board of county commissioners pinellas county€¦ · 01/10/2017 · this includes $4.4m in funds...

October 1, 2017

TO: The Honorable Chairman and Members of the Pinellas County Board of County Commissioners

In accordance with our statutory responsibilities and in the interest of transparency, we are pleased to present the Adopted Fiscal Year 2018 Annual Operating and Capital Budget. This Adopted Budget reflects the strategic plan and associated priorities you have identified as we aspire to achieve our Vision to be the standard for public service in America.

We are proud of the results of the 2017 Citizen Values Survey that reflected 93 percent of our citizens have trust and confidence in Pinellas County government. This is the highest number recorded since the County began the survey in 2012. This trust and confidence rating significantly outperformed the national average of 71 percent for local governments. Survey results also showed that a vast majority of residents would recommend Pinellas County as a place to live (96%), work (92%), raise children (92%), and retire (95%). Citizens also reported that their experiences are closer than ever to their expectations across a wide spectrum of community characteristics including parks, personal safety, and support services for the homeless.

We are grateful for the Board’s active engagement and guidance throughout the budget development process. Likewise, we appreciate the support of fellow employees, the Constitutional Officers, and Independent Agency heads for their cooperation in producing this Adopted Budget.

Within this balanced budget, funding is aligned to support each of your strategic goals: Create a quality workforce in a positive, supportive organization; Ensure public health, safety, and welfare; Practice superior environmental stewardship; Foster continual economic growth and vitality; and Deliver first-class services to the public and our customers. The budget provides the resources necessary to continue our focus on Doing Things! to serve the Public and our customers and to pursue our belief that “With Partners we can do more.”

BOARD OF COUNTY COMMISSIONERS Dave Eggers

Pat Gerard

Charlie Justice

Janet C. Long

John Morroni

Karen Williams Seel

Kenneth T. Welch

Pinellas County

OFFICE OF THE COUNTY ADMINISTRATOR

Mark S. Woodard County Administrator

PLEASE ADDRESS REPLY TO: Pinellas County Administration

315 Court St.• Room 601 Clearwater, FL 33765

Main Office: (727} 464-3485 FAX: (727} 464-4384

V/TDD: (727) 464-4062

www.pinellascounty.org

Pinellas County, Florida Page 2 of 4 FY18 Adopted Budget

The overall budget of $2,253,882,660 continues the County's tradition of providing high-quality services to the Public and our customers while prudently managing public funds. The total FY18 Adopted Budget increases $66.0 million or 3.0% over the total FY17 Budget, which reflects a net increase in personal services, capital, and reserves. No increase in the General Fund and Emergency Medical Services countywide millage rates is required to balance the budget and meet important needs and priorities. All of this is achieved at a staffing level equivalent to that last seen in FY89.

Pinellas County Budget FY18

Total $2,253,882,660

Governmental Enterprise Constitutional Other Agencies

$817,911,850 $649,351,970 $368,265,890 $418,352,950 The countywide millage rates of 5.2755 mills for General Fund, 0.9158 for Emergency Medical Services, and 2.0857 for the unincorporated area (MSTU) remain unchanged. The Health Department millage levy increases from 0.0622 to 0.0835 to support a $1.5M increase in funding to provide full-time nurses for Pinellas County schools. The General Fund is the primary operating fund of the County. This operating budget is $685,097,670 for FY18, representing an increase of $22.8 million or 3.4% compared to the prior fiscal year. This includes $4.4M in funds remaining from the settlement of the BP/Deepwater Horizon Oil Spill litigation. As a result of proactively engaging the public, the Board approved a variety of projects that are in various stages of implementation for investment of this one-time funding source. The 15% policy target reserve level is met with $86.4M. However, the reserve level in the FY18 budget is $86.8M. This includes $0.4M in reserves exceeding the policy target that are available to address non-reimbursable expenses from Hurricane Irma or as a hedge against revenue uncertainty due to the potential new homestead exemption that may take effect in FY20.

Following the Board’s strategic direction, we have carefully and incrementally restored service levels to meet pressing community needs in a financially prudent manner. Key areas include:

Ensure Public Health, Safety, and Welfare

Wastewater / Stormwater Task Force recommendations to implement studies and address projects intended to relieve wastewater collection systems from stormwater inflow.

School nursing support via increase in countywide Health Department millage rate from 0.0622 to 0.0835 mills to enable a full-time nurse in every Pinellas County public school.

Meals on Wheels (Neighborly Care - Senior Services) service expansion to reach an additional 170 seniors.

Community Health Centers of Pinellas support to leverage state Low Income Pool funds and provide services including Opioid Task Force, dental care access in underserved communities in Clearwater and St. Petersburg, and expanded hours and services for the new clinic in Lealman.


Crossover case manager positions in the Public Defender’s office to help foster children by reuniting families and introducing the families to local resources to reduce or prevent homelessness.

Mental and behavioral health services expansion to reduce system gaps, eliminate service barriers, and coordinate case management among various agencies.

Homeless support to enable rapid re-housing, case management, and care coordination.

211 Tampa Bay Cares late night shift coverage enhancement to increase operator support for crisis calls.

Enhance 911 call center staffing to address increasing call volume, overtime costs, and retention challenges.

Public safety investments to enable the Sheriff to ensure a safe community. Practice Superior Environmental Stewardship

Reclaimed water system studies to explore opportunities to address service gaps during drought conditions.

Aquatic vegetation and weed control program enhancement to manage exotic and invasive vegetation within County parks and preserves.

Heritage Village museum educator to enhance visitor experience by coordinating with school groups, leading tours, creating self-guided tours, and designing interpretive signs at the various displays throughout Heritage Village.

Foster Continual Economic Growth and Vitality

Affordable housing investment to enable additional construction and rehabilitation through partnership with the Housing Finance Authority and other public and private partners.

Sewer system studies to reduce line breaks by prioritizing preventive maintenance cycles.

Our employees are the foundation of our strategic plan; they are Doing Things! every day to serve our customers and the Public. We remain committed to creating and maintaining a quality workforce in a positive, supportive organization through: Competitive pay and classification; adopting OSHA as a County standard; and seeking a diverse workforce that reflects our community. A comprehensive pay and classification study has commenced to ensure our compensation is competitive with our peers and consistent within our workforce, thereby helping retain and attract the best talent to deliver first-class services to the Public and our Customers. This Adopted Budget includes $2M to support the first step in implementing recommendations from the study.

The Adopted Budget and its underlying assumptions are based on a positive, optimistic, yet realistic outlook for our future. Our local economy demonstrates sustained improvement with continuing record levels of tourism, all-time highs in airport passenger growth, increasing activity and values in the real estate market, sales tax revenue growth, and advancing activity in building permits, inspections, and development review. Most importantly, we continue to strengthen relationships with our partners and prudently approach the potential of future property tax revenue constraints.


Looking to the future, the decisions of the Voters in the next two general elections will have a significant impact. The Penny for Pinellas reauthorization for 2020-2030 will be considered this November. The Penny has been the foundation of building a better Pinellas through infrastructure investments for nearly three decades. We continue to educate the public of the importance of the Penny in advance of the referendum vote November 7, 2017. The potential new homestead exemption placed on the ballot by the state legislature for November 2018 would result in over $20M in reduced property tax revenues across Pinellas County Government taxing authorities including the General Fund (of which the Sheriff is nearly 50%), emergency medical services, and fire services. These impacts would not be experienced until FY20, but it’s not too early to begin the conversation regarding options for adjusting to this potential revenue reduction. The August 3rd Budget Information Session highlighted the many areas where the County has stepped up to meet community needs that aren’t being addressed by other governmental entities like the State. The Budget Message following this letter presents a comprehensive overview of this Adopted Budget; more detailed information is contained in the budget document.

Once again, our staff engaged the Board early and sought input for this Adopted Budget, providing additional flexibility and time for deliberation, thereby enabling strategies to address the priorities that best serve the Public.

The FY18 Adopted Budget we have developed together is sustainable through FY23 based on a realistic outlook of the economy and our careful stewardship. The collaborative partnership used to build this budget assures that it meets the needs identified by the Board as our community’s elected representatives. By focusing on Doing Things!, building constructive relationships with our partners, and supporting our employees, Pinellas County Government will continue to demonstrate that it is meeting the needs and concerns of our citizens today and tomorrow.

Sincerely,

Mark S. Woodard County Administrator

admdd02Mark Woodard full signature clear

TABLE OF CONTENTS FY18 BUDGET MESSAGE

PINELLAS COUNTY’S MISSION, VISION, VALUES ..................................... A-3

PINELLAS COUNTY’S STRATEGIC PLAN (DOING THINGS) ...................... A-4

OVERVIEW OF THE FY17 BUDGET .............................................................. A-5

PINELLAS COUNTY STRATEGIC PLAN ....................................................... A-5

FUND FORECASTS UPDATE ....................................................................... A-31

CHANGES TO KEY FORECAST ASSUMPTIONS .............................. A-31

GENERAL FUND ................................................................................ A-33

TOURIST DEVELOPMENT COUNCIL FUND ...................................... A-37

TRANSPORTATION TRUST FUND ..................................................... A-41

CAPITAL PROJECTS FUND ............................................................... A-45

EMERGENCY MEDICAL SERVICE FUND .......................................... A-49

AIRPORT FUND ................................................................................... A-53

WATER FUNDS ................................................................................... A-57

SEWER FUNDS ................................................................................... A-61

SOLID WASTE FUNDS ........................................................................ A-65

SURFACE WATER FUND ................................................................... A-69

Pinellas County, Florida A-1 FY18 Adopted Budget


Pinellas County

OUR MISSIONPinellas County Government is committed to progressive public policy, superior public service, courteous public contact, judicious exercise of authority and responsible management of public resources, to meet the needs and concerns of our citizens today and tomorrow.

OUR VISIONTo be the standard for public service in America

To achieve our vision we place the highest importance on:

n Quality Servicen Respectful Engagementn Responsible Resource Management

OUR VALUESn We will be respectful of the needs of individuals while recognizing our responsibility to the community as a whole.n We will be community-centric, embracing the individuality of partners working together as one, toward the community’s vitality.n We believe it is our responsibility to improve the overall quality of life through the management and preservation of the natural

and built environment.

n We will provide open and accountable governance.n We will foster a diverse work culture, a safe workplace, and opportunity for professional and personal growth.

These, our values, will guide the development and implementation of Pinellas County policy for a better community.

P IN EL L A S COUN T Y GOVERNMEN T

Doing Things For You!

strat_plan-mission_State2015-8x11Landscape.indd 2 4/20/2015 3:01:03 PM

Pinellas C

ounty, FloridaA

-3FY

18 Adopted B

udget

Our Vision: To Be the Standard for Public Service in America

Pinellas County’s Strategic Plan: Doing Things to Serve the Public


2.1 Provide planning, coordination, prevention, and protective services to ensure a safe and secure community

2.2 Be a facilitator, convener, and purchaser of services for those in need

2.3 Provide comprehensive services to connect our veterans and dependents to the benefits they have earned

2.4 Support programs that seek to prevent and remedy the causes of homelessness and move individuals and families from homelessness to permanent housing

2.5 Enhance pedestrian and bicycle safety

Practice Superior Environmental Stewardship

3.1 Implement green technologies and practices where practical

3.2 Preserve and manage environmental lands, beaches, parks, and historical assets

3.3 Protect and improve the quality of our water, air, and other natural resources

3.4 Reduce/reuse/recycle resources including energy, water, and solid waste


4.1 Proactively attract and retain businesses with targeted jobs to the county and the region

4.2 Invest in communities that need the most4.3 Catalyze redevelopment through planning and

regulatory programs4.4 Invest in infrastructure to meet current and future needs4.5 Provide safe and effective transportation systems to

support the efficient flow of motorists, commerce, and regional connectivity

4.6 Support a vibrant community with recreation, arts, and culture to attract residents and visitors

Deliver First Class Services to the Public and Our Customers5.1 Maximize partner relationships and public outreach5.2 Be responsible stewards of the public’s resources5.3 Ensure effective and efficient delivery of county services and support5.4 Strive to exceed customer expectations

Mission: Pinellas County Government is committed to progressive public policy, superior public service, courteous public contact, judicious exercise ofauthority, and responsible management of public resources to meet the needs and concerns of our citizens today and tomorrow.

Create a Quality Workforce in a Positive, Supportive Organization1.1 Recruit, select, and retain the most diverse and talented workforce1.2 Leverage, promote, and expand opportunities for workforce growth and development1.3 Make workforce safety and wellness a priority1.4 Maintain a fair and competitive compensation package

Pinellas C

ounty, FloridaA

-4FY

18 Adopted B

udget

OVERVIEW OF THE FY18 BUDGET Pinellas County Government is committed to progressive public policy, superior public service, courteous public contact, judicious exercise of authority, and responsible management of public resources to meet the needs and concerns of our citizens today and tomorrow.

As responsible stewards of the public’s resources, the Pinellas County Board of County Commissioners (BCC) works diligently to develop a fiscally responsible budget that meets the needs of the community and provides the programs and services that citizens value in a transparent and accessible process.

The FY18 Adopted Budget reflects the mission of the County and adheres to the principles of the Pinellas County Strategic Plan.

The FY18 Adopted Budget Message provides an overview of the budget, including:

• Strategic Plan • Citizen Engagement • Budget Development Process • Budget Development Strategy • Additional Priority Needs Addressed Within the Adopted Budget • Departments and Agencies Overview • Legislative Impacts • Fund Reserves • Unincorporated Area Municipal Services Taxing Unit (MSTU) Budget

STRATEGIC PLAN The budget supports the Strategic Plan, which was developed by the BCC and is based on the priorities of the community. Five strategic goals guide the development of the budget to assure that the programs and services outlined in the budget align with the goals and strategies set forth by the BCC on behalf of the public and our customers.

The Five Strategic Goals are: • Create a Quality Workforce in a Positive, Supportive Organization We believe that the workforce is the foundation of organizational performance excellence. Providing opportunities for personal and professional growth and career progression, ensuring a safe and comfortable work environment, and remaining competitive within the labor market, are strategies that will enable us to recruit, select, retain, and cultivate a workforce that reflects our community and achieves our strategic goals.

• Ensure Public Health, Safety and Welfare An essential function of government is to provide for and protect the public’s health and safety. We do this by ensuring rapid and effective emergency response; facilitating disaster preparedness and recovery; coordinating health, dental, and other social services for those in need; offering consumer protection services; and responding to animal safety and welfare concerns. Pinellas County is proud to provide an age-friendly community for the welfare of all.


• Practice Superior Environmental Stewardship

Our beaches, greenspaces, and waterways are just some of the ecological assets that attract residents, businesses, and visitors to Pinellas County. Cost-effective “green” technologies and practices serve to protect the unique qualities of our county, enable us to meet increasing regulatory requirements, and help to preserve the distinctive characteristics of our community for the benefit of future generations.

• Foster Continual Economic Growth and Vitality Investments in community revitalization and redevelopment, maintaining and renewing infrastructure, and providing effective transportation systems are vital to Pinellas County’s ability to attract businesses and high-wage jobs. Providing access to recreation, sports venues, and cultural events and exhibits serves to attract residents, businesses, and visitors to the region.

• Deliver First Class Service to the Public and Our Customers In order to achieve our Vision, providing first class service is a priority. We strive to provide a positive customer experience with regard to the timeliness, quality, and cost-effectiveness of the services we provide. We collaborate and leverage strategic partnerships and community engagement in order to capitalize on diverse ideas and resources, and to facilitate progress toward common goals and outcomes. We continually seek innovative ways to provide information, resources, and services to the public and our customers.


Doing Things!

Each of the Strategic Plan goals is supported by strategies that guide the development of the budget. They serve as a guidepost to the County staff and other stakeholders, who tie the things that they do every day to one or more strategies. These strategies support the most efficient and effective use of public resources, provide the highest quality customer service, and create a supportive, rewarding work environment.

It is in the “doing” that the Strategic Plan is put into action. The comprehensive Doing Things! are the building blocks of the Strategic Plan. Every employee is “doing things” in support of at least one goal, and often, many more. The Five Strategic Goals in Action

Create a Quality Workforce in a Positive, Supportive Organization Recruit, select, and retain the most diverse and talented workforce

We select an employee each month to award with a Doing Things! Recognition for a continued commitment to Deliver First Class Services to the Public and Our Customers. Additionally, five Doing Things! All-Stars are selected among our Doing Things! recognition recipients. These All-Star employees have exceeded customer expectations in providing exceptional public service and are honored at the County’s annual In-Service Day in February for their excellent work. Watch the “I Am Pinellas County” video series for an inside look at the services our employees proudly deliver to you every day.

Leverage, promote, and expand opportunities for workforce growth and development December of 2017 will see the inaugural graduates of the Leadership Enhancement And Development (LEAD) program offered by Human Resources. LEAD is designed to assist in the development of high-potential employees to provide Pinellas County with a leadership pipeline to meet future needs. Beginning in 2015, participants embarked on a two-year journey through competency development, coaching, and project expertise. This program was developed to meet the workforce planning needs of Appointing Authorities within the Unified Personnel System.


http://www.pinellascounty.org/DoingThings

Make workforce safety and wellness a priority Over the next four years, our employees will become Occupational Safety and Health Administration (OSHA) certified as part of a new training program to assure safe working conditions and reduce risk to our employees. Also supporting workplace safety, the County has launched an employee task force to develop additional training opportunities and to create an emergency preparedness plan. Maintain a fair and competitive compensation package Human Resources is currently guiding the Unified Personnel System through a comprehensive classification and compensation study to determine whether jobs are classified correctly and compensated equitably and competitively. The last comprehensive study of this kind was conducted in 2004. Fair and competitive compensation contributes to employees’ job satisfaction and wellbeing, and is essential to recruit, select, and retain a diverse and talented workforce. The FY18 Adopted Budget includes $2.0M to support the first phase of implementation of recommendations from the study.

Ensure Public Health, Safety and Welfare

Provide planning, coordination, prevention, and protective services to ensure a safe and secure community

Pinellas County officials unveiled new emergency preparedness tools and urged residents to check their evacuation zone during the June 1 Media Day: Kick Off to the 2017 Hurricane Season. Newly-released storm surge data produced by the National Hurricane Center and the Tampa Bay Regional Planning Council has resulted in changes to the assigned evacuation zones for more than 85,000 properties in Pinellas County. About 20,000 of these properties are now in an

evacuation zone for the first time. Download the free “Ready Pinellas” app on your mobile device by searching the Apple App Store or Google Play. Residents can also sign up for Alert Pinellas, an emergency notification service, at www.pinellascounty.org/alertpinellas. Be a facilitator, convener, and purchaser of services for those in need In April 2017, the American Association of Retired Persons (AARP) Florida presented the Age-Friendly designation to the BCC. BCC departments are drafting initiatives to support the goal of being an Age-Friendly Community – from partnering with Better Living for Seniors (BLS) for events such as Fall Prevention Day, to increasing outreach for the FirstCare Ambulance Membership Plan, to integrating walkable communities into the County’s Comprehensive Plan – many departments are actively Doing Things! to promote Pinellas as a healthy, age-friendly community.


http://egis.pinellascounty.org/apps/knowyourzone/http://pinellas.gov/readypinellas/default.htmhttp://pinellas.gov/alertpinellas/default.htmhttp://www.pinellascounty.org/alertpinellashttp://www.pinellascounty.org/publicsafety/firstcare/default.htm

Provide comprehensive services to connect our veterans and dependents to the benefits they have earned

In August, Pinellas County was designated as a “Purple Heart County” and is drafting initiatives and policies that create awareness for the service and sacrifice of members of the United States (U.S.) Armed Forces who are Purple Heart recipients. Additionally, Veterans Services is increasing their outreach efforts through Veterans Services Connections events for veterans and their families, and Animal Services has adopted 58 companion animals to U.S. military families and veterans through Vets Adopt Pets.

Support programs that seek to prevent and remedy the causes of homelessness and move individuals and families from homelessness to permanent housing Human Services, working collaboratively with the City of St. Petersburg and the Homeless Leadership Board, continues to increase funding available through grants to better serve residents in need, with over $15M to date. The Cooperative Agreement to Benefit Homeless Individuals (CABHI) is a perfect example of working collaboratively with partners to achieve more. This grant provides mental health and substance abuse treatment to individuals who experience chronic homelessness. Enhance pedestrian and bicycle safety To provide safer access for pedestrians, crews installed more than 600 feet of sidewalk and completed nearly 3,000 sidewalk repairs to remove potential trip-and-fall hazards. Pedestrians and cyclists will benefit from completion of the Pinellas Trail extension (Sunset Point Road to the Enterprise Road overpass at US 19 in Clearwater), completing a 70-mile loop around the county.


Implement green technologies and practices where practical The new Jail Infrastructure Building will employ cogeneration technology. The technology includes a two-megawatt natural gas-fueled generator that will produce power for the entire building, which includes a laundry, kitchen, data center, and security control center. In addition to producing the power for the building, the heat generated from the operation of the generator will be used to power an absorption chiller, which will provide chilled water to buildings on the campus. The generator waste heat will also help heat hot water used in the Infrastructure Building. Cogeneration allows us to save money on electricity, reduce emissions through the use of a natural gas fueled generator, and have a beneficial use for the waste heat.


http://www.pinellascounty.org/veterans/default.htmhttps://www.pinellascounty.org/trailgd/

Preserve and manage environmental lands, beaches, parks, and historical assets Several major beach nourishment and stabilization projects are either underway or forthcoming for segments of the Pinellas coastline, including Upham Beach, Sand Key, Indian Rocks, and Treasure Island. Pinellas County’s beach nourishment program, a partnership between the U.S. Army Corps of Engineers, the state, and local communities, provides vital resources to mitigate and protect our shores against the effects of erosion. Protect and improve the quality of our water, air, and other natural resources

Pinellas County is partnering with neighboring municipalities and private utility systems through the Wastewater/Stormwater Task Force. The task force is providing short- and long-term solutions to avoid and reduce spills, overflows, and releases of wastewater into the environment. The team is also looking into the potential for increasing the capacity and effectiveness of sewer system and wastewater treatment structures.

Reduce/reuse/recycle resources including energy, water, and solid waste Thanks to our 24 municipal partners, private recyclers, and residents who contributed to recycling efforts, Pinellas County has the highest recycling rate in the state at 89%. See how we do it by requesting educational resources, or take a tour of the facility. Pinellas County is now offering “No Such Place as Away” Recycle and Solid Waste Operations tours. This free, 90-minute tour for ages 7 and up covers Pinellas County’s integrated solid waste management system, including waste-to-energy, sanitary landfills, recycling programs, and the Household Electronics and Chemical Collection Center (HEC3). To register, go to http://www.pinellascounty.org/solidwaste/educational/tours.htm.


Proactively attract and retain businesses with targeted jobs to the County and the region Pinellas County Economic Development and partners work to drive economic growth in Pinellas by attracting corporate relocations, expansions, and new business to bring high-wage and targeted industry jobs to Pinellas County. In 2016, this department helped to facilitate 21 business relocations and expansions. Combined, these are projected to create more than 1,264 new jobs, retain 225 current jobs, and provide an estimated $120.7M in capital investments in our community. Currently, the unemployment rate in Pinellas is the lowest it has been in a decade, at 3.8% (June 2017), down from 11.5% in January 2010.


http://www.pinellascounty.org/environment/coastalMngmt/nourishment.htmhttp://www.pinellascounty.org/TaskForcehttp://www.pinellascounty.org/solidwaste/educational/default.htmhttp://www.pinellascounty.org/solidwaste/educational/tours.htm

Invest in communities that need the most

Pinellas County’s “Linking Lealman” Complete Streets project, in partnership with Forward Pinellas, will have a great impact on the quality of life for residents of the Lealman community. The Planning department was awarded a $50,000 grant from Forward Pinellas toward the project to enhance the 54th Avenue North corridor in the Lealman Community Redevelopment Area (CRA). These improvements will offer safer pedestrian and cyclist access, and will provide

more efficient connections between residences, schools, parks, public transportation, and businesses.

Catalyze redevelopment through planning and regulatory programs

Updating the County’s Land Development Code (LDC) is a large-scale, complex project that includes many facets of development across numerous disciplines. The LDC is the regulatory framework and guide to development and redevelopment. It has been more than two decades since the LDC underwent a comprehensive update, and County staff grapples with interpreting and applying regulations that do not always fit our changing ideals and evolving environment. The nearly complete LDC update will add clarity to regulation, flexibility for challenging infill properties, economic incentives and, most importantly, a regulatory and review structure that is more in tune with the County’s current redevelopment needs and environment.

Invest in infrastructure to meet current and future needs As a result of the Deepwater Horizon Oil Spill, the County received a $7.1M settlement from BP. The BCC received feedback from more than 800 citizens via a citizen engagement survey on how the funds should be invested in the community. Projects were then selected based on the survey and additional input from the public and our customers. Money has been allocated to affordable housing, stormwater projects, arts and culture, community-based projects, youth sports, and transportation, including electric bus charging stations. The charging stations will support Pinellas Suncoast Transit Authority’s (PSTA) purchase of electric buses, helping to reduce emissions being released into the environment. For additional information, please visit www.pinellascounty.org/BPupdates.

Provide safe and effective transportation systems to support the efficient flow of motorists, commerce, and regional connectivity

April 2017 concluded a sixth-month test period of the Cross-Bay Ferry, a 149-seat catamaran that ran from downtown St. Petersburg’s waterfront to Tampa’s Riverwalk. This successful pilot was the result of a partnership between Pinellas County, the City of St. Petersburg, Hillsborough County, and the City of Tampa, and was funded by Deepwater Horizon Oil Spill settlement funds. Additionally, progress is being made on the 118th Avenue North Gateway

Express project to build a new elevated controlled access roadway (to bypass traffic signals and congestion) that will connect US 19 and the Bayside Bridge to I-275.


http://pinellascounty.org/cra/lealman/default.htmhttp://www.pinellascounty.org/BPupdates

Support a vibrant community with recreation, arts, and culture to attract residents and visitors During 2017, St. Petersburg-Clearwater International Airport (PIE) announced non-stop service to eight new cities. In 2016, PIE announced that annual passengers increased to 1,837,035 -- a 12% increase over 2015, and the fourth consecutive year of double-digit increases. In August 2017, the BCC approved funding from tourist development taxes generated by visitors for capital projects such as renovations to the Toronto Blue Jays stadium and training facilities (agreement pending approval), expansion of the Clearwater Marine Aquarium, renovations to Ruth Eckerd Hall, improvements to the Countryside Sports Complex, enhancements to the Eddie C. Moore softball complex, and a new museum in St. Petersburg, The American Craftsman Museum. Investments to recreation, arts, and culture help Pinellas County attract residents, businesses, and visitors, drawing more than 15.5M visitors annually, for a total economic impact of over $10.3B to the local economy.

Deliver First Class Services to the Public and Our Customers

Maximize partner relationships and public outreach We recognize the importance of building lasting relationships with our partners. That includes our municipalities, local and state agencies, community groups, and most importantly, our customers. By working together, we can do greater and better things for all who call Pinellas County home. This is demonstrated, in part, by the many things listed under various goals that could not have been accomplished without partnerships between businesses, cities, and across County departments.

The Pinellas County Speakers Bureau provides knowledgeable speakers on a variety of timely topics. Most recently, the County provided a series of outreach sessions to educate and engage members of the community with regard to the Penny for Pinellas, the additional 1% sales tax that, since 1990, has funded infrastructure such as improved roads, bridges and trails, water quality and flood prevention, a safe and secure community, preservation of parks and our environment, and other projects that build up our local area. Pinellas County staff

held three open houses and provided speakers for numerous meetings and events to answer questions and provide information with regard to this vital revenue source that will be considered for renewal by voters in November 2017. Be responsible stewards of the public’s resources Pinellas County has the lowest per capita debt in the State of Florida. This is the result of a strong focus on maximizing your tax dollars and using a pay-as-you-go approach to funding programs and services. For example, efforts are currently underway to align asset management processes across the County with industry best practices. The Enterprise Asset Management (EAM) project refers to the management of an organization's physical assets throughout their life cycle to maximize value. The primary objective of this project


http://www.pinellascounty.org/SPEAK/http://www.pinellascounty.org/penny/pdf/Roads_Bridges_Trails.pdfhttp://www.pinellascounty.org/penny/pdf/Water_Qaulity.pdfhttp://www.pinellascounty.org/penny/pdf/Water_Qaulity.pdfhttp://www.pinellascounty.org/penny/pdf/Safety.pdfhttp://www.pinellascounty.org/penny/pdf/Environment.pdfhttp://www.pinellascounty.org/penny/pdf/Environment.pdf

is to replace existing, disparate asset and work management systems with a solution that will facilitate data sharing and standardize processes across County departments. By providing a means for tracking the effort and resources required to operate and maintain County assets, the project will provide the County with an opportunity to reduce operating costs, increase efficiencies, and manage its assets more effectively. As a result, the system will extend the life cycle of assets, increase cost avoidance opportunities, and provide data-driven insights to guide the prioritization and decision-making for the Capital Improvement Plan (CIP). Ensure effective and efficient delivery of County services and support

Thanks to notifications via the Doing Things for You! mobile app, County departments and other agency partners responded to more than 15,000 issues since inception, ranging from potholes and sidewalk repair, to downed traffic signs and mosquitoes. Efficiencies gained during the past year have greatly increased response time to issues, with most issues being acknowledged within one business day. To download this app, search “Pinellas County” in the Apple App Store or Google Play, or visit

http://www.pinellascounty.org/reportanissue/.

The Doing Things for You! mobile app is just one piece of an overarching effort to enrich “The Customer Experience.” Improvements to enhance services are planned or underway for every County department – from electronic payment portals, to website upgrades, to telephone call centers and more – Pinellas County departments are consistently looking for ways to improve processes in order to provide quality services in the most timely, efficient, and effective manner possible.

Strive to exceed customer expectations One of our key Doing Things! is knowing what the public and our customers think about the services we provide to fulfill Our Vision: To Be the Standard for Public Service in America. As we continue to strive to exceed customer expectations, we have launched a new initiative to gather continual feedback from those we serve. This effort provides a consistent way of collecting, measuring, and responding to “Voice of the Customer” feedback across the organization. Each survey obtains customer feedback in categories that align with our organization’s Values. Feedback is currently collected by electronic links and in-person. We hope to expand this opportunity to our telephone customers in the near future. By more actively listening to the residents, businesses, and visitors we serve, we can better meet customer needs in order to continually exceed expectations. For more examples of Doing Things!, view the Pinellas County Accomplishments Report at https://www.pinellascounty.org/PDF/County_Accomplishment_Report.pdf.


http://www.pinellascounty.org/reportanissue/https://www.pinellascounty.org/PDF/County_Accomplishment_Report.pdf

Looking Ahead – Future Doing Things!

To ensure that the Strategic Plan continues to align with community needs, the BCC revisits the plan at least annually and adjusts goals and/or strategies as needed.

Create a Quality Workforce in a Positive, Supportive Organization

• Strive for Workforce to Reflect the Community • Continue 911 Staffing Action Plan • Continue OSHA Training Courses • Implement Pay and Classification Study

Ensure Public Health, Safety and Welfare

• Water Rescue Improvements with Fire Department Partners • Text-to-911 • Revise MSTU Neighborhood Code • Increase Number of Days with Lifeguards at Beaches • Increase Law Enforcement Patrol at St. Pete-Clearwater Airport • Pilot Coordinated Case Management for Human Services Clients • Explore Provision of Transitional Housing with Supportive Services • Speed Feedback Signage


• Incorporate Green Technologies into Comprehensive Plan and Building Code • Aquatic Vegetation and Weed Control • Beach Nourishment • Sea Level Rise Vulnerability Assessment • Shell Key Pass Study • Sewer System and Stormwater Infrastructure • Solid Waste Facility Upgrades • Improve Reclaimed Water Availability


• Update Comprehensive Plan and Land Development Regulations to Support Redevelopment

• Workforce/Affordable Housing • Airco Redevelopment • Develop Agreements with Municipalities for Maintenance of Roadways and Other

Infrastructure • Partner with Transit Agencies to Develop Transportation Solutions • Veterans Reef Planning and Design

Deliver First Class Service to the Public and Our Customers • Enhance Educational Outreach and Public Engagement • Foster Doing Things for You! Mobile App Partnerships • National Flood Insurance Plan Reauthorization • Increase Grants Funding • Implement Asset Management Plan • Develop One-Stop Shopping for Parks Reservations and Fee Collections • Improvements to Telephone, Live Chat, and Online Services


CITIZEN ENGAGEMENT The County is continually looking for new ways to engage with the public and our customers. Online services allow customers to pay bills, reserve shelter spaces, make appointments, and get in touch with their Commissioners. Social media channels allow us to “talk” to our residents. The NextDoor application offers another portal for the County to reach out to residents and for residents to reach out to their local government. The public is welcome to call, but they can also use the convenience of the LiveChat feature on the County website to ask for the information they need. The Doing Things for You! mobile app is available for customers to report potholes, broken streetlights, and other issues.

Citizen Survey As residents of Pinellas County, our citizens are a valued partner. Because their trust and confidence is important to us, we conduct a Citizen Values Survey annually. Each year, we learn about what we are doing well and what we could do better to meet their needs. This helps us invest in quality of life improvements, such as those funded by the Penny for Pinellas. The most recent Citizen Values Survey results also showed that a vast majority of residents are pleased with Pinellas County:

• 96% would recommend the county as a place to live. • 92% would recommend the county as a place to work. • 92% would recommend the county as a place to raise children. • 95% would recommend the county as a place to retire.

To view the 2017 Citizens Survey infographic visit www.pinellascounty.org/surveys.


http://www.pinellascounty.org/surveys

The Community Conversation

To help guide future decisions, the BCC held its 8th Annual Community Conversation on June 15. The event provided an opportunity for Citizens to ask questions and provide recommendations directly to their Commissioners. The BCC also highlighted the County’s many accomplishments – Things Done – and discussed current and future Doing Things! More than 19,000 Citizens listened or joined in via phone, 550 viewed the meeting through Facebook Live streaming video, and 60 attended in person at the St. Petersburg College – Seminole Campus, while many others watched online or on PCC-TV.

To see a replay of the Community Conversation, visit

www.pinellascounty.org/CommunityConversation. Penny for Pinellas (Penny) On November 7, 2017, Pinellas County voters will decide on the renewal of the Penny for Pinellas 1% sales tax. A renewed Penny would generate approximately $2B for the County and the 24 municipalities over 10 years (2020-2030). $225M would be set aside for courts and jail, housing that is affordable, and infrastructure projects that support economic development. The remaining $1.8B would be split between the County and 24 municipalities. After thorough review of input from citizens, the BCC has set project priorities regarding how the renewed Penny would be invested. These areas of interest include: roads, bridges and trails; a safe, secure community; water quality, flood & sewer spill prevention; preserving our parks and our environment; and community vitality. The County offers many educational resources about the Penny both online and through community outreach. More information on how the Penny has built a better and safer Pinellas is available at www.pinellascounty.org/Penny.

Budget Information Sessions Citizens are encouraged to participate in the meetings that are held throughout the budget process. These budget information sessions focus on unique aspects of the budget and include presentations by the County Constitutional Officers, Independent Agencies, and department staff. The BCC votes on the adoption of the budget at two public hearings in September. These meetings are held in the downtown Clearwater Courthouse Fifth-floor Assembly Room. The Budget Timetable that includes the calendar of upcoming meetings is on the Citizens Guide to the Budget at http://pinellascounty.org/budget/18budget/FY18BudgetTimetable.pdf.

Citizens Guide to the Budget Our citizens are partners in every stage of the budget process and are encouraged to learn more about the County’s sources of revenues and expenditures. An excellent source of information is the online Citizens Guide to the Budget. The website provides updated information on upcoming budget meetings and supporting material for the meetings that have been held throughout the year, including presentations and video files.

A highlight of the Citizens Guide to the Budget is OpenGov, a web-based application that offers an interactive experience. Users can filter budget data and add variations of graphic representations of the revenues and expenditures for different departments and funding sources.


http://www.pinellascounty.org/etownhall/http://www.pinellascounty.org/CommunityConversationhttp://www.pinellascounty.org/Pennyhttp://pinellascounty.org/budget/18budget/FY18BudgetTimetable.pdfhttp://www.pinellascounty.org/budget/default.htmhttp://www.pinellascounty.org/budget/default.htmhttp://www.pinellascounty.org/budget/default.htmhttp://www.pinellascountyfl.opengov.com/

Pinellas County was one of the first counties in the state to publish budget data on the OpenGov platform.

In addition to this useful information, the website delves into explanations about different taxing authorities, factors that affect revenues, Truth in Millage notices, unincorporated taxing districts, and a look at how property taxes are used.

The Citizens Guide to the Budget can be found by visiting www.pinellascounty.org/budget. Look for the “Suggestion Box” to submit your ideas online. Suggestions can also be mailed to the Pinellas County Office of Management and Budget, 14 South Fort Harrison Ave., 5th floor, Clearwater FL 33756.

BUDGET DEVELOPMENT PROCESS Preparing the County’s annual operating and capital budget is a year-round process, as illustrated in the following diagram.

Refresh Strategic Plan (December/January)

During this time period, the BCC refreshes its Doing Things! Strategic Plan. This timing enables departments to build their budget request to align with the refreshed Strategic Plan. The annual Citizen Values Survey is administered during this timetable as one of the inputs to the strategic planning discussion. Another aspect of the strategic planning process is department presentations each January/February to the BCC. Each department under the County Administrator reports their ongoing and newly developed tactics or Doing Things! - projects and programs - that link back to the Strategic Plan.


http://www.pinellascountyfl.opengov.com/http://www.pinellascounty.org/budget/default.htmhttp://www.pinellascounty.org/budget

This process ensures that these departments link the various projects and programs funded in the Annual Budget to the five goals of the Strategic Plan, also ensuring that sound strategy is linked to the big picture driving budget decisions. Financial Forecast (January/February)

After the fiscal year starts, the initial step in the annual budget process is to update the Forecast in order to develop the budget guidelines. The Forecast is built upon an individual assessment of 10 of the County’s major funds: the General Fund; the Tourist Development Tax Fund; the Transportation Trust Fund; the Capital Projects Fund; the Emergency Medical Services Fund; the Airport Fund; and the Water, Sewer, Solid Waste, and Surface Water Funds. The process for developing the Forecast includes updating the projections for the prior fiscal year with actual revenue and expenditure information following the year-end closeout. At the same time, current fiscal year revenues and expenditures are projected on a preliminary basis by analyzing the actual year-to-date numbers and projecting the remaining months left in the fiscal year. These projections are further refined later in the process as departments provide their projections for revenues and expenditures. The Forecast for the upcoming budget year is based on available information and forms the underlying basis for developing the strategy to balance the budget. In addition to focusing on the upcoming fiscal year, the Forecast’s multi-year horizon helps determine the long-term financial position of the County’s funds. The “out-years” through the end of the six-year horizon are forecasted using various projection methods such as trend analysis, linear regression, and moving averages. Developing a multi-year forecast provides decision-makers with at least three key benefits: (1) assessing the long-term financial sustainability of the County’s funds; (2) understanding the impact of today’s decisions on the future; and (3) providing a holistic financial picture. Targets/Budget Guidelines (February)

The targets or budget guidelines are developed by County Administration based on the Financial Forecast. These are communicated to the County's departments and agencies for use during their budget development. At this time, all instructions and resources for preparing budget requests are also distributed. Budget Submissions (March/April)

County departments and agencies submit their completed budget submissions at this time, except for the Constitutional Officers who have a due date of May 1 in accordance with state statute. The budget submissions are analyzed by Office of Management and Budget staff in preparation for budget information sessions with the BCC. However, the FY18 budget development process was severely impacted by challenges associated with technical support for the Hyperion software used for formulating and compiling the budget. Budget development fell two months behind schedule and introduced significant additional workload for staff and delays in analysis and presentation of material to the BCC. Budget Information Sessions (April/May/June)

During this time, various budget information sessions are held with the BCC to obtain feedback necessary to develop the Proposed Budget such as millage rate policy, proposed program enhancements or reductions, and revenue adjustments. In addition, Independent Agencies and Constitutional Officers present their budget requests to the BCC during these work sessions.


Proposed Budget (July)

The Proposed Budget is prepared by the County Administrator based on direction acquired from the various budget information sessions with the BCC, and priorities in the County's Strategic Plan. The Proposed Budget document presents a balanced budget for the coming year. Public Hearings to Adopt Budget (September)

Once the Proposed Budget is distributed, additional budget information sessions may be held to provide further guidance to the County Administrator. All changes to the Proposed Budget are finalized and announced at each of the public hearings. The public hearings represent another opportunity for citizens to provide input to the BCC regarding the budget process. In accordance with state statues, the BCC approves the tentative millages and budgets at the first public hearing. The BCC adopts the final millages and budgets at the second public hearing.

New Fiscal Year (October)

In October, the new fiscal year begins based on the Adopted Budget.

For specific dates applicable to the budget process, see the Budget Calendar in the Appendix of this document and on the Citizen Budget website at www.pinellascounty.org/budget. BUDGET DEVELOPMENT STRATEGY Following the presentation of the Financial Forecast in February 2017, budget targets for County Administrator departments, Constitutional Officers, and Independent Agencies were prepared using the inflation factors defined in that document. Departments reporting to the BCC prepared their detailed budget requests. The Constitutional Officers and Independent Agencies also prepared their budget requests and presented them to the BCC in a series of budget information sessions in May and June. Overall, the department and agency budget requests met these targets. However, a number of needs which exceeded the Forecast expectations were identified. The BCC was engaged in the budget development process, although later than planned due to the software issues noted above, allowing for transparency and information flow about all available resources. This yielded valuable input from the BCC and provided the BCC the opportunity to identify budgetary priorities. The additional needs identified by departments, agencies, and the BCC were considered in the context of the County’s Strategic Plan. Since available resources in the FY18 Budget were insufficient to support all needs aligned with the Strategic Plan, additional factors like sustainability of service level enhancements, public safety and human services, preservation of assets, quality of life, and potential FY20 impacts from voter approval of an additional homestead exemption were considered. Below is a summary of the needs that have been incorporated into the FY18 Budget, organized by strategic goal area. Additional information regarding each need is included in applicable department and agency analyses in Sections C-H.


http://www.pinellascounty.org/budget

ADDITIONAL PRIORITY NEEDS ADDRESSED WITHIN THE ADOPTED BUDGET The BCC and staff carefully evaluated opportunities to invest additional funds above and beyond the base budget required to continue with current programs and service levels. This base budget essentially reflects the “costs of opening the doors” and does not include service level enhancements. In evaluating how to apply additional, but limited funding to a significantly larger number of opportunities, the BCC and staff considered the following factors:

• Alignment with Doing Things! Strategic Plan • Provides benefit to the customer / has a significant customer service focus • Needed to meet a regulatory requirement • Required to meet a prior BCC or County Administration decision • Can’t be accomplished in-house with existing staff, or with a partner • Needed versus nice-to-have, or is critical to the success of the organization’s mission

Additionally, the BCC and staff prioritized the requests by seeking to: • Make careful, strategic investments to address the detrimental impacts of the Great

Recession and service level restoration where needed and affordable; • Focus on sustaining public safety and human services programs where needed; • Maintain and preserve existing assets – natural, built, and historic – to avoid higher future

costs; • Invest in customer-centric investments that increase efficiencies and long-term cost savings; • Incrementally increase programs that enhance quality of life (MSTU, unincorporated

recreation); • Act on opportunities to mitigate redundancies, consolidate where practical, and create

economies of scale; • Focus funding on County Charter responsibilities, not those that are the responsibility of other

governmental entities; and • Consider potential FY20 impacts of an additional homestead exemption to be considered by

voters in November 2018.

The BCC was presented with requests for service level enhancements exceeding $48M. Using the priority guidance above and recognizing the limited funding available, the BCC directed staff to include approximately $14.1M in the FY18 Adopted Budget. Partial financial support and/or alternative approaches are enabling many of the supported requests. These requests are described below.

Create a Quality Workforce in a Positive, Supportive Organization Pay and Classification Study Implementation ($2.0M)

Human Resources has contracted with external consultants to examine the County’s existing pay and classification program and processes. The objective is to chart a path for correcting pay equity issues, addressing pay grades and ranges that are inappropriate to the work being performed and/or are not competitive in attracting and retaining staff, considering alternate methods of classifying positions, and exploring options for merit pay. Funds are appropriated to initiate implementation of study recommendations.



Wastewater/ Stormwater Task Force Improvements ($718K)

Four (4) engineering professionals, consultant services, and modeling software to implement studies and address projects intended to relieve wastewater collections systems from stormwater inflow as recommended by the Wastewater/Stormwater Task Force. Identify areas where stormwater enters the wastewater collection system and develop possible solutions. Compile comprehensive utility computer models to help identify and abate sewer overflows and system constraints. Perform condition assessments of sewer force mains and CIP projects to address assets to reduce failures and sewer overflows.

Closing the Gaps: Supporting Proven Human Services Programs to Improve Community Outcomes ($639K)

Expand the current Mednet program and continue the Mobile Mental Health Stabilization and Triage, Substance Abuse Treatment, and Vision Services partnership programs for homeless and low income clients. Each of these programs represent successful, cost-effective demonstration projects that reduce system gaps, eliminate services barriers, and expand access to crisis stabilizing care, which avoids higher-cost services. This request will provide access to immediate triage and mental health counseling to prevent crisis, additional access to prescription assistance, access to vision screening and glasses, and Medication Assistance Treatment expansion.

Coordinated Case Management ($500K)

Develop a pilot on master-level case management to coordinate various agencies' case management efforts. This request will impact our customers by ensuring that when someone with mental health issues is released from protective custody or their contact with law enforcement, they will receive effective discharge planning and necessary follow-up services to achieve symptom reduction and increase individual stability. The need for this request is based upon countywide data which tracks Baker Acts, County jail populations with mental health issues, and law enforcement calls related to mental health issues.

Homeless System Continuum of Care Resources - Year 2 Follow-up ($1.0M)

Sustain funding for rapid rehousing, supportive housing, case management services, and Homeless Management Information System data reporting. In FY17, this decision package was funded at $1,558,810 through a recurring General Fund allocation of $558,810 and a non-recurring $1,000,000 from the Pinellas County Health Program Trust Fund. To sustain the program in FY18, funds are needed to fill the gap in non-recurring funding from the Health Program Trust Fund. This request will address critical homeless system of care resource concerns in support of housing first. This decision package provides for supportive housing and permanent housing capacity for rapid rehousing placement of individuals within the community.

Homeless Leadership Board - Youth Advocates ($58K)

One (1) Youth Advocate / Housing Specialist position and operating costs for the Homeless Leadership Board (HLB). This position will work directly with youth and providers to develop and implement a coordinated entry process for unaccompanied youth.

211 Tampa Bay Cares ($120K)

Partial support of $171K request from 2-1-1 Tampa Bay Cares, Inc. to provide additional late night shift coverage and increased salary support for 2-1-1 crisis staff. This request is necessary to increase operator support for crisis and business calls as well as to prevent future turnover within the crisis support team.


Pinellas Regional 911 Staffing Action Plan ($1.1M)

This is the second year of a multi-year plan initiated in FY17. Increased call volume in recent years has significantly increased overtime costs and staff turnover. The added staff will better enable the County to continue meeting statutory requirements and maintain a high standard of service to the community. This package aligns with the goal of retaining a highly skilled 911 Call Center staff.

Sheriff's Vehicles ($1.7M)

Annual replacement of vehicles; $1.7M will enable 4-year leases.

Sheriff's Helicopter Engine Overhaul/ Equipment ($745K)

Helicopter engine overhaul; this maintenance is required every 3,600 hours (approximately 5-7 years).

Increase in Law Enforcement Patrol at the St. Pete-Clearwater International Airport ($520K)

Additional appropriation in association with the contract for services at the St. Pete-Clearwater International Airport due to increased passenger traffic.

Public Defender – Crossover Case Managers ($125K)

Two (2) full-time Crossover Case Manager positions to reduce caseworker turnover and workload. FY18 will serve as a pilot year with the Public Defender returning during FY19 budget development to present accomplishments and data for determining whether this will become a recurring appropriation.

Community Health Centers of Pinellas ($476K)

This appropriation from the County will enable the Community Health Centers of Pinellas (CHCP) to leverage Low Income Pool funds from the State to provide a total impact of $1.2M in services. These services include an Opioid Task Force ($260K), dental care access in underserved communities in Clearwater and St. Petersburg ($370K), and expanded hours and services for the CHCP’s new clinic in Lealman ($611K).

Neighborly Care Senior Services ($200K)

Non-recurring increase in appropriation for Meals on Wheels program to reduce the existing nutritional services wait list by 170 clients. This funding will supplement the current level of recurring funding ($96K) included in the budget for a total of $296,000 in the FY18 Budget.

School Nurses ($1.5M)

A recurring appropriation to support a full-time nurse within all 124 Pinellas County Schools (PCS). The total cost of this program in FY18 is $5.3M. PCS will provide $3.2M and $640k will be provided by DOH. The County’s portion will be supported by an increase of 0.0213 to the Health Department millage for a total Health Department millage of 0.0835.


Practice Superior Environmental Stewardship Improve Reclaimed Water Availability ($250K)

In FY17 Pinellas County Utilities (PCU)initiated a review of the existing reclaimed water system and the master plan, which was last updated in 2000. This review included an evaluation of the former Duke Energy pipeline for possible use as a transmission line to transfer reclaimed water from the South Cross Bayou Water Reclamation facility to the William E. Dunn Water Reclamation facility. The evaluation determined that the pipeline would be viable for reclaimed water transmission at an estimated cost of $7M to connect pipeline segments to plants and pump stations. An additional cost would need to be incurred to add additional storage to increase the amount of water that could be transferred. Utilities is currently in discussions with Southwest Florida Water Management District and Duke Energy regarding partnering and co-funding. PCU is currently in the process of scoping a project to update the reclaimed water model for the North County system and has funding in the FY17 budget to support this effort. Utilities will invest the additional $250K in the FY18 budget for consulting services to complete the reclaimed water model and update the Reclaimed Water Master Plan for North County.

Parks & Conservation Resources (PCR) Aquatic Vegetation and Weed Control ($200K)

Increase funding for PCR Aquatic Vegetation and Weed Control Program. The first year of funding will be used to establish an aquatic vegetation and weed control cyclic program. It would require a contractor to inspect, evaluate, and inventory each location. The contractor would then work with PCR representatives to establish a level of service (LOS) and maintenance program. Once the water bodies have been inspected, evaluated, and LOS established, the remainder of funds would go to contractually spraying and removing invasive and exotic vegetation from lakes, ponds, and drainage conveyances within the Parks and Preserves, bringing them to a prescribed maintenance level. Funding will enable PCR to maintain permitted facilities to meet the Southwest Florida Water Management District permitting requirements and the non-permitted for exotic and invasive weed control. This would include spraying and mechanical removal of all exotic and invasive vegetation. Recurring funding will be reduced due to the locations being inspected, evaluated, and prioritized the prior year, leaving a routine cyclic program to be funded for subsequent years, which may possibly be matched or offset by grant dollars.

Heritage Village Museum Educator ($72K)

One (1) position to coordinate with school groups, lead tours, create self-guided tours, and design interpretive signs at the various displays throughout Heritage Village. The overall outcome would be an enhanced experience for visitors to Heritage Village.


Foster Continual Economic Growth and Vitality Sewer System Studies ($600K across FY17 and FY18)

Pinellas County Utilities (PCU) currently has a preventative maintenance program that includes closed circuit TV inspection of 500,000 linear feet of the gravity sewer system on an annual basis ($457,000 annual budget), which represents about one-tenth of the total system. FY17 represents the tenth year of the program and, therefore, inspection of nearly 100% of the system. Starting in FY18, re-inspection of the system will commence including line segments that are currently designated for lining that have not yet been lined. Following failure of a forcemain in Palm Harbor in 2016, an inspection program of forcemains and air release valves was initiated utilizing advanced technologies that include ultrasound and acoustical testing methods. PCU is utilizing consultants to assist with these investigations and estimates spending approximately $250,000 in FY17. The FY18 Budget also includes $350,000 for these consulting services.

Affordable Housing ($500K)

The BCC established the Community Housing Trust Fund Program on March 24, 2006 by Ordinance 06-28 (Amended July 21, 2009). The BCC has allocated a total of $19.8M to the housing trust fund since program inception. Incremental investment and building upon the $200K invested in FY16 and $400K in FY17 will enhance funding to construct and rehabilitate housing on land acquired with Penny funds through the Affordable Housing Land Assembly program. Penny funds cannot be used for construction activities.

Veterans Reef - Planning and Design ($50K)

Early work on creating the first underwater veteran’s memorial in the continental United States as a tribute to those who have served. This is an opportunity to create an international diving destination that will contribute to the County’s economic development. Funding is for planning, design, procurement of statue prototypes, and baseplate preparation for Veterans Reef.

Speed Feedback Sign Installation ($50K)

Speed feedback signs to reduce speeding along collector roads throughout neighborhoods. Speed feedback signs are non-intrusive compared with speed humps; are solar powered with no recurring electric costs; and remain dark until activated by a motorist travelling at an excessive speed. The one-time cost per sign is $5,000, which includes installation. Approximately $500 per sign is anticipated for annual maintenance.


Deliver First Class Services to the Public and Our Customers Clerk of the Circuit Court Staffing ($350K)

Three (3) new positions within the Finance Division to address workload challenges and support succession planning.

Clerk of the Circuit Court - Investment Advisory Services ($75K)

Enables a contract for investment advisory services to assist with management of the County’s investment portfolio of nearly $1B (average balances).

Clerk of the Circuit Court – Board Reporter ($68K)

One (1) new position to meet the growing needs of the BCC and other County departments for professional board reporting services.

Medical Examiner – Liquid Chromatography/ Mass Spectrometry System (LC/MC) ($400K)

Non-recurring funding for replacement and upgrade of end-of-life equipment. The LC/MC system is expected to be useful in screening for a variety of drugs and by increasing laboratory effectiveness, reducing specimen preparation, and reducing report turnaround times.

Justice Consolidated Case Management Systems (CCMS) – ($180K)

Appropriation to support eight enhancements for the Odyssey CCMS. All enhancement requests are vetted through the Justice Management Team, which is comprised of representatives from the State Attorney’s Office, Clerk of the Circuit Court, Public Defender, Sixth Judicial Circuit (Courts), the Pinellas County Sherriff’s Office, Board of County Commissioners, and Business Technology Services.


DEPARTMENTS AND AGENCIES OVERVIEW The County’s Annual Operating and Capital Budget includes agencies and departments that report to the BCC and the County Administrator, as well as the budgets of Constitutional Officers and Independent Agencies. The FY18 Budget totals $2.3B, an increase of $66.0M or 3.0% over the FY17 Revised Budget. While there is only one change to millage rates, property tax revenue is projected to yield an additional $36.9M as a result of increased property values. The Health Department millage levy will be increasing by 0.0213 mills to support a $1.5M increase in funding to enable a full-time nurse in every Pinellas County public school. The Board of County Commissioners (BCC) is the legislative body of government responsible for the formulation of policy. The BCC appoints the County Administrator, who is responsible for implementing the BCC’s policies. The County Attorney, who serves as the chief legal counsel to Pinellas County Government and a majority of the Constitutional Officers, is appointed by the County Attorney Oversight Committee, which is comprised of the BCC and the five Constitutional Officers. BCC departments include functions ranging from Airport to Solid Waste, Animal Services to Emergency Medical Services, and Parks to Public Works. The FY18 Budget for the BCC departments is $1.5B, an increase of $50.1M or 3.5% over the FY17 Revised Budget. These functions represent 65.1% of the total County budget. A majority of the increase is reflected in special revenue funds, particularly the Convention & Visitors Bureau. Within the General Fund, BCC departments increased only $7.3M or 4.1% over the FY17 Revised Budget. Constitutional Officers include the Clerk of the Circuit Court and Comptroller, Property Appraiser, Sheriff, Supervisor of Elections, and Tax Collector. The FY18 Budget for the Constitutional Officers is $368.3M, a decrease of $6.4M or 1.7% below the FY17 Revised Budget. These functions represent 16.3% of the total County budget. The majority of this category is attributed to the Sheriff ($289.1M operating). Public Safety projects at the jail reflect a $15.9M or 36.2% decrease based on the project schedule associated with these detention improvement projects. Independent and Support Funded Agencies in the County include the East Lake Library Services District, the East Lake Recreation Services District, the Feather Sound Community Services District, the newly created Lealman Community Redevelopment Area, the Health Department, Human Resources, Medical Examiner, Office of Human Rights, Palm Harbor Community Services District, and Business Technology Services. The County also provides Court Support to the Judiciary, Public Defender, and State Attorney as specified in Article V of the Florida Constitution, as well as funding certain local options. The FY18 Budget for Court Support and Independent and Support Funded agencies is $418.3M, an increase of $22.2M or 5.6% over the FY17 Revised Budget. These functions represent 18.6% of the total County budget. For additional insight into the FY18 Budget, including department and agency descriptions, budget analysis, and programmatic budgets and personnel counts, please see Sections C-H.


LEGISLATIVE IMPACTS The budget of Pinellas County is not solely dependent on our local revenues. The state and federal government can both impact the County budget through legislation, tax policy, and the appropriations process. The BCC is engaged on an ongoing basis in the development and oversight of its federal and state legislative programs. During the 2017 state legislative session, the County successfully secured appropriation for the Treasure Island Shore Protection Project (approximately $2.5M). This appropriation is in line with the BCC’s legislative priority to support beach nourishment funding. Overall beach nourishment funding increased to $50.0M this legislative session. Additionally, Pinellas County received a $5.5M SunTrail grant for the construction of the Pinellas section of the Coast to Coast Trail (Tri-County Trail). Pinellas County was the first recipient of the SunTrail funding which completes a missing gap within the 275-mile Coast to Coast Trail corridor. The project, led by Florida Department of Transportation, was completed in July 2017. A major discussion point during this year’s legislative session was state funding for economic development and tourism marketing programs, which were funding priorities for the Governor. The Governor’s proposed budget included $85M for economic incentives, such as the Quick Action Closing Fund, the Qualified Targeted Industry Tax Refund, Defense Contractor Tax Refund, and Brownfield Redevelopment Tax Refund. Additionally the Governor asked for $76.0M in funding for VISIT FLORIDA and $23.5M for Enterprise Florida. Ultimately, during a special session, the Legislature agreed to provide $76M for VISIT FLORIDA and $85M for the newly created Florida Job Growth Grant Fund. The new Florida Job Growth Grant Fund was created to promote economic opportunity by improving public infrastructure and enhancing workforce training programs. It will be a statewide competitive grant program operated by the Department of Economic Opportunity and Department of Transportation. A $180M tax cut package was included in the final budget, with two 3-day sales tax holidays. Those sales tax holidays included a “back-to-school” holiday for clothing, footwear, school supplies, and computers; and a “disaster preparedness” holiday for certain items related to disaster preparedness. Other initiatives included $32.7M in tax cuts for low-income families and seniors by expanding the property tax exemption for Assisted Living Facilities and providing a 50.0% discount on property taxes for certain multifamily, low-income housing projects. The State Housing Initiatives Partnership (SHIP) received $100M this legislative session, which is a 26% decrease from the previous fiscal year. SHIP funding provides opportunities for the County to partner with community groups and implement Strategic Plan goals to Invest in communities that need the most (Strategic Plan Goal 4.2) and Support programs that seek to prevent and remedy the causes of homelessness and move individuals and families from homelessness to permanent housing (Strategic Plan Goal 2.4). Although approximately $295M in total revenues was available in the Sadowski Trust Funds to support statewide affordable housing initiatives, the state Legislature only provided $137.0M in the final budget for these programs. Pinellas County’s estimated share of SHIP funds for FY17 – FY18 is $2.0M, which is a decrease of approximately $1.1M from FY16 – FY17. Looking ahead, the Legislature also approved a proposed constitutional amendment to expand the Homestead Property Tax Exemption by $25,000 for homes between $100,000 and $125,000 of assessed value. This amendment will appear on the November 2018 general election ballot, and if approved by 60% of voters statewide, would have a total estimated impact exceeding $37M across the County, including the General Fund and other taxing districts (Emergency Medical Services, MSTU, Library Services, Health Department, Pinellas Planning Council, and the 24 municipalities). If approved, the additional exemption would take effect in January 2019, and would impact the FY20 Budget for the County.


https://static-s3.lobbytools.com/press/96282_gov_scott_s_fy_2017_18_budget_fighting_for_florida_jobs.pdfhttps://static-s3.lobbytools.com/press/96282_gov_scott_s_fy_2017_18_budget_fighting_for_florida_jobs.pdfhttp://www.flhousing.org/wp-content/uploads/2012/04/Final-Housing-Appropriation-2017.pdfhttp://www.flhousing.org/wp-content/uploads/2016/03/FINAL-BUDGET-SHIP-ESTIMATE-2017-2018.pdfhttp://www.sadowskicoalition.org/wp-content/uploads/2016/05/Final-SHIP-Funding-for-FY-16-17.pdf

On a federal level, the County has been successful in securing multiple grants to assist in funding everything from infrastructure, to environmental projects and social services. The County will continue to pursue and advocate for grant funding opportunities. In addition to grant funding, the County continues to work closely with our partners at the Army Corps of Engineers (ACOE) to implement several beach nourishment and shore protection activities. This year, the ACOE announced an allocation of $28.8M towards Sand Key, Treasure Island, and Upham Beach projects. The County received $400,000 in federal funds in order to proceed with a study to extend the authorization for the Treasure Island project. This project has been a partnership between the County, state, and federal government for nearly 50 years. The Trump Administration has proposed a number of cuts to essential County programs in their Fiscal Year 2018 budget that will be closely monitored. While congressional members have indicated that these programs will survive, the County expects to see a significant reduction in funding levels compared to previous fiscal years. These programs include, but are not limited to the following:

• Elimination of the Community Development Block Grant program • Elimination of the Economic Development Administration, with a small amount of funding

available to ensure “an orderly closure” • Elimination of the Transportation Investment Generating Economic Recovery (TIGER) grant

program • Elimination of the HOME Investment Partnerships Program (HOME) program • Elimination of the Choice Neighborhoods program • Elimination of National Oceanic and Atmospheric Administration’s (NOAA) Sea Grant

program • Elimination of the Flood Hazard Mapping and Risk Analysis Program – likely to be replaced

by additional surcharges on flood insurance policies

The County will continue to keep a close eye on newly filed legislation and the ongoing appropriation process in both Tallahassee and Washington, D.C. In addition, the reauthorization of the National Flood Insurance Program will be tracked for its impact on both the operations and budget of the County. Additional funding to combat the Zika virus may become available at the federal level over the next year and County staff will continue to pursue all available resources at the state level as well. The County will also continue to monitor state mandated Florida Retirement System contribution rates and advocate for fair rates across all of the classifications that keeps the system as solvent as it is today. In addition to the legislative process, we will monitor any proposed state constitutional amendments that may impact property tax revenue, especially as the Constitutional Review Commission begins its work of recommending several proposals for consideration by voters in November 2018.


FUND RESERVES Reserves are not expenditures, but they are included in the budgeted total requirements for the fund. In order to be expended, the BCC must take formal action reappropriating these funds. Maintaining adequate reserves is key to the County’s ability to deal with potential emergencies and unforeseen events such as commodity price hikes, unanticipated dips in revenues, or a natural disaster. Having an adequate reserve also demonstrates stability to the financial markets. As Pinellas has the lowest general revenue debt of any major Florida county, this stability enhances our ability to raise capital through bonding at a lower cost if required in the future. The FY18 General Fund budget includes projected year-end reserves of $86.8M, or 15.1% of total revenues, which is consistent with the Board policy target of 15.0%. The components of the General Fund reserves are Contingency, Encumbered Contracts, and Cash Flow / Disaster Response.

Contingency Reserve The Contingency Reserve, which is budgeted at $54.8 in FY18, is an amount equal to 9.5% of resources to be used for unanticipated revenue shortfalls or expenditures. For example, fuel costs and electricity rate increases have been highly volatile and often exceed normal inflation. Another example is the need for accrued leave payouts due to unanticipated retirements. Encumbered Contracts Reserve During the year, at any given time there are purchase orders and service contracts that have been approved and are subject to payment as work is completed or goods delivered. The $8.7M in the Encumbered Contracts Reserve for FY18 represents the average amount that was encumbered at month’s end for the 12-month period ending May 2017. Cash Flow / Disaster Response Reserve During the first two months of the fiscal year, expenditures exceed revenues because most of the property tax revenue is not received until December. Property tax revenue represents about 70.5% of the total General Fund revenue. As a high hazard coastal county, Pinellas needs to have Disaster Response Reserve funds on hand in case of an emergency such as a hurricane or other man-made or natural disasters. The Cash Flow / Disaster Response reserve is intended for these unexpected situations because reimbursement from the Federal Emergency Management Agency (FEMA) and the state usually cover only a portion of the costs, is not available at the beginning of a disaster, and often is not received for many months or years. For FY18, the budget for this reserve account is $23.3M.


UNINCORPORATED AREA MUNICIPAL SERVICES TAXING UNIT (MSTU) BUDGET MSTU Expenditures include both direct and indirect costs and consist of the following activities:

o Sheriff’s Office Law Enforcement: The Sheriff provides law enforcement services (road patrol) to the unincorporated area. The budget is determined by the Sheriff’s Office based on an analysis of the resources (patrol officers, vehicles, etc.). The methodology for this allocation was reviewed and revised by an independent consultant in 2003. Historically, approximately one-third of the Sheriff’s law enforcement activity is dedicated to the MSTU.

o Departments or Programs entirely dedicated to the MSTU: Several agencies are engaged

in providing services exclusively to the unincorporated area. In the FY18 Budget, these activities are building inspection, development review services, code enforcement, surface water, and lot clearing.

o Departments or Programs partially dedicated to the MSTU: Departments whose services,

and therefore costs, are allocated between countywide and MSTU activities include zoning services and Economic Incentive Grants for job creation.

o Activities associated with revenue collection: The budgets for the elected Property Appraiser

and Tax Collector are determined by statutory formulas that spread their costs in proportion to the property tax and other revenue they are responsible for supporting. Their budgets are approved by the State Department of Revenue. At the en

board of county commissioners pinellas county€¦ · 01/10/2017 · this includes $4.4m in funds...

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