File Number: 051407
|Printable PDF Format|
|File Number: 051407||File Type: Ordinance||Status: Adopted|
|Version: 0||Reference: 05-136||Control: County Commission|
|Requester: NONE||Cost:||Final Action: 7/7/2005|
|Sunset Provision: No||Effective Date:||Expiration Date:|
|Registered Lobbyist:||None Listed|
|Acting Body||Date||Agenda Item||Action||Sent To||Due Date||Returned||Pass/Fail|
|Board of County Commissioners||7/7/2005||7A||Adopted||P|
|Internal Mgmt. & Fiscal Responsibility Committee||6/16/2005||2G||Forwarded to BCC with a favorable recommendation||P|
|REPORT:||Chairwoman Carey-Shuler announced that the foregoing proposed ordinance was open for public participation. Hearing no one wishing to be heard, the public hearing was closed. Hearing no objection, the Committee proceeded to vote on the foregoing proposed ordinance as presented. In response to Commissioner Sorenson’s comments regarding the intent of the foregoing proposed ordinance, Special Assistant to the County Manager Corrine Brody explained that the intent of the proposed ordinance was to codify the on-going initiatives implemented by the Board in 2001 along with the County’s Strategic Plan. Commissioner Sorenson discussed the need to ensure accountability across-the-board when using tax dollars for County projects including contractors and subcontractors. Special Assistant Brody stated that the foregoing proposed ordinance was very specific to organizations that desired a formal plan to measure, monitor, and report and this may be difficult for smaller organizations. In addition, Ms. Brody noted that this proposal was oriented toward the way the County manages to accomplish good management practices. Chairwoman Carey-Shuler asked that staff review the monitoring process for the Results Oriented Government to ensure performance by County departments. Chairwoman Carey-Shuler asked that the County Attorney review the feasibility of developing a mechanism to evaluate the County Manager’s performance. Commissioner Moss asked that staff review a memorandum sent to the County Administration regarding “lessons learned.” He noted that this concept addresses and identifies past mistakes regarding County contracts and other matters to ensure that staff does not repeat past mistakes.|
|Board of County Commissioners||5/17/2005||Scheduled for a public hearing||Internal Mgmt. & Fiscal Responsibility Committee||6/16/2005|
|Board of County Commissioners||5/17/2005||4M||Adopted on first reading||6/16/2005||P|
|REPORT:||The foregoing proposed ordinance was adopted on first reading and set for public hearing before the Internal Management and Fiscal Responsibility Committee on June 16, 2005, at 2:00 p.m.|
|County Attorney||5/9/2005||Referred||Internal Mgmt. & Fiscal Responsibility Committee||6/16/2005|
|County Attorney||5/9/2005||Assigned||Gerald K. Sanchez|
ORDINANCE ESTABLISHING A "GOVERNING FOR RESULTS" FRAMEWORK IN MIAMI-DADE COUNTY FOR THE PURPOSE OF IMPROVING SERVICE DELIVERY, MANAGERIAL AND LEGISLATIVE DECISION-MAKING, AND PUBLIC TRUST IN COUNTY GOVERNMENT; ESTABLISHING REQUIREMENTS FOR STRATEGIC PLANNING, BUSINESS PLANNING, AND THE ALLOCATION OF COUNTY RESOURCES; ESTABLISHING GUIDELINES FOR MANAGERIAL ACCOUNTABILITY, PERFORMANCE MEASUREMENT, MONITORING AND REPORTING, AND PERFORMANCE BASED PROGRAM REVIEWS; PROVIDING SEVERABILITY, INCLUSION IN THE CODE, AND AN EFFECTIVE DATE
BE IT ORDAINED BY THE BOARD OF COUNTY COMMISSIONERS OF MIAMI-DADE COUNTY, FLORIDA:
Section 1. Chapter 2 of the Code of Miami-Dade County, Florida, is hereby amended to read as follows:1
* * *
>>ART. CXVIV. GOVERNING FOR RESULTS
Sec. 2-1792. Legislative Findings and Purpose.
(a) Miami-Dade County has an interest in improving the delivery of public services through the use of strategic planning, business planning, a sound resource allocation process (encompassing the traditional budget process) and a framework for managerial accountability.
(b) The County Commission finds that the use of performance measures and standards in the planning and resource allocation processes, as well as the public reporting of performance information, will result in a more efficient and effective utilization of County resources and improved results for the public.
(c) The purpose of this ordinance is to:
1. Improve public service delivery through deliberate planning and an emphasis on accountability and results;
2. Improve managerial and legislative decision-making, by gathering meaningful and objective performance information; and
3. Improve public trust in County government by holding the County and its departments accountable for achieving results.
Sec. 2-1793. Strategic Planning.
(a) The County Manager shall develop a strategic plan to guide the ongoing and proposed activities of the County for a period of not less than five years. The strategic plan should take into consideration the collective aspirations of the community, as well as the views and suggestions of County elected officials and professional staff.
(b) The County strategic plan shall be revised and updated periodically, at intervals of not more than five years, and shall be submitted by the County Manager to the Board of County Commissioners for ratification.
(c) The Strategic Plan shall include, but shall not be limited to, the following components:
1. A broad, comprehensive statement of purpose for County government;
2. Medium- to long-range goals;
3. Priority outcomes relative to each major program area which departments are expected to achieve; and
4. Specific and measurable performance indicators, with corresponding performance targets, for each priority outcome.
(d) The strategic plan shall serve as the framework for departmental business planning, the allocation of County resources and managerial accountability.
Sec. 2-1794. Business Planning.
(a) At least annually, each County department shall prepare a business plan to guide departmental operations. The business plan shall conform to goals and outcomes in the County strategic plan, and shall be the basis for the allocation of County resources to each department.
(b) On an annual basis, the County Manager shall prepare the business plan and proposed budget.
(c) Departmental business plans shall include, but not be limited to, the following components:
1. A statement of purpose for the department;
2. A functional table of organization;
3. A discussion of the department's fiscal and business environment;
4. Departmental activities which support the achievement of goals and priority outcomes in the County strategic plan; and
5. Specific and measurable performance indicators, with corresponding performance targets, for each departmental activity.
Sec. 2-1795. Allocation of County Resources
(a) Each County department has the responsibility to prepare a proposed resource allocation plan for the County Manager's review. The proposed plan shall identify the resources required to execute departmental activities, as outlined in the annual business plan, which conform to goals and priority outcomes in the County strategic plan.
(b) On an annual basis, the County Manager shall present the proposed budget, including the proposed resource allocation plans, to the Board of County Commissioners for approval in accordance with the requirements of Section 4.03 of the Home Rule Charter.
(c) Departmental resource allocation plans shall include, but not be limited to, the following components:
1. Proposed staffing levels;
2. Proposed revenues and appropriations;
3. Proposed adjustments to existing service levels; and
4. Proposed new or increased fees.
(d) The proposed resource allocation plan shall clearly show the relationship between resources, departmental activities and the expected level of performance.
Sec. 2-1796. Managerial Accountability and Performance.
(a) Managers shall be held accountable for the achievement of performance objectives, as outlined in the strategic plan and departmental business plans, through performance evaluation and other appropriate managerial tools.
(b) Management and staff shall employ progressive techniques to ensure continuous efficiency and effectiveness in County operations.
Sec. 2-1797. Performance Measurement, Monitoring and Reporting.
(a) County departments shall gather performance information including, at a minimum, data relative to the performance indicators and targets established in the departmental business plan.
(b) Departmental performance information shall be submitted to the County Manager, on a regular basis, as determined by the County Manager.
(c) No less than annually, the County Manager shall prepare and make available to the public a performance report to the Community. The report shall include, at a minimum, performance data relative to goals and priority outcomes established in the County strategic plan.
Sec. 2-1798. Performance Based Program Review.
Departmental business and resource allocation plans shall serve as the basis for performance based program reviews. Such reviews may include the following:
1. a review as to whether the program is in conformance with the strategic plan, business plans and adopted budgetary priorities;
2. zero-based budgeting concepts;
3. application of program workload measures, program efficiency measures, program effectiveness measures, program outcome measures and cost-benefit analysis; and
4. an analysis of the customer or client base served by the program and delivery of service alternatives.<<
Section 2. If any section, subsection, sentence, clause or provision of this ordinance is held invalid, the remainder of this ordinance shall not be affected by such invalidity.
Section 3. It is the intention of the Board of County Commissioners, and it is hereby ordained that the provisions of this ordinance, including any sunset provision, shall become and be made a part of the Code of Miami-Dade County, Florida. The sections of this ordinance may be renumbered or relettered to accomplish such intention, and the word "ordinance" may be changed to "section," "article," or other appropriate word.
Section 4. This ordinance shall become effective ten (10) days after the date of enactment unless vetoed by the Mayor, and if vetoed, shall become effective only upon an override by this Board.
1 Words stricken through and/or [[double bracketed]] shall be deleted. Words underscored and/or >>double arrowed<< constitute the amendment proposed. Remaining provisions are now in effect and remain unchanged.
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