2 0 1 4 ANNUAL REPOR T
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2014 SARASOTA COUNTY ANNUAL REPORT
Provide Excellent Service
Encourage Economic Growth
Promote Quality of Life
Maintain and Enhance Existing Infrastructure
$ Ensure Fiscal Sustainability
Plan for Positive Development and Redevelopment
Be Environmental Stewards
Cultivate an Innovative Organization
How our strategic planning impacts you. Sarasota County’s strategic planning model is comprised of three main components. Our PRINCIPLES are the lens we look through when creating strategy for the future. Management infuses our principles into the culture while providing leadership and accountability to carry out our goals and objectives and achieve results. Our PEOPLE are at the heart of what makes the model work. Sarasota County is dedicated to creating a culture that is built on being responsive, offering solutions, actively communicating and thinking as a team. The PLANNING CYCLE reinforces our strategic approach throughout the year. Leveraging the budget cycle reinforces strategic planning activities at the enterprise level. To complement these organizational efforts, county departments support strategic planning efforts monthly and quarterly through data tracking and reporting to highlight accomplishments.
Being simple is at the core of our strategic thinking. We are focused on being succinct and clear in our approaches while encouraging incremental innovation that can stand the test of time. Our planning efforts are designed to be practical while providing meaning to the organization, the Sarasota County Commission and the community. In 2014, Sarasota County used this strategic planning process to develop the following eight goals. These goals have enabled the county to set priorities and demonstrate progress.
• Encourage
Economic Growth Develop long-term strategies that grow the economic viability of Sarasota County.
Fiscal Sustainability • Ensure Proactively address financial challenges to ensure a healthy business model.
Excellent Service • Provide
Focus on providing quality, accurate and timely service.
• Plan for Positive
Development and Redevelopment Create an environment that supports ideal growth.
• Promote Quality of Life
Ensure a premier standard of quality of life for all Sarasota County residents and visitors.
• Be Environmental Stewards Establish a sustainable environmental standard for Sarasota County.
and Enhance • Maintain
Existing Infrastructure Invest in infrastructure that is the foundation for the future and supports all strategic goals.
• Cultivate an Innovative Organization
Progressively plan for the future by promoting a culture that encourages innovation and continuous improvement.
The Sarasota County 2014 Annual Report A l etter fro m t h e Co u n t y Admi n i s tra to r These goals (and their associated initiatives) were a significant element in the budget process in Fiscal Year 2014 (FY14). You can learn more about how the county developed these goals in a special section on the opposite page. Of the initiatives that were completed in 2014, the most significant was a completely revamped budget process that should reduce a forecasted General Fund gap of more than $23 million to our goal of $0 in Fiscal Year 2016. All departments were within targeted expenditure amounts in the last fiscal year, and we continue to monitor revenues and expenditures countywide on a monthly basis.
I am pleased to present the 2014 Sarasota County Annual Report, which highlights our most important projects, programs and initiatives of the past year. In 2014, Sarasota County crafted eight strategic goals and 66 major initiatives that have enabled us to set priorities and demonstrate progress over the course of several years. • Encourage economic growth • Ensure fiscal sustainability • Provide excellent service • Plan for positive development and redevelopment • Promote quality of life • Be environmental stewards • Maintain and enhance existing infrastructure • Cultivate an innovative organization
From a community perspective, unemployment in Sarasota County trended under national and Florida averages. There was an overall decrease to 5.8 percent in September 2014, translating to an increase of nearly 8,000 jobs compared to the prior year. As we look to 2015, every indicator suggests that the financial outlook continues to improve for Sarasota County. Within Sarasota County Government, the volume of work has increased in practically all areas of the organization. This is especially evident in areas that are impacted by an improving economy, such as planning and tourism. Managing demands on resources while responding to the improving economy has required us to continue to look for ways to increase efficiency, streamline decisionmaking and improve our ability to set priorities.
Our efforts have paid off. The most recent Citizen Survey reported high marks for the quality of life in Sarasota County. We saw high scores overall in satisfaction with county services, as well as noticeable increases in the area of responsiveness. These results are consistent with our focus on customer service. Over the past year, this organization has pulled together in a shared mission of service. Together we have completed major capital improvement projects. We have protected citizens and property, enriched people’s lives through community services, and are reaching more citizens than ever via social media platforms. Many of our employees, programs and services have been recognized at the state, national and even international level. Most important, we are busy maintaining and moving forward the business of Sarasota County. I hope you enjoy looking back on 2014. I welcome your suggestions and input for how we may best serve you in 2015.
Sincerely, Thomas A. Harmer County Administrator
1 www.scgov.net
In 2014, Sarasota County Area Transit received 127 compliments regarding services provided.
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2014 SARASOTA COUNTY ANNUAL REPORT
The 2014 Board of County Commissioners Your S a r a s o t a Co u n t y Co m mi ss i o n
left to right: Carolyn J. Mason, Charles D. Hines, Christine Robinson, Joseph A. Barbetta and Nora Patterson
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Sarasota County incorporated in 1921 and adopted a Home Rule Charter in 1971 in accordance with the state constitution and Florida law. The charter established a commission/county administrator form of government with five elected county commissioners acting as the county’s governing body. Commissioners are elected at-large for 4-year terms. They appoint a Chair and Vice Chair, who serve one calendar year.
The Chair presides at all meetings of the commission and is recognized as the head of the county for all ceremonial purposes. Commissioners appoint a County Administrator to act as the county’s chief administrative officer for all matters and operations under the commission’s authority, along with a County Attorney to serve as counsel.
DISTRICT 2
DISTRICT 1
Charles D. Hines
District 5 Chair
Christine Robinson District 3 Vice Chair
DISTRICT 4
Carolyn J. Mason District 1
Joseph A. Barbetta District 2
Nora Patterson District 4
DISTRICT 3
Paul Caragiulo
DISTRICT 5
Newly elected, 2014 District 2
Alan Maio
Newly elected, 2014 District 4
COUNTY BUILDINGS
Downtown Administration Center 1660 Ringling Blvd., Sarasota, FL 34236
R.L. Anderson Administration Center 4000 S. Tamiami Trail, Venice, FL 34293
Sarasota Operations Center 1001 Sarasota Center Blvd., Sarasota, FL 34240
3 www.scgov.net
93% of Citizen Survey respondents say they are somewhat or very satisfied with county services.
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2014 SARASOTA COUNTY ANNUAL REPORT
How your government works Struc tu red to e f f i c i e n t l y se r ve th e c it ize ns o f Sa r a so t a Co u n t y Charter Review Board
A Charter Review Board is responsible for review of changes to the County Charter. It is composed of 10 members, two from each commission district, who serve 4-year terms without compensation. Members are elected countywide. They may serve a maximum of two terms (or eight years) and operate independently of the county commission.
Sarasota County Commission
Five commissioners are elected countywide to serve 4-year terms, but each must live in a specific district. With the exception of emergency ordinances, the commission adopts new ordinances (laws) by affirmative vote of three members (growth issues require a super majority vote). The commission also makes decisions on any amendments to the Sarasota County Comprehensive Plan, which guides all policy.
Sarasota County, Florida
Thomas A. Harmer
County Administrator
Stephen E. Demarsh County Attorney
County Administrator and Attorney Sarasota County Employees
All employees under the county commission, with the exception of those in the Office of the County Attorney, report to the Administrator, who is responsible for hiring and dismissing employees.
941.861.5000
The county commission appoints only two employees: the County Administrator and the County Attorney. The Administrator is the chief administrative officer for the county and operates under the authority of the county commission.
VISION To be the premier community where people choose to live, work and play.
MISSION The Mission of Sarasota County Government is to be the most livable and best managed community in the country, providing quality services, programs, and facilities that reflect the goals of the community.
VALUES As Sarasota County employees, WE are committed to demonstrating each one of these values at all times. RESPECT WE demonstrate mutual respect through our professionalism, courtesy and appreciation for diversity. ACCOUNTABILITY WE are individually and collectively responsible for our actions as stewards of the public’s trust. INTEGRITY WE adhere to ethical principles, demonstrating mutual respect and conducting ourselves with honesty and sincerity. QUALITY WE take pride in providing quality public service with passion, innovation and excellence. TEAMWORK WE foster a collaborative environment that values creativity, sharing information and ideas, and working together to solve problems and accomplish goals. TRUST WE seek mutual purpose, honor commitments, and use our skills, knowledge and abilities in a way that builds confidence and loyalty.
ON • MIS SI VISI O
N
ALUE S •V
5 www.scgov.net
The value of new commercial permits granted for the first two quarters of FY14 was estimated at $58 million.
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2014 SARASOTA COUNTY ANNUAL REPORT
Your tax dollars at work Foc u s ing o n c a re f u l u se o f taxe s a nd r a te p aye r d o l l a r s Major Revenues in Fiscal Year 2014
Fiscal Year 2014 was a turning point in several areas of the county’s finances. (Sarasota County’s fiscal year runs from Oct. 1 through Sept. 30.) It was the first year since FY08 that taxable property values increased, which resulted in a 4.1 percent increase to our largest source of general revenue, property taxes. This is what the county refers to as its General Fund. The overall “major revenues” shown here increased by $28.2 million (or 11 percent) from FY13. FY14 was also the first year since FY09 that non-bargaining employees received salary/merit increases.
Property Taxes (countywide)
941.861.5000
Half-Cent Sales Tax
$26,589,468
Impact Fees
$26,955,175
Gas Taxes
$16,287,984
FP&L Franchise Fee
$16,618,542
Tourist Development Tax
$17,050,460
Communications Services Tax
$10,764,661
General Fund. The utility system and services like stormwater and solid waste (garbage collection) operate like distinct businesses within the county. The revenues collected are restricted to their respective purposes. Other restricted revenues include the tourist development tax (a 5-percent levy on short-term/hotel stays), which must go to tourism-related expenditures such as construction of tourist-related facilities; promotion/advertising; and beach/shoreline maintenance.
4.1% 6
$33,612,008
Total
Governmental accounting rules and state laws require local governments to follow a unique set of accounting principles and concepts. By law, the county is required to separate restricted revenues from the General Fund. So, for example, if the county operates a utility system, revenue cannot be taken from customers’ water bill payments to fund the salaries of lifeguards, since that expenditure is paid through the
Infrastructure Sales Surtax
State Revenue Sharing
The charts on the following pages represent actual revenue and operating and capital expenditures for FY14. Operating expenditures are the ongoing costs of providing services and the maintenance and operation of facilities and infrastructure. Capital expenditures include the purchase of land, construction of buildings, major improvements and construction.
$133,660,095
The 1-percent infrastructure surtax (a voter-approved countywide sales tax), is restricted to funding capital projects like building/improving roads, parks, libraries, fire stations or a jail. Gas taxes are restricted to transportationrelated expenditures.
$8,769,270 $290,307,663
This means the county could pay for the construction of a library with infrastructure surtax revenues, but the ongoing operating costs would need to be paid by the General Fund. Sarasota County has adopted a formal reserve policy that covers 17 various designations. Two of these designations are within the county’s General Fund: a 75-day Contingency/ Emergency/Disaster Reserve that can be utilized in the event of an unforeseen disaster; and a 30-60 day Budget Stabilization and Economic Uncertainty Reserve that can be used in the event of an economic downturn where a decline of revenues is experienced. Sarasota County has been using the Budget Stabilization and Economic Uncertainty Reserve as intended in recent years to balance the General Fund budget.
FY14 was the first year since FY08 that TAXABLE PROPERTY VALUES INCREASED, which resulted in a 4.1-PERCENT INCREASE to our largest source of general revenue, property taxes — this while maintaining the second-lowest millage rate in Florida.
Sarasota County is funded through:
Sarasota County Millage Rate
5
TAXES • Ad Valorem (property taxes) • Infrastructure surtax • Tourist development tax • Communications services tax • Various fuel taxes
4 3
3.39
3.39
3.34
3.34
3.34
3.34
3.34
3.69
4.09
4.34
4.50
4.55
0
4.57
1
4.58
2
FY01 FY02 FY03 FY04 FY05 FY06 FY07 FY08 FY09 FY10 FY11 FY12 FY13 FY14
Millage Rate
Sarasota County’s FY14 millage rate was the second lowest in Florida (out of 67 counties). Other millage rates range from 3.1275 (Monroe) to 3.5938 (Collier County) and 4.8751 (Seminole County). The highest is 10.000 for several counties.
Millage Rates for Cities in Sarasota County City of Sarasota** = 3.5817
City of Venice = 3.3020
Town of Longboat Key = 2.1320
City of North Port = 3.4474
**(not including special districts run by the city)
PERMITS, FEES AND SPECIAL ASSESSMENTS • Fire and rescue assessments • Solid waste assessments
• Stormwater assessments • Electric franchise fees • Impact fees • Building permits
INTERGOVERNMENTAL • Federal Transit Administration grants • Court-related functions • State revenue sharing • Half-cent sales tax • Local 50-cent 911 charges • Community Development Block Grants CHARGES FOR SERVICES • Utility system charges • Solid Waste system charges • Ambulance charges • SCAT charges • Solid Waste system charges
7 www.scgov.net
For 24 consecutive years, the Office of Financial Management has received the Distinguished Budget Presentation Award from the Government Finance Officers Association.
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2014 SARASOTA COUNTY ANNUAL REPORT
Your tax dollars at work Foc u s ing o n c a re f u l u se o f taxe s a nd r a te p aye r d o l l a r s Capital Improvement Program Project Expenditures by CIP Category for Fiscal Year 2014
Total Operating Expenditures by Department for Fiscal Year 2014 Department
Amount
% of Total
CIP Category
Amount
Office of Financial Management
$51,952,119.65
9%
Community Redevelopment
Planning and Development Services
$19,900,838.79
3%
Economic Development
$221,819
Emergency Services
$81,629,224.15
14%
Emergency Communications
$835,104
$195,771,669.60
34%
Emergency Management
Health and Human Services
$22,831,423.45
4%
Environmental Protection
Human Resources
$55,197,921.12
10%
Enterprise Information Technology
$21,156,324.56
4%
$3,110,500.75
1%
Public Utilities
Communications Operations and Maintenance
$(908,708.38)
0%
Office of County Administrator
$1,777,725.39
0%
Economic Development
$2,412,888.27
0%
Sarasota County Area Transit (SCAT)
$27,546,364.65
5%
Libraries and Historical Resources
$10,751,586.62
2%
Parks, Recreation and Natural Resources
$22,787,492.51
4%
$1,071,987.28
0%
Transportation and Real Estate
$10,282,924.55
2%
Facilities and Fleet Management
$33,710,054.19
6%
Field Services
$8,933,295.38
2%
Capital Projects
$6,954,468.53
1%
$576,870,101.06
100%
UF/IFAS Extension
Total Expenditures
Total operating expenditures by department does not include elected officials.
$5,302,954
$10,573,567 $579,581
Fire and Rescue
$1,645,623
General Government
$3,349,439
Information Technology
$2,738,581
Libraries
$5,694,569
Natural Resources
$52,333
Navigable Waterways
$72,364
Neighborhoods Parks and Recreation Potable Water Reuse Water Solid Waste Stormwater Traffic Circulation Transit Services Wastewater Watershed Restoration Total
$3.4 million
$1,950,633 $26,722,219 $2,077,424 $88,087 $2,487,155 $5,941,385 $32,375,405 $8,247,778 $13,639,300 $1,978,474 $126,623,794
Proceeds from the infrastructure sales surtax bonds have been used to take advantage of a low-interest rate environment. This has resulted in $3.4 MILLION IN NET PRESENT VALUE SAVINGS for Sarasota County.
8 941.861.5000
Planning and Development Services $7,833,168 • 6.2%
Public Works Transportation and Real Estate $32,375,405 • 25.6%
Public Works Facilities and Fleet Management $3,349,439 • 2.6%
Parks, Recreation and Natural Resources $26,896,916 • 21.2% Economic Development $221,819 • 0.2%
Libraries and Historical Resources $5,694,569 • 4.5%
Public Utilities $26,211,826 • 20.7%
Enterprise Information Technology $2,738,581 • 2.2%
AAA
Emergency Services $13,054,294 • 10.3%
Sarasota County earned AAA debt rating in 2014 In 2014, Sarasota County’s “AAA”debt rating was reaffirmed by Fitch Ratings, a global leader in credit ratings and research — $190 million in outstanding Utility System Revenue bonds were upgraded from “AA” to “AA+” rating, with a stable outlook by Fitch. Fitch also reaffirmed the county’s Infrastructure Sales Tax Revenue Bonds, Communications Services Tax Revenue Bonds, Five-Cent Local Option Fuel Tax Revenue Bonds, and Capital Improvement Revenue Bonds, all at a rating level of “AA+” with a stable outlook.
RATING
In September 2014, the Sarasota County Commission approved the issuance of Infrastructure Sales Surtax Bonds to take advantage of the lowinterest rate environment. Proceeds from those bonds have been used to advance refund portions of outstanding Infrastructure Sales Tax Revenue Bonds from 2008. This has resulted in $3.4 million in net present value savings for Sarasota County and freed up an additional $6.9 million in debt service reserves that would otherwise remain encumbered until the bonds mature in 2024.
Distinguished Budget Presentation Award In 2014, the Sarasota County Office of Financial Management once again received the Distinguished Budget Presentation Award for its FY14 budget. The award is the highest professional recognition in governmental budgeting and is presented by the Government Finance Officers Association (GFOA). The county has won the award for 24 consecutive years. Learn more about the Sarasota County budget at www.scgov.net/Finance.
2014 9 www.scgov.net
For all funds combined, our largest category of revenues is “charges for services” (44% of revenues) and the second largest source is “taxes” (29% of revenues).
HOW MAY WE HELP YOU? Sarasota County Area Transit (SCAT) $8,247,778 • 6.5%
2014 SARASOTA COUNTY ANNUAL REPORT
Ensure fiscal sustainability Foc u s ing o n c a re f u l u se o f t a xe s a n d r a te p aye r d o l l a r s Sarasota County’s budget includes costs for a wide range of services, such as operating a water/sewer utility system; building and maintaining infrastructure like roads and public facilities; managing a public transit system; and ensuring that fire and emergency services adequately protect the community. The budget comprises various other services such as the Sarasota County Sheriff’s Office, health and human services, lifeguards, parks and libraries. There are also departments that provide services internally (such as Human Resources, Enterprise Information Technology and Fleet Maintenance), but charge the user departments for their services.
For example, in 2014:
By far, the single largest general revenue for the county is property taxes, which remain 32 percent below 2007 levels due to reduced property values. Although these revenues have decreased, the county has reduced its costs while largely avoiding reductions in services. The county has been able to cut costs since 2007 by using technology, reducing staff, refinancing debt and combining or restructuring departments.
•
• Sarasota County gained efficiencies by integrating the planning and regulatory functions of Natural Resources into Planning and Development Services. The land acquisition and management functions were incorporated into Parks and Recreation. The reorganization resulted in a savings of $283,000.
•
•
• The University of Florida/Institute
of Food and Agricultural Science Sarasota County Extension (UF/IFAS) absorbed the Sustainability office to improve coordination, efficiency and impact. Public Works completed its second year of inventorying the county’s surplus property and began actively marketing and disposing of approved surplus property. Public
•
Works also began using a new software application that improved Field Services work planning. H uman Resources created a model to assess return on investments of health and wellness incentives, and expanded the role of health consultation services – reducing claims by $695,000. The County Administrator established an internal budget review and mid-year budget review to increase fiscal transparency and create a more seamless path to budget approval. The net collection rate for utilities was 99.78 percent in FY14.
In addition, Sarasota County’s budget includes a healthy reserve policy to address unforeseen circumstances, and the Sarasota County Commission continues to take a strategic approach to positioning the county for long-term financial sustainability.
62%
62 PERCENT OF ALL ITEMS BORROWED FROM of Sarasota County libraries were checked out via the self-check-out system (reducing staffing needs).
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Marilyn Nykiforuk’s greatest joy as a librarian is seeing the impact a library card can have on a young person’s life. As assistant manager of Selby Public Library, she’s seen first-hand how modernization at the county’s libraries is saving tax dollars through automated checkout, online services and the “book doctor” program that reduces the cost of replacing damaged books.
11 www.scgov.net
68,784.5 volunteer hours were logged from October through March for the departments of Parks, Libraries and Extension. This is equivalent to 66.14 full-time employees.
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2014 SARASOTA COUNTY ANNUAL REPORT
Encourage economic growth Co m p e t i t i ve i n c e n t i ve s to b ols te r l o c a l bu s i n e ss Sarasota County’s elected leadership recognizes that economic diversification is the key to sustaining our high quality of life. As a community, we’re investing in businesses to create value-added jobs, and over the past several years have executed more than $160 million in agreements to bring new business to the area. In partnership with the cities, the Economic Development Corporation (EDC) of Sarasota County and business leaders, Sarasota County has developed a menu of competitive incentives that retain small businesses and allow larger corporations to expand.
• The county partnered with EDC to
•
secure funding for Phase I of GrowFL/ SRQ, a low- to no-cost program that offers strategic consulting, research and peer counseling to targeted Florida companies. Ongoing economic development efforts include the Sarasota Means Action Response Team (SMART), a fast-track permitting system that allows targeted companies wishing to expand in or relocate to Sarasota County to develop a facility within a timeframe that is usually shorter than working through the system without special assistance.
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• The economic development ad
‘SEED’ money
valorem tax exemption program, available in unincorporated Sarasota County and the cities of Sarasota, Venice and North Port, authorizes the county and those respective cities’ commissions to grant qualifying businesses a property tax exemption of up to 100 percent for up to 10 years, on both real and tangible personal property.
This sporting life
In 2014, Nathan Benderson Park regattas and special events created an overall economic impact that was 27.5 percent higher than what sports tourism produced in 2013. The number of athletic tournaments rose by 44 percent, and the Baltimore Orioles alone contributed $59 million to the local economy. The county also embarked on a plan to create facilities to support the 2017 World Rowing Championships that will be held at Nathan Benderson Park.
15
Sarasota County is one of only two local governments designated by the state as a Sustainable Energy Economic District (SEED) to test policies related to green economic development and energy conservation. Eligible businesses receive priority ranking for state energy grants, financial incentives for eligible SEED Incentive Program projects and exemption from Developments of Regional Impact requirements. In 2014, the county identified the first two businesses to receive SEED incentive grants. Sarasota County’s Economic Gardening program offers services to stimulate growth in “second-stage” companies that have between 10 and 50 employees, generate annual sales of $1 million to $25 million and have increased sales and employment during three of the last five years.
A digital evolution
Sarasota County offers web-based permit applications for over-thecounter permits. Green-designated and/or projects that will accommodate affordable housing are expedited to a greater degree. This includes all phases of the approval process, including site and development review and building permits. Learn more at www.scgov.net/ EconomicDevelopment.
15 SPORTS TOURNAMENTS were held in Sarasota County parks and facilities during the fourth quarter of 2014.
Getting the message out — it’s not just about news releases and interviews. Media Relations Specialist Jason Bartolone is also part of a team that helps ensure local businesses and potential new industries understand the financial incentives Sarasota County has to offer. From the big leagues to the smallest mom-and-pop, the county has its eye on the ball when it comes to the local economy.
13 www.scgov.net
Sarasota County performance contracts have produced 2,557 new jobs for the community.
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2014 SARASOTA COUNTY ANNUAL REPORT
Provide excellent service M e e t ing e a c h ne e d e q u a l l y Sarasota County Government provides many services to the community through a variety of departments. Despite fluctuating economies, uncertain futures or structural realignments, the need to provide great service to our citizens is now, and will always be, what is most important.
or good, and 93 percent say they are satisfied with county services. The county also received high marks for responsiveness — 86 percent of respondents said they were treated with respect, 84 percent got correct information, and 81 percent received help in a timely fashion.
Four basic principles guide how the county interacts with external customers, residents and visitors, as well as internally within a department or across the organization.
The Citizen Survey results include interactions between the public and the county’s Contact Center (941-861-5000) and other county personnel. Live representatives are often the vital first point of contact for those seeking information or direction navigating the myriad processes of government. In 2014, the Contact Center enhanced its program to measure effectiveness) and developed customer service guidelines for overthe-county interactions.
1. 2. 3. 4.
Be responsive. Offer solutions. Actively communicate. Think “team.”
Every employee plays a critical role in service to citizens, from the most visible (firefighters and lifeguards) to the often overlooked (such as bridge tenders and those who remove nuisance beehives from county parks and the county rights of way).
Other improvements to customer service in 2014 adapted services to create • Libraries
The 2014 Citizen Survey reflects the results of these efforts. Respondents gave highly positive marks to the quality of life in Sarasota County. More than 90 percent rate it as either excellent
“digital” branches that reach users who seek information in new and different ways.
5.56
• Parks, Recreation and Natural
•
•
Resources debuted new program/ event registration software and widened its community outreach via social media. Planning and Development Services added customer service abilities at its two locations in Sarasota and Venice. In 2014, the department added seven building code inspectors, two building plans reviewers and two permitting coordinators. Emergency Services advanced its partnership with Manatee County to replace the aging public safety radio systems of both counties with a regional P25 800 MHz radio system. With a combined value of nearly $30 million, the open architecture will allow subscriber units from most all vendors to operate seamlessly on the regional system.
Sarasota County commits significant funds to assisting citizens. Prompt customer service is never a luxury, especially to the person who needs a water line connected or yard debris removed. No request is too great or too small. Each need is met equally and with the same dedication to quality service.
The average time the first emergency unit arrived on scene during the fourth quarter of 2014 was 5.56 MINUTES, exceeding the performance target of under six minutes.
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Darlene Serrago answers an average of 90 calls a day in the Sarasota County Contact Center. Those calls run the gamut from how to pay a water bill to where to turn for vital Veterans services. She says the best part of her job is helping citizens find the answers to their questions.
15 www.scgov.net
There were no reported drownings at Sarasota County beaches and pools in FY14. There were 45 water rescues in the fourth quarter of FY14.
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2014 SARASOTA COUNTY ANNUAL REPORT
Plan for positive development and redevelopment Foc u s ing o n t h e pre se n t with a n e ye tow a rd t h e f u t ure
In 2014, Sarasota County completed major projects and helped pave the way for public projects that will impact the growth and development of its communities for decades to come. The most high-profile public project was the Mall at University Town Center (UTC), which opened in October with 880,000 square feet of retail space and more than 100 stores and restaurants. It is one of only two major malls to be built in the United States in recent years and will eventually be joined by several major hotels and 1,750 multi-family residential units. Plans to accommodate vehicular traffic to the mall include a new Sarasota County Area Transit (SCAT) route that runs east to west from the airport to Lakewood Ranch.
Other projects addressed longer term development.
• The county completed Phases II and
•
III updates of the 2050 component of the Comprehensive Plan. The 2050 Plan was adopted in 2002 and covers a 50-year timeframe. It was intended to allow additional development outside the county’s Urban Service Boundary, generally east of I-75, based on a framework that applies substantial environmental and open-space conservation strategies. The goal is to preserve the county’s natural, cultural and physical resources, and to make all neighborhoods more livable. Sarasota County moved ahead with the Fruitville Initiative, an ongoing development plan for undeveloped land located east of I-75 and Fruitville Road. The county and five
125 90.25%
16
941.861.5000
other owners of tracts of land that encompass 420 acres are working together to form a cohesive plan for development of their properties. The vision for development is a pedestrian-oriented, mixed-used community of industries, offices, stores and architecturally compatible homes amid public parks and treelined streets.
Planning with a purpose
No less ambitious and just as potentially impactful, in 2014 Sarasota County completed its draft Post-Disaster Redevelopment Plan (PDRP) to bring the community back to normalcy and perhaps rebuild an even better community in the wake of a disaster. The plan proactively identifies policies, operational strategies and decisions that affect long-term recovery and redevelopment. It is a requirement of all Florida coastal counties and municipalities, and its progress represents substantial success in coordination of multiple community agencies and stakeholders. View the draft PDRP on www.scgov.net.
Capital Projects is currently working on design or construction project management for approximately 125 DIFFERENT OPEN PROJECTS throughout the county.
90.25 PERCENT OF CAPITAL PROJECTS were on schedule to meet their milestones, which exceeded the performance target of 85 percent.
Jeffrey Stapleton has been driving buses for more than 20 years. Sarasota County Area Transit is an important component of a transportation system that drives responsible planning. Routes are adjusted on a regular basis in response to changing demographics and growth patterns.
17 www.scgov.net
Voluntary compliance with Code Enforcement cases was up to 89 percent in FY14 compared to 87 percent in FY13.
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2014 SARASOTA COUNTY ANNUAL REPORT
Promote quality of life S a tis fy in g o u r s ens e o f p l a c e A sense of place is what draws us to the communities we love and keeps us there for a lifetime. When we look to achievements in promoting quality of life, we consider how we supported and improved the community’s health, welfare, recreation and human services. In 2014, those achievements cast a wide net.
• M aintained and operated parks in
Libraries
•
• C ontinued construction of the new • •
Gulf Gate Library. Expanded a campaign for grade-level reading. Advanced the county’s partnership with the Sarasota County School Board’s Suncoast Technical College to create a new library for North Port that will be located at the college.
Parks, Recreation and Natural Resources
• In collaboration with Public Works, •
managed 42 capital improvement projects in parks. Completed enhancements to the Celery Fields Stormwater Regional Facility, which included construction of new ADA-compliant restrooms, 54 new parking spaces and a viewing deck for birding.
• •
• •
the cities of Sarasota, Venice and North Port. I nstalled new improvements in preserves to increase public access and enhance trail connectivity. Provided numerous nature walks and environmental education opportunities. Continued work on the Siesta Beach Improvement Project. M aintained and managed 113 athletic fields. P rovided summer camps to 3,469 children.
941.861.5000
• Increased reach and effectiveness •
• M oved forward with construction •
• B egan implementation of Dr. Robert •
Marbut’s strategic plan to reduce homelessness. Partnered with Gulf Coast Community Foundation and Harvest House to open an emergency shelter for homeless families in the north part of the county. Another will open in the south part of the county in early 2015.
through program development, volunteer coordination and community partnerships. I nitiated a self-sustaining model for the Community Gardens program.
Emergency Services
Health and Human Services
150
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UF/IFAS Sarasota County Extension
of the new Emergency Operations Center built to withstand a Category 5 storm. B egan construction of two new fire stations and rebuilding of two more to replace aging facilities and serve growing population areas.
Public Works
• C ontinued to seek opportunities •
to expand the county’s multi-use recreational trail system. Created a new position of Bicycle and Pedestrian Coordinator.
The county maintains 150 PARKS, including some 4,500 ACRES of parkland.
As a program coordinator for Parks, Recreation and Natural Resources, Jamal Edwards is part of a team charged with the development, protection and preservation of Sarasota County’s natural areas and parklands. He says the most satisfying part of his job is watching people discover the value of those lands and how they influence the health and welfare of the entire community.
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Sarasota County maintains 113 athletic fields for active residents and visitors.
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2014 SARASOTA COUNTY ANNUAL REPORT
Be environmental stewards Pro te c t in g a n d p re se r v i n g co unt y land s, a ir a nd w a te r Sarasota County’s commitment to environmental stewardship is one of its greatest legacies — 32.4 percent of the county is publicly protected conservation land, and the county manages more than 50,000 acres of environmental lands through prescribed fire and nuisance invasive vegetation control. Through its Environmentally Sensitive Lands Protection Program, the county has acquired more than 35,000 acres of natural lands for preservation and protection — lands revered not only for their beauty but also for their historical significance.
More than our lands
In 2014, the county worked closely with sea turtle and beach nesting bird advocacy groups to promote and protect these wildlife species, contributing to the success of 4,845 loggerhead sea turtle nests (up from 4,185 in 2013). With an eye toward protecting air and water quality, in 2014, three fleet service fuel sites were slated for improvements. Aging underground fuel tanks, which face the risk of failure and soil contamination, are being replaced with larger above-ground tanks and new dispensing equipment.
98%
98 PERCENT of Sarasota County preserves are deemed to have moderate or lower fire hazard risks.
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The Office of Sustainability, working with UF/IFAS, counseled 500 households on energy-saving strategies, and the county’s Sustainable Business Guide, which provides tangible first steps to creating more sustainable businesses, was given an award of excellence by the City-County Communications and Marketing Association. Also in 2014, Sarasota County approved an interlocal agreement to join members of the Gulf Consortium in developing a state economic and environmental restoration plan in response to the federal Resources and Ecosystems Sustainability, Tourist Opportunities and Revived Economies of the Gulf Coast States (RESTORE) Act. The county will work closely with 22 other Florida county representatives to develop a plan to distribute state funds that will be received by Florida (and Sarasota County individually) from the BP oil spill settlement. The county is expected to receive $15-$20 million in local funds and could receive a significant amount of additional state funding for county projects.
97.83% The county received a 97.83 PERCENT ENVIRONMENTAL HEALTH score from the Florida Department of Environmental P rotection for ensuring the safety of Sarasota County’s p ublic drinking water systems.
David Cavanaugh is part of the county’s “eco-burn” team, which plans and conducts prescribed burns on county-managed lands. Because it mimics natural fire conditions to help prevent catastrophic wildfires, prescribed burning is essential for maintaining the biodiversity throughout many of Florida’s habitats. Sarasota County is one of more than 30 different entities that the Florida Division of Forestry authorizes to conduct burns in Sarasota County. Since 2002, the county’s prescribed burn program has helped protect nearly 67,000 acres on 25 different natural areas.
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32.4% of the county is publicly protected conservation lands (of which, 26% is publicly owned).
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2014 SARASOTA COUNTY ANNUAL REPORT
Maintain and enhance existing infrastructure S u p p o r t i n g t h e st r u c t u r a l fo und a ti o n of o u r co mmu n i t y Through its oversight of approximately $1 billion in capital projects, Sarasota County supports the fundamental facilities and systems that form the framework of the community. Here is how the work of various departments improved the quality of life and promoted the health and safety of citizens in 2014:
• Completed Colonial Gables • •
Public Works more than 100 bridges, • Managed
•
• •
2,328 lane miles of roads, more than 38,000 road signs, 239 signalized intersections and 5,607 stop signs. Increased the number of Sarasota County Area Transit (SCAT) bus shelters, extended Express bus routes and implemented seasonal bus routes. Completed improvements to Laurel Road. Integrated Phase 3 of the Advanced Traffic Management System (ATMS), upgrading traffic control devices and traffic signals and installing fiber optics and CCTV cameras.
Community redevelopment, neighborhoods and recreation
Utilities
•
•
•
stormwater improvements, which rehabilitated existing stormwater infrastructure in three subdivisions. Connected Snook Haven utility lines to central sewer service. Completed work in the Phillippi Creek Septic System Replacement Program, Area N, Phase 2. Constructed new or retrofitted existing stormwater facilities with a focus on using low-impact design (LID) techniques and habitat restoration to improve water quality in priority water bodies by reducing pollutant loads. Began the Bee Ridge Water Reclamation Facility Expansion Phase 2, which will expand the plant’s capacity from 9 million gallons per day to 12 million gallons per day. Began the Central County Water Reclamation Facility Expansion Phase 3, which will expand the plant’s capacity from 4 million gallons per day to 6 million gallons per day.
on LID concepts to address • Focused
• Focused on providing infrastructure
such as utilities, sidewalks and parks, to neighborhoods partially funded by Community Development Block Grants (CDBG).
Parks, Recreation and Natural Resources
• Installed a new playground at • • • • •
Nokomis Community Center and Longwood Park. Replaced the Osprey Fishing Pier and Nokomis Island Boat Dock. Began replacement of the Manasota Beach Boat Dock and Ramp. Replaced three boardwalks and the observation deck at Blind Pass Beach Park. Began replacement of the majority of the Bay Island Seawall. Removed concrete rubble and dilapidated structures from the Wharf Road Dock and Pier, and installed a new dock, retaining walls and a canoe/kayak launch.
stormwater requirements and water quality issues within Lemon Bay.
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2,300
Sarasota County maintains more than 2,300 TOTAL TRANSPORTATION LANE MILES.
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Sarasota County day camps ran at 98% capacity during the FY14 season.
Stan Dinwoodie has 43 years of experience in the field of building and development. His team conducts hundreds of inspections each week — inspections that are key to the county’s investment in supporting infrastructure. In addition to buildings, the county is also responsible for the inspection, rehabilitation and safety of more than 100 bridges.
2014 SARASOTA COUNTY ANNUAL REPORT
Cultivate an innovative organization R e s p ond i n g to e vo l v i n g re a li ti es a nd e m ergin g t re n ds In 2014, Sarasota County made significant changes to its organizational structure to increase efficiencies, create cost savings, maximize resources, streamline processes, address emerging trends and realign services within like functional areas. Those changes included: • S eparating Public Utilities from the Public Works department. • Grouping all Public Works functions under one department and under the supervision of one director. • Aligning all development, planning, zoning, permitting, environmental protection and regulatory functions, as well as Neighborhood Services and the Community Redevelopment Areas programs within Planning and Development Services.
• C onsolidating the Parks and •
Recreation department with the Natural Resources/Land Management functions. S hifting the responsibility of sustainability programs into UF/IFAS.
The county also began exploring new partnerships that expanded law enforcement dispatch capabilities and telecommunications systems with the City of Venice. Work has also begun on an Enterprise Content Management System that will centralize a system of record for documents throughout the organization. Employee training expanded as well. The Office of
1,700 941.861.5000
County-sponsored training attracted more than 1,700 PARTICIPANTS.
180
In FY14, nearly 180 EMPLOYEES RECEIVED POSITION-SPECIFIC TRAINING related to their roles in the EOC.
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Financial Management held 42 training sessions on county financial policies and procedures (it also initiated an organizational dashboard for reporting on goals and strategic performance measures). County-sponsored training attracted more than 1,700 participants, and nearly 180 employees received position-specific training related to their roles during declared emergencies.
Cultivating an innovative organization goes beyond the wise alignment and management of human resources. Just ask Tezra McGuirk, an educational specialist and a 25-year county veteran. McGuirk is part of the team that helps develop employee talent, support performance management, and prepare employees for organizational change.
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Lifeguard staff training includes passing biannual qualification exams and becoming first-responder certified.
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2014 SARASOTA COUNTY ANNUAL REPORT
How may we help you? A co m m it m e n t to c re di b i l i t y With a little more than 2,000 employees, Sarasota County Government is the area’s third largest employer, behind only the School Board and Sarasota Memorial Health Care System. Every day, the county serves nearly 400,000 citizens, from fighting fires to building roads, clearing storm drains, protecting water and preserving lands. We respond.
So next time you need help making your yard safe from mosquitoes, finding inexpensive childhood vaccines, or just paying a utility bill, the employees of Sarasota County have one question to ask… “How may we help you?”
Responsiveness means not leaving things hanging or putting things off to the point where a citizen or a fellow employee has to ask twice. The reputation of Sarasota County is dependent upon county employees — their attitude of service and commitment to productivity and building credibility with the public.
Contact Us 941-861-5000 TTY: 7-1-1 or 1-800-955-8771 www.scgov.net countycontactcenter@scgov.net
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2,122
Total number of Sarasota County Commission employees (excluding elected officials)
22,528 years
Total years of experience for all Sarasota County Commission employees
10.6 years
Average length of service
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Total Employees by Department
Degrees and Certifications
561 Emergency Services (Includes Fire, EMT and Lifeguards)
133 Associates of Science or Associates of Arts degrees
278 Public Utilities
194 Bachelor of Science or Bachelor of Arts degrees
236 Public Works (Capital Projects, Field Services, General Services, Transportation and Real Estate) 228 Sarasota County Area Transit 185 Parks, Recreation and Natural Resources 153 Libraries and Historical Resources 146 Planning and Development Services 72 Enterprise Information Technology 65 Other officials (Court Administration, Guardian Ad Litem and County Attorney) 63 Office of Financial Management 40 Communications (Includes Print, Mail and Contact Center) 40 Human Resources 13 County Administration 11 UF/IFAS Extension 4 Economic Development
38 Health and Human Services
4 Master of Business Administration degrees 85 Master degrees (other) 1 Certified Public Accountant 7 Certified Professional Public Buyers 1 Certified Public Procurement Officer 1 Certified Contract Manager 5 Ph.D’s 30 Professional Engineers 7 Contractors (General, Landscape, Residential and Plumbing) 4 Architects 1 Geologist 6 Arborists 3 Floodplain Managers 4 Real Estate Brokers 4 Notaries Public 1 Certified Transit Trainer 27 Automotive Service Excellence (Master Level) 286 Automotive Service Excellence (Certified) 30 FDOT Maintenance of Traffic (Certified) 12 American Institute of Certified Planners 4 Project Management Professional (Certified)
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2014 SARASOTA COUNTY ANNUAL REPORT
Awards and achievements
This is just a sampling of the recognition Sarasota County Government programs, services, initiatives and employees received in 2014.
1. For 24 consecutive years, Sarasota County’s Office of Financial Management has
received the Distinguished Budget Presentation Award from the Government Finance Officers Association.
2. Standard & Poor’s increased Sarasota County’s Ad Valorem Tax Bond Rating from BBB+ to A-.
3. Sarasota County Fleet was recognized as the No. 1 fleet department in the nation by the Association of Equipment Management Professionals.
4. Sarasota County won an Alliance for Innovation Award for Nathan Benderson Park. 5. The Florida Trust for Historic Preservation awarded Historical Resources’ Jeff LaHurd an Individual Distinguished Service Award for 2014.
6. The North Cattlemen Road project won the American Public Works Association
State Project of the Year Award and is now eligible for the National Project of the Year Award.
7. The Legacy Trail was featured on “The Weather Channel.”
8. The United Nations Environment Programme’s Regional Office for North America (UNEP
RONA) named Sarasota County as its official North American host community for World Environment Day 2014.
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9. The Peace River Manasota Regional Water Supply Authority (which supplies 62 percent of the county’s water) was named by the Florida Section of the American Water Works Association as the best tasting drinking water in Florida.
10. Sarasota County’s Carlton Water Treatment Facility was named by the Florida Section
of the American Water Works Association as best tasting drinking water, Region X.
11. Keep Sarasota County Beautiful won the Keep America Beautiful President’s Circle Award.
12. The National Center for Transit Research at the University of South Florida named Sarasota County one of the Best Workplaces for Commuters.
13. The Celery Fields Regional Stormwater Facility Phase 3 Expansion won the Florida Stormwater Association’s Outstanding Achievement Award.
14. The Celery Fields won awards for engineering excellence from the Florida Institute of Consulting Engineers.
15. The First Amendment Foundation named Sarasota County’s website, www.scgov.net, as the No. 1 government website in Florida.
16. The recently completed beach park pavilions at Manasota, North Jetty, Caspersen and South Lido beaches won the Award of Excellence from the Gulf Coast Chapter of the American Institute of Architects.
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2014 SARASOTA COUNTY ANNUAL REPORT
Advisory Councils C iti ze n Ad vis o r y Co u n c i l s Want to get involved?
Sarasota County Government values the participation and input of its residents in the decision-making process. To further that goal, the county has more than 30 citizen advisory boards, councils and committees, with members appointed by the Sarasota County Commission. Each council focuses on a specific issue or topic. For a list of current council openings, or to submit an application online, visit www.scgov.net. New advisory council members must attend an orientation class. For class times, dates and locations, visit www.scgov.net.
30 Sarasota County has MORE THAN 30 CITIZEN ADVISORY COUNCILS.
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• Bicycle/Pedestrian/Trail Advisory Committee
• Board of Zoning Appeals • Building Code Board of Adjustments & Appeals
• Citizen Tax Oversight Committee • Citizens Advisory Committee for Public Transportation • Coastal Advisory Committee
• C ommunity Action Agency Board • Development Services Advisory Committee
• Englewood Community
Redevelopment Area Advisory Board
• Environmentally Sensitive Lands Oversight Committee
• Fire-Rescue and Emergency Medical Services Advisory Board
• General Contractors Licensing & Examining Board
• Health Facilities Authority and
Industrial Development Revenue Bond Citizens Advisory Committee • Historic Preservation Board • Historical Commission • Human Services Advisory Council
• Integrated Pest Management
Advisory Board • Keep Sarasota County Beautiful Advisory Board • Library Advisory Board • Mechanical Contractors Licensing & Examining Board • Neighborhood Initiative Grant Advisory Committee • Parks Advisory and Recreation Council • Planning Commission
• Public Facilities Financing Advisory Board
• Sarasota Tree Advisory Council • Seniors Advisory Council • Stormwater Environmental Utility Advisory Committee
• Tourist Development Council • Traffic Advisory Council • Water and Sewer Advisory Committee
• Waterways Advisory Council • Well Drilling Advisory Board
Sarasota Council’s advisory councils are populated by earnest, sincere and principled residents who consider it an honor and a privilege to serve their community. The county nurtures that civic pride through its popular Civics 101 program that offers residents a behind-the-scenes look at the everyday operations of local government. Civics 101 takes place twice a year — once in the fall and once in the spring. Twenty-five residents are accepted each session on a first-come, first-served basis. Miranda Lansdale is a newcomer to county service and helps coordinate the Civics program through Neighborhood Services.
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8,479 signs were removed from Sarasota County rights-of-way by code enforcement.
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2014 SARASOTA COUNTY ANNUAL REPORT
A salu te to 2 0 1 4 Respect, loyalty, teamwork and trust. The recognition that together, we are more powerful than apart. This is what defines public service. As we bid farewell to 2014, this image, captured by Sarasota County employee Danielle Ramos-Smith, reminds us that we also look ahead, with courage and optimism, to future challenges. And we do this with confidence that our abilities and professionalism have prepared us to serve the community and its citizens.
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8,000+ More than 8,000 CONTACTS WITH INDIVIDUAL VETERANS.
More than $13 MILLION in new veterans benefits granted.
$13,000,000+
10,000 environmental health inspections were conducted by the health department at locations such as public swimming pools, schools, water systems and medical facilities.
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How do you capture the contribution of 2,000-plus employees who share a mission to support the citizens of Sarasota County? In our case, we put a photographer in a bucket truck, raised him 20 feet into the air and let him start clicking. The resulting images offer a snapshot of who we are as a community — male and female, all colors, shapes and sizes. The young in age and the young at heart, holding firm the belief that public service is a good and valuable pursuit. We are one team, we serve one community, and we appreciate the opportunity to serve you in the future.
1660 Ringling Blvd., Sarasota, Florida 34236 941-861-5000 www.scgov.net Visit us on Facebook, Twitter, YouTube and Flickr.
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2 0 1 4 ANNUAL REPOR T