Okaloosa County BOCC — February 12, 2013 (meeting #1122) — reading text

unavailable six months out of the year. Beach Safety: Finally, the funding of the County’s Beach Safety program and the Destin Fire Beach Safety Programs with tourism taxes lowered the County’s funding level which resulted in the loss of the Junior Lifeguard Program and the inability to replace aging ATVs. The Junior Lifeguard program will not be conducted by Beach Safety in 2013 due to staffing reductions. Eliminating the program has long-term recruiting and staffing implications for the division. In Fiscal Year 2009, the vehicle and vessel replacement plan for Beach Safety was extended from three to five years. The maintenance budget was increased in Fiscal Year 2010 to achieve this goal, but was reduced by 32% in Fiscal Year 2012/13. It is a significant challenge to keep vehicles in good repair and response ready beyond three years, especially as preventative maintenance funds are decreased. A 20% reduction in the budget for the purchase of new rescue equipment has resulted in the continued use of old and worn equipment. The majority of the division’s rescue paddle boards have over five years of service with no new purchases since Fiscal Year 2009. Public Works Packet Pg. 10  1.a.a Public Works overall staffing has been reduced by 21 positions; from 180 to 159. Remaining staff members have taken on additional responsibilities to continue to provide sufficient customer service. The largest number of reductions was in the Engineering Division, challenging personnel with continuing to provide timely Attachment: 2013-2014 Synopsis Report (1363 : Report of Board Department Reduction Impacts (FY 2008 - 2012)) plan reviews for local developers as well as engineering and survey assistance for internal departments. Leaving budgeted positions vacant added additional responsibilities to existing limited staff. Road Department: Over the last five years the Public Works Department has experienced declining revenues and resources that have affected operational efficiencies and mission effectiveness. These challenges have presented opportunities for innovative solutions to common issues and increased commitment to maximizing the revenue sources available to support departmental initiatives. Florida Statues define the use of gas tax revenues and only allowable expenditures can be placed in this restricted funding. Public Works restricted funding sources include Constitutional Transportation Trust Fund (CTTF), Constitutional Gas Tax (CGT), Local Option Gas Tax (LOGT), and County Fuel Tax revenues. Funding support for the Road, Engineering, Stormwater, and Traffic divisions is mainly provided by revenues from the CTTF. Declining CTTF and general fund revenues have made it necessary to move some operational costs under different funding sources. In the Fiscal Year 2013 budget, $1 million in recurring operational expenditures was moved from CTTF to CGT and LOGT funding. Major capital road and bridge projects are funded by CGT and LOGT so these recurring operational expenses will significantly reduce the ability to manage short term and long term construction and paving goals. Equipment replacement is also becoming a critical issue. No major construction equipment has been replaced for five years and down time has become a constant obstacle in maintaining project schedules. Stormwater: This section derives its revenue from the general fund, competing with other County projects and expenditures. Stormwater maintenance and construction operations are focused on catastrophic and safety concern failures. Grant opportunities continue to be researched but as with other revenue this funding is becoming more difficult to secure. Lacking a dedicated funding source adversely impacts the ability to pledge required funding matches. Mosquito Control: This section is funded by the general fund and some state grants, both of which have declined over the past five years. To limit the total Packet Pg. 11  1.a.a funding needed for operational expenditures, chemical inventory has been reduced. New procedures for spraying and routes are under review to ensure they will meet public needs and regulatory requirements. Parks Division: This division is funded by a Municipal Services Taxing Unit (MSTU) Attachment: 2013-2014 Synopsis Report (1363 : Report of Board Department Reduction Impacts (FY 2008 - 2012)) and the general fund. In Fiscal Year 2013 funding has been provided by tourist development bed taxes for all tourist related parks to help offset declining general fund revenues. County park capital improvements have been eliminated due to lack of general fund revenues. If further reductions are required, limited playing times that do not require night lighting and reduced irrigation will be needed. Solid Waste: This section has reduced staff by four personnel over the last five years. Reduced personnel numbers create a challenge for staff to provide routine support activities. In addition, repairs on aging equipment have consistently delayed weekly grinding operations. Fortunately, the enterprise revenues for the Solid Waste section have seen an increase. These funds are now establishing a reserve fund that will fund long-term care expenses. Purchasing Over the past five years, the Purchasing Department has eliminated two positions. While staffing has been reduced 28.5%, there has been an increase in workload as annual contracts that would normally be renewed are being rebid. The Purchasing Department has also seen a reduction in the quality of initial specifications or documentation being sent by other departments, as they too have experienced reductions in staffing and time does not allow for research and thorough analysis of their requirements. The increase in workload and decrease in staffing has resulted in the department being reactive rather than proactive. Further, training towards staff certification has become almost impossible to achieve due to minimal funding and lack of office coverage. Risk Management The department’s director position was reclassified to a manager and the department was merged into Human Resources. Additionally, reductions were made in property insurance coverage and self-insurance insurance funds. Packet Pg. 12  1.a.a Veterans Services Veterans Services has experienced a reduction in services and office hours as a Attachment: 2013-2014 Synopsis Report (1363 : Report of Board Department Reduction Impacts (FY 2008 - 2012)) result of the elimination of the one Veterans Counselor position. The ability to effectively and efficiently maintain two offices is no longer feasible, despite steady increase in demand for services. As a result, the Crestview Veteran’s Services office is now open only on Tuesday and Thursday. Additionally, the staff reduction means longer wait times in providing services to Veterans/Surviving Spouses that are elderly and/or homebound as well as fewer VA benefits briefings to incarcerated veterans. In-office appointments are normally at a two to three week wait time to apply for benefits. Extended hours are sometimes required in order to accommodate families of deceased veterans/beneficiaries and to finalize daily workload intake. The office has also cut training opportunities due to a reduction in travel expenses. Currently, training expenses have been reduced to one person per annual certification/accreditation and training sessions. The training and certification is vital to office staff to ensure that information provided to those served is accurate and up to date. Without being accredited with National Service Organizations, access to the Department of Veterans Affairs client portal program is not authorized. VA programs, laws and regulations have been changing and continue to change and evolve to meet the needs of not only veterans of today but those from as far back in history as WWII. Water and Sewer Since Fiscal Year 2008, OCWS has eliminated 21 positions (140 full-time 119 full- time). Through the Voluntary Separation Incentive Program (VSIP), some staff cuts have resulted in organizational challenges. For example, the Customer Service Supervisor position was eliminated, and the position’s job duties were reassigned to the I.T. Supervisor. In terms of budget, OCWS operates as an enterprise fund department and therefore does not rely on tax revenue; however several factors have led to additional borrowing and Board approved rate increases. In 2008, one of the major credit rating agencies lowered its rating for the provider of bond insurance for outstanding municipal bonds from “AAA” to “AA”. When a Packet Pg. 13  1.a.a second agency also downgraded the insurer, it triggered an automatic need for a debt service reserve as required by bond covenants. This reserve was secured through a bank-qualified loan in the amount of $6 million. The unanticipated additional funding required to repay the loan, along with operations, maintenance, and capital improvements, led to a 5-year plan for Attachment: 2013-2014 Synopsis Report (1363 : Report of Board Department Reduction Impacts (FY 2008 - 2012)) rate increases beginning in 2011. The Computer Aided Drafting (CAD) section is using 2006 AutoCAD software. In this industry, that is considered ancient, and presents compatibility problems when sending and receiving files from outside agencies/companies. The OCWS team has developed new efficiencies to minimize reductions in service levels. The lines may be a little bit longer in customer service at the Water & Sewer building, but fortunately new ways to pay bills and setup accounts are now established. One success witnessed is an increase in the number of customers that access accounts via the website or the IVR phone system; and set up their account via fax or email. Employees have maintained a positive attitude as it relates to customers in order to not compromise customer service. Customer service has had to adjust to the same number of customers with four fewer employees. As a result of the reduced number of Customer Service Rep positions, the telephone call center suffered and is now shut down. Additionally, the Department has reduced number of days in the Bluewater Bay customer service office from two days a week to two days a month. Maintenance and Logistics personnel who are not trained in customer service are now handling most of the initial phone calls. Besides the lower level of expertise, this also reduces the time available for them to perform their normal duties. Maintenance crews are also sustaining aging infrastructure with 2 fewer employees. Despite the challenges Water and Sewer has enjoyed successes within the department, owing in no small part to the surveying crew, engineering staff & consultants, construction crew, lift station/electrical crew, maintenance staff, and carpenter’s shop. Regarding the Water & Sewer vehicle fleet, vehicles have not