiencies and reduce costs by implementing available automated processes in the new financial system, by the end of FY 2023. 2 Action: Collaborate with appropriate departments to configure the system to meet the County's needs. Performance Measure: Phase One of the process to procure a new Finance System. CD CD Target Metric: Completed or Not Completed C44 FY20 Accomplishment: Completed 49 Packet Pg. 138 D.1.d Building Department Mission Statement: To protect public health and safety, property, and the environment by providing an efficient, effective, CL and considerate permitting and code administration system in accordance with the Monroe County Code CD and the Florida Statutes that is consistent with and furthers the Monroe County Comprehensive Plan. Department Description and/or Services Provided: Provides planning, reviewing, and permitting services for compliance with the Florida Building Code the m p g, g, p g p g Monroe County Code, and all other life safety codes. Coordinates unsafe structure abatement with the Code Compliance Department and the Office of the County Attorney. Provides inspection services in accordance with the Florida Building Code. 0 Provides a contractor licensing and testing program. N Provides staff support for the Contractors Examining Board and the Board of Adjustment and Appeals. pp g 1 pp Provides coordinated administration and enforcement of County's Floodplain regulations including management of the County's Flood Insurance Inspection and Compliance Program. Department Goals, Actions and Measures: 76 LL Monroe County BOCC Strategic Plan Areas of Concern and Priority related Actions: CL Quality of Life:Viability- Wind and Flood Insurance Rates Action:The Building Department will submit a repetitive loss study, drainage maintenance plan developed by the Engineering Department, and a stormwater facility analysis that projects impacts to drainage features based on sea level rise to FEMA to apply for a Class 4 Community Rating System (CRS) score,thereby increasing the community-wide flood insurance costs by 30%for a projected annual increase in savings from$5,135,345 to $6,156,964 for late 2020. Performance Measure: Complete submissions of Stormwater Facility Analysis; Repetitive Loss Study; Drainage Maintenance Plan to ISO. CD N Target Metric: Completed or Not Completed >- FY20 Accomplishment: Completed 50 Packet Pg. 139 D.1.d Action:The Building Department will explore the application of freeboard up to three feet(3')total. This freeboard requirement would mandate up to an additional three (3) feet of height over and above the Base Flood Elevation requirements for all �+ m development in Special Flood Hazard Areas (SFHAs) in Monroe County. Performance Measure: Complete exploratory work on application of new freeboard CL requirement and present to Board of County Commissioners Target Metric: Completed or Not Completed FY20 Accomplishment: Not Completed Explanation: Preliminary presentation related to additional three feet of freeboard presented to BOCC on 2/20/2019. Further progress is on hold until the County processes new flood maps for adoption. On 6/17/20,the Board directed staff to appeal °a the new flood Maps, based on an analysis by Woods Hole Consultants. 0 Action:The Building Department will work with FEMA to unveil the new Flood Maps, promote public awareness through community meetings, gather public input and communicate that to FEMA. Performance Measure: Increase public awareness and understanding of the new Flood Maps throughout Unincorporated Monroe. Target Metric: Completed or Not Completed FY20 Accomplishment: Completed y Department Goals,Actions and Measures: Goal: Increase the Departments internal hurricane preparedness for a more effective and professional response in an emergency 76 r- Action: Develop and implement an Internal Hurricane Preparedness Plan for distribution CL to staff explaining what is expected of them as storms develop and threaten. Performance Measure: Update Plan with development of GIS Damage Assessment Tool Target Metric: Completed or Not Completed FY20 Accomplishment: Completed Goal: Increase Departments ability to respond efficiently to workload demands through increased cross training of the team. Action: Plan Reviewers and Inspectors to gain cross discipline certifications Performance Measure: Number of staff who possess cross discipline certifications o Target Metric: 50% in the 15Y of 2 years cv FY20 Accomplishment:80%(includes Flood certification) Action: Certification of Customer Service Representatives as Permit Technicians. Performance Measure: Number of Customer Service Representatives certified as Permit Technicians Target Metric: 35% in the 15Y of 2 years 51 Packet Pg. 140 D.1.d FY20 Accomplishment: 14%in the 1"of 2 years. Explanation: COVID delayed progress in this area. CL ca 0 0 CL m cn ca 2 c 0 CN CD CD u 52 Packet Pg. 141 D.1.d Code Compliance Department Mission Statement: The mission of the Code Compliance Department is to enhance and sustain the quality of life of citizens CL and the environment through effective, expeditious, and equitable enforcement and compliance with CD _ building, zoning, land development, environmental, and other codes and ordinances that protect public health, life, safety, welfare, and natural resources. ¢' Department Description and/or Services Provided: The Code Compliance Department performs field inspections and investigates complaints relating to ordinance violations. • Prioritizes violations related to unsafe structures, work without permits, land clearing, sewer connections, and vacation rental violations • Coordinates removal of abandoned vehicles/vessels, trash & debris, maintenance of overgrown lots • Issues Courtesy Notices for less egregious violations and/or Notices of Violation • Emphasis is placed on voluntary compliance but will proceed with enforcement measures y to achieve compliance y • Provides assistance and information to Special Magistrate and the public regarding W Monroe County Code of Ordinances • Coordinates litigation efforts with the County Attorney's office • Provides collections of fines/liens • Coordinates with Real Estate Industry when sales of properties with violations or fines occur r- Department Goals, Actions and Measures: CL Monroe County BOCC Strategic Plan Areas of Concern and Priority related Actions: Quality of Life:Community Character-Illegal Transient Rentals Action: Code Compliance will prioritize vacation rental enforcement, dedicate personnel to utilize software to identify illegal vacation rentals,will enhance the educational component of illegal vacation rental enforcement and work toward encouraging property owners to obtain permits for vacation rentals o Performance Measure: Proactively identify and cite illegal or unpermitted vacation cv rental cases to be presented on a monthly basis before the Special Magistrate; attend citizen meetings upon request to discuss VR regulations. u- Target Metric: 25-30 cases per month; attend 100% FY20 Accomplishment: Target met 53 Packet Pg. 142 D.1.d Environment: Conservation-Nearshore Water Quality Action: Code Compliance will dedicate personnel to ensure wastewater connection �+ m compliance. Performance Measure:Assign adequate personnel resources to wastewater connection CL to ensure compliance U Target Metric: Completed or Not Completed FY20 Accomplishment: Completed CO Environment: Conservation-Strengthen Strategic Environment Partnership(i.e.-FL Keys National Marine Sanctuary,Army Corp, etc.) Action: Code Compliance will work with Florida Keys Aqueduct Authority(FKAA) and Key Largo Wastewater Treatment District(KLWTD)to ensure properties are connected ' to central wastewater upon availability Performance Measure: Cite all properties referred to the department by the utilities for failing to connect to the central wastewater system. Target Metric: 100%of referrals FY20 Accomplishment: Target met y m Environment: Protection-Enforcement of Regulatory Statutes:local,state and federal Action: Code Compliance will establish an annual meeting between local, state and federal enforcement agencies operating in Monroe County, to review regulatory 76 changes from each annual legislative session Performance Measure: Successful hosting of annual meeting in FY20 CL Target Metric: Completed or Not Completed y FY20 Accomplishment: Not Completed Action: Code Compliance will focus on the adjudication of the remaining Irma related cases for unsafe structures, work without permits, work beyond the scope of permit, and land clearing 0 Performance Measure: Schedule cases before the Special Magistrate on a monthly basis. Target Metric: 50 cases per month FY20 Accomplishment: Target met and exceeded N c� Department Goals,Actions and Measures: Goal: Strengthen Department Communication, Cohesion and Direction 54 Packet Pg. 143 D.1.d Action: Hold Bi-monthly all staff meeting in Marathon focused on department policies, procedures, current issues as appropriate Performance Measure: Hold bi-monthly staff meetings in FY20 Target Metric: Five staff meetings in FY20 FY20 Accomplishment: Target metCL o Action: Update Department SOPS Performance Measure:Assign senior staff to review/revise key departmental SOPS in FY20 Target Metric: Completed or Not Completed FY20 Accomplishment: Not Completed a, 0 C Action: Recruit two new code inspectors with expertise in complex violations related to 2 land use and environmental regulations Performance Measure: Hired Target Metric: Completed or Not Completed FY20 Accomplishment: Partially Completed Explanation:Only 1 new inspector hired due to COVID related budget constraints y CL 0 2 r- 0 cv cv 55 Packet Pg. 144 D.1.d Corrections Facilities Department Mission Statement: The Correction Facilities Department provides 24-hour, routine and emergency maintenance to three CL detention facilities, three substations, a Headquarters building and Hanger. Department Description and/or Services Provided: The Monroe County Correction Facilities Department consist of ten personnel ranging in maintenance skills from plumbing to locksmith who provide the best support services for maintaining multiple well- m functioning and safe facilities throughout Monroe County. Our methods of assessment includes regular on-site inspections and preventative maintenance of our facilities, maintaining regular dialog with relevant Monroe County Sheriff's Office(MCSO)staff and professionals to ensure Accreditation standards are being met and/or improvements are communicated to guarantee efficient standards and compliance _ are met. The Correction Facilities Department provides 24 hour, routine and emergency maintenance to three detention facilities,three MCSO substations,the MCSO Headquarters and MCSO hanger at the Marathon N International Airport. We work closely with contractors on large capital improvement projects and self- perform small in-house jobs. p • Provide routine maintenance to all MCSO buildings. • Ensure that all accreditation standards are met by Correction Public works employees. • Assist with the development of new MCSO buildings and improvements. r_ Department Goals, Actions and Measures: CL Monroe County BOCC Strategic Plan Areas of Concern and Priority related Actions: Environment: Conservation-Strengthen Strategic Environment Partnership(i.e.-FL Keys National Marine Sanctuary,Army Corp, etc.) 0 Action: Corrections Facilities will reduce water consumption by installing I-Con water control equipment on all toilets, showers and sinks C 0 Performance Measure:Water reduction equipment installed. CD Target Metric: 50%of the equipment installed. cV CD FY20 Accomplishment: 40%of the equipment installed >_ Explanation: Delayed due to 000ID Economy:Workforce- Workforce Transportation-Alternative Solutions Action: Corrections Facilities will work towards a car pool for employees to reduce the carbon footprint and offer Alternative transportation solutions for the Workforce. 56 Packet Pg. 145 D.1.d Performance Measure: Increase the amount of work shifts employees carpool Target Metric: 80%of shifts FY20 Accomplishment; Target not met Explanation: Four of the County employees from the Stock Island Detention Center setup to carpool, but implementation put it on hold due to COVID-19CL 0 Department Goals,Actions and Measures: U Goal: Improve staff capabilities for increased operational efficiencies Action: Provide staff development opportunities in skills needed by the department including lock smith training, HVAC and plumbing Performance Measure: Number of staff who acquire additional certifications Target Metric: 50%of the staff receive additional training FY20 Accomplishment: Target not met Explanation: Delayed due to COVID-19 0 Goal: Expand County-wide use of Facility Dude for increased efficiency for facility maintenance needs A Action: Enroll and train all County employees in the program Performance Measure:All County Employees enrolled and trained on FacilityDude Target Metric: 99%of employee enrolled, 80%trained. FY20 Accomplishment: 99%of employees enrolled, 15%trained Explanation: The number of those trained did not meet the target due to work responsibilities and lack of computer accessibility CL 2 r_ 0 cv cv 57 Packet Pg. 146 D.1.d Emergency Management Department Mission Statement: Emergency Management is committed to serving our community with the highest level of life and CL property protection to meet the needs of our residents and visitors in the Florida Keys. Department Description and/or Services Provided: Emergency Management provides planning, preparedness and coordination of response activities to CO events that might impact the infrastructure of Monroe County or the safety of its residents and visitors, such as: 0 • Hurricanes, tornadoes,waterspouts; • Mass immigration; • Hazardous materials accidents; • Terrorist activities; • Large fires; • Air crashes; .N • Civil disorders; • Possible accidents at the FP&L Turkey Point Nuclear Power Plant; y • Nuclear attack. m Department Goals, Actions and Measures: 76 Monroe County BOCC Strategic Plan Areas of Concern and Priority related Actions: Quality of Life:Viability-Address Infrastructure concerns related to Climate Change and CL future storm resiliency Action: Emergency Management will improve communications network redundancies as identified in the Hurricane Irma After Action Report by developing an ARES (Amateur Radio Emergency Services) communications network utilizing local volunteer radio operators to be deployed throughout the County during disaster. 0 Performance Measure: Number of ARES radio operator volunteers (6 total) identified in the Upper, Middle and Lower Keys o CD Target Metric:Two operators per geographic area cv FY20 Accomplishment: Target Met N Department Goals,Actions and Measures: E Goal: Improve County employee's ability to respond during activation. 58 Packet Pg. 147 D.1.d Action: County employees to train and exercise twenty (20) critical Emergency Management functions that have been identified as opportunities for improvement post Hurricane Irma. in m Performance Measure: Complete the of training and exercise of 20 identified functions Target Metric: 50%completion of identified functions by December 2020 0 FY20 Accomplishment: Target Met CL Explanation: As a result of COVID/TS Laura activation Goal: Promote the local mitigation strategy Action: Encourage increased mitigation activities throughout the County Performance Measure: Facilitation of 2 meetings of the Local Mitigation Strategy Work Group with an attendance of 18 partner members Target Metric: Completed or Not Completed FY20 Accomplishment: Completed Action: Increase public awareness and resiliency across the community. Performance Measure: Participate in public outreach speaking engagements Target Metric: 10 engagements y FY20 Accomplishment: Target met and exceeded y Explanation:6 public speaking engagements and weekly radio interviews W m CL 0 2 r- 0 cv cv 59 Packet Pg. 148 D.1.d Emergency Services Department Mission Statement: Emergency Services is committed to serving our community with the highest level of life and property CL protection to meet the needs of our residents and visitors in the Florida Keys. Department Description and/or Services Provided: Fire/Rescue: CO The Department plans for, responds to and mitigates the effects of emergency situations, including natural and man-made events. These responsibilities include: 0 • Fire suppression; • Aircraft Emergency Response (ARFF); • Advanced emergency medical response and transportation (air and ground); • Fire prevention and safety education; • Hurricane preparedness and emergency management; • Countywide firefighting and EMS training. Department Goals, Actions and Measures: y Department Goals,Actions and Measures: m Goal: Improve infrastructure for the delivery of Fire/EMS services to the Layton/Long Key and Sugarloaf communities. 76 Action: Resubmit funding request for construction of new Sugarloaf and Layton Fire Stations. CL Performance Measure: Successful submission of funding requests for construction of new fire stations on Sugarloaf(Station 10) and Layton (Station 18.) Target Metric: Completed or Not Completed FY20 Accomplishment: Completed Explanation: Requests submitted but not funded 0 2 C Goal: Reduce employee turnover by 20% and increase percentage of MCFR firefighters that o reside in Monroe County. cv cv Action: Continue to offer"local's tuition fee waiver"to qualified local residents to attend MCFR Training Academy and utilize our current fire training staff officers to provide coordination and instruction of fire minimum standards training program. Performance Measure: Continue local's tuition fee waiver program Target Metric: Completed or Not Completed FY20 Accomplishment: Completed 60 Packet Pg. 149 D.1.d Explanation: "Hot Shot" Program in place and progressing; 15 MCFR firefighters hired to date m 0 Goal: Improve the quality of fire and emergency medical services provided CL CD Action: Implement advanced training and stringent quality assurance standards; Performance Measure 1: Increase the percentage of state certified pump operators among field personnel. Target Metric 1:to 35% FY20 Accomplishment: increase to 30% Explanation: (34 out of 115); 34 POS Out of 40 limited positions by CBA Performance Measure 2: Implement an in-house EMS CIA program included within the scope of services in the Medical Director's contract. Target Metric 2: Completed or Not Completed FY20 Accomplishment: Completed Action: Increasing commitment to public safety and saving lives by increasing the number of county employees trained in CPR,AED and First-Aid. Performance Measure: Successfully train additional County employees in AED use, CPR, and basic first-aid. Target Metric: A minimum of 30 FY20 Accomplishment: Target met and exceeded Explanation: 14 trained in AED, CPR and basic first-aid; 150 county residents trained in Fire Extinguisher usage and Exit Drills in the Home CL Goal: Increase Promotion of Fire Safety and Prevention throughout Monroe County by: Action: Provide grade specific fire safety and prevention strategies utilizing approved School District objectives. Performance Measure: Deliver grade specific fire safety and prevention education to school aged children in Monroe County schools. Target Metric: a minimum of 500 FY20 Accomplishment: Target met Explanation: Completed educational outreach to daycares and grade schools for fire cv safety and NFPA's"Serving Up Fire Safety in the Kitchen."; Reached over 500 �- daycare/school age children Action: Reduce the number of preventable fire hazards through comprehensive pre- incident planning 61 Packet Pg. 150 D.1.d Performance Measure: Complete in-service company pre-incident plans on a minimum of 400 commercial businesses. Target Metric:A minimum of 400 in-service company pre incident plans performed. FY20 Accomplishment: Target met and exceeded o Explanation: Implemented new Fire Inspection software from ESO Solutions,;Inc.and CL combined existing Pre-Incident Planning with new model; Over 540 Company Pre- Incident Plans completed; Establishing new mapping of all commercial structures Action: Ensure that all pre-incident plans and inspections are entered into the fire reporting software Performance Measure: Entry of all pre-incident plans and inspections for commercial businesses into reporting software Target Metric: Completed or Not Completed FY20 Accomplishment: Not Completed Explanation: The identification and location of all commercial properties has not been completed; Utilizing crew/DFM's to assist in the actual population of properties/ongoing 0 Action: Improve availability of water sources b increasing installation of additional fire p Y Y � g hydrants (funding will be requested) Performance Measure: Install additional fire hydrants in Monroe County Fire Rescue response areas Target Metric: At least 10 FY20 Accomplishment: Target met and exceeded Explanation: Installation of new development/renovation commercial properties has exceeded the installation of 10 hydrants; No additional hydrants outside that scope have been installed; Current year not funded L ca 2 r_ 0 cv cv 62 Packet Pg. 151 D.1.d Employee Services Department Mission Statement: The Employee Services Department provides information, guidance, and programs to BOCC employees, CL Constitutional Officer employees, retirees, and the public in the areas of Human Resources, Group CD Insurance Benefits, and Workers' Compensation and Safety. Department Description and/or Services Provided: The department includes Human Resources, Group Insurance Benefits, and Workers' Compensation and Safety. Responsibilities include: Human Resources Administers personnel actions, position recruitment, policies and procedures, and employment ' law compliance for BOCC employees. Group Insurance Benefits Provides and administers health, prescription,dental,vision,and life coverage to more than 2,400 N BOCC and Constitutional Officer employees, retirees, and dependent spouses and children. Workers'Compensation and Safety Administers Workers' Compensation program for more than 1,700 employees and volunteers. Provides safety and training programs to all BOCC and Constitutional Officer employees. Department Goals, Actions and Measures: 76 LL Monroe County BOCC Strategic Plan Areas of Concern and Priority related Actions: CL None Department Goals,Actions and Measures: Goal: Administer competitive compensation and benefits programs to attract and retain a qualified and talented workforce. Action: Implement Evergreen market compensation and classification study r- recommendations o Performance Measure: Implement compensation study recommendations CD Target Metric: Completed or Not Completed CD N FY20 Accomplishment: Completed u- Action: Provide health plan choices that meet the needs of employees and retirees at different life stages Performance Measure: Provide health plan choices Target Metric: Completed or Not Completed 63 Packet Pg. 152 D.1.d FY20 Accomplishment: Completed Goal: Provide a safe work environment which contributes to a healthy and ready workforce. Action: Providing prompt medical care and appropriate compensation for employees o who experience a workplace injury or illness, including a robust return-to-work program. CL Performance Measure: Timing of medical care provided within 24 hours upon report of accident (Immediately for emergency situations). Target Metric: 100% t� FY20 Accomplishment: Target Met Performance Measure: Accurate handling of pay post-accident. Target Metric: <10 complaints/escalations per year for payment amounts or timing FY20 Accomplishment: Target Met and Exceeded Action: Conduct safety instruction to employees throughout the County. 0 Performance Measure: 6 safety courses provided throughout the year—at least 2 must N be open invitation to all employees (i.e. First Aid/CPR or Active Shooter) and up to 4 can be department specific/targeted. — Target Metric: Completed or Not Completed FY20 Accomplishment: Not Completed Explanation: Due to COVID in person classes were suspended midyear therefore 50% completed 76 Action: Conduct prompt incident and accident investigations to prevent recurrence. CL Performance Measure:Accident investigation completed within 14 days, unless y specifically extended by Director due to uncontrollable factors (i.e. awaiting physician report). Target Metric: 100% 0 FY20 Accomplishment: Target Met 2 C 0 Goal: Leverage software and technology solutions to improve efficiency in department processes. cv Action: Enhance the online Benefits enrollment platform which eliminates paperwork and data entry. Performance Measure: Platform changes are available for open enrollment Target Metric: Completed or Not Completed FY20 Accomplishment: Completed 64 Packet Pg. 153 D.1.d Action: Implement a web-based job application process, recruiting system,and applicant tracking module. Performance Measure:Web-based Applicant and Recruiting system implemented Target Metric: Completed or Not Completed FY20 Accomplishment: NA o Explanation: Delayed initially as a result of 0O0ID budget constraints and ultimately L priority shifted due to software acquired by the Clerk of Courts 0 0 m CL 2 r_ 0 cv cv 65 Packet Pg. 154 D.1.d Engineering Services & Roads Maintenance Department Mission Statement: The mission of the Engineering Services and Roads Department is to provide residents and travelers with CL visibly enjoyable, safe and well-maintained roads, bridges, sidewalks and pedestrian/bicycle paths on CD which to travel. Department Description and/or Services Provided: The department includes Engineering Services, Upper and Lower Keys Roads Maintenance Departments and Card Sound Toll Authority. Responsibilities include: • Management of engineering design, permitting and construction of county transportation infrastructure including roads, sidewalk, bridges,shared use paths and associated stormwater management systems. • Review of right of way permit applications, issuance of permits and inspection of work for conformance to county requirements. • Review of property development/redevelopment applications and road abandonment applications for impacts to county roads and rights-of-way. y • Performing ongoing maintenance on 312 miles of county-maintained roads and 26 bridges y including cutting vegetation, fixing potholes, cleaning storm drains, repairing roadway shoulders, addressing flooding complaints, installing signage, sweeping and maintaining bicycle and shared use paths. • Operating and maintaining the Card Sound Toll All Electronic Tolling System. Department Goals, Actions and Measures: LL r_ i2 Monroe County BOCC Strategic Plan Areas of Concern and Priority related Actions: CL Quality of Life:Viability-Enhanced Public Transportation Action:The Engineering Services and Roads Maintenance Department will improve existing transportation infrastructure to better serve alternative modes of transportation (bicyclists and pedestrians) as well as vehicular traffic. Performance Measure: Design phase of roadway improvement and bridge projects initiated will evaluate need to add sidewalks and/or bicycle facilities as part of the project scope(s); include in design scope wherever evaluation indicates need and inclusion is feasible based on site constraints and design guidance. `V cv Target Metric: Evaluate need for 100%of projects FY20 Accomplishment:Target met Quality of Life:Viability-Address Infrastructure concerns related to Climate Change and future storm resiliency 66 Packet Pg. 155 D.1.d Action:The Engineering Services and Roads Maintenance Department will develop county transportation infrastructure in a manner that considers and incorporates sea level rise adaptation and storm resiliency �+ m Performance Measure: Apply County's interim design standard adopted by BOCC as Resolution 028-2017 to determine target minimum roadway elevation for sea level rise CL adaptation during design phase for roadway improvement projects. Target Metric: 100%of roadway improvement projects FY20 Accomplishment: Target met ca Department Goals,Actions and Measures: Goal: Improve timing and delivery of road infrastructure maintenance services o Action: Implement GIS based roadway asset management and maintenance system to identify road assets, proactively plan maintenance, document work completed and budget for future needs. Performance Measure: GIS based roadway asset management and maintenance system in place Phase 1-FY20 Evaluate alternatives, identify and procure selected software system; initiate asset data collection and input into system. Target Metric: Completed or Not Completed FY20 Accomplishment: Not Completed Explanation: Software review has begun in collaboration with IT m 76 Goal: Extend service life of roads and reduce amount of money spent on asphalt road rehabilitation. CL Action: Implement proactive pavement maintenance program with treatments (other y than mill and resurface)to extend and improve asphalt life. Performance Measure: Develop multi-year program for surface treatment of recently resurfaced roads (past 5 years); Phase 1- FY20 procure contractor and perform treatment two subdivisions 0 Target Metric: Completed or Not Completed 0 FY20 Accomplishment: Completed Explanation: Phase 1 completed-ID and budget and scheduled IFY21 c� cv 67 Packet Pg. 156 D.1.d Facilities Maintenance Department Mission Statement: The mission of Facilities Maintenance Department is to maintain all county buildings, grounds CL constitutional offices, parks and beaches at the highest level of quality and in the most efficient manner CD to provide employees, citizens, and visitors with clean, safe and comfortable facilities. Department Description and/or Services Provided: The Facilities Maintenance Department maintains all of Monroe County's existing parks, beaches, boat ramps, and buildings. In addition to in house maintenance, Facilities also solicits requests for qualifications, proposals and solicitations for work from outside vendors. Facilities acts as an owner's representative for key stakeholders, and tracks and monitors scope, schedule and cost while maintaining budget. Department Goals, Actions and Measures: Monroe County BOCC Strategic Plan Areas of Concern and Priority related Actions: N Economy: Infrastructure-Quality of the Keys Experience- Upkeep of our attractions y including Environment, Historical Sites and Beautification m Action: The Facilities Maintenance Department will initiate a Park, Beach and Boat Ramp Informational Signage Project (i.e.-static signage, interactive information kiosks, 76 integration with the County's mobile app) in collaboration with Project Management, Sustainability, Environmental Resources, Extension Services, PIO and others as appropriate to improve the quality of our facilities and our resident and visitors' CL experience. y Performance Measure: Collaborated with appropriate departments to create a plan of action and request necessary funding in FY21 budget Target Metric: Completed or Not Completed FY20 Accomplishment: Not Completed Explanation: Delayed due to COVID response demands c, 2 Department Goals,Actions and Measures: Goal: Increased organizational efficiency through the selection and implementation of a `V consolidated work order system Action: PHASEI: Collaborate with appropriate departments on selection of new consolidated work order system Performance Measure: Collaborated with appropriate departments to choose an effective cross-departmental work order system Target Metric: Completed or Not Completed 68 Packet Pg. 157 D.1.d FY20 Accomplishment: Not Completed Explanation: Vendor meetings scheduled for March but delayed due to COVID budget constraints �+ m 0 Goal: Become proactive in preventative maintenance to reduce emergency/unforeseen CL repairs that result in increased costs and strain on resources 2 Action: Create a proposal for the creation of a Preventative Maintenance Team for each geographical area (Upper, Middle, Lower) generally comprised of 4-5 staff(Bi-lingual PM Clerk, plumber, electrician, carpenter and AC tech) and seek funding in FY21 Performance Measure: Proposal presenting and funding requested Target Metric: Completed or Not Completed FY20 Accomplishment: Not Completed o Explanation: Delayed due to COVID budget constraints Goal: Improve Workforce Recruitment Action: Support and Implementation for Evergreen recommendations as appropriate and identified by Employee Services N Performance Measure: Implement as recommendations as appropriate and available. Target Metric: Completed or Not Completed FY20 Accomplishment: Not Completed m Action: Increased participation in local job fairs 76 Performance Measure: Participate in all library hosted job fairs Target Metric: 100% FY20 Accomplishment: N/A L Explanation: No Library Job Fairs were held due to COVID Goal: Improve Workforce Retention 0 Action: Tuition Reimbursement for skills that will provide benefit to the department and County including Journeyman 1 and English as a Second Language courses r- Performance Measure: Support all reimbursements requests that support the o department and County objectives CD cv Target Metric: 100% CD FY20 Accomplishment: NA U- Explanation: No employees applied for reimbursement in FY20 69 Packet Pg. 158 D.1.d Fleet Management Department Mission Statement: The Mission of the Fleet Department is to provide fleet services,fuel, safe county vehicles,equipment and _ facilities in the most effective and efficient means possible. Department Description and/or Services Provided: The Fleet Department operated from three county garages located in Key West, Marathon,and Plantation ¢' Key. The Department maintains safety and environmental accountability of 3 garages, 3 large capacity fuel tanks with fuel pumps located at 3 separate fueling facilities in Key West, Marathon, and Key Largo. The Department provides safety inspections, maintenance, and repairs for approximately 850 units which include approximately 230 sheriff department units and more than 70 emergency power generators. Additionally,the Fleet Department: o • Acquires, replaces, and disposes of more than 600 county vehicle/equipment units. • Resolves manufacturers vehicle and equipment safety recalls. • Manages outside warranty and specialty contract maintenance and repairs. • Operates and maintains a preventative maintenance and repair tracking system, and a fuel management tracking system. • Accident Repairs Department Goals, Actions and Measures: Monroe County BOCC Strategic Plan Areas of Concern and Priority related Actions: Environment: Resiliency-Stormwater Solutions 76 Action: Fleet Management will expand the Department's current Storm Water Pollution r_ Prevention Plan (SWPP) into a comprehensive departmental program that includes CL County-wide training of fleet personnel and annual documentation of preventative actions used in maintaining hazard storage areas that can be used as a best practice by others in the community. v, Performance Measure: Departmental program established Target Metric: Completed or Not Completed 0 FY20 Accomplishment: Completed 2 C 0 Department Goals,Actions and Measures: CD cv CD cv Goal: Identify and promote ECO Driving practices for all county vehicle operators. >- Action: Provide ECO driving information bulletins for fleet department liaisons to share with department operators. Performance Measure: Send bulletins with every fuel bill and mass email Target Metric: 12 70 Packet Pg. 159 D.1.d FY20 Accomplishment:Target not met Explanation: Research, development and design of ECO Friendly Driving practices flyers completed. Project delayed due to COVID. Distribution of flyers began Oct FY21 �+ m CL 0 Action: Provide simple driving practices and basic operator maintenance steps that can 2 help save money and help protect the environment at the same time. Performance Measure: Send bulletins with every fuel bill and mass email Target Metric: 12 FY20 Accomplishment:Target not met ca Explanation: Research, development and design of ECO Friendly Driving practices flyers completed. Project delayed due to COVID. Distribution of flyers began Oct FY21 Goal: Reduce the consumption of fuel and carbon dioxide emissions for the Monroe County fleet through the promotion of best practices for operators and fleet management. 0 Action: Encourage reduced vehicle idling times when safe and practical. N Performance Measure: Send bulletins with every fuel bill and mass email Target Metric: 12 FY20 Accomplishment:Target not met m Explanation: Research, development and design of ECO Friendly Driving practices flyers completed. Project delayed due to COVID. Distribution of flyers began Oct FY21 76 Action: Encourage operators to check tire air pressure monthly. CL Performance Measure: Send bulletins with every fuel bill and mass email Target Metric: 12 FY20 Accomplishment:Target not met ca Explanation: Research, development and design of ECO Friendly Driving practices flyers completed. Project delayed due to COVID. Distribution of flyers began Oct FY21 0 2 r- Action: Encourage county vehicle operators to ease into acceleration and brake smoothly o around corners, avoid tailgating and rapid starts and stops. cv cv Performance Measure: Send bulletins with every fuel bill and mass email U" Target Metric: 12 FY20 Accomplishment:Target not met Explanation: Research, development and design of ECO Friendly Driving practices flyers completed. Project delayed due to COVID. Distribution of flyers began Oct FY21 71 Packet Pg. 160 D.1.d Action: Purchase fuel efficient replacement tires for county vehicles for all applications that are safe and practical. Performance Measure: Purchase Fuel efficient tires based on availability o Target Metric: Completed or Not Completed CL FY20 Accomplishment: Completed Action: Purchase and use re-refined motor oils in county vehicles;for all applications that are practical, and manufacturer warranty compatible. Performance Measure: Purchase and use re-refined motor oils in county vehicles Target Metric: Completed or Not Completed o FY20 Accomplishment: Completed Goal: Ensure all vehicles receive annual inspection according to scheduled parameters. Action: Provide vehicle/safety inspections and maintenance measurements through monthly"Preventative Maintenance Due" reports. Performance Measure: Conduct scheduled preventive maintenance on County vehicles Target Metric:At least 80% FY20 Accomplishment: Target met 76 Goal: Control surplus vehicle inventory at minimum levels. Action: Manage timely surplus vehicle sales and disposal. Measured by running surplus CL unit inventory reports. y Performance Measure: Reduction in number of units in surplus Target Metric: Less than 20 FY20 Accomplishment: Met 80%of target after five surplus auctions 0 Goal: Ensure efficient and effective operations through high quality fleet work order r- documentation. o cv Action: Manage and operate preventative maintenance and repair work order tracking system. Measured by running individual mechanics accountability reports,and by random review of individual work orders. Performance Measure: Monitor all direct hours charged to work order in FASTER Target Metric: Completed or Not Completed FY20 Accomplishment: Completed 72 Packet Pg. 161 D.1.d Goal: Expedite resolution of vehicle and equipment safety recalls. Action: Resolve of all manufacturer's vehicle and equipment safety recalls. Can be measured by viewing spread sheet data reports and saved documents for county vehicle recalls. CL Performance Measure: Ensure reasonable turnaround time on resolution of safety recalls Target Metric:within 30 days ¢' FY20 Accomplishment:Target met ca Goal: Ensure garages are subject to written inspections a minimum of 3 times annually and all repairs from inspection are completed and documented. o Action: Provide garage facility safety inspections; provide repairs from inspection. Can be measured by reviewing garage safety inspection files. Performance Measure: Regular inspection for each garage facility Target Metric: 3 inspections per facility, per year FY20 Accomplishment: Target not Met-Ongoing y Explanation: Documentation is in progress y Performance Measure: Complete repairs for each garage facility identified during safety inspections. Target Metric: 100% FY20 Accomplishment: In progress Explanation: Facilities Work Orders are created and scheduled upon discovery of repairs needed T CL Action: Provide routine facility inspections, clean up, and documentation; for all areas utilized for working with and/or storing oils, lubricants, and other hazardous materials. Performance Measure: Regular inspection, cleanup and documentation for each garage facility 2 Target Metric: Completed or Not Completed FY20 Accomplishment: Ongoing CD Explanation: This is an ongoing process. Routine inspections, cleanup as needed and N documented in SWPPP Spill Logs. 73 Packet Pg. 162 D.1.d Information Technology Department Mission Statement: Monroe County Information Technology (IT) provides efficient, reliable and cost-effective technology, CL data network, telephone and video services to County Employees, Constitutional Offices as well as other CD governmental offices, and in some instances, the public. Department Description and/or Services Provided: Services offered by the Monroe County IT department include: m • End user computing support from the Service Desk(e.g. desktops/laptops, monitors, phones, software, printers, etc.) • Technical support services for IT infrastructure (e.g. data center, networks, telecommunications, hardware, etc.) • IT applications support(e.g. enterprise software, business systems,web/integration) • IT services (IT project management, IT procurement) • TV broadcast and audio-visual needs through Monroe County Television (MCTV) Department Goals, Actions and Measures: y Monroe County BOCC Strategic Plan Areas of Concern and Priority related Actions: Quality of Life:viability-Address Infrastructure concerns related to Climate Change and future storm resiliency 76 Action: Information Technology will provide technical guidance and search for innovative alternatives to improve Monroe County's technical infrastructure for future CL storm resiliency y Performance Measure:Analyze, architect and implement communication improvements v, at the current EOC—making sure to incorporate newly viable technical innovations. Target Metric: Completed or Not Completed FY20 Accomplishment: Not Completed U Explanation: Ongoing as New Technology is Implemented. Additional communication 2 options in 2020 included new Iridium Go units to extend personal connectivity and the r_ addition of a HughesNet satellite connection in Marathon. o Action: Information Technology will develop and confirm design planning for Monroe `V cv County's planned EOC Operations Center Performance Measure: Provide IT expertise on design for new EOC Target Metric: Completed or Not Completed FY20 Accomplishment: Not Completed Explanation: Will be Completed upon completion of new EOC 74 Packet Pg. 163 D.1.d Department Goals,Actions and Measures: y m Goal: Assist other departments in researching, identifying and implementing automation _ opportunities CL CD Action: Assist the Planning Department in identifying and implementing an appropriate Electronic Plan Review application Performance Measure: Provide IT expertise on selection and implementation of new process system Target Metric: Completed or Not Completed FY20 Accomplishment: Not Completed Explanation: Due to COVID 19 budget considerations,the project was moved to 2021 0 and will be executed during the 2021 fiscal year 0 0 Goal: Improve Monroe County's technology security standards and tools 0 Action: Replace 90 Windows 7 computers with Windows 10 machines which are much v, more secure as well as significantly faster for everyday tasks Performance Measure: Replace identified computers Target Metric: 100% replaced FY20 Accomplishment: Completed m 0 Action: Replace our existing enterprise firewalls with more capable alternatives 76 Performance Measure: Replace enterprise firewalls Target Metric: Completed or Not Completed CL FY20 Accomplishment: Completed 0 Goal: Maintain, optimize and improve Monroe County's technical infrastructure 0 Action: Replace 35 of the 70 remaining 1-13C switches in the environment because of continuing performance challenges Performance Measure: Replace identified 1-13C switches 0 Target Metric: 50%of existing switches FY20 Accomplishment: Completed cv cv Action: Replace the 2 backup servers which were created from surplus equipment two years ago m Performance Measure: Replace identified backup servers Target Metric: Completed or Not Completed FY20 Accomplishment: Not Completed 75 Packet Pg. 164 D.1.d Explanation: Due to COVID 19 budget considerations,the project was moved to 2021 and will be executed during the 2021 fiscal year m 0 Action: Research, select and implement technology which would support a disaster CL recovery approach for critical server functionality(such as Community Plus) U Performance Measure: Implement disaster recovery capability for Community Plus Target Metric: Completed or Not Completed FY20 Accomplishment: Not Completed Explanation: Due to COVID 19 budget considerations,the project was moved to 2021 and will be executed during the 2021 fiscal year 0 Action: Replace aging and obsolete broadcast equipment in the Marathon BOCC chamber and broadcast booth Performance Measure: Replace aging and obsolete Marathon BOCC broadcast equipment Target Metric: Completed or Not Completed FY20 Accomplishment: Completed .2 CL 0 2 C 0 CD cv CD cv U 76 Packet Pg. 165 D.1.d Libraries Department Mission Statement: The mission of the Monroe County Public Library is to meet the changing needs of our communities for CL information, education and recreation, in a variety of materials, formats and technologies Department Description and/or Services Provided: The Monroe County Public Library has a unique place in Florida history, as the oldest Library in South Florida,with beginnings dated as far back as 1853.The Key West Branch,which became the Headquarters Library, moved into its present location in 1959, with a major expansion in 1992. The Marathon Branch began operation in 1962 and took up its current location in 1982.The Key Largo Branch was started in the Key Largo Civic Club Building in 1962, moving once in 1967, and taking up its current location in 1989. Islamorada's Branch opened in 1966, with expansions in 1983 and 1997. The most recent Branch was established in Big Pine Key in 1995,with an expansion completed in 2003.The County is ow in the process of planning a new Library building to replace the current Marathon Branch, with increased space to meet the growing needs of that community. Each branch reflects its own community,with its distinct interests and needs. N Libraryservice is ad valorem tax-based funded b the General Fund of the Monroe Count budget. Each Y Y g of the five branches provide on-site services six days and one evening each week, including internet service, and our website www.ke slibraries.or� provides 24/7 access to the full Library catalog, including m renewal and request services,as well as to our many databases.Our collection includes a variety of media, ranging from the traditional print through e-books and digital databases. The Library responds to the needs of users of all ages and diversity by providing equal, easy and open access to current materials and expanding services delivered in an efficient, timely, and professional manner by staff members who are friendly, helpful, and knowledgeable, in buildings that are inviting, CL comfortable, and fitted for technological growth and development. Our services include: • Free Library cards for County residents, providing access to all Library privileges 0 • Provision of books, periodicals, audio and video materials for circulation to Library patrons c, and in-house use • Programs for children, ranging from toddlers through school-aged, both in-house and through outreach activities • Programs for adults, covering a wide range of interests • Inter-Library Loan services to obtain patron-requested materials from libraries around the country • Reference services in person, by telephone inquiry, and through electronic transmission • Public access to internet information through a computer network; wireless access also available onsite • 24/7 access to the Library catalog through our website, providing off-site ability for patrons to renew and request Library materials 77 Packet Pg. 166 D.1.d • 24/7 access through the Library website to our collection of databases, free to our patrons • 24/7 access for our patrons to a growing collection of digital materials for downloading to a reading, viewing, or listening devices 0 Department Goals, Actions and Measures: CL Monroe County BOCC Strategic Plan Areas of Concern and Priority related Actions: Quality of Life: Community Character-Collaboration with municipalities and other synergistic agencies CO Action: The Library Department will create a community partnership with Florida State m Parks to create a program that will offer"Day Use Passes for Checkout" to our patrons Performance Measure: Day Passes available for checkout to patrons Target Metric: Completed or Not Completed FY20 Accomplishment: Not Completed Explanation: COVID's closures made this unfeasible.Will retain goal for coming year 0 Quality of Life:Viability-Address Infrastructure concerns related to Climate Change and future storm resiliency Action:The Library Department will work with Emergency Management, IT, and the County PIO to equip all Library buildings to serve as communication hubs before, during and after disaster situations. These hubs would be utilized as locations to collect and disseminate information to the public, providing internet access for communication 76 purposes, and more as appropriate and applicable. Performance Measure: Library Facilities established as communication hubs during CL declared County emergencies y Target Metric: Completed or Not Completed FY20 Accomplishment: Not Completed Quality of Life:Services to All-Services to Special Needs Populations highlighting Mental Health,Seniors, Drug Dependency/Opioid Crisis, Homelessness, Children/Teens in crisis r_ Action: The Library Department will provide a schedule of programs and speakers, o especially from inside the County, dealing with the Services to Special Needs CD CD Populations N Performance Measure: Special Needs Services program scheduled implemented Target Metric: At 3 branches FY20 Accomplishment: Not Completed 78 Packet Pg. 167 D.1.d Action: The Library Department will update print information (brochures) and train staff on programs available for social assistance at the Federal and State level, such as Florida Department of Children and Families/Access Florida for food stamps and other �+ m assistance, Florida Department of Economic Opportunity for Unemployment Compensation, Safel-ink Wireless for mobile phones, etc. CL Performance Measure: Material and training in place for social assistance resources at one branch Target Metric: Completed or Not Completed ¢' FY20 Accomplishment: Not Completed Action:The Library Department will prioritize community workforce support by training staff on employment databases local career services, resume creation, and provide well o equipped business, homework and job centers. Performance Measure: Workforce information available to all with 20% of staff trained and one dedicated center established in all branches Target Metric: Completed or Not Completed FY20 Accomplishment: Not Completed Explanation: However, during the COUID crisis the Libraries support the dissemination y of forms and other information related to loss of income and/or employment A Economy: Infrastructure-Quality of the Keys Experience- Upkeep of our attractions including Environment, Historical Sites and Beautification Action:The Library Department will provide improved access to cultural artifacts, 76 especially those reflecting the unique qualities of Keys history including updating the format of our oral history, lecture and event collection. CL Performance Measure: Key West Florida History staff work with branches in assessing collections and establishing priorities for preservation with two locations beginning digitization of their collection Target Metric: Completed or Not Completed FY20 Accomplishment: Not Completed Explanation: The Library will continue to work to this goal in the coming year o ca 2 Department Goals,Actions and Measures: Goal: Provide color copier and printing services cv Action: Lease color copiers ($20,000 for lease + $0.09pp service charge) for each Library location (Note that the library copier charges earned the General Fund $14,000 in FY18) m Performance Measure:Acquisition of color copiers is in process for all branches Target Metric: Completed or Not Completed FY20 Accomplishment: Not Completed 79 Packet Pg. 168 D.1.d Explanation: Due to COVID related purchasing freeze Action: Provide color printers for each Library location Performance Measure: Color printers in place at each library branch _ Target Metric: Completed or Not Completed CL FY20 Accomplishment: Not Completed `—' Explanation: Due to COVID related purchasing freeze Goal: Increase availability&circulation of language-learning materials/software Action: Purchase Mango for Public Libraries software (estimated $3800/year) Performance Measure: Mango Language product available to Monroe County Library patrons Target Metric: Completed or Not Completed FY20 Accomplishment: Completed Goal: Improve and increase communication and collaboration among Library Managers and N Supervisors Action: Schedule regular in-person meetings quarterly to address changing needs of our communities and developing Library trends and service expansion Performance Measure: Quarterly Inter-Library Manager/Supervisor meetings held via Zoom Target Metric: 3 meetings FY20 Accomplishment: Completed Explanation: The Library has met this goal-albeit virtually rather than in-person due to COVID CL _ Action: Establish a procedure and training to utilize ZOOM for meetings for Managers and Supervisors schedule as needed for collaborative meetings among staff working in similar service areas Performance Measure: Establish meeting procedures and provide training to all o Managers and Supervisors on ZOOM Target Metric: Completed or Not Completed FY20 Accomplishment: Completed cv cv Goal: Complete construction phase of the Marathon Branch Library and implementation of U_ move and transition plan Action: Secure additional staff necessary for safety and full service at all times in the new building. Such staff should be hired in advance of the move to begin training and to assist in the transition 80 Packet Pg. 169 D.1.d Performance Measure:Appropriate staff levels for transition to new branch facility Target Metric: Completed or Not Completed FY20 Accomplishment: Not Completed �+ m Explanation:Construction was delayed with a new anticipated opening date of June 2021 2 CL Action: Implement transition and move plan created in FY19 Performance Measure: Implementation of transition plan ¢' Target Metric: Completed or Not Completed CJ FY20 Accomplishment: Not Completed Explanation:Construction was delayed with a new anticipated opening date of June m 2021 0 Goal: Provide system-wide technological growth and development, to meet the changing needs ' of our communities in their quality of life 0 Action: Create Long-Term Technology Plan in collaboration with IT v, Performance Measure: Complete long-term Technology Plan Target Metric: Completed or Not Completed FY20 Accomplishment: Not Completed Explanation: Will retain for FY21 Goals 76 Goal: Increase usage of Children's Departments and Young Adult resources and environment to ir and encourage families, students, and teachers/tutors to utilize the library as a center that is appealing for all age groups CL Action: Create an effective learning environment for children and teens, providing computers, new flooring, comfortable seating, furniture that is attractive and engaging, creating a relaxed environment for encouraging teens to enjoy our resources Performance Measure: Remodel/Redecorate Children and Teen spaces at all locations Target Metric: Completed or Not Completed FY20 Accomplishment: Not Completed Explanation: Delayed due to COVID related budget constraints 0 Action: Provide a media gaming area where possible Performance Measure: Gaming area installed in at least one library facility >_ Target Metric: Completed or Not Completed FY20 Accomplishment: Not Completed Explanation: Delayed due to COVID related budget constraints 81 Packet Pg. 170 D.1.d Goal: Increase public participation on all age levels in an increased schedule of programs, classes, author presentations, arts and crafts, writing workshops, and similar offerings much in demand �+ m Action: Create an area for Maker Spaces,for such activities as digital photography,video _ editing, music production, web development, 3D printing, nautical navigation, with CL funding for essential hardware and equipment 2 Performance Measure: Creation of spaces at all locations Target Metric: Completed or Not Completed FY20 Accomplishment: Not Completed Explanation: Delayed due to COVID related budget constraints ca Action: Expand our offerings of computer and tablet classes across the system, as well as creative software usage Performance Measure: Increase number of computer and tablet classes Target Metric: Completed or Not Completed FY20 Accomplishment: Not Completed Explanation: Delayed due to COVID related budget constraints .N Goal: Implement more efficient use of existing material budget Action: Use circulation and other relevant statistics to increase and justify amounts spent in all collection areas and adjust collection purchases to reflect patron usage Performance Measure: Increase circulation per capita Target Metric: By 10% FY20 Accomplishment: Circulation fell by 6%in FY20 Explanation: Due to COVID, all locations were closed for approximately 2 months then CL reopened with circulation limited to only curbside;pickup of material and no in-person �+ visits. Taking these constraints into consideration is loss of ONLY 6%circulation is a stunning,achievement. ca 0 Action: Use circulation and other relevant statistics to trim and modify each branch list of Automatically Yours Authors; avoid unnecessary duplication or orders Performance Measure: Decreased duplication based on statistics of usage and a smaller o AY list, producing savings of funds in this area CD Target Metric: Completed or Not Completed CD N FY20 Accomplishment: Not Completed U_ Explanation: This goal will be rolled into FY21 Goal: Improve the quality of the Collections 82 Packet Pg. 171 D.1.d Action: Evaluate and use recognized sources for purchase recommendations, as well as patron and staff recommendations Performance Measure:Access for staff to preferred review sources and elimination of less valued sources Target Metric: Completed or Not CompletedCL o FY20 Accomplishment: Not Completed Explanation: This goal will be rolled into FY21 U Action: Weed all collections areas regularly, using CREW guidelines; fill gaps created by weeding as needed Performance Measure: Updated collection in areas of greatest change m Target Metric: Completed or Not Completed FY20 Accomplishment: Completed Explanation: This will become an ongoing standard practice. 0 Goal: Increase visibility and awareness of Library services in the community y Action: Expand the program of outreach activities, from daycare centers to adult care centers, presenting programs designed for each age group Performance Measure: Expand number of outreach activities Target Metric: Completed or Not Completed FY20 Accomplishment: XX Explanation: XX CL Goal: Cultivate a learning organization N Action: Invest in development and retention of staff by providing opportunities to learn new skills through continuing education, including attendance at library related conferences Performance Measure: Increase staff participation in professional development Target Metric: by 10% o FY20 Accomplishment: Not Completed Explanation: This will be rolled into'FY21 Action: Develop a process for regular and information and knowledge sharing within the organization 83 Packet Pg. 172 D.1.d Performance Measure: Implement a systematic process to track sharing of information and knowledge within the organization; survey staff on observed results or lack of results �+ m Target Metric: Completed or Not Completed FY20 Accomplishment: Not CompletedCL o Explanation: This will be rolled into'FY21 U Action: Encourage staff participation in professional State and national Library organizations and attendance at their conferences Performance Measure: Encourage staff to join State and National Library organizations and attending such conferences. Target Metric: Completed or Not Completed FY20 Accomplishment: XX Explanation: XX Goal: Enhance and improve public access to Library materials collections in all the branches 0 Action: Expand the training and role of the Cataloging Unit as a key support center in increasing and improving system-wide findability of materials �+ Performance Measure: Increase cataloging staff visits to branches �-- Target Metric:At least one visit to each branch m FY20 Accomplishment: Not Completed Explanation: This will be rolled into"FY21 CO CL 2 C 0 CD cv CD cv 84 Packet Pg. 173 D.1.d Planning & Environmental Resources Department Mission Statement: The Planning and Environmental Resources Department is responsible for the administration of the CL adopted Monroe County Year 2030 Comprehensive Plan and Land Development Code through review of CD all development proposals for compliance with these plans Department Description and/or Services Provided: Planning: The Planning and Environmental Resources Department fosters sustainable, quality development in Monroe County while conserving and promoting stewardship of the County's fragile environment and the unique character of its diverse island communities.The Department is responsible for the administration of the adopted Monroe County Year 2030 Comprehensive Plan and Land Development Code through review of all development proposals for compliance with these plans, including community character, growth management provisions and environmental compliance; and processing of amendments to the Comprehensive Plan and Land Development Codes based on changing conditions and applicant requests. The Department services also include transportation planning, administration of the County's affordable y housing programs, and Geographical Information Systems (GIS) administration for both the Department y and other County entities as needed. Environmental Resources: The Environmental Resources Office conducts review of applications for compliance with environmental regulations, such as: habitat identification, landscaping, storm water, land clearing and FEMA required review of potential endangered species impacts under the Permit Referral Process. Environmental 76 Resources staff works to protect the sensitive environment and endangered species of the county, in coordination with state and federal environmental agencies. In addition,this office works in coordination CL with the Monroe County Land Authority,the Land Steward, and the Florida Department of Environmental Protection on land acquisition initiatives for conservation and retirement of development rights. Marine Resources: The Marine Resources Office works to protect the nearshore marine environment, ensure public water access, and provide waterway infrastructure for the recreational boating public. The Office manages Boating Improvement Funds, and secures marine related grants, which are used to remove derelict vessels, maintain channel markers,and provide for pumpout service throughout the Keys. The Office also develops boating regulations, in coordination with FWC, for boater safety as well as anchoring and mooring management. cv • Marker Maintenance-$60,000 per year • Derelict Vessel Removal-$230,000 per year • Mobile Vessel Pumpout Program-$875,760 Environmental Restoration: The Land Steward manages the County's habitat restoration and improvement projects to enhance and preserve county-managed lands and partners with state and federal agencies on management issues.The 85 Packet Pg. 174 D.1.d Land Steward's focus includes invasive exotic species removal, habitat restoration, debris removal, and wildfire hazard reduction. The Land Steward also contributes to land acquisition efforts for both conservation purposes and retirement of development rights. 0 Department Goals, Actions and Measures: CL Monroe County BOCC Strategic Plan Areas of Concern and Priority related Actions: Quality of Life:Community Character-Smart Growth Action:The Planning and Environmental Resources Department will collaborate with FDEP on additional land acquisition for conservation and the retirement of development rights. Performance Measure: Ongoing collaboration with FDEP; 100% response to requests from FDEP related to acquisition within 7 days. Target Metric: Completed or Not completed FY20 Accomplishment: Completed Explanation: 100%of responses on time N Quality of Life:Community Character-Respectful Redevelopment A Action: Pending a 5-year Capital Improvement Plan (CIP) completion by OMB, the Planning and Environmental Resources Department will complete an Impact Fee study. Performance Measure: Completed Impact Fee Study 76 Target Metric: 50%Completed (assume 2 years) FY20 Accomplishment: NA Explanation: Determined it was no longer needed CL Quality of Life:Viability- Workforce Housing Action: The Planning and Environmental Resources Department will reserve 36%of ROGO allocations annually for affordable workforce housing units. 0 Performance Measure: Reserve identified ROGO allocations annually for affordable housing units Target Metric: 36%annually(averaged over the total ROGO allocations awarded through 2023) CD cv FY20 Accomplishment:Target met and exceeded N Explanation: Target Exceeded.The BOCC adopted policy changes in 2016 making all U_ affordable allocations available, removing the annual allocation process. For the last ROGO year,July 13, 2019 through July 12,2020,343 affordable allocations were E allocated (includes reservations),well above the target measure.To date,a total of 59 affordable allocations remain available. 86 Packet Pg. 175 D.1.d Action: The Planning and Environmental Resources Department will amend the y Comprehensive Plan and Land Development Code to require all affordable housing to be workforce housing. CL Performance Measure: Bring proposal to public hearing 2 Target Metric: Completed or Not Completed FY20 Accomplishment: NA Explanation: Policy direction to not pursue all affordable units as workforce housing. Previous amendments were withdrawn (and also failed within proposed Goal'109) but the proposed nonresidential inclusionary requirement amendment (currently being processed) includes workforce housing definitions to implement the nonresidential inclusionary mitigation requirements. o Quality of Life:Viability-Traffic and Road Safety on US1 Action:The Planning and Environmental Resources Department will advocate to secure funding for a Transportation Strategy Master Plan, incorporating intermodal transportation options, including mass transit, and climate change considerations to N increase transportation effectiveness and efficiency within the County. Performance Measure: secure funding �-- Target Metric: 100%funded at$350,000 m FY20 Accomplishment: Target met 76 ❖ Quality of Life:Services to All-Access to water for economy and recreation CL Action:The Planning and Environmental Resources Department, in cooperation with the y Project Management Department,will set aside BIF funding to prioritize the restoration of public boat ramps with the County. Performance Measure: Discussion by staff and/or BOCC of boat ramp restoration opportunities Target Metric: Completed or Not Completed FY20 Accomplishment: Completed C 0 CD cv CD ❖ Environment: Conservation-Nearshore Water Quality >- Action:The Planning and Environmental Resources Department will increase the annual number of vessel sewage pump outs to further improve and protect water quality. Performance Measure: Increase the vessel sewage pump outs Target Metric: Increase above previous year 87 Packet Pg. 176 D.1.d FY20 Accomplishment: Target not met Explanation: Decreased below previous year as a result of the temporary suspension of services due to contracting issues. �+ m 0 Environment: Protection-Nearshore Water and Benthic monitoring CL CD Action:The Planning and Environmental Resources Department will prioritize removal of derelict and sunken vessels Keys-wide. Performance Measure: Continue Derelict Vessel Removal program Target Metric: Removal of 100%of identified vessels annually FY20 Accomplishment: Target met m 0 Environment: Restoration-Irma Recovery Action:The Planning and Environmental Resources Department will implement planned housing assistance projects related to Hurricane Irma recovery. Performance Measure: Implement CDBG-DR,Tiny Homes, and HMGP projects. Target Metric: Completed or Not Completed y FY20 Accomplishment: Completed y Explanation: All three;projects are ongoing W Environment: Resiliency-Adaptation plans to help plant, animals and humans adapt to climate change impacts Action:The Planning and Environmental Resources Department will initiate the process 76 to define and identify proposed Adaptation Action Areas (AAAs) or a similar concept in r_ order to help address climate change impacts. CL Performance Measure:Apply for State Grant and Coordinate timeline for AAAs with �+ other sea level rise and peril of flood projects. Target Metric: Completed or Not Completed FY20 Accomplishment: Completed Explanation: Grants received and project underway ca Environment: Resiliency-Stormwater Solutions r_ 0 Action:The Planning and Environmental Resources Department will initiate and review CD Storm Water Management Regulations for consistency with best management practices, in anticipation of adopting updated regulations. Performance Measure: Hire consultant and initiate process Target Metric: completed or Not Completed FY20 Accomplishment: Completed Explanation: Consultant was hired with DEO grant funds, and completed all project deliverables. Updating regulations is in process.: 88 Packet Pg. 177 D.1.d Economy:Workforce- Workforce Housing Action:The Planning and Environmental Resources Department will begin the public y input process for implementation of inclusionary housing requirements for nonresidential and transient/hotel development and redevelopment within the County. CL Performance Measure: initiate public hearings Target Metric: Completed or Not Completed FY20 Accomplishment: Completed Explanation: Proposed nonresidential inclusionary requirement amendment is in process,with the first public hearing held on June 24, 2020 Economy: Infrastructure-Quality of the Keys Experience- Upkeep of our attractions including Environment, Historical Sites and Beautification Action:The Planning and Environmental Resources Department will expand environmental restoration and maintenance efforts on County owned and managed properties. Performance Measure: incorporate additional county owned land into management plan Target Metric: increase number/acres of property managed by County y FY20 Accomplishment: Target Met Explanation: Completed—increased property managed by County: 27 parcels (-9 acres) acquired by County for conservation purposes and 7 parcels (-2.5 acres) acquired by State and now managed by the County 76 Department Goals,Actions and Measures: CL Goal: Recruit a full Department staff based on our organizational chart. Action: Increase scope of advertising and promotion of open positions in various forums. Performance Measure: advertise in forums beyond county website and APA. Target Metric: Completed or Not Completed FY20 Accomplishment: Completed Explanation:Staff recruited and hired; but subsequent layoffs were necessary due to 2 COVID-19 impacts cv cv Goal: Provide improved career opportunities for existing staff. �- Action: Evaluate need for changes to structure of department. Performance Measure: Complete evaluation department structure Target Metric: Completed or not completed FY20 Accomplishment: Completed 89 Packet Pg. 178 D.1.d Action: Survey staff regarding their career goals and current Department opportunities. y Performance Measure: Complete staff survey Target Metric: Completed or not completed FY20 Accomplishment: Completed CL U Goal: Investigate project management software for use within Department to improve efficiencies. Action: Identify potential software options. Performance Measure: Identify potential software solutions for increased operational efficiencies Target Metric: Completed or not completed o FY20 Accomplishment: Not Completed Explanation: Budget restrictions related to COVID-19 precluded new software opportunities Action: Determine potential benefits vs costs of such programs. Performance Measure: Complete cost benefit analysis of software solutions for increased operational efficiencies y Target Metric: Completed or not completed FY20 Accomplishment: Not Completed Explanation: Budget restrictions related to COVID-19 precluded new software ' opportunities Goal: Promote and expand existing certification incentive program. CL Action: Educate existing and new staff on program details. v, Performance Measure:All Staff trained on certification incentive program Target Metric: Completed or not completed FY20 Accomplishment: Not Completed Explanation:Staff educated, but budget restrictions and purchasing freeze related to COVID-19 precluded approval of new certification incentive requests o ca 2 r- 0 Action: Identify additional certifications that could be beneficial to the Department. CD Performance Measure:Additional certifications identified for certification incentive N program Target Metric: Completed or not completed FY20 Accomplishment: Not Completed Explanation: Budget restrictions and purchasing freeze related to COVID-19 precluded approval of new certification incentive options 90 Packet Pg. 179 D.1.d Action:Advocate for inclusion of additional certifications in the program. Performance Measure:Advocate for inclusion of additional identified certifications Target Metric: Completed or not completed FY20 Accomplishment: Not Completed Explanation: Budget restrictions and purchasing freeze related to COVID-19 precludedCL o approval of new certification incentive options Goal: Maximize use of staff for most essential tasks Action: Consider and evaluate option of using contractors for additional Department tasks, such as biannual channel marker surveys. m Performance Measure: Identify cost and potential scope of work for contractor involvement Target Metric: Completed or not completed FY20 Accomplishment: Completed CL m 0 2 C 0 CD cv CD cv U 91 Packet Pg. 180 D.1.d Project Management Department Mission Statement: The Project Management Department's mission is to provide a standardized approach and successful CL delivery of capital funded, grant funded and government-mandated projects and programs. Department Description and/or Services Provided: The Project Management Department teams with our internal clients in order to provide the leadership and technical knowledge during the life cycle ever project follows conception, development, m g g Y Y p J p p ¢, construction, and operational transition. The Project Management Department provides our internal clients the information and resources needed to make informed decisions. The services we provide include: ' • Capital improvement Construction • Facility Relocation • Capital Expansion Construction • Cost Forecasting y • Scheduling Department Goals, Actions and Measures: Monroe County BOCC Strategic Plan Areas of Concern and Priority related Actions: Quality of Life:Viability-Address Infrastructure concerns related to Climate Change and future storm resiliency CL Action: The Project Management Department will develop a plan to standardize and y harden critical facilities back up generation. Performance Measure: Complete plan for standardization and hardening of Generators Target Metric: Completed or not completed FY20 Accomplishment: Completed U 2 C 0 Quality of Life:Services to All-Services to Special Needs Populations highlighting Mental CD Health,Seniors, Drug Dependency/Opioid Crisis, Homelessness, Children/Teens in crisis cv Action: The Project Management Department will assess current implementation status of ADA Master Plan and create multi-year completion calendar. Performance Measure: Complete assessment of ADA Master Plan and identify the next three years of projects. Target Metric: Completed or not completed 92 Packet Pg. 181 D.1.d FY20 Accomplishment: Completed Explanation: Survey all County Buildings and Parks and devolve ten year capital plan by location. �+ m ❖ Environment: Conservation-Reuse/Reduction/Recycling of solid waste CL Action: The Project Management Department will develop a plan to encourage construction site recycling Performance Measure: Implement plan for construction site recycling Target Metric: Completed or not completed FY20 Accomplishment: Completed ❖ Environment: Restoration-Irma Recovery o Action: The Project Management Department will complete the repair of damage done to County facilities during Hurricane Irma Performance Measure: Complete Irma related damage at all County facilities. Target Metric: 75% FY20 Accomplishment:Target met N Explanation: Will set goal of 85%next year ❖ Environment: Resiliency-Mitigation plans to help avoid climate change impacts m Action: The Project Management Department will create mitigation plans to help avoid climate change impacts 76 Performance Measure: Complete mitigation plan for County Projects to prevent damage to exposed mechanical systems and prevent wind driven rain intrusion. Target Metric: Completed or not completed CL FY20 Accomplishment: Completed ❖ Economy: Infrastructure-Quality of the Keys Experience- Upkeep of our attractions including Environment, Historical Sites and Beautification Action: The Project Management Department will complete the final phase of the o drainage project at East Martello 0 Performance Measure: Complete East Martello drainage project o Target Metric: Completed or not completed cv FY20 Accomplishment: Not Completed Explanation: Phase II will be completed in FY21 and Phase III in FY22 U- Department Goals,Actions and Measures: Goal: Increase the capacity for Emergency response among the Project Management Staff 93 Packet Pg. 182 D.1.d Action:All Staff will certify in 100, 200, 700 &800 ICS level Performance Measure:All staff certifications completed. Target Metric: Completed or not completed FY20 Accomplishment: Completed CL Action:All Staff will receive an assigned responsibility in case of a county-wide emergency Performance Measure:All staff know assignments during county-wide emergencies Target Metric: Completed or not completed FY20 Accomplishment': Completed Explanation: FY21 Staff to complete 10 classes aimed at better recovery preparation. CO IS-1000,1001, 1003, 1004, 1005, 1006, 1007, 1008, 1009 1010 or IS-552 through 559 as 0 Goal: Ensure continuity of operations, efficient processes and reduction in missed funding opportunities Action: Create an administrative alert system and calendar for essential Project Management department functions 0 Performance Measure: Department emergency alert system and calendar in place N Target Metric: Completed or not completed FY20 Accomplishment: Completed Goal: Create an archive for the purposes of records retention and storage Action: Create plan for digitization and migration of records utilizing state-mandated 76 "naming nomenclature" Performance Measure: Detailed and implementable plan for digitization and migration of Department records CL Target Metric: Completed or not completed �+ FY20 Accomplishment: Completed Explanation: 2021 will begin transition and cleanup of historical records with a target of 20%completion. 0 2 r_ 0 cv cv 94 Packet Pg. 183 D.1.d Social Services Department Mission Statement: The Social Services Department provides a holistic approach to case management, interim financial CL assistance, medical assistance, and other life-sustaining supportive assistance, to eligible individuals and families in need of these services throughout Monroe County. Department Description and/or Services Provided: The Social Services Department provides and manages the following services and programs: Assistive Device Loaner Program: Loan equipment to families and individuals who could not otherwise afford these item(s):wheelchairs, walkers, hospital beds, electric wheelchairs/scooters, shower chairs, bedside commodes, etc. Need- based, not eligibility-based. Bayshore Manor Assisted Living Facility: 16-resident facility supporting elderly citizens in maintaining their independence and avoiding nursing home placement by providing safe, competent, and caring residential services 24/7 in an assisted living, y home-like environment. Adult daytime respite services are also provided Monday through Friday from y 8AM to 5 PM for up to 10 seniors per day. Consumable Supplies: m Provide consumable supplies to eligible individuals who could not otherwise afford them: adult diapers or briefs, bed pads, wipes, disposable gloves, nutritional drinks, etc. Energy Assistance: The Low-Income Home Energy Assistance Program (LIHEAP) is a federally-funded program that helps CL low-income households with their home energy bills. Priority assistance is provided to households that include elderly citizens, at least one disabled individual, or very young children. Health Care Responsibility Act(HCRA) Program: The Health Care Responsibility Act(HCRA)was enacted in order to ensure that adequate and affordable health care is available to all Floridians. HCRA places the ultimate financial obligation for a qualified 0 indigent's out-of-county emergency care at a participating HCRA hospital on the county in which the qualified indigent patient resides. Social Services is responsible for determining HCRA eligibility. r_ 0 In-Home Services: CD Homemaking, Personal Care, Chore, Companionship for Elderly, Shopping Assistance, In-Home Respite, Facility-Based Respite, Group and Individual Caregiver Training are the primary services that Social Services employees provide to eligible elderly and disabled individuals throughout Monroe County. Legislatively Mandated Medicaid Reimbursement for Hospitals& Nursing Homes:Although the State of FL is responsible for the full portion of the state share of the matching funds required for Medicaid program,the State if required to charge the Countyan annual contribution in order to acquire a certain portion of these funds. 95 Packet Pg. 184 D.1.d Legislatively Mandated Indigent/Pauper Cremations and Burials: Cover final cremation or burial expenses for individuals who are deemed eligible as Indigent/Paupers m Medical Assistance: Pay for minor Medical or Dental Procedures in Emergency Situations o CL Monroe County Transit(MCT): Monroe County Transportation provides the elderly, disabled, and transportation disadvantaged a means of remaining independent by assisting citizens with para-transit(door-to-door) service. Citizens who are 60 years and older ride free. Nutrition Services: Hot,fresh, Congregate Meals provided Monday through Friday at four sites throughout Monroe County: * Key West o * Big Pine Key * Marathon * Key Largo Frozen, Home-Delivered Meals provided on a weekly basis to home-bound clients. Fresh fruits, vegetables and other grocery items delivered weekly as available. 0 Prescription Medication Assistance: Cover cost of prescription medications or over-the-counter medications as prescribed by a physician for eligible individuals who either have no insurance, inadequate insurance, or cannot afford the co- W payment. m Department Goals, Actions and Measures: 76 Monroe County BOCC Strategic Plan Areas of Concern and Priority related Actions: Quality of Life:Viability-Enhanced Public Transportation CL Action:Social Services will increase MCT's ridership across all areas of Monroe County, with a focus on increasing ridership in and around the Middle Keys, by a minimum of ten �+ (10) new registered riders. Performance Measure: Increased ridership for MCT 0 Target Metric: 10 new riders FY20 Accomplishment: Target Met C 0 CD cv Quality of Life:Services to All-Services to Special Needs Populations highlighting Mental Health,Seniors, Drug Dependency/Opioid Crisis, Homelessness, Children/Teens in crisis Action:Social Services will maintain 100%occupancy at Bayshore Manor for at least two (2) quarters. Performance Measure: Maintain full of occupancy at Bayshore Manor at least half the year 96 Packet Pg. 185 D.1.d Target Metric: 6 of 12 months FY20 Accomplishment:Target Met m Action:Social Services will ensure processing times for all Health Care Responsibility Act applications (HCRAs)that exceeds the state requirement in 100% of cases. CL CD Performance Measure: Exceed the state required processing time for HCRA applications in all cases Target Metric: 100% FY20 Accomplishment: Target Met Department Goals,Actions and Measures: Goal: Add more fresh meals into our rotation of frozen meals at the Key West Meal Site;thus increasing the freshly prepared meal offerings from one (1) fresh meal per week to three (3). ' Performance Measure: Increase the number of fresh meals served at the Key West Meal site Target Metric: 200% FY20 Accomplishment: Target Met while sight was open y Explanation: Sight closed in March 2020 due to COVID y Action: Hire a contractor or contractors who will be able to prepare high quality,fresh meals at an affordable price for our Key West Meal Site. Performance Measure: Hire contractor who will meet the needs of our Key West Meal site Target Metric: Completed or Not Completed FY20 Accomplishment: Completed Goal: Re-open the newly renovated Marathon Social Services office at 63rd CL Street that has v, been closed since Hurricane Irma. Action: Relocate staff member to the Marathon Social Services Office. Train staff member on expectations, community, program requirements, eligibility, etc. Performance Measure: Staff relocation and training for Marathon Social Services Office 0 Target Metric: Completed or Not Completed FY20 Accomplishment: Completed C 0 Action: Ensure that the successful food donation program from the Upper Keys Social Services office is initiated to even a minimal extent in the Marathon Social Services `V cv Office. Performance Measure: Food Donation program established at Marathon Social Services Office Target Metric: Completed or Not Completed FY20 Accomplishment: Completed 97 Packet Pg. 186 D.1.d Action: Begin to serve citizens immediately in the Marathon Social Services Office, producing at a minimum LIHEAP,Welfare Rent, Welfare RX, and In-Home Services cases. Performance Measure: Marathon Social Services Office operational and providing services to the community Target Metric: Completed or Not CompletedCL o FY20 Accomplishment: Completed 0 0 m C i2 CL 2 C 0 CD cv CD cv U 98 Packet Pg. 187 D.1.d Solid Waste Department Mission Statement: Solid Waste Management provides contracted services for collection and disposal of all solid waste in CL Unincorporated Monroe County. Department Description and/or Services Provided: Solid Waste Management provides Unincorporated Monroe County with a sustainable, environmentally sound and cost-effective service for municipal solid waste. Through education, cost management and m customer service, we will support the needs of the businesses and residents of Unincorporated Monroe County.Additionally, we promote "Reduce, Reuse, Recycle"through community events and help to assist in creating a viable and safe environment for future generations. • Municipal Solid Waste • Vegetation/Yard Waste • Construction Debris • Sludge v, • Pollution Control on County "Right-of Way' � • County Owned Transfer Stations (Key Largo, Long Key, Cudjoe) W m Department Goals, Actions and Measures: Monroe County BOCC Strategic Plan Areas of Concern and Priority related Actions: Environment: Conservation-Strengthen Strategic Environment Partnership(i.e.-FL Keys National Marine Sanctuary,Army Corp, etc.) CL Action: The Solid Waste Department will collaborate/work with other County Agencies & Municipalities to improve the environment by identifying areas and neighborhoods throughout Monroe County that are repeated illegal dumpsites. Performance Measure: Identified "illegal dumping" sites countywide in collaboration with municipalities and agencies. Target Metric: Completed or Not Completed FY20 Accomplishment: Completed o Explanation: Ongoing CD cv CD cv Environment: Conservation-Reuse/Reduction/Recycling of solid waste U_ Action: The Solid Waste Department will educate, inform and enhance the role that Reduce/Reuse/ Recycling of Solid Waste plays in our daily life, by helping to initiate programs in the schools and community to bring awareness of why, how and the benefits of recycling. 99 Packet Pg. 188 D.1.d Performance Measure: Created a school recycling program Target Metric At least three (3) schools in the Keys—preferably 1 in each area of upper, middle, lower. �+ m FY20 Accomplishment: Target not met Explanation: School closures due to COVID o CL Department Goals,Actions and Measures: Goal: Create Recycling Education Program ¢' CJ CJ Action: Hire Recycling Coordinator Performance Measure: Recycling Coordinator hired Target Metric: Completed or Not Completed FY20 Accomplishment: Not Completed C Explanation: Due to COVID related budget,reductions Action: Sponsor and/or create a visual presence at community events that focus on Reduce/Reuse/Recycle Performance Measure: Provide educational presence at community events Target Metric: 3 Events FY20 Accomplishment: 2 Events y Explanation: Ongoing A m Goal: Reduce and effectively manage illegal dumping sites/areas Action: Develop Outreach Programs/education; identify needs of Business/Private 76 sectors Performance Measure: Develop Outreach program for businesses Target Metric: Completed or Not Completed CL FY20 Accomplishment: Not Completed Explanation: In progress-50%completed y Action: Post signage and possible purchase of surveillance equipment where possible, at most problematic illegal-dumping sites Performance Measure: Signage installed, and surveillance equipment utilized, o Target Metric: at least 10 sites 0 FY20 Accomplishment: Target not met-ongoing Explanation: Signage and equipment installed at 5 sites cv Action: Placement of receptacle containers in heavily littered areas Performance Measure:Trash receptacles placed in most areas of littering U_ Target Metric: Completed or not completed FY20 Accomplishment: Not Completed m 100 Packet Pg. 189 D.1.d Veterans Affairs Department Mission Statement: The mission of the Veterans Affairs Department is to enhance the quality of life for veterans, survivors, CL dependents, and family members by assisting them in the preparation, presentation, and prosecution of CD claims for benefits and entitlements from federal, state, and local levels of government while advocating for veteran's interests in the community. ¢' Department Description and/or Services Provided: The Veterans Affairs Department has eight employees between its Key Largo and Key West offices providing services to approximately 8,000 full-time veterans, 2,500 seasonal veterans, military personnel, their survivors, dependents and family members in the Florida Keys. Department staff receive training per the Code of Federal Regulations Title 38, Florida Statute 292.11, and the Florida Department of Veterans Affairs. Each year the Veterans Affairs Department has over 18,000 client interactions while providing a wide variety of services including: N Monetary Compensation: • Service-related disabilities • Non-service connected pensions • Burial benefits • Survivor's benefits • Educational and vocational rehabilitation benefits 76 • VA home loan eligibility assistance • Appeals of any denied benefit CL Nonmonetary Benefits: • Military service medal, decoration, and award issuance or replacement • Military service records or document requisitions • VA Healthcare application assistance • Operate the courtesy Veterans Transportation Program • Documentation assistance in conjunction with the Department of Veterans Affairs for: o Disabled veterans license tags o Property tax exemptions o o Educational benefits o Commissary Privileges cv 101 Packet Pg. 190 D.1.d Department Goals, Actions and Measures: Monroe County BOCC Strategic Plan Areas of Concern and Priority related Actions: Quality of Life:Services to All-Services to Special Needs Populations highlighting Mental _ Health,Seniors, Drug Dependency/Opioid Crisis, Homelessness, Children/Teens in crisis CLCD C` Action:The Veterans Affairs Department will provide satellite services with limited hours in 2020 reaching the Veteran population of the middle keys. Performance Measure: Satellite services available for veterans in the middle keys Target Metric: Completed or Not Completed FY20 Accomplishment: Completed Explanation:Completed January 2020.Suspended March 2020 due to COVID-19 alternatively providing virtual;services. o Department Goals,Actions and Measures: Goal: Implement professional innovative technological advancements while reducing o environmental waste and creating a cost savings to the department Action: Employ efficient processes to streamline department productivity W Performance Measure: Reduce in-house workflow steps for veteran benefit management 9) Target Metric: 25% FY20 Accomplishment: Target met and exceeded at 50% r_ Action: Utilize innovative technology to reduce printing waste CL Performance Measure: Implement new technology to reduce printing in using applications and hardware y Target Metric: Completed or not completed �+ FY20 Accomplishment: Completed 0 Action: Establish a paperless process for most client services Performance Measure: Paperless processes implemented Target Metric: 75% FY20 Accomplishment: Target met and exceeded at 80% c� cv Goal: Augment internal department monthly statistical reporting practices for increased efficiency and collaboration Action: Consolidate reporting activities to a uniformed process utilizing technology Performance Measure: Internal reporting activities merged for tracking specialty services and appellate cases 102 Packet Pg. 191 D.1.d Target Metric: Completed or not completed FY20 Accomplishment: Completed m 0 Action: Educate staff on proper reporting practices CL Performance Measure:All staff trained in proper departmental reporting 2 Target Metric: Completed or not completed FY20 Accomplishment: Completed 0 CL m 0 C 0 CD cv CD cv U 103 Packet Pg. 192 D.1.d m c CL j5 5n"!"� U Roman Gastesi y County Administrator Prepared by the Office of Strategic Planning http //monroecount ®fl. ov/strate ic�lannin 1100 Simonton Street Key West, FL 33040 0 2 C 0 cv cv 104 Packet Pg. 193 D.1.e 2022 Strategic Plan Priorities- Live Townhall Survey and Public Input Opportunity Results of Survey Participants Monroe County held five Townhalls (via Zoom) to provide the public with the opportunity to y give feedback on strategic priorities for the upcoming fiscal year 2022. During the Townhalls, attendees had the opportunity to take a live survey and see real-time results, make comments on current strategic priorities and offer recommendations for new priorities. The feedback and CL survey results are detailed here for use by the Board of County Commissioners as they discuss CD 0) FY22 Strategic Priorities during the Special Meeting on May 251" at 10:30am. The BOCC's guidance and direction on FY22 Strategic Priorities will be used during the creation of the FY22 budget process to align the allocation of County resources with the strategic priorities of the community and the Commission. ca 0 5 Presentations with over 100 attendees and 85 participants in the live survey: • May 14, 2021, 9AM-- 35 participants • May 13, 2021, 12PM --13 participants • May 12, 2021, 5:30PM--18 participants • May 11, 2021, 3PM-- 7 participants • May 11, 2021, 10AM-- 12 participants y Survey Results: Participant Geography U) `t Upper Keys 0 ®, Middle Keys CL Lower Keys 1' 2 M Visitor }, }s U) CV + � N Are you a resident of...: Upper Keys 17 35% Middle Keys 5 10% Lower Keys 24 49% Packet Pg. 194 D.1.e Visitor 1 3 6% TOTAL 149 100% Your Vision Words for the Ideal Florida Keys: CL Frequency Ratio Response 2 17 16% Sustainable 12 11.5% Resilient 8 7.7% Clean 5 5% Affordable 5 5% Community 5 5% Paradise 4 4% Balanced 4 4% Quiet 3 3% Beautiful 3 3% Safe 2 2% Economically balanced 2 2% Environmental 2 2% Family 2 2% Local y 2 2% Uncrowded 1 1% Affordable housing 1 1% Affordable workforce housing 1 1% Challenged 1 1% Community-centered 1 1% Economic resilience 1 1% Family friendly — 1 1% Friendly 1 1% Fully staffed o 1 1% Healthy 1 1% Holistic approach CL 1 1% Less development U 1 1% Less garbage on side of road/ocean 1 1% Less tourism 1 1% Less traffic cV cv 1 1% Livable CD 1 1% Live 1 1% More concern for sea level rise m 1 1% Not overcrowded 1 1% Preserve 1 1% Protect natural beauty 1 1% Reliable utilities Packet Pg. 195 D.1.e 1 1% Residents 1 1% Retreat 1 1% Roadevevation 1 1% Stiltsville y 1 1% Unity of government 1 1% Unoverwhelmed 1 1% Venice CL 104 1 What do you believe should be the County's top priorities in the next 3-5 years? Please rank the following ca Traffic on US 1 & Road Safety 364 18.4% Water Quality 298 15.1% Growth Control/Over Development/Lack of Open Space 292 14.7% Affordable Workforce Housing 259 13.1% Building for Resiliency 232 11.7% Wind Insurance Rates 210 10.6% Hardening of Infrastructure such as cellular and utilities 200 10.1% Planning/Building/Code processes 125 6.3% N 1980 Ranked Priorities Traffic on US 1&Road Safety a°, M Water Quality Growth Control/Over Development/Lac... Affordable Workforce Housing 0 Building for Resiliency Wind Insurance Rates CL Hardening of Infrastructure such as... ' Planning/Building/Code processes N N CD What Would You add to the List of Priorities? E Rent control Things for kids to do Controlling Tourism Developing community via library sources Packet Pg. 196 D.1.e As areas are closed to tourists they are taking over our neighborhoods. How can we encourage people Improve parks and beaches Mental health resources Additional road waste cleanup Eliminate noise pollution: require all electric scooters, motorcycle and golf carts within 5 years. More programs for children. CL Highway beautification U CD In order to balance the Florida Keys we need to control who enters. Perhaps a fee or a pass Vacation rentals and community character Raising residential streets that experience yearly King Tide flooding between 45-90 consecutive days Crack down on people violating fwc laws Environmental protection More enforcement of illegal vacation rentals Less chains and big box stores o Noise from flights,traffic,traffic, bars restaurants - Utilities (no repeat of the day we lost all cell and internet) -More local access to waterfront An official government forum to discuss environmental and public health issues OVERTOURISM Too many flights overhead Too many cruise ships Too much traffic Changing the codes and permitting for structures that caused the most damage here in big pine Irma More emphasis on shopping local businesses Love the County Administrator more Preserving our Natural Environment y Tourists education -don't leave trash Less tourists less trash Support for non profits to build a cultural life More "quality of life" options and initiatives for residents, both young and old. Parks,garbage on the road, less on tourism ads _ Sea level rise mitigation protect sea level flooding of roads and properties; Canal restoration Lure big box stores for affordable shopping for locals 0 Green Business Certification Sales tax for projects CL TDC funding - less for advertising and more for capital projects code enforcement Workforce development; affordable activities for families; improve parks and beaches/recreation Fewer flights Cultural development More money spent on libraries N Vacation Rentals Sea Level Rise CD N Avoiding state preemption Over tourism infrastructural balance..........without it......we've got no base to thrive on Protecting Home Rule * Environmental protection * Removal of sunk boats * Walkways clear of litter * Bike pathway Beutification for key largo us 1 Environmental protection Packet Pg. 197 D.1.e As Monroe County seeks to address concerns over flooding created by rising seas, which would be your priority: A. Maintain Access to your home during periods of sea level with elevated roads 31 59.6% CL - B. Maintain Current Levels of taxes and not elevate roads to maintain U access during periods of sea level rise 21 40.4% 52 CJ CJ Does Public Transportation on US1 meet your needs? 2.5 out of 5 stars (48%) WHY? Frequency Frequency Frequency and the two buses don't meet up well in Marathon v, c� insufficient frequency during mornings and evenings Monroe does not provide public transportation in the Upper Keys and it's a big issue for residents More stops would be ideal Need local bus or trolley that goes up and down US1 hourly in Upper Keys Needs destination changes Not enough seats at prime times Number of stops Schedule Schedule and no safe place to pick up people (they are on the side of the road). Schedule and no shelter for bus stop Schedules. Too costly CL U Too few stops in our area What Could Monroe County Do Better? cv cv CD cv regulations regarding profanity flags at homes Obtain more grants that could be available to improve on housing, resiliency, road elevation,. Listen to all residents, not just those who are connected More education on how homeowners can hurricane proof their homes Charge more parks and beaches for out of town day trippers Get a better handle on tourism Too much TDC Packet Pg. 198 D.1.e Love the County Administrator more Encourage more public input. Sustainability Raise roads in my neighborhood County failed to address sea level rise since 2012. Now, they seek 100 yr solutions. Improve morale within county departments. More focus on cultural life such as libraries CL Focus on illegal vacation renatals and Air bnb's * Protect the fishery * Reduce litter * Enhance law enforcement * Focus on clean tourism Building dept Communicate more on what you are doing Less$for advertising, more $for environmental cleanup enforce noise ordinance. less trash in environment. protect enviromemt Improve code enforcement to beautify the keys Better protect our hammocks and native vegetation. Improve our park management. Less trash. my interactions with County Staff has always been satisfactory........99%of the time :) Community activities engaging MC employees.They are great people is time share the love :) — Add more trash and recycle bins on streets and more street cleaning Communicate with public We moved in sept. Wow great mtg. Great interaction.Thanks Providing locals waterfront access, resolving traffic issues (esp on weekends), cleaning roadsides. More park activities Public transportation in the Upper Keys Enforce Stormwater regulations after a home is built. Enforce noise ordinances Too many decisions made against the will of affected residents Beautification of the Florida Keys Clean up after tourists Building permits Monitor day trippers enforcing Monroe County codes for buildings and especially piers 0 Control growth and tourism CL What Does Monroe County Do well? cv Zoom and hybrid meetings `CD V cv Library operations/services Public works staff always attentive Listening county employees are generally very approachable Parks upkeep Communication ; ) Great Sheriff's Department! We're a tough group to manage, good job Packet Pg. 199 D.1.e support developers Control crime Sheriff dept Focus on the environment,Trauma Star Growth management lack of answer... is NOT reflection of lack of Things Monroe County Does WelM............I will ne _ What you said CL Sharing information with the public 2 Continue to hold these planning townhall meetings Agree with the Sheriff's Office Has a great fire & police force Developed what appears to be great new library Maintenance of roads and bridges; improved drainage Planning for a resilient future. Virtual meeting participation. Attract tourists... Hold meetings. Do studies. work together o Library programming Communication with it's residents The tax rate. Support local non-profits and art Police, Fire, Libraries,Trash & Recycling, Hybrid BOCC meetings. Monroe C is in a constant mission to protect the keys and to keep everyone safe.Thank you! .2 The County Administrator and County staff are doing a great job to move us into the 21st century Strive for balance These surveys -you're awesome Celebrate our uniqueness The parks and beaches are great; and the libraries too! W Outreach on US1 radio Supports its military, police, and fire fighters Low taxes, CRS program to save residents$ Collaboration and communication with the municipalities has improved over the years The County is excellent. Keep up the good management Providing zoom and other opportunities for the public to participate in the governmental process now various county agencies do a pretty good job Hybrid bocc meetings o Allow public input at BOCC meetings CL Open Comment Thank you for your time today! cv the influx of people coming has increased faster than we can react. How do we protect the keys `V cv in relation to beautification, we need to be aware of protecting our unique keys animals and plants Great job this was a good zoom and look forward to the next one. thank you Sight Line on US1- "green corridor" blocks views and not ideal Promote a new culture that encourages open discourse on environmental issues Stop kicking the can down the road and address roads with regular and repetitive flooding Packet Pg.200 D.1.e c c� CL CL cv cv CD cv u Packet Pg.201 5/25/2021 MONROE COUNTY STRATEGIC PRIORITIES FOR FY22: BOCC WORKSHOP 5/25/21 ot OP REVIEW, UPDATE & REAFFIRM THE MONROE COUNTY BOCC 2020-2025 STRATEGIC PLAN PRIORITIES: 5/25/2021 HOW DO WE TURN CONCERNS INTO SOLUTIONS? STRATEGIC PRIORITIES RESOURCE ALIGNMENT„....,„1 Strategic Resource Priorities Lit Allo cation Action • -) • ) 4 5/25/2021 Create a Shared Vision Build Consensus on Top Priorities Outline a Path for Results Commit to Action with Resource Allocation 5 Create a Shared Vision 6 5/25/2021 f-_ "' 3a ancea ('cvflIeLLa � LAfaais� ay :>>,< c_�aan Live n y� ;ja �i.. es(itent f r ��Uork ,"J��r K - Aal�ie Comm�n�t � F ,,. � �?autiful f ( n amda Aiott 3e avtiful__., v(sc amity a \ILO 6t, local Liue Environmental Welcomin Sa"e .O. „,, 9 �or�abe . 7 . C°MMUN,t QUALITY '� � OF LIFE N.z J� Z n Lo m ENVIRONMENTECONOMYJ s 4 5/25/2021 .0") Creating a Better Life EveryDay for Everyone in the Florida Keys ri As we listen to our collective body of stakeholders in our Florida Keys, it is apparent that we are a community in search of balance. Our economy, environment and quality of life should not be competing interests. Rather, they must be integrated and work in harmony. The only way to achieve this is via a consensus building process that establishes a sense of reciprocal trust and common commitment among diametrically opposed stakeholders. - Roman Gastesi, Monroe County Administrator I,! 5/25/2021 Create a Shared Vision Build Consensus on Top Priorities Outline a Path for Results Commit to Action with Resource Allocation 11 COMMUNITY INPUT IN FY2019 • o/ \ a. 6) 443 13 Town 826 41 Individual Residential Halls led by Responses to 23 or Dept. Responses& County 6 Social Online Presentation Media Polls Meetings Survey w/ 846 with 1505 23 Business Administrator y with 94 Attendees Responses and SMT people votes Cast 12 6 5/25/2021 w STAFF & BOARD INPUT IN FY2019 t„„, Senior Management BOCC Team €' J J 13 COMMUNITY PRIORITIES: (IDENTIFIED IN 2017 SURVEYS) Traffic/Road Safety/Pedestrian Safety Affordable/Workforce Housing Growth Control/Over Development/Lack of Open Space Water Quality Wind Insurance Rates 14 5/25/2021 ' / J girth Control/Over Development Traffic & Road Safety on• US1. later Oucli 15 2018 Ranking Of Priorities by Respondents AFFORDABLE/WORKFORCE HOUSING 24% GROWTH CONTROL iOVERDEVELOPMENT/LACK OF OPEN SPACE 21% TRAFFIC ON US I&ROAD SAFETY 19% WATER QUALITY 12% WIND INSURANCE RATES 2£ BUILDING FOR RESILIENCY HARDENING FOR INFRASTRUCTURE SUCH AS CELL SERVICE AND UTILITIES n PLANNING/BUILDING/CODE COMPLIANCE PROCESSES 5 5.. 15'. 1 5%a 2 CP • 2 51 16 O 5/25/2021 Top Priority by Geography 35% • 3096 25% 20% 15% .'. .P,, 10% 1 0% o i s.�a� yas poa �� `¢y` e. a L h¢ es %oz a`¢c `ace ¢Qso 4Jr (Q a°coo �¢\OQco J�,9! ys oa\oyo FQ\ac` ��J`¢ Jrcf`o �aa�\¢\ \��`a a��oc ¢`o `c�sa� 0 0 . ` L� toc v. ccc cV� .cQ+ cP a ¢c` ($ `r cc�eo •aca Q\ao Q ■LK ■MK •UK ■ALL 17 / / Community Character • Smart Growth • Respectful Redevelopment • Collaboration with municipalities&other agencies • Illegal Transient Rentals QUALITY OF LIFE• . • Workforce Housing • Traffic and Road Safety on USl AREAS OF • Enhanced Public Transportation CONCERN & • Address Infrastructure concerns related to Climate Change and future storm resiliency PRIORITY • Wind&Flood Insurance Rates Services to All Parks and Recreation mit • • Access to Water for economy and recreation • Services to Special Needs Populations highlighting Mental Health, Seniors,Drug Dependency/Opioid Crisis,Homelessness,Children/Teens in crisis 18 Q 5/25/2021 •Coral Reef conservation •Nearshore Water Quality •Strengthen Strategic Environment Partnership(ie-FL Keys National Marine Sanctuary,Army Corp,etc) •Reuse/Reduction/Recycling of solid waste ENVIRONMENT•• •Enforcement of Regulatory Statutes:local,state and federal •Nearshore Water and Benthic monitoring •Pursue Protective Ordinances AREAS OF CONCERN & •Canal Protection PRIORITY 1=111111111111111111111 - 11111111111 •Irma Recovery •Canal Restoration •Nearshore Water Quality and Benthic Restoration •Florida Bay and Everglades projects and advocacy — Resiliency •Adaptation plans to help plant,animals and humans adapt to climate change impacts •Mitigation plans to help avoid climate change impacts •Stormwater Solutions 19 Workforce • Workforce Housing • Workforce Transportation- Alternative ECONOMY: Solutions AREAS OF CONCERN & ---- Infrastructure PRIORITY • Quality of the Keys Experience- Upkeep of our attractions including Environment, Historical Sites and Beautification • Tourism Transportation- Alternative Solutions dihiu 20 10 5/25/2021 Create a Shared Vision Build Consensus on Top Priorities Outline a Path for Results r! Commit to Action with Resource Allocatio 21 Strategic Plan Department Plans Individual Plans 22 7-1 5/25/2021 Strategi Nan Managem- Department Plan Plans Individual Plans 23 Commit to Action with Resource Allocation 12 5/25/2021 Turning Challenges into _ Solutions Strategic Resource PrioritiesAlr Allocation Action )K )• 25 \'"<.i WHY PRIORITY BASED BUDGETING? PRIORITY BASED BUDGETING (PBB) IS A PROCESS USED BY GOVERNMENT TO DEVELOPMENT A STRATEGIC BUDGET THAT ALIGNS SPENDING WITH PRIORITIES WHILE PROVIDING FLEXIBILITY IN ORDER TO MEET CHANGING NEEDS. THE FIRST STEP IN IMPLEMENTING PBB IS TO IDENTIFY PRIORITIES WHICH SERVE AS HIGH-LEVEL, OVERARCHING OBJECTIVES FOR THE ORGANIZATION AND ARE REPRESENTATIVE OF THE COMMUNITY AND COMMISSION'S PRIORITIES. THESE PRIORITY OBJECTIVES PROVIDE THE FOCUS FOR STAFF IN THEIR TACTICAL PLANNING OF PROGRAMS,SERVICES AND ACTIONS THAT WILL LEAD TO ACHIEVING THOSE OBJECTIVES IN MEASURABLE OUTCOMES. PBB WILL HELP US DEFINE OUR PRIORITY OBJECTIVES AND CREATE A BUDGET BASED ON ACHIEVING THOSE OBJECTIVES. ..` `' - .,,,, y — . .. ' 0 dip ) 26 13 5/25/2021 AS WE APPROACH FY22 RESOURCE ALLOCATION . . . ARE OUR PRIORITIES STILL THE SAME? 5 TOWN HALLS, 100+ ATTENDEES, 85 PARTICIPANTS IN SURVEY Participant Geography 6% 35% ■Upper Keys 49% Middle Keys ■Lower Keys ^:- r ■Visitor 28 14 5/25/2021 FY20 wiiiiiiiill iiiimi Growth Control/Cwe Development Water Quality Water Quality Affordable Workforce Housing ARE THESE -PRIORITIES RANKED CORRECTLY? Ranked Priorities Traffic on US 1&Road Safety Water Quality 15.1% Growth Control/Over Development/Lac... 14.7% Affordable Workforce Housint. 13.1% Building for Resilience 11.7% Wind Insurance Rates 10.6% Hardening of Infrastructure such as... 10.1% Planning/Building/Code processes 6 3% i 30 5/25/2021 -""I'le N anted r r (Ibj'Visi . , t LoCal2ay (flbIeay Pare., ' I CJeAnLive i.4 es► ten tPa okeWOrKC mmkiri i ti Mork It Fami rtj1ULs(t local L►ve Env,ronmental Ael( omill Y Safe i-Wo� be .,. 31 WHAT WORDS CLeaw WOULD YOU USE ,__., TODAY. . . .----"' .,. ., , :,..\,.......,•,..,, \ae, _ „.s,:, %, , , „ sv-st''''" „..., . , .. ,,,...i : ;.,,, ,..,,,-.,,, ......, , ., 32 16 5/25/2021 e 7 (ze ARE THERE NEW PRIORITIES? e PYoteel �Yese �at�Y° Co ��G w v�d to C . e MAXC mew a�a�ter YespuY�es !� .. 33 V-e,'"G\a o DOES PUBLIC TRANSPORTATION ON US1 MEET NEEDS? # of Mops 5/25/2021 _ - ROAD ELEVATION VS. . , CURRENT TAX ....., .. , ., . .. ., . , -._) 35 0oCr) Prefer rzoa of - -o ro re fe►� Loss ELevati,o1A, to of Access to a MP 1,1A;t01 i,w ---' Tax IA/crease Access ,, , v.„73 ,_ 36 18 5/25/2021 le al, �Ss L�& o �� , yes � �ezo �� °se ki lea cs o WHAT CAN WE DO BETTER? - -L c o ,wlc,atLo ��C` �6J't1�e In the-p�bL,G c �� ._, wLt is ._,% Sues �,CA� c- La' ��e at ciln a�� , goc 6,- �� eel, qL spa �� s WHAT DO WE DO WELL,,.,,,,te,,6,0,, 9 Go t� tie P�bLtc �,1L 5/25/2021 Areas of Concern, Priority Issues & Initiatives Illhih.. For FY22 - .......i ........, ,„ . _, ,......) 39 j ... so Now What? .,. r:x 5/25/2021 Create a Shared Vision Build Consensus on Top Prioritie - Outline ;a. *.a or •-esurot s Commit to Action with Resource Allocation Measure Outcomes for Results 41 COMMUNTI- 44/� QUALITY aCt— 9' Kimberly Matthews O TZ Sr. Director of Strategic Planning Monroe County m Matthews-Kimberly(G7monroecounty-fl.gov 305.587.3683 . ENVIRONMENT ECONOMY 42 2020-2025 BOCC Strategic Priorities and Areas of Concern: L Quality of Life: Areas of Concern & Priority a. Community Character- i. Smart Growth i. Respectful Redevelopment it Illegal Transient Rentals iv. Collaboration with municipalities and other synergistic agencies b. Viability- i. Workforce Housing A. Traffic and Road Safety on US1 iii. Enhanced Public Transportation iv. Address Infrastructure concerns related to Climate Change and future storm resiliency v. Wind and Flood Insurance Rates vi. Public Safety through Education c. Services to All- i. Parks and Recreation A. Access to water for economy and recreation B. Services to Special Needs Populations highlighting Mental Health,Seniors, Veterans, Drug Dependency/Opioid Crisis, Homelessness,Children/Teens in _. crisis d. Resiliency- i. Adaptation plans to help humans adapt to climate change impacts A. County Infrastructure- Roads Elevation,Stormwater Drainage Solutions,Critical Infrastructure Elevation and Floodproofing iii. Residential Homes Elevation 2. Environment: Areas of Concern & Priority a. Conservation- i. Coral Reef conservation i. Nearshore Water Quality R. Strengthen Strategic Environment Partnership(i.e.-FL Keys National Marine Sanctuary,Army Corp,etc.) iv. Reduce/Reuse/Recycling of solid waste b. Protection- i. Adherence to and Enforcement of Regulatory Statutes: local,state and federal i. Nearshore Water and Benthic monitoring ii. Pursue Protective Ordinances k Canal Protection c. Restoration- s. Irma Hurricane or Storm Event Recovery A. Canal Restoration iii. Nearshore Water Quality and Benthic Restoration N. Florida Bay and Everglades projects and advocacy DI d. Resiliency- i. Adaptation plans to help plants and animals awd-humans adapt to climate change impacts a Mitigation plans to help avoid climate change impacts on habitat 3. Economy: Areas of Concern & Priority a. Workforce- I. Workforce Housing i Workforce Transportation-Alternative Solutions b. Infrastructure- i. Quality of the Keys Experience- Upkeep of our attractions including Environment, Historical Sites and Beautification n. Tourism Transportation-Alternative Solutions c. Economic Resiliency- i. Mitigation plans to help avoid climate change impacts on economic drivers B. Business Floodproofing