Okaloosa County BOCC — 2013 meeting #1122 (date undetermined) — 2013-2014 Synopsis Report — reading text

servers that provide applications and data to departments and offices. These servers are the core of County operations. Currently, 16 of these servers are over five years old and need to be replaced at an estimated cost of $48,000. The backup system for all services and data must be replaced as backup of all County databases is required by Sunshine Laws. The current tape library is over six years old and support and parts are not longer available. The cost is estimated between $100,000 and $200,000. Library Cooperative From Fiscal Year 2008 to 2012, the Library Cooperative suffered a 60% decrease in County-allocated dollars; reduced from a high of $1.3 million to the current $513,600. The Library Cooperative’s budget maintains its administrative functions and passes 80% of the allocation to the six member libraries providing free services to all county residents. During economic down-turns, library use historically rises. Faced with shrinking salaries or job loss, residents turn to libraries for newspapers, computers, internet, books, and various other media. Free library Internet allows users to search and apply for jobs, register for social services, and access government information and services. Budget reductions have led to a cut in such services. At the administrative level, the Cooperative’s office staff has downsized from three to two. Bookmobile service to remote and under-served areas, first curtailed, has now been discontinued completely. Subsidies provided to libraries for educational and cultural programs were also discontinued and online research and instructional programs have been cancelled. County funding is allocated with knowledge that it’s not the sole support for libraries but the other funding sources have been shrinking as well. Annual State Aid, which funds some administrative functions and shared services, decreased about $28,000 during the past five years. The majority of funding for library facilities comes from their municipalities, which have also drastically cut budgets. Public Safety Emergency Management: Over the past five to six years, the Department of Public Safety has been challenged to maintain the delivery of critical services, most of which are required by Florida Statues, and are a part of the Board of County Commissioners Strategic Plan. Not only has decreased local funding made maintaining these services difficult, but dwindling state grant revenues and health care reimbursements have further added to make this even more challenging. Under times of activation during significant emergencies, Emergency Management has historically been extremely stressed for staffing resources. A prime example of this was during the BP Oil Spill where a temporary person needed to be hired, utilizing a significant amount of emergency contract services to help construct a plan and manage the emergency. 911 Communications/CWP: Another challenge has been the continued decrease in 911 funding as a result of more people switching to cell phones, where less state revenue is shared with the County. For the first time, there was a decrease in available 911 funds used to offset the costs of the County Warning Point (Emergency Medical Services (EMS) and Fire Dispatch), and required $319,000 in General Revenue funds in the Fiscal Year 2011/12 budget to maintain current staffing levels. Further, continued budget reductions have not allowed the department to achieve full staffing for one of the night shifts in the County Warning Point. Emergency calls received by the 911 system have increased by 10% over the last five years. An additional 911 Call Taker is needed at an annual cost of $44,907. Emergency Medical Services: With respect to health care reimbursement for EMS, in 2012 a sudden change in Medicare reimbursement for non-emergency transports occurred which resulted in reimbursement being denied for non- emergency transports at the current Basic Life Support (BLS) and Advanced Life Support (ALS) service levels. The County, suddenly faced with a projected $585,408 loss in revenues, issued a Certificate of Public Convenience and Necessity (COPCN) to EMS to perform non-emergency transports at a lesser reimbursement rate. This did enable EMS to generate a portion of the revenues it stood to lose ($446,600) for a net loss of $138,808. In Fiscal Year 2011/12 in order to meet a request for a budget reduction in EMS, one full time ALS ambulance was converted to a half-time seasonal ALS ambulance by using the Shift Training Officers (Lieutenants) and adding additional relief hours. A total of three EMT and three Paramedic positions were eliminated for a net reduction of $162,000. However, when the ambulance is down in the winter, nearly 650 calls have to be handled in that area by the other ambulances resulting in an twofold increase in the amount of times ambulances are busy and unavailable to answer calls. Another area of great concern due to the budget impact in EMS has been the inability to adequately fund a sufficient number of replacement ambulances each year. This will lead to breakdowns while responding to emergencies, transporting patients to the hospitals, and not having enough ambulances to respond to emergencies. Although this is a significant investment each year, it is the only way to continue providing the service and is the most important expense along with trained personnel. Additionally, quality assurance, medical direction oversight, and the recertification training the staff is required to receive in each two year period is also adversely impacted with the training officers unavailable six months out of the year. Beach Safety: Finally, the funding of the County’s Beach Safety program and the Destin Fire Beach Safety Programs with tourism taxes lowered the County’s funding level which resulted in the loss of the Junior Lifeguard Program and the inability to replace aging ATVs. The Junior Lifeguard program will not be conducted by Beach Safety in 2013 due to staffing reductions. Eliminating the program has long-term recruiting and staffing implications for the division. In Fiscal Year 2009, the vehicle and vessel replacement plan for Beach Safety was extended from three to five years. The maintenance budget was increased in Fiscal Year 2010 to achieve this goal, but was reduced by 32% in Fiscal Year 2012/13. It is a significant challenge to keep vehicles in good repair and response ready beyond three years, especially as preventative maintenance funds are decreased. A 20% reduction in the budget for the purchase of new rescue equipment has resulted in the continued use of old and worn equipment. The majority of the division’s rescue paddle boards have over five years of service with no new purchases since Fiscal Year 2009. Public Works Public Works overall staffing has been reduced by 21 positions; from 180 to 159. Remaining staff members have taken on additional responsibilities to continue to provide sufficient customer service. The largest number of reductions was in the Engineering Division, challenging personnel with continuing to provide timely plan reviews for local developers as well as engineering and survey assistance for internal departments. Leaving budgeted positions vacant added additional responsibilities to existing limited staff. Road Department: Over the last five years the Public Works Department has experienced declining revenues and resources that have affected operational efficiencies and mission effectiveness. These challenges have presented opportunities for innovative solutions to common issues and increased commitment to maximizing the revenue sources available to support departmental initiatives. Florida Statues define the use of gas tax revenues and only allowable expenditures can be placed in this restricted funding. Public Works restricted funding sources include Constitutional Transportation Trust Fund (CTTF), Constitutional Gas Tax (CGT), Local Option Gas Tax (LOGT), and County Fuel Tax revenues. Funding support for the Road, Engineering, Stormwater, and Traffic divisions is mainly provided by revenues from the CTTF. Declining CTTF and general fund revenues have made it necessary to move some operational costs under different funding sources. In the Fiscal Year 2013 budget, $1 million in recurring operational expenditures was moved from CTTF to CGT and LOGT funding. Major capital road and bridge projects are funded by CGT and LOGT so these recurring operational expenses will significantly reduce the ability to manage short term and long term construction and paving goals. Equipment replacement is also becoming a critical issue. No major construction equipment has been replaced for five years and down time has become a constant obstacle in maintaining project schedules. Stormwater: This section derives its revenue from the general fund, competing with other County projects and expenditures. Stormwater maintenance and construction operations are focused on catastrophic and safety concern failures. Grant opportunities continue to be researched but as with other revenue this funding is becoming more difficult to secure. Lacking a dedicated funding source adversely impacts the ability to pledge required funding matches. Mosquito Control: This section is funded by the general fund and some state grants, both of which have declined over the past five years. To limit the total funding needed for operational expenditures, chemical inventory has been reduced. New procedures for spraying and routes are under review to ensure they will meet public needs and regulatory requirements. Parks Division: This division is funded by a Municipal Services Taxing Unit (MSTU) and the general fund. In Fiscal Year 2013 funding has been provided by tourist development bed taxes for all tourist related parks to help offset declining general fund revenues. County park capital improvements have been eliminated due to lack of general fund revenues. If further reductions are required, limited playing times that do not require night lighting and reduced irrigation will be needed. Solid Waste: This section has reduced staff by four personnel over the last five years. Reduced personnel numbers create a challenge for staff to provide routine support activities. In addition, repairs on aging equipment have consistently delayed weekly grinding operations. Fortunately, the enterprise revenues for the Solid Waste section have seen an increase. These funds are now establishing a reserve fund that will fund long-term care expenses. Purchasing Over the past five years, the Purchasing Department has eliminated two positions. While staffing has been reduced 28.5%, there has been an increase in workload as annual contracts that would normally be renewed are being rebid. The Purchasing Department has also seen a reduction in the quality of initial specifications or documentation being sent by other departments, as they too have experienced reductions in staffing and time does not allow for research and thorough analysis of their requirements. The increase in workload and decrease in staffing has resulted in the department being reactive rather than proactive. Further, training towards staff certification has become almost impossible to achieve due to minimal funding and lack of office coverage. Risk Management The department’s director position was reclassified to a manager and the department was merged into Human Resources. Additionally, reductions were made in property insurance coverage and self-insurance insurance funds. Veterans Services Veterans Services has experienced a reduction in services and office hours as a result of the elimination of the one Veterans Counselor position. The ability to effectively and efficiently maintain two offices is no longer feasible, despite steady increase in demand for services. As a result, the Crestview Veteran’s Services office is now open only on Tuesday and Thursday.