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The City of Titusville – A Year in Review: Fiscal Year 2016

Please receive the highlights of the City of Titusville FY 2016 year in review. We are pleased to report to

you an extremely productive FY 2016 and looking forward to an outstanding FY 2017.

1. We have built a strong cohesive leadership team. We focused on breaking down barriers that

hindered cooperation and teamwork. Our leadership team displays enthusiasm, cooperation,

innovation, motivation, and professionalism in the execution of our duties. All departments now

have a voice of the customer process in place that garners feedback on our service delivery.

2. Our team planned, organized and executed an emergency management exercise focused on post-

emergency operations. We continued to refine the physical requirements our new Emergency

Operations Center (EOC) located on the 2nd floor of our Fire Department headquarters facility.

3. Our team established a city- wide continuous improvement initiative utilizing LEAN and Six Sigma

methodologies. Our goal is to save money, increase efficiencies and improve customer service. This

year we awarded seven green belt level certifications, which bring the total number of trained staff

to 2 black belts, 11 yellow belts, and 22 green belts. We continued to improve on our enterprise-

wide project tracking system and website designed to monitor, adjust, and keep projects moving.

Our Lean Team Facilitators were presenters at the 2016 Lean & Six Sigma World Conference. This

year we have completed 11 projects and have 12 projects in works.

Highlights of completed projects include:

a. Streamline the codification process

b. Post-construction close out process

c. Fire / EMS maintenance scheduling and servicing process

d. Police field reporting and submission process

e. Fleet purchase for expenditures greater than $1000 processes

f. Citizen call for service tracking system process

g. Drug screening for field service personnel process

h. Utility Service Request Processes

i. Direct deposit payroll processing

j. Created the employee electronic self-service process

k. Payroll period processing (26 to 24 periods) – analyzed not implemented

Highlights of projects in work include:

a. Electronic time keeping implementation process

b. Shop drawing review and approval process

c. Land development regulation revision process

d. Records retention electronic process

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e. Parking citation process

f. After hour citizen non-emergency contact process

g. Vehicle and equipment accident prevention review process

h. Information technology service request process

i. Information flow and release process

j. Utility tampering process

k. Water resources laboratory services private customer process

l. Consolidate common vehicle dispatch process

4. Our team continued to improve our city website and social media outlets. We are continuously

improving our website from the feedback we receive. Our goal is to provide timely and accurate

information to our citizens and those interested in our city.

5. Our team conducted an independent pay study to compare our employee compensation levels with

peer cities. We plan to implement this pay plan over the next three years with 50% completed

during this FY 16, 25% in FY 17, and the remaining 25% in FY18.

6. Our team created and improved upon a monthly web based financial dashboard for improved

transparency to a wider audience.

7. Our team continued to improve on and publish our “Titusville Talking Points” and “Friday Fast Facts”

to help inform and update stakeholders on what is happening in our great city. Our team improved

our Information flow with our Council by providing weekly updates and continuous updates on must

need to know information.

8. Our team revamped our professional development training and opportunities. We encouraged

employee participation through improved incentives. We have increased employee participation in

certification and degree producing programs from seven participants in FY 15 to fifteen participants

in FY 16.

9. To enhance workplace performance, several of our departments participated in DiSC personality

inventory training. We have seen the overall results this year which includes improved employee

communications, better interaction between employees and departments, and increased

productivity.

10. Our team continues to refine, refocus, and eliminate internal meetings and reports in order to gain

Staff efficiencies and eliminate waste.

11. Our team continues to improve on our employee evaluation system. Our system requires a formal

initial meeting between every supervisor and employee to set expectations along with a semi-

annual and annual performance review. Additionally, we have implemented a tracking mechanism

along with spot checks to assure enterprise wide compliance.

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12. Our team responded to 3,392 calls for fire and emergency services. This is a 4% increase from FY15.

We continue to refine the inter-local agreement with Brevard County Fire and Emergency Services.

This agreement adds additional patient transport assets during peak times within our city, which

should improve our patient transportation response times. The agreement standardizes our

medical supplies matching Brevard County’s in order to leverage consumable replacements between

departments. Finally, puts in place an auto- aide agreement where the closest fire or rescue unit

responds to the emergency. Our team began formal “back to the basics” training utilizing our newly

erected fire training tower. We have certified 10 of our combat firefighters through the State Live

Fire Instructor Certification Course, which will allow us to conduct safe and regular annual live fire

training to all combat firefighters.

13. Our team outsourced our marina operations to Siegel-Gallagher (S&G) Management Company.

Improvements to the marina include increased occupancy rates and lower operating expenses. We

have installed security gates on all of our docks, upgraded the ship store facility, improved

landscaping, improved dockside Wi-Fi, new painting, installed bulletin boards, improved the boater’s

social area, installed new windows, upgraded the bathhouse, and laundry rooms. Our occupancy

rate is up from 49% to 71%. We believe our partnership with S&G has dramatically improved our

service to our patrons, facilities, while reducing our overall operating costs.

14. Our team continued to improve our Summer Youth Employment program. This year we received 44

high school aged applicants for 14 positions. Our goal of this program is to expose and encourage

the participants to municipal government operations.

15. Our team is pleased to have participated in assisting in the rebuilding of two homes, one on Anna

Drive and the second on S. DeLeon Ave.

16. Our team improved our social services offerings at the Harry T. Moore Social Services Center.

Our direct services provided at the Moore Center now include:

a. Notary services, fax and copying services associated with obtaining local, state, and federal

assistance programs

b. Weekly community dinner and bread offerings

c. Bi-annual social, human, and governmental workshops

d. Referral services to local, county, state and federal agencies that provide social and human

services

e. One-on-One assistance with applying for state and federal assistance programs including

Food Stamps, Social Security, Veteran Services, and Medicaid

f. Homelessness prevention partnering with Brevard Homeless Coalition

g. Housing preventative maintenance services

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Our indirect services provided at the Moore Center now include:

a. Mental health counseling

b. Anger management counseling

c. Domestic counseling

d. Financial counseling

e. Job search and employment

f. Computer skills training

g. AIDS prevention and counseling services through “Teen Talk”

h. Various social services including financial, housing, and food assistance programs

17. Our team flawlessly planned and administered the balanced adopted FY 16 budget. We have built a

balanced FY 17 budget in accordance with the Council’s strategic plan and areas of emphasis. Our

team completed the transfer of the Pritchard House from Brevard County to the City. Our team

received the GFOA Award for Excellence recognizing our financial reporting excellence. Our team

revised our cash handling processes and reconciliation procedures to safeguard our team members

and taxpayer resources.

18. Our team surveyed all of our City operating facilities for gaps in physical security and took corrective

action to assure the safest possible work environment for all of our team members. We conducted

“active shooter” training for all of our team members to help raise their individual situational

awareness.

19. Our team has significantly increased engagement and collaboration with the North Brevard

Economic Development Zone (NBEDZ) and the Economic Development Commission of Florida’s

Space Coast (EDC). To help address our emerging workforce needs, our team established a

partnership with Eastern Florida State College that provides funding assistance for the Certified

Production Technician (CPT) program. Our team continues to work on our executable Strategic

Economic Development Plan with our consultant. We expect to publish and begin implementing our

plan in September 2016. Our team established a partnership with Space Florida for all building

permitting and inspections, services for construction of facilities for Blue Origin in Exploration Park.

Our city is extremely fortunate to secure new businesses this year. Highlights include:

a. Lockheed Martin b. Blue Origin c. Embraer Aero Seating Technologies d. Paragon Plastics e. Brix Project f. Titus Landing g. Flagler Logistics Center Phase 1 h. U.S. Navy Laboratory i. New Energy Services

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j. Precision Shapes expansion Highlights of additional redevelopments and new retail business this year include:

a. Cumberland Farms mini market b. St. Francis solar power farm c. Condominiums at the former Randolph Inn d. Solamere Grand Apartments e. Walmart Liquor Store f. Family Dollar Store g. Correll Palms Assisted Living h. Shoppes at Country Club i. Victorio’s Restaurant j. Quams Burgers and Grinders Restaurant k. Starbucks Restaurant l. Ace Hardware – Garden Street m. Heroes Grill Restaurant n. Bagel 13 Restaurant o. Space Coast Credit Union SR 50 Highway Branch p. Loyd Have Mercy Restaurant q. Ice House Foods Restaurant r. Pistilli’s Bistro and Pizza Restaurant s. Top Shelf Car Wash t. Orleans by the River Restaurant u. CoLaunch Business Center a. Cruisers Frozen Yogurt Restaurant

20. As our historic downtown transforms into a trail town, our Community Redevelopment Agency formalized our commercial interior building renovation incentive grant program which is designed to assist businesses bring their building up to our code of ordinances. Our team is pleased to report that our downtown Welcome Center is under construction. We created a mobility committee to assist in formulating our plans to connect our Sand Point Park to the Coast to Coast Trail. The Historic Preservation Committee assisted the City in applying and becoming a Certified Local Government (CLG) Program. This partnership between federal, state and local governments helps communities save the irreplaceable historical character of their city.

21. Our team issued 2,285 building permits on average within 5.71 calendar days, performed 7,021 building inspections averaging 13.75 inspections per day per inspector, and renewed 827 and issued 217 new business tax receipts. Our team crossed trained our Community Development Engineer and Building Plans Manager in the intensive Floodplain Managers Course with both receiving their Floodplain Manager Certifications. Our team has made significant progress on the first phase of our Municipal Code rewrite. The project expected completion is in early November 2016. Our team completed the 3-Year Local Housing Assistance Plan (LHAP) and the 5-year Community Development Block Grant (CDBG) 5-year strategic plan.

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22. Our team is assisting 12 candidates with qualifying records management for our upcoming election cycle. Our team has digitized and destroyed 96 cubic feet (2,700 pounds) of paper records. Our team digitally archived 424,727 records and provided quality control of 185,727 records. Our team also planned, organized and executed the Titusville Community Service Awards, Annual Student Awards Ceremony, and the annual Boards and Commissions annual ceremony and dinner. Our team also retained oversight, scheduling, mentoring and processing the scholarships for the Student Advisory Council.

23. Our team resurfaced 10.7 miles of roads, completed the Coast- to- Coast Trail phase 2, completed the Marina Park BMX bicycle track, and began removing dilapidated building with the public works facility. Our team is at 54% design for the Hopkins Complete Street project which is funded ($7.4M) and expected to begin construction in late FY 17.

24. Our team developed and implemented Voice of the Customer (VOC) feedback procedures within all of our departments. Our team is sharing and incorporating lessons learned from these initial projects into a citywide VOC customer process. Our team is continuously evaluating our responsiveness to citizen concerns and challenges. Our focus is selfless service and doing what is right.

25. Our team is making progress in developing strategic capital, infrastructure, and facilities plans. Our 10 - year plan focuses on (in priority):

a. Replacing our Public Works Facility b. Extending the service life of the Police Department Facility c. Examining the requirements for an additional fire station on the South end of our city d. Examining the requirements for a new City Hall facility and associated parking garage

26. Construction of Phase 2 of the Area IV wellfield is complete. The wellfield is producing 2.75 million

gallons of raw water per day. Our team installed 659 automated meters which will improve our overall meter reading efficiency. Anticipating additional industrial and residential growth in the South side of our city, our team is engineering the south Titusville Water Main loop. This 8,350 foot pipe loop will connect Grissom Parkway to US 1 providing additional water pressure and access for future development.

27. Our team completed re-sequencing all meter reading routes to improve reading efficiencies. Meter

reading time has decreased and approximately 50.25 hours saving 6.28 days in time reading. This

time saved has allowed two Meter Readers to replace meter boxes and lids. They have also been

able to perform meter box maintenance and assist the Meter Techs with other maintenance

activities.

28. Our team has installed 16 next generation telemetry units with upgraded processors and

programming adding to more functionality and flexibility to our monitoring network for our wells

and lift stations.

29. Our team designed and managed the construction of approximately 8,500 feet of new water mains

within our service area. The new mains are installed on Carlsyle, Best/Glade, Yorkshire, Highland

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Terrace, Dixie, River Park Blvd, Riverside Drive and Lime/Elk. These new larger water mains will

provide better fire protection better water quality to our customers.

30. Our team replaced aeration equipment at the Blue Heron Water Reclamation Facility. It is operational producing and effluent quality well below permit limits. Staff is working with manufacturer to increase the horsepower efficiency of the equipment.

31. Our team completely rehabilitated and upgraded the final clarifiers at Osprey Water Reclamation Facility, which will significantly extend their service life. The project also added fiberglass covers to the clarifier channels in order to prevent algae growth, reduce maintenance labor costs and improve the quality of water distributed through the Titusville reuse water system.

32. Our team completed a Solids Management Program to master plan a combined solids treatment and disposal facilities plan for the Blue Heron Water Reclamation Facility, the Osprey Water Reclamation Facility and the Mourning Dove Water Treatment Facility. The study addressed outstanding process needs, incorporated new technology, addressed market trends and selected cost effective alternatives based on life cycle analysis.

33. Our team rehabilitated the Sludge Thickener and 6 Million Gallon Treatment Unit at the Mourning

Dove Water Treatment Facility. This equipment will provides efficient solids handling and back up

treatment capacity at the Mourning Dove Facility.

34. Our Team completed inserts for local newspapers and online publication assuring our customers

that the City of Titusville’s water does not contain lead or other harmful contaminates.

35. Our team has slip lined over 3,800 feet of sewer mains in its ongoing Inflow & Infiltration (I&I)

elimination program. The slip lining of defective reaches of sewer main stops extraneous water

from entering the sanitary sewer system. The extraneous water can increase pumping and

treatment costs at the City's Water Reclamation Facilities and can, in extreme cases, overload the

facilities treatment capacity.

36. Our Team received Florida Department of Environmental Protection (FDEP) approval for grant

funding to install three baffle boxes at two outfalls to the Indian River Lagoon. We have work plans for other storm water infrastructure improvements designed to reduce the pollution and help improve the health of the Indian River Lagoon. Our team continues to seek out and apply for grant funding for projects that include additional baffle boxes at outfalls, tree boxes within the City, floating wetland islands and littoral zone planting.

37. Our team continues to improve storm water management by aggressively fixing those challenge areas. In addition, we developed fertilizer run-off and pet-waste ordinances. These initiatives will position our city to exceed the stringent TMDL and BMAP State EPA requirements. Our team has documented a reduction of 30% nitrogen and 53% phosphorous into our storm water system. We have completed 50% of the backlogged projects during FY 16.

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38. Our team with support from our consultants completed the response to a FEMA Community Assistance Visit (CAV) based upon substantial stormwater basis study.

39. Our team helped orchestrate over 40 civic groups to help with civic engagement and funding of a

splash pad to be located on beautiful Sand Point Park. This initiative rasied over $200K and

garnered civic organization participation in designing our new park enhancement. We are currently

bidding this project. We expect construction to begin 60 days after contract award with a six-month

construction timeline to project completion.

40. Our team continues community engagement with various daily, weekly, and quarterly themed activities, educational programs and community partnerships.

41. Our team received approximately 135,000 phone calls in our Emergency 911 Dispatch Center this past fiscal year with approximately 35,000 of them being emergency 911 calls. That is more than 11,000 calls per month and close to 400 calls per day, 7 days per week, 24 hours a day. Even with this high volume of calls, our Public Safety Telecommunications team still answers all of our 911 calls under 10 seconds more than 90% of the time which is well above the National average.

42. Our team responded to more than 80,000 police calls for service this fiscal year, with approximately 37% of them being priority 1 emergency calls. Property crime remains to be our largest crime challenge however our auto thefts have decreased by 26% and vehicle burglaries decreased by 47% since our Community Education Campaign of “Lock It or Lose It”. Additionally, during the first six months of 2016, our violent crime is down more than 7%.

43. Our team has partnered with Parrish Medical Center, Team Health Emergency Physicians and the Jess Parrish Medical Foundation, to be issued advanced trauma tourniquet kits and receive specialized training on their use. Thanks to the generosity and proactive efforts of Parrish Medical Center and their Emergency Room Doctors, our Police Officers have already saved two lives using these medical kits.

44. Our team continues to leverage technology by purchasing Police Officer body cameras, upgrade to hardened laptop computers, and county-wide standardized mobile radios.

45. Our team implemented the Neighborhood Improvement through Code Enforcement (NICE) program. The NICE program addresses blighted areas and dilapidated properties within our city. Our team has identified 11 structures that are in various stages of either becoming code compliant or being destroyed and removed. We have removed 4 of the 11 identified structures. Additionally, our team identified 7 derelict vessels. With the great cooperation and partnership with our County and State partners, 4 of these vessels have been removed from our lagoon. We are planning to have the remaining 3 vessels removed by the end of this calendar year.

46. Our team professionally represents our Citizens, City and Council at various speaking venues. Our active participation improves our working relationships with various civic groups, boards, and other organizations. We provide information to and receive feedback from them.

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47. Our team has collaborated with Brevard County and other municipalities in our participation in the

Brevard Purchasing CO-OP. This initiative resulted in lower pricing for such commodities as water

production chemicals and asphalt road resurfacing.

48. Our team continued to utilize the local vendor preference program by re-investing by purchasing

from our local vendors.

49. Our team planned, organized and safely executed a highly successful Independence Day Celebration (Red, White and Boom!). We took lessons learned from previous events adding more children friendly activities along with providing an increased variety of food and beverage offerings. We exceeded our fund raising goals through increased outreach to our business community. We estimate 6,000 attendees enjoyed this event.

50. What an exciting year for our city and team! It is an honor to be a part of this fantastic organization.

Our focus every single day is to improve our services, processes, efficiencies and ourselves. I

sincerely look forward to serving our great city and Council during a prosperous 2017.