Item B1B.1
County ®f Monroe BOARD COUNTY COMMISSIONERS
lrl Mayor Da Rice, District 4
The Florida Keys Mayor Pro Tem Sylvia J. Murphy, District 5
R - Danny L. Kolhage, District 1
George Neugent, District 2
Heather Carruthers, District 3
County Commission Meeting
May 23, 2013
Agenda Item Number: B.1
Agenda Item Summary #4236
BULK ITEM: Yes DEPARTMENT: Budget and Finance
TIME APPROXIMATE: STAFF CONTACT: Lynn Gonzalez (305) 292 -4467
N/A
AGENDA ITEM WORDING: Presentation, discussion, and direction of the Fiscal Year 19
Preliminary Budget.
ITEM BACKGROUND:
PREVIOUS RELEVANT BOCC ACTION:
CONTRACT /AGREEMENT CHANGES:
N/A
STAFF RECOMMENDATION:
DOCUMENTATION:
FY 2019 - Departmental Business Plan
Proposed Draft FYI Budget
FINANCIAL IMPACT:
Effective Date:
Expiration Date:
Total Dollar Value of Contract:
Total Cost to County:
Current Year Portion:
Budgeted:
Source of Funds:
CPI:
Indirect Costs:
Estimated Ongoing Costs Not Included in above dollar amounts:
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Revenue Producing:
Grant:
County Match:
Insurance Required:
Additional Details:
If yes, amount:
REVIEWED BY:
Kathy Peters
Board of County Commissioners
Completed
Pending
05/18/2018 9:37 AM
05/23/2018 10:00 AM
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Table of Contents
Annual Departmental Business Plan Overview ................................. ..............................2
Vision, Mission and Values of Monroe County ................................. ............................... 3
Strategic Priorities of Monroe County ................................................ ..............................4
Strategic Priorities, Goals and Objectives ( List) ................................. ..............................5
County Departments (List) ............................................................... ............................... 6
Department Goals & Measures
• County Administrator ................................................... ........ ........ ........................
7
• Office of Sustainability .......................................................... ...............................
8
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• Office of Legislative Affairs ................................................... .............................11
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• Office of Strategic Planning .................................................. .............................13
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• Extension Services ............................................................... .............................16
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• Employee Services ............................................................... .............................18
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• Veterans Affairs .................................................................... .............................21
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• Airports ................................................................................. .............................23
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• Emergency Services ............................................................. .............................25
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• Budget and Finance ........................................................... ...............................
32
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• Information Technology ........................................................ .............................37
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• County Attorney .................................................................... .............................41
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• Social Services ..................................................................... .............................45
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• Libraries ............................................................................... .............................48
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• Building .............................................................................. ...............................
51
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• Planning & Environmental Resources ................................ ...............................
53
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• Code Compliance ................................................................. .............................59
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• Project Management / Facilities .............................................. .............................61
• Engineering Services & Roads ........................................... ...............................
64
• Solid Waste ........................................................................ ...............................
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• Fleet Management ................................................................ .............................70
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MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our
environment.
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Annual Departmental Business Plan Overview
The Annual Departmental Business Plan is the critical implementation link between the
overall direction and priority- setting of the Strategic Plan and the resource allocation done
through the budget process. The linkage is made by tying the annual goals and projects
of each department to the strategic priorities and their accompanying goals, as set forth
in the Strategic Plan.
The Annual Departmental Business Plan
also serves as the starting point for
employee performance plans
and is the basis upon which
individual performance is
evaluated each year.
Through this Performance
Management Cycle,
the County's financial
resources and employee
efforts are aligned with the
overall strategic priorities
of the County.
This document outlines the
fiscal year 2019 goals and
projects for each of the
twenty -one departments
of Monroe County. Each
department's narrative
includes a set of performance
measures to determine
progress toward strategic
plan success.
Report
Results
Annual Performance
Report (State of the
County)
Manage
Work
Processes
Operate programs,
Record service levels,
Measure progress,
efficiency,
effectiveness
Strategic
Plan
Mission
Priorities and Goals
Managing for
Results
Process to
continually refocus
on services that
make the most
difference.
Business
Plan
Identify
Division /Dept
Goals /Initiatives
Determine success
indicators /measures
Budget
Submit annual
budget request with
Action Plan
Allocate Resources
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
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VISION, MISSION AND VALUES OF
MONROE COUNTY
MISSION STATEMENT
The mission of Monroe County is to provide outstanding public service responsive to the
needs of our citizens, our unique community, and our environment.
VISION STATEMENT
Utopia in the Florida Keys
Working and learning together to maintain the diverse community by preserving the
natural resources and habitat that makes us a unique and preferred place to live and
visit!
Values /Guiding Principles
❖ Integrity (truthful, committed, acknowledging of mistakes, doing the right thing)
❖ Shared purpose (our success is interdependent on one another, both inside
County government and with the community, residents, and businesses at large)
❖ Competence (continuous improvement, seeking to do the entire, right job the first
time)
❖ Accountability (individual and collective responsibility for our behavior and
performance; highest professional and ethical standards.)
❖ Adaptive management (pro- active, flexible, quickly adapting to changes in
political and financial conditions; independent and collaborative problem
solving.)
❖ Courageous communication (honest, ethical, principled communication,
collaboration and problem solving.)
❖ Sense of Stewardship (responsibly managing the resources entrusted to us.)
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
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Strategic Priorities
The goals and projects of each section were developed to support the following
Strategic Priorities and Strategic Goals, as developed and more fully identified in
the five year Strategic Plan.
I. Provide Excellent Governance
"Monroe County will continue to raise the standard of*excellence
in the service it provides to its citizens. "
A. Fiscal Strength
B. Responsible Management of Physical Infrastructure and Capital Assets
C. Excellent, Efficient, Equitably Delivered Public Service
II. Practice Environmental Stewardship
"Monroe County is committed to the preservation and sustainability of its
unique and fragile environment. "
A. Responsibly Managed Growth and Community Planning
B. Preservation of the Environment and Natural Resources
C. Promotion of Energy Conservation and Sustainability
III. Promote Community Safety, Health and Well -Being
"Monroe County will ensure safety and promote the best possible
quality of life for its citizens. "
A. Public Safety Committed to Saving Lives
B. Effective Emergency Management
C. Health, Social and Life -Long Enrichment Services
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
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Mission:
Provide Outstanding Public Service
Responsive To The Needs of
Our Citizens, Our Unique Community
and Our Environment
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II. Practice Environmental II. Promote Community Safety,
Strategic I. Provide Excellent Governance Stewardship Health
Priorities: and Well -Being
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A.
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B.
C.
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cost - effective
Fiscal
Responsible
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Stability
Infrastructure
Delivered
Community
and Natural
and
ment
Enrichment
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and
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Planning
Resources
Sustainability
comp., and
airports
Services
group
Capital
Service
6.
Weli-
maintained,
Assets
L
County parks
and beaches
1.
1,
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1.
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1.
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Effective
Wastewater
Competent
Sound,
Environmental
Reduction of
provide fire
Hurricane
Accessible
Strategic
aiflocation of
and storm
cost-
long- range,
protection/
County
and
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health and
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resources to
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medical
and resilience
for vulnerable
and future
water quality
transparent
land use
energy use
services
citizens
operating and
and ensures
County
y
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and GHG
capital needs
public health
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services
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Stable,
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Current,
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Provide fire
Hurricane
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Effective and
timeiy
protected
p
maintained
County
community
based
and
wide
sustainabili ty
safety and
emergency
services for
reserves
transportation
government
planning
coastal
and
prevention
response
veterans
infrastructure
workforce
protection
capacity
3
(Livable
3
adaptation
3 •
3.
9.
3•
Safe,
Effective use
Affordable,
functional,
of technology
competitive tax
cost - effective
to enhance
levies
County
services and
4
buildings
communica-
infrastructure,
training,
and modern
library
tion
"Best- value"
q,
and
services
and natural
resources
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Safe,
assets
functional,
that support
County
cost - effective
County fleet
operations
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5.
Sound,. cost-
5.
effective
Safe, well -
management
maintained,
of risk, workers
enterprising
comp., and
airports
group
insurance
6.
Weli-
maintained,
and accessible
County parks
and beaches
Communities(
3•
Protection of
Fire Rescue
Accessible,
open space/
pertinent,
Preservation
infrastructure,
training,
and modern
library
of scenic
and
services
and natural
resources
equipment
Supporting
environment
for arts and
culture
J
S.
Empowering
science -
based
informal
education
programs
6.
Effective,
humane
animal
control
services
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
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COUNTY DEPARTMENTS
The Annual Departmental Business Plan is presented in the following twenty -one
sections:
❖ County Administrator
❖ Office of Sustainability
❖ Office of Legislative Affairs
❖ Office of Strategic
Planning
❖ Extension Services
❖ County Attorney
❖ Social Services
❖ Libraries
❖ Building
❖ Planning & Environmental
Resources
❖ Employee Services
❖ Veterans Affairs
❖ Airports
❖ Emergency Services
❖ Budget and Finance
❖ Information Technology
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❖ Code Compliance
❖ Project Management/Facilities
❖ Engineering Service /Roads
❖ Solid Waste
❖ Fleet Management
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MISSION:
To provide outstanding public service responsive
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to the needs of our citizens, our unique community, and our environment.
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❖ Code Compliance
❖ Project Management/Facilities
❖ Engineering Service /Roads
❖ Solid Waste
❖ Fleet Management
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Departmental Business Plan and Outlook
Department Name: County Administrator
DEPARTMENT OVERVIEW
Department Mission:
The mission of the County Administrator is to direct the implementation of Board of County
Commissioner's (BOCC) policies to the operating units of County government as prescribed by
the Administrative Code.
Department Description
The County Administrator serves as the administrative head of Monroe County government,
and is appointed by the Board of County Commissioners. The County Administrator carries out
the directives and policies of the Board of County Commissioners and enforces all orders,
resolutions, ordinances, and regulations of the Board of County Commissioners, directs the
preparation of the annual operating budget and the Capital Improvement Program, executes the
budget and capital programs, proposes policies to the Board of County Commissioners, appoints
department directors, and coordinates the management of all departments. The County
Administrator also represents County interests to the local, state and federal governments.
Departmental Structure
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MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
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Departmental Business Plan and Outlook
Department Name: County Administrator
OFFICE OF SUSTAINABILITY OVERVIEW
Office of Sustainability Mission:
The mission of the Office of Sustainability is to create resilient and environmental improvements
that continue to foster a safe and livable community and a sustainable future.
Department Description
The Office of Sustainability prepares the County to be more resilient to the effects of climate
change and sea level rise. This includes performing research and modeling the effects of sea
level rise, collaboration with the SE FL Climate Change Compact, collecting elevation and other
types of data to more accurately measure the potential inundation to County roads and
infrastructure, developing new policies to set standards for implementation, and implementing
projects to mitigate against those effects. These areas include the collection of mobile LiDAR
elevation data for County roads and buildings; a streets analysis to evaluate the impacts of sea
level rise on 311 miles of County roads and development of conceptual designs for elevation; and
community engagement to help the County better understand the residents' concerns about sea
level rise and to educate them on the County's preparations to mitigate. The Green Keys Plan
contains specific projects for Resilience preparation.
The Office of Sustainability also guides the County in becoming more "green" and
environmentally supportive in various focus areas. These areas include the development of
sustainability policy formulation and plan development, energy management and reduction
initiatives, alternative energy and fuel source options, eco- friendly purchasing policy guidance
and sustainable capital development processes. The GreenKeys Plan contains specific projects
for Energy Reduction and Sustainability.
In addition, projects are implemented in the environmental restoration and solid waste areas that
support the agencies sustainability initiatives. Sustainability is the quality of not being harmful to
the environment nor depleting natural resources, thereby supporting long -term ecological
balance.
The County's goal is to continually employ new technologies to protect the environment and best
serve the residents and visitors. A canal restoration program is underway that is restoring the
water of the canals throughout the Keys.
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
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Department Goals and Measures
II. Goal — Practice Environmental Stewardship
B. Preservation of the Environment and Natural Resources
➢ II -13.2 Environmental protection /habitat protection
1. Continue Irma Marine Debris Removal projects based upon funds appropriated.
o Performance Measure: Successfully remove Irma Marine debris from
canals
o Target Measure: Number and success of canals cleaned
2. Continue Canal Restoration projects.
o Performance Measure: Complete canal restoration projects
o Target Measure: Number and success of project completed
3. Begin New RAD and Canal Water Quality Monitoring Program.
o Performance Measure: Implementation of new RAD and canal monitoring
program
o Target Measure: Number and success of project completed
C. Promotion of Energy Conservation and Sustainability
➢ II -C.1 Reduction of energy use and greenhouse gas emissions in County
government operations
4. Completion of energy reduction projects in GreenKeys Sustainability Action Plan for
those projects budgeted.
o Performance Measure: Completion and success of energy reduction
projects
o Target Measure: Number and complexity of GreenKeys Projects
implemented.
➢ II- C.2 Promotion of community -wide sustainability and adaptation planning
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
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5. Implementation of resilience projects in GreenKeys Sustainability Action Plan for those
projects budgeted.
o Performance Measure Completion and success of resilience projects
o Target Measure: Number and complexity of GreenKeys Projects
implemented
6. Coordinate community outreach workshops to educate residents on sustainability and
climate issues.
o Performance Measure: Coordinated workshops hosted
o Target Measure: Number of workshops hosted
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MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
*
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Departmental Business Plan and Outlook
Department Name: County Administrator
OFFICE OF LEGISLATIVE AFFAIRS OVERVIEW
Office of Legislative Affairs Mission:
The mission of the Office of Legislative Affairs is to oversee and manage the legislative and
intergovernmental initiatives and functions for the County.
Department Description
The Office of Legislative Affairs develops the state and federal legislative agendas; coordinates
County positions and responses to legislation; supports advancement of the County's legislative
priorities and appropriations; prepares resolutions, talking points, issue briefs and legislative
updates; organizes /manages advocacy trips to Tallahassee and DC.
The Office oversees the Restore Act Program; development and monitoring of the Local Multi -
Year Implementation Plan; management of local pot grant funds and development of grant
submissions; monitor the development of Gulf Consortium's State Expenditure Plan and
preparation of County projects for state pot grant funds; participation in monthly Gulf Consortium
meetings and conference calls.
The Office oversees the implementation of the requirements of the Stan Mayfield Working
Waterfront Grant Project managing and coordinating acquisition activities, and ensuring
compliance with grant requirements.
Department Goals and Measures
I. Goal — Provide Excellent Governance
A. Fiscal Strength
➢ I -A.1 Effective allocation of resources to meet current and future operating and
capital needs
Advance Monroe County's federal and state legislative priorities and appropriations
requests.
o Performance Measures: (1) Achievement of legislative priorities
(2) Secure appropriations
o Target Measures: (1) Percentage of achieved of legislative
priorities. (2) Number of secured appropriations
2. Manage the County's federal and state legislative program.
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MISSION:
To provide outstanding public service responsive to the
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needs of our citizens, our unique community, and our environment.
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o Performance Measures: (1) Develop annual federal and state legislative
agendas (2) Represent Monroe County statewide and national County
legislative activities: FAC, Small County Coalition and NACO (3)
Continuous tracking and monitoring of all congressional and state
legislative activity for potential regulatory and budget impacts to Monroe
County (4) Schedule and manage legislator agency meetings, fly -ins, etc.
and prepare itineraries and written materials, legislative packages, etc. (5)
Prepare all written legislative communications including talking points, "tri-
folds", leave- behinds, and resolutions.
o Target Measures: (1) Correspondence disseminated in an effective and
accurate manner (2) Percentage of Legislative communication
disseminated in a timely, effective and accurate manner
3. Manage Monroe County's legislative lobbying team.
o Performance Measures: (1) Ensure lobbyists are in place; manage
contracts and invoices (2) Assign lobbyist tasks and track progress on
those assignments (3) Weekly conference calls with lobbying team
during legislative session and when congress is in session (4) Maintain
tracking spreadsheet of all priorities and relevant bills
o Target Measures: (1)Number of Lobbyist contracts manage (2)Number of
Lobbyist task assignments
4. Ensure that County leadership is informed and knowledgeable about all relevant
legislative issues.
o Performance Measure: Meet and provide updates to the Board's legislative
and funding initiatives to all levels of government
o Target Measure: Number of meetings held to provide updates to the Board
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
* (D 4 1 ) , 00 Q 0
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Departmental Business Plan and Outlook
Department Name: County Administrator
OFFICE OF STRATEGIC PLANNING OVERVIEW
Office of Strategic Planning Mission:
The Office of Strategic Planning works with the Community and County staff/ administration/
Commissioners to develop plans and initiatives that create organizational excellence through
government accountability, organizational efficiency and continuous improvement.
Office of Strateaic Plannina Description:
Monroe County is committed to serving our community with excellence, government
accountability, organizational efficiency and continuous improvement. An essential component
is this effort is strategic planning and management. The Office of Strategic Planning is
responsible for the overall strategic planning process. The Strategic Plan guides the scope and
direction of County services and aligns departmental efforts with the County's strategic priorities.
The Office of Strategic Planning utilizes a cyclical approach to strategic planning and
management that incorporates clearly defined goals and objectives, standardized performance
measurements, collection and analysis of progress, internal and external environmental scanning,
results and feedback drive improvement and creation of goals and objectives. Annual
departmental Action Plans link the high -level goals and objectives of The Strategic Plan with
departmental activities and priorities. The Office of Strategic Planning provides technical
assistance to departments regarding the development of appropriate, reliable, and meaningful
performance measures and indicators.
The Office of Strategic Planning serves as an internal resource for improving governmental
efficiency and effectiveness. At request or direction, this includes conducting reviews and analysis
of management, operational, organizational or business processes of County functions or
services and providing recommendations and implementation support to increasing efficiency and
effectiveness. Any Department or unit can request this support from the Office of Strategic
Planning.
The Office of Strategic Planning has a stewardship role for the County government's
performance based /results oriented culture. This includes ongoing networking and scans if the
environment, both internally and externally, to identify issues of strategic importance to Monroe
County and an ongoing awareness of current community concerns and priorities. When
opportunities or needs are identified, make recommendations to department directors, County
Administration and Board of County Commissioners.
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
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Department Goals and Measures
We recognize that Irma has altered the course of the County and our community. Many County
resources will be dedicated to recovery for at least the next year to 18 months. This recovery will
be guided by plans such as Housing Recovery, Local Mitigating Strategy, Long Term Recovery
Group and FEMA Grant Programs. These plans and our Recovery take immediate precedent
over the creation of a new long -term Strategic Plan. While a primary purpose for any Strategic
Plan is to provide budget direction, we understand that the coming year's budget will be guided
by efforts to absorb the financial impact of Hurricane Irma. In addition, we recognize that the
Community we will be in 18 months will know a `new normal' accompanied by new priorities and
needs. With these understandings, the Office of Strategic Planning will create a `bridge'
Strategic Plan for 2019 while supporting urgent Recovery Plans over the next year. In 2019, we
will utilize the realities of our `new normal' to build a truly relevant and meaningful 2020 -2025
Strategic Plan.
I. Goal — Provide Excellent Governance
C. Excellent, Efficient, Equitably Delivered Public Service
➢ I -C.2 Professional County government workforce
The Office of Strategic Planning will utilize this time of organizational and community
transition to conduct environmental scanning for the 2020 -2025 Strategic Plan.
o Internal analysis will review county -wide operations including departmental
processes, services, systems, culture.
o Performance Measure: Glean Quantitative and Qualitative Data for use in
the 2020 -2025 Strategic Plan
o Target Measure: Review of all County Departments
o External analysis will reassess community priorities and needs in our post -Irma
reality through updated stakeholder surveys, personal interviews, group
discussion, and other techniques that build consensus and foster collaboration.
o Performance Measures: Utilize inclusive techniques to gather quantitative
and qualitative data from diverse segments of our community for use in the
2020 -2025 Strategic Plan
o Target Measures: Gather qualitative data from at least 90% of identified
stakeholders (groups and individuals) and utilize community surveys in
multiple formats to contribute quantitative data
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
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2. The Office of Strategic Planning will work with Individual Departments or Units to
conduct an internal analysis of operations, structure, data collection /use, procedures, or
services and provide recommendations for and implementation support to identify
opportunities for improvement in governmental efficiencies and effectiveness.
o Performance Measures: Structured review through a positive and collaborative
process resulting in implementable recommendations for a Department or Unit for
ongoing organizational improvement.
o Target Measures: In -depth Collaborate with at least 4 Departments /Units
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
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Departmental Business Plan and Outlook
Department Name: County Administrator
OF COUNTY EXTENSION SERVICES OVERVIEW
Extension Services Mission:
The mission of Monroe County Extension Service is to create objective, science - based,
educational programs and services that provide residents empowering lifelong learning
opportunities that help them to improve their quality of life and surrounding environment.
Department Description
The Extension Services Department is responsible for addressing quality of life needs of the
community and providing life -long learning opportunities. The department accomplishes this by
conducting informal science -based community education programs in traditional and emerging
issues, such as urban horticulture, family and community development, marine fisheries and
climate change. The educational programs are conducted by university faculty based upon input
from local program advisory committees. The programs use university expertise, when needed,
to assist in community workshops or to address emerging issues. Extension Services is a
partnership between the Monroe County Board of County Commissioners and the University of
Florida, with each contributing funding to the programs.
Department Goals and Measures
II. Goal — Practice Environmental Stewardship
B. Preservation of the Environment and Natural Resources
➢ II -13.2 Marine and coastal protection
Teach a volunteer -based water quality- monitoring program for local citizens and school
groups to test local waters for dissolved oxygen, pH, salinity, turbidity, nitrate, phosphate
and temperature.
o Performance Measure: Monitor sites and number volunteers trained
o Target Measure: Number of sites monitored and number of volunteers
trained
➢ II -13.3 Protection of open space/ Preservation of scenic and natural resources
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
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2. Aid /Educate Monroe County Biologists (Marathon and Key Largo) and Land Steward,
County government landscapers (Keyswide) in plant and insect identification and
problems and their controls (if needed) on County properties.
o Performance Measure: Identify contacts and resolve issues
o Target Measure: Number of identification contacts and resolved issues
C. Promotion of Energy Conservation and Sustainability
➢ II -C.2 Community -wide sustainability and adaptation
3. Monitor climate change indicators and trends and analyze potential impacts as the County
staff liaison for a Climate Change Advisory Committee.
o Performance Measure: Meet with the Climate Change Advisory
Committee, number meeting minutes and number recommendations to the
BOCC
o Target Measure: Number of monthly meetings with the Climate Change
Advisory Committee
III. Goal — Promote Community Safety, Health and Well -Being
C. Health, Social and Life -Long Enrichment Services
➢ III -C.5 Empowering science -based informal education programs
4. Provide comprehensive community education programs in subjects of importance to
Monroe County citizens (currently — fisheries, climate change, horticulture, financial
management, and economic development).
o Performance Measure: Extension monetary value relative to Monroe
County budget, and number of public contacts
o Target Measure: Extension number of public contacts
5. Maintenance of a community volunteer educational effort.
o Performance Measure: Coordinate community volunteers and analyze
value
o Target Measure: Number of community volunteer hours and value
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
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Departmental Business Plan and Outlook
Department Name: Employee Services
DEPARTMENT OVERVIEW
Department Mission:
The mission of the Employee Services office is to provide guidance and essential information to
our employees and the public as we navigate through the challenges of a changing workforce by
proactive management of our services.
Department Description
The Employee Services Department is responsible for the human resources function of Monroe
County government. The Department contains four functional units: Human Resources, Benefits,
Workers' compensation and safety. Compliance and awareness of various labor laws, rules and
regulations are important aspects of this department. The insurance programs managed within
this department are group health insurance and workers' compensation. These are part of a
modified self- insured program. The Department provides responsive, efficient, customer - friendly
and equitable service for its customers Qob candidates and employees) in compliance with federal
and state requirements. The Employee Services Department oversees the following: Human
Resources, Workers' Compensation and Benefits.
Department Goals and Measures
I. Goal — Provide Excellent Governance
A. Fiscal Strength
➢ I -AA "Best- value" goods, services, assets that support County operations
1. Compensation and Classification Study.
o Performance Measure: Begin compensation and classifications study of
County employees
o Target Measure: Percentage of analysis of Comp Study completed
➢ I -A.5 Sound, cost - effective management of risk, workers' comp and group
insurance
2. Sound, cost - effective management of Workers' Comp fund.
o Performance Measure: Track Workers' Comp claim costs
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MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
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o Target Measure: Average claim cost less than $15,000
3. Sound, cost - effective management of group insurance fund.
o Performance Measure: Ensure stable and protected reserves
o Target Measure: Quarterly monitoring of medical and prescription
claims to ensure stable, protected reserves
C. Excellent, Efficient, Equitably Delivered Public Service
➢ I -C.1 Competent, cost - effective, responsive, transparent County government
services
4. Track all unemployment claims.
o Performance Measure: Be proactive and contact office to see if claim filed
o Target Measure: Number of unemployment claims
➢ I -C.2 Professional County government workforce
5. Return injured workers back to work, timely.
o Performance Measure: Tracking of employees assigned to light duty
o Target Measure: Number of employees assigned to light duty
6. Educate and engage employees about how to optimize Monroe County benefits options
and Consumer Driven Health Care.
o Performance Measure: Better informed participants about their health care
and the cost; will make better choices for seeking medical care
o Target Measure: Number of newsletters
7. Continue to promote wellness program (year three).
o Performance Measure: Participation in wellness program activities
o Target Measure: Percentage of participation
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
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8. Human Resource information System (HRIS).
o Performance Measure: Automated HRIS and Employee Benefits
o Target Measure: Percentage of automation completed
9. Work with Safety Committee Dept. Reps. (ESC) to ensure a Healthy and Safe Working
Environment of all Co. Employees. Provide safety training and ensure compliance with
the County's policies.
o Performance Measure: Maintain BOCC Injury Incident rate of 5.7 or below
o Target Measure: Number of safety training sessions
Departmental Structure
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MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
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Departmental Business Plan and Outlook
Department Name: Veterans Affairs
DEPARTMENT OVERVIEW
Department Mission:
The mission of the Veterans Affairs Department is to enhance the quality of life for veterans,
dependents, and survivors by assisting them in the application and prosecution of claims for
benefits and entitlements from federal, state, and local levels of government.
The department strives to assure quality control through strict compliance of all laws and
regulations governing the administration of veterans benefits and to effectively operate and
maintain the transportation system from the Florida Keys to the Miami VA Medical Center through
coordination and cooperation with the VA.
Department Description
The Veterans Affairs (VA) Office assists veterans, military retirees, active duty personnel and
their families in obtaining benefits from the Veterans Administration. These benefits include
compensation for service - related disability, service - connected pension, the VA health program,
burial allowances, widows' benefits, the VA GI educational benefits program and the VA home
loan guarantee program. The VA office assists with transportation to the Miami VA Medical
Center. The Office also provides any other assistance needed to help veterans, widows or family
members in obtaining benefits for which they are eligible
Department Goals and Measures
I. Goal — Provide Excellent Governance
C. Excellent, Efficient, Equitably Delivered Public Service
➢ I -C.1 Competent, cost - effective, responsive, transparent County government
services
1. Ensure services are delivered competently and courteously.
o Performance Measure: Increased resident satisfaction with quality of
service received from Department employees
o Target Measure: Percentage of increased resident satisfaction
2. Identify and utilize specific actionable items that result in cost savings and efficiencies
o Performance Measure: Reduction of Department expenditures
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
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o Target Measure: Percentage of department expenditures
➢ I -C.2 Professional County government workforce
3. Recruit and retain a highly qualified workforce.
o Performance Measure: Annual performance appraisals with excellence
rankings
o Target Measure: Number of annual performance appraisals
➢ I -C.3 Effective use of technology to enhance services and communication
4. Ensure smart and coordinated IT investments.
o Performance Measure: Implementation of Federal VA D21D program
o Target Measure: Percentage of Federal VA D21D program implementation
III. Goal — Promote Community Safety, Health and Well -Being
B. Effective Emergency Management
➢ III -B.1 Hurricane preparedness response, and resilience
5. Identify Veterans who are candidates for emergency services and /or evacuation.
o Performance Measure: Referrals for services reported
o Target Measure: Number of monthly referrals reported
➢ III -C.2 Effective and timely services for veterans
6. Ensure veterans and their families receive the pension, compensation, health and educ
benefits they are entitled to under fed, state and local law.
o Performance Measure: The timely and proper execution of VA claims,
NODs and /or Appeals
o Target Measure: Percentage of timely VA claims, NODs and appeals
submitted
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
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Departmental Business Plan and Outlook
Department Name: Airports
DEPARTMENT OVERVIEW
Department Mission:
The mission of the Airports is to provide and maintain a world -class facility for leisure and business
travelers.
Department Description
The Airport Department provides and maintains facilities for both Commercial Airlines and
General Aviation activities at the Key West International Airport and the Florida Keys Marathon
International Airport. The Department is responsible for day -to -day operations of the airports
including administrative services, building and field maintenance, security and emergency
response. Both airports are Federal Aviation Administration Part 139 certified and are staffed and
maintained to that standard. Commercial Air Service in Key West and General Aviation activity in
Marathon are vital to the economic wellbeing of both communities. More than 600 people are
employed by agencies and businesses that serve the airports.
Key West International Airport:
Department Goals and Measures
I. Goal — Provide Excellent Governance
B. Responsible Management of Physical Infrastructure and Capital Assets
➢ II -13.5 Safe, well- maintained, enterprising airports
1. Increase Commercial Passenger Traffic growth.
o Performance Measure: Increase existing air carrier routes and seats
available in FY 2019
o Target Measure: Number of passenger enplanements
2. Decrease the Cost Per Enplaned Passenger.
• Performance Measure: Increase non - aeronautical revenue
• Target Measure: Cost per enplaned passenger
3. Increase air carrier routes and seats.
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MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
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o Performance Measure: Continue to increase routes and seats
o Target Measure: Number of destinations served
Florida Keys Marathon International Airport:
I. Goal — Provide Excellent Governance
B. Responsible Management of Physical Infrastructure and Capital Assets
➢ II -13.5 Safe, well- maintained, enterprising airports
1. Increase Revenue Leases.
o Performance Measure: Review and update all contracts and leases as
needed, initiate fair market value rates and charges for both FBOs
o Target Measure: Number of active Revenue Leases
2. Complete capital projects to repair facilities damaged by Hurricane Irma.
o Performance Measure: All projects related to Irma must be accounted for,
budgeted, and initiated by the end of FY19
o Target Measure: Full completion of repairs for Main Terminal, Marathon
Storage Hangars, Marathon Hangar Development, and replacement of
Airport Beacon
3. Develop vacant parcels of land at MTH in a responsible manner.
o Performance Measure: Creation of one or more RFP's
o Target Measure: Number of created RFP's
4. Tracking of Fuel Gallon Flowage.
o Performance Measure: Perform accurate tracking of Fuel Gallon Flowage
o Target Measure: Number of fuel gallon flowage
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
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Departmental Business Plan and Outlook
Department Name: Emergency Services
DEPARTMENT OVERVIEW
We are committed to serving our community with the highest level of life and property protection
to meet the needs of our residents and visitors in the Florida Keys.
The Emergency Services Department encompasses fire suppression, fire prevention,
emergency medical responses, including emergency transportation (air and ground), aircraft
firefighting, emergency management, and provides a Countywide regional fire - training academy.
Fire Rescue The budget provides for the funding to provide cross - trained career
firefighter /paramedic personnel at Stock Island, Big Coppitt, Sugarloaf, Cudjoe /Summerland
(with property acquisition completed for a new Cudjoe Station and construction starting soon),
Big Pine, Conch Key, Long Key /Layton and Tavernier. MCFR responds to structure fires,
vehicular fires and wildfire scenes to provide for victim rescue, suppression, overhaul and
emergency scene safety. MCFR also responds to medical emergencies like, heart attacks,
strokes, and other illnesses and accidents; and to vehicular accidents to provide advanced
life support (ALS) level medical care. When necessary, the cross - trained fire /EMS personnel
will provide emergency transportation of patients by ground to appropriate medical facilities
within Monroe County. MCFR continues to support and fund the needs of volunteers in two
area combination stations. Volunteer associations are supported in Sugarloaf and Tavernier;
with Big Pine, Big Coppitt and Layton volunteers functioning under Monroe County Fire
Rescue. Residents serviced by MCFR receive the benefit of an Insurance Services Office
(ISO) Class 3/3X rating for fire insurance purposes, an improved rating from an ISO Class
5/9. This department is funded mostly by Ad Valorem taxes through the Fire & Ambulance
District 1 Fund. Revenues are also generated through ground transport user fees.
Emeraency Manaaement The Emergency Management Department develops and
implements plans for any event that might impact the infrastructure of the County or the safety
of its residents and visitors. Monroe County Emergency Management plans, prepares, and
coordinates emergency operations before, during and after major events to mitigate their
impact and coordinate recovery efforts. Monroe County Emergency Management is
specifically charged with operational leadership and coordination of all municipalities, private
partners, and state /federal agencies during emergencies, including hurricanes, our highest
potential risk and probability.
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
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Department Goals and Measures
Public Safety:
Goal — Provide Excellent Governance
C. Excellent, Efficient, Equitably Delivered Public Service
➢ III -C.3 Effective use of technology to enhance services and communication
1. Implement Computer Assisted Dispatch System.
o Performance Measure: Capture 100% of Dispatch and Response Times
from CAD
o Target Measure: Percentage of Dispatch and Response Times Captured
Goal — Promote Community Safety, Health and Well -Being
A. Public Safety Committed to Saving Lives
➢ III -A.1 Provide fire and emergency medical services
2. Provide a quality assurance program, which reviews patient care reports (PCRs);
compiling findings to develop and deliver training to our EMS providers to improve patient
care and documentation.
o Performance Measure: Ensure reports are reviewed and evaluated
o Target Measure: Percentage of (PCR's) reviewed and expansion of our
current quality assurance program
3. Patient Follow -up Program with Ryder Trauma Center.
o Performance Measure: Receive data back on trauma patients transported
to Ryder
o Target Measure: Percentage of follow -up data received back
4. Implement in flight Ultrasound and Telemedicine program on Trauma Star Air Ambulance,
including transmission of ultrasound images taken in flight.
o Performance Measure: Percentage of program implementation
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
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o Target Measure: Percentage of program implementation
5. Increase survivability of Trauma patients during long transports that require life- saving
surgical interventions.
o Performance Measure: Addition of O- Negative Blood to Trauma Star Air
Ambulances
o Target Measure: Percentage of program implementation
6. Expand Telemedicine program.
o Performance Measure: Implement telemedicine procedures from
Trauma Alerts on field rescues.
o Target Measure: Percentage of telemedicine procedures implemented
7. Implement a Comprehensive Background Check Program.
o Performance Measure: Screen 100% of Volunteer Applicants
o Target Measure: Percentage of Volunteer Applicants Screened and
Processed
8. Implement a stipend Review Process.
o Performance Measure: Review 100% of Volunteer Stipend Submissions
o Target Measure: Percentage of Volunteer Stipends Reviewed
9. Increase Number of State Certified Volunteer Firefighters.
o Performance Measure: Achieve 90% Pass Rate for State Certified
Volunteer Firefighters
o Target Measure: Number of Students Passing 1st Responder, FFI and FFII
Courses
10. Increase Performance, Education and Safety of Career Firefighters.
o Performance Measure: Achieve 100% Pass Rate for State Certified
Firefighters
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
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o Target Measure: Number of Students Passing 1st Responder, FFI and FFII
Courses
11. Increase the number of airport employees trained in CPR, AED and first aid by 10.
o Performance Measure: Train airport employees in CPR, AED and first aid
o Target Measure: Number of airport employees successfully trained in CPR,
AED and first aid
12. Conduct investigations of structure fires.
o Performance Measure:: 90% of reports completed within seven business
days
o Target Measure: Percentage of reports to be completed within seven
business days
13. Educate Children in Fire, Life Safety and Prevention.
o Performance Measure: Respond as requested by school principal or other
authority
o Target Measure: Number of visits to schools & daycare with Fire Prevention
training
14. Implement plans reviews and fire inspections into new reporting software.
o Performance Measure: 90% of reports completed within seven business
days
o Target Measure: Percentage of plans review and inspection comments
and /or reports entered within seven business days
15. Offer grade specific fire safety education lessons.
o Performance Measure: Respond as requested by school principal or other
authority
o Target Measure: Number of mentoring opportunities provided to students
16. Reduce number of preventable fire hazards.
o Performance Measure: 70% of plans inspections completed within seven
business days
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
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o Target Measure: Percentage of requested inspections completed within
seven business days
17. Fire Hydrant Installation.
o Performance Measure: Coordinate and facilitate installation of hydrants in
Upper & Lower Keys
o Target Measure: Number of Hydrants installed
➢ III -A.3 Fire Rescue infrastructure, training and equipment
18. Provide training to identify Stroke victims.
o Performance Measure: Provide training to ensure accuracy in identifying
Stroke victims
o Target Measure: Percentage of trained
19. Firefighter Paramedics will successfully complete the provisional paramedic program
o Performance Measure: Firefighter Paramedics will complete our
comprehensive provisional paramedic program
o Target Measure: Number of Firefighter Paramedics that complete the
comprehensive provisional paramedic program
20. Provide Firefighter Paramedics with twelve (12) lead training and provide an Advanced
EKG & 12 LEAD curriculum- training program.
o Performance Measure: Provide Firefighter Paramedics with twelve (12) lead
training
o Target Measure: Percentage of Firefighter Paramedics with twelve
(12) lead training
21. Provide Handtevy Pediatric Resuscitation provider course to Firefighter Paramedics /
EMT's and Implement the Handtevy Pediatric Resuscitation system on advance life
support (ALS) ground ambulances, engines and air ambulances.
o Performance Measure: Provide 100% of Firefighter Paramedics with
Handtevy Pediatric Resuscitation Training
o Target Measure: Percentage of Firefighter Paramedics with
Handtevy Pediatric Resuscitation training
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
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22. Train Personnel to Reduce Number of Personnel Injuries.
o Performance Measure: Percentage Reduction in Personnel Injuries
o Target Measure: Number of Personnel trained
23. Train Personnel to Reduce Number of Vehicle Accidents
o Performance Measure: Reduction in Backing Accidents and will not
exceed FY 19 Target
o Target Measure: Number of Personnel trained
24. Increase Number of State Certified Volunteer Firefighters.
o Performance Measure: Increase Number of State Certified Volunteer
Firefighters and achieve 90% Pass Rate
o Target Measure: Number of Students Passing 1st Responder, FFI
and FFII Courses
25. Increase Performance, Education and Safety of Career Firefighters.
o Performance Measures: Increase Performance, Education and Safety of
Career Firefighters and achieve 100% Pass Rate
o Target Measure: Number of Students Passing Fire Officer I, Fire Officer II
and Pump Operations Courses
Emergency Management:
III. Goal — Promote Community Safety, Health and Well -Being
B. Effective Emergency Management
➢ III -B.1 Hurricane preparedness response, and resilience
1. Create Interagency Coordination Procedures that describe in detail how the multiple
agencies and organizations within Monroe County will accomplish certain critical tasks
necessary in time of disaster.
o Performance Measure: Creation of Inter - agency Coordinating Procedures
o Target Measure: Number of Inter - agency Coordinating Procedures created
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
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2. Develop a County /State partnership strategy on disaster response assuming the loss of
US1 or its bridges for an extended period of time.
o Performance Measure: Development of Strategic Plan
o Target Measure: Percentage of plan completion by June 1, 2019
3. Community Outreach- Recognizing that community response will directly impact the
outcome of a disaster, Monroe County EM will team up with community partners to
develop a messaging campaign to raise awareness of potential impacts citizens may face
if confronted with a major storm.
o Performance Measure: Develop community outreach products in 2019
that focus on this goal
o Target Measure: Number of new outreach products developed
➢ III -B.2 Non - Hurricane emergency response capacity
4. Continued improvement in percentage of County -wide volunteers and municipalities that
strive to work with Monroe County and remain effective in preserving and protecting citizen
safety.
o Performance Measure: Increase the EM volunteer base in
Monroe County with the cooperation of municipalities
through the creation of and distribution of volunteerism
brochures while maintaining and expanding the database of
qualified individuals
o Target Measures: (1) Number of EM Volunteers (2) Number
of brochures created and distributed
5. Promote and deliver necessary end user training to key EOC personnel as identified in
the National Incident Management System.
o Performance Measure: Provide Incident Command System annual
classes of at least 15 participants in each class
o Target Measure: Number of classes conducted per year
6. Begin formal design phase of multi -year project to design and construct a dedicated
Emergency Operations Center /Emergency Services Headquarters facility.
o Performance Measure: Phase one identify funding sources
o Target Measure: Percentage of funding source identified
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
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Departmental Business Plan and Outlook
Department Name: Budget and Finance
DEPARTMENT OVERVIEW
Department Mission
The mission of the Budget and Finance Department is to provide effective development and
implementation of Monroe County's budget; promote efficient, sound financial management;
ensure governmental procurement regulations are followed countywide; facilitate financially
responsible grant funding; and maintain the highest standards of ethics, integrity, and prudent
expenditure of public funds.
Department Description
The Budget and Finance Department encompasses the following areas and responsibilities
Office of Management and Budget
➢ Collaborate and consult with Monroe County departments to develop the annual
operating and capital budgets
➢ Publish, administer and monitor all Monroe County budgets
➢ Provide financial analysis, multi -year forecasting, and financial reporting
• Grants Management
➢ Oversee County funding of nonprofit organizations
➢ Provide grant administrative assistance to Monroe County departments
➢ Pursue financially - responsible funding opportunities that promote the economic
well -being of the County
Purchasing
➢ Provide high quality, best value purchasing and procurement activities to maximize
the purchasing power of public funds and promote fair and open competition
➢ Ensure governmental procurement regulations are followed countywide
➢ Provide procurement support in a timely and professional manner to all County
departments
Department Goals and Measures
Office of Management & Budget:
I. Goal — Provide Excellent Governance
A. Fiscal Strength
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MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
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➢ I -A.1 Effective allocation of resources to meet current and future operating and
capital needs
1. Development of the annual County budget, facilitating opportunities for public
participation, ensuring compliance with local, State of Florida Statute 129.03, Generally
Accepted Accounting Principles (GAAP), Governmental Accounting Standards Board
(GASB) and the Financial Accounting Standards Board (FASB) guidelines.
o Performance Measure: BOCC approval of the Annual Budget
o Target Measure: BOCC Adopted Budget (million)
2. Forecast and analyze revenue trends to proactively position the County for any potential
economic impacts. Monitor and analyze expenditure budget to actual data to maintain
projections regarding budget utilization.
o Performance Measure: Monthly updates of worksheets
o Target Measure: Average number updated per month
3. Monitor, maintain and analyze capital projects data including history of projects, level of
funding required and sources of funding, to provide knowledgeable budget forecasting.
o Performance Measure: Quarterly review and approval of Capital Project
worksheets
o Target Measure: Number of Capital Project worksheets submitted and
approved
4. Submittal of the Monroe County Budget document to the Government Finance Officers
Association (GFOA) for review and evaluation for participation in the Distinguished Budget
Presentation Awards Program.
o Performance Measure: Receipt of the GFOA Distinguished Budget
Presentation Award
o Target Measure: Award received from GFOA
5. Submittal and acceptance of the Monroe County Truth in Millage (TRIM) certification as
required per Florida Statutes and submittal of the maximum millage levy calculation final
disclosure documents as per s. 200.065(5), Florida Statutes.
o Performance Measure: Notice from the Florida Department of Revenue of
no violations and acceptance of the Monroe County TRIM certification and
maximum millage levy requirements
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
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o Target Measure: Approved Ad Valorem Tax Levy
➢ I -A.2 Stable, protected reserves
6. Monitor and ensure adequate reserve levels in all funds.
o Performance Measure: Review and approval of Fund Balance worksheets
o Target Measure: Percentage of reserves within Board Policy
C. Excellent, Efficient, Equitably Delivered Public Service
➢ I -C.1 Competent, cost - effective, responsive, transparent County government
services
7. Continue to move forward with the implementation of a paperless office environment
o Performance Measure: Ensure the continuous process of creating a
paperless office environment
o Target Measure: Percentage of completion
➢ I -C.2 Professional County government workforce
8. Continue to improve the effectiveness and proficiency of the Department through
continuing education for staff in the implementation of industry standards and best
practices and innovative opportunities to improve coordination of budgeting activities.
o Performance Measure: Staff will be cross - trained in various activities and
attend training opportunities
o Target Measure: Number of trainings taken by staff
Grants Management:
I. Goal — Provide Excellent Governance
A. Fiscal Strength
➢ I -A.1 Effective allocation of resources to meet current and future operating and
capital needs
1. Facilitate, monitor and review the funding application process with designated appointed
boards and committees to ensure a responsive and fair process of budgeting County ad
valorem funds to non - profit service providers in Monroe County.
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MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
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o Performance Measure: Facilitate meetings with Human Services Advisory
Board, Substance Abuse Policy Advisory Board and Criminal Justice
Mental Health Planning Council
o Target Measure: Number of meetings facilitated
2. Provide onsite monitoring of non - profit service providers receiving Monroe County ad
valorem funding.
o Performance Measure: Ensure monitoring reports are conducted on each
site visit
Purchasing:
o Target Measure: Number of completed reports
I. Goal — Provide Excellent Governance
A. Fiscal Strength
➢ I -AA "Best- value" goods, services, assets that support County operations
1. Provide efficient, timely, responsive procurement activities to meet the needs of the
County and ensure open, competitive and cost - effective bidding processes.
o Performance Measure: Review and approval and Bids
o Target Measure: Number of bids processed
2. Effectively assist other County Departments with their purchasing needs while meeting
Monroe County policies.
o Performance Measure: Review and approval of Purchase Orders
o Target Measure: Number of purchase orders processed
3. Update the Monroe County Purchasing Policy and Procedures manual to reflect ongoing
development of business process enhancements.
o Performance Measure: Approval of revisions to the Monroe County
Purchasing Policy by the BOCC
o Target Measure: BOCC approved Monroe County Purchasing Policy and
Procedures revisions
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
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C. Excellent, Efficient, Equitably Delivered Public Service
➢ I -C.1 Competent, cost - effective, responsive, transparent County government
services
Departmental Structure
4. Provide efficient and timely responses to Public Records Request.
o Performance Measure: Process Public Records requests
o Target Measure: Number of Public Records Request processed
➢ I -C.1 Competent, cost - effective, responsive, transparent County government
services
5. Continue to improve efficiency of Monroe County operations through the implementation
of available resources, streamlining existing procedures, allowing for ongoing electronic
routing and approvals in a paperless environment.
o Performance Measure: Coordinate with County departments and the
Clerk's office to implement enhancements to business processes
o Target Measure: Percentage of electronic routing process completed
Budget & Finance
J
OMB Grants Purchasing
IM anagement
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
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Departmental Business Plan and Outlook
Department Name: Information Technology
DEPARTMENT OVERVIEW
Department Mission
The mission of Monroe County Information Technology Department is to responsibly apply
technology to enable communication, responsiveness and collaboration with our citizens and our
community.
Department Description
The Information Technology Department is responsible for the installation, support and
maintenance of the County's technology infrastructure including: all applications, technology
infrastructure, desktop /laptop computers, printers, multifunctional devices, telephones and mobile
devices. The Department supports approximately 90 applications and more than 80 Windows
based servers serving more than 40 locations throughout the Keys. IT also maintains and archives
the emails of all users and provides network /internet access for approximately 1,100 users -
including the Property Appraiser, Monroe County Sherriff, the 16th Judicial Circuit Court and the
Clerk of Courts. The IT Department operates the Monroe County Television Cable Channel
(MCTV), which broadcasts local government programming throughout the Florida Keys. MCTV
also provides a digital stream of the broadcast on the County's website and maintains a video on
demand archive of all meetings that have been aired.
Department Goals and Measures
I. Goal — Provide Excellent Governance
A. Fiscal Strength
➢ I -A.1 Effective allocation of resources to meet current and future operating and
capital needs
1. Perform Regular Reviews of Expenditures to Ensure Budget Compliance. This goal is
necessary for both legal budgetary compliance but also to provide the most cost- effective
access to information for County staff and the public.
o Performance Measure: Review of expenditure spreadsheets to Finance
Reports
o Target Measure: Percentage of expenditures maintained at no more than
5% variance between estimated and actual expenditure forecasts
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MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
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➢ I -A.4 "Best- value" goods, services, assets that support County operations
2. Maintain Current and Accurate Equipment Inventories. Florida statutes require an annual
accounting of all equipment having an acquisition price of $1,000 or above. Maintaining
competent custody and control over County equipment demonstrates responsible
management of County capital assets.
o Performance Measure: Perform Equipment Inventory
o Target Measure: Percentage of equipment inventory completion
C. Excellent, Efficient, Equitably Delivered Public Service
➢ I -C.2 Professional County Government Workforce
3. Develop and manage a training plan for staff.
o Performance Measure: Development of a Training Plan
o Target Measure: Percentage of training plan completion
4. Manage Service Desk requests through the Work Order system in a timely and efficient
manner.
o Performance Measure: 75% of work order requests completed within 2
days
o Target Measure: Percentage of service work order requests completed
within 2 days of entry
➢ I -C.3 Effective use of technology to enhance services and communication
5. Enhance and Improve MCTV Programming. In our continuing effort to effectively
communicate with Monroe County Citizens, we plan to enhance and improve MCTV
programming with a focus on original content.
o Performance Measure: Amount of new and original content created
throughout the year
o Target Measure: Number of new and original content created
6. Support Library Public Access Computers.
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
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o Performance Measure: Enable support for Library Public Access computers
to maintain a 99.5% Uptime
o Target Measure: Percentage of Monroe County Public Library support
maintained at 99.5%
7. Manage Network, Firewall and Wireless infrastructure, increasing the security, reliability
and efficiency of the application, communications and network environment to enhance
the productivity of County staff.
o Performance Measure: Maintain a 99.5% network uptime
o Target Measure: Percentage of Network /Firewall/Wireless maintained at
99.5% uptime
8. Proactively manage servers and storage to ensure security, stability and resiliency of the
environment. Utilize tools to ensure server patching is being appropriately managed.
o Performance Measure: Maintain a 99.5 +% server /storage availability
o Target Measure: Percentage of Server /Storage managed at 99.5% uptime
9. Proactively manage telephone and video communications, ensuring that high quality
services are available.
o Performance Measure: Maintain a 99.5% Uptime of Telephone Service
o Target Measure: Percentage of Telephone Service maintained at 99.5%
uptime
10. Proactively manage desktop /laptop computers to ensure proper software is deployed
Utilize tools to ensure desktop /laptop patching is being appropriately managed.
o Performance Measure: 99% of the Inventory Properly Patched
o Target Measure: Percentage of desktop /laptop computers that are
equipped with proper software
11. Support and Maintain Monroe County Websites.
o Performance Measure: 99.5% Website Uptime
o Target Measure: Percentage of website maintained at 99.5% uptime
II. Goal — Practice Environmental Stewardship
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
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C. Promotion of Energy Conservation and Sustainability
➢ II -C.1 Reduction of County Government operational energy use and GHG emissions
12. Purchase Equipment that is Energy Star Compliant — This will promote energy
conservation and sustainability.
o Performance Measure: 100% of Appropriate Potential Purchases
o Target Measure: Percentage purchases of Energy Star Compliant
Equipment
13. Videoconferencing Enhancement - Extend capabilities and make it easier to use.
o Performance Measure: Videoconferencing enhancements incorporated
o Target Measure: Percentage of videoconferencing maintained at 99.5%
uptime
III. Goal — Promote Community Safety, Health and Well -Being
B. Effective Emergency Management
➢ III -B.1 Hurricane preparedness response, and resilience
14. Document and Optimize the Monroe County Disaster Recovery / Business Continuity
Plan.
o Performance Measure: Complete the Monroe County Disaster
Recovery /Business Continuity plan
o Target Measure: Percentage of plan optimized
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
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Departmental Business Plan and Outlook
Department Name: County Attorney
DEPARTMENT OVERVIEW
Department Mission
The mission of the County Attorney's Office is to provide high quality legal services to the Board
of County Commissioners, Monroe County's Constitutional Officers, and the County
Administration in a timely, efficient, and cost - effective manner. With its staff of nine highly trained
and experienced attorneys and skilled support staff, the County Attorney's Office is committed to
providing professional legal services in the most efficient and productive manner possible.
Department Description
The County Attorney is the legal advisor and provides legal services to the Board of County
Commissioners, the County Administrator, and County Departments under the supervision of the
County Administrator, and all County regulatory and advisory boards in all matters relating to their
official County duties.
The overarching goal of the County Attorney's Office is to ensure that County receives effective
legal counsel in all matters and is in compliance with all applicable laws, regulations, and
obligations. The office is tasked with providing competent, cost - effective, responsive legal
services to the County Commission and staff while ensuring transparency in County government.
Each staff attorney is assigned to represent at least one County department as primary counsel.
Each attorney is tasked with assisting the assigned department with achieving action plan goals
set forth in the Strategic Plan.
The County Attorney's Office plays a critical role in preparing the BOCC's agenda and processing
items approved by the Commission. The office is tasked with primary responsibility for responding
to requests for public records, providing adequate public notice on bids, hearings and serves as
the County's Records Management Liaison Officer.
Risk Management analyzes sources of potential liability and works to eliminate and /or reduce the
County's exposure to claims. Every contract is reviewed to ensure the County has proper
insurance coverage in its agreements for its projects. Risk staff also works with members of the
public to assist in resolving legitimate accident claims involving County property, operations or
employees.
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
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Department Goals and Measures
I. Goal — Provide Excellent Governance
A. Fiscal Strength
➢ I -A.1 Effective allocation of resources to meet current and future operating and
capital needs.
1. Regular monitoring of line items within budget.
o Performance Measure: Maintain no more than 5% variance between
estimated and actual expenditure forecasts
o Target Measure: Percentage of time spent reviewing expenditure
spreadsheets to Finance Reports
➢ I -AA "Best- value" goods, services, assets that support County operations
2. Responsible expenditure management.
o Performance Measure: Utilize technology to minimize unnecessary vehicle
travel
o Target Measure: Percentage of meetings attended remotely
➢ I -A.5 Sound, cost - effective management of risk, workers, comp., and group
insurance
3. Ensure that the County is adequately protected and insured against claims.
o Performance Measure: Reduce exposure to loss while maintaining
employee and public safety
o Target Measure: Number of Auto Liability Claims, Auto Physical
Claims, General Liability Claims, and Property Claims
C. Excellent, Efficient, Equitably Delivered Public Service
➢ I -C.1 Competent, cost - effective, responsive, transparent County government
services
4. Ensure that the County receives effective legal counsel in all matters and is in compliance
with all applicable laws, regulations, and obligations.
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
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o Performance Measure: Professional representation of the County in
assigned matters
o Target Measure: Number of Referrals to Outside Counsel
5. Increase compliance with code enforcement.
o Performance Measure: Initiate litigation for old cases or those currently
found not to be in compliance
o Target Measure: Number of Code Cases Referred by Special
Magistrate
6. Professionally prepared Board of County Commission agendas.
o Performance Measure: Timely publication of all BOCC agendas
o Target Measure: Number of BOCC meetings
7. Process County Attorney's agenda items.
o Performance Measure: Submit complete items to the Clerk's Office for
execution while noticing appropriate attorney of any errors or omissions
that require attention
o Target Measure: Number of County Attorney items, Ordinances,
Resolutions, and Closed Sessions
8. Process approved agenda items for all other departments.
o Performance Measure: Submit complete items to the Clerk's Office for
execution while noticing appropriate attorney of any errors or omissions
that require attention
o Target Measure: Number of Contracts, Ordinances, Resolutions
and Task /Change Orders
9. Provide prompt, complete responses to public records requests.
o Performance Measure: All Requests fulfilled completely and within time
period permitted by law
o Target Measure: Number of Public Records Requests
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
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10. Proper management of the County's records for retention and destruction.
o Performance Measure: Compliance with GS1 -SL Records Schedule and
statutory requirements
o Target Measure: Number of Records Disposition forms received
11. Provide comprehensive research on information in official records regarding real property
title issues.
o Performance Measure: Respond to requests within 48 hours of receipt of
request, unless otherwise directed
o Target Measure: Percentage of Time spent on research
12. Notices advertised in compliance with all applicable publication requirements.
o Performance Measure: Place legal ads for Public Hearings, Solicitation
Review /Notices
o Target Measure: Number of Public Hearings, RFPs
➢ I -C.2 Professional County government workforce
13. Professional County Government workforce.
o Performance Measure: Maintain Florida Bar certifications /Paralegal
certification or pursue certification through continuing education and exam
preparation
o Target Measure: Number engaging in professional Development
➢ 1 -C.3 Effective use of technology to enhance services and communication
14. Organize a Countywide streamlined mechanism for capturing and tracking all public
records requests received.
o Performance Measure: Utilize technology to implement new public
records request management and tracking tools
o Target Measure: Percentage of research, training, and implementation
completed
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
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Departmental Business Plan and Outlook
Department Name: Social Services
DEPARTMENT OVERVIEW
Department Mission
The mission of the Social Services Program is to provide a holistic approach to case management,
interim financial, medical and general assistance to eligible individuals and families in need of
these various services throughout the County. Assistance is supplemented with counseling and
direction designed to restore clients to self- sufficient status, or to maintain and promote
independent self- management. Clients are also referred to the appropriate local, State, and
Federal programs and agencies in the community for other related services that are applicable
for individuals and families in need of long -term support. These programs are all aimed at
reducing social and economic dependency. Finally, clients are also made eligible for any other
in -house programs our department offers to ensure that the client's total needs are met, ensuring
the highest level of client success and satisfaction.
Department Descrintion
The Social Services Department provides a number of life- sustaining services. The services
primarily assist disabled individuals, senior citizens, families with young children, the working
poor, and those individuals who are unable to be assisted by other community programs. The
Department provides resources, financial assistance, and information to assist clients in need or
in a crisis situation. Programs include the Low - Income Home Energy Assistance Program, State
Housing Initiatives Partnership, Monroe County Transit, Weatherization Assistance Program,
Nutrition Programs, Special Needs, and In -Home Services Programs. These programs provide
essential services such as home - delivered meals, personal care, in -home and /or facility -based
respite, homemaking, chore services and door -to -door transportation to doctor appointments, etc.
The Social Services Department also operates Bayshore Manor, the only assisted living facility
that is operated in Monroe County at this time.
Department Goals and Measures
III. Goal — Promote Community Safety, Health and Well -Being
C. Health, Social, and Life -Long Enrichment Services
➢ III. C. 1. Accessible Health and Social Services for Vulnerable Citizens
Bayshore Manor:
Bayshore Manor — Maintain 100% Occupancy for a Minimum of Two Quarters. This is
evidence of efficient use of County assets /resources.
o Performance Measure: Ensure total occupancy at Bayshore Manor
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
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o Target Measure: Percentage of resident occupancy
2. Bayshore Manor— Maintain a Minimum of one move -in ready individual on waitlist during
at least Two Quarters. This will aid in the achievement of goal #1.
o Performance Measure: Maintain appropriate individuals on waitlist
o Target Measure: Number of individuals on waitlist for residential services
3. Bayshore Manor— Add at Least One Annual (or repeatable) Social Activity or Field Trip to
Resident's schedule during at least Two Quarters. This will increase the comfort,
satisfaction, and quality of life for the residents.
o Performance Measure: Add social activities to resident's schedules
o Target Measure: Number of added activities
Social Service Transportation:
1. Transportation — Increase MCT Ridership by 5% during at least Two Quarters. Improved
customer service and customer satisfaction and this is also evidence of efficient use of
County assets /resources.
o Performance Measure: Increase MCT ridership
o Target Measure: Percentage of increased ridership
2. Transportation — Decrease Reservation /Booking Data Entry Error Rate in Trapeze by 50%
during at least Two Quarters. This will result in improved customer service and customer
satisfaction.
o Performance Measure: Reduce data entry errors in MCT's Trapeze
System
o Target Measure: Percentage decrease in error rate experienced
Welfare Services:
1. In Home Services —Decrease Error Rate of CIRTS Data Entry by 20% during at least Two
Quarters. This will result in fewer CIRTS exception reports and less findings on monitoring
reports from the Alliance for Aging, Inc. (AAA).
o Performance Measure: Reduce CIRTS data entry error rate
o Target Measure: Percentage decrease in CIRTS data entry error rate for
each quarter
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
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2. Nutrition — Increase HOT Home Delivered Meals in Key West a Minimum of 10% during
at least Two Quarters. Increase clients who are receiving grant services and in turn, seek
additional funding as needed from the Alliance for Aging, Inc. (AAA).
o Performance Measure: Increase number of hot home delivered meals in
Key West
o Target Measure: Percentage increase of meals delivered each quarter
3. Nutrition — Increase Attendance at Marathon Meal Site by 5% during at least Two
Quarters. This is evidence of efficient use of County assets /resources.
o Performance Measure: Increase attendance at Marathon Senior Meal
Site
o Target Measure: Percentage of meals served each quarter
4. Compliance — Increase Timely Submission of all Reports to a Minimum 95% On -Time
Rate during at least Two Quarters. This will result in fewer CIRTS exception reports and
less findings on monitoring reports from the Alliance for Aging, Inc. (AAA).
o Performance Measure: Increase timely submission of all reports
o Target Measure: Percentage of reports timely submitted for each quarter
5. Compliance —Improve processing time by 3 Days for monthly co -pay mailings and billings
This is evidence of efficient use of County assets /resources.
o Performance Measure: Increase processing time for co -pay mail outs
o Target Measure: Number of days required to process mailings and billings
6. Administration — Decrease Pauper Cremation Processing Time to a Maximum of 30 Days
in 95% of All Pauper cases during at least Three Quarters. This is evidence of efficient
use of County assets /resources. This will also result in improved customer service and
customer satisfaction.
o Performance Measure: Increase processing time for all pauper cases
o Target Measure: Number of days to process pauper cremation
7. Administration — Ensure all HCRA's are Processed in 55 Days or Less in 99% of HCRA
Cases. This is evidence of efficient use of County assets /resources.
o Performance Measure: Increase processing time for HCRA's
o Target Measure: Number of days for processing time of HCRA cases
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
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Departmental Business Plan and Outlook
Department Name: Libraries
DEPARTMENT OVERVIEW
Department Mission
The mission of the Monroe County Public Library is to meet the changing needs of our
communities for information, education and recreation in a variety of materials, formats and
technologies. The Library responds to the needs of users of all ages and diversity by providing
equal, easy and open access to materials and services delivered in an efficient, timely, and
professional manner by staff members who are friendly, helpful, and knowledgeable, in buildings
that are inviting, comfortable and fitted for technological growth and development.
Department Description
The Monroe County Public Library is the oldest library system in South Florida, dating back to
1853. Though the formats and methods of the Library Services Department have changed
radically since those days, the mission remains the same: to meet the changing needs of our
communities throughout the Keys for information, education and entertainment. The Library
Services Department offers materials in a variety of formats, from print to digital and programs for
all age groups, from toddlers through senior citizens. The Library provides access to electronic
information resources through desktop computers and wireless networking. The library catalog
is available to its users 24/7 for reference, requests and renewals. Library cards are free to
County residents and onsite resources are free to visitors. The Library houses a broad collection
of databases for patron usage and a growing collection of digital materials for downloading to a
reading or listening device. The Department's goal is to spread thejoy of reading and appreciation
of learning throughout the five branch communities: Key Largo, Islamorada, Marathon, Big Pine
Key and Key West, as well as all points in between. These resources will be used to improve the
quality of life for all residents of Monroe County.
Department Goals and Measures
III. Goal — Promote Community Safety, Health and Well -Being
C. Health, Social and Life -Long Enrichment Services
➢ III -C.3 Accessible, pertinent and modern library services.
1. The Library will provide timely and accurate information in print and electronic formats for
residents of all ages.
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
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• Performance Measures: (1) Selected areas are free of duplications and
outdated materials; displays are updated and new materials highlighted (2)
Cataloging will be accurate and up to date
• Target Measures: (1) Increase in circulation of selected collection areas,
including print and electronic materials (2) Improved access to material
information for patrons, increasing catalog usage
2. The Library will enrich the collection of resource materials in a variety of formats to meet
users' needs for information.
o Performance Measure: Reference resources will be weeded in all areas,
updated, a promoted through displays, classes, and electronic media
o Target Measure: Improved access to resources, databases, and other
formats, increasing successful reference transactions
3. The Library will offer reference service through phone and on -site access, and expand
reference services available through new technologies.
o Performance Measure: Reference technologies will be adapted for better
service, staff will be trained in database usage, as will interested patrons
o Target Measure: Access to reference resources will be expanded and
improved, producing more successful reference transactions
4. Resources and programming for children, both in -house and outreach, will be designed to
reach a broad audience of children and their caregivers.
o Performance Measure: More outreach programs, wider participation, and
new audiences attracted
o Target Measure: Staff reports of added programs, outreach, and
participation
5. Expand to all branches the program of computer and software classes currently being
ordered, coordinating efforts and joint planning on a branch level.
o Performance Measure: Expanded topics, classes in all branches
o Target Measure: Classes in all branches, coordination among branches
6. In addition to classes currently offered, services for Senior Citizens will be initiated and
expanded in all areas of our patron offering materials, programs, outreach and classes.
o Performance Measure: Broader range of program topics, improved access
to materials for Seniors; better PR for services offered
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
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o Target Measure: Programs and attendance reflecting improvement; better
circulation of appropriate materials
7. The Library will make extensive use of our webpage and other social media for promotion
of Library services, events, news, and programs at all branches, keeping the sites fresh,
current, and of interest and significance to our patrons.
o Performance Measure: Improved webpages, expanded PR through social
media, more information provided to County PIO
o Target Measure: Increase in public reaction in social media and website
responses; more PR produced for all media
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
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Departmental Business Plan and Outlook
Department Name: Building Department
DEPARTMENT OVERVIEW
Department Mission
The mission of the Monroe County Building Department is to protect public health and safety,
property and the environment by providing an efficient, effective and considerate permitting and
code administration system in accordance with Monroe County Code and the Florida Statutes
that is consistent with and furthers the Monroe County Comprehensive Plan.
Department Description
The Monroe County Building Department provides planning, reviewing and permitting services
for compliance with the Florida Building Code, the Monroe County Code, and all other life safety
codes. Coordinates unsafe structure abatement with the Code Compliance department and the
office of the County Attorney. Provides inspection services in accordance with the Building Code.
Provides a contractor licensing and testing program. Provide staff support for the Contractors
Examining Board and the Board of Adjustment and Appeals. Provide coordinated administration
and enforcement of County's floodplain regulations including management of the County's Flood
Insurance Inspection and Compliance Program.
Department Goals and Measures
I. Goal — Provide Excellent Governance
C. Excellent, Efficient, Equitably Delivered Public Service
➢ I -C.1 Competent, cost - effective, responsive, transparent County government
services
Develop procedure and tools for measurement of permits from date of application to
readiness for issuance by employee.
• Performance Measure: Development and implementation of tracking
system
• Target Measure: Percentage of procedure completed
2. Scan permit files and reduce storage requirements.
o Performance Measure: Increased satisfaction with quality of service
received from County employees; and Number of files scanned
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
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o Target Measure: Percentage of Files scanned (and closed) upon permit
closure
II. Goal — Practice Environmental Stewardship
A. Responsibly Managed Growth and Community Planning
➢ II -A.2 Current, community -based planning (Livable Communities)
3. Obtain contract for consultant to assess and document requirements for a new permitting
system.
o Performance Measure: Adopt contract
o Target Measure: Percentage of certification /Recertification
III. Goal — Promote Community Safety, Health and Well -Being
B. Effective Emergency Management
➢ III -B.1 Hurricane preparedness response and resilience
4. Develop and Implement a workable Hurricane Preparedness Plan for distribution to the
Construction Industry concerning what is expected of them as storms develop and
threaten. Offer real consequences for non - compliance.
o Performance Measure: Status of development and implementation of plan
o Target Measure: Percentage of plan completed
5. Update ICP (an internal Hurricane Preparedness Plan) for distribution to staff explaining
what is expected of them as storms develop and threaten.
o Performance Measure: Status of development and implementation of plan
o Target Measure: Percentage of developed and implemented plan
completed
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
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Departmental Business Plan and Outlook
Department Name: Planning & Environmental Resources
DEPARTMENT OVERVIEW
Department Mission
The mission of the Planning & Environmental Resources Department is to foster sustainable,
quality development in the County while conserving and promoting stewardship of the County's
fragile environment and the unique character of its diverse island communities.
Department Description
The Planning & Environmental Resources Department is responsible for the administration
of the adopted Monroe County Comprehensive Plan and Land Development Regulations. The
Department processes amendments to the Comprehensive Plan and Land Development
Regulations. Additionally, the department reviews development proposals for compliance with the
Comprehensive Plan and land development regulations, including environmental compliance.
The functions of this department are implemented by the following offices:
Comprehensive Planning
Current Planning
Environmental Resources
Marine Resources
Projects:
The Planning & Environmental Resources Department is currently working on an update to the
Comprehensive Plan update and is working with Monroe County communities to prepare Livable
Communikeys Master Plan. The Overseas Heritage Trail, scenic highways, and Historic
Preservation are additional department projects.
Department Goals and Measures
Planning:
I. Goal — Provide Excellent Governance
C. Excellent, Efficient, Equitably Delivered Public Service
➢ I -C.1 Competent, cost - effective, responsive, transparent County government
services
1. Process Private Development Approval Applications.
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MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
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o Performance Measure: Review applications for completeness &
compliance. Provide applicants with Comp Plan and code citations of any
identified issues
o Target Measure: Number of reviewed applications
➢ I -C.3 Effective use of technology to enhance services and communication
2. Continue adding Elevation Certificates to GIS.
o Performance Measure: Enter additional elevation certificates on a monthly
basis
o Target Measure: Number of certificates
3. Assist with CRS mapping and data analysis requests, including repetitive loss information
for CRS, GIS layer for vacant publicly owned land within floodplain and refining FEMA
floodplain boundaries.
o Performance Measure: Complete data analysis and mapping requests
o Target Measure: Number of completed data analysis and mapping
requests
4. Document Irma damage and provide data for grant opportunities and unsafe structure
abatement.
o Performance Measure: Apply for grant opportunities
o Target Measure: Number of grant applications
II. Goal — Practice Environmental Stewardship
A. Responsibly Managed Growth and Community Planning
➢ II -A.1 Sound, long- range, comprehensive land use planning
5. Review and implement the newly adopted 2030 Comprehensive Plan and the Land
Development Code (LDC) in the completion of Department responsibilities.
o Performance Measure: Review applications and inquiries with updated
Comp Plan policies and code citations
o Target Measure: Number of applications reviewed and inquiries answered
with updated Comp Plan policies and code citations
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
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6. Process increased volume of ROGO exemption LDRD's and LOU's post -Irma.
o Performance Measure: Track ROGO exemptions, LDRD's and LOU's
o Target Measure: Number of ROGO exemptions, LDRD's and LOU's
processed
7. Update Monroe County traffic study guidelines and related LDRs.
o Performance Measure: Process and manage traffic consultant contract and
work order to compete traffic study guideline update. Ensure study update
is completed and submitted to the County on time
o Target Measure: Number of contracts managed
Environmental Resources:
I. Goal — Provide Excellent Governance
C. Excellent, Efficient, Equitably Delivered Public Service
➢ I -C.1 Competent, cost - effective, responsive, transparent County government
services
1. Maintain reduced permit review time frames.
o Performance Measure: Update permit review worksheet based on updated
Comp Plan and Land Development Code. Provide internal training.
Continue effective and efficient team communication. Provide applicants
with Comp Plan and code citations of any identified issues
o Target Measure: Percentage of reduce permit review times
II. Goal — Practice Environmental Stewardship
A. Responsibly Managed Growth and Community Planning
➢ II -A.1 Sound, long- range, comprehensive land use planning
2. Coordinate with Climate Change Advisory Committee and implement sea level rise policy
with Planning in EAR based Comprehensive Plan amendments. Begin implementation of
Southeast Florida Regional Climate Compact Regional Climate Action Plan action items.
o Performance Measure: Attend committee meetings, coordinate information
with Planning staff, share data and propose amendments
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MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
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o Target Measure: Number of meetings coordinated
3. Process private and board directed policy changes.
o Performance Measure: Review applications and board directed policy
changes
o Target Measure: Percentage of reviewed applications & board directed
policy changes
4. Coordinate with Land Authority to accomplish County goals of land acquisition to protect
quality of life and to eliminate potential private property rights issues.
o Performance Measure: Provide assistance to Monroe County Land
Authority by sharing data, assisting with site inspections and
prioritization of acquisitions
o Target Measure: Ongoing coordination with and support for the Monroe
County Land Authority with land acquisitions
B. Preservation of the Environment and Natural Resources
➢ II -B.1 Environmental protection/ Habitat protection
5. Maintain relationship with DEP at state level and attend meetings of ARC Committee on
land acquisition.
o Performance Measure: Share data and assist in evaluating properties
Ongoing coordination with Land Authority
o Target Measure: Number of meetings attended
6. Assist with identifying State land acquisition funding source within the County and prioritize
land acquisition, based on land attributes, working with Land Authority and Board of
County Commission to begin new purchases under FDEP Florida Forever Program
o Performance Measure: Share data and assist in evaluating properties and
funding options. Draft LOUs and coordinate with DEP Appraisers and Land
Authority on the purchase of Tier III lands
o Target Measure: Percentage of evaluated properties and funding options
➢ II -B.3 Protection of open space/ Preservation of scenic and natural resources
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
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7. Manage Monroe County conservation lands by removing invasive exotic plant species,
restoring native vegetation, and removing solid waste, as needed.
o Performance Measure: Coordinate with Monroe County Solid Waste and
utilize local contractors to complete work; ongoing
o Target Measure: Percentage of local contractors used to complete work
8. Secure supplemental funds for invasive exotic plant removal.
o Performance Measure: Apply for annual funding from the State
o Target Measure: Number of applications completed
Marine Resources:
II. Goal — Practice Environmental Stewardship
B. Preservation of the Environment and Natural Resources
➢ II -B.2 Marine and coastal protection
1. Manage Marine and Port Advisory Committee.
o Performance Measure: Develop agenda and ensure meetings minutes are
maintained
o Target Measure: Number of scheduled & advertised meetings
2. Perform bi- annual surveys for channel markers and regulatory zones.
o Performance Measure: Survey for channel markers and regulatory zones
o Target Measure: Number of surveys completed
3. Secure funds for derelict vessel removals and channel marker maintenance.
o Performance Measure: Apply for grants for derelict vessel removals and
channel marker maintenance
o Target Measure: Number for applications
4. Develop policy recommendations for legislative consideration pertaining to the reduction
of derelict vessels.
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
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• Performance Measure: Submit or review proposed legislation on derelict
vessels
• Target Measure: Number of submissions
5. Continue to manage Pump -out contract.
o Performance Measure: Ensure quotas are met and that contract terms are
satisfied. Coordinate with contractor and CVA to ensure continued service
and funding. Continue evaluating additional funding sources and /or service
efficiency improvements. Provide reports on the number of pump outs
completed and gallons of sewage disposed
o Target Measure: Average number of pump outs per month
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
*
00
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Departmental Business Plan and Outlook
Department Name: Code Compliance
DEPARTMENT OVERVIEW
Department Mission
The mission of the Code Compliance Department is to promote, protect and improve the health,
safety and welfare of citizens and the environment by providing an equitable, expeditious and
effective enforcement of all County Codes and establishing a working partnership with Monroe
County neighborhoods.
Department Description
The Code Compliance Department performs field investigations for complaints relating to
ordinance violations both reactively and proactively. Proposes courtesy warning notices and
notices of violations. Inspectors place an emphasis on voluntary compliance measures, but also
provide enforcement where required to obtain compliance. Present ordinance violation cases in
special master hearings and the court system. Coordinate the removal of abandoned vehicles,
vessels, debris, and vegetative debris from private property, County and State Rights of way.
Coordinate unsafe structure enforcement with the County Building Official. Coordinate foreclosure
proceedings with the County Attorney. Provides staff assistance to the Special Master and
information to public regarding Monroe County Code and compliance.
Department Goals and Measures
II. Goal — Practice Environmental Stewardship
A. Responsibly Managed Growth and Community Planning
➢ II -A.2 Current, community- based planning (Livable Communities)
1. Utilize software purchased to identify illegal vacation rentals and gain compliance.
o Performance Measure: Schedule cases for Special Magistrate Hearing
o Target Measure: Number of violations and gained compliance
2. Reduce number of cases in lien status by moving cases forward to Special Magistrate to
authorize collections and ultimately to BOCC to authorize further legal action.
o Performance Measure: Schedule cases Special Magistrate /BOCC
o Target measure: Number of cases scheduled per month
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MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
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3. Maintain /achieve Certified Floodplain Management and Florida Assoc. of Code
Enforcement (FACE) certifications.
o Performance Measure: Achieve (FACE) certifications
o Target Measure: Number of (FACE) certifications maintained and achieved
4. Conduct in -house staff training of inspectors and administrative assistants.
o Performance Measure: Training completed by inspectors and
administrative assistants
o Target Measure: Number of staff members trained per year
5. Enforce mandatory central wastewater connections required by State of Florida Area of
Critical State Concern (ACSC) work plan.
o Performance Measure: Scheduled for Special Magistrate hearing.
o Target Measure: Number of connections enforced
6. Coordinate with the Building Official on unsafe properties to gain full compliance and
elimination of unsafe structures.
o Performance Measure: Conduct quarterly meetings with Building Official
o Target Measure: Number of unsafe properties in full compliance
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
*
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Departmental Business Plan and Outlook
Department Name: Project Management & Facilities
DEPARTMENT OVERVIEW
Department Mission
The mission of the Facilities Maintenance Department is to maintain all county buildings, grounds,
constitutional offices, parks, and beaches at the highest level of quality and in the most efficient
manner to provide employees, citizens, and visitors with clean, safe, and comfortable facilities.
Department Description
The Project Management and Facilities Department maintains all of Monroe County's existing
parks, beaches, boat ramps, and buildings. Develops and solicits requests for qualifications,
proposals, and solicitations for work; identifies and mitigates risk and inspects work for quality
and conformance to design specifications; manages and documents the end -to -end lifecycle of
capital improvements from integration through commissioning; acts as an owner's representative
for key stakeholders, and tracks and monitors scope, schedule and cost while maintaining budget.
Department Goals and Measures
I. Goal — Provide Excellent Governance
A. Fiscal Strength
➢ I -A.1 Effective allocation of resources to meet current and future operating and
capital needs
1. Maximize revenues by pursuing grants and legislative appropriations.
o Performance Measure: Identify and apply for minimum two grants per year
o Target Measure: Number of grant applications approved
➢ I -AA Best Value goods, services, assets that support County operations
2. Procuring "best- value" goods, services and assets that support County operations.
o Performance Measure: Monitor and negotiate professional fees
o Target Measure: Percentage of time professional fees are
monitored /negotiated
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MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
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➢ I -A.5 Sound, cost - effective management of risk, workers' comp., and group
insurance
3. Maximize opportunities to improve health and safety of employees.
o Performance Measure: Project /Facilities staff receive OSHA
certification
o Target Measure: Percentage of staff OSHA certified
B. Responsible Management of Physical Infrastructure and Capital Assets
➢ 1 -13.3 Safe, functional, cost - effective County buildings
4. Inspect and Maintain equipment on a regular basis.
o Performance Measure: Ensure equipment repaired or serviced before they
become inoperable or a safety issue
o Target Measure: Percentage of equipment repaired
5. Work to keep all buildings clean and a safe working environment.
o Performance Measure: Reduce complaints by preventive
maintenance and daily janitorial work
o Target Measure: Percentage in reduction of complaints
6. Continue with Safety Preventative Measures while performing daily assignments.
o Performance Measure: Monitor the instances that safety gear is not worn
or safe practices are not followed
o Target Measure: Number of instances that safety gear was not worn
C. Excellent, Efficient, Equitably Delivered Public Service
➢ I -C.1 Competent, cost - effective, responsive, transparent County government
services
7. Reduce the average work order completion time.
o Performance Measure: Reduce the time spent effectively responding
to /completing open work orders
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
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o Target Measure: Percentage of daily time spent effectively responding
to /completing open work orders
8. Ensure administrative duties including record keeping, purchasing, budget monitoring,
personnel actions are completed accurately and in a timely fashion.
o Performance Measure: Administrative duties are monitored for accuracy
and timeliness
o Target Measure: Percentage of work completed before due date /deadline
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
*
00
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Departmental Business Plan and Outlook
Department Name: Engineering Services & Roads
DEPARTMENT OVERVIEW
Department Mission
The mission of the Engineering Services & Roads Department is to provide residents and
travelers with safe and well- maintained roads, bridges and bike /pedestrian paths on which to
travel - and to provide visually enjoyable rights of way.
Department Description
The Engineering Service and Roads Department oversees the design and construction of
Monroe County's roads, public rights of way, bridges, sidewalks and pedestrian /bike paths.
Projects include the replacement or rehabilitation of County bridges, the resurfacing of County
roads, installation of drainage improvement on County roads and the construction of new
pedestrian /bike paths.
Engineering Services Department established a transition plan and is implementing upgrades to
Monroe County maintained sidewalks in the SidewalkADA Transition Plan.
Engineering Services also is responsible for:
Rights of Way Use Permits
Maintenance and Repair of Traffic Signals at intersections of U.S. 1 and County Roads
Maintenance and Repair of Street Lights on U.S. 1.
Department Goals and Measures
I. Goal — Provide Excellent Governance
A. Fiscal Strength
➢ I -AA Best Value goods, services, assets that support County operations
1. Evaluate and negotiate consultant proposals to ensure costs within industry guidelines
Performance Measure: Consultant contract costs held at steady or
reasonable annual increase
o Target Measure: Percentage of Consultant contract costs held at steady
or reasonable annual increase
Packet Pg. 69
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
()00_,_.00WQ Page 164
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2. Identify and pursue grant opportunities to fund various engineering projects.
o Performance Measure: Identify and apply for minimum two grants per year
o Target Measure: Number of applications for grants for Engineering
projects
B. Responsible Management of Physical Infrastructure and Capital Assets
➢ I -B.1 Wastewater and storm water that protects water quality and ensures public
health
3. Develop proactive storm water structure maintenance program.
o Performance Measure: Fulfill storm water maintenance requirements of
the Community Rating System
o Target Measure: Percentage of storm water maintenance requirements
fulfilled
4. Improve storm water management /maintenance of drainage features on County roads
o Performance Measure: Respond to calls within 48 hours; develop solution
o Target Measure: Length of time (days) from call to response /solution
implementation
➢ I -B.2 Safe, well- maintained transportation infrastructure
5. Continue to implement roadway improvement program.
o Performance Measure: 80% of projects initiated and completed on
schedule
o Target Measure: Percentage of structures cleared annually
6. Continue to implement bridge repair /replacement program.
o Performance Measure: 80% of projects initiated and completed on
schedule
o Target Measure: Percentage of structures cleared annually
7. Initiate preservation program on newly resurfaced roads to lengthen pavement life.
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
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o Performance Measure: Continue progress on plan development
o Target Measure: Percentage of progress completed
8. Timely resolution of calls /complaints for road repairs.
o Performance Measure: Respond to calls within 48 hours; develop solution
implementation
o Target Measure: Length of time (days) from call to response /solution
implementation
C. Excellent, Efficient, Equitably Delivered Public Service
➢ I -C.2 Professional County government workforce
9. Continue required training for specific positions; identify training opportunities to enhance
skill set.
o Performance Measure: Employees attend a minimum of one professional
development course per year
o Target Measure: Number of professional development courses attended
➢ I -C.3 Effective use of technology to enhance services and communication
10. Complete construction of all electronic tolling at Card Sound Toll on time.
o Performance Measure: Construction completed on schedule; county
prepared with support for discount programs by "go -live" date
o Target Measure: Percentage of Card Sound Toll project completion
II. Goal — Practice Environmental Stewardship
A. Responsibly Managed growth and Community Planning
➢ II -A.2 Current community based planning (livable communities)
11. Include construction of transportation alternatives (bike lanes /paths, sidewalks) and
complete streets concept in bridge and roadway and drainage improvement projects.
o Performance Measure: Increase in number of projects that include
transportation alternative /complete street features
o Target Measure: Number of projects completed
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
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C. Promotion of Energy Conservation and Sustainability
➢ II -C.2 Community -wide sustainability and adaptation
12. Assess sea level rise vulnerability and include adaptation element in County transportation
infrastructure projects.
o Performance Measure: All projects include evaluation for SLR adaptation
o Target Measure: Number of projects evaluated for SLR; increased
data /observations of repetitive flood areas in county
III. Goal — Promote Community Safety, Health and Well -Being
B. Effective Emergency Management
➢ III -B.1 Hurricane preparedness, response and resilience
13. Improve /document Road Dept. and Engineering procedures for Hurricane Response
o Performance Measure: Progress on completion of clear procedures and
tools needed to facilitate work
o Target Measure: Number of completed procedures map database (tool)
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
* 04 00 Q 0
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Departmental Business Plan and Outlook
Department Name: Solid Waste
DEPARTMENT OVERVIEW
Department Mission
The mission of the Solid Waste Management Department is to provide for cost - efficient and
environmentally proper collection, transportation, and disposition of solid waste generated in the
county, excluding the City of Key West and the Village of Islamorada, as defined by various
statutes, ordinances, and agreements.
Department Description
The Solid Waste Department provides comprehensive, convenient and reliable
services /programs, residential and commercial, for the collection and disposal of the different
types of waste, including garbage, recyclables, yard waste, white goods, tires, household
hazardous waste, electronic waste, and litter.
Department Goals and Measures
I. Goal — Provide Excellent Governance
A. Fiscal Strength
➢ I -A.2 Stable protected reserves
1. Maintain solid reserves and cost effective management.
o Performance Measure: Rates are adjusted annually as need to maintain
adequate (4 -6 months' operating expense) with becoming excessive
o Target Measure: Percentage of reserves within BOCC Policy
II. Goal — Practice Environmental Stewardship
C. Promotion of Energy Conservation and Sustainability
➢ II -C.2 Community -wide sustainability and adaptation
2. Provide the public with education /outreach on collection programs and services and
recycling.
o Performance Measure: Increased public participation
o Target Measure: Percentage of participation
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
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III. Goal — Promote Community Safety, Health and Well -Being
C. Health, Social and Life -Long Enrichment Services
➢ III -C.2 Promotion of community -wide sustainability and adaptation planning
3. Director will provide the public with education /outreach on collection programs and
services and recycling.
o Performance Measures: (1) Recycle quantities continue to increase both
in Ibs /household, total tons, and as a percentage of total solid waste
disposed (2) Number of commercial recycle accounts increases each year
o Target Measures: (1) Recycle quantity is above 40lbs /week /household
(2) Overall recycle tonnage increases year on year
(3) Overall recycle percentage (FDEP measure) increases each year and
achieves a minimum of 75%
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
* (D 4 1 ) , 00 Q 0
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Departmental Business Plan and Outlook
Department Name: Fleet Management
DEPARTMENT OVERVIEW
Department Mission
The mission of the Fleet Management Department is to provide fleet management services in the
most effective and efficient means possible.
Department Description
The Fleet Management Department services approximately 750 units at three County -owned
garages in Key West, Marathon, and Plantation Key. The Department is responsible for acquiring
and disposing of, maintaining, repairing, and providing fuel for the County fleet, which includes
automobiles, vans, trucks, heavy equipment, and more than 60 generators. It manages all outside
warranty and specialty contract repair work and operates a preventive maintenance tracking
system for all vehicles under its care. It also provides maintenance support for the Monroe County
Sheriff's Department vehicles.
Department Goals and Measures
I. Goal — Provide Excellent Governance
A. Fiscal Strength
➢ I -A.1 Effective allocation of resources to meet current and future operating and
capital needs
1. Implement garage supply purchase, storage, and management process.
o Performance Measure: Random review of Fleet tool and supply inventory
Reports
o Target Measure: Percentage of all County provided tools and equipment
logged in, inventoried, and accounted for
➢ I -AA "Best- value" goods, services, assets that support County operations
2. Provide (proposed) Fleet vehicle and equipment replacement plans.
o Performance Measure: Documented (proposed) 5 year Fleet vehicle and
equipment replacement schedule submitted annually as part of budget
process
Packet Pg. 75
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
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o Target Measure: Number of fleet vehicles /equipment repaired
B. Responsible Management of Physical Infrastructure and Capital Assets
➢ 1 -13.3 Safe, functional, cost - effective County buildings
3. Maintain safe garages and fuel facilities.
o Performance Measure: Documented written facility inspections and
repairs from inspection
o Target Measure: Number of accidents due to unsafe conditions in and /or
around garage facilities
➢ 1 -13.4 Safe, functional, cost - effective County fleet
4. Fully implement updated procedures for disposing of surplus vehicles and equipment.
o Performance Measure: Minimum; completion of (2) in house vehicle surplus
sales, and (1) outside County sale annually
o Target Measure: Number of pending surplus units in inventory at any given
time
5. Maintain safe County and Sheriff Fleet vehicles and equipment.
o Performance Measure: Results of monthly inspections due reports, and
safety records for all County and Sheriff vehicles and equipment
o Target Measure: Number of accidents due to defective Fleet parts,
components, or past repairs
C. Excellent, Efficient, Equitably Delivered Public Service
➢ I -C.2 Professional County government workforce
6. Continue to provide professional Fleet knowledge and knowhow.
o Performance Measures: Maintain fully trained staff to complete all high
profile Fleet Admin. Activities
o Target Measure: Number of fully trained staff members fully capable of
performing each high profile Fleet task
MISSION:
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
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Roman Gastesi
County Administrator
1100 Simonton Street
Key West, FL 33040
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Licenses And Permits
&/01 a283#(0V2/##/2!# !"
4 "1 1 283
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Building Permits
4,889,730
4,608,920
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;'7'2/
;9°/X79
1 !9 9
&/010283
6 =2!>
Taxes
491,260
491,260
530,000
7.9%
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Impact Fees
Ad Valorem Taxes
75,463,967
77,511,080
83,946,613
83,946,613
85,526,848
1.9%
Sales & Use Taxes
64,564,957
65,140,475
66,089,157
66,089,157
65,306,349
(1.2)%
Local Communications Service Tax 646,077
610,480
615,000
615,000
630,000
2.4%
Local Business Tax
485,615
487,491
460,000
460,000
480,000
4.3%
Total Taxes 141,160,616
143,749,526
151,110,770
151,110,770
151,943,197
0.6%
Licenses And Permits
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Building Permits
4,889,730
4,608,920
4,650,000
4,676,552
5,022,000
8.0%
.9
Franchise Fees
473,600
539,757
491,260
491,260
530,000
7.9%
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Impact Fees
308,081
282,045
172,200
172,200
107,200
(37.7)%
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Special Assessments
13,732,998
1,828,850
2,968,496
3,061,774
2,977,930
0.3%
Total Licenses And Permits
19,404,409
7,259,572
8,281,956
8,401,786
8,637,130
4.3%
u-
Intergovernmental Revenue
(D
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Federal Grants
6,672,462
7,770,222
-
60,578,668
-
0 %
C
Fed Pmts In Lieu Of Taxes
1,611,615
1,568,655
-
-
-
0 %
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State Grants
4,790,949
6,843,671
-
22,422,038
-
0 %
State Shared Revenues
18,040,617
18,917,271
19,431,000
19,431,000
20,332,000
4.6%
Grants from other Local Units
67,667
45,115
-
96,195
-
0 %
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Transportation
-
-
-
150,000
-
0 %
Total Intergovernmental Revenue
31,183,310
35,144,934
19,431,000
102,677,902
20,332,000
4.6%
Charges For Services
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General Government
24,960,152
29,095,006
33,651,352
33,736,406
33,495,303
(0.5)%
N
Public Safety
10,756,512
13,957,632
13,888,836
14,064,787
13,520,051
(2.7)%
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Physical Environment
17,795,447
17,514,387
17,780,795
17,780,795
18,359,293
3.3%
'0
Transportation
10,706,046
12,174,944
11,137,000
12,059,055
11,198,000
0.5%
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Economic Environment
393,659
392,364
543,755
543,755
545,755
0.4%
.o
Human Services
307,480
370,811
320,000
320,000
340,000
6.3%
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Culture /recreation
841,431
819,930
791,000
791,000
796,000
0.6%
Court- related Revenues
607,441
616,099
490,000
533,298
490,000
0 %
Otr Charges For Svices
58,741
49,304
68,000
68,000
70,000
2.9%
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Total Charges For Services
66,426,910
74,990,476
78,670,738
79,897,097
78,814,402
0.2%
Fines And Forfeits
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Court Cases
611,765
955,089
541,500
541,500
638,000
17.8%
pp
Library Fines
10,883
9,820
-
3,550
-
0 %
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Violation -Id Ordin
1,316,474
1,781,957
1,303,600
1,331,436
1,453,100
11.5%
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Other Fines And /or Forfeits
3,250
2,945
-
-
-
0 %
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Total Fines And Forfeits
1,942,372
2,749,810
1,845,100
1,876,487
2,091,100
13.3%
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Misc. Revenues
- a
Interest Earnings
2,125,310
2,586,414
661,270
661,270
679,605
2.8%
a�
o
Rent/royalties
500,694
524,813
535,000
535,000
555,000
3.7%
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Special Assessments
4,602
128
-
-
-
0 %
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Sale /comp -loss Of Assets
81,371
41,702
-
-
-
0 %
..
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Sales- surplus Matls
44,000
-
154,922
154,922
-
(100.0)%
Contrib From Priv Sources
360,889
73,261
-
50,742
-
0 %
E
Pension Fund Contributions
39,899
36,940
37,000
37,000
37,000
0 %
Other Misc Revenues
1,999,755
2,129,824
625,200
1,120,125
725,700
16.1 %
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Total Misc. Revenues
5,156,520
5,393,081
2,013,392
2,559,059
1,997,305
(0.8)%
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Other Sources
Interfund Transfer 28,798,487 38,619,997 38,574,753 45,198,591 20,099,662 (47.9)%
Debt Proceeds 47,212,188 25,397,527 12,455,276 12,455,276 2,000,000 (83.9)%
Transfer in Excess Fees 7,924,818 7,817,650 6,545,425 6,545,425 6,445,425 (1.5)%
Fiscal Year 2019 1 Summary Reports
Packet Pg. 78
B.1.b
Monroe County Board of County Commissioners
FY 2019 Preliminary Fiscal Plan Revenue Summary
FY 2016
FY 2017
FY 2018
FY 2018
FY 2019
FY 2019
Revenue Source Actual
Actual
Adopted
Amended
Preliminary
Change
Other Non - revenues -
-
138,073,313
141,874,180
127,639,671
(7.6)%
Total Other Sources 83,935,493
71,835,174
195,648,767
206,073,472
156,184,758
(20.2)%
County Total Revenue 349,209,631
341,122,574
457,001,723
552,596,572
419,999,892
(8.1)%
Fiscal Year 2019
2
Summary Reports
Packet Pg. 79
B.1.b
Monroe County Board of County Commissioners
FY 2019 Preliminary Fiscal Plan Fund Summary
General Fund
Fund Number: 001
Description: The General Fund is the principal fund of the County and accounts for the receipt and
expenditure of resources that are traditionally associated with local government and that are not
required to be accounted for in
another fund.
FY 2019
FY 2019
Appropriations by Department
Preliminary
Revenue Source
Preliminary
Animal Shelters
1,367,268
Taxes
24,537,981
Bayshore Manor
997,447
Intergovernmental Revenue
14,176,000
BOCC Administrative
2,050,796
Charges For Services
633,000
BOCC Miscellaneous
2,136,443
Fines And Forfeits
8,000
Budgeted Transfers
360,000
Misc. Revenues
706,000
Clerk of Courts
4,884,210
Other Sources
23,950,727
County Administrator
649,154
Total Revenue
64,011,708
County Attorney
1,454,206
Emergency Management
549,798
Employee Services - Personnel
613,015
Extension Services
236,969
Facilities Maintenance
8,151,722
Fire & Rescue Coordinator /Fire Academy
705,846
Grants Management
224,157
Guardian Ad Litem
210,396
Human Service Advisory Board Funding
2,000,000
Information Technology
2,930,260
Judicial Administration
1,812,867
Libraries
3,645,713
Medical Examiner
704,435
Office of Legislative Affairs
186,121
Office of Management & Budget
697,912
Office of Strategic Planning
158,970
Office of Sustainability
680,853
Other Non - profit Funding (Not HSAB)
129,950
Property Appraiser
4,291,743
Public Defender
751,070
Public Works Management
269,337
Purchasing
91,058
Quasi - external Services
220,000
Reserves
9,402,645
Social Service Transportation
1,047,897
State Attorney
358,388
Supervisor of Elections
1,806,329
Tax Collector
5,685,442
Veteran Affairs
772,327
Welfare Services
1,776,964
Total Budget
64,011,708
Affordable Housina Proarams
Fund Number: 100
Description: This fund accounts for revenues and expenditures of various low income housing programs.
FY 2019 FY 2019
Appropriations by Department Preliminary Revenue Source Preliminary
Housing Assistance 290,000 Misc. Revenues 1,100
Reserves 24,000 Other Sources 312,900
Total Budget 314,000 Total Revenue 314,000
Fiscal Year 2019 1 Summary Reports
Packet Pg. 80
B.1.b
Monroe County Board of County Commissioners
FY 2019 Preliminary Fiscal Plan Fund Summary
Fine & Forfeiture Fund
Fund Number: 101
Description: This fund accounts for the operation and maintenance of the Sheriffs Office, Detention Facility,
County Court Security, Trauma Star and Juvenile Justice Detention Cost Share Program (State
Mandate).
FY 2019
FY 2019
Appropriations by Department Preliminary Revenue Source
Preliminary
BOCC Miscellaneous 976,000 Taxes
47,672,184
Budgeted Transfers 16,667 Charges For Services
8,573,000
Emergency Medical Air Transport 6,802,395 Fines And Forfeits
72,500
Facilities Maintenance 2,569,774 Misc. Revenues
111,000
LEEA 75,000 Other Sources
10,741,667
Monroe County Sheriff 51,638,041 Total Revenue
67,170,351
Reserves 5,092,474
Total Budget 67,170,351
Road And Bridge Fund
Fund Number: 102
Description: This fund accounts for the operation and capital improvements of the County's Road
Department. The two major revenue sources include: State Shared Fuel Taxes, as defined
and
distributed by Section 9(c), Art. XII, State Constitution and Section 206.47(6), Florida Statutues
(F.S.) and Local Option Fuel Taxes, as defined and distributed by Sections 336.021 and
336.025, F.S. This fund is part of the County's Capital Improvement Plan (CIP).
FY 2019
FY 2019
Appropriations by Department Preliminary Revenue Source
Preliminary
Budgeted Transfers 4,040,829 Taxes
2,610,202
Office of Sustainability 413,000 Intergovernmental Revenue
4,075,000
Reserves 1,893,000 Charges For Services
66,000
Road Department 10,583,975 Misc. Revenues
57,700
Total Budget 16,930,804 Other Sources
10,121,902
Total Revenue
16,930,804
TDC District Two Penny
Fund Number: 115
Description: To account for the expenditures of advertising, promotions, and special events of the County
Tourist Development Council. Primary revenue source is a Bed Tax.
FY 2019 FY 2019
Appropriations by Department Preliminary Revenue Source Preliminary
Budgeted Transfers 58,182 Taxes 5,940,375
TDC Special Projects 1,251,153 Other Sources 2,936,854
TDC Two Penny Events 7,567,894 Total Revenue 8,877,229
Total Budget 8,877,229
Fiscal Year 2019 2 Summary Reports
Packet Pg. 81
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Monroe County Board of County Commissioners
FY 2019 Preliminary Fiscal Plan Fund Summary
TDC Admin & Promo 2 Cent
Fund Number: 116
Description: To account for the expenditures of advertising, promotions, and special events of the County
Tourist Development Council. Primary revenue source is a Bed Tax.
FY 2019 FY 2019
Appropriations by Department Preliminary Revenue Source Preliminary
Budgeted Transfers 39,610 Taxes 12,309,625
TDC Two Penny Generic 13,226,522 Other Sources 956,507
Total Budget 13,266,132 Total Revenue 13,266,132
TDC District 1 Third Cent
Fund Number: 117
Description: To account for the Local Option Three Cent Bed Tax in District One (Key West City limits).
FY 2019 FY 2019
Appropriations by Department Preliminary Revenue Source Preliminary
Budgeted Transfers 59,799 Taxes 9,938,950
TDC District 1 Third Penny 16,946,639 Other Sources 7,067,488
Total Budget 17,006,438 Total Revenue 17,006,438
TDC District 2 Third Cent
Fund Number: 118
Description: To account for the Local Option Three Cent Bed Tax in District Two (Key West to the west end
of the Seven Mile Bridge).
FY 2019 FY 2019
Appropriations by Department Preliminary Revenue Source Preliminary
TDC District Third Cent 1,659,635 Taxes 1,189,900
Total Budget 1,659,635 Other Sources 469,735
Total Revenue 1,659,635
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TDC District 3 Third Cent
Fund Number: 119 m
Description: To account for the Local Option Three Cent Bed Tax in District Three (West end of the Seven
Mile Bridge to the Long Key Bridge). u_
FY 2019 FY 2019
Appropriations by Department Preliminary Revenue Source Preliminary
D
TDC District 3 Third Cent 5,269,073 Taxes 2,859,775 -
Other Sources 2,409,298
Total Budget 5,269,073 �
Total Revenue 5,269,073 a
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B.1.b
Monroe County Board of County Commissioners
FY 2019 Preliminary Fiscal Plan Fund Summary
TDC District 4 Third Cent
Fund Number: 120
Description: To account for the Local Option Three Cent Bed Tax in District Four (Long Key Bridge to Mile
Maker 90.939).
FY 2019
Appropriations by Department Preliminary
TDC District 4 Third Cent 2,765,664
Total Budget 2,765,664
TDC Distric
FY 2019
Revenue Source Preliminary
Taxes 1,908,950
Other Sources 856,714
Total Revenue 2,765,664
t 5 Third Cent
Fund Number: 121
Description: To account for the Local Option Three Cent Bed Tax in District Five (Mile Maker 90.940 to the
Dade /Monroe County line and any mainland portions of Monroe County).
FY 2019 FY 2019
Appropriations by Department Preliminary Revenue Source Preliminary
TDC District 5 Third Cent 3,504,118 Taxes 2,352,425
Total Budget 3,504,118 Other Sources 1,151,693
Total Revenue 3,504,118
Impact Fees Fund - Roadway N
Fund Number: 130
Description: This fund accounts for roadway impact fees (Licenses & Permits) collected within the County's
Impact Fee Districts. Funds are used for the capital expansion of the county's major road
network system in the district from where the moneys are collected. This fund is part of the
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County's Capital Improvement Plan (CIP).
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FY 2019
FY 2019
Appropriations by Department Preliminary Revenue Source
Preliminary
Impact Fees Roadways 1,504,127 Licenses And Permits
66,000
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Total Budget 1,504,127 Misc. Revenues
50,525
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Other Sources
1,387,602
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Total Revenue
1,504,127
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Impact Fees Fund - Parks & Rec
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Fund Number: 131
Description: This fund accounts for park impact fees (License & Permits) collected within the County's
Impact Fee Districts. Funds are used for the capital expansion of the county's community park
facilities in the subdistrict from which the moneys have been collected. This fund is part of the
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County's Capital Improvement Plan (CIP).
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FY 2019
FY 2019
a
Appropriations by Department Preliminary Revenue Source
Preliminary
Impact Fees Parks & Recreation 602,296 Licenses And Permits
41,200
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Total Budget 602,296 Misc. Revenues
1,200
Other Sources
559,896
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Total Revenue
602,296
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Fiscal Year 2019 4 Summary Reports
Packet Pg. 83
B.1.b
Monroe County Board of County Commissioners
FY 2019 Preliminary Fiscal Plan Fund Summary
Impact Fees Fund - Libraries
Fund Number: 132
Description: This fund accounts for library impact fees collected within the County's Impact Fee Districts.
Funds are used for the capital expansion of the county's library facilities. This fund is part of the
County's Capital Improvement Plan (CIP).
FY 2019 FY 2019
Appropriations by Department Preliminary Revenue Source Preliminary
Impact Fees Libraries 1,152,383 Misc. Revenues 2,700
Total Budget 1,152,383 Other Sources 1,149,683
Total Revenue 1,152,383
Impact Fees Fund - Solid Waste
Fund Number: 133
Description: This fund accounts for solid waste impact fees collected within the County's Impact Fee
Districts. The funds can be used for the purpose of construction and expansion of solid waste
facilities in Monroe County and also the purchase of new incinerators and equipment. This fund
is part of the County's Capital Improvement Plan (CIP).
FY 2019 FY 2019
Appropriations by Department Preliminary Revenue Source Preliminary
Impact Fees Solid Waste 101,165 Misc. Revenues 300
Total Budget 101,165 Other Sources 100,865
Total Revenue 101,165
Impact Fees Fund - Police Fac
Fund Number: 134
Description: This fund accounts for police impact fees collected within the County's Impact Fee Districts.
Funds are used for the purpose of capital expansion of police and jail facilities and the
acquistion of new patrol cars. This fund is part of the County's Capital Improvement Plan (CIP).
FY 2019 FY 2019
Appropriations by Department Preliminary Revenue Source Preliminary
Impact Fees Police Facilities 128,116 Misc. Revenues 300
Total Budget 128,116 Other Sources 127,816
Total Revenue 128,116
Impact Fees Fund - Fire & EMS
Fund Number: 135
Description: This fund accounts for fire facility impact fees collected within the County's Impact Fee Districts.
Funds can be used for the capital expansion of the County's fire facilities including wells and
hydrants. This fund is part of the County's Capital Improvement Plan (CIP).
FY 2019 FY 2019
Appropriations by Department Preliminary Revenue Source Preliminary
Impact Fees Fire & EMS 102,430 Misc. Revenues 230
Total Budget 102,430 Other Sources 102,200
Total Revenue 102,430
Fiscal Year 2019 5 Summary Reports
Packet Pg. 84
B.1.b
Monroe County Board of County Commissioners
FY 2019 Preliminary Fiscal Plan Fund Summary
Employee Fair Share Housing
Fund Number: 136
Description: This fund accounts for employee fair share housing impact fees collected in the County's impact
fee districts.
FY 2019
Appropriations by Department Preliminary
Budgeted Transfers 44,492
Reserves 250
Total Budget 44,742
FY 2019
Revenue Source Preliminary
Misc. Revenues 150
Other Sources 44,592
Fire & Ambulance District 1 L &M Key
Total Revenue 44,742
Fund Number: 141
Description: This fund is used to account for revenues and expenditures related to District One Fire and
Ambulance services.
Appropriations by Department
FY 2019
Preliminary
Budgeted Transfers
908,519
Fire & Rescue Central
12,146,960
Property Appraiser
201,766
Reserves
1,706,235
Tax Collector
356,961
Total Budget 15,320,441
FY 2019
Revenue Source Preliminary
Taxes 11,933,696
Intergovernmental Revenue 38,000
Charges For Services 650,000
Misc. Revenues 33,000
Other Sources 2,665,745
Unincornorated Svc Dist Parks & Rec
Total Revenue 15,320,441
Fund Number: 147
Description: This fund is used to account for unincorporated parks and recreation operations
Fiscal Year 2019 6 Summary Reports
Packet Pg. 85
FY 2019
FY 2019
Appropriations by Department
Preliminary
Revenue Source
Preliminary
Budgeted Transfers
162,768
Taxes
2,437,131
Facilities Maintenance
2,257,123
Charges For Services
50,000
Reserves
200,000
Misc. Revenues
61,000
Tax Collector
72,964
Other Sources
144,724
Total Budget
2,692,855
Total Revenue
2,692,855
Fiscal Year 2019 6 Summary Reports
Packet Pg. 85
B.1.b
Monroe County Board of County Commissioners
FY 2019 Preliminary Fiscal Plan Fund Summary
Mstd - Ping /bldg /code /fire Mar
Fund Number: 148
Description: This fund is used to account for revenue and expenditures related to unincorporated planning,
code compliance, zoning, fire and rescue administration and Fire Marshal. Taxes listed here
are Local Communication Service taxes. No Ad Valorem taxes were levied in this fund.
Appropriations by Department
FY 2019
Preliminary
Revenue Source
FY 2019
Preliminary
Budgeted Transfers
1,547,942
Taxes
630,000
Code Compliance
2,137,884
Intergovernmental Revenue
1,568,000
County Attorney
795,241
Charges For Services
2,730,000
Environmental Resources
942,127
Fines And Forfeits
1,450,000
Fire & Rescue Coordinator /Fire Academy
981,024
Misc. Revenues
25,000
Fire Marshal
494,112
Other Sources
5,039,885
Planning Commission
88,409
Total Revenue
11,442,885
Planning Department
2,330,915
Planning Refunds
20,000
Property Appraiser
33,000
Reserves
2,067,231
Tax Collector
5,000
Total Budget 11,442,885
Municipal Policing
Fund Number: 149
Description: This fund accounts for Sheriffs Office operation for services to unincorporated Monroe County
and contracts with municipalities (Marathon, Islamorada, & Layton) for additional services, over
and above the Sheriffs Countywide costs.
Total Budget 9,839,390
911 Enhancement Fee
Fund Number: 150
Description: This fund accounts for fees levied for the 9'
FY 2019
Appropriations by Department Preliminary
Communications 515,300
Total Budget 515,300
1 emergency phone system.
FY 2019
Revenue Source Preliminary
Charges For Services 515,000
Misc. Revenues 300
Total Revenue 515,300
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Summary Reports
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FY 2019
FY 2019
Appropriations by Department
Preliminary
Revenue Source
Preliminary
Budgeted Transfers
11,514
Taxes
4,122,003
Monroe County Sheriff
8,440,195
Charges For Services
3,855,051
Property Appraiser
76,000
Misc. Revenues
13,000
Reserves
1,188,471
Other Sources
1,849,336
Tax Collector
123,210
Total Revenue
9,839,390
Total Budget 9,839,390
911 Enhancement Fee
Fund Number: 150
Description: This fund accounts for fees levied for the 9'
FY 2019
Appropriations by Department Preliminary
Communications 515,300
Total Budget 515,300
1 emergency phone system.
FY 2019
Revenue Source Preliminary
Charges For Services 515,000
Misc. Revenues 300
Total Revenue 515,300
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I
Summary Reports
Packet Pg. 86
B.1.b
Monroe County Board of County Commissioners
FY 2019 Preliminary Fiscal Plan Fund Summary
Duck Key Security District
Fund Number: 152
Description: To account for the revenues and expenditures in providing security services for the Duck Key
District. Special assessment revenues (Licenses & Permits) are collected from Duck Key
property owners as pursuant to Florida Statute 125.01(q)(1) and codified by Monroe County
Ordinance 005 -1992.
FY 2019 FY 2019
Appropriations by Department Preliminary Revenue Source Preliminary
BOCC Miscellaneous 260,000 Licenses And Permits 105,530
Reserves 105,000 Misc. Revenues 1,500
Tax Collector 2,250 Other Sources 260,220
Total Budget 367,250 Total Revenue 367,250
Local Housing Assistance Trust Fund
Fund Number: 153
Description: This program is funded by an increase in the documentary stamps, as approved by the State
Legislature in the Affordable Housing Act. The revenue available to Monroe County is
administered by the Housing Authority.
FY 2019 FY 2019
Appropriations by Department Preliminary Revenue Source Preliminary
Housing Assistance 2,324,315 Intergovernmental Revenue 475,000
Total Budget 2,324,315 Misc. Revenues 185,000
Other Sources 1,664,315
Boatina Imorovement Fund (BIF
Total Revenue 2,324,315
Fund Number: 157
Description: To account for revenues and expenditures providing boating - related activities, for removal of
vessels and floating structures deemed a hazard to public safety and health, and for manatee
and marine mammal protection and recovery. An annual vessel registration fee is collected as
authorized by Florida Statute 328.66 and Monroe County Ordinance 034 -2002.
FY 2019 FY 2019
Appropriations by Department Preliminary Revenue Source Preliminary
Marine Resources 1,854,255 Charges For Services 740,000
Reserves 580,000 Misc. Revenues 10,000
Total Budget 2,434,255 Other Sources 1,684,255
Total Revenue 2,434,255
Fiscal Year 2019 8 Summary Reports
Packet Pg. 87
B.1.b
Monroe County Board of County Commissioners
FY 2019 Preliminary Fiscal Plan Fund Summary
Misc Special Revenue Fund
Fund Number: 158
Description: To account for revenues and expenditures earmarked for specific purposes. Included are funds
to be used exclusively for court- related and court technology needs as defined in Section
29.008(1)(f)2 and (h), F.S. for the state trial courts, state attorney, public defender, and criminal
conflict and civil regional counsel in the county. These funds are collected pursuant to Section
28.24 (12)(e)1, of the Florida Statutes. Traffic Education Funds are collected pursuant to
County Ordinance 21 -2002.
FY 2019 FY 2019
Appropriations by Department Preliminary Revenue Source Preliminary
BOCC Miscellaneous 53,000 Other Sources 1,961,210
Building Department 23,400 Total Revenue 1,961,210
Communications 140,000
Court Technology Fund 250,000
Environmental Resources 50,000
Facilities Maintenance 2,633
Fire & Rescue Coordinator /Fire Academy 5,000
Judicial Administration 15,000
Libraries 280,000
Monroe County Sheriff 50,000
Office of Sustainability 60,000
Planning Department 50,000
Public Defender 50,000
Reserves 555,620
State Attorney 375,000
Welfare Services 1,557
Total Budget 1,961,210
Environmental Restoration Fund
Fund Number: 160
Description: This fund accounts for expenditures related to habitat restoration and improvement purposes
set forth in the Monroe County Comprehensive Plan and Land Development Regulations.
Revenues are collected as part of a mitigation penalty as imposed by Monroe County Resolutior
#345A -1999.
FY 2019 FY 2019
Appropriations by Department Preliminary Revenue Source Preliminary
Environmental Resources 472,627 Fines And Forfeits 560,000
Facilities Maintenance 9,083 Misc. Revenues 7,000
Reserves 171,316 Other Sources 86,026
Total Budget 653,026 Total Revenue 653,026
Fiscal Year 2019 9 Summary Reports
Packet Pg. 88
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Fund Number: 162
Description: To account for the funds used for the purpose of training police officers and supporting
personnel in the prevention, investigation, detection, and identification of crime. Law
Enforcement Trust Funds (LETF) revenues are authorized by Florida Statutes 775.083 and
893.135.
FY 2019
Appropriations by Department Preliminary Revenue Source
Law Enforcement Trust 414,000 Misc. Revenues
Reserves 100,211 Other Sources
Total Budget 514,211 Total Revenue
Court Facilities Fees Trust (602)
FY 2019
Preliminary
2,500
.F11 711
014,211
Fund Number: 163
Description: To account for revenues collected upon the institution of any civil action, suit or proceeding to bE
used exclusively in providing and maintaining existing and future courthouse facilities that are
used for Circuit and County Court systems.
FY 2019
Appropriations by Department Preliminary
Judicial Administration 401,000
Reserves 74,000
Total Budget 475,000
FY 2019
Revenue Source Preliminary
Charges For Services 490,000
Misc. Revenues 10,000
Other Sources - 25,000
Total Revenue 475,000
Clerk's Drua Abuse Trust (603
Fund Number: 164
Description: To account for assessments collected for drug abuse programs and to disburse assistance
grants for drug abuse treatment and /or educational programs which meet the standards for
qualification of such programs by the Department of Health and Rehabilitative Services.
FY 2019 FY 2019
Appropriations by Department Preliminary Revenue Source Preliminary
BOCC Miscellaneous 70,000 Charges For Services 30,000
Reserves 21,000 Misc. Revenues 500
Total Budget 91,000 Other Sources 60,500
Total Revenue 91,000
Marathon Municioal Service Taxina Unit
Fund Number: 166
Description: This taxing unit was created to provide wastewater and reclaimed water services and facilities
within the City of Marathon.
FY 2019 FY 2019
Appropriations by Department Preliminary Revenue Source Preliminary
Reserves 191 Other Sources 1,991
Tax Collector 300 Total Revenue 1,991
Wastewater MSTUs 1,500
Total Budget 1,991
Fiscal Year 2019
In
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Summary Reports
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Monroe County Board of County Commissioners
FY 2019 Preliminary Fiscal Plan Fund Summary
Bay Point Wastewater Municipal Service Taxing Unit
Fund Number: 168
Description: This taxing unit was created to provide wastewater and reclaimed water services and facilities
on Bay Point.
FY 2019 FY 2019
Appropriations by Department Preliminary Revenue Source Preliminary
Reserves 5,398 Other Sources 34,868
Wastewater MSTUs 29,470 Total Revenue 34,868
Total Budget 34,868
Big Coppitt Wastewater Municipal Service Taxing Unit
Fund Number: 169
Description: This taxing unit was created to provide wastewater and reclaimed water services and facilities
on Big Coppitt.
FY 2019 FY 2019
Appropriations by Department Preliminary Revenue Source Preliminary
Reserves 100 Other Sources 450
Wastewater MSTUs 350 Total Revenue 450
Total Budget 450
Key Largo Wastewater Municipal Service Taxing Unit
Fund Number: 170
Description: This taxing unit was created to provide wastewater and reclaimed water services and facilities
on Key Largo.
FY 2019 FY 2019
Appropriations by Department Preliminary Revenue Source Preliminary
Reserves 1,600 Other Sources 6,090
Wastewater MSTUs 4,490 Total Revenue 6,090
Total Budget 6,090
Stock Island Wastewater MSTU
Fund Number: 171
Description: This taxing unit was created to provide wastewater and reclaimed water services and facilities
on Stock Island.
FY 2019
FY 2019
Appropriations by Department
Preliminary
Revenue Source
Preliminary
Reserves
30,710
Licenses And Permits
42,000
Tax Collector
1,500
Misc. Revenues
1
Wastewater MSTUs
85,000
Other Sources
73,510
Total Budget
117,210
Total Revenue
117,210
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Summary Reports
Packet Pg. 90
B.1.b
Monroe County Board of County Commissioners
FY 2019 Preliminary Fiscal Plan Fund Summary
Conch Key Municipal Service Taxing Unit
Fund Number: 174
Description: This taxing unti was created to provide wastewater and reclaimed water services and facilities
on Conch Key.
FY 2019
Appropriations by Department Preliminary
Wastewater MSTUs 400
FY 2019
Revenue Source Preliminary
Other Sources 400
Total Budget 400
Total Revenue 400
Long Key, Layton Municipal Service Taxing Unit
Fund Number: 175
Description: This taxing unit was created to provide wastewater and reclaimed water services and facilities
on Long Key and Layton.
FY 2019 FY 2019
Appropriations by Department Preliminary Revenue Source Preliminary
Reserves 50,449 Other Sources 202,449
Wastewater MSTUs 152,000 Total Revenue 202,449
Total Budget 202,449
Duck Key Municipal Service Taxing Unit
Fund Number: 176
Description: This taxing unit was created to provide wastewater services to the Duck Key service district.
FY 2019 FY 2019
Appropriations by Department Preliminary Revenue Source Preliminary
Reserves 13,200 Other Sources 48,200
Wastewater MSTUs 35,000 Total Revenue 48,200
Total Budget 48,200
Buildina Fund
Fund Number: 180
Description: This fund is used to account for Building Department
operations related to restricted building fee
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FY 2019
FY 2019
u_
Appropriations by Department
Preliminary
Revenue Source
Preliminary
Budgeted Transfers
509,033
Licenses And Permits
5,022,000
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Building Department
6,346,081
Charges For Services
120,000
-
Building Refunds
30,000
Misc. Revenues
45,000
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County Attorney
64,636
Other Sources
1,862,750
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Reserves
100,000
Total Revenue
7,049,750
0
Total Budget
7,049,750
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Fiscal Year 2019 12 Summary Reports
Packet Pg. 91
B.1.b
Monroe County Board of County Commissioners
FY 2019 Preliminary Fiscal Plan Fund Summary
Debt Service Fund
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FY 2019
Appropriations by Department Preliminary
2003 Revenue Bond 12,620,891
Reserves 2,000,000
Total Budget 14,620,891
FY 2019
Revenue Source Preliminary
Misc. Revenues 5,100
Other Sources 14,615,791
One Cent Infra - structure Sales Tax
Total Revenue 14,620,891
Fund Number: 304
Description: The One Cent Infra - structure Sales Tax Fund accounts for capital improvment projects funded
by the Infrastructure Surtax (also called the One Cent Local Option Sales Tax) revenue. This
local sales tax is defined by Sections 212.054 -.055 of the Florida Statutes.
FY 2019 FY 2019
Appropriations by Department Preliminary Revenue Source Preliminary
Budgeted Transfers 9,956,384 Taxes 21,500,000
General Gov Cap Projects 600,000 Misc. Revenues 50,000
Parks & Recreation Capital Projects 2,036,000 Other Sources 5,992,578
Physical Environment Projects 1,055,000 Total Revenue 27,542,578
Public Safety Capital Projects 150,000
Public Works Management 1,932,539
Reserves 6,611,906
Transportation Capital Projects 5,200,749
Total Budget 27,542,578
Clerks Rev Note, Capital
Fund Number: 306
Description: This fund is used to account for the Clerks network system.
a
FY 2019
FY 2019
Appropriations by Department Preliminary Revenue Source
Preliminary
Court Services Network System 100,000 Other Sources
100,000
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Total Budget 100,000 Total Revenue
100,000
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Description: This fund is used to account for Capital Infrastructure projects financed by the 2007 Revenue
o
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FY 2019
FY 2019
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Appropriations by Department Preliminary Revenue Source
Preliminary
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General Gov Cap Projects 138,000 Other Sources
927,559
E
Reserves 789,559 Total Revenue
927,559
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Total Budget 927,559
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Fiscal Year 2019 13 Summary Reports
Packet Pg. 92
B.1.b
Monroe County Board of County Commissioners
FY 2019 Preliminary Fiscal Plan Fund Summary
Big Coppitt Waste Water Project
! V $ °/(' ( 310
=&/2'.1Q4 ( ) *./ "3 I " 224 G`31''(7 W & & & ", ! " &71 & ! .0 '&1'"&- (&&I "WU &"24 / 0 204 "43(7 &"I .9"
5 411.®'[ , / C& "[ W "Q 4'&20;
FY 2019 FY 2019
Appropriations by Department Preliminary Revenue Source Preliminary
Wastewater MSTU Capital 755,500 Licenses And Permits 475,000
Total Budget 755,500 Misc. Revenues 10,000
Other Sources 270,500
Total Revenue 755,500
Duck Key Waste Water Project
Fund Number: 311
Description: This fund accounts for the revenues and expenditures related to the construction of the Duck
Key Waste Water Project.
FY 2019
FY 2019
Appropriations by Department Preliminary Revenue Source
Preliminary
Reserves 127,325 Licenses And Permits
80,000
Wastewater MSTU Capital 35,000 Misc. Revenues
3,500
Total Budget 162,325 Other Sources
78,825
Total Revenue
162,325
Cudioe Regional WW Project
Fund Number: 312
Description: This fund accounts for the revenue and expenditures related to the construction of the Cudjoe
Regional Wastewater Project. The Clean Water State Revolving Finance (SRF) Loan
($78,481,180) is listed as part of "Other Sources" under Revenue.
FY 2019
FY 2019
Appropriations by Department Preliminary Revenue Source
Preliminary
Budgeted Transfers 98,771 Licenses And Permits
2,275,400
Physical Environment Projects 4,410,935 Other Sources
2,355,514
Wastewater MSTU Capital 121,208 Total Revenue
4,630,914
Total Budget 4,630,914
Series 2014 Revenue Bonds
Fund Number: 314
Description: This fund is used to account for capital improvement projects financed by the 2014 Revenue
Bonds.
FY 2019
Appropriations by Department Preliminary
General Gov Cap Projects 2,704,050
Parks & Recreation Capital Projects 5,793,290
Public Safety Capital Projects 7,800,000
Total Budget 16,297,340
FY 2019
Revenue Source Preliminary
Other Sources 16,297,340
Total Revenue 16,297,340
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14
Summary Reports
Packet Pg. 93
B.1.b
Monroe County Board of County Commissioners
FY 2019 Preliminary Fiscal Plan Fund Summary
Land Acquisition
Fund Number: 316
Description: This fund accounts for the revenues and expenditures related to Land Acquisition.
FY 2019 FY 2019
Appropriations by Department Preliminary Revenue Source Preliminary
Physical Environment Projects 2,000,000 Other Sources 2,000,000
Total Budget 2,000,000 Total Revenue 2,000,000
Card Sound Bridae
Fund Number: 401
Description: This fund accounts for the revenue and expenditures related to operations of the Card Sound
toll bridge.
Collection of tolls was imposed by Monroe County Resolution #54A -1967.
FY 2019
FY 2019
FY 2019
Appropriations by Department Preliminary
Revenue Source
Preliminary
Budgeted Transfers
955,000
Charges For Services
1,000,000
Card Sound Road
1,163,255
Misc. Revenues
15,000
County Engineering General
87,421
Other Sources
1,789,926
Reserves
599,250
Total Revenue
2,804,926
Total Revenue
Total Budget 2,804,926
Marathon Airoort
Fund Number: 403
Description: This fund accounts for the revenue and expenditures related to the operations of the Marathon
Airport.
FY 2019
FY 2019
Appropriations by Department
Preliminary
Revenue Source
Preliminary
Budgeted Transfers
50,153
Charges For Services
983,000
Marathon Airport
2,078,070
Misc. Revenues
4,000
Reserves
400,000
Other Sources
1,541,223
Total Budget
2,528,223
Total Revenue
2,528,223
Key West Intl Airport
Fund Number: 404
Description: This fund accounts for the revenue and expenditures related to the operations of the Key West
Airport.
FY 2019
Appropriations by Department Preliminary
Budgeted Transfers 331,280
Fire & Rescue Key West Airport 1,715,642
Key West Airport 9,519,175
Reserves 250,000
Total Budget 11,816,097
FY 2019
Revenue Source Preliminary
Charges For Services 7,639,000
Fines And Forfeits 600
Other Sources 4,176,497
Total Revenue 11,816,097
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15
Summary Reports
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B.1.b
Monroe County Board of County Commissioners
FY 2019 Preliminary Fiscal Plan Fund Summary
PFC & Oper Restrictions
Fund Number: 406
Description: This fund accounts for all PFC (Passenger Facility Charge) funded projects & demonstrates
compliance with the bond issue covenants for the KWIA (Key West International Airport).
FY 2019
Appropriations by Department Preliminary
Budgeted Transfers 295,000
PFC 5,137,885
Reserves 300,000
Total Budget 5,732,885
MSD Solid Waste Management
Fund Number: 414
Total Revenue 5,732,885
Description: This fund is restricted in use to collection, disposal, and recycling of solid waste. The primary
funding sources are annual assessments charged to home owners and businesses, franchise
fees and tipping scale fees.
Total Budget 25,273,755
FY 2019
Revenue Source Preliminary
Charges For Services 1,500,000
Misc. Revenues 25,000
Other Sources 4,207,885
FY 2019
Appropriations by Department
Preliminary
Budgeted Transfers
263,190
Reserves
2,763,541
Solid Waste
22,247,024
Total Budget 25,273,755
FY 2019
Revenue Source Preliminary
Charges For Services 1,500,000
Misc. Revenues 25,000
Other Sources 4,207,885
Total Revenue 25,273,755
Worker's Compensation
Fund Number: 501
Description: The Worker's Compensation Fund accounts for the operation of the County's worker's
compensation program. Fund revenues are generated through internal charges to
departments.
FY 2019
Revenue Source
Preliminary
Licenses And Permits
530,000
Charges For Services
18,359,293
Misc. Revenues
47,000
Other Sources
6,337,462
Total Revenue 25,273,755
Worker's Compensation
Fund Number: 501
Description: The Worker's Compensation Fund accounts for the operation of the County's worker's
compensation program. Fund revenues are generated through internal charges to
departments.
Total Budget 5,811,453
FY 2019
Revenue Source Preliminary
Charges For Services 2,359,204
Misc. Revenues 215,000
Other Sources 3,237,249
Total Revenue 5,811,453
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Summary Reports
Packet Pg. 95
FY 2019
Appropriations by Department
Preliminary
Budgeted Transfers
61,030
Employee Services - Loss Control
51,815
Employee Services - Worker's Comp
5,430,237
Reserves
268,371
Total Budget 5,811,453
FY 2019
Revenue Source Preliminary
Charges For Services 2,359,204
Misc. Revenues 215,000
Other Sources 3,237,249
Total Revenue 5,811,453
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B.1.b
Monroe County Board of County Commissioners
FY 2019 Preliminary Fiscal Plan Fund Summary
Group Insurance Fund
Fund Number: 502
Description: The Group Insurance Fund accounts for the operation of the County's self insured group
insurance program. Fund revenues are generated through internal charges to departments
based upon the number of employees covered under the insurance program. Starting January
1, 2015, all BOCC employees hired prior to May 1, 2012 will start to pay $25 /month for their
health insurance. Those hired after May 1, 2012, will continue to contribute $50 /month.
FY 2019 FY 2019
Appropriations by Department Preliminary Revenue Source Preliminary
Budgeted Transfers 117,760 Charges For Services 21,403,318
Employee Services - Group Insurance 22,176,872 Misc. Revenues 135,000
Reserves 6,014,340 Other Sources 6,770,654
Total Budget 28,308,972 Total Revenue 28,308,972
Risk Manaaement Fund
Fund Number: 503
Description: The Risk Management Fund accounts for the operation of the County's risk management
program. Fund revenues are generated through internal charges to departments.
FY 2019 FY 2019
Appropriations by Department Preliminary Revenue Source Preliminary
Budgeted Transfers 32,970 Charges For Services 4,065,540
County Attorney - Risk Mgmt. 4,063,885 Misc. Revenues 110,000
Reserves 1,660,000 Other Sources 1,581,315
Total Budget 5,756,855 Total Revenue 5,756,855
Fleet Manaaement Fund
Fund Number: 504
Description: The Central Services Fund accounts for the operation of the County's Fleet Management
program. Fund revenues are generated through internal charges to user departments for fuel
usage and annual vehicle maintenance.
FY 2019 FY 2019
Appropriations by Department Preliminary Revenue Source Preliminary
Budgeted Transfers 367,760 Charges For Services 3,052,996
Fleet Management 3,033,283 Misc. Revenues 10,000
Reserves 960,169 Other Sources 1,298,216
Total Budget 4,361,212 Total Revenue 4,361,212
FIRE & EMS LOSAP TRUST FUND
Fund Number: 610
Description: To account for contributions paid by the BOCC, to fund the pension benefits for eligible
volunteer Firefighters and Emergency Medical Services volunteers (also called the Fire and
EMS Pension Trust Fund). LOSAP is an acronym for Length Of Service Award Program and
was implemented on June 21, 1999 by Monroe County Ordinance #026 -1999.
FY 2019 FY 2019
Appropriations by Department Preliminary Revenue Source Preliminary
LOSAP 48,000 Misc. Revenues 41,000
Reserves 17,450 Other Sources 24,450
Total Budget 65,450 Total Revenue 65,450
Fiscal Year 2019
17
Summary Reports
Packet Pg. 96
B.1.b
B.O.C.C.
Proposed FY19:
FY19 Revenue Source
General Fund $25,709,143
Other Ad Valorem $9,622,352
Non Ad Valorem $5,472,444
Capital Funds $48,587,176
$89,391,115
16,000,000
14,000,000
12,000,000
10,000,000
8,000,000
6,000,000
4,000,000
2,000,000
FY19 Revenue Source
■General Fund
• Other Ad Valorem
Non Ad Valorem
• Capital Funds
6%
Administrative
tHousing Assistance
—jk� HSAB and Other Non - Profit
Funding
—0—Miscellaneous
-I- Employee Fair Share Housing
— 1— 2003 Revenue Bond
Quasi- External Services
FY17 Budget FY18 Budget FY19 Budget
*Reserves and Budget Transfers not included in line graph
Expenditures by Department
Administrative
Housing Assistance
HSAB and Other Non - Profit Funding
Miscellaneous
Employee Fair Share Housing
Reserves
Budget Transfers
2003 Revenue Bond
Quasi - External Services
Total
Adopted
Adopted
Proposed
FY19
FY17 Budget
FY18 Budget
FY19 Budget
Change
1,934,905
1,954,014
2,050,796
5.0%
2,079,659
1,891,226
2,614,315
38.2%
2,135,155
2,129,950
2,129,950
0.0%
3,067,313
3,520,443
3,495,443
-0.7%
-
44,732
-
- 100.0%
45,777,923
47,459,088
45,971,067
-3.1%
44,449,814
39,747,985
20,288,653
- 49.0%
9,890,492
14,095,982
12,620,891
- 10.5%
200,000
215,000
220,000
2.3%
109,535,261 111,058,420 89,391,115 - 19.5%
2 % FY19 Ex
° penditures by Department
°
°� 3° % 2r9%1. 4% ■Administrative
% ■ Housing Assistance
14% ■ HSAB and Other Non - Profit Funding
■ Miscellaneous
23% ■ Employee Fair Share Housing
Reserves
52% Budget Transfers
2003 Revenue Bond
Quasi - External Services
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Expenditures by Department
B.1.b
B.O.C.C.
Budgetary Cost Summary
Personnel Expenditures
Operating Expenditures
Interfund Transfers
Total
120,000,000
100,000,000
80,000,000
60,000,000
40,000,000
20,000,000
Personnel Expenditures
■ Operating Expenditures
■ Interfund Transfers
Adopted
Adopted
Adopted
Proposed
FY19
FY18 Budget
FY17 Budget
FY18 Budget
FY19 Budget
Change
FTE History
10.68
11.00
11.00
89,391,115
-19.5%
Increase in FTE due to closing Fund 144 and reallocating to
FY18 Change
BOCC (.14)
Increase in FTE due to Executive Assistant no longer acting
as Affordable Housing Coordinator (.18)
Adopted
Adopted
Proposed
FY19
FY17 Budget
FY18 Budget
FY19 Budget
Change
902,806
952,249
1,236,894
29.9%
71,311,625
80,591,957
76,379,738
-5.2%
37,320,830
29,514,214
11,774,483
-60.1%
109,535,261
111,058,420
89,391,115
-19.5%
Budgetary Cost Summary
Packet Pg. 98
FY17 Budget FY18 Budget FY19 Budget
B.1.b
Monroe County Board of County Commissioners
Fiscal Year 2019 Preliminary Fiscal Plan
B.O.C.C.
Organizational Chart
Total Full -Time Equivalents (FTE) = 11.00
BOCC Administrative
Total Full -Time Equivalents (FTE) = 11.00
Fiscal Year 2019 1 B.O.C. C.
Packet Pg. 99
B.1.b
Monroe County Board of County Commissioners
Fiscal Year 2019 Preliminary Fiscal Plan
Business Center Vision
Working and learning together to maintain the diverse community by preserving the natural
resources and habitat that makes us a unique and preferred place to live and visit.
Mission Statement
To provide outstanding public service responsive to the needs of our citizens, our unique community, and our environment.
Strategic Goals
I. Provide Excellent Governance - "Monroe County will continue to raise the standard of
excellence in the service it provides to its citizens."
A. Fiscal Strength
B. Responsible Management of Physical Infrastructure and Capital Assets
C. Excellent, Efficient, Equitably Delivered Public Service
II. Practice Environmental Stewardship -"Monroe County is committed to the preservation and
sustainability of its unique and fragile environment."
A. Responsibly Managed Growth and Community Planning
B. Preservation of the Environment and Natural Resources
C. Promotion of Energy Conservation and Sustainability
III. Promote Community Safety, Health and Well -Being - "Monroe County will ensure safety
and promote the best possible quality of life for its citizens."
A. Public Safety Committed to Saving Lives
B. Effective Emergency Management
C. Health, Social and Life -Long Enrichment Services
Appropriations by Department
FY 2016
Actual
FY 2017
Actual
FY 2018
Adopted
FY 2018
Amended
FY 2019
Preliminary
FY 2019
Change
2003 Revenue Bond
22,778,260
9,885,139
14,095,982
14,160,982
12,620,891
(10.5 %)
BOCC Administrative
1,634,260
1,705,920
1,954,014
1,954,014
2,050,796
5.0%
BOCC Miscellaneous
2,395,198
8,396,156
3,520,443
23,966,194
3,495,443
(0.7 %)
Budgeted Transfers
28,066,543
37,707,930
39,747,985
44,375,886
20,288,653
(49.0 %)
Emp Fair Shr Hsing
-
-
44,732
44,732
-
(100.0 %)
Housing Assistance
664,349
636,575
1,891,226
2,187,080
2,614,315
38.2%
Human Service Advisory Board Funding
1,919,108
1,942,415
2,000,000
2,002,750
2,000,000
- %
Office of Management & Budget
4,125
-
-
-
-
- %
Other Non - profit Funding (Not HSAB)
160,085
129,008
129,950
129,950
129,950
- %
Quasi - external Services
228,168
214,797
215,000
215,000
220,000
2.3%
Reserves
-
-
47,459,088
45,642,814
46,145,012
(2.8 %)
Total Budget
57,850,096
60,617,940
111,058,420
134,679,402
89,565,060
(19.4 %)
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Fiscal Year 2019 2 B.O.C. C.
Packet Pg. 100
B.1.b
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Fiscal Year 2019 3 B.O.C. C.
Packet Pg. 101
FY 2016
FY 2017
FY 2018
FY 2018
FY 2019
FY 2019
Revenue Sources
Actual
Actual
Adopted
Amended
Preliminary
Change
General Fund
5,646,413
10,460,260
14,657,904
14,326,961
16,299,834
11.2%
Affordable Housing Programs
-
-
313,000
313,000
314,000
0.3%
Fine & Forfeiture Fund
788,025
746,323
7,401,258
7,401,258
6,085,141
(17.8 %)
Road And Bridge Fund
709,983
520,047
5,221,351
5,089,706
5,933,829
13.6%
m
TDC District Two Penny
58,182
58,182
58,182
58,182
58,182
- %
TDC Admin & Promo 2 Cent
39,610
39,610
39,610
39,610
39,610
- %
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TDC District 1 Third Cent
59,799
59,799
59,799
59,799
59,799
- %
TDC District 2 Third Cent
23,290
23,290
23,290
23,290
-
(100.0 %)
TDC District 3 Third Cent
16,356
16,356
16,356
16,356
-
(100.0 %)
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TDC District 4 Third Cent
12,023
12,023
12,023
12,023
-
(100.0 %)
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TDC District 5 Third Cent
37,424
37,424
37,424
37,424
-
(100.0 %)
Governmental Fund Type Grants
104,945
6,259,742
-
20,593,422
-
- %
u_
Impact Fees Fund - Roadway
73,983
77,483
-
-
-
- %
t
Employee Fair Share Housing
571,364
-
44,732
44,732
44,742
- %
c
Fire & Ambulance District 1 L &M Key
908,519
908,519
3,033,826
2,825,228
2,614,754
(13.8 %)
Upper Keys Healthcare Taxing District
18,641
-
-
-
-
- %
o
Unincorporated Svc Dist Parks & Rec
162,768
162,768
353,789
353,789
362,768
2.5%
Mstd - Ping /bldg /code /fire Mar
1,560,680
1,565,679
3,487,155
3,487,155
3,615,173
3.7%
Municipal Policing
11,514
11,514
1,154,831
1,154,831
1,199,985
3.9%
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Duck Key Security District
66,818
130,796
360,000
360,000
365,000
1.4%
Local Housing Assistance Trust Fund
602,628
403,571
1,611,226
1,611,226
2,324,315
44.3%
Boating Improvement Fund (BIF)
94,654
109,265
576,354
576,354
580,000
0.6%
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Misc Special Revenue Fund
28,668
23,109
745,080
291,298
608,620
(18.3 %)
N
Environmental Restoration Fund
24,862
28,788
167,495
167,495
171,316
2.3%
u
Law Enforcement Trust (600)
-
-
101,633
101,633
100,211
(1.4 %)
y
Court Facilities Fees Trust (602)
-
-
78,485
78,485
74,000
(5.7 %)
-T
Clerk's Drug Abuse Trust (603)
57,932
59,857
119,000
119,000
91,000
(23.5 %)
Marathon Municipal Service Taxing Unit
-
-
181
181
191
5.5%
o
Bay Point Wastewater Municipal Service
-
-
5,484
5,484
5,398
(1.6 %)
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Taxing Unit
c
Big Coppitt Wastewater Municipal Service
-
-
60
60
100
66.7%
vi
Taxing Unit
Key Largo Wastewater Municipal Service
-
-
900
900
1,600
77.8%
a
Taxing Unit
r
Stock Island Wastewater MSTU
-
-
155,936
30,013
30,710
(80.3 %)
Conch Key Municipal Service Taxing Unit
-
-
78
78
-
(100.0 %)
Long Key, Layton Municipal Service Taxing
-
-
47,436
47,436
50,449
6.4%
00
Unit
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Duck Key Municipal Service Taxing Unit
-
-
13,800
13,800
13,200
(4.3 %)
>-
Building Fund
509,033
509,033
987,962
987,962
609,033
(38.4 %)
LL
Debt Service Fund
22,778,260
9,885,139
16,095,982
16,160,982
14,620,891
(9.2 %)
One Cent Infra - structure Sales Tax
16,428,714
11,886,490
15,907,821
18,523,536
16,568,290
4.2%
0
Infr Sls Srtx Rev Bds 2007
-
-
-
783,203
789,559
- %
Big Coppitt Waste Water Project
2,000,000
-
-
475,000
-
- %
c
Duck Key Waste Water Project
2,500,000
-
127,324
127,324
127,325
- %
CL
Cudjoe Regional WW Project
-
15,000,000
20,146,935
20,146,935
98,771
(99.5 %)
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a
Series 2014 Revenue Bonds
-
-
3,999,160
4,627,000
-
(100.0 %)
Card Sound Bridge
514,503
149,693
1,749,243
1,749,243
1,554,250
(11.1 %)
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Marathon Airport
50,153
50,153
455,715
305,715
450,153
(1.2 %)
E'
Key West Intl Airport
331,280
331,280
629,383
545,237
581,280
(7.6 %)
PFC & Oper Restrictions
216,361
249,037
595,000
1,312,000
595,000
- %
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MSD Solid Waste Management
263,190
263,190
3,138,779
2,638,779
3,026,731
(3.6 %)
Q
Worker's Compensation
61,030
61,030
502,398
502,398
329,401
(34.4 %)
Group Insurance Fund
117,760
117,760
3,688,992
3,595,254
6,132,100
66.2%
Risk Management Fund
32,970
32,970
1,780,310
1,602,887
1,692,970
(4.9 %)
Fleet Management Fund
367,760
367,760
1,339,475
1,339,475
1,327,929
(0.9 %)
FIRE & EMS LOSAP TRUST FUND
-
-
16,263
16,263
17,450
7.3%
Fiscal Year 2019 3 B.O.C. C.
Packet Pg. 101
B.1.b
Monroe County Board of County Commissioners
Fiscal Year 2019 Preliminary Fiscal Plan
B.O.C.C.
Total Revenue 57,850,096 60,617,940 111,058,420 134,679,402 89,565,060 (19.4 %)
FY 2016
FY 2017
FY 2018
FY 2019 FY 2019
Position Summary by Department Actual
Actual
Adopted
Preliminary Variance
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Total Full -Time FTE 10.68
10.68
11.00
11.00 -
Total FTE 10.68
10.68
11.00
11.00 -
Fiscal Year 2019
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B.1.b
Monroe County Board of County Commissioners
Fiscal Year 2019 Preliminary Fiscal Plan
B.O.C.C.
BOCC Administrative
Mission Statement
Serve as the chief legislative and policy- making body for Monroe County, Florida. The five - member body enacts legislation and sets policy to
improve the County and the welfare of its residents.
Department Description
Constitutional Establishment Article VIII, Section 1(e) of the Florida Constitution states that except when otherwise provided by county charter,
the governing body of each county shall be a Board of County Commissioners composed of five members serving staggered terms of four years.
After each decennial census, the BOCC shall divide the county into districts of contiguous territory as nearly equal in population as practical. One
commissioner residing in each district shall be elected by voters. Below are some of the services provided by the BOCC:
- Review and pass the County budget and levy taxes. The budget is approved every year in September.
-Make appropriations for the operation of the County as identified in the budget.
- Authorize bonds for capital improvement projects.
- Manage County properties through the County Administrator.
- Confirm division and department heads appointed by the County Administrator and appoint members to special boards and committees.
- Establish policies which, through the County Administrator, filters down to department heads and others who execute them.
- Present ordinances to the public for hearings and then vote whether or not to adopt them for inclusion in the County Code.
The Board meets on the third Wednesday and (if needed) Thursday of every month at 9:00am at one of the following three locations: Murray E.
Nelson Government Center in Key Largo, Marathon Government Center in Marathon, and Harvey Government Center in Key West.
Monroe County Website address: www.monroecounty - fl.gov
Major Variances
Increase in personnel expenditures can be attributed to the merit /cola, retirement rate and health insurance.
Texting Archive Software ($33K)
Total Revenue 1,634,260 1,705,920 1,954,014 1,954,014 2,050,796 5.0%
Position Summary
FY 2016
FY 2017
FY 2018
FY 2018
FY 2019
FY 2019
Budgetary Cost Summary
Actual
Actual
Adopted
Amended
Preliminary
Change
Personnel Expenditures
844,210
897,174
952,249
955,169
986,894
3.6%
Operating Expenditures
790,050
808,746
1,001,765
998,845
1,063,902
6.2%
Total Budget
1,634,260
1,705,920
1,954,014
1,954,014
2,050,796
5.0%
FY 2016
FY 2017
FY 2018
FY 2018
FY 2019
FY 2019
Revenue Sources
Actual
Actual
Adopted
Amended
Preliminary
Change
General Fund
1,634,260
1,705,920
1,954,014
1,954,014
2,050,796
5.0%
Total Revenue 1,634,260 1,705,920 1,954,014 1,954,014 2,050,796 5.0%
Position Summary
FY 2016
Actual
FY 2017
Actual
FY 2018
Adopted
FY 2019 FY 2019
Preliminary Variance
Administrative Support
5.68
5.68
6.00
6.00 -
Officials & Administrators
5.00
5.00
5.00
5.00 -
Total Full -Time FTE
10.68
10.68
11.00
11.00 -
Total FTE
10.68
10.68
11.00
11.00 -
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Fiscal Year 2019
5
B.0.C.C.
Packet Pg. 103
B.1.b
Monroe County Board of County Commissioners
Fiscal Year 2019 Preliminary Fiscal Plan
Housing Assistance
Department Description
These programs are under the Key West Housing Authority operating as the Monroe County Housing Authority.
Major Variances
These programs include SHIP and CDBG grant funding. The CDBG grants include Disaster Recovery, Small Cities and DREF programs.
Advisory Board
• Housing Financial Authority
FY 2016
FY 2017
FY 2018
FY 2018
FY 2019
FY 2019
Budgetary Cost Summary Actual
Actual
Adopted
Amended
Preliminary
Change
Operating Expenditures 664,349
636,575
1,666,226
1,962,080
2,464,315
47.9%
Interfund Transfers -
-
225,000
225,000
150,000
(33.3 %)
Total Budget 664,349
636,575
1,891,226
2,187,080
2,614,315
38.2%
Revenue Sources
FY 2016
Actual
FY 2017
Actual
FY 2018
Adopted
FY 2018
Amended
FY 2019
Preliminary
FY 2019
Change
Affordable Housing Programs
-
-
290,000
290,000
290,000
- %
Governmental Fund Type Grants
61,721
233,004
-
295,854
-
- %
Local Housing Assistance Trust Fund
602,628
403,571
1,601,226
1,601,226
2,324,315
45.2%
Total Revenue
664,349
636,575
1,891,226
2,187,080
2,614,315
38.2%
Fiscal Year 2019
0
B.0.C.C.
Packet Pg. 104
B.1.b
Monroe County Board of County Commissioners
Fiscal Year 2019 Preliminary Fiscal Plan
B.O.C.C.
Other Non - profit Funding (Not HSAB)
Mission Statement
To provide support to essential non - profit service providers.
Department Description
All non - profit programs are funded with Ad Valorem Property Tax Revenue
The following Agencies receive additional funding from Monroe County through other programs
*Council of the Arts- $72,500 from TDC plus $72,765 from B.O.C.0 Non -HSAB funding, for a total of $145,265 in County funding. In addition, the
Board provides free office space to the Arts Council in the Gato building.
*Guidance Care Center- B.O.C.C. Direct funding $38,685 (Grant Match)
Major Variances
This budget includes the following funding:
•AARP Big Pine $4,500
•AARP Lower Keys $4,500
•AARP Middle Keys $4,500
•AARP Upper Keys $4,500
*Council of the Arts $72,765
*Guidance Care Center Transportation Disadv. Comm. Program $38,685
*Older American Volunteer Program $500
Total $129,950
FY 2016 FY 2017 FY 2018 FY 2018 FY 2019 FY 2019
Budgetary Cost Summary Actual Actual Adopted Amended Preliminary Change
Operating Expenditures 160,085 129,008 129,950 129,950 129,950 - %
Total Budget 160,085 129,008 129,950 129,950 129,950 - %
FY 2016 FY 2017 FY 2018 FY 2018 FY 2019 FY 2019
Revenue Sources Actual Actual Adopted Amended Preliminary Change
General Fund 120,985 129,008 129,950 129,950 129,950 - %
Governmental Fund Type Grants 39,100 - - - - - %
Total Revenue 160,085 129,008 129,950 129,950 129,950 - %
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Packet Pg. 105
B.1.b
Monroe County Board of County Commissioners
Fiscal Year 2019 Preliminary Fiscal Plan
B.O.C.C.
Human Service Advisory Board Funding
Mission Statement
The mission of the Human Service Advisory Board (H.S.A.B.) is to annually make funding recommendations to the BOCC for county -wide human
services from eligible non - profit organizations. The H.S.A.B. Boards accepts and reviews numerous applications from Monroe County non - profit
human service organizations and provides recommendations to the BOCC.
Department Description
The services provided from the H.S.A.B include medical and health services, child care and mentoring, food, clothing, literacy training and services
for the elderly and disabled.
Advisory Board
Human Service Advisory Board
The 5 members of the HSAB are each appointed by a County Commissioner.
Major Variances
All non - profit programs are funded with Ad Valorem Property Tax Revenue.
FY17 reflected a slight increase in the level of funding for community -based organizations from $1,927,860 to $2,000,000. For FY18 the same
level of funding was adopted. The Human Service Advisory Board will be meeting on June 13th to make funding recommendations to the Board
of County Commissioners for the FY19 budget. Thirty non - profit organizations submitted applications for the FY18 funding process.
All non - profit programs are funded with Ad Valorem Property Tax Revenue.
This budget includes the following funding:
• AHEC $68,000
• AIDS Help $60,000
• Anchors Aweigh $20,000
• Autism Society $30,000
• Boys and Girls Club $110,000
• Burton Memorial UMC $12,000
• Domestic Abuse Shelter $60,000
• Florida Keys Children's Shelter $189,000
• Florida Keys Healthy Start Coalition $40,000
• Florida Keys Outreach Coalition $90,000
• Good Health Clinic $96,000
• Grace Jones Community Center $55,000
• The Heron (GCC) $47,000
• Hospice of the FL Keys $190,000
• Independence Cay $30,000
• Keys Area Interdenominational Resources $30,000
• Keys to be the Change $55,000
• Kids Come First in the Florida Keys $33,000
• Literacy Volunteers $40,000
• Marathon Rec Center $40,000
• Monroe Assoc for Retarded Citizens (MARC) $190,000
• Samuel's House $100,000
• Star of the Sea Foundation $100,000
• Voices For Florida Keys Children $15,000
• Wesley House $160,000
• Womankind $140,000
Total $ 2,000,000
Fiscal Year 2019 8 B.O.C. C.
Packet Pg. 106
B.1.b
Monroe County Board of County Commissioners
Fiscal Year 2019 Preliminary Fiscal Plan
B.O.C.C.
Human Service Advisory Board Funding
FY 2016
FY 2017
FY 2018
FY 2018
FY 2019 FY 2019
Budgetary Cost Summary Actual
Actual
Adopted
Amended
Preliminary Change
Operating Expenditures 1,919,108
1,942,415
2,000,000
2,002,750
2,000,000 - %
Total Budget 1,919,108
1,942,415
2,000,000
2,002,750
2,000,000 - %
FY 2016
FY 2017
FY 2018
FY 2018
FY 2019
FY 2019
Revenue Sources Actual
Actual
Adopted
Amended
Preliminary
Change
General Fund 1,919,108
1,942,415
2,000,000
2,002,750
2,000,000
-%
Total Revenue 1,919,108
1,942,415
2,000,000
2,002,750
2,000,000
- %
Fiscal Year 2019
0
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B.1.b
Monroe County Board of County Commissioners
Fiscal Year 2019 Preliminary Fiscal Plan
B.O.C.C.
BOCC Miscellaneous
Department Description
To account for State mandated and miscellaneous programs.
Major Variances
This budget includes the following funding:
From the General Fund (001)- Ad Valorem funds
> Promotional Advertising $5,000 (Conch certificates and other awards)
> Value Adjustment Board $35,000
• Hurricane $100,000
• FIRM $50,000
• Lower Keys Medical Center -Baker Act $83,334 (State Mandate 394.76 F.S.)
• Guidance Care Center -Baker Act Transportation $160,000 (State Mandate 394.76 F.S.)
• Employee Suggestion Plan $10,000
• Guidance Care Center - Substance Abuse Mental Health $972,000 (State Mandate F.S. 394.76)
• Historic FL Keys Foundation $32,450
• Lobbyist $151,432
• Guidance Care Center- Jail Incarceration Program (JIP) $237,227 (Grant match)
From General Fund (001) + Fine & Forfeiture Fund (101)
> Tax Increment Payments $1,000,000 (Budgeted in Fund 001 $300,000 & Fund 101 $700,000)
From Fine & Forfeiture Fund (101)- Ad Valorem funds
> Juvenile Detention Cost Share $276,000 (State mandate, Section 985.686, F.S.)
From Duck Key Security District Fund (152) - Special Revenue Fund
> Duck Key Security Special District $260,000 (Governed by the Duck Key Security Advisory Board)
From Miscellaneous Special Revenue Fund (158)
>FL Keys Council of Handicapped $3,000
> Ord 021 -2002 Traffic Education Fund $50,000
From Drug Abuse Fund (164) - Special Revenue Fund
FY 2016
FY 2017
FY 2018
FY 2018
FY 2019
FY 2019
> Drug Abuse Trust $70,000
Actual
Actual
Adopted
Amended
Preliminary
Change
Total $3,495,443
1,472,465
1,418,525
2,136,443
2,240,610
2,136,443
-%
Governmental Fund Type Grants will be rolled over into
the FY2019
budget when the prior year expenditures are reconciled.
976,000
976,000
976,000
FY 2016
FY 2017
FY 2018
FY 2018
FY 2019
FY 2019
Budgetary Cost Summary
Actual
Actual
Adopted
Amended
Preliminary
Change
Personnel Expenditures
697
2,509,179
-
447,361
-
- %
Operating Expenditures
2,394,502
5,840,335
3,520,443
23,513,833
3,495,443
(0.7 %)
Capital Outlay Expenditures
-
46,642
-
5,000
-
- %
Total Budget
2,395,198
8,396,156
3,520,443
23,966,194
3,495,443
(0.7 %)
Total Revenue 2,395,198 8,396,156 3,520,443 23,966,194 3,495,443 (0.7 %)
Fiscal Year 2019
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FY 2016
FY 2017
FY 2018
FY 2018
FY 2019
FY 2019
Revenue Sources
Actual
Actual
Adopted
Amended
Preliminary
Change
General Fund
1,472,465
1,418,525
2,136,443
2,240,610
2,136,443
-%
Fine & Forfeiture Fund
771,358
737,132
976,000
976,000
976,000
-
Governmental Fund Type Grants
-
6,026,738
-
20,297,569
-
- %
Duck Key Security District
66,818
130,796
255,000
255,000
260,000
2.0%
Misc Special Revenue Fund
28,668
23,109
53,000
97,014
53,000
- %
Clerk's Drug Abuse Trust (603)
55,889
59,857
100,000
100,000
70,000
(30.0 %)
Total Revenue 2,395,198 8,396,156 3,520,443 23,966,194 3,495,443 (0.7 %)
Fiscal Year 2019
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B.1.b
Monroe County Board of County Commissioners
Fiscal Year 2019 Preliminary Fiscal Plan
B.O.C.C.
Emp Fair Shr Hsing
Department Description
To account for capital expenditures associated with the provisions of affordable and employee housing as defined by Monroe County's Land
Development Code, sections 126 -13 and 130 -161.
Major Variances
Annual budgets are set up with the availability of funds.
FY 2016 FY 2017 FY 2018 FY 2018 FY 2019 FY 2019
Budgetary Cost Summary Actual Actual Adopted Amended Preliminary Change
Operating Expenditures - - 44,732 44,732 - (100.0 %)
Total Budget - - 44,732 44,732 - (100.0 %)
FY 2016 FY 2017 FY 2018 FY 2018 FY 2019 FY 2019
Revenue Sources Actual Actual Adopted Amended Preliminary Change
Employee Fair Share Housing - - 44,732 44,732 - (100.0 %)
Total Revenue - - 44,732 44,732 - (100.0 %)
Fiscal Year 2019
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Packet Pg. 109
B.1.b
Monroe County Board of County Commissioners
Fiscal Year 2019 Preliminary Fiscal Plan
Reserves
Department Description
Each fund is set up with a Reserves budget, generally with a contingency and cash balance line items.
Contingency items can be budgeted up to 10% of the total operating fund budget and can be used for unexpected expenditures. The BOCC must
approve resolutions to transfer funds from contingency.
Cash Balance is appropriated by using 3 months of total operating budgets. This is in accordance with the BOCC Financial Policy.
Committed Reserves in the General Fund include $10M for natural and /or man -made disasters.
FY 2016 FY 2017 FY 2018
FY 2018
FY 2019
FY 2019
Budgetary Cost Summary Actual Actual Adopted
Amended
Preliminary
Change
Operating Expenditures - - 47,459,088
45,642,814
46,145,012
(2.8 %)
Total Budget - - 47,459,088
45,642,814
46,145,012
(2.8 %)
Fiscal Year 2019
12
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Monroe County Board of County Commissioners
Fiscal Year 2019 Preliminary Fiscal Plan
B.O.C.C.
Reserves
FY 2016
FY 2017 FY 2018
FY 2018
FY 2019
FY 2019
Revenue Sources Actual
Actual Adopted
Amended
Preliminary
Change
General Fund -
- 7,866,997
7,364,137
9,402,645
19.5%
Affordable Housing Programs -
- 23,000
23,000
24,000
4.3%
Fine & Forfeiture Fund -
- 6,408,591
6,408,591
5,092,474
(20.5 %)
Road And Bridge Fund -
- 1,301,304
1,169,659
1,893,000
45.5%
Employee Fair Share Housing -
- -
-
250
- %
Fire &Ambulance District 1 L &M Key -
- 2,125,307
1,916,709
1,706,235
(19.7 %)
Unincorporated Svc Dist Parks & Rec -
- 191,021
191,021
200,000
4.7%
Mstd - Ping /bldg /code /fire Mar -
- 1,939,213
1,939,213
2,067,231
6.6%
Municipal Policing -
- 1,143,317
1,143,317
1,188,471
3.9%
Duck Key Security District -
- 105,000
105,000
105,000
- %
Local Housing Assistance Trust Fund -
- 10,000
10,000
-
(100.0 %)
Boating Improvement Fund (BIF) -
- 576,354
576,354
580,000
0.6%
Misc Special Revenue Fund -
- 692,080
183,459
555,620
(19.7 %)
Environmental Restoration Fund -
- 167,495
167,495
171,316
2.3%
Law Enforcement Trust (600) -
- 101,633
101,633
100,211
(1.4 %)
Court Facilities Fees Trust (602) -
- 78,485
78,485
74,000
(5.7 %)
Clerk's Drug Abuse Trust (603) -
- 19,000
19,000
21,000
10.5%
Marathon Municipal Service Taxing Unit -
- 181
181
191
5.5%
Bay Point Wastewater Municipal Service -
- 5,484
5,484
5,398
(1.6 %)
Taxing Unit
Big Coppitt Wastewater Municipal Service -
- 60
60
100
66.7%
Taxing Unit
Key Largo Wastewater Municipal Service -
- 900
900
1,600
77.8%
Taxing Unit
Stock Island Wastewater MSTU -
- 155,936
30,013
30,710
(80.3 %)
Conch Key Municipal Service Taxing Unit -
- 78
78
-
(100.0 %)
Long Key, Layton Municipal Service Taxing -
- 47,436
47,436
50,449
6.4%
Unit
Duck Key Municipal Service Taxing Unit -
- 13,800
13,800
13,200
(4.3 %)
Building Fund -
- 478,929
478,929
100,000
(79.1 %)
Debt Service Fund -
- 2,000,000
2,000,000
2,000,000
- %
One Cent Infra - structure Sales Tax -
- 2,462,346
1,565,561
6,611,906
168.5%
Infr Sls Srtx Rev Bds 2007 -
- -
783,203
789,559
- %
Big Coppitt Waste Water Project -
- -
475,000
-
- %
Duck Key Waste Water Project -
- 127,324
127,324
127,325
- %
Cudjoe Regional WW Project -
- 4,146,935
4,146,935
-
(100.0 %)
Series 2014 Revenue Bonds -
- 3,999,160
4,627,000
-
(100.0 %)
Card Sound Bridge -
- 644,550
644,550
599,250
(7.0 %)
Marathon Airport -
- 405,562
255,562
400,000
(1.4 %)
Key West Intl Airport -
- 298,103
213,957
250,000
(16.1 %)
PFC & Oper Restrictions -
- 300,000
300,000
300,000
- %
MSD Solid Waste Management -
- 2,875,589
2,375,589
2,763,541
(3.9 %)
Worker's Compensation -
- 441,368
441,368
268,371
(39.2 %)
Group Insurance Fund -
- 3,571,232
3,477,494
6,014,340
68.4%
Risk Management Fund -
- 1,747,340
1,247,340
1,660,000
(5.0 %)
Fleet Management Fund -
- 971,715
971,715
960,169
(1.2 %)
FIRE & EMS LOSAP TRUST FUND -
- 16,263
16,263
17,450
7.3%
Total Revenue -
- 47,459,088
45,642,814
46,145,012
(2.8 %
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Packet Pg. 111
B.1.b
Monroe County Board of County Commissioners
Fiscal Year 2019 Preliminary Fiscal Plan
Budgeted Transfers
Department Description
To account for interfund transfers such as Workers Comp, Group Insurance, Risk Management, Fleet Management (vehicle maintenance), Cost
Allocation and Debt Service charges along with grant matches.
Major Variances
Budget changes are from Governmental Grant Fund rollovers and unanticipated Grant revenues. Rollovers are not part of the budget adoption
process. By resolutions, Grants are budgeted in October. Later in the fiscal year when Grants are reconciled by Finance, resolutions will be
approved to amend the October rollover amounts to an exact amount. OMB calls this action, a true -up process.
Budgetary Cost Summary
FY 2016
Actual
FY 2017
Actual
FY 2018
Adopted
FY 2018
Amended
FY 2019
Preliminary
FY 2019
Change
Personnel Expenditures
-
-
-
-
250,000
- %
Operating Expenditures
8,803,776
7,958,771
10,458,771
13,958,771
8,414,170
(19.5 %)
Interfund Transfers
19,262,767
29,749,159
29,289,214
30,417,115
11,624,483
(60.3 %)
Total Budget
28,066,543
37,707,930
39,747,985
44,375,886
20,288,653
(49.0 %
Fiscal Year 2019
14
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Monroe County Board of County Commissioners
Fiscal Year 2019 Preliminary Fiscal Plan
Budgeted Transfers
Revenue Sources
FY 2016
Actual
General Fund
271,427
Fine & Forfeiture Fund
16,667
Road And Bridge Fund
709,983
TDC District Two Penny
58,182
TDC Admin & Promo 2 Cent
39,610
TDC District 1 Third Cent
59,799
TDC District 2 Third Cent
23,290
TDC District 3 Third Cent
16,356
TDC District 4 Third Cent
12,023
TDC District 5 Third Cent
37,424
Impact Fees Fund - Roadway
73,983
Employee Fair Share Housing
571,364
Fire & Ambulance District 1 L &M Key
908,519
Upper Keys Healthcare Taxing District
18,641
Unincorporated Svc Dist Parks & Rec
162,768
Mstd - Ping /bldg /code /fire Mar
1,560,680
Municipal Policing
11,514
Boating Improvement Fund (BIF)
94,654
Misc Special Revenue Fund
-
Environmental Restoration Fund
24,862
Clerk's Drug Abuse Trust (603)
2,043
Building Fund
509,033
One Cent Infra - structure Sales Tax
16,428,714
Big Coppitt Waste Water Project
2,000,000
D k K W t W t P t
2 500 000
FY 2017
Actual
5,049,596
9,191
520,047
58,182
39,610
59,799
23,290
16,356
12,023
37,424
77,483
908,519
FY 2018
Adopted
355,500
16,667
3,920,047
58,182
39,610
59,799
23,290
16,356
12,023
37,424
908,519
FY 2018
Amended
420,500
16,667
3,920,047
58,182
39,610
59,799
23,290
16,356
12,023
37,424
908,519
FY 2019
Preliminary
360,000
16,667
4,040,829
58,182
39,610
59,799
44,492
908,519
162,768
162,768
162,768
162,768
1,565,679
1,547,942
1,547,942
1,547,942
11,514
11,514
11,514
11,514
109,265
-
-
-
-
-
10,825
-
28,788
-
-
-
509,033
509,033
509,033
509,033
11,886,490
13,445,475
16,957,975
9,956,384
FY 2019
Change
1.3%
3.1%
(100.0 %)
(100.0 %)
(100.0 %)
(100.0 %)
(25.9 %)
o/
uc ey as e a er ro
,
-
-
-
-
- o
Cudjoe Regional WW Project
-
15,000,000
16,000,000
16,000,000
98,771
(99.4 %)
Card Sound Bridge
514,503
149,693
1,104,693
1,104,693
955,000
(13.6 %)
Marathon Airport
50,153
50,153
50,153
50,153
50,153
- %
Key West Intl Airport
331,280
331,280
331,280
331,280
331,280
- %
PFC & Oper Restrictions
216,361
249,037
295,000
1,012,000
295,000
- %
MSD Solid Waste Management
263,190
263,190
263,190
263,190
263,190
- %
Worker's Compensation
61,030
61,030
61,030
61,030
61,030
- %
Group Insurance Fund
117,760
117,760
117,760
117,760
117,760
- %
Risk Management Fund
32,970
32,970
32,970
355,547
32,970
- %
Fleet Management Fund
367,760
367,760
367,760
367,760
367,760
- %
Total Revenue
28,066,543
37,707,930
39,747,985
44,375,886
20,288,653
(49.0 %)
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15
B.0.C.C.
Packet Pg. 113
B.1.b
Monroe County Board of County Commissioners
Fiscal Year 2019 Preliminary Fiscal Plan
2003 Revenue Bond
Department Description
Debt Service for 2003 Revenue Bond (Fund 307), 2007 Revenue Bond (Fund 308 Capital Improvement Projects), 2014 Revenue Bond (Fund 314
Capital Improvement projects) and Clean Water State Revolving Fund (SRF) Loans for Fund 310 Big Coppitt Wastewater Project and Fund 312
Cudjoe Regional Wastewater project.
See the Debt Service section for details.
Major Variances
The debt service for the 2003 Revenue Bond was refinanced into the 2014 Revenue Bond.
Final payment for the 2007 Revenue Bond was made in FY18.
FY 2016 FY 2017 FY 2018 FY 2018 FY 2019 FY 2019
Budgetary Cost Summary Actual Actual Adopted Amended Preliminary Change
Operating Expenditures 22,778,260 9,885,139 14,095,982 14,160,982 12,620,891 (10.5 %)
Total Budget 22,778,260 9,885,139 14,095,982 14,160,982 12,620,891 (10.5 %
FY 2016
FY 2017
FY 2018
FY 2018
FY 2019
FY 2019
Revenue Sources Actual
Actual
Adopted
Amended
Preliminary
Change
Debt Service Fund 22,778,260
9,885,139
14,095,982
14,160,982
12,620,891
(10.5 %)
Total Revenue 22,778,260
9,885,139
14,095,982
14,160,982
12,620,891
(10.5 %)
Fiscal Year 2019
In
B.0.C.C.
Packet Pg. 114
B.1.b
Monroe County Board of County Commissioners
Fiscal Year 2019 Preliminary Fiscal Plan
B.O.C.C.
Quasi - external Services
Department Description
General Fund expenditures (postage, phone, and courier services) that are reimbursed by outside agencies
FY 2016
FY 2017
FY 2018
FY 2018
FY 2019
FY 2019
Budgetary Cost Summary Actual
Actual
Adopted
Amended
Preliminary
Change
Operating Expenditures 228,168
214,797
215,000
215,000
220,000
2.3%
Total Budget 228,168
214,797
215,000
215,000
220,000
2.3%
FY 2016
FY 2017
FY 2018
FY 2018
FY 2019
FY 2019
Revenue Sources Actual
Actual
Adopted
Amended
Preliminary
Change
General Fund 228,168
214,797
215,000
215,000
220,000
2.3%
Total Revenue 228,168
214,797
215,000
215,000
220,000
2.3%
Fiscal Year 2019
17
B.0.C.C.
Packet Pg. 115
B.1.b
County Administrator
Proposed FY19:
FY19 Revenue Source
General Fund $2,122,463
Other Ad Valorem $0
Non Ad Valorem $60,000
Capital Funds $413,000
$2,595,463
■ General Fund
• Other Ad Valorem
0%
• Non Ad Valorem
• Capital Funds
Expenditures by Department
1,900,000
1,700,000
1,500,000
1,300,000 —4—County Administrator
1,100,000 (Sustainability
900,000 -Office of Legislative Affairs
700,000 —0- Office of Strategic Planning
500,000
Extension Services
300,000
—i— Guardian Ad Litem
100,000
FY17 Budget FY18 Budget FY19 Budget
Expenditures
County Administrator
Sustainability
Office of Legislative Affairs
Office of Strategic Planning
Extension Services
Guardian Ad Litem
Total
Adopted
Adopted
Proposed
FY19
FY17 Budget
FY18 Budget
FY19 Budget
Change
971,183
634,313
649,154
2.3%
1,122,371
1,736,509
1,153,853
-33.6%
-
178,505
186,121
4.3%
-
155,076
158,970
2.5%
284,641
278,744
236,969
-15.0%
201,972
209,514
210,396
0.4%
2,580,167
3,192,661
2,595,463
-18.7%
6%
FY19 Revenue Source
FY19 Expenditures by Department
• County Administrator
• Sustainability
• Office of Legislative Affairs
• Office of Strategic Planning
• Extension Services
• Guardian Ad Litem
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County Administrator
Budgetary Cost Summary
Personnel Expenditures
Operating Expenditures
Capital Outlay Expenditures
Total
3,500,000
3,000,000
2,500,000
2,000,000
1,500,000
1,000,000
500,000
Personnel Expenditures
■ Operating Expenditures
Capital Outlay Expenditures
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Adopted
Adopted
FY17 Budget
Adopted
FY18 Budget
Proposed
FY19 Budget
FY19
Change
FTE History
9.30
9.90
9.90
29,300
FY18 Change
1 FTE added for Sustainability Project Manager
Reallocate Assistant County Administrator between
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Adopted
Proposed
FY19
FY17 Budget
FY18 Budget
FY19 Budget
Change
1,175,497
1,267,134
1,293,846
2.1%
1,365,370
1,896,227
1,295,317
-31.7%
39,300
29,300
6,300
-78.5%
2,580,167
3,192,661
2,595,463
-18.7%
Budgetary Cost Summary
Packet Pg. 117
FY17 Budget FY18 Budget FY19 Budget
B.1.b
Monroe County Board of County Commissioners
Fiscal Year 2019 Preliminary Fiscal Plan
County Administrator
County Administrator
Organizational Chart
Total Full -Time Equivalents (FTE) = 9.90
Guardian Ad Litem
Total Full -Time Equivalents (FTE) = 1.00
County Administrator
Total Full -Time Equivalents (FTE) = 3.90
Office of Sustainability
Total Full -Time Equivalents (FTE) = 2.00
Office of Legislative Affairs
Total Full -Time Equivalents (FTE) = 1.00
Office of Strategic Planning
Total Full -Time Equivalents (FTE) = 1.00
Extension Services
Total Full -Time Equivalents (FTE) = 1.00
Fiscal Year 2019 1 County Administrator
Packet Pg. 118
B.1.b
Monroe County Board of County Commissioners
Fiscal Year 2019 Preliminary Fiscal Plan
County Administrator
Mission Statement
The mission of the County Administrator is to direct the implementation of Board of County Commissioner's (BOCC) policies to the operating units
of County government as prescribed by the Administrative Code.
Services Provided
The County Administrator serves as the administrative head of Monroe County government, and is appointed by the Board of County
Commissioners. The County Administrator carries out the directives and policies of the Board of County Commissioners and enforces all orders,
resolutions, ordinances, and regulations of the Board of County Commissioners, directs the preparation of the annual operating budget and the
Capital Improvement Program, executes the budget and capital programs, proposes policies to the Board of County Commissioners, appoints
department directors, and coordinates the management of all departments. The County Administrator also represents County interests to the
local, state and federal governments
Strategic Goals
To oversee and assure that all county departments provide quality services to the constituents of Monroe County and to maintain efficiency &
effectiveness of county operation.
Continue Canal Restoration projects.
Continue Canal Water Quality Monitoring Program.
Continue to research and implement energy efficiency measures.
Reduction of energy use.
Number of new charging stations installed.
Implementation of GreenKeys Sustainability Action Plan for those projects budgeted.
Advance Monroe County's federal and state legislative priorities and appropriations requests.
Manage the County's federal and state legislative program.
Manage Monroe County's legislative lobbying team.
Ensure that County leadership is informed and knowledgeable about all relevant legislative issues.
Implement and management of Restore Act program including oversight, management and distribution of funding.
Appropriations by Department
FY 2016
Actual
FY 2017
Actual
FY 2018
Adopted
FY 2018
Amended
FY 2019
Preliminary
FY 2019
Change
County Administrator
1,015,359
1,093,827
634,313
2,316,590
649,154
2.3%
Extension Services
216,376
273,760
278,744
289,265
236,969
(15.0 %)
Guardian Ad Litem
139,483
133,943
209,514
209,514
210,396
0.4%
Office of Legislative Affairs
-
-
178,505
178,505
186,121
4.3%
Office of Strategic Planning
-
-
155,076
155,076
158,970
2.5%
Office ofSustainability
609,829
332,519
1,736,509
1,736,509
1,153,853
(33.6 %)
Total Budget
1,981,047
1,834,049
3,192,661
4,885,459
2,595,463
(18.7 %)
FY 2016
FY 2017
FY 2018
FY 2018
FY 2019
FY 2019
Revenue Sources
Actual
Actual
Adopted
Amended
Preliminary
Change
General Fund
1,692,810
1,576,021
2,242,661
2,242,661
2,122,463
(5.4 %)
Road And Bridge Fund
-
33,680
950,000
950,000
413,000
(56.5 %)
Governmental Fund Type Grants
144,877
224,348
-
1,692,798
-
- %
Misc Special Revenue Fund
143,360
-
-
-
60,000
- %
Total Revenue
1,981,047
1,834,049
3,192,661
4,885,459
2,595,463
(18.7 %)
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Fiscal Year 2019 2 County Administrator
Packet Pg. 119
B.1.b
Monroe County Board of County Commissioners
Fiscal Year 2019 Preliminary Fiscal Plan
County Administrator
Position Summary by Department
FY 2016
Actual
FY 2017
Actual
FY 2018
Adopted
FY 2019 FY 2019
Preliminary Variance
Guardian Ad Litem
1.00
1.00
1.00
1.00 -
County Administrator
5.30
4.30
3.90
3.90 -
Office of Sustainability
1.00
1.00
2.00
2.00 -
Office of Legislative Affairs
1.00
1.00
1.00
1.00 -
Office of Strategic Planning
1.00
1.00
1.00
1.00 -
Extension Services
1.00
1.00
1.00
1.00 -
Total Full -Time FTE
10.30
9.30
9.90
9.90 -
Total FTE
10.30
9.30
9.90
9.90 -
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3
County Administrator
Packet Pg. 120
B.1.b
Monroe County Board of County Commissioners
Fiscal Year 2019 Preliminary Fiscal Plan
County Administrator
Guardian Ad Litem
Mission Statement
The mission of the Guardian Ad Litem Program is to advocate for the best interests of children who are alleged to be abused, neglected or
abandoned and who are involved in court proceedings. The Guardian Ad Litem (GAL) Program was created to implement sections 39.820- 39.8298
of the Florida Statutes. F.S.61.401 describes the appointment of a Guardian Ad Litem advocate.
Department Description
The Guardian Ad Litem Program is a state agency that advocates for the best interest of the children alleged to be abused, abandoned, or
neglected who are involved in court proceedings. The program uses a team approach to advocate for the children, lay volunteers, child advocate
coordinators, and attorneys. We are the voice of the child. Guardian ad Litem is appointed by the court, and trains volunteers to appear in court
on behalf of the children that we serve. Together we collect comprehensive information about the child and family, attend hearings, and take
steps to further the child's best interests. Our volunteers visit the child monthly in the home environment and make recommendations to the
court as to the child's best interests, and inform the court of the child's wishes. We also monitor the child's safety and well- being, as well as
significant changes in the parents' lives, which could impact the child's safety.
Budgetary Cost Summary
FY 2016
Actual
FY 2017
Actual
FY 2018
Adopted
FY 2018
Amended
FY 2019
Preliminary
FY 2019
Change
Personnel Expenditures
65,502
69,322
73,814
73,814
74,696
1.2%
Operating Expenditures
73,981
63,591
132,400
132,400
132,400
- %
Capital Outlay Expenditures
-
1,030
3,300
3,300
3,300
- %
Total Budget
139,483
133,943
209,514
209,514
210,396
0.4%
FY 2016 FY 2017 FY 2018 FY 2018 FY 2019 FY 2019
Revenue Sources Actual Actual Adopted Amended Preliminary Change
General Fund 139,483 133,943 209,514 209,514 210,396 0.4%
Total Revenue 139,483 133,943 209,514 209,514 210,396 0.4%
FY 2016
FY 2017
FY 2018
FY 2019 FY 2019
Position Summary Actual
Actual
Adopted
Preliminary Variance
Administrative Support 1.00
1.00
1.00
1.00 -
Total Full -Time FTE 1.00
1.00
1.00
1.00 -
Total FTE 1.00
1.00
1.00
1.00 -
Fiscal Year 2019
4
County Administrator
Packet Pg. 121
C /2 /c
Monroe County Board of County Commissioners
Fiscal Year 2019 Preliminary Fiscal Plan
County Administrator
County Administrator
Mission Statement
Direct the implementation of Board of County Commissioner's (BOCC) policies to the operating units of County government as prescribed by the
Administrative Code.
Department Description
The County Administrator oversees the daily operation of the county, excluding the Constitutional Officers, Judical and Health Departments. Our
office assists constituents with their inquiries and provide them information when requested. We also prepare the agendas for the Board of
County Commissioners' monthly and special meetings. This office also monitors the membership lists of all the Countys' Boards and Committees.
FY 2016
FY 2016
FY 2017
FY 2018
FY 2018
FY 2019
FY 2019
Budgetary Cost Summary
Actual
Actual
Adopted
Amended
Preliminary
Change
Personnel Expenditures
848,168
808,845
555,698
555,698
572,256
3.0%
Operating Expenditures
162,947
278,387
78,615
1,760,892
73,898
(6.0 %)
Capital Outlay Expenditures
4,245
6,595
-
-
3,000
- %
Total Budget
1,015,359
1,093,827
634,313
2,316,590
649,154
2.3%
FY 2016
FY 2017
FY 2018
FY 2018
FY 2019
FY 2019
Revenue Sources Actual
Actual
Adopted
Amended
Preliminary
Change
General Fund 942,479
915,522
634,313
634,313
649,154
2.3%
Governmental Fund Type Grants 72,880
178,305
-
1,682,277
-
- %
Total Revenue 1,015,359
1,093,827
634,313
2,316,590
649,154
2.3%
Fiscal Year 2019
5
County Administrator
Packet Pg. 122
FY 2016
FY 2017
FY 2018
FY 2019 FY 2019
Position Summary
Actual
Actual
Adopted
Preliminary Variance
Administrative Support
1.00
1.00
-
- -
Officials & Administrators
3.30
2.30
2.90
2.90 -
Professionals
1.00
1.00
1.00
1.00 -
Total Full -Time FTE
5.30
4.30
3.90
3.90 -
Total FTE
5.30
4.30
3.90
3.90 -
Fiscal Year 2019
5
County Administrator
Packet Pg. 122
B.1.b
Monroe County Board of County Commissioners
Fiscal Year 2019 Preliminary Fiscal Plan
County Administrator
Office of Sustainability
Mission Statement
We are dedicated to creating resilient and environmental improvements that continue to foster a safe and livable community and a sustainable
future.
Department Description
The Office of Sustainability prepares the County to be more resilient to the effects of climate change and sea level rise. This includes performing
research and modeling the affects of sea level rise, collaboration with the SE FL Climate Change Compact, collecting elevation and other types of
data to more accurately measure the potential inundation to County roads and infrastructure, developing new policies to set standards for
implementation and implementing projects to mitigate against those effects. These areas include the collection of mobile LiDAR elevation data
for county roads and buildings, a streets analysis to evaluate the impacts of sea level rise and to develop conceptual designs for elevation, and
finally community engagement to help the County better understand the residents' concerns about sea level rise and to educate them on the
County's preparations to mitigate.
The Sustainability and Projects department staff plans, directs and implements projects under the GreenKeys Sustainability Action Plan that leads
to a more sustainable and resilient future for the county, our residents and businesses. We also develop and implement projects under the Canal
Management Master Plan to lead to a more sustainable environment and improved waters for the enjoyment of all.
Related Strategic Goal: Preservation of the Environment and Natural Resources
Objective /Performance Measures
Frequency
FY 2017
Actual
FY 2018
Target
FY 2018
YTD
FY 2019
Target
Begin New RAD and Canal Water Quality Monitoring Program
Budgetary Cost Summary
Actual
Actual
Adopted
Amended
Implementation of new RAD and canal monitoring program
Annually
0
100
0
100
Continue Canal Restoration Projects
259,553
3.4%
Operating Expenditures
449,142
189,237
Number of projects completed
Annually
6
8
5
7
Continue Irma Marine Debris Removal projects based upon funds appropriated
-
-
-
- %
Total Budget
Number and success of canals cleaned
Annually
0
8
2
8
Related Strategic Goal: Promotion of Energy Conservation
and Sustainability
FY 2017
FY 2018
FY 2018
FY 2019
Objective /Performance Measures
Frequency
Actual
Target
YTD
Target
Completion of energy reduction projects in GreenKeys Sustainability Action
Plan for those projects
Number of GreenKeys Project implemented
Annually
3
4
2
4
Coordinate community outreach workshops to educate residents on
sustainability & climate issues
Number of workshops hosted
Quarterly
7
10
5
10
Implementation of resilience projects in GreenKeys Sustainability Action Plan
for projects budgeted
Number of GreenKeys Project implemented
Annually
0
10
3
10
Fiscal Year 2019
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FY 2017
FY 2018
FY 2018
FY 2019
FY 2019
Budgetary Cost Summary
Actual
Actual
Adopted
Amended
Preliminary
Change
Personnel Expenditures
110,687
143,283
251,078
251,078
259,553
3.4%
Operating Expenditures
449,142
189,237
1,485,431
1,485,431
894,300
(39.8 %)
Interfund Transfers
50,000
-
-
-
-
- %
Total Budget
609,829
332,519
1,736,509
1,736,509
1,153,853
(33.6 %)
Fiscal Year 2019
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Packet Pg. 123
B.1.b
Monroe County Board of County Commissioners
Fiscal Year 2019 Preliminary Fiscal Plan
County Administrator
Office of Sustainability
FY 2016
FY 2016
FY 2017
FY 2018
FY 2018
FY 2019
FY 2019
Revenue Sources
Actual
Actual
Adopted
Amended
Preliminary
Change
General Fund
416,469
268,862
786,509
786,509
680,853
(13.4 %)
Road And Bridge Fund
-
33,680
950,000
950,000
413,000
(56.5 %)
Governmental Fund Type Grants
50,000
29,978
-
-
-
- %
Misc Special Revenue Fund
143,360
-
-
-
60,000
- %
Total Revenue
609,829
332,519
1,736,509
1,736,509
1,153,853
(33.6 %)
FY 2016
FY 2017
FY 2018
FY 2019 FY 2019
Position Summary Actual
Actual
Adopted
Preliminary Variance
Officials & Administrators 1.00
1.00
1.00
1.00 -
Professionals -
-
1.00
1.00 -
Total Full -Time FTE 1.00
1.00
2.00
2.00 -
Total FTE 1.00
1.00
2.00
2.00 -
Fiscal Year 2019
7
County Administrator
Packet Pg. 124
B.1.b
Monroe County Board of County Commissioners
Fiscal Year 2019 Preliminary Fiscal Plan
County Administrator
Office of Legislative Affairs
Mission Statement
To manage the legislative and intergovernmental initiatives and functions of the County.
To manage the implementation of RESTORE Act funding program.
To implement the State of Florida Stan Mayfield Working Waterfront Grant and acquisition of working waterfront parcel.
Department Description
Development of state and federal legislative agendas; coordination of County positions and responses to legislation; support for and advancement
of the County's legislative priorities and appropriations; preparation of resolutions, talking points, issue briefs and legislative updates;
organization /management of advocacy trips to Tallahassee and DC.
Development and monitoring of the Local Multi -Year Implementation Plan; management of local pot grant funds and development of grant
submissions; monitor the development of Gulf Consortium's State Expenditure Plan and preparation of County projects for state pot grant funds;
participation in monthly Gulf Consortium meetings and conference calls.
Implement the requirements of the Stan Mayfield Working Waterfront grant agreement requirements and manage and coordinate acquisition
activities.
Related Strategic Goal: Excellent, Efficient, Equitably - Delivered Public Service
Objective /Performance Measures
Frequency
FY 2017
Actual
FY 2018
Target
FY 2018
YTD
FY 2019
Target
Ensure that County leadership is informed and knowledgeable about all
appropriations requests
relevant legislative issues
Number of secured appropriations
Annually
1 2
1
o Number of meetings held to provide updates to the Board
Annually
24
24
18
24
Manage Monroe County's legislative lobbying team
FY 2018
FY 2018
FY 2019
FY 2019
Budgetary Cost Summary Actual Actual
Number of Lobbyist contracts managed
Annually
4
4
4
4
Number of Lobbyist task assignments
Annually
27
25
22
27
Manage the County's federal and state legislative program
-%
Total Budget -
- 178,505
178,505
186,121
Correspondence disseminated in an effective and accurate manner
Annually
11
10
7
10
Percentage of Legislative communicationdisseminated in a timely, effective and
Annually
97
100
100
100
accurate manner
Related Strategic Goal: Fiscal Strength and Stability
Objective /Performance Measures
FY 2017 FY 2018
Frequency Actual Target
FY 2018
YTD
FY 2019
Target
Advance Monroe County's federal and state legislative priorities and
appropriations requests
Number of secured appropriations
Annually
1 2
1
2
Percentage of achieved legislative priorities
Annually
85 95
85
95
FY 2016 FY 2017
FY 2018
FY 2018
FY 2019
FY 2019
Budgetary Cost Summary Actual Actual
Adopted
Amended
Preliminary
Change
Personnel Expenditures - -
157,205
157,205
164,821
4.8%
Operating Expenditures - -
21,300
21,300
21,300
-%
Total Budget -
- 178,505
178,505
186,121
4.3%
Fiscal Year 2019
8
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Packet Pg. 125
B.1.b
Monroe County Board of County Commissioners
Fiscal Year 2019 Preliminary Fiscal Plan
County Administrator
Office of Legislative Affairs
FY 2016 FY 2017 FY 2018
FY 2018
FY 2019
FY 2019
Revenue Sources Actual Actual Adopted
Amended
Preliminary
Change
General Fund - - 178,505
178,505
186,121
4.3%
Total Revenue - - 178,505
178,505
186,121
4.3%
Fiscal Year 2019
I
County Administrator
Packet Pg. 126
FY 2016
FY 2017
FY 2018
FY 2019 FY 2019
Position Summary
Actual
Actual
Adopted
Preliminary Variance
Administrative Support
-
1.00
1.00
1.00 -
Professionals
1.00
-
-
- -
Total Full -Time FTE
1.00
1.00
1.00
1.00 -
Total FTE
1.00
1.00
1.00
1.00 -
Fiscal Year 2019
I
County Administrator
Packet Pg. 126
B.1.b
Monroe County Board of County Commissioners
Fiscal Year 2019 Preliminary Fiscal Plan
County Administrator
Office of Strategic Planning
Mission Statement
The Office of Strategic Planning works with the Community and County staff/ administration/ Commissioners to develop plans and initiatives that
create organizational excellence through government accountability, organizational efficiency and continuous improvement.
Department Description
Monroe County is committed to serving our community with excellence, government accountability, organizational efficiency and continuous
improvement. An essential component is this effort is strategic planning and management. The Office of Strategic Planning is responsible for the
overall strategic planning process. The Strategic Plan guides the scope and direction of County services and aligns departmental efforts with the
County's strategic priorities.
The Office of Strategic Planning utilizes a cyclical approach to strategic planning and management that incorporates clearly defined goals and
objectives, standardized performance measurements, collection and analysis of progress, internal and external environmental scanning, results
and feedback drive improvement and creation of goals and objectives. Annual departmental Action Plans link the high -level goals and objectives
of The Strategic Plan with departmental activities and priorities. The Office of Strategic Planning provides technical assistance to departments
regarding the development of appropriate, reliable, and meaningful performance measures and indicators.
The Office of Strategic Planning serves as an internal resource for improving governmental efficiency and effectiveness. At request or direction,
this includes conducting reviews and analysis of management, operational, organizational or business processes of County functions or services
and providing recommendations and implementation support to increasing efficiency and effectiveness. Any Department or unit can request this
support from the Office of Strategic Planning.
The Office of Strategic Planning has a stewardship role for the County government's performance based /results oriented culture. This includes
ongoing networking and scans if the environment, both internally and externally, to identify issues of strategic importance to Monroe County and
an ongoing awareness of current community concerns and priorities. When opportunities or needs are identified, make recommendations to
department directors, County Administration and Board of County Commissioners.
Related Strategic Goal: Excellent, Efficient, Equitably - Delivered Public Service
FY 2017 FY 2018 FY 2018 FY 2019
Objective /Performance Measures Frequency Actual Target YTD Target
Work with Individual Departments or Units to conduct an internal analysis
Structured review through a positive and collaborative process resulting in Annually 0 50 25 75
implementable recommendations for a Department or Unit for ongoing
organizational improvement
Related Strategic Goal: Fiscal Strength and Stability
FY 2017 FY 2018 FY 2018 FY 2019
Objective /Performance Measures Frequency Actual Target YTD Target
External analysis will reassess community priorities and needs in our
post -Irma reality
Utilize inclusive techniques to gather quantitative and qualitative data from diverse Annually 0 50 25 75
segments of our community for use in the 2020 -2025 Strategic Plan
Internal analysis will review county-wide operations
Review of all County Departments
Annually
50 25 75
Fiscal Year 2019
m
County Administrator
Packet Pg. 127
B.1.b
0 ./ 1 * 2$3 #* "$4567$B vW2- .! * "($D ./ 1 * 2$B Zk !
°/ &'( $) +- .! ./, V*, V,
0
Office of Strategic Planning
FY 2016 FY 2017 FY 2018
FY 2018
FY 2019
FY 2019
Budgetary Cost Summary Actual Actual Adopted
Amended
Preliminary
Change
J & -//8 J30'& !F$ *$ $ <;gF:;$
S�<;8F:;$
$ < + &):)$
1�7
Operafing- xpendifures - - � IUU
� IUU
-9,100
'12 .3%
Total Budget - - 155,076
155,076
158,970
2.5%
FY 2016 FY 2017 FY 2018
FY 2018
FY 2019
FY 2019
Revenue Sources Actual Actual Adopted
Amended
Preliminary
Change
General Fund - - 155,076
155,076
158,970
2.5%
Total Revenue - - 155,076
155,076
158,970
2.5%
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Fiscal Year 2019
I
County Administrator
Packet Pg. 128
FY 2016
FY 2017
FY 2018
FY 2019 FY 2019
Position Summary
Actual
Actual
Adopted
Preliminary Variance
Administrative Support
-
1.00
1.00
1.00 -
Professionals
1.00
-
-
- -
Total Full -Time FTE
1.00
1.00
1.00
1.00 -
Total FTE
1.00
1.00
1.00
1.00 -
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County Administrator
Packet Pg. 128
B.1.b
Monroe County Board of County Commissioners
Fiscal Year 2019 Preliminary Fiscal Plan
County Administrator
Extension Services
Mission Statement
The mission of Monroe County Extension Service is to create objective, science - based, educational programs and services that provide residents
empowering lifelong learning opportunities that help them to improve their quality of life and surrounding environment.
Department Description
The Extension Services Department is responsible for addressing quality of life needs of the community and providing life -long learning
opportunities. The department accomplishes this by conducting informal science -based community education programs in traditional and
emerging issues, such as urban horticulture, family and community development, marine fisheries and climate change. The educational programs
are conducted by university faculty based upon input from local program advisory committees. The programs use university expertise, when
needed, to assist in community workshops or to address emerging issues. Extension Services is a partnership between the Monroe County Board
of County Commissioners and the University of Florida, with each contributing funding to the programs.
Major Variances
Reduction due to Vehicle in the FY18 Budget.
Related Strategic Goal: Health, Social and Life -Long Enrichment Services
Objective /Performance Measures
FY 2017 FY 2018 FY 2018 FY 2019
Frequency Actual Target YTD Target
Maintenance of a community volunteer educational effort
Number of community volunteer hours and value
Annually 3,699 2,000 924 2,000
Related Strategic Goal: Preservation of the Environment and Natural Resources
Objective /Performance Measures
FY 2017 FY 2018 FY 2018 FY 2019
Frequency Actual Target YTD Target
Aid /Educate Monroe County Staff and residents in plant and insect
identification
Number of identification contacts and resolved issues
Teach a volunteer -based water quality- monitoring program
Number of sites monitored & volunteers trained
Annually 367 250 114 250
Annually 41 100 41 100
Related Strategic Goal: Promotion of Energy Conservation and Sustainability
Objective /Performance Measures
FY 2017 FY 2018
Frequency Actual Target
FY 2018
YTD
FY 2019
Target
Provide comprehensive community education programs in subjects of
FY 2019
Preliminary
FY 2019
Change
Personnel Expenditures
importance to Monroe County
79,044
82,363
82,363
Extension number of public contacts
Annually 0 10,000
3,187
10,000
Monitor climate change indicators and trends and analyze potential impacts
170,381
175,902
164,319
Number of monthly meetings with the Climate Change Advisory Committee
Monthly 10 10
5
10
Budgetary Cost Summary
FY 2016
Actual
FY 2017
Actual
FY 2018
Adopted
FY 2018
Amended
FY 2019
Preliminary
FY 2019
Change
Personnel Expenditures
73,150
79,044
82,363
82,363
72,650
(11.8 %)
Operating Expenditures
141,981
159,727
170,381
175,902
164,319
(3.6 %)
Capital Outlay Expenditures
1,246
34,989
26,000
31,000
-
(100.0 %)
Total Budget
216,376
273,760
278,744
289,265
236,969
(15.0 %)
Fiscal Year 2019
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County Administrator
Packet Pg. 129
12
B.1.b
Monroe County Board of County Commissioners
Fiscal Year 2019 Preliminary Fiscal Plan
County Administrator
Extension Services
FY 2016
FY 2017
FY 2018
FY 2018
FY 2019
FY 2019
Revenue Sources Actual
Actual
Adopted
Amended
Preliminary
Change
D&/&"4 . / 3 $� + <86: +$
=: $ + <$
1 : 98 <<$
1 : 98 <<$
6
�:t =5 7 ?
Gove 'rnmenf"af 1- un81'ype"G'ranfs 21;Jyi
"ltitibti'"
-
"1O;b2l
-
'°'io
Total Revenue 216,376
273,760
278,744
289,265
236,969
(15.0 %
FY 2016
FY 2017
FY 2018
FY 2019 FY 2019
Position Summary Actual
Actual
Adopted
Preliminary Variance
Administrative Support 1.00
1.00
1.00
1.00 -
Total Full -Time FTE 1.00
1.00
1.00
1.00 -
Total FTE 1.00
1.00
1.00
1.00 -
Fiscal Year 2019
13
County Administrator
Packet Pg. 130
B.1.b
m �
C oun ty o Monroe 4 �
T he —
BOARD OF COUNTY COMMISSIONERS
Mayor David Rice, District 4
Mayor Pro Tem Sylvia 1. Murphy, District 5
Heather Carruthers, District 3
Danny L. Kolhagc, District 2
George Neugent, District 2
Monroe County
Board of County Commissioners
Office of the County Administrator
The Historic Gato Cigar Factory
1 100 Simonton Street, Suite 205
Key West, FL 33040
(305) 292-4441 Phone
(305) 292-4544 - Fax
MUSMAIIN►1 D]i
TO: Roman Gastesi, County Administrator
f
FROM: Lindsey Ballard, Aide to County Administrator 1
DATE: March 23, 2019
SUBJECT: FY 19 Proposed Budget
There have been no changes or increases to the Budget this year. Everything will remain the same.
Packet Pg. 131
B.1.b
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B.1.b
Preliminary Budget 2019
County Administrator's Office
05000 — County Administrator
510120 — Salaries (Roman Gastesi, Lindsey Ballard, Cammy Clark, and Gabriella
Gonzalez)
510140 — Overtime
530340 — Other Contractual Services - $5,000.00
530400 -- Travel $35,000
• Roman Gastesi, Lindsey Ballard Gabriella Gonzalez and Cammy Clark
530409 — Vehicle Maintenance
• Rhonda Haag's Vehicle = $350.00
530410 — Phone & Postage = $9,000
• Cell Phones:
•
Roman Gastesi $49.35 x 12 = $592.20
•
Lindsey Ballard - $49.35 x 12 = $592.20
•
Cammie Clark - $55.00 x 12 = $660.00
•
Gabriella Gonzalez - $37.97 x 12 = $455.64
• AirCards:
o
Roman Gastesi - $39.00 x 12 = $479.88
• I -Pad:
o
Roman Gastesi $39.99 x 12 = $479.88
`:
Rhonda Haag - $27.38 x 12= $328.56
530440 — Rental & Leases
• Xerox ($350.00 x 12 = $4,200)
530470 — Printing & Binding $500.00
• Flyers
• Pamphlets
Packet Pg. 133
B.1.b
530490 —Miscellaneous Expenses
• Water ($195.00)
530498 — Advertising $500.00
530510 -- Office Supplies $3,000
530520 — Operating Supplies $5,000
530528 — Internal Fuel - $1,000
• Rhonda Haag
• Lindsey Ballard
530540 — Books, pubs, subscriptions, education, memberships - $7,200
• Roman Gastesi's memberships:
o ICMA ($1400.00)
Leadership Monroe ($100.00)
o FCCMA ($544.00)
�, FACM ($100.00)
• News Papers
c. Citizen ($102.00)
o Herald ($218.40)
o Keynoter ($28.08)
• The Economist Newspaper ($127.00)
• Comcast
o MEN Bldg $11.94 x 12 = $143.28
Gato Bldg $9.95 x 12 = $119.40
560640 Capital Outlay-equipment
Packet Pg. 134
B.1.b
MEMORANDUM
TM s ,
To: Roman Gastesi, County Administrator
From: Rhonda Haag, Sustainability and Special Projects Director
Date: March 27, 2018
Subject: FY19 Proposed Budget
The following FY19 Budget Request is presented for your consideration. Due to the impact from Hurricane Irma and
related purchasing freeze, and also my work in marine debris cleanup, my projects in FY18 were not all completed. I
am requesting those projects be rolled forward to FY19. These include GreenKeys Year 2 projects. I am also
requesting the new FTE approved this year be carried forward to FY19.
Also included are several new Year 3 GreenKeys projects that are related to the Year 2 Streets Analysis project. We
will be applying for Hazard Mitigation Grant funds for many of the GreenKeys projects, and if received, those grant
funds will be used to fund the projects.
In addition, we are hosting the Climate Summit in 2019, and new funds were included for that project. Finally,
estimated costs were included in this memo (but not in the budget) for the repair of the canal demonstration projects.
1. SUSTAINABILITY: FY18 Funds should be rolled forward as follows:
A. FY18 Rolled Forward Contractual Services GreenKeys Year 2 Plan Projects:
GreenKeys Project #„and Title
Amount
Ord
1 -17
Electric Vehicle Charging Stations Ph. 2, GreenKeys Project 1 -17
$ 20,000
530340
2 -01
Community Outreach Workshops GreenKeys Project 2 -1
$ 1,500
530480
2 -14
Countywide Roads Analysis to identify inundation risk to roads Phase 1
GreenKeys 2 -14 $1,000,000
530310
2 -17
Update vulnerability assessments on County facilities GreenKeys 2 -17
$100,000
530310
2 -29
Conduct feasibility study for alternative energy at County
$ 75,000
530340
2 -31
Develop adaptation alternatives for vulnerable County facilities Ph. l
$ 50,000
530340
2 -34
Ph. 2 of the NOAA grant
$ 30,000
530490
2 -38
Identify intact corridors for future tidal wetland migration corridors as a
potential criterion for future land purchase and flood mitigation
initiatives Phase 1
50,000
530340
TOTAL Green Keys Projects $1,326,500
B. N FY19 Contractual Services GreenKeys Year 3 Plan Projects:
2 -14 Part 2 of Countywide Roads Analysis
3 -17 Create a database of all elevation data for County and utility facilities
and assets Project 3 -17
3 -29 Develop a ranking process to identify the most vulnerable neighborho
and establish levels of service each road gets based upon a tolerable
level of nuisance flooding.
TOTAL NEW Projects
$ 500,000 530310
$ 50,000 530340
ods
$ 50,000 530340
$600,000
Contractual Services Non GreenKeys Projects. The following are not included in the GreenKeys plan, but are either
new projects for potential grant match or a part of the department's mission:
DEP Harry Harris Grant Vulnerability Analysis $ 30,000 530310
SE FL Climate Compact Annual Support Year 3 of 5 $ 50,000 530340
Misc. Environmental Professional Services $ 75,000 530310
Packet Pg. 135
B.1.b
Climate Leadership Summit in Keys (only for 2019)
Total
B. Operating Expenses
Travel and Per Diem
Printing and Binding
Promotional Activities
Advertising
Office Supplies
Operating Supplies
Books, Pubs, Subs, Educational material
TOTAL
C.FTE for Sr. Project Manager Sustainability and Canal Restoration (Grade 118)
FICA
Retirement Contributions
Life and Health Insurance
Workers Compensation
TOTAL
$__60,000 530340
$215,000
$ 5,000
530470
$ 2,500
530470
$ 500
530480
$ 3,500
530498
$ 300
530510
$ 300
530520
200
530540
$12,300
$ 77,075
510120
$ 5,400
510210
$ 6,166
510220
$ 12,420
510230
448
510240
$101,519
530340
2. CANAL PROJECTS: Funds are requested for budgeting in FYI for the canal projects using the
Infrastructure Tar Fund. Please see the attached CEP detail sheet.
Canal MSBU Set up costs
$ 25,000
530340
Match for DEP and EPA canal grants
$100,000
530340
Professional Engineering Services
$100,000
530310
DEP Grant Match MN008 RAD Water Quality Monitoring Yr I of 2
$150,000
530340
Canal Water Quality Monitoring Year 1 oft
$125,000
530340
Selection and prioritization of canal ranking list
$ 20,000
530340
Canal Skimming Services
$ 50,000
530340
$570,000
001 Lip.::
Air Curtain Replacement in demonstration canals 266, 290 and 287 $ 316,000
Engineering, Permitting, Procurement and CEI for 3 air curtain replacements $ 100,000
Muck, Sediment and Debris removal of demonstration canals 266 and 290 $2,000,000
Engineering, Permitting, Procurement and CEI for 266 and 290 $ 200,000
$2,115,000
Packet Pg. 136
B.1.b
' BOARD OF COUNTY COMMISSIONERS
Mayor David Rice, District 4
UF I IFAS Extension f%'' Mayor Pro Tern Sylvia Murphy, District 5
George Neugent, District 2
UNIVERSITY of FLORIDA Danny Kolhage, District I
Heather Carruthers, District 3
UFAFAS /Monroe County Extension Services
1100 Simonton Street, Suite 2 -260
Key West, FL 33040
Phone: (305) 2924501
Fax: (305) 2924415
E -mail: monroe0lifas ufl.edu
Website - hhW1::'.'monroe.ifas.ufi.edu
MEMORANDUM
TO: Roman Gastesi, County Administrator
FROM: Alicia Betancourt, Extension Services Director
DATE: March 22, 2018
RE: 2019 Budget Submission
Enclosed please find a copy of the Extension budget as it has been entered into the GovMax
program. Our proposed budget total is $237,031 for the operation of Extension in Monroe County,
which represents about 40 0 '0 of our total costs with the remainder provided by the University of
Florida. Following your instruction to find budget savings, the proposed budget decrease of 15%
reflects the salary differential from two career employees to two new employees and the loss of one
agent. The University of Florida is willing to rehire that position. I have not included a 30% Monroe
County portion of that salary (15 -25K) although I am willing to discuss this. I have included a small
stipend (4K) to again hire collage interns to complete projects for the Sustainability Action Plan. This
effort helps move projects much further along given our heavy workloads. I hope that you find these
requests reasonable.
Fiscal year 2019's current budget total of $237,031 includes $136,000 for 3040% of salaries
(different for each agent) of 2 University of Florida Extension Educators and 1 Extension Educator/
County Extension Director. The University of Florida pays the balance of 60170 0 of the agent's
salaries according to the UF=O' Monroe County Memorandum Agreement. Monroe County Extension
Service has one county employee who acts as an Extension Coordinator at the cost of $68,650. The
remaining $32,381 is the total amount budgeted for day to day operations including: risk management,
vehicle maintenance, printing, fuel, travel and equipment. The University of Florida financial match
for Monroe County Extension Service averages at $385,000.
I respectfully request your approval of this budget request. ,
Alicia Betancourt, Extension Service Director
uF and Monroe County Extension is an Equal Employment opportunity Affirmative Action Employer authorized to provide research- educational
information and other services only to individuals and institutions that function with non - discrimination with respect to face, color, religion,
gender, disability, sex, sexual orientation, marital status, national origin, political opinions or affiliations.
Packet Pg. 137
B.1.b
Employee Services
Proposed FY19:
FY19 Revenue Source
General Fund $613,015
Other Ad Valorem $0
Non Ad Valorem $27,658,924
Capital Funds $0
$28,271,939
30,000,000
25,000,000
20,000,000
15,000,000
10,000,000
5,000,000
Personnel
--*—Loss Control
—*— Workers Comp
Group Insurance
Expenditures by Department
Personnel
Loss Control
Workers Comp
Group Insurance
Total
FY19 Revenue Source
2%
Expenditures by Department
FY19 Expenditures by Department
2% 0%
■ Personnel
• Loss Control
Workers Comp
• Group Insurance
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■ Genera l Fund
■ Other Ad Valorem 0%
Non Ad Valorem
■ Capita l Funds 0%
Adopted
Adopted
Proposed
FY19
FY17 Budget
FY18 Budget
I FY19 Budget
I Change
503,455
751,292
613,015
-18.4%
56,796
66,225
51,815
-21.8%
5,413,398
5,379,718
5,430,237
0.9%
23,288,428
26,171,102
22,176,872
-15.3%
29,262,077
32,368,337
28,271,939
-12.7%
Packet Pg. 138
FY17 Budget FY18 Budget FY19 Budget
B.1.b
Employee Services
Budgetary Cost Summary
Personnel Expenditures
Operating Expenditures
Capital Outlay Expenditures
Tota I
Adopted
Adopted
Proposed
FY19
FY17 Budget
FY18 Budget
FY19 Budget
Change
1,256,723 1,343,320 1,397,652 4.0%
28,005,354 31,025,017 26,874,287 -13.4%
- - - 0.0%
29,262,077 32,368,337 28,271,939 -12.7%
Budgetary Cost Summary
35,000,000
30,000,000
25,000,000
20,000,000
15,000,000
10,000,000
5,000,000
• Personnel Expenditures
• Operating Expenditures
• Capital Outlay Expenditures
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FY17 Budget FY18 Budget FY19 Budget
Adopted
Adopted
Proposed
FY19
FY17 Budget
FY18 Budget
FY19 Budget
Change
FTE History
9.95
1 10.56
1 10.81
0.25
1 FTE moved to Budget & Finance
Reallocate Assistant County Administrator between
FY18 Change
departments
Reallocate Executive Administrator between departments
FY19 Change
Reallocate Safety Position to Interim Worker's Comp
Administrator
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FY17 Budget FY18 Budget FY19 Budget
B.1.b
Monroe County Board of County Commissioners
Fiscal Year 2019 Preliminary Fiscal Plan
Employee Services
Employee Services
Organizational Chart
Total Full -Time Equivalents (FTE) = 10.81
Employee Services - Loss Control
Total Full -Time Equivalents (FTE) = 0.43
Employee Services - Personnel
Total Full -Time Equivalents (FTE) = 4.98
Employee Services - Worker's Comp
Total Full -Time Equivalents (FTE) = 1.88
Employee Services - Group Insurance
Total Full -Time Equivalents (FTE) = 3.53
Fiscal Year 2019 1 Employee Services
Packet Pg. 140
B.1.b
Monroe County Board of County Commissioners
Fiscal Year 2019 Preliminary Fiscal Plan
Employee Services
Business Center Vision
Working and learning together to maintain the diverse community by preserving the natural habitat that makes us a unique and
preferred place to live and visit.
Mission Statement
The mission of the Employee Services office is to provide guidance and essential information to our employees, retirees, and the public as we
meet the evolving needs of a dynamic workforce through proactive management of our services.
Services Provided
The Employee Services Department is responsible for the human resources function of Monroe County government. The Department contains
three functional units: Human Resources, Benefits, and Workers' Compensation and Safety. Compliance and awareness of various labor laws,
rules and regulations, and County policies are important aspects of this department. Group Health Insurance and Workers' Compensation
Insurance is administered for BOCC employees as well as employees in the County's Constitutional Offices as part of a modified self- insured
program. The Department provides responsive, efficient, customer - focused and equitable services for its customers (job candidates, employees,
and retirees) in compliance with federal and state requirements.
Strategic Goals
Provide sound cost - effective management of Workers' Comp fund
Return injured workers back to work, timely
Sound, cost - effective management of Group Insurance fund
Educate and engage employees about how to optimize Monroe County benefits options and Consumer Driven Health Care
Promote wellness program (year three)
Human Resources Information System (HRIS)
Work with Safety Committee Dept. Reps. (ESC) to ensure a Healthy and Safe Working Environment for all County Employees, provide Safety
Training and ensure compliance with the County's policies.
Track all unemployment claims
Compensation and Classification Study
Appropriations by Department
FY 2016
Actual
FY 2017
Actual
FY 2018
Adopted
FY 2018
Amended
FY 2019
Preliminary
FY 2019
Change
Employee Services
- Group Insurance
18,526,727
17,961,545
26,171,102
26,314,840
22,176,872
(15.3 %)
Employee Services
- Loss Control
52,485
52,364
66,225
66,225
51,815
(21.8 %)
Employee Services
- Personnel
430,975
431,406
751,292
751,292
613,015
(18.4 %)
Employee Services
- Worker's Comp
2,657,459
2,630,727
5,379,718
5,379,718
5,430,237
0.9%
10.81
Total Budget
21,667,647
21,076,042
32,368,337
32,512,075
28,271,939
(12.7 %
Total Revenue 21,667,647 21,076,042 32,368,337 32,512,075 28,271,939 (12.7 %
Position Summary by Department
FY 2016
FY 2017
FY 2018
FY 2018
FY 2019
FY 2019
Revenue Sources
Actual
Actual
Adopted
Amended
Preliminary
Change
General Fund
430,975
431,406
751,292
751,292
613,015
(18.4 %)
Worker's Compensation
2,709,945
2,683,091
5,445,943
5,445,943
5,482,052
0.7%
Group Insurance Fund
18,526,727
17,961,545
26,171,102
26,314,840
22,176,872
(15.3 %)
Total Revenue 21,667,647 21,076,042 32,368,337 32,512,075 28,271,939 (12.7 %
Position Summary by Department
FY 2016
Actual
FY 2017
Actual
FY 2018
Adopted
FY 2019
Preliminary
FY 2019
Variance
Employee Services
- Loss Control
0.63
0.68
0.68
0.43
(0.25)
Employee Services
- Personnel
4.75
4.76
4.98
4.98
-
Employee Services
- Worker's Comp
2.28
2.28
1.38
1.88
0.50
Employee Services
- Group Insurance
3.30
3.43
3.53
3.53
-
Total Full -Time FTE
10.95
11.13
10.56
10.81
0.25
Total FTE
10.95
11.13
10.56
10.81
0.25
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Fiscal Year 2019 2 Employee Services
Packet Pg. 141
B.1.b
Monroe County Board of County Commissioners
Fiscal Year 2019 Preliminary Fiscal Plan
Employee Services
Employee Services - Loss Control
Mission Statement
To provide leadership, training and professional support to promote a safe and heatlhy work environment.
Department Description
Provide occupational safety training, inspections and investigations of accidents and analyze trends. Produce and enforce Safety Policies that
ensure compliance of the driving policy and provide professional safety consultation to staff including constitutional officers.
MANDATES:
County Code Article XVII Risk Management Program
Section 2 -323
Related Strategic Goal: Fiscal Strength and Stability
FY 2017 FY 2018 FY 2018 FY 2019
Objective /Performance Measures Frequency Actual Target YTD Target
Sound cost - effective management of Workers' Comp. fund
Average claim cost less than $15,000 Annually 9,496 14,999 8,927 14,999
Related Strategic Goal: Public Safety Committed to Saving Lives
Total FTE 0.63 0.68 0.68 0.43 (0.25)
Fiscal Year 2019 3 Employee Services
Packet Pg. 142
FY 2017 FY 2018
FY 2018
FY 2019
Objective /Performance Measures
Frequency
Actual Target
YTD
Target
C
O
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Return injured workers back to work, timely
r
Number of employees assigned to light duty
Annually
80 80
80
90
y
Safety training sessions to minimize risk
y
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Safety Training Sessions January - December
Annually
11 15
4
15
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FY 2016
FY 2017
FY 2018
FY 2018
FY 2019
FY 2019
Budgetary Cost Summary
Actual
Actual
Adopted
Amended
Preliminary
Change
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Personnel Expenditures
50,881
48,706
62,685
62,685
47,777
(23.8 %)
Operating Expenditures
1,604
3,658
3,540
3,540
4,038
14.1%
u-
Total Budget
52,485
52,364
66,225
66,225
51,815
(21.8 %)
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FY 2017
FY 2018
FY 2018
FY 2019
FY 2019
Revenue Sources
Actual
Actual
Adopted
Amended
Preliminary
Change
p
Worker's Compensation
52,485
52,364
66,225
66,225
51,815
(21.8 %)
p
Total Revenue
52,485
52,364
66,225
66,225
51,815
(21.8 %
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FY 2017
FY 2018
FY 2019
FY 2019
E
Position Summary
Actual
Actual
Adopted
Preliminary
Variance
U
Administrative Support
0.50
0.50
0.50
0.25
(0.25)
Officials & Administrators
0.13
0.18
0.18
0.18
-
Q
Total Full -Time FTE
0.63
0.68
0.68
0.43
(0.25)
Total FTE 0.63 0.68 0.68 0.43 (0.25)
Fiscal Year 2019 3 Employee Services
Packet Pg. 142
B.1.b
Monroe County Board of County Commissioners
Fiscal Year 2019 Preliminary Fiscal Plan
Employee Services
Employee Services - Personnel
Mission Statement
Dedicated to providing quality services to the public and employees in the areas of policies and procedures and employment opportunities with
utmost respect and consideration to their needs.
Department Description
Apply and carry out personnel policies and regulations as adopted by the Board of County Commissioners for recruiting, hiring, and career
advancement of qualified personnel.
MANDATES:
Federal Labor Laws
County Code Article II 2 -213 Policies and Procedures Board
69 Career Service
Florida Statute Title X Public Officers, Employees and Records
Title XXXI Labor
Ordinance 007 -2013 - Security Sensitive Background Screenings
Major Variances
Evergreen Classification and Compensation Study expected to be 30% completed (- $35K).
Building Security by Safety Department ( -$50K) and ADA Self- Evaluation ( -$67K) in FY18 budget are estimated to be completed.
Objective /Performance Measures
Frequency
FY 2017 FY 2018
Actual Target
FY 2018
YTD
FY 2019
Target
(New) Compensation and Classification Study
FY 2019
Budgetary Cost Summary
Actual
Actual
Percentage of analysis of Comp Study completed
Annually
30
10
100
(New) HR Informantion System
352,395
446,702
450,702
457,718
Percentage of automation completed
Annually
35
10
100
Track all unemployment claims
155,297
(49.0 %)
Capital Outlay Expenditures
-
Number of unemployment claims
Annually
16 24
4
20
Total Budget 430,975 431,406 751,292 751,292 613,015 (18.4 %)
FY 2016
FY 2016
FY 2017
FY 2018
FY 2018
FY 2019
FY 2019
Budgetary Cost Summary
Actual
Actual
Adopted
Amended
Preliminary
Change
Personnel Expenditures
380,705
352,395
446,702
450,702
457,718
2.5%
Operating Expenditures
50,270
74,103
304,590
300,100
155,297
(49.0 %)
Capital Outlay Expenditures
-
4,908
-
490
-
- %
Total Budget 430,975 431,406 751,292 751,292 613,015 (18.4 %)
FY 2016
FY 2017
FY 2018
FY 2018
FY 2019
FY 2019
Revenue Sources Actual
Actual
Adopted
Amended
Preliminary
Change
General Fund 430,975
431,406
751,292
751,292
613,015
(18.4 %)
Total Revenue 430,975
431,406
751,292
751,292
613,015
(18.4 %
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Fiscal Year 2019
4
Employee Services
Packet Pg. 143
B.1.b
Monroe County Board of County Commissioners
Fiscal Year 2019 Preliminary Fiscal Plan
Employee Services
Employee Services - Personnel
Fiscal Year 2019
5
Employee Services
Packet Pg. 144
FY 2016
FY 2017
FY 2018
FY 2019 FY 2019
Position Summary
Actual
Actual
Adopted
Preliminary Variance
Administrative Support
1.60
1.00
1.03
1.03 -
Officials & Administrators
1.37
1.97
2.20
2.20 -
Paraprofessionals
0.03
0.03
-
- -
Technicians
0.75
0.75
0.75
0.75 -
Professionals
1.00
1.00
1.00
1.00 -
Total Full -Time FTE
4.75
4.76
4.98
4.98 -
Total FTE
4.75
4.76
4.98
4.98 -
Fiscal Year 2019
5
Employee Services
Packet Pg. 144
B.1.b
Monroe County Board of County Commissioners
Fiscal Year 2019 Preliminary Fiscal Plan
Employee Services
Employee Services -Worker's Comp
Mission Statement
To secure equitable and timely administration of the provisions of the Florida Worker's Compensation Law on behalf of our injured workers by
providing an efficient forum with the ultimate goal of ensuring that all injured workers receive all services that are provided in accordance with
governmental regulations.
Department Description
Ensure that any injured worker gets medical treatment and is returned to work at the first available opportunity. Work in tandem with the Loss
Control Office to ensure a safe work environment.
MANDATES:
Florida Statute Title XXXI Labor Chapter 440
Title XXXVII Insurance Requirements
Major Variances
Reallocate Safety Position to Interim Workers Comp Administrator.
FY 2016
Budgetary Cost Summary Actual
FY 2017
Actual
FY 2018
Adopted
FY 2018
Amended
FY 2019
Preliminary
FY 2019
Change
Personnel Expenditures 420,221
342,627
502,731
502,716
553,605
10.1%
Operating Expenditures 2,237,238
2,288,100
4,876,987
4,877,002
4,876,632
- %
Total Budget 2,657,459
2,630,727
5,379,718
5,379,718
5,430,237
0.9%
FY 2016 FY 2017 FY 2018 FY 2018 FY 2019 FY 2019
Revenue Sources Actual Actual Adopted Amended Preliminary Change
Worker's Compensation 2,657,459 2,630,727 5,379,718 5,379,718 5,430,237 0.9%
Total Revenue 2,657,459 2,630,727 5,379,718 5,379,718 5,430,237 0.9%
Position Summary
FY 2016
Actual
FY 2017
Actual
FY 2018
Adopted
FY 2019
Preliminary
FY 2019
Variance
Administrative Support
2.15
2.00
1.00
1.50
0.50
Officials & Administrators
0.13
0.28
0.38
0.38
-
Total Full -Time FTE
2.28
2.28
1.38
1.88
0.50
Total FTE
2.28
2.28
1.38
1.88
0.50
Fiscal Year 2019
I
Employee Services
Packet Pg. 145
B.1.b
Monroe County Board of County Commissioners
Fiscal Year 2019 Preliminary Fiscal Plan
Employee Services
Employee Services - Group Insurance
Mission Statement
Providing individualized quality customer service in an empathetic manner to employees and retirees, simplifying the complex world of employee
benefit program administration by delivering their benefit needs efficiently and effectively.
Department Description
Provide insurance benefits to active employees, retirees, and their eligible dependents in accordance with BOCC policies.
MANDATES:
County Code Article II Chapter 63 & 76 Group Insurance
Florida Statute Chapter 112 - General Provisions
Title XXXVII Insurance Requirements
Resolution 388 -2013 Retirees
339 -2017 Rule of 70 Subsidy
081 -1998 Domestic Partners
120 -2010 AFLAC
049 -2017 Wellness
Patient Protection Affordable Care Act (PPACA)
Annual Notices:
*Medicare Part D Drug Plan
*Womens Health and Cancer Rights
*CHIP - State Premium Assistance
*Mental Health Parity Exemption Notice
*HIPPA Election Rights Notice (every 3 years)
IRS Section 6055 & 6056 Reporting
Major Variances
Decrease in Medical Claims for Group Insurance (- $3.9M).
Related Strategic Goal: Excellent, Efficient, Equitably - Delivered Public Service
Objective /Performance Measures
FY 2017 FY 2018 FY 2018 FY 2019
Frequency Actual Target YTD Target
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Promote Wellness Program
Increase from 2016 Annually 286 330 250 493
FY 2016
FY 2017
FY 2018
FY 2018
FY 2019
Objective /Performance Measures Frequency
Actual
Target
YTD
Target
Educate employees on how to optimize benefit options and Consumer Driven
Change
Personnel Expenditures 285,421
330,307
331,202
Health Care
338,552
2.2%
Operating Expenditures 18,241,306
17,631,238
Number of educational newsletters Annually
52
52
30
52
Sound, cost effective management of Group Insurance fund
26,171,102
26,314,840
22,176,872
(15.3 %)
Quarterly monitoring of medical and prescription claims Quarterly
4
4
4
4
Related Strategic Goal: Excellent, Efficient, Equitably - Delivered Public Service
Objective /Performance Measures
FY 2017 FY 2018 FY 2018 FY 2019
Frequency Actual Target YTD Target
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Promote Wellness Program
Increase from 2016 Annually 286 330 250 493
FY 2016
FY 2017
FY 2018
FY 2018
FY 2019
FY 2019
Budgetary Cost Summary Actual
Actual
Adopted
Amended
Preliminary
Change
Personnel Expenditures 285,421
330,307
331,202
331,202
338,552
2.2%
Operating Expenditures 18,241,306
17,631,238
25,839,900
25,983,638
21,838,320
(15.5 %)
Total Budget 18,526,727
17,961,545
26,171,102
26,314,840
22,176,872
(15.3 %)
Fiscal Year 2019
7
Employee Services
Packet Pg. 146
B.1.b
Monroe County Board of County Commissioners
Fiscal Year 2019 Preliminary Fiscal Plan
Employee Services
Employee Services - Group Insurance
FY 2016
FY 2017
FY 2018
FY 2018
FY 2019
FY 2019
Revenue Sources Actual
Actual
Adopted
Amended
Preliminary
Change
Group Insurance Fund 18,526,727
17,961,545
26,171,102
26,314,840
22,176,872
(15.3 %)
Total Revenue 18,526,727
17,961,545
26,171,102
26,314,840
22,176,872
(15.3°
Fiscal Year 2019
8
Employee Services
Packet Pg. 147
FY 2016
FY 2017
FY 2018
FY 2019 FY 2019
Position Summary
Actual
Actual
Adopted
Preliminary Variance
Administrative Support
3.15
3.00
3.00
3.00 -
Officials & Administrators
0.15
0.43
0.53
0.53 -
Total Full -Time FTE
3.30
3.43
3.53
3.53 -
Total FTE
3.30
3.43
3.53
3.53 -
Fiscal Year 2019
8
Employee Services
Packet Pg. 147
B.1.b
County of Monroe
The Florida Keys
Employee Services
1100 Simonton Street
Key West, FL. 33040
TO: Roman Gastesi, County Administrator
BOARD OF COUNTY CONIMISSIONERS
Mayor David Rice District 4
Mayor Pro Tem Sylvia J. Murphy. District S
(leather Carruthers. District 3
Danny L. Kolhage. District
George Neueent. District 2
FROM: Christine Hurley, AICP, Assistant County Administrator
Bryan Cook, Employee Services Director
Pam Pumar, Human Resource Administrator
Mark Gongre, Interim Workers Compensation Administrator
Maria Gonzalez, Benefits Administrator
Christine Diaz, Employee Services, Executive Administrator
DATE: March 23, 2018
SUBJ. FY 2019 Proposed Budget and Enhancements
The Employee Services Department has 14 cost centers. Last year, we requested amounts above a flat
budget; even though we show increases below, we have decreased costs in other areas to off -set these
increases (line items without change are not shown):
Employee Services
001 -06500
Personnel
—
Line item
Current
Proposed
Decrease
Increase
Justification
FY 2018
FY 2019
310 Prof Services
$130,980
$95,980
$35,000
Last year $123,000 was included for Evergreen Study m
400 Travel
$2,017
$7,222
$5,205
Travel request for HR Director, i staff employee attending
Records Mgt. Conf.
340 Contractual
$67,320
$0
$67,320
Monroe County ADA — Monroe County Self Evaluation and
Transition Plan has been under contract for years. We are
anticipating fin ishing by end of FY18.
410
$2,000
$2,520
$520
(Phone for Bryan Cook, $55 per month per lT
Phone /Postage
470 Printing
$200
$612
$412
Add'I Business cards, printed address envelopes, additional
p rintin g
520 Operating
$9,250
$8,062
$1,188
Staying with employee of the quarter ($1,200) Instead of
employee of the month ($3,600). Award plaques reduced to
$500 instead of last years requested amount of $1,050.
540 Books/Subs
$12,956
$8,007
$4,949
Funding for County Wide Training not requesting in 2019.
Employee Services Requested Enhancements:
Evergreen Compensation and Classification Study (update) - In the FY18 budget, $123,000 was approved
for a contract with Evergreen Consultants to perform a Compensation and Classification study in order to
benchmark and update our Pay Plan. The project was placed on hold in September /October 2017 in the wake
of Hurricane Irma in order to reduce payable cash flows. The project was approved to resume by the County
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Administrator in Feb, 2018. The timeline has been adjusted so the project begins in March 2018 and is
projected to end at the end of 2018 or early in 2019. This means some of the FY18 budgeted amount will be
spent in FY18 ($35,000), however some tasks will be conducted and billed in FY19 ($88,000).
Human Resources Information System (HRIS) (new) — Employee Services department actions, records, and
data manipulation are performed through manual processes and paper forms. A department goal is to
automate processes through efficient use of technology. Therefore, the department needs to purchase
software to improve these processes.
Employee Benefits:
Employee, retiree, and dependent Health Plan information was formerly housed in a Microsoft Access
Database, and is now housed in a Sequel database developed internally by Information Technology to improve
data security. However, the Sequel database does not provide enrollment, disenrollment, open enrollment, or
other workflow for election and maintenance of benefits; it is only a static record of benefit choices, there is no
ability to change benefits via electronic file feeds with vendors. Any reported data from this system requires
hours of manual manipulation in Microsoft Excel to arrange the data in a usable form. IT must often assist with
queries and often must run multiple queries and combine the results into one Excel file. To enroll a new
employee in benefits, dis- enroll, or make a change, a benefits employee must log into as many as 5 unique
websites and repetitively key all information.
Current situation:
• 575 BOCC employees
1,563 employees and retirees on our health plan
• 2,400 covered lives including dependents
• 7,500+ unique paper forms handled during open enrollment
• 10,000+ individual lines of data manipulated by staff
• Open Enrollment is 3 weeks; 19 weeks of admin work in 2018; (est. 5 weeks w /HRIS)
Prior to 2017 Open Enrollment for the 2018 benefits year, many Open Enrollments had been 'passive',
meaning employees and retirees did not need to do anything to maintain their current elections. In 2017, new
insurance options were offered including the High Deductible Health Plan with Health Savings Account
(HDHP /HSA), whereby the County is positioned to save money with the more people who are enrolled. For
these reasons, future Open Enrollments will be 'active', meaning employees and retirees must choose their
plans each year. Managing complex enrollments manually is not a sustainable practice for the department.
Human Resources
Employee data for 575 BOCC employees is stored in a Microsoft Access database. Personnel Actions (PAF's)
are done by paper forms that are routed via interoffice mail, sometimes taking anywhere from several days to
week(s) reach completion. With an HRIS system, PAF's could be proposed, reviewed, approved, and
implemented electronically via workflow, with no paperwork being generated and all documentation being
electronic. The HR department does not have a systematic means to report on progression of individual
employee data, such as pay and job history. The HR department is also unable to provide systematic reports
on employee population data, such as average employee tenure, turnover trends, training, and other forms of
business intelligence.
Online Job Applications and Applicant Tracking: An HRIS Recruiting module will allow us to convert from our
paper- based/PDF job application to an online application and applicant tracking system. Hiring manager
access to a consolidated dashboard for all applicants for a position, allows for qualifying, interview scheduling,
notes, and hiring selection. Onboarding — a candidate selected for hire can be converted to an active employee
record without the need to rekey employee data.
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Electronic Performance Reviews An HRIS Performance Management system will allow us to move our
employee performance reviews online and eliminate the paper process.
Emergency Management purpose
Reaching employees during an emergency, or in response to one, is of critical importance. An HRIS software
system will allow the County to prompt employees to verify or update contact information in real -time, annually
or even a few days before an impending hurricane. It could also provide functionality to communicate with
employees during emergency activation.
Data Security and Accessibility
Employee data is stored on local servers and shared drives. In the event of an outage data is not accessible.
Leading HRIS systems are cloud -based Software as a Service (SaaS), meaning the data is backed up at
multiple remote locations and can be accessed from any device with an internet connection, from anywhere.
Employee Self -Serve and Manager Self- Serve:
HRIS systems allow employees to view pay, benefits, tax and other data online. Managers would have ability
to view information for employees on their teams. The County could elect to both schedule employees and
record - and - approve time worked in an HRIS system, thus eliminating paper time sheets.
Labor Savings
Workflow within an HRIS can eliminate several steps of duplicative data entry such as PAF's, Benefits
Enrollment, Job Application tracking. This keying of data is non -value -added work. Instead of ongoing data
entry, staff should be focused on continual improvement of existing processes, providing exceptional service to
employees, retirees, and members of the public, such as job applicants. During Open Enrollment 2017 alone,
employees worked significant amounts of overtime due to the manual process (10 -15 hours per employee, per
week for 19 weeks; 4 employees; 2 exempt were not paid overtime, 2 non - exempt were paid at 1.5 times their
hourly rate). Hard overtime costs were approximately $16,210 for the 2 non - exempts for the 19 weeks of Open
Enrollment; Soft costs for the 2 exempt employees (what overtime would have been) were approximately
$33,914.
Consolidation of processes and elimination of multiple vendors
The County contracts with Worxtime for $4,392 to perform annual Affordable Care Act (ACA) compliance
mailings (Form 1095 - C), and in 2017 also contracted with Worxtime for $18,000 to contact retirees about their
benefits options. A consolidated HRIS system could incorporate ACA compliance mailings. Employee
Benefits staff could spend time educating employees and retirees about benefits options instead of managing a
paper process, thus eliminating a vendor to do communications and education. The shift of these expenses
from vendor services to HRIS software would represent an 'opportunity cost' improvement for the department.
An HRIS system contributes to the following County Strategic Goals:
-C.3 Effective use of technology to enhance services and communication.
-A.4 "Best value" goods, services, assets that support County operations.
-A.5 Sound, cost - effective management of risk, workers' comp, and group insurance
II -C.1 Reduction of County Government operational energy use and GHG emmissions
HRIS OPTIONS
Option 1 - Enrollment Service for 2018, followed by HRIS Software: Contract with a vendor to perform
an open enrollment service for 2019 Benefits Open Enrollment to eliminate the volume of paperwork.
Worxtime, our existing vendor for 1095 -C notification compliance, offers enrollment services. It is
estimated to cost $20,352 for a one -time enrollment service for 2019. Then the department would
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purchase a software system (via piggyback or RFP) to begin implementation after 2019 Open
Enrollment is complete.
Option 2 - ADP HR and Benefits Modules, with ACA Reporting - Monroe County Sheriff's Office and
Monroe County Clerk of the Circuit Court currently use the ADP system. Most HRIS systems are billed
according to the number of employees. We could select ADP Benefits and HR modules and not be
required to purchase additional licenses to provide benefits for employees in the constitutional offices
who already use ADP. We have the ability to piggyback on those other existing contracts. Estimated
ADP setup of $30,000 and annual of: $75,000: year one total: $105.000 If we begin implementation
by May 2018, ADP includes the enrollment for 2018 and ACA reporting, allowing us to forego the
$20,352 estimated expense listed above for an enrollment service and forego the $4,392 for ACA
reporting. Year 1 net of ADP vs. Worxtime = $80,256. Year 2+ net of ADP vs. Worxtime = $50,256.
Option 2a - Option 2 plus the addition of ADP Recruiting and Performance Management modules. This
would provide all the tools for the department to meet its technology automation goals. Recruiting is
$9,000 per year with a one -time setup fee of $3,000. Performance management is also $9,000 per
year with a one -time setup fee of $3,000. Total of $24,000 to add these modules the first year, $18,000
annual thereafter.
Option 3 - Bentek - a Benefits -only solution that incorporates with the Sungard/Pentamation finance
system. Estimated annual cost: $75,000 per year.
Technology Options
2017
2018
w/o HRIS
Option 1
Worxtime 2018 + HRIS 2019
Option 2
ADP 2018 -2019
Option 2a
ADP + Recruit/Performance
Option 3
Bentek
Retiree Counseling -Worxtime
$ 18,000
ACA Reporting Service
$ 4,392
$ 4,392
$ 4,392
$ 4,392
Enrollment Service - Worxtime
$ 20,352
$ 20,352
ADP* - HR, Benefits, ACA Reporting
$ 105,000
$ 105,000
$ 105,000
Bentek
$ 75,000
Staff Overtime
$ 16,210
$ 8,000
$ 8,000
$ 4,000
$ 4,000
$ 8,000
ADP** - Recruiting and Performance
$ 24,000
Total
$ 38,602
$ 32,744
$ 137,744
1 $ 109,0001
$ 133,000
$ 87,392
*ADP HR, Benefits, ACA Reporting is $30,000 Setup and $75,000 peryear
$105,000 the first year, $75,000 subsequent years
*`ADP Recruiting is $3,000 setup and $9,000 per year
ADP Performance Management is $3,000 setup and $9,000 per year
$24,000 the firstyear, $18,000 subsequent years
Note: Overtime is projected for options 1, 2, and 2a only for the first year due to system setup and training
Overtime Is rat anticipated after year one of a new HRIS system
Recommendation:
Option 2a - proceed directly to ADP due to its functionality and the integration/cost savings associated
with 2 constitutional offices already being ADP customers; Option 2a includes all the modules
Employee Services needs to meet the department automation goal.
Option 2 represents an acceptable solution for the short term and costs less, but delays the benefits of having
a fully integrated, functional system.
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Option 1 represents an acceptable interim solution, however it delays the benefits of having an integrated,
functional system, and costs more over a 2 -year period.
Loss Co ntrol /Safetv 502 - 05101 (Worker's Cornol
Line item
Current
FY2018
Proposed
FY 2019
Decrease
Increase
Justification
410 Phone
$317
$330
$13
Per IT, increase from $52 to
Postage
$55 per Mo. Split %z with Loss
Ctd/Risk Mgt.
520
$180
$500
$320
To purchase other safety
Operating
material
Loss Control /Safe 503 -05102 Risk h
Line Item Current I Proposed
410 1 $317 1 $330
460 1 $18,694 1 $19573
520 1$1,120 1$1,180
540 I $5,700 $4,428 I $1,272
Books, Pubs,
Subs, Education
$13 Per IT, increase from $52 to $55 per
Mo. Split V2 with Loss CtrVWC
$897 Mandated by OSHA Safety Standards
$60 CPR
to
County Security flan - In FY18 $50,000 was approved to hire a consultant to analyze security needs at various
risk levels in order to respond effectively when undesirable events occur. The analysis would include Facility
Profiles, Roles and Responsibilities, Risk Management, Security Countermeasures, Contingency Plans,
Information Security, Training, or other components. The project was placed on hold in September /October
2017 in the wake of Hurricane Irma in order to reduce payable cash flows. In March 2018, the project was
reinstated. To date, one security consultant has provided a list of options and prices, with which the analysis
can begin and conclude within FY18. Implementation of any recommendations from the analysis would
require additional funding, both in Employee Services (for items such as training), and other departments (for
such items as facility hardening or equipment). The County has 72 primary employee work sites. A facility
threat assessment from the one consultant is $2,950 for each work site and $6,000 for each of the two
airports
The analysis could begin by performing a facility threat assessment at the following 12 work sites, chosen
through a combination of building size, workforce size, location, and degree of public access:
Murray Nelson Center, Key Largo $2,950
Marathon Government Center
$2,950
Gato Building, Key West
$2,950
Harvey Government Center
$2,950
Key West International Airport
$6,000
Decrease I Increase I Justification
5
Packet Pg. 152
B.1.b
Marathon Airport
$6,000
Key Largo Library
$2,950
Marathon Library
$2,950
Key West Library
$2,950
Islamorada Library
$2,950
Lester Bldg., Key West
$2,950
Historic Courthouse, Key West
$2,950
Total:
$41,500
Employee Services is actively seeking quotes from other providers in order to comply with the County
Purchasing Policy. More information will be provided in the form of a revision to this memo as soon as
ready.
Group Insurance
502- 08001(Grouo Ins Admin)
Line item
Current
FY 2018
Proposed
FY 2019
Decrease
Increase
Justification
520
$0
$300
$300
This account did not exist in 2018,
Operating
$1,004,021
$974,128
$29,893
due to transfer of funds to this acct.
Supplies
Manager Admin fees with contract
per finance, acct is being added.
410
$3,300
$3,700
$400
Retire mailings
Phone/Postage
Worxtime
502 -080 fGrouo Ins Ooerationsl
Line item
Current
Proposed
Decrease
Increase
Justification
316
FY2018
FY 2019
_
Reduction in Pharmacy Benefit
310
$1,004,021
$974,128
$29,893
FB adm;
Manager Admin fees with contract
Env adm;
renewal
PCORI;
Worxtime
340
$26,460
$26,460
EAP
450
$160,000
$160,000
Life Insurance
.ring -nAnnn Mmiin Inc r:laimal
Line item
Current
FY 2018
Proposed
FY 2019
Decrease
Increase
,Justification
316
$19,849,972
$1697Q10 c1l
Variance unknown at this time,
Medical
Claims for fiscal yr. 2019 are
currently just an estimate based on
first quarter claims (which were down
because of Irma) amount will be
"
ad after 2 quarter ends.
5n2 -nann4 fGrnun Inc Occprtprl C:Isaimcl
Line item
Current
FY 2018
Proposed
FY 2019
Decrease
Increase
Justification
316
$4,149,381
$4,303,3533
Variance unknown at this time. IBNR
Medical
and OIR reserve amounts are
currently just an estimate. Amount
will be adjusted based on claims
p rojections after end of 2" quarter.
ouz -uvuua twenness vrogramy
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B.1.b
Line items Current
FY 2018
Proposed
FY 2019
Decrease
Increase
Justification
All line items, 490 $100,000
$90,970
$9,030
FY 2019
Wellness Fund — Adjusting totals to
Misc Exps.400
490
$8,262
reflect the expected funds that will be
Travel , 420
Per the Wellness Resolution
Triathlons
remaining at the end of FY2018,
Operating, 410
reimbursement was reduced to
Postage
$2,000 annually.
502 -08006 (Wellness Program) -Race Reimbursement)
Line item
Current
Proposed
Decrease
Increase
Justification
FY 2018
FY 2019
490
$8,262
$2,000
$6,262
Per the Wellness Resolution
Triathlons
reimbursement was reduced to
$2,000 annually.
502- 08007(Health Savings Account)
Line item
Current
Proposed
Decrease
Increase
Justification
FY 2018
FY 2019
490
I
$150,000
$150,000
for (HSA) Health Savings Account
Miscellaneous Exp.
expenses
502 -08008 (Medicare Eligible Retiree Stipend)
Line item
Current
Proposed
Decrease
increase
Justification
FY 2018
FY 2018
490
I
$775,000
$775,000
$250 subsidy check and $250 offset
I
Wellness
for retirees.
Packet Pg. 154
B.1.b
Workers Compensation
501 -07501 (Workers Comp Admin)
Line item
Current
Proposed
Decrease
Increase
Justification
FY 2018
FY 2019
310
$24,900
$24,900
Prof Services
400
$5,739
$6,377
$5,651
$638
Mileage for Wr Comp Admin to attend
Travel
Mar1KL BOCC meetings as needed
410
$932
$932
amount was transferred to #499,
Phone /Posta e
$1,437,986
$1,437,986
Commission & Fees to bring up to
440
$1,615
$1,615
i
Rentals /Leases
317
$300,000
$300,000
l
470
$300
$300
Printin
499
$66,000
$71,651
_
510
$1,319
$1,319
Office Supplies
Self- Insured fund per FL Statutes
Fees
$9,600
$9,600
540
$9,575
$8,937
$638
Additional training for Workers' Comp.
Books /Pubs
522
$90,720
$90,720
501 -07502 Workers Comp Opp rations
Line item
Current
Proposed
Decrease
Increase
Justification
FY 2018
FY 2019
310
$73,500
$73,500
Prof Services
450
$488,400
$482,749
$5,651
Last year Commission & fees was
Insurance
under budgeted by $5,651. This
Services
amount was transferred to #499,
316
$1,437,986
$1,437,986
Commission & Fees to bring up to
Medical
i
$71,651 for Annual Assessment for
317
$300,000
$300,000
l
Wkrs' Comp. Self- Insured fund per
Settlements
FL Statutes 440.49 and 440.51.
499
$66,000
$71,651
$5,651
Annual Assessment for Wkrs' Comp.
Commission &
I
Self- Insured fund per FL Statutes
Fees
$9,600
$9,600
and 440.51.
501 -07503 (Workers Comp Claims)
Line item
Current
Proposed
Decrease
Increase
Justification
FY 2018
FY 2019
150
$360,000
$360,000
Special Pa
315
$240,000
$240,000
Professional
Services
316
$1,437,986
$1,437,986
Medical
317
$300,000
$300,000
Settlements
318
$124,057
$124,057
Legal fees
490
$9,600
$9,600
Miscell
522
$90,720
$90,720
Personal Care
H.
Packet Pg. 155
B.1.b
Veterans Affairs
Proposed FY19:
FY19 Revenue Source
Adopted
General Fund
$772,327
Other Ad Valorem
$0
Non Ad Valorem
$0
Capital Funds
$0
$772,327
700,000
600,000
500,000
400,000
300,000
200,000
100,000
FY17 Budget
Expenditures
Veterans Affairs
Veterans Affairs Transportation
Total
FY19 Revenue Source
M General Fund 100%
■ Other Ad Valorem 0%
Non Ad Valorem 0%
■ Capital Funds 0%
FY18 Budget FY19 Budget
—0—Veterans Affairs
-a— Veterans Affairs Transportation
Adopted
Adopted
Proposed
FY
FY17 Budget
I FY18 Budget
I FY19 Budget
Change
520,611 548,606 625,508 14.0%
149,434 154,372 146,819 -4.9%
670,045 702,978 772,327
FY19 Expenditures by Department
• Veterans Affairs
• Veterans Affa i rs Tra nsp o rta ti o n
9.9%
Packet Pg. 156
Expenditures by Department
B.1.b
Veterans Affairs
Budgetary Cost Summary
Personnel Expenditures
Operating Expenditures
Capital Outlay Expenditures
Total
Budgetary Cost Summary
900,000
800,000
700,000
600,000
500,000
400,000
300,000
200,000
100,000
Adopted
Adopted
Proposed
FY19
FY17 Budget
FY18 Budget
FY19 Budget
Change
649,586 682,647 751,323 10.1%
20,459 20,331 21,004 3.3%
- 0.0%
670,045 702,978 772,327 9.9%
Personnel Expenditures
■ Operating Expenditures
Capital Outlay Expenditures
Packet Pg. 157
FY17 Budget FY18 Budget FY19 Budget
B.1.b
Monroe County Board of County Commissioners
Fiscal Year 2019 Preliminary Fiscal Plan
Veterans Affairs
Veterans Affairs
Organizational Chart
Total Full -Time Equivalents (FTE) = 9.50
Veteran Affairs
Total Full -Time Equivalents (FTE) = 9.50
Fiscal Year 2019 1 Veterans Affairs
Packet Pg. 158
B.1.b
Monroe County Board of County Commissioners
Fiscal Year 2019 Preliminary Fiscal Plan
Veterans Affairs
Business Center Vision
In accordance with FS 292.11 and CFR 38 develop and maintain a highly trained and dedicated staff committed to professional and
compassionate delivery of quality service to the veteran community throughout Monroe County.
Strategic Goals
Ensuring proper service to the Veteran is of the utmost importance. Assets are to be used exclusively to ensure excellent service to the Veterans
and their families. Conduct quarterly reviews of the budget ensuring proper utilization of assets. The nature and population of Veterans changes
continuously, in order to provide efficient service to our clients adjustments to manpower allocations are a necessity. Monthly reviews of office
performance measures based on Veterans served are conducted to ensure proper manpower allocations are in place.
FY 2016 FY 2017 FY 2018 FY 2018 FY 2019 FY 2019
Appropriations by Department Actual Actual Adopted Amended Preliminary Change
Veteran Affairs 598,102 622,678 702,978 702,978 772,327 9.9%
Total Budget 598,102 622,678 702,978 702,978 772,327 9.9%
FY 2016 FY 2017 FY 2018 FY 2018 FY 2019 FY 2019
Revenue Sources Actual Actual Adopted Amended Preliminary Change
General Fund 598,102 622,678 702,978 702,978 772,327 9.9%
Total Revenue 598,102 622,678 702,978 702,978 772,327 9.9%
FY 2016
Position Summary by Department Actual
FY 2017
Actual
FY 2018
Adopted
FY 2019 FY 2019
Preliminary Variance
Veteran Affairs 9.50
9.50
9.50
9.50 -
Total Full -Time FTE 9.50
9.50
9.50
9.50 -
Total FTE 9.50
9.50
9.50
9.50 -
Fiscal Year 2019
2
Veterans Affairs
Packet Pg. 159
B.1.b
Monroe County Board of County Commissioners
Fiscal Year 2019 Preliminary Fiscal Plan
Veterans Affairs
Veteran Affairs
Mission Statement
The mission of the Veterans Affairs Department is to enhance the quality of life for veterans, dependents and survivors by assisting them in
application and prosecution of claims for benefits and entitlements from Federal, State and local levels of government. Assure quality control
through strict compliance with all laws and regulations governing the administration of veteran's benefits. Effectively operate and maintain the
VA Transportation system from the Florida Keys to the Miami VA Medical Center through coordination and cooperation with the Veterans
Administration.
Department Description
The Veterans Affairs (VA) Office assists veterans, military retirees, active duty personnel and their families in obtaining benefits from the Veterans
Administration. These benefits include compensation for service - related disability, service - connected pension, the VA health program, burial
allowances, widows' benefits, the VA GI educational benefits program and the VA home loan guarantee program. The VA office assists with
transportation to the Miami VA Medical Center. The Office also provides any other assistance needed to help veterans, widows or family
members in obtaining benefits for which they are eligible
Major Variances
A new position was created within the Department by combining the Transportation Coordinator with a Veterans Service Counselor vacancy in
Key West. Salary Adjustments in Veteran's Affairs & Transportation for reorganization and 2.1% COLA ($68K).
Related Strategic Goal: Effective Emergency Management
Objective /Performance Measures
Frequency
FY 2017
Actual
FY 2018
Target
FY 2018
YTD
FY 2019
Target
Ensure veterans and their families receive the pension, compensation, health
Actual
Adopted
Amended
Preliminary
Change
and educ. benefits
604,441
682,647
682,647
751,323
10.1%
Percentage of timely VA claims, NODS and appeals submitted
Annually
100
100
100
100
Identify Veterans who are candidates for emergency services and /or
evacuation
Number of monthly referrals reported
Annually
225
200
150
200
Related Strategic Goal: Excellent, Efficient, Equitably - Delivered Public
Service
FY 2017
FY 2018
FY 2018
FY 2019
Objective /Performance Measures
Frequency
Actual
Target
YTD
Target
Ensure services are delivered competently and courteously
Percentage of increased resident satisfaction
Annually
100
100
100
100
Ensure smart and coordinated IT investments
Percentage of Federal VA D2D program implementation
Annually
70
100
80
100
Identify and utilize specific actionable items that result in cost savings and
efficiencies
Percentage of reduction in department expeditures
Annually
20
30
20
30
Recruit and retain a highly qualified workforce
Number of annual performance appraisals
Annually
8
9
9
10
FY 2016
FY 2017
FY 2018
FY 2018
FY 2019
FY 2019
Budgetary Cost Summary Actual
Actual
Adopted
Amended
Preliminary
Change
Personnel Expenditures 583,684
604,441
682,647
682,647
751,323
10.1%
Operating Expenditures 14,418
18,236
20,331
20,331
21,004
3.3%
Total Budget 598,102 622,678 702,978 702,978 772,327 9.9%
Fiscal Year 2019
3
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Packet Pg. 160
B.1.b
Monroe County Board of County Commissioners
Fiscal Year 2019 Preliminary Fiscal Plan
Veterans Affairs
Veteran Affairs
FY 2016
FY 2017
FY 2018
FY 2018
FY 2019
FY 2019
Revenue Sources Actual
Actual
Adopted
Amended
Preliminary
Change
General Fund 598,102
622,678
702,978
702,978
772,327
9.9%
Total Revenue 598,102
622,678
702,978
702,978
772,327
9.9%
Fiscal Year 2019
4
Veterans Affairs
Packet Pg. 161
FY 2016
FY 2017
FY 2018
FY 2019 FY 2019
Position Summary
Actual
Actual
Adopted
Preliminary Variance
Administrative Support
3.00
3.00
3.75
3.75 -
Officials & Administrators
2.00
2.00
2.00
2.00 -
Service - Maintenance
1.50
1.50
0.75
0.75 -
Technicians
3.00
3.00
3.00
3.00 -
Total Full -Time FTE
9.50
9.50
9.50
9.50 -
Total FTE
9.50
9.50
9.50
9.50 -
Fiscal Year 2019
4
Veterans Affairs
Packet Pg. 161
B.1.b
4 BOARD OF COUNTY COMMISSIONERS
County Of Monroe
t Mayor David Itice. District 4
Mayor Pro Tem Sylvia J. Murphy, District 5
The Florida Keys ' Danny L. Kolhage, District 1
George Neugent, District 2
+ 1 leather Carruthers, District 3
E1E0VE
Veterans Affairs Department MAR 12 2018
Murray Nelson Government Center
102050 O/S Hwy Suite 209 g
Key Largo, FI 33037
305 453 -8777
305 453 -8779
March 6, 2018
MEMORANDUM
To: OMB
From: Gary E. Johnson, Director, Veterans Affairs t
Subiect: Veterans Affairs budget proposal for FYI _
Attached is the FY 19 Budget for Veterans Affairs. This FY's budget will differ slightly from our
previous budgets. The Department is in the process of streamlining operations and consolidating
positions for more efficient coverage.
A new position has been created combining the Transportation Coordinator with a Veterans
Service Counselor vacancy in Key West. The new position is transitional in nature, pending the
projected retirement of our current Transportation Coordinator in June of 2019. The new hire is
projected to come on board on March 26, 2018, pending successful completion of Veteran Service
Counselor training in accordance with FL 292.11.
In FY 19, we will continue to provide personalized services to veterans in the county through the
initiation of claims for benefits, enrollment in VA healthcare, assistance to homeless veterans, the
provision of transportation to the Miami VAMC and other services in support of Veterans and their
families. Additionally, the Department will focus on identifying Veterans who may be in need of
Monroe County emergency evacuation services prior to the coming hurricane season.
Monthly monitoring of all offices will continue to ensure proper manning levels and workloads are in
place to provide superior service to our veterans.
Packet Pg. 162
B.1.b
Airport Services
Proposed FY19:
FY19 Revenue Source
General Fund
$0
Other Ad Valorem
$0
Non Ad Valorem
$16,735,130
Capital Funds
$0
$16,735,130
FY19 Revenue Source
• General Fund 0%
• Other Ad Valorem 0%
Non Ad Valorem 100%
■ Capital Funds 0%
Expenditures by Department
10,000,000
9,000,000
8,000,000
7,000,000
6,000,000
5,000,000
4,000,000
3,000,000
2,000,000
1,000,000
Expenditures by Department
Key West Airport
Marathon Airport
PFC
Total
tKey West Airport
Marathon Airport
PFC
Adopted
Adopted
Proposed
FY
FY17 Budget
FY18 Budget
FY19 Budget
Change
7,382,969
8,432,693
9,519,175
12.9%
1,862,829
1,761,328
2,078,070
18.0%
600,000
3,553,770
5,137,885
44.6%
9,845,798
13,747,791
16,735,130
21.7%
FY19 Expenditures by Department
■ Key West Airport
■ Marathon Airport
PFC
Packet Pg. 163
FY17 Budget FY18 Budget FY19 Budget
B.1.b
Airport Services
Budgetary Cost Summary
Personnel Expenditures
Operating Expenditures
Capital Outlay Expenditures
Total
Adopted
Adopted
Proposed
FY19
FY17 Budget
FY18 Budget
FY19 Budget
Change
1,825, 273 1,916, 670 1,949, 573 1.7%
5,130,100 5,178,351 5,254,839 1.5%
2,890,425 6,652,770 9,530,718 43.3%
9,845,798 13,747,791 16,735,130 21.7%
Budgetary Cost Summary
18,000,000
16,000,000
14,000,000
12,000,000
10,000,000
8,000,000
6,000,000
4,000,000
2,000,000
Personnel Expenditures
■ Operating Expenditures
Capital Outlay Expenditures
Packet Pg. 164
FY17 Budget FY18 Budget FY19 Budget
B.1.b
Monroe County Board of County Commissioners
Fiscal Year 2019 Preliminary Fiscal Plan
Airport Services
Airport Services
Organizational Chart
Total Full -Time Equivalents (FTE) = 19.75
Key West Airport
Total Full -Time Equivalents (FTE) = 15.80
Marathon Airport
Total Full -Time Equivalents (FTE) = 3.95
Fiscal Year 2019 1 Airport Services
Packet Pg. 165
B.1.b
Monroe County Board of County Commissioners
Fiscal Year 2019 Preliminary Fiscal Plan
Airport Services
Business Center Vision
Operate the airport in a safe, efficient and profitable manner.
Mission Statement
Provide and maintain a facility for air travel and associated /complimentary businesses and services.
Services Provided
The Airport Department provides and maintains facilities for both Commercial Airlines and General Aviation activities at the Key West
International Airport and the Florida Keys Marathon International Airport. The Department is responsible for day -to -day operations of the airports
including administrative services, building and field maintenance, security and emergency response. Both airports are Federal Aviation
Administration Part 139 certified and are staffed and maintained to that standard. Commercial Air Service in Key West and General Aviation
activity in Marathon are vital to the economic wellbeing of both communities. More than 600 people are employed by agencies and businesses
that serve the airports.
Strategic Goals
Increasing passenger traffic
Increasing destinations we serve
Adding competitive fares
Decreasing cost per enplaned passenger to the airlines
Operating a world class terminal complex
Operating as a "good neighbor" with the City of Key West and surrounding communities
Operating a financially self- sustaining facility
FY 2016
FY 2017
FY 2018
FY 2018
FY 2019
FY 2019
Appropriations by Department Actual
Actual
Adopted
Amended
Preliminary
Change
Key West Airport 9,546,593
11,011,841
8,432,693
14,173,874
9,519,175
12.9%
Marathon Airport 1,853,664
2,001,004
1,761,328
5,440,506
2,078,070
18.0%
PFC 612,067
337,052
3,553,770
25,412,390
5,137,885
44.6%
Total Budget 12,012,324
13,349,896
13,747,791
45,026,770
16,735,130
21.7%
Total Revenue 12,012,324 13,349,896 13,747,791 45,026,770 16,735,130 21.7%
Position Summary by Department
Key West Airport
Marathon Airport
Total Full -Time FTE
FY 2016
Actual
14.80
4.95
19.75
FY 2017
Actual
15.80
3.95
19.75
FY 2018 FY 2019
Adopted Preliminary
15.80 15.80
3.95 3.95
FY 2019
Variance
19.75 19.75 -
Total FTE 19.75 19.75 19.75 19.75 -
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FY 2016
FY 2017
FY 2018
FY 2018
FY 2019
FY 2019
Revenue Sources
Actual
Actual
Adopted
Amended
Preliminary
Change
Marathon Airport
1,853,664
2,001,004
1,761,328
5,440,506
2,078,070
18.0%
Key West Intl Airport
9,285,240
11,011,841
8,432,693
14,173,874
9,519,175
12.9%
PFC & Oper Restrictions
873,419
337,052
3,553,770
25,412,390
5,137,885
44.6%
Total Revenue 12,012,324 13,349,896 13,747,791 45,026,770 16,735,130 21.7%
Position Summary by Department
Key West Airport
Marathon Airport
Total Full -Time FTE
FY 2016
Actual
14.80
4.95
19.75
FY 2017
Actual
15.80
3.95
19.75
FY 2018 FY 2019
Adopted Preliminary
15.80 15.80
3.95 3.95
FY 2019
Variance
19.75 19.75 -
Total FTE 19.75 19.75 19.75 19.75 -
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B.1.b
Monroe County Board of County Commissioners
Fiscal Year 2019 Preliminary Fiscal Plan
Airport Services
Key West Airport
Mission Statement
Provide and maintain a world class facility for leisure and business travelers.
Department Description
Provide a world class commercial and general aviation airport facility serving Key West and the lower Florida keys
Major Variances
Personnel expenditures are up slightly over FY18, but include proposed COLA adjustment.
Operating expenditures up $112k from FY18. Security budget includes an additional $115,000 ($65k for MCSO contract and $50k for added Badge
office functions), operating expenditures for the Maintenance budget includes an additional $11k in CPI for contracts, and Admin. operating
expenditures remain flat.
Less capital equipment proposed, and all but $10,000 in Capital Outlay is for FY18 grant match rollovers and upcoming FY19 grant match
requirements for such projects as:
NIP Key West by the Sea Bldg. C ($9.2 million funded by future FAA grant and PFC #17);
NIP Bldg. B, Floors 3 -6 ($6.1 million funded by future FAA grant and PFC #17);
Customs & Border Protection Phase 3 ($2.9 million funded by FDOT & Airport Operating);
FBO Access Road ($2.1 million funded by PFC #17);and
Faraldo Circle Improvements ($1.3 million funded by future FAA grant and PFC #17).
Related Strategic Goal: Responsible Management of Physical Infrastructure and Capital Assets d
0
Revenue Sources
FY 2016
Actual
FY 2017
Actual
FY 2017 FY 2018
FY 2018
FY 2019
FY 2019
Change
Objective /Performance Measures
Key West Intl Airport
9,285,240
Frequency
Actual Target
YTD
Target
r
PFC & Oper Restrictions
261,353
-
-
-
-
N
Decrease Cost Per Enplaned Passenger
Cost Per Enplaned Passenger
Q
Annually
10 9
9
9
d
Increase air carrier routes and seats
12.9%
Fiscal Year 2019
3
v
Number of destinations served
Annually
10 10
10
11
r
Increase Commercial Passenger Traffic growth
Number of passenger enplanements
Annually 398,592 415,000
398,997
410,967
m
r
LL
FY 2016
FY 2017
FY 2018
FY 2018
FY 2019
FY 2019
Budgetary Cost Summary
Actual
Actual
Adopted
Amended
Preliminary
Change
D
Personnel Expenditures
1,320,666
1,872,183
1,527,830
1,537,833
1,569,559
2.7%
-
Operating Expenditures
8,010,757
8,977,969
4,595,863
7,639,868
4,707,442
2.4%
y
Capital Outlay Expenditures
215,170
161,689
2,309,000
4,996,173
3,242,174
40.4%
0 CL
Total Budget
9,546,593
11,011,841
8,432,693
14,173,874
9,519,175
12.9%
0
Revenue Sources
FY 2016
Actual
FY 2017
Actual
FY 2018
Adopted
FY 2018
Amended
FY 2019
Preliminary
FY 2019
Change
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Key West Intl Airport
9,285,240
11,011,841
8,432,693
14,173,874
9,519,175
12.90%
PFC & Oper Restrictions
261,353
-
-
-
-
- %
c0a
Q
Total Revenue
9,546,593
11,011,841
8,432,693
14,173,874
9,519,175
12.9%
Fiscal Year 2019
3
Airport Services
Packet Pg. 167
B.1.b
Monroe County Board of County Commissioners
Fiscal Year 2019 Preliminary Fiscal Plan
Airport Services
Key West Airport
Fiscal Year 2019
4
Airport Services
Packet Pg. 168
FY 2016
FY 2017
FY 2018
FY 2019
FY 2019
Position Summary
Actual
Actual
Adopted
Preliminary
Variance
Administrative Support
1.00
2.00
8.00
7.00
(1.00)
Officials & Administrators
2.80
2.80
1.80
1.80
-
Paraprofessionals
1.00
-
-
-
-
Skilled Craft Workers
3.00
4.00
4.00
4.00
-
Technicians
1.00
-
-
-
-
Service Maintenance
-
-
-
1.00
1.00
Professionals
6.00
7.00
2.00
2.00
-
Total Full -Time FTE
14.80
15.80
15.80
15.80
-
Total FTE
14.80
15.80
15.80
15.80
-
Fiscal Year 2019
4
Airport Services
Packet Pg. 168
B.1.b
Monroe County Board of County Commissioners
Fiscal Year 2019 Preliminary Fiscal Plan
Airport Services
Marathon Airport
Mission Statement
Provide and maintain a world class facility for leisure and business air travelers.
Department Description
1. Part 139 Certificate Airport
2. Runway 07 -25: HSO08X100
3. Aircraft Charter Services Available
4. Contract Fixed Base Operations (FBO) w/ fuel 100 gasoline (low lead) & Jet A
5. Contract T- Hangars & Leased Shade Hangars
6. Contract Rental Cars & Trucks
7. Airport user fee Customs & Border Protection facility.
Major Variances
Overall budget up from FY18 mainly due to grant match rollovers and new grant match requirements.
Personnel expenditures down slightly from FY18 but include proposed COLA adjustment.
Decrease in operating costs for Year 3 Customs budget, which is a revolving fund to be reimbursed by the Marathon Jet Center.
Capital Equipment remains flat over FY18 at $90,000. Capital Outlay increase is due to FY18 grant match rollovers and FY19 upcoming grants.
Related Strategic Goal: Responsible Management of Physical Infrastructure and Capital Assets
Fiscal Year 2019 5 Airport Services
Packet Pg. 169
FY 2017 FY 2018
FY 2018
FY 2019
C
Objective /Performance Measures
Frequency
Actual Target
YTD
Target
r
Complete capital projects to repair facilities damaged by Hurricane Irma
Percentage of completed repairs
Annually
0 50
20
100
y
d
Develop vacant parcels of land at MTH in a responsible
manner
d
Number of created RFP's
Annually
0 1
0
1
Increase Revenue Leases
d
Number of Active Revenue Leases
Annually
35 36
36
36
Cl
'a3
Tracking Fuel Gallon Flowage
0
m
Number of Fuel Gallon Flowage
Annually 844,736 845,000
196,513
845,000
rn
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FY 2016
FY 2017
FY 2018
FY 2018
FY 2019
FY 2019
r
Budgetary Cost Summary
Actual
Actual
Adopted
Amended
Preliminary
Change
Personnel Expenditures
353,325
439,143
388,840
400,085
380,014
(2.3 %)
y
Operating Expenditures
1,511,680
1,561,861
582,488
2,827,352
547,397
(6.0 %)
o
Capital Outlay Expenditures
(11,341)
-
790,000
2,213,070
1,150,659
45.7%
p
Total Budget
1,853,664
2,001,004
1,761,328
5,440,506
2,078,070
18.0%
a
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FY 2016
FY 2017
FY 2018
FY 2018
FY 2019
FY 2019
E
Revenue Sources
Actual
Actual
Adopted
Amended
Preliminary
Change
Marathon Airport
1,853,664
2,001,004
1,761,328
5,440,506
2,078,070
18.0%
r
Total Revenue
1,853,664
2,001,004
1,761,328
5,440,506
2,078,070
18.0%
Q
Fiscal Year 2019 5 Airport Services
Packet Pg. 169
B.1.b
Monroe County Board of County Commissioners
Fiscal Year 2019 Preliminary Fiscal Plan
Airport Services
Marathon Airport
Fiscal Year 2019
I
Airport Services
Packet Pg. 170
FY 2016
FY 2017
FY 2018
FY 2019
FY 2019
Position Summary
Actual
Actual
Adopted
Preliminary
Variance
79 4 / /1=L - -.V
$:))$
$`:))$
$ ))
Official §2 Administrators
U.96
- 0.95 -
U.96
- 0.96
=�
Service - Maintenance
1.00
1.00
1.00
1.00
-
Skilled Craft Workers
1.00
-
-
-
-
Professionals
1.00
2.00
2.00
1.00
(1.00)
Total Full -Time FTE
4.95
3.95
3.95
3.95
-
Total FTE
4.95
3.95
3.95
3.95
-
Fiscal Year 2019
I
Airport Services
Packet Pg. 170
B.1.b
Monroe County Board of County Commissioners
Fiscal Year 2019 Preliminary Fiscal Plan
Airport Services
PFC
Department Description
The Passenger Facility Charge (PFC) Program allows the collection of PFC fees for every boarded passenger at commercial airports controlled by
public agencies. Airports use these fees to fund FAA - approved projects /grants that enhance safety, security, or capacity; reduce noise; or increase
air carrier competition. Some of our Grant projects have included Runway Safety, Noise Improvement, Drainage Rehab and Underground Utilities
Master Plan.
Major Variances
Budget reflects funding of PFC approved projects.
FY 2016
Budgetary Cost Summary Actual
FY 2017
Actual
FY 2018
Adopted
FY 2018
Amended
FY 2019
Preliminary
FY 2019
Change
Operating Expenditures 579,694
325,996
-
506,353
-
- %
Capital Outlay Expenditures 32,373
11,056
3,553,770
24,906,037
5,137,885
44.6%
Total Budget 612,067
337,052
3,553,770
25,412,390
5,137,885
44.6%
FY 2016 FY 2017 FY 2018 FY 2018 FY 2019 FY 2019
Revenue Sources Actual Actual Adopted Amended Preliminary Change
PFC & Oper Restrictions 612,067 337,052 3,553,770 25,412,390 5,137,885 44.6%
Total Revenue 612,067 337,052 3,553,770 25,412,390 5,137,885 44.6%
Fiscal Year 2019
■
I
Airport Services
Packet Pg. 171
KEY WEST INTERNATIONAL AIRPORT
3491 South Roosevelt Boulevard, Key West, Florida 33040
305- 809 -5200 phone /305- 292 -3578 fax
MEMORANDUM
TO: County Administrator & Budget Office staff
FROM: Don DeGraw, Sr. Director of Airports
DATE: March 26, 2018
RE: FY 19 Proposed Budget
B.1.b
Attached please find FY 19 proposed budget reports (Budget Document, Expenditure Detail, and Position
Line Item) for the Key West International Airport and the Florida Keys Marathon International Airport.
Major variances from FY2018 are as follows:
Overall budget up 12.5% over FYI 8, however, 11.5% is attributed to grant match.
• Personnel expenditures relatively flat over FY 18 and include proposed 2.19 COLA adjustment.
Proposed Operating Expenditures up $112k over FY2018, but include:
$11 k for contractual CPI adjustments; $65k (3% increase) for MCSO Security contract;
$30k for the recently appproved PASSUR communicator; and $20k for added
Bagding Office functions previously paid by MCSO.
• Overall Capital Outlay is up approximately $933k or 40% over FYI as follows:
• Capital Equipment is down approximately 86% by utilizing an FDOT grant (50% reimbursement)
• The majority of the Capital Outlay increase is for grant match for such projects as:
1) $1.46 million FDOT 50/50 grant/match for Customs Building Phase 3;
2) $250,000 FDOT 50/50 grant/match for Essential Airport Equipment;
3) $250,000 FDOT 50/50 grant/match for Airport Bldgs. & Security Improvements;
4) $220,000 FDOT 50150 grant/match for EYW Maint. Bldg. Design & Construction
5) $200,000 FDOT 50150 grant/match for Planning Studies;
6) $100,000 FDOT 50150 grant match for EYW Airfield Improvements
7) $60,000 FDOT 50150 grant match for Security & Fence Improvements
Page 1 of 2
Packet Pg. 172
B.1.b
Florida Keys Marathon International Airport:
Overall budget up 19% over FYI 8, however, this is all attributed to grant match.
• Personnel expenditures up slighty but include proposed 2.1% COLA adjustment.
• Operating expenditures down due to Customs budget (Year 3); this is a revolving fund
to be reimbursed by the Marathon Jet Center; Marathon Airport Operating budget is flat.
• Capital Outlay up 46% for grant match. Capital Equipment portion is flat over FYI 8;
utilizing an FDOT grant for some equipment (80% reimbursement).
Passenger Facility Charge (PFC) program:
Overall increase of 45% from FYI for the following PFC projects:
PFC Projects from PFC Applications #16 & #17, such as:
1) $2,131,000 for FBO Road Design & Construction
2) $920,000 estimated match for NIP KWBTS Bldg. C
3) $610,000 estimated match for NIP KWBTS Bldg. B, Floors 3 -6
4) $450,000 rollover for EYW Baggage Handling system upgrades
5) $325,000 for EYW Taxiway Rehab /Lighting Construction
Should you have any questions before the roundtable review meeting on April 9th, please let me know
Page 2 of 2
Packet Pg. 173
B.1.b
Emergency Services
Proposed FY19:
FY19 Revenue Source
General Fund $1,255,644
Other Ad Valorem $20,424,491
Non Ad Valorem $1,768,642
Capital Funds $102,430
$23,551,207
■General Fund
• Other Ad Valorem
Non Ad Valorem
■ Capita l Funds
Expenditures by Department
Adopted
Expenditures by Department
14,000,000
Emergency Medical Air Transport
12,000,000
— — F +Fire & Rescue Central*
10,000,000
—*--Fire & Rescue Coordinator /Fire
6,802,395
Academy
Fire & Rescue Central*
Planning Refunds
8,000,000
12,146,960
3.1%
Emergency Management
6,000,000
1,523,408
1,691,870
fFire Marshal
4,000,000
—*--LOSAP
2,000,000
— #(lmpact Fees Fire & EMS
0.0%
_ -I -Fire & Rescue Key West Airport
337,000
FY17 Budget FY18 Budget FY19 Budget
Expenditures by Department
Adopted
FY17 Budget
FY18 Budget
FY19 Budget
Change
Emergency Medical AirTransport
3,348,289
6,657,993
6,802,395
2.2%
Fire & Rescue Central*
10,770,871
11,784,191
12,146,960
3.1%
Fire & Rescue Coordinator /Fire Academy
1,446,801
1,523,408
1,691,870
11.1%
Planning Refunds
2,000
-
-
0.0%
Emergency Management
337,000
362,250
549,798
51.8%
Fire Marshal
448,697
469,978
494,112
5.1%
LOSAP
39,616
48,000
48,000
0.0%
Impact Fees Fire & EMS
97,038
102,384
102,430
0.0%
Fire & Rescue Key West Airport
1,490,439
1,555,272
1,715,642
10.3%
Upper Keys Health Care Taxing District
218,381
-
-
0.0%
Total
18,199,132
22,503,476
23,551,207
4.7%
* Fire Rescue has requested to consolidate their
budgets
0% FY19 Expenditures by Department
2 °� 1% 0% ■ Emergency Medical Air Transport
0
° ■ Fire & Rescue Central*
7% 0% . 7% Fire & Rescue Coordinator /Fire Academy
e ■ Planning Refunds
■ Emergency Management
Fire Marshal
LOSAP
Impact Fees Fire & EMS
Fire & Rescue Key West Airport
Upper Keys Health Care Taxing District
FY19 Revenue Source
Adopted
Adopted
Proposed
FY19
Packet Pg. 174
B.1.b
Emergency Services
Budgetary Cost Summary
Personnel Expenditures
Operating Expenditures
Capital Outlay Expenditures
Total
Adopted
Adopted
Proposed
FY19
FY17 Budget
FY18 Budget
I FY19 Budget
I Change
12,871,804
14,734,132
16,115,164
9.4%
5,069,290
7,005,960
7,011,613
0.1%
258,038
763,384
424,430
-44.4%
18,199,132
22,503,476
23,551,207
4.7%
Budgetary Cost Summary
25,000,000
20,000,000
15,000,000
10,000,000
5,000,000
Personnel Expenditures
■ Operating Expenditures
Capital Outlay Expenditures
Packet Pg. 175
FY17 Budget FY18 Budget FY19 Budget
Adopted
FY17 Budget
Adopted
FY18 Budget
Proposed
FY19 Budget
FY19
Change
FTE History
133.89
1 144.90
146.90
2.00
FY18 Change
Additional 10 Employees for Trauma Star
Change in FTE due to closing Fund 144 and reallocating to
BOCC
FY19 Change
1 FTE Emergency Management Special Needs planner BOCC
approved 5/16/18
1 FTE Request for Emergency Management Planner
Packet Pg. 175
FY17 Budget FY18 Budget FY19 Budget
B.1.b
Monroe County Board of County Commissioners
Fiscal Year 2019 Preliminary Fiscal Plan
Emergency Services
Emergency Services
Organizational Chart
Total Full -Time Equivalents (FTE) = 146.90
Emergency Medical Air Transport
Total Full -Time Equivalents (FTE) = 19.56
Fire & Rescue Central
Total Full -Time Equivalents (FTE) = 97.44
Fire & Rescue Coordinator /Fire Academy
Total Full -Time Equivalents (FTE) = 10.00
Emergency Management
Total Full -Time Equivalents (FTE) = 3.90
Fire Marshal
Total Full -Time Equivalents (FTE) = 3.00
Fire & Rescue Key West Airport
Total Full -Time Equivalents (FTE) = 13.00
Fiscal Year 2019 1 Emergency Services
Packet Pg. 176
B.1.b
Monroe County Board of County Commissioners
Fiscal Year 2019 Preliminary Fiscal Plan
Emergency Services
Business Center Vision
We will ensure an effective fire and emergency service, protecting life and property through fire suppression, prevention and
education, and emergency medical care and transportation of the sick and injured by air and ground. Provide effective emergency
management planning, and a comprehensive countywide firefighter training academy. Strive to minimize the effect of fires,
hazardous materials releases, and other natural or man -made emergencies on the environment, the economy, and the quality of life
in Monroe County.
Mission Statement
Provide Fire Suppression, Emergency Medical Services, Emergency Management, and other emergency services to the citizens and visitors of
Monroe County in a professional and effective manner.
Services Provided
• MONROE COUNTY FIRE RESCUE
Provide cross - trained firefighter /EMS personnel at eight (8) County Fire Stations:Stock Island, Big Coppitt, Sugarloaf, Cudjoe, Big Pine, Conch Key,
Long Key /Layton and Tavernier.
Respond to and suppression of structural, vehicular and wildfires
Respond to medical emergencies and vehicular accidents
Provide medical care and emergency transportation of patients by ground to appropriate medical facilities
• KEY WEST INTERNATIONAL AIRPORT (KWIA) FIRE STATION NO. 7 / ARFF
Managerial and operational oversight of KWIA firestation providing emergency response to aircraft and first response emergencies on KWIA
property.
• TRAUMA STAR AIR AMBULANCE
Provides air -based transfers of medical patients from emergency scenes and local hospitals to regional treatment centers.
• EMERGENCY MANAGEMENT
Creates and implements plans for any event that might impact the infrastructure of the County or the safety of its residents and visitors.
• FIRE MARSHAL
Provides for the enforcement and compliance with the Florida Fire Prevention Code through building and site plans review, certificate of
occupancy inspections, community fire safety education, and fire investigations.
• STATE RECOGNIZED FIRE TRAINING ACADEMY
Provides firefighting training for FF1 and FF2 state certification, and other countywide fire and EMS training activities.
VOLUNTEER CORPORATIONS
• Continue to provide oversight, operational, and financial support to Tavernier Volunteer Fire Department Inc. Financial support also goes to the
Big Coppitt, Big Pine and Layton volunteers whom have dissolved their corporations to become part of Monroe County Fire Rescue.
• IN -HOUSE BILLING SERVICE
In -house billing services, funded through Fine & Forfeiture and District 1 L &M Key, collects revenue from ground and air transports annually.
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Fiscal Year 2019 2 Emergency Services
Packet Pg. 177
B.1.b
Monroe County Board of County Commissioners
Fiscal Year 2019 Preliminary Fiscal Plan
Emergency Services
Strategic Goals
• FIRE ACADEMY
Evaluate options to expand firefighter certification and other training to outside agencies.
• TRAUMA STAR
Continue to expand the program providing residents and visitors a reasonable air - rescue transport fee with a 100% waiver program to Monroe
County residents of out of pocket expenses.
• FIRE MARSHAL
Research amending county fire prevention and protection ordinance to provide for coordination between planning, building and code
compliance departments, resulting in the potential generation of revenue.
- Research amending county fire prevention and protection ordinance for permitting special events requiring staff assistance, which may generate
revenue.
• NEW CUDJOE / SUMMERLAND STATION NO. 11
Completed and fully operational.
• NEW SUGARLOAF STATION NO. 10
Locate / obtain site to serve Sugarloaf Fire & EMS area.
• 9 -1 -1 EMERGENCY SYSTEM
Continue refining the Computer Aided Dispatch (CAD) emergency dispatch system in conjunction with the Sheriff's Office.
Revenue Sources
FY 2016
FY 2017
FY 2018
FY 2018
FY 2019
FY 2019
Appropriations by Department
Actual
Actual
Adopted
Amended
Preliminary
Change
Emergency Management
766,736
771,246
362,250
748,317
549,798
51.8%
Emergency Medical Air Transport
2,985,979
4,678,314
6,657,993
6,657,993
6,802,395
2.2%
EMS Administration
(185)
-
-
-
-
- %
Fire & Rescue Central
10,582,975
10,130,179
11,784,191
11,992,789
12,146,960
3.1%
Fire & Rescue Coordinator /Fire Academy
1,142,319
1,219,848
1,523,408
1,524,378
1,691,870
11.1%
Fire & Rescue Key West Airport
1,267,305
1,368,966
1,555,272
1,555,272
1,715,642
10.3%
Fire Marshal
406,240
393,639
469,978
469,978
494,112
5.1%
Impact Fees Fire & EMS
-
-
102,384
102,384
102,430
- %
LOSAP
40,561
35,950
48,000
48,000
48,000
- %
Planning Refunds
20,326
(12)
-
-
-
- %
Upper Keys Health Care Taxing District
15,393
853,703
-
-
-
- %
Total Budget
17,227,648
19,451,834
22,503,476
23,099,111
23,551,207
4.7%
Revenue Sources
FY 2016
Actual
FY 2017
Actual
FY 2018
Adopted
FY 2018
Amended
FY 2019
Preliminary
FY 2019
Change
General Fund
740,022
750,592
972,255
972,255
1,255,644
29.1%
Fine & Forfeiture Fund
2,985,979
4,678,314
6,657,993
6,657,993
6,802,395
2.2%
Governmental Fund Type Grants
450,041
450,252
-
386,067
-
- %
Impact Fees Fund - Fire & EMS
-
-
102,384
102,384
102,430
- %
Fire &Ambulance District 1 L &M Key
10,582,790
10,130,179
11,784,191
11,992,789
12,146,960
3.1%
Upper Keys Healthcare Taxing District
15,393
853,703
-
-
-
- %
Mstd - Ping /bldg /code /fire Mar
1,145,557
1,183,877
1,378,381
1,378,381
1,475,136
7.0%
Misc Special Revenue Fund
-
-
5,000
5,970
5,000
- %
Key West Intl Airport
1,267,305
1,368,966
1,555,272
1,555,272
1,715,642
10.3%
FIRE & EMS LOSAP TRUST FUND
40,561
35,950
48,000
48,000
48,000
- %
Total Revenue
17,227,648
19,451,834
22,503,476
23,099,111
23,551,207
4.7%
Fiscal Year 2019
3
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Emergency Services
Packet Pg. 178
B.1.b
Monroe County Board of County Commissioners
Fiscal Year 2019 Preliminary Fiscal Plan
Emergency Services
Fiscal Year 2019
4
Emergency Services
Packet Pg. 179
FY 2016
FY 2017
FY 2018
FY 2019
FY 2019
Position Summary by Department
Actual
Actual
Adopted
Preliminary
Variance
Emergency Medical Air Transport
9.56
9.56
19.56
19.56
-
Fire & Rescue Central
96.44
97.44
97.44
97.44
-
Fire & Rescue Coordinator /Fire Academy
10.00
10.00
10.00
10.00
-
Emergency Management
1.75
1.90
1.90
3.90
2.00
Fire Marshal
3.00
3.00
3.00
3.00
-
Fire & Rescue Key West Airport
13.00
12.00
13.00
13.00
-
Upper Keys Health Care Taxing District
0.14
0.14
-
-
-
Total Full -Time FTE
133.89
134.04
144.90
146.90
2.00
Total FTE
133.89
134.04
144.90
146.90
2.00
Fiscal Year 2019
4
Emergency Services
Packet Pg. 179
B.1.b
Monroe County Board of County Commissioners
Fiscal Year 2019 Preliminary Fiscal Plan
Emergency Services
Emergency Medical Air Transport
Mission Statement
Provide quality emergency medical care to the citizens and visitors of Monroe County through the provision of air - helicopter medical
transportation, "Trauma Star ".
Department Description
Through a partnership between Monroe County Emergency Services and Monroe County Sheriff's Department, provide a fully- staffed and
operational air medical transport service in Monroe County for trauma scene response and medically necessary hospital -to- hospital transfers.
Major Variances
Salary Increases due to newly ratified IAFFF contract
Additional Costs for Contractual Services
Related Strategic Goal: Fiscal Strength and Stability
FY 2017 FY 2018 FY 2018 FY 2019
Objective /Performance Measures Frequency Actual Target YTD Target
Patient Care Reports (PCR)
Percentage of (PCR's) reviewed and expansion of our current quality assurance Annually 20 20 20 20
program
Related Strategic Goal: Public Safety Committed to Saving Lives
Objective /Performance Measures
FY 2017 FY 2018 FY 2018 FY 2019
Frequency Actual Target YTD Target
Expand field Telemedicine use on Rescues to include Trauma Alerts
Percentage of telemedicine procedures implemented
Implement in flight Ultrasound and Telemedicine program
Percentage of in- flight Ultrasound program implemented
Increase survivability of Trauma patients during long transports
Percentage of program implemented
Patient Follow -up Program with Ryder Trauma Center
Percentage of data received back on trauma patients
Provide Firefighter Paramedics with twelve (12) lead training
Percentage of Firefighter Paramedics with twelve lead training
Provide Handtevy Pediatric Resuscitation provider course to Firefighter
Paramedics / EMT's
Percentage of Firefighter Paramedics with Handtevy Pediatric Resusitation
training
Provide training to identify Stroke Victims
Provide training to ensure accuracy in identifying stroke victims
Provisional Paramedic Program
Number of Firefighter Paramedics that will complete our comprehensive provsional
paramedic program
Annually
Annually
Annually
Annually
Annually
Annually
Annually
Annually
100 100
0 100
80 100
100 100
5 10
10 10
80 100
6 6
100 100
80 100
90 100
100 100
8 10
10 10
80 100
5 6
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5
Emergency Services
Packet Pg. 180
FY 2016
FY 2017
FY 2018
FY 2018
FY 2019
FY 2019
Budgetary Cost Summary
Actual
Actual
Adopted
Amended
Preliminary
Change
Personnel Expenditures
1,010,609
1,654,171
2,476,844
2,476,844
2,617,604
5.7%
Operating Expenditures
1,915,737
2,979,543
4,163,149
4,163,149
4,169,791
0.2%
Capital Outlay Expenditures
59,634
44,600
18,000
18,000
15,000
(16.7 %)
Total Budget
2,985,979
4,678,314
6,657,993
6,657,993
6,802,395
2.2%
Fiscal Year 2019
5
Emergency Services
Packet Pg. 180
B.1.b
Monroe County Board of County Commissioners
Fiscal Year 2019 Preliminary Fiscal Plan
Emergency Services
Emergency Medical Air Transport
FY 2016
FY 2017
FY 2018
FY 2018
FY 2019
FY 2019
Revenue Sources Actual
Actual
Adopted
Amended
Preliminary
Change
Fine & Forfeiture Fund 2,985,979
4,678,314
6,657,993
6,657,993
6,802,395
2.2%
Total Revenue 2,985,979
4,678,314
6,657,993
6,657,993
6,802,395
2.2%
Fiscal Year 2019
I
Emergency Services
Packet Pg. 181
FY 2016
FY 2017
FY 2018
FY 2019
FY 2019
Position Summary
Actual
Actual
Adopted
Preliminary
Variance
Administrative Support
0.78
0.78
1.78
1.78
-
Officials & Administrators
-
1.00
1.00
1.00
-
Protective Service Workers
4.00
4.00
9.00
8.00
(1.00)
Professionals
4.78
3.78
7.78
8.78
1.00
Total Full -Time FTE
9.56
9.56
19.56
19.56
-
Total FTE
9.56
9.56
19.56
19.56
-
Fiscal Year 2019
I
Emergency Services
Packet Pg. 181
B.1.b
Monroe County Board of County Commissioners
Fiscal Year 2019 Preliminary Fiscal Plan
Emergency Services
Fire & Rescue Central
Mission Statement
We are committed to serving our community with the highest level of life and property protection to meet the needs of our residents and visitors
in the Florida Keys.
Department Description
We will cultivate an environment of excellence, safety, respectfulness and fun within all eight fire stations and two airport facilities; with
cross - trained firefighter /paramedics that provide emergency services to the unincorporated areas of Monroe County and the City of Layton
• Fire Suppression
• Emergency Response to Medical Emergencies
• Advanced and Basic Life Support
• Emergency Response to Vehicular and Other Accidents
• Emergency Medical Transport of Patients to Local Medical Facilities
• Emergency Medical Transport of Patients to Regional Trauma Center
• Three air rescue helicopters to provide critical care to sick and injured patients
• Financial and Operational Support to Volunteer Fire Associations
Major Variances
Salary Increases due to newly ratified IAFFF contract
Increase for mobile compressor ($100K)
Fiscal Year 2019
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Emergency Services
Packet Pg. 182
FY 2017
FY 2018
FY 2018
FY 2019
Objective /Performance Measures
Frequency
Actual
Target
YTD
Target
Implement a Comprehensive Background Check Program
Percentage of Volunteer appplicants screened & processed
Annually
100
100
100
100
Related Strategic Goal: Excellent, Efficient, Equitably - Delivered Public
Service
FY 2017
FY 2018
FY 2018
FY 2019
Objective /Performance Measures
Frequency
Actual
Target
YTD
Target
Implement Computer Assisted Dispatch System
Percentage of dispatch & response times captured
Annually
80
100
70
100
Related Strategic Goal: Public Safety Committed to Saving Lives
FY 2017
FY 2018
FY 2018
FY 2019
Objective /Performance Measures
Frequency
Actual
Target
YTD
Target
Implement a Stipend Review Process
Percentage of Volunteer Stipends Reviewed
Annually
80
100
80
100
Train Personnel to Reduce Number of Personnel Injuries
Number of Personnel trained
Annually
6
13
10
15
Train Personnel to Reduce Number of Vehicle Accidents
Number of Personnel trained
Annually
1
5
5
5
Fiscal Year 2019
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Emergency Services
Packet Pg. 182
B.1.b
Monroe County Board of County Commissioners
Fiscal Year 2019 Preliminary Fiscal Plan
Emergency Services
Fire & Rescue Central
FY 2016
FY 2016
FY 2017
FY 2018
FY 2018
FY 2019
FY 2019
Budgetary Cost Summary
Actual
Actual
Adopted
Amended
Preliminary
Change
Personnel Expenditures
8,119,473
8,479,361
9,146,589
9,146,589
9,956,264
8.9%
Operating Expenditures
1,859,184
1,472,434
1,998,102
1,354,797
1,951,196
(2.3 %)
Capital Outlay Expenditures
604,319
178,384
639,500
1,491,403
239,500
(62.5 %)
Total Budget
10,582,975
10,130,179
11,784,191
11,992,789
12,146,960
3.1%
FY 2016
FY 2017
FY 2018
FY 2018
FY 2019
FY 2019
Revenue Sources Actual
Actual
Adopted
Amended
Preliminary
Change
Fire &Ambulance District 1 L &M Key 10,582,975
10,130,179
11,784,191
11,992,789
12,146,960
3.1%
Total Revenue 10,582,975
10,130,179
11,784,191
11,992,789
12,146,960
3.1%
Fiscal Year 2019
8
Emergency Services
Packet Pg. 183
FY 2016
FY 2017
FY 2018
FY 2019
FY 2019
Position Summary
Actual
Actual
Adopted
Preliminary
Variance
Administrative Support
0.22
0.22
1.22
1.22
-
Protective Service Workers
93.00
95.00
93.00
90.00
(3.00)
Professionals
3.22
2.22
3.22
6.22
3.00
Total Full -Time FTE
96.44
97.44
97.44
97.44
-
Total FTE
96.44
97.44
97.44
97.44
-
Fiscal Year 2019
8
Emergency Services
Packet Pg. 183
B.1.b
Monroe County Board of County Commissioners
Fiscal Year 2019 Preliminary Fiscal Plan
Emergency Services
Fire & Rescue Coordinator /Fire Academy
Mission Statement
- Provide direction and managerial oversight of the Emergency Services Division to ensure effective fire and emergency medical services, fire
prevention and education, emergency management, Trauma Star medical helicopter, Key West International Airport aircraft firefighting, and
other programs.
- Provide quality training programs to ensure firefighting personnel are appropriately prepared to respond and mitigate fire, medical and other
emergencies.
Department Description
• Managerial Oversight
• Budgetary Control and Management
• Program Development
• Policy Development and Enforcement
• Development and Delivery of Training Programs
• Safety Program Compliance
• Supply and Equipment Purchasing, Delivery and Repairs
• Facilities and Apparatus Maintenance Coordination
Major Variances
Salary Increases due to newly ratified IAFFF contract.
Additional Costs for Contractual Services
Related Strategic Goal: Public Safety Committed to Saving Lives
1,016,996
1,200,489 1,264,784 1,304,345
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Operating Expenditures 168,162
194,175
322,919 259,594 343,525
6.4%
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8,677
- - 44,000
- %
E
Total Budget 1,142,319
1,219,848
O
11.1%
FY 2017
FY 2018
FY 2018
FY 2019
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Objective /Performance Measures
Frequency
Actual
Target
YTD
Target
Increase Number of State Certified Volunteer Firefighters
y
Number of Students Passed 1st Responder Course
Annually
18
12
8
30
a
Number of Students Passed FFI Course
Annually
12
20
10
30
Number of Students Passed FFII Course
Annually
10
15
12
30
Offer Appropriate Fire /EMS Curriculum, Achieve 90% Pass Rate
Annually
0
90
90
90
(Unit of measure represented as a %)
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Increase Performance, Education and Saftey of Career Firefighters
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Number of Students Passed Fire Officer I Course
Annually
0
40
10
30
r
Number of Students Passed Fire Officer II Course
Annually
0
40
10
20
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Number of Students Passed Pump Operations Course (Pump course offered once
Annually
0
25
8
20
per year with 25 each class)
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Budgetary Cost Summary Actual Actual Adopted Amended Preliminary Change o
Personnel Expenditures 972,740
1,016,996
1,200,489 1,264,784 1,304,345
8.7%
a
Operating Expenditures 168,162
194,175
322,919 259,594 343,525
6.4%
m
Capital Outlay Expenditures 1,417
8,677
- - 44,000
- %
E
Total Budget 1,142,319
1,219,848
1,523,408 1,524,378 1,691,870
11.1%
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Fiscal Year 2019 9 Emergency Services
Packet Pg. 184
B.1.b
Monroe County Board of County Commissioners
Fiscal Year 2019 Preliminary Fiscal Plan
Emergency Services
Fire & Rescue Coordinator /Fire Academy
Fiscal Year 2019
IN
Emergency Services
Packet Pg. 185
FY 2016
FY 2017
FY 2018
FY 2018
FY 2019
FY 2019
Revenue Sources
Actual
Actual
Adopted
Amended
Preliminary
Change
General Fund
423,328
429,598
610,005
610,005
705,846
15.7%
Mstd - Ping /bldg /code /fire Mar
718,991
790,250
908,403
908,403
981,024
8.0%
Misc Special Revenue Fund
-
-
5,000
5,970
5,000
- %
Total Revenue
1,142,319
1,219,848
1,523,408
1,524,378
1,691,870
11.1%
Fiscal Year 2019
IN
Emergency Services
Packet Pg. 185
FY 2016
FY 2017
FY 2018
FY 2019 FY 2019
Position Summary
Actual
Actual
Adopted
Preliminary Variance
Administrative Support
4.00
3.00
3.00
3.00 -
Officials & Administrators
3.00
3.00
3.00
3.00 -
Protective Service Workers
2.00
2.00
2.00
2.00 -
Professionals
1.00
2.00
2.00
2.00 -
Total Full -Time FTE
10.00
10.00
10.00
10.00 -
Total FTE
10.00
10.00
10.00
10.00 -
Fiscal Year 2019
IN
Emergency Services
Packet Pg. 185
B.1.b
Monroe County Board of County Commissioners
Fiscal Year 2019 Preliminary Fiscal Plan
Emergency Services
EMS Administration
FY 2017 FY 2018 FY 2018 FY 2019
Objective /Performance Measures Frequency Actual Target YTD Target
FY 2016 FY 2017 FY 2018 FY 2018 FY 2019 FY 2019
Budgetary Cost Summary Actual Actual Adopted Amended Preliminary Change
Operating Expenditures (185) - - - - - %
Total Budget (185) - - - - - %
FY 2016 FY 2017 FY 2018 FY 2018 FY 2019 FY 2019
Revenue Sources Actual Actual Adopted Amended Preliminary Change
Fire & Ambulance District 1 L &M Key (185) - - - - - %
Total Revenue ( 185) - - - - - %
Fiscal Year 2019
IT
Emergency Services
Packet Pg. 186
B.1.b
Monroe County Board of County Commissioners
Fiscal Year 2019 Preliminary Fiscal Plan
Emergency Services
Emergency Management
Mission Statement
Provide planning, preparedness for, and coordination of response activities to events which threaten the health and safety of Monroe County
residents and visitors, and which may damage property and affect the economy within the County. These events include: hurricanes, tornadoes,
waterspouts, mass immigration, hazardous materials accidents, terrorist activities, large fires, air crashes, civil disorders, a possible accident at the
FP &L Turkey Point Nuclear Power Plant or nuclear attack.
Department Description
Emergency Management creates plans for any event that might impact the infrastructure of the County or the safety of its residents and visitors,
works to find ways that will mitigate their impact, responds to these events, and coordinates recovery efforts by County and outside agencies.
Emergency Management also provides training for volunteers, facilitates public education on many levels, and designs and participates in
exercises that increase awareness of threats and our ability to respond as well as enhancing preparedness of all agencies that would participate in
such an event.
Major Variances
1 New FTE Request for Emergency Management Sr. Planner
1 FTE for Special Needs Planner BOCC approved 5/16/18
Update local mitigation strategy, required by State and FEMA every 5 years (25k)
Begin formal design phase of multi -year project to design and construct a dedicated Emergency Operations Center /Emergency Services
Headquarters facility
Related Strategic Goal: Effective Emergency Management
Objective /Performance Measures
Frequency
FY 2017
Actual
FY 2018
Target
FY 2018
YTD
FY 2019
Target
Begin formal design phase of Emergency Operations Center /Emergency
Personnel Expenditures
445,192
427,174
234,421
427,097
Services Headquarters
69.2%
Operating Expenditures
301,991
303,492
127,829
Percentage of funding source identified
Annually
0
20
0
50
Continued improvement in percentage of County -wide volunteers and
-
-
- %
Total Budget
766,736
municipalities
362,250
748,317
549,798
51.8%
Number of copies of new brochure created and distributed
Annually
500
0
0
800
Number of EM volunteer base in Monroe County
Annually
160
120
160
180
Create Interagency Coordination Procedures
Number of Inter - agency Coordinating Procedures created
Annually
6
60
6
20
Develop a County /State partnership strategy on disaster response
Percentage of plan completion
Annually
0
0
0
1
Monroe County EM will team up with community partners to develop a
messaging campaign
Number of new outreach products developed
Annually
2
2
0
3
Promote and deliver necessary end user training to key EOC personnel
Number of classes conducted per year
Annually
3
4
2
5
Budgetary Cost Summary
FY 2016
Actual
FY 2017
Actual
FY 2018
Adopted
FY 2018
Amended
FY 2019
Preliminary
FY 2019
Change
Personnel Expenditures
445,192
427,174
234,421
427,097
396,582
69.2%
Operating Expenditures
301,991
303,492
127,829
321,219
153,216
19.9%
Capital Outlay Expenditures
19,553
40,581
-
-
-
- %
Total Budget
766,736
771,246
362,250
748,317
549,798
51.8%
Fiscal Year 2019
12
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Packet Pg. 187
B.1.b
Monroe County Board of County Commissioners
Fiscal Year 2019 Preliminary Fiscal Plan
Emergency Services
Emergency Management
FY 2016
FY 2017
FY 2018
FY 2018
FY 2019
FY 2019
Revenue Sources Actual
Actual
Adopted
Amended
Preliminary
Change
General Fund 316,695
320,995
362,250
362,250
549,798
51.8%
Governmental Fund Type Grants 450,041
450,252
-
386,067
-
- %
Total Revenue 766,736
771,246
362,250
748,317
549,798
51.8%
Fiscal Year 2019
13
Emergency Services
Packet Pg. 188
FY 2016
FY 2017
FY 2018
FY 2019
FY 2019
Position Summary
Actual
Actual
Adopted
Preliminary
Variance
Administrative Support
0.90
0.90
0.90
2.90
2.00
Officials & Administrators
0.85
1.00
1.00
1.00
-
Total Full -Time FTE
1.75
1.90
1.90
3.90
2.00
Total FTE
1.75
1.90
1.90
3.90
2.00
Fiscal Year 2019
13
Emergency Services
Packet Pg. 188
B.1.b
Monroe County Board of County Commissioners
Fiscal Year 2019 Preliminary Fiscal Plan
Emergency Services
Fire Marshal
Mission Statement
In partnership with the building official, assure fire safety compliant structures. Through fire prevention, code enforcement and education, and
fire investigative services, we strive to minimize the effect of fires, hazardous materials releases, and other natural or man -made emergencies on
the environment, the economy, and the quality of life in Monroe County.
Department Description
- Fire Code Enforcement
Site Plan Review
Building Plan Review
Fire Protection Systems Plan Review
Certificate of Occupancy Inspections for Fire Code Compliance
Community Education
Fire Investigations for Cause & Origin
Major Variances
- Salary Increases due to newly ratified IAFFF contract
Objective /Performance Measures
Frequency
FY 2017
Actual
FY 2018
Target
FY 2018
YTD
FY 2019
Target
Offer Grade Specific Fire Safety Education Lessons
Actual
Adopted
Amended
Preliminary
Change
Number of mentoring opportunities provided to students
Quarterly
3
4
1
4
Reduce Number of Preventable Fire Hazards
51,310
104,454
104,454
102,252
(2.1 %)
Percentage of requested inspections completed within seven business days
Annually
55
100
84
100
Related Strategic Goal: Public Safety Committed to Saving Lives
FY 2017
FY 2018
FY 2018
FY 2019
Objective /Performance Measures
Frequency
Actual
Target
YTD
Target
Conduct Investigations of Structure Fires
Percentage of reports to be completed within seven business days
Annually
60
100
100
100
Educate Children in Fire, Life Safety, and Prevention
Number of visits to schools & daycare with Fire Prevention training
Annually
2
6
3
8
Fire Hydrant Installation
Number of Hydrants installed
Annually
9
10
6
8
Implement Fire Inspections & Plan Reviews into New Incident Reporting
Software (CAD)
Percentage of plans review and inspection comments and /or reports entered
Annually
100
100
100
100
within seven business days
FY 2016
FY 2017
FY 2018
FY 2018
FY 2019
FY 2019
Budgetary Cost Summary Actual
Actual
Adopted
Amended
Preliminary
Change
Personnel Expenditures 319,819
342,329
365,524
365,524
391,860
7.2%
Operating Expenditures 86,422
51,310
104,454
104,454
102,252
(2.1 %)
Total Budget 406,240
393,639
469,978
469,978
494,112
5.1%
Fiscal Year 2019
14
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Packet Pg. 189
B.1.b
Monroe County Board of County Commissioners
Fiscal Year 2019 Preliminary Fiscal Plan
Emergency Services
Fire Marshal
FY 2016
FY 2017
FY 2018
FY 2018
FY 2019
FY 2019
Revenue Sources Actual
Actual
Adopted
Amended
Preliminary
Change
Mstd - Ping /bldg /code /fire Mar 406,240
393,639
469,978
469,978
494,112
5.1%
Total Revenue 406,240
393,639
469,978
469,978
494,112
5.1%
Fiscal Year 2019
15
Emergency Services
Packet Pg. 190
FY 2016
FY 2017
FY 2018
FY 2019 FY 2019
Position Summary
Actual
Actual
Adopted
Preliminary Variance
Administrative Support
1.00
1.00
1.00
1.00 -
Protective Service Workers
2.00
2.00
2.00
2.00 -
Total Full -Time FTE
3.00
3.00
3.00
3.00 -
Total FTE
3.00
3.00
3.00
3.00 -
Fiscal Year 2019
15
Emergency Services
Packet Pg. 190
B.1.b
Monroe County Board of County Commissioners
Fiscal Year 2019 Preliminary Fiscal Plan
Emergency Services
LOSAP
Department Description
LOSAP (Length of Service Award Plan) was implemented on June 21, 1999 by Ordinance 026 -1999. LOSAP provides benefits to certain eligible
firefighters and emergency medical services volunteers who have achieved at least 10 years of active service and have reached the age of 60.
Objective /Performance Measures
FY 2017 FY 2018 FY 2018 FY 2019
Frequency Actual Target YTD Target
FY 2016 FY 2017 FY 2018 FY 2018 FY 2019 FY 2019
Budgetary Cost Summary Actual Actual Adopted Amended Preliminary Change
Operating Expenditures 40,561 35,950 48,000 48,000 48,000 - %
Total Budget 40,561 35,950 48,000 48,000 48,000 - %
FY 2016
FY 2017
FY 2018
FY 2018
FY 2019
FY 2019
Revenue Sources Actual
Actual
Adopted
Amended
Preliminary
Change
FIRE & EMS LOSAP TRUST FUND 40,561
35,950
48,000
48,000
48,000
- %
Total Revenue 40,561
35,950
48,000
48,000
48,000
- %
Fiscal Year 2019
16
Emergency Services
Packet Pg. 191
B.1.b
Monroe County Board of County Commissioners
Fiscal Year 2019 Preliminary Fiscal Plan
Emergency Services
Impact Fees Fire & EMS
Department Description
Impact fees are collected as an assessment on building permits issued for projects in unincorporated Monroe County and are used exclusively for
the capital expansion of the county's fire infrastructure in a manner consistent with the capital improvements plan of the comprehensive plan,
including the installation and retrofit of fire hydrants and wells. Chapter 126 of the Monroe County Code establishes the collection of impact fees
The disbursal of such funds require the approval of the Board of County Commissioners.
Objective /Performance Measures
FY 2017 FY 2018 FY 2018 FY 2019
Frequency Actual Target YTD Target
FY 2016 FY 2017 FY 2018 FY 2018 FY 2019 FY 2019
Budgetary Cost Summary Actual Actual Adopted Amended Preliminary Change
Capital Outlay Expenditures - - 102,384 102,384 102,430 - %
Total Budget - - 102,384
102,384
102,430
- %
FY 2016 FY 2017 FY 2018
FY 2018
FY 2019
FY 2019
Revenue Sources Actual Actual Adopted
Amended
Preliminary
Change
Impact Fees Fund - Fire & EMS - - 102,384
102,384
102,430
- %
Total Revenue - - 102,384 102,384 102,430 - %
Fiscal Year 2019
17
Emergency Services
Packet Pg. 192
B.1.b
Monroe County Board of County Commissioners
Fiscal Year 2019 Preliminary Fiscal Plan
Emergency Services
Fire & Rescue Key West Airport
Mission Statement
Provide fire suppression and emergency care for potential aircraft crashes, emergency landings, and any emergencies at the county airport in a
professional, efficient manner.
Department Description
- Emergency Response to Aircraft Emergencies
EMS Support at the Airport
Respond to all Unknown Hazardous Incidents Connected to the Airport
Major Variances
- Salary Increases due to newly ratified IAFFF contract
Related Strategic Goal: Public Safety Committed to Saving Lives
Objective /Performance Measures
FY 2017 FY 2018 FY 2018 FY 2019
Frequency Actual Target YTD Target
Implement Airport Employee Training Program
Number of Employees trained in CPR, AED and First Aid
Annually 10 10 10 10
Total Budget 1,267,305 1,368,966 1,555,272 1,555,272 1,715,642 10.3%
FY 2016
FY 2017
FY 2018
FY 2018
FY 2019
FY 2019
Budgetary Cost Summary
Actual
Actual
Adopted
Amended
Preliminary
Change
Personnel Expenditures
1,150,581
1,180,854
1,310,265
1,310,265
1,448,509
10.6%
Operating Expenditures
116,725
180,844
241,507
241,507
243,633
0.9%
Capital Outlay Expenditures
-
7,268
3,500
3,500
23,500
571.4%
Total Budget 1,267,305 1,368,966 1,555,272 1,555,272 1,715,642 10.3%
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Packet Pg. 193
FY 2016
FY 2017
FY 2018
FY 2018
FY 2019
FY 2019
r
Revenue Sources
Actual
Actual
Adopted
Amended
Preliminary
Change
a�
Key West Intl Airport
1,267,305
1,368,966
1,555,272
1,555,272
1,715,642
10.3
0
Total Revenue
1,267,305
1,368,966
1,555,272
1,555,272
1,715,642
10.3%
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FY 2017
FY 2018
FY 2019
FY 2019
Position Summary
Actual
Actual
Adopted
Preliminary
Variance
Protective Service Workers
12.00
11.00
12.00
12.00
-
Professionals
1.00
1.00
1.00
1.00
-
(D
Total Full -Time FTE
13.00
12.00
13.00
13.00
-
U)
a
Total FTE
13.00
12.00
13.00
13.00
-
o
a
r
c
m
E
m
r
r
Q
Fiscal Year 2019 18 Emergency Services
Packet Pg. 193
B.1.b
Monroe County Board of County Commissioners
Fiscal Year 2019 Preliminary Fiscal Plan
Emergency Services
Upper Keys Health Care Taxing District
Major Variances
In FY17, The BOCC approved to close the Fund per Ordinance 031 -2016 due to the Advisory Board of the Trauma District recognizing that the
Trauma District was no longer necessary in light of various improvements in health care coverage laws.
Objective /Performance Measures
FY 2017 FY 2018 FY 2018 FY 2019
Frequency Actual Target YTD Target
FY 2016 FY 2017 FY 2018 FY 2018 FY 2019 FY 2019
Budgetary Cost Summary Actual Actual Adopted Amended Preliminary Change
Personnel Expenditures 12,090 7,349 - - - - %
Operating Expenditures 3,303 846,354 - - - - %
Total Budget 15,393 853,703 - - - - %
FY 2016 FY 2017 FY 2018 FY 2018 FY 2019 FY 2019
Revenue Sources Actual Actual Adopted Amended Preliminary Change
Upper Keys Healthcare Taxing District 15,393 853,703 - - - - %
Total Revenue 15,393 853,703 - - - - %
FY 2016 FY 2017 FY 2018 FY 2019 FY 2019
Position Summary Actual Actual Adopted Preliminary Variance
Administrative Support 0.14 0.14 - - -
Total Full -Time FTE 0.14 0.14 - - -
Total FTE 0.14 0.14 - - -
Fiscal Year 2019
19
Emergency Services
Packet Pg. 194
B.1.b
Monroe County Emergency Services
Fire Rescue /EMS — Emergency Management — Trauma Star— KWIA -- Fire Marshal —Fire Academy
IEC lvE
MA R 13 20 1 J
INTEROFFICE MEMO
To: Roman Gastesi, County Administrator
. �.
From: Jim Callahan, Fire Chief / Director, Emergenc Services
Date:
March 22, 2018
Subject: FY2019 Emergency Services Budget Transmittal
Transmitted today is the Emergency Services proposed FY2019 budget. The budget includes the second -year
increase for the ratified IAFFF contract of a 2.1% COLA that is tentative under the "me -too" clause. In addition,
when comparing the FY18 adopted budget to FY19 proposed budget, the personnel percentage increase is higher
due to the anticipated budget amendment necessary for the salary increases authorized in the FY 18 (first year)
of the IAFFF agreement. The department has made an effort to maintain or reduce the Fire District Tax millage as
much as possible in areas of the budget under the department's control.
In addition to the proposed FY 2019 budget, there are other essential funding needs for Emergency Services that
are not incorporated into this year's budget submittal, of which several have been deferred from previous budget
years and are still needed. The Items are listed below.
Fund 001— General Fun
The Emergency Management Cost Center 13500, is requesting one additional FTE for a Senior Planner, Grade 114,
entry salary of $49,607.28, with loaded cost of $65,936.33.
fun4 14 — Di 1 L&M K
Fire Station Personnel Needs:
Four (4) Total Personnel — Sugarloaf Fire Station — increases daily staffing to 3 career FFs daily.
Four (4) Total Personnel — Cudjoe Fire Station — increases daily staffing to 4 career FFs daily.
Four (4) Total Personnel — Sugarloaf Fire station — increases daily staffing to 4 career FFs daily.
Four (4) Total Personnel — Layton /long Key Fire Station — increases daily staffing to 4 career FFs daily.
Four (4) Total Personnel — Tavernier Fire Station — Increases daily staffing to 4 career FFs daily.
Total of (20) Personnel
Base salary of $45, 62S (loaded salary of $73,180) each
Total cost for (20) additional firefighters is $1,463,600.
Packet Pg. 195
B.1.b
Budget & Finance
Proposed FY19:
FY19 Revenue Source
General Fund
$1,013,127
Other Ad Valorem
$0
Non Ad Valorem
$0
Capital Funds
$0
$1,013,127
800,000
700,000
600,000
500,000
400,000
300,000
200,000
100,000
LOMB
Grants Management
(Purchasing
Expenditures by Department
OMB
Grants Management
Purchasing
Total
FY19 Revenue Source
■General Fund 100%
• Other Ad Valorem 0%
Non Ad Valorem 0%
■ Capital Funds 0%
Adopted
Adopted
Proposed
FY
FY17 Budget
FY18 Budget
FY19 Budget
Change
FY19 Expenditures by Department
■ OMB
■ Grants Management
Purchasing
489,530
684,153
697,912
2.0%
199,324
216,264
224,157
3.6%
206,186
91,447
91,058
-0.4%
895,040
991,864
1,013,127
2.1%
Expenditures by Department
Packet Pg. 196
FY17 Budget FY18 Budget FY19 Budget
B.1.b
Budgetary Cost Summary
Personnel Expenditures
Operating Expenditures
Capital Outlay Expenditures
Total
Adopted
Adopted
Proposed
FY
FY17 Budget
FY18 Budget
FY19 Budget
Change
747,721 843,509 862,218 2.2%
147,319 148,355 150,909 1.7%
- - - 0.0%
895,040 991,864 1,013,127 2.1%
Budgetary Cost Summary
1,200,000
1,000,000
800,000
600,000
400,000
200,000
Personnel Expenditures
■ Operating Expenditures
Capital Outlay Expenditures
Adopted Adopted Proposed FY19
FY17 Budget I FY18 Budget FY19 Budget Change
FTE History 8.00 1 9.00 9.00 1 -
FY18 Change FTE increase from Worker's Comp Budget
Packet Pg. 197
FY17 Budget FY18 Budget FY19 Budget
B.1.b
Monroe County Board of County Commissioners
Fiscal Year 2019 Preliminary Fiscal Plan
Budget & Finance
Budget & Finance
Organizational Chart
Total Full -Time Equivalents (FTE) = 9.00
Office of Management & Budget
Total Full -Time Equivalents (FTE) = 7.00
Grants Management
Total Full -Time Equivalents (FTE) = 2.00
Fiscal Year 2019 1 Budget & Finance
Packet Pg. 198
B.1.b
Monroe County Board of County Commissioners
Fiscal Year 2019 Preliminary Fiscal Plan
Budget & Finance
Business Center Vision
The Budget and Finance Department develops, implements and monitors Monroe County's annual operating and capital budgets and
provides financial analysis; prepares, publishes and administers the annual budget; monitors the operating and capital budgets
providing financial analysis, multi -year forecasting, and the reporting of financial information for the Board of County Commissioners,
other governmental entities and the public. The department is also responsible for providing high quality, best value purchasing and
procurement activities for the proper and efficient operations of County government; and oversees County funding of nonprofit
organizations, provides grant administrative assistance to County departments, and pursues funding opportunities promoting the
economic well -being of the County in a financially responsible and sustainable fashion.
Mission Statement
The mission of the Budget and Finance Department is to provide effective development and implementation of Monroe County's budget;
promote efficient, sound financial management; ensure governmental procurement regulations are followed countywide; facilitate financially
responsible grant funding; and maintain the highest standards of ethics, integrity, and prudent expenditure of public funds.
Services Provided
Budget & Finance provides financial and resource management in 6 key areas:
• Financial Support- Guidance in the preparation and implementation of operating and capital budgets
• Financial Services- Maintenance of department budgets via transfers, resolutions & budget amendments during the year
• Financial Planning- Debt Management, Revenue Forecasting, and expenditure analysis
• Financial Systems- Enterprise -wide software programs, including GovMax & assistance with Finance Pentamation system
• Procurement- Purchasing services, proposals, bid coordination, oversight of the County's Purchasing Policy
• Grant Administration- Provide assistance for internal grants to local agencies with funding from federal and state agencies
Strategic Goals
Excellent governance through responsible management of county budget to ensure and sustain fiscal strength and stability.
Fiscal Year 2019 2 Budget & Finance
Packet Pg. 199
FY 2016
FY 2017
FY 2018
FY 2018
FY 2019
FY 2019
-,
Appropriations by Department
Actual
Actual
Adopted
Amended
Preliminary
Change
FY 2018
Grants Management
140,541
205,182
216,264
216,264
224,157
3.6%
w
Office of Management & Budget
474,963
641,539
684,153
758,257
697,912
2.0%
5.00
Purchasing
90,723
121,291
91,447
91,447
91,058
(0.4 %)
a
Total Budget
706,227
968,012
991,864
1,065,968
1,013,127
2.1%
m
Total Full -Time FTE
a�
8.00
9.00
9.00 -
FY 2016
FY 2017
FY 2018
FY 2018
FY 2019
FY 2019
pp
Revenue Sources
Actual
Actual
Adopted
Amended
Preliminary
Change
rn
General Fund
616,977
822,677
991,864
991,864
1,013,127
2.1%
Governmental Fund Type Grants
89,250
145,335
-
74,104
-
- %
LL
Total Revenue
706,227
968,012
991,864
1,065,968
1,013,127
2.1%
0
Fiscal Year 2019 2 Budget & Finance
Packet Pg. 199
a�
FY 2016
FY 2017
FY 2018
FY 2019 FY 2019
y
Position Summary by Department
Actual
Actual
Adopted
Preliminary Variance
a
0
Office of Management & Budget
5.00
5.00
7.00
7.00 -
a
Grants Management
2.00
2.00
2.00
2.00
Purchasing
1.00
1.00
-
- -
(D
Total Full -Time FTE
8.00
8.00
9.00
9.00 -
U
Total FTE
8.00
8.00
9.00
9.00 -
m
r
Q
Fiscal Year 2019 2 Budget & Finance
Packet Pg. 199
B.1.b
Monroe County Board of County Commissioners
Fiscal Year 2019 Preliminary Fiscal Plan
Budget & Finance
Office of Management & Budget
Department Description
The Office of Management and Budget staff provides accurate information and sound recommendations for the County Administrator to facilitate
well- informed County Commission decisions; provides analytical expertise that assists agencies to efficiently and effectively manage within
approved resources; develops an annual recommended budget and multi -year capital program incorporating BOCC policy direction and taking
into account the multi -year implications of budget decisions; and provides clear, timely and accurate budget information.
Related Strategic Goal: Excellent, Efficient, Equitably - Delivered Public Service
Objective /Performance Measures
Frequency
FY 2017
Actual
FY 2018
Target
FY 2018
YTD
FY 2019
Target
Continue to improve the effectiveness and proficiency of the Department
Submittal of the Monroe County Budget document GFOA
through continuing education
O
Number of trainings taken by Staff
Annually
2
5
3
5
Continue to move forward with the implementation of a paperless office
Annually
1 1
1
1
environment
Percentage of completion
Annually
0
100
80
100
Submittal and acceptance of the Monroe County Truth in Millage certification
LL
Related Strategic Goal: Responsible Management of Physical Infrastructure and Capital Assets
Approved Ad Valorem Tax Levy
Annually
81
84
N/A
85
Related Strategic Goal: Fiscal Strength and Stability
0
FY 2017
FY 2018
FY 2018
FY 2019
Objective /Performance Measures
Frequency
Actual
Target
YTD
Target
Development of the annual County budget
Target
y
Monitor, maintain and analyze capital projects
BOCC adopted budget (million)
Annually
457
457
N/A
422
Forecast and analyze revenue and expenditure trends
Annually
177 150
115
150
Average # updated per month
Monthly
0
15
15
15
Monitor and ensure adequate reserve levels in all funds
Percentage of reserves within Board Policy
Annually
100 100
100
100
Submittal of the Monroe County Budget document GFOA
O
m
Award from GFOA
Annually
1 1
1
1
r
LL
Related Strategic Goal: Responsible Management of Physical Infrastructure and Capital Assets
r
a
0
FY 2017 FY 2018
FY 2018
FY 2019
-a
Objective /Performance Measures
Frequency
Actual Target
YTD
Target
y
Monitor, maintain and analyze capital projects
O
M
# of Capital Project worksheets submitted
Annually
177 150
115
150
O
a
r
c
m
FY 2016
FY 2017
FY 2018
FY 2018
FY 2019
FY 2019
Budgetary Cost Summary
Actual
Actual
Adopted
Amended
Preliminary
Change
0
Personnel Expenditures
350,681
442,964
641,545
641,545
652,361
1.7%
r
Operating Expenditures
124,282
180,196
42,608
116,712
45,551
6.9%
Q
Capital Outlay Expenditures
-
18,379
-
-
-
- %
Total Budget
474,963
641,539
684,153
758,257
697,912
2.0%
Fiscal Year 2019
3
Budget & Finance
Packet Pg. 200
B.1.b
Monroe County Board of County Commissioners
Fiscal Year 2019 Preliminary Fiscal Plan
Budget & Finance
Office of Management & Budget
FY 2016
FY 2017
FY 2018
FY 2018
FY 2019
FY 2019
Revenue Sources Actual
Actual
Adopted
Amended
Preliminary
Change
General Fund 385,712
496,204
684,153
684,153
697,912
2.0%
Governmental Fund Type Grants 89,250
145,335
-
74,104
-
- %
Total Revenue 474,963
641,539
684,153
758,257
697,912
2.0%
Fiscal Year 2019
Budget & Finance
Packet Pg. 201
FY 2016
FY 2017
FY 2018
FY 2019 FY 2019
Position Summary
Actual
Actual
Adopted
Preliminary Variance
Administrative Support
4.00
3.00
4.00
4.00 -
Officials & Administrators
1.00
2.00
2.00
2.00 -
Professionals
-
-
1.00
1.00 -
Total Full -Time FTE
5.00
5.00
7.00
7.00 -
Total FTE
5.00
5.00
7.00
7.00 -
Fiscal Year 2019
Budget & Finance
Packet Pg. 201
B.1.b
Monroe County Board of County Commissioners
Fiscal Year 2019 Preliminary Fiscal Plan
Budget & Finance
Grants Management
Department Description
The Grants Management Department is responsible for the administering and monitoring of the non - profit human service funding process along
with being the liaison between the Human Service Advisory Board and the service providers. The department also applies for Federal and State
grant funding and administer Federal funding directly from the Department of Justice as well as funds passed through Florida Department of Law
Enforcement (FDLE).Grants Management is the liaison for the Substance Abuse Policy Advisory Board which provides recommendations regarding
the FDLE Justice Assistance Grant Programs as well as the programs funded by the Drug Abuse Trust Fund. This department provides assistance to
grant managers within the County on Federal compliance issues and reporting requirements.
Related Strategic Goal: Excellent, Efficient, Equitably - Delivered Public Service
FY 2017 FY 2018 FY 2018 FY 2019
Objective /Performance Measures Frequency Actual Target YTD Target
Provide onsite monitoring of non - profit service providers receiving Monroe
County Ad Valorem funding
Number of completed reports Annually 11 10 8 10
Related Strategic Goal: Fiscal Strength and Stability
N
v,
FY 2017 FY 2018
FY 2018
FY 2019
v
Objective /Performance Measures
Frequency
Actual Target
YTD
Target
y
Facilitate, monitor and review the funding application process
C
Number of meetings facilitated
Annually
5 7
4
7
C
r
ca
r
C
N
FY 2016
FY 2017
FY 2018
FY 2018
FY 2019
FY 2019
Budgetary Cost Summary
Actual
Actual
Adopted
Amended
Preliminary
Change
a
Personnel Expenditures
131,266
193,773
201,964
201,964
209,857
3.9%
Operating Expenditures
9,275
11,409
14,300
14,300
14,300
-%
Total Budget
140,541
205,182
216,264
216,264
224,157
3.6%
m
rn
FY 2016
FY 2017
FY 2018
FY 2018
FY 2019
FY 2019
r
>-
Revenue Sources
Actual
Actual
Adopted
Amended
Preliminary
Change
LL
General Fund
140,541
205,182
216,264
216,264
224,157
3.6%
L m
Total Revenue
140,541
205,182
216,264
216,264
224,157
3.6%
a�
v,
0
FY 2016
FY 2017
FY 2018
FY 2019
FY 2019
a
Position Summary
Actual
Actual
Adopted
Preliminary
Variance
a
Administrative Support
1.00
1.00
1.00
1.00
Officials & Administrators
1.00
1.00
-
-
-
m
Professionals
-
-
1.00
1.00
-
E
Total Full -Time FTE
2.00
2.00
2.00
2.00
-
U
m
Total FTE
2.00
2.00
2.00
2.00
-
Q
Fiscal Year 2019 5 Budget & Finance
Packet Pg. 202
B.1.b
Monroe County Board of County Commissioners
Fiscal Year 2019 Preliminary Fiscal Plan
Budget & Finance
Purchasing
Department Description
The Purchasing Department is responsible for providing high quality, best value purchasing and procurement activities forth e proper and efficient
operations of County government.
Related Strategic Goal: Excellent, Efficient, Equitably - Delivered Public Service a
rn
r
d
a
Budgetary Cost Summary
FY 2016
Actual
FY 2017
FY 2018
FY 2018
FY 2019 >_
Objective /Performance Measures
Frequency
Actual
Target
YTD
u-
Target d
Continue implementation of electronic routing process
-
- %
Operating Expenditures
r
Percentage of electronic routing process completed
Annually
10
90
40
100 O
Provide efficient and timely responses to Public Records Request
-
3,530
-
-
r_
O
Number of Public Records Request processed
Annually
75
70
65
70
Provide efficient, timely, responsive procurement activities
Total Budget
90,723
Number of bids processed
Annually
50
60
65
60
FY 2016
FY 2017
C
FY 2018
FY 2019
FY 2019
0
Revenue Sources
ca
Related Strategic Goal: Fiscal Strength and Stability
Adopted
Amended
Preliminary
Change
O
FY 2017
FY 2018
FY 2018
FY 2019
121,291
91,447
91,447
91,058
(0.4 %)
p
Objective /Performance Measures
Frequency
Actual
Target
YTD
Target y
(0.4 %
CL
O
L_
Assist other County Departments with their purchasing needs while meeting
Monroe County policies
Number of Purchase Orders processed
Monthly
2,450
2,500
1,000
2,500 C
Update the Monroe County Purchasing Policy and Procedures manual
c
BOCC approved Monroe County Purchasing Policy and Procedures revisions
Annually
1
1
1
1 N
d
a
Budgetary Cost Summary
FY 2016
Actual
FY 2017
Actual
FY 2018
Adopted
FY 2018
Amended
FY 2019
Preliminary
FY 2019
Change
r
Personnel Expenditures
7,980
23,798
-
492
-
- %
Operating Expenditures
82,744
93,964
91,447
90,955
91,058
(0.4 %)
m
Capital Outlay Expenditures
-
3,530
-
-
-
_%
Total Budget
90,723
121,291
91,447
91,447
91,058
(0.4 %)
u-
FY 2016
FY 2017
FY 2018
FY 2018
FY 2019
FY 2019
0
Revenue Sources
Actual
Actual
Adopted
Amended
Preliminary
Change
General Fund
90,723
121,291
91,447
91,447
91,058
(0.4 %)
p
Total Revenue
90,723
121,291
91,447
91,447
91,058
(0.4 %
CL
O
L_
r
FY 2016 FY 2017 FY 2018 FY 2019 FY 2019
Position Summary Actual Actual Adopted Preliminary Variance E
Professionals 1.00 1.00 - - - )
Total Full -Time FTE 1.00 1.00
r
Total FTE 1.00 1.00
Fiscal Year 2019 6 Budget & Finance
Packet Pg. 203
B.1.b
Information Technology
Proposed FY19:
FY19 Revenue Source
General Fund
$2,930,260
Other Ad Valorem
$0
Non Ad Valorem
$0
Capital Funds
$0
$2,930,260
3,000,000
2,500,000
2,000,000
1,500,000
1,000,000
500,000
FY19 Revenue Source
■ Genera l Fund 100%
■ Other Ad Valorem 0%
Non Ad Valorem 0%
■ Capital Funds 0%
Expenditures
FY17 Budget FY18 Budget
Expenditures
Information Technology
Technology Replacement
Total
FY19 Budget
Information Technology
—M— Technology Replacement
Adopted
Adopted
Proposed
FY
FY17 Budget
I FY18 Budget
I FY19 Budget
Change
2,064,852 2,344,205 2,481,403 5.9%
338,000 472,100 448,857 -4.9%
2,402,852 2,816,305 2,930,260 4.0%
FY19 Expenditures By Department
■ Information Technology
■Technology Replacement
Packet Pg. 204
B.1.b
Imid fidbo Q§I 7004
Budgetary Cost Summary
Personnel Expenditures
Operating Expenditures
Capital Outlay Expenditures
Total
Adopted
Adopted
Proposed
FY
FY17 Budget
FY18 Budget
FY19 Budget
Change
1,317,940 1,520,840 1,539,002 1.2%
810,412 910,465 920,258 1.1%
274,500 385,000 471,000 22.3%
2,402,852 2,816,305 2,930,260 4.0%
Budgetary Cost Summary
3,500,000
3,000,000
2,500,000
2,000,000
1,500,000
1,000,000
500,000
Personnel Expenditures
■ Operating Expenditures
Capital Outlay Expenditures
Packet Pg. 205
FY17 Budget FY18 Budget FY19 Budget
Adopted
FY17 Budget
Adopted
FY18 Budget
Proposed
FY19 Budget
FY19
Change
FTE History
13.00
16.05
16.05
FY18 Change
1 FTE added for Enterprise Software Manager
Reallocate Assistant County Administrator between departments
Packet Pg. 205
FY17 Budget FY18 Budget FY19 Budget
B.1.b
Monroe County Board of County Commissioners
Fiscal Year 2019 Preliminary Fiscal Plan
Information Technology
Information Technology
Organizational Chart
Total Full -Time Equivalents (FTE) = 16.05
Information Technology
Total Full -Time Equivalents (FTE) = 16.05
Fiscal Year 2019 1 Information Technology
Packet Pg. 206
B.1.b
Monroe County Board of County Commissioners
Fiscal Year 2019 Preliminary Fiscal Plan
Information Technology
Business Center Vision
Technology helps our County Staff, residents, and visitors efficiently access and utilize County services.
Mission Statement
The mission of Monroe County Information Technology Department is to responsibly apply technology to enable communication, responsiveness
and collaboration with our citizens and our community.
Services Provided
IT Service Desk and Application support
Website, Social Media and Mobile Applications
Network and I Services for BOCC and Other Government Entities
Telephone services for BOCC and Other Government Entities
In -House Application Development
Monroe County Television
Server and Storage Management
Strategic Goals
Monitor expenditures to ensure they are within budget guidelines and provide the most cost effective access to information for County staff and
the public.
Provide "Best Value" good, services and assets that support county operations.
Manage Service Desk requests through the Work Order system in a timely and efficient manner.
Enhance and improve MCTV programming to ensure effective communication with our citizens.
Manage Network, Firewall and Wireless infrastructure, increasing the reliability and efficiency of the environment to enhance the
productivity of Monroe County staff.
Manage server and storage infrastructure, increasing the reliability and efficiency of the environment to enhance the productivity of Monroe
County staff.
Proactively manage telephone and video communications, ensuring that high quality services are available.
Proactively manage desktop /laptop computers to ensure proper software is deployed. Utilize tools to ensure desktop /laptop patching is being
appropriately managed.
Support and Maintain Monroe County Websites.
Purchase equipment that is Energy Star Compliant.
Enable and facilitate usage of videoconferencing to replace or minimize travel requirements.
Document and Optimize the Monroe County Disaster Recover/ Business Continuity Plan.
FY 2016 FY 2017 FY 2018 FY 2018 FY 2019 FY 2019
Appropriations by Department Actual Actual Adopted Amended Preliminary Change
Information Technology 2,039,500 2,319,476 2,816,305 2,816,305 2,930,260 4.0%
Total Budget 2,039,500 2,319,476 2,816,305 2,816,305 2,930,260 4.0%
FY 2016 FY 2017 FY 2018 FY 2018 FY 2019 FY 2019
Revenue Sources Actual Actual Adopted Amended Preliminary Change
General Fund 2,039,500 2,319,476 2,816,305 2,816,305 2,930,260 4.0%
Total Revenue 2,039,500 2,319,476 2,816,305 2,816,305 2,930,260 4.0%
Position Summary by Department
FY 2016
Actual
FY 2017
Actual
FY 2018
Adopted
FY 2019 FY 2019
Preliminary Variance
Information Technology
13.00
15.00
16.05
16.05 -
Total Full -Time FTE
13.00
15.00
16.05
16.05 -
Total FTE
13.00
15.00
16.05
16.05 -
Fiscal Year 2019
2
r
d
Cl
m
rn
LL
r
M
D
a�
0
CL
0
a
r
c
m
E
t
0
m
r
Information Technology
Packet Pg. 207
B.1.b
Monroe County Board of County Commissioners
Fiscal Year 2019 Preliminary Fiscal Plan
Information Technology
Information Technology
Mission Statement
The mission of Monroe County Information Technology Department is to responsibly apply technology to enable communication, responsiveness
and collaboration with our citizens and our community.
Department Description
The Information Technology Department is responsible for the installation, support and maintenance of the County's technology infrastructure
including: all applications, technology infrastructure, desktop /laptop computers, printers, multifunctional devices, telephones and mobile devices.
The Department supports approximately 90 applications and more than 80 Windows based servers serving more than 40 locations throughout the
Keys. IT also maintains and archives the emails of all users and provides network /internet access for approximately 1,100 users - including the
Property Appraiser, Monroe County Sherriff, the 16th Judicial Circuit Court and the Clerk of Courts. The IT Department operates the Monroe
County Television Cable Channel (MCTV), which broadcasts local government programming throughout the Florida Keys. MCTV also provides a
digital stream of the broadcast on the County's website and maintains a video on demand archive of all meetings that have been aired.
Fiscal Year 2019 3 Information Technology
Packet Pg. 208
B.1.b
Monroe County Board of County Commissioners
Fiscal Year 2019 Preliminary Fiscal Plan
Information Technology
Information Technology
Related Strategic Goal: Effective Emergency Management
Y
m
FY 2017
FY 2018
FY 2018
FY 2019
Objective /Performance Measures Frequency
Actual
Target
YTD
Target
m
Document and Optimize the Monroe County Disaster Recovery / Business
�+
Continuity Plan
ca
C
Percentage of plan optimized Annually
100
100
100
100
E
a
Related Strategic Goal: Excellent, Efficient, Equitably - Delivered
Public Service
rn
r
FY 2017
FY 2018
FY 2018
FY 2019
LL
Objective /Performance Measures Frequency
Actual
Target
YTD
Target
Enhance and improve MCTV programming to ensure effective communication
r
C
Number of new and original content created Annually
6
2
0
2
O
Manage Network, Firewall, Wireless and Communications infrastructure
C
r
Percentage of Network/Firewall/Wireless maintained at 99.5% uptime Annually
99
99
99
99
Proactively manage desktop /laptop computers to ensure proper software is
deployed
Percentage of desktop /laptop computers that are equipped with proper software Annually
99
99
99
99
C
Proactively manage servers & storage to ensure security, stability and
ca
resiliency of the environment
O
Percentage of Server /Storage maintained at 99.5% uptime Annually
99
99
99
99
N
Proactively manage telephone and video communications
rn
O
Percentage of Telephone Service maintained at 99.5% uptime Annually
99
99
99
99
y
Purchase Equipment that is Energy Star Compliant
'a
Percentage purchases of Energy Star Compliant Equipment Annually
100
100
100
100
C
Support and Maintain Monroe County Websites
C
r
Percentage of website maintained at 99.5% Uptime Annually
99
99
99
99
r
Support Library Public Access Computers
N
Percentage of Monroe County Public Library support maintained at 99.5% Annually
99
99
99
99
a
Related Strategic Goal: Fiscal Strength and Stability
r
FY 2017
FY 2018
FY 2018
FY 2019
m
Objective /Performance Measures Frequency
Actual
Target
YTD
Target
r
Develop and manage a training plan for staff
>_
LL
Percentage of training plan completion Annually
100
100
100
100
Maintain Current and Accurate Equipment Inventories
Percentage of equipment inventory completion Annually
100
100
100
100
Manage Service Desk requests through the Work Order system in a timely and
efficient manner
rn
O
Percentage of service work order request completed within 2 days of entry Annually
75
75
75
75
M
O
Perform Regular Reviews of Expenditures to Ensure Budget Compliance
d
Percentage of expenditures maintained at no more than 5% variance between Annually
100
100
100
100
4.;
estimated and actual expenditure forecasts
d
E
t
Related Strategic Goal: Promotion of Energy Conservation and Sustainability
v
r
Q
FY 2017
FY 2018
FY 2018
FY 2019
Objective /Performance Measures Frequency
Actual
Target
YTD
Target
Videoconferencing Enhancement - Extend capabilities and make it easier to
use
Percentage of videoconferencing maintained at 99.5% uptime Annually
99
99
99
99
Fiscal Year 2019 4
Information Technology
Packet Pg. 209
B.1.b
Monroe County Board of County Commissioners
Fiscal Year 2019 Preliminary Fiscal Plan
Information Technology
Information Technology
FY 2016
FY 2016
FY 2017
FY 2018
FY 2018
FY 2019
FY 2019
Budgetary Cost Summary
Actual
Actual
Adopted
Amended
Preliminary
Change
Personnel Expenditures
1,077,613
1,200,550
1,520,840
1,520,840
1,539,002
1.2%
Operating Expenditures
838,760
968,004
910,465
1,002,367
920,258
1.1%
Capital Outlay Expenditures
123,127
150,922
385,000
293,098
471,000
22.3%
Total Budget
2,039,500
2,319,476
2,816,305
2,816,305
2,930,260
4.0%
FY 2016
FY 2017
FY 2018
FY 2018
FY 2019
FY 2019
Revenue Sources Actual
Actual
Adopted
Amended
Preliminary
Change
General Fund 2,039,500
2,319,476
2,816,305
2,816,305
2,930,260
4.0%
Total Revenue 2,039,500
2,319,476
2,816,305
2,816,305
2,930,260
4.0%
Fiscal Year 2019
5
Information Technology
Packet Pg. 210
FY 2016
FY 2017
FY 2018
FY 2019 FY 2019
Position Summary
Actual
Actual
Adopted
Preliminary Variance
Administrative Support
3.00
3.00
3.00
3.00 -
Officials & Administrators
2.00
2.00
2.05
2.05 -
Technicians
7.00
9.00
10.00
10.00 -
Professionals
1.00
1.00
1.00
1.00 -
Total Full -Time FTE
13.00
15.00
16.05
16.05 -
Total FTE
13.00
15.00
16.05
16.05 -
Fiscal Year 2019
5
Information Technology
Packet Pg. 210
B.1.b
�� c
County of • M �o
BOARD OF COUNTY COMMISSIONERS
Mayor David Rice, District 4
Mayor Pro Tem Sylvia J. Murphy, District 5
Tine Florida Keys
Heather Carruthers, District 3
Sub -Total of Operating Expenses
Danny L. Kolhage, District 1
$748,365.00
George Neugent, District 2
Information Technology Department
$75,000.00
OFFICE of the COUNTY ADMINISTRATOR
1100 Simonton St., Suite 205
Key West, Florida 33040
To: Roman Gastesi, County Administrator
From: Alan MacEachern, Director of Information Technology
Date: April 4, 2018
Re: 2019 Budget Memorandum
In accordance with the 2019 budget instructions, our team has developed the following budget
request for the Information Technology department, which manages two Organization Codes
(05002 for Information Systems and 05003 for Technology Replacement):
As you can see, the 2019 Operating Expenses and Capital Outlay total remains flat to the 2018
adopted budget. The 2.1% COLA costs are anticipated to be $23,243 for the IT Department and
those have been covered by eliminating support contractor costs of $24,000 in 2019.
Before going into the 2019 hiring and enhancement requests, I wanted to confirm the status of the
items impacted by the freeze implemented in November of 2017. From a position perspective, the
IT Department froze the following two positions which we would like to request be made
available:
Position
Number
Position Title
2018 Adopted
2019
Requested
05002
Sub -Total of Operating Expenses
$748,365.00
$748,365.00
05002
Sub -Total of Capital Outlay
$75,000.00
$75,000.00
05003
Sub -Total of Operating Expenses
$162,100.00
$138,857.00
05002
2.1% COLA 2019 Increase
$23,243.00
05003
Sub -Total of Capital Outlay
$310,000.00
$310,000.00
Total
$1,295,465.00
$1,295,465.00
As you can see, the 2019 Operating Expenses and Capital Outlay total remains flat to the 2018
adopted budget. The 2.1% COLA costs are anticipated to be $23,243 for the IT Department and
those have been covered by eliminating support contractor costs of $24,000 in 2019.
Before going into the 2019 hiring and enhancement requests, I wanted to confirm the status of the
items impacted by the freeze implemented in November of 2017. From a position perspective, the
IT Department froze the following two positions which we would like to request be made
available:
Position
Number
Position Title
Loaded Salary
Currently
Filled -
Yes or No
Reconsider in 6
months
Yes or No
Total
Savings
NEWIT
Enterprise
Software Manager
$102,012.00
No
Yes
$102,012.00
CATS006
Database
Administrator
$96,721.00
No
Yes
$96,721.00
$198,733.00
Page 1
Packet Pg. 211
B.1.b
From a projects perspective, the IT Department froze the following Capital Outlay project which
we would like to request be made available:
Based on research into the availability of AT &T Satellite To Cellular (COW /COLT technology)
roof mounted implementations, Monroe County made the decision to move forward with the
immediate purchase and installation of a roof mounted COW at the Marathon Government Center
(Resulting in an Increase to FY 18 budget of $100K). Five additional locations have been identified
as installation sites and one of those sites (the Harvey Government Center) is anticipated to be
funded out of Capital Outlay below. The 4 remaining locations (the Sheriff Mobile Command
Center, The Murray Nelson Government Center and both Airports) are also listed below but are in
another entry as they are included in a separate request for Hazard Mitigation Grant Program
(HMGP) funding as well.
The 2019 Budget includes $385,000 in Capital Outlay (05002 - $75,000 & 05003 - $310,000)
which could be used for the following:
Network Hardening — Single Connectivity Locations /Security Test - $75K
Historically, Monroe County used a static network topology which provided specific point to point
routing through switches and firewalls. Beginning in late 2016, we started introducing routers at
larger locations with configurations that enabled us to set up a much more dynamic routing
approach. With dynamic routing, when one path fails the router is "smart" enough to dynamically
sends traffic through another working path. This request is to provide routers for the 24 remaining
locations that don't have this capability to improve their resiliency and uptime. Once these routers
have been deployed, we also need to execute a security test on the overall network in order to
ensure we are properly securing and protecting the data and assets of Monroe County.
AT &T Satellite to Cellular Solution (COW /COLT Technology) — HGC - $100K
Hurricane Irma highlighted a shortcoming in our storm preparedness between the period of time
communication was lost and when it was restored. Analog devices available at the time provided
limited phone communication due to long distance capability impacted in Key West. Mobile
satellite capability was unable to provide the bandwidth necessary to power a fully functioning
EOC. Communication did not begin flowing optimally until the Satellite to Cellular equipment
(COWS /COLTS) were activated and provided cellular voice /data capabilities in addition to
enhanced satellite data. This request is for the purchase, installation and associated building
modifications necessary to provide roof mounted AT &T Satellite to Cellular technology at the
Harvey Government Center where communication could be established and available post disaster.
Page 2
Packet Pg. 212
Reconsider in 6
Currently
months
Total
Project Title
Estimated Cost
Started
Yes or No
Savings
Technology Refresh —
Desktops / Laptops/
$150,000.00
$125,000.00
Monitors
No
Yes
$125,000.00
Based on research into the availability of AT &T Satellite To Cellular (COW /COLT technology)
roof mounted implementations, Monroe County made the decision to move forward with the
immediate purchase and installation of a roof mounted COW at the Marathon Government Center
(Resulting in an Increase to FY 18 budget of $100K). Five additional locations have been identified
as installation sites and one of those sites (the Harvey Government Center) is anticipated to be
funded out of Capital Outlay below. The 4 remaining locations (the Sheriff Mobile Command
Center, The Murray Nelson Government Center and both Airports) are also listed below but are in
another entry as they are included in a separate request for Hazard Mitigation Grant Program
(HMGP) funding as well.
The 2019 Budget includes $385,000 in Capital Outlay (05002 - $75,000 & 05003 - $310,000)
which could be used for the following:
Network Hardening — Single Connectivity Locations /Security Test - $75K
Historically, Monroe County used a static network topology which provided specific point to point
routing through switches and firewalls. Beginning in late 2016, we started introducing routers at
larger locations with configurations that enabled us to set up a much more dynamic routing
approach. With dynamic routing, when one path fails the router is "smart" enough to dynamically
sends traffic through another working path. This request is to provide routers for the 24 remaining
locations that don't have this capability to improve their resiliency and uptime. Once these routers
have been deployed, we also need to execute a security test on the overall network in order to
ensure we are properly securing and protecting the data and assets of Monroe County.
AT &T Satellite to Cellular Solution (COW /COLT Technology) — HGC - $100K
Hurricane Irma highlighted a shortcoming in our storm preparedness between the period of time
communication was lost and when it was restored. Analog devices available at the time provided
limited phone communication due to long distance capability impacted in Key West. Mobile
satellite capability was unable to provide the bandwidth necessary to power a fully functioning
EOC. Communication did not begin flowing optimally until the Satellite to Cellular equipment
(COWS /COLTS) were activated and provided cellular voice /data capabilities in addition to
enhanced satellite data. This request is for the purchase, installation and associated building
modifications necessary to provide roof mounted AT &T Satellite to Cellular technology at the
Harvey Government Center where communication could be established and available post disaster.
Page 2
Packet Pg. 212
B1;.b
Triple Redundancy — Server and Storage - $90K
During 2018, Monroe County replaced the functionality provided by 8 separate independent
HyperV Servers and the Storage Area Network (SAN) with our initial implementation of the
Nutanix Hyperconverged environment. In order to extend capacity and redundancy in this
environment, we require two additional nodes which we estimate to cost $ l OOK. The Nutanix
solution contains functionality equivalent to our existing SAN infrastructure and allows us to forgo
a replacement SAN purchase of between $125K and $150K this year as that equipment loses
manufacturer support (as discussed in last year's budget memo).
MCTV Refresh for Broadcast and Marathon- $85K
MCTV requires $35K of new data center broadcast equipment to be able to ensure continued
support of television broadcast capabilities. The existing broadcast equipment is more than 10
years old and almost impossible to repair. Additionally, the Marathon studio requires $50K in
studio equipment upgrades in order to preserve and extend broadcast capabilities from that
location.
Upgrade All Users for Microsoft Licensing (including 0365) - $35K per year in additional
license costs
Monroe County will need to spend approximately $35K per year in additional Microsoft licensing
costs as we do the following things:
- Transition Public Safety personnel from a more restrictive Microsoft license into full
Microsoft (including 0365) capabilities
- Extend full Microsoft (including 0365) capabilities to new segments of the employee
population or new entities
- Account for contractor positions and unfilled vacancies
Enhancements Requested
Beyond existing budget allocations, the IT Department is also requesting your consideration of
several additional items. I have divided the requests into two categories, additional
employees /contractors and additional technology spend. They are detailed below:
Requested Enhancement
2019 Cost
Security Testing and Training
$25,000.00
Technology
BGAN Alternate Communication Solution
$50,000.00
Technology
Uninterruptable Power Supply (UPS) Units
$50,000.00
Technology
External Wireless Availability (MC- Public)
$100,000.00
Technology
AT &T Satellite To Cellular Solution — COW /COLT
4 Buildings Plus Wiring /Configuration
$400,000.00
Technology
Switching Equipment Refresh
$400,000.00
Technology
Technology Refresh — Desktop / Laptop /
Monitors
$50,000.00
Technology
Text Archiving
$30,000.00
Technology Licensing
(Annual Cost)
Employee - Manage Training
$80,000.00
FTE
Additional Contract Labor In Support Of Risk
Assessment and Developing /Implementing
Policies & Procedures
$50,000.00
One Time Cost
Page 3
Packet Pg. 213
B.1.b
Technology Spend
Security Training and Testing - $25K
I would like to retain an established security training and testing firm to provide us with a
consistent training message for our users (identifying SPAM/Malware emails, when to click and
when not to, etc.) as well as to provide test opportunities throughout the year (send email to the
entire county and validate who clicks it). The output of the test emails provide a great opportunity
for individual training and the distribution of averaged responses (as high as 10% in some initial
tests)_
BGAN Alternate Communication Solution - $50K
The Broadband Global Area Network (BGAN) solution is designed for a single user or a very
small team with a need for a very limited data pipe (less than 0.5MB under optimal conditions)
where the primary use is e -mail, lightweight web browsing and VOID telephony. The device is
portable (slightly smaller than an airplane carry on suitcase), easy to set up and use and available
in remote locations. Purchase of an appropriate model is around $13K per device and this purchase
will provide a BGAN solution for the County Administrator, the Emergency Management Director
and the Public Information Officer.
Uninterruptable Power Supply (UPS) Units - $50K
Post Irma, we realized that many of our Uninterruptable Power Supply (UPS) units were either
underpowered or incapable of effectively running the technology needs of Monroe County. While
specific needs vary, the 40+ buildings have equipment that require an updated UPS. UPS units cost
between $300 (the smallest rack mounted network enabled monitored device) and $15K (UPS
capacity to power an entire rack of equipment).
External Wireless Availability (MC- Public) - $100K
Post Irma, there were many examples of Monroe County citizens positioning themselves outside
county buildings where they were able to utilize MC- Public free wifi well before other internet
capabilities came back online_ The citizens were utilizing wifi signal that "bleeds" out from our
access points within the buildings - the only external wireless access points that we currently have
deployed are at County parks where they provide wifi for up to several hundred yards of space.
This request is to purchase and install external wireless access points at 20 or more County
locations. It will provide enhanced MC- Public availability for day to day activity but more
importantly will be available as an enhanced resource to citizens post disaster. This has also been
entered as an HMGP funding request.
AT &T Satellite To Cellular Solution (COW / COLT Technology) — 4 Locations - $400K
Hurricane Irma highlighted a shortcoming in our storm preparedness between the period of time
communication was lost and when it was restored. Analog devices available at the time provided
limited phone communication due to long distance capability impacted in Key West. Mobile
satellite capability was unable to provide the bandwidth necessary to power a fully functioning
EOC. Communication did not begin flowing optimally until the Satellite to Cellular equipment
(COWS /COLTS) were activated and provided cellular voice /data capabilities in addition to
enhanced satellite data. This request is for the purchase, installation and associated building
modifications necessary to provide roof mounted AT &T Satellite to Cellular technology at 4
locations in the Keys (the Sheriff Mobile Command Center, The Murray Nelson Government
Page 4
Packet Pg. 214
6:1.b
Center and both Airports) where communication could be established and available post disaster.
This has also been entered as an HMGP funding request.
Switching Equipment Refresh - $400K
Our current information network consists of more than 120 network pieces that connect all the
computer equipment in Monroe County. Approximately 90 of these devices are, on average, 5
years old and are no longer able to be upgraded to a current modern code base. This equipment
was purchased and installed at a time when simple connectivity was our greatest technical
challenge - but as our network has grown, the demands we place on this equipment has outgrown
its technical capability. Additionally, the vendor we originally purchased the equipment from (HP)
sold a controlling interest in the company (H3C) to Tsinghua Holdings of China in 2015.
Replacing this equipment with more capable and secure hardware will provide the robust network
required to continue extending the technological capabilities of Monroe County. This has also been
entered as an HMGP funding request.
Text Archiving - $30K per year
Currently we do not archive text messages on government issued cellular devices. That capability
is available and can be purchased from AT &T and Verizon (our 2 cellular carriers) for between $5
and $8 a device per month. Given we currently have 300 Monroe County issued cellular devices,
this service adds an annual cost of between $20K and $30K per year. Of note in this enhancement
request is that there is no technical archiving solution for iMessage ( Apple's proprietary device to
device messaging service ) and thus it would have to be disabled on all devices.
Additional Employee In Support of Training (Internal and External) - $80,000
Currently, Monroe County has no central training resource that prepares, coordinates and provides
training solutions. Departments pursue training on a case by case basis and negotiate individual
deals. I have had significant experience and great success providing a qualified individual to lead
that activity and develop in- house training opportunities in a coordinated fashion. I believe that
there are significant benefits available to Monroe County through optimizing existing in -house and
online training. This enhancement request would fund a resource to set up and administer that
activity.
Additional Contract Labor In Support Of Risk Assessment and Developing /Implementing
Policies & Procedures - $50,000
Audit recommendations have highlighted that Monroe County has not created and completed a
coordinated Risk Assessment. Monroe County also does not have a coordinated set of IT policies
and procedures to mitigate risks identified in a risk assessment. Examples of potential policies
include but are not limited to:
- Information Security (password management, data classification /protection, backup
plan....)
- Business Continuity / Disaster Recovery
- Software Development / Software Configuration
- Problem Management
I estimate that a qualified contractor could create /execute the risk assessment (with the help of
internal resources) and make significant progress in the development of the most critical policies
and procedures during a 4 month period. Resources with that skillset are available for around $70
an hour (approximately $50,000 over a 6 month period).
Page 5
Packet Pg. 215
B.1.b
County Attorney
Proposed FY19:
FY19 Revenue Source
Adopted
General Fund
$1,454,206
Other Ad Valorem
$859,877
Non Ad Valorem
$4,063,885
Capital Funds
$0
$6,377,968
FY19 Revenue Source
■General Fund
■ Other Ad Valorem
64% Non Ad Valorem
■ Capital Funds 0%
Expenditures by Department
4,500,000
4,000,000
3,500,000
3,000,000
2,500,000
2,000,000
1,500,000
1,000,000
500,000
Expenditures
County Attorney
County Attorney - Risk Management
Total
County Attorney
County Attorney - Risk Management
Adopted
Adopted
Proposed
FY19
FY17 Budget
FY18 Budget
FY19 Budget
Change
2,103,219 2,317,472 2,314,083 -0.1%
3,879,425 3,974,198 4,063,885 2.3%
5,982,644 6,291,670 6,377,968
FY19 Expenditures by Department
■ County Attorney
■ County Attorney - Risk
Management
1.4%
r
d
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r
Packet Pg. 216
FY17 Budget FY18 Budget FY19 Budget
B.1.b
County Attorney
Budgetary Cost Summary
Personnel Expenditures
Operating Expenditures
Capital Outlay Expenditures
Total
7,000,000
6,000,000
5,000,000
4,000,000
3,000,000
2,000,000
1,000,000
Personnel Expenditures
■ Operating Expenditures
Capital Outlay Expenditures
r
d
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r
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i
N
N
O
CL
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i
a
r
c
m
E
U
m
r
r
Adopted
Adopted
FY17 Budget
Adopted
FY18 Budget
Proposed
FY19 Budget
FY19
Change
FTE History
15.60
14.93
14.68
(0.25)
FY18 Change
1 FTE added for Support Staff
County Attorney Positions reallocated to Risk Management
and Infrastructure Sales Tax
FY19 Change
Risk Safety Officer reallocated to Worker's Comp Admin
r
d
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Adopted
Adopted
Proposed
FY19
FY17 Budget
FY18 Budget
FY19 Budget
Change
1,819, 594
1,767, 364
1,789,401
1.2%
4,101,832
4,510,056
4,574,317
1.4%
61,218
14,250
14,250
0.0%
5,982,644
6,291,670
6,377,968
1.4%
Budgetary Cost Summary
Packet Pg. 217
FY17 Budget FY18 Budget FY19 Budget
B.1.b
Monroe County Board of County Commissioners
Fiscal Year 2019 Preliminary Fiscal Plan
County Attorney
County Attorney
Organizational Chart
Total Full -Time Equivalents (FTE) = 14.68
County Attorney - Risk Mgmt.
Total Full -Time Equivalents (FTE) = 3.37
County Attorney
Total Full -Time Equivalents (FTE) = 11.30
Fiscal Year 2019 1 County Attorney
Packet Pg. 218
B.1.b
/- .0)112 ")!$84569 „ 1�, - ) ! ' # -.0)V1
$ % &M8&! ”'
Mission Statement
The mission of the County Attorney's Office is to provide high quality legal services to the Board of County Commissioners, Monroe County's
Constitutional Officers, and the County Administration in a timely, efficient, and cost - effective manner. With its staff of nine highly trained and
experienced attorneys and skilled support staff, the County Attorney's Office is committed to providing professional legal services in the most
efficient and productive manner possible.
Services Provided
Provision of quality legal representation and advice, with a view towards reducing exposure to potential liability and litigation.
Provide coordination and control, consistent with the provisions of the Rules of Professional Conduct of the Florida Bar, of prosecution and
defense of litigation by in house counsel and outside counsel.
Provide timely preparation, revision, review and opinions concerning proposed and adopted resolutions, ordinances, and contracts; municipal
service taxing units; bid and purchasing policies and procedures; application of Federal and state regulations affecting the County, and the Florida
Public Records Law and Florida Sunshine Law.
Minimize costs of legal and support services through a combination of in -house consolidation of litigation and selection of private counsel on a
contingent fee or statutorily awarded fees - and -costs basis.
Generate all BOCC agendas and process all agenda items approved by the Commission.
Serves as the County's Records Management Liaison Officer.
F.S. 125.01(1)(b), Ordinance 039 -2004
Strategic Goals
Ensure that the County receives effective legal counsel in all matters and is in compliance with all applicable laws, regulations, and obligations
Increase compliance with code enforcement.
Notices advertised in compliance with all applicable publication requirements.
Organize a Countywide streamlined mechanism for capturing and tracking all public records requests received.
Process approved agenda items for all other departments.
Process County Attorney agenda items.
Professional County government workforce.
Professionally prepared Board of County Commission agendas.
Proper management of the County's records for retention and destruction.
Provide prompt, complete responses to public records requests.
Provide comprehensive research on information in official records regarding real property title issues.
Regular monitoring of line items within budget.
Responsible expenditure management.
Ensure that the County is adequately protected and insured against claims
FY 2016
Appropriations by Department Actual
FY 2017
Actual
FY 2018
Adopted
FY 2018
Amended
FY 2019
Preliminary
FY 2019
Change
County Attorney 1,865,541
1,875,642
2,317,472
2,317,449
2,314,083
(0.1 %)
County Attorney - Risk Mgmt. 2,249,187
4,173,052
3,974,198
4,474,198
4,063,885
2.3%
Total Budget 4,114,728
6,048,695
6,291,670
6,791,647
6,377,968
1.4%
Revenue Sources
FY 2016
Actual
FY 2017
Actual
FY 2018
Adopted
FY 2018
Amended
FY 2019
Preliminary
FY 2019
Change
General Fund
1,407,380
1,396,318
1,460,972
1,460,972
1,454,206
(0.5 %)
Mstd - Ping /bldg /code /fire Mar
453,690
473,372
793,349
793,349
795,241
0.2%
Misc Special Revenue Fund
4,471
5,953
600
577
-
(100.0 %)
Building Fund
-
-
62,551
62,551
64,636
3.3%
Risk Management Fund
2,249,187
4,173,052
3,974,198
4,474,198
4,063,885
2.3%
Total Revenue
4,114,728
6,048,695
6,291,670
6,791,647
6,377,968
1.4%
Fiscal Year 2019
2
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County Attorney
Packet Pg. 219
B.1.b
Monroe County Board of County Commissioners
Fiscal Year 2019 Preliminary Fiscal Plan
County Attorney
Fiscal Year 2019
3
County Attorney
Packet Pg. 220
FY 2016
FY 2017
FY 2018
FY 2019
FY 2019
Position Summary by Department
Actual
Actual
Adopted
Preliminary
Variance
County Attorney - Risk Mgmt.
2.85
3.27
3.62
3.37
(0.25)
County Attorney
12.75
12.15
11.30
11.30
-
Total Full -Time FTE
15.60
15.43
14.93
14.68
(0.25)
Total FTE
15.60
15.43
14.93
14.68
(0.25)
Fiscal Year 2019
3
County Attorney
Packet Pg. 220
B.1.b
Monroe County Board of County Commissioners
Fiscal Year 2019 Preliminary Fiscal Plan
County Attorney
County Attorney - Risk Mgmt.
Mission Statement
Create and implement decisions that will avoid hazardous risk to the citizens and employees. We also strive to minimize the adverse effects of
any accidental losses of the County.
Department Description
Reviews all contractual relationships to ensure that the County is adequately protected and to actively pursue measures to reduce any risk to the
County.
Ensure that the County is adequately insured and protected against claims which are filed against the County.
MCC Article I Section 2 -4 Vehicle Liability Insurance
MCC Article XVII Risk Management Program Sections 2 -323
F.S. Title XXXXVII Insurance Requirements
Resolution 407 -2011 Risk Management Policy and Procedures Contract Administration Manual
Major Variances
Risk Insurance increase ($133K)
Related Strategic Goal: Fiscal Strength and Stability
Objective /Performance Measures
Frequency
FY 2017
Actual
FY 2018
Target
FY 2018
YTD
FY 2019
Target
Auto Liability Claims
Budgetary Cost Summary
Actual
Actual
Adopted
Amended
Auto Liability Claims FY
Annually
6
5
2
5
Auto Physical Claims
372,803
(2.0 %)
Operating Expenditures
2,041,436
3,840,982
Auto Physical Claims FY
Annually
17
30
25
30
General Liability Claims
-
3,414
-
- %
General Liability Claims FY
Annually
9
25
4
20
Property Claims
Property Claims FY
Annually
12
25
4
10
Total Budget 2,249,187 4,173,052 3,974,198 4,474,198 4,063,885 2.3%
FY 2016 FY 2017 FY 2018 FY 2018 FY 2019 FY 2019
Revenue Sources Actual Actual Adopted Amended Preliminary Change
Risk Management Fund 2,249,187 4,173,052 3,974,198 4,474,198 4,063,885 2.3%
Total Revenue 2,249,187 4,173,052 3,974,198 4,474,198 4,063,885 2.3%
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County Attorney
Packet Pg. 221
FY 2016
FY 2017
FY 2018
FY 2018
FY 2019
FY 2019
Budgetary Cost Summary
Actual
Actual
Adopted
Amended
Preliminary
Change
Personnel Expenditures
207,752
332,071
380,420
380,420
372,803
(2.0 %)
Operating Expenditures
2,041,436
3,840,982
3,593,778
4,090,364
3,691,082
2.7%
Capital Outlay Expenditures
-
-
-
3,414
-
- %
Total Budget 2,249,187 4,173,052 3,974,198 4,474,198 4,063,885 2.3%
FY 2016 FY 2017 FY 2018 FY 2018 FY 2019 FY 2019
Revenue Sources Actual Actual Adopted Amended Preliminary Change
Risk Management Fund 2,249,187 4,173,052 3,974,198 4,474,198 4,063,885 2.3%
Total Revenue 2,249,187 4,173,052 3,974,198 4,474,198 4,063,885 2.3%
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County Attorney
Packet Pg. 221
B.1.b
Monroe County Board of County Commissioners
Fiscal Year 2019 Preliminary Fiscal Plan
County Attorney
County Attorney - Risk Mgmt.
Fiscal Year 2019
5
County Attorney
Packet Pg. 222
FY 2016
FY 2017
FY 2018
FY 2019
FY 2019
Position Summary
Actual
Actual
Adopted
Preliminary
Variance
Administrative Support
1.60
1.45
1.45
1.20
(0.25)
Officials & Administrators
0.25
0.33
0.53
0.53
-
Paraprofessionals
-
0.50
0.15
0.15
-
Professionals
1.00
1.00
1.50
1.50
-
Total Full -Time FTE
2.85
3.27
3.62
3.37
(0.25)
Total FTE
2.85
3.27
3.62
3.37
(0.25)
Fiscal Year 2019
5
County Attorney
Packet Pg. 222
B.1.b
Monroe County Board of County Commissioners
Fiscal Year 2019 Preliminary Fiscal Plan
County Attorney
County Attorney
Mission Statement
The mission of the County Attorney's Office is to provide high quality legal services to the Board of County Commissioners, Monroe County's
Constitutional Officers, and the County Administration in a timely, efficient, and cost - effective manner. With its staff of nine highly trained and
experienced attorneys and skilled support staff, the County Attorney's Office is committed to providing professional legal services in the most
efficient and productive manner possible.
Department Description
The County Attorney is the legal advisor and provides legal services to the Board of County Commissioners, the County Administrator, and County
Departments under the supervision of the County Administrator, and all County regulatory and advisory boards in all matters relating to their
official County duties.
The overarching goal of the County Attorney's Office is to ensure that County receives effective legal counsel in all matters and is in compliance
with all applicable laws, regulations, and obligations. The office is tasked with providing competent, cost - effective, responsive legal services to the
County Commission and staff while ensuring transparency in County government.
Each staff attorney is assigned to represent at least one County department as primary counsel. Each attorney is tasked with assisting the
assigned department with achieving action plan goals set forth in the Strategic Plan.
The County Attorney's Office plays a critical role in preparing the BOCC's agenda and processing items approved by the Commission. The office is
tasked with primary responsibility for responding to requests for public records, providing adequate public notice on bids, hearings and serves as
the County's Records Management Liaison Officer.
Risk Management analyzes sources of potential liability and works to eliminate and /or reduce the County's exposure to claims. Every contract is
reviewed to ensure the County has proper insurance coverage in its agreements for its projects. Risk staff also works with members of the public
to assist in resolving legitimate accident claims involving County property, operations or employees.
Fiscal Year 2019 6 County Attorney
Packet Pg. 223
B.1.b
County Attorney
County Attorney
Related Strategic Goal: Excellent, Efficient, Equitably - Delivered Public Service
FY 2017 FY 2018 FY 2018 FY 2019
Objective /Performance Measures Frequency Actual Target YTD Target
(New) Increase compliance with code enforcement
Code cases referred by Special Magistrate
(New) Organize a public records request tracking system
Research, Training, Implementation Percentage Completed
(New) Professional County government workforce
Employees engaging in professional development
(New) Represent assigned primary clients without causing other resources to
be diverted
Referrals to outside counsel
Placement of legal ads for Public Hearings, Solicitation Review /Notices
Legal Ads Placed
Process approved agenda items for all other departments
Contracts, Leases, MOUs (Other Departments)
Ordinances (Other Departments)
Resolutions (Other Departments)
Task/Change Orders (Other Departments)
Process County Attorney agenda items
Closed Sessions
County Attorney Agenda Items
Ordinances Processed
Resolutions Processed
Process Records Disposition requests for retention and destruction
Records Disposition Requests Processed
Professionally prepared Board of County Commission agendas
Agendas Prepared
Provide prompt, complete responses to public records requests
Public Records Requests Processed
Provide research on information in official records regarding real property title
issues
r
Percentage of time spent on research assignments Annually 25 25 25 25 d
C)
Objective /Performance Measures Frequency Actual Target YTD Target
(New) Responsible expenditure management
Percentage of meetings attended remotely Annually 37 38 y
Regular monitoring of line items within budget p
Percentage of time spent on monthy review Monthly 15 15 15 15 p
a
Budgetary Cost Summary
Actual
Actual
Adopted
Amended
Preliminary
Change
t
Personnel Expenditures
1,524,026
1,530,685
1,386,944
1,392,197
1,416,598
2.1%
�a
Operating Expenditures
308,642
336,444
916,278
906,611
883,235
(3.6 %)
Q
Capital Outlay Expenditures
32,872
8,513
14,250
18,640
14,250
- %
Total Budget
1,865,541
1,875,642
2,317,472
2,317,449
2,314,083
(0.1 %)
Monroe County Board of County Commissioners
Fiscal Year 2019 Preliminary Fiscal Plan
m
Related Strategic Goal: Fiscal Strength and Stability °)
FY 2017 FY 2018 FY 2018 FY 2019 u-
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FY 2016 FY 2017 FY 2018 FY 2018 FY 2019 FY 2019 E
Annually 1 14
Annually 8 100
Annually 10 10
Annually 3 5
Annually 101 80 40 90
Annually 352 340 163 346
Annually 10 35 5 27
Annually 326 360 215 343
Annually 15 23 27 46
Annually 25 26 3 17
Annually 175 160 19 143
Annually 25 29 4 34
Annually 363 343 92 422
Annually 40 45 14 56
Annually 38 42 6 42
Annually 258 464 108 710
Fiscal Year 2019
7
County Attorney
Packet Pg. 224
B.1.b
Monroe County Board of County Commissioners
Fiscal Year 2019 Preliminary Fiscal Plan
County Attorney
County Attorney
Fiscal Year 2019
8
County Attorney
Packet Pg. 225
FY 2016
FY 2017
FY 2018
FY 2018
FY 2019
FY 2019
Revenue Sources
Actual
Actual
Adopted
Amended
Preliminary
Change
General Fund
1,407,380
1,396,318
1,460,972
1,460,972
1,454,206
(0.5 %)
Mstd - Ping /bldg /code /fire Mar
453,690
473,372
793,349
793,349
795,241
0.2%
Misc Special Revenue Fund
4,471
5,953
600
577
-
(100.0 %)
Building Fund
-
-
62,551
62,551
64,636
3.3%
Total Revenue
1,865,541
1,875,642
2,317,472
2,317,449
2,314,083
(0.1 %)
Fiscal Year 2019
8
County Attorney
Packet Pg. 225
FY 2016
FY 2017
FY 2018
FY 2019 FY 2019
Position Summary
Actual
Actual
Adopted
Preliminary Variance
Administrative Support
3.00
2.05
3.05
3.05 -
Officials & Administrators
5.75
5.60
5.10
5.10 -
Paraprofessionals
2.00
1.50
1.15
1.15 -
Professionals
2.00
3.00
2.00
2.00 -
Total Full -Time FTE
12.75
12.15
11.30
11.30 -
Total FTE
12.75
12.15
11.30
11.30 -
Fiscal Year 2019
8
County Attorney
Packet Pg. 225
B.1.b
County of Monroe
The Morida Keys
7 t
BOARD OF COUNTY COMMISSIONERS
Mayor David Rice, District 4
Mayor Pro Tem Sylvia J. Murphy, District 5
Danny L. Kolhage, District
George Neugent, District 2
Heather Carruthers, District 3
Robert B. Shillinger, County Attorney"
Pedro J. Mercado, Assistant County Attorney
Cynthia L_ Hall, Assistant County Attorney
Christine Limbert- Barrows, Assistant County Attorney
Derek V. Howard, Assistant County Attorney —
Steven T. Williams, Assistant County Attomey "'
Peter 11. Morris, Assistant County Attorney
Patricia Eables, Assistant County Attomey
Chris Ambrosio, Assistant County Attorney
** Board Cerliried in City, County & Local Govt La %%
To: Roman Gastesi, County Administrator
From: Bob Shillinger, County Attorney r
Date: March 23, 2017
Office of the County Attorney
1111 IV Street, Suite 408
Key West, FL 33040
(305) 292 -3470 — Phone
(305) 292 -3516 — Fax
€CE eVE
MAR 13 2018 D
Re: FY19 Proposed Budget for County Attorney and Risk Management
•
The County Attorney's Office is submitting a flat operating budget for the upcoming
fiscal
year.
Any line item increases are supported by decreases in other areas. The decrease in Legal Fees for
c
both cost centers 67501 and 67504 helps to compensate other increases, allows us to budget
.
$10,000 in Other Salaries for Summer Interns, and offsets a 2.1% COLA.
Cost Center 675 County Attorney
ti
Adopted Requested Change
Description
FY18 FY19
530318 Legal Fees 256,940 225,83 - 31,105
Offset increase in other line
items, 2.16 COLA and
budget $10,000 for interns
r
530330 Court Reporter Fees 2,100 10,000 +7,900
Increase due to litigation
U-
530410 Phone and Postage 19,000 16,000 -3,000
Transfer to 530440
530440 Rental and Leases 180,000 185,000 +5,000
Rent increase per lease
D
530520 Operating Supplies 4,500 3,000 -1,500
Transfer to 530440
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Cost Center 67504 -- Planning Legal
0.
Adopted
Requested Change
Description
FY18
FY19
E
530318 Legal Fees 340,000 319,360 - 20,640
Offset increase in other line
0
items as well as 2.1% COLA
530400 Travel 4,500 18,000 +13,500
Travel for attorney that
Q
works remotely
530410 Phone and Postage 1,800 1 1 900 +100 Cover Cell Phone Bills
530540 Books, Pubs, Subs, Edu, Mem 6,000 5,000 -1,000 Transfer to 530400
Packet Pg. 226
Budgct Memo
Page 2
B.1.b
Risk Management Cost Centers 08501, 08502 and 08503 all come in at a flat budget. With last
year's FY18 budget request Risk received an enhancement of $36,000 to obtain current appraisals
on all County buildings. Post hurricane Irma Risk Management and Adjusters International assessed
all County properties for damages and appraisals are targeted be completed by mid - April.
The Loss Control portion of the Risk Management budget (Cost Center 05102) is being submitted
as part of the Employee Services budget.
There are no enhancements requested for the County Attorney's Office, but there are three
items proposed for your consideration which would be considered County use.
An encoder is a small machine that works with the agenda program MinuteTraq for tagging the
time each agenda item is heard at the Commission meetings in coordination with the video
recording. This is what enables the searching of individual items at a later date. The automated
agenda system has been in place for two years and there has been only one encoder which is
moved up and down the Keys for each meeting. Ideally, there should be one at each location.
We are requesting to have the funds budgeted to purchase three new upgraded encoders. The
cost is $3,300. (Strategic Plan 1 -C.3)
Two proposed new expenditures are necessary to comply with the public records law. The first is
a software program that tracks all public records requests received by County departments. This
will enable monitoring of all requests so that none are left unanswered and streamline the
process for timely response. Cost estimate is a one time set up fee of $2,350 and $9,650
annually. (Strategic Plan 1 -C.3)
The second program would allow the County to store and archive texts from all County cell
phones to make them readily available in responding to public records requests. We are
requesting $33,500 for this. (Strategic Plan / -C.3)
Packet Pg. 227
B.1.b
Social Services
Proposed FY19:
FY19 Revenue Source
General Fund
$3,822,308
Other Ad Valorem
$0
Non Ad Valorem
$1,557
Capital Funds
$0
$3,823,865
1,900,000
1,700,000
1,500,000
1,300,000
1,100, 000
900,000
700,000
500,000
Expenditures by Department
Welfare Services
Social Service Transportation
Bayshore Manor
FY19 Revenue Source
■ Genera l Fund 100%
■ Other Ad Valorem 0%
Non Ad Valorem 0%
■ Capital Funds Op
Expenditures by Department
Welfare Services
Social Service Transportation
—0--Bayshore Manor
Adopted
Adopted
Proposed
FY
FY17 Budget
I FY18 Budget
I FY19 Budget
Change
1,721,509 1,743,677 1,778,521 2.0%
967,855 1,030,969 1,047,897 1.6%
890,285 937,082 997,447 6.4%
Total 3,579,649 3,711,728 3,823,865 3.0%
FY19 Expenditures by Department
_ddemmum— ■ Welfare Services
■ Social Service Transportation
Bayshore Manor
Packet Pg. 228
FY17 Budget FY18 Budget FY19 Budget
B.1.b
Social Services
Budgetary Cost Summary
Personnel Expenditures
Operating Expenditures
Capital Outlay Expenditures
Total
Adopted
Adopted
Proposed
FY19
FY17 Budget
FY18 Budget
FY19 Budget
Change
1,894,277 2,019,849 2,048,040 1.4%
1,682,372 1,688,879 1,693,325 0.3%
3,000 3,000 82,500 2650.0%
3,579,649 3,711,728 3,823,865 3.0%
Budgetary Cost Summary
4,500,000
4,000,000
3,500,000
3,000,000
2,500,000
2,000,000
1,500,000
1,000,000
500,000
Personnel Expenditures
■ Operating Expenditures
Capital Outlay Expenditures
Packet Pg. 229
FY17 Budget FY18 Budget FY19 Budget
Adopted
FY17 Budget
Adopted
FY18 Budget
Proposed
FY19 Budget
FY19
Change
FTE History
28.74
29.42
29.44
0.02
FY18 Change
As a result of partial FTE splits reallocated from grants
FY19 Change
As a result of partial FTE splits reallocated from grants
Packet Pg. 229
FY17 Budget FY18 Budget FY19 Budget
B.1.b
Monroe County Board of County Commissioners
Fiscal Year 2019 Preliminary Fiscal Plan
Social Services
Social Services
Organizational Chart
Total Full -Time Equivalents (FTE) = 29.44
Welfare Services
Total Full -Time Equivalents (FTE) = 8.81
Social Service Transportation
Total Full -Time Equivalents (FTE) = 9.90
Bayshore Manor
Total Full -Time Equivalents (FTE) = 10.73
Fiscal Year 2019 1 Social Services
Packet Pg. 230
B.1.b
Monroe County Board of County Commissioners
Fiscal Year 2019 Preliminary Fiscal Plan
Social Services
Mission Statement
The mission of the Social Services Program is to provide a holistic approach to case management, interim financial, medical and general assistance
to those eligible individuals and families in need of these various services throughout the County. Assistance is supplemented with counseling anc
direction designed to restore clients to self- sufficient status, or to maintain and promote independent self- management. Clients are also referred
to the appropriate local, State, and Federal programs and agencies in the community for other related services that are applicable for individuals
and families in need of long -term support. These programs are all aimed at reducing social and economic dependency. Finally, clients are also
made eligible for any other in -house programs our department offers to ensure that the client's total needs are met, ensuring the highest level of
client success and satisfaction.
Services Provided
In -home services, nutrition, energy assistance, legislatively mandated Medicaid reimbursement, pauper burials and cremations, prescription
assistance, Health Care Responsibility Act programs, and miscellaneous expenses for eligible individuals and families in need of these services are
aimed at reducing social and economic dependency.
Assistance is supplemented with counseling and case management designed either to restore an individual to a self- sufficient status or to ensure
referrals to appropriate State or Federal agencies for persons in need of long -term support.
Transportation provides the elderly, disabled, and transportation disadvantaged in Monroe County a means of remaining independent, and havin@
useful and productive lives by assisting our citizens with para- transit (door -to -door) services.
Bayshore Manor supports the elders of Monroe County in maintaining independence and avoiding nursing home placement by providing
competent, safe, and caring residential services, as well as adult respite facilities.
The goal of these services is to maintain, restore, and /or promote independent management within a family and community network.
Fiscal Year 2019 2 Social Services
Packet Pg. 231
B.1.b
Monroe County Board of County Commissioners
Fiscal Year 2019 Preliminary Fiscal Plan
Social Services
Strategic Goals
Monroe County Social Services promotes community health and well -being through hurricane preparedness and recovery; health and social
enrichment services, and accessible health, life- sustaining, and social services for vulnerable, aged, and disabled citizens.
To accomplish our mission within the various Departments of the Social Services arena, our staff are committed to the following specific goals in
addition to the daily services provided to each citizen in need in Monroe County:
1) Compliance:
a) Increase timely submission of all required reports to a minimum of 95% timeliness with an ever increasing percentage of accuracy
b) Ensure timely submission and routing of BOCC agenda items.
c) Improve processing time for monthly co -pay mail outs and billings by 3 days.
d) Decrease turnaround time for pauper cremations to a maximum of 30 business days in 90% of all paupers.
e) Ensure processing time for all HCRAs is 55 days or less in 99% of all cases.
f) Ensure timely submission of all HCRA monthly and quarterly reports.
g) Ensure departmental goals are attained and /or corrective action plans are put into place for improvement on a regular basis.
2) Transportation (Para- Transit):
a) Decrease reservation /booking data entry error rate in Trapeze by 50% during at least 2 quarters of FY19.
b) Decrease overall client wait time by a minimum of 5 minutes during at least 2 quarters of FY19.
c) Increase ridership in MCT by 5% during at least 2 quarters of FY19.
d) Maintain safe driving record, as evidenced by zero traffic citations, during each quarter.
e) Increase client /rider satisfaction as evidenced by comment cards or letters from clients during each quarter.
f) Conduct daily safety inspections of vehicles and report findings immediately to supervisor.
g) Conduct accurate count of fares at the end of each shift ensuring error rates remain less than 5 %.
3) Bayshore Manor:
a) Maintain 100% occupancy at BSM for at least 2 quarters of the FY19 budget year.
b) Maintain at least 1 move -in ready individual on the waiting list at all times during the FY19 budget year.
c) Add at least 1 annual (or repeatable) social activity or field trip to the resident's schedule during the FY19 budget year.
d) All Attendants will be expected to correctly document medication observation 100% of the time during FY19.
e) All Attendants will maintain accurate logs of care and service, including daily observation reports when making rounds, for all quarters durin@
FY19.
f) All Attendants will read menus, prepare and follow through with meal preparations independently, ensuring the food is correctly prepared
and served throughout all of FY19.
g) BSM Custodian will deep clean two resident's rooms each calendar month during all of FY19.
h) BSM Custodian will ensure proper safety measures are used 100% of time when cleaning facility floors during FY19.
i) BSM Custodian will handle equipment, tools, facility structures responsibly during FY19 while being 100% accident free.
Total Budget 4,927,616 5,098,631 3,711,728 5,558,459 3,823,865 3.0%
Revenue Sources
FY 2016
FY 2017
FY 2018
FY 2018
FY 2019
FY 2019
Appropriations by Department
Actual
Actual
Adopted
Amended
Preliminary
Change
Bayshore Manor
768,478
854,169
937,082
937,082
997,447
6.4%
Social Service Transportation
984,405
906,922
1,030,969
1,030,969
1,047,897
1.6%
Welfare Services
3,174,733
3,337,540
1,743,677
3,590,408
1,778,521
2.0%
Total Budget 4,927,616 5,098,631 3,711,728 5,558,459 3,823,865 3.0%
Revenue Sources
FY 2016
Actual
FY 2017
Actual
FY 2018
Adopted
FY 2018
Amended
FY 2019
Preliminary
FY 2019
Change
General Fund
3,279,721
3,486,838
3,710,171
3,717,671
3,822,308
3.0%
Governmental Fund Type Grants
1,647,895
1,611,492
-
1,839,231
-
- %
Misc Special Revenue Fund
-
300
1,557
1,557
1,557
- %
Total Revenue
4,927,616
5,098,631
3,711,728
5,558,459
3,823,865
3.0%
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Fiscal Year 2019 3 Social Services
Packet Pg. 232
B.1.b
Monroe County Board of County Commissioners
Fiscal Year 2019 Preliminary Fiscal Plan
Social Services
Fiscal Year 2019
4
Social Services
Packet Pg. 233
FY 2016
FY 2017
FY 2018
FY 2019
FY 2019
Position Summary by Department
Actual
Actual
Adopted
Preliminary
Variance
Welfare Services
8.64
8.44
8.82
8.81
(0.01)
Social Service Transportation
9.67
9.67
9.87
9.90
0.03
Bayshore Manor
10.63
10.63
10.73
10.73
-
Total Full -Time FTE
28.94
28.74
29.42
29.44
0.02
Total FTE
28.94
28.74
29.42
29.44
0.02
Fiscal Year 2019
4
Social Services
Packet Pg. 233
B.1.b
Monroe County Board of County Commissioners
Fiscal Year 2019 Preliminary Fiscal Plan
Social Services
Welfare Services
Mission Statement
The mission of the Community Support Services Program is to provide case management, interim financial, medical, and general assistance to
those eligible individuals and families in need of these various services. Assistance is supplemented with case management and guidance designer
to restore clients to self- sufficient status, or to maintain and promote independent self- management. Clients are referred to the appropriate
local, State and Federal programs and agencies in the community for other related services that are applicable for individuals and families in need
of long -term support. These programs are all aimed at reducing long -term social and economic dependency.
Transportation provides the elderly, disabled, and transportation disadvantaged in Monroe County a means of remaining independent, having
useful and productive lives by assisting our citizens with para- transit (door -to -door) services.
Bayshore Manor supports the elders of Monroe County in maintaining independence and avoiding nursing home placement by providing
competent, safe, and caring residential services, as well as adult respite facilities.
Major Variances
Vehicle Replacement ($29K)
Related Strategic Goal: Health, Social and Life -long Enrichment Services
Objective /Performance Measures
Frequency
FY 2017
Actual
FY 2018
Target
FY 2018
YTD
FY 2019
Target
Decrease error rate of CIRTS data entry by 20% during at least Two Quarters
Personnel Expenditures
1,199,332
1,279,095
655,447
1,473,096
% decrease in CIRTS data entry error rate for each quarter.
Quarterly
0
20
0
20
Decrease Pauper cremation processing time to a maximum of 30 days
1,078,986
(0.8 %)
Capital Outlay Expenditures
-
94,996
Average # of days to process pauper cremation
Quarterly
0
25
0
25
Ensure all HCRA's are processed in 55 days or less in 98% of HCRA cases
1,743,677
3,590,408
1,778,521
2.0%
# of days for processing time of HCRA cases
Annually
53
55
50
55
Improve processing time by 3 Days for monthly co -pay mailings and billings.
Average # of days required to process mailings & billings
Annually
4
3
2
3
Increase attendance at Marathon meal site by 5% during at least Two Quarters
Percentage of meals served each quarter
Quarterly
5
5
5
5
Increase HOT home delivered meals to a minimum of 10% during at least Two
Quarters
% increase of meals delivered for each quarter
Quarterly
20
20
10
20
Increase timely submission of all reports to a minimum 95% On -Time Rate
during at least Two Quarters
Percentage of reports timely submitted for each quarter
Quarterly
1
100
100
100
Budgetary Cost Summary
FY 2016
Actual
FY 2017
Actual
FY 2018
Adopted
FY 2018
Amended
FY 2019
Preliminary
FY 2019
Change
Personnel Expenditures
1,199,332
1,279,095
655,447
1,473,096
670,035
2.2%
Operating Expenditures
1,975,401
1,963,449
1,088,230
1,950,308
1,078,986
(0.8 %)
Capital Outlay Expenditures
-
94,996
-
167,004
29,500
- %
Total Budget
3,174,733
3,337,540
1,743,677
3,590,408
1,778,521
2.0%
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5
Social Services
Packet Pg. 234
B.1.b
Monroe County Board of County Commissioners
Fiscal Year 2019 Preliminary Fiscal Plan
Social Services
Welfare Services
Fiscal Year 2019
I
Social Services
Packet Pg. 235
FY 2016
FY 2017
FY 2018
FY 2018
FY 2019
FY 2019
Revenue Sources
Actual
Actual
Adopted
Amended
Preliminary
Change
B&< & "4C <D
X51(/ 536 +$
$`57( 45713$
$571(9`()$
$`91 +5()$
$577/5/1$
jq2
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-
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Misc Special Revenue Fund
-
300
1,557
1,557
1,557
- %
Total Revenue
3,174,733
3,337,540
1,743,677
3,590,408
1,778,521
2.0%
Fiscal Year 2019
I
Social Services
Packet Pg. 235
FY 2016
FY 2017
FY 2018
FY 2019
FY 2019
Position Summary
Actual
Actual
Adopted
Preliminary
Variance
Administrative Support
6.22
6.02
8.25
8.24
(0.01)
Officials & Administrators
-
0.57
0.57
0.57
-
Professionals
2.42
1.85
-
-
-
Total Full -Time FTE
8.64
8.44
8.82
8.81
(0.01)
Total FTE
8.64
8.44
8.82
8.81
(0.01)
Fiscal Year 2019
I
Social Services
Packet Pg. 235
B.1.b
Monroe County Board of County Commissioners
Fiscal Year 2019 Preliminary Fiscal Plan
Social Services
Social Service Transportation
Mission Statement
"#$ I ((') * W) * 1) $ %) 9* , ; °l0'V * (' , °/t $) V$1/ , $°foTd $71 $5$* 6/ 8($7'f'o 69 . ,' 2$91 1 / ,1/ * (' q6) 1?) T) )11 °lo$, >) lLON/ ,'W / 8($(9r) * 1) $%
*6$5$ *6$ *,W *4 , *9$9 2 *49($19(Yo 6(51)69.,'2$W(<
Department Description
C) *1)$ %) *,; °loll *( ',(51)26$(° *$(U$lQ7B( /8($67'f'o 6° �01/ (5)1,/,') * ( B (/62/ *,/4$6'A97n) *1) $ %) *,; %' #W&$l *('yF% &1' *' *4%
' *6$5$ *6$ *,7W2 *4'9($-190'( 6(& l )69.,'2$W(`Bo;°Yc(('(,' *4°fo91° ,'C (% ', #9�))1?)�6))1T$12.$(4%*6$1°Yo qB,$1C). /ft4l$$ &$*, %', # °{#$%,; 0 ,
- ff $; 0, o $( ( Y0 6° *$ % , V ; W / , #) * 7 ) * 1) $ %) 9*, ; %) *, 189, $(` 9AV,mP *$ °/4 (, VN$° /4 > $1T s ( °/O#9, , ($ °d�9( 0 1.$12' . $�k$` 49, , ($°/�* ( ° & °�o& $(
$/ . #9� ; 9&$, > $$* 9}b$; o $(, -0 697 0 / 1/ , #) * X66' ,') * / (D) 79"o* . $°J(9�1�'XPb7' $�0) * 1) $ %) 9* , ; OAV:: x'0551) 2$6T@%() ®,') * % #' . #Ofc(4 > (%6$1(°.�'o-�/
C) * 1) $ %) g* . 1 "0'V * (.'-%#) 9wol$W.$/ 1(9"0 6°x$1% %ol/ 2$(9Y To) 0/4 (, OZ/ °,fo91%11/ ,1/ * (' , TV2 . $(4W ((W (91$(°N/ , TV')1((y - /&6F$6 °A .) & $%
#/ 2$°Yc66' ,') * / 0&) (9 1( Td$* 6*1Td 2$ %' , #) 9, 9N 2* 4 %)11; -16) 9, 0 �&/ * (5)1, / ,') * 9fS 1$<
Related Strategic Goal: Health, Social and Life -long Enrichment Services
FY 2017 FY 2018 FY 2018 FY 2019
Objective /Performance Measures Frequency Actual Target YTD Target
Decrease Reservation /Booking Data Entry Error Rate in Trapeze by 25% during
at least Two Quarters
Percentage decrease in error rate experienced for each quarter Quarterly 0 25 0 25
Increase MCT Ridership by 5% during at least Two Quarters
Average wait time (minutes) experienced for each quarter Quarterly 0 30 0 30
Increase in % of Ridership Quarterly 0 5 0 5
Total Budget 984,405 906,922 1,030,969 1,030,969 1,047,897 1.6%
FY 2016 FY 2017 FY 2018 FY 2018 FY 2019 FY 2019
Revenue Sources Actual Actual Adopted Amended Preliminary Change
General Fund 984,405 906,922 1,030,969 1,030,969 1,047,897 1.6%
Total Revenue 984,405 906,922 1,030,969 1,030,969 1,047,897 1.6%
FY 2016
FY 2017
FY 2018
FY 2018
FY 2019
FY 2019
Budgetary Cost Summary
Actual
Actual
Adopted
Amended
Preliminary
Change
Personnel Expenditures
538,946
568,464
629,258
629,258
630,098
0.1%
Operating Expenditures
317,255
338,457
401,711
376,711
417,799
4.0%
Capital Outlay Expenditures
128,204
-
-
25,000
-
- %
Total Budget 984,405 906,922 1,030,969 1,030,969 1,047,897 1.6%
FY 2016 FY 2017 FY 2018 FY 2018 FY 2019 FY 2019
Revenue Sources Actual Actual Adopted Amended Preliminary Change
General Fund 984,405 906,922 1,030,969 1,030,969 1,047,897 1.6%
Total Revenue 984,405 906,922 1,030,969 1,030,969 1,047,897 1.6%
Total Full -Time FTE 9.67 9.67 9.87 9.90 0.03
Total FTE 9.67 9.67 9.87 9.90 0.03
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Fiscal Year 2019 7 Social Services
Packet Pg. 236
FY 2016
FY 2017
FY 2018
FY 2019 FY 2019
Position Summary
Actual
Actual
Adopted
Preliminary Variance
Administrative Support
3.52
3.52
8.72
8.75 0.03
Officials & Administrators
-
0.15
0.15
0.15 -
Service - Maintenance
6.00
6.00
1.00
1.00 -
Professionals
0.15
-
-
- -
Total Full -Time FTE 9.67 9.67 9.87 9.90 0.03
Total FTE 9.67 9.67 9.87 9.90 0.03
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Fiscal Year 2019 7 Social Services
Packet Pg. 236
B.1.b
Monroe County Board of County Commissioners
Fiscal Year 2019 Preliminary Fiscal Plan
Social Services
Bayshore Manor
Mission Statement
The Bayshore Manor Assisted Living Facility mission is to provide our residents with quality and compassionate care at all times. Our goal is to
promote independence and enable our residents to age in place in a home -like environment.
Department Description
Bayshore Manor is a multipurpose assisted - living facility operated by Monroe County Social Services and licensed by the Florida Agency For
Health Care Administration. Primarily designed as a residential facility for the elderly residents of Monroe County, Bayshore Manor offers:
24 -hour staffing by qualified caring attendants, daily activities, private rooms, nutritious hot meals, snacks, laundry, transportation to all
appointments and activities, and so much more.
Bayshore Manor also operates an adult daytime respite program for families whose elderly relatives require non - medical supervision during the
day. The respite program is available on a daily basis for a nominal fee, which includes a hot lunch, snacks, supervised activities, and
companionship.
Bayshore Manor also provides short -term (up to 30 days) residential services for families requiring more prolonged relief from continuous care
giving.
Major Variances
Vehicle Replacement ($50K)
Related Strategic Goal: Health, Social and Life -long Enrichment Services
Objective /Performance Measures
Frequency
FY 2017
Actual
FY 2018
Target
FY 2018
YTD
FY 2019
Target
Add one annual (or repeatable) social activity or field trip to resident's
Budgetary Cost Summary
Actual
Actual
Adopted
Amended
schedule
Change
Personnel Expenditures
607,580
642,393
735,144
Activities added per year
Annually
2
2
1
2
Maintain 100% Occupancy for a Minimum of at least Two Quarters
198,938
196,540
(1.2 %)
Capital Outlay Expenditures
5,774
Occupancy rate for each quarter
Annually
98
100
98
100
Maintain a Minimum of One Individuals on waitlist during at least Two Quarters
854,169
937,082
937,082
997,447
6.4%
# on waitlist for residential services
Quarterly
0
2
1
2
FY 2016 FY 2017 FY 2018 FY 2018 FY 2019 FY 2019
Revenue Sources Actual Actual Adopted Amended Preliminary Change
General Fund 768,478 854,169 937,082 937,082 997,447 6.4%
Total Revenue 768,478 854,169 937,082 937,082 997,447 6.4%
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Fiscal Year 2019
8
Social Services
Packet Pg. 237
FY 2016
FY 2017
FY 2018
FY 2018
FY 2019
FY 2019
Budgetary Cost Summary
Actual
Actual
Adopted
Amended
Preliminary
Change
Personnel Expenditures
607,580
642,393
735,144
735,144
747,907
1.7%
Operating Expenditures
155,124
211,776
198,938
198,938
196,540
(1.2 %)
Capital Outlay Expenditures
5,774
-
3,000
3,000
53,000
1,666.7%
Total Budget
768,478
854,169
937,082
937,082
997,447
6.4%
FY 2016 FY 2017 FY 2018 FY 2018 FY 2019 FY 2019
Revenue Sources Actual Actual Adopted Amended Preliminary Change
General Fund 768,478 854,169 937,082 937,082 997,447 6.4%
Total Revenue 768,478 854,169 937,082 937,082 997,447 6.4%
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Fiscal Year 2019
8
Social Services
Packet Pg. 237
B.1.b
Monroe County Board of County Commissioners
Fiscal Year 2019 Preliminary Fiscal Plan
Social Services
Bayshore Manor
Fiscal Year 2019
I
Social Services
Packet Pg. 238
FY 2016
FY 2017
FY 2018
FY 2019 FY 2019
Position Summary
Actual
Actual
Adopted
Preliminary Variance
Administrative Support
1.05
1.05
8.15
8.15 -
Officials & Administrators
-
0.18
0.18
0.18 -
Paraprofessionals
7.40
7.40
0.40
0.40 -
Service - Maintenance
1.00
1.00
1.00
1.00 -
Professionals
1.18
1.00
1.00
1.00 -
Total Full -Time FTE
10.63
10.63
10.73
10.73 -
Total FTE
10.63
10.63
10.73
10.73 -
Fiscal Year 2019
I
Social Services
Packet Pg. 238
B.1.b
County of Monroe
The Florida Keys
Sheryl Graham
Sr. Director, Social Services
Monroe County Social Services
1100 Simonton Street, 2-257
Key West, FL 33040
305292.4510 (phone)
305.295.4359 (fax)
29M ECOUNTY COMIKINIoriER.s
Mayor David Rice, District 4
Mayor Pro Ten Sylvia L Murphy, District 5
Danny L. Koihage, District 1
r-!7 C3cotge Neugcn% District 2
Heather Camrtha-, District 3
To: Roman Gastesi, County Administrator
From: Sheryl Graham, Sr. Director, Social Servicett
Kim Wilkes -Wean Compliance Managerea
Date: March 23, 2018
Subject: FY 2018-2019 Budget Request
We are pleased to submit our FY 2018 -2019 Budget Request for your consideration. The Social Services
Department (SSD) was directed to submit a budget that was equal to or less than the FY 2017 -2018
budget. For the most part, we were able to adhere to those instructions; however, there are certain
Items outlined within our budget where increases were outside of our scope of control. For example,
our MCi' drivers wear uniforms and the uniforms were not budgeted in 2017 -18 whereas it is now
budgeted in 2018 -19. To that end, we are anticipating purchasing 4 buses again this coming year due to
the age of our fleet. This purchase is 90% FDOT grant funded and only requires a 10% cash match from
the General Fund. These funds are not reflected in the 001 General Fund Social Services Budget, rather
they are In a 125 Grant Fund Budget.
61501, Welfare Administration: All line items under Welfare Administration, with the exception
of those related to Salaries and Wages, have been reft by a total of $9,724 over last year. Even
with this almost $10K reduction, we are still adding the purchase of one replacement vehicle which is
more than 12 years old and primarily driven by the Sr. Director.
61502, Welfare Services: Almost all line items under Welfare Services have been decreased
resulting in a net reduction of $5,338 in this overall cost center. However, because of the donation by
the American Academy of Matrimonial lawyers (AAML) of $7,500 in funding for utility services for
Hurricane Irma impacted families and children, the bottom line for this cost center is $7,500 over last
year's bottom line.
Packet Pg. 239
B.1.b
61503, Health Care Responsibility Act (HCRA):
530492 — Inpatient Hospital Services — We have budgeted $35,000 which is a $5K M&ctlon over last
year's allocation of $40,000. However, it is important to note that the County's maximum annual liability
for this coming calendar year Is $304,188 in the event of medical bills from qualifying hospitals.
61504, Bayshore Manor: All line items under Bayshore Manor, with the exception of those related
to Salaries and Wages, have been reduced by a total of $3,298 over last year. We did ask Fleet Services
to add $50,000 in funding to our Capital Outlay budget in order to purchase a new ADA accessible van
for Bayshore Manor. Our current vehicle was purchased over 12 years ago, is no longer gas efficient,
and is a full -size passenger van. Additionally, it has NO wheelchair lift so staff have to pick up or carry
our residents Into the vehicle in order to transport them to and from appointments. This vehicle is used
Instead of MCT when our residents have medical appointments and MCT is booked with other riders in
the community. It is also used during grocery store trips, for resident field trips, and even for
evacuations.
61525, Monroe County Transportation: All line items under MCT have been modified in such a
way as to create an overall net reduction of $126,844 in this cost center.
Thank you for your consideration of the Social Services budget and your ongoing support of our
Department's mission.
Packet Pg. 240
B.1.b
Library Services
Proposed FY19:
FY19 Revenue Source
General Fund $3,645,713
Other Ad Valorem $0
Non Ad Valorem $280,000
Capital Funds $1,152,383
$5,078,096
FY19 Revenue Source
■ Genera l Fund
5%1110 ■ Other Ad Valorem 0%
Non Ad Valorem
• Capital Funds
Expenditures by Department
1,400,000
1,200,000
1,000,000
800,000
600,000
400,000
200,000
Expenditures by Department
Impact Fees Libraries
Admin Support
Key West Library
Marathon Library
Big Pine Library
Islamorada Library
Key Largo Library
Law Library
Golan Trust
Total
-4--impact Fees Libraries
Admin Support
—40--Key West Library
Marathon Library
fBig Pine Library
flslamorada Library
--0—Key Largo Library
--)I-Law Library
Golan Trust
Adopted
Adopted
Proposed
FY
FY17 Budget
FY18 Budget
FY19 Budget
Change
1,106,827
1,167,048
1,152,383
-1.3%
750,392
982,109
907,163
-7.6%
821,392
926,417
885,964
-4.4%
388,477
479,575
457,544
-4.6%
398,587
440,762
427,593
-3.0%
322,487
365,254
371,930
1.8%
462,704
524,113
517,239
-1.3%
72,160
77,358
78,280
1.2%
270,000
280,000
280,000
0.0%
4,593,026
5,242,636
5,078,096
-3.1%
FY19 Expenditures by Department
6% ■ Impact Fees Libraries
2 % ■Admin Support
10% ■ Key West Library
7% ■ Marathon Library
■ Big Pine Library
- Islamorada Library
Key Largo Library
17% Law Library
Golan Trust
Packet Pg. 241
FY17 Budget FY18 Budget FY19 Budget
B.1.b
Library Services
Budgetary Cost Summary
Personnel Expenditures
Operating Expenditures
Capital Outlay Expenditures
Total
Adopted
Adopted
Proposed
FY19
FY17 Budget
FY18 Budget
FY19 Budget
Change
2,738,352 2,946,434 2,979,242 1.1%
340,047 524,754 448,571 -14.5%
1,514,627 1,771,448 1,650,283 -6.8%
4,593,026 5,242,636 5,078,096 -3.1%
Budgetary Cost Summary
6,000,000
5,000,000
4,000,000
3,000,000
2,000,000
1,000,000
Personnel Expenditures
■ Operating Expenditures
Capital Outlay Expenditures
Packet Pg. 242
FY17 Budget FY18 Budget FY19 Budget
B.1.b
Monroe County Board of County Commissioners
Fiscal Year 2019 Preliminary Fiscal Plan
Library Services
Library Services
Organizational Chart
Total Full -Time Equivalents (FTE) = 41.66
Libraries
Total Full -Time Equivalents (FTE) = 41.66
Fiscal Year 2019 1 Library Services
Packet Pg. 243
B.1.b
Monroe County Board of County Commissioners
Fiscal Year 2019 Preliminary Fiscal Plan
Library Services
Business Center Vision
The people of the Monroe County community will:
Have the information they need to succeed at school, at work, and in their personal lives;
Discover the joy of reading and develop an appreciation of learning;
Enjoy a high level of access to electronic information resources, through the latest information technologies in the provision of Library
services;
Develop the technological, information seeking, and information evaluation skills needed in an increasingly complex world;
Use the resources of the Monroe County Public Library in a way that will improve the quality of their lives and that of the community
as a whole.
Mission Statement
The mission of the Monroe County Public Library is to meet the changing needs of our communities for information, education and recreation in a
variety of materials, formats and technologies. The Library responds to the needs of users of all ages and diversity by providing equal, easy and
open access to materials and services delivered in an efficient, timely, and professional manner by staff members who are friendly, helpful, and
knowledgeable, in buildings that are inviting, comfortable and fitted for technological growth and development.
Services Provided
Free Library cards for County residents, providing open access to all Library privileges.
Provision of books, periodicals, audio and video materials for circulation to Library patrons and in -house use.
Programs for children, ranging from toddlers through school -aged, both in -house and through outreach activities.
Programs for adults, covering a wide range of interests.
Inter - Library Loan services for obtaining patron- requested materials from Libraries across the country.
Reference services in person, by telephone inquiry and through electronic transmission.
Public access to internet information through a computer network; wireless access also available onsite.
24/7 access to the Library catalog through our website, providing off -site ability for patrons to renew and request Library materials
24/7 access through the Library website to our collection of databases, free to our patrons.
24/7 access for our patrons to a growing collection of digital materials for downloading to a reading or listening device.
Strategic Goals
The Library will provide timely and accurate information in print and electronic formats for residents of all ages.
The Library will enrich the collection of resource materials in a variety of formats to meet users' needs for information.
The Library will offer reference service through phone and on -site access, and expand reference services available through new technologies.
Packet Pg. 244
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Resources and programming for children, both in -house and outreach, will be designed to reach a broad audience of children and their caregivers.
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The outh of Monroe Count will be targeted as a art of the community not et full served.
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Expand to all branches the program of computer and software classes currently being ordered, coordinating efforts and joint planning on a branch
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level.
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In addition to classes currently offered, services for Senior Citizens will be initiated and expanded in all areas of our patron offering materials,
-a
programs, outreach and classes.
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The Library will make extensive use of our webpage and other social media for promotion of Library services, events, news, and programs at all
o
branches, keeping the sites fresh, current, and of interest and significance to our patrons.
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The Florida History collections will be analyzed and the information coordinated to improve access to and awareness of these specialized
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materials in all branches.
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Appropriate Library staff will take part in the planning process for the new Marathon Library building. Input and ideas for usage of space,
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placement of materials, and selection of furnishings and equipped will be encouraged, always maintaining budgetary awareness and fiscal
responsibility.
Fiscal Year 2019 2 Library Services
Packet Pg. 244
B.1.b
Monroe County Board of County Commissioners
Fiscal Year 2019 Preliminary Fiscal Plan
Library Services
FY 2016
FY 2017
FY 2018
FY 2018
FY 2019
FY 2019
Appropriations by Department Actual
Actual
Adopted
Amended
Preliminary
Change
Impact Fees Libraries -
-
1,167,048
1,167,048
1,152,383
(1.3 %)
Libraries 2,947,973
3,272,424
4,075,588
4,378,416
3,925,713
(3.7 %)
Total Budget 2,947,973
3,272,424
5,242,636
5,545,464
5,078,096
(3.1 %
FY 2016
Position Summary by Department Actual
FY 2016
FY 2017
FY 2018
FY 2018
FY 2019
FY 2019
Revenue Sources
Actual
Actual
Adopted
Amended
Preliminary
Change
General Fund
2,861,863
3,150,178
3,795,588
3,936,218
3,645,713
(3.9 %)
Governmental Fund Type Grants
78,061
111,738
-
97,418
-
- %
Impact Fees Fund - Libraries
-
-
1,167,048
1,167,048
1,152,383
(1.3 %)
Misc Special Revenue Fund
8,049
10,508
280,000
344,780
280,000
- %
Total Revenue
2,947,973
3,272,424
5,242,636
5,545,464
5,078,096
(3.1 %
FY 2016
Position Summary by Department Actual
FY 2017
Actual
FY 2018
Adopted
FY 2019 FY 2019
Preliminary Variance
Libraries 41.66
41.66
41.66
41.66 -
Total Full -Time FTE 41.66
41.66
41.66
41.66 -
Total FTE 41.66
41.66
41.66
41.66 -
Fiscal Year 2019
3
Library Services
Packet Pg. 245
B.1.b
Monroe County Board of County Commissioners
Fiscal Year 2019 Preliminary Fiscal Plan
Library Services
Impact Fees Libraries
Department Description
(7&€ "## &7#132&ff2q' #!"# 85; °,ZX I;5(W4 #) #! " * /FWb,5, /g53WA . 5(( ",9(81 '( *#>`°1d#I "95; ; '9'$ "( *&� 25(#)#
the comprehensive plan. `the such funds 's h5fFrequire'fhe'5pprbv5F6f fhe 90CC.
Major Variances
This budget has been adjusted to reflect available revenue. Impact Fees Libraries Fund 132 budgets are also listed under the Capital Improvement
Plan section.
Fiscal Year 2019
Library Services
Packet Pg. 246
FY 2016
FY 2017
FY 2018
FY 2018
FY 2019
FY 2019
Budgetary Cost Summary
Actual
Actual
Adopted
Amended
Preliminary
Change
Capital Outlay Expenditures
-
-
1,167,048
1,167,048
1,152,383
(1.3 %)
Total Budget
-
-
1,167,048
1,167,048
1,152,383
(1.3 %
FY 2016
FY 2017
FY 2018
FY 2018
FY 2019
FY 2019
Revenue Sources
Actual
Actual
Adopted
Amended
Preliminary
Change
Impact Fees Fund - Libraries
-
-
1,167,048
1,167,048
1,152,383
(1.3 %)
Total Revenue
-
-
1,167,048
1,167,048
1,152,383
(1.3 %)
Fiscal Year 2019
Library Services
Packet Pg. 246
B.1.b
Monroe County Board of County Commissioners
Fiscal Year 2019 Preliminary Fiscal Plan
Library Services
Libraries
Department Description
The Monroe County Public Library is the oldest library system in South Florida, dating back to 1853. Though the formats and methods of the
Library Services Department have changed radically since those days, the mission remains the same: to meet the changing needs of our
communities throughout the Keys for information, education and entertainment. The Library Services Department offers materials in a variety of
formats, from print to digital and programs for all age groups, from toddlers through senior citizens. The Library provides access to electronic
information resources through desktop computers and wireless networking. The library catalog is available to its users 24/7 for reference,
requests and renewals. Library cards are free to County residents and onsite resources are free to visitors. The Library houses a broad collection
of databases for patron usage and a growing collection of digital materials for downloading to a reading or listening device. The Department's
goal is to spread the joy of reading and appreciation of learning throughout the five branch communities: Key Largo, Islamorada, Marathon, Big
Pine Key and Key West, as well as all points in between. These resources will be used to improve the quality of life for all residents of Monroe
County.
Major Variances
Reduction from previous years enhancements for materials, supplies, presentations, travel and training ($185K)
Related Strategic Goal: Health, Social and Life -long Enrichment Services c
m
Objective /Performance Measures
FY 2017 FY 2018
Frequency Actual Target
FY 2018
YTD
FY 2019
Target
C
N
Enrich the collection of resource materials in a variety of formats to meet
users' needs
v
Improved access to resources
Annually
100 100
100
100
Expand to all branches the program of computer and software classes
Number of computer classes held
Annually
54 52
50
55
C
r
Promote extensive use of our webpage and other social media
ca
r
e -visit increase to library website and online offerings
Annually
230 300
250
300
a 0 i
Provide timely and accurate information in print and electronic formats for
residents of all ages
d
Improved access to material
Annually
100 100
100
100
Increase in circulation
Annually
100 100
100
100
r
Reference service through phone and on -site access, expand reference
-a
services available
O
m
Improved access to resources
Annually
100 100
100
100
Resources and programming for children will be designed to reach a broad
audience
LL
Number of programs for Children
Annually
60 65
55
65
Services for Senior Citizens will be initiated and expanded
Number of new programs
Annually
9 15
10
15
N
O
M
FY 2016 FY 2017
FY 2018
FY 2018
FY 2019
FY 2019
0
Budgetary Cost Summary Actual Actual
Adopted
Amended
Preliminary
Change
a
Personnel Expenditures 2,427,714 2,685,905
2,946,434
2,946,434
2,979,242
1.1%
Operating Expenditures 358,742 436,508
524,754
648,680
448,571
(14.5 %)
E'
Capital Outlay Expenditures 161,518 150,010
604,400
783,302
497,900
(17.6 %)
Total Budget 2,947,973 3,272,424
4,075,588
4,378,416
3,925,713
(3.7 %
r
Q
Fiscal Year 2019 5 Library Services
Packet Pg. 247
B.1.b
Monroe County Board of County Commissioners
Fiscal Year 2019 Preliminary Fiscal Plan
Library Services
Libraries
Fiscal Year 2019
I
Library Services
Packet Pg. 248
FY 2016
FY 2017
FY 2018
FY 2018
FY 2019
FY 2019
Revenue Sources
Actual
Actual
Adopted
Amended
Preliminary
Change
General Fund
2,861,863
3,150,178
3,795,588
3,936,218
3,645,713
(3.9 %)
Governmental Fund Type Grants
78,061
111,738
-
97,418
-
- %
Misc Special Revenue Fund
8,049
10,508
280,000
344,780
280,000
- %
Total Revenue
2,947,973
3,272,424
4,075,588
4,378,416
3,925,713
(3.7 %)
Fiscal Year 2019
I
Library Services
Packet Pg. 248
FY 2016
FY 2017
FY 2018
FY 2019
FY 2019
Position Summary
Actual
Actual
Adopted
Preliminary
Variance
Administrative Support
1.00
2.00
30.72
31.72
1.00
Officials & Administrators
1.00
1.00
1.00
1.00
-
Paraprofessionals
24.72
24.72
2.00
1.00
(1.00)
Technicians
4.00
3.00
1.00
1.00
-
Professionals
10.94
10.94
6.94
6.94
-
Total Full -Time FTE
41.66
41.66
41.66
41.66
-
Total FTE
41.66
41.66
41.66
41.66
-
Fiscal Year 2019
I
Library Services
Packet Pg. 248
B.1.b
MONROE
COUNTY
PUBLIC LIBR
FLORIDA KEYS - SINCE 1892
M E M O R A N D U M
To: Tina Boan
Sr. Director
Budget & Finance
From: Anne Layton Rice
Library Administrator
Date: 03/26/2018
RE: Preliminary FY 19 Library Budget
Please find attached a copy of the Library's preliminary FY 19 budget.
Director of Libraries Norma Kula will be providing the original with a
business plan and cover letter directly.
Monroe County Public Library P: 305.292.3594
700 Fleming Street www.keyslibraries.org
Key West, Florida 33040 anner@keyslibraries.org
Packet Pg. 249
B.1.b
Building
Proposed FY19:
FY19 Revenue Source
Adopted
General Fund
$0
Other Ad Valorem
$0
Non Ad Valorem
$6,463,977
Capital Funds
$0
$6,399,481
FY19 Revenue Source
■ Genera l Fund 0%
■ Other Ad Valorem 0%
Non Ad Valorem 100%
0 11 ,
■ Capital Funds 0%
Expenditures by Department
7,000,000
6,000,000
5,000,000
4,000,000
3,000,000
2,000,000
1,000,000
Expenditures by Department
Building Department
Planning/Building Refunds
Total
(Building Department
--O—Planning /Building Refunds
Adopted
Adopted
Proposed
FY19
FY17 Budget
FY18 Budget
FY19 Budget
Change
FY19 Expenditures by Department
0%
■ Building Department
■ Planning /Building Refunds
4,530,499 6,209,161 6,369,481 2.6%
30,000 30,000 30,000 0.0%
4,560,499 6,239,161 6,399,481 2.6%
Packet Pg. 250
FY17 Budget FY18 Budget FY19 Budget
B.1.b
'j - k -6 +
Budgetary Cost Summary
Personnel Expenditures
Operating Expenditures
Capital Outlay Expenditures
Total
Adopted
Adopted
Proposed
FY19
FY17 Budget
FY18 Budget
FY19 Budget
Change
3,129,406 4,395,422 4,391,580 -0.1%
1,313,093 1,499, 739 1,946, 901 29.8%
118,000 344,000 61,000 -82.3%
4,560,499 6,239,161 6,399,481 2.6%
Budgetary Cost Summary
7,000,000
6,000,000
5,000,000
4,000,000
3,000,000
2,000,000
1,000,000
Personnel Expenditures
■ Operating Expenditures
Capital Outlay Expenditures
Packet Pg. 251
FY17 Budget FY18 Budget FY19 Budget
Adopted
FY17 Budget
Adopted
FY18 Budget
Proposed
FY19 Budget
FY19
Change
FTE History
35.33
46.43
48.43
2.00
FY18 Change
Reallocate Assistant County Administrator and Executive Assistant
between departments
1 FTE added for Staff Assistant
1 FTE added for GIS Administrator split 50/50 with Planning
Record Coordinator moved from Growth Management
Admin /Planning to Building
8 FTE's added for Enhanced Service Delivery
FY19 Change
1 FTE Request for Records Coordinator
1 FTE Request for License Coordinator
Packet Pg. 251
FY17 Budget FY18 Budget FY19 Budget
B.1.b
Monroe County Board of County Commissioners
Fiscal Year 2019 Preliminary Fiscal Plan
Building Department
Building Department
Organizational Chart
Total Full -Time Equivalents (FTE) = 48.43
Building Department
Total Full -Time Equivalents (FTE) = 48.43
Fiscal Year 2019 1 Building Department
Packet Pg. 252
B.1.b
Monroe County Board of County Commissioners
Fiscal Year 2019 Preliminary Fiscal Plan
Building Department
Services Provided
• Provide plans reviewing and permitting services for compliance with the Florida Building Code, the Monroe County Code, and all other life
safety codes.
• Coordinate unsafe structure abatement with the Code Compliance Department and the office of the County Attorney.
• Provide inspection services in accordance with the Building Code.
• Provide a contractor licensing and testing program.
• Provide staff support for the Contractors Examining Board and the Board of Adjustment and Appeals.
• Provide coordinated administration and enforcement of County's floodplain regulations including management of the County's Flood Insurance
Inspection and Compliance Program.
• Unlicensed contractor enforcement.
• Provide substantial damage program for FEMA regulations.
Strategic Goals
Develop and Implement a workable Hurricane Preparedness Plan for Construction Industry.
Update ICP (an internal Hurricane Preparedness Plan) for distribution for staff.
Develop procedure and tools for measurement of permits from date of application to issuance by employee
Scan permit files and reduce storage requirements.
Obtain contract for a consultant to assess and document requirements for a new permitting system.
Appropriations by Department
FY 2016
Actual
FY 2017
Actual
FY 2018
Adopted
FY 2018
Amended
FY 2019
Preliminary
FY 2019
Change
Building Department
3,498,950
4,472,451
6,209,161
6,218,347
6,369,481
2.6%
Building Refunds
78,285
8,902
30,000
30,000
30,000
- %
Total Budget
3,577,235
4,481,353
6,239,161
6,248,347
6,399,481
2.6%
FY 2016
FY 2017
FY 2018
FY 2018
FY 2019
FY 2019
Revenue Sources
Actual
Actual
Adopted
Amended
Preliminary
Change
Misc Special Revenue Fund
13,955
33,359
23,400
32,586
23,400
- %
Building Fund
3,563,280
4,447,993
6,215,761
6,215,761
6,376,081
2.6%
Total Revenue
3,577,235
4,481,353
6,239,161
6,248,347
6,399,481
2.6%
FY 2016
Position Summary by Department Actual
FY 2017
Actual
FY 2018
Adopted
FY 2019
Preliminary
FY 2019
Variance
Building Department 30.33
35.33
46.43
48.43
2.00
Total Full -Time FTE 30.33
35.33
46.43
48.43
2.00
Total FTE 30.33
35.33
46.43
48.43
2.00
Fiscal Year 2019
2
Building Department
Packet Pg. 253
B.1.b
Monroe County Board of County Commissioners
Fiscal Year 2019 Preliminary Fiscal Plan
Building Department
Building Department
Mission Statement
The mission of the Monroe County Building Department is to protect public health and safety, property and the environment by providing an
efficient, effective and considerate permitting and code administration system in accordance with Monroe County Code and the Florida Statutes
that is consistent with and furthers the Monroe County Comprehensive Plan.
Department Description
The Monroe County Building Department provides planning, reviewing and permitting services for compliance with the Florida Building Code, the
Monroe County Code, and all other life safety codes. Coordinates unsafe structure abatement with the Code Compliance department and the
office of the County Attorney. Provides inspection services in accordance with the Building Code. Provides a contractor licensing and testing
program. Provide staff support for the Contractors Examining Board and the Board of Adjustment and Appeals. Provide coordinated
administration and enforcement of County's floodplain regulations including management of the County's Flood Insurance Inspection and
Compliance Program.
Major Variances
M.T. Causley increase to 6 full time and 1 part time Inspectors /Plans Examiners due to the high demand for permitting services.
Permitting system consultant to assess and document requirements for a new permitting system.
2 FTE requests for Records Coordinator & License Coordinator.
Related Strategic Goal: Effective Emergency Management
Fiscal Year 2019
3
Building Department
Packet Pg. 254
FY 2017
FY 2018 FY 2018
FY 2019
Objective /Performance Measures
Frequency
Actual
Target
YTD
Target
Develop and Implement a workable Hurricane Preparedness Plan for
Construction Industry
Percent Complete
Annually
50
100
50
100
Update ICP (an internal Hurricane Preparedness Plan) for distribution for staff
Percent Complete
Annually
50
100
20
100
Related Strategic Goal: Excellent, Efficient, Equitably - Delivered Public
Service
FY 2017
FY 2018 FY
2018
FY 2019
Objective /Performance Measures
Frequency
Actual
Target
YTD
Target
Develop procedure for measurement of permits from date of application to
issuance by employee
Percentage of procedure complete
Annually
50
100
100
100
Scan permit files and reduce storage requirements
Percent of permit files scanned
Annually
50
70
60
80
Related Strategic Goal: Responsibly- Managed Growth
and
Community Planning
FY 2017
FY 2018 FY
2018
FY 2019
Objective /Performance Measures
Frequency
Actual
Target
YTD
Target
Obtain contract for consultant to assess and document requirements for a new
permitting system
Percentage toward completion (delayed due to related software issues)
Annually
0
50
0
100
Fiscal Year 2019
3
Building Department
Packet Pg. 254
B.1.b
Monroe County Board of County Commissioners
Fiscal Year 2019 Preliminary Fiscal Plan
Building Department
Building Department
FY 2016
FY 2016
FY 2017
FY 2018
FY 2018
FY 2019
FY 2019
Budgetary Cost Summary
Actual
Actual
Adopted
Amended
Preliminary
Change
H & 1 1184 K2&/ . 3'&
93: ) 9; «$
$ 9g * (q 8) $
$39; +, M(($
$39; +, 93(($
3139; +* 9 =) $
F 6 7 C
Operafing l i pendifures
- 946,31 b -
- 1, - 261 , - 440 -
'I X69, - /39 -
- I � /8,_92b
- 1 ,
30.4%
Capital Outlay Expenditures
82,302
98,970
344,000
344,000
61,000
(82.3 %)
Total Budget
3,498,950
4,472,451
6,209,161
6,218,347
6,369,481
2.6%
FY 2016
FY 2017
FY 2018
FY 2018
FY 2019
FY 2019
Revenue Sources Actual
Actual
Adopted
Amended
Preliminary
Change
Misc Special Revenue Fund 13,955
33,359
23,400
32,586
23,400
- %
Building Fund 3,484,995
4,439,092
6,185,761
6,185,761
6,346,081
2.6%
Total Revenue 3,498,950
4,472,451
6,209,161
6,218,347
6,369,481
2.6%
Fiscal Year 2019
Building Department
Packet Pg. 255
FY 2016
FY 2017
FY 2018
FY 2019
FY 2019
Position Summary
Actual
Actual
Adopted
Preliminary
Variance
Administrative Support
5.00
10.00
16.00
17.00
1.00
Officials & Administrators
1.00
1.00
4.60
4.60
-
Technicians
10.33
9.00
8.50
8.50
-
Service Maintenance
2.00
2.00
2.00
2.00
-
Professionals
12.00
13.33
15.33
16.33
1.00
Total Full -Time FTE
30.33
35.33
46.43
48.43
2.00
Total FTE
30.33
35.33
46.43
48.43
2.00
Fiscal Year 2019
Building Department
Packet Pg. 255
B.1.b
Monroe County Board of County Commissioners
Fiscal Year 2019 Preliminary Fiscal Plan
Building Department
Building Refunds
Department Description
A budget is setup to account for refunds of permit fees.
FY 2016
FY 2017
FY 2018
FY 2018
FY 2019 FY 2019
Budgetary Cost Summary Actual
Actual
Adopted
Amended
Preliminary Change
Operating Expenditures 78,285
8,902
30,000
30,000
30,000 - %
Total Budget 78,285
8,902
30,000
30,000
30,000 - %
FY 2016
FY 2017
FY 2018
FY 2018
FY 2019
FY 2019
Revenue Sources Actual
Actual
Adopted
Amended
Preliminary
Change
Building Fund 78,285
8,902
30,000
30,000
30,000
- %
Total Revenue 78,285
8,902
30,000
30,000
30,000
- %
Fiscal Year 2019
5
Building Department
Packet Pg. 256
MEMORANDUM
MONROE COUNTY GROWTH MANAGEMENT DIVISION
We strive to be caring, professional and fair
To: Roman Gastesi, County Administrator
From: Rick Griffin, Building Official and Ed Koi is�CP, Administrative Director
CC: Christine Hurley, AICP, Assistant County Administrator
Tina Boan, Office of Management and Budget Director
Date: March 22, 2018
RE: FY 2018 -2019 Budget Request — Building Department
Fund 180 is a self- supported fee - funded cost center. In FYI the budgeted revenue estimate was
$4,788,624 and the actual was $4,662,974 while actual expenses were $4,957,026. The chart
below illustrates the revenue and expenditure comparison from FY10 through FY19. Building
permit revenue is expected to remain strong throughout FY18 and into FY19 although it is
expected that about $1,700,000 in waived permit fees from October 2017 — March 2018 will
cause the FYI revenue to be lower than the actual strong trend in permitting.
Revenue for FY19 is projected to be $5,086,880.
Total Expenses for FY19 are projected to be $6,977,254. Fund 180 Operating Expenses is
projected at $6,350,185. Other expenses include $64,636 for Building Legal expenses, $30,000
for Building Refunds, $23,400 for the Fund 158 Building Education fund, and $509,033 for
transfer related to Cost Allocation. While expenses are projected to be about $1,900,000 more
than revenue, we are conscientious about staffing levels given the huge permitting increases from
Hurricane Irma. Therefore, we have budgeted $1,118,000 for M.T. Causley. Currently, six
FTEs are vacant and we are actively recruiting. Depending on recruitment success, all M.T.
Causley budgeted funds may not be needed.
Of the projected Fund 180 operating expenses; $5,547,708 is comprised of Personal Services and
those contracted services for staff from M.T. Causley, Inc. while the remaining $802,477 is
related to recurring expenses.
Revenue is projected to return to levels seen in FY16 and FY17 (until Hurricane Irma made
Iandfall.) Likewise, with additional staff positions (added in FYI 8) and increase in the scope of
services at the Stock Island office to improve services to the public, personal service
expenditures are also increasing as explained above. Following a March 2016 transfer of
$571,364 to offset the cost of permitting waived by the BOCC into Fund 180 for development of
new affordable housing, Fund 180 remained eligible for transfer in of $617,813 from additional
Packet Pg. 257
B.1.b
waived permit fees. Since that time another $706,047 has been waived for affordable housing
developments, with the most recent being about $615,000 for "The Quarry" project on Rockland
Key. Therefore, the total amount of revenue that remains outstanding is $1,323,860.
3123118
Building Department- Fund 180
Revenue & Expenditure Comparison
$0,000,000
r
$7,000,000
$6,000,00
—
$5,000,000
$
$3,000,000
$2,000,000
$1,000,000
$o
FY10
FY11 M2 FY13 H14 FY15 FY16 FY 17
Pm]ecw
Projected
FY18
FY19
■ Revenue $2,325,132
$2.252,334 52,14rx827 1 $2,399,074 53,468,053 53,940,003 $5,505 295 $4,fi62 974
$4,001 355
$5,86,880
■URfidilures 52 ,524,979
52,352.731 52,210097 SI,I41202 52, 601814 $3,362, 214 54,072, 313 54,957, @6
$6,784,345
56,953854
■ Revenue s Expenditures
52502 Building Department is being submitted at $6,350,185, just above ( +2.6°0) the FY17
adopted amount of $6,185,761.
The chart below illustrates the trends in revenue as well as the number of permits issued between
FY08 and FY17. Note that in FY16 there was $743,998 in Miscellaneous Revenue. Of this
$571,364 was a transfer in to offset previously waived affordable housing permit fees.
In FYI we are expecting about another $692,107 in waived fees ($46,172 Big Coppitt project,
$30,418 Big Pine Key Project, and $615,517 Rockland Key project.) Should funding become
available for transfer into Fund 180 then the proposed deficit would decrease by up to that
amount, or up to the total amount waived and yet not transferred back into Fund 180, which
totals $1,323,860.
Packet Pg. 258
C /2 /c
The chart on page 3 illustrates the breakdown of revenue between plumbing and sewer permits
versus all other permits. Between FY11 and FY17 the average revenue generated through
plumbing and sewer permits was 4.5% of the total permit revenue. FY17 reflects 4.4 %. At this
point in FY18 (after five months) plumbing and sewer permits reflect 1.7% of the total permit
revenue. FYI is expected to be slow due to Hurricane Irma. FYI should see an increase in
sewer connections being made to the Cudjoe Regional System. An analysis of sewer connections
has been conducted as shown in the chart below.
' "` Building Department - fund 180 r
m
Revenue /Permit Fees - Plumbing /Sewer and All Other Permit Types a►
facer. tanwrlYrlufCa+Aw �
fsA� 00
Sr.smsn, �
f«� u-
r
Ss Yolsn R
Srnusw �
O
VAR" � CL
O
L-
$1
S1,ow {wu C
d
SWAN" E
t
s �
. rrruit rrtatr +r2ms 1rlou Trion r v2pt� r rrg r rnnrots r
nuarac>,c.7vwsaarurtu 5191rsl f1i�a+a Snvr ftollrp Ssa.11r St9a,sos ftaa,»t SrLnt Q
- ALi Ovid RW)"PnUaraOR. rimy TTn♦ SLaat.nr $1,11,14: 51,141' r Slnnsta S1ns,rw fyalo,rws Sirrrrrr 3Lwssra
Packet Pg. 259
3.riT�
Building Department - Fund 180
Revenue, Expenditures, and Permit Total
Revenue) Expenditures
Permit
Total
Sfi.000,oao
--- -'
8,000
551001000
7,000
fi
54,000,000
i
5,000
$3,0 00,000
4,000
$ 2,000,000
3,000
2,000
$1,000,000
1,000
$0 FY08
FY09 FY10 FY11 FY12 FY13 FY14 FY15 FYl6
FY17
0
EiiiiiiiiiiiiSevenue - Mheelaneous $44,966
543,120 529,318 571,893 561077 S79 565 $122.028 5138,169 $743,998
5156,583
aar�Revenue - Permitsandtkenses $2,857,685
52,566,981 S2,195,814 $2,181440 52,084750 52,319,409 $3,347,025 53,804834 54,76L297
$4,SO42'91
_[xpendimres 2 ,314,635
2,243.314 2,524,979 "1731 2,210.097 L14L202 2,60L8t4 3,362,214 4,072,313
4,957,015
- Perm11Tn1al 3,811
3,964 5,850 5,531 4,783 4,347 4,742 4,801 7,528
4676
The chart on page 3 illustrates the breakdown of revenue between plumbing and sewer permits
versus all other permits. Between FY11 and FY17 the average revenue generated through
plumbing and sewer permits was 4.5% of the total permit revenue. FY17 reflects 4.4 %. At this
point in FY18 (after five months) plumbing and sewer permits reflect 1.7% of the total permit
revenue. FYI is expected to be slow due to Hurricane Irma. FYI should see an increase in
sewer connections being made to the Cudjoe Regional System. An analysis of sewer connections
has been conducted as shown in the chart below.
' "` Building Department - fund 180 r
m
Revenue /Permit Fees - Plumbing /Sewer and All Other Permit Types a►
facer. tanwrlYrlufCa+Aw �
fsA� 00
Sr.smsn, �
f«� u-
r
Ss Yolsn R
Srnusw �
O
VAR" � CL
O
L-
$1
S1,ow {wu C
d
SWAN" E
t
s �
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Packet Pg. 259
B.1.b
This submitted budget includes:
• M.T. Causley, Inc, includes an amount $586,150 over last year ($531,840) due to the
increase in services being provided, including those at the Stock Island office; and the
difficulty in hiring licensed Plans Examiner /Inspector personnel; totaling $1,118,000.
The first chart on page 3 illustrates the continued high level of building activity through
revenue explaining this request. The annual expenditures, as well as the FY18 budgeted
amount and the requested FY19 amount, are shown in the following chart. While the
FY18 budgeted amount is $531,840, due to Hurricane Irma, we expect to spend up to
$1,000,000.
�w,s M.T. Causley, Inc. Expenditures by Fiscal Year
1,2UO,
5800,
$600,000
$406,000
$2oopoo
$0
• Continued funding Lori Lehr for work related to the Community Rating system (CRS)
for work necessary to move Monroe County from a Class 5 to a Class 4 in the CRS
program. The budgeted amount is $127,500 for FYI 9.
Her major tasks include:
• Modification of the County's CRS application
• Recertification for FY18
• Floodplain Community Assistance Visit (audit)
• Repetitive Loss Area Analysis
• Storm water Master Plan for CRS
• Drainage Maintenance Planning
• Recertification for FYI
If we are successful in these planned activities the following summary savings for the community
will be achieved:
Packet Pg. 260
FY15 FV16 FY17 FY18 Budgeted FY29 Projected
B.1.b
FY
CRS
Class
Number of
Policies
Percent
Discount
Average
Savings per
policy per
y ear
Total
Community
wide savings
per year
2016 -2017 (Achieved)
6
1 15,000+
20%
$237
$3,573,749
2017 -2018 (Achieved)
5
14,000+
25%
$350
1 $5,135,345
2018 -2019
5
14,000+
25%
$350
$5,135,345
2019 -2020
4
14,000+
30%
$410
$6,156,964
• New permitting system. Electronic plan review has been a goal of the administration for
a couple of years; however, we had to build up our system before we can acquire this
type of software. The system is still not adequate and therefore we are now seeking a
new permitting system. In FY19 we are proposing hiring a consultant to assess and
document requirements for a new permitting system. The new system and operational
technical hardware is expected to be requested in FY20. The cost for the consultant is
expected to be $120,000 in FYI 9.
The proposed timeline and costs for implementation of a new permitting system "GM — System
Implementation" is illustrated in the following data table.
' GM • System Implementation
Demand for permitting services continues to remain high.
The following graphs demonstrate the overall indicators (Plan Reviews. Inspections. Total Job
Value. and Issued Permits} we use to determine need for services for the entire permitting
operations (Building, Planning, Environmental, and Fire):
L— I Monroe County Growt ana emcnt sion Pa,-,c> Packet Pg. 261
B.1.b
PLAN REVIEW
30000
25000
20000
15000
10000
5000
0
Total Number of Plan Reviews on
Applied Permits by Fiscal Year
, ~ 1 5�� ON
�o
Excludes "N /A" and Logged CSR "L" resulted reviews
*FYI 6-17: No Plan Reviews in September 2017 due to Hurricane Irma
INSPECTIONS
40,000
35,000
30,000
25,000
20,000
Total Number of Inspections on
Permits by Fiscal Year
15,000 ic,iwc
10,000
5,000
FY12 -13 FY13 -14 FY14.15 FY15 -16 FY16 -17 * FYTD 17 -18 FY17 -18 Prof
Excludes "N /A" inspections
Note: Implementation of IVR system reduced the number of inspection types starting in FY 12-
*FY16-17: No Inspections in September 2017 due to Hurricane Irma
13.
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Packet Pg. 262
B.1.b
ISSUED PERMITS
9,000
8,000
7,000
6,000
5,000
4,000
3,000
2,000
1,000
0
Total Issued Permits by Fiscal Year
*FYI 6 No Permits Issued in September 2017 due to Hurricane Irma
JOB VALUE
Total Job Value for Issued Permits by Fiscal Year
$300. M
$250. M
$200.M
$150.M
$100.M
$50.M
18.5M
164.4M
$127.2M
121.M
k h p 441 Q1
$254.2M
$276.M
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`179.9 85.5m
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*FYI 6-17: No Permit Revenue in September 2017 due to Hurricane Irma
Monroe CollntN Gro « Mana- emertt DiN isioti Paue7
;IHka 11P I4:3
�Q5 o�00 � o10 �SP �tio tip 1� 1", � y�tih h NO �,� � � o,
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B.1.b
52501 Building Department - Education and 54501 Buildiny, Refunds are both regulated by
permit revenue and are expected to remain flat.
ENHANCEMENTS
1. One new FTE Records Coordinator [currently staffed with a temporary Staff Assistant
position (TMBLGQI4) that we wish to change to permanent.] Administration of records
continues to progress. This is expected to be a long -term program and staff wishes to hire a
permanent employee for this position rather than annually training of temporary staff, which
will result in increased efficiency.
2. One new FTE -- Licensing Coordinator [currently a temporary Staff Assistant position
(TMBLG020) that we wish to change to permanent.] We have had an increase in the number
of license holders consistent with the increase permit load. Therefore, it is expected that we
will have a workload for the additional employee. In addition, it is expected to be more cost
efficient to hire staff member rather than hire a different temporary employee each year due
to time lost in retraining when tenure expires.
Thank you for your consideration of these items.
Packet Pg. 264
B.1.b
Planning & Environmental Resources
Proposed FY19:
FY19 Revenue Source
Expenditures by Department
General Fund
$0
Other Ad Valorem
$3,431,451
Non Ad Valorem
$2,376,882
Capital Funds
$0
FY19 Revenue Source
41% ■ General Fund 0%
• Other Ad Valorem
jo • Non Ad Valorem
■ Capital Funds 0%
$5,808,333
Expenditures by Department
Planning Department
Planning Commission
Environmental Resources
Marine Resources
Planning/Building Refunds
Total
Adopted
Expenditures by Department
3,000,000
FY19
FY17 Budget
Planning Department
2,500,000
Change
2,000,000
A, —Planning Commission
1,500,000
tEnvironmental Resources
1,000,000
1,937,046
1,854,255
(Marine Resources
500,000
62,000
20,000
--0—Planning/Building Refunds
5,881,689
FY17 Budget FY18 Budget FY19 Budget
Expenditures by Department
Planning Department
Planning Commission
Environmental Resources
Marine Resources
Planning/Building Refunds
Total
Adopted
Adopted
Proposed
FY19
FY17 Budget
FY18 Budget
FY19 Budget
Change
2,511,288
2,417,833
2,380,915
-1.5%
87,033
88,390
88,409
0.0%
1,240,969
1,387,470
1,464,754
5.6%
2,030,399
1,937,046
1,854,255
-4.3%
12,000
62,000
20,000
-67.7%
5,881,689
5,892,739
5,808,333
-1.4%
FY19 Expenditures by Department
0% ■ Planning Department
■ Planning Commission
■ Environmental Resources
■ Marine Resources
2% ■ Planning/Building Refunds
Packet Pg. 265
B.1.b
Planning & Environmental Resources
Budgetary Cost Summary
Personnel Expenditures
Operating Expenditures
Capital Outlay Expenditures
Total
Adopted
Adopted
Proposed
FY19
FY17 Budget
FY18 Budget
FY19 Budget
Change
2,582,130 2,947,059 3,085,733 4.7%
2,052,992 1,738,013 1,567,833 -9.8%
1,246,567 1,207,667 1,154,767 -4.4%
5,881,689 5,892,739 5,808,333 -1.4%
Budgetary Cost Summary
7,000,000
6,000,000
5,000,000
4,000,000
3,000,000
2,000,000
1,000,000
Personnel Expenditures
■ Operating Expenditures
Capital Outlay Expenditures
Packet Pg. 266
FY17 Budget FY18 Budget FY19 Budget
Adopted
FY17 Budget
Adopted
FY18 Budget
Proposed
FY19 Budget
FY19
Change
FTE History
29.43
32.77
33.77
1.00
FY18 Change
Reallocate Assistant County Administrator and Executive Assistant
between departments
1 FTE added for GIS Administrator split 50/50 with Planning
Record Coordinator moved from Growth Management Admin to
Building
Decrease in FTE due to Executive Assistant no longer acting as
Affordable Housing Coordinator
4 FTE's added for Enhanced Service Delivery
FY19 Change
1 FTE for Housing Recovery Administrator BOCC approved 5/16/18
Packet Pg. 266
FY17 Budget FY18 Budget FY19 Budget
B.1.b
Monroe County Board of County Commissioners
Fiscal Year 2019 Preliminary Fiscal Plan
Planning & Environmental Resources
Planning & Environmental Resources
Organizational Chart
Total Full -Time Equivalents (FTE) = 33.77
Growth Management Administration
Total Full -Time Equivalents (FTE) = 1.00
Planning Department
Total Full -Time Equivalents (FTE) = 20.44
Environmental Resources
Total Full -Time Equivalents (FTE) = 11.33
Marine Resources
Total Full -Time Equivalents (FTE) = 1.00
Fiscal Year 2019 1 Planning & Environmental Resources
Packet Pg. 267
B.1.b
Monroe County Board of County Commissioners
Fiscal Year 2019 Preliminary Fiscal Plan
Planning & Environmental Resources
Mission Statement
The mission of the Planning & Environmental Resources Department is to foster sustainable, quality development in the County while conserving
and promoting stewardship of the County's fragile environment and the unique character of its diverse island communities.
Services Provided
The Planning & Environmental Resources Department provides development review services for projects to ensure compliance with
Comprehensive Plan, including the Livable CommuniKeys Plans, the Land Development Code and the Florida Statutes. Maintain and update the
County Comprehensive Plan in accordance with Chapters 163 and 380 Florida Statutes. Maintain and amend the Land Development Regulations in
accordance with the Comprehensive Plan, requirements resulting from community master planning efforts and regulatory streamlining efforts.
Implement the County's permit allocation system for residential and non - residential development. Prepare revised policy and regulatory
framework, including policy recommendations on the Comprehensive Plan and County's compliance with State Comprehensive Plan mandates to
the BOCC, County Administrator, Directors and other County agencies. Compile and disseminate policy, demographic, socio- economic,
environmental and planning information to public, other County, and public agencies. Provide staff administrative support to Development
Review Committee, Planning Commission, Historic Preservation Commission, Marine & Port Advisory Committee, Beneficial Use and Vesting
Officer and special ad hoc committees.
Strategic Goals
*Planning Department
Process Private Development Approval Applications.
Process increased volume of ROGO exemption LDRD's and LOU's post -Irma.
Review and implement the newly adopted 2030 Comprehensive Plan and the Land Development Code (LDC) in the completion of Department
responsibilities.
Update Monroe County traffic study guidelines and related LDRs.
Continue adding Elevation Certificates to GIS..
Assist with CRS mapping and data analysis requests, including repetitive loss information for CRS, GIS layer for vacant publicly owned land within
floodplain and refining FEMA floodplain boundaries.
Document Irma damage and provide data for grant opportunities and unsafe structure abatement.
*Environmental Resources
Maintain reduced permit review time frames.
Maintain relationship with DEP at state level and attend meetings of ARC Committee on land acquisition.
Assist with identifying a new land acquisition funding source within the County and prioritize land acquisition, based on land attributes, working
with Land Authority and Board of County Commission to begin new purchases under FDEP Florida Forever Program.
Coordinate with Climate Change Advisory Committee and implement sea level rise policy with Planning in EAR based Comprehensive Plan
amendments. Begin implementation of Southeast Florida Regional Climate Compact Regional Climate Action Plan action items.
Manage Monroe County conservation lands by removing invasive exotic plant species, restoring native vegetation, and removing solid waste, as
needed.
Secure supplemental funds for invasive exotic plant removal.
Assist Monroe County Land Authority with conservation land acquisitions, including site inspections and prioritization of acquisitions
*Marine Resources
Manage Marine and Port Advisory Committee.
Perform bi- annual surveys for channel markers and regulatory zones.
Secure supplemental funds for derelict vessel removals and channel marker maintenance.
Develop policy recommendations for legislative consideration pertaining to the reduction of derelict vessels.
Continue to manage Pump -out contract.
Fiscal Year 2019 2 Planning & Environmental Resources
Packet Pg. 268
B.1.b
Monroe County Board of County Commissioners
Fiscal Year 2019 Preliminary Fiscal Plan
Planning & Environmental Resources
Position Summary by Department
Growth Management Administration
Planning Department
Environmental Resources
Marine Resources
FY 2016
Actual
FY 2016
FY 2017
FY 2018
FY 2018
FY 2019
FY 2019
Appropriations by Department
Actual
Actual
Adopted
Amended
Preliminary
Change
2010 Comp Plan
60,342
-
-
-
-
- %
Environmental Resources
1,683,391
1,258,853
1,387,470
1,403,866
1,464,754
5.6%
Growth Management Administration
546,291
364,963
-
-
-
- %
Housing & Community Development
-
-
-
250,000
-
- %
Marine Projects
603,615
935,226
-
655,500
-
- %
Marine Resources
487,784
520,496
1,937,046
1,937,046
1,854,255
(4.3 %)
Planning Commission
69,541
71,206
88,390
88,390
88,409
-%
Planning Department
1,340,855
1,769,481
2,417,833
2,740,562
2,380,915
(1.5 %)
Planning Refunds
79,000
19,839
62,000
62,000
20,000
(67.7 %)
Total Budget
4,870,819
4,940,065
5,892,739
7,137,364
5,808,333
(1.4 %)
Position Summary by Department
Growth Management Administration
Planning Department
Environmental Resources
Marine Resources
FY 2016
Actual
FY 2016
FY 2017
FY 2018
FY 2018
FY 2019
FY 2019
Revenue Sources
Actual
Actual
Adopted
Amended
Preliminary
Change
Governmental Fund Type Grants
860,382
1,332,374
-
1,228,229
-
- %
Mstd - Ping /bldg /code /fire Mar
2,636,248
2,852,544
3,409,171
3,409,171
3,381,451
(0.8 %)
Boating Improvement Fund (BIF)
487,784
520,496
1,937,046
1,937,046
1,854,255
(4.3 %)
Misc Special Revenue Fund
13,424
29,387
90,000
106,396
100,000
11.1%
Environmental Restoration Fund
872,981
205,264
456,522
456,522
472,627
3.5%
Total Revenue
4,870,819
4,940,065
5,892,739
7,137,364
5,808,333
(1.4 %
Position Summary by Department
Growth Management Administration
Planning Department
Environmental Resources
Marine Resources
FY 2016
Actual
FY 2017
Actual
FY 2018
Adopted
4.58
3.58
1.00
15.52
16.52
21.44
8.33
8.33
9.33
1.00
1.00
1.00
29.43
29.43
32.77
FY 2019 FY 2019
Preliminary Variance
1.00 -
20.44 (1.00)
11.33 2.00
1.00 -
33.77 1.00
Total Full -Time FTE
Total FTE 29.43 29.43 32.77 33.77 1.00
Fiscal Year 2019 3 Planning & Environmental Resources
Packet Pg. 269
B.1.b
Monroe County Board of County Commissioners
Fiscal Year 2019 Preliminary Fiscal Plan
Planning & Environmental Resources
Growth Management Administration
Mission Statement
To serve the public in a professional manner while providing challenging work experience for our employee base allowing for both professional
and personal growth of employees.
Department Description
Provide management oversight of budgetary and personnel and all programs within Division.
Process, review, approve, and distribute the Division's BOCC agenda items.
Provide policy recommendations to BOCC, County Administrator, County agencies and state /federal agencies on growth management issues
affecting the County.
Provide management oversight of County's Flood Insurance Inspection and Compliance Program.
Prepare Annual Assessment of Comprehensive Work Program for Governor and Cabinet and coordinate County's efforts and responsibilities for
Maintenance and implementation of the Comprehensive Plan and Work Program and other requirements under Chapters 163 and 380, Florida
Statutes.
Major Variances
The Growth Management Division has been reorganized into three departments: Planning & Environmental Resources, Building, and Code
Compliance. The Administration for Growth Management budget has now been incorporated into the Planning Department budget.
Total Budget 546,291 364,963 - - - - %
FY 2016 FY 2017 FY 2018 FY 2018
Revenue Sources Actual Actual Adopted Amended
Mstd - Ping /bldg /code /fire Mar 546,291 364,963 -
Total Revenue 546,291 364,963
FY 2016 FY 2017
Position Summary Actual Actual
Administrative Support 1.00 1.00
Officials & Administrators 1.58 2.58
Technicians 1.00 -
Professionals 1.00 -
Total Full -Time FTE 4.58 3.58
FY 2018
Adopted
1.00
1.00
FY 2019 FY 2019
Preliminary Change
FY 2019 FY 2019
Preliminary Variance
1.00 -
Total FTE 4.58 3.58 1.00 1.00 -
m
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Fiscal Year 2019 4 Planning & Environmental Resources
Packet Pg. 270
FY 2016
FY 2017 FY 2018
FY 2018 FY 2019 FY 2019
Budgetary Cost Summary
Actual
Actual Adopted
Amended Preliminary Change
Personnel Expenditures
399,761
291,063 -
- - -%
Operating Expenditures
143,016
73,900 -
- - - %
Capital Outlay Expenditures
3,513
- -
- - - %
Total Budget 546,291 364,963 - - - - %
FY 2016 FY 2017 FY 2018 FY 2018
Revenue Sources Actual Actual Adopted Amended
Mstd - Ping /bldg /code /fire Mar 546,291 364,963 -
Total Revenue 546,291 364,963
FY 2016 FY 2017
Position Summary Actual Actual
Administrative Support 1.00 1.00
Officials & Administrators 1.58 2.58
Technicians 1.00 -
Professionals 1.00 -
Total Full -Time FTE 4.58 3.58
FY 2018
Adopted
1.00
1.00
FY 2019 FY 2019
Preliminary Change
FY 2019 FY 2019
Preliminary Variance
1.00 -
Total FTE 4.58 3.58 1.00 1.00 -
m
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Fiscal Year 2019 4 Planning & Environmental Resources
Packet Pg. 270
B.1.b
Monroe County Board of County Commissioners
Fiscal Year 2019 Preliminary Fiscal Plan
Planning & Environmental Resources
Planning Department
Mission Statement
Foster sustainable, quality development in the County while conserving and promoting stewardship of the County's fragile environment and the
unique character of its' diverse island communities.
Key Objectives:
Maintain and update Comprehensive Plan, including completion of studies and tasks for implementation.
Complete comprehensive revisions to Land Development Regulations to make the regulations more user - friendly and easier to interpret and
apply.
Process and review permit and development applications in an efficient and effective manner consistent with the Comprehensive Plan and Land
Development Regulations.
Compile and disseminate policy, demographic, environmental and planning information to citizens, developers, other departments and
governmental agencies within 5 working days of request.
Continue implementing Administration Commission Rule 28- 20.140, F.A.0
Prepare annual assessment report for Governor and Cabinet on implementing Work Program in Rule 28 -20 F.A.0
Administer the Residential and Nonresidential Rate of Growth Ordinances and Affordable Housing programs in an efficient and effective manner.
Prepare and meet schedules for required State reports and submittals.
Encourage pre - application meetings and issue letters of understanding.
Provide for professional administration of grants and project management of consultant studies.
Finish development of and maintain the department website to include Liveable CommuniKeys, other reports and proposed regulatory and policy
changes.
Provide staff support to Development Review Committee, Planning Commission, Historic Preservation Commission, Beneficial and Vesting Hearing
Officer and special Ad Hoc Committees.
Department Description
Provide development review services for projects to ensure compliance with Comprehensive Plan and Land Development Regulations.
Enhance and maintain the County's permit allocation system for residential and non - residential development.
Implement Livable CommuniKeys Program and adopted community master plans through amendments to Land Development Regulations and
other actions identified in these plans.
Maintain and update the County Comprehensive Plan in accordance with Chapters 163 and 380 Florida Statutes .
Maintain and amend the Land Development Regulations in accordance with the Comprehensive Plan, requirements resulting from community
master planning efforts and regulatory streamlining efforts.
Prepare revised policy and regulatory framework, including amendments to the Comprehensive Plan and Land Development Regulations needed
to implement Goal 105, Smart Growth/Tier System and appropriate recommendations of the Florida Keys Carrying Capacity.
Provide policy recommendations on the Comprehensive Plan and County's compliance with State Comprehensive Plan mandates to the BOCC,
County Administrator, Directors and other County agencies.
Compile and disseminate policy, demographic, socio- economic, environmental and planning information to public and other County and public
agencies.
Provide staff administrative support to Development Review Committee, Planning Commission, Historic Preservation Commission, Beneficial Use
and Vesting Officer and special ad hoc committees.
Major Variances
1 FTE added for Housing Recovery Administrator. BOCC Approved 5/16/18.
Fiscal Year 2019 5 Planning & Environmental Resources
Packet Pg. 271
B.1.b
Monroe County Board of County Commissioners
Fiscal Year 2019 Preliminary Fiscal Plan
Actual
Planning & Environmental Resources
Adopted
Planning Department
Preliminary
Related Strategic Goal: Excellent, Efficient, Equitably - Delivered Public Service
FY 2017 FY 2018 FY 2018 FY 2019
Objective /Performance Measures Frequency Actual Target
YTD Target
Assist with CRS mapping and data analysis requests
2,174,854
Number of completed data analysis and mapping requests Annually 10 15
8 15
Continue adding Elevation Certificates to GIS
Operating Expenditures
Number of certificates Annually 25 35
125 130
Document Irma damage and provide data for grant opportunities and unsafe
490,808
structure abatement
2.1%
Number of grant applications Annually 0 1
0 1
Process Private Development Approval Applications
28,775
Number of reviewed applications Annually 83 100
40 100
Related Strategic Goal: Responsibly- Managed Growth and Community Planning
FY 2017 FY 2018 FY 2018 FY 2019
Objective /Performance Measures Frequency Actual Target YTD Target
Process increased volume of ROGO exemption LDRD's and Lou's post -Irma
Number of ROGO exemptions, LDRD's and LOU's processed Annually 8 15 10 15
Review and implement the newly adopted 2030 Comprehensive Plan
Number of reviewed applications Annually
Update Monroe County traffic study guidelines and related LDRs
Number of contracts managed Annually
FY 2016 FY 2017 FY 2018 FY 2018 FY 2019 FY 2019 r
Budgetary Cost Summary
Actual
Actual
Adopted
Amended
Preliminary
Change
Personnel Expenditures
1,095,784
1,440,495
1,950,254
2,174,854
1,954,505
0.2%
ul
Operating Expenditures
239,603
300,211
417,579
490,808
426,410
2.1%
(L
Capital Outlay Expenditures
5,468
28,775
50,000
74,900
-
(100.0 %)
r
Total Budget
1,340,855
1,769,481
2,417,833
2,740,562
2,380,915
(1.5 %
a�
m
FY 2016
FY 2017
FY 2018
FY 2018
FY 2019
FY 2019
Revenue Sources
Actual
Actual
Adopted
Amended
Preliminary
Change
r
Governmental Fund Type Grants
101,905
141,898
-
322,729
-
- %
u-
Mstd - Ping /bldg /code /fire Mar
1,238,950
1,627,583
2,367,833
2,367,833
2,330,915
(1.6 %)
m
Misc Special Revenue Fund
-
-
50,000
50,000
50,000
- %
0
Total Revenue
1,340,855
1,769,481
2,417,833
2,740,562
2,380,915
(1.5 %
v,
0
CL
FY 2016
FY 2017
FY 2018
FY 2019
FY 2019
0
Position Summary
Actual
Actual
Adopted
Preliminary
Variance
a
Administrative Support
4.18
5.18
10.00
10.00
-
Officials & Administrators
-
-
1.60
1.60
-
(D
E
Technicians
4.34
4.00
1.50
1.50
-
t
Professionals
7.00
7.34
8.34
7.34
(1.00)
L)
Total Full -Time FTE
15.52
16.52
21.44
20.44
(1.00)
r
Q
Total FTE 15.52 16.52 21.44 20.44 (1.00)
Fiscal Year 2019 6 Planning & Environmental Resources
Packet Pg. 272
B.1.b
Monroe County Board of County Commissioners
Fiscal Year 2019 Preliminary Fiscal Plan
Planning & Environmental Resources
2010 Comp Plan
FY 2016 FY 2017 FY 2018 FY 2018 FY 2019 FY 2019
Budgetary Cost Summary Actual Actual Adopted Amended Preliminary Change
Operating Expenditures 60,342 - - - - - %
Total Budget 60,342 - - - - - %
FY 2016 FY 2017 FY 2018 FY 2018 FY 2019 FY 2019
Revenue Sources Actual Actual Adopted Amended Preliminary Change
Mstd - Ping /bldg /code /fire Mar 60,342 - - - - - %
Total Revenue 60,342 - - - - - %
Fiscal Year 2019 7 Planning & Environmental Resources
Packet Pg. 273
B.1.b
Monroe County Board of County Commissioners
Fiscal Year 2019 Preliminary Fiscal Plan
Planning & Environmental Resources
Planning Commission
Mission Statement
It is the mission of the Monroe County Planning Commission to ensure the protection of the Florida Keys environment and conservation of natural
resources, and facilitate sustainable economic development for the benefit of all residents and visitors through a coordinated and cooperative
planning process at the County level.
Department Description
The primary function of the Planning Commission and planning staff members is serving the needs of the residents by following the Goals and
Objectives of the Monroe County 2030 Comprehensive Plan and the Land Development Regulations as follows:
• Serve as the "local planning agency" pursuant to Section 163.3174; F.S
• Hold public hearings
• Review applications and comprehensive plan and land development code amendments
• Prepare recommendation for the Board of County Commissioners
FY 2016
FY 2017
FY 2018
FY 2018
FY 2019
FY 2019
Budgetary Cost Summary Actual
Actual
Adopted
Amended
Preliminary
Change
Personnel Expenditures 55,678
54,905
61,171
61,171
61,171
-%
Operating Expenditures 13,863
16,301
27,219
27,219
27,238
0.1%
Total Budget 69,541 71,206 88,390 88,390 88,409 - %
FY 2016 FY 2017 FY 2018 FY 2018 FY 2019 FY 2019
Revenue Sources Actual Actual Adopted Amended Preliminary Change
Mstd - Ping /bldg /code /fire Mar 69,541 71,206 88,390 88,390 88,409 -
Total Revenue 69,541 71,206 88,390 88,390 88,409 - %
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Fiscal Year 2019 8 Planning & Environmental Resources
Packet Pg. 274
B.1.b
Monroe County Board of County Commissioners
Fiscal Year 2019 Preliminary Fiscal Plan
Planning & Environmental Resources
Environmental Resources
Mission Statement
To provide environmentally related services to the citizens of Monroe County and ensure compliance with the requirements of the State of
Florida, Year 2030 Comprehensive Plan, and Land Development Regulations in order to protect and sustain the natural environments of the
Florida Keys.
Department Description
Review and process of development applications consistent with 2030 Comp Plan and Land Development Regulations
Provide timely and courteous customer assistance
Pre & post development site analyses and inspections
Conduct habitat analyses and delineations
Review conditional use, administrative relief variances, beneficial use determination reviews and reports
Interdivisional coordination with Building Dept., Code Enforcement, Marine Resources, Planning
Interdepartmental coordination with Engineering, Public Works, County Attorney, Airports
Interagency coordination (FWS, ACOE, DEP, FWC, DCA, SFWMD, EPA, DOD) on environmentally related issues
Conduct tier designation reviews and updates
Complete Key Deer HCP monitoring and reporting
Review and draft Comprehensive Plan amendments and updates
Review applications under the Permit Referral Process
Assist in evaluating acquisitions strategies and reviewing properties for acquisition
Major Variances
1 FTE request for Land Stewardship Assistant.
Fiscal Year 2019 9 Planning & Environmental Resources
Packet Pg. 275
B.1.b
Related Strategic Goal: Responsibly- Managed Growth and Community Planning o
m
FY 2017 FY 2018
FY 2018
FY 2019
Objective /Performance Measures
/- .0)112 ")!#8456#1 ! "'�, -
)!' # -.0)W1
Frequency
Actual Target
7 8#9 4
U ". °/d0 ".
y
Attend climate change advisory committee meetings
- ; ,
-! " 8)1*".
0/d o"
a
Number of meetings attended
< "1) N* 0a) &'8 -0# )1Yt ZO "1?' M+1.02. Sit ? %� P? "1-; "I "* ° /�10#A"I; -0•'
Annually
FY 2017
FY 2018 FY
2018 FY 2019
Objective /Performance Measures
Frequency Actual
Target
YTD Target
Coordinate with Land Authority to accomplish county goals of land acquisition
Maintain reduced permit review time frames
Percentage of reduce permit review times
Annually 100
100
100 100
Process Private and Board Directed Policy Changes
Pecentage of reviewed applications and board directed policy changes
Annually 100
100
100 100
Related Strategic Goal: Preservation of the Environment and Natural Resources
FY 2017
FY 2018 FY
2018 FY 2019
Objective /Performance Measures
Frequency Actual
Target
YTD Target
Assist with identifying State land acquisition funding source within the County
FY 2017
FY 2018
FY 2018
Percentage of evaluated properties and funding options
Annually 100
100
100 100
Maintain relationship with DEP and attend meetings of ARC Committee on land
Actual
Adopted
Amended
acquisition
Change
Personnel Expenditures
Number of meetings attended
Annually 2
4
1 4
Manage Monroe County conservation lands
24.4%
LL
Operating Expenditures
Percentage of local contractors used to complete work
Annually 60
80
50 80
Secure supplemental funds for invasive exotic plant removal
(25.1 %)
Capital Outlay Expenditures
Number of applications completed
Annually 2
2
2 2
Related Strategic Goal: Responsibly- Managed Growth and Community Planning o
m
Fiscal Year 2019 10 Planning & Environmental Resources
Packet Pg. 276
FY 2017 FY 2018
FY 2018
FY 2019
Objective /Performance Measures
Frequency
Actual Target
YTD
Target
y
Attend climate change advisory committee meetings
a
Number of meetings attended
Annually
7 10
4
10
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FY 2016
FY 2017
FY 2018
FY 2018
FY 2019
FY 2019
m
Budgetary Cost Summary
Actual
Actual
Adopted
Amended
Preliminary
Change
Personnel Expenditures
579,581
686,978
860,345
810,345
1,070,057
24.4%
LL
Operating Expenditures
1,103,811
552,908
527,125
576,521
394,697
(25.1 %)
Capital Outlay Expenditures
-
18,967
-
17,000
-
- %
D
Total Budget
1,683,391
1,258,853
1,387,470
1,403,866
1,464,754
5.6%
-
a�
v,
0
FY 2016
FY 2017
FY 2018
FY 2018
FY 2019
FY 2019
a
Revenue Sources
Actual
Actual
Adopted
Amended
Preliminary
Change
a
Governmental Fund Type Grants
154,862
255,250
-
-
-
- %
r
Mstd - Ping /bldg /code /fire Mar
642,124
768,952
890,948
890,948
942,127
5.7%
Misc Special Revenue Fund
13,424
29,387
40,000
56,396
50,000
25.0%
E
Environmental Restoration Fund
872,981
205,264
456,522
456,522
472,627
3.5%
Total Revenue
1,683,391
1,258,853
1,387,470
1,403,866
1,464,754
5.6%
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Fiscal Year 2019 10 Planning & Environmental Resources
Packet Pg. 276
B.1.b
Monroe County Board of County Commissioners
Fiscal Year 2019 Preliminary Fiscal Plan
Planning & Environmental Resources
Environmental Resources
Fiscal Year 2019 11 Planning & Environmental Resources
Packet Pg. 277
FY 2016
FY 2017
FY 2018
FY 2019
FY 2019
Position Summary
Actual
Actual
Adopted
Preliminary
Variance
Administrative Support
-
-
6.00
8.00
2.00
Technicians
3.33
2.00
-
-
-
Professionals
5.00
6.33
3.33
3.33
-
Total Full -Time FTE
8.33
8.33
9.33
11.33
2.00
Total FTE
8.33
8.33
9.33
11.33
2.00
Fiscal Year 2019 11 Planning & Environmental Resources
Packet Pg. 277
B.1.b
/- .0)112 ")!#8456#1 ! „'�, - ) ! ' # -.0)W1
7 - 8#9 ;4 , ” 8) oK ". 0 A 0".
Marine Resources
Mission Statement
The mission of the Marine Resources office is to help protect and conserve the marine environment of the Florida Keys within Monroe County in a
manner consistent with the Monroe County 2030 Comprehensive Plan, Monroe County Code and to provide for the adequate and appropriate
use of the Keys' marine resources. The focus of the Marine Resources office is on: 1. Protection of the marine environment; 2. Provision of
maritime infrastructure; and 3. Public water access.
Department Description
• Maintain a Keys -wide system of aids to navigation and boating regulatory zones designed to both assist boaters and protect valuable
shallow -water resources.
• Coordinate with other county offices and state and federal agencies.
• Customer assistance; including addressing a wide variety of public concerns regarding boating issues and shoreline protection.
• Dispose of derelict and abandoned vessels.
• Provide vessel launching facilities, and provide keys -wide vessel pump out services
• Development of mooring fields
Related Strategic Goal: Preservation of the Environment and Natural Resources
Objective /Performance Measures
Frequency
FY 2017
Actual
FY 2018
Target
FY 2018
YTD
FY 2019
Target
Continue to manage monthly Pump -out contracts
Budgetary Cost Summary
Actual
Actual
Adopted
Amended
Average number of pumpouts per month
Annually
1,871
1,800
1,923
1,800
Develop recommendations for legislative consideration pertaining to the
-
(100.0 %)
Operating Expenditures
423,036
399,144
reduction of derelict vessel
704,090
699,488
(0.7 %)
Capital Outlay Expenditures
-
Number of submissions
Annually
0
5
0
5
Perform bi- annual surveys for channel markers and regulatory zones
520,496
1,937,046
1,937,046
1,854,255
(4.3 %)
Number of surveys completed
Annually
2
2
1
2
Secure funds for derelict vessel removals and channel marker maintenance
Number for applications
Annually
1
1
1
1
FY 2016
FY 2016
FY 2017
FY 2018
FY 2018
FY 2019
FY 2019
Budgetary Cost Summary
Actual
Actual
Adopted
Amended
Preliminary
Change
Personnel Expenditures
64,748
74,352
75,289
75,289
-
(100.0 %)
Operating Expenditures
423,036
399,144
704,090
704,090
699,488
(0.7 %)
Capital Outlay Expenditures
-
47,000
1,157,667
1,157,667
1,154,767
(0.3 %)
Total Budget
487,784
520,496
1,937,046
1,937,046
1,854,255
(4.3 %)
FY 2016
FY 2017
FY 2018
FY 2018
FY 2019
FY 2019
Revenue Sources Actual
Actual
Adopted
Amended
Preliminary
Change
Boating Improvement Fund (BIF) 487,784
520,496
1,937,046
1,937,046
1,854,255
(4.3 %)
Total Revenue 487,784
520,496
1,937,046
1,937,046
1,854,255
(4.3 %
Position Summary
Administrative Support
Professionals
FY 2016 FY 2017
Actual Actual
1.00 1.00
1.00 1.00
FY 2018 FY 2019 FY 2019
Adopted Preliminary Variance
1.00 1.00 -
1.00 1.00 -
Total Full -Time FTE
Total FTE 1.00 1.00 1.00 1.00 -
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Fiscal Year 2019 12 Planning & Environmental Resources
Packet Pg. 278
B.1.b
Monroe County Board of County Commissioners
Fiscal Year 2019 Preliminary Fiscal Plan
Planning & Environmental Resources
Planning Refunds
Department Description
F484 <. ' W *47 # #55 4('4 2V')4( <9 )A7" 4
FY 2016 FY 2017 FY 2018 FY 2018 FY 2019 FY 2019
Budgetary Cost Summary Actual Actual Adopted Amended Preliminary Change
Operating Expenditures 79,000 19,839 62,000 62,000 20,000 (67.7 %)
Total Budget 79,000 19,839 62,000 62,000 20,000 (67.7 %
FY 2016
FY 2017
FY 2018
FY 2018
FY 2019
FY 2019
Revenue Sources Actual
Actual
Adopted
Amended
Preliminary
Change
Mstd - Ping /bldg /code /fire Mar 79,000
19,839
62,000
62,000
20,000
(67.7 %)
Total Revenue 79,000
19,839
62,000
62,000
20,000
(67.7°/x)
Fiscal Year 2019 13 Planning & Environmental Resources
Packet Pg. 279
B.1.b
Monroe County Board of County Commissioners
Fiscal Year 2019 Preliminary Fiscal Plan
Planning & Environmental Resources
Marine Projects
Department Description
Provide effluent pump -out services to live - aboards, thereby, keeping our shore waters cleaner.
FY 2016
FY 2017 FY 2018
FY 2018 FY 2019
FY 2019
Budgetary Cost Summary Actual
Actual Adopted
Amended Preliminary
Change
Operating Expenditures 603,615
935,226 -
655,500 -
- %
Total Budget 603,615
935,226 -
655,500 -
- %
FY 2016
FY 2017 FY 2018
FY 2018 FY 2019
FY 2019
Revenue Sources Actual
Actual Adopted
Amended Preliminary
Change
Governmental Fund Type Grants 603,615
935,226 -
655,500 -
- %
Total Revenue 603,615
935,226 -
655,500 -
- %
Fiscal Year 2019 14 Planning & Environmental Resources
Packet Pg. 280
C /2 /c
Monroe County Board of County Commissioners
Fiscal Year 2019 Preliminary Fiscal Plan
Planning & Environmental Resources
Housing & Community Development
FY 2016 FY 2017 FY 2018 FY 2018 FY 2019 FY 2019
Budgetary Cost Summary Actual Actual Adopted Amended Preliminary Change
Personnel Expenditures - - - 224,819 - - %
Operating Expenditures - - - 25,181 - - %
Total Budget - - - 250,000 - - %
FY 2016 FY 2017 FY 2018 FY 2018 FY 2019 FY 2019
Revenue Sources Actual Actual Adopted Amended Preliminary Change
Governmental Fund Type Grants - - - 250,000 - - %
Total Revenue - - - 250,000 - - %
Fiscal Year 2019 15 Planning & Environmental Resources
Packet Pg. 281
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MEMORANDUM
MONROE COUNTY PLANNING & ENVIRONMENAL RESOURCES
We strive to be caring, professional and fair
To:
CC:
From
Date:
RE:
Roman Gastesi, County Administrator
Tina Boan, Office of Management and Budget Director
Christine Hurley, AICP, Assistant County Administrator
Christine Hurley, Acting Director of Planning and Environmental Resources
03/23/2018
( , AA
FY 2018 -2019 Budget Request — Planning, Planning Commission, Environmental Resources,
Environmental Restoration, and Boating Improvement Funds
In accordance with the FY 2019 budget instructions, we have developed the following flat budget for each of
our cost centers.
50500 Planning
FLAT BUDGET
Other Contractual Services (530340) is currently funded at $190,261 which reflects the combination of costs
centers of the former 50001 GM Admin and the Planning cost center.
Propose maintaining Other Contractual Services (530340) at $190K to provide funding for:
•
$55,000 to complete the Impact Fee Stuff
o Note, while funding is requested to be maintained, this project has not moved forward to date
a,
due to the lack of an update Capital Improvement Plan of required projects to maintain or
n
improve the level of service for transportation roads, fire and parks./recreation. A 5 year plan
a ,
of required projects is necessary for a consultant to evaluate the project costs, demand create
by new development and pro -rata share ($) that new development should pay to address the
U-
future service needs.
o
• $20,000 for the ESRI Maintenance A reement (GIS) and Pictometi GIS
• $115,000 for Affordable Housing support for monitoring and compliance of affordable units,
c
assistance with acquisition strategies and assistance with RFPs for affordable housing development.
o
c To date, we have mainly handled these functions in house (with help from FEMAState) but as
a
these items become more complicated and more programs are occurring simultaneously - --
particularly with the hurricane impacts, tiny home model RFP, upcoming federal and state
E
grant programs for housing recovery programs, potential purchase of lands to develop more
r
affordable housing - -- it would be beneficial to maintain this funding to address the need for
a
consultant and other help in completing these tasks. Alternatively, we may request these funds
be transferred into the newly created Long Term Recovery Office to help funds the Housing
Recovery Administrator position if philanthropic funds are not received.
Packet Pg. 282
B.1.b
51000 Comprehensive Plan
Completion of a multi -year project to develop and adopt the 2030 Comprehensive Plan and implementing
Land Development Code. The Comprehensive Plan and Land Development Code were completed in 2016;
therefore, the cost center can be eliminated.
NOTE: While this major project has been completed, the updated Comprehensive Plan includes goals,
objectives and policies directing the completion of multiple plans and projects in the upcoming years.
Potentially substantial items are listed below in an effort to start planning for future workload and
potential budgetary needs for our Department and other County Departments. Staff is not currently
requesting funding for these tasks based on the budget instructions and hurricane recovery priorities.
Task
Department
In -house or
Estimated Costs
Consultant
Prepare beach management plans for
Anticipate
all publicly -owned beaches.
Project Management
consultant to assist
No response from Dept.
deadline 2017]
Complete a Public Access Plan
planning & Environmental
(public access facilities to the
Resources/ Project
Anticipate
shoreline/beach /water).
Management
consultant to assist
$50,000
[deadline 2019]
Develop a Shoreline Use Priorities
Plan. (siting with the following order
of priority: 1) water - dependent uses,
2) water related uses, 3) water-
Planning & Environmental
Anticipate
enhanced uses, and 4) uses that are
Resources
consultant to assist
$50,000
not dependent upon or related to
shoreline access.
[deadline 2021 ]
Update and adopt a parks and
Anticipate
recreation master plan.
Project Management
consultant to assist
No response from Dept.
deadline 2018]
Develop an Economic Sustainability
Planning
Anticipate
Element
consultant to assist
$50,000
deadline 2019
Review & adopt stormwater
management practice regulations
Environmental R
nvronmenaesources
Anticipate
consistent with Best Practices
consultant to assist
$50,000
deadline 2019
Update habitat data and prepare Tier
Anticipate
Zoning Overlay Map amendments.
Environmental Resources
consultant to assist
$125,000
[deadline 2021 ]
Complete a Transportation Strategy
Master Plan (incorporating intermodal
Planning/FDOT/
Anticipate
and climate change) through the Long
Transportation/ Engineering/
consultant to assist
$400,000
Range Transportation Plan
Sustainability
[deadline 2021
Prepare a Parks and Recreation
Master Maintenance and Management
project Management
Anticipate
Plan.
consultant to assist
No response from Dept.
[deadline 2021 ]
Define & Identify proposed
adaptation action areas (AAAs) or a
Planning & Environmental
Anticipate
similar concept.
Resources/ Sustainability
consultant to assist
$40,000
[deadline 2021]
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Initiate an inventory of existing and
planned infrastructure based on
project Management
Anticipate
vulnerability mapping.
consultant to assist
$60,000
[deadline 2021 ]
51500 Planning Commission_
FLAT BUDGET
505519 Transportation Planning
Funded by a Joint Participation Agreement (JPA) ANQ53 with the Florida Department of Transportation.
After consulting with AECOM, we have a tentative figure of $400,000 for a Transportation Strategy Master
Plan.
52000 Environmental Resources
FLAT BUDGET -- reduction proposed
Other Contractual Services (530340) is currently funded at $145.000 which reflected the use of private
provider services for permit reviews for Environmental Resources. These funds are no longer needed One
additional FTE was added to address service demands.
Proposed Reductions: $145,000 from 530340. The BOCC approved additional permit review staff to assist
with the volume of work. We do not anticipate utilizing MT Causley, private provider, to maintain level of
service for permit review.
Review & Adopt Storm Water Management Regulations Consistent with Best Management Practices We
anticipate hiring a consultant to assist, at an estimated cost of $50,000. This estimate does not reflect any
amendments that may be necessary as a result of the new storm water master plan.
Update Habitat Data and Prepare Tier Zoning Overlay Map amendments We anticipate hiring a consultant at
an estimated cost of $125,000.The estimated fee for mapping does NOT include $ for aerial imagery which is
anticipated to be provided under separate contract (Property Appraiser).
52503 Environmental Resources Education
Currently, $10 per permit for each planning and environmental permit is added to the fund to provide
resources for required continuing education and travel. The estimated Fund Balance as of 930/17 is
$179,059.
We increased this by $10,000 within the cost center for supplies, books, education and
membership /certification maintenance to reflect increase in total number of staff.
Planning & EnVironm� ntal Resour4es Pa
B.1.b
62520 Florida_ Boating Improvement Fund {BIF) — Marine Resources
Boating Improvement Funds (both State and County) revenues are generated from recreational vessel
registration fees. Boating Improvement Fund revenue history is indicated in the following table. Based on the
number of derelict vessels removed after Hurricane Irma, 2019 revenues could be impacted.
Fiscal Year
State
(62520)
County
(62613)
Total
Total
(with interest and
restitution)
2010
$254,628.88
$394,588.62
$649,217.50
Derelict Vessel Removal
2011
$242,113.96
$441,800.38
$683,914.34
$40,000
2012
$241,623.20
$433,202.61
$674,825.81
While pumpout numbers dropped significantly after Irma (Sept 2017), those numbers bounced back to prior -Irma
2013
$240,058.71
$442,020.83
$682,079.54
$68
2014
$218,428.80
$398,217.59
$616,646.39
$625,244.76
2015
$277,763.74
$466,783.63
$744,547.37
$774,057.26
2016
$282,320.38
$488,665.73
$770,986.11
$785,623.17
2017
$269,343.27
$466,567.66
$735,910.93
$756,613.47
YTD 2018
$55,664.45
$98,906.48
$154,570.93
Anticipated FY 18 -19
$255,876.00
$443,239.00
$699,115.00
*State BIF funds have stricter rules for eligible spending (excluding staffing or pump
out service). County BIF allows staffing and pump out service.
62520 State of Florida Boating Improvement Fund BI
FLAT BUDGET — based on estimated revenue
State BIF
Revenue (FY 18 -19)
Proposed budget
$255,876 estimated
Channel Markers
$60,000 **
Derelict Vessel Removal
$155,876*
Reimbursement to Cities (grants)
$40,000
*Notes relative to anticipated DVs: While USCGIEPAIFWC completed removal and disposal of nearly 700 vessels
in response to Hurricane Irma (as well 1000 more removed by the owners or their insurance companies), there are
still stink and displaced vessels remaining in Florida Keys waters that are likely to be processed as derelict vessels
by Marine Resotirces throughout 2018 -19.
While pumpout numbers dropped significantly after Irma (Sept 2017), those numbers bounced back to prior -Irma
mm:bers by December 2017. That data indicates that there areas many liveaboard vessels at anchorages
throughout the Keys as before Irma, and as such it is likely that derelict vessel numbers in the next fiscal year will
be similar to FY 2016 or FY 2017 numbers
* *Funds from DVs may be needed or channel marker repairs after Hurricane Irma.
Additionally, there is $1,154,767 in State BIF in Capital Improvement Infrastructure (cost center 62520,
account 560630) which came from reserves. This funding amount is earmarked for boat ramps and mooring
field development which could be used for the Boca Chica Mooring Field.
Packet Pg. 285
B.1.b
62613 County Boating Improvement Fund (BIF)
FLAT BUDGET — based on estimated revenue
County BIF
Revenue (FY 18 -19)
Proposed budget
$443,239 estimated
Employee (marine planner)
Vacant for FY' 18 -19
Pumpout USA ($875,760)
$418,110*
Derelict Vessel Removal
$12,238 **
Miscellaneous Expenses
$12,891.00
The pttmpottt contract annual cost is $875,760 based on 1, 800 pttmpottts per month, at a per unit cost of ,$40.54.
*On July 1, 2017, the pumpottt contract was amended to increase the qttota fi 1500 /month to 1800 1month with
an associated annual cost of $875,760 (which was ftmded with Cottnty BIF at $195,760, CVA at $180,000 and
Legislative appropriation of $500,000). Dtte to a decrease in the Legislative appropriation for the pumpottt
program from $500,000 in FY'18 to $277,650 in FY'19, instead of decreasing the pttmpottt contract cost, the
County will leave the Marine Planner position vacant in FY'19 and utilize that FTE funding towards the County's
contribution to the pumpottt program cost. FY 19 pttmpout program will be funded with County BIF at $418,110,
Legislative appropriation at $277,650, and CVA at $180,000. The FTE position has been funded by Cottnty BIF in
the past.
* *Notes relative to anticipated DVs: While USCG /EPAIFWC completed removal and disposal of nearly 700
vessels in response to Hurricane Irma (as well 1000 more removed by the owners or their insurance companies),
there are still sunk and displaced vessels remaining in Florida Keys waters that are likely to be processed as
derelict vessels by Marine Resources throughout 2018 -19.
While pttmpottt nttmbers dropped significantly after Irma (Sept 2017), those numbers bounced back to prior -Irma
numbers by December 2017. That data indicates that there are as many liveaboard vessels at anchorages
throughout the Keys as before Irma, and as such it is likely that derelict vessel numbers in the next fiscal year will
be similar to FY 2016 or FY 2017 nttmbers.
For FY 18 -19 a State appropriation for the Monroe County Mobile Vessel Pumpout Service was approved for
$277,650 (which will become official on 7/1/2018), down from $500,000 in the previous year. Necessary
adjustments have been made to cover the decreased State funding (as indicated above). Additionally, staff is
requesting CVA grant funding from DEP for $180,000, which is anticipated to become official on 7/1/2018.
Total revenue for FY 18 -19 is based on: $699,115 (Boating Improvement Funds) + $277,650 (Legislative
Funding) + $180,000 (Clean Vessel Act) _ $1,156,765.
As the permittee for the wrecks Spiegel Grove and Adolphus Busch, the County is responsible for any post
storm event surveys and maintenance. Marine Resources, in coordination with FKNMS, is determining the
need for any work that may need to be done in association with the wrecks to ensure appropriate safety and
environmental conditions post -Irma.
Packet Pg. 286
B.1.b
Accomplishments since January 2017 are illustrated in the tables below. We have provided over 20,000 pump
outs during this time period which removed and properly disposed of almost 300,000 gallons of vessel
sewage, which may otherwise have entered the Keys' water column. Note, there was a significant drop
immediately after Hurricane Irma but the numbers have bounced back.
Number of Pumpouts
3000
2500
2000 4
1500 27 78 77.
1000
500
0
Jan Feb March April May June July Aug Sept Oct Nov Dec
2017
Sewage Removed (gal.)
35000
30000 --
25000
20000
15000
10000 -
5000
0.
Jan Feb March April May June July Aug Sept Oct Nov Dec
2017
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B.1.b
Since January 2017, the County has removed 115 derelict vessels.
Derelict Vessels Removed
72
68
64
60
56
52
48
44
36
32
28
2 4
20
16
12
8 1 0 0 1 0 0 0
4
0
Jan Feb March April May Attie July Aug Sept Oct Nov Dec
201
Since January 2017, the County has repl 114 marker
Channel Marker/Buoy Replacements
70
60
50
40
30
70
10
1
0 2 0 0 0 1 0
Jan 2017 Feb March April May June July Aug Sept Oct Nov Dec
Damage to waterway markers from Hurricane Irma were keys -wide, with approximately 35 -40 %' of channel
markers and regulatory markers damaged or destroyed. As a result, post -Irma waterway marker repairs will
occur over the summer of 2018.
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Packet Pg. 288
B.1.b
52002 Environmental Restoration
The revenue for this fund is driven by permitting, which requires mitigation for impacting the environment
and utilizes those funds to maintain the environmentally sensitive land the county or land authority owns.
We are increasing the budget within Repair and Maintenance (530460) from $280,000 to $325,000 to
complete additional exotic plant removals, clean -ups, trimming and plantings post -Irma.
The fund balance is summarized below:
Date of CAFFR
Approx. Fund Balance
9/30/2004
$50,138
9/30/2005
$81,812
9/30/2006
$244,178
9/30/2007
$427,508
9/30/2008
$606,632
9/30/2009
$609,881
9/30/2010
$602,494
9/30/2011
$607,152
9/30/2012
$725,686
9/30/2013
$715,544
9/30/2014
$1,041,371
9/30/2015
$1,277,286
9/30/2016
$1,638,208
9/30/2017
$1,999,449 (estimated)
Annual revenues and expenditures for MCELMR are summarized in the table below:
Fiscal Year
Revenue
Expenditure
Difference
05 -06
$47,417.00
$15,743.00
$31,674.00
06 -07
$185,766.00
$23,400.00
$162,366.00
07 -08
$267,031.00
$76,759.00
$190,272.00
08 -09
$281,077.00
$98,953.00
$182,124.00
09 -10
$131,990.47
$128,739.76
$3,250.71
10 -11
$146,225.34
$153,612.00
($7,386.66)
11 -12
$164,380.36
$152,510.28
$11,870.08
12 -13
$245,727.00
$127,193.00
$118,534.00
13 -14
$132,339.00
$142,481.00
($10,142.00)
14 -15
$504,862.00
$179,035.00
$325,827.00
15 -16
$440,115.90
$179,600.74
$260,515.16
16 -17
$540,262.31
$179,020.99
$361,241.32
17 -18 YTD
$181,254.18
$79,261.14
$101,993.04
Packet Pg. 289
B.1.b
Code Compliance
Proposed FY19:
FY19 Revenue Source
Adopted
General Fund
$0
Other Ad Valorem
$2,137,884
Non Ad Valorem
$0
Capital Funds
$0
$2,137,884
Expenditures by Department
2,500,000
2,000,000
1,500,000
1,000,000
500,000
Code Compliance
Expenditures by Department
Code Compliance
Total
1,416,346 1,796,905 2,137,884 19.0%
Adopted
Adopted
Proposed
FY19
FY17 Budget
FY18 Budget
FY19 Budget
Change
1,416,346 1,796,905 2,137,884 19.0%
FY19 Expenditures by Department
FY19 Revenue Source
■ General Fund 0%
■ Other Ad Valorem 100%
19 Non Ad Valorem 0%
■ Capital Funds 0%
■ Code Compliance 100%
Packet Pg. 290
FY17 Budget FY18 Budget FY19 Budget
B.1.b
Code Compliance
Budgetary Cost Summary
Personnel Expenditures
Operating Expenditures
Capital Outlay Expenditures
Total
Adopted
Adopted
Proposed
FY19
FY17 Budget
FY18 Budget
FY19 Budget
Change
1,056,733 1,523,512 1,557,832 2.3%
254,340 230,893 537,552 132.8%
- 42,500 42,500 0.0%
1,311,073 1,796,905 2,137,884 19.0%
Budgetary Cost Summary
2,500,000
2,000,000
1,500,000
1,000,000
500,000
Personnel Expenditures
■ Operating Expenditures
Capital Outlay Expenditures
Packet Pg. 291
FY17 Budget FY18 Budget FY19 Budget
Adopted
FY17 Budget
Adopted
FY18 Budget
Proposed
FY19 Budget
FY19
Change
FTE History
16.00
19.30
19.30
FY18 Change
Reallocate Assistant County Administrator and Executive Assistant
between departments
2 FTE's for Vacation Coordinators BOCC approved 5/17/17
1 FTE for Collection Coordinator BOCC approved 5/17/17
Packet Pg. 291
FY17 Budget FY18 Budget FY19 Budget
B.1.b
Monroe County Board of County Commissioners
Fiscal Year 2019 Preliminary Fiscal Plan
Code Compliance
Code Compliance
Organizational Chart
Total Full -Time Equivalents (FTE) = 19.30
Code Compliance
Total Full -Time Equivalents (FTE) = 19.30
Fiscal Year 2019 1 Code Compliance
Packet Pg. 292
B.1.b
Monroe County Board of County Commissioners
Fiscal Year 2019 Preliminary Fiscal Plan
Code Compliance
Mission Statement
The mission of the Code Compliance Department is to promote, protect and improve the health, safety and welfare of citizens and the
environment by providing an equitable, expeditious and effective enforcement of all County Codes and establishing a working partnership with
Monroe County neighborhoods.
Services Provided
• Perform field investigations for complaints relating to ordinance violations both reactively and proactively.
• Issue courtesy warning notices, and notices of violations. Inspectors place an emphasis on voluntary compliance measures, but also provide
enforcement where required to obtain compliance.
• Present ordinance violation cases in special master hearings and the court system.
• Coordinate the removal of abandoned vehicles, vessels, debris, and vegetative debris from private property, County and State Rights of way
• Coordinate unsafe structure enforcement with the County Building Official.
• Coordinate foreclosure proceedings with the County Attorney.
• Provide staff assistance to the Special Master.
• Provide information to public regarding Monroe County Code and compliance.
Strategic Goals
Identify vacation rental violations and gain compliance improving the quality of life in neighborhoods.
Develop a guide to prioritize types of violations and severity to assure consistent enforcement throughout unincorporated Monroe County.
Reduce number of cases in lien status by moving cases forward to Special Magistrate to authorize Collections and ultimately to BOCC to authorize
further legal action.
Maintain Certified Floodplain Management and Florida Assoc. of Code Enforcement (FACE) certifications.
Conduct in -house staff training of inspectors and administrative assistant trainings.
Enforce mandatory central wastewater connections required by State of Florida Area of Critical State Concern (ACSC) work plan.
Coordinate with the Building Official on unsafe properties to gain full compliance and elimination of unsafe structures.
FY 2016 FY 2017 FY 2018 FY 2018 FY 2019 FY 2019
Appropriations by Department Actual Actual Adopted Amended Preliminary Change
Code Compliance 1,227,999 1,311,073 1,796,905 1,796,905 2,137,884 19.0%
Total Budget 1,227,999 1,311,073 1,796,905 1,796,905 2,137,884 19.0%
FY 2016 FY 2017 FY 2018 FY 2018 FY 2019 FY 2019
Revenue Sources Actual Actual Adopted Amended Preliminary Change m
Mstd - Ping /bldg /code /fire Mar
1,227,999
1,311,073
1,796,905
1,796,905
2,137,884
19.0%
Total Revenue
1,227,999
1,311,073
1,796,905
1,796,905
2,137,884
19.0% m
rn
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FY 2016
FY 2017
FY 2018
FY 2019
FY 2019
u_
Position Summary by Department
Actual
Actual
Adopted
Preliminary
Variance
Code Compliance
17.00
16.00
19.30
19.30
-
0
Total Full -Time FTE
17.00
16.00
19.30
19.30
-
W
Total FTE
17.00
16.00
19.30
19.30
-
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Fiscal Year 2019 2 Code Compliance
Packet Pg. 293
B.1.b
Monroe County Board of County Commissioners
Fiscal Year 2019 Preliminary Fiscal Plan
Code Compliance
Code Compliance
Mission Statement
To promote, protect and improve the health, safety and welfare of citizens and the environment by providing an equitable, expeditious and
effective enforcement of all County Codes and establishing a working partnership with Monroe County neighborhoods.
Department Description
The Code Compliance Department performs field investigations for complaints relating to ordinance violations both reactively and proactively.
Proposes courtesy warning notices and notices of violations. Inspectors place an emphasis on voluntary compliance measures, but also provide
enforcement where required to obtain compliance. Present ordinance violation cases in special master hearings and the court system. Coordinate
the removal of abandoned vehicles, vessels, debris, and vegetative debris from private property, County and State Rights of way. Coordinate
unsafe structure enforcement with the County Building Official. Coordinate foreclosure proceedings with the County Attorney. Provides staff
assistance to the Special Master and information to public regarding Monroe County Code and compliance.
Major Variances
Enhancement Request - Demolition of unsafe structures ($200K) and renewal of Host Compliance contract ($100K)
Related Strategic Goal: Responsibly- Managed Growth and Community Planning
Total Revenue 1,227,999 1,311,073 1,796,905 1,796,905 2,137,884 19.0%
Fiscal Year 2019 3 Code Compliance
Packet Pg. 294
M
FY 2017 FY 2018
FY 2018
FY 2019
C
Objective /Performance Measures
Frequency
Actual Target
YTD
Target
C
Conduct in -house training of inspectors and administrative assistant
y
Number of staff members trained per year
Quarterly
4 7
3
7
y
Coordinate with the Building Official on unsafe properties to gain full
compliance
c
Number of unsafe properties in full compliance
Quarterly
2 50
10
200
C
Enforce mandatory central wastewater connections required by State of
Florida
C
Number of connections enforced
Monthly
77 50
2
50
y
Maintain /achieve Certified Floodplain Mgmt. training and FL Assoc. of Code
Enforcement (FACE) certs.
d
Number of (FACE) certifications maintained /achieved
Annually
10 9
7
10
Reduce number of cases in lien status
Number of cases scheduled per month
Monthly
116 120
51
120
0
Utilize Software purchased to identify vacation rental violators and gain
m
compliance
Number of violations and gained compliance
Monthly
97 200
102
350
>_
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FY 2016 FY 2017
FY 2018
FY 2018
FY 2019
FY 2019
-a
Budgetary Cost Summary Actual Actual
Adopted
Amended
Preliminary
Change
y
Personnel Expenditures 1,024,686 1,056,733
1,523,512
1,513,955
1,557,832
2.3%
a
Operating Expenditures 166,984 254,340
230,893
238,893
537,552
132.8%
o
Capital Outlay Expenditures 36,330 -
42,500
44,057
42,500
- %
a
Total Budget 1,227,999 1,311,073
1,796,905
1,796,905
2,137,884
19.0%
m
E
FY 2016 FY 2017
FY 2018
FY 2018
FY 2019
FY 2019
t
Revenue Sources Actual Actual
Adopted
Amended
Preliminary
Change
r
Mstd - Ping /bldg /code /fire Mar 1,227,999 1,311,073
1,796,905
1,796,905
2,137,884
19.0%
Q
Total Revenue 1,227,999 1,311,073 1,796,905 1,796,905 2,137,884 19.0%
Fiscal Year 2019 3 Code Compliance
Packet Pg. 294
B.1.b
Monroe County Board of County Commissioners
Fiscal Year 2019 Preliminary Fiscal Plan
Code Compliance
Code Compliance
Fiscal Year 2019
4
Code Compliance
Packet Pg. 295
FY 2016
FY 2017
FY 2018
FY 2019 FY 2019
Position Summary
Actual
Actual
Adopted
Preliminary Variance
G./ 1 -�" <K8& D00 -' <
5B4)$
F4)$
5)4)$
W) $
Official §W Admihistrators
- 1 - 00 -
- 0-30 -
Technicians
2.00
2.00
1.00
1.00 -
Professionals
9.00
8.00
10.00
10.00 -
Total Full -Time FTE
17.00
16.00
19.30
19.30 -
Total FTE
17.00
16.00
19.30
19.30 -
Fiscal Year 2019
4
Code Compliance
Packet Pg. 295
B.1.b
MEMORANDUM
MONROE COUNTY GROWTH MANAGEMENT DIVISION
We strive to be caring, professional and fair
To: Roman Gastesi, County Administrator
From: Cynthia J. McPherson, Sr. Director Code Compliance
CC: Tina Boan, Office of Management and Budget Director
Date: March 19, 2018
RE: FY 2018 -2019 Budget Request — Code Compliance
60500 Code Compliance
We are unable to cut operating expenses by 2.1% as a result of increased workload of Hurricane
Irma. However, we are able to keep the operating budget flat.
Account Number & Name
Enhancements
530340 Other Contractual Service
+$300,000.
Total Enhancements
+$300,000.
ENHANCEMENTS
The Code Compliance Department has two positions affected by the hiring freeze initiated after
Hurricane Irma. Prior to requesting enhancements, I would like inquire as to the status of
availability.
Po sition nmber
Position Iitle
Loaded
Salary
Currently
Fdledl[ nfilled
Delay
rec oncider in 6
I year
cl el.1-
Iotal Savings
GMCE018
Adrn in. A=. Stock Is la nd
�58,245.00
Un=LlIed
Yes
Yes
SH,24.100
GMCE027
VRCoordinator
X69548.00
U11 7115d
Yes
1%
S#? 5O0.00
1. On June 15, 2011, the Board of County Commissioners (BOCC) approved a process and
procedure for the removal of unsafe, unoccupied and non - homesteaded structures. The effort is
accomplished by the Code Compliance Department in conjunction with the Building Official and
Assistant County Attorney. See checklist for process attached.
On September 5, 2017, a State of Local Emergency was declared due to the projected path and
potential landfall of Hurricane Irma. Hurricane Irma swept across Monroe County on September
10, 2017 majorly damaging and /or destroying approximately 4,000 homes /properties. The storm
left uninhabitable structures and unsafe conditions.
The Code Compliance Department is requesting increased funding of $200,000. to abate the unsafe
conditions to protect the community by demolishing the offending structures. The funding will be
used when property owners will not demolish on their own. This The cost of the demolition will be
placed as a lien against the property.
Packet Pg. 296
B.1.b
Packet Pg. 297
6:1.b
2. On May 17, 2017, the BOCC approved the purchase of Host Compliance, a software system for
one year of service. The software provides data and evidence for prosecution of code cases for
illegal vacation rentals being advertised on the internet. On December 13, 2017, the BOCC
approved a four -month extension with no increased cost to the contract to September 17, 2018 due
to Hurricane Irma.
The Code Compliance Department is requesting funding of $100,000.00 to renew the Host
Compliance contract for additional year. The software provides an expedited method of gathering
evidence resulting in an increased number of code cases going before the Special Magistrate each
month. The focus has been on vacation rental activity in zoning districts that prohibit the activity.
While this will continue, the software will also identify vacation rentals that are in zoning districts
that allow a vacation rental with a permit. Identification of these properties would allow staff to
notify the property owners of the permit requirement. Thus bringing them in compliance with the
Land Development Regulations.
3. The position of the wastewater code inspector has become vacant. We are proposing using that
FTE for the unsafe structure process in FY19. Reorganization of the department is necessary to
address the challenges from Hurricane Irma. See organizational chart attached.
Thank you for your consideration.
Packet Pg. 298
B.1.b
Project Management /Facilities
Proposed FY19:
FY19 Revenue Source
General Fund
$9,788,327
Other Ad Valorem
$4,826,897
Non Ad Valorem
$0
Capital Funds
$30,453,744
$45,068,968
FY19 Revenue Source
• General Fund
• Other Ad Valorem
• Non Ad Valorem
0%
■ Capital Funds
Expenditures by Department
Animal Shelter
Facilities Maintenance
General Gov Cap Projects
Human Sery Cap Projects
Impact Fees Parks & Rec
Parks & Rec Cap Projects
Physical Env Projects
Public Safety Capital Projects
Public Works Management
Wastewater MSTU Capital
Wastewater MSTU's
Total
FY19 Expenditures by Department
ro/. 2 %1% 3%
Adopted
Expenditures by Department
Proposed
--4--Animal Shelter
30,000,000
I FY18 Budget
I FY19 Budget
— Facilities Maintenance
25,000,000
General Gov Cap Projects
3,442,050
}Impact Fees Parks & Rec
20,000,000
Parks & Rec Cap Projects
-
Physical Env Projects
15,000,000
598,222
602,296
—1— Public Safety Capital Projects
6,896,913
Human Sery Cap Projects
10,000,000
20.6%
26,083,372
(Public Works Mgmt
5,000,000
—K—Road Department
10,575,219
-I- Wasterwater MSTU Capital
-
—� —WastewaterMSTU's
4,172,551
FY17 Budget FY18 Budget FY19 Budget
Expenditures by Department
Animal Shelter
Facilities Maintenance
General Gov Cap Projects
Human Sery Cap Projects
Impact Fees Parks & Rec
Parks & Rec Cap Projects
Physical Env Projects
Public Safety Capital Projects
Public Works Management
Wastewater MSTU Capital
Wastewater MSTU's
Total
FY19 Expenditures by Department
ro/. 2 %1% 3%
Adopted
Adopted
Proposed
FY19
FY17 Budget
I FY18 Budget
I FY19 Budget
I Change
1,114,969
1,310,122
1,367,268
4.4%
11,203,255
12,595,662
12,990,335
3.1%
12,673,633
5,522,554
3,442,050
-37.7%
50,000
-
-
0.0%
588,348
598,222
602,296
0.7%
6,896,913
6,493,290
7,829,290
20.6%
26,083,372
17,764,455
7,465,935
-58.0%
10,575,219
4,030,000
7,950,000
97.3%
4,172,551
2,172,019
2,201,876
1.4%
959,999
1,010,479
911,708
-9.8%
646,364
596,992
308,210
-48.4%
74,964,623 52,093,795 45,068,968 -13.5%
• Animal Shelter
• Facilities Maintenance
• General Gov Cap Projects
• Human Sery Cap Projects
• Impact Fees Parks & Rec
• Parks & Rec Cap Projects
• Physical Env Projects
• Public Safety Capital Projects
• Public Works Management
• Wastewater MSTU Capital
• Wastewater MSTU's
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B1.b
Project Management /Facilities
Budgetary Cost Summary
Personnel Expenditures
Operating Expenditures
Capital Outlay Expenditures
Interfund Transfers
Total
Adopted
Adopted
Proposed
FY19
FY17 Budget
FY18 Budget
FY19 Budget
Change
5,162,071
5,874,231
6,048,344
3.0%
24,726,657
21,147,249
16,257,127
-23.1%
44,393,895
24,390,315
17,670,562
-27.6%
682,000
682,000
5,092,935
646.8%
74,964,623
52,093,795
45,068,968
-13.5%
80,000,000
70,000,000
60,000,000
50,000,000
40,000,000
30,000,000
20,000,000
10,000,000
• Personnel Expenditures
• Operating Expenditures
• Capital Outlay Expenditures
Budgetary Cost Summary
Packet Pg. 300
FY17 Budget FY18 Budget FY19 Budget
Adopted
FY17 Budget
Adopted
FY18 Budget
Proposed
FY19 Budget
FY19
Change
FTE History
77.92
79.42
81.42
2.00
FY18 Change
Reallocate County Attorney Salaries to Fund 304
FY19 Change
2 FTE's for Bernstein Park Maintenance BOCC approved 5/16/18
Budgetary Cost Summary
Packet Pg. 300
FY17 Budget FY18 Budget FY19 Budget
B.1.b
Monroe County Board of County Commissioners
Fiscal Year 2019 Preliminary Fiscal Plan
Project Management /Facilities
Project Management /Facilities
Organizational Chart
Total Full -Time Equivalents (FTE) = 81.42
Public Works Management
Total Full -Time Equivalents (FTE) = 15.26
Facilities Maintenance
Total Full -Time Equivalents (FTE) = 65.26
Wastewater MSTU Capital
Total Full -Time Equivalents (FTE) = 0.91
Fiscal Year 2019 1 Project Manage ment/Facilities
Packet Pg. 301
B.1.b
Monroe County Board of County Commissioners
Fiscal Year 2019 Preliminary Fiscal Plan
Project Management /Facilities
Business Center Vision
To maintain, improve and expand the County's public facilities and infrastructure that will best serve the health, safety, welfare and
interest of the residents and visitors of Monroe County for the best value service. Failure to maintain our buildings, roads, bridges,
parks and other public facilities would mean costly expenditures in the future and /or potentially cut services.
Mission Statement
The mission of the Project Management and Facilities department is to economically and efficiently maintain, improve and expand Monroe
County's facilities and infrastructure to best serve public health, safety, welfare, and interests of the residents and visitors of Monroe County.
Services Provided
Assist the County Administrator with implementing the policies and programs of the Board of County Commissioners as they relate to the
following departments or sections:
Project Management
Wastewater Construction Management
Facilities Maintenance
Unincorporated Parks & Beaches
Correction Facilities
Higgs Beach
Animal Shelters
Strategic Goals
Maximize revenues by pursuing grants and legislative appropriations
Procuring "best- value" goods, services and assets that support County operations
Maximize opportunities to improve health and safety of employees
Inspect and Maintain equipment on a regular basis
Work to keep all buildings clean and a safe working environment
Continue with Safety Preventative Measures while performing daily assignments
Standardized maintenance program for All County Parks and Beaches
Reduce the average completion time spent on a work order
Ensure administrative duties including record keeping, purchasing, budget monitoring, personnel actions are completed accurately and in a timely
fashion
Appropriations by Department
Animal Shelters
County Engineering Capital
Facilities Maintenance
General Gov Cap Projects
Human Services Capital Projects
Impact Fees Parks & Recreation
Parks & Recreation Capital Projects
Physical Environment Projects
Public Safety Capital Projects
Public Works Management
Wastewater MSTU Capital
Wastewater MSTUs
FY 2016 FY 2017 FY 2018
Actual Actual Adopted
1,071,078 1,059,357 1,310,122
FY 2018
Amended
FY 2019
Preliminary
FY 2019
Change
1,310,122
1,367,268
4.4%
150,000
-
- %
12,595,662
12,990,335
3.1%
3,907,424
3,442,050
(37.7 %)
25,000
-
- %
598,222
602,296
0.7%
6,045,000
7,829,290
20.6%
17,294,480
7,465,935
(58.0 %)
5,108,000
7,950,000
97.3%
4,277,072
2,201,876
1.4%
1,010,479
911,708
(9.8 %)
890,479
308,210
(48.4 %)
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9,166,238 10,268,192 12,595,662
3,066,858 3,510,943 5,522,554
13,355
805,267
45,265,968
3,900,495
1,018,965
975,089
24,678
21,461
25,400
10, 552, 583
20,041,210
2,033,965
990,655
827,787
134,091
598,222
6,493,290
17,764,455
4,030,000
2,172,019
1,010,479
596,992
Total Budget 65,307,992 49,465,644 52,093,795 53,211,940 45,068,968 (13.5 %)
Fiscal Year 2019 2 Project Management/Facilities
Packet Pg. 302
B.1.b
Monroe County Board of County Commissioners
Fiscal Year 2019 Preliminary Fiscal Plan
Project Management /Facilities
Total Revenue 65,307,992 49,465,644 52,093,795 53,211,940 45,068,968 (13.5 %)
Position Summary by Department
FY 2016
FY 2017
FY 2018
FY 2018
FY 2019
FY 2019
Revenue Sources
Actual
Actual
Adopted
Amended
Preliminary
Change
General Fund
7,167,397
7,828,325
9,762,229
9,762,229
9,788,327
0.3%
Fine & Forfeiture Fund
1,582,798
1,730,700
2,249,440
2,249,440
2,569,774
14.2%
Governmental Fund Type Grants
70,490
63,996
-
2,255,054
-
- %
Impact Fees Fund - Parks & Rec
13,355
25,400
598,222
598,222
602,296
0.7%
Unincorporated Svc Dist Parks & Rec
1,628,181
1,794,223
2,174,880
2,174,880
2,257,123
3.8%
Misc Special Revenue Fund
1,178
-
2,633
2,633
2,633
- %
Environmental Restoration Fund
-
-
9,083
9,083
9,083
- %
Marathon Municipal Service Taxing Unit
-
-
1,101
1,101
1,500
36.2%
Bay Point Wastewater Municipal Service
733
-
29,200
29,200
29,470
0.9%
Taxing Unit
Big Coppitt Wastewater Municipal Service
838
-
80
80
350
337.5%
Taxing Unit
Key Largo Wastewater Municipal Service
-
-
4,021
4,021
4,490
11.7%
Taxing Unit
Stock Island Wastewater MSTU
19,040
125,503
375,000
668,487
85,000
(77.3 %)
Cudjoe - Sugarloaf Municipal Service Taxing
6
-
-
-
-
- %
Unit
Conch Key Municipal Service Taxing Unit
-
-
400
400
400
- %
Long Key, Layton Municipal Service Taxing
3,740
4,236
153,700
153,700
152,000
(1.1 %)
Unit
Duck Key Municipal Service Taxing Unit
321
4,351
33,490
33,490
35,000
4.5%
One Cent Infra - structure Sales Tax
10,064,402
9,402,806
7,268,997
6,128,441
5,773,539
(20.6 %)
Infr Sls Srtx Rev Bds 2007
19,071
26,691
70,000
408,000
138,000
97.1%
Big Coppitt Waste Water Project
714,603
702,733
755,500
755,500
755,500
- %
Duck Key Waste Water Project
126,921
6,584
35,000
35,000
35,000
- %
Cudjoe Regional WW Project
41,677,918
17,336,072
10,219,979
10,219,979
4,532,143
(55.7 %)
Series 2014 Revenue Bonds
2,078,643
9,437,069
12,000,840
11,373,000
16,297,340
35.8%
Long Key Wastewater
138,357
630,198
350,000
350,000
-
(100.0 %)
Land Acquisition
-
346,756
6,000,000
6,000,000
2,000,000
(66.7 %)
Total Revenue 65,307,992 49,465,644 52,093,795 53,211,940 45,068,968 (13.5 %)
Position Summary by Department
FY 2016
Actual
FY 2017
Actual
FY 2018
Adopted
FY 2019
Preliminary
FY 2019
Variance
Public Works Management
0.52
0.05
15.26
15.26
-
Facilities Maintenance
63.26
63.26
63.26
65.26
2.00
County Engineering Capital
12.71
13.71
-
-
-
Wastewater MSTU Capital
0.98
0.90
0.91
0.91
-
Total Full -Time FTE
77.47
77.92
79.42
81.42
2.00
Total FTE
77.47
77.92
79.42
81.42
2.00
Fiscal Year 2019 3 Project Management/Facilities
Packet Pg. 303
C /2 /c
Monroe County Board of County Commissioners
Fiscal Year 2019 Preliminary Fiscal Plan
Project Management /Facilities
Public Works Management
Department Description
Public Works Management provides public services through various department functions such as Facilities Maintenance, Engineering services,
Project Management services, Solid Waste Management, and wastewater.
Major Variances
Cost Center 20000:
Expenses to be charged to cost center 22001, County Engineer General.
Cost Center 22001
510120 Salaries decrease by $30,000. Moved to Travel per diem. County Engineer's salaries are being divided out between the departments he
oversees.
530400 Travel per Diem increase by $30,000, transferred from Salaries. Travel includes the twice per year out of town board meetings for
F.A.C.E.R.S by Judy Clarke.
Related Strategic Goal: Excellent, Efficient, Equitably - Delivered Public Service
Fiscal Year 2019
4
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FY 2017
FY 2018
FY 2018
FY 2019
Objective /Performance Measures
Frequency
Actual
Target
YTD
Target
Ensure record keeping, purchasing, budget monitoring, personnel actions are
completed accurately
Percentage of work completed before due date /deadline
Annually
90
100
85
100
Reduce the average completion time spent on a work order
Percentage of daily time spent effectively responding to%ompleting open work
Annually
85
90
85
90
orders
Related Strategic Goal: Fiscal Strength
and Stability
FY 2017
FY 2018
FY 2018
FY 2019
Objective /Performance Measures
Frequency
Actual
Target
YTD
Target
Maximize revenues by pursuing grants and legislative appropriations
Number of Grants approved
Annually
8
8
8
10
Procuring "best- value" goods, services and assets that support County
operations
Percentage of monitored & negotiated fees
Annually
100
100
100
100
Related Strategic Goal: Responsible Management of Physical Infrastructure and Capital Assets
FY 2017
FY 2018
FY 2018
FY 2019
Objective /Performance Measures
Frequency
Actual
Target
YTD
Target
Continue with Safety Preventative Measures while performing daily
assignments
Number of instances that safety gear is not worn or safe practices are not followed
Annually
0
0
0
0
Inspect and Maintain equipment on a regular basis
Percentage of equipment repaired or serviced before they become inoperable or a
Annually
100
100
100
100
safety issue
Fiscal Year 2019
4
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Packet Pg. 304
B.1.b
Monroe County Board of County Commissioners
Fiscal Year 2019 Preliminary Fiscal Plan
Project Management /Facilities
Public Works Management
Fiscal Year 2019
5
Project Management/Facilities
Packet Pg. 305
FY 2016
FY 2017
FY 2018
FY 2018
FY 2019
FY 2019
Budgetary Cost Summary
Actual
Actual
Adopted
Amended
Preliminary
Change
Personnel Expenditures
722,871
835,445
1,370,001
1,370,582
1,371,501
0.1%
Operating Expenditures
259,327
152,189
718,018
2,822,510
808,375
12.6%
Capital Outlay Expenditures
36,767
3,020
84,000
83,980
22,000
(73.8 %)
Total Budget
1,018,965
990,655
2,172,019
4,277,072
2,201,876
1.4%
Fiscal Year 2019
5
Project Management/Facilities
Packet Pg. 305
FY 2016
FY 2017
FY 2018
FY 2018
FY 2019
FY 2019
Revenue Sources
Actual
Actual
Adopted
Amended
Preliminary
Change
General Fund
142,238
25,699
292,481
292,481
269,337
(7.9 %)
Governmental Fund Type Grants
70,490
63,996
-
2,105,054
-
- %
One Cent Infra - structure Sales Tax
793,566
900,959
1,879,538
1,879,537
1,932,539
2.8%
Infr Sls Srtx Rev Bds 2007
12,671
-
-
-
-
- %
Total Revenue
1,018,965
990,655
2,172,019
4,277,072
2,201,876
1.4%
Fiscal Year 2019
5
Project Management/Facilities
Packet Pg. 305
FY 2016
FY 2017
FY 2018
FY 2019 FY 2019
Position Summary
Actual
Actual
Adopted
Preliminary Variance
Administrative Support
-
-
3.94
3.94 -
Officials & Administrators
0.05
0.05
1.73
1.73 -
Paraprofessionals
-
-
0.70
0.70 -
Professionals
0.47
-
8.89
8.89 -
Total Full -Time FTE
0.52
0.05
15.26
15.26 -
Total FTE
0.52
0.05
15.26
15.26 -
Fiscal Year 2019
5
Project Management/Facilities
Packet Pg. 305
C /2 /c
Monroe County Board of County Commissioners
Fiscal Year 2019 Preliminary Fiscal Plan
Project Management /Facilities
Facilities Maintenance
Mission Statement
To maintain all County buildings, grounds, constitutional offices, parks and beaches at the highest level of quality and in the most efficient manner
to provide the employees, citizens and visitors with clean, safe and comfortable facilities.
Department Description
Construction and maintenance of County buildings and grounds
Total square footage of County buildings- 680,000
Major buildings include: Freeman Justice Center, Old Courthouse Building, Lester Building, Harvey Govt. Center, Gato Building, Marathon Govt
Center, Courthouse and Annex, Plantation Key Courthouse and Murray Nelson Govt. Center.
Total square footage of Correction facilities maintained- 317,123
Major buildings include: Monroe County Sheriff's Administration Building, Roth Building and Detention Center.
Total square footage of Parks & Beaches maintained- 4,709,272
Major Parks & Beaches include: Higg's Beach, Bernstein Park, Big Pine Key Park, Harry Harris Park, Veteran's Park
Major Variances
20501 Facilities Maintenance:
Contractual Services increased by the CPI -U of 2.1 %, $15,218.
Rentals - Airports increased by the CPI -U of 2.1 %, $2,255.
Diesel Fuel decrease by $10,000 - Transferred to Internal Fuel creating a budget increase of $10,000.
20505 Correction Facilities:
Contractual Services increase $48,328 mainly from adding generator maintenance from Pantropic ($10,000), increasing maintenance for
equipment from Heritage Group ($10,000), adding pest control services from Terminix ($5,000), and a CPI -U increase of 2.1% ($6,500).
Phone & Postage /Freight increase of $2,000 due to prior year shortages.
Utility Services increase of $170,000 due to the expected 59% increase from the Key West Resort Utility company. The majority of wastewater
charges are from the detention facility on Stock Island.
Rentals and Leases increase $4,000 - expected county cost of the temporary trailers occupied by staff due to Hurricane Irma.
Repair and Maintenance increase by $40,000 to upgrade plumbing to ICON Systems and standardize the plumbing in the detention centers
county -wide. The new ICON Systems will provide water sustainability in prisons.
Operating Supplies decrease $15,000. Reverted back to f/y 2017 budgets.
Diesel Fuel decrease $2,000 - overages in prior years.
Internal Fuel decrease $2,000 - overages in prior years.
Capital Outlay - Equipment increase $35,000 for the purchase of a new boiler.
Fiscal Year 2019 6 Project Management/Facilities
Packet Pg. 306
B.1.b
Monroe County Board of County Commissioners
FY 2016
Fiscal Year 2019 Preliminary Fiscal Plan
FY 2018
Project Management /Facilities
FY 2019
Facilities Maintenance
Budgetary Cost Summary
Related Strategic Goal: Excellent, Efficient, Equitably - Delivered Public Service
Actual
FY 2017 FY 2018
FY 2018 FY 2019
Objective /Performance Measures Frequency Actual Target
YTD Target
Ensure record keeping, purchasing, budget monitoring, personnel actions are
3,621,737
completed accurately
4,405,684
Percentage of work completed before due date /deadline. Annually 90 100
90 100
Maximize opportunities to improve health and safety of employees
Operating Expenditures
100% of Project/Facilities staff receive OSHA certification Annually 100 100
100 100
Reduce the average completion time spent on a work order
7,605,616
Percentage of daily time spent effectively responding to%ompleting open work Annually 45 50
40 50
orders
232,062
Related Strategic Goal: Fiscal Strength and Stability
529,716
FY 2017 FY 2018
FY 2018 FY 2019
Objective /Performance Measures Frequency Actual Target
YTD Target
Maximize revenues by pursuing grants and legislative appropriations
10,268,192
Number of Grants approved Annually 2 5
3 5
Procuring "best- value" goods, services and assets that support County
3.1%
operations
-
Percentage of monitored & negotiated fees Annually 100 100
100 100
Related Strategic Goal: Responsible Management of Physical Infrastructure and Capital Assets
FY 2017 FY 2018
FY 2018 FY 2019
Objective /Performance Measures Frequency Actual Target
YTD Target
Continue with Safety Preventative Measures while performing daily
12,595,662
assignments
12,990,335
Number of instances that safety gear is not worn or safe practices are not followed Annually 0 0
0 0
Work to keep all buildings clean and a safe working environment
Reduce number of complaints by preventive maintenance and daily janitorial work Annually 3 0
2 0
Fiscal Year 2019
■
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Packet Pg. 307
FY 2016
FY 2017
FY 2018
FY 2018
FY 2019
FY 2019
Budgetary Cost Summary
Actual
Actual
Adopted
Amended
Preliminary
Change
Personnel Expenditures
3,621,737
3,858,179
4,405,684
4,405,684
4,575,635
3.9%
Operating Expenditures
5,312,440
6,141,683
7,660,262
7,605,616
7,961,984
3.9%
Capital Outlay Expenditures
232,062
268,330
529,716
584,362
452,716
(14.5 %)
Total Budget
9,166,238
10,268,192
12,595,662
12,595,662
12,990,335
3.1%
Fiscal Year 2019
■
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FY 2016
FY 2017
FY 2018
FY 2018
FY 2019
FY 2019
Revenue Sources
Actual
Actual
Adopted
Amended
Preliminary
Change
General Fund
5,954,081
6,743,269
8,159,626
8,159,626
8,151,722
(0.1 %)
Fine & Forfeiture Fund
1,582,798
1,730,700
2,249,440
2,249,440
2,569,774
14.2%
Unincorporated Svc Dist Parks & Rec
1,628,181
1,794,223
2,174,880
2,174,880
2,257,123
3.8%
Misc Special Revenue Fund
1,178
-
2,633
2,633
2,633
- %
Environmental Restoration Fund
-
-
9,083
9,083
9,083
- %
Total Revenue
9,166,238
10,268,192
12,595,662
12,595,662
12,990,335
3.1%
Fiscal Year 2019
■
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Fiscal Year 2019
8
Project Management/Facilities
Packet Pg. 308
FY 2016
FY 2017
FY 2018
FY 2019
FY 2019
Position Summary
Actual
Actual
Adopted
Preliminary
Variance
Administrative Support
9.33
9.83
44.61
45.61
1.00
Officials & Administrators
1.15
0.15
0.15
0.15
-
Service - Maintenance
25.28
28.28
9.50
10.50
1.00
Skilled Craft Workers
14.50
11.00
3.00
3.00
-
Technicians
3.00
3.00
3.00
3.00
-
Service Maintenance
7.00
7.00
-
-
-
Professionals
3.00
4.00
3.00
3.00
-
Total Full -Time FTE
63.26
63.26
63.26
65.26
2.00
Total FTE
63.26
63.26
63.26
65.26
2.00
Fiscal Year 2019
8
Project Management/Facilities
Packet Pg. 308
B.1.b
Monroe County Board of County Commissioners
Fiscal Year 2019 Preliminary Fiscal Plan
Project Management /Facilities
Animal Shelters
Mission Statement
To promote responsible pet ownership, animal care, community safety, increase adoptions, and reduce pet overpopulation. To treat the
symptoms of irresponsible pet ownership while seeking to eliminate the causes by compassionately using education and enforcement.
Department Description
Animal care, receiving surrendered and abandoned pets, return of lost pets, pet adoptions, animal law enforcement, education, licensing, and
low -cost spay and neuter programs.
Major Variances
New Marathon contract & estimated 2.1% CPI -U ($93K)
Total Budget 1,071,078 1,059,357 1,310,122 1,310,122 1,367,268 4.4%
FY 2016 FY 2017 FY 2018 FY 2018 FY 2019 FY 2019
Revenue Sources Actual Actual Adopted Amended Preliminary Change
General Fund 1,071,078 1,059,357 1,310,122 1,310,122 1,367,268 4.4%
Total Revenue 1,071,078 1,059,357 1,310,122 1,310,122 1,367,268 4.4%
Fiscal Year 2019 9 Project Management/Facilities
Packet Pg. 309
FY 2016
FY 2017 FY 2018
FY 2018
FY 2019
FY 2019
Budgetary Cost Summary
Actual
Actual Adopted
Amended
Preliminary
Change
Operating Expenditures
1,052,490
1,059,357 1,210,122
1,210,122
1,302,268
7.6%
Capital Outlay Expenditures
18,588
- 100,000
100,000
65,000
(35.0 %)
Total Budget 1,071,078 1,059,357 1,310,122 1,310,122 1,367,268 4.4%
FY 2016 FY 2017 FY 2018 FY 2018 FY 2019 FY 2019
Revenue Sources Actual Actual Adopted Amended Preliminary Change
General Fund 1,071,078 1,059,357 1,310,122 1,310,122 1,367,268 4.4%
Total Revenue 1,071,078 1,059,357 1,310,122 1,310,122 1,367,268 4.4%
Fiscal Year 2019 9 Project Management/Facilities
Packet Pg. 309
B.1.b
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Physical Environment Projects
Department Description
Projects in this category include Wastewater, canals and land acquisition. Capital infrastructure projects of which have a life expectancy in
excess of five years.
Major Variances
Fund 304:
The budget is lower in FY19 than FY18, as no new projects have been budgeted at this time. The current plan is to complete existing projects
approved in previous budgets.
Fund 312:
Continuation of Cudjoe Regional Wastewater Project.
Fund 315:
Finalize FKAA loan for Long Key Wastewater Project.
Fund 316:
Continuation of land purchases for conservation and recreational purposes.
See the Capital Project section for further project details
Budgetary Cost Summary
FY 2016
Actual
FY 2017
Actual
FY 2018
Adopted
FY 2018
Amended
FY 2019
FY 2019
Change
Personnel Expenditures
2,715
19,131
-
-
-
- %
Operating Expenditures
138,357
738,005
10,847,355
10,860,975
85,000
(99.2 %)
Capital Outlay Expenditures
45,124,897
19,284,075
6,917,100
6,433,505
2,970,000
(57.1 %)
Interfund Transfers
-
-
-
-
4,410,935
- %
Total Budget
45,265,968
20,041,210
17,764,455
17,294,480
7,465,935
(58.0 %
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Fiscal Year 2019 10 Project Management/Facilities
Packet Pg. 310
FY 2016
FY 2017
FY 2018
FY 2018
FY 2019
FY 2019
Revenue Sources
Actual
Actual
Adopted
Amended
Preliminary
Change
a�
One Cent Infra - structure Sales Tax
3,583,258
1,846,654
1,414,455
944,480
1,055,000
(25.4 %)
Cudjoe Regional WW Project
41,544,353
17,217,601
10,000,000
10,000,000
4,410,935
(55.9 %)
Long Key Wastewater
138,357
630,198
350,000
350,000
-
(100.0 %)
CD
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Land Acquisition
-
346,756
6,000,000
6,000,000
2,000,000
(66.7 %)
LL
Total Revenue
45,265,968
20,041,210
17,764,455
17,294,480
7,465,935
(58.0 %)
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Fiscal Year 2019 10 Project Management/Facilities
Packet Pg. 310
B.1.b
Monroe County Board of County Commissioners
Fiscal Year 2019 Preliminary Fiscal Plan
Project Management /Facilities
General Gov Cap Projects
Department Description
IN/6; (1°/) & / *; (5 °/b cp&$°/9 /407 -(; °/&+5&5' ( +043 -(; °/8@3 +1$° /) &,913 - 9 *; % +' %-& �l/&$ °/6@�Yd-° /q( &,&$°/dB>(gl& +5 &$ °/8t *; % +' 0 /d-- 3
wfioFe. in 1fiis categoryincFude 66urtfi6 uses and administrative off 13 i6l infr5stru6ture protects of wfiicfi have — a M6 expectancyin
excess of five years.
Major Variances
The plan is to complete existing projects approved in previous budgets. Delays were caused by Hurricane Irma pushing projects back by months.
The new Marathon Library and Cudjoe Fire Station should be breaking ground in April of 2018. Completion of both construction projects should
be in the summer of 2019. The Department of Juvenile Justice Building renovation for the relocation of the Sheriff's evidence room, and the HVAC
system improvements at the Stock Island detention center will be completed in the spring of 2018. The beginning stages for the P.K. Courthouse
and Detention Center will start with the fuel station relocation to the Public Works facility on Magnolia Street, currently in design by Currie
Sowards Aguila Architects, and will be constructed by Biltmore Construction Co. Commencement to be in the spring of 2018.
Budgetary Cost Summary
Personnel Expenditures
Operating Expenditures
Capital Outlay Expenditures
FY 2016
FY 2017
FY 2018
Actual
Actual
Adopted
39,780
32,795
-
2,547
51,014
15,000
3,024,530
3,427,135
5,507,554
FY 2018
FY 2019 FY 2019
Amended
Preliminary Change
124,300
- - %
173,450
- (100.0 %)
3,609,674
3,442,050 (37.5 %)
Total Budget 3,066,858 3,510,943 5,522,554 3,907,424 3,442,050 (37.7 %
Revenue Sources
FY 2016
Actual
FY 2017
Actual
FY 2018
Adopted
FY 2018
Amended
FY 2019
Preliminary
FY 2019
Change
One Cent Infra - structure Sales Tax
3,016,478
3,334,516
2,725,004
2,849,424
600,000
(78.0 %)
Infr Sls Srtx Rev Bds 2007
6,400
26,691
70,000
408,000
138,000
97.1%
Series 2014 Revenue Bonds
43,980
149,736
2,727,550
650,000
2,704,050
(0.9 %)
Total Revenue
3,066,858
3,510,943
5,522,554
3,907,424
3,442,050
(37.7 %)
Fiscal Year 2019
IT
Project Management/Facilities
Packet Pg. 311
B.1.b
Monroe County Board of County Commissioners
Fiscal Year 2019 Preliminary Fiscal Plan
Project Management /Facilities
Parks & Recreation Capital Projects
Mission Statement
#*& 3( +- 3( +&$ /g (1 0 /8 (- $&$o/&IZL&*' 8 &7i +:&7 /o %- &VfW /d /o/a-( * + M+5 &8 %86831oB
Department Description
Quality of life, capital infrastructure park and beaches projects that have a life expectancy in excess of five years.
FY 2016 FY 2017 FY 2018 FY 2018 FY 2019 FY 2019
Budgetary Cost Summary Actual Actual Adopted Amended Preliminary Change
Personnel Expenditures 23,166
43,392
- 40,000
- - %
Capital Outlay Expenditures 782,101
10,509,191
6,493,290 6,005,000
7,829,290 20.6%
Total Budget 805,267
10,552,583
6,493,290 6,045,000
7,829,290 20.6%
FY 2016
FY 2017
FY 2018
FY 2018
FY 2019
FY 2019
Revenue Sources Actual
Actual
Adopted
Amended
Preliminary
Change
One Cent Infra - structure Sales Tax 82,054
3,061,639
1,000,000
155,000
2,036,000
103.6%
Series 2014 Revenue Bonds 723,213
7,490,944
5,493,290
5,890,000
5,793,290
5.5%
Total Revenue 805,267 10,552,583 6,493,290 6,045,000 7,829,290 20.6%
Fiscal Year 2019
12
Project Management/Facilities
Packet Pg. 312
B.1.b
Monroe County Board of County Commissioners
Fiscal Year 2019 Preliminary Fiscal Plan
Project Management /Facilities
Public Safety Capital Projects
Mission Statement
Provide capital infrastructure facilities and /or equipment to support the public safety functions of the County (Fire /Rescue, Law Enforcement
Agencies).
Department Description
Projects in this category include fire /ambulance stations, Emergency Operations Center (EOC) and detention facilities. Projects must have a life
expectancy in excess of five years.
Major Variances
Public Safety Capital Projects
Fund 304:
Fire Hydrants
Fund 314:
The Cudjoe /Summerland Fire Station is scheduled to be completed in FY19
The Marathon Library and Adult Education Center is scheduled to be completed in FY19.
The construction of the Plantation Key Jail & Courthouse replacement is scheduled to start in FY19,
See the Capital Project section for further project details.
FY 2016
Revenue Sources Actual
FY 2016
FY 2017
FY 2018
FY 2018
FY 2019
FY 2019
Budgetary Cost Summary
Actual
Actual
Adopted
Amended
Preliminary
Change
Personnel Expenditures
25,640
35,812
-
14,000
-
- %
Operating Expenditures
1,299,247
-
-
-
6,000,000
-%
Capital Outlay Expenditures
2,575,608
1,998,153
4,030,000
5,094,000
1,950,000
(51.6 %)
Total Budget
3,900,495
2,033,965
4,030,000
5,108,000
7,950,000
97.3%
FY 2016
Revenue Sources Actual
FY 2017
Actual
FY 2018
Adopted
FY 2018
Amended
FY 2019
Preliminary
FY 2019
Change
One Cent Infra - structure Sales Tax 2,589,045
237,576
250,000
275,000
150,000
(40.0 %)
Series 2014 Revenue Bonds 1,311,450
1,796,389
3,780,000
4,833,000
7,800,000
106.3%
Total Revenue 3,900,495
2,033,965
4,030,000
5,108,000
7,950,000
97.3%
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Fiscal Year 2019
13
Project Management/Facilities
Packet Pg. 313
B.1.b
Monroe County Board of County Commissioners
Fiscal Year 2019 Preliminary Fiscal Plan
Project Management /Facilities
Human Services Capital Projects
FY 2016 FY 2017 FY 2018 FY 2018 FY 2019 FY 2019
Budgetary Cost Summary Actual Actual Adopted Amended Preliminary Change
Operating Expenditures - 1,244 - - - -%
Capital Outlay Expenditures - 20,217 - 25,000 - - %
Total Budget - 21,461 - 25,000 - - %
FY 2016 FY 2017 FY 2018 FY 2018 FY 2019 FY 2019
Revenue Sources Actual Actual Adopted Amended Preliminary Change
One Cent Infra - structure Sales Tax - 21,461 - 25,000 - - %
Total Revenue - 21,461 - 25,000 - - %
Fiscal Year 2019
14
Project Management/Facilities
Packet Pg. 314
B.1.b
Monroe County Board of County Commissioners
Fiscal Year 2019 Preliminary Fiscal Plan
Project Management /Facilities
Impact Fees Parks & Recreation
Mission Statement
Provide continual improvement of the County's park and recreational facilities in conjunction with Element #12 of the Comp Plan, Recreation and
Open Space.
Department Description
Funds are used exclusively for the capital expansion of the county's community park facilities. Funds must be expended in the sub - district from
which they are collected. Expenditures must be consistent with the capital improvements plan of the comprehensive plan. The expenditure of
such funds requires the approval of the Board of County Commissioners.
Major Variances
Budgets are adjusted to reflect available funding. Impact Fees Parks & Recreation Fund 131 district budgets are listed in the Capital Improvement
Plans.
FY 2016
Budgetary Cost Summary Actual
Operating Expenditures -
Capital Outlay Expenditures 13,355
FY 2017 FY 2018 FY 2018 FY 2019 FY 2019
Actual Adopted Amended Preliminary Change
25,400 - - - - %
- 598,222 598,222 602,296 0.7%
Total Budget 13,355 25,400 598,222 598,222 602,296 0.7%
FY 2016
FY 2017
FY 2018
FY 2018
FY 2019
FY 2019
Revenue Sources Actual
Actual
Adopted
Amended
Preliminary
Change
Impact Fees Fund - Parks & Rec 13,355
25,400
598,222
598,222
602,296
0.7%
Total Revenue 13,355
25,400
598,222
598,222
602,296
0.7%
Fiscal Year 2019
15
Project Management/Facilities
Packet Pg. 315
B.1.b
Monroe County Board of County Commissioners
Fiscal Year 2019 Preliminary Fiscal Plan
Project Management /Facilities
Wastewater MSTUs
Mission Statement
Provide design, support services for implementation of the Sanitary Wastewater Master Plan implementation in the designated areas.
Department Description
Engineering /Administrative work for district waste water projects.
Big Coppitt WW MSTU District: The area generally bounded on the west by Boca Chica Channel and on the east by Shark Channel, including Shark
Key. MC Code Article IV, section 22 -81 Assessment revenue is used for Debt Service of the Clean Water SRF loan.
Key Largo WW MSTU District: The area shall embrace and include territory consisting of Key Largo, including all lands east of Tavernier Creek,
including Tavernier, Key Largo and Cross Key with the exception of Ocean Reef. MC Code Article V, section 22 -101
Stock Island WW MSTU: The area shall encompass all of Stock Island located south of the center -line of U.S. 1 (State Raod No. 5) and lying east of
Cow Key Channel and west of Boca Chica Channel. MC Code Article VI, section 22 -121
Big Pine WW MSTU: The area shall encompass that portion of the unincorporated area bounded on the west by Niles Channel and on the east by
the west end of the Seven Mile Bridge less No Name Key. MC Code Article VI, section 22 -123
Long Key- Layton WW MSTU: The area shall encompass that portion of the unincorporated area of the county bounded on the west by Long Key
Channel, on the east by Channel Five, on the south by the Atlantic Ocean, and on the north by the Gulf of Mexico (between mile makers 65 and
71), less and except all property within the corporate limits of the City of Layton. MC Code Article VI, section 22 -125
Conch Key WW MSTU: The area shall encompass the portion of the unincorporated area bounded on the west by Tom's Harbor Cut and on the
east by Long Key Channel. MC Code Article VI, section 22 -126
Major Variances
MSTU expenditures are based on the availability of funds.
FY 2016
Budgetary Cost Summary Actual
FY 2017
Actual
FY 2018
Adopted
FY 2018
Amended
FY 2019
Preliminary
FY 2019
Change
Personnel Expenditures 17,838
10,317
-
33,000
-
- %
Operating Expenditures 6,839
123,774
596,992
857,479
308,210
(48.4 %)
Total Budget 24,678
134,091
596,992
890,479
308,210
(48.4 %)
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Fiscal Year 2019
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Project Management/Facilities
Packet Pg. 316
B.1.b
Monroe County Board of County Commissioners
Fiscal Year 2019 Preliminary Fiscal Plan
Project Management /Facilities
Wastewater MSTUs
Fiscal Year 2019
17
Project Management/Facilities
Packet Pg. 317
FY 2016
FY 2017
FY 2018
FY 2018
FY 2019
FY 2019
Revenue Sources
Actual
Actual
Adopted
Amended
Preliminary
Change
Marathon Municipal Service Taxing Unit
-
-
1,101
1,101
1,500
36.2%
Bay Point Wastewater Municipal Service
733
-
29,200
29,200
29,470
0.9%
Taxing Unit
Big Coppitt Wastewater Municipal Service
838
-
80
80
350
337.5%
Taxing Unit
Key Largo Wastewater Municipal Service
-
-
4,021
4,021
4,490
11.7%
Taxing Unit
Stock Island Wastewater MSTU
19,040
125,503
375,000
668,487
85,000
(77.3 %)
Cudjoe - Sugarloaf Municipal Service Taxing
6
-
-
-
-
- %
Unit
Conch Key Municipal Service Taxing Unit
-
-
400
400
400
- %
Long Key, Layton Municipal Service Taxing
3,740
4,236
153,700
153,700
152,000
(1.1 %)
Unit
Duck Key Municipal Service Taxing Unit
321
4,351
33,490
33,490
35,000
4.5%
Total Revenue
24,678
134,091
596,992
890,479
308,210
(48.4 %)
Fiscal Year 2019
17
Project Management/Facilities
Packet Pg. 317
B.1.b
Monroe County Board of County Commissioners
Fiscal Year 2019 Preliminary Fiscal Plan
Project Management /Facilities
Wastewater MSTU Capital
Department Description
Engineering /Administrative work for district waste water projects.
Big Coppitt WW MSTU budget is primarily used for debt service of a Clean Water SRF loan.
Summerland / Cudjoe- Sugarloaf WW MSTU: The area shall encompass that portion of the unincorporated area bounded on the west by the Harris
Channel "Meander" and on the east by Niles Channel. MC Code Article VI, section 22 -122 Assessment revenue will be used for debt service.
Duck Key WW MSTU: The area shall encompass that portion of the unincorporated county bounded on the north by U.S. 1, on the west by Torn's
Harbor Channel, on the south by Hawk's Channel, and on the east by Tom's Harbor Cut, an area commonly known as "Duck Key ", including islands
known as Center Island, Harbor Island, Plantation Island, and Yacht Club Island, but excluding Indies Island and parcel 1 of RE #00378380. MC Code
Article VI, section 22 -124
Total Budget 975,089 827,787 1,010,479 1,010,479 911,708 (9.8 %)
Revenue Sources
FY 2016
FY 2017
FY 2018
FY 2018
FY 2019
FY 2019
Budgetary Cost Summary
Actual
Actual
Adopted
Amended
Preliminary
Change
Personnel Expenditures
104,650
93,402
98,546
103,036
101,208
2.7%
Operating Expenditures
80,933
52,447
99,500
158,763
99,500
- %
Capital Outlay Expenditures
107,568
-
130,433
66,680
29,000
(77.8 %)
Interfund Transfers
681,938
681,938
682,000
682,000
682,000
-%
Total Budget 975,089 827,787 1,010,479 1,010,479 911,708 (9.8 %)
Revenue Sources
FY 2016
Actual
FY 2017
Actual
FY 2018
Adopted
FY 2018
Amended
FY 2019
Preliminary
FY 2019
Change
Big Coppitt Waste Water Project
714,603
702,733
755,500
755,500
755,500
- %
Duck Key Waste Water Project
126,921
6,584
35,000
35,000
35,000
- %
Cudjoe Regional WW Project
133,565
118,470
219,979
219,979
121,208
(44.9 %)
Total Revenue
975,089
827,787
1,010,479
1,010,479
911,708
(9.8 %
FY 2016
FY 2017
FY 2018
FY 2019
FY 2019
Position Summary
Actual
Actual
Adopted
Preliminary
Variance
Administrative Support
0.70
0.70
0.70
0.70
-
Officials & Administrators
0.28
0.12
0.13
0.13
-
Professionals
-
0.08
0.08
0.08
-
Total Full -Time FTE
0.98
0.90
0.91
0.91
-
Total FTE
0.98
0.90
0.91
0.91
-
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Fiscal Year 2019
18
Project Management/Facilities
Packet Pg. 318
B.1.b
TO: OMB
FROM: Project Management /Facilities Main ance q �}
M AR L 3 Lu;
DATE: March 23, 2018,,,
SUBJECT: Proposed 2019 Budgets
Attached is our proposed fiscal year 2019 budget package which includes completed Budget Preparation
Worksheets, a Detail Item Budget report and Budget Document report, and Capital Improvement
Project Detail Sheets for current capital as well as proposed 2019 capital projects, as well as Grant
Summaries. In addition, I included the Facilities Maintenance Fiscal Year 2019 Department Goals.
20000 Public Works Management:
• Expenses for travel moved to cost center 22001 for f/y 2019.
22001 County Engineer General
• 510120 Salaries decrease $30,000. County Engineer's salary is divided between the
departments that he oversees.
• 530400 Travel per Diem increase $30,000 transferred from salaries. Not all the departments
add travel per diem charges from the County Engineer to their budgets, thereby creating the
need for additional funding. Travel expenses for the bi- annual F.A.C.E.R.S. board meetings are
also included.
20501 Facilities Maintenance:
Staff is requesting one full time maintenance position in Marathon as a pay grade 106 with a
minimum salary of $33,635.23.
• 530340 Contractual Services increase of $15,000 by the CPI -U of 2.1 %.
• 530445 Rentals — Airports increase by $2,255 by the CPI -U of 2.1%.
530523 Diesel Fuel decrease by $10,000 — moved to Internal Fuel 530528.
• 530528 Internal Fuel increase by $10,000 — transferred from Diesel Fuel 530523.
20503 Unincorporated Parks & Beaches:
• 510140 Overtime increase of $40,000. Overtime is consistently under - budgeted. In 2015 it was
under - budgeted by approx. $32,000, 2016 by $29,000, and 2017 by $41,000.
Staff is requesting two full time maintenance positions for the newly renovated Bernstein Park
and Community Center. Positions at a pay grade of 106 for a minimum annual salary starting at
$33,635.23 each. Additionally, staff is requesting a part time employee in the lower Keys to close the
Packet Pg. 319
B.1.b
parks and to be the meeting room attendant for the use of County meeting rooms. Providing a part
time employee may eliminate the majority overtime related to Unincorporated Parks and Beache
20505 Correction Facilities:
• 530340 Contractual Services increase $48,000 due primarily to a contract with Pantropic for
generator maintenance, increasing kitchen equipment maintenance from Heritage Group,
adding pest control services, and a CPI -U increase of 2.1%.
530430 Utility Services increase $170,000 due to the expected 2 " increase in charges from Key
West Resort Utilities by 59 %.
530440 Rentals and leases increase of $4,000 for the county's share of rent for the temporary
trailers associated with Hurricane Irma, assuming Fema and insurance reimbursement is 87.5%.
530460 Repair and Maintenance increase of $40,000 to upgrade plumbing in the detention
center to ICON Systems and standardize the plumbing county -wide. The ICON Systems provide
water sustainability and water usage efficiency within the jail.
• 530523 Diesel Fuel decrease $2,000 to keep at prior year's spending levels.
530528 Internal Fuel decrease $2,000 to keep at prior year's spending levels.
• 560640 Capital outlay — Equipment increase $35,000 for the purchase of a new boiler at the Key
West Detention Center.
Please let me know if I can provide further information or answer any question you may have.
Packet Pg. 320
B.1.b
TO: OMB
FROM: Ann Mytnik
Project Managem
DATE: March 23, 2018
SUBJECT: Impact Fees — Parks & Recreation, for fiscal years 2018 and 2019.
Project Management has three FDOT LAP Agreements which provide funding for Scenic Highway
Overlooks that include the Big Pine Key Swimming Hole, Roweil's Waterfront Park, and the Big Pine Key
Park & Reynolds Street Pier. We have determined that all three projects will have a budget shortfall
when it comes time for Construction Inspection Services and Construction.
Staff seeks direction for the application and usage of impact fees in each district. Some projects that
were previously approved have balances that remain that perhaps can be transferred and utilized for
the above mentioned park improvements. Those balances are as follows:
• 131 -29515 $16,856 - Baypoint Park
131 -29516 $6,645 - Wilhelmina Harvey Park
131 - 29521$1,800 - Bay Point Park Tennis Courts
In addition to the balances stated above, funds are available in the following districts:
131 -29501 District 1- $175,541
131 -29502 District 2 - $244,076
• 131 -29503 District 3 - $153,304
Packet Pg. 321
B.1.b
Engineering Service /Roads
Proposed FY19:
FY19 Revenue Source
General Fund
$0
Other Ad Valorem
$0
Non Ad Valorem
$1,250,676
Capital Funds
$17,288,851
$18,539,527
FY19 Revenue Source
■General Fund 0%
• Other Ad Valorem 0%
40 • Non Ad Valorem
■Capital Funds
Expenditures by Department
Card Sound Road
County Engineering Capital
County Engineering General
Impact Fees Roadways
Road Department
Transportation Capital Projects
Total
Adopted
Expenditures by Department
90,000,000
FY19
80,000,000
Card Sound Road
70,000,000
(County Engineering Capital
60,000,000
86,539
50,000,000
--X—County Engineering General
40,000,000
1,410,897
1,504,127
# Impact Fees Roadways
30,000,000
10,727,895
20,000,000
Road Department
10,000,000
-
5,200,749
Transportation Capital Projects
27,053,688
FY17 Budget FY18 Budget FY19 Budget
Expenditures by Department
Card Sound Road
County Engineering Capital
County Engineering General
Impact Fees Roadways
Road Department
Transportation Capital Projects
Total
Adopted
Adopted
Proposed
FY19
FY17 Budget
I FY18 Budget
FY19 Budget
I Change
3,448,648
3,273,212
1,163,255
-64.5%
-
-
-
0.0%
81,918
86,539
87,421
1.0%
1,247,064
1,410,897
1,504,127
6.6%
9,761,768
10,727,895
10,583,975
-1.3%
12,514,290
8,665,304
5,200,749
-40.0%
27,053,688
24,163,847
18,539,527
-23.3%
FY19 Expenditures by Department
0% 1%
• Card Sound Road
• County Engineering Capital
County Engineering General
• Impact Fees Roadways
• Road Department
Transportation Capital Projects
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Engineering Service /Roads
Budgetary Cost Summary
Personnel Expenditures
Operating Expenditures
Capital Outlay Expenditures
Total
Adopted
Adopted
Proposed
FY19
FY17 Budget
I FY18 Budget
FY19 Budget
I Change
2,875,322 3,160,103 2,820,569 -10.7%
11,265,515 4,891,655 3,815,370 -22.0%
12,912,851 16,112,089 11,903,588 -26.1%
27,053,688 24,163,847 18,539,527 -23.3%
Budgetary Cost Summary
30000000
25000000
20000000
15000000
10000000
5000000
0
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FY17 Budget FY18 Budget FY19 Budget
B.1.b
Monroe County Board of County Commissioners
Fiscal Year 2019 Preliminary Fiscal Plan
Engineering Services /Roads
Engineering Services /Roads
Organizational Chart
Total Full -Time Equivalents (FTE) = 44.06
County Engineering General
Total Full -Time Equivalents (FTE) = 0.74
Road Department
Total Full -Time Equivalents (FTE) = 31.93
Card Sound Road
Total Full -Time Equivalents (FTE) = 11.39
Fiscal Year 2019 1 Engineering Services /Roads
Packet Pg. 324
C /2 /c
Monroe County Board of County Commissioners
Fiscal Year 2019 Preliminary Fiscal Plan
Engineering Services /Roads
Mission Statement
The mission of the Engineering Service and Roads Department is to maintain and improve all 1,209 County roads, 397 miles and 26 bridges for the
ease of movement of the people and goods in Monroe County and to provide all citizens and visitors with a safe and visually enjoyable
right -of -way in which to travel. The Florida Dept. of Transportation is responsible for maintaining and improving U.S. 1 (Overseas Highway) and
South Roosevelt Blvd. in Key West. The County is responsible for maintaining and improving County roads.
Services Provided
The Engineering Service and Roads Department is responsible for managing the engineering and design, permitting and construction of County
roads, sidewalks, bike paths, bridges and storm water infrastructure improvement projects. They maintain 26 County bridges and approximately
312 miles of County roads and rights of way. They also maintain County sidewalks and bike paths -and the U.S. 1 traffic signals and streetlights
within the unincorporated Monroe County.
Strategic Goals
Evaluate and negotiate consultant proposals to ensure costs within industry guidelines.
Identify and pursue grant opportunities to fund various engineering projects.
Develop proactive storm water structure maintenance program.
Improve storm water management /maintenance of drainage features on County roads.
Continue to implement roadway improvement program.
Initiate preservation program on newly resurfaced roads to lengthen pavement life.
Timely resolution of calls /complaints for road repairs.
Continue required training for specific positions; identify training opportunities to enhance skill set.
Complete construction of all electronic tolling at Card Sound Toll on time.
Develop inventory of transportation assets; create asset management database and system.
Include construction of transportation alternatives (bike lanes /paths, sidewalks) and complete streets concept in bridge and roadway and
drainage improvement projects.
Assess sea level rise vulnerability and include adaptation element in County transportation infrastructure projects.
Improve /document Road Dept. and Engineering procedures for Hurricane Response.
Appropriations by Department
FY 2016
Actual
FY 2017
Actual
FY 2018
Adopted
FY 2018
Amended
FY 2019
Preliminary
FY 2019
Change
Card Sound Road
1,479,768
1,448,211
3,273,212
3,273,212
1,163,255
(64.5 %)
County Engineering General
49,150
95,367
86,539
86,539
87,421
1.0%
Impact Fees Roadways
92,270
-
1,410,897
1,410,897
1,504,127
6.6%
Road Department
8,726,944
7,811,887
10,727,895
14,222,018
10,583,975
(1.3 %)
Transportation Capital Projects
2,337,294
3,259,837
8,665,304
9,820,523
5,200,749
(40.0 %)
Total Budget
12,685,426
12,615,302
24,163,847
28,813,189
18,539,527
(23.3 %
Total Revenue 12,685,426 12,615,302 24,163,847 28,813,189 18,539,527 (23.3 %
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Fiscal Year 2019 2 Engineering Services /Roads
Packet Pg. 325
FY 2016
FY 2017
FY 2018
FY 2018
FY 2019
FY 2019
Revenue Sources
Actual
Actual
Adopted
Amended
Preliminary
Change
Road And Bridge Fund
5,175,452
4,483,266
10,727,895
10,859,540
10,583,975
(1.3 %)
Governmental Fund Type Grants
3,551,493
3,328,622
-
3,362,477
-
- %
Impact Fees Fund - Roadway
92,270
-
1,410,897
1,410,897
1,504,127
6.6%
One Cent Infra - structure Sales Tax
2,337,294
3,259,837
8,665,304
9,820,523
5,200,749
(40.0 %)
Card Sound Bridge
1,528,917
1,543,577
3,359,751
3,359,751
1,250,676
(62.8 %)
Total Revenue 12,685,426 12,615,302 24,163,847 28,813,189 18,539,527 (23.3 %
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Fiscal Year 2019 2 Engineering Services /Roads
Packet Pg. 325
B.1.b
Monroe County Board of County Commissioners
Fiscal Year 2019 Preliminary Fiscal Plan
Engineering Services /Roads
Fiscal Year 2019
3
Engineering Services /Roads
Packet Pg. 326
FY 2016
FY 2017
FY 2018
FY 2019
FY 2019
Position Summary by Department
Actual
Actual
Adopted
Preliminary
Variance
County Engineering Capital
4.22
4.22
-
-
-
County Engineering General
0.74
0.74
0.74
0.74
-
Road Department
26.83
26.71
30.93
31.93
1.00
Card Sound Road
12.47
12.39
12.39
11.39
(1.00)
Total Full -Time FTE
44.26
44.06
44.06
44.06
-
Total FTE
44.26
44.06
44.06
44.06
-
Fiscal Year 2019
3
Engineering Services /Roads
Packet Pg. 326
B.1.b
Monroe County Board of County Commissioners
Fiscal Year 2019 Preliminary Fiscal Plan
Engineering Services /Roads
County Engineering Capital
Mission Statement
To effectively manage projects within contract budget and time constraints, ensuring the coordination, preparation and presentation of contracts,
amendments, change orders, work authorizations and payments, while protecting the best interests of Monroe County and the safety of its
citizens and visitors.
Department Description
Engineering services, including construction management, surveying, and inspection of a variety of county projects, and management of the
County's 7 -Year Roadway /Bicycle Path Plan, ADA Transition Plan and Capital Improvement Projects.
FY 2016 FY 2017 FY 2018 FY 2019 FY 2019
Position Summary Actual Actual Adopted Preliminary Variance
Administrative Support 1.17 1.17 - - -
Officials & Administrators 0.55 0.10 - - -
Professionals 2.50 2.95 - - -
Total Full -Time FTE 4.22 4.22 - - -
Total FTE 4.22 4.22 - - -
Fiscal Year 2019
Engineering Services /Roads
Packet Pg. 327
FY 2017 FY 2018
FY 2018
FY 2019
Objective /Performance Measures
Frequency
Actual Target
YTD
Target
FY 2016
FY 2017
FY 2018
FY 2018
FY 2019
FY 2019
Budgetary Cost Summary
Actual
Actual
Adopted
Amended
Preliminary
Change
Total Budget
- %
FY 2016
FY 2017
FY 2018
FY 2018
FY 2019
FY 2019
Revenue Sources
Actual
Actual
Adopted
Amended
Preliminary
Change
Total Revenue
- %
FY 2016 FY 2017 FY 2018 FY 2019 FY 2019
Position Summary Actual Actual Adopted Preliminary Variance
Administrative Support 1.17 1.17 - - -
Officials & Administrators 0.55 0.10 - - -
Professionals 2.50 2.95 - - -
Total Full -Time FTE 4.22 4.22 - - -
Total FTE 4.22 4.22 - - -
Fiscal Year 2019
Engineering Services /Roads
Packet Pg. 327
B.1.b
Monroe County Board of County Commissioners
Fiscal Year 2019 Preliminary Fiscal Plan
Engineering Services /Roads
County Engineering General
Related Strategic Goal: Excellent, Efficient, Equitably - Delivered Public Service
Objective /Performance Measures
Frequency
FY 2017
Actual
FY 2018
Target
FY 2018
YTD
FY 2019
Target
Continue required training for specific positions; identify training opportunities
Actual
Adopted
Amended
Preliminary
Change
to enhance skill
93,172
81,182
81,182
83,015
2.3%
Number professional development courses attended
Annually
2
2
1
2
Related Strategic Goal: Fiscal Strength
and Stability
86,539
86,539
87,421
1.0%
Total FTE
FY 2017
FY 2018
FY 2018
FY 2019
Objective /Performance Measures
Frequency
Actual
Target
YTD
Target
Evaluate and negotiate consultant proposals to ensure costs within industry
guidelines
% of Consultant contract costs held at steady or reasonable annual increase
Annually
100
100
100
100
Identify and pursue grant opportunities to fund various engineering projects
Number of applications for grants for engineering projects
Annually
6
2
3
2
Related Strategic Goal: Responsible Management of Physical Infrastructure and Capital Assets
FY 2017 FY 2018 FY 2018 FY 2019
Objective /Performance Measures Frequency Actual Target YTD Target
Develop proactive storm water structure maintenance program
Percentage of storm water maintenance requirements fulfilled Annually 20 50 30 100
FY 2016
FY 2017
FY 2018
FY 2018
FY 2019
FY 2019
Budgetary Cost Summary Actual
Actual
Adopted
Amended
Preliminary
Change
Personnel Expenditures 45,428
93,172
81,182
81,182
83,015
2.3%
Operating Expenditures 3,722
2,195
5,357
5,357
4,406
(17.8 %)
Total Budget 49,150
95,367
86,539
86,539
87,421
1.0%
FY 2016
FY 2017
FY 2018
FY 2018
FY 2019
FY 2019
Revenue Sources Actual
Actual
Adopted
Amended
Preliminary
Change
Card Sound Bridge 49,150
95,367
86,539
86,539
87,421
1.0%
Total Revenue 49,150
95,367
86,539
86,539
87,421
1.0%
Fiscal Year 2019
5
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Packet Pg. 328
FY 2016
FY 2017
FY 2018
FY 2019 FY 2019
Position Summary
Actual
Actual
Adopted
Preliminary Variance
Administrative Support
0.19
0.19
0.19
0.19 -
Officials & Administrators
0.20
0.05
0.05
0.05 -
Professionals
0.35
0.50
0.50
0.50 -
Total Full -Time FTE
0.74
0.74
0.74
0.74 -
Total FTE
0.74
0.74
0.74
0.74 -
Fiscal Year 2019
5
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Packet Pg. 328
B.1.b
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Mission Statement
To maintain and improve all 1,209 county roads, 397 miles and 26 bridges for the ease of movement of the people and goods in Monroe County
and to provide all citizens and visitors with a safe and visually enjoyable right -of -way in which to travel. The Florida Dept. of Transportation is
responsible for maintaining and improving U.S. 1 (Overseas Highway) and South Roosevelt Blvd. in Key West. The County is responsible for
maintaining and improving County roads.
Department Description
Plan, oversee and administer road and bridge improvement /repair contracts. Incorporate the Florida Department of Transportation's 5 Year Work
Program into the Capital Improvement Plan and when needed, find the necessary Grant matches for those State projects. Maintenance of 312
county miles including: cleaning and mowing of the rights -of -way, street patching, guardrail maintenance, street sweeping, stormwater drainage
installation and maintenance, and maintaining signs and markings.
Major Variances
> Road & Bridge Projects:
• Key Largo I Roadway & Drainage Improvement Project
• Key Largo 11 Roadway & Drainage Improvement Project
• Garrison Bight Bridge Repair Project
• Sugarloaf Boulevard Bridge Replacement Project
• Duck Key Bridges Cultural Resources Assessment Project
• $500,000 for miscellaneous projects: road asset management system, drainage maintenance program.
• Vehicle /Equipment Replacement ($63K)
Fiscal Year 2019
I
Engineering Services /Roads
Packet Pg. 329
B.1.b
Monroe County Board of County Commissioners
Fiscal Year 2019 Preliminary Fiscal Plan
Engineering Services /Roads
Road Department
Related Strategic Goal: Effective Emergency Management
Y
W
FY 2017 FY 2018
FY 2018
FY 2019
Objective /Performance Measures Frequency Actual Target
YTD
Target
m
Improve /document Road Dept. and Engineering procedures for Hurricane
�+
Response
ca
C
Number of completed procedures map database (tool) Annually 1 2
0
2
z
a
Related Strategic Goal: Excellent, Efficient, Equitably - Delivered Public Service
rn
r
FY 2017 FY 2018
FY 2018
FY 2019
LL
Objective /Performance Measures Frequency Actual Target
YTD
Target
t
Develop inventory of transportation assets; create asset management database
r
and system
C
Percentage of Progress Annually 20 50
20
100
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Related Strategic Goal: Promotion of Energy Conservation and Sustainability
c
FY 2017 FY 2018
FY 2018
FY 2019
ca
Objective /Performance Measures Frequency Actual Target
YTD
Target
C
Assess sea level rise and include adaptation element in County transportation
rn
infrastructure
Number of projects evaluated for SLR; increased data /observations of repetitive Annually 100 100
100
100
u
flood areas
'a
C
O
Related Strategic Goal: Responsible Management of Physical Infrastructure and Capital Assets
r
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W
FY 2017 FY 2018
FY 2018
FY 2019
Objective /Performance Measures Frequency Actual Target
YTD
Target
d
Continue to implement roadway improvement program
Percentage of structures cleared annually Annually 100 100
50
100
W
Improve storm water management/maintenance of drainage features on County
O
roads
m
Length of time (days) from call to response /solution implementation Annually 3 3
3
3
Initiate preservation program on newly resurfaced roads to lengthen pavement
>_
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LL
Percentage of Progress Annually 0 35
0
35
c�
Timely resolution of calls /complaints for road repairs
p
Length of time (days) from call to response /solution implementation Annually 2 3
2
3
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Related Strategic Goal: Responsibly- Managed Growth and Community Planning
O
a
FY 2017 FY 2018
FY 2018
FY 2019
Z.
Objective /Performance Measures Frequency Actual Target
YTD
Target
E
a
Include construction of transportation alternatives (bike lanes /paths,
v
sidewalks)
ca
r
Number of projects completed Annually 4 5
4
2
r
Q
Fiscal Year 2019 7 Engineering Services /Roads
Packet Pg. 330
C /2 /c
Monroe County Board of County Commissioners
Fiscal Year 2019 Preliminary Fiscal Plan
Engineering Services /Roads
Road Department
FY 2016
FY 2016
FY 2017
FY 2018
FY 2018
FY 2019
FY 2019
Budgetary Cost Summary
Actual
Actual
Adopted
Amended
Preliminary
Change
Personnel Expenditures
1,628,086
1,978,835
2,303,564
2,303,564
2,425,636
5.3%
Operating Expenditures
5,402,455
5,120,457
3,505,048
6,867,525
2,924,627
(16.6 %)
Capital Outlay Expenditures
1,696,404
712,595
4,919,283
5,050,928
5,233,712
6.4%
Total Budget
8,726,944
7,811,887
10,727,895
14,222,018
10,583,975
(1.3 %)
FY 2016
FY 2017
FY 2018
FY 2018
FY 2019
FY 2019
Revenue Sources Actual
Actual
Adopted
Amended
Preliminary
Change
Road And Bridge Fund 5,175,452
4,483,266
10,727,895
10,859,540
10,583,975
(1.3 %)
Governmental Fund Type Grants 3,551,493
3,328,622
-
3,362,477
-
- %
Total Revenue 8,726,944
7,811,887
10,727,895
14,222,018
10,583,975
(1.3 %
Fiscal Year 2019
8
Engineering Services /Roads
Packet Pg. 331
FY 2016
FY 2017
FY 2018
FY 2019
FY 2019
Position Summary
Actual
Actual
Adopted
Preliminary
Variance
Administrative Support
3.63
3.63
15.80
15.80
-
Officials & Administrators
-
-
0.10
0.10
-
Service - Maintenance
7.00
6.00
5.00
6.00
1.00
Skilled Craft Workers
11.00
11.00
7.00
7.00
-
Service Maintenance
4.00
5.00
-
-
-
Professionals
0.20
0.08
3.03
3.03
-
Other
1.00
1.00
-
-
-
Total Full -Time FTE
26.83
26.71
30.93
31.93
1.00
Total FTE
26.83
26.71
30.93
31.93
1.00
Fiscal Year 2019
8
Engineering Services /Roads
Packet Pg. 331
B.1.b
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Card Sound Road
Major Variances
Decrease in Card Sound Road eliminating offices and personnel for All Electronic Toll (- $1.7M).
Related Strategic Goal: Excellent, Efficient, Equitably - Delivered Public Service
Objective /Performance Measures
FY 2017 FY 2018 FY 2018 FY 2019
Frequency Actual Target YTD Target
Complete construction of all electronic tolling at Card Sound Toll
Percentage of Completion Annually 80 100 95 100
FY 2016
FY 2016
FY 2017
FY 2018
FY 2018
FY 2019
FY 2019
Budgetary Cost Summary
Actual
Actual
Adopted
Amended
Preliminary
Change
Personnel Expenditures
740,041
751,904
775,357
789,326
311,918
(59.8 %)
Operating Expenditures
717,758
696,307
736,975
733,006
651,337
(11.6 %)
Capital Outlay Expenditures
21,968
-
1,760,880
1,750,880
200,000
(88.6 %)
Total Budget
1,479,768
1,448,211
3,273,212
3,273,212
1,163,255
(64.5 %)
FY 2016
FY 2017
FY 2018
FY 2018
FY 2019
FY 2019
Revenue Sources Actual
Actual
Adopted
Amended
Preliminary
Change
Card Sound Bridge 1,479,768
1,448,211
3,273,212
3,273,212
1,163,255
(64.5 %)
Total Revenue 1,479,768
1,448,211
3,273,212
3,273,212
1,163,255
(64.5 %)
Position Summary
FY 2016
Actual
FY 2017
Actual
FY 2018
Adopted
FY 2019
Preliminary
FY 2019
Variance
Administrative Support
8.39
8.39
8.39
8.39
-
Service - Maintenance
-
-
2.00
1.00
(1.00)
Skilled Craft Workers
-
-
1.00
1.00
-
Service Maintenance
2.00
2.00
-
-
-
Professionals
1.08
1.00
1.00
1.00
-
Other
1.00
1.00
-
-
-
Total Full -Time FTE
12.47
12.39
12.39
11.39
(1.00)
Total FTE
12.47
12.39
12.39
11.39
(1.00)
Fiscal Year 2019
I
Engineering Services /Roads
Packet Pg. 332
B.1.b
Monroe County Board of County Commissioners
Fiscal Year 2019 Preliminary Fiscal Plan
Engineering Services /Roads
Transportation Capital Projects
Mission Statement
To provide a safe, convenient, efficient , and environmentally - Compatible motorized and non - motorized transportation system for the movement
of people and goods in Monroe County. To implement Element #3 Traffic Circulation of the 2030 Comp Plan.
Department Description
For several years, County road projects were deferred until all wastewater projects were fully funded. Over the next 4 -5 year, road paving will be
implemented once the Road Assessment report is completed and priorities are set. Funds will also be available from Fund 102 (Roads & Bridges)
to cover the backlog of paving and paving the Cudjoe Regional area once, the wastewater pipes are placed under ground.
Major Variances
Fund 304:
Stock Island I Roadway & Drainage Improvement Project
Stock Island II Roadway & Drainage Improvement Project
Key Largo /Burton Drive Road
1st Street /Bertha
See the Capital Project section for further project details.
Objective /Performance Measures
FY 2017 FY 2018 FY 2018 FY 2019
Frequency Actual Target YTD Target
FY 2016
FY 2017
FY 2018
FY 2018
FY 2019
FY 2019
Budgetary Cost Summary Actual
Actual
Adopted
Amended
Preliminary
Change
Operating Expenditures 178,379
234,450
644,275
2,006,494
235,000
(63.5 %)
Capital Outlay Expenditures 2,158,915
3,025,387
8,021,029
7,814,029
4,965,749
(38.1 %)
Total Budget 2,337,294
3,259,837
8,665,304
9,820,523
5,200,749
(40.0 %
FY 2016
FY 2017
FY 2018
FY 2018
FY 2019
FY 2019
Revenue Sources Actual
Actual
Adopted
Amended
Preliminary
Change
One Cent Infra - structure Sales Tax 2,337,294
3,259,837
8,665,304
9,820,523
5,200,749
(40.0 0 %)
Total Revenue 2,337,294
3,259,837
8,665,304
9,820,523
5,200,749
(40.0 %)
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Fiscal Year 2019
IN
Engineering Services /Roads
Packet Pg. 333
B.1.b
Monroe County Board of County Commissioners
Fiscal Year 2019 Preliminary Fiscal Plan
Engineering Services /Roads
Impact Fees Roadways
Mission Statement
Provide a safe network of County streets and roads to serve the residents that takes into account the changes in where development is occurring.
Department Description
Funds are used exclusively for the capital expansion of the county's major road network system in the district from which the moneys were
collected, with the exception that a portion of the funds from each district may be allocated to projects outside of the district, on U.S. 1, Card
Sound Road, and C -905 in Key Largo, and the proceeds are used in a manner consistent with the capital improvements plan of the comprehensive
plan.
The funds shall be used solely for the purpose of acquisition, expansion and development of the major road network system determined to be
needed to serve new development, including but not limited to:
1) Planning, design and construction plan preparation;
2) Right -of -way acquisition;
3) Construction of new through lanes;
4) Construction of new turn lanes;
5) Construction of new bridges;
6) Construction of new drainage facilities in conjunction with new roadway construction;
7) Purchase and installation of traffic signalization;
8) Construction of new curbs, medians and shoulders;
9) Construction of new bicycle paths;
10) Construction of new pedestrian pathways and sidewalks;
11) Installation of new landscaping in conjunction with any of the projects listed above.
The disbursal of such funds requires the approval of the Board of County Commissioners. To follow the level of service goals and objectives of
Element #3, Traffic Circulation.
Major Variances
Budgets are adjusted to reflect available funding. Impact Fees Roadways Fund 130 district budgets are listed under the Capital Improvement
Plans.
Total Approved Budgeted Projects:
District 2- Budget ($950,000 allocated to Truman Bridge) will partially fund design and construction for replacement of two Duck Key Bridges)
Objective /Performance Measures
FY 2017 FY 2018 FY 2018 FY 2019
Frequency Actual Target YTD Target
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FY 2016 FY 2017
FY 2018
FY 2018
FY 2019
FY 2019
Budgetary Cost Summary Actual Actual
Adopted
Amended
Preliminary
Change
Operating Expenditures (18,477) -
-
-
-
- %
Capital Outlay Expenditures 110,747 -
1,410,897
1,410,897
1,504,127
6.6%
Total Budget 92,270 -
1,410,897
1,410,897
1,504,127
6.6%
FY 2016 FY 2017
FY 2018
FY 2018
FY 2019
FY 2019
Revenue Sources Actual Actual
Adopted
Amended
Preliminary
Change
Impact Fees Fund - Roadway 92,270 -
1,410,897
1,410,897
1,504,127
6.6%
Total Revenue 92,270 -
1,410,897
1,410,897
1,504,127
6.6%
Fiscal Year 2019
IT
Engineering Services /Roads
Packet Pg. 334
C /2 /c
MEMORANDUM
TO: County Administrator &budget Staff
FROM: Judy Clarke
DATE: March 29, 2018
RE: Proposed Engineering /Roads /Card Sound Toll Authority FY 19 Proposed Budget
Attached is Engineering/Roads Dept. proposed FY 19 budget;
Major variances from FY 2019 are as follows:
102 -22002 County Engineer Road & Bridge
$ 4,800 Increase for Engineering share of large printer costs. Decision to purchase rather
than lease contemplates lower lifecycle costs overall.
102 -22500 Road Department
$13,000
Decrease in Other Contractual Services
$15,000
Decrease in Software
$88,837
Decrease in Capital Outlay Infrastructure
$172,000
Decrease in Capital Outlay — Equipment (fleet)
$235,000
Increase in Capital Outlay — vehicles (fleet)
Result is a decrease of $53,437
102 -22503 Local Option Gas Tax
None.
102 -22504 St. Light Local Option Gas Tax
$50,500 Decrease due to turning over traffic signals and FDOT street light maintenance to
F DOT.
102 -22506 Const. Gas Tax Projects 80%
None.
Engineering/Roads Budget
March 29, 2018
Page 1 of 2
Packet Pg. 335
B.1.b
401 -22003 County Engineer Card Sound Toll Authority
None.
401 -22502 Card Sound Toll Authority
$68,982
Decrease in Professional Services
$4,000
Decrease in utility services
$2,000
Decrease in rentals and leases
$2,300
Decrease in Printing and Binding
$3,000
Decrease (net) in fuel
$43,000
Decrease Capital Outlay — vehicles (Fleet)
$1,507,880
Decrease Capital Outlay — Infrastructure
The decreases are due to eliminating the offices and personnel at Card Sound Toll and
completion of the All Electronic Toll Conversion project.
102 -22548 Paving Backlog
$2,101,654 Decrease from FY 2018. Paving projects funded by 102 in FY 18 are KL 1 and KL 11
($3,256,276); funds will roll to FY19 as projects progress; FY19 budget
$1,154,611 (Fund 102 $600,000 and SCOP grant funds of $668,672).
304 - 560630 — Capital Outlay — Infrastructure
$4,905.101 Paving projects funded by 304 in FY 2018 are Stock Island I and II and 1" Street/
Bertha in Key West. ($5,255,118 budgeted); funds will roll to FY 2019 as projects
progress. Estimated $3,760,203 budgeted in FY 2019. This is part of the $22
million over 5 years that was budgeted for road improvement projects.
Engineering/Roads Budget
March 29, 2018
Page 2 of 2
Packet Pg. 336
B.1.b
Solid Waste
Proposed FY19:
FY19 Revenue Source
General Fund $0
Other Ad Valorem $0
Non Ad Valorem $22,247,024
Capital Funds $101,165
$22,348,189
25,500,000
20,500,000
15, 500, 000
10, 500, 000
5,500,000
500,000
Impact Fees Solid Waste
Recycling
Solid Waste
Expenditures by Department
Impact Fees Solid Waste
Recycling
Solid Waste
Total
FY19 Revenue Source
■ Genera l Fund 0%
■ Other Ad Valorem 0%
Non Ad Valorem 100%
■ Capital Funds 0%
Adopted
Adopted
Proposed
FY
FY17 Budget
FY18 Budget
FY19 Budget
Change
FY19 Expenditures by Department
o%
■ Impact Fees Solid Waste
■ Recycling
Solid Waste 100%
98,957 111,451 101,165 -9.2%
- - - 0.0%
20,004,555 22,221,646 22,247,024 0.1%
20,103,512 22,333,097 22,348,189 0.1%
Expenditures by Department
Packet Pg. 337
FY17 Budget FY18 Budget FY19 Budget
B.1.b
Solid Waste
Budgetary Cost Summary
Personnel Expenditures
Operating Expenditures
Capital Outlay Expenditures
Total
Adopted
Adopted
Proposed
FY19
FY17 Budget
FY18 Budget
FY19 Budget
Change
1,290,935 1,419,643 1,401,359 -1.3%
17,358,620 19,668,185 20,290,665 3.2%
1,453,957 1,245,269 656,165 -47.3%
20,103,512 22,333,097 22,348,189 0.1%
Budgetary Cost Summary
25,000,000
20,000,000
15,000,000
10,000,000
5,000,000
Personnel Expenditures
■ Operating Expenditures
Capital Outlay Expenditures
Packet Pg. 338
FY17 Budget FY18 Budget FY19 Budget
B.1.b
0)'M#2 ") !M456#R! "I., -) !' # -. 0) VI
8 V#S ). &
Solid Waste
Organizational Chart
Total Full -Time Equivalents (FTE) = 19.70
Solid Waste
Total Full -Time Equivalents (FTE) = 19.70
Fiscal Year 2019 1 Solid Waste
Packet Pg. 339
B.1.b
Monroe County Board of County Commissioners
Fiscal Year 2019 Preliminary Fiscal Plan
Solid Waste
Mission Statement
The mission of the Solid Waste Management Department is to provide for cost - efficient and environmentally proper collection, transportation,
and disposition of solid waste generated in the county, excluding the City of Key West and the Village of Islamorada, as defined by various
statutes, ordinances, and agreements.
Services Provided
The Solid Waste Department provides comprehensive, convenient and reliable services /programs, residential and commercial, for the collection
and disposal of the different types of waste, including garbage, recyclables, yard waste, white goods, tires, household hazardous waste, electronic
waste, and litter.
Strategic Goals
Maintain solid reserves and cost effective management.
Provide the public with education /outreach on collection programs and services and recycling.
FY 2016
FY 2016
FY 2017
FY 2018
FY 2018
FY 2019
FY 2019
Appropriations by Department
Actual
Actual
Adopted
Amended
Preliminary
Change
Impact Fees Solid Waste
-
-
111,451
111,451
101,165
(9.2 %)
Recycling
90,909
-
-
-
-
- %
Solid Waste
17,997,579
20,062,598
22,221,646
47,844,146
22,247,024
0.1%
Total Budget
18,088,488
20,062,598
22,333,097
47,955,597
22,348,189
0.1%
FY 2016
FY 2016
FY 2017
FY 2018
FY 2018
FY 2019
FY 2019
Revenue Sources
Actual
Actual
Adopted
Amended
Preliminary
Change
Impact Fees Fund - Solid Waste
-
-
111,451
111,451
101,165
(9.2 %)
MSD Solid Waste Management
18,088,488
20,062,598
22,221,646
47,844,146
22,247,024
0.1%
Total Revenue
18,088,488
20,062,598
22,333,097
47,955,597
22,348,189
0.1%
FY 2016
FY 2017
FY 2018
FY 2019 FY 2019
Position Summary by Department Actual
Actual
Adopted
Preliminary Variance
Solid Waste 19.95
19.70
19.70
19.70 -
Total Full -Time FTE 19.95
19.70
19.70
19.70 -
Total FTE 19.95
19.70
19.70
19.70 -
Fiscal Year 2019
2
Solid Waste
Packet Pg. 340
B.1.b
Monroe County Board of County Commissioners
Fiscal Year 2019 Preliminary Fiscal Plan
Solid Waste
Impact Fees Solid Waste
Mission Statement
To provide for adequate collection, disposal and resources recovery of solid waste in an environmentally sound and economically feasible manner
to meet the needs of present and future County residents.
Department Description
Funds are used solely for the purpose of construction and expansion of solid waste facilities in Monroe County, including but not limited to
1) Design and construction plan preparation;
2) Land acquisition; and
3) Acquisition of trucks and housing building equipment.
The funds shall not be used to maintain existing solid waste facilities. Funds shall be used in a manner consistent with the capital improvements
plan (Element #8, Solid Waste) of the comprehensive plan. The disbursal of such funds shall require the approval of the BOCC.
The Public Works /Engineering Division, Department of Solid Waste /Recycling overseas the solid waste disposal and recovery program for the
County.
Major Variances
This budget has been adjusted to reflect available revenue. Impact Fees Solid Waste Fund 133 budgets are also listed under the Capital
Improvement Plans.
FY 2016 FY 2017 FY 2018
FY 2018
FY 2019
FY 2019
Budgetary Cost Summary Actual Actual Adopted
Amended
Preliminary
Change
Capital Outlay Expenditures - - 111,451
111,451
101,165
(9.2 %)
Total Budget - - 111,451
111,451
101,165
(9.2 %
FY 2016 FY 2017 FY 2018
FY 2018
FY 2019
FY 2019
Revenue Sources Actual Actual Adopted
Amended
Preliminary
Change
Impact Fees Fund - Solid Waste - - 111,451
111,451
101,165
(9.2 %)
Total Revenue - - 111,451
111,451
101,165
(9.2 %
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Fiscal Year 2019
3
Solid Waste
Packet Pg. 341
B.1.b
Monroe County Board of County Commissioners
Fiscal Year 2019 Preliminary Fiscal Plan
Solid Waste
Solid Waste
Mission Statement
The mission of the Solid Waste Management Department is to provide for cost - efficient and environmentally proper collection, transportation,
and disposition of solid waste generated in the county, excluding the City of Key West and the Village of Islamorada, as defined by various
statutes, ordinances, and agreements.
Department Description
The Solid Waste Program provides comprehensive, convenient and reliable services /programs, residential and commercial, for the collection and
disposal of the different types of waste, including garbage, recyclables, yard waste, white goods, tires, household hazardous waste, electronic
waste, and litter.
Major Variances
Key Changes Affecting The Budget:
> The CPI for FY2019 for haul out and disposal of MSW, will be 3.2% on commercial and 2.5% on residential for a blended net rate increase of
2.78% for all disposal tons.
> Awarding a new contract for yard waste haul out in November 2018 at a cost of $64.75 per ton saved the county $14.75 per ton against the
previous contract.
• CPI increase per the yard waste contract for FY2019 will be 2.1 %.
• Replacement of three transfer station buildings and related recovery work was delayed due to Hurricane Irma. Completion of construction is
now expected by year's end, December 31, 2018.
> Increase in the amount of material that is collected and hauled out. (approximately 2 %)
>Tipping Fee remains at $123.50/ton
Related Strategic Goal: Fiscal Strength and Stability
Objective /Performance Measures
FY 2017 FY 2018 FY 2018 FY 2019
YTD Target
Maintain solid waste reserves and cost effective management
% of reserves within BOCC policy
Frequency Actual Target
Annually 100 100
Related Strategic Goal: Health, Social and Life -long Enrichment Services
FY 2017 FY 2018 FY 2018 FY 2019
Objective /Performance Measures Frequency Actual Target YTD Target
Provide the public with education /outreach on collection programs and
services and recycling
Number of commercial recycle accounts percentage increases annually Annually 5 5 5 5
Total Budget 17,997,579 20,062,598 22,221,646 47,844,146 22,247,024 0.1%
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FY 2016
FY 2017
FY 2018
FY 2018
FY 2019
FY 2019
Budgetary Cost Summary
Actual
Actual
Adopted
Amended
Preliminary
Change
Personnel Expenditures
1,216,619
1,354,931
1,419,643
1,433,243
1,401,359
(1.3 %)
Operating Expenditures
16,746,358
18,707,667
19,668,185
45,277,085
20,290,665
3.2%
Capital Outlay Expenditures
34,602
-
1,133,818
1,133,818
555,000
(51.1 %)
Total Budget 17,997,579 20,062,598 22,221,646 47,844,146 22,247,024 0.1%
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B.1.b
Monroe County Board of County Commissioners
Fiscal Year 2019 Preliminary Fiscal Plan
Solid Waste
Solid Waste
FY 2016
FY 2017
FY 2018
FY 2018
FY 2019
FY 2019
Revenue Sources Actual
Actual
Adopted
Amended
Preliminary
Change
D, E$ - #.$ GkV [ WO $`136 +13636 +$
$)
$ ( q ( *6379$
FBEA77679$
$ ( 4 7E3p(7$
$ 23
Total Revenue 17,997,579
20,062,598
22,221,646
47,844,146
22,247,024
0.1%
Fiscal Year 2019
5
Solid Waste
Packet Pg. 343
FY 2016
FY 2017
FY 2018
FY 2019 FY 2019
Position Summary
Actual
Actual
Adopted
Preliminary Variance
Administrative Support
5.60
5.60
9.60
9.60 -
Officials & Administrators
0.10
0.10
1.10
1.10 -
Skilled Craft Workers
4.00
4.00
2.00
2.00 -
Technicians
7.00
7.00
7.00
7.00 -
Service Maintenance
3.00
3.00
-
- -
Professionals
0.25
-
-
- -
Total Full -Time FTE
19.95
19.70
19.70
19.70 -
Total FTE
19.95
19.70
19.70
19.70 -
Fiscal Year 2019
5
Solid Waste
Packet Pg. 343
B.1.b
Monroe County Board of County Commissioners
Fiscal Year 2019 Preliminary Fiscal Plan
Solid Waste
Recycling
Mission Statement
Achieve the state objective of 75% recycling rate by 2020
Department Description
For several years, the County has been awarded the Consolidated Small County Solid Waste Management Grant under the FL Dept. of
Environmental Protection. The amount of the grant depends on the State's budget and the number of counties that qualify and apply for this
grant. The purpose of the grant is to help offset the operating costs of the solid waste management program.
Major Variances
Each year the grant amount depends on the number of small counties and the number that apply /receive the award.
Monroe County received:
$277,000 in FY09,
$78,787 in FY10,
$70,588 in FY11, FY12 and FY13, and
$90,909 for FY14, FY15, FY16, FY17 and FY18
Once the Grant is awarded to Monroe County and approved by the BOCC, the FY19 budget will be entered.
Related Strategic Goal: Promotion of Energy Conservation and Sustainability
Total Budget 90,909 - - - - - %
FY 2016 FY 2017 FY 2018 FY 2018 FY 2019 FY 2019
Revenue Sources Actual Actual Adopted Amended Preliminary Change
MSD Solid Waste Management 90,909 - - - - - %
Total Revenue 90,909 - - - - - %
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Solid Waste
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FY 2017 FY 2018
FY 2018
FY 2019
Objective /Performance Measures
Frequency
Actual Target
YTD
Target
Provide the public with education /outreach on collection programs and
services and rec
% of participation
Annually
75 95
95
95
FY 2016 FY 2017
FY 2018
FY 2018
FY 2019
FY 2019
Budgetary Cost Summary Actual Actual
Adopted
Amended
Preliminary
Change
Operating Expenditures 90,909 -
- -
-
- %
Total Budget 90,909 - - - - - %
FY 2016 FY 2017 FY 2018 FY 2018 FY 2019 FY 2019
Revenue Sources Actual Actual Adopted Amended Preliminary Change
MSD Solid Waste Management 90,909 - - - - - %
Total Revenue 90,909 - - - - - %
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Solid Waste
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B.1.b
County of Monroe
The Florida Keys
March 23, 2018
o BOARD OF COUNTY COMMISSIONERS
Mayor David Rice, District 4
Mayor Pro Tem Sylvia J. Murphy, District 5
Danny L. Kolhage, District 1
- George Neugent, District 2
Heather Carruthers, District 3
TO: Office of Management and Budget — Budget Administrator
FROM: Monroe County Solid Waste Management
COMPARATIVES:
FY2018 Adopted - $22,221,646.00
FY2019 Requested - $22,316,314.00
Key Chances affectine the Budget:
1. Increase in the amount of material that is collected and hauled out. (approximately 2% of FYI 8 over
FY17)
2. The CPI for FY2019 for haul out and disposal of MSW, will be 3.2% on commercial and 2.5% on
residential for a blended net rate increase of 2.78% for all disposal tons.
3. Awarding a new contract for yard waste haul out in November 2018 at a cost of $64.75 per ton saved the
county $14.75 per ton against the previous contract.
4. CPI increase per the yard waste contract for FY2019 will be 2.1 %.
5. Replacement of three transfer station buildings and related recovery work was delayed due to Hurricane
Irma. Completion of construction is now expected by year's end, December 31, 2018.
Cheryl Sullivan
Monroe County, Solid Waste Management
Packet Pg. 345
B.1.b
Fleet Management
Proposed FY19:
FY19 Revenue Source
General Fund
$0
Other Ad Valorem
$0
Non Ad Valorem
$3,033,283
Capital Funds
$0
$3,033,283
3,500,000
3,000,000
2,500,000
2,000,000
1,500,000
1,000,000
500,000
Expenditures by Department
Fleet Management
Total
2,913,122 3,011,501 3,033,283 0.7%
I
FY19 Expenditures by Department
FY19 Revenue Source
■ General Fund 0%
■ Other Ad Valorem 0%
Non Ad Valorem 100%
■ Capita l Funds 0%
Expenditures by Department
2,913,122 3,011,501 3,033,283 0.7%
tFleet Management
Adopted
Adopted
Proposed
FY
FY17 Budget
FY18 Budget
FY18 Budget
Change
M Fleet Management
100%
Packet Pg. 346
FY17 Budget FY18 Budget FY18 Budget
C /2 /c
Budgetary Cost Summary
Personnel Expenditures
Operating Expenditures
Capital Outlay Expenditures
Total
Adopted
Adopted
Proposed
FY19
FY17 Budget
FY18 Budget
FY18 Budget
Change
1,440,706 1,462,291 1,520,434 4.0%
1,461,416 1,538,210 1,501,849 -2.4%
11,000 11,000 11,000 0.0%
2,913,122 3,011,501 3,033,283 0.7%
Budgetary Cost Summary
3,500,000
3,000,000
2,500,000
2,000,000
1,500,000
1,000,000
500,000
Personnel Expenditures
■ Operating Expenditures
Capital Outlay Expenditures
Packet Pg. 347
FY17 Budget FY18 Budget FY18 Budget
B.1.b
Monroe County Board of County Commissioners
Fiscal Year 2019 Preliminary Fiscal Plan
Fleet Management
Fleet Management
Organizational Chart
Total Full -Time Equivalents (FTE) = 17.05
Fleet Management
Total Full -Time Equivalents (FTE) = 17.05
Fiscal Year 2019 1 Fleet Management
Packet Pg. 348
B.1.b
Monroe County Board of County Commissioners
Fiscal Year 2019 Preliminary Fiscal Plan
Fleet Management
Mission Statement
The mission of the Fleet Management Department is to provide Fleet Management services in the most effective and efficient means possible
Services Provided
Maintain the fleet of vehicles, facilities, and equipment in a safe operating condition.
Perform and document preventative maintenance, safety inspections and repairs to the BOCC's and other government agencies' fleets, which
includes small vehicles and trucks, rolling equipment and emergency generators.
Provide fuel 24 hours a day, 365 days per year.
Provide emergency power generator inspections, maintenance and repairs.
Provide related management services, vehicle acquisition and disposal, parts, equipment and supply procurement, etc.
Strategic Goals
Continue to provide professional Fleet knowledge and knowhow.
Implement garage supply purchase, storage, and management process.
Fully implement updated procedures for disposing of surplus vehicles and equipment.
Improve and maintain quality of fleet computer and work order data.
Maintain safe garage and fuel facilities.
Maintain safe County and Sheriff Fleet vehicles and equipment.
Provide proposed Fleet vehicle and equipment replacement plans.
Update annual Fleet billing criteria.
FY 2016 FY 2017 FY 2018 FY 2018 FY 2019 FY 2019
Appropriations by Department Actual Actual Adopted Amended Preliminary Change
Fleet Management 2,226,911 2,331,655 3,011,501 3,011,501 3,033,283 0.7%
Total Budget 2,226,911 2,331,655 3,011,501 3,011,501 3,033,283 0.7%
FY 2016 FY 2017 FY 2018 FY 2018 FY 2019 FY 2019
Revenue Sources Actual Actual Adopted Amended Preliminary Change
Fleet Management Fund 2,226,911 2,331,655 3,011,501 3,011,501 3,033,283 0.7%
Total Revenue 2,226,911 2,331,655 3,011,501 3,011,501 3,033,283 0.7%
Position Summary by Department
Fleet Management
Total Full -Time FTE
FY 2016 FY 2017 FY 2018
Actual Actual Adopted
17.05 17.05 17.05
17.05 17.05 17.05
FY 2019 FY 2019
Preliminary Variance
17.05 -
17.05 -
Total FTE 17.05 17.05 17.05 17.05 -
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2
Fleet Management
Packet Pg. 349
B.1.b
Monroe County Board of County Commissioners
Fiscal Year 2019 Preliminary Fiscal Plan
Fleet Management
Fleet Management
Mission Statement
The mission of the Fleet Management Department is to provide Fleet Management services in the most effective and efficient means possible.
Department Description
The Fleet Management Department services approximately 800 units at three County -owned garages in Key West, Marathon, and Plantation Key
The Department is responsible for acquiring and disposing of, maintaining, repairing, and providing fuel for the County fleet, which includes
automobiles, vans, trucks, heavy equipment, and more than 60 emergency generators. It manages all outside warranty and specialty contract
repair work and operates a preventive maintenance tracking system for all vehicles under its care. It also provides maintenance support for the
Monroe County Sheriff's Department vehicles.
Major Variances
- $45,000 for FTE transferred to Fire Rescue when Department determined it was in their best interest to hire in -house Fire Rescue mechanic to
take responsibility of County fire apparatus.
- $20,000 for Outsourced Professional Accounting Assistance. Previously provided by in -house Public Works Staff Accountant. Now being
provided by Fleet Administrative Staff, with assistance as needed from OMB.
- $5,000 for Repair and Maintenance Admin. After completely rebuilding interior of Key West Fleet Admin. offices FY 2017; recommend reducing
funds in this account to offset funds added to Sublet /Contractor repair funding where we are running low.
- $1,500 for Office Supplies Admin. FY 2016 and FY 2017 trends show Fleet is spending less on office supplies; recommend reducing funds in this
account to offset funds added to Sublet /Contractor Repair funding where we are running low.
- $9,804.00 for Operating Supplies Operating. FY 2016 and FY 2017 trends show Fleet is spending less on garage operating supplies; recommend
reducing funds in this account to offset funds added to Sublet /Contractor Repair funding where we are running low.
+$16,304 for Sublet /Contractor Repairs. FY 2016 and FY 2017 trends show Fleet is spending more on outside Contractor Repairs; recommend
adding funds in this account where we are running low.
+$45,000 for re -class of existing FTE to fund recently hired Fleet Business Manager.
Fiscal Year 2019 3 Fleet Management
Packet Pg. 350
B.1.b
Monroe County Board of County Commissioners
Fiscal Year 2019 Preliminary Fiscal Plan
Fleet Management
FY 2016
FY 2017
FY 2018
FY 2018
Fleet Management
FY 2019
r
Budgetary Cost Summary
Actual
Related Strategic Goal: Excellent, Efficienct, Equitably - Delivered Public Service
Adopted
Amended
Preliminary
FY 2017
FY 2018
FY 2018
FY 2019
Objective /Performance Measures Frequency
Actual
Target
YTD
Target
Continue to provide professional Fleet knowledge and knowhow
Operating Expenditures
1,059,748
993,058
1,538,210
Number of fully trained staff Annually
2
2
2
2
Related Strategic Goal: Fiscal Strength and Stability
-
11,000
11,000
11,000
FY 2017
FY 2018
FY 2018
FY 2019
Objective /Performance Measures Frequency
Actual
Target
YTD
Target
Implement garage supply purchase, storage, and management process
Percentage of Fleet tool and supply inventory Annually
0
0
0
2
Provide (proposed) Fleet vehicle and equipment replacement plans.
Number of Fleet vehicles /equipment replaced Annually
19
27
5
23
Related Strategic Goal: Responsible Management of Physical Infrastructure and Capital Assets
FY 2017
FY 2018
FY 2018
FY 2019
Objective /Performance Measures Frequency
Actual
Target
YTD
Target
Fully implement updated procedures for disposing of surplus vehicles and
equipment
Number of pending surplus units in inventory Annually
100
30
100
30
Maintain safe County and Sheriff Fleet vehicles and equipment
Number of accidents due to defective parts Annually
0
0
0
0
Maintain safe garages and fuel facilities
Facility inspections and repairs from inspection Annually
4
4
0
4
Total Budget 2,226,911 2,331,655 3,011,501 3,011,501 3,033,283 0.7% LL
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FY 2016 FY 2017 FY 2018 FY 2018 FY 2019 FY 2019 0
Revenue Sources Actual Actual Adopted Amended Preliminary Change 0
Fleet Management Fund 2,226,911 2,331,655 3,011,501 3,011,501 3,033,283 0.7% c
Total Revenue 2,226,911 2,331,655 3,011,501 3,011,501 3,033,283 0.7% p
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FY 2016
FY 2017
FY 2018
FY 2018
FY 2019
FY 2019
r
Budgetary Cost Summary
Actual
Actual
Adopted
Amended
Preliminary
Change
a)
Personnel Expenditures
1,167,164
1,338,597
1,462,291
1,462,291
1,520,434
4.0%
Operating Expenditures
1,059,748
993,058
1,538,210
1,538,210
1,501,849
(2.4 %)
m
Capital Outlay Expenditures
(1)
-
11,000
11,000
11,000
-%
Total Budget 2,226,911 2,331,655 3,011,501 3,011,501 3,033,283 0.7% LL
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FY 2016 FY 2017 FY 2018 FY 2018 FY 2019 FY 2019 0
Revenue Sources Actual Actual Adopted Amended Preliminary Change 0
Fleet Management Fund 2,226,911 2,331,655 3,011,501 3,011,501 3,033,283 0.7% c
Total Revenue 2,226,911 2,331,655 3,011,501 3,011,501 3,033,283 0.7% p
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Packet Pg. 351
C /2 /c
Monroe County Board of County Commissioners
Fiscal Year 2019 Preliminary Fiscal Plan
Fleet Management
Fleet Management
Fiscal Year 2019
5
Fleet Management
Packet Pg. 352
FY 2016
FY 2017
FY 2018
FY 2019
FY 2019
Position Summary
Actual
Actual
Adopted
Preliminary
Variance
Administrative Support
2.00
15.00
14.00
14.00
-
Officials & Administrators
1.05
1.05
1.05
1.05
-
Service - Maintenance
3.00
-
-
-
-
Skilled Craft Workers
8.00
-
1.00
-
(1.00)
Technicians
1.00
1.00
1.00
1.00
-
Service Maintenance
1.00
-
-
-
-
Professionals
1.00
-
-
1.00
1.00
Total Full -Time FTE
17.05
17.05
17.05
17.05
-
Total FTE
17.05
17.05
17.05
17.05
-
Fiscal Year 2019
5
Fleet Management
Packet Pg. 352
B.1.b
MEMORANDUM
TO: Roman Gastesi
County Administrator
THRU: Tina Boan, Director
Office of Management & Budget
THRU: Kevin Wilson,
Assistant County Administrator
FROM: Roy Sanchez, Director
Fleet Management Department
REF: Fleet Management FY2019 Proposed Budget
DATE: March 14, 2018
Please find Fleet Management's Proposed FY 2019 Budget, Major Variances, Mission
Statement, Department Description, Services Provided, Strategic Goals, Issues and Items
of Importance, Proposed Vehicle Maintenance Charges, proposed Vehicle Purchase and
Replacement Schedule.
(MAJOR VARIANCES IN FLEET'S BUDGET FROM FY2018 ARE AS FOLLOWS)
• - $45,000.00 for FTE transferred to Fire Rescue when Department determined it
was in their best interest to hire in house Fire Rescue mechanic to take
responsibility of County fire apparatus.
• - $20,000.00 for Outsourced Professional Accounting Assistance. Previously
Provided by In -House Public Works Staff Accountant. Now being provided by
Fleet Administrative Staff, with assistance as needed from Office of Management
and Budget.
• - $5,000.00 for Repair and Maintenance Admin. After completely rebuilding
interior of Key West Fleet Admin. Offices FY2017; recommend reducing funds in
this account to offset funds added to Sublet/Contractor repair funding where we
are running low.
Packet Pg. 353
B.1.b
• - $1,500.00 for Office Supplies Admin. FY2016 and FY 2017 trends show Fleet is
spending less on office supplies; recommend reducing funds in this account to
offset funds added to Sublet/Contractor Repair funding where we are running low.
+ - $9,804.00 for Operating Supplies Operating. FY2016 and FY2017 trends show
Fleet is spending less on garage operating supplies; recommend reducing funds in
this account to offset funds added to Sublet/Contractor Repair funding where we
are running low.
• +$16,304.00 for Sublet/Contractor Repairs. FY2016 and FY2017 trends show
Fleet is spending more on outside Contractor Repairs; recommend adding funds
in this account where we are running low.
• +$45,000.00 for reclass of existing FTE to fund recently hired Fleet Business
Manager.
(MISSION STATEMENT)
• The mission of the Fleet Management Department is to provide Fleet
Management Services in the most effective and efficient means possible.
(DEPARTMENT DESCRIPTION)
• The Fleet Management Department services approximately 800 units at three
County -owned garages in Key West, Marathon, and Plantation Key. The
Department is responsible for acquiring and disposing of, maintaining, repairing,
and providing fuel for the County Fleet, which includes automobiles, vans, trucks,
heavy equipment, and more than 60 emergency power generators. It manages all
outside warranty and specialty contract repair work, and operates a preventive
maintenance tracking system for all vehicles under its care. It also provides
maintenance support for the Monroe County Sheriff Department vehicles.
(SERVICES PROVIDED)
• Maintain the Fleet of vehicles, facilities, and equipment in a safe operating
condition.
• Perform and document preventative maintenance, safety inspections and repairs to
the BOCC's and other government agencies fleets, which includes small vehicles,
and trucks, rolling equipment, and emergency power generators.
• Provide fuel 24 hours a day; 365 days per year.
• Provide emergency power generator inspections, maintenance, and repairs.
Packet Pg. 354
B.1.b
• Provide related management services; vehicle acquisition and disposal; parts,
equipment and supply procurement, etc.
(STRATEGIC GOALS)
• Continue to provide professional Fleet knowledge and knowhow.
• Implement garage supply purchase, storage, and management process.
• Fully implement updated procedures for disposing of surplus vehicles and
equipment.
• Improve and maintain quality of fleet computer and work order data.
• Maintain safe garages and fuel facilities.
• Maintain safe County and Sheriff Fleet vehicles and equipment.
• Provide proposed Fleet vehicle and equipment replacement plans.
• Update annual fleet billing criteria.
(ISSUES AND ITEMS OF IMPORTANCE)
• Moving towards FY2019 Fleet continues to struggle to keep Mechanic positions
filled.
• There is a shortage of outside service contractors in Monroe County for
outsourcing of specialized maintenance, warranty, and repairs.
• Number of County units (vehicles and equipment) is on the rise. Presently more
than 800 existing active units compared to 750 several years ago. Number of
vehicles past due for inspection is over 200 total at all times. In order to get back
to being able to keep up with work load Fleet needs to add 3 entry level mechanic
positions which were taken away previously.
(Presently seeking quotes for GPS Fleet tracking system). Information we are
seeking is post hurricane vehicle and equipment usage reporting, real time vehicle
and equipment locating, recorded travel and idle times, vehicle condition
monitoring, driver behavior monitoring, fuel consumption, mileage tracking, and
identification of a wide variety of other maintenance, monitoring, and equipment
issues.
Garage Facilities and equipment are in not so good condition. Vehicle and
equipment storage is overcrowded. Employee parking is in some cases
Packet Pg. 355
B.1.b
nonexistent. For years plans and proposals to upgrade have been put aside due to
other priorities. I am afraid if problem is not addressed soon available properties
may no- longer exist.
• US forecasters predict that the average price of gasoline for all of 2018 will be
$2.57 a gallon; up from $2.42 a gallon in 2017. Price of diesel fuel for all of 2018
will be $2.70 a gallon; up from $2.42 a gallon in 2017.
Packet Pg. 356
B.1.b
Medical Examiner
Proposed FY19:
FY19 Revenue Source
General Fund $704,435
Other Ad Valorem $0
Non Ad Valorem $0
$704,435
FY19 Revenue Source
■General Fund 100%
40 • Other Ad Valorem 0%
Non Ad Valorem 0%
Expenditures
705,400
705,200
705,000
704,800
704,600
704,400
704,200
704,000
Expenditures
Medical Examiner
Total
--*—Medical Examiner
Adopted
Adopted
Proposed
FY19
FY17 Budget
FY18 Budget
FY19 Budget
Change
705,161 704,473 704,435 0.0%
705,161 704,473 704,435 0.0%
FY19 Expenditures
■ Medical Examiner
100%
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FY17 Budget FY18 Budget FY19 Budget
B.1.b
a 4r4'&p Jqn
Budgetary Cost Summary
Personnel Expenditures
Operating Expenditures
Capital Outlay Expenditures
Total
Adopted
Adopted
Proposed
FY19
FY17 Budget
FY18 Budget
FY19 Budget
Change
- 8,402 8,517 1.4%
705,161 696,071 695,918 0.0%
- - 0.0%
705,161 704,473 704,435 0.0%
Budgetary Cost Summary
800,000
700,000
600,000
500,000
400,000
300,000
200,000
100,000
FTE Histo
Personnel Expenditures
■ Operating Expenditures
Capital Outlay Expenditures
Adopted Adopted Proposed FY19
FY17 Budget FY18 Budget FY19 Budget Change
0.10 0.10 0.10
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FY17 Budget FY18 Budget FY19 Budget
B.1.b
Monroe County Board of County Commissioners
Fiscal Year 2019 Preliminary Fiscal Plan
Medical Examiner
Medical Examiner
Organizational Chart
Total Full -Time Equivalents (FTE) = 0.10
Medical Examiner
Total Full -Time Equivalents (FTE) = 0.10
Fiscal Year 2019 1 Medical Examiner
Packet Pg. 359
B.1.b
Monroe County Board of County Commissioners
Fiscal Year 2019 Preliminary Fiscal Plan
Medical Examiner
Services Provided
Strategic Goals
FY 2016
FY 2017
FY 2018
FY 2018
FY 2019
FY 2019
Appropriations by Department Actual
Actual
Adopted
Amended
Preliminary
Change
Medical Examiner 635,281
705,161
704,473
704,473
704,435
- %
Total Budget 635,281
705,161
704,473
704,473
704,435
- %
FY 2016
FY 2017
FY 2018
FY 2018
FY 2019
FY 2019
Revenue Sources Actual
Actual
Adopted
Amended
Preliminary
Change
General Fund 635,281
705,161
704,473
704,473
704,435
- %
Total Revenue 635,281
705,161
704,473
704,473
704,435
- %
FY 2016
FY 2017
FY 2018
FY 2019 FY 2019
Position Summary by Department Actual
Actual
Adopted
Preliminary Variance
Medical Examiner 0.10
0.10
0.10
0.10 -
Total Full -Time FTE 0.10
0.10
0.10
0.10 -
Total FTE 0.10
0.10
0.10
0.10 -
Fiscal Year 2019
2
Medical Examiner
Packet Pg. 360
B.1.b
Monroe County Board of County Commissioners
Fiscal Year 2019 Preliminary Fiscal Plan
Medical Examiner
Medical Examiner
Department Description
Provide Medical Examiner services to District 16, Monroe County.
Objective /Performance Measures
FY 2017 FY 2018 FY 2018 FY 2019
Frequency Actual Target YTD Target
FY 2016
FY 2017
FY 2018
FY 2018
FY 2019
FY 2019
Budgetary Cost Summary Actual
Actual
Adopted
Amended
Preliminary
Change
Personnel Expenditures 6
-
8,402
8,402
8,517
1.4%
Operating Expenditures 635,276
705,161
696,071
696,071
695,918
- %
Total Budget 635,281
705,161
704,473
704,473
704,435
- %
FY 2016
FY 2017
FY 2018
FY 2018
FY 2019
FY 2019
Revenue Sources Actual
Actual
Adopted
Amended
Preliminary
Change
General Fund 635,281
705,161
704,473
704,473
704,435
- %
Total Revenue 635,281
705,161
704,473
704,473
704,435
- %
FY 2016
FY 2017
FY 2018
FY 2019 FY 2019
Position Summary Actual
Actual
Adopted
Preliminary Variance
Officials & Administrators 0.10
0.10
0.10
0.10 -
Total Full -Time FTE 0.10
0.10
0.10
0.10 -
Total FTE 0.10
0.10
0.10
0.10 -
Fiscal Year 2019
3
Medical Examiner
Packet Pg. 361
I
DISTRICT 16 MEDICAUS EXAMINER OFFICE
Serving Monroe County in the "Florida Keys"
Michael R. Steckbauer, M.D.
Medical Examiner
May 4 2018
Roman Gastesi, County Administrator
Tina Boan, Budget Director
Office of Management and Budget
1100 Simonton Street, Suite 2 -213
Key West, Ft. 33040
I'm offering the attached budget for the projected expenditures for Fiscal Year 2018 -2019. The medical
examiner's office has undergone a great deal of change within the last year. Prior to July, 2017 the
expenses of the office, and the corporation providing forensic pathology services, was reimbursed
appropriately as a set amount. Due to issues internally within the office that changed in July of 2017.
That change has caused a number of problems. The work of the medical examiner's office is constantly
changing, and accordingly, so are its expenses. During the best of times it's difficult to forecast
expenses, but as we all know unforeseen issues like hurricanes and a fluctuating population base as well
as numbers of tourists make that even more difficult.
Historically the office has had a staff of 2 to 3 individuals as well as the doctor. I lost 1 individual just
before I started and a second 2 months later. I have had great difficulty in recruiting even 1 qualified
person for those two spots. So although this has saved the office money that could be used for updates
that are badly needed, it has placed undue stress and burden on myself as well as the office manager. I
have finally been able to recruit a qualified person for one of the two positions, but this means that
some of the "wiggle room" that I had had in the budget will now be gone. I would ask /request that the
county revisit the idea of making this office a full complete county facility rather than a hybrid of a
private corporation /county office. That change would make recruitment easier (the office would now
fall into FRS, with a very standard benefits package).
The attached proposed budget relies heavily on known historic data from the office, as well as my own
personal experience in running the office for the last year.
Sincerely,
Michael R. Steckbauer. M.D.
56639 Overseas Hwy. 305 - 743 -9011 Office Email: meo@monroecounty-
fl.gov
Marathon, FL 33050 305 - 743 -9013 Fax
B.1.b
Packet Pg. 362
DISTRICT 16 MEDICAL'S EXAMINER OFFICE
Michael R. Steckbauer, M.D.
Medical Examiner
Proposed Budget Fiscal Year 2018 -2019
Revenue
Monroe County Income
Cremation Approvals
Total Revenue
Expenses
Conferences and Meetings
Education/Continuing Education
Dues and Subscriptions
Insurances
Laboratory Fees
Licenses and Fees
Office Expenses
Salaries and Wages
Payroll Taxes
Postage and Shipping
Professional Services
Small Medical Equipment
Morgue Supplies
Body Transport
Travel Expenses
Uniforms
Janitorial and Cleaning
Waste Removal
Total Expenses
Budgeted County Amount
686,055.00
12,000.00
698,055.00
2000.00
2,300.00
1,000.00
32, 000.00
46, 700.00
3,200.00
6,500.00
383,800.00
40,000.00
3,000.00
67,055.00
3,000.00
10,000.00
87,500.00
5,000.00
1500.00
1,500.00
2,000.00
698,055.00
686,055.00
Item Number
#1
#2
#3
#4
#5
#6
#7
#8
#9
#10
#11
#12
#13
#14
#15
#16
#17
#18
#19
#20
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Packet Pg. 363
DISTRICT 16 MEDICAL'S EXAMINER OFFICE
Michael R. Steckbauer, M.D.
Medical Examiner
Item Number
#1. Total funds required from Monroe County for fiscal year 2018 -2019.
#2. Cremation approvals. As one would expect this number varies from year to year.
#3. Conferences and meetings. There is some overlap with the education/continuing education
column. It includes Medical Examiner Commission meetings, as well as conferences such as
Miami's Medical Legal Death Investigation course. The gold standard within forensic pathology
is to support 1 conference for pathologists, and education/conferences for investigators that will
allow them to become American Board of Medico -Legal Death Investigation certified. The
office is in the process of attaining certification for the current Director of Operations, and
intends to pursue such for any new hires.
#4. Annual continuing education costs required to maintain licensure and certifications. Please
see item 43.
#5. Professional dues; such as those for the American Medical Association, the Florida
Association of Medical Examiners, the National Association of Medical Examiners, and the
American Academy of Forensic Sciences.
46. Insurances, including those contractually required by the county, such as liability insurance,
medical malpractice, and worker's compensation.
#7. Laboratory cost, to include toxicology testing as required by Florida statute.
#8. Professional license and fee renewals for office personnel as well as the doctor's
corporation.
#9. Office expenses based upon costs over the last year.
#10. Salaries and wages, excluding medical stipend for insurance for employees, as well as
payroll taxes, both of which are included in other line items.
#11. Payroll taxes including social security, Medicare, FUTA, and SUTA. This amount is based
upon the actual amounts during my time in the position. I expect this amount to increase due to
the addition of a FTE. I have been unable to find a qualified individual to fill 2 positions that
were vacated shortly after I started with the office. I have recently found a qualified individual,
which will cause this amount to increase.
#12. Postage and shipping. This amount includes shipping of toxicology specimens, autopsy
reports and photos, human remains for forensic anthropology examination, teeth for examination
by a forensic odontologist, etc.
# 13. Professional services include locum tenems coving physicians, a certified accountant, legal
services, transcription services, and radiation monitoring due to x -ray use.
F Packet Pg. 364
DISTRICT lb MEDICAL'S EXAMINER OFFICE
Michael R. Steckbauer, M.D.
Medical Examiner
#14. Medical tools and equipment, including; autopsy saws and blades, scissors, scalpels,
scalpel handles, forceps, scales, etc.
#15. Morgue supplies: Body bags, syringes, needles, fingerprinting materials, sexual assault kits,
cameras and memory chips, protective clothing, gloves, and a myriad of additional supplies.
#16. Body transport. This amount is based upon the transport of 250 decedents per year, This
amount is expected to increase in the future depending on whether or not the office is able to
continue to contract with the two local funeral homes for transportation services, or will need to
bring the service in house. In the meantime, a vehicle and appropriate equipment needs to be
purchased to insure that current office personnel will be able to transport decedents in emergency
circumstances, or when the funeral homes are unable to. Surplus from a lack of personnel is
expected to be used for this purpose at the end of the current fiscal year, however if those funds
are needed for other purposes, they need to be budgeted for in the upcoming fiscal year.
417. Travel expenses include gas for travel to and from death scenes, travel to and from the
courthouse for testimony, and travel to and from meetings with law enforcement. All travel is
billed at the current GSA rate.
# 18. Medico -legal death investigation requires very specific types of clothing, foot ware, and
equipment. In accordance with OSHA and federal guidelines required clothing is either provided
directly by the office, or indirectly via a monetary stipend.
#19. Janitorial services and cleaning supplies for building maintenance.
#20. Biohazardous waste removal.
Please note that changes from the last itemized budget submitted for fiscal year 2016 -2017 are
due to actual costs noted throughout the last 9 months of operating the office, as well as expected
costs for the upcoming fiscal year. Also of note is the fact that this office did not make any
special request for additional funds due to costs from hurricane IRMA, nor from costs which
have arisen secondary to prior issues in the office. Instead myself and the director of operations
have worked within the current budget.
F Packet Pg. 365
Mission:
To protect, promote & improve the health
of all people in Florida through integrated
state county & community efforts.
HEALTH
MWMCMnt
Vision: To be the Heallhlest State in the Nation
Rick Sc
Governor
Celeste Philip, MO, MPH
Interim State Surgeon General
Date: April 27, 2018
To: Mr. Roman Gastesi, Monroe County Administrator
Ms. Tina Boan, Monroe County Office of Management and Budget
From: Robert Eadie, Administrator
Florida Department of Health A e onroe County
Re: 2018 — 2019 Budget Request
In our continuing effort to promote and protect the health and safety of all persons in Monroe County
through the delivery of quality public health services, we request the following funding for the Contract
Year beginning October 1, 2018 and ending September 30, 2019
County Tax Revenue
$1,043,456.00 for Public Health Operations
This figure represents decreased funding from the current 2017 -2018 Contract Year.
Florida Department of Health www.FioridasHealth.com
Monroe County Health department TWITTER,HealthyFLA
11 DO Simonton Street • Key West FL 33040 FACEBOOK:FI-DepartmentotHealth
PHONE 30503 -75M • FAX 3051809 -5629 y
Packet Pg. 366
B.1.b
Mission:
To protect, pmmte & improve the heat
of all people in Florida through integrated
state. county & community effort H s. EAL! n
miimcixa
Rick Scott
Governor
Celeste Philip, MD, MPH
Interim State Surgeon General
Vision: To be the Healthiest State in the Nation
2018 -2019 Budget Request
The Core Contract between the Florida Department of Health — Monroe County (FLDOH- Monroe) and
the Monroe County Board of County Commissioners (BOCC) details the arrangement, terms and
conditions of tax funding for Public Health purposes. For the coming fiscal year, FLDOH- Monroe
proposes the following uses for County funds:
FLDOH- Monroe plans to continue its County Immunization Program and to proceed with efforts to
network, create partnerships, and leverage resources to promote a healthy environment, educate
citizens, and continue community health improvement planning to benefit all residents.
A. Personnel - $ 600,456
As you would expect for a service organization, FLDOH- Monroe's largest budget line item is our
people costs. Many functions required for performing Public Health services in Monroe County
are funded minimally by the State, or not at all, yet are necessary for the health and well -being of
our residents. Items such as School based dental sealant program, ZIKA, MRSA incidents,
investigating sanitary nuisance cases, testing water quality, addressing biohazard situations,
investigating rabies and food -borne illness issues, coordinating family planning activities, and
immunizing our people are some of the examples of what we continue to provide to the
community. The personnel costs requested in the core contract will fund the following positions
and activities:
A. Personnel (continued)
• Licensed Clinical Providers — $418,456
These services include but are not limited to Family Planning, Disease Prevention, Immunization
and Health Counseling, Dental Sealants for those Monroe County residents that are uninsured,
underinsured or lower income.
• Dental Sealant licensed hygienists $ 37,000
• County Immunization Staff- 145,000
The clinical positions also manage the program, report on its pace and direction, implement reporting
mechanisms, act as community subject matter experts, report results, coordinate media campaigns with
the FLDOH Public Information Officer, and immunize eligible citizens. The following summarizes some of
the immunization guidelines we generally follow:
Packet Pg. 367
13.1.b
Florida Department of Health, Monroe County r - 1 y' i
2018 -2019 Budget Request HEALT"
monmecom
• TDaP is recommended for pregnant women and their families as well as families of infants and small
children to prevent the transmission of illness to our youngest Monroe citizens.
+ The Pneumonia vaccine is recommended for people 65 and older, for the very young, for those with
weakened immune systems, for people who abuse alcohol, and for smokers.
• The HPV vaccine is recommended for girls age 9 -26 and boys age 11 -26. FLDOH receives external
funding to immunize persons under the age of 18, but most men and women age 19 -26 have not
received this immunization. The HPV vaccine has the potential to nearly eliminate future cervical,
perineal, perianal, head and neck cancers.
• Again this year we will continue our initiative to specifically target flu immunizations for children ages
five to nine. Annual Flu vaccinations are recommended for all children over six months. This age
group is frequently overlooked because these are years with no required immunizations for school
attendance. Potential complications from influenza in children include viral pneumonia, secondary
bacterial pneumonia or bacteremia, otitis media, respiratory failure, encephalopathy, seizures,
prolonged hospitalization, and death.
B. Supplies & Equipment - $ 400,000
Vaccines:
Fluvirin Vaccine
Fluzone
Rabies Vaccine
Typhoid Vaccine
Tetanus Diphther
Toxoid
5hingrix
Gardasil
Prevnar
Twinrix
Engerix B
Havrix
Adacel
Zostavax
Menactra
Pneumovax 23
Varivax
Measles, Mumps, Rubella
Required immunizations for the uninsured "Take Stock in Children" $ 2,500
experiment (for the International Living Scholarship recipients)
10 participants (est.) x $ 250 per vaccine
P
Packet Pg. 368
C /2 /c
Florida Department of Health, Monroe County }
201 8-2019 Budget Request HEAUP
Mom" Carat
Additional vaccines for uninsured /underinsured county residents who $ 75,000
are medically vulnerable
In- county overnight travel for Clinical staff —to move existing $ 2,500
expertise to where they are needed throughout the Keys in order to
reduce overall staffing requirements
C. Contractual Services - $ 43,000
Advertising and Media — PACE -EH Program $ 5,000
Advertising and Media -- Adult Immunizations $ 7,000
Advertising and Media —Flu $ 5,000
Advertising and Media — Environmental Issues — Vector -Borne Diseases $ 5,000
Media printing for the Community Health Improvement Plan and the $ 5,000
Community Health Assessment /Almanac
Performance Monitoring Software (5 user accounts * $600 /year) $ 3,000
Sealant Program Supplies $ 13,000
Family planning Services $ 31,000
Grand Total $ 1,043,456
P
Packet Pg. 369