Okaloosa County BOCC — February 12, 2013 (meeting #1122) — reading text

multiplied with the types of repairs required changing from the routine to the extreme. More labor hours and parts will be required as the vehicles and equipment continues to age. The increasing shop workloads will make it necessary to add employees while the cost for parts and commercial repairs keep rising. The anticipated poor fleet performance will result in a sharp increase in costs to county departments, lost productivity for the crews that depend on vehicles and equipment, and a high level of overall dissatisfaction with vehicle and equipment performance. Relief will come when the County resumes purchasing replacement vehicles and equipment. The rate of improvement will be dependent on how many units above norm we buy to offset years of no replacements. 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 and visit our community. 28 Packet Pg. 68  4.a.A FLEET OPERATIONS GOALS, OBJECTIVES & STRATEGIES Goal 1 Keep an old fleet’s down-time to a minimum. Attachment: 2013-2014 Strat Plan (1360 : Overview of Proposed FY 2014 Strategic Plan and Board Direction) Objective: To keep costs low as possible while maintaining reasonable downtimes. Action/Strategies a) Compile price comparisons for parts and vendor services to ensure best values are acquired. b) Provide budget for technical training to ensure personnel maintain high quality skills. c) Manage competing priorities as needed. d) Seek out and hire highly qualified technicians. e) Produce monthly and quarterly reports to evaluate performance. f) Assure adequate staffing for service demands. Goal 2 Upgrade aging fleet. Objective To replace outdated and worn equipment as funds become available. Action/Strategies a) Develop a critical needs prioritization list. b) Create specifications that ensure adequate sized unit replacements. c) Use green technologies where feasible d) Develop guidelines for purchase of used units. e) Create specifications to maintain fleet standardization. 29 Packet Pg. 69  4.a.A GROWTH MANAGEMENT MISSION STATEMENT Attachment: 2013-2014 Strat Plan (1360 : Overview of Proposed FY 2014 Strategic Plan and Board Direction) The Growth Management Department (GM) develops and implements the county's statutorily-mandated Comprehensive Growth Management Plan and enforces its associated Land Development Code as adopted by the Board; reviews building permit applications and conducts inspections to ensure compliance with the State Building Code and Fire/Life Safety Code as required by state law; regulates and enforces the 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 Packet Pg. 70  4.a.A 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. Attachment: 2013-2014 Strat Plan (1360 : Overview of Proposed FY 2014 Strategic Plan and Board Direction) 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 Packet Pg. 71  4.a.A 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 Attachment: 2013-2014 Strat Plan (1360 : Overview of Proposed FY 2014 Strategic Plan and Board Direction) 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 Packet Pg. 72  4.a.A 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 Attachment: 2013-2014 Strat Plan (1360 : Overview of Proposed FY 2014 Strategic Plan and Board Direction) 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