Okaloosa County BOCC — April 9, 2013 (meeting #1123) — reading text

the poverty level, those employees may be able to weather a 10% or 20% reduction in their pay. However, many of our employees are not far from the poverty level and to reduce their pay from the County may force many into bankruptcy, poor health habits (eliminate health insurance/doctor/dental visits, healthy food choices), or other actions that will affect them for the rest of their lives. Many of our lower paid employees have been working 2nd and 3rd jobs in order to make ends meet while working for the County. Now many of those 2nd and 3rd jobs have gone away or have been reduced so that they are at a point where they are relying even more heavily on their County pay. To cut employees’ pay may push them into (or further into) debt and will increase their stress. While mandatory furloughs are certainly an option for reducing overall costs, their negative impact on the lives of valued employees must likewise be carefully considered. We understand that dramatic measures may need to be considered to meet the challenges that lie ahead. Unfortunately, it may be healthier for the entire organization to eliminate some programs or offices and layoff those employees who had been performing those functions. If this is your recommendation, we will assist those employees in finding other positions in the County, and if we are unsuccessful with that, we will work with them to obtain unemployment compensation benefits and continue their job search outside of county government. Finally, as we continue to face daunting budget challenges that impact the morale of the organization and services to the citizenry, it is suggested that as an organization we move beyond the traditional across the board budget cuts by thinking of alternatives as to how we approach this budget challenge. As we explore alternatives for the county it is time to make smart cuts by using a horizontal approach and looking at programs that cut 1 This is significant because a furlough of one 8-hour day in a week would equal a 20% pay cut for that week, placing the employee at or below the federal poverty or “very low income” level for that week. Page 45 Packet Pg. 52  1.b across many agencies and services. During fiscally tight times the organization should consider eliminating redundant or duplication in programs, eliminating or restructuring ineffective programs where performance data does not support success, cut programs that are isolated and not part of an integrated service effort, and eliminate duplication of effort across agencies and departments. Regardless of the decisions made, your Human Resources Department stands ready to assist management and employees throughout the process. Attachment: Budget Policy Document FY14 (1578 : Budget Policy Document) Page 46 Packet Pg. 53  1.b Attachment A Workers' Total Salaries Multiplier Adjusted Salary Difference FICA Retirement Comp Total Savings 10 Day Furlough (2080 vs 2000 hrs) 0.038 Governmental Fund $16,606,923.57 0.962 $15,968,195.74 (638,727.83) (48,862.68) (49,237.45) (23,737.29) (760,565.25) Enterprise Fund $8,848,977.73 0.962 $8,508,632.43 (340,345.30) (26,036.42) (19,020.55) (9,092.16) (394,494.41) Public Safety - All $3,159,325.16 0.962 $3,037,812.65 (121,512.51) (9,295.71) (13,445.68) (4,060.11) (148,314.01) Total Salaries $28,615,226.45 0.962 $27,514,640.82 (1,100,585.63) (84,194.80) (81,703.68) (36,889.56) (1,303,373.68) 5 Day Furlough (2080 vs 2040 hrs) 0.019 Attachment: Budget Policy Document FY14 (1578 : Budget Policy Document) Governmental Fund $16,606,923.57 0.981 $16,287,559.65 (319,363.91) (24,431.34) (24,618.72) (11,868.65) (380,282.63) Enterprise Fund $8,848,977.73 0.981 $8,678,805.08 (170,172.65) (13,018.21) (9,510.27) (4,546.08) (197,247.21) Public Safety - All $3,159,325.16 0.981 $3,098,568.91 (60,756.25) (4,647.85) (6,722.84) (2,030.06) (74,157.00) Total Salaries $28,615,226.45 0.981 $28,064,933.64 (550,292.82) (42,097.40) (40,851.84) (18,444.78) (651,686.84) 3 Day Furlough (2080 vs 2056 hrs) 0.012 Governmental Fund $16,606,923.57 0.988 $16,415,305.22 (191,618.35) (14,658.80) (14,771.23) (7,121.19) (228,169.58) Enterprise Fund $8,848,977.73 0.988 $8,746,874.14 (102,103.59) (7,810.92) (5,706.16) (2,727.65) (118,348.32) Public Safety - All $3,159,325.16 0.988 $3,122,871.41 (36,453.75) (2,788.71) (4,033.71) (1,218.03) (44,494.20) Total Salaries $28,615,226.45 0.988 $28,285,050.76 (330,175.69) (25,258.44) (24,511.10) (11,066.87) (391,012.10) Over $70k 5 Day Furlough (2080 vs 2040 hrs) 0.019 Governmental Fund $1,778,663.57 0.981 $1,744,458.50 (34,205.07) (2,616.69) (2,085.30) (287.70) (39,194.75) Enterprise Fund $976,449.05 0.981 $957,671.18 (18,777.87) (1,436.51) (1,067.52) (229.11) (21,511.00) Public Safety - All $247,769.69 0.981 $243,004.89 (4,764.80) (364.51) (352.28) (66.39) (5,547.97) Total Salaries $3,002,882.30 0.981 $2,945,134.57 (57,747.74) (4,417.70) (3,505.10) (583.20) (66,253.73) Over $60k 5 Day Furlough (2080 vs 2040 hrs) 0.019 Governmental Fund $2,915,452.98 0.981 $2,859,386.58 (56,066.40) (4,289.08) (3,470.39) (848.11) (64,673.98) Enterprise Fund $1,878,934.44 0.981 $1,842,801.08 (36,133.35) (2,764.20) (1,962.41) (713.27) (41,573.24) Public Safety - All $595,777.74 0.981 $584,320.48 (11,457.26) (876.48) (1,106.61) (244.03) (13,684.38) Total Salaries $5,390,165.16 0.981 $5,286,508.14 (103,657.02) (7,929.76) (6,539.40) (1,805.41) (119,931.59) Over $50k 5 Day Furlough (2080 vs 2040 hrs) 0.019 Governmental Fund $4,780,434.71 0.981 $4,688,503.27 (91,931.44) (7,032.75) (6,043.06) (1,934.05) (106,941.30) Enterprise Fund $2,720,693.21 0.981 $2,668,372.19 (52,321.02) (4,002.56) (2,806.21) (1,142.85) (60,272.65) Public Safety - All $846,384.55 0.981 $830,107.93 (16,276.63) (1,245.16) (1,621.92) (405.73) (19,549.44) Total Salaries $8,347,512.47 0.981 $8,186,983.38 (160,529.09) (12,280.48) (10,471.19) (3,482.63) (186,763.38) Excludes County Commissioners and Part-time, Relief & Temporary Excludes Supervisor of Elections Public Safety - All includes: EMS, 911, Emergency Management & Beach Safety including administrative personnel Packet Pg. 54  BOARD OF COUNTY COMMISSIONERS AGENDA REQUEST DATE: April 9, 2013 TO: Honorable Chairman and Members of the Board FROM: Rick Owen SUBJECT: PowerPoint Presentation For Budget Workshop DEPARTMENT: County Administrator BCC DISTRICT: All The attached Powerpoint Presentation provides an overview of the proposed Okaloosa County Budget Policy for Fiscal Year 2013-2014. RECOMMENDED BY: APPROVED BY: James D. Curry, County Administrator Packet Pg. 55  2.a Packet Pg. 56 1 Attachment: PowerPoint Presentation (1580 : PowerPoint Presentation For Budget  2.a Attachment: PowerPoint Presentation (1580 : PowerPoint Presentation For Budget  Fiscal Approval Responsibilities  Economic Information  Revenue & Policies  Expenditures & Policies  Fiscal Challenges  Potential Reduction ◦ The Big Picture ◦ Reduction Methodologies ◦ Services & Staffing Philosophies  Conclusion  Budget Review Schedule Packet Pg. 57 2  2.a Attachment: PowerPoint Presentation (1580 : PowerPoint Presentation For Budget Citizens Property Tax Board of Co. Clerk of Sheriff Supervisor Appraiser Collector Commissioners Courts of Elections County Departments Packet Pg. 58 3  2.a Attachment: PowerPoint Presentation (1580 : PowerPoint Presentation For Budget  Property Appraiser F.S. 195.087 ◦ Submits budget to the State of Florida Department of Revenue (DOR) by June 1st with copy to BCC ◦ By July 15, the DOR shall notify the Property Appraiser and the BCC of any tentative budget amendments ◦ By August 15, additional information/testimony to DOR from the Property Appraiser or the BCC ◦ DOR makes final decision on or before August 15th ◦ Final decisions by DOR can be appealed to the Governor and Cabinet, sitting as the Administration Commission ◦ Post final budget to website within 30 days after adoption