FY 2017 Annual Performance Report

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1 FY 2017 Annual Report 1

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3 FY 2017 Pasco County Commissioners Ron Oakley County Commissioner District 1 Kathryn Starkey County Commissioner District 3 Mike Moore Chairman District 2 Mike Wells Vice Chairman District 4 Jack Mariano County Commissioner District 5 3

4 A Message from Your County Administrator Dan Biles County Administrator 2017 was a year full of unexpected public emergencies: forest fires, sinkholes and hurricanes. It was also a year of fiscal challenges and organizational change. Whatever the challenge at hand, we managed them all and continue to evolve into a more efficient and nimble organization. Most importantly, we have demonstrated, once again, that Pasco is a resilient community and its team is second to none. It is my personal commitment to continue to develop a culture and work environment where we all feel comfortable voicing our opinions and sharing our ideas. It is my intent to listen and understand our challenges and achievements, while enabling each team member to realize the importance of their role and potential in the overall context of our service to the community. Since my arrival, I have emphasized my personal motto and the importance of three key words: people, purpose, and performance. People are the heart of this organization. Without the hard work and dedication to public service we could not do the job entrusted to us by the Board of County Commissioners and the citizens of Pasco County. Purpose, because we willingly invest ourselves in the work we do. We aspire to have a positive impact in the lives of our citizens through each of our roles. From home-delivered meals to the construction of roads and other County infrastructure we are the reflection of an organization that strives every day to keep our citizens safe from harm, while providing them the quality of life and security to dream up a future for continued growth and development. We measure our success through the many ways in which our actions touch and shape the lives of our neighbors and visitors. Each of our individual roles feeds into the greater obligation to make Pasco a premier community. We are the providers in our day-to-day of key services that keep our community healthy, safe, and dynamic. Our motivation to serve the public is directly linked to our personal satisfaction and connection to the people whose lives we touch every day., because while during this past year we have undergone many changes and challenges, we also have achieved many successes that build upon the work needed to meet the four focus areas in our Strategic Plan. It is through our professional expertise and personal link to the community that we come to explore solutions to the issues that arise day-by-day. As we continue to deliver services at the highest possible level, it is also our duty to continue learning, succeeding and improving. After all, this is how we live and exemplify our core values: integrity, respect, service excellence and innovation. On that note, Fiscal 2017 has been another exciting year. We continue to provide services to meet the needs of our customers, while continuously improving how we deliver those services. The 2017 National Citizen Survey results indicate continued improvement in the overall Quality of Pasco County Services a six-percent increase since And something else you can all be proud of 90-percent of all customer comment cards are positive. This past year has seen significant Economic Growth activity with some high-profile projects. In January, the Pasco Economic Development Council opened the SMARTstart Pasco Business Incubator office in Dade City. The Board approved the 98-thousand square foot Wiregrass Sports Complex and bumped up the Tourism Tax from two-percent to four-percent. Mettler Toledo arrived in Pasco the 270-thousand square foot manufacturing facility brings 600 jobs and 55-million in capital investment to the County also brought the development of Connected City America s first Smart Gigabit mixed-use community that will have gigabit speeds, driverless vehicles and two Crystal Lagoons creating an innovation hub attracting health care providers, universities and startup companies using advanced technologies. Connected City will be a place for our residents to live, learn, work and play at home transitioning Pasco from being a bedroom community to an employment and recreational destination. As we continue to improve our roadway network, Engineering Services received notification in October, 2017 that the final hurdle had been reached in the approval of the study for the Overpass Road Project which includes the I-75 and Overpass Road Interchange. This interchange is the number one transportation priority project in Pasco County. The location and design concept has been accepted and the I-75 and Overpass Road Interchange can now move into design, permitting and construction. 4

5 A Message from Your County Commissioners and County Administrator continued A Message from Your County Administrator Continued As we were affected by Hurricane Irma, among other emergencies, several departments and divisions stepped up to the plate to provide world-class services while collaborating with several other public and private stakeholders. I would be remiss if I did not thank our School Board, Tax Collector, Property Appraiser, Clerk & Comptroller, Sheriff s Office and Municipalities for their sense of urgency in assisting us during a time of great capital and human need. We have all heard stories about the service provided by many of our colleagues in various capacities, some never having acted in them before this most recent event. For example, Hurricane Irma demanded a rapid response from the Traffic Operations Division to ensure citizen safety during the disaster recovery efforts. Their passion and dedication to the safety of the County s citizens was evident in the service provided by this team, as they worked on the signalized intersections throughout the County. The Traffic Operations team repaired signals at 96 intersections representing one-third of the County s signalized intersections. Over four days, the team spent more than 16-hundred hours working on the recovery efforts. But the year was not just about challenges and Mother Nature. It was also about accomplishments and recognition by national and regional associations. The Organizational Management Team received four, separate 2017 Achievement Awards from the National Association of Counties for its unique and innovative programs for Proactive Program Planning in County Administration for using Customer Data to improve performance for our Leadership Development Program and for the Degree Alternative Program. The American Heart Association recognized the continued efforts of our Organizational Wellness Program by recertifying our Gold-Level Fit Friendly Worksite Award recognizing our commitment to the health of our employees and our organization. Pasco County Fire Rescue was the proud recipient of The Mission Lifeline EMS Recognition Silver Award in 2017 also from the American Heart Association recognizing efforts to improve quality of care for heart attack patients. Public Infrastructure also received its fair share of recognition this year. Pasco County s Hazardous Waste Program received the Longstanding Program Excellence award from the North American Hazardous Materials Management Association (NAHMMA). The 4-G Wetlands Restoration Project received four awards at the local, state, national and international levels The Tampa Bay Association of Environmental Professionals 2017 Project of the Year the Florida Water Environment Association s David W. York Award for Project of the Year the National Association of Clean Water Agencies National Environmental Achievement Award and the Green Organizations Green Apple Award for Environmental Best Practice. Pasco County Utilities took second place in a Top Ops competition sponsored by the Florida Section of the American Water Works Association. The Southeast Pasco Sub-regional Wastewater Treatment Facility earned the North American Hazardous Materials Management Association s Peak Gold Award recognizing 100-percent compliance with permits for the past calendar year. The Public Services Branch was also at the forefront this year. Community Development was recognized by the Florida Housing Coalition as a Model for Leveraging State Housing Initiatives Partnership Funds for the Hilltop Project serving underprivileged citizens residing in affordable housing in the Dade City area. The UF/IFAS Pasco Extension Office was recognized by five state-wide and two national publications for efforts in organizing a team of 250 volunteers who resurrected 20-thousand blueberry plants across 23 acres at Frogmore Fresh Farm following Hurricane Irma. The office was also instrumental in helping develop the first county Urban Agriculture Ordinance in the state of Florida. Internal Services also received much-deserved recognition for improving our budget process. Pasco County s OMB received the Government Finance Officers Association Distinguished Budget Award. All these achievements are a testament to the direct contributions of our team members to the improvement of the organization and our community. While the New Year will bring its own mix of change and transition, we are making strides to meet the needs of our citizens and transforming the way in which we operate as a team. Your County Administrator 5

6 Pasco County Recognized by National & Regional Associations As State and Federal funding continues to shrink, additional financial responsibilities are pushed down to local governments, intensifying the ever present challenge of limited funds. This appears to be the new normal. The reality we face is that the things that got us where we are today are no longer enough to keep us there. To us, being lean, effective, and accountable isn t just a catch phrase. It s the way we approach everything we do. Measurement, analysis, and process improvement provide the foundation necessary for us to go from good to great. Our continuous efforts are already being recognized across the country. Pasco County is gaining a premier reputation, and we have the awards to prove it. Here are some examples of this year s recognition. Pasco County Utilities took second place in a Top Ops competition sponsored by the Florida Section of the American Water Works Association at their annual conference. Pasco County s team members all belong to the Water Operations Division of the Public Infrastructure Branch. The competition is made up of water industry professionals that are tested on knowledge-based topics including: water quality, pump and motor mechanics, chemistry, regulations, math, and water treatment techniques. The questions are asked in a Jeopardy type environment where the fastest person to hit the button gets a chance to answer the question for points from the judging panel. The team took second place competing against six other teams from throughout the State of Florida. In FY Pasco County s Hazardous Waste Program received the Longstanding Program Excellence award from the North American Hazardous Materials Management Association (NAHMMA). The Florida Public Transportation Association Marketing Award submitted by the Public Transportation Department won two honors: 1 st place for Electronic Media/Audio-Visual 3 rd place for Internal Employee Communications National Newspaper Association s Newspaper and Education Award submitted by the Utilities Solid Waste Recycling received Honorable Mention. 6

7 Pasco County Recognized by National & Regional Associations The 4G Wetlands Restoration Project received four awards (Local, State, National, & International): The Tampa Bay Association of Environmental Professionals 2017 Project of the Year. Florida Water Environment Association s David W. York Award for Project of the Year. National Association of Clean Water Agencies National Environmental Achievement Award. The Green Organizations Green Apple Award for Environmental Best Practices. The Pasco County Legislative team has been successfully working towards approval by the Florida Fish and Wildlife Commission to grant Pasco County a limited scallop harvest during the 2018 scallop season. Scalloping has been banned in Pasco since Pasco County Fire Rescue was the proud recipient of the Mission: Lifeline EMS Recognition Silver Award in 2017 as issued by the American Heart Association. The Mission: Lifeline Recognition Program acknowledges healthcare agencies for their efforts to improve the quality of care for heart attack patients. Mission: Lifeline EMS Recognition is the newest addition to the Mission: Lifeline Recognition Program. Pasco County Fire Rescue received the Bronze Award in 2014 and 2016, and the Gold in 2015, where Pasco County Fire Rescue was one of only four EMS systems in the entire State of Florida to earn the top rating. Engineering Services received notification in October 2017, that the final hurdle in the approval of the Project Development & Environmental (PD&E) Study had been reached for the Overpass Road Project from Old Pasco Road to US 301 (which includes the I-75 and Overpass Road Interchange). The Interchange is the Number 1 Transportation Priority Project in Pasco County. The hurdle was approval by the Florida Department of Transportation Office of Environmental Management, of a FINDNG OF NO SIGNIFICANT IMPACT/FINAL SECTION 4(f) de minimus APPROVAL for the project. This action by FDOT Environmental Management means the Location and Design Concept has been accepted and the I-75 and Overpass Road Interchange can now move into design, permitting and construction. The project is envisioned as a Design/Build project with efforts under way to begin the process in

8 Pasco County Recognized by National & Regional Associations The Organizational Management Team receive four (4) separate 2017 Achievement Awards from the National Association of Counties (NACo), for its unique and innovative programs: Proactive Program Planning in the category of County Administration and Management. Proactive Voice of the Customer Model - Using Customer Data to Improve in the category of County Administration and Management. Leadership Development Program (LDP) in the category of Personnel Management, Employment and Training. Degree Alternative Program (DAP) in the category of Personnel Management, Employment and Training. In 2017, the American Heart Association recognized the continued efforts of our Organizational Wellness Program by recertifying our Gold-Level Fit Friendly Worksite Award. This award recognizes programs which: Improve the health of the organization by improving the health of each employee. Provide education, resources, programs, activities, and supports to promote healthy and healing lifestyle choices. (Nutrition, Fitness, Health Promotion, and Disease Prevention). Reduce and control the costs of healthcare services and insurance. Strive to become one of the area s healthiest employers. The UF/IFAS Pasco Extension Office was recognized by five state wide and two national publications for efforts in organizing a team of 250 volunteers that resurrected 20,000 blueberry plants across 23 acres at Frogmore Fresh Farm following Hurricane Irma. The office was also instrumental in helping to develop the first county Urban Agriculture Ordinance in the state of Florida. The Southeast Pasco Sub-regional Waste Water Treatment Facility earned the NACWA Peak Gold Award. Gold Awards recognize 100% compliance with permits for the past calendar year, and are presented to facilities with no permit violations. Pasco County s OMB received the Government Finance Officers Association (GFOA) Distinguished Budget Award. GFOA established this award in 1984 to encourage and assist state and local governments to prepare budget documents of the very highest quality that reflect both the guidelines established by the National Advisory Council on State and Local Budgeting and the GFOA s best practices on budgeting and then to recognize individual governments that succeed in achieving that goal. 8

9 Serving Our Community to Create a Better Future With the prospect of economic growth on the horizon, we set our sights on the actions and activities to achieve our vision of becoming Florida s Premier County. To become Premier we must: Create a Thriving Community - Proactively pursue opportunities with public and private partners for growth and redevelopment through integrated land use and long-range planning, while enhancing, managing, and maintaining current resources, services, and infrastructure. Enhance Quality of Life - Create a community people want to call home that provides and promotes safety and security; essential health and human services; social, cultural, and recreational opportunities; and preserves and protects natural resources. Stimulate Economic Growth - Support a sustainable increase in community income and investment, economic diversification, and expanded opportunities for all. And, to achieve all of this we need to continually: Improve Organizational - Provide the processes, procedures, and necessary resources (physical, human, and financial) to efficiently and effectively deliver services in a culture of continual improvement. These four focus areas (Strategic Objectives) frame the work we do. Each is supported by Strategic Goals, accomplished through detailed action plans and targeted initiatives. Planning starts with an environmental scan, which is really just an investigation of sorts, to learn everything we can about what s happening in Pasco County. In addition to poring through mountains of data and information, we ask for input from our customers, the citizens, through surveys, listening sessions, and focus groups, from the business community, also our customers, from community stakeholders and groups, and from our own staff, the people who do the work, solve the problems, and serve the customers. All of this input helps us to identify our strengths to build on and to see our opportunities for improvement. The input is distilled into common themes as either Advantages or Challenges. In our Strategic Plan, the County Commissioners developed the four Strategic Objectives to specifically address our challenges and to leverage or build on our advantages. Our team then developed the Strategic Goals to further define how the work will get done and the objectives will be supported. Quarterly Business Reviews are used to track goal performance and make necessary course corrections. This is the final report for the Strategic Plan. Copies of the 2021 Strategic Plan are available at (Go to Government, Administration, Reports & Studies) 9

10 About This Annual Report County operations in Fiscal Year 2017 were aligned with, and contributed to, achievement of the Strategic Plan. This report is a summary of the Strategic Plans and Business Plan Initiatives from the 2017 Business Plan. The status of each will be described, and its level of completion indicated by color-coded icons. Strategic Plans Plans are what we use to ensure that our Mission (Serving Our Community to Create a Better Future) is made concrete by the work we do every day. They describe the way we plan and do our work to meet our Strategic Objectives and Goals. Each Plan consists of specific tasks and activities required to provide optimal levels of service. Continuous process evaluation keeps us focused on improving the way we serve our citizens and our community. For accountability, the performance of each plan is measured and monitored during quarterly Business Reviews. Business Plan Initiatives Business Plan Initiatives (s) are innovative projects designed to accelerate results towards increasing levels of service, improving service quality, or adding to our service offerings. s, which are specific projects targeting specific results, are listed under the Strategic Goal they support. s are identified by this tag: Results We work to achieve the key measures and targets for each Goal as outlined in the Strategic Plan. Knowing where we are in relation to the results we intend to achieve is a matter of regularly measuring the performance of the programs and services we provide. Measurement allows us to build on our strengths and address opportunities for improvement. For quick reference, this Annual Report identifies the status of each Plan and Business Plan Initiative with the following icons: This work has been completed, meeting its intended results. This work is on track to be completed and meet its intended results by the target end date. This work is ongoing and will continue into the next year, and has met its intended results for this year. This work was not completed or did not meet its intended results. 10

11 CREATE A THRIVING COMMUNITY OBJECTIVE: Proactively pursue opportunities with public and private partners for growth and redevelopment through integrated land use and long-range planning, while enhancing, managing and maintaining current resources, services and infrastructure. Goal: Enhance, Improve, and Maintain Public Infrastructure Add a Sidewalk Maintenance Crew to increase right-of-way safety by reducing potential trip hazards on County maintained sidewalks and trails (approximately 140 miles). Status: During FY 2017, Public Works purchased equipment and hired a team of 4 full time employees to increase maintenance levels on County maintained sidewalks. This team is also tasked with constructing concrete drainage swales for roadway drainage improvements and re-installing curbing during road re-construction projects. In FY 2017, this team repaired 6560 square feet of sidewalk and utilized 82.5 cubic yards of concrete. Add a Mowing Crew to increase efficiency and level of service on roadside mowing from an average of 4 cuts annually to 8 cuts annually. Status: Public works solicited and received mowing equipment in July The hiring of new team members corresponded with delivery of the equipment. Improved mowing, routing and scheduling has been initiated and programed into our Computerized Maintenance Management System (CMMS) which was initiated in May Public Works crews mowed over 3,000 roadway miles and provided maintenance on 359 ponds. Add a Paving Crew to reduce the cost of paving to the citizens, improve the quality of paving, and reduce the time current Paving Assessment projects are taking. Status: The Public Works Department concentrated efforts on improving contracted paving. It is anticipated that these changes will reduce the cost of paving and improve the level of service while allowing in-house operations and maintenance crews to focus on improving programed maintenance. Through the first full year of implementing CMMS, processes to improve routing and scheduling are being identified and implemented. Continue Restoring Road & Bridge Maintenance Levels to combat continued degradation of the transportation infrastructure and the escalation of repair and replacement costs. Status: FY 2017 was the first full year utilizing the CMMS which brought improved processes, including better scheduling, routing and programmed maintenance. This allowed us to identify degraded areas and scheduling maintenance as needed. Using the CMMS to improve programmed maintenance is an ongoing process which will provide process improvements continuously. Double the County s Capacity to Perform Crack Sealing to prolong road life throughout the County. Status: The Public Works Department acquired a second crack sealing machine in August of During FY 2017 crews applied over 6,500 pounds of material. Crack sealing is a maintenance function performed during dry periods which is typically in the winter. Material usage and the amount of crack sealing performed will increase substantially in Parks, Recreation, and Natural Resources Master Plan Public Outreach Effort. The 2015 Parks Master Plan was developed with significant public input. A successful campaign would improve public perception of the future outlook of the park system; generate excitement for the improved park system; and generate a willingness to pay for the park system improvements. Status: Contract with Census Communication was approved by the BCC to assist with a Public Awareness initiative. An MSTU poll and workshop has been completed. Survey results were presented to the Board of County Commissioners in December

12 CREATE A THRIVING COMMUNITY Goal: Develop Pasco's Identity as a Collection of Great Places Promote use of MyPasco App to collect, organize, and share information with the public and the County workforce. Status: The number of App downloads for FY 2017 was 20,120 (nearly three times the number in FY 2016). Use of the App spiked during the three major disaster events, the wildfires, sinkhole, and the hurricanes. Feedback from citizens and stakeholders was very positive demonstrating the value and use of the App as a critical communications link for citizens. Branding - Develop an implementation plan for the Open Spaces, Vibrant Places Campaign (TV spots, web spotlights, articles in local newspapers, travel sections, Southern Living, etc.). Status: Criteria has been developed to designate an Open Space and a Vibrant Place in our community. The next step will be to establish a selection committee, a dedicated team of experts from various departments, and the allocation of funds to create the signage needed to recognize areas within the County that create an open space or a vibrant place. Due to organizational changes in the Legislative/Administrative branch, this program s implementation has been delayed. This program, together with the County branding program, will be under the purview of the newly-formed Communications Office once fully staffed. The timeline for this program will be revised once a new team is in place. Goal: Enhance the Transportation Network and Provide Sustainable Multi-modal Transportation Choices Establish Bus Transit Service in the Moon Lake Area to provide access to jobs, medical care, shopping, and recreational facilities for residents of the Moon Lake corridor. Status: The Route started on January 23 rd. Route ridership quickly increased over the 2 nd and 3 rd quarters and have a steady ridership. 2 nd quarter ridership was 5, rd quarter ridership was 8, th quarter ridership was 8,711. Establish Bus Transit and Paratransit service in the Land O Lakes area to provide access to government facilities, jobs, medical care, shopping, and recreational facilities for residents of the Land O Lakes US 41 corridor. Status: The Route stared May 22 nd (soft run started May 19 th ). Ridership is steadily increasing. 3 rd quarter ridership was th quarter ridership was 409. Expand bus service on US 19 Highway 3 hours later into the evening, expanding access to employment, shopping and educational opportunities for citizens. Status: The extended hours started Oct 2 nd. Ridership data will be available in early FY Complete Trail Alignment Alternatives Analysis for critical projects. In 2017, the Metropolitan Planning Organization (MPO), will complete the Withlacoochee Trail Connector Study (Dade City / U.S. 301 corridor) and initiate work on the Orange Belt (aka. Bi-County) Trail Alignment Study. Status: The MPO and Program Management initiated work on the Orange Belt (aka. Bi-County) Trail Alignment Study in January The MPO submitted a SUNTrail application for construction funding for two segments of the Orange Belt Trail for which a route and adequate county Right Of Way has been identified. The MPO is submitting a Recreational Trails application in December 2017 for construction funding for the Starkey Gap Trail. The MPO is submitting a letter to Florida Office of Greenways and Trails requesting that the West Pasco County Trail Corridor be designated as a Priority Corridor in the Florida Greenways and Trails System Plan to allow county to seek SUNTrail funding in the future and heighten its status. In March 2018, MPO will apply for Transportation Alternatives funding of amenities, landscaping and trailhead for the Starkey Gap Trail. 12

13 CREATE A THRIVING COMMUNITY Goal: Enhance the Transportation Network and Provide Sustainable Multi-modal Transportation Choices SR 54/56 Corridor, Needs and Alternative Improvements Reevaluation Study. Summarize all previous studies related to corridor alternatives/recommendations and analysis conducted as part of the update to the Long-Range Transportation Plan (LRTP) - Mobility Status: Significant progress has been made with public input, - the number of alternatives for SR 54 has been reduced to 3 options and a no build option. The Long-Range Transportation Plan (LRTP) - Mobility 2040 scheduled for completion by December 19, Bicycle/Pedestrian Program. A Capital Improvements Plan (CIP) is under development by PCPT and Facilities Management to determine eligible projects, design and construction timetables. First letting of projects was completed in Activities will be continuing over the next several years. Status: In 2018, the MPO will prepare a bicycle master plan and a pedestrian master plan as part of the update of the Long Range Transportation Plan. MPO will continue to coordinate BPAC and Transportation Disadvantaged Board, and serve on the Community Traffic Safety Team and the Schools Traffic Safety Team boards. fast facts Located on the Gulf of Mexico in the Tampa Bay area, Pasco is part of a nine-county region referred to as the "Nature Coast." Pasco County has a total of 742 square miles with 230,000 acres of open space and more than 100 square miles of managed recreational facilities, including parks, four artificial reefs (one made up of surplus military tanks), more than 25 golf courses, and three State-designated canoe trails. The possibilities to enjoy the outdoors and nature are unlimited. 13

14 CREATE A THRIVING COMMUNITY Goal: Promote Redevelopment in Commercial Areas and Residential Neighborhoods Partner with Pasco Opportunity Program (POP) Agencies to purchase and rehabilitate five properties in the Shamrock Heights-Univille neighborhood to increase homeownership in this target neighborhood. Status: Completed two POP homes in the Shamrock Heights neighborhood. We plan to continue with our POP agencies in these areas. Strategic Code Compliance Response Teams. Dedicate SWEEP Teams to target areas based on extremely high call volume. Status: Code Enforcement is now operating successfully on three fronts, zone operations, sweep operations, and a High Return Enforcement, focused on major blight issues and violations where public safety is potentially at risk. Develop marketing package for two catalyst commercial redevelopment sites in the Harbors. Status: This activity was specifically related to Pasco Economic Development Council (PEDC) and their Memorandum of Understanding: Completed marketing packet for Main St. & US 19, NPR Identified as a Mixed-Use site and the City of New Port Richey is proceeding with a planning and development package/application (to include Aldi and more). Grand & US 19, NPR Negotiations between PEDC and the City of Port Richey/property owner for the creation of a commercial marketing campaign for this site was unsuccessful. Future efforts will continue. Economic Growth has continued efforts related to this goal by involvement with the Harbors Redevelopment Committee and bringing elements of the Harbors Redevelopment Plan to fruition. Identify Neighborhood Improvement Areas: Community Development will identify and prioritize areas by block. Each block will have a comprehensive review of their housing, infrastructure, and social service needs. Immediate assistance will be available to residents as needed. Status: Identified several low-income neighborhood streets within the West Market area for potential redevelopment. This is an ongoing neighborhood revitalization effort that will be part of our Consolidated Plan. Implement a Community Garden Program to alleviate some of the hunger issues faced by many residents, create a thriving community while enhancing and conserving current resources and services. Status: With the development of an Urban Agriculture Ordinance, the community gardens program has been able to develop a formal agreement between Dade City and the University of Florida for land use in Watson Park for a community garden. The program also includes a community garden at Hilltop Landings (Dade City). An agreement is being developed with the Pasco Housing Authority to offer gardens at Citrus Villas. As of November 2017, the community gardens program expanded into a large area at the Stallings Building in one of Dade City s lowest income communities. This garden offers community plots, serves as an Urban Farm model for other county-owned spaces, will soon offer a farmer s market, and provide demonstration gardens of all types. This urban farm provides numerous educational opportunities for the community for sustainability and job development, as well as healthy living and cooking educational seminars involving the UF/IFAS Pasco Extension Horticulture, Family and Consumer Sciences, Family Nutrition education, and 4H and Youth Development programming. fast facts The execution and development of Connected City America s first Smart Gigabit mixed use community wired for gigabit speeds with infrastructure in place for driverless vehicles; two Crystal Lagoons, and a new Land Development Code with a greenlight expedited approval process, creating an innovation hub attracting health care providers, universities and startup companies using advanced technologies. 7.2 million square feet for office and industrial space can be developed, and each developer must prepare service ready site acres to offer quick development opportunities. Residents will be able to live, learn, work and play at home, transitioning Pasco from being a bedroom community to an employment and recreational destination. 14

15 ENHANCE QUALITY OF LIFE OBJECTIVE: Create a community people want to call home that provides and promotes safety and security; essential health and human services; social, cultural, and recreational opportunities; and preserves and protects the natural resources. Goal: Ensure a Safe and Secure Community Improve Ambulance Response Times by adding an ambulance crew to Fire Station 37, near the Ballentrae subdivision in south-central Pasco County. This new unit will reduce overall ambulance response times to the area which has been experiencing dramatic growth. Status: The Fire Rescue Department officially placed Rescue 37 in service on September 1, 2017 at Fire Station 37 on State Road 54 near the Ballentrae Subdivision. This new ambulance now provides paramedic transport services to an area previously underserved by the department. Begin providing Special Operations services by adding a dedicated Special Operations Team for confined space, heavy extrication, hazardous materials, water rescue, and high/low angle rope rescue. Status: The Fire Rescue Department officially placed its Special Operations Team in service on February 5, The new team operates out of Fire Station 28 in Land O Lakes and is available to respond county-wide to provide specialized services such as confined space entry, heavy vehicle extrication, hazardous materials response, water rescue, and high/low angle rope rescue. Replace Fire Station 13 on Old Pasco Road in Wesley Chapel with a new facility on land already owned by the County immediately adjacent to the current site. This new facility will replace an older existing station that has reached its functional capacity and is due to be replaced. Status: The replacement of Fire Station 13 on Old Pasco Road in Wesley Chapel is currently out of the design phase and the work has been put out to bid. Construction is expected to commence early spring, Replace Fire Station 12 on Mile Stretch Road in Holiday with a new facility on land already owned by the County approximately one-quarter mile from the current site. This new facility will replace an older existing station that has reached its functional capacity and is due to be replaced. Status: The replacement of Fire Station 12 on Mile Stretch Road in Holiday is currently underway with construction of the new facility running ahead of schedule. It is anticipated that the new station will be competed on or around March 1, Increase Capacity of Public Communications through a cooperative effort between the Public Information Office and Emergency Management, to improve reach and effectiveness in times of crisis where public safety is threatened. Status: Based on the current requirements of the organization, the function of Communications has been formed into an operational department under Organizational Management. This department, Media Relations & Communications, will provide increased capacity for proactively pushing information out to our citizens, while responding more quickly to local media requests and fully utilizing the efficiency of social media platforms. Improve Fire/Rescue response times and coverage by building Fire Station 38, near the Watergrass subdivision. This new facility will improve response times to the area as well as provide additional resources to the fire rescue system. Status: Fire Station 38 will be new service to the Watergrass area of east-central Pasco County. This facility is currently in the design phase with some additional adjustments being made to accommodate recent industry trends. Construction on the new facility is expected to begin by summer,

16 ENHANCE QUALITY OF LIFE Goal continued... Implement Pedestrian Safety Plan (PSAP) with a focus on the short-term tasks assigned to the Pasco County MPO. Identify at-risk pedestrians at high crash locations. Update the inventory of sidewalk gaps. Evaluate placement of transit stops. Promote proactive education, enforcement, and engineering efforts on improving pedestrian safety along the U.S. 19 corridor. Status: Staff is developing an inventory of pedestrian and bicycle facilities on all public roads in the county, including an inventory of sidewalk gaps on major roads, expected to be completed by February The Plan will also evaluate placement of transit stops, and promote proactive education, enforcement, and engineering efforts on improving pedestrian safety along the U.S. 19 corridor. The PSAP is being updated in conjunction with FDOT. Staff worked with Florida Highway Patrol as part of Road Safety Audit. The MPO is also working with FDOT to develop the county s first Bicycle Safety Plan, due in In December 2017, the Northeast Pasco County Multimodal Safety Study was delivered. MPO staff worked with Florida Highway Patrol on a Road Safety Audit as part of the statewide Arrive Alive campaign. Staff will implement Walkability and Bikeability Audits with BPAC. Improve the Efficiency and Effectiveness of Public Safety Communications. Establish and track key measures including incoming call metrics, triage accuracy, and dispatch information accuracy. Apply continuous process improvement methodologies. Status: Employee turnover continues to be a challenge, having a significant impact on dispatch times. Changes in response configurations, holding non-priority calls a bit longer to gather information with the majority of the calls processed, has also had an impact. Analysis of the situation and the most effective ways to decrease dispatch times is under way. Goal: Deliver Essential Services to Address Community Needs Improve the Perception of Essential Services Provided in Pasco County by educating, training, and promoting the provision of excellent Customer Service; engaging employees of all agencies in Customer Service training, conducting Customer Satisfaction Surveys, and conducting a Public Outreach Campaign to promote community awareness of services. Status: Public Services Departments/Divisions participated in public events such as the Hurricane Expo, community Health Fairs, Florida State Fair, Kumquat Festival in Dade City, Dade City Fair, Chasco Fiesta Festival, Rattlesnake Festival, etc., to bring information and attention to the services available in Pasco County. Human Services continued to conduct Community Agency Round-Table events to network and engage with Pasco County social services agencies. Various media (television, radio, social media, and newspaper), advertisement (billboards, brochures, and printed material) were used to target those in low-income, minority, rural, disabled, and/or elderly individuals in need of these services. Conduct a Public Outreach Campaign to promote community awareness of services provided by working with the County s Public Information Officer to reach out to the public. Status: Greater emphasis on building relationships with the local media and a strategic use of social media platforms has greatly expanded the reach of our messaging and the trust and confidence in the information we provide both in times of threat and times of calm. Retain the Animal Services Spay & Education Programs through alternative funding strategies. These programs have been critical to mission of Animal Services and the Save 90 initiative. Status: Alternative funding strategies have been adopted this fiscal year including the addition of cat licensing for revenue to support the Spay Neuter in Pasco (SNIP) Programs. Animal Services also received a $25,000 grant from the Florida Animal Friends, Inc. (License Plate Grant) to help target feral and community cats in the Zephyrhills area. This will help reduce costs in our SNIP Trap Neuter Vaccinate Return (TNVR) program. 16

17 ENHANCE QUALITY OF LIFE Goal: Provide Social, Cultural, and Recreational Opportunities Complete the Sun West and Veteran s Park projects. Status: Sun West Park capital improvements are in planning stages. The department is working with the Tenant Operator to ensure the deficiencies are addressed. Veterans Memorial Park: The pool has been resurfaced, trail, basketball and racquetball courts are being addressed. Continue to Solicit and Develop Multi-Sports Complexes through public and private partnerships capable of hosting local, regional, and national events and/or tournaments, positioning Pasco County as a Premier Sports Destination. Status: The Office of Tourism Development is working with Florida Hospital Center Ice to support efforts to bring professional athletes such as the U.S. Women s National Hockey Team and several tournaments with USA Hockey, putting Pasco County on the international hockey map. Parks, Recreation & Natural Resources, in Partnership with the Office of Tourism work to increase organized, high profile sporting activities in Pasco County, i.e., Dick s Lacrosse Tourney. Status: The department is continuing its support of the Dick s Lacrosse Tournament. The tournament is on schedule. We are actively engaging and developing, along with Tourism, the Wiregrass Sports Complex with RADD Sports which will complete construction in Develop, implement, and monitor a Youth Recreation Scholarship Program to help economically disadvantaged children to attend Swim Lessons. Status: The staff is actively assessing, researching and determining the needs of this program based on other successful similar programs in the Tampa Bay area. Create a Space in the Regency Park Library to Provide Access to and Training for Entrepreneurial Technologies and cutting edge creativity tools. These resources will develop and support the local Do-It-Yourself maker culture, while at the same time fostering community engagement. Status: The Regency Park Makerspace is on schedule to open in May Supplies and equipment have been purchased and courses such jewelry making, sewing, and even healthy cooking are currently being offered. The outcome of the community discovery sessions (focus groups and surveys) identified community interests in textiles, crafts, and culinary (including gardening) programs. The kitchenette located in the meeting room is being modified to accommodate a teaching kitchen. Just outside the makerspace, a small urban garden and greenhouse are planned with raised beds and hydroponics. The garden and greenhouse are estimated to be completed by October Once complete a wide variety of classes for the public will be offered including: Healthy home cooking, Growing veggies in small spaces, and urban gardening for beginners. 17

18 ENHANCE QUALITY OF LIFE Goal: Conserve, Protect, and Manage the County's Natural Resources Implement Natural Resources Regulations including an Ecological Corridor Boundary Modification Application and a single family natural resource regulatory policy to assist site development reviews. Status: The application has been completed. A workflow process for improvements has been identified and implemented. Administer Environmental Lands Acquisition Program by identifying locations and submitting permits for tortoise recipient sites, focusing ELAMP acquisition within ecological corridors including less than fee with ability to hold easement for public trail system and water storage, and identifying lands for acquisition that could assist in meeting water storage needs via FEMA flood mitigation and/ or storm water. Status: A gopher tortoise recipient project was identified and is near permit completion. Conduct Land Management by developing and implementing maintenance improvement plans for passive lands including a report card to allow inspections by line level staff to the Division Manager and data to feed into the department s Capital Improvement Plan requests. Additionally, develop an interagency prescribe fire burn team to include Florida Forest Service, SWFWMD, the Nature Conservancy and other land management agencies. Status: All ELAMP and passive parks have completed needed site maintenance. There are plans for implementing additional actions and budgeted items. With the assistance of Fire Rescue, the ELAMP team secured a surplus brush truck and equipment for PRNR to enable a wildfire/ prescribed burn team. Enhance the Effective Utilization and Management of Water Resources by pursuing efforts that include monitoring, water ecosystem restoration, water reuse, and a multi-phased water conservation approach. Status: The monitoring of water levels is ongoing. Restoration included construction of 176 acres of wetlands in central Pasco County. The project was honored with regional, state, national, and international environmental excellence awards. Water Reuse included more than 20 million gallons of reclaimed water daily. Conservation outreach efforts resulted in 449 high efficiency toilet retrofits saving approximately 4.4 million gallons of water annually, and 225 Irrigation audits resulting in more than 20 million gallons of water saved. Prevent pollutants, hazardous materials, and solid waste from entering the natural environment through the Neighborhood Waste Collection Initiative Events and Pasco County s two permanent household hazardous waste collection facilities. Status: Over the past year we have conducted four very successful Neighborhood Waste Collection Initiative Events including a major collection event at the West Pasco Government Center in December Collection and proper disposal of household hazardous waste and electronic equipment from targeted neighborhoods within the County is the focus of this initiative. This program prevents pollutants from entering the environment directly as well as indirectly via air emissions and ash disposal generated from the treatment of these materials in the County's waste to energy plant. Pasco County also operates two permanent household hazardous waste collection facilities that play a vital role in preventing pollution. During this period, 5,235 County residents have participated in the Neighborhood Waste Collection Initiative and Pasco County Utilities has collected and properly disposed of 696 tons (1,391,300 pounds) of household hazardous waste and electronic equipment. 18

19 ENHANCE QUALITY OF LIFE Goal continued... RESTORE Act. Finalize Multiyear Implementation Plan to include submission to state for inclusion in State Expenditure Plan (SEP). Finalize and implement construction projects for direct component funding grants for Orange Lake, SunWest and NPR Waterfront Revitalization. Status: Federal Grants have been proposed, accepted and awarded for all Direct Component Projects included in the initial Multiyear Implementation Plan. Construction has begun on the Orange Lake Project, Sunwest is in the bid phase for facilities improvement and Port Richey is working with the County to begin the dredge for the Pithlachascottee River canals 1 and 18. The County has also finalized the input for the SEP and submitted that to the contractor assembling that plan for the state. The expected submittal for the SEP is in March of Maintain Navigable Waterway channel markers and associated signage and protect marine habitat, marine vegetation, and sea life. Seek opportunities to create and maintain artificial reefs in the Gulf of Mexico off Pasco County's coast. Pursue grant, foundation, and other funding sources to support the artificial reef program. Status: To maintain navigable waterways, we have replaced three pilings and one nautical light. We continue to replace no wake signs and resume operation signage and sea grass signs due to Hurricane Irma damage. The process of obtaining an artificial reef for Hudson has been re-permitted. The department is in the process of securing a grant for the costs to deploy through Florida Wildlife Commission. fast facts Pasco County was created on June 2, 1887, from the southern third of Hernando County. The County was named for Samuel Pasco, who had just been elected to the United States Senate. Dade City was named the temporary County seat until a popular vote was held in 1889, at which time voters made Dade City the permanent County seat. As early as 1917, residents of the western part of the County proposed forming a separate county or merging with Pinellas County, as Dade City was not centrally located in the County. The issue was finally resolved in the late 1970s, with the construction of identical government centers in both Dade City and New Port Richey. 19

20 STIMULATE ECONOMIC GROWTH OBJECTIVE: Support a sustainable increase in community income and investment, economic diversification, and expanded opportunities for all. Goal: Become Known as a Great Place to Locate and Operate a Business Research and Leverage Media Recognition Opportunities. Track Positive Media Content by performing monthly analysis on recognitions and mentions in local, regional, State, and national publications such as TB Biz, Florida Trend, etc. (media relations). Status: In FY 2017, media relations including 270 specific information requests from the media, and 504 total media contacts, resulted in $1.6 Million dollars in positive Earned Media. Develop and Implement a Public Relations Platform to target advertisements to business and tourist travelers. (Collaboration between PIO, Tourism, Economic Growth). Status: Organizational Management entered into a Public/Private Partnership with CGI Communications to produce eight promotional videos featuring the best of Pasco County. Content will be used to attract businesses, tourists, and top-notch talent to Pasco County. Goal: Develop and Maintain a Healthy Financial Environment Increase Commercial and Industrial Zoned Sites to diversify tax base. Status: This goal was supported in the following projects: I-75 Business Park: Proceeding with Comp Plan and zoning change approvals for 100 acres identified as a significant (1.8M sf) employment and tax generating activity center for targeted industries In Progress; anticipation for completion March Harrod Properties: Convert Acres from RES-1 to IL (PDD ) Approved/Completed A total of acres were rezoned to commercial sites A total of acres were rezoned to industrial sites A total of acres of MPUDs with commercial entitlements Provide Incentives and Measure Return on Investment to ensure sound fiscal decisions and fiscal sustainability with economic growth initiatives. Status: This goal was supported in the following projects: Expedited Permitting: The Office of Economic Growth has been a liaison and one point-of-contact for businesses and the PEDC to ensure plans move expeditiously in a beneficial direction for both parties involved (customer and the county). Ready Sites and Shell Building Loans (public to private leveraging): 1:3.5 ROI ($11M : $33M direct cash investment). Job Creation Incentive (public to private leveraging): 1:6 ROI ($0.85M : $5.1M cash payment: capital investment). fast facts Pasco County Government operations are staffed by over 2,300 employees, representing 57 different lines of business, to nearly 500,000 customers, covering 740 square miles of territory. Few other Florida counties, or cities have as large a task to serve their citizens. 20

21 STIMULATE ECONOMIC GROWTH Goal: Develop and Maintain a Healthy Financial Environment Create Redevelopment Incentives for targeted areas in the Harbors. Status: The Revolving Loan Fund for Redevelopment approved as a budget item FY2018: $1M Launch anticipated Q The OEG has continued efforts related to this goal by involvement with the Harbors Redevelopment Committee and bringing elements of the Harbors Redevelopment Plan to fruition. Billboards Ordinance amendment (PDD ) and agreement for billboard removal/ replacement (CAO ) Approved/ Completed. PRIVATE INVESTMENTS Cell Towers $576,000 Commercial $90,819,744 Demolition $1,188,596 FBC Exempt $54,550 Fire $1,504,354 Ground Settlement $10,204,319 Non-Construction $5,460,483 Reroof $32,839,043 Residential $84,281,207 Sign $445,410 Staff Initiated Spc Foundation $891,514 GRAND TOTAL INVESTMENTS $228,265,224 Apply for Regional, State, and Industry Specific Awards. Status: This goal was met, Countywide. See Pages 6-8 of this Annual Report for details. Goal: Increase Size, Number, and Diversity of Employers in Pasco County Fund Microloans for 20 businesses from 2013 to Status: PEDC Memorandum of Understanding: 27 active loans totaling more than $540, loans since inception with $978,196 paid out Develop a Market Area Plan for Gateway Crossings. The project is scheduled for completion in The plan will address key community issues, identify solutions and establish a collaborative vision which will help inform the Vision 54/56 project. Status: Due to Hurricane Irma and staff transitions, the project was delayed following its July 2017 launch. It is scheduled to be completed in Q1 FY The plan will address key community issues, identify solutions and establish a collaborative vision which will help inform the Vision 54/56 project and other major planning endeavors for the region such as the establishment of the TOD areas etc., (a priority effort of the Long Range Planning Division in 2018.) Pursue Place-Making and Destination Development Opportunities to increase redevelopment. Status: The development of the Gateway Crossings plan is a major step forward for this initiative, influencing and guiding future development in the County s South Market Area as it has for the Harbors West Market Area. PDD planning and design concepts that meld this initiative into several projects in the West Market Area including the Mitchell 54 Retail/hotel project, and the Copper Springs (Harvey Madison) project. These projects will provide pedestrian, bicycle and vehicular interconnections, aesthetic improvements, land assembly and other compact transit oriented design features. The Connected City and other locations in the South Market Area such as South Branch Ranch also represent similar efforts where MUTRM and Mobility Fees have influenced place-making and urban design. 21

22 IMPROVE ORGANIZATIONAL PERFORMANCE OBJECTIVE: Provide the processes, procedures, and necessary resources (physical, human, and financial) to efficiently and effectively deliver services in a culture of continual improvement. Goal: Attract, Retain, and Grow a Quality Workforce that has the Proper Knowledge, Skills, Abilities, Tools, and Technology Implement a Permit Technician Certification Pilot Program to increase technical skills required to support the delivery of multiple specialized services, resulting in improved customer service. Status: Staff s work quality and performance have improved overall customer service. Due to the program success this will be an ongoing activity. The next group has enrolled and is ready to start the certification training program. Deploy Video Conferencing Technology to Dade City and New Port Richey Board Rooms to enable communications with staff without the need for physical travel. Status: This project was placed on hold due to the renovation of the WPGC Board Room, new infrastructure (Microphones and Crestron video enhancements were deployed). Future modifications to the Dade City Historical Courthouse are planned for FY18, the video conferencing enhancements will be included with the latter upgrade to minimalize Board room changes and training. Goal: Cultivate a Improvement Culture that Promotes and Recognizes Innovation, Agility, and Collaboration Actively Promote Individual and Team Improvement Efforts. (MyLeap Cost Savings Program, Idea Exchange, etc.). Status: In FY 2017, 257 employees received the Star Performer or the Constellation (team) award for performance above and beyond the scope of their normal duties. Additionally, ideas submitted by employees to the MyLEAP Cost Savings Program represented expense reductions totaling more than $300,000. Increase Membership in and the Use of the Development Team to give employees the opportunity to showcase, develop, and apply their specific knowledge and skills to program and process improvement efforts across the organization. Status: With the addition of the Leadership Development Program graduates, the PDT has grown by 70%. Members have been deployed to lead and participate in numerous process improvement activities across the organization. Working with Branch ACAs, Identify Areas of Concern where process improvement will potentially have the greatest positive impact on operations. Map, analyze, and improve key processes, apply core measures, make improvements, and establish SOPs. Status: 80% of core processes in Development Services are complete; 20% in Public Services, 30% in Public Infrastructure. Expand Management through the addition of a Development Analyst (PDA) to accelerate the organization s process improvement efforts in the Internal Services and Public Safety Branches. Status: Organizational Management (OPM) directs the work of four Development Analysts deployed to cover Development Services, Internal Services, Public Safety, Public Services, and Public Infrastructure branches. This has exponentially increased our capacity to map, analyze, and improve key processes across the organization and to work more effectively across branches and departments where multiple touchpoints impact process outcomes. 22

23 IMPROVE ORGANIZATIONAL PERFORMANCE Goal: Deliver Services that Meet and Exceed Customer Expectations Improve Advocacy Efforts deploying a Federal Lobbyist for organization-to-government communication related to regulatory issues, lobbying efforts, and legislator education on local issues, and manage public policy issues or concerns among constituents, activists, or groups who lobby the government on behalf of any specific perspective. Status: On the State level: Working with the County Commissioners, prepared the BOCC State Legislative Agenda, and Priorities, and will advocate and seek sponsorship for our priority funding initiatives during the 2018 Session. Tracking and Monitoring legislation at the state level that will either have a positive or negative impact directly to Pasco, or local governments in general. Providing social media on behalf of the Pasco BOCC to keep residents apprised of the activities occurring in their County both from our Commissioners and from our Departments. Have been successfully working towards getting the Florida Fish and Wildlife Commission to grant Pasco County a limited scallop harvest during the 2018 scallop season. Scalloping has been banned in Pasco since Intergovernmental Affairs is now facilitating the County s Commission on the Status of Women. On the Federal level: Van Scoyoc has prepared and distributed letters for our Federal Delegation on the County s position on the following federal legislation: 1. National Flood Insurance Program (NFIP) Reauthorization. 2. Tax Reform Legislation Pasco County has been aggressively seeking funding through Federal and State grants for a new interchange at I-75 and Overpass Road. We successfully obtained letters of support for the project from both our Federal and State Delegations. Establish Key Measures and LOS Reporting Procedures and Systems for all departments and divisions. Develop effective procedures that provide transparency and operationalize continuous improvement systems for internal and external customers, where applicable. Status: Key performance measures continue to be refined. The Quarterly Business Review process is used to evaluate program performance and ensure consistent delivery of the required levels of service at an organizational level. Tracking of performance metrics is accomplished through a database dashboard system where program data is input on a monthly basis. Individual branches and departments review this data on a regular basis between the Quarterly Business Reviews. Develop and Implement Customer Transaction Surveys for all departments and divisions to obtain customer feedback regarding their programs and LOS, and to operationalize survey results as appropriate. Status: Currently, 60% of programs use transactional surveys. Organization-wide comment cards are used by most departments to gage customer service levels. New, more user-friendly comment cards have been created to provide more usable data to recognize those providing good service and for identifying opportunities for improvement. Increased use of technology will support additional use of customer listening mechanisms such as immediate transactional surveys and response cards. Increase Staffing Capacity to meet the rising demand for building inspection services due to growth in both commercial and residential markets, as well as supporting accelerated ordinance-based condemnation processes. Status: The reorganization of the Central Permitting Department has optimized staffing levels to provide the target levels of service. Deploy Fleet Field Servicing Teams to perform mechanical repairs and preventive maintenance on the 600+ pieces of equipment which require trailering to the repair facilities. This will extend the life and increase the availability of this equipment, improving end-user productivity. Status: Acquisition of assets for this project were put on hold in the summer of 2016, just prior to budget finalization. Fleet Management did begin expanding field service in FY 2017 with existing assets and completed approximately 300 equipment services in the field. This effort will continue to expand in FY 2018 and will place two full-time service technicians in the field by January of Expectations are to produce up to 1200 work orders annually from field service. 23

24 IMPROVE ORGANIZATIONAL PERFORMANCE Goal: Employ Fact-Based Decision Making Revise the Organization s Strategic Plan through Deploy best practices for conducting environmental scans, SWOT (Strengths, Weaknesses, Opportunities, Threats) analysis, engaging citizens, stakeholders, and employees in the process of determining the focus of Pasco County over the next four years. Status: A comprehensive 18-month development process including citizens, the business community, numerous stakeholders, County Commissioners, and County staff, concluded with the adoption of the 2021 Strategic Plan in May of Deployment of the plan throughout the organization and community followed. Strategic Plan content represents the will of the Board, the voice of the citizens and stakeholders, and provides the basis for the body of work the organization executes. Monitor and Report use of Enterprise Resource Planning (ERP) Software System to ensure proficiency of the end-user departments. Status: During Post Implementation, users have acquired additional knowledge as they recognize the benefits of using an ERP system. The MUNIS Team continues to implement new features and offer support to all 530 enabled users. Many processes have been performed in MUNIS for the first time such as the FY 2018 Budget process, General Billing, Miscellaneous Cash Receipts, as well as requesting inventory items. Functionality in the Human Resource Modules such as Online Benefits Enrollment and online accrual requests were offered to employees for the first time. The MUNIS Team continues to streamline processes through support and providing custom reporting for Departments and other application integration. Continuous Improvement The new normal has become an ever increasing demand for services with limited funding and sources of funding. Through process improvement, reducing costs, time, effort, and improving efficiencies, outcomes, and quality, we can continue to provide our citizens with the required levels of service. Examples of Process Mapping 24

25 Serving Our Community to Create a Better Future Public Services By the Numbers Cathy Pearson, Assistant County Administrator Phone: (727) / cpearson@pascocountyfl.net Public Transportation (727) Library Services Department (727) Circulation (All Materials) 2,623,024 Library Visits (Traditional) 860,791 Library Visits (Virtual) 2,400,852 Registered Card Holders 236,990 Service Area Population (SAP) 309,975 SAP Paratransit 218,471 Other Operating Revenue $4,540,621 Fare Box Revenue $688,139 Fare Box Revenue (Paratransit) $28,670 Program Attendance (Adults) 68,244 Program Attendance (Young Adults) 11,906 Program Attendance (Children) 63,345 E-Government Laptop Users 6,830 Other Operating Revenue (Paratransit) $571,734 Ridership 810,160 Ridership (Paratransit) 55,769 Parks & Recreation Department (813) Special Events 32 Continuous Improvement In FY 2017, the process for condemning dilapidated and unsafe properties was streamlined and improved, resulting in the reduction of blight at a much higher rate. The new High Return Enforcement initiative focused on major violations and threats to public safety. Special Event Attendance 43,144 Programs 367 Program Attendance 202,916 Total Department Revenue $1,531,619 25

26 Serving Our Community to Create a Better Future Public Services Continued Calls from Citizens 39,226 Animals Impounded 4,847 Animals Reunited with Owners 578 Animals Adopted 2,495 Animal Control Investigations 10,517 (813) Loan Repayments $4,906,021 Housing Rehabilitations Completed 49 Homebuyer Assistance Provided 149 Pasco Opportunity Program Homes Constructed and Rehabilitated Uninhabitable Homes Demolished 120 Uninhabitable Homes Boarded 2 Animal Services Community Services Pasco Homebuyers Workshop Attendance Cooperative Extension Services Educational Program Participants (Adult) Educational Program Participants (Youth) (727) ,963 (352) ,227 35,582 Adult Outreach Program 1,383 Diagnostic Responses 15,250 (727) Congregate Center Participants 796 Total Congregate Center Meals 45,856 Home Delivered Participants 1,347 Total Home Delivered Meals 165,089 Pet Food Distribution (Pounds) 30,000 Calls Received 26,981 Walk-ins Seen 1,686 Information/Referrals Given 11,295 Senior Services Human Services Energy Assistance Provided to Pasco Seniors (Federally Funded) (727) $126,347 Housing Assistance Clients 279 Veterans Services (727) Personal Interviews 6,378 Phone Interviews 6,471 VA Claims Submitted 4,571 VA Benefits Paid $219,900,000 Office of Tourism (727) Tourism Tax Revenue $1,150,000 Increase over FY % Master Gardener Volunteer Hours 8,000 26

27 Serving Our Community to Create a Better Future Public Safety By the Numbers Kevin Guthrie, Assistant County Administrator Phone: (727) / kguthrie@pascocountyfl.net Fire Rescue (727) Total Calls for Service 71,070 Average Response Time (County-wide) 7 minutes, 44 seconds Motor Vehicle Accident Responses 4,287 Emergency Medical Services Responses 53,230 Total Number of Active Fire Stations 24 Total Number of Paramedic ambulances 24 Total Number of Certified Paramedics 258 Public Safety Communications (727) Calls Answered 242,564 Administrative Calls Answered 439,956 Fire Rescue Calls Dispatched 69,182 Law Enforcement Calls Dispatched 177,682 Calls for Other Agencies 13,422 Continuous Improvement In FY 2017, the Ambulance Billing Section of Fire Rescue added to its services by providing the ambulance billing function for the Hernando County Fire Department. The Ambulance Billing Section for four (4) straight years has achieved a net collection rate of 71% or higher. Average Reduction in Dispatch Time Compared to Last Year +8.3% 911 Calls Answered in Less than 10 Seconds 87% Misdemeanor Probation (727) New Cases Placed on Probation 2,243 Restitution Collected For Victims $115,354 Cases Terminated/Revoked 1,811 27

28 Serving Our Community to Create a Better Future Development Services By the Numbers Don Rosenthal, Assistant County Administrator Phone: (727) / drosenthal@pascocountyfl.net Building Construction Services Department (727) Total Permits Issued 27,930 Total Inspections Performed 161,814 Code Compliance Complaint Responses 15,947 Citations Issued 576 Neighborhood Sweeps 110 Office of Economic Growth Capital Investments of Companies Assisted (727) $56,575,916 Microloans Awarded 8 ($259,400) New Direct Jobs (from companies assisted) Retained Jobs (from companies assisted) Average Annual Wage (from companies assisted) (727) $41,647 Public Works Road & Bridge Lane Miles of Roadway Maintained 3,900 Arterial & Collector 823 Residential Paved 2,718 Residential Unpaved 359 Miles in Need of Resurfacing 281 Potholes Repaired 4,212 Traffic Operations (727) (727) Signalized Intersections 279 ATMS Cameras 52 Intersection Street Lights 1,946 % of LED Signals 100% Average Annual Wage of All Workers (October 2016) $37,540 UP 5.67% 28

29 Serving Our Community to Create a Better Future Internal Services By the Numbers Erik Breitenbach, Assistant County Administrator Phone: (727) / ebreitenbach@pascocountyfl.net Facilities Management Department Number of Facilities Maintained 481 Square Feet of Space Maintained 2,857,291 Est. Value of Facilities $714,710,856 Work Orders Completed 32,982 Fleet Management Department (727) (727) (727) Vehicles in County Fleet 1,976 Gallons of Fuel Purchased 1,696,755 Repair Parts Inventory 53,212 Work Orders Completed 10,670 Information Technology Department IT Maintains: Servers 442 PCs, Thin Clients, Laptops 2,205 Phone Extensions 6,000 Radios 3,882 Networked Locations 129 Work Orders Completed 13,871 Human Resources Department (727) Applications Processed 23,477 Number of New Hires 526 Office of Management & Budget (727) Participants in Live Training Classes 5,052 Participants in Online Training Classes 938 Total Budget FY $1,386,652,522 Number of Different Funds 83 Budget Amendments Processed Continuous Improvement 217 In FY 2017, Central Permitting deployed the Q-Matic Electronic Ticketing system to organize and improve wait times and overall efficiency. Queue Service Zones include Express Lanes for same-day permits. Employees Covered by BCC Health Insurance Purchasing Department 2,392 (727) Formal & Informal Bids Issued 420 Purchase Orders Issued 2,002 Value of Purchase Orders (est.) $112,218,808 Change Orders Issued 1,995 Contract Change Orders

30 Serving Our Community to Create a Better Future Utilities Services By the Numbers Flip Mellinger, Assistant County Administrator Phone: (813) / fmellinger@pascocountyfl.net County Service Area 47% of County Population Served 265,000 Number of Service Connections 115,000 Water System Number of Treatment Facilities 5Major/12 Minor Permitted Water Capacity mgd Daily Average Water Consumption 39.2 mgd Number of Groundwater Wells 36 (727) Miles of Water Mains (over 4") 1,241 County Service Areas 21% of County Population Served 35,000 Number of Service Connections 13,500 Permitted Residential Capacity 26.0 mgd Reclaimed Water System Storage Volume Capacity (727) million gals Daily Average Reclaimed Utilized 22.1 mgd Agricultural & Industrial 4% Golf Course Irrigation 8% Residential Use 50% Public Access use 8% Rapid Infiltration Basins 10% 4G Wetland Revitalization 20% County Service Area 34% of County Population Served 190,000 Number of Service Connections 95,307 Wastewater System Number of Treatment Facilities (727) Major/1 Minor Permitted Wastewater Capacity mgd Volume of Wastewater Treated mgd Miles of Gravity Service 925 Miles of Force Main 520 Number of Manholes 20,305 County Service Area 100% of County Population Served 495,868 Solid Waste System Waste-to-Energy Facility Electricity Produced (727) ,615 Tons 219,669 Megawatts Curbside Recycling 6,652 Tons Continuous Improvement In FY 2017, the Reclaimed Water Reuse Program beneficially reused more than 20 million gallons of water daily. 225 Irrigation Audits resulted in more than 20 million additional gallons of water saved. 30

31 Serving Our Community to Create a Better Future Organizational Management By the Numbers Dr. Marc Bellas Phone: (727) mbellas@pascocountyfl.net Public Information Office Customer Service (727) (727) Number of Media Inquiries 285 Number of Press Releases (PR) 324 Earned Media from PR $1,194,166 MyPasco APP Downloads 20,120 Development (727) Total Calls Answered 220,366 Average Answer Time 21 seconds Abandon Rate <6.5% Total Work Orders Created 17,184 Citizens Assisted in Person 62,792 Average Number of Core Processes Mapped/Analyzed per Month Average Number of Opportunities for Improvement Identified per Process Average Percentage of Improvements Implemented per Process % In 2017, 90% of Customer Comment Cards were Positive Compliment Complaint fast facts With limited sources of revenue, Pasco County relies on grant funding from various Federal and State agencies to help support a variety of operating and capital programs such as: Provide Bus Transportation (PCPT) Enhance Public Safety Programs Emergency Management Planning Construct Stormwater Improvements Enhance Park & Library Programs Provide Low Income Housing Community Redevelopment Feed the Elderly Elderly Emergency Energy Assistance Build Road, Sidewalk and Bicycle Trails 31

32 Pasco County s Top Performers Nominations/descriptions are written and submitted by the employee s supervisor and/or co-worker(s). FY 2017 Employees of the Year Smita Ambidi-Employee of the Year & Kim Price-Leader of the Year Smita Ambadi is an invaluable member of the Long Range Planning team. She brings expert knowledge, steady leadership and the very best of project management skills to each task she undertakes, guiding the team to successful results and advising superiors with quality information. She has held the Long Range Planning team together during extended periods of transition balancing the needs of co-workers with the fluid nature of her own work to keep the team functional and on the ball. Her work ethic is strong and she delivers quality design with each task assigned to her. She is also able to pivot between tasks on a moment's notice and to produce the information needed to move Long Range Planning goals forward. Smita is unwavering in her sense of duty to the citizens of Pasco County. She cares about producing quality work that will improve the lives and businesses of the people of Pasco. Her follow through with customers, team members, and other colleagues inside and outside the organization is most reliable and without question. She delivers the energy to needed tasks and team members, and enables productive solutions. Kim Price restructured Human Services, improving customer outcomes with innovative ideas to streamline the intake workflow process, case management, and invoice processing, creating a triage framework, which has provided immediate response times to citizen needs. Program usage has increased by 30%. Kim further demonstrated her dedication to serving the needs of Pasco County citizens when Hurricane Hermine hit and she immediately went to work as the Shelter Chief for EOC, managing initiatives such as opening the shelter, overseeing evacuations, moving citizens into hotels, managing shelter staffing, creating field assessment teams, and helping over 30 displaced families find suitable permanent housing after the storm. Kim also served as the Shelter Chief for Hurricane Irma which required coordination with multiple agencies to provide shelter for over 25,000 residents at an unprecedented 29 shelters. Pre-storm, Kim saw that shelters were open, teams were in place, and food and water were delivered. Kim continues leading the team in post recovery mode helping families get back to their normal lives Star Performer Awards STAR PERFORMER: This award is for performance-based actions which clearly demonstrate the very best of our Core Values (Respect, Integrity, Innovation, Service Excellence, and Quality). John Allan Kim Altrui Robert Amburgey Christopher Ansley Robert Anderson Michele Arnold John Bacher Andrew Baxter Jesse Bednarik Nathan Binford Kevin Blair Robert Boord Gina Botticello Marty Jo Bowen Robert Bratcher Jeff Brelsford Danny Brown Robert Brown Scott Brown Paul Brzeski Kevin Buehrig Mike Bunk David Burch John Burchick Jeannie Burda Robert Burgarella Paul Cameron Bruce Cantley Cheryl Caruthers Michael Ciardullo Robert Chalmers Thomas Chance Paula Coleman Edward Congo Craig Conrad Sr. Renee Converse Dan Corson Michele Crary Mark Creamer Thomas Crowe Todd Curci Carlos Curet Diane Day Nathan Deliman Garret Denise Michael DeSimone Bobbie DeWalt Ben Diel Sam Diaz John Digeon Philip DiMaio Robert Dobbs Lorraine Drake Daniel Drysdale Raymond Duffie Kevin Duffy Mary Duke Harry Dunlap 32 Patrick Dutter Mark Edge Jeremy Edwards Charles Ehringer Rasim El Jaouni Amy Elmore Susan Emrick-Riggins Jessica Every Scott Ewald Ethan Fahy Terry Falke Vincent Falzone Clifford Farris Ramin Fatirkhorani Darren Fawcett Brendan Fee Bruce Feinstein Anthony Felice Anthony Ferla Robert Flanagan Joe Floyd Giovani Galloza-Villaneuva Russell Gant Phil Gemeinhardt Darryl Gibson Thomas Giella Christine Glenn Alex Gonzalez Humberto Gonzalez

33 Pasco County s Top Performers 2017 Star Performer Awards-Continued Brian Gordon Samantha Grahn Joshua Guthrie Mary Gwathney John Hardy Barry Harris Eli Hazen Drew Hazelwood Kelly Heinecke Jennifer Helmrich Brion Hensley Joseph Herline Jonathan Hicks Tony Hicks Berrian Holton Karri Hopkinson Daniel Hostetler Matthew Huntsinger Stella Ickes Asuelimen Ikhuoria Alan Jackson Chris Jackson Ryan Jacobs William Jahrling Chris Jimenez Revis Johnes Carolyn Johnson Darryl Johnson Donald Johnson Joseph Johnston Rudy Jones Albert Jorge Charles Justine Michael Kaempffer Bridgett Keim Melanie Kendrick Alexander Kiefel Gary Kilcourse Chuck Knowles Dusan Knox Robert Koebler Jessica Kowal Robert Krahn Jr. Christina LaBarbera James Lach Tambrey Laine Rachel Laverty Larry Lee Britney Lennox John Leonard Wayne Lewis III Lewis Levy Adam Long John Macedonio Michael Makuch Steve Mallard Anthony Martin Lee Martin Robert Martin Johnny McCoy Sean McGarvey Douglas McMullen Keith McWilliams Connor Melone Ken Messina Dennis Michaelson Robert Middleton Peggy Moffett Jessica Moksay Jim Moll Cameron Mondock Marci Moser Martin Murphy Steve Murphy Michael Myrick Elizabeth Neilson Richard Niemann Scott Norris Martin O Keeffe Michael O Malley Jason Pagan David Paloff Chandra Parasa Ernie Peluso Brandon Pennington Eric Peppers Matthew Pescinski Jacob Peterson Johnny Pfeiffer Ryan Piros Thomas Pyche Brian Reapp Timothy Reardon Randall Reaves John Reddin Jr. Richard Reim Eric Richardson Melissa Ritter Dennis Roberts Rhonda Roberts Juan Rodriguez Jorge Rodriguez Christopher Roeth Jeffrey Rudman 33 Thomas Russell Dave Russo Vincent Salvagno Scott Scheideman Jeffery Schlitt Donald Sebestyen Robert Shows Raymond Slaight Kevin Slattery Jeffrey Slutzky Hailey Smith Michael Smith David Stallworth Rachel Stever James Stewart Alfred Stiefel Greg Stiles Joe Stimac Larry Stram Matthew Street Timothy Strong Bradley Surrency Vito Tambasco Brian Taylor Domingos Teixeira Fred Terkovich Joel Terkovich Mark Thomas Grey Torrey Anna Trebour Thomas Trowbridge Marc Trudeau Louis Vanacore Phil Wallace Nicholas Walker Ellen Walsh Gwendella Washington Clayton Watkins James Weeks Anthony Wetzel Shawn Whited Daniel Wilda Keith Wiley Christopher Williams Desiree Williams Kevin Williams Ronald Williams Kenneth Wilson Timothy Wilson Ray Wright Bruno Yankus Valeria Yezak

34 Pasco County s Top Performers 2017 Point of Light Awards The Point of Light award recognizes volunteer or humanitarian accomplishments that occur outside of an employee s normal work duties. Recognizable activities may include (but are not limited to): charitable or fundraising activities, volunteer work, or life-saving actions (i.e., administering CPR, First Aid, or other assistance to someone in distress). Tony Wetzel, John Hale, Ernie Peluso, Carlos Curet and Jake Peterson - Utilities O & M On the morning of , a little before 09:00AM Tony and John were driving their Vactor truck south on regency Blvd and noticed a vehicle on fire at the intersection of regency and San Miguel. They quickly stopped and used their water hose to put out the fire and made sure everyone was okay. Ernie, Carlos and Jake were also on-site assisting with a fire extinguisher. This was done before the fire department and emergency services were even on site. As we all know some people choose to just pass by and not assist or lend a hand unless it affects them but these guys didn t even think twice about it. Greg Torrey, Mauricio Anton, Robert Burgarella, Darren Fawcett and Nicholas Walker - Utilities O & M Thursday at 7:00 AM Nick Walker noticed one of his employees had not reported to work at 7am and no one had heard from him. So we tried calling him and didn t get an answer. He had filled out a leave slip for a couple of hours off the next morning we all thought he had made a mistake and used the wrong date. But just be sure Greg Torrey and Mo Anton went to his house and found his truck in the driveway and no response at the door or phone. Due to an existing illness sometimes this employee needs medical attention. After a couple of minutes of banging on the door Greg called the Pasco County Sheriff s Office to do a check on this employee. Greg also called Rob who is a fellow coworker and hunting buddy for contact numbers for family members. Darren called Human Resources for emergency contact numbers but the numbers were out dated. We told the Sheriff s Office we can all pitch in and buy another door but we can t get another friend like him. Instead of waiting to hear from family and friends Mo pulled the side door off the hinges. Nick opened the door in the garage and yelled for his employee and he got no response. The cops went inside and found him in bed needing medical attention. Seconds later Fire Rescue was on-site taking care of our employee/friend while we all fixed the door. After a short stay at the hospital our friend is back to work and digging ditches and repairing utility lines again. Margaret Catrow and Robert Winniett - Utilities Customer Information & Services On Monday, May 16, 2016, at 2:25 pm, Utilities Customer Service Managers, Peggy Catrow and Robert Winniett left Fleet Maintenance and were headed down Fox Hollow Drive where they saw a little boy running and an SUV driving erratically in reverse. The SUV came to a stop and a frantic women got out of the vehicle. At the same time, Peggy pulled off the road onto a side street, parked, and got out of the County vehicle to see what was going on. The boy was running from the woman, and came right up to Peggy while Rob called 911. Peggy comforted the child and questioned him about his name, where he lived, etc. While Rob was on the phone with 911, Peggy put the child into the back seat of the air conditioned car to await the sheriff s officer. The child was in his pajamas and did not have shoes on. Still on the phone with 911, a sheriff s deputy was near and Rob flagged him down. The child was then transferred to the sheriff. 34

35 As we move into the future, we will focus on... Our Vision Pasco ~ Florida s Premier County Our Mission Serving Our Community to Create a Better Future. Our Strategy With Our Core Values as Our Guide Integrity Respect Service Excellence Innovation 35

36 For additional information about this report contact: Marc A. Bellas, Ph.D., MBA Organizational Management (727)