Enterprise Management Education Series

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Welcome!

• Enterprise Management Education Series
• Module 4
• Fiscal Planning

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During Module 3, we

• Summarized the key components of each core
  service business plan.
• Reviewed cascading scorecards.
• Explored methods to apply the cascading process.
• Determined how to select appropriate business
  plan objectives, measures and actions.
• Gained familiarity with business planning tools,
  resources and contacts available to core service
  teams.

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Todays Learning Objectives

• Review land use and growth patterns.
• Explore economic and demographic indicators.
• Review our managed competition process.
• Identify the link between Strategic/Business
  Planning and the Fiscal Planning process.
• Review FY06 Fiscal Planning Guides.

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• Planning is bringing the future into the present
  so that you can do something about it now.
• - Alan Lakein

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TerminologyWhat terms must I understand to
successfully navigate through this module?

• 2050 Plan
• Budget
• Budget Calendar
• Budget Guideline Message
• Comprehensive Plan
• COP Teams

• Economic Indicators
• Managed Competition
• Net Budget
• Target Budget
• Transfers In/Out
• Urban Service Area

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Fiscal PlanWhat drives a fiscal plan?

• A checklist for success
• Community Needs
• BCC Admin Strategies
• Fed. State Mandates
• Comprehensive plan
• Economic and demographic influences

• Business plan
• Infrastructure needs
• Revenue Forecasting
• Debt Management
• Total Employee costs
• Fund Balances

Note Total Employee costs include salaries,
benefits, office equipment supplies, telecom,
fleet, insurance costs (general liability and
vehicle).
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Apoxsee Blazing a Trail toward Sarasota
Countys Future
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Apoxsee Blazing a Trail toward Sarasota
Countys Future

• Past Efforts WHERE of growth
• Urban Service Area boundary
• Future Urban Area
• Sarasota 2050 WHERE and HOW of growth
• Walkable, mixed-use communities of place
• Mixed use centers connected to neighborhoods
• Networks of permanently protected open space

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Apoxsee Blazing a Trail toward Sarasota
Countys Future

• The QuestionHow can Sarasota continue to grow
  yet balance economic development, the
  preservation / conservation of environmentally
  sensitive land, maintain sound county fiscal
  policy, and maintain or improve its quality of
  life?

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• Overlay to the current plan
• - Six Resource Management Areas
• Long Range 50 Years
• Goals
• Livable communities
• Preserved open space/environmental resources
• Incentive-based
• Village form allows commercial centers not
  usually in the rural area
• Villages can transfer development rights
• Hamlets can transfer development rights

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Apoxsee Evaluation and Appraisal Report -
(EAR) Top Ten

• Affordable housing
• Coordinating Infrastructure with Land Use
• Economic Development
• Infill and Redevelopment
• Integration of School Facilities Planning and
  Land Use Planning
• Neighborhood Preservation and Revitalization
• Smart Growth
• Urban Greenspace
• Urban Capacity
• Water Resources and their Management

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Surveying the Navigational Conditions for the
Journey
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Surveying the Navigational Conditions for the
Journey
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Surveying the Navigational Conditions for the
Journey
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COUNTY OPERATIONAL PERFORMANCECOP TEAMS
GREEN TEAMWilliam Nichols Eric Sutton
RED TEAMGeorge MacFarlaneTerry Lauritsen
GOLD TEAMShelia RobersonCharlie Yeagley
ORANGE TEAMLaura AmmesonLois Rose
PURPLE TEAMPatricia GergenLori Carroll
BLUE TEAMGary Bennett
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MANAGED COMPETITION
Contracting Out
Privatization
Insourcing
Outsourcing
Public-Private Competition
Dale R. Roberts, C.P.M. General Manager, Asset
Management Sarasota County, Florida
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MANAGED COMPETITION
Five Year Financial Plan

• We will look at all of our services, seeking to
  deliver the highest quality at the lowest cost
  through competition, both internally and
  externally.
• - Jim Ley, 2003

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MANAGED COMPETITION
Current Outsourcing
Product Code Description
Dollars
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MANAGED COMPETITION
Current Outsourcing
Product Code Description
Dollars
Total For All County Outsourcing is
121,835,814.92
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MANAGED COMPETITION
International City/County Management Association
(ICMA)
CRITERIA

• Ancillary services are preferable to core
  services.
• Hard services are preferable to soft services.
• Stand-alone services are preferable to
  interrelated services.
• Services that can be segmented are preferable to
  services that cannot.
• Services that have been successfully contracted
  out are preferable to services that have not.

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MANAGED COMPETITION
CRITERIA

• Services that are expected to generate at least
  three-private sector proposals. (Yellow Pages)
• Multiyear contract services are preferable.
• Services where private sector firms are
  competitive in terms of salary, wage, and benefit
  scales and vacation and sick leave policies.
• Services for which private sector firms make
  significant use of part-time employees.
• Services that evoke lower levels of public
  employee union opposition.

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MANAGED COMPETITION
CRITERIA

• Service provided by in-house departments whose
  management is entrepreneurial.
• Services provided by in-house departments whose
  staffing levels are higher than those of private
  sector firms.
• Services provided by in-house departments with
  greater potential for the use of part-time
  employees.
• Services whose delivery systems offer more
  opportunities for restructuring and
  reengineering.
• Services that are expected to generate less
  political resistance.

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Charting our Course!

• Translating strategic planning
• into a financial plan.

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Charting our Course!
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Charting our Course!
Strategic Goal
Gap
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Navigational Tools to help us Reach our
Destination

• Financial Planning Guidelines Message
• Maintain a flat rate of taxes assessments
• Reduce net operating 3
• Increase General Fund Reserves to 16.8m
• Reduce 77 positions
• Implement a Smart Hiring Process
• Encourage employees to develop and expand skills
• Seek to competitively bid services

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Navigational Tools to help us Reach our
Destination

• Target Budget (Net Operating)
• Removes Transfers, Elected/Appointed Officials,
  Capital, Debt, Internal Service Funds, and Aids
  to Other Governments and Private Agencies
• Budget -3 Target Current
  Gap
• FY05 - 280.2m
• FY06 - 285.2m 271.8m (13.4m)
  

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Navigational Tools to help us Reach our
Destination

• Calendar of Significant events
• Jan. - GovMaxthe Lab training
• Feb. Mar. Input Financial Plan in GovMax
• Mar. 31 Budgets Submitted
• April Review Process
• May Final Proposed Plan delivered to
• CFPO, DCA, CA
• June 7 Proposed Plan delivered to BCC

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Navigational Tools to help us Reach our
Destination

• Calendar of Significant events
• June 13, 14 Budget Workshops
• July 27 BCC certifies millage rates
• Aug. 19 Non-Ad Valorem published
• Sept. 12 1st Public Hearing
• Sept. 26 2nd Public Hearing

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• Questions?
• Lets apply what weve learned!

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Pit StopHow are you doing so far?

• Have you
• Completed the post-assessment and glossary game
  for Module 3 (Business Planning From Concept
  to Action)?
• Added Module 4 post-assessment (Fiscal Planning)
  to your to do list? Due by 1/15
• Added Module 5 pre-assessments (Gov Max The
  Tool) to your to do list? Due by 1/20
• Signed up for Module 5 via TRAC?

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• Thank you for your participation!