CC Minutes 07/10/2012 - Laserfiche WebLink

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July 9, 2012 City of Casselberry' City Manager 95 Triplet Lake Drive, Casselberry, Florida 32707 o Telephone (407) 262 -7700, Ext.1130 Fax (407) 262 -7745 o Email jnewlon @casselberry.org Ms. Charlene Glancy, Mayor /Commissioner Ms. Colleen Hufford, Vice Mayor /Commissioner Mr. Anthony Aramendia, Commissioner Mr. Jon Miller, Commissioner Ms. Sandra Solomon, Commissioner Re: Proposed Fiscal Year 2013 Budget Honorable Mayor and Members of the City Commission: I am pleased and honored to present for your consideration the Proposed Operating and Capital Budget for the City of Casselberry for Fiscal Year (FY) 2012/2013, including the City's Capital Improvement Program (CIP) for FY 2013 — FY 2017. The City entered FY 2012 looking forward to the end of a long and difficult recession. The real estate market had collapsed and after four years the City's tax base had lost nearly 38% of its value. The unemployment rate peaked in Casselberry at 8.24% in 2010. Water and sewer sales dropped 13% in 2008 and stayed flat in 2009 before returning to a positive, growth trend. The decline in utility sales reflected the epidemic of closed store fronts and foreclosed houses. Sales tax revenues distributed from the State of Florida had fallen from a peak of $2 million in FY 2006 to a low of $1.35 million in FY 2010 and had remained flat consistent with the Florida Gross Domestic Product. Business tax receipts fell from 2,551 in 2007 to 2,020 in 2009. Building permits dropped from 6,977 in 2007 to 2,434 in 2010. Given the economic crisis the City of Casselberry has been able to quickly adapt to ensure financial stability. First and foremost, the City leaders were acutely aware of the pressures the recession placed on its citizens. The City has managed its millage rate and has lowered its tax levy from a peak of $7.1 million in Tax Year (TY) 2008 to $5.56 million in TY 2011. The millage rate has remained unchanged at 5.45 mills since FY 201q even as property values continue to fall. The City has reduced its workforce by 53 full- time positions and 4 part -time positions since its peak in FY 2007. The reductions were balanced and impacted all levels of government. This represented a 20% reduction in staffing. Service levels were impacted and hardest hit was Recreation where sports and programs were almost entirely contracted out. Also outsourced were Animal Control, Building Official, Police. Communications and Ambulance Transport Billing. All departments have downsized and everyone is doing more with less. There has been no increase in salaries since 2008. A -1