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Collier County Annual Report 2010

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Reinvent
Redesign
Rethink
Recast
Refresh
Refine
Remake
Top Ten Most Visited Web Pages
Oct. 1, 2009 - Sept. 30, 2010 www.colliergov.net
Home Page 576,399 Library 322,029 Bldg Review 123,818 Parks & Recreation 99,220 County Manager 82,145 Sun-N-Fun 67,093 DAS Adopt 51,406 DAS Home 46,843 Public Records 37,391 Parks Program Guide 31,000
Historic Population Numbers
1930 2,883 1940 5,102 1950 6,488 1960 15,753 1970 38,040 1980 85,971 1990 152,099 2000 251,377 2010 321,520 SOURCE: U.S. Census Bureau
Everglades City 19,351
Breakdown of Typical FY 2011 Unincorporated Area Residential Tax Bill
Mosquito Control 0.6%
School Board 43.3%
Courts 0.5%
Potable Water from
Brackish Water 18.60%
Potable Water from
Fresh Water 45.37%
FY 10 Collier County Water-Sewer District 34.67 Million Gallons Per Day
Total Water Demand
Collier County At A Glance
In an era of dwindling resources, we must do more with less. We are reinventing county government in or- der to deliver an effective and transparent government that keeps what’s working, fixes or eliminates what isn’t and gives every resident a voice in the outcome. We are confident that our ongoing commitment to quality, innovation and efficiency – coupled with strong leadership from the Board of County Commissioners – will guide us through these challenging times. Today, we understand more than ever how important it is to pay attention to the basics. By working together as a team and assisting and supporting one another during these difficult times, we will continue to fulfill our mis- sion: To deliver high quality, best-value, public services, programs, and facilities to our residents and visitors.
Reinvent
Redesign
Rethink
Recast
Refresh
Refine
Remake
Board of County Commissioners
Even with the effects of the economic recession, Collier County remains one of the most desirable places to live and we intend to keep it that way.
For the third consecutive year, we are still struggling with the worst economic downturn in our history. With a narrow- based economy that is dependent on construction, tourism and agriculture, we are highly vulnerable to the economic problems that have swept our nation and the world. Three
years ago, in coordination with the Economic Development Council, the Chamber of Com- merce and key business leaders, the County Commissioners adopted an economic diversifi- cation strategy to attract high-tech research and life science companies to Collier County. This is a long range strategy designed to minimize the effects of future economic declines.
Faced with rapidly declining revenues and continued demands by residents to preserve the quality of life, your government made the right decisions to decrease government spend- ing and improve efficiency. The General Fund property tax rate is at a level which existed in 1999. County staff has been reduced by more than 400 employees. Additional savings and improvements in service have been achieved by merging the Transportation and Community Development Divisions. Reports from the public have been overwhelmingly positive. County employ- ees have not had a salary increase since FY 2009, yet they have accepted bigger workloads and maintained their commitment of excellent service to our constituents. Contract employees have voluntarily forfeited salary increases to which they are entitled. Over the past four years, we have decreased the County budget by $443 million. By ag- gressively applying for federal and state grants, we are try- ing to get more of our tax money returned to Collier County. These grants have been used to help local businesses, create new jobs, rehab foreclosed and abandoned homes and build needed infrastructure. Elected officials and employees understand our obligation to spend taxpayer money wisely while maintaining the level of
Commissioner Donna Fiala District 1
Commissioner Jim Coletta District 5
Commissioner Frank Halas District 2 Vice Chairman
Commissioner Tom Henning District 3
Commissioner Fred W. Coyle District 4 Chairman
services demanded by our constituents. We are all working hard to ease the burden on our taxpayers. Because of sound fiscal management, Collier County is in a much better position than most other counties in Florida. Dur- ing the prosperous years of the past, Collier County govern- ment wisely invested in infrastructure. Consequently, we are well positioned for economic recovery when market fundamentals improve. We still maintain an excellent bond rating, our debt load remains within allowable limits and we have sufficient revenues to pay our bills. We have adopted a strategy which helps our current businesses and lays the groundwork for future diversification. Even with the effects of the economic recession, Collier County remains one of the most desirable places to live and we intend to keep it that way. Working together, we will re- cover from this economic recession, we will diversify our economy and our community will become stronger and more resilient than ever before. Fred Coyle, Chairman, Collier County Commission
We have adopted a strategy which helps our current businesses and lays the groundwork for future diversification.
Where County Dollars Go (FY 2011)
General Government 9.62%
Public Safety 21.66%
Description Budgeted Amount Ad Valorem $273,194,200 Gas/Sales Tax $43,400,000 Permits/Assessments $38,148,400 Intergovernmental Revenues $20,991,600 Service Charges $178,685,500 Impact Fees $19,337,000 Bond Proceeds/Interest/Fines $9,775,300 Revenue Reserve ($27,865,400) Sub-total FY 11 Revenues $555,666,600 Carry Forward $309,176,900 Net Total County Budget $864,843,500
Sources of Current County Government Dollars
(FY 11) Gas/Sales Tax
3%
County Manager
My first year of service as your County Manager has been an exceptionally challenging and rewarding year for county government.
I’m pleased to present to you Collier County’s 2010 Annual Report. My first year of service as your County Manager has been an exceptionally challenging and rewarding year for county government. Despite declining revenues, increasing costs, a reduced workforce and demanding customer ex- pectations, county staff has continued to deliver high-quality, best-value services, programs and facilities to our residents and visitors, as detailed in this report. I lead a first-rate team of highly qualified professionals who are focused on serving the customer, controlling costs, improving their operations and de- veloping a highly competent and motivated team of associates to carry on the work of this organization into the future. Our focus on the present is coupled with our strong commitment to long range strategic planning as the key to achieving our Agency’s vision of becoming the best community in America to live, work and visit.
The following important issues received my highest attention and priority this past year.
Budget and Financial Management The Board of County Commissioners (BCC) set rigorous bud- get guidance for FY 2011 requiring no increase in property tax rates, despite an 11.6% average reduction in taxable property values countywide. Staff was able to present a budget that met that guidance with no reduction in front line services, no additional user fees, no facility closures or reductions in oper- ating hours and no planned layoffs or furloughs in FY 2011.
Economic Recovery and Business Development With Board support and endorsement, staff moved proactively this past year to establish a more customer focused regulatory environment and to reach out to the business community in a more collaborative and inclusive way. Through a series of organizational and management
changes, redeployment of key assets and a concerted focus on internal business process improvement, a more efficient, ef- fective and customer oriented program of land use review and building permitting has been established. There is much more to accomplish in this effort, but initial feedback has been very positive.
Organizational Effectiveness and Change Management The adverse impact of this severe local recession on county government revenues has forced us to reexamine our service delivery models and reconsider how best to organize our re- sources to achieve optimal results. With this goal in mind, I im- plemented a series of major organizational changes designed to put the agency in the best position to meet the financial and
service delivery challenges that lie ahead. I have reorganized the County Manager’s Office around my important corporate level priorities of financial man- agement, strategic planning, performance improvement/ accountability and communica- tions and customer relations. I also directed the merger of two large county divisions into a new division of growth management that has improved performance,
lowered recurring operating costs by $2.5M annually and streamlined the senior manage- ment structure through the elimination of one division administrator position and four department director positions.
Intergovernmental and Community Relations Staff has worked diligently to maintain and improve our working relationships with the various state and local government agencies the county interacts with on a regular basis. County staff has also worked effectively with a host of civic, homeowner and community associations to provide important program information and resolve difficult problems.
The Collier County government family received very sad news during the year with the passing of former County Manager Jim Mudd. Jim was a friend and mentor and he is greatly missed. We have dedicated this report to Jim who worked tirelessly on behalf of the citizens of Collier County during his tenure as manager and left a lasting legacy of achievement. I am grateful for the support and encouragement shown by the Board and the community for the efforts of our dedicated staff to fulfill their expectations in these very challenging times. I encourage you to read this report to learn in greater detail the many accomplishments achieved during this past year. Your county staff takes pride in maintaining a responsive and professional government, providing a full range of services to our residents and visitors. We strive to mirror the fine people living and working in Collier County while serving them to the best of our ability. Leo Ochs, Jr. County Manager
I am grateful for the support and encouragement shown by the Board and the community for the efforts of our dedicated staff to fulfill their expectations in these very challenging times.
Public Utilities
The Solid Waste Management Department managed the processing of approximately 822,720 tons of municipal solid waste generated countywide, keeping over 613,443 tons of that from landfill burial through diversion or recycling.
The Public Utilities Division provides the essential, life-sus- taining services of producing potable (drinking) water; treating domestic wastewater (sewer); producing reclaimed water for beneficial reuse as irrigation quality water; solid waste and recycling collection and landfill management services. Division departments in support of those operations include Pollution Control; Operations Support, including Utility Billing and Cus- tomer Service; and Planning and Project Management.
The Water Department produced and distributed approxi- mately 7.788 billion gallons of high quality drinking water to customers within a 240-square mile service area. The depart- ment maintains approximately 886 miles of pipeline – enough pipe, if laid end-to-end, to reach between Naples and Rich-
mond, Virginia. The Water Department received two significant awards in the past year: the Florida Department of Environmental Protec- tion awarded the South County Regional Water Treatment Plant the 2010 Plant Operations Excellence Award; and the Florida Section American Water Works Association awarded its Water Distribution System of the Year Award to the department.
The Wastewater Department treated approximately 5.2 billion gallons of domestic wastewater, reclaiming and returning 4.5 billion gallons to the community for beneficial reuse as irrigation quality water. The South Florida Water Management District recognized the department’s reuse program as the leader in the state. The department maintains over 750 county-owned lift stations and approximately 1,081 miles of pipeline.
The Pollution Control Department protects eight raw wa- ter supply wellfields that draw fresh water from the surficial aquifer system. To that end, in FY2010 the department suc- cessfully updated the Wellfield Protection Zones into the Land Development Code’s Ground Water Protection Section. The department provided oversight of all single-wall pollut- ant underground storage tank closures and the installation of double-wall storage tank systems to meet the state’s upgrade deadline. The department also completed the Collier County Ground Water Quality Monitoring Third Annual Report, the Golden Gate Ground Water Monitoring Report, and the As- sessing the Effects of Land Based Sources of Pollution on Collier County’s Estuaries and their Associated Watersheds Report.
All three of the division’s laboratories maintained the National Environmental Laboratory Accreditation Conference Certifica- tion.
The Solid Waste Management Department managed the processing of approximately 822,720 tons of municipal solid waste generated countywide, keeping over 613,443 tons of that from landfill burial through diversion or recycling. In con- junction with Waste Management Inc. of Florida, the depart- ment received all necessary permits and began construction of the Landfill-Gas-to-Energy Facility in July. When commissioned in spring 2011, the alternative energy facility will capture the methane gas produced by the landfill and turn it into electric- ity. The department successfully completed the reclamation of the two original disposal cells at the Collier County Landfill, winning the Solid Waste Association of North America’s 2010 Silver Excellence Award.
The Operations Support Department, including Utility Billing and Customer Service, provides overall business and financial management of the division’s operations and capital expendi- ture programs, and provides billing, collection, and customer service for approximately 58,000 water-wastewater accounts, and over 109,000 solid waste accounts. The Utility Billing and Customer Service section implemented the SAP miscellaneous billing system and, thereby, set the prototype for the rest of the County Manager’s Agency. This section also assisted with the introduction of single-stream recycling in District II, the area of the county provided solid waste and recycling collection ser- vices by Choice Environmental.
The Planning and Project Management Department manages 157 capital projects and a $74.4 million combined capital fund. The department provides technical support, master planning, and asset management/preservation functions for all the divi- sion’s infrastructure, including two regional water treatment plants, 102 raw water production wells, two water reclamation facilities, over 750 wastewater lift stations and a Class I landfill.
The Water Department produced and distributed approximately 7.788 billion gallons of high quality drink- ing water to customers within a 240-square mile service area.
Public Services
A total of 215,000 Collier residents hold library cards and more than 280,000 people used library computers to access the Internet and e-government resources.
Parks and Recreation was awarded the 2010 Florida Rec- reation and Park Association’s (FRPA) Agency Excellence Award. This award recognizes and honors the state’s most outstanding agency for excellence in parks and recreation management. Freedom Park was chosen as a featured park in the FRPA summer edition “Facility Showcase” publication. North Collier Regional Park Softball Complex won the Senior Softball USA 2010 Complex of the Year award. The depart- ment achieved reaccreditation and passed all 144 standards with a perfect score. The department is one of 90 park and recreation agencies in the country to currently hold this presti- gious national accreditation.
The department initiated energy conservation measures by obtaining a federal grant for energy efficient ball field lighting. Non-potable water sources were maximized at several parks for irrigation; geothermal energy is being used to heat public pools; and solar powered master parking meters have been installed at beach access parking lots and boat ramps.
Library users borrowed nearly three million items from county libraries. A total of 215,000 Collier residents hold
library cards and more than 280,000 people used library com- puters to access the Internet and e-government resources. Library volunteers donated over 26,000 hours of service. The library’s website provides 24/7 access to a wide variety of information resources. With generous donations from Marco Island residents, the library added the 4,000 square-foot Rose Hall to the Marco branch library. The community room pro- vides needed space for local organizations and library pro- grams.
Coastal Zone Management completed an expansion of the Collier Boulevard boat park, expanded the parking area at Conner Park, completed the water ski and sailing center at Sudgen Park and opened a new boat park facility at Good- land. In addition, planning and permitting activities are un- derway for a new bathroom and drop-off at the Bluebill Road beach access, a complete rework to the Vanderbilt Beach facility, new facilities at Tigertail Beach and a new passive beach park and tramway at Clam Pass. The department also completed an emergency berm renourishment for the beaches just south of Doctors Pass. Coastal Zone Manage- ment also secured an additional $9.9 million in supplemental funding from the Federal Emergency Management Agency to cover damages incurred during Hurricanes Wilma and Katrina.
The Housing, Human and Veteran Services department ab- sorbed veteran programs and services this past year. Over 70
foreclosed properties were purchased with grant funds and over 50 homes were refurbished and prepared for resale or rent. Seniors were served over 50,000 meals both at home and at four congregate meal sites. The department’s volunteer drivers transported 894 vet- erans to medical appointments and case managers provided almost 3,000 hours of service to 260 seniors. Over 750 volunteers in the RSVP program provided 64,155 hours of service.
The University Extension Department’s 4-H Youth De- velopment program presented 4-H curriculum-based programming to over 9,000 young people. The Family Nutrition Program (FNP) was launched in 2010 as a K through second grade nutrition initiative. The FNP pro- gram provided teacher training, presented curriculum in eight Title 1 grade schools (five in Immokalee and three in Naples) and provided workbooks and OrganWise Kits to teachers in the participating schools. The Sea Grant / Ma- rine Science program organized and instructed several Aquatic Species Educators Collection Permit Workshops and certified 40 educators allowing them to obtain state permits to collect and possess marine organisms for their classrooms and edu- cation programs. Outreach activities from the agriculture and horticulture programs included over 175 field consultations, 30 home and landscape site evaluations while certified Master Gardener volunteers registered over 5700 service hours.
Domestic Animal Services (DAS) formed two important partnerships with nonprofit organizations to help improve the lives of the community’s animals. Working in coopera- tion with the Collier Commu- nity Cat Coalition, DAS revised the animal control ordinance to support Trap-Neuter-Return of feral cats. In partnership with Dogs Deserve Better, DAS proposed and the BCC approved prohibiting the unsupervised tethering of dogs. DAS also instituted financial incentives for voluntary licensure and spay/neuter compliance; implemented improvements to licensing compliance resulting in a 15 percent increase in license sales over the prior year; changed public shelter hours to accommodate working fami- lies; and changed animal control hours of operation to 24-hour scheduling and full staff presence on weekends.
Seniors were served over 50,000 meals both at home and at four congregate meal sites.
Management Offices
The county’s Web site registered 1,343,588 unique visitor ses- sions that translated into nearly four million page views.
Financial Services The Office of Management and Budget received the Govern- ment Finance Officers Association’s Distinguished Budget Presentation Award for the 24th consecutive year. The Fis- cal Year 2011 budget was approved by the Board of County Commissioners under millage rate neutral policy guidance and the overall net budget was reduced by $69,139,800 a de- crease of 7.4% from FY 2010. The majority of these expense reductions were capital projects and no front line services were affected. Taking advantage of the historically low interest rate market, two recent bond issues – 2010 series A and B refund- ed outstanding variable rate commercial paper debt and 2002 sales tax bonds thus achieving average annualized budgeted debt service savings of approximately $350,000 allowing for a greater degree of budget certainty by eliminating variable inter- est rate exposure.
Planning and Performance The Corporate Planning and Performance Improvement department was established in late 2009 to further the vi- sion of the new county manager toward improved efficiency and effectiveness in all aspects of government opera- tions. During its first year, the department led 15 process improvement activities, most of which involved multiple departments within the County Manager’s Agency and
often crossed agency lines. Several of these endeavors were intensive rapid process improvement events where significant improvement (over 80 percent in some metrics) was achieved.…