Title: Strategic Plan For The 1990s, "Partnerships in Water Management: The Vision For The Future" - Jan. 1994
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 Material Information
Title: Strategic Plan For The 1990s, "Partnerships in Water Management: The Vision For The Future" - Jan. 1994
Physical Description: Book
Language: English
Publisher: South Florida Water Management District
 Subjects
Spatial Coverage: North America -- United States of America -- Florida
 Notes
Abstract: Jake Varn Collection - Strategic Plan For The 1990s, "Partnerships in Water Management: The Vision For The Future" - Jan. 1994 (JDV Box 70)
General Note: Box 24, Folder 4 ( Water Supply Issues - Linking Water Supply Planning and Land Use Planning ), Item 1
Funding: Digitized by the Legal Technology Institute in the Levin College of Law at the University of Florida.
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Bibliographic ID: WL00004638
Volume ID: VID00001
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Holding Location: Levin College of Law, University of Florida
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Full Text




South Florida Water Management District

3301 Gun Club Road P.O. Box 24680 West Palm Beach, FL 33416-4680 (407) 686-8800 FL WATS 1-800-432-2045


MGT 12-02 RECEIVED

;r n 7 1994
July 1, 1994 Carlton Fields- Tallahassee
.Itrnb D. Var-

I am pleased to provide a copy of the South Florida Water Management District's Strategic Plan
for the 1990s. This document will serve as our "road map" for the future, guiding the agency
toward the attainment of our priority goals.

A primary purpose of the Strategic Plan is to communicate the District's identified priorities to
the public, local governments, interested groups and other agencies. I believe you will find it
to be a useful document for understanding the agency's focus and direction. Along with our
more comprehensive District Water Management Plan, the Strategic Plan is an important tool
for measuring the progress of our programs and projects.

In recognition of changing economic, environmental, political and social climates, the plan will
be periodically updated to reflect the dynamics and challenges of natural resource management
in south Florida.

We welcome any comments you may have. Please direct questions or concerns to David B.
Thatcher, Director, Comprehensive Planning Division at (407) 686-8800.

Sincerely,



Valerie Boyd
Chairman, Governing Board

VB/ng
Enclosure












Governing Board:
Valerie Boyd, Chairman William Hammond Eugene lkPettis Tilford C. Creel, Executive Director
Frank Williamson, Jr., Vice Chairman Betsy Krant Nathaniel P. Reed Thomas K. MacVicar, Deputy Executive Director
Annie Betancourt Allan Milledge Leah G. Schad




IV


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January 1994
South Florida.
Water Management District
Valerie Boyd,
Governing Board Chairman
Tilford C. Creel,
Executive Director


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CONTENTS


I. OVERVIEW .................. ...................................... ....
WHAT IS A STRATEGi PLAN?.............. .................. 1
PURPOSE OF THE STRATEGIC PLAN.............................. 1
STRATEGIC PLANNING AT SFW M D ......................,............ 1

II. SITUATION ANALYSIS............................................. 4
STEWARDSHIP OF WATER RESOURCES ....................... ..... 4
OPERATING ENVIRONMENT .............. ................... 4

III. FUTURE DIRECTION ........................................... 6
SOUTH FLORIDA VISION 2050 ................... ............ 6
M ISSION .. ...................... : .................................... ... 7
G UIDING PRINCIPLES ................................................... 8

IV. STRATEGIC GOALS, ISSUES AND ACTION PLANS ......... I1
REEXAMINE CENTRAL & SOUTHERN FLORIDA
FLOOD CONTROL SYSTEM .................................. 11
RESTORE THE KISSIMMEE RIVER ................................... 14
PROTECT AND ENHANCE LAKE OKEECHOBEE ................ 17
RESTORE THE EVERGLADES AND FLORIDA BAY............... 20
DEVELOP WATER SUPPLY PLANS ................................. 24
PROTECT AND ENHANCE ESTUARINE SYSTEMS................ 27
INCREASE EFFECTIVE-AND EFFICIENT USE OF
ORGANIZATIONAL AND FISCAL RESOURCES ................ 31























Overview


WHAT IS A STRATEGIC
PLAN??
It addresses three basic questions:
Where are we going?
This is explained by our mis-
sion and the goals and objec-
tives which break it down into
clear, understandable and
achievable pieces.
What is the environment?
We must examine the many
internal and external forces that
affect our organization. We need
to identify opportunities and
threats thatrcoUld impact
our mission. We must ex-
amine the gap between our
goals and objectives and
our ability to achieve them.
How do we get there?
Specific action plans,
their schedules and the
resources required to
achieve them address
this question.
The District's Strategic
Plan focuses on the high- E
est priority issues for the
next 2-5 years, as identi-
fied by the Governing
Board and senior man-
agement. Therefore, this
plan does not-address the totaJ
spectrum 6f all District responsi-
bilities, programs and actions.
That comprehensive review is
within the purview of the District
WaterManagement Plan, which
will be finalized in November
1994. Future Strategic Plans will
draw from the conclusions of the
water management plan.


PURPOSE OF THE
STRATEGIC PLAN
A Strategic Plan documents the
results of a strategic planning
process through which an orga-
nization examines itself, sets pri-


orities, establishes its vision and
direction for the future and de-
velops the resources necessary
to create that future. Each of
these activities involves making
difficult choices in many arenas,
such as organizational, bud-
getary, human resources.
Further, as a public agency we
must be cognizant of how these
difficult choices affect the citi-
zens-who pay the supporting tax-
es and fees.
The Strategic Plan outlines
goals and specific action plans
That will accomplish the Dis-



















trict's mission. It communicates
the direction of the agency to the
public, other agencies and em-
ployees.

STRATEGIC PLANNING
AT SFWMD
For the District, strategic plan-
ning combines historical per-
-'spective, knowledge of current
conditions, and "vision for the
future." The goals described in
this plan represent those issues
that are most important to the
District's success in accomplish-
ing its business, or in this case,
its mission.










The District's planning
process has evolved over several
years, coalescing in the early
1.990s with two important, relat-
ed actions. First, state water poli-
cy (Chapter 17 40 F.A.C.) requires
each of the five water manage-
ment districts to prepare a
District Water Management Plan.
The water management plan is a
long range, comprehensive docu-
ment which'will
identify, analyze
and recommend
SI e wO solutions to water
resource issues.
Scheduled-for
completion in
November 1994,
SI I I M. d the water man-
agement plan will
address all.
agency programs
and activities, fo-
SH U causing on the four
elements of our-
'mission.
Second, in
1990 the District
initiated major regional water
supply planning efforts. In re-
sponse to the water shortage
that occurred during the drought-
of 1988-1990, these plans will
evaluate the supply of and de-
mands on available water re-
sources'through 2010 and
recommend actions to guide al-
locations and reduce the impacts
of future droughts.
These long range planning ef-
forts have spawned significant
policy discussion and other de-
velopment activities at the _
District. For-example, in
December 1991, the Governing
Board approved the agency
Water Supply Policy, which out-
lines specific direction to ad-
dress water supply issues. The
District is working on a similar
policy to address flood.protec-
tion issues..
The process to develop the


District's water management
plan, which includes the water
supply plans and other plafs,
will provide long range direction
for decision making. Relating
that loig term direction to cur-
rent agency priorities,'policies
and budget considerations, as
well as-specific programs and
projects is the function of this
strategic plan.
Figure 1 illustrates the
District's planning process and
its relationship to state compre-
hensive and water resource plan-
ning efforts. ,


























































DISTRITSTRATEGIC PLA


FIGURE 1. WATER MANAGEMENT PLANNING PROCESS


3


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t
1 :


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Situation


Analysis


STEWARDSHIP OF
WATER RESOURCES.
The South Florida Water
Management District has long
viewed its primary role as the
steward of south Florida's water
resources. Changing and increas-
)ng responsibilities, as delegated
or passed on from other govern-
mental entities,, show that others
share that view. To ensure con-
tinued recognition and under-
standing of our commitment to
the people and the water re-~
sources of south Florida, it is
worthwhile to re-examine the
meaning of stewardship and the
level of trust and responsibility
inherent to such a role.
Stewardship is defined as hav-
ing responsibility for the affairs
or belongings of others and is ac-
complished through two princi-
pal functions: leadership and
managership. Leadership is the
ability to influence people to
willingly follow in the pursuit
and achievement of a common
goal. Successful, leadership is ex-.
emplified by positive and innova-
tive actions, acceptance of risk
associated with these actions
and acceptance and encourage-
ment of healthy dissent and
open, public discussion of is-
sues. As-a leader in water re-
-sources management, the
District must create its vision of
the future of water resources and
influence others (taxpayers, oth-
er governmentsT interest groups,
etc.) to assist in achieving that
vision.
Managership is the ability to in-
fluence resources (people, capi-
tal equipment, finances, etc.) to
accomplish a mission, strategic
goals and operational objectives.
This ability is measured by the
technical expertise of the staff
and the effectiveness and effi-
ciency of the agency.n carrying


out its technical, administrative
and financial duties. The District
has been successful in assem-
bling a highly qualified, dedicat-
ed and respected workforce to
deal with the myriad technical
and political issues relating to
water management. In addition,
the business processes to ensure
accountability to the taxpaying
public are in place and have
been nationally recognized for
their excellence.
With this renewed under-
standing of our commitments
steward of south Florida's water
resources, we must examine the
environment in which the District
operates.


OPERATING
ENVIRONMENT
Traditionally, at the District,
environment has referred to the
natural environment, so operating
environment is a relatively new
term to us and refers to the vari-
ous-internal and external factors
that influence decision making.
These factors include political
and economic climates, public
opinion, occurrence of natural
disasters and technology
changes.
Since 1972, the South Florida
Water Management District has
evolved from an agency with a
legislative mandate of flood cont
trol and water supply to one with
a mission of multi-disciplinary
water resource management.
During the past 20 years; pro-
grams, budgets, and work force
have expanded to respond to
those increased responsibilities.
Much of the District's growth
is the result of new and redirect-
ed responsibilities from the state
-and federal governments, which
are shifting the administration
and, therefore, the funding of
natural resource management to










regional agencies such as the wa-
ter management districts.
Similarly, local governments, are
looking to this District for fiscal
and scientific support. Most re-
cently, the settle-
ment of the federal
Everglades lawsuit,
the.negotiations to
settle the sugar
growers lawsuit, the
passage of the
Marjory Stoneman
Douglas Everglades
Protection Act and
the statewide permit
streamlining have
added substantial
costs and responsi-
bilities to.the
District's programs.
While the Dis-
trict's responsibili-
ties have increased
the agency must also
respond to the call
for increased government ac-
countability and efficiency. We
must address the volatile econo-'
my, reductions in state and fed-
eral funding, demographic
pressures, value shifts, and priva-.
tization of services.
Florida is at a major juncture -
activities which have traditionally
resulted in strengthening our
economy are now likely to be
considered harmful to our envi-
ronment. The work needed to
restore or preserve our envi-
ronment is both challenging and
expensive. To take charge of the
future, we must find new ways to
support economic growth with-
out sacrificing natural resources.
The District has the opportunity
to further demonstrate its stew-
ardship capabilities and take an
even stronger leadership role in
resolving water resource issues.
Thewidespread recognition of
important environmental issues
has resulted in broad public sup-
port for restoration initiatives


.such as those we are'pursuing for
the Kissimmee River, Lake
Okeechobee,.the Everglades, and
Florida Bay, and in the delicate
estuarine systems of the Indian


River Lagoon,and Biscayne Bay.
We must continue to involve the
public at all levels of this impor-
tant work. .
The District also must contin-
ually examine the range of its re-
sponsibilities and the scope of
its current programs, as well as
proposed initiatives. We must
scrutinize how this agency re-
sponds to external factors and be
sure that our responses are rea-
soned and efficient. We must
clearly identify our goals, recog-
nize our limitations and refine
our performance measures and
feedback mechanisms to ensure
District programs work effective-
ly. The strategic planning pro-
cess is an integral part of these
endeavors. *


- 5






















Future


Direction


SOUTH FLORIDA
VISION 2050
Envisioning the future of south
Florida and its water resources is
an exciting and adventurous
task. Major questions must be
asked, the answers to which will
have significant impacts on our
decision. Do we assume that the
growth trends and development
patterns of the past will continue
into the future? How far into the
future should we look? Should
we envision the future we think
will happen or the future we would
like to happen? How will a vision
help the District to-prepare for
the future?
In mid 1993, the District initi-
ated work on the SOUTH FLORIDA
VISION 2050 and public.involve-
ment and review by other agen-
cies continues. Figure 2 (page 9)
is a geographical representation
of the VISION 2050. A summary
of the major assumptions used
to develop the vision follows to
set the stage for the Guiding
Principles and Strategic Goals of
the District.


The south Florida ecosystem
will more closely resemble its
natural, pre-development state
than it does at present and will
function more naturally, in terms
of hydrology and environmental
values. The Kissimmee River
Restoration and the Upper Chain
of Lakes project (higher lake lev-
els) will be completed. The Lake
Okeechobee water quality im-
provement work will be complet-
ed. The various projects to
improve water flow and quality
to the Everglades will be com-
pleted. More natural hydroperi-
ods and flow distribution i'n the
water conservation areas will be:
established. The Everglades
National Park will receive water
of appropriate quality and quan-
'tity, delivered at appropriate lo-
cations and timing to ensure
restored environmental values.
The distribution and timing of
fresh water flows will be im-
proved from the Everglades
National Park to Florida Bay.
Population will approximately
triple within the District. To ac-
Scommodate this growth, urban
development will ex-
pand beyond current
urban areas. Publicly
owned buffer areas
will be established
between urban and
natural areas, to pro-
tect sensitive natural
features from poten-
tial pollutants gener-
ated in urban areas.
The urban and
agricultural water
users in the lower
east coast area will
a need to' rely less on
the regional water
management system
for water supplies.
This can be accom-
plished via a variety
of actions: multifunc-
tional regional arrm


V I S 1 0 N S T A T E M E N T

"In the year 2050, the South Florida Ecosystem (Kissimmee River,
Okeechobee, Everglades, Florida Bay) will more closely resemble its m
state in terms of hydrology, water quality and environmental values. A
of greenways will interconnect major natural areas and provide corri
wildlife. The major components of the Ecosystem and other major na
eas will be protected from development impacts by a wetland buffer, s
Major sources of pollution will be identified and corrected. Coastal ani!arine water quality will more closely resemble natural conditions.

South Florida's water supply will be allocated first to meet environment
ter demands and then to other reasonable and beneficial uses. Water
sources will be augmented by storing stormwater runoff, developing
traditional sources (reclaimed water, saltwater and deeper aquifer) a
ter conservation using ultra-efficient technologies and operational techn










local water storage areas; aquifer
storage and retrieval (ASR); re-.
verse osmosis treatment of
ground or ocean water; waste-
water reuse and other new ultra
efficient water technologies that
may be developed within the
next 50 years.
Agriculture will continue to be
a major industry in south Florida,
focusing in the Everglades -
Agriculture Area (EAA), the area
around Lake Okeechobee and
the Kissimmee River Basin.
However, soil subsidence will re-
duce the land area available for
agriculture in the' EAA. In addi-
tion, some portion of the EAA
will be devoted to the stormwa-
ter treatment areas associated
with the Everglades restoration.
Acquisition of environmental-
ly sensitive land will continue to
be a major tool for environmen-.
tal restoration and preservation,
apd will be a high priority of the
public and the District.
Estuarine and coastal water
quality will more closely resem-
ble pre-development conditions
than at present. The develop-
ment of areas to store urban
stormwater runoff will reduce the
flow of runoff and its accompany-
ing pollutants into the estuaries
and coastal waters. In addition,
releases from Lake Okeechobee
" into the Indian River Lagoon,
Biscayne Bay and Charlotte Har-
bor will be reduced to lessen the
impacts of large freshwater flows
into these important estuaries.
In the'Florida Keys, central-
ized wastewater systems and or
other new treatment technolo-
gies will eliminate the use of
septic tanks, the major contribu-
tors to near shore water quality
problems. Actions in other issue
areas, such as dock and marina
siting and regulation and surface
water management; will con-
tribute to improved water quality.
The magnitude of change to


move from current conditions to
the realization of this Vision will /
require the ongoing commitment
and participation of all levels.of
government local, regional,
state ancLfederal. The water re-
source management responsibil-
ities of the District, the State of
Florida and the federal govern-
ment must be clearly delineated,
communicated and accepted by
all involved agencies. In addi-
tion, we must recognize the sig-
nificance of local governments'
land use decisions in determin-
ing the water supply and flood
protection needs of south
Florida. These decisions also di-
rectly impact water quality and
the level of effort (and cost) of
restoring the various elements of
the ecosystems. Therefore, the
District will continue to cultivate
partnerships in the stewardship
of the region's water resources.


MISSION
The mission of the South Florida
Water Management District recr
ognizes four primary elements of
water resource management:
water supply, flood protection,
water quality and environmental
enhancement. The interrelation-
ship of these elements makes
our job both challenging arid dif-
ficult. In a given project or activi-
ty, any one of the components
may be of greatest importance;
'however, all must be addressed.
For example, the solution to a
flood protection problem may
provide an opportunity to im-
prove a water supply problem
and will most likely involve water
quality issues.


M S S 1 0 N





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GUIDING
PRINCIPLES
Accomplishing the
District mission and im-
plementing the actions
outlined in this Strategic
Plan will require a unified
effort by the members of
the Governing Board,
District staff, other agen-
cies and groups and the
public. Such unification
Scan be achieved only,
when each group under-
stands the guiding princi-
ples, or underlying
tenets that reflect the cul-
ture and beliefs of the
agency.'The following
principles reflect these
core beliefs and how we
do business.
A The District will balance
the needs of natural resource
systems, stormwater manage-
ment, and water supply, all with-
in the context of'a regional.
ecosystem.
A The District will maintain
accountability and the prudent -
use of financial resources, 'while,
recognizing the needs of affected
stakeholders.
A The District recognizes the
value of cooperative relation-
ships with the public and private
sectors and other members of
the community, and the need to
communicate strategic decisions
to these audiences.


A The District will achieve
the goals of this plan through ef-
fective communication of priori-
ties, multi disciplinary teamwork,
and inter departmental coordina-
tion.
A The District values its. em-
ployees as key stakeholders in
accorrplishing the goals of this
plan.
A The District values the di-
versity of its workforce for the
varied perspectives that its mem-
bers bring in accomplishing our
mission.
By following these principles,
the District-will maintain its repu-
tation and position as a recognized
steward of water resources. *
I.


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ub
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I ., Water Flow
S
V










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5l




% U Agricultural
I I l Natural Areas
Urban
H Estuaries & Coast
H Everglades/Big Cq
! Buffer Areas
a-
^ Water Flow


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al Waters
press


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FIGURE 2. SOUTH FLORIDA VISION 2050

























Strategic


Goals,


Issues and


Action


Plans


The strategic goals are the foun-
dation for this strategic plan and
reflect the most important issues
for the next five years. They were
identified in April 1992 by the
District's Governing Board and
senior members of the Executive
Council. The goals are not listed
in order of priority. Each repre-
sents a major dedication of
District resources over and above
the ongoing water resources
management programs.
A Determine
feasibility of
changes to the
Central & South-
ern Florida Pro-
ject to restore the
South Florida
Ecosystem
A Restore the
Kissimmee River
A Protect and
Enhance Lake
Okeechobee
A Restore the
Everglades and.
Florida Bay
A Develop
water supply
plans
A Protect and
enhance estiar-
ine systems
A Increase il
effective and effi-
cient use of orga-
nizational and
fiscal resources
The goals are
discussed in
greater detail in
the following sec-
tions, along with
the various issues associated
with each goal. To support these
goals specific actions plans have
been developed and are summa-
rized in the following sections.
Schedules to accomplish the ac-
tion plans are included.


As noted earlier, the District is
involved in significant on-going
programs to operate and main-
tain the regional canal system for
flood protection and water sup-
ply purposes, acquire and.man-
age environmentally sensitive
lands, regulate water resource
impacts of development activi-
ties, design and construct water
resource, projects and provide
applied scientific research rele-
vant to water resources issues.































These important continuing pro-
grams will be discussed in the
District Water Management Plan
to be completed in Ndvember
1994.









STRATEGIC GOAL


DETERMINE FEASIBILITY
OF CHANGES TO THE
CENTRAL & SOUTHERN
FLORIDA PROJECT TO
RESTORE SOUTH
FLORIDA ECOSYSTEM


GOAL: The District will co-
operate witFi the U.S. Army Corps
of Engineers (COE) and the fed-
eral Interagency Task Force to
reexamine the Central and '
Southern Florida (C&SF) project
to determine the feasibility of
structural and operational
changes to the system to restore
the South Florida-Kissimmee/
Okeechobee/Everglades/Florida
Bay ecosystem while providing
for other water related demands.
ISSUES: The need for a com-
prehensive reexamination of the
C&SF system has been discussed
for several years. The system was'
designed almost 50 years ago.
We know now that the forecasts
on which the design was based
significantly underestimated-the
intensity of
land uses and
population
densities that' H I
would exist in
future years.
The decades of
the 1960s, 70s A ND
and 80s were
times of un- Tl 0
precedented
population N D
growth in south
Florida, when
almost 1,000
people per day F RA
moved into the
area. This has MS
resulted in
higher-than-
anticipated de-
mands on the T
system's flood
protection ca-
pability, as well as more recent
(and unplanned) demands for ur-
ban, agricultural and environ-
mental water supply. Water
quality is also a major issue,
highlighted by the legal actions
'related to the Everglades clean-
up and restoration efforts.
As planning for a major sys-


0







F


tem reexamination has contin-
ued, the District initiated major
efforts to evaluate and imple-
ment restoration projects for
elements of the ecosystem -
Kissimmee River, Lake
Okeechobee and Everglades
Florida Bay. These efforts are of
such significance that eachlis a
Strategic Goal described ;in the
following sections.
In 1993, the U.S. Department
of the Interior assumed a leader-
ship role in determining the
scope and goals of the reexami-
nation of the C&SF project, That
agency has championed the con-
cept of Ecosystem Restoration,
whereby an entire ecosystem is
analyzed and restored as a
whole. The Department promot-
ed the applica-
_tioh of this
concept to
St 0 F south Florida,
in part toes-
tablish a model
for use in other
i W a R regions across -
the nation and,
also in recogni-
tion of the
UAT 'complex inter-
relationship of
I the elements of
the natural and
man made en-_
vironments.
S OL The Secretary
of the Interior
was successful
in gaining the
support of oth-
er federal and
state agencies,
including the COE to proceed
with a total ecosystem restQra-
tion effort.
ACTION PLAN: A federal
Interagency Task Force was
formed ,in September, 1993 to,
develop objectives for the res-
"toration project and to provide a
forum to foster cooperation and'












I


communication among the agen-
cies. Six federal agencies are
involved Interior, justice, Agri-
culture, EPA, Commerce and
COE. The District is working
closely with the group.
- As local sponsor for the C&SF
tpoject and through involvement
with the Interagency Task Force,
the District anticipates a signifi-
cant work effort on these projects
over the next several years. At
present, project workloads, costs
and schedules are uncertain, be-
cause a final scope of work for
the restoration has not been
completed and mediation to set-
tle the federal Everglades -
cleanup lawsuit is continuing. A
timetable for the C&SF reexami-
nation, developed by'the COE, is
shown in the following table.
Detailed estimates of District
manpower resources and project


ACTIVITY


FY 94


FY 95


FY 96


FY 97


FY 98


COE Reconnaissance Study
Develop Evaluation Criteria .
Problem Identification.
Draft Report
Final Report

COE Feasibility Study


costs for this project will be de-
veloped as the scope of work is
finalized and theroles and re-
sponsibilities of the various
agencies are delineated.
The COE has initiated the first
phase of the project the recon-
naissance study in which prob-
lems, opportunities and
potential solutions are identi-
fied; decisions are made on the
need to continue into the feasi-
bility phase; time and costs of
the feasibility phase are estimat-
ed and the level of non-Federal
interest and support are as-
sessed. One of the products of
the reconnaissance phase will be
a detailed scope of work for the
feasibility study, in which de-
tailed engineering and prelimi-
nary design work is prepared for
the selected alternatives.


^:'


















SOrlando,


K

<7
A-1


Ft. ,
Myers


LEGEND

Major Canals

County Lines


Miles

- 10 20 30


SSFWMD
Planning Department
January.1994

13 3


\ .V
R
._1









S.TRAT EGIC GOAL
/

RESTORE THE
KISSIMMEE RIVER


GOAL: The District and the
U.S. Army Corps of Engineers
(COE) will continue the joint
project to restore the environ-
mental integrity of the Kissim-
mee River and its surrounding
ecosystem. '
ISSUES: Between 1961 and
1971, the COE channelized the
Kfssimmee River into a 56 mile
canal between
Lake Kissim-
mee and Lake
Okeechobee.
Channelization
disconnected
the river from
its floodplain,'
causing it to
lose many of
the environ-
mental values I
of its original
ecosystem.
Straightening
the river caused
the loss of
30,000 acres of O
wetlands and
degraded fish,
wading bird,
waterfowl, and
other wildlife
habitat. RTO
In 1984, the
District took
the leadito de-
termine how to
restore the
Kissimmee
River basin and
its environmen- T I
tal values. In
1990, the state
of Florida endorsed the District's
Level II Backfilling Plan to re-
store the ecological integrity of
the Kissimmee River. The COE
completed a draft feasibility
study for the Kissimmee restora-
tion in September 1991. This
study also endorsed the Level II
Backfilling Plan, with slight mod-
ifications, as the best solution


S


















R

SO


for environmental restoration of
the Kissimmee River.
The 1992 federal Water
Resources Development-Act in-
cludes congressional authori-
zation for the entire Kissimmee
River restoration project. The
District has negotiated an ac-
ceptable plan to evenly share the
costs of this project with the
federal govern-
ment.
ACTION
PLANS: The
COE will back-
fill a 1000 lin-
ear fpot section
OE ac n of the river to
fine tune con-
struction meth-
ods for the
overall restora-
tion project.
The first major
component of
the project is to
Modify the wa-
ter retention
capability of
the upper basin
and Kissimmee
Chain of Lakes
to provide
more natural
water flow-
through ihe re-
stored river.
The second
Component, in-
volving the low-
er basin,
includes back-
filling the cen-
tral portion of
theC 38 Canal. The District has
been acquiring land for the pro-
ject since 1988.
Restoration of the Kissimmee
River is the largest project of its
kind ever undertaken. The project
will take about 15 years to com-
plete and-is an example of the
long term, restoration projects
expected to be more common









throughout the world in the next
S, century. The reconnection of the
river to its original floodplain will



provide diverse environmental
benefits, which include recre-
ation and wildlife habitat.


ACTIVITY FY 94 FY 95 FY 96 FY 97 FY 98


Test Backfill construction methods

Upper Basin (Headwaters Revitalization)
Design
Construction
Land Acquisition

Lower Basin (C-38 Backfill)
Design
Construction
Land Acquisition -


- a -


-I-rn-,-'-


-


I,


~


a















Ni


L_
I)


LEGEND -

Kissimmee Restordtion


S FLORIDA BAY Miles.

S0 10 20 30,

S. -. *. '. SF WMD
'Planning Department
January 1994

16


- i









STRATEGIC GOAL


.PROTECT AND ENHANCE
LAKE OKEECHOBEE


GOALI The District will en-
hance the water quality of Lake
Okeechobee and preserve its
functional values for future gen-
erations as a critical link in the
South Florida Ecosystem.
ISSUES: Lake Okeechobee is.
the second largest freshwater
lake in the United States and is
the middle component.of the
south Florida
ecosystem. It is
a prime recre- Hl
national re-
source and a
direct source of U j
water to several
surrounding -
,counties. Dur-
ing droughts UN
and water
shortages, wa- L i
ter from the
lake recharges A !
the Biscayne
Aquifer, which -ila
serves 4.5 mil-
lion people in
southern Palm
Beach, Brow- HL .
ard, Dade, and
Monroe coun-
ties. The lake also provides water
for irrigation for sugar cane,'win-
ter vegetables, sod and rice crops
grown in the Everglades Agri-
cultural Area south of the lake.
Releases of water from the lake
to the St. Lucie and Caloosa-
hatchee River adversely impact
the health of the estuaries as-.
sociated with these two sys-
tems.
Lake Okeechobee's water
quality has deteriorated during
the last two decades,, primarily
because of phosphorus and oth-
er nutrients entering the'lake
-from tributaries to the north.
Emergency backpumping of agri
cultural runoff from the EAA dur-
ing major storms is, at times,
another source of potlution to
the lake.


In addition to the deteriora-
tion of the water quality within
the lake, scientists have ob-
served changes in Lake Okee-
chpbee's overall ecology. These
changes include alterations in
littoral zone vegetation along the
lake's western shore and the ih-
vasion of exotic plants.
ACTION PLANS: The Dis-.
trict is in the
process of eval-
uating past
te m tL studies and
restoration
est a a plans, and ac-
tiv-ely imple-
oo i mending best
Management
T I- practices. Lake
levels should
be established
to reflect a
Iotn oI e balance of eco-
logical and
Shydrological
needs. Water 'r
quality im-
provement-pro-
jects and land s
management in
the drainage
basins must continue to reduce
the amount of nutrients reaching
the lake. The District will enicour-
lge innovative approaches using
best available technology and
economic incentives to maintain
the lake's health.
The District must continue to
remove exotic plants, such as
melaleuca, to. prevent their fur-
ther spread into the lake's littoral
zone. The District also must
continue to enhance the wildlife
resources of the lake and its sur-
rounding environment to ensure
adequate habitat for threatened
and endangered species. The en-
hancement and preservation of ,
Lake Okeechobee also will re-
quire the District to reevaluate
the lake's role in the larger South
Florida ecosystem, particularly in-


I T
G

P

E







F





r-



its ability to supply water to Lake Okeechobee SWIM plan
the natural system. as required on a three year
The District will update the basis.





ACTIVITY FY 94 FY 95 FY 96 FY 97 FY 98


Evaluate:
Regulatory Programs
In-lake Water quality
Estuary health
Lake level
Identify:
Information gaps
Update:
SWIM plan


-i-I-I-I-

























I


LEGEND

Lake Okeechobee
SWIM Area


._ ?.


Miles

o 1o 20 '3o

SFWMD
Planning Department
January 1994


c









STRATEGIC GOAL


RESTORE THE
EVERGLADES AND
FLORIDA BAY


GOAL: The District will take
the lead and work cooperatively
with other agencies and groups
to develop scientificallysound
approaches for managing the
quality, timing, distribution, and
volume of water supply to the
Everglades and Florida Bay.
ISSUES: The Florida
Everglades is the largest sub-
tropical wetland in the United
States and a


unique re-
source for
south Florida.
Everglades
National Park
established in
1947, was des-
ignated an inter'
national biosphere
reserve in 1976,
an Outstanding
Florida Water in
1978, and a
SUnited Nations
world heritage site,
in ,1979. The
park and the
three water
conservation
areas are the
surviving rem-
nants of the
historical Ever-
glades, which -


THE DISTRICT IS

FORGING NEW PART-

NERSHIPS FOR SPE-

CIFIC PROjECTS WITH

FEDERAL, STATE,

AND LOCAL AGEN-

CIES TO CORRECT

THE REGIONAL PROB-

LEMS FACING THE

EVERGLADES AND

FLORIDA BAY.


spread uninter-
rupted from Lake Okeechobee-
south to Florida Bay and east to
thecoastal ridge. The remaining
area provides significant ecologi-
cal benefits, including water stor-
age and supply, habitat for
wildlife of national significance
and internationally recognized
recreational opportunities,
Issues that the District must
address through the Everglades
restoration are- (1) fragmentation
of the landscape with the loss of
transitional wetlands; (2) altered
distribution of fresh water; (3)
Adverse impacts caused by nutri-
ent enrichment,.and; J4) invasion


of exotic plants.
Hydrologic modifications to
the South Florida Ecosystem
have resulted in reduced
amounts and altered distribution
of fresh water reaching Ever-
glades National Park and Florida
Bay, the shallow estuary covering
772 square miles at the southern
tip of the peninsula. The changes
in freshwater flows are consid-
ered to be one


of the major
'factors in the
environmental
degradation of
this fragile por-
tion of the
regional eco-
system. The
District must'
pursue efforts
to improve this
estuarine eco-
system in con-
junction with
Everglades res-
toration. Multi-
agency research
should provide
a better picture
of how man-
agement ac-
tions in the
Kissimmee/
Okeechobee/


JEverglades
(KOE) system affect Florida Bay'
functions.
Issues to be addressed in the
restoration of Florida Bay, are: (1)
identification of the causes of
the degradation; (2) relationship
of Florida Bay waters with the
Keys coral reef system; and (3)
multi-agency coordination of re-
search, planning and -implemerv
station activities.
ACTION PLANS: The
District is forging new partner-
ships for specific projects with
federal, state, and local agencies
to correctthe regional problems
facing the Everglades and Florida









Bay. At the present, the District
is engaged in a significant medi-
ation effort to reach an-agree-
ment between the federal
government, environmental
interests and agricultural busi-
nesses on plans to restore the
Everglades. The results of the .
mediation will guide construc-
tion plans and operational
changes to cleanup stormwater.
and redistribute water flows
within the Everglades.
The Everglades Surface Water
Improvement & Management
(SWtM) Plan provides an effec-
tive framework to address these-
issues. The SWIM Plan is sup-
ported by the state's Marjory
Stoneman Douglas Everglades
Protection Act. Collaboration-
with the U.S. Army Corps of En-
gineers on reevaluating the de-
sign and operation of-the C&SF
system is another significant op-
portunity for implementing-
Everglades restoration projects.
Key elements of the draft
S -Evergla'des SWIM Planinclude a
program to restore the hydrope-
riod, strategiesto improve water,
quality,.an extensive
environmental monitoring pro-'
gram, research on specific as-
pects of applied Everglades
ecology, and an aggressive pro-
gram to control-melaleuca.
The Everglades Nutrient
Removal Project is a crucial link
in the scientific basisfor Ever-
glades restoration. The studies '
conducted as part of this project,
begun in 1991, will provide infor-
mation on several levels so the
District can optimize the perfor-
mance from the planned Storm-
water Treatment Areas.
SThe Florida Keys National
Marine Sanctuary, managed by
the National Oceanographic and
Atmospheric Administration, and
its associated plan for water
quality protection, which EPA *
and the Florida Department of


Environmental Protection are de-
veloping, provide a solid basis
'fo District cooperation to pro-
tect and restore Florida Bay. The
ongoing program of Florida Bay
research and monitoring, which
Everglades National Park over-
sees, also provides opportunities
for interagency partnerships as
the District expands its contribu-
tion to the management of -
Florida Bay. More research and
monitoring are expected for
FY 94, and a complete evaluation
of results is scheduled for FY 97.
As with other segments of the
-KOE system, the distribution and
quantify of fresh water is a key
element in the survival of Florida
Bay. To address this pressing.
need, the District will collaborate
with other agencies to acquire
lands and modify structures in
the manmade water delivery
systems.









ACTIVITY


FY94 'FY95 FY 96 FY 97 FY98


Everglades SWIM Plan challenge by agriculture
Nutrient load reduction
Water needs (hydroperiod)
Research & monitoring
Adaptive management
Florida Bay interagency project implementation
Reevaluate programs
I II* I_ ________


; .














A'> I


SOrlando


S-I"


LEGEND

Everglades


County Lines


Miles
0 10 290 '30
SFWMD
Planning Department
January-1994


Ft. 1
Myers


i' Bbd~L
h









STRATEGIC GOAL


DEVELOP WATER
SUPPLY PLANS


GOAL: The District will de-
velop plans for the region's water
supply for all reasonable beneficial
uses. It also will work to main-
tain the functions of the natural
systems as well as an acceptable
quality of the surface water and
ground water supplies. This
means balancing the water needs
of the environment with those of
urban and agricultural users.
ISSUES: The threat to south
Florida's water supplies, generat-
ed by three
decades of
massive popu-
lation growth
has taken its
toll on the
state's natural
resources:
More than 80
percent of this 0 i
growth has-oc-
curred along T M
the coastal
areas, which. ll T
already face
stress from T M
saltwater intru-
sion into well- L
fields, loss of
aquifer re-
charge areas
and the disap- I I
pearance of en-
vironmentally
sensitive lands.
As its first pri-
ority, the Dis-
Strict must
provide water for the environ-.
ment, as well as agricultural and
urban demands.
The critical issue facing the
District is the development of a
long-term management plan to
address the needs of healthy,
natural systems and the de-
mands of people and industry in
south Florida. The state of Flor-
ida has recognized this need and
requires all five water manage-
ment districts to develop water


management plans and water
supply plans and to determine
the minimum flows and levels of wa-
ter for the environment.
ACTION PLANS: The -
District has begun to develop
four regional water supply plans
for the Lower East Coast, the
Lower West Coast, the Upper
East Coast, and the Kissimmee
River basin. These regional plans
and more specific plans for Palm
Beach County, Broward County,
and a com-
bined plan for
Dade County
ForI I -eand the Florida
Keys will devel-
Sop solutions to
-water supply
problems, in-
cluding the
FI A L wi- provision of
minimum flows
and levels of wa-
ter for the envi-
ronment, and.
water to meet
the needs of
the urban and
agricultural ar-
eas. This will be
accomplished
by examining
S OPEalternatives for
operations,
physical facili-
ties, water con-
servation, and
consumptive
use permitting.
For each plan, the District es-
tablished an advisory committee
of representatives from urban,
agricultural and environmental
interests. These committees pro-
vide opportunities to discuss
plan assumptions,technical
methods and alternatives with
stakeholders.
The District's consumptive use
rule, including the "Basis of
Review'" will serve as one of the
tools t6 implement the water


i







J

I










I

I










supply plans. The Basis of.
Review is the agency's formal
rule governing water use permits.
As the District completes each


ACTIVITY FY 94 FY 95 FY 96 FY 97 FY 98

Lower East Coast-Plan

Palm Beach County Plan

Broward County Plan

Dade Florida Keys Plan

Lower West Coast Plan

Upper East Coast Plan

Kissimmee Basin Plan

Revise Basis of Review


water supply plan, the agency
will modify the Basis of Review
to incorporate key features of the
plan.


,,

















> \


L-


if
4/


Ft.
.Myers


.LEGEND,


-- Planning Region Boundary

^lT,-\1 T ^ n '


Miles

0 10 20 30


SFWMD
Planning Department
January 1994


I A
--


;a... .. ... ...


X

._ o









STRATEGIC GOAL


PROTECT AND ENHANCE
ESTUARINE SYSTEMS


GOAL: 'The District will work
cooperatively with other agen-
cies and groups to develop and
implement scientifically sound
approaches for protecting and
enhancing south Florida's estu-
arine systems.
ISSUES: South Florida's es-
tuarine systems are some of the
most productive natural systems
in the world. In addition to the
estuaries of Everglades National
Park, Florida.Bay and Ten Thou-
sand Islands,
other major sys-
tems located S U
within the Dis-
trict are: Bis-
cayne Bay,
Indian River
Lagoon, Loxa-
hatchee River,
Lake Worth,
Caloosahatchee
River and Char-
lotte Harbor es-*
tuaries. These
systems are the
-nurseries for
many commer-
cial and game
fish species,
with the man-
grove and sea-
grass communi-
ties providing
shelter'and '.
food sources.
Florida's es-
tuaries have
been heavily G 1
impacted by ,
continuing de-
velopment. The
environmental A lS
values of nu-
merous estuar-
ies have been severely degraded.
Impacts have resulted from loss
of habitat through physical alter-
ation such as dredge and fill and
bulkheading, alterations in' the
timing and quantity of freshwater
flows to the estuary and water


II


















iNI


quality degradation from inade-
quately treated stormwater
runoff flowing into the estuaries
from both point and nonpoint
sources. Pollutants in runoff are
generated from agricultural land
uses and urban development and-
include sediments, nutrients
from fertilizers, heavy metals
from vehicles, and herbicides
and pesticides from urban and
agricultural areas. Point sources
of pollution may include waste-
water treat-
ment plants or
SIR Ia A' specific sites,
such as com-
mercial or -
industrial de--
S T velopments
that discharge
to a water
body. Fresh-
water in quanti-
ties sufficient
to produce ad-
verse fluctua-
A tions in salinity
is another sig-
nificant estuar-
ine-problem.
Sediments can
produce turbid-
ity problems,
;blanket benthic
communities
and reduce
light levels re-
quired for sea-
grass growth.
Agricultural
development
has occurred in
both coastal
and interior
areas since the
early 1900's.
Alterations to prepare the land
for agricultural use include level-
ling the terrain and construction
of drainage systems, both of
which can increase the rate and
volume of stormwater runoff'and
the load of'sediments transport-









ed to receiving waters, such as es-
tuaries. In addition, chemicals
used for pesticides, herbicides and
.fertilization can enter receiving
waters more directly and rapidly.
Within south Florida, coastal
areas have experienced the great-
est urbanization. Starting in the
1950's and continuing today, the
natural coastal landscape of -up-
lands, wetlands and estuaries has
been almost completely changed
to an urban land use pattern,
with scattered remnants of nat-
ural areas. Much of the urbaniza-
tion occurred before we realized
the interconnectedness of the nat-
ural systems and the range of im-
pacts that can resultfrom man's
intrusion and before we under-
stood how to protect the natural
resources from these iinpacts.
ACTION PLANS: The
District's mission focused com-
pletely on freshwater issues until
1987-when the Florida legislature
recognized the importance of
protecting certain major water
resources both fresh and salt by
adopting the Surface Water
Improvement and Management
Act (SWIM). this provided annu-
al state funding assistance to the
water management districts to
clean up water quality problems
in specified water bodies, includ-
ing the estuarine systems of
Biscayne Bay, Indian River
Lagoon and Charlotte Harbor
and to develop a list of addition-
al water bodies'to.receive priori-
,ty attention. The Everglades,.
including Florida Bay, was desig-
nated a SWIM priority by the
1991 Marjory Stoneman Douglas
-Everglades Protection Act. The
SWIM act also introduced the
water management districts to
the salt water environment, par-
tic.ularly estlarine systems.
SWIM plans have been complet-
ed and are being implemented
for each water body, with tfie ex-
ception of the plan f6r the


Everglades, which has been chal-
lenged by landowners.
As outlined in the draft Decem-
ber-1993 Biscayne Bay SWIM Plan,
the District has participated in
50 major projects since 1988. The
District provides SWIM adminis-
tration, as well as funding and
- technical guidance. Metro Dade
County has a longstanding pro-
gram of research'and restoration
for the bay which has beep incor-
porated into the SWIM planning
process: Priority projects include
retrofitting the st6rmwater sys-
tems in basins drainingsto the
Miami River, mangrove replant-
ing, enhancing freshwater flow
though a mangrove area, ongoing
water quality monitoring, and re-
search and monitoring studies.
The Indian River Lagoon (IRL)
extends from the Jupiter Inlet '
north to Ponce De Ieon Inlet in
Volusia County and has the high-
est species diversity of any estu-
ary in North America. This
system crosses the boundary be-
tween this District and the St.
Johns River Water Management
District (SJRWMDL The agencies
have cooperated on both devel7
oping the original and updated
SWIM plans and on implement-
ing specific projects. In addition,
the National Estuary Program
(NEP), established in 1987 by the
federal Clean Water Act initiated
work in th'e area in 1991. The SJR-
WMD is local sponsor of the NEP
and provides staff support and
administration of federal funds.
The SFWMD provides financial '
and technical support to the NEP.
The key focus area of the
Indian River Lagoon within the
SFWMD is the St. Lucie Estuary.
SWIM Plan activities center on
retrofitting stormwater systems
in Martin and St. Lueie Counties,
the Cities of Stuart and Port St.
Lucie and the Tcown of Sewall's
Point, as well as the restoration
of mosquito impoundments


e-V -










throughout the lagoon.
The Loxahatchee River, locat-
ed just south of the Indian River
Lagoon system, is Florida's only
federally designated Wild and
Scenic River. It faces similar prob-
lems as the lagoon, including sig-
nificant alterations to its historic
rate of water flow. District efforts
to protect this unique river have
focused on research of the river's
water demands, reconstruction of
two historic dams to improve wa-
ter flows, as well as planning and
, coordination with local govern-
ments and other entities to en-
sure that the river does not suffer
the impacts of development.
The Lake Worth estuarine sys-
tem, located in highly.urbanized
eastern Palm Beach County, is a
southern extension of the Indian
River Lagoon and suffers similar
maladies. Untreated stormwater
runoff from urban and agricultur-
al development and occasional ex-
cessive freshwater flows from the
canal system have combined over


many years to alter the hydrology
and water quality of the estuary.
Estuaries along the southwest
coast include several associated
with small rivers that flow into
Estero Bay and Rookery Bay and
those associated with the Caloo-
sahatchee River which are locat-
ed primarily within theCharlotte
Harbor SWIM area. The South-
west Florida Water Management
District (SWFWMD) has primary
responsibility for this SWIM plan.
However, because the river links
these estuaries to Lake Okeecho-
bee, the SFWMD's operational
activities at the lake, such as re-
leases to maintain regulation
stages, can impact the natural
systems by introducing excessive
amounts of freshwater and re-
ducing salinities in the estuaries.
The District's programs to pro-
tect and enhance the estuarine
systems of the Everglades and.
Florida Bay will be included in
the overall restoration plan for
this system.


ACTIVITY


Biscayne Bay SWIM
SSouth Dade Watershed Study
Stormwater retrofits
Shoreline enhancement

Indian River Lagoon SWIM
Stormwater retrofits
Mosquito impoundment restoration
Pollution Load Reduction Goal
Shoreline enhancement

Loxahatchee River
Acquire Loxahatchee Slough
Hydroperiod restoration

Charlotte Harbor SWIM


FY 94


FY 95


FY 96


FY97 FY98


I I I I I


--- --
--- -


--- --
- -








-- -- -


I-I-I-I-I-


Protect and Enhance Estuarine Systems I













LSuhE 2712 i;(flrift l4Nt'1IN L4/~NeL [sin fU;iF{r YY Sims?


-IZ


T



As
Kg


Charlotte
Harbor











Ten T
LEGEND Ten

Estuarine System

County Lines


Miles

0 10 20 30


SFWMD'
Planning Department
January 1994


Biscayne
Bay


F& ----


I










STRATEGId GOAL


INCREASE EFFECTIVE
AND EFFICIENT USE OF
ORGANIZATIONAL AND'
FISCAL RESOURCES


GOAL: The District will con-
tinue its commitments to hire,
develop, value and retain an ex-
ceptional workforce; to diversify
this workforce; to develop and
operate business processes that
are effective and efficient in their
support of the water resource
management programs of the
agency;, to review trends affecting
-Florida's economy; and to exam-
ine'and pursue new revenue
sources
WORKFORCE ISSUES:
Changes in workforce demo-
graphics and water resource
management will require the
District to respond to the chang-
ing needs of the 21st century."
The agency must enhance its de-
livery of ser-
vices through a
,positively moti-
vated, profes-
sional work
force, while it OII
maintains an
equitable and B i
cost effective
salary structure O l
and benefits
program.
The District
recognizes that lVl
its success de-
pends on'the
individual cre
activity, problem l
solving, initia-
tive, positive, AiAII
morale, and
leadership ca- Eli
abilities of its
employees.
Therefore, the agency competes
nationally and internationally for
its management, professional
and technical staff. The District
must recruit a more diverse
workforce'in general, while en-
suring that it treats its employ-
ees consistently and recognizes-
them for their accomplishments.
ACTION PLAN: To fulfill its


-A


strategic priorities, the District
must address several key human
resource issues. These include:
(1) identifying core disciplines
and staffing levels needed to ac-
complish future District activi-
ties; (2) attracting and retaining
highly qualified employees; (3)
enhancing the system to recog-
nize excellent service, and (4)
providing more visibility for'an
employee's achievements.
The District must continue to
diversify its workforce by recruiting
more-minorities and women, and
to realize opportunities for those
with disabilities. Additionally, the
agency must maintain a competi-
tive compensation package.
The District must develop and
consistently
apply improved
objective standards
for individual
STand. work group
performance
and productivity.
The agency
must remain
committed to. a
Work culture
PR E that creates
planned'oppor-
tunities for suc-
A cess by ensuring
the availability
of adequate in-
formation re-
sources and by
adhering to
project sched-
ules that allow
for uncertainty
and risk. To this
end, the DiStrict needs a highly
visible system to reward innova-
tive improvements in productivity..
The'agency must continue to
support programs to train its em-
ployees and must investigate the
potential for them to gain addi-
tional expertise through innova-
tive employment enrichment
programs,such as, sharing jobs















ACTIVITY FY 94 FY 95 -FY96 FY97 FY 98

Continue to pursue workforce diversity.

Increase recruitment and retention of
employees in core disciplines,

Develop mechanisms to provide appropriate
merit increases.

Improve objective productivity and performance
standards.

Develop management forum to monitor
effectiveness of workforce standards.

Expand employee access to advanced
education, co-op work programs, and
sabbaticals.


and other extended on and off-
site education and training.-The
District should aim to develop
these opportunities in a fair and
equitable way. Thus, the needs of
the participating employees and
the District can be met.
BUSINESS PROCESS
ISSUES: Agency accountability
begins with a clear understand-
ing and agreement of what is to
be done; by whom, at what cost,
and with what effect. As manage-
ment expert Peter Drucker has
expressed, for an organization to
be truly effective, it must "do
things right" and "do the right
thing."
Consistent monitoring of effi-
ciency and proficiency provides
performance trends that can as-
sist in developing accountability
standards. Management faces
three challenges to attain this
accountability: (1) It must assess
these standards rigorously for va-
lidity and acceptability; (2) it
must communicate these stan-


dards internally and externally;
and (3) it must develop strate-
gies and partnerships to assess
and implement improvements to
the standards.
As public interest in govern-
mental accountability increases,
the agency needs to be more re-
sponsive to the public's need for
services. The large size of the
District's area of jurisdiction re-
quires a pro-active approach to
meet this need.
ACTION PLAN: The District
will continue to implement its
productivity improvement program
agencywide and develop ways to
communicate its results.
The District will continue to
emphasize performance-based
auditing. In addition, the District
will establish strategies to imple-
ment service efforts and accomplish-
Sments reporting, which uses
guidance outlined in research re-
ports of the Governmental
Accounting Standards Board to
develop meaningful cost benefit


I









indicators that objectively mea-
sure agency performance. The
agency also will develop standard
cost analyses to improve its "make
or buy" decisions. The District
will continue to evaluate the po-
tential for privatization,
The District will enhance its
facilities and information sys-
tems to consistently monitor
agency actions and practices and
to determine how effectively they
respond to the external needs for
accountability. The District also
will enhance its management in-
formation systems to consistent-
ly monitor organizational and
'institutional practices.and to de-
termine how effectively they re-


ACTIVITY'


spond to the internal needs for ac-
countability.
To provide more convenient
access for the public and other
entities to District services and
information,, several service centers
have been established. Service.
centers now operate in Orlando,
Okeechobee, Fort Myers, Miami,
Naples and Big Pine Key, The
purpose of the service centers
initiative is to foster and main-
tain good working relationships
between the District, the regulat-
ed community, other local gov-
erning bodies and the general
public to promote shared stew-
ardship of water resources.


FY 94


FY 95


FY96 I FY 97


- ~ -t+


Install systems for greater external electronic
access to District data and information.

Increase number of targeted publications to
communicate accountability.

Enhance partnerships with all levels of
government.

Investigate potential for increasing partnerships
with not-for-profit andcprivate-sector entities.

Increase number of performance audits.

Increase utilization of "productivity improvement
program".

Analyze operational areas for potential
privatization.


- S I I -


FY 98


- -





- -

- -- -


II- I


































FISCAL RESOURCES
ISSUES: As goes the United
States' economy, so goes
Florida's. The continuing reces-
sion of the early 1990s has had a
negative impact on Florida's eco-
nomic health. Reflectirig national
trends, Florida's economy will
experience slower growth during
.the next 10 years than during
previous decades. Economists
predict the real gross national prod-
uct, the broadest measure of the
economy's output, will grow at
an average rate of only 2.3 per-
cent through the year 2000.
Similarly, Florida's population
growth rate will likely slow dur-
ing this decade, With the state's
population projected to increase
by 2.6 million. This is a 20%
growth rate, which is one third
less than the 1980's. However,
the population in the 16 counties
within the District probably will
increase at a somewhat higher
rate, placing more demands on
the District's existing infrastruc-
ture and the capability of local
and regional governments to
provide regular services.
Ad valorem taxes are the
District's primary source of


funds, a situation likely to con-.
tinue for at least the next 10
years, even as the federal govern-
ment and other entities share
the costs of restoring the.
,Everglades and the Kissimmee
River.
District funds from ad valorem
taxes increased from $43 million
in 1983 to $125 million in 1992; a
compounded annual growth rate
of approximately, 3 percent. The
growth in the tax base, (eight
percent) produced this signifi-
cant increase in revenue. For the
balance of the.decade, however,
economists predict a three per-
cent growth in the region's econ-
omy. This means the historic
growth in the region's tax base,
which supported much of the
District's new discretionary ex-
penses will no longer continue.
ACTION PLAN: For FY 1994
the District increased its millage
rate for the first time since 1988.
This increase will provide the
money to pay for Everglades
restoration projects. Several in-
ternal initiatives should help the
District generate new sources of
revenue and lower operating
costs to reduce the impact of









these future tax increases. These
programs include: (1) continuing
the productivity improvement
program; (2) identifying and pur-
suing new.sources Of funding; (3)
enhancing the existing automat-
ed local government financial
system (a financial monitoring
system); and.(4) continuing to
apply the agency's existing finan-
cial analyses and support capa-
bilities. These efforts are
consistent with the District's
short term objectives to increase
overall productivity-getting the-
best use of current resources, in-


vestigating new sources of mon-
ey, and redirecting resources.td
.accomplish the agency's strate-
Sgic priorities.
Over the longer term, the
SDistrict will seeknew opportuni-
ties to develop external partner-
ships that will assist the agency
.in providing its necessary public
services as well as producing
new revenues for its programs.
The District also will continue to
evaluate enhanced tools and sys-
tems that support its financial
and economic decisions. *

















5' -
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South Florida Water Management District
P.O.-Box 24680
West Palm Beach, Florida
33416-4680


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