Goal 1.1: Abate flood impacts on life and property.

• Purchase Work and Asset Management System Software to manage infrastructure asset conditions, service requests, work orders, cost analysis and other pertinent data.
• Purchase a Whiteman Power Buggy motorized wheelbarrow for transporting heavy materials through project sites.

Goal 1.2: Plan, build, operate and maintain a safe, resilient, and efficient multi-modal transportation and roadway infrastructure system.

• No additional resources above normal operating and capital budgets has been allocated toward this Strategic Goal for fiscal year 2024.

Goal 1.3: Efficiently operate, maintain, and expand utilities systems to provide potable water, wastewater, reclaimed water, and solid waste services to our customers.

• Allocate resources to the Solid Waste Collections and Compliance Team to outsource invoice printing, mailing, and payment processing services to the Pasco County Tax Collector.
• Purchase a self-unloading walking-floor semi-trailer for the Landfill program.
• Continue to invest in the multi-year Master Plans for potable water, wastewater, and re-claimed water to include large developments in outlying areas of Pasco County.
• Continue to invest in consultants to effectively execute the anticipated capital improvement program.
• Reduce Nitrogen loads in reclaimed water by making improvements to or modifying existing biological nutrient removal processes at wastewater treatment plants.
• Hire 2 Geographic Information system Technicians to research and populate historical data for assets, such as age, material, and asset inventory.
• Hire 1 Supervisory Control and Data Acquisition Manager to manage the preparation, execution, and forecasting of the budget and the operations and maintenance of 834 facilities.
• Hire 1 Water Quality Specialist to maintain compliance with new rules and regulations set out by the Environmental Protection Agency and the Federal Department of Environmental Protection.

Goal 1.4: Incorporate sustainable practices into the development and redevelopment of Pasco communities in order to provide a diversity of land uses while prioritizing alternative modes of transportation and promoting great public spaces for everyone.

• Acquire professional services to maintain and improve medians and rights-of-way to improve appearance and to create environmentally friendly landscape to enhance the county's appearance on US19 and major arterial and collector rights-of-way.
• Maintain 1 currently grant funded position, Resilience and Vulnerability Assessment Specialist, to to collect data and information needed to identify areas of risk and develop strategies to mitigate those risks.

Goal 2.1: Improve public safety response and service delivery capabilities to meet resiliency in the community’s growing and challenging needs.

• Increase the pay for the Firefighters in Pasco County who are part of the International Association of Fire Fighters Union.
• Purchase a refurbished Rescue Unit for the Peak Hour program to keep vehicle usage within compliance.
• Purchase equipment necessary to open Fire Stations 2 and 4. These stations will officially open in Fiscal Year 2025; however, due to the time it takes to fulfill equipment orders, these purchases need to happen in fiscal Year 2024 for the timely opening of these stations.
• Purchase fitness equipment for Fire Stations.
• Provide advanced SWAT tactile and medical training for Special Operations Paramedics.
• Increase allotment for tuition reimbursements and EMS certifications and re-certifications.
• Hire 3 EMS Supervisors to provide oversight to operations.
• Increase funding for the Turnout Gear Cycling Program to ensure proper inventory for personal protective equipment.
• Invest in software and technology upgrades.
• Adding Rescue 213 to provide emergency medical services to the residents of Wesley Chapel.
• Provide additional support to the Honor Guard.
• Establish an Officer Development Program to develop and educate internal candidates seeking promotion.
• Add air conditioning to the logistics warehouse housing consumable medical supplies to prevent damage from the heat.
• Purchase Mappedin Response software to generate interior fire plans from existing floor plans.
• Purchase of an additional module in the EPRFireworks software for documentation of patient care reports.
• Invest in Rapid Diver Rescue Training for aerial apparatus crew members.
• Invest in enhancements to medical equipment and supplies.
• Hire 5 Code Enforcement Officers to stand up a targeted Commercial and Landscape Team and provide additional officer resources throughout the county.
• Invest in training for Special Operations units for the following: Vehicle and Machinery Rescue, HazMat, Truck Operations, Swiftwater Rescue, and Structural Collapse.

Goal 2.2: Deliver services creating impactful change that enhance self-sufficiency and quality of life.

• Provide additional funding for the Public Defender's Project Redirect jail diversion program, called the Red Tent Initiative.
• Invest in additional safety signage to enhance pedestrian safety at crosswalks, traffic calming, and improving the visibility of school zones.
• Provide additional funding to Pasco Kids First for child abuse evaluation exams.
• Provide funding for cold weather shelters for the home disadvantaged through United Way.
• Increase the County's annual contribution to United Way.
• Hire 1 Housing Navigator to assist persons experiencing homelessness to break the cycle of homelessness by connecting clients who need to rapidly obtain permanent housing with the appropriate housing opportunities and agencies who can fund those housing needs.
• Provide funding for Pasco HOPE Homelessness to support a Housing First model to effectively combat homelessness.

Goal 2.3: Provide cultural, educational, recreational, and social opportunities in Pasco County to improve overall quality of life

• Hire 10 Library team members to fully staff the Starkey Ranch Theatre, Library and Cultural Center when library renovations have been completed.
• Provide funding to operate and maintain 5 additional fields at the Wiregrass Ranch Sports Campus currently under construction.
• Provide funding for an Aquatics Program expansion at the Land O'Lakes Recreation Complex Pool and Aquatics building.
• Provide additional funding for the Recreation Programming across various parks in the Parks, Recreation, and Natural Resources system in the County.

Goal 2.4: Protect, conserve, manage, and restore the County’s natural resources including land, water, and wildlife habitat.

• Hire 1 Code Enforcement Officer to investigate and enforce violations related to water theft and solid waste usage throughout the County.
• Hire 1 Sea Grant Agent to address issues such as sea level rise, harmful algae blooms, mangrove and seagrass protection, aquatic preserve management, impaired waterway remediation, and living coastlines.
• Provide funding to maintain property at the Oaks at Riverside community for one year while the MSBU is getting established.
• Hire 1 Project Coordinator III to support the Environmental Lands Acquisition Program.
• Hire 1 Biologist I in the Natural Resources Conservation Division to perform plan reviews under the Regulatory Program.
• Hire 2 Park Rangers to help manage the County owned property in the Environmental Lands Acquisition and Management Program.

Goal 3.1: Employ sound financial management practices leading to sustainable fiscal decision-making.

• No additional resources above normal operating and capital budgets has been allocated toward this Strategic Goal for fiscal year 2024.

Goal 3.2: Become a regional leader attracting, retaining, and growing businesses to achieve a strong, stable, diversified business mix, and tax and employment base.

• No additional resources above normal operating and capital budgets has been allocated toward this Strategic Goal for fiscal year 2024.

Goal 3.3: Simplify and streamline review, inspections and permitting processes to facilitate commercial growth to make Pasco a great place to locate and operate a business.

• Hire 2 Analyst II positions for the Accela Team to assist with fully leverage the permitting software.
• Increase the budget for training, travel and memberships for the Building Construction Team.
• Provide funding for the final phase of the Comprehensive Plan Update.

Goal 3.4: Foster and promote relationships through a collaborative environment that provides for positive economic and community outcomes.

• Provide funding for naming rights at various parks and locations in the County for Destination Management Organization to advertise and increase brand awareness.
• Provide funding to educate partners in Pasco County to be Autism and Special Needs friendly through the International Board of Credentialing and Continuing Education Standards.
• Increase the funding provided for marketing and sports event sponsorships to bring larger and more sporting and other events to Pasco County.

Goal 4.1: Deliver Services that exceed customer expectations in a manner that builds trust, inspires confidence, and promotes accountability.

• Hire 1 Administrative Assistant for the Destination Management Organization department.
• Retain 5 Custodian positions in GoPasco that were previously funded by American Rescue Plan emergency funding to maintain a clean environment for our riding public.
• Hire 3 Detention Center Crew Leaders to reimplement the inmate labor maintenance programs now that the Detention is under the purview of the county.
• Increase the funding provided for a Capital Repair and Replacement Program for county owned facilities.
• Hire 1 Lead Technician for the Fleet Management Department to accommodate the growth of the county's fleet size.
• Hire 1 fleet Technician I for the Fleet Management Department to accommodate the growth of the county's fleet size.

Goal 4.2: Foster a Safe Organizational Culture that is characterized by open communication, high performance, and an engaged workforce.

• Increase the training budget for the Building Construction Services department to meet ISO standards.
• Provide funding for additional mental health support for the county's first responders.
• Hire additional certified and civilian positions for the Detention Center to accommodate the completion of the first phase of the expansion project, scheduled to be open in the summer of 2024.

Goal 4.3: Systematically develop, evaluate, and improve organizational performance.

• Secure a contract with a third party vendor to provide round the clock surveillance monitoring to provide continuous threat detection and response the county's information technology network.
• Hire 1 Rescue Coordinator for Animal Services to reduce the length of stay for animals by investing in the rescue transfer program.
• Hire 1 Customer Service Specialist II for Animal Services to increase the sales for pet licensing.

Goal 4.4: Foster a transformational culture that promotes innovation.

• No additional resources above normal operating and capital budgets has been allocated toward this Strategic Goal for fiscal year 2024.