Okaloosa County BOCC — December 15, 2015 — 2015 Annual Priorities Progress Report — agenda request — reading text

BOARD OF COUNTY COMMISSIONERS AGENDA REQUEST DATE: December 15, 2015 TO: Honorable Chairman and Members of the Board FROM: Kay Godwin SUBJECT: 2015 Annual Priorities Progress Report DEPARTMENT: County Administrator BCC DISTRICT: All STATEMENT OF ISSUE: 2015 Annual Priorities Progress Report BACKGROUND: Under the leadership of Chairman Boyles, the Board held a planning workshop on January 27, 2015 to develop priorities and a work plan for the year. These priorities were approved by the Board on February 17, 2015, and the following end-of-year progress report is provided for information. Infrastructure A. Develop a road paving and improvement matrix with quantifiable criteria for the ranking of road pavement and improvement priorities. Status: Achieved To assist in ranking dirt-to-pave road improvement projects, staff developed a logical ranking matrix utilizing quantifiable and weighted criteria. The following criteria with weighted values are included: cost, number of residences, traffic count, economic development capacity, right-of-way availability, environmental impact, and constructability. This prioritization methodology was endorsed by the Board, and will be utilized by staff to more objectively prioritize dirt-to-pave improvement projects. B. Develop a list of Restore Act eligible projects for submittal to ORAC for funding consideration and direct the completion of funding applications. Status: Achieved A total of eleven county projects focusing on economic development, stormwater, infrastructure, and promotion of tourism were submitted to the ORAC for evaluation and scoring. Three of the county projects totaling $1,751,480 were recommended by the ORAC and approved by the Board. Those projects include $1,229,480 for snorkel/dive reef construction, $432,000 for Laffitte Crescent stormwater infrastructure retrofit, and $90,000 for Okaloosa Lane bridge conversion. C. Create a functional Transit Cooperative to revitalize and redefine the role of public transit in Okaloosa County.  Status: Achieved A Transit Cooperative was formed by the county and member cities including: Crestview, Fort Walton Beach, Destin, Cinco Bayou and Niceville. In cooperation with the Tourist Development Department, rebranding, marketing, and community survey efforts are underway. To support a more robust public transit program, additional County staff-level resources are needed and could be funded using un-tapped gas tax revenue. D. Develop a matrix with criteria for the ranking of real property assets for the County & Constitutional Officers. Status: On-going The first step in accomplishing this goal was the development of a centralized and comprehensive list of real property assets for the county and constitutional officers. In addition, a cross functional team of county staff collaborated to identify property characteristics that will be beneficial as matrix criteria for needs analysis and prioritization efforts going forward. Weighting measures will evolve as the project moves forward. During this same time period, staff successfully provided both project management support and an unprecedented move of multiple county functions to the newly constructed Shalimar Administration Building. Further, staff are engaged in planning major relocation efforts of the Crestview Courthouse operations into temporary facilities in anticipation of further reconstruction efforts. These activities delayed immediate completion of this project; however, the efforts are on-going and the relocation planning activities produced data that will aid in facilitation of long-term planning for facilities and undeveloped property needs. Economic Development A. Adopt a Master Economic Development Ordinance to better coordinate economic development activity in Okaloosa County. New position to coordinate with Economic Development Ombudsman. Status: On-going To provide an expedited permitting process for the development of projects that substantially contribute to the economy of Okaloosa County through the creation of high-wage, long term jobs, the County has an expedited permitting process, adopted by ordinance and authored in partnership with county departments and Economic Development Council (EDC) staff. This expedited permitting process resulted in a recent application and development order being turned around in an unprecedented twenty-one days. As the current ordinance and coordination system are in place and working well, staff recommends the Board consider adopting an economic development strategy to provide policy guidance and serve as the road map for the County’s economic development priorities. A plan to achieve the most needed tangible economic development driver, infrastructure,  could be addressed better through zoning designations and capital improvements that deliver industry-supporting infrastructure and services to appropriate areas. B. Complete the site certification process at Bob Sikes Airport and begin recruitment of qualified tenants. Status: Achieved The Gulf Power Site Certification for five development parcels, two on airport and three off airport, were certified and are now being marketed through Gulf Power. The Airports Department has also been actively marketing the two on airport sites at national airports conferences. C. Inventory and evaluate future economic development sites and industrial parks within Okaloosa County to include infrastructure analysis, etc. Use results of analysis to prioritize locations and develop long-term marketing and management plans. Status: On-going The Growth Management’s Planning Division has developed and maintains “Planning Area Profiles” for all of Okaloosa County that provide detailed information regarding roads, water and sewer, population, zoning, electric power availability, and other information that is useful for site selection consultants, developers, and economic development professionals. There are 10 profiles corresponding to the 10 zip code areas in the County. The planning area profiles are ideal for serving as the basic data and analysis needed to support economic development. This tool is also user friendly and conveniently available on the County’s web site. The county’s EDC partnership remains strong, and they serve as the chief promoter of community assets to external audiences. Economic development incentives have become more necessary as areas compete for economic development opportunities, and the County has implemented the Economic Development Ad Valorum Tax Exemption (EDATE) program approved by voters last year. To date, the county has provided an estimated $118,457 in tax incentives over ten years to two local companies who expanded existing industries in Okaloosa County, retaining existing jobs and creating new jobs. Refocus on the Customer A. Re-tool the budget presentation and adoption process to improve transparency and develop an annual pre-budget priorities development process. Status: Achieved A modified line item budget that spotlighted trends and variations within expenditure categories was utilized for presentation of the fiscal year (FY) 2016 budget. A new position of Budget and Compliance Manager was added for FY16, and future budget cycles will include an annual pre-budget priorities development process. In partnership with the Clerk  of Courts, a new software platform was acquired that makes comprehensive budget data conveniently accessible to all citizens from the County’s web site. B. Complete a comprehensive review of the Code of Ordinances and Land Development Code and adopt changes to simplify and modernize the Code and LDC. Status: On-going The Growth Management Department has completed a review of the Land Development Code (LDC), and has prepared modifications to address a number of areas for improvement, including revising the administrative adjustment process to provide a time certain for notice, review and processing; standardization of the accounting of time for applications relative to weekends and legal holidays; removal of the Code Enforcement process from the LDC for inclusion under the Administrative Chapter of the overall Code; creation of a nuisance abatement assessment methodology for more timely collection of code enforcement fines and penalties; and reconciliation of agricultural uses between the Comprehensive Plan and LDC. Growth Management and Public Works have jointly initiated review of the stormwater provisions, and have also discussed this issue with the Building Industry Association. C. Improve the fraud, waste, abuse, and theft reporting process to include improvement of the anonymous reporting system with distribution to multiple independent agencies. Status: Achieved The County’s web site has been updated to include an anonymous reporting feature for fraud, waste, abuse or theft. The reports would be directed to multiple neutral parties, to insure appropriate and timely follow-up. Further, The Clerk of Courts has an anonymous reporting feature on their web site that is monitored and independently managed by the Inspector General, along with a recorded telephone line for anonymous reporting. RECOMMENDATION: This is a staff update provided to the Board for information. RECOMMENDED BY: APPROVED BY: John Hofstad, County Administrator