1. SURVEY RESULTS AND FISCAL UPDATE (February 10, 2010)
Board Goals Workshop
SURVEY RESULTS AND FISCAL UPDATE
(February 10, 2010)

2. What’s On People’s Minds
2002
(population growth 20,000+, unemployment rate 4.6%, leader in growth)
Population Growth
Growth and its impact on the environment
Congestion on Roads
2009
(population growth -8,600, unemployment rate 13.8%; leader in foreclosures)
Economy
Jobs
Efficiency of Government

3. Citizen Survey Random (from postal data) Countywide (including cities)
34% response rate, which is considered very good

4. Positive Indicators
72% rate overall quality of life “good” or “excellent” (78% in 2002)
A majority of responses in “good” or “excellent” category
Road congestion much reduced from 2002 (ease of car travel improved)
Volunteerism and Use of Recycling up from 2002

5. Negative Indicators
Rating for employment opportunities has significantly declined
Poll respondents say job growth too slow
Respondents demonstrated only mild trust in government (lower than in 2002, although local government rated higher than state and federal)

6. Areas of Possible Concern to Monitor
Benchmarks
About half of responses similar to or above benchmarks in other communities; about half are below (community characteristics and services)
Characteristics receiving lowest ratings
Employment opportunities
Ease of bus travel
Availability of affordable quality child care
Services receiving lowest ratings
Land use, planning and zoning
Code enforcement
Economic Development
Key Drivers
Sheriff’s Services
Drinking Water
Emergency preparedness

7. Customized Questions Governance Communications
66% can find needed information (25% no opinion)
Maintain or reduce services
Highways, roads, bridges – 84%
Public safety – 83%
Community Services – 79%
Environmental Resource Protection – 67%
Transit – 66%
Growth Management – 60%
Colonial Boulevard toll expressway
Strongly or somewhat support – 40%
Somewhat or strongly oppose – 46%
Don’t know – 14%

8. Open-Ended Question Three Areas for Cutbacks
Reduce government and spending – 31%
Roads/Infrastructure – 22%
Housing and Human Services – 13%
No cuts/preserve services – 13%
Preservation of natural areas – 11%
Fire and emergency services – 10%
Growth Management – 10%
Sheriff/Public Safety – 10%
Code enforcement – 10%
Schools/education – 10%

9. Advisory Groups
Response to customized questions mirrored that of citizen survey
Cutbacks to consider
Most responses
Fire district efficiencies/consolidation
Landscaping
Lee Grows
Smart Growth

10. Carefully Managing Budget
We have carefully and conservatively budgeted for spending and revenues (33% of the year completed).
Spending through the 1st third of (Oct.-Jan.) was 27.2% of operating budgeted amounts ($117.5 million of $432.1 million).
Revenues through the 1st third of were 32% of operating budgeted amounts ($99.9 million of $312.5 million).
We have intentionally not further used reserves, other than the operating subsidies.

11. Carefully Managing Budget
Current revenue projections indicate revenues are coming in as budgeted, and maybe just slightly to the positive.
Property tax revenues ↑
Sales tax ↑
Solid waste ↑
Water/sewer ↑
Toll revenues ↓

12. Fund Balances ($ million)
General Fund
* (budgeted)
* (projected)
* (projected)
*Assumes level reserve usage of $60.3 million per year.

13. Fund Balances ($ million)
General Fund Designations
OPEB
Econ. Dev
Econ. Incentive
Community Corrections
Advances to other funds
Remaining Revolving Road Loan 10.8
Remaining Road Grant
TOTAL

14. Fund Balances ($ million)
General Fund (less designations)
* (budgeted)
* (projected)
* (projected)
*Assumes level reserve usage of $60.3 million per year.

15. Fund Balances ($ million)
Unincorporated MSTU Fund *
(budgeted)
** (projected)
** (projected)
*Net of Stadium loan ($75 million).
**Assumes stabilization at $0.

16. Fund Balances ($ million)
Library Fund *
(budgeted)
** (projected)
(projected)
*After final costs for NW Regional and initial costs ($6.7 m) for Fort Myers.
**After final costs ($13.3 million) for Fort Myers.

18. Tax Rate Reductions General Fund* 2008 3.6506* 2007 3.5216 mills*
mills
mills
mills
mills to mills
Capital Improvement Fund*
mills*
mills to mills
Unincorporated MSTU
mills
mills
mills to mills (rollback rate)
Library
mills
mills
mills (below rollback rate)
mills to mills
All Hazards
mills to mills
*Now a combined general fund tax rate

19. Effects of Tax Cap Legislation

20. We Continue to Cut
Have 404 fewer positions (equating to $20 million annual savings):
Current – Holding 80 vacant
09-10 Budget – Deleted 99
08-09 Budget – Deleted 197
07-08 Budget – Deleted 28
“Deletions” through a combination of attrition, early retirement, and layoffs.
Current 2,460 employees about the same as in
Continued suspension of salary adjustments, and sick-leave buyback and bonus programs.
Significant reductions in operational costs, including vehicles, energy, leases, travel, supplies, and memberships. Some adjustments to hours and frequency of certain services.
Energy costs have been reduced from $17.6 million to $14.2 million in last two years.
Saved $9 million over five years with new ITG contract.
Saved nearly $1 million in leases, with more to go.
Saved nearly $1 million in travel costs.

21. Further Cutbacks
Continuing to refine operational costs and service levels (tiers)
Health care costs
Phase-in greater employee share over next three years
Some premium adjustments
Minor plan design changes
Potential Furlough Days
To correspond with existing holidays and low demand times
County would close these days (except for essential services)
Good Friday (April 2)
Rosh Hashanah (Sep. 9)
Week between Christmas and New Years (Dec. 27, 28, 29)

22. Goals Workshop
QUESTIONS?