Loading...
HomeMy WebLinkAbout4.19 minutes and backupCITIZENS’ BUDGET COMMITTEE Meeting Date April 19, 2019 Conference Room 3 MEMBERS PRESENT: Richard Pancoast Gwen Morris Ed Lounds Jerry Buechler Gloria Johnson William Donovan Robert Lynch John Culverhouse Hector Rodriguez Britt Anderson Barry Mucklow Clarence Kearney Jake Sanders MEMBERS ABSENT: Carl Hensley Mark Gotz OTHERS PRESENT: Jeff Bremer Leslie Olson Doug Baber Mark WIshard Jennifer Hill Ceretha Leon Gino Butto Daniel Allison Kim Bordinger Amy Griffin Matthew Beard Don West Ed Matthews Michelle Peterson Mike Middlebrook Howard Tipton Susan Jacob Murriah Dekle Sophia Holt Mark Satterlee George Landry Sandy Bogan Glenn Henderson Wayne Teegardin Ben Balcer CALL TO ORDER Mr. Pancoast called the meeting to order at 7:30 a.m. PUBLIC COMMENT No member of the public spoke. APPROVAL OF MARCH 15TH MINUTES After a motion and second, the minutes were unanimously approved. Citizens Budget Committee April 19, 2019 Page 2 STRATEGIC PRIORITIES/DEPARTMENTS Ms. Hill explained that she had given each of the members the Dollars & Sense publication from the Clerk’s office, which can be found on his website at https://www.stlucieclerk.com/. She explained the numbers in the attached presentation were requested by the department, not always what will be recommended to the Board. After Ms. Hill’s introduction, Environmental Resources was the first department to present. Ms. Griffin, 3 of the Managers, and Mr. Satterlee gave information about their area. Mr. Lounds asked about road right of way to Pineland Preserve. Ms. Anderson asked about next year’s Earth Day. The packet Ms. Griffin handed out is attached. Mr. Henderson presented the Mosquito Control & Coastal Management section. Mr. Pancoast started discussion on beach, mosquito, and FEMA issues. Mr. Matthews spoke about Parks and Recreation. Mr. Lounds started discussion on the Stadium and Harbour Pointe. Community Services was presented by Ms. Wesloski. Discussion was started by Mr. Buechler. Ms. Jacob gave information about the Libraries. Ms. Johnson started the discussion. Planning and Development Services material was presented by Ms. Olson. Mr. Culverhouse asked about the plans for the road to connect I-95 to the airport. Mr. Landry presented for Public Utilities. Mr. Satterlee added information about Lakewood Park. Mr. Lounds started discussion on lines. Mr. Buechler asked about future plans. Mr. Butto shared the Information Technology slides. Mr. Pancoast started discussion with a question about security. Ms. Leon started the Human Resources portion of the presentation before Mr. Wishard gave information on the Risk Division. Mr. Lounds asked about inmate medical. Ms. Hill completed the presentation by reporting on the Office of Management and Budget Department before advising them of the next steps for the Committee. Mr. Tipton wrapped up the segment with a summary, positive outlook, and thanks to the Committee. Citizens Budget Committee April 19, 2019 Page 3 OTHER ISSUES Mr. Pancoast reported on the Oversight Committee and announced 9-1-1 Dispatch Awareness week. ADJOURNMENT After thanking staff and the members, Mr. Pancoast adjourned the meeting at 9:14 a.m. Respectfully submitted by: Brenda Marlin The next CBC meeting will be held on Friday, May 17, 2019, at 7:30 a.m., in Conference Room 3 of the St. Lucie County Roger Poitras Administration Annex. 5/3/2019 1 1 Review of Strategic Priority Departments Requested Budget FY20 Objective: Protect the Natural Resources Environmental Resources Mosquito Control Objective: Maintain a High Quality of Life Parks & Recreation Community Services Library Objective: Promote Economic Development Planning & Development Services Public Utilities Objective: Innovation & Deliver Excellent Customer Service Information Technology Objective: Develop and Train Workforce Human Resources Objective: Provide Transparent & Accountable Financial Management Office of Management & Budget Next Steps 2 5/3/2019 2 4 5/3/2019 3 5 • Beach Re-nourishment • South SLC Beach - Federalization • Fort Pierce Beach – New General Reevaluation Report (GRR) • Solid Waste • Keep SLC Beautiful Strategies • Refine Recycling Market Strategies • Waste to Energy Contract 6 • ERD development of Cypress Preserve with potential rustic camping • Continue to foster partnership on projects to support and improve healthy ecosystems, and ensure an eco-aware citizenship • Continue to expand and improve SLC Preserve’s and Greenways & Trails systems • Continue to leverage resources for protection and preservation of SLC’s natural resources and implement high priority ecosystem restoration projects • Continue Advancing Ecotourism Development Plan 5/3/2019 4 7 Preserve, protect, and enhance St. Lucie County’s natural resources through sustainable land management practices, regulations, ecotourism, environmental education and community outreach. 8 Lands • Provide local coordination toward the implementation of the Comprehensive Everglades Restoration Plan (CERP) • Develop the Greenways & Trails system, including the East Coast Greenway, throughout St. Lucie County • Manage and restore habitats throughout the preserve system to maintain/develop high ecological functions • Enhance and develop public access infrastructure and amenities within the preserve system • Seek funding partners and finalize grants to reach compliance with preserve management plan requirements 5/3/2019 5 9 Regulations • Continue to improve Countywide efficiencies by utilizing ERD resources (staff expertise, equipment, etc.) to provide environmental consulting services (environmental assessments, reporting, permitting, monitoring, landscape planning etc.), project management and land management Services • Complete Phase 1 of the St. Lucie County Habitat Conservation Plan (HCP) for the Federally Threatened Scrub-Jay in an effort to promote environmentally sustainable growth at Treasure Coast International Airport (TCIA) and the surrounding area 10 Education & Community Outreach • Continue working with partners to build on the early success of the St. Lucie Water Champions Initiative, with a goal of training 150 citizens as Water Champions, and hosting two community-wide demonstration / restoration projects • Increase skills-based volunteer program, with the goal of 450 volunteers providing 8,000 hours of service • Continue to grow trademark events -- Procession of the Species and Earth Day Festival -- to attract participants throughout the county and state. Build on collaborations and partnerships with the school district, St. Lucie Cultural Alliance, Tourism Development Council, government agencies, higher education institutions, and the numerous non-profit organizations within the community 5/3/2019 6 Description FY 2018 - Actual FY 2019 – Budget FY 2020 – Budget Funding Source: General 1,693,719 2,359,238 4,784,402 Special Revenue 480,615 1,727,197 1,769,488 Capital 653 3,166,383 5,187,501 Total Revenue $2,174,987 $7,252,818 $11,741,391 Expenses: Personnel 1,461,859 1,602,485 1,944,252 Operating 639,672 916,588 1,518,521 Capital Outlay 73,455 475,000 1,928,006 Grants & Aids 0 5,000 5,000 Other Uses 0 4,253,745 6,345,612 Total Expenses $2,174,987 $7,252,818 $11,741,391 11 12 The Mosquito Control and Coastal Management Services Department consists of the Mosquito Control District and the Erosion District, both of which are dependent taxing districts. The mission of the Mosquito Control District is to reduce the risks of mosquito-borne diseases and improve the quality of life in our community by implementing environmentally safe, effective and economically responsible practices consistent with applicable laws. The mission of the Erosion District is to evaluate coastal processes and environmental resources in order to manage critically-eroded beaches through enhancement and preservation. 5/3/2019 7 13 •Complete revision of Mosquito Control operating procedures and conduct new research on products, equipment and mosquito populations and habitat •Expand outreach and education further into schools, libraries and community groups •Continue anticipated expansion of District as new communities are constructed adjacent to existing boundaries •Address staff transition and succession with the expected retirements of long- time employees in Impoundments Division •Improve operations by updating of Red and Green MC signs, making sure hold-harmless agreements are current •Increase larviciding missions by at least 10 percent as part of effort to avert adulticiding when and where possible 14 Erosion District •Monitor the progress of the existing $7.1 million request for State Beach Management Funding and apply for additional funding for future projects •Continue annual physical and biological monitoring of both the South County Beach and Dune Restoration and Ft. Pierce Shore Protection projects •Assist with the coordination and planning of the recently federally authorized South County Beach project, including potential funding options •Initiate plans, specifications and bidding documents for construction of the Ft. Pierce Inlet sand trap •Monitor the progress of the federal Ft. Pierce Section 203 Report for inclusion in the next WRDA Bill for Congressional authorization •Coordinate efforts with the U.S. Army Corps of Engineers (USACE) for the next planned federal nourishment of Ft. Pierce Beach •Monitor the search for additional offshore sand by the USACE for future southeast Florida nourishment projects 5/3/2019 8 Description FY 2018 - Actual FY 2019 – Budget FY 2020 – Budget Funding Source: Special Revenue 9,500,365 16,742,317 16,200,784 Total Revenue $9,500,365 $16,742,317 $16,200,784 Expenses: Intrafund Transfers -321,534 0 0 Personnel 1,789,090 2,009,315 1,988,344 Operating 6,987,857 8,931,440 8,884,768 Capital Outlay 187,570 20,000 247,227 Other Uses 857,381 5,781,562 5,080,445 Total Expenses $9,500,365 $16,742,317 $16,200,784 15 16 • Local Arts Agency • Arts in Public Places (AIPP) Ordinance • Board Established • Establish appropriate funding level •Parks • Parks Master Plan 2023 and extend Municipal Services Taxing Unit • Campsite Development 2020 • Community Services • Transit Service Provider/Mobility Enhancements • Veteran’s Assistance Center • Renew transit interlocal agreements before 2023 5/3/2019 9 17 To enhance the quality of life in St. Lucie County by providing excellent customer 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. 18 Fairwinds Golf Course •Sustain strong revenue stream through a multifaceted approach, including: •Customer online booking •Expand Fairwinds social media presence through Facebook and Instagram •Implement a digital confirmation system •Offer online sales of Scan-able Player Advantage Cards, Gift Certificate •Continue the PGA of America’s “Get Golf Ready” •Golf cart vendor 3-year deal will include GPS fleet management •Begin design and clearing for Fairwinds Learning Center for future expansion •Continue to make improvements to the golf course and grounds 5/3/2019 10 19 Parks & Special Facilities •Increase the number of events at the Fenn Center by 5% per year and revenue by $11,000 •Complete Phase I of the shower house/restrooms building project at the Savannas including removal of small restroom and addition of two (2) full RV sites, and increase Savannas revenue in FY20 by $15,000 •Landscaping at the Fenn Center and phase II of landscape renovation projects at History Museum, Morningside Library, and Lakewood Library, and a pergola and butterfly garden at Museum Pointe Park. •New showers at the three County pools and replace the restrooms at Lincoln Park Pool •Renovate docks at River Park Marina to meet ADA code for wheelchairs and fishing docks and replace playground at White City Park 20 Regional Parks & Stadiums • Reach substantial completion of $55 Million first Data Field Stadium renovation. • Replace and relocate irrigation pump station that serves First Data Field and South County Regional Stadium. • Existing Elevator renovations (motor, cab) • County Office Space Build-out • Stadium aluminum railings throughout seating area • Replace upper and lower seats • Stadium Seat UV protection cover 5/3/2019 11 Description FY 2018 - Actual FY 2019 – Budget FY 2020 – Budget Funding Source: General 8,675,221 9,923,027 10,828,386 Special Revenue 6,012,356 7,711,441 8,052,632 Capital 3,458,917 51,338,488 53,345,809 Enterprise 1,495,912 1,507,173 1,711,246 Trust and Agency 0 10,047 10,047 Total Revenue $19,642,405 $70,490,176 73,948,120 Expenses: Personnel 7,082,969 7,823,019 7,934,487 Operating 5,637,696 5,362,903 5,820,941 Capital Outlay 4,506,588 53,939,163 56,678,608 Grants & Aids 2,415,152 2,374,246 2,927,545 Other Uses 0 990,845 586,539 Total Expenses $19,642,405 $70,490,176 73,948,120 21 22 Community Services provides assistance to residents to improve quality of life through information, resources and services. 5/3/2019 12 23 Housing • Continue to maximize leveraging of funds and explore funding prospects to enhance programs and services for residents and communities within St. Lucie County • Continue building partnerships with other local governments to further the goal to provide affordable housing opportunities to low income households • Develop a multifamily housing community on county owned property through a public/private partnership 24 Human Services • Identify new funding sources for programs to assist disadvantaged residents • Expand long-term Tenant Based Rental assistance to low-income residents to promote asset building and steps out of poverty. • Continue to expand electronic access for all Human Services programs • Continue to expand the volunteer program to engage clients in local volunteer opportunities and board representation • Increase the number of sites or expand existing sites to decrease wait times for the Volunteer Income Tax Assistance Program 5/3/2019 13 25 Veteran Services • Maintain participation in the Ardie R. Copas State Veterans Nursing Home construction process through completion • Develop outside funding sources to support Veteran Services “Wheelchairs-4-Warriors” program • Continue development of the homeless Veteran “Veterans Assistance Center” initiative 26 Transit • Identify new funding opportunities to maximize the existing leverage of the Transit MSTU to provide higher levels of service via customer centric public transportation and infrastructure • Completion and adoption by the local policy Board’s (BOCC, TPO) and acceptance by the Florida Department of Transportation for the new, major update to the ten-year Transit Development Program • Secure local match for construction in years 2023/2024. Continue developing civil engineering plans for the St. Lucie County Transit Headquarters facility, as identified within the St. Lucie County Transit Development Plan • Micro-transit pilot project. Administer a recently approved contract with TransLoc to develop innovative solutions to provide superior mobility services. Infrastructure improvements to enhance ADA accessibility which includes three additional shelter construction projects, twenty-five new semme-seats including solar lighting enhancements and development of the Port St. Lucie Inter-modal facility intermodal upgrades including restrooms and outdoor seating and kiosk information. 5/3/2019 14 Description FY 2018 - Actual FY 2019 – Budget FY 2020 – Budget Funding Source: General 2,566,439 3,148,124 5,055,641 Special Revenue 7,540,736 15,749,532 12,760,182 Total Revenue $10,107,174 $18,897,656 $17,815,823 Expenses: Intrafund Transfers -484,541 0 0 Personnel 1,775,914 1,964,604 2,193,438 Operating 1,001,347 1,311,490 1,949,392 Capital Outlay 207,781 502,346 2,472,134 Grants & Aids 7,058,271 14,522,078 11,055,707 Other Uses 548,402 597,138 145,152 Total Expenses $10,107,174 $18,897,656 $17,815,823 27 28 To advance knowledge, inspire lifelong learning, and strengthen our community. 5/3/2019 15 29 • Launch a 2nd mobile computer lab, featuring hands-on technology instructions • Install sound and projection equipment at the Morningside Branch • Convert the Morningside Branch collection to RFID technology • Open DIY Studios at Lewis and Hurston Branches • Develop conceptual design plans for an expanded Port St. Lucie Branch • Seek funding to hire additional staff to expand library hours at Morningside, Lewis and Kilmer Branches • Expand e-book collection with a goal to see circulation grow by 15% Description FY 2018 - Actual FY 2019 – Budget FY 2020 – Budget Funding Source: General 4,561,219 4,618,900 5,392,906 Special Revenue 108,895 124,732 110,926 Capital 453,417 638,434 837,376 Total Revenue $5,123,530 $5,382,066 $6,341,208 Expenses: Intrafund Transfers -215 0 0 Personnel 3,401,823 3,413,475 4,160,731 Operating 1,032,010 1,096,157 1,119,101 Capital Outlay 689,697 636,000 848,186 Other Uses 215 236,434 213,190 Total Expenses $5,123,530 $5,382,066 $6,341,208 30 5/3/2019 16 31 • Airport • Hanger Construction Completed/Leased • Development of Airframe & Powerplant (A & P) School • Possible Purchase of DiMaria Property • Airline Ready • Planning for development of NE & SW Treasure Coast International Airport (TCIA) property not under APP lease • Planning for Freight Logistic Zone Development 32 • Port of Fort Pierce •1st Full Year of Derektor Operations • Waterfront Infrastructure Improvements • Long-term Planning for Harbor Point & Fisherman’s Wharf • Taylor Creek Restoration Dredging (pending Legislation) • Destin Beach Properties Litigation 5/3/2019 17 33 • Planning & Development • EDC Projects (i.e. Pursuit Boats) • Annexation Interlocal Agreement (Fort Pierce) • Small Business Initiative • Long Range Development Planning with Utilities • Full Development of Sunshine Kitchen • Expand use of the “St. Lucie Works” brand • Continue business retention and expansion initiatives • Utilities • Water Expansion in Lakewood Park • Utilities Master Plan review with the BOCC • Fort Pierce Utilities Authority/SLC Utility resolution • Potential Infrastructure Purchases 34 Foster sustainable, quality development that advances a safe and economically sound community, maintains a high quality of life, and protect the natural environment by providing professional and responsive review and guidance on the adopted policies and codes which guide future growth and community development, including State Statutes and Rules, to ensure the health, safety and welfare of the citizens of St. Lucie County. 5/3/2019 18 35 Planning •Adopt the updated the Comprehensive Plan to address the community vision for growth, explore emerging issues, foster economic development and the provision of infrastructure, and ensure orderly and balanced future economic, social, physical, environmental, and fiscal development of the county •Continued coordination and development of an Airport Connector with FDOT to link the highway network to the Treasure Coast International Airport and the Port of Fort Pierce, and lead to the development of a Freight Logistics Zone (FLZ) to advance the long‐term economic development of the area. The Airport Connector can direct land uses of industrial, commercial, mixed use, office, and public facilities to a transportation corridor to integrate land/sea/air distribution opportunities. •Continue to improve the efficiency of the Pre-Application and Zoning Compliance processes, and update applications for ease of use and consistency. Create guides to assist applicants with code requirements. Develop workflows to implement the Land Management Software to provide online permitting/reviews and improve turnaround times. . 36 Building and Code •Continue to improve efficiency in the permit submittal process to improve overall service. Continue to improve efficiency of performance metrics for the permitting process and the division’s service. •Create a public portal with flood data information on website with a link to FEMA for our citizen’s use and education. •Configuration and implementation of the EnerGov Land Management System Software to provide for online permitting, planning, contractor licensing and code enforcement application processing and records management. 5/3/2019 19 Description FY 2018 - Actual FY 2019 – Budget FY 2020 – Budget Funding Source: General 136,638 215,053 312,206 Special Revenue 2,315,362 3,434,656 3,161,169 Capital 437,036 0 0 Enterprise 1,952,873 6,578,057 7,364,774 Total Revenue $4,841,909 $10,227,766 $10,838,149 Expenses: Personnel 3,513,779 4,358,928 4,566,811 Operating 1,175,916 2,045,768 1,676,282 Capital Outlay 26,300 0 37,380 Grants & Aids 125,915 127,983 125,915 Other Uses 0 3,695,087 4,431,761 Total Expenses $4,841,909 $10,227,766 $10,838,149 37 38 To serve the citizens of St. Lucie County by operating the St. Lucie County Bailing and Recycling Facility in an efficient, safe, and cost effective manner, and to improve quality of life, providing safe, reliable and environmentally responsible water, wastewater and reclaimed water service to our customers at a fair and reasonable cost and with the best customer experience possible 5/3/2019 20 39 Solid Waste • Market our own commodities with a goal to continue processing the material to a quality standard that results in zero rejected loads • Create ILA’s with other municipalities to accept recycling from other counties • Bring waste-to-energy facility to St. Lucie County and Treasure Coast Utilities • Continue public/private partnerships to expand infrastructure to Waterstone Community • Continue public/private partnerships to expand infrastructure to Creekside Phase II • Increase by 10% number of Utility Customers utilizing automatic bill pay options Description FY 2018 - Actual FY 2019 – Budget FY 2020 – Budget Funding Source: General 1,351,609 0 0 Enterprise 28,487,529 43,018,545 42,993,505 Total Revenue $29,839,138 $43,018,545 $42,993,505 Expenses: Intrafund Transfers (2,950,861) 0 (922,908) Personnel 4,110,022 4,635,316 4,843,643 Operating 24,308,653 19,174,522 21,053,584 Capital Outlay 0 5,546,139 7,000,820 Debt Service 924,650 1,696,650 1,756,900 Grants & Aids 434,963 452,000 1,202,000 Other Uses 3,011,711 11,513,918 8,059,466 Total Expenses $29,839,138 $43,018,545 $42,993,505 40 5/3/2019 21 41 • Retirement Planning Seminar for Employees and significant others • PDS - Land Management System Implementation • Continue Banner Upgrades • Chart of Account changes Service 42 • Customer Service Training • Digital Americans with Disabilities Act (ADA) Compliance • Full implementation of customer service surveys Service 5/3/2019 22 43 Our team supports the County’s missions by enabling greater transparency, accountability, and citizen collaboration in government through the use of innovative and reliable systems. We work to ensure information security, protect individual privacy, and be good stewards of taxpayer resources by creating a government that strategically combines technology with effective processes, to serve its citizens and visitors. 44 •Establish closely mirrored test environments for mission critical production applications. •Ensure all applications, and underlying components, are compliant for vendor support. •Partner with Planning in implementing a new Land Management System. •Replace VMWare host environment servers. •Complete Microsoft Office 365 email transition to the cloud. •Continue our wireless redundancy project for EOC to Rock Road. •Enhance endpoint security to devices by adding analytical behavioral security software. •Enhance customer service to the county by improving business processes. •Enhance the county Information Technology employee on-boarding and separation process. •Expand tenants at Rock Road Data Center to leverage secure facility. 5/3/2019 23 Description FY 2018 - Actual FY 2019 – Budget FY 2020 – Budget Funding Source: General 4,967,897 5,405,686 6,666,393 Total Revenue $4,967,897 $5,405,686 $6,666,393 Expenses: Personnel 2,631,320 3,086,658 3,272,368 Operating 1,512,045 1,877,104 2,405,300 Capital Outlay 756,638 441,924 816,295 Debt Service 67,893 0 172,430 Total Expenses $4,967,897 $5,405,686 $6,666,393 45 46 • Continue Six Sigma Yellow and Green Belt Training, expand to Black Belt • Leadership Development Training • Compensation and Benefits (full salary survey, additional insurance plan option) • Continued focus on workplace safety • Project Management Training • Succession Planning People 5/3/2019 24 47 St. Lucie County Human Resources Department is a trusted foundation which provides ethical, strategic, and highly skilled services customized to each phase of every employee’s journey. We attract, develop, and retain a high-performing and diverse workforce; promoting a healthy, productive and fulfilling work culture. 48 Human Resources • Conduct Compensation Study • Explore on-line training options • Continue Leadership Development Training • Develop Succession Planning Model • Continue Customer Service Training Risk Management • Implement the third tier to our current health plan. • Achieve a 10% reduction in Worker’s Compensation/vehicle accident costs. • Reduce inmate medical expenses 5/3/2019 25 Description FY 2018 - Actual FY 2019 – Budget FY 2020 – Budget Funding Source: General 858,292 923,629 1,026,581 Internal Service 16,316,170 32,371,100 32,371,169 Total Revenue $17,174,462 $33,294,729 $33,397,750 Expenses: Personnel 990,294 1,041,482 1,073,312 Operating 16,184,168 21,552,215 21,611,006 Capital Outlay 0 4,000 0 Other Uses 0 10,697,032 10,713,432 Total Expenses $17,174,462 $33,294,729 $33,397,750 49 50 • Eliminate funding gap in FY 20 budget, while addressing unfunded mandates (Medicaid, Florida Retirement System) • Continue to defend against home rule erosion • Insurance Plan Options • Reduce inmate medical expenses • Establish appropriate level of Erosion Reserves • Transit Fare Resolution Financial Management 5/3/2019 26 51 • Performance Management Teams From Our Green Belts • Long-term financial plan • Benchmarking of Performance Measures against comparable counties • Review Reserve Policy • Development of a full strategic plan with citizen engagement/survey Financial Management 52 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. 5/3/2019 27 53 Budget • Eliminate funding gap in FY 20 budget • Improve budget monitoring through the use of dashboards • Improve capital project reporting and provide support for the Half-Cent Sales Tax Oversight Committee • Continue Banner Upgrades, Chart of Account Changes • Review Reserve Policy • Develop a long-term financial plan Purchasing • Update Purchasing Policy • Implement changes resulting from internal audits related to purchasing cards, purchasing processes, contract management, and asset 54 Innovation & Performance Management • Ensure effective County Management by establishing Lean Six Sigma (LSS) efficiency project committee to review Greenbelt projects for Strategic Business Planning • Continue on-going training of Lean Six Sigma Yellowbelt,Greenbelt and add Blackbelt certification for active County Administrators, Managers, Supervisors and other staff • Benchmarking of Performance Measures against comparable counties • Develop a full strategic plan with citizen engagement • Continue implementation of eCivis grant management system countywide 5/3/2019 28 Description FY 2018 - Actual FY 2019 – Budget FY 2020 – Budget Funding Source: General 1,167,160 1,443,434 1,485,330 Total Revenue $1,167,160 $1,443,434 $1,485,330 Expenses: Personnel 995,813 1,210,657 1,216,083 Operating 146,347 230,777 267,247 Capital Outlay 0 2,000 2,000 Grants & Aids 25,000 0 0 Total Expenses $1,167,160 $1,443,434 $1,485,330 55 Continue review of department budget request: May 17, 2019: Strategic Priorities/Departments Public Safety Extension Air & Seaport Constitutional Officers Sheriff Supervisor of Elections Clerk of Court Preliminary discussion about recommendations for the FY20 budget 56 5/3/2019 29 June 21, 2019: Update on FY20 proposed budget ‐ General Fund/Fine and Forfeiture Fund Revenue/expense summary June 1 Taxable Value summary (from Property Appraiser) Proposed tax rate and ad valorem revenue impact Budget Gap and other issues Emergency Reserve Levels Adopt resolution with recommendations for the FY20 budget 57 58