In a recent survey, 73 percent of our citizens told us that the county provides “good” to “excellent” quality in overall service. In addition, 81 percent rated the quality of life in Pinellas County as good or excellent.

The county’s ability to pay for programs and services with your tax dollars is directly related to the quality of life in our community. Road beautification, parks, environmental preservation, water access, social services, economic development, affordable housing assistance and funding for arts and culture are just some of the ways your county impacts quality of life.

As the County began to prepare for the FY09 Budget, our estimate was that the General Fund resources would decline to a level of 10% less than the FY08 budget, a reduction of over $55 million. Therefore, the General Fund departments under the Board of County Commissioners (BCC), for which the County Administrator has management authority, were instructed to submit budgets that were $25 million or 10% less, than the previous year. The Constitutional Officers and Independent Agencies were also requested to achieve reductions of 10%, which equated to $30 million. Because of the diligent efforts of everyone concerned, these targets were achieved and the budget balanced. The dollar and position reductions are summarized in the FY09 Adopted Budget.

For the Board departments, the preparation of reductions built on the work which was initiated with the FY08 budget. Last year, the departments identified all of the service programs within their budgets and defined all of the associated costs for each. The programs were then categorized as mandatory or non-mandatory. For FY09, the departments were given individualized reduction target amounts which reflected a 4% cut in mandatory programs and a 20% cut in non-mandatory programs. In total, those reductions equaled the 10% reduction goal. The departments were required to identify the specific programs and costs proposed for reduction or elimination, and equally important, the associated impact on services. The goal was to meet critical needs with high quality and reduce lower priority programs where possible.

Two of the largest BCC departments are Health and Human Services (HHS) and Culture, Education, and Leisure (CEL). The methods they used in reducing their budgets are illustrative of the approach followed by the rest of the organization.

Health and Human Services thoroughly reviewed their method of providing services and developed an entirely new strategy designed to optimize clinical care. Critical elements of this new strategy were collaboration with payers, hospitals, and providers; transparency of standards, payments, and data; accountability for results; and alignment to the economic situation. Medical and pharmacy services provided through the department were reduced by $8.5 million. The new strategy will focus on providing a ‘medical home” for clients that will reduce the unnecessary use of hospital inpatient and emergency room services. Primary care will be available at three Health Department sites and five community health centers. Case and disease case managers will provide early intervention. By developing and implementing a new Uninsured Health Care Collaborative, access to care will be increased, costs reduced, and some levels of service provided will actually be enhanced.

In a similar process, the Culture, Education and Leisure Department has streamlined its operations. Maintenance functions have been consolidated on a regional basis rather than on an individual park basis. This allowed for the elimination of middle management positions, including several park supervisors and assistant park supervisors. There also is a marked reduction in park maintenance workers due to the use of roving maintenance crews. The consolidation of the park districts from North, Central and South to North and South also allowed the reduction of managerial staff. Other changes included the elimination of six resident Park Supervisor positions. The department will rent the residences to law enforcement personnel who will serve as security for the regional parks. Although mowing will be reduced from every 7 days to every 10 days, and restrooms and shelters will be cleaned somewhat less frequently, the restructuring of the department will allow the County to maintain a high quality overall level of service throughout the park system.

Other BCC department reductions to some of the most visible countywide public services include the following:

1. The Animal Services shelter will be open to the public five days per week rather than six days.

1. Funding for local non-profit social action agencies will be reduced by 20%.

1. The mobile veterinary clinic (Animobile) hours of operation will be reduced by 50%.

1. The 4H program, the Florida Master Naturalist education program, and several other County Extension outreach education programs will be eliminated.

1. Public Works eliminated 23 positions with minimal service impact by consolidation, realignment of staff, and contracting.

1. The use of County vehicles was reviewed  and the size of the fleet reduced, saving fuel, maintenance, and replacement costs.

Constitutional Officers and Independent Agencies

1. The Constitutional Officers and Independent Agencies reduced their net budget impacts to a level 10% below FY08 through the elimination of positions, consolidation of office space, reducing overhead expenses, identification of new or increased revenues and other efficiencies.

Other Funds

1. Support to member libraries of the Public Library Cooperative has been cut by 10%, which reflects the decline in taxable values.

1. The Health Department, Feather Sound, and Palm Harbor Community Services Districts will also see reduced property tax revenue.

Unincorporated Area (MSTU) Budget

The County assigns costs in the General Fund between the County-wide budget and the Municipal Services Taxing Unit (MSTU) budget, based upon services provided to these areas including storm water drainage, zoning application processing and appropriately allocated indirect costs for the agencies directly involved in providing MSTU services.  Most of the MSTU budget is devoted to funding the Sheriff’s road patrol operations in the unincorporated area.

The MSTU tax base was reduced by $2.1 billion or 10.3%, and the resulting $4.2 million loss of revenue is reflected in the following service adjustments:

1. Six Environmental Management code enforcement positions were eliminated to focus efforts on complaint driven enforcement.

1. County Connection Centers (funded partially by the MSTU) will be consolidated from four locations to two locations.

1. Building and Development Review Services permit and inspection staffing and contract services were reduced to reflect the decreased level of economic activity.

1. Operating support for the East Lake Community Library has been reduced by 10%.  

Sales tax support for the MSTU remains constant at $3 million in FY09.  The MSTU continues to operate as one of the only municipal service areas without support from an electric franchise fee, utility services tax or storm water utility fee.