Sarasota County Budget Workshop - 2/29/2016 - Presentation

8/20/2019 Sarasota County Budget Workshop - 2/29/2016 - Presentation

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Budget WorkshopFebruary 29, 2016


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AGENDA:

1. County Administrator Opening

2. Legislative Update 3. FY17 Budget Preparation

a. Schedule

b. Budget Preparation

c. General Fund

d. Revenue Overview4. TDT Update

5. Major Initiatives

6. Transportation Projects

7. Referendum Planning Update

8. Stormwater Utility Overview

9. Planning and Development Services

a. Comprehensive Plan Update

b. Publicly Initiated Comprehensive

Plan Amendment (CPA)


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#2 Legislative Update

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#3 FY17 BudgetPreparation

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FY17 Budget Meetings

December 4 – Board Retreat: Budget Principles

Discuss FY16 budget strategies and receive Board direction

on FY17 budget process and principles

February 29 – Workshop: Budget Strategy

• Update on budget development; strategic or service-level discussions

March 30 – Workshop: Budget Strategy


• Initial Capital Improvement Program/surtax discussion

April 27 – BCC Meeting: Mid-Year Budget Update• FY16 budget analysis and discussion

May 18 – Workshop: Budget Strategy


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June 1 – Preliminary Property Values

June 22 & 23 – Budget Workshops

• Presentation of FY17 budget proposals and constitutional officer requests• Discuss overall budget• Receive Board input and direction

July 1 – Final Property Values

July 13 – Set Tentative (“not-to-exceed”) Millage Rates

August 22 – Final Budget Workshop

• Budget wrap-up• Receive final Board input and direction prior to required public hearings

September 11 – Public Hearing (RLA)

September 21 – Public Hearing (1660) and Budget Adoption

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Preparing the FY17 Budget

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Processes:• Themed workshops• All major funds reviewed with Board• Pre-June discussion on revenues, fund reserve policies, debt and capital• Two-year operating review by departments• Internal review• County Administrator budget reviewed in June workshops (supported by

department presentations).


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Revenues• Overall millage rate to support existing service levels; newrevenue to support new service levels

• Continue to evaluate rate and fee structures

Expenditures• Continue to manage expenses• Review service levels

• Carefully consider new project and initiative impacts

Fund Balance• Meet Reserve Policy requirements (GF – 75-day disaster reserve)• Utilize Budget Stabilization Reserve to balance budget

FY17 Budget Approach

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FY17 Budget Process

• Continue process consistent with FY16

• Six workshops scheduled prior to budget adoption

• Budget presentations in June

• Proposed Administrator budget will be balanced basedon available resources (no unfunded requests)

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Revenue Overview


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Infrastructure Surtax$34,056,096

25.1%

Half Cent Sales Tax$28,891,874

21.3%

Tourist Development

Tax$19,073,63514.0%

FPL Franchise Fee$17,308,484

12.7%

Gas Taxes$16,698,764

12.3%

CommunicationsServices Tax$10,216,291

7.5%

State RevenueSharing

$9,550,3277.0%

FY15 Major Revenues - Actuals


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Revenue Forecasting

Most major revenues are forecast with “Forecast Pro” • Comprehensive forecasting and forecast management system• Utilizes various statistical models such as Exponential Smoothing,

Box-Jenkins, etc.)

• Utilizes historical data via Microsoft Excel

FY15 major revenue collection results:General Fund:

Half-Cent Sales Tax = 4.8% more than forecasted

State Revenue Sharing = 12.2% more than forecasted

Communications Svc’s Tax = 3.3% less than forecasted

FPL Franchise Fees = 9.3% more than forecasted

Non-General Fund:

Infrastructure Surtax = 11.7% more than forecasted

Tourist Development Taxes = 13.1% more than forecasted

Gas Taxes = 4.1% more than forecasted

Total Receipts

5.6% more than

forecasted

Total Receipts

10.2% more

than forecasted


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Lowest

Rates

Highest

Rates

FY16 County Government

Millage Rates*

Sarasota

County has

2nd lowest

mil lage rate

(3.3912)

* Rates are the sum of all countywide millages levied by each county government.

Duval County does not levy a countywide millage, but does levy a 11.1290

millage (less than countywide). Monroe County has the lowest rate. 16

1st Quartile

(mil lage 2.9753 – 5.4692)

2nd Quartile(mil lage 5.7000 – 7.2916)

3rd Quartile(mil lage 7.5051 – 8.8730)

4th Quartile

(millage 8.8991 to 10.5996)


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County Millage

1 Monroe 2.9753

2 Sarasota 3.3912

3 Okaloosa 3.4308

4 Collier 3.5938

5 Walton 3.6363

6 Indian River 3.6917

7 Marion 3.9000

8 Lee 4.1506

9 Orange 4.4347

10 Bay 4.6500

11 Seminole 4.8751

12 Palm Beach 4.9277

13 Dade 5.1169

14 Clay 5.2349

15 Pinellas 5.3537

16 Lake 5.4651

17 Brevard 5.4692

FY16 County Government Millage Rates(levied countywide)

1st Quartile 2nd Quartile 3rd Quartile 4th Quartile

Duval County is not listed here because it does not levy a countywide millage. It does levy a 11.1290 millage (less

than countywide).

County Millage

18 Sumter 5.7000

19 Broward 5.7230

20 Hillsborough 5.7926

21 Saint Johns 5.8746

22 Santa Rosa 6.0953

23 Martin 6.1264

24 Franklin 6.3065

25 Manatee 6.4326

26 Charlotte 6.5007

27 Nassau 6.5670

28 Escambia 6.6165

29 Polk 6.7815

30 Taylor 7.0113

31 Osceola 7.2180

32 Gulf 7.2442

33 Volusia 7.2709

34 Baker 7.2916

County Millage

35 Saint Lucie 7.5051

36 Pasco 7.6076

37 Citrus 7.7887

38 Hernando 7.8105

39 Jackson 7.9000

40 Columbia 8.0150

41 Levy 8.2741

42 Jefferson 8.3114

43 Leon 8.3144

44 Flagler 8.4668

45 Okeechobee 8.4741

46 Hendry 8.4909

47 Wakulla 8.5000

48 DeSoto 8.5060

49 Highlands 8.5500

50 Lafayette 8.8730

County Millage

51 Hardee 8.8991

52 Gadsden 8.9064

53 Alachua 8.9545

54 Suwannee 9.0000

55 Putnam 9.0730

56 Bradford 9.1104

57 Glades 9.1367

58 Washington 9.2520

59 Holmes 9.4912

60 Calhoun 9.9000

61 Dixie 10.0000

62 Hamilton 10.0000

63 Liberty 10.0000

64 Madison 10.0000

65 Union 10.0000

66 Gilchrist 10.5996

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General Fund Update


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Property Taxes$128,165,878

45.5%

Budgetary FundBalance

$41,450,17514.7%

Intergovernmental$39,718,915

14.1%

Charges for Services$36,576,450

13.0%

Permits , Fees andSpecial Assessments

$17,538,5326.2%

Other Tax Revenue$9,954,045

3.5%

Transfers$5,428,528

1.9%

Interest

$1,560,0000.6%

Miscellaneous

$1,292,7100.5%

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FY16 General Fund Revenues


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General Fund by Constitutional Officer

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FY16 Total = $262,853,965 Reserves, debt, ad valorem fees, and

non-departmental expenses excluded

3,800

188,085

691,444

763,677

3,042,316

3,621,824

4,628,075

4,830,040

6,035,686

8,227,600

8,500,463

104,143,456

118,177,499

Charter Review Board

Guardian Ad Litem

Public Defender

State Attorney

Medical Examiner

County Attorney

Court Administration

Supervisor of Elections

Property Appraiser

Tax Collector

Clerk of Circuit Court

Sheriff's Office

BCC Departments

[1.4%]

[1.2%]

[0.3%]

[0.3%]

[0.1%]

[0.0%]

[45.0%]

[39.6%]

[3.2%]

[3.1%]

[2.3%]

[1.8%]

[1.8%]


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General Fund by Function/Office

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FY16 Total = $262,853,965 Reserves, debt, ad valorem fees, and

non-departmental expenses excluded

3,800188,085

691,444

715,819

763,677

775,998

1,458,006

2,350,000

3,042,316

3,621,824

4,347,503

4,481,496

4,628,075

4,830,040

5,872,695

6,035,6867,036,887

8,227,600

8,500,463

11,329,540

12,109,865

13,850,651

14,658,903

18,653,598

20,536,538

104,143,456

Charter Review Board

Guardian Ad Litem

Public Defender

Economic Development

State Attorney

Board of County Commissioners

UF/IFAS Extension

Capital Improvements

Medical Examiner

County Attorney

City of Sarasota CRA

Lifeguards, Emergency Mgt., & Public Safety Comm.

Court Administration

Supervisor of Elections

Public Works

Property AppraiserPlanning & Development Svc's

Tax Collector

Clerk of Circuit Court

Libraries & Historical Resources

Health & Human Services

General Services (Facilities & Real Estate)

Support Services

Parks, Rec. & Natural Resources

SCAT

Sheriff's Office


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1. Forecasting model includes 3% expenditure growth to

address inflation/salary growth of existing LOS and

personnel (not additional)

2. Prior decisions have future impacts3. Cost impacts associated with capital projects

• Ongoing staffing and operating costs

• Maintenance

• Additional enhancements

Operating Costs/General Fund

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General Fund Model As of September 2015

Does not include $8.1M freed up from lowering the Disaster Reserve from 90 days to 75 days


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Recent Trends in Projections

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July 29, 2015 December 23, 2015FY17 5.2% 7.1%FY18 5.9% 7.2%FY19 5.9% 6.4%

FY20 9.2% 9.0%FY21 5.9% 5.7%

AdoptedBudget ProjectedUsage Pre-Settlement ActualUsage*

FY15 $41,795,358 $23,264,715 $11,547,089 $141,507

* Actual usage represents final (unaudited) FY15 financial statements. Without receipt of the

$11.4M BP claim settlement in August 2015, fund balance usage would have been at the

“pre-settlement” level in the table above.

Budgetary Fund Balance:

State Taxable Value Projections as of:


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General Fund Update

• Assumes State estimates of taxable property value growth (7.1%, 7.2%, 6.4%, 9.0%, 5.7% for FY17-FY21)

• Assumes 3% growth in most other major revenues and 3% growth in most expenditures.

• Shortfall line is the amount that cannot be funded using the estimated revenues and expenditures.The shortfall is only created after the Economic Uncertainty Fund is depleted, but the 75-day

Emergency/Disaster Reserve always remains fully funded (at $45M in FY16).

As of December 2015Clerk 2015 CAFR Not Final



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General Fund (alternative scenario)Same assumptions as before….

Lower taxable value growth of 4% in FY17 & FY18 instead of 7.1% and 7.2%...

Does not include $8.1M freed up from lowering the Disaster Reserve from 90 days to 75 days 26


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General Fund (alternative scenario)Same assumptions as before….

Higher taxable value growth of 8% in FY17 & FY18 instead of 7.1% and 7.2%...



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Items on the Horizon

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• FY17 operating impactsfor North Port Library at

STC Campus

• Hybrid bus battery

replacements• 2017 World Rowing

event planning

• Legacy Trail extension

• Ongoing funding for SHIFTS• Public safety referendum

• Fare Equity AnalysisStudy/Liberty Pass

• SCAT ComprehensiveOperations Analysis

• River Road funding

• Temporary location for Venice Public Library

• Constitutional Officer

budget requests• Community Reinvestment

Program


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Long-term Economic

Sustainability

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• Economic forecasting discussion with the Board in March

• Positioning the county prior to any future recession-relatedevents


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Examples of General Fund

“Gap” Mitigation Strategies

• Carefully review General Fund expenditures and service levels

• Continue to analyze funding options which will alleviate currentpressure on the General Fund

• Millage “Shifts”

• Annual evaluation of Mosquito Management Services millage

• Annual evaluation of ESLPP to offset Parks, Recreation, andNatural Resources General Fund operating expenditures

• TDT/SANCA/2017 World Rowing Championships

• Earmark current TDT special projects funds• Continue to evaluate cost savings and efficiency measures


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Cost Savings/Shifts

and Efficiency Measures

• Right of Way (ROW) mowing level of service contracts

• Homestead fraud

• Telecommunications and utility billing audit

• Paratransit contract

• Sale of surplus properties

• Debt refinancing opportunities

• Annual fund balance analysis


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• Monitor status

• Update model when projections change (new state value estimates, budget amendments, etc.)

• Keep Board informed• Continue to provide update at each workshop• Provide impacts to the General Fund balance as part

of the quarterly omnibus

• General Fund reserves and other reserves to be updatedafter completion of the CAFR

General Fund - Next Steps


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#4 TDT Update

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TDT Penny Chart

1¢ 2¢ 3¢ 4¢ 4½¢ 5¢

5¢ Levy Allocation

50% Beach Maintenance*

25% Sports Stadium**

25% Aquatic Nature Center

50% Beach Renourishment

20% Beach Maint. – 2 Year

20% Capital Projects/Events

10% Promotion

100% Promotion 100% Arts 100% Promotion

Effective Nov. 1, 1988 Eff. Apr. 1, 1997 Eff. May 1, 2007 Eff. May 1, 2010 Eff. May 1, 2011

* 50% Beach Maintenance: Revenue allocated to county and municipalities based on

population; municipalities’ allocation used for beach renourishment

**25% Sports Stadium: Annual revenue in excess of debt and CapX contributed to capital

projects/events


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TDT Penny Chart

1¢ 2¢ 3¢ 4¢ 4½¢ 5¢

5¢ Levy Allocation

50% Beach Maintenance*

25% Sports Stadium**

25% Aquatic Nature Center

50% Beach Renourishment

20% Beach Maint. – 2 Year

20% Capital Projects/Events

10% Promotion

100% Promotion 100% Arts 100% Promotion

Effective Nov. 1, 1988 Eff. Apr. 1, 1997 Eff. May 1, 2007 Eff. May 1, 2010 Eff. May 1, 2011

* 50% Beach Maintenance: Revenue allocated to county and municipalities based on

population; municipalities’ allocation used for beach renourishment

**25% Sports Stadium: Annual revenue in excess of debt and CapX contributed to capital

projects/events


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TDT Penny Chart

Revenue Allocation Percentages

• Promotion 32%

• Beach Maintenance 24%

•

Beach Renourishment 10%• Sports Stadium * 10%

• Aquatic Nature Center 10%

• Arts 10%

• Capital Projects/Events 4% *

* Note: Stadium funds in excess of debt and CapX contribution are

allocated to capital projects/events

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TDT Capital Projects/Events

FY16 Budget

Actual Beginning Fund Balance $1,274,286

FY16 Revenue:

Tourist Development Tax $721,800

TDT Stadium excess 538,355

FY16 Expenditures:

BMX loan repayment $832,000

Estimated Ending Fund Balance $1,702,441

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Fiscal Year Revenue Expenditure Fund Balance

FY16 $1,260,155 $832,000 $1,702,441

FY17 $1,315,697 $1,430,099 * $1,588,039

FY18 $1,389,947 $0 $2,977,986

TDT Capital Projects/Events

* FY17 Expenditure is 2017 World Rowing Championship (county guarantee),

$2,781,160 less promotional expense funded from TDT Promotion Fund

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TDT Aquatic Nature Center

FY16 Adopted Budget

Actual Beginning Fund Balance $1,709,703

FY16 Revenue: $1,799,200

FY16 Expenditures:

Debt Service $1,170,646

SANCA Operating Agreement 843,222

Estimated Ending Fund Balance $1,495,035

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Fiscal Year Revenue Expenditure Fund Balance

FY16 $1,799,200 $2,013,868 $1,495,035

FY17 $1,850,500 $2,012,404 $1,333,131

FY18 $1,902,500 $2,009,834 $1,225,797

TDT Aquatic Nature Center

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#5 Major Initiatives

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FY17 Major Initiatives


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FY17 Major Initiatives

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Encourage Economic Growth

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1. Complete construction of BMX facility

2. Develop a strategy to attract ancillary manufacturing for sports tourism

niches (rowing, paddle boarding, BMX, etc.)

3. Expand Knights Trail Range for clay and skeet activities

4. Finalize plans for improved develop an expansion strategy for additional

facilities to support and capitalize on the 2017 World Rowing Championships expand opportunities and attract visiting rowing teams

5. Expand Develop a strategy to diversify sports tourism and ecotourism

events and activity offerings

6. Support the Consortium of Colleges on the Creative Coast (C-4) initiative to

brand the region as an educational destination Establish a RegionalBranding

7. Develop a plan to address the shortage of professional and highly skilled

workforce talent Establish a partnership for a Business Incubator Program

8. Host a successful 2017 World Rowing Championships event


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Ensure Fiscal Sustainability

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1. Conduct a rate review study for Fleet, EIT and Permitting

2. Implement results of the Mobility Fee study

3. OneSolution financial system implementation

4. Complete an inventory of surplus property system to more efficiently

market and sell surplus property

5. Develop a strategy to eliminate short-term projected gaps in the General

Fund and present a General Fund allocation plan that mitigates the gap in

FY17-FY18

6. Carry out the Public Safety Referendum

7. Improve Non-Ad Valorem Fire Assessment process

8. Develop a funding strategy for River Road9. Execute an action plan to fully fund a 5-year resurfacing plan

10. Implement results of rate review study for Fleet, EIT and Permitting

11.Market and sell approved surplus property


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Provide Excellent Service

46

1. Evaluate the effectiveness of the SCG comprehensive customer service

program and implement recommendations

2. Improve Solid Waste customer service in north county

3. Enhance and expand mystery shopper program

4. Complete the Comprehensive Operations Analysis (COA) of evaluate SCAT

operations to continue to provide an efficient and effective transit system

5. Expand mobile applications to encourage and enhance citizen engagement

6. Refresh SCGov website providing a responsive interface

7. Develop customer service guidelines for all “over the counter” interactions

8. Develop and implement a standard customer satisfaction survey model

9. Expand the scope of targeted communication strategies in key functionalareas

10. Implement a customer service presence in Ringling lobby


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Plan for Positive Development and

Redevelopment

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1. Update impact fee ordinances

2. Update Land Development Regulations/Zoning Manual

3. Complete Comprehensive Plan update

4. Reevaluate critical area planning for State Road 776 Corridor Plan

5. Facilitate an affordable housing “challenge”

6. Completion of neighborhood plans for Kensington Park and Fruitville 210

7. Completion of Post Disaster Redevelopment Plan


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Promote Quality of Life

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1. Complete South Siesta Key Beach renourishment project2. Conduct a local food initiative

3. Develop a Parks, Preserves and Recreation Master Plan

4. Increase public access on SCG preserves

5. Open North Port joint library facility

6. Upgrade emergency radio system7. Complete plan development continue to study the feasibility of the north

extension and south connector of Legacy Trail and complete plans for the south

connector extension

8. Complete construction of 4 two new fire stations, Twin Lakes, UTC, VAMO and BRR

9. Secure partnerships and funding and sites for adult homeless initiative

10. Implement a replacement plan for Venice Library

11. Support Age Friendly Sarasota in the completion of Phase I and Phase II activities

12. Complete construction of Emergency Operations Center

13. Complete Siesta Beach improvement project

14. Reduce use of more toxic pesticides


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Be Environmental Stewards

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1. Construct Dona Bay Restoration Phase 1 focusing on water quality

2. Implement electric vehicle community plan

3. Implement a water conservation educational campaign

4. Prepare the Sarasota County RESTORE Act local plan

5. Update the Solid Waste Master Plan6. Implement a green building education and engagement program

7. Complete acquisition of Little Salt Springs


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Maintain and Enhance Existing

Infrastructure

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1. Complete Bee Ridge Road widening

2. Complete Honore Phase VII construction

3. Construct Sarasota County Tax Collector – South Sarasota Office

4. Develop a gateway plan

5. Establish a database to report facility condition assessment

6. Implement automated water meter replacement program

7. Improve Laurel Road gateway

8. Increase the number percentage of SCAT stops with bus shelters installed

9. Work with our corporate partner to ensure construction of Lakewood Ranch

Boulevard10.Enhance the county fiber infrastructure

11.Complete 1 neighborhood capital improvement program

12.Enhance cyber security services and awareness

13.Renovate RL Anderson Building


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Cultivate an Innovative

Organization

51

1. Create a model to assess ROI of health and wellness incentives

2. Enhance SCG project management approach

3. Enhance the diversity in hiring plan

4. Implement an action plan addressing the results of the employee survey

5. Roll out desktop collaboration, videoconferencing and enterprise social tools

6. Upgrade eNet to enhance department information sharing

7. Complete succession plan for the organization and develop career planning

resources

8. Conduct a comprehensive study for job market competitiveness and pay

compression9. Create a comprehensive strategy to increase employee engagement


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#6 Transportation

Projects Update

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Lakewood Ranch Boulevard

Extension


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Lakewood Ranch Blvd. Extension

• Public Private Partnership (P3) with SchroederManatee Ranch, Inc. (SMR)

• Adequate Transportation Facilities Agreement (ATFA) for Villages of Lakewood Ranch South DRI executed May 12, 2010

• 2nd revised and restated ATFA in progress to accommodate:

• Design/construction four-lane Lakewood Ranch Blvd.

• Design/construction four-lane Lorraine Road

• Design of east-west I-75 overpass

• Proposed funding source for county portion

• Developer-funded with Mobility Fee credits

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Lakewood Ranch Boulevard

Proposed four lanes Two Roundabouts Signal at Fruitville Rd.

Fruitville Road55


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• Project Information/Benefits

• Advances four lanes from current terminus to Fruitville Road

• Provides alternative north-south connector to I-75

• (DDI Resolution No. 2014-043)

• Provides spine arterial roadway through Fruitville Initiative

• Current Status

• 90% design plans received February

• Permits submitted• 100% design plans anticipated May 2016

• Right-of-way acquisition proceeding in coordination with SMR

Goal: Pending ROW acquisition, completion prior to

2017 World Rowing Championships56


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Sumter Park & Ride


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Sumter Park-n-Ride

•

Background• Existing shell area at Sumter Blvd. near I-75 used for parking

• Property owned by Sarasota Memorial Hospital (SMH)

• Board approved a proposed 30-40 park-n-ride improvement with a proposed budget of ~$72,000 on August 20, 2014

• Survey, design and permit coordination proceeded in 2015

• SWFWMD and City of North Port

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Sumter Park-n-Ride

• Design/Permitting Requirements

• In order to improve and formalize a code-compliant 30-40parking space project, project cost higher than anticipated:

• Significant clearing cost for forested area

• Addition of a stormwater management system

•

Regulatory-compliant driveway/parking/aisle widths andpavement structure

• Trash receptacles and parking lighting per code

• Signed, sealed and certified engineering plans

• Current Status• To deliver a 30-40 space, code-compliant parking area,

approx. $165,000 (incl. contingency); exceeds project budget

• Project currently on hold

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Sumter Park-n-Ride

•

Options Moving Forward1) Leave in current condition $0

2) Improve current area (13-16 “spaces”) approx. $40,000

3) 35-40 formal, permitted parking area: approx.$165,000

Options 1 & 2.

Option 3.

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Sumter Park-n-Ride

Recommendation

• Staff recommends Option #1 at this time

• Staff is currently evaluating State Park-n-Ride Program

funding opportunities to potentially accomplish Option # 3in the future

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Advanced Traffic

Management System (ATMS):Review and Update


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Advanced Traffic Management

System (ATMS)

• Overview

• ATMS project objectives

• Phase implementation

• Technology

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System (ATMS)

• ATMS Project Objectives• Minimize traffic congestion

• Improve safety

• Improve air quality

• Expedite travel for emergency services

• Improve area evacuations

• Improve cross-jurisdictional traffic flow

• Improve system communications

• Improve regional growth adaptability

• Improve regional security

• Integrate transportation systems

• Improve transportation agency operations

Source: ATMS Master Plan and Conceptual Design, 2004

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System (ATMS)

Examples Technology

Fewer stops and less stop time attraffic signals

Adaptive Signal Control (ASC);Timing plan updates

Monitor traffic flow and respond totraffic disruptions immediately Traffic CCTV cameras;Notification from RTMC

Improve response time foremergency vehicles

Emergency Vehicle PreemptionPriority (“Opticom” GPS system)

Incident management and

emergency evacuation

Traffic CCTV cameras

Travel speed/travel time analysis BlueTOAD

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System (ATMS)

• 2005 Interlocal Agreement

• Five-party agreement: Sarasota County, Manatee County, Cityof Sarasota, City of Bradenton, and FDOT

• Regional Traffic Management Center (RTMC) located inManatee County near U.S. 301, one mile north of S.R. 70

• Facility construction completed mid-2007

• Houses video wall and operator workstations

• FDOT co-located to mange Freeway Management System

on I-75• Sarasota County pays based on population formula

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System (ATMS)

• RTMC Functions

• Monitor traffic signal systems and communications

• Monitor traffic flow/congestion

• Notify member of congestion

• Monitor roadway incidents with CCTV cameras

• Evaluate incidents

• Notify responders

Provide traveler information to media outlets

Support testing and implementation of new technology

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System (ATMS)

Five Primary Phase Implementation

• Phases I and II (complete)

– Project scope• Upgrade 154 signals (out of 362)

• Installed 85 CCTV cameras

• Installed 120 miles of fiber optic cable

– Focus on major regional road network

– Completed 2014

– City of Sarasota added 26 additional signals via separate

project and funding

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• Phase III (complete)

- Project scope

• Upgrade 10 signals

• Install additional communication network

• Focus on the island of Venice

- Completed 2014

• Phases I - III Cost: $14,900,000 (design, construction, CEI, integration)

• FDOT Partnership:

- Phases I and II: Funded 50/50% w/FDOT TRIP grant

- Phase III: Construction fully funded w/LAP $843,843

(Phase III design funded as part of Phase I and II)


System (ATMS)

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System (ATMS)

• Phase IV

– Project scope

• Upgrade 50 signals

• Add more than 50 CCTV cameras

• Install additional communications

- Focus on North Port and north Sarasota County grid

- Completion: Underway

- Project cost: $8,388,000

(design, construction, CEI, integration)


– Phase IV funded via FDOT LAP and county surtax

(Sarasota County contributed $279,108)

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System (ATMS)

• Phase V

– Project scope

• Upgrade 34 signal controllers

• Add more CCTV cameras

– Implementation: FY16/17

– Project funded at $2,750,000


– Phase V funded by FDOT surface transportation program

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Signals Linked to ATMS by Agency

150

72

7

9

29

2

3

57

18

9

1

0 50 100 150 200 250

Sarasota County

City of Sarasota

City of North Port

City of Venice ATMS Conn. 2016

ATMS Conn. Ph. 5

ATMS Conn. Unscheduled


System (ATMS)

* County-owned signals within city limits counted as county 72


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Signals Retiming

0 50 100 150 200 250

Sarasota County

City of Sarasota

City of North Port

City of Venice ATMS Conn. 2016

ATMS Conn. Ph. 5

ATMS Conn. Unscheduled

51

36

9

108

38

7

18

3

1

2

3

4

Timed as of 2015

Re-Time 2017

Re-Time 2018


System (ATMS)

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System (ATMS)

ATMS is the backbone infrastructure into which

technology is implemented and managed

•Technology additions – CCTV cameras

– Signal timing adjustments

– Signal pre-emption

– BlueTOAD travel time

– InSync adaptive traffic signals

– Future technology

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System (ATMS)

• Travel speed information

– BlueTOAD

(Bluetooth travel-time origination and destination)

• Detects anonymous MAC addresses, wireless identifications

used to connect Bluetooth™ technologies on mobile devices in

vehicles such as phones, headsets and music players

• System calculates travel time through analysis of subsequent

detections

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System (ATMS)

• InSync Adaptive Signal Timing

– InSync Traffic Adaptive Modules implementation

– Uses video detection to detect vehicle travel and adjust signal

timing in real time

– Two major aspects:

• Automatic adjustment of signal timing

• Coordinates signals along corridor in real time

– Pilot implementation on University Parkway from U.S. 41 to I-75

– Contractor now installing additional equipment – Upcoming: March 2016 activation, data collection and

evaluation/monitoring

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System (ATMS)

• Moving Forward

– Signal timing and synchronization proceeding

– Activate and evaluate InSync Adaptive Signal Control system

– Work with FDOT/MPO on future ATMS technologies tosupport improved traffic flow and congestion management

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#7 Referendum

Planning Update

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79

• Public Safety Campus

• South County Courthouse• Fleet Facility

Tentative Referendum CIP

Project List


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Referendum Activities

Capital Projects

• Working to refine facility requirements and costestimates

Financial Management

• Evaluating project expenditures and funding timingstrategy

Office of County Attorney

• Developing draft referendum language

Communications

• Developing public education campaign

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Stormwater Environmental

Utility (SEU)

• Established in 1989

• Aligned with county’s overall approach to PublicUtilities

• Current assessment structure implemented in 1994• Assessments create a stable and dedicated fund to:

– Develop and implement a stormwater management plan

– Ensure that stormwater systems are properly planned,

constructed, operated and maintained

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Stormwater Utility - Fast Facts

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Item Quantity

Canals maintained 194 miles

Roadside ditches maintained 652 miles

Pipes maintained 243 miles

Structures maintained 12,838

Average number of work orders received(previous 3 years)

5,456

Average number of work orders completed(previous 3 years) 4,652

Percent of work orders completed(previous 3 years)

85%


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Stormwater Utility Objectives

• Develop watershed plans to identify floodplain level ofservice deficiencies and cost-effective solutions

• Ensure stormwater drainage system is properlyoperated and maintained

• Ensure compliance with federal, state and localregulations for development and National Pollution

Discharge Elimination System (NPDES) permit

• Administer Community Rating System (CRS) program to

prevent and reduce flood losses and flood insurance cost

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87

Assessment Program


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Adopted Level of Flood Protection

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• Stormwater management level of service adopted 1994 *

• Cost-effective floodplain level of service projects arefunded by basin assessments

* Source: Chapter 4, Comprehensive Plan


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Equivalent Stormwater Unit (ESU)

• 1 ESU is based on 3,153 sq. ft. of total effectiveimpervious area

– Total effective impervious area includes a percentage of

impervious and pervious surfaces

– 3,153 sq. ft. is based on a medium residential lot sized at 9,375sq. ft.

– A standardized table of values was established and applied to

varying parcel types and sizes to calculate the non-ad valorem

assessment

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Pervious and Impervious Surfaces

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P t f S f R ff


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Percentage of Surface Runoff

on a Variety of Surfaces

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2% 14% 73% 85% 98-100%

A i S C


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Assessments in Sarasota County

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Assessment AmountMaintained

(185,226 ESUs)

Non-Maintained

(7,213 ESUs)

Customer Service

(per parcel)$3.10

Operations / Planning(per ESU)

$23.10

Maintenance

(per ESU)$64.45

Total per ESU $90.65 $90.65 $26.20

Service Assessment Areas


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Service Assessment Areas

S A


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Stormwater Assessments

• The stormwater non-ad valorem assessment database

is maintained throughout the year

– Customer concerns are investigated and assessment is

modified if appropriate

– Property Appraiser provides changes to the parcels and the

assessment database is updated accordingly• Stormwater non-ad valorem assessment export files

are provided to the Tax Collector’s Office annually in

July for the TRIM Notice

•

Annual Stormwater Service Assessment Resolution issubmitted to the Board for approval

• With Board approval, stormwater non-ad valorem

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95

Level of Service:

Canal Maintenance

St t M i t


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Stormwater Maintenance

•Canal Mowing – Maintenance is followed by herbicide treatments

– Crews make repairs to canals as needed

– Crews provide support with specialized equipment

– Currently evaluating changes in equipment life cycles to

improve levels of service

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MaintenanceLevel of Service,

Cycles / Year Avg.

Canals Maintained,

Miles

In-house crews 2 106Hand clearing contract 2 87

Total 193


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S M i


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• Roadside Swales and Ditches

– Responsible for maintenance of 652 miles of roadside swales and

ditches

– Customer-request-driven work in addition to scheduled

maintenance

– Increased efficiency with addition of two FTEs in FY15 – Swale maintenance needs are balanced with water quality benefits

98

Calendar

Year

Erosion Repair,

S.F.

Sediment

Removed,

Tons

Regraded

Flow Line,

Miles

2013 16,418 3,625 22

2014 6,206 4,636 35

2015 25,275 5,832 50

R d id S l d Di h


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Roadside Swales and Ditches

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St t M i t


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• Pipe and Structure Maintenance

– Responsible to maintain 243 miles of pipe

– Responsible to maintain 12,838 structures

– Customer-request-driven work in addition to scheduled

maintenance

– Perform small-scale construction projects in-house

• Pipe Cleaning and Assessment

– Crews and equipment shared between stormwater and

water/wastewater activities – Customer-request-driven work in addition to scheduled

maintenance

– In compliance with NPDES requirements

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Pipe Condition Assessment


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Pipe televising inspection van



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In-pipe camera system for pipe inspection


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#9 Planning and

DevelopmentServices

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105

Comprehensive Plan Update



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• The update process

• Draft Sarasota County Comprehensive Plan

• Navigating the Plan

•Review cycle

• What’s next?

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Focus of this Update


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Focus of this Update

•

Update baseline data and information• Improve the Plan’s clarity, purpose and intent

• Strengthen connections between chapters and topic

areas

•Concentrated focus on lands inside the Urban ServiceBoundary

• Improve implementation

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The Update Process


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The Update Process

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Staff Evaluation


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Staff Evaluation

•50 subject matter experts covering over 20 disciplines

• Evaluated every chapter, goal, objective and policy in

addition to supporting data and analysis

• Developed end-of- cycle reports, online December 2015

• Staff evaluation and public input led to Comprehensive

Plan draft

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Draft Comprehensive Plan


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Draft Comprehensive Plan

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Volume 1: Adopted GOPs


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Volume 1: Adopted GOPs

• Volume 1: Adopted Goals, Objectives and Policies

– Goals, objectives and policies easily accessible

– Newly written introduction sets the foundation for the Plan

– Series of elements organize chapters based on like themes

– Improved chapter structure; core principles, new purpose

and intent statements

– Improved layout for goals, objectives and policies

– New glossary keeps definitions in one place

– Tracking changes; all modifications to goals, objectives and

policies have been identified in the draft

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Volume 2: Support Materials


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Volume 2: Support Materials

•

Volume 2: Support Materials – Provides support to Volume 1: Adopted Goals, Objectives and

Policies

– Organized like Volume 1, with elements and chapters

– Contains background information, previous appendices, data

and analysis – Separate document allows staff to maintain and update critical

data and maps when available, instead of updating the content

through the Comprehensive Plan amendment process

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Public Review Cycle


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Public Review Cycle

•

Draft was available to the public for five weeks; January19 to February 26, 2016

• Staff facilitated public comments through:

– Two public meetings, January 20 and 21, 2016, north and south

county

– Reorganized website to reflect new drafts, executive summaries,

narrated PowerPoint

– Series of 1:1 meetings called Deep Dives

– In addition to having the draft plan available online, copies wereavailable at all libraries

– Provided to all municipalities

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What’s Next?


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What s Next?

• April - Planning Commission

– 6 public hearings scheduled in April: 3 north, 3 south

– Specific elements assigned to each hearing

• May - Board of County Commissioners Workshop #2

– Present findings and recommendations from Planning

Commission

• June - Board of County Commissioners Public Hearings

– June 8 (half day) and 10 (full day)

• July - Transmittal to FDEO

– State has 60 days to review the Plan and issue the ORC Report

• October – Adoption*

* State typically takes 60 days, but has taken longer in some instances; staff is

currently working with FDEO to avoid any delays in this timeline 114


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Publicly Initiated

Comprehensive Plan

Amendment (CPA)

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Publicly Initiated CPA


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• Address 2050 Policies – Greenbelts – allowing the Board to grant exceptions and/or

reduction of the 500-foot greenbelt widths (with established

criteria); and

– Open Space – allowing the Board to approve requests to

reduce the open space to less than 50%, but meeting aminimum of 33% (with established criteria)

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•

Revisions to Greenbelt and Open Space Policies – Proposed revisions were included in CPAs that weresupported by staff and approved by the Board:

• Clark Road Properties – CPA 2013-C

• Fruitville Road Properties – CPA 2013-G

• Hidden Creek – CPA 2013-J

– Pursuing a separate, publicly initiated CPA is intended to

address site-specific, policy-related issues

• Staff recommends approval to process CPA No. 2015-

G outside of the regular cycle; the proposed requestcan be reasonably accommodated at this time

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118

Recap of Today’s Decisions


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119

Budget Next Steps



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December 4 – Board Retreat: Budget Principles

Discuss FY16 budget strategies and receive Board direction

on FY17 budget process and principles

February 29 – Workshop: Budget Strategy

Update on budget development; strategic or service-level discussions

March 30 – Workshop: Budget Strategy


• Initial Capital Improvement Program/surtax discussion

April 27 – BCC Meeting: Mid-Year Budget Update

• FY16 budget analysis and discussion

May 18 – Workshop: Budget Strategy


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g g

June 1 – Preliminary Property Values

June 22 and 23 – Budget Workshops

• Presentation of FY17 budget proposals and constitutional officer requests• Discuss overall budget• Receive Board input and direction

July 1 – Final Property Values

July 13 – Set Tentative (“not-to-exceed”) Millage Rates

August 22 – Final Budget Workshop

• Budget wrap-up

• Receive final Board input and direction prior to required public hearings

September 11 – Public Hearing (RLA)

Sarasota County Budget Workshop - 2/29/2016 - Presentation

Documents

Transcript of Sarasota County Budget Workshop - 2/29/2016 - Presentation