FY19 Annual Budget: Section D County Administrator ...

TABLE OF CONTENTS BOARD OF COUNTY COMMISSIONERS

SECTION C: BOARD OF COUNTY COMMISSIONERS DEPARTMENTS

DEPARTMENT SUMMARY

BOARD OF COUNTY COMMISSIONERS .....................................................................................C-1 COUNTY ATTORNEY .....................................................................................................................C-3

SECTION D: COUNTY ADMINISTRATION DEPARTMENTS

DEPARTMENT SUMMARY COUNTY ADMINISTRATOR ..........................................................................................................D-1 AIRPORT .........................................................................................................................................D-7 ANIMAL SERVICES ........................................................................................................................D-13 BUILDING SERVICES ....................................................................................................................D-19 CONTRACTOR LICENSING DEPARTMENT ................................................................................D-25 CONVENTION AND VISITORS BUREAU ......................................................................................D-29 DEVELOPMENT REVIEW SERVICES ...........................................................................................D-35 ECONOMIC DEVELOPMENT .........................................................................................................D-39 EMERGENCY MANAGEMENT ......................................................................................................D-45 HUMAN SERVICES ........................................................................................................................D-49 MARKETING AND COMMUNICATIONS .......................................................................................D-59 OFFICE OF ASSET MANAGEMENT .............................................................................................D-63 OFFICE OF BUDGET AND MANAGEMENT .................................................................................D-67 OFFICE OF TECHNOLOGY AND INNOVATION ...........................................................................D-71 PARKS AND CONSERVATION RESOURCES .............................................................................D-75 PLANNING ......................................................................................................................................D-83 PUBLIC WORKS .............................................................................................................................D-89 PURCHASING .................................................................................................................................D-99 REAL ESTATE MANAGEMENT .....................................................................................................D-103 RISK MANAGEMENT ADMINISTRATION .....................................................................................D-111 SAFETY AND EMERGENCY SERVICES ......................................................................................D-115 SOLID WASTE ................................................................................................................................D-123 UTILITIES ........................................................................................................................................D-129 UTILITIES AND SOLID WASTE CAPITAL ....................................................................................D-137

Pinellas County, Florida FY19 Adopted Budget SECTIONS C / D: Table of Contents

BOARD OF COUNTY COMMISSIONER DISTRICTS....................................................... MAP

Pinellas County

Pinellas County, Florida FY19 Adopted Budget

County AdministratorOrganization Department Summary

The County Administrator section presents the majority of the Board's operating departments.These departments provide a variety of services to both the public and to other Countydepartments.

Department NameFY17

ActualFY18

BudgetFY19

RequestCounty Administrator 1,758,242 1,816,890 2,373,010

Airport 24,077,409 68,613,180 70,529,920

Animal Services 4,934,662 5,755,850 6,187,130

Building Services 6,005,355 11,689,310 8,636,820

Contractor Licensing Department 1,343,799 1,726,050 1,464,820

Convention & Visitors Bureau 33,516,932 106,390,440 118,362,940

Development Review Services 4,174,141 4,910,230 4,769,160

Economic Development 2,683,365 3,107,580 3,078,910

Emergency Management 1,239,415 1,356,290 1,531,760

Human Services 63,090,645 69,147,340 66,289,770

Marketing and Communications 2,163,648 2,900,810 2,894,260

Office of Asset Management 0 0 1,134,500

Office of Management & Budget 3,828,367 4,306,050 4,202,750

Office of Technology and Innovation 3,574,586 10,764,510 19,398,840

Parks & Conservation Resources 19,318,863 24,349,800 24,988,170

Planning 12,203,285 29,875,120 28,416,550

Public Works 58,742,806 109,477,860 108,971,620

Purchasing 1,689,044 1,898,070 2,131,010

Real Estate Management 46,918,227 65,965,340 69,252,250

Risk Management Administration 9,490,652 10,276,160 11,296,530

Safety and Emergency Services 126,055,810 171,023,160 179,620,830

Solid Waste 94,492,176 201,913,810 212,972,620

Utilities 179,984,616 242,079,440 256,298,940

Utilities and Solid Waste Capital 111,354,544 245,188,630 212,531,520

Total 812,640,589 1,394,531,920 1,417,334,630

Pinellas County, Florida SECTION D - SUMMARY FY19 Adopted Budget

Pinellas County, Florida FY19 Adopted Budget

Pinellas County

County Administrator

Description:

The County Administrator is the Chief Administrative Officer in the County as provided for in the Pinellas County Home Rule Charter. In this capacity, the County Administrator implements the policy directives of the Board of County Commissioners. It is the County Administrator's responsibility to provide leadership and management direction to the organization. The County Administrator is responsible for developing and executing the Strategic Plan for the County, at the direction of the Board of County Commissioners. The County Administrator directs and controls the activities of departments to ensure efficient and effective delivery of services in accordance with the County's Mission, Vision, Values, and Strategic Plan.

For additional information, please visit http://www.pinellascounty.org/Admin/default.htm

Strategic Plan Alignment:

Create a Quality Workforce in a Positive, Supportive Organization

Strategy Doing Things

1.1 Recruit select and retain the most diverse and talented workforce

Increase mentoring by County staff

Create workforce pipelines through internships

Respond to Employee Voice Survey feedback to improveworkforce satisfaction and engagement

1.2 Leverage promote and expand opportunities for workforce growth and development

Enhance employee growth and development

1.4 Maintain a fair and competitive compensation package

Develop implementation plan based on pay andclassification study recommendations

Ensure Public Health, Safety, and Welfare


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

Implement age-friendly community plan

Balance EMS Fund through FY22

Practice Superior Environmental Stewardship


3.1 Implement 'green' technologies and practices where practical

Achieve STAR Communities designation

Foster Continual Economic Growth and Vitality


4.2 Invest in communities that need the most

Support and monitor the progress of the Community Redevelopment Area (CRA) and Tax Increment Financing (TIF) district in the Lealman Municipal Services Taxing Unit (MSTU)

Make improvements to Lealman Community Campus

4.4 Invest in infrastructure to meet current and future needs

Invest in workforce/ affordable housing

Pinellas County, Florida D-1 FY19 Adopted Budget


Deliver First Class Services to the Public and Our Customers


5.1 Maximize partner relationships and public outreach

Monitor, support, and report on legislative changes andBoard of County Commissioner legislative priorities at thestate and federal level

5.2 Be responsible stewards of the public's resources

Maintain or enhance Pinellas County bond ratings

5.4 Strive to exceed customer expectations

Facilitate administration of the annual citizen survey andanalyze survey results to enable decision-making forimproving or enhancing County services

Review enterprise-wide Voice of the Customer surveyresponses each quarter to highlight and support policiesthat enhance the customer experience

Performance Measures by Strategy

1.2 Leverage promote and expand opportunities for workforce growth and development

Performance Measure FY17 Actual FY18 Projection FY19 Target

Number of BCC employees utilizing tuition reimbursement 72 75 75



Ranking for non-enterprise debt service per capita among 5 comparable Florida counties (1=lowest, 5=highest)

1 1 1

Ranking for property taxes per capita among 5 comparable Florida counties (1=lowest, 5=highest) 1 2 1



Gap between citizen expectation and citizen experience with County government (based on Citizen Values telephone survey)

12.5% 12.0% <15.0%

Accomplishments:

The County is continuing to deliver services that increasingly meet customers' expectations. With 93.0% of County residents indicating they have trust and confidence in Pinellas County government, the annual Citizen Values Survey showed Pinellas County citizen trust and confidence ratings continues to far exceed the national average of 70.0%. Maintaining the highest level observed for Pinellas County since the County startedconducting annual surveys in 2012 for a second year running demonstrates the Board of County Commissioners' (BCC) continued success in aligning strategic plans and actions with community needs. The annual survey also indicated that the County is working to meet citizen expectations with overall expectation ratings maintaining significant improvements gained since 2015.

In 2017, the County achieved many milestones, including the passage of the Penny for Pinellas renewal referendum with an impressive 83% voter approval. Thousands of county residents shared their thoughts on how to invest future revenue from the 1.0% sales tax, a portion of which will be set aside for economic development and affordable housing. Along the way, the County continued to "Deliver First Class Services", broadening our public outreach to include multi-lingual materials and events, more than doubling the "Voice of the Customer" responses received, and maintaining the lowest per capita debt among Florida counties.



In September, Hurricane Irma impacted Pinellas County and all of Florida. To Ensure Public Health and Safety, we activated our Emergency Operations Center (EOC) to coordinate preparedness, response, and recovery efforts with more than 200 partners to keep our community safe. Before, during, and after the storm, 250 employees worked around the clock at the EOC coordinating emergency operations and answering nearly 65,000 calls to the Citizen Information Center. Working closely with our partners, the County distributed 445,400 sandbags, sheltered 2,013 pets, cleared and inspected 595 miles of roadways and 15 bridges, and collected 375,000 cubic yards of storm debris.

Pinellas County was also certified as an Age-Friendly Community and designated as a Purple Heart County. County departments are working to develop and implement an Age-Friendly Action Plan and have continued expanding outreach to veterans and their families by working with community partners to publish a Veteran & Military Resource Guide. The County continued to invest in communities that need the most by establishing an Innovation District in Lealman aimed at supporting residential and neighborhood reinvestment, purchasing the former Windsor School property and initiating improvements to develop the space as a Lealman Community Campus, and evaluating potential "complete streets" improvements on 54th Avenue between 49th and 38th Streets North. In addition to these efforts, the County invested $5.4M in affordable housing programs and worked with partners to leverage an additional $21.5M in cooperative and grant funding to assist a total of 463 units through the end of FY17.

Supporting a "Quality Workforce", we engaged employees through development opportunities and launched mentoring and workforce development initiatives aimed at promoting academic achievement, inspiring careers in public service, and providing a menu of opportunities for staff to serve our community more broadly. The biennial Employee Voice Survey for 2017 indicated that 86.0% of employees feel positive about working for Pinellas County, up from 85.0% in 2015 and 83.0% in 2013. Additionally over the past year, 120 employees have volunteered to serve the community through these programs. The County is also building on partnerships with St. Petersburg College, Pinellas Technical College, and Pinellas County Schools to promote career- readiness and create workforce pipelines through internships and externships.

Analysis:

The County Administrator's FY19 Budget reflects an increase of $556,120 or 30.6% from the FY18 RevisedBudget. Full-time equivalent (FTE) positions increase from 10.5 to 13.3 in FY19. The increase is due to theconversion of a contracted position into a permanent FTE during FY18 and to the realignment of an AssistantCounty Administrator and an Executive Administrative Secretary from Public Works for FY19, resulting in acorresponding decrease to the Public Works budget. Also contributing to the increase is the double-encumbering of the County Administrator's position for the first three months of FY19 as well as other non-recurring costs associated with retirements and the transition to a new County Administrator.



Department Budget FY19 Request Summary

2.5%

4.4%

3.4%

6.3%

75.6%

1.8%

2.5%

0.4%

3.1%

FY19 Request

Airport Revenue & OperatingBuilding Services FundCounty Transportation TrustEmergency Medical ServiceGeneral FundSewer Revenue & OperatingSolid Waste Revenue & OperatingSurface Water Utility FundWater Revenue & Operating

Expenditures by Fund

95.7%

4.3%

FY19 Request

CountyAdministration

CountywideSupport Services-Intergovernmental

Expenditures by Program

Department Budget Summary


Program FY17 Actual FY18 Revised Budget FY19 Request

County Administration 1,674,084 1,742,230 2,269,880

Countywide Support Services - Intergovernmental 84,158 74,660 103,130

$1,758,242 $1,816,890 $2,373,010




Fund FY17 ActualFY18 Revised

BudgetFY19 Request

Airport Revenue & Operating 26,798 58,870

Building Services Fund 93,912 110,940 105,400

County Transportation Trust 36,258 80,720

Emergency Medical Service 136,935 144,010 150,330

General Fund 1,380,794 1,561,940 1,794,130

Sewer Revenue & Operating 18,916 41,570

Solid Waste Revenue & Operating 26,798 58,870

Surface Water Utility Fund 4,729 10,400

Water Revenue & Operating 33,103 72,720

$1,758,242 $1,816,890 $2,373,010

Personnel Summary by Program and Fund

Program Fund FY18 Adopted Budget FY19 Request

County Administration General Fund 8.5 9.0

County Administration County Transportation Trust 0.5

County Administration Emergency Medical Service 0.8 0.8

County Administration Building Services 0.7 0.7

County Administration Surface Water Utility Fund 0.1

County Administration Airport Revenue & Operating 0.3

County Administration Solid Waste Revenue & Operating

0.3

County Administration Sewer Revenue & Operating 0.2

County Administration Water Revenue & Operating 0.4

Countywide Support Services - Intergovernmental

General Fund 0.5 1.0

Total FTE (Full time equivalent positions)

10.5 13.3

Budget Summary by Program



County Administration County Administration manages the business of county government and implements the policies and decisionsof the Board of County Commissioners (BCC).


Budget FY19 Request


Building Services 93,912 110,940 105,400

County Transportation Trust 36,258 80,720


General Fund 1,296,636 1,487,280 1,691,000

Sewer Revenue & Operating 18,916 41,570

Solid Waste Revenue & Operating 26,798 58,870

Surface Water Utility Fund 4,729 10,400

Water Revenue & Operating 33,103 72,720

Total Expenditures by Program $1,674,084 $1,742,230 $2,269,880

FTE by Program FY18 Adopted Budget FY19 Request

County Administration 10.0 12.3

Countywide Support Services - Intergovernmental Costs that are not attributable to one department, such as lobbying services, and County memberships inFlorida Association of Counties, Tampa Bay Regional Planning Council, and other organizations.

Fund FY17 Actual FY18 Revised Budget FY19 Request

General Fund 84,158 74,660 103,130

Total Expenditures by Program $84,158 $74,660 $103,130


Countywide Support Services - Intergovernmental 0.5 1.0


Airport

Description:

The St. Pete-Clearwater International Airport (PIE) is responsible for operating and maintaining the runways, buildings, equipment, and vehicles belonging to the Airport, and providing aviation fire protection services. The Airport provides a full range of high quality customer, aviation, and facility services to support the transportationand commerce infrastructure that is used by airlines, passengers, tenants, the Transportation Security Administration, and the U.S. Customs Service. The annual $1B+ economic impact of the Airport is associated with the tenants/businesses located at the airport and on-airport construction projects, as well as the spending from visitors arriving via the airport to the Tampa Bay area. The Airport is entirely self-supporting by user fees, leases and concessions, and federal and state grant revenue. No Pinellas County property tax revenue is used for the operations of the St. Pete-Clearwater International Airport. PIE contributes primarily to the Board of County Commissioners' Strategic Plan goal to Foster Continual Economic Growth and Vitality.

For additional information, please visit http://www.fly2pie.com/




2.1 Provide planning, coordination, and protection for a safe and secure community

Maintain safe airfield operations and ensure compliancewith Federal Aviation Administration (FAA) Part 139 rulesand regulations



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

Increase concessionaires revenues (rental car, parking,food & beverage, news & gifts)

Increase passengers by expanding air carrierroutes/frequencies and recruiting new air service

Increase non-aeronautical revenue by marketing and/ordeveloping available real estate land and office space




Maintain revenue per enplaned passenger




Monetary fines associated with letters of correction on annual FAA Part 139 inspection $0 $0 $0



Number of cities/destinations in operation 57 58 58

Number of passengers 2.0M 2.2M 2.4M

Percent increase in revenue from leased space over the previous year 3.7% -0.6% 1.2%


Airport


Percentage increase in concessionaire revenue over the previous year

46.6% -5.6% 2.5%



Revenue generated per enplaned passenger $13.80 $14.78 $13.78

Accomplishments:

The St. Pete-Clearwater International Airport (PIE) was awarded the Florida Commercial Service Airport of the Year in 2017 by the Florida Department of Transportation (FDOT) which highlights airport safety practices, aesthetics, and airport management. PIE was also awarded the Federal Aviation Administration (FAA) Southern Region's Air Carrier Airport Safety Award out of all other commercial service airports in the southern region which covers eight states, the Virgin Islands, and Puerto Rico. This annual award recognizes one airport that has established programs and accomplishments that excel in enhanced safety.

PIE surpassed the 2 million passenger mark for the first time in history in Calendar Year 2017. The total number of passengers increased by 12.0% from CY16 to a total of 2.1 million. This makes PIE the 9th largest of Florida's 20 commercial service airports and marks it as the 93rd busiest airport in the U.S among 506 commercial service airports throughout the nation.

Non-aeronautical revenues increased by 6.4% over FY16 to a total of $3.7M. Non-aeronautical revenues are derived from sources such as leases and permits. The airport currently holds 31 industrial leases and 19 operating permits.

The airport increased its operating profit by 78.6% over FY16 to a total of $7.0M. This is a $3.0M increase in operating profit over FY16, in part as a result of increased concession revenues spawned by passenger traffic growth, but also the introduction of Customer Facility Charges (CFCs) charged on each on-airport car rental. Concession revenues include items such as paid parking, rental car, food and beverage, news and gifts, and airline revenues. The cost per enplaned passenger, which represents how much the airlines pay the airport for each passenger that boards a plane, is $1.71 per passenger. This is among the lowest in the State and approximately 76.0% less than the average of all other Florida airports which have costs averaging $7.14 per passenger. The cost per enplaned passenger to the airline includes items such as landing fees, ticket counter space, and security screening fees. The airport makes $13.80 in revenue per passenger in concession revenues, an increase of 23.5% over FY16. Sustaining this low cost per enplaned passenger helps the airport maintain a competitive edge over other airports when trying to attract air service.

Community outreach continues to be a priority for the airport. The airport hosted four veteran honor flight celebrations in FY17. Airport staff are very active with the Big Brothers Big Sisters Workplace Mentors program, with 18 employees and tenants that participate in this two-year program that provides Clearwater High School students with mentor opportunities at the airport. Earlier in the year, the airport partnered with the local Hispanic outreach network and held a very successful donation drive for the Puerto Rican evacuees that were impacted by Hurricane Irma.

In alignment with the strategic plan's goal to enhance first-class customer service, the airport recently implemented a new customer service training video and program for all airport employees and tenants that interact with the general public to help promote the new STAR (Smile, Teamwork, Attentive, Resourceful) Customer Service program. The airport also provided over 25 educational tours and presentation over the past year for schools, scouts, leadership, and other civic organizations. In addition, airport volunteers provided over 2,200 hours of exceptionally friendly customer service.

Analysis:

Excluding Reserves, the FY19 Budget for the St. Pete-Clearwater International Airport Budget is $48.0M. Thisreflects an increase of 4.8% or $2.2M from the FY18 Revised Budget. The majority of the increase is due to the


Airport

Airport's capital projects. The Department has three major programs: Aviation Services (operations), Airport Real Estate (airport lands management), and Capital Projects. The Aviation Services program's FY19 Budget reflects an increase of $1.6M or 12.6% from the FY18 Revised Budget. This increase is mainly due to legal and engineering services and planned maintenance and repairs at the Airport. Due to the expiration of the Airport's current janitorial contract, additional funds were included in the FY19 budget to cover the costs associated with a new contract. The FY19 budget also includes funding for contracted personnel required by the Customs and Border Protection (CBP) that will allow the Airport to clear international flights. The remainder of the increase is due to general inflation. Staffing within the Aviation Services program reflects an increase of .9 FTE, totaling 62.5 positions in FY19. In Airport Operations, a Traffic Assistant position was converted from part-time to full-time. In Airport Technology, there is a double encumbrance of the Technology Systems Coordinator position for three months of FY19 due to a retirement. The Airport Real Estate program's FY19 Budget reflects a decrease of $40,970 or 9.5% - mainly due to the completion of the Airco Environmental Assessment Study in FY18. The Capital Project's program FY19 budget increased by $1.6M or 5.0% from the FY18 Revised Budget. A budget restatement was completed in FY18 that carried forwarded unused funds from FY17 that added $3.7M to the FY18 Capital Projects program budget. Due to the timing of large CIP projects, the FY18 estimate is less than budgeted and a carry forward into FY19 is anticipated. The Reserve Level for the Airport Revenue and Operating Fund in the FY19 Budget is at 67.2% of revenues. This is a decrease from the FY18 Revised Budget Level of 75.9%. This decrease is due to the inclusion of Damages and Cures received in FY17 from the Florida Department of Transportation that resulted in a significant increase to the reserve level in FY18.


100.0%

FY19 Request

Airport Revenue & Operating



Airport

47.3%

0.6%20.1%

32.0%

FY19 Request

Airport Capital Projects ProgramAirport Real EstateAviation ServicesReservesTransfers





Airport Capital Projects Program 13,272,440 31,811,200 33,393,550

Airport Real Estate 196,464 430,070 389,100

Aviation Services 10,208,505 12,581,470 14,170,390

Reserves 22,840,440 22,576,880

Transfers 400,000 950,000

$24,077,409 $68,613,180 $70,529,920



Airport Revenue & Operating 24,077,409 68,613,180 70,529,920

$24,077,409 $68,613,180 $70,529,920


Program Fund FY18 Adopted Budget

FY19 Request

Airport Real Estate Airport Revenue & Operating 1.0 1.0

Aviation Services Airport Revenue & Operating 60.6 61.5


61.6 62.5



Airport

Airport Capital Projects Program

Funding for capital improvement projects associated with the Airport infrastructure.

Fund FY17 Actual FY18 Revised Budget

FY19 Request



FTE by ProgramFY18 Adopted

BudgetFY19 Request

Airport Capital Projects Program

Airport Real Estate

Ensures that FAA lease requirements are followed; oversees and negotiates leases with tenants and futuredevelopment of the Airport.


Budget FY19 Request

Airport Revenue & Operating 196,464 430,070 389,100



Airport Real Estate 1.0 1.0

Aviation Services

All facets of day-to-day aviation activities.




FTE by Program FY18 Adopted Budget

FY19 Request

Aviation Services 60.6 61.5

Reserves

Oversees the management and allocation of the County's financial reserves.


Airport Revenue & Operating 22,840,440 22,576,880

Total Expenditures by Program $0 $22,840,440 $22,576,880


Budget FY19 Request

Reserves


Airport

Transfers Oversees the transfer of intra- and intergovernmental funds.


FY19 Request


Total Expenditures by Program $400,000 $950,000 $0


BudgetFY19 Request

Transfers


Animal Services

Description:

Pinellas County Animal Services (PCAS) is the largest open admission shelter for dogs and cats in Pinellas County and is centrally located in Largo, FL. The purpose of PCAS is to ensure animal-related health, welfare, and safety for the public and the animals of Pinellas County. Services include pet adoption, spay and neuter grant programs, microchipping, found pet reunification services, rabies control, animal bite investigations, dangerous dog investigations, pet licensing, kennel permitting, pet dealer permitting, hobby breeder permitting, code enforcement, and cruelty investigations. The department's activities are closely aligned with the BCC strategic goals to Ensure Public Health, Safety, and Welfare and to Deliver First Class Services to the Public and Our Customers.

PCAS sees education as a high priority and furthers this by reaching out to our community and through partnerships with St. Petersburg College of Veterinary Technology program and veterinary schools from around the world. Additionally, PCAS engages community organizations along with the general public as a means of improving the live release rates of community animals. Animal Control Officers educate the public about animal-related ordinances. These outreach engagements aim to improve the knowledge and skills of participants, as well as bring about positive change in the way open admission shelters are viewed.

PCAS strives to reunite stray animals with their owners and place unclaimed animals using a combination of adoption, rescue, and fostering (ARF program) through the community and partnerships with SPCA Tampa Bay, Humane Society of Pinellas, Suncoast Animal League, MEOW Now, 17 pet stores, and more than 100 rescue groups. PCAS strives to create practices that will improve the animal intake process and foster consistency and transparency in the animal community processes for statistical reporting.

PCAS has a strong volunteer base that is passionate about the animals in the shelter. PCAS provides many opportunities for the community to participate in its mission through adoption, donation, and volunteerism. Animal Services also administers and maintains the Animal Welfare Trust Fund (AWTF) which is sustained through donations and benefits the cats and dogs within Pinellas County. The AWTF provides micro grants to county non profit animal welfare organizations and veterinary providers to promote responsible pet ownership and keep pets in homes. This is accomplished by funding annual vaccines, microchips, and sterilization of owned pets in financially disadvantaged households and veterans. The micro grants also fund County Trap, Neuter, Vaccinate, and Return (TNVR) efforts.

For additional information, please visit http://www.pinellascounty.org/animalservices/default.htm





Increase rabies vaccinations and animal licensurecompliance

Investigate animal bite reports and ensure proper reportingand bite animal quarantine

2.3 Provide comprehensive services to connect veterans to benefits they have earned

Increase the number of companion pets adopted by U.S.military families & veterans utilizing VetsAdoptPets.org




Partner with Adoption Partner Network and foster programto improve live release rates and animal welfare outcomes


Increase the number of hours donated through ourvolunteer program

5.3 Ensure effective and efficient delivery of County services and support

Ensure timely field responses for customer requests


Animal Services


Improve lost pet-owner reunification rate

5.4 Strive to exceed customer expectationsIncrease customer satisfaction (Voice of the Customersurvey)




Number of active animal licenses 183,113 201,424 221,566

Number of recorded animal bites 2,245 2,100 2,100



Number of companion animals placed with veterans and their families 106 125 140



Live release rate 65.6% 70.0% 75.0%

Number of partner transfers, rescue transfers (adoptions), and pet store adoptions 3,015 3,325 3,650



Number of volunteer hours 47,678 50,000 55,000



Average number of field services request calls completed per day 50 55 61

Pet-owner reunification rate (cats) 5.5% 5.8% 6.0%

Pet-owner reunification rate (dogs) 40.8% 43.0% 46.0%

Reclaim count (cats) 335 450 565

Reclaim count (dogs) 1,427 1,475 1,525



Percent of customers satisfied or very satisfied with level of service

81.5% 88.0% ≥ 91.0%

Accomplishments:

To safeguard public and animal safety, Animal Services successfully deployed four Pet Friendly Shelters (PFS)


Animal Services

during Hurricane Irma. Over 2,000 animals were sheltered at the PFS locations and at Animal Services forthe general population and special needs citizens. To ensure public health and animal welfare, AnimalServices expanded the Community Grants Program to assist low income pet owners with responsible petownership. Reimbursement grants were awarded to nine local non-profit agencies offering preventive care,sterilization, or Trap, Neuter, Vaccinate, Return (TNVR) programs for animals in Pinellas County. The programis funded through donations to the Animal Welfare Trust Fund.

As a part of continual efforts to exceed customer expectations and improve animal welfare, Animal Servicesoffers mobile services clinics, providing a convenient way to license, microchip, and vaccinate pets throughoutthe county. Fee waived/reduced fee rabies vaccinations and microchips are also offered periodically at theshelter. These initiatives have proven successful in promoting responsible pet ownership while increasingmicrochipping and licensing compliance. Animal Services has hosted adoption events and campaigns topromote increased adoptions and achieve higher live release rates.

Pinellas County Animal Services volunteers, PACK (Providing Affection, Care and Knowledge), fostered morethan 1,000 animals that needed additional time and care.

Analysis:

The FY19 Budget for Pinellas County Animal Services reflects an overall increase of $431,280 or 7.5% overthe FY18 Revised Budget. This department is supported by split funding from the General Fund and the Giftsfor Animal Welfare Trust Fund (Trust) budgets. Staffing is at 58.0 FTE, with 1.0 FTE funded from the Trustwhile the remaining 57.0 are funded by the General Fund.

The General Fund budget reflects an increase of $376,900 or 7.2% over the FY18 Revised Budget. ThePersonal Services increase is consistent with inflationary increases to wages and benefits countywide.Increases include the Shelter Services Program in which Operating Expenses increased by $72,990 or 6.5%over the FY18 Revised Budget; primarily due to a spike in credit card merchant charges related to increasedlicense sales. The Field Enforcement Program realized an increase in Capital Outlay of $86,950 due to thereplacement schedule for operating equipment and the need to add an additional field animal enforcementvehicle in order to fully deploy field staff.

The Gifts for Animal Welfare Trust Fund reflects an increase of $54,380 or 10.7% compared to the FY18Revised Budget. Excluding reserves, the budget reflects a decrease of $81,550 or 21.1%. The reduction is duein part to the reduced estimation of Capital Outlay since the purchase of equipment and a shelter supply

transport vehicle post Hurricane Irma has been made. Reserves have been increased by $135,930 to securelong-term use of this fund. To continue to maximize partner relationships, the Trust has dedicated $77,000 forGrants & Aids to provide funding for local animal shelters and clinics to promote healthy animals countywide,which is an increase of $17,000 or 28.3%, and allows additional services to be provided to the public throughthe Community Grants program. The fund's sole function is the Animal Shelter program and these funds areonly expended via the disbursement criteria established for the Trust for special needs animals and shelterenhancements.


Animal Services


90.9%

9.1%

FY19 Request

General FundGifts for Animal Welfare Trust


65.8%

30.0%

4.1%

FY19 Request

Animal ShelterField EnforcementReserves





Animal Shelter 3,099,550 3,759,990 4,073,340

Field Enforcement 1,835,112 1,875,860 1,857,860

Reserves 120,000 255,930

$4,934,662 $5,755,850 $6,187,130


Animal Services



BudgetFY19 Request

General Fund 4,819,457 5,248,940 5,625,840

Gifts for Animal Welfare Trust 115,205 506,910 561,290

$4,934,662 $5,755,850 $6,187,130


Program FundFY18 Adopted

BudgetFY19 Request

Animal Shelter General Fund 35.0 36.0

Animal Shelter Gifts for Animal Welfare Trust 1.0 1.0

Field Enforcement General Fund 21.0 21.0


57.0 58.0

Budget Summary by ProgramAnimal Shelter Program includes animal adoptions, customer service, impounds, reclaims inquiries, rabies control & licensing,veterinary services, volunteer services, and public assistance.


General Fund 2,984,345 3,373,080 3,767,980

Gifts for Animal Welfare Trust 115,205 386,910 305,360



Animal Shelter 36.0 37.0

Field Enforcement Program regulates the quality of animal welfare and code enforcement, pet dealers and kennels permits andinspections. Citizen calls are taken and processed based on priority to protect public health and safety.


General Fund 1,835,112 1,875,860 1,857,860



Budget FY19 Request

Field Enforcement 21.0 21.0


Animal Services

Reserves Oversees the management and allocation of the County's financial reserves.


FY19 Request

Gifts for Animal Welfare Trust 120,000 255,930

Total Expenditures by Program $0 $120,000 $255,930


BudgetFY19 Request

Reserves


Building Services

Description:

Building Services reviews construction plans and inspects construction projects to ensure that buildings areconstructed in a safe and sanitary manner. Plans are reviewed for compliance with the Florida Building Code,which includes provisions related to building, electrical, plumbing, gas, mechanical, energy, and safety codes.Following a successful review, permits are issued for construction. Once construction begins, code-requiredsite inspections are conducted to ensure compliance. These inspections continue until construction iscompleted and the building is certified for occupancy.

The activities of this department primarily align with the BCC Strategic Plan goal to Ensure Public Health,Safety, and Welfare.

For additional information, please visit http://www.pinellascounty.org/build/





Use the Florida Building Code as a resource for ideas,safe design boundaries, and best practices for buildingaccessible elements

2.4 Support programs that seek to prevent and remedy the causes of homelessness

Continue to provide expedited plan review processing,within a 2-week turnaround, for Affordable Housingprojects to issue building permits so construction can begin




Increase online permitting

Implement LiveChat option for customers

5.4 Strive to exceed customer expectationsEnhance customer service delivery through integratedtechnology




Percent of commercial plan reviews completed with first review within 120 business days

100.0% 100.0% 100.0%

Percent of residential plan reviews and next-day building inspections completed timely 100.0% 100.0% 100.0%



Average Live Chat wait time (seconds) 24 21 10

Average phone call wait time (seconds) 29 20 20

Number of online permit applications 15,327 13,599 17,009

Percent of telephone calls answered 97.4% 98.1% 95.0%

Percent of walk-in customers served within five minutes

57.0% 60.0% 63.0%


Building Services

Accomplishments:

Building Services is committed to delivering first class services to customers. The department processed25,974 building permits in FY17, a 2.7% increase over FY16. The department also experienced increasedactivity in plan reviews and inspections. Inspections grew from 73,328 in FY16 to 80,498 in FY17, a 9.8%increase. The number of plan reviews grew 23.6% to a total of 5,366 in FY17. The department's call centeranswered 32,887 phone calls in an average of 38 seconds, and also responded to 821 Live Chats in anaverage of 24 seconds.

The department strives to direct customers toward online solutions. In FY17, the number of online permits roseto 15,327, up from 13,398 in FY16, for a 14.4% growth.

Analysis:

The Building Services Department's FY19 Budget reflects a decrease of $3.1M or 26.1% over the FY18 total budget requirements. Total requirements are lower largely due to the use of $1.5M of reserves for the purchase and implementation of the Accela Civic Platform Land Management software and lower operating costs by $1.1M associated with the Accela project's implementation. FY19 will be the second year of the two-year project implementation, and once the project goes live, Accela will offer improved efficiencies through access to information for staff and customers as well as enhanced online permitting, electronic document review and information storage.

Staffing levels are unchanged in FY19 and remain at 56.6 FTE positions. Personal costs increased by$126,320 or 2.6% and can be attributed to countywide cost of living adjustments.

Operating costs have decreased in FY19 by $1.2M or 25.4% due to the sizable decrease in the intergovernmental charge for technology services related to the Accela project coming to completion in FY19. The department's budget for contractual services has also been reduced by $240,000 or 52.2% due to the additional inspector positions that were added during FY17 and FY18.

The budget for professional services increased by $29,000 or 103.6% as the department is planning to have a fee study conducted. This study will look at the current fees charged for the various services and permits, and research and compare them against similar municipalities' permitting fees. The study will also take into account the forecasted revenues and expenses for the Building Services Fund and structure their fees to make the

fund sustainable.

Budgeted capital costs for FY19 have declined $133,120 or 76.1% as anticipated capital needs are less than previous years, when new vehicles were purchased for the inspectors added in FY17 and FY18.


Building Services


100.0%

FY19 Request

Building Services Fund


97.5%

2.5%

FY19 Request

Building PermitsReservesTransfers





Building Permits 6,005,355 9,585,490 8,421,360

Reserves 2,066,310 215,460

Transfers 37,510

$6,005,355 $11,689,310 $8,636,820


Building Services



BudgetFY19 Request

Building Services Fund 6,005,355 11,689,310 8,636,820

$6,005,355 $11,689,310 $8,636,820



FY19 Request

Building Permits Building Services 56.6 56.6


56.6 56.6

Budget Summary by ProgramBuilding Permits

Permitting, plan review, inspections, code administration, and unpermitted work complaints and violations asrequired by the Florida Building Code.


Building Services 6,005,355 9,585,490 8,421,360



Building Permits 56.6 56.6

Reserves



Building Services 2,066,310 215,460

Total Expenditures by Program $0 $2,066,310 $215,460


Reserves


Building Services

Transfers

Oversees the transfer of intra- and intergovernmental funds.


FY19 Request

Building Services 37,510

Total Expenditures by Program $0 $37,510 $0


BudgetFY19 Request

Transfers



Pinellas County

Contractor Licensing Department

Description:

The Contractor Licensing Department performs the operational function for the Pinellas County Construction Licensing Board (PCCLB). The PCCLB regulates the construction and home improvement industry through uniform contractor competency licensing, code adoption, and code interpretations in Pinellas County. In 2018, the State Legislature amended the Laws of Florida to revise the composition of the PCCLB and the terms of the board members. In addition, the operations and staff became an operating department of the Board of County Commissioners (BCC) as of July 1, 2018. The department is responsible for day-to-day administration, records maintenance, and contractor license investigations in Pinellas County. The department supports the PCCLB, a dependent agency to the BCC. The department continues to be funded through licensing fees, fines, and citations; and is not dependent on property taxes.The activities of this department primarily align with the BCC Strategic Plan goal to Ensure Public Health, Safety, and Welfare.

For additional information, please visit http://www.pcclb.com/





Encourage appropriate licensing for all contractor activitywithin Pinellas County to reduce unlicensed contractoractivity and protect consumers




Secure all board positions to ensure diversity ofperspectives and viewpoints and maintain integrity andpublic confidence




Total number of contractors licensed through Pinellas County N/A 2,000 2,500

Total number of journeymen certified through Pinellas County N/A 1,050 1,100

Accomplishments:

Since the State Legislature amended the law governing the PCCLB in 2018 (effective July 1), the new Contractor Licensing Department was established with an operations structure that meets the BCC's standards for service, administration, and financial accountability. The Department Director was selected, most existing PCCLB staff transitioned to the new department, and vacant positions were filled. The new department opened for business on July 2nd.

Analysis:

The Contractor Licensing Department's FY19 Budget reflects a decrease of $261,230 or 15.1% as comparedwith the FY18 Revised Budget. Prior to July 1, 2018, the agency was independent of the CountyAdministrator's oversight and was having financial difficulties due to several reported deficiencies that led to adrop in revenue collections and diminished reserves. The net decrease in total requirements reflects thereduction of budgeted reserves from $118,000 in FY18 to $0 for FY19, as well as deferred payment forservices provided by the Clerk of the Court and other County departments (ie accounting, payroll, purchasing,



human resources, etc.). With the transition of administration, the FY19 Budget includes an increase of 1.0 FTE to the existing staff, for a total of 12.0 FTEs. An administrative supervisor position was added to support and organize office activities for more efficient customer service and effective records maintenance. In addition, several of the existing positions were vacant, and budgeted at former salaries, prior to the start of FY18. The FY19 Budget includes actual costs for the now filled positions, which results in the one new position having a minimal financial impact to total expenses.


100.0%

FY19 Request

Construction Licensing Board


100.0%

FY19 Request

CLB LicensingReserves




Program FY17 ActualFY18 Revised

Budget FY19 Request

CLB Licensing 1,343,799 1,608,050 1,464,820

Reserves 118,000




BudgetFY19 Request

$1,343,799 $1,726,050 $1,464,820



BudgetFY19 Request

Construction Licensing Board 1,343,799 1,726,050 1,464,820

$1,343,799 $1,726,050 $1,464,820



CLB Licensing Construction Licensing Board 11.0 12.0


11.0 12.0

Budget Summary by ProgramCLB Licensing

Provide business services needed to manage and implement strategic projects for the BCC departments at thedirection of the County Administrator's Executive Leadership Team.


Construction Licensing Board 1,343,799 1,608,050 1,464,820



Budget FY19 Request

CLB Licensing 11.0 12.0

Reserves



Construction Licensing Board 118,000



Reserves



Pinellas County

Convention & Visitors Bureau

Description:

The Convention & Visitors Bureau (CVB), doing business as Visit St. Pete/Clearwater (VSPC), is the official Destination Marketing Organization (DMO) of Pinellas County and is fully accredited by Destinations International, the global DMO accreditation organization. The CVB partners with numerous local stakeholders across Pinellas County's 24 municipalities and works regionally, nationally, and internationally to develop and implement year-round domestic and international sales and marketing programs aimed at leisure travelers, conventions, trade shows, corporate meetings, sports organizers, and film producers, among others. Key success metrics include visitation, occupancy rate, rooms sold, average daily rate (ADR), revenue per available room (RevPAR), length of stay, first time visitation and more. The ultimate goal of the CVB is to grow the overall economic impact of tourism to Pinellas County, which supports the BCC's strategic goal of Fostering Continual Economic Growth and Vitality.

Florida Statute 125.0104 establishes the rights of Florida counties to collect a Tourist Development Tax (TDT) on short-term accommodations within a county, and Chapter 118, Article 3, of the Pinellas County Code outlines the Tourist Development Plan (TDP) and tax revenue allocations. The CVB has the primary objective to market Pinellas County as a tourist destination in accordance with the TDP. Consistent with the Article, the CVB is directed to promote and advertise tourism on the state, national, and international levels, and to fund convention bureaus and tourist bureaus as County agencies or by contract with chambers of commerce or similar associations in the county.

For additional information, please visit http://www.pinellascounty.org/tdc/default.htm




4.6 Support recreation, arts, and culture to attract residents and visitors

Increase the Average Daily Rate (ADR) ofaccommodations

Increase Tourist Development revenue




Leverage technology to increase brand presence acrossall media platforms




Percent increase in the Average Daily Rate (ADR) for accommodations as reported by Smith Travel Research

3.2% 4.0% 4.0%

Percent increase in total amount of revenue collected

10.7% 15.9% 12.2%



Percent increase in economic impact derived from Visit St. Pete/Clearwater (VSPC) website as reported by Destination Analysts

23.0% 5.5% 5.5%

Accomplishments:



The St. Pete/Clearwater area continues to be the No. 1 destination on the Gulf of Mexico for leisure, meetings, film production, and sports tourism. The Convention & Visitors Bureau (CVB) assisted in driving 6.5M overnight visitors to the destination in FY17, a 3.7% increase over the previous year. Tourist Development Tax (TDT) collections reflect the popularity of the destination with six continuous years of TDT growth soon to be seven in FY18. When compared to the previous year, 2017 TDT grew by 10.7%. Similar results were reported for the CVB's core metrics, Average Daily Rate (ADR) and Revenue per Available Room (RevPar), which grew by 3.2% and 5.1%, respectively. Additionally, in 2017, visitors contributed $58.3M (1/3) of the total tax from Penny for Pinellas and that's not all. Because of the large number of visitors to Pinellas County, tourism remains the largest employer in Pinellas County today, supporting an estimated 102,500 jobs that are directly and indirectly related to tourism (2016 Labor Department report).

Additional Accomplishments:• Both Meetings & Conventions and Sports & Events teams are on track to meet or exceed projected FY18room night goals for a combined total of 270,000 – 280,000 room nights in FY18.

• Tooled with lessons learned from Hurricane Irma, the CVB completely redesigned and relaunched itsemergency procedures and the process for capturing hotel availability information, pre and post storm. Thisinformation is available to residents, visitors, and emergency workers during a declared emergency.

• The CVB's FY17 website Return on Investment (ROI) study reported a total of $66.5M in economic impact tothe County from VisitStPeteClearwater.com, a 27.0% increase over the FY16 ROI study (source: DestinationAnalysts, Inc.).

• "Go Gulf Coasting" was the CVB's most successful enter-to-win sweepstakes ever, generating more than1.8M entries on GoGulfCoasting.com. Sweepstakes are an excellent way to introduce potential visitors toinformation on the St. Pete/Clearwater area.

• Visit St. Pete/Clearwater (VSCP) videos saw a 17.2% (1.5M) increase in views on Facebook.

• FY18 Pinellas County TDT collections to date (October – April) are 9.2% higher than the same period lastyear.

• The Sports & Events team projects to engage with approximately 1.3M participants, spectators, and visitorsat 93 events in FY18 through its Activations & Promotions Program. This program was developed to improvecommunity awareness and to create another touch point to the VSPC brand for visitors while in the St.Pete/Clearwater area. Since its development last year, the Activations and Promotions Program has nearlydoubled the number of events it is involved in.

Analysis:

The FY19 Budget for the Convention & Visitors Bureau (CVB) reflects an increase of $12.0M, or 11.3%, fromthe FY18 Revised Budget. Staffing increased by 3.0 FTE to 52.0 FTE in FY19.

The Pinellas County CVB is supported by the collection of a 6.0% Tourist Development Tax (TDT) on rentscollected for temporary lodging, also known as the "bed tax." Revenue from the "bed tax" is projected toincrease in FY18 by $8.7M, or 15.9%, from FY17. "Bed tax" revenue is expected to continue to increase inFY19 by $6.8M, or 12.2%, from the FY18 Revised Budget.

"Bed tax" revenue is restricted to certain uses as outlined in Florida Statutes and County Code. According tothe Tourist Development Plan, approximately 60.0% of the revenue is to be used to promote tourism in PinellasCounty, with the remaining 40.0% available for capital project funding.

CVB uses these proceeds to secure advertising and promotions in targeted markets in the United States andselect international markets in Europe, South America, and Canada, as well as to bring high-profile events toPinellas County. The budget for the Sales & Marketing program increases by $3.5M, or 10.3%, and the budgetfor the Tourism Support program decreases by $428,770, or 17.9%, from the FY18 Revised Budget. Includedin the Sales & Marketing program budget is support for Creative Pinellas. In FY19, CVB's contribution to



Creative Pinellas is $710,740, a 79.2% increase, which includes additional funding of $300,000 for decisionpackages. Three additional decision packages were approved for the department, with each adding an FTE tothe Sales & Marketing program.

Another restricted use of the revenue is for the re-nourishment of Pinellas County beaches. The Board ofCounty Commissioners (BCC) has historically dedicated the equivalent revenue from one-half of one of the sixpercents of the TDT to capital improvement projects for the beaches, which supports the BCC's goal toPractice Superior Environmental Stewardship, as well as attracting residents and visitors to Pinellas County.The budget for re-nourishment increases by $568,730, or 12.2%, over the FY18 Revised Budget.

The TDT revenue can also be used to pay for certain capital projects. The budget for these projects increasesby $16.9M in FY19, due mostly to $16.1M for the renovations at the Toronto Blue Jays Spring Training Facilityin Dunedin.

With the increases in expenditures for sales and marketing, beach re-nourishment, and tourism support, theTDT Fund maintains operating reserves of $23.4M, or 36.4% of revenue, for FY19, and $13.8M in dedicatedreserves for the County's commitment to various capital projects. In total, the TDT Fund reserves decrease by$7.4M, or 16.6%, from the FY18 Revised Budget. The total amount of reserves in the TDT Fund is $37.1M, or57.9% of revenue.


100.0%

FY19 Request

Tourist Development Tax




30.6%

31.4%

31.4%

0.6%

1.7%

4.4%

FY19 Request

Capital Outlay ProgramDebt ServiceReservesSales & MarketingTax CollectorTourism SupportTransfers





Capital Outlay Program 690,415 19,925,000 36,248,370

Debt Service 587,650 587,650

Reserves 44,535,740 37,129,420

Sales & Marketing 25,444,969 33,659,730 37,129,630

Tax Collector 536,026 633,100 666,340

Tourism Support 2,277,582 2,389,710 1,960,940

Transfers 3,980,290 4,659,510 5,228,240

$33,516,932 $106,390,440 $118,362,940



Tourist Development Tax 33,516,932 106,390,440 118,362,940

$33,516,932 $106,390,440 $118,362,940



Budget FY19 Request

Sales & Marketing Tourist Development Tax 46.0 52.0

Tourism Support Tourist Development Tax 3.0


49.0 52.0




Capital Outlay Program

Provides funding for capital projects throughout Pinellas County.


FY19 Request

Tourist Development Tax 690,415 19,925,000 36,248,370

Total Expenditures by Program $690,415 $19,925,000 $36,248,370


BudgetFY19 Request

Capital Outlay Program

Debt Service

Administers the servicing of Pinellas County public debt.


FY19 Request

Tourist Development Tax 587,650 587,650

Total Expenditures by Program $587,650 $587,650 $0


Debt Service

Reserves



Tourist Development Tax 44,535,740 37,129,420



Reserves

Sales & Marketing

Increase visitor volume, visitor spending and economic impact to the destination through specific and targetedsales and marketing initiatives.





Sales & Marketing 46.0 52.0



Tax Collector

The Tax Collector bills, collects, and distributes all taxes for the County, municipalities, Tourist DevelopmentCouncil, School Board, and taxing districts - including the sales tax on vehicles, vessels, and mobile homes.This office also collects delinquent taxes and sells certificates for unpaid taxes. As the agent for stategovernment, the Tax Collector issues licenses and titles for cars, trucks, boats, and mobile homes; collects feesfor fishing and hunting licenses; issues Drivers Licenses and Birth Certificates; processes applications forConcealed Weapons Licenses; and makes application for voter identification cards.


BudgetFY19 Request

Tourist Development Tax 536,026 633,100 666,340



BudgetFY19 Request

Tax Collector

Tourism Support

Increase visitor volume, visitor spending and the length of stay in the destination through support of local eventsvisitor centers, sports facilities, beach nourishment, education and sound research.





Tourism Support 3.0

Transfers

Oversees the transfer of intra- and intergovernmental funds.





Transfers


Development Review Services

Description:

Development Review Services (DRS) evaluates land development proposals and uses for alignment with County codes intended to foster continual economic growth and vitality, promote environmental stewardship, as well as preserve quality of life and the health and safety of all residents in unincorporated Pinellas County.

DRS provides a multi-disciplinary team approach to the review of applications for land development activities in unincorporated Pinellas County to ensure the most efficient, effective, and coordinated review possible. Development reviews are completed in accordance with the purpose and intent of the County's Land Development Code regulations in the areas of engineering and drainage, site development, trees, habitat and landscaping, zoning and land use, and permitting.

Code Enforcement provides planning, coordination, prevention, and protective services to ensure a safe and secure community. Code Enforcement seeks to educate citizens about the codes for the unincorporated areas of Pinellas County and obtain compliance of infractions. Regulatory focus includes topics such as minimum housing standards, noise control, lot maintenance, zoning, and inoperable vehicles.

This department contributes to all aspects of the BCC's Strategic Plan goals, most specifically to Ensure Public Health, Safety and Welfare.

For additional information, please visit http://www.pinellascounty.org/drs/default.htm





Continue to provide priority response by CodeEnforcement for inspections that may have an impact onhealth and safety




Ensure timely acknowledgement and resolution tocustomer inquiries and requests received through thePinellas County Doing Things App

Identify opportunities to streamline customer flow toimprove timeliness of service




Average response time to Code Enforcement violations (first inspection)(days) 8 3 2

Percent of Code Enforcement cases resolved through voluntary compliance

76.0% 57.0% 70.0%



Average number of days to acknowledge requests submitted through the Doing Things App

3.4 1.3 1.0




Average phone call wait time (seconds) 34 30 30

Average time to process site plans (days) 21 23 21

Average time to process zoning clearances (minutes)

14 12 10

Average walk-in customer wait time; Engineering Services (minutes)

8 7 5

Average walk-in customer wait time; Habitat (minutes)

9 8 5

Average walk-in customer wait time; Site Plan Services (minutes)

15 10 5

Average walk-in customer wait time; Zoning Desk (minutes)

8 7 5

Number of building permit transactions processed 15,484 16,000 17,000

Number of Right-of-Way Utilization Permits processed 1,025 1,400 1,500

Percent of Code Enforcement calls answered 94.5% 96.8% 95.0%

Accomplishments:

Development Review Services' front counter staff processed over 36,922 customer transactions in FY17, a 6% increase from FY16. In alignment with ensuring efficient delivery of services, 82% of these customers waited less than 20 minutes to be served.Development Review Services staff reviewed and approved 171 site plans in FY17, with 70 being categorized as unique site plan reviews. The department is working to reduce the site plan review time, and established a15-day "long-term" target. The department currently has an average response time of 20 days, which averagesapproximately 16 days less than in FY15. Department staff conducted 293 pre-application meetings and performed 3,102 habitat reviews. In addition, staff processed 983 right-of-way utilization permits.Code Enforcement began a citizen education campaign in FY17, in order to reduce the number of cases and raise voluntary compliance. As a result of this campaign, the number of citizen initiated complaints did not increase between FY16 and FY17 (2,886 and 2,883, respectively); and 4,737 violations were issued in FY17, areduction of 4.3% from FY16. The average response time for initial complaints was nine days in FY17, a reduction from the 12-day average response time in FY16.

Analysis:

The Development Review Services Department (DRS) FY19 Budget reflects a decrease of $141,070 or 2.9%compared to the FY18 Revised Budget. DRS has two operational programs: Code Enforcement andDevelopment Review Services. The Code Enforcement program's FY19 Budget reflects an increase of$89,900 or 4.4% from the program's FY18 Revised Budget. The majority of the increase is due to the costsassociated with upgrading current computer systems for compatibility with the new Accela platform, andupgrading a truck for use in "sign" enforcement. The remaining increase in program budget is caused bygeneral inflation to salaries, benefits and various operating accounts.

The Development Review Services program's FY19 Budget reflects a decrease of $230,970 or 8.1% comparedto the program's FY18 Revised Budget. This reduction is due to the removal of the information technology

allocation costs from the program. Removal of this cost allows consistency with other General Funddepartments when it comes to accounting for this allocation. The FY19 Budget also includes two staffadditions: one (1) FTE plat reviewer dedicated to this function; and one (1) permit specialist committed tomaintaining service levels during the implementation of the new Accela platform. In addition, two positions thatwere partially funded by the DRS program became fully funded by the Building Services department.



The Development Review Services Department continues to work closely with other County land developmentdepartments such as Building Services and Planning.


100.0%

FY19 Request

General Fund


45.0%

55.0%

FY19 Request

Code EnforcementDevelopment Review Services





Budget FY19 Request

Code Enforcement 1,683,027 2,057,200 2,147,100

Development Review Services 2,491,114 2,853,030 2,622,060

$4,174,141 $4,910,230 $4,769,160





BudgetFY19 Request

General Fund 4,174,141 4,910,230 4,769,160

$4,174,141 $4,910,230 $4,769,160



FY19 Request

Code Enforcement General Fund 21.0 21.0

Development Review Services General Fund 24.4 26.2


45.4 47.2

Budget Summary by ProgramCode Enforcement

Enforcement of county codes regulating trash, debris, excessive overgrowth and lot clearing; zoning/signenforcement; inoperative and prohibited vehicle enforcement; minimum standard housing enforcement; noiseenforcement; and special magistrate process.


General Fund 1,683,027 2,057,200 2,147,100



Code Enforcement 21.0 21.0


Interdisciplinary review of site plans including review of code compliance and field review as necessary.


Budget FY19 Request

General Fund 2,491,114 2,853,030 2,622,060



Budget FY19 Request

Development Review Services 24.4 26.2


Economic Development

Description:

Pinellas County Economic Development (PCED) fosters high-quality economic growth and vitality through theattraction, expansion, and retention of businesses that bring new money into the local economy through salesof a majority of their products or services outside the state of Florida. PCED offers investment tools,professional courses, and business counseling sessions to benefit companies large and small, while fostering apro-business climate in Pinellas County through local, regional, and statewide partnerships. These efforts

contribute primarily to the Board of County Commissioners' Strategic Plan goal to Foster Continual EconomicGrowth and Vitality.

For additional information, please visit http://www.pced.org/





Continue to attract new, high-wage target industryemployers through a focused, cost-effective recruitmentstrategy

Continue a coordinated, county-wide business assistance,retention and expansion program focused on targetindustry employers

Encourage growth of a strong entrepreneurial culturethrough partnerships with the Florida Small BusinessDevelopment Center Network, Small BusinessAssociation, and others

Facilitate workforce development through local andregional educational and skills initiatives such as grants,internships programs, and collaboration with educationalinstitutions

Continue international trade initiatives to increase salesand business retention

Expand the Small Business Enterprise (SBE) program tomake it a more vibrant and relevant program for smallbusinesses

Enhance the Tech Garage by creating a County-ownedspace to reduce subsidy reliance and keep the incubatorprogram viable

Assist County effort to plan for the utilization of the 2020Penny Fund allocation for the purpose of funding county-wide economic development capital project




Leverage technology for efficiencies, transparency, anddata-driven decisions such as web site and communicationtools supportive of entrepreneurs

5.4 Strive to exceed customer expectationsMaintain high survey ratings from class evaluationsprovided at Florida Small Business DC training event






Direct and indirect wages per County Qualified Target Industry (QTI) incentive dollar

$161 $100 $100

Dollars awarded for County-facilitated training grants

$650,820 $250,000 $250,000

Joint Review Committee formed N/A N/A Completed

Number of core consulting service hours provided by Certified Business Analyst (CBA)

3,704 2,700 2,100

Number of jobs created or retained by clients receiving services from Florida SBDC's certified consultants

656 400 500

Number of new and retained tenants at the 501 Building Incubator

N/A N/A 25

Number of new jobs announced through incentive programs 225 500 500

Number of qualified prospects/leads 95 75 75

Number of registered SBEs in the new automated vendor portal N/A N/A 100

Sales from trade missions $15.6M $10.0M $10.0M



Number of participants in SBDC workshops in distressed communities 347 96 200

4.3 Catalyze redevelopment through planning and regulatory programs


Number of Economic Development (County-owned) land projects in progress or completed 2 2 2



Number of Constant Contact subscribers 10,136 9,500 9,750



Percent of participants rating the Florida SBDC class content as relevant

97.0% 90.0% 95.0%

Accomplishments:

As of December 2017, 473,493 citizens were employed in Pinellas. This is 90,496 more working citizensthan at the lowest point of the recession in December 2009.

During 2017, Pinellas County Economic Development (PCED) facilitated the approval of $646,695 in training



grants for Pinellas companies which will improve the skills of 355 employees.

PCED assisted in 19 corporate relocations and expansions in 2017. These projects are expected to create 2,048 new jobs, retain 1,812 current jobs, and provide an estimated $335.7M in capital investment in the community. Highlights include The Penny Hoarder which announced a major expansion to their St. Petersburg headquarters and expects to hire 165 new employees by 2020, and Vology, which already employs 310, will add another 200 jobs over the next two to four years.

PCED, in partnership with Global Tampa Bay, participated in three international sales missions to Argentina, Colombia, and the Dominican Republic resulting in $15.5M in projected and realized sales. Additionally, PCED participated in two foreign direct investment missions to Germany/Switzerland and UK/Ireland.

In 2017, clients of the Florida Small Business Development Center at PCED projected they would start 12 new businesses, create and retain 786 jobs, generate over $34.0M in sales, and secure $3.7M in government contracts.

Following Hurricane Irma, PCED hosted the SBA's regional Business Recovery Center. Over 4,000 applications were processed over five months. A total of 78 businesses received $3.6M in loans for physical damages and 56 firms received loans for economic injury. Additionally, through the State of Florida Bridge Loan program, PCED assisted 16 companies in obtaining $601,400 in loans.

PCED planned and cohosted the 2017 Pinellas Economic Leadership Symposium. More than 200 attendees spent two days examining land use, transportation, and economic development strategies to better position Pinellas County for sustained economic opportunity.

Analysis:

The FY19 Budget for Economic Development reflects a decrease of $28,670, or 0.9%, from the FY18 Revised Budget. Staffing increased 2.0 FTE in FY19 in accordance with an approved decision package to expand the Small Business Enterprise program. Of the 19.0 FTE, 2.0 are supported by State and/or Federal grant funding.

The Economic Development Incentive Grants program decreased by $107,310, or 21.0%, from the FY18 Revised Budget as the balance on Qualified Target Incentives is anticipated to be spent down as invoices are received from the State.

The Business Retention, Expansion & Attraction program reflects a decrease of $79,340, or 3.9%, from the FY18 Revised Budget, as the FY18 budget contained a non-recurring appropriation for AmSkills that is not reflected in the FY19 Proposed Budget. This program markets and promotes Pinellas County as a business destination for international trade and encourages businesses already located here to not only stay, but to expand when the opportunity arises, adding stable employment for the residents of the County. This program makes up 64.0% of the Economic Development budget.

The Small Business Assistance program, which includes the Small Business Development Center (SBDC) and the Small Business Enterprise (SBE) program, increased $157,980, or 28.9% in FY19 compared to the FY18 Revised Budget due to the decision package to expand the SBE program. The BCC approved staff to move forward with a more relevant SBE program and explore ways to increase awareness of purchasing opportunities for women, minority and veteran-owned businesses. To that end, a priority aspect is the need fordedicated staff in both Purchasing and Economic Development. The current SBE Program provides a sheltered market for specific purchases to small businesses located in geographical Pinellas County. An enhanced program will foster a strategic approach to diversifying the supply chain and availing small businesses of opportunities to participate in the Pinellas County's procurement process.




100.0%

FY19 Request

General Fund


64.0%13.1%

22.9%

FY19 Request

Business Retention, Expansion & AttractionEconomic Development Incentive GrantsSmall Business Assistance





Business Retention, Expansion & Attraction 1,964,227 2,050,060 1,970,720

Economic Development Incentive Grants 206,605 510,000 402,690

Small Business Assistance 512,534 547,520 705,500

$2,683,365 $3,107,580 $3,078,910





BudgetFY19 Request

General Fund 2,683,365 3,107,580 3,078,910

$2,683,365 $3,107,580 $3,078,910



FY19 Request

Business Retention, Expansion & Attraction


Small Business Assistance General Fund 4.0 6.0


17.0 19.0

Budget Summary by ProgramBusiness Retention, Expansion & Attraction

Funding to expand and retain the existing industry base, and attract targeted and primary industries to PinellasCounty, including workforce development and the Industrial Development Authority.


General Fund 1,964,227 2,050,060 1,970,720



Business Retention, Expansion & Attraction 13.0 13.0

Economic Development Incentive Grants

Funding for incentive programs including the Qualified Target Industry (QTI) Tax Refund Program.


Budget FY19 Request

General Fund 206,605 510,000 402,690



Budget FY19 Request

Economic Development Incentive Grants



Small Business Assistance Funding for small business assistance including the Small Business Development Center (SBDC) and theSmall Business Enterprise (SBE) program, including classes, workshops, individual counseling and technicalassistance with financing and other needs.


FY19 Request

General Fund 512,534 547,520 705,500



BudgetFY19 Request

Small Business Assistance 4.0 6.0


Emergency Management

Description:

The Department of Emergency Management (EM) provides effective coordination of emergency operations indisasters resulting from natural, accidental, and intentional causes. EM develops and maintainsComprehensive Emergency Plans for all potential hazards and coordinates these plans with municipalities,federal and state disaster response agencies, and County departments. EM maintains and manages theCounty's Emergency Operation Center (EOC) during disaster response and recovery operations; as well askeeping citizens informed before, during, and after disasters. The department's activities are closely alignedwith the BCC Strategic Plan goals to Ensure Public Health, Safety, and Welfare.

For additional information, please visit http://www.pinellascounty.org/emergency/default.htm





Alleviate emergency shelter space deficit throughcommunity partnerships

Support a systematic and comprehensive approach forCounty staff management of incidents involving all threatsand hazards




Coordinate and train with partner agencies

Use the Ready Pinellas app and outreach events andmaterials to provide hurricane preparedness informationsuch as evacuation zones and lists of hurricane kit items

Provide review of Emergency Management Plans forHealth Care Facilities


Ensure successful implementation and strengthening ofthe internal Phase Reassignment of Employees in Pinellas(PREP) program




Number of special needs registrations completed 1,636 2,000 2,200

Percent of County staff fully compliant for National Incident Management System (NIMS) 63.0% 65.0% 75.0%

Percent of needed emergency shelter space available 71.0% 71.0% 72.0%



Attendance at educational/outreach events 5,145 6,000 7,000

Average response time to complete health care plan reviews (minutes)

52 48 35




Number of educational/outreach events 114 120 125

Number of health care plans received and reviewed

341 333 333

Number of training/exercise classes organized 69 50 70



Percent of emergency jobs filled by reassignment 13.0% 30.0% 50.0%

Accomplishments:

Emergency Management conducted, for the third time in 32 years, a large scale evacuation of the generalpublic and vulnerable healthcare facilities and there were no fatalities. The department managed the largestand longest power outage in Pinellas County in at least the last 32 years. It was also the first full activation ofthe new Public Safety Campus and the longest activation of the EOC in the past 13 years. The After ActionReport was conducted by internal and external consultants and provided initiatives to enhance and improveprocedures for the next major storm that impacts the area. The County notification system, which providescritical communication tool to all cities and counties, was migrated to the state-provided system in Septemberand is ongoing. It was used during Hurricane Irma to do an all-call to everyone within the County to announcethe evacuation.

Based on the need for a 'just in time' resource, EM designed and introduced a new mobile app, called "ReadyPinellas" designed to actively aid citizens by providing an outline of steps and recommendations as they planand prepare for a tropical storm or hurricane. It can be used for sunny day planning or 'just in time' planningduring a threat. The app is compatible with both Apple and Android mobile devices, and can be downloadedfree of charge. The app was downloaded almost 29,000 times in the first year due to Irma. In addition to thehigh volume of app downloads, Emergency Management also conducted 69 training events with 2,556attendees; a substantial increase from the 46 events with 1,455 trainees in 2016.

Analysis:

Emergency Management's FY19 Budget reflects an overall increase of $175,470 or 12.9% over the FY18 Revised Budget. Emergency Management supports two service areas: daily department operational functions and core EOC responsibilities.

The Emergency Management operational department budget increased $193,080 or 14.4% from the FY18 Revised Budget. This change is consistent with forecasted increases due to inflation and benefit costs. Staffing remained consistent at 13.5 FTE in order to continually deliver first class services to the public and our customers in alignment with the County's Strategic Plan, and reflects a $58,780, 4.8%, increase. Department operating expenditures reflect an increase of $118,150, 95.3%, to support corrective actions identified in the post Hurricane Irma After Action Report (AAR) to ensure a safe and secure community. Capital equipment replacement costs increased $16,150 due to routine replacement schedules.

Emergency Management's EOC budget decreased by $17,610, and offset department operational function costs.




100.0%

FY19 Request

General Fund


100.0%

FY19 Request

Comprehensive Emergency Management





Budget FY19 Request

Comprehensive Emergency Management 1,239,415 1,356,290 1,531,760

$1,239,415 $1,356,290 $1,531,760



Budget FY19 Request

General Fund 1,239,415 1,356,290 1,531,760

$1,239,415 $1,356,290 $1,531,760





BudgetFY19 Request

Comprehensive Emergency Management



13.5 13.5

Budget Summary by ProgramComprehensive Emergency Management

By virtue of federal, state, and local laws, this program provides the bulk of the work necessary for protection oflife and property. It consists of actions and activities that prepare for, prevent, recover from, and mitigatedisasters and emergencies (e.g. hurricanes, tornadoes, terrorist attacks, hazardous materials, floods, etc.)within Pinellas County.


FY19 Request

General Fund 1,239,415 1,356,290 1,531,760



Comprehensive Emergency Management 13.5 13.5


Human Services

Description:

The Human Services Department is responsible for several programs and activities designed to helpdisadvantaged county residents meet essential needs and reach their maximum potential for self-sufficiency.Programs and activities include the Pinellas County Health Program, the Homeless Prevention AssistanceProgram, Disability Advocacy, Veterans Services, Justice Coordination, and Consumer Protection. HumanServices also manages several County financial obligations, including Medicaid Match and other statemandates, as well as the Pinellas County share of Juvenile Detention costs. The department administers morethan 190 contracts to ensure health, safety, and welfare for County citizens. Target areas include physical andbehavioral health, homelessness, and financial assistance. Human Services activities are closely aligned withthe Board of County Commissioners Strategic Plan goals to Ensure Public Health, Safety and Welfare, and toDeliver First Class Services to the Public and Our Customers.

For additional information, please visit http://www.pinellascounty.org/humanservices/default.htm





Provide Human Trafficking required signage informationfor businesses


Contract with the most effective providers to deliveridentified behavioral health services to those in need

Enhance indigent health and dental care through partners


Optimize recovery of federal benefits for veterans and theirfamilies


Fund homeless assistance initiatives that preventhomelessness and place families and individuals inpermanent housing




Engage the public through educational outreachopportunities for consumer protection

Engage the public through the Juvenile Justice CitizensAcademy


Maintain accountability to external grant funders


Monitor and evaluate internal processes for delivery ofservices to the client including timely eligibility andenrollment services

Monitor and evaluate performance measures, customersatisfaction, and invoice reconciliations for all contractorsand provider programs




Percent of Healthcare Effectiveness Data and Information Set (HEDIS) measures on target 94.0% 95.0% 90.0%


Human Services


Percent of Pinellas County Health Program (PCHP) clients with at least one dental visit annually

21.0% 22.0% 35.0%

Percent of Pinellas County Health Program (PCHP) clients with at least one medical visit annually

60.0% 60.0% 75.0%



Total number of services provided by Veteran Service Officers (VSOs) per year

3,454 3,800 3,000

Total number of Veterans Services claims processed per year

2,175 1,300 1,240



Number of homeless individuals/families securing permanent housing (Family Housing Assistance Program [FHAP] and Adult Emergency Financial Assistance [AEFAP])

131 200 150

Number of homeless individuals/families served (Family Housing Assistance Program [FHAP] only) 148 200 150



Number of Consumer Protection public engagements 118 140 122

Percent of attendees satisfied with the Juvenile Justice Citizens Academy experience 100.0% 100.0% 100.0%



Percent of grant reports (programmatic and financial) submitted by due date 100.0% 100.0% 100.0%



Percent of Pinellas County Health Program (PCHP) applications processed within 30 days 96.0% 90.0% 90.0%

Percent of Pinellas County Health Program (PCHP) re-certifications processed within 30 days 96.0% 90.0% 91.0%



Percent of Pinellas County Health Plan customers satisfied with internal processes/staff

98.0% 75.0% 75.0%

Accomplishments:


Human Services

During Hurricane Irma, 49 Human Services' (HS) employees dedicated close to 1,600 hours of staff time responding to the event. The department coordinated a local homeless transportation effort in collaboration with local partners and assisted several local homeless shelters with required evacuation to emergency shelters. HS initiated requests for 240 pallets of water and worked with the St. Petersburg Free Clinic (SPFC) for storage and distribution of water for shelters and pantries. SPFC also provided two trucks to help HS supplyice to assisted living facilities without power. Post-storm, HS coordinated with the Salvation Army and Neighborly Care Network on feeding operations at affected locations. To assist vulnerable populations, a Polar Pod was deployed to community locations to help keep residents without power/air-conditioning cool. Consumer Protection provided post-disaster assistance and information to citizens and placed warning signs toraise awareness and prevent fraud after the hurricane. Assisting with recovery efforts, HS worked with community partners on a targeted resource event to connect Irma-displaced residents to services and provided staffing support to the 211 call center to help address call backlogs. Additionally, following Hurricane Maria, HS staff worked in collaboration with the Hispanic Outreach Center to connect evacuees to services with outposted staffing for over two months and coordination on two targeted resource events with community partners.

Throughout the year, the department facilitated the delivery of programs and services to assist disadvantaged residents. Additional efforts focused on critical housing needs with the development and deployment of Rapid Rehousing, which included working collaboratively with the City of St. Petersburg as a funding partner, 211 Tampa Bay Cares, and St. Vincent DePaul. The collaboration is the first of its kind in the homeless arena. HS staff continue to work closely with the Homeless Leadership Board and serve on a variety of boards to help streamline and close the gaps so that homelessness is rare, brief, and non-reoccurring. All of the efforts continue to have Housing First in the forefront as established by the Board of County Commissioners. To further housing efforts, HS has worked with LIFT partners under the Adult Emergency Financial Assistance Program (AEFAP) to assist individuals living in shelters with the funding to move to a more permanent solution.This need was recognized due to the length of time spent in shelters, and was accomplished by carefully reviewing available funding and making prudent decisions to better serve those in need. The department also developed and deployed an electronic application (E-App) for the Pinellas County Health Program to streamline the eligibility process for citizens. The department facilitated the designation of Pinellas County as a Purple Heart County in its efforts to better assist veterans.

Analysis:

The Human Services FY19 Budget totals $66.3M, a decrease of $2.9M, or 4.1% below the FY18 RevisedBudget. The General Fund supports $63.6M, or 96.0% of the FY19 total requirements. The County HealthProgram Fund provides the remaining $2.7M, or 4.0% of FY19 resources. The County Health Program Fund isa dedicated source of funds utilized to support the Health Program in Pinellas County.

The total net decrease in Human Services expenditures for FY19 reflects reductions in several areas of thedepartment's budget, offsetting increases in other areas. Personal Services supports 104.0 FTE positions,which is a reduction of 1.8 FTE from the FY18 Adopted Budget.

Administration accounts for $3.6M, or 5.4% of the department's total FY19 requirements, with a net increase of$177,990 or 5.3% over FY18. This increase is a result of an inflationary countywide salary and benefitsadjustment and an increase in intergovernmental charges.

Homeless Prevention and Self-Sufficiency accounts for $6.6M, or 9.9% of the department's total FY19requirements, with a net increase of $318,010 or 5.1% over FY18. Included in this increase is BCC approvedfunding in the amount of $200,000 to expand prevention/diversion, emergency shelters for families, andsupportive housing services. Another $25,000 was added to create a Bridge Housing Pilot Program.

Justice Coordination accounts for $3.5M, or 5.2% of the department's total FY19 requirements, with a netdecrease of $1.1M or 25.0% resulting from the sunset of several grants.

The Juvenile Detention Program accounts for $3.7M, or 5.6% of the department's total FY19 requirements,with a net decrease of $909,530 or 19.8% resulting from a reduction in the Juvenile Detention Program costs.This decrease is a result of a reduction in costs passed from the State of Florida to Pinellas County to operatethe Pinellas County Juvenile Detention Facility.


Human Services

Matches Pass-Through and Other Agencies Funded accounts for $1.8M, or 2.6% of the department's totalFY19 requirements, with a net increase of $226,290 or 14.8% over FY18. Included in this increase is BCCapproved funding in the amount of $200,000 to continue the Home Delivered Meals Program for Seniors; and$276,300 to establish the Urban Youth Empowerment program. Funding for these initiatives is available fromFY18 lapsed budget remaining due to the delayed implementation of the School Health Nurses Program withinthe Health Department Fund.

State Mandates – Medicaid Match Budget accounts for $12.8M, or 19.3% of the department's total FY19requirements, with a decrease of $837,400, or $6.1% resulting from the new Medicaid cost calculation. FY19will be the sixth year of a seven year transition moving the state mandated county share of the FloridaMedicaid calculation from utilization based cost sharing to enrollment based cost sharing.

State Mandates – Other accounts for $2.5M, or 3.7% of the department's total FY19 requirements, with anincrease of $100,000, or 4.2% resulting from an increase in the forecasted cost of providing indigent cremationservices.

The Pinellas County Health Program accounts for $30.0M, or 45.3% of the department's total FY19requirements, with a decrease of $829,250, or 2.7% resulting from a reduction in grant funding. Reserves forthe Pinellas County Health Program Fund are budgeted at $0.00, which reflects a decrease of $46,300, as areserve for the fund is not required in FY19.

Contingent upon the November results of Amendment 1, the BCC approved funding to increase servicesthroughout the County. These include: $100,000 to continue the Home Delivered Meals Program for Seniorsand $215,000 to relaunch the Success Training and Retention Services (STARS) program in north PinellasCounty. Funding for these initiatives will also be derived from FY18 lapsed budget from the School HeathNurses Program within the Health Department Fund.


96.0%

4.0%

FY19 Request

General FundPinellas County Health Program



Human Services

5.4%

1.9%

9.9%

5.2%

5.6%

2.6%

45.3%

19.3%

3.7%

1.1%

FY19 Request

AdministrationConsumer ProtectionHomeless Prevention & Self-...Justice CoordinationJuvenile Detention CostsMatches Pass-Through and ...Medicaid Backlog PaymentsPinellas County HealthReservesState Mandates - Medicaid M...State Mandates - OtherVeterans Services





Administration 2,855,524 3,387,080 3,565,070

Consumer Protection 1,056,187 1,171,310 1,254,930

Homeless Prevention & Self-Sufficiency 4,641,942 6,273,790 6,591,800

Justice Coordination 3,527,728 4,600,310 3,451,060

Juvenile Detention Costs 3,183,849 4,602,000 3,692,470

Matches Pass-Through and Other Agencies Funded

2,930,864 1,527,290 1,753,580

Medicaid Backlog Payments 2,309,886

Pinellas County Health 26,846,665 30,842,210 30,012,960

Reserves 46,300

State Mandates - Medicaid Match 14,650,479 13,637,400 12,800,000

State Mandates - Other 480,527 2,369,080 2,469,080

Veterans Services 606,994 690,570 698,820

$63,090,645 $69,147,340 $66,289,770



General Fund 62,664,006 66,451,040 63,639,770

Pinellas County Health Program 426,639 2,696,300 2,650,000

$63,090,645 $69,147,340 $66,289,770


Human Services



BudgetFY19 Request

Administration General Fund 31.0 30.0

Consumer Protection General Fund 12.8 13.0

Homeless Prevention & Self-Sufficiency


Justice Coordination General Fund 8.0 8.0

Pinellas County Health General Fund 39.0 38.0

Veterans Services General Fund 8.0 8.0


105.8 104.0

Budget Summary by ProgramAdministration Activities performed by the department that are indirect in nature and support all other programs in thedepartment. Such costs are generally unavoidable and these activities would be performed whether anyindividual program in the department is reduced or eliminated. Examples include director's office, financial,planning, contract administration, and other department-wide support services.


General Fund 2,855,524 3,387,080 3,565,070



Administration 31.0 30.0

Consumer Protection Consumer Protection investigates consumer complaints for mediation and criminal investigation; providesregulatory enforcement of county ordinances including permitting for bingo, human trafficking, towing, adult useestablishments, and high prescriber pain management clinics; and conducts consumer outreach and education.


FY19 Request

General Fund 1,056,187 1,171,310 1,254,930



Consumer Protection 12.8 13.0


Human Services

Homeless Prevention & Self-Sufficiency This program provides funding to aid the homeless in our community, with an emphasis on families withchildren, via financial assistance and counseling. This includes funding for various agencies and non-profitentities providing assistance to homeless people and homeless prevention services.


FY19 Request

General Fund 4,641,942 6,273,790 6,591,800



BudgetFY19 Request

Homeless Prevention & Self-Sufficiency 7.0 7.0

Justice Coordination Justice Coordination administers and monitors criminal justice contracts, grants, and programs across variousareas including the Medical Examiner, Misdemeanor Probation, Drug Court, Predisposition Juvenile Detention,and Public Safety. Justice Coordination also provides research and development expertise; monitors andevaluates present and future justice programs; and develops new Pinellas County initiatives.


General Fund 3,527,728 4,600,310 3,451,060



Justice Coordination 8.0 8.0

Juvenile Detention Costs This program provides administration of the State mandated County share of funding for juvenile detentioncosts (Florida Statutes 985.6865).


General Fund 3,183,849 4,602,000 3,692,470



Juvenile Detention Costs


Human Services

Matches Pass-Through and Other Agencies Funded Various community social service needs are met through Social Action Funding awards to local non-profitorganizations.


Budget FY19 Request

General Fund 2,930,864 1,527,290 1,753,580



BudgetFY19 Request

Matches Pass-Through and Other Agencies Funded

Medicaid Backlog Payments Funding to account for payments made to the State of Florida for the County's certified obligation forbacklogged billings. These monthly payments were mandated by the State with the signing of House Bill 5301in 2012.


General Fund 2,309,886

Total Expenditures by Program $2,309,886 $0 $0


Medicaid Backlog Payments

Pinellas County Health The Pinellas County Health Program provides for preventive and primary care, specialty care, disease casemanagement, hospital care, prescription medication, dental services, and behavioral health services for lowincome, eligible residents. The Disability Advocacy team provides assistance with the application forSupplemental Security Income/Social Security Disability Insurance (SSI/SSDI).


General Fund 26,420,026 28,192,210 27,362,960

Pinellas County Health Program 426,639 2,650,000 2,650,000



Pinellas County Health 39.0 38.0


Human Services



FY19 Request

Pinellas County Health Program 46,300



BudgetFY19 Request

Reserves

State Mandates - Medicaid Match Matching funds for State Managed Healthcare.


FY19 Request

General Fund 14,650,479 13,637,400 12,800,000



State Mandates - Medicaid Match

State Mandates - Other State mandated funding for Healthcare Responsibility Act services, Behavioral Health Match mandate, ChildProtection Investigation Exams mandate, and the Disposition of Indigent and Unclaimed Bodies program.


General Fund 480,527 2,369,080 2,469,080

Total Expenditures by Program $480,527 $2,369,080 $2,469,080


FY19 Request

State Mandates - Other

Veterans Services Veterans Services supplies assistance to veterans and dependents in all aspects of veteran benefits includingservice connected claims, non-service connected claims for wartime veterans, survivor benefits, and publiceducation on Veterans Administration programs and benefits.


Budget FY19 Request

General Fund 606,994 690,570 698,820



Budget FY19 Request

Veterans Services 8.0 8.0



Pinellas County

Marketing and Communications

Description:

The Pinellas County Marketing and Communications Department provides internal and external marketing and communications services to County departments, community and media partners, and residents. The department's services center on proactively informing our public and providing tools and forums for meaningful engagement with programs and services of Pinellas County government. Select services are also provided to Constitutional Officers, Independent Agencies, and enterprise departments.

The general services provided by the department include: public information and education, emergency communications, media relations and training, public meeting broadcasting and support, PCC-TV station management, marketing programs, community events, outreach and engagement, social media and web content management, publications, graphic design, animation, audio and video production, LiveChat, Information Desk and main phone lines support.

The Marketing and Communications Department primarily supports the Board of County Commissioners Strategic Plan goal to Deliver First Class Services to the Public and Our Customers.

For additional information, please visit http://www.pinellascounty.org/communications





Host an annual professional development program forpublic information officer partners to strengthen regionalcommunication efforts


Increase social media post engagement by 25% by the end of FY19

Develop a new county website in partnership with Office ofTechnology and Innovation to improve usability

Implement a media training program for all public-facing County departments

Conduct a public education campaign for Amendment 1 (Proposed Additional Homestead Exemption)




Number of community outreach events supported 140 75 100

Number of Facebook followers 20,631 22,000 25,000

Number of materials produced in Spanish 20 30 50

Number of users engaging through online platforms (not including the County website)

120,000 168,000 180,000

Accomplishments:

In FY18, the Marketing and Communications Department successfully completed a multi-year education campaign for the Penny for Pinellas sales tax. Voters overwhelmingly approved the ballot initiative with 83% in favor of extending Penny for Pinellas for an additional 10 years. The department also saw significant growth in outreach efforts. Public Information Office coordination during Hurricane Irma resulted in more than 80% social



media audience growth on Facebook alone, and produced the County's first multilingual videos (in English, Spanish and American Sign Language). Post-Hurricane Maria, the department hosted six Citizen Information Center on the Road events to provide information about available services.

In an effort to further diversify the content being produced by the department, the department launched Doing Things TV, an online series that highlights County programs, services and employees. The department also began audio system upgrades in the Board of County Commissioners (BCC) Meeting Control Room to produce higher-quality content for PCC-TV. Additionally, the department hosted its first fully bilingual community event, "United in Support/Unidos en Apoyo," in partnership with the Hispanic Outreach Center. Along with that, the department launched a new summer learning program for kids, Pinellas Promise Summer Youth Program.

Analysis:

The Marketing and Communications budget for FY19 is $2.9M, which represents a 0.2% decrease over the FY18 Revised Budget. This is attributed to the conclusion of temporary staff augmentation services and reallocation of funding to support the new marketing function, which was implemented in FY17. Staffing levels for FY19 remain unchanged from FY18 with 26.0 FTE.

While the overall FY19 Budget remains in line with FY18 Revised Budget, the department's focus is changing from a primarily internal services operation to an external-facing operation. This effort is set to enhance public outreach and engagement by offering more public events, encouraging greater citizen engagement, expanding bilingual media relations, and strengthening the County's social media presence.

Starting in FY18, the Public Information program and all its activities was integrated into the County Organization Support program. This change had no operational or financial impact on the department's budget.


100.0%

FY19 Request

General Fund




100.0%

FY19 Request

County Organization Support





County Organization Support 1,332,056 2,900,810 2,894,260

Public Information 831,591

2,163,648 2,900,810 2,894,260



General Fund 2,163,648 2,900,810 2,894,260

2,163,648 2,900,810 2,894,260



FY19 Request

County Organization Support General Fund 26.0 26.0


26.0 26.0




County Organization Support As an internal support department, Marketing and Communications provides services required by the Board ofCounty Commissioners, County Administrator, department directors and staff. It also provides a selection ofservices to constitutional officers, and independent agencies within the County structure. The CountyOrganization Support program creates and executes communications/marketing plans; facilitates online forums;provides media relations and media training; performs spokesperson function; produces videos, animation,brochures, posters, and other graphics; designs, restructures, and maintains the County website in partnershipwith Business Technology Services (BTS); provides support for crisis communications, consults on issues, andprovides other communication-related services.


BudgetFY19 Request

General Fund 1,332,056 2,900,810 2,894,260



Budget FY19 Request

County Organization Support 26.0 26.0

Public Information As an external communications provider, the Public Information program engages directly with citizens throughsuch tools as social, traditional, and online media outlets, public information networks, online and in-personforums, and web-based multi-media platforms. This program also provides general and crisis-orientedinformation to the public through various means.


General Fund 831,591

Total Expenditures by Program $831,591 $0 $0


Public Information


Office of Asset Management

Description:

The Office of Asset Management will be responsible for administering the Enterprise Asset Management (EAM)Project, centralizing efforts in methodologies, maintaining the system/database, providing enterprise-level analysis, as well as optimizing energy and asset life-cycle engineering. The EAM Project strives to transform the organizational culture to one that fosters process consistency and efficiency, data transparency, collaboration and continuous improvement. Although asset management strategies are executed within each operating department based on its asset portfolio, maximum consistency and efficiency can only be gained through the creation of this new department.

For additional information, please visit http://www.pinellascounty.org

Analysis:

Beginning in FY19, the Board of County Commissioners approved $1.1M to establish the Office of AssetManagement. This allocation supports 9.0 FTE.

Of this total, 5.5 FTE will support program administration. This includes the director who will lead departmentstaff, administer the asset management (AM) program, be the lead business relationship manager, anddevelop AM policies. The balance of FTE will provide training to all end users and on-board training for newhires/those being promoted, provide modeling/improvement, procedure development, process analytics andmanage compliance with ISO 55000 the international standard in physical assets management.

In order to provide necessary business support, 1.5 FTE are allocated to provide business analytics, dataanalytics and data reporting. An additional 1.0 FTE is allocated to provide technical support through systemadministration to ensure global configurations are maintained within Cityworks and monitor/coordinate futureversion updates/upgrades to the user community. In order to support the Asset Portfolio Management, 1.0FTE, an Energy Management Engineer, is allocated to oversee the Energy and Water ManagementPolicy/Program. This position will monitor technology trends, serve as central point of contact with utilityproviders, monitor Board investments and returns for conservation projects, monitor current consumption,monitor effects of asset management activities on utility consumption, make energy/water investmentrecommendations, and create/promote/monitor/report an energy and water conservation program.


100.0%

FY19 Request

General Fund




100.0%

FY19 Request

Asset Management





Asset Management 1,134,500

$0 $0 $1,134,500




$0 $0 $1,134,500



Budget FY19 Request

Asset Management General Fund 9.0


0.0 9.0




Asset Management This program provides for the ongoing systematic process of commissioning, operating, maintaining, disposaland optimization of enterprise assets.


Budget FY19 Request


Total Expenditures by Program $0 $0 $1,134,500


BudgetFY19 Request

Asset Management 9.0



Pinellas County

Office of Management & Budget

Description:

The Office of Management and Budget (OMB) provides leadership and solutions countywide by deliveringbudget, financial, and strategic performance management services to all stakeholders; and supports efficientand effective delivery of stable and sustainable services in accordance with the Pinellas County Doing Thingsstrategic plan, financial best practices, and the law.

OMB is responsible for the preparation of the annual budget and capital improvement plan and ensures theproper management of County financial resources as required by law and sound financial practice. The Boardof County Commissioners' approved budget is the central element in the development of an overall financialplan that ensures public accountability. The department is also responsible for management and disclosures onall County debt issues. Additionally, the department prepares all required certifications and submits necessary

filings to the Florida Department of Revenue, other state agencies, and County officials on behalf of the CountyAdministrator.

OMB's scope of service includes direct financial support and operating accounts payable for somedepartments, as well as defining and sharing countywide best practices for the procure-to-pay process. OMB isalso responsible for the budget and financial management of the Capital Improvement Program (CIP).Annually, the department produces the CIP budget and the CIP Six-Year Work Plan. OMB performs ongoingfinancial services, including procure-to-pay and grant reimbursement support for capital projects. As the leadagency for financial oversight and analysis, the department coordinates with stakeholder teams responsible forexecution and governance of the CIP program.

The Grants Center of Excellence defines policies, procedures, and best practices with regard to grants. TheCenter of Excellence provides grants-related resources to departments, facilitates countywide grant reporting,and helps maximize grant opportunities while minimizing risk through compliance. In FY18, this centerexpanded its support to include grant writing.

In addition to budgetary and financial management analysis, OMB provides technical assistance in the area ofstrategic performance management (SPM). OMB supports the SPM process for County Administratordepartments by assisting with strategic planning, performance measurement, actively monitoring performancedata and the progress of initiatives, and conducting process improvement projects. Incorporating performancemanagement into budget and financial processes ensures effective and efficient delivery of County servicesand support as a means of exceeding customer expectations.

OMB's strongest alignment with the BCC Strategic Plan is 5.2 - Be responsible stewards of the public'sresources. However, OMB contributes to all areas of the strategic plan by providing support as described abovesuch that all departments and agencies are enabled to achieve their objectives in furtherance of the plan.

For additional information, please visit http://www.pinellascounty.org/budget/default.htm





Adopt portfolio approach to prioritizing capital projects andimprove the process for managing projects to enhanceoutput, reporting, and decision support




Enhance transparency for budget, financial, andperformance to the public and our customers


Deliver a balanced budget based on a 6-year forecast,ensuring adequate reserves and competitive rates andfees




Continue to incorporate Strategic PerformanceManagement into the budget and decision-makingprocesses

Maximize grants compliance and grant funding receivedfrom available sources, including reimbursement ofhurricane or other disaster related expenses from theFederal Emergency Management Administration (FEMA)


Leverage cloud-based performance dashboard softwareand other technology to enhance data-driven decision-making and performance management

5.4 Strive to exceed customer expectationsLead countywide projects focused on delivering superiorcustomer service experience to all customers




Grant revenue $35.7M $56.3M $81.4M

Percent variance of General Fund year-end actuals to projected revenues 0.5% 0.3% <2.0%



Average operating invoice hold resolution cycle time (calendar days) 4.3 7.0 7.0



Percent of OMB customers satisfied or very satisfied with level of service 91.1% 91.0% >90.0%

Accomplishments:

For the 13th consecutive year, OMB received the Government Finance Officers Association (GFOA) Distinguished Budget Presentation Award. In concert with this, OMB facilitated development and adoption of a balanced budget with adequate reserves, based on a multi-year forecast, in compliance with statutory requirements for FY18.

OMB provided support to the Penny for Pinellas education campaign, coordinating with cities and County departments and agencies to develop educational materials regarding past Penny accomplishments and facilitating Board direction for future Penny priorities. Given the number and variety of potential projects identified, it became evident we needed a better way to prioritize projects and get them approved for funding to be in the Capital Improvement Program. Rather than setting specific dollar amount allocations by function as we've done previously, OMB is facilitating the development of a portfolio approach to help prioritize and manage capital improvement projects in order to deliver the most value to the County. The project is currently in progress with full implementation planned to support Penny IV in FY20.

As part of the County's strategic priority to Deliver First Class Services to the Public and Our Customers, OMB partnered with departments to double the number of Voice of the Customer survey responses, decrease response times for the Doing Things App to less than one business day, improve call wait times, and decrease dropped calls.



OMB also continues to provide exceptional service to its customers, maintaining a satisfaction rate of 91% inits annual customer/partner survey.

Analysis:

The Office of Management & Budget (OMB) FY19 Budget reflects a decrease of $103,300 or 2.4% under the FY18 Revised Budget. The permanent FTE count decreases from 36.0 to 35.0 as a position dedicated to SharePoint and OBIEE project management was transferred to the Office of Technology and Innovation. Also included in the decrease above is an $85,000 reduction due to the need for fewer outside technical consultants. The budget reduction reflects the department's focus on being responsible stewards of the public's resources. Starting in FY19, OMB will use only one program, Management and Budget, recognizing that Strategic Performance Management is integral to budgeting. In prior year budget documents, the StrategicPerformance Management function was reflected in the Countywide Support Services – Performance program.


100.0%

FY19 Request

General Fund


100.0%

FY19 Request

Management & Budget







BudgetFY19 Request

Management & Budget 3,828,367 4,306,050 4,202,750

$3,828,367 $4,306,050 $4,202,750



FY19 Request

General Fund 3,828,367 4,306,050 4,202,750

$3,828,367 $4,306,050 $4,202,750



Management & Budget General Fund 36.0 35.0


36.0 35.0

Budget Summary by ProgramManagement & Budget

Operating and Capital Improvement Program (CIP) budget preparation, and financial and strategic performancemanagement.


General Fund 3,828,367 4,306,050 4,202,750



Management & Budget 36.0 35.0


Office of Technology and Innovation

Description:

The Office of Technology and Innovation (OTI) is responsible for providing information technology and business application/software services to all departments under the County Administrator. OTI staff provide both custom application development and business support services, and also lead the County's COTS (commercial off-the-shelf) vendor-supported system implementations. OTI also provides data integration services and a variety of business support services such as process mapping, change management, governance support, and application portfolio management.

OTI is looked upon to research, recommend, and implement innovative solutions that foster increased business productivity to its internal customer departments. OTI's vision is to continually improve the technologies and systems available to departments and citizens, and to make government services and information accessible, transparent, and easy to use.

OTI primarily aligns with the Board of County Commissioners' Strategic Plan goal to Deliver First Class Services to the Public and Our Customers.

For additional information, please visit http://www.pinellascounty.org/





Partner with Emergency Management to develop variousapplications for emergency planning and preparedness,including a web-based Special Needs intake process




Support Economic Development initiatives includingevaluation of systems to support a diversity managementprogram to ensure competitive procurement processes




Lead implementation and integration of the County's newpermitting (Accela) and asset management (CityWorks)systems with departmental processes and workflows

Accomplishments:

The Office of Technology and Innovation was formed in FY18 as part of a reorganization that involved aligning business support applications closer to the departments that rely on them for day-to-day operations. Business Technology Services (BTS) and OTI completed their alignment and continue a strong partnership to provide holistic information technology support services to all departments under the County Administrator.

Since its inception, OTI has kicked off various high profile projects with broad stakeholder engagement, including the replacement of the County's public website, asset management system, permitting system, parks reservation system, and animal management system. These projects are all designed to retire legacy technologies and enhance productivity within County departments, as well as provide our citizens with an excellent user experience while expediting services.

OTI has also begun work on a strategic blueprint for information technology that will align our projects, services, strategies, and goals with the overall County strategic plan.



Analysis:

In FY18, the Office of Technology and Innovation (OTI) was established under the County Administrator by realigning existing resources. The FY19 Budget totals $19.4M, an increase of $8.6M, or 80.2% over the FY18 Revised Budget, which only reflected the BCC Strategic Projects Budget. The FY19 OTI Budget accounts for 32.5% of the total FY19 Business Technology Services Fund requirements. The office is comprised of 17.0 FTE from BTS Enterprise & Custom IT Services Budget and 1.0 FTE from the Office of Management and Budget for a total of 18.0 FTE. The amount above does not include $2.4M, which is comprised of $2.2M in personal services and $211,650 in operating expense which was allocated within the BTS Enterprise & Custom IT Budget in FY18. These resources were used to support OTI in FY18, but remained allocated in the BTS Enterprise & Custom IT Budget. The FY19 OTI Budget realigns these funds from the BTS Enterprise & Custom IT Budget into a separate budget for OTI, resulting in a net-neutral impact.

The FY19 Operating Budget accounts for $2.5M, or 13.1% of the total FY19 requirements, with a net increase of $127,885, or 5.3% over FY18. This increase is a result of the countywide labor and benefits adjustment as well as an increase of $67,810 in operating expense. Personal Services supports 18.0 FTE, which is a continuation from the FY18 Adopted Budget.

The BCC Strategic Projects Budget accounts for $16.9M, or 86.9% of FY19 requirements, with a net increase of $6.1M, or 56.6% over FY18. This increase is a result of the continuation costs of multi-year BCC projects, the Enterprise Asset Management project and the Accela Civic Platform Land Management project. Included in this allocation is the funding to support 5.0 FTE positions. Of this total, 2.0 FTE were transferred from the BCC Strategic Projects Budget which was originally allocated within the BTS FY18 Adopted Budget. Prior to the realignment in FY18, 1.0 FTE was added to support SharePoint, Business Intelligence, PowerDMS, and other software application and tools. Additionally, 1.0 FTE was added in FY18 using existing funds to support the Accela Civic Platform Land Management project and 1.0 FTE was added beginning in FY19 using additional funds approved by the Board to support the implementation of the Enterprise Asset Management Program.


100.0%

FY19 Request

Business Technology Services




100.0%

FY19 Request

BCC Strategic Projects





BCC Strategic Projects 3,574,586 10,764,510 19,398,840

$3,574,586 $10,764,510 $19,398,840



Business Technology Services 3,574,586 10,764,510 19,398,840

$3,574,586 $10,764,510 $19,398,840



Budget FY19 Request

BCC Strategic Projects Business Technology Services 23.0


0.0 23.0




BCC Strategic Projects

Provides business services needed to manage and implement strategic projects for the BCC departments atthe direction of the County Administrator's Executive Leadership Team.


Budget FY19 Request

Business Technology Services 3,574,586 10,764,510 19,398,840



BudgetFY19 Request

BCC Strategic Projects 23.0


Parks & Conservation Resources

Description:

The Parks & Conservation Resources (PCR) department maintains and protects the inherent value of natural, cultural, and recreational resources through access, education, and stewardship that enhance the quality of life for our community and future generations. In addition to maintaining County parks, preserves and other County land through land management and trades work, the department also monitors air quality, beach and water safety, and provides visitor services to citizens. PCR provides horticulture and sustainability education to the public through its Extension office. The activities of this department align closely with the BCC strategic goals to Practice Superior Environmental Stewardship and Foster Continual Economic Growth and Vitality.

For additional information, please visit http://www.pinellascounty.org/park/default.htm





Provide for visitor safety at County beaches and waterfrontparks



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

Manage natural resources for parks and environmentallands

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

Ensure compliance with rules, regulations, and otherrequirements to protect and maintain air quality




Provide access and opportunities for resource-basedrecreation




Provide educational outreach opportunities for naturalresources and sustainability

Engage residents, students, and greater community inimproving parks and educating residents


Continue to offset impact to General Fund through userfees, grants, and other alternative funding sources


Implement one-stop shopping process for onlinereservations and fee collections by end of FY18

Provide operation and maintenance to ensure safe,serviceable, and functional parks and facilities

5.4 Strive to exceed customer expectationsDeliver superior customer service through consolidatedbusiness support services







Percent guarded beach days (or alternate measure related to beach safety)

90.0% 65.0% 65.0%



Number of acres treated to control exotic flora and other species

3628.0 3700.0 3700.0



Percent completion/validity of data for meeting monitoring requirements for non-ozone air pollutants

95.0% 70.0% 90.0%

Percent completion/validity of data for meeting monitoring requirements for ozone

97.4% 90.0% 95.0%

Percent compliance with air quality inspections, standards, and requirements 99.4% 94.0% 94.0%



Number of park and preserve visitors 17,004,246 19,000,000 16,000,000



Number of group learning participants 149,291 120,000 140,000

Number of group learning programs offered 8,701 6,500 8,000



Percent budget supported by outside funding (user fees, grants, etc.)

44.0% 40.0% 38.0%



Number of mowing cycles annually 16.0 18.0 18.0

Number of volunteer hours 147,023 120,000 140,000

Percent increase of mowing cycles annually N/A 11.0% 12.5%

Percent of one-stop shopping process improvement completed

50.0% 100.0% 100.0%

Value of volunteer hours 3,463,862 3,000,000 3,000,000

Accomplishments:

The completion of park enhancements helped improve access and opportunities for resource-basedrecreation. At Wall Springs Park, the new observatory tower opened in July 2018. The development of theMcMullen land addition, which will greatly extend the overall acreage of the park, is on schedule for completion



in FY19.

The County also saw the completion of six additional miles of bike/pedestrian trails through the completion ofthe first leg of the Florida Coast to Coast Connector Trail and the extension of the Duke Energy Trail. Thecompletion of the Elfer's Spur repair of the Pinellas Trail, as a joint project with the City of Tarpon Springs,Pinellas County Public Works and Parks & Conservation Resources crews, improved access to the PinellasTrail, North Anclote Nature Park, and several city recreational amenities.

The contract for consolidating the reservation and point of sale systems has been awarded to CivicPlus andwill be implemented in the first quarter of FY19. The new software application, RecPlus, is intended to make iteasier and more convenient for park patrons to make campground and picnic reservations and purchasebeach and boat ramp parking passes.

A park visitor survey is being piloted in the summer of 2018 to collect ongoing feedback from visitors abouttheir expectations and experiences in Pinellas County parks. The pilot survey will be launched at Fort De Soto,Howard Park, and Lake Seminole Park and will ask visitors about their perceptions regarding park cleanliness,facilities, safety and security, and amenities.

Analysis:

The Parks & Conservation Resources (PCR) Department's FY19 Budget reflects an increase of $638,370, or2.6%, from the FY18 Revised Budget. Staffing increases by 1.0 FTE to 201.0 FTE. The General Fund portionof the PCR budget is used to maintain and secure more than 48 facilities and 20,000 acres that make up theparks, preserves, and management areas owned by the County. PCR operates the County's museumsincluding Heritage Village and the Gulf Beaches Historical Museum. Through County Extension, PCR providesscientific information and conducts educational programs, including Commercial and Urban Horticulture, UrbanSustainability, and 4-H Youth Development.

The General Fund portion of PCR's budget reflects an increase of $638,920, or 2.9%, from the FY18 RevisedBudget. This increase includes the addition of one Project Management Specialist to oversee the department'sCapital Improvement Program (CIP) projects. This position will provide the needed support to move smallerprojects up in priority, complete more projects, and avoid adding to the burden of engineering staff for projectsthat do not require engineering expertise. The increase also includes the addition of one InformationTechnology Analyst to provide Geographic Information System (GIS) support, analyses, reporting, andimplementation of Cityworks database within the Enterprise Asset Management (EAM) program for PCR'sasset portfolio. The net increase of only 1.0 FTE is due to the deletion of a vacant Air Quality position that wasno longer needed.

The Tree Bank Fund reflects an increase of $117,180, or 101.2%, from the FY18 Revised Budget. ExcludingReserves, the budget reflects a decrease of $27,840, or 24.0%. The net increase of the overall budget is dueto the establishment of $145,020 in reserves. The County receives most of the revenue for this fund from feesand fines when trees are removed without being replaced, and from the sale of timber from County-owned andmanaged property. PCR has used these funds over the past few years to address land maintenance issuessuch as the removal of exotic invasive plants.

The Air Quality – Tag Fee Fund budget reflects a decrease of $117,730, or 5.4%, from the FY18 RevisedBudget. Excluding reserves, the budget reflects a decrease of $139,170, or 9.0%. Revenue for this fund isderived from state-collected fees and is projected to increase by 3.6% compared to the FY18 Revised Budget.Reserves increase by $21,440, or 3.4%.




8.3%

90.8%

0.9%

FY19 Request

Air Quality - Tag FeeGeneral FundTree Bank Fund


8.0%

10.6%

1.8%

7.4%

15.0%

3.2%8.2%

44.9%

0.9%

FY19 Request

AdministrationAir QualityBeach & Water SafetyEducation and OutreachLand ManagementReservesTradesVisitors ServicesVolunteer Services





Administration 1,702,459 1,962,360 2,010,980

Air Quality 2,285,206 2,850,350 2,637,850

Beach & Water Safety 305,338 452,930 461,260

Education and Outreach 1,489,826 1,880,180 1,846,020

Land Management 4,053,365 3,717,790 3,745,870

Reserves 631,660 798,120

Trades 1,612,070 2,057,240




BudgetFY19 Request

Visitors Services 9,298,394 11,047,440 11,229,150

Volunteer Services 184,274 195,020 201,680

$19,318,863 $24,349,800 $24,988,170



BudgetFY19 Request

Air Quality - Tag Fee 1,460,617 2,185,390 2,067,660

General Fund 17,815,340 22,048,620 22,687,540

Tree Bank Fund 42,906 115,790 232,970

$19,318,863 $24,349,800 $24,988,170



Administration General Fund 18.0 16.0

Air Quality General Fund 12.0 10.0

Air Quality Air Quality - Tag Fee 9.0 10.0

Beach & Water Safety General Fund 14.0 13.5

Education and Outreach General Fund 14.1 13.5

Land Management General Fund 18.0 21.0

Trades General Fund 17.4 18.0

Visitors Services General Fund 95.5 97.0

Volunteer Services General Fund 2.0 2.0


200.0 201.0

Budget Summary by ProgramAdministration Activities performed by the department that are indirect in nature and support all other programs in thedepartment. Such costs are generally unavoidable and these activities would be performed whether anyindividual program in the department is reduced or eliminated. Examples include director's office, financial,planning, contract administration, and other department-wide support services.


FY19 Request

General Fund 1,702,459 1,962,360 2,010,980



Administration 18.0 16.0



Air Quality Regulation of Major Stationary Source facilities. Permit review, compliance inspections, enforcement, emissionsinventory, test observations and reviews, periodic reports reviews, required reporting to Florida Department ofEnvironmental Protection (FDEP), and US Environmental Protection Agency (EPA). Regulation of unpermittedsources of air pollution; pollution prevention & compliance assistance to small businesses; response to citizencomplaints regarding air pollution sources, and resolution of non-compliance activities. Regulation of allasbestos control activities during building renovations and demolitions.


BudgetFY19 Request

Air Quality - Tag Fee 1,460,617 1,553,730 1,414,560

General Fund 824,589 1,296,620 1,223,290



FY19 Request

Air Quality 21.0 20.0

Beach & Water Safety Through the use of certified lifeguards, provide a safe a secure experience for visitors to Pinellas Countybeaches.


General Fund 305,338 452,930 461,260



Beach & Water Safety 14.0 13.5

Education and Outreach Provides education and research in the areas of natural resources and urban sustainability through access toprograms, partnerships, and educational facilities.


General Fund 1,489,826 1,880,180 1,846,020



Education and Outreach 14.1 13.5



Land Management Protect parks, environmental land, and natural resources and maintain the landscapes of countywideproperties.


Budget FY19 Request

General Fund 4,010,460 3,602,000 3,657,920

Tree Bank 42,906 115,790 87,950



BudgetFY19 Request

Land Management 18.0 21.0



Air Quality - Tag Fee 631,660 653,100

Tree Bank 145,020

Total Expenditures by Program $0 $631,660 $798,120


Reserves

Trades Provides specialized skills for the maintenance and construction of park facilities and infrastructure.


General Fund 1,612,070 2,057,240



Budget FY19 Request

Trades 17.4 18.0

Visitors Services Provides safe maintained parks, preserves, and management areas for visitors.


General Fund 9,298,394 11,047,440 11,229,150



Visitors Services 95.5 97.0



Volunteer Services Manages the Volunteer Services Program for Unified Personnel System.


FY19 Request

General Fund 184,274 195,020 201,680



BudgetFY19 Request

Volunteer Services 2.0 2.0


Planning

Description:

The Planning Department has responsibility for preserving and maintaining the livability of the presentcommunity and neighborhoods, and influencing future community growth through the implementation of qualityplanning initiatives and housing assistance services and programs. The department plans and managesunincorporated land use and zoning, coordinates efforts to update and implement the Pinellas CountyComprehensive Plan, guides the community in addressing the complex challenges posed by redevelopment inurban spaces through the County's Land Development Code, and manages the County's first unincorporatedCommunity Redevelopment Area in the Lealman community. The department facilitates the urban planningprogram involving multiple departments, the municipalities within Pinellas and/or adjacent counties, agencies atall levels of government, and the public to support a vibrant community. The department coordinates affordablehousing opportunities, community development, and long-range planning so the County can effectively face

social, economic, environmental, cultural and quality-of-life challenges. This department primarily supports theBoard of County Commissioner's strategic goal to Foster Continual Economic Growth and Vitality.

For additional information, please visit http://www.pinellascounty.org/Plan/default.htm




4.2 Invest in communities that need the mostConsolidate 'disparate' funding sources to more efficientlyaddress affordable housing needs, reduce homelessness,and increase home ownership


Adopt the revised land development code to increaseredevelopment by removing regulatory barriers


Introduce new Guiding Principles of the ComprehensivePlan




Complete the RESTORE ACT sea-level study to identifyand protect critical assets, and develop long-rangeadaptation strategies




Number of historic markers in progress or approved

4 5 3

Percent of completion of RESTORE Act vulnerability assessment 15.0% 50.0% 100.0%



Percent of completed Economic Development and Housing related interim Comprehensive Plan amendments

0.0% 80.0% 100.0%

Lealman CRA grant applications funded 10 10 15

Number of Affordable Housing Land Assembly Fund housing units in progress or completed 371 199 140


Planning


Number of partner tenants at The Exchange @ Lealman Partner Programming facility

N/A 5 10

Number of programs implemented through the Lealman CRA Program

2 2 4

Ratio of non-County funds leveraged by County funds invested in affordable housing

4.2:1 3.4:1 3.5:1



Acres of land acquired through the Affordable Housing Land Assembly Fund

7.2 11.3 6.0

Comprehensive Plan re-write completion 0.0% 0.0% 50.0%

Number of Board of Adjustment cases processed 91 95 75

Number of Certificate of Appropriateness application decisions completed 5 4 5

Number of plans or initiatives undertaken that support increased redevelopment, resue and place-based or walkable communities

7 17 8

Number of zoning/land use amendments processed 14 40 35

Accomplishments:

The Planning Department is responsible for updating the Comprehensive Plan and has worked to update thePlan, shifting the format from "Goals, Objectives, Policies" to "Goals, Objectives, Policies, Strategies." Thisconsolidates the language into a condensed, easier to utilize set of policies. The focus is for theComprehensive Plan to be a "guidance" document, rather than a "regulatory" document and will removeregulatory language for inclusion in the Land Development Code or other regulating documents if necessary.The department has worked to direct the policies of the Comprehensive Plan for the County as aredevelopment community with most available land already built out. The department has also drafted andpresented new guiding principles to support the future update to the Comprehensive Plan which aligns withstrategic redevelopment.

The department has also updated the Land Development Code to accomplish the following: focus towardredevelopment and infill instead of greenfield, incentivize economic investment, modernize regulations, reduceredundancies, streamline and consolidate language, and create a more user-friendly code. Staff have heldinformation sessions, communicated with the public and other stakeholders through online engagement, andproduced final draft documents to be ready for adoption in 2018.

The County purchased the former Windsor School property to be utilized as a Lealman Community Campus.Initial leases to service providers include the YMCA, Broach School, and Excellerated Learning. Leases arecurrently being negotiated for approximately 16 tenants.

The STAR Community Rating System is a voluntary, menu-based certification program designed to evaluate acommunity's progress against a set of standardized sustainability objectives and evaluation measures. TheSTAR system helps cities and counties achieve a healthy environment, a strong economy, and well-being forresidents. In partnership with County Extension, the County is working to become certified through the STARsystem. The first phase of certification has provided a baseline evaluation of existing County operations andprograms.

The Planning Department has begun work on Phase 1 of the Palm Harbor Master Plan Update. A major


Planning

component of this update pursues form-based regulations and codes for the Downtown area, which ties effortssurrounding parking, retail, and historic recommendations. Form-based codes foster predictable built results byusing physical form rather than separation of uses as a powerful alternative to conventional zoning regulation.

Analysis:

The Planning Department FY19 Budget reflects a decrease of $1.5M or 4.9% compared to FY18 Revised Budget. The Planning Department has two operational programs: Housing & Community Planning (community development); and Comprehensive and Strategic Planning, Future Land Use and Zoning (general planning). The budget decrease occurs in the Housing & Community Planning program.The FY19 Budget for the Housing & Community Planning program reflects a decrease of $1.9M or 7.0%compared to the program's FY18 Revised Budget. During the budget development process for the FY19 Budget, general funds were not requested to supplement affordable housing as in FY18, resulting in a$500,000 program reduction. In addition, the FY19 State Housing Initiatives Partnership (SHIP) budget is expected to be reduced by $3.1M or 32.3%. The reasons for this reduction are 1) the FY19 SHIP entitlement funding from the state is projected to be reduced by $1.3M or 65.0% from the prior year's appropriation; and 2) a greater than anticipated Grants and Aids outflow occurred in FY17 that resulted in reduced resources being available for the FY19 budget. Both the Community Development Grant Fund and the Community Housing Trust budgets are expected to increase by $1.2M or 7.5%; and $548,100 or 39.8%, respectively. These increases are due to the carryforward of obligations that have not been expensed in FY18 nor reimbursed to FY19. All available resources are fully budgeted in the Housing & Community Planning program in FY19.The FY19 Budget for the Comprehensive and Strategic Planning, Future Land Use and Zoning program reflects an increase of $445,530 or 16.0% compared to the program's FY18 Revised Budget. This increase is primarily due to the addition of staff and the need for more professional/contracted services for planned workload. Two (2) new FTEs are provided in FY19: a business development & capital planning manager, and a Health-in-All Policies planner. The first position is added to oversee and coordinate various capital projects with other County departments and promote business development and redevelopment within the Lealman Community Redevelopment Area (CRA). The second position will collaborate across sectors and growth plans,so to include health considerations in policy. The cost of this position is expected to be reimbursed through a three-year contract between the Foundation for a Healthy St. Petersburg and the County. Two (2) positions were allocated to the Lealman Redevelopment Area Trust Fund and are not included in the Planning Department's budget but are part of the CRA's budget.The need for additional professional services is due to the number of projects being coordinated by the Planning Department, such as the Restore Act/Vulnerability Assessment, the 54th Avenue study to enhance road improvements and links though the heart of the Lealman CRA, and the Palm Harbor Master Plan Update. The department continues its role to plan vibrant communities and engage residents and businesses in the process of improving land use development for a high quality of life in Pinellas.


Planning


58.8%

6.8%

11.4%

23.0%

FY19 Request

Community Development GrantCommunity Housing TrustGeneral FundState Housing Initiatives Partnership (SHIP)


11.4%

88.6%

FY19 Request

Comprehensiveand StrategicPlanningFuture LandUse & Zoning

Housing andCommunityPlanning





Comprehensive and Strategic Planning Future Land Use & Zoning

1,668,902 2,792,690 3,238,220

Housing and Community Planning 10,534,383 27,082,430 25,178,330

$12,203,285 $29,875,120 $28,416,550


Planning



BudgetFY19 Request

Community Development Grant 5,888,613 15,553,540 16,721,110

Community Housing Trust 313,442 1,378,180 1,926,280

General Fund 2,068,902 3,292,690 3,238,220

State Housing Initiatives Partnership (SHIP) 3,932,329 9,650,710 6,530,940

$12,203,285 $29,875,120 $28,416,550



FY19 Request

Comprehensive and Strategic Planning Future Land Use & Zoning


Housing and Community Planning Community Development Grant 18.0 17.0


37.0 37.0

Budget Summary by ProgramComprehensive and Strategic Planning Future Land Use & Zoning

Coordinates the County's comprehensive planning, rezoning and future land use responsibilities. Conducts andsupports community planning and urban redevelopment initiatives. Provides support for the Pinellas CountyLocal Planning Agency, the Board of Adjustment, and the Historic Preservation Board.


General Fund 1,668,902 2,792,690 3,238,220



Comprehensive and Strategic Planning Future Land Use & Zoning 19.0 20.0

Housing and Community Planning

Sustains the long-term social, economic, and environmental health of communities in Pinellas County bystrengthening and supporting the preservation and development of quality housing.


Budget FY19 Request

Community Development Grant 5,888,613 15,553,540 16,721,110

Community Housing Trust 313,442 1,378,180 1,926,280

General Fund 400,000 500,000

State Housing Initiatives Partnership (SHIP) 3,932,329 9,650,710 6,530,940



FY19 Request


Planning


BudgetFY19 Request

Housing and Community Planning 18.0 17.0


Public Works

Description:

The Public Works Department manages essential vehicular, pedestrian, and drainage infrastructure as well ascritical natural and urban environmental resources for Pinellas County. The department consists of sevendivisions: Transportation, Stormwater and Vegetation, Environmental Management, Construction Management,Survey and Mapping, Technical Services, and Customer Service. The department strives to be responsive to

citizens and work with them to provide services such as mowing, mosquito control, traffic control, sidewalk,road, and bridge maintenance, as well as develop and manage capital projects for the County.

Public Works primarily supports the Board of County Commissioners strategic goals to Practice SuperiorEnvironmental Stewardship and Foster Continual Economic Growth and Vitality.

For additional information, please visit http://www.pinellascounty.org/PublicWorks/default.htm





Provide for safe passage for emergency vehicles, persons,and property by maintaining tree limbs, flood prone areas,

debris removal, supporting drainage maintenance, etc.

Reduce number of problematic mosquitoes

2.5 Enhance pedestrian and bicycle safetyProvide and enhance pedestrian and bicycleaccommodations




Maintain the County Shore Protection Program inaccordance with the U.S. Army Corps of Engineers(USACE) standards


Improve quality of surface water



4.5 Provide safe/effective transportation systems to support efficient traffic flow

Maintain safe and efficient transportation facilities usingbest management practices




Actively participate in the Community Rating System(CRS) on behalf of residents living in unincorporated areas


Reduce backlog of work requests by 15.0% each year

Seek APWA (American Public Works Association)Accreditation





Public Works


Percent of emergency and high-priority tree canopy work requests completed timely

66.0% 64.0% 100.0%

Percent of emergency drainage work requests completed timely

100.0% 100.0% 100.0%

Percent of waterway markers inspected annually 31.0% 33.3% 33.0%

Percent reduction in problem mosquitoes 1.8% 3.0%3.0% below

baseline

2.5 Enhance pedestrian and bicycle safety


Miles of bicycle lanes added 0 13 5

Miles of pedestrian facilities added 0 4 5

Miles of trail facilities added 8 0 5

3.1 Implement 'green' technologies and practices where practical


Percent of street signs converted to LED 10.0% 11.4% 30.0%



Percent of nourished beaches meeting the U.S. Army Corps of Engineers minimum berm width standard

61.0% 70.0% 80.0%



Percent of environmental management permit applications processed in approved timeframe 99.0% 96.0% 90.0%

Pounds of nitrogen pollutants removed through street sweeping 8,188 5,081 2,574

Pounds of phosphorous pollutants removed through street sweeping

5,251 3,258 1,424



Linear feet of corrugated metal pipe replaced 11,220 11,019 12,672

Percent of stormwater assets where maintenance is performed 0.0% 18.6% 10.0%

4.5 Provide safe/effective transportation systems to support efficient traffic flow


Average Bridge Health condition index (0-100 point scale) 81 94 80

Percent of annual goal of 15 miles of local road lanes milled and resurfaced

173.6% 122.2% 100.0%


Public Works


Percent of annual goal of 40 miles arterial road lane miles milled and resurfaced

83.2% 112.2% 100.0%

Percent of potholes repaired within 72 hours 94.1% 98.9% 90.0%

Percent of transportation investigations completed within 44 days

84.6% 90.4% 80.0%



National Flood Insurance Program Community Rating System annual rating

5 5 5



Percent of right-of-way use permits reviewed timely 91.0% 76.5% 90.0%

Percent of telephone calls received answered 95.9% 95.4% 96.0%

Percent reduction in work request backlog -9.0% 7.0% -15.0%

Accomplishments:

Public Works provided safe access for pedestrians by repairing or replacing more than 64,537 square feet ofdamaged sidewalks and removing potential trip and fall hazards. The department is also on target to pave anaverage of 55 miles of roadway in FY18 and is under contract to construct approximately 9.5 miles of newpedestrian trail. To improve bicycle safety in the community, the department distributed over 400 bicyclehelmets to elementary school students and will distribute approximately 500 more before the end of the fiscalyear. The department continues to reduce vehicular travel times and implemented three new major advancedtraffic management installations, with three more currently under construction along major County roads.

In preparation for Hurricane Irma, the Public Works department worked with Parks and ConservationResources to distribute approximately 445,000 sandbags. In response to the storm, the department cleared600 miles of roadways on the first day, inspected all 147 bridges in the first week, and removed approximately380,000 cubic yards of debris in total.

To keep water draining properly, the department has inspected almost 11,000 drainage structures and is ontarget to inspect over 16,000 total by the end of FY18, and performed maintenance and inspections, includingcyclic vegetation management of over 223 miles of open ditches. The department is also on target to line andreplace a total of 2.4 miles of stormwater pipes that were starting to deteriorate. In FY17, the departmentbrought the street sweeping program in-house rather than contracting this effort, and continues to seesignificant increases in removal of material from streets. The department is on target to remove approximately5,000 lbs. of nitrogen and 3,000 lbs. of phosphorus through street sweeping. Six new community ponds wereadopted into the Adopt-A-Pond program, resulting in an increased partnership with the community in protectingsurface waters. The County's fertilizer ordinance and other protection efforts have resulted in all but one

waterbody within the County showing improvements in water quality conditions.

The Surface Water Management Program continues to keep the Community Rating System rating at a five,resulting in over $5.0M in flood insurance savings to residents of unincorporated Pinellas County.

The Department also received the following awards during FY18:• APWA West Coast Chapter Management Innovation Award and Tampa Bay Regional Planning CouncilCommunity Preparedness Award for developing a mechanism to power traffic signals using an inverterconnected to a vehicle.• Lealman Sidewalk Project – APWA West Coast Chapter Project of the Year – Transportation Award


Public Works

• Pinellas Trail Coast-to-Coast Connector – APWA West Coast Chapter Project of the Year – Mobility Awardand American Planning Association Florida Chapter Sun Coast Design Award• Rahim Harji – APWA West Coast Chapter Public Works Director of the Year

Analysis:

The Public Works Department FY19 Budget, excluding reserves and transfers, reflects an increase of $8.8M or12.3%, compared with the FY18 Revised Budget. The increase in the FY19 Budget is primarily due to the

department's efforts to maintain and/or improve the level of service provided to the County's citizens.

Overall, the department is increasing total staffing to 467.1 FTE in FY19, a net increase of 11.0 FTE. This is anincrease of 12.0 FTE from FY18, offset by a decrease of 1.0 FTE for a position that is no longer needed. The

majority of the increases are aligned with Public Works being responsible stewards of the public's resources,including 7.0 FTE to support Enterprise Asset Management (EAM). In order to continue providing effective andefficient delivery of County services, 2.0 FTE are added to improve the turnaround time of plat reviews withinthe Survey and Mapping division and to handle the increasing volume of contracts processed by the TechnicalServices division. An additional 2.0 FTE are added to the Vegetation Management Division to manage thevegetative growth of newly identified inventory. The department strives to provide safe and effectivetransportation systems with the addition of 1.0 FTE to support the growing network and security needs of theAdvanced Traffic Management System (ATMS) and Intelligent Transportation System (ITS).

Contingent upon the results of Florida Amendment 1, funding will be provided to bring long-line striping ofcounty roads, as well as capital improvements inspections, in house. If Florida Amendment 1 is not approved,a budget amendment will allocate funding to support the staff of 3.0 FTE as well as the equipment needed toperform long-line striping in-house, and 5.0 FTE for CEI services.

The General Fund FY19 Budget for Public Works is increasing by $758,630 or 4.9%, compared to the FY18Revised Budget. The significant increase is $422,590 in salaries and benefits for the additional FTE in Survey& Mapping and Technical Services as well as a portion of the EAM support positions. Inflationary increases inpersonnel are offset by the realignment of positions to the Transportation Trust Fund and Surface Water UtilityFund to accurately reflect their functions. The remaining increase is due to increases in Risk Management andFleet charges, contract services, and machinery and equipment within this fund. Excluding Reserves andTransfers, the Transportation Trust Fund reflects an increase of $7.2M or 22.0%, from the FY18 RevisedBudget. This increase includes: $2.5M for additional sidewalk contracting; $1.3M for LED street lightreplacements; $729,860 for the realignment of positions from the General Fund and Surface Water Fund;$542,060 to support EAM; $250,000 for operational and long-term ATMS/ITS planning studies; $171,660 forincreases in the cost of mowing vacant lots, ponds, and right-of-ways; $150,000 for the Cross-Bay Ferry;$150,000 for pavement inspections; $70,000 to upgrade a small non-purpose built bucket truck to a purpose-built full size bucket truck; $50,000 for studies of safety enhancement for all modes of travel; and $20,000 for apilot program to educate the public about bicycle and pedestrian safety and the benefits of the ATMS/ITS

system. Transfers in this fund are increased by $10.6M from the FY18 Revised Budget to support non-recurring capital improvement projects. The funding to support this increase is derived from Reserves, resultingin a decrease to fund balance.

The Surface Water Utility Fund, excluding Transfers and Reserves, reflects an increase of $805,450 or 3.5%from the FY18 Revised Budget. The FY19 Budget increase includes: $132,000 for an Aquatic Crew, $306,440to support EAM, inflationary increases to existing positions, as well as the realignment of positions from theGeneral Fund. Operating increases consist of $750,080 in Cost Allocation and Fleet charges.


Public Works


58.9%

14.9%

26.2%

FY19 Request

County Transportation TrustGeneral FundSurface Water Utility Fund


3.3%

7.5%

12.7%

14.9%

13.4%

22.0%

0.3%

11.2%

14.7%

FY19 Request

Capital Improvement Program Support

Environmental Services

Mosquito Control Vegetation Mgmnt & UrbanForestry

Reserves

Streets and Bridges

Surface Water

Tax Collector

Transfers

Transportation Management





Capital Improvement Program Support 2,676,196 2,907,320 3,555,730

Environmental Services 7,136,389 8,200,670 8,194,480

Mosquito Control Vegetation Mgmnt & Urban Forestry

9,594,498 13,353,650 13,872,360

Reserves 36,123,060 16,280,810

Streets and Bridges 9,411,470 11,098,470 14,571,590

Surface Water 17,438,535 23,153,190 23,958,640


Public Works


BudgetFY19 Request

Tax Collector 284,678 293,050 295,800

Transfers 1,598,610 1,700,000 12,250,000

Transportation Management 10,602,431 12,648,450 15,992,210

$58,742,806 $109,477,860 $108,971,620



BudgetFY19 Request

County Transportation Trust 27,549,358 64,012,960 64,235,750

General Fund 13,470,235 15,461,610 16,220,240

Surface Water Utility Fund 17,723,213 30,003,290 28,515,630

$58,742,806 $109,477,860 $108,971,620



Capital Improvement Program Support


Environmental Services General Fund 36.4 34.5

Environmental Services County Transportation Trust 18.5 14.8




County Transportation Trust 34.4 45.8

Streets and Bridges General Fund 0.6

Streets and Bridges County Transportation Trust 58.9 59.4

Surface Water Surface Water Utility Fund 94.1 99.5

Transportation Management General Fund 0.6

Transportation Management County Transportation Trust 89.4 89.3


456.1 467.1



Public Works

Capital Improvement Program Support This program provides planning, design, and construction administration of County infrastructure and containsthe functions of surveying and mapping.


Budget FY19 Request

General Fund 2,676,196 2,907,320 3,555,730



BudgetFY19 Request

Capital Improvement Program Support 77.9 80.0

Environmental Services Program responsibilities include management, operation, and maintenance of the countywide stormwaterconveyance system: permitting of docks, dredge and fill activities, removal of derelict vessels, placement andmaintenance of aids to navigation in local waters, and coastal management activities.



General Fund 5,114,048 6,149,300 6,446,150



Environmental Services 54.9 49.3

Mosquito Control Vegetation Mgmnt & Urban Forestry Program services include mosquito control best management practices through surveillance, inspection,education, and target-specific treatment for all areas within the political boundaries of Pinellas County.Vegetation Management services include: Urban Forestry; maintenance of desirable vegetation in ponds andpermitted sites; and removal and targeted treatment of non-desirable vegetation in the right of way, ditches,ponds, County property and parks, arterial corridors, and unincorporated portions of the County.



General Fund 5,679,991 6,404,990 6,215,030



FY19 Request

Mosquito Control Vegetation Mgmnt & Urban Forestry 80.9 88.4


Public Works



FY19 Request

County Transportation Trust 29,566,010 12,019,620

Surface Water Utility Fund 6,557,050 4,261,190



BudgetFY19 Request

Reserves

Streets and Bridges This program provides for the inspection, engineering, management, repair, and maintenance of County-ownedbridges and culverts. It is also responsible for the repair and replacement of deteriorated stormwater pipes anddrainage structures. Sidewalks are maintained by either replacing or grinding to alleviate trip hazards.Damaged curbs, gutters, guardrails, and handrails are replaced as needed, as well as asphalt repairs onroadways around the county.



General Fund 2,800



Streets and Bridges 58.9 60.0

Surface Water The program responsibilities include management, operation, and maintenance of the stormwater conveyancesystem within unincorporated boundaries. This program performs the planning, monitoring, evaluation, andimplementation of best management practices to improve water quality in compliance with the Clean Water Act.


Budget FY19 Request

Surface Water Utility Fund 17,438,535 23,153,190 23,958,640



FY19 Request

Surface Water 94.1 99.5


Public Works

Tax Collector The Tax Collector bills, collects, and distributes all taxes for the County, municipalities, Tourist DevelopmentCouncil, School Board, and taxing districts - including the sales tax on vehicles, vessels, and mobile homes.This office also collects delinquent taxes and sells certificates for unpaid taxes. As the agent for stategovernment, the Tax Collector issues licenses and titles for cars, trucks, boats, and mobile homes; collects feesfor fishing and hunting licenses; issues Drivers Licenses and Birth Certificates; processes applications forConcealed Weapons Licenses; and makes application for voter identification cards.


BudgetFY19 Request

Surface Water Utility Fund 284,678 293,050 295,800



BudgetFY19 Request

Tax Collector






Transfers

Transportation Management This program provides design, construction, operation, and maintenance of all traffic control devices for whichPinellas County has legal authority and responsibility, per Florida Statute 316 State Uniform Traffic Control.



General Fund 530



Transportation Management 89.4 89.9



Pinellas County

Purchasing

Description:

The Purchasing Department provides centralized purchasing and contracting services to procure goods andservices for all departments under the Board of County Commissioners (BCC), select independent agencies,and select constitutional officers as needed. As a responsible steward of the public's resources, the departmentensures that all purchases are made in an open and ethical format in accordance with all public procurement

laws and mandates. The department's management of the County Purchasing Card, ePayables, andConstruction Vendor Pre-qualification programs supports the effective and efficient delivery of County servicesand supports obtaining quality products on a timely basis. Additionally, the Purchasing Department works tomaximize partner relationships by providing training and workshops for internal and external customers, and byparticipating in the Tampa Bay Area Purchasing Cooperative to enhance cost effectiveness. The activities ofthis department align closely with the BCC strategic goal to Deliver First Class Services to the Public and OurCustomers.

For additional information, please visit http://www.pinellascounty.org/purchase/default.htm





Support Economic Development with the expansion of theSmall Business Enterprise (SBE) Program to make it amore vibrant and relevant program for small businesses




Obtain quality products on a timely basis and as efficientlyas possible

5.4 Strive to exceed customer expectationsMaximize satisfaction levels for quality and timeliness ofservice for both internal and external customers




Number of bids received from qualified Small Business Enterprise (SBE) Program vendors based on sheltered market with a potential of $2.0M spend

$64,500 $50,000 $450,000



Percent of County spending done through cooperative efforts with other public sector organizations

3.0% 5.0% 5.0%



Revenue returned to County through ePayables and State rebates for use of purchasing cards

$238,691 $220,000 $220,000

Savings attributed to use of purchasing cards $1,316,450 $1,275,000 $1,275,000



Purchasing


Customer satisfaction rating: Percent of customers positively rating their overall satisfaction with the service they received

N/A 79.0% 85.0%

Accomplishments:

In FY18, the Purchasing Department's commitment to delivering first class services was recognized for the sixth consecutive year with the National Procurement Institute's Annual Achievement of Excellence in Procurement award.

Demonstrating its commitment to maximizing partner relationships, the department facilitated 474 new contracts, renewed 37 contracts, and participated in more than 36 regional cooperative contracts through the Tampa Bay Purchasing Cooperatives. Purchasing also provided training to more than 120 employees and areavendors during 2017, including CCNA (Consultants Competitive Negotiation Act) evaluator training, Purchasing Card training, Purchasing procedure training, and a "How to do Business with the County" training for vendors. The department revised the Purchasing Code to enable ease of use for customers and create a more intuitive document. The department has also implemented a survey to facilitate training feedback in order to continue improving the content.

These efforts, along with process improvements such as the implementation of a pilot Oracle Sourcing module, have allowed the department to process an average of $35.7M in expenditures per purchasing employee. This is well above the average rate of comparable counties including Miami-Dade, Broward, Hillsborough, Palm Beach, Orange, and Pasco.

Analysis:

The Purchasing Department Budget for FY19 reflects an increase of $232,940 or 12.3% over the FY18Revised Budget. This is primarily due to the addition of 3.0 FTE totaling $182,035. One FTE, a PurchasingSupport Specialist, is to assist with processing requisitions and purchase orders as well as providedepartmental front desk services for external and internal customers. Two additional FTE, a ProcurementAnalyst Assistant and a Procurement Systems Specialist, are to support the expansion and utilization of theCounty's Small Business Enterprise program. For FY19, operating expenses remain in line with the FY18Revised Budget.


100.0%

FY19 Request

General Fund



Purchasing

100.0%

FY19 Request

Procurement





Procurement 1,689,044 1,898,070 2,131,010

$1,689,044 $1,898,070 $2,131,010



General Fund 1,689,044 1,898,070 2,131,010

$1,689,044 $1,898,070 $2,131,010



Budget FY19 Request

Procurement General Fund 19.0 22.0


19.0 22.0



Purchasing

Procurement Centralized purchasing function for the Board of County Commissioners, select independent agencies, andselect constitutional officers as needed. Program is defined by County Code 2-156 through 2-195 and selectedsections of 2-62.


FY19 Request

General Fund 1,689,044 1,898,070 2,131,010



BudgetFY19 Request

Procurement 19.0 22.0


Real Estate Management

Description:

Real Estate Management (REM) provides a broad base of real estate, facility management, fleet, andenvironmental services to provide safe, comfortable, and cost efficient work environments for Board of CountyCommissioner (BCC) Departments, constitutional officers, courts, and other independent agencies andmunicipalities. These services include acquisition and surplus of real property assets; maintenance andoperation of County-owned building assets; asset management; management and disposition of surplus fixedand personal property assets; planning efforts related to space management; maintenance planning andspecial projects; energy and water management; planning, programming, design, and constructionadministration for site development and vertical construction; management of leases, licenses, and otheragreements associated with workspace, land, and structures; environmental project management; maintainingand repairing the County's fleet and emergency generators; management of the vehicle and equipmentreplacement plan; and the operation and management of the County's fuel distribution program.

The activities of this department primarily align with the BCC Strategic Plan goal to Deliver First Class Servicesto the Public and Our Customers.

For additional information, please visit http://www.pinellascounty.org/realestate/default.htm




1.3 Make workforce safety and wellness a priority

Continue to maintain and service all assets to assuresafety and security for staff, customers, the public, and theenvironment, evaluated at least annually




Assure 100% uptime of emergency power through routinemaintenance and monthly monitoring of generators




Assess conditions and functionality of County buildings atleast annually to identify anything that needs repair orreplacement




Continue implementation of space utilization plan forvacant spaces within County-owned buildings

Continue to provide services for other agencies andmunicipalities' fleets in order to increase partnerships andrevenue


Increase availability of assets through preventative andprescriptive maintenance strategies







Percent reduction in employee injuries from prior year

-30.0% 33.0% 20.0%



Percent of generators maintained annually 90.0% 75.0% 100.0%



Percent of building assessments performed 12.0% 27.0% 40.0%



Percent of County-owned space that is vacant and ready to lease

20.0% 13.0% 10.0%



Percent compliance with preventive maintenance schedule for vehicles and equipment 72.0% 81.0% 80.0%



Customer satisfaction rating: Percent of customers positively rating their overall satisfaction with the service they received

88.0% 83.0% 95.0%

Accomplishments:

Real Estate Management (REM) made significant progress in the past year on its capital projects andinitiatives. REM successfully negotiated and signed a new ten year lease for the Sheriff's North DivisionStation that recently opened in May 2018. This location is larger and better accommodates the Sheriff'soperations with two stories for office space and vehicle storage.

REM has made progress on three major Capital Improvement Plan projects; the Jail Infrastructure UpgradeProject, Courts Consolidation Project and North County Service Center driving course. The Jail InfrastructureUpgrade Project is an $87.5M design/build project. Construction started on this project in September 2016. InFebruary 2018 the campus-wide chilled water system became fully operational and June 2018 the newSheriff's purchasing warehouse and facility operations building was operational and occupied. The targetcompletion date is March 2019, and the project is on schedule and on budget. The Courts Consolidationproject is a $75.0M two-phase design/build project. The first phase is at the County Justice Center (CJC). Thisproject is currently in the design phase, expected for completion in November 2018, with constructionestimated to be completed in July 2021. The North County Service Center driving course has completeddesign with permits pending and collection of bids for construction to begin soon.

The department also completed an upgrade of the John Chesnut Park fuel site, leased space to CreativePinellas and Florida Dream Center, and acquired the former Windsor Academy Charter School. The campus,which hosted a well-received open house in February, will house the new Lealman Community Campus set toopen in 2018.



Analysis:

Excluding reserves, the FY19 Budget for Real Estate Management (REM) reflects an increase of $1.5M, or 2.6%, as compared with the FY18 Revised Budget. Staffing increased overall by one position to 155.9 FTE with the addition of 0.9 FTE which was converted from a contractor to a Special Project Assistant position, 1.0 FTE Craft-worker position for the Lealman Community Campus facility operations, 1.0 FTE to support the GIS function of the Enterprise Asset Management System and the reduction (unfunding) of two positions at the STAR Center. REM is funded through three funds: General Fund (all asset management activities not coveredby other funds), the STAR Center Fund (activities at the STAR Center), and the Fleet Management Fund (vehicles, equipment, and fueling & maintenance services).

The General Fund portion of the REM budget reflects an increase of $885,710, or 2.6%, from the FY18 Revised Budget. The Jail Facility Operations and Maintenance program increased by $351,340, or 6.5%, due to increased cost in professional services and repair & maintenance based on increased square footage of the Sheriff's Office new Purchasing and Facilities Operation, and an increase in Capital Outlay for equipment for the new locations. The Property Acquisition, Management and Surplus program increased overall by $156,010,or 5.7%, which included an increase in personal services of $265,310, or 12.7%, for the addition of two new positions; one GIS and one Special Project Assistant noted above. Facility Operations and Maintenance program increased overall by $432,860 or 3.5%, based on the addition of increased square footage. Additional costs were associated with the operation and staffing of the Lealman Community Campus, and improvements to the South County Service Center as a result of the land trade/lease agreement.

The STAR Center Fund portion of the REM budget reflects an increase of $1.6M, or 19.1%, compared to the FY18 Revised Budget. Excluding reserves, the budget reflects an increase of $755,930, or 11.1%. This is due to an increase in the Economic Development Authority Program of $550,080, or 8.7%, mainly as a result of the hiring of temporary staff and contracted HVAC and Electrical services in place of FTE's originally based on the anticipated phase out, with the intent to sell the Star Center. Additional increases in the Industry Development Program are $205,000, or 43.6%, in Capital Improvement projects compared to FY18 Revised Budget.

The Fleet Management Fund portion of the REM budget reflects an increase of $839,340, or 3.6%, from the FY18 Revised Budget due to the increase in reserves. Excluding reserves, the budget reflects a decrease of$134,080, or .83%, mainly driven by the decrease in the Fleet Asset Management program by $257,160, or 2.3%, which is due to a reduction in projected Capital Outlay expenditures of $343,800, or 5.7%, based on the current vehicle replacement schedule. The budgeted per gallon unleaded fuel cost is $2.25 and diesel is $2.45 per gallon. Fuel surcharge will be increased by $0.01 cent per gallon for FY19 ($0.32 to $0.33). Labor rates, management fees, commercial charges, miscellaneous charges, and the parts mark-up remain unchanged for FY19. Reserves in the Fleet Management Fund increases by $1.0M, or 14.8%, above the FY18 Revised Budget based on the units identified for replacement in FY19.




34.5%

51.4%

14.1%

FY19 Request

Fleet ManagementGeneral FundSTAR Center


10.0%

18.3%

15.7%

7.5%1.0%

8.3%

7.8%

4.1%

14.5%

12.8%

FY19 Request

Economic Development Auth...Facility Operations and Maint...Fleet Asset ManagementFleet Fuel ManagementIndustry DevelopmentJail Facility Operations and M...LeasingProperty Acquisition Manage...ReservesUtility Support





Reserves 8,273,310 10,052,660

Fleet Fuel Management 4,372,219 5,040,420 5,163,500

Fleet Asset Management 7,668,889 11,119,930 10,862,770

Jail Facility Operations and Maintenance 4,681,792 5,402,100 5,753,440

Utility Support 8,026,264 8,993,280 8,890,690

Property Acquisition Management and Surplus 2,517,314 2,713,850 2,869,860

Leasing 3,803,392 5,374,630 5,422,720




BudgetFY19 Request

Facility Operations and Maintenance 10,493,866 12,231,490 12,664,350

Economic Development Authority 4,993,561 6,346,330 6,897,260

Industry Development 360,930 470,000 675,000

$46,918,227 $65,965,340 $69,252,250



BudgetFY19 Request

General Fund 29,522,628 34,715,350 35,601,060

STAR Center 5,354,491 8,171,820 9,733,680

Fleet Management 12,041,109 23,078,170 23,917,510

$46,918,227 $65,965,340 $69,252,250



Fleet Fuel Management Fleet Management 3.4 3.4

Fleet Asset Management Fleet Management 23.1 23.1

Jail Facility Operations and Maintenance


Property Acquisition Management and Surplus


Facility Operations and Maintenance


Economic Development Authority STAR Center 15.0 12.0


155.0 155.9

Budget Summary by ProgramEconomic Development Authority This program provides for the operation and maintenance of the County's Science, Technology and Research(STAR) Center to attract, develop, and retain high-technology employers.


FY19 Request

STAR Center 4,993,561 6,346,330 6,897,260



Economic Development Authority 15.0 12.0



Facility Operations and Maintenance This program maintains and operates 1,740,501 square feet of facilities used by most County Governmentaland Courts operations in the northwestern part of the County.


Budget FY19 Request

General Fund 10,493,866 12,231,490 12,664,350



BudgetFY19 Request

Facility Operations and Maintenance 55.9 55.9

Fleet Asset Management This program provides for the acquisition, deployment, maintenance, repair, and disposal of County-ownedvehicles, heavy equipment and stationary engines.





Fleet Asset Management 23.1 23.1

Fleet Fuel Management Provides fuel, regulatory compliance, and maintenance to 17 fuel sites located throughout the County.





Fleet Fuel Management 3.4 3.4

Industry Development This program provides for the operation and maintenance of the County's Science, Technology and Research(STAR) Center to attract, develop and retain high-technology employers. This program provides separatetracking of capital expenditures.


FY19 Request

STAR Center 360,930 470,000 675,000



FY19 Request

Industry Development



Jail Facility Operations and Maintenance This program maintains 888,699 square feet of detention and related facilities operated by the Sheriff's Office.


FY19 Request

General Fund 4,681,792 5,402,100 5,753,440



BudgetFY19 Request

Jail Facility Operations and Maintenance 34.1 35.1

Leasing This program provides for County leasing and licensing of real property owned by others.


FY19 Request

General Fund 3,803,392 5,374,630 5,422,720



Leasing

Property Acquisition Management and Surplus This program provides for the acquisition, design, construction, remodeling, allocation, and disposition ofCounty-owned real property and for the transfer and disposal of surplus County-owned personal property.


General Fund 2,517,314 2,713,850 2,869,860



FY19 Request

Property Acquisition Management and Surplus 23.5 26.4



STAR Center 1,355,490 2,161,420

Fleet Management 6,917,820 7,891,240



Reserves



Utility Support This program provides for electricity, potable water, reclaimed water, sanitary sewer, stormwater sewer, andrefuse collection services at County-owned and leased facilities.


Budget FY19 Request

General Fund 8,026,264 8,993,280 8,890,690



BudgetFY19 Request

Utility Support


Risk Management Administration

Description:

Risk Management protects Pinellas County against financial loss by managing a comprehensive safety, claims, insurance, and risk transfer program to manage and secure our most valuable assets in accordance with best practices, statutes, ordinances, and laws.

The department is also responsible for the administration of the County's Self-Insured General Liability and Workers' Compensation programs. The department conducts new employee orientation and action team accident reviews; provides certification for cardiopulmonary resuscitation (CPR), first aid, and automated external defibrillator (AED) use; monitors and instructs departments on various issues for Occupational Safety and Health Administration (OSHA) compliance, commercial driver's license (CDL) random testing, Right-to-Know laws; provides blood borne pathogen training; and issues and reviews County employee driver's licenses.

The Claims division is also responsible for required reporting to the State of Florida and the Federal government for purposes of claims self-administration. This division investigates all claims; conducts pre-trial claims investigation; and attends hearings, mediations, and trials.

Insurance & Contractual Risk Transfer manages the insurance program for the County departments, Board of County Commissioners, and Constitutional Officers. Services include placement and administration of all insurance policies. Some of the risks insured include property, including wind and flood, liability, errors and omissions, environmental, terrorism, cyber, watercraft, and aviation. Contractual Risk Transfer services include reviewing most County contracts and agreements for risk assessment and assigning insurance requirements for special events, contractors, service providers, and vendors conducting business with the County.

Risk Management primarily aligns with the Board of County Commissioner's Strategic Plan goals to Ensure Public Health, Safety, and Welfare, and to Deliver First Class Services to the Public and Our Customers.

For additional information, please visit http://www.pinellascounty.org/Risk/default.htm





Adopt and implement Occupational Safety and HealthAdministration (OSHA) requirements as the Countystandard by 2022

Reduce claims




Meet annual CPR certification goals




Maintain insurance to protect public financial resources




Percent of employees Occupational Safety and 21.0% 32.0% 20.0%




Health Administration (OSHA) trained (per year)

Percent reduction in number of claims (from previous FY)

9.0% 9.0% 10.0%



Number of CPR trained employees with current certification

354 348 360



Dollars recovered from insurance carriers and other for damage and/or injury to County property or employees

$1,486,802 $762,906 $500,000

Rate of policy renewal (change in premiums) 8.6% 5.3% 7.3%

Value of property $2.4B $2.6B $2.9B

Accomplishments:

In alignment with the County's Strategic goal to be responsible stewards of the public's resources, RiskManagement has implemented strategies to reduce claims and maintain appropriate insurance to protectpublic financial resources. To achieve this, Risk Management reviews and sets insurance requirements fornearly 950 contracts including purchasing contracts, special events, and non-purchasing agreements such asleases. This review ensures that parties responsible for injury or damage on County property or projects carryappropriate insurance, so county taxpayers are not paying for their negligence. Risk Management alsotransfers most of our property risk and larger liability risks to insurance carriers, managing over 80 insurancepolicies for the County.

In the first full year of a five-year initiative to provide employee certification training for the adoption ofOccupational Safety and Health Administration (OSHA) as the standard for safety, Risk Managementexceeded their goal of certifying 20.0% of County staff. By providing training through internal staff trainers, RiskManagement saved over $100,000, compared to sending employees to remote classes. Though it is too early

to draw any conclusions, this first year of training coincided with a 19.0% reduction in Workers Compensationclaims.

To promote both employee and public safety, Risk Management has also trained and certified 690 BCCemployees in the last two years, in cardiopulmonary resuscitation (CPR), First Aid, and/or automated externaldefibrillator (AED) use, providing for a safer work environment and a safer community. This level of certification

represents a 180.0% increase over the previous two-year period and three departments – Parks andConservation Resources, Risk Management, and Office of Management and Budget – have 100% ofemployees certified.

Analysis:

The Risk Management Administration FY19 Budget reflects an increase of $1.0M or 9.9%, compared to theFY18 Revised Budget. The majority of this increase is due to anticipated increases in insurance premiums of$900,000. The remaining increase is the result of adding 1.0 FTE, a Claims Adjuster, and general inflation tosalaries and benefits. The additional FTE will provide an increase in the level of service to internal and externalcustomers by reducing processing time for claims and complying with increased State reporting requirements.




100.0%

FY19 Request

Risk Financing


100.0%

FY19 Request

ProtectingCountyemployeescitizensand assets





Protecting County employees citizens and assets 9,490,652 10,276,160 11,296,530

$9,490,652 $10,276,160 $11,296,530



Risk Financing 9,490,652 10,276,160 11,296,530

$9,490,652 $10,276,160 $11,296,530





BudgetFY19 Request

Protecting County employees citizens and assets

Risk Financing 18.0 19.0


18.0 19.0

Budget Summary by ProgramProtecting County employees citizens and assets This program provides for managing County risk of loss due to various types of losses, including workerinjuries, third party liability losses from citizens and others, property losses, and environmental losses.


BudgetFY19 Request

Risk Financing 9,490,652 10,276,160 11,296,530



Protecting County employees citizens and assets 18.0 19.0


Safety and Emergency Services

Description:

Safety and Emergency Services (SES) coordinates a diverse set of programs geared towards ensuringeffective and efficient public safety for residents and visitors within Pinellas County. The department overseesregional emergency services in the areas of Fire Protection, Emergency Medical Services (EMS), Regional 9-1-1 Public Safety Answering Point, Radios and Data Communication, and Financial Services, includingambulance billing. The department manages these functions through four major Divisions: Ambulance Billingand Financial Services (ABFS), Fire and EMS Administration, Radio and Technology, and Regional 9-1-1.Safety and Emergency Services works closely with public safety agencies to ensure successful collaborationthroughout the county. The department's activities are closely aligned with the BCC Strategic Plan goals toEnsure Public Health, Safety, and Welfare and to Deliver First Class Services to the Public and Our Customers.

For additional information, please visit http://www.pinellascounty.org/publicsafety/default.htm





Ensure timely answering of 9-1-1 calls

Ensure effective emergency medical responses for the health, safety, and welfare of the public and our customers

Improve/maintain the number of patients with a return of spontaneous circulation after suffering an out of hospital cardiac arrest

Maintain county-wide radio, CAD, and 9-1-1 system used bypublic safety and non-public safety agencies




Increase the cost effectiveness in the administration ofambulance billing


Manage ambulance revenue collection processes toensure efficiency

Monitor quality assurance of Emergency Medical Dispatchand Emergency Fire Dispatch for performancemaintenance and improvement




Percent of 911 calls answered within 10 seconds 90.0% 91.0% ≥ 93.0%

Percent of 911 calls processed within 90 seconds 89.0% 90.0% ≥ 90.0%

Percent of Advanced Life Support (ALS) First Response times within 7.5 minutes 96.3% 96.5% > 95.0%

Percent of ambulance response times within 10 minutes 93.4% 93.4% > 93.0%

Percent of cardiac patients with pulsatile rhythms upon delivery to a hospital

29.2% 27.0% ≥ 28.0%




Radio, computer-aided dispatch (CAD), and 911 telephone system up-time

99.99% 99.99% 99.99%



Cost to collect ambulance revenue 8.9% 10.2% 10.3%

Percent of net collection for ambulance charges 63.0% 62.0% 61.0%



Percent of Emergency Medical/Fire Dispatch quality assurance metrics meeting or exceeding accreditation compliance standards

95.9% 98.0% ≥ 98.0%

Accomplishments:

Safety and Emergency Services has implemented several initiatives in ongoing efforts to ensure a safe and secure community as demands for services continue to increase. Regional 9-1-1 completed a multiyear projectupgrading the St. Petersburg and Clearwater Police Departments' (PD) 9-1-1 phone equipment for Next Generation 9-1-1 (NG911), enabling text-to-911 capabilities in Pinellas County. The Regional 9-1-1 center continues to focus on accreditation through the National Academies of Emergency Dispatch (NAED). As part ofthis focus, and to enhance the efforts of the Quality Assurance (QA) team, more Public Safety Telecommunicators are being certified in QA.

Additionally, Regional 9-1-1 continues to be active in the multi-jurisdictional Active Assailant Task Force, engaged in the proactive planning and preparation of protective services. During Hurricane Irma, Regional 9-1-1 Public Safety Telecommunicators, for the first time in history, were the ONLY first responders in Pinellas County giving medical pre-arrival instructions when rescue providers were not able to respond.

To help ensure public health, safety, and welfare, EMS and Fire Administration increased funding and support for specialized rescue trainings and the purchase of emergency response units, rescue vehicles, and equipment for the Hazardous Materials Response Team and the Technical Rescue Team, including water rescue enhancements. The use of EMS "peak unit" rescue vehicles during hours of high demand is being expanded to help mitigate the impact of high call volumes while maintaining agility and effectiveness. Additionally, public education efforts aimed at prevention and proactively reducing 9-1-1 calls are underway, including a fall prevention demonstration project created through partnerships with community outreach programs.

As responsible stewards of the public's resources, Ambulance Billing and Financial Services continues to focus on billing process efficiencies, including implementation of a hybrid billing model that leverages contracted services for initial billings and internal expertise for secondary billing functions. As the number of ambulance transports has increased, these strategies have helped to meet heavier workloads while remaining cost effective. Over 180,000 claims, generating over $55.6M in revenue, were processed in FY17.

As part of the department's continual commitment to ensure the effective and efficient delivery of services and support, Radio and Technology completed construction of a hardened radio tower and radio equipment shelter in St. Petersburg. This construction is designed to support radio tower performance during major storm events, including Category 5 hurricanes. Data-driven mapping processes continue to be developed and enhanced to inform targeted and system-wide planning and improvements in emergency response for Pinellas County. Specific areas of focus have included First Response performance, 9-1-1 call volume management, and capital improvement initiatives. Radio and Technology also developed a custom software that supports the Regional 9-1-1 Center's procedures associated with the Active Assailant Task Force.

Analysis:



The Safety and Emergency Services Department's resources and requirements total $179.6M for FY19, anincrease of $8.6M or 5.0% over the FY18 Revised Budget. Total requirements include expenditures of$149.0M and reserves of $30.7M. While requirements increased overall, expenditures increased by $5.5M or3.8%, and reserves increased by $3.1M or 11.2%. Budgeted revenue for EMS in FY19 totals $124.2M, a$8.5M or 7.3% increase over FY18. General Fund support for Regional 9-1-1, Radio & Technology, and FireRegional Services totals $9.3M for FY19, a $531,470 or 5.4% decrease from FY18. Total General Fundsupport includes the transfer of $4.6M to the Emergency Communications 9-1-1 System Fund, which is anincrease of $868,240 or 23.2% over the amount transferred in FY18.

Including reserves, Emergency Medical Services (EMS) accounts for $156.4M, or 87.1% of the department'stotal FY19 requirements, with a net increase of $7.9M or 5.3% over FY18. The majority of this increase is inthe Sunstar ambulance contract ($3.5M or 6.6%) based on the continued increases in ambulance transports inFY17 and FY18. Additionally, the increase within the EMS First Responder program and the 18 contracts withfire departments has increased by $1.7M or 3.3% over FY18. Personal Services expense increased by$137,040 or 3.1% over FY18.This increase included the addition of one position to manage and enhance thelogistics for EMS central supply assets and medical supplies. EMS revenue totals $124.2M for FY19, anincrease of $8.5M or 7.3% over FY18. The increase reflects $5.1M in additional tax proceeds from growth intaxable property values, $2.4M in ambulance service fees due to growth in transport activity, and some feeincreases. If voters statewide approve Florida Amendment 1 this November, this fund's property tax revenue isanticipated to decrease by $2.9M or 4.2% annually starting in FY20.

Regional 9-1-1 accounts for $15.5M or 8.6% of the department's total FY19 requirements, with a decrease of$278,520 or 1.8% under FY18. The decrease can be attributed to reduced operating costs gained throughefficiencies and expense reductions, along with having a lower level of upcoming capital replacement needs.

Fire Regional Services accounts for $1,491,070 or 0.8% of the department's total FY19 requirements, with anincrease of $515,610 or 52.9% over FY18. The increase is attributed to the replacement of the self-containedbreathing apparatus (SCBA) equipment for the Hazardous Materials (HazMat) and Technical Rescue teams.The current equipment has reached the end of its useful life and is budgeted for replacement at a cost of$444,240. The budget also includes an increase of $93,700 to the contractual services budget for highertraining reimbursement funding for HazMat and Technical Rescue training.

Radio & Technology accounts for $3.9M or 2.2% of the department's total FY19 requirements. An increase of$110,870 or 2.9% over FY18 is due to, and consistent with, normal personnel and operating cost increases.There is no change in service level.

Reserve levels within the Safety and Emergency Services Department have increased by $3.1M or 11.2% to atotal of $30.7M in FY19. This increase is due to increased collections within the Ambulance Billing division,increased tax revenues fueled by the growth in property values and overall cost containment and costreductions.




7.3%

87.1%

5.2%

0.4%

FY19 Request

Emergency Communications 911 SystemEmergency Medical ServiceGeneral FundIntergovernmental Radio Communication


37.2%

33.0%

0.8%

0.3%

2.2%

8.6%

17.1%

0.8%

FY19 Request

EMS AmbulanceEMS First RespondersFire - Regional ServicesProperty AppraiserRadio & TechnologyRegional 911ReservesTax Collector





EMS Ambulance 58,223,999 63,051,110 66,820,850

EMS First Responders 50,289,916 58,079,310 59,345,020

Fire - Regional Services 746,113 975,460 1,491,070

Property Appraiser 500,101 535,450 567,580

Radio & Technology 2,837,483 3,787,730 3,898,600

Regional 9-1-1 12,323,328 15,753,770 15,475,250

Reserves 27,576,850 30,652,340




BudgetFY19 Request

Tax Collector 1,134,870 1,263,480 1,370,120

$126,055,810 $171,023,160 $179,620,830



BudgetFY19 Request

Emergency Communications 911 System 7,954,611 11,908,690 13,103,490

Emergency Medical Service 110,148,886 148,514,110 156,438,000

General Fund 7,286,932 9,838,630 9,307,160

Intergovernmental Radio Communication 665,381 761,730 772,180

$126,055,810 $171,023,160 $179,620,830



EMS Ambulance Emergency Medical Service 43.9 44.4

EMS First Responders Emergency Medical Service 7.1 7.6

Fire - Regional Services General Fund 1.1 1.1

Radio & Technology General Fund 12.1 11.7

Regional 9-1-1 General Fund 72.8 46.0

Regional 9-1-1 Emergency Communications 9-1-1 System

60.7 87.9


197.7 198.7

Budget Summary by ProgramEMS Ambulance

The Emergency Medical Services Ambulance program operates under the County's tradename of Sunstar. Theprogram is managed within the EMS and Fire Administration Division and consists of a single contractambulance provider for all ambulance transportation needs to include emergencies, non-emergencies, criticalcare, and mental health transports. Program supports includes Medical Direction, Continuing Medical Education(CME), EMS Administration, Medical Supplies, Ambulance Billing, and Financial Services. The AmbulanceBilling and Financial Services division administers the billing operations for Sunstar transports and manages the"First Care Membership" program, offered to help citizens defray the cost of ambulance transports not coveredby insurance.




FTE by Program FY18 Adopted FY19 Request



Budget

EMS Ambulance 43.9 44.4

EMS First Responders

This program, funded from the countywide EMS millage, accounts for the cost associated with providing FireDepartment-based First Response to medical calls. The program is managed within the EMS and FireAdministration Division. It consists of contracts with 18 city or independent fire departments that operateAdvanced Life Support (ALS) First Responder Units. Funding is utilized for Firefighter/Paramedicsalary/benefits, EMS equipment and vehicles, supervision, and overhead specific to Emergency MedicalServices operations. Program supports includes Medical Direction, Continuing Medical Education (CME), EMSAdministration, and Medical Supplies.





EMS First Responders 7.1 7.6

Fire - Regional Services

This program provides administrative oversight for the countywide hazardous materials, water rescue, andtechnical rescue response teams. The teams are comprised of specialty trained firefighters from designated firedepartments. The salaries for all team members are paid by their respective departments. This programsupports specialized training, equipment and vehicles.


FY19 Request

General Fund 746,113 975,460 1,491,070

Total Expenditures by Program $746,113 $975,460 $1,491,070


Fire - Regional Services 1.1 1.1



Property Appraiser

The Property Appraiser is responsible for placing a fair and equitable just/market value on all property inPinellas County, for the purpose of providing taxable values to the Taxing Authorities for their property taxlevies. The Property Appraiser also administers any tax exemptions granted by statute such as permanentresident's Homestead Exemption, Portability, Seniors, Widows and Disabled exemptions, etc.


BudgetFY19 Request




BudgetFY19 Request

Property Appraiser

Radio & Technology

This program provides for the management and administration of the countywide intergovernmental radio anddata system used for public safety communication and incident response throughout the county. The radio anddata systems also support non-public safety use by Pinellas County, the City of St. Petersburg, PinellasSuncoast Transit Authority (PSTA), the Pinellas County School District, and various regional partners. Theradio system is supported by towers and equipment at 10 sites, and there are over 10,000 users operating onthe system from more than 80 agencies. The program also provides a secure, countywide computer networkconnecting 70 remote sites to the Regional 9-1-1 Center. The County owns and operates a Computer AidedDispatch program, known as CAD On-Demand Reporting (CORE), which is used in the Regional 9-1-1 Centerto deploy Fire response units using wireless dispatch software operating on over 285 mobile data computers inEMS/Fire and command staff vehicles. This division also maintains databases such as street address files andother records reporting systems, including the National Fire Incident Reporting System (NFIRS).


General Fund 2,172,102 3,080,890 3,191,760

Intergovernmental Radio Communication 665,381 706,840 706,840



Radio & Technology 12.1 11.7

Regional 9-1-1

This program is its own division and is responsible for the 24/7 operations of the countywide consolidated emergency communications call center. The center's 9-1-1 Telecommunicators answer all 9-1-1 calls that are placed within Pinellas County. Additionally, they dispatch EMS and Fire units for the 18 Fire Departments throughout the county. The 9-1-1 Telecommunicators also process all 9-1-1 and 10 digit emergency and administrative calls for the Sheriff's Office and cities contracting for service from the Sheriff. Together, the volume of calls annually is just over one million calls for service. In addition, the division provides management and administration of the countywide 9-1-1 communications system, including 9-1-1 phone and recording equipment and the County's 9-1-1 network at the Primary Public Safety Answering Point (PSAP), as well as five Secondary PSAPs.


FY19 Request

Emergency Communications 911 System 7,954,611 9,971,490 10,850,920

General Fund 4,368,717 5,782,280 4,624,330





BudgetFY19 Request

Regional 9-1-1 133.5 133.9

Reserves



FY19 Request

Emergency Communications 9-1-1 System 1,937,200 2,252,570

Emergency Medical Service 25,584,760 28,334,430

Intergovernmental Radio Communication 54,890 65,340



Reserves

Tax Collector

The Tax Collector bills, collects, and distributes all taxes for the County, municipalities, Tourist DevelopmentCouncil, School Board, and taxing districts - including the sales tax on vehicles, vessels, and mobile homes.This office also collects delinquent taxes and sells certificates for unpaid taxes. As the agent for stategovernment, the Tax Collector issues licenses and titles for cars, trucks, boats, and mobile homes; collects feesfor fishing and hunting licenses; issues Drivers Licenses and Birth Certificates; processes applications forConcealed Weapons Licenses; and makes application for voter identification cards.





Budget FY19 Request

Tax Collector


Solid Waste

Description:

Pinellas County Solid Waste (SW) provides safe and environmentally sound integrated solid waste services toall citizens of Pinellas County. These services emphasize public awareness and communication that enablecitizens to make educated choices concerning responsible management of their solid waste. In support of thatmission, SW operates the landfill, the Waste-to-Energy (WTE) plant, household hazardous waste collection,waste reduction programs, and other solid waste management functions. These responsibilities primarilysupport the Board of County Commissioners strategic goals to Practice Superior Environmental Stewardshipand Deliver First class Services to the Public and Our Customers.

For additional information, please visit http://www.pinellascounty.org/solidwaste/





Maintain Solid Waste Safety Team and training programs




Minimize need for offsite discharge

Maximize education to businesses on waste reduction andmanagement practices

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

Increase power generation

Extend the life of the landfill




Maximize educational outreach opportunities on 4Rs(Reduce, Reuse, Recycle, and Recover)


Improve accuracy of customer accounts receivablecollections




Number of reportable personal injury incidents involving Solid Waste staff

5 1 0



Gallons of untreated water discharged off-site (in millions)

107.5 0.0 0.0

Percentage of required Business Waste Assessments completed 104.0% 94.0% 90.0%




Solid Waste


Electricity generation (kWh/ton) 586.7 583.2 575.0

Projected year that landfill reaches capacity 2103 2103 2100

Waste-to-Energy (WTE) facility availability (percent of time WTE had an unscheduled outage)

5.6% 7.7% 5.0%

Waste-to-Energy (WTE) facility availability (percent of time WTE is operating)

80.6% 84.4% 90.0%



Number of educational outreach events 13 19 2

Number of participants in educational outreach events

9,806 13,300 5,400



% of uncollected receivables (write-offs) < 1.0% < 1.0% 1.0%

Accomplishments:

The Solid Waste Department had a number of accomplishments that support its mission to provide safe andenvironmentally sound integrated solid waste services. For the second straight year, the County has beenranked #1 in the state with a countywide recycling rate of 82.0%.

Public outreach is the best opportunity to reduce solid waste coming to the campus for disposal. Solid Wastehosted the 2nd Annual Eco Fun Festival, which focused on promoting and conducting low waste events, and apaper-shredding event where approximately 500 customers dropped off 36,000 pounds of paper and 700pounds of cardboard for collection, shredding, and recycling. The department also partnered with MosquitoControl to host two Tire Amnesty Days to dispose of tires holding standing water where mosquitoes can breed.Prompted by concerns about the Zika virus and other mosquito-borne diseases, the events collected 2,585

tires (approximately 13 tons).

Beyond these events, the addition of the County's recycling sites to the "Doing Things For You" mobile appallows residents to submit inquiries about recycling drop-off, free recycled mulch sites, full containers, andillegal dumping/litter with just a few easy taps. Solid Waste also continued to operate the Household andElectronics Collection Center (HEC3), mobile collections, and Haz-to-Go collections offering residents free,convenient drop-off locations for electronics and household chemicals. The program also provides businesseswith a low cost disposal opportunity once per month at HEC3. Businesses can also participate in the BusinessWaste Assessment program to learn about the proper management of solid and hazardous waste, wastereduction, and recycling opportunities to reduce prohibited materials coming to the solid waste campus.Partnerships with other County departments and governmental agencies have been developed to shareinformation and resources and to maximize the efficiency of services by synchronizing on-site visits tominimize the impact to the businesses.

At the Waste-to-Energy (WTE) plant, a $242.0M Facility Revitalization is underway, which will extend thefacility's life to 2035 and beyond and has already helped increase power revenues by $500,000 annuallythrough increased plant availability.

Through programs to educate the public to reduce, reuse, and recycle, along with investments in bulky wasteprocessing and the WTE operation, Solid Waste has extended the life of the Bridgeway Acres Landfill to theyear 2103.

As the department looks to the future, it has contracted with a consultant to develop a Solid Waste Master Plan


Solid Waste

that will examine the County's capacity and management technologies while taking a regional approach tomeeting the solid waste management needs of the next 30 years. In addition to the Master Plan, a multi-yearrate study was conducted to evaluate the potential to build a rate stabilization fund to minimize impacts ofanticipated future increases in fees. There are no rate increases proposed for FY19. With the exception of tiredisposal, the solid waste disposal rate of $37.50 per ton has remained unchanged since 1986.

Analysis:

The Solid Waste (SW) Budget for FY19 reflects an increase of 11.1M or 5.5% over the FY18 Revised Budget.Operating reserves is the largest component of the total increase and reflect an increase of $12.8M.Maintaining a healthy reserve allows SW to be responsible stewards of the public's resources.

Waste-to-Energy (WTE) contract services for plant operations and Technical Recovery Program (TRP) projectexpenses reflect a decrease of $2.2M. As the TRP projects are completed, they help maximize the amount ofwaste processed for energy recovery and increase power generation by optimizing WTE facility efficiency. Thisallows SW to improve upon its implementation of reducing, reusing, and recycling resources.

Intergovernmental charges reflects an increase of $757,430 and are primarily driven by information technologyservices, insurance premiums, and General Fund support operations.

Capital Outlay reflects a decrease of $254,350. This is due to the cyclical nature of equipment and vehiclereplacements.

All remaining expenses reflect a decrease of $3,380 across various accounts in support of departmentaloperations.

FY19 reflects an increase of 1.0 FTE due to the correction of a scrivener's error in the FY18 Adopted Budgetdocument. Therefore, there are no additional positions being added.


0.2%

99.8%

FY19 Request

Solid Waste Renewal & ReplacementSolid Waste Revenue & Operating



Solid Waste

3.0%

49.2%

33.7%

14.1%

FY19 Request

Recycling & Education ProgramsReservesSite Operational ProgramsTransfers





Recycling & Education Programs 4,353,027 5,876,810 6,319,880

Reserves 92,112,190 104,871,300

Site Operational Programs 60,139,149 73,924,810 71,781,440

Transfers 30,000,000 30,000,000 30,000,000

$94,492,176 $201,913,810 $212,972,620



Solid Waste Renewal & Replacement 1,530,864 767,470 513,120

Solid Waste Revenue & Operating 92,961,312 201,146,340 212,459,500

$94,492,176 $201,913,810 $212,972,620



FY19 Request

Recycling & Education Programs Solid Waste Revenue & Operating

24.5 24.5

Site Operational Programs Solid Waste Revenue & Operating

54.5 55.5


79.0 80.0



Solid Waste

Recycling & Education Programs Education / outreach, Household Electronics and Chemical Collection Center (HEC3) & mobile collections,various recycling programs, small quantity generator inspections, and reef construction.


Budget FY19 Request

Solid Waste Renewal & Replacement 16,400 315,570 284,000




BudgetFY19 Request

Recycling & Education Programs 24.5 24.5



Solid Waste Revenue & Operating 92,112,190 104,871,300



Reserves

Site Operational Programs Management of solid waste collection and disposal operations, facilities, and contracts, in compliance withapplication permits and regulations.


Solid Waste Renewal & Replacement 1,514,464 451,900 229,120




Site Operational Programs 54.5 55.5






Budget FY19 Request

Transfers



Pinellas County

Utilities

Description:

Pinellas County Utilities Department (PCU) delivers clean drinking water, collects and treats wastewater, anddelivers reclaimed water to customers within the designated service areas of the County. The departmentmanages the water and wastewater treatment facility operations; the water quality monitoring and laboratoryfunctions, including the Industrial Pretreatment Program and Grease Management Program; the operation andmaintenance of the distribution and collection and transmission systems; and capital improvement projects forUtilities infrastructure. This department also promotes water conservation, enforces watering restrictions, andprovides educational programs to the general public.

These responsibilities primarily support the Board of County Commissioners strategic goals to PracticeSuperior Environmental Stewardship and Deliver First Class Services to the Public and our Customers. PCU isorganized into five divisions: Plant Operations, Maintenance, Water Quality, Engineering, and CustomerServices. All of the Water and Sewer funds are enterprise funds and are committed solely to support theirparticular functions.

For additional information, please visit http://www.pinellascounty.org/utilities/default.htm





Increase driver safety through use of Mobile AssetsPerformance System (MAPS)




Ensure delivery of safe drinking water

Protect surface water quality by maintaining low numberand low impact of sanitary sewer overflows


Partner with Tampa Bay Water and others to improvewater conservation and reuse

Produce fertilizer from wastewater treatment facilitybiosolids




Rehabilitate and replace aging infrastructure




Partner with Tampa Bay Water on potable water qualitypublic outreach campaigns


Maintain a high level of meter reading accuracy

Reduce the number of water and sewer service disruptions

Continue to expand public outreach and communicationchannels (outreach events, Live Chat, Doing Things app,


Utilities


call routing, and other social media channels)




Number of Speeding, Acceleration and Hard Breaking incidents per 100 miles driven

12.6 35.5 17.8



Percent of regulatory requirements met 100.0% 100.0% 100.0%

Volume of Sanitary Sewer Overflows (SSOs) (million gallons per 100 miles of sewer mains) 2,547,960 38,946 0



Percent of biosolids converted to pellets for use as fertilizer 99.9% 99.3% 100.0%

Unbilled Water in gallons 1,356,190 1,614,650 1,086,314



Natural gas cost savings from use of bio-gas $207,967 $125,000 $210,000



Percent of calls received answered 91.7% 98.0% 98.0%

Percent of processing errors on Utilities payments 0.1% 0.0% 0.0%

Percent of Utility accounts utilizing ACH and My Utility for payments 51.26% 49.50% 30.00%

Percent of Utility accounts utilizing paperless billing 9.40% 10.50% 13.04%

Water Main breaks (number of breaks per 100 miles of pipe including transmission, distribution, and service lines)

11.3 3.3 < 20.0

Accomplishments:

Pinellas County Utilities (PCU) celebrates 20 years in the Tampa Bay Water Regional partnership (started in1998) which continues to meet and exceed regional water supply and quality.


Utilities

Implementation of an upgraded laboratory information management system for the Logan Water QualityLaboratory, which provides increased confidence in water quality data accuracy.

PCU Water Quality Laboratory hosted a microbiology workshop with 17 attendees representing nine differentmunicipal laboratories to discuss methods, procedures, and documentation required to meet standards as wellas customer expectations.

PCU celebrates three years in the Tampa Bay Regional Wastewater Forum. This forum was created byPinellas County Utilities and is a collaborative forum with several regional utilities. It is aimed at addressingemerging regulatory issues.

PCU is currently ahead of target, at a 50% completion rate, of the Valve Maintenance and GPS Program,which puts the department one year ahead of project schedule.

PCU is beginning a 10-year Residential Meter Replacement Program. The new meters will provide improvedtechnology for billing accuracy and increased durability to better protect equipment.

The South Cross Bayou Advanced Water Reclamation Facility (SCB) received the Florida Water EnvironmentAssociation Biosolids/Residuals Program Excellence Award for Large Operating Facilities. SCB also receiveda Public Education Award from the Florida Water Environment Association.

PCU has improved physical and cybersecurity for the Supervisor Control and Data Acquisition (SCADA)software and hardware operating systems.

The Customer Contact Center continues to receive on average 170,000 calls per year and has maintained aless than 3.0% abandonment rate in FY18.

Analysis:

The FY19 Utilities Department Budget reflects an increase of $14.2M or 5.9% as compared with the FY18 Revised Budget. For FY19, there is a $2.0M (5.9%) increase in Personal Services attributable to cost increases for wages and employee benefits as well as new positions. The remaining key budget changes are detailed in the following paragraphs.

Intergovernmental Charges are increasing $2.9M for such services as risk/insurance, information technology, and fleet maintenance. Also included in this increase for FY19 is $380,050 to support the new Office of Enterprise Asset Management department.

General Consulting reflects a decrease of $941,440 for various consulting projects and studies. FY19's budget includes $1.2M for flow monitoring studies to identify areas affected by inflow and infiltration (I&I) and modeling of the wastewater service area to identify capacity issues, while there was $3.6M included in the FY18 budget. FY19 also includes $850,000 for master plans for the water and sewer systems, $200,000 for a long-term biosolids plan, $140,000 for Utilities building assessments, and $150,000 for a water resources evaluation plan.

Sewer Service treatment charges are up $269,600 due to rate increases from an external wholesale service provider. Repair & Maintenance-Buildings reflect an increase of $781,680 for work needed at the Utilities Department's two wastewater treatment facilities. Capital Outlay expenditures reflect an increase of $264,040 for purchase of additional vehicles and heavy equipment.

Operating Reserves reflect an increase of $2.6M and Transfers to Other Funds are up $5.7M. Maintaining a healthy reserve allows the Utilities Department to invest in infrastructure to meet current and future needs.

Staffing within the Utilities Department reflects an increase of 8.6 FTE, totaling 423.0 positions in FY19. To supplement staffing and provide support to the Enterprise Asset Management project, five positions will be added, one in Utilities Engineering, three in the Maintenance Division, and one in Utilities Administration. Utilities Engineering is also adding two project coordinators to assist with post design management for large, complex projects. An Emergency & Incident Coordinator is being added to maintain and update the Utilities Emergency Response Plan as well as develop an Incident Management program. Lastly, Utilities is adding a


Utilities

Department Administrative Manager to provide support for the CIP Project Portfolio Management program.FY18 included 0.4 FTE for succession management purposes that is not included in the FY19 budget request.


6.8%

1.2%

41.8%

0.0%

0.3%0.1%

0.7%

49.1%

FY19 Request

Sewer Interest & SinkingSewer Renewal & ReplacementSewer Revenue & OperatingSolid Waste Renewal & ReplacementSolid Waste Revenue & OperatingWater Impact FeesWater Renewal & ReplacementWater Revenue & Operating


5.9%

16.1%

21.4%

0.3%24.9%

31.5%

FY19 Request

Debt ServiceReservesSewerSite Operational ProgramsTransfersWater





Budget FY19 Request

Debt Service 13,576,465 14,629,330 15,082,870

Reserves 38,729,620 41,285,610

Sewer 42,863,621 53,193,740 54,721,190

Site Operational Programs 757,177 786,210 675,930

Transfers 54,498,840 58,116,990 63,777,940


Utilities


BudgetFY19 Request

Water 68,288,513 76,623,550 80,755,400

$179,984,616 $242,079,440 $256,298,940



BudgetFY19 Request

Sewer Interest & Sinking 13,576,465 15,830,460 17,483,540

Sewer Renewal & Replacement 1,478,382 2,267,000 3,075,630

Sewer Revenue & Operating 73,733,604 104,349,790 107,219,480


Solid Waste Revenue & Operating 730,757 714,460 673,270

Water Impact Fees 1,000,000 166,210 210,290

Water Renewal & Replacement 1,199,047 1,715,070 1,897,160

Water Revenue & Operating 88,239,941 116,964,700 125,736,910

$179,984,616 $242,079,440 $256,298,940



Sewer Sewer Revenue & Operating 216.9 218.0

Site Operational Programs Solid Waste Revenue & Operating

4.3 4.3

Water Water Revenue & Operating 189.4 196.9

Water Water Renewal & Replacement 3.8 3.8


414.4 423.0

Budget Summary by ProgramDebt Service Administers the servicing of Pinellas County public debt.


FY19 Request

Sewer Interest & Sinking 13,576,465 14,629,330 15,082,870



FY19 Request

Debt Service


Utilities



FY19 Request

Sewer Interest & Sinking 1,201,130 2,400,670

Sewer Revenue & Operating 17,471,600 17,789,290

Water Impact Fees 16,210 210,290

Water Revenue & Operating 20,040,680 20,885,360



BudgetFY19 Request

Reserves

Sewer This program provides for the treatment, disposal or reuse of wastewater from over 83,000 accounts in anenvironmentally responsible manner in compliance with the Clean Water Act and Florida Administrative Code.




Water Renewal & Replacement -16,905



Sewer 216.9 218.0

Site Operational Programs Management of solid waste collection and disposal operations, facilities, and contracts, in compliance withapplication permits and regulations.



Solid Waste Revenue & Operating 730,757 714,460 673,270



Site Operational Programs 4.3 4.3


Utilities



FY19 Request


Water Impact Fees 300,000 150,000




FY19 Request

Transfers

Water This program provides drinking water to more than 112,000 retail and wholesale accounts in compliance withthe Safe Drinking Water Act and Florida Administrative Code.


Water Impact Fees 700,000





Water 193.2 200.7



Pinellas County

Utilities and Solid Waste Capital

Description:Beginning with the FY17 Budget, this department includes funding for the Utilities and Solid Waste enterprise capital funds and reserves. Prior to FY17, this department included the Planning and Design division of the Office of Engineering and Technical Support (E&TS), which was realigned within the Public Works and Utilities departments.

Analysis:Excluding Reserves, the Utilities and Solid Waste Capital Department Budget for FY19 reflects a decrease of $32.6M or 27.2% as compared to the FY18 Revised Budget. The timing of various Solid Waste Technical Recovery Program capital projects results in a decrease of $45.0M or 57.4%, offset byan increase in Utilities of $12.4M or 30.1%. The Utilities increase is being driven by additional projects related to meter replacements, pump station replacements and improvements, and various facility upgrades.



Program FY17 Actual FY18 RevisedBudget FY19 Request

Recycling & Education Programs 184,847 2,948,000 2,009,000Reserves 0 125,614,130 125,522,520Sewer 22,739,196 32,467,500 39,123,300Site Operational Programs 74,395,402 75,449,400 31,424,000Water 14,035,099 8,709,600 14,452,700

Total Expenditures $111,354,544 $245,188,630 $212,531,520Expenditures by Fund

Fund FY17 Actual FY18 RevisedBudget FY19 Request

Sewer Renewal & Replacement 22,739,196 60,978,760 48,623,480Solid Waste Renewal & Replacement 74,580,249 122,415,540 86,304,100Water Renewal & Replacement 14,035,099 61,794,330 77,603,940

Total Expenditures $111,354,544 $245,188,630 $212,531,520

Budget by ProgramRecycling & Education Programs Public Hearing 1

Recycling & Education Programs

Education / outreach, Household Electronics and Chemical Collection Center (HEC3) & mobile collections, various recycling programs, small quantity generator inspections, and reef construction.

Budget Summary

Fund FY17 Actual FY18 RevisedBudget

FY19 Request

Solid Waste Renewal & Replacement 184,847 2,948,000 2,009,000



Recycling & Education Programs Public Hearing 1

Program Total $184,847 $2,948,000 $2,009,000

Performance Measures FY17 ActualFY18

Projected FY19 TargetReserves Public Hearing 1

ReservesOversees the management and allocation of the County's financial reserves.

Budget Summary


BudgetFY19 Request

Solid Waste Renewal & Replacement 0 44,018,140 52,871,100

Sewer Renewal & Replacement 0 28,511,260 9,500,180

Water Renewal & Replacement 0 53,084,730 63,151,240

Program Total $0 $125,614,130 $125,522,520


Projected FY19 Target

Sewer Public Hearing 1

SewerThis program provides for the treatment, disposal or reuse of wastewater from over 83,000 accounts in an environmentally responsible manner in compliance with the Clean Water Act and Florida Administrative Code.

Budget Summary



Program Total $22,739,196 $32,467,500 $39,123,300


Projected FY19 TargetSite Operational Programs Public Hearing 1

Site Operational ProgramsManagement of solid waste collection and disposal operations, facilities, and contracts, in compliance with application permits and regulations.

Budget Summary


Solid Waste Renewal & Replacement 74,395,402 75,449,400 31,424,000

Program Total $74,395,402 $75,449,400 $31,424,000



Site Operational Programs Public Hearing 1


Projected FY19 TargetWater Public Hearing 1

WaterThis program provides drinking water to more than 112,000 retail and wholesale accounts in compliance with the Safe Drinking Water Act and Florida Administrative Code.

Budget Summary


BudgetFY19 Request


Program Total $14,035,099 $8,709,600 $14,452,700


Projected FY19 Target



Pinellas County

FY19 Annual Budget: Section D County Administrator ...

Documents

Transcript of FY19 Annual Budget: Section D County Administrator ...