County Administrator Organization Department Summary

Transcription

1 County Administrator Organization Department Summary The County Administrator section presents the majority of the Board's operating departments. These departments provide a variety of services to both the public and to other County departments. Department Name FY16 Actual FY17 County Administrator 1,619,423 2,048,800 1,816,890 Airport 24,245,366 71,080,020 64,873,180 Animal Services 4,679,519 5,695,150 5,755,850 Building Services 5,847,174 10,889,090 11,634,290 Convention & Visitors Bureau 33,497,088 74,060, ,390,440 Development Review Services 3,690,604 4,591,040 4,910,230 Economic Development 2,345,036 3,043,230 3,107,580 Emergency Management 1,226,136 1,319,100 1,356,290 Human Services 61,998,562 68,618,810 68,819,220 Marketing and Communications 2,374,018 2,925,450 2,900,810 Office of Management & 3,758,873 4,173,080 4,306,050 Parks & Conservation Resources 20,370,232 23,049,290 24,349,800 Planning 9,794,551 27,231,730 29,875,120 Public Works 55,365, ,731, ,807,860 Purchasing 1,827,510 1,726,870 1,898,070 Real Estate Management 48,200,656 63,062,680 65,634,240 Risk Management Administration 8,776,423 10,025,810 10,276,160 Safety and Emergency Services 120,783, ,969, ,564,410 Solid Waste 87,183, ,725, ,853,810 Utilities 183,699, ,299, ,693,940 Utilities and Solid Waste Capital 62,564, ,344, ,998,030 Total 743,848,259 1,298,610,480 1,360,822,270 Pinellas County, Florida D-1 Adopted

2 Pinellas County, Florida D-2 Adopted

3 County Administrator Description: The County Administrator is the Chief Administrative Officer in the County as provided for in the Pinellas County Home Rule Charter. In this capacity, the County Administrator implements the policy directives of the Board of County Commissioners. It is the County Administrator's responsibility to provide leadership and management direction to the organization. The County Administrator is responsible for developing and executing the Strategic Plan for the County, at the direction of the Board of County Commissioners. The County Administrator directs and controls the activities of departments to ensure efficient and effective delivery of services in accordance with the County's Mission, Vision, Values, and Strategic Plan. For additional information, please visit Strategic Plan Alignment Strategy Doing Things Create a Quality Workforce in a Positive, Supportive Organization 1.2 Leverage, promote, and expand opportunities for workforce growth and development Enhance employee growth and development by promoting tuition reimbursement programs, cross-training, and other skills-training opportunities, in order to build bench strength for the future 1.4 Maintain a fair and competitive Monitor ongoing pay and classification study and review compensation package recommendations to determine implementation strategy Ensure Public Health, Safety, and Welfare 2.2 Be a facilitator, convener, and purchaser of services for those in need 2.3 Provide comprehensive services to connect veterans to benefits they have earned Foster Continual Economic Growth and Vitality 4.2 Invest in communities that need the most 4.4 Invest in infrastructure to meet current and future needs Deliver First Class Services to the Public and Our Customers 5.1 Maximize partner relationships and public outreach 5.2 Be responsible stewards of the public's resources 5.4 Strive to exceed customer expectations Support and facilitate age-friendly policies, practices, and services, and monitor implementation of departmental action plans for this initiative Support and facilitate veteran-friendly policies, practices and services, and monitor implementation of this initiative Provide support for and monitor the progress of the Community Redevelopment Area (CRA) and Tax Increment Financing (TIF) district in the Lealman Municipal Services Taxing Unit (MSTU) Spearhead the planning and implementation of an education and information campaign for Penny for Pinellas voter referendum on November 7, 2017 Monitor, support, and report on legislative changes and Board of County Commissioner legislative priorities at the state and federal level Maintain or enhance Pinellas County bond ratings Facilitate administration of the annual citizen survey and analyze survey results to enable decision-making for improving or enhancing County services Review enterprise-wide Voice of the Customer survey responses each quarter to highlight and support policies that enhance the customer experience Performance Measures by Strategy FY16 Actual FY17 Projection Target 1.2 Leverage, promote, and expand opportunities for workforce growth and development Number of BCC employees utilizing tuition reimbursement Be responsible stewards of the public's resources Ranking for non-enterprise debt service per capita among 5 comparable Florida counties (1=lowest, 5=highest) Ranking for property taxes per capita among 5 comparable Florida counties (1=lowest, 5=highest) Strive to exceed customer expectations 16.0% 12.5% <15.0% Pinellas County, Florida D-3 Adopted

4 County Administrator Gap between citizen expectation and citizen experience with County government (based on Citizen Values telephone survey) 16.0% 12.5% <15.0% Accomplishments: The County is continuing to deliver services that increasingly meet customers' expectations. The annual Citizen Values Survey showed growth from 90% last year to 93% this year of County residents that indicate they have trust and confidence in Pinellas County government. This is considerably higher than the national average of 71%. This is the highest level observed for Pinellas County since the County started conducting annual surveys in 2012, demonstrating the Board of County Commissioners' (BCC) continuing success in aligning strategic plans and actions with community needs. In pursuit of delivering first class services to the public and our customers, County staff worked with dedicated volunteers that supplied more than 230,000 hours assisting the County in "Doing Things" to serve the public. Their volunteer work equated to more than $5M in value to taxpayers. As a result of the Deepwater Horizon Oil Spill, the County received a $7.1M economic damages settlement from BP. At the BCC's direction, projects were selected based on citizen input as to how funds would be used to enhance the community. Money was allocated to address needs in affordable housing, stormwater, arts and culture, community-based projects, youth sports and transportation, and electric bus charging stations. These projects aligned with the County's strategic goal to foster continual economic growth and vitality, as well as to practice superior environmental stewardship. The County also achieved an improved Community Rating System classification from the Federal Emergency Management Agency (FEMA) that will yield a 25% savings for flood insurance policy holders. This translated to an average $150 savings annually for homeowners, all while improving water quality and reducing risk of flooding and sewer spills. At the direction of the BCC, the County Administrator also oversaw the implementation of a new human trafficking ordinance, designed to protect existing and potential victims of human trafficking. This ordinance required signage at certain businesses to alert employees and the public about how to identify and report suspected human trafficking. To help make the holidays a little brighter for those in need, Pinellas County employees donated more than $7,500 toward the purchase of nearly 100 bicycles as part of the 30th Annual Bicycle Drive. The bikes were gifted to customers of the Family Housing Assistance Program and the Holiday Lane Market Place Program of the Personal Enrichment through Mental Health Services, as well as children of local veterans. Analysis: The County Administrator's reflects a decrease of $231,910 or 11.3% from the. Full-time equivalent positions (FTE) decrease from 12.7 to 10.5 in. Savings are realized in the special revenue and enterprise funds as selected department directors are reporting directly to the County Administrator, thereby reducing administrative overhead and reducing 1.0 FTE. Within the General, the County Administrator's reflects a decrease of $64,090 or 4.3% from the. Savings and a reduction of 1.2 FTE are attributed to realigning a position supporting workforce development to Human Resources and merging intergovernmental relations duties into the role of special assistant to the County Administrator. Pinellas County, Florida D-4 Adopted

5 County Administrator Department Summary Department Summary Expenditures by Program Program County Administration Program 1,490,075 1,978,340 1,742,230 Countywide Support Services - Intergovernmental 129,347 70,460 74,660 Total Expenditures $1,619,423 $2,048,800 $1,816,890 Expenditures by General 1,186,834 1,497,850 1,561,940 County Transportation Trust 274,545 76,280 0 Emergency Medical Service 158, , ,010 Building Services 0 106, ,940 Surface Water Utility 0 9,860 0 Airport Revenue & Operating 0 55,810 0 Solid Waste Revenue & Operating 0 55,810 0 Sewer Revenue & Operating 0 39,400 0 Water Revenue & Operating 0 68,930 0 Total Expenditures $1,619,423 $2,048,800 $1,816,890 Pinellas County, Florida D-5 Adopted

6 Personnel Summary by Program and County Administrator Program FY17 Adopted County Administration Program General County Administration Program County Transportation Trust County Administration Program Emergency Medical Service County Administration Program Building Services County Administration Program Surface Water Utility County Administration Program Airport Revenue & Operating County Administration Program Solid Waste Revenue & Operating County Administration Program Sewer Revenue & Operating County Administration Program Water Revenue & Operating Countywide Support Services - Intergovernmental General Total FTEs (Full-Time Equivalent Positions) by Program County Administration Program Public Hearing 1 County Administration Program County Administration manages the business of county government and implements the policies and decisions of the Board of County Commissioners (BCC). Summary General 1,057,486 1,427,390 1,487,280 County Transportation Trust 274,545 76,280 0 Emergency Medical Service 158, , ,010 Building Services 0 106, ,940 Surface Water Utility 0 9,860 0 Airport Revenue & Operating 0 55,810 0 Solid Waste Revenue & Operating 0 55,810 0 Sewer Revenue & Operating 0 39,400 0 Water Revenue & Operating 0 68,930 0 Program Total $1,490,075 $1,978,340 $1,742,230 FTEs (Full Time Equivalent Positions) Countywide Support Services - Intergovernmental Public Hearing 1 Countywide Support Services - Intergovernmental Costs that are not attributable to one department, such as lobbying services, and County memberships in Florida Association of Counties, Tampa Bay Regional Planning Council, and other organizations. Summary Pinellas County, Florida D-6 Adopted

7 County Administrator Countywide Support Services - Intergovernmental Public Hearing 1 General 129,347 70,460 74,660 Program Total $129,347 $70,460 $74,660 FTEs (Full Time Equivalent Positions) Pinellas County, Florida D-7 Adopted

8 Pinellas County, Florida D-8 Adopted

9 Airport Description: The St. Pete-Clearwater International Airport (PIE) is responsible for operating and maintaining the runways, buildings, equipment, and vehicles belonging to the airport; and providing aviation fire protection services. PIE provides a full range of public/customer services, aviation services, and high quality facilities which support Pinellas County's transportation and commerce infrastructure; and maintains facilities used by airlines, passengers, tenants, the Transportation Security Administration, and the U.S. Customs Service. The annual economic impact of PIE is associated with the tenants/businesses located at the airport and on-airport construction projects, as well as the spending from visitors arriving via PIE to the Tampa Bay area. PIE is entirely self-supporting through user fees and federal and state grant revenue. No Pinellas County property tax revenue is used for the operations of the St. Pete- Clearwater International Airport. PIE contributes primarily to the Board of County Commissioners' Strategic Plan goal to Foster Continual Economic Growth and Vitality. For additional information, please visit Strategic Plan Alignment Strategy Doing Things Ensure Public Health, Safety, and Welfare 2.1 Provide planning, coordination, and Maintain safe airfield operations and ensure compliance with Federal protection for a safe and secure Aviation Administration (FAA) Part 139 rules and regulations community Foster Continual Economic Growth and Vitality 4.1 Proactively attract and retain businesses with targeted jobs to the county Maintain/increase concessionaire's revenues (rental car, parking, food & beverage, news, and gifts) Maintain/increase passengers by expanding air carrier routes/frequencies and recruiting new air service Increase real estate revenue by marketing and/or developing available real estate land and office space Deliver First Class Services to the Public and Our Customers 5.2 Be responsible stewards of the Maintain/increase revenue per enplaned passenger public's resources Performance Measures by Strategy FY16 Actual FY17 Projection Target 2.1 Provide planning, coordination, and protection for a safe and secure community $0.00 $0.00 $0.00 Monetary fines associated with letters of correction on annual FAA Part 139 inspection $0.00 $0.00 $ Proactively attract and retain businesses with targeted jobs to the county Number of cities/destinations in operation Number of total passengers 1,791,972 1,947,322 2,100,000 Percent of increased revenue from leased space over previous year* 2.6% -0.1% -0.7% Percentage increase in concessionaire revenue** 10.1% 2.8% -20.1% 5.2 Be responsible stewards of the public's resources $14.71 $13.19 $12.22 Revenue generated per enplaned passenger*** $14.71 $13.19 $12.22 *Impacted by loss of warehouse lease due to FDOT taking of land for Gateway Express Project **Impacted by temporary decreases in revenues based on FDOT Gateway Express Project construction impacts to parking revenues ***Impacted by temporary decreases in concessions due to Terminal Renovation and Gateway Express Projects (food & beverage, news & gifts, parking) Accomplishments: Pinellas County, Florida D-9 Adopted

10 Airport The St. Pete-Clearwater International Airport (PIE) has enjoyed multiple years of exceptional growth, breaking the all-time passenger record for the third year in a row in 2016, with over 1.8 million total passengers. This is the fourth year in a row of double digit increases; culminating in a two-year increase of 47.2%. PIE is forecasting another record year in 2017 with over 2 million passengers expected. PIE now serves over 60 non-stop destinations, with eight new cities beginning service in 2017 Austin, TX; Cleveland, OH; Louisville, KY; Milwaukee, WI; Norfolk, VA; Ogdensburg, NY: Phoenix, AZ; Providence, RI; and five new cities that began service in Portsmouth, NH; Trenton, NJ; New Orleans, LA; Flint, MI; and Dayton, OH. In alignment with the strategic goal of delivering first class services to the public and our customers, PIE hosted four Honor Flights, a network providing veterans with flights to Washington D.C. to visit war memorials, as well as "Welcome Home" celebrations. Additionally, twenty airport staff volunteer as youth mentors for the Big Brothers Big Sisters Workplace Mentor Program and have completed the first year of a two year monthly program with Clearwater High School Juniors. PIE's operating profits were $3.5M in FY16, up from $2.8M the previous fiscal year. PIE also began the Terminal Renovation Phase 3 project, a new terminal expansion of airport Gates 7-10; including new passenger screening checkpoints and new restrooms. Through efforts to ensure public health, safety, and welfare, PIE's annual Federal Aviation Administration (FAA) Safety and Certification Inspection found no discrepancies for the 12th year in a row. PIE was also awarded the FAA Southern Region 2016 Air Carrier Safety Award. Analysis: Excluding Reserves, the for the St. Pete-Clearwater International Airport is $42.0M. This reflects an increase of 10.7% or $4.1M from the. The majority of this increase is due to increased capital construction in the Airport CIP Program. The Department has three programs: Aviation Services (operations), Airport Real Estate (airport lands management), and Capital Projects. The Aviation Services program's reflects an increase of $1.2M or 10.6% from the. In FY17, the Airport's fire fighters had a market driven pay adjustment that contributed to the increase for this program. In addition, the increased passenger traffic impacted various operating expenses, specifically security. The Airport Real Estate program's reflects an increase of $13,770 or 3.3% - mainly due to general inflation. The Capital Project's increased $2.3M or 9.0% from the. This increase is due to the airport trying to better accommodate the increased passenger traffic and flights by moving capital projects forward, such as projects that increase parking lot capacity, terminal improvements, and taxiway rehabilitation. The Reserve Level for the Airport Revenue and Operating in the is at 75.9% of revenues. This is an increase from the Reserve Level of 64.0%. The increase is due to the inclusion of the unexpended damages and cures received in FY17 from the Florida Department of Transportation in connection with the Gateway Express project (I-275 to US 19 & I-275 to the Airport) that rolled into reserves. Pinellas County, Florida D-10 Adopted

11 Airport Department Summary Department Summary Expenditures by Program Program Airport Capital Projects Program 14,478,180 25,763,600 28,071,200 Airport Real Estate 139, , ,070 Aviation Services 9,627,864 11,374,810 12,581,470 Reserves 0 33,125,310 22,840,440 Transfers 0 400, ,000 Total Expenditures $24,245,366 $71,080,020 $64,873,180 Expenditures by Airport Revenue & Operating 24,245,366 71,080,020 64,873,180 Total Expenditures $24,245,366 $71,080,020 $64,873,180 Personnel Summary by Program and Program FY17 Adopted Pinellas County, Florida D-11 Adopted

12 Airport Airport Real Estate Airport Revenue & Operating Aviation Services Airport Revenue & Operating Total FTEs (Full-Time Equivalent Positions) by Program Airport Capital Projects Program Public Hearing 1 Airport Capital Projects Program ing for capital improvement projects associated with the Airport infrastructure. Summary Airport Revenue & Operating 14,478,180 25,763,600 28,071,200 Program Total $14,478,180 $25,763,600 $28,071,200 Airport Real Estate Public Hearing 1 Airport Real Estate Ensures that FAA lease requirements are followed; oversees and negotiates leases with tenants and future development of the Airport. Summary Airport Revenue & Operating 139, , ,070 Program Total $139,321 $416,300 $430,070 FTEs (Full Time Equivalent Positions) Aviation Services Public Hearing 1 Aviation Services All facets of day-to-day aviation activities. Summary Airport Revenue & Operating 9,627,864 11,374,810 12,581,470 Program Total $9,627,864 $11,374,810 $12,581,470 FTEs (Full Time Equivalent Positions) Reserves Public Hearing 1 Reserves Oversees the management and allocation of the County's financial reserves. Summary Pinellas County, Florida D-12 Adopted

13 Reserves Public Hearing 1 Airport Airport Revenue & Operating 0 33,125,310 22,840,440 Program Total $0 $33,125,310 $22,840,440 Transfers Public Hearing 1 Transfers Oversees the transfer of intra- and intergovernmental funds. Summary Airport Revenue & Operating 0 400, ,000 Program Total $0 $400,000 $950,000 Pinellas County, Florida D-13 Adopted

14 Pinellas County, Florida D-14 Adopted

15 Animal Services Description: Pinellas County Animal Services (PCAS) is the largest open admission shelter for dogs and cats in Pinellas County, and is centrally located in Largo, FL. The purpose of PCAS is to ensure animal related health, welfare, and safety for the citizens and animals of Pinellas County. Services include pet adoption, community education, microchipping, found pet reunification services, rabies control, animal bite investigation, dangerous dog investigation, pet licensing, kennel permitting, code enforcement, and cruelty investigation. The department's activities are closely aligned with the BCC strategic goals to Ensure Public Health, Safety, and Welfare and to Deliver First Class Services to the Public and Our Customers. PCAS strives to reunite stray animals with their owners and place unclaimed animals using a combination of adoption, rescue and fostering (ARF program) through the community, and partnerships with SPCA Tampa Bay, Humane Society of Pinellas, Suncoast Animal League, MEOW Now, and more than 100 rescue groups and 16 pet stores. PCAS has a strong volunteer base that is passionate about the animals in the shelter. PCAS provides many opportunities for the community to participate in its mission through adoption, donation, and volunteerism. Animal Services also administers and maintains the Gifts for the Animal Welfare Trust (AWTF) which supports improvements to the welfare of cats and dogs within Pinellas County. The AWTF provides micro grants to county non-profit animal welfare organizations to promote responsible pet ownership and keep pets in homes. This is accomplished by funding annual vaccines and sterilization of owned pets in financially disadvantaged households. The micro grants also fund County Trap, Neuter, Vaccinate, and Return (TNVR) efforts. This fund is sustained through donations. For additional information, please visit Strategic Plan Alignment Strategy Doing Things Ensure Public Health, Safety, and Welfare Increase rabies vaccinations and animal licensure compliance 2.1 Provide planning, coordination, and protection for a safe and secure Investigate animal bite reports and ensure proper reporting and bite community animal quarantine 2.3 Provide comprehensive services to connect veterans to benefits they have earned Deliver First Class Services to the Public and Our Customers 5.1 Maximize partner relationships and public outreach 5.2 Be responsible stewards of the public's resources 5.3 Ensure effective and efficient delivery of County services and support 5.4 Strive to exceed customer expectations Increase the number of companion pets adopted by U.S. military families & veterans utilizing VetsAdoptPets.org Partner with Adoption Partner Network and foster program to improve live release rates and animal welfare outcomes Increase the number of educational outreach events on responsible pet ownership Increase the number of hours donated through our volunteer program Improve lost pet-owner reunification rate Ensure timely field responses for customer requests Increase customer satisfaction (Voice of the Customer survey) Performance Measures by Strategy FY16 Actual FY17 Projection Target 2.1 Provide planning, coordination, and protection for a safe and secure community 147, , ,000 Number of active animal licenses 147, , ,000 Number of recorded animal bites 1,924 2,007 1,950 Percent of bite reports entered in PetPoint within 24 hours 83% 93% 95% 2.3 Provide comprehensive services to connect veterans to benefits they have earned Number of companion animals placed with veterans and their families Pinellas County, Florida D-15 Adopted

16 Animal Services 5.1 Maximize partner relationships and public outreach 60% 65% 75% Live release rate 60% 65% 75% Number of animals fostered 992 1,257 1,596 Number of community speaking engagement events Number of partner transfers, rescue transfers (adoptions), and pet store adoptions 5,579 5,000 6, Be responsible stewards of the public's resources 51,221 48,814 52,000 Number of volunteer hours 51,221 48,814 52,000 Volunteer hours monetary equivalent $1,206,569 $1,150,048 $1,225, Ensure effective and efficient delivery of County services and support Number of citations issued annually Number of field services request calls completed per day Percent of high priority field response times within 24 hours 91% 88% 92% Percent of low priority field response times within 72 hours 94% 94% 95% Pet-owner reunification rate (cats) 3.6% 4.2% 5.0% Pet-owner reunification rate (dogs) 37% 37% 40% Reclaim count (cats) Reclaim count (dogs) 1,267 1,350 1, Strive to exceed customer expectations 99% 99% 99% Percent of customers satisfied or very satisfied with level of service 99% 99% 99% Accomplishments: To ensure public health and improve animal welfare, Animal Services implemented a community grants program to assist low income pet owners with responsible pet ownership. Reimbursement grants were awarded to nonprofit agencies offering preventive care, sterilization, and/or Trap Neuter Vaccinate Return (TNVR) programs for animals in Pinellas County. The program is funded through donations to the Animal Welfare Trust. Additionally, the Countywide animal services code was amended to provide more consumer protections for pet purchases and better clarify codes related to licensing and permits. As a part of continual efforts to exceed customer expectations, Animal Services began offering a mobile services clinic, providing a convenient way to license, microchip, and vaccinate pets throughout the County. Animal Services volunteered and fostered over one thousand animals that needed additional time and care. For the first time since 2010, Animal Services evaluated and implemented changes to its license fees, consistent with neighboring shelters. The fees go to the General to support animal welfare services including veterinary care, shelter for lost and abandoned animals, animal neglect and cruelty investigations, and emergency medical care. Analysis: Pinellas County, Florida D-16 Adopted

17 Animal Services The Pinellas County Animal Services reflects an overall increase of $60,700 or 1.1% over the FY17 Revised. This net increase is consistent with forecast increases due to inflation, wages, and benefits and is supported by dual funding from the General (GF) and the Gifts for Animal Welfare Trust (Trust) budgets. The General budget reflects an increase of $67,360 or 1.3% over the. Staffing decreased by 3.0 FTE to 57 total positions in the GF as a result of temporary job assignments that have ended. These temporary positions were split between two program functions: Animal Shelter and Field Enforcement. Operating Expenses increased $95,170 (9.3%) over the primarily due to a spike in merchant charges related to increased license sales and the replacement schedule for operating equipment to continually deliver first class services to the public. This net change is a result of decreases in other areas of Animal Services' daily operating expenditures in an effort to be responsible stewards of the public's resources. A reduction in Capital Outlay also offset the net impact to the GF budget. The Gifts for Animal Welfare Trust, excluding Reserves, reflects an increase of $73,340 or 23.4% compared to the. The Trust has been able to maintain a consistent Beginning Balance for and the FY17, while maintaining Reserves to secure long-term use of this fund which is set at $120,000, 23.7% of the total budget. Staffing levels remain at 1.0 FTE but is supported by two part-time positions in the Trust. Capital Outlay reflects an increase of $100,430 or 80.3% to make improvements to the shelter. To continue to maximize partner relationships, the Trust has dedicated $60,000 for Grants & Aids to provide funding for local animal shelters and clinics to promote healthy animals countywide. This is an increase of $8,000 (15.4%) and allows additional services to be provided to the public through the Community Grants program. The fund's sole function is the Animal Shelter program, and all of the anticipated Resources are budgeted so that funds are available when needed by Animal Services. These funds are only expended via the disbursement criteria established for the Trust for special needs animals and shelter enhancements. Pinellas County, Florida D-17 Adopted

18 Animal Services Department Summary Department Summary Expenditures by Program Program Animal Shelter 3,096,174 3,562,740 3,759,990 Field Enforcement 1,583,345 1,932,410 1,875,860 Reserves 0 200, ,000 Total Expenditures $4,679,519 $5,695,150 $5,755,850 Expenditures by General 4,588,767 5,181,580 5,248,940 Gifts for Animal Welfare Trust 90, , ,910 Total Expenditures $4,679,519 $5,695,150 $5,755,850 Personnel Summary by Program and Program FY17 Adopted Animal Shelter General Pinellas County, Florida D-18 Adopted

19 Animal Services Animal Shelter Gifts for Animal Welfare Trust Field Enforcement General Total FTEs (Full-Time Equivalent Positions) by Program Animal Shelter Public Hearing 1 Animal Shelter Program includes animal adoptions, customer service, impounds, reclaims inquiries, rabies control & licensing, veterinary services, volunteer services, and public assistance. Summary General 3,005,422 3,249,170 3,373,080 Gifts for Animal Welfare Trust 90, , ,910 Program Total $3,096,174 $3,562,740 $3,759,990 FTEs (Full Time Equivalent Positions) Field Enforcement Public Hearing 1 Field Enforcement Program regulates the quality of animal welfare and code enforcement, pet dealers and kennels permits and inspections. Citizen calls are taken and processed based on priority to protect public health and safety. Summary General 1,583,345 1,932,410 1,875,860 Program Total $1,583,345 $1,932,410 $1,875,860 FTEs (Full Time Equivalent Positions) Reserves Public Hearing 1 Reserves Oversees the management and allocation of the County's financial reserves. Summary Gifts for Animal Welfare Trust 0 200, ,000 Program Total $0 $200,000 $120,000 Pinellas County, Florida D-19 Adopted

20 Pinellas County, Florida D-20 Adopted

21 Building Services Description: Building Services reviews construction plans and inspects construction projects in progress at various intervals. Plans are reviewed for compliance with the Florida Building Code; building, electrical, plumbing, gas, mechanical, energy, and safety codes. Pursuant to a successful review, permits are issued for construction. Once construction begins, code-required site inspections are conducted for compliance with the codes. These inspections continue until construction is completed and the building is certified for occupancy, thus ensuring that buildings are constructed in a safe and sanitary manner. The activities of this department primarily align with the BCC Strategic Plan goal to Ensure Public Health, Safety, and Welfare. For additional information, please visit Strategic Plan Alignment Strategy Doing Things Ensure Public Health, Safety, and Welfare 2.1 Provide planning, coordination, and protection for a safe and secure Provide next business day building inspections community 2.4 Support programs that seek to prevent and remedy the causes of Provide expedited plan review for Affordable Housing projects homelessness Foster Continual Economic Growth and Vitality 4.1 Proactively attract and retain businesses with targeted jobs to the Provide expedited plan review for Economic Development projects county Deliver First Class Services to the Public and Our Customers Increase online permitting 5.3 Ensure effective and efficient delivery of County services and support Increase electronic document review 5.4 Strive to exceed customer expectations Enhance customer service delivery through integrated technology Maintain customer satisfaction ratings Performance Measures by Strategy FY16 Actual FY17 Projection Target 2.1 Provide planning, coordination, and protection for a safe and secure community 100% 100% 100% Percent of commercial plan reviews completed with first review within 120 business days 100% 100% 100% Percent of next-day building inspections completed timely 100% 100% 100% Percent of residential plan reviews completed with first review within 30 business days 100% 100% 100% 5.3 Ensure effective and efficient delivery of County services and support 14,100 15,450 16,200 Total number of online permit applications 14,100 15,450 16, Strive to exceed customer expectations 27 seconds 28 seconds < 30 seconds Average call wait time 27 seconds 28 seconds < 30 seconds Average service time for phone calls 1 minutes, 58 seconds 2 minutes, 8 seconds 2 minutes Average walk-in customer wait time* Percent of telephone calls answered (compared to industry standard of 92-95%) N/A 7 minutes, 35 seconds < 10 minutes 95.9% 96.8% > 95.0% *New measure; Information not available for FY16 Accomplishments: Pinellas County, Florida D-21 Adopted

22 Building Services Building Services processed 25,280 building permits in FY16, an increase of 1,564 over FY15. The department also experienced increased activity in plan reviews and inspections. The department committed to delivering first class services to customers and implemented a small call center in FY15 to provide live phone operators and online chat. The call center handled 30,700 calls with only a 4.4% dropped call rate. In April 2017, the department received approval from the Board of County Commissioners to proceed with upgrading permitting technology systems in an effort to provide efficient service delivery and exceed customer expectations. The purchase provides an upgrade from Accela Permits Plus software to Accela Civic Platform Land Management software over a 24-month project period. Analysis: The Building Services Department reflects an increase of $745,200 or 6.8% over the FY17 total budget requirements. Within the total requirements, $2.8M of reserves are allocated to operating expenses for information technology, including the initial purchase and implementation project to upgrade from Accela Permits Plus software to Accela Civic Platform Land Management software. This leaves $1.4M in accumulated reserves designated for the remainder of the 24-month project period and $665,580 in contingency reserve. The Board of County Commissioners approved the software upgrade in April 2017, as Permits Plus will no longer be supported by the vendor. The Land Management software will support the department's commitment to improve service efficiencies with increased online permitting and electronic document review and storage. The web-based platform will enhance access to information for staff and customers. Staffing increased by 5.2 FTE to 56.6 total positions. During FY17, 5.0 FTE were added in response to continued growth in permitting activity. Three Building Inspectors, one Electrical Inspector, and one Plans Examiner were needed to continue to provide next business day building inspections and expedited plan review for Affordable Housing projects and Economic Development projects. Total personal services expenditures increased $646,540, or 15.4%, reflecting the new positions, additional shared cost of 0.2 FTE, and countywide cost of living adjustments. Other non-technology expenditures increased $160,590, including intergovernmental charges (risk management, fleet maintenance, and general government cost allocations), supplies, other operating expenses, and a transfer of revenue due to the Tree Bank ($37,510). Capital outlay reflects a decrease of $43,000. Pinellas County, Florida D-22 Adopted

23 Building Services Department Summary Department Summary Expenditures by Program Program Building Permits 5,770,744 5,973,890 9,530,470 Reserves 0 4,915,200 2,066,310 Transfers 76, ,510 Total Expenditures $5,847,174 $10,889,090 $11,634,290 Expenditures by Building Services 5,847,174 10,889,090 11,634,290 Total Expenditures $5,847,174 $10,889,090 $11,634,290 Personnel Summary by Program and Program FY17 Adopted Building Permits Building Services Total FTEs (Full-Time Equivalent Positions) Pinellas County, Florida D-23 Adopted

24 Building Services by Program Building Permits Public Hearing 1 Building Permits Permitting, plan review, inspections, code administration, and unpermitted work complaints and violations as required by the Florida Building Code. Summary Building Services 5,770,744 5,973,890 9,530,470 Program Total $5,770,744 $5,973,890 $9,530,470 FTEs (Full Time Equivalent Positions) Reserves Public Hearing 1 Reserves Oversees the management and allocation of the County's financial reserves. Summary Building Services 0 4,915,200 2,066,310 Program Total $0 $4,915,200 $2,066,310 Transfers Public Hearing 1 Transfers Oversees the transfer of intra- and intergovernmental funds. Summary Building Services 76, ,510 Program Total $76,430 $0 $37,510 Pinellas County, Florida D-24 Adopted

25 Convention & Visitors Bureau Description: The Convention & Visitors Bureau (CVB), dba Visit St. Pete/Clearwater (VSPC), partners with local stakeholders to target leisure and travel, sports events, meetings and conventions, and films via media, interactive and hospitality education initiatives in order to support the BCC's strategic goal to Foster Continual Economic Growth and Vitality. Florida Statute establishes the rights of Florida counties to collect a Tourist Development Tax (TDT) on short-term accommodations within a county, and Chapter 118 Article 2 of the Pinellas County Code outlines the Tourist Development Plan (TDP). The CVB has the primary objective to market Pinellas County as a tourist destination in accordance with the TDP for leisure, meetings, sports, and film production. Pursuant to the Article, the CVB is directed to promote and advertise tourism on the state, national, and international levels, and to fund convention bureaus and tourist bureaus as County agencies or by contract with chambers of commerce or similar associations in the county. For additional information, please visit Strategic Plan Alignment Strategy Doing Things Foster Continual Economic Growth and Vitality 4.4 Invest in infrastructure to meet Affect infrastructure improvements through visitor contributions to the current and future needs local option sales tax (Penny for Pinellas) 4.6 Support recreation, arts, and culture to attract residents and visitors Continue to expand the Latin American market Increase direct visitor expenditures Increase Tourist Development Tax revenue Deliver First Class Services to the Public and Our Customers 5.3 Ensure effective and efficient delivery of County services and support Leverage technology to increase brand presence across all media platforms Performance Measures by Strategy FY16 FY17 Actual Projection Target 4.6 Support recreation, arts, and culture to attract residents and visitors 8.23% 20.30% 4.00% Percent increase in total amount of revenue collected* 8.23% 20.30% 4.00% Percent increase of direct visitor expenditures as reported by Research Vendor** 5% 6% 3% 5.3 Ensure effective and efficient delivery of County services and support N/A 5.5% 5.5% Percent increase in economic impact derived from VSPC website as reported by Destination Analysts*** N/A 5.5% 5.5% *Tourist Development Tax (TDT) increased from 5% to 6% effective 1/1/16; Current projection based on 6% TDT collections **Based on calendar year ***New measure; Information not available for FY16 Accomplishments: In 2016, 15.5M people visited Pinellas County making St. Pete/Clearwater the No. 1 destination on America's Gulf Coast. Comprised of overnight and day trippers, these visitors contributed more than $10.3B to the local economy last year, a 5.0% increase ($495M) over In the past five years alone, total economic impact from visitors has jumped 32.4%, representing $2.5B in total impact. In 2016, visitors also contributed 31.4% ($49.3M) of the total tax collected from the Penny for Pinellas. As the largest employment sector in Pinellas County, tourism represented an estimated 102,500 jobs and $4.7B in wages directly and indirectly tied to tourism, which jumped 4.8% over Contributing to the record tourism numbers were a handful of marketing firsts, including a state-of-the-art awardwinning 360-degree video portal on VisitStPeteClearwater.com that leveraged virtual reality videos by immersing the user into destination-specific experiences, a partnership with AT&T at its flagship store in Chicago and a yearround marketing presence in Orlando after visitation increased by 25.0% over the past five years. Internationally, tourism from Latin America continues to grow quickly with increased marketing efforts yielding a 26.3% increase year-over-year. Locally, the CVB was also recognized by the Tampa Bay Business Journal for working to advance LGBTQ+ equality with its Business of Pride award in Pinellas County, Florida D-25 Adopted

26 Convention & Visitors Bureau Analysis: The for the Convention & Visitors Bureau (CVB) reflects an increase of $32.3M, or 43.7%, from the. Staffing increased by 2.0 FTE to 49.0 FTE in. The Pinellas County CVB is supported by the collection of a 6.0% Tourist Development Tax (TDT) on rents collected for temporary lodging, also known as the "bed tax." Revenue from the "bed tax" is projected to increase in FY17 by $7.1M, or 14.3%, from FY16. "Bed tax" revenue is expected to continue to increase in by $11.1M, or 23.2%, from the, and $2.3M, or 4.0% from FY17 projections. "Bed tax" revenue is restricted to certain uses as outlined in Florida Statutes and County Code. According to the Tourist Development Plan, approximately 60.0% of the revenue is to be used to promote tourism in Pinellas County, with the remaining 40.0% available for capital project funding. CVB uses these proceeds to secure advertising and promotions in targeted markets in the United States and select international markets in Europe, South America, and Canada, as well as to bring high-profile events to Pinellas County. The budget for the Sales & Marketing program increases by $4.9M, or 16.9%, and the budget for the Tourism Support program increases by $1,500, or 0.1%, over the. Included in the Sales & Marketing program budget is support for Creative Pinellas. In, CVB's contribution to Creative Pinellas is $396,670, matching the contribution in FY17. Another restricted use of the revenue is for the re-nourishment of Pinellas County beaches. The Board of County Commissioners (BCC) has historically dedicated the revenue from one-half of the third percent of the TDT to capital improvement projects for the beaches, which supports the BCC's goal to Practice Superior Environmental Stewardship, as well as attracting residents and visitors to Pinellas County. The budget for re-nourishment increases by $679,220, or 17.1%, over the. The TDT revenue can also be used to pay for certain capital projects. The budget for these projects increases by $19.4M following the approval by the BCC of five new projects for funding. In addition to the continued funding for the City of Clearwater (Philadelphia Phillies Spring Training) and the Dali Museum in St. Petersburg, the BCC approved agreements for improvements at the Eddie C. Moore Softball Complex, Countryside Sports Complex, Ruth Eckerd Hall, and Clearwater Marine Aquarium in Clearwater, along with the Museum of the American Arts and Crafts Movement in St. Petersburg. With the increases in expenditures for sales and marketing, beach re-nourishment, and tourism support, the TDT maintains operating reserves of $12.6M, or 21.9% of revenue, for, and $32.0M in dedicated reserves for potential capital projects. In total, the TDT reserves will increase by $7.3M, or 19.7%, over the FY17 Revised. The total amount of reserves in the TDT is $44.5M, or 77.6% of revenue. Pinellas County, Florida D-26 Adopted

27 Convention & Visitors Bureau Department Summary Department Summary Expenditures by Program Program Capital Outlay Program 500, ,000 19,925,000 Debt Service 662, , ,650 Reserves 0 37,220,550 44,535,740 Sales & Marketing 26,051,038 28,782,240 33,659,730 Tax Collector 0 601, ,100 Tourism Support 1,921,590 2,388,210 2,389,710 Transfers 4,362,314 3,980,290 4,659,510 Total Expenditures $33,497,088 $74,060,460 $106,390,440 Expenditures by Tourist Development Tax 33,497,088 74,060, ,390,440 Total Expenditures $33,497,088 $74,060,460 $106,390,440 Personnel Summary by Program and Pinellas County, Florida D-27 Adopted

28 Convention & Visitors Bureau Program FY17 Adopted Sales & Marketing Tourist Development Tax Tourism Support Tourist Development Tax Total FTEs (Full-Time Equivalent Positions) by Program Capital Outlay Program Public Hearing 1 Capital Outlay Program Provides funding for capital projects throughout Pinellas County. Summary Tourist Development Tax 500, ,000 19,925,000 Program Total $500,000 $500,000 $19,925,000 Debt Service Public Hearing 1 Debt Service Administers the servicing of Pinellas County public debt. Summary Tourist Development Tax 662, , ,650 Program Total $662,145 $587,650 $587,650 Reserves Public Hearing 1 Reserves Oversees the management and allocation of the County's financial reserves. Summary Tourist Development Tax 0 37,220,550 44,535,740 Program Total $0 $37,220,550 $44,535,740 Sales & Marketing Public Hearing 1 Sales & Marketing Increase visitor volume, visitor spending and economic impact to the destination through specific and targeted sales and marketing initiatives. Summary Pinellas County, Florida D-28 Adopted

29 Sales & Marketing Public Hearing 1 Convention & Visitors Bureau Tourist Development Tax 26,051,038 28,782,240 33,659,730 Program Total $26,051,038 $28,782,240 $33,659,730 FTEs (Full Time Equivalent Positions) Tax Collector Public Hearing 1 Tax Collector The Tax Collector bills, collects and distributes all taxes for the County, Municipalities, Tourist Development Council, School Board, and taxing districts - including the sales tax on vehicles, vessels, and mobile homes. This office also collects delinquent taxes and sells certificates for unpaid taxes. As the agent for state government, the Tax Collector issues licenses and titles for cars, trucks, boats, and mobile homes, collects fees for fishing and hunting licenses, issues Drivers Licenses and Birth Certificates, processes applications for Concealed Weapons Licenses, and makes application for voter identification cards. Summary Tourist Development Tax 0 601, ,100 Program Total $0 $601,520 $633,100 Tourism Support Public Hearing 1 Tourism Support Increase visitor volume, visitor spending and the length of stay in the destination through support of local events visitor centers, sports facilities, beach nourishment, education and sound research. Summary Tourist Development Tax 1,921,590 2,388,210 2,389,710 Program Total $1,921,590 $2,388,210 $2,389,710 FTEs (Full Time Equivalent Positions) Transfers Public Hearing 1 Transfers Oversees the transfer of intra- and intergovernmental funds. Summary Tourist Development Tax 4,362,314 3,980,290 4,659,510 Program Total $4,362,314 $3,980,290 $4,659,510 Pinellas County, Florida D-29 Adopted

30 Pinellas County, Florida D-30 Adopted

31 Development Review Services Description: Development Review Services (DRS) provides a multi-disciplinary team approach to the review of applications for land development activities in unincorporated Pinellas County to ensure the most efficient, effective, and coordinated review possible. Development reviews are in accordance with the purpose and intent of the County's Land Development Code regulations in the areas of engineering and drainage, site development, trees, habitat and landscaping, zoning and land use, and permitting. Code Enforcement seeks to educate citizens about the various codes for the unincorporated areas of Pinellas County, and obtain timely compliance of infractions. Regulatory focus includes topics such as, but not limited to, minimum housing standards, noise control, lot maintenance, zoning, and inoperable vehicles. DRS contributes to the Board of County Commissioners' Strategic Plan goal to Ensure Public Health, Safety and Welfare. For additional information, please visit Strategic Plan Alignment Strategy Ensure Public Health, Safety, and Welfare Doing Things Maintain priority response by Code Enforcement for inspections that may have an impact on health and safety 2.1 Provide planning, coordination, and protection for a safe and secure community Decrease the average response time to Code Enforcement complaints (first inspection) Increase Code Enforcement voluntary compliance Improve Development Review Services timeliness of services to reduce customer wait times in person and over the phone; site plan reviews, site inspections, zoning clearances, permits Increase Development Review Services online transactions via electronic plan submittal Performance Measures by Strategy FY16 Actual FY17 Projection Target 2.1 Provide planning, coordination, and protection for a safe and secure community 92% 90% 90% Percent of Code Enforcement cases resolved through voluntary compliance 92% 90% 90% 5.3 Ensure effective and efficient delivery of County services and support 27 seconds 28 seconds 26 seconds Average phone call wait time 27 seconds 28 seconds 26 seconds Average response time to Code Enforcement violations (first inspection) 12 days 10 days 10 days Average time to process site inspections (tree removal) 1 day 3 days 3 days Average time to process site plans 36 days 25 days 15 days Average time to process zoning clearances 5 days 5 days 5 days Average walk-in customer wait time 90% less than 20 minutes 90% less than 20 minutes 90% less than 20 minutes Percent of Code Enforcement calls answered (excluding complaint line) 96.8% 98.0% 99.0% Percent of online permit transactions* N/A N/A 20% Total number of Right-of-Way Utilization Permit Strive to exceed customer expectations N/A 40% 90% Percent of customers satisfied or very satisfied with level of service N/A 40% 90% *New measure; Information not available for FY16 and FY17 Accomplishments: Pinellas County, Florida D-31 Adopted

32 Development Review Services Development Review front counter staff processed over 34,820 customer transactions (5.5% increase from FY15). In alignment of ensuring efficient delivery of services, more than half of these customers were served within five minutes. Approximately 90.0% of customers waited for less than 20 minutes to be served. Development Review staff reviewed and approved 210 site plans (82.6% increase from FY15), with 87 being categorized as unique site plan reviews (67.3% increase from FY15). The staff conducted 320 pre-application meetings (47.5% increase from FY15) and performed 5,976 habitat site inspections (24.7% increase from FY15), which included 1,698 National Pollutant Discharge Elimination System inspections (99.3% increase from FY15). In addition, the division reviewed eight plats for submittal, investigated 68 drainage complaints, performed 58 lineof-site reviews, and processed/issued 853 right-of-way utilization permits. Code Enforcement provides planning, coordination, prevention, and protective services to ensure a safe and secure community. As a result, officers were able to work with property owners to avoid fines and achieve voluntary compliance in 4,936 cases, which was 92.0% of all cases opened in Analysis: The for the DRS Department is $4.9M. This reflects an increase of 7.0% or $319,190 from the FY17 Revised. The majority of this increase occurs in personal services due to staffing adjustments. The remaining increase is caused by general inflation to salaries, benefits and operating costs in various accounts. DRS has two operational programs: Code Enforcement and Development Review. The Code Enforcement program's reflects an increase of $28,050 or 1.4% from the. The primary increase is due to general inflation. A temporary position was reclassified to a permanent position to continue the program's customer service improvements. The Development Review program's reflects an increase of $291,140 or 11.4% from the FY17 Revised. The increase is due to personal services and information technology costs. A part-time position became full-time, and several positions were upgraded/reclassified during FY17. An engineering technician position was added to assist in reducing the processing time for plan reviews. The intergovernmental charge for information technology in support of program operations increased significantly. However, the low impact from these increased expenses is the result of efficacies within the department and its co-development department: Building Services. Pinellas County, Florida D-32 Adopted

33 Development Review Services Department Summary Department Summary Expenditures by Program Program Code Enforcement 1,452,687 2,029,150 2,057,200 Development Review Services 2,237,918 2,561,890 2,853,030 Total Expenditures $3,690,604 $4,591,040 $4,910,230 Expenditures by General 3,690,604 4,591,040 4,910,230 Total Expenditures $3,690,604 $4,591,040 $4,910,230 Personnel Summary by Program and Program FY17 Adopted Code Enforcement General Development Review Services General Total FTEs (Full-Time Equivalent Positions) Pinellas County, Florida D-33 Adopted

34 Development Review Services by Program Code Enforcement Public Hearing 1 Code Enforcement Enforcement of county codes regulating trash, debris, excessive overgrowth and lot clearing; zoning/sign enforcement; inoperative and prohibited vehicle enforcement; minimum standard housing enforcement; noise enforcement; and special magistrate process. Summary General 1,452,687 2,029,150 2,057,200 Program Total $1,452,687 $2,029,150 $2,057,200 FTEs (Full Time Equivalent Positions) Development Review Services Public Hearing 1 Development Review Services Interdisciplinary review of site plans including review of code compliance and field review as necessary. Summary General 2,237,918 2,561,890 2,853,030 Program Total $2,237,918 $2,561,890 $2,853,030 FTEs (Full Time Equivalent Positions) Pinellas County, Florida D-34 Adopted

35 Economic Development Description: Pinellas County Economic Development (PCED) fosters high-quality economic growth and vitality through the attraction, expansion, and retention of businesses that bring new money into the local economy through sales of a majority of their products or services outside the state of Florida. Through investment tools, professional courses and business counseling sessions, along with maximizing local, regional, and statewide partnerships, PCED fosters a pro-business climate in Pinellas County, Florida to benefit all companies, large and small. These efforts contribute primarily to the Board of County Commissioners' Strategic Plan goal to Foster Continual Economic Growth and Vitality. For additional information, please visit Strategic Plan Alignment Strategy Foster Continual Economic Growth and Vitality Doing Things Continue to attract new, high-wage target industry employers through a focused, cost-effective recruitment strategy Continue a coordinated, county-wide business assistance, retention and expansion program focused on target industry employers 4.1 Proactively attract and retain businesses with targeted jobs to the county Encourage growth through the resources and partnerships with the Florida Small Business Development Center Network (FSBCD), Small Business Administration (SBA), and other partners Increase export and sales through international trade initiatives (export development with the Tampa Bay Export Alliance; Foreign Trade Zone; Foreign Direct Investment) Facilitate workforce development through local and regional educational and skills initiatives with training grants, the Industry Certification Training Center and internship programs, and collaboration with local institutions Deliver First Class Services to the Public and Our Customers 5.4 Strive to exceed customer Maintain high survey ratings from class evaluations provided at FSBDC expectations training events Performance Measures by Strategy FY16 FY17 Actual Projection Target 4.1 Proactively attract and retain businesses with targeted jobs to the county $238,568 $400,000 $250,000 Amount awarded for PCED facilitated training grants $238,568 $400,000 $250,000 Direct and indirect wages per County QTI incentive dollar $202 $100 $100 Number of core consulting service hours provided by Certified Business Analyst (CBA) 2,982 2,700 2,700 Number of jobs created or retained by clients receiving services from Florida SBDC's certified consultants Number of new jobs announced through incentive programs Number of qualified prospects/leads Sales from trade missions $39.2M $10.0M $10.0M Total debt and/or equity investment funds obtained by SBDC clients* N/A $750,000 $750, Invest in communities that need the most N/A Number of participants in SBDC workshops in distressed communities* N/A Catalyze redevelopment through planning and regulatory programs N/A 2 2 Number of Economic Development (County-owned) land projects in progress or completed* N/A Ensure effective and efficient delivery of County services and support N/A 9,000 9,500 Number of Constant Contact subscribers* N/A 9,000 9, Strive to exceed customer expectations 94% 85% 90% Percent of participants rating the Florida SBDC class content as relevant 94% 85% 90% *New measure; Information not available for FY16 Pinellas County, Florida D-35 Adopted

36 Economic Development Accomplishments: In December 2016, 464,124 citizens were employed in Pinellas. This is 81,127 more working citizens than at the lowest point of the recession in December Economic Development assisted in 18 corporate relocations and expansions in These projects are expected to create 1,114 new jobs, retain 152 current jobs and provide an estimated $116.5M in capital investment in the community. Kobie Marketing announced a corporate headquarters expansion in Pinellas County and expects to add 255 new jobs while retaining 200 jobs. Inside Sales Solutions chose Pinellas County for its national headquarters, bringing an anticipated 50 new jobs to the area. Intellitech also added to the creation of new jobs with its relocation to Pinellas County. Pinellas County, in partnership with the Tampa Bay Export Alliance, led a major international sales mission to Costa Rica, resulting in 116 sales leads and $12.1M in projected sales for Tampa Bay companies. In 2016, clients of the Florida Small Business Development Center at Pinellas County Economic Development projected they would start 12 new businesses; create and retain 746 jobs; generate over $151.0M in sales; and secure $1.2M in government contracts. Analysis: The for Economic Development reflects an increase of $64,350, or 2.1%, from the. Staffing remains unchanged at 17.0 FTE in. Of the 17 FTE, 2 are supported by State and/or Federal grant funding. The Economic Development Incentive Grants program decreased by $43,660, or 7.9%, from the as the balance on Qualified Target Incentives is anticipated to be spent down as invoices are received from the State. The Small Business Assistance program, which includes the Small Business Development Center (SBDC) and the Small Business Enterprise (SBE) program, increased $31,210, or 6.0% in compared to the due to cost of living (COLA) adjustments in Personal Services. Additionally, funding for the Tampa Bay Black Business Investment Corporation (TBBBIC) is being shifted to this program from the General Government cost center within the General. The Business Retention program reflects an increase of $76,800, or 3.9%, from the, again, due to COLA adjustments in Personal Services. This program markets and promotes Pinellas County as a business destination for international trade and encourages businesses already located here to not only stay, but to expand when the opportunity arises, adding stable employment for the residents of the County. This program makes up 66.0% of the Economic Development budget. Pinellas County, Florida D-36 Adopted

37 Economic Development Department Summary Department Summary Expenditures by Program Program Business Retention Expansion & Attraction 1,846,060 1,973,260 2,050,060 Economic Development Incentive Grants 41, , ,000 Small Business Assistance 457, , ,520 Total Expenditures $2,345,036 $3,043,230 $3,107,580 Expenditures by General 2,345,036 3,043,230 3,107,580 Total Expenditures $2,345,036 $3,043,230 $3,107,580 Personnel Summary by Program and Program FY17 Adopted Business Retention Expansion & Attraction General Pinellas County, Florida D-37 Adopted

38 Economic Development Small Business Assistance General Total FTEs (Full-Time Equivalent Positions) by Program Business Retention Expansion & Attraction Public Hearing 1 Business Retention Expansion & Attraction ing to expand and retain the existing industry base, and attract targeted and primary industries to Pinellas County, including workforce development and the Industrial Development Authority. Summary General 1,846,060 1,973,260 2,050,060 Program Total $1,846,060 $1,973,260 $2,050,060 FTEs (Full Time Equivalent Positions) Economic Development Incentive Grants Public Hearing 1 Economic Development Incentive Grants ing for incentive programs including the Qualified Target Industry (QTI) Tax Refund Program. Summary General 41, , ,000 Program Total $41,019 $553,660 $510,000 Small Business Assistance Public Hearing 1 Small Business Assistance ing for small business assistance including the Small Business Development Center (SBDC) and the Small Business Enterprise (SBE) program, including classes, workshops, individual counseling and technical assistance with financing and other needs. Summary General 457, , ,520 Program Total $457,956 $516,310 $547,520 FTEs (Full Time Equivalent Positions) Pinellas County, Florida D-38 Adopted

39 Emergency Management Description: The Department of Emergency Management is responsible for providing effective and orderly government control and coordination of emergency operations in disasters resulting from natural, accidental, and intentional causes. The staff is responsible for developing and maintaining Comprehensive Emergency Plans for all potential hazards and coordinating these plans with all municipalities, federal, and state disaster response agencies, and County departments. Emergency Management maintains and manages the County's Emergency Operation Center (EOC) during disaster response and recovery operations; as well as providing all core emergency management functions of direction and control, warning and alerting the public, and resource coordination. The department's activities are closely aligned with the BCC Strategic Plan goals to Ensure Public Health, Safety, and Welfare and to Deliver First Class Services to the Public and Our Customers. For additional information, please visit Strategic Plan Alignment Strategy Ensure Public Health, Safety, and Welfare 2.1 Provide planning, coordination, and protection for a safe and secure community Deliver First Class Services to the Public and Our Customers Doing Things Alleviate emergency shelter space deficit through community partnerships Support a systematic and comprehensive approach for County staff management of incidents involving all threats and hazards Coordinate and train with partner agencies 5.1 Maximize partner relationships and public outreach Educate through public outreach opportunities, i.e., events and materials, electronic applications for public safety and emergency preparedness Provide review of Emergency Management Plans for Health Care Facilities 5.2 Be responsible stewards of the public's resources Ensure successful implementation and strengthening of the internal Phase Reassignment of Employees in Pinellas (PREP) program Performance Measures by Strategy FY16 Actual FY17 Projection Target 2.1 Provide planning, coordination, and protection for a safe and secure community 65% 70% 75% Percent of County staff fully compliant for National Incident Management System (NIMS) 65% 70% 75% Percent of needed emergency shelter space available* 99% 61% 65% 5.1 Maximize partner relationships and public outreach 13,496 13,496 14,000 Attendance at educational/outreach events 13,496 13,496 14,000 Average response time to complete health care plan reviews Number of educational/outreach events Number of health care plans received and reviewed Number of training/exercise classes organized Be responsible stewards of the public's resources 24% 25% 30% Percent of emergency jobs filled by reassignment 24% 25% 30% *FY16 based on 10 sq. ft. per person; FY17 and subsequent based on 15 sq. ft. per person. Accomplishments: Pinellas County, Florida D-39 Adopted

40 Emergency Management To support and enhance public safety and disaster preparedness, Emergency Management designed and introduced a new mobile app, called "Ready Pinellas." This interactive tool is designed to actively aid citizens by providing an outline of steps and recommendations as they plan and prepare for a tropical storm or hurricane. The app is compatible with both Apple and Android mobile devices, and can be downloaded for free. Additionally, Emergency Management partnered with the Federal Emergency Management Agency (FEMA) for an Integrated Emergency Management training to help ensure a safe and secure community in the event of a disaster. The department facilitated and coordinated the four-day training for County and municipal leadership, emergency coordinators, and staff from agencies throughout Pinellas County that have a role in emergency planning and response. Further, Emergency Management assessed and revised evacuation zones in response to updated storm surge data from the National Hurricane Center. This impacted more than 85,000 properties throughout the county. Updated evacuation maps were released on June 1st - the first day of the 2017 hurricane season. Analysis: Emergency Management's reflects an overall increase of $37,190 or 2.8% over the. This increase supports two service areas: daily department operational functions and core EOC responsibilities. The Emergency Management operational department budget increased $19,580 or 1.5% from the. This change is consistent with forecasted increases due to inflation and benefit costs. Staffing remained consistent at 13.5 FTE in order to continually deliver first class services to the public and our customers in alignment with the County's Strategic Plan, and reflects a $26,370 (2.2%) increase. Department operating expenditures reflect an increase of $14,340 (13.1%) to support additional training opportunities and increased maintenance costs for new generators. A reduction in Capital equipment replacement offset these increases. Emergency Management's EOC budget increased by $17,610 to replace 20 computers in order ensure that the EOC is able to operate at full capacity to ensure public health, safety, and welfare during a disaster event. Pinellas County, Florida D-40 Adopted

41 Emergency Management Department Summary Department Summary Expenditures by Program Program Comprehensive Emergency Management 1,226,136 1,319,100 1,356,290 Total Expenditures $1,226,136 $1,319,100 $1,356,290 Expenditures by General 1,226,136 1,319,100 1,356,290 Total Expenditures $1,226,136 $1,319,100 $1,356,290 Personnel Summary by Program and Program FY17 Adopted Comprehensive Emergency Management General Total FTEs (Full-Time Equivalent Positions) Pinellas County, Florida D-41 Adopted

42 Emergency Management by Program Comprehensive Emergency Management Public Hearing 1 Comprehensive Emergency Management By virtue of federal, state, and local laws, this program provides the bulk of the work necessary for protection of life and property. It consists of actions and activities that prepare for, prevent, recover from, and mitigate disasters and emergencies (e.g. hurricanes, tornadoes, terrorist attacks, hazardous materials, floods, etc.) within Pinellas County. Summary General 1,226,136 1,319,100 1,356,290 Program Total $1,226,136 $1,319,100 $1,356,290 FTEs (Full Time Equivalent Positions) Pinellas County, Florida D-42 Adopted

43 Human Services Description: The Human Services Department is responsible for several programs and activities designed to help disadvantaged county residents meet essential needs and reach their maximum potential for self-sufficiency. Programs and activities include the Pinellas County Health Program, the Homeless Prevention Assistance Program, Disability Advocacy, Veterans Services, Justice Coordination, and Consumer Protection. Human Services also manages several County financial obligations, including Medicaid Match and other state mandates, as well as the Pinellas County share of Juvenile Detention costs. The department administers more than 160 contracts to ensure health, safety, and welfare for County citizens. Target areas include physical and behavioral health, homelessness, and financial assistance. Human Services activities are closely aligned with the BCC Strategic Plan goals to Ensure Public Health, Safety and Welfare, and to Deliver First Class Services to the Public and Our Customers. For additional information, please visit Strategic Plan Alignment Strategy Doing Things Ensure Public Health, Safety, and Welfare 2.1 Provide planning, coordination, and protection for a safe and secure Provide Human Trafficking required signage information for businesses community 2.2 Be a facilitator, convener, and purchaser of services for those in need 2.3 Provide comprehensive services to connect veterans to benefits they have earned 2.4 Support programs that seek to prevent and remedy the causes of homelessness Deliver First Class Services to the Public and Our Customers 5.1 Maximize partner relationships and public outreach 5.2 Be responsible stewards of the public's resources 5.3 Ensure effective and efficient delivery of County services and support Contract with most effective providers to deliver identified behavioral health services to those in need Enhance indigent health and dental care through our partners Optimize recovery of federal benefits for veterans and their families homeless assistance initiatives that prevent homelessness and place families and individuals in permanent housing Engage public through educational outreach opportunities for consumer protection (scams, fraud), senior and youth consumer education programs to reduce victimization Engage public through Juvenile Justice Citizens Academy Maintain accountability to external grant funders Monitor and evaluate internal processes for delivery of services to the client including timely eligibility and enrollment services Monitor and evaluate performance measures, customer satisfaction, and invoice reconciliations for all contractors and provider programs Performance Measures by Strategy FY16 Actual FY17 Projection Target 2.1 Provide planning, coordination, and protection for a safe and secure community 100% 100% 100% Percent of human trafficking signage ordinance non-compliant locations that become compliant within one week 100% 100% 100% Percent of visited businesses in compliance with human trafficking signage ordinance 19% 98% 100% 2.2 Be a facilitator, convener, and purchaser of services for those in need 70% 97% 95% Percent of behavioral health pilot subjects engaged and assessed 70% 97% 95% Percent of Healthcare Effectiveness Data and Information Set (HEDIS) measures on target 89% 89% 90% Percent of Pinellas County Health Program (PCHP) clients with at least one dental visit annually 17% 18% 35% Pinellas County, Florida D-43 Adopted

44 Human Services Percent of Pinellas County Health Program (PCHP) clients with at least one medical visit annually 60% 70% 75% 2.3 Provide comprehensive services to connect veterans to benefits they have earned 2,599 2,500 2,500 Total number of services provided by Veteran Service Officers (VSOs) per year 2,599 2,500 2,500 Total number of Veterans Services claims processed per year 1,356 1,000 1, Support programs that seek to prevent and remedy the causes of homelessness Number of homeless individuals/families securing permanent housing (Family Housing Assistance Program [FHAP] and Adult Emergency Financial Assistance [AEFAP]) Number of homeless individuals/families served (Family Housing Assistance Program [FHAP] only) Maximize partner relationships and public outreach Number of Consumer Protection public engagements Percent of attendees satisfied with the Juvenile Justice Citizens Academy experience 100% 95% 95% 5.2 Be responsible stewards of the public's resources 93% 100% 100% Percent of grant reports (programmatic and financial) submitted by due date 93% 100% 100% Percent of invoices with claims reconciled within 30 days 100% 100% 100% 5.3 Ensure effective and efficient delivery of County services and support 92% 97% 95% Percent of Pinellas County Health Program (PCHP) applications processed within 30 days 92% 97% 95% Percent of Pinellas County Health Program (PCHP) re-certifications processed within 30 days 89% 97% 95% 5.4 Strive to exceed customer expectations 100% 100% 95% Percent of Pinellas County Health Plan customers satisfied with internal processes/staff 100% 100% 95% Accomplishments: Pinellas County, Florida D-44 Adopted

45 Human Services Human Services continues to work with partners and facilitate collaboration to increase efficiencies, close gaps, and achieve better outcomes for residents. Pinellas County joined AARP's national network of over 400 communities around the world that are committed to promoting greater health and well-being for people of all ages through the County's Age-Friendly Initiative. Additionally, Consumer Protection partnered with the Federal Trade Commission (FTC) and other area agencies for "Operation Tele-Phoney," the largest telemarketing fraud sweep undertaken by the FTC. Consumer Protection also provided enforcement for the recently amended towing ordinance, preventing vehicles from being towed from a property licensed to sell alcoholic beverages. This enhances protection for health, safety, and welfare by increasing safe choices for transportation of intoxicated drivers. Human Services partnered with Catholic Charities for Hope Cottages to secure temporary housing for homeless residents in need of support. The National Association of Counties recognized the County with a 2017 Achievement Award for the Behavioral Health High Utilizer Program. They indicated that the program was innovative and has already yielded positive results for residents. The pilot was a featured presentation for the Data Driven Justice National Committee. Interim findings indicate Baker Acts and arrests have decreased and participants are engaged, all while generating significant savings. Human Services led a county effort to develop and deploy Rapid Rehousing, which included working collaboratively with the City of St. Petersburg, who also provided funding for the program. The collaboration is the first of its kind in the homeless arena. Staff continue to work closely with the Homeless Leadership Board and serve on a variety of boards to continue to streamline and close the gap so that homelessness is rare, brief, and non-reoccurring. All of the efforts continue to have Housing First in the forefront as established by the Board of County Commissioners. Human Services continues to increase partners available for LIFT under the Adult Emergency Financial Assistance Program (AEFAP), to assist individuals living in shelters with the funding to move to a more permanent solution. This need was recognized due to the length of time spent in shelters and accomplished by carefully reviewing available funding and making prudent decisions to better serve those in need. Human Services was recognized by the City of St. Petersburg for the collaboration and extensive work with the Mosely Hotel Project to help house several hundred individuals being evicted. Human Services continues to increase funding available through grants to better serve residents in need, with over $15M to date. The Cooperative Agreement to Benefit Homeless Individuals (CABHI) is a perfect example of working collaboratively with partners to achieve more. The grant provides mental health and substance abuse treatment to individuals who were chronically homeless. The Veterans Services Office hosted the 2nd Annual Veterans' Symposium bringing in several partners to help educate on available programs and provide an opportunity for the community to come together to discuss veterans' issues. Veterans Services Officers are now outposted at the jail to better connect veterans with the Veterans Incarcerated Housing Statewide Initiative. Justice Coordination has worked closely with partners in the development and launch of the Evening Reporting Center. Analysis: Pinellas County, Florida D-45 Adopted

46 Human Services The Human Services totals $68.8M, an increase of $200,410, or 0.3% above the. The General supports $66.1M, or 96.1% of the total requirements. This reflects a $679,070, or 1.0% increase over the. The County Health Program provides the remaining $2.7M, or 3.9% of resources. The County Health Program is a dedicated source of funds utilized to support the Health Program in Pinellas County. The $2.7M in funds available for is $478,660, or 15.1% less than the $3.2M included in the. The total net increase in Human Services expenditures for reflects reductions in several areas of the department's budget and increases in other areas. Total personal services cost increased $402,920, or 4.4%, and maintains a position count of FTE. This net increase in the personal services budget reflects the countywide general pay and benefits cost increases. The other significant change in the reflects a $1.4M, or 42.3% increase in the Juvenile Detention Program costs. This increase is a result of costs passed from the State of Florida to Pinellas County to operate the Pinellas County Juvenile Detention Facility. The Medicaid Backlog Payment for, does not reflect a request for funding, as FY17 was the last year of a four year payment schedule for the Medicaid Backlog which accounts for $2.3M in year to year savings. The Matches Pass-Through and Other Agencies ed reflects a decrease of $2.1M, or 58.5% resulting from a reclassification of funding to the Homeless Prevention program, the Pinellas County Health program, and State Mandates Other. The Pinellas County Health Program's reflects an increase of $2.4M, or 8.5% resulting from multiple factors including: a countywide labor and benefits adjustment, an increase in the cost of providing prescription services, an increase in the cost of providing transportation services, and the reclassification of funding supporting behavioral health providers from the Other Agencies program. Additionally, the Board of County Commissioners (BCC) approved a one year commitment of $476,000 from the Pinellas County Health Program to increase the support provided to the Community Health Centers of Pinellas (CHCP). This appropriation from the County will enable the CHCP to leverage Low Income Pool funds from the State to provide a total impact of $1.2M in services. These services include expanded hours and services for CHCP's clinic scheduled to open in Lealman in February 2018, funding for the Opioid Task Force, and dental care access in underserved communities in Clearwater and south St. Petersburg. The State Mandates Other reflects an increase of $1.6M, or 205.7% resulting from a reclassification of funding from the Other Agencies ed to State Mandates Other. This funding represents Pinellas County's state mandated share of costs for Child Protection Teams and Behavioral Health Match. Beginning in, the BCC also approved funding to increase services throughout the County. An allocation of $639,000 was provided to expand the current Mednet program and continue the Mobile Mental Health Stabilization and Triage, Substance Abuse Treatment, and Vision Services partnership programs for homeless and low income clients. An allocation of $500,000 was provided to develop a pilot for master-level case management to coordinate the various agencies' case management efforts. Additionally, $1.6M was allocated to continue support for rapid rehousing, supportive housing, case management services, and Homeless Management Information System data reporting. Also included, is $58,000 to support 1.0 Youth Advocate / Housing Specialist FTE and operating costs for a Homeless Leadership Board position. Lastly, $200,000 was allocated for a non-recurring increase in appropriation for the Meals on Wheels program. Pinellas County, Florida D-46 Adopted

47 Human Services Department Summary Department Summary Expenditures by Program Program Administration 2,665,777 3,277,770 3,387,080 Consumer Protection 1,029,887 1,133,920 1,171,310 Homeless Prevention & Self-Sufficiency 4,623,814 6,550,160 6,273,790 Justice Coordination 2,999,143 4,147,360 4,600,310 Juvenile Detention Costs 3,924,128 3,233,810 4,602,000 Matches, Pass-Through and Other Agencies ed 3,141,726 3,676,500 1,527,290 Medicaid Backlog Payments 2,519,875 2,309,890 0 Pinellas County Health 24,256,506 28,115,280 30,514,090 Reserves ,300 State Mandates - Medicaid Match 15,847,533 14,759,570 13,637,400 State Mandates - Other 437, ,000 2,369,080 Veterans Services 553, , ,570 Total Expenditures $61,998,562 $68,618,810 $68,819,220 Expenditures by General 61,994,905 65,443,850 66,122,920 Pinellas County Health Program 3,657 3,174,960 2,696,300 Pinellas County, Florida D-47 Adopted

48 Human Services Total Expenditures $61,998,562 $68,618,810 $68,819,220 Personnel Summary by Program and Program FY17 Adopted Administration General Consumer Protection General Homeless Prevention & Self- Sufficiency General Justice Coordination General Pinellas County Health General Veterans Services General Total FTEs (Full-Time Equivalent Positions) by Program Administration Public Hearing 1 Administration Activities performed by the department that are indirect in nature and support all other programs in the department. Such costs are generally unavoidable and these activities would be performed whether any individual program in the department is reduced or eliminated. Examples include director's office, financial, planning, contract administration, and other department-wide support services. Summary General 2,665,777 3,277,770 3,387,080 Program Total $2,665,777 $3,277,770 $3,387,080 FTEs (Full Time Equivalent Positions) Consumer Protection Public Hearing 1 Consumer Protection Consumer Protection investigates consumer complaints for mediation and criminal investigation; provides regulatory enforcement of county ordinances including permitting for bingo, human trafficking, towing, adult use establishments, and high prescriber pain management clinics; and conducts consumer outreach and education. Summary General 1,029,887 1,133,920 1,171,310 Program Total $1,029,887 $1,133,920 $1,171,310 FTEs (Full Time Equivalent Positions) Homeless Prevention & Self-Sufficiency Public Hearing 1 Pinellas County, Florida D-48 Adopted

49 Human Services Homeless Prevention & Self-Sufficiency Public Hearing 1 Homeless Prevention & Self-Sufficiency This program provides funding to aid the homeless in our community, with an emphasis on families with children, via financial assistance and counseling. This includes funding for various agencies and nonprofit entities providing assistance to homeless people and homeless prevention services. Summary General 4,623,814 6,550,160 6,273,790 Program Total $4,623,814 $6,550,160 $6,273,790 FTEs (Full Time Equivalent Positions) Justice Coordination Public Hearing 1 Justice Coordination Justice Coordination administers and monitors criminal justice contracts, grants, and programs across various areas including the Medical Examiner, Misdemeanor Probation, Drug Court, Predisposition Juvenile Detention, and Public Safety. Justice Coordination also provides research and development expertise; monitors and evaluates present and future justice programs; and develops new Pinellas County initiatives. Summary General 2,999,143 4,147,360 4,600,310 Program Total $2,999,143 $4,147,360 $4,600,310 FTEs (Full Time Equivalent Positions) Juvenile Detention Costs Public Hearing 1 Juvenile Detention Costs This program provides administration of the State mandated County share of funding for juvenile detention costs (Florida Statutes ). Summary General 3,924,128 3,233,810 4,602,000 Program Total $3,924,128 $3,233,810 $4,602,000 Matches, Pass-Through and Other Agencies ed Public Hearing 1 Matches, Pass-Through and Other Agencies ed Various community social service needs are met through Social Action ing awards to local non-profit organizations. Summary General 3,141,726 3,676,500 1,527,290 Pinellas County, Florida D-49 Adopted

50 Human Services Matches, Pass-Through and Other Agencies ed Public Hearing 1 Program Total $3,141,726 $3,676,500 $1,527,290 Medicaid Backlog Payments Public Hearing 1 Medicaid Backlog Payments ing to account for payments made to the State of Florida for the County's certified obligation for backlogged Medicaid billings. These monthly payments were mandated by the State with the signing of House Bill 5301 in The County will make payments each month through FY2017. Summary General 2,519,875 2,309,890 0 Program Total $2,519,875 $2,309,890 $0 Pinellas County Health Public Hearing 1 Pinellas County Health The Pinellas County Health Program provides for preventive and primary care, specialty care, disease case management, hospital care, prescription medication, dental services, and behavioral health services for low income, eligible residents. The Disability Advocacy team provides assistance with the application for Supplemental Security Income/Social Security Disability Insurance (SSI/SSDI). Summary General 24,252,849 24,940,320 27,864,090 Pinellas County Health Program 3,657 3,174,960 2,650,000 Program Total $24,256,506 $28,115,280 $30,514,090 FTEs (Full Time Equivalent Positions) Reserves Public Hearing 1 Reserves Oversees the management and allocation of the County's financial reserves. Summary Pinellas County Health Program ,300 Program Total $0 $0 $46,300 State Mandates - Medicaid Match Public Hearing 1 State Mandates - Medicaid Match Matching funds for State Managed Healthcare. Summary General 15,847,533 14,759,570 13,637,400 Pinellas County, Florida D-50 Adopted

51 Human Services State Mandates - Medicaid Match Public Hearing 1 Program Total $15,847,533 $14,759,570 $13,637,400 State Mandates - Other Public Hearing 1 State Mandates - Other State mandated funding for Healthcare Responsibility Act services, Behavioral Health Match mandate, Child Protection Investigation Exams mandate, and the Disposition of Indigent and Unclaimed Bodies program. Summary General 437, ,000 2,369,080 Program Total $437,006 $775,000 $2,369,080 Veterans Services Public Hearing 1 Veterans Services Veterans Services supplies assistance to veterans and dependents in all aspects of veteran benefits including service connected claims, non-service connected claims for wartime veterans, survivor benefits, and public education on Veterans Administration programs and benefits. Summary General 553, , ,570 Program Total $553,166 $639,550 $690,570 FTEs (Full Time Equivalent Positions) Pinellas County, Florida D-51 Adopted

52 Pinellas County, Florida D-52 Adopted

53 Description: Marketing and Communications The Pinellas County Marketing & Communications Department provides strategic internal and external marketing and communications services to County departments, community and media partners, and residents. Its services center on proactively informing our public and providing tools and forums for meaningful engagement with programs and services of Pinellas County government. A selection of services is also provided to Constitutional Officers and enterprise departments. The general services provided by the department include: public information and education, emergency communications, media relations and training, public meeting broadcasting and support, PCC-TV station management, marketing programs, community events, outreach and engagement, social media and web content management, publications, graphic design, animation, audio and video production, LiveChat, Information Desk and main phone lines support. The Marketing and Communications Department primarily aligns with the Board of County Commissioners' Strategic Plan goal to Deliver First Class Services to the Public and Our Customers. For additional information, please visit Strategic Plan Alignment Strategy Deliver First Class Services to the Public and Our Customers Doing Things Develop and implement an online public information/marketing strategy by the end of to increase public engagement via online platforms 5.1 Maximize partner relationships and public outreach Increase the number of materials produced in Spanish language by the end of Plan community events to increase public outreach and engagement by 25% by the end of 5.3 Ensure effective and efficient delivery of County services and support Launch an online newsroom by the end of calendar year 2017 in order to facilitate prompt media access to County resources Complete audio/visual infrastructure upgrades to the Board of County Commissioners assembly room and control areas by the end of Performance Measures by Strategy FY16 FY17 Actual Projection Target 5.1 Maximize partner relationships and public outreach * 30 Number of community outreach events supported (not including single department events) * 30 Number of Facebook followers 8,300 12,000 20,000 Number of materials produced in Spanish Number of users engaging through online platforms 84, , ,000 * FY17 includes 80 Penny for Pinellas education events. Accomplishments: Pinellas County, Florida D-53 Adopted

54 Marketing and Communications In FY17, the Marketing and Communications department held more than 30 community events reaching more than 2,000 residents at convenient locations throughout the county. FY17 also includes over 80 Penny for Pinellas education events. Additionally, the department hosted its first bilingual public meeting with Spanish-speaking residents and launched a new video production initiative called "Doing Things TV," creating and disseminating six citizen and partner testimonial videos. The department also enhanced its graphic design services by incorporating the use of informational graphics to simplify complex public education topics. The Marketing & Communications department documented more than 1.6M hits to the county website's home page and doubled its social media following to more than 24,000 users, effectively increasing the reach of messages and important updates shared online. Proactive public information efforts garnered media coverage of more than 500 articles in local and regional media, each one reaching mass audiences with important information about county services, programs and breaking news. Staff responded to more than 2,000 citizen inquiries through Live Chat, and answered more than 21,000 citizen phone calls to the information desk. Staff and volunteers logged more than 8,500 in-person visits to the Information Desk. More than 2,000 issues were reported and processed via the Doing Things mobile app. Analysis: The Marketing and Communications budget for is $2.9M, which represents a 0.8% decrease over FY17 Revised. This is attributed to the costs of audiovisual upgrades to the BCC assembly room and control areas being moved from operating expenditures to the Capital Improvement Program to ensure efficient delivery of County services and support. Staffing levels for remain unchanged from FY17 with 26 FTE. While the overall remains in line with, the Department's focus is changing from a primarily internal services operation to an external-facing operation. This effort is set to enhance public outreach and engagement by offering more public events, increasing marketing collateral and outreach, expanding bilingual media relations, and strengthening the County's social media presence. Starting in, expenses for Program Public Information are coded to Program County Organization Support. This change has no operational or financial impact on the department budget. Pinellas County, Florida D-54 Adopted

55 Marketing and Communications Department Summary Department Summary Expenditures by Program Program County Organization Support 1,408,930 1,530,860 2,900,810 Public Information 965,089 1,394,590 0 Total Expenditures $2,374,018 $2,925,450 $2,900,810 Expenditures by General 2,374,018 2,925,450 2,900,810 Total Expenditures $2,374,018 $2,925,450 $2,900,810 Personnel Summary by Program and Program FY17 Adopted County Organization Support General Public Information General Total FTEs (Full-Time Equivalent Positions) Pinellas County, Florida D-55 Adopted

56 Marketing and Communications by Program County Organization Support Public Hearing 1 County Organization Support As an internal support department, the Marketing and Communications Department provides services required by the Board of County Commissioners, County Administrator, department directors and staff, constitutional officers, and independent agencies within the County structure. The County Organization Support program creates and executes communications/marketing plans; produces online forums; provides media relations and media training; performs spokesperson function; produces videos, animation, brochures, posters, and other graphics; designs, restructures, and maintains the County website in partnership with Business Technology Services (BTS); provides support for crisis communications, consults on issues, and provides other communication-related services. Summary General 1,408,930 1,530,860 2,900,810 Program Total $1,408,930 $1,530,860 $2,900,810 FTEs (Full Time Equivalent Positions) Public Information Public Hearing 1 Public Information As an external communications provider, the Public Information program engages directly with citizens through such tools as social, traditional, and online media outlets, public information networks, online and in-person forums, and web-based multi-media platforms. This program also provides general and crisisoriented public information to the public through various means. Summary General 965,089 1,394,590 0 Program Total $965,089 $1,394,590 $0 FTEs (Full Time Equivalent Positions) Pinellas County, Florida D-56 Adopted

57 Office of Management & Description: The Office of Management and (OMB) primarily contributes to the strategic goal to Deliver First Class Services to the Public and Our Customers. In order to be responsible stewards of the public's resources, this department is responsible for the preparation of the annual budget and capital improvement plan and ensures the proper management of County financial resources, as required by law and sound financial practice. The Board of County Commissioners' approved budget is the central element in the development of an overall financial plan that ensures public accountability. The department is also responsible for management and disclosures on all County debt issues. Additionally, the department prepares all required certifications and submits necessary filings to the Florida Department of Revenue, other state agencies, and County officials on behalf of the County Administrator. OMB's scope of service includes direct financial support and operating accounts payable for some departments. OMB is also responsible for the budget and financial management of the Capital Improvement Program (CIP). Annually, the department produces the CIP budget and the CIP Ten-Year Work Plan. OMB performs ongoing financial services, including procure-to-pay and grant reimbursement support for capital projects. As the lead agency for financial oversight and analysis, the department coordinates with stakeholder teams responsible for execution and governance of the CIP program. In 2016, OMB established a grants administration Center of Excellence that defines policies, procedures and best practices with regard to grants. The Center of Excellence provides grants-related resources to departments, facilitates countywide grant reporting, and helps maximize grant opportunities while minimizing risk through compliance. In, this center will expand its support to include grant writing. In addition to budgetary and financial management analysis, OMB provides technical assistance in the area of strategic performance management (SPM). OMB supports the SPM process for County Administrator departments by assisting with strategic planning, performance measurement, actively monitoring performance data and the progress of initiatives, and conducting process improvement projects. Incorporating performance management into budget and financial processes ensures effective and efficient delivery of County services and support as a means of exceeding customer expectations. For additional information, please visit Strategic Plan Alignment Strategy Foster Continual Economic Growth and Vitality 4.4 Invest in infrastructure to meet current and future needs Doing Things Adopt portfolio approach to prioritizing capital projects and improve process for managing projects to enhance output, reporting, and decision support Support the Penny for Pinellas renewal educational campaign Deliver First Class Services to the Public and Our Customers 5.1 Maximize partner relationships and Enhance transparency for budget, financial, and performance to the public outreach public and our customers 5.2 Be responsible stewards of the public's resources 5.3 Ensure effective and efficient delivery of County services and support 5.4 Strive to exceed customer expectations Deliver a balanced budget based on a 6-year forecast, ensuring adequate reserves and competitive rates and fees Continue to incorporate Strategic Performance Management into the budget and decision-making processes Leverage Business Intelligence reporting and departmental performance dashboards for data-driven decision-making Lead countywide project focused on delivering superior customer service experience to all customers Performance Measures by Strategy FY16 FY17 Actual Projection Target 5.2 Be responsible stewards of the public's resources $88.9M $66.9M $49.9M * Grant funding awarded $88.9M $66.9M $49.9M * Percent variance of General year-end actuals to projected revenues + 0.5% +/- 2.0% +/- 2.0% 5.3 Ensure effective and efficient delivery of County services and support 14 days 7 days 7 days Pinellas County, Florida D-57 Adopted

58 Office of Management & Operating invoice approval cycle time (calendar days) 14 days 7 days 7 days Average operating invoice hold resolution cycle time (calendar days) 6.4 days 4.4 days <5 days 5.4 Strive to exceed customer expectations 91% 92% > 90% Percent of customers satisfied or very satisfied with level of service 91% 92% > 90% * reflects new grant awards estimated during budget development. Additional grants are typically identified and awarded throughout each fiscal year. Accomplishments: For the 12th consecutive year, OMB received the Government Finance Officers Association (GFOA) Distinguished Presentation Award. In concert with this, OMB facilitated development and adoption of a balanced budget with adequate reserves, based on a multi-year forecast, in compliance with statutory requirements for FY17. OMB is providing support to the Penny for Pinellas education campaign, coordinating with cities and County departments and agencies to develop educational materials regarding past Penny accomplishments, and facilitating Board direction for future Penny priorities. The department is also delivering presentations to community organizations across the County. OMB continues to leverage technology by continuing to expand its use of business intelligence tools like Oracle and OpenGov, as well as SharePoint, to achieve efficiencies and enhance transparency to the public. The department is leading the development of internal and external SharePoint sites that enable collaboration and process improvements across departments and partners in the community. As part of the County's strategic priority to Deliver First Class Services to the Public and Our Customers, OMB partnered with departments to develop and deploy Voice of the Customer surveys for most County Administrator departments. OMB also supported process improvements that decreased response times for the Doing Things App. Another project helped Utilities Customer Service improve call wait times and decrease dropped calls. OMB also continues to provide exceptional service to its customers, yielding a satisfaction rate of 91% in its annual customer/partner survey. Analysis: The Office of Management & (OMB) reflects an increase of $132,970 or 3.2% over the FY17 Revised. The permanent FTE count decreases from 37.5 to 36.0 as a vacant position was eliminated in the operating accounts payable team due to efficiencies realized through process improvements. In, the grants Center of Excellence will provide enhanced service to departments by assisting with writing grant applications to leverage more partner funding opportunities and diversify County revenue sources. Both of the above changes reflect the department's focus on being responsible stewards of the public's resources. Pinellas County, Florida D-58 Adopted

59 Office of Management & Department Summary Department Summary Expenditures by Program Program Countywide Support Services - Performance 607, , ,580 Management & 3,151,871 3,534,280 3,669,470 Total Expenditures $3,758,873 $4,173,080 $4,306,050 Expenditures by General 3,758,873 4,173,080 4,306,050 Total Expenditures $3,758,873 $4,173,080 $4,306,050 Personnel Summary by Program and Program FY17 Adopted Countywide Support Services - Performance General Management & General Pinellas County, Florida D-59 Adopted

60 Office of Management & Total FTEs (Full-Time Equivalent Positions) by Program Countywide Support Services - Performance Public Hearing 1 Countywide Support Services - Performance Costs that are not attributable to one department, such as customer satisfaction surveys, benchmarking and innovation programs, and management initiatives. Summary General 607, , ,580 Program Total $607,001 $638,800 $636,580 FTEs (Full Time Equivalent Positions) Management & Public Hearing 1 Management & Operating and Capital Improvement Program (CIP) budget preparation and management and fiscal support and/or accounts payable for selected departments. Summary General 3,151,871 3,534,280 3,669,470 Program Total $3,151,871 $3,534,280 $3,669,470 FTEs (Full Time Equivalent Positions) Pinellas County, Florida D-60 Adopted

61 Parks & Conservation Resources Description: The Parks & Conservation Resources Department is comprised of County Extension, Resource & Asset Management, Parks & Environmental Lands, Horticulture Operations, Air Quality divisions, and Marina Operations. The department maintains and protects the inherent value of natural, cultural, and recreational resources through access, education, and stewardship that enhance the quality of life for our community and future generations. The activities of this department align closely with the BCC strategic goals to Practice Superior Environmental Stewardship and Foster Continual Economic Growth and Vitality. For additional information, please visit Strategic Plan Alignment Strategy Doing Things Ensure Public Health, Safety, and Welfare 2.1 Provide planning, coordination, and protection for a safe and secure Provide for visitor safety at County beaches and waterfront parks community Practice Superior Environmental Stewardship 3.2 Preserve and manage environmental lands, beaches, parks, and historical Manage natural resources for parks and environmental lands assets 3.3 Protect and improve the quality of our water, air, and other natural resources Foster Continual Economic Growth and Vitality 4.6 Support recreation, arts, and culture to attract residents and visitors Deliver First Class Services to the Public and Our Customers 5.1 Maximize partner relationships and public outreach 5.2 Be responsible stewards of the public's resources 5.3 Ensure effective and efficient delivery of County services and support 5.4 Strive to exceed customer expectations Ensure compliance with rules, regulations, and other requirements to protect and maintain air quality Provide access and opportunities for resource-based recreation Provide educational outreach opportunities for natural resources and sustainability Engage residents, students, and greater community in improving parks and educating residents Continue to offset impact to General through user fees, grants, and other alternative funding sources Implement one-stop shopping process for online reservations and fee collections by end of Provide operation and maintenance to ensure safe, serviceable, and functional parks and facilities Deliver superior customer service through consolidated business support services Performance Measures by Strategy FY16 Actual FY17 Projection Target 2.1 Provide planning, coordination, and protection for a safe and secure community N/A 65.0% 60.0% Percent guarded beach days (or alternate measure related to beach safety)* N/A 65.0% 60.0% 3.2 Preserve and manage environmental lands, beaches, parks, and historical assets 3,985 3,628 4,417 Number of acres treated to control exotic flora and other species 3,985 3,628 4, Protect and improve the quality of our water, air, and other natural resources 97.3% 95.0% 70.0% Percent completion/validity of data for meeting monitoring requirements for non-ozone air pollutants 97.3% 95.0% 70.0% Percent completion/validity of data for meeting monitoring requirements for ozone 97.3% 95.0% 90.0% Pinellas County, Florida D-61 Adopted

62 Parks & Conservation Resources Percent compliance with air quality inspections, standards, and requirements 93.8% 95.0% 94.0% 4.6 Support recreation, arts, and culture to attract residents and visitors 18,671,060 19,000,000 19,000,000 Number of park and preserve visitors 18,671,060 19,000,000 19,000, Maximize partner relationships and public outreach N/A 137, ,000 Number of group learning participants* N/A 137, ,000 Number of group learning programs offered 1,762 8,000 7, Be responsible stewards of the public's resources 51.0% 40.0% 38.0% Percent budget support by outside funding (user fees, grants, etc.) 51.0% 40.0% 38.0% 5.3 Ensure effective and efficient delivery of County services and support N/A Number of mowing cycles annually* N/A Number of volunteer hours 136, , ,000 Percent increase of mowing cycles annually* N/A N/A 12.5% Percent of one-stop shopping process improvement completed* N/A 50.0% 100% Value of volunteer hours $3,219,662 $3,298,400 $3,180,600 *New measure; Information not available for FY16 Accomplishments: Parks & Conservation Resources has welcomed 8.9M visitors through March of this year, an increase 0.8% from last year. The launch of the Ranger 2017 Program provided ranger training and placed dedicated rangers in parks as part of overall efforts to ensure safe, serviceable, and functional parks and facilities. The completion of a number of park enhancements helped improve access and opportunities for resource-based recreation. These projects included bathhouse renovations at Sand Key Park and Fort De Soto Campground, fitness station installations at Ridgecrest Park, bridge renovations at Chesnut Park, and paving projects at Fort De Soto Park, Ridgecrest Park and Philippe Park. The completion this fiscal year of the Elfer's Spur repair of the Pinellas Trail improved access to the Pinellas Trail, North Anclote Nature Park, and several city recreational amenities. Work is also set to begin this fiscal year on the Seminole Unincorporated Area Recreation Facility Masterplan with completion targeted for. The department has also continued to manage the natural and cultural resources of parks and environmental lands. At Brooker Creek Preserve, land managers selectively harvested roughly 450 acres of high density pine flatwoods to reduce the risk of catastrophic fires, increase understory biodiversity, and preserve the health of natural systems. Land managers also engaged community volunteers in efforts to remove exotic plants that disrupt native habitats. Volunteers also played an important role in cultural resource management, working alongside the Curator of Collections to digitize and catalog over 300 artifacts. Throughout the department, about 1,000 community members contributed 97,523 hours of volunteer service worth $2.3M through May of this year. The department also engaged the public through outreach and education providing 1,610 educational and interpretive programs and events in County parks and facilities which reached more the 36,857 participants. Along with these efforts to maximize partner relationships and public outreach, the department's consolidation of business support services has supported efforts to deliver first class services. This move helped reduce telephone wait times by an average of 45 seconds and decrease abandon rates by 3.3%. Analysis: Pinellas County, Florida D-62 Adopted

63 Parks & Conservation Resources The Department of Parks & Conservation Resources' (PCR) reflects an increase of $1.3M, or 5.6%, from the. Staffing increases by 8.0 FTE to FTE. The General portion of the PCR budget is used to maintain and secure more than 48 facilities and 20,000 acres that make up the parks, preserves, and management areas owned by the County; operate the County's museums including Heritage Village, and the Gulf Beaches Historical Museum; and through County Extension provide scientific information and conduct educational programs, including Commercial and Urban Horticulture, Urban Sustainability, and 4-H Youth Development. The General portion of PCR's budget reflects an increase of $1.2M, or 5.5%, from the. This increase includes two additional Park Rangers at Fort De Soto Park, as well as one additional Park Ranger at Fred Howard Park to enhance the safety and experience of park visitors and two craftworkers to repair and maintain the infrastructure within the parks. An additional Environmental Specialist was added to address the exotic invasive species in various areas of county parkland and preserves. At Heritage Village, a Museum Educator position was added to properly showcase the many artifacts and structures entrusted to the County. The Tree Bank reflects a decrease of $12,570, or 9.8%, from the. The County receives most of the revenue for this fund from fees and fines when trees are removed without being replaced, as well as from the sale of timber from County-owned and managed property. PCR has used these funds over the past few years to address land maintenance issues such as the removal of exotic invasive plants. The Air Quality Tag Fee budget reflects an increase of $157,720, or 7.8%, from the. Excluding reserves, the budget reflects an increase of $288,330, or 22.8%. Revenue for this fund is derived from state-collected fees and is projected to remain flat compared to the. Reserves decrease by $130,610, or 17.1%. Pinellas County, Florida D-63 Adopted

64 Parks & Conservation Resources Department Summary Department Summary Expenditures by Program Program Administration 1,204,818 2,002,880 1,962,360 Air Quality 2,266,455 2,625,580 2,850,350 Education and Outreach 1,511,781 1,745,910 1,880,180 Land Management 5,001,667 4,423,280 3,717,790 Reserves 0 762, ,660 Beach & Water Security 0 471, ,930 Visitors Services 10,209,099 10,830,390 11,047,440 Volunteer Services 176, , ,020 Trades 0 0 1,612,070 Total Expenditures $20,370,232 $23,049,290 $24,349,800 Expenditures by General 18,871,691 20,893,260 22,048,620 Tree Bank 55, , ,790 Air Quality - Tag Fee 1,443,238 2,027,670 2,185,390 Total Expenditures $20,370,232 $23,049,290 $24,349,800 Pinellas County, Florida D-64 Adopted

65 Personnel Summary by Program and Parks & Conservation Resources Program FY17 Adopted Administration General Air Quality General Air Quality Air Quality - Tag Fee Education and Outreach General Land Management General Beach & Water Security General Visitors Services General Volunteer Services General Trades General Total FTEs (Full-Time Equivalent Positions) by Program Administration Public Hearing 1 Administration Activities performed by the department that are indirect in nature and support all other programs in the department. Such costs are generally unavoidable and these activities would be performed whether any individual program in the department is reduced or eliminated. Examples include director's office, financial, planning, contract administration, and other department-wide support services. Summary General 1,204,818 2,002,880 1,962,360 Program Total $1,204,818 $2,002,880 $1,962,360 FTEs (Full Time Equivalent Positions) Air Quality Public Hearing 1 Air Quality Regulation of Major Stationary Source facilities. Permit review, compliance inspections, enforcement, emissions inventory, test observations and reviews, periodic reports reviews, required reporting to Florida Department of Environmental Protection (FDEP), and US Environmental Protection Agency (EPA). Regulation of unpermitted sources of air pollution; pollution prevention & compliance assistance to small businesses; response to citizen complaints regarding air pollution sources, and resolution of noncompliance activities. Regulation of all asbestos control activities during building renovations and demolitions. Summary General 823,217 1,360,180 1,296,620 Air Quality - Tag Fee 1,443,238 1,265,400 1,553,730 Program Total $2,266,455 $2,625,580 $2,850,350 FTEs (Full Time Equivalent Positions) Pinellas County, Florida D-65 Adopted

66 Parks & Conservation Resources Education and Outreach Public Hearing 1 Education and Outreach Provides education and research in the areas of natural resources and urban sustainability through access to programs, partnerships, and educational facilities. Summary General 1,511,781 1,745,910 1,880,180 Program Total $1,511,781 $1,745,910 $1,880,180 FTEs (Full Time Equivalent Positions) Land Management Public Hearing 1 Land Management Protect parks, environmental land, and natural resources and maintain the landscapes of countywide properties. Summary General 4,946,364 4,294,920 3,602,000 Tree Bank 55, , ,790 Program Total $5,001,667 $4,423,280 $3,717,790 FTEs (Full Time Equivalent Positions) Reserves Public Hearing 1 Reserves Oversees the management and allocation of the County's financial reserves. Summary Air Quality - Tag Fee 0 762, ,660 Program Total $0 $762,270 $631,660 Beach & Water Security Public Hearing 1 Beach & Water Security Through the use of certified lifeguards, provide a safe a secure experience for visitors to Pinellas County beaches. Summary General 0 471, ,930 Program Total $0 $471,470 $452,930 FTEs (Full Time Equivalent Positions) Visitors Services Public Hearing 1 Visitors Services Pinellas County, Florida D-66 Adopted

67 Parks & Conservation Resources Visitors Services Public Hearing 1 Provides safe maintained parks, preserves, and management areas for visitors. Summary General 10,209,099 10,830,390 11,047,440 Program Total $10,209,099 $10,830,390 $11,047,440 FTEs (Full Time Equivalent Positions) Volunteer Services Public Hearing 1 Volunteer Services Manages the Volunteer Services Program for UPS. Summary General 176, , ,020 Program Total $176,411 $187,510 $195,020 FTEs (Full Time Equivalent Positions) Trades Public Hearing 1 Trades Provides specialized skills for the maintenance and construction of park facilities and infrastructure. Summary General 0 0 1,612,070 Program Total $0 $0 $1,612,070 FTEs (Full Time Equivalent Positions) Pinellas County, Florida D-67 Adopted

68 Pinellas County, Florida D-68 Adopted

69 Planning Description: The Planning Department has responsibilities for preserving and maintaining the livability of the present community and neighborhoods, and influencing future community growth through the implementation of quality planning initiatives and housing assistance services and programs. The department plans and manages unincorporated land use and zoning, coordinates efforts to update and implement the Pinellas County Comprehensive Plan, guides the community in addressing the complex challenges posed by redevelopment in urban spaces through the County's Land Development Code, and manages the County's first unincorporated Community Redevelopment Area in the Lealman community. The department facilitates the urban planning program involving multiple departments, the municipalities within Pinellas and/or adjacent counties, agencies at all levels of government, and the public to support a vibrant community. The department coordinates affordable housing opportunities, community planning and development, and the long-range plans so the County can effectively face social, economic, environmental, cultural and quality-of-life challenges. This department primarily supports the BCC's strategic goal to Foster Continual Economic Growth and Vitality. For additional information, please visit Strategic Plan Alignment Strategy Doing Things Foster Continual Economic Growth and Vitality Increase the impact of the various affordable housing programs offered 4.2 Invest in communities that need the most Increase non-entitlement grant funding to support affordable housing initiatives and amenities Increase low-income homeowners and non-residential owners support for community improvements Increase redevelopment and reuse through innovative initiatives Increase initiatives to support place-based/walkable communities 4.3 Catalyze redevelopment through planning and regulatory programs Adopt the Land Development Code revisions to reduce the number of Board Adjustment cases processed and zoning/land use adjustments processed Increase safe connections between neighborhoods and amenities/services through innovative planning 4.6 Support recreation, arts, and culture to attract residents and visitors Increase historic preservation designations Deliver First Class Services to the Public and Our Customers Reduce foreclosure rate of mortgages in the County's loan portfolio 5.2 Be responsible stewards of the public's resources Complete the County's Impact of Sea Level Rise and Infrastructure Assessment (RESTORE Act funded) to identify structures for precautions Performance Measures by Strategy FY16 FY17 Actual Projection Target 4.2 Invest in communities that need the most 8.0 : : : 1 Ratio of non-county funds leveraged by County funds invested in affordable housing 8.0 : : : 1 Number of affordable housing units completed Catalyze redevelopment through planning and regulatory programs Acres of land acquired through the Affordable Housing Land Assembly Number of Board of Adjustment cases processed Number of Certificate of Appropriateness application decisions completed Pinellas County, Florida D-69 Adopted

70 Planning Number of plans or initiatives in process, that contribute to safe connections between neighborhoods and amentities/services** Number of plans or initiatives undertaken that support increased redevelopment, resue and place-based or walkable communities*** Number of zoning/land use amendments processed Support recreation, arts, and culture to attract residents and visitors Number of local historic landmark designations and/or markers approved by the State for existing historic properties or structures Be responsible stewards of the public's resources N/A 15.0% 45.0% Percent of completion of RESTORE Act vulnerability assessment* N/A 15.0% 45.0% Foreclosure rate of mortgages in the County's loan portfolio 2.2% 2.0% 1.5% *New measure; Information not available for FY16 **FY16: Crystal Beach Community Overlay; Multimodal Impact Fee Ord; Mobility Management System Ord. FY17: Clearwater Ferry; PSTA routing assistance; DPH Sidewalk gap analysis and recs; Age-Friendly Action Plan; Lealman Complete Streets Plan. : N Alt 19 safe crossing support; Age-Friendly Action Plan; Lealman Complete Streets Plan; 54th Ave N Complete Streets Plan; N US 19 Multimodal Corridor Plan ***FY16: Vision Element Guiding Principles; LDC Quick Fix Ord; FLUE/M updates. FY17: DPH MP, DPH Parking Study; Lealman Activity Center; N US 19 Corridor Market Study; Vision Element Guiding Principles; AIRCO Master Plan. : DPH MP; DPH Retail Market Study; DPH Historic District Survey; Lealman Activity Center; Vision Element Guiding Principles; AIRCO Master Plan Accomplishments: The Planning Department employs the County's strategy to invest in communities that need the most. Garden Trail Apartments, a 76-unit affordable housing development, opened in FY17. This development was made possible by a partnership with the City of Clearwater, the Florida Housing Finance Corporation, and a local affordable housing development company. Another mixed-income housing development, Palms of Pinellas, is being developed through a public-private partnership made possible through a large investment from the Affordable Housing Land Assembly, which is supported by the Penny for Pinellas one percent sales tax. Pinellas County provided funding for the renovation of six units at Parklane Apartments which are owned and managed by Abilities, Inc. of Florida, a non-profit disability resource provider. The units provide independent living opportunities for persons with disabilities. Habitat for Humanity completed the construction of nine new single-family homes in the Dansville community on lots provided by Pinellas County. The Planning Department is committed to investing in infrastructure to meet current and future needs. The department oversaw the completion of Phase One of the City of Gulfport's Shore Boulevard infrastructure improvement project in the City's Community Redevelopment Area. Phase Two is currently underway. A solar roofing project was completed at the Community Action Stops Abuse (CASA) center. CASA is the official domestic violence center for southern Pinellas County, and this project will save the non-profit agency considerable annual operating expense. The City of Dunedin's Monroe, Huntley and Washington Street infrastructure project in the City's Community Redevelopment Area was awarded "Project of the Year" by the Florida Chapter (West Coast Branch) of the American Public Works Association. Analysis: Pinellas County, Florida D-70 Adopted

71 Planning The for the Planning Department is $29.9M. This reflects an increase of $2.6M or 9.7% from the. The majority of this increase occurs in the State Housing Initiative Partnership (SHIP). Entitlement amounts related to the SHIP grant have not changed significantly from the prior years. However, the Grants and Aids expenditures include grant funding from both the current year and prior year unexpended grant funds that are carried forward to. The increase is associated with the carry forward of grant funds from FY17 to. The Planning Department has two operational programs: Community Development and general Planning, which includes Long-Range Planning, Land Use and Zoning, and the Community Redevelopment Area/Redevelopment sections. The for the Community Development program reflects an increase of $2.4M or 9.5% from the. This increase is primarily due to the carry forward of grant funds as previously stated. In addition, the Board of County Commissioners added $500,000 to the Community Housing Trust for the purpose of construction or rehabilitation of affordable housing units through the Pinellas County Housing Finance Authority. The for the Planning program reflects an increase of $289,510 or 11.6% from the FY17 Revised. This is primarily due to the increase in contractual services to assist in the completion of several studies: Palm Harbor Master Plan Update, The Gateway Planning (partnered with the Metropolitan Planning Organization), and the County's Local Mitigation Strategy's five year update; along with three projects that are continuing into : Hercules Industrial Area Master Plan (in coordination with Forward Pinellas), US Highway 19 North Corridor Plan (with the City of Clearwater), and the Sea Level Rise Infrastructure Resiliency Plan (funded by the Restore Act). These projects continue the Department's role of planning a vibrant community and engaging residents and businesses in the process of improving land use development for a high quality of life in Pinellas. Pinellas County, Florida D-71 Adopted

72 Planning Department Summary Department Summary Expenditures by Program Program Housing and Community Planning 7,785,809 24,728,550 27,082,430 Planning 2,008,742 2,503,180 2,792,690 Total Expenditures $9,794,551 $27,231,730 $29,875,120 Expenditures by General 2,008,742 2,903,180 3,292,690 Community Development Grant 5,304,497 15,167,310 15,553,540 State Housing Initiatives Partnership (SHIP) 1,603,400 8,431,410 9,650,710 Community Housing Trust 877, ,830 1,378,180 Total Expenditures $9,794,551 $27,231,730 $29,875,120 Personnel Summary by Program and Program FY17 Adopted Pinellas County, Florida D-72 Adopted

73 Planning Housing and Community Planning Community Development Grant Planning General Total FTEs (Full-Time Equivalent Positions) by Program Housing and Community Planning Public Hearing 1 Housing and Community Planning Sustains the long-term social, economic, and environmental health of communities in Pinellas County by strengthening and supporting the preservation and development of quality housing. Summary General 0 400, ,000 Community Development Grant 5,304,497 15,167,310 15,553,540 State Housing Initiatives Partnership (SHIP) 1,603,400 8,431,410 9,650,710 Community Housing Trust 877, ,830 1,378,180 Program Total $7,785,809 $24,728,550 $27,082,430 FTEs (Full Time Equivalent Positions) Planning Public Hearing 1 Planning Coordinates the County's comprehensive planning, rezoning and future land use responsibilities. Conducts and supports community planning and urban redevelopment initiatives. Provides support for the Pinellas County Local Planning Agency, the Board of Adjustment, and the Historic Preservation Board. Summary General 2,008,742 2,503,180 2,792,690 Program Total $2,008,742 $2,503,180 $2,792,690 FTEs (Full Time Equivalent Positions) Pinellas County, Florida D-73 Adopted

74 Pinellas County, Florida D-74 Adopted

75 Public Works Description: The Public Works Department manages essential vehicular, pedestrian, and drainage infrastructure, as well as critical natural and urban environmental resources for Pinellas County. The department consists of seven divisions: Transportation, Stormwater and Vegetation, Environmental Management, Construction Management, Survey and Mapping, Technical Services, and Customer Service. The department strives to be responsive to citizens and works with them to provide services such as mowing, urban forestry, mosquito control, traffic control, sidewalk, road, drainage, and bridge maintenance, as well as develop and manage capital projects for the County while ensuring the protection of our natural and built resources. The activities of Public Works are closely aligned with the BCC strategic goals to Ensure Public Health, Safety, and Welfare, to Practice Superior Environmental Stewardship, and to Foster Continual Economic Growth and Vitality. For additional information, please visit Strategic Plan Alignment Strategy Ensure Public Health, Safety, and Welfare 2.1 Provide planning, coordination, and protection for a safe and secure community Doing Things Provide for safe passage of emergency vehicles, persons, and property (tree limbs, flooding, drainage maintenance, debris, etc.) Reduce number of problematic mosquitoes (disease carriers, prolific breeders) 2.5 Enhance pedestrian and bicycle Provide and enhance pedestrian and bicycle accommodations safety Practice Superior Environmental Stewardship 3.2 Preserve and manage environmental Maintain the County Shore Protection Program with U.S. Army Corps of lands, beaches, parks, and historical Engineers to provide wide, sandy beaches assets 3.3 Protect and improve the quality of our water, air, and other natural resources Foster Continual Economic Growth and Vitality 4.5 Provide safe/effective transportation systems to support efficient traffic flow Improve quality of surface water Maintain safe and efficient transportation facilities using best management practices Deliver First Class Services to the Public and Our Customers 5.1 Maximize partner relationships and Actively participate in the Community Rating System (CRS) on behalf of public outreach residents living in unincorporated areas 5.3 Ensure effective and efficient delivery of County services and support Reduce backlog of work requests by 15% each year Performance Measures by Strategy FY16 Actual FY17 Projection Target 2.1 Provide planning, coordination, and protection for a safe and secure community 77.0% 100.0% 100.0% Percent of emergency and high-priority tree canopy work requests completed timely 77.0% 100.0% 100.0% Percent of emergency drainage work requests completed timely 85.0% 100.0% 100.0% Percent of waterway markers inspected annually 37.0% 33.0% 33.0% Percent reduction in problem mosquitoes 37.0% 40.0% 3.0% below baseline 2.5 Enhance pedestrian and bicycle safety N/A 5 5 Miles of bicycle lanes added* N/A 5 5 Miles of pedestrian facilities added* N/A 5 5 Miles of trail facilities added Implement "green" technologies and practices where practical 10.0% 20.0% 30.0% Pinellas County, Florida D-75 Adopted

76 Public Works Percent of street signs converted to LED 10.0% 20.0% 30.0% 3.2 Preserve and manage environmental lands, beaches, parks, and historical assets 75.0% 59.0% 80.0% Percent of nourished beaches meeting the U.S. Army Corps of Engineers minimum berm width standard 75.0% 59.0% 80.0% 3.3 Protect and improve the quality of our water, air, and other natural resources 98.5% 98.0% 90.0% Percent of environmental management permit applications processed in approved timeframe 98.5% 98.0% 90.0% Pounds of nitrogen pollutants removed through street sweeping 1,980 4,247 2,574 Pounds of phosphorous pollutants removed through street sweeping 1,096 2,723 1, Invest in infrastructure to meet current and future needs 9,250 12,672 12,672 Linear feet of corrugated metal pipe replaced 9,250 12,672 12,672 Percent of stormwater assets where maintenance is performed 10.2% 10.8% 10.0% 4.5 Provide safe/effective transportation systems to support efficient traffic flow N/A Average Bridge Health condition index (0-100 point scale)* N/A Percent of annual goal of 40 miles arterial road lane miles milled and resurfaced 105.0% 80.0% 100.0% Percent of potholes repaired within 72 hours 96.3% 95.0% 90.0% Percent of transportation investigations completed within 44 days 66.4% 80.0% 80.0% 5.1 Maximize partner relationships and public outreach National Flood Insurance Program Community Rating System annual rating Ensure effective and efficient delivery of County services and support 98.0% 92.0% 90.0% Percent of right-of-way use permits reviewed timely 98.0% 92.0% 90.0% Percent of telephone calls received answered 95.0% 96.0% 96.0% Percent reduction in work request backlog* N/A 15.0% 15.0% *New measure; Information not available for FY16 Accomplishments: Pinellas County, Florida D-76 Adopted

77 Public Works Public Works provided safe access for pedestrians by repairing or replacing more than 43,000 square feet of damaged sidewalks and removing potential trip and fall hazards, which is almost twice as much as the work done from the previous year. The department is also on target to pave an average of 50 miles of roadway in FY17 and constructed approximately 8.5 miles of new trail. To improve bicycle safety in the community, the department distributed over 1,600 bicycle lights to middle and high school students. The department continues to reduce vehicular travel times and implemented three new major advanced traffic management installations, with three more currently under construction along major County roads. To keep water draining properly, the department inspected over 2,000 drainage structures and performed maintenance and inspections, including cyclic vegetation management of over 800 miles of open ditches (equal to the distance from Clearwater to Nashville). The department also lined and replaced a total of 1.5 miles of stormwater pipes that were starting to deteriorate. In FY17, the department brought their street sweeping program in house rather than contracting this effort. As a result, the amount of nitrogen and phosphorus removed from entering our surface waters increased by 2,267 lbs. and 1,627 lbs., respectively, compared to FY16. Moreover, five new community ponds were adopted into our Adopt-A-Pond program, resulting in an increased partnership with our community in protecting our surface waters. These efforts have resulted in 22 waterbodies within the County showing improvements in water quality conditions. The department also continues to perform proactive mosquito control, the most recent data reflects a decline of 21.0% in problem mosquitos. The department also managed over 250 capital improvement projects. In addition, Public Works issued 888 dock permits with an average turnaround time of less than four days. The Surface Water Management Program continues to keep the Community Rating System rating at a five, resulting in over $5.0M in flood insurance savings to residents of unincorporated Pinellas County. The department is also exceeding their targets (15.0%) for reducing their backlog of work which is reducing at a general rate of 23.0% across the department. The department has implemented a new Stormwater Manual in a continued effort to protect our surface waters' quality, reduce the impacts of flooding, and promote redevelopment. The Florida West Coast Chapter of the American Public Works Association recognized the department's Stormwater GIS Drainage Maintenance Planning with a Technical and Management Innovation Award. Analysis: Pinellas County, Florida D-77 Adopted

78 Public Works The Public Works Department, excluding Reserves and Transfers, reflects an increase of $5,959,620 or 9.2%, compared with the. The increase in the budget is primarily due to the department's efforts to maintain and/or improve the level of service provided to the County's citizens. Overall, the department is increasing its staffing to a total of FTE positions in, an increase of 21.9 FTE from FY17. The majority of the FTE increases are aligned with protecting and improving the County's stormwater and transportation infrastructures. Included are 9.0 FTE to assist in achieving the required approved surface water level of service for the unincorporated county and along the Pinellas Trail, 1.0 FTE to address stormwater improvements as recommended by the Wastewater/Stormwater Task Force, and 2.0 FTE to perform stormwater and fiber locates to protect the County's underground infrastructure. An additional 2.0 FTE are being added to enhance pedestrian and bicycle safety by supporting the maintenance of the 45 miles of the Pinellas Trail. Moreover, the department continues striving to provide safe and effective transportation systems for the citizens of Pinellas County, with the addition of 3.0 FTE. The new positions will support the Advanced Traffic Management System and Intelligent Transportation System design efforts, provide long range planning and support the transportation capital improvement projects, and consolidate the department's records to clarify right-of-way responsibilities with municipalities and expedite the right-of-way permit process. The focus on protecting and improving water quality is also a high priority for the department. For, 1.0 FTE is added to perform inspections to ensure that permitted private onsite stormwater management systems are in compliance and that flood control services are permitted. A part-time, grant-funded position (0.5 FTE) was added to perform monitoring as part of the Fort De Soto Monitoring and Restoration Project. The General reflects a net increase of $672,700 or 4.5%, compared to the. The significant increases are $871,880 in salaries and associated benefits and $400,000 for the Treasure Island feasibility study that the U.S. Army Corps will conduct. A substantial portion of the increases were offset by reductions in Information Technology and Fleet intergovernmental service charges, contract services, and one-time equipment expenses within this fund. Excluding Reserves and Transfers, the County Transportation Trust budget reflects an increase of $3.4M or 11.6%, from the. The additional funding is required to absorb the increases in intergovernmental service charges, personnel costs, and operating expenses within this fund. The net change in the total of all intergovernmental service charges is an increase of $1.7M. Additionally, the salaries and associated benefits reflect an increase of $1.2M for the additional FTE and the inflationary increases to existing positions. Operating expenses for road materials for sign and pavement markings and contract services for sidewalk grinding and replacement reflect an increase of $200,000 each, totaling $400,000. Other smaller increases are offset by one-time machinery, vehicle, and heavy equipment purchases. The Surface Water Utility, excluding Reserves and Transfers, is increasing by $1.9M or 9.1%, from the FY17 Revised. This significant budget increase consists of $948,200 for additional FTE and inflationary increases to existing positions, $728,550 for one-time purchases of vehicles and heavy equipment needed to support the new positions, and an additional $300,000 for consulting services to develop and update watershed management plans. Other minor increases have been offset by the decrease in intergovernmental service charges to the programs within this fund. Pinellas County, Florida D-78 Adopted

79 Public Works Department Summary Department Summary Expenditures by Program Program Capital Improvement Program Support 1,801,400 2,895,440 2,907,320 Environmental Services 6,216,405 7,929,360 8,200,670 Mosquito Control, Vegetation Management and Urban Forestry 8,907,323 10,835,630 13,353,650 Reserves 0 36,107,480 36,123,060 Streets and Bridges 9,685,382 10,345,080 11,098,470 Surface Water 16,186,118 20,610,640 22,483,190 Tax Collector 0 291, ,050 Transfers 1,753,900 1,598,610 1,700,000 Transportation Management 10,814,471 12,118,030 12,648,450 Total Expenditures $55,365,000 $102,731,270 $108,807,860 Expenditures by General 11,421,454 14,788,910 15,461,610 County Transportation Trust 27,757,428 59,255,690 64,012,960 Surface Water Utility 16,186,118 28,686,670 29,333,290 Pinellas County, Florida D-79 Adopted

80 Public Works Total Expenditures $55,365,000 $102,731,270 $108,807,860 Personnel Summary by Program and Program FY17 Adopted Capital Improvement Program Support General Environmental Services General Environmental Services County Transportation Trust Mosquito Control, Vegetation Management and Urban Forestry General Mosquito Control, Vegetation Management and Urban Forestry County Transportation Trust Streets and Bridges County Transportation Trust Surface Water Surface Water Utility Transportation Management County Transportation Trust Total FTEs (Full-Time Equivalent Positions) by Program Capital Improvement Program Support Public Hearing 1 Capital Improvement Program Support This program provides planning, design, and construction administration of County infrastructure and contains the functions of surveying and mapping. Summary General 1,801,400 2,895,440 2,907,320 Program Total $1,801,400 $2,895,440 $2,907,320 FTEs (Full Time Equivalent Positions) Environmental Services Public Hearing 1 Environmental Services Program responsibilities include management, operation, and maintenance of the countywide stormwater conveyance system: permitting of docks, dredge and fill activities, removal of derelict vessels, placement and maintenance of aids to navigation in local waters, and coastal management activities. Summary General 4,404,772 5,662,960 6,149,300 County Transportation Trust 1,811,633 2,266,400 2,051,370 Program Total $6,216,405 $7,929,360 $8,200,670 Pinellas County, Florida D-80 Adopted

81 Environmental Services Public Hearing 1 Public Works FTEs (Full Time Equivalent Positions) Mosquito Control, Vegetation Management and Urban Forestry Public Hearing 1 Mosquito Control, Vegetation Management and Urban Forestry Program services include mosquito control best management practices through surveillance, inspection, education, and target-specific treatment for all areas within the political boundaries of Pinellas County. Vegetation Management services include: Urban Forestry; maintenance of desirable vegetation in ponds and permitted sites; and removal and targeted treatment of non-desirable vegetation in the right of way, ditches, ponds, County property and parks, arterial corridors, and unincorporated portions of the County. Summary General 5,202,299 6,230,510 6,404,990 County Transportation Trust 3,705,024 4,605,120 6,948,660 Program Total $8,907,323 $10,835,630 $13,353,650 FTEs (Full Time Equivalent Positions) Reserves Public Hearing 1 Reserves Oversees the management and allocation of the County's financial reserves. Summary County Transportation Trust 0 28,322,450 29,566,010 Surface Water Utility 0 7,785,030 6,557,050 Program Total $0 $36,107,480 $36,123,060 Streets and Bridges Public Hearing 1 Streets and Bridges This program provides for the inspection, engineering, management, repair, and maintenance of Countyowned bridges and culverts. It is also responsible for the repair and replacement of deteriorated stormwater pipes and drainage structures. Sidewalks are maintained by either replacing or grinding to alleviate trip hazards. Damaged curbs, gutters, guardrails, and handrails are replaced as needed, as well as asphalt repairs on roadways around the county. Summary General 12, County Transportation Trust 9,672,597 10,345,080 11,098,470 Program Total $9,685,382 $10,345,080 $11,098,470 FTEs (Full Time Equivalent Positions) Surface Water Public Hearing 1 Surface Water Pinellas County, Florida D-81 Adopted

82 Surface Water Public Hearing 1 Public Works The program responsibilities include management, operation, and maintenance of the stormwater conveyance system within unincorporated boundaries. This program performs the planning, monitoring, evaluation, and implementation of best management practices to improve water quality in compliance with the Clean Water Act. Summary Surface Water Utility 16,186,118 20,610,640 22,483,190 Program Total $16,186,118 $20,610,640 $22,483,190 FTEs (Full Time Equivalent Positions) Tax Collector Public Hearing 1 Tax Collector The Tax Collector bills, collects and distributes all taxes for the County, Municipalities, Tourist Development Council, School Board, and taxing districts - including the sales tax on vehicles, vessels, and mobile homes. This office also collects delinquent taxes and sells certificates for unpaid taxes. As the agent for state government, the Tax Collector issues licenses and titles for cars, trucks, boats, and mobile homes, collects fees for fishing and hunting licenses, issues Drivers Licenses and Birth Certificates, processes applications for Concealed Weapons Licenses, and makes application for voter identification cards. Summary Surface Water Utility 0 291, ,050 Program Total $0 $291,000 $293,050 Transfers Public Hearing 1 Transfers Oversees the transfer of intra- and intergovernmental funds. Summary County Transportation Trust 1,753,900 1,598,610 1,700,000 Program Total $1,753,900 $1,598,610 $1,700,000 Transportation Management Public Hearing 1 Transportation Management This program provides design, construction, operation, and maintenance of all traffic control devices for which Pinellas County has legal authority and responsibility, per Florida Statute 316 State Uniform Traffic Control. Summary General County Transportation Trust 10,814,274 12,118,030 12,648,450 Program Total $10,814,471 $12,118,030 $12,648,450 Pinellas County, Florida D-82 Adopted

83 Transportation Management Public Hearing 1 Public Works FTEs (Full Time Equivalent Positions) Pinellas County, Florida D-83 Adopted

84 Pinellas County, Florida D-84 Adopted

85 Purchasing Description: The Purchasing Department provides centralized purchasing and contracting services to procure goods and services for all departments under the Board of County Commissioners (BCC) and select independent agencies. As a responsible steward of the public's resources, the department ensures that all purchases are made in an open and ethical format in accordance with all public procurement laws and mandates. The department's management of the County Purchasing Card Program, epayables Program, and Construction Vendor Pre- qualification Program support the effective and efficient delivery of County services and support by obtaining quality products on a timely basis. Additionally, the Purchasing Department works to maximize partner relationships by providing training and workshops to educate internal and external customers as well as by participating in the Tampa Bay Area Purchasing Cooperative to enhance cost effectiveness by combining requirements across agencies to leverage economies of scale and reduce administrative costs. The activities of this department align closely with the BCC strategic goal to Deliver First Class Services to the Public and Our Customers. For additional information, please visit Strategic Plan Alignment Strategy Doing Things Deliver First Class Services to the Public and Our Customers 5.2 Be responsible stewards of the Complete a thorough review and update to the purchasing code and public's resources manual by the end of 5.3 Ensure effective and efficient delivery of County services and support 5.4 Strive to exceed customer expectations Obtain quality products on a timely basis and as efficiently as possible Implement Oracle Sourcing module by the end of Maximize satisfaction levels for quality and timeliness of service for both internal and external customers Performance Measures by Strategy FY16 FY17 Actual Projection Target 5.1 Maximize partner relationships and public outreach N/A 90.0% 90.0% Effectiveness rating received from participants in Purchasing training classes* N/A 90.0% 90.0% Percent of County spending done through cooperative efforts with other public sector organizations 20.1% 5.0% 10.0% 5.2 Be responsible stewards of the public's resources $272,051 $239,894 $250,000 Revenue returned to County through epayables and State rebates for use of purchasing cards. $272,051 $239,894 $250,000 Savings attributed to use of purchasing cards $2,046,785 $1,732,185 $1,700, Strive to exceed customer expectations 50% 94% 90% Percent of customers satisfied or very satisfied with level of service** 50% 94% 90% *New measure; Information not available for FY16 **Survey was launched 7/29/16 and only received two responses in FY16 Accomplishments: Pinellas County, Florida D-85 Adopted

86 Purchasing In FY17, the Purchasing Department's commitment to delivering first class services was recognized for the fifth consecutive year with the National Procurement Institute's Annual Achievement of Excellence in Procurement award. Building on this success, the department implemented a "Voice of the Customer" survey to collect the customer feedback needed to help inform the department as it strives to exceed customer expectations. As of June 2016, 92% of respondents indicated that they were satisfied with the service they received. Demonstrating its commitment to maximizing partner relationships, the department provided training to more than 300 employees and area vendors during 2016, hosted a Consultant's Competitive Negotiation Act (CCNA) workshop attended by 27 firms in January 2017, and pre-qualified more than 200 construction contractor applications and renewals. The department also processed 56% of all cooperative contracts of the Tampa Bay Purchasing Cooperative and led the effort to develop and facilitate cooperative countywide debris removal and monitoring contracts in the event of an emergency. These efforts, along with process improvements such as the implementation of a pilot Oracle Sourcing module, have allowed the department to continue to procure goods and services more efficiently than comparable counties including Miami-Dade, Broward, Hillsborough, Palm Beach, Orange, and Pasco. In FY16, the department processed an average of $23.5M in expenditures per purchasing function employee, well above the $10.0M-12.0M average among comparable counties. The Department also led efforts to decrease administrative roadblocks to make internal processes more effective for its customers. As a result of these efforts, $250,000 in cash rebates were realized from the utilization of County P-Cards for field purchases. Analysis: The Purchasing Department for reflects an overall increase of $171,200 or 9.9% over the FY17 Revised. This is primarily due to the addition of one FTE, a Lead Procurement Analyst, for to focus on customer service by delivering complex Capital Improvement Program (CIP) and CCNA procurements more timely and efficiently. For, operating expenses remain in line with the. Pinellas County, Florida D-86 Adopted

87 Purchasing Department Summary Department Summary Expenditures by Program Program Procurement 1,827,510 1,726,870 1,898,070 Total Expenditures $1,827,510 $1,726,870 $1,898,070 Expenditures by General 1,827,510 1,726,870 1,898,070 Total Expenditures $1,827,510 $1,726,870 $1,898,070 Personnel Summary by Program and Program FY17 Adopted Procurement General Total FTEs (Full-Time Equivalent Positions) Pinellas County, Florida D-87 Adopted

88 Purchasing by Program Procurement Public Hearing 1 Procurement Centralized purchasing function for the Board of County Commissioners and select constitutional officers. Program is defined by County Code through and selected sections of Summary General 1,827,510 1,726,870 1,898,070 Program Total $1,827,510 $1,726,870 $1,898,070 FTEs (Full Time Equivalent Positions) Pinellas County, Florida D-88 Adopted

89 Real Estate Management Description: The Real Estate Management (REM) Department provides cradle to grave services for County-owned real estate, buildings, and vehicular assets. REM operates as an internal service provider of real estate and asset management for Board of County Commissioner (BCC) departments, Constitutional Officers, and County agencies. REM is comprised of five divisions, one section, and two program managers reporting directly to the Director: Building Design and Construction (BD&C), Facility Operations, Fleet Management, Real Property, Young-Rainey STAR Center, the Financial and Business Support Services, the Business Relations Manager, and the Enterprise Asset Management (EAM) program manager. While functional responsibilities may be specific within a division, a primary organizational goal is to collaboratively function as one department from the customer's perspective. The activities of this department primarily align with the BCC Strategic Plan goal to Deliver First Class Services to the Public and Our Customers. For additional information, please visit Strategic Plan Alignment Strategy Doing Things Create a Quality Workforce in a Positive, Supportive Organization 1.3 Make workforce safety and wellness a priority Continue to maintain and service all assets (e.g. buildings, fleet, STAR Center, etc.) to assure safety and security for staff, customers, the public, and the environment, evaluated at least annually Ensure Public Health, Safety, and Welfare 2.1 Provide planning, coordination, and Assure 100% uptime of emergency power through routine maintenance protection for a safe and secure and monthly monitoring of generators community Practice Superior Environmental Stewardship 3.1 Implement "green" technologies and practices where practical Deliver First Class Services to the Public and Our Customers Complete installation of cogeneration equipment at the detention facility to utilize natural gas and heat capture technology by 2020 Continue quarterly monitoring of recycling via janitorial vendor requirements in order to maximize office recycling efforts 5.2 Be responsible stewards of the public's resources Continue implementation of a space utilization plan for vacant spaces within County-owned buildings Continue to provide services for other agencies and municipalities' fleets in order to increase partnerships and revenue 5.3 Ensure effective and efficient delivery of County services and support Increase availability of assets through preventive and predictive maintenance strategies Performance Measures by Strategy FY16 FY17 Actual Projection Target 1.3 Make workforce safety and wellness a priority 45% 47% 20% Percent reduction in employee injuries from prior year 45% 47% 20% 2.1 Provide planning, coordination, and protection for a safe and secure community 98% 78% 100% Percent of generators maintained annually 98% 78% 100% 4.4 Invest in infrastructure to meet current and future needs 30% 40% 30% Percent of building assessments performed* 30% 40% 30% 5.2 Be responsible stewards of the public's resources 20% 20% 10% Percent of space that is vacant and ready to lease** 20% 20% 10% 5.3 Ensure effective and efficient delivery of County services and support 83% 80% 85% Percent compliance with preventative maintenance schedule for vehicles and equipment 83% 80% 85% 5.4 Strive to exceed customer expectations N/A 90% 91% Percent of customers satisfied or very satisfied with level of service*** N/A 90% 91% Pinellas County, Florida D-89 Adopted

90 Real Estate Management *A percentage of buildings is assessed every year **Two buildings with vacant leased space 501 Building in St. Petersburg and St. Petersburg College Epicenter ***New measure; Information not available for FY16 Accomplishments: Real Estate Management (REM) saw a 45.0% decrease in safety-related incidents within the department in 2016, which correlated with improved audit results from Risk Management, in keeping with the County's Strategic Plan goal of making workforce safety and wellness a priority. Additionally, REM has actively been seeking partner entities with which to forge Fleet Maintenance Memorandums of Understanding (MOU's) for maintenance, repair, and inspection of fire apparatus and other vehicles. So far, participating partners are St. Petersburg College, City of Oldsmar, City of Tarpon Springs, Palm Harbor Fire Rescue, and East Lake Fire Rescue. The fire apparatus partners benefit by having trained technicians perform the work on their vehicles, which can benefit them in department accreditation. This is in alignment with REM's goal to continue to provide services for other agencies and municipalities' fleets in order to increase partnerships and revenue. REM has made progress on two major Capital Improvement Plan projects; the Jail Infrastructure Upgrade Project and the Courts Consolidation Project. The Jail Infrastructure Upgrade Project is an $87.5M design/build project. Construction started on this project in September The target completion date is March 2019, and the project is on schedule and on budget. The Courts Consolidation project is a $75.0M two-phase design/build project. The first phase is at the County Justice Center (CJC). A design/build firm been selected for the CJC, pending Board approval. Design is expected to begin in October. Selection of a design/build firm for the second phase, at the St. Pete Courthouse, is expected to be completed in May The department is also negotiating agreements for new leased space for the Tax Collector and Property Appraiser in South County, for a Sheriff's North Division Station location, and for a community center location in Lealman. Analysis: The for Real Estate Management (REM) reflects an increase of $2.6M, or 4.1%, as compared with the. Staffing decreases by 1.0 FTE to FTE. REM provides asset management services for County-owned facilities, manages and maintains the Young-Rainey STAR Center (STAR Center), and manages the County's fleet of vehicles and equipment. REM is funded through three funds: General (all asset management activities not covered by other funds), the STAR Center (activities at the STAR Center), and the Fleet Management (vehicles, equipment, and fueling & maintenance services). The General portion of the REM budget reflects an increase of $1.5M, or 4.6%, from the. The increase is almost exclusively due to proposed additional lease costs for the Sheriff's Office new North County location and the South County Service Center, along with the necessary infrastructure for these locations. Existing leases also increase based on built-in escalators tied to the Consumer Price Index. Additional increases are in personal services and intergovernmental charges. The STAR Center portion of the REM budget reflects a decrease of $62,500, or 0.8%, compared to the FY17 Revised. Excluding reserves, the budget reflects a decrease of $1.3M, or 15.9%. This is due to a decrease of $846,600, or 64.3%, in Capital Outlay and $499,110, or 9.2%, in Operating Expenses. The Reserves program increases by $1.2M, or 973.4%. Revenues are projected to decrease by $311,020, or 4.3%, from the FY17 Revised. The Fleet Management portion of the REM budget reflects an increase of $1.1M, or 5.1%, from the FY17 Revised. Excluding reserves, the budget reflects a decrease of $2.8M, or 15.2%. The reduction is driven by the decrease in operating supplies in the Fleet Fuel Management program, including a drop in projected gallons of fuels purchased by Fleet due to the loss of Sunstar as a customer. Fuel purchases decreases by $1.2M, or 21.5%, from the. Reserves in the Fleet Management increases by $3.9M, or 132.3%, above the. Pinellas County, Florida D-90 Adopted

91 Real Estate Management Department Summary Department Summary Expenditures by Program Program Economic Development Authority 6,039,032 6,883,040 6,346,330 Facility Operations and Maintenance 10,583,322 11,882,600 12,231,490 Fleet Asset Management 8,763,593 12,430,920 10,788,830 Fleet Fuel Management 3,935,333 6,229,160 5,040,420 Industry Development 169,919 1,225, ,000 Jail Facility Operations and Maintenance 4,863,894 5,132,090 5,402,100 Leasing 3,625,570 4,566,300 5,374,630 Property Acquisition, Management and Surplus 2,277,299 2,616,380 2,713,850 Reserves 0 3,103,910 8,273,310 Utility Support 7,942,693 8,993,280 8,993,280 Total Expenditures $48,200,656 $63,062,680 $65,634,240 Expenditures by General 29,292,778 33,190,650 34,715,350 STAR Center 6,208,951 8,234,320 8,171,820 Fleet Management 12,698,926 21,637,710 22,747,070 Pinellas County, Florida D-91 Adopted

92 Real Estate Management Total Expenditures $48,200,656 $63,062,680 $65,634,240 Personnel Summary by Program and Program FY17 Adopted Economic Development Authority STAR Center Facility Operations and Maintenance General Fleet Asset Management Fleet Management Fleet Fuel Management Fleet Management Jail Facility Operations and Maintenance General Property Acquisition, Management and Surplus General Total FTEs (Full-Time Equivalent Positions) by Program Economic Development Authority Public Hearing 1 Economic Development Authority This program provides for the operation and maintenance of the County's Science, Technology and Research (STAR) Center to attract, develop, and retain high-technology employers. Summary STAR Center 6,039,032 6,883,040 6,346,330 Program Total $6,039,032 $6,883,040 $6,346,330 FTEs (Full Time Equivalent Positions) Facility Operations and Maintenance Public Hearing 1 Facility Operations and Maintenance This program maintains and operates 1,740,501 square feet of facilities used by most County Governmental and Courts operations in the northwestern part of the County. Summary General 10,583,322 11,882,600 12,231,490 Program Total $10,583,322 $11,882,600 $12,231,490 FTEs (Full Time Equivalent Positions) Fleet Asset Management Public Hearing 1 Fleet Asset Management This program provides for the acquisition, deployment, maintenance, repair, and disposal of Countyowned vehicles, heavy equipment and stationary engines. Summary Pinellas County, Florida D-92 Adopted

93 Real Estate Management Fleet Asset Management Public Hearing 1 Fleet Management 8,763,593 12,430,920 10,788,830 Program Total $8,763,593 $12,430,920 $10,788,830 FTEs (Full Time Equivalent Positions) Fleet Fuel Management Public Hearing 1 Fleet Fuel Management Provides fuel, regulatory compliance, and maintenance to 17 fuel sites located throughout the County. Summary Fleet Management 3,935,333 6,229,160 5,040,420 Program Total $3,935,333 $6,229,160 $5,040,420 FTEs (Full Time Equivalent Positions) Industry Development Public Hearing 1 Industry Development This program provides for the operation and maintenance of the County's Science, Technology and Research (STAR) Center to attract, develop and retain high-technology employers. This program provides separate tracking of capital expenditures. Summary STAR Center 169,919 1,225, ,000 Program Total $169,919 $1,225,000 $470,000 Jail Facility Operations and Maintenance Public Hearing 1 Jail Facility Operations and Maintenance This program maintains 888,699 square feet of detention and related facilities operated by the Sheriff's Office. Summary General 4,863,894 5,132,090 5,402,100 Program Total $4,863,894 $5,132,090 $5,402,100 FTEs (Full Time Equivalent Positions) Leasing Public Hearing 1 Leasing This program provides for County leasing and licensing of real property owned by others. Summary Pinellas County, Florida D-93 Adopted

94 Leasing Public Hearing 1 Real Estate Management General 3,625,570 4,566,300 5,374,630 Program Total $3,625,570 $4,566,300 $5,374,630 Property Acquisition, Management and Surplus Public Hearing 1 Property Acquisition, Management and Surplus This program provides for the acquisition, design, construction, remodeling, allocation, and disposition of County-owned real property and for the transfer and disposal of surplus County-owned personal property. Summary General 2,277,299 2,616,380 2,713,850 Program Total $2,277,299 $2,616,380 $2,713,850 FTEs (Full Time Equivalent Positions) Reserves Public Hearing 1 Reserves Oversees the management and allocation of the County's financial reserves. Summary STAR Center 0 126,280 1,355,490 Fleet Management 0 2,977,630 6,917,820 Program Total $0 $3,103,910 $8,273,310 Utility Support Public Hearing 1 Utility Support This program provides for electricity, potable water, reclaimed water, sanitary sewer, stormwater sewer, and refuse collection services at County-owned and leased facilities. Summary General 7,942,693 8,993,280 8,993,280 Program Total $7,942,693 $8,993,280 $8,993,280 Pinellas County, Florida D-94 Adopted

95 Risk Management Administration Description: Risk Management protects Pinellas County against financial loss by managing a comprehensive safety, claims, insurance, and risk transfer program to manage and secure our most valuable assets in accordance with best practices, statutes, ordinances, and laws. The department is also responsible for the administration of the County's Self-Insured General Liability and Workers' Compensation programs. The department conducts new employee orientation and action team accident reviews; provides certification for cardiopulmonary resuscitation (CPR), first aid, and automated external defibrillator (AED) use; monitors and instructs departments on various issues for Occupational Safety and Health Administration (OSHA) compliance, commercial driver's license (CDL) random testing, Right-to-Know laws; provides blood borne pathogen training; and issues and reviews County employee driver's licenses. The Claims division is also responsible for required reporting to the State of Florida and the Federal government for purposes of claims self-administration. This division investigates all claims; conducts pre-trial claims investigation; and attends hearings, mediations, and trials. Insurance & Contractual Risk Transfer manages the insurance program for the County departments, Board of County Commissioners, and Constitutional Officers. Services include placement and administration of all insurance policies. Some of the risks insured include property, including wind and flood, liability, errors and omissions, environmental, terrorism, cyber, watercraft, and aviation. Contractual Risk Transfer services include reviewing most County contracts and agreements for risk assessment and assigning insurance requirements for special events, contractors, service providers and vendors conducting business with the County. Risk Management primarily aligns with the Board of County Commissioner's Strategic Plan goals to Ensure Public Health, Safety, and Welfare, and to Deliver First Class Services to the Public and Our Customers. For additional information, please visit Strategic Plan Alignment Strategy Create a Quality Workforce in a Positive, Supportive Organization Doing Things 1.3 Make workforce safety and wellness a priority Adopt and implement Occupational Safety and Health Administration (OSHA) requirements as the County standard by 2022 Reduce claims Ensure Public Health, Safety, and Welfare 2.1 Provide planning, coordination, and protection for a safe and secure Meet annual CPR certification goals community Deliver First Class Services to the Public and Our Customers 5.2 Be responsible stewards of the Maintain insurance to protect public financial resources public's resources Performance Measures by Strategy FY16 FY17 Actual Projection Target 1.3 Make workforce safety and wellness a priority N/A 20% 20% Percent of employees Occupational Safety and Health Administration (OSHA) trained (per year)* N/A 20% 20% Percent reduction in numbers of claims** -16.2% 20.0% 10% reduction over FY Provide planning, coordination, and protection for a safe and secure community Number of CPR trained employees with current certification*** Be responsible stewards of the public's resources $368,700 $1,336,100 $380,000 Dollars recovered from insurance carriers and other for damage and/or injury to County property or employees^ $368,700 $1,336,100 $380,000 Pinellas County, Florida D-95 Adopted

96 Risk Management Administration Rate of policy renewal (change in premiums)^^ -3.75% 7.47% 0.00% Value of property (in millions)^^^ $2.4 $2.9 $3.0 *New measure; Information not available for FY16 **FY17 does not include possible increase in claims from workers injured during storm response and recovery ***Certifications are valid for 2 years ^FY17 includes $903,053 recovered from insurance company for Wall Springs Tower ADA ramp ^^FY17 includes actual premium paid for 3/1/2017 renewal increase due to large automobile loss ^^^ includes increases in value due to appraisals Accomplishments: The County's Experience Modification Factor (EMF) is 20% better than average. The EMF is a mandatory part of all employers' standard premium, both public and private. The State of Florida Division of Workers Compensation determines self-insured entities' EMF based on losses and payroll each year. The average effective 1/1/2017 is 1.00; Pinellas County's EMF is To promote both employee and public safety, Risk Management has officially certified 806 employees in cardiopulmonary resuscitation (CPR), First Aid, and/or automated external defibrillator (AED) use, providing for a safer work environment and a safer community. This certification is renewed every two years. In alignment with the County's Strategic goal to be responsible stewards of the public's resources, Risk Management has implemented strategies to reduce claims and maintain appropriate insurance to protect public financial resources. To achieve this, Risk Management reviews and sets insurance requirements for over 800 contracts including purchasing contracts, special events and non-purchasing agreements such as leases. This review ensures that parties responsible for injury or damage on County property or projects carry appropriate insurance, so county taxpayers are not paying for their negligence. Risk Management also transfers the financial consequences of loss for County property and County liability through purchase of insurance. Risk Management currently manages over 80 insurance policies. Additionally, Risk Management is the coordinating department for the County's implementation of Occupational Safety and Health Administration (OSHA) as the standard for safety. In support of this initiative, Risk Management is providing OSHA training and certification to 20.0% of the employees each year, for this fiscal year and the next four fiscal years. Providing this training through Risk Management internal staff trainers has resulted in a savings of over $100,000, compared to sending employees to remote classes. Analysis: Risk Management Administration reflects an increase of $250,350 or 2.5% as compared with the. An increase of $63,020, or 3.8%, in Personal Services reflects higher retirement contributions established by the State, as well as increases in health benefits. Operating expenses increased by $187,330, or 2.2%, primarily due to higher cost allocation for technology services provided by Business Technology Services. Pinellas County, Florida D-96 Adopted

97 Risk Management Administration Department Summary Department Summary Expenditures by Program Program Protecting County Employees, Citizens and Assets 8,776,423 10,025,810 10,276,160 Total Expenditures $8,776,423 $10,025,810 $10,276,160 Expenditures by Risk Financing 8,776,423 10,025,810 10,276,160 Total Expenditures $8,776,423 $10,025,810 $10,276,160 Personnel Summary by Program and Program FY17 Adopted Protecting County Employees, Citizens and Assets Risk Financing Total FTEs (Full-Time Equivalent Positions) Pinellas County, Florida D-97 Adopted

98 Risk Management Administration by Program Protecting County Employees, Citizens and Assets Public Hearing 1 Protecting County Employees, Citizens and Assets This program provides for managing County risk of loss due to various types of losses, including worker injuries, third party liability losses from citizens and others, property losses, and environmental losses. Summary Risk Financing 8,776,423 10,025,810 10,276,160 Program Total $8,776,423 $10,025,810 $10,276,160 FTEs (Full Time Equivalent Positions) Pinellas County, Florida D-98 Adopted

99 Safety and Emergency Services Description: Safety & Emergency Services (SES) provides regionally consolidated services to all residents and visitors of the County, provides dispatching services to all fire rescue agencies, and assures operational accountability in the performance of the County's contracted providers of Fire and Emergency Medical Services (EMS). Radio and Technology develops, operates, and continually enhances public safety applications including computer-aided dispatch (CAD) and the 800MHz radio system. Radio and Technology is also responsible for records management for EMS and fire protection, and other E-technology, including public safety mobile software. The department's activities are closely aligned with the BCC Strategic Plan goals to Ensure Public Health, Safety, and Welfare and to Deliver First Class Services to the Public and Our Customers. For additional information, please visit Strategic Plan Alignment Strategy Ensure Public Health, Safety, and Welfare Doing Things Ensure timely answering of calls Ensure effective emergency medical responses for the health, safety, and welfare of the public and our customers 2.1 Provide planning, coordination, and protection for a safe and secure community Maintain countywide radio, CAD, and system used by public safety and non-public safety agencies Improve the number of patients with a return of spontaneous circulation after suffering an out of hospital cardiac arrest Deliver First Class Services to the Public and Our Customers 5.2 Be responsible stewards of the public's resources 5.3 Ensure effective and efficient delivery of County services and support Performance Measures by Strategy Support fire department partners in water rescue, technical rescue, and logistics Provide medical pre-arrival instructions and dispatch of EMS and Fire Units Ensure compliance with all applicable laws and regulations through fiscal and operational audit processes Bill and collect over $50.0M for ambulance transportation services Manage ambulance revenue collection processes to ensure efficiency Monitor quality assurance of Emergency Medical Dispatch and Emergency Fire Dispatch for performance maintenance and improvement FY16 Actual FY17 Projection Target 2.1 Provide planning, coordination, and protection for a safe and secure community 91% 91% 93% Percent of 911 calls answered within 10 seconds 91% 91% 93% Percent of 911 calls processed within 90 seconds 90% 90% 90% Percent of Advanced Life Support (ALS) First Response times within 7.5 minutes 93.3% 93.0% 93.0% Percent of ambulance response times within 10 minutes 92.5% 93.0% 93.0% Percent of cardiac patients with pulsatile rhythms upon delivery to a hospital 29.8% 30.0% 31.0% Radio, computer-aided dispatch (CAD), and 911 telephone system uptime % % % 5.2 Be responsible stewards of the public's resources 8.9% 8.8% 8.8% Cost to collect ambulance revenue 8.9% 8.8% 8.8% Percent of net collection for ambulance charges 65.2% 66.0% 67.0% 5.3 Ensure effective and efficient delivery of County services and support 97.7% 98.0% 98.0% Pinellas County, Florida D-99 Adopted

100 Safety and Emergency Services Percent of Emergency Medical/Fire Dispatch quality assurance metrics meeting or exceeding accreditation compliance standards 97.7% 98.0% 98.0% Accomplishments: In continuing efforts to ensure public health, safety, and welfare, while also being fiscally responsible, the Pinellas County Department of Safety and Emergency Services (SES) has enhanced efforts to protect and secure the welfare of our communities. The Regional center added 15 public safety operators to help meet growing demands as call volume has continued to increase for the center. Over 1.0 million calls are processed annually. In addition, network and equipment upgrades for Next Generation (NG9-1-1) were completed, preparing the County to meet requirements for text-to in. The Regional Center is also continuing its successful consolidation with the Pinellas County Sheriff's Office by creating and becoming the primary Public Safety Answering Point (PSAP) in Pinellas County where calls are answered. Emergency Medical Services (EMS) and Fire have added many substantial improvements to the asset profile of the first responder community. These improvements include an investment in bullet resistant vests and helmets that will allow first responder fire and medical rescue teams to respond sooner and closer to hostile situations; the addition of three Marine Rescue watercraft; the additions of rapid diver equipment and Forward Looking Infrared (FLIR) tools; and Water Extrication and Hazardous Materials trainings. Ambulance Services has added clinical programs such as the "Direct to Cath Lab" protocol based on the American Heart Association's PreAct-STEMI (ST-Elevation Myocardial Infarction) project. This protocol continues to improve overall health outcomes related to strokes and sudden cardiac arrests. Sophisticated simulation training mannequins have been added to the continuing education program for paramedics and EMTs. The Sunstar ambulance fleet added 10 Basic Life Support ambulances and managed increased call volume of emergency and scheduled medical transports. The Ambulance Billing Program added processing efficiencies to improve revenues. Radio and Technology has constructed new hurricane rated radio towers to facilitate communications between various agencies and departments during a major storm event. Radio and Technology has also launched the Motorola Wide Area Voice Exchange (WAVE) System for the Public Safety Radio System which provides an option for Command Staff to access work group emergency communications via smartphone. Analysis: Pinellas County, Florida D-100 Adopted

101 Safety and Emergency Services The Safety and Emergency Services Department's resources and requirements total $170.6M for, an increase of $7.6M or 4.7% over the. Total requirements include expenditures of $143.0M and reserves of $27.6M. While requirements increased overall, expenditures increased by $11.3M or 8.6%, and reserves decreased by $3.7M or 11.9%. ed revenue for totals $124.5M, a $7.6M or 6.5% increase over FY17. General support for Regional 9-1-1, Radio & Technology, and Fire Regional Services totals $9.8M for, a $1.5M or 18.2% increase over FY17. Total General support includes the transfer of $3.7M to the Emergency Communications System, which is an increase of $836,500 or 28.8% over the amount transferred in FY17. EMS accounts for $148.1M, or 86.8% of the department's total requirements, with a net increase of $6.5M or 4.6% over FY17. The majority of this increase is in the Sunstar ambulance contract ($4.0M or 8.0%) based on the continued increases in ambulance transports in FY16 and FY17. Another contributing factor to the increases within EMS is the First Responder program and their contracts with 18 fire departments which increased by $5.0M or 9.5% over FY17. Personal Services expense increased by $142,640, or 3.3% over FY17. EMS revenue totals $115.7M for, an increase of $6.9M or 6.3% over FY17. The increase reflects $4.4M in additional tax proceeds from growth in taxable property values, $2.1M in ambulance service fees due to growth in transport activity, and some fee increases. Regional accounts for $15.7M, or 9.2% of the department's total requirements, with an increase of $833,410 or 5.9% over FY17. The majority of this increase is from the implementation of the second phase of increasing staff levels in the Call Center. This phase added 18 call center positions (18.0 FTE) which include 16 call takers and 2 supervisors. The Center's call load has been increasing for several years and has now reached over 1.0 million calls answered per year. This increase in call volume has led to an increased amount of overtime and strain on the staff and highlighted the need to increase the Regional staffing level. This addition of telecommunicators is projected to offset overtime budgets and align with the Strategic Plan goal to Ensure Public Health, Safety and Welfare. Fire Regional Services accounts for $975,460, or 0.6% of the department's total requirements, with an increase of $130,770 or 15.5% over FY17. The increase is primarily attributed to the addition of needed capital equipment related to working with hazardous materials. Radio & Technology accounts for $3.7M, or 2.2% of the department's total requirements, with an increase of $661,680 or 21.5% from FY17. This is due to an increased allocation of the Motorola Maintenance contract into Radio and Technology. There is no change in service level. Pinellas County, Florida D-101 Adopted

102 Safety and Emergency Services Department Summary Department Summary Expenditures by Program Program EMS Ambulance 55,946,078 58,565,730 63,051,110 EMS First Responders 49,671,569 52,671,940 57,664,660 Fire - Regional Services 614, , ,460 Property Appraiser 0 500, ,450 Radio & Technology 2,720,889 3,081,950 3,743,630 Regional ,831,207 14,870,360 15,753,770 Reserves 0 31,287,500 27,576,850 Tax Collector 0 1,146,760 1,263,480 Total Expenditures $120,783,804 $162,969,010 $170,564,410 Expenditures by General 6,494,801 8,288,690 9,794,530 Emergency Medical Service 105,617, ,600, ,099,460 Intergovernmental Radio Communication 665, , ,730 Emergency Communications 911 System 8,005,975 12,351,610 11,908,690 Total Expenditures $120,783,804 $162,969,010 $170,564,410 Pinellas County, Florida D-102 Adopted

103 Personnel Summary by Program and Safety and Emergency Services Program FY17 Adopted EMS Ambulance Emergency Medical Service EMS First Responders Emergency Medical Service Fire - Regional Services General Radio & Technology General Regional 911 General Regional 911 Emergency Communications 911 System Total FTEs (Full-Time Equivalent Positions) by Program EMS Ambulance Public Hearing 1 EMS Ambulance The EMS Ambulance program that operates under the County's tradename of Sunstar contracts with one ambulance provider for all ambulance transportation to include emergencies, non-emergencies, critical care and mental health ambulance transports. Program support includes Medical Direction, Continuing Medical Education (CME), EMS Administration and Medical Supplies. Ambulance Billing & Financial Services Division accounts for the billing and collection of fees for ambulance services. The staff follow all industry standards and government regulations in submitting charges for payment from Medicare, Medicaid, commercial insurance, hospitals, skilled nursing facilities, automobile insurance, hospice, and other payers and uninsured patients. First Care Membership is offered to help citizens defray cost of ambulance transports not covered by insurance. Ambulance billing services annually generate over $50M in revenue. The division also serves as the central point of coordination for budget development, management, and financial oversight of the Safety and Emergency Services department. Summary Emergency Medical Service 55,946,078 58,565,730 63,051,110 Program Total $55,946,078 $58,565,730 $63,051,110 FTEs (Full Time Equivalent Positions) EMS First Responders Public Hearing 1 EMS First Responders This program, funded from the countywide EMS millage, accounts for the cost associated with providing First Response to EMS calls. The County contracts with eighteen (18) city and independent fire departments that operate Advanced Life Support (ALS) First Responder Units. ing is utilized for Firefighter/Paramedic salary/benefits, EMS equipment and vehicles. Program support includes Medical Direction, Continuing Medical Education (CME), EMS Administration and Medical Supplies. Summary Pinellas County, Florida D-103 Adopted

104 Safety and Emergency Services EMS First Responders Public Hearing 1 Emergency Medical Service 49,671,569 52,671,940 57,664,660 Program Total $49,671,569 $52,671,940 $57,664,660 FTEs (Full Time Equivalent Positions) Fire - Regional Services Public Hearing 1 Fire - Regional Services This program provides for fire protection services in the 12 unincorporated fire districts and administrative oversight for the countywide hazardous materials, water rescue, and technical rescue response teams. The teams are comprised of specialty trained firefighters from designated fire departments. The salaries for all team members are paid by their respective departments. This program supports specialized training, equipment and vehicles. Summary General 614, , ,460 Program Total $614,061 $844,690 $975,460 FTEs (Full Time Equivalent Positions) Property Appraiser Public Hearing 1 Property Appraiser The Property Appraiser is responsible for placing a fair and equitable just/market value on all property in Pinellas County, for the purpose of providing taxable values to the Taxing Authorities for their property tax levies. The Property Appraiser also administers any tax exemptions granted by statute such as permanent resident's Homestead Exemption, Portability, Seniors, Widows and Disabled exemptions, etc. Summary Emergency Medical Service 0 500, ,450 Program Total $0 $500,080 $535,450 Radio & Technology Public Hearing 1 Radio & Technology This program provides management and administration of the countywide intergovernmental radio and data system used for public safety communication and incident response throughout the County. The radio and data systems also support non-public safety use by Pinellas County, the City of St. Petersburg, Pinellas Suncoast Transit Authority (PSTA), the Pinellas County School District and various regional partners. The radio system is supported by towers and equipment at 10 sites, and there are over 10,000 users operating on the system from more than 80 agencies. The program also provides a secure, countywide computer network connecting 70 remote sites to the Regional Center (60 fire stations, Sunstar, seven administrative facilities and sub-emergency Operation Centers and two Law Enforcement Communications Centers). The County also owns and operates an EMS/Fire CAD system used in the Regional Center and wireless dispatch software operating on over 285 mobile data computers in EMS/Fire and command staff vehicles. Summary General 2,055,508 2,416,550 3,036,790 Pinellas County, Florida D-104 Adopted

105 Safety and Emergency Services Radio & Technology Public Hearing 1 Intergovernmental Radio Communication 665, , ,840 Program Total $2,720,889 $3,081,950 $3,743,630 FTEs (Full Time Equivalent Positions) Regional 911 Public Hearing 1 Regional 911 This program is responsible for the 24/7 operations of the countywide emergency communications call center. The center's 911 Telecommunicators answer all 911 calls within Pinellas County. Additionally, they dispatch EMS and Fire units for the 18 Fire Departments throughout the County. The 911 Telecommunicators also process all 911 and 10 digit emergency and administrative calls for the Sheriff's Office and cities contracting for service from the Sheriff. The 911 calls for the five (5) cities outside of the Sheriff's Office jurisdiction are transferred to their police departments for processing and dispatch. In addition, the division provides management and administration of the countywide 911 communications system, including 911 phone and recording equipment and the County's 911 network at the Primary Public Safety Answering Point (PSAP), as well as five (5) Secondary PSAPs. Summary General 3,825,232 5,027,450 5,782,280 Emergency Communications 911 System 8,005,975 9,842,910 9,971,490 Program Total $11,831,207 $14,870,360 $15,753,770 FTEs (Full Time Equivalent Positions) Reserves Public Hearing 1 Reserves Oversees the management and allocation of the County's financial reserves. Summary Emergency Medical Service 0 28,715,600 25,584,760 Intergovernmental Radio Communication 0 63,200 54,890 Emergency Communications 911 System 0 2,508,700 1,937,200 Program Total $0 $31,287,500 $27,576,850 Tax Collector Public Hearing 1 Tax Collector The Tax Collector bills, collects and distributes all taxes for the County, Municipalities, Tourist Development Council, School Board, and taxing districts - including the sales tax on vehicles, vessels, and mobile homes. This office also collects delinquent taxes and sells certificates for unpaid taxes. As the agent for state government, the Tax Collector issues licenses and titles for cars, trucks, boats, and mobile homes, collects fees for fishing and hunting licenses, issues Drivers Licenses and Birth Certificates, processes applications for Concealed Weapons Licenses, and makes application for voter identification cards. Summary Emergency Medical Service 0 1,146,760 1,263,480 Pinellas County, Florida D-105 Adopted

106 Tax Collector Public Hearing 1 Safety and Emergency Services Program Total $0 $1,146,760 $1,263,480 Pinellas County, Florida D-106 Adopted

107 Solid Waste Description: Pinellas County Solid Waste (SW) provides safe and environmentally sound integrated solid waste services to all citizens of Pinellas County. These services emphasize public awareness and communication that enable citizens to make educated choices concerning responsible management of their solid waste. In support of that mission, SW operates the landfill, the Waste-to-Energy (WTE) plant, household hazardous waste collection, waste reduction, and other solid waste management related functions. These responsibilities primarily support the Board of County Commissioners strategic goals to Practice Superior Environmental Stewardship and Deliver First Class Services to the Public and Our Customers. For additional information, please visit Strategic Plan Alignment Strategy Doing Things Practice Superior Environmental Stewardship Maximize the amount of waste processed for energy recovery 3.1 Implement "green" technologies and practices where practical Reduce dependence on fossil fuels 3.3 Protect and improve the quality of our water, air, and other natural resources 3.4 Reduce/reuse/recycle resources including energy, water, and solid waste Eliminate offsite discharge of combined stormwater / leachate Reduce the amount of hazardous waste disposed with solid waste Increase the amount of material that is recycled Extend the life of the landfill Increase power generation Deliver First Class Services to the Public and Our Customers 5.1 Maximize partner relationships and Leverage educational outreach opportunities regarding Solid Waste public outreach services 5.4 Strive to exceed customer Maintain Tipping Fee at a rate less than surrounding counties expectations Performance Measures by Strategy FY16 FY17 Actual Projection Target 3.1 Implement "green" technologies and practices where practical Barrels of fossil fuel saved through use of electric vehicles Percent of available waste processed in Waste-to-Energy (WTE) facility 82.0% 80.0% 90.0% 3.3 Protect and improve the quality of our water, air, and other natural resources 84.6M 107.5M 0 Gallons of untreated water discharged off-site 84.6M 107.5M 0 Percent of small quantity generator inspections completed 95.0% 110.0% 100.0% Tons of material collected at Household Electronics and Chemical Collection Center (HEC3)* 1,622 1, Reduce/reuse/recycle resources including energy, water, and solid waste Electricity generation (kwh/ton) Recycling rate** 89.0% 82.0% 75.0% Tons of materials recovered for recycling from solid waste received at facility (pre and post combustion) 36,201 32,000 30,000 Waste-to-Energy (WTE) facility availability (percent of time WTE is operating) 76.0% 79.0% 90.0% Waste-to-Energy (WTE) Rolling MW Capacity Factor (quantity of electricity generated as a ratio against the contractual requirement) 80.0% 85.0% 80.0% 5.1 Maximize partner relationships and public outreach 1,300 1,200 1,200 Number of participants in tours and presentations 1,300 1,200 1, Ensure effective and efficient delivery of County services and support 63.6% 63.6% 90.0% Tipping Fee as a percentage of average tipping fees for adjacent counties (Pasco, Hillsbrough, and Manatee) 63.6% 63.6% 90.0% Pinellas County, Florida D-107 Adopted

108 Solid Waste * Target does not include electronics **Percent of total waste that is recycled or used for energy recovery; Reported 1 year in arrears Accomplishments: The Solid Waste Business Waste Assessment team educates county businesses on the proper management of solid and hazardous waste as required by the Florida Department of Environmental Protection (FDEP), but also includes education on waste reduction and recycling opportunities to add value to the department audits. This helps prevent prohibited wastes from coming to Solid Waste that could negatively impact site water quality or air emissions. Over 1,400 businesses were educated in Partnerships with other County departments have been developed over the past two years to share information and resources, as well as to maximize the efficiency of services (i.e., partnering on-site visits to minimize the impact to the businesses). Solid Waste (SW), in partnership with Mosquito Control, hosted the first Tire Amnesty Day on January 21, This idea was prompted by concerns about the Zika virus and other mosquito borne diseases. SW hosted the event at multiple locations throughout the County and accepted the tires at no charge. SW was able to obtain an FDEP grant to offset some of the costs. A team including SW, Mosquito Control, Traffic Engineering, Parks and Conservation Resources, Marketing and Communication, and the City of St. Petersburg planned and executed this event. The event was well received by the public, and SW collected 1,668 tires. Based on this success, SW and Public Works will continue to hold semi-annual tire collection events. In February 2017, SW held the First Annual Eco Fun Festival. SW had almost 2,000 attendees at the event and worked closely with Risk Management, Purchasing, Public Works, and Marketing and Communications in its planning. Eco Fun Fest is a celebration of SW's accomplishments and lets people learn more about SW. It included site tours, environmental education, Touch-A-Truck, and exhibitors involved in environmentally sustainable programs. Pinellas County's Artificial Reef Construction Program includes 13 offshore and 29 inshore reefs. Based on the consistent success of the program, both in actual reef construction and in promotion, the U.S. Fish and Wildlife Service (FWS) awarded the County a grant for $100,000. The County placed 2,000 tons of material, reusing this material to create a new area of reef. Reefs promote tourism (fishing and diving) and help support and grow a healthy marine ecosystem. The recreational fishing and diving that reefs provide contribute a positive impact to the local economy. Prior to 2016, SW had three inbound scales and one outbound scale. In 2016, SW converted one of the inbound scales to unattended operation with the ability to switch back to attended operation as needed. Processing for automated transactions is faster than manual transactions, which reduces wait time for customers. With the popularity of this program, and the challenges associated with switching between attended and unattended operations, another fully automated inbound scale opened in January This expanded service and further reduced wait times with no additional staffing required. It also provides flexibility and redundancy for periods when a scale must be shut down for maintenance. SW has recently added another exit scale to reduce wait time for customers that have to reweigh on their way out of the facility. Lines at the exit scale can impact the overall flow of traffic within and exiting the site. Analysis: Pinellas County, Florida D-108 Adopted

109 Solid Waste The Solid Waste (SW) for reflects an increase of $30.1M or 17.5% over the. Technical Recovery Program (TRP) project expenses at the Waste to Energy (WTE) facility reflect an increase of $5.0M in Contract Services. As these TRP projects are completed, they help maximize the amount of waste processed for energy recovery and increase power generation by optimizing WTE facility efficiency. This allows SW to improve upon its implementation of "green" technologies and practices. Chemicals and the aggregated remainder of Contract Services reflect a decrease of $1.9M. WTE chemicals will be purchased via the WTE facility operator's contract rather than directly by the County. Cost reductions will result due to the operator's ability to obtain sales tax exemption on these pass-through chemical purchases. Additionally, SW has refined its chemicals estimating which allows for lower a budget request. Also, the Industrial Water Treatment Facility chemical usage has declined due to optimized treatment processes. Reduced chemical usage and cost savings allow SW to be responsible stewards of the public's resources. Capital Outlay expenditures reflect a decrease of $1.2M. FY17 included significant purchases of equipment for implementation of the Bulky Waste initiative (processing large items such as boats, hot tubs, mattresses, etc.). These equipment purchases are not required again in. General Consulting reflects an increase of $958,800 due primarily to costs associated with consulting services for development of a new Solid Waste Master Plan. Additional consulting support is also included for evaluation and development of programs for enhanced metals recovery and ash recycling, organics recycling, improved onsite water management, and further evaluation of the condition and potential for redevelopment of the Toytown landfill. The Master Plan and its ultimate outcomes allow SW to implement "green" technologies and practices where practical as well as reduce/reuse/recycle resources. Utility Services-Municipal Water & Sewer reflects an increase of $515,060 primarily due to increased sewer discharges at Toytown, but also coupled with higher than anticipated discharges from the WTE facility. WTE facility discharges will return to historical levels as TRP projects are completed and boilers are cycled less frequently. An assessment is being performed to evaluate options for reducing leachate generation at Toytown. Personal Services reflects an increase of $451,400. This is due to full year impacts of 2.0 FY17 FTE additions, as well as anticipated increases in benefits costs. Operating reserves reflect an increase of $26.3M. Maintaining a healthy reserve allows SW to be responsible stewards of the public's resources. All remaining expenses reflect an increase of $25,260 across various accounts in support of departmental operations. The budget also reflects the impacts of the FY17 reorganization within the department. The two programs known as "Landfill and Site Operations" and "Waste to Energy" were consolidated into one new program. The new program is "Site Operational Programs." The budget by program tables in the latter portion of this document reflect that consolidation in FY17 and. Pinellas County, Florida D-109 Adopted

110 Solid Waste Department Summary Department Summary Expenditures by Program Program Landfill and Site Operations 15,157, Waste to Energy 42,627, Site Operational Programs 0 69,529,750 73,894,810 Recycling & Education Programs 4,398,661 6,367,280 5,846,810 Reserves 0 65,828,830 92,112,190 Transfers 25,000,000 30,000,000 30,000,000 Total Expenditures $87,183,314 $171,725,860 $201,853,810 Expenditures by Solid Waste Revenue & Operating 86,563, ,837, ,146,340 Solid Waste Renewal & Replacement 619,518 1,887, ,470 Total Expenditures $87,183,314 $171,725,860 $201,853,810 Personnel Summary by Program and Pinellas County, Florida D-110 Adopted

111 Solid Waste Program FY17 Adopted Site Operational Programs Solid Waste Revenue & Operating Recycling & Education Programs Solid Waste Revenue & Operating Total FTEs (Full-Time Equivalent Positions) by Program Landfill and Site Operations Public Hearing 1 Landfill and Site Operations Landfill contract management, permitting & monitoring / reporting, site maintenance, hauler licensing, emergency planning / debris, and managing the Lealman Collection District (MSBU funded). Summary Solid Waste Revenue & Operating 14,693, Solid Waste Renewal & Replacement 463, Program Total $15,157,115 $0 $0 Waste to Energy Public Hearing 1 Waste to Energy Waste-to-Energy contract management, operations monitoring, permitting, monitoring reporting, and operation of the water treatment plant. Summary Solid Waste Revenue & Operating 42,627, Program Total $42,627,539 $0 $0 Site Operational Programs Public Hearing 1 Site Operational Programs Management of solid waste collection and disposal operations, facilities, and contracts, in compliance with application permits and regulations. Summary Solid Waste Revenue & Operating 0 67,726,850 73,472,910 Solid Waste Renewal & Replacement 0 1,802, ,900 Program Total $0 $69,529,750 $73,894,810 FTEs (Full Time Equivalent Positions) Recycling & Education Programs Public Hearing 1 Recycling & Education Programs Pinellas County, Florida D-111 Adopted

112 Recycling & Education Programs Public Hearing 1 Solid Waste Education / outreach, Household Electronics and Chemical Collection Center (HEC3) & mobile collections, various recycling programs, small quantity generator inspections, and reef construction. Summary Solid Waste Revenue & Operating 4,242,778 6,282,280 5,561,240 Solid Waste Renewal & Replacement 155,883 85, ,570 Program Total $4,398,661 $6,367,280 $5,846,810 FTEs (Full Time Equivalent Positions) Reserves Public Hearing 1 Reserves Oversees the management and allocation of the County's financial reserves. Summary Solid Waste Revenue & Operating 0 65,828,830 92,112,190 Program Total $0 $65,828,830 $92,112,190 Transfers Public Hearing 1 Transfers Oversees the transfer of intra- and intergovernmental funds. Summary Solid Waste Revenue & Operating 25,000,000 30,000,000 30,000,000 Program Total $25,000,000 $30,000,000 $30,000,000 Pinellas County, Florida D-112 Adopted

113 Utilities Description: The Pinellas County Utilities Department delivers clean drinking water, collects and treats wastewater, and delivers reclaimed water for public irrigation use to customers within the designated service areas of the County. The department manages the water and wastewater treatment facility operations; the water quality monitoring and laboratory functions, including the Industrial Pretreatment Program and Grease Management Program; the operation and maintenance of the distribution, collection and transmission systems; and capital improvement projects for utilities infrastructure. This department also enforces watering restrictions and provides educational programs to the general public. These responsibilities primarily support the Board of County Commissioners strategic goals to Practice Superior Environmental Stewardship and Deliver First Class Services to the Public and our Customers. The Utilities Department is organized into five divisions: Plant Operations, Maintenance, Water Quality, Engineering, and Customer Service. All of the Water and Sewer funds are enterprise funds and are committed solely to support their particular functions. For additional information, please visit Strategic Plan Alignment Strategy Doing Things Create a Quality Workforce in a Positive, Supportive Organization 1.3 Make workforce safety and wellness Increase driver safety through use of Mobile Assets Performance a priority System (MAPS) Practice Superior Environmental Stewardship Ensure delivery of safe drinking water 3.3 Protect and improve the quality of our water, air, and other natural resources Protect surface water quality by maintaining low number and low impact of sanitary sewer overflows 3.4 Reduce/reuse/recycle resources including energy, water, and solid waste Partner with Tampa Bay Water and others to evaluate reclaimed and reuse water strategies Produce fertilizer from wastewater treatment facility biosolids Foster Continual Economic Growth and Vitality 4.4 Invest in infrastructure to meet Rehabilitate and replace aging infrastructure current and future needs Deliver First Class Services to the Public and Our Customers 5.1 Maximize partner relationships and Partner with Tampa Bay Water on potable water quality public outreach public outreach campaigns 5.3 Ensure effective and efficient delivery of County services and support Maintain a high level of meter reading accuracy Reduce the number of water and sewer service disruptions Continue to expand communication channels (Live Chat, Doing Things App, call routing, and other social media channels) Performance Measures by Strategy FY16 Actual FY17 Projection Target 3.3 Protect and improve the quality of our water, air, and other natural resources 100% 100% 100% Percent of regulatory requirements met 100% 100% 100% Volume of Sanitary Sewer Overflows (SSOs) (million gallons per 100 miles of sewer mains)* N/A 74, Reduce/reuse/recycle resources including energy, water, and solid waste Number of gallons of water consumption per capita per day Percent of biosolids converted to pellets for use as fertilizer 100% 99% 100% Percent of reclaimed water beneficially reused 100% 100% 100% 5.2 Be responsible stewards of the public's resources $187,492 $210,000 $210,000 Natural gas cost savings from use of bio-gas $187,492 $210,000 $210,000 Total cost per thousand gallons to collect, treat, and dispose of wastewater $6.26 $8.66 $9.87 Pinellas County, Florida D-113 Adopted

114 Utilities Total cost per thousand gallons to purchase, treat, and distribute potable water $4.48 $4.67 $ Ensure effective and efficient delivery of County services and support < 20 Water Main breaks (number of breaks per 100 miles of pipe including transmission, distribution, and service lines) < 20 Water service customer disruptions (number of "no water" and "shut downs" per 1,000 customers) < 2.88 *Revised Formula in FY17= total volume of Sewer Overflows per 100 miles of collection pipeline (1,521 miles) Accomplishments: The William E. Dunn Water Reclamation Facility (WRF) was awarded the 2016 Florida Water and Pollution Control Operators Association (FWPCOA) Facility Excellence Award. The award is given to facilities that provide outstanding service to the community through a superior track record of operation, safety, dedication to professionalism, and continuing education. The Pinellas County Board of County Commissioners formed the Wastewater/Stormwater Task Force as a joint initiative comprised of state and county officials, 17 municipal leaders, seven local agency leaders, and three private utility systems as well as staff representatives who serve on a Technical Working Group. The goals of this task force are to avoid and mitigate spills, overflows and release of sewage into the environment, particularly water bodies; increase capacity and resiliency of collective sewer system and wastewater treatment infrastructure; and seek opportunities to address drainage and stormwater issues that impact the sewer system. The Utilities Laboratory continues to maintain the status of a nationally certified laboratory (National Environmental Laboratory Accreditation (NELAC) through Florida Department of Health) that provides high quality analysis to Utilities operations as well as other departments and several cities in Pinellas County. In addition, the laboratory partners with the Centers for Disease Control and Prevention, the Water Environment Federation, and several academic institutions to conduct leading edge research. Utilities continues to provide education and outreach programs through facility tours, Pinellas County School's STEM summer camps, Pinellas County School's College & Career Fair, the St. Petersburg College Job Fair, and the St. Petersburg Science Festival. As a result of water system enhancements implemented over the past two years, the department has reduced energy consumption and related costs by more than $0.5M while continuing to improve water quality delivered to customers. The department has also continued to produce fertilizer from biosolids, thereby beneficially reusing 100.0% of all biosolids from the two treatment facilities. Using capital improvement funds, Utilities is investing in improvements and upgrades at the water and wastewater treatment facilities along with replacing and rehabilitating aging infrastructure. Analysis: Pinellas County, Florida D-114 Adopted

115 Utilities The Utilities Department reflects an increase of $17.4M or 7.8% as compared with the. For, there is a $2.0M (6.4%) increase in Personal Services attributable to cost increases for wages and employee benefits as well as new positions. The remaining key budget changes are detailed in the following paragraphs. Intergovernmental Charges are increasing $3.0M for such services as risk/insurance, information technology, and fleet maintenance. General Consulting reflects an increase of $4.5M for various consulting projects and studies, primarily driven by the findings of the Wastewater/Stormwater Task Force. These include flow monitoring to identify areas affected by inflow and infiltration (I&I), modeling of the wastewater service area to identify capacity issues, and assessing force main air release valve conditions for needed replacements. Implementing these projects assists the department in ensuring effective and efficient delivery of County services and support, in alignment with the County's strategic plan. Communication Services are decreasing by $272,950 primarily due to discontinuing the use of microwave towers and moving to more cost-efficient cellular networks. Regional Water Purchase expenditures are increasing by $2.1M due to the higher volume of wholesale water being purchased, offset by increased revenue received from water sales to the City of Clearwater. Chemicals reflect a decrease of $771,760 and Electric Power is down $1.1M, both due to efficiencies realized through facility upgrades and optimization studies. Other Operating Expenses reflect an increase of $432,990 to address career ladder training for personnel as well as the repair and maintenance of department assets. Capital Outlay reflects a decrease of $662,170 as there are no expected impact fee expenditures like those incurred in the prior year. Operating Reserves reflect an increase of $4.7M and Transfers to Other s are up $3.6M. Maintaining a healthy reserve allows the Utilities Department to invest in infrastructure to meet current and future needs. Staffing within the Utilities Department reflects an increase of 9.7 FTE, totaling positions in. The Utilities Engineering Division comprises four of these new positions, added to implement studies and address projects recommended by the Wastewater/Stormwater Task Force mentioned above. Plant Operations reflects an increase of one new Electrical/Mechanical Technician, one new Electronic Equipment Technician, and one Water Plant Operator Trainee, all to ensure an increase in level of service. A Customer Services Division Director was added as part of the realignment of the Customer Service section and the Field Services section. An additional position is also being added to backfill the position left vacant by the core team member on the Enterprise Asset Management Team. For succession management purposes, the Water Quality Division is temporarily increasing staff by 0.7 FTE due to the upcoming retirement of a project coordinator. Pinellas County, Florida D-115 Adopted

116 Utilities Department Summary Department Summary Expenditures by Program Program Debt Service 14,380,256 14,310,100 14,629,330 Landfill and Site Operations 662, Site Operational Programs 0 815, ,210 Refunds Reserves 0 34,017,810 38,729,620 Sewer 42,052,124 46,886,700 53,070,270 Transfers 58,060,410 54,498,840 58,116,990 Water 68,544,037 73,770,550 76,361,520 Total Expenditures $183,699,987 $224,299,140 $241,693,940 Expenditures by Solid Waste Revenue & Operating 662, , ,460 Solid Waste Renewal & Replacement 32 42,000 71,750 Sewer Revenue & Operating 74,943,741 90,690, ,349,790 Sewer Renewal & Replacement 3,088,943 1,971,330 2,143,530 Sewer Interest & Sinking 14,380,256 15,511,210 15,830,460 Pinellas County, Florida D-116 Adopted