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HomeMy WebLinkAboutCBC 05192017 presentation5/19/2017 1 St. Lucie County Board of County Commissioners 1 Agenda Strategic Priorities/Departments Culture & Recreation Parks, Recreation, & Facilities Management Services Office of Management & Budget Information Technology Human Resources General Fund/Fine & Forfeiture Fund Incremental Revenue Budget Requests Legislative Update Challenges Next Steps Outstanding Issues 2 5/19/2017 2 3 Operational Area –C u l t u r e & Recreation Objective:  Maintain a High Quality of Life Goal:  Maximize Partnerships to Leverage Resources •Renew the Parks MSTU •Continue as an MLB spring training destination •Expand the quality of resort hotels •Maximize amateur sporting events •Maintain St. Lucie County as premier destination for Boating,  Fishing and Golfing •Partnership with Smithsonian Institute to transport visitors to  Wesley Island •Continue to improve youth summer job program “Greatness is not where we stand, but in what direction we are moving….” Oliver Wendell Holmes Strategic Priorities for 2017‐2018 Parks, Recreation  and Facilities Department Mission The mission and the function of the Parks, Recreation and Facilities Department is: To enhance the quality of life in St. Lucie County by providing excellent customers service, while building a strong community with memorable, positive, professional experiences for our employees, citizens, and visitors to our parks, recreational facilities, athletic fields, public buildings, and event venues. 4 5/19/2017 3 Regional  Parks  and Stadiums Division Initiatives Develop and implement maintenance plan for First Data Stadium during expansion and construction phase, coordinate connection for County water at Lakewood Park Regional Park (construction part 1 phase), Resurface Tennis Courts 9 – 12 Lawnwood Tennis Complex, continue to work with residents and community leaders to develop facilities in depressed areas, parks and neighborhoods Continue making the necessary repairs and improvements on issues identified in the safety survey report prepared by Risk Management, Increase Lawnwood Skate Park staffing numbers and expand hours during the summer months and develop a certified group of volunteers to assist Recreation staff with the daily Skate Park operations Repair control joint of the Tiki Deck (on the third base side), repair irrigation pump station that serves First Data Field and South County Regional Stadium, and continue maintenance during expansion and construction phase 5 Parks  & Special Facilities Division Initiatives Aquarium and SLC Regional History Center include resurfacing and sealing the floor throughout the building, increase gift shop sales by 10%, increase dual ticket sales to SLC History Center and Aquarium by 10%, replace generator to insure health of the aquarium fish in the event of a power failure, renovate staff work room/design area of SLC History Center, increase staff levels to provide better coverage and customer service Aquatics seek and obtain additional funding and sponsorships for aquatic programs, expand aquacade program to include all three pool locations and evening classes, develop and implement an Aquatics Specialty Summer Camp program, and re-implement World’s Largest Swimming Lesson at all three pool locations Lincoln Park Community Center plans to expand program offerings for adults and senior residents, expand program hours on early school dismissal days, Teacher planning days and weekends, increase parental involvement in After School/Club Time programs and events, develop new community partnerships to increase promotion of facility and programs (i.e. attend monthly meetings of the Safe Kids Coalition), and insure staff levels to provide excellent customer service and safety for the children 6 5/19/2017 4 Parks  & Special Facilities Division Initiatives Savannas Recreational Area and Campground’s strategy is to increase camping revenue by 10%, renovate existing laundry room and replace coin operated washers and dryers, renovate Palm Island Pavilion to include painting and replacement of equipment, and make improvements to Gator Island Pavilion to include electrical outlets and lighting Havert L. Fenn Center’s plan to increase number of events that attract attendees from outside of the Treasure Coast area at the Fenn Center by 10% per year, institute separate survey for food service customers (separate from current Customer Feedback Form), continue 100% staff participation in training classes and seminars, review Special Needs Shelter procedures with staff quarterly to maintain awareness in case of activation, and implement new food service plan for venues Fairground’s initiative includes attract one additional dog trial event, start Phase III of the Electrical Panel Upgrades, Phase II of the Adams Arena Public Announcement (PA) System, design and implement new signage design throughout the Fairgrounds, start installation of Water Plant Generator and Fire Sprinkler Generator, improve Fairgrounds Marketing to Equestrian Events, and implement new food service plan for vendors 7 Parks  & Special Facilities Division Initiatives Parks and Grounds Maintenance will continue working on North Beach Causeway Island Park Boat Ramp Dock Replacement Project with Florida Boaters Improvement Projects (FBIP) Grant, Pepper Park Beachside Park Exotics Removal Project with anticipated Florida Recreation Development Assistance Program (FRDAP) Grant, provide restroom facility at Indrio Schoolhouse Park, replenish and replace Engineered Wood Fiber at 4 playgrounds, install benches at Museum Point Park at adjacent to playground, replace and repair 6 grills and 6 picnic as needed, provide restroom facility at White City Park, and expand maintenance to new beach side parks and properties 8 5/19/2017 5 Fairwinds Golf Course Division Initiatives Fairwinds’ strategy is to increase revenue by 5%. Redesign of website with the goal of capturing data from interested golfers in turn using it to market directly to them develop Fairwinds Facebook page utilize a digital marketing strategy to grow rounds and revenue by 5% improve customer experience at check-in by issuing Player Advantage Cards develop and implement a tournament marketing plan to increase tournament revenue by 15% over the next fiscal year Implement new food and service plan, implement a more aggressive fertilization program on fairways to improve playability of turf especially in the winter months, construct/renovate six (6) forward Orange tees by leveling and re-sodding, expand tree trimming program to reduce debris on course and remove exotic vegetation along the north side of the 10th hole and area surrounding the practice area, expand mole cricket control to 60 acres, and through IRSC’s Capstone student project, develop environmental signage on the golf course 9 Facilities Division Initiatives Facilities plans to complete all planned Capital Improvement Projects, design and plan a complete Administrative Complex Master Plan, continue project management throughout the construction phase of the new Tax Collectors office in Tradition. Complete construction of the St. Lucie County Administration Building parking lot drainage improvements, continue to replace aging vehicle and promote vehicle safety through the Light Fleet Replacement Program, and continue to make Americans with Disabilities Act (ADA) improvements in County facilities where renovations occur 10 5/19/2017 6 Parks, Recreation and Facilities –R e v e n u e & Expenses Description FY 2016 - Actual FY 2017 – Bud. FY 2018 – Bud. Revenue: General 11,709,374 14,280,439 16,742,044 Special Revenue 8,774,056 14,746,683 13,471,048 Capital 6,706,553 14,316,903 6,747,829 Enterprise 1,378,548 2,332,213 1,606,555 Trust and Agency 0 10,047 10,047 Total Revenue 28,568,531 45,686,285 38,577,523 Expenses: Personnel 9,736,885 10,767,542 11,782,245 Operating 9,684,385 15,362,320 14,620,129 Capital Outlay 7,182,320 15,238,452 8,972,564 Grants & Aids 1,964,940 1,974,207 1,977,707 Other Uses 0 2,343,764 1,224,878 Total Expenses 28,568,531 45,686,285 38,577,523 Net Revenue 00011 12 Operational Area – Management Services Objective: 1.  Innovation 2.  Provide Transparent &  Accountable Financial Management 3.  Develop and Train  Workforce Goal:  Eliminate Deficit Spending by 2020 and Build Internal Capacity •Financial Reports •Monthly Budget Vs Actual •Capital Report •Develop High level Strategy Map/Scorecard •Continue enterprise training efforts •Implement an IT Leadership Council •Light Fleet  •Evaluate the County’s compensation plan:  •Pay ranges •Performance pay (bonuses) •Health benefits “Greatness is not where we stand, but in what direction we are moving….” Oliver Wendell Holmes Strategic Priorities for 2017‐2018 5/19/2017 7 Office of Management & Budget Mission To support County Management in achieving its mission by providing timely and accurate Financial Reporting, Planning & Management; by developing and coordinating the County’s Performance Management process; and providing Purchasing Services to all County Departments. 13 Office of Management & Budget Initiatives Budget Review processes and continue to identify areas where efficiency can be made Projection software Evaluate 5 year plan model and validate Purchasing Electronic approvals for requisitions Electronic delivery of purchase orders to Departments (paperless) Electronic submission of purchasing card transactions from Departments to Finance 14 5/19/2017 8 Office of Management & Budget Initiatives Planning & Grants Management Continue Phase 2 Implementation of Performance Measure process countywide Continue Phase 2 Implementation of eCivis grant management system Develop efficiency council to coordinate efficiency project Continue training of Lean Six Sigma Greenbelt and add Black belt component 15 Office of Management and Budget– Revenue & Expenses Description FY 2016 - Actual FY 2017 – Bud. FY 2018 – Bud. Revenue: General 1,010,594 1,218,570 1,344,307 Total Revenue 1,010,594 1,218,570 1,344,307 Expenses: Personnel 845,465 978,960 1,101,197 Operating 138,609 212,610 214,110 Capital Outlay 1,520 2,000 4,000 Grants & Aids 25,000 25,000 25,000 Total Expenses 1,010,594 1,218,570 1,344,307 Net Revenue 000 16 5/19/2017 9 Information Technology Mission To provide the solutions, tools, and support that ensures the highest possible return on our customer’s investments in Information Systems. 17 Information Technology Initiatives Implement an annual PC replacement plan Implement Hyper converged System to provide new technology solutions and possible cost savings Install Redundant Data Circuits to provide better network resiliency and business continuity Federated GIS to conform to standards and facilitate easier file sharing between government entities Virtual Desktop Infrastructure (VDI) implementation to provide cost savings on equipment Open Application Program Interface (API) integrations, Land Management System implementation, and continue Banner ERP (Enterprise Resource Planning) enhancements 18 5/19/2017 10 Information Technology– Revenue & Expenses Description FY 2016 - Actual FY 2017 – Bud. FY 2018 – Bud. Revenue: General 3,996,323 5,409,046 5,998,029 Total Revenue 3,996,323 5,409,046 5,998,029 Expenses: Personnel 2,483,484 2,876,843 3,119,104 Operating 1,360,067 1,829,422 1,965,685 Capital Outlay 152,772 702,781 913,240 Total Expenses 3,996,323 5,409,046 5,998,029 Net Revenue 000 19 Human Resources Mission St. Lucie County Human Resources recruits, develops and supports the county’s most valuable resource - its employees. We are dedicated to attracting and retaining a qualified diverse workforce. We do this by providing quality service to our internal and external community, and adhering to dependable, accountable, and ethical personal standards. 20 5/19/2017 11 Human Resources Division Initiatives Roll out a New Employee Handbook Review and recommend new Performance Management System Update New Employee Orientation Graduate inaugural class of SPARK-Mentoring Program Graduate inaugural class of IGNITE Executive Leadership Program 21 Risk Management Division Initiatives Create and implement a Risk Management dashboard Create and implement a safety award program for employees Apply a wellness risk matrix to track and reduce potential employee health risks Expand the Employee Health and Wellness Center to accommodate extended hours Revise and implement the Safety Manual Research New Employee Health Clinic Propose and implement new health insurance model 22 5/19/2017 12 Human Resources Department– Revenue & Expenses Description FY 2016 - Actual FY 2017 – Bud. FY 2018 – Bud. Revenue: General 601,634 693,929 906,802 Internal Service 15,862,704 30,486,525 29,871,239 Total Revenue 16,464,338 31,180,454 30,778,041 Expenses: Personnel 765,729 848,401 1,060,742 Operating 15,691,714 20,196,600 20,077,331 Capital Outlay 6,896 24,678 0 Other Uses 0 10,110,775 9,639,968 Total Expenses 16,464,338 31,180,454 30,778,041 Net Revenue 000 23 24 5/19/2017 13 FY 2006‐FY 2018 CW Taxable  Value  and % Change 28.58% 39.25% 4.67% -16.64% -20.90% -10.90% -3.23% -1.63% 5.81% 3.15%4.26%7.32%6.00% -30.00% -20.00% -10.00% 0.00% 10.00% 20.00% 30.00% 40.00% $5,000,000,000 $10,000,000,000 $15,000,000,000 $20,000,000,000 $25,000,000,000 $30,000,000,000 FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 Tentative TAXABLE VALUES % CHANGE OF COUNTY-WIDE PROPERTY VALUES 25 Projected FY 2018 Incremental Changes Incremental Recurring Revenues Property Taxes (6% value increase) $7.74 M State Shared $0.25 M Half Cent Sales Tax $0.52 M Total Increment $8.51 M Reallocate Local Communications Tax to Transportation Trust ($0.81 M) Total Available $7.70 M 26 5/19/2017 14 FY 18 Board and Other Agency Preliminary Needs Incremental Revenue $ 7,700,000 Sheriff $ 5,904,354 Medical Examiner $ 183,960 Supervisor of Elections $ 210,080 SOE Rent $ 62,524 Clerk $ 228,051 Tax Collector (Fee based) $ 255,000 Property Appraiser (due June 1st) $ 300,000 Non-profits $ 85,765 Additional CRA Payments $ 582,000 Subtotal – Other Agencies $ 7,811,734 FRS Increase $ 240,000 Medicaid $ 317,680 800 MHz Debt $ 409,187 Pay scale/Salary Adjustments $ 1,250,000 Departmental Requests $ 7,299, 660 Increase repaving by 5 miles annually $ 700,000 Fisherman’s Wharf $ 1,500,000 Arts & Culture $ 200,000 Culverts $ 1,000,000 Subtotal- BOCC Budgets $12,916,527 Board and Other Agency Issues (less) $ 20,728,261 Revenue Balance ($ 13,028,261) 27 FY 18 Departmental Requests County Attorney $ 95,959 County Administration $ 212,500 Information Technology $ 1,155,995 (includes year 2 of computer replacement) Human Resources $ 92,072 OMB $ 83,195 Community Services $ 957,194 Extension $ 115,828 Environmental Resources $ 810,799 Parks/Administration $ 2,500 Parks/Facilities $ 2,743,867 Parks/Regional Parks & Stadiums $ 328,169 Parks/Parks & Special Facilities $ 205,584 Parks/Venues $ 259,535 Public Safety $ 236,463 Subtotal $ 7,299,660 28 5/19/2017 15 Additional $25,000 Exemption Currently, property owners that are eligible for homestead exemption receive an exemption up to the assessed valuation of $25,000. An additional $25,000 exemption applies to the property value between $50,000 and $75,000. This additional $25,000 exemption does not apply to taxes levied by school districts. House Joint Resolution (HJR) 7105 proposed an amendment to the Florida Constitution, which is effective January 1, 2019. The proposed amendment would increase the homestead exemption to also exempt the assessed valuation greater than $100,000 and up to $125,000 for all levies other than school districts. HJR 7105 was approved by the House of Representatives and Senate. If approved by the Governor, a referendum for a Constitutional Amendment would be on the November 2018 ballot. 29 HJR 7105 Future Impacts 30 Estimated Tax Loss Millage needed to offset tax loss COUNTY GENERAL FUND $ (2,678,642) 0.1594 FINE & FORFEITURE $ (2,141,375) 0.1274 SUBTOTAL COUNTY $ (4,820,017) 0.2869 DEPENDENT DISTRICTS EROSION CONTROL - ZONE E $ (60,319) 0.0036 MOSQUITO DISTRICT $ (138,609) 0.0084 SUBTOTAL DEPENDENT DIST.$ (198,929) 0.0120 TOTAL COUNTY/DEPENDENT DIST. $ (5,018,946)0.2989 MUNICIPAL SERVICE TAXING UNITS (MSTUs) UNINCORPORATED SERVICES $ (107,203) 0.0149 STORMWATER $ (97,627) 0.0136 LAW ENFORCEMENT $ (142,463) 0.0198 PARKS MSTU $ (151,100) 0.0090 TRANSIT MSTU $ (82,752) 0.0049 SUBTOTAL MSTU $ (581,145)0.0622 Total Estimated Tax Loss $ (5,600,091) 0.3610 5/19/2017 16 Challenges Stormwater Millage Erosion Millage Transportation Trust Fund Shortfall Needs outweigh resources Potential Reduced Tax Base in Future Years Declining Fund Balance 31 Next Steps Continue review of department budget request: June 9 - Public Safety Departments & Constitutional Officers June 16 -W r a p u p CBC Recommendation to Board of County Commissioners 32 5/19/2017 17 33 Outstanding Issues Information on Blind Creek Restrooms Road & Bridge Debt Location of Petravice Preserve Status of Mosquito Impoundments 34 5/19/2017 18 35 Impoundments The 24 mosquito control impoundments along both sides of the Indian River in St. Lucie County are helping to control mosquito populations Last October, Hurricane Matthew caused substantial damage at 20 of the impoundments, knocking down trees along the dikes and causing varying amounts of erosion. The Mosquito Control District has funded more than $2.1 million in repairs, bringing the properties back up to their prior condition – and in many cases, better condition due to the addition of protective rocks, or rip rap, that protect the dikes from erosion. We are working with FEMA to receive approval for 75 percent reimbursement of these costs. 36 5/19/2017 19 Impoundments In the short-term we are performing needed maintenance, such as rebuilding the Bear Point Sanctuary pier and wildlife overlook adding rip-rap at Harbor Branch Preserve increasing structural support for a pump station at Wildcat Cove Preserve repairing a damaged weir on South Hutchinson Island. Going forward, we have created a 10-year repair and maintenance plan for structures in the impoundments, such as piers, walkways, and docks, that serve operational purposes and in many cases, recreational purposes so that residents can enjoy the unique quality of our salt-water preserves. Many of these structures are in poor condition from years of exposure to saltwater and strong winds and are in need of repair or replacement. We are budgeting these costs in the coming years. 37 St. Lucie County Board of County Commissioners 38