PROPOSED FINANCIAL PLAN

Transcription

1 PROPOSED FINANCIAL PLAN FISCAL YEARS SARASOTA COUNTY, FLORIDA

2 SARASOTA COUNTY GOVERNMENT Office of the County Administrator INTEROFFICE MEMORANDUM TO: FROM: Sarasota County Commission Jonathan R. Lewis, County Administrator DATE: August 22, 218 SUBJECT: Fiscal Year 219 Proposed Sarasota County Strategic Financial Plan I am pleased to present the Fiscal Year 219 Proposed Sarasota County Financial Plan which includes the Capital Improvement Program Financial Plan for FY19 through FY23. This financial plan takes into account Board direction at earlier workshops and preserves the current countywide millage rate of The financial plan does not include any new revenue sources and the staff continues to evaluate rate and fee structures to support service delivery. The organization remains conservative in our spending by managing expenses, and continually reviewing service levels and deferred maintenance schedules. We are also carefully considering the impacts of new projects and initiatives. Highlights from the FY19 through FY23 financial plan include: Maintains service levels as adjusted in the FY18 budget reduction process Works to achieve structural balance between revenues and expenditures Maintains a flat millage rate of and does not propose any additional revenue sources Absorbs uncontrollable costs Includes operating impacts of approved CIP projects Incorporates results of rate/fund balance analyses, internal department reviews and budget workshops Centers efforts on providing high quality service to our customers through improved evaluation and feedback mechanisms Provides for FY19 anticipated needs Links to Board s goals and priorities Incorporates changes from County Administrator s departmental reorganization that will go into effect on October 1 st This financial plan is designed to meet the county s reserve policy requirements. This includes the General Fund 75-day Disaster Reserve. Additionally, funding is specifically designated to help rebuild the Economic Uncertainty Fund which is to be utilized during economic downturns.

3 During the December 217 Board retreat the top ten priorities for the Board were identified. These were officially adopted in January. The 218 Board Priorities include: Creative affordable housing solutions Initiate discussions with the municipalities on efforts toward a regional parks model Review of public transit Budget balancing Advance River Road regional interstate connector County economic development reporting Jail diversion options Conduct the referendum for the Legacy Trail extension Stormwater Traffic Since adoption, the staff has worked to focus on these priorities and align workplans to emphasize efforts in these areas. There is support for priority activities incorporated within the financial plan. Budget Overview The overall total operating budget within the financial plan is $1,234,837,784. When transfers and reserves are excluded, the FY19 Proposed Financial Plan is $1,23,924,632. Since the June workshops, revenues within the General Fund budget were positively impacted by $466K due to an increase in the final taxable values. Countywide Taxable Property Values Billions $ FY9 FY1 FY11 FY12 FY13 FY14 FY15 FY16 FY17 FY18 FY19

4 The staff continued to analyze all funds to refine end of year forecasts and finalize plans to sweep excess dollars back into the appropriate funds including the General Fund where possible. This year s sweep amounted to $2.5M in additional funding for the General Fund. Revenues were positively impacted by increases in grant awards from the following sources: Transportation Disadvantaged Grant Federal Transit Administration Florida Department of Transportation Emergency Management Performance Grant Natural Resources Conservation Services Overall expenditures excluding transfers increased by approximately $8.6M since June. The financial plan incorporates expenditure adjustments in funding including SANCA ($129K), evacuation center hardening ($3M), Public Utilities pumps and generators ($2.5M), and the Honore Avenue/Ashton Intersection ($1M). Lastly, adjustments have been incorporated within the financial plan from Constitutional Officer budgets: Public Defender o Decrease of $34,32 in operating expenditures Sheriff s Office o Decrease of $472,541 in personnel services, operating expenditures, and internal services Supervisor of Elections o Increase of $5,575 in operating expenditures General Fund Highlights The General Fund is the largest fund within the annual financial plan that supports significant activities of county government including public safety, parks and recreation, libraries, public transit and other general governmental operations. The General Fund provides funding for key activities of both Board of County Commission departments and the county s Constitutional Officers and Other Boards/Agencies. General Fund projections assume a 3.6% increase based on a 1-year average in funding levels annually. This year s financial plan was funded with a 2.7% increase in the General Fund helping to create a positive impact on potential shortfalls in the coming years.

5 General Fund Budgets FY18 Adopted FY19 Proposed Difference (FY18 to FY19) Percent Change (FY18 to F19) Sheriff s Office $112,993,259 $116,233,388 $3,24, % Clerk of Circuit Court $9,75,894 $9,895,27 $189, % Tax Collector * $8,761,183 $8,914,43 $153,22 1.7% Property Appraiser $6,899,828 $7,32,53 $42,72 6.1% Supervisor of Elections $4,475,85 $5,67,413 $591, % Court Administration $4,62,46 $5,2,97 $382, % Medical Examiner $3,251,522 $3,38,153 $56, % Public Defender $915,992 $1,4,9 $88,17 9.6% State Attorney $1,76,979 $1,27,81 ($49,898) -4.6% Board of County $826,513 $846,262 $19, % Commissioners Guardian Ad Litem $193,86 $27,65 $13, % Charter Review Board $3,3 $3, ($3) -9.1% Total Constitutional Officers and Other Boards/Agencies Total Departments (BCC Controlled) $153,724,172 $158,829,886 $5,15, % $14,84,615 $142,997,352 $2,912, % Total General Fund $293,88,787 $31,827,238 $8,18, % * Tax Collector s budget is not due until August 1 Currently, the projected model from FY19-FY23 shows no shortfall. This funding level includes additional debt, operating impacts for various projects, and moves $2.5M into the Economic Uncertainty Reserve ($2M from expenditure budget coming in under projections and $5K from ad valorem increase). Current General Fund Projected Revenues and Expenditures General Fund - Projected Revenues & Expenses BUDGET PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED FY18 FY19 FY2 FY21 FY22 FY23 Revenue $27,113,233 $28,969,31 $298,289,439 $311,167,4 $324,483,82 $338,337,479 Budgeted Fund Balance $23,29,399 $2,877,974 $15,439,355 $13,62,18 $1,553,112 $8,96,129 Revenue $293,43,632 $31,847,284 $313,728,793 $324,229,419 $335,36,931 $346,433,68 Expenses $293,43,632 $31,847,284 $313,728,793 $324,229,419 $335,36,931 $346,433,68 Shortfall $ $ $ $ $ $

6 There are two referendums on the November ballot that if passed will affect the budget model which predicts shortfalls in the General Fund beginning in FY21. We will closely monitor the impact of the referendums and bring the Board options in future years to eliminate the predicted FY21-FY23 shortfalls should they occur. General Fund Projected Revenues and Expenditures (if November Referendums Pass) BUDGET PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED FY18 FY19 FY2 FY21 FY22 FY23 Revenue $27,113,233 $28,969,31 $285,778,526 $297,861,467 $31,356,556 $323,354,894 Budgeted Fund Balance $23,29,399 $2,877,974 $27,95,267 $23,666,89 $21,873,515 $22,91,328 Revenue $293,43,632 $31,847,284 $313,728,793 $321,527,556 $332,23,72 $346,265,222 Expenses $293,43,632 $31,847,284 $313,728,793 $324,229,419 $335,36,931 $346,433,68 Shortfall $ $ $ ($2,71,863) ($2,86,859) ($168,386) Capital Funds Capital Funds account for $271,586,115 of the Proposed FY19 Financial Plan, of which $178,443,633 is appropriated to Capital Improvement Program. Debt Service accounts for $79,815,433. Capital and Debt Service Funds account for $351,41,548 or 28.5% of the total budget. The capital plan has been adjusted to anticipate the potential for increased borrowing costs resulting from rising interest rates. Closing The August workshop provides Administration with the opportunity to present the final proposed financial plan to the Board. This plan incorporates additional direction provided from the Board as well as confirmed funding levels for both BCC and constitutional officer budgets. I believe this financial plan positions the county and our community for the future and provides funding for some of the most critical areas of concern. As one of the premier communities in the country, I am confident we will continue to find ways to create a funding strategy that meets the needs of the community. It is our role as public employees to find solutions, meet service demands and plan for the future progression of our county. We remain committed to serving the citizens, businesses and visitors of Sarasota County with a dedication to excellence. My thanks to the Commission for working with the staff to provide proactive leadership and creative ideas in setting priorities for the county that are reflected in the financial plan. I also extend my appreciation to the department directors and their staff for their active participation and valuable contributions to the development of the FY19 financial plan. As a service based organization, the employees remain the county s most valuable resources.

7 I look forward to working with the Board to finalize the FY19 Sarasota County Strategic Financial Plan and prepare for the September public hearings. Public hearing dates for the will be held on Wednesday, September 12, 218 at the Sarasota County Administration Center in Sarasota and Thursday, September 27, 218 at the R.L Anderson Administration Center in Venice to adopt the FY19 financial plan. Our neighbors are encouraged to attend the meetings and participate in the budget process. I am proud to be County Administrator in one of the premier communities in the country. We work together to overcome obstacles and make the most of opportunity. On behalf of all the Sarasota County employees, we thank you for the opportunity to serve.

8 BUDGET SUMMARY

9 FY19 Proposed Budget Overview FY19 Proposed Financial Plan Overview The Sarasota County total Proposed FY219 Financial Plan is $1,234,837,784 for all funds. When excluding transfers and reserves equaling $21,913,152, the FY19 Proposed Financial Plan is $1,23,924,632. This plan was formulated by the Office of Financial Management, as directed by the County Administrator, and is now presented to the Board of County Commissioners for review and direction. The County Administrator s plan will be reviewed by the Board of County Commissioners and subsequently adopted by the Commissioners by resolution at the second of two public hearings to be held on September 27, 218. Millions $ 1,25 1, 1,149 1,92 Total Budgets FY15 - FY19 1, , , FY15 FY16 FY17 FY18 FY19 Operating Capital (Includes Capital and Debt Service) Fiscal Year

10 FY19 Proposed Budget Overview TOTAL PROPOSED BUDGETARY COST SUMMARY Constitutional Officers and Other FY218 FY219 Difference Percent Change Boards/Agencies Adopted Proposed (FY18 to FY19) (FY18 to FY19) Sheriff's Office 113,711, ,62,868 2,891, % Tourist Development 23,263,723 25,292,311 2,28, % Clerk of Circuit Court 9,75,894 9,895,27 189, % Tax Collector* 8,761,183 8,914,43 153,22 1.7% Property Appraiser 6,899,828 7,32,53 42,72 6.1% Court Administration 5,139,933 5,354, , % Supervisor of Elections 4,522,778 5,212, , % Medical Examiner 3,251,522 3,38,153 56, % State Attorney 1,76,979 1,27,81 (49,898) 4.6% Public Defender 915,992 1,4,9 88,17 9.6% Board of County Commissioners 826, ,262 19, % Guardian Ad Litem 193,86 27,65 13, % Charter Review Board 3,3 3, (3) 9.1% Sub Total 178,272, ,988,297 6,715, % Departments (BCC controlled) FY218 Adopted FY219 Proposed Difference (FY18 to FY19) Percent Change (FY18 to FY19) Public Utilities 171,545, ,38,149 1,834, % Emergency Services 99,57,225 11,86,297 2,299,72 2.3% Human Resources 69,438,916 7,882,92 1,443, % Office of Financial Management** 55,749,66 64,553,865 8,84, % Public Works 41,325,49 48,425,361 7,99, % General Services 43,384,343 48,149,392 4,765,49 11.% Planning & Development Services 38,999,639 4,836,27 1,836, % Sarasota County Area Transit (SCAT) 29,893,236 3,1,61 27,365.7% Parks, Recreation and Natural Resources 29,942,995 29,493,422 (449,573) 1.5% Health & Human Services 24,478,831 24,94,524 (384,37) 1.6% Enterprise Information Technology 24,31,594 22,961,145 (1,349,449) 5.6% Libraries & Historical Resources 14,74,398 14,652,661 (51,737).4% Capital Projects 9,116,188 7,621,34 (1,494,848) 16.4% Office of County Administrator 4,682,515 4,2,269 (68,246) 14.5% County Attorney 3,851,38 3,839,942 (11,96).3% Communications 2,871,71 2,888,75 16,995.6% UF / IFAS Extension 1,921,585 1,759,967 (161,618) 8.4% Sub Total 665,723, ,447,939 32,724,77 4.9% Total Operating Budget 843,996,11 883,436,236 39,44, % Total Capital Projects 211,562, ,586,115 6,23, % Total Debt Services 75,865,534 79,815,433 3,949, % Total County Budget 1,131,424,334 1,234,837,784 13,413,45 9.1% *The Tax Collector's budget is not due until August 1st **Includes non departmental budget (i.e. reserves, transfers to debt and CIP, Property Appraiser Fees, and Tax Collector Fees) Fiscal Year

11 FY19 Proposed Budget Overview General Fund The General Fund contains the operating expenditures for services that are County-wide in nature. The General Fund accounts for 24.4% of the Proposed FY219 Financial Plan, supporting the vast majority of county government services as well as the budgets of the Constitutional Officers and Other Boards/Agencies. The projected revenues by category for the General Fund are as follows: Property Taxes (53.1%) $ 16,333,658 Intergovernmental (14.5%) 43,768,35 Charges for Services (14.%) 42,135,934 Cash Carryforward (6.9%) 2,857,928 Permits, Fees and Special Assessments (5.9%) 17,883,186 Other Tax Revenue (3.1%) 9,49,792 Transfers (1.6%) 4,872,535 Interest (.4%) 1,2, Miscellaneous 1,85,69 Judgments, Fines and Forfeits (.5%) 28,48 TOTAL: $ 31,827,238 Fiscal Year

12 FY19 Proposed Budget Overview The services budgeted in the General Fund include Parks, Recreation and Natural Resources, Libraries and Historical Resources, Planning and Development Services, Emergency Services, Health and Human Services, General Services, Financial Management, Human Resources and Communications Departments. Additionally, the General Fund supports the budgets of Constitutional Officers which includes the Sheriff, Clerk of the Circuit Court, Tax Collector, Property Appraiser and Supervisor of Elections. The operations of the Constitutional Officers are funded, but not controlled, by the Board of County Commissioners. The projected expenditures for the General Fund are as follows: Sheriff (38.5%) $ 116,233,388 BCC Departments (31.6%) 95,365,447 Transfers (13.3%) 4,181,617 Other Constitutional Officers and Boards/Agencies (3.7%)* 11,156,966 Clerk of the Circuit Court (3.3%) 9,895,27 Tax Collector (2.9%) 8,914,43 Property Appraiser (2.4%) 7,32,53 Supervisor of Elections (1.7%) 5,67,413 Ad Valorem Fees (1.6%) 4,81,71 Grants in Aid** (.7%) 2,81,737 Reserves (.3%) 8, TOTAL: $ 31,827,238 *Does not include transfer to Court Administration **Includes Grants in Aid for Operating Departments only Total budget is $8,18,451, or 2.7%, greater than the FY18 Adopted General Fund total budget of $293,88,787. Fiscal Year

13 FY19 Proposed Budget Overview Capital Funds Capital Funds account for $271,586,115 of the Proposed FY219 Financial Plan, of which $178,443,633 is appropriated to Capital Improvement Program Projects. Debt Service accounts for $79,815,433. The total FY219 Proposed Capital Funds, by Functional Area, and Debt Service are shown in the following graph. Capital and Debt Service Funds account for $351,41,548 or 28.5% of the total budget. Debt Service (22.7%) $ 79,815,433 General Government (22.7%) $ 79,695,471 Transportation (18.8%) $ 66,72,543 Sewer Services (11.6%) $ 4,714,37 Water Utilities Services (8.%) $ 28,22, Libraries/Parks & Recreation (5.8%) $ 2,351,64 Fire/EMS/Emg Mgmt (6.4%) $ 22,261,221 Solid Waste (1.9%) $ 6,738,738 Natural Resources (1.4%) $ 5,8,92 Stormwater (.7%) $ 2,524,679 Total Capital and Debt Service $ 351,41,548 Fiscal Year

14 FY19 Proposed Budget Overview Major Revenues The County s FY219 Proposed Financial Plan is composed of a variety of different revenue sources. Major revenue sources for the County are: Property Taxes, Half-Cent Sales Tax, State Revenue Sharing, Electric Franchise Fees, Motor Fuel Taxes, Infrastructure Surtax, Tourist Development Tax, Utility Revenues, Communications Services Tax, Mobility Fees and Impact Fees. The largest single source of revenue, directly used for the operation and services of the County is property taxes. FY18 FY19 Adopted Budget Proposed Budget General Fund Property Taxes $149,876,342 $16,333,658 Half Cent Sales Tax $3,224,689 $31,341,236 FP&L Franchise Fee $17,39,44 $17,46,5 State Revenue Sharing $9,912,48 $1,521,388 Communications Services Tax $9,51,52 $9,49,792 Sub Total $216,563,3 $228,652, % Other Property Taxes (countywide)* $25,911,373 $28,387,733 Utility Revenues** $98,592,9 $1,956,5 Infrastructure Sales Surtax $35,381,531 $36,576,215 Tourist Development Tax $2,75, $22,5, Gas Taxes $16,76,94 $16,892,896 Impact Fees $21,134,891 $25,54,63 Mobility Fees $7,25,638 $7,362,27 Sub Total $225,736,427 $237,73, % Total Major Revenues $442,299,43 $466,382, % *Countywide property taxes excluding the General Fund ** Water and Wastewater monthly billings and miscellaneous charges; excludes assessments and capacity fees Billions $ 7. Countywide Taxable Property Value FY9 FY1 FY11 FY12 FY13 FY14 FY15 FY16 FY17 FY18 FY19 Fiscal Year

15 FY19 Proposed Budget Overview Personnel The Authorized Full Time Equivalent (FTE) Summary (below) lists FTE s by department, including the Constitutional Officers and Other Boards/Agencies. The summary shows FTE counts for FY218 and FY219, and includes the variance. The FY219 Board of County Commissioners' FTE s total 2,299. which is (1.5), or.1%, less than FY218 Adopted. The FTE s under the Constitutional Officers and Other Boards/Agencies total which is 25.7, or 2.%, greater than FY218 Adopted. All FTE s in FY219 total for an increase over FY218 Adopted of 24.2 FTE s, or.7%. PROPOSED AUTHORIZED FTE SUMMARY Constitutional Officers and Other Boards/Agencies FY218 Adopted FY219 Proposed Difference (FY18 to FY19) Percent Change (FY18 to FY19) Sheriff's Office % Tax Collector % Property Appraiser % Clerk of Circuit Court % Court Administration % Supervisor of Elections % Board of County Commissioners % Guardian Ad Litem % Sub Total 1, , % Departments (BCC controlled) FY218 Adopted FY219 Proposed Difference (FY18 to FY19) Percent Change (FY18 to FY19) Emergency Services % Public Utilities % Sarasota County Area Transit (SCAT) % Parks, Recreation and Natural Resources % Public Works % Planning & Development Services* % Libraries & Historical Resources % General Services % Enterprise Information Technology % Office of Financial Management % Capital Projects % Human Resources % Health & Human Services % Communications % County Attorney % Office of County Administrator % UF / IFAS Extension % Sub Total 2,3.5 2, % Total County FTE 3, , % *FY18 Adopted total includes 1 FTE added mid year Fiscal Year

16 FY19 Proposed Budget Overview Strategic Goals and Initiatives The practice of identifying Major Initiatives to focus priorities on the county s strategic goals began in FY14. In Fiscal Year 216, Board Priorities were introduced to provide the elected body with the opportunity to prioritize those areas of greatest interest. Board Priorities are reported on at regular frequencies and are part of public presentations by administration. The planning process for Board Priorities and Major Initiatives began in November 217. In January 218, the Board officially adopted ten Board Priorities and 24 Major Initiatives. Board Priorities are at the core of funding conversations on key areas of strategic intent to the elected body. 218 Board Priorities: Creative affordable housing solutions Initiate discussions with the municipalities on efforts toward a regional parks model Review of public transit Budget balancing Advance River Road regional interstate connector County Economic Development reporting Jail diversion options Conduct a referendum for the Legacy Trail extension Stormwater Traffic The complete list of Goals, Board Priorities and Major Initiatives can be found on the Strategy Map located on page 1-9. Fiscal Year

17 218 Sarasota County Strategy Map $ 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 Board Top 1 Priorities County economic development reporting Budget balancing Review of public transit Creative affordable housing solutions Initiate discussions with the municipalities on efforts toward a regional parks model Conduct the referendum for The Legacy Trail extension Stormwater Advance River Road regional interstate connector Traffic Jail diversion options Major Initiatives 1. Develop a strategy to support small business retention and expansion Economic Development 2. Develop a report detailing operations, practices and standards used by OBED and EDC to pursue economic development related to careers and recommend economic development performance measures Economic Development 3. Utilize a network of community partners to develop programs that address skill gaps in relevant trade professions Economic Development 1. Eliminate two-year funding gap in the General Fund Office of Financial Management 2. Rebuild the economic uncertainty fund Office of Financial Management 1. Identify and implement a county-wide customer relationship management system Communications 2. Enhance current internal customer service training opportunities Human Resources 3. Evaluate efficiency and effectiveness of a centralized call center Communications 1. Increase workforce housing inventory Planning and Development Services 2. Create a Unified Development Code that updates the land development and zoning regulations Planning and Development Services 3. Implement Land Information Management System Update Planning and Development Services 1. Implement the Homeless Crisis Response System Health and Human Services 2. Construct the new William H. Jervey, Jr, Venice Public Library Libraries and Historical Resources 1. Support negotiations for the acquisition of the Orange Hammock property Parks, Recreation and Natural Resources 2. Construct Dona Bay Restoration Phase 2: focusing on water quality Public Utilities 3. Construct Siesta Key Wastewater Treatment Plant Improvements: focusing on improving water quality Public Utilities 4. Plan and prepare for vulnerabilities in the water and wastewater system Public Utilities 1. Advance the development of high priority county projects, including the Sheriff s Office Administrative Headquarters and Support Services Center, South County courts expansion and the central energy plant General Services 2. Conduct a facility analysis to determine adequate maintenance levels General Services 3. Evaluate stormwater assessment program Public Utilities 4. Create a long-range plan to identify expansion needs of capital infrastructure 1. Enhance systems to encourage organizational innovation Human Resources 2. Evaluate current employee recognition and acknowledgement programs Human Resources Public Works 5. Create a plan addressing existing capital asset needs Public Works Communications 1/23/

18 FY19 Proposed Budget Overview FY19 Budget Timeline Date Milestone Completed December 8 Board Retreat: Budget Principles January 31 Workshop: Budget Strategy March 23 Workshop: Budget Strategy April 25 BCC Meeting: Mid-Year Budget Update May 25 Workshop: Budget Strategy June 1 Preliminary Property Values June 19, 2 & 22 Budget Workshops July 1 Final Property Values July 11 Set Tentative ("not to exceed ) Millage Rates August 22 Final Budget Workshop September 12 Public Hearing (166) September 27 Public Hearing (RLA) and Budget Adoption Fiscal Year

19 ELECTED OFFICIALS OTHER AGENCIES

20 Fiscal Year 219 Proposed Strategic Financial Plan Elected Officials/Other Agencies Index 2-1 Organizational Chart 2-2 Property Appraiser 2-4 Tax Collector 2-6 Clerk of Circuit Court 2-8 Supervisor of Elections 2-1 Sheriff's Office 2-12 Board of County Commissioners 2-14 Court Administration 2-16 State Attorney 2-18 Public Defender 2-2 Guardian Ad Litem 2-22 Fiscal Year Elected Officials/Other Agencies

21 Fiscal Year 219 Proposed Strategic Financial Plan Elected Officials/Other Agencies Elected Officials/Other Agencies Total FY219 Proposed FTEs = 1, Property Appraiser Total FY219 Proposed FTEs = 67. Tax Collector Total FY219 Proposed FTEs = 1. Clerk of Circuit Court Total FY219 Proposed FTEs = Supervisor of Elections Total FY219 Proposed FTEs = 29. Sheriff's Office Total FY219 Proposed FTEs = 995. Board of County Commissioners Total FY219 Proposed FTEs = 5. Court Administration Total FY219 Proposed FTEs = 44. Fiscal Year Elected Officials/Other Agencies

22 Fiscal Year 219 Proposed Strategic Financial Plan Guardian Ad Litem Total FY219 Proposed FTEs = 2. Fiscal Year Elected Officials/Other Agencies

23 Fiscal Year 219 Proposed Strategic Financial Plan Property Appraiser Mission Statement To prepare an assessment roll that is accurate and meets all legal requirements while advocating for fairness and equity in developing values for real and personal property within Sarasota County and administer exemptions to the best of our ability. Summary of Services Administer ad valorem tax exemptions as prescribed by law Compute, certify and deliver the total taxable value for every taxing authority in Sarasota County by July 1 of each year Prepare a fair and equitable assessment roll that meets all legal requirements Deliver a Notice of Proposed Property Taxes and Non Ad Valorem Assessments to property owners Maintain the property ownership component of the Sarasota County Geographic Information System Assist taxpayers with filing exemptions and classified agricultural use applications Provide uninterrupted online access to property records and data Program Enhancements Include: Continue improving our tax roll statistics, demonstrating a greater level of fairness and equitability among taxpayers Utilize new oblique imagery to streamline property review process Full database integration between the Property Appraiser, Tax Collector and the Clerk Footnotes: The Florida Department of Revenue approves and amends the Property Appraiser's budget as required by law. The budget figures presented in this manual includes County Support Services, in addition to the budget submitted by the Property Appraiser to the Florida Department of Revenue for approval. County Support Services include the County wellness program, voice communications, various insurance premiums, and Information Technology Service Charges. These charges are County allocations outside of and beyond the Property Appraiser's budget. Fiscal Year Elected Officials/Other Agencies

24 Fiscal Year 219 Proposed Strategic Financial Plan Property Appraiser Operating Budget Summary FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Expenditure Summary Actual Adopted Proposed Planned Projected Projected Projected Personnel Services 4,864,662 5,129,655 5,497,48 5,497,48 5,497,48 5,497,48 5,497,48 Operating Expenditures 1,44, ,796 1,73,891 1,73,891 1,73,891 1,73,891 1,73,891 Internal Services 61,684 62,844 69,6 69,6 69,6 69,6 69,6 Internal Service EIT 591,542 62,33 69,991 69,991 69,991 69,991 69,991 Capital Outlay 68, ,5 7, 7, 7, 7, 7, Subtotal 6,63,977 6,899,828 7,32,53 7,32,53 7,32,53 7,32,53 7,32,53 Total Budgetary Costs 6,63,977 6,899,828 7,32,53 7,32,53 7,32,53 7,32,53 7,32,53 FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Funding Sources Actual Adopted Proposed Planned Projected Projected Projected General Fund 6,63,977 6,899,828 7,32,53 7,32,53 7,32,53 7,32,53 7,32,53 Total Revenues 6,63,977 6,899,828 7,32,53 7,32,53 7,32,53 7,32,53 7,32,53 FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Staffing Summary Actual Adopted Proposed Planned Projected Projected Projected Property Appraiser Total Full-Time Equivalents (FTE) Fiscal Year Elected Officials/Other Agencies

25 Fiscal Year 219 Proposed Strategic Financial Plan Tax Collector Mission Statement The Tax Collector is an elected Constitutional Officer of the State of Florida [Article VIII, Section 1(d)] responsible for the collection and distribution of over $95 million annually to local governments and state agencies. The mission of the Sarasota County Tax Collector is to provide exceptional customer service while collecting and distributing all monies efficiently and effectively. Summary of Services Local taxpayers by assisting them: In person at Downtown Sarasota, Mid-County and Venice (Mon Thu 8:3-5:, Fri 8:3-5:3) In person at North Port City Hall (Every Wed 8:3-4:3) On the phone On the internet at Via at Via U.S. Mail Local Governments by: Collecting property taxes by preparing, mailing and processing tax bills, and conducting the tax certificate sale Collecting and enforcing the local option Tourist Development Tax for Sarasota County Collecting and enforcing the Sarasota County Business Tax The State of Florida by: Titling and registering motor vehicles, manufactured homes, motorcycles, vessels, trailers and issuing disabled parking permits Issuing hunting and fishing licenses Issuing drivers' licenses Issuing birth certificates NOTES: 1. The Department of Revenue approves/amends the Tax Collector's budget as required by law, regardless of the form of government. The Tax Collector must submit her budget to the Florida Department of Revenue by August 1st with a copy to the Board of County Commissioners [FS (2)] 2. Within 31 days of the end of the fiscal year, the Tax Collector is required to give a full accounting of all fees and commissions and to transfer unexpended revenue to the Board of County Commissioners and other taxing districts [FS ]. Advisory Board None Fiscal Year Elected Officials/Other Agencies

26 Fiscal Year 219 Proposed Strategic Financial Plan Tax Collector Operating Budget Summary FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Expenditure Summary Actual Adopted Proposed Planned Projected Projected Projected Personnel Services 6,684,28 7,626,132 7,791,393 7,791,393 7,791,393 7,791,393 7,791,393 Operating Expenditures 738, ,57 662,5 662,5 662,5 662,5 662,5 Internal Services 58,254 71,599 75,293 75,293 75,293 75,293 75,293 Internal Service EIT 371, , , , , , ,217 Capital Outlay 65, Subtotal 7,918,14 8,761,183 8,914,43 8,914,43 8,914,43 8,914,43 8,914,43 Total Budgetary Costs 7,918,14 8,761,183 8,914,43 8,914,43 8,914,43 8,914,43 8,914,43 FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Funding Sources Actual Adopted Proposed Planned Projected Projected Projected General Fund 7,918,14 8,761,183 8,914,43 8,914,43 8,914,43 8,914,43 8,914,43 Total Revenues 7,918,14 8,761,183 8,914,43 8,914,43 8,914,43 8,914,43 8,914,43 FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Staffing Summary Actual Adopted Proposed Planned Projected Projected Projected Tax Collector Total Full-Time Equivalents (FTE) Fiscal Year Elected Officials/Other Agencies

27 Fiscal Year 219 Proposed Strategic Financial Plan Clerk of Circuit Court Mission Statement The Clerk of the Circuit Court and County Comptroller is a constitutional officer deriving its authority from the Florida State Constitution and Florida Law. In addition to serving as the Clerk of the Circuit and County Court and County Recorder, responsibilities include the role of County Comptroller and Treasurer, Ex-Officio Clerk to the Board of County Commissioners, and County Auditor. Summary of Services As the County Comptroller and Treasurer, the Clerk provides treasury management services, financial reporting and accounting along with accounts payable and payroll services to all departments under the Board of County Commissioners and is the custodian of all County funds. Services include financial reporting to the Board and all Federal and State agencies and auditing of all County expenditures. As Ex Officio Clerk to the Board of County Commissioners, the Clerk serves as the custodian of the Board's records, attends and is the official minute taker of all meetings of the Board of County Commissioners, Charter Review Board, Planning Commission and Value Adjustment Board; and maintains and distributes the official records and minutes, and indexes those records for easy retrieval. The Clerk also serves as the administrative agent and attends, records and maintains all Code Enforcement and Utility Rate Commission hearings documentation. The Clerk serves as the custodian of County resolutions, ordinances and contracts. As the County Auditor and Inspector General, professional investigative services are provided. Additionally, internal controls are tested for compliance, providing citizens with reasonable assurance that the policies intended to safeguard assets against loss or unauthorized use are followed. For additional information, please visit our website at Fiscal Year Elected Officials/Other Agencies

28 Fiscal Year 219 Proposed Strategic Financial Plan Clerk of Circuit Court Operating Budget Summary FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Expenditure Summary Actual Adopted Proposed Planned Projected Projected Projected Personnel Services 5,88,851 6,221,491 6,368,373 6,368,373 6,368,373 6,368,373 6,368,373 Operating Expenditures 2,357,577 2,59,55 2,8,362 2,8,362 2,8,362 2,8,362 2,8,362 Internal Services 216, , , , , , ,198 Internal Service Automotive ,851 17,851 17,851 17,851 17,851 Internal Service EIT 753, , , , , , ,243 Capital Outlay 44,819 49,278 46, 46, 46, 46, 46, Subtotal 8,821,323 9,75,894 9,895,27 9,895,27 9,895,27 9,895,27 9,895,27 Transfers Out 24, Reserves and Transfers 24, Total Budgetary Costs 8,845,476 9,75,894 9,895,27 9,895,27 9,895,27 9,895,27 9,895,27 FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Funding Sources Actual Adopted Proposed Planned Projected Projected Projected General Fund 8,845,476 9,75,894 9,895,27 9,895,27 9,895,27 9,895,27 9,895,27 Total Revenues 8,845,476 9,75,894 9,895,27 9,895,27 9,895,27 9,895,27 9,895,27 FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Staffing Summary Actual Adopted Proposed Planned Projected Projected Projected Clerk of Circuit Court Total Full-Time Equivalents (FTE) Fiscal Year Elected Officials/Other Agencies

29 Fiscal Year 219 Proposed Strategic Financial Plan Supervisor of Elections Mission Statement The Supervisor of Elections is an elected official responsible for maintaining the voter rolls of Sarasota County, conducting all elections, enhancing voter awareness, and encouraging participation in the electoral process by all eligible residents. Summary of Services Administers voter registration in Sarasota County in accordance with Florida Election Laws Processes voter registration applications into the Florida Voter Registration System (FVRS) Qualifies candidates for County and independent district offices Monitors candidate, political committee and party executive committee campaign treasurer reports Acts as filing officer for financial disclosure forms required by law Conducts all federal, state, county and independent district elections in Sarasota County Conducts voting system audits per F.S Processes vote-by-mail ballots Verifies signatures for candidate and initiative petitions Assists in conducting all municipal and special district elections Provides for early voting Appoints and trains poll workers; selects all polling locations Maintains all voting equipment for Sarasota County Assists in administration of state and local redistricting; draws precinct boundary lines Provides voter education to citizens of Sarasota County Administers federal elections in compliance with the Voting Rights Act, UOCAVA, NVRA, ADA, HAVA and MOVE Act Note: The FY19 budget reflects funding required for 218 General Election expenses, along with funding for additional electronic poll book equipment and increased maintenance costs, a truck for moving elections equipment, and elections security needs. The budget presented does not include any appropriations for special elections called by governmental authorities for the FY219 budget year. Please visit our website at Advisory Board None Fiscal Year Elected Officials/Other Agencies

30 Fiscal Year 219 Proposed Strategic Financial Plan Supervisor of Elections Operating Budget Summary FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Expenditure Summary Actual Adopted Proposed Planned Projected Projected Projected Personnel Services 2,69,976 2,739,689 2,946,344 2,939,34 2,939,34 2,939,34 2,939,34 Operating Expenditures 1,297,17 1,655,314 2,67,71 1,969,898 1,969,898 1,969,898 1,969,898 Internal Services 45,115 45,863 46,424 46,424 46,424 46,424 46,424 Internal Service Automotive 2,253 2,21 72,451 2,451 2,451 2,451 2,451 Internal Service EIT 69,916 69,72 69,524 69,524 69,524 69,524 69,524 Capital Outlay 62,488 1, 1, 1, 1, 1, 1, Subtotal 4,167,918 4,522,778 5,212,444 5,37,61 5,37,61 5,37,61 5,37,61 Total Budgetary Costs 4,167,918 4,522,778 5,212,444 5,37,61 5,37,61 5,37,61 5,37,61 FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Funding Sources Actual Adopted Proposed Planned Projected Projected Projected General Fund 4,49,326 4,475,85 5,67,413 4,99,373 4,99,373 4,99,373 4,99,373 Advanced Grants Fund 118,592 46, ,31 47,228 47,228 47,228 47,228 Total Revenues 4,167,918 4,522,778 5,212,444 5,37,61 5,37,61 5,37,61 5,37,61 FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Staffing Summary Actual Adopted Proposed Planned Projected Projected Projected Supervisor of Elections Total Full-Time Equivalents (FTE) Fiscal Year Elected Officials/Other Agencies

31 Fiscal Year 219 Proposed Strategic Financial Plan Sheriff's Office Mission Statement Members of the Sarasota County Sheriff's Office are committed to excellence in service through teamwork and community involvement in order to promote a safe and secure environment. We will treat all people with courtesy and respect reflecting the highest ideals of professionalism while providing effective and efficient law enforcement services. We will provide fair and impartial treatment to all people demonstrating care, concern and understanding of each person's situation. As a united team, we are committed to innovation and excellence in order to meet the needs of the community. Summary of Services Law enforcement services for and protection of the citizens and visitors of Sarasota County The detection and investigation of reported and unreported crimes, apprehension of suspected criminals, crime prevention activities, citizen awareness campaigns, patrol of business and residential areas, and patrol of the waterways Enforcement of State Statutes and County Ordinances Management of certain types of non criminal activities such as missing persons Assists the County and State judiciary with the orderly running of the court system by providing security to the courthouse, courtrooms and judges; transporting prisoners to and from court; providing booking services for all arrested persons; coordinating release of incarcerated individuals; and providing extradition services Maintenance of all criminal arrest warrants and apprehension of fugitives Housing and care of all persons incarcerated within the County, which includes: food, shelter, clothing, rehabilitation programs, and medical services are provided to all inmates Boards prisoners and illegal immigrants for federal law enforcement agencies, arranges for housing for transient prisoners, and coordinates transportation of inmates to and from other County and State penal institutions Serves as the Administrative Agency for the purpose of managing and supervising the operations of the Public Safety Communications Serving of legal process issued by both Florida and out of state courts and the execution of all enforceable process issued by Florida courts Responsible for the care and control of stray, neglected, abused, or nuisance animals within Sarasota County Quality of life issues Note: The Sheriff s Budget also includes County Internal Service charges and grant carryover funds in addition to the budget presented by the Sheriff s Office. These charges include the County wellness program, application maintenance, voice communications, workstations and insurance premiums. Please visit our website at Advisory Board Criminal Justice Commission (Sarasota County Resolution B24-83) Fiscal Year Elected Officials/Other Agencies

32 Fiscal Year 219 Proposed Strategic Financial Plan Sheriff's Office Operating Budget Summary FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Expenditure Summary Actual Adopted Proposed Planned Projected Projected Projected Personnel Services 89,547,887 89,835,697 92,455,627 92,337,161 92,337,161 92,337,161 92,337,161 Operating Expenditures 15,225,62 17,42,342 18,5,521 17,97,877 17,97,877 17,97,877 17,97,877 Internal Services 1,395,131 1,439, ,15 512,15 512,15 512,15 512,15 Internal Service EIT 921, ,778 1,58,363 1,58,363 1,58,363 1,58,363 1,58,363 Capital Outlay 3,775,572 4,125,951 4,462,252 4,395,882 4,395,882 4,395,882 4,395,882 Grants In Aid 27, 64, 64, 64, 64, 64, 64, Subtotal 11,892, ,711, ,62, ,338, ,338, ,338, ,338,388 Total Budgetary Costs 11,892, ,711, ,62, ,338, ,338, ,338, ,338,388 FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Funding Sources Actual Adopted Proposed Planned Projected Projected Projected General Fund 11,196, ,993, ,233, ,233, ,233, ,233, ,233,388 West Coast Inland Navigation District Grant 38, , , Fund Law Enforcement Trust Fund 13, 5, 5, 5, 5, 5, 5, Reimbursement Grants Fund 374,66 291, Communications Fee Fund , 55, 55, 55, 55, Total Revenues 11,892, ,711, ,62, ,338, ,338, ,338, ,338,388 FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Staffing Summary Actual Adopted Proposed Planned Projected Projected Projected Sheriff's Office Total Full-Time Equivalents (FTE) Fiscal Year Elected Officials/Other Agencies

33 Fiscal Year 219 Proposed Strategic Financial Plan Vision Statement To be the premier community where people choose to live, work and play. Board of County Commissioners Mission Statement 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. Summary of Services The Board of County Commissioners is responsible for the following: Represent the citizens of Sarasota County as the County's governing body Make annual budget determinations for County operations Oversee the levy of ad valorem taxes, non ad valorem assessments, and other fees and charges Adopt ordinances as may be necessary to carry out both County and municipal purposes Appoint a County Administrator and a County Attorney Establish and appoint advisory councils as necessary Carry out other duties and responsibilities as authorized by the State Constitution, Statutes, and the County Charter Advisory Board None Fiscal Year Elected Officials/Other Agencies

34 Fiscal Year 219 Proposed Strategic Financial Plan Board of County Commissioners Operating Budget Summary FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Expenditure Summary Actual Adopted Proposed Planned Projected Projected Projected Personnel Services 721,38 742,386 78,897 78,897 78,897 78,897 78,897 Operating Expenditures 19,82 32,4 32,4 32,4 32,4 32,4 32,4 Internal Services 6,228 15,929 5,586 5,586 5,586 5,586 5,586 Internal Service EIT 36,856 34,798 26,379 26,379 26,379 26,379 26,379 Capital Outlay - 1, 1, 1, 1, 1, 1, Subtotal 784, , , , , , ,262 Total Budgetary Costs 784, , , , , , ,262 FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Funding Sources Actual Adopted Proposed Planned Projected Projected Projected General Fund 784, , , , , , ,262 Total Revenues 784, , , , , , ,262 FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Staffing Summary Actual Adopted Proposed Planned Projected Projected Projected Board of County Commissioners Total Full-Time Equivalents (FTE) Fiscal Year Elected Officials/Other Agencies

35 Fiscal Year 219 Proposed Strategic Financial Plan Court Administration Mission Statement To promote respect for, and confidence in, the justice system, while maintaining the independence of the judiciary by assuring dignified and fair treatment to all participants; maintaining open, accessible, and efficient forums for dispute resolution; and providing effective, timely, and just resolution of legal matters. Summary of Services The Courts Administrator oversees the administrative functions of the 12th Circuit Court and directs the operation of the: Citizen Dispute Settlement Program Comprehensive Treatment Court Coordination of Efforts to Combat Domestic Violence Court Reporters Drug Court DUI Court Family Law Self Help Program Family Mediation Program Health Care Court Juvenile Assessment Center Pretrial Services Program Veterans Court The Courts Administrator is responsible for: Overall strategic planning Training and education of all judicial employees Preparation and monitoring of Court budgets Personnel administration of judicial employees Liaison with court related agencies Facility planning Court computer systems Media relations Assignment of judges to operating divisions All other daily operations of the judicial system Please visit our website at Advisory Board Criminal Justice Commission (Sarasota County Resolution B24-83) Fiscal Year Elected Officials/Other Agencies

36 Fiscal Year 219 Proposed Strategic Financial Plan Court Administration Operating Budget Summary FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Expenditure Summary Actual Adopted Proposed Planned Projected Projected Projected Personnel Services 2,383,54 2,78,93 2,849,95 2,849,95 2,849,95 2,849,95 2,849,95 Operating Expenditures 1,463,832 1,775,568 1,83,152 1,623,152 1,623,152 1,623,152 1,623,152 Internal Services 195,357 28,27 28,74 28,74 28,74 28,74 28,74 Internal Service Automotive 1, Internal Service EIT 317,78 32, , , , , ,942 Capital Outlay 119,73 54,8 54,8 54,8 54,8 54,8 54,8 Subtotal 4,481,57 5,139,933 5,354,559 5,174,559 5,174,559 5,174,559 5,174,559 Total Budgetary Costs 4,481,57 5,139,933 5,354,559 5,174,559 5,174,559 5,174,559 5,174,559 FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Funding Sources Actual Adopted Proposed Planned Projected Projected Projected General Fund 4,,722 4,535,882 4,76,811 4,76,811 4,76,811 4,76,811 4,76,811 Court Fund 261,95 344,857 33,748 33,748 33,748 33,748 33,748 Reimbursement Grants Fund 16,35 117,527 11, 11, 11, 11, 11, Housing & Community Development Fund 112,35 141,667 18, Total Revenues 4,481,57 5,139,933 5,354,559 5,174,559 5,174,559 5,174,559 5,174,559 FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Staffing Summary Actual Adopted Proposed Planned Projected Projected Projected Court Administration Total Full-Time Equivalents (FTE) Fiscal Year Elected Officials/Other Agencies

37 Fiscal Year 219 Proposed Strategic Financial Plan State Attorney Mission Statement The Twelfth Judicial Circuit Office of the State Attorney is committed to ensuring that our community is protected by pursuing vigorous and fair prosecution of criminal offenders, by seeking justice, safeguarding the innocent and advocating for the rights of all victims. We will seek truth and justice in a professional manner, while maintaining the highest ethical standards. We will pursue this mission at the State Attorney's Office by resolution to: Promote a work environment that emphasizes high ethical standards, professionalism and competent legal representation. Establish an atmosphere of compassion, trust and mutual respect. Maintain public confidence by creating a day to day operation that is efficient and effective. Provide training for employees and education for the public to be knowledgeable about the administration of justice. Create and maintain open communication to promote the best interests of the community. Encourage an environment that is positive and courteous among employees and members of the public. Collaborate the law enforcement, our criminal justice partners and our communities to address the needs of and promote the highest quality of life for the citizens of the Manatee, Sarasota and DeSoto counties. Ensure the rights of victims are upheld with dedication to treating victims and their families with dignity, respect and compassion. Summary of Services The State Attorney appears in the Circuit and County courts within the Judicial Circuit and prosecutes or defends all suits, applications, or motions, civil or criminal, in which the state is a party. He is elected at the general election by the qualified electors of the Judicial Circuit for a term of four years. Conducts trial level criminal prosecutions of all persons charged with violating State, County, and Local laws and ordinances Reviews charges and complaints to determine whether they warrant prosecution and trial Provides legal advice in criminal matters to all law enforcement agencies, and works with these agencies to provide in service training In accordance with State Statutes, the County provides such office space, utilities, telephone service, custodial services, technology costs, and communication services as may be necessary for the proper and efficient functioning of the offices of the State Attorney. Advisory Board Criminal Justice Commission (Sarasota County Resolution 24-83) Fiscal Year Elected Officials/Other Agencies

38 Fiscal Year 219 Proposed Strategic Financial Plan State Attorney Operating Budget Summary FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Expenditure Summary Actual Adopted Proposed Planned Projected Projected Projected Operating Expenditures 334, , , , , , ,727 Internal Services 47,683 49,948 5,227 5,227 5,227 5,227 5,227 Internal Service EIT 347,89 347, , , , , ,127 Capital Outlay 47,44 99,751 2, 2, 2, 2, 2, Subtotal 777,62 1,76,979 1,27,81 1,27,81 1,27,81 1,27,81 1,27,81 Total Budgetary Costs 777,62 1,76,979 1,27,81 1,27,81 1,27,81 1,27,81 1,27,81 FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Funding Sources Actual Adopted Proposed Planned Projected Projected Projected General Fund 777,62 1,76,979 1,27,81 1,27,81 1,27,81 1,27,81 1,27,81 Total Revenues 777,62 1,76,979 1,27,81 1,27,81 1,27,81 1,27,81 1,27,81 Fiscal Year Elected Officials/Other Agencies

39 Fiscal Year 219 Proposed Strategic Financial Plan Mission Statement Champion the accused with the utmost professionalism and humanity. Public Defender Summary of Services As provided in our Florida Constitution, the Public Defender s Office represents indigent individuals accused of a crime who face the potential loss of liberty. In accordance with the Florida Statute 29.8, the Counties are required by s.14, Art V of the State Constitution to provide the Public Defender with office space, telephone, custodial, technology, communication services, supplies/equipment and with funding for special court programs like Drug Court, DUI, Comprehensive Court and Mental Health Court. Advisory Board Criminal Justice Commission (Sarasota County Resolution B24-83) Fiscal Year Elected Officials/Other Agencies

40 Fiscal Year 219 Proposed Strategic Financial Plan Public Defender Operating Budget Summary FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Expenditure Summary Actual Adopted Proposed Planned Projected Projected Projected Operating Expenditures 335,44 562,49 613, , , , ,665 Internal Services 32,82 34,51 34,575 34,575 34,575 34,575 34,575 Internal Service EIT 225, ,1 237, , , , ,769 Capital Outlay - 88, 118, 118, 118, 118, 118, Subtotal 593, ,992 1,4,9 1,4,9 1,4,9 1,4,9 1,4,9 Total Budgetary Costs 593, ,992 1,4,9 1,4,9 1,4,9 1,4,9 1,4,9 FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Funding Sources Actual Adopted Proposed Planned Projected Projected Projected General Fund 593, ,992 1,4,9 1,4,9 1,4,9 1,4,9 1,4,9 Total Revenues 593, ,992 1,4,9 1,4,9 1,4,9 1,4,9 1,4,9 Fiscal Year Elected Officials/Other Agencies

41 Fiscal Year 219 Proposed Strategic Financial Plan Guardian Ad Litem Mission Statement The State of Florida Guardian ad Litem Program (herein referred to as the "GAL Program" or the "Program") was created to implement sections ,914.17(1), and 61.41, Florida Statutes. The mission of the GAL Program is to advocate for the best interest of children who are alleged to be abused, neglected or abandoned and who are involved in court proceedings. Summary of Services Program representatives, including program staff, certified lay volunteers, and pro bono attorneys, work together to advocate for permanency for children. Best interests of the child include, preservation of the child's physical safety and emotional well being, permanent placement in a stable and nurturing home environment that fosters the child's healthy growth and development, and advocating for compliance with statutory requirements. Advisory Board None Fiscal Year Elected Officials/Other Agencies

42 Fiscal Year 219 Proposed Strategic Financial Plan Guardian Ad Litem Operating Budget Summary FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Expenditure Summary Actual Adopted Proposed Planned Projected Projected Projected Personnel Services 94,69 98,62 14,885 14,885 14,885 14,885 14,885 Operating Expenditures 28,6 36,591 36,591 36,591 36,591 36,591 36,591 Internal Services 5,264 5,479 5,451 5,451 5,451 5,451 5,451 Internal Service EIT 51,691 52,116 59,723 59,723 59,723 59,723 59,723 Capital Outlay - 1, 1, 1, 1, 1, 1, Subtotal 179, ,86 27,65 27,65 27,65 27,65 27,65 Total Budgetary Costs 179, ,86 27,65 27,65 27,65 27,65 27,65 FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Funding Sources Actual Adopted Proposed Planned Projected Projected Projected General Fund 179, ,86 27,65 27,65 27,65 27,65 27,65 Total Revenues 179, ,86 27,65 27,65 27,65 27,65 27,65 FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Staffing Summary Actual Adopted Proposed Planned Projected Projected Projected Guardian Ad Litem Total Full-Time Equivalents (FTE) Fiscal Year Elected Officials/Other Agencies

43 APPOINTED OFFICIALS AND BOARDS

44 Fiscal Year 219 Proposed Strategic Financial Plan Appointed Officials and Boards Index 3-1 Medical Examiner 3-2 Charter Review Board 3-4 Tourist Development 3-6 Fiscal Year Appointed Officials and Boards

45 Fiscal Year 219 Proposed Strategic Financial Plan Medical Examiner Mission Statement The District Medical Examiner is appointed by the Governor for a term of three years to determine the cause of certain deaths as outlined in state statutes. Summary of Services Determines the cause of certain categories of death through examinations, investigations, and autopsies as deemed necessary or as requested by the State Attorney, within the State's 12th Judicial District, which includes Sarasota, Manatee, and DeSoto counties. Provides information to and cooperates with Law Enforcement, Judiciary, and Public Health agencies within the community. Advisory Board None Fiscal Year Appointed Officials and Boards

46 Fiscal Year 219 Proposed Strategic Financial Plan Medical Examiner Operating Budget Summary FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Expenditure Summary Actual Adopted Proposed Planned Projected Projected Projected Operating Expenditures 3,18,589 3,251,522 3,38,153 3,38,153 3,38,153 3,38,153 3,38,153 Internal Service EIT Subtotal 3,18,637 3,251,522 3,38,153 3,38,153 3,38,153 3,38,153 3,38,153 Total Budgetary Costs 3,18,637 3,251,522 3,38,153 3,38,153 3,38,153 3,38,153 3,38,153 FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Funding Sources Actual Adopted Proposed Planned Projected Projected Projected General Fund 3,18,637 3,251,522 3,38,153 3,38,153 3,38,153 3,38,153 3,38,153 Total Revenues 3,18,637 3,251,522 3,38,153 3,38,153 3,38,153 3,38,153 3,38,153 Fiscal Year Appointed Officials and Boards

47 Fiscal Year 219 Proposed Strategic Financial Plan Charter Review Board Mission Statement On behalf of the citizens of Sarasota County, the Charter Review Board will review the operations of the County Government and recommend changes for improvement of the County Charter. Summary of Services Provides an elected ten member body that serves without compensation Reviews the operations of the County Government Recommends changes for improvement of the County Charter Forwards recommendations to referendum in accordance with the County Charter provisions Advisory Board None Fiscal Year Appointed Officials and Boards

48 Fiscal Year 219 Proposed Strategic Financial Plan Charter Review Board Operating Budget Summary FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Expenditure Summary Actual Adopted Proposed Planned Projected Projected Projected Operating Expenditures 5 3,3 3, 3, 3, 3, 3, Subtotal 5 3,3 3, 3, 3, 3, 3, Total Budgetary Costs 5 3,3 3, 3, 3, 3, 3, FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Funding Sources Actual Adopted Proposed Planned Projected Projected Projected General Fund 5 3,3 3, 3, 3, 3, 3, Total Revenues 5 3,3 3, 3, 3, 3, 3, Fiscal Year Appointed Officials and Boards

49 Fiscal Year 219 Proposed Strategic Financial Plan Tourist Development Mission Statement To ensure that the economic benefits of the tourism industry are maximized for the good of Sarasota County residents through the continuous growth of tourism. Summary of Services Tourist Development Tax provides funding in accordance with directives set forth in the Tourist Development Plan for: beach maintenance and beach renourishment projects arts and cultural activities through the grant process advertising and promotion to bring tourism to Sarasota County sports stadium and aquatic nature center projects Local tax collection of the Tourist Development Tax is provided through the Sarasota County Tax Collector Audit services for the Tourist Development Tax are provided through the Sarasota County Clerk of the Circuit Court Advisory Board Tourist Development Council, Sarasota County Ordinance , as amended, 13 members Fiscal Year Appointed Officials and Boards

50 Fiscal Year 219 Proposed Strategic Financial Plan Tourist Development Operating Budget Summary FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Expenditure Summary Actual Adopted Proposed Planned Projected Projected Projected Personnel Services - 2, 162,894 2, 2, 2, 2, Operating Expenditures 6,48,475 7,379,1 8,288,79 7,592,2 7,644,3 7,697,8 7,753, Internal Services Internal Service Automotive - - 6, Capital Outlay 298,825 1,678,882 3,1 3,1 3,1 35,1 35,1 Grants In Aid 2,554,246 6,73,77 7,726,259 2,695,41 2,89,479 2,995,474 3,13,55 Subtotal 9,333,546 15,151,752 16,485,149 1,67,71 1,773,879 11,63,374 11,136,65 Reserves - 4,519,333 5,134,159 7,331,567 7,64,132 8,19,392 8,841,475 Transfers Out 2,689,29 3,592,638 3,673,3 3,67,81 3,675,96 3,67,236 3,671,767 Reserves and Transfers 2,689,29 8,111,971 8,87,162 11,2,368 11,28,92 11,689,628 12,513,242 Total Budgetary Costs 12,22,836 23,263,723 25,292,311 21,61,78 22,53,971 22,753,2 23,649,892 FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Funding Sources Actual Adopted Proposed Planned Projected Projected Projected Tourist Development - Beach Maintenance Fund 577,757 4,419,972 5,616,82 1,653,941 1,718,665 1,884,594 2,87,842 Tourist Development - Project Related Fund 3,15,528 7,958,31 7,249,678 8,344,364 8,73,74 9,49,136 9,381,958 Tourist Development - Arts Fund 2,129,6 2,858,141 3,116,987 3,147,827 3,171,441 3,187,21 3,194,56 Tourist Development - Promotions Fund 6,299,95 8,27,3 9,38,826 8,463,946 8,46,791 8,632,71 8,985,586 Total Revenues 12,22,836 23,263,723 25,292,311 21,61,78 22,53,971 22,753,2 23,649,892 Fiscal Year Appointed Officials and Boards

51 CAPITAL PROJECTS

52 Fiscal Year 219 Proposed Strategic Financial Plan Capital Projects Index 4-1 Organizational Chart 4-2 Strategic Message 4-3 Operating Budget Summary 4-7 Fiscal Year Capital Projects

53 Fiscal Year 219 Proposed Strategic Financial Plan Capital Projects Capital Projects Total FY219 Proposed FTEs = 54. Capital Projects Total FY219 Proposed FTEs = 54. Fiscal Year Capital Projects

54 Fiscal Year 219 Proposed Strategic Financial Plan Capital Projects Vision Mission To manage and deliver the infrastructure, facilities, and systems that support the quality of life the citizens of Sarasota County enjoy. To execute Sarasota County's Capital Improvement Program (CIP) by delivering quality projects, on schedule and within budget. Summary of Services Capital Projects is responsible for the design and construction of capital infrastructure within Sarasota County. Services typically include conceptual, preliminary, and final design, construction management, permitting, bid document development and bid phase services, inspecting and surveying services, and technical consultation with stakeholder departments throughout the county. Advisory Boards Waterways Advisory Council Objective Enterprise Goal Exceed Customer Expectations Provide Excellent Service in Support of Government Operations Public Works Grow the Learning Capacity of Capital Projects Staff Provide an Innovative Environment for Public Works Employees Public Works Improve the Effectiveness of the Capital Projects Team Provide Excellent Service in Support of Government Operations Public Works Maximize Financial Resources to Deliver High Quality Infrastructure Maintain and Enhance Infrastructure Quality Public Works Performance Key Performance Indicators On Target Caution Behind No Target Set New Next FY Suspended Fiscal Year Capital Projects

55 Fiscal Year 219 Proposed Strategic Financial Plan Performance Highlights 15% % of Projects Meeting Milestones ANALYSIS: There is a 13% decrease in the % of projects meeting milestones in Quarter 3 FY18 compared to FY17. 1% 83% 8% 7% Prior Year Actual 83% 5% % Q3-18 Actual 7% Target Prior Year Actual Actual Department Major Initiative Objectives Description Update Percent Complete Target End Date Create a Longrange Plan to Identify Expansion Needs of Capital Infrastructure Maintain and Enhance Existing Infrastructure Sarasota County Dashboard Development of a 1 to 2-year prioritized plan of needed infrastructure and funding as an expansion to existing levels of service to accommodate The FY19 Project an Prioritization effort evolving community. includes projected The effort will be an departmental annually updated infrastructure needs planning basis beyond the adopted for projected revenue 5-year CIP for a 1+ sources and future year duration. The inclusion into the Board reviewed the adopted 5 year FY19 Prioritization Capital Improvement list on May 25, 218. Program. The The Project product will provide Prioritization List is an objective tool to an evolving tool for assess the capacity annual CIP adoption to accommodate and planning. inclusion of unanticipated emerging infrastructure demands against existing planned requirements. 1 % 9/3/2 Fiscal Year Capital Projects

56 Fiscal Year 219 Proposed Strategic Financial Plan Create a Plan Addressing Existing Capital Asset Needs Maintain and Enhance Existing Infrastructure Sarasota County Dashboard The County currently owns and maintains a substantial amount of public infrastructure to provide existing levels of service to the community. It is critical to establish and fund a prioritized plan to maintain, repair and renovate this infrastructure ensuring its long term serviceability. This effort would extend beyond the 5 year Capital Improvement Plan (CIP) to predict and plan for these requirements and establish funding sources for eventual inclusion in the CIP. This effort is distinguishable from the addition of new or expanded infrastructure or services as it is necessary to maintain existing adopted levels of service. CIP Prioritization underway as part of budget process. 1 % 9/3/2 Fiscal Year Capital Projects

57 Fiscal Year 219 Proposed Strategic Financial Plan Measure Objectives Series Status Jun-18 Satisfaction Rating for External Customers Exceed Customer Expectations FY16 Avg 4.2 FY17 Avg 3.88 FY17 Target 4. % of Projects Meeting Milestones Improve the Effectiveness of the Capital Projects Team PYTD Avg 83% FYTD Avg 83% YTD Target 8% % of Projects on Schedule to Meet Next Milestone Improve the Effectiveness of the Capital Projects Team Target 85% PYTD Avg 94% FYTD Avg 96% % of Change Orders and Amendments Maximize Financial Resources to Deliver High Quality Infrastructure FY16 Avg 6% FY17 Avg 6% FY17 Target 2% Fiscal Year Capital Projects

58 Fiscal Year 219 Proposed Strategic Financial Plan Capital Projects Operating Budget Summary FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Expenditure Summary Actual Adopted Proposed Planned Projected Projected Projected Personnel Services 4,965,37 5,521,632 5,454,15 5,454,15 5,454,15 5,454,15 5,454,15 Operating Expenditures 496,924 1,178, , , , , ,773 Internal Services 776, , , , , , ,799 Internal Service Automotive 19, , , , , , ,314 Internal Service EIT 361,74 321,87 262, , , , ,617 Subtotal 6,79,26 8,124,99 7,359,211 7,358,22 7,357,891 7,358,22 7,358,518 Reserves - 44,732 65,565 65,565 65,565 69,88 79,286 Transfers Out 2,275, 946, , ,454 12,459 12,459 12,459 Reserves and Transfers 2,275, 991, , ,19 186,24 189, ,745 Total Budgetary Costs 9,65,26 9,116,188 7,621,34 7,572,221 7,543,915 7,547,749 7,558,263 FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Funding Sources Actual Adopted Proposed Planned Projected Projected Projected Navigable Waterways Maintenance Fund 75, ,27 182, , ,85 186, ,153 Regional Mitigation Operating Fund 2,58, , ,3 183,3 183,3 183,3 183,3 Navigable Waterways Assessment Fee Fund 279,56 24,444 23,45 154,24 125, , ,645 Public Works Fund 6,651,321 7,786,357 7,52,462 7,52,462 7,52,462 7,52,462 7,52,462 Total Revenues 9,65,26 9,116,188 7,621,34 7,572,221 7,543,915 7,547,749 7,558,263 FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Staffing Summary Actual Adopted Proposed Planned Projected Projected Projected Capital Projects Total Full-Time Equivalents (FTE) Fiscal Year Capital Projects

59 COMMUNICATIONS

60 Fiscal Year 219 Proposed Strategic Financial Plan Communications Index 5-1 Organizational Chart 5-2 Strategic Message 5-3 Operating Budget Summary 5-8 Creative Services 5-9 Contact Center 5-1 Fiscal Year Communications

61 Fiscal Year 219 Proposed Strategic Financial Plan Communications Communications Total FY219 Proposed FTEs = 32.4 Creative Services Total FY219 Proposed FTEs = 18.4 Contact Center Total FY219 Proposed FTEs = 14. Fiscal Year Communications

62 Fiscal Year 219 Proposed Strategic Financial Plan Communications Vision Mission Foster communication that is engaging and informational to employees and the community. Provide cost effective strategic communications services for the organization that inform and engage the community and employees, support policy, manage issues, and maintain a positive enterprise image. Summary of Services The Communications Department is a customer service centric department that provides professional support to internal and external customers. Striving to provide excellent customer service through the many services and deliverables the department is tasked on a regular basis is its primary mission. Communications Team Overview Administrative Group (3) Contact Center (14) Creative Services (9) Media Relations (2) Access Sarasota (4) Director, Administrative Assistant and Public Records Coordinator Day-to-day management of Communications Department. Oversight of organization s public records requests and fulfillment. Contact Center Management, CCKB Coordinator, Customer Service Representatives I & II Customer service team facilitating and fulfilling calls to Contact Center staff handles majority calls received utilizing CCKB and forwards department specific calls to appropriate call takers. Comprehensive customer service philosophy also includes monitoring and routing of SeeClickFix issues, responds to requests, submits online service requests and staffs the 166 Administration Welcome Center. Communications Manager, Project Coordination, Graphic Design and Website Serving the entire organization, the Creative Services group provides a holistic communications approach for communications strategies to include social media, campaign collaterals, web, photography, graphic design and yearly departmental communications plans. Media Relations team provides strategic media relations planning for the entire organization as well as support individual media engagements for departments. Serve as entry point for daily media inquiries and pitches between county and news outlets. Ensure consistent messaging and timely media responses. Liaise with municipalities and regional partners public information teams. Video production team provides broadcast and A/V technical support for all televised meetings. Other duties include producing original video content for cablecast, social media channels, video news releases and the county s YouTube channel. Fiscal Year Communications

63 Fiscal Year 219 Proposed Strategic Financial Plan Department Objectives Goal Develop a Common Brand and Message Provide Excellent Service Sarasota County Dashboard Develop a Proactive Communication Process Provide Excellent Service Sarasota County Dashboard Increase Public Engagement Ensure Fiscal Sustainability Sarasota County Dashboard Provide Excellent Customer Service Provide Excellent Service Sarasota County Dashboard Department Major Initiative Objectives Description Update Percent Complete Target End Date Identify and Implement a County-wide Customer Relationship Management System Provide Excellent Service Sarasota County Dashboard Improve the overall customer service experience by replacing the current Contact Center systems with a unified system that has the potential to do the following: Integration with Social Media Tools, County phone system, and scgov.net Customer service knowledge base that is a collection of questions and answers allowing staff to deal more effectively with customers This initiative is reliant on the results and recommendations from the Performance Improvement Team's review of centralized contact center 5 % 9/3/19 Evaluate Efficiency and Effectiveness of a Centralized Call Center Provide Excellent Service Sarasota County Dashboard Conduct a feasibility analysis for centralization of all county call taking functions. The goal of this initiative is to create a unified customer service approach to call taking in the county. The effort will determine the impacts to departmental units, identify cost savings and efficiency gains, and identify service improvement potential. The effort will be conducted by a cross-functional team to review current functions, identify best practices and provide recommendations. The project team has completed interviews with our comparison counties, and internal stakeholder interviews with Libraries, Parks, Recreation and Natural Resources, Planning and Development Services, SCAT, Utilities and EIT. We are concluding best practice research, which includes a site visit to the City of Fort Lauderdale, taking in July. The project is entering the report generation phase, with next steps being to define guiding principles and refine recommendations. 65 % 1/16/19 Fiscal Year Communications

64 Fiscal Year 219 Proposed Strategic Financial Plan Performance Highlights Community Redevelopment:.9% Facebook Likes by Type Sustainability: 1.1% Neighborhoods:.7% Libraries: 8.1% UF-IFAS: 5.6% SCAT: 3.% Emergency Services: 34.5% Parks and Rec: 24.4% SC Government: 17.6% Volunteers: 1.6% Mosquito Management: 2.1% ANALYSIS: There is an 16.5% increase in the number of Facebook likes since the beginning of FY18. FYTD Actual 45,282 Parks and Rec SC Gov ernment Volunteers Mosquito Management Emergency Serv ices Neighborhoods Sustainability Community Redev elopment Green Business Partnership (sunsetted 218) SCAT State Attorney UF-IFAS Libraries PYTD Actual 27,865 15, 1,93 Twitter Followers by Type ANALYSIS: There is a 13.8% increase in the number of Twitter followers compared to the beginning of FY18. 1, 8,166 FYTD Actual 24,467 5, 1,31 Jun ,138 Emergency Serv ices SC Gov ernment Sustainability SCAT Mosquito Management Libraries PYTD Actual 15,314 Fiscal Year Communications

65 Fiscal Year 219 Proposed Strategic Financial Plan Dashboard Objectives Measure Series Status Jun-18 Communications Provide Excellent Service Sarasota County Dashboard Calls to the Contact Center PYTD Actual 133,234 FYTD Actual 137,158 % Change 3% YTD Target 135, PYTD % Transferred AVG 41.27% FYTD % Transferred AVG 41.7% Communications Increase Public Engagement Facebook Likes by Type Total Followers 45,282 Provide Excellent Service Sarasota County Dashboard SC Government 7,95 Emergency Services 15,598 Parks and Rec 11,5 Libraries 3,671 SCAT 1,342 Volunteers 719 Turtle Beach Campground 2,254 Mosquito Management 97 Neighborhoods 335 Sustainability 519 Community Redevelopment 41 Ride and Stride 154 Veterans Services 31 Fiscal Year Communications

66 Fiscal Year 219 Proposed Strategic Financial Plan Communications Increase Public Engagement Twitter Followers by Type Total Likes 24,467 Provide Excellent Service Sarasota County Dashboard SC Government 8,166 Emergency Services 1,93 Libraries 3,138 Mosquito Management 22 Sustainability 1,31 SCAT 95 Fiscal Year Communications

67 Fiscal Year 219 Proposed Strategic Financial Plan Communications Operating Budget Summary FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Expenditure Summary Actual Adopted Proposed Planned Projected Projected Projected Personnel Services 1,983,579 2,227,544 2,369,332 2,369,332 2,369,332 2,369,332 2,369,332 Operating Expenditures 251,3 421,585 32,714 32,714 32,714 32,714 32,714 Internal Services 23,314 19,89 2,78 2,78 2,78 2,78 2,78 Internal Service Automotive 7,486 6,321 6,176 6,176 6,176 6,176 6,176 Internal Service EIT 155,994 16, , , , , ,621 Capital Outlay 6,745 36,82 21,82 21,82 21,82 21,82 21,82 Subtotal 2,428,12 2,871,71 2,888,75 2,888,75 2,888,75 2,888,75 2,888,75 Total Budgetary Costs 2,428,12 2,871,71 2,888,75 2,888,75 2,888,75 2,888,75 2,888,75 FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Funding Sources Actual Adopted Proposed Planned Projected Projected Projected General Fund 2,428,12 2,871,71 2,888,75 2,888,75 2,888,75 2,888,75 2,888,75 Total Revenues 2,428,12 2,871,71 2,888,75 2,888,75 2,888,75 2,888,75 2,888,75 FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Staffing Summary Actual Adopted Proposed Planned Projected Projected Projected Creative Services Contact Center Total Full-Time Equivalents (FTE) Fiscal Year Communications

68 Fiscal Year 219 Proposed Strategic Financial Plan Creative Services Operating Budget Summary FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Expenditure Summary Actual Adopted Proposed Planned Projected Projected Projected Personnel Services 1,345,18 1,482,624 1,61,553 1,61,553 1,61,553 1,61,553 1,61,553 Operating Expenditures 25,827 33,37 214, , , , ,999 Internal Services 17,861 14,457 15,167 15,167 15,167 15,167 15,167 Internal Service Automotive 7,486 6,321 6,176 6,176 6,176 6,176 6,176 Internal Service EIT 93,134 9,469 14,586 14,586 14,586 14,586 14,586 Capital Outlay 6,745-2, 2, 2, 2, 2, Subtotal 1,676,7 1,924,241 1,962,481 1,962,481 1,962,481 1,962,481 1,962,481 Total Budgetary Costs 1,676,7 1,924,241 1,962,481 1,962,481 1,962,481 1,962,481 1,962,481 FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Funding Sources Actual Adopted Proposed Planned Projected Projected Projected General Fund 1,676,7 1,924,241 1,962,481 1,962,481 1,962,481 1,962,481 1,962,481 Total Revenues 1,676,7 1,924,241 1,962,481 1,962,481 1,962,481 1,962,481 1,962,481 FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Staffing Summary Actual Adopted Proposed Planned Projected Projected Projected Creative Services Total Full-Time Equivalents (FTE) Fiscal Year Communications

69 Fiscal Year 219 Proposed Strategic Financial Plan Contact Center Operating Budget Summary FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Expenditure Summary Actual Adopted Proposed Planned Projected Projected Projected Personnel Services 638, ,92 767, , , , ,779 Operating Expenditures 45,176 91,215 87,715 87,715 87,715 87,715 87,715 Internal Services 5,453 5,433 5,613 5,613 5,613 5,613 5,613 Internal Service EIT 62,86 69,819 64,35 64,35 64,35 64,35 64,35 Capital Outlay - 36,82 1,82 1,82 1,82 1,82 1,82 Subtotal 752,5 947, , , , , ,224 Total Budgetary Costs 752,5 947, , , , , ,224 FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Funding Sources Actual Adopted Proposed Planned Projected Projected Projected General Fund 752,5 947, , , , , ,224 Total Revenues 752,5 947, , , , , ,224 FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Staffing Summary Actual Adopted Proposed Planned Projected Projected Projected Call Center Total Full-Time Equivalents (FTE) Fiscal Year Communications

70 EMERGENCY SERVICES

71 Fiscal Year 219 Proposed Strategic Financial Plan Emergency Services Index 6-1 Organizational Chart 6-2 Strategic Message 6-3 Operating Budget Summary 6-9 Public Safety Communication 6-1 Fire EMS 6-11 Emergency Management 6-12 Lifeguards 6-13 EMS Emergency Medical Services 6-14 Capital Project Summary 6-15 Fiscal Year Emergency Services

72 Fiscal Year 219 Proposed Strategic Financial Plan Emergency Services Emergency Services Total FY219 Proposed FTEs = 66.7 Public Safety Communication Total FY219 Proposed FTEs = 8.1 Fire EMS Total FY219 Proposed FTEs = Emergency Management Total FY219 Proposed FTEs = 5.51 Lifeguards Total FY219 Proposed FTEs = Emergency Medical Services Total FY219 Proposed FTEs = Fiscal Year Emergency Services

73 Fiscal Year 219 Proposed Strategic Financial Plan Emergency Services Vision Mission To be the premier model of Public Safety Saving Lives and Protecting Property Summary of Services The Department of Emergency Services serves the community through public safety protection in the areas of fire protection, fire prevention, emergency medical response, beach safety, disaster response, disaster planning, public safety communications support, and technology support. The department works closely with many first response agencies across the county in the shared mission of citizen safety. The department also works with the Sarasota Sheriff s Office to maintain and support operations of the emergency call center allowing our citizens, and visitors 24 hours a day, seven days a week access to emergency services. The Department includes five divisions; Public Safety Communications, Fire Operations, Emergency Management, Lifeguard Operations and Emergency Medical Services Operations. The team strives for service and operational excellence to make sure that our services stand out as a premier model in the Public Safety industry. The Department has a commitment to develop a well-trained and motivated staff. It oversees the strategic direction of services and provides budgetary oversight to ensure effective use of taxpayer funds. Daily, Emergency Services leads & manages the planning, improvement practices and monitors service to assure consistent progress towards the County s mission, vision, goals and objectives. Emergency Serv ices Div isions Division Summary of Services Public Safety Communication Maintains the 911 call taking equipment and facilities for Law Enforcement, Fire and Emergency Medical Services (EMS) Operations. It is a joint venture between PSC and the Sarasota County Sheriff s Office (SSO). The division also provides the infrastructure support for the county wide, intergovernmental 8 MHz radio system to assure interoperability between systems and agencies. There are currently 38 Sarasota County agencies that utilize this system on a daily basis. The PSC Center provides the connection to a predetermined emergency response agency fire, EMS or law enforcement. They are responsible for the equipment, accuracy and reliability of technology related to 911 Communications. They also ensure the accuracy of addressing so that emergency service providers can seamlessly respond to citizen requests for service in an emergency. Fiscal Year Emergency Services

74 Fiscal Year 219 Proposed Strategic Financial Plan Fire EMS Responsible for fire suppression and containment of commercial, residential, marine and wild land fires. They are proactive with fire mitigation by performing controlled burns for land management which reduces the risk of wild land fires. There are 28 Fire and Rescue stations strategically located throughout Unincorporated County and the municipalities we serve. Twenty-two of these stations are equipped with Sarasota County Fire Department (SCFD) Advanced Life Support Fire Engines or Fire Engines and Rescue (ambulances). The remaining six are equipped with SCFD Rescues (ambulances) and the municipalities operate the Fire Engines. Firefighter training is continuous and designed to ensure firefighters have the skills necessary to effectively respond to fires, medical emergencies, and a wide variety of other urgent situations, such as vehicle accidents, elevator entrapments, natural gas leaks, flooding, damaged electrical power lines, seismic disasters, and weapons of mass destruction. The Division also maintains equipment and trains to respond for technical rescue providing the ability of personnel to conduct safe, effective and rapid intervention for structural collapse, confined space and trench rescue, high angle rescue, vehicle, water and wilderness rescues. This Division has one of the State s certified Regional Response Team that responds to, addresses, and manages all Hazardous Materials (HazMat) Incidents. The Hazmat Team is designed to provide specialized emergency response of both personnel and equipment to protect the public, the environment and property. Additionally, the Fire Department provides the public with fire and life safety education at schools, businesses, and community events. Working in partnership with Planning & Development Services the division is responsible for ensuring the safety of existing buildings and that new structures are in compliance with building codes. The Division reviews construction plans and makes on-site inspections of construction sites to ensure that new and rehabilitated buildings meet city and state building codes. Coordinates and leads disaster response and recovery during an emergency from the Emergency Operations Center (EOC). From this one location, staff members are able to coordinate community-wide response efforts through fire rescue, law enforcement, public works, and other agencies that provide assistance to citizens and visitors in need. During an emergency, the EOC is usually staffed around the clock to provide coordination and handle requests for assistance. Emergency Management Community Emergency Response Team (CERT) Training is conducted by the division with an agreement from the Sarasota Technical College Fire Academy instructors for businesses, community groups and citizens of Sarasota County. CERT training assists the public to respond to and cope with aftermath of disaster and assist professional responders with prioritization and allocation of resources. Public Education & Training is available to any organization or business on any topic of concern related to the division s activities. The division maintains the registry of citizens that are Medically Dependent and have special needs (PSN). Through partnerships with the School District and Health Department they ensure the Medically Dependent citizens are safely sheltered during evacuations. The division reviews local Healthcare Facilities emergency plans to ensure that they meet the required criteria. Lifeguards EMS Emergency Medical Services Lifeguard Operations has skilled professionals who are committed to providing a safe and enjoyable beach and/or pool environment for the six public beaches and one public pool for which the county is responsible. These six beaches are spread over a 36 mile area of Gulf Coast from Lido Beach to Manasota Beach. Lifeguard Operations is the ambassador for our beaches and often the first connection for citizens and visitors to the county. They are responsible for providing open water surf and pool rescue, basic life support medical aid prior to ambulance arrival, and maintaining preventive lifeguarding that identifies potential dangers associated with recreation in a marine environment. The Lifeguard staff training includes passing biannual qualification testing and becoming First Responder Certified. Responsible for the delivery of emergency medical care to Sarasota County citizens and visitors. All fire department personnel are either state certified Paramedics or Emergency Medical Technicians (EMTs). Strategically located throughout Sarasota County, twenty-six specially designed and equipped rescues (ambulances), along with 9 of the 22 Fire Engines, are designated as Advanced Life Support (ALS) and are supplied with ALS equipment and medications. The firefighter/emts and firefighter/paramedics use these tools to treat a myriad of medical emergencies (such as cardiac arrests, heart attacks and strokes) and traumatic injuries (such as broken bones), while responding to support the team's focus of quality patient care. Patients are assessed, treated, and then transported to the appropriate Resource Facility. Personnel utilize medical protocols developed and updated bi-annually by the EMS Medical Director who is available, 24 hours per day, 7 days a week for on-line medical control (OLMC) and consultation. Training is continuous to maintain a high proficiency level in essential skills including those that are critical low-volume, high acuity skills. Performance measures are maintained and reviewed to monitor the effectiveness of interventions, timeliness of response, compliance with protocols and policies and quality of patient outcomes. Fiscal Year Emergency Services

75 Fiscal Year 219 Proposed Strategic Financial Plan Department Objectives Goal Educate Constituents on How to Protect Themselves and Their Property Provide Excellent Service Sarasota County Dashboard Effectively Mitigate Risks to Health, Safety and Preservation for our Citizens and their Property Promote Quality of Life Sarasota County Dashboard Exceed Customer Expectations Provide Excellent Service Sarasota County Dashboard Provide Accurate and Timely Service Provide Excellent Service Sarasota County Dashboard Performance Key Performance Indicators On Target Caution Behind No Target Set New Next FY Suspended Fiscal Year Emergency Services

76 Fiscal Year 219 Proposed Strategic Financial Plan Performance Highlights Average Time First Unit Arrives on Scene in Minutes ANALYSIS: Emergency Services has improved the average time it takes for the first unit to arrive on scene by 12.2% through June 218 as compared to FY PYTD Avg 5.57 minutes 2.5. Jun-18 FYTD Avg 4.89 minutes PYTD Av g FYTD Av g 6, Total # of Incidents for Fire and EMS 48,631 48,954 ANALYSIS: There has been less than 1% increase in total number of incidents for fire and ems in FY18 compared to FY17. 4, PYTD Total Calls 48,631 2, Jun-18 FYTD Total Calls 48,954 PYTD - Total Calls FYTD - Total Calls Fiscal Year Emergency Services

77 Fiscal Year 219 Proposed Strategic Financial Plan Dashboard Objectives Measure Series Status Jun-18 Emergency Services Provide Accurate and Timely Service Total # of Incidents for Fire and EMS PYTD - Fire 6,8 FYTD - Fire 6,174 PYTD - EMS 42,551 FYTD - EMS 42,78 PYTD - Total Calls 48,631 FYTD - Total Calls 48,954 Emergency Services Provide Accurate and Timely Service Average ALS Response Time in Minutes PYTD Avg 6.3 FYTD Avg 6.1 YTD Target 8. Emergency Services Provide Accurate and Timely Service Average Time First Unit Arrives on Scene in Minutes PYTD Avg 5.57 FYTD Avg 4.89 YTD Target 6. Emergency Services Exceed Customer Expectations Customer Satisfaction Rating PYTD Avg 98.57% FYTD Avg 98.57% YTD Target 95.% Lifeguards Effectively Mitigate Risks to Health, Safety and Property Lifeguards # of Drownings in Lifeguarded Area Lifeguards PYTD Actual FYTD Actual YTD Target Lifeguards Effectively Mitigate Risks to Health, Safety and Property Lifeguards # of Water Rescues Lifeguards PYTD Actual 131 FYTD Actual 53 Fiscal Year Emergency Services

78 Fiscal Year 219 Proposed Strategic Financial Plan YTD Target 72 EMS Emergency Medical Services Effectively Mitigate Risks to Health, Safety and Preservation for our Citizens and Their Property EMS Emergency Medical Services Dispatch to Arrival at an Accredited Stroke Facility EMS Emergency Medical Services PYTD Avg FYTD Avg 24.1 YTD Target 35. EMS Emergency Medical Services Effectively Mitigate Risks to Health, Safety and Preservation for our Citizens and Their Property EMS Emergency Medical Services Out of Hospital Survival Rate for all Cardiac Arrests EMS Emergency Medical Services PYTD Avg 14.43% FYTD Avg 1.53% YTD Target 8.% EMS Emergency Medical Services Effectively Mitigate Risks to Health, Safety and Preservation for our Citizens and Their Property EMS Emergency Medical Services Patient Contact to Arrival at an Accredited STEMI Facility EMS Emergency Medical Services PYTD Avg FYTD Avg YTD Target 3. Fiscal Year Emergency Services

79 Fiscal Year 219 Proposed Strategic Financial Plan Emergency Services Operating Budget Summary FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Expenditure Summary Actual Adopted Proposed Planned Projected Projected Projected Personnel Services 66,649,941 72,33,19 73,56,983 72,644,15 72,644,15 72,644,15 72,644,15 Operating Expenditures 8,26,825 11,55,62 1,877,924 1,65,337 1,575,77 1,529,89 1,715,79 Internal Services 4,353,67 4,986,5 5,38,238 5,38,238 5,38,238 5,38,238 5,38,238 Internal Service Automotive 7,362,994 7,826,391 7,889,449 7,889,449 7,889,449 7,889,449 7,889,449 Internal Service EIT 1,276,624 1,339,843 1,241,481 1,241,481 1,241,481 1,241,481 1,241,481 Capital Outlay 361, ,898 1,375,5 345,48 345,48 59, ,657 Grants In Aid 5,666 19,8 9,9 9,9 9,9 9,9 9,9 Subtotal 88,216,948 97,944,666 1,335,475 98,16,63 98,86,36 98,23,479 98,334,954 Reserves ,52,98 Transfers Out 1,751,417 1,562,559 1,47,822 2,26,45 2,25,715 2,24,15 2,27,65 Reserves and Transfers 1,751,417 1,562,559 1,47,822 2,26,45 2,25,715 2,24,15 3,728,513 Total Budgetary Costs 89,968,366 99,57,225 11,86,297 1,367,53 1,291,751 1,47,584 12,63,467 FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Funding Sources Actual Adopted Proposed Planned Projected Projected Projected General Fund 4,346,551 4,579,974 4,17,69 4,141,7 4,145,258 4,137,722 4,139,335 Sarasota County Fire Fund 39,729,55 43,58,628 44,121,841 43,76,65 43,631,238 43,63,433 43,632,183 Advanced Grants Fund 151,97 233, ,133 55,528 55,528 55,528 55,528 Reimbursement Grants Fund 21,947 6, , , , , , Communications Fee Fund 1,826,928 2,151,39 2,13,577 2,111,732 2,123,181 2,183,632 2,248,168 Emergency Services MSTU Fund 43,327,954 48,611,1 5,442,114 49,791,456 49,775,884 49,839,67 51,427,591 Moving Violation Surcharge Fund 375, , , , , , ,374 Total Revenues 89,968,366 99,57,225 11,86,297 1,367,53 1,291,751 1,47,584 12,63,467 FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Staffing Summary Actual Adopted Proposed Planned Projected Projected Projected Public Safety Communication Fire EMS Emergency Management Lifeguards Emergency Medical Services Total Full-Time Equivalents (FTE) Fiscal Year Emergency Services

80 Fiscal Year 219 Proposed Strategic Financial Plan Public Safety Communication Operating Budget Summary FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Expenditure Summary Actual Adopted Proposed Planned Projected Projected Projected Personnel Services 528, , , , , , ,432 Operating Expenditures 2,537,845 2,629,515 2,62,1 2,219,78 2,234,715 2,123,56 2,244,17 Internal Services 21,152 25,323 21,673 21,673 21,673 21,673 21,673 Internal Service Automotive 16,288 13,642 16,784 16,784 16,784 16,784 16,784 Internal Service EIT 35,819 34, , , , , ,928 Capital Outlay 13,476 6, 382,62 267,15 267,15 431, ,759 Subtotal 3,468,77 3,686,81 3,477,429 3,519,45 3,534,682 3,587,597 3,653,746 Total Budgetary Costs 3,468,77 3,686,81 3,477,429 3,519,45 3,534,682 3,587,597 3,653,746 FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Funding Sources Actual Adopted Proposed Planned Projected Projected Projected General Fund 1,265,316 1,262,968 1,148,478 1,181,939 1,186,127 1,178,591 1,18, Communications Fee Fund 1,826,928 2,151,39 2,13,577 2,111,732 2,123,181 2,183,632 2,248,168 Moving Violation Surcharge Fund 375, , , , , , ,374 Total Revenues 3,468,77 3,686,81 3,477,429 3,519,45 3,534,682 3,587,597 3,653,746 FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Staffing Summary Actual Adopted Proposed Planned Projected Projected Projected Public Safety Communication Total Full-Time Equivalents (FTE) Fiscal Year Emergency Services

81 Fiscal Year 219 Proposed Strategic Financial Plan Fire EMS Operating Budget Summary FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Expenditure Summary Actual Adopted Proposed Planned Projected Projected Projected Personnel Services 29,737,138 32,444,69 33,113,675 32,698,125 32,698,125 32,698,125 32,698,125 Operating Expenditures 1,91,663 2,865,977 2,88,362 2,85,956 2,775,956 2,775,956 2,775,956 Internal Services 2,137,262 2,39,517 2,48,54 2,48,54 2,48,54 2,48,54 2,48,54 Internal Service Automotive 5,6,583 4,62,153 4,631,782 4,631,782 4,631,782 4,631,782 4,631,782 Internal Service EIT 453, ,33 422, , , , ,777 Capital Outlay 152, ,25 43,75 36,25 36,25 36,25 36,25 Subtotal 39,389,18 42,893,917 43,932,4 43,119,944 43,44,944 43,44,944 43,44,944 Transfers Out 445, ,56 39, , ,84 676, ,29 Reserves and Transfers 445, ,56 39, , ,84 676, ,29 Total Budgetary Costs 39,834,484 43,249,423 44,242,37 43,797,395 43,722,28 43,721,223 43,722,973 FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Funding Sources Actual Adopted Proposed Planned Projected Projected Projected Sarasota County Fire Fund 39,729,55 43,58,628 44,121,841 43,76,65 43,631,238 43,63,433 43,632,183 Reimbursement Grants Fund 15,429 19,795 12,196 9,79 9,79 9,79 9,79 Total Revenues 39,834,484 43,249,423 44,242,37 43,797,395 43,722,28 43,721,223 43,722,973 FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Staffing Summary Actual Adopted Proposed Planned Projected Projected Projected Fire EMS Total Full-Time Equivalents (FTE) Fiscal Year Emergency Services

82 Fiscal Year 219 Proposed Strategic Financial Plan Emergency Management Operating Budget Summary FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Expenditure Summary Actual Adopted Proposed Planned Projected Projected Projected Personnel Services 371,79 442,6 516,355 56,528 56,528 56,528 56,528 Operating Expenditures 257,4 558, , , , , ,164 Internal Services 22,615 2,483 21,79 21,79 21,79 21,79 21,79 Internal Service Automotive 29,712 29,531 29,97 29,97 29,97 29,97 29,97 Internal Service EIT 19, , ,41 136,41 136,41 136,41 136,41 Subtotal 791,293 1,166,24 1,287,745 1,4,79 1,4,79 1,4,79 1,4,79 Total Budgetary Costs 791,293 1,166,24 1,287,745 1,4,79 1,4,79 1,4,79 1,4,79 FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Funding Sources Actual Adopted Proposed Planned Projected Projected Projected General Fund 685, , , , , , ,292 Reimbursement Grants Fund 15,518 49, , , , , ,498 Total Revenues 791,293 1,166,24 1,287,745 1,4,79 1,4,79 1,4,79 1,4,79 FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Staffing Summary Actual Adopted Proposed Planned Projected Projected Projected Emergency Management Total Full-Time Equivalents (FTE) Fiscal Year Emergency Services

83 Fiscal Year 219 Proposed Strategic Financial Plan Lifeguards Operating Budget Summary FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Expenditure Summary Actual Adopted Proposed Planned Projected Projected Projected Personnel Services 2,19,539 2,353,411 1,962,29 1,962,29 1,962,29 1,962,29 1,962,29 Operating Expenditures 57,491 6,573 6,57 6,57 6,57 6,57 6,57 Internal Services 11,445 13,542 17,34 17,34 17,34 17,34 17,34 Internal Service Automotive 18,15 14,95 96,418 96,418 96,418 96,418 96,418 Internal Service EIT 23,323 23,948 21,69 21,69 21,69 21,69 21,69 Capital Outlay 4,647 4,648 4,648 4,648 4,648 4,648 4,648 Subtotal 2,395,46 2,56,217 2,162,839 2,162,839 2,162,839 2,162,839 2,162,839 Total Budgetary Costs 2,395,46 2,56,217 2,162,839 2,162,839 2,162,839 2,162,839 2,162,839 FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Funding Sources Actual Adopted Proposed Planned Projected Projected Projected General Fund 2,395,46 2,56,217 2,162,839 2,162,839 2,162,839 2,162,839 2,162,839 Total Revenues 2,395,46 2,56,217 2,162,839 2,162,839 2,162,839 2,162,839 2,162,839 FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Staffing Summary Actual Adopted Proposed Planned Projected Projected Projected Lifeguards Total Full-Time Equivalents (FTE) Fiscal Year Emergency Services

84 Fiscal Year 219 Proposed Strategic Financial Plan Emergency Medical Services Operating Budget Summary FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Expenditure Summary Actual Adopted Proposed Planned Projected Projected Projected Personnel Services 33,821,977 36,391,234 37,29,231 36,798,775 36,798,775 36,798,775 36,798,775 Operating Expenditures 3,452,426 4,94,572 5,291,69 5,173,569 5,158,365 5,222,893 5,288,219 Internal Services 2,161,132 2,617,14 2,839,417 2,839,417 2,839,417 2,839,417 2,839,417 Internal Service Automotive 2,22,396 3,58,97 3,114,558 3,114,558 3,114,558 3,114,558 3,114,558 Internal Service EIT 339,321 42, , , , , ,766 Capital Outlay 19,181 27, 584,5 37, 37, 37, 37, Grants In Aid 5,666 19,8 9,9 9,9 9,9 9,9 9,9 Subtotal 42,173,1 47,637,482 49,475,62 48,317,985 48,32,781 48,367,39 48,432,635 Reserves ,52,98 Transfers Out 1,35,951 1,27,53 1,161,185 1,528,999 1,528,631 1,527,826 1,529,576 Reserves and Transfers 1,35,951 1,27,53 1,161,185 1,528,999 1,528,631 1,527,826 3,5,484 Total Budgetary Costs 43,479,51 48,844,535 5,636,247 49,846,984 49,831,412 49,895,135 51,483,119 FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Funding Sources Actual Adopted Proposed Planned Projected Projected Projected Advanced Grants Fund 151,97 233, ,133 55,528 55,528 55,528 55,528 Emergency Services MSTU Fund 43,327,954 48,611,1 5,442,114 49,791,456 49,775,884 49,839,67 51,427,591 Total Revenues 43,479,51 48,844,535 5,636,247 49,846,984 49,831,412 49,895,135 51,483,119 FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Staffing Summary Actual Adopted Proposed Planned Projected Projected Projected EMS Emergency Medical Services Total Full-Time Equivalents (FTE) Fiscal Year Emergency Services

85 Fiscal Year 219 Proposed Strategic Financial Plan Appropriated Capital Budgetary Summary FY 22 Project Title To Date Proposed Planned Projected Projected Projected Funding Emergency Communications Emergency Services FY 219 FY 221 FY 222 FY 223 Future Total Estimated Next Generation Phase II - 7, 2, 2, 1, 5, - 1,25, Upgrade & Update 8 MHZ Emergency Communications System 15,345, ,345,662 Emergency Communications Total 15,345,662 7, 2, 2, 1, 5, - 16,595,662 Emergency Management Hardened Emergency Evacuation Center Space Cost - 3,, ,, Emergency Management Total - 3,, ,, Fire and Rescue Fire Station - Apex Road 1,499,27 7,87, ,587,2 Fire Station - Bee Ridge Road - 5,332, ,332,315 Fire and Rescue Total 1,499,27 12,42, ,919,515 Total Estimated CIP Project Cost 16,844,932 16,12,245 2, 2, 1, 5, - 33,515,177 Total CIP Budgetary Cost 16,844,932 16,12,245 2, 2, 1, 5, - 33,515,177 Fiscal Year Emergency Services

86 Fiscal Year 219 Proposed Strategic Financial Plan Appropriated FY 219 Funding Source To Date Proposed Current Revenues Emergency Services Capital Funding Summary FY 22 FY 221 FY 222 FY 223 Planned Projected Projected Projected 5 Year Programmed Total Funding Emergency Services Impact Fees 494,76 562, ,255 1,57,15 Fire Impact Fees 1,4,51 1,124, ,124,513 2,129,23 Gen Govt Infrastructure Surtax III 6, 3,, ,, 3,6, (9-24) Local Grants 87, ,483 Stormwater Assessments 57, ,669 User Charges - 7, 2, 2, 1, 5, 1,25, 1,25, Utility Rates 179, ,51 Funding Source Total 2,423,932 5,386,768 2, 2, 1, 5, 5,936,768 8,36,7 Non-Current Rev - Long Term Debt Obligation Gen Govt Infrastructure Surtax III (9-24) Funding Source Total Non-Current Rev - Short Term Debt Obligation 12,31, ,31,621 12,31, ,31,621 Assessments - 1,733, ,733,477 1,733,477 Gen Govt Infrastructure Surtax III 1,968, ,968,379 (9-24) General Fund Revenues 421, , Funding Source Total 2,389,379 1,733, ,733,477 13,122,856 Total CIP Project Funding 16,844,932 16,12,245 2, 2, 1, 5, 16,67,245 33,515,177 Total CIP Funding 16,844,932 16,12,245 2, 2, 1, 5, 16,67,245 33,515,177 *Refer to Volume II - Capital Improvement Program for detail project information Fiscal Year Emergency Services

87 FY 219 thru 223 Proposed Capital Improvement Program Emergency Services Project Title: Fire Station - Bee Ridge Road Project #: 8436 Category: Fire and Rescue LMS: Yes Location: District #1-675 Bee Ridge Road Status: Proposed Comprehensive Plan Information Project Location CIE Project: No Plan Reference: District: District #1 LOS/Concurrency: No Project Need: Location: 675 Bee Ridge Road Programmed Funding Programmed Appropriated Future Funding To Date FY 219 FY 22 FY 221 FY 222 FY 223 Funding 5,332,315 5,332,315 Description and Scope This project will construct and equip a 8,6 sq. ft., 3-bay fire rescue station. The structure will provide a turnkey facility, built to withstand Category 5 hurricane storm winds. Project is LMS qualified in accordance to FEMA 49 Standards/Guidelines for Essential Facilities. Rationale The current station, a pre-manufactured metal building built in 1977, is a non-hardened structure below FEMA floodplain. This project will replace the current station with a hardened 3-bay station above the FEMA floodplain with a similar floorplan as the Fire Station #15 (Palmer Ranch) design. During construction, this area be serviced through placement of the fire truck and crew in a commercial space, which will serve as a temporary station - budget includes minor remodeling of that space. This project supports the Boards Neighborhood Preservation and Enhancement Strategic Initiative. This facility will incorporate the latest energy efficient systems and green materials and designed for 4 years of service. Funding Strategy This project is funded through Fire and EMS assessments and a Commercial Paper borrow to be repaid by EMS and Fire assessments. Operating Budget Impacts The operating budget see no increase as personnel and equipment are currently in place. Project Map Schedule of Activities Project Activities From - To Amount Project Management 1/18-9/2 258,26 Design/Engineering 1/18-9/2 761,82 Construction 1/18-9/2 4,285,12 Equipment 1/18-9/2 27,115 Total Budgetary Cost Estimate: 5,332,315 Means of Financing Funding Source Amount Commercial Paper FY19 / Assessments 5,332,315 Fiscal Year Total Programmed Funding: 5,332,315 Future Funding Requirements: Emergency Services

88 3,, Sarasota County Government FY 219 thru 223 Proposed Capital Improvement Program 3,, Emergency Services Project Title: Hardened Emergency Evacuation Center Space Project #: Category: Emergency Management LMS: No Location: Central Sarasota County Status: Proposed Comprehensive Plan Information Project Location CIE Project: No Plan Reference: District: LOS/Concurrency: No Project Need: Growth, Deficiency, Other Location: Central Sarasota County Programmed Funding Programmed Appropriated Future Funding To Date FY 219 FY 22 FY 221 FY 222 FY 223 Funding Description and Scope Design and construct 2, square feet of hardened shelter space in the central Sarasota County area. This project is designed to be a partnership in collaboration with other governmental agencies such as Sarasota Memorial Hospital and the City of Venice. Sarasota Memorial Hospital is building new infrastructure that can accommodate construction of additional space for the purposes of sheltering and would be the Project Administrator. This space would house up to 1, evacuees as a Hurricane Evacuation Center and provide additional support to sheltering operations in the central area of the County; an area currently underserved for sheltering due to low-lying geography and increased risk for storm surge during hurricanes. Rationale The Central Sarasota County area does not have a hardened shelter location that can serve as an evacuation center for citizens living in this area. This facility would enhance the County's ability to provide hardened shelter space to residents as well as assist in the northerly evacuation of citizens from low lying areas in counties to the south of Sarasota. Funding Strategy The project is funded with Infrastructure Surtax III. Operating Budget Impacts Project Map Schedule of Activities Project Activities From - To Amount Construction 1/18-9/2 3,, Total Budgetary Cost Estimate: 3,, Means of Financing Funding Source Amount Infrastructure Surtax III - General Government 3,, Fiscal Year Total Programmed Funding: 3,, Future Funding Requirements: Emergency Services

89 FY 219 thru 223 Proposed Capital Improvement Program Emergency Services Project Title: Next Generation Phase II Project #: Category: Emergency Communications LMS: No Location: Countywide Status: Proposed Comprehensive Plan Information Project Location CIE Project: No Plan Reference: District: Countywide LOS/Concurrency: No Project Need: Deficiency Location: Countywide Programmed Funding Programmed Appropriated Future Funding To Date FY 219 FY 22 FY 221 FY 222 FY 223 Funding 1,25, 7, 2, 2, Description and Scope 1, 5, This project is to build upon the achievements made with the Next Generation Project #84323 by upgrading the systems that support NG or are supported by NG These systems included: Security - physical and cyber Computer Aided Dispatch (CAD) connectivity to adjacent resources Emergency Services Internet Protocol Network (ESINet) connectivity to adjacent resources Emergency Call Tracking System Map maintenance software Rationale While our new NG9-1-1 system can meet the ever growing ways people use to communicate emergencies, systems that support those efforts will need to be upgraded or added in order to enhance emergency response through accurate and timely location information, better resource management and to convey this information to the responders. Funding Strategy This project will be funded with Funds. There will be no requirements for project management, design/engineering, capital project charges or central service charges. Operating Budget Impacts Project Map Schedule of Activities Project Activities From - To Amount Design/Engineering 1/18-9/23 25, Equipment 1/18-9/23 1,, Total Budgetary Cost Estimate: 1,25, Means of Financing Funding Source Amount 911 User Fees 1,25, Fiscal Year Total Programmed Funding: 1,25, Future Funding Requirements: Emergency Services

90 8,587,2 1,499,27 Sarasota County Government FY 219 thru 223 Proposed Capital Improvement Program 7,87,93 Emergency Services Project Title: Fire Station - Apex Road Project #: Category: Fire and Rescue LMS: Yes Location: District #1 - Palmer Blvd & Apex Rd Status: Existing Project - Additional Funding Programmed Comprehensive Plan Information Project Location CIE Project: No Plan Reference: District: District #1 LOS/Concurrency: No Project Need: Location: Palmer Blvd & Apex Rd Programmed Funding Programmed Appropriated Future Funding To Date FY 219 FY 22 FY 221 FY 222 FY 223 Funding Description and Scope This project will construct and equip a +/-13, sq. ft., 4-bay fire rescue station, and 7,2 sq. ft. Special Operations storage facility. The structure will provide a turnkey facility, built to withstand Category 5 hurricane storm winds. Project is LMS qualified in accordance to FEMA 49 Standards/Guidelines for Essential Facilities. Rationale This station not only will serve as a hub station for service delivery to the northern Villages as proposed by the 25 Plan, but will immediately provide improved services to the Old Fruitville area, for new housing developments between Porter and Iona Roads; southward on Cattlemen to Colonial Oaks; westward to Bahia Vista and Honore Ave; and northward to Tatum Ridge Golf Courses. This project supports the Boards Neighborhood Preservation and Enhancement Strategic Initiative. The proposed two-acre parcel was transferred to Emergency Service in 21; it is necessary to transfer.39 +/- acres of property to accommodate the updated building program. This facility will incorporate the latest energy efficient systems and green materials and designed for 4 years of service. Funding Strategy This project is funded through Fire Impact Fees, EMS Impact Fees, and a Commercial Paper borrow to be repaid by EMS and Fire assessments. Operating Budget Impacts Impact Description FY 219 FY 22 FY 221 FY 222 FY 223 Operating Expenditures 15, 15, 15, 15, 15, Total Operating Budget Impacts 15, 15, 15, 15, 15, Project Map Schedule of Activities Project Activities From - To Amount Project Management 1/17-9/2 326,86 Design/Engineering 1/17-9/2 1,1,43 Land/Right-of-Way 1/17-9/2 71,98 Construction 1/17-9/2 7,57,73 Equipment 1/17-9/2 3,2 Total Budgetary Cost Estimate: 8,587,2 Funding Source Means of Financing Amount Commercial Paper FY19 / Assessments 5,41,162 Fire and Rescue Impact Fees 2,129,23 Emergency Svces Impact Fees / County Dist 1,57,15 Fiscal Year Total Programmed Funding: 8,587,2 Future Funding Requirements: Emergency Services

91 ENTERPRISE INFORMATION TECHNOLOGY

92 Fiscal Year 219 Proposed Strategic Financial Plan Enterprise Information Technology Index 7-1 Organizational Chart 7-2 Strategic Message 7-3 Operating Budget Summary 7-6 Administration/Management 7-7 Technology Operations 7-8 Application & Data Mgmt 7-9 Unified Communications 7-1 GIS 7-11 Capital Project Summary 7-12 Fiscal Year Enterprise Information Technology

93 Fiscal Year 219 Proposed Strategic Financial Plan Enterprise Information Technology Enterprise Information Technology Total FY219 Proposed FTEs = 78. Administration/Management Total FY219 Proposed FTEs = 3.25 Technology Operations Total FY219 Proposed FTEs = Application & Data Mgmt Total FY219 Proposed FTEs = 23.1 Unified Communications Total FY219 Proposed FTEs = 16.7 GIS Total FY219 Proposed FTEs = 19. Fiscal Year Enterprise Information Technology

94 Fiscal Year 219 Proposed Strategic Financial Plan Enterprise Information Technology (EIT) Vision Mission To be the premier technology provider that is innovative, collaborative, professional and customer focused. The Enterprise Information Technology Department provides essential information and services to assist in the alignment of technology to business need, in order to increase the productivity of government and community while always demonstrating responsible planning and management of resources. Summary of Services Enterprise Information Technology Divisions Div ision Administration/Management Technology Operations Application & Data Management Unified Communications GIS Summary of Serv ices Development of strategic plans, tactical plans, communication plans, operational policies and the structures necessary to support them. Development, implementation, maintenance and communication of service level agreements and results. Analysis, design, enhancement and communication of processes associated with applications and the projects associated with their development and implementation. Project management to include customer and vendor coordination. Building, securing and maintaining the County systems and data center facility. Provide, maintain, operate and improve the computer software applications for the enterprise, departments, partners and our constituents. Network and telecommunication engineering, operations, support and consulting services. GIS Services provides internal and external customers with powerful and functional Geographic Information System technology, a detailed and accurate database of geospatial data, effective and efficient GIS services such as maps, analysis, and reports. GIS Services serves internal departments across the entire Board of County Commissioners and external customers such as the Sheriff's Office, Property Appraiser, Supervisor of Elections, School Board, EDC, and SCOPE. Fiscal Year Enterprise Information Technology

95 Fiscal Year 219 Proposed Strategic Financial Plan Department Objectives Goal Monitor Customer Expectations Provide Excellent Service Sarasota County Dashboard Maintain and Enhance Existing Infrastructure Maintain and Enhance Existing Infrastructure Sarasota County Dashboard Cultivate an Innovative Organization Cultivate an Innovative Organization Sarasota County Dashboard Ensure Fiscal Sustainability Ensure Fiscal Sustainability Sarasota County Dashboard Performance Key Performance Indicators On Target Caution Behind No Target Set New Next FY Suspended Performance Highlights Collaboration and building partnerships is based on the realization of redundant resources and services. The participating organizations recognize the advantages of sharing resources and services through lowered operating costs, improved service quality and efficiencies. EIT actively works with outside organizations to participate in the utilization of the data center facility. There was over a 44% increase in the number of devices in the data center from FY15 to FY18. Fiscal Year Enterprise Information Technology

96 Fiscal Year 219 Proposed Strategic Financial Plan Dashboard Objectives Measure Series Status Jun-18 Enterprise Information Technology Monitor Customer Expectations # of SR Tickets Per Month PYTD Actual 22,84 FYTD Actual 22,172 Enterprise Information Technology Monitor Customer Expectations Customer Satisfaction PYTD Actual 97.67% FYTD Actual 96.33% YTD Target 7.% Enterprise Information Technology Monitor Customer Expectations First Call Resolution (% of Service Requests - Monthly) PYTD Actual 8.67% FYTD Actual 84.78% YTD Target 75.% Enterprise Information Technology Maintain and Enhance Existing Infrastructure Institutional Miles of Fiber County Owned PYTD Actual 14 FYTD Actual 17 % SC Owned 7.% Enterprise Information Technology Monitor Customer Expectations Meet Resolution Times of Service Levels (SLAs) PYTD Actual 84.78% FYTD Actual 86.78% YTD Target 8.% Fiscal Year Enterprise Information Technology

97 Fiscal Year 219 Proposed Strategic Financial Plan Enterprise Information Technology Operating Budget Summary FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Expenditure Summary Actual Adopted Proposed Planned Projected Projected Projected Personnel Services 7,62,765 7,989,529 8,251,185 8,251,185 8,256,785 8,253,935 8,253,935 Operating Expenditures 1,963,16 1,163,959 1,97,914 1,94,468 11,162,299 11,137,897 11,323,18 Internal Services 921,15 92, , , , , ,137 Internal Service Automotive 3,15 31,946 38,414 38,414 38,414 38,414 38,414 Internal Service EIT 7, Capital Outlay - 2,325,682 2,469,995 2,469,995 2,469,995 2,469,995 2,469,995 Subtotal 19,524,38 21,431,644 22,658,645 22,628,199 22,855,63 22,828,378 23,13,499 Transfers Out 2,291,444 2,878,95 32,5 31,75 3,5 33,75 31,25 Reserves and Transfers 2,291,444 2,878,95 32,5 31,75 3,5 33,75 31,25 Total Budgetary Costs 21,815,824 24,31,594 22,961,145 22,929,949 23,156,13 23,132,128 23,314,749 FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Funding Sources Actual Adopted Proposed Planned Projected Projected Projected Information Technology Services Fund 21,815,824 24,31,594 22,961,145 22,929,949 23,156,13 23,132,128 23,314,749 Total Revenues 21,815,824 24,31,594 22,961,145 22,929,949 23,156,13 23,132,128 23,314,749 FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Staffing Summary Actual Adopted Proposed Planned Projected Projected Projected Administration/Management Technology Operations Application & Data Mgmt Unified Communications GIS Total Full-Time Equivalents (FTE) Fiscal Year Enterprise Information Technology

98 Fiscal Year 219 Proposed Strategic Financial Plan Administration/Management Operating Budget Summary FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Expenditure Summary Actual Adopted Proposed Planned Projected Projected Projected Personnel Services 728,836 46,436 5,52 5,52 55,652 52,82 52,82 Operating Expenditures 288, , , , , , ,325 Internal Services 17,636 17,145 19,32 19,32 19,32 19,32 19,32 Capital Outlay - 6, 6, 6, 6, 6, 6, Subtotal 1,124,923 1,16,228 1,4,697 1,4,697 1,46,297 1,43,447 1,43,447 Transfers Out 2,291,444 2,878,95 32,5 31,75 3,5 33,75 31,25 Reserves and Transfers 2,291,444 2,878,95 32,5 31,75 3,5 33,75 31,25 Total Budgetary Costs 3,416,368 3,895,178 1,343,197 1,342,447 1,346,797 1,347,197 1,344,697 FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Funding Sources Actual Adopted Proposed Planned Projected Projected Projected Information Technology Services Fund 3,416,368 3,895,178 1,343,197 1,342,447 1,346,797 1,347,197 1,344,697 Total Revenues 3,416,368 3,895,178 1,343,197 1,342,447 1,346,797 1,347,197 1,344,697 FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Staffing Summary Actual Adopted Proposed Planned Projected Projected Projected Administration/Management Total Full-Time Equivalents (FTE) Fiscal Year Enterprise Information Technology

99 Fiscal Year 219 Proposed Strategic Financial Plan Technology Operations Operating Budget Summary FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Expenditure Summary Actual Adopted Proposed Planned Projected Projected Projected Personnel Services 1,432,434 1,556,184 1,776,53 1,776,53 1,776,53 1,776,53 1,776,53 Operating Expenditures 5,28,667 3,537,689 3,59,299 3,61,888 3,613,824 3,622,52 3,63,527 Internal Services 238,43 237, ,17 237,17 237,17 237,17 237,17 Capital Outlay - 1,624,682 1,71, 1,71, 1,71, 1,71, 1,71, Subtotal 6,699,54 6,956,182 7,313,369 7,324,958 7,336,894 7,345,122 7,353,597 Total Budgetary Costs 6,699,54 6,956,182 7,313,369 7,324,958 7,336,894 7,345,122 7,353,597 FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Funding Sources Actual Adopted Proposed Planned Projected Projected Projected Information Technology Services Fund 6,699,54 6,956,182 7,313,369 7,324,958 7,336,894 7,345,122 7,353,597 Total Revenues 6,699,54 6,956,182 7,313,369 7,324,958 7,336,894 7,345,122 7,353,597 FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Staffing Summary Actual Adopted Proposed Planned Projected Projected Projected Technology Operations Total Full-Time Equivalents (FTE) Fiscal Year Enterprise Information Technology

100 Fiscal Year 219 Proposed Strategic Financial Plan Application & Data Mgmt Operating Budget Summary FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Expenditure Summary Actual Adopted Proposed Planned Projected Projected Projected Personnel Services 2,238,376 2,527,561 2,499,649 2,499,649 2,499,649 2,499,649 2,499,649 Operating Expenditures 2,581,742 2,982,46 3,532,1 3,591,743 3,658,799 3,732,279 3,77,644 Internal Services 225, , , , , , ,744 Internal Service EIT 4, Subtotal 5,5,362 5,735,673 6,258,43 6,318,136 6,385,192 6,458,672 6,497,37 Total Budgetary Costs 5,5,362 5,735,673 6,258,43 6,318,136 6,385,192 6,458,672 6,497,37 FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Funding Sources Actual Adopted Proposed Planned Projected Projected Projected Information Technology Services Fund 5,5,362 5,735,673 6,258,43 6,318,136 6,385,192 6,458,672 6,497,37 Total Revenues 5,5,362 5,735,673 6,258,43 6,318,136 6,385,192 6,458,672 6,497,37 FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Staffing Summary Actual Adopted Proposed Planned Projected Projected Projected Application & Data Mgmt Total Full-Time Equivalents (FTE) Fiscal Year Enterprise Information Technology

101 Fiscal Year 219 Proposed Strategic Financial Plan Unified Communications Operating Budget Summary FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Expenditure Summary Actual Adopted Proposed Planned Projected Projected Projected Personnel Services 1,716,971 1,848,47 1,854,223 1,854,223 1,854,223 1,854,223 1,854,223 Operating Expenditures 2,477,9 2,715,493 2,852,794 2,867,694 2,883,41 2,898,848 2,915,129 Internal Services 232,81 232, , , , , ,394 Internal Service Automotive 3,15 31,946 38,414 38,414 38,414 38,414 38,414 Capital Outlay - 64, 698, , , , ,995 Subtotal 4,457,21 5,468,469 5,68,82 5,695,72 5,711,67 5,726,874 5,743,155 Total Budgetary Costs 4,457,21 5,468,469 5,68,82 5,695,72 5,711,67 5,726,874 5,743,155 FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Funding Sources Actual Adopted Proposed Planned Projected Projected Projected Information Technology Services Fund 4,457,21 5,468,469 5,68,82 5,695,72 5,711,67 5,726,874 5,743,155 Total Revenues 4,457,21 5,468,469 5,68,82 5,695,72 5,711,67 5,726,874 5,743,155 FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Staffing Summary Actual Adopted Proposed Planned Projected Projected Projected Unified Communications Total Full-Time Equivalents (FTE) Fiscal Year Enterprise Information Technology

102 Fiscal Year 219 Proposed Strategic Financial Plan GIS Operating Budget Summary FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Expenditure Summary Actual Adopted Proposed Planned Projected Projected Projected Personnel Services 1,486,148 1,597,31 1,621,28 1,621,28 1,621,28 1,621,28 1,621,28 Operating Expenditures 587,64 539,67 624,486 57, ,31 513, ,393 Internal Services 116, , , , , , ,662 Internal Service EIT 2, Capital Outlay - 1, 1, 1, 1, 1, 1, Subtotal 2,192,569 2,255,92 2,365,356 2,248,688 2,376,18 2,254,263 2,376,263 Total Budgetary Costs 2,192,569 2,255,92 2,365,356 2,248,688 2,376,18 2,254,263 2,376,263 FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Funding Sources Actual Adopted Proposed Planned Projected Projected Projected Information Technology Services Fund 2,192,569 2,255,92 2,365,356 2,248,688 2,376,18 2,254,263 2,376,263 Total Revenues 2,192,569 2,255,92 2,365,356 2,248,688 2,376,18 2,254,263 2,376,263 FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Staffing Summary Actual Adopted Proposed Planned Projected Projected Projected GIS Total Full-Time Equivalents (FTE) Fiscal Year Enterprise Information Technology

103 Fiscal Year 219 Proposed Strategic Financial Plan Enterprise Information Technology Appropriated Capital Budgetary Summary FY 219 FY 22 FY 221 FY 222 FY 223 Project Title To Date Proposed Planned Projected Projected Projected Funding Information Technology Enterprise Content Management System (ECMS) Enterprise GIS/Browser Based Land Info Mgt System GRM Government Revenue Management System IT Service Management (ITSM) Replacement System Project Mangement Information System (PMIS) Future Total Estimated 1,496, ,496,132 4,876, ,876,554 3,, ,, 45, , 1,146, ,146,6 Information Technology Total 1,969, ,969,286 Total Estimated CIP Project Cost 1,969, ,969,286 Total CIP Budgetary Cost 1,969, ,969,286 Cost Fiscal Year Enterprise Information Technology

104 Fiscal Year 219 Proposed Strategic Financial Plan Enterprise Information Technology Capital Funding Summary Appropriated FY 219 Funding Source To Date Proposed FY 22 FY 221 FY 222 FY 223 Planned Projected Projected Projected 5 Year Programmed Total Funding Current Revenues Department Participation 1,146, ,146,6 General Fund Revenues Internal Service Fund Revenue 1,946, ,946,132 User Charges 4,876, ,876,554 Funding Source Total 7,969, ,969,286 Non-Current Rev - Long Term Debt Obligation General Fund Revenues 3,, ,, Funding Source Total 3,, ,, Total CIP Project Funding 1,969, ,969,286 Total CIP Funding 1,969, ,969,286 *Refer to Volume II - Capital Improvement Program for detail project information Fiscal Year Enterprise Information Technology

105 GENERAL SERVICES

106 Fiscal Year 219 Proposed Strategic Financial Plan General Services Index 8-1 Organizational Chart 8-2 Strategic Message 8-3 Operating Budget Summary 8-7 Fleet Services 8-8 Materials Management 8-9 Facilities 8-1 Mail and Print 8-11 Capital Project Summary 8-12 Fiscal Year General Services

107 Fiscal Year 219 Proposed Strategic Financial Plan General Services General Services Total FY219 Proposed FTEs = Fleet Services Total FY219 Proposed FTEs = 38.2 Material Management Total FY219 Proposed FTEs = 7.32 Facilities Total FY219 Proposed FTEs = 59.2 Mail and Print Total FY219 Proposed FTEs = 9.8 Fiscal Year General Services

108 Fiscal Year 219 Proposed Strategic Financial Plan General Services Vision Mission Maintain County facilities, assets, and infrastructure and provide operational support with supply chain and distribution activities. Optimize County facilities, assets, and supply chain structure to enable the success of the organization and community. Summary of Services General Services supports maintenance and planning for the county's public facilities and fleet, materials and warehouse management, and mail and print service. General Services encompasses the following divisions and programs: General Serv ices Div isions Div ision Facilities Summary of Serv ices Energy utilization and conservation Building inventory records management Facility construction and renovation project management Building repair and renovation Custodial services Fleet Services One stop preventative, replacement and repair services for vehicles and equipment Cradle to grave services include acquisition, repair, service, fueling and disposition Materials Management Centralized service for the management of the County's supply process including the purchase, distribution, control and disposal of goods Supplied items include MRO (maintenance, repair & operating products), construction materials, traffic signs & signals, herbicide, janitorial, safety supplies, and water and wastewater parts Mail and Print Shop Mail couriers pickup and deliver mail throughout the county utilizing five dedicated routes supporting county operations and constitutional officers. Print shop similarly provides support to all county entities and constitutional officers with internal printing and binding capabilities. Fiscal Year General Services

109 Fiscal Year 219 Proposed Strategic Financial Plan Department Objectives Goal Effectively Manage Projects Cultivate an Innovative Organization Sarasota County Dashboard Meet Customer Expectations Provide Excellent Service Sarasota County Dashboard Performance Indicators On Target Caution Behind No Target Set New Next FY Suspended Fiscal Year General Services

110 Fiscal Year 219 Proposed Strategic Financial Plan Department Major Initiative Goal Description Update Percent Complete Target End Date Tasks completed are: 1) Created an in-house position for directing and administering assessments Conduct a Facility Analysis to Determine Adequate Maintenance Levels Maintain and Enhance Existing Infrastructure Sarasota County Dashboard Establish a building condition assessment strategy to monitor building condition on an ongoing basis 2) Obtained a term contract with an assessment services firm 3) Acquired Archibus software for managing assessment data and forecasting maintenance costs 4) Obtained a costing tool. 8 % 9/3/18 Tasks in process are: 1) Finalization of data structure 2) Development of management reports Advance the Development of High Priority County Projects Including the Sheriff's Office Administrative Headquarters & Support Services Facility, South County Courts/R.L. Anderson Building Remodel, and the Central Energy Plant Maintain and Enhance Existing Infrastructure Sarasota County Dashboard Finalize pre-design, design or acquisition/renovation of the Sheriff s Administrative HQ (Cattleridge Rd), Sheriff s Support Services Center, South County Courthouse Campus Expansion, and the Central Energy Plant. Sheriff s Support Services Center - Design kickoff was held on March 1. Design is expected to take approximately 1 months, followed by a GMP Proposal for construction services for BCC consideration in early 219. South County Courthouse/RLA Renovations: Design kickoff meetings were held on May 23 and 24. Staff and the Design Team are conducting group and independent workshops with all 13 internal stakeholder groups to verify the requirements needed for design, including provisions for occupancy during construction. Design is expected to take approximately months, followed by a GMP Proposal for construction services for BCC consideration in the fall of 219. A "Trane team" has been selected and approved to perform design services. ECD is 219 Q1. 3 % 3/31/2 Fiscal Year General Services

111 Fiscal Year 219 Proposed Strategic Financial Plan Performance Highlights 15.% % Fleet In Commission Rate ANALYSIS: There has been a 3.9% decrease in the percent of fleet in commission in FY18 compared to FY17. 1.% 96.8% 93.71% PYTD Avg 96.8% 5.% % Jun-18 FYTD Avg 93.71% PYTD Av g FYTD Av g Dashboard Objectives Measure Series Status Jun-18 Fleet Services Be Responsive to Customer Maintenance Needs Fleet Services % Fleet In Commission Rate Fleet Services PYTD Avg 96.8% FYTD Avg 93.71% YTD Target 95.% Material Management Be Responsive to Customer Needs Material Management Average Daily Number of Out of Stock Items Material Management PYTD Avg 33 FYTD Avg 29 YTD Target 25 Fiscal Year General Services

112 Fiscal Year 219 Proposed Strategic Financial Plan General Services Operating Budget Summary FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Expenditure Summary Actual Adopted Proposed Planned Projected Projected Projected Personnel Services 6,837,21 7,779,969 8,28,569 8,29,868 8,69,868 8,69,868 8,69,868 Operating Expenditures 24,643,352 2,269,524 19,569,478 19,962,251 2,3,122 2,32,264 2,33,484 Internal Services 884,67 933,686 1,69,49 1,69,49 1,69,49 1,69,49 1,69,49 Internal Service Automotive 755, , , , , , ,556 Internal Service EIT 859,13 872,615 1,14,182 1,14,182 1,14,182 1,14,182 1,14,182 Capital Outlay 68,778 12,399,3 17,396,658 1,726,951 1,726,951 1,726,951 1,726,951 Subtotal 34,48,811 43,97,79 47,914,852 41,519,217 41,627,88 41,629,23 41,63,45 Reserves - 16,328 5,89 16,328 16,328 16,328 16,328 Transfers Out 2,45,536 27, ,65 467,39 468,18 468,54 468,47 Reserves and Transfers 2,45, , ,54 483, ,58 484, ,798 Total Budgetary Costs 36,499,347 43,384,343 48,149,392 42,2,935 42,111,596 42,114,98 42,115,248 FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Funding Sources Actual Adopted Proposed Planned Projected Projected Projected General Fund 12,532,24 15,542,868 14,974,545 15,2,169 15,2,99 15,21,932 15,22,92 Court Fund 2,991,32 1,37,311 1,518,71 1,68,49 1,713,49 1,713,49 1,713,49 Reimbursement Grants Fund - 75, Arts In Public Places Fund 369 2,395 2,321 2,321 2,321 2,321 2,321 Automotive Resources Fund 9,494,761 12,33,347 12,131,456 12,34,418 12,343,258 12,344,818 12,344,998 Automotive Replacement/Expansion Fund 1,562,396 13,248,172 18,36,978 11,69,227 11,69,227 11,69,227 11,69,227 Public Works Fund 271, , , , , , ,546 Materials Management Fund 646, , , , , , ,845 Total Revenues 36,499,347 43,384,343 48,149,392 42,2,935 42,111,596 42,114,98 42,115,248 FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Staffing Summary Actual Adopted Proposed Planned Projected Projected Projected Fleet Services Material Management Facilities Mail and Print Total Full-Time Equivalents (FTE) Fiscal Year General Services

113 Fiscal Year 219 Proposed Strategic Financial Plan Fleet Services Operating Budget Summary FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Expenditure Summary Actual Adopted Proposed Planned Projected Projected Projected Personnel Services 2,54,446 2,853,32 2,869,26 2,833,362 2,833,362 2,833,362 2,833,362 Operating Expenditures 15,48,825 8,55,216 8,745,773 8,75,65 8,77,115 8,78,315 8,78,565 Internal Services 634, , , , , , ,619 Internal Service Automotive 212, , ,86 216,86 216,86 216,86 216,86 Internal Service EIT 461, , , , , , ,398 Capital Outlay - 12,349,3 17,391,658 1,721,951 1,721,951 1,721,951 1,721,951 Subtotal 18,897,622 25,11,294 3,39,514 23,563,255 23,565,35 23,566,55 23,566,755 Transfers Out 1,159,536 27, ,92 467,39 468,18 468,54 468,47 Reserves and Transfers 1,159,536 27, ,92 467,39 468,18 468,54 468,47 Total Budgetary Costs 2,57,158 25,281,519 3,492,434 24,3,645 24,33,485 24,35,45 24,35,225 FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Funding Sources Actual Adopted Proposed Planned Projected Projected Projected Automotive Resources Fund 9,494,761 12,33,347 12,131,456 12,34,418 12,343,258 12,344,818 12,344,998 Automotive Replacement/Expansion Fund 1,562,396 13,248,172 18,36,978 11,69,227 11,69,227 11,69,227 11,69,227 Total Revenues 2,57,158 25,281,519 3,492,434 24,3,645 24,33,485 24,35,45 24,35,225 FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Staffing Summary Actual Adopted Proposed Planned Projected Projected Projected Fleet Services Total Full-Time Equivalents (FTE) Fiscal Year General Services

114 Fiscal Year 219 Proposed Strategic Financial Plan Material Management Operating Budget Summary FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Expenditure Summary Actual Adopted Proposed Planned Projected Projected Projected Personnel Services 336, ,65 441, , , , ,938 Operating Expenditures 14, ,516 93,7 93,7 93,7 93,7 93,7 Internal Services 189, , , , , , ,133 Internal Service Automotive 58,388 75,621 74,394 74,394 74,394 74,394 74,394 Internal Service EIT 47,778 42,57 64,68 64,68 64,68 64,68 64,68 Subtotal 646, , , , , , ,845 Total Budgetary Costs 646, , , , , , ,845 FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Funding Sources Actual Adopted Proposed Planned Projected Projected Projected Materials Management Fund 646, , , , , , ,845 Total Revenues 646, , , , , , ,845 FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Staffing Summary Actual Adopted Proposed Planned Projected Projected Projected Material Management Total Full-Time Equivalents (FTE) Fiscal Year General Services

115 Fiscal Year 219 Proposed Strategic Financial Plan Facilities Operating Budget Summary FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Expenditure Summary Actual Adopted Proposed Planned Projected Projected Projected Personnel Services 3,58,368 4,37,555 4,237,945 4,276,152 4,316,152 4,316,152 4,316,152 Operating Expenditures 9,566,669 1,699,875 9,89,65 1,324,86 1,389,97 1,39,849 1,391,819 Internal Services 52,55 92,847 23,79 23,79 23,79 23,79 23,79 Internal Service Automotive 443,52 554,665 58, , , , ,144 Internal Service EIT 326,48 364,11 498,79 498,79 498,79 498,79 498,79 Capital Outlay 59,796 25, Subtotal 13,957,365 15,774,43 15,366,112 15,717,8 15,823,621 15,824,563 15,825,533 Reserves - 16,328 5,89 16,328 16,328 16,328 16,328 Transfers Out 1,291, - 45, Reserves and Transfers 1,291, 16,328 51,62 16,328 16,328 16,328 16,328 Total Budgetary Costs 15,248,365 15,79,371 15,417,732 15,734,128 15,839,949 15,84,891 15,841,861 FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Funding Sources Actual Adopted Proposed Planned Projected Projected Projected General Fund 11,984,971 14,112,28 13,579,164 13,85,852 13,86,673 13,87,615 13,88,585 Court Fund 2,991,32 1,37,311 1,518,71 1,68,49 1,713,49 1,713,49 1,713,49 Reimbursement Grants Fund - 75, Arts In Public Places Fund 369 2,395 2,321 2,321 2,321 2,321 2,321 Public Works Fund 271, , , , , , ,546 Total Revenues 15,248,365 15,79,371 15,417,732 15,734,128 15,839,949 15,84,891 15,841,861 FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Staffing Summary Actual Adopted Proposed Planned Projected Projected Projected Facilities Total Full-Time Equivalents (FTE) Fiscal Year General Services

116 Fiscal Year 219 Proposed Strategic Financial Plan Mail and Print Operating Budget Summary FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Expenditure Summary Actual Adopted Proposed Planned Projected Projected Projected Personnel Services 451,567 46, ,48 478, , , ,416 Operating Expenditures 13, , ,4 839,4 839,4 839,4 839,4 Internal Services 8,26 8,212 1,948 1,948 1,948 1,948 1,948 Internal Service Automotive 41,496 37,896 37,158 37,158 37,158 37,158 37,158 Internal Service EIT 23,266 26,371 23,395 23,395 23,395 23,395 23,395 Capital Outlay 8,982 25, 5, 5, 5, 5, 5, Subtotal 547,234 1,43,84 1,395,381 1,394,317 1,394,317 1,394,317 1,394,317 Total Budgetary Costs 547,234 1,43,84 1,395,381 1,394,317 1,394,317 1,394,317 1,394,317 FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Funding Sources Actual Adopted Proposed Planned Projected Projected Projected General Fund 547,234 1,43,84 1,395,381 1,394,317 1,394,317 1,394,317 1,394,317 Total Revenues 547,234 1,43,84 1,395,381 1,394,317 1,394,317 1,394,317 1,394,317 FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Staffing Summary Actual Adopted Proposed Planned Projected Projected Projected Mail and Print Total Full-Time Equivalents (FTE) Fiscal Year General Services

117 Fiscal Year 219 Proposed Strategic Financial Plan Appropriated General Services Capital Budgetary Summary FY 219 FY 22 FY 221 FY 222 FY 223 Project Title To Date Proposed Planned Projected Projected Projected Funding General Government Future Total Estimated Bee Ridge Fuel Site Replacement 2, 1,, ,2, Downtown Cooling Plant 1,25, ,25, Replacement Full Design Facilities Renovations, Upgrades, and Replacements Program Jail Facility Renovation, Replacements, and Upgrades Program 21,876,821 2,136,273 2,136,273 2,136,273 2,136,273 2,136,273-32,558,186 7,767,112 5, 525, 25, 25, 25, - 9,542,112 Master Capital Project Planning & 1,361, ,361,811 Development Program Pinkney Ave Fuel Site Replacement 3, 2,3, ,6, Pinkney/Fire Station 2 Wash Rack 4, , System Sheriff's Office Administrative 18,41, ,41,455 Headquarters Sheriff's Office Support Services 1,825,337 19,54, ,88, Facility Design & Const South County Courts/R. L. Anderson 2,216, 24,127, ,343,3 Building Remodel South County Safety Building Renovations, Upgrades, and Replacements 1,71, ,71, Venice Fuel Site Replacement 1,237, ,237, General Government Total 57,915,536 49,118,236 2,661,273 2,386,273 2,386,273 2,386, ,853,864 Total Estimated CIP Project Cost 57,915,536 49,118,236 2,661,273 2,386,273 2,386,273 2,386, ,853,864 Total CIP Budgetary Cost 57,915,536 49,118,236 2,661,273 2,386,273 2,386,273 2,386, ,853,864 Cost Fiscal Year General Services

118 Fiscal Year 219 Proposed Strategic Financial Plan Appropriated FY 219 Funding Source To Date Proposed Current Revenues General Services Capital Funding Summary FY 22 FY 221 FY 222 FY 223 Planned Projected Projected Projected 5 Year Programmed Total Funding Ad Valorem Taxes 1,, ,, Assessments 428, ,4 Gen Govt Infrastructure Surtax III 7,34,96 25, 275, , 7,865,96 (9-24) General Fund Revenues 23,719,88 2,386,273 2,386,273 2,386,273 2,386,273 2,386,273 11,931,365 35,65,453 Grants 289, ,256 Internal Service Fund Revenue 1,565, ,565, Justice Facilities Impact Fees 2,525,922 9,165, ,165,4 11,69,962 Law Enforcement Impact Fees 894, , ,24 1,647,655 Other Revenues 621, 45, ,73 666,73 User Charges - 1,53, ,53,27 1,53,27 Funding Source Total 38,383,987 13,653,553 2,661,273 2,386,273 2,386,273 2,386,273 23,473,645 61,857,632 Non-Current Rev - Long Term Debt Obligation General Fund Revenues 1,3, ,3, Funding Source Total 1,3, ,3, Non-Current Rev - Short Term Debt Obligation Gen Govt Infrastructure Surtax III 19,94 14,623, ,623,3 14,732,394 (9-24) General Fund Revenues 17,11,455 17,541, ,541,383 34,651,838 Internal Service Fund Revenue 1,12, 3,3, ,3, 4,312, Funding Source Total 18,231,549 35,464, ,464,683 53,696,232 Total CIP Project Funding 57,915,536 49,118,236 2,661,273 2,386,273 2,386,273 2,386,273 58,938, ,853,864 Total CIP Funding 57,915,536 49,118,236 2,661,273 2,386,273 2,386,273 2,386,273 58,938, ,853,864 *Refer to Volume II - Capital Improvement Program for detail project information Fiscal Year General Services

119 FY 219 thru 223 Proposed Capital Improvement Program General Services Project Title: Bee Ridge Fuel Site Replacement Project #: Category: General Government LMS: Yes Location: District #2-675 Bee Ridge Rd (SCFD Station #8) Status: Existing Project - Additional Funding Programmed Comprehensive Plan Information Project Location CIE Project: No Plan Reference: District: District #2 LOS/Concurrency: No Project Need: Growth, Deficiency, Other Location: 675 Bee Ridge Rd (SCFD Station #8) Programmed Funding Programmed Appropriated Future Funding To Date FY 219 FY 22 FY 221 FY 222 FY 223 Funding 1,2, 2, 1,, Description and Scope Design of renovation of fuel site at Bee Ridge Fire Station No. 8. Remove existing underground fuel tanks, fill and resurface area, demolish current fuel site to include canopy, dispensers, data, plumbing and IAW/DEP requirements. Provide temporary fuel capabilities while site is down. Rebuild site with larger than current capacity above ground tanks; design a new dispenser pad complete with canopy and fuel dispensers, data capability and all associated wiring. This project may be coordinated with reconstruction of Fire Station #8, should the timing align. Rationale Bee Ridge fuel site is over 26 years old and at end of life. The tanks, lines, wiring, canopy and dispensers are becoming unreliable, unsafe. Parts are obsolete and difficult to find. This fuel site replacement will provide more emergency response sustainability, decrease the possibility of a fuel tank breach and improve services to an ever increasing demand for fuel in South County by government agencies. Funding Strategy Funding for this project is provided through budgetary fund balance from Fleet User fees and a commercial paper borrow repaid with Fleet User fees. Operating Budget Impacts No operating impacts. Potential reduction in operating costs from a new facility and reduced maintenance. Project Map Schedule of Activities Project Activities From - To Amount Project Management 1/17-9/19 75, Design/Engineering 1/17-9/19 125, Construction 1/18-9/19 1,, Total Budgetary Cost Estimate: 1,2, Funding Source Means of Financing Amount Commercial Paper FY19-22 / Fleet Fees 1,, Fleet Fees 2, Fiscal Year Total Programmed Funding: 1,2, Future Funding Requirements: General Services

120 32,558,186 21,876,821 Sarasota County Government FY 219 thru 223 Proposed Capital Improvement Program 2,136,273 General Services Project Title: Facilities Renovations, Upgrades, and Replacements Program Project #: Category: General Government LMS: Yes Location: Countywide - County Facilities Maintained by Facilities Maintenance Status: Existing Project - Additional Funding Programmed Comprehensive Plan Information Project Location CIE Project: No Plan Reference: N/A District: Countywide LOS/Concurrency: No Project Need: Location: County Facilities Maintained by Facilities Maintenance Programmed Funding Programmed Appropriated Future Funding To Date FY 219 FY 22 FY 221 FY 222 FY 223 Funding 2,136,273 2,136,273 Description and Scope 2,136,273 2,136,273 This program provides for the systematic repair, renovation, and replacement of key operating systems, equipment, and components of County operated facilities. Individual projects will include items such as: Building access systems upgrades ADA upgrades and remodels Elevator/elevator component upgrades/renovations Electrical transformers/panels replacements HVAC replacements Re-lamping of County facilities Domestic water systems upgrades/renovations Waterproofing/sealing projects Window upgrades Roofing systems upgrades, renovations. Projects are LMS qualified in accordance with FEMA 49 Standards/Guidelines for Essential Facilities. Rationale As County facilities age certain equipment, systems, and components will need more attention than preventative or corrective maintenance can provide. Key building operating systems will need to be replaced, renovated, or upgraded to remain current with improved operating criteria in order to to provide a safe and economical environment. Using a facility's maintenance records, a forecast can be made to determine the deterioration rate of the building's systems that will provide a stable funding scenario to meet the demand for maintenance and relpacement work that currently exceeds current operating budget appropriations. This programmatic approach in the capital budget can stablize the funding of these key building system renovations, upgrades, and replacements. Funding Strategy This program is primarily funded through General Revenues and Surtax 3 with an additional one-time grant and fleet fees. Operating Budget Impacts Operating budget impacts will be offset and/or possibly reduced by the efficiencies gained by the installation of key facility components, system upgrades, and renovations. Project Map Schedule of Activities Project Activities From - To Amount Project Management 1/5-9/23 173,131 Design/Engineering 1/13-9/23 189, Construction 1/5-9/23 32,36,55 Other 1/9-9/23 16, Total Budgetary Cost Estimate: 32,558,186 Funding Source Means of Financing Amount Capital Improvements / General Revenues 28,678,93 Infrastructure Surtax III - General Government 3,15, Fleet Fees 44, Capital Projects Grants 289,256 Fiscal Year Total Programmed Funding: 32,558,186 Future Funding Requirements: General Services

121 FY 219 thru 223 Proposed Capital Improvement Program General Services Project Title: Jail Facility Renovation, Replacements, and Upgrades Program Project #: Category: General Government LMS: Yes Location: District #2 - Jail Complex on Ringling Blvd Status: Existing Project - Additional Funding Programmed Comprehensive Plan Information Project Location CIE Project: No Plan Reference: N/A District: District #2 LOS/Concurrency: No Project Need: Location: Jail Complex on Ringling Blvd Programmed Funding Programmed Appropriated Future Funding To Date FY 219 FY 22 FY 221 FY 222 FY 223 Funding 9,542,112 7,767,112 5, 525, 25, Description and Scope 25, 25, This program addresses renovations, repairs, replacements, and upgrades of the equipment and facility systems at the Sarasota County Jail Complex. Items to be addressed include, but are not limited to: acoustical treatments in certain areas of the old jail, security systems and detention doors/hardware upgrades, mechanical and electrical system upgrades, floor finishes, painting, and commissary improvements. The older sections of the jail complex (east/west) are in need of modernization, upgrades, and renovations. Some of the mechanical/general facility components require extended lead times when repairing or replacing since components must be fabricated. Security systems are technologically obsolescent. Rationale These improvements will enable the Sheriff's Office to successfully obtain accreditation by the Florida Model Jail Standards which is used throughout the State of Florida. Accreditation affects and reduces the potential for law suits, complaints and other prisoner issues which must be addressed by law enforcement. The accreditation is renewed every three years. The Sheriff's office is also seeking ACA national accreditation which will meet the INS standards needed to house illegal immigrants. This project supports the BCC Neighborhood Preservation and Enhancement strategic initiative. Funding Strategy This project is funded through General Revenues, Surtax III, and a Commercial Paper borrow repaid with Surtax III. Operating Budget Impacts Operating Budget Impacts will be determined when each upgrade, renovation, or replacement of the facility system/equipment will be completed. Project Map Schedule of Activities Project Activities From - To Amount Project Management 1/5-9/23 12,339 Construction 1/5-9/23 8,689,773 Equipment 1/5-9/23 75, Total Budgetary Cost Estimate: 9,542,112 Funding Source Means of Financing Amount Capital Improvements / General Revenues 4,717,112 Infrastructure Surtax III - General Government 4,715,96 Commerical Paper FY15 Draw 1 / Gen Govt Surtax III 19,94 Fiscal Year Total Programmed Funding: 9,542,112 Future Funding Requirements: General Services

122 2,6, 3, Sarasota County Government FY 219 thru 223 Proposed Capital Improvement Program 2,3, General Services Project Title: Pinkney Ave Fuel Site Replacement Project #: 8331 Category: General Government LMS: Yes Location: District #4 - Pinkney Avenue Status: Existing Project - Additional Funding Programmed Comprehensive Plan Information Project Location CIE Project: No Plan Reference: District: District #4 LOS/Concurrency: No Project Need: Growth, Deficiency, Other Location: Pinkney Avenue Programmed Funding Programmed Appropriated Future Funding To Date FY 219 FY 22 FY 221 FY 222 FY 223 Funding Description and Scope Design of the renovation of fuel site at Pinkney Ave complex. Remove existing underground fuel tanks, fill and resurface area, demolish current fuel site to include canopy, dispensers, data, plumbing and IAW/DEP requirements. Provide temporary fuel capabilities while site is down. Rebuild site with larger than current capacity above ground tanks; a DEF (Diesel Exhaust Fluid) tank and pump; design a new dispenser pad complete with canopy and fuel dispensers, data capability and all associated wiring. Due to complex construction logistics, cost estimate is preliminary. Rationale Pinkney fuel site is over 2 years old and at end of life. The current underground double walled tanks, lines, wiring, canopy and dispensers are becoming unreliable and unsafe. Parts are obsolete and difficult to find. This fuel site replacement will provide more emergency response sustainability, decrease the possibility of a fuel tank breach and improve services to an ever increasing demand for fuel in South County by government agencies. Funding Strategy Funding for this project is provided through budgetary fund balance from Fleet User fees and a commercial paper borrow repaid with Fleet User fees. Operating Budget Impacts No operating impacts. Potential reduction in operating costs from a new facility and reduced maintenance. Project Map Schedule of Activities Project Activities From - To Amount Project Management 1/17-9/19 2, Design/Engineering 1/17-9/19 24, Construction 1/18-9/19 2,16, Total Budgetary Cost Estimate: 2,6, Funding Source Means of Financing Amount Commercial Paper FY19-22 / Fleet Fees 2,3, Fleet Fees 3, Fiscal Year Total Programmed Funding: 2,6, Future Funding Requirements: General Services

123 2,88, 1,825,337 Sarasota County Government FY 219 thru 223 Proposed Capital Improvement Program 19,54,663 General Services Project Title: Sheriff's Office Support Services Facility Design & Const Project #: Category: General Government LMS: Yes Location: District #4-211 Laurel Road, Nokomis Status: Existing Project - Additional Funding Programmed Comprehensive Plan Information Project Location CIE Project: No Plan Reference: District: District #4 LOS/Concurrency: No Project Need: Growth, Deficiency Location: 211 Laurel Road, Nokomis Programmed Funding Programmed Appropriated Future Funding To Date FY 219 FY 22 FY 221 FY 222 FY 223 Funding Description and Scope This project is to construct a new Sheriff's Support Services Facility to provide for Sheriff's Vehicle Maintenance and Administrative Support functions. The proposed building will be +/-55, SF of maintenance bays and associated functions, parts storage, property storage, administrative functions and staff accommodations. The site will be secured and utilized for storage and processing of vehicles and fleet equipment as well as fueling. Rationale The existing Sheriff's Fleet Facility, located at 425 Old Venice Road in Osprey, is composed of multiple buildings. The main building was originally a fire station and only two maintenance bays are within storm-proof structures. The balance of buildings are pre-engineered metal buildings, sheds, storage containers and canopies. While the Facility is functional it is not efficient in operation and is in need of extensive deferred maintenance and improvements to meet current code and operational requirements. Funding Strategy Funding for this project is provided through Justice Impact Fees, Law Enforcement Impact Fees, and a commercial paper borrow that is repaid with general revenues. Operating Budget Impacts Future completion of construction activities will have an impact and an estimate will be prepared when appropriate. Impact Description FY 219 FY 22 FY 221 FY 222 FY 223 Operating Expenditures 123, , , ,686 Total Operating Budget Impacts 123, , , ,686 Project Map Schedule of Activities Project Activities From - To Amount Project Management 1/16-9/2 599,663 Design/Engineering 1/16-9/2 1,43, Land/Right-of-Way 1/16-9/19 2,337 Construction 1/16-9/2 17,4, Equipment 1/19-9/2 1,25, Total Budgetary Cost Estimate: 2,88, Funding Source Means of Financing Amount Commercial Paper FY19 / General Revenues 17,541,383 Justice Facilities Impact Fees 1,69,962 Law Enforcement Impact Fees 1,647,655 Fiscal Year Total Programmed Funding: 2,88, Future Funding Requirements: General Services

124 26,343,3 2,216, Sarasota County Government FY 219 thru 223 Proposed Capital Improvement Program 24,127,3 General Services Project Title: South County Courts/R. L. Anderson Building Remodel Project #: Category: General Government LMS: Yes Location: District #5-4 South Tamiami Tr. Status: Existing Project - Additional Funding Programmed Comprehensive Plan Information Project Location CIE Project: No Plan Reference: District: District #5 LOS/Concurrency: No Project Need: Growth, Deficiency Location: 4 South Tamiami Tr. Programmed Funding Programmed Appropriated Future Funding To Date FY 219 FY 22 FY 221 FY 222 FY 223 Funding Description and Scope The project generally provides for significant civil site work and a new four-courtroom courthouse and renovations to the existing R.L. Anderson buildings and campus. Together, these improvements and structures will house a mix of court-related and non-court related functions. Court related functions will be designed based on the "Minimal Addition v.5, dated Oct. 31, 216 by Dan Wiley Associates. and will generally be as presented in "Option 1.c". Non-court related functions will generally be as presented in "Option 1.c", pending final user needs studies to be accomplished as a component of Design. Rationale While the existing facility has been home to the courts in South Sarasota County for many years, it is no longer sufficient or suitable for modern court operations and does not meet contemporary standards and guidelines for space, security, functional efficiency, public accommodation and flexible expansion. A significantly improved facility is needed to address these conditions, as well as the growing interest in expanded services to meet the needs of a fast growing population base in the south portion of the county. Similarly, existing non-court related Offices and departments require modernization, and in some cases expansion, of facilities to meet south county growth demands. Funding Strategy Funding for the project expenditures for the South County Courts facility will be provided through Justice Facilities Impact Fees ($1,,) and a Surtax 3 borrow ($8,962,3); funding for the portion of the R. L. Anderson Building Remodel expenditures will be provided through the Court Fund ($666,73), Building Permit fees ($1,53,27), and a Surtax 3 borrow ($5,661,). Operating Budget Impacts Future completion of construction activities will have an impact and an estimate will be prepared when appropriate. Impact Description FY 219 FY 22 FY 221 FY 222 FY 223 Personal Services 4, 8, 8, 8, Operating Expenditures 253,82 176, 23, 23, 23, Total Operating Budget Impacts 253,82 216, 31, 31, 31, Project Map Schedule of Activities Project Activities From - To Amount Project Management 1/16-9/21 714, Design/Engineering 1/16-9/21 1,929, Construction 1/16-9/21 22,36,3 Equipment 1/16-9/21 1,664, Total Budgetary Cost Estimate: 26,343,3 Funding Source Means of Financing Amount Surtax III Commercial Paper FY19-22 / Gen Govt Surtax III 14,623,3 Justice Facilities Impact Fees 1,, Building Permit Fees 1,53,27 Capital Improvement Projects 666,73 Fiscal Year Total Programmed Funding: 26,343,3 Future Funding Requirements: General Services

125 HEALTH AND HUMAN SERVICES

126 Fiscal Year 219 Proposed Strategic Financial Plan Health & Human Services Index 9-1 Organizational Chart 9-2 Strategic Message 9-3 Operating Budget Summary 9-11 Human Services 9-12 Health Department 9-13 Mosquito Management 9-14 Fiscal Year Health & Human Services

127 Fiscal Year 219 Proposed Strategic Financial Plan Health & Human Services Health & Human Services Total FY219 Proposed FTEs = 38. Human Services Total FY219 Proposed FTEs = 19. Health Department (All Positions are State Employees) Mosquito Management Total FY219 Proposed FTEs = 19. Fiscal Year Health & Human Services

128 Sarasota County Gov ernment Fiscal Year 219 Proposed Strategic Financial Plan Health and Human Services (HHS) Vision Mission Healthy people in healthy communities. To protect and promote the health and well-being of all residents in Sarasota County through integrated state, county and community efforts. Summary of Services The Health and Human Services department is responsible for the coordination, provision, and assurance of accessible public health and human services to assure citizens health, safety, and well being, and to promote a quality living environment for all communities in Sarasota County. HHS Divisions Division Human Services Summary of Services Assist former members of the Armed Forces and Merchant Marines and their families in securing Veterans' benefits Manage the County contracted services funding for 88 programs spanning 36 non-profit agencies in alignment with funding priorities targeting families at 2% or below of the federal poverty level Manage the planning and policy coordination functions for the Human Services division of the Health and Human Services Department including social services, veteran's services and criminal justice programs. Specific policy coordination areas include child welfare, behavioral health, homeless and poverty, and criminal justice Provides the administrative functions such as budget and fiscal management for Human Services, and oversees the planning, development and evaluation of human service programs within the Health and Human Services Department Health Department Provide prenatal and postnatal services to more than 1, pregnant women per year Provide nutritional support through Women, Infants and Children (WIC) to over 5, families Provide Healthy Start services to 2, children and pregnant women per year Inspect child day care facilities in Sarasota County Provide immunizations to children and adults to prevent disease Provide grade appropriate screenings for vision and scoliosis to identify students with health problems that interfere with the learning process Provide family planning services to approximately 2,4 men and women per year Provide more than 26, comprehensive primary medical services and 4, enabling services to adults and children per year Perform screenings and provide treatment for various sexually transmitted diseases Proposal permits, inspect installations and investigate complaints for onsite sewage treatment and disposal systems in Sarasota County Inspect and regulate drinking water systems Monitor beach water quality Investigate and monitor reported communicable diseases Collect, register, maintain and issue certified copies of birth and death records for events occurring in Sarasota County Mosquito Management Routinely monitor mosquito populations Monitor transmission of mosquito transmitted viruses Solve mosquito problems as requested by external and internal customers by reduction of mosquito numbers Control larval mosquitoes with least toxic, practical insecticides and mosquitofish Control adult mosquitoes with non residual insecticides Provide environmental consultation to private and public entities to prevent construction of mosquito breeding sites Provide customers with mosquitofish and other mosquito control products Provide educational services to the public Conduct research and field evaluations to improve control of mosquitoes and prevent disease Coordinate Integrated Pest Management Program Advisory Boards Human Services: Seniors Advisory Council, Sarasota County Resolution 2 184, amended by , 11 members Community Action Agency Board, Sarasota County Resolution , 9 members Human Services Advisory Council, Sarasota County Resolution , amended by , 19 members Criminal Justice Commission, Sarasota County Resolution , amended by , 13 members Fiscal Year Health and Human Services

129 Sarasota County Gov ernment Fiscal Year 219 Proposed Strategic Financial Plan Department Objectiv es Goal Health Equity Promote Quality of Life Sarasota County Dashboard Long Healthy Life Promote Quality of Life Sarasota County Dashboard Readiness for Emerging Health Threats Promote Quality of Life Sarasota County Dashboard Effective Agency Processes Provide Excellent Service Sarasota County Dashboard DOH Strategic Plan Cultivate an Innovative Organization Sarasota County Dashboard Performance Key Performance Indicators On Target Caution Behind No Target Set New Next FY Suspended Fiscal Year Health and Human Services

130 Sarasota County Gov ernment Fiscal Year 219 Proposed Strategic Financial Plan Department Major Initiativ e Goal Description Update Percent Complete Target End Date Jail Diversion Options Cultivate an Innovative Organization Sarasota County Dashboard Convene and facilitate a jail diversion workgroup to include participants from the State Attorney, Public Defender, Sheriff, Chief Judge, Court Administrator, Clerk of Courts, Coastal Behavioral Healthcare, Centerstone and First Step to develop recommendations to prevent unnecessary incarceration. The Unnecessary Incarceration Workgroup held its first meeting on February 6, 218 and met bi-monthly through May 15, 218 to develop strategies to prevent unnecessary incarcerations as directed by the Board of County Commissioners (Board). On June 13, 218, staff led a discussion to the Board and recommended nineteen (19) strategies of which six required no additional funding to implement. Subsequently, the Board expressed their support to implement these six strategies which include, (1) Expansion of the Pretrial Intervention Program to include driving with a suspended license; (2) Promote appropriate use of the Alternative Sanctions Program; (3) Provide multiagency care coordination for the High Need/High Utilizer population; (4) Explore the use of Notice-To-Appear citations in lieu of arrest; (5) Explore the use of nonmonetary bonds; and (6) Continue with weekly Early Case Resolutions docket fast track technical violations of probation. The Board also directed the County Administrator to instruct the workgroup to bring back three to five selected strategies that require funding with additional details for consideration at a later date. The workgroup is scheduled to meet on July 1, 218 whereby the workgroup will rank the thirteen strategies and select the top five. The strategies as ranked by the workgroup will be presented to the Criminal Justice Commission (CJC) at the meeting held on July 23, 218, at which time the CJC will finalize the five strategies. It is anticipated the CJC chair and staff will presented the five strategies to the Board at the August 22, 218 Budget Workshop for funding consideration. 75 % 1/16/19 Fiscal Year Health and Human Services

131 Sarasota County Gov ernment Fiscal Year 219 Proposed Strategic Financial Plan Implement the Homeless Crisis Response System Promote Quality of Life Sarasota County Dashboard Implementation includes finalizing the development of the community s Coordinated Entry System, implementation of the Sheriff s Homeless Outreach Team and the emergency shelter beds. Finalize the development of the community s Coordinated Entry System, to include access points and unified assessment tool. Implement the Sheriff s Homeless Outreach Team including coordination of hiring/selection, curriculum development, training, community partner alignment, personal property management and funding. Evaluate the expansion of the emergency shelter beds at The Salvation Army based upon utilization. Ensure the Family Haven Alliance (FHA) and SHIFTS programs are aligned with the community s Coordinated Entry System and clients are successful in achieving housing placements. Completed FHC Report Recommendations Update: Continuum of Care (CoC) has seated a new leadership board. Suncoast Partnership to End Homelessness (SPEH) has significantly developed processes for a tracking system and performance outcomes, only monitoring with minor adjustments is expected to finalize. SPEH has developed and began operating a new Coordinate Entry System on January 1, 218. As of May 31, approximately 87 persons have been identified and prioritized as highest, high and moderate acuity of need. Homeless Outreach workers across the system have been integrated into the new Coordinated Entry System. Through joint funding, Sarasota County and the City of Sarasota have secured the recommended 5 Emergency Shelter beds at The Salvation Army. A partnership between the Community Foundation of Sarasota County and the Gulf Coast Community Foundation have raised in excess of $1.5 million dollars to fund 1 Rapid ReHousing units. The foundations selected St. Vincent de Paul of South Pinellas to operationalize the Rapid ReHousing strategy for these 1 units. St. Vincent de Paul began operations in Sarasota County in April. Several others recommendations are in process and will be reported on during a future Board meeting in % 9/3/18 Fiscal Year Health and Human Services

132 Sarasota County Gov ernment Fiscal Year 219 Proposed Strategic Financial Plan Performance Highlights 125% 1% % Households Remain in Their Homes 9 Days or Longer ANALYSIS: 86% 95% There is a 9% increase in the percentage of households able to remain in their homes 9 days or longer due to receiving financial assistance in Q3 FY18 compared to Q3 FY17. 75% Actual 95% 5% 25% % Q3-18 Prior Year Actual 86% Prior Year Actual Actual % ADAP Participants did not Engage in Criminal Behavior within 6 Months of Program Completion 125% 1% 93% 1% ANALYSIS: There is a 7% increase in the percentage of Adolescent Diversion & Assistance Program (ADAP) participants who did not engage in criminal behavior within six months of program completion in Q3 FY18 compared to Q3 FY17. 75% Actual 1% 5% 25% % Q3-18 Prior Year Actual 93% Prior Year Actual Actual 15% % Vaccine Completion Rates for 24-month Old Children ANALYSIS: A difference of 1% between the 2nd and 3rd quarters can be the result of just 1 more child being as little as 1 day late with their vaccines. Doesn t take much to bring down the percent complete. 1% 1% 1% 1% 96% 99% 98% 4:3:1:3:3:1 (4 DTaP, 3 Polio, 1 MMR, 3 HIB, 3 Hep B, 1 Varicella) ; 4:3:1:3:3:1:4 (4 DTaP, 3 Polio, 1 MMR, 3 HIB, 3 Hep B, 1 Varicella + 4 PCV) 5% Actual 98% % Q1-18 Q2-18 Q3-18 Prior Year Actual Actual Prior Year Actual 1% Fiscal Year Health and Human Services

133 Sarasota County Gov ernment Fiscal Year 219 Proposed Strategic Financial Plan Dashboard Objectiv es Measure Series Status Jun-18 HHS Health Department Long Healthy Life SP-P2A - % of Children at a Healthy Weight HHS Health Department PTYD Avg 63% DOH Strategic Plan FYTD Avg 63% YTD Target 2% HHS Health Department Long Healthy Life SP-P2D - % of Youth (11-17) Using Tobacco HHS Health Department PYTD Avg 9% DOH Strategic Plan FYTD Avg 7% YTD Target 34% HHS Health Department Readiness for Emerging Health Threats SP-P3A - Opioid Crisis Awareness Workshops HHS Health Department PYTD Actual 5 DOH Strategic Plan FYTD Actual 17 YTD Target 6 HHS Health Department Health Equity SP-P1A - % Low Birthweight Among Black Babies HHS Health Department PYTD Avg 12% DOH Strategic Plan FYTD Actual 1% YTD Target 39% HHS Health Department Health Equity SP-P1B - Black Babies Born Premature HHS Health Department % of Black Babies Premature 13% DOH Strategic Plan # of Black Babies 2 Born - FYTD # Premature Births - FYTD 22 HHS Health Department Long Healthy Life SP-P2C - % HPV Vaccine Series for 13 to 17 Year-old HHS Health Department PYTD Avg 36% DOH Strategic Plan FYTD Avg 41% FYTD Target Avg 39% HHS Health Department Long Healthy Life % Vaccine Completion Rates for 24- month Old Children HHS Health Department PYTD Avg 1% FYTD Avg 98% YTD Target 95% Human Services Long Healthy Life # Backpacks Distributed to Children in Schools Human Services PYTD Actual 9,786 FYTD Actual 87,76 Fiscal Year Health and Human Services

134 Sarasota County Gov ernment Fiscal Year 219 Proposed Strategic Financial Plan Human Services Long Healthy Life # Seniors Report Improved Socialization/Reduced Isolation Human Services PYTD Actual 99 FYTD Actual 81 YTD Target 36 Human Services Long Healthy Life % Children Experiencing Reduced or Normal Levels of Trauma Symptoms Human Services PYTD Avg 94% FYTD Avg 98% YTD Target 24% Human Services Long Healthy Life % Households Remain in Their Homes 9 Days or Longer Human Services PTYD Avg 9% FYTD Avg 92% YTD Target 75% Human Services Long Healthy Life % Students Achieved a High School or Equivalency Diploma Human Services PYTD Avg 95% FYTD Avg 1% YTD Target 9% Human Services Long Healthy Life % ADAP Participants did not Engage in Criminal Behavior within 6 Months of Program Completion Human Services PYTD Avg 98% FYTD Avg 1% YTD Target 27% Human Services Long Healthy Life # Pro Bono Legal Aid Cases with Favorable Outcomes Human Services PYTD Actual 743 FYTD Actual 677 YTD Target 675 Human Services Long Healthy Life # Family Haven Alliance Families Exited to Housing Human Services PYTD Actual 75 FYTD Actual 75 % Change % Human Services Long Healthy Life # Individuals Served in Voluntary Interim Placement Enhanced Recovery (VIP-ER) Program Human Services PYTD Actual 11 FYTD Actual 16 YTD Target 9 Fiscal Year Health and Human Services

135 Sarasota County Gov ernment Fiscal Year 219 Proposed Strategic Financial Plan Human Services Long Healthy Life # Individuals Served in the Sheriff's Housing Initiative Facilitating Transient Services Human Services PYTD Actual 72 FYTD Actual 6 Fiscal Year Health and Human Services

136 Fiscal Year 219 Proposed Strategic Financial Plan Health & Human Services Operating Budget Summary FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Expenditure Summary Actual Adopted Proposed Planned Projected Projected Projected Personnel Services 2,584,691 2,866,21 2,873,187 2,85,345 2,85,345 2,85,345 2,85,345 Operating Expenditures 8,998,849 9,279,351 8,821,256 8,83,327 8,851,15 8,872,253 8,894,357 Internal Services 373,28 375, , , , , ,959 Internal Service Automotive 538,63 422,44 397,4 397,4 397,4 397,4 397,4 Internal Service EIT 28,36 214,999 44,72 44,72 44,72 44,72 44,72 Capital Outlay 16,45 35, 35, 35, 35, 35, 35, Grants In Aid 1,129,56 11,221,149 11,58,695 11,111,695 11,111,695 11,517,535 12,135,298 Subtotal 22,849,415 24,414,539 24,43,199 24,82,428 24,13,116 24,53,194 25,17,61 Reserves ,589 Transfers Out 48,591 64,292 51,325 51,325 51,325 51,325 51,325 Reserves and Transfers 48,591 64,292 51,325 51,325 51,325 51, ,914 Total Budgetary Costs 22,898,6 24,478,831 24,94,524 24,133,753 24,154,441 24,581,519 25,295,975 FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Funding Sources Actual Adopted Proposed Planned Projected Projected Projected General Fund 1,81,426 1,45,371 9,968,68 9,968,68 9,968,68 9,968,68 9,968,68 Sarasota County Mosquito Management Fund 2,992,978 3,335,78 3,453,283 3,456,823 3,46,23 3,462,388 3,539,975 Law Enforcement Block Grant Fund 44,361 44,361 39, 39, 39, 39, 39, Advanced Grants Fund 19,189 5, Reimbursement Grants Fund 251,227 41, , , 355, 355, 355, Housing & Community Development Fund 363, ,65 162, Strategic Initiatives & Opportunities Fund 4,89,89 5,445,166 5,663,74 5,878,78 5,878,78 5,878,78 5,878,78 Contracted Human Services Fund 4,335,748 4,411,456 4,429,939 4,435,47 4,452,958 4,877,671 5,514,54 Total Revenues 22,898,6 24,478,831 24,94,524 24,133,753 24,154,441 24,581,519 25,295,975 FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Staffing Summary Actual Adopted Proposed Planned Projected Projected Projected Human Services Mosquito Management Total Full-Time Equivalents (FTE) Fiscal Year Health & Human Services

137 Fiscal Year 219 Proposed Strategic Financial Plan Human Services Operating Budget Summary FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Expenditure Summary Actual Adopted Proposed Planned Projected Projected Projected Personnel Services 1,314,284 1,528,464 1,475,799 1,452,957 1,452,957 1,452,957 1,452,957 Operating Expenditures 4,98,663 4,661,552 4,47,959 4,476,49 4,493,978 4,512,851 4,531,957 Internal Services 14,253 22,215 22,556 22,556 22,556 22,556 22,556 Internal Service EIT 74,987 71,342 68,762 68,762 68,762 68,762 68,762 Grants In Aid 1,111,92 11,221,149 11,58,695 11,111,695 11,111,695 11,517,535 12,135,298 Subtotal 16,424,89 17,54,722 17,96,771 17,132,46 17,149,948 17,574,661 18,211,53 Total Budgetary Costs 16,424,89 17,54,722 17,96,771 17,132,46 17,149,948 17,574,661 18,211,53 FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Funding Sources Actual Adopted Proposed Planned Projected Projected Projected General Fund 6,6,488 6,766,34 6,424,21 6,424,21 6,424,21 6,424,21 6,424,21 Law Enforcement Block Grant Fund 44,361 44,361 39, 39, 39, 39, 39, Advanced Grants Fund 19,189 5, Reimbursement Grants Fund 251,227 41, , , 355, 355, 355, Housing & Community Development Fund 363, ,65 162, Strategic Initiatives & Opportunities Fund 4,89,89 5,445,166 5,663,74 5,878,78 5,878,78 5,878,78 5,878,78 Contracted Human Services Fund 4,335,748 4,411,456 4,429,939 4,435,47 4,452,958 4,877,671 5,514,54 Total Revenues 16,424,89 17,54,722 17,96,771 17,132,46 17,149,948 17,574,661 18,211,53 FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Staffing Summary Actual Adopted Proposed Planned Projected Projected Projected Human Services Total Full-Time Equivalents (FTE) Fiscal Year Health & Human Services

138 Fiscal Year 219 Proposed Strategic Financial Plan Health Department Operating Budget Summary FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Expenditure Summary Actual Adopted Proposed Planned Projected Projected Projected Operating Expenditures 3,2,254 3,28,413 2,98,744 2,98,744 2,98,744 2,98,744 2,98,744 Internal Services 124, , , , , , ,972 Internal Service Automotive 34, , , , , , ,237 Internal Service EIT 32,16 34, , , , , ,517 Grants In Aid 17, Subtotal 3,48,939 3,639,31 3,544,47 3,544,47 3,544,47 3,544,47 3,544,47 Total Budgetary Costs 3,48,939 3,639,31 3,544,47 3,544,47 3,544,47 3,544,47 3,544,47 FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Funding Sources Actual Adopted Proposed Planned Projected Projected Projected General Fund 3,48,939 3,639,31 3,544,47 3,544,47 3,544,47 3,544,47 3,544,47 Total Revenues 3,48,939 3,639,31 3,544,47 3,544,47 3,544,47 3,544,47 3,544,47 Fiscal Year Health & Human Services

139 Fiscal Year 219 Proposed Strategic Financial Plan Mosquito Management Operating Budget Summary FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Expenditure Summary Actual Adopted Proposed Planned Projected Projected Projected Personnel Services 1,27,47 1,337,557 1,397,388 1,397,388 1,397,388 1,397,388 1,397,388 Operating Expenditures 1,87,931 1,337,386 1,369,553 1,373,93 1,376,293 1,378,658 1,381,656 Internal Services 234, , , , , , ,431 Internal Service Automotive 234,146 21, , , , , ,163 Internal Service EIT 1,889 18,928 97,423 97,423 97,423 97,423 97,423 Capital Outlay 16,45 35, 35, 35, 35, 35, 35, Subtotal 2,944,387 3,27,786 3,41,958 3,45,498 3,48,698 3,411,63 3,414,61 Reserves ,589 Transfers Out 48,591 64,292 51,325 51,325 51,325 51,325 51,325 Reserves and Transfers 48,591 64,292 51,325 51,325 51,325 51, ,914 Total Budgetary Costs 2,992,978 3,335,78 3,453,283 3,456,823 3,46,23 3,462,388 3,539,975 FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Funding Sources Actual Adopted Proposed Planned Projected Projected Projected Sarasota County Mosquito Management Fund 2,992,978 3,335,78 3,453,283 3,456,823 3,46,23 3,462,388 3,539,975 Total Revenues 2,992,978 3,335,78 3,453,283 3,456,823 3,46,23 3,462,388 3,539,975 FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Staffing Summary Actual Adopted Proposed Planned Projected Projected Projected HHS Mosquito Management Total Full-Time Equivalents (FTE) Fiscal Year Health & Human Services

140 HUMAN RESOURCES

141 Fiscal Year 219 Proposed Strategic Financial Plan Human Resources Index 1-1 Organizational Chart 1-2 Strategic Message 1-3 Operating Budget Summary 1-7 Employee Health and Benefits 1-8 Workers' Comp Occupational Health 1-9 Risk Safety 1-1 Human Resources 1-11 Capital Project Summary 1-12 Fiscal Year Human Resources

142 Fiscal Year 219 Proposed Strategic Financial Plan Human Resources Human Resources Total FY219 Proposed FTEs = 44.5 Employee Health and Benefits Total FY219 Proposed FTEs = 8.25 Workers Comp Occupational Hlth Total FY219 Proposed FTEs = 3.85 Risk Safety Total FY219 Proposed FTEs = 6.35 Human Resources Total FY219 Proposed FTEs = 25.6 Fiscal Year Human Resources

143 Sarasota County Gov ernment Fiscal Year 219 Proposed Strategic Financial Plan Human Resources Vision Mission An organizational culture of delivering excellent public service through a team of engaged, diverse, values-driven employees. To provide services that empower employees to achieve high levels of performance. Summary of Services Human Resources recognizes the importance of people in the organization and strives to manage the competencies, capabilities and well-being of employees as a primary goal. Initiatives are designed with an emphasis on assessing the knowledge, skills and abilities needed for the future. The need to maintain employees and volunteers that are competent and highly committed to our values will ultimately ensure organizational effectiveness. Finding such talent will continue to be one of our biggest challenges. Human Resources Divisions Division Employee Health and Benefits Workers' Comp Occupational Health Risk Safety Human Resources Summary of Services Determines the employee benefits mix as well as solicits, purchases, implements and administers related products/contracts. Activities include benefits administration and wellness development. Emphasis is on a holistic approach to reduce health risks of employees, retirees and dependents through identification, education and management of chronic disease, injuries, and promotion of healthy lifestyles. The ultimate objective is enhanced lives, personal accountability, reduced costs and increased organizational productivity. Administers the self-insured workers compensation program, including management of the third-party administrator and coordination of the Stay-at-Work Program Manager. Occupational health compliance and management including hearing conservation, pre-employment examinations, drug screens and other medical services. Provides insurance, risk management and safety services to the Board of County Commissioners' employees and Constitutional Offices in order to facilitate a safe and healthy environment for our employees and members of the public. Provides services that promote cost savings and/or efficiencies; develops leadership capacity; ensures a competitive compensation strategy; attracts a competent and talented workforce and provides resources that promote a positive work environment. Department Objectiv es Goal Attract, Recruit and Develop a Competent Workforce Cultivate an Innovative Organization Sarasota County Dashboard Enhance Leadership Effectiveness Cultivate an Innovative Organization Sarasota County Dashboard Exceed Customer Expectations Provide Excellent Service Sarasota County Dashboard Mitigate Cost of Organizational Risk Ensure Fiscal Sustainability Sarasota County Dashboard Promote Healthy Lifestyles and Behavior Cultivate an Innovative Organization Sarasota County Dashboard Utilize Resources Effectively Ensure Fiscal Sustainability Sarasota County Dashboard Fiscal Year Human Resources

144 Sarasota County Gov ernment Fiscal Year 219 Proposed Strategic Financial Plan Performance Key Performance Indicators On Target Caution Behind No Target Set New Next FY Suspended Performance Highlights 6 Sarasota County Hires - FYTD ANALYSIS: Hires for the month of April totaled 43. Year-to-date hires are lower with 254 compared to last year at this time of 29. Internal promotions are at 23% for the month compared to 37% last year at this time PYTD Actual Jun-18 FYTD Actual 316 PYTD Actual FYTD Actual 5.% 4.% Percent of Internal Promotions 4.74% 45.% 41.18% ANALYSIS: There has been a 1.63% decrease in the overall number of internal promotions in FY18 compared to FY17. PYTD Avg 3.76% 3.% 2.% 26.9% 19.23% 21.5% 23.26% 15.63% 3.% 1.% FYTD Avg 29.13% % Oct-17 Nov-17 Dec-17 Jan-18 Feb-18 Mar-18 Apr-18 May-18 Jun-18 Fiscal Year Human Resources

145 Sarasota County Gov ernment Fiscal Year 219 Proposed Strategic Financial Plan Department Major Initiativ e Goal Description Update Percent Complete Target End Date Enhance Systems to Encourage Organizational Innovation Cultivate an Innovative Organization Sarasota County Dashboard This initiative will include review and enhancement of several county functions to include: Enhancement of continuous improvement efforts Implement new human resources and benefits system (Workday) throughout the organization Review recognition program to ensure alignment with the goals of encouraging innovation Implementation of the new Workday HRIS system is in progress, with go-live anticipated in August 218. The project includes plans for employee communication and training to ensure a smooth transition and to help us take full advantage of the new system s capabilities. The Workday Representatives Network helps to facilitate communication of information to employees, as well as sharing employee questions/concerns with the project team. 9 % 9/3/18 Evaluate Current Employee Recognition and Acknowledgement Programs Cultivate an Innovative Organization Sarasota County Dashboard Review current programs, research alternatives, and implement changes as appropriate. The STAR Committee has begun using the new branding scheme that was developed in partnership with Communications. Recognition is a key component of Quarterly Manager Meetings. Digital methods of accessing and delivering Super Star Awards are being explored (in addition to the current paper-based format). Currently conducting a survey regarding our service awards program, to determine what employees like about the program and what changes they would recommend. 8 % 9/3/18 Fiscal Year Human Resources

146 Sarasota County Gov ernment Fiscal Year 219 Proposed Strategic Financial Plan Dashboard Objectiv es Measure Series Status Jun-18 Human Resources Attract, Recruit and Develop a Competent Workforce # of Divisions that have Completed Staffing and Succession Plans Target 1 PYTD Actual 19 FYTD Actual 84 Human Resources Exceed Customer Expectations # of Volunteer Hours PYTD Actual 184,92 Cultivate an Innovative Organization Sarasota County Dashboard FYTD Estimate 224,191 Human Resources Attract, Recruit and Develop a Competent Workforce % of Employees Retained Past the First Six Months of Employment PYTD Avg 87.53% Enhance Organizational Capacity Office of County Administrator FYTD Avg 89.6% YTD Target 85.% Human Resources Promote Healthy Lifestyles and Behavior % of Employees who Utilize New Healthcare Advocacy Program PYTD Actual 62% FYTD Actual 61% YTD Target 5% Human Resources Enhance Organizational Capacity Office of County Administrator % of Turnover PYTD Annualized 12.2% Rate Cultivate an Innovative Organization Sarasota County Dashboard FYTD Annualized Rate 1.6% Annualized Target 12.% Human Resources Mitigate Cost of Organizational Risk Liability Claims per 1, Population PYTD Actual 2.12 FYTD Actual 2.31 YTD Target 3. Human Resources Cultivate an Innovative Organization Sarasota County Dashboard Hires PYTD Actual 367 FYTD Actual 316 PYTD Internal Promotions Avg FYTD Internal Promotions Avg 3.76% 29.13% Fiscal Year Human Resources

147 Fiscal Year 219 Proposed Strategic Financial Plan Human Resources Operating Budget Summary FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Expenditure Summary Actual Adopted Proposed Planned Projected Projected Projected Personnel Services 3,663,358 3,98,142 4,11,967 4,11,967 4,11,967 4,11,967 4,11,967 Operating Expenditures 6,559,957 62,61,45 64,527,958 64,573,958 64,62,418 64,62,418 64,62,418 Internal Services 1,53,24 1,49,291 1,52,774 1,52,774 1,52,774 1,52,774 1,52,774 Internal Service Automotive 11,491 1,72 12,416 12,416 12,416 12,416 12,416 Internal Service EIT 23, ,953 24,995 24,995 24,995 24,995 24,995 Capital Outlay - 27, 27, 27, 27, 27, 27, Subtotal 65,518,266 67,828,511 69,873,11 69,919,11 69,965,57 69,965,57 69,965,57 Reserves - 1,61,45 1,8, , , , ,521 Transfers Out 38, , - - Reserves and Transfers 38,965 1,61,45 1,8, , , , ,521 Total Budgetary Costs 65,557,231 69,438,916 7,882,92 7,882,91 7,962,91 7,882,91 7,882,91 FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Funding Sources Actual Adopted Proposed Planned Projected Projected Projected General Fund 2,568,571 2,98,499 2,915,316 2,915,316 2,915,316 2,915,316 2,915,316 Court Fund 43,97 7,721 7,721 7,721 87,721 7,721 7,721 Risk Management Fund 4,973,6 5,361,999 4,981,161 4,981,161 4,981,161 4,981,161 4,981,161 Medical Benefits Insurance Fund 48,359,56 54,85,166 55,647,533 55,647,533 55,647,533 55,647,533 55,647,533 Workers' Compensation Insurance Fund 9,612,241 6,238,531 7,33,361 7,33,36 7,33,36 7,33,36 7,33,36 Total Revenues 65,557,231 69,438,916 7,882,92 7,882,91 7,962,91 7,882,91 7,882,91 FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Staffing Summary Actual Adopted Proposed Planned Projected Projected Projected Employee Health and Benefits Workers Comp Occupational Hlth Risk Safety Human Resources Total Full-Time Equivalents (FTE) Fiscal Year Human Resources

148 Fiscal Year 219 Proposed Strategic Financial Plan Employee Health and Benefits Operating Budget Summary FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Expenditure Summary Actual Adopted Proposed Planned Projected Projected Projected Personnel Services 824, ,167 85,974 85,974 85,974 85,974 85,974 Operating Expenditures 46,843,286 52,16,496 54,81,917 54,81,917 54,81,917 54,81,917 54,81,917 Internal Services 668, , , , , , ,543 Internal Service EIT 22,681 23,297 27,99 27,99 27,99 27,99 27,99 Capital Outlay - 2, 2, 2, 2, 2, 2, Subtotal 48,359,56 53,632,841 55,647,533 55,647,533 55,647,533 55,647,533 55,647,533 Reserves - 1,217, Reserves and Transfers - 1,217, Total Budgetary Costs 48,359,56 54,85,166 55,647,533 55,647,533 55,647,533 55,647,533 55,647,533 FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Funding Sources Actual Adopted Proposed Planned Projected Projected Projected Medical Benefits Insurance Fund 48,359,56 54,85,166 55,647,533 55,647,533 55,647,533 55,647,533 55,647,533 Total Revenues 48,359,56 54,85,166 55,647,533 55,647,533 55,647,533 55,647,533 55,647,533 FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Staffing Summary Actual Adopted Proposed Planned Projected Projected Projected Employee Health and Benefits Total Full-Time Equivalents (FTE) Fiscal Year Human Resources

149 Fiscal Year 219 Proposed Strategic Financial Plan Workers Comp Occupational Hlth Operating Budget Summary FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Expenditure Summary Actual Adopted Proposed Planned Projected Projected Projected Personnel Services 35, , , , , , ,165 Operating Expenditures 9,86,592 5,456,53 5,794,3 5,84,3 5,886,49 5,886,49 5,886,49 Internal Services 153, ,6 153, , , , ,611 Internal Service EIT 21,696 16,641 17,573 17,573 17,573 17,573 17,573 Subtotal 9,612,241 5,976,664 6,321,379 6,367,379 6,413,839 6,413,839 6,413,839 Reserves - 261,867 1,8, , , , ,521 Reserves and Transfers - 261,867 1,8, , , , ,521 Total Budgetary Costs 9,612,241 6,238,531 7,33,361 7,33,36 7,33,36 7,33,36 7,33,36 FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Funding Sources Actual Adopted Proposed Planned Projected Projected Projected Workers' Compensation Insurance Fund 9,612,241 6,238,531 7,33,361 7,33,36 7,33,36 7,33,36 7,33,36 Total Revenues 9,612,241 6,238,531 7,33,361 7,33,36 7,33,36 7,33,36 7,33,36 FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Staffing Summary Actual Adopted Proposed Planned Projected Projected Projected Workers' Comp Occupational Health Total Full-Time Equivalents (FTE) Fiscal Year Human Resources

150 Fiscal Year 219 Proposed Strategic Financial Plan Risk Safety Operating Budget Summary FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Expenditure Summary Actual Adopted Proposed Planned Projected Projected Projected Personnel Services 513,33 584, , , , , ,857 Operating Expenditures 4,26,291 4,398,985 4,139,939 4,139,939 4,139,939 4,139,939 4,139,939 Internal Services 215, ,97 217, , , , ,545 Internal Service Automotive 11,491 1,72 12,416 12,416 12,416 12,416 12,416 Internal Service EIT 26,61 21,467 19,44 19,44 19,44 19,44 19,44 Subtotal 4,973,6 5,23,786 4,981,161 4,981,161 4,981,161 4,981,161 4,981,161 Reserves - 131, Reserves and Transfers - 131, Total Budgetary Costs 4,973,6 5,361,999 4,981,161 4,981,161 4,981,161 4,981,161 4,981,161 FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Funding Sources Actual Adopted Proposed Planned Projected Projected Projected Risk Management Fund 4,973,6 5,361,999 4,981,161 4,981,161 4,981,161 4,981,161 4,981,161 Total Revenues 4,973,6 5,361,999 4,981,161 4,981,161 4,981,161 4,981,161 4,981,161 FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Staffing Summary Actual Adopted Proposed Planned Projected Projected Projected Risk Safety Total Full-Time Equivalents (FTE) Fiscal Year Human Resources

151 Fiscal Year 219 Proposed Strategic Financial Plan Human Resources Operating Budget Summary FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Expenditure Summary Actual Adopted Proposed Planned Projected Projected Projected Personnel Services 1,975,86 2,157,565 2,212,971 2,212,971 2,212,971 2,212,971 2,212,971 Operating Expenditures 423, , ,72 512,72 512,72 512,72 512,72 Internal Services 15,181 13,713 14,75 14,75 14,75 14,75 14,75 Internal Service EIT 159, , , , , , ,919 Capital Outlay - 7, 7, 7, 7, 7, 7, Subtotal 2,573,513 2,988,22 2,923,37 2,923,37 2,923,37 2,923,37 2,923,37 Transfers Out 38, , - - Reserves and Transfers 38, , - - Total Budgetary Costs 2,612,478 2,988,22 2,923,37 2,923,37 3,3,37 2,923,37 2,923,37 FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Funding Sources Actual Adopted Proposed Planned Projected Projected Projected General Fund 2,568,571 2,98,499 2,915,316 2,915,316 2,915,316 2,915,316 2,915,316 Court Fund 43,97 7,721 7,721 7,721 87,721 7,721 7,721 Total Revenues 2,612,478 2,988,22 2,923,37 2,923,37 3,3,37 2,923,37 2,923,37 FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Staffing Summary Actual Adopted Proposed Planned Projected Projected Projected Human Resources Total Full-Time Equivalents (FTE) Fiscal Year Human Resources

152 Fiscal Year 219 Proposed Strategic Financial Plan Human Resources Appropriated Capital Budgetary Summary FY 22 FY 221 FY 222 FY 223 Project Title To Date Proposed Planned Projected Projected Projected Funding Human Resources Human Resources Management System FY 219 Future Total Estimated 2,, ,, Human Resources Total 2,, ,, Total Estimated CIP Project Cost 2,, ,, Total CIP Budgetary Cost 2,, ,, Cost Fiscal Year Human Resources

153 Fiscal Year 219 Proposed Strategic Financial Plan Human Resources Capital Funding Summary Appropriated FY 219 Funding Source To Date Proposed FY 22 FY 221 FY 222 FY 223 Planned Projected Projected Projected 5 Year Programmed Total Funding Current Revenues Internal Service Fund Revenue 1,6, ,6, Funding Source Total 1,6, ,6, Non-Current Rev - Short Term Debt Obligation User Charges 4, , Funding Source Total 4, , Total CIP Project Funding 2,, ,, Total CIP Funding 2,, ,, *Refer to Volume II - Capital Improvement Program for detail project information Fiscal Year Human Resources

154 LIBRARIES AND HISTORICAL RESOURCES

155 Fiscal Year 219 Proposed Strategic Financial Plan Libraries and Historical Resources Index 11-1 Organizational Chart 11-2 Strategic Message 11-3 Operating Budget Summary 11-8 Libraries 11-9 Historical Resources 11-1 Capital Project Summary Fiscal Year Libraries & Historical Resources

156 Fiscal Year 219 Proposed Strategic Financial Plan Libraries and Historical Resources Libraries and Historical Resources Total FY219 Proposed FTEs = 159. Libraries Total FY219 Proposed FTEs = Historical Resources Total FY219 Proposed FTEs = 4.5 Fiscal Year Libraries & Historical Resources

157 Fiscal Year 219 Proposed Strategic Financial Plan Libraries and Historical Resources Vision Mission A diverse community of learning, connected by knowledge, conversation and ideas. Libraries and Historical Resources offers equal access to information, fosters lifelong learning, promotes the heritage of Sarasota County and inspires community engagement. Summary of Services Access to information is more essential than ever, particularly in Sarasota County where more than 1, people visit the ten Libraries and the Historical Resources Center each day, while thousands more access resources online. Libraries and Historical Resources services include: The Community Forum. The library is at the center of civic engagement, a place where people gather to discuss topics of common interest and the exchange of ideas occurs face to face. Each library reflects the character of the neighborhood, as well as the interests and diversity of the residents. Books, DVDs, CDs, newspapers, magazines and online resources. The collection is essential to research, curriculum support, cultural literacy, and understanding of Sarasota County s history as well as recreational reading, listening and viewing. In whatever the latest format, the collection is a treasure that every citizen may enjoy. Learning for all. Libraries and Historical Resources are part of the education system, from informal how to demonstrations to formal instructional sessions. At the various County sites, at outreach centers and through virtual resources, individuals may use information to guide their own learning opportunities. Resources for Children, Teens & Families. Enrichment activities foster a love of reading, a passion for discovery. Preschool programs promote school readiness and social interaction. Homework help, afterschool events, and summer reading series support success in school. Teen Advisory Boards engage young adults at their library. A portal for government services. Libraries and Historical Resources serves as the hub for access to government services. Free use of computers, the Internet and print/copy services attract people with varying technical experience; helpful, knowledgeable employees are available to assist. Historic Preservation and Education. Residents receive valuable technical guidance regarding the preservation of historic resources and the process to designate historic sites. Visitors to the Historical Resources Center may access information about Sarasota County s rich history, including photographs, manuscripts, maps, newspapers, architectural drawings and the museum collection of furniture and objects. Programs connect people and ideas. Whether sponsored by the Libraries, the Historical Resources Center or presented with community partners, the cultural, literary, historical, and entertainment events in the libraries and at outreach locations offer new learning experiences and enrich the lives of participants. Education and Employment Opportunities. People depend on the libraries resources to research scholarship funding, prepare for college, update a resume, apply online for jobs, attend business development seminars, learn a new language, and network with others. Technology exploration. Citizens look to the library to provide early and equitable access to technology tools, to demonstrate and assist in their use through wireless access, ebooks, online tutorials, gaming events and technology training. Advisory Boards Library Advisory Board Historic Preservation Board Historical Commission Fiscal Year Libraries and Historical Resources

158 Fiscal Year 219 Proposed Strategic Financial Plan Department Objectives Goal Effectively Use Technology to Increase Learning Opportunities and Access to Information for Patrons Cultivate an Innovative Organization Sarasota County Dashboard Exceed Customer Expectations Provide Excellent Service Sarasota County Dashboard Maximize Operational Efficiency and Effectiveness of Sarasota County Libraries and Historical Resources Maintain and Enhance Existing Infrastructure Sarasota County Dashboard Performance Key Performance Indicators On Target Caution Behind No Target Set New Next FY Suspended Department Major Initiative Goals Description Update Percent Complete Target End Date Design and Construct a New Sarasota County Public Library in Venice Promote Quality of Life Sarasota County Dashboard Establish temporary service, conduct community planning workshops and implement the process to design and deliver a new Sarasota County Public Library on the Venice Cultural Campus. 5 % 12/1/18 Fiscal Year Libraries and Historical Resources

159 Fiscal Year 219 Proposed Strategic Financial Plan Performance Highlights % of Items Checked Out through Self-check at Library locations ANALYSIS: 1% The # of Items Checked out through Self-check holds steady at 78% in FY18 and FY17. 75% 78% 78% PYTD Avg 78% 5% 25% % Jun-18 FYTD Avg 78% PYTD Av g FYTD Av g 1% % of Items Checked in Through Automation ANALYSIS: The % of items checked in through automation holds steady at 63% in FY18 compared to FY17. 75% 5% 63% 63% PYTD Avg 63% 25% % Jun-18 FYTD Avg 63% PYTD Av g FYTD Av g Gulf Gate Library Fiscal Year Libraries and Historical Resources

160 Fiscal Year 219 Proposed Strategic Financial Plan Dashboard Objectives Measure Series Status Jun-18 Libraries and Historical Resources Exceed Customer Expectations % of Customers Satisfied PYTD Avg 92% FYTD Avg 97% YTD Target 9% Libraries and Historical Resources Exceed Customer Expectations # in Attendance at all Library Programs PYTD Actual 85,251 FYTD Actual 17,482 YTD Target 76,5 YTD % Change 26% Libraries and Historical Resources Exceed Customer Expectations # of Check-outs PYTD Actual 2,79,657 FYTD Actual 1,921,91 YTD Target 1,933,435 Libraries and Historical Resources Effectively Use Technology to Increase Learning Opportunities and Access to Information for Patrons # of Gale Database Search PYTD Actual 46,41 FYTD Actual 39,245 Libraries and Historical Resources Exceed Customer Expectations # of Library Programs PYTD Actual 3,686 FYTD Actual 4,741 YTD Target 2,997 Libraries and Historical Resources Exceed Customer Expectations # of Library Visits PYTD Actual 1,384,245 FYTD Actual 1,283,628 YTD Target 1,333,332 Fiscal Year Libraries and Historical Resources

161 Fiscal Year 219 Proposed Strategic Financial Plan Libraries and Historical Resources Exceed Customer Expectations # of New Library Cards Issued PYTD Actual 12,727 FYTD Actual 13,3 YTD Target 12,365 Libraries and Historical Resources Effectively Use Technology to Increase Learning Opportunities and Access to Information for Patrons # of Reference USA Database Searches PYTD Actual 1,51 FYTD Actual 9,669 Libraries and Historical Resources Effectively Use Technology to Increase Learning Opportunities and Access to Information for Patrons # of Ancestry Database Searches PYTD Actual 79,25 FYTD Actual 54,181 Libraries and Historical Resources Maximize Operational Efficiency and Effectiveness of Sarasota County Libraries and Historical Resources % of Items Checked Out through Self-check at Library locations PYTD Avg 78% FYTD Avg 78% YTD Target 6% Libraries and Historical Resources Maximize Operational Efficiency and Effectiveness of Sarasota County Libraries and Historical Resources % of Items Checked in Through Automation PYTD Avg 63% FYTD Avg 63% YTD Target 5% Libraries and Historical Resources Exceed Customer Expectations % of Knowledge Gained from Programs PYTD Avg 93% FYTD Avg 92% YTD Target 8% Historical Resources Exceed Customer Expectations Historical Resources # of Local History Research Requests Historical Resources PYTD Actual 2,434 FYTD Actual 1,927 Fiscal Year Libraries and Historical Resources

162 Fiscal Year 219 Proposed Strategic Financial Plan Libraries & Historical Resources Operating Budget Summary FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Expenditure Summary Actual Adopted Proposed Planned Projected Projected Projected Personnel Services 7,179,463 8,981,41 9,84,867 9,84,867 9,84,867 9,84,867 9,84,867 Operating Expenditures 1,846,22 2,419,66 2,235,39 2,234,83 2,239,25 2,244,569 2,25,47 Internal Services 267, , , , , , ,555 Internal Service Automotive 24,744 22,819 23,539 23,539 23,539 23,539 23,539 Internal Service EIT 1,33,51 1,593,795 1,762,4 1,762,4 1,762,4 1,762,4 1,762,4 Capital Outlay 1,57,617 1,43,272 1,261,643 1,253,443 1,253,443 1,253,443 1,253,443 Subtotal 11,76,359 14,686,358 14,634,43 14,624,887 14,63,54 14,635,373 14,64,851 Transfers Out 43,65 18,4 18,618 18,29 18,29 18,29 18,29 Reserves and Transfers 43,65 18,4 18,618 18,29 18,29 18,29 18,29 Total Budgetary Costs 11,749,424 14,74,398 14,652,661 14,643,177 14,648,344 14,653,663 14,659,141 FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Funding Sources Actual Adopted Proposed Planned Projected Projected Projected General Fund 11,132,829 13,613,335 13,561,598 13,564,281 13,569,448 13,574,767 13,58,245 Library Gifts Fund 267,55 569, , ,86 556,86 556,86 556,86 Advanced Grants Fund 335,497 5, 5, 5, 5, 5, 5, Historical Resources Donations Fund - 3,8 3,8 3,8 3,8 3,8 3,8 Library Endowments Fund 13,592 18,4 18,29 18,29 18,29 18,29 18,29 Total Revenues 11,749,424 14,74,398 14,652,661 14,643,177 14,648,344 14,653,663 14,659,141 FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Staffing Summary Actual Adopted Proposed Planned Projected Projected Projected Libraries Historical Resources Total Full-Time Equivalents (FTE) Fiscal Year Libraries & Historical Resources

163 Fiscal Year 219 Proposed Strategic Financial Plan Libraries Operating Budget Summary FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Expenditure Summary Actual Adopted Proposed Planned Projected Projected Projected Personnel Services 6,963,777 8,666,971 8,75,832 8,75,832 8,75,832 8,75,832 8,75,832 Operating Expenditures 1,738,184 2,3,32 2,117,753 2,116,797 2,121,964 2,127,283 2,132,761 Internal Services 25, , , , , , ,927 Internal Service Automotive 24,744 22,819 23,539 23,539 23,539 23,539 23,539 Internal Service EIT 1,283,759 1,543,962 1,71,829 1,71,829 1,71,829 1,71,829 1,71,829 Capital Outlay 1,57,617 1,395,672 1,254,43 1,245,843 1,245,843 1,245,843 1,245,843 Subtotal 11,318,492 14,176,621 14,14,923 14,95,767 14,1,934 14,16,253 14,111,731 Transfers Out 43,65 18,4 18,618 18,29 18,29 18,29 18,29 Reserves and Transfers 43,65 18,4 18,618 18,29 18,29 18,29 18,29 Total Budgetary Costs 11,361,557 14,194,661 14,123,541 14,114,57 14,119,224 14,124,543 14,13,21 FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Funding Sources Actual Adopted Proposed Planned Projected Projected Projected General Fund 1,744,962 13,17,398 13,36,278 13,38,961 13,44,128 13,49,447 13,54,925 Library Gifts Fund 267,55 569, , ,86 556,86 556,86 556,86 Advanced Grants Fund 335,497 5, 5, 5, 5, 5, 5, Library Endowments Fund 13,592 18,4 18,29 18,29 18,29 18,29 18,29 Total Revenues 11,361,557 14,194,661 14,123,541 14,114,57 14,119,224 14,124,543 14,13,21 FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Staffing Summary Actual Adopted Proposed Planned Projected Projected Projected Libraries Total Full-Time Equivalents (FTE) Fiscal Year Libraries & Historical Resources

164 Fiscal Year 219 Proposed Strategic Financial Plan Historical Resources Operating Budget Summary FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Expenditure Summary Actual Adopted Proposed Planned Projected Projected Projected Personnel Services 215, ,43 334,35 334,35 334,35 334,35 334,35 Operating Expenditures 18,19 119, , , , , ,286 Internal Services 17,42 18,588 18,628 18,628 18,628 18,628 18,628 Internal Service EIT 46,742 49,833 51,571 51,571 51,571 51,571 51,571 Capital Outlay - 7,6 7,6 7,6 7,6 7,6 7,6 Subtotal 387,867 59, ,12 529,12 529,12 529,12 529,12 Total Budgetary Costs 387,867 59, ,12 529,12 529,12 529,12 529,12 FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Funding Sources Actual Adopted Proposed Planned Projected Projected Projected General Fund 387,867 55, ,32 525,32 525,32 525,32 525,32 Historical Resources Donations Fund - 3,8 3,8 3,8 3,8 3,8 3,8 Total Revenues 387,867 59, ,12 529,12 529,12 529,12 529,12 FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Staffing Summary Actual Adopted Proposed Planned Projected Projected Projected Historical Resources Total Full-Time Equivalents (FTE) Fiscal Year Libraries & Historical Resources

165 Fiscal Year 219 Proposed Strategic Financial Plan Library Libraries & Historical Resources Appropriated Capital Budgetary Summary FY 219 FY 22 FY 221 FY 222 FY 223 Project Title To Date Proposed Planned Projected Projected Projected Funding Future Total Estimated Computer & Circulation Materials 1,498,47 5, 5, 5, 5, 5, - 3,998,47 Purchase Program Library Technology and Books 6,6, - 8, - 8, - 829,291 9,29,291 Program Venice Library 12,1, ,1, Library Total 2,198,47 5, 1,3, 5, 1,3, 5, 829,291 25,127,698 Total Estimated CIP Project Cost 2,198,47 5, 1,3, 5, 1,3, 5, 829,291 25,127,698 Total CIP Budgetary Cost 2,198,47 5, 1,3, 5, 1,3, 5, 829,291 25,127,698 Cost Fiscal Year Libraries & Historical Resources

166 Fiscal Year 219 Proposed Strategic Financial Plan Appropriated FY 219 Funding Source To Date Proposed Current Revenues Libraries & Historical Resources Capital Funding Summary FY 22 FY 221 FY 222 FY 223 Planned Projected Projected Projected 5 Year Programmed Total Funding Contributed Capital 1,1, ,1, Gen Govt Infrastructure Surtax III 2,95, - 8, - 8, - 1,6, 4,55, (9-24) General Fund Revenues 9, ,455 Library Impact Fees 1,488,952 5, 5, 5, 5, 5, 2,5, 3,988,952 Funding Source Total 5,548,47 5, 1,3, 5, 1,3, 5, 4,1, 9,648,47 Non-Current Rev - Long Term Debt Obligation Gen Govt Infrastructure Surtax III (9-24) Funding Source Total Non-Current Rev - Short Term Debt Obligation Gen Govt Infrastructure Surtax III (9-24) Funding Source Total 3,51, ,51, 3,51, ,51, 11,14, ,14, 11,14, ,14, Total CIP Project Funding 2,198,47 5, 1,3, 5, 1,3, 5, 4,1, 24,298,47 Total CIP Funding 2,198,47 5, 1,3, 5, 1,3, 5, 4,1, 24,298,47 *Refer to Volume II - Capital Improvement Program for detail project information Fiscal Year Libraries & Historical Resources

167 3,998,47 1,498,47 Sarasota County Government FY 219 thru 223 Proposed Capital Improvement Program Libraries and Historical Resources Project Title: Computer & Circulation Materials Purchase Program Project #: 7423 Category: Library LMS: Yes Location: Countywide Status: Existing Project - Additional Funding Programmed Comprehensive Plan Information Project Location CIE Project: Yes Plan Reference: Table 14-1 District: Countywide LOS/Concurrency: Yes Project Need: Growth, Deficiency Location: Countywide Programmed Funding Programmed Appropriated Future Funding To Date FY 219 FY 22 FY 221 FY 222 FY 223 Funding 5, 5, 5, Description and Scope 5, 5, This program primarily augments the capacity of the Sarasota County Libraries collection of books and other materials. In addition, it supplies funding for updating the Library System's user and materials database system with technologically superior advancements for improved service to users and increased operational efficiencies. Examples of new technology include the capability for patrons to download audio-books and e-books, updating the library database to allow greater functionality and access to materials and information, implementation of e-commerce for payment of fines/fees and copier charges, and the capability of offering library materials vending kiosks at select locations. This program is on-going. Rationale Technological innovations enhance services to customers for a positive experience both in the library and by remote use of information resources. The advances make it possible for staff to more effectively provide direct service to the customers, as a result of increased efficiencies in library system operations. Funding Strategy This project is funded through Library Impact Fees and Capital Improvements. Operating Budget Impacts Continuing to enhance and expand technological applications is vital to the operation of the Library System. Future purchases will necessitate dedicated support personnel and may incur yearly equipment maintenance expenses. Implementation of equipment and software systems capable of performing routine tasks currently assigned to library employees should allow the redistribution of staff resources to the libraries where the need is greatest. Project Map Schedule of Activities Project Activities From - To Amount Project Management 1/6-9/23 16,132 Equipment 1/6-9/23 3,982,275 Total Budgetary Cost Estimate: 3,998,47 Funding Source Means of Financing Amount Library Impact Fees 3,988,952 Capital Improvements / General Revenues 9,455 Fiscal Year Total Programmed Funding: 3,998,47 Future Funding Requirements: Libraries and Historical Resources

168 8,2, 6,6, Sarasota County Government FY 219 thru 223 Proposed Capital Improvement Program Libraries and Historical Resources Project Title: Library Technology and Books Program Project #: Category: Library LMS: Yes Location: Countywide Status: Existing Project - Additional Funding Programmed Comprehensive Plan Information Project Location CIE Project: Yes Plan Reference: Table 14-1 District: Countywide LOS/Concurrency: Yes Project Need: Growth, Deficiency Location: Countywide Programmed Funding Programmed Appropriated Future Funding To Date FY 219 FY 22 FY 221 FY 222 FY 223 Funding 8, Description and Scope 8, This project will increase the capacity of the existing Sarasota County Libraries computer system and will add materials to the libraries collection. The technological advancements will improve direct service to customers and achieve operational efficiencies. Examples of new technology include the installation and implementation of Automated Materials Handling in all libraries for streamlined check-in, improved self-check stations, updated surveillance cameras, virtual reference and other customer focused applications. Classic literature materials will be added to the libraries collection in print and digital formats up to a total of $1,, to supplement the existing core collection. Rationale Technological innovations will enhance services and allow library staff to continue to focus on customer service while increasing efficiency in materials handling and control. Increasing the classic literature collection will enhance the ability of the Library System to fulfill its mission to provide lifelong learning opportunities to citizens of Sarasota County and to partner with schools and other educational institutions. Funding Strategy The project is to be funded with a borrow to be repaid using the Phase III Infrastructure Surtax Extension and Surtax III General Government. Operating Budget Impacts Continuing to enhance and expand technological applications is vital to the operation of the Library System. Future purchases may necessitate additional dedicated support personnel and will incur yearly equipment maintenance expenses. Implementation of equipment and software capable of performing repetitive tasks should allow for the redistribution of existing staff to where they are most needed and simultaneously lower employee injury claims. 829,291 Project Map Schedule of Activities Project Activities From - To Amount Construction 1/8-9/24 9,29,291 Total Budgetary Cost Estimate: 9,29,291 Funding Source Means of Financing Amount Infrastructure Surtax III - General Government 4,55, FY8 Surtax III Revenue Bond / Gen Govt Surtax III 3,345, FY9 Surtax III Revenue Bond / Gen Govt Surtax III 165, Surtax 3 Rev Note FY16 / Gen Govt Surtax III 14, Fiscal Year Total Programmed Funding: 8,2, Future Funding Requirements: 829,291 Libraries and Historical Resources

169 OFFICE OF THE COUNTY ADMINISTRATOR

170 Fiscal Year 219 Proposed Strategic Financial Plan Office of County Administrator Index 12-1 Organizational Chart 12-2 Strategic Message 12-3 Operating Budget Summary 12-9 County Administration 12-1 Governmental Relations Fiscal Year Office of County Administrator

171 Fiscal Year 219 Proposed Strategic Financial Plan Office of County Administrator Office of County Administrator Total FY219 Proposed FTEs = 14. County Administration Total FY219 Proposed FTEs = 11. Governmental Relations Total FY219 Proposed FTEs = 3. Fiscal Year Office of County Administrator

172 Fiscal Year 219 Proposed Strategic Financial Plan Office of County Administrator Vision Mission To be the premier community where people choose to live, work and play. 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. Summary of Services Sarasota County Government maintains an organizational structure designed to provide balance to the operation and effective management of county services. The Office of the County Administrator has overall responsibility for oversight of county staff and operations. Office of the County Administrator includes the county s executive team, and support staff for the Board and Administration Governmental Relations is responsible for two key functions including Intergovernmental Relations that coordinates the development and support of the Commission s annual state and federal legislative priorities and lobbying activities, and represents the County and Administrator with various community organizations, as well as federal, state, regional and local governmental agencies, and Business Relations that acts as the liaison to the Economic Development Corporation, is the conduit for business related functions in the Unified Development Code and provides customer assistance to businesses. Ethics and Compliance provides guidance to the Executive Team and ensures ethical and policy compliance on legal matters. Investigates ethics complaints and coordinates with the Inspector General and law enforcement on fraud and criminal investigations. Department Major Initiative Goal Description Update Percent Complete Target End Date County Economic Development Reporting Encourage Economic Growth Sarasota County Dashboard Revise and update the economic incentives report to incorporate improved job tracking. The Economic Development team will begin to capture metrics as they become available from reporting sources in order to develop the annual economic development report. 7 % 1/16/19 Fiscal Year Office of County Administrator

173 Fiscal Year 219 Proposed Strategic Financial Plan Develop a Strategy to Support Small Business Retention and Expansion Encourage Economic Growth Sarasota County Dashboard Identify resources and strategies to help small businesses grow in our community. On April 3, 218 the partners met again. Items discussed were other potential partners, communication strategy and next steps. On May 1, 218, OBED staff, like all the other partners, completed and submitted a onepage assessment of our core competencies as well assets and assistance that could be provided. OBED staff and EDC staff will meet with Communications staff to work out details of a communications strategy prior to the next group meeting. 95 % 1/31/19 Develop a Report Detailing Operations, Practices and Standards Used by OBED and EDC to Pursue Economic Development Related to Careers and Recommend Economic Development Performance Measures Encourage Economic Growth Sarasota County Dashboard Develop a report to differentiate efforts of EDC and OBED and maximize resources while minimizing redundancies. On March 1, 218 proposed metrics were presented to Administration for review and feedback. Revisions were incorporated and provided to Administration on April % 9/3/18 Utilize a Network of Community Partners to Develop Programs that Address Skill Gaps in Relevant Trade Professions Encourage Economic Growth Sarasota County Dashboard OBED will collaborate with community partners to identify skill gaps in the local talent pool. Resulting from that analysis the group will develop a plan to address gaps to include identification and assembly of resources. Skills will be targeted Transportation Logistics and Trades professions. In stages of scheduling initial meeting with CareerEdge. CareefEdge is transitioning to be housed at the Great Sarasota Chamber of Commerce. Effective date is May 21, % 9/3/19 Fiscal Year Office of County Administrator

174 Fiscal Year 219 Proposed Strategic Financial Plan Performance Highlights By aligning our efforts to support the county's eight strategic goals and completing our major initiatives, we ve focused on a one team approach. We concentrate on how each department could serve the other, and this helps keep our emphasis on customer service. Fiscal Year Office of County Administrator

175 Fiscal Year 219 Proposed Strategic Financial Plan Department Objectives Goal Align County Resources to Board approved Vision, Mission and Strategic Goals Cultivate an Innovative Organization Sarasota County Dashboard Enhance Organizational Capacity Cultivate an Innovative Organization Sarasota County Dashboard Ensure Accurate and Timely Communication with Citizens Provide Excellent Service Sarasota County Dashboard Be Responsive to the BCC Commission Services Provide Excellent Service Sarasota County Dashboard Develop a Presence with Small Businesses and Identify Issues that are Inhibitors to those Businesses Government Relations Support Target-Industry Business Retention, Expansion and Attraction Government Relations Support Workforce Development, Local Hiring and Entrepreneur Growth Government Relations Encourage Economic Growth Sarasota County Dashboard Encourage Economic Growth Sarasota County Dashboard Encourage Economic Growth Sarasota County Dashboard Performance Key Performance Indicators On Target Caution Behind No Target Set New Next FY Suspended Dashboard Objectives Measure Series Status Jun-18 Office of County Administrator Align County Resources to Board approved Vision, Mission and Strategic Goals % of Citizen Satisfaction with County Services Per the Citizen Survey PYTD Actual 93% FYTD Actual 94% YTD Target 9% Office of County Administrator Align County Resources to Board approved Vision, Mission and Strategic Goals % of Departments with Objectives Aligned with at least one Goal PYTD Actual 1% FYTD Actual 1% Office of County Administrator Align County Resources to Board approved Vision, Mission and Strategic Goals # of Completed Major Initiatives PYTD Actual 8 Fiscal Year Office of County Administrator

176 Fiscal Year 219 Proposed Strategic Financial Plan FYTD Actual 5 Office of County Administrator Enhance Organizational Capacity # of Administrative Directives Reviewed, Retired and/or Reissued PYTD Actual 6 FYTD Actual 4 Office of County Administrator Enhance Organizational Capacity % of Employees Eligible to Retire within Five Years PYTD Actual 29% FYTD Actual 29% Human Resources Attract, Recruit and Develop a Competent Workforce Human Resources % of Employees Retained Past the First Six Months of Employment Human Resources PYTD Avg 87.53% Enhance Organizational Capacity FYTD Avg 89.6% YTD Target 85.% Office of County Administrator Ensure Accurate and Timely Communication with Citizens % of Citizen Satisfaction with Responsiveness of County Officials - Multiple Factors Treated with Respect 99% Given Correct Information 95% Helped in a Timely Fashion 93% Human Resources Enhance Organizational Capacity % of Turnover Human Resources PYTD Annualized Rate 12.2% Cultivate an Innovative Organization Sarasota County Dashboard FYTD Annualized Rate 1.6% Annualized Target 12.% Commission Services Be Responsive to the BCC Commission Services # of BCC Meetings Held Commission Services PYTD Actual 43 FYTD Actual 36 Commission Services Be Responsive to the BCC Commission Services % of Board Agendas Published on Time Commission Services PYTD Avg 1% FYTD Avg 1% YTD Target 1% Government Relations Support Workforce Development, Local Hiring and Entrepreneur Growth Government Relations # of Companies Assisted with Job Retention and Expansion Government Relations PYTD Actual 3 Fiscal Year Office of County Administrator

177 Fiscal Year 219 Proposed Strategic Financial Plan FYTD Actual 6 YTD Target 9 Government Relations Support Target-Industry Business Retention, Expansion and Attraction Government Relations # of Companies Assisted with Workforce Development Needs Government Relations PYTD Actual 97 FYTD Actual 16 YTD Target 45 Government Relations Support Workforce Development, Local Hiring and Entrepreneur Growth Government Relations # of Graduates of STC Precision Machining Program Employed Government Relations PYTD Actual 21 FYTD Actual 17 YTD Target 8 % Employed 5% Government Relations Support Target-Industry Business Retention, Expansion and Attraction Government Relations # of New Commercial Prospects Identified in Target Industries Government Relations PYTD Actual 1 FYTD Actual 7 YTD Target 6 Government Relations Support Workforce Development, Local Hiring and Entrepreneur Growth Government Relations Positions Created Through Economic Incentives Government Relations Jobs Created to Date 3,586 Encourage Economic Growth Sarasota County Dashboard Avg Wage $35,62 Fiscal Year Office of County Administrator

178 Fiscal Year 219 Proposed Strategic Financial Plan Office of County Administrator Operating Budget Summary FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Expenditure Summary Actual Adopted Proposed Planned Projected Projected Projected Personnel Services 1,987,151 2,169,185 2,22,154 2,22,154 2,22,154 2,22,154 2,22,154 Operating Expenditures 1,177,48 1,39,25 1,36,36 1,36,36 1,36,36 1,36,36 1,36,36 Internal Services 16,473 15,437 14,782 14,782 14,782 14,782 14,782 Internal Service EIT 76,172 74,128 62,176 62,176 62,176 62,176 62,176 Capital Outlay - 2, 2, 2, 2, 2, 2, Grants In Aid 1,22, , ,433 4,33 252, ,9 32,3 Subtotal 4,477,56 4,517,759 3,823,95 3,87,55 3,66,363 3,521,372 3,439,772 Reserves - 164, ,364 16,34 141, , ,464 Transfers Out 9, Reserves and Transfers 9, 164, ,364 16,34 141, , ,464 Total Budgetary Costs 5,377,56 4,682,515 4,2,269 3,967,89 3,82,327 3,644,726 3,68,236 FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Funding Sources Actual Adopted Proposed Planned Projected Projected Projected General Fund 2,456,952 2,638,475 2,47,222 2,47,222 2,37,222 2,27,222 2,27,222 Economic Development Fund 2,92,68 2,44,4 1,532,47 1,497,587 1,432,15 1,374,54 1,338,14 Total Revenues 5,377,56 4,682,515 4,2,269 3,967,89 3,82,327 3,644,726 3,68,236 FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Staffing Summary Actual Adopted Proposed Planned Projected Projected Projected County Administration Governmental Relations Total Full-Time Equivalents (FTE) Fiscal Year Office of County Administrator

179 Fiscal Year 219 Proposed Strategic Financial Plan County Administration Operating Budget Summary FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Expenditure Summary Actual Adopted Proposed Planned Projected Projected Projected Personnel Services 1,674,132 1,81,475 1,621,964 1,621,964 1,621,964 1,621,964 1,621,964 Operating Expenditures 53,536 12,5 84, 84, 84, 84, 84, Internal Services 14,94 13,186 12,747 12,747 12,747 12,747 12,747 Internal Service EIT 44,329 42,427 43,911 43,911 43,911 43,911 43,911 Capital Outlay - 2, 2, 2, 2, 2, 2, Subtotal 1,786,91 1,97,588 1,764,622 1,764,622 1,764,622 1,764,622 1,764,622 Total Budgetary Costs 1,786,91 1,97,588 1,764,622 1,764,622 1,764,622 1,764,622 1,764,622 FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Funding Sources Actual Adopted Proposed Planned Projected Projected Projected General Fund 1,786,91 1,97,588 1,764,622 1,764,622 1,764,622 1,764,622 1,764,622 Total Revenues 1,786,91 1,97,588 1,764,622 1,764,622 1,764,622 1,764,622 1,764,622 FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Staffing Summary Actual Adopted Proposed Planned Projected Projected Projected County Administration Total Full-Time Equivalents (FTE) Fiscal Year Office of County Administrator

180 Fiscal Year 219 Proposed Strategic Financial Plan Governmental Relations Operating Budget Summary FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Expenditure Summary Actual Adopted Proposed Planned Projected Projected Projected Personnel Services 313,19 358,71 4,19 4,19 4,19 4,19 4,19 Operating Expenditures 1,123,512 1,26,525 1,222,36 1,222,36 1,222,36 1,222,36 1,222,36 Internal Services 2,379 2,251 2,35 2,35 2,35 2,35 2,35 Internal Service EIT 31,843 31,71 18,265 18,265 18,265 18,265 18,265 Grants In Aid 1,22, , ,433 4,33 252, ,9 32,3 Subtotal 2,691,469 2,547,171 2,59,283 2,42,883 1,895,741 1,756,75 1,675,15 Reserves - 164, ,364 16,34 141, , ,464 Transfers Out 9, Reserves and Transfers 9, 164, ,364 16,34 141, , ,464 Total Budgetary Costs 3,591,469 2,711,927 2,237,647 2,23,187 2,37,75 1,88,14 1,843,614 FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Funding Sources Actual Adopted Proposed Planned Projected Projected Projected General Fund 67, ,887 75,6 75,6 65,6 55,6 55,6 Economic Development Fund 2,92,68 2,44,4 1,532,47 1,497,587 1,432,15 1,374,54 1,338,14 Total Revenues 3,591,469 2,711,927 2,237,647 2,23,187 2,37,75 1,88,14 1,843,614 FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Staffing Summary Actual Adopted Proposed Planned Projected Projected Projected Governmental Relations Total Full-Time Equivalents (FTE) Fiscal Year Office of County Administrator

181 OFFICE OF THE COUNTY ATTORNEY

182 Fiscal Year 219 Proposed Strategic Financial Plan Office of County Attorney Index 13-1 Organizational Chart 13-2 Strategic Message 13-3 Operating Budget Summary 13-4 Fiscal Year Office of the County Attorney

183 Fiscal Year 219 Proposed Strategic Financial Plan Office of County Attorney Office of County Attorney Total FY219 Proposed FTEs = 22. County Attorney Total FY219 Proposed FTEs = 22. Fiscal Year Office of the County Attorney

184 Fiscal Year 219 Proposed Strategic Financial Plan Office of County Attorney Mission The Office of the County Attorney provides in-house legal service, advice, counsel and representation to Sarasota County Government, primarily for the benefit of the Board of County Commissioners, the County Administrator, the Departments, the Constitutional Officers, advisory boards and committees, to enhance opportunities in achieving clients' goals and prevent liability within legal framework in a timely, efficient, and cost effective manner. Summary of Services Provide quality legal representation to clients in a cost efficient manner Develop and maintain the ability to handle most cases in-house to minimize the use of outside special counsel Draft and/or review ordinances, resolutions, leases, contracts, and other relevant legal documents for clients Prosecution of code enforcement cases before a Special Master Representation of Sarasota County Government in litigation to ensure prosecution or defense of the County's legal rights Provide training for our clients in an effort to decrease legal liability to Sarasota County Fiscal Year Office of County Attorney

185 Fiscal Year 219 Proposed Strategic Financial Plan Office of the County Attorney Operating Budget Summary FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Expenditure Summary Actual Adopted Proposed Planned Projected Projected Projected Personnel Services 2,933,74 3,164,73 3,221,351 3,225,792 3,231,12 3,237,337 3,244,442 Operating Expenditures 284, ,124 54,124 54,124 54,124 54,124 54,124 Internal Services 24,121 22,14 22,643 22,643 22,643 22,643 22,643 Internal Service Automotive 4,185 5,6 5,12 5,12 5,12 5,12 5,12 Internal Service EIT 9,29 9,74 86,812 86,812 86,812 86,812 86,812 Subtotal 3,335,872 3,851,38 3,839,942 3,844,383 3,849,711 3,855,928 3,863,33 Total Budgetary Costs 3,335,872 3,851,38 3,839,942 3,844,383 3,849,711 3,855,928 3,863,33 FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Funding Sources Actual Adopted Proposed Planned Projected Projected Projected General Fund 3,335,872 3,851,38 3,839,942 3,844,383 3,849,711 3,855,928 3,863,33 Total Revenues 3,335,872 3,851,38 3,839,942 3,844,383 3,849,711 3,855,928 3,863,33 FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Staffing Summary Actual Adopted Proposed Planned Projected Projected Projected County Attorney Total Full-Time Equivalents (FTE) Fiscal Year Office of the County Attorney

186 OFFICE OF FINANCIAL MANAGEMENT

187 Fiscal Year 219 Proposed Strategic Financial Plan Office of Financial Management Index 14-1 Organizational Chart 14-2 Strategic Message 14-4 Operating Budget Summary 14-9 Financial Management Non-Departmental 14-1 Fiscal and Mgt Resources Financial Services Ops Financial Services CIP Grants Financial Support Financial Services Analytics Procurement Accounts Receivable Fixed Assets Management Fiscal Year Office of Financial Management

188 Fiscal Year 219 Proposed Strategic Financial Plan Office of Financial Management Office of Financial Management Total FY219 Proposed FTEs = Fiscal and Mgt Resources Total FY219 Proposed FTEs = 11. Financial Services Ops Total FY219 Proposed FTEs = 8.35 Financial Services CIP Total FY219 Proposed FTEs = 8.45 Grants Financial Support Total FY219 Proposed FTEs = 5.2 Financial Services Analytics Total FY219 Proposed FTEs = 4. Procurement Total FY219 Proposed FTEs = Accounts Receivable Total FY219 Proposed FTEs = 7.5 Fiscal Year Office of Financial Management

189 Fiscal Year 219 Proposed Strategic Financial Plan Fixed Assets Management Total FY219 Proposed FTEs = 4.5 Fiscal Year Office of Financial Management

190 Fiscal Year 219 Proposed Strategic Financial Plan Office of Financial Management Vision Mission Enabling success throughout the organization by providing sound financial guidance and strategic management oversight. Provide the foundation to ensure sound fiscal stewardship and sustainability through collaboration, analysis and consultation to stakeholders. Summary of Services The Office of Financial Management (OFM) leads Sarasota County government in making financial decisions and offers end to end review and guidance for all financial decisions as well as the strategic management and performance of the organization. The department seeks to implement best practices and better understand the long term effect of all financial decisions. Additionally, we work to strategically match resources to the services we are providing throughout the county. Offce of Financial Management Div isions Division Fiscal and Management Resources Financial Services Operating Financial Services CIP Grants Financial Support Financial Services Analytics Procurement Accounts Receivable Fixed Assets Management Summary of Services Provides support activities of a financial nature throughout the organization and with several external agencies that the County is partnered with. Tracks performance data and contract lifecycles to ensure progressive decision making as it relates to trends and timing. Helps to create a transparent and consistent approach to management decisions of a strategic and financial context. Focuses on supporting the organization in the development of the Operating budget. Plays an important role in the organization-wide departmental budget preparation, by serving customer needs. Identifies trends and spending habits, providing tools to manage budgets throughout the year. Responsibilities include consultation, management, and oversight of the Operating budget, by providing financial analysis and reporting; monitoring budget to actuals; and preparation of necessary budget adjustments. Acts as a liaison between OFM, County Administration, Public Works, and the departments in facilitating the Capital Improvement Program (CIP) budgeting process, including funding aspects of the five-year CIP. Provides guidance and advisement to the organization related to the financial management of the CIP. Responsibilities include consultation, management, and oversight of the CIP, by providing financial analysis and reporting; monitoring budget to actuals; and preparation of necessary budget adjustments. Provides oversight to ensure necessary grant functions are appropriately organized, coordinated, controlled, and evaluated. Responsible for all facets of the County s grant policies and procedures; coordinating the tracking of grant applications, awards, reports, and closeouts; providing grant accounting services; serving as the centralized location for all grant master files; assisting departments with the interpretation and application of County, State, Federal, or other grant policies; and offering training and technical assistance services. In-house resource available to help departments with financial activities and project management. Researches financial and economic trends to provide cost/benefit analysis, rate analysis, and revenue forecasting for the County s financial outlook. Responsible to act as a liaison to the County s financial advisor in managing the County s debt portfolio, in addition to managing special projects and initiatives. Through best practices and policy, leads the organization in obtaining appropriate goods and services at competitive rates. Assists in the development of the strategic approach to complex projects requiring significant capital purchases, services, and professional expertise. Responsible for the acceptance of financial payments on behalf of the County. Conducts several accounting functions including balancing, analyzing, and monitoring journal entries, payments, deposits, refunds, and reconciliation of cash accepted by the County. Balances, analyzes, evaluates, and monitors accounts payable payments to ensure that Fixed Asset data is accurately recorded. Manages the internal system for tracking assets by adhering to policies and procedures of the County. Ensures the annual physical audit of assets is conducted and results are reported to the organization. Fiscal Year Office of Financial Management

191 Fiscal Year 219 Proposed Strategic Financial Plan Advisory Boards Citizen Tax Oversight Committee (CTOC) Health Facilities Authority and Industrial Development Revenue Bond Citizens Advisory Committee Tourist Development Council (TDC) Department Objectives Goal Advise the Organization through Monitoring, Tracking and Reporting Ensure Fiscal Sustainability Sarasota County Dashboard Exceed Customer Expectations Provide Excellent Service Sarasota County Dashboard Identify Cost Savings, Efficiencies, Risks and Opportunities to Improve the Financial Viability of the County Ensure Fiscal Sustainability Sarasota County Dashboard Pursue an Improvement of Professional Capacity, Knowledge, Expertise and Recognition Cultivate an Innovative Organization Sarasota County Dashboard Performance Key Performance Indicators On Target Caution Behind No Target Set New Next FY Suspended Fiscal Year Office of Financial Management

192 Fiscal Year 219 Proposed Strategic Financial Plan Department Major Initiative Goal Description Update Percent Complete Target End Date Budget Balancing Ensure Fiscal Sustainability Sarasota County Dashboard Create structural balance in the General Fund by working to eliminate two-year funding gaps and rebuilding the Economic Uncertainty fund. As a result of the preparation for the FY19 Preliminary Budget the General Fund increased by 2.9%. This allows for an improved outlook between revenues and expenditures in the General Fund based on several factors including: Preliminary taxable value is higher than recent estimates from the State Other revenues combined are higher than projected Expenditures within the FY19 budget are less than projected 7 % 1/16/19 Eliminate 2 Year Funding Gap in the General Fund Ensure Fiscal Sustainability Sarasota County Dashboard Formalize a strategic approach to manage funding gaps in the General Fund for FY19- FY2. Funding gaps in the General Fund within the next two years were eliminated as a result of the FY19 budget process. 9 % 9/3/17 Rebuild the Economic Uncertainty Fund Ensure Fiscal Sustainability Sarasota County Dashboard Work with Administration to develop and implement financial strategies to rebuild the economic uncertainty fund by restoring balance between revenues and expenditures. Utilizing the FY19 budget process $2.5M was designated for the Economic Uncertainty Fund. This was made possible because: Preliminary taxable value is higher than recent estimates from the State Other revenues combined are higher than projected Expenditures within the FY19 budget are less than projected 25 % 9/3/2 Fiscal Year Office of Financial Management

193 Fiscal Year 219 Proposed Strategic Financial Plan Performance Highlights # of Contracts Administration Help Desk Tickets Completed vs Submitted Comparison ANALYSIS: There has been a 16.6% decrease in the number of Help Desk Tickets Submitted to Contracts Administration in FY18 compared to FY17. The number of Help Desk Tickets Completed has increased by 23.38% in FY18 compared to FY17. Completed Tickets YTD 19 Oct-17 Nov -17 Dec-17 Jan-18 Feb-18 Mar-18 Apr-18 May -18 Jun-18 Submitted Tickets YTD 29 Submitted Tickets Completed Tickets Fiscal Year Office of Financial Management

194 Fiscal Year 219 Proposed Strategic Financial Plan Dashboard Objectives Measure Series Status Jun-18 Financial Management Exceed Customer Expectations # of OFM Consultations Held PYTD Actual 686 FYTD Actual 69 Fiscal and Mgt Resources Exceed Customer Expectations Fiscal and Mgt Resources # of Contracts Administration Help Desk Tickets Completed Fiscal and Mgt Resources PYTD Actual 154 FYTD Actual 19 Fiscal and Mgt Resources Exceed Customer Expectations Fiscal and Mgt Resources Contracts Administration egenda Item Review Fiscal and Mgt Resources PYTD Actual 421 FYTD Actual 611 Accounts Receivable Identify Cost Savings, Efficiencies, Risks and Opportunities to Improve the Financial Viability of the County Accounts Receivable Net Collection Rate for EMS Accounts Receivable PYTD Avg 71.76% FYTD Avg 7.19% YTD Target 7.% Accounts Receivable Identify Cost Savings, Efficiencies, Risks and Opportunities to Improve the Financial Viability of the County Accounts Receivable Uncollected Rate for Utilities Accounts Receivable PYTD Avg.217% FYTD Avg.26% YTD Target 2% Fiscal Year Office of Financial Management

195 Fiscal Year 219 Proposed Strategic Financial Plan Office of Financial Management Operating Budget Summary FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Expenditure Summary Actual Adopted Proposed Planned Projected Projected Projected Personnel Services 6,712,269 5,544,516 6,185,56 5,75,643 5,75,643 5,75,643 5,75,643 Operating Expenditures 6,814,154 8,59,566 1,981,46 8,576,794 8,88,979 9,29,234 9,541,553 Internal Services 136,695 4,53 5,71 5,71 5,71 5,71 5,71 Internal Service Automotive 485,25 121,11 114,45 114,45 114,45 114,45 114,45 Internal Service EIT 3,8,44 3,85,659 4,43,149 4,43,149 4,43,149 4,43,149 4,43,149 Capital Outlay 25,96 25, 23, 23, 23, 23, 23, Grants In Aid 242,15 684,127 1,197,834 1,197,834 1,197, , ,616 Subtotal 18,216,432 18,811,31 22,595,335 19,711,166 2,15,351 19,465,388 19,797,77 Reserves - 8, 8, 8, 8, 8,962,537 21,316,732 Transfers Out 36,542,343 36,138,35 41,158,53 41,368,356 4,691,828 4,258,66 4,388,242 Reserves and Transfers 36,542,343 36,938,35 41,958,53 42,168,356 41,491,828 49,22,63 61,74,974 Total Budgetary Costs 54,758,776 55,749,66 64,553,865 61,879,522 61,57,179 68,685,991 81,52,681 FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Funding Sources Actual Adopted Proposed Planned Projected Projected Projected General Fund 5,334,638 54,318,312 6,376,967 6,582,993 6,21,65 67,389,462 8,26,152 Court Fund 1,65,17 1,43,754 1,296,529 1,296,529 1,296,529 1,296,529 1,296,529 Disaster Preparedness Fund 2,773,968-2,88, Total Revenues 54,758,776 55,749,66 64,553,865 61,879,522 61,57,179 68,685,991 81,52,681 FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Staffing Summary Actual Adopted Proposed Planned Projected Projected Projected Fiscal and Mgt Resources Financial Services Ops Financial Services CIP Grants Financial Support Financial Services Analytics Procurement Accounts Receivable Fixed Assets Management Total Full-Time Equivalents (FTE) Fiscal Year Office of Financial Management

196 Fiscal Year 219 Proposed Strategic Financial Plan Financial Mgt Non Departmental Operating Budget Summary FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Expenditure Summary Actual Adopted Proposed Planned Projected Projected Projected Personnel Services - 25, 45, 45, 45, 45, 45, Operating Expenditures 5,888,246 7,961,79 8,225,51 8,221,71 8,525,895 8,854,15 9,186,469 Internal Services 9,87-1,47 1,47 1,47 1,47 1,47 Internal Service Automotive 134,97 121,11 114,45 114,45 114,45 114,45 114,45 Internal Service EIT 3,574,32 3,569,994 3,828,524 3,828,524 3,828,524 3,828,524 3,828,524 Capital Outlay 21,82 2, 2, 2, 2, 2, 2, Grants In Aid - 432, , , , Subtotal 9,71,65 12,13,21 13,121,767 13,117,967 13,422,152 12,872,189 13,24,58 Reserves - 8, 8, 8, 8, 8,962,537 21,316,732 Transfers Out 35,134,279 34,959,281 4,181,617 4,391,443 39,714,915 39,281,153 39,411,329 Reserves and Transfers 35,134,279 35,759,281 4,981,617 41,191,443 4,514,915 48,243,69 6,728,61 Total Budgetary Costs 44,844,343 47,889,32 54,13,384 54,39,41 53,937,67 61,115,879 73,932,569 FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Funding Sources Actual Adopted Proposed Planned Projected Projected Projected General Fund 44,844,343 47,889,32 54,13,384 54,39,41 53,937,67 61,115,879 73,932,569 Total Revenues 44,844,343 47,889,32 54,13,384 54,39,41 53,937,67 61,115,879 73,932,569 Fiscal Year Office of Financial Management

197 Fiscal Year 219 Proposed Strategic Financial Plan Fiscal and Mgt Resources Operating Budget Summary FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Expenditure Summary Actual Adopted Proposed Planned Projected Projected Projected Personnel Services 872,58 974,54 994, , , , ,794 Operating Expenditures 74,943 22,7 84,914 84,914 84,914 84,914 84,914 Internal Services 7,212 5,94 6,163 6,163 6,163 6,163 6,163 Internal Service EIT 23,367 37,181 37,36 37,36 37,36 37,36 37,36 Capital Outlay 2,9 5, 3, 3, 3, 3, 3, Grants In Aid 242,15 252, 319, , , , ,616 Subtotal 1,221,695 1,477,289 1,445,523 1,445,523 1,445,523 1,445,523 1,445,523 Transfers Out 1,48,65 1,178, , , , , ,913 Reserves and Transfers 1,48,65 1,178, , , , , ,913 Total Budgetary Costs 2,629,76 2,656,43 2,422,436 2,422,436 2,422,436 2,422,436 2,422,436 FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Funding Sources Actual Adopted Proposed Planned Projected Projected Projected General Fund 979,59 1,225,289 1,125,97 1,125,97 1,125,97 1,125,97 1,125,97 Court Fund 1,65,17 1,43,754 1,296,529 1,296,529 1,296,529 1,296,529 1,296,529 Total Revenues 2,629,76 2,656,43 2,422,436 2,422,436 2,422,436 2,422,436 2,422,436 FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Staffing Summary Actual Adopted Proposed Planned Projected Projected Projected Fiscal and Mgt Resources Total Full-Time Equivalents (FTE) Fiscal Year Office of Financial Management

198 Fiscal Year 219 Proposed Strategic Financial Plan Financial Services Ops Operating Budget Summary FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Expenditure Summary Actual Adopted Proposed Planned Projected Projected Projected Personnel Services 726,13 748, , , , , ,219 Operating Expenditures 15,378 44,84 23,959 23,959 23,959 23,959 23,959 Internal Services 6,845 4,945 4,699 4,699 4,699 4,699 4,699 Internal Service EIT 42,74 32,576 32,446 32,446 32,446 32,446 32,446 Subtotal 79,428 83,486 83,323 83,323 83,323 83,323 83,323 Total Budgetary Costs 79,428 83,486 83,323 83,323 83,323 83,323 83,323 FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Funding Sources Actual Adopted Proposed Planned Projected Projected Projected General Fund 79,428 83,486 83,323 83,323 83,323 83,323 83,323 Total Revenues 79,428 83,486 83,323 83,323 83,323 83,323 83,323 FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Staffing Summary Actual Adopted Proposed Planned Projected Projected Projected Financial Services Ops Total Full-Time Equivalents (FTE) Fiscal Year Office of Financial Management

199 Fiscal Year 219 Proposed Strategic Financial Plan Financial Services CIP Operating Budget Summary FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Expenditure Summary Actual Adopted Proposed Planned Projected Projected Projected Personnel Services 69,668 71,94 717, , , , ,229 Operating Expenditures 11,944 18,875 12,57 12,57 12,57 12,57 12,57 Internal Services 3,535 3,32 3,82 3,82 3,82 3,82 3,82 Internal Service EIT 24,35 24,831 25,121 25,121 25,121 25,121 25,121 Subtotal 649, ,12 758,74 758,74 758,74 758,74 758,74 Total Budgetary Costs 649, ,12 758,74 758,74 758,74 758,74 758,74 FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Funding Sources Actual Adopted Proposed Planned Projected Projected Projected General Fund 649, ,12 758,74 758,74 758,74 758,74 758,74 Total Revenues 649, ,12 758,74 758,74 758,74 758,74 758,74 FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Staffing Summary Actual Adopted Proposed Planned Projected Projected Projected Financial Services CIP Total Full-Time Equivalents (FTE) Fiscal Year Office of Financial Management

200 Fiscal Year 219 Proposed Strategic Financial Plan Grants Financial Support Operating Budget Summary FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Expenditure Summary Actual Adopted Proposed Planned Projected Projected Projected Personnel Services 2,236, ,756 97,639 49,722 49,722 49,722 49,722 Operating Expenditures 64,887 17,117 2,41,175 9,723 9,723 9,723 9,723 Internal Services 3,84 2,878 2,97 2,97 2,97 2,97 2,97 Internal Service Automotive 35, Internal Service EIT 13,579 14,273 13,812 13,812 13,812 13,812 13,812 Subtotal 3,244, ,24 3,397, , , , ,164 Total Budgetary Costs 3,244, ,24 3,397, , , , ,164 FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Funding Sources Actual Adopted Proposed Planned Projected Projected Projected General Fund 47, ,24 517, , , , ,164 Disaster Preparedness Fund 2,773,968-2,88, Total Revenues 3,244, ,24 3,397, , , , ,164 FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Staffing Summary Actual Adopted Proposed Planned Projected Projected Projected Grants Financial Support Total Full-Time Equivalents (FTE) Fiscal Year Office of Financial Management

201 Fiscal Year 219 Proposed Strategic Financial Plan Financial Services Analytics Operating Budget Summary FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Expenditure Summary Actual Adopted Proposed Planned Projected Projected Projected Personnel Services 419, , ,67 448,67 448,67 448,67 448,67 Operating Expenditures 5,23 33,615 1,377 1,377 1,377 1,377 1,377 Internal Services 3,238 2,671 2,656 2,656 2,656 2,656 2,656 Internal Service EIT 11,54 11,299 11,252 11,252 11,252 11,252 11,252 Subtotal 438, , , , , , ,892 Total Budgetary Costs 438, , , , , , ,892 FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Funding Sources Actual Adopted Proposed Planned Projected Projected Projected General Fund 438, , , , , , ,892 Total Revenues 438, , , , , , ,892 FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Staffing Summary Actual Adopted Proposed Planned Projected Projected Projected Financial Services Analytics Total Full-Time Equivalents (FTE) Fiscal Year Office of Financial Management

202 Fiscal Year 219 Proposed Strategic Financial Plan Procurement Operating Budget Summary FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Expenditure Summary Actual Adopted Proposed Planned Projected Projected Projected Personnel Services 1,87,578 1,329,554 1,379,263 1,379,263 1,379,263 1,379,263 1,379,263 Operating Expenditures 72,889 18,57 93,293 93,293 93,293 93,293 93,293 Internal Services 11,864 9,864 9,71 9,71 9,71 9,71 9,71 Internal Service EIT 54,759 55,88 54,456 54,456 54,456 54,456 54,456 Capital Outlay 2, Subtotal 1,229,238 1,575,13 1,536,713 1,536,713 1,536,713 1,536,713 1,536,713 Total Budgetary Costs 1,229,238 1,575,13 1,536,713 1,536,713 1,536,713 1,536,713 1,536,713 FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Funding Sources Actual Adopted Proposed Planned Projected Projected Projected General Fund 1,229,238 1,575,13 1,536,713 1,536,713 1,536,713 1,536,713 1,536,713 Total Revenues 1,229,238 1,575,13 1,536,713 1,536,713 1,536,713 1,536,713 1,536,713 FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Staffing Summary Actual Adopted Proposed Planned Projected Projected Projected Procurement Total Full-Time Equivalents (FTE) Fiscal Year Office of Financial Management

203 Fiscal Year 219 Proposed Strategic Financial Plan Accounts Receivable Operating Budget Summary FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Expenditure Summary Actual Adopted Proposed Planned Projected Projected Projected Personnel Services 424,669 52, , , , , ,869 Operating Expenditures 6,281 32,582 14,329 14,329 14,329 14,329 14,329 Internal Services 2,918 2,925 2,794 2,794 2,794 2,794 2,794 Internal Service EIT 44,487 47,668 28,199 28,199 28,199 28,199 28,199 Subtotal 478, , , , , , ,191 Total Budgetary Costs 478, , , , , , ,191 FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Funding Sources Actual Adopted Proposed Planned Projected Projected Projected General Fund 478, , , , , , ,191 Total Revenues 478, , , , , , ,191 FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Staffing Summary Actual Adopted Proposed Planned Projected Projected Projected Accounts Receivable Total Full-Time Equivalents (FTE) Fiscal Year Office of Financial Management

204 Fiscal Year 219 Proposed Strategic Financial Plan Fixed Assets Management Operating Budget Summary FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Expenditure Summary Actual Adopted Proposed Planned Projected Projected Projected Personnel Services 335, , ,94 344,94 344,94 344,94 344,94 Operating Expenditures 98,355 98,54 15,919 15,919 15,919 15,919 15,919 Internal Services 7,192 7,546 7,491 7,491 7,491 7,491 7,491 Internal Service EIT 12,117 12,749 12,33 12,33 12,33 12,33 12,33 Subtotal 453, ,554 47,653 47,653 47,653 47,653 47,653 Total Budgetary Costs 453, ,554 47,653 47,653 47,653 47,653 47,653 FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Funding Sources Actual Adopted Proposed Planned Projected Projected Projected General Fund 453, ,554 47,653 47,653 47,653 47,653 47,653 Total Revenues 453, ,554 47,653 47,653 47,653 47,653 47,653 FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Staffing Summary Actual Adopted Proposed Planned Projected Projected Projected Fixed Assets Management Total Full-Time Equivalents (FTE) Fiscal Year Office of Financial Management

205 PARKS, RECREATION AND NATURAL RESOURCES

206 Fiscal Year 219 Proposed Strategic Financial Plan Parks, Recreation and Natural Resources Index 15-1 Organizational Chart 15-2 Strategic Message 15-3 Operating Budget Summary 15-9 Business and Partnership Services 15-1 Sports Development Athletics Recreation and Special Events Beaches and Water Access Park Planning and Capital Program Neighborhood Parks and Maintenance Services Natural Area Parks, Preserves and Trails Capital Project Summary Fiscal Year Parks, Recreation and Natural Resources

207 Fiscal Year 219 Proposed Strategic Financial Plan Parks, Recreation and Natural Resources Parks, Recreation and Natural Resources Total FY219 Proposed FTEs = 21.7 Business and Partnership Svcs Total FY219 Proposed FTEs = Sports Development Athletics Total FY219 Proposed FTEs = 52.7 Recreation and Special Events Total FY219 Proposed FTEs = Beaches and Water Access Total FY219 Proposed FTEs = Park Planning and Capital Prog Total FY219 Proposed FTEs = 2.5 Neighbrhd Pks and Maint Servic Total FY219 Proposed FTEs = 25.3 Natural Area Pks Prsv And Trai Total FY219 Proposed FTEs = Fiscal Year Parks, Recreation and Natural Resources

208 Fiscal Year 219 Proposed Strategic Financial Plan Parks, Recreation and Natural Resources Vision Mission Preserve. Recreate. Connect. Respect. To provide a premier parks system that enriches our community through participation, learning and stewardship. Summary of Services Provide safe, accessible and welcoming parks, natural areas, programs and facilities through efforts of several divisions. Parks, Recreation and Natural Resources Div isions Division Business and Partnership services Summary of Services Works in conjunction with all divisions of Parks, Recreation and Natural Resources supporting the delivery of services by providing management of central processing including the system administration of software systems for facility reservations, program registrations, electronic access and lighting controls, and point of sale transactions; leads department procurement activities; manages revenue producing campground, concessions, leases and agreements, develops and coordinates volunteer opportunities, and develops policy, guidelines and procedures. Sports Development/Athletics Maintains and manages over 113 athletic fields to deliver recreational and athletic programming for the community; works in partnership with Visit Sarasota County and Sarasota County Sports Commission to retain and attract sports tourism events to enhance related economic impact for Sarasota County. Recreation and Special Events Beaches and Water Access Park Planning and Capital Program Neighborhood Parks and Maintenance Services Natural Area Parks, Preserves and Trails Provides exceptional programs, seasonal camps and special events; manages multiple recreation centers and park amenities; provides and maintains venues for community meetings, programming and events; and provides excellent customer service offering both residents and visitors ways to optimize their leisure time, health and wellness and experiences. Manages and protects Sarasota County's beaches and water access parks, provides daily facility maintenance at public beaches, beach accesses, water access parks and boat ramps; provides safe and clean park spaces, lands, and amenities, including parking lots, boat ramps, picnic areas, playgrounds, green spaces, water and land trails. Additionally, this division manages the development and placement of artificial reefs; maintains buoys, channel markers, and marine signage; oversees removal of derelict vessels and marine structures; and manages reservations and special events at the beaches. Oversees the design and construction of new park facilities; develops park design concepts that meet the needs of the community, are compatible with the zoning and land development regulations, and are sustainable / functional facilities; reviews proposed projects to ensure compliance with the County s park design and construction requirements; facilitates the Environmentally Sensitive Lands Protection Program (ESLPP) and Neighborhood Parkland Acquisition Program (NPP). These voter-approved and taxpayer-funded programs are designed to acquire and protect natural lands and parklands. Provides planning services to aid in the development of the Comprehensive Plan and Land Development Regulations regarding park and open space standards. Manages repair and replacement of amenities within parks; manages mowing, landscape and irrigation contracts; performs various equipment operations within parks; completes playground inspections; and manages the maintenance and operations of neighborhood parks. Provides access to natural areas and creates opportunities for outdoor exploration, fitness and wellness; provides safe and clean parks and amenities; provides environmental and cultural resource stewardship, habitat management, protection, and education; manages reservations and special events at natural areas; manages paved and natural trails. Fiscal Year Parks, Recreation and Natural Resources

209 Fiscal Year 219 Proposed Strategic Financial Plan Advisory Boards Parks Advisory and Recreation Council (PARC) - 11 Members Environmentally Sensitive Lands Oversight Committee (ESLOC) - 1 Members Turtle Beach Park Playground Department Objectives Goal Protect, Manage, Promote Natural and Cultural Resources Within Parks Be Environmental Stewards Sarasota County Dashboard Provide Recreational Opportunities Which Align With the Needs of the Community Promote Quality of Life Sarasota County Dashboard Create a Dynamic Organization Committed to Engaging the Community Promote Quality of Life Sarasota County Dashboard Develop, Maintain and Enhance Clean, Safe, Accessible Parks Promote Quality of Life Sarasota County Dashboard Meet Level of Service Goals While Preserving Fiscal Sustainability Promote Quality of Life Sarasota County Dashboard Performance Key Performance Indicators On Target Caution Behind No Target Set New Next FY Suspended Fiscal Year Parks, Recreation and Natural Resources

210 Fiscal Year 219 Proposed Strategic Financial Plan Department Major Initiative Goal Description Status Percent Complete Target End Date Conduct a Referendum for the Legacy Trail Extension Develop, Maintain and Enhance Clean, Safe, Accessible Parks Take the necessary steps to conduct a referendum for the northern extension of The Legacy Trail. The Ballot Language, and Resolution were approved by the Board on March 14, 218. County staff continues to develop educational materials and is working on the implementation of the Communications and Education plan including printed material and social media. 5 % 11/6/18 Promote Quality of Life Sarasota County Dashboard Fiscal Year Parks, Recreation and Natural Resources

211 Fiscal Year 219 Proposed Strategic Financial Plan Since sending letters of termination of the Interlocal Agreements to the cities of Venice, North Port and Sarasota in November 217, staff met with each municipality on several occasions to discuss statements of principles, and the County s vision to focus on managing and operating only regional parks in accordance with the county s adopted Parks Master Plan. The goal is for the county to oversee regional parks and to transition non-regional parks back to each respective city. Staff s efforts to date are as follow: Initiate Discussions with the Municipalities on Efforts Towards a Regional Parks Model Promote Quality of Life Sarasota County Dashboard Develop a phased approach and related agreements with the municipalities to support County's role as Regional Park Provider City of Sarasota The agreement was finalize and approved by the Board on July 11, 218. The City Commission subsequently approved the agreement at their July 16, 218 meeting. City of Venice Following a joint meeting in February The County Commission rescinded the letter of termination. A letter was received from the Venice City Manager on 5/1/18 that introduced a new list of concepts that are different than what were discussed in the joint meeting and these are currently under review. City of North Port Three meetings have taken place whereby terms were discussed. There is a difference of opinion on a few items. On June 19, County staff asked North Port staff for a subsequent meeting. The City Manager and County Administrator were in communication and explored several options to be brought forward to the City Commission. The options were discussed at the City of North Port s July 24, 218 Commission meeting. The City Manager and County Administrator will further discuss and make a decision on next steps. The City Commission indicated they will be sending a letter to the County Commission requesting a joint meeting to discuss parks and other topics. 4 % 9/3/18 Fiscal Year Parks, Recreation and Natural Resources

212 Fiscal Year 219 Proposed Strategic Financial Plan Support Negotiations for the Acquisition of the Orange Hammock Property Protect, Manage, Promote Natural and Cultural Resources Within Parks Working with partners to develop a strategy for the protection / acquisition and future management of Orange Hammock. Continued correspondence and discussions between SWFWMD and County staff have taken place to explore options and opportunities. Subsequent discussions about possibilities are being planned with SWFWMD. 25 % 9/3/18 Be Environmental Stewards Sarasota County Dashboard Performance Highlights 3, # of Legacy Trail Users ANALYSIS: There has been an estimated 1.3% decrease in the number of trail users from FY17 to FY18. 2, 189,695 17,76 PYTD Actual 189,695 1, Q3-18 FYTD Actual 17,76 PYTD Actual FYTD Actual Fiscal Year Parks, Recreation and Natural Resources

213 Fiscal Year 219 Proposed Strategic Financial Plan Dashboard Objectives Measure Series Status Jun-18 Parks, Recreation and Natural Resources Protect, Manage, Promote Natural and Cultural Resources Within Parks # of Acres Burned on Preserves PYTD Actual 1,74 FYTD Actual 2,548 YTD Target 4,5 Parks, Recreation and Natural Resources Provide Recreational Opportunities Which Align With the Needs of the Community # of Legacy Trail Users PYTD Actual 189,695 FYTD Actual 17,76 Parks, Recreation and Natural Resources Meet Level of Service Goals While Preserving Fiscal Sustainability # of Volunteer Hours PYTD Actual 115,98 FYTD Actual 117,916 Parks, Recreation and Natural Resources Provide Recreational Opportunities Which Align With the Needs of the Community Economic Impact of Athletic Events (In Millions) PYTD Actual $ 16.6 FYTD Actual $ 71.8 Parks, Recreation and Natural Resources Create a Dynamic Organization Committed to Engaging the Community Overall Satisfaction Rating PYTD Avg 4.6 FYTD Avg 4.61 YTD Target 3.5 Fiscal Year Parks, Recreation and Natural Resources

214 Fiscal Year 219 Proposed Strategic Financial Plan Parks, Recreation and Natural Resources Operating Budget Summary FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Expenditure Summary Actual Adopted Proposed Planned Projected Projected Projected Personnel Services 12,674,549 13,996,267 14,318,463 14,39,348 14,39,348 14,39,348 14,39,348 Operating Expenditures 1,226,28 1,969,713 9,894,17 9,167,475 9,198,941 9,144,419 9,154,142 Internal Services 64, , , , , , ,952 Internal Service Automotive 2,39,81 2,5,657 2,478,259 2,438,259 2,438,259 2,438,259 2,438,259 Internal Service EIT 731,135 73,47 785,62 785,62 785,62 785,62 785,62 Capital Outlay 66,431 51, 52,75 52,75 52,75 52,75 52,75 Grants In Aid 1,887, , , , , , ,955 Subtotal 28,58,87 29,171,273 28,741,552 27,965,85 27,997,271 27,939,285 27,949,8 Reserves ,883-95,252 16,197 Transfers Out 231, , ,87 716,91 662,43 628,149 55,679 Reserves and Transfers 231, , ,87 724, ,43 723,41 656,876 Total Budgetary Costs 28,812,27 29,942,995 29,493,422 28,69,779 28,659,71 28,662,686 28,65,884 FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Funding Sources Actual Adopted Proposed Planned Projected Projected Projected General Fund 18,718,136 2,61,167 19,183,198 19,248,123 19,25,498 19,253,623 19,25,98 Tourist Development - Beach Maintenance Fund 3,549,61 3,869,169 4,228,377 4,228,377 4,228,377 4,228,377 4,228,377 Special Recreation Programs Fund 1,21,366 1,379,713 1,124,792 1,124,552 1,124,552 1,124,552 1,124,552 Sarasota County Boating Improvement Program 17, 27, 17, 17, 17, 17, 17, Fund Tourist Development - Project Related Fund 1,843, ,222 1,162,853 34,5 34,5 34,5 34,5 Tourist Development - Promotions Fund 1,218, Environmentally Sensitive Land Protection Program Fund 2,111,524 3,519,724 3,624,22 3,615,227 3,581,774 3,581,634 3,528,357 Total Revenues 28,812,27 29,942,995 29,493,422 28,69,779 28,659,71 28,662,686 28,65,884 FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Staffing Summary Actual Adopted Proposed Planned Projected Projected Projected Business and Partnership Svcs Sports Development Athletics Recreation and Special Events Beaches and Water Access Park Planning and Capital Prog Neighbrhd Pks and Maint Servic Natural Area Pks Prsv And Trai Total Full-Time Equivalents (FTE) Fiscal Year Parks, Recreation and Natural Resources

215 Fiscal Year 219 Proposed Strategic Financial Plan Business and Partnership Svcs Operating Budget Summary FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Expenditure Summary Actual Adopted Proposed Planned Projected Projected Projected Personnel Services 947,482 1,95,421 1,443,62 1,443,62 1,443,62 1,443,62 1,443,62 Operating Expenditures 1,65,23 816,72 697, , , , ,244 Internal Services 74,42 81, , , , , ,548 Internal Service Automotive 36,362 25,789 25,822 25,822 25,822 25,822 25,822 Internal Service EIT 237, ,23 211, , , , ,748 Capital Outlay - 1, 1, 1, 1, 1, 1, Grants In Aid 1,887,618 2, 183, , ,464 18, 18, Subtotal 4,248,566 2,447,589 2,674,888 2,674,888 2,674,888 2,671,424 2,671,424 Reserves ,464 3,464 Reserves and Transfers ,464 3,464 Total Budgetary Costs 4,248,566 2,447,589 2,674,888 2,674,888 2,674,888 2,674,888 2,674,888 FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Funding Sources Actual Adopted Proposed Planned Projected Projected Projected General Fund 1,585,172 1,778,823 1,957,214 1,957,214 1,957,214 1,957,214 1,957,214 Special Recreation Programs Fund 445, , , , , , ,674 Tourist Development - Project Related Fund 1,, Tourist Development - Promotions Fund 1,218, Total Revenues 4,248,566 2,447,589 2,674,888 2,674,888 2,674,888 2,674,888 2,674,888 FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Staffing Summary Actual Adopted Proposed Planned Projected Projected Projected Business and Partnership Services Total Full-Time Equivalents (FTE) Fiscal Year Parks, Recreation and Natural Resources

216 Fiscal Year 219 Proposed Strategic Financial Plan Sports Development Athletics Operating Budget Summary FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Expenditure Summary Actual Adopted Proposed Planned Projected Projected Projected Personnel Services 3,19,68 3,199,148 3,252,525 3,248,746 3,248,746 3,248,746 3,248,746 Operating Expenditures 2,896,728 3,47,617 3,221,384 2,395,531 2,395,531 2,395,531 2,395,531 Internal Services 65,67 56,255 72,965 72,965 72,965 72,965 72,965 Internal Service Automotive 945, ,24 94,776 94,776 94,776 94,776 94,776 Internal Service EIT 59,713 83,94 82,697 82,697 82,697 82,697 82,697 Capital Outlay 15,758 42,5 42,5 42,5 42,5 42,5 42,5 Subtotal 7,3,325 7,373,818 7,612,847 6,783,215 6,783,215 6,783,215 6,783,215 Total Budgetary Costs 7,3,325 7,373,818 7,612,847 6,783,215 6,783,215 6,783,215 6,783,215 FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Funding Sources Actual Adopted Proposed Planned Projected Projected Projected General Fund 6,16,13 6,53,596 6,449,994 6,478,715 6,478,715 6,478,715 6,478,715 Tourist Development - Project Related Fund 843, ,222 1,162,853 34,5 34,5 34,5 34,5 Total Revenues 7,3,325 7,373,818 7,612,847 6,783,215 6,783,215 6,783,215 6,783,215 FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Staffing Summary Actual Adopted Proposed Planned Projected Projected Projected Sports Development/Athletics Total Full-Time Equivalents (FTE) Fiscal Year Parks, Recreation and Natural Resources

217 Fiscal Year 219 Proposed Strategic Financial Plan Recreation and Special Events Operating Budget Summary FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Expenditure Summary Actual Adopted Proposed Planned Projected Projected Projected Personnel Services 2,719,435 2,868,679 2,38,299 2,38,59 2,38,59 2,38,59 2,38,59 Operating Expenditures 1,675,774 1,637,862 1,188,743 1,188,743 1,19,743 1,19,743 1,19,743 Internal Services 245, , , , , , ,792 Internal Service Automotive 84,676 91,46 84,1 84,1 84,1 84,1 84,1 Internal Service EIT 112,626 15, , , , , ,257 Capital Outlay 16,21 7,5 6,75 6,75 6,75 6,75 6,75 Subtotal 4,854,82 4,997,641 4,11,842 4,11,62 4,112,62 4,112,62 4,112,62 Total Budgetary Costs 4,854,82 4,997,641 4,11,842 4,11,62 4,112,62 4,112,62 4,112,62 FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Funding Sources Actual Adopted Proposed Planned Projected Projected Projected General Fund 4,97,932 4,286,694 3,73,724 3,73,724 3,75,724 3,75,724 3,75,724 Special Recreation Programs Fund 756,15 71,947 47,118 46,878 46,878 46,878 46,878 Total Revenues 4,854,82 4,997,641 4,11,842 4,11,62 4,112,62 4,112,62 4,112,62 FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Staffing Summary Actual Adopted Proposed Planned Projected Projected Projected Recreation and Special Events Total Full-Time Equivalents (FTE) Fiscal Year Parks, Recreation and Natural Resources

218 Fiscal Year 219 Proposed Strategic Financial Plan Beaches and Water Access Operating Budget Summary FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Expenditure Summary Actual Adopted Proposed Planned Projected Projected Projected Personnel Services 2,559,581 2,956,451 3,367,759 3,367,759 3,367,759 3,367,759 3,367,759 Operating Expenditures 1,863,972 2,34,639 1,665,746 1,665,746 1,665,746 1,665,746 1,665,746 Internal Services 38,931 45,327 59,245 59,245 59,245 59,245 59,245 Internal Service Automotive 394,99 41, , , , , ,218 Internal Service EIT 88,94 9,997 68,1 68,1 68,1 68,1 68,1 Capital Outlay 2,95-2,5 2,5 2,5 2,5 2,5 Grants In Aid - 31,955 31,955 31,955 31,955 31,955 31,955 Subtotal 4,966,437 5,561,21 5,54,424 5,54,424 5,54,424 5,54,424 5,54,424 Transfers Out 17, Reserves and Transfers 17, Total Budgetary Costs 5,136,437 5,561,21 5,54,424 5,54,424 5,54,424 5,54,424 5,54,424 FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Funding Sources Actual Adopted Proposed Planned Projected Projected Projected General Fund 1,416,836 1,422,32 1,142,47 1,142,47 1,142,47 1,142,47 1,142,47 Tourist Development - Beach Maintenance Fund 3,549,61 3,869,169 4,228,377 4,228,377 4,228,377 4,228,377 4,228,377 Sarasota County Boating Improvement Program Fund 17, 27, 17, 17, 17, 17, 17, Total Revenues 5,136,437 5,561,21 5,54,424 5,54,424 5,54,424 5,54,424 5,54,424 FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Staffing Summary Actual Adopted Proposed Planned Projected Projected Projected Beaches and Water Access Total Full-Time Equivalents (FTE) Fiscal Year Parks, Recreation and Natural Resources

219 Fiscal Year 219 Proposed Strategic Financial Plan Park Planning and Capital Prog Operating Budget Summary FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Expenditure Summary Actual Adopted Proposed Planned Projected Projected Projected Personnel Services 211, , , , , , ,763 Operating Expenditures 9,679 13,154 12,819 12,444 12,819 12,444 12,419 Internal Services 1, 1,79 2,839 2,839 2,839 2,839 2,839 Internal Service Automotive 1,715 12,915 13,561 13,561 13,561 13,561 13,561 Internal Service EIT 13,545 17,552 15,38 15,38 15,38 15,38 15,38 Subtotal 246, , ,2 292, ,2 292, ,62 Total Budgetary Costs 246, , ,2 292, ,2 292, ,62 FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Funding Sources Actual Adopted Proposed Planned Projected Projected Projected General Fund 246, , ,2 292, ,2 292, ,62 Total Revenues 246, , ,2 292, ,2 292, ,62 FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Staffing Summary Actual Adopted Proposed Planned Projected Projected Projected Park Planning and Capital Program Total Full-Time Equivalents (FTE) Fiscal Year Parks, Recreation and Natural Resources

220 Fiscal Year 219 Proposed Strategic Financial Plan Neighbrhd Pks and Maint Servic Operating Budget Summary FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Expenditure Summary Actual Adopted Proposed Planned Projected Projected Projected Personnel Services 1,323,34 1,758,296 1,645,768 1,64,672 1,64,672 1,64,672 1,64,672 Operating Expenditures 1,776,731 1,596,8 1,43,645 1,472,32 1,472,32 1,475,82 1,472,32 Internal Services 14,334 18,27 146, , , , ,734 Internal Service Automotive 66,61 734, , , , , ,854 Internal Service EIT 141,225 18, ,12 149,12 149,12 149,12 149,12 Capital Outlay 11, Subtotal 3,927,653 4,215,354 4,15,13 4,141,592 4,141,592 4,145,92 4,141,592 Total Budgetary Costs 3,927,653 4,215,354 4,15,13 4,141,592 4,141,592 4,145,92 4,141,592 FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Funding Sources Actual Adopted Proposed Planned Projected Projected Projected General Fund 3,927,653 4,215,354 4,15,13 4,141,592 4,141,592 4,145,92 4,141,592 Total Revenues 3,927,653 4,215,354 4,15,13 4,141,592 4,141,592 4,145,92 4,141,592 FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Staffing Summary Actual Adopted Proposed Planned Projected Projected Projected Neighborhood Parks, Trails and Maintenance Services Total Full-Time Equivalents (FTE) Fiscal Year Parks, Recreation and Natural Resources

221 Fiscal Year 219 Proposed Strategic Financial Plan Natural Area Pks Prsv And Trai Operating Budget Summary FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Expenditure Summary Actual Adopted Proposed Planned Projected Projected Projected Personnel Services 1,893,281 1,869,741 1,98,287 1,98,287 1,98,287 1,98,287 1,98,287 Operating Expenditures 938,373 1,823,713 1,677,526 1,735,447 1,764,538 1,76,891 1,72,139 Internal Services 165,68 229,77 269, , , , ,829 Internal Service Automotive 257, ,18 336,27 296,27 296,27 296,27 296,27 Internal Service EIT 77,443 7,89 14,849 14,849 14,849 14,849 14,849 Capital Outlay 2, Subtotal 3,334,46 4,281,728 4,44,518 4,422,439 4,451,53 4,393,883 4,47,131 Reserves ,883-91,788 12,733 Transfers Out 61, , ,87 716,91 662,43 628,149 55,679 Reserves and Transfers 61, , ,87 724, ,43 719, ,412 Total Budgetary Costs 3,395,23 5,53,45 5,156,388 5,147,413 5,113,96 5,113,82 5,6,543 FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Funding Sources Actual Adopted Proposed Planned Projected Projected Projected General Fund 1,283,679 1,533,726 1,532,186 1,532,186 1,532,186 1,532,186 1,532,186 Environmentally Sensitive Land Protection 2,111,524 3,519,724 3,624,22 3,615,227 3,581,774 3,581,634 3,528,357 Program Fund Total Revenues 3,395,23 5,53,45 5,156,388 5,147,413 5,113,96 5,113,82 5,6,543 FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Staffing Summary Actual Adopted Proposed Planned Projected Projected Projected Natural Area Parks and Preserves Total Full-Time Equivalents (FTE) Fiscal Year Parks, Recreation and Natural Resources

222 Fiscal Year 219 Proposed Strategic Financial Plan Parks, Recreation and Natural Resources Appropriated Capital Budgetary Summary FY 219 FY 22 FY 221 FY 222 FY 223 Project Title To Date Proposed Planned Projected Projected Projected Funding Natural Resources Deer Prairie Creek Preserve ADA Site Improvements Environmentally Sensitive Lands Protection Program Site Improvements ESLPP Environmentally Sensitive Land Protection Program Old Miakka-Davidson ESLPP Parcel Acquisition & Start-up Red Bug Slough Preserve - Parking Expansion Future Total Estimated 471, ,293 1,26, ,26,3 16,435,591 3,229,675 2,796,745 3,233,621 3,437,339 3,643,58-32,776, , ,85 Cost , ,96 Natural Resources Total 18,59,34 3,229,675 3,44,841 3,233,621 3,437,339 3,643,58-35,179,9 Parks and Recreation 162 Beach Road Neighborhood 1,461, ,461,5 Parkland Site 17th Street Park Improvements 1,6, ,6, Cherokee Street - Neighborhood 227, ,5 Parkland Site Alligator Creek Site (Woodmere Park 33, , Addition) Land Acquisition and Improvements Athletic Field Improvements Program 5,951,936 95, 35, 51, 55, 81,94-8,393,876 Atlanta Braves Spring Training 21,262, ,262, Facility Babe Ruth - Athletic Field #3 Lighting 475, , Bay Street Park Dog Park Design and 148, , , Construction Bayview Lane (Caine Site) Land Acquisition and Improvements Bayview Lane Public Access Easement - Neighborhood Parkland Site 1,986, ,986,4 411, ,256 Countywide Park ADA Improvements 14, 145, 125, 145, 15, , Program Culverhouse Nature Park - Restroom - 818, ,3 & ADA Parking Dog Park at Gillespie Park - 153, ,112 Dog Park at Whitaker Gateway Park - 14, ,251 Eastwood Park Soccer Field - 48, ,892 Eloise Werlin Park Additional Parking - 139, ,69 Englewood Sports Complex Soccer 97, ,598 Fields Lighting Florida Boating Improvement 223, ,38 Program Longwood Park Pickleball - 799, ,584 Improvements Natural Area Improvement Program 12,212-37,5 1,24, ,667,712 Neighborhood Parkland Program 3,343,32 2,115,556 2,29,894 2,155,748 2,291,56 2,429,53-14,365,113 (ESLPP) Neighborhood Parkland Program 1,, ,, Start-Up Improvements Nora Patterson Bay Island Park 2, , Restroom Design/Permitting North Water Tower Park Addition 1,4, ,4, Land Acquisition and Improvements Osprey Junction Trailhead Land 3,4, ,4,723 Acquisition and Improvements Osprey Junction Trailhead Master - 1,162, ,162,749 Plan Parks Infrastructure Renovation, 2,16, 1,344,948 15, ,69,948 Upgrade, and Replacement Program Playgrounds and Shade Structures Program 81, - 4, 18, 1, 2, 32, 1,65, Fiscal Year Parks, Recreation and Natural Resources

223 Fiscal Year 219 Proposed Strategic Financial Plan Parks, Recreation and Natural Resources Appropriated Capital Budgetary Summary FY 219 FY 22 FY 221 FY 222 FY 223 Project Title To Date Proposed Planned Projected Projected Projected Funding Parks and Recreation Future Total Estimated Senator Bob Johnson's Landing Land 5,993, ,993,535 Acquisition and Improvements Snook Haven Addition Land 1,263, ,263,862 Acquisition and Improvements Snook Haven Addition Phase II 895, ,277 Tatum Ridge 2 Soccer Fields Lighting 788, ,97 Turtle Beach Parking Lot Improvements 157, ,26 Parks and Recreation Total 56,63,722 8,159,199 2,957,394 4,23,748 3,46,56 2,71,993 32, 77,488,616 Total Estimated CIP Project Cost 74,653,756 11,388,874 6,2,235 7,464,369 6,483,899 6,354,573 32, 112,667,76 Total CIP Budgetary Cost 74,653,756 11,388,874 6,2,235 7,464,369 6,483,899 6,354,573 32, 112,667,76 Cost Fiscal Year Parks, Recreation and Natural Resources

224 Fiscal Year 219 Proposed Strategic Financial Plan Appropriated FY 219 Funding Source To Date Proposed Current Revenues Parks, Recreation and Natural Resources Capital Funding Summary FY 22 FY 221 FY 222 FY 223 Planned Projected Projected Projected 5 Year Programmed Total Funding Contributed Capital 3, , ESLPP Ad Valorem Tax 27,383,659 5,345,231 5,74,735 5,389,369 5,728,899 6,72,633 27,61,867 54,994,526 Gen Govt Infrastructure Surtax III 9,564,224 2,439, ,5 1,995, 755, 281,94 6,399,388 15,963,612 (9-24) General Fund Revenues 66, ,118 Grants 155, ,273 Other Revenues 223, , - - 8, 33,38 Parks Impact Fees 6,668,427 3,63, ,63,695 1,272,122 Transferable Development Rights 37, ,35 User Charges 23, ,38 Funding Source Total 45,24,739 11,388,874 6,2,235 7,464,369 6,483,899 6,354,573 37,693,95 82,718,689 Non-Current Rev - Long Term Debt Obligation ESLPP Ad Valorem Tax 8,242, ,242,715 Gen Govt Infrastructure Surtax III (9-24) User Charges 21,262, ,262, Funding Source Total 29,54, ,54,715 Non-Current Rev - Short Term Debt Obligation General Fund Revenues 124, ,32 Funding Source Total 124, ,32 Total CIP Project Funding 74,653,756 11,388,874 6,2,235 7,464,369 6,483,899 6,354,573 37,693,95 112,347,76 Total CIP Funding 74,653,756 11,388,874 6,2,235 7,464,369 6,483,899 6,354,573 37,693,95 112,347,76 *Refer to Volume II - Capital Improvement Program for detail project information Fiscal Year Parks, Recreation and Natural Resources

225 FY 219 thru 223 Proposed Capital Improvement Program Parks, Recreation and Natural Resources Project Title: Culverhouse Nature Park - Restroom & ADA Parking Project #: 9315 Category: Parks and Recreation LMS: No Location: District #4-731 McIntosh Road, Sarasota, FL Status: Proposed Comprehensive Plan Information Project Location CIE Project: No Plan Reference: Table 14-1 District: District #4 LOS/Concurrency: No Project Need: Growth Location: 731 McIntosh Road, Sarasota, FL Programmed Funding Programmed Appropriated Future Funding To Date FY 219 FY 22 FY 221 FY 222 FY 223 Funding 818,3 818,3 Description and Scope This 82-acre site contains a community garden and access to the popular Legacy Trail. The proposed project is anticipated to include, but not limited to, the following amenities: small restroom, ADA parking, sidewalk, and stormwater improvements. Rationale Integral to the community s high quality of life are a variety of locally, regionally, nationally and even globally recognized parks and recreation opportunities. Because of the Culverhouse site's adjacency to the popular Legacy Trail, the proposed restroom is a much needed amenity along this stretch of the Legacy Trail. The addition of the ADA parking spaces and restroom would add capacity to the existing park which lacks these facilities. Funding Strategy Funding for this project is available from North County Park Impact Fees. Operating Budget Impacts Impact Description FY 219 FY 22 FY 221 FY 222 FY 223 Operating Expenditures 1, 9,627 Total Operating Budget Impacts 1, 9,627 Project Map Schedule of Activities Project Activities From - To Amount Project Management 1/18-9/22 53,25 Design/Engineering 1/18-9/22 119,25 Construction 1/18-9/22 645,53 Total Budgetary Cost Estimate: 818,3 Means of Financing Funding Source Amount North County Parks Impact Fees 818,3 Fiscal Year Total Programmed Funding: 818,3 Future Funding Requirements: Parks, Recreation and Natural Resources

226 FY 219 thru 223 Proposed Capital Improvement Program Parks, Recreation and Natural Resources Project Title: Dog Park at Gillespie Park Project #: 9312 Category: Parks and Recreation LMS: No Location: District #1-71 North Osprey Avenue, Sarasota Status: Proposed Comprehensive Plan Information Project Location CIE Project: Yes Plan Reference: Table 14-1 District: District #1 LOS/Concurrency: No Project Need: Other Location: 71 North Osprey Avenue, Sarasota Programmed Funding Programmed Appropriated Future Funding To Date FY 219 FY 22 FY 221 FY 222 FY 223 Funding 153, ,112 Description and Scope Gillespie Park, a 1.5-acre neighborhood park, is located at 71 N. Osprey Avenue, Sarasota. The park is owned and operated by the City of Sarasota. The park is zoned GU (Government Use). The project consists of constructing a fenced or walled, off-leash dog park. This project and its operation will be managed by the City of Sarasota. Rationale Currently there are no off-leash dog parks operated by the City of Sarasota. Construction of the new dog park will re-energize the park because of the new amenity and will increase capacity for Gillespie Park. Projected increase in park user capacity is estimated to be an additional 5% of total current usage. Funding Strategy The dog park at Gillespie Park will be funded through Park Impact Fees collected within the City of Sarasota. Operating Budget Impacts There is no anticipated impact to the County's operating budget. The City of Sarasota will maintain the park. Project Map Schedule of Activities Project Activities From - To Amount Construction 1/18-9/19 153,112 Total Budgetary Cost Estimate: 153,112 Means of Financing Funding Source Amount City of Sarasota Park Impact Fees 153,112 Fiscal Year Total Programmed Funding: 153,112 Future Funding Requirements: Parks, Recreation and Natural Resources

227 FY 219 thru 223 Proposed Capital Improvement Program Parks, Recreation and Natural Resources Project Title: Dog Park at Whitaker Gateway Park Project #: 9311 Category: Parks and Recreation LMS: No Location: District # North Tamiami Trail, Sarasota Status: Proposed Comprehensive Plan Information Project Location CIE Project: Yes Plan Reference: Table 14-1 District: District #1 LOS/Concurrency: No Project Need: Other Location: 1455 North Tamiami Trail, Sarasota Programmed Funding Programmed Appropriated Future Funding To Date FY 219 FY 22 FY 221 FY 222 FY 223 Funding 14,251 14,251 Description and Scope Whitaker Gateway Park, an 8-acre waterfront park, is located at 1455 N. Tamiami Trail, Sarasota. The park is owned and operated by the City of Sarasota. The park is zoned RMF3 (Residential, Multi-Family). The project consists of constructing a fenced or walled, off-leash dog park. This project and its operation will be managed by the City of Sarasota. Rationale Currently there are no off-leash dog parks operated by the City of Sarasota. Construction of the new dog park will re-energize the park because of the new amenity and will increase capacity for Whitaker Gateway Park. Projected increase in park user capacity is estimated to be an additional 8% of total current usage. Funding Strategy The dog park at Whitaker Gateway Park will be funded through Park Impact Fees collected within the City of Sarasota. Operating Budget Impacts There is no anticipated impact to the County's operating budget. The City of Sarasota will maintain the park. Project Map Schedule of Activities Project Activities From - To Amount Construction 1/18-9/19 14,251 Total Budgetary Cost Estimate: 14,251 Means of Financing Funding Source Amount City of Sarasota Park Impact Fees 14,251 Fiscal Year Total Programmed Funding: 14,251 Future Funding Requirements: Parks, Recreation and Natural Resources

228 FY 219 thru 223 Proposed Capital Improvement Program Parks, Recreation and Natural Resources Project Title: Eastwood Park Soccer Field Project #: 9313 Category: Parks and Recreation LMS: No Location: District #2-422 West Cornelius Circle, Sarasota Status: Proposed Comprehensive Plan Information Project Location CIE Project: Yes Plan Reference: Table 14-1 District: District #2 LOS/Concurrency: No Project Need: Other Location: 422 West Cornelius Circle, Sarasota Programmed Funding Programmed Appropriated Future Funding To Date FY 219 FY 22 FY 221 FY 222 FY 223 Funding 48,892 48,892 Description and Scope Eastwood Park, a 1.8-acre neighborhood park, is located at 422 W. Cornelius Circle, Sarasota. The park is owned and operated by the City of Sarasota. The park is zoned RSF3 (Residential, Single Family). The project consists of constructing a new soccer field. This project and its operation will be managed by the City of Sarasota. Rationale Constructing a new soccer field will increase the usage of the park. The park is not currently being utilized by the neighborhood residents. No amenities currently exist except for a small tot-lot playground and three small picnic pavilions with one table each. After meeting with residents to inquire about their needs, a soccer field was overwhelmingly requested for Eastwood Park. The park doesn't currently have a soccer field or any amenities for youth and families to enjoy. The new soccer field will allow for multiple recreational activities when not being used for soccer. Programming is being planned, by the City of Sarasota, to get the neighborhood outdoors and engaged. Funding Strategy The soccer field at Eastwood Park will be funded through Park Impact Fees collected within the City of Sarasota. Operating Budget Impacts There is no anticipated impact to the County's operating budget. The City of Sarasota will maintain the park. Project Map Schedule of Activities Project Activities From - To Amount Construction 1/18-9/19 48,892 Total Budgetary Cost Estimate: 48,892 Means of Financing Funding Source Amount City of Sarasota Park Impact Fees 48,892 Fiscal Year Total Programmed Funding: 48,892 Future Funding Requirements: Parks, Recreation and Natural Resources

229 139,69 Sarasota County Government FY 219 thru 223 Proposed Capital Improvement Program Parks, Recreation and Natural Resources Project Title: Eloise Werlin Park Additional Parking Project #: 9314 Category: Parks and Recreation LMS: No Location: District #2-42 John Ringling Causeway, Sarasota Status: Proposed Comprehensive Plan Information Project Location CIE Project: Yes Plan Reference: Table 14-1 District: District #2 LOS/Concurrency: No Project Need: Other Location: 42 John Ringling Causeway, Sarasota Programmed Funding Programmed Appropriated Future Funding To Date FY 219 FY 22 FY 221 FY 222 FY 223 Funding 139,69 Description and Scope Eloise Werlin Park, a.5-acre waterfront park, is located at 42 John Ringling Causeway, Sarasota. The park is owned and operated by the City of Sarasota. The park is zoned GU (Government Use). The project consists of installing/constructing eight additional parking spaces beneath the John Ringling Causeway Bridge. This project and its operation will be managed by the City of Sarasota. Rationale Eloise Werlin Park has received, through generous donations from Mr. Werlin, a commercial mid-sized playground for both pre- and school-age children that includes a decorative poured-in-place surface; commissioned artist seating/play pieces in the forms of butterflies, pelicans, and ospreys; landscaping that includes seashore paspalum turf, and a multitude of trees, palms, and flowering shrubs; and a new roof and restroom renovations at the Hart s Landing Bait Shop. With a new vendor operating Hart s Landing, there are plans to add fishing tournaments and environmental education workshops. The current parking spaces can no longer accommodate the increased number of people who wish to visit Eloise Werlin Park. Due to increased amenities and activities at Eloise Werlin Park and Hart's Landing, the current parking spaces can no longer accommodate the increased number of people who wish to visit Eloise Werlin Park. Projected increase in park user capacity is estimated to be an additional 25-3% of total current usage. Funding Strategy The additional parking at Eloise Werlin Park will be funded through Park Impact Fees collected within the City of Sarasota. Operating Budget Impacts There is no anticipated impact to the County's operating budget. The City of Sarasota will maintain the park. Project Map Schedule of Activities Project Activities From - To Amount Construction 1/18-9/19 139,69 Total Budgetary Cost Estimate: 139,69 Means of Financing Funding Source Amount City of Sarasota Park Impact Fees 139,69 Fiscal Year Total Programmed Funding: 139,69 Future Funding Requirements: Parks, Recreation and Natural Resources

230 799,584 Sarasota County Government FY 219 thru 223 Proposed Capital Improvement Program Parks, Recreation and Natural Resources Project Title: Longwood Park Pickleball Improvements Project #: 9316 Category: Parks and Recreation LMS: No Location: District #1-65 Longwood Run Blvd., Sarasota, FL Status: Proposed Comprehensive Plan Information Project Location CIE Project: Yes Plan Reference: Table 14-1 District: District #1 LOS/Concurrency: Yes Project Need: Growth Location: 65 Longwood Run Blvd., Sarasota, FL Programmed Funding Programmed Appropriated Future Funding To Date FY 219 FY 22 FY 221 FY 222 FY 223 Funding 799,584 Description and Scope This 2-acre multi-use recreation facility includes indoor rental space for classes and events as well as a reservable pavilion. In addition to lighted outdoor basketball and tennis courts, the Miracle League baseball field provides recreational opportunities for children and young adults with special needs. This project is anticipated to include, but not limited to, 6 new pickleball courts, restriping one existing tennis court to accommodate pickleball, concrete sidewalks, overflow parking spaces, and stormwater. Rationale Integral to the community s high quality of life are a variety of locally, regionally, nationally and even globally recognized parks and recreation opportunities. The Parks, Preserves, and Recreation Strategic Master Plan has identified a growing need for additional pickleball courts in North County. The addition of 6 courts plus adding pickleball striping to one existing tennis court will bring the total pickleball court quantity on site to eight, with two of the courts being lit. This will provide additional capacity at Longwood Park suitable for both drop-in and tournament level pickleball play. Funding Strategy Funding for this project will be from North County Park Impact Fees. Operating Budget Impacts Impact Description FY 219 FY 22 FY 221 FY 222 FY 223 Operating Expenditures 2, 5,5 2, Total Operating Budget Impacts 2, 5,5 2, Project Map Schedule of Activities Project Activities From - To Amount Project Management 1/18-9/21 73,5 Design/Engineering 1/18-9/21 156,5 Construction 1/18-9/21 57,484 Total Budgetary Cost Estimate: 799,584 Means of Financing Funding Source Amount North County Parks Impact Fees 799,584 Fiscal Year Total Programmed Funding: 799,584 Future Funding Requirements: Parks, Recreation and Natural Resources

231 FY 219 thru 223 Proposed Capital Improvement Program Parks, Recreation and Natural Resources Project Title: Osprey Junction Trailhead Master Plan Project #: Category: Parks and Recreation LMS: No Location: District #5-939 East Bay Street, Osprey, FL Status: Proposed Comprehensive Plan Information Project Location CIE Project: Yes Plan Reference: Table 14-1 District: District #5 LOS/Concurrency: Yes Project Need: Growth Location: 939 East Bay Street, Osprey, FL Programmed Funding Programmed Appropriated Future Funding To Date FY 219 FY 22 FY 221 FY 222 FY 223 Funding 1,162,749 1,162,749 Description and Scope This 1 acre neighborhood park serves as a trailhead for the Legacy Trail and provides opportunities to walk through a shaded oak hammock and small lakes. The proposed project is anticipated to include, but not limited to, the following amenities: small restroom, improved parking lot and grass overflow parking lot, sidewalks, fencing, picnic areas with 2-pole shelters, stormwater, and landscaping. Rationale Integral to the community s high quality of life are a variety of locally, regionally, nationally and even globally recognized parks and recreation opportunities. With the extension of Bay Street farther east, additional neighborhoods will be within close driving range of this park which is already a popular trailhead for the Legacy Trail, and the proposed restroom is a much needed amenity along this stretch of the Legacy Trail. A conceptual Master Plan has been developed for the site. Funding Strategy This project will be funded with South County Park Impact Fees. Operating Budget Impacts Impact Description FY 219 FY 22 FY 221 FY 222 FY 223 Operating Expenditures 23,721 23,721 23,721 Total Operating Budget Impacts 23,721 23,721 23,721 Project Map Schedule of Activities Project Activities From - To Amount Project Management 1/18-9/21 6, Design/Engineering 1/18-9/21 195, Construction 1/18-9/21 97,749 Total Budgetary Cost Estimate: 1,162,749 Means of Financing Funding Source Amount South County Parks Impact Fees 1,162,749 Fiscal Year Total Programmed Funding: 1,162,749 Future Funding Requirements: Parks, Recreation and Natural Resources

232 FY 219 thru 223 Proposed Capital Improvement Program Parks, Recreation and Natural Resources Project Title: Red Bug Slough Preserve - Parking Expansion Project #: Category: Natural Resources LMS: No Location: District #4-52 Beneva Road, Sarasota, FL Status: Proposed Comprehensive Plan Information Project Location CIE Project: No Plan Reference: Table 14-1 District: District #4 LOS/Concurrency: No Project Need: Growth Location: 52 Beneva Road, Sarasota, FL Programmed Funding Programmed Appropriated Future Funding To Date FY 219 FY 22 FY 221 FY 222 FY 223 Funding 248,96 248,96 Description and Scope This 72-acre preserve is a great place to enjoy a remnant piece of natural Florida nestled in the midst of suburban Sarasota; part of the Great Florida Birding Trail, the preserve offers shady hiking trails, a butterfly garden, and a small playground. The proposed project is anticipated to include, but not limited to, the following amenities: shell parking areas, one additional concrete ADA parking space, and fencing. Rationale Integral to the community s high quality of life are a variety of locally, regionally, nationally and even globally recognized parks and recreation opportunities. The addition of roughly 15 parking spaces would significantly increase the parking capacity at this site. Funding Strategy Funding for this project is available from the Environmentally Sensitive Land Protection Program. There are no operating budget impacts. Operating Budget Impacts Project Map Schedule of Activities Project Activities From - To Amount Project Management 1/19-9/22 44, Design/Engineering 1/19-9/22 8,5 Construction 1/19-9/22 123,596 Total Budgetary Cost Estimate: 248,96 Means of Financing Funding Source Amount ESLPP Environmentally Sensitive Lands Protection Program 248,96 Fiscal Year Total Programmed Funding: 248,96 Future Funding Requirements: Parks, Recreation and Natural Resources

233 FY 219 thru 223 Proposed Capital Improvement Program Parks, Recreation and Natural Resources Project Title: Athletic Field Improvements Program Project #: 9367 Category: Parks and Recreation LMS: No Location: Countywide Status: Existing Project - Additional Funding Programmed Comprehensive Plan Information Project Location CIE Project: Yes Plan Reference: Table 14-1 District: Countywide LOS/Concurrency: Yes Project Need: Deficiency Location: Countywide Programmed Funding Programmed Appropriated Future Funding To Date FY 219 FY 22 FY 221 FY 222 FY 223 Funding 8,393,876 5,951,936 95, 35, 51, Description and Scope 55, 81,94 Replacement and renovation of athletic ball fields and associated amenities as well as purchase of new associated amenities, such as bleachers, athletic field lighting, shade structures, turf, etc. Rationale Highly used assets must be replaced or renovated on a regular schedule in order to protect asset investment and reduce risk. Such improvements are subject to municipal interlocal agreements and/or leases with athletic leagues. Funding Strategy Surtax III - Selected County Parks Program to provide funding. Operating Budget Impacts Impact Description FY 219 FY 22 FY 221 FY 222 FY 223 Operating Expenditures 285, 285, 285, 285, 285, Total Operating Budget Impacts 285, 285, 285, 285, 285, Project Map Schedule of Activities Project Activities From - To Amount Construction 1/11-9/24 8,393,876 Total Budgetary Cost Estimate: 8,393,876 Means of Financing Funding Source Amount Infrastructure Surtax III - General Government 8,393,876 Fiscal Year Total Programmed Funding: 8,393,876 Future Funding Requirements: Parks, Recreation and Natural Resources

234 49, 148,532 Sarasota County Government FY 219 thru 223 Proposed Capital Improvement Program Parks, Recreation and Natural Resources Project Title: Bay Street Park Dog Park Design and Construction Project #: 9394 Category: Parks and Recreation LMS: No Location: District #4-3 Bay Street, Osprey Status: Existing Project - Additional Funding Programmed Comprehensive Plan Information Project Location CIE Project: Yes Plan Reference: Table 14-1 District: District #4 LOS/Concurrency: Yes Project Need: Growth Location: 3 Bay Street, Osprey Programmed Funding Programmed Appropriated Future Funding To Date FY 219 FY 22 FY 221 FY 222 FY 223 Funding 341,468 Description and Scope This capital project will design, permit, and construct a dog park at Bay Street Park, 3 Bay Street, Osprey. Proposed amenities include fenced dog enclosures, parking, sidewalks, stormwater ponds, 2-pole shelters, drinking fountain, and landscaping. Rationale The Board-adopted Sarasota County Parks, Preserves, and Recreation Strategic Master Plan provides that by the year 235, 3 additional dog parks will be required to meet the recommended facilties Levels of Service (LOS) standards of 1 dog park per 35, residents. Parks Implementation Strategy 5.3 of the Master Plan provides that a one to two-year focus shall be identifying existing spaces that can be repurposed for dog parks. This capital project will allow for the repurposing of a portion of the existing Bay Street Park facility to meet the recommended LOS. It will further satisfy a facility need identified by the Palmer Ranch Master Association. Funding Strategy This project would qualify for use of both North and South County Park Impact Fees. Operating Budget Impacts Impact Description FY 219 FY 22 FY 221 FY 222 FY 223 Operating Expenditures 13,875 55,55 55,55 55,55 55,55 Total Operating Budget Impacts 13,875 55,55 55,55 55,55 55,55 Project Map Schedule of Activities Project Activities From - To Amount Project Management 1/17-9/2 67,232 Design/Engineering 1/17-9/2 56, Land/Right-of-Way 1/17-9/2 25,3 Construction 1/18-9/2 341,468 Total Budgetary Cost Estimate: 49, Funding Source Means of Financing Amount South County Parks Impact Fees 245, North County Parks Impact Fees 245, Fiscal Year Total Programmed Funding: 49, Future Funding Requirements: Parks, Recreation and Natural Resources

235 FY 219 thru 223 Proposed Capital Improvement Program Parks, Recreation and Natural Resources Project Title: Countywide Park ADA Improvements Program Project #: 9395 Category: Parks and Recreation LMS: No Location: Countywide Status: Existing Project - Additional Funding Programmed Comprehensive Plan Information Project Location CIE Project: Yes Plan Reference: Table 14-1 District: Countywide LOS/Concurrency: No Project Need: Growth, Deficiency Location: Countywide Programmed Funding Programmed Appropriated Future Funding To Date FY 219 FY 22 FY 221 FY 222 FY 223 Funding 66, 14, 145, 125, 145, Description and Scope 15, Improvements to various parks and preserves county-wide that will bring them into compliance with the American with Disabilities Act. Rationale It is the county's desire that all our facilities can be enjoyed equally by all its citizens and visitors. Many of the parks and preserves are not compliant with the Americans with Disabilities Act. Parks, Recreation and Natural Resources has been assessing facilities and preparing a Transition Plan through a contractual consultant. The next step is to remove as many access barriers as is possible. Funding Strategy This CIP project is funded with Surtax III General. Operating Budget Impacts Project Map Schedule of Activities Project Activities From - To Amount Construction 1/17-9/22 66, Total Budgetary Cost Estimate: 66, Means of Financing Funding Source Amount Infrastructure Surtax III - General Government 66, Fiscal Year Total Programmed Funding: 66, Future Funding Requirements: Parks, Recreation and Natural Resources

236 32,776,551 16,435,591 Sarasota County Government FY 219 thru 223 Proposed Capital Improvement Program Parks, Recreation and Natural Resources Project Title: ESLPP Environmentally Sensitive Land Protection Program Project #: Category: Natural Resources LMS: No Location: Countywide Status: Existing Project - Additional Funding Programmed Comprehensive Plan Information Project Location CIE Project: Yes Plan Reference: Table 14-1 District: Countywide LOS/Concurrency: No Project Need: Other Location: Countywide Programmed Funding Programmed Appropriated Future Funding To Date FY 219 FY 22 FY 221 FY 222 FY 223 Funding 3,229,675 2,796,745 3,233,621 Description and Scope 3,437,339 3,643,58 Acquire or otherwise protect environmentally sensitive lands in accordance with the provisions of Sarasota County Ordinance Annual proceeds will be derived from up to a.25 mill ad-valorem tax increase & bonding/borrowing. Purchases are contingent upon acquisition of appropriate sites, conservation easement, etc. In 25 the program was expanded to include Neighborhood Parkland. Florida Statute requires revenues to be budgeted at 95%. Rationale To further the County's Comprehensive Plan, as revised by the Board of County Commissioners, by acquiring physically linking natural areas into a contiguous system, or otherwise protecting environmentally significant lands through a voluntary program. This addresses the Neighborhood Preservation/Enhancement, Growth Management, and Fiscal Sustainability strategic initiatives set forth by the Board of County Commissioners. Funding Strategy Funding provided by County Environmentally Sensitive Lands Protection Referendum, approved by voters March 9, Initial funding began with the November 1999 tax collection of a.25 mill ad-valorem tax continuing through 219. In 25 the tax collection was expanded to the year 229 and the program expanded to include Neighborhood Parkland. Funding also includes short-term commercial paper borrowing and long-term revenue bonds to be repaid by ad-valorem taxes as needed. Operating Budget Impacts Since inception of the program, 1% of ad valorem revenue collected is set aside for land management costs, including prescribed burning and exotic species control. These funds are kept in a separate Fund 198, established to support maintenance activities. This amount was increased to 15% starting in FY18. The non-personnel costs for the other 85%-9% (Fund 398) are for actual land costs and all ancillary acquisition costs. These costs are dependent on market timing and size of parcel purchased. 'Start up' costs, to cover initial fencing, security and specially designated site management activities, are part of individual CIP fund accounts set up for pending land purchases. In 213, the Commission authorized that up to 15% of land acquisition cost can be allocated for start-up costs without prior Commission approval, by adoption of Ordinance & Resolution Project Map Schedule of Activities Project Activities From - To Amount Land/Right-of-Way 1/99-9/29 32,776,551 Total Budgetary Cost Estimate: 32,776,551 Means of Financing Funding Source Amount ESLPP Environmentally Sensitive Lands Protection Program 32,776,551 Fiscal Year Total Programmed Funding: 32,776,551 Future Funding Requirements: Parks, Recreation and Natural Resources

237 FY 219 thru 223 Proposed Capital Improvement Program Parks, Recreation and Natural Resources Project Title: Natural Area Improvement Program Project #: 9353 Category: Parks and Recreation LMS: No Location: Countywide - To be Determined Status: Existing Project - Additional Funding Programmed Comprehensive Plan Information Project Location CIE Project: No Plan Reference: District: Countywide LOS/Concurrency: No Project Need: Other Location: To be Determined Programmed Funding Programmed Appropriated Future Funding To Date FY 219 FY 22 FY 221 FY 222 FY 223 Funding 1,667,712 12,212 37,5 1,24, Description and Scope Public use improvements and facilities such as restrooms, water access, trails, boardwalks, and parking areas are anticipated for natural areas and for existing and and future sites within the Neighborhood Parkland Acquisition and Environmentally Sensitive Lands Protection Programs. Rationale Public access to our natural areas will instill in and enhance visitor's appreciation for Florida's natural environments. Coupled with an educational component, these parks and preserves influence public perception and awareness about the need to be environmentally responsible. Access to these areas will also serve as connections to the County-wide trails system. The County's natural areas and nature centers will play a vital role in contributing to sustainability and implementation of Sarasota County's sustainability policies. Funding Strategy Surtax III Funding for the total Natural Areas Program is in the amount of $3,613,432. Operating Budget Impacts No new impacts anticipated until particular improvements are identified. Project Map Schedule of Activities Project Activities From - To Amount Construction 1/9-9/24 1,667,712 Total Budgetary Cost Estimate: 1,667,712 Means of Financing Funding Source Amount Infrastructure Surtax III - General Government 1,667,712 Fiscal Year Total Programmed Funding: 1,667,712 Future Funding Requirements: Parks, Recreation and Natural Resources

238 FY 219 thru 223 Proposed Capital Improvement Program Parks, Recreation and Natural Resources Project Title: Neighborhood Parkland Program (ESLPP) Project #: Category: Parks and Recreation LMS: No Location: Countywide Status: Existing Project - Additional Funding Programmed Comprehensive Plan Information Project Location CIE Project: Yes Plan Reference: Table 14-1 District: Countywide LOS/Concurrency: No Project Need: Other Location: Countywide Programmed Funding Programmed Appropriated Future Funding To Date FY 219 FY 22 FY 221 FY 222 FY 223 Funding 14,365,113 3,343,32 2,115,556 2,29,894 2,155,748 Description and Scope 2,291,56 2,429,53 Acquire sites suitable for public beach access and/or urban green space preservation. This project serves as a funding source to provide for preliminary appraisals, surveys, and various site assessments that are required for pre-purchase suitability as well as some improvements to those sites. Actual land acquisition and subsequent land management costs will be provided through ESLPP/Parkland revenue funding as various land parcels are identified and specific projects opened to acquire each parcel. Rationale The Board of County Commissioners has identified the acquisition of sites suitable for public beach and water access as a priority as well as the need to preserve urban greenspace. Pursuant to the Comprehensive Plan, the County shall continue to expand beach and waterfront access acquisition efforts, in particular, those that increase the number of public access points. Likewise, the Parks and Recreation Master Plan recommends that the county aggressively pursue additional shoreline access whenever feasible. This addresses the Neighborhood Preservation/Enhancement, Growth Management, and Fiscal Sustainability strategic initiatives set forth by the Board of County Commissioners. Funding Strategy Funding is provided by the County Environmentally Sensitive Lands Protection Referendum, originally approved by voters on March 9, Initial funding began with the November 1999 collection of a.25 mill ad-valorem tax that was to continue through 219. In 25, the tax collection period was extended to the year 229 and the acquisition program was expanded to include Neighborhood Parklands. Operating Budget Impacts Operating impacts will be evaluated and determined based on the acquisition and will be brought forward for approval with the final real estate contract. Project Map Schedule of Activities Project Activities From - To Amount Land/Right-of-Way 1/6-9/29 14,365,113 Total Budgetary Cost Estimate: 14,365,113 Funding Source Means of Financing Amount ESLPP Environmentally Sensitive Lands Protection Program 14,344,963 Series 8 ESLPP/Parkland Bond / ESLPP-Parkland 2,15 Fiscal Year Total Programmed Funding: 14,365,113 Future Funding Requirements: Parks, Recreation and Natural Resources

239 FY 219 thru 223 Proposed Capital Improvement Program Parks, Recreation and Natural Resources Project Title: Parks Infrastructure Renovation, Upgrade, and Replacement Program Project #: 9379 Category: Parks and Recreation LMS: No Location: Countywide Status: Existing Project - Additional Funding Programmed Comprehensive Plan Information Project Location CIE Project: Yes Plan Reference: Table 14-1 District: Countywide LOS/Concurrency: No Project Need: Deficiency, Other Location: Countywide Programmed Funding Programmed Appropriated Future Funding To Date FY 219 FY 22 FY 221 FY 222 FY 223 Funding 3,69,948 2,16, 1,344,948 15, Description and Scope Parks and Recreation has many facilities and amenities that have reached their useful life and are due for major repair and/or replacement. Programmatic funding will allow for scheduled repairs and replacement rather than issues emerging as last minute emergencies. These funds would be utilized for building and amenity repairs and upgrades as they are identified. Rationale Programmed funding would allow for repair and replacement to be scheduled and programmed rather than reactive. This would also prevent closure of facilities due to last minute emerging issues and addition future costs due to improper care and prevention. Funding Strategy Project funding includes $124,32 provided through an existing Commercial Paper borrowing (CPGG FY6C) and Surtax 3 funding of $3,485,646. Operating Budget Impacts There is no anticipated additional Operating Budget Impact. Project Map Schedule of Activities Project Activities From - To Amount Construction 1/14-9/2 3,69,948 Total Budgetary Cost Estimate: 3,69,948 Funding Source Means of Financing Amount Infrastructure Surtax III - General Government 3,485,646 FY6 C/P Borrow C \ General Revenues 124,32 Fiscal Year Total Programmed Funding: 3,69,948 Future Funding Requirements: Parks, Recreation and Natural Resources

240 1,33, 81, Sarasota County Government FY 219 thru 223 Proposed Capital Improvement Program Parks, Recreation and Natural Resources Project Title: Playgrounds and Shade Structures Program Project #: 9369 Category: Parks and Recreation LMS: No Location: Countywide Status: Existing Project - Additional Funding Programmed Comprehensive Plan Information Project Location CIE Project: Yes Plan Reference: Table 14-1 District: Countywide LOS/Concurrency: Yes Project Need: Deficiency Location: Countywide Programmed Funding Programmed Appropriated Future Funding To Date FY 219 FY 22 FY 221 FY 222 FY 223 Funding 4, 18, Description and Scope 1, 2, Provide new and replacement playgrounds and playground equipment, adult exercise equipment, shade structures, accessible surfaces, and accessible exercourse equipment for multiple park sites. Rationale Aging playgrounds require removal or replacement as safety is a priority. Adding shade structures to playgrounds has been a priority to reduce risk to the children and allow for longer times of usage during the heat of the day. Adding adult exercise equipment promotes health of the community and ADA access for this type of equipment is desirable. Funding Strategy Surtax III - Selected County Parks Program to provide funding in the amount of $1,54,. Donated funds of $3, received from the Friends of Sarasota County Parks, and a FY221 transfer from the ADA Access Awareness in the amount of $8,. Operating Budget Impacts No new Operating costs anticipated. 32, Project Map Schedule of Activities Project Activities From - To Amount Construction 1/11-9/24 1,65, Total Budgetary Cost Estimate: 1,65, Funding Source Means of Financing Amount Infrastructure Surtax III - General Government 1,22, Capital Improvement Projects 8, Contributed Capital - Private Donation 3, Fiscal Year Total Programmed Funding: 1,33, Future Funding Requirements: 32, Parks, Recreation and Natural Resources

241 PLANNING AND DEVELOPMENT SERVICES

242 Fiscal Year 219 Proposed Strategic Financial Plan Planning and Development Services Index 16-1 Organizational Chart 16-2 Strategic Message 16-3 Operating Budget Summary Code Enforcement Planning & Zoning Building Environmental Protection Property Management Capital Project Summary Fiscal Year Planning and Development Services

243 Fiscal Year 219 Proposed Strategic Financial Plan Planning and Development Services Planning and Development Services Total FY219 Proposed FTEs = Code Enforcement Total FY219 Proposed FTEs = 18. Planning & Zoning Total FY219 Proposed FTEs = 49.2 Building Total FY219 Proposed FTEs = 74.2 Environmental Protection Total FY219 Proposed FTEs = 26.4 Property Management Total FY219 Proposed FTEs = 11. Fiscal Year Planning and Development Services

244 Sarasota County Gov ernment Fiscal Year 219 Proposed Strategic Financial Plan Planning and Development Services Vision Mission To be a recognized leader in the planning and development of a premier community. Develop and implement a framework for sustainable growth that promotes a balance with the public health, safety, and welfare. Summary of Services Planning and Development Services assists the Board of County Commissioners, through the County Administrator, in the development and administration of public policies, regulations, and programs that plan, protect and preserve a safe, sustainable community. Daily activities include land use and zoning, planning and redevelopment, Englewood CRA, neighborhood services, land development services, environmental protection and permitting, building permitting and inspections, code enforcement, and community housing. We will continue to measure and review the business trends, look for process improvements, strive for high performance and quality customer service, and continue to examine our role in the planning and implementation of the comprehensive plan recognizing the importance of sound, proactive planning and neighborhood efforts. Planning and Development Services Divisions Division Planning and Zoning Summary of Services Major program areas include: Planning, Zoning, Neighborhood Services, Land Development Environmental Protection Major program areas include: Air and Water Quality, Environmental Planning, Environmental Permitting Building Code Enforcement Real Estate Major program areas include: Permitting Centers North and South, Plans Examinations, Inspections, Unpermitted Unlicensed Enforcement Major program areas include: General Code Enforcement Major program areas include property acquisition, surplus and leasing including: CIP and non-cip related right-of-way and easement acquisition; land interests through developer agreements and other governmental agencies and utility providers; Real Estate transactions related to Parks and Environmentally Sensitive Lands Protection Program (ESLPP); and process plat and street vacations Advisory Boards Board of Zoning Appeals Building Code Board of Adjustments and Appeals Coastal Adv isory Committee Dev elopment Serv ices Adv isory Committee Englewood Community Redev elopment Area Adv isory Board General Contractors Licensing & Examining Board Mechanical Contractors Licensing & Examining Board Neighborhood Initiativ e Grant Adv isory Committee Planning Commission Public Facilities Financing Adv isory Board Sarasota Tree Adv isory Council Af f ordable Housing Adv isory Board Fiscal Year Planning and Development Services

245 Sarasota County Gov ernment Fiscal Year 219 Proposed Strategic Financial Plan Department Objectiv es Goal Exceed Customer Expectations Provide Excellent Service Sarasota County Dashboard Improve Efficiency of PDS Processes, Practices and Technology Cultivate an Innovative Organization Sarasota County Dashboard Successfully Complete Planning Strategic Major Initiatives Cultivate an Innovative Organization Sarasota County Dashboard Contribute to Fiscal Sustainability Ensure Fiscal Sustainability Sarasota County Dashboard Improve Employee Morale and Culture Cultivate an Innovative Organization Sarasota County Dashboard Be a Convener of Public Engagements Planning and Zoning Provide Excellent Service Sarasota County Dashboard Efficiently and Effectively Implement Community Programs Planning and Zoning Provide Excellent Service Sarasota County Dashboard Improve Efficiency of PDS Processes, Practices and Technology Planning and Zoning Cultivate an Innovative Organization Sarasota County Dashboard Seek Out Redevelopment Opportunities Planning and Zoning Plan for Positive Development and Redevelopment Sarasota County Dashboard Build Relationships and Facilitate Successful Community Outcomes Environmental Protection Provide Excellent Service Sarasota County Dashboard Maximize Operational Efficiency and Effectiveness Environmental Protection Improve Efficiency of PDS Processes, Practices and Technology Planning and Zoning Protect and Restore the Environment Environmental Protection Be Environmental Stewards Sarasota County Dashboard Exceed Customer Expectations Building Provide Excellent Service Sarasota County Dashboard Improve Efficiency of PDS Processes, Practices and Technology Building Cultivate an Innovative Organization Sarasota County Dashboard Plan for Positive Development and Redevelopment Building Plan for Positive Development and Redevelopment Sarasota County Dashboard Performance Key Performance Indicators On Target Caution Behind No Target Set New Next FY Suspended Fiscal Year Planning and Development Services

246 Sarasota County Gov ernment Fiscal Year 219 Proposed Strategic Financial Plan Department Major Initiativ e Goal Description Update Percent Complete Target End Date A discussion was held at the May 25 th budget workshop on affordable housing. During that meeting the Board provided direction to bring forward potential revisions to County Code to allow for halfdwelling unit density considerations for residential units 75 square feet or less (consistent with Mobility Free criteria) located within the Urban Service Boundary. Creative Affordable Housing Solutions Plan for Positive Development and Redevelopment Sarasota County Dashboard Develop and implement strategies to assist Sarasota County residents in need of affordable housing. This priority will directly challenge obstacles to affordable and workforce housing relating to fees, regulations and engagement. Engagement techniques will be utilized to vet ideas and solutions with local stakeholders such as the Affordable Housing Advisory Committee (AHAC). Based on this guidance, staff is moving forward with preparing documents for public discussion and will seek public input on a possible ordinance amendment. Staff will then draft an ordinance amendment and bring it forward for the Board s consideration. Additionally, the Board discussed Utility Capacity fees during the May 25 th discussion. Resulting from that discussion, staff is moving forward with preparing materials for Board consideration implementing.5 EDU value for housing units less than 75 square feet, as well as other potential rate/fee considerations that could support affordable housing. Final recommendations from the Utilities Capacity Fees study may cause this value to be adjusted. 5 % 1/16/19 A review of county property was also presented during this workshop. As such, the county s escheated lots have been identified and will be moved to surplus category B for upcoming sale. Proceeds from the sale of these lots will be designated for affordable housing. The Affordable Housing Advisory Committee (AHAC) continues to meet monthly to complete the Local Housing Assistance Plan. The development of the plan is expected to take 12 months and is intended to be complete by December 218. Fiscal Year Planning and Development Services

247 Sarasota County Gov ernment Fiscal Year 219 Proposed Strategic Financial Plan Create a Unified Development Code (UDC) that Updates the Land Development and Zoning Regulations Plan for Positive Development and Redevelopment Sarasota County Dashboard The intent of this initiative is to create a Unified Development Code that updates and brings together the County s Land Development Regulations (Chapter 74 of the Sarasota County Code) and Zoning Regulations (Appendix A of the Sarasota County Code), while making sure that they align with the Comprehensive Plan. Sarasota County staff have been working with the consulting firm of Calvin, Giordano & Associates (CGA) to create the Unified Development Code (UDC), which will bring together and update the County s Zoning Regulations and Land Development Regulations. This is an 18 month project that commenced in March 217. Phase I of this 3 phased effort is complete. Phase II is also complete, which included engaging the community through public workshops to discuss items that needed attention and review draft language for the UDC. Phase III is currently ongoing and focuses on the full public review and hearing process. As part of this phase, the first formal draft of the UDC is currently available on the County s UDC Project web page and in hard copy format. The Planning Commission has three meetings scheduled in July to review the first formal draft, including July 12, 19, and 26. Once the initial 3 public hearings being held by the Planning Commission are completed, CGA will produce a report summarizing all input received through the public hearing process, and present it back to the Planning Commission toward the end of August (tentatively set for August 3th). 8 % 9/3/18 Increase Workforce Housing Inventory Plan for Positive Development and Redevelopment Sarasota County Dashboard This initiative represents phase 2 of housing affordability focusing on implementation of regulatory strategies to increase workforce housing inventory as well as other potential recommendations from the Housing Affordability report. Efforts are underway to stimulate the increase of workforce housing inventory through various techniques including policy changes, fee considerations and community engagement. 25 % 3/31/19 Fiscal Year Planning and Development Services

248 Sarasota County Gov ernment Fiscal Year 219 Proposed Strategic Financial Plan Implement Land Information Management System Update Plan for Positive Development and Redevelopment Sarasota County Dashboard Obtain Land Information Management System (LIMS) software and implement a modernized system that enables the County to use best technology practices creating more efficient and effective permitting, licensing, and enforcement programs, thereby enhancing customer service delivery. The County has issued an Invitation to Negotiate (ITN) to aid in the process of identifying, negotiating and selecting the preferred LIMS system. The contract on the current LIMS system expires in December 219. An Invitation to Negotiate was issued and closed and responses are currently in the review process. 1 % 12/31/19 Fiscal Year Planning and Development Services

249 Sarasota County Gov ernment Fiscal Year 219 Proposed Strategic Financial Plan Performance Highlights # of Permits Issued (Total Number-ALL permit types included Permitting and Inspections Group, Zoning, Land Development ROW and Culvert) - Prior FYTD vs. Current FYTD 32, 26,343 31,36 21 ANALYSIS: A total of 3,957 permits were issued in June FY18. This is the highest number of permits ever issued (going back to 24), and an increase of 18% over this same time frame last year. 24, 2 PYTD Actual 26,343 16, 19 8, 18% 18 Jun FYTD Actual 31,36 PYTD Actual Percent Change FYTD Actual # of Single Family Dwelling Unit Permits Issued - FYTD Comparison ANALYSIS: 1,5 1, 5 4% 6% 1% -16% % % ,31-1% -% 1, ,182 1,153-2% 2% % -2% 124 New Single Family dwelling unit permits were issued in June 218. This represents a 2% decrease in the total number of new SF permits issued compared to last fiscal year during this same period. PYTD Actual 1,182 Oct-17 Nov-17 Dec-17 Jan-18 Feb-18 Mar-18 Apr-18 May-18 Jun-18-4% FYTD Actual 1,153 PYTD Actual Percent Change FYTD FYTD Actual Fiscal Year Planning and Development Services

250 Sarasota County Gov ernment Fiscal Year 219 Proposed Strategic Financial Plan 7,5 # of Dwelling Units Approved through Rezone Petitions ANALYSIS: there has been an 85.5% decrease in the number of dwelling units approved through rezone in FY18 compared to FY17. This can be attributed to large projects being approved in FY17 east of I-75. 5,63 5, PYTD Actual 5,63 2,5 814 Jun-18 FYTD Actual 814 PYTD Actual FYTD Actual 1, 75, 5, 25, # of Inspections Performed by Building/Inspections Unit 89,744 97,98 13% 12% 11% 1% Percent Change ANALYSIS: Inspections reached an all time high in March 218. During April 218 the trend continued with 11,92 inspections being performed. May saw another increase when 11,727 inspections were performed. In June, 11,396 inspections were performed. This represents a 9% increase in the total number of inspections performed as compared to June FY17. Part-time Inspector (Advance Contract) completed 241 inspections, and 1 full time Contract Inspector (Plans Review and Inspections Term Contract) completed 474 inspections this month. These were not calculated in the Average # of Building Inspections per FTE. PYTD Actual 89,744 9% Jun-18 9% PYTD Actual FYTD Actual Percent Change FYTD Actual 97,98 Fiscal Year Planning and Development Services

251 Sarasota County Gov ernment Fiscal Year 219 Proposed Strategic Financial Plan Dashboard Measure Objectiv es Series Status Jun-18 Planning and Zoning # of Buildable Lots Planning and Zoning Improve Efficiency of PDS Processes, Practices and Technology Planning and Zoning PYTD Actual 933 FYTD Actual 1,152 Planning and Zoning # of Dwelling Units Approved through Rezone Petitions Planning and Zoning Improve Efficiency of PDS Processes, Practices and Technology Planning and Zoning PYTD Actual 5,63 FYTD Actual 814 Planning and Zoning # of Neighborhood Workshops, Current/Long Range Planning Planning and Zoning Be a Convener of Public Engagements Planning and Zoning PYTD Actual 43 FYTD Actual 44 Planning and Zoning # of Rezones/Special Exceptions Completed Planning and Zoning Improve Efficiency of PDS Processes, Practices and Technology Planning and Zoning PYTD Actual 33 FYTD Actual 27 Planning and Zoning % of Land Development Reviews On Time Monthly Planning and Zoning Improve Efficiency of PDS Processes, Practices and Technology Planning and Zoning Avg On Time Performance By Reviewer (85% Target) 94% Plan for Positive Development and Redevelopment Sarasota County Dashboard Overall On Time Performance (85% Target) 43% Target 85% Planning and Zoning # of Subdivision Projects Approved LDS Planning and Zoning Improve Efficiency of PDS Processes, Practices and Technology Planning and Zoning FYTD Actual 11 PYTD Actual 14 Planning and Zoning # of DRC/Site & Development Reviews Planning and Zoning Plan for Positive Development and Redevelopment Sarasota County Dashboard PYTD Actual 381 FYTD Actual 376 YTD Target 18 Percent Change -1% Environmental Protection # of Non-Compliance Cases Environmental Protection Maximize Operational Efficiency and Effectiveness Environmental Protection PYTD Actual 172 FYTD Actual 249 Environmental Protection # of Days Meeting Air Quality Standards Environmental Protection Protect and Restore the Environment Environmental Protection PYTD Actual 273 FYTD Actual 271 YTD Target 272 Fiscal Year Planning and Development Services

252 Sarasota County Gov ernment Fiscal Year 219 Proposed Strategic Financial Plan Environmental Protection # of Environmental Permits Environmental Protection Maximize Operational Efficiency and Effectiveness Environmental Protection PYTD Actual 1,966 FYTD Actual 1,993 Building # of Permits Initiated Building Exceed Customer Expectations Building PYTD Actual 27,411 FYTD Actual 32,595 % Change 19% Building # of Commercial/Non-Residential Permits Issued (New Structures) Building Exceed Customer Expectations Building PYTD Actual 58 Plan for Positive Development and Redevelopment Sarasota County Dashboard FYTD Actual 13 YTD Target 9 Percent Change 78% Non-Residential Structures 1 New Commercial Structures 4 Building # of Inspections Performed by Building/Inspections Unit Building Improve Efficiency of PDS Processes, Practices and Technology Building PYTD Actual 89,744 FYTD Actual 97,98 YTD Target 67,5 Percent Change 9% Building # of Internet Permits Issued Building Improve Efficiency of PDS Processes, Practices and Technology Building PYTD Actual 15,314 FYTD Actual 19,69 Percent Change 28% % of Permits Issued Online 63% Building # of Permits Issued (Total Number-ALL permit types included Permitting and Inspections Group, Zoning, Land Development ROW and Culvert) - Prior FYTD vs. Current FYTD Building Plan for Positive Development and Redevelopment Sarasota County Dashboard PYTD Actual 26,343 FYTD Actual 31,36 YTD Target 19,8 Percent Change 18% Fiscal Year Planning and Development Services

253 Sarasota County Gov ernment Fiscal Year 219 Proposed Strategic Financial Plan Building # of Single Family Dwelling Unit Permits Issued Building Exceed Customer Expectations Building PYTD Actual 1,182 Plan for Positive Development and Redevelopment Sarasota County Dashboard FYTD Actual 1,153 YTD Target 9 Percent Change FYTD -2% Building Construction Value in Dollars of Commercial Permits (In Millions) Building PYTD Actual $ 8.91 FYTD Actual $ Building % New Commercial On Time Reviews Monthly Building Improve Efficiency of PDS Processes, Practices and Technology Building Reviewer On Time Performance Avg (85% Target) 9% Plan for Positive Development and Redevelopment Sarasota County Dashboard Permit Issuance on Time Performance (85% Target) 36% Target 85% # Commercial Permits 14 Building % Single Family Residential Permit Reviews On Time Monthly Building Improve Efficiency of PDS Processes, Practices and Technology Building Reviewer On Time Performance 84% Plan for Positive Development and Redevelopment Sarasota County Dashboard Permit Issuance on Time Performance % 23% Target 85% # SFR Permits 124 Code Enforcement Enforcement Measures Code Enforcement Exceed Customer Expectations Code Enforcement PYTD Investigations 3,582 Plan for Positive Development and Redevelopment Sarasota County Dashboard FYTD Investigations 3,723 Code Enforcement % of Code Enforcement Citizen Complaints Addressed within 48 Hours Code Enforcement Improve Efficiency of PDS Processes, Practices and Technology Code Enforcement PYTD Avg 91% Plan for Positive Development and Redevelopment Sarasota County Dashboard FYTD Avg 89% YTD Target 9% Fiscal Year Planning and Development Services

254 Fiscal Year 219 Proposed Strategic Financial Plan Planning and Development Services Operating Budget Summary FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Expenditure Summary Actual Adopted Proposed Planned Projected Projected Projected Personnel Services 12,43,849 14,39,79 14,251,744 14,233,925 14,233,925 14,233,925 14,233,925 Operating Expenditures 4,425,374 11,385,687 11,91,642 5,556,56 5,17,592 5,23,844 5,42,45 Internal Services 1,386,483 1,673,641 2,17,73 2,17,73 2,17,73 2,17,73 2,17,73 Internal Service Automotive 692,12 633,45 619, , , , ,859 Internal Service EIT 1,621,638 1,775,443 1,858,79 1,858,79 1,858,79 1,858,79 1,858,79 Capital Outlay 59,921 16,925 96,5 15, 15, 15, 15, Grants In Aid 697,76 6,66,543 6,353,24 149, 149, 149, 149, Subtotal 21,313,984 35,68,768 37,251,767 24,62,622 24,64,158 24,7,41 24,88,611 Reserves - 861, , , , ,611 1,447,227 Transfers Out 2,998,426 2,457,525 2,92,152 1,887,778 1,886,173 2,729,143 1,891,178 Reserves and Transfers 2,998,426 3,318,871 3,584,44 2,64,364 2,835,85 3,21,754 3,338,45 Total Budgetary Costs 24,312,41 38,999,639 4,836,27 27,26,986 26,899,963 27,272,164 27,427,16 FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Funding Sources Actual Adopted Proposed Planned Projected Projected Projected General Fund 6,88,831 7,22,332 6,852,659 6,831,719 6,83,159 6,83,159 6,83,159 Development Services Fund 7,582,954 1,397,515 12,599,256 11,33,716 1,54,14 1,538,542 1,548,923 Tourist Development - Beach Maintenance Fund 148, , , , , , ,853 Community Development Block Grant Fund 1,14,289 3,796,814 4,249, Local Air Program Fund 286,91 331,44 49,69 344,69 344,69 344,69 344,69 South Siesta Key Beach Renourishment - 61,58 61,58 61,58 61,58 61,58 61,58 Assessments Fund West Coast Inland Navigation District Grant 1,57,935 4,521,8 3,814, Fund Advanced Grants Fund 489,467 87, ,42 584, , , ,129 Reimbursement Grants Fund 139, , , Housing & Community Development Fund 5,783 3,365,226 2,963, Pollution Recovery Fund 75, ,995 77,986 44,986 44,986 44,986 44,986 Land Development Regulation Fund 3,486,453 2,478,942 2,93,818 2,94,178 2,93,818 2,93,818 2,93,818 Zoning Fund 1,297,83 1,217,798 1,43,475 1,43,475 1,43,475 1,43,475 1,43,475 Tourist Development - Project Related Fund 133,275 2, 25, 15, 1, 1, 1, Reforestation Fund 598 1,425 13,8 1,8 1,8 1,8 1,8 Englewood Community Redevelopment Fund 937,94 2,157,17 2,239,658 2,315,116 2,553,715 2,927,388 3,71,859 Public Works Fund 1,71,431 1,298,952 1,613,744 1,613,744 1,613,744 1,613,744 1,613,744 Total Revenues 24,312,41 38,999,639 4,836,27 27,26,986 26,899,963 27,272,164 27,427,16 FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Staffing Summary Actual Adopted Proposed Planned Projected Projected Projected Code Enforcement Planning & Zoning Building Environmental Protection Property Management Total Full-Time Equivalents (FTE) Fiscal Year Planning and Development Services

255 Fiscal Year 219 Proposed Strategic Financial Plan Code Enforcement Operating Budget Summary FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Expenditure Summary Actual Adopted Proposed Planned Projected Projected Projected Personnel Services 1,145,413 1,319,35 1,279,448 1,279,448 1,279,448 1,279,448 1,279,448 Operating Expenditures 83, ,48 198,42 199,62 198,42 198,42 198,42 Internal Services 13,513 7,851 16,395 16,395 16,395 16,395 16,395 Internal Service Automotive 19, , , , , , ,592 Internal Service EIT 129,63 147,56 131, , , , ,661 Subtotal 1,481,871 1,83,93 1,742,138 1,743,698 1,742,138 1,742,138 1,742,138 Total Budgetary Costs 1,481,871 1,83,93 1,742,138 1,743,698 1,742,138 1,742,138 1,742,138 FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Funding Sources Actual Adopted Proposed Planned Projected Projected Projected General Fund 1,481,871 1,83,93 1,742,138 1,743,698 1,742,138 1,742,138 1,742,138 Total Revenues 1,481,871 1,83,93 1,742,138 1,743,698 1,742,138 1,742,138 1,742,138 FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Staffing Summary Actual Adopted Proposed Planned Projected Projected Projected Code Enforcement Total Full-Time Equivalents (FTE) Fiscal Year Planning and Development Services

256 Fiscal Year 219 Proposed Strategic Financial Plan Planning & Zoning Operating Budget Summary FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Expenditure Summary Actual Adopted Proposed Planned Projected Projected Projected Personnel Services 3,748,267 4,2,82 4,238,351 4,238,351 4,238,351 4,238,351 4,238,351 Operating Expenditures 1,472,9 2,897,894 3,13,523 1,445,675 1,452,473 1,46,197 1,468,17 Internal Services 446, ,99 486, , , , ,674 Internal Service Automotive 6,8 53,458 53,49 53,49 53,49 53,49 53,49 Internal Service EIT 614, ,92 627, , , , ,781 Capital Outlay 8,273 1,5 12,2 12,2 12,2 12,2 12,2 Grants In Aid 697,76 6,66,543 6,353,24 149, 149, 149, 149, Subtotal 7,48,817 14,349,8 14,875,259 7,13,171 7,19,969 7,27,693 7,35,513 Reserves - 83,21 628,71 662, , ,644 1,395,76 Transfers Out 2,896,972 1,892,22 1,36,132 1,345,278 1,344,923 2,185,143 1,345,678 Reserves and Transfers 2,896,972 2,722,232 1,934,23 2,7,397 2,238,838 2,64,787 2,741,438 Total Budgetary Costs 9,945,789 17,71,24 16,89,462 9,2,568 9,258,87 9,632,48 9,776,951 FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Funding Sources Actual Adopted Proposed Planned Projected Projected Projected General Fund 3,7,66 3,54,423 3,226,799 3,27,799 3,27,799 3,27,799 3,27,799 Community Development Block Grant Fund 1,14,289 3,796,814 4,249, Advanced Grants Fund 11,62 299, , Reimbursement Grants Fund 139, , , Housing & Community Development Fund 5,783 3,365,226 2,963, Land Development Regulation Fund 3,486,453 2,478,942 2,93,818 2,94,178 2,93,818 2,93,818 2,93,818 Zoning Fund 1,297,83 1,217,798 1,43,475 1,43,475 1,43,475 1,43,475 1,43,475 Englewood Community Redevelopment Fund 937,94 2,157,17 2,239,658 2,315,116 2,553,715 2,927,388 3,71,859 Total Revenues 9,945,789 17,71,24 16,89,462 9,2,568 9,258,87 9,632,48 9,776,951 FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Staffing Summary Actual Adopted Proposed Planned Projected Projected Projected Planning & Zoning Total Full-Time Equivalents (FTE) Fiscal Year Planning and Development Services

257 Fiscal Year 219 Proposed Strategic Financial Plan Building Operating Budget Summary FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Expenditure Summary Actual Adopted Proposed Planned Projected Projected Projected Personnel Services 4,788,289 5,425,311 5,628,638 5,61,819 5,61,819 5,61,819 5,61,819 Operating Expenditures 836,558 2,958,943 3,633,67 3,138,616 2,644,914 2,643,442 2,653,823 Internal Services 792,23 947,526 1,115,679 1,115,679 1,115,679 1,115,679 1,115,679 Internal Service Automotive 44,85 329,523 33,434 33,434 33,434 33,434 33,434 Internal Service EIT 656, , , , , , ,168 Capital Outlay 2, Subtotal 7,481,5 1,397,515 11,545,986 11,33,716 1,54,14 1,538,542 1,548,923 Transfers Out 11,454-1,53, Reserves and Transfers 11,454-1,53, Total Budgetary Costs 7,582,954 1,397,515 12,599,256 11,33,716 1,54,14 1,538,542 1,548,923 FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Funding Sources Actual Adopted Proposed Planned Projected Projected Projected Development Services Fund 7,582,954 1,397,515 12,599,256 11,33,716 1,54,14 1,538,542 1,548,923 Total Revenues 7,582,954 1,397,515 12,599,256 11,33,716 1,54,14 1,538,542 1,548,923 FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Staffing Summary Actual Adopted Proposed Planned Projected Projected Projected Building Total Full-Time Equivalents (FTE) Fiscal Year Planning and Development Services

258 Fiscal Year 219 Proposed Strategic Financial Plan Environmental Protection Operating Budget Summary FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Expenditure Summary Actual Adopted Proposed Planned Projected Projected Projected Personnel Services 2,15,921 2,232,52 2,239,917 2,239,917 2,239,917 2,239,917 2,239,917 Operating Expenditures 1,885,231 5,141,745 4,817,4 622, , , ,157 Internal Services 18,297 2,185 29,238 29,238 29,238 29,238 29,238 Internal Service Automotive 111,57 122, , , , , ,912 Internal Service EIT 15, ,337 19,269 19,269 19,269 19,269 19,269 Capital Outlay 48,93 96,425 84,3 2,8 2,8 2,8 2,8 Subtotal 4,23,364 7,85,2 7,474,64 3,198,293 3,148,293 3,148,293 3,148,293 Reserves - 31,136 54,217 54,467 55,717 52,967 51,467 Transfers Out - 565,53 542,75 542,5 541,25 544, 545,5 Reserves and Transfers - 596, , , , , ,967 Total Budgetary Costs 4,23,364 8,41,839 8,71,67 3,795,26 3,745,26 3,745,26 3,745,26 FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Funding Sources Actual Adopted Proposed Planned Projected Projected Projected General Fund 1,599,299 1,867,816 1,883,722 1,88,222 1,88,222 1,88,222 1,88,222 Tourist Development - Beach Maintenance Fund 148, , , , , , ,853 Local Air Program Fund 286,91 331,44 49,69 344,69 344,69 344,69 344,69 South Siesta Key Beach Renourishment - 61,58 61,58 61,58 61,58 61,58 61,58 Assessments Fund West Coast Inland Navigation District Grant 1,57,935 4,521,8 3,814, Fund Advanced Grants Fund 477, , , , , , ,129 Reimbursement Grants Fund , Pollution Recovery Fund 75, ,995 77,986 44,986 44,986 44,986 44,986 Tourist Development - Project Related Fund 133,275 2, 25, 15, 1, 1, 1, Reforestation Fund 598 1,425 13,8 1,8 1,8 1,8 1,8 Total Revenues 4,23,364 8,41,839 8,71,67 3,795,26 3,745,26 3,745,26 3,745,26 FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Staffing Summary Actual Adopted Proposed Planned Projected Projected Projected Environmental Protection Total Full-Time Equivalents (FTE) Fiscal Year Planning and Development Services

259 Fiscal Year 219 Proposed Strategic Financial Plan Property Management Operating Budget Summary FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Expenditure Summary Actual Adopted Proposed Planned Projected Projected Projected Personnel Services 732,96 861, ,39 865,39 865,39 865,39 865,39 Operating Expenditures 146, ,697 15,6 15,6 15,6 15,6 15,6 Internal Services 115, ,17 522, , , , ,717 Internal Service Automotive 5,888 5,512 5,431 5,431 5,431 5,431 5,431 Internal Service EIT 7,52 65,432 7,2 7,2 7,2 7,2 7,2 Subtotal 1,71,431 1,298,952 1,613,744 1,613,744 1,613,744 1,613,744 1,613,744 Total Budgetary Costs 1,71,431 1,298,952 1,613,744 1,613,744 1,613,744 1,613,744 1,613,744 FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Funding Sources Actual Adopted Proposed Planned Projected Projected Projected Public Works Fund 1,71,431 1,298,952 1,613,744 1,613,744 1,613,744 1,613,744 1,613,744 Total Revenues 1,71,431 1,298,952 1,613,744 1,613,744 1,613,744 1,613,744 1,613,744 FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Staffing Summary Actual Adopted Proposed Planned Projected Projected Projected Property Management Total Full-Time Equivalents (FTE) Fiscal Year Planning and Development Services

260 Fiscal Year 219 Proposed Strategic Financial Plan Planning and Development Services Appropriated Capital Budgetary Summary FY 219 FY 22 FY 221 FY 222 FY 223 Project Title To Date Proposed Planned Projected Projected Projected Funding Community Redevelopment Englewood CRA Residential/Commercial Transition Overlay District Future Total Estimated Cost , ,73 S. McCall Road Improvements 416,622 2,246, ,662,811 West Dearborn Street Improvements 547,975 5,22, ,75,95 - Englewood West Dearborn Street Plaza 397, ,575 Community Redevelopment Total 1,362,172 7,449, , ,651,66 Environmental Protection Spoil Island Restoration Program 2,485, ,485,317 Environmental Protection Total 2,485, ,485,317 Neighborhoods Neighborhood Improvements Program Permitting 2,697, 5, 5, 5, 5, 25, 25, 5,197, Neighborhoods Total 2,697, 5, 5, 5, 5, 25, 25, 5,197, Land Management, Permitting & Licensing System (LMPLS) 4,8, ,8, Permitting Total 4,8, ,8, Total Estimated CIP Project Cost 11,344,489 7,949,164 5, 5, 1,339,73 25, 25, 22,133,383 Total CIP Budgetary Cost 11,344,489 7,949,164 5, 5, 1,339,73 25, 25, 22,133,383 Fiscal Year Planning and Development Services

261 Fiscal Year 219 Proposed Strategic Financial Plan Appropriated FY 219 Funding Source To Date Proposed Current Revenues Planning and Development Services Capital Funding Summary FY 22 FY 221 FY 222 FY 223 Planned Projected Projected Projected 5 Year Programmed Total Funding Ad Valorem Taxes 1,124,597 68, ,73-1,519,798 2,644,395 Gen Govt Infrastructure Surtax III 2,934,575 5, 5, 5, 5, 25, 2,25, 5,184,575 (9-24) General Fund Revenues 5, ,953 Grants 1,536, ,536,33 Pollution Recovery Funds 66, ,779 User Charges 4,8, ,8, Funding Source Total 11,8,234 1,18,68 5, 5, 1,339,73 25, 3,769,798 14,778,32 Non-Current Rev - Long Term Debt Obligation Gen Govt Infrastructure Surtax III (9-24) Funding Source Total Non-Current Rev - Short Term Debt Obligation 336, , , ,255 Englewood CRA - 6,769, ,769,96 6,769,96 Funding Source Total - 6,769, ,769,96 6,769,96 Total CIP Project Funding 11,344,489 7,949,164 5, 5, 1,339,73 25, 1,538,894 21,883,383 Total CIP Funding 11,344,489 7,949,164 5, 5, 1,339,73 25, 1,538,894 21,883,383 *Refer to Volume II - Capital Improvement Program for detail project information Fiscal Year Planning and Development Services

262 839,73 Sarasota County Government FY 219 thru 223 Proposed Capital Improvement Program Planning and Development Services Project Title: Englewood CRA Residential/Commercial Transition Overlay District Project #: Category: Community Redevelopment LMS: No Location: District #5 - See project map below Status: Existing Project - Additional Funding Programmed Comprehensive Plan Information Project Location CIE Project: No Plan Reference: District: District #5 LOS/Concurrency: No Project Need: Location: See project map below Programmed Funding Programmed Appropriated Future Funding To Date FY 219 FY 22 FY 221 FY 222 FY 223 Funding Description and Scope 839,73 This project calls for the installation of pedestrian street lights, pervious concrete sidewalks, wayfinding signage and drainage where necessary. Boardwalks will be installed where piping of the ditch may not be an option. This project will begin the design phase in 222 with construction to follow. Rationale The Residential/Commercial Transition Overlay District (RCTOD) has been in place for approximately 7 years and only three properties have redevelopment under these guidelines. Creating a pedestrian - walkable - environment will help to spur redevelopment in this area. Connecting this area to Dearborn Street will make it more attractive to artists and businesses. Funding Strategy The project will be funded with Tax Incremental Financing (TIF) established for the Englewood CRA for $839,73 in FY222 and Future Funding TIF for $6,292,794 in FY Operating Budget Impacts Project Map Schedule of Activities Project Activities From - To Amount Project Management 1/21-9/25 272,78 Design/Engineering 1/21-9/23 566,95 Total Budgetary Cost Estimate: 839,73 Means of Financing Funding Source Amount Englewood CRA 839,73 Fiscal Year Total Programmed Funding: 839,73 Future Funding Requirements: Planning and Development Services

263 4,947, 2,697, Sarasota County Government FY 219 thru 223 Proposed Capital Improvement Program Planning and Development Services Project Title: Neighborhood Improvements Program Project #: Category: Neighborhoods LMS: No Location: Countywide Status: Existing Project - Additional Funding Programmed Comprehensive Plan Information Project Location CIE Project: No Plan Reference: FLU 4.1.1; 4.1.3; District: Countywide LOS/Concurrency: No Project Need: Other Location: Countywide Programmed Funding Programmed Appropriated Future Funding To Date FY 219 FY 22 FY 221 FY 222 FY 223 Funding 5, 5, 5, Description and Scope 5, 25, Neighborhoods throughout Unincorporated Sarasota County have various projects including park improvements, sidewalks, streetscape enhancements and other projects as part of Neighborhood Planning efforts. Sarasota County has produced Community Plans since In 23, the County began a formal Neighborhood Planning Program. This CIP project is a program funded to help implement Neighborhood Plans. Rationale The main component is Neighborhood Planning, through which citizens identify Capital Improvements in their neighborhoods. The Neighborhood Planning Program is also cited in the Comprehensive Plan as FLU Policies 4.1.1; 4.1.3; These neighborhood projects tend to be smaller infrastructure improvements and may not be otherwise covered in the larger Capital Improvement Programs. Funding Strategy Surtax III Funding to be spread across the years of the Surtax III program and throughout various neighborhoods as directed by the Board of County Commissioners. Operating Budget Impacts The Operating Impact will have to be evaluated as each project is designated. Impact Description FY 219 FY 22 FY 221 FY 222 FY 223 Operating Expenditures 2, 2,1 2,25 2,315 2,431 Total Operating Budget Impacts 2, 2,1 2,25 2,315 2,431 25, Project Map Schedule of Activities Project Activities From - To Amount Construction 1/1-9/24 5,197, Total Budgetary Cost Estimate: 5,197, Means of Financing Funding Source Amount Infrastructure Surtax III - General Government 4,947, Fiscal Year Total Programmed Funding: 4,947, Future Funding Requirements: 25, Planning and Development Services

264 2,662, ,622 Sarasota County Government FY 219 thru 223 Proposed Capital Improvement Program Planning and Development Services Project Title: S. McCall Road Improvements Project #: Category: Community Redevelopment LMS: No Location: District #5 - South McCall Road from Dearborn Street south to SR776 Status: Existing Project - Additional Funding Programmed Comprehensive Plan Information Project Location CIE Project: No Plan Reference: District: District #5 LOS/Concurrency: No Project Need: Location: South McCall Road from Dearborn Street south to SR776 Programmed Funding Programmed Appropriated Future Funding To Date FY 219 FY 22 FY 221 FY 222 FY 223 Funding 2,246,189 Description and Scope This project calls for the installation of pedestrian street lights, on-street pervious parking, pervious sidewalks, street trees and wayfinding signage. Rationale The community would like to expand the Main Street Overlay District down S. McCall Road to provide additional retail and commercial space. In order to do that, amenities need to be added such as pedestrian street lights, on-street parking, landscaping, additional sidewalks and signage. Funding Strategy The project will be funded with Tax Incremental Financing (TIF) established for the Englewood CRA and a Commercial Paper borrow in FY219. Operating Budget Impacts Project Map Schedule of Activities Project Activities From - To Amount Project Management 1/17-9/2 233,68 Design/Engineering 1/17-9/2 293,25 Construction 1/18-9/2 2,135,953 Total Budgetary Cost Estimate: 2,662,811 Funding Source Means of Financing Amount Commerical Paper FY19-22 / Englewood CRA 2,246,189 Englewood CRA 416,622 Fiscal Year Total Programmed Funding: 2,662,811 Future Funding Requirements: Planning and Development Services

265 5,75,95 547,975 Sarasota County Government FY 219 thru 223 Proposed Capital Improvement Program Planning and Development Services Project Title: West Dearborn Street Improvements - Englewood Project #: Category: Community Redevelopment LMS: No Location: District #5 - W. Dearborn St. between Old Englewood Rd. and SR776 Status: Existing Project - Additional Funding Programmed Comprehensive Plan Information Project Location CIE Project: No Plan Reference: District: District #5 LOS/Concurrency: No Project Need: Location: W. Dearborn St. between Old Englewood Rd. and SR776 Programmed Funding Programmed Appropriated Future Funding To Date FY 219 FY 22 FY 221 FY 222 FY 223 Funding 5,22,975 Description and Scope This project calls for the replacement of existing pedestrian LED lights, street trees placed in silva cells to allow for additional growth, wayfinding signage, permeable paver sidewalks, gateway feature, resurfacing Dearborn Street and additional on-street pervious parking. Where existing concrete is removed, it will be replaced with pervious concrete. Rationale The existing lighting is approximately 12 years old and the bulbs are constantly burning out and in need of replacement. The fixtures have also oxidized and to repaint all of them is approximately $12,. and guaranteed for 2 years. Funding Strategy The project will be funded with Tax Incremental Financing (TIF) established for the Englewood CRA and a Commercial Paper borrow in FY219. Operating Budget Impacts Project Map Schedule of Activities Project Activities From - To Amount Project Management 1/17-9/2 49,2 Design/Engineering 1/17-9/2 357,65 Construction 1/18-9/2 4,984,1 Total Budgetary Cost Estimate: 5,75,95 Funding Source Means of Financing Amount Commerical Paper FY19-22 / Englewood CRA 4,522,97 Englewood CRA 1,228,43 Fiscal Year Total Programmed Funding: 5,75,95 Future Funding Requirements: Planning and Development Services

266 PUBLIC UTILITIES

267 Fiscal Year 219 Proposed Strategic Financial Plan Public Utilities Index 17-1 Organizational Chart 17-2 Strategic Message 17-3 Operating Budget Summary 17-8 Public Utilities Admin 17-9 Solid Waste 17-1 Utilities Program Management Capital Project Summary Fiscal Year Public Utilities

268 Fiscal Year 219 Proposed Strategic Financial Plan Public Utilities Public Utilities Total FY219 Proposed FTEs = Public Utilities Admin Total FY219 Proposed FTEs = 1.8 Solid Waste Total FY219 Proposed FTEs = 35.2 Utilities Total FY219 Proposed FTEs = Fiscal Year Public Utilities

269 Sarasota County Gov ernment Preliminary Strategic Financial Plan Public Utilities Vision Mission Public Utilities will provide sustainable water resources and operate manmade systems that protect public safety, while balancing the needs of people and the environment. Protect and preserve our quality of life by providing comprehensive, innovative, cost-effective, reliable and environmentally sustainable programs that reflect the values of our community. Summary of Services Utilities is devoted to protecting and preserving quality of life by providing a comprehensive and holistic approach to water supply, flood protection, surface and ground water protection/enhancement, protection/restoration of the County's natural systems for the sustainability of our water resources. Solid Waste utilizes an integrated solid waste management system to provide comprehensive solid waste services to the citizens of Sarasota County. The integrated system includes the collection of materials in the unincorporated area of the county, special waste programs that are available to all citizens residing in the county and facilities that are utilized for the processing, separation, diversion or disposal of materials and or waste. Public Utilities Divisions Division Solid Waste Summary of Services Weekly collection of garbage, yard waste and recycling by a contracted hauler in the unincorporated areas of the county as well as the weekly curbside collection on an as needed basis for electronics, motor oil, bulk items, appliances and tires Special waste collection programs household hazardous waste, Project Green Sweep (businesses), electronics, used motor oil, rechargeable batteries, residential sharps, permanent collection centers, mobile collection events and you call you haul programs Operation or management of solid waste processing and disposal facilities Protection of the environment through permit monitoring and compliance, engineering controls and maintenance Litter abatement program Keep Sarasota County Beautiful Public education programs Green Business Partnership, recycling Water/Wastewater The Water/Wastewater Division within Public Utilities provides water and wastewater utility services to over 9, active accounts. These services include the treatment and delivery of potable water from multiple sources throughout the region, wastewater collection, treatment and disposal using five separate wastewater treatment facilities, and reclaimed water to be used as an alternative irrigation supply throughout the unincorporated areas of Sarasota County. The Division carries out long-range water supply planning activities to ensure future water supplies are made available, as well as planning for necessary system improvements for the delivery of utility services. Advisory Boards Water and Sewer Advisory Committee [WASAC] Keep Sarasota County Beautiful Advisory Committee (KSCB) Department Objectiv es Goal Improve Asset Management Systems (Maximo/GIS) Maintain and Enhance Existing Infrastructure Sarasota County Dashboard Improve Community Awareness of Public Utilities on Environmental Impact Be Environmental Stewards Sarasota County Dashboard Manage Systems to Maintain Financial Health Ensure Fiscal Sustainability Sarasota County Dashboard Fiscal Year Public Utilities

270 Sarasota County Gov ernment Preliminary Strategic Financial Plan Performance Key Performance Indicators On Target Caution Behind No Target Set New Next FY Suspended Fiscal Year Public Utilities

271 Sarasota County Gov ernment Preliminary Strategic Financial Plan Department Major Initiativ e Goal Description Update Percent Complete Target End Date The Utility is developing a scope for a work assignment to address the six-step process proposed. Plan and Prepare for Vulnerabilities in the Water and Wastewater System Be Environmental Stewards Sarasota County Dashboard The purpose of this project is to evaluate the environmental vulnerabilities to Sarasota County s Public Utilities Department ( Utility ) water and wastewater system infrastructure. 1. Analyze Climate Projections 2. Perform an Infrastructure Inventory 3. Conduct a Vulnerability Assessment 4. Perform Vulnerability Prioritization 5. Identify Adaption Strategies 6. Develop Adaption Plan 1 % 9/3/2 Performance Highlights 4,. Tons of Recyclables Collected ANALYSIS: The amount of recyclables is nearly equivalent in FY18 as compared to FY17 through June ,. PYTD Actual 21, May-17 Jun-17 Jul-17 Aug-17 Sep-17 Oct-17 Nov-17 Dec-17 Jan-18 Feb-18 Mar-18 Apr-18 May-18 Jun-18 Newspaper Corrugated Containers Mixed Paper Steel Cans Aluminm Cans PET Natural HDPE Colored HDPE Plastics #3-#7 Glass (3 Mix) Aseptic Containers Rejects FYTD Actual 21, % % of Total Available Drinking Water Capacity Utilization ANALYSIS: There has been a slight increase in the drinking water capacity utilization of.84% in FY18 as compared to FY17. 5.% 54.42% 54.55% 56.3% 57.97% 53.15% 62.33% 57.66% 55.25% 53.42% PYTD Avg 55.28% 25.% % Oct-17 Nov-17 Dec-17 Jan-18 Feb-18 Mar-18 Apr-18 May-18 Jun-18 FYTD Avg 56.12% Actual Prior Year Actual Fiscal Year Public Utilities

272 Sarasota County Gov ernment Preliminary Strategic Financial Plan Dashboard Measure Objectiv es Series Status Jun-18 Public Utilities # of Public Meetings and Outreach Events Improve Community Awareness of Public Utilities on Environmental Impact PYTD Actual 25 FYTD Actual 33 YTD Target 9 Solid Waste Average Pounds of Waste Diverted Solid Waste Improve Community Awareness of Public Utilities on Environmental Impact Solid Waste PYTD Actual 7. FYTD Actual 7.3 YTD Target 1. Solid Waste Average Pounds of Waste Generated Solid Waste Improve Community Awareness of Public Utilities on Environmental Impact Solid Waste PYTD Actual 4.9 FYTD Actual 4.6 YTD Target 6.8 Solid Waste Remaining Active Landfill Disposal Capacity Solid Waste To Sustain or Increase the Life of the Active Landfill Disposal Unit Solid Waste PYTD Actual 8.9 FYTD Actual 6.75 YTD Target 8.4 Solid Waste Tons of Recyclables Collected Solid Waste To Sustain or Increase the Life of the Active Landfill Disposal Unit Solid Waste PYTD Actual 21, FYTD Actual 21, Utilities % of Beaches Meeting Bacteria Standards Utilities Sustain Healthy Beaches and Protect Public Health Utilities PYTD Avg 99.13% FYTD Avg 99.11% YTD Target 1.% Utilities % of Total Available Drinking Water Capacity Utilization Utilities To Provide an Adequate and Safe Supply of Drinking Water Utilities PYTD Avg 55.28% FYTD Avg 56.12% YTD Target 8.% Utilities % of Water Loss Utilities Enhance Public Utilities Infrastructure Reliability Utilities PYTD Avg 6.71% FYTD Avg 7.49% Fiscal Year Public Utilities

273 Sarasota County Gov ernment Preliminary Strategic Financial Plan YTD Target 1.% Utilities Gallons of Water Utilized Per Capita Per Day Utilities To Provide an Adequate and Safe Supply of Drinking Water Utilities PYTD Avg 82. FYTD Avg 81.4 YTD Target 1. Stormwater # of Miles of Pipe Assessed for Renewal and Replacement Stormwater To Maintain Stormwater System Integrity Stormwater PYTD Actual 13.5 FYTD Actual 16.2 YTD Target Fiscal Year Public Utilities

274 Fiscal Year 219 Proposed Strategic Financial Plan Public Utilities Operating Budget Summary FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Expenditure Summary Actual Adopted Proposed Planned Projected Projected Projected Personnel Services 16,442,329 16,833,533 18,439,579 18,421,37 18,421,37 18,421,37 18,421,37 Operating Expenditures 14,664,275 89,759,28 88,922,851 9,622,154 91,884,725 93,197,14 94,73,772 Internal Services 5,59,69 5,384,326 6,329,824 6,329,824 6,329,824 6,329,824 6,329,824 Internal Service Automotive 3,122,717 4,37,19 8,193,323 3,544,643 3,544,643 3,544,643 3,544,643 Internal Service EIT 2,347,178 2,359,21 2,529,812 2,529,812 2,529,812 2,529,812 2,529,812 Capital Outlay - 536, ,69 38,752 38,752 38,752 38,752 Grants In Aid 4, 5,4 5,4 5,4 5,4 5,4 5,4 Subtotal 131,64,19 118,915,66 124,837, ,761, ,24, ,336, ,87,24 Reserves - 338, Transfers Out 43,727,942 52,292,245 57,542,64 53,779,95 5,295,89 56,92,1 49,758,159 Reserves and Transfers 43,727,942 52,63,415 57,542,67 53,78,16 5,295,875 56,92,76 49,758,225 Total Budgetary Costs 175,368, ,545, ,38, ,541, ,32,68 18,428, ,628,465 FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Funding Sources Actual Adopted Proposed Planned Projected Projected Projected Utility Franchise Fee Fund 156, ,38 163, , , , ,324 Sarasota County Utility System Operations and 128,87, ,977, ,49,79 124,563,88 123,49, ,939, ,282,878 Maintenance Fund Solid Waste Operations Fund 22,131,653 26,211,962 26,626,361 22,918,41 21,297,27 23,922,348 23,79,255 Bee Ridge Landfill Closure Fund -317, , , , , , ,591 Residential Franchise District Fund 23,16,726 24,179,429 24,593,15 25,634,616 26,552,566 27,55,392 28,494,439 Solid Waste Operating Grants Fund 19,135 25, 2, Phillipi Creek Septic System Replacement 1,425,719 1,431,73 1,433,892 1,433,892 1,433,892 1,433,892 1,433,892 Program Assessments Fund Lake Sarasota Assessments Fund 65,7 66,25 66,86 66,86 66,86 66,86 66,86 Total Revenues 175,368, ,545, ,38, ,541, ,32,68 18,428, ,628,465 FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Staffing Summary Actual Adopted Proposed Planned Projected Projected Projected Public Utilities Admin Solid Waste Utilities Total Full-Time Equivalents (FTE) Fiscal Year Public Utilities

275 Fiscal Year 219 Proposed Strategic Financial Plan Public Utilities Admin Operating Budget Summary FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Expenditure Summary Actual Adopted Proposed Planned Projected Projected Projected Personnel Services 643,48 66,579 1,21,23 1,21,23 1,21,23 1,21,23 1,21,23 Operating Expenditures -53, , ,12 698,12 698,12 698,12 698,12 Internal Services 567, ,944 8,274 8,274 8,274 8,274 8,274 Internal Service EIT 28,549 23,711 41,824 41,824 41,824 41,824 41,824 Capital Outlay - 31,85 31,85 31,85 31,85 31,85 31,85 Grants In Aid 4, 5,4 5,4 5,4 5,4 5,4 5,4 Subtotal 1,19,24 1,718,38 2,778,671 2,778,671 2,778,671 2,778,671 2,778,671 Total Budgetary Costs 1,19,24 1,718,38 2,778,671 2,778,671 2,778,671 2,778,671 2,778,671 FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Funding Sources Actual Adopted Proposed Planned Projected Projected Projected Sarasota County Utility System Operations and 1,5,64 1,46,427 2,379,58 2,379,58 2,379,58 2,379,58 2,379,58 Maintenance Fund Solid Waste Operations Fund 139, , , , , , ,613 Total Revenues 1,19,24 1,718,38 2,778,671 2,778,671 2,778,671 2,778,671 2,778,671 FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Staffing Summary Actual Adopted Proposed Planned Projected Projected Projected Public Utilities Admin Total Full-Time Equivalents (FTE) Fiscal Year Public Utilities

276 Fiscal Year 219 Proposed Strategic Financial Plan Solid Waste Operating Budget Summary FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Expenditure Summary Actual Adopted Proposed Planned Projected Projected Projected Personnel Services 2,63,986 2,357,971 2,516,61 2,516,135 2,516,135 2,516,135 2,516,135 Operating Expenditures 34,15,81 36,632,118 36,861,735 37,57,467 38,515,93 39,744,3 41,42,254 Internal Services 787,84 86, , , , , ,488 Internal Service Automotive 341, , , , , , ,825 Internal Service EIT 216, ,217 21,78 21,78 21,78 21,78 21,78 Capital Outlay - 237, 27,32 52,763 52,763 52,763 52,763 Subtotal 38,82,693 4,68,481 41,116,32 41,626,386 42,571,822 43,8,219 45,98,173 Reserves - 338, Transfers Out 6,627,481 9,7,329 1,151,124 7,289,249 5,275,749 7,625,499 7,184,499 Reserves and Transfers 6,627,481 1,38,433 1,151,124 7,289,249 5,275,749 7,625,499 7,184,499 Total Budgetary Costs 44,71,174 5,646,914 51,267,444 48,915,635 47,847,571 51,425,718 52,282,672 FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Funding Sources Actual Adopted Proposed Planned Projected Projected Projected Solid Waste Operations Fund 21,992,269 25,954,9 26,226,748 22,518,428 2,897,414 23,522,735 23,39,642 Bee Ridge Landfill Closure Fund -317, , , , , , ,591 Residential Franchise District Fund 23,16,726 24,179,429 24,593,15 25,634,616 26,552,566 27,55,392 28,494,439 Solid Waste Operating Grants Fund 19,135 25, 2, Total Revenues 44,71,174 5,646,914 51,267,444 48,915,635 47,847,571 51,425,718 52,282,672 FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Staffing Summary Actual Adopted Proposed Planned Projected Projected Projected Solid Waste Total Full-Time Equivalents (FTE) Fiscal Year Public Utilities

277 Fiscal Year 219 Proposed Strategic Financial Plan Utilities Operating Budget Summary FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Expenditure Summary Actual Adopted Proposed Planned Projected Projected Projected Personnel Services 13,167,863 13,814,983 14,721,775 14,73,699 14,73,699 14,73,699 14,73,699 Operating Expenditures 7,61,221 52,66,266 51,262,996 52,253,567 52,57,72 52,654,594 52,89,398 Internal Services 3,74,531 3,947,877 4,633,826 4,633,826 4,633,826 4,633,826 4,633,826 Internal Service Automotive 2,781,125 3,673,16 7,759,567 3,154,818 3,154,818 3,154,818 3,154,818 Internal Service EIT 2,12,155 2,124,282 2,286,28 2,286,28 2,286,28 2,286,28 2,286,28 Capital Outlay - 267, ,88 224, , , ,139 Subtotal 92,365,896 76,488,16 8,842,252 77,256,329 77,573,464 77,657,356 77,893,16 Reserves Transfers Out 37,1,461 42,591,916 47,391,48 46,49,71 45,2,6 48,466,511 42,573,66 Reserves and Transfers 37,1,461 42,591,982 47,391,546 46,49,767 45,2,126 48,466,577 42,573,726 Total Budgetary Costs 129,466, ,79, ,233, ,747,96 122,593,59 126,123,933 12,466,886 FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Funding Sources Actual Adopted Proposed Planned Projected Projected Projected Utility Franchise Fee Fund 156, ,38 163, , , , ,324 Sarasota County Utility System Operations and 127,818, ,416, ,57, ,83,794 12,93, ,46, ,83,584 Maintenance Fund Phillipi Creek Septic System Replacement 1,425,719 1,431,73 1,433,892 1,433,892 1,433,892 1,433,892 1,433,892 Program Assessments Fund Lake Sarasota Assessments Fund 65,7 66,25 66,86 66,86 66,86 66,86 66,86 Total Revenues 129,466, ,79, ,233, ,747,96 122,593,59 126,123,933 12,466,886 FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Staffing Summary Actual Adopted Proposed Planned Projected Projected Projected Utilities Total Full-Time Equivalents (FTE) Fiscal Year Public Utilities

278 Fiscal Year 219 Proposed Strategic Financial Plan Program Management Operating Budget Summary FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Expenditure Summary Actual Adopted Proposed Planned Projected Projected Projected Operating Expenditures 1,52 1, 1, 1, 1, 1, 1, Internal Services Subtotal 1,577 1,189 1,236 1,236 1,236 1,236 1,236 Total Budgetary Costs 1,577 1,189 1,236 1,236 1,236 1,236 1,236 FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Funding Sources Actual Adopted Proposed Planned Projected Projected Projected Sarasota County Utility System Operations and Maintenance Fund 1,577 1,189 1,236 1,236 1,236 1,236 1,236 Total Revenues 1,577 1,189 1,236 1,236 1,236 1,236 1,236 Fiscal Year Public Utilities

279 Fiscal Year 219 Proposed Strategic Financial Plan Appropriated Public Utilities Capital Budgetary Summary FY 219 FY 22 FY 221 FY 222 FY 223 Project Title To Date Proposed Planned Projected Projected Projected Funding Navigable Waterways Navigable Waterways Maintenance Management Program Future Total Estimated 128, ,511 Navigable Waterways Total 128, ,511 Potable Water Carlton WTF Design & Replacement of 5 EDR Units 25,624, ,624,555 Carlton WTF Replacement of 3 EDR Units - 1,, 1,7, 15,, ,7, Carlton WTF Replacement of Final ,, 5,, - - 6,, EDR Units Dona Bay Storage Facility 14,214, ,214,857 East Venice Ave. Water Line 265, ,85, - - 2,115, FDOT Water System Improvements 1,5, 7, 5, 5, 5, 5, - 4,2, Program Interconnect Water Main 1,632, 9,3, ,932, Improvements Peace River LWR Blvd Water Improvements 88, , Meter Replacement Program 9,4, 9, 1,2, 1,2, 1,2, 1,2, - 15,1, Oversizing Water Facilities Program 4,925,939 1,25, 1,25, 6, 6, 6, - 9,225,939 Potable Water Looping Program 4,23,1 2, 2, 1,1, 4, 5, - 6,63,1 Radio Telemetry Water Upgrade 2,99,415 4, 4, 4, 4, 4, - 4,99,415 Program Siesta Key Intracoastal Water Main 2,85, ,85, Siesta Key Large Water Meter 3,57, ,57,24 Replacement Program Siesta Key Water System - 8, 1,7, 1,2, 1,2, 45, - 5,35, Improvements SMR Water Improvements 4,266, ,266, SMR Water Telemetry Improvements 125, , Transmission Main & Improvements 1,, 5,8, ,8, Pump Station 3 US41 Venice Bypass Water 2,52, 3, ,82, Relocates Venice Gardens WTP Renovation, - 3, 3, 3, 3, 3, - 1,5, Replacement and Upgrade Program Water Line Extension - PCSSRP 14, ,821 Area D Water Main Rehabilitation Program 5,94, 9, 1,, 1,4, 1,4, 1,4, - 12,4, Water Site Improvements Program 2, 2, 2, 25, 1, 1, - 1,5, Waterline Extension - Area M West 48, 575, ,55, Reuse Water Potable Water Total 86,16,828 22,625, 8,45, 22,95, 12,95, 5,45, - 158,585,828 FDOT Reuse System Improvements 75, 25, 25, 25, 25, 25, - 2,, Program Honore Avenue Reclaimed Extension - 625, - 2,75, ,375, Interconnect Reuse Main Improvements 3,368, ,, ,368, North County ASR - Reuse 4,524, ,524,21 Oversizing Reuse Facilities Program 1,3, 25, 25, 25, 25, 25, - 2,55, Reuse System Rehabilitation Program Solid Waste 75, 25, 25, 25, 25, 25, - 2,, Reuse Water Total 1,692,21 1,375, 75, 21,5, 75, 75, - 35,817,21 Bee Ridge Household Hazardous Waste Facility Upgrade CCSWDC Facility Improvements Program 85, , Cost - 75, , Fiscal Year Public Utilities

280 Fiscal Year 219 Proposed Strategic Financial Plan Solid Waste Appropriated Public Utilities Capital Budgetary Summary FY 219 FY 22 FY 221 FY 222 FY 223 Project Title To Date Proposed Planned Projected Projected Projected Funding Future Total Estimated CCSWDC Phase II Landfill Subcell 3 and 4 Gas Collection System ,, - - 2,, CCSWDC Phase III Landfill Development & Construction 65, 1,, 1,, 28,, ,65, CCSWDC Scale Replacement & 3,, 2,6, ,6, Access Improvements CCSWDC-Road Re-paving 4,161, ,161,279 Central County Leachate System 1,95, - 1,, ,95, Improvements Program Central County Waste Disposal 75, 37, ,12, Complex Drying Beds Design Cow Pen Slough Bridge Demolition 95, , and Construction Venice Household Hazardous Waste Facility Replacement - 475, , Wastewater Solid Waste Total 12,311,279 5,195, 2,, 28,, 2,, ,56,279 Bee Ridge WRF Expansion from 9 to 5,335, ,335, 12 MGD Bee Ridge WRF Reclaimed System 12,7, 1,5, ,2, Improvements Bee Ridge WRF Renovation, - 5, 5, 5, 5, 5, - 2,5, Replacement and Upgrade Program Central County WRF Expansion 16,91, ,91, Central County WRF Improvements - 7, 2,, 15,3, ,, FDOT Wastewater System 1,5, 6, 5, 5, 5, 5, - 4,1, Improvements Program Fruitville Water Reclamation Facility ,5, - - 1,5, Demolition Gulf Gate Master Pump Station 1,, ,, Home Depot Lift Station 7, 5,4, ,1, Improvements Infiltration & Inflow Reduction 2,398,544 3,, 3,, 5,, 4,, 4,, - 39,398,544 Program Lift Station Rehabilitation Program 17,651,164 4,, 4,, 5,, 4,, 4,, - 38,651,164 Oversizing Sewer Facilities Program 2,491,939 25, 25, 25, 25, 25, - 3,741,939 Radio Telemetry Wastewater 5,528,93 5, 5, 5, 5, 5, - 8,28,93 Upgrade Program Septic System Rpl Pgm Area D 7, , Septic System Rpl Pgm Area D 72, ,22 Phase 3 Mineola Dr. River Ridge Rd. Septic System Rpl Pgm-Area I and J1 3,5, ,5,556 Septic System Rpl Pgm-Area M West 13,896, ,896,521 Septic System Rpl Pgm-Area N 21,477, ,477,424 Septic System Rpl Pgm-Area O and 19,435, ,435,31 P Siesta Key Master Pump Station and 15,869, ,869,72 Force Main Siesta Key Wastewater Emergency 1,, 3,, 3,, ,, Storage SMR Sewer Telemetry Improvements 225, , South Gate MPS Pumps and Parallel 2,5, 9,, ,5, Force Main Venice Gardens WRF Phase 5 1,7, ,7, Improvements Venice Gardens WRF Renovation, - 3, 3, 3, 3, 3, - 1,5, Replacement and Upgrade Program Wastewater Pump Stations - 3,, 3,, 3,, 3,, 3,, - 15,, Resiliency Improvement Program Wastewater Site Improvements 1,25, 25, 25, 25, 25, 25, - 2,5, Program Wastewater System Rehabilitation Program 1,77, 5, 5, 1,, 1,5, 2,5, - 7,77, Fiscal Year Public Utilities Cost

281 Fiscal Year 219 Proposed Strategic Financial Plan Public Utilities Wastewater Appropriated Capital Budgetary Summary FY 219 FY 22 FY 221 FY 222 FY 223 Project Title To Date Proposed Planned Projected Projected Projected Funding Future Total Estimated Wendell Kent Master Pump Station 4,5, ,5, Wastewater Total 172,76,31 32,5, 17,8, 31,6, 16,3, 15,8, - 286,76,31 Total Estimated CIP Project Cost 282,53,129 61,695, 29,, 14,5, 32,, 22,, - 53,798,129 Total CIP Budgetary Cost 282,53,129 61,695, 29,, 14,5, 32,, 22,, - 53,798,129 Cost Fiscal Year Public Utilities

282 Fiscal Year 219 Proposed Strategic Financial Plan Appropriated FY 219 Funding Source To Date Proposed Current Revenues Public Utilities Capital Funding Summary FY 22 FY 221 FY 222 FY 223 Planned Projected Projected Projected 5 Year Programmed Total Funding Gen Govt Infrastructure Surtax 6,61, ,61,13 (-9) Gen Govt Infrastructure Surtax III 13, , (9-24) Grants 6,631, ,631,311 Inter Fund Advance 128, ,511 User Charges 12,311,279 5,195, 2,, - 2,, - 9,195, 21,56,279 Utility Capacity Fees 13,334,763 5, , 13,834,763 Utility Rates 157,96,191 29,, 27,, 25,, 25,, 22,, 128,, 285,96,191 Funding Source Total 197,52,158 34,695, 29,, 25,, 27,, 22,, 137,695, 334,747,158 Non-Current Rev - Long Term Debt Obligation Gen Govt Infrastructure Surtax III 5,341, ,341,538 (9-24) Utility Rates 61,618, ,618,494 Funding Source Total 66,96, ,96,32 Non-Current Rev - Short Term Debt Obligation Gen Govt Infrastructure Surtax (-9) Gen Govt Infrastructure Surtax III 3,, ,, (9-24) Internal Service Fund Revenue User Charges ,, ,, 28,, Utility Rates 15,4,939 27,, - 51,5, 5,, - 83,5, 98,9,939 Funding Source Total 18,4,939 27,, - 79,5, 5,, - 111,5, 129,9,939 Total CIP Project Funding 282,53,129 61,695, 29,, 14,5, 32,, 22,, 248,745, 53,798,129 Total CIP Funding 282,53,129 61,695, 29,, 14,5, 32,, 22,, 248,745, 53,798,129 *Refer to Volume II - Capital Improvement Program for detail project information Fiscal Year Public Utilities

283 2,5, Sarasota County Government FY 219 thru 223 Proposed Capital Improvement Program 5, Public Utilities Project Title: Bee Ridge WRF Renovation, Replacement and Upgrade Program Project #: 8853 Category: Wastewater LMS: Yes Location: District #1-41 Iona Rd, Sarasota, FL 3424 Status: Proposed Comprehensive Plan Information Project Location CIE Project: Yes Plan Reference: Table 14-1 District: District #1 LOS/Concurrency: Yes Project Need: Growth, Other Location: 41 Iona Rd, Sarasota, FL 3424 Programmed Funding Programmed Appropriated Future Funding To Date FY 219 FY 22 FY 221 FY 222 FY 223 Funding 5, 5, Description and Scope 5, 5, This program addresses renovations, replacements and upgrades of the equipment, components and systems at the Bee Ridge Water Reclamation Facility (WRF), which will allow the facility to continue to operate on a 24-hour/day, 7-day/week schedule. Systems to be addressed include, but are not limited to upgrades and component replacements within: emergency power systems, inflow and primary treatment systems (headworks, blower, aeration basin rehabilitation, etc.), secondary treatment (clarifier, filter, backwash, disinfection, waste, and recirculation systems), instrumentation, electrical, lighting protection, noise, odor control, digester, chemical feed, communications, resiliency improvements, building, site, security, and other system rehabilitation/upgrades. Rationale These capital improvements are necessary to serve existing and future development consistent with established level-of-service (LOS) standards while the wastewater treatment facility is under continuous operation. Funding Strategy This project is funded by rates. Operating Budget Impacts This program will have minimal benefit to operating costs and will extend the life of existing assets. Project Map Schedule of Activities Project Activities From - To Amount Project Management 1/18-9/23 15, Design/Engineering 1/18-9/23 3, Construction 1/18-9/23 1,8, Construction Phase Services 1/18-9/23 25, Total Budgetary Cost Estimate: 2,5, Means of Financing Funding Source Amount Utility Rates 2,5, Fiscal Year Total Programmed Funding: 2,5, Future Funding Requirements: Public Utilities

284 75, Sarasota County Government FY 219 thru 223 Proposed Capital Improvement Program 75, Public Utilities Project Title: CCSWDC Facility Improvements Program Project #: 8871 Category: Solid Waste LMS: No Location: District #4-4 Knights Trail Road Status: Proposed Comprehensive Plan Information Project Location CIE Project: No Plan Reference: District: District #4 LOS/Concurrency: No Project Need: Deficiency Location: 4 Knights Trail Road Programmed Funding Programmed Appropriated Future Funding To Date FY 219 FY 22 FY 221 FY 222 FY 223 Funding Description and Scope The work in this program will include replacement, rehabilitation, expansion, hardening or renovation of structures and facilities at the Central County Solid Waste Disposal Complex. The project will include replacement and upgrades to facility roofing, replacement or reconstruction of maintenance buildings for the landfill operations contractor and C&D facility operator, improvements and replacement of structures and facilities at the C&D processing area, expansion and hardening of facilities including the administration building and maintenance structures, and replacement or reconstruction of supporting utility systems such as water/wastewater, electrical, fire suppression, fuel storage, and HVAC. Expansion of facilities will include addition of office and work spaces.the project will include engineer and architect review and reports of existing structures and design and construction plans for improvements. Rationale The Central County Solid Waste Disposal Complex serves as the disposal facility for all municipal solid waste generated in Sarasota County. The landfill facilities include several structures which serve as administration offices, scale facilities, and maintenance buildings for County and contract operator staff. The original structures were constructed in 1997/1998 and require maintenance and replacement since the facilities are reaching the end of the useful life. The CCSWDC facilities also provide office and work space for solid waste and other staff, and expansion of work and office spaces are needed to accommodate activities for the site in the future. Funding Strategy Funding is from interest earning and tipping fees. There are no operating budget impacts from this project. Operating Budget Impacts Project Map Schedule of Activities Project Activities From - To Amount Design/Engineering 1/18-9/22 15, Construction 1/18-9/22 5, Construction Phase Services 1/18-9/22 1, Total Budgetary Cost Estimate: 75, Means of Financing Funding Source Amount Interest Earnings & Tipping Fees 75, Fiscal Year Total Programmed Funding: 75, Future Funding Requirements: Public Utilities

285 2,, Sarasota County Government FY 219 thru 223 Proposed Capital Improvement Program Public Utilities Project Title: CCSWDC Phase II Landfill Subcell 3 and 4 Gas Collection System Project #: 8866 Category: Solid Waste LMS: No Location: District #4-4 Knights Trail Road Status: Proposed Comprehensive Plan Information Project Location CIE Project: Yes Plan Reference: Table 14-1 District: District #4 LOS/Concurrency: No Project Need: Other Location: 4 Knights Trail Road Programmed Funding Programmed Appropriated Future Funding To Date FY 219 FY 22 FY 221 FY 222 FY 223 Funding Description and Scope 2,, The Central County Solid Waste Disposal Complex includes a Class I Landfill project to be constructed in 5 phases. The Phase I landfill was closed in 213 and a landfill gas collection system installed in 21 and 212. Phase II began accepting waste in 211 and is projected to be closed in 224. A landfill gas collection system was installed in Subcell 1 and 2 of the Phase II landfill in 218. This project will include installation of an expansion of the landfill gas collection system into Subcells 3 and 4 of the Phase II landfill. The project will include the design, and permitting of the landfill gas expansion to Subcells 3 and 4. Construction of the system will generally include landfill gas vertical extraction wells, lateral and header collection piping, and condensate collection systems. Rationale The collection and destruction of landfill gas is necessary to control air emissions to meet Clean Air Act regulations. A landfill gas collection system on the Class I Landfill will be required by Title V and NSPS regulation when the landfill non-methane organic compounds (NMOC) emissions exceed 5 Mg/year of NMOC which is currently projected for 221. Collection of the landfill gas will increase the volume that is available for the landfill gas to energy facility, completed in February 215, which will increase electricity production from landfill gas and thereby increase revenues to the County. Funding Strategy This project is funded by interest earnings and tipping fees. Operating Budget Impacts This project will not impact the operating budget within the next 5 years. Project Map Schedule of Activities Project Activities From - To Amount Design/Engineering 1/21-9/15 2, Construction 1/23-9/25 1,5, Construction Phase Services 1/23-9/25 3, Total Budgetary Cost Estimate: 2,, Means of Financing Funding Source Amount Interest Earnings & Tipping Fees 2,, Fiscal Year Total Programmed Funding: 2,, Future Funding Requirements: Public Utilities

286 FY 219 thru 223 Proposed Capital Improvement Program Public Utilities Project Title: Central County WRF Improvements Project #: 8862 Category: Wastewater LMS: Yes Location: District #4-795 McIntosh Road, Sarasota, FL Status: Proposed Comprehensive Plan Information Project Location CIE Project: Yes Plan Reference: Table 14-1 District: District #4 LOS/Concurrency: Yes Project Need: Growth, Other Location: 795 McIntosh Road, Sarasota, FL Programmed Funding Programmed Appropriated Future Funding To Date FY 219 FY 22 FY 221 FY 222 FY 223 Funding 18,, 7, 2,, 15,3, Description and Scope Rehabilitation and other improvements to enhance the operational capabilities at the Central County Water Reclamation Facility including improvements to accommodate surges in wastewater flows, additional solids handling capabilities, increase effluent storage, rehabilitation and modification of blower systems, reuse pumping facilities, aeration basins, headworks and clarifiers, including associated pumping, electrical and control systems. This project includes the design and construction of up to a 1 MG effluent storage tank, including related pumping and control facilities; the design and construction of a new sludge holding tank and related control facilities; and the design and construction of new surge and repump facilities. Rationale These capital improvements are necessary to serve existing and future development consistent with established level-of-service (LOS) standards while the wastewater treatment facility is under continuous operation. Funding Strategy This project is funded by rates and commercial paper borrows to be repaid by rates. Operating Budget Impacts This project will have minimal benefit to operating costs and will extend the life of existing assets. Project Map Schedule of Activities Project Activities From - To Amount Project Management 1/18-9/23 7, Design/Engineering 1/18-9/23 2,1, Construction 1/2-9/23 13,8, Construction Phase Services 1/2-9/23 1,4, Total Budgetary Cost Estimate: 18,, Funding Source Means of Financing Amount Enterprise Fund Planned Borrows FY2-FY23 / Rates 15,3, Utility Rates 2,7, Fiscal Year Total Programmed Funding: 18,, Future Funding Requirements: Public Utilities

287 3,375, Sarasota County Government FY 219 thru 223 Proposed Capital Improvement Program 625, Public Utilities Project Title: Honore Avenue Reclaimed Extension Project #: 8858 Category: Reuse Water LMS: Yes Location: District #4 District #5 - Honore Ave. to just south of SR 681 Status: Proposed Comprehensive Plan Information Project Location CIE Project: Yes Plan Reference: Table 14-1 District: District #4 District #5 LOS/Concurrency: Yes Project Need: Growth, Other Location: Honore Ave. to just south of SR 681 Programmed Funding Programmed Appropriated Future Funding To Date FY 219 FY 22 FY 221 FY 222 FY 223 Funding 2,75, Description and Scope This reuse extension project is a multi-year, multi-phase project to extend reclaimed service to future development south of SR 681 including, Palmer Ranch, Calusa Lakes development, Calusa Lakes golf course, and Mission Valley golf course. Public Utilities intends to ask the Commission to support an application to SWFWMD through their cooperative funding program in funding some of the proposed improvements. The first phase of the project involves the design and construction of a reclaimed line from north of Oscar Scherer State Park along Honore Avenue to just south of SR 681. Subsequent phases will include extending additional reclaimed lines along Honore Avenue to the intersection of Ranch Road. A utility agreement with Palmer Ranch will be required to address oversizing a phase of the reclaimed line that is required to be built by the development. In addition, Public Utilities will be working with the golf courses and the developments in the area to extend service, which will require additional funding, once the scope and timing of the extension project is known. Rationale These capital improvements are necessary to extend reuse service to existing and future development consistent with the Reclaimed Water Master Plan and established Comprehensive Plan policies regarding groundwater protection and alternative water supplies. Funding Strategy This project is funded by rates and commercial paper to be repaid by rates. Operating Budget Impacts This project is expected to add $2, a year in operating costs starting in FY22. Impact Description FY 219 FY 22 FY 221 FY 222 FY 223 Operating Expenditures 2, 2, Total Operating Budget Impacts 2, 2, Project Map Schedule of Activities Project Activities From - To Amount Project Management 1/18-9/23 125, Design/Engineering 1/19-9/22 5, Construction 1/2-9/23 2,5, Construction Phase Services 1/2-9/23 25, Total Budgetary Cost Estimate: 3,375, Funding Source Means of Financing Amount Enterprise Fund Planned Borrows FY2-FY23 / Rates 2,75, Utility Rates 625, Fiscal Year Total Programmed Funding: 3,375, Future Funding Requirements: Public Utilities

288 FY 219 thru 223 Proposed Capital Improvement Program Public Utilities Project Title: Venice Gardens WRF Renovation, Replacement and Upgrade Program Project #: 8854 Category: Wastewater LMS: Yes Location: District #5 - Venice Gardens Water Reclamation Facility Status: Proposed Comprehensive Plan Information Project Location CIE Project: Yes Plan Reference: Table 14-1 District: District #5 LOS/Concurrency: Yes Project Need: Growth, Other Location: Venice Gardens Water Reclamation Facility Programmed Funding Programmed Appropriated Future Funding To Date FY 219 FY 22 FY 221 FY 222 FY 223 Funding 1,5, 3, 3, 3, Description and Scope 3, 3, This program addresses renovations, replacements and upgrades of the equipment, components and systems at the Venice Gardens Water Reclamation Facility (WRF), which will allow the facility to continue to operate on a 24-hour/day, 7-day/week schedule. Systems to be addressed include, but are not limited to upgrades and component replacements within: emergency power systems, inflow and primary treatment systems (headworks, blower, aeration basin rehabilitation, etc.), secondary treatment (clarifier, filter, backwash, disinfection, waste, and recirculation systems), instrumentation, electrical, lighting protection, noise, odor control, digester, chemical feed, communications, resiliency improvements, building, site, security, and other system rehabilitation/upgrades. Rationale These capital improvements are necessary to serve existing and future development consistent with established level-of-service (LOS) standards while the wastewater treatment facility is under continuous operation. Funding Strategy This project is funded by rates. Operating Budget Impacts This program will have minimal benefit to operating costs and will extend the life of existing assets. Project Map Schedule of Activities Project Activities From - To Amount Project Management 1/18-9/23 1, Design/Engineering 1/18-9/23 25, Construction 1/18-9/23 1,, Construction Phase Services 1/18-9/23 15, Total Budgetary Cost Estimate: 1,5, Means of Financing Funding Source Amount Utility Rates 1,5, Fiscal Year Total Programmed Funding: 1,5, Future Funding Requirements: Public Utilities

289 FY 219 thru 223 Proposed Capital Improvement Program Public Utilities Project Title: Venice Gardens WTP Renovation, Replacement and Upgrade Program Project #: 8856 Category: Potable Water LMS: Yes Location: District #3-375 Venice E Blvd, Venice, FL Status: Proposed Comprehensive Plan Information Project Location CIE Project: Yes Plan Reference: Table 14-1 District: District #3 LOS/Concurrency: Yes Project Need: Growth, Other Location: 375 Venice E Blvd, Venice, FL Programmed Funding Programmed Appropriated Future Funding To Date FY 219 FY 22 FY 221 FY 222 FY 223 Funding 1,5, 3, 3, 3, Description and Scope 3, 3, This program addresses renovations, replacements and upgrades of the equipment, components and systems at the Venice Gardens Water Treatment Plant (WTP). Systems to be addressed include, but are not limited to upgrades and component replacements within: emergency power systems, wellfield, pre-treatment systems (degasification, sedimentation, filtration), RO process, chemical feed, disinfection, storage, and distribution systems, pumps, piping, concentrate (brine) disposal, instrumentation, electrical, lighting protection, noise, communications, resiliency improvements, building, site, security, and other system rehabilitation/upgrades. Rationale These capital improvements are necessary to serve existing and future development consistent with established level-of-service (LOS) standards while the water treatment facility is under continuous operation. Funding Strategy This project is funded by rates. Operating Budget Impacts This program will have minimal benefit to operating costs and will extend the life of existing assets. Project Map Schedule of Activities Project Activities From - To Amount Project Management 1/18-9/23 1, Design/Engineering 1/18-9/23 25, Construction 1/18-9/23 1,, Construction Phase Services 1/18-9/23 15, Total Budgetary Cost Estimate: 1,5, Means of Financing Funding Source Amount Utility Rates 1,5, Fiscal Year Total Programmed Funding: 1,5, Future Funding Requirements: Public Utilities

290 475, Sarasota County Government FY 219 thru 223 Proposed Capital Improvement Program 475, Public Utilities Project Title: Venice Household Hazardous Waste Facility Replacement Project #: 8868 Category: Solid Waste LMS: No Location: District #3-25 South Jackson Road Status: Proposed Comprehensive Plan Information Project Location CIE Project: No Plan Reference: District: District #3 LOS/Concurrency: No Project Need: Growth, Deficiency Location: 25 South Jackson Road Programmed Funding Programmed Appropriated Future Funding To Date FY 219 FY 22 FY 221 FY 222 FY 223 Funding Description and Scope The project will include replacement of the existing fabric structure serving at the Venice Household Hazardous Waste Collection Center. The structure will be increased in size and footprint, the foundation modified for the new structure, the oil containment area moved and rebuilt, and electrical systems replaced for new structure. Rationale The Venice HHW serves residents for the collection of household generated chemicals, paints, oils, fuels, and other hazardous materials. The original fabric structure was constructed in 28 and has outlived is useful life. In addition, the size of the facility has limited the amount of HHW that can be collected, and is no longer meeting the residential use of the facility. Funding Strategy Funding is from interest earning and tipping fees. There are no operating budget impacts from this project. Operating Budget Impacts Project Map Schedule of Activities Project Activities From - To Amount Design/Engineering 1/18-9/2 25, Construction 1/18-9/2 4, Construction Phase Services 1/18-9/2 5, Total Budgetary Cost Estimate: 475, Means of Financing Funding Source Amount Interest Earnings & Tipping Fees 475, Fiscal Year Total Programmed Funding: 475, Future Funding Requirements: Public Utilities

291 FY 219 thru 223 Proposed Capital Improvement Program Public Utilities Project Title: Wastewater Pump Stations Resiliency Improvement Program Project #: 8865 Category: Wastewater LMS: Yes Location: Countywide Status: Proposed Comprehensive Plan Information Project Location CIE Project: Yes Plan Reference: Table 14-1 District: Countywide LOS/Concurrency: Yes Project Need: Growth, Other Location: Countywide Programmed Funding Programmed Appropriated Future Funding To Date FY 219 FY 22 FY 221 FY 222 FY 223 Funding 15,, 3,, 3,, 3,, Description and Scope 3,, 3,, This program addresses resiliency improvements, including the installation of fixed generators where possible, at the larger or more significant pump stations within the wastewater collection system which will allow the system to operate on a 24-hour/day, 7-day a week schedule. Improvements to be addressed include, but are not limited to, installation of permanently installed generators or diesel pumps: the installation of such improvements as to facilitate the connection of portable generators and pumps to provide the additional pumping capabilities at lift stations during electrical power interruptions, including adding, upgrading or replacing electrical components, by-pass pumping facilities, as well as, communication, instrumentation, lightning protection and security systems at lift stations. Rationale These capital improvements are necessary to enhance the reliability of the wastewater collection system to serve existing and future customers to protect the health, safety and welfare of the residents of the County. Funding Strategy This project is funded by rates. Operating Budget Impacts This program will have minimal benefit to operating costs and will extend the life of existing assets. Project Map Schedule of Activities Project Activities From - To Amount Project Management 1/18-9/23 75, Design/Engineering 1/18-9/23 1,5, Construction 1/18-9/23 11,55, Construction Phase Services 1/18-9/23 1,2, Total Budgetary Cost Estimate: 15,, Means of Financing Funding Source Amount Utility Rates 15,, Fiscal Year Total Programmed Funding: 15,, Future Funding Requirements: Public Utilities

292 FY 219 thru 223 Proposed Capital Improvement Program Public Utilities Project Title: Bee Ridge WRF Reclaimed System Improvements Project #: 8815 Category: Wastewater LMS: Yes Location: District #1 - Bee Ridge WRF Plant Status: Existing Project - Additional Funding Programmed Comprehensive Plan Information Project Location CIE Project: Yes Plan Reference: Table 14-1 District: District #1 LOS/Concurrency: No Project Need: Growth Location: Bee Ridge WRF Plant Programmed Funding Programmed Appropriated Future Funding To Date FY 219 FY 22 FY 221 FY 222 FY 223 Funding 14,2, 12,7, 1,5, Description and Scope Phase I was for the design, permitting and construction of an exploratory well to determine aquifer conditions underlying the Bee Ridge Water Reclamation Facility (WRF) site. The information collected from this investigation will be used to determine the most appropriate type of well to construct at the Bee Ridge WRF. Phase II of the project will construct 2 recharge wells, 2 monitor wells, infrastructure capable of transferring the plant effluent to the recharge wells for disposal, and to convert the exploratory well into a multi zone monitoring well. Rationale The County s water reclamation facilities are permitted by the Florida Department of Environmental Protection (FDEP) to operate having zero discharge (no release of reclaimed water) under normal operating conditions. During periods of wet weather, or when supply of reclaimed water is high and demand is low, reclaimed water is stored in storage ponds or sent to deep well for disposal. As flows increase at the Bee Ridge WRF, additional capacity in the North County disposal system, which includes the Atlantic Deep Injection Well (DIW), will be required. This project will improve the resiliency of the treatment plants reclaimed system during wet weather periods. Funding Strategy This project is funded from Wastewater Capacity Fees and Rates. Operating Budget Impacts This project is estimated to impact the operating budget by $125, per year once the permanent well is constructed (Phase Two). There is no operating impact in the current five-year outlook. Project Map Schedule of Activities Project Activities From - To Amount Project Management 1/15-9/23 3, Design/Engineering 1/15-9/23 95, Construction 1/19-9/23 11,9, Construction Phase Services 1/19-9/23 1,5, Total Budgetary Cost Estimate: 14,2, Funding Source Means of Financing Amount Wastewater Capacity Fees 8,2, Utility Rates 6,, Fiscal Year Total Programmed Funding: 14,2, Future Funding Requirements: Public Utilities

293 FY 219 thru 223 Proposed Capital Improvement Program Public Utilities Project Title: Carlton WTF Replacement of 3 EDR Units Project #: 885 Category: Potable Water LMS: Yes Location: District #3 - Carlton Water Treatment Facility Status: Existing Project - Additional Funding Programmed Comprehensive Plan Information Project Location CIE Project: Yes Plan Reference: Table 14-1 District: District #3 LOS/Concurrency: No Project Need: Growth Location: Carlton Water Treatment Facility Programmed Funding Programmed Appropriated Future Funding To Date FY 219 FY 22 FY 221 FY 222 FY 223 Funding 17,7, 1,, 1,7, 15,, Description and Scope The current electro dialysis reversal (EDR) equipment at the Carlton Water Treatment Facility (WTF) is nearly at the end of its useful life and needs to be rehabilitated with the current EDR technology. Phases I and II (CIP project #55983) replaced 5 of 1 EDR units and corrected structural deficiencies in several of the buildings on the plant site. Phase III consists of removing the remaining 5 units on the south side of the WTF and adding 3 new EDR units. Additional pre-treatment processes and associated equipment may be included in Phase III depending on the water composition, potential blending with Peace River Manasota Water Utility Authority, and other characteristics associated with producing potable water. Rationale Since the commissioning of the existing facility, significant improvements have been made in the EDR treatment process. Upgrading the current equipment will enable the WTF to produce drinking water as the older units reach the end of their useful life. The replacement of EDR units will remain within the footprint of the existing building. Funding Strategy This project is funded by a combination of rates and commercial paper borrows to be repaid by rates. Operating Budget Impacts There is no operating impacts in the current five year program. Project Map Schedule of Activities Project Activities From - To Amount Project Management 1/18-9/22 5, Design/Engineering 1/18-9/22 1,28, Construction 1/18-9/22 8,5, Construction Phase Services 1/18-9/22 82, Equipment 1/18-9/22 6,6, Total Budgetary Cost Estimate: 17,7, Funding Source Means of Financing Amount Enterprise Fund Planned Borrows FY2-FY23 / Rates 15,, Utility Rates 2,7, Fiscal Year Total Programmed Funding: 17,7, Future Funding Requirements: Public Utilities

294 FY 219 thru 223 Proposed Capital Improvement Program Public Utilities Project Title: Carlton WTF Replacement of Final 2 EDR Units Project #: 8851 Category: Potable Water LMS: Yes Location: District #3 - Carlton Water Treatment Facility Status: Existing Project - Additional Funding Programmed Comprehensive Plan Information Project Location CIE Project: No Plan Reference: District: District #3 LOS/Concurrency: No Project Need: Location: Carlton Water Treatment Facility Programmed Funding Programmed Appropriated Future Funding To Date FY 219 FY 22 FY 221 FY 222 FY 223 Funding 6,, 1,, Description and Scope 5,, The previous 3 phases of the Carlton WTF Rehabilitation Replacement project removed all 1 EDR units and replaced them with a total of 8 new EDR units (CIP projects #55983 and #885). This final phase will add two units and bring the total unit count back to 1. Additional treatment equipment, storage facilities and components may be necessary to complete the project. Rationale Since the commissioning of the existing facility, significant improvements have been made in the EDR treatment process. Upgrading the current equipment will enable the WTF to produce drinking water as the older units reach the end of their useful life. The replacement of EDR units will remain within the footprint of the existing building. Funding Strategy This project is funded by rates and commercial paper to be repaid by rates. Operating Budget Impacts There is no operating impacts in the current five year program. Project Map Schedule of Activities Project Activities From - To Amount Project Management 1/21-9/23 12, Design/Engineering 1/21-9/23 23, Construction 1/21-9/23 1,5, Construction Phase Services 1/21-9/23 15, Equipment 1/21-9/23 4,, Total Budgetary Cost Estimate: 6,, Funding Source Means of Financing Amount Enterprise Fund Planned Borrows FY2-FY23 / Rates 5,, Utility Rates 1,, Fiscal Year Total Programmed Funding: 6,, Future Funding Requirements: Public Utilities

295 3,65, 65, Sarasota County Government FY 219 thru 223 Proposed Capital Improvement Program 1,, Public Utilities Project Title: CCSWDC Phase III Landfill Development & Construction Project #: 8841 Category: Solid Waste LMS: No Location: District #4-4 Knights Trail Road Status: Existing Project - Additional Funding Programmed Comprehensive Plan Information Project Location CIE Project: No Plan Reference: N/A District: District #4 LOS/Concurrency: No Project Need: Location: 4 Knights Trail Road Programmed Funding Programmed Appropriated Future Funding To Date FY 219 FY 22 FY 221 FY 222 FY 223 Funding 1,, 28,, Description and Scope Development and construction activities for planning, engineering, bidding, construction, and construction professional services for expansion of the Central County Solid Waste Complex Municipal Solid Waste Landfill (Class I) bottom liner system expansion, referred to as the Phase III Landfill. This includes preliminary engineering and planning to evaluate alternative designs, initial geotechnical evaluation of existing geology, and general layout of the support systems including electrical, leachate collection, water and wastewater services/forcemains, and access roads. The preliminary engineering and planning report will be used for the next stage of the work which will include detailed engineering design and permitting of the Phase III Landfill. Finally, following design and permitting professional construction, administration, engineering, and inspection will be provided to administer the construction contract, provide oversight of the construction contractor and document all phases of construction in order to provide a comprehensive final construction completion and certification report for approval by the regulatory agencies. Construction of the Phase III Landfill will proceed based on the engineering planning studies and final design documents developed from the above activities. Construction will generally include all required earthwork, geo-synthetic liner materials, and utility systems (including water, wastewater, and electrical system improvements) required to support the Phase III Landfill and the future build out of the facility. The entire Phase III Landfill site is composed of 6 acres which will be separated into separate sub cells. Rationale The CCSWDC Class I Landfill was planned with 5 phases. The Phase I Landfill was constructed in 1997/1998 as part of initial development of the CCSWDC and accepted waste from 1998 through 21. The Phase II Landfill was constructed in 29, began accepting waste in 21, and it is currently projected to reach waste capacity in 224. The Phase III Landfill must be ready for waste acceptance in 223 to provide a period of operational overlap with Phase II Landfill operations. Planning, development and permitting of the Phase III Landfill is anticipated to require 2 to 3 years to complete with an additional 2 years for construction and final certification. The estimated useful life of the Phase III Landfill is years. Funding Strategy Funding is from interest earning and tipping fees. Funding for construction of the Phase III Landfill is planned to be from commercial paper. There is no operating impacts for the current 5 year outlook. Operating Budget Impacts Project Map Schedule of Activities Project Activities From - To Amount Design/Engineering 1/17-9/24 1,15, Construction 1/17-9/24 28,, Construction Phase Services 1/17-9/24 1,5, Total Budgetary Cost Estimate: 3,65, Funding Source Means of Financing Amount Enterprise Fund Planned Borrows FY2-FY23 / Tipping Fees 28,, Interest Earnings & Tipping Fees 2,65, Fiscal Year Total Programmed Funding: 3,65, Future Funding Requirements: Public Utilities

296 5,6, 3,, Sarasota County Government FY 219 thru 223 Proposed Capital Improvement Program 2,6, Public Utilities Project Title: CCSWDC Scale Replacement & Access Improvements Project #: 8827 Category: Solid Waste LMS: No Location: District #4-4 Knights Trail Road Status: Existing Project - Additional Funding Programmed Comprehensive Plan Information Project Location CIE Project: Yes Plan Reference: Table 14-1 District: District #4 LOS/Concurrency: No Project Need: Deficiency Location: 4 Knights Trail Road Programmed Funding Programmed Appropriated Future Funding To Date FY 219 FY 22 FY 221 FY 222 FY 223 Funding Description and Scope The Central County Solid Waste Disposal Complex (CCSWDC) entrance and exit scale and bypass lane configuration will be modified to handle increased traffic flow and avoid extended wait times for customers and citizens that use the facility. In addition, to serve residential and smaller vehicles, the existing Citizen's Convenience Center (CCC) will be upgraded and reconfigured to allow for faster and safer unloading of materials. The project will need a planning report for the access and scale improvements, based on the outcome, additional funding to the project may be needed. The work will include new roadway construction, modification of existing roads, replacement, addition, and reconstruction of scale systems, modification and construction of existing citizens convenience center, improvements to electrical and utility systems as needed for new facilities. Rationale The Central County Solid Waste Disposal Complex (CCSWDC) accepted over 335, tons of solid waste in calendar year 215. All customers and contractors that bring solid waste to the CCSWDC for processing must enter through the two entrance scales and leave the site over the one exit scale or through the one bypass lane if the vehicles tare weight is on file with the scale house. The Improvements to the scales and access to the CCSWDC is needed to ensure reliable operation of the weighing systems. The CCSWDC must have accurate and functional scale systems to track incoming waste streams in accordance with the facility's bonds, permits and regulatory requirements. The access improvements and modification of the CCC will ensure safe and efficient entrance and exit to the facility and avoid lengthy wait times for customers and contractors at the site. Funding Strategy Funding is from interest earnings and tipping fees. Operating Budget Impacts The operating budget will not be impacted if only the scales are replaced. Operating impacts may occur if scale system, the CCC, or roads are expanded. Impact Description FY 219 FY 22 FY 221 FY 222 FY 223 Operating Expenditures 66,95 68,959 71,28 73,159 Total Operating Budget Impacts 66,95 68,959 71,28 73,159 Project Map Schedule of Activities Project Activities From - To Amount Project Management 1/16-9/22 1, Design/Engineering 1/16-9/22 4, Construction 1/18-9/22 4,5, Construction Phase Services 1/18-9/22 6, Total Budgetary Cost Estimate: 5,6, Means of Financing Funding Source Amount Interest Earnings & Tipping Fees 5,6, Fiscal Year Total Programmed Funding: 5,6, Future Funding Requirements: Public Utilities

297 FY 219 thru 223 Proposed Capital Improvement Program Public Utilities Project Title: Central County Leachate System Improvements Program Project #: Category: Solid Waste LMS: No Location: District #3 District #4-4 Knight's Trail Status: Existing Project - Additional Funding Programmed Comprehensive Plan Information Project Location CIE Project: Yes Plan Reference: Table 14-1 District: District #3 District #4 LOS/Concurrency: No Project Need: Deficiency Location: 4 Knight's Trail Programmed Funding Programmed Appropriated Future Funding To Date FY 219 FY 22 FY 221 FY 222 FY 223 Funding 2,95, 1,95, 1,, Description and Scope This project is for system improvements of the leachate collection system at the Central County Landfill site. Improvements include: leachate tank stair access and catwalk; installation of air release valves to the existing leachate forcemain line; replacement of Phase II pumps and panels to match county standard hydromatic pumps and panels; replacement of the ultrasonic flow detection meters, replacement of above ground leachate collection system pipes and valves at the leachate storage tank, installation of leachate pre-treatment system such as aerators, improvements to leachate force main to increase capacity of lines including interim lift station or pipe replacement, installation of remote telemetry units (RTU) for pump station for remote tracking of operation, and construction of additional leachate storage units such as tanks or ponds. Rationale Some of the existing leachate collection infrastructure is fifteen years old and is in need of being rehabilitated or replaced. The addition of air release valves and replacement of existing pipes and valves will increase the discharge capacity that the county is able to release on a daily basis for treatment, which will allow the county to accommodate current and future expansions of the landfill footprint. Funding Strategy This project is funded from interest earnings and tipping fees. Operating Budget Impacts This project is not expected to increase the operations budget. Project Map Schedule of Activities Project Activities From - To Amount Design/Engineering 1/13-9/22 8, Construction 1/14-9/22 1,65, Construction Phase Services 1/14-9/22 5, Total Budgetary Cost Estimate: 2,95, Means of Financing Funding Source Amount Interest Earnings & Tipping Fees 2,95, Fiscal Year Total Programmed Funding: 2,95, Future Funding Requirements: Public Utilities

298 1,12, 75, Sarasota County Government FY 219 thru 223 Proposed Capital Improvement Program 37, Public Utilities Project Title: Central County Waste Disposal Complex Drying Beds Design Project #: Category: Solid Waste LMS: No Location: District #4-4 Knights Trail Road Status: Existing Project - Additional Funding Programmed Comprehensive Plan Information Project Location CIE Project: Yes Plan Reference: Table 14-1 District: District #4 LOS/Concurrency: No Project Need: Deficiency Location: 4 Knights Trail Road Programmed Funding Programmed Appropriated Future Funding To Date FY 219 FY 22 FY 221 FY 222 FY 223 Funding Description and Scope The project will include permitting, design and bid documents for the construction of drying beds at the CCSWDC. The initial budget will include a feasibility study for these type of systems at the Central County Landfill. The final design will be based on the preliminary engineering report and conceptual design systems selected by the County. Construction will include concrete foundations and drying pads, pre-engineering metal buildings and associated leachate containment and pump systems. Rationale In accordance with EPA and FDEP regulations regarding waste disposal, no free liquids or wastes containing free liquids may be disposed in the Class I Landfill. Drying beds are used to temporary store materials to allow the liquids to drain or evaporate from the material before disposal in the Class I Landfill. The drying beds will add another wastestream that can be accepted for disposal and thus increase revenue. Funding Strategy This project is funded from Tipping Fees. Operating Budget Impacts This project is estimated to increase the operations budget by $154,5 per year. Impact Description FY 219 FY 22 FY 221 FY 222 FY 223 Operating Expenditures 154,5 159, ,99 Total Operating Budget Impacts 154,5 159, ,99 Project Map Schedule of Activities Project Activities From - To Amount Project Management 1/14-9/22 5, Design/Engineering 1/14-9/22 15, Construction 1/15-9/22 9, Construction Phase Services 1/15-9/22 2, Total Budgetary Cost Estimate: 1,12, Means of Financing Funding Source Amount Interest Earnings & Tipping Fees 1,12, Fiscal Year Total Programmed Funding: 1,12, Future Funding Requirements: Public Utilities

299 FY 219 thru 223 Proposed Capital Improvement Program Public Utilities Project Title: East Venice Ave. Water Line Project #: 888 Category: Potable Water LMS: Yes Location: District #3 - East Venice Ave. Status: Existing Project - Additional Funding Programmed Comprehensive Plan Information Project Location CIE Project: No Plan Reference: N/A District: District #3 LOS/Concurrency: No Project Need: Other Location: East Venice Ave. Programmed Funding Programmed Appropriated Future Funding To Date FY 219 FY 22 FY 221 FY 222 FY 223 Funding 2,115, 265, Description and Scope Construct 7,4 feet of water line along East Venice Avenue between Wading Bird Drive and Lee Road. Rationale To complete a major water line transmission loop that will serve the southern portion of the County. This project will be funded by rates. Funding Strategy 1,85, Operating Budget Impacts New water lines have minimal impact. Adjustments are made during the development of the annual operating budget. Project Map Schedule of Activities Project Activities From - To Amount Project Management 1/12-9/23 45, Design/Engineering 1/17-9/23 22, Construction 1/21-9/23 1,65, Construction Phase Services 1/21-9/23 2, Total Budgetary Cost Estimate: 2,115, Means of Financing Funding Source Amount Utility Rates 2,115, Fiscal Year Total Programmed Funding: 2,115, Future Funding Requirements: Public Utilities

300 2,, 75, Sarasota County Government FY 219 thru 223 Proposed Capital Improvement Program 25, Public Utilities Project Title: FDOT Reuse System Improvements Program Project #: 8832 Category: Reuse Water LMS: No Location: Countywide Status: Existing Project - Additional Funding Programmed Comprehensive Plan Information Project Location CIE Project: No Plan Reference: N/A District: Countywide LOS/Concurrency: No Project Need: Other Location: Countywide Programmed Funding Programmed Appropriated Future Funding To Date FY 219 FY 22 FY 221 FY 222 FY 223 Funding 25, 25, Description and Scope 25, 25, Public Utilities has a substantial amount of reuse facilities installed in the rights-of-way of road corridors under the control of the Florida Department of Transportation (FDOT). Routinely, the FDOT notifies the County that they are planning the design and construction of improvements to various road segments under their control throughout the County. As a result, the FDOT notifies the County that it must make the necessary changes to the reuse facilities, including relocation of existing reuse mains and appurtenances, which are installed in the right-of-way to accommodate the planned project improvements of the FDOT. This project will allow the County to fund the design and construction of the necessary changes to the affected reuse facilities so as to accommodate the planned projects of the FDOT. Rationale Improve infrastructure to maintain continuous service. This project will be funded by rates. No additional operating impacts are estimated at this time. Funding Strategy Operating Budget Impacts Project Map Schedule of Activities Project Activities From - To Amount Project Management 1/16-9/23 12, Design/Engineering 1/16-9/23 234, Construction 1/16-9/23 1,514,25 Construction Phase Services 1/16-9/23 149,75 Total Budgetary Cost Estimate: 2,, Means of Financing Funding Source Amount Utility Rates 2,, Fiscal Year Total Programmed Funding: 2,, Future Funding Requirements: Public Utilities

301 FY 219 thru 223 Proposed Capital Improvement Program Public Utilities Project Title: FDOT Wastewater System Improvements Program Project #: 8831 Category: Wastewater LMS: No Location: Countywide Status: Existing Project - Additional Funding Programmed Comprehensive Plan Information Project Location CIE Project: No Plan Reference: N/A District: Countywide LOS/Concurrency: No Project Need: Other Location: Countywide Programmed Funding Programmed Appropriated Future Funding To Date FY 219 FY 22 FY 221 FY 222 FY 223 Funding 4,1, 1,5, 6, 5, 5, Description and Scope 5, 5, Public Utilities has a substantial amount of wastewater facilities installed in the rights-of-way of road corridors under the control of the Florida Department of Transportation (FDOT). Routinely, the FDOT notifies the County that they are planning the design and construction of improvements to various road segments under their control throughout the County. As a result, the FDOT notifies the County that it must make the necessary changes to the wastewater facilities, including relocation of existing wastewater mains and appurtenances, which are installed in the right-of-way to accommodate the planned project improvements of the FDOT. This project will allow the County to fund the design and construction of the necessary changes to the affected wastewater facilities so as to accommodate the planned projects of the FDOT. Rationale Improve infrastructure to maintain continuous service. This project will be funded by rates. No additional operating impacts are estimated at this time. Funding Strategy Operating Budget Impacts Project Map Schedule of Activities Project Activities From - To Amount Project Management 1/16-9/23 24, Design/Engineering 1/16-9/23 47, Construction 1/16-9/23 3,126, Construction Phase Services 1/16-9/23 3, Total Budgetary Cost Estimate: 4,1, Means of Financing Funding Source Amount Utility Rates 4,1, Fiscal Year Total Programmed Funding: 4,1, Future Funding Requirements: Public Utilities

302 4,2, 1,5, Sarasota County Government FY 219 thru 223 Proposed Capital Improvement Program 7, Public Utilities Project Title: FDOT Water System Improvements Program Project #: 883 Category: Potable Water LMS: No Location: Countywide Status: Existing Project - Additional Funding Programmed Comprehensive Plan Information Project Location CIE Project: No Plan Reference: N/A District: Countywide LOS/Concurrency: No Project Need: Other Location: Countywide Programmed Funding Programmed Appropriated Future Funding To Date FY 219 FY 22 FY 221 FY 222 FY 223 Funding 5, 5, Description and Scope 5, 5, Public Utilities has a substantial amount of water facilities installed in the rights-of-way of road corridors under the control of the Florida Department of Transportation (FDOT). Routinely, the FDOT notifies the County that they are planning the design and construction of improvements to various road segments under their control throughout the County. As a result, the FDOT notifies the County that it must make the necessary changes to the water facilities, including relocation of existing water mains and appurtenances, which are installed in the right-of-way to accommodate the planned project improvements of the FDOT. This project will allow the County to fund the design and construction of the necessary changes to the affected water facilities so as to accommodate the planned projects of the FDOT. Rationale Improve infrastructure to maintain continuous service. This project will be funded by rates. No additional operating impacts are estimated at this time. Funding Strategy Operating Budget Impacts Project Map Schedule of Activities Project Activities From - To Amount Project Management 1/16-9/23 24, Design/Engineering 1/16-9/23 47, Construction 1/16-9/23 3,226, Construction Phase Services 1/16-9/23 3, Total Budgetary Cost Estimate: 4,2, Means of Financing Funding Source Amount Utility Rates 4,2, Fiscal Year Total Programmed Funding: 4,2, Future Funding Requirements: Public Utilities

303 FY 219 thru 223 Proposed Capital Improvement Program Public Utilities Project Title: Fruitville Water Reclamation Facility Demolition Project #: 8844 Category: Wastewater LMS: Yes Location: District #1 - Wendell Kent Rd. North of Fruitville Rd. Status: Existing Project - Additional Funding Programmed Comprehensive Plan Information Project Location CIE Project: No Plan Reference: District: District #1 LOS/Concurrency: No Project Need: Location: Wendell Kent Rd. North of Fruitville Rd. Programmed Funding Programmed Appropriated Future Funding To Date FY 219 FY 22 FY 221 FY 222 FY 223 Funding 1,5, Description and Scope 1,5, This project includes all site work necessary for the demolition and removal of various equipment, buildings, tanks, underground infrastructure, fencing, landscaping and other amenities constructed on the site of the Fruitville Water Reclamation Facility (WRF), located on Wendell Kent Road, north of Fruitville Road and east of I-75. Rationale It was Public Utilities intention to eventually decommission the Fruitville WRF when it was originally acquired as part of the 213 purchase of all the water and wastewater assets of Dolomite Utilities Corporation. The site on which the Fruitville WRF is located is subject to a land lease and the initial term of the lease expires January 31, 225. Due to certain impacts related to the construction of the extension of Lakewood Ranch Blvd., the opportunity arose for Public Utilities to decommission the Fruitville WRF. At the present time, the Fruitville WRF has been taken off-line and the lease requires the County to remove all the structures and improvements that have been constructed on the leased plant site prior to returning the site to the owner. Given the contractual requirements in the lease, the scope of project includes, but is not limited to, all site work necessary for the demolition and removal of various equipment, buildings, tanks, underground infrastructure, fencing, landscaping and other amenities located on the site of the Fruitville WRF. Funding Strategy This project will be funded out of rates. Operating Budget Impacts Since the Fruitville WRF has been taken off-line there are no additional operating impacts from the demolition of the WRF. Project Map Schedule of Activities Project Activities From - To Amount Project Management 1/21-9/22 3, Design/Engineering 1/21-9/22 5, Construction 1/21-9/22 1,38, Construction Phase Services 1/21-9/22 4, Total Budgetary Cost Estimate: 1,5, Means of Financing Funding Source Amount Utility Rates 1,5, Fiscal Year Total Programmed Funding: 1,5, Future Funding Requirements: Public Utilities

304 6,1, 7, Sarasota County Government FY 219 thru 223 Proposed Capital Improvement Program 5,4, Public Utilities Project Title: Home Depot Lift Station Improvements Project #: 8838 Category: Wastewater LMS: No Location: District #2 - E of Cattlemen Road, Home Depot Status: Existing Project - Additional Funding Programmed Comprehensive Plan Information Project Location CIE Project: Yes Plan Reference: Table 14-1 District: District #2 LOS/Concurrency: No Project Need: Location: E of Cattlemen Road, Home Depot Programmed Funding Programmed Appropriated Future Funding To Date FY 219 FY 22 FY 221 FY 222 FY 223 Funding Description and Scope This project includes improvements to the Home Depot Lift Station to accommodate the widening of Cattlemen Road and to support wastewater flows for future growth. Rationale The site of the current Home Depot Lift Station has become constrained over the years as the roadway system has been expanded in the area. FDOT primary plans for the diverging diamond interchange at I-75 and Bee Ridge Road propose additional road widening, bike lane and sidewalk improvements that will place additional limitations on the lift station footprint. The long term strategy for this facility is to redevelop this facility prior to the diverging diamond project, along with increasing it s capacity, and improving its reliability. Funding Strategy This project will be funded by customer rates and commercial paper to be repaid by rates. Operating Budget Impacts Initial operating cost will be offset by the redevelopment of the existing station. As new growth occurs, adjustment to the operating budget will absorb the incremental increased pumping costs. Project Map Schedule of Activities Project Activities From - To Amount Project Management 1/17-9/22 19, Design/Engineering 1/17-9/22 4, Land/Right-of-Way 1/17-9/22 16, Construction 1/17-9/22 5,2, Construction Phase Services 1/17-9/22 15, Total Budgetary Cost Estimate: 6,1, Funding Source Means of Financing Amount Utility Commerical Paper FY19 Borrow / Rates 5,, Utility Rates 1,1, Fiscal Year Total Programmed Funding: 6,1, Future Funding Requirements: Public Utilities

305 FY 219 thru 223 Proposed Capital Improvement Program Public Utilities Project Title: Infiltration & Inflow Reduction Program Project #: Category: Wastewater LMS: Yes Location: Countywide Status: Existing Project - Additional Funding Programmed Comprehensive Plan Information Project Location CIE Project: No Plan Reference: N/A District: Countywide LOS/Concurrency: No Project Need: Deficiency Location: Countywide Programmed Funding Programmed Appropriated Future Funding To Date FY 219 FY 22 FY 221 FY 222 FY 223 Funding 39,398,544 2,398,544 3,, 3,, 5,, Description and Scope 4,, 4,, Replace or rehabilitate, beyond routine maintenance, existing sewer gravity mains, sewer force mains, clean-outs, isolation valves, manholes, terminal sewer connections, and all other sewer system facilities, as necessary. As a result both the efficiency and life of the system is increased. Rationale The County maintains approximately 1, sanitary sewer manholes, 7 isolation valves, over 2,5, LF of gravity sewer pipe and 1,, LF of force main. Annually, a portion of each needs to be repaired, replaced or relocated. System defects allow infiltration or inflow water to enter the collection system, which drives up waste water treatment plant costs, reduces plant capacity and contributes to occasional wastewater sewer overflows (SSO). Funding Strategy This project is funded by rates. Operating Budget Impacts This program will have minimal impact to operating costs and will extend the operating life of existing assets. Project Map Schedule of Activities Project Activities From - To Amount Project Management 1/1-9/23 2,8, Design/Engineering 1/11-9/23 1, Construction 1/1-9/23 36,386,862 Construction Phase Services 1/11-9/23 111,682 Total Budgetary Cost Estimate: 39,398,544 Means of Financing Funding Source Amount Utility Rates 39,398,544 Fiscal Year Total Programmed Funding: 39,398,544 Future Funding Requirements: Public Utilities

306 FY 219 thru 223 Proposed Capital Improvement Program Public Utilities Project Title: Interconnect Reuse Main Improvements Project #: 8823 Category: Reuse Water LMS: Yes Location: District #1 District #4 - Interconnect between Bee Ridge and CCU Plants Status: Existing Project - Additional Funding Programmed Comprehensive Plan Information Project Location CIE Project: Yes Plan Reference: Table 14-1 District: District #1 District #4 LOS/Concurrency: No Project Need: Growth, Other Location: Interconnect between Bee Ridge and CCU Plants Programmed Funding Programmed Appropriated Future Funding To Date FY 219 FY 22 FY 221 FY 222 FY 223 Funding 21,368, 3,368, 18,, Description and Scope This project consists of designing and permitting an upgrade to the existing reuse transmission interconnect system between Bee Ridge Water Reclamation Facility (BRWRF) and the Central County Water Reclamation Facility (CCWRF), consisting of constructing 28, L.F. of 24 reuse main from BRWRF along the Bee Ridge Road Extension to Clark Road and then easterly parallel to the existing 16 reuse main along Hawkins Road to the NE corner of the Serenoa subdivision, then constructing 26,5 L.F. of 3 reuse main parallel to the existing 12 reuse main to Parcel X and continue easterly to the CCWRF, plus modifications to the BRWRF reuse pump station. Rationale This project allows the BRWRF to operate at its future potential capacity by transferring additional reuse to the central part of the County to make it available for current and future irrigation demands. Funding Strategy This project will be funded by a series 216A Utility Revenue Bond to be repaid by rates and a commercial paper borrow to be repaid by rates. Operating Budget Impacts There will be an operating impact when the new pumps are in operation of approximately $1, per year beginning in FY 223. Impact Description FY 219 FY 22 FY 221 FY 222 FY 223 Operating Expenditures 1, Total Operating Budget Impacts 1, Project Map Schedule of Activities Project Activities From - To Amount Project Management 1/15-9/23 1,18, Design/Engineering 1/15-9/23 2,26, Land/Right-of-Way 1/15-9/2 632, Construction 1/21-9/23 15,73, Construction Phase Services 1/21-9/23 1,638, Total Budgetary Cost Estimate: 21,368, Funding Source Means of Financing Amount Enterprise Fund Planned Borrows FY2-FY23 / Rates 18,, Utility Revenue Bond Series 216A / Rates 3,368, Fiscal Year Total Programmed Funding: 21,368, Future Funding Requirements: Public Utilities

307 FY 219 thru 223 Proposed Capital Improvement Program Public Utilities Project Title: Interconnect Water Main Improvements Peace River Project #: 8824 Category: Potable Water LMS: Yes Location: District #1 District #4 - Clark Rd./Cow Pen Slough to Proctor/Cattlemen Rd. Status: Existing Project - Additional Funding Programmed Comprehensive Plan Information Project Location CIE Project: Yes Plan Reference: Table 14-1 District: District #1 District #4 LOS/Concurrency: No Project Need: Growth, Other Location: Clark Rd./Cow Pen Slough to Proctor/Cattlemen Rd. Programmed Funding Programmed Appropriated Future Funding To Date FY 219 FY 22 FY 221 FY 222 FY 223 Funding 1,932, 1,632, 9,3, Description and Scope This project consists of extending a potable water main along Clark and Proctor Road from the future terminus of the Peace River Manasota Regional Water Supply Authority main near the intersection of Clark Road and Cow Pen Slough, westerly to the intersection of Proctor Road and Cattlemen Road, which includes installing 27, lineal feet of water transmission main with a 3" diameter pipe. This project includes water system improvements to Pump Station #5 which is located near the intersection of Proctor and Cattlemen Road. Future projects will extend the water main transmission system west toward Honore Ave. Rationale Future demands indicate the need to make improvements to the water supply network, improve the capacity of the water transmission and water distribution system, and make improvements to Pump Station 5 to enhance operation. The objective of these improvements is to move greater quantities of water from the Carlton Water Treatment Plant to the center portion of the service area. Funding Strategy This project is funded by a series 216A Utility Revenue Bond to be repaid by rates and a commercial paper borrow to be repaid by rates. Operating Budget Impacts There will be additional costs associated with maintenance of the new water transmission lines estimated at approximately $1, per year beginning in FY21. Impact Description FY 219 FY 22 FY 221 FY 222 FY 223 Operating Expenditures 1, 1,3 1,69 Total Operating Budget Impacts 1, 1,3 1,69 Project Map Schedule of Activities Project Activities From - To Amount Project Management 1/15-9/2 462, Design/Engineering 1/15-9/2 1,23, Land/Right-of-Way 1/15-9/2 22, Construction 1/19-9/2 8,2, Construction Phase Services 1/19-9/2 82, Total Budgetary Cost Estimate: 1,932, Funding Source Means of Financing Amount Utility Commerical Paper FY19 Borrow / Rates 9,2, Utility Revenue Bond Series 216A / Rates 1,132, Utility Rates 6, Fiscal Year Total Programmed Funding: 1,932, Future Funding Requirements: Public Utilities

308 FY 219 thru 223 Proposed Capital Improvement Program Public Utilities Project Title: Lift Station Rehabilitation Program Project #: Category: Wastewater LMS: No Location: Countywide Status: Existing Project - Additional Funding Programmed Comprehensive Plan Information Project Location CIE Project: No Plan Reference: N/A District: Countywide LOS/Concurrency: No Project Need: Deficiency Location: Countywide Programmed Funding Programmed Appropriated Future Funding To Date FY 219 FY 22 FY 221 FY 222 FY 223 Funding 38,651,164 17,651,164 4,, 4,, 5,, Description and Scope 4,, 4,, This project is for the rehabilitation of existing lift stations throughout the County. The rehabilitation will include installing protective liners and coatings, replacing pumps, valves, piping, site improvements and electric components to increase the efficiency and extend the life of each lift station. Rationale The County maintains over 75 lift stations throughout the County. The lift stations deteriorate due to the prevalent corrosive environment and wear from usage. Utilities has made a prioritized list of lift stations that need repair. The lift stations will be rehabilitated in order of priority. Funding Strategy This project is funded by rates. Operating Budget Impacts This program will have minimal impact to operating costs and will extend the operating life of existing assets. Project Map Schedule of Activities Project Activities From - To Amount Project Management 1/9-9/23 1,971,433 Design/Engineering 1/1-9/23 2,7, Construction 1/1-9/23 33,39,731 Construction Phase Services 1/1-9/23 94, Total Budgetary Cost Estimate: 38,651,164 Means of Financing Funding Source Amount Utility Rates 38,651,164 Fiscal Year Total Programmed Funding: 38,651,164 Future Funding Requirements: Public Utilities

309 FY 219 thru 223 Proposed Capital Improvement Program Public Utilities Project Title: Meter Replacement Program Project #: 884 Category: Potable Water LMS: No Location: Countywide Status: Existing Project - Additional Funding Programmed Comprehensive Plan Information Project Location CIE Project: No Plan Reference: N/A District: Countywide LOS/Concurrency: No Project Need: Deficiency Location: Countywide Programmed Funding Programmed Appropriated Future Funding To Date FY 219 FY 22 FY 221 FY 222 FY 223 Funding 15,1, 9,4, 9, 1,2, 1,2, Description and Scope 1,2, 1,2, Purchase and install approximately 35, residential Automatic Meter Read (AMR) meters Countywide. The next phase will begin routine replacement of 5, older AMR meters on an annual cycle. Rationale The old meters are beyond their useful life. This project is funded from rates. Funding Strategy Operating Budget Impacts This project is expected to increase revenue from more accurate meter readings and will not increase operating costs. Project Map Schedule of Activities Project Activities From - To Amount Project Management 1/11-9/23 12, Construction 1/11-9/23 14,98, Total Budgetary Cost Estimate: 15,1, Means of Financing Funding Source Amount Utility Rates 15,1, Fiscal Year Total Programmed Funding: 15,1, Future Funding Requirements: Public Utilities

310 FY 219 thru 223 Proposed Capital Improvement Program Public Utilities Project Title: Oversizing Reuse Facilities Program Project #: 8822 Category: Reuse Water LMS: Yes Location: Countywide Status: Existing Project - Additional Funding Programmed Comprehensive Plan Information Project Location CIE Project: Yes Plan Reference: Table 14-1 District: Countywide LOS/Concurrency: No Project Need: Growth, Other Location: Countywide Programmed Funding Programmed Appropriated Future Funding To Date FY 219 FY 22 FY 221 FY 222 FY 223 Funding 2,55, 1,3, 25, 25, 25, Description and Scope 25, 25, To enlarge, extend, or oversize reuse or reclaimed water facilities concurrent with new development and to promote the extension of those facilities in accordance with the County's Land Development Regulations and Master Plans. To add service connections, fittings and install facilities concurrent with new development. The County will enter into a payback agreement with the developer to reimburse for the added expense of oversizing. Rationale Certain locations in Sarasota County require developers to construct reuse or reclaimed water facilities and to extend those facilities in accordance with the County's Land Development Regulations or in accordance with specific development order stipulations. In certain instances it is in the public's interest to enlarge these facility's to accommodate future growth or to insure that the infrastructure being built has additional capacity to serve a greater area beyond the limits of the development. These investments are supported by Comprehensive plan WATER Policy 3.3.4, and Objectives 3.3, 3.4. which encourage the use of alternative water supplies to reduce demands on groundwater and potable water supplies. Funding Strategy This project is funded by rates. Operating Budget Impacts There is minimal operating budget impact and this program will focus on oversizing infrastructure and extending service. Project Map Schedule of Activities Project Activities From - To Amount Construction 1/15-9/23 2,55, Total Budgetary Cost Estimate: 2,55, Means of Financing Funding Source Amount Utility Rates 2,55, Fiscal Year Total Programmed Funding: 2,55, Future Funding Requirements: Public Utilities

311 3,741,939 2,491,939 Sarasota County Government FY 219 thru 223 Proposed Capital Improvement Program 25, Public Utilities Project Title: Oversizing Sewer Facilities Program Project #: Category: Wastewater LMS: No Location: Countywide - Locations to be Determined Status: Existing Project - Additional Funding Programmed Comprehensive Plan Information Project Location CIE Project: Yes Plan Reference: Table 14-1 District: Countywide LOS/Concurrency: No Project Need: Growth, Other Location: Locations to be Determined Programmed Funding Programmed Appropriated Future Funding To Date FY 219 FY 22 FY 221 FY 222 FY 223 Funding 25, 25, Description and Scope 25, 25, To enlarge, extend, or oversize sewer and wastewater facilities concurrent with new development and to promote the extension of those facilities in accordance with the County's Land Development Regulations and Master Plans. To add service connections, fittings and install facilities concurrent with new development. The County will enter into a payback agreement with the developer for the added expense of oversizing the facilities. Rationale Certain locations in Sarasota County require developers to construct sewer and wastewater facilities and to extend those facilities in accordance with the County's Land Development Regulations or in accordance with specific development order stipulations. In certain instances it is in the public's interest to enlarge these facility's to accommodate future growth or to insure that the infrastructure being built has additional capacity to serve a greater area beyond the limits of the development. These investments are supported by Comprehensive plan WATER Goal 2, Objective 2.1, and Policy's 2.1.2, which encourage the improvement and consolidation of facilities concurrent with urban development. Funding Strategy This project is funded by rates. Operating Budget Impacts There is minimal operating budget impact in the oversize of a proposed improvement project. Project Map Schedule of Activities Project Activities From - To Amount Project Management 1/6-9/22 7,939 Construction 1/9-9/23 3,734, Total Budgetary Cost Estimate: 3,741,939 Means of Financing Funding Source Amount Utility Rates 3,741,939 Fiscal Year Total Programmed Funding: 3,741,939 Future Funding Requirements: Public Utilities

312 9,225,939 4,925,939 Sarasota County Government FY 219 thru 223 Proposed Capital Improvement Program 1,25, Public Utilities Project Title: Oversizing Water Facilities Program Project #: Category: Potable Water LMS: No Location: Countywide Status: Existing Project - Additional Funding Programmed Comprehensive Plan Information Project Location CIE Project: Yes Plan Reference: Table 14-1 District: Countywide LOS/Concurrency: No Project Need: Growth, Other Location: Countywide Programmed Funding Programmed Appropriated Future Funding To Date FY 219 FY 22 FY 221 FY 222 FY 223 Funding 1,25, 6, Description and Scope 6, 6, To enlarge, extend, or oversize potable water facilities concurrent with new development and to promote the extension of those facilities in accordance with the County's Land Development Regulations and Master Plans. To add service connections, fittings and install facilities concurrent with new development. The County will enter into a payback agreement with the developer to reimburse for the added expense of oversizing. Rationale Certain locations in Sarasota County require developers to construct potable water facilities and to extend those facilities in accordance with the County's Land Development Regulations or in accordance with specific development order stipulations. In certain instances it is in the public's interest to enlarge these facility's to accommodate future growth or to insure that the infrastructure being built has additional capacity to serve a greater area beyond the limits of the development. These investments are supported by Comprehensive plan WATER Goal 3, Objective 3.1, and Policy 3.1.5, which encourage the extension of water systems to serve the urban portions of unincorporated Sarasota County. Funding Strategy This project is funded by rates. Operating Budget Impacts There is minimal operating budget impact in the oversize of a proposed improvement project. Project Map Schedule of Activities Project Activities From - To Amount Project Management 1/8-9/23 7,939 Construction 1/8-9/23 9,218, Total Budgetary Cost Estimate: 9,225,939 Means of Financing Funding Source Amount Utility Rates 9,225,939 Fiscal Year Total Programmed Funding: 9,225,939 Future Funding Requirements: Public Utilities

313 6,63,1 4,23,1 Sarasota County Government FY 219 thru 223 Proposed Capital Improvement Program 2, Public Utilities Project Title: Potable Water Looping Program Project #: Category: Potable Water LMS: No Location: Countywide Status: Existing Project - Additional Funding Programmed Comprehensive Plan Information Project Location CIE Project: No Plan Reference: N/A District: Countywide LOS/Concurrency: No Project Need: Deficiency Location: Countywide Programmed Funding Programmed Appropriated Future Funding To Date FY 219 FY 22 FY 221 FY 222 FY 223 Funding 2, 1,1, Description and Scope 4, 5, Design, permit, and construct missing segments of the County s potable water distribution system. This is an annual program where each year the top priorities will be identified and resources directed accordingly. Rationale A majority of the water distribution system was acquired through the purchase of 15 franchises. Due to rules for return on investment, franchises did not invest the funds needed to loop their systems. This lack of looping creates small areas throughout the County where water quality standards can be maintained only by routine flushing. Looping will create operational efficiencies by reduced routine flushing. Funding Strategy This project is funded by rates. Operating Budget Impacts New water lines have minimal impact. Adjustments are made during the development of the annual operating budget. Project Map Schedule of Activities Project Activities From - To Amount Project Management 1/4-9/23 37,443 Design/Engineering 1/4-9/23 73, Construction 1/4-9/23 5,12,558 Construction Phase Services 1/1-9/23 49, Total Budgetary Cost Estimate: 6,63,1 Means of Financing Funding Source Amount Utility Rates 6,63,1 Fiscal Year Total Programmed Funding: 6,63,1 Future Funding Requirements: Public Utilities

314 8,28,93 5,528,93 Sarasota County Government FY 219 thru 223 Proposed Capital Improvement Program 5, Public Utilities Project Title: Radio Telemetry Wastewater Upgrade Program Project #: Category: Wastewater LMS: Yes Location: Countywide Status: Existing Project - Additional Funding Programmed Comprehensive Plan Information Project Location CIE Project: No Plan Reference: N/A District: Countywide LOS/Concurrency: No Project Need: Deficiency Location: Countywide Programmed Funding Programmed Appropriated Future Funding To Date FY 219 FY 22 FY 221 FY 222 FY 223 Funding 5, 5, Description and Scope 5, 5, The current wastewater SCADA system is a stand alone system composed of the lift station group and the individual treatment facilities. This system is a closed-architecture proprietary system with limited data storage capabilities and minimal interaction. The system requires upgrades and integration with the server hub at the Carlton water treatment facility to allow system-wide monitoring. Rationale This program will ensure the current system is updated with an open-architecture system that will link all the SCADA technologies currently utilized by the water, wastewater and lift station divisions. This linkage will allow a common database for storage, staging of lift station flows based on variable operating conditions and dissemination of all system data to individuals with proper security access. Funding Strategy This project will be funded by rates. Operating Budget Impacts This project will create a decrease in electric usage by optimizing the signals between the plants and lift stations. Project Map Schedule of Activities Project Activities From - To Amount Project Management 1/1-9/23 29, Design/Engineering 1/11-9/23 9, Construction 1/13-9/23 6,328,93 Construction Phase Services 1/13-9/23 51, Total Budgetary Cost Estimate: 8,28,93 Means of Financing Funding Source Amount Utility Rates 8,28,93 Fiscal Year Total Programmed Funding: 8,28,93 Future Funding Requirements: Public Utilities

315 FY 219 thru 223 Proposed Capital Improvement Program Public Utilities Project Title: Radio Telemetry Water Upgrade Program Project #: Category: Potable Water LMS: Yes Location: Countywide Status: Existing Project - Additional Funding Programmed Comprehensive Plan Information Project Location CIE Project: No Plan Reference: N/A District: Countywide LOS/Concurrency: No Project Need: Other Location: Countywide Programmed Funding Programmed Appropriated Future Funding To Date FY 219 FY 22 FY 221 FY 222 FY 223 Funding 4,99,415 2,99,415 4, 4, 4, Description and Scope 4, 4, This project includes upgrades, new instrumentation, network, and control systems for the water distribution system to provide a firm network capability (broadbanding). Included is the Carlton Water Treatment Facility (WTF), the Venice Gardens WTF, all pump stations, and the water distribution monitoring system. Rationale This project is required to improve the instrumentation and controls of the Carlton WTF and the water distribution system. The existing SCADA system is limited in its control strategies, network connections, online water quality analysis capabilities, and data collection and retrieval capacity. Funding Strategy This project is currently funded by rates. Operating Budget Impacts This project will create a decrease in overall electric power usage based on a smart control system. Project Map Schedule of Activities Project Activities From - To Amount Project Management 1/6-9/23 472,364 Design/Engineering 1/6-9/23 695, Construction 1/12-9/23 3,623,51 Construction Phase Services 1/12-9/23 2, Total Budgetary Cost Estimate: 4,99,415 Means of Financing Funding Source Amount Utility Rates 4,99,415 Fiscal Year Total Programmed Funding: 4,99,415 Future Funding Requirements: Public Utilities

316 FY 219 thru 223 Proposed Capital Improvement Program Public Utilities Project Title: Reuse System Rehabilitation Program Project #: 8821 Category: Reuse Water LMS: Yes Location: Countywide Status: Existing Project - Additional Funding Programmed Comprehensive Plan Information Project Location CIE Project: No Plan Reference: N/A District: Countywide LOS/Concurrency: No Project Need: Growth, Deficiency, Other Location: Countywide Programmed Funding Programmed Appropriated Future Funding To Date FY 219 FY 22 FY 221 FY 222 FY 223 Funding 2,, 75, 25, 25, 25, Description and Scope 25, 25, Rehabilitation, beyond normal maintenance, of existing reuse mains, valves, connections, and pumps throughout the County. Rehabilitation can also include line extensions and relocations as needed to address areas of improvement, capacity, or operational needs. Rationale Throughout the service area there are various opportunities to rehabilitate, extend, expand, relocate, or replace existing infrastructure, improve service, enhance operations, or as required relocations in coordination with transportation programs. Funding Strategy This project is funded by rates. Operating Budget Impacts This program will have minimal benefit to operating costs and will focus on improving service. Project Map Schedule of Activities Project Activities From - To Amount Project Management 1/15-9/23 87,5 Design/Engineering 1/15-9/23 262,5 Construction 1/15-9/23 1,475, Construction Phase Services 1/15-9/23 175, Total Budgetary Cost Estimate: 2,, Means of Financing Funding Source Amount Utility Rates 2,, Fiscal Year Total Programmed Funding: 2,, Future Funding Requirements: Public Utilities

317 7,, 1,, Sarasota County Government FY 219 thru 223 Proposed Capital Improvement Program 3,, Public Utilities Project Title: Siesta Key Wastewater Emergency Storage Project #: 8845 Category: Wastewater LMS: No Location: District #4 - Siesta Key Wastewater Treatment Plant Status: Existing Project - Additional Funding Programmed Comprehensive Plan Information Project Location CIE Project: No Plan Reference: District: District #4 LOS/Concurrency: No Project Need: Growth Location: Siesta Key Wastewater Treatment Plant Programmed Funding Programmed Appropriated Future Funding To Date FY 219 FY 22 FY 221 FY 222 FY 223 Funding 3,, Description and Scope This project includes demolishing existing buildings, structures, pipes, and equipment at the Siesta Key wastewater treatment plant, and the construction of open top storage tanks that will be used during extreme storm events to prevent a sewer discharge. The project includes the addition of new fencing, paving, lighting and the relocation of existing utilities to accomplish the project. Rationale During extended periods of inclement weather the Siesta Key wastewater collection system experiences large volumes of contributing flow due to rainfall. In general the Master Pump system is designed to handle these flows. This project adds an additional level of system redundancy by providing on-site temporary storage should there be a service disruption, break in the transmission main, failure of the backup systems, or unusual tropical storm conditions that water log the collection system over several days. If conditions warrant the use of the tank system, then during the hours after an event the contents of the tank would be pumped into the Master Pump Station and pumped off Siesta Key as the system returns to normal operation. The tank system will require a cleaning following an event, so the system will be designed with the necessary equipment to facilitate this process. The estimated costs presented herein are Class 5 Estimates (accuracy rate of 3% to 1%) and are based upon preliminary engineering that are subject further refinement during design. Funding Strategy This project will be funded out of rates. Operating Budget Impacts It is anticipated that this facility will add $3, a year in annual operating cost. The annual operating cost are highly dependent on the frequency of use. Impact Description FY 219 FY 22 FY 221 FY 222 FY 223 Operating Expenditures 3, 3,9 Total Operating Budget Impacts 3, 3,9 Project Map Schedule of Activities Project Activities From - To Amount Project Management 1/17-9/21 32, Design/Engineering 1/17-9/19 8, Construction 1/18-9/21 5,35, Construction Phase Services 1/18-9/21 53, Total Budgetary Cost Estimate: 7,, Means of Financing Funding Source Amount Utility Rates 7,, Fiscal Year Total Programmed Funding: 7,, Future Funding Requirements: Public Utilities

318 5,35, Sarasota County Government FY 219 thru 223 Proposed Capital Improvement Program 8, Public Utilities Project Title: Siesta Key Water System Improvements Project #: 8848 Category: Potable Water LMS: Yes Location: District #4 - Storage tank located at Midnight Pass Rd. Status: Existing Project - Additional Funding Programmed Comprehensive Plan Information Project Location CIE Project: Yes Plan Reference: Table 14-1 District: District #4 LOS/Concurrency: Yes Project Need: Growth, Other Location: Storage tank located at Midnight Pass Rd. Programmed Funding Programmed Appropriated Future Funding To Date FY 219 FY 22 FY 221 FY 222 FY 223 Funding 1,7, 1,2, Description and Scope 1,2, 45, This project includes improvements to the potable water system on Siesta Key including replacement of the existing water storage tank and high service pumping facility; and replacing/upgrading a portion of the existing aged potable water mains and appurtenances. The project also includes construction of new water mains into areas, where needed, to improve the potable water network; and improvements to the Supervisory Control and Data Acquisition (SCADA) system to monitor and control the water system. Rationale In addition to the need for replacement of the aged infrastructure prior to road resurfacing, the replacement of the storage tank and pumping system support the Public Utilities disaster preparedness plan by allowing the reduction of water pressure on Siesta Key to a minimum in order to protect the mainland water system from draining should the storm cause widespread damage to the potable water system on the island. The water storage tank will also provide some fire protection to structures on the island once the water pressure has been reduced. Funding Strategy This project is funded by rates. Operating Budget Impacts This project is not expected to increase annual operating costs. Project Map Schedule of Activities Project Activities From - To Amount Project Management 1/18-9/23 21, Design/Engineering 1/18-9/23 63, Construction 1/18-9/23 4,1, Construction Phase Services 1/18-9/23 41, Total Budgetary Cost Estimate: 5,35, Means of Financing Funding Source Amount Utility Rates 5,35, Fiscal Year Total Programmed Funding: 5,35, Future Funding Requirements: Public Utilities

319 11,5, 2,5, Sarasota County Government FY 219 thru 223 Proposed Capital Improvement Program 9,, Public Utilities Project Title: South Gate MPS Pumps and Parallel Force Main Project #: 8817 Category: Wastewater LMS: Yes Location: District #2 - South Gate Status: Existing Project - Additional Funding Programmed Comprehensive Plan Information Project Location CIE Project: No Plan Reference: N/A District: District #2 LOS/Concurrency: No Project Need: Other Location: South Gate Programmed Funding Programmed Appropriated Future Funding To Date FY 219 FY 22 FY 221 FY 222 FY 223 Funding Description and Scope The South Gate Master Pump Station (SGMPS) is located near the Forest Lakes golf course on a site once used by the former South Gate Wastewater Treatment Facility (WWTF). The WWTF has been demolished which will now allow for the construction of additional improvements related to the long term transfer of wastewater flows coming from the South Gate area and from Siesta Key. Proposed improvements include improved access, and security, enhanced emergency pumping capabilities, upgrades to the programmable logic controllers used to operate the station, piping and wet well improvements, and protection measures to minimize the effects of hydrogen sulfide degradation. Future plans for the SGMPS include design and construction of a new MPS and a new parallel force main from the SGMPS to the intersection of Bahia Vista Street and McIntosh Road. Rationale The continuous transfer of wastewater flow at this location is necessary in order to maintain system operation. The proposed improvements are intended to address some of the long-term operational needs that will be required to maintain the station while under continuous operation. Funding Strategy This project is funded by rates and commercial paper to be repaid by rates. Operating Budget Impacts This master pump station will increase the operating budget due to energy, chemicals (odor control), and preventative maintenance activities and is estimated at $25, per year. Impact Description FY 219 FY 22 FY 221 FY 222 FY 223 Operating Expenditures 25, 25,75 Total Operating Budget Impacts 25, 25,75 Project Map Schedule of Activities Project Activities From - To Amount Project Management 1/14-9/23 66, Design/Engineering 1/14-9/23 1,58, Construction 1/16-9/23 9,75, Construction Phase Services 1/16-9/23 77, Total Budgetary Cost Estimate: 11,5, Funding Source Means of Financing Amount Utility Commerical Paper FY19 Borrow / Rates 7,, Utility Rates 4,5, Fiscal Year Total Programmed Funding: 11,5, Future Funding Requirements: Public Utilities

320 6,8, 1,, Sarasota County Government FY 219 thru 223 Proposed Capital Improvement Program 5,8, Public Utilities Project Title: Transmission Main & Improvements Pump Station 3 Project #: 8839 Category: Potable Water LMS: No Location: District #4 - North of Clark Rd and Swift Rd Status: Existing Project - Additional Funding Programmed Comprehensive Plan Information Project Location CIE Project: Yes Plan Reference: Table 14-1 District: District #4 LOS/Concurrency: No Project Need: Growth Location: North of Clark Rd and Swift Rd Programmed Funding Programmed Appropriated Future Funding To Date FY 219 FY 22 FY 221 FY 222 FY 223 Funding Description and Scope This project includes water system improvements for potable water supply to Pump Station 3. Rationale Hydraulic modeling of future demands indicate the need to make improvements to the water supply network, improve the capacity of the water transmission and water distribution system, and make improvements to Pump Station 3 to enhance operation. The objective of these improvements is to reduce the time needed to refill the water storage tanks at Pump Station 3, and thereby extending the operating period of the station. Class 5 Estimates (accuracy rate of 3% to 1%) are based upon preliminary engineering that are subject to further review during design. Funding Strategy This project will be funded from rates and a commercial paper borrow to be repaid by rates. Operating Budget Impacts It is anticipated that any impact to operating cost will be offset by the energy savings associated with pumping costs. Project Map Schedule of Activities Project Activities From - To Amount Project Management 1/17-9/22 375, Design/Engineering 1/17-9/22 765, Land/Right-of-Way 1/17-9/22 5, Construction 1/17-9/22 5,1, Construction Phase Services 1/17-9/22 51, Total Budgetary Cost Estimate: 6,8, Funding Source Means of Financing Amount Utility Commerical Paper FY19 Borrow / Rates 5,8, Utility Rates 1,, Fiscal Year Total Programmed Funding: 6,8, Future Funding Requirements: Public Utilities

321 2,82, 2,52, Sarasota County Government FY 219 thru 223 Proposed Capital Improvement Program 3, Public Utilities Project Title: US41 Venice Bypass Water Relocates Project #: 8814 Category: Potable Water LMS: Yes Location: District #5 - US41 Venice Bypass from Gulf Coast Blvd To Center Rd Status: Existing Project - Additional Funding Programmed Comprehensive Plan Information Project Location CIE Project: No Plan Reference: N/A District: District #5 LOS/Concurrency: No Project Need: Other Location: US41 Venice Bypass from Gulf Coast Blvd To Center Rd Programmed Funding Programmed Appropriated Future Funding To Date FY 219 FY 22 FY 221 FY 222 FY 223 Funding Description and Scope Utility relocates associated with FDOT road widening project. A 12" water main will replace the existing water mains along the US41 corridor. Rationale Existing utilities within this section of US 41 Bypass will need to be relocated or replaced as a result of the roadway widening. Due to the age, inadequate size and location of the existing water mains, replacement has been determined to be the most viable alternative. Funding Strategy This project is funded by rates. Operating Budget Impacts New water lines have minimal impact. Adjustments are made during the development of the annual operating budget. Project Map Schedule of Activities Project Activities From - To Amount Design/Engineering 1/14-9/2 42, Construction 1/18-9/2 2,14, Construction Phase Services 1/18-9/2 26, Total Budgetary Cost Estimate: 2,82, Means of Financing Funding Source Amount Utility Rates 2,82, Fiscal Year Total Programmed Funding: 2,82, Future Funding Requirements: Public Utilities

322 2,5, 1,25, Sarasota County Government FY 219 thru 223 Proposed Capital Improvement Program 25, Public Utilities Project Title: Wastewater Site Improvements Program Project #: 8829 Category: Wastewater LMS: No Location: Countywide Status: Existing Project - Additional Funding Programmed Comprehensive Plan Information Project Location CIE Project: No Plan Reference: N/A District: Countywide LOS/Concurrency: No Project Need: Other Location: Countywide Programmed Funding Programmed Appropriated Future Funding To Date FY 219 FY 22 FY 221 FY 222 FY 223 Funding 25, 25, Description and Scope 25, 25, Public Utilities identified the need to improve various utility sites throughout the County. The scope of work includes but is not limited to the demolition and removal of various equipment, buildings, underground infrastructure, fencing, landscaping and other amenities. Improvements can consist of improving driveways or roads, building repairs, drainage improvements, new access gates, fencing, signage, landscaping, lighting, security improvements and various new infrastructure, amenities, buildings or supporting improvements that enhance the functionality of the site, as well as resiliency improvements. Rationale Operate efficiently and enhance functionality, improve safety and security, enhance community character and improve neighborhood quality of life, safeguard the environment, improve building function and add new facilities or functions to address public expectations. Consolidate and improve infrastructure to maintain continuous service. Funding Strategy This project will be funded by rates. Operating Budget Impacts Additional annual cost of $1,545 a year for additional mowing where structures were removed. Impact Description FY 219 FY 22 FY 221 FY 222 FY 223 Operating Expenditures 1,545 1,591 Total Operating Budget Impacts 1,545 1,591 Project Map Schedule of Activities Project Activities From - To Amount Project Management 1/16-9/23 145, Design/Engineering 1/16-9/23 3, Construction 1/16-9/23 1,867,5 Construction Phase Services 1/16-9/23 187,5 Total Budgetary Cost Estimate: 2,5, Means of Financing Funding Source Amount Utility Rates 2,5, Fiscal Year Total Programmed Funding: 2,5, Future Funding Requirements: Public Utilities

323 FY 219 thru 223 Proposed Capital Improvement Program Public Utilities Project Title: Wastewater System Rehabilitation Program Project #: 882 Category: Wastewater LMS: Yes Location: Countywide Status: Existing Project - Additional Funding Programmed Comprehensive Plan Information Project Location CIE Project: No Plan Reference: N/A District: Countywide LOS/Concurrency: No Project Need: Growth, Deficiency, Other Location: Countywide Programmed Funding Programmed Appropriated Future Funding To Date FY 219 FY 22 FY 221 FY 222 FY 223 Funding 7,77, 1,77, 5, 5, 1,, Description and Scope 1,5, 2,5, Rehabilitation, beyond normal maintenance, of existing wastewater force mains, valves, connections, and pump stations throughout the County. Rehabilitation can also include line extensions and relocations as needed to address areas of improvement, capacity, or operational needs. Rationale Throughout the service area there are various opportunities to extend, expand, relocate or replace existing infrastructure, improve service or enhance operations, or as required relocations by transportation programs. Funding Strategy This project is funded by rates. Operating Budget Impacts This program will have minimal benefit to operating costs and will extend the operating life of existing assets. Project Map Schedule of Activities Project Activities From - To Amount Project Management 1/15-9/23 18, Design/Engineering 1/15-9/23 54, Construction 1/16-9/23 6,55, Construction Phase Services 1/16-9/23 5, Total Budgetary Cost Estimate: 7,77, Means of Financing Funding Source Amount Utility Rates 7,77, Fiscal Year Total Programmed Funding: 7,77, Future Funding Requirements: Public Utilities

324 12,4, 5,94, Sarasota County Government FY 219 thru 223 Proposed Capital Improvement Program 9, Public Utilities Project Title: Water Main Rehabilitation Program Project #: 882 Category: Potable Water LMS: No Location: Countywide Status: Existing Project - Additional Funding Programmed Comprehensive Plan Information Project Location CIE Project: No Plan Reference: N/A District: Countywide LOS/Concurrency: No Project Need: Deficiency Location: Countywide Programmed Funding Programmed Appropriated Future Funding To Date FY 219 FY 22 FY 221 FY 222 FY 223 Funding 1,, 1,4, Description and Scope 1,4, 1,4, Rehabilitation, beyond normal maintenance, of existing water mains, valves, connections, and pump stations throughout the County. The mains will be descaled and then relined using a cure-in-place lining or replaced if necessary. Rehabilitation can also include line extensions and relocations as needed to address areas of improvement, capacity, water quality or operational needs. Rationale Throughout the service area many existing mains are over 4 years old and due for rehabilitation which adds a new life of 5 years. In addition, there are various opportunities to extend, expand, relocate or replace existing infrastructure to improve service, enhance operations, or as required relocations in coordination with transportation programs. Funding Strategy This project will be funded by rates. Operating Budget Impacts This program will have minimal benefit to operating costs and will extend the operating life of existing assets. Project Map Schedule of Activities Project Activities From - To Amount Project Management 1/12-9/23 81, Design/Engineering 1/15-9/23 1,73, Construction 1/12-9/23 8,35, Construction Phase Services 1/12-9/23 1,15, Total Budgetary Cost Estimate: 12,4, Means of Financing Funding Source Amount Utility Rates 12,4, Fiscal Year Total Programmed Funding: 12,4, Future Funding Requirements: Public Utilities

325 FY 219 thru 223 Proposed Capital Improvement Program Public Utilities Project Title: Water Site Improvements Program Project #: 8828 Category: Potable Water LMS: No Location: Countywide Status: Existing Project - Additional Funding Programmed Comprehensive Plan Information Project Location CIE Project: No Plan Reference: N/A District: Countywide LOS/Concurrency: No Project Need: Other Location: Countywide Programmed Funding Programmed Appropriated Future Funding To Date FY 219 FY 22 FY 221 FY 222 FY 223 Funding 1,5, 2, 2, 2, 25, Description and Scope 1, 1, Public Utilities identified the need to improve various utility sites throughout the County. The scope of work includes but is not limited to the demolition and removal of various equipment, buildings, underground infrastructure, fencing, landscaping and other amenities. Improvements can consist of adding driveways or road improvements, building repairs, drainage improvements, new access gates, fencing, signage, landscaping, lighting, security improvements and various new infrastructure, amenities or supporting improvements that enhance the functionality of the site, as well as resiliency improvements. Rationale Operate efficiently and enhance functionality, improve safety and security, enhance community character and improve neighborhood quality of life, safeguard the environment, improve building function and add new facilities or functions to address public expectations. Consolidate and improve infrastructure to maintain continuous service. Funding Strategy This project will be funded out of rates. Operating Budget Impacts Additional annual cost of $515 a year for additional mowing where structures were removed. Impact Description FY 219 FY 22 FY 221 FY 222 FY 223 Operating Expenditures Total Operating Budget Impacts Project Map Schedule of Activities Project Activities From - To Amount Project Management 1/16-9/23 5, Design/Engineering 1/16-9/23 12, Construction 1/16-9/23 8, Construction Phase Services 1/16-9/23 8, Total Budgetary Cost Estimate: 1,5, Means of Financing Funding Source Amount Utility Rates 1,5, Fiscal Year Total Programmed Funding: 1,5, Future Funding Requirements: Public Utilities

326 FY 219 thru 223 Proposed Capital Improvement Program Public Utilities Project Title: Waterline Extension - Area M West Project #: 881 Category: Potable Water LMS: Yes Location: District #2 - Area M, Bee Ridge Rd. to Ashton Rd. Status: Existing Project - Additional Funding Programmed Comprehensive Plan Information Project Location CIE Project: No Plan Reference: N/A District: District #2 LOS/Concurrency: No Project Need: Other Location: Area M, Bee Ridge Rd. to Ashton Rd. Programmed Funding Programmed Appropriated Future Funding To Date FY 219 FY 22 FY 221 FY 222 FY 223 Funding 1,55, 48, 575, Description and Scope Design and construct a central water distribution system to serve approximately 84 customers in PCSSRP Area M. Rationale PCSSRP Area M has approximately 1,34 homeowners that will be converting from septic tanks to central sewer. As part of this initiative any customers identified will have central water installed in their area as part of the project. Funding Strategy This project will be funded by rates. Operating Budget Impacts New water lines have minimal impact. Adjustments are made during the development of the annual operating budget. Project Map Schedule of Activities Project Activities From - To Amount Project Management 1/11-9/23 5, Design/Engineering 1/11-9/23 9, Land/Right-of-Way 1/11-9/23 5, Construction 1/16-9/23 835, Construction Phase Services 1/16-9/23 3, Total Budgetary Cost Estimate: 1,55, Means of Financing Funding Source Amount Utility Rates 1,55, Fiscal Year Total Programmed Funding: 1,55, Future Funding Requirements: Public Utilities

327 PUBLIC WORKS

328 Fiscal Year 219 Proposed Strategic Financial Plan Public Works Index 18-1 Organizational Chart 18-2 Strategic Message 18-3 Operating Budget Summary 18-8 Transportation 18-9 Field Services 18-1 Stormwater Capital Project Summary Fiscal Year Public Works

329 Fiscal Year 219 Proposed Strategic Financial Plan Public Works Public Works Total FY219 Proposed FTEs = 19.5 Transportation Total FY219 Proposed FTEs = 47.6 Field Services Total FY219 Proposed FTEs = 61. Stormwater Total FY219 Proposed FTEs = Fiscal Year Public Works

330 Sarasota County Gov ernment Fiscal Year 219 Proposed Financial Strategic Plan Public Works Vision Mission To plan, build, operate and maintain the County s infrastructure with excellence resulting in safe, reliable and aesthetically pleasing structures and systems. To provide and manage the infrastructure that supports Sarasota County as the premier community where people choose to live, work and play. Summary of Services Public Works inf rastructure support includes the county transportation network and deliv ery of the design and all Stormwater f unctions f or the county. Public Works encompasses the f ollowing div isions and programs: Public Works Divisions Division Stormwater Summary of Services The Stormwater Utility Division provides flood protection services with regular, preventative maintenance of the stormwater conveyance system; the repair and replacement of aging stormwater infrastructure; cost effective Capital Improvement Projects to address flooding level of service issues; and continuous monitoring and evaluation of projected base flood elevations through regulatory review of land development. The Stormwater Utility also promotes water quality improvement initiatives including the use of cost effective low impact techniques to improve the overall quality of stormwater runoff. Transportation Transportation Planning: Neighborhood programs, long range transportation planning, Comp. plan goals, traffic impact analysis, intersections, traffic safety, sidewalks, bike lanes, trails, development review, and corridor studies. Staff liaison and coordination for Metropolitan Planning Organization, Bicycle/Pedestrian/Trail Advisory Committee Traffic Engineering Operations and Maintenance: Maintains and operates the transportation network including intersection control, traffic safety, signage, signals, striping, and street lighting. Manages pavement condition, asset management and staff liaison to Traffic Advisory Council Operations, Logistics & Support: Manages bridge assets, Public Improvement Districts (PID), Lighting Districts (LID), CIP oversight and emergency management coordination. Field Services: Provides enterprise and community wide maintenance, support, and enhancement of roads, bridges, trees and landscaping. Surveying Responsible for land surveying services and support to all county agencies Advisory Boards Bicycle, Pedestrian and Trails Advisory Committee Traffic Advisory Council Stormwater Environmental Utility Advisory Committee [SEUAC] Department Objectiv es Goal Maintain and Enhance Infrastructure Quality Maintain and Enhance Existing Infrastructure Sarasota County Dashboard Provide an Innovative Environment for Public Works Employees Cultivate an Innovative Organization Sarasota County Dashboard Provide Excellent Service in Support of Government Operations Ensure Fiscal Sustainability Sarasota County Dashboard Successfully Complete Public Works Strategic Major Initiatives Cultivate an Innovative Organization Sarasota County Dashboard Fiscal Year Public Works

331 Sarasota County Gov ernment Fiscal Year 219 Proposed Financial Strategic Plan Performance Key Performance Indicators On Target Caution Behind No Target Set New Next FY Suspended Department Major Initiativ e Goal Description Update Percent Complete Target End Date Road Transfer: During early 218, County and FDOT District 1 staff determined mutually acceptable terms to fund construction of the River Road Regional Interstate Connector between US 41 and I-75. Advance River Road Regional Interstate Connector Maintain and Enhance Existing Infrastructure Sarasota County Dashboard Develop an incremental strategy for funding service improvements to River Road. Project Financing: The County s financial commitment to improvements between US41 and West Villages Parkway is not-to-exceed $24M. A formal request was made to the City of North Port for additional funding through City Road Impact Fees or other revenue determined by the City. The county will continue working with the City of North Port to determine what level of funding contribution the City can commit to the project. 15 % 9/3/18 Stormwater Be Environmental Stewards Sarasota County Dashboard Scope development currently underway. A description will be added upon completion. Earlier this year the Board received a presentation providing an overview of the stormwater utility, assessments, current initiatives, and items on the horizon. With the realignment of the Stormwater Division to the Public Works Department occurring this fall, staff continues to work on the transition plan to facilitate a smooth changeover while keeping current initiatives on track. Staff will continue to update the Board on progress related to key stormwater initiatives throughout the year. 5 % 1/16/19 Fiscal Year Public Works

332 Sarasota County Gov ernment Fiscal Year 219 Proposed Financial Strategic Plan Traffic Maintain and Enhance Existing Infrastructure Sarasota County Dashboard Scope development currently underway. A description will be added upon completion. This priority was established at the Board Retreat in December 217. Staff received input from Board at March 23, 218, Budget Workshop where the topic was presented as a review of all major traffic related initiates managed by the Public Works Department. A report of significant traffic/transportation related activities is currently being composed, and will be updated monthly to communicate this information on a regular basis. 15 % 1/16/19 Evaluate Stormwater Assessment Program Maintain and Enhance Existing Infrastructure Sarasota County Dashboard Evaluate how to fund infrastructure improvements in areas that have floodplain level of service deficiencies due to growth, redevelopment, and/or sea level rise. Reviewing other stormwater utilities, our stormwater Ordinance, and our Interlocal Agreement with the City of Sarasota. Staff is having ongoing meetings/discussions with the County Attorney's office to discuss Sarasota County's Ordinance in greater detail. Stormwater staff is working with stormwater utility program/ordinance subject matter experts to evaluate state-wide stormwater programs. 25 % 12/3/18 Construct Dona Bay Restoration Phase 2: Focusing on Water Quality Improve Community Awareness of Public Utilities on Environmental Impact Public Utilities Involves the construction of a pipeline from the Dona Bay Phase 1 project, including improvements to reinforce a 38-acre storage facility, thus restoring a connection to the Myakka River. Work is underway, tentative schedule to discuss with the BOCC in November. Initial design was completed on schedule. Our funding partner (with our concurrence) asked for a third party constructability review to reduce construction costs. That effort is underway and adding time to the original construction complete date. % 1/1/19 Be Environmental Stewards Sarasota County Dashboard Fiscal Year Public Works

333 Sarasota County Gov ernment Fiscal Year 219 Proposed Financial Strategic Plan Performance Highlights Road Resurfacing (Lane Miles) ANALYSIS: During this quarter, Area O&P of the Phillippi Creek Septic Sewer Replacement Program was resurfaced immediately after sewer construction was completed. 2. PYTD Road Resurfacing Completed Q4-17 Q1-18 Q2-18 Q3-18 Resurfacing Completed (lane miles FYTD Road Resurfacing Completed Fiscal Year Public Works

334 Sarasota County Gov ernment Fiscal Year 219 Proposed Financial Strategic Plan Dashboard Objectiv es Measure Series Status Jun-18 Stormwater To Maintain Stormwater System Integrity Stormwater # of Miles of Pipe Assessed for Renewal and Replacement Stormwater PYTD Actual 13.5 FYTD Actual 16.2 YTD Target Stormwater To Improve Class Rating System (CRS) and Increase Community Awareness Stormwater FEMA Community Service Class Rating Stormwater PYTD Actual 5 FYTD Actual 5 YTD Target 5 Transportation Exceed Customer Expectations Transportation % of Acres Meeting Level of Service Standard Transportation PYTD Avg 96.11% FYTD Avg 95.11% YTD Target 95.% Transportation Enhance the Quality of Sarasota County Infrastructure Transportation % of Lane Miles > = OCI 6 Transportation FY16 Actual 61.65% FY17 Actual 6.49% YTD Target 6.% Transportation Enhance the Quality of Sarasota County Infrastructure Transportation Sidewalks Constructed (in Feet) Transportation PYTD Actual 1,664 FYTD Actual 16 Transportation Enhance the Quality of Sarasota County Infrastructure Transportation Road Resurfacing (Lane Miles) Transportation PYTD Resurfacing Completed FYTD Resurfacing Completed Fiscal Year Public Works

335 Fiscal Year 219 Proposed Strategic Financial Plan Public Works Operating Budget Summary FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Expenditure Summary Actual Adopted Proposed Planned Projected Projected Projected Personnel Services 12,291,155 14,351,139 14,546,819 14,546,228 14,525,377 14,525,377 14,525,377 Operating Expenditures 18,657,846 16,856,37 16,492,91 16,595,85 16,63,475 16,662,67 16,926,83 Internal Services 2,657,117 2,393,43 8,623,88 8,62,958 8,62,958 8,62,958 8,62,958 Internal Service Automotive 4,275,451 4,65,36 4,36,569 4,115,542 4,115,542 4,115,542 4,115,542 Internal Service EIT 1,466,316 1,768,464 1,738,889 1,738,889 1,738,889 1,738,889 1,738,889 Capital Outlay 71,639 73,15 81,65 81,65 81,65 81,65 81,65 Grants In Aid 73, ,14 872,544 74,819 74,819 74,819 74,819 Subtotal 4,122,898 4,99,72 46,662,469 46,43,891 46,417,71 46,449,95 46,714,38 Reserves - 23,914 2,361 2,361 2,361 2,361 2,361 Transfers Out 1,411, ,793 1,742, , , , ,714 Reserves and Transfers 1,411, ,77 1,762, ,75 467,75 467,75 467,75 Total Budgetary Costs 41,534,25 41,325,49 48,425,361 46,87,966 46,884,785 46,916,98 47,181,113 FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Funding Sources Actual Adopted Proposed Planned Projected Projected Projected General Fund 258,99 44,591 45,19 45,19 45,19 45,19 45,19 Transportation Fund 17,818,259 2,379,764 19,944,769 2,46,941 2,6,76 2,92,955 2,357,88 Siesta Key Village Public Improvement District 132, , , , , , ,944 Fund Warm Mineral Springs Public Improvement 4,399 1,559 1,478 1,478 1,478 1,478 1,478 District Fund Advanced Grants Fund - 167, , Street Lighting Districts Fund 885,724 1,62,37 1,91,2 1,91,2 1,91,2 1,91,2 1,91,2 Casey Key Public Improvement District Fund - 2,361 2,361 2,361 2,361 2,361 2,361 Stormwater Environmental Utility Fund 21,998,734 18,981,989 2,233,142 18,746,43 18,746,43 18,746,43 18,746,43 Stormwater Operating Grants Fund 23,14 82, Materials Management Fund 15, Field Services Fund - - 6,344,921 6,342,791 6,342,791 6,342,791 6,342,791 Total Revenues 41,534,25 41,325,49 48,425,361 46,87,966 46,884,785 46,916,98 47,181,113 FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Staffing Summary Actual Adopted Proposed Planned Projected Projected Projected Transportation Field Services Stormwater Total Full-Time Equivalents (FTE) Fiscal Year Public Works

336 Fiscal Year 219 Proposed Strategic Financial Plan Transportation Operating Budget Summary FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Expenditure Summary Actual Adopted Proposed Planned Projected Projected Projected Personnel Services 3,178,645 4,77,739 4,175,681 4,177,22 4,156,369 4,156,369 4,156,369 Operating Expenditures 5,356,178 6,412,569 6,38,38 6,446,995 6,463,435 6,484,52 6,596,632 Internal Services 652, , , , , , ,576 Internal Service Automotive 4,51 422, , , , , ,858 Internal Service EIT 447,1 531, , , , , ,271 Capital Outlay 69,256 4, 4, 4, 4, 4, 4, Grants In Aid 627, , , , , , ,819 Subtotal 1,731,416 12,714,346 12,844,243 12,912,739 12,98,328 12,928,945 13,41,525 Reserves - 23,914 2,361 2,361 2,361 2,361 2,361 Transfers Out 579,537 3, Reserves and Transfers 579,537 26,914 2,361 2,361 2,361 2,361 2,361 Total Budgetary Costs 11,31,953 12,741,26 12,864,64 12,933,1 12,928,689 12,949,36 13,61,886 FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Funding Sources Actual Adopted Proposed Planned Projected Projected Projected General Fund 258,99 44,591 45,19 45,19 45,19 45,19 45,19 Transportation Fund 9,632,96 11,27,929 11,129,8 11,198,296 11,193,885 11,214,52 11,327,82 Siesta Key Village Public Improvement District 132, , , , , , ,944 Fund Warm Mineral Springs Public Improvement 4,399 1,559 1,478 1,478 1,478 1,478 1,478 District Fund Street Lighting Districts Fund 885,724 1,62,37 1,91,2 1,91,2 1,91,2 1,91,2 1,91,2 Casey Key Public Improvement District Fund - 2,361 2,361 2,361 2,361 2,361 2,361 Total Revenues 11,31,953 12,741,26 12,864,64 12,933,1 12,928,689 12,949,36 13,61,886 FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Staffing Summary Actual Adopted Proposed Planned Projected Projected Projected Transportation Total Full-Time Equivalents (FTE) Fiscal Year Public Works

337 Fiscal Year 219 Proposed Strategic Financial Plan Field Services Operating Budget Summary FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Expenditure Summary Actual Adopted Proposed Planned Projected Projected Projected Personnel Services 3,99,161 3,928,445 4,58,924 4,56,794 4,56,794 4,56,794 4,56,794 Operating Expenditures 3,59,778 3,656,842 3,339,598 3,375,44 3,393,634 3,45,212 3,556,765 Internal Services 72,73 54,39 6,547,273 6,545,143 6,545,143 6,545,143 6,545,143 Internal Service Automotive 1,149,742 1,49, , , , , ,189 Internal Service EIT 187,43 176, ,96 218,96 218,96 218,96 218,96 Capital Outlay 2, Subtotal 8,21,197 9,351,835 15,159,89 15,191,436 15,29,666 15,221,244 15,372,797 Total Budgetary Costs 8,21,197 9,351,835 15,159,89 15,191,436 15,29,666 15,221,244 15,372,797 FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Funding Sources Actual Adopted Proposed Planned Projected Projected Projected Transportation Fund 8,185,299 9,351,835 8,814,969 8,848,645 8,866,875 8,878,453 9,3,6 Materials Management Fund 15, Field Services Fund - - 6,344,921 6,342,791 6,342,791 6,342,791 6,342,791 Total Revenues 8,21,197 9,351,835 15,159,89 15,191,436 15,29,666 15,221,244 15,372,797 FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Staffing Summary Actual Adopted Proposed Planned Projected Projected Projected Field Services Total Full-Time Equivalents (FTE) Fiscal Year Public Works

338 Fiscal Year 219 Proposed Strategic Financial Plan Stormwater Operating Budget Summary FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Expenditure Summary Actual Adopted Proposed Planned Projected Projected Projected Personnel Services 6,13,349 6,344,955 6,312,214 6,312,214 6,312,214 6,312,214 6,312,214 Operating Expenditures 1,241,89 6,786,959 6,773,274 6,773,46 6,773,46 6,773,46 6,773,46 Internal Services 1,31,96 1,25,797 1,329,239 1,329,239 1,329,239 1,329,239 1,329,239 Internal Service Automotive 2,725,29 3,133,36 2,841,522 2,65,495 2,65,495 2,65,495 2,65,495 Internal Service EIT 831,876 1,59,899 1,8,712 1,8,712 1,8,712 1,8,712 1,8,712 Capital Outlay - 69,15 77,65 77,65 77,65 77,65 77,65 Grants In Aid 76, 243, ,725 76, 76, 76, 76, Subtotal 21,19,285 18,843,521 18,658,336 18,299,716 18,299,716 18,299,716 18,299,716 Transfers Out 831,59 388,793 1,742, , , , ,714 Reserves and Transfers 831,59 388,793 1,742, , , , ,714 Total Budgetary Costs 22,21,875 19,232,314 2,4,867 18,746,43 18,746,43 18,746,43 18,746,43 FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Funding Sources Actual Adopted Proposed Planned Projected Projected Projected Advanced Grants Fund - 167, , Stormwater Environmental Utility Fund 21,998,734 18,981,989 2,233,142 18,746,43 18,746,43 18,746,43 18,746,43 Stormwater Operating Grants Fund 23,14 82, Total Revenues 22,21,875 19,232,314 2,4,867 18,746,43 18,746,43 18,746,43 18,746,43 FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Staffing Summary Actual Adopted Proposed Planned Projected Projected Projected Stormwater Total Full-Time Equivalents (FTE) Fiscal Year Public Works

339 Fiscal Year 219 Proposed Strategic Financial Plan Stormwater Appropriated Public Works Capital Budgetary Summary FY 219 FY 22 FY 221 FY 222 FY 223 Project Title To Date Proposed Planned Projected Projected Projected Funding Future Total Estimated Asset & Infrastructure Management 7,599,19 1,25, 1,25, ,99,19 System Program Bahia Vista Levee Improvements , , Design Bayfront Coastal Stormwater - 15, , Improvements Canal 4-86 Rehabilitation 2,45, ,45, Dona Bay Phase 4&5 Weir - 22, , Replacement Design Honore Ave. Pipe Stormwater 737, , Rehabilitation Midnight Pass Stormwater - 35, , Improvements Sediment Abatement and 7,73, ,73,75 Stabilization Program U.S. 41 Canal Rehabilitation 9, , Whitaker Basin Stormwater Improvements Traffic Circulation Cost - 2, , Stormwater Total 19,389,94 2,39, 1,25, ,29,94 Advance ROW Acquisition Program 8,243,687 1,635, 1,214, 1,77, 1,87, 3, - 14,96,687 Alignment & Small Area Traffic 267, ,875 Studies Program Bay Street Extension 4,17,96 1,3, 57, ,824,96 Bicycle, Pedestrian and Trails Master 2,124,357 8, 8, 8, 8, 8, - 2,524,357 Plan Program Bridge Replacement and 17,983,52 1,, 1,, 1,, 1,, 1,, 1,, 23,983,52 Rehabilitation Program Cattlemen Road (Bahia Vista to 2,2, ,2, Packinghouse) Central Sarasota Parkway/Honore 1,15, 3, ,45, Avenue Roundabout Desoto Road Improvements 5,651, ,651,332 Environmental Regional Mitigation 2,898, ,898,968 Program Future Design Program 452, ,56 Gulf of Mexico Drive Improvements 65, , Preliminary Engineering Honore Avenue (Clark Road to 3,35,696 1,, ,35,696 Proctor Road) Ashton/Honore Intersection Honore Avenue/Bridgehampton Boulevard Roundabout I-75 Overpass Design/Permitting - 558, 596, ,154, Lakewood Ranch Boulevard 272, 675, 1,21,912 1,511, , 278,565-4,311,23 Improvements Lorraine Road Improvements 2, 233,88 986, ,42, Mobility Infrastructure Rehabilitation 861,919 49, ,919 and Renovations Program Myrtle Street (US41 to RR) South Side Sidewalks/Lighting Design/Construction North Cattlemen Road - Richardson Rd to University Operations, Safety, and Signalization Program E. Venice/Ridgewood Design/Engineering Intersection Improvements 5,857,581 4,51, ,367,581 31,37, ,37,29 15,58,985 1,, 1,, 1,, 1,, 1,, - 2,58,985 2,3, ,3, Roadway Resurfacing Program 86,753,47 1,, 1,, 1,, 1,, 1,, - 136,753,47 RR Crossings Program 3,195, ,195,124 S. Harbor Airport/Beach Rd. Intersection Improvements 52, , Fiscal Year Public Works

340 Fiscal Year 219 Proposed Strategic Financial Plan Traffic Circulation Appropriated Public Works Capital Budgetary Summary FY 219 FY 22 FY 221 FY 222 FY 223 Project Title To Date Proposed Planned Projected Projected Projected Funding Future Total Estimated Sidewalk Program 6,966,94 2,64, 1,, 1,, 1,, 1,, 1,4, 15,6,94 Street Tree Program 2,788,536 1, 1, 1, 1, 1, 3, 3,588,536 U.S. 41 & Fruitville Road Intersection 5,1, ,1,367 Improvements U.S. 41 & Gulfstream Avenue Intersection 5,951, ,951,935 Traffic Circulation Total 215,62,49 25,8,88 17,694,824 16,398,726 15,35, 13,758,565 2,7, 36,584,252 Watershed Restoration Dona Bay Watershed Hydrology Enhancements and Conveyance System North County/Phillippi Creek Stormwater Water Quality Program South County/Alligator Creek Stormwater Water Quality Program 14,359, ,359,246 5,849, ,849,453 3,614,166 7, ,314,166 Watershed Restoration Total 23,822,865 7, ,522,865 Total Estimated CIP Project Cost 258,814,854 28,17,88 18,944,824 16,398,726 15,35, 13,758,565 2,7, 354,137,57 Total CIP Budgetary Cost 258,814,854 28,17,88 18,944,824 16,398,726 15,35, 13,758,565 2,7, 354,137,57 Cost Fiscal Year Public Works

341 Fiscal Year 219 Proposed Strategic Financial Plan Appropriated FY 219 Funding Source To Date Proposed Current Revenues Public Works Capital Funding Summary FY 22 FY 221 FY 222 FY 223 Planned Projected Projected Projected 5 Year Programmed Total Funding Contributed Capital 7,153, ,153,791 ELMS Gas Tax 19,416,77 2,959, 2,55, 2,55, 2,55, 2,55, 13,159, 32,575,77 Gen Govt Infrastructure Surtax III 14,3, 7, , 15,, (9-24) General Fund Revenues 2,892, ,892,985 Grants 33,589,137 5, , 34,89,137 Infrastructure Surtax (9-99) Mobility Fees 472, 1,466,88 2,793,824 1,511, , 278,565 6,413,23 6,885,23 Other Revenues 2,75, ,75, Parks Impact Fees Road Impact Fees 37,192,29 3,95, 1,751, 1,737, 1,837, 33, 9,56, 46,752,29 Stormwater Assessments 14,69,94 2,39, 1,25, ,64, 18,249,94 Telecomm Taxes 2,185, ,185,65 Transp Infrastructure Surtax (-9) 318, ,37 Transportation Ad Valorem 4,198, ,198,445 Transportation Infrastructure Surtax III (9-24) Funding Source Total Non-Current Rev - Long Term Debt Obligation 59,752,871 1,989,5 1,6, 1,6, 1,6, 1,6, 53,389,5 113,142, ,83,71 22,99,588 18,944,824 16,398,726 15,35, 13,758,565 87,361,73 286,192,413 Gen Govt Infrastructure Surtax III 5,214, ,214,166 (9-24) Telecomm Taxes 371, ,539 Transportation Infrastructure Surtax III (9-24) Funding Source Total Non-Current Rev - Short Term Debt Obligation 29,858,42 5,26, ,26,5 35,118,92 35,444,17 5,26, ,26,5 4,74,67 North Cty Roads Impact Fee Debt 5,37, ,37,416 Telecomm Taxes 77, ,142 Transportation Infrastructure Surtax III (9-24) Retired Debt Funding Source Total 18,976, ,976,322 24,9, ,9,88 General Fund Revenues 449, ,157 Funding Source Total 449, ,157 Total CIP Project Funding 258,814,854 28,17,88 18,944,824 16,398,726 15,35, 13,758,565 92,622,23 351,437,57 Total CIP Funding 258,814,854 28,17,88 18,944,824 16,398,726 15,35, 13,758,565 92,622,23 351,437,57 *Refer to Volume II - Capital Improvement Program for detail project information Fiscal Year Public Works

342 FY 219 thru 223 Proposed Capital Improvement Program Public Works Project Title: Bayfront Coastal Stormwater Improvements Project #: 8872 Category: Stormwater LMS: Yes Location: District #2 - The Coastal Bayfront area Status: Proposed Comprehensive Plan Information Project Location CIE Project: No Plan Reference: District: District #2 LOS/Concurrency: No Project Need: Location: The Coastal Bayfront area Programmed Funding Programmed Appropriated Future Funding To Date FY 219 FY 22 FY 221 FY 222 FY 223 Funding 15, 15, Description and Scope Design stormwater improvements in the Coastal Bayfront in downtown Sarasota to address flood protection level of service deficiencies and improve stormwater quality. Rationale The Coastal Bayfront area has never had a capital improvement program implemented and in 216 and 217 rainfall events impacted the residents including structure and street flooding in excess of the County's adopted Level of Service. Stormwater improvements are necessary to protect the community from flooding. Funding Strategy Stormwater Maintenance Assessments, Stormwater Capital Assessments, potentially SWFWMD and FDEP grants will fund this project. Operating Budget Impacts Project Map Schedule of Activities Project Activities From - To Amount Project Management 1/18-9/24 5, Design/Engineering 1/18-9/21 1, Total Budgetary Cost Estimate: 15, Means of Financing Funding Source Amount Stormwater Maintenance Assessments 15, Fiscal Year Total Programmed Funding: 15, Future Funding Requirements: Public Works

343 FY 219 thru 223 Proposed Capital Improvement Program Public Works Project Title: Midnight Pass Stormwater Improvements Project #: 887 Category: Stormwater LMS: Yes Location: District #4 - Midnight Pass Road Status: Proposed Comprehensive Plan Information Project Location CIE Project: No Plan Reference: District: District #4 LOS/Concurrency: No Project Need: Location: Midnight Pass Road Programmed Funding Programmed Appropriated Future Funding To Date FY 219 FY 22 FY 221 FY 222 FY 223 Funding 35, 35, Description and Scope Design stormwater improvements to address coastal, barrier island flooding Level of Service deficiencies and improve stormwater quality along Midnight Pass Road on Siesta Key. Rationale Midnight Pass Road evacuation route has never had a capital improvement program implemented and in 216 and 217 rainfall events impacted the residents with street flooding in excess of the County's adopted Level of Service. Stormwater improvements are necessary to protect the community from flooding. Funding Strategy Stormwater Maintenance Assessments, Stormwater Capital Assessments, potentially SWFWMD and FDEP grants will fund this project. Operating Budget Impacts Project Map Schedule of Activities Project Activities From - To Amount Project Management 1/18-9/24 5, Design/Engineering 1/18-9/24 3, Total Budgetary Cost Estimate: 35, Means of Financing Funding Source Amount Stormwater Maintenance Assessments 35, Fiscal Year Total Programmed Funding: 35, Future Funding Requirements: Public Works

344 FY 219 thru 223 Proposed Capital Improvement Program Public Works Project Title: Whitaker Basin Stormwater Improvements Project #: 8869 Category: Stormwater LMS: Yes Location: District #2 - The Whitaker Bayou Basin Status: Proposed Comprehensive Plan Information Project Location CIE Project: No Plan Reference: District: District #2 LOS/Concurrency: No Project Need: Location: The Whitaker Bayou Basin Programmed Funding Programmed Appropriated Future Funding To Date FY 219 FY 22 FY 221 FY 222 FY 223 Funding 2, 2, Description and Scope Design stormwater improvements in the Whitaker Basin to address flood protection level of service deficiencies and improve stormwater quality. Rationale The Whitaker Bayou Basin has never had a capital improvement program implemented and in 216 and 217 rainfall events impacted the residents including structure and street flooding in excess of the County's adopted Level of Service. Stormwater improvements are necessary to protect the community from flooding. Funding Strategy Stormwater Maintenance Assessments, Stormwater Capital Assessments, potentially SWFWMD and FDEP grants will fund this project. Operating Budget Impacts Project Map Schedule of Activities Project Activities From - To Amount Project Management 1/18-9/24 5, Design/Engineering 1/18-9/21 15, Total Budgetary Cost Estimate: 2, Means of Financing Funding Source Amount Stormwater Maintenance Assessments 2, Fiscal Year Total Programmed Funding: 2, Future Funding Requirements: Public Works

345 FY 219 thru 223 Proposed Capital Improvement Program Public Works Project Title: Advance ROW Acquisition Program Project #: Category: Traffic Circulation LMS: No Location: Countywide Status: Existing Project - Additional Funding Programmed Comprehensive Plan Information Project Location CIE Project: Yes Plan Reference: Table 14-1 District: Countywide LOS/Concurrency: Yes Project Need: Growth, Deficiency, Other Location: Countywide Programmed Funding Programmed Appropriated Future Funding To Date FY 219 FY 22 FY 221 FY 222 FY 223 Funding 14,96,687 8,243,687 1,635, Identify and acquire real property for future right-of-way requirements. 1,214, 1,77, Description and Scope Rationale 1,87, 3, Acquire right-of-way prior to normal acquisition phase in order to reduce future costs and/or to preserve future roadway corridors. These acquisitions are expected to occur as opportunities become apparent in corridors planned for new or expanded roadways. Advance ROW acquisition is consistent with Comprehensive Plan Traffic Circulation Policy Funding Strategy This project is funded through Ad Valorem Taxes, City of Venice Road Impact Fee funds, FY4 Commercial Paper Borrow/Telecommunictaions Tax, North County Road Impact Fee funds, Short Term Borrow/General Revenues, South County Road Impact Fees, Mobility Fees, Telecommunication Taxes and Transportation Ad Valorem Taxes. Operating Budget Impacts Due to the uncertainties associated with acquiring ROW as opportunities arise, the cost of maintenance, if any, cannot be accurately determined beforehand. Project Map Schedule of Activities Project Activities From - To Amount Project Management 1/98-9/23 725,391 Land/Right-of-Way 1/98-9/23 14,181,296 Fiscal Year 219 Total Budgetary Cost Estimate: 14,96,687 Funding Source Means of Financing Amount South Mobility Fee District 3,63, South County Road Impact Fees 3,412,635 North Mobility Fee District 2,286,836 Central Mobility Fee District 1,68, Telecommunications Taxes - Transportation 1,32,528 Transportation Ad Valorem 845,669 Transportation Ad Valorem 83,957 North County Road Impact Fees 467,51 Short Term Borrow / General Revenues 449,157 Remaining Funding Sources 82, Total Programmed Funding: 14,96,687 Future Funding Requirements: Public Works

346 FY 219 thru 223 Proposed Capital Improvement Program Public Works Project Title: Asset & Infrastructure Management System Program Project #: Category: Stormwater LMS: No Location: Countywide Status: Existing Project - Additional Funding Programmed Comprehensive Plan Information Project Location CIE Project: No Plan Reference: N/A District: Countywide LOS/Concurrency: No Project Need: Deficiency Location: Countywide Programmed Funding Programmed Appropriated Future Funding To Date FY 219 FY 22 FY 221 FY 222 FY 223 Funding 1,99,19 7,599,19 1,25, 1,25, Description and Scope Stormwater program to replace or rehabilitate aging infrastructure Countywide. This project will encompass all County serviced stormwater infrastructure including the City of Sarasota. Rationale The stormwater infrastructure in Sarasota County is aging. There are corrugated metal pipes and other obsolete materials that need to be replaced prior to their failure. When these outdated assets fail, costly damage traditionally ensues and requires spending in excess of what would otherwise be necessary for scheduled repair. Funding Strategy This project is funded by stormwater maintenance assessments. Operating Budget Impacts This project will not have a direct impact on the operating budget. Project Map Schedule of Activities Project Activities From - To Amount Project Management 1/6-9/22 1,258,611 Design/Engineering 1/5-9/22 867, Construction 1/5-9/22 7,423,579 Construction Phase Services 1/5-9/22 55, Total Budgetary Cost Estimate: 1,99,19 Means of Financing Funding Source Amount Stormwater Maintenance Assessments 1,99,19 Fiscal Year Total Programmed Funding: 1,99,19 Future Funding Requirements: Public Works

347 FY 219 thru 223 Proposed Capital Improvement Program Public Works Project Title: Bahia Vista Levee Improvements - Design Project #: 8842 Category: Stormwater LMS: Yes Location: District #2 - Oak Shores and Bellevue Terrace Status: Existing Project - Additional Funding Programmed Comprehensive Plan Information Project Location CIE Project: No Plan Reference: District: District #2 LOS/Concurrency: No Project Need: Location: Oak Shores and Bellevue Terrace Programmed Funding Programmed Appropriated Future Funding To Date FY 219 FY 22 FY 221 FY 222 FY 223 Funding 22, 22, Description and Scope Evaluation of the existing Bahia Vista Levee system relative to the FEMA requirements of 44 CFR 65.1 for the project to have FEMA accreditation. Rationale The Bahia Vista Levee was constructed to protect 66 homes and roadways in the Oak Shores and Bellevue Terrace developments from flooding. The FEMA accreditation of the Bahia Vista Levee is required to accurately reflect the flood control impact in the area on the FEMA Flood Insurance Rate Maps (FIRM). Funding Strategy Preliminary feasibility, design and construction will be funded by Phillippi Creek Stormwater Assessments. Operating Budget Impacts There is no operating impact on the current five-year outlook. Project Map Schedule of Activities Project Activities From - To Amount Project Management 1/18-9/22 3, Design/Engineering 1/18-9/22 19, Total Budgetary Cost Estimate: 22, Means of Financing Funding Source Amount Stormwater Maintenance Assessments 22, Fiscal Year Total Programmed Funding: 22, Future Funding Requirements: Public Works

348 5,824,96 4,17,96 Sarasota County Government FY 219 thru 223 Proposed Capital Improvement Program 1,3, Public Works Project Title: Bay Street Extension Project #: Category: Traffic Circulation LMS: No Location: District #5 - Pine Ranch East Road to Honore Avenue Status: Existing Project - Additional Funding Programmed Comprehensive Plan Information Project Location CIE Project: Yes Plan Reference: Table 14-1 District: District #5 LOS/Concurrency: No Project Need: Growth Location: Pine Ranch East Road to Honore Avenue Programmed Funding Programmed Appropriated Future Funding To Date FY 219 FY 22 FY 221 FY 222 FY 223 Funding 57, Description and Scope This project is for the design, permitting and construction of approximately 1.2 miles of new two-lane roadway within four lanes of right-of-way with landscaped medians, sidewalks, street lighting (if required) and bicycle lanes. The intersection at Bay St. and Honore Ave. will be built as a roundabout. Construction will be completed prior to the expiration of the Road Impact Fee Credit Agreement with Palmer Ranch. This project will add 2.5 lane miles to the County maintained road network. The project will be constructed by Palmer Ranch through a Road Impact Fee Credit Agreement. Rationale The project will provide increased capacity and improve East-West traffic circulation on the County roadway network. This project is consistent with the Road Impact Fee Credit Agreement between Palmer Ranch and the County and Comprehensive Plan Traffic Circulation Policies and as they relate to safety, efficiency and LOS of the network and Policies and as they relate to pedestrian and bicycle safety and circulation. Funding Strategy This project is funded by Central County Road Impact Fees and Mobility Fees. Operating Budget Impacts Once construction is complete this project will increase operating expenses due to the additional infrastructure to be constructed as part of this project. The increased operating expenses are due to increased infrastructure such as additional landscaping, turf, sidewalks, pavement, medians, curbs, signage, etc. Impact Description FY 219 FY 22 FY 221 FY 222 FY 223 Operating Expenditures 41,31 42,14 43,284 44,466 45,688 Total Operating Budget Impacts 41,31 42,14 43,284 44,466 45,688 Project Map Schedule of Activities Project Activities From - To Amount Design/Engineering 1/14-9/19 75, Land/Right-of-Way 1/14-9/16 74,96 Construction 1/15-9/19 5,, Total Budgetary Cost Estimate: 5,824,96 Funding Source Means of Financing Amount Central Mobility Fee District 4,33, Central County Road Impact Fees 1,494,96 Fiscal Year Total Programmed Funding: 5,824,96 Future Funding Requirements: Public Works

349 2,524,357 2,124,357 Sarasota County Government FY 219 thru 223 Proposed Capital Improvement Program 8, Public Works Project Title: Bicycle, Pedestrian and Trails Master Plan Program Project #: 8576 Category: Traffic Circulation LMS: No Location: Countywide Status: Existing Project - Additional Funding Programmed Comprehensive Plan Information Project Location CIE Project: Yes Plan Reference: Table 14-1 District: Countywide LOS/Concurrency: Yes Project Need: Other Location: Countywide Programmed Funding Programmed Appropriated Future Funding To Date FY 219 FY 22 FY 221 FY 222 FY 223 Funding 8, 8, Description and Scope 8, 8, The Bicycle, Pedestrian and Trails Master Plan will be updated every five years. The Bicycle, Pedestrian and Trails Master Plan will identify existing bicycle and pedestrian facilities, including trails, throughout the County and provide a community assessment of areas where improvements are needed to enhance connectivity and safety. Bicycle and pedestrian connectivity and safety enhancements include project management, the design and construction of facilities. Rationale The adoption of the Bicycle and Pedestrian and Trails Master Plans and the implementation of action items and improvements identified in the plan will help to increase the safety of existing facilities, as well as provided for increased connectivity in the network. The plan and the improvements identified align with the Sarasota County Comprehensive Plan, Policies 1.1.1, 1.3.5, , , and through The plan also aligns with goals, policies and objectives of the Sarasota-Manatee Metropolitan Planning Organization. Funding Strategy This project is funded through Transportation Ad Valorem Taxes, ELMS Gas Taxes, South County Park Impact Fees, Mobility Fees, Telecommunications Taxes and FDOT Grant. Operating Budget Impacts This project will not significantly impact the operating budget and due to the various types and lengths of trails each one will be evaluated on a case by case basis for inclusion into the operating budget. Project Map Schedule of Activities Project Activities From - To Amount Project Management 1/ - 9/23 163,92 Design/Engineering 1/3-9/23 52,824 Land/Right-of-Way 1/3-9/23 353, Construction 1/1-9/23 1,54,613 Total Budgetary Cost Estimate: 2,524,357 Funding Source Means of Financing Amount Transportation Ad Valorem 891,881 Telecommunications Taxes - Transportation 715,569 ELMS Gas Tax 488,912 Florida Dept of Transportation Grant 23,171 North Mobility Fee District 7, Central Mobility Fee District 7, South Mobility Fee District 7, Contributed Capital - Private Donation 14,824 Fiscal Year Total Programmed Funding: 2,524,357 Future Funding Requirements: Public Works

350 22,983,52 17,983,52 Sarasota County Government FY 219 thru 223 Proposed Capital Improvement Program 1,, Public Works Project Title: Bridge Replacement and Rehabilitation Program Project #: 9574 Category: Traffic Circulation LMS: No Location: Countywide Status: Existing Project - Additional Funding Programmed Comprehensive Plan Information Project Location CIE Project: Yes Plan Reference: Table 14-1 District: Countywide LOS/Concurrency: Yes Project Need: Deficiency Location: Countywide Programmed Funding Programmed Appropriated Future Funding To Date FY 219 FY 22 FY 221 FY 222 FY 223 Funding Countywide projects to replace and rehabilitate bridges. 1,, 1,, Description and Scope Rationale 1,, Bridge projects extend the useful life of mobility infrastructure and allow for improvements to increase safety. Funding Strategy 1,, 1,, Funding is through a short term borrow to be repaid by Infrastructure Surtax Continuation Funds (FY1-24), a Surtax III Revenue Bond to be repaid by Infrastructure Surtax Continuation Funds (FY1-24) and Infrastructure Surtax Continuation Funds (FY1-24). Operating Budget Impacts The project will result in additional maintenance and repair costs due to increased infrastructure. Impact Description FY 219 FY 22 FY 221 FY 222 FY 223 Operating Expenditures 3, 9,765 1,253 1,766 Total Operating Budget Impacts 3, 9,765 1,253 1,766 Project Map Schedule of Activities Project Activities From - To Amount Project Management 1/8-9/24 1,78,358 Design/Engineering 1/8-9/24 2,8, Land/Right-of-Way 1/14-9/24 6, Construction 1/8-9/24 17,24,694 Construction Phase Services 1/13-9/24 2,48, Total Budgetary Cost Estimate: 23,983,52 Funding Source Means of Financing Amount Infrastructure Surtax III - Transportation 18,29,52 FY9 Surtax III Revenue Bond / Transportation Surtax III 3,954, FY8 C/P Borrow C / Transportation Surtax III 1,, Fiscal Year Total Programmed Funding: 22,983,52 Future Funding Requirements: 1,, Public Works

351 1,45, 1,15, Sarasota County Government FY 219 thru 223 Proposed Capital Improvement Program 3, Public Works Project Title: Central Sarasota Parkway/Honore Avenue Roundabout Project #: Category: Traffic Circulation LMS: No Location: District #5 - Central Sarasota Parkway/Honore Avenue Status: Existing Project - Additional Funding Programmed Comprehensive Plan Information Project Location CIE Project: Yes Plan Reference: Table 14-1 District: District #5 LOS/Concurrency: No Project Need: Growth Location: Central Sarasota Parkway/Honore Avenue Programmed Funding Programmed Appropriated Future Funding To Date FY 219 FY 22 FY 221 FY 222 FY 223 Funding Description and Scope This project is for the design, permitting and construction of a two-lane roundabout at the intersection of Central Sarasota Parkway and Honore Avenue. Construction will be completed prior to the expiration of the Road Impact Fee Credit Agreement with Palmer Ranch. This project will add a roundabout to the County maintained road network. The project will be constructed by Palmer Ranch through a Road Impact Fee Credit Agreement. Rationale The project will provide increased capacity, improve traffic circulation and safety on the County roadway network while providing an element of calming for a roadway corridor with speeding issues. This project is consistent with the Road Impact Fee Credit Agreement between Palmer Ranch and the County and Comprehensive Plan Traffic Circulation Policies and as they relate to safety, efficiency and LOS of the network and Policies and as they relate to pedestrian and bicycle safety and circulation. This project is consistent with the 214 Palmer Ranch 5-year Transportation Reanalysis approved by Resolution No Funding Strategy This project is funded by Central County Road Impact Fees and Central County Mobility Fees. Operating Budget Impacts The operating budget expenses will increase due to added infrastructure such as road markings and signage. Impact Description FY 219 FY 22 FY 221 FY 222 FY 223 Operating Expenditures 2,25 6,22 6,212 6,41 6,615 Total Operating Budget Impacts 2,25 6,22 6,212 6,41 6,615 Project Map Schedule of Activities Project Activities From - To Amount Design/Engineering 1/14-9/19 15, Construction 1/15-9/19 1,3, Total Budgetary Cost Estimate: 1,45, Funding Source Means of Financing Amount Central Mobility Fee District 95, Central County Road Impact Fees 5, Fiscal Year Total Programmed Funding: 1,45, Future Funding Requirements: Public Works

352 FY 219 thru 223 Proposed Capital Improvement Program Public Works Project Title: Dona Bay Phase 4&5 Weir Replacement Design Project #: 8843 Category: Stormwater LMS: Yes Location: District #4 - Cowpen Slough and Curry Creek Status: Existing Project - Additional Funding Programmed Comprehensive Plan Information Project Location CIE Project: No Plan Reference: District: District #4 LOS/Concurrency: No Project Need: Location: Cowpen Slough and Curry Creek Programmed Funding Programmed Appropriated Future Funding To Date FY 219 FY 22 FY 221 FY 222 FY 223 Funding 22, 22, Description and Scope Preliminary design report to investigate the replacement of the Kingsgate Weir in the Cowpen Slough and feasibility of construction of a low flow weir in Blackburn Canal to reduce the volume of fresh water discharging to Dona Bay from the Cowpen Slough and Curry Creek. Rationale Reduction in the freshwater discharging to Dona Bay will improve the salinity and water quality in the Dona Bay Estuary. Funding Strategy Preliminary feasibility will be funded by Stormwater Assessments. Future funding for design and construction is anticipated to be provided from the RESTORE Act funds. Operating Budget Impacts This project will not have a direct impact on the operating budget. Project Map Schedule of Activities Project Activities From - To Amount Project Management 1/18-9/22 3, Design/Engineering 1/18-9/21 19, Total Budgetary Cost Estimate: 22, Means of Financing Funding Source Amount Stormwater Maintenance Assessments 22, Fiscal Year Total Programmed Funding: 22, Future Funding Requirements: Public Works

353 4,35,696 3,35,696 Sarasota County Government FY 219 thru 223 Proposed Capital Improvement Program 1,, Public Works Project Title: Honore Avenue (Clark Road to Proctor Road) Ashton/Honore Intersection Project #: Category: Traffic Circulation LMS: No Location: District #2 District #4 - Clark Road to Proctor Road Status: Existing Project - Additional Funding Programmed Comprehensive Plan Information Project Location CIE Project: Yes Plan Reference: Table 14-1 District: District #2 District #4 LOS/Concurrency: Yes Project Need: Growth, Deficiency Location: Clark Road to Proctor Road Programmed Funding Programmed Appropriated Future Funding To Date FY 219 FY 22 FY 221 FY 222 FY 223 Funding Description and Scope The project includes acquiring ROW for widening Honore Ave from Clark Rd to Proctor Rd. Current funding will provide for the improvements of the Honore/Ashton intersection which include a roundabout, landscaped medians, bicycle lanes, LED street lights, and sidewalks.. Rationale The project will provide new capacity to the network to accomodate future growth. This project is consistent with the Comp. Plan Traffic Circulation Policies and as they relate to safety, efficiency, and LOS of the network and Policies and pertaining to pedestrian and bicycle circulation and safety. Funding Strategy This project is funded through Central County Road Impact Fees District Funds, Developer Contributions, ELMS Gas Taxes, Infrastructure Surtax Continuation funds (FY1-24) and Surtax III Revenue Bonds to be repaid with Infrastructure Surtax Continuation funds (FY1-24). Operating Budget Impacts Once construction is complete this project will increase operating expenses due to the additional infrastructure to be constructed as part of this project. The increased operating expenses are due to added signage and pavement markings. Impact Description FY 219 FY 22 FY 221 FY 222 FY 223 Operating Expenditures 14,381 14,795 15,224 Total Operating Budget Impacts 14,381 14,795 15,224 Project Map Schedule of Activities Project Activities From - To Amount Project Management 1/4-9/18 14,15 Land/Right-of-Way 1/4-9/13 1,31,546 Construction 1/18-9/2 2,5, Construction Phase Services 1/18-9/2 4, Total Budgetary Cost Estimate: 4,35,696 Funding Source Means of Financing Amount Infrastructure Surtax III - Transportation 1,53,454 Central County Road Impact Fees 953,913 Contributed Transp Capital - Developer 748,974 ELMS Gas Tax 65,47 FY9 Surtax III Revenue Bond / Transportation Surtax III 352,542 FY8 Surtax III Revenue Bond / Transportation Surtax III 114,46 Fiscal Year Total Programmed Funding: 4,35,696 Future Funding Requirements: Public Works

354 1,154, Sarasota County Government FY 219 thru 223 Proposed Capital Improvement Program 558, Public Works Project Title: I-75 Overpass Design/Permitting Project #: Category: Traffic Circulation LMS: No Location: District #1 - Between LWR Blvd and N. Cattlemen Rd. Status: Existing Project - Additional Funding Programmed Comprehensive Plan Information Project Location CIE Project: Yes Plan Reference: Table 14-1 District: District #1 LOS/Concurrency: Yes Project Need: Growth Location: Between LWR Blvd and N. Cattlemen Rd. Programmed Funding Programmed Appropriated Future Funding To Date FY 219 FY 22 FY 221 FY 222 FY 223 Funding 596, Description and Scope This project is for the design and permitting for an east-west connector overpass connecting from Lakewood Ranch Boulevard over I-75 to North Cattlemen Road. The project includes a bridge, elevating a portion of North Cattlemen Road, and roadway connections at Cattlemen Road and Lakewood Ranch Boulevard. The project will add approximately one lane mile to the county maintained road network. The project design and permitting is being managed by the Developer, Schroeder-Manatee Ranch, Inc, in accordance with the terms of the Second Amendment to the Adequate Transportation Facilities Agreement for Village of Lakewood Ranch South DRI. Rationale The project will provide increased capacity and improve North-South traffic circulation on the County roadway network. This project is consistent with the Transportation Facilities Agreement Schroeder-Manatee Ranch, Inc. and the County and Comprehensive Plan Traffic Circulation Policies 1.1.1, and as they relate to safety, efficiency and LOS of the network and Policies and as they relate to pedestrian and bicycle safety and circulation. Funding Strategy This project will be funded and constructed by the Developer Schroeder-Manatee Ranch. County funding is not programmed for this project. Future funding will be applied to the project once certificate of occupancies are issued and mobility fees are collected within the Lakewood Ranch portion of the North Mobility District. The funds will be used to reimburse Schroeder-Manatee Ranch per the terms of the Second Amendment to the Adequate Transportation Facilities Agreement for Villages of Lakewood Ranch South DRI, approved by the BCC on May 1, 216. Operating Budget Impacts Construction of this project is not currently budgeted. Operating impacts will be calculated and added once the construction phase is funded. Project Map Schedule of Activities Project Activities From - To Amount Design/Engineering 1/16-9/2 1,154, Total Budgetary Cost Estimate: 1,154, Means of Financing Funding Source Amount North County Mobility Fee 1,154, Fiscal Year Total Programmed Funding: 1,154, Future Funding Requirements: Public Works

355 FY 219 thru 223 Proposed Capital Improvement Program Public Works Project Title: Lakewood Ranch Boulevard Improvements Project #: Category: Traffic Circulation LMS: No Location: District #1 - Southern Boundary of SMR to Fruitville Road Status: Existing Project - Additional Funding Programmed Comprehensive Plan Information Project Location CIE Project: Yes Plan Reference: Table 14-1 District: District #1 LOS/Concurrency: Yes Project Need: Growth Location: Southern Boundary of SMR to Fruitville Road Programmed Funding Programmed Appropriated Future Funding To Date FY 219 FY 22 FY 221 FY 222 FY 223 Funding 4,311,23 272, 675, 1,21,912 1,511,726 Description and Scope 363, 278,565 This project is for the right of way (ROW), design, permitting and construction of approximately 1.7 miles of new four-lane roadway with landscaped medians, sidewalks, street lighting, bicycle lanes and roundabouts. The project design will be consistent with the Fruitville Initiative Critical Area Plan and Rezoning. The project will add 3.4 lane miles to the county maintained road network. The ROW will be acquired through Road Impact Fee Credit/Reimbursement Agreements. The project will be constructed by Schroeder-Manatee Ranch, Inc. through a Road Impact Fee Credit Agreement. Rationale The project will provide increased capacity and improve North-South traffic circulation on the County roadway network. This project is consistent with the Transportation Facilities Agreement Schroeder-Manatee Ranch, Inc. and the County and Comprehensive Plan Traffic Circulation Policies and as they related to safety, efficiency and LOS of the network and Policies and as they relate to pedestrian and bicycle safety and circulation. Funding Strategy This project is funded by North Mobility Fee Credits and Reimbursements per agreements. Operating Budget Impacts Once construction is complete this project will increase operating expenses due to the additional infrastructure to be constructed as part of this project. The increase operating expenses are due to increased infrastructure such as additional landscaping, turf, sidewalks, pavement, medians, curbs, signage, street lighting etc. Impact Description FY 219 FY 22 FY 221 FY 222 FY 223 Operating Expenditures 168,854 Total Operating Budget Impacts 168,854 Project Map Schedule of Activities Project Activities From - To Amount Design/Engineering 1/16-9/23 4, Land/Right-of-Way 1/16-9/18 2,273,565 Construction 1/17-9/23 1,637,638 Total Budgetary Cost Estimate: 4,311,23 Means of Financing Funding Source Amount North County Mobility Fee 4,311,23 Fiscal Year Total Programmed Funding: 4,311,23 Future Funding Requirements: Public Works

356 1,42, 2, Sarasota County Government FY 219 thru 223 Proposed Capital Improvement Program 233,88 Public Works Project Title: Lorraine Road Improvements Project #: 9581 Category: Traffic Circulation LMS: No Location: District #1 - Southern Boundary of SMR to Fruitville Status: Existing Project - Additional Funding Programmed Comprehensive Plan Information Project Location CIE Project: Yes Plan Reference: Table 14-1 District: District #1 LOS/Concurrency: Yes Project Need: Growth Location: Southern Boundary of SMR to Fruitville Programmed Funding Programmed Appropriated Future Funding To Date FY 219 FY 22 FY 221 FY 222 FY 223 Funding 986,912 Description and Scope This project is for the design, permitting and construction of approximately 1.3 miles of new four-lane roadway with landscaped medians, sidewalks, street lighting, and bicycle lanes. The project will add 2.6 lane miles to the county maintained road network. The project will be constructed by Schroeder-Manatee Ranch, Inc. through a Road Impact Fee Credit Agreement. Schroeder-Manatee Ranch, Inc. will be responsible or any right of way and any other lands needed for this project. Rationale The project will provide increased capacity and improve North-South traffic circulation on the County roadway network. This project is consistent with the Transportation Facilities Agreement Schroeder-Manatee Ranch, Inc. and the County and Comprehensive Plan Traffic Circulation Policies and as they relate to safety, efficiency and LOS of the network and Policies and as they relate to pedestrian and bicycle safety and circulation. Funding Strategy This project will be funded and constructed by the Developer Schroeder-Manatee Ranch. County funding is not programmed for this project. Future funding will be applied to the project once certificate of occupancies are issued and mobility fees are collected within the Lakewood Ranch portion of the North Mobility District. The funds will be used to reimburse Schroeder-Manatee Ranch per the terms of the Second Amendment to the Adequate Transportation Facilities Agreement for Villages of Lakewood Ranch South DRI, approved by the BCC on May 1, 216. Operating Budget Impacts Once construction is complete this project will increase operating expenses due to the additional infrastructure to be constructed as part of this project. The increased operating expenses are due to increased infrastructure such as additional landscaping, turf, sidewalks, pavement, medians, curbs, signage, street lighting etc. Impact Description FY 219 FY 22 FY 221 FY 222 FY 223 Operating Expenditures 47,96 51,154 52,853 54,621 56,459 Total Operating Budget Impacts 47,96 51,154 52,853 54,621 56,459 Project Map Schedule of Activities Project Activities From - To Amount Design/Engineering 1/15-9/2 2, Construction 1/18-9/2 1,22, Total Budgetary Cost Estimate: 1,42, Means of Financing Funding Source Amount North County Mobility Fee 1,42, Fiscal Year Total Programmed Funding: 1,42, Future Funding Requirements: Public Works

357 FY 219 thru 223 Proposed Capital Improvement Program Public Works Project Title: Mobility Infrastructure Rehabilitation and Renovations Program Project #: Category: Traffic Circulation LMS: No Location: Countywide Status: Existing Project - Additional Funding Programmed Comprehensive Plan Information Project Location CIE Project: Yes Plan Reference: Table 14-1 District: Countywide LOS/Concurrency: No Project Need: Deficiency, Other Location: Countywide Programmed Funding Programmed Appropriated Future Funding To Date FY 219 FY 22 FY 221 FY 222 FY 223 Funding 91, ,919 49, Description and Scope This project provides for the systematic repair, renovation, and replacement of key components of County maintained Traffic Circulation infrastructure. It will include programs to renovate or upgrade infrastructure to meet ADA standards and provide guard rail upgrades/renovations to meet new DOT code standards. Rationale As the County mobility infrastructure ages, certain systems, appurtenances, and components will require replacement rather than repair or maintenance. Key systems will need to be replaced, renovated, or upgraded to meet today's operating criteria to provide a safe and economical environment. Using maintenance records of infrastructure, a forecast of the system's physical condition indicates a continuing program is needed. Using a life cycle program approach in the capital budget can smooth the funding needs of these key mobility infrastructure renovations, upgrades, and replacements. Funding Strategy This project is funded with Transportation Ad Valorem Taxes and ELMS Gas Taxes. Operating Budget Impacts This project will have no impact on the operating budget. No new infrastructure is being added. The project will sustain or extend infrastructure life. Project Map Schedule of Activities Project Activities From - To Amount Project Management 1/6-9/22 17,919 Construction 1/5-9/22 893, Total Budgetary Cost Estimate: 91,919 Funding Source Means of Financing Amount Transportation Ad Valorem 81,919 ELMS Gas Tax 1, Fiscal Year Total Programmed Funding: 91,919 Future Funding Requirements: Public Works

358 1,367,581 5,857,581 Sarasota County Government FY 219 thru 223 Proposed Capital Improvement Program 4,51, Public Works Project Title: Myrtle Street (US41 to RR) South Side Sidewalks/Lighting Design/Construction Project #: Category: Traffic Circulation LMS: No Location: District #1 - US 41 to US 31 Status: Existing Project - Additional Funding Programmed Comprehensive Plan Information Project Location CIE Project: Yes Plan Reference: Table 14-1 District: District #1 LOS/Concurrency: Yes Project Need: Growth, Deficiency Location: US 41 to US 31 Programmed Funding Programmed Appropriated Future Funding To Date FY 219 FY 22 FY 221 FY 222 FY 223 Funding Description and Scope The project includes reconstruction of Myrtle St from US 41 to US 31 with bicycle lanes, LED lighting, sidewalks. The design has been finalized. Phase 1 included design and construction of an eastbound turn lane at US 31 and sidewalks on both sides of Myrtle St. from US 31 to the bridge west of US 31 over Whitaker Bayou canal. Phase 1 has been completed.phase 2 includes full cross-section improvements from US 41 to west of US 31, including sidewalks, street lighting, bicycle lanes and stormwater improvements. To accommodate challenging ROW acquisition, design and negotiations with SGR/CSX, and planned construction sequencing, Phase 2 has been further separated into the following segments:2a: US41 to Central Ave: Construction of sidewalks, lighting and stormwater improvements on the south side was completed in 216. Construction of similar improvements on the north side is not funded within the CIP. 2B: Central Ave to Orange Ave (including the railroad crossing replacement): ROW, final design and cost negotiations are still underway with SGR/CSX. Due to the indefinite manner of pending price negotiations, it is indeterminable if available funding is sufficient for these improvements. 2C: Orange Ave to US31: Available funding and pending FDOT grants are anticipated to provide construction of full cross-section improvements from Orange Ave to US31 including, sidewalks on both sides of the road, lighting and bike lanes. Construction is anticipated to begin in 219 following final ROW acquisitions. Rationale This project will upgrade and correct an existing deficiency. It is consistent with Comprehensive Plan Traffic Circulation Policies 1.1.1, 1.3.1, and as they relate to safety and County standards. Funding Strategy This project is funded by City of Sarasota Road Facility Service District Impact Fee funds, Surtax, General Revenues, Infrastructure Surtax Continuation Funds (-9), ELMS Gas Taxes, City Stormwater Funds, City CDBG funds and County CDBG funds. It is anticipated that there will be future appropriations of City and County CDBG funds as they become available. Operating Budget Impacts Once construction is complete this project will increase operating expenses due to the additional infrastructure to be constructed as part of this project. Impact Description FY 219 FY 22 FY 221 FY 222 FY 223 Operating Expenditures 44,65 45,657 47,317 49,48 Total Operating Budget Impacts 44,65 45,657 47,317 49,48 Project Map Schedule of Activities Project Activities From - To Amount Project Management 1/98-9/21 65,835 Design/Engineering 1/11-9/21 642,496 Land/Right-of-Way 1/14-9/18 853,6 Construction 1/13-9/21 7,81,686 Construction Phase Services 1/14-9/19 41,54 Total Budgetary Cost Estimate: 1,367,581 Funding Source Means of Financing Amount Infrastructure Surtax III - Transportation 4,15, ELMS Gas Tax 2,773,113 CDBG Grant 1,518,265 Capital Projects Grants 641,23 City of Sarasota Road Impact Fees 51, Infrastructure Surtax - Tranportation (-9) 275, Capital Improvements / General Revenues 25, Transportation Ad Valorem 25, Fiscal Year Total Programmed Funding: 1,367,581 Future Funding Requirements: Public Works

359 FY 219 thru 223 Proposed Capital Improvement Program Public Works Project Title: Operations, Safety, and Signalization Program Project #: 957 Category: Traffic Circulation LMS: No Location: Countywide Status: Existing Project - Additional Funding Programmed Comprehensive Plan Information Project Location CIE Project: Yes Plan Reference: Table 14-1 District: Countywide LOS/Concurrency: Yes Project Need: Growth, Deficiency Location: Countywide Programmed Funding Programmed Appropriated Future Funding To Date FY 219 FY 22 FY 221 FY 222 FY 223 Funding 2,58,985 15,58,985 1,, 1,, 1,, Description and Scope 1,, 1,, Countywide projects to improve traffic operations and safety at various locations. Improvements may include pedestrian improvements, reconstruction, addition of lanes, and signalization. The program helps complete improvements identified as necessary in special studies, by traffic advisory council, by the community traffic safety team and traffic operations. Rationale Intersection projects increase safety and improve the operating efficiency of the road network. They are consistent with the policies of TRAN Objective 1.3 stating that the "County shall provide for a safe, convenient, and energy efficient multi-modal transportation system" and specifically TRAN Policies and which identify this program as a line item to be included in the capital program. Funding Strategy Funding is through Infrastructure Surtax Continuation Funds (FY1-24), and FDOT grant funds. Operating Budget Impacts Operating impacts will vary based on the types of activities undertaken. Improvements to existing signalized intersections are not expected to affect operating costs. However, each addition of a new traffic signal will increase operating costs by approximately $6,7 per year. The ATMS project will also increase operating expenses to maintain the additional fiber optic network being put in place as part of this CIP project. Impact Description FY 219 FY 22 FY 221 FY 222 FY 223 Operating Expenditures 76, 76, 76, 76, 76, Total Operating Budget Impacts 76, 76, 76, 76, 76, Project Map Schedule of Activities Project Activities From - To Amount Project Management 1/9-9/24 1,644, Design/Engineering 1/11-9/24 2,282,8 Land/Right-of-Way 1/14-9/24 66, Construction 1/9-9/24 13,952,185 Construction Phase Services 1/14-9/24 1,52, Total Budgetary Cost Estimate: 2,58,985 Funding Source Means of Financing Amount Infrastructure Surtax III - Transportation 13,735, Florida Dept of Transportation Grant 6,323,985 Fiscal Year Total Programmed Funding: 2,58,985 Future Funding Requirements: Public Works

360 FY 219 thru 223 Proposed Capital Improvement Program Public Works Project Title: Roadway Resurfacing Program Project #: 9572 Category: Traffic Circulation LMS: No Location: Countywide Status: Existing Project - Additional Funding Programmed Comprehensive Plan Information Project Location CIE Project: Yes Plan Reference: Table 14-1 District: Countywide LOS/Concurrency: Yes Project Need: Deficiency Location: Countywide Programmed Funding Programmed Appropriated Future Funding To Date FY 219 FY 22 FY 221 FY 222 FY 223 Funding 136,753,47 86,753,47 1,, 1,, 1,, Description and Scope Countywide projects to resurface public local roads and thoroughfare roadways. Rationale 1,, 1,, The roadway resurfacing program prolongs the useful life of mobility infrastructure and forestalls the need for significant capital investment required to reconstruct roadways. Funding Strategy Funding is through Infrastructure Surtax Continuation Funds (FY1-24), ELMS Gas Taxes, a Capital Contribution, FDOT ARRA Funding, Capital Improvements Fund, short term borrows to be repaid by Infrastructure Surtax Continuation Funds (FY1-24) and Surtax III Revenue Bonds to be repaid by Infrastructure Surtax Continuation Funds (FY1-24). Operating Budget Impacts The project is for system preservation improvements to existing infrastructure, and therefore, it is not expected to increase operating costs. Project Map Schedule of Activities Project Activities From - To Amount Project Management 1/8-9/24 2,949,89 Design/Engineering 1/14-9/24 2,14, Construction 1/7-9/24 128,539,215 Construction Phase Services 1/12-9/24 3,16,446 Fiscal Year 219 Total Budgetary Cost Estimate: 136,753,47 Funding Source Means of Financing Amount Infrastructure Surtax III - Transportation 59,79,787 ELMS Gas Tax 25,428,312 FY8 Surtax III Revenue Bond / Transportation Surtax III 18,62,623 FY9 Surtax III Revenue Bond / Transportation Surtax III 11,691,783 FY8 C/P Borrow C / Transportation Surtax III 8,371,396 FY8 C/P Borrow B / Transportation Surtax III 7,64,926 Capital Improvements / General Revenues 2,642,985 Surtax 3 Rev Note FY16 / Transportation Surtax III 2,, Florida Dept of Transportation Grant 1,851,658 Contributed Capital - Private Donation 2, Total Programmed Funding: 136,753,47 Future Funding Requirements: Public Works

361 13,66,94 6,966,94 Sarasota County Government FY 219 thru 223 Proposed Capital Improvement Program 2,64, Public Works Project Title: Sidewalk Program Project #: 9573 Category: Traffic Circulation LMS: No Location: Countywide Status: Existing Project - Additional Funding Programmed Comprehensive Plan Information Project Location CIE Project: Yes Plan Reference: Table 14-1 District: Countywide LOS/Concurrency: No Project Need: Deficiency Location: Countywide Programmed Funding Programmed Appropriated Future Funding To Date FY 219 FY 22 FY 221 FY 222 FY 223 Funding 1,, 1,, Description and Scope Countywide projects to add sidewalks to public local roads and thoroughfare roadways. Rationale 1,, 1,, 1,4, Sidewalks increase safety and efficiency of local public roadways and thoroughfare roadways. The program is consistent with the policies of TRAN Objective 1.3 stating that the County shall provide for a safe, convenient, and energy efficient multi-modal transportation system and policies of TRAN Objective 1.4 stating that the County shall enable County residents the opportunity to live and travel using an intergrated, intermodal transportation system. Funding Strategy Funding is through Infrastructure Surtax Continuation Funds (FY1-24), Mobility Fees, and Developer Contributions. Operating Budget Impacts This project will result in additional maintenance and repair costs due to increased infrastructure. Impact Description FY 219 FY 22 FY 221 FY 222 FY 223 Operating Expenditures 6, 8,274 8,32 8,366 8,413 Total Operating Budget Impacts 6, 8,274 8,32 8,366 8,413 Project Map Schedule of Activities Project Activities From - To Amount Project Management 1/9-9/24 1,18, Design/Engineering 1/9-9/24 1,45, Land/Right-of-Way 1/14-9/24 4, Construction 1/9-9/24 11,326,94 Construction Phase Services 1/14-9/24 65, Total Budgetary Cost Estimate: 15,6,94 Funding Source Means of Financing Amount Infrastructure Surtax III - Transportation 12,13,78 Series FY5-A Transp Bond / Telecomm Tax 371,539 South Mobility Fee District 364, Central Mobility Fee District 321, North Mobility Fee District 239, CDBG Grant 14, Contributed Transp Capital - Developer 58,775 FY8 Surtax III Revenue Bond / Transportation Surtax III 9,548 Fiscal Year Total Programmed Funding: 13,66,94 Future Funding Requirements: 1,4, Public Works

362 FY 219 thru 223 Proposed Capital Improvement Program Public Works Project Title: South County/Alligator Creek Stormwater Water Quality Program Project #: 7552 Category: Watershed Restoration LMS: No Location: District #3 District #5 - South County Status: Existing Project - Additional Funding Programmed Comprehensive Plan Information Project Location CIE Project: No Plan Reference: N/A District: District #3 District #5 LOS/Concurrency: No Project Need: Other Location: South County Programmed Funding Programmed Appropriated Future Funding To Date FY 219 FY 22 FY 221 FY 222 FY 223 Funding 4,314,166 3,614,166 7, Description and Scope This program will help reduce pollutant loads to priority waterbodies in South County, such as Alligator Creek, a TMDL waterbody, by improving the quality of stormwater runoff. Water quality improvement projects may include stormwater reuse, stormwater retrofits, LID techniques, habitat creation and restoration, and others as identified. Park amenities will be incorporated into the design where feasible. As Sarasota County already owns some of these facilities, the cost benefit will be much greater than projects requiring land acquisition. Rationale This program supports the BCC direction to improve water quality in priority waterbodies and will be eligible for SWFWMD, State and Federal grants. It benefits the community and the environment by reducing the pollutant loading to South County waterbodies, such as Alligator Creek and perhaps enhancing water supply. Funding Strategy This program is funded from Infrastructure Surtax Continuation Funds (FY1-24), Surtax III Revenue Bonds to be repaid by Infrastructure Surtax Continuation Funds (FY1-24), and a FDEP, State 319 program grant. Operating Budget Impacts Operating costs will be impacted by annual maintenance to water quality structures. Project Map Schedule of Activities Project Activities From - To Amount Project Management 1/8-9/22 1,13 Design/Engineering 1/8-9/22 999,87 Construction 1/11-9/22 2,664,166 Construction Phase Services 1/11-9/22 55, Total Budgetary Cost Estimate: 4,314,166 Funding Source Means of Financing Amount Infrastructure Surtax III - General Government 1,7, FY8 Surtax III Revenue Bond / Gen Govt Surtax III 1,15, Grants 1,, FY9 Surtax III Revenue Bond / Gen Govt Surtax III 464,166 Fiscal Year Total Programmed Funding: 4,314,166 Future Funding Requirements: Public Works

363 3,288,536 2,788,536 Sarasota County Government FY 219 thru 223 Proposed Capital Improvement Program 1, Public Works Project Title: Street Tree Program Project #: 8564 Category: Traffic Circulation LMS: No Location: Countywide Status: Existing Project - Additional Funding Programmed Comprehensive Plan Information Project Location CIE Project: Yes Plan Reference: Table 14-1 District: Countywide LOS/Concurrency: No Project Need: Other Location: Countywide Programmed Funding Programmed Appropriated Future Funding To Date FY 219 FY 22 FY 221 FY 222 FY 223 Funding 1, 1, Description and Scope 1, 1, 3, The Street Tree Program has been strategically planned to exploit the greatest benefits of green infrastructure for community health, safety and welfare, including: 1) acting as traffic-calming elements, 2) reducing ozone and other pollution in traffic rights-of-way, 3) reducing glare, 4) enhancing neighborhoods, and 5) reducing ambient temperature and fuel/energy consumption. Rationale To enhance sustainability and promote smart growth principles and to increase the community safety, health and welfare. This will be the third cycle of the Street Tree Program with plantings restricted to the roads, medians and right-of-way and the public areas surrounding ponds necessitated by road projects. Funding Strategy This project is funded from Bonds to be repaid by Infrastructure Surtax III (1-24), directly from Infrastructure Surtax III (1-24), and FDOT grant funds. Operating Budget Impacts The installation of street trees will result in periodic maintenance costs for pruning and related activities. Impact Description FY 219 FY 22 FY 221 FY 222 FY 223 Operating Expenditures 53,29 54,797 56,463 58,213 6,51 Total Operating Budget Impacts 53,29 54,797 56,463 58,213 6,51 Project Map Schedule of Activities Project Activities From - To Amount Project Management 1/8-9/24 313,3 Design/Engineering 1/8-9/24 546,997 Construction 1/8-9/24 2,728,536 Total Budgetary Cost Estimate: 3,588,536 Funding Source Means of Financing Amount Infrastructure Surtax III - Transportation 2,15, FY8 Surtax III Revenue Bond / Transportation Surtax III 534, FY9 Surtax III Revenue Bond / Transportation Surtax III 4, Florida Dept of Transportation Grant 339,536 Fiscal Year Total Programmed Funding: 3,288,536 Future Funding Requirements: 3, Public Works

364 SARASOTA COUNTY AREA TRANSIT

365 Fiscal Year 219 Proposed Strategic Financial Plan Sarasota County Area Transit (SCAT) Index 19-1 Organizational Chart 19-2 Strategic Message 19-3 Operating Budget Summary 19-9 Capital Project Summary 19-1 Fiscal Year Sarasota County Area Transit (SCAT)

366 Fiscal Year 219 Proposed Strategic Financial Plan Sarasota County Area Transit (SCAT) Sarasota County Area Transit (SCAT) Total FY219 Proposed FTEs = 232. SCAT Total FY219 Proposed FTEs = 232. Fiscal Year Sarasota County Area Transit (SCAT)

367 Fiscal Year 219 Proposed Strategic Financial Plan Sarasota County Area Transit (SCAT) Vision Mission To be the premier transportation system of choice. To provide Safe and Courteous transportation service in an Accountable and Timely manner. Summary of Services Sarasota County Area Transit (SCAT) is the public transportation service that provides mobility service, to residents, businesses and visitors of Sarasota County. SCAT is committed to providing safe, courteous, accountable, and timely transportation. SCAT's fixed route service provides transportation on 38 fixed routes that serve the cities of Sarasota, Venice, North Port, the Town of Longboat Key and other communities of Sarasota County. The majority of the routes operate from Monday through Saturday with select service on Sundays. Service also extends into, and is coordinated with Manatee County. These routes operate on a regular schedule and routing, boarding customers along the way at designated bus stops. All buses provide free WiFi to riders. SCAT paratransit service is delivered by private vendor Ride Right, LLC which provides trips to qualified people who are unable to use the fixed route service, due to a disability or being transportation disadvantaged. Trips are door to door service to and from locations during the fixed route system s regular service hours. Americans with Disabilities Act (ADA) trips are provided in areas within a ¾ mile distance of the fixed route system. Transportation Disadvantaged trips are provided to those who cannot access the fixed routed due to income, disability or age. Advisory Boards Citizens Advisory Committee for Public Transportation Department Objectives Goal Build a High Performing and Accountable Leadership Team Cultivate an Innovative Organization Sarasota County Dashboard Commit to Delivering High Standards for SCAT Cultivate an Innovative Organization Sarasota County Dashboard Exceed Customer Expectations Provide Excellent Service Sarasota County Dashboard Strategically Manage Allocation of Financial Resources Ensure Fiscal Sustainability Sarasota County Dashboard Fiscal Year Sarasota County Area Transit (SCAT)

368 Fiscal Year 219 Proposed Strategic Financial Plan Performance Key Performance Indicators On Target Caution Behind No Target Set New Next FY Suspended Performance Highlights 2,, Fixed Route Ridership 1,898,738 1,689,169 Analysis: there has been an 11% decrease in ridership in FY18 as compared to FY17. 1,5, 1,, PYTD Actual 1,898,738 5, Jun-18 FYTD Actual 1,689,169 Prior Year Actual Actual Fiscal Year Sarasota County Area Transit (SCAT)

369 Fiscal Year 219 Proposed Strategic Financial Plan Department Major Initiative Goal Description Update Percent Complete Target End Date Review of Public Transit Provide Excellent Service Sarasota County Dashboard Study the creative solutions possible for efficiencies, regional partnership, and service innovation for the Sarasota County Area Transit system through a bid process. A Request for Information (RFI) was released and responses provided in February. Staff has shared the responses of the RFI, and continues to meet with Manatee County Area Transit (MCAT) staff, the Sarasota- Manatee Metropolitan Planning Organization (MPO) staff, as well as the staffs of the Town of Longboat Key, City of Sarasota, City of Venice, and City of North Port. Meetings have also been held with Visit Sarasota, the Long Boat Key, Sarasota and Venice Chambers of Commerce and is being planned with the North Port Chamber of Commerce, and Charlotte County. An update of the RFI responses was reported to the County Commission on April 25, 218 and a report is scheduled to be presented to the Board July 11, % 1/16/19 The FTA requires an Equity Analysis for the proposed elimination of routes as part of the FY219 budget. The Board approved a General Planning Services contract in June for the purpose of assigning the equity analysis as a work product. Staff expects the analysis to will commence in July. Staff continues to implement the Comprehensive Operational Analysis (COA) and alternative methods of service delivery. Fiscal Year Sarasota County Area Transit (SCAT)

370 Fiscal Year 219 Proposed Strategic Financial Plan Dashboard Objectives Measure Series Status Jun-18 Sarasota County Area Transit (SCAT) Exceed Customer Expectations Compliments PYTD Actual 82 FYTD Actual 15 YTD Target 544 Sarasota County Area Transit (SCAT) Exceed Customer Expectations Percentage of Bus Stops with Shelters % of stops with shelters 12.73% Number of shelters 251 Number of stops 1,972 Sarasota County Area Transit (SCAT) Commit to Delivering High Standards for SCAT Fixed Route Ridership PYTD Actual 1,898,738 FYTD Actual 1,689,169 Sarasota County Area Transit (SCAT) Commit to Delivering High Standards for SCAT Paratransit Ridership PYTD Actual 146,389 FYTD Actual 136,87 Fiscal Year Sarasota County Area Transit (SCAT)

371 Fiscal Year 219 Proposed Strategic Financial Plan Sarasota County Area Transit (SCAT) Commit to Delivering High Standards for SCAT Avg On Time Performance - Fixed Route PYTD Actual 75% FYTD Actual 76% YTD Target 73% Sarasota County Area Transit (SCAT) Commit to Delivering High Standards for SCAT Avg On Time Performance - Paratransit PYTD Actual 95% FYTD Actual 91% YTD Target 95% Sarasota County Area Transit (SCAT) Commit to Delivering High Standards for SCAT Avg SCAT Preventive Accidents per 1, Miles PYTD Actual 1.17 FYTD Actual.92 YTD Target 2. Sarasota County Area Transit (SCAT) Commit to Delivering High Standards for SCAT Avg Miles Operated Between a Mechanical Failure PYTD Actual 13, FYTD Actual 7, YTD Target 8,. Sarasota County Area Transit (SCAT) Strategically Manage Allocation of Financial Resources FYTD Local YTD System Farebox Recovery 8.53% Routes PYTD Local Routes 9.31% TARGET Local Routes 1.% FYTD Express Routes 7.59% PYTD Express Routes 8.65% TARGET Express Routes 2.% Sarasota County Area Transit (SCAT) Strategically Manage Allocation of Financial Resources YTD Cost Per Fixed Route Passenger FYTD Fixed Route $ 7.61 PYTD Fixed Route $ 6.2 FYTD Express Route $ Fiscal Year Sarasota County Area Transit (SCAT)

372 Fiscal Year 219 Proposed Strategic Financial Plan PYTD Express Route $ Fiscal Year Sarasota County Area Transit (SCAT)

373 Fiscal Year 219 Proposed Strategic Financial Plan Sarasota County Area Transit (SCAT) Operating Budget Summary FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Expenditure Summary Actual Adopted Proposed Planned Projected Projected Projected Personnel Services 13,772,949 14,63,12 14,293,19 13,693,554 13,693,554 13,693,554 13,693,554 Operating Expenditures 15,336,689 11,297,656 1,73,824 9,718,646 9,733,646 9,718,646 9,718,646 Internal Services 2,213,434 2,157,472 2,431,537 2,431,537 2,431,537 2,431,537 2,431,537 Internal Service Automotive 1,466,634 2,124,182 1,935,14 1,935,14 1,935,14 1,935,14 1,935,14 Internal Service EIT 277,39 25,86 737,27 737,27 737,27 737,27 737,27 Subtotal 33,66,746 29,893,236 3,1,61 28,515,868 28,53,868 28,515,868 28,515,868 Total Budgetary Costs 33,66,746 29,893,236 3,1,61 28,515,868 28,53,868 28,515,868 28,515,868 FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Funding Sources Actual Adopted Proposed Planned Projected Projected Projected Sarasota County Transit Authority Fund 26,151,717 23,1,72 23,542,942 21,958,29 21,973,29 21,958,29 21,958,29 Sarasota County Area Transit (SCAT) Community Transportation Coordination Fund 6,915,29 6,792,534 6,557,659 6,557,659 6,557,659 6,557,659 6,557,659 Total Revenues 33,66,746 29,893,236 3,1,61 28,515,868 28,53,868 28,515,868 28,515,868 FY 217 FY 218 FY 219 FY 22 FY 221 FY 222 FY 223 Staffing Summary Actual Adopted Proposed Planned Projected Projected Projected SCAT Total Full-Time Equivalents (FTE) Fiscal Year Sarasota County Area Transit (SCAT)

374 Fiscal Year 219 Proposed Strategic Financial Plan Transit Services Sarasota County Area Transit (SCAT) Appropriated Capital Budgetary Summary FY 219 FY 22 FY 221 FY 222 FY 223 Project Title To Date Proposed Planned Projected Projected Projected Funding Future Total Estimated Transit Stop and Shelter 6,159, ,37 982,37 982,37 732,37 732,37-1,569,419 Improvements Program Transit Vehicle Purchases Program 28,166,635 2,519,989 2,519,989 2,519,989 2,999,989 2,139,989 1, 4,966,58 Transit Services Total 34,325,869 3,52,26 3,52,26 3,52,26 3,732,26 2,872,26 1, 51,535,999 Total Estimated CIP Project Cost 34,325,869 3,52,26 3,52,26 3,52,26 3,732,26 2,872,26 1, 51,535,999 Total CIP Budgetary Cost 34,325,869 3,52,26 3,52,26 3,52,26 3,732,26 2,872,26 1, 51,535,999 Cost Fiscal Year Sarasota County Area Transit (SCAT)

375 Fiscal Year 219 Proposed Strategic Financial Plan Appropriated FY 219 Funding Source To Date Proposed Current Revenues Sarasota County Area Transit (SCAT) Capital Funding Summary FY 22 FY 221 FY 222 FY 223 Planned Projected Projected Projected 5 Year Programmed Total Funding Grants 24,746,756 2,772,26 2,772,26 2,772,26 2,772,26 2,772,26 13,86,13 38,66,886 Telecomm Taxes 316, ,641 Transportation Infrastructure Surtax 8,576,772 73, 73, 73, 96, 1, 3,25, 11,826,772 III (9-24) User Charges 85, ,7 Funding Source Total 33,725,869 3,52,26 3,52,26 3,52,26 3,732,26 2,872,26 17,11,13 5,835,999 Non-Current Rev - Long Term Debt Obligation Transportation Infrastructure Surtax III (9-24) Funding Source Total 6, , 6, , Total CIP Project Funding 34,325,869 3,52,26 3,52,26 3,52,26 3,732,26 2,872,26 17,11,13 51,435,999 Total CIP Funding 34,325,869 3,52,26 3,52,26 3,52,26 3,732,26 2,872,26 17,11,13 51,435,999 *Refer to Volume II - Capital Improvement Program for detail project information Fiscal Year Sarasota County Area Transit (SCAT)

376 1,569,419 6,159,234 Sarasota County Government FY 219 thru 223 Proposed Capital Improvement Program Sarasota County Area Transit (SCAT) Project Title: Transit Stop and Shelter Improvements Program Project #: 7452 Category: Transit Services LMS: No Location: Countywide Status: Existing Project - Additional Funding Programmed Comprehensive Plan Information Project Location CIE Project: Yes Plan Reference: Table 14-1 District: Countywide LOS/Concurrency: No Project Need: Deficiency Location: Countywide Programmed Funding Programmed Appropriated Future Funding To Date FY 219 FY 22 FY 221 FY 222 FY 223 Funding 982,37 982,37 982,37 Description and Scope 732,37 732,37 Countywide projects for construction of shelters and amenities at bus stops. Projections is for installation of a minimum of 14 shelters FY19-FY23 Rationale Improving access and the bus stops, themselves, will improve the waiting conditions for all riders. It provides access for transit dependent passengers, allowing them to use the more cost efficient fixed route service. It allows the SCAT family of public transportation services a more attractive choice to users of the system. More riders will result in increased use of existing services. Funding Strategy Funding is through Infrastructure Surtax Continuation Funds (FY1-24) a Surtax III Revenue Bond to be repaid by Infrastructure Surtax Continuation Funds (FY1-24), Telecommunications Taxes Florida Department of Transportation (FDOT) grants as well as Federal Transit Administration(FTA) grants. Addition of Section 5339 FTA funding as well as a FDOT award accounts for the increase in FY18 through FY2 compared to historical levels. Operating Budget Impacts The total estimated operating and maintenance impact for shelters associated with this project is $1, annually. Project Map Schedule of Activities Project Activities From - To Amount Project Management 1/9-9/23 664,38 Design/Engineering 1/9-9/23 1,53,433 Construction 1/8-9/23 8,851,66 Total Budgetary Cost Estimate: 1,569,419 Funding Source Means of Financing Amount Federal Grant 7,51,159 Infrastructure Surtax III - Transportation 2,5, FY9 Surtax III Revenue Bond / Transportation Surtax III 5, FDOT Grant 479,919 Telecommunications Taxes - Transportation 259,641 FY8 Surtax III Revenue Bond / Transportation Surtax III 1, Transit Revenue / Local Grant Match 85,7 Telecommunications Tax 43, Fiscal Year Total Programmed Funding: 1,569,419 Future Funding Requirements: Sarasota County Area Transit (SCAT)

377 4,866,58 28,166,635 Sarasota County Government FY 219 thru 223 Proposed Capital Improvement Program Sarasota County Area Transit (SCAT) Project Title: Transit Vehicle Purchases Program Project #: 7451 Category: Transit Services LMS: No Location: Countywide Status: Existing Project - Additional Funding Programmed Comprehensive Plan Information Project Location CIE Project: Yes Plan Reference: Table 14-1 District: Countywide LOS/Concurrency: No Project Need: Growth, Deficiency Location: Countywide Programmed Funding Programmed Appropriated Future Funding To Date FY 219 FY 22 FY 221 FY 222 FY 223 Funding 2,519,989 2,519,989 2,519,989 Description and Scope 2,999,989 2,139,989 Transit system project to replace and purchase new buses. It includes vehicles needed to provide scheduled fleet replacement for the fixed route and paratransit fleets. Rationale The availability of a modern and reliable fleet of buses is essential to the delivery of public transit services as well as safety of passengers, and cost control. Funding will allow for scheduled bus replacement to keep fleet in optimal operating conditions. Funding Strategy Funding is through Infrastructure Surtax Continuation Funds (FY1-24) and Federal Transit Administration (FTA) grants. Operating Budget Impacts The cost to operate and maintain existing service will remain relatively constant for the transit fleet overall. As newer buses are purchased, they replace older buses with higher maintenance costs. This will offset the higher cost to maintain other fleet assets as they increase in age. 1, Project Map Schedule of Activities Project Activities From - To Amount Equipment 1/9-9/24 4,966,58 Total Budgetary Cost Estimate: 4,966,58 Funding Source Means of Financing Amount Federal Grant 31,39,61 Infrastructure Surtax III - Transportation 9,776,772 FDOT Grant 36,747 Telecommunications Taxes - Transportation 14, Fiscal Year Total Programmed Funding: 4,866,58 Future Funding Requirements: 1, Sarasota County Area Transit (SCAT)

378 UF/IFAS EXTENSION SERVICES

379 Fiscal Year 219 Proposed Strategic Financial Plan UF IFAS Extension Index 2-1 Organizational Chart 2-2 Strategic Message 2-3 Operating Budget Summary 2-7 UF IFAS Extension 2-8 Soil and Water Conservation 2-9 Food Systems 2-1 Water and Environmental Resources 2-11 Youth and Community Resource Development 2-12 Fiscal Year UF IFAS Extension

380 Fiscal Year 219 Proposed Strategic Financial Plan UF IFAS Extension UF IFAS Extension Total FY219 Proposed FTEs = 12. UF IFAS Extension Total FY219 Proposed FTEs = 6. Soil and Water Conservation Total FY219 Proposed FTEs = 1. Food Systems Total FY219 Proposed FTEs = 1. Water and Environmental Res Total FY219 Proposed FTEs = 4. Fiscal Year UF IFAS Extension

381 Fiscal Year 219 Proposed Strategic Financial Plan UF IFAS Extension Vision Mission To provide responsive education and programs that cultivate vibrant communities and healthy environments. Extension provides practical education and programs to help people, businesses, and communities solve problems, develop skills, and build a better future. Summary of Services We are a partnership between Sarasota County and the University of Florida Institute of Food and Agricultural Sciences to translate research into community initiatives, classes, and volunteer opportunities related to food systems, water and environmental resources, and youth and community resource development. UF IFAS Extension Div isions Division Summary of Services Food Systems The Agriculture Program is building a sustainable local food system that benefits the overall economy by providing the resources of the statewide Small Farms and Alternative Enterprises Program for producers to successfully grow and market food and agriculture products, and by increasing community awareness of Florida agriculture. The Gardens Program builds communities around food through experiential learning opportunities, improving access to healthy produce for residents and students while raising agricultural and nutritional awareness. The Family and Consumer Sciences Program provides training and tools for healthy and sustainable living, food preservation and nutrition, money management, and home safety, empowering residents to improve their quality of life. The Family Nutrition Program equips residents with the skills to make healthful food and activity choices on a limited budget, aiming to promote healthy weight maintenance, decrease chronic disease risk, and optimize quality of life. Water and Environmental Resources The Sustainability Program employs community programs, educational outreach, and government policy to help create and maintain a sustainable Sarasota County with thriving environmental, economic, and social conditions. The Horticulture Program provides research-based information and training for both residential and commercial audiences on the best practices to create and manage appealing, Florida-Friendly landscapes that reduce the need for and costs of irrigation, fertilizers, and pesticides and other maintenance that might harm the ecosystem. The Water Program uses education and citizen science to increase awareness of water connectedness to build a conservation ethic that will sustain and protect our water supply and preserve our quality of life. The Solid Waste Reduction Program works with residents, businesses, volunteers, and community organizations to develop and implement waste diversion and resource reduction strategies that decrease waste generation, thereby creating a healthier, more sustainable Sarasota County. The Natural Resources Program helps conserve the natural capital that is the basis for prosperity and sustainability in Sarasota County through instruction and programs that increase community awareness of diverse natural resources, foster conservation of vulnerable ecosystems, and support ecological land management. The Chemicals in the Environment Program promotes responsible use of chemicals to limit unintended impacts to the health of humans, animals and the environment. Community and Youth Development The Community Development Program matches resources with challenges to foster organizational and community capacity for problem-solving and innovation. Sarasota 4-H programming provides experiential learning opportunities to area youth through the support of educators, volunteers, and community youth organizations with curricula, training and non-traditional activities focused on citizenship, healthy living, science, technology, engineering, and math. The Volunteer Program creates ambassadors to the community and aids the Extension mission of providing research-based education, by delivering specialized training to select volunteers so they can assist Extension Agents and staff in key program areas. Soil and Water Conservation District Conservation planning and resource assessment for farms and ranches. Provide information on soils, sink holes, and historical aerial photography to the public, including use of the Web Soil Survey. Provide information and process applications for USDA Farm Bill Conservation Program. Fiscal Year UF IFAS Extension

382 Fiscal Year 219 Proposed Strategic Financial Plan Department Objectives Goal Develop a Premier Local Food System Through Education and Outreach Promote Quality of Life Sarasota County Dashboard Enhance Youth and Community Resources Development Through Education and Outreach Promote Quality of Life Sarasota County Dashboard Facilitate Active Community Engagement Through Community Partnerships and Volunteers Provide Excellent Service Sarasota County Dashboard Promote Sustainability and Conserve Sarasota County's Water and Environment Be Environmental Stewards Sarasota County Dashboard Performance Key Performance Indicators On Target Caution Behind No Target Set New Next FY Suspended Performance Highlights 2 # of Educational Materials Produced ANALYSIS: Educational materials are produced throughout the department to serve the various needs identified in the community. 15 Food Systems Water & Environment 154 Q3-18 Food Systems Water & Env ironment Youth & Community Youth & Community 18 Fiscal Year UF IFAS Extension

383 Fiscal Year 219 Proposed Strategic Financial Plan Dashboard Objectives Measure Series Status Jun-18 UF IFAS Extension Develop a Premier Local Food System Through Education and Outreach # of Educational Materials Produced Food Systems 15 Enhance Youth and Community Resources Development Through Education and Outreach Water & Environment 154 Promote Sustainability and Conserve Sarasota County's Water and Environment Youth & Community 18 PYTD Actual 45 FYTD Actual 37 FYTD Target 48 UF IFAS Extension Develop a Premier Local Food System Through Education and Outreach # of Projects Food Systems 3 Enhance Youth and Community Resources Development Through Education and Outreach Promote Sustainability and Conserve Sarasota County's Water and Environment Water & Environment Youth & Community 45 2 PYTD Actual 44 FYTD Actual 86 FYTD Target 9 UF IFAS Extension Develop a Premier Local Food System Through Education and Outreach # of Educational Contacts Food Systems 27,61 Enhance Youth and Community Resources Development Through Education and Outreach Promote Sustainability and Conserve Sarasota County's Water and Environment Water & Environment Youth & Community 28,493 4,321 PYTD Actual 97,13 FYTD Actual 123,116 YTD Target 18,3 UF IFAS Extension Develop a Premier Local Food System Through Education and Outreach Food Systems - # of Web Visits 28,912 YTD Fiscal Year UF IFAS Extension

384 Fiscal Year 219 Proposed Strategic Financial Plan Enhance Youth and Community Resources Development Through Education and Outreach Water & Environment - YTD 51,377 Promote Sustainability and Conserve Sarasota County's Water and Environment Youth & Community - YTD 2,94 YTD Target 34,2, Water and Environmental Resources Promote Sustainability and Conserve Sarasota County Water and Environment Water and Environmental Resources # of Gallons of Water Conserved Water and Environmental Resources PYTD Actual 163,2 FYTD Actual 86,4 YTD Target 15, Water and Environmental Resources Promote Sustainability and Conserve Sarasota County Water and Environment Water and Environmental Resources Kilowatt Hours of Energy Saved Through Distribution of Energy Water and Environmental Resources PYTD Actual 211,365 FYTD Actual 111,89 YTD Target 3, Fiscal Year UF IFAS Extension