8-Administrative Plan 2016.pdf

Table of Contents

Executive Summary……………………………………..2

Organizational Culture

Work Environment………………………….……………………7

Staff Development………………………………………………. 10

Public Relations…………………………………………………. 15

County Services and Key Areas of Focus

County Services…………………………………………………. 18

Natural Resources and Outdoor Recreation………………...…… 38

Fire Rescue and EMS…………………………………………….48

Transportation Infrastructure……………………………………. 52

Financial Challenges and Opportunities

Financial Challenges and Opportunities………………………… 69

Executive Summary

The role of Marion County government is to serve its customers. To do this successfully, it is vital that we understand the needs of our internal and external customers, assess our current environment, and develop initiatives and strategies to address those issues and needs. In this five-year plan, we review services, identify challenges and opportunities requiring special attention, and establish the organizational framework and expectations that will guide us as we implement “Empowering Marion for Success.”

This administrative strategic plan serves as a blueprint to empower county government to achieve excellence. The goals and guidelines contained within are focused on promoting exemplary customer service, a positive and forward-thinking organizational culture and setting the standard for what public service should be. Over the next five years, 2017-2021, the guiding principles and strategies contained within this plan will be tracked and evaluated to measure for successful outcomes.

Before we can enhance service to our customers in a long-term and impactful way, we must first look within. In doing so, we have established core values in collaboration with our employees, directors and administration. These six core values provide a foundation for the three guiding principles that form our mission, which our work at every level will exemplify.

Mission Statement:

Leading public service in genuine dedication to our citizens through professional operations and resource stewardship.

Emphasizing these core values and guiding principles as part of our culture, we will work to advance our organizational priorities.

Organizational Priorities:

Customer Service Economic Prosperity Fiscal Responsibility Natural Resources Public Infrastructure Public Safety

Guiding Principles Core Values

Dedication to Serve Humbleness

Respect

Professional Operations Commitment Integrity

Resource Stewardship Accountability

Discipline

These priorities are broad but integral components of our county’s success, and each are supported by one or more of the sections in this plan. Specifically, we establish goals and initiatives in the areas of:

- Organizational Culture

- County Services and Key Areas of Focus

- Financial Challenges and Opportunities

Each department has collaborated in identifying and presenting key areas of emphasis and action items to be addressed. This plan is an effort to lay out the road map for our operations over the next five years so that we may best deliver our services at the highest possible level. Each of the following elements support our overarching organizational priorities.

Organizational Culture:

This section emphasizes our new culture with enhancements to staff development and work environment, as well as external and internal communication efforts.

Staff Development includes recruitment, training, retention, wellness, compensation and succession planning. We will seek feedback from employees regarding common issues to help form solutions.

Employee satisfaction leads to customer satisfaction which leads to operational results.

Work Environment will emphasize work safety, communication of our culture, positive leadership, team-building and employee recognition. We will build upon and strengthen this organization through a culture of humbleness, discipline and professionalism.

Public Relations will enhance communication with our customers. We will be more proactive in telling untold stories that represent our fundamental mission, more strategic in communicating our key priorities and more effective in reaching out to various sectors of our community.

County Services and Key Areas of Focus:

The County Services section includes department summaries, core services, specific tasks and key initiatives. Where applicable, departments’ strategic plans are referenced with links for easy access.

The Key Areas of Focus are identified as areas of emphasis because they are either directly impacted by the sales tax initiative or by other specific Board direction. These also support the six organizational priorities and are described and detailed in the sections that follow.

Natural Resources and Outdoor Recreation play a major role in attracting visitors and guests to Marion County and represent a positive economic impact. This section discusses responsibly preserving and protecting Marion’s unique environment, including springs, lakes, rivers and forests.

The Fire Rescue and Emergency Medical Services section provides an overview of opportunities and challenges including department funding, recruitment and retention, firefighter safety programs and planning for growth and community needs.

The Transportation Infrastructure section discusses challenges and opportunities relating to a reliable transportation network for our community’s current and future business and residential needs. Topics include long term funding for pavement preservation, a proactive policy to implement assessment projects, the staffing of the routine maintenance programs and the proper planning for capacity projects.

Financial Challenges and Opportunities:

Over the past several years we have streamlined operations and improved efficiency to continue providing an adequate level of service without increasing the tax burden on our residents. We will continue to follow this formula to the extent possible and review the operation on a regular basis for efficiency-improvement and cost-reduction without impacting quality of service. This section of the plan identifies financial challenges and opportunities so we are better prepared as the state of our economy improves and demand on services increases. This includes:

The Financial Challenges subsection, which includes merit increases, health insurance costs and ambulance fees. Long-term challenges include planning for the future of septic abatement, pavement preservation, the Parks and Recreation master plan and the potential of a solid waste authority.

The Financial Opportunities subsection, which addresses grants, fees, public-private partnership opportunities, as well as performance management topics, such as business plan process evaluation and open data programs to enhance accessibility of information for staff and public use.

Customer Service Quality customer service is the common theme throughout this plan, our mission and our culture. Any changes we make or new programs we implement will be tested for their effectiveness and contribution to customer service. As a governmental agency, we will position ourselves as a leader, setting the standard for public service. To the Marion County Board of County Commissioners, customer service means more than providing friendly assistance at the front counter. Customer service forms the foundation of our operations, infuses the principles that guide our actions, and shapes our organizational culture.

Dedication to serve: Genuine dedication to customer service isn’t preached, it’s lived. Dedication means that staff at every level will keep customer service at the forefront of their minds and leaders will use it as a standard to guide decisions.

Professional operations: Conducting professional operations involves employing qualified and skilled staff, encouraging professional development, maintaining effective communication, staying abreast of current trends and investing in the tools that enable employees to provide timely and quality service.

Resource stewardship: We have a duty to responsibly manage the county’s resources. That means fiscal responsibility with the tax dollars that fund our operations, transparency and accountability in budgeting processes, and maintaining competitive and fair procurement practices. It also means being good stewards of our environment, including land, stormwater and natural resource management. Responsibly managing our human resources contributes to providing quality service, which is why a significant portion of this plan deals with internal communication and staff development, empowering employees to provide exceptional customer service.

In conclusion, this Empowering Marion for Success plan strives to enhance customer service, define key priorities and embrace our new organizational culture. Implementing this plan over the next five years will empower Marion County for success and set the standard for public service.

Work Environment

A successful work environment is one that has strong characteristics based upon the core values of the organization. Employees at all levels in county government will embrace a work environment characterized by a high regard for humbleness, professionalism and self-discipline.

Humbleness: All employees will understand that all questions have merit and we are here to serve the public. Employees will be accepting of criticism while learning from mistakes.

Mistakes are an opportunity for improvement.

Professionalism: Employees will evaluate situations and provide options based on facts and data. All employees will maintain a high level of integrity, loyalty, honesty and trust and will conduct themselves in a professional manner by being prepared, self-aware and using good judgement.

Discipline: Departments will keep plans and expectations practical and focused, and maintain realistic perspectives. They will actively anticipate potential outcomes and commit to operating within realistic parameters while strategically planning for the future.

Directors will be held responsible for the culture of their departments and will set the tone with positive leadership through training and open lines of communication. Marion County understands the needs of employees and respects their personal time. The county encourages a healthy family life outside of work, thus maintaining an appropriate work-life balance and further promoting a successful work environment.

Non-physical Environment Task Benefit Date Cost

Team building and positive social interactions

Help increase employee morale and participation within the community. Increase trust among employees and supervisor.

Jan.-March

Staff time

Empowering and recognizing employees

Help increase employee morale and reduce turnover.

Increase trust among employees and supervisor.

Employees will feel more valued by directors, administration and the commission.

Jan.-March

Staff time

The non-physical environment refers to the intangible characteristics of a workplace that we cannot reach out and touch, like positive leadership, confidence, communication and empowered employees.

All aspects of the non-physical atmosphere should focus around the core values of our organization.

This intangible environment impacts how employees feel at work. If they feel confident and empowered, they will be better able to provide good customer service.

Team building and positive social interactions will occur through increased staff participation in community and county sponsored events, department events and the wellness program. Administration and department directors will set the example by participating in events, encouraging participation and creating a team environment.

Empowering and recognizing employees: Directors will trust employees to make decisions within the realm of their job responsibilities. Recognition of employees will be a priority of administration and department directors. Employees will be praised in public and disciplined in private. Employees will be encouraged to participate in Board of County Commissioners’ recognition events such as employee service awards presentations. County administration, commissioners and directors will be more involved in the day-to-day recognition of staff members. Supervisors will provide informal recognition to employees on a regular basis, which may consist of handwritten cards of recognition and frequent face-to-face appreciation. The Employee Recognition Committee (ERC) will focus on employee engagement and assist in countywide activities supporting the community. The Human Resources team will facilitate these efforts with administration and directors.

Physical Environment Task Benefit Date Cost

Including the mission and core values within the physical environment of all departments

Help increase employee morale and reduce turnover. Increase trust among employees and supervisors. Provide a visual demonstration of our commitment to our core values

Jan.-March

Maximum of $6,000

Safe work environments A safe environment increases employee productivity and employee morale. A safe environment lowers the risk and liability to the county and overall will save the county money.

Jan.-March

Absorbed in current budget. Funds will be used from safety incentives.

Workplace stewardship Better prepared employees, more productive workforce.

April-June

Staff time

The physical environment of any organization is important for the safety and effectiveness of the workforce.

Including the mission and core values within the physical environment of all departments will serve as a visual reminder of our culture and commitment to these values. Offices will display consistent signage in common areas to keep the county’s culture at the forefront of employees’ minds.

Safe work environments are a top priority of Marion County. Departments will continue to provide the appropriate supplies, tools and resources for employees to safely and effectively do their jobs.

Employees will be provided proper safety equipment and, within the county’s ability to do so, a safe working environment (exceptions being job with an inherently dangerous nature). Additionally, Risk Management staff will conduct regular safety checks and inspections of work environments, as well as safety related trainings as appropriate.

Workplace stewardship: Employees will treat the property of Marion County with respect and maintain organized, professional workspaces, helping our workforce to be more productive and better prepared.

Internal Communication Task Benefit Date Cost

Bi-weekly department director briefings with county administrator

Opens lines of communication between county administrator/administration and department directors.

Oct.-Dec.

Staff time

Internal surveys and/or focus groups

Establish the concerns of the employees, track success in making improvements and gain feedback from employees.

Jan.-March

Within current budget

Regular announcements to staff to bridge the communication gap

Improves morale among employees while keeping them informed; opens lines of communication from county administrator to staff.

Jan.-March

Within current budget

Employee newsletter Communication and recognition of employees;

increase awareness of programs and benefits available to employees.

Oct.-Dec.

Staff time

All employees will recognize their role in promoting positive communication throughout the organization. Administration and directors will open lines of communication for all employees and make significant advances in keeping employees informed through the following initiatives:

Bi-weekly department director briefings with the county administrator: During the development of this plan, the county administrator recognized a need to implement a new avenue of direct communication with department directors. Since June 2016, the county administrator has held meetings with all directors and senior management on a bi-weekly basis, in addition to the already in-place quarterly department director meetings. These briefings give both the administrator and directors an opportunity to update each other on key initiatives and maintain constant communication.

Internal surveys and/or focus groups will be used to gain valuable feedback from employees, measure morale and identify areas in need of improvement. An anonymous survey given to employees on a semi-annual basis will disclose overall or more targeted staff concerns. After analysis of the results, senior management can strategize ways to implement necessary changes in areas needing improvement. For example, if communication seems to be a concern, we will strategize a plan to better improve communication to the employees or identify areas where it is breaking down.

Regular announcements to staff to bridge the communication gap: SharePoint (employee intranet) could be further utilized to deliver regular, internally-produced video messages to employees. This would include updates on county issues and upcoming events. The messages may vary in their delivery and content but would form a unifying and consistent stream of information using a method that will capture the attention of all employees.

Many of the messages would be delivered from the county administrator but if there is an issue such as something impacting health care, for instance, the message could originate from the risk staff or HR director. These messages would typically be short, no more than 10 minutes each, but would draw the employees together and help to inform them in a uniform and personal way. The videos could be saved in SharePoint so that field personnel and those working shifts or without computer access could view them at a later time or during a staff meeting.

An employee newsletter is another means by which to improve internal communication and share pertinent and helpful information with employees. Content could be rotated with articles that focus on key areas of interest in a given season or month and also include benefit updates and staff recognition sections.

Staff Development

The Marion County Board of County Commissioners understands our employees are our most important assets as they deliver the services expected by our customers. It is important that we invest in our employees through proper hiring, smart training and appropriate advancement opportunities. Staff development is a vital piece of improving the culture and service level of any organization.

Numerous studies demonstrate the link between morale of employees and customer service/satisfaction.

Each employee is hired because of his/her expertise, knowledge and professionalism. However, employees should also perform with a sense of urgency, without panic, frustration or loss of focus. Each individual is expected to work hard and earn the trust and respect of our customers by being transparent, responsive and open minded. Addressing employee morale is the first step to improving customer service.

Recruitment Task Benefit Date Cost

Improved new-hire orientation

Better introduce new-hires to the organization; the county administrator will have a more involved role to provide leadership; increase employee morale and reduce turnover.

Oct.-Dec.

Staff time

Job fairs, university and trade school visits

Improve recruitment and recognition of the careers available within Marion County. Higher level of qualified candidates.

Jan.-March

Entry cost of some job fairs;

within current budget

Improved interview process; recruitment based on core values

Selected candidates will be a cultural fit and understand the core values and mission of the organization; lower turnover, increase in morale, productivity and customer service.

Jan.-March

Staff time

It often takes a focused recruitment effort to find the perfect fit with the right skills, attitude and abilities.

Improved new hire orientation: The county administrator will attend each new hire orientation to welcome staff and start the commitment to the organization’s core values and mission.

Job fairs, university and trade school visits: The Human Resources team and representatives from county departments will attend local and state career fairs at high schools, colleges, trade schools and universities.

Employee

Engagement

Customer

Satisfaction

Service

Retention

Productivity

Customer service begins with our employees

Improved interview process; recruitment based on core values: The Human Resources team will work with hiring managers to ensure the county is hiring the right person for the job. Recruiting will have additional focus on candidates being a cultural fit for the organization. Candidates will be asked a set of questions revolving around our core values. In order to be hired, the candidate will be a cultural fit and understand the core values and mission of the organization.

The talent manager will also invest additional time into proper training for hiring managers and interview panel members. Improving the interview process with a more informed interview panel looking for the right qualifications and qualities will provide diversity in developing a well-rounded team of employees and will help to lower turnover with a like-minded staff working toward common goals. As the quality of candidates hired improves, an increase in employee morale and productivity will also result in improved customer service.

Retention

Employee Academy

Improve employee morale by better educating employees and giving them a better understanding of the role each department plays. The employee academy will add to the education of our employees and make them better equipped to move the county into the future.

Jan.-March

$1,500 and staff time

Preceptor program

This program will help new-hires to become better acquainted with county policies and procedures. The preceptor program will offer new-hires a point of contact with the knowledge and attitude to help the new-hire be successful. The immediate relationship will increase employee morale and reduce employee turnover.

Oct.-Dec.

Staff time

Career development programs

Increase employee morale, lower turnover. Employees will take more ownership in their roles as county employees.

Oct.-Dec.

Staff time

Once employees have made it through the new-hire phase it is important to keep them engaged and retain the good, qualified workforce that has dedicated themselves to serving the citizens of Marion County.

Employee Academy: Employees can apply for the program; those accepted must be approved by their director and assistant county administrator (ACA). The program will be similar to the Citizens Academy and will be an experience for employees to understand the way the county operates. This program will be monitored by the talent manager.

Preceptor Program: Long term employees that exemplify the county’s core values and have graduated from the employee academy, will be matched up with a new hire. It will be the responsibility of the preceptor to keep in contact and document conversations with the new hire for the first 90 days of employment. A formal evaluation of the preceptor relationship will be communicated with the talent manager. A team from HR will monitor the program.

Career development programs: The county will provide job-specific and career development training opportunities based around education, training and improved processes.

Training and Succession Planning

Professional external trainings

Provide external education to better educate staff and leaders. Professional trainings will show employees we are investing in their education and will increase overall employee morale.

Oct.-Dec.

Staff time plus $7,000 included in FY 2017 budget

Positive leadership – training based on leadership qualities

Improve leadership qualities of supervisors and management. Increase productivity.

Jan.-March

Staff time

Technology- based trainings

Employees and departments will have greater access to trainings. Trainings will be more convenient. Travel time will be saved.

April-June

Staff time

Management tools, such as Four Disciplines of Execution (4DX)

Leadership training, such as implementation of the 4DX formula for executing on the most important strategic priorities.

Oct.-Dec.

2017 Approx. $80,000

Training needs assessments

Ensure proper trainings for targeted topics. Measure outcomes of trainings. Improve overall effectiveness of training.

Oct.-Dec.

Cross training Cross training of employees leads to employees prepared for promotion, provides for better coverage and results in increased employee morale and reduced turnover.

Jan.-March

Staff time

Mentoring program Improve employee morale, engage employee and directors and help increase the number of employees who are prepared for the next step in their career. A good mentoring program will help put the right employees in the right spot based on the needs of the county and the strengths of the employee.

Oct.-Dec.

In an effort to remain current and well-informed, training is an important piece of staff development and succession planning. Training, both formal and informal, should be effective, measurable and timely and should be focused on the goals of the organization.

Professional outside training: Either professional trainers will be brought in to conduct training or employees will be afforded the opportunity to attend outside professional trainings.

Positive leadership – training based on leadership qualities: The Human Resources team and each department director will engage in positive leadership by providing consistent and timely training.

Supervisory training will be based more on leadership skills than policies and procedures. Clear expectations will be set between employees and management.

Technology-based training: Increase the use of technology with webinars, live streaming and online courses to reach more employees and make a bigger impact on staff development while saving money on travel.

Management tools, such as Four Disciplines of Execution (4DX): This task includes hiring a professional consultant to provide leadership training on implementation of 4DX throughout the organization.

Training needs assessments: Human Resources will conduct surveys with departments to ensure the trainings provided are relevant and effective. A trainer, selected by department director, will be designated within each department to present at department staff meetings. The talent manager will provide important training points on various topics. The departmental trainers will make them applicable to their departments and present at staff meetings. This will be facilitated through the talent manager, and the trainers will be recognized for their efforts.

The talent manager will also attend external trainings and return and present the information learned to county employees. When applicable, this will include on-the-job training with departments. Trainings will be improved to be current and relevant based on current trends and needs of the county.

Cross training: Cross training is an important piece of succession planning and can apply across the organization or within departments. As we develop the employee programs such as the employee academy, cross training will become more valuable to the organization and the employees. Cross training will allow employees to be ready for a promotion should it arise, and also allows for coverage when needed.

Mentoring Program: Employees can apply as a mentor or mentee and will be paired with a suitable mentor/mentee based on interest and skills. Mentors must be approved by the ACA for their department.

There will be different mentor levels. The program will be overseen by the talent manager.

Compensation Task Benefit Date Cost

Competency matrices

Competency matrices offer a progression for employees to further their career and receive compensation for obtaining additional certifications or education. This will improve morale and increase retention.

Oct.-Dec.

Staff time and costs associated with promotions through matrix in each department.

Merit increase program

A merit increase program tied to performance of employees will increase employee productivity as well as employee morale. This program will encourage employees to hold themselves accountable and remain disciplined in the day-to-day operation of the county.

Oct.-Dec.

Undetermined, based on budget constraints.

Loaded cost summaries

A loaded cost summary provided to each employee will improve employee understanding of the true cost to the county and the value of the employee benefits offered through the county.

Jan.-March

Wage survey

Wage surveys will provide the information needed to conduct an assessment of the county’s current wages compared to organizations in the surrounding area and markets. Addressing the areas of inadequacies will increase retention, increase the recruitment of qualified candidates and improve employee morale.

Oct.-Dec.

Staff time, some costs may be incurred. Any costs will be absorbed in operating budget.

Estimate of $1,500.

Fair and competitive compensation is an important piece to recruitment, employee retention and succession planning. It is vital for Marion County to offer competitive wages and benefits as well as a pathway of career development for employees.

Competency matrices: The Human Resources team is currently working with department directors to implement competency matrices.

Merit increase program: This will involve performance evaluations tied to increases. For additional budgetary information, see Financial Challenges and Opportunities section.

Loaded cost summaries: The Risk and Benefits team will work with Human Resources to provide employees with up to date benefits summaries to understand loaded cost and contribution from the county to employees’ benefits to include health insurance, Florida Retirement System (FRS), etc.

Wage surveys: The Human Resources team will conduct competitive wage surveys as well as look at contracting with a vendor to provide the information.

Employee Wellness Task Benefit Date Cost

Increase awareness to our top risk areas identified from latest wellness health assessment

Healthier, more productive employees. Lower health care costs. Early detection of high cost claims.

Staff time, money in wellness budget

Increased participants in wellness program

Healthier, more productive employees. Lower health care costs.

Oct.-Dec.

ongoing

Staff time, wellness budget

Monitor high dollar claims Identify trends and remain cognizant of issues relating to employee health that could lead to high dollar claims.

Oct.-Dec.

Staff time

Each year, health care costs continue to rise. We must do our part to ensure our employees are educated on making healthy life choices. The employee wellness program will continue to lead initiatives countywide that encourage a healthy lifestyle. By increasing participation in the wellness program, encouraging annual physicals and educating our employees on the high risk factors that lead to high-cost claims, we can make our employees’ health a priority while striving to lower our healthcare costs. In addition to the wellness program, the county will encourage participation in physical activities around the county and a healthy diet by continuing to improve the weekly farmers market.

Public Relations

Communicating effectively with our audiences is an important component of customer service and one of Marion County government’s primary goals. The practice of public relations ensures that this communication remains a two-way effort that garners important feedback and responds directly to the needs and consumption habits of our citizens.

Over the years, the public information role has significantly evolved to include the development and cultivation of meaningful community relationships. Public relations is at the core of everyday interactions between government and the diverse citizenry we serve. The intent of this section of the plan is to identify tactics for Marion County to enhance those relationships and improve communication by:

Increasing public outreach and engagement.

Enhancing existing public information activities.

Telling untold stories.

These goals can be met through specific objectives relating to the following public relations initiatives:

1. Adopt key organizational priorities as themes to officially guide our public information messaging across all platforms.

2. Establish a Marion County Government Day and community workshops to engage individuals and families in activities that provide comprehensive information about all county departments and to increase staff/public interactions outside an office or business-like environment.

3. Enhance communication for citizen-preferred topics.

4. Develop strategic communications plans for larger, long-term county projects and priorities, such as the sales tax.

5. Establish a Speakers’ Bureau to better structure and market public outreach opportunities.

6. Investigate and expand appropriate additional communications platforms to facilitate the flow of information to more audiences.

Task Benefit

Date Cost

Adopt county priorities as guiding themes:

1 – Customer service 2 – Economic prosperity 3 – Fiscal responsibility 4 – Natural resources 5 – Public infrastructure 6 – Public safety

Better structure public information by aligning activities and messaging with county priorities.

Jan.-March

The Office of Public Information has an opportunity to adopt county priorities as themes that will officially guide its public information messaging across all platforms. This provides: unified voice (regardless of department or activity), clear definition of values, external accountability (messages will tie back to at least one county priority), message structure (for simplified information delivery) and potential presentation themes for a speakers' bureau. Adopting key themes will help focus activities and shape our messages so they reflect the overarching agency values and priorities for its services and actions.

Establish Marion County Government Day and community workshops

One-stop shop for citizens to get important information about all county services and interact with staff and county leaders.

Oct.-Dec.

Maximum of $10,000

Marion County government has an opportunity to lead and coordinate a comprehensive effort to bring local government closer to families and residents through establishing an annual Marion County Government Day that includes participation from a majority of county departments. The event would give residents an opportunity to interact with staff, senior management and commissioners in an informal (out-of-office) manner. In addition, departments would provide public education, including those that typically aren’t able to participate in community events (e.g., roads crews). This is an opportunity to develop connections with residents so they are familiar with services offered and know where to turn for assistance in the future. This would also include similar events or community workshops in various areas of the county.

Implement monthly strategic messaging of key priority topics to reflect citizen, department director and senior management input

Structured, consistent and better coordinated public information.

April-June

Staff time

Seeking internal and external input in establishing and scheduling research-based key messages will help strategize efforts throughout the year and provide structured, relevant, more creative and better-coordinated public information that’s more interesting and useful for our citizens.

Staff has an opportunity to promote these messages using a variety of tactics, including social media, video production, media days, community presentations or tours, submissions to community publications, articles/letters from commissioners, special events etc.

Develop strategic communications plans for larger, long-term county projects and priorities, such as the sales tax

Increased project transparency and better communication with residents on important county projects and initiatives.

Oct.-Dec.

Staff time

Marion County government has an opportunity to enhance its communications, increase transparency, and better tell untold stories by developing strategic communications plans for larger, long-term projects and initiatives.

Public Information staff would become an integral part of the planning phases for new initiatives and projects, and developing strategic communications (including identifying target audiences, timelines, goals, objects, strategies and tactics) would become a standard activity. Tactics could include: regular progress reports, community meetings, dedicated webpages, social media, fact sheets, videos, etc.

Establish a Marion County Speakers’ Bureau program with research-based plan and conduct at least one presentation per month.

Better structure and market public outreach opportunities.

July-Sept.

$1,000 for printed materials (handouts, posters, etc.) as well as staff time

Marion County has an opportunity to better structure and market public outreach, participation and civic engagement opportunities through establishing a speakers’ bureau program. The program would simplify the process for residents requesting a county speaker, presentation or public education appearance, and having a structured program would optimize the program for better marketing. The speakers’ bureau would be formed based on internal and external input and enhanced through continual feedback.

County Services

Services provided by county departments include both internal support and external services to our citizens. Increasing our level of service while keeping the overall budget in line with revenues is a challenge which requires creative solutions. This section focuses on the key strategies to improve customer service or initiatives in the various county departments over the five years of this plan. The county departments under the purview of the county administrator are as follows:

Administration Facilities Management Library Services Public Safety Communications

Airport Fire Rescue MSTU/Assessments Solid Waste Animal Services Fleet Management Office of the County

Engineer Tourist

Development Building Safety Growth Services Parks and Recreation Utilities

Community Services Human Resources Procurement Services Veterans Services

Extension Service Information Technology

Internal Support Services

Internal support services include Administration, Fleet, Facilities, Human Resources, Information Technology and Procurement Services. These departments provide support to all county departments as well as to other elected officials in some capacity. Improving support to these customers depends on proper dissemination of information, training of both support staff and their customers, attitude of employees and creation of more efficient processes.

External Services

Services offered to the citizens of Marion County are immensely varied. Many services benefit all citizens but there are some that will benefit targeted groups of citizens (e.g. Veterans Services and Community Services). Regardless of the type of services, making the citizens aware of how to benefit from these services and ensuring ease of access is important.

Included in this section are objectives from each department that will further the county’s overall mission. Many of the objectives and strategies listed in this section are further detailed in the individual department strategic plans.

Administration The county administrator is the top administrative post in county government. The administrator is responsible for implementing commission policies and directives, leading the preparation of the county budget and overseeing daily operations for 23 departments. Additionally, the administrator manages all county-owned public facilities, as well as their maintenance and safety.

Departments reporting directly to the county administrator include: Fire Rescue, Human Resources, Office of Fiscal Review and Procurement Services. The county’s organizational structure includes two divisions, Public Services and Public Works, with each having an assistant county administrator to oversee the assigned departments.

The following departments operate under the Public Services Division: Animal Services, Community Services, Information Technology, Office of Public Information, Public Library System, Public Safety Communications, Tourist Development and Veterans Services.

The Public Works Division contains the following departments: Building Safety, Extension Service, Facilities Management, Fleet Management, MSTU, Office of the County Engineer, Parks and Recreation, Solid Waste and Utilities.

External customer surveys

Establish public’s concerns, track improvements and monitor success in addressing concerns.

Jan.-March

Performed within operating budget

Organizational credit card policy

Consistency in policies and guidelines for all departments in the organization

July-Sept.

Staff time

Countywide customer service policy and procedure review

Improvement to customer service and consistency countywide.

July-Sept.

Staff time

External customer surveys: Administration will encourage departments to conduct surveys of their customer groups to gauge customer satisfaction and identify concerns and areas for improvement. External customer surveys may not only be limited to general citizen surveys, but also may reach out to specific groups of citizens or customers. Surveys should be issued and analyzed through one department in cooperation with applicable departments so that the surveys are consistent and the results are shared and analyzed to develop benchmarks and plans of action.

If a survey taker chooses to provide name or contact information, staff could also follow up directly. These surveys provide a valuable tool for improving service to our citizens.

For example, a survey conducted by Procurement Services helped them understand how the county could better engage with local businesses and improve the procurement or vendor payment process.

Organizational credit card policy: Administration will establish a countywide policy ensuring consistency for credit/debit card transactions. The fees charged for use of the card should be consistent across county departments and paid by the user of the service instead of absorbed by the county. Any specific department level policy should fall within the parameters of the countywide policy.

Countywide customer service policy and procedure review: A team will review the policies and procedures for each department to determine where customer service improvements can be made. The team will develop countywide core and department level metrics or key performance indicators to measure and test customer service, making recommendations with the goal of consistent improvement of service and efficiency. For example, addressing response times for customer inquiries could be addressed consistently countywide and incorporated into departmental policies and procedures that all citizens are responded to in a most efficient and timely manner.

Figure 1: Excerpt from Procurement survey

Airport The airport provides aviation services, quality facilities, and support to the general aviation community by providing convenient service at a reasonable price. The airport welcomes business development in Marion County and facilitates several businesses providing jobs for citizens.

The airport encompasses 792 acres and features two active, lighted runways. The airport office offers free Wi-Fi, conference and training rooms, pilots’ lounge, flight planning office, dining area and competitively-priced aviation fuel. Flight training and aircraft maintenance are provided on the field by privately-owned businesses.

Construct t-hangars and corporate hangars

Providing aircraft storage for permanent and itinerant aircraft

July-Sept.

$1,200,000

Automatic weather observation system

Provides up-to-date airport weather conditions Oct.-Dec.

$150,000

Parallel taxiway Efficient, safe transition for departing and arriving aircraft April-June

$3,500,000

Mobile Fueling Trucks Convenient fueling services and new revenue source April-June

$275,000

Construct t-hangars and corporate hangars: Currently there are 70 customers on the hangar waitlist.

Additional hangars will provide a needed service and increase revenue for the airport. Existing hangars accommodate storage of aircraft with a wingspan of 42’ or less. The airport cannot facilitate the storage of larger general aviation aircraft, including turbine aircraft. The construction of four corporate hangars will allow the airport to accommodate the storage of larger aircraft at the airport moving closer to meeting demand. The cost for this project will be shared with FDOT Aviation funding (80 percent) and the airport (20 percent)

Automatic weather observation system: An automatic weather observing system (AWOS) provides continuous real-time weather reports, 24 hours a day, without human involvement. Using a computer-synthesized voice, AWOS can generate new weather reports every minute in a standard format familiar to pilots. The information may be broadcasted through common navigational aids or its own discrete VHF frequency.

The addition of an AWOS will provide actual airfield weather information and a 24-hour local altimeter setting for pilots using the airport. An AWOS at the airport will also enhance the existing and future instrument approach procedures. The landing minimums for the current published instrument procedures to Runway 23 are based on using the Ocala International Airport altimeter setting, which is approximately 10 nautical miles away. Once a local altimeter setting becomes available, the current and any future instrument approach procedures will likely have better landing minimums. FDOT aviation funding has already been approved, which will cover 80% of the costs, while the remaining 20% will be funded using airport funds.

Parallel taxiway: At this time, the airport does not have a parallel taxiway for either of the two runways.

There is only one taxiway access point for each runway located at the far end of one side of both taxiways, forcing aircraft to taxi the entire length of the runway to exit the runway after landing. The extended time on the runways required for taxi forces arriving aircraft to circle the airport until the runway is vacated. The lack of a parallel taxiway on the main runway creates a safety of flight issue as the runway is closed while occupied by taxiing aircraft. The extended time on the runway required for taxi could easily result in catastrophic collision in reduced visibility conditions as an arriving aircraft may not see another aircraft on the runway until avoidance is unachievable. The construction of a parallel taxiway will enhance safety and streamline aircraft ground movement increasing the efficiency of the airport ground environment. This project is funded by the airport (2%), FDOT aviation funding (8% budgeted), and FAA AIP funding (90% budgeted).

Mobile fueling trucks: Mobile fueling will provide convenient full-service fuel to aircraft on the airport.

At this time full service is only available to turbine aircraft at the fixed tanks on the airport. Full-service fueling requires the aircraft to be moved before and/or after fueling. The movement of the aircraft from or to the fuel tanks requires either an aircraft start-up or ground towing by airport personnel. Aircraft start-up is costly to the aircraft operator and ground towing increases risk of damage to the aircraft.

Mobile fuel trucks will relieve the issue of moving aircraft while providing a convenience to the operator and creating an additional revenue source as full-service comes at a premium price compared to self-service. This project will be fully funded by the airport.

Animal Services Marion County’s Animal Center is the only open-admission shelter in the county. This means the shelter does not selectively accept only the most adoptable animals; no animal is turned away, regardless of how sick, old, aggressive or potentially undesirable it might be to some. More than 11,000 animals enter the shelter each year. Staff places healthy and friendly animals up for adoption, and generally doesn’t impose time limits on how long they can stay. For animals that are too young, old or sick to be placed for adoption, staff often works to partner with foster homes or rescue groups.

Marion County Animal Services also provides animal control services within unincorporated Marion County and the City of Ocala, enforcing state laws and county ordinances relating to animals. Animal control officers respond to more than 10,000 calls a year and are on-call for emergencies 24 hours a day.

They rescue injured, sick or stray domestic animals and investigate aggressive attacks, as well as animal cruelties that can range from one-animal cases to large-scale incidents involving hundreds of animals.

Purchase proper farm equipment

Efficiency (currently need to borrow a mower when we can find one available), aesthetics (farm located in a residential neighborhood).

April-June

$25,000

Purchase new cat cages Reduce upper respiratory and other diseases. July-Sept.

$75,000

Purchase proper farm equipment: We currently maintain 40 acres at Shocker Field for animals confiscated for cruelty without proper equipment and dedicated staff. The equipment to be purchased is:

a zero-turn mower, a golf cart (to deliver feed and help spray for weed control), and top board and fencing for the fields.

Purchase new cat cages: The cages we use are no longer sold because they don’t adequately protect from upper respiratory infection and other diseases among cats in close proximity. Staff is currently seeking grants to help pay for costs to change out the old cages one room at a time. This cost amounts to $75,000 (three cat rooms at $25,000 each).

Building Safety Marion County Building Safety strives to ensure the health, safety and public welfare of the built environment in Marion County by enforcing the Florida Building Code and related Marion County ordinances in an efficient and cost-effective manner. To ensure a safe built environment, the department issues permits, reviews plans, verifies contractor licenses and performs inspections for each project.

Newsletter Improves communication with contractors Oct.-Dec.

Staff time

Mobile inspections platform

Expedite the scheduled inspections process and provide customers…