Item C1-C3
1M E M 0 RAN DUM
I
To: Board of County Commissioners
From: James L. Roberts, County Administrator
Date: September 11, 2002
RE: Budget Recommendations
Since the last budget hearing, the Administration has been working to find ways to decrease
the ad valorem impact of this year's budget. The BOCC has already made major changes and has
requested further reductions. The following are recommendations to be considered for direction to
the staff on September 11, 2002:
1. $500,000 - increase in projected revenue to support the General Fund. The County
always estimates its revenues conservatively. It is felt that there will be sufficient
revenues to utilize these additional dollars while keeping in line with the BOCCs
policies on fund balances.
2. $339,000 - these numbers come from Sheriff Roth and include $131,000 for the
transfer of funds for jail inmate programs from ad valorem taxation to the inmate
welfare fund, $133,000 to discontinue salary for law enforcement cadets and
training costs at the academy and $75,000 for reduced costs in the food contract.
TOTAL
$839,000 - reduction from Countywide taxation
In addition, the Sheriff has identified $1,133,000 worth of additional actions should the
Board of County Commissioners cut the funding for the Sheriff's Department even further. The
Sheriff has indicated that he will be prepared to discuss the specifics with the BOCC at the Public
Hearing on September 11, 2002. If adopted, that would be a total of $1,972,000 reduction from
Countywide taxation.
Attached are the millage sheets which reflect the first adjustment of $839,000. Staff will
be prepared to provide the Board of County Commissioners estimates for further adjustments in
millage based upon actions at the Public Hearing.
=:/_~
James L. Roberts
County Administrator
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Ad Valorem Millage Summary
Proposed Fiscal Year 2003
Rollback
Millage
Taxes per
% over $100,000 of
Millage Rollback taxable value
Unincorporated, Dlat 1
(Unincorporated area from Stock Island to Tavernier from Mile Marker 4 to 95)
Countywide Services 3.7369 3.9892
lower & Middle Keys Fire & Ambulance 1.5780 1.8294
Planning, Building, Code Enf, Fire Marshal 0.0991 0.0345
Parks & Beaches 0.1658 0.1786
local Road Patrol 0.5653 0.5549
Total 6.1451 6.5866
Increase per
$100,000 of
taxable value
6.75% $398.92 $25.23
15.93% $182.94 $25.14
-65.19% $3.45 -$6.46
7.72% $17.86 $1.28
-1.84% $55.49 -$1.04
7.18% ~8.66 $44.15
Unlncorporated,Dlat 6
(Mile Marker 95 up US 1 to County line and up 905 to intersection of Card Sound Road)
Countywide Services 3.7369 3.9892 6.75%
Fire & Ambulance, Dist 6 0.5800 0.6173 6.43%
Planning, Building, Code Enf, Fire Marshal 0.0991 0.0345 -65.19%
Parks & Beaches 0.1658 0.1786 7.72%
local Road Patrol 0.5653 0.5549 -1.84%
Total 5.1471 5.3745 4.42%
Unincorporated, Dlst 7
(From intersection of 905 and Card Sound Road up Card Sound Road to the County line)
Countywide Services 3.7369 3.9892 6.75%
Planning, Building, Code Enf, Fire Marshal 0.0991 0.0345 -65.19%
Parks & Beaches 0.1658 0.1786 7.72%
local Road Patrol 0.5653 0.5549 -1.84%
Total 4.5671 4.7572 4.16%
Key West, Key Colony Beach, Islamorada, & Marathon
Countywide Services 3.7369
3.9892
6.75%
$398.92
$81.73
$3.45
$17.86
$55.49
~37.45
$398.92
$3.45
$17.86
$55.49
~75.72
$398.92
$25.23
$3.73
-$6.46
$1.28
-$1.04
~.74
$25.23
-$6.46
$1.28
-$1.04
$19.01
$25.23
Layton
Countywide Services 3.7369 3.9892 6.75% $398.92 $25.23
Lower & Middle Keys Fire & Ambulance 1.5780 1.8294 15.93% $182.94 $25.14
Total 5.3149 5.8186 9.48% $581.86 $50.37
::c-
MONROE COUNTY Office of Management and Budget
Date: 9/11/2002
BOARD OF COUNTY COMMISSIONERS
FULL TIME EQUIVALENT POSITION SUMMARY BY OFFICIAUDMSION, COST CENTER
Proposed 03 Adopted 98
Official/Division Cost Center FTE INC/(DEC) % Change FTE
~
B.O.C.C.
00101 BOCC ADMINISTRATIVE 11.00 0.00 0.0% 11.00
Total: 11.00 0.00 0.0% 11.00
COUNTY ADMINISTRATOR
05000 COUNTY ADMINISTRATOR 5.00 1.00 25.0% 4.00
Total: 5.00 1.00 25.0% 4.00
MANAGEMENT SERVICES
05101 LOSS CONTROL WORKER CO 0.50 0.00 0.0% 0.50
05102 LOSS CONTROL RISK MGMT 0.50 0.00 0.0% 0.50
06001 OFFICE OF MGMT AND BUDGE 7.35 -1.12 -13.2% 8.47
06002 INFORMATION SERVICES 13.00 2.47 23.5% 10.53
06500 PERSONNEL 5.60 -1.55 -21.7% 7.15
07501 WORKERS COMP ADMIN 2.27 -0.02 -1.1% 2.30
08001 GROUP INS ADMIN 3.30 -0.25 -7.0% 3.55
08501 RISK MGMT ADMIN 2.23 -0.98 -30.5% 3.20
Total: 34.75 -1.45 -4.0% 36.20
PUBLIC SAFETY
10000 PUBLIC SAFETY MGMT 2.00 0.00 0.0% 2.00
10501 COMMUNICATIONS 6.00 0.00 0.0% 6.00
10504 911 ENHANCEMENT FUND 1.00 1.00 nla 0.00
11500 FIRE & RESCUE CENTRAL 9.00 -5.90 -39.6% 14.90
12000 FIRE & RESCUE COORDINATO 3.00 -1.00 -25.0% 4.00
12001 FIRE ACADEMY 0.00 0.00 nla 0.00
12500 KEY LARGO FIRE & RESCUE 0.00 -2.10 -100.0% 2.10
13000 EMS ADMINISTRATION 2.00 -1.00 -33.3% 3.00
13001 LK & MK AMBULANCE 38.00 -17.00 -30.9% 55.00
13002 KEY LARGO AMBULANCE 1.00 0.00 0.0% 1.00
13500 EMERGENCY MANAGEMENT 2.75 0.00 0.0% 2.75
14000 FIRE MARSHALL 3.00 -1.00 -25.0% 4.00
Total: 67.75 -27.00 -28.5% 94.75
PUBLIC WORKS
20000 PUBLIC WORKS MANAGEMEN 2.19 0.06 2.8% 2.13
20501 FACILITIES MAINTENANCE 57.84 5.84 11.2% 52.00
20502 HIGGS BEACH MAINTENANCE 0.75 -1.25 -62.5% 2.00
20503 UNINC PARKS & BEACHES 15.58 -7.67 -33.0% 23.25
20505 CORRECTION FACILITIES 11.50 -0.50 -4.2% 12.00
20517 MARATHON COMMUNITY PAR 0.00 0.00 n/a 0.00
20519 BERNSTEIN PARK 0.00 0.00 nla 0.00
20520 WATSON FIELD 0.00 0.00 nla 0.00
20521 BLUE HERON 0.00 0.00 n/a 0.00
20522 HARRY HARRIS PARK 0.00 0.00 nla 0.00
20523 KEY LARGO COMMUNITY PAR 0.00 0.00 nla 0.00
21000 ANIMAL SHELTERS 0.00 -16.00 -100.0% 16.00
145
MONROE COUNTY OffIce of Management and Budget
Date: 9/11/2002
BOARD OF COUNTY COMMISSIONERS
FULL TIME EQUIVALENT POSITION SUMMARY BY OFFICIAUDMSION, COST CENTER
Proposed 03 Adopted 98
Official/Division Cost Center FTE INC/(DEC) % Change FTE
22001 COUNTY ENGINEER GENERAL 1.20 -0.30 -20.0% 1.50
22002 COUNTY ENGINEER R & B 9.60 -2.40 -20.0% 12.00
22003 COUNTY ENGINEER CSB 1.20 -0.30 -20.0% 1.50
22004 COUNTY ENGINEER CONSTR 6.00 0.00 0.0% 6.00
22500 ROAD DEPARTMENT 33.93 -8.67 -20.4% 42.60
22501 BOOT KEY BRIDGE 0.00 -4.26 -100.0% 4.26
22502 CARD SOUND ROAD 11.83 0.00 0.0% 11.83
23501 FLEET MGT SVC ADMIN 15.43 -5.24 -25.4% 20.67
23502 FLEET MGT SVC FUEL 0.57 -0.76 -57.1% 1.33
40000 SOLID WASTE ADMIN 4.00 -2.00 -33.3% 6.00
40501 HAZARDOUS WASTE 2.00 0.00 0.0% 2.00
41001 RECYCLING EDUCATION 0.00 -3.00 -100.0% 3.00
41002 RECYCLING OPERATIONS 0.00 -21.00 -100.0% 21.00
42001 CUDJOE SOLID WASTE TRF 1.50 0.00 0.0% 1.50
42002 LONG KEY SOLID WASTE TRF 1.50 0.00 0.0% 1.50
42003 KEY LARGO SOLID WASTE TR 1.50 0.00 0.0% 1.50
43001 CUDJOE KEY POST CLOSURE 0.50 0.00 0.0% 0.50
43002 LONG KEY POST CLOSURE 0.50 0.00 0.0% 0.50
43003 KEY LARGO POST CLOSURE 0.50 0.00 0.0% 0.50
43500 POLLUTION CTRL CONTR COM 6.00 -2.00 -25.0% 8.00
Total: 185.62 -69.45 -27.2% 255.07
GROWTH MGMT
50001 GROWTH MGMT ADMIN 4.00 -2.00 -33.3% 6.00
50005 LAND STEWARD 1.00 1.00 nla 0.00
50500 PLANNING DEPARTMENT 17.00 -5.50 -24.4% 22.50
51500 PLANNING COMMISSION 5.00 0.00 0.0% 5.00
52000 ENVIRONMENTAL RESOURCE 4.50 -3.50 -43.8% 8.00
52500 BUILDING DEPARTMENT 25.00 -6.40 -20.4% 31.40
53000 MARINE RESOURCES 1.80 -0.70 -28.0% 2.50
60500 CODE ENFORCEMENT 17.00 -0.52 -3.0% 17.52
62500 MARINE PROJECTS 1.70 0.70 70.0% 1.00
Total: n.oo -16.92 -18.0% 93.92
COMMUNITY SERVICES
60000 COMMUNITY SERVICE ADMIN 2.00 0.75 60.0% 1.25
61000 EXTENSION SERVICES 2.00 0.00 0.0% 2.00
61501 WELFARE ADMINISTRATION 11.00 -1.00 -8.3% 12.00
61504 BAYSHORE COUNTY HOME 9.00 1.00 12.5% 8.00
61505 SOCIAL SVC TRANSPORTATlQ 15.75 0.00 0.0% 15.75
62002 LIBRARIES ADMIN SUPPORT 7.38 -0.75 -9.2% 8.13
62004 LIBRARIES KEY WEST 10.75 0.50 4.9% 10.25
62006 LIBRARIES MARATHON 4.75 -0.25 -5.0% 5.00
62008 LIBRARIES ISlAMORADA 4.75 0.00 0.0% 4.75
62010 LIBRARIES KEY LARGO 6.25 0.00 0.0% 6.25
62012 LIBRARIES BIG PINE 3.00 0.00 0.0% 3.00
146
MONROE COUNTY
BOARD OF COUNTY COMMISSIONERS
FULL TIME EQUIVALENT POSITION SUMMARY BY OFFICIAUDMSION, COST CENTER
Office of Management and Budget
Date: 9/1112002
Proposed 03 Adopted 98
Official/Division Cost Center FTE INC/(DEC) % Change FTE
Total: 76.63 0.25 0.3% 76.38
VETERANS AFFAIRS
67001 VETERAN AFFAIRS GENERAL 7.00 -0.90 -11.4% 7.90
67002 VETERAN AFFAIRS TRANSPO 2.50 0.00 0.0% 2.50
Total: 9.50 -0.90 -8.7% 10.40
AIRPORTS
63001 KEY WEST AIRPORT 0 & M 19.00 -7.05 -27.1% 26.05
63501 MARATHON AIRPORT 0 & M 4.50 -0.45 -9.1% 4.95
Total: 23.50 -7.50 -24.2% 31.00
COUNTY ATTORNEY
67501 COUNTY ATTORNEY (GENERA 5.00 -2.00 -28.6% 7.00
67502 COUNTY ATTORNEY GROWTH 1.00 0.00 0.0% 1.00
Total: 6.00 -2.00 -25.0% 8.00
TRAUMA CARE ADMIN
68501 TRAUMA DIST ADMIN 2.00 0.00 0.0% 2.00
Total: 2.00 0.00 0.0% 2.00
Grand Total: 498.75 -123.97 -19.9% 622.72
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1M E M 0 RAN DUM
I
To:
Board of County Commissioners
From:
James L. Roberts, County Administrator
Date:
September 11,2002
RE:
Reorganization and Downsizing
At the Budget Hearing of the Board of County Commissioners on September 4, 2002, the
Board asked for a report concerning the County's efforts to reorganize and downsize that portion
of the government under the Board of County Commissioners. It should be noted that the Board
does not have the authority to determine reorganization and staffing of the Constitutional Officers.
Downsizing and reorganization have been an ongoing effort in the County for many years.
Even prior to the development of reorganization plans in calendar year 2000, efforts are underway
to streamline County government and to make it more efficient. Interestingly, this was done at the
same time that citizens were calling for an expansion in the level of service or the initiation of new
services (Code Enforcement, Parks and Recreation, Libraries, Consolidated Fire/EMS Service,
Extension Services, Implementation of the Comprehensive Plan).
PRIOR ACTIONS
Prior to the formal reorganization and downsizing efforts beginning in Fiscal Year 2000, the
Administration had undertaken a series of actions to improve County government. Most notable
among those was the reorganization of the Management Services Division. For years, there were six
separate departments in that division and there was great difficulty in managing the inter-related
functions. Ultimately, those departments were reduced to two, eliminating department head
positions for Purchasing, Budget, Grants Management and Human Resources. The result has been
the establishment of a more efficient Department of Administrative Services with more closely
inter-related activities.
REORGANIZAnON AND DOWNSIZING
The BOCC should be aware that downsizing and reorganization are related activities and do,
in some cases, overlap; however, reorganization is not necessarily downsizing, but is designed to
make government run more efficiently, effectively and economically. Downsizing is clearly an effort
to make the government smaller but does not necessarily include reorganizing the structure of the
government. THE COUNTY HAS SIGNIFICANT ACCOMPLISHMENTS IN BOTH AREAS.
c.~
First, let us look at downsizing. In Fiscal YetJr 1998, the County had slightly over 1500 total
employees. Of those, approximately 625 positions were under the Board of County Commissioners
and Administration. The approximate 900 additional employees worked for the Constitutional
Officers and the Sheriff. However, downsizing of the County government was deemed to be a
function of that portion of County government having about 40% of the total number of employees.
From Fiscal Year 1998, when we had approximately 623 positions for the services provided directly
by the Board of County Commissioners, until the proposed budget for Fiscal Year 2003, there has
been a continual evaluation of the need for positions in the County. Whenever a position becomes
vacant, there is an evaluation of whether that position needs to be filled as is, or whether its
functions can be placed in other hands. In addition, the major changes as a result of the two
incorporations created a decrease of County positions under the Board of County Commissioners of
20%. Please refer to the attached table, which reflects that change. Please note that EVERY
SECTION OF COUNTY GOVERNMENT UNDER THE BOARD OF COUNTY COMMISSIONERS
REDUCED THE NUMBER OF POSITIONS. The most notable is in the Division of Public Safety and
the Division of Public Works, with 27 and 69 positions eliminated, respectively.
The downsizing has occurred as requested by the BOCC. Those who call for continued
reduction in the number of County employees fail to recognize two significant facts. The first is
that most of the employees do not work directly for the Board of County Commissioners. The
second is that the BOCC is responsible for maintaining both Countywide services and Municipal
services. It is not possible to look at the total number of employees and say, .cut x% because there
has been an incorporation." There has to be a relationship between the level of services eliminated
and the number of positions required to fulfill those services. Those are the analyses that have
been done and discussed with the Board of County Commissioners, and those analyses are very much
a part of the changes that have been made. It should also be noted that some of the Joss of
positions was a result of privatization of certain services.
REORGANIZATION
As part of the reorganization process, the Administrator prepared a plan that was accepted
by the Board of County Commissioners as a starting point. In summary, the following actions have
taken place in reference to reorganizing County government:
1. The Departments of Human Resources and Management and Budget were combined
into a new department of Administrative Services, requiring only one Director rather
than two.
2. The Solid Waste Management Division was dissolved and its functions included under.
the Division of Public Works.
3. A Department of Technical Services was created including the functions of
Information Systems, Telecommunications and Channel 16. This was an efficiency
move to accent the increasingly important role played by technology in the operation
of County government.
4. The position of Director of Airports was eliminated by the BOCC.
5. There was a reorganization of the Public Safety Division as approved by the BOCC.
6. There was a reorganization of the Division of Public Works, which resulted in the
organization of work on an area basis rather than a functional basis and the
elimination of various supervisory positions.
7. Consultant analyses have been completed for the Fleet Maintenance program and the
Social Services Transportation program.
8. The permitting process is being refined and more efficient ways of permitting
including utilization of technology will be implemented.
9. There was the creation of the position of Land Steward to professionalize and
facilitate the management of properties owned by the County, especially those
purchased through grants and Land Authority funds.
As identified above in the section on DOWNSIZING, approximately 124 positions were
eliminated. 16 % of those positions were in the management and senior supervisory categories. This
was intended to bring supervisors closer to field personnel and to have more hands-on responsibility
in many areas of the County.
There were a number of other issues on the table with which the Board of County
Commissioners disagreed or did not wish to consider at the time; however, there has been
substantial reorganization and the highlights above serve to identify some of those changes.
COMMENTARY
The Administration has always been committed to working with the Board of County
Commissioners to continue the reorganization and downsizing process. Much of this is done on a
dai Iy basis internally as situations and opportunities arise.
The BOCC has made substantial progress in this regard. It is unfortunate that at times
people will get gross numbers and draw conclusions that would not be reasonable had they checked
some facts. For example, in past years when the County budget went up 9%, individuals referred to
that as a problem without understonding the fund accounting system under which the County
operates. This year with the budget up only a little over 1%, the issue is taxes. The concept that
there are still major changes that can be made in that portion of the County government under the
Board of County Commissioners without affecting the level or existence of services is erroneous.
We have already seen that various parts of the County government are running short-staffed. .
Further reductions could have the effect of impeding the efficient delivery of services.
The Administration will continue to work with the BOCC to streamline County government
and to keep costs at a reasonable level. Those who say that nothing has been done, are incorrect.
72~~~~~~~
James. ert .c:
County Administrator ( ~
O,~~rY ~o~~~2E
(305) 294-4641
OFFICE of
FIRE RESCUE
490 63rd Street
~arathon,FL 33050
(305) 289-6088 / (305) 289-6004
FAX: (305) 289-6336
DATE:
("~"""--
BOARD OF COUNTY COMMISSIONERS
Mayor Charles "Sonny" McCoy, District 3
Mayor Pro Tem Dixie M. Spehar, District I
George Neugent, District 2
Bert Jimenez, District 4
Murray E. Nelson, District 5
MEMORANDUM
September 11, 2002
TO:
Board of County Commissioners
Clark Martin, Fire Chief /) /Y
Fire Rescue Departmenl ~
FROM:
RE:
Report on Fire Rescue Department
At the direction of the Board of County Commissioners at the September 4, 2002 budget hearing, I
am providing this report on my initial observations on the state of Monroe County Fire Rescue
based on my first month in the position. These are preliminary impressions, and by no means all-
inclusive, gathered through visits to most of the facilities and meetings with approximately 20% of
the personnel. Some of these are personal observations, while others are impressions gathered
anecdotally that are very much still in the process of verification.
Personnel
I am impressed with the personnel that I've met. With very few exceptions, they are energetic,
cooperative, and genuinely want to do the best they can for the citizens of the County. Early needs
I'm beginning to detect:
· Inadequate supervision of career personnel provided by a single battalion chief who
cannot cover 90 linear miles in an eleven hour day. This situation is the result of recent
downsizing efforts.
· Need for a structured physical conditioning program to reduce injuries and assure
readiness for rigors of fire combat.
· Still assessing training regimen, but there appear to be areas where there are inadequate
opportunities for needed training.
Page 1 of 3
C.3
Capital Facilities
It is obvious that much greater investment is needed fire and EMS station construction and
renovation.
· 2 stations are functional and adequate (the two newest).
· 1 station is functional, though improvements are needed.
· 3 stations are Spartan, with inadequate facilities, and safety and health concerns.
· 2 stations are non functional.
· I have yet to tour 3 stations.
· The training facility has an excellent "bum" building with many capabilities, yet the
classroom and bathroom space are inadequate and need better facilities.
The capital facilities improvement plan is beginning to address some of these needs.
Apparatus
· EMS vehicles appear to be state of the art, second to none.
· Fire apparatus is adequate, with the apparatus replacement program appearing to keep
abreast of need, however an increase may be needed.
· There is a lack of aerial apparatus, or elevated stream capacity in the lower keys.
Equipment
· Small tools and equipment are in sufficient supply and personnel take great pride in
making needed modifications to meet the needs in their response areas.
· Self-contained breathing apparatus (SCBA) and personal protective ensembles (PPE) are
more than twelve years old, in most cases, and are exceeding their service life. The
replacement program for this equipment needs to be continually funded without
intervening priorities.
· Specialized rescue equipment (rescue jaws, saws, etc.) also need to be in a replacement
cycle.
Page 2 of 3
Response
Fire station distribution is adequate assuming a single emergency in a given response district,
however there is little depth once an emergency is working in that district and a resource is
committed.
Some of the volunteer organizations are very conscientious about establishing duty crews to assure
adequate response 2417. Some appear to be haphazard and inconsistent, others are virtually non-
existent.
Communications
The current UHF radio system appears to function adequately and is reliable for the most part. One
of the training issues we face is making greater use of tactical frequencies to eliminate congestion
on the dispatch frequencies.
Enhancements need to be made to very rudimentary fire dispatch software that is not currently
capable of giving the dispatchers appropriate response recommendations or resource tracking.
Intradepartmental communications improvements are currently in progress, the most critical being
the marriage of two separate sets of standard operating procedures into a single set of Monroe
County Fire Rescue SOPs.
cc: James Roberts, County Administrator
Danny Kolhage, Clerk of the Court
Page 3 of 3