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Home My WebLink AboutCBC 2 17 17.ppt3/3/2017 St. Lucie County Board of County Commissioners Citizen's Budget Committee Presentation February 17, 2017 Agenda • Local Option Gas Tax • General Fund/Fine Forfeiture Revenue • Strategic Priorities • Next Steps 3/3/2017 51h and 6th Cent Local Option Gas Tax cour.riv A -.�. LOGT (5tn/6tn Cent) Distribution 2001 - $11 Million 2017 Projected - $14.4 Million St. Lucie Vill. St. Lucie Vill. $15,527 St. Lucie Cty. $12,019 0% $2,744,583 0% 19% St. Lucie Cty. $4,199,987 38% Port St. Lucie $5,033,996 45% Fort Pierce $2,030,165 14% Port St. Lucie $9,641,243 ..: zo:M:+sa,.a 67% Fort Pierce -9 ,9a $1,841,030 17% Source: Florida Department of Revenue s 2 3/3/2017 ave oa Comparison FY 2001 VS FY 2016 1,800.0 1,600.0 3 1,400.0 3 1,200.0 M=r 1,000.0 131 146 800.0 600.0 400.0 200.0 0.0 2001 2016 ■ Port St. Lucie ❑ Fort Pierce ® County BOCC a Village St. Lucie 3/3/2017 Source: FDOT FY 2016 City County Road Miles s Impacts ROAD AND BRIDGE 75 Year Road Maintenance Cycle 30 25 25 - y SLC currently spending $650k d 20 per year on road resurfacing, need to spend $3.25 million 15 per year 910 5 5 ■ 15 Year Resurfacing Schedule ❑ Proposed Miles to be Resurfaced 3/3/2017 6 3 3/3/2017 Local Option 1 to 5 (5th) Cent Gas Tax - County % Distribution MANATEE BOCC .00 ESCAMBIA BOCC .00 HERNANDO BOCC 95.53 PASCO BOCC 93.94 CHARLOTTE BOCC 93.26 MARTIN BOCC 93.04 CITRUS BOCC 90.95 HARDEE BOCC 89.58 SANTA ROSA BOCC 89.42 SUWANNEE BOCC 95.91 COLLIER BOCC 85.48 DESOTO BOCC 93.00 OKEECHOBEE SOCC 80.66 MARION BOCC 80.46 HIGHLANDS BOCC 80.40 PUTNAM BOCC 79.57 PALM BEACH BOCC 78.92 MIAMI-DADE BOCC 74.00 MADISON SOCC 70.17 HENDRY BOCC VIA;64.94 65.00 POLK BOCC z SARASOTA BOCC 64.22 BROWARD BOCC 64-04 OKALOOSA BOCC 64.00 VOLUSIA BOCC 57.24 ALACHUA BOCC CV 52.15 LEON BOCC 50.00 LEE BOCC 47.80 MON ROE BOCC 45.21 ST. LUCIE BOCC 19-02 0.00 10.00 20.00 30.00 40.00 50.00 60.00 70.00 80.00 90.00 100.00 Local Option 1 to 6 (6th) Gent Gas Tax -County S% bistribution m 3/3/2017 s iax Hi FY 1994 to FY 2017 70.00% 66.83% 60.00% 50.00% 45.39% 42.44% 40.00% 97 43.12% �PSL 37.87% �FP 30.00% _SLC 19.02% 20.00% 'SLV 14.37% 10.00% 16.60% 14.07% 0.07% 0.14% 0.08% 0.00% • • • i • • • • • • • • • • • • FY FY FY FY FY FY FY FY FY FY FY FY FY FY FY FY FY FY FY FY FY FY FY FY 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 3/3/2017 80.00% 70.00% 60.00% Q istory & Fu ion 50.00% 45.39% ...................... 40.00% ..... ........... 43.12% ...... .................................. 20.00% 34:37°� ....................................................................... 0 10.00 /o ..............................................16.60% ... ... Mr 0.14 /o d' Q. T 0. 0� T 0. O O O O O O O O O O e•1 rl e4 e•1 rl e4 e•1 rl rl 'i rl rl rl fi}i f}S f}i f}i f}i rl N N N N N f}i f}i f}S f}i f}i f}S N N N N N N L}i f}i f}S f}i f}i f}i N N N N N N N L}i f}i f}i L}i f}i f}i f}i —PSL —FP —SLC —SLV --Linear (PSL) Linear (FP) - - Linear (SLC) Linear (SLV) 3/3/2017 10 5 3/3/2017 General Fund/Fine and Forfeiture 11 • Ad Valorem Revenue was reduced from a high of $155.5 Million in 2007 to a low of $95.9 Million in FY 2013, a 38% reduction in ad valorem revenue. • Ad Valorem Revenue has somewhat rebounded in FY 2016 but we are still 22% less than 2007. • The County's General Fund/Fine and Forfeiture Fund remains structurally imbalanced. We improved in FY 2016, but we still had a deficit of $2.1 million. • The balance forward we have, $61 Million includes $23.6 Million to balance future budgets, 0.9 Million for crime prevention and $36.5 Million to address the following: • 16.5 million for emergency reserves • 14 million for millage rate stabilization and • 6 million for transportation infrastructure reserves 12 M 3/3/2017 There are a number request for new and replacement of fleet vehicles both from Constitutional Officers and Board of County Commissioner Departments There is an enormous deferred need for capital improvement throughout the County nearly valued at $600 million Our balance forward is considered non -recurring revenue. There is a difference in recurring and non -recurring revenue • Recurring revenue is predictable, stable and can be counted on in the future with a high degree of certainty. Some examples of recurring expenses are salaries, benefits, utilities, and lease payments • Non -recurring revenue By its nature, a non -recurring revenue source cannot be relied upon in future years. Therefore, such funds should not be used for operating or other expenses that continue from year-to-year _ 13 TToj.-FY-2� n c r e m e ntaft"-Kin g e s Incremental Recurring Revenues Property Taxes $7.74 M Comm. Sales Tax $ .09 M State Shared $0.36 M Half Cent Sales Tax $0.52 M Total Increment $8.50 M Total Available $8.50 M i • 14 VI 3/3/2017 Strategic Priorities Strategic Priorities for 2017-2018 Operational Area— Infrastructure Objective: Design, Construct & Maintain Infrastructure Goal: Critical Infrastructure Investments Airport expansion • Runway connector • Customs building • Logistics Seaport expansion • Second street improvements • Fisherman's wharf • Harbor Point • Explore Acquisition of Bell Property is "Greatness is not where we stand, but in what direction we are moving...' Oliver Wendell Holmes 16 0 3/3/2017 rategic Priorities for Operational Area— Infrastructure Objective: Design, Construct & Maintain Infrastructure Goal: Critical Infrastructure Investments (Continued) • Roadway, drainage and sidewalks Greatness ere we • Improve capital planning and project management tand,butinwhatwhactio stand, but in what direction oving • Evaluate funding strategy for infrastructure projects Oliv rWe dell Holmes • Beach Erosion District Millage • Stormwater District Millage • Paving/repaving, consider allocation of millage • Court facilities study • Treasure Coast International Airport improvements • Mowing and ditch clearing • • Upgrade security 17 ategic Priorities 5 Operational Area— Public Safety Objective: Provide for a Safe Community Evaluate staffing needs: • Ocean Lifeguards • Emergency Management Goal: Critical Infrastructure Investments • 800mhz radio system implementation • Jail medical unit • Public Safety vehicles Lk "Greatness is not where we stand, but in what direction we are moving...: Oliver Wendell Holmes COUNT n n � o 18 a 3/3/2017 rategic Priorities for 20�- Operational Area— Environment Objective: Protect the Natural Resources Goal: Leverage Partnerships to create improved access to preserved lands • Water quality initiatives • Connectivity to existing greenway and trails • Green taskforce sustainability initiative eeic Priorities N W E 5 The real path to greatness, it turns out, requires simplicity and diligence. It requires clarity, not instant illumination. It demands each of us to focus on what is vital and to eliminate all of the extraneous distractions. Jim Collins COUNT o 19 Operational Area— Community & Economic Development N Objective: Promote Economic Development \ µE i W _ E Goal: Improve Business Environment • Establish business process standardization with cities w 5 • Expand use of the "St. Lucie Works" brand The real path to greatness, it turns out, requires • Implement business retention and expansion initiatives simplicity and diligence. It requires clarity, not • Evaluate staffing needs for Planning & Development Department instant leach ofus It demands each of us to Goal: Develop Strategic Assets focus eliminate alon what vl of the ftheal to • Facilitate development of the Port of Fort Pierce extraneous Collinsctions. • Implement Treasure Coast International Airport Business & Marketing Plan • Assist EDC to implement the EDC Corridor Initiative & Strategic Plan zo 10 3/3/2017 eelC Prior Operational Area — Culture & Recreation Objective: Maintain a High Quality of Life - l Goal: Maximize Partnerships to Leverage Resources • Renew the Parks MSTU • Continue as an MLB spring training destination Greatness is not where we stand, but in what direction • Expand the quality of resort hotels we are moving Oliver Wendell Holmes • 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 21 egic Priorities Operational Area — Management Services Objective: 1. Innovation p 2. Provide Transparent & Accountable Financial Management 3. Develop and Train Workforce Goal: Eliminate Deficit Spending by 2020 and Build Internal Capacity "Greatness is not where we • Financial Reports stand, but in what direction • Month) Budget Vs Actual we are moving y Oliver Wendell Holmes • 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 22 11 3/3/2017 Next Steps • Further review and estimate all revenues • Analyze department budget request • Prioritize department initiatives by County strategic priorities • Identify the gap in funding need • Present to the Board prioritized department initiatives by County strategic priorities and the gap in funding St. Lucie County Board of County Commissioners Citizen's Budget Committee Presentation February 17, 2017 COUNTY n f L 0 R D 23 24 12