Dale Martin
City Manager
Fernandina Beach
September 23, 2016 1:00 a.m.
The budget process to prepare for the start of the next fiscal year (October 1) has been remarkably quiet when compared to the last four municipal budgets that I helped develop. Those budgets were for my former community of Winchester, Connecticut. That town had approximately the same population of Fernandina Beach, but it was significantly larger area-wise (about thirty-two square miles, most of it rural in nature).
The dedicated General Fund expenditures were similar, with each community appropriating roughly $15,000,000. The General Fund budget for Winchester actually indicates expenditures of $35,000,000, but $20,000,000 of the General Fund was a “pass-through” appropriation to the local Board of Education- the town had no spending authority with regard to that sizeable sum.
Several notable differences contributed to the more contentious budget process in Winchester. For my four budgets in Connecticut, I actually worked with four different Finance Directors: Henry Centrella (2012; subsequently convicted of embezzling millions of dollars from the town); Jane Wall (2013; a short-term interim following the termination of Mr. Centrella); Robin Manuele (2014; lost to the longer-term repercussions of Mr. Centrella); and Bruce Stratford (2015; still a remarkable Winchester survivor!). Without that amount of turnover, it was obviously a continuity challenge.
Other differences were the brutal partisan political climate. Selectmen (as City Commissioners were referred to) were elected based upon party nominations. Although it was possible to run as an independent candidate, success as an independent was pretty much nill. The town charter called for “minority representation,” which meant that no party could hold more than five of the seven seats on the Board of Selectmen. Unlike the Sunshine laws of Florida, party members could privately caucus prior to each meeting, meaning that little discussion was conducted at the meeting, with most decisions carefully orchestrated behind the scenes.
Each budget, with the exception of my final 2015 budget, was immediately labelled as either a “Democrat” or a “Republican” budget, with the minority party immediately arguing for rejection. A “traditional” (that’s cute Connecticut-speak for “archaic”) New England Town Meeting offered the electors the opportunity to reduce any expenditures in the budget by simply making a motion and having said motion seconded. Although tedious and long, the Town Meetings rarely resulted in a change to the proposed budget, but then the budget was sent to all of the town electors for approval. The political divisiveness continued for three weeks between the Town Meeting and the Town Referendum. If we were fortunate, the budget passed; if we were unfortunate, the whole process stated again.
The first early step in the budget process here was the City Commission’s visioning and goal-setting session (January). As a reminder, the specific six goals established by the City Commissioners were the re-opening of Alachua Street, a review of beach safety, a review of storm water management and infrastructure, the installation of lights at City soccer fields, a review of downtown residential density regulations, and disabled accessibility recognition. The achievement of those goals has been incorporated into the proposed budget for next year (except for the beach safety review which should be completed and presented to the City Commission this week).
Once the goals were set, I had the good fortune of working with tenured senior staff, especially the strong guidance and support provided by Ms. Patti Clifford, Controller, to develop the proposed budget. Staff contemplated their needs, reviewed previous expenditures, projected savings, and considered projects and equipment. Budget preparation is a significant commitment of personnel and resources for approximately three months, from early April into mid-July, when it is finally presented to the City Commission.
Since that original presentation, and several presentations and public hearings, two people have formally commented on the proposed budget: Mr. Philip Chapman voiced concerns regarding expenditures associated with the Golf Course and the Fire Department (subsequently adjusted), and a non-resident property owner offered general comments about the continuing rise of City and County taxes. Otherwise, as I said earlier, it has been quiet, with no objections being raised before the City Commission.
I consider this to be general support for the priorities and direction presented by the City Commission. It’s when things are truly out of balance that leads to large scale participation and involvement in the budget. I wish to thank the Commissioners, the staff, and the community for all of their support for the 2017 City of Fernandina Beach budget.