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and want to accomplish to move our community forward. Identifying strategic goals and priorities ensure we move the organization forward in a deliberate manner and aids in the allocation of resources. The • budget additionally proposes to fund an economic environment study to develop an economic development plan. Having a detailed understanding of our existing local economy and what industries and businesses the County is best positioned to, or could be positioned to, attract and recruit will enhance our economic development activities. Working with our economic development partners to attract industry that complements and diversifies our local economy and creates value added jobs is critical to our long- term success. Organizationally, this budget funds an executive and senior management level reorganization. This will more appropriately align and refocus departments in providing services. At the executive management level, the Assistant County Administrator has been retitled to Deputy County Administrator. This position will continue to report to the County Administrator and be responsible for Citizen Services: Community Services (formerly General Services); Parks, Recreation & Conservation; Emergency Services; and the Sandridge Golf Course. An Assistant County Administrator is being added, also reporting to the County Administrator, and will be responsible for Infrastructure and Development Services: Natural Resources (newly created); Planning & Development Services (formerly Community Development); Public Works; and Utility Services. An Ombudsman position is being created to assist residents and select development projects in navigating the County development process. Additionally, this position will support the Assistant County Administrator in reviewing and improving business processes. The Natural Resources Department is being created with environmental divisions and functions transferred out of Public Works and Community Development. Community Development is be reframed as the Planning & Development Services Department and will be more narrowly focused on Planning, Building and Permitting, and Code Enforcement. The Community Services Department (formerly General Services) is being created to administer and manage Human Services, Veteran Services, Housing Services, and Library Services. With this reorganization, the remaining functional areas are being transferred and will report to a new Parks, Recreation, and Conservation Department. In addition to management and organization changes, adequate department staffing levels continue to be a challenge, especially if the County is going to maintain and enhance its existing levels and types of services provided. The County's headcount at the beginning of Fiscal Year 2022/2023 was 913 FTEs. This number of employees is less than the number preceding the Great Recession by 51 FTEs. Moreover, the County has grown by more than 35,000 residents since. While an economic slowdown is predicted, the University of Florida Bureau of Economic and Business Research (BEER) estimates the current year County population at 165,559, with the potential to grow as high as 205,000 residents by 2030 (high projection). The County is the 3111 largest County in population with 68.4% of our population living in unincorporated areas, and a population density of 321.6 persons per square mile. The thought of reaching 205,000 residents may be inconceivable to some, but two large annexations totaling nearly 11,000 acres with ambitious development plans could yield close to 20,000 new homesI (that's more than 49,000 new residents). Additionally, there are approximately 15,000 vacant platted lots and mothballed or undeveloped subdivisions currently pursuing opportunities to reset their `,15�1�' •developments. The current projected population growth rate is 1.6% (2023-2026 Florida & Metro l Forecast, UCF Institute for Economic Forecasting, Spring 2023). Applying the projected growth rate, 1 factoring in adjustments for decelerated housing starts during the years 2023 through 2026, the population could swell to near 185,000 by 2030. The potential to exceed BEBR's high projection is real. 4