2022-2026 Marion County Administrative Strategic Plan

II

EMPOWERING MARION

FOR SUCCESS

TABLE OF CONTENTS

ACRONYM LIST

EXECUTIVE SUMMARY

ORGANIZATIONAL EXPERIENCE

Employee Experience – Work Environment

Workload

Implement a HICARD store to Boost Employee Morale

Teleworking and Flexible Scheduling

Develop Electronic/Digital process for Document Management and Reduction of Paper Usage

E-signatures

Department Liaisons for Records

Document Management Manual

Document Management Training Program

Compensation

Competitive Wages

Benefit Options

Staff Development

Succession Planning

Leadership Development

Culture Coach

Security Awareness Training

Digital Training Platforms to Employees

Bridge the Leadership Gap

Customer Experience – Customer Service

Visibility

Evaluate New or Emerging Social Media and Enhancement Tools

Consistency

Implement a Method to Track Internal/External Customer Satisfaction

Communication

Improve External Communication

Improve Internal Communication

Public and Employee Messaging Systems

Advance Security Measures to Prevent Cybersecurity Threats

Advanced Endpoint Protection

Multi-factor Authentication for VPN

Password Management Solution for Employees

Privileged Access Management

RESOURCES & FACILITIES

Operations and Maintenance

Safety and Security

Signage and Wayfinding

Employee Memorial

Project Management

Identifying Future Needs

Rehabilitation Projects

Determine the Feasibility of a Marion County Government Center to Replace Aging Buildings

Expansion Projects

Highlighting Outdoor Assets

Creation of a Destination Application

Park and Community Trails Program

Infill Projects

Balancing Protection and Growth

Grants Policy

PLANNING & FUTURE GROWTH

Guide Future Growth and Housing

Prepare for Growth Demands

Florida Crossroads Commerce Park, within Marion Oaks, at Highway 484 West of Interstate 75

Northwest 49th Street Interchange, Between I-75 and the World Equestrian Center (WEC)

Silver Springs Shores Employment Areas

Identify and Evaluate Strategic Areas to Promote Easily Developed Properties

Develop Incentive Options for the Development of Housing in Identified Strategic Areas

Develop Architectural Standards in Identified Strategic Areas

Inform the Community

Improve Permitting Process Review

Evaluate Existing Processes

Evaluate Current Review Process

Create How-to Guides for the Public and Staff

Evaluate the Need for an Agent Position to Oversee Processes and Ensure Compliance

Compare Staffing Levels to Similar Communities

Analyze Current Urban Growth Boundary

Evaluation of the Urban Growth Boundary

Unified Departmental Development Front

Long-term Infrastructure Master Planning

Promote Infill within Marion Oaks and Silver Springs Shores

Evaluate Marion Oaks and Silver Springs as Planned Service Areas (PSA)

Identify Infrastructure Gaps

Incentivize Planned High-Density Development

Strengthen the Farmland Preservation Area

Create an FPA Inventory for Analysis

Family Division Analysis

Opportunity Zones & Farmland Preservation Overlap Analysis

Protect the Rural Character of the Farmland Preservation Area Through Buffering

Review and Modification of the Transfer of Development Rights Program

Review Comprehensive Plan

Strengthen our Planning Principles within Defined Boundaries or Areas

Create Standard Submission Requirements

Address Additional Inconsistencies Within Other Elements of the Comprehensive Plan

Consider Additional Planners or Consultants to Address All Sections of the Strategic Plan

Improve Broadband Service Countywide

Determine the Unserved Areas of the County and Develop a Granular Map of County Service Areas

Develop Potential Funding Strategies

Evaluate the Need for a Dedicated Position for the Coordination of Information

PUBLIC INFRASTRUCTURE

Provide for Existing Needs and Future Growth

Providing for Transportation and Utility Infrastructure

Establish plans for Ongoing Interdepartmental Coordination

Create Infill Incentives and Promote Economic Development Opportunities

Improve Solid Waste Infrastructure and Update Solid Waste Master Plan

Update Solid Waste Master Plan

Analyze Gate Rates and Capacity Limitations

Explore Universal Collection for Targeted Areas in the County

Protect Water Resources

Inform the Community

Wastewater Improvements

Water System Improvements

Stormwater Improvements

Funding Strategies

Determine Best Methods of Funding

PUBLIC SAFETY

911 Management & Public Safety Communications Upgrades

Implement ESInet

Regional Back-Up Plan

Implementation of Next Generation 911 Core Services

Implementation of Security Upgrades

Securing the Combined Communication Center

Enhance Cyber Security for Mission-Critical Systems

Radio System Upgrades & Refurbishment/Expansion of Existing Infrastructure

Radio System Upgraded to Multi-Protocol Label Switching (MPLS) and Ethernet from Transmission System 1 (T1) Lines to Provide Internet Protocol (IP) Simulcast

Refurbishment and Expansion of Existing Infrastructure

Expansion of the Radio System

Radio System Access Diversification

Manage the Increased Demand for Emergency Services

Addition of Resources

Complete Projection for New Station Location(s) Based on Growth and Other Factors

Community Paramedicine & Opioid Response

Promote Access to Community Wellness Resources

Provide Increased Access to Primary Care Resources

Increase Access to Care for Mental Health and Substance Abuse

Add Additional Community Paramedicine Resources Based on System Demand

Increase Animal Services’ Ability to Provide Services

Ensure Adequate Staffing Levels

Rehabilitate the Animal Shelter

Public Safety Equipment

Analyze the Need for Additional Apparatuses

Upgrade Fire & EMS Equipment

Fire Rescue Needs

Station and Facility Needs

MCFR Accreditation

Public Safety Regulations

Voluntary Sprinkler System Installation

Institute an Incentives Program

Alternative Firefighting Water Supplies

Establish Policies and Procedures for Areas which do not Contain Municipal Water for Fire Protection

Establish a Funding Mechanism to Address Water Supply in Established Areas Without Fire Protection or Municipal Water Mains

ACRONYM LIST

7-RF 7-Radio Frequency

ADA American with Disabilities Act

ASR Astro Site Repeater

BEBR Bureau of Economic and Business Research

BMAP Basin Management Action Plan

CAD Computer-Aided Dispatch

CEP Ocala Metro Chamber & Economic Partnership

CFAI Commission on Fire Accreditation International

CHIP Community Health Improvement Plan

CIP Capital Improvement Program

CPA Comprehensive Plan Amendment

CPSE Center for Public Safety Excellence dB Decibels

DEO Department of Economic Opportunity

DMS Department of Management Services

ECC Emergency Communications Centers

ED Emergency Department

EMS Emergency Medical Services

EPA Environmental Protection Agency

ERP Enterprise Resource Platform

FCC Federal Communications Commission

FCCP Florida Crossroads Commerce Park

FDACS Florida Department of Agriculture and Consumer Services

FDEP Florida Department of Environmental Protection

FDOT Florida Department of Transportation

FLUE Future Land Use Element

FPA Farmland Preservation Area

FTE Full Time Employee

FY Fiscal Year

GIS Geographic Information System

GSA General Services Administration

HB House Bill

HE Housing Element

HICARD Humbleness, Integrity, Commitment, Accountability, Respect, Discipline

I&I Inflow and Infiltration

IFAS Institute of Food and Agricultural Sciences

IP Internet Protocol

ISP Internet Service Provider

IT Information Technology

LRR Live Release Rate

Mbps Megabits Per Second (Internet Connection Speed)

MCFR Marion County Fire Rescue

MCPS Marion County Public Schools

MCSO Marion County Sheriff’s Office

MCU Marion County Utilities

MFL Minimum Flows and Levels

MMF Marion Mitigation Fund

MOU Memorandum of Understanding

MPLS Multi-Protocol Label Switching

MS4 Municipal Separate Storm Sewer System

MSBU Municipal Service(s) Benefit Unit

MSTU Municipal Service(s) Taxing Unit

NFPA National Fire Protection Association

NPDES National Pollutant Discharge Elimination System

NTIA National Telecommunications Information Administration

OCE Office of the County Engineer

OMCP Ocala/Marion Commerce Park

OPD Ocala Police Department

OSTDS Onsite Sewage Treatment and Disposal System

OZ Opportunity Zone

P25 Project 25

PLC Programmable Logic Control

PSA Planned Service Area

PSAP Public Safety Answer Points

PSC Public Safety Communications

SBI State Broadband Initiative

SCADA Supervisory Control and Data Acquisition sf Square Foot

SIP Stormwater Implementation Program

SOG Standard Operating Guideline

SSCRA Silver Springs Community Redevelopment Area

SSS Silver Spring Shores

SUA System Upgrade Agreement

SUP Special Use Permit

SWFWMD Southwest Florida Water Management District

T1 Transmission System 1

TBD To Be Determined

TDR/TVR Transfer of Development Rights/Transfer of Vested Rights

TE Transportation Element

TIP Transportation Improvement Program

TMDL Total Maximum Daily Load

UGB Urban Growth Boundary

USDA United States Department of Agriculture

WEC World Equestrian Center

WISP Wireless Internet Service Providers

WTP Water Treatment Plant

WWTP Wastewater Treatment Plant

EXECUTIVE SUMMARY

In our previous strategic plan for fiscal years 2017-2021, we determined Marion County government would be a leader in providing exemplary customer service. In that plan, county staff reviewed services and identified both challenges and opportunities requiring special attention. The organizational framework and expectations were established which included our core values and guiding principles while implementing our tagline, “Empowering Marion for Success.”

As we continue “Empowering Marion for Success” during the next five years, our strategic plan will reflect our initiatives and highlight specific elements. As with the previous five-year plan, this plan will be the road map for our operations as we continue to deliver services to our citizens and visitors at the highest possible level. Collaboratively, county staff identified key areas of emphasis and action items to consider on the elements listed below.

We recognize that Marion County will continue to grow and change, and the implementation of each element detailed in this plan is essential in achieving Marion County’s vision for success, financial stability, and an exceptional quality of life for our citizens and visitors.

The Organizational Experience element details how we will further enhance internal and external customer experiences through our organization’s newly defined culture. Following up on the great successes of our past strategic plan, we will now analyze the workload-to-employee ratio to ensure we are aligned with our county’s growth. We will continue to leverage technology to increase the productivity of our workforce through telework and flexible scheduling. Additionally, through our constant advancements in security measures, we will be able to keep confidential information secure and minimize the possibilities of cyberattacks to our networks. Streamlining and standardizing our electronic filing and record retention systems will increase our organization’s accuracy and efficiency. Digital platforms are also being used to provide additional professional growth opportunities to our employees. These efforts, in addition to competitive wages, incentives for performance, and improvements in communication and culture will enable our organization to recruit and retain quality employees.

In the Resources and Public Facilities element, we focus on current operations and maintenance goals, future needs for county buildings, outdoor assets and how we can highlight and promote them to the public, and how we can create and preserve our natural resources. These goals look to help Marion County stay updated on security and safety at our more than 3 million square feet of facilities throughout the county, while also planning for the future of our buildings. We also take advantage of our unique location in Central Florida and the many recreation areas and trails that highlight Marion County’s natural beauty. Making our trails more easily accessible to the public and preserving natural areas within residential developments is key to ensuring Marion County stays beautiful for decades to come.

Throughout the Planning and Future Growth element, we look at methods to continue our growth and attract businesses and families to our community. Our success so far is a testament to the hard work between external and internal stakeholders, but we must now take the time to analyze opportunities for housing, employment, and infrastructure. There are many areas within the county that will benefit from a deep dive and understanding of the region to share the economic development throughout the community. This approach will allow for efficient processes between government, developers, and individuals in our community, which will complement each other and their needs. Areas of interest would include the revision of our land uses, designated areas such as our Farmland Preservation Area, and the Urban Growth Boundary. Also, seeking opportunities to leverage funding mechanisms to create incentives in areas of our community that need additional infrastructure. Finally, it will also include taking steps to prepare for the future and working with state and federal agencies, ensuring that Marion County has the broadband capacity to continue to enhance a thriving community.

With growth comes the need for improved public infrastructure such as roadways, water and sewer utilities, and solid waste disposal. The Public Infrastructure element addresses how to best provide these services considering the pressures of growth and funding constraints. With today’s fast-paced growth, it is critical that improved interdepartmental communication take place to target areas needing services, promote growth in strategic locations, and coordinate construction projects as much as possible to be financially responsible and the least disruptive to the community. We must also consider how our continuing growth and infrastructure impacts our environment. We are stewards of Marion County’s natural resources and the preservation of our water quality and quantity is critical to our efforts. Disposing of the community’s solid waste, cleaning the stormwater runoff from our road network, and treating our wastewater before pollutants find their way into our world-renowned springs, lakes, and aquifer are necessary components of the public infrastructure element.

Public Safety is an element of Marion County that must continue to grow and evolve. By establishing an ongoing relationship with regional and geographically diverse Public Safety Answer Points to serve as a reciprocal backup site to our Public Safety Communications, we will provide uninterrupted processing of emergency requests without delay. Marion County Fire Rescue shall continue to meet existing service demands while supporting future growth. This element will encompass improvements to communication devices, radio towers, educational opportunities, safety equipment and facilities, personnel growth and regulation incentives, providing the ability to deliver increased levels of fire and emergency medical services to our community.

This plan is meant to be a living document, and as new challenges arise, it will be revised accordingly to accommodate changes per direction from the county commission.

In conclusion, though we are happy with the success of the previous five years, we look forward to continuing our Empowering Marion for Success plan in the days and years to come. Through this plan, Marion County will continue to lead public service in genuine dedication to our citizens through professional operations and resource stewardship.

ORGANIZATIONAL EXPERIENCE

The Empowering Marion for Success plan became the building block and blueprint to empower Marion County’s government to achieve a higher level of excellence overall. We created a new mission statement, guiding principles and core values (also known as the “HICARD”), serving as the foundation of everything we accomplished. As we conclude the Empowering Marion for Success plan and move into a new strategic plan, many of the accomplishments over the past five years will be further enhanced through new goals in providing better service to the citizens and visitors of Marion County.

Organizational culture was the biggest focus of the 2017-2021 strategic plan, with an emphasis on improving customer service. This meant concentrating on staff development, work environment, and public to have better-trained, more fulfilled staff providing exemplary customer service to our citizens.

Major staff development accomplishments include an enhanced new hire orientation, improved employee recruitment, a more enriched leadership program, an enhanced training system, and new workforce development programs with a greater focus on our employees’ wellness and compensation.

Accomplishments such as these have set the framework for a better workplace culture and a healthier, happier workforce.

In the area of work environment, we improved employee recognition, employee safety, and overall morale. We added a safety incentive program, created an employee newsletter for more regular communication and recognition of effort, and disbursed regular announcements to bridge the communication gap recognized between leadership and county departments.

In public relations, our goal was to enhance the relationship between the county, our citizens, and visitors while improving our overall communications by increasing public outreach and engagement, improving existing public information activities and telling our county’s untold stories. Accomplishments in this area include the addition of Marion County Day to help educate citizens on the services the county offers, adjusting the scope of the County Connection monthly newsletter to focus on key messages, and the inclusion of messages that specifically tie into the strategic plan.

Improving public facing services and focusing on key areas was also at the top of our list of goals. Our internal and external departments came together to focus on ways to improve customer service and other initiatives. We achieved this goal in various ways, including sending out customer satisfaction surveys, implementing newsletters and project update mailings to increase engagement, adding more affordable housing units, participating in outreach to new areas of the county, and adding new conferences within our Extension Service department. We also added features to our buildings which are open to the public, including roofing over the northern area of the Southeastern Livestock Pavilion, implemented a pavement preservation plan, and developed new purchasing techniques. We put new mobile applications into service, including an application allowing citizens to report issues within the county. We also began our text-to- 911 service to improve public safety throughout the county. Other features, such as digital signs, the installation of generators and a Citizens Convenience Center at the Baseline Transfer Station, were also being finalized during this time.

Although we have had numerous achievements over the last five years, we realize that many of them would have not been possible without the extensive use of technology. We have made great strides in how we use technology to assist in the customer and employee experience. However, with all that has been accomplished, we recognize that we still have plenty of room to grow and improve.

Marion County’s population is expected to grow by 9% by 2025. With this, we recognize that we will have more citizens, more businesses, and more visitors to serve. We must plan to continue to provide services to our existing customers while expanding our operations and technology needs for the future. The Empowering Marion for Success II plan strives to enhance the customer and employee experiences while building on our newly defined culture. The use of new technology is imperative for the continued growth and success of our community.

Employee Experience – Work Environment

Task Expected outcome Lead department Date Cost

Evaluate employee workload

An overall staffing plan to ensure staffing levels are evaluated relative to population growth.

Human Resources

Sept. 30, Staff time and other costs TBD

Implement a HICARD store to boost employee morale

An incentive for exemplifying the attributes of the HICARD.

Human Resources

Sept. 30, Staff time and other costs TBD

Implement formal telework and flexible schedule policy

A formal telework policy to create better effectiveness and efficiency in times of need.

Human Resources

Sept. 30, Staff time and other costs TBD

Implement electronic signatures

A more efficient and expeditious delivery of the document approval process allowing tracking and auditing.

Security and integrity of signatures on original documents with greater accessibility.

Information Technology

Sept. 30, Recurring $30/month per license or $474/year per license. IdenTrust certificates at $114 annually per certificate.

BlueInk costs $2,250 for 1,000 bundles.

Create department liaisons for records

Direct oversight of the records and retention management.

Administration Sept. 30, Records Mgmt.

Association cost $150 each user.

Create a document management manual

Electronic forms and documents will be more accessible for departments and customers.

Administration Sept. 30, Staff time and licensed software TBD

Create a document management training program

Departments will have designated individuals to teach and maintain best practices in regards to document management.

Administration and Human Resources

Fiscal Year 2021 &

(ongoing)

Staff time and other costs TBD

This section builds upon the solid foundation developed in the 2017-2021 Empowering Marion for Success plan. The global workplace is changing, and the opportunities and expectations of employees are changing with it. Maintaining a work environment that competitively attracts and retains talented employees remains crucial to the success of this organization. We have the opportunity to leverage these successes and build upon them to ensure our ongoing competitiveness in an ever-changing market.

Workload

Marion County continues to experience booming growth, with many new residents added each year.

According to the Florida Office of Economic and Demographic Research, Marion County ranks 18th of Florida’s 67 counties in population, with 1.7% of the state’s population residing within the county. Based on estimates provided by the same source, population estimates for 2025 will exceed 394,000, representing a growth of approximately 9%.

Growth of this magnitude creates several opportunities for Marion County. Departments that provide external services are seeing a record number of service requests and, in many cases, record revenues because of this growth. However, departments that provide internal services remain constrained by staffing limitations. The consequences of the limitations include, but are not limited to, risk of error, compromises in terms of both quality and quantity, minimal time for new projects to meet changing conditions, increased costs for overtime, and lack of depth in staff ranks.

We propose staffing levels be evaluated in relative to population growth. An overall staffing plan should be developed in concurrence with the commencement of the Empowering Marion for Success II plan.

The staffing plan will be evaluated annually during the budget process to ensure that long-range planning is consistent with changes in the market.

Implement a HICARD store to Boost Employee Morale

With the creation of the HICARD store, we will not only be promoting the attributes of the HICARD, but we will also promote our culture and image as an employer of choice in Marion County. The HICARD store will have shirts, hats, and other swag to celebrate the different aspects of Marion County. An incentive program will be implemented that will allow employees to purchase items from this store. The purpose of this program is to promote engagement and empower employees to continue to do great things. We recognize that the county’s greatest ambassadors are our employees. By creating this program, we will build loyalty, improve engagement, and encourage the values of our organization.

Teleworking and Flexible Scheduling

Throughout 2020 and into 2021, we learned a great deal about telework and its potential for widespread application. Marion County successfully leveraged technology to quickly and effectively allow teleworking for employees impacted by the governor’s “Safer at Home” order. Beyond this, teleworking offered several opportunities for increased efficiencies within various functions of our organization.

Teleworking can occur in various forms, as outlined below:

• Remote work, (commonly referred to as working from home), utilizing employer-provided equipment in conjunction with employee internet services.

• Web-based meetings as an alternative to in-person meetings, reducing travel time.

• Intermittent teleworking, a combination of working on-site part-time and working remotely part-time.

Specific considerations will need to be made to facilitate teleworking conditions. Some of these include:

• Operating hours (can the facility sustain telework and when).

• Work product (can the same goals be achieved remotely).

• Customer interaction (is a physical presence needed to complete the work and serve our citizens).

• Flexibility (will there be situations in which telework employees will need to be physically on site).

Teleworking also allows employees who may need to stay home due to illness, yet are still able to work, the opportunity to continue to contribute to the organization. This will also encourage employees to minimize the spread of illness while simultaneously conserving sick leave for illnesses that would prevent work.

In departments where telework may not be possible, we recognize there may be a need for flexibility in scheduling. Most county departments currently operate from 8 a.m. to 5 p.m., Monday through Friday.

There are various ways our organization can offer flexibility options to employees such as:

• Modified work schedules.

• Compressed workweek schedules.

• Work-from-home as an option (further explained in Telework).

• Intermittent flex time.

Some of these opportunities may be more informal in nature, but will be outlined in administrative policy to ensure consistency in implementation. The existence of these programs will be included in job descriptions when appropriate to assist with recruitment.

Develop Electronic/Digital process for Document Management and Reduction of Paper Usage

As demands for services increase, we must continue to modernize our network and operations to streamline our processes for internal and external customers. This initiative will require dedicated staff and resources to develop new organizational and training procedures. We recommend implementing necessary resources to receive and accept documentation electronically, thereby efficiently maintaining an archive that will allow the county to safely retain records. Electronic signatures are widely used by many organizations and could be implemented by us; using an image of your signature along with a digital certificate to validate the authenticity of the signature to save time and frustration for all parties.

E-signatures

Electronic signatures, or e-signatures, are digital means to obtain consent and/or approval on electronic documents and forms. A digital certificate can be purchased to certify the authenticity and integrity of a document. The Florida Department of Transportation uses U.S. General Services Administration’s list of approved providers to select a vendor for this service. E-signatures can replace the need for handwritten signatures for most standard documents. This would eliminate a massive amount of paper from the organization, reducing waste and making organization and archiving easier. E-signatures also enable co-authoring, which allows multiple users to edit a document simultaneously, allowing various departments to more easily coordinate and collaborate on projects.

Steps:

1. Ensure legal review for e-signature being sufficient alternative for handwritten signatures.

2. Ensure finance approval.

3. Ensure audit approval.

4. Ensure clerk approval.

5. Adopt commission policy and/or an administrative policy to allow e-signatures or digital signatures.

6. Work with Information Technology to obtain digital certificates at fdot.gov/it/approveddigitalcertificateauthorities.shtm.

Cost: Adobe Sign at a recurring $30 per month per license, Microsoft Authenticode for $474 per year per license. IdenTrust certificates at $114 annually per certificate. BlueInk costs $2,250 for 1,000 bundles.

Benefits: Reduction of duplicate paper copies creates a more efficient and expeditious delivery of a defined document approval process while allowing for tracking and auditing. Additionally, security and integrity of signatures on original documents will empower employees by allowing them to access items to be further informed, whether onsite or at remote locations, and adopting a policy that moves Marion County in this direction will help us to more efficiently do business with our stakeholders.

Florida Courts allow e-filing: https://www.flcourts.org/content/download/219028/file/Updated-E-Access- Standards-August-2017- v18-clean.pdf

Other things to consider: Ensure the programs work with current organizational software; consider batch signatures; consider mobile signature process; and self-hosting.

Department Liaisons for Records

Department liaisons will be part of a subcommittee that oversees records retention and document management, as they will be the subject matter experts and points of contact. These liaisons will work with Public Relations, Procurement Services, Information Technology, Human Resources, and the Office of the County Attorney as to retention schedules, document types being stored, and storage needs. It can be determined if one person is dedicated to this initiative that will lead the department liaisons, for better oversight.

https://www.fdot.gov/it/approveddigitalcertificateauthorities.shtm https://www.flcourts.org/content/download/219028/file/Updated-E-Access-Standards-August-2017-v18-clean.pdf https://www.flcourts.org/content/download/219028/file/Updated-E-Access-Standards-August-2017-v18-clean.pdf https://www.flcourts.org/content/download/219028/file/Updated-E-Access-Standards-August-2017-v18-clean.pdf

To achieve this, the following steps will be required:

1. Designating department liaisons that will be the lead.

2. Department liaisons will work with Public Relations, Procurement Services, Information

Technology, Human Resources, and the Office of the County Attorney to determine document retention schedules, document types, and storage needs.

3. Work with Information Technology concerning the appropriate database systems that can house document.

Cost: Florida Records Management Association costs $150 – to be determined if needed; annual conference costs may be needed. Webinars available here: https://dos.myflorida.com/library-archives/records-management/records-management-training/webinars/ Benefits: Department liaisons would be well versed in how items are stored.

Document Management Manual

The creation of a document management manual will be a necessary part of this plan. Electronic forms can be electronically signed and approved, while complying with ADA guidelines. Items that are stored for final public use will be accessible to all departments and the public. The committee will work with Information Technology on the process of complying with any related protocols. This will require the following steps by staff:

1. A committee of department liaisons will collaborate on guidelines (document management strategy) for the following phases.

a. Evaluate the current processes, such as how documents are received, processed, approved/rejected, stored, and deleted, or disposed.

b. Determine the types of files to store internally versus publicly accessed files.

i. Include the ERP work order module and flowchart to help retain documents pertaining to official records for public access.

ii. Work with Information Technology to determine access rights and usage, as well as needs based on departmental use.

2. Establishing goals to meet and planning phases for implementation.

a. Set key performance indicators to determine measurements of success.

b. Determine a timeline for each phase until implementation can be completed.

3. Define the system.

a. Create naming convention that can be recognized by other departments and cross-referenced.

i. Include metadata on documents.

ii. Determine which system will cross-reference keywords so that documents can be indexed and retrieved easily.

b. An approved committee will create standard operating procedures/manual to provide guidelines as to how to apply naming convention.

https://dos.myflorida.com/library-archives/records-management/records-management-training/webinars/ https://dos.myflorida.com/library-archives/records-management/records-management-training/webinars/

i. Committee will beta test with a department to work out issues prior to launching organization wide.

ii. Standard operating procedures/manual will be reviewed for approval by administration.

iii. Standard operating procedures/manual will be reviewed for approval by the county commission for adoption.

The costs will include staff time and resources; license determination for software depending on usage.

The benefits will be a standardization of protocols for document management as to the type of files, naming conventions, so documents can be more easily found and organized within a central database.

This system will reduce duplication of outdated copies and empower employees to access accurate documents to better serve our citizens and visitors. This will ultimately require staff time as implementing this system may take one to three years to implement.

Document Management Training Program

Department liaisons will use the document management manual to begin scheduling training for their individual departments on best practices to retain documents and to manage storage. The liaisons will also be able to analyze the benefits and track solutions that may be shared between them. This training will enable departments to move toward digital documentation and storage, providing equitable access to resources without the physical need to file or store this information. This will require:

• Department liaisons to create and maintain frequently asked questions and an agenda for training sessions.

• Department liaisons to work with Information Technology to create how-to videos.

• Department liaisons to schedule webinars and classes for training individual departments.

• Department liaisons to create a training schedule and coordinate with Human Resources for the training to be a required course.

The cost for this undertaking will be staff time and available resources. The benefits will be a training program that will help new hires, eventually reaching all employees. Departmental support and coordination with Human Resources is necessary and will be ongoing.

Compensation

Task Expected outcome Lead department

Date Cost

Ensure we remain competitive in wages for current and future employees

A consultant firm will conduct a countywide employee classification and compensation study.

Human Resources

Sept. 30, TBD upon negotiation of a contract with consulting firm.

Educate current/future employees on benefit offerings and ensure we have an up-to-date, competitive benefit plan

A substantial benefit offering to help attract desirable candidates and retain qualified employees.

In addition to assisting with attrition rates, a generous benefit offering can lead to higher employee morale and a healthier workforce.

Human Resources

Sept. 30, TBD upon negotiation of contract(s).

Proper compensation will boost employee motivation, employee loyalty, productivity, and profitability.

Marion County recognizes the importance of compensation and the role it plays in our organization and our culture. Fair and competitive compensation is a critical part of any organization. Having a competitive compensation plan plays a tremendous role in attracting, retaining and developing employees.

Furthermore, a fair and just compensation plan ensures all employees are paid impartially regardless of their demographic characteristics.

We must comply with the upcoming minimum wage changes approved by Florida voters in November of 2020. The state’s minimum wage will gradually increase from the current $8.65 an hour to $15 an hour by September 2026.

Competitive Wages

Competitive wages and incentives for performance in the workplace are essential to the overall success of Marion County and our ability to recruit and retain qualified employees to provide quality, efficient services to our citizens and visitors.

As a prelude to this strategic plan, solicitation has been made through Procurement Services for a consultant to conduct a countywide employee classification and compensation study. The selection committee consists of the executive director of administrative services, the executive director of internal services and the deputy fire chief of EMS services. This study will encompass a full compensation analysis plan to include job position descriptions, position classifications, a salary survey, compensation ranges and a projected organizational impact of the implementation of the new minimum wage law.

Having a competitive pay grade structure also provides uniformity within an organization, allowing employees to be paid consistently for the work they do in a given position. The salary range within the structure of the pay grades offers further flexibility in a compensation structure.

Benefit Options

We currently offer a robust benefits package to our employees. Having a substantial benefit offering helps us to attract desirable candidates and retain qualified employees. In addition to assisting with attrition rates, a generous benefit offering can lead to higher employee morale and a healthier workforce. This leads to better overall productivity by our employees. Our benefit options will continue to be regularly analyzed and updated. Additionally, we will develop a plan to help employees and candidates better understand the value of our benefits package.

Staff Development

Task Expected outcome Lead department

Date Cost

Create a viable succession plan within all departments to prepare for staffing shortfalls

Reduced recruitment costs, eliminate lengthy training periods, and ensure customer service experiences do not decline.

Human Resources

Sept. 30, Staff time and other costs TBD

Continue to expand the county’s leadership development program

Further growth and development of employees and management alike.

Human Resources

Sept. 30, 2022, then ongoing

Staff time and other costs TBD

Implement a culture coach position

Improvement of the organization’s ability to set goals and achieve satisfying results.

Human Resources

Sept. 30, Approx. $57,512 in salaries plus other costs TBD

Continue existing security awareness training

Heightened awareness by employees for cybersecurity issues in the workplace.

Information Technology

In 2021 (ongoing)

Approx. $60,694.89 Annually, through a 3-year contract

Implement a digital training platform

Improved efficiency/customer service across departments.

Human Resources

Sept. 30, 2022, then ongoing

$54,250 annually (inclusive of user costs and system maintenance fees)

Bridge the leadership gap Improvement of employee engagement and retention.

Human Resources

Sept. 30, 2022, then ongoing

Staff time and other costs TBD

Employee empowerment can instill stronger trust in leadership, increase employee motivation, encourage greater creativity, and improve employee retention. When employees are empowered, they have the ability to accomplish great things, and they know it. This ultimately provides employees with confidence in their work. There are many ways to empower employees, including giving them a voice by regularly soliciting and acting on their feedback, providing additional growth opportunities, frequently providing them with praise and recognition, and ensuring they have the tools and training needed to excel.

Reinforcement is the key to ensuring sustained employee development. Once employees have gone through training or have learned new skills or strategies, it is important to follow up with them. This helps supervisors understand how employees feel about their newly acquired skill(s), and it demonstrates the supervisor’s interest in the employee’s success. Additionally, guidance can steer employees to appropriate career paths and instill values to help them grow as individuals.

A carefully thought-out employee development strategy is important on multiple levels. It can benefit employees, managers, and the organization as a whole. A well-trained employee is equipped to have superior job performance, the ability to handle unexpected situations, and exemplary customer service skills. Staff development strategies can also help grow potentially good employees into great leaders who can then engage and motivate their peers while achieving the organization’s goals.

Succession Planning

Succession planning is the process of planning toward the transition of leadership and key positions within the organization. Having a formal succession plan process has been shown to cut recruitment costs, eliminate lengthy training periods, and ensure customer service experiences do not decline.

Leadership Development

Marion County recognizes that leadership occurs at all levels. Continued development of Marion County leadership is essential to all areas of staff development. Marion County currently has a strong leadership program in place; however, to continue the growth and development of employees and management, this program needs to be expanded. The program will be reviewed, redesigned, and released to get leadership messages to all employees.

Furthermore, we are proposing the addition of a culture coach position to continue to fostering culture in our organization and infusing our guiding principles and core values into everything we do.

Culture Coach

The creation of the culture coach position for Marion County will play a large role in growing the culture within our organization. The goal is to foster a continuously improving environment that will enhance our productivity and the implementation of the core values and vision of Marion County. The culture coach will be an advocate for the employees and managers of Marion County assisting them in many functions related to the vision, guiding principles, and the core values.

The primary responsibilities of the culture coach are to lead the development and delivery of our strategic plan initiatives and policies that support the achievement of the goals and principals of Marion County through:

1. Engagement

a. Design and lead initiatives to maximize the engagement of employees.

b. Lead the delivery of the engagement and culture survey including presenting and monitoring results and responding to employee concerns.

2. Culture

a. Design and deliver strategies to create a culture of trust, collaboration, and ownership.

b. Act as the ambassador for the organizational culture and values ensuring they are upheld and embedded into daily operations.

c. Ensure all employees are welcomed and provided with a safe and inclusive working environment.

3. People policies and procedures

a. Advise and coach managers and employees on complex performance management issues, grievances, policies, and procedures.

b. Oversee all people policies and procedures and make recommendations as appropriate to align with best practice, Human Resources and the current strategic plan.

4. Trusted adviser

a. Act as a trusted adviser and partner of Human Resources and to all departments by designing and delivering solutions for interpersonal matters.

b. Act as confidential support and adviser to all employees of Marion County.

5. Communication and change management

a. Oversee all employee communication and support managers to maximize engagement through timely, honest, and authentic communication aligned with Marion County’s culture and values.

b. Support Marion County through organizational change using effective project management skills, communication, engagement, and leadership.

6. Reporting, systems, and analytics

a. Create a suite of human resource metrics for regular reporting and visibility including employee data, diversity, retention, turnover, engagement, grievance, and performance data.

b. Report regularly to the executive management team and the county commission on progress.

7. Reward and recognition

a. Ensure all employees are rewarded and recognized for their contributions, through the creation of a recognition culture and framework where employees are rewarded for their above-and-beyond contributions.

The culture coach would create a task force of people, to include representatives from each department, that would form the HICARD heroes’ group. This group would help further the reach of the company culture to the departments. The group would consist of volunteers that would meet during lunch times to discuss ways of improving culture within each department and act on these findings.

Security Awareness Training

Our organization contracts with KnowBe4, the provider of the world’s largest security awareness training and simulated phishing platform to increase our organization’s cybersecurity defensiveness. KnowBe4 is used by more than 28,000 organizations around the globe and aids organizations to address the human element of security by raising awareness about ransomware, fraud, and other social engineering tactics.

Tens of thousands of organizations rely on KnowBe4 to mobilize their end users as the organization’s last line of defense. We currently use the KnowBe4 platform for all of our in-house security awareness trainings.

Item Description Estimate

KnowBe4 Security

Provides annual security awareness and topic-based security trainings to the organization. Also provides a test phishing email platform with analytics and reporting.

$44,633

KnowBe4 PhishER

Allows users to report phishing emails and provides advanced security scanning tools for the Information Technology security team.

$16,062

* While KnowBe4 is currently the industry leader and the company we use, our Information Technology department will continue to evaluate other companies and security training solutions to ensure the organization receives the best benefits and value.

Digital Training Platforms to Employees

Providing training access to Marion County employees through a digital platform creates opportunities to increase efficiency and improve customer service. The currently utilized platform provided by our vendor, Target Solutions, could be expanded to include content produced and uploaded by Marion County staff or provided by vendors or other agencies. These materials could be assigned by department leaders or self-assigned by employees. For employees working from the field, training could be accessed via tablets at central locations. Also, the system is fully accessible from any internet connection and does not require the user to be logged into the Marion County network.

It is our goal to expand the use of digital training platforms, with availability to 100% of Marion County employees by Sept. 30, 2026 through automated self-assign and record-reporting integration into Enterprise Resource Platform (ERP). Training content will include various Human Resources staff, customer service, technology, and safety-related training courses as well as electronic messaging etiquette and brand awareness.

• Year 1 – Research the capability of platforms currently used by Marion County (ERP, Target Solutions and others). If current platforms will not meet our future needs, determine other available platform options. Evaluation of existing or potential platforms should include funding costs.

• Year 2 – Provide formal implementation plan to county commission for approval/funding and direction.

• Year 3 – Implement platform to 25% of employees and evaluate platform and processes.

• Year 4 – Implement any needed changes identified from lessons learned and implement to next 25% of employees.

• Year 5 – Expand to remaining 50% of employees.

Bridge the Leadership Gap

Marion County considers its employees its most important asset. Making sure our employees are connected will help ensure they are engaged, which proves essential to the success of the organization as well as the employee’s. Having more personal interactions will create connected employees and enable employees to be more knowledgeable, obtain new skills, and tools to better serve our citizens and visitors.

With this in mind, a plan will be developed and implemented that will repair the disconnect between leadership and field staff by allowing all employees to have a voice in the day-to-day operations, needed improvements, and even to assist with decisions to improve front-line customer service. An example element that would be included in the plan would be brown-bag lunches for leadership and staff in the field. The premise of these lunches would be to build relationships and better overall communication.

Customer Experience – Customer Service

Task Expected outcome Lead departments

Date Cost

Increase overall visibility of the county, increasing positive public sentiment

Providing customer service in an efficient, user-friendly manner by adding accessibility to information and providing helpful interactive tools.

Public Relations and Information Technology

Sept. 30, Staff time and other costs TBD

Evaluate new or emerging social media and enhancement tools

Increased ability to reach citizens and visitors while sharing the untold stories of the county.

Public Relations

Sept. 30, Staff time and other costs TBD

Create consistency in customer service throughout the county’s departments

Customers will see clear, unified branding and consistent messages.

Public Relations and

Human Resources

Sept. 30, Staff time and other costs TBD

Implement a method to track internal/external customer satisfaction

Creation of a tangible…