Strategic Planning

Strategic Plan LogoThe Strategic Plan guides the scope and direction of County services based on priorities established by the Board of County Commissioners - after extensive input from the public.

The plan enables all County divisions and departments to focus their actions, resources, and budgets on goals and projects that support the County’s grand vision of its desired future.

Five Public Input Town Hall Meetings for FY22 Priorities

Monroe County will be hosting five live town hall meetings via Zoom to provide the public the opportunity to give feedback and input on the strategic priorities for the upcoming fiscal year 2022 (FY22).  During the town hall meetings, attendees will be able to take a live survey, see real-time results, make comments on current strategic priorities, and offer new priorities. 

The public town hall meetings and Zoom links are:

  1. Kimberly Matthews headshot

    Kimberly Matthews

    Sr. Director of Strategic Planning & Libraries
    Phone: 305-587-3683

  2. Strategic Planning

    Physical Address
    3490 Overseas Highway
    Marathon, FL 33051

    Phone: 305-587-3683

To participate in the live survey during the meeting, go to on any laptop, tablet, or mobile device. The survey will allow you to log in or remain anonymous. 

Online survey: will also be available through the website during the week of May 11-14. 

The Board of County Commissioners will use the feedback and survey results to set FY22 strategic priorities during a special meeting on May 25 at 10:30 a.m. The BOCC’s new FY22 Strategic Priorities will be used during the creation of the FY22 budget process beginning in June to align the allocation of County resources with the strategic priorities of the community and the Commission.

Monroe County Strategic Plan 2020

At the Monroe County Board of County Commissioners March 2019 meeting, the Commission adopted the 2020 Strategic Plan. This five-year Plan guides priorities and direction of County services through the annual budget process.

The updated Strategic Plan will take effect Oct. 1, 2019, and is based on priorities established by the BOCC using extensive input from the public. The Plan was created using 18 months of research and feedback from the community, collected before and after Hurricane Irma in 2017.

The Plan articulates the County Commission’s vision of “creating a better life every day for everyone in the Florida Keys by working to create balance in our quality of life, strong economy and natural environment.”  The plan includes a mission to enhance the quality of life by providing outstanding public service that is responsive to the needs of the County’s citizens, the unique community, and the environment. The Plan details their specific areas of concern and priority in the three areas of Quality of Life, Economy, and Environment.  

“The 2020 Strategic Plan is a 30,000-foot view of the largest issues, biggest concerns, and most daunting challenges facing our Key’s Community,” said Kimberly Matthews, Monroe County’s Senior Director of Strategic Planning. “The next step is to create programs, solutions and actions focused on the priorities and areas of concern that are detailed in this plan.”

2020 Strategic Plan Community Input Report

Kimberly Matthews, the County’s Sr. Director of Strategic Planning, met with community groups and organizations to hear their thoughts and priorities so that we can incorporate them into our vision for the future of Monroe County. 

This report is the result of that process. The data presented in this report was gathered between late July to November 2018 by the Monroe County Office of Strategic Planning (OSP).

This process built upon the great work done by OMB in early 2017 for the FY 2018 Budget. At that time, the team utilized an extensive survey that garnered both residential and business responses along with a series of Community Input sessions facilitated by Roman Gastesi, County Administrator. 

While the original intention was to build the 2019-2024 plan using this data, Hurricane Irma delayed the process. 

The 2018 Community Input process utilized a variety of methods designed to garner as much participation from diverse sectors of the community as possible. This included interactive presentations with community and business organizations, individual interviews with stakeholders, social media polls and an online survey. 

The initial 2017 survey and Community Input sessions gathered 443 residential and 21 business responses. Hundreds of residents also provided feedback during 13 Community Input sessions. The 2018 process included 23 interactive presentations with nearly 850 attendees, 826 non-duplicated resident responses to the online survey, meetings with 96 people, more than 41 individual or group stakeholder meetings, and six Facebook polls with more than 1,500 votes cast.

Additional Information