Community & Strategic Partnerships

Transcription

1 Program Chart Total Full-Time Equivalents (FTE) = 5.00 Community Redevelopment Administration Total Full Time Equivalents (FTE) = 3.3 County Housing Program Total Full Time Equivalents (FTE) = 0 Legislative Division Total Full Time Equivalents (FTE) = 1.7 FY 2015 FY 2016 FY 2017 FY 2016 to FY 2017 ACTUAL ADOPTED TENTATIVE Variance Pct Change Total FTE % Total Budget Dollars 1,063, , ,614-76, % Fiscal Year 2017 N-1

2 Introduction The Office of Community and Strategic Partnerships (CSP) works to advance many of the County's strategic goals at the federal, state, and community level, while building diverse partnerships. CSP develops, coordinates and advances the Board's federal and state legislative program through the input of the Board and all County departments. The office also tracks and assesses the impact of legislation affecting Martin County and works with the Martin County federal and state legislative delegation and a dedicated team of lobbyists to advance and protect the County's interests in Washington and Tallahassee. CSP also serves as the central point of contact for the federal and state delegation and their staff. The CSP also provides support to regional initiatives important to the County's interests such as the County Coalition in partnership with other County departments. At the neighborhood level, CSP coordinates the work of the Martin County Community Redevelopment Agency's (CRAs) seven redevelopment areas in Jensen Beach, Rio, Old Palm City, Golden Gate, Port Salerno, Hobe Sound, and Indiantown. Staff works with seven Neighborhood Advisory Committees who advise the Community Redevelopment Agency on projects in accordance with each area's adopted Community Redevelopment Plan and assists citizens in each of these neighborhoods on a daily basis. Staff continually seeks partnerships with various County departments and other agencies to advance BOCC objectives and priorities and adopted Community Redevelopment Plans in the seven CRAs. The focus of the division is centered on a pro-active mindset that is intent on getting the best value from resources that become available through leveraging and multiplying resources and working collaboratively to achieve goals. Key Issues and Trends In FY 16, Martin County Board of County Commissioners identified nearly 30 unique federal issues and over 80 state issues in addition to matters identified as important to all counties through the Florida Association of Counties and National Association of Counties. OCSP will continue to work with the Board and County departments on the County's legislative agenda and on advancing the many critical issues of importance to the Board at all levels of government. Of priority in FY17 in the Community Redevelopment Areas is the continued advancement of infrastructure related projects, identification of grants and needed update of the Community Redevelopment Plans. The relevance and appropriateness of the CRA boundaries, including the mixed use overlays, and plan content will be examined, with repositioning and reprioritization of projects where identified as well as establishing measurements and greater education and community outreach. The Community Redevelopment Areas are experiencing investment by the private sector that is increasing in recent years and property values are stabilizing. OCSP actions will be aimed at ensuring that these reinvestments take root. The Office of ' efforts will continue to be directed towards projects and partnerships that will protect and improve our community through neighborhood redevelopment and advancement of the County's priorities. Fiscal Year 2017 N-2

3 Program Summary Program ACTUAL ADOPTED ACTUAL TENTATIVE Community Redevelopment Admin. 381, , ,619 County Housing Program 681,623 99, Legislative Division ,995 Total Expenses 1,063, , ,614 Fiscal Year 2017 N-3

4 Expenditures and Revenues Expense Classification ACTUAL ADOPTED ACTUAL TENTATIVE Regular Salaries 313, , , Cell Phone Stipend , FICA 18,666 20, , Medicare 4,366 4, , Retirement Contributions 37,364 38, , Life and Health Insurance 46,231 50, , Professional Services 0 20, , Prof Serv-Outside Counsel-Non-Lit 0 2, , Other Contractual Services 58,763 45, , Mowing & Landscaping Services 3,852 16, Travel and Per Diem , Travel and Per Diem/Educational 0 1, Communications 481 1, , Freight and Postage 232 1, , Electricity Streetlights 2,872 4, Water/Sewer Services Rentals and Leases/Pool Vehicles 2,940 5, , Printing and Binding 720 2, , Other Current Charges 1,977 1, Office Supplies 328 1, , Non-Capital Computer Equipment Other Non-Capital Equipment Operating Supplies Computer Supplies Software Licenses Publications and Memberships , Publications/Subscriptions , Training 0 1, , Land Improvements Other Than Buildings 18, Intangible Assets Ship Downpayment Assistance 201, Ship Rehabilitation 212, Ship Emergency Assistance 72, Project Delivery Services 58, Other Grants and Aids 4, Total Expenses 1,063, , ,614 Fiscal Year 2017 N-4

5 Expenditures and Revenues (cont) Revenue Source ACTUAL ADOPTED ACTUAL TENTATIVE 0001 General Fund 93, , , NSP 3 77, SHIP-FL Fiscal 2011/12 16, SHIP-FL FY 14 65, Rio CRA Trust Fund 3,494 10, Port Salerno CRA Trust Fund Golden Gate CRA Fund 1,769 9, Indiantown District 3 CRA Fund 1,400 1, Palm City CRA Fund Community Development Admin 365, , , Federal Grants/Economic Environ 126, State Grants/Economic Environment 381, Gain/Loss On Sale of Investments -184, Other Miscellaneous Revenues 113, Total Revenues 1,063, , ,614 Fiscal Year 2017 N-5

6 Community Redevelopment Administration Mission Statement In Martin County's Community Redevelopment Areas, it is our mission to improve and revitalize neighborhoods as characterized by decent and affordable housing, a suitable living environment, a preserved natural environment, and economic opportunities for the citizens of Martin County while preserving our historic neighborhoods. Services Provided Administration of the seven Community Redevelopment Agency areas, grants, and partnership development in the CRAs and countywide, community outreach, and project coordination. Goals and Objectives Provide staff support to the Community Redevelopment Agency Enhance outreach to residents, businesses and stakeholders in the redevelopment areas for input and collaboration Implement and manage project partnerships within the Community Redevelopment Areas (CRA) Monitor and report on the implementation of the CRA Plans Seek, apply for and manage contracts in relation to grants and other funding sources in CRAs and countywide Provide guidance on redevelopment projects within the CRA Identify viable projects which will have both an immediate and long-term positive effects with the redevelopment areas. Implementation of these projects in a feasible, cost-effective and timely manner Assist in the provision of Affordable Housing through innovative partnerships Benchmarks Martin County's Community Redevelopment Areas are undergoing a renewed focus on core infrastructure needs long identified in each CRA Projects are being closely coordinated across county departments The Office's recent restructuring provides opportunities for new funding partnerships, and may present a new model for community redevelopment statewide Other counties will benchmark against Martin County's CRA program as evidenced by requests for information and presentations from other counties and professional redevelopment organizations Performance Measures Unit of FY2015 FY2016 FY2016 FY2017 Description Measure Actual Projected Actual Projected Community Participation in Public Mtgs % N/A N/A CRA-Building Permits Granted # N/A CRA-Development Review Applications % Outcomes Redevelopment of existing areas will result in citizen empowerment, well-planned and sustainable older communities, infill development within the urban service boundary, increased property values within CRAs, improved economic opportunities, and improved quality of life for residents. Fiscal Year 2017 N-6

7 Community Redevelopment Administration Staffing Summary Job Title FY2016 FY2017 Community Develop Specialist 2 Urban Designer 1 Cmty & Strat Partn Manager.8 Community Development Director 1 Executive Aide.5 Community Coordinator 2 Total FTE Equipment Expenditures None Fiscal Year 2017 N-7

8 Community Redevelopment Administration Expenditures and Revenues Expense Classification ACTUAL ADOPTED ACTUAL TENTATIVE Regular Salaries 267, , , Cell Phone Stipend FICA 15,829 17, , Medicare 3,702 4, , Retirement Contributions 34,005 35, , Life and Health Insurance 46,231 50, , Professional Services 0 20, , Prof Serv-Outside Counsel-Non-Lit 0 2, , Other Contractual Services 0 2, , Mowing & Landscaping Services 3,702 16, Travel and Per Diem/Educational Communications 481 1, , Freight and Postage 70 1, , Electricity Streetlights 2,872 4, Rentals and Leases/Pool Vehicles 2,575 3, , Printing and Binding 692 2, , Other Current Charges Office Supplies Non-Capital Computer Equipment Operating Supplies Computer Supplies Software Licenses Publications and Memberships , Publications/Subscriptions Training 0 1, , Land Intangible Assets Total Expenses 381, , ,619 Revenue Source ACTUAL ADOPTED ACTUAL TENTATIVE 0001 General Fund 8,400 14, Rio CRA Trust Fund 3,494 10, Port Salerno CRA Trust Fund Golden Gate CRA Fund 1,769 9, Indiantown District 3 CRA Fund 1,400 1, Palm City CRA Fund Community Development Administration 365, , ,619 Total Revenues 381, , ,619 Fiscal Year 2017 N-8

9 Community Redevelopment Administration Accounts of Interest Residential/commercial capacity studies and traffic/transportation engineering analysis throughout CRAs as needed CRA Legal Advisor Transcription services for CRA meetings , Line items for lawn mowing, electricity, and streetlights are no longer needed in the operating budget due to restructuring of the department Florida Redevelopment Association annual dues projected to increase. Significant Changes During FY16 Community Development Department was restructured into the Office of Community and Strategic Partnerships encompassing activities related to community redevelopment and to legislative efforts coordination. Fiscal Year 2017 N-9

10 County Housing Program Staffing Summary Job Title FY2016 FY2017 Housing Program Coordinator 1 Total FTE 1 Equipment Expenditures None Expenditures and Revenues Expense Classification ACTUAL ADOPTED ACTUAL TENTATIVE Regular Salaries 45,769 43, FICA 2,838 2, Medicare Retirement Contributions 3,359 3, Other Contractual Services 58,763 42, Mowing & Landscaping Services Travel and Per Diem/Educational 0 1, Freight and Postage Electricity Water/Sewer Services Rentals and Leases/Pool Vehicles 365 2, Printing and Binding Other Current Charges 1, Office Supplies Other Non-Capital Equipment Training Improvements Other Than Buildings 18, Ship Down-payment Assistance 201, Ship Rehabilitation 212, Ship Emergency Assistance 72, Project Delivery Services 58, Other Grants and Aids 4, Total Expenses 681,623 99,158 0 Revenue Source ACTUAL ADOPTED ACTUAL TENTATIVE 0001 General Fund 85,054 99, NSP 3 77, SHIP-FL Fiscal 2011/12 16, SHIP-FL FY 14 65, Federal Grants/Economic Environment 126, State Grants/Economic Environment 381, Gain/Loss on Sale of Investments -184, Other Miscellaneous Revenues 113, Total Revenues 681,623 99,158 0 Fiscal Year 2017 N-10

11 County Housing Program Accounts of Interest None Significant Changes During FY16, this division was moved from Community Development now Office of Strategic & Community Planning to Administration. Fiscal Year 2017 N-11