Okaloosa County BOCC — 2013 meeting #1122 (date undetermined) — 2013-2014 Strat Plan — reading text

licensing of the construction trades to ensure consumer protection; coordinates the development and implementation of the Eglin Growth Management Plan and Eglin Joint Land Use Study to ensure the long-term viability of the County's military installations; identifies and administers state and federal grants to provide transportation, housing, and other services to the financially disadvantaged; develops and implements the County-wide Local Mitigation Strategy to ensure allocation of disaster recovery and mitigation funds; and oversees the county's participation in the National Flood Insurance Program and Building Permit Community Rating System programs that enable the issuance of flood insurance and provide a substantial reduction in rates for the County's homeowner and flood insurance policy holders. VISION STATEMENT Economic conditions over the next five years will remain challenging, so GM will face difficult decisions regarding the allocation of its limited resources, and must be cognizant of the fact that the increasingly anti- government, anti-tax sociopolitical climate will make it extremely difficult to generate additional revenue through fee increases and other typical methods, and that traditional sources of grants may not be available. Against this backdrop the department will, over the next five years, be faced with opposition to allowing development and re-development within or adjacent to existing neighborhoods due to fears of disrupting the existing community fabric, while also ensuring that wholly new development outside existing urban centers has or can provide the necessary services and infrastructure, and is located such that it does not threaten the viability of the county's military installations through encroachment. The department must also continue to find ways to assist the economically disadvantaged in finding transportation and housing, and to ensure its continued favorable standing for its floodplain and building permit review Community Rating System insurance rankings. The 30 department will meet these challenges through continued cross-training and use of staff within and between its cost centers, continual refinement of its regulatory processes in order to encumber less staff time and reduce waiting time for applicants, and the careful, justifiable adjustment of its fee schedule to better recover costs. OPERATIONS PHILOSOPHY We believe in being helpful, reliable, open, honest, accessible, responsive, and well informed. We are problem solvers who believe in teamwork and personal commitment and who pay particular attention to cost- effectiveness and fiscal responsibility. We have respect and appreciation for the public and are dedicated to providing the highest quality services for all who live in or visit our community. INSPECTION DIVISION GOALS, OBJECTIVES & STRATEGIES Goal 1 Provide the most cost-effective and customer-convenient building permit process within the division’s means Objective To upgrade permitting software to allow use of credit cards to pay for permits and inspections no later than the third quarter of Fiscal Year 2014 Action/Strategies a) Work with Information Systems Department (IS) to identify most cost-effective method of upgrading server and other hardware b) Install necessary updates and upgrades without impact to permitting program Objective To initiate online permitting, no later than last quarter of Fiscal Year 2014 a) Work with Building Industry Association (BIA) to define most- desirable features of online permitting from the customer’s standpoint b) Work with IS to identify most cost-effective method of upgrading server and other hardware, if necessary c) Install necessary updates and upgrades without impact to permitting program 31  Goal 2 Ensure that record retention program complies with all applicable regulations while encumbering as little space as necessary while providing reliable record tracking and retrieval Objective To ensure that all relocated files to areas identified by Facilities Maintenance are appropriate for retention Action/Strategies a) During relocation, review all records and identify those that can be destroyed in accordance with applicable laws b) Investigate potential for record-scanning program; identify staff and other resource needs and begin implementation if program is economically viable CODE ENFORCEMENT DIVISION GOALS, OBJECTIVES & STRATEGIES Goal 1 Preempt the buildup of nuisance conditions in neighborhoods Objective To conduct four community cleanups – one per quarter Action/Strategies a) Secure funding, solicit volunteers, schedule date, obtain dumpsters, notify community about neighborhood cleanup b) Schedule date, recruit other county departments to participate, establish temporary storage location and gather documentation. Objective To preempt and remediate derelict property conditions a) By second quarter of Fiscal Year 2014, prepare and present to the Board property maintenance standards for incorporation into County code b) Notify homeowners associations and other stakeholders of standards c) Enlist building official assistance for determination of condemnation of unsafe structures 32  Goal 2 Enhance public safety and consumer protection by reducing incidence of unlicensed contracting and unpermitted construction activities Objective To begin conducting joint operations with Okaloosa County Sheriffs Office to prosecute unlicensed/unpermitted construction work no later than second quarter of Fiscal Year 2014 Action/Strategies a) Work with Okaloosa County Sheriffs Office to develop policies and procedures necessary to identify and verify unlicensed/unpermitted construction activity followed by joint prosecution by appropriate agency TRANSIT & GRANTS DIVISION GOALS, OBJECTIVES & STRATEGIES Goal 1 Provide the greatest level of fixed-route transit service possible in Fiscal Year 2014 with available local, state and federal funds as identified in the locally adopted Transit Development Plan Objective To identify dedicated funding source for fixed route operations Action/Strategies a) In conjunction with County’s contract transit service provider, propose and develop partnerships with municipalities b) Increase 2014 advertising revenue by 10% over 2013 c) Examine existing routes to identify efficiencies to reduce operating costs and examine existing fixed-route service for improvements that would encourage increased ridership Goal 2 Keep operating costs of paratransit and fixed-route transit service at lowest possible level Objective To continue to encourage paratransit rider shift to fixed-route service Action/Strategies a) Increase public awareness/education of fixed-route system through advertising, public service announcements and other appropriate avenues as funding permits 33  Goal 3 Maintain compliance with all rules and regulations as applicable to state and federal grant programs Objective To continually review, revise and update all plans and policies to ensure compliance with FTA/FDOT requirements Action/Strategies a) Continue to use the West Florida Regional Planning Council to assist with transit development b) Update the Board as necessary regarding any evolving opportunities and challenges Goal 4 Maximize use of grants to fund County projects with insufficient funding Objective To identify desired county projects presently deficient in funding Action/Strategies a) Maintain communication with all County departments b) Develop comprehensive needs list c) Utilize list for internal and external grant identification and development Objective To develop in-house grant application and management capability a) Continue to send appropriate staff to grant training seminars, and maximize use of webinars and other distance learning technology to develop proficiency in application and management capability b) Continue to monitor and direct grant consultant for current projects PLANNING DIVISION GOALS, OBJECTIVES & STRATEGIES 34 Goal 1 Produce effective flood insurance maps Objective To ensure that Flood Insurance Rate Maps (FIRM) for Okaloosa County do not replicate errors known to exist on the 2012 maps, and more accurately reflect the areas of potential flooding throughout the vulnerable areas of the community Action/Strategies a) Continue working closely with the Northwest Florida Water Management District and the Federal Emergency Management Agency as part of revisions to the FIRM currently in process Goal 2 Create Floodplain Management Guide Objective To create a “Floodplain Management Guide” as a public information service to help citizens understand why and how floodplain management is essential for the protection of people and property Action/Strategies a) Adapt the quick guide floodplain management publication from the State of Georgia as a public information asset for the County Goal 3 Use internet to provide communication Objective To provide additional and more easily accessible forms and information on the internet Action/Strategies a) Create form in pdf format that can be completed by an applicant and e-mailed to county staff by use of hyperlinks b) Ensure all forms and related information is updated in an accurate and timely manner Objective To create a more user friendly and interactive process for making maps available on the internet Actions/Strategies a) Work with Information Systems to update the County website so as to simplify the way citizens can check comprehensive plan and zoning information as well as flood maps and wetland maps 35 Goal 4 Revise Comprehensive Plan in response to ongoing changes to Growth Management laws Objective To amend the County’s Comprehensive Plan so as to be consistent with current state planning and development laws Action/Strategies a) Monitor any proposed “glitch” legislation during upcoming legislative sessions that might affect additional requirements coming out of the Community Planning Act 36  HUMAN RESOURCES MISSION STATEMENT The mission of the Human Resources Department (HR) is to develop programs, policies and procedures that enhance organizational effectiveness; ensure quality recruitment, retention, training, and development of employees and provide practical and effective solutions to workplace challenges. VISION STATEMENT Over the next several years, HR envisions increasing federal regulations will place greater employment mandates on the agency. The department will face increased compliance demands, increased claims and lawsuits resulting from additional regulations, a declining economy and declining revenues. This challenging environment will be met with renewed commitment by HR to set