Okaloosa County BOCC — July 14, 2014

Budget Workshop Okaloosa County Board of Commissioners Monday, July 14, 2014– 6:00 PM Water & Sewer Administration Building I. Overview 1. The attached document provides the FY 2014-15 Budget Summary and transmittal letter from the Okaloosa County Administrator. II. Growth Management 1. Inspections/Planning Department Program Based Budget Documents 2. Code Enforcement Department Program Based Budget Documents 3. Coordinated Transportation Program Based Budget Documents III. Corrections 1. Corrections Department Budget Documents IV. Public Safety 1. 911 Coordinator/Public Safety Budget Documents Okaloosa County adheres to the Americans with Disabilities Act and will make reasonable accommodations for access to this meeting upon request. Please call the County Administrator’s Office at (850) 651-7515 to make a request. For Hearing Impaired, Dial 1-800-955-8771 (TDD), and 1-800-955-8770 (Voice). Requests must be received at least 48 hours in advance of the meeting in order for Okaloosa County to provide the requested service. Revised: 7/11/2014 4:34 PM Page 1 of 1  BOARD OF COUNTY COMMISSIONERS AGENDA REQUEST DATE: July 14, 2014 TO: Honorable Chairman and Members of the Board SUBJECT: FY 2014-15 Budget Summary The attached document provides the FY 2014-15 Budget Summary and transmittal letter from the Okaloosa County Administrator. Packet Pg. 2 Packet Pg. 3 Packet Pg. 4 Packet Pg. 5  OKALOOSA COUNTY, FLORIDA COUNTY OFFICIALS County Commissioners Wayne Harris District I Dave Parisot District II Nathan Boyles District III Don Amunds District IV Kelly Windes District V Other Elected Officials Don W. Howard Clerk of Circuit Court Larry Ashley Sheriff Benjamin F. Anderson Tax Collector Timothy "Pete" Smith Property Appraiser Paul Lux Supervisor of Elections Other Officials Ernie Padgett County Administrator Greg Stewart County Attorney Page 1-1 Packet Pg. 6  Board of County Commissioners Okaloosa County, Florida Fiscal Year 2015 Funds CITIZENS OF OKALOOSA COUNTY BOARD OF CLERK OF THE PROPERTY SUPERVISOR OF COUNTY SHERIFF TAX COLLECTOR CIRCUIT COURT APPRAISER ELECTIONS COMMISSONERS LEGAL SERVICES COUNTY ADMINISTRATOR LIBRARY COOPERATIVE ADMINISTRATIVE GROWTH PUBLIC TOURIST AIRPORTS PUBLIC WORKS WATER & SEWER SERVICES MANAGEMENT SAFETY DEVELOPMENT HUMAN 911 CODE ENFORCEMENT ENGINEERING RESOURCES COMMUNICATIONS BEACH PURCHASING PLANNING EXTENSION SERVICES SAFETY RISK FACILITY INSPECTIONS CORRECTIONS MANAGEMENT MAINTENANCE COUNTY VETERAN WARNING FLEET MAINTENANCE SERVICES POINT EMERGENCY INFORMATION MANAGEMENT SYSTEMS EMERGENCY MEDICAL MOSQUITO CONTROL SERVICES COURT PARKS SERVICES RECYCLING ROADS SOLID WASTE STORMWATER TRAFFIC OPERATIONS Page 1-2 Packet Pg. 7  MILLAGE PROCESS SCHEDULE Fiscal Year 2015 ACTION July 1, 2014 Property Appraiser certifies the taxable value to taxing authorities ("Day 1" of Schedule) Budget Officer submits tentative budget to the Board of County Commissioners (BCC) July 14 - Aug 12 BCC conducts budget workshops and adjusts budgets as they deem necessary By August 4, 2014 Taxing authorities advise the Property Appraiser of: (1) Prior year millage rate (2) Current year proposed millage rate (3) Current year rolled-back rate (4) Date, time, and meeting place of the tentative budget hearing By August 24, 2014 Last day for Property Appraiser to mail Notices of Proposed Property Taxes (TRIM Notice) to taxpayers (includes public hearing information) September 4, 2014 Public Hearing by BCC to receive citizen input and answer questions concerning the adoption of the tentative budget and proposed millage rate. (Crestview - Crestview Courthouse - 6:00 p. m.) Sep 9 - Sep 13 Advertisement of proposed budget and notice of public hearing at which Board intends to adopt a final millage rate and final budget. September 15, 2014 Public Hearing by BCC to receive citizen input and answer questions concerning the adoption of the final millage rate and final budget. (Water & Sewer Administration Building -6:00 p. m.) Sep 23 - Oct 10 Value Adjustment Board convenes to hear petitions October 1, 2014 Fiscal Year begins Packet Pg. 8 Page 1-3  GENERAL INFORMATION County-Wide Gross Taxable Value - The value, as determined by the Property Appraiser, of the nonexempt property in the county, both incorporated and unincorporated areas. Millage Rate - A levy by a taxing authority, expressed in dollars per thousand dollars of nonexempt property value. Rolled-Back Rate - A millage rate that would generate the same amount of tax dollars as the prior year (excludes new construction from the computation). Fund Accounting Systems - Governmental accounting systems are organized and operated on a fund basis. A fund is a fiscal and accounting entity with a self-balancing set of accounts recording cash and other financial resources, together with all related liabilities and balances, which are segregated for the purpose of carrying on specific activities or attaining certain objectives in accordance with special regulations, restrictions, or limitations. General Fund - The County's General Fund is used to account for all financial resources except those required to be accounted for in another fund. This fund includes general governmental activities not accounted or reported in another fund. All constitutional officers receive appropriations from this fund. Special Revenue Funds - Special revenue funds are used to account for specific revenues that are legally restricted to expenditures for particular purposes. County special revenue funds which are partially funded by ad valorem taxes are , County Health Department and Unincorporated County Parks. County Transportation Trust Fund - This fund is a special revenue fund which accounts for the County Engineering, Road, Stormwater and Traffic Signal Maintenance Departments. County Public Health Fund - This is a special revenue fund which accounts for the appropriation for the County Health Department, any balances from prior years and certain capital outlay for the County Health Department. Debt Service Funds - Debt Service funds are used to account for debt service payments, as well as any accumulation of resources in anticipation of future principal and interest requirements. Okaloosa has one debt service fund which is made up of the 2009 Sales Tax Revenue Bonds for the construction of the new judicial center complex, 2011 Revenue Bond to finance the Brackin Building purchase and 2013 private back loan for joint beach renourishment project. Capital Projects Funds - Capital projects funds are used to account for the general government's major capital acquisition and construction activities. The County has the Capital Outlay Fund that accounts for all major capital and construction activities of the government, excluding road activities and the Road and Bridge Construction Fund which accounts for the road construction activities. Packet Pg. 9 Page 1-4  GENERAL INFORMATION Enterprise Funds - These funds account for operations that are financed and operated in a manner similar to private business enterprises where the intent of the governing body is that the costs (expense, including depreciation) of providing goods or services to the general public on a continuing basis be finance or recovered primarily through user charges; or where the governing body has decided that periodic determination of revenues earned, expenses incurred, and/or net income is appropriate for capital maintenance, public policy, management control, accountability, or other purposes. The County operates Water & Sewer, Airport, Solid Waste, Inspection and Emergency Medical Services enterprise activities. Emergency Medical Services (EMS) Fund - This is an enterprise fund which accounts for the provision of emergency medical services to Okaloosa County residents as well as county visitors. It is funded through user charges and ad valorem tax revenues levied for that purpose. Internal Service Funds - Internal Service funds are used to account more efficiently for the general government's centralized intragovernmental activities. The County accounts for it's Self Insurance and Fleet Maintenance programs as internal service funds. Taxing Authorities - The local governments, special districts and the County District School Boards, which are authorized by law to levy taxes to support their operations. Taxing authorities in the county include the Board of County Commissioners, the School Board, municipalities, and special districts. Each taxing authority levies its own taxes and establishes its own budget, consistent with Florida Statutes and administrative rules established by state agencies. This budget is solely that of the Board of County Commissioners and excludes those of the other taxing authorities. Tax Increases - Tax increases on individual parcels from one year to the next are caused by an increase of a millage levy by a taxing authority, or by an increase in valuation by the Property Appraiser, or by both. County- wide increases are caused by action of the taxing authorities and are measured from the roll-back rate. activities represented in the County budget to ensure that presented budget proposals were justified and necessary to provide services desired by county citizens. The Board of County Commissioners and the County Administrator are conducting a series of workshops in an effort to pare proposed budgets and thereby evaluate levels of ad valorem tax levy, which must be shouldered by county citizens. At these workshops the commissioners attempt to reduce proposed budgets and/or find other funding sources in an effort to reduce the requirement for ad valorem taxes and at the same time provide the necessary services required and desired by citizens. Public hearings will be conducted on September 4, 2014 in Crestview and September 15, 2014 in Fort Walton Beach to receive public input regarding proposed budgets and to explain reasons for increases. Page 1-5 Packet Pg. 10  COUNTY ANNUAL BUDGET-STATUTORY GUIDANCE F.S.S. ACTION 129.01(1) A budget shall be prepared, approved, adopted, and executed as prescribed in this chapter for each fiscal year. At a minimum, the budget must show for each fund, as required by law and sound financial practices, budgeted revenues and expenditures by organizational unit which are at least at the level of detail required for the annual financial report under s. 218.32(1). 129.03(1) Property Appraiser certification by July 1, pursuant to s. 200.065. 129.03(2) On or before June 1 of each year, the sheriff, the clerk of the circuit court and county comptroller, the tax collector subject to a resolution entered into pursuant to s. 145.022(1), and the supervisor of elections shall each submit to the board of county commissioners a tentative budget for their respective offices for the ensuing fiscal year. 129.03(3) The county budget officer, after tentatively ascertaining the proposed fiscal policies of the board for the next fiscal year, shall prepare and present to the board a tentative budget for the next fiscal year for each of the funds provided in this chapter, including all estimated receipts, taxes to be levied, and balances expected to be brought forward and all estimated expenditures, reserves, and 129.03(3)(a) The board of county commissioners shall receive and examine the tentative budget for each fund and, subject to the notice and hearing requirements of s. 200.065, shall require such changes to be made as it deems necessary, provided the budget remains in balance. 129.03(3)(b) The board shall cause this summary statement to be advertised one time in a newspaper of general circulation published in the county, or by posting at the courthouse door if there is no such newspaper, and the advertisement must appear adjacent to the advertisement required pursuant to s. 200.065. 129.03(3)(c) The board shall hold public hearings to adopt tentative and final budgets pursuant to s. 200.065. 195.087(1)(a) On or before June 1 of each year, every property appraiser, regardless of the form of county government, shall submit to the Department of Revenue a budget for the operation of the property appraiser’s office for the ensuing fiscal year beginning October 1. The property appraiser shall submit his or her budget in the manner and form required by the department. A copy of such budget shall be furnished at the same time to the board of county commissioners. The department shall, upon proper notice to the county commission and property appraiser, review the budget request and may amend or change the budget request as it deems necessary, in order that the budget be neither inadequate nor excessive. On or before July 15, the department shall notify the property appraiser and the board of county commissioners of its tentative budget amendments and changes. Prior to August 15, the property appraiser and the board of county commissioners may submit additional information or testimony to the department respecting the budget. On or before August 15, the department shall make its final budget amendments or changes to the budget and shall provide notice thereof to the property appraiser and board of county commissioners. Page 1-6 Packet Pg. 11  COUNTY ANNUAL BUDGET-STATUTORY GUIDANCE 195.087(1)(b) The Governor and Cabinet, sitting as the Administration Commission, may hear appeals from the final action of the department upon a written request being filed by the property appraiser or the presiding officer of the county commission no later than 15 days after the conclusion of the hearing held pursuant to s. 200.065(2)(d 195.087(2) On or before August 1 of each year, each tax collector, regardless of the form of county government, shall submit to the Department of Revenue a budget for the operation of the tax collector’s office for the ensuing fiscal year, in the manner and form prescribed by the department. A copy of such budget shall be furnished at the same time to the board of county commissioners. 196.151 Between March 1 and July 1 each year, the Property Appraiser shall either approve exemption requests or deny and immediately notify applicants, 193.023 The property appraiser shall complete his or her assessment of the value of all property no later than July 1 of each year 200.065(1) Upon completion of the assessment of all property pursuant to s. 193.023, the property appraiser shall certify to each taxing authority the taxable value within the jurisdiction of the taxing 200.065(2)(a) Upon preparation of a tentative budget, but prior to adoption thereof, each taxing authority shall compute a proposed millage rate necessary to fund the tentative budget other than the portion of 200.011(1) The county commissioners shall determine the amount to be raised for all county purposes, except for county school purposes, and shall enter upon their minutes the rates to be levied for each fund respectively, together with the rates certified to be levied by the board of county commissioners for use of the county, special taxing district, board, agency, or other taxing unit within the county for which the board of county commissioners is required by law to levy taxes 200.065(2)(b) Within 35 days of certification of value each taxing authority shall advise the property appraiser (1) Proposed millage rate (2) Rolled-Back Rate (3) Date, time, and place of public hearings to consider proposed millage rate and tentative budget The Property Appraiser must mail notices with the above information from all taxing authorities no later than 55 days after certification 200.065(2)(c) Between 65 and 80 days after certification - public hearing to consider proposed millage rate and tentative budget. During hearing - (1) Amend the tentative budget as deemed appropriate. (2) Adopt the amended tentative budget. (3) Recomputed proposed millage and publicly announce percent, if any, by which the recomputed proposed millage exceeds the rolled-back rate. Page 1-7 Packet Pg. 12  COUNTY ANNUAL BUDGET-STATUTORY GUIDANCE 200.065(2)(d) Within 15 days of the meeting adopting the tentative budget, (2)(c), the Board will advertise intent to finally adopt a millage rate and budget (as prescribed by 200.065(3)). 2 days nor more than 5 days after advertisement, the final hearing will be held. During final hearing - (1) Amend adopted tentative budget as deemed appropriate. (2) Adopt a final budget. (3) Publicly announce the rolled-back millage rate, the percentage millage increase, and the milllage rate to be levied prior to adoption of the millage levy resolution or ordinance. (4) Adopt a resolution stating millage rate and percent, if any, by which the millage rate exceeds the rolled-back rate. (5) Numbers (2) and (4) require separate motions The millage rate set by the final hearing shall in no event be higher than that set at the tentative hearing. If the rate set at the tentative hearing is higher that that certified to the Appraiser, (2)(b), first-class mail notices must be sent to each taxpayer. 200.065(2)(c-e) During hearings - (1) Discuss: (a) Percentage increase in millage over rolled-back rate and the specific purposes for which ad valorem tax revenue are being increased. (b) Explain reasons for proposed increase over the rolled-back rate. (2) Millage rates at these hearings will be adopted prior to adopting budgets. (3) Hearings will be held after 5:00 p.m. on weekdays, or on Saturdays. 200.065(4) Board will certify by resolution to the Property Appraiser what actions were taken in the final hearing. 200.065 & BCC will complete and furnish to the Department of Revenue within 30 days of the final hearing a 200.068 completed millage process package. Millage Process package includes: (1) Copy of resolution (2) Copy of certification of value showing rolled-back rate millage and proposed millage rates. (3) Copy of advertisement pursuant to 200.065(3) 194.032(1)(a) The Value Adjustment Board appointed under the provisions of Section 194.015 will convene between 30 and 60 days after mailing of notices of proposed property taxes, to consider petitions for deceased assessments and denied exemptions. Page 1-8 Packet Pg. 13  Millage County-Wide Gross Certified Taxable Value $14,389,405,767 Unincorporated MSTU Gross Certified Taxable Value $6,838,300,016 Current Millage Rate $3.4308 per $1000 Proposed Millage Rate $3.4308 per $1000 Rolled-Back Rate (County-Wide) $3.3217 per $1000 Rolled-Back Rate (Aggregate) $3.4046 per $1000 Prior Year Maximum Millage Limitation $5.3552 per $1000 Adopted Tentative Rate per $1000 Certified to Appraiser for Notices of Proposed Property Taxes per $1000 Approved Millage Rate per $1000 Millage Required to Fund Proposed Budgets County-Wide FUND MILLAGE TAXES @ 96% General 3.2744 per $1000 45,232,411 County Public Health Unit 0.0478 660,075 Emergency Medical Services Enterprise 0.1086 1,500,000 Total County-Wide Millage $3.4308 per $1000 Total County-Wide Taxes $47,392,486 Non County-Wide Unincorporated Municipal Service and Taxing Unit (MSTU) $0.1800 per $1000 $1,181,658 Aggregate Millage Rate $3.5163 per $1000 Total County & Non County-Wide Taxes $48,574,144 Prior Year Millage Rates Fund MILLAGE TAXES @ 96% General 3.3001 per $1000 $43,794,626 County Public Health Unit 0.0478 $634,435 Emergency Medical Services Enterprise 0.0829 $1,100,000 Totals - Prior Year $3.4308 per $1000 $45,529,061 Page 1-9 Packet Pg. 14  Millage - Last Ten Years FUND FY06 FY07 FY08 FY09 FY10 General 1.8957 1.6449 1.5868 1.3802 1.3845 Fine & Forfeiture 1.8609 1.5519 1.5829 1.7748 1.7741 County Public Health Unit 0.0646 0.0547 0.0484 0.0520 0.0534 Capital Outlay 0.2386 0.2568 0.0000 0.0000 0.0000 Emergency Medical Services Enterprise 0.1902 0.1417 0.1262 0.0925 0.0779 Total County-Wide Levy 4.2500 3.6500 3.3443 3.2995 3.2899 Unincorporated MSTU 0.2085 0.2085 0.1888 0.1800 0.1800 Aggregate Millage Rate 4.3669 3.7417 3.4281 3.3802 3.3722 FUND FY11 FY12 FY13 FY14 FY15 General 1.4546 3.1153 3.1393 3.3001 3.2744 Fine & Forfeiture 1.6724 0.0000 0.0000 0.0000 0.0000 County Public Health Unit 0.0578 0.0602 0.0516 0.0478 0.0478 Capital Outlay 0.0000 0.0000 0.0000 0.0000 0.0000 Emergency Medical Services Enterprise 0.1051 0.1144 0.0990 0.0829 0.1086 Total County-Wide Levy 3.2899 3.2899 3.2899 3.4308 3.4308 Unincorporated MSTU 0.1800 0.1800 0.1800 0.1800 0.1800 Aggregate Millage Rate 3.3735 3.3744 3.3755 3.5156 3.5163 Millage Rate - Last Ten Years 5.0000 4.5000 4.2500 Rate/$1,000 4.0000 3.6500 3.4308 3.4308 3.5000 3.3443 3.2995 3.2899 3.2899 3.2899 3.2899 3.0000 06 07 08 09 10 11 12 13 14 15 Year Page 1-10 Packet Pg. 15  Fiscal Year 2015 Millage Percentage by Fund Emergency Medical Services County Public Enterprise Health Unit 3.2% 1.4% General 95.4% Millage Comparison FY14 vs. FY15 0.1086 Emergency Medical Services Enterprise 0.0829 0.0478 County Public Health Unit 0.0478 3.2744 General 3.3001 0.0000 0.5000 1.0000 1.5000 2.0000 2.5000 3.0000 3.5000 FY15 FY14 Page 1-11 Packet Pg. 16  Property Value - Last Ten Years Year Final Valuation Millage Taxes @ 95% Total Budget 2006 $13,576,903,661 4.2500 $54,816,749 $238,388,812 2007 $17,899,368,086 3.6500 $62,066,059 $292,259,226 2008 $18,806,640,352 3.3443 $59,750,295 $313,172,524 2009 $17,410,630,993 3.2995 $54,574,058 $304,080,099 2010 $16,213,042,985 3.2899 $50,672,326 $263,569,236 2011 $14,521,804,221 3.2899 $45,386,520 $280,421,796 2012 $13,802,468,365 3.2899 $43,138,304 $261,624,931 2013 $13,554,486,285 3.2899 $42,363,259 $257,241,963 2014 $13,795,170,133 3.4308 (2) $45,435,331 $279,897,664 2015 (1) $14,389,405,767 3.4308 (2) $47,392,486 $308,385,700 (1) Certified as of July 1, 2014. (2) Taxes at 96% Packet Pg. 17 Page 1-12  Trend Comparison Value vs. Millage 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 Year Value Millage Trend Comparison Value vs. Budget 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 Year Value Budget Page 1-13 Packet Pg. 18  Property Valuation Last Ten Years $20 18.8 17.9 17.4 16.2 14.5 14.4 $15 13.6 13.8 13.6 13.8 Billions $10 $5 $0 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 Year Millage Rate Last Ten Years $5 4.2500 $4 3.6500 3.3443 3.2995 3.2899 3.2899 3.2899 3.2899 3.4308 3.4308 $3 Dollars $2 $1 $0 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 Year Page 1-14 Packet Pg. 19  Property Taxes Last Ten Years $80 62.1 59.8 $60 54.8 54.6 50.7 45.4 45.4 47.4 43.1 42.4 Millions $40 $20 $0 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 Year Total Budget Last Ten Years $400 $350 313.2 304.1 308.4 292.3 280.4 $300 279.9 263.6 261.6 257.2 $250 238.4 Millions $200 $150 $100 $50 $0 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 Year Page 1-15 Packet Pg. 20  Human Resources Summary Fund Title FY13 FY14 FY15 +/- 001 Board of County Commissioners 9 9 9 0 County Administrator 4 5 5 0 Purchasing 5 6 6 0 Human Resources 7 8 8 0 Legal Services 1 1 0 (1) Growth Management 11 11 11 0 Geographical Information Systems 8 8 9 1 Systems and Networking 7 7 7 0 Applications and Administration 5 5 5 0 Facility Maintenance 44 44 47 3 Emergency Management 3 3 3 0 County Warning Point 16 16 16 0 Code Enforcement 3 3 4 1 Beach Safety 24 24 24 0 Corrections 129 129 130 1 Agriculture Extension 9 9 9 0 Veterans Services 3 3 3 0 Mosquito Control 8 8 8 0 Library Cooperative 1 1 1 0 Tourist District Parks 0 0 2 2 Pretrial Services 3 4 4 0 Growth Management - Grant 1 0 0 0 FDLIS Cooperative - Grant 1 1 1 0 Drug Court/Mental Health - Grant 4 4 4 0 General Fund 306 309 316 7 101 Engineering 15 15 15 0 Roads 95 95 94 (1) Traffic Signal Maintenance 5 5 5 0 Stormwater Management 4 4 4 0 Traffic Planner - Grant 1 1 1 0 104 5th TDT-Tourism Promotion 9 0 0 0 2nd TDT-Administration 1 9 11 2 3rd TDT-C.C. Promotions 2 5 5 0 3rd TDT-C.C. Administration 19 21 23 2 1st TDT-Beaches & Parks 1 2 2 0 108 911 Coordinator 5 6 6 0 115 Unincorporated County Parks 19 19 19 0 119 Prisoner Benefit 3 3 3 0 120 Judicial Innovations 5 4 4 0 Law Library 1 1 1 0 122 Domestic Violence Trust 1 0 0 0 Special Revenue Funds 186 190 193 3 411 Water & Sewer-Operating 119 121 122 1 421 Airport Administration 8 8 8 0 Airport-Operating 14 14 12 (2) Airport Security 15 25 20 (5) Airport Operations Center 0 0 9 9 Destin 2 2 2 0 Bob Sikes 1 1 1 0 Page 1-16 Packet Pg. 21  Human Resources Summary Fund Title FY13 FY14 FY15 +/- 430 Solid Waste 5 5 7 2 Recycling 7 7 7 0 441 Inspection 12 12 12 0 450 Emergency Medical Services 111 111 130 19 294 306 330 24 501 Risk Management 3 3 3 0 502 Fleet Operations 18 20 21 1 Internal Service Funds 21 23 24 1 GRAND TOTAL 807 828 863 35 Elected Officials 5 5 5 0 Full-time 736 749 772 23 Part-time 9 7 11 4 Relief 57 67 77 10 Total 807 828 865 37 Page 1-17 Packet Pg. 22  Positions by Category Part-Time Elected Officials 8.9% Relief 0.6% 1.3% Full-Time 89.2% Positions by Major Fund Internal Service 2.8% Enterprise General 38.2% 36.6% Special 22.4% Page 1-18 Packet Pg. 23  Summary of Balances Revenues and Expenditures Approved Approved Approved $ % Fund Title 2013 2014 2015 Inc/(Dec) Inc/(Dec) 001 General Fund $73,822,667 $77,119,937 $79,846,396 $2,726,459 3.5% 101 County Transportation Trust Fund $9,035,127 $9,617,825 $10,156,510 $538,685 5.6% 104 Tourist Development Fund $17,945,473 $21,290,000 $34,917,000 $13,627,000 64.0% 105 Natural Disaster Fund $1,000,000 $100,000 $0 ($100,000) -100.0% 106 S.H.I.P. Fund $400,000 $303,407 $306,925 $3,518 1.2% 108 E-911 Operations Fund $2,165,700 $2,289,600 $1,964,600 ($325,000) -14.2% 109 Radio Communications Fund $210,000 $131,000 $137,250 $6,250 4.8% 110 Law Enforcement Trust Fund $25,000 $25,000 $20,000 ($5,000) -20.0% 111 Police Academy Fund $155,750 $85,500 $35,450 ($50,050) -58.5% 112 County Public Health Fund $676,599 $648,435 $667,075 $18,640 2.9% 113 M.S.B.U. Fund $893,596 $858,981 $962,768 $103,787 12.1% 115 Unincorporated County Parks Fund $5,693,425 $6,166,325 $5,873,158 ($293,167) -4.8% 119 Prisoner Benefit Fund $738,500 $1,040,500 $1,115,500 $75,000 7.2% 120 Additional Court Cost Fund $2,094,966 $2,111,477 $1,940,805 ($170,672) -8.1% 121 Drug Abuse Trust Fund $75,000 $55,500 $50,000 ($5,500) -9.9% 122 Domestic Violence Trust Fund $278,755 $257,505 $152,255 ($105,250) -40.9% 123 Traffic Education Fund $66,000 $90,500 $160,000 $69,500 76.8% 201 Okaloosa Debt Service Fund $5,462,648 $6,557,859 $6,713,226 $155,367 2.4% 301 Capital Outlay Construction Trust Fund $4,999,685 $4,978,660 $23,525,813 $18,547,153 372.5% 302 Road/Bridge Construction Fund $10,755,000 $14,042,500 $14,279,000 $236,500 1.7% 411 Water & Sewer Enterprise Fund $46,915,648 $53,878,048 $60,940,755 $7,062,707 13.1% 421 Airport Enterprise Fund $27,392,642 $24,597,001 $24,016,330 ($580,671) -2.4% 430 Solid Waste Enterprise Fund $7,825,500 $9,576,500 $8,576,500 ($1,000,000) -10.4% 441 Inspection Enterprise Fund $1,359,284 $1,460,815 $1,615,916 $155,101 10.6% 450 Emergency Medical Service Enterprise Fund $7,080,364 $7,729,609 $8,316,666 $587,057 7.6% 460 Convention Center Enterprise Fund $9,521,625 $12,677,750 $0 ($12,677,750) -100.0% 501 Self Insurance Fund $14,927,768 $16,078,695 $15,801,817 ($276,878) -1.7% 502 Garage Services Fund $5,725,241 $6,128,735 $6,293,985 $165,250 2.7% TOTAL $257,241,963 $279,897,664 $308,385,700 $28,488,036 10.2% Page 1-19 Packet Pg. 24  Budget by Major Funds General Fund Internal Services 25.9% 7.2% Enterprise 33.6% Special Revenue Okaloosa Debt Capital Outlay 19.0% Service 12.3% 2.2% FY14 vs. FY15 Total Budget 79.8 General Fund 77.1 58.5 Special Revenue 45.1 6.7 Okaloosa Debt Service 6.6 37.8 Capital Outlay 19.0 103.5 Enterprises 109.9 22.1 Internal Services 22.2 $0 $20 $40 $60 $80 $100 $120 Millions 2015 2014 Page 1-20 Packet Pg. 25  Revenue Department Budgets Fund Dept Title FY14 FY15 +/- % 001 0100R General Revenue $71,072,429 $73,383,314 $2,310,885 3.3% 0103R Purchasing $10,100 $25,000 $14,900 147.5% 0108R Planning $60,000 $73,700 $13,700 22.8% 0111R Information Systems $320,235 $331,320 $11,085 3.5% 0112R Facilities Maintenance $83,600 $90,200 $6,600 7.9% 0122R County Warning Point $102,220 $96,500 ($5,720) -5.6% 0124R Code Enforcement $36,808 $36,808 $0 0.0% 0125R Beach Safety $551,536 $519,972 ($31,564) -5.7% 0126R Corrections $706,650 $640,400 ($66,250) -9.4% 0130R Agriculture Extension $6,000 $7,139 $1,139 19.0% 0141R Community Transit $15,000 $0 ($15,000) -100.0% 0170R County Parks $503,482 $28,000 ($475,482) -94.4% 0171R Library Cooperative $605,001 $565,001 ($40,000) -6.6% 0175R Tourist District Parks $0 $1,007,309 $1,007,309 NA 0183R Sheriff $2,815,953 $2,815,953 $0 0.0% 0610R Pretrial Services $21,000 $25,000 $4,000 19.0% 701291R FDCF MH & DCCM $161,765 $157,076 ($4,689) -2.9% 701371R State Aid Library (12) $48,158 $43,704 ($4,454) -9.2% TOTAL $77,119,937 $79,846,396 $2,726,459 3.5% 101 1000R County Transportation Trust Fund $8,200,279 $8,281,491 $81,212 1.0% 1004R Stormwater Management $1,326,145 $1,782,500 $456,355 34.4% 71901R DOT Traffic Signalization (09) $91,401 $92,519 $1,118 1.2% TOTAL $9,617,825 $10,156,510 $538,685 5.6% 104 1151R 5th TDT $5,960,000 $6,237,500 $277,500 4.7% 1152R 2nd TDT $4,960,000 $5,427,500 $467,500 9.4% 1173R 3rd TDT $6,222,750 $5,376,000 ($846,750) -13.6% 1175R 1st TDT $10,020,000 $9,760,000 ($260,000) -2.6% 1176R Special Assessment $350,000 $356,000 $6,000 1.7% 1179R 4th TDT $6,455,000 $7,760,000 $1,305,000 20.2% TOTAL $33,967,750 $34,917,000 $949,250 2.8% 105 1200R Natural Disaster $100,000 $0 ($100,000) -100.0% TOTAL $100,000 $0 ($100,000) -100.0% 106 1351R E.J.M. Aerospace $303,407 $306,925 $3,518 1.2% TOTAL $303,407 $306,925 $3,518 1.2% 108 1401R 9-1-1 Coordinator $2,289,600 $1,964,600 ($325,000) -14.2% TOTAL $2,289,600 $1,964,600 ($325,000) -14.2% 109 1021R Radio Communications Program $131,000 $137,250 $6,250 4.8% TOTAL $131,000 $137,250 $6,250 4.8% 110 1022R Law Enforcement Trust $25,000 $20,000 ($5,000) -20.0% TOTAL $25,000 $20,000 ($5,000) -20.0% 111 1023R Policy Academy $85,500 $35,450 ($50,050) -58.5% TOTAL $85,500 $35,450 ($50,050) -58.5% 112 1550R County Health Department $648,435 $667,075 $18,640 2.9% TOTAL $648,435 $667,075 $18,640 2.9% Page 1-21 Packet Pg. 26  Revenue Department Budgets Fund Dept Title FY14 FY15 +/- % 113 1601R Tanglewood MSBU $27,509 $23,378 ($4,131) -15.0% 1602R Island Lights MSBU $245,550 $266,156 $20,606 8.4% 1603R Northgate MSBU $18,398 $20,291 $1,893 10.3% 1604R Chateauguay II MSBU $1,388 $2,354 $966 69.6% 1605R Gable Estates MSBU $2,312 $2,723 $411 17.8% 1606R Valencia Arms MSBU $10,184 $11,426 $1,242 12.2% 1607R Colony Estates MSBU $5,168 $5,929 $761 14.7% 1608R Hidden Trails MSBU $6,304 $6,092 ($212) -3.4% 1609R Lafitte Crescent MSBU $2,632 $2,581 ($51) -1.9% 1610R McFarland MSBU $4,768 $5,560 $792 16.6% 1611R Sylvania Heights MSBU $11,307 $12,687 $1,380 12.2% 1612R Willow Bend MSBU $643 $1,002 $359 55.8% 1613R Lake Point MSBU $7,281 $6,380 ($901) -12.4% 1614R Coventry Park MSBU $3,392 $2,839 ($553) -16.3% 1615R Donlabrook MSBU $2,516 $3,046 $530 21.1% 1616R Emerald Point MSBU $4,632 $4,092 ($540) -11.7% 1617R Brookwood MSBU $1,188 $1,389 $201 16.9% 1618R Bristol Park MSBU $665 $785 $120 18.0% 1619R Hidden Trails II MSBU $2,441 $2,392 ($49) -2.0% 1620R Forest Cove MSBU $2,357 $2,252 ($105) -4.5% 1621R Sandy Ridge MSBU $1,579 $1,852 $273 17.3% 1622R Cherokee Bend MSBU $1,953 $2,005 $52 2.7% 1623R Lake Point II MSBU $5,961 $5,508 ($453) -7.6% 1624R Hidden Trails 6 MSBU $1,015 $1,279 $264 26.0% 1625R Lawton Court MSBU $1,960 $1,828 ($132) -6.7% 1626R Mills Landing MSBU $3,166 $3,915 $749 23.7% 1627R Rush Park West MSBU $5,718 $5,677 ($41) -0.7% 1628R High Grove Plantation MSBU $507 $676 $169 33.3% 1629R Victoria Park MSBU $3,568 $3,598 $30 0.8% 1630R Lake Charleston MSBU $1,258 $1,197 ($61) -4.8% 1631R Rocky Bayou MSBU $21,001 $21,697 $696 3.3% 1632R Old Town MSBU $5,055 $5,564 $509 10.1% 1633R Rosebud Plantation MSBU $1,428 $1,381 ($47) -3.3% 1634R Oakwood Townhomes MSBU $2,109 $2,241 $132 6.3% 1635R Hunter's Run MSBU $10,764 $10,731 ($33) -0.3% 1636R Bent Tree MSBU $18,139 $20,607 $2,468 13.6% 1637R Whitrock Village MSBU $3,197 $3,443 $246 7.7% 1638R Emerald Village MSBU $3,810 $3,525 ($285) -7.5% 1639R Glenwood Court MSBU $404 $464 $60 14.9% 1640R Emerald Village I & II MSBU $4,596 $4,236 ($360) -7.8% 1641R Stonebridge I-V MSBU $3,466 $3,410 ($56) -1.6% 1642R Eagles Nest Revenue $1,697 $2,261 $564 33.2% 1643R Colony Estates II MSBU $20,731 $29,358 $8,627 41.6% 1644R Woodlawn Park Estate MSBU $2,168 $2,824 $656 30.3% 1645R China Cove MSBU $1,026 $1,340 $314 30.6% 1646R Parkview Road MSBU $0 $550 $550 NA 1695R Bluewater Bay MSTU $345,870 $359,247 $13,377 3.9% 1697R Lake Pippin MSTU $26,200 $79,000 $52,800 201.5% TOTAL $858,981 $962,768 $103,787 12.1% 115 1750R Unincorporated County Parks $6,166,325 $5,873,158 ($293,167) -4.8% TOTAL $6,166,325 $5,873,158 ($293,167) -4.8% Page 1-22 Packet Pg. 27  Revenue Department Budgets Fund Dept Title FY14 FY15 +/- % 119 1024R Prisoner Benefit $1,040,500 $1,115,500 $75,000 7.2% TOTAL $1,040,500 $1,115,500 $75,000 7.2% 120 1025R Judicial Innovations $685,000 $585,000 ($100,000) -14.6% 1026R Legal Aid $85,000 $85,000 $0 0.0% 1027R Law Library $99,200 $100,850 $1,650 1.7% 1028R Teen Court $170,980 $170,980 $0 0.0% 1029R Court Information Technology $396,297 $438,975 $42,678 10.8% 1030R Court Facilities $675,000 $560,000 ($115,000) -17.0% TOTAL $2,111,477 $1,940,805 ($170,672) -8.1% 121 1031R Drug Abuse Trust $55,500 $50,000 ($5,500) -9.9% TOTAL $55,500 $50,000 ($5,500) -9.9% 122 1032R Family Mediation $5,255 $5,255 $0 0.0% 1033R Domestic Violence Trust $252,250 $147,000 ($105,250) -41.7% TOTAL $257,505 $152,255 ($105,250) -40.9% 123 1034R Traffic Education $90,500 $160,000 $69,500 76.8% TOTAL $90,500 $160,000 $69,500 76.8% 201 2100R Okaloosa Debt Service $3,846,819 $4,010,044 $163,225 4.2% 2105R Courthouse Annex Extension $2,035,829 $2,032,604 ($3,225) -0.2% 2107R West Destin Beach Note $675,211 $670,578 ($4,633) -0.7% TOTAL $6,557,859 $6,713,226 $155,367 2.4% 301 3100R Capital Outlay Construction $2,292,000 $2,539,203 $247,203 10.8% 3160R Judicial $1,900,000 $20,400,000 $18,500,000 973.7% 3175R Capital Outlay Parks $71,660 $71,610 ($50) -0.1% 3179R Florida Boating Improvement Program $715,000 $515,000 ($200,000) -28.0% TOTAL $4,978,660 $23,525,813 $18,547,153 372.5% 302 3201R Road/Bridge CGT $8,650,000 $10,025,000 $1,375,000 15.9% 3202R Road/Bridge 1 LOGT $4,392,500 $3,754,000 ($638,500) -14.5% 3204R R/B Resurfacing $1,000,000 $500,000 ($500,000) -50.0% TOTAL $14,042,500 $14,279,000 $236,500 1.7% 411 4100R Water & Sewer $45,878,048 $52,440,755 $6,562,707 14.3% 4140R Eglin Plant Expansion $0 $1,500,000 $1,500,000 NA 4150R Water & Sewer 2012 Loan $8,000,000 $7,000,000 ($1,000,000) -12.5% TOTAL $53,878,048 $60,940,755 $7,062,707 13.1% 421 4200R Airport Revenue $5,885,000 $3,110,000 ($2,775,000) -47.2% 4201R Northwest Florida Regional Airport $7,769,790 $7,449,039 ($320,751) -4.1% 4203R Airport Security $88,798 $0 ($88,798) -100.0% 4210R Destin Airport $674,366 $604,100 ($70,266) -10.4% 4220R Bob Sikes Airport $418,451 $372,352 ($46,099) -11.0% 4255R P.F.C. $5,934,124 $8,454,236 $2,520,112 42.5% 4256R C.F.C. $3,826,472 $4,026,603 $200,131 5.2% TOTAL $24,597,001 $24,016,330 ($580,671) -2.4% 430 4300R Solid Waste $9,576,000 $8,576,000 ($1,000,000) -10.4% 4310R Reef Coordinator $500 $500 $0 0.0% TOTAL $9,576,500 $8,576,500 ($1,000,000) -10.4% Page 1-23 Packet Pg. 28  Revenue Department Budgets Fund Dept Title FY14 FY15 +/- % 441 4400R Inspections $1,460,815 $1,615,916 $155,101 10.6% TOTAL $1,460,815 $1,615,916 $155,101 10.6% 450 4500R Emergency Medical Service $7,729,609 $8,316,666 $587,057 7.6% TOTAL $7,729,609 $8,316,666 $587,057 7.6% 501 5100R Self Insurance $16,078,695 $15,801,817 ($276,878) -1.7% TOTAL $16,078,695 $15,801,817 ($276,878) -1.7% 502 5200R Garage Services $6,128,735 $6,293,985 $165,250 2.7% TOTAL $6,128,735 $6,293,985 $165,250 2.7% GRAND TOTAL $279,897,664 $308,385,700 $28,488,036 10.2% Page 1-24 Packet Pg. 29  Expenditure Department Budgets Fund Dept Title FY14 FY15 +/- % 001 0101 Board of County Commissioners $766,575 $830,855 $64,280 8.4% 0102 County Administrator $482,438 $435,413 ($47,025) -9.7% 0103 Purchasing $407,546 $446,520 $38,974 9.6% 0104 Human Resources $554,224 $580,918 $26,694 4.8% 0107 Legal Services $486,255 $302,767 ($183,488) -37.7% 0108 Planning $695,399 $724,042 $28,643 4.1% 0109 General Services-Planning $11,459 $11,459 $0 0.0% 01112 Geographical Info rmationSystems $658,337 $767,317 $108,980 16.6% 01113 Systems & Networking $821,268 $853,658 $32,390 3.9% 01114 Applications & Admininistration $551,471 $584,159 $32,688 5.9% 01115 Telecommunications $306,300 $317,150 $10,850 3.5% 0112 Facilities Maintenance $2,980,258 $3,230,683 $250,425 8.4% 0114 General Services-Other $1,813,559 $2,151,712 $338,153 18.6% 0115 Property Appraiser Operating $329,980 $326,287 ($3,693) -1.1% 0116 Tax Collector Operating $3,527,000 $3,468,796 ($58,204) -1.7% 0120 General Services-Fire Control $53,719 $53,719 $0 0.0% 0121 Emergency Management $345,199 $348,545 $3,346 1.0% 0122 County Warning Point $964,624 $995,979 $31,355 3.3% 0124 Code Enforcement $155,851 $216,498 $60,647 38.9% 0125 Beach Safety $551,536 $519,972 ($31,564) -5.7% 0126 Corrections $13,093,034 $13,215,820 $122,786 0.9% 0127 Medical Examiner $510,568 $474,022 ($36,546) -7.2% 0130 Agriculture Extension $354,102 $347,544 ($6,558) -1.9% 0131 General Services-Conservation $45,215 $45,215 $0 0.0% 0140 Coordinated Transportation $25,000 $25,000 $0 0.0% 0141 Community Transit $290,775 $0 ($290,775) -100.0% 0150 General Services-Industry Development $1,201,358 $1,343,244 $141,886 11.8% 0151 Veterans Service $151,716 $167,448 $15,732 10.4% 0160 Mosquito Control $595,072 $579,098 ($15,974) -2.7% 0161 Public Health $466,000 $479,980 $13,980 3.0% 0162 Mental Health $300,760 $373,645 $72,885 24.2% 0163 Human Services $1,971,064 $2,012,532 $41,468 2.1% 0170 County Parks $638,643 $233,827 ($404,816) -63.4% 0171 Library Cooperative $604,338 $601,376 ($2,962) -0.5% 0175 Tourist District Parks $0 $1,007,309 $1,007,309 NA 0180 Clerk to the Board of County Commissioners $1,406,319 $1,433,219 $26,900 1.9% 0181 Property Appraiser $3,277,365 $3,593,588 $316,223 9.6% 0183 Sheriff $30,098,890 $31,098,890 $1,000,000 3.3% 0184 Supervisor of Elections $1,600,966 $1,620,477 $19,511 1.2% 0199 Reserves/Miscellaneous $3,369,795 $3,369,795 $0 0.0% 0601 State Attorney Office $88,510 $88,510 $0 0.0% 0602 Public Defender Office $780 $0 ($780) -100.0% 0603 Court Administration $4,350 $3,750 ($600) -13.8% 0604 Administration-Circuit Court $2,500 $0 ($2,500) -100.0% 0610 Pretrial Services Program $349,896 $364,878 $14,982 4.3% 701291 FDCF MH & DCCM $161,765 $157,076 ($4,689) -2.9% 701271 State Aid Library (13) $48,158 $43,704 ($4,454) -9.2% TOTAL $77,119,937 $79,846,396 $2,726,459 3.5% Page 1-25 Packet Pg. 30  Expenditure Department Budgets Fund Dept Title FY14 FY15 +/- % 101 1001 Engineering $1,308,780 $1,302,919 ($5,861) -0.4% 1002 Roads $6,359,114 $6,415,941 $56,827 0.9% 1003 Traffic Signal Maintenance $529,633 $557,492 $27,859 5.3% 1004 Stormwater Management $1,328,897 $1,787,639 $458,742 34.5% 71901 FDOT Traffic Signals (09) $91,401 $92,519 $1,118 1.2% TOTAL $9,617,825 $10,156,510 $538,685 5.6% 104 1151 5th TDT - Tourism Promotion $5,960,000 $6,237,500 $277,500 4.7% 1152 2nd TDT - Administration $4,960,000 $5,427,500 $467,500 9.4% 1172 3rd TDT - Promotions $1,947,938 $1,221,938 ($726,000) -37.3% 1173 3rd TDT - O&M $4,274,812 $4,154,062 ($120,750) -2.8% 1175 1st TDT - Beaches & Parks $10,020,000 $9,760,000 ($260,000) -2.6% 1176 Speical Assessments $350,000 $356,000 $6,000 1.7% 1179 4th TDT - C.C. Capital $6,455,000 $7,760,000 $1,305,000 20.2% TOTAL $33,967,750 $34,917,000 $949,250 2.8% 105 1298 Interfund Transfer $100,000 $0 ($100,000) -100.0% TOTAL $100,000 $0 ($100,000) -100.0% 106 1351 E.J.M. Aerospace $303,407 $306,925 $3,518 1.2% TOTAL $303,407 $306,925 $3,518 1.2% 108 1401 9-1-1 Coordinator $2,289,600 $1,964,600 ($325,000) -14.2% TOTAL $2,289,600 $1,964,600 ($325,000) -14.2% 109 1021 Radio Communications Program $131,000 $137,250 $6,250 4.8% TOTAL $131,000 $137,250 $6,250 4.8% 110 1022 Law Enforcement Trust $25,000 $20,000 ($5,000) -20.0% TOTAL $25,000 $20,000 ($5,000) -20.0% 111 1023 Policy Academy $85,500 $35,450 ($50,050) -58.5% TOTAL $85,500 $35,450 ($50,050) -58.5% 112 1550 County Health Department $648,435 $667,075 $18,640 2.9% TOTAL $648,435 $667,075 $18,640 2.9% 113 1601 Tanglewood MSBU $27,509 $23,378 ($4,131) -15.0% 1602 Island Lights MSBU $245,550 $266,156 $20,606 8.4% 1603 Northgate MSBU $18,398 $20,291 $1,893 10.3% 1604 Chateauguay II MSBU $1,388 $2,354 $966 69.6% 1605 Gable Estates MSBU $2,312 $2,723 $411 17.8% 1606 Valencia Arms MSBU $10,184 $11,426 $1,242 12.2% 1607 Colony Estates I MSBU $5,168 $5,929 $761 14.7% 1608 Hidden Trails MSBU $6,304 $6,092 ($212) -3.4% 1609 Lafitte Crescent MSBU $2,632 $2,581 ($51) -1.9% 1610 McFarland MSBU $4,768 $5,560 $792 16.6% 1611 Sylvania Heights MSBU $11,307 $12,687 $1,380 12.2% 1612 Willow Bend MSBU $643 $1,002 $359 55.8% 1613 Lake Point MSBU $7,281 $6,380 ($901) -12.4% 1614 Coventry Park MSBU $3,392 $2,839 ($553) -16.3% 1615 Donlabrook MSBU $2,516 $3,046 $530 21.1% 1616 Emerald Point MSBU $4,632 $4,092 ($540) -11.7% Page 1-26 Packet Pg. 31  Expenditure Department Budgets Fund Dept Title FY14 FY15 +/- % 1617 Brookwood MSBU $1,188 $1,389 $201 16.9% 1618 Bristol Park MSBU $665 $785 $120 18.0% 1619 Hidden Trails II MSBU $2,441 $2,392 ($49) -2.0% 1620 Forest Cove MSBU $2,357 $2,252 ($105) -4.5% 1621 Sandy Ridge MSBU $1,579 $1,852 $273 17.3% 1622 Cherokee Bend MSBU $1,953 $2,005 $52 2.7% 1623 Lake Point II MSBU $5,961 $5,508 ($453) -7.6% 1624 Hidden Trails 6 MSBU $1,015 $1,279 $264 26.0% 1625 Lawton Court MSBU $1,960 $1,828 ($132) -6.7% 1626 Mills Landing MSBU $3,166 $3,915 $749 23.7% 1627 Rush Park West MSBU $5,718 $5,677 ($41) -0.7% 1628 High Grove Plantation MSBU $507 $676 $169 33.3% 1629 Victoria Park MSBU $3,568 $3,598 $30 0.8% 1630 Lake Charleston MSBU $1,258 $1,197 ($61) -4.8% 1631 Rocky Bayou MSBU $21,001 $21,697 $696 3.3% 1632 Old Town MSBU $5,055 $5,564 $509 10.1% 1633 Rosebud Plantation MSBU $1,428 $1,381 ($47) -3.3% 1634 Oakwood Townhomes MSBU $2,109 $2,241 $132 6.3% 1635 Hunter's Run MSBU $10,764 $10,731 ($33) -0.3% 1636 Bent Tree MSBU $18,139 $20,607 $2,468 13.6% 1637 Whitrock Village MSBU $3,197 $3,443 $246 7.7% 1638 Emerald Village MSBU $3,810 $3,525 ($285) -7.5% 1639 Glenwood Court MSBU $404 $464 $60 14.9% 1640 Emerald Village I & II MSBU $4,596 $4,236 ($360) -7.8% 1641 Stonebridge I-V MSBU $3,466 $3,410 ($56) -1.6% 1642 Eagles Nest MSBU $1,697 $2,261 $564 33.2% 1643 Colony Estates II MSBU $20,731 $29,358 $8,627 41.6% 1644 Woodland Park Estate MSBU $2,168 $2,824 $656 30.3% 1645 China Cove MSBU $1,026 $1,340 $314 30.6% 1646 Parkview Road MSBU $550 $550 NA 1695 Bluewater Bay MSTU $345,870 $359,247 $13,377 3.9% 1697 Lake Pippin MSTU $26,200 $79,000 $52,800 201.5% TOTAL $858,981 $962,768 $103,787 12.1% 115 1750 County Parks-Unincorporated Areas $1,158,680 $1,253,065 $94,385 8.1% 1755 Capital Projects $961,156 $1,023,585 $62,429 6.5% 1798 Interfund Transfer $450,000 $950,000 $500,000 111.1% 1799 Reserves/Miscellaneous $3,596,489 $2,646,508 ($949,981) -26.4% TOTAL $6,166,325 $5,873,158 ($293,167) -4.8% 119 1024 Prisoner Benefit $1,040,500 $1,115,500 $75,000 7.2% TOTAL $1,040,500 $1,115,500 $75,000 7.2% 120 1025 Judicial Innovations $685,000 $585,000 ($100,000) -14.6% 1026 Legal Aid $85,000 $85,000 $0 0.0% 1027 Law Library $99,200 $100,850 $1,650 1.7% 1028 Teen Court $170,980 $170,980 $0 0.0% 1029 Court Administration-IT $396,297 $438,975 $42,678 10.8% 1030 Court Facilities $675,000 $560,000 ($115,000) -17.0% TOTAL $2,111,477 $1,940,805 ($170,672) -8.1% 121 1031 Drug Abuse Trust $55,500 $50,000 ($5,500) -9.9% TOTAL $55,500 $50,000 ($5,500) -9.9% Page 1-27 Packet Pg. 32  Expenditure Department Budgets Fund Dept Title FY14 FY15 +/- % 122 1032 Family Mediation $5,255 $5,255 $0 0.0% 1033 Domestic Violence Trust $252,250 $147,000 ($105,250) -41.7% TOTAL $257,505 $152,255 ($105,250) -40.9% 123 1034 Traffic Education $90,500 $160,000 $69,500 76.8% TOTAL $90,500 $160,000 $69,500 76.8% 201 2103 Aids to Governments RRI 85 $190,750 $190,750 $0 0.0% 2105 Courthouse Annex Extension $2,035,829 $2,032,604 ($3,225) -0.2% 2106 Bond - Brackin Building $266,168 $265,870 ($298) -0.1% 2107 West Destin Beach Note $675,211 $670,578 ($4,633) -0.7% 2198 Interfund Transfer $3,039,901 $3,153,424 $113,523 3.7% 2199 Reserves/Miscellaneous $350,000 $400,000 $50,000 14.3% TOTAL $6,557,859 $6,713,226 $155,367 2.4% 301 3110 Capital Outlay Projects $1,315,000 $1,485,000 $170,000 12.9% 3120 Capital Outlay Projects-Public Safety $587,000 $593,000 $6,000 1.0% 3140 Capital Outlay Projects-Transportation $0 $40,000 $40,000 NA 3160 Capital Outlay Projects-Judicial $1,900,000 $20,400,000 $18,500,000 973.7% 3170 Capital Outlay Projects-Culture/Recreation $140,000 $104,053 ($35,947) -25.7% 3175 Capital Outlay Projects-Parks $71,660 $71,610 ($50) -0.1% 3179 Capital Outlay Projects-F.B.I.P. $715,000 $515,000 ($200,000) -28.0% 3198 Interfund Transfer $0 $317,150 $317,150 NA 3199 Reserves/Miscellaneous $250,000 $0 ($250,000) -100.0% TOTAL $4,978,660 $23,525,813 $18,547,153 372.5% 302 3201 Road/Bridge-Constitutional Gas Tax $8,650,000 $10,025,000 $1,375,000 15.9% 3202 Road/Bridge - 1 Local Option Gas Tax $4,392,500 $3,754,000 ($638,500) -14.5% 3204 Road/Bridge - Resurfacing $1,000,000 $500,000 ($500,000) -50.0% TOTAL $14,042,500 $14,279,000 $236,500 1.7% 411 4101 Water & Sewer-Operating $27,075,608 $27,096,306 $20,698 0.1% 4120 Water Construction $1,445,000 $1,225,000 ($220,000) -15.2% 4125 Sewer Construction $2,375,000 $9,000,000 $6,625,000 278.9% 4140 Eglin Plant Expansion $0 $1,500,000 $1,500,000 NA 4150 Water & Sewer 2012 Loan $8,000,000 $7,000,000 ($1,000,000) -12.5% 4199 Reserves/Miscellaneous $14,982,440 $15,119,449 $137,009 0.9% TOTAL $53,878,048 $60,940,755 $7,062,707 13.1% 421 4201 Airport Administration $1,696,516 $1,952,639 $256,123 15.1% 4202 Airport-Operating $4,578,515 $4,797,427 $218,912 4.8% 4203 Airport Security $978,729 $778,452 ($200,277) -20.5% 4204 Airport Operations Center $0 $445,960 $445,960 NA 4210 Destin-Operating $323,498 $182,810 ($140,688) -43.5% 4220 Bob Sikes-Operating $768,646 $697,285 ($71,361) -9.3% 4225 Bob Sikes-Capitl Outlay $93,000 $75,000 ($18,000) -19.4% 4255 P.F.C. Operating $5,934,124 $8,454,236 $2,520,112 42.5% 4256 C.F.C. Operating $3,826,472 $4,026,603 $200,131 5.2% 4299 Reserves/Miscellaneous $6,397,501 $2,605,918 ($3,791,583) -59.3% TOTAL $24,597,001 $24,016,330 ($580,671) -2.4% Page 1-28 Packet Pg. 33  Expenditure Department Budgets Fund Dept Title FY14 FY15 +/- % 430 4301 Solid Waste $6,267,935 $6,759,819 $491,884 7.8% 4305 Recycling $1,735,109 $1,635,356 ($99,753) -5.7% 4310 Reef Coordinator $500 $500 $0 0.0% 4399 Reserves/Miscellaneous $1,572,956 $180,825 ($1,392,131) -88.5% TOTAL $9,576,500 $8,576,500 ($1,000,000) -10.4% 441 4400 Inspections $1,460,815 $1,615,916 $155,101 10.6% TOTAL $1,460,815 $1,615,916 $155,101 10.6% 450 4500 Emergency Medical Service $7,729,609 $8,316,666 $587,057 7.6% TOTAL $7,729,609 $8,316,666 $587,057 7.6% 501 5101 Risk Management $214,438 $220,581 $6,143 2.9% 5102 Self Insurance $13,350,243 $13,039,757 ($310,486) -2.3% 5198 Interfund Transfer $1,433,000 $880,000 ($553,000) -38.6% 5199 Reserves/Miscellaneous $1,081,014 $1,661,479 $580,465 53.7% TOTAL $16,078,695 $15,801,817 ($276,878) -1.7% 502 5200 Fleet Operations $6,128,735 $6,293,985 $165,250 2.7% TOTAL $6,128,735 $6,293,985 $165,250 2.7% GRAND TOTAL $279,897,664 $308,385,700 $28,488,036 10.2% Page 1-29 Packet Pg. 34  OKALOOSA COUNTY BUDGET SUMMARY FISCAL YEAR 2014-2015 REVENUE OVERVIEW BY FUND SPECIAL DEBT CAPITAL INTERNAL TOTAL GENERAL REVENUE SERVICE PROJECTS ENTERPRISE SERVICE BUDGET CASH BALANCES BROUGHT FORWARD $5,958,662 $28,067,557 $400,000 $13,664,813 $44,527,666 $2,350,000 $94,968,698 ESTIMATED REVENUES: Taxes: Millage Per $1000 Ad Valorem Taxes-County Wide 3.4308 $45,332,411 $661,075 $1,504,000 $47,497,486 Unincorporated Parks-MSTU 0.1800 $1,184,658 $1,184,658 Local Option Fuel Tax $4,640,000 $1,890,000 $6,530,000 Other Taxes $2,300,000 $13,400,000 $15,700,000 Page 1-30 Licenses and Permits $13,500 $810,546 $1,332,400 $2,156,446 Intergovernmental Revenue $13,125,780 $3,322,519 $4,596,500 $2,090,000 $23,134,799 Charges for Services $6,993,555 $2,938,295 $50,733,165 $60,665,015 Fines and Forfeitures $3,000 $210,000 $213,000 Miscellaneous Revenue $1,390,129 $411,150 $486,148 $160,000 $5,335,936 $7,783,363 Internal Services $19,745,802 $19,745,802 Total Sources $69,158,375 $27,578,243 $5,082,648 $4,140,000 $58,905,501 $19,745,802 $184,610,569 Transfers In $4,129,359 $2,812,496 $1,230,578 $33,000 $8,205,433 Debt Proceeds $20,000,000 $20,000,000 Transfers from Elected Officials $600,000 $1,000 $601,000 Total Estimated Revenues, Transfers & Balances $79,846,396 $58,459,296 $6,713,226 $37,804,813 $103,466,167 $22,095,802 $308,385,700 Packet Pg. 35  Revenues by Source Fiscal Year Comparison 95.0 Cash Carryforward 90.9 48.7 Ad Valorem Taxes 46.8 22.2 Sales and Use Taxes 20.8 2.2 Licenses and Permits 2.1 23.1 Intergovernmental Revenue 22.1 60.7 Charges for Services 59.3 0.2 Fines and Forfeitures 0.2 7.8 Miscellaneous Revenue 8.1 28.8 Other Financing Sources 8.2 19.7 Internal Services 21.5 $0 $40 $80 $120 Millions FY15 FY14 FY14 FY15 % (+/-) Cash Carryforward $90,894,791 $94,968,698 4.5% Ad Valorem Taxes $46,838,086 $48,682,144 3.9% Sales and Use Taxes $20,776,145 $22,230,000 7.0% Licenses and Permits $2,076,071 $2,156,446 3.9% Intergovernmental Revenue $22,067,824 $23,134,799 4.8% Charges for Services $59,278,603 $60,665,015 2.3% Fines and Forfeitures $210,000 $213,000 1.4% Miscellaneous Revenue $8,142,834 $7,783,363 -4.4% Other Financing Sources $8,155,880 $28,806,433 253.2% Internal Services $21,457,430 $19,745,802 -8.0% Total $279,897,664 $308,385,700 10.2% Page 1-31 Packet Pg. 36  Revenue by Source $308,385,700 Other Financing Internal Services Sources 6.4% 9.3% Miscellaneous Revenue 2.5% Cash Carryforward Fines and Forfeitures 30.8% 0.1% Charges for Services 19.7% Intergovernmental Revenue Ad Valorem Taxes 7.5% 15.8% Licenses and Permits Sales and Use Taxes 0.7% 7.2% Cash Carryforward by Fund Type $94,968,698 General Fund 6.3% Special Revenue Internal Services Funds Funds 29.6% 2.5% Debt Service Funds Enterprise Funds 0.4% 46.9% Capital Outlay Funds 14.4% Page 1-32 Packet Pg. 37  Taxes $70,912,144 Local Option Fuel 1st Cent TD Tax Tax 2nd Local Option 3.8% 2nd Cent TD Tax 5.3% Fuel Tax 3.8% Local Business Tax 2.4% 0.7% 3rd Cent TD Tax 3.8% Communication 4th Cent TD Tax Service Tax 3.8% 2.5% 5th Cent TD Tax 3.8% 9th Cent Vote Fuel Tax 1.5% Ad Valorem Taxes 68.7% Ad Valorem Tax by Fund Type $48,682,144 Unincorporated Emergency Parks-MSTU Medical Services 2.4% 3.1% County Health Department 1.4% General Fund 93.1% Page 1-33 Packet Pg. 38  OKALOOSA COUNTY BUDGET SUMMARY FISCAL YEAR 2014-2015 EXPENDITURE OVERVIEW BY FUND SPECIAL DEBT CAPITAL INTERNAL TOTAL EXPENDITURES/EXPENSES GENERAL REVENUE SERVICE PROJECTS ENTERPRISE SERVICE BUDGET General Government $15,031,736 $190,750 $21,885,000 $37,107,486 Public Safety $15,824,555 $3,252,800 $593,000 $9,932,582 $29,602,937 Physical Environment $392,759 $1,787,639 $54,216,981 $56,397,379 Transportation $25,000 $9,331,639 $14,319,000 $21,410,412 $45,086,051 Economic Environment $1,510,692 $11,971,925 $13,482,617 Human Services $3,445,255 $667,075 $4,112,330 Culture/Recreation $1,886,216 $25,528,650 $690,663 $28,105,529 Court-Related Expenditures $614,214 $1,743,060 $2,357,274 Internal Services $19,554,323 $19,554,323 Page 1-34 Redemption of Debt $2,969,052 $2,969,052 Total Expenditures/Expenses $38,730,427 $54,282,788 $3,159,802 $37,487,663 $85,559,975 $19,554,323 $238,774,978 Interfund Transfer $1,510,000 $3,153,424 $317,150 $880,000 $5,860,574 Transfers to Elected Officials $37,746,174 $20,000 $37,766,174 Reserves $3,369,795 $2,646,508 $400,000 $0 $17,906,192 $1,661,479 $25,983,974 Total Appropriated Expenditures and Reserves $79,846,396 $58,459,296 $6,713,226 $37,804,813 $103,466,167 $22,095,802 $308,385,700 Packet Pg. 39  Expenditures by Function Fiscal Year Comparison General Government 37.1 17.8 Public Safety 29.6 29.0 Physical Environment 56.4 48.6 Transportation 45.1 41.7 Economic Environment 13.5 12.6 Human Services 4.1 4.0 Culture/Recreation 28.1 27.4 Court-Related 2.4 2.4 Internal Services 19.6 19.7 Redemption of Debt 3.0 3.0 Interfund Transfer 5.9 5.6 Elected Officials 37.8 36.4 Reserves 26.0 31.7 $0 $10 $20 $30 $40 $50 $60 Millions FY15 FY14 Description FY14 FY15 % (+/-) General Government $17,797,819 $37,107,486 108.5% Public Safety $28,998,555 $29,602,937 2.1% Physical Environment $48,627,366 $56,397,379 16.0% Transportation $41,705,684 $45,086,051 8.1% Economic Environment $12,576,481 $13,482,617 7.2% Human Services $3,981,331 $4,112,330 3.3% Culture/Recreation $27,385,385 $28,105,529 2.6% Court-Related Expenditures $2,447,783 $2,357,274 -3.7% Internal Services $19,693,416 $19,554,323 -0.7% Redemption of Debt $2,977,208 $2,969,052 -0.3% Interfund Transfer $5,597,901 $5,860,574 4.7% Transfers to Elected Officials $36,408,540 $37,766,174 3.7% Reserves $31,700,195 $25,983,974 -18.0% Total $279,897,664 $308,385,700 10.2% Page 1-35 Packet Pg. 40  Expenditures by Function $308,385,700 Reserves Transfers to Elected 8.4% Officials 12.2% General Government Interfund Transfer 12.0% 1.9% Redemption of Debt Public Safety 1.0% 9.6% Internal Services 6.3% Court-Related Physical Environment Expenditures 18.3% 0.8% Economic Environment Culture/Recreation 4.4% Transportation 9.1% Human Services 14.6% 1.3% Debt Service Transfer-Out to Fund $3,153,424 County Public Emergency Health Medical Services 0.1% 1.0% General Fund 39.9% County Transportation Trust 58.9% Page 1-36 Packet Pg. 41  Elected Officials $37,846,174 Clerk of the Courts 3.8% Property Appraiser Supervisor of Elections 9.5% 4.3% Sheriff 83.4% Reserves by Funds Functionally $25,983,974 General Self Insurance 13.0% Unincorporated Solid Waste 6.4% County Parks 0.7% 10.2% Airport 10.0% Debt Service 1.5% Water & Sewer 58.2% Page 1-37 Packet Pg. 42  Expenditures by Activity Fiscal Year Comparison 48.8 Personal Services 47.7 72.5 Operating Expenses 73.0 65.6 Capital Outlay 31.5 13.2 Debt Service 13.5 4.1 Aids/Grants 3.6 8.2 Interfund Transfers 7.6 37.8 Constitutional Officers 36.5 58.1 Reserves 66.7 $0 $10 $20 $30 $40 $50 $60 $70 $80 Millions FY15 FY14 Description FY14 FY15 % (+/-) Personal Services $47,682,101 $48,794,388 2.3% Operating Expenses $72,974,107 $72,517,389 -0.6% Capital Outlay $31,506,603 $65,561,173 108.1% Debt Service $13,487,955 $13,231,145 -1.9% Aids/Grants $3,552,836 $4,080,705 14.9% Interfund Transfers $7,555,880 $8,205,433 8.6% Constitutional Officers $36,453,790 $37,846,174 3.8% Reserves 66,684,392 58,149,293 -12.8% Total $279,897,664 $308,385,700 10.2% Page 1-38 Packet Pg. 43  Expenditures by Activity $308,385,700 Reserves 18.9% Personal Services 15.8% Constitutional Officers 12.3% Operating Expenses 23.5% Interfund Transfers 2.7% Capital Outlay Aids/Grants Debt Service 21.3% 1.3% 4.3% Reserves by Fund Activities $58,149,293 Inspections Self Insurance General 0.2% 2.9% 5.8% Tourist Development 30.3% Solid Waste Airport Enterprise 0.3% 20.8% S.H.I.P. 0.5% 911 Coordinator 1.6% Street Lighting 0.7% Unincorporated Parks 4.6% Water & Sewer Enterprise Prisoner Benefit 28.7% 0.8% Drug Abuse Add Court Cost Road/Bridge 0.1% 0.9% Debt Service 0.6% 0.7% Family Mediation Capital Outlay 0.0% 0.5% Page 1-39 Packet Pg. 44  BOARD OF COUNTY COMMISSIONERS AGENDA REQUEST DATE: July 14, 2014 TO: Honorable Chairman and Members of the Board FROM: Ernie Padgett, County Administrator SUBJECT: Inspections/Planning The attached documents provide the program based budgets for the Inspections/Planning Department. Packet Pg. 45 Growth Management Department FY 15 Budget Overview Packet Pg. 46  Inspections Division • Statutorily charged with enforcing the Florida Building Codes (Building, Mechanical, Plumbing, Residential), National Electrical Code, and Fire Codes • Provides building permit review and inspection services throughout unincorporated Okaloosa County as well as the City of Mary Esther, Town of Shalimar, Town of Cinco Bayou, and City of Laurel Hill. • The Division provides Fire/Life Safety reviews for all the independent fire districts north of Eglin Air Force Base • Enterprise Fund supported by Permit and Inspection Fees Packet Pg. 47 PROGRAM GOAL: Inspections Division’s is responsible to protect the public health and safety by ensuring that all regulated construction activities meet or exceed the requirements of the Building and Fire/Life Safety codes while providing customer-friendly service to the development industry by ensuring that building permit reviews and inspections are carried out in a timely, uniform manner and operate independently of the County General Fund. KEY OBJECTIVES: 1. Maintain staffing sufficient to meet the following levels of service: a. Inspections performed the next business day for any inspection requested by midnight of the preceding day. b. Provide twice-per-week (Tuesdays and Thursdays) walk-through review of single-family residences, renovations, additions, pools, and accessory structures. c. Provide plans review for single family home in 5 working days, commercial plans in 10 working days. d. Maintain ability to respond in times of natural disaster. e. Maintain an ISO rating of 4 or better 2. Maintain revenues and reduce costs where possible to enable the Division to function without subsidy. 3. Implement credit-card permit payment 4. Replace fax permitting with on-line permitting for permits current issued by fax Packet Pg. 48 • Compared to Fiscal Year 13, overall year to date (Oct 1 – July 3) building permit activity has increased by roughly 2% (5,694 vs 5,799) however, single family permits have declined slightly from 290 to 235 over the same time period • Revenue as of July 3, 2014 is $1,171,177 this is slightly less ($2,959) than revenue as of this time last year • As of July 3, 2014, the Inspections Enterprise Fund is $81,309 ahead of actual costs, and has made just over 80% of FY 14 Budget ($1,460,815) which includes general fund cost allocation • Enterprise Fund has paid general fund cost allocation for FY 12 and 13, is paying FY 14, and has paid back $400,000 of prior years’ subsidies. Packet Pg. 49 EXPENDITURES: Expenditures Budget FY12 FY13 FY14 FY15 Category Actual $ Actual $ Original $ Approved $ Personnel Services 1,042,911 1,037,679 1,060,707 1,086,099 Operating Expenses 557,317 549,197 400,108 405,167 Capital Outlay 0 0 10,000 26,000 Other 0 0 98,650 Total 1,600,228 1,586,876 1,460,545 1,615,916 Accomplishments: •Co-sponsored with BIA training session to enable contractors and Inspections staff to receive continuing education credits •Upgraded permitting software (with IS) to enable credit cards •Improved General Liability Insurance Certificates requirements. Packet Pg. 50  Historical Staffing Summary Category FY12 FY13 FY14 FY15 Full-time 12 12 12 12 Part-Time 0 0 0 0 Relief 0 0 0 0 Total 12 12 12 12 Packet Pg. 51 PERFORMANCE MEASURES: Actual Estimated Adopted Performance Measures FY13 FY14 FY15 FTEs 12 12 12 Input Office Locations 2 2 2 Number of building permits issued 7.554 7,325 7,350 Number of Building Plans Examinations 1,360 1,242 1,250 Number of fax permits issued (this is a subset of the total 2,564 2,543 2,500 number of permits) Number of licenses issued1 605 549 500 Output Number of trade board meetings 21 18 20 Number of Public Records Requests 512 702 750 Number of Fire Plans Reviews 70 54 60 Number of Fire Inspections 1801 1405 1600 Inspections per Inspector per day 18 17 17 Efficiency Plans Examinations per examiner/day 6 6 6 Number of permits issued per tech per day 8 8 8 Insurance Services Organization (ISO) Rating of Building Effectiveness Code Enforcement (ISO is a company hired by insurance companies to rate the 4 4 4 effectiveness regulatory agencies. The ISO uses a scale of 1 to 10 with 10 being worst and 1 being best.) Packet Pg. 52 Packet Pg. 53  Planning Division • Develops and administers statutorily-mandated Comprehensive Plan and implementing land development code • Reviews development order, variance, special exception, and administrative adjustment applications for consistency with Comprehensive Plan, land development code, and Okaloosa Island Covenants . • Coordinates the County’s floodplain management program as required by participation National Flood Insurance Program (NFIP). There are approximately 11,700 active flood insurance policies in the County with a premium value of roughly 5.5 million. • Coordination of the Countywide (County and municipality) Local Mitigation Strategy which is a federal mandate requiring all local governments to develop hazard mitigation plans as a condition of receiving federal mitigation project grants under the pre- and post-disaster hazard mitigation grant programs such as April 2014 rain event • Coordinates the County’s participation in the NFIP Community Rating System which provides a 25% savings for flood insurance policy holders within floodplains, and 10% discount for flood insurance policy holders outside of floodplains. Packet Pg. 54 PROGRAM GOAL: 1. To develop and implement short, medium, and long-range land use planning strategies, including associated regulatory programs, that ensure the County’s long term economic vitality, environmental health, and quality of life consistent with state land use legislation. 2. Implement a streamlined and efficient development review process that does not include unnecessary steps or superfluous requirements. 3. Enhance the ability of Eglin Air Force Base, the Eglin Reservation, and Hurlburt Field to continue and expand their military missions. 4. Maintain favorable insurance rates through continued participation in the NFIP Community Rating System Packet Pg. 55 KEY OBJECTIVES: 1. Continue to improve the County’s Land Development Code. 2. Continue implementation of the 2009 Eglin Joint Land Use Study (JLUS). 3. Work with the Military Sustainability Partnership to identify opportunities to enhance the utility of the area’s military installations through shared use of resources, as feasible. 4. Continue implementation of CRS program and maintain NFIP/CRS rating of 5 5. Continue coordination of Local Mitigation Strategy and Comprehensive Plan committee Packet Pg. 56 MAJOR ACCOMPLISHMENTS LAST YEAR: • Created development project tracking system available on-line so that applicants, owners, and engineers can track the progress and status of development projects. • Developed draft “Quick Guide to Floodplain Management” to assist citizens in understanding the flood insurance program. • Provided staff support including agendas, staff reports, minutes, etc. to Planning Commission, Board of Adjustment, construction licensing boards, and Military sustainability Partnership • Successfully coordinated CRS/Floodplain management review. • Submitted Flood Mitigation Assistance grant application to FEMA in wake of April flood event Packet Pg. 57 EXPENDITURES: Expenditures Budget FY12 FY13 FY14 FY15 Category Actual $ Actual $ Original $ Approved $ Personal Services 559,342 581,539 625,142 638,439 Operating 59,323 62,578 67,752 83,103 Expenses Capital Outlay 5,000 2,500 Other Total 618,665 644,117 697,894 723,362 HISTORIC STAFFING SUMMARY: Category FY12 FY13 FY14 FY15 Full-time 10 9 91 91 Part-Time 0 0 0 0 Relief 0 0 0 0 Total 10 9 9 9 1 Four (4) positions split between Fund 0108 (Planning) and 441 (Building) as well as 2 FT Transit and Grants Employees Packet Pg. 58 Performance Measures Actual Estimated Adopted FY13 FY14 FY15 Full-time Equivalent (FTE) – does not include Transit and Grants Positions Planning Manager (PM) 1 1 1 Planning Coordinator (PC) 1 1 1 Planner III (P-3) 2 2 2 Input GIS Planner/Analyst (GIS) 1 1 1 Positions Shared with Enterprise Fund Growth Management Director 1 1 1 Fiscal Coordinator 1 1 1 Administrative Assistant II (AA) 1 1 1 Comprehensive Plan: Text amendments 0 2 2 Large-scale map amendments 0 5 5 Small-scale map amendments 7 2 5 Planning Commission meetings 8 9 9 DRI Changes 1 1 1 Land Development Code: Change to zoning map 7 3 5 Development order reviews 27 20 25 Site Plan Reviews 46 40 40 Output Subdivision Review 4 5 6 Administrative Adjustments 8 4 5 Lot Splits 40 28 30 Landscaping Reviews 9 15 15 Alcohol Reviews 29 30 30 Consistency Letters 42 10 10 Temporary Use Review 15 15 15 Board of Adjustment: Variances 7 1 1 Special exceptions 2 0 1 Appeals 1 0 0 National Flood Insurance Program: Elevation certificates reviewed 348 250 300 Maintain least level of staff per 1,000 unincorporated county population1 (does not include GM Director or Efficiency 5 5 5 Financial Coordinator) Achieve shortest development order review time in region 45 days 45 days 45 days Continue participation in NFIP Total Number of Flood Policies 11987 11726 Effectiveness Total Premiums in Flood Zones 5,289,266 5,524,550 11,800 Avg. Policy Premium (All Zones) 437 464 Minimum of Savings Per Policy in SFHA 183 195 195 Maintain and if possible improve CRS rating 5 5 5 Packet Pg. 59  Code Enforcement Division • The Code Enforcement Division protects the health, safety, and quality of life of Okaloosa County’s residents and visitors by ensuring compliance with the Land Development Code and other ordinances adopted by the Board of County Commissioners, enforcing licensing and other legal requirements associated with the contracting and building trades, and processing building code violations in conjunction with the Building Official through appropriate boards and authorities. • The Code Enforcement Division provides administrative and professional service to the Code Enforcement Board as well as the Construction, Mechanical, Plumbing, and Electrical competency boards. Through Interlocal Agreements between the Board of County Commissioners and their respective city councils, the Code Enforcement Division also administers competency board cases (in conjunction with the County Building Official) for the City of Mary Esther and the City of Destin. Packet Pg. 60 PROGRAM GOAL: To protect the health, safety, and quality of life of Okaloosa County’s residents and visitors by providing effective, timely, and professional enforcement of County Codes and state laws. KEY OBJECTIVES: 1. Investigate complaints of code and ordinance violations within 24 hours or next working day on weekends or holidays. 2. Work with contractors and property owners to achieve compliance with codes and ordinances. 3. Effectively coordinate investigations with other County departments, the Sheriff’s office, as well as state and federal agencies as applicable. 4. Investigate reports of unlicensed contracting, in conjunction with the Florida Department of Business and Professional Regulation, if necessary. 5. Organize community clean ups. 6. Institute the use of citizen volunteers as an auxiliary for administrative functions. 7. Increase public awareness of code requirements through public service announcements, informational flyers, and other avenues as appropriate. Packet Pg. 61 Performance Measures Estimat Adopte Actual ed d FY13 FY14 FY15 FTEs 3 3 4 Input Supervisor/Manager 1 1 1 Officers 2 2 3 Number of complaints of alleged code violations 2500 2490 2500 investigated Number of contractor licensing investigations (includes unlicensed contracting as well as 320 298 350 contractor misconduct) Output Number of cases prosecuted to Code 5 6 5 Enforcement Board or Court Number of cases presented to contractor 6 3 10 licensing boards Number of community clean ups 4 4 4 Number of lien/code violation public record 470 710 600 requests Citations Issued 12 5 8 Efficiency Number of cases per Code Enforcement Official 833 830 625 Number of cases resolved without necessitating 2489 2481 2485 Board action Effectiveness No Restitution to victims $3,750 $2,500 Estimate No Total fines and fees recovered $1,175 $1,300 Estimate Packet Pg. 62 MAJOR ACCOMPLISHMENTS LAST YEAR: • Initiated 4 proactive area sweeps • Initiated and administered 4 community clean ups • Implemented weekend coverage PENDING CHALLENGES • Loss of Sheriff’s Environmental Unit Beginning in Fiscal Year 2012, the Sheriff’s Environmental Unit (3 uniformed officers detailed to abandoned vehicle, illegal dumping, derelict vessel and similar complaints) and was defunded. As a result, these calls began to be routed to Code Enforcement. On October 1, 2013 Code Enforcement began tracking the former environmental calls it receives. From October 1, 2013 until present Code Enforcement has addressed 76 vehicle issues, 9 vessels, and 28 illegal dumping calls • Unlicensed Contracting The Code Enforcement Division is receiving an increasing number of calls pertaining to unlicensed contracting activities. To combat this, and to address the increasing workload associated with the dissolution of the Sheriff’s environmental Unit, the Department is proposing to add an additional Code Enforcement Officer position. Packet Pg. 63 EXPENDITURES: Expenditures Budget FY12 FY13 FY14 FY15 Category Actual $ Actual $ Original $ Approved $ Personal Services 101,687 100,736 104,598 136,558 Operating 15,825 17,636 24,445 29,013 Expenses Capital Outlay 0 0 0 21,000 Reserves 26,832 26,604 26,808 26,808 Total 144,344 144,976 155,851 213,379 HISTORICAL STAFFING SUMMARY: Category FY12 FY13 FY14 FY15 Full-time 3 3 3 4 Part-Time 0 0 0 0 Relief 0 0 0 0 Total 3 3 3 4 Packet Pg. 64  BOARD OF COUNTY COMMISSIONERS OKALOOSA COUNTY, FLORIDA SERVICE AREA: PUBLIC SAFETY DEPARTMENT/PROGRAM: GROWTH MANAGEMENT DEPARTMENT/INSPECTIONS DIVISION PROGRAM DESCRIPTION: The Inspections Division of the Growth Management Department enforces the Florida Building Codes (Mechanical, Plumbing, Fuel/Gas, Residential, and Building) and the Fire- Life/Safety codes as mandated by Florida law. The Inspections Division also administers the County’s contractor licensing program as provided in Chapter 489, Florida Statutes, which protects public health and safety by ensuring that all contractors working in our jurisdiction are properly licensed. The Inspections Division receives and reviews permit applications, conducts on-site inspections for compliance with the requisite codes, and provides annual fire safety inspections for existing regulated structures. The Inspections Division provides building permit review services throughout unincorporated Okaloosa County as well as the City of Mary Esther, Town of Shalimar and City of Laurel Hill. The Division also provides Fire/Life Safety reviews for all the independent fire districts north of Eglin Air Force Base. The Inspections Division’s enforcement of the Building and Fire/Life Safety codes has earned Okaloosa County an Insurance Services Office (ISO) rating of 4 which enables Okaloosa County’s homeowners to receive favorable homeowners’ insurance rates. REVENUE: Pursuant to Section 553.80, Florida Statutes, the Inspections Division operates as an enterprise fund, using building permit application fees as its primary source of revenue. EXPENDITURES: Expenditures Budget FY12 FY13 FY14 FY15 Category Actual $ Actual $ Original $ Approved $ Personal Services 1,043,492 1,038,466 1,060,707 1,086,099 Operating Expenses 556,736 548,410 400,108 405,167 Capital Outlay 0 0 0 26,000 Other 0 0 0 98,650 Total 1,600,228 1,586,876 1,460,815 1,615,916 HISTORICAL STAFFING SUMMARY: Category FY12 FY13 FY14 FY15 Full-time 12 12 12 12 Part-Time 0 0 0 0 Relief 0 0 0 0 Total 12 12 12 12 Packet Pg. 65 MAJOR ACCOMPLISHMENTS LAST YEAR:  Co-sponsored with BIA training session to enable contractors and Inspections staff to receive continuing education credits  Upgraded permitting software (with IS)  Improved General Liability Insurance Certificates requirements. PROGRAM GOAL: Inspections Division’s is responsible to protect the public health and safety by ensuring that all regulated construction activities meet or exceed the requirements of the Building and Fire/Life Safety codes while providing customer-friendly service to the development industry by ensuring that building permit reviews and inspections are carried out in a timely, uniform manner and operate independently of the County General Fund. KEY OBJECTIVES: 1. Maintain staffing sufficient to meet the following levels of service: a. Inspections performed the next business day for any inspection requested by midnight of the preceding day. b. Provide twice-per-week (Tuesdays and Thursdays) walk-through review of single-family residences, renovations, additions, pools, and accessory structures. c. Provide plans review for single family home in 5 working days, commercial plans in 10 working days. d. Maintain ability to respond in times of natural disaster. e. Maintain an ISO rating of 4 or better 2. Maintain revenues and reduce costs where possible to enable the Division to function without subsidy. 3. Implement credit-card permit payment 4. Replace fax permitting with on-line permitting for permits current issued by fax Packet Pg. 66 PERFORMANCE MEASURES: Actual Estimated Adopted Performance Measures FY13 FY14 FY15 FTEs 12 12 12 Input Office Locations 2 2 2 Number of building permits issued 7,554 7,325 7,350 Number of Building Plans Examinations 1,360 1,242 1,250 Number of fax permits issued (this is a subset of the total number 2,564 2,543 2,500 of permits) Number of licenses issued1 Output 605 549 500 Number of trade board meetings 21 18 20 Number of Public Records Requests 512 702 750 Number of Fire Plans Reviews 70 54 60 Number of Fire Inspections 1,801 1,405 1,600 Inspections per Inspector per day 18 17 17 Efficiency Plans Examinations per examiner/day 6 6 6 Number of permits issued per tech per day 8 8 8 Effectiveness Insurance Services Organization (ISO) Rating of Building Code Enforcement (ISO is a company hired by insurance companies to rate the 4 4 4 effectiveness regulatory agencies. The ISO uses a scale of 1 to 10 with 10 being worst and 1 being best.) 1 Okaloosa County allows contractors to renew licenses in two year increments, so year-to-year variations do not necessarily indicate a declining contractor base. Packet Pg. 67  BOARD OF COUNTY COMMISSIONERS OKALOOSA COUNTY, FLORIDA SERVICE AREA: GENERAL GOVERNMENT DEPARTMENT/PROGRAM: GROWTH MANAGEMENT/PLANNING DIVISION PROGRAM DESCRIPTION: The Planning Division is responsible for: • Administration of the Okaloosa County Comprehensive Plan and Land Development Code, a non- discretionary, state-mandated function intended to set general guidelines and principles for the growth and development of the County, including capital facilities and infrastructure planning. • Coordination of the County’s floodplain management program as needed to participate in the National Flood Insurance Program (NFIP). As of this writing, there are approximately 11,700 active flood insurance policies in the County with a premium value of roughly 5.5 million. • Coordination of the County’s participation in the NFIP Community Rating System which is a voluntary incentive program that recognizes and encourages community floodplain management activities that exceed minimum NFIP requirements. Flood insurance premium rates are discounted to reflect reduced flood risk resulting from community actions toward meeting CRS goals. The County currently has a CRS classification of 5 which translates into a 25% savings for flood insurance policy holders. • Coordination of the Countywide (County and municipality) Local Mitigation Strategy which is a federal mandate requiring all local governments to develop hazard mitigation plans as a condition of receiving federal mitigation project grants under the pre- and post-disaster hazard mitigation grant programs. • Primary liaison between the County and Eglin Air Force Base regarding land use and encroachment issues. REVENUE: The Planning Division is funded within the General Fund. Supporting revenue of the General Fund are ad valorem taxes, communications service tax, local business tax, permits and fees, state shared revenue, charges for services, judgments and fines, miscellaneous revenue and transfers from other funds. EXPENDITURES: Expenditures Budget FY12 FY13 FY14 FY15 Category Actual $ Actual $ Original $ Approved $ Personal Services 559,342 581,540 625,142 638,439 Operating Expenses 59,323 62,577 65,257 83,103 Capital Outlay 0 5,000 2,500 Other 0 0 0 Total 618,665 664,117 695,399 724,042 Packet Pg. 68 HISTORICAL STAFFING SUMMARY: Category FY12 FY13 FY14 15 Full-time 11 11 11 11 Part-Time 0 0 0 0 Relief 0 0 0 0 Total 11 11 11 11 MAJOR ACCOMPLISHMENTS LAST YEAR:  Created development project tracking system available on-line so that applicants, owners, and engineers can track the progress and status of development projects.  Developed draft “Quick Guide to Floodplain Management” to assist citizens in understanding the flood insurance program.  Provided staff support including agendas, staff reports, minutes, etc. to Planning Commission, Board of Adjustment, construction licensing boards, and Military sustainability Partnership  Successfully coordinated CRS/Floodplain management review. PROGRAM GOAL: 1. To develop and implement short, medium, and long-range land use planning strategies, including associated regulatory programs, that ensure the County’s long term economic vitality, environmental health, and quality of life consistent with state land use legislation. 2. Implement a streamlined and efficient development review process that does not include unnecessary steps or superfluous requirements. 3. Enhance the ability of Eglin Air Force Base, the Eglin Reservation, and Hurlburt Field to continue and expand their military missions. 4. Maintain favorable insurance rates through continued participation in the NFIP Community Rating System KEY OBJECTIVES: 1. Continue to improve the County’s Land Development Code. 2. Continue implementation of the 2009 Eglin Joint Land Use Study (JLUS). 3. Work with the Military Sustainability Partnership to identify opportunities to enhance the utility of the area’s military installations through shared use of resources, as feasible. 4. Maintain NFIP/CRS rating of 5 5. Continue coordination of Local Mitigation Strategy and Comprehensive Plan committee Packet Pg. 69 PERFORMANCE MEASURES: Actual Estimated Adopted Performance Measures FY12/13 FY13/14 FY14/15 Full-time Equivalent (FTE) – does not include Transit and Grants Positions Planning Manager (PM) 1 1 1 Planning Coordinator (PC) 1 1 1 Planner III (P-3) 2 2 2 Input GIS Planner/Analyst (GIS) 1 1 1 Positions Shared with Enterprise Fund Growth Management Director 1 1 1 Fiscal Coordinator 1 1 1 Administrative Assistant II (AA) 1 1 1 Comprehensive Plan: Text amendments 0 2 2 Large-scale map amendments 0 5 5 Small-scale map amendments 7 2 5 Planning Commission meetings 8 9 9 DRI Changes 1 1 1 Land Development Code: Change to zoning map 7 3 5 Development order reviews 27 20 25 Site Plan Reviews 46 40 40 Subdivision Review 4 5 6 Output Administrative Adjustments 8 4 5 Lot Splits 40 28 30 Landscaping Reviews 9 15 15 Alcohol Reviews 29 30 30 Consistency Letters 42 10 10 Temporary Use Review 15 15 15 Board of Adjustment: Variances 7 1 1 Special exceptions 2 0 1 Appeals 1 0 0 National Flood Insurance Program: Elevation certificates reviewed 348 250 300 Maintain least level of staff per 1,000 unincorporated county population1 (does not include GM 5 5 5 Efficiency Director or Financial Coordinator) Maintain least staff cost per taxpayer budget dollar (budget divided 1/$88,380 1/$94,024 1/$100,023 by number of staff) Achieve shortest development review time in region Yes, 120 days Yes, 120 days Yes, 120 days Continue participation in NFIP Effectiveness Total Number of Flood Policies 11987 11726 11,800 Total Premiums in Flood Zones 5,289,266 5,524,550 Avg. Policy Premium (All Zones) 437 464 Savings Per Policy in SFHA 183 195 Minimum of 195 Maintain and improve CRS rating Yes, Class 5 Yes, Class 5 Yes, Class 5 Packet Pg. 70 Packet Pg. 71  BOARD OF COUNTY COMMISSIONERS AGENDA REQUEST DATE: July 14, 2014 TO: Honorable Chairman and Members of the Board FROM: Ernie Padgett, County Administrator SUBJECT: Code Enforcement The attached document provides the program based budget for the Code Enforcement Department. Packet Pg. 72  BOARD OF COUNTY COMMISSIONERS OKALOOSA COUNTY, FLORIDA SERVICE AREA: PUBLIC SAFETY DEPARTMENT/PROGRAM: GROWTH MANAGEMENT/CODE ENFORCEMENT DIVISION PROGRAM DESCRIPTION: The Code Enforcement Division protects the health, safety, and quality of life of Okaloosa County’s residents and visitors by ensuring compliance with the Land Development Code and other ordinances adopted by the Board of County Commissioners, enforcing licensing and other legal requirements associated with the contracting and building trades, and processing building code violations in conjunction with the Building Official through appropriate boards and authorities. The Code Enforcement Division provides administrative and professional service to the Code Enforcement Board as well as the Construction, Mechanical, Plumbing, and Electrical competency boards. Through Interlocal Agreements between the Board of County Commissioners and their respective city councils, the Code Enforcement Division also administers competency board cases (in conjunction with the County Building Official) for the City of Mary Esther and the City of Destin. REVENUE: The Code Enforcement Division is funded within the General Fund. Supporting revenue of the General Fund are ad valorem taxes, communications service tax, local business tax, permits and fees, state shared revenue, charges for services, judgments and fines, miscellaneous revenue and transfers from other funds. EXPENDITURES: Expenditures Budget FY12 FY13 FY14 FY15 Category Actual $ Actual $ Original $ Approved $ Personal Services 101,687 100,736 104,598 139,677 Operating Expenses 15,757 17,636 24,445 29,013 Capital Outlay 0 0 0 21,000 Reserves 0 0 26,808 26,808 Total 117,444 118,372 155,851 216,498 HISTORICAL STAFFING SUMMARY: Category FY12 FY13 FY14 FY15 Full-time 3 3 3 4 Part-Time 0 0 0 0 Relief 0 0 0 0 Total 3 3 3 4 Packet Pg. 73 MAJOR ACCOMPLISHMENTS LAST YEAR:  Initiated and administered 4 community clean ups  Initiated 4 proactive area sweeps  Implemented Citizen’s Code Enforcement Auxiliary PROGRAM GOAL: To protect the health, safety, and quality of life of Okaloosa County’s residents and visitors by providing effective, timely, and professional enforcement of County Codes and state laws. KEY OBJECTIVES: 1. Investigate complaints of code and ordinance violations within 24 hours or next working day on weekends or holidays. 2. Work with contractors and property owners to achieve compliance with codes and ordinances. 3. Effectively coordinate investigations with other County departments, the Sheriff’s office, as well as state and federal agencies as applicable. 4. Investigate reports of unlicensed contracting, in conjunction with the Florida Department of Business and Professional Regulation, if necessary. 5. Organize community clean ups. 6. Institute the use of citizen volunteers as an auxiliary for administrative functions. 7. Increase public awareness of code requirements through public service announcements, informational flyers, and other avenues as appropriate. PERFORMANCE MEASURES: Actual Estimated Adopted Performance Measures FY12/13 FY13/14 FY14/15 FTEs 3 3 4 Input Supervisor/Manager 1 1 1 Officers 2 2 3 Number of complaints of alleged code violations investigated 2,500 2,490 2,500 Number of contractor licensing investigations (includes 320 298 350 unlicensed contracting as well as contractor misconduct) Output Number of cases prosecuted to Code Enforcement Board or Court 5 6 5 Number of cases presented to contractor licensing boards 6 3 10 Number of community clean ups 4 4 4 Number of lien/code violation public record requests 470 710 600 Citations Issued 12 5 8 Efficiency Number of cases per Code Enforcement Official 833 830 625 Number of cases resolved without necessitating Board action 2,489 2,481 2,485 Effectivene Restitution to victims $3,750 $2,500 No Estimate Total fines and fees recovered $1,175 $1,300 No Estimate Packet Pg. 74  BOARD OF COUNTY COMMISSIONERS AGENDA REQUEST DATE: July 14, 2014 TO: Honorable Chairman and Members of the Board FROM: Ernie Padgett, County Administrator SUBJECT: Coordinated Transportation The attached document provides the program based budget for Coordinated Transportation. Packet Pg. 75  BOARD OF COUNTY COMMISSIONERS OKALOOSA COUNTY, FLORIDA SERVICE AREA: GENERAL GOVERNMENT DEPARTMENT/PROGRAM: GROWTH MANAGEMENT/PLANNING DIVISION/TRANSIT AND GRANTS PROGRAM DESCRIPTION: The Transit and Grants Section of the Planning Division serves as the Community Transportation Coordinator as required by Section 427.011 of the Florida Statues and manages in excess of $9 million in state and Federal grants funds through which both paratransit and fixed route services are provided. The Transit and Grants Section is also responsible for oversight of the $3.2 million Neighborhood Stabilization Program (NSP) which provides housing to low to moderate income households. In addition to transit and NSP programs, this division oversees various grants as they become available. REVENUE: The Planning Division/Transit and Grants is funded with General Funds with salary supported by State and Federal grants. The Section also receives revenue from grant reimbursement through the NSP and Community Development Block Grant programs. Revenue for transit operations is obtained through fare collections and advertising bus wraps. Funding for transit operations is subsidized by the Federal Transit Administration, Florida Department of Transportation, Florida Commission for the Transportation Trust Fund, Medicaid and matching local dollars. Miscellaneous non-transit grants (DCA, FEMA, DIG) are utilized for administration fees if feasible. EXPENDITURES: Expenditures Budget FY12 FY13 FY14 FY15 Category Actual $ Actual $ Original $ Approved $ Personal Services 0 0 0 0 Operating Expenses 205,059 290,775 290,775 0 Capital Outlay 0 0 0 0 Grants & Aids 25,000 25,000 25,000 25,000 Total 230,059 322,743 315,775 25,000 2 full-time positions associated with this function are paid out of Planning Division 0108. MAJOR ACCOMPLISHMENTS LAST YEAR:  The Transit and Grants Section of the Planning Division managed in excess of $8 million in transit related grants  Successfully garnered $715,000 in additional Neighborhood Stabilization Program Funds.  Provided over 175,240 fixed route trips and over 141,000 in paratransit/door-to-door trips.  Assisted the Public Works and Water & Sewer departments with CDBG grant administration  Facilitated award of Department of Justice Office of Violence Against Women Safe Haven Grant Packet Pg. 76 PROGRAM GOAL: The goal of the Transit and Grants Section is to maximize the procurement and use of state, Federal and other grants in order to: 1. Provide the most affordable possible public transportation to citizens of Okaloosa County through the most cost-effective mix of fixed route and paratransit services; 2. Transfer as many paratransit users as possible to fixed route 3. Supplement County funds used for infrastructure; 4. Enable the provision of affordable housing to economically challenged households; 5. Provide grant administration assistance to other County departments and agencies. KEY OBJECTIVES: 1. Serve as the Community Transportation Coordinator (CTC) for Okaloosa County. This entails grant compliance monitoring and administration of grant funding for Federal Transit Administration, Florida Department of Transportation, Commission for the Transportation Disadvantaged, Medicaid, Department of Community Affairs (CDBG), Enterprise Florida, Inc. (Defense Infrastructure Grants) and FEMA. 2. Continue administration of 15+ grant programs totaling over $9 million including review of financial and accounting systems relative to program revenues and expenditures and daily oversight and monitoring of primary public transit provider and management of three secondary providers. 3. Increase grant revenues by developing in-house expertise in grant administration and working with contract grant administrator. 4. Monitor implementation of the Neighborhood Stabilization Program to ensure compliance with all applicable state and federal regulations. 5. Manage overall planning and intergovernmental relations of the County’s public transit system, including transit service design, route planning, performance monitoring, comprehensive planning, and land use coordination for transit. 6. Continue to provide public transportation in the form of fixed-route and paratransit service. 7. Assist in the establishment of Safe Haven facility in Okaloosa County Packet Pg. 77 PERFORMANCE MEASURES: Actual Estimated Adopted Performance Measures FY12/13 FY13/14 FY14/15 Farebox Collection –Fixed Route 120,242 125,000 100,000 Farebox Collection - Paratransit 109,607 110,000 110,000 Full Time Employees 2 2 2 Input BCC Fixed-Route Operation Contribution 188,307 290,775 290,775 BCC Paratransit Operation Contribution 25,000 25,000 25,000 TDC Route Operation Contribution 0 0 0 Transportation Disadvantaged Trips 53,879 55,000 57,000 Medical (Ridership) Transportation Disadvantaged Trips 51,074 52,000 53,560 Employment (Ridership) Transportation Disadvantaged Trips 25,537 26,000 27,000 Other (Ridership) Medicaid (Ridership) 19,727 20,000 22,000 Output Fixed Route (Ridership) 175,240 178,000 135,000 NSP New Unit Construction (Units) 0 0 0 Disaster Recovery Grant Funding 0 $374,376 As available CDBG Grant (Neighborhood Revitalization & Economic $750,000 $750,000 0 Development $750,000 $750,000 Defense Infrastructure Grant $250,000 $250,000 $250,000 Maintain Maintain Eliminate Public Transit, Reduced Funding, Reduced Service. Service Service (3) Routes Two FTE’s Provide Management/Oversight/Compliance $8,000,000 $9,500,000 $9,500,000 Efficiency Review of Grant Programs Two FTE’s Provide Management/Oversight/Compliance $5,000,000 $5,250,000 $5,250,000 Review of Capital Investments Awarded ARRA Grant Funding w/Limited Resources & Time $1,480,000 $0 As available $3,500 Effectiveness (assumes ridership and Average Fuel Savings for Express Rider $2,800 $3,500 fuel costs remain same) Packet Pg. 78  BOARD OF COUNTY COMMISSIONERS AGENDA REQUEST DATE: July 14, 2014 TO: Honorable Chairman and Members of the Board FROM: Ernie Padgett, County Administrator SUBJECT: Corrections The attached document provides the Program Based Budget for the Corrections Department. Packet Pg. 79  BOARD OF COUNTY COMMISSIONERS OKALOOSA COUNTY, FLORIDA SERVICE AREA: PUBLIC SAFETY DEPARTMENT/PROGRAM: CORRECTIONS PROGRAM DESCRIPTION: The Okaloosa County Department of Corrections serves and protects the citizens of Okaloosa County by providing for the care, custody and control of lawfully incarcerated inmates in a clean, safe and secure environment. We ensure that inmates are available for court and that the sentencing requirements imposed by the court are satisfied. Primary services include admission, classification, detention, transportation, and release of inmates, and the management of inmate records. All programs, privileges and services, such as meals, clothing, recreation, visitation, library and healthcare, are provided to the inmate population in accordance with the Florida Model Jail Standards, Florida Corrections Accreditation Commission and National Commission on Correctional Healthcare Standards. REVENUE: The Corrections Department is funded within the General Fund. Supporting revenue of the General Fund are ad valorem taxes, communications service tax, local business tax, permits and fees, state shared revenue, charges for services, judgments and fines, miscellaneous revenue, and transfers from other funds. EXPENDITURES: Expenditures Budget FY12 FY13 FY14 FY15 Category Actual $ Actual $ Original $ Approved $ Personal Services 7,761,637 7,943,467 8,477,101 8,571,813 Operating Expenses 3,787,028 4,007,445 4,539,433 4,545,807 Capital Outlay 6,874 7,392 76,500 98,200 Other 0 0 0 0 Total 11,555,539 11,958,304 13,093,034 13,215,820 HISTORICAL STAFFING SUMMARY: Category FY12 FY13 FY14 FY15 Full-time 125 129 129 130 Part-Time 0 0 0 0 Relief 0 0 0 0 Total 125 129 129 130 Packet Pg. 80 MAJOR ACCOMPLISHMENTS LAST YEAR:  Admitted over 8,019 inmates in FY13 for a total of 226,743 jail days provided.  Released over 6,535 inmates and transferred over 1,071 inmates to other jurisdictions.  Detained a daily average of 621 inmates without major incident, riot, disturbance, or escape in FY13.  Processed an average of 9 weekenders per week in FY13 resulting in 556 bookings/releases and 1112 jail days.  Transported 1,596 inmates in FY13: 924 to court, 421 to prison, 158 to medical appointments, 93 for other purposes.  Provided appropriate medical and mental health care to the inmate population in accordance with applicable standards.  Managed National School Lunch Program grant netting $26,667.00 in revenue in FY13.  Collected over $149,976.00 in fees for services during FY13.  Received over $309,600.00 for royalties, commissions, and other payments in kind in FY13.  Provided over 19,396 hours of inmate labor to other County departments and agencies.  Provided over 111,000 hours of inmate labor for in-house services (food service, janitorial, laundry, etc.)  Obtained 100% compliance on the annual Florida Model Jail Standards Inspection.  Maintained accreditation through the National Commission on Correctional Healthcare (NCCHC).  Maintained accreditation through the Florida Corrections Accreditation Commission (FCAC). PROGRAM GOAL: The Corrections Department serves and protects the citizens of Okaloosa County by providing safe care, custody, and control of detainees. This is accomplished in accordance with applicable standards and statutes, in a cost effective manner, through the development of secure, safe, and humane detention facilities and community programs. KEY OBJECTIVES: 1. Continue to improve inmate management software reporting capabilities. 2. Work with the Okaloosa County Public Safety Coordinating Council members to develop alternatives to incarceration and to reduce recidivism. Packet Pg. 81  PERFORMANCE MEASURES: Actual Estimated Adopted Performance Measures FY12/13 FY13/14 FY14/15 FTE Position 129 129 130 Input Total # of Bookings 8,019 7,643 7,500 Total Expenditures 11,958,304 12,645,781 13,130,268 Total Jail Days Required 226,743 218,800 220,000 Output Meals Provided 642,423 683,781 690,000 Medical Treatment Expenditures 2,423,925 2,351,746 2,600,000 Cost per Jail Day 52.74 57.80 58.00 Efficiency Cost per Meal 0.8631 0.8336 .93 Medical Cost per Jail Day 10.69 10.74 11.00 Effectivenes Average Length of Stay in Days 28.27 28.62 30 Packet Pg. 82  BOARD OF COUNTY COMMISSIONERS OKALOOSA COUNTY, FLORIDA SERVICE AREA: PUBLIC SAFETY DEPARTMENT/PROGRAM: PRISONER BENEFIT FUND PROGRAM DESCRIPTION: The Okaloosa County Department of Corrections is required to provide inmates access to selected programs that benefit the inmates that include education, recreation, reading materials, and commissary purchases. Also included in these programs and privileges are religious services provided by Good News Jail and Prison Ministry which is primarily supported through support of community churches. Education services are provided through cooperative agreement with the Okaloosa County School Board. All programs, privileges, and services are provided in accordance with Florida Model Jail Standards, Florida Corrections Accreditation Commission, and National Commission on Correctional Healthcare. REVENUE: The Prisoner Benefit Program is funded within the Prisoner Benefit Fund. Supporting revenue of the Prisoner Benefit program are inmate fees and charges for services EXPENDITURES: Expenditures Budget FY12 FY13 FY14 FY15 Category Actual $ Actual $ Original $ Approved $ Personal Services 111,948 153,320 165,780 161,949 Operating Expenses 361,631 401,425 435,287 505,846 Capital Outlay 0 0 0 0 Other 0 0 439,433 447,705 Total 473,579 554,745 1,040,500 1,115,500 HISTORICAL STAFFING SUMMARY: Category FY12 FY13 FY14 FY15 Full-time 2 3 3 3 Part-Time 0 0 0 0 Relief 0 0 0 0 Total 2 3 3 3 Packet Pg. 83  MAJOR ACCOMPLISHMENTS LAST YEAR:  The Okaloosa County School Board graduated 8 inmates in FY13; 5 received GEDs and 3 received high school diplomas. Services were provided to 37 students.  The Chaplain supervises approximately 43 volunteers from the community with an average of 240 inmates attending services weekly.  Reading glasses were provided to 221 inmates at a cost of $2.00 per pair.  Haircuts were provided for 555 inmates at a cost of $10.00 each.  Law library services were provided for over 207 inmates.  Commissary was provided to over 305 inmates per week.  Officers ran a weekly reading library with books donated to the facility.  Provided visitation for an average of 123 inmates and 170 visitors per week.  Trained 67 volunteers. 19 volunteers were cleared for unescorted access.  52 Birth Certificates obtained for inmates PROGRAM GOAL: A Programs Manager and a Commissary Operator provide privileges, programs, and services to inmates such as: religious and educational programs, recreation, visitation, reading and law library, and mail services. General education programs are afforded to inmates in cooperation with Okaloosa County School Board. Commissary is offered to allow inmates access to hygiene and clothing items as well as some snack foods and comfort items. KEY OBJECTIVES: 3. Continue to maintain revenue through phone card and commissary sales. 4. Continue to provide services in accordance with Florida Model Jail Standards and the Florida corrections Accreditation Commission. PERFORMANCE MEASURES: Actual Estimated Adopted Performance Measures FY12/13 FY13/14 FY14/15 FTE Position 2 3 3 Input Total Expenditures 554,745 601,067 666.102 Output Gross Amount of Sales - Commissary 497,543 487,192 483,988 Gross Amount of Sales – Calling Cards 123,474 129,852 136,344 Profit - Commissary 199,515 204,621 203,275 Efficiency Profit – Calling Cards 77,974 84,404 85,896 Effectivenes Indigent Kits Cost 18,458 21,909 25,852 # of Indigent Kits Provided 2,755 3,279 3,870 Packet Pg. 84  BOARD OF COUNTY COMMISSIONERS AGENDA REQUEST DATE: July 14, 2014 TO: Honorable Chairman and Members of the Board FROM: Ernie Padgett, County Administrator SUBJECT: 911 Coordinator/Public Safety The attached documents provide the Budget for the 911 Coordinator/Public Safety Department. Packet Pg. 85 Public Safety 2015 Budget Review July 14, 2014 Packet Pg. 86  E911 Funding from State of Florida Wireless Wireline County County 3% 1% Receives 1% Receives 3% Wireless 25% Cost Rural Recovery Assist. Rural 71% Assist. State 97% State E911 E911 Admin Admin • Of the $.50 fee collected by the State, Okaloosa County E911 receives $.48 for wireline devices and $.35 for wireless devices. • These figures will change January 1, 2015, when the $.50 fee will change to $.40 in order to begin collecting E911 fee on pre-paid phone services. • There will be a special disbursement to counties from the State Trust fund to offset the funding impact with the fee reduction. • Language in legislation allows E911 Board to raise the fee back to $.50 in FY15. • Okaloosa County maintains reserve 911 funding, which is only allowable to be used for capital improvement, system replacement or system enhancement projects. Packet Pg. 87  Okaloosa E911 Revenue History $700,000 $600,000 $500,000 $400,000 Wireless $300,000 Wireline $200,000 $100,000 $- 2009 2010 2011 2012 2013 • E911 Wireline Revenue decline based on consumers migrating to single phone (wireless). • Statewide E911 impact on revenue due to lack of pre-paid wireless phone fee collection, which will change on January 1, 2015. Packet Pg. 88 Okaloosa E911 Revenue History $1,400,000 $1,200,000 $1,000,000 $800,000 Wireline $600,000 Wireless $400,000 $200,000 $- 2009 2010 2011 2012 2013 Packet Pg. 89  Okaloosa County E911 — 911 system received 129,530 E911 calls in FY13. — Okaloosa County E911 system is IP-based, Next Generation 911 (NG-911) capable (text, picture, and video). — Many additional standards and training will need to occur prior to full deployment of NG-911. — All Public Safety Answering Points (PSAP’s) in Okaloosa County are connected to the County fiber optic network. — In August 2014, all PSAP’s are being upgraded with new hardware, software and mapping – project utilizing reserve funding. — Military Bases: — Hurlburt has established their own on-base E911 PSAP. — Eglin is purchasing E911 equipment comparable to the Okaloosa upgrade to maintain interoperability and a continuing partnership with like systems. Packet Pg. 90  County Warning Point — Provides dispatch services for EMS, 17 fire districts, animal services, afterhours notification for Department of Health, assists with 311 requests, and notifies State and other County Departments — Operating Expenses for County Warning Point FY13 $22,615 — 16 employees: Chief, QA Training Officer, 4 Communications Supervisors, 10 Communications Technicians — 4 teams working 12 hour shifts, 24 hours 7 days a week — Personnel Services FY13 $932,146 — In FY13: — Dispatched 24,081 EMS responses — Dispatched 18,734 FD responses Packet Pg. 91  Emergency Communications Center – E911 Call Center/County Warning Point/Sheriff Dispatch Rooms Sheriff’s Office EMS/Fire 911/311 Call Center Dispatch Room Dispatch Room Sheriff CAD – 4 – Comm. Supervisors 4 – 911 Call Takers Public Safety CAD - 10 – Comm.Technicians Packet Pg. 92  Beach Safety — 2013 a total 42 Spring rescues with a total of 16 red flag days with rip currents pulling. — 2014 a total of 19 Spring rescues with a total of 18 red flag days and rip currents pulling. — One extra guard daily increases the ability for educational and preventative contacts. — Typical Spring Red flag day (right looking west from pier / left looking east) Packet Pg. 93  Beach Safety — Establishment of a portable tower system for quick set up on rip current locations. The total number of rescues in 2013 were 238, out of those 226 rescues were rip current related. — Being able to move guards to those critical areas increases the ability to contact patrons and focus efforts on prevention. Packet Pg. 94  Beach Safety Performance Measures 2013 2014 Impact 9% increase in seasonal staffing for increased coverage times Staffing Costs $453,394 $491,562 during peak summer months Memorial Day-Labor Day 25% increase in the number of lifeguards on duty for effective Lifeguards on duty: Daily 6 8 education and surveillance Lifeguards/Mile: Daily 1.7 2.5 Almost 1 more lifeguard per mile of guarded beach Significantly improve the ability to make contact and educate Preventative Actions 94,178 >150,000 beach patrons More contact with the public for prevention reduces rescue Rescues 235 Total 2013 <150 totals. Most patrons are unaware of the dangers Extended hours for lifeguards will decrease the number of fire After Hours 18 Total 2013 TBD related responses Increase focus on Junior Lifeguard program. Half of the Junior Lifeguards Trained 47 >50 current seasonal staff are former Junior Lifeguards. More Guards per mile results in faster response times. Target Response Times: RR-AED ≤5min <90 >95 5min to respond, rescue, and begin resuscitation. Fatalities 1 TBD After hours case in June 2013. Packet Pg. 95  0 50000 100000 150000 200000 Jan-11 250000 Mar-11 May-11 Jul-11 Sep-11 Nov-11 Jan-12 Mar-12 May-12 Jul-12 Sep-12 Nov-12 Attendance Jan-13 Mar-13 May-13 Beach Safety Jul-13 Sep-13 Nov-13 Jan-14 Mar-14 May-14 Attendance Packet Pg. 96  Okaloosa EMS Overview — F.S. Chap 125.01(e) gives county governing body power to provide ambulance service — 107 Employees : Director, Chief, Office Supervisor, Billing Coord., 3 Shift Commanders, 3 Training Officers, 30 FT Paramedics, 27 FT EMTs, 19 Relief medics, 19 Relief EMTs, Supply Supervisor, Supply Coord. — Responded to 24,081 requests for assistance in calendar 2013 — Provide Advanced Life Support and Basic Life Support Care — Provide mutual aid to Santa Rosa and Walton County — Provide EMS support to all military bases and operations within Okaloosa County Packet Pg. 97 Advanced Life Support Stations Packet Pg. 98  Basic Life Support Ambulances — Staffing: Four EMTs on two BLS units — Operate 9 hours per day 5 days a week — Operational cost: $155,000 — Billable Revenue: $486,073 — Net revenue impact: $331,073 — BLS transfers in CY 13 -1038 Packet Pg. 99 Staffing Cuts FY 2009 FY 2012 — Eliminated 3 — Eliminated 3 full full time EMTs time EMTs and 3 full time from Medic 6 Paramedics from to save $150k. Medic 11 to save — Required $48k $283,000. in extra relief — Required $48k in staffing. extra relief staffing and use of Shift Training Officers during the season. Packet Pg. 100 Destin Seasonal Coverage — Medic 11 in operation from Off Season April 1 – October 1 Response Times: Destin — On season 2013: 1537 calls in Within Std Outside Std Destin 642 — Off season 2013: 1128 calls in 486 Destin 57% 43% — Seasonal Impacts: On Season Response Times: — Medics 10, 2 & 9 have to absorb Destin over 400 calls in the off-season Total Within Std Outside Std when Medic 11 is inactive. 1056 — Off season response times are longer even with a 1/3 reduction in seasonal call volume. 69% 481 31% Total Packet Pg. 101 Staffing Requests FY 2015 — Request 6 full time EMTs and 3 full time Paramedics eliminated in 2009 and 2012. — Will save $48K in Relief staffing and $ 60K in Overtime for a net cost of $404,164. — Will provide Destin Ambulance year round, and full time staffing of the 4 Ambulances in the North end of the County – provides better and more reliable ambulance availability. — Add 10 relief positions at no cost. Packet Pg. 102  Ambulance Replacement ALS BLS — Recommend 3 new GM 4500ALS — Recommend 1 new ford F350 ambulances — Cost: $145,000 each van ambulance — Total $435,000 — Cost $75,000 — Savings of $135,000 compared to International chassis — Same patient compartment as — Same medium-duty patient units currently in the fleet. compartment Packet Pg. 103  Cardiac Monitor Replacement • Budgeted $125,000 for the Lifepak 15 Lifepak 12 purchase of 4 Lifepak 15 (Recommended) (Currently cardiac monitors to replace Used) existing Lifepak 12 monitors purchased before 2005. • LP 15 has several critical features that improve current diagnostic and treatment • CO and Met capabilities in the field. • Carbon Monoxide monitoring not •Possibility of grand funding to and Methemoglobin available. purchase more; in which monitoring. •Waveform $125k could be used toward •Waveform Capnography not match requirement. Capnography available capabilities •External modem • Internal Lifenet required (additional modem equipment and cost) •$31,250 each •$15,000 each Packet Pg. 104 Emergency Management — F.S. Chapter 252 Emergency Management, establishes the requirement for a county emergency management program — FY15 county budget, $347,297 Packet Pg. 105 Emergency Management — Prevention, Mitigation, Preparedness, Response, Recovery — Manage and maintain Emergency Operations Center — Manage and maintain mobile incident command trailer — Conduct training and exercises — Coordinate Multi-agency disaster response actions — All Hazards Disaster Planning — Maintain county warning system — Maintain flood warning system — Review all hazard plans for 32 mass care facilities — Conduct hazard analysis of 51 hazardous material storage facilities per year — Public outreach and education — Serve on State Emergency Response Commission (FAC Representative) — Committee member Local Emergency Planning Committee — Committee member Local Mitigation Strategy Committee — Committee member Affordable Housing Committee — Committee member Okaloosa County Disaster Housing Committee — Serve as Advisory Board member of RSVP and VOAD Packet Pg. 106 Emergency Management — Non-county funding — Rule 27P-19 establishes state base grant eligibility for local emergency management programs — Emergency Management Preparedness Assistance (EMPA) annual grant $105,806.00 o State of Florida EMPA trust fund — Grant fund eligibility requires EM funding not be cut a greater percentage than: o 911 Services o Emergency Medical Services o Law Enforcement o Criminal Justice o Public Works — Emergency Management Performance Grant, $83,913.00 — Federal pass through funding administered by the Florida Division of Emergency Management Packet Pg. 107  BOARD OF COUNTY COMMISSIONERS OKALOOSA COUNTY, FLORIDA SERVICE AREA: PUBLIC SAFETY DEPARTMENT/PROGRAM: 911 COMMUNICATIONS DIVISION/911 COORDINATOR PROGRAM PROGRAM DESCRIPTION: This program consists of a 911 Systems Coordinator, a 911 Addressing Coordinator and 4 911 Call Takers. The 911 Coordinator Program under the Department of Public Safety is responsible for the efficient operation of the 911 System in accordance with Florida Statute 365.171 and the State E911 Plan. The 911 Addressing Program is responsible for assigning addresses in accordance with Okaloosa County Property Numbering System Ordinance 91-06. This position also maintains the special needs information in the 911 database. The 911 Call Takers are responsible for the initial answering of 911 calls in all parts of Okaloosa County (excluding the City of Crestview) and forwarding the calls to dispatchers of the appropriate agency. They provide call taking protocols and life safety instructions to callers to ensure the appropriate fire and/or EMS resources are dispatched. REVENUE: 911 Coordinator Program is funded within the E-911 Operations Fund. Supporting revenue of the E-911 Operations Fund are 911 wireless and non-wireless fees, charges for services, and miscellaneous revenue. EXPENDITURES: Expenditures Budget FY12 FY13 FY14 FY15 Category Actual $ Actual $ Original $ Approved $ Personal Services 244,669 241,881 308,963 310,287 Operating Expenses 629,258 702,454 649,841 670,719 Capital Outlay 484,262 0 0 30,000 Reserves 0 0 1,330,796 953,594 Total 1,358,189 944,335 2,289,600 1,964,600 HISTORICAL STAFFING SUMMARY: Category FY12 FY13 FY14 FY15 Full-time 5 5 6 6 Part-Time 0 0 0 0 Relief 0 0 0 0 Total 5 5 6 6 Packet Pg. 108 MAJOR ACCOMPLISHMENTS LAST YEAR:  Migrated 911 networks from State of Florida network to County fiber optic network at all 911 locations.  Maintained County-wide 311 system operations.  Maintained 911 customer record databases of 167,081 records.  Modified/changed/updated 204,782 customer records in 911 databases.  Received 129,530 911 calls.  Maintained equipment for twenty four (24) answering positions at the eight (8) 911 answering locations.  Eliminated maintaining 911 equipment at the Hurlburt Field Fire and Security Forces locations.  Established 353 new addresses and 10 new street assignments.  Continued utilization of the Addressing Verification Application with GIS and Growth Management.  Modified/updated 1664 street records in Master Street Address Guide.  Added 604 special needs records in 911 databases.  Created 29,414 calls in the computer aided dispatch system for Fire and EMS.  Handled 76,942 administrative calls.  Received Emergency Number Professional Certification for 911 Coordinator. PROGRAM GOAL: To maintain county wide 911 emergency system 24 hours a day, 7 days a week for Okaloosa County. Ensuring addresses and street names are correct in accordance with the Master Street Address Guide and County Ordinance 91-06. To provide emergency communication services to callers utilizing established protocols and standards and the State E911 Plan as indicated in Florida Statute 365. KEY OBJECTIVES: 1. Ensure 911 calls are answered within the first 10 seconds 90% of the time as stated in the State 911 Plan. 2. Update 911 database on a daily basis and notify service providers of all errors promptly. 3. Coordinate testing with service providers to ensure correct location information on 911 and mapping program. 4. Update Special Needs information in 911 databases within 48 hours of receipt. 5. Conduct initial and recurring training with all 911 answering sites to ensure proper call handling and efficient use of equipment, including TTY for ADA compliance as stated in the State 911 Plan. 6. Respond to 911 system errors promptly and troubleshoot errors with answering sites and Century Link. 7. Maintain 911 recordings for all emergency calls, providing recordings to public safety agencies and State Attorney’s Office as stated in Florida Statute 365.171(15). 8. Participate in planning for future expansion and additional future system requirements for the 911 system. 9. Develop 911 educational programs and public training events on the 911 system. 10. Coordinating and assisting with addressing standards with municipalities and USPS through Addressing Committee. 11. Coordinates modifications of addresses and streets with utility companies, GIS, Planning/Inspections and other county departments. 12. Responding to all citizen addressing inquiries within 24 hours. 13. Participates as Citizen Information operator in the Emergency Operations Center in disaster situations. 14. Works as needed in 911 Program Office; serves as 911 on-call representative for trouble reporting. 15. Ensure call taking functions according to policy and procedures in accordance with National Academy of Emergency Dispatch. 16. Monitor and report statistical trends and current conditions for emergency responders and management. Packet Pg. 109  PERFORMANCE MEASURES: 911 Coordinator Actual Estimated Adopted Performance Measures FY12/13 FY13/14 FY14/15 Number of personnel to coordinate 911 program 1 1 1 Input Number of personnel to deliver 911 Training 1 1 1 Number of Customer Service Records downloaded into 911 53,269 160,000 150,000 Output Database Number of 911 Calls received 129,530 139,786 144,500 Percent of Calls answered in 10 seconds or less 90% of the 97% 97% 97% time Efficiency Number of Special Needs entered in database within 48 100% 100% 100% hours of receipt 95% of time Percentage of 911 TTY calls answered within 20 seconds 100% 100% 100% 90% of time Effectivenes Number of 911 rollovers to secondary PSAPs 22 21 20 911 Addressing Actual Estimated Adopted Performance Measures FY12/13 FY13/14 FY14/15 Number of Employees in Addressing 1 1 1 Input Percent of Time working in Addressing 70% 40% 50% Percent of Time assisting 911 Office 30% 60% 50% Number of Addresses Assigned 353 162 250 Output Number of New Streets Assigned 10 12 11 Number of Special Needs forms entered by 911 Addressing 604 654 704 Coordinator Number of Addresses Assigned within three working days Efficiency 100% 100% 100% 95% of the time Number of New Streets Assigned within 48 hours once 100% 100% 100% permit is issued 95% of the time Packet Pg. 110  911 Call Takers Actual Estimated Adopted Performance Measures FY12/13 FY13/14 FY14/15 Input Number of Trained Call Takers 3 4 4 Output Number of 911 Calls Answered by CWP 64,257 70,506 72,021 Percentage of 911 Calls sent to Dispatcher within one 93% 94% 94% minute or less 85% of the time Efficiency Percentage of 911 Calls answered in 10 seconds or less 90% 97% 97% 97% of the time Percent of TTY 911 Calls answered in 20 seconds or less 100% 100% 100% 90% of the time Effectiveness Quality Assurance Scores equal to 95% or better 96.5% 97 % 97% Packet Pg. 111  BOARD OF COUNTY COMMISSIONERS OKALOOSA COUNTY, FLORIDA SERVICE AREA: PUBLIC SAFETY DEPARTMENT/PROGRAM: BEACH SAFETY DIVISION/BEACH SAFETY PROGRAM PROGRAM DESCRIPTION: This program consists of 1 Beach Safety Division Chief, 1 Lifeguard Supervisor, 3 Senior Lifeguards, and 19 Seasonal Lifeguards. The Beach Lifeguard Program provides year- round lifeguard protection, preventative oversight, heavy surf and rip current rescue services on the beaches and waterways of Okaloosa County in accordance with Okaloosa County Parks and Recreation Ordinance No. 08- 06. Division personnel raise and maintain the universal flag warning and signage system on Okaloosa County Beaches in coordination with the Florida Department of Environmental Protection’s Beach Flag Warning Program as set forth in Section 380.276 F.S.S. Beach Safety also provides public education information to the citizens and visitors of Okaloosa County on the hazards that exist in the aquatic and marine environment. Department lifeguards make presentations and provide safety briefings to civic organizations, military organizations, church groups, and others. Posters, information cards and pamphlets, and videos are printed and distributed to local schools and universities during safety presentations conducted by senior lifeguard staff members. The Swift Water and Flood Rescue program focuses on early warning, evacuation, and rescue of victims and potential victims of rising flood waters resulting from severe weather events in Okaloosa County. Team members provide technical rescue services in shore-based, boat-based, and in-water situations as well as special situations around dams, vehicles, and high-angle areas. The team is also deployable on a regional scale and can be mobilized to respond to disasters in surrounding counties on short notice. REVENUE: Beach Safety Division is funded within the General Fund; revenues are derived from the transfer of funds from the Tourist Development Enterprise Fund. EXPENDITURES: Expenditures Budget FY12 FY13 FY14 FY15 Category Actual $ Actual $ Original $ Approved $ Personal Services 452,550 455,067 493,962 466,464 Operating Expenses 62,117 64,820 51,074 49,908 Capital Outlay 0 5,821 6,500 3,600 Other 0 0 0 0 Total 514,667 525,708 551,536 519,972 Packet Pg. 112 HISTORICAL STAFFING SUMMARY: Category FY12 FY13 FY14 FY15 Full-time 5 5 5 5 Part-Time 0 0 0 0 Relief 19 19 19 19 Total 24 24 24 24 MAJOR ACCOMPLISHMENTS LAST YEAR:  Conducted over 94,178 documented preventative actions.  Performed over 230 rip current and heavy surf rescues with no drowning fatalities on guarded beaches.  Responded to 92 reports of lost children on the beach. All were found and returned to their families.  Responded to 478 medical calls on the beach.  Continued to develop increases in efficiency and effectiveness of lifeguard operations through the use of the Main Lifeguard Tower on the Okaloosa Fishing Pier.  Performed 18 rescues that would typically be after hours due to longer coverage times 2000hrs or dusk.  Attended or sponsored over 20 public education events in local schools providing beach safety education and prevention information to approximately 5000 school age children and community youths.  Instructed 74 youths ages 9 to 17 years in the Junior Lifeguard Program. PROGRAM GOAL: The goal of the program is to prevent the incidence of death and injury in the aquatic and beach environment as efficiently and effectively as possible through public education, the maintenance of high professional and technical standards, and the maintenance of a constant state of readiness year-round. KEY OBJECTIVES: 1. Provide public education and preventative oversight to the residents and visitors of Okaloosa County as the primary methods of prevention of death and injury in and around the waterways of Okaloosa County. 2. Provide rapid and efficient heavy surf, rip current, and flood rescue services in tight coordination with surrounding rescue agencies. 3. Continuance of professional lifeguard and technical rescue standards through training and professional development programs. 4. Ensure the visiting public is educated on the flag warning system and rip current hazards – “Know Before You Go” campaign. 5. Ensure the residents of Okaloosa County are educated on the hazards of flooded roads and bridges – “Turn Around, Don’t Drown” campaign. 6. Exploit the information delivery capacities of FaceBook, Twitter, and other web-based applications to provide accurate real time information and education to the beach-going public. 7. Promote the Department’s Code Red early warning program. 8. Maintenance of high levels of lifeguard readiness year-round. Packet Pg. 113  PERFORMANCE MEASURES: Actual Estimated Adopted Performance Measures FY12/13 FY13/14 FY14/15 Number Personnel To Deliver Lifeguard, Prevention, And 24 24 24 Flood Rescue Services Input Cost Of All Personnel Services $455,067 $493,962 $465,119 Number of preventative actions 94,178 >150,000 >180,000 Output Number of rescues – rip current / heavy surf / flood / jetty / 242 <150 <100 boat Junior lifeguards trained 47 100 >100 Percentage of unconscious victims within 300ft of shore who receive lifesaving medical care within 5 minutes of <90% 95% >95% Efficiency recognition or dispatch. Percentage of calls where patients are transported from <90% 95% >95% beach in less than 2 minutes. Percent of service delivery to all flood rescue incidents 95% 95% TBD within 30 minutes of call. Effectivenes Drowning fatalities on guarded beaches (after hours) (1) 0 0 Packet Pg. 114  BOARD OF COUNTY COMMISSIONERS OKALOOSA COUNTY, FLORIDA SERVICE AREA: PUBLIC SAFETY DEPARTMENT/PROGRAM: EMERGENCY MEDICAL SERVICES DIVISION/ADVANCED LIFE SUPPORT PROGRAM PROGRAM DESCRIPTION: This program consists of the Public Safety Director, EMS Division Chief, Office Supervisor, Program Technician (Billing Coordinator), 3 Shift Commanders, 3 Shift Training Officers, 30 full-time Paramedics, 27 full-time Emergency Medical Technicians (EMTs), 19 relief Paramedics, 19 relief EMTs, an EMS Supply and Logistics Supervisor, and a Supply Coordinator. The EMS Division operates eleven (11) 24-hour Advanced Life Support (ALS) ambulances stationed throughout the county that respond to emergency calls and transport patients to medical facilities within and bordering Okaloosa County. Florida Statutes Chapter 125.01 (e) gives the governing body of the county the power to provide ambulance service. This Division is authorized by the Board of County Commissioners under County Ordinance 93-45, and regulated by Florida Statutes Chapter 401 and Florida Administrative Code Chapter 64J. The Division maintains mutual aid agreements with Santa Rosa and Walton Counties and provides emergency medical support to all military bases and operations within Okaloosa County. REVENUE: Emergency Medical Services Division is funded within the Emergency Medical Services Enterprise Fund. Supporting revenue of the Emergency Medical Services Enterprise Fund are ad valorem taxes, ambulance fees, charges for services, interest, other miscellaneous revenue and transfers in from state shared revenue. EXPENDITURES: Expenditures Budget FY12 FY13 FY14 FY15 Category Actual $ Actual $ Original $ Approved $ Personal Services 4,790,188 4,910,193 5,188,027 5,784,395 Operating Expenses 1,943,991 2,082,731 1,693,961 1,620,283 Capital Outlay 0 27,221 644,400 716,400 Other 0 0 0 0 Total 6,734,179 7,020,145 7,526,388 8,121,078 HISTORICAL STAFFING SUMMARY: Category FY12 FY13 FY14 FY15 Full-time 75 69 69 78 Part-Time 0 0 0 0 Relief 38 38 38 38 Total 113 107 107 116 Packet Pg. 115  MAJOR ACCOMPLISHMENTS LAST YEAR:  Responded to 24,566 requests for assistance.  Provided 110 standbys for sporting, educational, career and community festival events (Reduced).  Managed 4512 Non-Emergency types of transfers (ambulance and stretcher van).  Two paramedic students enrolled at NWFSC will graduate this summer. PROGRAM GOAL: To provide the highest quality patient care while maintaining compassionate care and excellent customer service. KEY OBJECTIVES: 1. Provide professional and compassionate care to every patient. 2. Maintain a response time that meets or exceeds the accepted national standard. 3. Maintain a cost effective and efficient fleet of ALS ambulances. 4. Maintain accurate patient care reports that will provide a revenue source to maintain operations. 5. Increase professional training opportunities to improve proficiency in current treatment protocols. PERFORMANCE MEASURES: Actual Estimated Adopted Performance Measures FY12/13 FY13/14 FY14/15 10 10 Eleven ALS ambulances 11 (+seasonal) (+seasonal) Input Number of full time staff (EMT/Paramedic) 27/30 27/30 33/33 Hospital turnaround times (<10min 90%) 95% 95% 95% Output Total number of ALS calls 22,232 23,700 Est. 24,700 Efficiency Incomplete or missing reports (90% by EOS) 97% 97% 97% Effectivenes Response times (8.59 minutes or < 90%) 100% 86% 90% Packet Pg. 116  BOARD OF COUNTY COMMISSIONERS OKALOOSA COUNTY, FLORIDA SERVICE AREA: PUBLIC SAFETY DEPARTMENT/PROGRAM: EMERGENCY MEDICAL SERVICES DIVISION/BASIC LIFE SUPPORT PROGRAM PROGRAM DESCRIPTION: This program consists of 4 Emergency Medical Technicians. The EMS Division operates two (2) 9- hour Basic Life Support (BLS) ambulances stationed in the north and south county, responding to inter-facility transports of patients to medical facilities and nursing homes within and bordering Okaloosa County as well as out-of-county BLS transports. The BLS ambulances carry basic life support equipment that allows them to first respond to medical emergencies if they are closer to a call. Florida Statutes Chapter 125.01 (e) gives the governing body of the county the power to provide ambulance service. This Division is authorized by the Board of County Commissioners and regulated by Florida Statutes Chapter 401 and Florida Administrative Code Chapter 64J. REVENUE: Emergency Medical Services Division is funded within the Emergency Medical Services Enterprise Fund. Supporting revenue of the Emergency Medical Services Enterprise Fund are ad valorem taxes, ambulance fees, charges for services, interest, other miscellaneous revenue and transfers in from state shared revenue. EXPENDITURES: Expenditures Budget FY12 FY13 FY14 FY15 Category Actual $ Actual $ Original $ Approved $ Personal Services 139,510 151,860 151,190 152,336 Operating Expenses 59,710 64,414 52.031 43,252 Capital Outlay 0 0 0 0 Other 0 0 0 0 Total 199,220 216,274 203,221 195,588 HISTORICAL STAFFING SUMMARY: Category FY12 FY13 FY14 FY15 Full-time 4 4 4 4 Part-Time 0 0 0 0 Relief 0 0 0 0 Total 4 4 4 4 Packet Pg. 117 MAJOR ACCOMPLISHMENTS LAST YEAR:  Further utilization of BLS ambulances on non-ALS standbys.  Managed 3250 inter-facility transfers.  Increased utilization of BLS to take over care and transport of minor EMS calls, if available.  Increased utilization of BLS ambulances for Non-Emergency Transports (NET).  Increase utilization of BLS ambulances for NET long-distance transports. PROGRAM GOAL: To provide professional, cost effective transport of patients to physician’s offices, nursing homes, treatment facilities and hospitals. KEY OBJECTIVES: 1. To provide timely and professional customer service to facilities and patients. 2. Maintain a cost effective and efficient fleet of BLS ambulances (vans). 3. Deploy BLS assets effectively to increase availability of ALS ambulances. 4. Provide extended hour coverage with two overlapping shifts. PERFORMANCE MEASURES: Actual Estimated Adopted Performance Measures FY12/13 FY13/14 FY14/15 Two BLS ambulances 2 2 2 Input Number of full time staff: BLS EMTs 4 4 4 Output Total number of BLS calls 3500 4000 4,000 Efficiency Incomplete or missing reports (90% by EOS) 100% 100% 100% Effectiveness All BLS Inter-facility transports handled by BLS ambulances 88% 88% 90% Packet Pg. 118  BOARD OF COUNTY COMMISSIONERS OKALOOSA COUNTY, FLORIDA SERVICE AREA: PUBLIC SAFETY DEPARTMENT/PROGRAM: EMERGENCY MANAGEMENT DIVISION PROGRAM DESCRIPTION: This program consists of an Emergency Management Division Chief, an Emergency Management Coordinator, and an Administrative Assistant. The Division maintains the County Emergency Operations Center, which is a unique facility that provides a central command location for County emergency response and recovery efforts before, during, and after emergencies and disasters. The Emergency Operations Center (EOC) operates under the emergency support function/incident command system structure. There are 20 individual emergency support functions; each function oversees a critical service the county must continue to provide to its citizens, visitors, and businesses. The emergency support functions are arranged into sections that comply with incident command system requirements. The Division assists with the logistics of disaster response and recovery operations with all branches of government to ensure missions and resources are managed efficiently. The division identifies potential threats and designs a long-term plan to prevent damages to individuals and property. Mitigation activities include public outreach through the Code Red warning system; shelter retrofits as funding becomes available, increasing shelter space available by working with other governmental agencies through new construction, and actively addressing mitigation issues through the Okaloosa County Local Mitigation Strategy Committee and identifying mitigation projects and funding opportunities to the committee. REVENUE: Emergency Management Division is funded within the General Fund. Supporting revenue of the General Fund are ad valorem taxes, state shared revenue, other miscellaneous revenue and transfers from other funds. EXPENDITURES: FY12 FY13 FY14 FY15 Category Actual $ Actual $ Original $ Approved $ Personal Services 187,861 189,993 194,389 197,094 Operating Expenses 48,539 43,883 65,357 65,998 Capital Outlay 0 0 0 0 Other 85,453 85,453 85,453 85,453 Total 321,853 319,329 345,199 348,545 HISTORICAL STAFFING SUMMARY: Category FY12 FY13 FY14 FY15 Full-time 3 3 3 3 Part-Time 0 0 0 0 Relief 0 0 0 0 Total 3 3 3 3 Packet Pg. 119 MAJOR ACCOMPLISHMENTS LAST YEAR:  Enhanced public outreach capabilities by developing an additional social media tool providing an interactive APP which direct residents to disaster information.  Expanded use of technology to improve the accuracy of damage assessment performed after a disaster. System allows real-time data collection and cost estimates for both individual and public property damage.  Established a new mobile EOC that provides on-site command and control capabilities that include UHF/VHR radios, Computer network for 60 computers, satellite communications, interoperable communications, marine communications, and aircraft communications.  Inspected 52 Hazardous Materials storage sites for compliance with SARA Title III, the Community Right to Know Act.  Inspected 34 facility nursing home, assisted living facility, hospital, and surgery center disaster plans. PROGRAM GOAL: 1. Provide centrally located coordination efforts for Okaloosa County in order to guide decisions and actions that protect life and property and allow for a well coordinated and efficient operation to prepare for, respond to and recover from the affects of disasters. 2. Develop the disaster response skills and knowledge required for emergency situations by better preparing individuals to respond to disasters in a prompt, efficient and effective manner through activation of established plans and guidelines and use of available resources and facilities. 3. Provide needed emergency response, planning, and training for emergency situations and NIMS/ICS programs. 4. Develop the disaster response skills and knowledge required for emergency situations by better preparing individuals to respond to disasters in a prompt, efficient and effective manner through activation of established plans and guidelines and use of available resources and facilities. KEY OBJECTIVES: 1. Maintain and upgrade as needed the capabilities of the Primary and alternate emergency operations centers and ensure viable warning systems are available to the public during any emergency situation. 2. Comply with requirements of F.S. 252.35, F.S. 252.38, F.S. 252.44, F.S. 252.365 and Okaloosa County Ordinance No. 79-12, § 1, 4-10-79. 3. Ensure life, safety and effective evacuations from high hazard and risk areas. 4. Provide training to responders and managers in their specific response roles when dealing with different types of emergency situations. 5. Test established plans, procedures, and guidelines to identify any shortfalls in planning. Document shortfalls and establish and initiate fixes to eliminate planning shortfalls. 6. Meet Federal requirements as outlined in Homeland Security Presidential Directive 5 and Homeland Security Presidential Directive 8. 7. Provide effective rapid response during disaster situations. 8. Maintain planning efforts and systems required to support disaster response. 9. Conduct continuing enrollment of county residents and businesses in the “Ready Okaloosa” program. 10. Provide shelter locations that are outside of the high hazard areas of coastal Okaloosa County. 11. Ensure critical services continue for Okaloosa County residents during disaster situations. Packet Pg. 120 PERFORMANCE MEASURES: Actual Estimated Adopted Performance Measures FY12/13 FY13/14 FY14/15 Number of personnel to perform training 2 2 2 for EOC personnel Input Number of personnel to perform annual 2 2 2 review of nursing home and hospital plans Number of personnel for mitigation 2 2 2 activities Number of personnel trained for EOC 108 108 108 operations Output Number of approved mass care facility 34 34 34 disaster plans Number of scheduled exercises completed 5 5 5 Percent of personnel trained for EOC 100% 100% 100% Efficiency operations Percent of mass care facility disaster plans 100% 100% 100% reviewed Percent of scheduled exercises completed 100% 100% 100% Total number of personnel trained for 108 108 108 Effectiveness EOC operations Number of scheduled exercises 5 5 5 Packet Pg. 121  BOARD OF COUNTY COMMISSIONERS OKALOOSA COUNTY, FLORIDA SERVICE AREA: PUBLIC SAFETY DEPARTMENT/PROGRAM: 911 COMMUNICATIONS DIVISION/CWP DISPATCH PROGRAM PROGRAM DESCRIPTION: This program consists of a 911 Communications Division Chief; 4 Communications Supervisors, a QA Training Officer and 10 full-time Communications Technicians. The Fire and EMS Dispatch Program under the Department of Public Safety is responsible for dispatching emergency calls for 17 fire departments and EMS in all parts of Okaloosa County, requesting assistance from appropriate agencies, providing life safety information to responders, providing various notifications to the State and other County Departments or contracted agencies, and assisting with 311 inquiry requests. This program also provides county-wide radio system services and infrastructure for Fire and EMS response agencies. REVENUE: County Warning Point is funded within the General Fund. Supporting revenue of the General Fund are ad valorem taxes, communications service tax, local business tax, permits and fees, state shared revenue, charges for services, judgments and fines, miscellaneous revenue and transfers from other funds. EXPENDITURES: Expenditures Budget FY12 FY13 FY14 FY15 Category Actual $ Actual $ Original $ Approved $ Personal Services 853,760 875,232 928,037 928,220 Operating Expenses 30,007 30,794 36,587 37,759 Capital Outlay 0 0 0 30,000 Other 0 0 0 0 Total 883,767 906,026 964,624 995,979 HISTORICAL STAFFING SUMMARY: Category FY12 FY13 FY14 FY15 Full-time 16 16 16 16 Part-Time 0 0 0 0 Relief 0 0 0 0 Total 16 16 16 16 Packet Pg. 122  MAJOR ACCOMPLISHMENTS LAST YEAR:  Dispatched 21,973 EMS and 18,548 fire related calls.  Handled 76,942 administrative calls.  Received State of Florida 911 Public Safety Telecommunicator training program recertification.  Maintained alternate emergency communication sites and backup radio system operations.  Continued training program for Statewide Law Enforcement Radio System radio users.  Maintained dedicated paging/alerting frequency for fire department/EMS notification via fiber optic transport medium.  Implemented generator monitoring system to monitor and maintain required test logs for EOC facility. PROGRAM GOAL: To provide emergency communication services to callers and responders utilizing established protocols, standards while adhering to Florida Statutes 365.171 and 401 and following the State Emergency Medical Services, Law Enforcement, and Florida Fire Service Communication Plans. KEY OBJECTIVES: 1. Ensure dispatching functions according to policy and procedures. 2. Provide quality assurance and improvement practices for division. 3. Monitor, access, and report statistical trends and current conditions for emergency responders and management. 4. To dispatch emergency calls under one minute 95% of the time. 5. To administer Fire Service Dispatch Contract. 6. To develop local Communication Plans and Alternate Emergency Communication Sites. PERFORMANCE MEASURES: Actual Estimated Adopted Performance Measures FY12/13 FY13/14 FY14/15 Number of Trained Dispatchers Input 15 15 15 *FY09/10 performed dual function Number of Fire Calls Dispatched 18,548 18,622 18,800 Output Number of EMS Calls Dispatched 21,973 23,684 25,014 Percentage of calls dispatched 1 minute or less 95% of the Efficiency 96% 96% 96% time Quality Assurance Scores equal 95% or better 98% 98% 98% Effectivenes Number of calls outside of dispatch time line 395 380 365 Packet Pg. 123 Packet Pg. 124