Fort Walton Beach — Fiscal Year 2020-21 Adopted_Budget

FORTWALTON BEACH FLORI DA www. fw b. org ( 850)833- 9500 F Y2 020 -21 Adopted Budget  City of Fort Walton Beach, Florida 107 Miracle Strip Parkway SW, Fort Walton Beach, FL 32548 www.fwb.org PHONE DIRECTORY Mayor and City Council 833-9509 Fire Services (emergencies 911) City Manager 833-9504 Administration 833-9565 Public Information 833-9504 Recreation & Cultural Services Administrative Services Cemetery (Beal Memorial) 833-9618 Human Resources 833-9507 Auditorium 833-9583 Information Technology 833-9620 Golf Course 833-9664 Police Services (emergencies 911) Heritage Park & Cultural Center 833-9595 Administration 833-9547 Library 833-9590 Dispatch 833-9533 Tennis Center 244-4566 Records 833-9543 Public Works & Utility Services Growth Management Administration 833-9613 Administration 833-9607 Field Office 833-9613 Building & Permitting 833-9605 Garbage Collection 833-9655 Code Enforcement 833-9601 Streets & Stormwater 833-9932 Planning & Zoning 833-9927 Water Operations 833-9630 City Clerk 833-9509 Financial Services Accounting 833-9504 Customer Service (Utility Billing) 833-9500 Purchasing 833-9524 Cover photo by Douglas Rainer Budget Availability Reference copies of the annual budget are available at the City Clerk’s Office and Library. The budget may also be viewed and printed from the City’s website: www.fwb.org.  CITY OF FORT WALTON BEACH, FL 107 Miracle Strip Parkway SW, Fort Walton Beach, FL 32548 850-833-9500 www.fwb.org Table of Contents Page # City Council, Appointed Officers, & Directors ……………………………………………….. 1 Core Values, Vision, Mission, Strategic Plan…………………………………………………… 2 City Manager’s Budget Message ………………………………………………………………. 5 Budget Overview Fund Structure ……………………………………………………………………………….. 12 Budget Basis & Budget Process ……………………………………………………………... 14 Financial Policies …………………………………………………………………………….. 18 Debt Schedules ………………………………………………………………………………. 24 Summary of Estimated Financial Sources & Uses …………………………………………… 28 Executive Budget Summary ……………………………………………………………………. 30 Summary Budget Information Revenue Discussion……………………………………………………………………………. 35 Expenditure Discussion………………………………………………………………………... 41 Personal Services ……….…………………………………………………………………….. 45 Detail Information by Fund GENERAL FUND Fund Highlights ………………………………………………………………………………. 51 Revenues ……………………………………………………………………………………... 52 0100 City Council ……………………………………………………………………………. 56 0200 City Manager …………………………………………………………………………… 58 0300 Human Resources ……….……………………………………………………………... 60 0310 Risk Management ……………………………………………………………………… 62 0320 Information Technology ……………………………………………………………….. 64 0400 City Clerk ………………………………………………………………………………. 66 0500 Financial Services ……………………………………………………………………… 68 0530 Purchasing ……………………………………………………………………………… 70 0800 Police …………………………………………………………………………………… 72 0900 Fire ……………………………………………………………………………………... 76 0910 Fire Emergency Management…………………………………………………………… 80 1000 Recreation Services …………………………………………………………………….. 81 1010 Parks ……………………………………………………………………………………. 84 1040 Golf Club ……………………………………………………………………………….. 86 1045 Golf Grounds …………………………………………………………………………… 88 1060 Library ………………………………………………………………………………….. 90 1070 Museum ………………………………………………………………………………… 92 1080 Cemetery ……………………………………………………………………………….. 94 1200 Growth Management.…………………………………………………………………… 96 1205 Planning & Zoning ……………………………………………………………………... 98 1217 Code Enforcement ……………………………………………………………………… 100 1220 Fleet ……………………………………………………………………………………. 102 1230 Facilities ………………………………………………………………………………... 104 1240 Streets …………………………………………………………………………………... 106 1499 ½ Cent Sales Tax………………………………………………………………………... 108 1500 Non-Departmental ……………………………………………………………………… 109 LAW ENFORCEMENT TRUST FUND ………………………………………………………… 111 LAW ENFORCEMENT TRAINING FUND …………………………………………………….. 114 FLORIDA BUILDING CODE FUND ……………………………………………………………. 2 116  Table of Contents continued Page # COMMUNITY DEVELOPMENT BLOCK GRANT FUND ……………………………………. 120 COMMUNITY REDEVELOPMENT AGENCY FUND Fund Highlights ………………………………………………………………………………. 124 Revenues ……………………………………………………………………………………... 125 2000 CRA ………………….…………………………………………………………………. 126 DEBT SERVICE FUND …………………………………………………………………………. 128 BEAL MEMORIAL CEMETERY PERPETUAL CARE FUND ……………………………….. 130 UTILITIES FUND Fund Highlights ………………………………………………………………………………. 132 Revenues ……………………………………………………………………………………... 133 0520 Customer Service ………………………………………………………………………. 134 1300 Utility Services …………………………………………………………………………. 136 1305 GIS……………………………………………………………………………………… 138 1310 Water Operations ………………………………………………………………………. 140 1340 Water Distribution ……………………………………………………………………… 142 1350 Sewer Collection & Treatment …………………………………………………………. 144 1500 Non-Departmental ……………………………………………………………………… 146 SANITATION FUND Fund Highlights ……………………………………………………………………………… . 147 Revenues ……………………………………………………………………………………… 148 1360 Solid Waste ……………………………………………………………………………... 150 1370 Recycling ……………………………………………………………………………….. 152 1500 Non-Departmental ……………………………………………………………………… 154 STORMWATER FUND Fund Highlights ……………………………………………………………………………… 155 Revenues …………………………………………………………………………………….. 156 1380 Stormwater …………………………………………………………………………….. 157 1500 Non-Departmental …………………………………………………………………….. 159 IT Replacement Program ……………………………………………………………………… 161 Fleet Replacement Program …………………………………………………………………… 171 Capital Improvements Program (CIP) CIP Process ………………………………………………………………………………….. 181 Five-Year Funding Schedule ………………………………………………………………… 184 General Fund Projects ……………………………………………………………………….. 186 Utilities Fund Projects ………………………………………………………………………. 188 Stormwater Fund Projects …………………………………………………………………… 192 Statistical Information History & Profile …………………………………………………………………………….. 193 Neighborhood Information ………………………………………………………………….. 194 Location, Employment ………………………………………………..…………………….. 198 Demographics ……………………………………………………………………………….. 199 Property Taxes ………………………………………………………………………………. 200 Select Fee Schedules ………………………………………………………………………… 201 Five Year Financial Forecasts……………………………………………………………….. 203 Glossary of Terms & Acronyms Glossary of Terms ……………………………………………………………………………. 205 Acronyms …………………………………………………………………………………….. 215 Carryovers: Grant and CIP Project Carryovers, followed by Purchase Order Encumbrance Carryovers … 219  CITY OF FORT WALTON BEACH, FL City Council Left to right (standing): Mike Holmes, David Schmidt, Nic Allegretto, Kirby Locklear, and Nathan Kelley Left to right (seated): MG Moran, Mayor Dick Rynearson, and Amy Jamieson Council members are elected in odd years for four-year staggered terms. City Council meets on the second and fourth Tuesday of each month at 6:00 p.m. in the City Council Chambers located at 107 Miracle Strip Parkway, Fort Walton Beach, Florida. Appointed Officers Department Directors City Manager – Michael D. Beedie, PE Finance – Julio Lacayo, Jr. City Clerk – Kim M. Barnes, MMC Fire Services – Ken Perkins, Chief City Attorney – Hayward Dykes, Jr. Growth Management – Chris Frassetti Human Resources – Tarey Franxman Police Services – Robert Bage, Chief Public Works & Utility Services – Daniel Payne, PE Recreation & Cultural Services – Jeff Peters 1  Core Values Rather than being just words found on the website or located at the top of a letterhead, these core values are the guiding principles by which City Council, Department Directors, and City Staff will conduct themselves, allocate resources, and prioritize goals and objectives. These principles form a non-negotiable code of conduct and will guide our government on who we hire, how we train, and how we reward. These values will define who we are, what we stand for, and influence policies, procedures, and guidelines. Adopted by City Council in May 2011, after a collaborative effort by Department Directors and the City Manager to consolidate employee suggestions, these five core values represent the first milestone in instituting the City’s new Performance Excellence Program. Integrity We will conduct ourselves in an honest, trustworthy, and ethical manner. Accountability We will take full responsibility for our actions, resources, and attitudes. Teamwork We will work together to provide quality services. Customer Service We will be professional, use all available resources, and strive to meet the needs of our customers. Continual Improvement We will promote a culture that seeks to better our organization. Adopted by City Council in September 2011, after a collaborative effort by Department Directors and the City Manager, the updated Vision and Mission for the City are as follows: Vision The City of Fort Walton Beach: a recognized leader in the provision of Community Services. Mission To enhance and protect the Community by providing quality services. 2  Strategic Plan Adopted in July 2019 City Council’s primary responsibility is to shape public policy to achieve the citizens’ desires for the future. As time passes, the complexion of a community, its residents and leaders change, as do the priorities of the community. There is probably no more daunting a task that any community faces than planning for its future and identifying future priorities. The Strategic Plan is a multiyear plan and the budget process determines which parts of the Plan receive resources each year. Each Objective is in line with the City’s Vision, Mission Statement and Core Values. Throughout this document, Strategic Plan Objectives have been tied to expenses, capital improvement projects, and performance measures – look for the icons below Objective #1 – Safe and Livable Community for Citizens Quality of Life Survey Data, Crime Stats, Traffic Injury Stats, Pedestrian and Bike Safety, and Reducing Congestion Objective #2 – A Government that Maximizes the City Budget, Tax Revenue, and Population Stats Objective #3 – Support Intelligent Growth City Population Data, Percentage of People Under 25, Building Permits and Parks and Recreation Data Objective #4 – Maintain a Well-Trained, Talented and Engaged Municipal Workforce Employee Engagement and Turnover 3 4 City Manager’s Budget Message October 1, 2020 Honorable Mayor, City Council Members, and Citizens: It is my pleasure to submit the FY 2020-21 municipal budget. The City of Fort Walton Beach budget is designed to meet the highest standards of municipal budgeting. This budget continues the City’s commitment of providing high quality services in a cost-controlled manner, developing an assortment of revenues to fund programs and maintaining prudent cash reserves. This year’s budget process emphasizes sound fiscal management and sustainability to achieve the goals established by citizens, City Council, and staff. The FY 2020-21 budget of $49,575,666 is $2.3M, or 4.96%, more than the adopted FY 2019-20 budget; it is primarily due to the sale of surplus properties and other operational increases within the CRA fund (Landing improvements), Florida Building Code fund and Enterprise funds (adoption of five-year utility rate study). The budget is predicated using the rolled-back millage rate of 5.3293 mills; as a result Ad Valorem revenues will remain relatively flat with a slight 0.19% increase year over year. ECONOMIC ENVIRONMENT FY 2019-20 brought about numerous challenges, including the COVID-19 Pandemic, which required the employees of the City of Fort Walton Beach to rise to the challenge and adapt on-the- fly to continue conducting the business of the City in a professional and safe manner. COVID-19 resulted in a shutdown of the local economy from late March to the end of May, which negatively affected many of our revenue sources. As a result, all non-essential projects and hiring of employees have been frozen for the remainder of FY 2019-20. City employees have adapted quickly, because of COVID-19, to remain available to our customers and have explored opportunities of alternative service delivery methods, including electronic/virtual interaction. As a result, the City is now providing services more efficiently through the adoption of new procedures on how to conduct business while maintaining the highest level of customer service that our constituents have grown accustomed to. The City continues to explore new revenue sources and have been successful in obtaining two Federal Grants that assist with personnel costs within our public safety departments. The City is also taking advantage of any State funding opportunities available to help cover revenue shortfalls due to COVID-19. Unemployment in Okaloosa County is 6.9% as compared to 2.8% a year ago. Unemployment in the State of Florida is 11.5% with the National average at 10.5%. The State of Florida projects a decrease in local option fuel tax and communication services tax revenues, two of four of the City’s revenue sharing funds (local option fuel taxes, municipal revenue sharing, local option sales tax and half-cent sales tax). The decrease in local option fuel tax reflects slightly lower fuel demand. The communication services tax revenues have declined in projections over the last few years due to the bundling of taxable wireless services. On a brighter note, the Okaloosa County Property Appraiser anticipates a 5.8%, or $84M, increase in taxable assessed property values for the City, as the real estate market continues its recent boom. City of Fort Walton Beach, FL 5 City Manager’s Budget Message TOP BUDGET ISSUES Current Year – FY 2020-21 Prior Year – FY 2019-20 Fire Assessment Fee $1,152,767 ▼ Fire Assessment Fee $2,500,000 ▲ Fee was implemented on 1/1/2020 and is designed to Fee is designed to cover the costs of Fire Protective cover the costs of Fire Protection Services. Services. Fees revised after start of FY 2019-20. Insurance Benefits $400,000 ▲ Pension Benefits $431,893 ▼ Increase of 10.5% in overall rates for health Decrease in Pension Contributions for DB Plans due to insurance. employee turnover and higher investment earnings. Insurance Benefits $545,261 ▲ State-Shared Revenues $620,721 ▼ Increase of 4.70% in overall rates for health, dental, A decrease of 39.23% year over year as a result of life, and vision insurance; change to employer premium COVID-19. contributions. Property Taxes The City’s 2020 gross taxable property value for operating purposes is $1.533 billion, an increase of $84 million, or 5.80%, from the 2019 final gross taxable property value of $1.449 billion. Property taxes primarily fund General Fund operations. However, property taxes paid by certain residents and businesses located in areas targeted for specific improvements to eliminate blight and improve infrastructure are allocated to the Community Redevelopment Agency (CRA) Fund. 1,800 9 1,600 8 Ad Valorem Taxes (millions) 1,400 7 Taxable Value (millions) 1,200 6 1,000 5 800 4 600 3 400 2 200 1 - - 2011-12 2012-13 2013-14 2014-15 2015-16 2016-17 2017-18 2018-19 2019-20 2020-21 General Fund CRA Fund Tax Revenue Millage Staffing and operational cuts were made in FY 2011-12 and FY 2012-13. In FY 2013-14, the City simply did not have room to “do more with less” and raised the millage rate to 5.7697 mills. As property values continue to rise, the City lowered the millage rate to the rolled-back rate of 5.6395 mills in FY 2019-20. The FY 2020-21 proposed budget is predicated on the millage rate of 5.3293 mills. This rate, known as the rolled-back rate, generates the same amount of property tax revenue as the prior year, even with the increases in property values. One mill equals $1 per $1,000 of taxable property value. City of Fort Walton Beach, FL 6 City Manager’s Budget Message Wage Adjustments The Pay & Classification Study was completed and implemented in FY 2019-20. Human Resources and Finance implemented the recommendations of the study for each position minimun and adjusted the compressed salaries for the affected employees. Furthermore, the position reclassifications were adopted within our current position management structure. Additionally, a 2.0% (effective on the employee’s anniversary date) Length of Service adjustment for all employees, excluding Fire Bargaining Union Members (which have been allocated to each member in accordance with the current Collective Bargaining Agreements) and sworn Police Department employees (adjustments will be made based on the pay grade and step plan adopted with the Pay & Classification Study), has been allocated in the budget. The Length of Service adjustments will equate to an increase of $209.7K in the budget. Pension Defined Benefit Changes The City is required to maintain its three defined benefit pension plans in a fiscally sound manner. Investment earnings and employee/employer contributions comprise the plans’ income. General employees and police officers currently contribute 5% of wages while firefighters contribute 8% of wages into their respective plans. The City’s annual contribution, as a percent of payroll, is based on actuarially determined contribution levels except for the General Pension Plan which has switched from a percentage to a fixed dollar amount. The actuary determines City contribution requirements using estimated future earnings of members of the plan, as well as other assumptions on investment returns, retirement age, and, among others, expected mortality. Minimum benefits for both the Police and Fire Defined Benefit Plans are mandated by Florida State Statutes 175 and 185. The Police and Fire Plans both meet or exceed these minimum benefit levels. The City’s contribution to the General Employees defined benefit plan is budgeted at $1.02M, which is a decrease of $395K over the prior year. This plan was closed to new entrants in January 2010. The City’s contribution to the Police Officers plan is budgeted at $1.03M and the contribution to the Firefighters plan is budgeted at $1.39M, which is a combined increase of $412K. Insurance Increases In 2010, the Federal Government passed the Patient Protection and Affordable Care Act. The Act, which mandates, among other things, that employers offer specific medical insurance for any employee working more than thirty (30) hours per week, has had a negative impact on the cost of providing such insurance. This year, the insurance premium rate increased 10.5%, which resulted in a total insurance budget of $3.1M citywide, which is an increase of $400K from the previous year. The City contributes 100% of the premium for employee coverage in its Standard Insurance Plan and 75% of the employee coverage for those who elect the Premium Insurance Plan. For employees hired before October 1, 2008, the City contributes 75% of all dependent coverage. Employees hired after this date receive a 50% contribution from the City for all dependent coverage. City of Fort Walton Beach, FL 7 City Manager’s Budget Message Fleet Replacement The City’s Fleet Replacement Program (FRP) is a planning and budgeting tool that identifies the replacement of vehicles with a value greater than $10,000 and a useful life of eight years or more. The replacement criteria provides a mechanism for the systematic evaluation of vehicle utilization and repair/maintenance costs and serves as a guide for efficient and effective replacement. Generally speaking, police patrol vehicles are replaced on an 8-year cycle and the remainder of the fleet on a 10-12 year cycle. Each year as part of the budget process, the fleet is evaluated based on established replacement criteria and a ten-year schedule of replacements is developed depending on a projection of available fiscal resources and the evaluation scoring. Vehicle replacements are funded objectively based on established criteria and funding resources. To maximize the useful life of vehicles and meet service delivery levels, vehicles may be transferred between departments prior to disposal. Prior to replacing a vehicle, an analysis is performed to determine if a less expensive mechanism would meet employee needs at a reduced operating expense to the City or if the vehicle should be removed from the fleet without replacement. According to the economic theory of vehicle replacement, over time vehicle capital costs decline while vehicle operating costs increase. Ideally, vehicles should be replaced around the time that annual operating costs begin to outweigh annual capital costs. Since 2014, the City, working under a future sustainability plan, has funded replacements based on the FRP. Vehicles totaling $565K are scheduled for replacement in FY 2020-21. Detailed information on vehicle replacement can be found in the Fleet Replacement Schedule (reference Table of Contents). OTHER ASSUMPTIONS & CHANGES REVENUES (reference Table of Contents for detail location) 1. Revenues are estimated at conservative levels to guard against unanticipated economic shifts, legislative changes, or collection levels. General government revenues are largely budgeted based on historical collection and growth levels. Ad Valorem and State shared revenues are budgeted based on external estimates received from their respective authorities. Enterprise revenues are based on historical usage and/or number of customers. A new five-year utility rate study, which includes water & sewer, sanitation and stormwater, has been completed. The study determines the required rates to generate sufficient revenue to sustain renewal and replacement reserves and account for debt service requirements and will be updated on an annual basis to account for real-time revenues, expenses, and changes within the enterprise systems. FY 2020-21 will include Year 1 of the new five-year rate study, which was adopted by City Council on August 11, 2020. The Fire Services Assessment was implemented in January 2020 on the City’s utility bill. For FY 2020-21, the Fire Services Assessment will now be included on the property tax bill and collected through the Uniform Collection Methodology. Information about the FY 2020-21 Fire Services Assessment was included on the TRIM Notice mailed out to property owners in August 2020. City of Fort Walton Beach, FL 8 City Manager’s Budget Message The State of Florida’s revenue projections for FY 2020-21 are significantly lower than FY 2019- 20 and are a result of the uncertainty of the COVID-19 Pandemic. 2. Use of Reserves – Appropriations from fund balance (governmental funds) or net assets (enterprise funds) are budgeted as follows: a. General Fund - $1.006M from unassigned Fund Balance. b. Law Enforcement Trust Fund - $9K from fund balance for forfeiture and equipment related expenses. c. CRA Fund - $1.263M from unassigned Fund Balance. d. Sanitation Fund - $378K from unassigned Fund Balance. EXPENSES (reference Table of Contents for detail location) 1. Wages have been adjusted as previously discussed. 2. Benefits have been adjusted as follows: a. Medical insurance – health insurance premiumsincreased by 10.5% based on actual rate changes. b. Employee defined benefit pension – as previously discussed, for a total impact of $3.44M. 3. Computer replacements are budgeted at a total cost of $74K; reference the Table of Contents for deatil location of the FY 2020-21 IT replacement schedule, which details each replacement. 4. The following vehicle and equipment replacements and building improvements are budgeted at a total cost of $1.4M. Reference the Table of Contents for the FY 2020-21 vehicle replacement schedule location. a. General Fund – 3 police patrol cars; 6 trucks/SUVs; library books; 1 ATV for Fire transport, 36 ballistic vests; resurfacing of Mooney Road tennis courts, playground equipment, leveling tee boxes. b. Community Redevelopment Agency Fund – Museum entrance improvements. c. Utilities Fund – Upgrade the well monitoring system. d. Sanitation Fund – 1 frontloader. 5. The following capital improvement projects (CIPs) are budgeted at a total cost of $1.5M. Please reference the Table of Contenents for location of more detailed information for CIPs. a. General Fund – street resurfacing, pedestrian and intersection improvements, Hollywood Boulevard reconfiguration, IT enterprise assessment. b. Community Redevelopment Agency Fund – District branding, Landing improvements. c. Utilities Fund – sewer line rehabilitation, water meter replacements, water line replacement. d. Cemetery Perpetual Care – Add plots to Hope Section, new Cemetery Building design. 6. Certain capital improvement projects, grants, and/or purchases that were authorized, budgeted, and appropriated by City Council in a prior fiscal year but are incomplete as of September 30th are carried forward into the new fiscal year. These special projects and purchase order City of Fort Walton Beach, FL 9 City Manager’s Budget Message encumbrances are identified in the budget resolution at the end of the document. ACKNOWLEDGEMENTS Preparation of this budget would not have been possible without the resiliency and dedication of the Finance Department Staff, including Julio Lacayo, Jr., Finance Director, and Carol Godwin, Budget & Grants Analyst. I would like to express my appreciation to all Department Directors and staff who assisted and contributed to the preparation of this budget. I would also like to thank the Mayor and City Council for their commitment to conducting the financial operations of the City of Fort Walton Beach in a responsible and progressive manner. Sincerely, Michael D. Beedie City Manager City of Fort Walton Beach, FL 10 City Manager’s Budget Message City of Fort Walton Beach, FL 11 Budget Overview The fundamental purpose of the City’s budget is to link what City Council wants to accomplish for the community with the resources necessary to do so. As such, the budget offers more than just financial elements – it presents an overview of the City's overall operations. This document is intended to provide City Council and our citizens with a plan addressing financial, operational, and policy issues. The budget serves as a: Policy Document – The budget presents financial policies, addresses Strategic Plan The City’s Business is SERVICE goals, and identifies the short and long-term We are committed to providing quality service to impact programs, services, and capital our community in ways that are responsive and improvements will have on the City’s caring by working together to serve our residents. operations and finances. We believe that the success of our organization depends upon the teamwork, mutual trust, and honesty Financial Plan – The budget outlines the achieved through our commitment to the following financial structure and operational changes Core Values: required for financial stability, including the  Integrity: we will conduct ourselves in an honest, capital improvements program and debt trustworthy, and ethical manner. management information.  Accountability: we will take full responsibility for our actions, resources, and attitudes. Operations Guide – The budget provides direction to departments by identifying the  Teamwork: we will work together to provide quality services. relationships between organizational units and  Customer Service: we will be professional, use programs, identifying the workforce and all available resources, and strive to meet the needs historical data on operations, identifying the of our customers. impact of capital spending, and establishing  Continual Improvement: we will promote a measurable performance goals and objectives culture that seeks to better our organization. for managers to evaluate the effectiveness of their organization. Communication Device – The budget is presented in a format that is easily understood using charts and graphs, icons, statistical information, and narrative descriptions. The budget is a financial operational plan estimating expenditure for a given period and the proposed means to finance those objectives. The State of Florida requires municipalities to prepare a balanced budget, whereby enough resources must be identified to fund programs and services. The fiscal year for all Florida cities begins October 1st and ends September 30th. The sheer volume and complexity of information can make the budget an imposing document. The reader should always keep in mind that this document answers two core questions: “Where is the City of Fort Walton Beach’s money coming from?” and “How will that money be used?” FUND STRUCTURE An important concept in governmental accounting and budgeting is the division of the budget into categories called funds. Funds are separate fiscal accounting entities. Budgeting and accounting for revenues and expenditures in this manner is called fund accounting. Fund accounting allows a government to budget and account for revenues and expenditures restricted by law or policy. Governments may use any number of individual funds in their financial reporting; however, generally accepted accounting principles (GAAP) require all these individual funds to be aggregated into specified fund types. Any fund constituting 10% or more of the appropriated budget is considered a “major” fund. City of Fort Walton Beach, FL 12 There are basically three groups of funds in governmental accounting:  Governmental Funds – account for activities supported by taxes, grants, and similar resources and include most governmental functions; fund types include general, special revenue, capital projects, debt service, and permanent.  Proprietary Funds – account for activities like those often found in the private sector; fund types include enterprise and internal service funds.  Fiduciary Funds – account for assets not available to support the government’s programs that are held in a trustee or agent capacity; fund types include private-purpose trust, pension and other employee benefit trust, investment trust, and agency funds. General Fund – Accounts for all financial resources not accounted for in other funds (e.g. human resources, finance, police, fire, recreation, code enforcement, streets). Special Revenue Funds – Accounts for the proceeds of specific revenue sources that are legally restricted to expenditures for specific purposes.  Law Enforcement Trust Fund – grants, forfeitures  Law Enforcement Training Fund – traffic fines  Florida Building Code Fund – building permit & inspection fees  Community Development Block Grant – entitlement grant  Community Redevelopment Agency – tax increment financing (i.e. ad valorem taxes)  Beal Memorial Cemetery Perpetual Fund – lot, crypt, and niche sales Debt Service Fund – Accounts for the accumulation of resources for, and the payment of, general long-term debt principal and interest. Capital Projects Fund – Accounts for financial resources to be used for the acquisition or construction of major capital facilities, thereby more accurately accounting for a variety of one- time facility improvements and construction projects. Enterprise Funds – Account for operations that are financed and operated in a manner similar to a private business – where the intent of the governing body is that the cost (expenses, including depreciation) of providing the services to the public on a continuing basis be financed and recovered primarily through user charges. Related capital projects are accounted for in the individual enterprise funds.  Utilities Fund – water, sewer  Sanitation Fund – garbage, recycling, yard waste  Stormwater – stormwater A department may have multiple divisions or be financed by multiple funds. The chart below illustrates the relationship between the City’s fund financial structure (e.g. accounting) and the City’s departments (e.g. operations). City of Fort Walton Beach, FL 13  Accounting Law Law Department/ General Enf. Enf. FBC CDBG CRA Utilities Sanitation Stormwater Division Trust Train City Council √ City Manager √ Information Tech √ General Human Resources √ Gov’t Risk Management √ City Clerk √ $4.4M Finance √ Purchasing √ Fleet √ Facilities √ Public Safety Police √ √ √ √ $12.8M Fire √ Recreation √ Recreation Parks/ROW √ Services Golf Club √ Operations $6.5M Library √ Museum √ Cemetery √ Growth Growth Mgmt √ √ √ Management Planning/Zoning √ Bldg Insp/Permits √ $4.9M Code Enforcement √ Fleet √ Facilities √ Streets √ Public Customer Services √ Works & Utility Services √ Utility Services Water Operations √ Water Distribution √ $19.7M Sewer Operations √ Sewer Collection √ Sanitation √ Stormwater √ DEPARTMENT & DIVISION INFORMATION A Department is a major administrative segment of the City that indicates overall management responsibility for an operation or a group of related operations within a functional area (e.g. Police Department, Recreation & Cultural Services Department). The smallest organizational unit budgeted is a Division. Each division indicates responsibility for one functional area (e.g. Library Division within Recreation & Cultural Services Department). When divisions are combined, a department is formed. In order to provide City Council and citizens with a well-rounded presentation of each department, the following elements are presented in the annual budget: organizational chart, revenues & expenditures, mission, description, goals & objectives, and accomplishments. The performance metrics reflect an operational plan and demonstrate how dollars and cents are translated into tangible returns for the citizens. BUDGET BASIS Annual appropriated budgets are adopted by resolution for all governmental and proprietary funds. The City is not legally required to budget for proprietary or fiduciary funds and those budgets are not included in the City’s audited financial statements. The basis of accounting used for purposes of financial reporting in accordance with generally accepted accounting principles (GAAP) is not City of Fort Walton Beach, FL 14 the same basis used in preparing the budget document. All funds are budgeted on a cash basis. In GAAP financial statements, however, governmental funds use the modified accrual basis of accounting and proprietary funds use the accrual basis of accounting. During the year, the City’s accounting system is maintained on the same basis as the adopted budget, which enables department budgets to be easily monitored through the accounting system. The major difference between the budget and GAAP for governmental funds is that certain expenditures (e.g. compensated absences and depreciation) are not recognized for budgetary purposes but are recorded in the accounting system at year-end. For enterprise funds, the difference between this budget and GAAP is that debt principal payments and capital outlay (i.e. fixed assets) are budgeted as expenditures for budgetary purposes, but depreciation and compensated absences are shown on the financial statements. Staff believes this provides a better day-to-day financial plan. However, all activity is recorded in the accounting system at year-end in accordance with GAAP. BUDGET PROCESS This budget continues the City’s commitment of using planning processes and citizen input as blueprints for providing services and programs for the betterment of the community. Planning Processes Frequency Description Budget Impact Comprehensive Long Range Plan - Provides direction to guide Budget expenditures (e.g. Plan developed in and control development and Capital Improvements Plan) 1990, updated in redevelopment, as required must be concurrent with the 2000 & 2011. per Florida Statute Chapter Comprehensive Plan. 163. Vision Plan Long Range Plan - Defines the broad, idealistic Outlines the general allocation developed in values that citizens cherish of resources to achieve the 1994, updated in and desire for their desired service levels and 2004 & 2011. community and creates quality of life. shared commitments among citizens, City Council, and staff. Strategic Plan Mid-to-Short Translates the Vision Plan Allows for the reallocation of Range Plan – first into current and future resources due to changing held in 2004 and priorities based on priorities or economic updated annually. importance to City Council conditions. and funding availability. Budget Policy Short Range Plan Defines changes to service Provides the framework for Workshop - held annually. levels or program objectives developing the current budget. based on City Council goals and available fiscal resources. Capital Short-to-Mid Provides estimated dates and Provides anticipated 5-year Improvement Range Plan - costs for the acquisition, funding level for facilities and Plan updated annually. construction, replacement, or infrastructure. renovation of facilities and infrastructure. City of Fort Walton Beach, FL 15 Roles & Responsibilities The budget process begins in January with the Finance Director and Budget & Grants Analyst developing five-year financial forecasts for the General and Enterprise Funds, including best, likely, and worst-case scenarios. Revenue assumptions are developed using financial forecasting software to analyze historical trends and account for any anticipated major economic or legislative changes. Revenue projections are continually updated until the budget is adopted to ensure the amounts are based on the most current information available. Expenditure assumptions are similarly developed in the forecast model considering relevant benchmark indices such as the municipal cost index, consumer price index, and producer price index. New programs and projects are also included to determine the future impact of current financial decisions. FISCAL YEAR FINANCIAL FORECAST BEGINS DEVELOPED In March or April, the City Council, acting as the Legislative Oct 1 Jan Body of the City, holds a Strategic Planning Session. The goals BUDGET BUDGET MEETING set during this meeting, are used by staff to formulate the ADOPTION Sep Jun budget policy items that are presented to City Council in June and then utilized to prepare the Budget. Please reference the PUBLIC BUDGET DEPARTMENT MEETINGS Table of Contents for a summary of this Plan. In addition, the WORKSHOPS Aug BUDGET May/Jun COMMITTEE icons used to illustrate the strategic goals are seen throughout REVIEW Jun/Jul the budget to notate when a strategic objective is being met. A Budget Policy Meeting is held with City Council in June to determine Council’s priorities and position issues specific to development of the operational and capital budgets for the upcoming fiscal year. City Council’s decisions provide the framework under which the budget is prepared to meet City Council’s programmatic objectives within available fiscal resources projected in the five-year forecasts. The meeting is open to the public and the public is encouraged to attend and participate. Department Directors are responsible for identifying their staffing needs, operational funding needs within budget development parameters, five (5) year capital requests, as well as corresponding revenue sources to fund their needs. In addition, they must conduct a comprehensive review of departmental goals, objectives, and metrics. The City Charter charges the City Manager with the duty of presenting a balanced budget to City Council. The budget is considered balanced if the total of all available financial resources (either on hand at the beginning of the year or generated during the year) equals or exceeds the total of all financial requirements. In order to accomplish this goal, a Budget Committee is formed comprised of the City Manager, Finance Director, and Budget & Grants Analyst. The Committee conducts comprehensive meetings with Department Directors to review their budget requests and a collaborative effort is undertaken to achieve City Council and department goals within fiscal constraints. The Budget Committee enlists assistance for areas of specialized interests, such as the Information Technology Manager for computer issues and the Human Resources Director for personnel and risk management issues. Department goals, objectives, and metrics are also evaluated during budget development to determine the effectiveness of program activities and appropriate funding levels. After the departmental meetings, the Budget Committee finalizes the proposed budget given revenue projections, economic conditions, funding requirements, and City Council program priorities and issues previously identified in the budget process. Once a balanced budget is achieved, it is presented to City Council for consideration. City of Fort Walton Beach, FL 16 Community Participation In FY 2019-20, City Council conducted the first ever Quality of Life Survey of its citizens to assist with setting priorities and determining those areas in which the City should focus its efforts. This information has been incorporated into the proposed budget. The City’s website and utility bills contain notices regarding the budget process and the budget meetings held by City Council. City Council Budget Review BUDGET SCHEDULE The Mayor and City Council are January 2020 Five-Year Financial Forecasts Developed responsible for reviewing the proposed March 2020 Strategic Planning Session with City Council budget to ensure it meets the goals and April 2020 Department Budget Submissions objectives of the City, conducting Revenues Fee Schedule Personnel Operating Expenses meetings on the budget to enlist public Computers Equipment/Vehicles comment, and conducting public hearings Capital Improvement Projects Current Year Accomplishments prior to the final adoption of the budget. Budget Year Goals & Objectives Performance Measures In June, a budget policy meeting is held with the City Council to review and June 2020 Departmental Budget Reviews discuss the proposed budget. The City June 22, 2020 City Council Budget Policy Meeting Manager reviews major issues and Discussion Budget Issues Department Directors are present for the Set Proposed Millage Rate for TRIM Notice discussions and study of the proposed July 2020 Capital/CIP Ranking Meeting budget. The meeting is open to the public August 4, 2020 City Council Budget Workshop and the public is encouraged to attend and participate. September 9, 2020 City Council Meeting – Adopt Tentative Millage Rate and Budget by Resolution After the budget policy meeting, a budget September 23, 2020 City Council Meeting – Adopt Final Millage workshop is held with City Council in August to discuss the proposed budget to make any final revisions prior to the two public hearings to formally adopt the budget in September. This meeting is also open to the public. During September, two public hearings on the millage (i.e. property tax) rate and budget are held per State Statute before final budget consideration. These meetings are advertised as part of the agenda and Florida Law requires certain newspaper advertisements prior to the second and final budget hearing. At the public hearings, the public may make formal comment either for or against the proposed budget and ask questions of City Council about the budget. Budget adoption occurs in September after City Council deliberations and two public hearings. City Council may take action to modify the proposed budget at its discretion. Prior to budget adoption, City Council must adopt a millage rate to support budgeted funding levels. An adopted budget is published no later than October 1st. Budget Maintenance Budget maintenance is a year-round activity of the Department Directors, Finance Director, and Budget & Grants Analyst. Spending control mechanisms include Finance Department review of purchase requisitions and departmental review of reports presenting budget versus actual revenues and expenditures. These financial reports are prepared and reviewed by staff monthly and provided to City Council quarterly to identify and communicate any spending variances. Performance measures are prepared and reported to Council quarterly to monitor progress against goals and objectives, citizen satisfaction, and benchmarks. City of Fort Walton Beach, FL 17 Annual appropriations lapse at fiscal year-end except for encumbrances and appropriations related to multi-year projects and other items identified by City Council to be carried over to the next fiscal year. These carry-overs are included in the ensuing year’s adopted budget resolution. Budget Transfers Operationally, the City functions at a fund level basis allowing budget transfers within funds for individual line items that exceed the budgeted amount without a formal budget amendment. Budget transfers are used only to transfer appropriations between line items within a fund, not to increase the total budget or to transfer resources between funds. Budget transfers are permitted in accordance with Administrative Policy FIN-13. All budget transfers are performed in the City’s accounting system by the Finance Department. Budget Amendment Per Florida Statute 166.241, the adopted budget may be revised with a budget amendment approved by City Council in the same way the budget was adopted. The resolution adopting the annual budget allows the budget to be amended by resolution provided that a corresponding funding source supports any additional expense. Transfers between funds and increases to a fund’s total budget are permitted by resolution adopted by City Council. Frequently, the budget is amended to record grants awarded to the City or other mid-year activities approved by City Council. The budget amendment increases or decreases the total amount of the adopted budget of each fund. FINANCIAL POLICIES The financial policies presented below set forth the basic framework for the overall financial management of the City, as well as provide guidelines for evaluating current activities and proposals for future programs. Financial Planning Long-Range Planning – Update the Vision Plan every ten years and hold a Budget Policy Meeting annually to ensure current and proposed programs and services reflect the values shared by citizens, City Council, and staff and to evaluate the impact on revenues and/or reserves. Prepare five-year General Fund revenue & expenditure projections and five-year Enterprise Fund pro- formulas in conjunction with current year budget development to highlight the long-term impact of current decisions. These forecasts include the following assumptions, based on current trends and a Strategic Plan that focuses on economic stability:  Rates for the Water & Wastewater, Sanitation and Stormwater Funds are adjusted annually in accordance with the most recent five-year rate study. A new five-year utility rate study to begin in FY 2020-21 was adopted by City Council on August 11, 2020.  Personal Services in all funds have been adjusted by 2.0% for Length of Service and will be implemented on each employee’s anniversary date, except for sworn Fire and Police Department employees, who will follow their adopted grade and step plans.  Operating Expenses are adjusted by 2% - 3% based on historical patterns. City of Fort Walton Beach, FL 18 In each pro-forma, if needed, action has been taken through the use of excess reserves to ensure that there is no deficiency in any Fund. Please reference the Table of Contents for these forecasts. Asset & Infrastructure Inventory – Evaluate (and reprioritize as necessary) the five-year capital needs of the City annually as part of the budget process. Assets, as defined for purposes of this review, include computers, vehicles, and motorized equipment. Infrastructure improvements (e.g. street resurfacing, water/sewer lines, parks) are evaluated during development of the five (5) year capital improvements program. Balanced Budget – Prepare a balanced budget each fiscal year in accordance with Florida statutory requirements for municipalities. The budget is considered balanced if the total of all available financial resources (either on hand at the beginning of the fiscal year or generated during the fiscal year) equals or exceeds the total of all financial requirements (either planned spending during the year or funds required to be on hand at the end of the fiscal year). The requirement for a balanced budget is established at the fund level and must be met for each individual fund budgeted. When anticipated revenues exceed budgeted expenses, a non-operating governmental expenditure line “Fund Balance – Reserved for Future Appropriation” or enterprise expense line “Reserved- Undesignated Net Assets” accounts for the excess. In reverse, when budgeted expenses exceed anticipated revenues, a non-operating governmental revenue line “Appropriation from Unassigned Fund Balance” or enterprise revenue line “Appropriation from Net Assets” funds the overage. Although the budget adopted by City Council is balanced, the budget may become unbalanced during the year due to a natural disaster, civic emergency, grant award, or other City Council action. When these changes occur, a budget amendment must be adopted by resolution of City Council. Financial Monitoring – Prepare monthly financial reports for the City Manager and Finance Director detailing revenues and expenditures by fund, department, and division. Identify and explain any significant variances between budget and actual. Report financial information to City Council on a quarterly basis. Revenues Taxes – Maintain the millage and other tax rates at levels commensurate with the service levels being provided. Services which have a citywide benefit shall be financed with revenues generated from a broad base, such as property and other taxes. Evaluate annually as part of the budget process. User Fees – Maintain fees and rates at appropriate levels to fund their corresponding purpose, especially in the Enterprise funds. Services where the customer determines the use shall be financed with user fees, charges, and assessments related to the level of service provided. User fees shall be maximized in lieu of general revenue sources for services that can be individually identified and where costs are directly related to the level of service. The extent to which the total cost of providing the service is recovered depends on the nature of the service. For governmental services provided for the public good (e.g. police and fire protection, street maintenance, and land use regulation), it may be appropriate for a substantial portion of the cost to be borne by the taxpayers. For proprietary services provided for the enjoyment of specific residents (e.g. recreation programs, cemetery operations), total cost recovery may be warranted. Evaluate annually as part of the budget process. City of Fort Walton Beach, FL 19 Non-Recurring Revenues – Fund recurring expenditures with recurring revenues. One-time revenues will be reserved for future emergencies or projects identified by City Council to the greatest extent possible. Unpredictable Revenues – Budget unpredictable revenues at conservative levels (e.g. building permits) to safeguard against a shortfall. Expenditures Operating Expenses – Pay all current year operating expenses with current year revenues and/or available fund balance. Contingencies – Appropriate contingency funds in the General Fund and Enterprise Funds to guard against unanticipated price increases (e.g. fuel, utilities), emergency repairs, or revenue shortfalls. The State of Florida allows up to a maximum of 10% of anticipated revenues to be allocated toward contingencies. City practice is to budget 1% of personnel and operating expenses as contingency funds to be used as a last resort. Budget residuals (excess budget funds transferred out of an account by the Finance Department once the budgeted expense has been incurred) will be exhausted before contingency funds are used. The City currently meets this policy for the applicable funds. Special Project Carryovers – Carry forward into the new year through the budget resolution with the corresponding revenue source of the prior year. These are projects and/or purchases that are incomplete as of September 30th of any fiscal year that will be continued and made part of the appropriations for the ensuing year. These are budget funds for large items (usually capital purchases, projects, or studies) that were authorized and appropriated by City Council in a prior fiscal year but were not spent due to time constraints. Encumbrance Carryovers – Carry forward into the new year through the budget resolution with the corresponding revenue source of the prior year. In general, purchase orders close out at the end of the fiscal year unless they are identified for carryover as part of the budget process of the ensuing year. These encumbrances were authorized, budgeted, and appropriated by City Council in a prior fiscal year but were not fully receipted in due to the ongoing nature of the expense. Fund Balance (governmental funds) Fund balance refers to the difference between current financial assets and liabilities reported in a governmental fund. Since all related assets and liabilities are not reported for governmental funds, fund balance is considered more of a liquidity measure than a net worth measures. Credit rating agencies monitor fund balance levels and strongly consider unrestricted fund balance when determining a local government’s creditworthiness. Fund balance is also important to guard against unanticipated events that would adversely affect the financial condition of the City and jeopardize the continuation of necessary public services. There are five types of fund balance: Restricted 1. Non-spendable (inherently non-spendable) – resources that cannot be spent because of form (e.g. inventory, long-term loans receivable) or because they must be maintained intact (e.g. endowment principal). City of Fort Walton Beach, FL 20 2. Restricted (externally enforceable limitations) – resources with limitations imposed by creditors, grantors, laws, regulations, or enabling legislation.  Half-Cent Surtax – Okaloosa County voters imposed an additional half-cent surtax to be used for capital projects and non-recurring expenditures. This equates to approximately $1.6M each year for ten (10) years.  Sale of Surplus Properties – In August 2020, City Council authorized the sale of surplus properties totaling approximately $1.1M prior to expenses. Upon the transfer of these properties, City Council will determine how these proceeds are spent. Unrestricted 3. Committed (self-imposed limitations) – resources whose use is constrained by limitations that the governing body has imposed and remains binding until removed in the same manner as imposed.  Disaster/Emergency Reserve – City Council established a committed fund balance of 30% of annual budgeted expenditures per Resolution 2011-13 adopted August 16, 2011. This equates to $8M in the current year budget. 4. Assigned (limitation resulting from intended use) – resources whose use is constrained by a body or official designated by the governing body.  Subsequent Year’s Budget – City Council authorizes City management to set forth in the annual budget (and any amendments thereto) fund balance for specific purposes per Resolution 2011-13 adopted August 16, 2011. 5. Unassigned (residual net assets not otherwise classified) – total fund balance in excess of the non-spendable, restricted, committed, and assigned fund balances (e.g. surplus). There is currently $2.4M available in this fund balance. $20 General Fund Reserves $18 $16 $14 $12 Millions $10 $8 $6 $4 $2 $0 Actual 2014‐15 Actual 2015‐16 Actual 2016‐17 Actual 2017‐18 Actual 2018‐19 Nonspendable Restricted Committed Assigned Unassigned City of Fort Walton Beach, FL 21  Changes in Fund Balance Changes in reserves are anticipated, as displayed below, primarily due to the use of previously appropriated reserves specific to facility and vehicle repairs and replacements, as well as the use of designated Florida Building Code fund reserves, budgeted to assist with the purchase of a new vehicle. This representation of fund balance includes total fund balance. Changes in Fund Balance - Gove rnme ntal Funds Ac tua l B udge t Varianc e FY 20 to FY 21 F Y 2019 FY 2020 FY 2021 $ % Ge ne ra l F und $ 18,419,589 $ 17,300,950 $ 16,294,266 -$ 1,006,684 -5.8% La w Enf. Trus t F und $ 115,980 $ 120,980 $ 130,844 $ 9,864 8.2% La w Enf. Tra ining F und $ 9,089 $ 9,089 $ 9,589 $ 500 5.5% F B C F und $ 548,823 $ 548,823 $ 548,823 $0 0.0% C DB G F und -$ 22,299 $0 $0 $0 0.0% C R A F und $ 1,691,456 $ 1,691,456 $ 428,306 -$ 1,263,150 -74.7% De bt S e rvic e F und -$ 9,027 $0 $0 $0 0.0% B e a l M e m o ria l F und $ 3,120,593 $ 3,101,371 $ 3,082,149 -$ 19,222 -0.6% * Amo unts d ep icted in chart includ e to tal fund b alance Working Capital (proprietary funds) Working capital refers to the difference between current assets and current liabilities reported in a proprietary fund. This measure indicates relative liquidity. Credit rating agencies consider the availability of working capital in their evaluations of a local government’s creditworthiness. Working capital is also important in mitigating unanticipated events and ensuring stable services and fees. The City’s target level of working capital is 90 days of annual operating expenses, and currently exceeds this level for all funds. It is not feasible to project this measure into the future. Working Capital Analysis - in Days Actual FY 2017 FY 2018 FY 2019 Utilities Fund 422 422 466 Sanitation Fund 246 241 279 Stormwater Fund 643 671 917 City of Fort Walton Beach, FL 22 Net Assets (proprietary funds) Net assets refers to the difference between assets and liabilities reported in a proprietary fund, and may be considered a measure of net worth. There are two types of net assets: 1. Restricted – funds committed for identified purposes or legally required to be segregated; not available to liquidate liabilities of the current period (e.g. debt service, impact fees). 2. Unrestricted – funds not required to be on hand and that have not been identified for a particular purpose; available for capital projects or to balance the budget; the measure of financial health for an enterprise fund.  City Council established that unrestricted net assets will be maintained at 33% of operating, debt service, and transfers out per Resolution 2011-13 adopted August 16, 2011. The City currently meets this policy for all funds. Net Assets Analysis Actual Estimate FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Utilities Fund 89.0% 94.8% 95.9% 96.5% 86.3% Sanitation Fund 56.0% 49.5% 57.1% 56.6% 59.5% Stormwater Fund 141.5% 140.4% 184.5% 152.4% 139.6% Investments Investment Philosophy – Funds shall be invested in a manner that will ensure the safety of principal while meeting daily cash flow needs. Optimization of investment income shall be secondary to the requirements of safety and liquidity. Investment Policy – Ordinance 1921, adopted by City Council in June 2015, governs the investment of funds in excess of those required to meet current expenses, with the exception of pension funds, funds related to the issuance of debt where there are other existing policies or indentures in effect for such funds, and Beal Memorial Cemetery Perpetual Care funds. In a nutshell:  The primary investment objectives, in order of importance, are: safety of principal, liquidity, and investment income.  Cash balances from all funds are consolidated to maximize investment earnings. Investment income is allocated to each fund based on the fund’s respective participation and in accordance with generally accepted accounting principles.  The investment portfolio shall be structured, to the extent possible, to match investment maturities with known cash needs and anticipated cash flow requirements.  Investments will be diversified, to the extent practicable, to control the risk of loss resulting from over-concentration of assets in a specific maturity, issuer, instrument, dealer, or institution. City of Fort Walton Beach, FL 23  Each portfolio’s performance will be reviewed on a quarterly basis, with emphasis placed on results achieved over a rolling time period of three to five years for long-term portfolios. Objectives will be reviewed annually and adjusted as necessary after consultation with the Finance Director, Investment Advisor(s), and Portfolio Manager(s). The City currently maintains two short-to-medium term portfolios, one long term portfolio, and one short term portfolio externally managed through our Investment Manager (PFM Asset Management). Since the City has transitioned from internally managed portfolios, benefits of the enhanced diversification and third-party management have been realized, including increased cash flow and interest earnings. Debt Issuance Debt Limit – The State of Florida does not place a legal limit of debt on municipalities. However, general obligation debts greater than one year require voter referendum approval. Special revenue debt is pledged by a specific revenue source and limited by available revenue; therefore, it is not subject to voter referendum. Any new debt will be carefully evaluated as to its impact on operations. Debt Philosophy – The use of debt financing for long-term capital improvement programs is based upon two types of debt financing: 1) “pay-as-you-go” and 2) “pay-as-you-use”. In practice, the City uses a mix of these two basic methods to finance its Capital Improvements Program, with pay-as-you-go financing used for recurrent capital expenditures and pay-as-you-use financing used for long-term, non-recurrent capital expenditures.  Pay-As-You-Go – A type of financing whereby current revenues, taxes, and/or grants rather than long term debt are used to pay for capital improvements. Example: annual street paving.  Pay-As-You-Use – A type of financing whereby long-term debt is used to pay for capital improvements. Example: debt financing for a new municipal facility. Debt Policy Statement – The following policy statements govern the City’s use of debt to finance long-term, non-recurring capital improvements:  Recurrent capital expenditures for replacement, expansion and/or acquisition of plant, equipment, and/or motor vehicles will be financed on a pay-as-you-go basis from funds available and appropriated in the City’s annual operating budget.  Only long-term, non-recurrent capital expenditures for public improvements having a relatively greater cost and longer useful life, and which require additional funding over and beyond the fiscal capacity of the City’s annual operating budget, will be financed through the issuance or creation of long-term debt. These expenditures will not be debt-financed for periods exceeding the projected useful life of the improvement.  All capital improvements financed through the use of long-term debt will be consistent with the adopted Capital Improvements Program and the current fiscal year’s adopted Budget.  Revenue sources that will be used to pay long-term debt will be conservatively projected to ensure that such debt is adequately and soundly financed.  The City’s total general obligation debt will not exceed 10% of its assessed valuation. The City does not currently have any general obligation debt. City of Fort Walton Beach, FL 24  The City will use special assessment revenue bonds or other self-supporting bonds where possible and appropriate to finance long-term, non-recurrent capital improvements, rather than general obligation bonds.  The City will establish and maintain effective communications with bond rating agencies to keep them informed of its financial condition. Debt Capacity – The debt capacity of both the General Fund and Utilities Fund is contingent upon available resources and existing debt. The current outstanding debt requires a coverage ratio of 1.15-time earnings. The General Fund is at 12.90 and the Utilities Fund is at 2.06. The Sanitation and Stormwater funds are participating in the facilities consolidation, which is the first debt incurred in these funds. Debt Ratio – Indicates the percentage of assets financed via debt, and therefore the financial flexibility of the fund. Debt Ratio Analysis Actual Budget FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 General Fund 39.8% 78.1% 101.5% 51.8% 48.2% Utilities Fund 51.8% 50.1% 47.2% 67.8% 62.0% Sanitation Fund 0.0% 0.0% 0.0% 30.7% 29.8% Stormwater Fund 0.0% 0.0% 0.0% 42.6% 41.3% Debt Rating – The City maintains an AA rating with both Standard and Poor’s and Fitch. Principal Interest Total FY 2020-21 Budget Debt Impact 2,390,323 1,049,239 3,439,562 City of Fort Walton Beach, FL 25  Debt Principal and Interest Payments by Fund General Fund Enterprise Funds Total Fiscal Yr Principal Interest Principal Interest Principal Interest 2020-21 799,647.01 276,932.35 1,590,675.75 772,306.60 2,390,322.76 1,049,238.95 2021-22 751,985.71 260,589.01 1,605,318.58 758,348.57 2,357,304.29 1,018,937.58 2022-23 771,637.06 244,687.56 1,619,721.80 744,221.36 2,391,358.86 988,908.92 2023-24 786,007.84 228,320.40 1,633,871.21 729,939.15 2,419,879.05 958,259.55 2024-25 744,553.37 222,608.83 1,647,751.89 804,516.87 2,392,305.26 1,027,125.70 2025-26 762,070.53 207,091.05 1,658,939.65 793,378.71 2,421,010.18 1,000,469.76 2026-27 779,252.41 191,159.45 1,669,696.39 782,233.56 2,448,948.80 973,393.01 2027-28 3,319,265.64 174,821.86 1,681,000.20 771,103.36 5,000,265.84 945,925.22 2028-29 322,923.70 90,212.88 1,692,828.14 759,981.82 2,015,751.84 850,194.70 2029-30 325,877.95 97,259.23 1,703,156.37 837,863.60 2,029,034.32 935,122.83 2030-31 327,687.30 93,699.94 1,711,551.28 830,211.47 2,039,238.58 923,911.41 2031-32 25,351.99 90,148.01 1,718,265.07 822,714.88 1,743,617.06 912,862.89 2032-33 21,899.32 93,600.68 1,726,265.64 815,435.11 1,748,164.96 909,035.79 2033-34 18,314.42 97,185.58 1,069,519.62 808,347.15 1,087,834.04 905,532.73 2034-35 14,592.21 100,907.79 585,308.93 820,874.59 599,901.14 921,782.38 2035-36 10,727.44 104,772.56 86,794.74 847,705.26 2036-37 6,714.65 108,785.35 54,327.63 880,172.37 2037-38 2,548.17 66,531.90 20,617.03 538,303.58 9,791,056.73 2,749,314.42 23,475,609.91 14,117,658.02 33,084,936.98 14,320,701.42 DEBT SCHEDULES Facility & Infrastructure Debt Service by Fiscal Year Fund 001, 401, 403 Fund 401 Fund 401 Fund 001 Fund 001 & 405 2015 2013 2013 2013A GRAND TOTAL SRF Loan Revenue Note Revenue Note Revenue Note Revenue Note Pum p Station & Utility System Municipal Recreation Fiscal Yr Force Main Im provements Municipal Facilities Facilities Complex & 2020-21 943,366.76 663,115.60 849,999.99 306,422.20 557,525.30 3,320,429.85 2021-22 943,366.76 663,800.40 849,999.99 305,887.02 557,524.70 3,320,578.87 2022-23 943,366.76 664,076.40 850,000.00 309,637.04 557,524.58 3,324,604.78 2023-24 943,366.76 663,943.60 850,000.00 307,637.08 557,525.26 3,322,472.70 2024-25 943,366.76 663,402.00 950,000.00 305,137.44 557,524.76 3,419,430.96 2025-26 943,366.76 663,451.60 950,000.00 307,136.60 557,524.98 3,421,479.94 2026-27 943,366.76 663,063.20 949,999.99 308,387.28 557,524.58 3,422,341.81 2027-28 943,366.76 663,236.80 950,000.00 308,887.50 3,080,700.00 5,946,191.06 2028-29 943,366.76 663,943.20 950,000.00 308,636.58 2,865,946.54 2029-30 943,366.76 663,153.20 1,050,000.01 307,637.18 2,964,157.15 2030-31 943,366.76 663,896.00 1,049,999.99 305,887.24 2,963,149.99 2031-32 943,366.76 663,113.20 1,049,999.99 2,656,479.95 2032-33 943,366.76 663,834.00 1,049,999.99 2,657,200.75 2033-34 943,366.76 1,050,000.01 1,993,366.77 2034-35 471,683.52 1,050,000.00 1,521,683.52 2035-36 1,050,000.00 1,050,000.00 2036-37 1,050,000.00 1,050,000.00 2037-38 628,000.68 628,000.68 Total $ 14,622,184.92 $ 9,290,109.60 $ 18,028,000.64 $ 3,687,760.26 $ 7,540,899.02 $ 53,168,954.44 City of Fort Walton Beach, FL 26  Equipment Debt Service by Fiscal Year Citywide Fund 001 Fund 001 Fund 001 2013 Capital 2014 2011A 2015 Capital Fiscal Year GRAND TOTAL Lease Interfund Loan Revenue Note Lease Phone System Fire Pumper Fire Ladder Truck Fitness Equipment 2019-20 - 55,663.00 84,625.15 6,777.00 147,065.15 2020-21 - 55,663.00 63,468.86 - 119,131.86 2021-22 - 55,663.00 - - 55,663.00 2022-23 - 55,663.00 - - 55,663.00 2023-24 - 55,665.90 - - 55,665.90 Total $ - $ 278,317.90 $ 148,094.01 $ 6,777.00 $ 433,188.91 City of Fort Walton Beach, FL 27  CITY OF FORT WALTON BEACH, FL Summary of Estimated Financial Sources & Uses - All Funds Major Funds 1 GENERAL FUND UTILITIES FUND SANITATION FUND 2018-19 2019-20 2020-21 2018-19 2019-20 2020-21 2018-19 2019-20 2020-21 Actual Budget Budget Actual Budget Budget Actual Budget Budget Financial Sources Ad Valorem Taxes 6,380,248 6,293,119 6,411,016 - - - - - - Other Taxes 5,581,321 6,885,912 6,877,607 - - - - - - Licenses and Permits 2,114,019 4,535,934 3,202,781 - - - - 10,037 12,000 Intergovernmental Revenue 4,586,960 3,235,874 3,352,257 - - - - - - Charges for Services 2,868,887 2,701,972 2,943,811 11,370,718 11,176,267 11,528,532 3,871,204 4,288,858 4,034,133 Fines and Forfeitures 84,181 104,695 81,148 - - - - - - Interest & Other Revenues 1,412,500 855,737 1,864,379 320,286 88,551 90,551 144,054 17,277 213,425 Other Financing Sources 58,251 60,816 60,228 - - - - - - 23,086,367 24,674,060 24,793,227 11,691,004 11,264,818 11,619,083 4,015,258 4,316,172 4,259,558 Appropriation from Reserves - 1,118,639 1,006,684 - - - - - 378,127 $ 23,086,367 $ 25,792,699 $ 25,799,911 $ 11,691,004 $ 11,264,818 $ 11,619,083 $ 4,015,258 $ 4,316,172 $ 4,637,685 Interfund Transfers In 1,091,579 937,509 1,003,054 - - - - Total Financial Sources $ 24,177,947 $ 26,730,208 $ 26,802,966 $ 11,691,004 $ 11,264,818 $ 11,619,083 $ 4,015,258 $ 4,316,172 $ 4,637,685 Financial Uses General Government 3,377,241 4,077,060 3,402,974 - - - - - - Public Safety 9,838,964 11,707,386 12,415,088 - - - - - - Physical Environment 424,278 420,846 414,776 9,476,248 7,811,998 8,294,506 3,720,984 3,704,807 3,997,304 Transportation 824,349 801,279 838,756 - - - - - - Economic Environment - - - - - - - - - Culture & Recreation 4,685,690 5,185,935 5,347,396 - - - - - - Capital Outlay/Improvements 9,385,760 3,094,649 2,971,030 851,085 521,329 364,900 140,225 260,000 275,000 Debt Service 6,236 1,104,546 1,076,578 479,092 2,142,954 2,141,983 - 85,001 85,000 Reclass of Capital for Depreciation - - - - - - - - - 28,542,518 26,391,701 26,466,598 10,806,425 10,476,281 10,801,389 3,861,209 4,049,808 4,357,304 Contingencies - 297,524 301,550 - 112,648 115,099 - 38,745 39,920 Reserves - - - - - - - - - $ 28,542,518 $ 26,689,225 $ 26,768,148 $ 10,806,425 $ 10,588,929 $ 10,916,488 $ 3,861,209 $ 4,088,553 $ 4,397,224 Interfund Transfers Out (1,262,327) 40,983 34,817 815,586 675,889 702,595 173,840 227,619 240,459 Total Financial Uses $ 27,280,189 $ 26,730,208 $ 26,802,966 $ 11,622,011 $ 11,264,818 $ 11,619,083 $ 4,035,049 $ 4,316,172 $ 4,637,685 Net Increase/(Decrease) in 7,243,101 (1,118,639) (1,006,684) 1,287,593 - - (100,152) - - Fund Balance / Net Assets4 Fund Bal / Net Assets4 - Oct 1 11,176,488 18,419,589 17,300,950 19,232,100 20,519,693 20,519,693 3,216,593 2,058,647 2,058,647 4 Fund Bal / Net Assets - Sep 30 $ 18,419,589 $ 17,300,950 $ 16,294,266 $ 20,519,693 $ 20,519,693 $ 20,519,693 $ 3,116,441 $ 2,058,647 $ 2,058,647 Notes 1 Major funds each comprise at least 10% of the total appropriated budget 2 Other Governmental Funds - Law Enforcement Trust, Law Enforcement Training, Florida Building Code, CRA, CDBG, Debt Service, Beal Memorial 3 Other Enterprise Funds - Stormwater 4 Fund Balance / Net Assets amounts used are unrestricted, except CRA Fund which is committed to capital projects 28  Non-Major Funds OTHER GOVERNMENTAL 2 OTHER ENTERPRISE 3 Total All Funds 2018-19 2019-20 2020-21 2018-19 2019-20 2020-21 2018-19 2019-20 2020-21 % of Actual Budget Budget Actual Budget Budget Actual Budget Budget Budget 1,139,801 1,352,976 1,350,992 - - - 7,520,049 7,646,095 7,762,008 15.7% - - - - - - 5,581,321 6,885,913 6,877,608 13.9% 545,181 355,325 472,211 - - - 2,659,200 4,901,296 3,686,992 7.4% 929,264 982,490 1,205,924 - - - 5,516,224 4,218,364 4,558,181 9.2% - - - 1,027,310 988,713 1,023,980 19,138,119 19,155,810 19,530,456 39.4% 10,397 4,000 400 - - - 94,578 108,695 81,548 0.2% 299,574 63,598 30,909 30,213 24,894 17,000 2,206,627 1,050,057 2,216,264 4.5% - - - 44,560 - - 102,811 60,816 60,228 0.1% 2,924,217 2,758,389 3,060,436 1,102,083 1,013,608 1,040,981 42,818,930 44,027,046 44,773,285 - 5,000 1,296,953 - - - - 1,123,639 2,681,764 5.4% $ 2,924,217 $ 2,763,389 $ 4,357,389 $ 1,102,083 $ 1,013,608 $ 1,040,981 $ 42,818,930 $ 45,150,685 $ 47,455,049 1,262,327 1,143,465 1,117,562 - - - 2,353,906 2,080,974 2,120,616 4.3% $ 4,186,544 $ 3,906,854 $ 5,474,951 $ 1,102,083 $ 1,013,608 $ 1,040,981 $ 45,172,836 $ 47,231,660 $ 49,575,666 - - - - - - 3,377,241 4,077,060 3,402,974 6.9% 318,781 361,966 482,374 - - - 10,157,745 12,069,352 12,897,462 26.0% 15,168 12,200 12,200 762,181 681,005 809,035 14,398,859 12,630,857 13,527,822 27.3% - - - - - 824,349 801,279 838,756 1.7% 1,282,063 1,142,525 1,294,617 - - - 1,282,063 1,142,525 1,294,617 2.6% - - - - - - 4,685,690 5,185,935 5,347,396 10.8% 1,112,268 272,000 1,629,561 66,953 125,650 25,900 11,556,291 4,273,628 5,266,391 10.6% 1,239,310 1,104,543 1,076,579 - 136,001 136,000 1,724,638 4,573,045 4,516,140 9.1% - - - - - - - - - 0.0% 3,967,590 2,893,235 4,495,331 829,134 942,656 970,935 48,006,876 44,753,681 47,091,557 - - - - 10,136 9,817 - 459,053 466,386 0.9% - 1,013,620 979,620 - - - - 1,013,620 979,620 2.0% $ 3,967,590 $ 3,906,855 $ 5,474,951 $ 829,134 $ 952,793 $ 980,753 $ 48,006,876 $ 46,226,354 $ 48,537,563 - - - - 60,816 60,228 (272,901) 1,005,308 1,038,100 2.1% $ 3,967,590 $ 3,906,854 $ 5,474,951 $ 829,134 $ 1,013,608 $ 1,040,981 $ 47,733,975 $ 47,231,660 $ 49,575,666 218,954 1,008,620 (317,333) 213,459 - - (2,561,139) (110,019) (1,702,144) 5,235,661 4,354,306 5,362,926 4,330,532 4,543,991 4,543,991 43,191,374 49,896,226 49,786,207 $ 5,454,615 $ 5,362,926 $ 5,045,593 $ 4,543,991 $ 4,543,991 $ 4,543,991 $ 40,630,235 $ 49,786,207 $ 48,084,063 29  Executive Budget Summary Where the Money Comes From … … And Where the Money Goes Budgeted Revenues: $49,575,666 Budgeted Expenditures: $49,575,666 Ad Valorem Taxes , Debt Service , Other Taxes , Capital Outlay/ $4,516,140 , 9.1% Contingencies , $7,836,827 , 15.8% Reserves , $6,877,608 , 13.9% Improvement , $466,386 , 0.9% $2,685,871 , 5.4% $5,206,391 , 10.5% Reserves , $960,398 , 1.9% Interfund Transfers , Licenses & Permits , Culture & $2,120,616 , 4.3% $3,686,992 , 7.4% Recreation , Interfund Transfers $5,347,396 , 10.8% , $1,038,100 , 2.1% General Economic Interest & Other State Revenue Government , Environment , Revenues , $2,276,492 Sharing & Other $3,402,974 , 6.9% $1,294,617 , 2.6% , 4.6% Intergov't , $4,479,255 , 9.0% Transportation , Fines and $838,756 , 1.7% Forfeitures , $81,548 , 0.2% Recreation, Golf, Public Safety , Cemetery, Other Fees Physical $12,897,462 , 26.0% Stormwater Fees , , $2,943,811 , 5.9% Environment , $1,023,980 , 2.1% Water & Sewer Fees $13,607,045 , 27.4% Garbage Fees , , $11,528,533 , $4,034,133 , 8.1% 23.3% User Fees are the largest revenue source for the City Physical Environment includes water, sewer, at 39.4% and generate $19.5M. Unlike taxes, these garbage, stormwater, and cemetery operations, charges are directly related to the service received comprising the largest expense to the City at and are collected for recreation & golf activities, $13.6M, or 27.4%. water & sewer services, garbage collection, and Public Safety includes police, fire, code stormwater. enforcement, and building inspection and totals Ad Valorem (Property) Taxes are the City’s second $12.8M, or 26%, of expenses. largest revenue source at $7.83M, or 15.8%, of Recreation & Cultural Services totals $5.3M, or revenues. Property taxes fund essential services such 10.8%, of expenses and includes parks & recreation as police, fire, planning, & code enforcement. programs and facilities, senior activities, library, Other Taxes total $6.8M and are the third largest museums, and golf courses. revenue source at 13.9%. This category includes local option gas tax, ½ cent sales tax, utility taxes, communication services tax, business tax receipts, insurance premium tax for police and fire pensions, and other state shared revenues. BUDGET SUMMARY FY 2020-21 FY 2019-20 $ Variance % Variance General Fund 26,802,966 26,730,208 72,758 0.27% Law Enf. Trust Fund 12,173 7,309 4,864 66.55% Law Enf. Training 500 4,097 (3,597) (87.8)% FBC Fund 474,211 357,560 116,651 32.62% CDBG Fund 234,807 151,789 83,018 54.69% CRA Fund 3,585,259 2,216,134 1,369,125 61.78% Debt Service Fund 1,076,579 1,104,543 (27,964) (2.53)% Utilities Fund 11,619,083 11,264,818 354,265 3.14% Sanitation Fund 4,637,685 4,316,172 321,513 7.45% Stormwater Fund 1,040,981 1,013,608 27,373 2.70% Beal Memorial Fund 91,422 65,422 26,000 39.74% GRAND TOTAL $49,575,666 $47,231,660 $2,344,006 4.96% City of Fort Walton Beach, FL 30 Executive Budget Summary Operating Budget Capital Budget $44,369,274 $5,206,392 $16 $3,000 $14 $2,500 $12 $2,000 $10 Millions Thousands $8 $1,500 $6 $1,000 $4 $500 $2 $0 $0 Highlights for the upcoming year include: General Government is comprised of the City IT Replacements – 46 computers, 15 laptops, 2 Council, City Manager, IT, Human servers, 6 tablets. Resources, City Clerk, Finance, Purchasing, Development Services, Fleet, and Vehicle Replacements – 3 police patrol vehicles, 6 Facilities. These groups shape overall City policy trucks, 1 frontloader and/or provide guidance and assistance to other Facility Repairs – Recreation: resurface gym floor, departments and the public. Auditorium motorized curtain replacement, City Public Safety includes Police, Fire, Code Hall Structural Beam Reinforcement, Parking Lot Enforcement, and Building Permitting & Striping, City Hall Annex carpet replacement. Inspections. These groups monitor the Street Resurfacing/Restriping – Resurfacing: safety and welfare of City Robinwood Drive NW from Hollywood Blvd SW to property owners. Holmes Blvd NW. Hudson Drive NW from Fliva Physical Environment includes the production and Ave NW to Sotir Street NW. Temple Ave SW from distribution of drinking water, collection and Hollywood Blvd SW to Coral Drive SW. treatment of wastewater, collection of Sewer Grouting & Lining – Locations based upon residential and commercial garbage, video reports, maintenance, and flow monitoring recycling, management of stormwater and environmental issues, and cemetery operations. Storm Drainage Improvement – Identified in the five-year schedule listed in the Stormwater Master Transportation includes right-of-way, engineering, Plan and streets. Economic Environment includes the CDBG program for low-moderate income families and the CRA program to revitalize blighted areas. Recreation activities include neighborhood and facility parks, a tennis center, a library, a museum complex, a recreation complex, and two 18-hole golf courses. City of Fort Walton Beach, FL 31 Executive Budget Summary Did You Know? . . . The City of Fort Walton Beach comprises 35.5% of a citizen’s tax bill. One mill equals $1 per $1,000 of taxable property value. Over 12% of properties within the City have exemptions that enable them to pay no property taxes (i.e. homestead exemptions). Other Financing Sources Other Taxes Intergov't Revenue Fines & Forfeitures $2,180,844 $6,877,608 $4,445,535 $81,548 Ad Valorem Taxes Licenses & Permits Charges for Services Interest & Other Fund Balance / Net Assets $8,325,623 $3,686,992 $19,530,457 $2,216,264 $2,230,795 67% of residents & 58% of businesses will pay $50.00 or less per month in City property taxes That’s far less than two common monthly bills…. Basic Cable TV & Internet Cell Phone $109.99 $129.98 City of Fort Walton Beach, FL 32 Executive Budget Summary Revenues by Category Budget 2020-21 Budget 2019-20 Actual 2018-19 Actual 2017-18 Actual 2016-17 $0 $5 $10 $15 $20 $25 Millions Fund Balance / Net Assets / Transfers Other Financing Sources Interest & Other Fines & Forfeitures Charges for Services Intergov't Revenue Licenses & Permits Other Taxes Ad Valorem Taxes Expenses by Category Budget 2020-21 Budget 2019-20 Actual 2018-19 Actual 2017-18 Actual 2016-17 $0 $2 $4 $6 $8 $10 $12 $14 $16 Millions Other Financing Uses Debt Service Capital (net of Reclass) Culture & Recreation Economic Environment Transportation Physical Environment Public Safety General Government City of Fort Walton Beach, FL 33 Executive Budget Summary C ost of . . . C ost of . . . Cost to . . . O ne Police O ffice r, 24 Hrs/Day O ne Fire fighte r/EMT, 24 Hrs/Day Maintain 10 Acre s of Park Starting Salary 41,852 Starting Salary 38,107 Salaries 26,813 Incentive Pay - Incentive Pay 200 Health Insurance 17,950 Overtime 888 Overtime 2,513 Pension 1,341 Holiday Worked 1,627 Holiday Worked 1,424 Federal T axes 2,051 Health Insurance 17,950 Health Insurance 17,950 Workers Comp 1,990 Pension 16,144 Pension 20,613 Personnel $ 50,144 Federal T axes 3,202 Federal T axes 2,930 Workers Comp 1,473 Workers Comp 1,781 Utilities & Fuel 4,913 Personnel $ 83,137 Personnel $ 85,518 Vehicle/Equip Rep 799 Grounds Mainten 3,840 Equipment & Supplies 2,133 Physicals,Immunizations 350 Other 1,146 Vehicle Fuel & Repair 6,018 Uniform Replacement 335 Operating $ 10,698 Insurance 827 T raining/Other 1,000 Operating $ 8,978 Operating $ 1,685 Annual Recurring 60,842 Annual Recurring 92,115 Annual Recurring 87,203 ½ T on T ruck 24,000 52" Mower 19,500 Immunizations 250 Uniform 2,949 Field Rake 9,800 Radio,Uniform,Vest,G 2,437 Non-Recurring $ 2,949 T railer 2,500 Vehicle & Equipment 44,000 Backpack Blower 450 Non-Recurring $ 46,687 T otal Cost to Hire & 16" Chainsaw 300 Equip One Firefighter $ 90,152 Non-Recurring $ 56,550 T otal Cost to Hire & Equip One Officer $ 138,802 3 Firefighters Required (min. manning ) T otal Cost $ 117,392 for 24 Hour Coverage x3 2 Officers Required T he City has 206 acres of park for 24 Hour Coverage x2 T otal Cost $ 270,457 T otal Cost $ 277,603 T he City has 44 firefighters T he City has 50 sworn police officers City of Fort Walton Beach, FL 34  CITY OF FORT WALTON BEACH, FL Revenue Trends - All Funds Revenues by Fund $50 $45 $40 $35 $30 Millions $25 $20 $15 $10 $5 $0 Actual Actual Actual Budget Budget 2016-17 2017-18 2018-19 2019-20 2020-21 General Fund FL Bldg Code Fund CRA Fund Debt Service Fund Utilities Fund Sanitation Fund Stormwater Fund Actual Actual Actual Budget Budget $ % 2016-17 2017-18 2018-19 2019-20 2020-21 Variance Variance General Fund 20,727,459 22,096,795 23,086,367 26,730,208 26,802,966 72,758 0.27% Law Enf. Trust Fund** 25,155 7,720 14,447 7,309 12,173 4,864 66.55% Law Enf. Training Fund** 4,918 4,648 5,058 4,097 500 (3,597) -87.80% FL Bldg Code Fund 411,818 405,790 532,220 357,560 474,211 116,651 32.62% CDBG Fund 246,186 60,589 135,313 151,789 234,807 83,018 54.69% CRA Fund 1,742,543 1,926,576 2,107,537 2,216,134 3,585,259 1,369,125 61.78% Debt Service Fund 990,703 1,021,261 986,077 1,104,543 1,076,579 (27,964) -2.53% Utilities Fund 11,114,323 10,892,785 11,370,718 11,264,818 11,619,083 354,265 3.14% Sanitation Fund 3,735,232 3,830,910 3,871,204 4,316,172 4,637,685 321,513 7.45% Stormwater Fund 1,512,242 1,027,993 1,027,310 1,013,608 1,040,981 27,373 2.70% Beal Memorial Fund** 305,378 213,530 129,642 65,422 91,422 26,000 39.74% Revenues 40,815,957 41,488,600 43,265,896 47,231,660 49,575,666 2,344,006 4.96% ** not included on chart Revenues by Category $50 $45 $40 $35 $30 $25 Millions $20 $15 $10 $5 $0 Actual Actual Actual Budget Budget 2016-17 2017-18 2018-19 2019-20 2020-21 Ad Valorem Taxes Other Taxes Licenses & Permits Intergov't Revenue Charges for Services Fines & Forfeitures Interest & Other Other Financing Sources Fund Balance/Net Assets/Transfers Actual Actual Actual Budget Budget % 2016-17 2017-18 2018-19 2019-20 2020-21 $ Variance Variance Ad Valorem Taxes 6,844,049 7,131,517 7,520,049 7,646,095 7,836,827 190,732 2.49% Other Taxes 5,376,343 5,610,125 5,581,321 6,885,913 6,877,608 (8,305) -0.12% Licenses & Permits 2,524,215 2,596,072 2,659,200 4,901,296 3,686,992 (1,214,304) -24.78% Intergov't Revenue 4,266,425 4,880,937 5,516,224 4,218,364 4,479,255 260,891 6.18% Charges for Services 18,022,048 18,207,840 19,138,119 19,155,810 19,530,456 374,646 1.96% Fines & Forfeitures 127,406 101,378 94,578 108,695 81,548 (27,147) -24.98% Interest & Other 1,274,908 1,052,016 2,206,627 1,050,057 2,216,264 1,166,207 111.06% Other Financing Sources 586,146 40,080 102,811 60,816 60,228 (588) 0.00% Fund Balance/Net Assets/Transf 1,794,419 1,868,634 2,353,906 3,204,613 4,806,487 1,601,874 49.99% Revenues 40,815,957 41,488,600 45,172,836 47,231,660 49,575,666 2,344,006 4.96% 35  CITY OF FORT WALTON BEACH, FL Expenditure Trends - All Funds Expenditures by Fund $50 $45 $40 $35 $30 Millions $25 $20 $15 $10 $5 $0 Actual Actual Actual Budget Budget 2016-17 2017-18 2018-19 2019-20 2020-21 General Fund* FL Bldg Code Fund CRA Fund Debt Service Fund Utilities Fund Sanitation Fund Stormwater Fund Actual Actual Actual Budget Budget $ % 2016-17 2017-18 2018-19 2019-20 2020-21 Variance Variance General Fund* 20,217,391 22,096,795 28,542,518 26,730,208 26,802,966 72,758 0.27% Law Enf. Trust Fund** 130,335 7,309 14,483 7,309 12,173 4,864 66.55% Law Enf. Training Fund** 4,429 7,197 - 4,097 500 (3,597) -87.80% FL Bldg Code Fund 416,683 368,811 331,681 357,560 474,211 116,651 32.62% CDBG Fund* 254,125 119,807 138,342 151,789 234,807 83,018 54.69% CRA Fund 1,627,422 1,738,969 2,228,606 2,216,134 3,585,259 1,369,125 61.78% Debt Service Fund 990,703 1,008,360 1,260,466 1,104,543 1,076,579 (27,964) -2.53% Utilities Fund 10,031,847 11,130,019 10,806,425 11,264,818 11,619,083 354,265 3.14% Sanitation Fund 3,830,618 3,804,419 3,861,209 4,316,172 4,637,685 321,513 7.45% Stormwater Fund 681,541 975,867 829,134 1,013,608 1,040,981 27,373 2.70% Beal Memorial Fund** 33,341 13,376 15,168 65,422 91,422 26,000 39.74% Expenditures 38,218,434 41,270,928 48,028,031 47,231,660 49,575,666 2,344,005 4.96% ** not included on chart Expenditures by Category $50 $45 $40 $35 $30 Millions $25 $20 $15 $10 $5 $0 Actual Actual Actual Budget Budget 2016-17 2017-18 2018-19 2019-20 2020-21 General Government Public Safety Physical Environment Transportation Economic Environment Culture & Recreation Actual Actual Actual Budget Budget % 2016-17 2017-18 2018-19 2019-20 2020-21 $ Variance Variance General Government 3,228,767 3,062,560 3,377,241 4,077,060 3,402,974 (674,086) -16.53% Public Safety 9,913,344 10,584,430 10,157,745 12,069,352 12,897,462 828,110 6.86% Physical Environment 13,630,039 14,228,411 14,398,859 12,630,857 13,607,044 976,187 7.73% Transportation 890,762 762,058 824,349 801,279 838,756 37,477 4.68% Economic Environment 1,468,393 1,045,687 1,282,063 1,142,525 1,294,617 152,092 13.31% Culture & Recreation 4,170,787 4,477,927 4,685,690 5,185,935 5,347,396 161,461 3.11% Capital (net of Reclass) 1,598,285 4,847,756 11,556,291 4,273,628 5,206,391 932,763 21.83% Debt Service 1,523,638 1,518,360 1,724,638 4,573,045 4,516,140 (56,905) -1.24% Other Financing Uses 1,794,419 849,451 (272,901) 2,477,981 2,464,884 (13,097) -0.53% Expenditures 38,218,434 41,376,640 47,733,975 47,231,660 49,575,666 2,344,006 4.96% 36 Revenues FY 2020-21 Budgeted Revenues $49,575,666 Other Taxes , Ad Valorem Taxes , $6,877,608 , 13.9% $7,836,827 , 15.8% Reserves , $2,685,871 , 5.4% Licenses & Permits , $3,686,992 , 7.4% Interfund Transfers , $2,120,616 , 4.3% State Revenue Sharing & Other Intergov't , Interest & Other $4,479,255 , 9.0% Revenues , $2,276,492 , 4.6% Recreation, Golf, Fines and Forfeitures , Cemetery, Other Fees , $81,548 , 0.2% $2,943,811 , 5.9% Stormwater Fees , $1,023,980 , 2.1% Water & Sewer Fees , Garbage Fees , $4,034,133 , 8.1% $11,528,533 , 23.3% Charges for Services (User Fees) – The City levies user fees to fund the cost of regulating an activity or providing a service or facility. Charges for services are anticipated to generate approximately $19.5M and are the largest source of revenue for the City at 39.4%. Unlike taxes, these charges are directly related to the service received. User fees include leisure services such as recreation programs, senior activities, library, museums, and golf; fire assessments; water and sewer service; garbage collection; and stormwater management. Fees are set by City Council based on the cost of providing these services, reviewed and adjusted annually as part of the budget process, and published in the Comprehensive Fee Schedule. Revenues are budgeted based on historical usage and/or number of customers, adjusted for current rates. $30 Water and sewer rates will generate approximately $11.5M in revenues. A new five- $25 year rate study was adopted by City Council on $20 August 11, 2020 and will be implemented on Millions October 1, 2020 with the FY 2020-21 budget. The $15 study determines the required rates to generate $10 sufficient revenue to sustain renewal and replacement reserves and account for debt service $5 requirements and is updated on an annual basis to $0 account for real-time revenues, expenses, and Recreation Water & Sewer Garbage Stormwater/Other changes within the utility system. 2016-17 2017-18 2018-19 Budget 2019-20 Budget 2020-21 Garbage fees account for $4.0M in revenues. Recreation and other fees – recreation programs, park rentals, senior activities, the library, museums, golf, and cemetery sales – generate $2.9M in revenues. Stormwater user fees comprise $1.0M in revenues at a residential-equivalent unit of $5 per month. City of Fort Walton Beach, FL 37 Revenues Ad Valorem (Property) Taxes – Citywide, the 2020 gross taxable property value for operating purposes is $1.533 billion, an increase of $84 million, or 5.80%, from the 2019 final gross taxable property value of $1.449 billion. Ad valorem taxes levied by the City comprise $7.8M, or 15.8%, of total revenues. Property taxes primarily fund General Fund operations. However, property taxes paid by certain residents and businesses located in areas targeted for specific improvements to eliminate blight and improve infrastructure are allocated to the Community Redevelopment Agency (CRA) Fund. Property tax revenues are allocated to the CRA Fund based on the growth in assessed value from the base year (i.e. year of CRA designation). Funding from County property taxes comprises $971K, or 5.2% higher than the previous year. 1,800 9 1,600 8 Ad Valorem Taxes (millions) 1,400 7 Taxable Value (millions) 1,200 6 1,000 5 800 4 600 3 400 2 200 1 - - 2011-12 2012-13 2013-14 2014-15 2015-16 2016-17 2017-18 2018-19 2019-20 2020-21 General Fund CRA Fund Tax Revenue Millage As the chart above depicts, the City maintained its millage rate in FY 2009-10 and reduced personnel and other expenses in response to lower tax revenues as property values began to fall. The millage rate was increased in FY 2010-11 in order to maintain revenues, as the recession was in full swing. Further staffing and operational cuts were made in FY 2011-12 and FY 2012-13. In FY 2013-14, the City simply did not have room to “do more with less” and raised the millage rate to 5.7697 mills. In FY 2019-20 the City lowered to the rolled-back millage rate of 5.6395 mills. In FY 2020-21, the City once again lowered to the rolled-back millage rate of 5.3293 mills, which is the millage rate that the Proposed Budget is predicated on. One mill equals $1 per $1,000 of taxable property value. City of Fort Walton Beach, FL 38 Revenues Franchise Fees & Utility Taxes – The City’s franchise fee agreements provide a 6% rate on gross electric and gas sales of utility companies serving Fort Walton Beach. A $1.84 per ton sanitation host fee on garbage collected outside the City limits and brought to the transfer station is also collected per contract. Franchise fees comprise $2.0M, or 4%, of revenues and have increased $3.5 0.39% over the previous fiscal year. $3.0 Utility taxes are contractually levied against electric, gas, and water revenues of local utility $2.5 companies at the rate of 10%. Over the past five $2.0 years revenues have steadily increased. This year, Millions $1.5 these revenues are expected to increase by 3.6%. $1.0 A large portion of electric and natural gas utility bills is exempt since the tax on the fuel charge $0.5 component is based on 1973 fuel prices (and $0.0 Franchise Fees Utility Taxes therefore immaterial to a great extent). Utility 2016-17 2017-18 2018-19 Budget Budget taxes are anticipated to generate $2.9M, or 5.9%, 2019-20 2020-21 of total revenues. Communication Services Tax – This tax was created in FY 2001-02 as a flat tax rate for all communication services. The Department of Revenue collects the tax from vendors and remits the appropriate amounts to local jurisdictions. The Office of Economic and Demographic Research (EDR) provides revenue estimates for cities and counties. Based on information from EDR, $1.1M is budgeted, which is an 3.9% decrease when compared to FY 2019-20. This revenue stream has been declining as more consumers eliminate land lines and service providers bundle taxable services with non-taxable services, thereby eliminating payment of the tax. Half-Cent Sales Tax – This category includes a $4.00 state-shared revenue distribution, derived from $3.75 $3.50 net 6% state sales tax revenue (which is the $3.25 $3.00 largest source of revenue sharing for local $2.75 $2.50 governments), as well as a half-cent county- $2.25 Millions $2.00 distributed surtax, implemented by voters in FY $1.75 $1.50 2018-19. Together, this revenue source is $1.25 $1.00 anticipated to generate approximately $3.3M, or $0.75 $0.50 6.5%, of total revenues. The revenue estimate, $0.25 $0.00 also published by the Office of Economic and Communication Services Tax Sales Tax Municipal Revenue Local Option Fuel Sharing Tax Demographic Research (EDR), which has 2016-17 2017-18 2018-19 Budget Budget rebounded as the economy has improved, is 2019-20 2020-21 estimated to decline slightly by 3.2%. Municipal Revenue Sharing – This is funded by 1.3409% of sales and use tax collections, 12.5% of state alternative fuel user decal collections, and the net collections from the one-cent municipal fuel tax. This revenue estimate is published by the Office of Economic and Demographic Research (EDR), and is budgeted at $817K, or 1.7%, of total revenues. Because of the uncertainty of the COVID-19 Pandemic, EDR anticipates this revenue source to dramatically decline. Local Option Fuel Tax – These proceeds are allocated via a ten-year interlocal agreement between the county and municipalities based on transportation expenditures. Counties are authorized to levy up to 12 cents of local option fuel taxes in the form of three separate levies. The first is 1 cent; the City does not receive a portion of this. The second is 1 to 6 cents; the County levies the full 6 cents and the City receives 9.7956%. The third is 1 to 5 cents, of which the County City of Fort Walton Beach, FL 39 Revenues currently levies 3 cents. The City’s local option fuel tax proceeds for FY 2020-21 are budgeted at $582K and $261K, respectfully. This revenue source is anticipated to decrease on an average of 10.4%. Interfund Transfers – Interfund transfers represent $2.1M, or 4.2%, of total revenues. The Debt Service Fund receives $1.1M from the General Fund for principal and interest payments. The Beal Memorial Cemetery Fund receives $41K from the General Fund (20% of cemetery lot sales) for investment for perpetual care of the cemetery once all lots are sold. The General Fund receives $1.3M from the Utilities Fund and $226K from the Stormwater Fund (6% of water & sewer and stormwater fees) as a franchise/right-of-way access fee and $515K from the Sanitation Fund to compensate for additional roadway wear & tear caused by heavy sanitation trucks. City of Fort Walton Beach, FL 40  Expenditures FY 2020-21 Budgeted Expenditures $49,575,666 Capital Outlay/ Debt Service , Contingencies , $466,386 , Improvement , $4,516,140 , 9.1% 0.9% $5,206,391 , 10.5% Reserves , $960,398 , 1.9% Culture & Recreation , Interfund Transfers , $5,347,397 , 10.8% $1,038,100 , 2.1% General Government , Economic Environment $3,402,974 , 6.9% , $1,294,617 , 2.6% Transportation , $838,756 , 1.7% Public Safety , $12,897,462 , 26.0% Physical Environment , $13,607,045 , 27.4% Physical Environment – This category comprises $13.6M, or 27.4% of total expenses and $14 includes cemetery operations and the following $12 enterprise activities: water, sewer, stormwater, recycling, and garbage. These operations are $10 self-sustaining since cemetery revenues exceed $8 expenses and enterprise activities are funded by Millions $6 user fees rather than general revenues such as $4 property taxes. $2 Public Safety – This category includes police, $0 fire, code enforcement, and building inspection Cemetery Water & Sewer Garbage Stormwater services and totals $12.8M, or 26%, of total 2016-17 2017-18 2018-19 Budget 2019-20 Budget 2020-21 expenses. Public Safety increases were due to personnel changes in FY2020-21. $6.10 Recreation & Cultural Services – This $5.35 category equals $5.3M, or 10.8%, of total $4.60 expenses and includes parks & recreation $3.85 programs and facilities, senior activities, library, museums, and golf courses. A portion of these Millions $3.10 $2.35 leisure service expenses are offset by revenues $1.60 such as facility and park rentals, youth and adult $0.85 athletic fees, recreation center memberships, and $0.10 -$0.65 Police Fire Code Enf Bldg Insp museum entrance fees. This category is relatively flat when compared to FY 2019-20. 2016-17 2017-18 2018-19 Budget Budget After opening a new recreation complex in May 2019-20 2020-21 City of Fort Walton Beach, FL 41 Expenditures 2015, the department is settling in at the new facility, and continues to bring multiple sports tournaments to the City. General Government – This category is $3.4M, or 6.9%, of total expenses and includes the following units of City government funded from ad valorem tax proceeds that provide support services to other departments and information to $6.5 the public: City Council, City Manager, City $5.5 Clerk, information technology, human resources, risk management, accounting, budgeting, $4.5 purchasing, planning, fleet, and facilities. Millions $3.5 $2.5 Debt Service – This category totals $4.5M, or 9.1%, of total expenses and includes principal and $1.5 interest payments for the City’s equipment and $0.5 facilities funded via capital lease/purchase, -$0.5 General Gov't revenue notes, or other debt financing. In FY 2016-17 2017-18 2018-19 Budget Budget 2018-19, the City issued new debt to pay for a new 2019-20 2020-21 facility that consolidates eleven (11) existing facilities. Capital Outlay/Improvement – This category $4.5 comprises $5.2M, or 10.5%, of total expenses. $4.0 Capital outlay includes the purchase of $3.5 computers, vehicles, equipment, and other assets $3.0 with a value greater than $1,000 and a useful life Millions $2.5 $2.0 of more than one year. Capital improvement $1.5 includes the acquisition, construction, $1.0 replacement, or renovation of facilities and $0.5 infrastructure with a value greater than $25,000 $0.0 and a useful life of ten years or more (e.g. Capital Outlay Capital Improvement buildings, parks, streets, and water and sewer 2016-17 2017-18 2018-19 Budget 2019-20 Budget 2020-21 lines). IT funding of $75K includes various laptops and desktops replacements. Vehicle and equipment replacements in the amount of $565K includes 3 police patrol vehicles, 6 trucks, 1 frontloader. The following capital improvement projects are budgeted at a total cost of $1.8M: new cemetery plots, sidewalk construction, landing improvements, meter replacements, water line replacements, sewer grouting/lining and storm drainage improvements. Various other improvements are detailed in the Executive Summary of this document. Interfund Transfers – Interfund transfers represent $1.02M, or 2.6%, of total expenses. Transfers to the General Fund total $2.3M based on the Cost Allocation Plan, which provides reasonable and proportionate reimbursement for services provided to enterprise and special revenue funds such as city clerk, city council (including city attorney), city manager, administrative services (i.e. human resources, risk management, information technology), financial services (i.e. budget, grants, accounting, accounts payable, payroll, purchasing), and engineering services (i.e. engineering, fleet, facilities). City of Fort Walton Beach, FL 42 Expenditures Economic Environment – This category totals $4.0 $1.2M, or 2.6%, of total expenses and includes the $3.5 Community Development Block Grant (CDBG) $3.0 program for low-moderate income families and $2.5 the Community Redevelopment Agency (CRA) Millions $2.0 to revitalize blighted areas. CDBG funding $1.5 comes from the U.S. Department of Housing and $1.0 Urban Development. CRA activities are funded $0.5 from a portion of City and County tax dollars. Ad $0.0 valorem revenues are anticipated to increase and CDBG CRA the additional funding will be utilized for various 2016-17 2017-18 2018-19 Budget Budget 2019-20 2020-21 Capital Improvement Projects. The timing of capital projects accounts for the annual fluctuations in prior years. Transportation – This category represents $0.9 $838K, or 1.7%, of total expenses and includes $0.8 streets, right-of-way, and engineering. Roadway- $0.7 related expenses are funded in large part by local $0.6 Millions option fuel tax proceeds and reimbursements from $0.5 $0.4 the Florida Department of Transportation. $0.3 Reserves – Reserve funds are budgeted if $0.2 anticipated revenues exceed budgeted expenses or $0.1 for the specific purpose of rebuilding fund balance $0.0 Streets Engineering (governmental funds) or net assets (enterprise funds). Reserves totaling $960K, or 1.9%, of 2016-17 2017-18 2018-19 Budget 2019-20 Budget 2020-21 expenses are budgeted in the General, Florida Building Code, CRA, Utilities, Sanitation, Stormwater, and Beal Memorial Cemetery funds. The City is planning to utilize CRA fund balance to complete improvements at the Landing Park, in conjunction with grant funding. As it is unknown when the grant funding will be received, a budget amendment will be prepared if needed during the fiscal year. In addition, projects planned to be funded from the new ½ cent sales tax proceeds are included in this category. Contingencies – Contingency funds total $466K, or 0.9%, of total expenses and are budgeted to guard against unanticipated price increases (e.g. fuel, utilities), emergency repairs, or revenue shortfalls. The City budgets 1% of personnel and operating expenses as contingency funds in the General, Florida Building Code, Utilities, Sanitation, and Stormwater funds. City of Fort Walton Beach, FL 43  CITY OF FORT WALTON BEACH, FL Total Expenditures by Category - All Funds Personal Operating Capital Capital Debt Cost Interfund Replenish 2020-21 2019-20 Budget Change Services Expenses Outlay Improv. Service Allocation Transfer Reserves Budget Budget $ % City Council 191,467 278,679 - - - - - - 470,146 430,759 39,387 9.14% City Manager 383,998 23,837 - - - - - - 407,835 410,506 (2,671) -0.65% Human Resources 269,219 87,362 - - - - - - 356,581 317,424 39,157 12.34% Information Technology 310,298 243,364 - - - - - - 553,663 469,962 83,701 17.81% Risk Management - 744,169 - - - - - - 744,169 569,764 174,405 30.61% City Clerk 173,869 62,271 - - - - - - 236,139 243,244 (7,105) -2.92% Finance 554,607 160,933 - - - - - - 715,540 696,036 19,504 2.80% Purchasing 186,706 12,208 - - - - - - 198,913 192,675 6,238 3.24% Police 5,885,702 607,998 123,000 - 144,018 - - - 6,760,718 6,218,601 542,117 8.72% Fire 5,386,251 339,581 27,000 - 223,315 - - - 5,976,148 5,865,209 110,939 1.89% Emergency Mgmt - 16,210 - - - - - - 16,210 - 16,210 100.00% Recreation 875,846 420,298 87,000 - 534,709 - - - 1,917,853 1,825,250 92,603 5.07% Parks/Right-of-way 730,140 363,985 14,500 - - - - - 1,108,625 1,080,234 28,391 2.63% Golf Club 491,739 385,105 - - - - - - 876,843 894,550 (17,707) -1.98% Golf Grounds 783,300 418,387 12,500 - 3,240 - - - 1,217,427 1,181,643 35,784 3.03% Library 456,867 144,913 39,000 - 18,385 - - - 659,166 636,004 23,162 3.64% Museum 226,283 50,534 - - - - - - 276,816 262,362 14,454 5.51% Cemetery 224,118 190,658 25,000 40,000 - - 34,817 - 514,593 461,830 52,763 11.42% Growth Management 142,750 28,462 - - - - - - 171,211 161,906 9,305 5.75% Planning & Zoning 240,625 32,173 - - - - - - 272,797 187,113 85,684 45.79% Code Enforcement 165,624 13,721 - - - - - - 179,345 188,102 (8,757) -4.66% Fleet 514,085 64,313 3,200 - - - - - 581,598 579,696 1,902 0.33% Facilities 431,417 581,428 - - 152,911 - - - 1,165,757 1,163,706 2,051 0.18% Streets 268,413 399,132 4,200 25,000 - - - - 696,745 661,372 35,373 5.35% 1/2 Cent Sales Tax - - - 1,500,000 - - - - 1,500,000 2,694,639 (1,194,639) 100.00% Non-Departmental-001 125,000 426,048 1,070,630 - - (2,393,551) - - (771,873) (662,377) (109,496) 16.53% General Fund 19,018,324 6,095,769 1,406,030 1,565,000 1,076,578 (2,393,551) 34,817 - 26,802,966 26,730,208 72,755 0.27% Law Enf. Trust Fund - 12,173 - - - - - - 12,173 7,309 4,864 66.55% Law Enf. Training Fun - 500 - - - - - - 500 4,097 (3,597) -87.80% FBC Fund 254,520 92,137 4,510 - - 123,045 - - 474,211 357,560 116,651 32.62% CDBG Fund 27,748 142,309 - 64,750 - - - - 234,807 151,789 83,018 54.69% CRA 538,234 404,236 95,000 1,405,301 - 182,090 - 960,398 3,585,259 2,216,134 1,369,125 61.78% CRA Fund 538,234 404,236 95,000 1,405,301 - 182,090 - 960,398 3,585,259 2,216,134 1,369,125 61.78% Debt Service Fund - - - - 1,076,579 - - - 1,076,579 1,104,543 (27,964) -2.53% Customer Service 216,684 223,481 - - - - - - 440,165 482,013 (41,848) -8.68% Utility Services 488,043 136,561 - - 535,500 - - - 1,160,104 1,140,900 19,204 1.68% GIS 202,465 63,017 - - - - - - 265,482 246,039 19,443 100.00% Water Operations 453,668 656,208 20,000 - 116,775 - - - 1,246,651 1,114,450 132,201 11.86% Water Distribution 337,183 81,852 - 305,500 180,102 - - - 904,637 699,446 205,191 29.34% Sewer Collect&Treatmt 802,577 3,301,291 - 30,000 1,309,606 - - - 5,443,473 5,622,551 (179,078) -3.18% Non-Departmental-401 10,000 117,279 9,400 - - 1,319,296 702,595 - 2,158,571 1,959,418 199,153 10.16% Utilities Fund 2,510,620 4,579,689 29,400 335,500 2,141,983 1,319,296 702,595 - 11,619,083 11,264,817 354,266 3.14% Solid Waste 1,234,323 1,802,782 - - 85,000 - - - 3,122,105 3,374,349 (252,244) -7.48% Recycling 78,160 161,861 - - - - - - 240,021 266,848 (26,827) -10.05% Non-Departmental-403 1,500 243,230 275,000 - - 515,368 240,459 - 1,275,557 674,974 600,583 100.00% Sanitation Fund 1,313,983 2,207,873 275,000 - 85,000 515,368 240,459 - 4,637,685 4,316,171 321,514 7.45% Stormwater 369,665 212,742 - 25,000 136,000 - - - 743,407 768,915 (25,508) -3.32% Non-Departmental-405 500 9,942 900 - - 226,003 60,228 - 297,573 244,692 52,881 21.61% Stormwater Fund 370,165 222,684 900 25,000 136,000 226,003 60,228 - 1,040,981 1,013,607 27,374 2.70% Beal Memorial Fund - 12,200 - - - - 60,000 19,222 91,422 65,422 26,000 39.74% TOTAL ALL FUNDS 24,033,593 13,769,570 1,810,840 3,395,551 4,516,140 (27,749) 1,098,099 979,620 49,575,666 47,231,660 2,344,006 4.96% 44  CITY OF FORT WALTON BEACH, FL Personal Services Trends - All Funds Personal Services by Fund $24 $20 $16 Millions $12 $8 $4 $0 Actual Actual Actual Budget Budget 2016-17 2017-18 2018-19 2019-20 2020-21 General Fund Law Enf. Trust Fund Law Enf. Training Fund FL Bldg Code Fund CDBG Fund CRA Fund Utilities Fund Sanitation Fund Stormwater Fund Actual Actual Actual Budget Budget $ % 2016-17 2017-18 2018-19 2019-20 2020-21 Variance Variance General Fund 13,992,146 16,702,585 15,423,301 18,349,095 18,616,847 267,752 1.46% Law Enf. Trust Fund - - - - - - 0.00% Law Enf. Training Fund - - - - - - 0.00% FL Bldg Code Fund 230,067 265,105 186,088 242,343 254,520 12,177 0.00% CDBG Fund 14,121 21,191 27,623 24,852 27,748 2,896 11.65% CRA Fund 441,202 357,543 421,800 426,406 538,234 111,828 26.23% Utilities Fund 2,291,470 2,498,700 2,168,410 2,528,416 2,510,620 (17,796) -0.70% Sanitation Fund 1,206,972 1,208,900 1,180,325 1,252,170 1,313,983 61,813 4.94% Stormwater Fund 281,006 320,538 297,399 352,483 370,165 17,682 5.02% Personal Services 18,456,984 21,374,563 19,704,946 23,175,766 23,632,118 456,352 1.97% Personal Services by Category $24 $20 $16 Millions $12 $8 $4 $0 Actual Actual Actual Budget Budget 2016-17 2017-18 2018-19 2019-20 2020-21 Salaries Social Security Medicare Retirement Health/Dental/Life Ins. Workers Comp. Unemployment Comp. Actual Actual Actual Budget Budget % 2016-17 2017-18 2018-19 2019-20 2020-21 $ Variance Variance Salaries 11,866,601 13,368,357 12,292,377 15,204,574 15,165,024 (39,550) -0.26% Social Security 686,655 728,634 712,837 773,667 850,519 76,852 9.93% Medicare 160,755 170,476 166,919 181,011 198,906 17,895 9.89% Retirement 3,595,064 4,553,452 4,044,285 3,799,400 3,797,620 (1,780) -0.05% Health/Dental/Life Ins. 1,757,194 2,203,041 1,931,907 2,744,777 3,106,616 361,839 13.18% Workers Comp. 386,235 325,602 415,862 447,335 488,427 41,092 9.19% Unemployment Comp. 4,479 298 4,546 25,000 25,000 - 0.00% Personal Services 18,456,984 21,349,861 19,568,731 23,175,766 23,632,118 456,352 1.97% 45  CITY OF FORT WALTON BEACH, FL Personal Services by Category - All Funds Service Incentive/ Gross Overtime Total Wages Awards Merit Pay Add Pays Wages & Holiday Wages City Council 41,243 - - - 41,243 - 41,243 City Manager 274,082 162 - - 274,244 - 274,244 Human Resources 215,129 54 - - 215,183 - 215,183 Information Technology 226,649 - - - 226,649 - 226,649 City Clerk 119,650 - - - 119,650 25 119,675 Finance 389,895 217 - - 390,112 400 390,512 Purchasing 141,588 108 - - 141,696 100 141,796 Police 3,167,938 1,830 94,532 6,600 3,270,900 289,368 3,560,268 Fire 2,494,807 861 59,229 - 2,554,897 390,127 2,945,024 Recreation 602,569 108 - 602,677 - 602,677 Parks/Right-of-Way 478,899 - - - 478,899 4,020 482,919 Golf Club 404,513 541 - - 405,054 100 405,154 Golf Grounds 534,045 - - - 534,045 3,765 537,810 Library 354,880 54 - - 354,934 200 355,134 Museum 172,694 - - - 172,694 20 172,714 Cemetery 116,395 - - - 116,395 600 116,995 Engineering Services 111,981 - - - 111,981 - 111,981 Planning & Zoning 168,590 - - - 168,590 150 168,740 Code Enforcement 97,803 - - - 97,803 150 97,953 Fleet 342,847 108 - - 342,955 1,500 344,455 Facilities 282,609 - - - 282,609 3,000 285,609 Streets 169,864 - - - 169,864 1,000 170,864 Non-Departmental 100,000 - - - 100,000 - 100,000 General Fund 11,008,670 4,043 153,761 6,600 11,173,074 694,525 11,867,599 FL Bldg Code Fund 174,535 - - - 174,535 - 174,535 CDBG Fund 27,748 - - - 27,748 - 27,748 CRA 298,899 - 22,383 - 321,282 12,661 333,943 CRA Fund 298,899 - 22,383 - 321,282 12,661 333,943 Customer Service 168,930 - - - 168,930 500 169,430 Utility Services 322,527 - - - 322,527 - 322,527 GIS 135,307 - - - 135,307 - 135,307 Water Operations 300,907 161 - - 301,068 14,350 315,418 Water Distribution 171,106 - - - 171,106 23,450 194,556 Sewer Collect & Treatmt 507,929 323 - - 508,252 32,000 540,252 Non-Departmental 10,000 - - - 10,000 - 10,000 Utilities Fund 1,616,706 484 - - 1,617,190 70,300 1,687,490 Solid Waste 771,341 - - - 771,341 31,000 802,341 Recycling 40,836 - - 40,836 2,120 42,956 Non-Departmental 1,500 - - - 1,500 - 1,500 Sanitation Fund 813,677 - - - 813,677 33,120 846,797 Stormwater 225,412 - - - 225,412 1,000 226,412 Non-Departmental 500 - - - 500 - 500 Stormwater Fund 225,912 - - - 225,912 1,000 226,912 TOTAL ALL FUNDS 14,166,147 4,527 176,144 6,600 14,353,418 811,606 15,165,024 46  Social Pension Retirement Health, Dental Work Unempl. Total FY 2020-21 Security Medicare Defined Benefit Defined Contrib & Life Ins. Comp Comp Benefits TOTAL 2,557 598 - - 146,994 76 - 150,225 191,467 16,457 3,849 49,165 5,664 34,077 542 - 109,754 383,998 13,022 3,045 - 12,877 24,688 404 - 54,036 269,219 12,147 2,841 - 12,513 55,717 431 - 83,649 310,298 7,210 1,686 17,360 11,288 16,422 227 - 54,193 173,869 22,618 5,290 34,721 15,858 84,869 739 - 164,095 554,607 8,611 2,014 17,360 7,559 9,097 269 - 44,910 186,706 194,985 45,601 1,065,984 15,916 729,353 92,019 - 2,143,858 5,704,126 151,114 35,340 1,407,886 - 506,746 120,238 - 2,221,324 5,166,350 36,225 8,472 52,081 23,616 129,391 23,386 - 273,171 875,846 29,843 6,980 52,081 22,041 113,479 22,797 - 247,221 730,140 25,402 5,940 34,721 12,609 7,912 - 86,584 491,739 32,818 7,675 52,081 20,228 119,371 13,317 - 245,490 783,300 22,370 5,232 52,081 3,226 17,555 1,269 - 101,733 456,867 11,013 2,575 17,360 5,511 16,770 338 - 53,567 226,283 6,480 1,515 52,081 - 37,832 9,215 - 107,123 224,118 6,882 1,610 . 4,040 18,025 212 - 30,769 142,750 11,149 2,607 - 12,393 45,370 365 - 71,884 240,625 5,944 1,390 34,721 - 23,549 2,067 - 67,671 165,624 20,029 4,684 17,360 15,304 103,094 9,159 - 169,630 514,085 17,860 4,177 34,721 9,497 60,987 18,566 - 145,808 431,417 10,670 2,495 17,360 7,191 43,508 16,326 - 97,550 268,413 - - - - - - 25,000 25,000 125,000 665,406 155,616 3,009,124 204,722 2,349,503 339,874 25,000 6,749,245 18,616,847 11,675 2,730 17,360 7,593 35,516 5,110 - 79,984 254,520 - - - - - - - - 27,748 15,785 3,691 106,797 3,905 64,222 9,891 - 204,291 538,234 15,785 3,691 106,797 3,905 64,222 9,891 - 204,291 538,234 10,252 2,397 - 7,982 26,291 331 - 47,253 216,684 18,823 4,402 52,081 11,780 75,208 3,221 - 165,515 488,043 8,427 1,971 17,360 5,020 34,115 265 - 67,158 202,465 17,690 4,137 17,360 10,527 73,993 14,543 - 138,250 453,668 10,445 2,443 52,081 2,681 58,096 16,881 - 142,627 337,183 30,742 7,189 69,442 15,686 122,515 16,751 - 262,325 802,577 - - - - - - - - 10,000 96,379 22,539 208,324 53,676 390,218 51,992 - 823,128 2,510,620 45,335 10,603 104,163 24,227 192,811 54,843 - 431,982 1,234,323 2,190 512 17,360 - 12,019 3,123 - 35,204 78,160 - - - - - - - - 1,500 47,525 11,115 121,523 24,227 204,830 57,966 - 467,186 1,313,983 13,749 3,215 34,721 5,648 62,327 23,594 - 143,254 369,665 - - - - - - - - 500 13,749 3,215 34,721 5,648 62,327 23,594 - 143,254 370,165 850,519 198,906 3,497,849 299,771 3,106,616 488,427 25,000 8,467,088 23,632,118 state contribution police 181,576 state contribution fire 219,901 23,230,641 47  CITY OF FORT WALTON BEACH, FL Full Time Equivalent (FTE) Position Summary Actual Budget Mid Year Budget Department 2016-17 2017-18 2018-19 2019-20 Changes 2020-21 City Manager 3.00 3.00 3.00 3.00 0.00 3.00 Human Resources 5.60 8.70 8.70 8.00 0.00 8.00 City Clerk 2.50 2.40 2.40 2.00 0.00 2.00 Financial Services 14.50 14.50 14.50 14.50 0.00 14.50 Police Services 66.90 70.90 71.82 74.82 0.00 75.94 Fire Services 37.00 37.00 37.00 44.00 0.00 44.00 Recreation Services 70.08 68.03 70.73 71.20 0.00 71.20 Growth Management 0.00 41.00 41.00 12.00 0.00 13.00 Public Works & Utility Srvcs 96.00 54.00 52.00 81.00 0.00 81.00 Total Funded FTE's 295.58 299.53 301.15 310.52 0.00 312.64 Frozen/Unfunded FTE's Total Authorized FTE's 295.58 299.53 301.15 310.52 0.00 312.64 Full Time Equivalent (FTE) Positions 320 310 300 290 280 270 260 250 Actual Actual Actual Budget Budget 2016-17 2017-18 2018-19 2019-20 2020-21 48  Citizens of Fort Walton Beach City Council City Clerk City Manager City Attorney 2 FTE 3 FTE 0400 0200 Public Works Financial Growth Management Fire Services Human Resources Police Services Recreation Services and Utility Services Services 13 FTE 44 FTE 8 FTE 75.94 FTE 71.20 FTE 81 FTE 14.50 FTE 1200 0900 0300 & 0320 0800 1000 to 1080 1200 & 1300 0500 & 0520 & 0530 Utility Administration Building Inspections Accounting Advanced Life Human Resources Uniform Patrol Athletics – Adult & & Permitting Support Youth Fleet & Facilities Auditing Insurance & Risk K-9 Patrol Code Enforcement Fire Suppression Management Recreation Centers GIS/CAD Budgeting Criminal and Programming CDBG Fire Prevention IT Investigations Sanitation Purchasing Grounds Planning Fire Inspection Community Policing/ Maintenance: Parks, Sewer Collections Debt Service & CRA CRA Management Hazardous Materials Right-Of-Way and Stormwater Response Crime Prevention Cemetery Treasury Streets Fire Education Communications Library Utility Billing Water Distribution Records Museum Contingencies & Water Operations Transfers Support Services Golf Club Operations School Crossing Guards Reserve Officers 49 50  General Fund The General Fund encompasses 54.06% of the City’s activities and services and accounts for all financial resources not accounted for in other funds. Services such as police and fire protection, code enforcement, recreation, grounds maintenance, streets, along with internal support functions such as human resources, finance, purchasing, information technology, and fleet and facility maintenance are funded here. Revenue Highlights $30 Budget. $25 2020-21. …… $ Change % Change Ad Valorem Taxes 6,411,016 117,897 1.9% $20 Other Taxes 6,877,607 -8,305 -0.1% Millions $15 Licenses & Permits 3,202,781 -1,333,153 -29.4% Intergov’t Revenue 3,352,257 116,383 3.6% $10 Charges for Services 2,943,811 241,839 9.0% $5 Interest & Other 2,005,755 1,045,322 108.8% Interfund Transfers In 1,003,054 4,729 0.5% $0 Actual Actual Actual Budget Budget Use of Reserves 1,006,684 -111,955 -10.0% 2016-17 2017-18 2018-19 2019-20 2020-21 $26,802,966 72,758 0.3% Ad Valorem Taxes Other Taxes Licenses & Permits Intergov't Revenue Charges for Services Interest & Other Interfund Transfers Appropriations  The budget is predicated on the rolled-back millage (Ad Valorem) rate of 5.3293 mills. One mill equals $1 per $1,000 of taxable property value. Expenditure Highlights $30 Budget. ……2020-21 $ Change % Change $25 Personal Services 19,018,324 289,992 1.5% Operations & Maintenance 3,702,218 -59,480 -1.6% $20 Capital Outlay/Imprvmt 2,971,030 -123,619 -4.0% Millions Debt Service 1,076,578 -27,968 -2.5% $15 Interfund Transfers Out 34,817 -6,166 -15.0% Replenish Reserves 0 0 0.0% $26,802,966 72,758 0.3% $10 $5 $0 Actual Actual Actual Budget Budget 2016-17 2017-18 2018-19 2019-20 2020-21 Personal Services Operations & Maintenance Capital Outlay/Imprvmt Debt Service Interfund Transfers  Operating expenses increased due to increasing cost of utilities, as well as maintaining sustainable operations.  Capital Outlay decreased due to a reduction in large capital purchases and a reduction in CIPs due to decreased revenue as a result of the COVID-19 Pandemic.  The State of Florida’s revenue projections for FY 2020-21 are significantly lower than FY 2019-20 and are a result of the uncertainty of the COVID-19 Pandemic. 51  001 GENERAL FUND - REVENUES Actual Budget 2019-20 2020-21 % 2016-17 2017-18 2018-19 Adopted Adopted Change 5,779,257 6,022,855 6,380,248 6,293,119 0500-311-1000 Ad Valorem Taxes 6,411,016 1.87% $ 5,779,257 $ 6,022,855 $ 6,380,248 $ 6,293,119 Total Ad Valorem Taxes $ 6,411,016 1.87% 569,363 601,461 602,969 564,433 0500-312-4100 Local Option Fuel Tax 582,761 3.25% 256,935 272,487 272,119 263,278 0500-312-4200 Local Option Fuel Tax - 2nd 261,954 -0.50% - - - 1,600,000 1499-335-1800 Local Discretionary Sales SurTax 1,500,000 -6.25% 190,399 - 221,641 181,576 0800-312-5200 Insurance Premium Tax - Police Pension 181,576 0.00% 204,568 - 219,901 195,017 0900-312-5100 Insurance Premium Tax - Fire Pension 219,901 12.76% $ 1,221,264 $ 873,948 $ 1,316,630 $ 2,804,304 Total Other Taxes $ 2,746,192 -2.07% 2,266,788 2,387,745 2,302,895 2,200,140 0500-314-1000 Electric 2,293,795 4.26% 307,533 308,341 324,634 317,467 0500-314-3000 Water 326,159 2.74% 211,915 255,125 286,738 280,013 0500-314-4000 Gas 278,771 -0.44% 8,909 10,076 9,566 9,658 0500-314-8000 Propane 9,658 0.00% $ 2,795,145 $ 2,961,287 $ 2,923,832 $ 2,807,278 Total Utility Taxes $ 2,908,383 3.60% 1,167,714 1,220,739 1,121,252 1,106,236 0500-315-1000 Communications Services Tax 1,062,697 -3.94% $ 1,167,714 $ 1,220,739 $ 1,121,252 $ 1,106,236 Total Communications Services Tax $ 1,062,697 -3.94% 188,612 153,285 183,186 168,094 0500-316-1000 Business Tax Receipts 160,335 -4.62% 3,541 3,381 - - 0500-316-1010 Penalties - Business Tax Receipts - 0.00% 66 - - - 0500-316-1020 Transfer Fees - 0.00% $ 192,219 $ 156,666 $ 183,186 $ 168,094 Total Business Tax Receipts $ 160,335 -4.62% $ 11,155,600 $ 11,235,494 $ 11,925,148 $ 13,179,031 TOTAL TAXES $ 13,288,623 0.83% 1,840,308 1,895,071 1,826,104 1,753,985 0500-323-1000 Electric 1,784,851 1.76% 171,240 213,274 243,043 236,787 0500-323-4000 Gas 213,409 -9.87% 22,661 22,759 23,570 22,952 0500-323-7000 Solid Waste - Host Fee 23,258 1.33% $ 2,034,209 $ 2,131,104 $ 2,092,718 $ 2,013,724 Total Franchise Fees $ 2,021,518 0.39% 598 1,624 1,368 940 1240-325-1002 Girard Avenue 342 -63.64% 2,045 2,045 6,680 3,432 1240-325-1003 Stokes Avenue 516 -84.97% 2,500,000 0900-325-1310 Fire Assessment Fee 1,152,767 -53.89% $ 2,644 $ 3,670 $ 8,048 $ 2,504,373 Total Special Assessments $ 1,153,625 -53.94% 135 - 105 100 0800-329-4000 Taxi Permit/Bicycle License 100 0.00% 4,534 - 30 - 0900-329-2010 Fire Safety Plan Review 3,445 0.00% 30,769 14,787 16,596 13,796 1205-329-1001 Zoning/Variances Fees 14,979 8.57% 7,426 4,533 4,173 3,427 1205-329-2000 Zoning Site Plan Review 8,600 150.95% - 363 350 514 1205-329-9010 Licenses & Registrations - Golf Cart 514 0.00% $ 42,864 $ 19,682 $ 21,254 $ 17,837 Total Other Licenses & Permits $ 27,638 54.95% $ 2,079,717 $ 2,154,456 $ 2,122,020 $ 4,535,934 TOTAL LICENSES & PERMITS $ 3,202,781 -29.39% 29,107 32,319 28,830 31,000 0500-333-1000 Housing Authority 31,000 0.00% $ 29,107 $ 32,319 $ 28,830 $ 31,000 Total Federal Payments In Lieu of Taxes $ 31,000 0.00% - - - - 1592-331-2050 Federal Grants - Police COPS Grant 109,865 100.00% 1594-331-2055 Federal Grants - Fire Safer Grant (Yr 2 of 3) 362,430 100.00% - - - - - 0.00% $ - $ - $ - $ - Total Federal Grants $ 472,295 100.00% - 831,270 - - 334 State Grants - 0.00% $ 831,270 $ - Total State Grants $ - 0.00% 864,789 896,364 930,735 916,860 0500-335-1221 Municipal Revenue Sharing 817,706 -10.81% 10,890 10,318 9,132 12,189 0500-335-1400 Mobile Home Licenses 12,189 0.00% 48,770 42,711 42,726 44,399 0500-335-1500 Alcoholic Beverage License 44,392 -0.02% 1,966,542 2,067,353 2,174,233 2,119,076 0500-335-1800 Sales Tax 1/2 - 5th Cent 1,858,829 -12.28% 10,713 - 10,596 9,096 0900-335-2100 Fire Supplemental Compensation 9,096 0.00% 001-Revenues 9/18/2020 10:50 AM 52  001 GENERAL FUND - REVENUES Actual Budget 2019-20 2020-21 % 2016-17 2017-18 2018-19 Adopted Adopted Change $ 2,901,704 $ 3,016,745 $ 3,167,423 $ 3,101,620 Total State Shared Revenues $ 2,742,212 -11.59% 79,687 - 81,376 81,376 1500-337-7000 Library Cooperative Funding 86,750 6.60% $ 79,687 $ - $ 81,376 $ 81,376 Total Other Grants $ 86,750 6.60% 28,057 28,189 23,461 21,878 0500-338-1000 County Business Tax Receipt - Municipality Share 20,000 -8.58% $ 28,057 $ 28,189 $ 23,461 $ 21,878 Total Local Shared Revenues $ 20,000 -8.58% $ 3,038,555 $ 3,908,524 $ 3,301,089 $ 3,235,874 TOTAL INTERGOVERNMENTAL REVENUE $ 3,352,257 3.60% 225 175 25 50 0500-341-3000 Administrative Fee - Returned Checks 50 0.00% 4,600 6,143 6,895 450 1060-341-9110 Passport Fees - Library 1,200 166.67% 975 835 630 250 1070-341-9110 Passport Fees - Museum 250 0.00% 5,560 4,380 3,900 11,571 1200-341-3001 Overhead Banner Installation Fee - -100.00% - - - - 1200-341-9310 Engineering Drawings - 0.00% 666 191 176 205 1230-341-9330 Special Events - Barricades, Orange Cones 205 0.00% - 250 499 500 1230-341-9600 Sign Shop Sales 500 0.00% 10,649 16,456 15,084 12,507 1500-341-3010 Admin Service Fees - Documents 13,500 7.94% 200 - - - 1500-341-9120 Election Qualifying Fees 200 100.00% 750 4,196 232 396 1500-341-9300 Photo Copies/Certifying 400 1.01% $ 23,625 $ 32,626 $ 27,440 $ 25,929 Total General Government $ 16,305 -37.12% 3,005 - 2,878 3,263 0800-342-1000 Law Enforcement Services 2,500 -23.38% 9,016 - - - 0800-342-1300 Police Special Events - 0.00% 4,440 - 5,022 5,504 0800-342-1800 Photo Copies 4,500 -18.24% 1,125 - 1,868 1,389 0900-342-2200 Safety Permits & Licenses 1,500 7.99% 21,506 - 23,207 20,312 0900-342-2700 Annual Safety Inspection Fees 20,500 0.93% $ 39,091 $ - $ 32,975 $ 30,468 Total Public Safety $ 29,000 -4.82% 126,360 176,790 171,375 204,917 1080-343-8000 Sale of Lots 174,083 -15.05% 9,565 2,790 8,700 8,082 1080-343-8100 Crypt Sales 9,000 11.36% 23,215 10,235 19,752 20,788 1080-343-8200 Niche Sales 21,500 3.43% 21,150 17,120 19,610 22,431 1080-343-8300 Weekend/Holidays Interments 23,500 4.77% 160,160 143,250 156,665 178,217 1080-343-8400 Openings/Closings 175,500 -1.52% - - 1,874 488 1080-343-8500 Transfer Fees 555 13.73% $ 340,450 $ 350,185 $ 377,976 $ 434,923 Total Cemetery $ 404,138 -7.08% 43,774 43,774 43,774 43,774 1010-344-9007 DOT Right-of-Way Maintenance Contract 43,496 -0.64% 12,130 11,833 12,050 8,640 1240-343-9100 Cut Paved Surface/Curb 9,246 7.01% 102,946 106,035 109,216 113,543 1240-344-9008 DOT Lighting Maintenance Contract 122,081 7.52% 93,274 95,599 98,504 99,716 1240-344-9009 DOT Traffic Signal Maintenance Contract 101,078 1.37% $ 158,850 $ 161,641 $ 165,040 $ 265,673 Total Transportation $ 275,901 3.85% 133,735 116,827 127,287 111,011 1000-347-2000 Program Revenue 110,000 -0.91% 37,244 43,046 46,425 48,201 1000-347-2011 Program Revenue - Not City Staff Provided 46,800 -2.91% 31,120 41,015 43,090 44,494 1000-347-2100 Sponsorship Revenue 41,200 -7.40% 21,357 19,487 13,709 16,572 1000-347-2200 Rental - Auditorium, Rec Centers, etc 12,100 -26.99% 20,775 16,560 18,025 23,012 1000-347-2210 Rentals tax-exempt - Auditorium, Rec Centers, etc 12,500 -45.68% - - - 44,480 1000-347-2500 Memberships 40,200 -9.62% 2,030 2,100 1,750 1,750 1000-347-4030 Holiday Parade Entry Fee 2,200 25.71% $ 246,261 $ 239,036 $ 250,286 $ 289,520 Total Recreation $ 265,000 -8.47% 35,957 31,450 31,121 16,245 1010-347-2200 Rentals - Liza Jackson 17,300 6.49% 17,314 8,926 7,991 8,727 1010-347-2210 Rentals tax-exempt - Liza Jackson 7,650 -12.34% - 1,890 10,860 - 1010-347-4020 Spec Evt tax-exempt - Landing - 0.00% $ 53,271 $ 42,267 $ 49,972 $ 24,972 Total Parks $ 24,950 -0.09% 600,422 677,330 710,502 670,353 1040-347-5000 Greens Fees 797,150 18.91% 001-Revenues 9/18/2020 10:50 AM 53  001 GENERAL FUND - REVENUES Actual Budget 2019-20 2020-21 % 2016-17 2017-18 2018-19 Adopted Adopted Change 3,228 436 342 510 1040-347-5020 Tournament Fees 650 27.45% 42,695 49,086 51,204 28,955 1040-347-5025 Tournament Fees - Tax Exempt 28,955 0.00% - - 71,436 65,383 1040-347-5099 Golf.Now Green Fees 63,200 -3.34% 104,647 109,776 115,887 107,737 1040-347-5100 Membership Fees 117,350 8.92% 500,332 559,183 590,995 508,925 1040-347-5200 Golf Cart Rental 661,334 29.95% 623 458 301 322 1040-347-5210 Pull Cart Rental 400 24.22% - - 51,185 49,208 1040-347-5299 Golf.Now Golf Cart Fees 50,197 2.01% 59,092 60,620 64,318 54,051 1040-347-5300 Driving Range 73,338 35.68% 66,113 28,524 28,816 24,993 1040-347-5400 Rental and Lease Income - Restaurant & Pro Shop 29,268 17.10% 2,070 2,190 2,430 3,134 1040-347-5510 GHIN Handicapping Service 3,000 -4.28% 4,694 6,741 9,406 9,134 1040-347-5900 League Play 6,500 -28.84% - - 40,809 28,229 1040-347-5900 Merchandise Sales 38,130 35.07% (98) (188) (184) 150 1040-347-5920 Cash Over/(Under) 150 0.00% $ 1,383,819 $ 1,494,156 $ 1,737,448 $ 1,551,084 Total Golf Club $ 1,869,622 20.54% 1,865 1,850 1,860 3,660 1060-347-1000 Library Fees 1,855 -49.32% 5,899 6,323 6,310 6,432 1060-347-1010 Photo Copy Revenue 5,200 -19.15% 225 125 100 171 1060-347-1210 Rentals - Taxable 171 0.00% 50 - - - 1060-347-1220 Rentals - Tax Exempt - 0.00% $ 8,039 $ 8,298 $ 8,270 $ 10,263 Total Library $ 7,226 -29.59% 78 - - - 1070-347-2000 Program Revenue - 0.00% 31,677 34,233 32,177 28,744 1070-347-3500 Admission Fees 21,340 -25.76% 27,424 31,313 27,384 27,646 1070-347-3510 Merchandise Sales 20,150 -27.11% 8,154 9,872 7,556 11,616 1070-347-3520 Fees - Tax Exempt 9,030 -22.26% 1,307 1,439 789 1,134 1070-347-3610 Memberships 1,150 1.43% $ 68,640 $ 76,856 $ 67,906 $ 69,140 Total Museum $ 51,670 -25.27% $ 2,322,046 $ 2,405,065 $ 2,717,311 $ 2,701,972 TOTAL CHARGES FOR SERVICES $ 2,943,811 8.95% 38,831 - 39,418 41,665 0800-351-5000 Traffic Fines 37,964 -8.88% 20,959 - 19,771 19,911 0800-351-5030 Traffic Fines - Law Enforcement Automation 20,213 1.52% $ 59,790 $ - $ 59,189 $ 61,576 Total Traffic Fines $ 58,177 -5.52% 10,229 9,704 4,500 - 1060-352-1000 Library Fines - 0.00% 302 229 561 518 1060-352-1010 Lost Publications 518 0.00% $ 10,531 $ 9,934 $ 5,061 $ 518 Total Library Fines $ 518 0.00% 875 - 345 231 0800-354-1100 Parking Citations 500 116.45% 1,650 - 1,000 1,243 0800-354-1200 False Alarm Fines - Police 1,243 0.00% 37,394 28,762 14,026 38,136 1217-354-1000 Code Enforcement - Fines 19,360 -49.23% 8,500 4,465 4,460 2,991 1217-354-1010 Code Enforcement - Fees 1,350 -54.86% $ 48,419 $ 33,227 $ 19,831 $ 42,601 Total Violations of Local Ordinances $ 22,453 -47.29% $ 118,740 $ 43,160 $ 84,081 $ 104,695 TOTAL FINES & FORFEITURES $ 81,148 -22.49% 29,006 24,332 275,067 500,000 1500-361-1021 Interest Income 515,000 3.00% 6,110 21,823 67,628 10,500 1500-361-2000 Dividend Income 55,000 423.81% $ 35,116 $ 46,155 $ 342,695 $ 510,500 Total Interest Income $ 570,000 11.66% 4,730 3,925 5,861 2,636 1010-362-1000 Rentals & Leases 1,318 -50.00% 26,568 26,568 26,568 26,568 1040-362-2010 Rental and Lease Income - Golf Tower 28,685 7.97% 211,348 223,681 268,335 269,073 1500-362-1000 Rental and Lease Income 301,096 11.90% $ 242,646 $ 254,174 $ 300,764 $ 298,277 Total Rents and Royalties $ 331,099 11.00% - - - - 1500-364-1030 Sale of Surplus - Land 926,100 100.00% $ - $ - $ - $ - Total Disposal of Fixed Assets $ 926,100 0.00% 1,474 10,227 440 - 0800-366-1000 Contributions/Donations - Police - 0.00% 001-Revenues 9/18/2020 10:50 AM 54  001 GENERAL FUND - REVENUES Actual Budget 2019-20 2020-21 % 2016-17 2017-18 2018-19 Adopted Adopted Change - - 7,645 - 0800-366-1040 Contributions/Donations - K-9 - 0.00% 1,750 750 1,000 - 0800-366-3010 Designated Donations - 0.00% 1,217 1,853 715 - 0900-366-1060 Contributions/Donations - Fire - 0.00% 14,173 - - - 1000-366-1000 Contributions/Donations - Recreation - 0.00% 2,679 - 32,232 - 1000-366-2010 Contributions/Donations - Recreation - 0.00% 7,500 - - - 1000-366-3010 Designated Donations - Recreation - 0.00% 4,704 5,144 4,973 - 1060-366-2010 Contributions/Donations - Library - 0.00% 930 1,015 586 - 1070-366-2010 Contributions/Donations - Museum - 0.00% 1,012 - - - 1070-366-3010 Designated Donations - Museum - 0.00% 17,211 1,350 - - 1500-366-1000 Contributions/Donations - General - 0.00% 2,700 20,000 - - 1500-366-6000 Contributions/Donations - Capital - 0.00% $ 55,350 $ 40,340 $ 47,590 $ - Total Contributions/Donations $ - 0.00% 21,734 - - - 0800-369-9000 Abandoned Property - 0.00% 1,048 1,574 1,168 1,600 0000-369-9091 Discounts 1,200 -25.00% - 97,568 - - 1500-369-3000 Proceeds - Insurance - 0.00% 360 360 360 360 1500-369-5000 Proceeds - Sales Tax Credit 360 0.00% 35,725 57,246 61,069 45,000 1500-369-9000 Miscellaneous 35,620 -20.84% $ 58,866 $ 156,749 $ 62,597 $ 46,960 Total Other Revenues $ 37,180 -20.83% - - 350,000 - 1500-388-1030 Sale of Land Proceeds - 0.00% $ - $ - $ 350,000 $ - Total Cap Asset Disposal Proceeds $ - 0.00% $ 391,978 $ 497,417 $ 1,103,646 $ 855,737 TOTAL INTEREST & OTHER REVENUES $ 1,864,379 117.87% 20,217 - - 34,000 1600-381-2400 Transfer from Beal Memorial Cemetery Fund 60,000 76.47% 618,208 642,721 642,721 675,889 1600-382-4100 Transfer from Utilities Fund 702,595 3.95% 143,531 146,401 146,401 227,619 1600-382-4300 Transfer from Sanitation Fund 240,459 5.64% - 58,251 58,251 60,816 1600-382-4500 Transfer from Stormwater Fund 60,228 -0.97% $ 781,956 $ 847,373 $ 847,373 $ 998,325 Total Interfund Transfers $ 1,063,282 6.51% - - 1,377,200 - 1500-384-1078 Proceeds from Debt - 0.00% $ - $ - $ 1,377,200 $ - Total Proceeds from Debt/Loans $ - 0.00% - - - - 1600-389-9100 Appropriation from Unassigned Fund Balance 1,006,684 100.00% - - - 1,118,639 1600-389-9600 Approp. from Restricted Fund Balance - 1/2 Cent Sales Tax - -100.00% $ - $ - $ - $ 1,118,639 Total Non-Operating Sources $ 1,006,684 -10.01% $ 781,956 $ 847,373 $ 2,224,573 $ 2,116,964 TOTAL TRANSFERS IN $ 2,069,966 -2.22% $ 19,888,591 $ 21,091,491 $ 23,477,868 $ 26,730,208 TOTAL FUND REVENUES $ 26,802,966 0.27% 001-Revenues 9/18/2020 10:50 AM 55  001 GENERAL FUND - 0100 CITY COUNCIL Actual Budget 2019-20 2020-21 % 2016-17 2017-18 2018-19 Adopted Adopted Change Revenues: - - 125 - 341-9120 Election Qualifying Fees 200 0.00% $ - $ - $ 125 $ - TOTAL REVENUES $ 200 0.00% Personal Services: 40,319 40,708 40,708 41,356 511-1100 Executive Salaries 41,243 -0.27% 2,506 2,536 2,530 2,564 511-2100 FICA Taxes 2,557 -0.28% 586 593 592 600 511-2101 Medicare 598 -0.35% 103,574 121,032 129,278 131,064 511-2300 Dental, Life & Health Insurance 146,994 12.15% 64 77 74 76 511-2400 Worker's Compensation 76 0.00% $ 147,049 $ 164,946 $ 173,182 $ 175,660 Total Personal Services $ 191,467 9.00% Operating Expenditures: 995 166,857 - - 511-3100 Professional Services - 0.00% 94,704 - 80,930 98,000 511-3101 Legal Services 103,000 5.10% 82,710 82,710 82,710 82,710 511-3400 Other Services 85,192 3.00% 7,487 5,727 7,319 12,000 511-4000 Travel and Per Diem 12,000 0.00% 106 118 124 117 511-4100 Communication Services 53 -54.70% 500 - - - 511-4400 Rentals & Leases - 0.00% - - - 100 511-4700 Printing & Binding - -100.00% - - - 1,000 511-4801 Special Events 2,000 100.00% 13,320 - 14,790 - 511-4910 Election Expense 17,000 100.00% 12,551 2,992 4,688 8,000 511-5200 Operating Supplies 6,000 -25.00% 115 - 601 800 511-5210 Uniform Expense 800 0.00% - - 930 - 511-5231 Computer Hardware/Software - 0.00% 4,477 4,309 3,403 3,074 511-5400 Books, Dues & Publications 3,267 6.28% 5,388 4,246 6,484 7,000 511-5500 Training 7,000 0.00% Non-Operating: 41,940 42,430 41,917 42,298 511-8200 Grants & Aids 42,367 0.16% $ 264,293 $ 309,389 $ 243,896 $ 255,099 Total Operating Expenditures $ 278,679 9.24% Debt Service 182 182 166 - 581-9121 Transfer to Debt Service Fund - 0.00% $ 182 $ 182 $ 166 $ - Total Debt Service $ - 0.00% $ 411,524 $ 474,517 $ 417,244 $ 430,759 TOTAL EXPENSES $ 470,146 9.14% $ (411,524) $ (474,517) $ (417,119) $ (430,759) NET REVENUE / (EXPENSE) $ (469,946) 9.10% 56 0100-City Council 8/30/2020 7:04 PM CITY COUNCIL Share of City Budget $470,146, DESCRIPTION 0.9% The City Council is the legislative body of the City. It is comprised of the Mayor and seven Council members, elected on a citywide basis in odd years for four-year, staggered terms. City Council meets on the second and fourth Tuesday of each month at 6:00pm in the Council Chambers located at City Hall. The City Council appoints the City Manager, City Clerk, City Attorney, and members of Boards and Committees, as well as adopts ordinances and resolutions setting City policy. City Council’s primary responsibility is to shape public policy in order to achieve the citizens’ desires for the future. As time passes, the complexion of a community, its residents, and leaders change, as do the priorities of the community. There is probably no more daunting task that any community faces than planning for its future and identifying future priorities. The Strategic Plan is a multiyear plan and the budget process determines which parts of the plan receive resources each year. Each Strategic Plan Objective falls in line with the City’s Vision, Mission Statement and Core Values. MISSION To enhance and protect the Community by providing quality services. VISION The City of Fort Walton Beach: a recognized leader in the provision of Community Service. STRATEGIC PLAN FY21 Plan Initiative Plan Objective Status #1 Safe and Livable Continue to enhance Public Safety Departments by increasing services provided Community for Citizens through Police & Fire; in FY 21, three additional Community Liaision Officers will be added in the FWBPD to create a more efficient connection with the community. Create programs to address results of initial Quality of Life survey. #2 A Government that Continue to maintain the City's financial stability and sustainability through Maximizes the City responsible budgeting, evaluating alternate revenue sources and improving service efficiencies utilizing technology. #3 Support Intelligent Growth Continue implementation of the CTP and Downtown Master Plan while working with FDOT on the Around the Mound project; create a Community Dashboard to inform citizens of city services and enhance citizen engagement. #4 Maintain a Well-Trained, Continue to implement the Pay & Classification Study recommendations to Talented and Engaged recruit and retain employees. Municipal Workforce 57  001 GENERAL FUND - 0200 CITY MANAGER Actual Budget 2019-20 2020-21 % 2016-17 2017-18 2018-19 Adopted Adopted Change Revenues: Division Does Not Generate Revenue $ - $ - $ - $ - TOTAL REVENUES $ - 0.00% Personal Services: 3.00 3.00 3.00 3.00 Number of Funded Employees (FTE's) 3.00 131,293 128,715 130,421 134,154 512-1100 Executive Salaries 136,673 1.88% 99,917 106,096 124,935 136,149 512-1200 Regular Salaries 137,409 0.93% 54 - - 271 512-1201 Service Awards 162 0.00% 13,676 14,730 14,834 16,403 512-2100 FICA Taxes 16,457 0.33% 3,419 3,607 3,678 3,836 512-2101 Medicare 3,849 0.33% 75,914 130,370 122,111 52,159 512-2200 Retirement Contributions 41,943 -19.59% 2,159 2,350 4,624 5,593 512-2204 Retirement Contributions - DC Plan 5,664 1.27% 6,698 6,867 7,052 7,100 512-2210 Deferred Compensation 7,222 1.72% 17,498 17,948 26,026 30,847 512-2300 Dental, Life & Health Insurance 34,077 10.47% 412 491 507 540 512-2400 Worker's Compensation 542 0.44% $ 351,040 $ 411,174 $ 434,188 $ 387,052 Total Personal Services $ 383,998 -0.79% Operating Expenditures: 1,475 6,764 5,866 4,788 512-3100 Professional Services 4,788 0.00% 7,814 3,395 5,343 6,950 512-4000 Travel and Per Diem 6,950 0.00% 1,949 1,616 1,835 1,592 512-4100 Communication Services 1,529 -3.98% 24 36 12 155 512-4200 Postage 155 0.00% - 6 7 75 512-4620 Vehicle / Maintenance Repair 75 0.00% 117 73 68 65 512-4700 Printing & Binding 65 0.00% 369 - - - 512-4800 Promotional Activities 500 100.00% - - 72 200 512-5100 Office Supplies 200 0.00% 4,226 2,342 1,274 3,568 512-5200 Operating Supplies 3,568 0.00% - 206 675 500 512-5204 Fuel & Oil 2,000 0.00% 109 - 397 300 512-5210 Uniform Expense 300 0.00% 333 120 - - 512-5231 Computer Hardware/Software - 0.00% 3,328 3,181 3,073 3,250 512-5400 Books, Dues & Publications 1,697 -47.78% 3,817 1,936 2,889 2,010 512-5500 Training 2,010 0.00% $ 22,086 $ 19,675 $ 21,511 $ 23,453 Total Operating Expenditures $ 23,837 1.64% Capital Outlay: - 25,135 - - 512-6404 Trucks - 0.00% $ - $ 25,135 $ - $ - Total Capital Outlay $ - 0.00% Debt Service 545 545 499 - 581-9121 Transfer to Debt Service Fund - 0.00% $ 545 $ 545 $ 499 $ - Total Debt Service $ - 0.00% $ 373,671 $ 456,529 $ 456,198 $ 410,506 TOTAL EXPENSES $ 407,835 -0.65% $ (373,671) $ (456,529) $ (456,198) $ (410,506) NET REVENUE / (EXPENSE) $ (407,835) -0.65% 0200-City Manager 9/1/2020 4:09 PM 58 CITY MANAGER Share of City Budget $407,835, 0.8% DESCRIPTION The City Manager is the chief administrative official for the City. The City Manager's office coordinates, implements, and evaluates all policies, procedures, and programs; recommends and provides information to City Council; proposes the annual budget; provides an avenue for citizens to direct their requests, complaints, and needs; and provides communications and support by overseeing information technology and serving as a liaison between departments, the media, and citizens. MISSION Support the City Council in the development of policy by assembling and analyzing data and making recommendations; provide leadership and direction to employees in implementation of policies, programs, and daily operations; and ensure that the City of Fort Walton Beach government provides municipal services and infrastructure necessary for a high quality of life for our citizens in a fiscally responsible manner. Actual YTD thru 06/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY21) 2016-17 2017-18 2018-19 2019-20 2019-20 2020-21 Promote Organizational Efficiency Overall Employee Satisfaction (Strongly Agree & Agree) 81.0% 86.0% 83.0% 85% 80% 80% Performance Excellence / Leadership Training Courses 8 10 16 0 10 10  Use results from Quality of Life Survey to improve services offered to citizens and business owners.  Continue to effectively market the City to citizens, visitors, and potential business owners.  Continue the implementation of the Downtown Master Plan & CTP Master Plan in coordination with stakeholders. FUTURE GOALS (FY22 & FY23)  Coordinate with FDOT on the Around the Mound & Brooks Bridge projects.  Implement initiatives from a branding and identity study for the City and its various districts.  Create a neighborhood redevelopment partnership program with developers and contractors. PRIOR YEAR ACCOMPLISHMENTS (FY20)  Updated the Strategic Plan with City Council to continue the positive direction of the City.  Completed the initial Quality of Life survey to identify areas for improvement.  Enhanced the City's messaging capabilities to ensure citizens are well informed.  Navigated through the COVID-19 Pandemic to maintain City operations. City Manager 0200 Public Information Executive Asst Officer 0200 0200 Recreation Public Works Growth Mgmt Finance Fire Human Resources Police Services Utilities Director Director Director Chief Director Chief Director 1300 1200 0500 0900 0300 0800 1000 59  001 GENERAL FUND - 0300 HUMAN RESOURCES Actual Budget 2019-20 2020-21 % 2016-17 2017-18 2018-19 Adopted Adopted Change Revenues: Division Does Not Generate Revenue $ - $ - $ - $ - TOTAL REVENUES $ - 0.00% Personal Services: 3.60 4.60 4.70 4.00 Number of Funded Employees (FTE's) 4.00 82,617 84,145 86,080 88,544 513-1100 Executive Salaries 92,289 4.23% 91,219 106,213 123,791 119,900 513-1200 Regular Salaries 122,840 2.45% - - - 54 513-1201 Service Awards 54 0.00% 200 - - - 513-1202 Incentive/Merit Pay - 0.00% - 6,088 - - 513-1300 Part-Time Wages - 0.00% 883 112 - - 513-1400 Salaries - Overtime - 0.00% 10,897 11,735 12,760 12,692 513-2100 FICA Taxes 13,022 2.60% 2,548 2,744 2,984 2,968 513-2101 Medicare 3,045 2.61% 13,772 - - - 513-2200 Retirement Contributions - 0.00% 8,198 11,241 11,909 12,455 513-2204 Retirement Contributions - DC Plan 12,877 3.39% 11,216 13,820 8,809 7,394 513-2300 Dental, Life & Health Insurance 24,688 233.89% 296 394 398 396 513-2400 Worker's Compensation 404 1.95% $ 221,846 $ 236,492 $ 246,731 $ 244,403 Total Personal Services $ 269,219 10.15% Operating Expenditures: 27,441 38,972 38,493 43,781 513-3100 Professional Services 44,690 2.08% 10,678 13,163 14,099 12,750 513-3102 Employee Physicals & Immunizations 24,200 89.80% 2,616 - - - 513-3400 Other Services - 0.00% 5,134 2,135 3,902 3,200 513-4000 Travel and Per Diem 3,200 0.00% 1,263 1,423 1,429 1,244 513-4100 Communication Services 827 -33.51% 280 703 191 100 513-4200 Postage 100 0.00% 486 481 2,411 487 513-4400 Rentals & Leases 494 1.54% 1,218 1,096 443 500 513-4700 Printing & Binding 500 0.00% - 400 263 650 513-4800 Promotional Activities 650 0.00% - - 21,325 - 513-4901 Recruitment/Relocation - 0.00% 825 50 600 250 513-4920 Advertising 250 0.00% 2,331 1,845 2,123 2,600 513-5100 Office Supplies 2,300 -11.54% 5,801 9,738 12,572 8,215 513-5200 Operating Supplies 8,215 0.00% 78 417 139 400 513-5210 Uniform Expense 400 0.00% 1,646 811 328 - 513-5231 Computer Hardware/Software - 0.00% 533 732 532 420 513-5400 Books, Dues & Publications 460 9.52% 7,154 12,929 7,433 900 513-5500 Training 1,075 19.44% $ 67,484 $ 84,895 $ 106,283 $ 75,497 Total Operating Expenditures $ 87,362 15.72% Debt Service 757 908 832 - 581-9121 Transfer to Debt Service Fund - 0.00% $ 757 $ 908 $ 832 $ - Total Debt Service $ - 0.00% $ 290,087 $ 322,295 $ 353,846 $ 319,899 TOTAL EXPENSES $ 356,581 11.47% $ (290,087) $ (322,295) $ (353,846) $ (319,899) NET REVENUE / (EXPENSE) $ (356,581) 11.47% 0300-HR 8/30/2020 8:06 PM 60 HUMAN RESOURCES Share of City Budget $356,581, 0.7% DESCRIPTION Human Resources recruits new employees and works to retain existing employees, maintains personnel records, coordinates employee benefits, and enforces personnel policies. MISSION Provide effective personnel services through the development, implementation, and equitable administration of policies and procedures; recruit qualified personnel; maintain a well-trained work force; and foster productivity, innovation, and a climate of success in the workplace. Actual YTD thru 06/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY21) 2016-17 2017-18 2018-19 2019-20 2019-20 2020-21 Attract and Retain a High-Quality Workforce Career Development and Training Classes Held 49 29 14 9 20 22 Employees Recognized (Yearly) 72 36 74 42 50 50 Managers Recognized (Yearly) 13 13 17 14 10 10 Turnover: Public Safety Personnel 16% 5% 19% 8% 10% 11 Turnover: Non-Public Safety Personnel 46% 59% 48% 3% 20% 20  Rollout of performance evaluation training program  On line - Training  Provide additional training options for employees  Establish quarterly combined welness and safety committee meetings  Continue to build health and wellness committee  Focus on Health & Wellness (Health & Wellness Fair, Lunch & Learns, etc. ) FUTURE GOALS (FY22 & FY23)  Promote health & wellness, control insurance cost and promote a high-quality workforce and environment of continual improvement. PRIOR YEAR ACCOMPLISHMENTS (FY20)  Performance Evaluations & Personnel Manual Review  Wellness fair  Insurance - Open Enrollment  Finalize updated Personnel Manual  Police Promotional Test  Fire Entry Level Testing 61  001 GENERAL FUND - 0310 RISK MANAGEMENT Actual Budget 2019-20 2020-21 % 2016-17 2017-18 2018-19 Adopted Adopted Change Revenues: Division Does Not Generate Revenue $ - $ - $ - $ - TOTAL REVENUES $ - 0.00% Operating Expenditures: 487,964 492,652 513,540 517,289 519-4500 Insurance 637,189 23.18% 159,877 34,225 88,740 50,000 519-4501 Unrecovered Insurance Claims 106,980 113.96% - 5,832 - - 519-5200 Operating - 0.00% - - 3,611 - 519-5226 Agency Account Spending - 0.00% $ 647,841 $ 532,709 $ 605,891 $ 567,289 Total Operating Expenditures $ 744,169 31.18% $ 647,841 $ 532,709 $ 605,891 $ 567,289 TOTAL EXPENSES $ 744,169 31.18% $ (647,841) $ (532,709) $ (605,891) $ (567,289) NET REVENUE / (EXPENSE) $ (744,169) 31.18% 0310-Risk Mgmt 8/30/2020 8:08 PM 62 RISK MANAGEMENT Share of City Budget $744,169, DESCRIPTION 1.5% Risk Management is responsible for protecting the City from liability through risk retention and transfer, claims handling, and safety programs. The City's safety program aims to reduce illness and injury to employees and citizens. MISSION Continuously develop, manage and improve insurance and safety/occupational services to provide quality, cost effective support to our customers and to protect the City's financial well being. Actual YTD thru 03/31 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY21) 2016-17 2017-18 2018-19 2019-20 2019-20 2020-21 Reduce Workers Compensation Expense Workers Compensation Accidents 56 51 48 35 35 30 Workers Compensation Accidents with Injuries 41 37 40 27 10 10 Workers Compensation Lost Work Days 48 16 46 19 10 5 Workers Compensation Open Claims 44 35 34 28 5 5 Workers Compensation Experience Modification 0.80 0.80 0.88 0.80 1.00 0.88 Minimize Liability Exposure At-Fault Employee Vehicle & Equipment Incidents 25 23 15 16 5 4 Provide a Safe Workplace Safety Training Classes Held 4 2 14 0 15 15  Reduce workers compensation accident frequency, accidents with injuries, and lost work hours through improved safety training.  Reduce at-fault employee vehicle and equipment incidents through improved safety program.  Offer avenues of safety training to promote a safe workplace and environment of continual improvement.  Develop on-line safety training programs for employees (HR Training Lab).  Establish and implement FMCSA clearinghouse database FUTURE GOALS (FY22 & FY23)  Reduce workers compensation experience modification factor  Develop on-line safety training programs for employees (HR Training Lab).  Enhance wellness program and development wellness incentives. PRIOR YEAR ACCOMPLISHMENTS (FY20)  Provided drug-free workplace training for all supervisors. 63  001 GENERAL FUND - 0320 INFORMATION TECHNOLOGY Actual Budget 2019-20 2020-21 % 2016-17 2017-18 2018-19 Adopted Adopted Change Revenues: Division Does Not Generate Revenue $ - $ - $ - $ - TOTAL REVENUES $ - 0.00% Personal Services: 2.00 4.00 4.00 4.00 Number of Funded Employees (FTE's) 4.00 127,519 159,506 214,813 222,852 516-1200 Regular Salaries 226,649 1.70% - 527 - - 516-1300 Temp Employee - 0.00% 111 - - - 516-1503 Auto Allowance - 0.00% 7,372 9,266 11,540 11,836 516-2100 FICA Taxes 12,147 2.63% 1,724 2,167 2,699 2,768 516-2101 Medicare 2,841 2.64% 22,979 26,797 - - 516-2200 Retirement Contributions - 0.00% 1,226 5,304 11,176 12,268 516-2204 Retirement Contributions - DC Plan 12,513 2.00% 22,562 35,152 44,628 50,416 516-2300 Dental, Life & Health Insurance 55,717 10.51% 216 322 408 423 516-2400 Worker's Compensation 431 1.82% $ 183,709 $ 239,041 $ 285,264 $ 300,564 Total Personal Services $ 310,298 3.24% Operating Expenditures: 116,823 113,098 167,101 119,186 516-3100 Professional Services 193,046 61.97% 1,835 1,038 1,558 1,239 516-4000 Travel and Per Diem 1,239 0.00% 25,281 16,230 26,075 27,468 516-4100 Communication Services 29,536 7.53% - - 2 - 516-4200 Freight & Postage - 0.00% 177 243 73 - 516-4620 Vehicle Repair - 0.00% 2,425 3,076 3,098 8,500 516-4630 Equipment Repair 6,000 -29.41% 2,690 2,530 1,294 1,500 516-5200 Operating Supplies 1,500 0.00% - 181 149 140 516-5204 Fuel & Oil 144 3.00% 40 382 396 400 516-5210 Uniform Expense 400 0.00% 6,991 5,202 14,301 8,000 516-5231 Computer Hardware/Software 8,000 0.00% 739 - - - 516-5233 Tools - 0.00% 2,616 2,438 2,547 2,470 516-5400 Books, Dues & Publications 3,003 21.58% 410 727 - 495 516-5500 Training 495 0.00% $ 160,027 $ 145,145 $ 216,594 $ 169,398 Total Operating Expenditures $ 243,364 43.66% Capital Outlay: - 17,567 - - 516-6420 Computer Hardware/Software - 0.00% $ - $ 17,567 $ - $ - Total Capital Outlay $ - 0.00% Debt Service 757 908 832 - 581-9121 Transfer to Debt Service Fund - 0.00% $ 757 $ 908 $ 832 $ - Total Debt Service $ - 0.00% $ 344,493 $ 402,661 $ 502,690 $ 469,962 TOTAL EXPENSES $ 553,663 17.81% $ (344,493) $ (402,661) $ (502,690) $ (469,962) NET REVENUE / (EXPENSE) $ (553,663) 17.81% 0320-Info Tech 8/30/2020 8:12 PM 64 INFORMATION TECHNOLOGY Share of City Budget $553,663, 1.1% DESCRIPTION Information Technology is responsible for the operation and maintenance of the City's network, computers, servers, website, and telecommunications in order to facilitate the daily work of employees as well as provide easily accessible information and services to citizens. MISSION Provide Citywide information technology services that are secure and highly accessible. Actual YTD thru 06/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY21) 2016-17 2017-18 2018-19 2019-20 2019-20 2020-21 Provide Current Technology to Users Computers, Servers, Laptops & Tablets Replaced 15% 11% 19% 10% 20% 20% Police Laptops Replaced 0% 5% 20% 14% 20% 20% Support Department Productivity by Minimizing Downtime Hours of Downtime: Public Safety (police & fire) 12 5 15 1 10 10 Hours of Downtime: Non-Public Safety 18 6 4 1 20 20  Ensure current technology to users by replacing desktop computers and servers that are 5 years old.  Ensure current technology to police department by replacing laptops every five years.  Ensure no more than 10 hours of downtime for public safety personnel and 20 hours for non-public safety personnel.  Implement new server and network infrastructure hardware  Citywide IT Assessment. FUTURE GOALS (FY22 & FY23)  Continue to implement new technology to increase security on the City's network. PRIOR YEAR ACCOMPLISHMENTS (FY20)  Purchased 7 rugged laptops for PD per 5 year plan.  Purchased 26 desktops, 7 laptops, and 9 tablets per 5 year plan. 65  001 GENERAL FUND - 0400 CITY CLERK Actual Budget 2019-20 2020-21 % 2016-17 2017-18 2018-19 Adopted Adopted Change Revenues: - - - 396 341-9300 Photo Copies/Certifying 400 1.01% $ - $ - $ - $ 396 TOTAL REVENUES $ 400 1.01% Personal Services: 2.50 2.50 2.40 2.00 Number of Funded Employees (FTE's) 2.00 67,403 68,837 73,402 75,502 512-1100 Executive Salaries 75,252 -0.33% 39,016 40,926 41,328 43,775 512-1200 Regular Salaries 44,398 1.42% - 108 271 - 512-1201 Service Awards - 0.00% 30 136 46 25 512-1400 Salaries - Overtime 25 0.00% 6,203 6,432 6,815 7,041 512-2100 FICA Taxes 7,210 2.40% 1,451 1,504 1,594 1,646 512-2101 Medicare 1,686 2.44% 14,038 25,782 24,691 22,529 512-2200 Retirement Contributions 17,360 -22.94% 5,039 5,155 5,334 5,663 512-2204 Retirement Contributions - DC Plan 11,288 99.33% 16,930 17,880 13,390 13,936 512-2300 Dental, Life & Health Insurance 16,422 17.84% 180 219 216 227 512-2400 Worker's Compensation 227 0.18% $ 150,290 $ 166,979 $ 167,087 $ 170,344 Total Personal Services $ 173,869 2.07% Operating Expenditures: 40,273 27,236 38,979 35,506 512-3100 Professional Services 34,868 -1.80% 2,912 1,722 2,173 3,254 512-4000 Travel and Per Diem 3,254 0.00% 740 668 680 784 512-4100 Communication Services 729 -7.04% 336 79 117 300 512-4200 Postage 300 0.00% 2,985 3,069 2,867 11,696 512-4400 Rentals & Leases 1,810 -84.53% 1,762 741 604 2,000 512-4912 Recording Fees 2,000 0.00% 12,126 9,828 12,684 12,000 512-4915 Legal Advertising 12,000 0.00% 634 417 760 1,500 512-5100 Office Supplies 1,500 0.00% 1,659 1,707 1,797 2,000 512-5101 Office Supplies - City Hall Copier (Dept Alloc) 2,000 0.00% 13 6,979 1,258 1,200 512-5200 Operating Supplies 1,200 0.00% - - 139 200 512-5210 Uniform Expense 200 0.00% - 811 43 - 512-5231 Computer Hardware/Software - 0.00% 593 671 642 570 512-5400 Books, Dues & Publications 760 33.33% 1,144 1,589 2,205 1,890 512-5500 Training 1,650 -12.70% $ 65,177 $ 55,517 $ 64,948 $ 72,900 Total Operating Expenditures $ 62,271 -14.58% Debt Service 514 363 333 - 581-9121 Transfer to Debt Service Fund - 0.00% $ 514 $ 363 $ 333 $ - Total Debt Service $ - 0.00% $ 215,981 $ 222,859 $ 232,368 $ 243,244 TOTAL EXPENSES $ 236,139 -2.92% $ (215,981) $ (222,859) $ (232,368) $ (242,848) NET REVENUE / (EXPENSE) $ (235,739) -2.93% 0400-City Clerk 8/30/2020 8:19 PM 66 CITY CLERK Share of City Budget $236,139, 0.5% DESCRIPTION The City Clerk is a Charter Officer, appointed by and reporting to, the City Council. The City Clerk performs as part of the Administrative Branch of the City. The Clerk serves as the custodian of the City seal, custodian of records, and provides administrative support to the Mayor and City Council. MISSION Provide professional, knowledgeable and accurate service to the Mayor and City Council Members, the public, and other Municipal departments by preparing agendas and minutes, processing and monitoring records requests, and updating the Code of Ordinances and Land Development Code. Actual YTD thru 06/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY21) 2016-17 2017-18 2018-19 2019-20 2019-20 2020-21 Continue to properly maintain public records Boxes Scanned/Destroyed 47 45 77 31 50 50 Documents Recorded with County 46 31 33 28 40 30 Requisitions/Purchase Orders 18 16 25 14 15 20 Continue to provide prompt & professional customer service Public records requests & Public records requested $ generated 621 / $688 757/$3,924 916/$199 354/$236 600/$500 600/$500 Legal/Display Ads 26 19 30 16 20 20 Lien requests/dollars generated 431 / $10,572406/$16,200 509/$18,198 320/$9,696 400/$10,000 450/$12,000 Number of pages transcribed (Council/Board/Comm) 239 213 317 163 225 225 Continue to provide professional administrative support Contracts/Leases/Agreements/MOA/MOU processed 53 51 57 32 50 50 Number of Council and Board/Committee meetings 57 55 61 27 50 50 Ordiances & Resolutions approved by Council 40 27 43 9 35 30 Implement Phase II of the Public Records Request Management Software System, JustFOIA to increase productivity and accountability, to  provide monitoring capabilities of the status of requests, and to maintain history.  Provide Code of Ordinance and Land Development Code additions and revisions to Municode immediately after approval for posting . FUTURE GOALS (FY22 & FY23)  Continue to add methods/processes to increase and improve online accessibility for employees and the public.  Continue to purge electronic files that have exceeded their retention date. PRIOR YEAR ACCOMPLISHMENTS (FY20) Partially implemented the Public Records Request Management Software System, JustFOIA, to increase productivity and accountability, to  provide monitoring capabilities of the status of requests, and to maintain history. First Phase implemented in the the Police Department.  Streamlined Lien Searches which minimized multiple staff interruptions. City Clerk 1 FTE 0400 Admin Coordinator 1 FTE 67  001 GENERAL FUND - 0500 FINANCE Actual Budget 2019-20 2020-21 % 2016-17 2017-18 2018-19 Adopted Adopted Change Revenues: Division Does Not Generate Revenue $ - $ - $ - $ - TOTAL REVENUES $ - 0.00% Personal Services: 6.00 6.00 6.00 6.00 Number of Funded Employees (FTE's) 7.00 98,506 96,381 97,659 105,477 513-1100 Executive Salaries 102,842 -2.50% 222,176 220,029 231,192 241,220 513-1200 Regular Salaries 287,053 19.00% - - 217 513-1201 Service Awards 217 0.00% 114 824 1,067 400 513-1400 Overtime 400 0.00% 17,635 18,146 18,123 18,573 513-2100 FICA Taxes 22,618 21.78% 4,124 4,244 4,238 4,344 513-2101 Medicare 5,290 0.00% 95,695 136,393 120,052 67,588 513-2200 Retirement Contributions 34,721 -48.63% 4,748 7,669 6,827 8,386 513-2204 Retirement Contributions - DC Plan 15,858 89.11% 77,318 73,925 80,175 84,862 513-2300 Dental, Life & Health Insurance 84,869 0.01% 549 640 631 659 513-2400 Worker's Compensation 739 12.08% $ 520,865 $ 558,251 $ 559,964 $ 531,725 Total Personal Services $ 554,607 4.30% Operating Expenditures: 42,312 52,009 92,987 76,860 513-3100 Professional Services 76,755 -0.14% 56,359 64,574 68,907 59,458 513-3200 Annual Audit Services 59,458 0.00% - 197 2,595 - 513-3400 Other Services - 0.00% 7,837 7,556 6,485 8,550 513-4000 Travel and Per Diem 3,700 -56.73% 1,077 1,151 1,182 1,028 513-4100 Communication Services 756 0.00% 2,627 4,665 4,447 2,600 513-4200 Postage 4,500 73.08% 488 507 527 551 513-4610 Maintenance Contracts 575 4.36% 1,132 1,060 1,258 1,025 513-4700 Printing and Binding 1,275 24.39% 2 11 32 25 513-4903 Sales Tax Expense/Penalty 35 40.00% 4,035 3,649 4,725 4,350 513-5100 Office Supplies 4,350 0.00% 2,190 2,308 8,059 2,730 513-5200 Operating Supplies 2,730 0.00% 442 491 305 600 513-5210 Uniform Expense 600 0.00% 614 1,631 1,250 - 513-5231 Computer Hardware/Software - 0.00% 2,050 1,800 1,422 2,705 513-5400 Books, Dues & Publications 2,025 -25.14% 1,439 1,944 550 3,828 513-5500 Training 4,174 9.04% $ 122,604 $ 143,553 $ 194,731 $ 164,310 Total Operating Expenditures $ 160,933 -2.06% Debt Service 1,089 1,089 999 - 581-9121 Transfer to Debt Service Fund - 0.00% $ 1,089 $ 1,089 $ 999 $ - Total Debt Service $ - 0.00% $ 644,558 $ 702,893 $ 755,694 $ 696,036 TOTAL EXPENSES $ 715,540 2.80% $ (644,558) $ (702,893) $ (755,694) $ (696,036) NET REVENUE / (EXPENSE) $ (715,540) 2.80% 0500-Finance 8/30/2020 8:30 PM 68 FINANCE Share of City Budget $715,540, 1.4% DESCRIPTION Finance's primary function is to maintain financial stability for the City. Responsibilities include monitoring appropriations, revenues, and expenditures; developing policies and procedures relating to finance issues; ensuring compliance with City, State, and Federal regulations; and oversight of purchasing and customer service. MISSION Provide professional support in financial administration, uphold the public's trust and reliance on financial reports, and maintain the City's sound financial position and stability while offering quality services efficiently and responsively. Actual YTD thru 06/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY21) 2016-17 2017-18 2018-19 2019-20 2019-20 2020-21 Provide Accurate and Timely Financial Information Monthly Financial Reports Prepared within 20 Days 99% 98% 90% 83% 95% 95% Findings From External Auditors 0 0 5 4 0 0 Prepare Useful & Meaningful Financial Documents to the Public Achieve GFOA Distinguished Budget Presentation Award (possible points awarded) 95% 95% 95% 98% 95% 95% Achieve GFOA Certificate of Achievement for Financial Reporting    annual measure    Prepare 95% of monthly financial reports within 20 days of the end of the month to provide timely financial information.  Achieve growth beyond the rate of inflation for invested surplus funds.  Increase the number of grants awarded to the City through grant-writing training and new avenues of grant opportunities. FUTURE GOALS (FY22 & FY23)  Automate reporting process by converting monthly financial and budget reports to Q-Rep software.  Review and update all finance policies and procedures to ensure accuracy, completeness, and functionality.  Provide internal training opportunities for city staff to enable effective use of the available information within the City's computerized accounting system.  Create City centric communications report. PRIOR YEAR ACCOMPLISHMENTS (FY20)  Received GFOA Distinguished Budget Presentation Award and Certificate of Achievement for Financial Reporting. 69  001 GENERAL FUND - 0530 PURCHASING Actual Budget 2019-20 2020-21 % 2016-17 2017-18 2018-19 Adopted Adopted Change Revenues: Division Does Not Generate Revenue $ - $ - $ - $ - TOTAL REVENUES $ - 0.00% Personal Services: 2.75 3.00 3.00 3.00 Number of Funded Employees (FTE's) 3.00 122,298 120,846 126,549 133,323 513-1200 Regular Salaries 141,588 6.20% 54 162 - - 513-1201 Service Awards 108 100.00% 61 119 - 100 513-1400 Overtime 100 0.00% 7,613 7,356 7,696 8,082 513-2100 FICA Taxes 8,611 6.55% 1,781 1,720 1,800 1,890 513-2101 Medicare 2,014 6.55% 18,562 21,996 21,220 22,529 513-2200 Retirement Contributions 17,360 -22.94% 3,711 6,217 6,446 6,926 513-2204 Retirement Contributions - DC Plan 7,559 9.14% 9,784 7,003 7,597 7,890 513-2300 Dental, Life & Health Insurance 9,097 15.29% 209 244 239 253 513-2400 Worker's Compensation 269 0.00% $ 164,072 $ 165,663 $ 171,547 $ 180,994 Total Personal Services $ 186,706 3.16% Operating Expenditures: 7,931 8,234 7,922 8,162 513-3100 Professional Services 8,162 0.00% - - - 1,335 513-4000 Travel and Per Diem 1,335 0.00% 561 740 743 563 513-4100 Communication Services 212 0.00% 66 66 103 120 513-4200 Postage 120 0.00% - - 56 500 513-4630 Equipment Repair 500 0.00% - - 35 75 513-4700 Printing & Binding 75 0.00% - - - - 513-5100 Office Supplies 350 100.00% - - - 340 513-5204 Fuel & Oil 350 3.00% - - - 300 513-5210 Uniform Expense 300 0.00% 682 1,622 - - 513-5231 Computer Hardware/Software - 0.00% 285 285 285 285 513-5400 Books, Dues & Publications 804 182.11% - - 169 - 513-5500 Training - 0.00% $ 9,525 $ 10,947 $ 9,313 $ 11,680 Total Operating Expenditures $ 12,208 4.52% 545 726 666 - 581-9121 Transfer to Debt Service Fund - 0.00% $ 545 $ 726 $ 666 $ - Total Debt Service $ - 0.00% $ 174,142 $ 177,336 $ 181,526 $ 192,675 TOTAL EXPENSES $ 198,913 3.24% $ (174,142) $ (177,336) $ (181,526) $ (192,675) NET REVENUE / (EXPENSE) $ (198,913) 3.24% 0530-Purchasing 8/30/2020 9:33 PM 70 PURCHASING Share of City Budget $198,913, DESCRIPTION 0.4% Purchasing is responsible for the acquisition of supplies, materials, equipment, and other commodities needed for operations, as well as supervising the preparation and processing of all bids, proposals, quotations, and required advertisements. MISSION Procure goods and services at the best possible cost consistent with the quality needed to provide the best services to the public. Actual YTD thru 06/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY21) 2016-17 2017-18 2018-19 2019-20 2019-20 2020-21 Procure Products As Efficiently As Possible Purchases Made By Purchase Order n/a 2,986 3,279 2,569 2,800 2,900 Time Between Requisition Approval And Purchase Order Creation n/a 4% 2% 11% <5% <5%  Develop training documents for Purchasing Division to assure continuity of proper purchasing policies and city requirements.  Systematically update wording, requirements for formal bid documents. FUTURE GOALS (FY22 & FY23)  Update City Purchasing Policies and bring to City Council for approval. PRIOR YEAR ACCOMPLISHMENTS (FY20)  Updated active contract lists, and refined systems for tracking contract expirations. 71  001 GENERAL FUND - 0800 POLICE Actual Budget 2019-20 2020-21 % 2016-17 2017-18 2018-19 Adopted Adopted Change Revenues: 190,399 202,468 221,641 181,576 312-5200 Insurance Premium Tax - Police Pension 181,576 0.00% 135 180 105 100 329-4000 Taxi Permit/Bicycle Registration 100 0.00% 3,005 2,367 2,878 3,263 342-1000 Law Enforcment Services 2,500 -23.38% 9,016 2,688 - - 342-1300 Police Special Events - 0.00% 4,440 5,040 5,022 5,504 342-1800 Photo Copies 4,500 -18.24% 38,831 31,298 39,418 41,665 351-5000 Traffic Fines 37,964 -8.88% 20,959 17,598 19,771 19,911 351-5030 Traffic Fines - Law Enforcement Automation 20,213 1.52% 875 710 345 231 354-1100 Parking Citations 500 116.45% 1,650 2,275 1,000 1,243 354-1200 False Alarm Fines 1,243 0.00% 1,750 - 1,000 - 366-3010 Designated Donations - 0.00% - - - - 1592-331-1200 Federal COPS Grant 109,865 100.00% $ 271,059 $ 264,624 $ 291,180 $ 253,493 TOTAL REVENUES $ 358,461 41.41% Personal Services: 61.90 64.90 66.10 69.82 Number of Funded Employees (FTE's) 70.94 88,429 75,288 60,083 105,948 521-1100 Executive Salaries 106,567 0.58% 2,251,835 2,314,015 2,336,152 2,640,152 521-1200 Regular Salaries 2,802,220 6.14% - - - - 521-1200 Regular Salaries - COPS Grant 95,808 100.00% 866 1,137 650 324 521-1201 Service Awards 1,830 464.83% 100 100 - - 521-1202 Incentive/Merit Pay - 0.00% - 80,324 - 148,372 521-1300 Part-Time Wages 163,343 10.09% 168,416 182,088 261,538 240,000 521-1400 Salaries - Overtime 218,081 -9.13% 68,295 68,338 68,951 69,046 521-1401 Salaries - Overtime Holiday Worked 71,287 3.25% 57,180 64,510 44,441 94,223 521-1501 Incentive Pay 94,532 0.33% 3,890 5,747 5,619 6,000 521-1507 Clothing Allowance 6,600 10.00% 153,484 162,347 164,685 172,615 521-2100 FICA Taxes 189,263 9.64% - - - - 521-2100 FICA Taxes - COPS Grant 5,722 100.00% 35,895 37,968 38,515 40,370 521-2101 Medicare 44,263 9.64% - - - - 521-2101 Medicare - COPS Grant 1,338 100.00% 90,711 163,582 158,989 135,175 521-2200 Retirement Contributions - General Employees 69,442 -48.63% 506,474 739,416 645,604 789,717 521-2201 Retirement Contributions - Police Officers 991,986 25.61% - - - - 521-2201 Retirement Contributions - Police Officers - COPS Grant 4,556 100.00% 190,399 202,468 221,641 181,576 521-2203 Insurance Premium Tax - Police Pension 181,576 0.00% 18,873 13,833 12,384 20,175 521-2204 Retirement Contributions - DC Plan 15,916 -21.11% 375,530 382,030 381,756 585,775 521-2300 Dental, Life & Health Insurance 729,326 24.51% - - - - 521-2300 Dental, Life & Health Insurance - COPS Grant 27 100.00% 55,472 74,032 69,461 77,301 521-2400 Worker's Compensation 89,605 15.92% - - - - 521-2400 Worker's Compensation - COPS Grant 2,414 100.00% (51,636) - - - 521-1298 Salary Allocation Reimb from CRA Fund - 0.00% $ 4,014,213 $ 4,567,223 $ 4,470,469 $ 5,306,769 Total Personal Services $ 5,885,702 10.91% Operating Expenditures: 71,160 99,620 100,177 90,912 521-3100 Professional Services 95,385 4.92% 375 - - 1,000 521-3101 Legal 1,000 0.00% 376 299 253 1,000 521-3510 Information & Evidence 1,000 0.00% 16,477 28,403 17,419 25,000 521-4000 Travel and Per Diem 25,000 0.00% 98,634 29,785 32,350 34,865 521-4100 Communication Services 33,249 -4.64% 1,110 1,185 1,262 1,250 521-4200 Postage 1,250 0.00% 44,760 40,799 39,877 40,800 521-4300 Utilities 40,000 -1.96% 3,737 6,306 7,959 4,171 521-4400 Rentals & Leases 2,682 -35.69% 13,595 50,115 93,713 80,818 521-4610 Maintenance Contracts 85,850 6.23% 28,708 35,844 38,490 37,000 521-4620 Vehicle Repair 37,000 0.00% 2,373 1,742 1,361 3,000 521-4630 Equipment Repair 3,000 0.00% 0800-Police 8/30/2020 9:39 PM 72  001 GENERAL FUND - 0800 POLICE Actual Budget 2019-20 2020-21 % 2016-17 2017-18 2018-19 Adopted Adopted Change - - 2,832 - 521-4640 Building Maintenance - 0.00% 2,533 2,203 2,430 2,350 521-4700 Printing & Binding 2,350 0.00% 135 306 215 1,000 521-4904 Wrecker Expense 1,000 0.00% 6,540 6,440 7,243 7,500 521-5100 Office Supplies 9,033 20.44% 75,610 59,005 42,708 60,000 521-5200 Operating Supplies 62,535 4.23% 89,776 114,608 110,458 114,608 521-5204 Fuel & Oil 118,046 3.00% 62,596 26,130 27,509 29,250 521-5210 Uniform Expense 32,348 10.59% 21,598 16,716 19,856 20,000 521-5213 Ammunition Expense 20,000 0.00% 1,480 - - - 521-5222 Explorer Post Spending - 0.00% 225 2,232 - - 521-5223 Citizen Police Academy Alumni Donation Spending - 0.00% 297 - - - 521-5224 Coin/Pin Donation Spending - 0.00% 1,363 750 1,063 - 521-5226 Designated Donation Spending - 0.00% 1,985 16,973 5,003 500 521-5231 Computer Hardware/Software 500 0.00% 52,752 6,226 13,626 4,000 521-5233 Tools/Guns 4,000 0.00% 475 194 161 450 521-5250 Operating Supplies - Grounds Maintenance 450 0.00% 7,604 7,499 3,863 7,319 521-5400 Books, Dues & Publications 7,319 0.00% 19,475 15,807 13,182 25,000 521-5500 Training 25,000 0.00% $ 625,749 $ 569,187 $ 583,010 $ 591,793 Total Operating Expenditures $ 607,998 2.74% Capital Outlay: - 19,778 - - 521-6401 Office Furniture & Fixtures - 0.00% - 1,385 - - 521-6402 Equipment - 0.00% 373,320 291,713 105,214 176,000 521-6403 Passenger Vehicles 123,000 -30.11% 17,431 61,939 20,406 - 521-6406 Specialized Equipment - 0.00% 58,825 18,040 20,446 - 521-6420 Computer Hardware/Software - 0.00% $ 449,576 $ 392,855 $ 146,066 $ 176,000 Total Capital Outlay $ 123,000 -30.11% Debt Service 150,870 149,202 149,157 144,040 581-9121 Transfer to Debt Service Fund 144,018 -0.01% $ 150,870 $ 149,202 $ 149,157 $ 144,040 Total Debt Service $ 144,018 -0.01% $ 5,240,408 $ 5,678,464 $ 5,348,702 $ 6,218,601 TOTAL EXPENSES $ 6,760,718 8.72% $ (4,969,349) $ (5,413,840) $ (5,057,523) $ (5,965,108) NET REVENUE / (EXPENSE) $ (6,402,257) 7.33% 0800-Police 8/30/2020 9:39 PM 73 POLICE Share of City Budget $6,760,718, 12.0% DESCRIPTION Police Department functions include patrol, community policing, street crimes, investigations, communications, and records. The Police Department is responsible for enforcement of laws, minimizing illegal activity, criminal investigations, maintaining accurate law enforcement records. Community involvement to devise solutions and monitor resolutions is strongly promoted and a Citizens Police Academy is conducted to educate citizens about safety and enhance community based crime prevention efforts. MISSION Protect the welfare of citizens and their property and enhance public safety through proactive problem solving and increased community partnerships. Actual Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY21) YTD thru 06/30 2016-17 2017-18 2018-19 2019-20 2019-20 2020-21 Respond Promptly to Calls for Service Calls for Service na na na 23,286 40,000 Response Time: Top Priority Calls (min:sec, call received to on-scene) 2:02 4:05 2:32 1:02 2:25 2:00 Protect Life and Property Part 1 Crimes Reported na na na 367 -3% Increase number of Subscribers into the RUOK Program na 1 0 0 100% 100% Number of House Checks na na na 71 5% Number of Traffic Crashes na na na 771 -5% Promote Community Involvement Citizens Police Academy Participants (# of attendees) 11 0 20 0 15 Number of Community Engagement Events na na na 97 120 Training Employee training hours na na na 1,640 2,000 Number of employees trained in Crisis Intervention na na na 0 5  Achieve average response times (call received to officer on-scene) of under 2 minutes for emergency calls  Increase RUOK subscribers by 100% and respond within one hour to check on the subscriber who fails to acknowledge the verification call.  Conduct house checks for all subscribing citizens.  Conduct a Citizens Police Academy Class with at least 15 participants. FUTURE GOALS (FY22 & FY23)  Obtain Commission for Florida Law Enforcement Accrediation Certification  Decrease the number of traffic crashes through Education, Engineering and Enforcement  Locate and apply for additional funding through Public Grants  Colaborate with local stakeholders to improve publice welfare PRIOR YEAR ACCOMPLISHMENTS (FY20)  Weekly bike rides were conducted in business and residential neighborhoods to promote community engagement. Partnership was established with Ring Doorbell to allow residents to share video footage with Police Department and allow Police Department to  share messages with residents.  Improved inter-departmental communications and work jointly to improve the quality of life and welfare for residents and visitors  All Sworn Members of the Department attended specialized training such as Fair and Impartial Policing and Active Shooter.  Eight members of the Department received certification in Crisis Intervention Training.  Enhancement of technology with the addition of Rapid License Plate Readers and Crime Mapping.  Use of Force simulator and expanded training area. 74 75  001 GENERAL FUND - 0900 FIRE Actual Budget 2019-20 2020-21 % 2016-17 2017-18 2018-19 Adopted Adopted Change Revenues: 204,568 195,017 219,901 195,017 312-5100 Insurance Premium Tax - Fire Pension 219,901 12.76% - - - 2,500,000 325-1310 Fire Assessment Fee 1,152,767 -53.89% 4,534 2,475 30 - 329-2010 Fire Safety Plan Review 3,445 100.00% 10,713 10,735 10,596 9,096 335-2100 Fire Supplemental Compensation 9,096 0.00% 1,125 1,328 1,868 1,389 342-2200 Safety Permits & Licenses 1,500 7.99% 21,506 21,600 23,207 20,312 342-2700 Annual Safety Inspection Fees 20,500 0.93% - - - - 331-2055 Grant Revenue (Safer Grant - Year 2 of 3) 362,430 100.00% $ 242,446 $ 231,155 $ 255,602 $ 2,725,814 TOTAL REVENUES $ 1,769,639 -35.08% Personal Services: 37.00 37.00 37.00 44.00 Number of Funded Employees (FTE's) 44.00 99,311 101,435 103,768 106,738 522-1100 Executive Salaries 111,252 4.23% 1,825,164 1,864,699 1,909,527 2,444,298 522-1200 Regular Salaries 2,160,949 -11.59% - - - - 522-1200 Regular Salaries - Safer Grant FF 222,606 100.00% 541 487 650 921 522-1201 Service Awards 861 -6.51% 600 200 - 30,412 522-1202 Incentive Pay 33,309 9.53% 256,493 256,833 301,413 306,419 522-1400 Salaries - Overtime 313,130 2.19% 71,476 74,382 84,273 70,041 522-1401 Salaries - Overtime Holiday Supplement 76,997 9.93% 20,491 20,389 19,697 15,537 522-1501 Incentive Pay 25,920 66.83% 305 305 124 - 522-1506 Paramedic Pay - 0.00% 8,092 - - - 522-1508 Battalion Chief Pay - 0.00% 135,592 133,688 138,686 148,383 522-2100 FICA Taxes 141,171 -4.86% - - - - 522-2100 FICA Taxes - Safer Grant FF 9,943 100.00% 31,711 31,266 32,435 34,702 522-2101 Medicare 33,015 -4.86% - - - - 522-2101 Medicare - Safer Grant FF 2,325 100.00% 12,603 22,578 21,242 22,529 522-2200 Retirement Contributions - General Employees 17,360 -22.94% 794,144 1,089,746 1,016,560 1,231,466 522-2202 Retirement Contributions - Firefighters 1,297,013 5.32% - - - - 522-2202 Retirement Contributions - Safer Grant FF 93,513 100.00% 204,568 195,017 219,901 195,017 522-2203 Insurance Premium Tax - Fire Pension 219,901 12.76% 277,989 303,719 341,563 556,925 522-2300 Dental, Life & Health Insurance 467,902 -15.98% - - - - 522-2300 Dental, Life & Health Ins - Safer Grant FF 38,844 100.00% 77,265 104,716 106,135 119,077 522-2400 Worker's Compensation 112,157 -5.81% - - - - 522-2400 Worker's Compensation - Safer Grant FF 8,081 100.00% $ 3,816,345 $ 4,199,460 $ 4,295,974 $ 5,282,463 Total Personal Services $ 5,386,251 1.96% Operating Expenditures: 28,170 26,175 31,780 18,216 522-3100 Professional Services 19,251 5.68% 14,146 - 5,013 16,380 522-3102 Employee Physicals & Immunizations 17,600 7.45% NFPA/OSHA Annual Physicals 44 x $400 6,038 6,111 5,861 5,861 522-3400 Other Services 5,861 100.00% - 522-3450 Other Services - Grounds Maintenance - 0.00% 1,408 2,815 3,522 23,000 522-4000 Travel and Per Diem 20,000 -13.04% 17,092 14,701 23,532 11,657 522-4100 Communication Services 11,133 -4.49% 141 282 165 300 522-4200 Postage 300 0.00% 41,990 45,393 48,198 45,394 522-4300 Utilities 48,000 5.74% 2,645 3,734 1,385 1,452 522-4400 Rentals & Leases 863 -40.58% 12,753 13,417 10,422 14,504 522-4610 Maintenance Contracts 13,807 -4.80% 67,420 47,584 65,956 70,000 522-4620 Vehicle Repair 70,000 0.00% 4,105 7,116 6,750 15,000 522-4630 Equipment Repair 15,000 0.00% - - 2,350 - 522-4640 Building Maintenance - 0.00% 1,044 1,002 718 1,000 522-4700 Printing & Binding 1,000 0.00% 756 866 722 1,500 522-5100 Office Supplies 1,500 0.00% 38,590 43,934 18,688 42,400 522-5200 Operating Supplies 19,900 -53.07% 0900 - Fire 8/30/2020 9:42 PM 76  001 GENERAL FUND - 0900 FIRE Actual Budget 2019-20 2020-21 % 2016-17 2017-18 2018-19 Adopted Adopted Change 16,245 21,734 20,597 21,700 522-5204 Fuel & Oil 22,351 3.00% 13,746 12,986 12,969 18,800 522-5210 Uniform Expense 18,800 0.00% 574 8,798 3,006 5,000 522-5216 Medical Supplies 5,000 0.00% 1,202 1,728 1,649 - 522-5224 Donation Spending - 0.00% 434 1,622 - - 522-5231 Computer Hardware/Software - 0.00% 3,506 2,605 6,218 10,000 522-5234 Safety Supplies/Equipment 32,500 225.00% 475 194 216 - 522-5250 Operating Supplies - Grounds Maintenance - 0.00% 1,000 733 - 2,000 522-5261 Fire Dept Open House 2,000 0.00% 1,986 2,701 1,950 2,195 522-5400 Books, Dues & Publications 2,315 5.47% 7,995 8,015 9,298 11,900 522-5500 Training 12,400 4.20% - 1,020,927 - - Grant-Related Expenses - 0.00% $ 283,461 $ 1,295,173 $ 280,965 $ 338,259 Total Operating Expenditures $ 339,581 0.39% Capital Outlay: 21,256 5,127 - 522-6401 Office Furniture & Fixtures - 0.00% 24,290 3,216 - - 522-6402 Equipment - 0.00% 1,019 - 72,230 - 522-6403 Passenger Vehicles 27,000 100.00% 5,025 - - - 522-6407 Fire Equipment - 0.00% 8,155 7,205 - - 522-7200 Interest Payments - 0.00% $ 38,489 $ 31,677 $ 77,357 $ - Total Capital Outlay $ 27,000 100.00% Debt Service 191,922 190,715 190,837 244,487 581-9121 Transfer to Debt Service Fund 223,315 -8.66% $ 191,922 $ 190,715 $ 190,837 $ 244,487 Total Debt Service $ 223,315 -8.66% $ 4,330,217 $ 5,717,026 $ 4,845,133 $ 5,865,209 TOTAL EXPENSES $ 5,976,148 1.89% $ (4,087,771) $ (5,485,871) $ (4,589,531) $ (3,139,395) NET REVENUE / (EXPENSE) $ (4,206,508) 33.99% 0900 - Fire 8/30/2020 9:42 PM 77 FIRE Share of City Budget $5,976,148, 10.8% DESCRIPTION Fire Department functions include fire suppression, regulation, prevention, and inspection; emergency medical services, vehicle extrication; technical rescue; and hazardous materials response. The department coordinates the City's Emergency Management and Preparedness efforts and conducts public education efforts to prepare citizens to learn ways to better protect themselves from the ravages of fire and disaster. A Citizens Emergency Response Team (CERT) Program is conducted to educate citizens about safety and how to assist the community in the aftermath of a disaster. MISSION Ensure that fire prevention and suppression is paramount; advance life support service provides the best treatment available; the City is prepared to address major emergencies and disasters. Actual YTD thru 06/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY21) 2016-17 2017-18 2018-19 2019-20 2019-20 2020-21 Respond Promptly to Calls for Service Response Time Under 5 Minutes (dispatch to on-scene) 76% 64% 72% 79% >74% >74% Fire Code Review of Construction Plans Completed within 5 Business Days 100% 100% 100% 100% >89% >95% Minimize Injuries, Death, and Property Destruction One & Two Family Residential Structure Fires Confined to Room of Origin 73% 47% 50% 58% >70% >60% Patients in Full Cardiac Arrest Who Regain a Specified Heart Rhythm 38% 47% 33% 8% >19% >19% Reduce Liability Exposure Fire Personnel Injuries with Time Lost per 1000 Incidents 0.37 0.00 0.00 1.30 <0.5 Delete Property Damage and Equipment Loss $5,600 $450 $1,120 $800 <$2,000 Delete Promote Community Involvement Events, Programs, Outreach Initiatives 103 55 55 36 >49 >49  Achieve a response time (dispatch to on-scene arrival) of under 5 minutes at least 80% of the time.  Complete Fire Code review of construction plans within 5 business days of submission at least 95% of the time.  Ensure patients in full cardiac arrest regain a specified heart rhythm prior to ambulance arrival at least 19% of the time.  Contain structure fires to the room of orignin at least 61% of the time.  Conduct or attend at least 50 community and public relations events. FUTURE GOALS (FY22 & FY23)  Position the fire department so that it's less dependent on outside resources to accomplish its primary mission.  Implement Citizens Fire Academy to educate residents on the mission and operations of the Fire Department.  Review and update Continuity of Operations Plans and Comprehensive Emergency Management Plan for the City.  Complete advanced National Incident Management training for those personnel operating at the City EOC in times of disaster.  Decrease ISO rating to a Class 2 by taking advantage of better deployment of resources and increased staffing. PRIOR YEAR ACCOMPLISHMENTS (FY20)  Hired six (6) additional firefighters and Deputy Fire Chief to provide better fire protection staffing.  Ordered and received a new 2020 Pierce pumper and upgraded the Rescue Unit to a full Engine Company.  Emergency Management sucessfully provided unique plans and guidance through the unprecedented COVID-19 Pandemic.  Achieved a 93% approval rating on the City's inaugural Qaulity of Life Survey. 78  Fire Chief 1 FTE 0900 Assistant Fire Chief 1 FTE Admin Coordinator 1 FTE Battalion Chief Battalion Chief Battalion Chief Fire Marshal Shift A Shift B Shift C 1 FTE 1 FTE 1 FTE 1 FTE Captain Captain Captain 2 FTE 2 FTE 2 FTE Fire Insp Captain 1 FTE Driver Engineer Driver Engineer Driver Engineer 4 FTE 4 FTE 4 FTE Firefighter Firefighter Firefighter 6 FTE 6 FTE 6 FTE 79  001 GENERAL FUND - 0910 EMERGENCY MANAGEMENT Actual Budget 2019-20 2020-21 % 2016-17 2017-18 2018-19 Adopted Adopted Change Revenues: Division Does Not Generate Revenue $ - $ - $ - $ - TOTAL REVENUES $ - 0.00% Operating Expenditures: - - - - 522-4000 Travel and Per Diem 6,560 100.00% Governor's Hurricane Conf (6nights@$170X3 FL SERT TRAC Training (various topics/days) FEPA Conference (Annual and Mid-Year) - - - - 522-4100 Communication Services 6,600 100.00% Southern Linc Emerg Phones ($5/moX45 units) Pocket Stop - Mass Notification System Annl - - - - 522-5100 Office Supplies 250 100.00% EOC Supplies (folders/pens/paper/binders) - - - - 522-5200 Operating Supplies 1,500 100.00% Amateur Radio, Antenna, Accessories 522-5400 Books, Dues & Publications 100 100.00% Annual FEPA Dues (EM Coordinator) 522-5500 Training 1,200 100.00% FEPA Conferences (2) Governor's Hurricane Conf ($300 X 3) $ - $ - $ - $ - Total Operating Expenditures $ 16,210 100.00% Capital Outlay: $ - $ - $ - $ - Total Capital Outlay $ - 0.00% $ - $ - $ - $ - TOTAL EXPENSES $ 16,210 100.00% $ - $ - $ - $ - NET REVENUE / (EXPENSE) $ (16,210) 100.00% 0910-Emergency Mgmt 8/30/2020 9:43 PM 80  001 GENERAL FUND - 1000 RECREATION Actual Budget 2019-20 2020-21 % 2016-17 2017-18 2018-19 Adopted Adopted Change Revenues: 133,735 116,827 127,287 111,011 347-2000 Program Revenue 110,000 -0.91% 37,244 43,046 46,425 48,201 347-2011 Program Revenue - Not City Staff Provided 46,800 -2.91% 31,120 41,015 43,090 44,494 347-2100 Sponsorship Revenue 41,200 -7.40% 21,357 19,487 13,709 16,572 347-2200 Rentals - Auditorium, Rec Centers, etc. 12,100 -26.99% 20,775 16,560 18,025 23,012 347-2210 Rentals tax-exempt - Auditorium, Rec Centers, etc. 12,500 -45.68% 42,277 45,372 44,992 44,480 347-5610 Memberships 40,200 -9.62% 2,030 2,100 1,750 1,750 347-4030 Holiday Parade Entry Fee 2,200 25.71% 14,173 - - - 366-1000 Contributions/Donations - 0.00% $ 302,711 $ 284,407 $ 295,278 $ 289,520 TOTAL REVENUES $ 265,000 -8.47% Personal Services: 12.40 11.50 12.70 12.70 Number of Funded Employees (FTE's) 12.70 94,696 97,152 98,440 101,257 572-1100 Executive Salaries 102,467 1.19% 368,456 339,377 408,089 380,001 572-1200 Regular Salaries 428,167 12.68% 271 54 - 379 572-1201 Service Awards 108 -71.50% 100 - 100 - 572-1202 Incentive/Merit Pay - 0.00% - 57,676 - 84,318 572-1300 Part-Time Wages 71,935 -14.69% 9,616 6,272 6,075 - 572-1400 Salaries - Overtime - 0.00% 1,701 - - - 572-1502 Fitness Cert/Teacher - 0.00% 27,311 28,564 29,287 32,241 572-2100 FICA Taxes 36,225 12.36% 6,387 6,680 6,850 7,540 572-2101 Medicare 8,472 12.36% 61,854 111,731 105,740 67,588 572-2200 Retirement Contributions 52,081 -22.94% 15,050 17,025 15,620 21,070 572-2204 Retirement Contributions - DC Plan 23,616 12.08% 61,235 73,773 73,488 99,889 572-2300 Dental, Life & Health Insurance 129,391 29.53% 13,668 18,482 18,365 21,417 572-2400 Worker's Compensation 23,386 9.19% $ 660,345 $ 756,786 $ 762,054 $ 815,701 Total Personal Services $ 875,846 7.37% Operating Expenditures: 9,803 11,968 25,906 11,100 572-3100 Professional Services 11,100 0.00% 109,612 66,392 62,032 64,500 572-3400 Other Services 45,500 -29.46% 28,687 35,193 34,589 45,950 572-3407 Program Instruction 41,950 -8.71% - 4,797 5,580 4,550 572-3450 Other Services - Grounds Maintenance 4,000 -12.09% 1,194 643 - 1,500 572-4000 Travel and per Diem 1,500 0.00% 4,318 3,765 3,555 5,547 572-4100 Communication Services 1,971 -64.46% 250 232 308 200 572-4200 Postage 200 0.00% 209,909 210,661 206,059 210,660 572-4300 Utilities 210,660 0.00% 10,792 8,738 12,644 7,304 572-4400 Rentals & Leases 6,583 -9.87% 4,544 3,246 4,263 4,968 572-4610 Maintenance Contracts 4,366 -12.12% 488 502 782 350 572-4620 Vehicle Repair 350 0.00% 502 17 2,823 600 572-4630 Equipment Repair 600 0.00% 175 - 78 - 572-4700 Printing and Binding - 0.00% 2,731 2,801 3,351 4,000 572-5100 Office Supplies 4,000 0.00% 12,853 14,204 17,911 22,950 572-5200 Operating Supplies 29,550 28.76% 4,585 4,123 3,294 2,730 572-5204 Fuel & Oil 2,812 3.00% 15,196 8,719 10,714 10,375 572-5207 Program Expense 9,375 -9.64% 38,846 49,025 41,973 42,550 572-5208 Sponsorship Expense 42,550 0.00% 1,658 1,832 1,256 1,400 572-5210 Uniform Expense 1,400 0.00% 2,785 - 8,752 - 572-5224 Donation Spending - 0.00% 7,502 - - - 572-5226 Designated Donation Spending 0.00% 1,322 2,433 15 - 572-5231 Computer Hardware/Software - 0.00% 260 178 - - 572-5266 Designated Donation Spending Senior 0.00% 299 358 316 505 572-5400 Books, Dues & Publications 505 0.00% 590 900 430 1,325 572-5500 Training 1,325 0.00% 1000-Recreation 8/30/2020 9:48 PM 81  001 GENERAL FUND - 1000 RECREATION Actual Budget 2019-20 2020-21 % 2016-17 2017-18 2018-19 Adopted Adopted Change $ 468,901 $ 430,727 $ 446,631 $ 443,063 Total Operating Expenditures $ 420,298 -5.14% Capital Outlay: - 1,200 - - 572-6214 Building Improvements - 0.00% 17,717 - - - 572-6257 Buildings - 0.00% - 3,731 50,140 - 572-6310 Improvements Other Than Building 27,000 100.00% 48,153 - - - 572-6402 Equipment 60,000 100.00% - - 77,135 25,000 572-6404 Machinery & Equipment - -100.00% $ 65,870 $ 4,931 $ 127,275 $ 25,000 Total Capital Outlay $ 87,000 248.00% Debt Service 337,030 337,074 336,937 541,485 581-9121 Transfer to Debt Service Fund 534,709 -1.25% $ 337,030 $ 337,074 $ 336,937 $ 541,485 Total Debt Service $ 534,709 -1.25% $ 1,532,146 $ 1,529,519 $ 1,672,897 $ 1,825,250 TOTAL EXPENSES $ 1,917,853 5.07% $ (1,229,435) $ (1,245,112) $ (1,377,619) $ (1,535,730) NET REVENUE / (EXPENSE) $ (1,652,853) 7.63% 1000-Recreation 8/30/2020 9:48 PM 82 RECREATION Share of City Budget $1,917,853, 3.7% DESCRIPTION Recreation manages a brand new 33,000 sq. ft. Recreation Center with a 10-field Athletic Complex, the FWB Library, Heritage Park and Cultural Center, Parks & ROW Maintenance, the Cemetery, and the FWB Golf Club. Football, baseball, basketball, soccer, and softball leagues are held at he facilities. Recreation centers offer a variety of crafts and exercise classes, after school programs, and summer day camps. Special events are held throughout the year. Tennis Center and BMX are contracted. MISSION Provide recreational and athletic opportunities to adults and youth alike. Actual YTD thru 06-30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY21) 2016-17 2017-18 2018-19 2019-20 2019-20 2020-21 Provide Diverse Recreational Opportunities Youth After School Participants (Total registrations) 120 132 144 99 45 40 Youth After School Program Capacity 67% 75% 75% 75% 100% 100% Adult & Youth Sports Teams Participants 328 308 264 180 225 225 Adult & Youth Sports Teams with Sponsors 100% 100% 100% 100% 100% 100%  Develop aditional Athletic Leagues in line with trends in sports, such as Lacrosse.  Develop additional Recreation Programs to utilize all areas in Recreation Facility FUTURE GOALS (FY22 & FY23)  Build additional multipurpose fields on Hollywood blvd - Opening up Gateway to Athletic Complex. PRIOR YEAR ACCOMPLISHMENTS (FY20)  Completed Tennis Center addition.  Completed Pickleball Complex at Jet Drive with CDBG Funding. 83  001 GENERAL FUND - 1010 PARKS / ROW Actual Budget 2019-20 2020-21 % 2016-17 2017-18 2018-19 Adopted Adopted Change Revenues: 35,957 31,450 31,121 16,245 347-2200 Rentals - Liza Jackson 17,300 6.49% 17,314 8,926 7,991 8,727 347-2210 Rentals tax-exempt - Liza Jackson 7,650 -12.34% - 1,890 10,860 - 347-4020 Spec Evt - tax-exempt - Landing - 0.00% - - 43,774 43,774 344-9007 DOT Right-of-Way Maintenance Contract 43,496 0.00% 4,730 3,925 5,861 2,636 362-1000 Rentals & Leases 1,318 -50.00% $ 58,001 $ 46,192 $ 99,607 $ 71,382 TOTAL REVENUES $ 69,764 -2.27% Personal Services: 10.00 10.25 12.00 13.00 Number of Funded Employees (FTE's) 13.00 304,822 337,125 333,476 431,193 572-1200 Salaries 478,899 11.06% 325 108 433 - 572-1201 Service Awards - 0.00% - 100 100 - 572-1202 Incentive/Merit Pay - 0.00% 2,780 7,221 7,102 4,020 572-1400 Salaries - Overtime 4,020 0.00% 239 500 597 - 572-1401 Salaries - Overtime Holiday Worked - 0.00% 18,961 20,073 19,685 25,556 572-2100 FICA Taxes 29,843 16.78% 4,434 4,695 4,604 5,977 572-2101 Medicare 6,980 16.78% 65,506 102,603 70,007 67,588 572-2200 Retirement Contributions 52,081 -22.94% 6,171 9,422 8,341 14,004 572-2204 Retirement Contributions - DC Plan 22,041 57.39% 65,045 77,351 71,734 93,121 572-2300 Dental, Life & Health Insurance 113,479 21.86% 10,379 14,857 12,906 17,531 572-2400 Worker's Compensation 22,797 30.04% $ 478,662 $ 574,055 $ 528,985 $ 658,990 Total Personal Services $ 730,140 10.80% Operating Expenditures: - - 19,395 280 572-3100 Professional Services 280 0.00% 2,959 619 - 57,497 572-3400 Other Services 57,497 0.00% 27,150 29,146 48,128 38,962 572-3450 Other Services - Grounds Maintenance 50,202 28.85% 2,548 2,647 3,633 6,263 572-4100 Communication Services 4,555 -27.27% 78,744 80,219 80,351 89,509 572-4300 Utilities 89,509 0.00% 10,683 7,511 9,474 8,712 572-4400 Rentals & Leases 13,460 54.50% 568 567 607 631 572-4610 Maintenance Contracts 651 3.19% 4,403 5,658 2,676 4,600 572-4620 Vehicle Repair 4,600 0.00% 15,031 14,933 11,776 17,030 572-4630 Equipment Repair 17,030 0.00% 20,962 18,193 17,530 14,725 572-5200 Operating Supplies 14,725 0.00% 13,849 18,898 13,103 14,700 572-5204 Fuel & Oil 15,141 3.00% 750 178 1,413 1,200 572-5210 Uniform Expense 1,200 0.00% 6,867 6,666 5,193 11,225 572-5233 Tools 11,225 0.00% 1,261 1,094 1,200 2,530 572-5234 Safety Supplies/Equipment 2,530 0.00% 60,671 63,854 96,909 81,680 572-5250 Operating Supplies - Grounds Maintenance 80,680 -1.22% - - 305 200 572-5400 Books, Dues & Publications 200 0.00% 50 80 90 500 572-5500 Training 500 0.00% $ 246,496 $ 251,074 $ 311,783 $ 350,244 Total Operating Expenditures $ 363,985 3.92% Capital Outlay: - 41,300 - - 572-6214 Building Improvements - 0.00% 15,571 457,124 49,820 - 572-6310 Improvements Other Than Building - 0.00% 11,600 61,613 - 5,000 572-6402 Equipment 14,500 190.00% 45,733 - - 66,000 572-6404 Trucks - -100.00% - 44,894 - - 572-6406 Specialized Equipment - 0.00% - 1,207 - - 572-6420 Computer Hardware/Software - 0.00% $ 72,904 $ 606,138 $ 49,820 $ 71,000 Total Capital Outlay $ 14,500 -79.58% Debt Service 214,356 214,386 214,370 - 581-9121 Transfer to Debt Service Fund - 0.00% $ 214,356 $ 214,386 $ 214,370 $ - Total Debt Service $ - 0.00% $ 1,012,418 $ 1,645,651 $ 1,104,958 $ 1,080,234 TOTAL EXPENSES $ 1,108,625 2.63% 1010-Parks & ROW 9/28/2020 9:23 AM 84 PARKS Share of City Budget $1,108,625, DESCRIPTION 2.2% Parks is responsible for the maintenance and beautification of 23 developed parks, 17 athletic fields, 5 exercise tracks, 21 tennis courts, and 3 boat ramp facilities. MISSION Preserve, protect, maintain, and enhance the City's parkland areas. Actual Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY21) YTD thru 06/30 2016-17 2017-18 2018-19 2019-20 2019-20 2020-21 Ensure Parks are Safe, Functional, and Attractive Park Rentals - Liza Jackson, Landing, Chester Pruitt Park 373 427 368 148 375 250 Field Rentals 271 275 477 225 300 200 Controller Monitors Connected to I.Q. Irrigation Central Control System 90% 49% 70% 56% 75% 75%  Resrface Mooney Tennis Court Complex  Install Playground Equipment at Villa Russ, Briarwood, Mooney Tennis Complex FUTURE GOALS (FY22 & FY23)  Add more parking for Athletic Complex  Add additional fields on Hollywood Blvd PRIOR YEAR ACCOMPLISHMENTS (FY20)  Install new playgrounds at Landing and Jet/Holmes Parks  Completed Jet/Holmes Pickleball Complex  Replace Pier and Boardwalk at Liza Jackson Park 85  001 GENERAL FUND - 1040 GOLF CLUB Actual Budget 2019-20 2020-21 % 2016-17 2017-18 2018-19 Adopted Adopted Change Revenues: 600,422 677,330 710,502 670,353 347-5000 Greens Fees 797,150 18.91% 3,228 436 342 510 347-5020 Tournament Fees 650 27.45% 42,695 49,086 51,204 28,955 347-5025 Tournament Fees - Tax Exempt 26,300 -9.17% - - 71,436 65,383 347-5099 GolfNow/Comp Green Fees 63,200 -3.34% 104,647 109,776 115,887 107,737 347-5100 Membership Fees 117,350 8.92% 500,332 559,183 590,995 508,925 347-5200 Golf Cart Rental 661,334 29.95% 623 458 301 322 347-5210 Pull Cart Rental 400 24.22% - - 51,185 49,208 347-5299 GolfNow/Comp Golf Cart Fees 50,197 2.01% 59,092 60,620 64,318 54,051 347-5300 Driving Range 73,338 35.68% 66,113 28,524 28,816 24,993 347-5400 Rental and Lease Income - Restaurant & Pro Shop 29,268 17.10% 2,070 2,190 2,430 3,134 347-5510 GHIN Handicapping Service 3,000 -4.28% 4,694 6,741 9,406 9,134 347-5900 League Play 6,500 -28.84% 27,607 38,686 40,809 28,229 347-5915 Merchandise Sales 38,130 35.07% (98) (188) (184) 150 347-5920 Cash Over/(Under) 150 0.00% 26,568 26,568 26,568 26,568 362-2010 Rental and Lease Income - Tower 28,685 7.97% $ 1,437,994 $ 1,559,410 $ 1,764,016 $ 1,577,652 TOTAL REVENUES $ 1,895,652 20.16% Personal Services: 13.81 13.81 13.96 13.42 Number of Employees (FTE's) 13.42 305,411 107,242 109,539 119,093 572-1200 Regular Salaries 114,456 -3.89% 217 208 108 270 572-1201 Service Awards 541 100.53% - 203,828 212,629 292,452 572-1300 Part-Time Wages 290,057 -0.82% 429 - 130 100 572-1400 Salaries - Overtime 100 0.00% 18,598 18,888 19,560 25,050 572-2100 FICA Taxes 25,402 1.41% 4,349 4,417 4,574 5,859 572-2101 Medicare 5,940 1.39% 37,539 67,756 63,688 45,058 572-2200 Retirement Contributions 34,721 -22.94% 9,342 9,943 10,914 11,381 572-2300 Dental, Life & Health Insurance 12,609 10.79% 4,705 5,922 6,214 8,268 572-2400 Worker's Compensation 7,912 -4.31% $ 380,590 $ 418,204 $ 427,356 $ 507,532 Total Personal Services $ 491,739 -3.11% Operating Expenditures: 30,294 33,886 36,773 43,176 572-3100 Professional Services 43,176 0.00% - 470 12,050 - 572-3450 Other Services - Grounds Maintenance - 0.00% 3,398 3,287 3,135 3,189 572-4100 Communication Services 371 -88.37% 126 127 99 100 572-4200 Postage 100 0.00% 66,410 69,751 62,452 69,752 572-4300 Utilities 69,000 -1.08% 87,499 90,085 89,943 90,031 572-4400 Rentals & Leases 94,031 4.44% 1,663 1,936 1,992 2,044 572-4610 Maintenance Contracts 2,204 7.83% 980 2,595 2,600 3,300 572-4630 Equipment Repair 2,940 -10.91% - - - 1,750 572-4680 Plant & System Repair - -100.00% 14,095 13,195 13,145 13,000 572-4800 Promotional Activities 13,000 0.00% - 116,807 - 114,591 572-4899 GolfNow/Comp Golf Rounds & Carts 113,397 -1.04% 565 834 1,000 1,090 572-5100 Office Supplies 1,090 0.00% 16,018 10,852 12,826 16,375 572-5200 Operating Supplies 17,175 4.89% (40) - - - 572-5204 Fuel & Oil - 0.00% 19,603 18,205 22,552 20,000 572-5205 Goods for Resale 20,000 0.00% 185 222 - 1,440 572-5210 Uniform Expense 1,440 0.00% - 590 1,141 4,700 572-5250 Operating Supplies - Grounds Maintenance 4,700 0.00% 2,494 2,557 2,783 2,480 572-5400 Books, Dues & Publications 2,480 0.00% $ 243,290 $ 365,399 $ 262,491 $ 387,018 Total Operating Expenditures $ 385,105 -0.49% Capital Outlay: - 5,251 5,152 - 572-6402 Equipment - 0.00% - 2,413 - - 572-6420 Computer Hardware/Software - 0.00% $ - $ 7,664 $ 5,152 $ - Total Capital Outlay $ - 0.00% Debt Service: 1,271 1,271 1,165 - 581-9121 Transfer to Debt Service Fund - 0.00% $ 1,271 $ 1,271 $ 1,165 $ - Total Debt Service $ - 0.00% 625,151 792,539 696,164 894,550 TOTAL EXPENSES 876,843 -1.98% 1040-Golf Ops 9/28/2020 9:04 AM 86 GOLF CLUB Share of City Budget $876,843, DESCRIPTION 1.7% The Golf Club consists of two championship 18-hole golf courses, putting green, driving range, and clubhouse. The club holds many community oriented golf tournaments and promotes a Junior Golf Program every summer with clinics. MISSION Provide a quality golf experience to members and visitors through excellent customer service. Actual YTD thru 06/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY21) 2016-17 2017-18 2018-19 2019-20 2019-20 2020-21 Ensure Player Satisfaction Active Memberships 412 459 484 396 450 450 Active Youth Memberships 69 50 72 43 75 75 Promote Play During Off-Peak Times Rounds Teeing Off Between Noon and 4pm 16,092 17,435 16,433 14,496 18,000 16,500 % of Rounds Teeing Off Between Noon and 4pm 37% 32% 29% 33% 35% 30% Marketing Rounds Distributed 3283 3351 3352 2158 3000 3000 Marketing Rounds Redeemed 2722 2781 2872 1814 2200 2200 Revenues Generated from Marketing Rounds $94,430 $163,148 $164,830 $99,129 $120,000 $120,000  Paint golf club interior  Remove old buildings off of Country Club. FUTURE GOALS (FY22 & FY23)  Increase membership to 600  Install covered pavilion to increase revenue through rentals and tournaments. PRIOR YEAR ACCOMPLISHMENTS (FY20)  Replaced lights on Driving Range  Replaced Fleet of 125 Yamaha Golf Carts 87  001 GENERAL FUND - 1045 GOLF GROUNDS Actual Budget 2019-20 2020-21 % 2016-17 2017-18 2018-19 Adopted Adopted Change Revenues: Revenues Shared with Golf Club Operations Division $ - $ - $ - $ - TOTAL REVENUES $ - 0.00% Personal Services: 15.75 15.75 15.75 15.75 Number of Employees (FTE's) 15.75 367,830 359,590 400,841 515,126 572-1200 Regular Salaries 512,143 -0.58% 325 262 - 488 572-1201 Service Awards - 0.00% - 13,365 18,821 19,306 572-1300 Part-Time Wages 21,902 13.45% 568 2,627 4,537 1,000 572-1400 Salaries - Overtime 1,000 0.00% 3,184 2,971 3,811 2,765 572-1401 Salaries - Overtime Holiday Worked 2,765 0.00% 22,292 23,956 24,806 31,172 572-2100 FICA Taxes 32,818 5.28% 5,214 5,603 5,801 7,290 572-2101 Medicare 7,675 5.28% 89,762 108,472 71,919 67,588 572-2200 Retirement Contributions 52,081 -22.94% 4,435 10,361 11,563 20,266 572-2204 Retirement Contributions - DC Plan 20,228 -0.19% 34,060 38,340 61,016 105,995 572-2300 Dental, Life & Health Insurance 119,371 12.62% 5,761 7,562 9,088 14,443 572-2400 Worker's Compensation 13,317 -7.80% $ 533,431 $ 573,109 $ 612,203 $ 785,439 Total Personal Services $ 783,300 -0.27% Operating Expenditures: 2,304 2,867 2,496 2,496 572-3100 Professional Services 2,496 0.00% 120 - - 125 572-3400 Other Services 125 0.00% 43,260 27,880 38,546 40,130 572-3450 Other Services - Grounds Maintenance 40,130 0.00% 529 438 377 264 572-4100 Communication Services 264 0.00% 6,552 5,750 5,779 5,750 572-4300 Utilities 5,800 0.87% 14,995 14,864 30,315 33,039 572-4400 Rentals & Leases 48,525 46.87% 732 751 527 1,096 572-4610 Maintenance Contracts 1,116 1.83% 1,338 830 1,800 500 572-4620 Vehicle Repair 500 0.00% 44,190 43,938 36,525 31,000 572-4630 Equipment Repair 31,000 0.00% - - - - 572-4640 Building Maintenance 10,000 100.00% 149 (108) 286 - 572-4916 Inventory Short/Over - 0.00% 34 18 24 45 572-5100 Office Supplies 45 0.00% 7,066 8,845 7,284 8,095 572-5200 Operating Supplies 8,095 0.00% 7,424 5,543 774 - 572-5203 Fleet Maintenance Clearing Account - 0.00% 16,022 22,283 24,794 12,000 572-5204 Fuel & Oil 12,360 3.00% 1,396 2,181 1,245 2,295 572-5210 Uniform Expense 2,295 0.00% 3,915 3,806 4,873 6,000 572-5233 Tools 6,000 0.00% 900 866 998 3,910 572-5234 Safety Supplies/Equipment 3,910 0.00% 222,717 138,175 217,341 245,500 572-5250 Operating Supplies - Grounds Maintenance 245,000 -0.20% 425 455 585 725 572-5400 Books, Dues & Publications 725 0.00% $ 374,068 $ 279,382 $ 374,569 $ 392,970 Total Operating Expenditures $ 418,387 6.47% Capital Outlay: - - - - 572-6310 Improvements Other Than Building 12,500 100.00% - 147,750 60,428 - 572-6402 Equipment - 0.00% $ - $ 147,750 $ 60,428 $ - Total Capital Outlay $ 12,500 100.00% Debt Service: 3,239 3,240 3,240 3,234 581-9121 Transfer to Debt Service Fund 3,240 0.19% $ 3,239 $ 3,240 $ 3,240 $ 3,234 Total Debt Service $ 3,240 0.19% 910,738 1,003,481 1,050,440 1,181,643 TOTAL EXPENSES 1,217,427 3.03% 1045-Golf Grounds 8/30/2020 10:06 PM 88 GOLF GROUNDS Share of City Budget $1,217,427… DESCRIPTION The Pines Course offers 18-holes in a challenging layout of over 6,800 yards through a tree-lined, upland pine forest. The Oaks course offers 18-holes over 6,400 yards of narrow fairways lined with oak trees and water hazards. MISSION Provide a quality golf experience to members and visitors through excellent course maintenance. Actual YTD thru 06-30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY21) 2016-17 2017-18 2018-19 2019-20 2019-20 2020-21 Reduce Maintenance Costs Out-of-Play Areas with Native Plant Material 15% 15% 15% 15% 15% 15%  Install Covered storage for all new equipment  Level tee additional tee boxes FUTURE GOALS (FY22 & FY23)  Make #12 and #13 Oaks ponds a natural cord grass retention area.  Landscape renovations out front of clubhouse  Demo old buildings by Country Club Road PRIOR YEAR ACCOMPLISHMENTS (FY20)  Install Covered storage for all new equipment  Level tee boxes on #3 and #15 on Pines Course  Replaced Utility Carts for new 4-Year Lease 89  001 GENERAL FUND - 1060 LIBRARY Actual Budget 2019-20 2020-21 % 2016-17 2017-18 2018-19 Adopted Adopted Change Revenues: 79,687 81,376 81,376 337-7000 Cooperative Funding - Operations 86,750 6.60% 5,575 6,143 6,895 450 341-9110 Passport Fees 1,200 166.67% 1,865 1,850 1,860 3,660 347-1000 Library Fees 1,855 -49.32% 5,899 6,323 6,310 6,432 347-1010 Photo Copy Revenue 5,200 -19.15% 225 125 100 171 347-1210 Rentals - Taxable 171 0.00% 10,229 9,704 4,500 - 352-1000 Library Fines - 0.00% 302 229 561 518 352-1010 Lost Publications 518 0.00% 4,704 13,246 4,973 - 366-1000 Contributions/Donations - 0.00% $ 108,486 $ 37,621 $ 106,575 $ 92,607 TOTAL REVENUES $ 95,694 3.33% Personal Services: 8.02 8.72 8.72 9.22 Number of Funded Employees (FTE's) 9.22 270,319 184,209 188,140 202,556 571-1200 Regular Salaries 224,817 10.99% 271 - 217 108 571-1201 Service Awards 54 -50.00% 600 - - - 571-1202 Incentive/Merit Pay - 0.00% - 97,188 108,559 120,762 571-1300 Part-Time Wages 130,063 7.70% 720 936 274 200 571-1400 Salaries - Overtime 200 0.00% 16,597 17,109 18,008 19,555 571-2100 FICA Taxes 22,370 14.40% 3,881 4,001 4,211 4,573 571-2101 Medicare 5,232 14.41% 51,945 93,565 88,208 67,588 571-2200 Retirement Contributions 52,081 -22.94% 746 2,787 2,866 2,939 571-2204 Retirement Contributions - DC Plan 3,226 0.00% 7,174 12,221 13,895 14,479 571-2300 Dental, Life & Health Insurance 17,555 21.24% 790 1,005 996 1,085 571-2400 Worker's Compensation 1,269 0.00% $ 353,043 $ 413,021 $ 425,374 $ 433,846 Total Personal Services $ 456,867 5.31% Operating Expenditures: 2,348 2,447 3,242 2,730 571-3100 Professional Services 3,222 18.02% 2,281 1,525 1,775 1,795 571-3400 Other Services 1,795 0.00% 698 - - 400 571-3407 Program Instruction 400 0.00% - - - 250 571-3450 Operating Supplies - Grounds Maintenance 250 0.00% 87 - 369 - 571-4000 Travel and Per Diem - 0.00% 1,903 1,952 1,981 1,855 571-4100 Communication Services 1,212 -34.66% 340 131 414 200 571-4200 Postage 200 0.00% 78,425 95,236 93,031 103,106 571-4300 Utilities 100,000 -3.01% 15,406 15,586 15,491 15,525 571-4400 Rentals & Leases 15,072 -2.92% 1,819 1,928 2,049 2,487 571-4610 Maintenance Contracts 2,554 2.68% 11,000 - - - 571-4640 Building Maintenance - 0.00% 1,716 1,622 1,349 2,510 571-5100 Office Supplies 2,510 0.00% 39,823 16,808 15,528 17,042 571-5200 Operating Supplies 16,803 -1.40% 493 921 397 600 571-5207 Program Expense 600 0.00% 909 3,746 9,689 - 571-5223 Passport Fee Spending - 0.00% 3,857 3,389 4,088 - 571-5224 General Donation Spending - 0.00% 134 7,702 - - 571-5231 Computer Hardware/Software - 0.00% - 23 428 - 571-5250 Grounds Maintenance - 0.00% 262 265 289 269 571-5400 Books, Dues & Publications 296 10.04% $ 161,501 $ 153,281 $ 150,120 $ 148,769 Total Operating Expenditures $ 144,913 -2.59% Capital Outlay: - - - - 571-6214 Building Improvements 3,000 100.00% 1,246 - - - 571-6401 Furniture and Fixtures - 0.00% - - - - 571-6402 Equipment 1,000 100.00% - 12,600 7,800 - 571-6420 Computer Hardware/Software - 0.00% 40,117 38,309 33,656 35,000 571-6600 Books, Publications & Library Materials 35,000 0.00% $ 41,363 $ 50,909 $ 41,456 $ 35,000 Total Capital Outlay $ 39,000 11.43% Debt Service 20,849 20,484 20,359 18,389 581-9121 Transfer to Debt Service Fund 18,385 -0.02% $ 20,849 $ 20,484 $ 20,359 $ 18,389 Total Debt Service $ 18,385 -0.02% $ 576,756 $ 637,696 $ 637,309 $ 636,004 TOTAL EXPENSES $ 659,166 3.64% 1060-Library 9/28/2020 9:09 AM 90 LIBRARY Share of City Budget $659,166, DESCRIPTION 1.3% Library resources include books, movies, games, ebooks, and e-audio for children and adults. Children's learning activities for all ages conducted weekly with holiday and special programs being offered throughout the year. Facilities include a children's activity room, 5 study rooms, an art gallery, a digital media lab, meeting space for large and small groups, Wi-Fi access, children's learning stations, and 11 computer stations. MISSION Create and foster a comprehensive variety of print and media resources and materials designed to educate and entertain. Actual YTD thru 06/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY21) 2016-17 2017-18 2018-19 2019-20 2019-20 2020-21 Provide Resources to Promote Literacy, Education, & Enrichment Inventoried Collection Per Citizen 3.1 3.3 3.0 2.5 3.0 3.0 Circulation per Item 1.8 2.2 0.6 0.5 2.5 2.7 Circulation per Active Borrower (City and Non-City Residents) 6.4 7.3 7.6 4.8 7.8 7.9 City Residents Who Have an Active Library Card 45% 49% 42% 37% 40% 42%  Aggresively market online resources, including Tech-Talk and Universal Class, to the business and education communities.  Explore innovative online programming techniques to provide services to citizens during social distancing and in the future. FUTURE GOALS (FY22 & FY23)  Explore innovative facility and off-site access options for bringing the library to the people outside the current location.  Explore off-site outreach opportunities in the community to encourage library use by young adults and teens. PRIOR YEAR ACCOMPLISHMENTS (FY20  Updated and upgraded adult collections to improve browsing and finding by library patrons.  Created innovative online programming to provide Summer Reading experiences for families during panademic environment.  Was awarded the "Libraries and Liberty" grant to update collection of civic engagement and voting materials and programs.  Increased marketing of non-print resources through inhouse techniques and through social media. 91  001 GENERAL FUND - 1070 MUSEUM Actual Budget 2019-20 2020-21 % 2016-17 2017-18 2018-19 Adopted Adopted Change Revenues: 975 835 630 250 341-9110 Passport Fees 250 0.00% 78 - - - 347-2000 Program Revenue - 0.00% 31,677 34,233 32,177 28,744 347-3500 Admission Fees 21,340 -25.76% 27,424 31,313 27,384 27,646 347-3510 Merchandise Sales 20,150 -27.11% 8,154 9,872 7,556 11,616 347-3520 Fees - Tax Exempt 9,030 -22.26% 1,307 1,439 789 1,134 347-3610 Memberships 1,150 1.41% $ 69,615 $ 77,691 $ 68,536 $ 69,390 TOTAL REVENUES $ 51,920 -25.18% Personal Services: 4.10 4.00 3.60 4.10 Number of Funded Employees (FTE's) 4.10 143,530 128,741 149,357 143,387 573-1200 Regular Salaries 156,481 9.13% - 325 54 - 573-1201 Service Awards - 0.00% 100 500 - - 573-1202 Incentive/Merit Pay - 0.00% - 12,650 - 15,445 573-1300 Part-Time Wages 16,213 4.97% 4 1 - 20 573-1400 Salaries - Overtime 20 0.00% 8,827 8,660 9,004 9,681 573-2100 FICA Taxes 11,013 13.75% 2,064 2,025 2,106 2,264 573-2101 Medicare 2,575 13.75% 32,630 41,258 40,689 22,529 573-2200 Retirement Contributions 17,360 -22.94% 1,930 3,951 4,129 4,391 573-2204 Retirement Contributions - DC Plan 5,511 25.51% 23,390 12,720 15,345 14,173 573-2300 Dental, Life & Health Insurance 16,770 18.33% 435 283 283 302 573-2400 Worker's Compensation 338 12.00% $ 212,910 $ 211,114 $ 220,967 $ 212,192 Total Personal Services $ 226,283 6.64% Operating Expenditures: 2,599 2,324 1,733 3,230 573-3100 Professional Services 3,230 0.00% 220 220 275 750 573-3400 Other Services 750 0.00% 332 - - - 573-4000 Travel and Per Diem - 0.00% 1,084 1,074 991 1,104 573-4100 Communication Services 1,104 0.00% 115 82 19 120 573-4200 Postage 120 0.00% 13,088 12,853 12,381 12,853 573-4300 Utilities 12,500 -2.75% 1,659 556 539 559 573-4400 Rentals & Leases 560 0.22% 2,255 2,201 2,894 2,860 573-4610 Maintenance Contracts 3,450 20.63% 91 87 - 50 573-4630 Equipment Repair 50 0.00% 1,056 2,582 - 1,200 573-4700 Printing & Binding 1,200 0.00% 2,431 4,846 2,920 2,635 573-4800 Promotional Activities 2,565 -2.66% 1,085 838 911 1,490 573-5100 Office Supplies 1,490 0.00% 1,344 4,027 1,661 3,150 573-5200 Operating Supplies 2,580 -18.10% - - - 50 573-5204 Fuel & Oil 52 3.00% 14,976 14,147 14,821 15,000 573-5205 Goods For Resale 15,000 0.00% 233 238 149 400 573-5207 Program Expense 200 -50.00% 223 371 414 400 573-5210 Uniform Expense 600 50.00% 1,445 1,519 2,534 2,536 573-5215 Exhibit / Collection Supplies 3,000 18.30% 756 412 337 - 573-5223 Passport Fee Spending - 0.00% 788 950 350 - 573-5224 General Donation Spending - 0.00% 379 - - - 573-5225 Fundraising Spending - 0.00% - - 2,385 - 573-5226 Designated Donation Spending - 0.00% 1,211 812 120 - 573-5231 Computer Hardware/Software - 0.00% - 80 - 50 573-5234 Safety Supplies/Equipment 50 0.00% 1,123 599 822 700 573-5250 Operating Supplies - Grounds Maintenance 1,000 42.86% 969 957 1,061 1,033 573-5400 Books, Dues & Publications 1,033 0.00% $ 49,462 $ 51,775 $ 47,317 $ 50,170 Total Operating Expenditures $ 50,534 0.73% Capital Outlay: 3,998 - - - 573-6402 Equipment - 0.00% 1,207 - - 573-6420 Computer Hardware/Software - 0.00% $ 3,998 $ 1,207 $ - $ - Total Capital Outlay $ - 0.00% $ 266,370 $ 264,093 $ 268,284 $ 262,362 TOTAL EXPENSES $ 276,816 5.51% $ (196,755) $ (186,402) $ (199,748) $ (192,972) NET REVENUE / (EXPENSE) $ (224,896) 16.54% 1070-Museum 8/31/2020 7:24 AM 92 MUSEUM Share of City Budget $276,816, 0.6% DESCRIPTION The Indian Temple Mound Museum was the first museum in Florida owned and operated by a municipality and is recognized for having one of the finest collections of prehistoric ceramics in the Southeast United States. Historic structures such as the Camp Walton Schoolhouse and Garnier Post Office Museums are fine examples of Northwest Florida history and house artifacts that relay the story of early Camp Walton. The Civil War Exhibits Building interprets the First Florida Militia and their activities while stationed at what we today call The Fort Walton Landing. MISSION Share 14,000 years of Fort Walton culture and history through stewardship, education and interpretation of its prehistoric and historic collections. Actual YTD thru 06/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY21) 2016-17 2017-18 2018-19 2019-20 2019-20 2020-21 Share Community History With Public Visitors Per General Visitation Hour of Operation 5.3 5.3 5.6 4.9 6.0 5.0 Educational Programming Visitors During Non-General Visitation Hours 4,407 5,330 4,034 4,063 5,500 2,000 Outreach Programming Visitors During Non-General Visitation Hours 11,482 8,565 17,085 4,485 11,000 10,000 City Savings from Volunteer Assistance $10,996 $10,995 $11,327 $5,293 $11,000 $5,000  Continue to provide event and activity programming to increase visitation to and public awareness of Heritage Park. Continue to improve public access to museum properties and downtown community. Completed renovation of Camp Walton Schoolhouse  Museum with new paint, residing damaged areas and rebuilding bell tower. Security lighting atop the Temple Mound was also replaced. The original was installed in the 1960s. Was awarded a 2020 Wayfinding and Signage Partnership in conjunction with Okaloosa County Tourist Development Council. Its purpose is  to develop awareness of and assist visitation to Heritage Park and the downtown area through wayfinding signage. FUTURE GOALS (FY22 & FY23)  Complete evaluation of site collections from filing to certification and continue curatorial storage and preservation methods.  Create welcome/information area at schoolhouse to increase acessability for guests and entend operational hours.  Create a pleasing landscaping on Heritage Park properties that addressses erosion and drainage needs. PRIOR YEAR ACCOMPLISHMENTS (FY20) Continued training: staff and volunteers received training on museum programs, collections care, customer service and exhibits.  Training/teaching, involves the public also. Staff researched and was involved in the production and completion of two documentaries. "Sand in Your Soul" and "The History of Fort Walton Beach: One of Florida's Biggest Small Places." Both premeired during the year. Continued use of museum volunteers: Although volunteer use collapsed during the Covid Crisis, they are vital to museum activities and events. They are responsible for keeping the historic buildings open longer hours to the public. Museum volunteers provide assistance with  educational and recreational programming such as Zombie Walk, various Open House days and the Camp Walton Christmas event. These experiences afford visitors the opportunity to enjoy free admission days. Donated hours exceeded 1,000 hours last year. Continued Community Involvement: Museum partnered with Thunderbird Honor Guard to strengthen ties to the Native American community and provide access to cultural demonstrations during the year. Museum partnered with Reeds Raiders at Bowlegs in defense of the City to  increase public awareness of museum activities and raise awareness that history can be fun. Museum partners with Musical Echoes tp provide cultural and arts festival to general public which increases awareness and strengthens Native American commitment to the mound and museum. Although all events were cancelled during the Covid Crisis, we anticipate them again in the future. Continued Public Awareness Campaign: The Indian Temple Mound Museum seeks out advertising opportunities and has been on various websites, Facebook, blogs, NWF Daily News, Emerald Coast Magazine, Visit Florida, FWB Chamber of Commerce, the Four Points Sheraton in-room compendium of things to do and see, WUWF’s “Unearthing Pensacola” segments, and WEAR ABC Channel 3. The museums  display their events on various Lamar advertising boards which has increased visibility. Local organizational newsletters increase awareness, promote activities and show the accomplishments of the museums and their partners. These include Florida Public Archaeology Network (Pensacola), Baker Block News (Baker), Panhandle Historic Preservation Alliance News (reaches all panhandle), Heritage News (Niceville); GWFC Our Voice Florida Woman's Club newsletter (OK County), and Genealogical Society of Okaloosa County (OK County). Provide Successful Programming: It is the goal of Heritage Park to be at the forefront of educational experiences and activities for students in our four county service area. As such we are constantly developing new presentations for schools and the public designed to showcase the  artifact collection, archaeology in general and to present the history of the local community in exciting ways. We have increased our homeschool programming to reach new audiences. Educational ativities will be slow to readjust after the Covid Crisis, but we look forward to again serving these communities. TDC Partnership: This year the TDC Partnership was an advertising and Exhibits Package. Its goal was to promote the offerings and accomplishments of Heritage Park and create two new exhibit areas in the museum. Unfortunately as the TDD lost revenue due to the Covid  Crisis, funds were rescinded. Much of the advertising was cut and the museum exhibits were minimally funded. The museum will finish these exhibits as funds allow. An in-room compendium was used to target guests not already aware of our facility. 93  001 GENERAL FUND - 1080 CEMETERY Actual Budget 2019-20 2020-21 % 2016-17 2017-18 2018-19 Adopted Adopted Change Revenues: 126,360 176,790 171,375 204,917 343-8000 Sale of Lots 174,083 -15.05% 9,565 2,790 8,700 8,082 343-8100 Crypt Sales 9,000 11.36% 23,215 10,325 19,752 20,788 343-8200 Niche Sales 21,500 3.43% 21,150 17,120 19,610 22,431 343-8300 Weekend/Holidays Interments 23,500 4.77% 160,160 143,250 156,665 178,217 343-8400 Openings/Closings 175,500 -1.52% 2,981 2,013 1,874 488 343-8500 Transfer Fees 555 13.73% 20,217 - - 34,000 381-2400 Transfer from Beal Memorial Cemetery Fund 60,000 76.47% $ 363,648 $ 352,288 $ 377,976 $ 468,923 TOTAL REVENUES $ 464,138 -1.02% Personal Services: 3.00 3.00 3.00 3.00 Number of Funded Employees (FTE's) 3.00 100,032 102,502 106,609 111,374 539-1200 Regular Salaries 116,395 4.51% 108 325 - - 539-1201 Service Awards - 0.00% 1,810 446 807 500 539-1400 Salaries - Overtime 500 0.00% 512 62 15 100 539-1401 Salaries - Overtime Holiday Worked 100 0.00% 5,591 5,588 5,735 5,900 539-2100 FICA Taxes 6,480 9.83% 1,308 1,307 1,341 1,380 539-2101 Medicare 1,515 9.81% 35,990 65,489 61,549 67,588 539-2200 Retirement Contributions 52,081 -22.94% 28,000 29,814 32,722 34,234 539-2300 Dental, Life & Health Insurance 37,832 10.51% 5,364 6,892 8,199 8,553 539-2400 Worker's Compensation 9,215 7.74% $ 178,715 $ 212,425 $ 216,977 $ 229,628 Total Personal Services $ 224,118 -2.40% Operating Expenditures: 948 948 948 950 539-3100 Professional Services 950 0.00% 63,325 68,925 76,150 74,000 539-3400 Other Services 74,000 0.00% 250 - 3,775 - 539-3450 Other Services - Grounds Maintenance - 0.00% 840 898 622 851 539-4100 Communication Services 371 -56.40% 75,416 94,334 93,711 94,333 539-4300 Utilities 94,000 -0.35% - - - 60 539-4400 Rentals & Leases 60 0.00% 562 692 754 904 539-4610 Maintenance Contracts 767 -15.14% 173 434 178 - 539-4620 Vehicle Repair - 0.00% 232 755 1,447 1,850 539-4630 Equipment Repair 1,850 0.00% - 7,500 - - 539-4640 Building Maintenance - 0.00% 17,560 6,637 11,675 - 539-4980 Repurchase Cemetery Lots - 0.00% 831 1,269 907 1,375 539-5200 Operating Supplies 1,375 0.00% 1,122 1,603 1,546 800 539-5204 Fuel & Oil 1,100 37.50% 223 494 353 180 539-5210 Uniform Expense 180 0.00% - 811 - - 539-5231 Computer Hardware/Software - 0.00% 720 690 972 1,100 539-5233 Tools 1,100 0.00% 250 170 160 600 539-5234 Safety Supplies/Equipment 690 15.00% 16,767 13,510 13,727 14,175 539-5250 Operating Supplies - Grounds Maintenance 14,175 0.00% - - - 40 539-5500 Training 40 0.00% $ 179,219 $ 199,670 $ 206,925 $ 191,218 Total Operating Expenditures $ 190,658 -0.29% Capital Outlay: - - - - 539-6214 Building Improvements 25,000 100.00% 18,005 - - - 539-6310 Improvements Othern Than Building - 0.00% - 7,210 - - 539-6355 Landscaping & Fences - 0.00% 20,217 7,623 38,264 - 539-6402 Equipment - 0.00% $ 38,222 $ 14,833 $ 38,264 $ - Total Capital Outlay $ 25,000 100.00% Capital Improvements Program: 5052 - Hope Section - - - - 539-6381 New Cemetery Plots 40,000 100.00% $ - $ - $ - $ - Total Capital Improvements Program $ 40,000 100.00% Interfund Transfers: 21,760 34,031 32,070 40,983 581-9162 Transfer to Beal Memorial Perpetual Care Fund 34,817 -15.05% $ 21,760 $ 34,031 $ 32,070 $ 40,983 Total Interfund Transfers $ 34,817 -15.05% $ 417,916 $ 460,957 $ 494,236 $ 461,830 TOTAL EXPENSES $ 514,593 11.42% 1080-Cemetery 9/28/2020 9:12 AM 94 CEMETERY Share of City Budget $514,593, 1.0% DESCRIPTION Cemetery staff is responsible for the sale of plots, niches, and mausoleum spaces; grounds maintenance; and supervision of funerals at the City's two cemeteries – Beal Memorial Cemetery and Brooks Cemetery. MISSION Provide a well-maintained and peaceful resting place of burial. Actual YTD thru 06/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY21) 2016-17 2017-18 2018-19 2019-20 2019-20 2020-21 Provide a Well-Maintained Resting Place of Burial Cemetery Grounds with Turf in Good Condition 90% 78% 95% 90% 95% 95%  Extend Hope Section  Develop Design Plans for new Office /Building FUTURE GOALS (FY22 & FY23)  Replace all fencing around perimeter  Develop a sod farm in open area of cemetery for use for newly dug graves.  Install central control system for irrigation. PRIOR YEAR ACCOMPLISHMENTS (FY20)  Replace doors on Niche Wall 95  001 GENERAL FUND - 1200 GROWTH MANAGEMENT Actual Budget 2019-20 2020-21 % 2016-17 2017-18 2018-19 Adopted Adopted Change Revenues: 5,560 4,380 3,900 11,571 341-3001 Overhead Banner Installation Fee - -100.00% 22 - - - 341-9310 Engineering Drawings - 0.00% $ 5,582 $ 4,380 $ 3,900 $ 11,571 TOTAL REVENUES $ - -100.00% Personal Services: 3.00 3.00 2.00 2.00 Number of Funded Employees (FTE's) 2.00 86,167 88,451 67,917 72,003 541-1100 Executive Salaries 78,635 9.21% 56,586 31,068 43,166 33,488 541-1200 Regular Salaries 33,346 -0.42% 54 - 108 - 541-1201 Service Awards - 0.00% - 500 - - 541-1202 Incentive/Merit Pay - 0.00% 458 710 227 - 541-1400 Overtime - 0.00% 8,379 7,065 6,876 6,252 541-2100 FICA Taxes 6,882 10.07% 1,960 1,652 1,608 1,462 541-2101 Medicare 1,610 10.10% 8,519 7,700 4,784 5,275 541-2204 Retirement Contributions - DC Plan 4,040 -23.41% 22,558 23,353 15,775 13,386 541-2300 Dental, Life & Health Insurance 18,025 34.66% 242 240 208 200 541-2400 Worker's Compensation 212 6.20% $ 184,923 $ 160,739 $ 140,669 $ 132,065 Total Personal Services $ 142,750 8.09% Operating Expenditures: 5,618 3,889 3,104 3,738 541-3100 Professional Services 3,834 2.57% 24 1,442 799 1,600 541-4000 Travel and Per Diem 1,600 0.00% 1,696 1,511 1,146 1,368 541-4100 Communication Services 506 -63.02% 3,991 4,403 3,323 6,565 541-4200 Postage 6,565 0.00% 3,423 1,960 1,878 1,878 541-4400 Rentals & Leases 1,153 -38.59% 4,300 - - 2,500 541-4610 Maintenance Contracts 2,500 0.00% 14 113 50 125 541-4620 Vehicle Repair 125 0.00% - - - 600 541-4630 Equipment Repair 600 0.00% 35 218 35 35 541-4700 Printing & Binding 35 0.00% 4,304 2,504 3,459 7,689 541-5100 Office Supplies 7,689 0.00% 1,950 793 498 500 541-5200 Operating Supplies 500 0.00% 475 426 427 315 541-5204 Fuel & Oil 324 3.00% 222 80 181 200 541-5210 Uniform Expense 200 0.00% 713 - - - 541-5231 Computer Hardware/Software - 0.00% 85 - - - 541-5234 Safety Supplies/Equipment - 0.00% 13 60 259 560 541-5400 Books, Dues & Publications 675 20.54% 319 1,149 690 2,168 541-5500 Training 2,155 -0.60% $ 27,182 $ 18,548 $ 15,849 $ 29,841 Total Operating Expenditures $ 28,462 -4.62% Debt Service 726 545 499 - 581-9121 Transfer to Debt Service Fund - 0.00% $ 726 $ 545 $ 499 $ - Total Debt Service $ - 0.00% $ 212,831 $ 179,833 $ 157,017 $ 161,906 TOTAL EXPENSES $ 171,211 5.75% $ (207,249) $ (175,453) $ (153,117) $ (150,335) NET REVENUE / (EXPENSE) $ (171,211) 13.89% 1200-Growth Mgmt 8/31/2020 7:32 AM 96 GROWTH MANAGEMENT SERVICES Share of City Budget $171,211, 0.3% DESCRIPTION Growth Management Adminstration provides administrative and customer service support to the Planning, Building, and Code Enforcement departments by providing the necessary tools for everyday function as well as providing information regarding services and operation of each department. MISSION Provide high quality, timely and cost effective services in all facets of operations. Actual YTD thru 06/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY21) 2016-17 2017-18 2018-19 2019-20 2019-20 2020-21 Achieve <90% of above average customer satisfaction rating for service rendered by na na 0% 0% 90% 90% Growth Management Administration  Maintain current projects paid in a timely manner  Provide oprational services and tools to each division FUTURE GOALS (FY22 & FY23)  Create survey metric system for specific department functions to gain better understanding of City trends PRIOR YEAR ACCOMPLISHMENTS (FY20)  Implemented external customer satisfaction survey  Updated Department Hurricane Plan and completed training on Hurricane Plan and Damage Assessment process 97  001 GENERAL FUND - 1205 PLANNING & ZONING Actual Budget 2019-20 2020-21 % 2016-17 2017-18 2018-19 Adopted Adopted Change Revenues: 30,769 14,787 16,596 13,796 329-1001 Zoning/Variances Fees 14,979 8.57% 7,426 4,533 4,173 3,427 329-2000 Zoning Site Plan Review 8,600 150.95% 1,375 363 350 514 329-9010 Licenses & Registrations 514 0.00% $ 39,570 $ 19,682 $ 21,119 $ 17,737 TOTAL REVENUES $ 24,093 35.83% Personal Services: 4.00 4.00 4.00 4.00 Number of Funded Employees (FTE's) 4.00 149,248 146,973 116,731 115,143 515-1200 Regular Salaries 177,074 53.79% 54 - - - 515-1201 Service Awards - 0.00% - - 100 - 515-1202 Incentive/Merit Pay - 0.00% 63 49 87 150 515-1400 Overtime 150 0.00% 8,336 8,333 6,660 6,512 515-2100 FICA Taxes 11,149 71.21% 1,949 1,949 1,557 1,523 515-2101 Medicare 2,607 71.20% 8,110 6,794 3,597 6,941 515-2204 Retirement Contributions - DC Plan 12,393 78.54% 29,455 27,325 18,693 33,389 515-2300 Dental, Life & Health Insurance 28,396 -14.95% 237 280 219 219 515-2400 Worker's Compensation 365 66.60% (9,141) (9,376) (7,231) (7,620) 515-1296 Salary Allocation Reimb from FBC Fund (8,484) 11.34% (12,240) - (27,623) - 515-1297 Salary Allocation Reimb from CDBG Fund - 0.00% (7,729) - - - 515-1298 Salary Allocation Reimb from CRA Fund - 0.00% $ 176,071 $ 182,327 $ 112,790 $ 156,257 Total Personal Services $ 223,650 43.13% Operating Expenditures: 10,093 140,923 52,950 22,505 515-3100 Professional Services 24,347 8.18% 7,058 - - - 515-3400 Other Services - 0.00% 1,407 2,671 799 1,200 515-4000 Travel and Per Diem 1,200 0.00% 1,112 1,171 1,188 924 515-4100 Communication Services 559 -39.51% - - 24 757 515-4200 Postage 400 -47.16% - - - - 515-4400 Rentals & Leases 701 100.00% 500 - - - 515-4610 Maintenance Contracts - 0.00% - - - - 515-4630 Repair/Maint Services - 0.00% 822 794 793 1,650 515-4700 Printing & Binding 800 -51.52% 352 - - 300 515-5100 Office Supplies 300 0.00% 460 - 50 375 515-5200 Operating Supplies 371 -1.07% 149 186 172 400 515-5210 Uniform Expense 400 0.00% - 811 - - 515-5231 Computer Hardware/Software - 0.00% 774 905 1,245 1,145 515-5400 Books, Dues & Publications 995 -13.10% 1,355 984 1,760 1,600 515-5500 Training 2,100 31.25% $ 24,082 $ 148,445 $ 58,981 $ 30,856 Total Operating Expenditures $ 32,173 4.27% Debt Service 605 726 666 - 581-9121 Transfer to Debt Service Fund - 0.00% $ 605 $ 726 $ 666 $ - Total Debt Service $ - 0.00% $ 200,758 $ 331,498 $ 172,437 $ 187,113 TOTAL EXPENSES $ 255,823 36.72% $ (161,188) $ (311,816) $ (151,318) $ (169,376) NET REVENUE / (EXPENSE) $ (231,730) 36.81% 1205-Planning 8/31/2020 7:40 AM 98 PLANNING & ZONING Share of City Budget $272,797, 0.5% DESCRIPTION Planning is responsible for sustainable growth and development in Fort Walton Beach, ensuring implementation of the Comprehensive Plan, and compliance with the Land Development Code. Staff facilitates and serves on various boards and committees. MISSION Foster sustainable development by providing professional and technical services to City Council, citizen boards, property owners, and businesses in order to promote high quality of life and prosperity for the citizens of Fort Walton Beach. Actual YTD thru 06/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY21) 2016-17 2017-18 2018-19 2019-20 2019-20 2020-21 Increase Development Activity Citywide (Net) New Business Openings 63 63 89 42 60 60 New Developments Approved 5 5 10 9 8 8 Parcels Annexed into the City 2 2 2 0 1 1 Population Increase 0.95% 0.97% 0.45% annual 1.5% 1.5% FUTURE GOALS (FY22 & FY23)  Promote sustainable economic growth through the use of efficient business and development review services.  Review Land Development Code and prepare amendments based on the Downtown Master Plan and Commerce & Technology Park Plan.  Update Department policies and procedures as necessary to ensure expedited review processes are improved. PRIOR YEAR ACCOMPLISHMENTS (FY20)  Updated sections of the City Land Development Code & Code of Ordinances to increase effectiveness and efficiency.  Approved thirteen development order applications for new commercial and multi-family developments.  Began accepting business tax receipt (BTR) and planning application payments online to increase efficiency. 99  001 GENERAL FUND - 1217 CODE ENFORCEMENT Actual Budget 2019-20 2020-21 % 2016-17 2017-18 2018-19 Adopted Adopted Change Revenues: 37,394 28,762 14,026 38,136 354-1000 Code Enforcement - Fines 19,360 -49.23% 8,500 4,465 4,460 2,991 354-1010 Code Enforcement - Fees 1,350 -54.86% $ 45,894 $ 33,227 $ 18,486 $ 41,127 TOTAL REVENUES $ 20,710 -49.64% Personal Services: 2.00 2.00 2.00 2.00 Number of Funded Employees (FTE's) 2.00 96,854 97,538 98,944 101,252 529-1200 Regular Salaries 97,803 -3.41% 325 - - - 529-1201 Service Awards - 0.00% 4 153 - 150 529-1400 Overtime 150 0.00% 5,684 5,693 5,737 5,844 529-2100 FICA Taxes 5,944 1.71% 1,329 1,331 1,342 1,367 529-2101 Medicare 1,390 1.69% 34,959 61,480 57,131 45,058 529-2200 Retirement Contributions 34,721 -22.94% 16,354 17,435 19,224 20,088 529-2300 Dental, Life & Health Insurance 23,549 17.23% 1,598 1,951 2,024 2,076 529-2400 Worker's Compensation 2,067 -0.44% $ 157,107 $ 185,581 $ 184,402 $ 175,834 Total Personal Services $ 165,624 -5.81% Operating Expenditures: 2,951 5,789 7,513 8,331 529-3100 Professional Services 9,173 10.11% 599 673 661 - 529-4000 Travel and Per Diem 700 100.00% 783 1,281 1,613 1,554 529-4100 Communication Services 1,538 -1.03% 347 6 779 200 529-4620 Vehicle Repair 200 0.00% - - 35 - 529-4700 Printing & Binding - 0.00% - 20 - 97 529-5200 Operating Supplies 97 0.00% 991 987 1,094 876 529-5204 Fuel & Oil 902 3.00% 146 46 154 460 529-5210 Uniform Expense 460 0.00% - 2,451 - - 529-5231 Computer Hardware/Software - 0.00% 150 150 150 150 529-5400 Books, Dues & Publications 150 0.00% 375 395 420 600 529-5500 Training 500 -16.67% $ 6,342 $ 11,798 $ 12,419 $ 12,268 Total Operating Expenditures $ 13,721 11.84% Debt Service 363 363 333 - 581-9121 Transfer to Debt Service Fund - 0.00% $ 363 $ 363 $ 333 $ - Total Debt Service $ - 0.00% $ 163,812 $ 197,742 $ 197,154 $ 188,102 TOTAL EXPENSES $ 179,345 -4.66% $ (117,919) $ (164,515) $ (178,668) $ (146,975) NET REVENUE / (EXPENSE) $ (158,635) 7.93% 1217-Code 8/31/2020 7:48 AM 100 CODE ENFORCEMENT Share of City Budget $179,345, 0.4% DESCRIPTION Code Enforcement routinely inspects properties for code violations and responds to citizen complaints regarding code, zoning, or land use violations. MISSION Ensure adherence to the City's Code of Ordinances and achieve a high complaint resolution rate. Actual YTD thru 06/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY21) 2016-17 2017-18 2018-19 2019-20 2019-20 2020-21 Implement Nuisance Abatement Program Number of Derelict Properties Brought Into Compliance - CRA 0 0 0 0 2 2 Number of Derelict Properties Brought Into Compliance - non-CRA 0 0 0 3 1 1 Provide Timely & Efficient Code Enforcement Response % of Code Cases Responded to Within 3 Days 0 0 0 0 0 98 % of Code Cases Complied 0 0 0 0 0 90 FUTURE GOALS (FY22 & FY21)  Update Code Enforcement S.O.P. related to changes that arose from implementation of the Trak-it computer system. PRIOR YEAR ACCOMPLISHMENTS (FY20)  Maintained a 98% code case compliance ratio without the need for Code Enforcement Board action.  Implemented eTRAKiT web portal allowing citizens to view case status and submit code enforcement tickets online. 101  001 GENERAL FUND - 1220 FLEET Actual Budget 2019-20 2020-21 % 2016-17 2017-18 2018-19 Adopted Adopted Change Revenues: - - - - 365-1010 Sale of Used Oil - 0.00% $ - $ - $ - $ - TOTAL REVENUES $ - 0.00% Personal Services: 9.00 9.00 9.00 9.00 Number of Funded Employees (FTE's) 9.00 278,462 295,251 278,880 323,581 519-1200 Regular Salaries 342,847 5.95% - - 162 - 519-1201 Service Awards 108 100.00% 600 500 - - 519-1202 Incentive/Merit Pay - 0.00% 363 779 806 1,000 519-1400 Salaries - Overtime 1,000 0.00% - 169 109 500 519-1401 Salaries - Overtime Holiday Worked 500 0.00% 16,149 16,377 15,275 17,375 519-2100 FICA Taxes 20,029 15.28% 3,777 3,830 3,572 4,064 519-2101 Medicare 4,684 15.26% 41,585 67,806 50,000 45,058 519-2200 Retirement Contributions 17,360 -61.47% 7,489 9,063 8,971 13,543 519-2204 Retirement Contributions - DC Plan 15,304 13.00% 65,181 67,857 78,288 101,384 519-2300 Dental, Life & Health Insurance 103,094 1.69% 5,781 7,983 7,093 9,628 519-2400 Worker's Compensation 9,159 -4.88% $ 419,387 $ 469,615 $ 443,156 $ 516,132 Total Personal Services $ 514,085 -0.40% Operating Expenditures: 8,341 7,653 10,635 12,383 519-3100 Professional Services 13,039 5.30% 2,218 3,198 39 3,500 519-3400 Other Services 3,500 0.00% 448 - 584 - 519-4000 Travel and Per Diem 100 100.00% 1,227 1,146 1,123 1,099 519-4100 Communication Services 348 -68.35% 24,069 26,984 27,324 21,006 519-4300 Utilities 21,006 0.00% 259 256 239 649 519-4400 Rentals & Leases 107 -83.56% 709 841 1,087 1,128 519-4610 Maintenance Contracts 2,734 142.34% 462 2,095 192 520 519-4620 Vehicle Repair 520 0.00% 2,403 2,497 100 - 519-4630 Equipment Repair - 0.00% 178 27 25 169 519-5100 Office Supplies 169 0.00% 12,595 12,635 13,324 13,000 519-5200 Operating Supplies 13,000 0.00% (5,223) (1,465) 8,940 - 519-5203 Fleet Maintenance Clearing Account - 0.00% 2,360 3,357 4,162 2,420 519-5204 Fuel & Oil 5,000 106.61% 1,040 1,172 1,341 1,350 519-5210 Uniform Expense 1,350 0.00% - 811 100 - 519-5231 Computer Hardware/Software - 0.00% 2,551 1,179 2,051 2,500 519-5233 Tools - -100.00% 733 761 671 1,840 519-5234 Safety Supplies/Equipment 1,840 0.00% 1,656 460 768 2,000 519-5500 Training 1,600 -20.00% $ 56,026 $ 63,607 $ 72,705 $ 63,564 Total Operating Expenditures $ 64,313 1.18% Capital Outlay: 3,768 7,337 1,289 - 519-6402 Equipment 3,200 100.00% 20,920 120 - - 519-6404 Trucks - 0.00% $ 24,688 $ 7,457 $ 1,289 $ - Total Capital Outlay $ 3,200 100.00% Debt Service 726 726 666 - 581-9121 Transfer to Debt Service Fund - 0.00% $ 726 $ 726 $ 666 $ - Total Debt Service $ - 0.00% $ 500,827 $ 541,406 $ 517,816 $ 579,696 TOTAL EXPENSES $ 581,598 0.33% $ (500,827) $ (541,406) $ (517,816) $ (579,696) NET REVENUE / (EXPENSE) $ (581,598) 0.33% 1220-Fleet 8/31/2020 7:50 AM 102 FLEET Share of City Budget $581,598, 1.2% DESCRIPTION Fleet is responsible for maintaining safe, reliable, economical, and environmentally-friendly vehicles and heavy equipment. MISSION Ensure fleet is available and functioning properly. Actual YTD thru 06/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY21) 2016-17 2017-18 2018-19 2019-20 2019-20 2020-21 Minimize Unscheduled/Unanticipated Downtime and Repairs Workload Attributable to Scheduled Preventative Maintenance & Inspections 39% 41% 40% 33% 37% 33% Workload Attributable to In House Repairs 60% 58% 58% 65% 60% 65% Workload Attributable to Commercial Repairs 2% 2% 3% 1% 3% 1% Repeat Repairs that is Performed 0 0 0 0 0% 0%  Continue to improve the garage with modern equipment and techniques to reduce the amount of commercial repairs that is needed.  Continue to improve customer service with fellow city employees.  Continue to train fleet personal through manufacture training to help down time and maintain lower repair cost. FUTURE GOALS (FY22 & FY23)  Reduce the total number of vehicles in the fleet  Shut down and remove the old fuel site PRIOR YEAR ACCOMPLISHMENTS (FY20)  Moved into the new shop facility  Updated the oil system and different oils to stay with manufacture specifications 103  001 GENERAL FUND - 1230 FACILITIES Actual Budget 2019-20 2020-21 % 2016-17 2017-18 2018-19 Adopted Adopted Change Revenues: 665 191 176 205 341-9330 Special Events - Barricades, Orange Cones 205 0.00% - 250 499 500 341-9600 Sign Shop Sales 500 0.00% $ 665 $ 441 $ 675 $ 705 TOTAL REVENUES $ 705 0.00% Personal Services: 7.00 7.00 6.00 6.00 Number of Funded Employees (FTE's) 6.00 229,891 180,589 180,803 236,495 519-1200 Regular Salaries 282,609 19.50% 271 271 - - 519-1201 Service Awards - 0.00% 500 - - - 519-1202 Incentive/Merit Pay - 0.00% 1,575 608 1,010 3,000 519-1400 Salaries - Overtime 3,000 0.00% - 344 - - 519-1401 Salaries - Overtime Holiday Worked - 0.00% 14,111 10,280 10,774 14,163 519-2100 FICA Taxes 17,860 26.11% 3,300 2,405 2,520 3,312 519-2101 Medicare 4,177 26.12% 50,227 70,870 56,872 45,058 519-2200 Retirement Contributions 34,721 -22.94% 4,574 4,244 4,020 5,704 519-2204 Retirement Contributions - DC Plan 9,497 66.50% 24,679 25,950 20,763 39,061 519-2300 Dental, Life & Health Insurance 60,987 56.13% 9,888 10,804 12,457 16,136 519-2400 Worker's Compensation 18,566 15.06% $ 339,016 $ 306,365 $ 289,219 $ 362,930 Total Personal Services $ 431,417 18.87% Operating Expenditures: - 17,912 103,207 36,840 519-3100 Professional Services 84,204 128.57% 6,754 2,733 - - 519-3400 Other Services - 0.00% 11 - - - 519-4000 Travel and Per Diem - 0.00% 3,256 12,647 3,044 4,230 519-4100 Communication Services 1,747 -58.70% 123,973 110,895 110,690 156,323 519-4300 Utilities 156,638 0.20% 259 701 239 - 519-4400 Rentals & Leases - 0.00% 26,988 44,286 35,854 37,661 519-4610 Maintenance Contracts 39,044 3.67% 4,506 1,485 7,474 2,750 519-4620 Vehicle Repair 2,750 0.00% 130 268 46 300 519-4630 Equipment Repair 300 0.00% 156,313 162,278 188,958 230,300 519-4640 Building Maintenance 147,000 -36.17% 239,824 115,512 62,345 120,650 519-4645 Heating/Cooling Repairs 120,650 0.00% - 546 - 1,500 519-4670 Traffic Signals 1,500 0.00% 42 38 34 400 519-5100 Office Supplies 400 0.00% 4,920 6,499 3,397 6,305 519-5200 Operating Supplies 6,055 -3.97% 6,266 5,719 5,845 4,500 519-5204 Fuel & Oil 4,635 3.00% 477 255 343 420 519-5210 Uniform Expense 420 0.00% 823 - 70 600 519-5231 Computer Hardware/Software 600 0.00% 4,197 2,897 1,762 7,600 519-5233 Tools 2,000 -73.68% 1,012 669 1,015 1,735 519-5234 Safety Supplies/Equipment 1,735 0.00% 9,868 15,175 8,329 11,750 519-5301 Street Markings 11,750 0.00% 180 - 150 - 519-5500 Training - 0.00% - (1,606) - - 519-9905 Capitalized Costs Allocation - Labor - 0.00% - (956) - - 519-9906 Capitalized Costs Allocation - Benefits - 0.00% - (287) - - 519-9907 Capitalized Costs Allocation - Overhead - 0.00% $ 589,799 $ 497,666 $ 532,802 $ 623,863 Total Operating Expenditures $ 581,428 -6.80% Capital Outlay: 23,250 - 7,297 - 519-6402 Equipment - 0.00% - 34,283 - 24,000 519-6404 Trucks - -100.00% $ 23,250 $ 34,283 $ 7,297 $ 24,000 Total Capital Outlay $ - -100.00% Capital Improvements Program: - 799,171 - - Prior Years Capital Improvement Program - 0.00% $ - $ 799,171 $ - $ - Total Capital Improvements Program $ - 0.00% Debt Service 60,166 59,601 59,693 152,912 581-9121 Transfer to Debt Service Fund 152,911 0.00% $ 60,166 $ 59,601 $ 59,693 $ 152,912 Total Debt Service $ 152,911 0.00% $ 1,012,231 $ 1,697,085 $ 889,011 $ 1,163,706 TOTAL EXPENSES $ 1,165,757 0.18% 1230-Facilities 9/28/2020 9:13 AM 104 FACILITIES Share of City Budget $1,165,757, 2.3% DESCRIPTION Facilities is responsible for all maintenance work, including electrical, heating and air conditioning, plumbing, and wood work as well as installation and maintenance of traffic control devices, traffic signals, signs, and roadway markings. MISSION Maintain City facilities and traffic control devices in a safe, reliable, economical, and environmentally-friendly manner. Actual YTD thru 06/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY21) 2016-17 2017-18 2018-19 2019-20 2019-20 2020-21 Provide Safe & Clean Facilities for Employees & the Public Man-hours per Job Order 3 3 3 3 3 0 Works Orders Satisfactorily Completed within 3 Business Days 97% 92% 95% 96% 96% 0%  Maintaining & completing work orders in a timely manner.  Complete certification for cross-training.  Correct facility deficiencies though review of existing systems and system components. FUTURE GOALS (FY22 & FY23)  Install new electrical panels at the Tennis Cener and Oakland Soccer Fields. Change all City Parks to LED lighting.  Complete the comprehensive maintenance program over a 5 to 10 year period PRIOR YEAR ACCOMPLISHMENTS (FY20)  Completed 1600 Work Orders  Installed new electrical service to the DOC Field Office Building  Completed new siding and paint for School House 105  001 GENERAL FUND - 1240 STREETS Actual Budget 2019-20 2020-21 % 2016-17 2017-18 2018-19 Adopted Adopted Change Revenues: 569,363 - 602,969 591,934 312-4100 Local Option Fuel Tax 582,761 -1.55% 256,935 - 272,119 271,484 312-4200 Local Option Fuel Tax - 2nd 261,954 -3.51% 598 1,624 1,368 940 325-1002 Girard Avenue 342 -63.64% 2,045 2,045 6,680 3,432 325-1003 Stokes Avenue 516 -84.97% 12,130 11,833 12,050 14,533 343-9100 Cut Paved Surface/Curb 9,246 -36.38% 102,946 106,035 109,216 113,543 344-9008 DOT Lighting Maintenance Contract 122,081 7.52% 93,274 95,599 98,504 99,716 344-9009 DOT Traffic Signal Maintenance Contract 101,078 1.37% $ 1,037,291 $ 217,136 $ 1,102,906 $ 1,095,582 TOTAL REVENUES $ 1,077,976 -1.61% Personal Services: 6.00 5.00 5.00 5.00 Number of Funded Employees (FTE's) 5.00 121,163 106,796 123,797 156,977 541-1200 Regular Salaries 169,864 8.21% 108 - - - 541-1201 Service Awards - 0.00% 361 280 481 1,000 541-1400 Salaries - Overtime 1,000 0.00% 7,487 6,476 7,396 9,103 541-2100 FICA Taxes 10,670 17.21% 1,751 1,515 1,730 2,129 541-2101 Medicare 2,495 17.20% 13,615 24,782 23,753 22,529 541-2200 Retirement Contributions 17,360 -22.94% 4,610 2,955 3,586 5,666 541-2204 Retirement Contributions - DC Plan 7,191 26.91% 759 5,514 11,752 35,050 541-2300 Dental, Life & Health Insurance 43,508 24.13% 8,210 9,397 11,984 13,003 541-2400 Worker's Compensation 16,326 25.55% $ 158,064 $ 157,715 $ 184,479 $ 245,458 Total Personal Services $ 268,413 9.35% Operational Expenditures: 92,022 94,315 97,448 101,078 541-3400 Other Services 106,346 5.21% 840 - - - 541-4000 Travel and Per Diem - 0.00% - 840 770 2,157 541-4100 Communication Services 2,157 0.00% - - 38 - 541-4200 Freight & Postage - 0.00% 252,000 247,844 250,987 247,844 541-4300 Utilities 247,844 0.00% 138 82 2,740 5,090 541-4400 Rentals & Leases 4,090 -19.65% 4,910 4,676 9,248 7,000 541-4620 Vehicle Repair 6,000 -14.29% 3,226 1,258 6,138 4,000 541-4630 Equipment Repair 4,000 0.00% 3,660 2,584 4,391 3,500 541-5200 Operating Supplies 3,500 0.00% 10,024 10,725 9,446 7,250 541-5204 Fuel & Oil 8,200 13.10% 509 330 319 675 541-5210 Uniform Expense 675 0.00% 2,495 569 721 2,390 541-5233 Tools 3,390 41.84% 1,420 950 1,136 1,920 541-5234 Safety Supplies/Equipment 1,920 0.00% 5,919 1,945 4,097 4,125 541-5250 Operating Supplies - Grounds Maintenance 4,125 0.00% 4,824 1,702 5,061 5,000 541-5300 Road Materials & Supplies 5,000 0.00% 665 255 308 1,000 541-5304 Street Materials/Concrete 1,000 0.00% 300 410 685 885 541-5500 Training 885 0.00% - (47,989) - - 541-9905 Capitalized Costs Allocation - Labor - 0.00% - (21,253) - - 541-9906 Capitalized Costs Allocation - Benefits - 0.00% - (9,865) - - 541-9907 Capitalized Costs Allocation - Overhead - 0.00% 382,952 289,378 393,533 393,914 Total Operating Expenditures 399,132 1.32% Capital Outlay: - 6,674 - - 541-6351 Roads - 0.00% 16,014 25,627 13,489 - 541-6402 Equipment 4,200 100.00% 34,424 - - 22,000 541-6404 Trucks / Vans - -100.00% $ 50,438 $ 32,301 $ 13,489 $ 22,000 Total Capital Outlay $ 4,200 -80.91% Capital Improvements Program: - - 182,865 - 5018 - Street Resurfacing - 0.00% - - 10,572 - 5306 - Sidewalk Construction 25,000 100.00% $ - $ - $ 193,437 $ - Total Capital Improvements Program $ 25,000 100.00% $ 591,454 $ 479,393 $ 784,938 $ 661,372 TOTAL EXPENSES $ 696,745 5.35% $ 445,837 $ (262,257) $ 317,968 $ 434,210 NET REVENUE / (EXPENSE) $ 381,232 -12.20% 1240-Streets 8/31/2020 7:55 AM 106 STREETS Share of City Budget $696,745, DESCRIPTION 1.4% Streets maintains and resurfaces 100 miles of paved streets and maintains 61 miles of sidewalk in the City. MISSION Provide a safe and reliable transportation network by maintaining clean, safe, hazard-free roadways, and working to provide the highest level of service to customers and motorist. Actual YTD thru 06/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY21) 2016-17 2017-18 2018-19 2019-20 2019-20 2020-21 Provide A Dependable Transportation Network Pavement With Condition Index of 'Fair' or Better 95.1% 96.5% 96.1% annual measure 96.5% 96.5% Streets With Sidewalks on At Least One Side 82.0% 85.5% 85.7% annual measure 85.5% 85.8% Ensure Capital Projects are Completed On-Time & Within Budget Capital Projects Completed On-Time 100% 100% 100% annual measure 100% 100% Capital Projects Completed Within Budget 100% 100% 100% annual measure 100% 100%  Update the MicroPaver Pavement Condition Index for all City streets.  Maintain a safe transportation network within the City. FUTURE GOALS (FY22 & FY23)  Install sidewalks on at least one side of all residential local streets and on both sides of all collector and arterial roadways.  Have all streets maintained by the City with a Pavement Condition Index of 'fair' or better.  Repair all sidewalk hazards in existing neighborhoods.  Install segments of sidewalk identified in the five-year connectivity plan per City Strategic Plan.  Additional lighting and replacement lighting determined from prioritized list.  Intersection and Pedestrian Improvements. PRIOR YEAR ACCOMPLISHMENTS (FY20)  Resurfaced Yacht Club Drive NE from Cinco Bayou to Ferry Road NE  Resurfaced Hughes Street NE from Cinco Bayou to Ferry Road NE  Resurfaced Industrial Street NW from west of Fort Walton Concrete to east of Fort Walton Concrete.  Resurfaced Victoria Place NW from Oakland Circle NW to Marie Circle NW  Resurfaced Fourth Street alley from Third Street SE to Fourth Street SE.  Completed driveway restoration on Highdon Court NW (Water Main Relay).  Completed driveway restoration on Windemere Court NW (Water Main Relay). 107  001 GENERAL FUND - 1499 1/2 CENT SALES TAX Actual Budget 2019-20 2020-21 % 2016-17 2017-18 2018-19 Adopted Adopted Change Revenues - - - 2,694,639 1/2 Cent Sales Tax 1,500,000 -44.33% - - - - 335-1800 Current FY 1/2 Cent Sales Tax - - - - 312-6010 Transfer From Reserve 1/2 Cent Sales Tax $ - $ - $ - $ 2,694,639 Total Revenue $ 1,500,000 -44.33% Capital Projects - - - 700,000 Down Town Master Plan - -100.00% Improvements - - - 911,000 Fire Safety 85,000 -90.67% 522-6406 Cardiac Monitor 522-6407 ATV for Transport 522-6214 Fire Station 6 Renovation - - - 77,539 Emergency Management - -100.00% - - 18,000 319,000 Police Safety - -100.00% - - - 25,000 Commerce & Technology Park Master Plan 231,000 824.00% 515-3100 Infrastructure & Technology 515-3100 Branding & Identity - - - 662,100 Infrastructure 575,000 -13.16% 541-6351 Hollywood Blvd Reconfiguration 541-6351 General Street Resurfacing 541-6351 Intersection & Pedestrian Improvments 516-6420 IT Infrastructure Transfer to Restricted Fund Balance 609,000 100.00% $ - $ - $ 18,000 $ 2,694,639 Total Capital Expenditures $ 1,500,000 -44.33% $ - $ - $ 18,000 $ 2,694,639 TOTAL EXPENSES $ 1,500,000 -44.33% $ - $ - $ (18,000) $ - NET REVENUE / (EXPENSE) $ - 0.00% 1499-Sales Tax _001 8/31/2020 8:35 AM 108  001 GENERAL FUND - 1500 NON-DEPARTMENTAL Actual Budget 2019-20 2020-21 % 2016-17 2017-18 2018-19 Adopted Adopted Change Personal Services: 122,373 75,721 65,810 891,352 519-1216 Final Leave Pay 100,000 -88.78% 7,711 451 177 - 519-2300 Life & Health Insurance - 0.00% 4,479 298 4,277 25,000 519-2500 Unemployment Compensation 25,000 0.00% $ 134,563 $ 76,470 $ 70,264 $ 916,352 Total Personal Services $ 125,000 -86.36% Operating Expenditures: 276,822 1,111,006 102,045 16,000 519-3100 Professional Services 75,086 369.29% 1,411 1,928 13,044 - 519-3400 Other Services 22,000 100.00% - 4,630 - - 519-4000 Travel and Per Diem - 0.00% - - - 288 519-4100 Communication Services 288 0.00% 5,737 5,866 3,511 6,414 519-4400 Rentals & Leases 6,414 0.00% - 4,484 10,706 - 519-4908 Property Taxes - 0.00% - 600 - 5,900 519-4911 Holiday Gift Certificates 5,900 0.00% - 1,160 - - 519-4912 Recording Fees - 0.00% 29 10 527 - 519-4913 Cash Over/(Short) - 0.00% 122 348 2,120 - 519-4916 Inventory Over/(Short) - 0.00% 26,554 - - - 519-4941 Disaster Recovery - 0.00% 689 533 983 - 519-4943 Hurricane - 0.00% - 14,792 5,022 - 519-4994 Tornado 2018 - 0.00% - - - 297,524 519-4995 Contingencies 301,550 1.35% - 2,757 - - 519-5200 Operating - 0.00% - - 79,159 21,840 519-5231 Computer Hardware/Software 1,810 -91.71% 129 - - - 519-5249 Weather Events Pub Asst - 0.00% - - 3,000 3,000 519-5400 Dues & Publications 3,000 0.00% 11,794 2,226 1,150 10,000 519-5500 Training 10,000 0.00% $ 323,287 $ 1,150,340 $ 221,267 $ 360,966 Total Operating Expenditures $ 426,048 18.03% Capital Outlay - 100,000 - - 519-6100 Land - 0.00% - - 8,474,113 - 519-6200 5147 - Field Office Complex Bldg - 0.00% - - 15,912 - 519-6401 5147 - Office Furniture & Fixture - 0.00% - - 3,862 - 519-6402 5147 - Equipment - 0.00% - - - - 519-6404 Trucks 140,000 100.00% 27,370 - - - 519-6405 Communication Equipment - 0.00% - - - 47,010 519-6420 Computer Hardware/Software 56,600 20.40% 27,370 100,000 8,493,887 47,010 Total Capital Outlay 196,600 318.21% Other Financing Activity (144,672) (44,964) (45,999) (47,011) 513-9916 Cost Allocation Reimb from FBC Fund (123,045) 161.74% - (23,961) - (27,588) 513-9917 Salary Reimb from CDBG Fund (27,748) 0.58% (167,123) (174,381) (174,335) (178,171) 513-9919 Cost Allocation Reimb from CRA Fund (182,090) 2.20% (1,063,612) (1,526,252) (1,130,539) (1,155,411) 513-9941 Cost Allocation Reimb from Utilities Fund (1,319,296) 14.18% (372,074) (388,626) (397,564) (406,311) 513-9943 Cost Allocation Reimb from Sanitation Fund (515,368) 26.84% (157,704) (359,617) (168,507) (172,214) 513-9945 Cost Allocation Reimb from Stormwater Fund (226,003) 31.23% 4,161 4,176 3,828 - 581-9121 Transfer to Debt Service Fund - 0.00% - - - - 581-9999 Reserved - Undesignated Net Assets 874,030 100.00% $ (1,901,024) $ (2,513,625) $ (1,913,116) $ (1,986,705) Total Other Financing Activity $ (1,519,521) -23.52% $ (1,415,804) $ (1,186,815) $ 6,872,303 $ (662,377) TOTAL EXPENSES $ (771,873) 16.53% 1500-NonDept_001 9/2/2020 8:56 AM 109  001 GENERAL FUND - 1500 NON-DEPARTMENTAL Actual Budget 2019-20 2020-21 % 2016-17 2017-18 2018-19 Adopted Adopted Change 214.50 214.03 224.93 225.43 Number of Funded Employees (FTE's) 237.14 5.19% 411,535 474,517 417,246 430,759 City Council 470,146 9.14% 375,257 456,529 494,037 410,506 City Manager 407,835 -0.65% 1,284,671 1,257,665 1,426,822 1,357,150 Administrative Services 1,654,413 21.90% 216,035 222,858 232,382 243,244 City Clerk 236,139 -2.92% 796,562 880,229 936,741 888,710 Finance 914,453 2.90% 5,255,948 5,678,464 5,345,831 6,218,601 Police 6,760,718 8.72% 4,350,336 4,696,099 4,856,657 5,865,209 Fire 5,976,148 1.89% - - - - Emergency Management 16,210 100.00% 5,520,344 6,005,540 6,185,479 6,341,872 Recreation Services 6,571,323 3.62% 577,401 709,073 526,328 537,122 Growth Management - General Fund 623,354 16.05% 2,104,512 2,717,884 1,953,053 2,404,774 Total Public Works & Utility Services - General Fund 2,444,100 1.64% - - 18,500 2,694,639 1/2 Cent Sales Tax 1,500,000 -44.33% (1,415,804) (1,186,815) 6,441,735 (662,377) Non-Departmental (771,873) 16.53% $ 19,476,797 $ 21,912,043 $ 28,834,812 $ 26,730,208 TOTAL FUND EXPENSES $ 26,802,966 0.27% $ - $ - $ - $ - NET REVENUE / (EXPENSE) $ (0) 0.00% 1500-NonDept_001 8/31/2020 8:56 AM 110  Law Enforcement Trust Fund The Law Enforcement Trust Fund encompasses 0.02% of the City’s activities and services and accounts for revenues from grants and forfeitures that are legally restricted for specific purposes, such as crime prevention, community policing, and drug education. Per State Statute, law enforcement agencies that receive at least $15,000 in forfeitures within a fiscal year must expend or donate no less than 15% of such funds to support drug abuse prevention, crime prevention, or safe neighborhood programs. Revenue Highlights $25,000 Budget. ……2020-21. $ Change % Change $20,000 Interest & Other 2,309 0 0% Use of Reserves 9,864 9,864 97.3% $15,000 $12,173 9,864 66.5% $10,000 $5,000 $0 Actual Actual Actual Budget Budget 2016-17 2017-18 2018-19 2019-20 2020-21 Other Taxes Intergov't Revenue Interest & Other Appropriations  Intergovernmental revenue refers to grants, which are accounted for through a budget amendment when awarded to the City and therefore never included in the adopted budget.  Forfeitures comprise the main revenue source of this fund, but the Florida Attorney General has opined that it is not permissible to budget forfeiture revenues. Therefore, an appropriation from fund balance is budgeted to record the use of the prior year’s forfeitures for current year activities. Expenditure Highlights $150,000 Budget. …… 2020-21 $ Change % Change Personal Services 0 0 0% $100,000 Operations & Maintenance 12,173 4,864 66.5% Capital Outlay/Imprvmt 0 0 0 $50,000 $12,173 4,864 66.5% $0 Actual Actual Actual Budget Budget 2016-17 2017-18 2018-19 2019-20 2020-21 Operations & Maintenance Capital Outlay/Imprvmt  The increase in operational expenses is due to the one-time purchase of required gear for the Community Resource Officers hired as a result of the Federal COPS grant.  Drug-lab cleanup and legal services account for the remainder of the operational expenses; however, these fees are recouped by the proceeds from forfeiture cases. 111  102 LAW ENFORCEMENT TRUST FUND Actual Budget 2019-20 2020-21 % 2016-17 2017-18 2018-19 Adopted Adopted Change 20,145 - 3,699 - Grant Revenues - 0.00% $ 20,145 $ - $ 3,699 $ - Total Grants $ - 0.00% $ 20,145 $ - $ 3,699 $ - TOTAL INTERGOVERNMENTAL REVENUE $ - 0.00% 767 - - - 1800-356-1000 Fines & Forfeitures - 0.00% 95 - - - 1800-358-2000 Assets Seized by Law Enforcement - 0.00% $ 862 $ - $ - $ - Total Fines & Forfeitures $ - 0.00% $ 862 $ - $ - $ - TOTAL FINES & FORFEITURES $ - 0.00% 2,479 165 2,879 2,309 1800-361-1000 Interest Income 2,309 0.00% $ 2,479 $ 165 $ 2,879 $ 2,309 Total Interest Income $ 2,309 0.00% 1,166 - - - 1800-364-1000 Sale of Surplus Assets - 0.00% $ 1,166 $ - $ - $ - Total Other Revenues $ - 0.00% $ 3,645 $ 165 $ 2,879 $ 2,309 TOTAL INTEREST & OTHER REVENUES $ 2,309 0.00% - - - 5,000 1600-389-9100 Appropriation from Fund Balance 9,864 97.28% $ - $ - $ - $ 5,000 Total Non-Operating Sources $ 9,864 97.28% $ - $ - $ - $ 5,000 TOTAL TRANSFERS IN $ 9,864 0.00% $ 24,652 $ 165 $ 6,578 $ 7,309 TOTAL FUND REVENUES $ 12,173 66.55% 102 - LETF 9/2/2020 5:06 PM 112  102 LAW ENFORCEMENT TRUST FUND Actual Budget 2019-20 2020-21 % 2016-17 2017-18 2018-19 Adopted Adopted Change 1800 - STATE FORFEITURE EXPENSES Grant Expenses: - Grant Expenses - 0.00% $ - $ - $ - $ - Total Grant Expenses $ - 0.00% Operating Expenditures: 2,500 - - 5,000 521-3100 Professional Services - -100.00% 70 - - 1,609 521-3101 Legal Services 5,809 261.03% 69,045 - - - 521-4610 Maintenance Contracts - 0.00% - - - 500 521-4912 Forfeiture Filing Fees 1,000 100.00% - - - 200 521-4915 Legal Advertising 500 150.00% 24,806 - - - 521-5200 Operating Supplies 3,951 100.00% - - - 521-5210 Uniform Expense 913 100.00% $ 96,421 $ - $ - $ 7,309 Total Operating Expenditures $ 12,173 66.55% Capital Outlay: 8,970 140 - - 521-6406 Specialized Equipment - 0.00% $ 8,970 $ 140 $ - $ - Total Capital Outlay $ - 0.00% $ 105,391 $ 140 $ - $ 7,309 STATE EXPENDITURES $ 12,173 66.55% 1800 - FEDERAL FORFEITURE EXPENSES Operating Expenditures: 9,371 11,829 5,990 - 1543-521-5210 Uniform Expense - Ballistic Vests (50% Grant) 15,573 - - 1579-521-5200 Operating Supplies & Expenses - 0.00% - - 3,699 - 1579-521-6406 Specialized Equipment - - 3,444 - 1800-521-3101 Legal - - 250 - 1800-521-4915 Legal Advertising - - 1,100 - 1800-521-5200 Operating Supplies - 0.00% $ 24,944 $ 11,829 $ 14,483 $ - Total Operating Expenditures $ - 0.00% $ 24,944 $ 11,829 $ 14,483 $ - FEDERAL EXPENDITURES $ - 0.00% $ 130,335 $ 11,969 $ 14,483 $ 7,309 TOTAL FUND EXPENSES $ 12,173 66.55% $ (105,683) $ (11,804) $ (7,905) $ - NET REVENUE / (EXPENSE) $ - 0.00% 102 - LETF 9/2/2020 5:06 PM 113  Law Enforcement Training Fund The Law Enforcement Training Fund encompasses 0.001% of the City’s activities and services and accounts for revenues from traffic fines that are legally restricted for specific purposes, such as school crossing guards and police officer training. Revenue Highlights $15,000 Budget. 2020-21 …… $ Change % Change Interest & Other 500 -3,597 -87.8% $10,000 Use of Reserves 0 0 0% $500 -3,597 -87.8% $5,000 $0 Actual Actual Actual Budget Budget 2016-17 2017-18 2018-19 2019-20 2020-21 Interest & Other Appropriations  Traffic fines have declined over the years as the state retains a larger portion of the revenue for court and clerk operations. Expenditure Highlights $15,000 Budget. …… 2020-21 $ Change % Change Operations & Maintenance 500 -3,597 -87.8% $10,000 $500 -3,597 -87.8% $5,000 $0 Actual Actual Actual Budget Budget 2016-17 2017-18 2018-19 2019-20 2020-21 Personal Services Operations & Maintenance Replenish Reserves  A portion of police officer training is accounted for in this fund. 114  103 LAW ENFORCEMENT TRAINING FUND Actual Budget 2019-20 2020-21 % 2016-17 2017-18 2018-19 Adopted Adopted Change 4,918 4,646 4,928 4,000 1830-351-5020 Traffic Fines - Training 400 -90.00% $ 4,918 $ 4,646 $ 4,928 $ 4,000 Total Fines & Forfeitures $ 400 -90.00% $ 4,918 $ 4,646 $ 4,928 $ 4,000 TOTAL FINES & FORFEITURES $ 400 -90.00% - 2 146 97 1830-361-1000 Interest Income 100 3.09% $ 97 Total Interest Income $ 100 3.09% $ - $ - $ - $ 97 TOTAL INTEREST & OTHER REVENUES $ 100 3.09% $ 4,918 $ 4,646 $ 4,928 $ 4,097 TOTAL FUND REVENUES $ 500 -87.80% Operating Expenditures: 4,428 1,194 - 4,097 521-4000 Travel and Per Diem 500 -87.80% - - - - 521-5500 Training - 0.00% $ 4,428 $ 1,194 $ - $ 4,097 Total Operating Expenditures $ 500 -87.80% $ 4,428 $ 1,194 $ - $ 4,097 TOTAL FUND EXPENSES $ 500 -87.80% $ 490 $ 3,452 $ 4,928 $ - NET REVENUE / (EXPENSE) $ - 0.00% 103 - LETF 8/30/2020 7:14 PM 115  Florida Building Code Fund The Florida Building Code (FBC) Fund encompasses 1.0% of the City’s activities and services and accounts for revenues from building permits and inspections that are legally restricted for enforcing the Florida Building Code per State Statute. Revenue Highlights $600,000 Budget. …… 2020-21. $ Change % Change $500,000 Licenses & Permits 472,211 116,886 32.9% $400,000 Interest & Other 2,000 (235) (10.5)% Appropriation from Reserves 0 0 0% $300,000 $474,211 116,651 32.6% $200,000 $100,000 $0 Actual Actual Acutal Budget Budget 2016-17 2017-18 2018-19 2019-20 2020-21 Licenses & Permits Interest & Other Appropriation From Reserves  The slight increase in revenue is based on current data trends in licenses and permits sales in FY 2019- 20. Expenditure Highlights $500,000 $450,000 Budget. $400,000 2020-21. …… $ Change % Change $350,000 Personal Services 254,520 12,177 5.0% $300,000 Operations & Maintenance 92,137 30,930 50.5% $250,000 Capital Outlay 4,510 (2,490) (35.6)% $200,000 Interfund Transfers 123,045 76,034 161.7% $150,000 $474,211 116,651 32.6% $100,000 $50,000 $0 Actual Actual Actual Budget Budget 2016-17 2017-18 2018-19 2019-20 2020-21 Personal Services Operations & Maintenance Capital Outlay/Imprvmt Interfund Transfers  The increase in Operations & Maintenance expenses is a result of the increase in permits issued.  The decrease in Capital Outlay expenses is based on the type of equipment needed in FY2020-21. 116  106 FLORIDA BUILDING CODE FUND - 1215 BUILDING INSPECTION & PERMITTING Actual Budget 2019-20 2020-21 % 2016-17 2017-18 2018-19 Adopted Adopted Change Revenues: 195,364 195,975 257,016 184,422 1215-322-1000 Building Permits 268,112 45.38% 2,753 - - 2,996 1215-329-1001 Re-Inspection Fee 2,800 -6.54% 9,008 - - 17,367 1215-329-1002 Working Without A Permit Fee 12,000 -30.90% 3,800 - - 3,591 1215-329-1010 Notice of Commencement 3,600 0.25% 5,370 - - 2,877 1215-329-1020 Certificate of Occupancy/Completion/Use 2,500 -13.10% 46,283 49,706 48,443 40,410 1215-322-1030 Processing Fee 48,449 19.89% 26,380 25,126 27,093 19,000 1215-322-2000 Electrical Permits 23,000 21.05% 17,476 16,009 21,314 8,857 1215-322-3000 Plumbing Permits 14,200 60.33% 7,648 3,239 1,631 4,664 1215-322-4000 Gas Permits 1,500 -67.84% 16,726 23,794 23,393 13,000 1215-322-5000 Mechanical Permits 13,000 0.00% 1,165 - - 834 1215-329-9090 Surcharge F.S. 468.631 & 553.721 850 1.92% $ 331,973 $ 313,850 $ 378,890 $ 298,018 Total Licenses & Permits $ 390,011 30.87% 73,452 - 114,477 55,000 1215-322-1003 Building Plan Review 80,000 45.45% 4,495 1,346 - 2,307 1215-329-3000 Sign/Banner Permit 2,200 -4.64% $ 77,947 $ 1,346 $ 114,477 $ 57,307 Total Other Licenses & Permits $ 82,200 43.44% $ 409,919 $ 315,196 $ 493,366 $ 355,325 TOTAL LICENSES & PERMITS $ 472,211 32.90% 3,330 - - 2,235 1215-361-1000 Interest Income 2,000 -10.51% 1,741 - - - 1215-369-9000 Miscellaneous Revenues - 0.00% $ 5,071 $ - $ - $ 2,235 Total Interest Income $ 2,000 -10.51% $ 5,071 $ - $ - $ 2,235 TOTAL INTEREST & OTHER REVENUES $ 2,000 -10.51% $ 414,990 $ 315,196 $ 493,366 $ 357,560 TOTAL REVENUES $ 474,211 32.62% 106 - FBC 8/30/2020 7:33 PM 117  106 FLORIDA BUILDING CODE FUND - 1215 BUILDING INSPECTION & PERMITTING Actual Budget 2019-20 2020-21 % 2016-17 2017-18 2018-19 Adopted Adopted Change Personal Services: 4.00 4.00 4.00 4.00 Number of Funded Employees (FTE's) 4.00 159,736 170,241 116,096 163,729 524-1200 Regular Salaries 183,045 11.80% - - 217 - 524-1201 Service Awards - 0.00% - - 2,012 - 524-1216 Final Leave - 0.00% 3,356 2,182 406 1,000 524-1400 Salaries - Overtime - -100.00% 9,581 10,129 7,151 9,961 524-2100 FICA Taxes 11,675 17.21% 2,241 2,369 1,672 2,329 524-2101 Medicare 2,730 17.23% 17,726 31,839 35,674 22,529 524-2200 Retirement Contributions 17,360 -22.94% 6,222 8,615 2,833 5,694 524-2204 Retirement Contributions - DC Plan 7,593 33.35% 15,961 21,866 9,734 39,995 524-2300 Dental, Life & Health Insurance 35,516 -11.20% 3,630 4,095 3,062 4,726 524-2400 Worker's Compensation 5,110 8.12% 9,141 9,376 7,231 (7,620) 524-1291 Salary Allocation Reimb to General Fund (8,510) 11.68% $ 227,594 $ 260,712 $ 186,088 $ 242,343 Total Personal Services $ 254,520 5.02% Operating Expenditures: 23,103 29,262 53,265 34,776 524-3100 Professional Services 57,694 65.90% 2,385 2,379 2,012 4,014 524-4000 Travel and Per Diem 5,014 24.91% 2,631 3,600 2,669 2,479 524-4100 Communication Services 2,391 -3.55% 132 70 714 100 524-4200 Postage 100 0.00% 4,288 4,276 3,810 4,275 524-4300 Utilities 4,000 -6.43% 94 1,126 1,032 1,126 524-4400 Leases 1,126 0.00% 500 1,100 1,000 1,100 524-4610 Maintenance Contracts 1,100 0.00% 125 523 1,331 575 524-4620 Vehicle Repair 1,075 86.96% 35 70 554 180 524-4700 Printing & Binding 680 277.78% - 25 - 100 524-4911 Holiday Gift Certificates 100 0.00% 758 477 1,372 850 524-5100 Office Supplies 1,350 58.82% 289 666 985 1,000 524-5200 Operating Supplies 1,000 0.00% 1,693 1,640 2,332 1,130 524-5204 Fuel & Oil 2,332 106.37% 242 382 708 400 524-5210 Uniform Expense 660 65.00% - 5,136 656 - 524-5231 Computer Hardware/Software 290 100.00% 250 246 200 390 524-5234 Safety Supplies/Equipment 390 0.00% 1,676 3,627 882 2,789 524-5400 Books, Dues & Publications 5,558 99.28% 2,278 3,276 2,169 2,348 524-5500 Training 3,350 42.67% - - - 3,576 524-4995 Contingencies 3,927 9.81% $ 40,479 $ 57,881 $ 75,691 $ 61,207 Total Operating Expenditures $ 92,137 50.53% Capital Outlay: - - - 7,000 524-6402 Equipment - -100.00% - - 23,684 - 524-6404 Trucks - 0.00% - - - - 524-6420 Computer Hardware/Software per IT Plan 4,510 100.00% $ - $ - $ 23,684 $ 7,000 Total Capital Outlay $ 4,510 -35.57% Other Financing Activity: 144,672 44,964 45,999 47,011 524-9901 Cost Allocation Reimbursement to General Fund 123,045 161.74% $ 144,672 $ 44,964 $ 69,683 $ 47,011 Total Other Financing Activity $ 123,045 161.74% $ 412,745 $ 363,557 $ 355,146 $ 357,560 TOTAL EXPENSES $ 474,211 32.62% $ 2,245 $ (48,361) $ 138,220 $ - NET REVENUE / (EXPENSE) $ (0) 0.00% 106 - FBC 8/30/2020 7:33 PM 118 FLORIDA BUILDING CODE FUND (FBC) Share of City Budget $474,211, 0.9% DESCRIPTION Building officials issue building permits, review building plans, and inspect all facets of construction including structure, electrical, plumbing, mechanical, gas, fences, and signs. MISSION Provide efficient assistance with, and ensure adherence to, state and local Land Development and Building Codes. Actual YTD thru 06/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY21) 2016-17 2017-18 2018-19 2019-20 2019-20 2020-21 Provide Timely & Efficient Building Permits % of Residential Permits Approved within 5 Business Days of Application 97% 97% 95% 91% 98% 95% % of Commercial Permits Approved within 10 Business Days of Application 96% 97% 93% 92% 98% 95% Provide Timely & Efficient Building Inspections % of Residential Inspections Completed within 3 Business Days of Request 98% 97% 98% 96% 98% 98% % of Commercial Inspections Completed within 3 Business Days of Request 98% 97% 98% 97% 98% 98%  Enhance contractor & developer education through no less than two training seminars in eTRAKiT provide by the Building Division. FUTURE GOALS (FY22 & FY23)  Become fully digital in processing of plan review and permitting with the implementaion of TRAKiT and Blue Beam Revu.  Obtain and all required certifications for Building Inspector.  Expand our customer service levels to one of the best building departments in this area. PRIOR YEAR ACCOMPLISHMENTS (FY20)  Launched electronic buiding inspection requesting service, virtual inspection service and electronic building permit submittal service.  Held one training seminar for eTRAKiT for contractors and prepared three eTRAKiT tutorial guides to assist the public.  Updated division policies and procedures to assist staff and the public in the processing of building permit applications. 119  Community Development Block Grant Fund The Community Development Block Grant (CDBG) Fund encompasses 0.47% of the City’s activities and services and accounts for grant funds from the US Department of Housing and Urban Development that are legally restricted for specific purposes such as capital outlay projects and summer care programs to benefit low and moderate income families. Revenue Highlights $300,000 $250,000 Budget. 2020-21 …… $ Change % Change $200,000 Intergov’t Revenue 234,807 83,018 54.7% $150,000 Approp. from Reserves 0 0 0% $234,807 83,018 54.7% $100,000 $50,000 $0 Actual Actual Actual Budget Budget 2016-17 2017-18 2018-19 2019-20 2020-21 Intergov't Revenue Interest & Other  Revenues from the Federal entitlement are largely population-based. The City’s population is relatively stable since the community is built-out. The increase this year is due to receving COVID- 19 grant funds. Expenditure Highlights $300,000 Budget. $250,000 2020-21 …… $ Change % Change Personal Services 27,748 160 0.6% $200,000 Operations & Maintenance 142,309 81,771 135.1% $150,000 Capital Outlay/Imprvmt 64,750 1,087 1.7% $100,000 Interfund Transfers Out 0 0 0.0% $234,807 83,018 54.7% $50,000 $0 Actual Actual Actual Budget Budget 2016-17 2017-18 2018-19 2019-20 2020-21 Personal Services Operations & Maintenance Capital Outlay/Imprvmt Interfund Transfers  Personal services include staff’s time allocated to CDBG activities.  The increse in operations is directly related to the COVID-19 grant funds received. 120  107 COMMUNITY DEVELOPMENT BLOCK GRANT FUND Actual Budget 2019-20 2020-21 % 2016-17 2017-18 2018-19 Adopted Adopted Change 246,186 60,586 135,313 151,789 1900-331-5027 Annual Entitlement Grant 147,839 -2.60% - - - - 1900-331-5028 CARES Act 86,968 100.00% $ 246,186 $ 60,586 $ 135,313 $ 151,789 Total Federal Grants $ 234,807 97.40% $ 246,186 $ 60,586 $ 135,313 $ 151,789 TOTAL INTERGOVERNMENTAL REVENUE $ 234,807 54.69% $ 246,186 $ 60,586 $ 135,313 $ 151,789 TOTAL FUND REVENUES $ 234,807 54.69% 107 - CDBG 8/30/2020 7:46 PM 121  107 COMMUNITY DEVELOPMENT BLOCK GRANT FUND Actual Budget 2019-20 2020-21 % 2016-17 2017-18 2018-19 Adopted Adopted Change Personal Services: 14,121 23,961 27,623 27,588 1900-554-1291/98 Planning & Admin Exp 27,748 0.58% $ 14,121 $ 23,961 $ 27,623 $ 27,588 Total Personal Services $ 27,748 0.58% Operating Expenditures: 55,152 - - - 1900-554-3100 Professional Services - 0.00% - - - - CARES Act COVID 86,968 100.00% - - - 800 1900-554-4000 Travel and Per Diem - -100.00% 2 - - 20 1900-554-4200 Postage 20 0.00% 981 580 - 1,800 1900-554-4915 Legal Advertising 1,800 0.00% - - - 150 1900-554-5500 Training - -100.00% Land Clearance 7,854 14,038 16,575 35,000 1910-554-3400 Nuisance Abatement - -100.00% - - - - 1930-554-3400 Housing Rehabilitation 16,521 100.00% Public Services 5,060 1,030 1,504 4,000 1940-554-3451 Rec Center Summer Program 5,000 25.00% - - - - 1940-554-5262 Homeless Abatement - HHA Outreach 22,000 100.00% 10,278 - - - 1940-554-5254 Youthbuild & Community Development - 0.00% 1940-554-5269 Boys & Girls Club of the Emerald Coast 5,000 100.00% 32,993 5,645 42,116 - 1940-554-5255 One Hopeful Place Community Development - 0.00% 4,517 7,600 - - 1940-554-5258 S4P Synergy Inc - 0.00% - - - 9,250 1940-554-5265 90Works Project90 5,000 -45.95% - - - 9,518 1940-554-5266 Bridgeway Center, Inc. - -100.00% $ 111,777 $ 27,863 $ 60,195 $ 60,538 Total Operating Expenditures $ 142,309 135.07% Public Facilities 50,000 - 19,957 - 1950-554-5253 Okaloosa Comprehensive Head Start - 0.00% - - 17,025 - 1950-554-5255 OK Coalition on Homeless One Hopeful Place 30,450 100.00% - 4,000 - - 1950-554-5263 Bountiful Blessings Food Pantry - 0.00% - 15,935 13,543 1950-554-5262 HHA Inclement Weather Shelter - 0.00% - - - 33,000 1950-554-5267 HSU Educational Foundation 34,300 3.94% 45,723 1,209 - - 1950-554-5259 Eleanor Johnson Restroom - 0.00% 7,505 - - - 1950-554-5260 Peace Outreach Feeding Pantry - 0.00% 12,000 - - - 1950-554-5261 Gegg Chapel Basketball Court - 0.00% - - - 30,663 1950-554-5268 FWB Senior Pickleball Court - -100.00% 115,228 21,144 50,525 63,663 Total Capital Improvements 64,750 1.71% $ 241,126 $ 72,968 $ 138,343 $ 151,789 TOTAL FUND EXPENSES $ 234,807 54.69% $ 5,060 $ (12,382) $ (3,030) $ - NET REVENUE / (EXPENSE) $ - 0.00% 107 - CDBG 8/30/2020 7:46 PM 122 COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) Share of City Budget $234,807, 0.5% DESCRIPTION The Community Development Block Grant provides Federal funding for housing and community development needs for low and moderate income areas. MISSION Administer the Community Development Block Grant (CDBG) program in accordance with all Federal regulations. Actual YTD thru 06/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY21) 2016-17 2017-18 2018-19 2019-20 2019-20 2020-21 Eliminate Influences of Blight in Target Areas Nuisances Abated in Target Area 0 1 2 3 1 1 Improve Safety and Livability of Neighborhoods Capital Improvements Completed in Target Area 0 0 3 0 1 0 Provide Access to Quality Public and Private Services Summer Youth Program 0 0 4 0 5 5 After School Program Participants 0 10 0 0 0 0 Disburse Grant Funds in Timely Fashion Grant Funds Spent in Same Year Awarded 100% 90% 90% annual 100% 100% FUTURE GOALS (FY22 & FY23)  Spend all grant funds in same year awarded.  Increase access to quality public facilities and neighborhood livability by completing five sewer lateral replacement projects.  Restore Summer Youth Program participation. PRIOR YEAR ACCOMPLISHMENTS (FY20)  Eliminate blighted conditions on target areas by completing three nuisance abatement projects 123  Community Redevelopment Agency Fund The Community Redevelopment Agency (CRA) Fund encompasses 7.23% of the City’s activities and services and accounts for funding derived from City of Fort Walton Beach and Okaloosa County Tax Increment Funding (TIF) – proceeds from increases in the taxable assessed value of the CRA District. The original CRA area was formed in 1980, with that being the base year for the purpose of determining the growth in assessed taxable value. In 2019, the CRA area was expanded to include an additional area. The TIF is determined by the growth in the assessed value of taxable property located in the CRA district from the base year to the current tax year and is multiplied by the current tax rate for the City and County. Expenditures in the CRA area target eliminating blight in residential and commercial areas. Revenue Highlights $4,000,000 Budget. $3,500,000 2020-21 …… $ Change % Change $3,000,000 Ad Valorem Taxes 1,350,992 -1,984 -0.1% $2,500,000 Intergov’t Revenue 971,117 140,416 16.9% $2,000,000 Interest & Other 0 -32,457 -100.0% $1,500,000 Approp. from Reserves 1,263,150 1,263,150 100.0% $1,000,000 $3,585,259 1,369,125 61.8% $500,000 $0 Actual Actual Actual Budget Budget 2016-17 2017-18 2018-19 2019-20 2020-21 Ad Valorem Taxes Intergov't Revenue Interest & Other Interfund Transfers Appropriations  The budget is predicated on the rolled-back rate of 5.3293 mills for the City’s portion of the TIF. One mill equals $1 per $1,000 of taxable property value. Expenditure Highlights $2,500,000 Budget. $2,000,000 ……2020-21 $ Change % Change Personal Services 538,234 111,828 26.2% $1,500,000 Operations & Maintenance 404,236 18,077 4.7% Replenish Reserves 960,398 0 0.0% $1,000,000 Interfund Transfer 182,090 3,919 2.2% $500,000 Capital Outlay/Imprvmt 1,500,301 1,235,301 466.2% 0 $3,585,259 1,369,125 61.8% $0 Actual Actual Actual Budget Budget 2016-17 2017-18 2018-19 2019-20 2020-21 Personal Services Operations & Maintenance Capital Outlay/Imprvmt Interfund Transfers Replenish Reserves  The increase in personal services is due to pay and classification changes related to internal equity and compression, as well as an increase is the City covered portion of employee insurance.  The increase in capital outlay is due to newly planned projects, specifically full renovation of the Landing. 124  109 COMMUNITY REDEVELOPMENT AGENCY FUND Actual Budget 2019-20 2020-21 % 2016-17 2017-18 2018-19 Adopted Adopted Change 802,377 837,841 865,478 983,485 2000-311-1000 Ad Valorem Taxes - City Original TIF 973,811 -0.98% 234,074 252,373 274,323 369,491 2000-311-1100 Ad Valorem Taxes - City Expanded TIF 377,181 2.08% $ 1,036,451 $ 1,090,214 $ 1,139,801 $ 1,352,976 Total Ad Valorem Taxes $ 1,350,992 -0.15% $ 1,036,451 $ 1,090,214 $ 1,139,801 $ 1,352,976 TOTAL TAXES $ 1,350,992 -0.15% 476,794 553,733 572,263 603,841 2000-338-2000 Ad Valorem Taxes - County Original TIF 699,993 15.92% 136,344 167,174 181,739 226,860 2000-338-2100 Ad Valorem Taxes - County Expanded TIF 271,124 19.51% $ 613,139 $ 720,907 $ 754,002 $ 830,701 Total Local Shared Revenues $ 971,117 16.90% $ 613,139 $ 720,907 $ 754,002 $ 830,701 TOTAL INTERGOVERNMENTAL REVENUE $ 971,117 16.90% 27,428 33,831 18,648 32,457 1500-361-1000 Interest Income - -100.00% $ 27,428 $ 33,831 $ 18,648 $ 32,457 Total Interest Income $ - -100.00% 21,300 - 2000-362-1000 Rental and Lease Income - 0.00% $ - $ - $ 21,300 $ - Total Rents and Royalties $ - 0.00% $ 27,428 $ 33,831 $ 39,947 $ 32,457 TOTAL INTEREST & OTHER REVENUES $ - -100.00% - - - - 1600-389-9100 Appropriation from Fund Balance 1,263,150 100.00% $ - $ - $ - $ - Total Non-Operating Sources $ 1,263,150 100.00% $ - $ - $ - $ - TOTAL TRANSFERS IN $ 1,263,150 100.00% $ 1,677,018 $ 1,844,952 $ 1,933,751 $ 2,216,134 TOTAL FUND REVENUES $ 3,585,259 61.78% 109-Revenues 9/18/2020 11:04 AM 125  109 CRA FUND - 2000 CRA Actual Budget 2019-20 2020-21 % 2016-17 2017-18 2018-19 Adopted Adopted Change Personal Services: 2.00 - 5.00 5.00 Number of Employees (FTE's) 6.00 24,319 - 219,001 227,086 552-1200 Regular Salaries 298,899 31.62% - - 100 24,022 552-1202 Incentive Pay 22,383 -6.82% - - 827 - 552-1216 Final Leave - 0.00% 27 - 22,369 9,481 552-1400 Salaries - Overtime 6,965 -26.54% - - 9,582 8,146 552-1401 Salaries - Overtime Holiday Worked 5,696 -30.08% 18,493 - 552-1501 Incentive - 0.00% 1,454 - 15,656 13,853 552-2100 FICA Taxes 15,785 13.94% 340 - 3,661 3,314 552-2101 Medicare 3,691 11.39% 86,583 90,233 552-2201 Retirement Contributions - Police Officers 106,797 18.36% 194 - - - 552-2204 Retirement Contributions - DC Plan 3,905 0.00% 2,629 - 36,311 41,611 552-2300 Dental, Life & Health Insurance 64,222 54.34% 752 - 9,217 8,660 552-2400 Worker's Compensation 9,891 14.22% 7,729 - - - 552-1291 Salary Allocation Reimb to General Fund - 0.00% $ 37,444 $ - $ 421,800 $ 426,406 Total Personal Services $ 538,234 26.23% Operating Expenses: 225,862 127,952 118,243 - 552-3100 Professional Services - 0.00% 169,527 331,365 183,929 216,744 552-3400 Other Services 165,000 -23.87% 10,589 1,100 178 - 552-3450 Other Services - Grounds Maintenance - 0.00% 890 (2) 591 1,200 552-4000 Travel and Per Diem 1,200 0.00% 1,870 264 64 - 552-4100 Communication Services - 0.00% - - - 700 552-4200 Postage 700 0.00% 118,689 127,016 126,943 107,324 552-4300 Utilities 107,500 0.16% 3,030 2,350 11,550 - 552-4400 Rentals & Leases 20,600 100.00% 825 - - 1,726 552-4610 Maintenance Contracts 1,803 0.00% 669 519 378 - 552-4620 Vehicle Repair - 0.00% 574 922 388 - 552-4630 Equipment Repair - 0.00% 36 - 5,624 - 552-4640 Building Maintenance - 0.00% - - 5,065 5,000 552-4800 Promotional Activities 5,000 0.00% 575 802 - - 552-4915 Legal Advertising - 0.00% 2,163 84 2,255 - 552-5200 Operating Supplies - 0.00% 1,881 1,436 33 - 552-5204 Fuel & Oil - 0.00% 115 - - - 552-5210 Uniform Expense - 0.00% 1,750 - - - 552-5233 Tools - 0.00% 80 - - - 552-5234 Safety Supplies/Equipment - 0.00% 19,850 31,459 - - 552-5250 Operating Supplies - Grounds Maintenance 18,000 100.00% - 109 - - 552-5300 Road Materials & Supplies - 0.00% 1,450 1,440 1,838 2,415 552-5400 Dues & Publications 1,890 -21.74% - 444 445 1,050 552-5500 Training 1,143 8.86% Non-Operating: - 72,626 60,860 50,000 552-8200 Grants and Aids 81,400 62.80% $ 560,425 $ 699,886 $ 518,384 $ 386,159 Total Operating Expenditures $ 404,236 4.68% Capital Outlay: - 681,042 459,317 - 552-6214 Improvements Buildings 25,000 0.00% 9,774 18,930 9,162 265,000 552-6310 Improvements Other Than Buildings 70,000 0.00% $ 9,774 $ 699,972 $ 468,479 $ 265,000 Total Capital Outlay $ 95,000 -64.15% Capital Improvements Program: 91,031 596,491 - 5607 - Streetscape - 0.00% 64,366 19,229 - 5499 - Landing Improvements 1,405,301 100.00% $ - $ 155,397 $ 615,720 $ - Total Capital Improvements Program $ 1,405,301 100.00% Other Financing Activity: 174,335 178,171 552-9901 Cost Allocation Reimbursement to General Fund 182,090 2.20% - - - 960,398 581-9999 Reserved - Undesignated Net Assets 960,398 0.00% $ - $ - $ 174,335 $ 1,138,569 Total Other Financing Activity $ 1,142,488 0.34% $ 607,643 $ 1,555,254 $ 2,198,718 $ 2,216,134 TOTAL EXPENSES $ 3,585,259 61.78% 8.00 8.00 5.00 5.00 Number of Funded Employees (FTE's) 6.00 20.00% 456,033 399,340 - - Police - 0.00% 607,643 1,555,254 2,198,718 2,216,134 CRA 3,585,259 61.78% $ 1,063,676 $ 1,954,594 $ 2,198,718 $ 2,216,134 TOTAL FUND EXPENSES $ 3,585,259 61.78% $ 565,241 $ (325,677) $ - $ - NET REVENUE / (EXPENSE) $ (0) 0.00% 109-2000-CRA 9/28/2020 9:28 AM 126 COMMUNITY REDEVELOPMENT AREA (CRA) Share of City Budget $3,047,025, DESCRIPTION 5.8% The Community Redevelopment Area was established in 1980 and expanded in 1999 to address deteriorating conditions and facilitate economic growth and development within the designated area. Funding for infrastructure improvements and redevelopment activities comes from incremental increases in the taxable assessed value of the area. MISSION Rejuvenate the designated area to make it a place where citizens want to live, work, and play. Actual YTD thru 06/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY21) 2016-17 2017-18 2018-19 2019-20 2019-20 2020-21 Attract & Retain Businesses in the Target Area New Businesses in the CRA 20 24 16 19 30 25 Square Footage of Business Expansions in the CRA 14,399 237,285 19 19,867 15,000 15,000 Businesses Approved for Economic Incentive Grants 8 0 5031 0 15 8 Value of Economic Incentive Grants Provided to New or Expanding Businesses $112,361 $0 $0 $0 $0 $61,400 Private Investment Leveraged as a Result of Incentive Grants $7,298,383 $0 $0 $0 $0 $2,000,000 Grant Applications Approved within Two Weeks 8% 0% 0% 0% 0% 90% Attract & Retain Residents in the Target Area New Housing Units in the CRA 0 3 2 1 10 10 FUTURE GOALS (FY22 & FY23)  Develop ways to increase the quantity of and access to public parking in the CRA.  Encourage private reinvestment through public improvements in the CRA.  Continue moving forward with additional plans, studies, and projects to implement Downtown Master Plan.  Update wayfinding signage throughout CRA.  Begin Phase I of Landing Master Plan for improvements to Fort Walton Landing Park. PRIOR YEAR ACCOMPLISHMENTS (FY20)  Completed demolition projects at and nearby Landing Park in preparation for Landing Park improvement project.  Began design process for new CRA wayfinding signage system.  Continued CRA Grounds Maintenance Contract to ensure that the district is clean and continually maintained. 127  Debt Service Fund The Debt Service Fund encompasses 2.17% of the City’s activities and services and accounts for the accumulation of resources for and the payment of general long-term debt principal and interest. Funds are transferred from the General Fund. Revenue Highlights $1,120,000 Budget. $1,100,000 $ Change % Change 2020-21. …… $1,080,000 Interfund Transfers In 1,076,579 -27,964 -2.5% $1,060,000 $1,076,579 -27,964 -2.5% $1,040,000 $1,020,000 $1,000,000 $980,000 $960,000 $940,000 $920,000 Actual Actual Actual Budget Budget 2016-17 2017-18 2018-19 2019-20 2020-21 Interfund Transfers  Transfers from the General Fund cover annual debt payments as required per Generally Accepted Accounting Principles (GAAP) for governmental funds. Expenditure Highlights $1,400,000 Budget. $1,200,000 ……2020-21 $ Change % Change $1,000,000 Debt Service 1,076,579 -27,694 -2.5% $800,000 $1,076,579 -27,964 -2.5% $600,000 $400,000 $200,000 $0 Actual Actual Actual Budget Budget 2016-17 2017-18 2018-19 2019-20 2020-21 Debt Service  Debt Issues: 2011A Revenue Note – Fire Ladder Truck (year 10 of 10) 2013 Revenue Note – Municipal Facilities (year 8 of 18) 2013A Bank Loan – Recreation Complex, Fairway Sweeper/Vacuum, Bucket Truck (year 8 of 15) 2015 Interfund Loan – Fire Pumper Truck (year 8 of 10) 2018 Revenue Note – Field Office Complex (year 2 of 19) 128  201 DEBT SERVICE FUND Actual Budget 2019-20 2020-21 % 2016-17 2017-18 2018-19 Adopted Adopted Change 124,619 124,619 122,530 240,565 1600-381-0100 Transfer from General Fund 212,632 -11.61% 2011 Cap Imp Rev Note -Ladder Truck- yr 10 of 10 2015 Interfund Loan -Fire Pumper- yr 8 of 10 2018 Rev Note - Field Offc Complex-yr 2 of 19 308,637 305,087 306,022 306,467 1600-381-1301 306,422 -0.01% 2013 Revenue Note -Municipal Facilities - yr 8 of 18 557,447 557,525 557,524 557,511 1600-381-1302 Transfer from General Fund - 2013A Sinking Fund 557,525 0.00% 2013A Bank Loan -Recreation Complex- yr 8 of 15 2013A Bank Loan -Fairway Sweep/Vac- yr 8 of 10 2013A Bank Loan -Bucket Truck- yr 8 of 10 $ 990,703 $ 987,231 $ 986,077 $ 1,104,543 Total Interfund Transfers $ 1,076,579 -2.53% $ 990,703 $ 987,231 $ 986,077 $ 1,104,543 TOTAL TRANSFERS IN $ 1,076,579 -2.53% $ 990,703 $ 987,231 $ 986,077 $ 1,104,543 TOTAL FUND REVENUES $ 1,076,579 -2.53% Debt Service: 682,230 718,320 718,109 810,235 2100-517-7100 Principal Payments 799,647 -1.31% 2011 Cap Imp Rev Note -Ladder Truck- yr 10 of 10 2013 Revenue Note -Municipal Facilities Police- yr 8 of 18 2013 Revenue Note -Municipal Facilities Fire- yr 8 of 18 2013 Revenue Note -Municipal Facilities Library- yr 8 of 18 2013 Revenue Note -Municipal Facilities General- yr 8 of 18 2013A Bank Loan -Recreation Complex- yr 8 of 15 2013A Bank Loan -Fairway Sweep/Vac- yr 8 of 10 2013A Bank Loan -Bucket Truck- yr 8 of 10 2015 Interfund Loan -Fire Pumper- yr 8 of 10 2018 Rev Note - Field Offc Complex-yr 2 of 19 308,472 290,040 542,357 294,309 2100-517-7200 Interest Expense 276,932 -5.90% 2011 Cap Imp Rev Note -Ladder Truck- yr 10 of 10 2013 Revenue Note -Municipal Facilities Police- yr 8 of 18 2013 Revenue Note -Municipal Facilities Fire- yr 8 of 18 2013 Revenue Note -Municipal Facilities Library- yr 8 of 18 2013 Revenue Note -Municipal Facilities General- yr 8 of 18 2013A Bank Loan -Recreation Complex- yr 8 of 15 2013A Bank Loan -Fairway Sweep/Vac- yr 8 of 10 2013A Bank Loan -Bucket Truck- yr 8 of 10 2015 Interfund Loan -Fire Pumper- yr 8 of 10 2018 Rev Note - Field Offc Complex-yr 2 of 19 $ 990,703 $ 1,008,360 $ 1,260,466 $ 1,104,543 Total Debt Service $ 1,076,579 -2.53% $ 990,703 $ 1,008,360 $ 1,260,466 $ 1,104,543 TOTAL FUND EXPENSES $ 1,076,579 -2.53% $ (302,096) $ (21,130) $ (274,389) $ - NET REVENUE / (EXPENSE) $ - 0.00% 201-Debt 8/30/2020 8:03 PM 129  Beal Memorial Cemetery Fund The Beal Memorial Cemetery Perpetual Care Fund encompasses 0.18% of the City’s activities and services and accounts for a portion of revenues from lot, crypt, and niche sales that are being reserved for perpetual care. Cemetery operations are currently funded in the General Fund, but interest earnings on the reserves will be used for maintaining the cemetery once all spaces have been sold. Revenue Highlights $350,000 Budget. $300,000 …… 2020-21 $ Change % Change Interest & Other 26,500 0 0.0% $250,000 Interfund Transfers In 64,922 26,000 66.8% $200,000 $91,422 26,000 39.7% $150,000 $100,000 $50,000 $0 Actual Actual Actual Budget Budget 2016-17 2017-18 2018-19 2019-20 2020-21 Interest & Other Interfund Transfers  Transfers In reflects the transfer of 20% of cemetery lot sales from the General Fund to fund perpetual care, as established by Ordinance 526. Expenditure Highlights $100,000 $90,000 Budget. $80,000 2020-21 …… $ Change % Change $70,000 Operations & Maintenance 12,200 0 0% $60,000 Interfund Transfers 60,000 26,000 76.5% $50,000 Replenish Reserves 19,222 0 0.0% $40,000 $91,422 26,000 39.7% $30,000 $20,000 $10,000 $0 Actual Actual Actual Budget Budget 2016-17 2017-18 2018-19 2019-20 2020-21 Operations & Maintenance Interfund Transfers Replenish Reserves  Operations & maintenance includes the annual investment portfolio management fee.  The increase in interfund transfers is a result of adding plots to Hope Section. 130  602 BEAL MEMORIAL CEMETERY CARE FUND Actual Budget 2019-20 2020-21 % 2016-17 2017-18 2018-19 Adopted Adopted Change 54 578 284 26,500 1500-361-1000 Interest Income 26,500 0.00% 57,341 66,111 70,576 - 1500-361-2000 Dividend Income - 0.00% 194,486 89,338 (337,562) - 1500-361-3000 Unrealized Gain/(Loss) - 0.00% 31,737 57,503 396,378 - 1500-361-4000 Realized Gain/(Loss) - 0.00% $ 283,618 $ 213,529 $ 129,676 $ 26,500 Total Interest Income $ 26,500 0.00% $ 283,618 $ 213,529 $ 129,676 $ 26,500 TOTAL INTEREST & OTHER REVENUES $ 26,500 0.00% 21,760 34,031 32,070 38,922 2200-381-0100 Transfer from General Fund 40,983 5.30% $ 21,760 $ 34,031 $ 32,070 $ 38,922 Total Interfund Transfers $ 40,983 5.30% - - - - 1600-389-9100 Appropriation from Fund Balance 23,939 100.00% $ - $ - $ - $ - Total Non-Operating Sources $ 23,939 0.00% $ 21,760 $ 34,031 $ 32,070 $ 38,922 TOTAL TRANSFERS IN $ 64,922 66.80% $ 305,378 $ 247,560 $ 161,747 $ 65,422 TOTAL FUND REVENUES $ 91,422 39.74% Operating Expenditures: 13,122 13,376 15,168 12,200 2200-539-3100 Professional Services 12,200 0.00% $ 13,122 $ 13,376 $ 15,168 $ 12,200 Total Operating Expenditures $ 12,200 0.00% Other Financing Activity: 20,217 - - 34,000 1600-581-9102 Transfer to General Fund 60,000 76.47% - - - 19,222 1600-581-9920 Reserve for Future Cemetery Perpetual Care 19,222 0.00% $ 20,217 $ - $ - $ 53,222 Total Other Financing Activity $ 79,222 48.85% $ 33,339 $ 13,376 $ 15,168 $ 65,422 TOTAL FUND EXPENSES $ 91,422 39.74% $ 272,039 $ 234,184 $ 146,579 $ - NET REVENUE / (EXPENSE) $ 0 0.00% 295.58 299.53 301.15 310.52 Number of Funded Employees (FTE's) 312.64 0.68% 38,628,510 41,571,702 41,714,146 47,231,660 CITYWIDE REVENUES 49,575,666 4.96% 38,628,510 41,571,702 41,714,146 47,231,660 CITYWIDE EXPENSES 49,575,666 4.96% $ - $ - $ - $ - NET CITYWIDE REVENUE / (EXPENSE) $ 0 0.00% 602-Beal 8/30/2020 10:08 PM 131  Utilities Fund The Utilities Fund encompasses 23.44% of the City’s activities and services and accounts for water production and distribution and sewer collection and treatment. These activities are financed and operate in a manner similar to a private business – where the intent is that the cost (expenses, including depreciation) of providing the services to the public on a continuing basis be financed and recovered through user charges. Revenue Highlights $12 Budget. 2020-21 …… $ Change % Change $10 Charges for Services 11,528,532 352,265 3.2% Interest & Other 90,551 2,000 2.3% $8 $11,619,083 354,265 3.1% Millions $6 $4 $2 $0 Actual Actual Actual Budget Budget 2016-17 2017-18 2018-19 2019-20 2020-21 Licenses & Permits Intergov't Revenue Charges for Services Interest & Other Interfund Transfers Appropriations  A new five-year utility rate study is being presented to City Council for approval and implementation in October 2020. The implementation makes sure the required rates are in place to generate sufficient revenue to sustain renewal and replacement reserves and account for debt service requirements. Expenditure Highlights $14 Budget. $12 2020-21. …… $ Change % Change $10 Personal Services 2,510,620 -17,797 -0.7% $8 Operations & Maintenance 4,579,689 338,871 8.0% Millions Capital Outlay/Imprvmt 364,900 -156,429 -30.0% $6 Debt Service 2,141,983 -971 0.0% $4 Interfund Transfers Out 2,021,891 190,591 10.4% $2 Replenish Reserves 0 0 0% $0 $11,619,083 354,265 3.1% Actual Actual Actual Budget Budget 2016-17 2017-18 2018-19 2019-20 2020-21 Personal Services Operations & Maintenance Capital Outlay/Imprvmt Debt Service Interfund Transfers Replenish Reserves *Expenses shown on a cash basis, exclusive of reclassifications for the audited financial statements.*  The decrease in Capital Outlay/Improvement is due to pump station rehabilitation and purchase of 3 heavy duty trucks in prior fiscal year. 132  401 UTILITIES FUND - REVENUES Actual Budget 2019-20 2020-21 % 2016-17 2017-18 2018-19 Adopted Adopted Change 2,262,172 2,266,875 2,348,518 2,503,806 1310-343-3000 Service Fees - Residential 2,594,168 3.61% 1,409,228 1,407,465 1,481,824 1,398,616 1310-343-3100 Service Fees - Commercial 1,433,102 2.47% 17,990 8,433 10,400 25,144 1500-343-3600 Connection Fees - Residential 22,000 -12.50% 106,450 38,000 99,075 49,767 1500-343-3700 Connection Fees - Commercial 65,767 32.15% 4 - - 25 1500-343-3810 Hydrant Service 25 0.00% $ 3,795,844 $ 3,720,773 $ 3,939,817 $ 3,977,358 Total Water Operations $ 4,115,062 3.46% 4,619,084 4,652,434 4,784,208 4,661,300 1350-343-5000 Service Fees - Residential 4,805,762 3.10% 2,049,706 2,075,738 2,220,860 2,153,395 1350-343-5100 Service Fees - Commercial 2,211,394 2.69% 17,250 9,750 14,250 37,127 1500-343-5600 Connection Fees - Residential 38,127 2.69% 161,624 21,606 196,537 152,138 1500-343-5700 Connection Fees - Commercial 155,181 2.00% 38,120 - - - 1500-343-5894 Work Orders - 0.00% $ 6,885,784 $ 6,759,529 $ 7,215,855 $ 7,003,959 Total Sewer Operations $ 7,210,464 2.95% 4,225 3,425 3,738 2,837 0520-343-3001 Administrative Fee - Returned Checks 2,894 2.01% 104,786 101,337 85,386 84,650 1310-343-3200 Service Charges 87,650 3.54% 130,096 127,132 125,583 107,463 1310-343-3300 Penalties 112,463 4.65% $ 239,107 $ 231,894 $ 214,707 $ 194,950 Total Combined Operations $ 203,007 4.13% $ 10,920,735 $ 10,712,196 $ 11,370,379 $ 11,176,267 TOTAL CHARGES FOR SERVICES $ 11,528,532 3.15% 5,950 1,838 1,715 - 1310-324-2100 Impact Fees - Water - Residential - 0.00% 17,625 3,229 22,456 - 1310-324-2200 Impact Fees - Water - Commercial - 0.00% 3,833 2,219 1,977 - 1350-324-2100 Impact Fees - Sewer - Residential - 0.00% 20,303 3,823 25,860 - 1350-324-2200 Impact Fees - Sewer - Commercial - 0.00% $ 47,711 $ 11,109 $ 52,008 $ - Total Licenses & Permits $ - 0.00% $ 47,711 $ 11,109 $ 52,008 $ - TOTAL LICENSES & PERMITS $ - 0.00% 19,752 44,950 - - 5421-334-3502 State Grants - 0.00% $ 19,752 $ 44,950 $ - $ - Total State Grants $ - 0.00% $ 19,752 $ 44,950 $ - $ - TOTAL INTERGOVERNMENTAL REVENUE $ - 0.00% 587 165,761 61,412 66,480 1500-361-1000 Interest Income 68,480 3.01% $ 587 $ 165,761 $ 61,412 $ 66,480 Total Interest Income $ 68,480 3.01% 18,435 18,988 19,558 19,571 1500-362-2020 Rental and Lease Income 19,571 0.00% $ 18,435 $ 18,988 $ 19,558 $ 19,571 Total Rents and Royalties $ 19,571 0.00% (20,279) 39,269 500 1500-364-1000 Sale of Surplus Assets 500 0.00% 28 9,804 14,680 2,000 1500-369-9000 Miscellaneous Revenue 2,000 0.00% $ 28 $ (10,475) $ 53,948 $ 2,500 Total Other Revenues $ 2,500 0.00% $ 19,051 $ 174,275 $ 134,919 $ 88,551 TOTAL INTEREST & OTHER REVENUES $ 90,551 2.26% $ 11,007,249 $ 10,942,529 $ 11,557,305 $ 11,264,818 TOTAL FUND REVENUES $ 11,619,083 3.14% 401-Revenues 8/30/2020 8:21 PM 133  401 UTILITIES FUND - 0520 CUSTOMER SERVICE Actual Budget 2019-20 2020-21 % 2016-17 2017-18 2018-19 Adopted Adopted Change Personal Services: 5.50 5.50 5.50 5.50 Number of Funded Employees (FTE's) 4.50 165,231 152,135 147,110 162,815 536-1200 Regular Salaries 151,496 -6.95% 108 - 108 - 536-1201 Service Awards - 0.00% - 12,822 14,055 15,100 536-1300 Part-Time Wages 17,434 15.46% 93 92 18 500 536-1400 Salaries - Overtime 500 0.00% 9,036 9,275 9,216 9,996 536-2100 FICA Taxes 10,252 2.56% 2,113 2,169 2,155 2,338 536-2101 Medicare 2,397 0.00% 9,529 17,193 16,364 22,529 536-2200 Retirement Contributions - -100.00% 7,116 5,498 5,292 7,570 536-2204 Retirement Contributions - DC Plan 7,982 5.44% 29,063 24,736 24,431 39,638 536-2300 Dental, Life & Health Insurance 26,291 -33.67% 278 328 306 338 536-2400 Worker's Compensation 331 -2.03% $ 222,567 $ 224,248 $ 219,055 $ 260,823 Total Personal Services $ 216,684 -16.92% Operating Expenditures: 133,100 143,039 155,674 132,101 536-3100 Professional Services 131,479 -0.47% 16,744 12,936 12,304 14,500 536-3400 Other Services 14,500 0.00% - - - - 536-4000 Travel and per Diem 1,000 100.00% 1,406 1,495 1,493 1,397 536-4100 Communication Services 502 -64.10% 51,491 49,921 50,718 58,750 536-4200 Postage 60,685 3.29% 11,961 11,114 9,635 10,026 536-4300 Utilities 10,000 -0.26% 2,332 2,464 1,713 2,600 536-4700 Printing & Binding 2,500 -3.85% 784 1,328 847 1,216 536-5200 Operating Supplies 1,216 0.00% 331 500 464 600 536-5210 Uniform Expense 600 0.00% 20 - - - 536-5231 Computer Hardware/Software - 0.00% - - - - 536-5500 Training 1,000 100.00% $ 218,169 $ 222,797 $ 232,848 $ 221,190 Total Operating Expenditures $ 223,481 1.04% 440,736 447,046 451,903 482,013 TOTAL EXPENSES 440,165 -8.68% 0520-CustomerSvc 8/30/2020 8:44 PM 134 CUSTOMER SERVICE Share of City Budget $440,165, 0.9% DESCRIPTION Customer Service is responsible for invoicing and receiving customer payments, opening and closing utility accounts, resolving customer inquiries, and collecting receivables. MISSION Provide superior customer service in the administration of utility accounts and receivables. Actual YTD thru 06/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY21) 2016-17 2017-18 2018-19 2019-20 2019-20 2020-21 Provide Accurate Water Meter Consumption Information n/a n/a 185 171 Accounts with Meter Profile Evaluations Performed 4.0% 4.8% 4.0% 3.0% 2.0% 2.0% Minimize Account Write-Offs Write-Offs as % of Current Year Billing 1.00% 0.50% 0.64% 0.61% <1% <1%  Look at improving processes for customers setting up new service and payment processing for mailed payments. FUTURE GOALS (FY22 & FY23)  Revise Customer Service's policies and procedures (ongoing). Continue Customer Service Training for Accounting Technicians.  Look at updating how addresses have been input in Land Management so we can make them match with the USPS addresses. PRIOR YEAR ACCOMPLISHMENTS (FY20) Evaluated the credit card payment process for utility customers, and determined the most effective and efficient process will be to  recommend contracting with Sungard/Selectron for credit card payment services. 135  401 UTILITIES FUND - 1300 PUBLIC WORKS & UTILITY SERVICES Actual Budget 2019-20 2020-21 % 2016-17 2017-18 2018-19 Adopted Adopted Change Personal Services: 8.00 6.00 6.00 6.00 Number of Funded Employees (FTE's) 6.00 331,365 168,647 202,442 229,340 536-1200 Regular Salaries 229,552 0.09% - 80,475 83,605 92,576 536-1100 Executive Salaries 92,975 0.43% 596 - - 758 536-1201 Service Awards - 0.00% 77 - 1,868 - 536-1400 Salaries - Overtime - 0.00% 19,178 14,222 16,593 18,605 536-2100 FICA Taxes 18,823 1.17% 4,485 3,326 3,881 4,351 536-2101 Medicare 4,402 1.18% 66,274 83,404 78,838 67,588 536-2200 Retirement Contributions 52,081 -22.94% 10,473 5,982 10,468 12,708 536-2204 Retirement Contributions - DC Plan 11,780 -7.30% 53,546 49,797 49,082 67,063 536-2300 Dental, Life & Health Insurance 75,208 12.14% 4,673 5,379 2,888 3,095 536-2400 Worker's Compensation 3,221 4.07% $ 490,667 $ 411,232 $ 449,665 $ 496,084 Total Personal Services $ 488,043 -1.62% Operating Expenditures: 46,156 186 18,890 77,150 536-3100 Professional Services 79,190 2.64% 325 - - - 536-3400 Other Services - 0.00% 698 (12) - 1,000 536-4000 Travel and Per Diem 800 -20.00% 3,166 3,266 3,545 3,740 536-4100 Communication Services 2,663 -28.80% 93 311 292 100 536-4200 Postage 100 0.00% 5,890 5,234 4,982 5,884 536-4300 Utilities 30,870 424.64% 935 946 889 2,130 536-4400 Rentals & Leases 1,010 -52.57% 3,068 3,057 3,562 4,147 536-4610 Maintenance Contracts 5,495 32.49% 118 - - - 536-4620 Vehicle Repair - 0.00% 1,663 491 850 150 536-4630 Equipment Repair 150 0.00% 3,858 561 1,512 1,500 536-4640 Building Maintenance 1,000 -33.33% 11,403 - - 2,500 536-4645 Heating/Cooling Repairs 2,000 -20.00% 1,312 1,125 1,051 4,400 536-5100 Office Supplies 3,930 -10.68% 4,463 3,156 3,382 2,800 536-5200 Operating Supplies 2,800 0.00% 317 436 353 400 536-5204 Fuel & Oil 1,400 250.00% 400 318 336 480 536-5210 Uniform Expense 480 0.00% 773 811 310 - 536-5231 Computer Hardware/Software - 0.00% 197 16 399 250 536-5233 Tools 250 0.00% 227 190 290 390 533-5234 Safety Supplies/Equipment 390 0.00% 249 - 339 800 536-5400 Books, Dues & Publications 2,383 197.88% 5,919 260 642 995 536-5500 Training 1,150 15.58% - (5,155) - - 533-9905 Capitalized Costs Allocation - Labor - 0.00% - (3,602) - - 533-9906 Capitalized Costs Allocation - Benefits - 0.00% - (998) - - 533-9907 Capitalized Costs Allocation - Overhead - 0.00% - Non-Operating 498 498 498 500 536-8200 Grants & Aids 500 0.00% $ 91,728 $ 11,095 $ 42,122 $ 109,316 Total Operating Expenditures $ 136,561 24.92% Capital Outlay: - - 3,240 - 536-6402 Equipment - 0.00% - 1,199 - - 536-6420 Computer Hardware/Software - 0.00% $ - $ 1,199 $ 3,240 $ - Total Capital Outlay $ - 0.00% Debt Service: Principal Payments $ - $ - $ - $ 302,095 591-7100 2018 Rev Note - Field Offc Complex-yr 2 of 19 293,156 -2.96% Interest Expense $ - $ - $ - $ 233,405 591-7200 2018 Rev Note - Field Offc Complex-yr 2 of 19 242,344 3.83% $ - $ - $ - $ 535,500 Total Debt Service $ 535,500 0.00% $ 582,395 $ 423,529 $ 495,027 $ 1,140,901 TOTAL EXPENSES $ 1,160,104 1.68% 1300 - Admin 8/31/2020 8:00 AM 136 UTILITY SERVICES Share of City Budget $1,160,104, DESCRIPTION 2.3% Utility Services is responsible for providing quality, safe, and cost effective potable water and sanitary sewer in compliance with all City, State, and Federal codes, policies, and other regulations. MISSION Provide high quality and cost effective services in all facets of water and wastewater operations. Actual YTD thru 06/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY21) 2016-17 2017-18 2018-19 2019-20 2019-20 2020-21 Provide Timely & Responsive Customer Service Citizen Requests/Complaints Responded to within 2 Business Days 100% 100% 100% 100% 99% 99% Locate & Mark Existing Utilities within 48 Hours of Request 99% 99% 98% 99% 100% 100%  Complete construction of utility and infrastructure projects on schedule and within budget.  Minimize damage of existing utility infrastructure by providing accurate and timely line locates for City utilities. FUTURE GOALS (FY22 & FY23) Implement a in-house training program to increase the knowledge base and safety awareness of the employees through workshops for field  employees and supervisors.  Develop and maintain computer hydraulic models of water, sewer, and stormwater systems to assist in identifying and prioritizing CIP projects. PRIOR YEAR ACCOMPLISHMENTS (FY20)  Completed all line spot tickets within the required time frame.  Provided construction stakeout and inspection services for every City construction project.  Consolidate City Utility Services Department to new Field Office Complex. 137  401 UTILITIES FUND - 1305 GIS Actual Budget 2019-20 2020-21 % 2016-17 2017-18 2018-19 Adopted Adopted Change Personal Services: 3.00 3.00 3.00 Number of Funded Employees (FTE's) 3.00 - 124,399 132,778 135,842 536-1200 Regular Salaries 135,307 -0.39% - - 100 - 536-1202 Incentive/Merit Pay - 0.00% - 7,392 8,019 8,185 536-2100 FICA Taxes 8,427 2.95% - 1,729 1,875 1,914 536-2101 Medicare 1,971 2.96% - 35,664 33,418 22,529 536-2200 Retirement Contributions 17,360 -22.94% - 3,165 4,648 4,771 536-2204 Retirement Contributions - DC Plan 5,020 5.23% - 11,418 6,945 7,088 536-2300 Dental, Life & Health Insurance 34,115 381.31% - 440 252 258 536-2400 Worker's Compensation 265 2.68% $ - $ 184,207 $ 188,035 $ 180,586 Total Personal Services $ 202,465 12.12% Operating Expenditures: - 31,354 34,598 38,517 536-3100 Professional Services 38,705 0.49% - 22 - 1,900 536-4000 Travel and Per Diem - -100.00% - 500 502 1,724 536-4100 Communication Services 1,588 -7.89% - - - 50 536-4200 Postage 50 0.00% - - - 1,000 536-4300 Utilities 1,000 0.00% - 1,422 1,385 - 536-4400 Rentals & Leases - 0.00% - 1,800 1,200 2,700 536-4610 Maintenance Contracts 2,700 0.00% - 1,389 16 500 536-4620 Vehicle Repair 500 0.00% - - 200 900 536-4630 Equipment Repair 900 0.00% - 1,039 3,995 3,200 536-5100 Office Supplies 3,200 0.00% - 1,559 1,179 1,000 536-5200 Operating Supplies 1,000 0.00% - 200 374 441 536-5204 Fuel & Oil 454 2.95% - 205 57 300 536-5210 Uniform Expense 300 0.00% - 629 940 - 536-5231 Computer Hardware/Software - 0.00% - - 25 - 536-5233 Tools - 0.00% - 179 88 260 533-5234 Safety Supplies/Equipment 260 0.00% - 10,620 6,180 12,960 536-5500 Training 12,360 -4.63% - (262) - - 533-9905 Capitalized Costs Allocation - Labor - 0.00% - (119) - - 533-9906 Capitalized Costs Allocation - Benefits - 0.00% - (62) - - 533-9907 Capitalized Costs Allocation - Overhead - 0.00% $ - $ 50,475 $ 50,739 $ 65,452 Total Operating Expenditures $ 63,017 -3.72% Capital Outlay: - 5,025 22,235 - 536-6402 Equipment - 0.00% $ - $ 5,025 $ 22,235 $ - Total Capital Outlay $ - 0.00% $ - $ 239,706 $ 261,009 $ 246,039 TOTAL EXPENSES $ 265,482 7.90% 1305-GIS 8/31/2020 8:03 AM 138 GIS Share of City Budget $265,482, 0.5% DESCRIPTION GIS maintains an accurate and complete spatial geodatabase of City assets using a Geographic Information System (GIS); provides detailed drafting and design drawing packages for sidewalk, water, sewer, stormwater, and reuse projects; and prepares maps for internal use, annexation, Comprehensive Plan amendments and newspaper ads. MISSION Provide high quality, timely, and cost effective drafting, data analysis, mapping, and web application services. Actual YTD thru 06/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY21) 2016-17 2017-18 2018-19 2019-20 2019-20 2020-21 Maintain and Further Develop GIS System to Track & Monitor City Assets Street Data Accurately Entered in GIS - Changes and additions implemented N/A 100% 80% 70% 100% 100% Water Features Accurately Entered in GIS - Changes and additions implemented N/A 100% 115% 90% 100% 100% Sanitary Sewer Features Accurately Entered in GIS - Changes and additions implemented N/A 100% 125% 85% 100% 100% Stormwater Features Accurately Entered in GIS - Changes and additions implemented N/A 100% 80% 55% 100% 100%  Maintain and keep an extensive GIS geodatabase with information from as-builts and utility work orders.  Continue to develop and expand the GIS Web Applications for public use via the internet and for employee use via the intranet. Create construction plans for street, sidewalk, water, sewer and stormwater projects on time, as requested by the City Engineer. Create other  drawings as needed by other Departments of the City.  Perform extensive street light survey every six (6) months in order to keep an accurate database.  Review site plans and building permits as required for developments within the City. FUTURE GOALS (FY22 & FY23) Continue mapping City infrastructure in GIS with a strong emphasis on disaster preparedness and recovery and performing duties more  efficiently. Conduct annual disaster recovery exercise.  Continue to expand the use of GIS users internally and externally.  Complete 100% of the quality control check of the water and sewer systems GIS data.  Convert hand drawn Water and Sewer references to digital AutoCAD drawings. PRIOR YEAR ACCOMPLISHMENTS (FY20)  Kept the GIS database for the City's water and sewer infrastructure up to date. Performed disaster preparedness exercise.  Continued to improve and add available data to the GIS Web Map Application for all City employees on the City intranet.  Completed 80% of the quality control check of the water and sewer systems GIS data.  Completed "Citzen Service Request" web application which allowed citizens to report non-emergency problems to City staff. 139  401 UTILITIES FUND - 1310 WATER OPERATIONS Actual Budget 2019-20 2020-21 % 2016-17 2017-18 2018-19 Adopted Adopted Change Personal Services: 9.00 9.00 8.00 8.00 Number of Funded Employees (FTE's) 8.00 285,380 263,441 238,089 287,959 533-1200 Regular Salaries 300,907 4.50% 108 162 - - 533-1201 Service Awards 161 0.00% 600 500 - - 533-1202 Incentive/Merit Pay - 0.00% 2,832 6,402 9,231 12,500 533-1400 Salaries - Overtime 12,500 0.00% 2,005 1,286 1,499 1,850 533-1401 Salaries - Overtime Holiday Worked 1,850 0.00% 16,664 15,722 13,648 15,504 533-2100 FICA Taxes 17,690 14.10% 3,897 3,677 3,192 3,626 533-2101 Medicare 4,137 0.00% 54,923 67,144 25,016 22,529 533-2200 Retirement Contributions 17,360 -22.94% 7,763 8,220 6,788 12,140 533-2204 Retirement Contributions - DC Plan 10,527 -13.28% 44,326 32,636 44,639 68,238 533-2300 Dental, Life & Health Insurance 73,993 8.43% 8,131 11,591 11,617 13,426 533-2400 Worker's Compensation 14,543 8.32% $ 426,629 $ 410,781 $ 353,719 $ 437,772 Total Personal Services $ 453,668 3.63% Operating Expenditures: 26,481 12,485 23,803 34,520 533-3100 Professional Services 24,060 -30.30% - - - 100 533-3400 Other Services 100 0.00% 239 612 - 2,030 533-4000 Travel and Per Diem 500 -75.37% 2,428 2,724 3,047 4,642 533-4100 Communication Services 4,263 -8.16% 173,278 188,729 181,394 188,729 533-4300 Utilities 180,000 -4.63% 7,729 7,956 7,569 7,544 533-4610 Maintenance Contracts 7,730 2.47% 5,513 3,076 7,313 5,000 533-4620 Vehicle Repair 5,000 0.00% 1,395 806 437 1,100 533-4630 Equipment Repair 1,100 0.00% 588 208 645 800 533-4640 Building Maintenance 800 0.00% 99,087 53,723 620,906 231,699 533-4680 Plant & System Repair 379,225 63.67% - - - 950 533-4700 Printing & Binding 950 0.00% 27,771 28,252 21,961 25,755 533-5200 Operating Supplies 27,070 5.11% 10,848 11,953 13,007 10,178 533-5204 Fuel & Oil 11,000 8.08% 556 718 800 1,080 533-5210 Uniform Expense 1,080 0.00% - 1,622 880 1,680 533-5231 Computer Hardware/Software - 0.00% 376 1,990 1,169 2,000 533-5233 Tools 2,000 0.00% 1,363 737 759 1,840 533-5234 Safety Supplies/Equipment 1,840 0.00% 7,100 6,860 4,935 6,285 533-5400 Books, Dues & Publications 6,285 0.00% 1,963 2,455 1,614 4,300 533-5500 Training 3,205 -25.47% $ 366,715 $ 324,906 $ 890,239 $ 530,232 Total Operating Expenditures $ 656,208 23.76% Capital Outlay: - - - 20,000 533-6362 Water Well Improvements 20,000 0.00% 1,705 - - 9,500 533-6402 Equipment - 0.00% - - 24,278 - 533-6404 Trucks - 0.00% $ 1,705 $ - $ 24,278 $ 29,500 Total Capital Outlay $ 20,000 -32.20% Capital Improvements Program: - 2,940 98,251 - 533-6368 Prior Years Capital Improvement Program - 0.00% $ - $ 2,940 $ 98,251 $ - Total Capital Improvements Program $ - 0.00% Debt Service 71,673 - 75,899 78,189 590-7100 Principal Payments 80,302 2.70% 45,220 42,588 40,972 38,757 591-7200 Interest Expense 36,473 -5.89% $ 116,893 $ 42,588 $ 116,871 $ 116,947 Total Debt Service $ 116,775 -0.15% $ 911,942 $ 781,216 $ 1,483,358 $ 1,114,450 TOTAL EXPENSES $ 1,246,651 11.86% 1310 - Water Ops 8/31/2020 8:05 AM 140 WATER OPERATIONS Share of City Budget $1,246,651, 2.5% DESCRIPTION Water Operations maintains nine potable water wells, five elevated water storage tanks, and three ground water storage tanks. Responsible for ensuring drinking water meets strict State and Federal regulations, pressure and storage are sufficient to meet domestic and firefighting needs, and water meters are accurately read. MISSION Produce drinking water that is safe and free from objectionable color, taste, and odor. Actual YTD thru 06/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY21) 2016-17 2017-18 2018-19 2019-20 2019-20 2020-21 Provide High Quality Drinking Water to the Public Samples Exceeding Federal/State Maximum Contaminant Levels 0 0 0 0 0 0 Minimize Unbilled Water Loss Metered Revenue Consumption as % of Water Production 84.8% 79.2% 79.0% 77.7% 85.0% 85.0%  Meet all Federal and State Water Quality Testing requirements by having zero water samples exceeding the MCLs.  Continue to operate water system wells within NWFWD permitted pumping limits in order to maintain quality and integrity of Floridian Aquifer.  Achieve and maintain less than a 10% unaccounted for water loss within a 12-month period.  Maintain an aggressive Water Tank Asset Management Program.  Continue to upgrade Hyper-tac controls for all City potable wells.  Update and implement changes to Cross-Connection Control Program.  Clean and paint exterior of Park View Elevated Storage Tank. FUTURE GOALS (FY22 & FY23)  Convert outdated aerator at Well 11 with a forced draft system.  Install City owned bacteriological sampling points throughout distribution system.  Upgrade Well 3 by replacing the underground ductile iron piping.  Explore and develop strategy to convert all water wells to solar energy power supply.  Rehabilitate Well 5. PRIOR YEAR ACCOMPLISHMENTS (FY20)  Met all Federal and State Water Quality Testing requirements. Continued to operate water system wells within NWFWD permitted pumping limits in order to maintain quality and integrity of Floridian  Aquifer.  Achieved and maintained less than a 10% unaccounted for water loss within a 12-month period.  Routinely updated Standard Operating Procedures.  Cleaned, repaired, and painted exterior of Hughes Street Ground Storage Tank.  Successfully maintained an aggressive Water Tank Asset Management Program.  Converted outdated aerator at Well 2 with a forced draft system.  Cleaned, repaired, and painted interior of Wright Parkway Ground Storage Tank. 141  401 UTILITIES FUND - 1340 WATER DISTRIBUTION Actual Budget 2019-20 2020-21 % 2016-17 2017-18 2018-19 Adopted Adopted Change Personal Services: 5.00 5.00 5.00 5.00 Number of Funded Employees (FTE's) 5.00 147,307 118,835 115,376 168,904 533-1200 Regular Salaries 171,106 1.30% - - 108 - 533-1201 Service Awards - 0.00% 20,088 24,402 22,207 22,100 533-1400 Salaries - Overtime 22,100 0.00% 1,098 530 1,110 1,350 533-1401 Salaries - Overtime Holiday Worked 1,350 0.00% 9,968 8,415 8,169 9,998 533-2100 FICA Taxes 10,445 4.47% 2,331 1,968 1,911 2,338 533-2101 Medicare 2,443 0.00% 44,289 76,537 76,736 67,588 533-2200 Retirement Contributions 52,081 -22.94% 1,259 (26) - 2,723 533-2204 Retirement Contributions - DC Plan 2,681 -1.53% 22,023 20,616 19,123 52,708 533-2300 Dental, Life & Health Insurance 58,096 10.22% 10,877 12,150 13,706 16,072 533-2400 Worker's Compensation 16,881 5.03% $ 259,240 $ 263,427 $ 258,446 $ 343,781 Total Personal Services $ 337,183 -1.92% Operating Expenditures: 79 - - 590 533-3102 Employee Physicals & Immunizations 590 0.00% 1,210 8,297 4,247 4,500 533-3400 Other Services 4,500 0.00% 1,095 1,241 1,190 1,708 533-4100 Communication Services 1,576 -7.70% 1,401 1,342 1,045 1,342 533-4300 Utilities - -100.00% 2,870 3,168 4,136 4,500 533-4620 Vehicle Repair 4,500 0.00% 10,127 3,798 6,618 6,000 533-4630 Equipment Repair 6,000 0.00% 52,910 44,030 35,405 42,500 533-4680 Plant & System Repair 42,500 0.00% 2,434 (443) - - 533-4685 Utility Reloc - Non City - 0.00% 2,639 3,743 2,993 2,315 533-5200 Operating Supplies 2,315 0.00% 9,409 10,570 9,502 7,270 533-5204 Fuel & Oil 7,500 3.16% 761 268 379 675 533-5210 Uniform Expense 675 0.00% - - 310 - 533-5231 Computer Hardware/Software - 0.00% 823 1,640 1,672 3,305 533-5233 Tools 3,305 0.00% 1,578 1,239 1,385 1,950 533-5234 Safety Supplies/Equipment 1,950 0.00% 5,189 4,414 7,119 4,886 533-5300 Road Materials & Supplies 4,886 0.00% 50 - 50 250 533-5400 Books, Dues & Publications 250 0.00% 635 6 105 1,200 533-5500 Training 1,305 8.75% - (18,458) - - 533-9905 Capitalized Costs Allocation - Labor - 0.00% - (13,632) - - 533-9906 Capitalized Costs Allocation - Benefits - 0.00% - (4,028) - - 533-9907 Capitalized Costs Allocation - Overhead - 0.00% $ 93,210 $ 47,195 $ 76,156 $ 82,991 Total Operating Expenditures $ 81,852 -1.37% Capital Outlay: 36,316 3,558 54,116 92,309 533-6402 Equipment - -100.00% 35,017 - 50,346 - 533-6404 Trucks - 0.00% $ 71,333 $ 3,558 $ 104,462 $ 92,309 Total Capital Outlay $ - -100.00% Capital Improvements Program: 17,666 129,365 66,918 - 5056 - Water Line Replacement 305,500 100.00% $ 17,666 $ 129,365 $ 66,918 $ - Total Capital Improvements Program $ 305,500 100.00% Debt Service 110,541 - 117,059 120,591 590-7100 Principal Payments 123,850 2.70% 69,743 65,684 63,192 59,774 591-7200 Interest Expense 56,253 -5.89% $ 180,284 $ 65,684 $ 180,251 $ 180,365 Total Debt Service $ 180,102 -0.15% $ 621,733 $ 509,229 $ 686,233 $ 699,446 TOTAL EXPENSES $ 904,637 29.34% 1340 - Water Dist 9/18/2020 10:28 AM 142 WATER DISTRIBUTION Share of City Budget $904,637, 1.8% DESCRIPTION Water Distribution maintains water mains, service lines, valves, meters, and fire hydrants. Responsible for replacement of undersized water mains, installation of new fire hydrants and water meters, making service taps for new construction, and extending water mains as needed. MISSION Ensure delivery of potable water and adequate water pressure to all residents. Actual YTD thru 06/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY21) 2016-17 2017-18 2018-19 2019-20 2019-20 2020-21 Replace Substandard Water Mains Linear Feet of Water Main to be Replaced 3140 2060 900 860 860 1850 Ensure Capital Projects are Completed On-Time & Within Budget Capital Projects Completed On-Time 100% 100% 100% annual measure 100% 100% Capital Projects Completed Within Budget 100% 100% 100% annual measure 100% 100%  Replace water lines as specified in the Capital Improvement Program (CIP) on-time and within budget.  Provide new service to customers throughout the City. FUTURE GOALS (FY22 & FY23)  Maintain a new 5-year replacement program for water mains throughout the City's service area.  Respond to all water outage reports within one hour of initial notification. Coordinate with the Fire Department to ensure fire protection standards are exceeded throughout the City via increased water main sizes,  installation of additional fire hydrants, and "looping" of the distribution system. PRIOR YEAR ACCOMPLISHMENTS (FY20)  Replaced 2" water main on Higdon court NW from west property line of #12 to end of Cul-De-Sac.  Replaced 2" water main on Windemere Court NW from west property line OF #13 to end of Cul-De-Sac. 143  401 UTILITIES FUND - 1350 SEWER COLLECTION & TREATMENT Actual Budget 2019-20 2020-21 % 2016-17 2017-18 2018-19 Adopted Adopted Change Personal Services: 13.00 13.00 13.00 13.00 Number of Funded Employees (FTE's) 13.00 400,799 416,385 418,088 488,841 535-1200 Regular Salaries 507,929 3.90% - 271 - 379 535-1201 Service Awards 323 -14.78% 22,277 23,348 25,265 30,000 535-1400 Salaries - Overtime 30,000 0.00% 1,443 1,307 1,047 2,000 535-1401 Salaries - Overtime Holiday Worked 2,000 0.00% 24,211 25,365 25,721 28,322 535-2100 FICA Taxes 30,742 8.54% 5,662 5,932 6,015 6,623 535-2101 Medicare 7,189 8.55% 80,265 144,591 129,419 112,647 535-2200 Retirement Contributions 69,442 -38.35% 9,536 6,802 8,729 11,317 535-2204 Retirement Contributions - DC Plan 15,686 38.60% 68,646 69,388 66,838 103,960 535-2300 Dental, Life & Health Insurance 122,515 17.85% 9,638 14,289 12,936 15,280 535-2400 Worker's Compensation 16,751 9.63% $ 622,477 $ 707,678 $ 694,058 $ 799,370 Total Personal Services $ 802,577 0.40% Operating Expenditures: 1,800 56,359 3,960 7,150 535-3100 Professional Services 7,150 0.00% 304 849 94 590 535-3102 Employee Physicals & Immunizations 590 0.00% 2,514,487 2,507,125 2,703,389 2,739,505 535-3400 Other Services 2,822,316 3.02% - - - 3,050 535-4000 Travel and Per Diem 3,050 0.00% 5,588 5,637 5,600 6,315 535-4100 Communication Services 5,655 -10.45% 170,546 169,839 167,748 169,839 535-4300 Utilities 167,000 -1.67% 9,880 9,398 7,108 12,000 535-4400 Rentals & Leases 12,000 0.00% 34,184 33,699 17,021 36,045 535-4610 Maintenance Contracts 36,470 1.18% 26,367 37,073 24,397 18,000 535-4620 Vehicle Repair 18,000 0.00% 9,345 15,279 30,274 8,000 535-4630 Equipment Repair 8,000 0.00% 417 960 178 400 535-4640 Building Maintenance 400 0.00% 2,467 - - - 535-4645 Heating/Cooling Repairs - 0.00% 151,153 74,394 57,935 56,400 535-4680 Plant & System Repair 160,750 185.02% 2,647 51 - - 535-4685 Utility Reloc - Non City - 0.00% - 56 - 150 535-4700 Printing & Binding 150 0.00% 17,199 18,413 14,026 24,190 535-5200 Operating Supplies 22,940 -5.17% 22,120 29,587 26,209 17,615 535-5204 Fuel & Oil 18,000 2.19% 1,352 1,247 1,446 1,755 535-5210 Uniform Expense 1,755 0.00% 2,006 2,361 1,329 2,955 535-5233 Tools 2,955 0.00% 3,017 6,085 3,175 4,090 535-5234 Safety Supplies/Equipment 4,090 0.00% 814 1,188 - - 535-5263 Operating Supplies - 0.00% 4,219 4,736 4,021 4,000 535-5300 Road Materials & Supplies 4,000 0.00% 5,075 150 195 255 535-5400 Dues & Publications 180 -29.41% 941 1,040 871 5,735 535-5500 Training 5,840 1.83% - (23,507) - - 535-9905 Capitalized Costs Allocation - Labor - 0.00% - (10,892) - - 535-9906 Capitalized Costs Allocation - Benefits - 0.00% - (5,655) - - 535-9907 Capitalized Costs Allocation - Overhead - 0.00% $ 2,985,928 $ 2,935,472 $ 3,068,976 $ 3,118,039 Total Operating Expenditures $ 3,301,291 5.88% Capital Outlay: 25,326 - - - 535-6300 Improvements Other Than Buildings - 0.00% 26,800 44,359 5,037 14,000 535-6402 Equipment - -100.00% 106,795 1,002 491,295 186,000 535-6404 Trucks - -100.00% - 1,207 - - 535-6420 Computer Hardware/Software - 0.00% $ 158,921 $ 46,568 $ 496,332 $ 200,000 Total Capital Outlay $ - -100.00% Capital Improvements Program: 58,806 15,397 - 30,000 5032 - Sewer System Grouting & Lining 30,000 0.00% 4,493 4,284 382 - 535-6361 Refer to CIP for Specific Locations - - - 165,000 5031 - Pump Station Rehabilitation - -100.00% 492,017 - - 535-6310 5048 - Lift Station Rehabilitation - 0.00% 39,832 - 535-6365 5421 - Reuse Line - 0.00% 5,100 - - - 535-6820 Easements - 0.00% $ 68,399 $ 551,530 $ 382 $ 195,000 Total Capital Improvements Program $ 30,000 -84.62% Debt Service 892,829 - 931,835 952,260 590-7100 Principal Payments 972,384 2.11% 378,075 357,881 591-7200 Interest Expense 337,222 -5.77% 417,145 5,613 5,613 - 590-7320 Amortization Discount - Interest Expense - 0.00% 5,613 394,523 - - 591-7200 Amortization Discount - Debt Expense - 0.00% $ 1,315,587 $ 400,136 $ 1,315,523 $ 1,310,141 Total Debt Service $ 1,309,606 -0.04% $ 5,151,312 $ 4,641,382 $ 5,575,271 $ 5,622,551 TOTAL EXPENSES $ 5,443,473 -3.18% 1350-Sewer 9/28/2020 9:31 AM 144 SEWER COLLECTION & TREATMENT Share of City Budget $5,443,473, 9.9% DESCRIPTION Sewer Collection maintains gravity sewer lines, lift stations, and pump stations. Responsible for inspecting the sewer system with closed circuit television equipment, repairing any identified leaks, and repairing or replacing sewer mains and laterals as needed. MISSION Collect and dispose of wastewater in an environmentally sound manner. Actual YTD thru 06/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY21) 2016-17 2017-18 2018-19 2019-20 2019-20 2020-21 Ensure Sewer Collection System is in Good Working Order Linear Feet of Sewer Main Inspected 22,697 31,497 25,500 19,324 25,000 25,000 Sewer System Inspected 3.3% 4.6% 3.7% 2.8% 3.0% Ensure Capital Projects are Completed On-Time & Within Budget Capital Projects Completed On-Time 100% 100% No Projects annual measure 100% 100% Capital Projects Completed Within Budget 100% 100% No Projects annual measure 100% 100%  Continue to reduce inflow and infiltration in City Sewer System through flow monitoring, lateral replacement, lining, and manhole rehab.  Replace and relocate Marine Pump Out Station at the Fort Walton Landing.  Complete projects as specified in the Capital Improvement Program (CIP) on-time and within budget.  Relocate and upgrade Lift Station 2. FUTURE GOALS (FY22 & FY23) Perform closed circuit television inspections of the entire sanitary sewer collection system to prioritize future projects and to identify sources of  ground water infiltration.  Install guide rail systems and safety hatches at all lift stations for easier access and reduction of confined space entries.  Install stainless steel inflow protectors in sewer manholes located in flood-prone areas and require the inflow protectors in all new manholes.  Continue an in-house flow monitoring program of the City's collection system basins to evaluate the capacity of the system.  Grout stub-out on sewer mains that have been lined in place.  Adopt a new grease trap ordinance.  Replace Lift Station 22. PRIOR YEAR ACCOMPLISHMENTS (FY20)  Reduced inflow and infiltration through flow monitoring, lateral replacement, lining and manhole rehab.  Upgrade Electrical Controls for Lift Station 12. 145  401 UTILITIES FUND - 1500 NON-DEPARTMENTAL Actual Budget 2019-20 2020-21 % 2016-17 2017-18 2018-19 Adopted Adopted Change Personal Services: 3,026 4,376 5,432 10,000 536-1216 Final Leave Pay 10,000 0.00% - 8,035 - - 536-1250 Compensated Absences - 0.00% - 614 - - 536-2150 FICA - Compensated Absences - 0.00% $ 3,026 $ 13,025 $ 5,432 $ 10,000 Total Personal Services $ 10,000 0.00% Operating Expenditures: 7,733 8,214 9,721 - 536-3100 Professional Services - 0.00% - 50 - 950 536-4911 Holiday Gift Certificates 950 0.00% - 26,887 - - 536-4924 Bad Debt Expense - 0.00% - - - 112,648 536-4995 Contingencies 115,099 2.18% - 8,558 - - 536-4999 Amortization Expense - 0.00% - - - - 536-5231 Computer Hardware/Software 1,230 100.00% 1,955,576 1,878,755 1,882,292 - 536-5900 Depreciation - 0.00% - 16,794 - - 536-5910 Depreciation on Contributed Capital - 0.00% $ 1,963,309 $ 1,939,258 $ 1,892,013 $ 113,598 Total Operating Expenditures $ 117,279 3.24% Capital Outlay - - - 4,520 536-6420 Computer Hardware/Software 9,400 107.96% $ - $ - $ - $ 4,520 Total Capital Outlay $ 9,400 107.96% Other Financing Activity (1,711,783) (1,711,783) (541,449) - 590-9900 Reclassify Capital Outlay - 0.00% 1,063,612 1,526,252 1,130,539 1,155,411 536-9901 Cost Allocation Reimbursement to General Fund 1,319,296 14.18% 618,208 642,721 642,721 675,889 581-9102 6% Franchise/Right-of-Way Access Fee 702,595 3.95% $ 1,681,820 $ 2,168,973 $ 1,773,260 $ 1,831,300 Total Other Financing Activity $ 2,021,891 10.41% $ 3,648,155 $ 4,121,256 $ 3,670,705 $ 1,959,418 TOTAL EXPENSES $ 2,158,571 10.16% 40.50 40.50 40.50 40.50 Number of Funded Employees (FTE's) 39.50 -2.47% 440,816 447,046 451,921 482,013 Customer Service 440,165 -8.68% 570,131 423,529 490,181 1,140,901 Utility Services 1,160,104 1.68% - 239,706 261,082 246,039 GIS 265,482 7.90% 840,107 778,276 1,309,223 1,114,450 Water Operations 1,246,651 11.86% 486,166 406,033 529,695 699,446 Water Distribution 904,637 29.34% 4,189,516 4,042,536 4,633,606 5,622,551 Sewer Collection & Treatment 5,443,473 -3.18% 3,648,155 4,121,256 3,670,705 1,959,418 Non-Departmental 2,158,571 10.16% (621,776) (740,184) (541,449) - Reclassification of Capital Outlay - 0.00% $ 9,553,115 $ 9,718,198 $ 10,804,964 $ 11,264,818 TOTAL FUND EXPENSES $ 11,619,083 3.14% $ 1,559,627 $ 1,066,498 $ 700,333 $ - NET REVENUE / (EXPENSE) $ (0) 100.00% 1500-NonDept_401 8/31/2020 8:59 AM 146  Sanitation Fund The Sanitation Fund encompasses 9.35% of the City’s activities and services and accounts for solid waste and recycling operations that are financed and operated in a manner similar to a private business – where the intent is that the cost (expenses, including depreciation) of providing the services be financed and recovered primarily through user charges. The City provides residential and commercial garbage collection, as well as yard waste and white goods collection. Commercial and residential recycling programs are available. Revenue Highlights $5.0 Budget. $4.5 2020-21. …… $ Change % Change $4.0 Licenses & Permits 12,000 1,963 19.6% $3.5 Charges for Services 4,034,133 -254,725 -5.9% $3.0 Interest/Other/Approp 591,552 574,275 1235.3% Millions $2.5 $2.0 $4,637,685 321,513 7.4% $1.5 $1.0 $0.5 $0.0 Actual Actual Actual Budget Budget 2016-17 2017-18 2018-19 2019-20 2020-21 Licenses & Permits Charges for Services Interest & Other Appropriations Appropriations  A new five-year utility rate study is being presented to City Council for approval and implementation in October 2020. The implementation makes sure the required rates are in place to generate sufficient revenue to sustain renewal and replacement reserves and account for debt service requirements. Expenditure Highlights $5.0 Budget. $4.0 ……2020-21 $ Change % Change Personal Services 1,313,983 61,815 4.9% $3.0 Operations & Maintenance 2,207,873 122,801 5.9% Millions Capital Outlay/Imprvmt 275,000 15,000 5.8% $2.0 Interfund Transfers Out 840,829 121,897 17.0% Replenish Reserves 0 0 0.0% $1.0 $4,637,685 321,513 7.4% $0.0 Actual Actual Actual Budget Budget 2016-17 2017-18 2018-19 2019-20 2020-21 Personal Services Operations & Maintenance Capital Outlay/Imprvmt Interfund Transfers Replenish Reserves *Expenses shown on a cash basis, exclusive of reclassifications for the audited financial statements.*  The increase in personal services and operating expenses is due to pay and classification implementation related to internal equity and compression, as well as an increase in the City covered portion of employee insurance.  The increase in capital outlay is related to vehicle replacements.  The increase in the interfund transfer out is due to an increase in the cost allocation and franchise fee calculation. 147  403 SANITATION FUND - REVENUES Actual Budget 2019-20 2020-21 % 2016-17 2017-18 2018-19 Adopted Adopted Change 1,078,387 1,081,855 1,089,265 1,370,026 1360-343-4000 Service Fees - Residential 1,244,141 -9.19% 1,088 1,225 4,789 500 1360-343-4010 Extra Pick-Up Residential 500 0.00% 837,956 852,319 866,842 1,088,224 1360-343-4100 Service Fees - Commercial 923,146 -15.17% 12,872 14,629 17,953 10,194 1360-343-4110 Extra Pick-Up Commercial 12,000 17.72% 663,457 688,394 703,790 682,993 1360-343-4200 Tipping Fees - Residential 703,483 3.00% 944,342 998,234 1,036,112 1,002,495 1360-343-4300 Tipping Fees - Commercial 1,032,570 3.00% $ 3,538,102 $ 3,636,656 $ 3,718,751 $ 4,154,432 Total Solid Waste $ 3,915,840 -5.74% 71 - - - 1370-343-4600 Service Fees - 0.00% 109,714 114,162 121,096 132,154 1370-343-4610 Service Fees - Commercial Recycling 116,021 -12.21% $ 109,785 $ 114,162 $ 121,096 $ 132,154 Total Recycling $ 116,021 -12.21% 952 946 1,729 1,000 1360-343-4080 Cinco Bayou 1,000 0.00% 2,899 3,289 2,613 1,272 1360-343-4130 Special Events - Dumpster Delivery/Pickup 1,272 0.00% $ 3,852 $ 4,236 $ 4,342 $ 2,272 Total Fees & Fines $ 2,272 0.00% $ 3,651,739 $ 3,755,054 $ 3,844,189 $ 4,288,858 TOTAL CHARGES FOR SERVICES $ 4,034,133 -5.94% 11,707 18,114 25,624 10,037 1360-323-7010 Solid Waste - 10% Roll Off 12,000 19.56% $ 11,707 $ 18,114 $ 25,624 $ 10,037 Total Franchise Fees $ 12,000 19.56% $ 11,707 $ 18,114 $ 25,624 $ 10,037 TOTAL LICENSES & PERMITS $ 12,000 19.56% 40,939 49,493 16,073 14,752 1500-361-1000 Interest Income 9,000 -38.99% 14,917 - - - 1500-361-3000 Unrealized Gain/(Loss) - 0.00% 2,837 - - - 1500-361-4000 Realized Gain/(Loss) - 0.00% $ 58,693 $ 49,493 $ 16,073 $ 14,752 Total Interest Income $ 9,000 -38.99% 21,344 - - - 1500-364-1000 Sale of Surplus Assets - 0.00% - - - - 1500-364-1030 Sale of Surplus Land - 14 Robinwood Dr SW 201,900 100.00% 4,223 477 777 2,500 1500-365-1000 Recycling Scrap Metal Sales 2,500 0.00% 14,817 - - - 1370-365-2000 Recycling Surplus Sales (ECUA) - 0.00% 1,771 3,594 2,210 25 1500-369-9000 Miscellaneous Revenues 25 0.00% $ 42,155 $ 4,071 $ 2,987 $ 2,525 Total Other Revenues $ 204,425 79.96% $ 100,848 $ 53,563 $ 19,060 $ 17,277 TOTAL INTEREST & OTHER REVENUES $ 213,425 11.35% - - - - 1600-389-9300 Appropriation from Net Fund Balance/Assets 378,127 100.00% $ - $ - $ - $ - Total Non-Operating Sources $ 378,127 0.00% $ - $ - $ - $ - TOTAL TRANSFERS IN $ 378,127 0.00% $ 3,764,293 $ 3,826,731 $ 3,888,873 $ 4,316,172 TOTAL FUND REVENUES $ 4,637,685 7.45% 403-Revenues 9/1/2020 11:00 AM 148 149  403 SANITATION FUND - 1360 SOLID WASTE Actual Budget 2019-20 2020-21 % 2016-17 2017-18 2018-19 Adopted Adopted Change Personal Services: 19.00 19.00 19.00 19.00 Number of Funded Employees (FTE's) 19.00 641,792 634,036 653,336 708,817 534-1200 Regular Salaries 771,341 8.82% 271 54 217 433 534-1201 Service Awards - -100.00% 10,126 13,068 12,933 11,600 534-1400 Salaries - Overtime 13,000 12.07% 16,294 12,429 14,782 18,000 534-1401 Salaries - Overtime Holiday Worked 18,000 0.00% 36,991 38,381 37,409 38,302 534-2100 FICA Taxes 45,335 18.36% 8,651 8,976 8,749 8,958 534-2101 Medicare 10,603 18.36% 103,730 168,364 154,768 135,175 534-2200 Retirement Contributions 104,163 -22.94% 18,072 17,904 19,409 21,061 534-2204 Retirement Contributions - DC Plan 24,227 15.03% 150,929 140,462 157,476 181,648 534-2300 Dental, Life & Health Insurance 192,811 6.15% 37,900 44,863 46,770 49,008 534-2400 Worker's Compensation 54,843 11.91% $ 1,024,756 $ 1,078,537 $ 1,105,849 $ 1,173,003 Total Personal Services $ 1,234,323 5.23% Operating Expenditures: - - - 2,000 534-3400 Other Services 2,000 0.00% 2,932 2,947 2,893 2,877 534-4100 Communication Services 2,502 -13.03% 28 34 17 135 534-4200 Postage 135 0.00% 9,104 6,583 7,382 6,583 534-4300 Utilities 4,563 -30.69% 1,653 1,776 2,004 1,858 534-4400 Rentals & Leases 1,340 -27.87% 961 1,028 1,038 - 534-4610 Maintenance Contracts 1,031 100.00% 214,542 283,615 277,198 248,000 534-4620 Vehicle Repair 248,000 0.00% 265 50 - 200 534-4630 Equipment Repair 200 0.00% 382 - - - 534-4640 Building Maintenance - 0.00% 504 192 - - 534-4645 Heating/Cooling Repairs - 0.00% 723 369 813 900 534-4700 Printing & Binding 900 0.00% 279 192 312 440 534-5100 Office Supplies 440 0.00% 9,320 7,849 7,076 14,000 534-5200 Operating Supplies 14,000 0.00% 109,031 143,702 130,991 95,835 534-5204 Fuel & Oil 96,000 0.17% 2,184 3,311 2,869 2,970 534-5210 Uniform Expense 2,970 0.00% 560,173 598,642 625,137 647,800 534-5219 Landfill Fees - Commercial 620,850 -4.16% 433,374 432,274 432,407 485,100 534-5220 Landfill Fees - Residential 471,625 -2.78% 261,560 270,799 263,163 296,985 534-5222 Landfill Fees - Yard Waste 285,563 -3.85% 22,136 31,605 31,268 31,750 534-5225 Sanitation Containers - Bulk 31,750 0.00% 14,332 10,005 15,629 14,400 534-5226 Sanitation Containers - Residential 14,400 0.00% 322 701 - - 534-5231 Computer Hardware/Software - 0.00% 726 345 107 600 534-5233 Tools 600 0.00% 2,175 2,158 2,363 3,690 534-5234 Safety Supplies/Equipment 3,690 0.00% 212 212 223 223 534-5400 Books, Dues & Publications 223 0.00% $ 1,646,918 $ 1,798,389 $ 1,802,890 $ 1,856,346 Total Operating Expenditures $ 1,802,782 -2.89% Capital Outlay: 255,700 185,749 107,725 260,000 534-6404 Trucks - -100.00% $ 255,700 $ 185,749 $ 107,725 $ 260,000 Total Capital Outlay $ - -100.00% Debt Service: Principal Payments - - - 47,952 534-7100 2018 Rev Note - Field Offc Complex-yr 2 of 19 46,533 -2.96% Interest Expense - - - 37,048 534-7200 2018 Rev Note - Field Offc Complex-yr 2 of 19 38,467 3.83% $ - $ - $ - $ 85,000 Total Debt Service $ 85,000 0.00% 2,927,374 3,062,674 3,016,464 3,374,349 TOTAL EXPENSES 3,122,105 -7.48% 1360-Solid Waste 8/31/2020 8:16 AM 150 SOLID WASTE Share of City Budget $3,122,105, 5.9% DESCRIPTION Solid Waste is responsible for the collection and disposal of garbage and yard waste. Residential garbage is collected curbside once per week, residential yard waste is collected curbside once per week, and commercial dumpsters are emptied as scheduled based on business needs. MISSION Maintain a sanitary environment with regular collection of residential and commercial solid waste. Actual YTD thru 06/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY21) 2016-17 2017-18 2018-19 2019-20 2019-20 2020-21 Promote Neighborhood Cleanups Household waste collections conducted 2 2 2 1 2 2  Propose and implement new Solid Waste rates over a 5 year period to provide financial stability in the fund.  Research and revise both commercial and residential routes for efficiency. FUTURE GOALS (FY22 & FY23)  Continue to work with Fleet Operations on a schedule to replace aging and unreliable refuse equipment.  Research and Develop informational materials to increase and promote diversion methods for both residential and commercial customers. PRIOR YEAR ACCOMPLISHMENTS (FY20)  Replaced two (2) residential sideloaders that were due for replacement.  Designated a residential route specifically for special needs customers. 151  403 SANITATION FUND - 1370 RECYCLING Actual Budget 2019-20 2020-21 % 2016-17 2017-18 2018-19 Adopted Adopted Change Personal Services: 1.00 1.00 1.00 1.00 Number of Funded Employees (FTE's) 1.00 33,570 34,462 36,073 37,368 534-1200 Regular Salaries 40,836 9.28% - - - 108 534-1201 Service Awards - -100.00% - 12 42 200 534-1400 Salaries - Overtime 200 0.00% 1,316 1,021 1,526 1,390 534-1401 Salaries - Overtime Holiday Worked 1,920 38.13% 1,843 1,860 1,961 1,906 534-2100 FICA Taxes 2,190 14.89% 431 435 459 446 534-2101 Medicare 512 14.84% 11,931 21,717 20,723 22,529 534-2200 Retirement Contributions 17,360 -22.94% 9,042 9,601 10,507 10,948 534-2300 Dental, Life & Health Insurance 12,019 9.78% 2,149 2,611 2,750 2,772 534-2400 Worker's Compensation 3,123 12.68% $ 60,282 $ 71,719 $ 74,041 $ 77,667 Total Personal Services $ 78,160 0.63% Operating Expenditures: 2,249 - - 100 534-3400 Other Services 100 0.00% - 2,729 32,859 130,000 534-3421 TIP/Contamination Fees 102,500 -21.15% 811 - - 1,000 534-4000 Travel and Per Diem 1,000 0.00% 128 133 129 130 534-4100 Communication Services 129 0.00% 11,578 6,423 27,168 26,500 534-4620 Vehicle Repair 26,500 0.00% - - - 3,250 534-4630 Equipment Repair 3,250 0.00% 839 - 356 500 534-4700 Printing & Binding 500 0.00% 623 4,191 751 3,500 534-5200 Operating Supplies 3,500 0.00% 6,272 5,296 7,057 6,036 534-5204 Fuel & Oil 6,217 3.00% 68 380 150 165 534-5210 Uniform Expense 165 0.00% - 12,597 - 10,595 534-5225 Sanitation Containers - Bulk 10,595 0.00% 122,756 1,750 - 6,500 534-5226 Sanitation Containers - Residential 6,500 0.00% - - - 200 534-5233 Tools 200 0.00% 100 81 100 205 534-5234 Safety Supplies/Equipment 205 0.00% 125 150 150 150 534-5400 Books, Dues & Publications 150 0.00% 325 - - 350 534-5500 Training 350 0.00% $ 145,874 $ 33,730 $ 68,720 $ 189,181 Total Operating Expenditures $ 161,861 -14.44% 206,156 105,450 142,761 266,848 TOTAL EXPENSES 240,021 -10.05% 1370-Recycling 8/31/2020 8:18 AM 152 CURBSIDE RECYCLING Share of City Budget $240,021, 0.5% DESCRIPTION Residential single-stream recycling is collected once per week with a provided 95 gal. curbside automated cart. Commercial dumpsters are available for single-stream recycling. MISSION Reduce the waste stream deposited in landfills. Actual YTD thru 06/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY21) 2016-17 2017-18 2018-19 2019-20 2019-20 2020-21 Promote Reduction of the Residential Waste Stream Single Stream Recycling Drop-Off Locations 3 0 0 1 0 0 Recycling Tonnage Collected 1130 1392 1375 1056 1,420 1,450 Waste Stream Diverted from Landfills 50.4% 67.0% 60.0% 44.0% 16.0% 16.0% Promote Reduction of the Commercial Waste Stream Recycling Tonnage Collected 596 639 668 303 680 550 Waste Stream Diverted from Landfills 21.2% 22.3% 24.5% 17.0% 5.0% 5.0%  Monitor the stability of the recycling market for future growth.  Continue to issue courtesy notices to customers for continued reduction in contamination. FUTURE GOALS (FY22 & FY23)  Create and Deliver recycling infomercials through Facebook and Webpage for both commercial and residential customers for increased  Continue to work with ECUA on extending our current contract to accept Single Stream Recycling. PRIOR YEAR ACCOMPLISHMENTS (FY20)  Secured a two (2) year contract with ECUA to accept the City's recycling.  Continued efforts to keep the contamination rate at or below 16% for the year. 153  403 SANITATION FUND - 1500 NON-DEPARTMENTAL Actual Budget 2019-20 2020-21 % 2016-17 2017-18 2018-19 Adopted Adopted Change Personal Services: 405 25,513 435 1,500 534-1216 Final Leave Pay 1,500 0.00% - (3,168) - - 534-1250 Compensated Absences - 0.00% - (242) - - 534-2150 FICA - Compensated Absences - 0.00% $ 405 $ 22,103 $ 435 $ 1,500 Total Personal Services $ 1,500 0.00% Operating Expenditures: 1,989 2,112 6,257 - 534-3100 Professional Srvcs-14 Robinwood Drive SW Sale 11,310 100.00% - - - 500 534-4911 Holiday Gift Certificates 500 0.00% - 6,740 - - 534-4924 Bad Debt Expense - 0.00% - - - 38,745 534-4995 Contingencies 39,920 3.03% - - - 300 534-5231 Computer Hardware/Software 910 203.33% 286,265 271,491 286,165 - 534-5900 Depreciation - 0.00% - 411 - - 534-5910 Depreciation on Contributed Capital - 0.00% $ 288,254 $ 280,754 $ 292,422 $ 39,545 Total Operating Expenditures $ 52,640 33.11% Capital Outlay - - - - 534-6404 Trucks 275,000 100.00% $ - $ - $ - $ - Total Capital Outlay $ 275,000 100.00% Other Financing Activity 372,074 477,216 397,564 406,311 534-9901 Cost Allocation Reimbursement to General Fund 515,368 26.84% - - - - 534-9941 Cost Allocation Reimbursement to Utilities Fund - 0.00% 143,531 146,401 146,401 227,619 581-9102 Transfer to General Fund - Franchise Fee 240,459 5.64% Truck Additional Wear & Tear on Roadways - - - - 581-9999 Reserved - Undesignated Net Assets 190,590 100.00% $ 515,605 $ 623,617 $ 543,965 $ 633,930 Total Other Financing Activity $ 946,417 49.29% $ 804,264 $ 926,474 $ 836,822 $ 674,974 TOTAL EXPENSES $ 1,275,557 88.98% 20.00 20.00 20.00 20.00 Number of Funded Employees (FTE's) 20.00 0.00% 2,937,762 3,062,674 3,018,414 3,374,349 Solid Waste 3,122,105 -7.48% 206,748 105,450 142,898 266,848 Recycling 240,021 -10.05% 804,264 926,474 836,822 674,974 Non-Departmental 1,275,557 88.98% (255,700) (185,749) (107,725) - Reclassification of Capital Outlay - 0.00% $ 3,693,074 $ 3,908,849 $ 3,890,409 $ 4,316,172 TOTAL FUND EXPENSES $ 4,637,685 7.45% $ 35,711 $ (82,118) $ (1,536) $ - NET REVENUE / (EXPENSE) $ 0 0.00% 1500-NonDept_403 9/2/2020 8:55 AM 154  Stormwater Fund The Stormwater Fund encompasses 2.10% of the City’s activities and services and accounts for stormwater management operations that are financed and operated in a manner similar to a private business – where the intent is that the cost (expenses, including depreciation) of providing the services be financed and recovered through user charges. This fund accounts for stormwater, storm drainage, and water quality initiatives. Revenue Highlights $1,400,000 Budget. ……2020-21 $ Change % Change $1,200,000 Charges for Services $1,023,980 $35,267 3.6% $1,000,000 Interest & Other 17,000 -7,894 -31.7% $800,000 $1,040,981 27,373 2.7% $600,000 $400,000 $200,000 $0 Actual Actual Actual Budget Budget 2016-17 2017-18 2018-19 2019-20 2020-21 Intergov't Revenue Charges for Services Interest & Other Interfund Transfers Appropriations  A new five-year utility rate study is being presented to City Council for approval and implementation in October 2020. The implementation makes sure the required rates are in place to generate sufficient revenue to sustain renewal and replacement reserves and account for debt service requirements. Expenditure Highlights $1,400,000 Budget. $1,200,000 ……2020-21. $ Change % Change Personal Services $370,165 17,6827 5.0% $1,000,000 Operations & Maintenance 222,684 56,241 33.8% $800,000 Capital Outlay/Imprvmt 25,900 -99,750 -79.4% $600,000 Debt Service 136,000 0 0.0% $400,000 Interfund Transfer 286,232 53,202 22.8% $200,000 Replenish Reserves 0 0 0.0.% $0 $1,040,981 27,373 2.7% Actual Actual Actual Budget Budget 2016-17 2017-18 2018-19 2019-20 2020-21 Personal Services Operations & Maintenance Capital Outlay/Imprvmt Debt Service Interfund Transfers Replenish Reserves *Expenses shown on a cash basis, exclusive of reclassifications for the audited financial statements.*  The decrease in capital outlay expense is due to purchase of a flatbed dump truck and a ½ ton pickup truck in the prior fiscal year.  The increase in Operation/Maintenance is due to the lease of a front-end loader (year 1 or 4) and associated costs with operation. 155  405 STORMWATER FUND - REVENUES Actual Budget 2019-20 2020-21 % 2016-17 2017-18 2018-19 Adopted Adopted Change 524,118 553,707 585,090 568,676 1380-343-7001 Stormwater Management Fee - Residential 590,352 3.81% 393,726 422,098 442,220 420,038 1380-343-7101 Stormwater Management Fee - Commercial 433,628 3.24% $ 917,843 $ 975,805 $ 1,027,310 $ 988,713 Total Stormwater Operations $ 1,023,980 3.57% $ 917,843 $ 975,805 $ 1,027,310 $ 988,713 TOTAL CHARGES FOR SERVICES $ 1,023,980 3.57% 1,247,058 40,080 4,480 - 15XX-334-3600 State Grants - 0.00% $ 1,247,058 $ 40,080 $ 4,480 $ - Total State Grants $ - 0.00% $ 1,247,058 $ 40,080 $ 4,480 $ - TOTAL INTERGOVERNMENTAL REVENUE $ - 0.00% 39 9,874 21,209 24,894 1500-361-1000 Interest Income 17,000 -31.71% $ 39 $ 9,874 $ 21,209 $ 24,894 Total Interest Income $ 17,000 -31.71% 566 - - - 1500-369-9000 Miscellaneous Revenues - 0.00% $ 566 $ - $ - $ - Total Other Revenues $ - 0.00% $ 605 $ 9,874 $ 21,209 $ 24,894 TOTAL INTEREST & OTHER REVENUES $ 17,000 -31.71% $ 2,165,507 $ 1,025,758 $ 1,052,999 $ 1,013,608 TOTAL FUND REVENUES $ 1,040,981 2.70% 405-Revenues 8/30/2020 8:26 PM 156  405 STORMWATER FUND - 1380 STORMWATER Actual Budget 2019-20 2020-21 % 2016-17 2017-18 2018-19 Adopted Adopted Change Personal Services: 6.00 6.00 6.00 6.00 Number of Funded Employees (FTE's) 6.00 165,903 186,149 183,197 216,240 538-1200 Regular Salaries 225,412 4.24% - - - 108 538-1201 Service Awards - 0.00% 100 - 600 - 538-1202 Incentive/Merit Pay - 0.00% 1,510 1,153 1,021 1,000 538-1400 Salaries - Overtime 1,000 0.00% 9,630 10,745 10,575 12,442 538-2100 FICA Taxes 13,749 10.51% 2,252 2,513 2,473 2,910 538-2101 Medicare 3,215 10.49% 27,402 49,373 46,840 45,058 538-2200 Retirement Contributions 34,721 -22.94% 4,894 4,162 3,686 5,198 538-2204 Retirement Contributions - DC Plan 5,648 8.65% 25,148 29,054 29,763 47,141 538-2300 Dental, Life & Health Insurance 62,327 32.21% 11,224 16,491 19,244 21,887 538-2400 Worker's Compensation 23,594 7.80% $ 248,063 $ 299,640 $ 297,399 $ 351,983 Total Personal Services $ 369,665 5.02% Operating Expenditures: 8,950 14,000 8,440 4,590 538-3100 Professional Services - -100.00% 5,700 14,200 38,749 72,694 538-3400 Other Services 72,694 0.00% 56 - - 602 538-4000 Travel and Per Diem 602 0.00% 1,966 1,999 2,069 2,726 538-4100 Communication Services 2,680 -1.69% 1 16 20 10 538-4200 Postage 10 0.00% 1,403 1,343 1,046 1,344 538-4300 Utilities 7,318 444.49% 2,440 3,344 3,970 3,970 538-4400 Rentals & Leases 31,400 690.93% 5,854 6,613 13,143 10,475 538-4620 Vehicle Repair 10,415 -0.57% 9,257 4,529 6,811 9,700 538-4630 Equipment Repair 9,700 0.00% 30,252 11,618 33,719 30,375 538-4680 Plant & System Repair 30,375 0.00% 64 34 45 300 538-5100 Office Supplies 300 0.00% 3,796 1,589 2,741 2,800 538-5200 Operating Supplies 21,368 663.14% 7,623 13,910 13,386 3,216 538-5204 Fuel & Oil 12,500 288.68% 485 800 646 810 538-5210 Uniform Expense 810 0.00% 1,747 2,588 1,356 2,790 538-5233 Tools 2,790 0.00% 1,172 1,157 1,215 1,980 538-5234 Safety Programs/Supply 1,980 0.00% 3,104 201 1,630 5,500 538-5300 Road Materials & Supplies 5,500 0.00% 650 8,638 650 650 538-5400 Books, Dues, & Publications 650 0.00% 1,388 - 1,409 1,650 538-5500 Training 1,650 0.00% - (56,867) - - 538-9905 Capitalized Costs Allocation - Labor - 0.00% - (25,296) - - 538-9906 Capitalized Costs Allocation - Benefits - 0.00% - (11,990) - - 538-9907 Capitalized Costs Allocation - Overhead - 0.00% $ 85,908 $ (7,574) $ 131,045 $ 156,182 Total Operating Expenditures $ 212,742 36.21% Capital Outlay: 1,738 60,006 4,336 5,750 538-6402 Equipment - -100.00% 128,124 - 36,548 119,000 538-6404 Trucks - -100.00% $ 129,862 $ 60,006 $ 40,884 $ 124,750 Total Capital Outlay $ - -100.00% Capital Improvements Program: - - 21,589 - 5019 - Storm Drainage Improvement 25,000 100.00% 211,917 4,480 538-6358 Install Storm Drainage - 40,080 - - Prior Years Capital Improvement Program - 0.00% $ - $ 251,997 $ 26,069 $ - Total Capital Improvements Program $ 25,000 100.00% Debt Service - - - 76,723 590-7100 Principal Payments 74,452 -2.96% 2018 Rev Note - Field Offc Complex-yr 2 of 19 - - - 59,277 591-7200 Interest Expense 61,548 3.83% 2018 Rev Note - Field Offc Complex-yr 2 of 19 $ - $ - $ - $ 136,000 Total Debt Service $ 136,000 0.00% $ 463,833 $ 604,070 $ 495,397 $ 768,915 TOTAL EXPENSES $ 743,407 -3.32% 1380-Stormwater 9/28/2020 9:30 AM 157 STORMWATER Share of City Budget $743,407, 1.5% DESCRIPTION The Stormwater Division maintains 35 miles of storm drain, 11 retention ponds, and over 1,300 curb and surface inlets. Stormwater management helps to ensure the health and safety of citizens while meeting State and Federal regulations. MISSION Improve and preserve natural water quality, comply with existing and upcoming regulatory requirements, and improve operation and management of existing stormwater infrastructure. Actual YTD thru 06/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY21) 2016-17 2017-18 2018-19 2019-20 2019-20 2020-21 Improve Water Quality City Streets Swept at Least Once per Month 3% 54% 27% 48% 97% 97% Cubic Yards of Debris Removed from Stormwater Separators 10 5 3 0 8 8 Improve Stormwater Infrastructure Linear Feet of New Stormwater Pipe Installed 155 585 0 0 100 0 Linear Feet of Stormwater Pipe Replaced 2350 1070 28 1914 65 560 Stormwater Line System Replaced 1.07% 49.00% 0.01% 0.87% Ensure Capital Projects are Completed On-Time & Within Budget Capital Projects Completed On-Time 100% 100% 100% Annual Measure 100% 100% Capital Projects Completed Within Budget 100% 100% 100% Annual Measure 100% 100%  Implement water quality improvements.  Sweep every City street at least once per month.  Maintain the current amount of debris removed from stormwater separators through regular collection schedule.  Replace failing corrugated metal pipe at various locations throughout the City.  Provide Stormwater improvements as identified in the City's Stormwater Master Plan. FUTURE GOALS (FY22 & FY23)  Develop a 5- and 10-year CIP to replace all corrugated metal stormwater pipe throughout the City.  Comply with federally-mandated National Pollutant Discharge Elimination System (NPDES) permit requirements. Pursue funding alternatives to complete major capital projects related to the stormwater system based on the completion of the Stormwater  Master Plan, including SRF loans, bonds, and/or rate increases. PRIOR YEAR ACCOMPLISHMENTS (FY20)  Continuous maintenance of drainage ditches throughout the City.  Completed Stormwater crossing at 339 Hollywood Boulevard NW.  Completed construction of drainage improvements along Anchors Street NW  Completed construction of drainage improvements along Lovejoy Road NW. 158  405 STORMWATER FUND - 1500 NON-DEPARTMENTAL Actual Budget 2019-20 2020-21 % 2016-17 2017-18 2018-19 Adopted Adopted Change Personal Services: - - - 500 538-1216 Final Leave Pay 500 0.00% 3,720 (1,750) - - 538-1250 Compensated Absences - 0.00% 285 (133) - - 538-2150 FICA - Compensated Absences - 0.00% 25,216 - - - 538-2299 Acturial Pension Expense - 0.00% $ 29,221 $ (1,883) $ - $ 500 Total Personal Services $ 500 0.00% Operating Expenditures: 442 469 3,995 - 538-3100 Professional Services - 0.00% - (25) - 125 538-4911 Holiday Gift Certificates 125 0.00% - 3,679 - - 538-4924 Bad Debt Expense - 0.00% - - - 10,136 538-4995 Contingencies 9,817 -3.15% 93,401 159,127 159,843 - 538-5900 Depreciation - 0.00% $ 93,843 $ 163,250 $ 163,838 $ 10,261 Total Operating Expenditures $ 9,942 -3.11% - - - 900 538-6420 Computer Hardware/Software 900 0.00% $ - $ - $ - $ 900 Total Capital Outlay $ 900 0.00% Other Financing Activity 157,704 271,027 168,507 172,214 538-9901 Cost Allocation Reimbursement to General Fund 226,003 31.23% - 58,251 58,251 60,816 581-9102 Transfer to General Fund - Franchise Fee 60,228 -0.97% $ 157,704 $ 329,278 $ 226,758 $ 233,031 Total Other Financing Activity $ 286,231 22.83% $ 280,768 $ 490,645 $ 390,596 $ 244,692 TOTAL EXPENSES $ 297,573 21.61% 6.00 6.00 6.00 6.00 Number of Funded Employees (FTE's) 6.00 0.00% 467,556 352,073 448,860 768,915 Stormwater 743,407 -3.32% 280,768 490,645 390,596 244,692 Non-Departmental 297,573 21.61% (1,454,536) (312,003) (66,954) - Reclassification of Capital Outlay - 0.00% $ (706,212) $ 530,715 $ 772,502 $ 1,013,608 TOTAL FUND EXPENSES $ 1,040,981 2.70% $ (37,353) $ (128,963) $ 146,589 $ - NET REVENUE / (EXPENSE) $ (0) 0.00% 1500-NonDept_405 8/31/2020 9:02 AM 159 160 IT Replacement Program The City’s Information Technology Replacement Program (ITRP) is a planning and budgeting tool that serves as a guide for efficient and effective replacement of computers, laptops, tablets, and servers. The FY 2020-21 budget is the sixth year of the schedule. Future years’ funding requirements are identified, but are not authorized. REPLACEMENT SCHEDULE Desktop Computer 5 years Office Laptop 5 years Patrol Laptop 5 years Tablet/IPAD 3 years Server 5 years Software will be upgraded in conjunction with hardware replacements. However, it is each division’s responsibility to budget for the replacement of peripherals such as keyboards, monitors, and printers as needed. City of Fort Walton Beach, FL 161  FY2021 FY2022 FY2023 FY2024 FY2025 Fund # ‐ Dept # ‐ Dept Name Device Model OS PO Asset # Office Adobe Purchased Total SW21 HW21 SW22 HW22 SW23 HW23 SW24 HW24 SW25 HW25 001‐0100‐City Council CCS1‐10 Latitude 3490 Win 10 Pro 95965 NO FA N/A STD FY 2019 1 635 001‐0100‐City Council CCS2‐10 Latitude 3490 Win 10 Pro 95965 NO FA N/A STD FY 2019 1 635 001‐0100‐City Council CCS3‐10 Latitude 3490 Win 10 Pro 95965 NO FA N/A STD FY 2019 1 635 001‐0100‐City Council CCS4‐10 Latitude 3490 Win 10 Pro 95965 NO FA N/A STD FY 2019 1 635 001‐0100‐City Council CCS5‐10 Latitude 3490 Win 10 Pro 95965 NO FA N/A STD FY 2019 1 635 001‐0100‐City Council CCS6‐10 Latitude 3490 Win 10 Pro 95965 NO FA N/A STD FY 2019 1 635 001‐0100‐City Council CCS7‐10 Latitude 3490 Win 10 Pro 95965 NO FA N/A STD FY 2019 1 635 001‐0100‐City Council CCSMayor‐10 Latitude 3490 Win 10 Pro 95965 NO FA N/A STD FY 2019 1 635 001‐0100‐City Council CCIQM2‐7 OptiPlex 3050 Win 10 Pro STD STD FY 2017 1 0 910 001‐0100‐City Council CCIQM2‐8 OptiPlex 3060 Win 10 Pro 95965 NO FA STD STD FY 2019 1 910 001‐0100‐City Council DRynearson10 OptiPlex 3060 Win 10 Pro 95965 NO FA STD STD FY 2019 1 910 001‐0200‐City Manager DRainer10‐T | Surface Pro 3 ‐ PIO Not Replacing 3rd Gen Win 8 Pro 150003 STD FY 2015 1 001‐0200‐City Manager iPad ‐ CM 3rd Gen iOS8 120067 N/A FY 2012 1 001‐0200‐City Manager iPad ‐ PIO 3rd Gen iOS8 120070 N/A FY 2012 1 001‐0200‐City Manager Surface Pro 3 ‐ CM Not Replacing 3rd Gen Win 8 Pro 150004 STD FY 2015 1 001‐0200‐City Manager MBeedie10 OptiPlex 3020 Win 10 Pro 140038 STD FY 2014 1 0 910 001‐0200‐City Manager CJones7 Optiplex 3040 Win 7 Pro NO FA PRO FY 2016 1 290 910 001‐0200‐City Manager DRainer10 Optiplex 3040 Win 10 Pro NO FA PRO FY 2016 1 290 910 001‐0200‐City Manager FWBTVXP Optiplex 3040 NO FA FY 2016 1 0 910 001‐0300‐Administrative Services JDittmer10 OptiPlex 3040 Win 7 Pro NO FA STD PRO FY 2016 1 0 910 001‐0300‐Administrative Services TFranxman7 Optiplex 3040 Win 7 Pro NO FA STD STD FY 2016 1 0 910 001‐0300‐Administrative Services JHofstetter10 OptiPlex 3050 Win 10 Pro NO FA STD STD FY 2017 1 0 910 001‐0300‐Administrative Services HRFront10 OptiPlex 3060 Win 10 Pro 95965 NO FA STD PRO FY 2019 1 0 910 001‐0300‐Administrative Services SOldnettle10 OptiPlex 3060 Win 10 Pro 95965 NO FA STD PRO FY 2019 1 0 910 001‐0320‐Information Technology Network Switch | 24PT Cisco Switch Library (Received from OBCC on 3‐29‐18) 3560 24 pt Catalyst Cisco FY 2007 1 001‐0320‐Information Technology Network Switch | 48PT Cisco Switch Library (Received from OBCC on 3‐29‐18) 3560 48 pt Catalyst Cisco FY 2007 1 001‐0320‐Information Technology iPad ‐ City Clerk ‐ WENT TO IT 4th Gen iOS8 130030 N/A N/A 2013‐03 1 001‐0320‐Information Technology Cisco Wireless Controller (PD1st Floor, not replacing) AIR‐CT2504‐K9 150028 N/A N/A FY 2015 1 001‐0320‐Information Technology Wi‐Fi Access Point | Landing Park (never ordered in FY18, pending new project) Aruba 134 Aruba OS 130036 N/A N/A FY 2013 1 580 580 001‐0320‐Information Technology Wi‐Fi Access Point | Landing Park (never ordered in FY18, pending new project) Aruba 134 Aruba OS 130035 N/A N/A FY 2013 1 580 580 001‐0320‐Information Technology Wi‐Fi Access Point | City Hall ‐ City Clerk Aruba IAP‐305 Aruba OS 95612 N/A N/A FY 2019 1 580 001‐0320‐Information Technology Wi‐Fi Access Point | City Hall ‐ Finance Aruba IAP‐305 Aruba OS 95612 N/A N/A FY 2019 1 580 001‐0320‐Information Technology Wi‐Fi Access Point | City Hall ‐ IT Aruba IAP‐305 Aruba OS 95612 N/A N/A FY 2019 1 580 001‐0320‐Information Technology Wi‐Fi Access Point | City Hall Annex Aruba IAP‐305 Aruba OS 95612 N/A N/A FY 2019 1 580 001‐0320‐Information Technology Wi‐Fi Access Point | Council Chambers Aruba IAP‐305 Aruba OS 95612 N/A N/A FY 2019 1 580 001‐0320‐Information Technology Wi‐Fi Access Point | Field Office Complex, Bldg A Aruba IAP‐305 Aruba OS 95612 N/A N/A FY 2019 1 580 001‐0320‐Information Technology Wi‐Fi Access Point | Field Office Complex, Bldg A Aruba IAP‐305 Aruba OS 95612 N/A N/A FY 2019 1 580 001‐0320‐Information Technology Wi‐Fi Access Point | Field Office Complex, Bldg A Aruba IAP‐305 Aruba OS 95612 N/A N/A FY 2019 1 580 001‐0320‐Information Technology Wi‐Fi Access Point | Field Office Complex, Bldg A Aruba IAP‐305 Aruba OS 95612 N/A N/A FY 2019 1 580 001‐0320‐Information Technology Wi‐Fi Access Point | Field Office Complex, Bldg A Aruba IAP‐305 Aruba OS 95612 N/A N/A FY 2019 1 580 001‐0320‐Information Technology Wi‐Fi Access Point | Field Office Complex, Bldg A Aruba IAP‐305 Aruba OS 95612 N/A N/A FY 2019 1 580 001‐0320‐Information Technology Wi‐Fi Access Point | Field Office Complex, Bldg A Aruba IAP‐305 Aruba OS 95612 N/A N/A FY 2019 1 580 001‐0320‐Information Technology Wi‐Fi Access Point | Field Office Complex, Bldg A Aruba IAP‐305 Aruba OS 95612 N/A N/A FY 2019 1 580 001‐0320‐Information Technology Wi‐Fi Access Point | Field Office Complex, Bldg A Aruba IAP‐305 Aruba OS 95612 N/A N/A FY 2019 1 580 001‐0320‐Information Technology Wi‐Fi Access Point | Field Office Complex, Bldg A (not deployed yet) Aruba IAP‐305 Aruba OS 95612 N/A N/A FY 2019 1 580 001‐0320‐Information Technology Wi‐Fi Access Point | Fire Dept. 6 AP1 Aruba IAP‐305 Aruba OS 95612 N/A N/A FY 2019 1 580 001‐0320‐Information Technology Wi‐Fi Access Point | Fire Dept. 6 AP2 Aruba IAP‐305 Aruba OS 95612 N/A N/A FY 2019 1 580 001‐0320‐Information Technology Wi‐Fi Access Point | Fire Dept. 6 AP3 Aruba IAP‐305 Aruba OS 95612 N/A N/A FY 2019 1 580 001‐0320‐Information Technology Wi‐Fi Access Point | Fire Dept. 7 AP1 Aruba IAP‐305 Aruba OS 95612 N/A N/A FY 2019 1 580 162  FY2021 FY2022 FY2023 FY2024 FY2025 Fund # ‐ Dept # ‐ Dept Name Device Model OS PO Asset # Office Adobe Purchased Total SW21 HW21 SW22 HW22 SW23 HW23 SW24 HW24 SW25 HW25 001‐0320‐Information Technology Wi‐Fi Access Point | Golf Club Aruba IAP‐305 Aruba OS 95612 N/A N/A FY 2019 1 580 001‐0320‐Information Technology Wi‐Fi Access Point | Museum Aruba IAP‐305 Aruba OS 95612 N/A N/A FY 2019 1 580 001‐0320‐Information Technology Wi‐Fi Access Point | Police ‐ 1 Aruba IAP‐305 Aruba OS 95612 N/A N/A FY 2019 1 580 001‐0320‐Information Technology Wi‐Fi Access Point | Police ‐ 2 Aruba IAP‐305 Aruba OS 95612 N/A N/A FY 2019 1 580 001‐0320‐Information Technology Wi‐Fi Access Point | Police ‐ 3 Aruba IAP‐305 Aruba OS 95612 N/A N/A FY 2019 1 580 001‐0320‐Information Technology Wi‐Fi Access Point | Police ‐ 4 Aruba IAP‐305 Aruba OS 95612 N/A N/A FY 2019 1 580 001‐0320‐Information Technology Wi‐Fi Access Point | Recreation Center ‐ 1 Aruba IAP‐305 Aruba OS 95612 N/A N/A FY 2019 1 580 001‐0320‐Information Technology Wi‐Fi Access Point | Recreation Center ‐ 2 Aruba IAP‐305 Aruba OS 95612 N/A N/A FY 2019 1 580 001‐0320‐Information Technology Wi‐Fi Access Point | Recreation Center ‐ 3 Aruba IAP‐305 Aruba OS 95612 N/A N/A FY 2019 1 580 001‐0320‐Information Technology Wi‐Fi Access Point | Recreation Center ‐ 4 Aruba IAP‐305 Aruba OS 95612 N/A N/A FY 2019 1 580 001‐0320‐Information Technology Wi‐Fi Access Point | Recreation Center ‐ 5 Aruba IAP‐305 Aruba OS 95612 N/A N/A FY 2019 1 580 001‐0320‐Information Technology Wi‐Fi Access Point | Field Office Complex, Bldg B Aruba IAP‐375 Aruba OS 97937 N/A N/A FY 2020 1 750 001‐0320‐Information Technology Wi‐Fi Access Point | Field Office Complex, Bldg B Aruba IAP‐375 Aruba OS 97937 N/A N/A FY 2020 1 750 001‐0320‐Information Technology Firewall | Sewer Plant ‐ ASA ASA5505 ASA: 8.2(5) N/A N/A FY 2008 1 001‐0320‐Information Technology Network Switch | Police Dept. 1st Floor Cisco 2960‐48POE 100059 N/A N/A FY 2020 1 1900 001‐0320‐Information Technology Network Firewall | Landing Park (never purchased in FY18, pending new project) Cisco 881 N/A N/A FY 2013 1 750 001‐0320‐Information Technology Server ‐ Coban retiring 1‐18 taser implementation Custom Server 2008 R2 N/A N/A 5/29/2009 1 001‐0320‐Information Technology Server ‐ FWB‐TEST Custom Server 2008 R2 N/A N/A 1/1/2010 1 001‐0320‐Information Technology Network Switch | Virtual Server Infrastructure, Switch 1 of 2 (Purchased FY20 via half‐cent Dell EMC Switch S4128T‐ON N/A N/A FY 2020 1 7400 001‐0320‐Information Technology Network Switch | Virtual Server Infrastructure, Switch 2 of 2 (Purchased FY20 via half‐cent Dell EMC Switch S4128T‐ON N/A N/A FY 2020 1 7400 001‐0320‐Information Technology Network Firewall | Police Dept. 1st Floor ‐ ASA Fortigate 100E N/A N/A FY 2020 1 2600 001‐0320‐Information Technology Network Firewall | Beal Memorial Cemetery ‐ ASA Fortigate 60E N/A N/A FY 2020 1 850 001‐0320‐Information Technology Network Firewall | Museum ‐ ASA Fortigate 60E N/A N/A FY 2020 1 850 001‐0320‐Information Technology Network Switch | Field Office Complex, Bldg B HPE Aruba 2540 24 Port N/A N/A FY 2020 1300 001‐0320‐Information Technology Network Switch | Field Office Complex, Bldg A HPE Aruba 2930F 24 Port N/A N/A FY 2020 1600 001‐0320‐Information Technology Network Switch | Field Office Complex, Bldg A HPE Aruba 2930F 48 Port N/A N/A FY 2020 2500 001‐0320‐Information Technology Network Switch | Field Office Complex, Bldg A HPE Aruba 2930F 48 Port N/A N/A FY 2020 2500 001‐0320‐Information Technology Network Switch | Field Office Complex, Bldg A HPE Aruba 2930F 48 Port N/A N/A FY 2020 2500 001‐0320‐Information Technology Network Switch | Field Office Complex, Bldg A HPE Aruba 2930F 48 Port N/A N/A FY 2020 2500 001‐0320‐Information Technology Network Switch | Field Office Complex, Bldg A HPE Aruba 2930F 48 Port N/A N/A FY 2020 2500 001‐0320‐Information Technology Network Switch | Field Office Complex, Bldg A HPE Aruba 2930F 48 Port N/A N/A FY 2020 2500 001‐0320‐Information Technology iPad Pro ‐ IT Manager iPad Pro (10.5‐inch) iOS 12 N/A N/A FY 2018 1 900 900 001‐0320‐Information Technology JBroadus10‐L Latitude 5480 Win 10 Pro STD STD FY 2017 1 0 1500 001‐0320‐Information Technology RSchumann10‐L Latitude 5580 Win 10 Pro 180001 STD STD FY 2018 1 1500 001‐0320‐Information Technology PSmith10‐L Latitude E5440 Win 10 Pro 150007 STD STD FY 2015 1 0 1500 001‐0320‐Information Technology Laptop ‐ IT Analyst Latitude E6430 ATG Win 7 Pro 130038 N/A N/A FY 2013 1 1500 001‐0320‐Information Technology IT02‐8 Latitude E6440 Win 8.1 Pro 150016 STD STD FY 2015 1 0 1500 001‐0320‐Information Technology JBroadus10 OptiPlex 3040 Win 10 Pro NO FA STD PRO FY 2016 1 0 910 001‐0320‐Information Technology JRoche10 OptiPlex 3050 Win 10 Pro NO FA STD PRO FY 2017 1 290 910 001‐0320‐Information Technology RSchumann10 OptiPlex 3050 Win 10 Pro NO FA PRO PRO FY 2017 1 290 910 001‐0320‐Information Technology SWilson8 (used for PD TAW reports / not on cycle / will use hand me down) Optiplex 3050 Win 10 Pro NO FA PRO PRO FY 2016 1 001‐0320‐Information Technology PSmith10 OptiPlex 3070 Win 10 Pro NO FA PRO PRO FY 2020 1 290 910 001‐0320‐Information Technology Server ‐ FWB‐OSSIU‐N R310 Server 2008 R2 N/A N/A 1/1/2008 1 001‐0320‐Information Technology Server ‐ Virtual Server Host 1 (Purchased FY20 via half‐cent tax funds) R640 VMWare N/A N/A FY 2020 1 25000 001‐0320‐Information Technology Server ‐ Virtual Server Host 2 (Purchased FY20 via half‐cent tax funds) R640 VMWare N/A N/A FY 2020 1 25000 001‐0320‐Information Technology Server ‐ Virtual Server Host 3 (Purchased FY20 via half‐cent tax funds) R640 VMWare N/A N/A FY 2020 1 25000 001‐0320‐Information Technology Server ‐ FWB‐Exchange (Replaced with Office 365) R710 Server 2008 R2 N/A N/A 8/23/2011 1 001‐0320‐Information Technology Server ‐ FWB‐GISSRV R710 Server 2008 R2 N/A N/A FY 2017 1 7200 001‐0320‐Information Technology Server ‐ FWBGISW R710 Server 2008 R2 N/A N/A FY 2017 1 11000 163  FY2021 FY2022 FY2023 FY2024 FY2025 Fund # ‐ Dept # ‐ Dept Name Device Model OS PO Asset # Office Adobe Purchased Total SW21 HW21 SW22 HW22 SW23 HW23 SW24 HW24 SW25 HW25 001‐0320‐Information Technology Server ‐ FWB‐Kronos (Consolidated to new server infrastructure FY20 via half‐cent tax fund R710 Server 2008 R2 120059 N/A N/A FY 2020 1 001‐0320‐Information Technology Server ‐ FWB‐OSSIC R710 Server 2008 R2 N/A N/A 11/1/2010 1 001‐0320‐Information Technology Server ‐ FWB‐OSSIR R710 Server 2008 R2 N/A N/A 11/1/2010 1 001‐0320‐Information Technology Server ‐ FWB‐Prox‐DMZ (Consolidated to new server infrastructure FY20 via half‐cent tax fuR710 ProxmoxVE N/A N/A FY 2011 1 001‐0320‐Information Technology Server ‐ FWB‐VM (Consolidated to new server infrastructure FY20 via half‐cent tax funds) R710 Server 2008 R2 N/A N/A 4/17/2012 1 001‐0320‐Information Technology Server ‐ PD‐VMWare (Consolidated to new server infrastructure FY20 via half‐cent tax fund R710 VMWare 120062 N/A N/A FY 2012 1 001‐0320‐Information Technology Server ‐ FWBGIS R720 Server 2008 R2 130031 N/A N/A FY 2013 1 6000 001‐0320‐Information Technology Server ‐ FWB‐Main (Consolidated to new server infrastructure FY20 via half‐cent tax funds) R720 Server 2008 R2 140057 N/A N/A FY 2014 1 001‐0320‐Information Technology Network Storage | Virtual Server Infrastructure Storage Array (Purchased FY20 via half‐centSCv3020 N/A N/A FY 2020 1 31000 001‐0320‐Information Technology Network Switch | City Hall (Overflow) SRW204 N/A N/A FY 2020 1 1900 001‐0320‐Information Technology JRoche‐Pro3 Surface Pro 3 Win 10 Pro 150023 STD STD FY 2015 1 0 1500 001‐0320‐Information Technology Server ‐ IBS T310 Server 2003 N/A N/A 12/17/2010 1 001‐0320‐Information Technology Network Switch | Engineering Field Office / dept consolidated to the new FOC WS‐C2960‐24LC‐S IOS: 12.2(58)SE1 120087 N/A N/A FY 2012 1 001‐0320‐Information Technology Network Switch | Fire Station 6 WS‐C2960‐24PC‐S IOS: 12.2(53)SE2 100058 N/A N/A FY 2020 1 001‐0320‐Information Technology Network Switch | City Hall (Overflow) WS‐C2960‐48PST‐S IOS: 12.2(53)SE2 100055 N/A N/A FY 2020 1 2900 001‐0320‐Information Technology Network Switch | City Hall Annex (Overflow) WS‐C2960‐48PST‐S IOS: 12.2(53)SE2 100057 N/A N/A FY 2020 1 2900 001‐0320‐Information Technology Network Switch | Police Dept. 2nd floor WS‐C2960‐48PST‐S IOS: 12.2(53)SE2 100059 N/A N/A FY 2020 1 2900 001‐0320‐Information Technology City Garage ‐ Switch WS‐C2960C‐12PC‐L IOS: 15.0(2)SE 120085 N/A N/A FY 2012 1 001‐0320‐Information Technology Network Switch | Sanitation Building / dept consolidated to the new FOC WS‐C2960C‐12PC‐L IOS: 15.0(2)SE 120086 N/A N/A FY 2012 1 001‐0320‐Information Technology Network Switch | Police Dept. 1st Floor WS‐C2960S‐24TS‐S 130039 N/A N/A FY 2020 1 1900 001‐0320‐Information Technology Network Switch | Recreation Center WS‐C2960X‐48LPD‐L 150026 N/A N/A FY 2015 1 001‐0320‐Information Technology Network Switch | City Warehouse / dept consolidated to the new FOC WS‐C3560G‐24TS‐E 110151 N/A N/A FY 2011 1 001‐0320‐Information Technology Network Switch | Fire Station 7 WS‐C3560V2‐24PS‐E IOS: 12.2(55)SE7 140065 N/A N/A FY 2020 1 3400 001‐0320‐Information Technology Network Switch | Golf Club Main Building WS‐C3560V2‐24PS‐E IOS: 15.0(2)SE6 140064 N/A N/A FY 2020 1 3400 001‐0320‐Information Technology Network Switch | Library WS‐C3560V2‐24TS‐E 120088 N/A N/A FY 2020 1 3400 001‐0320‐Information Technology Network Switch | Service Maintenance / dept consolidated to the new FOC WS‐C3560V2‐24TS‐E IOS: 12.2(58)SE2 110158 N/A N/A FY 2011 1 001‐0320‐Information Technology Network Switch | City Hall (Ring Switch) WS‐C3560V2‐48PS‐E IOS: 12.2(53)SE2 100056 N/A N/A FY 2020 1 4500 001‐0320‐Information Technology Network Switch | Police Dept. 1st floor WS‐C3560V2‐48PS‐E IOS: 12.2(53)SE2 100056 N/A N/A FY 2020 1 4500 001‐0320‐Information Technology Network Switch | Recreation Center WS‐C3650‐48PD 150025 N/A N/A FY 2020 1 4500 001‐0400‐City Clerk Surface Pro 3 ‐ City Clerk Not being replaced 3rd Gen Win 8 Pro 150020 STD STD FY 2015 1 001‐0400‐City Clerk Laserfiche10 OptiPlex 3050 Win 10 Pro STD STD FY 2017 1 0 910 001‐0400‐City Clerk LVanEtten7 OptiPlex 3050 Win 10 Pro STD STD FY 2017 1 0 910 001‐0400‐City Clerk KBarnes10 OptiPlex 3060 Win 10 Pro 95965 NO FA STD PRO FY 2019 1 0 910 001‐0400‐City Clerk IQM2 Encoder Optiplex 7020 Win 8.1 Pro 150024 N/A N/A FY 2015 1 1000 001‐0500‐Finance iPad ‐ Finance Director Not Being Replaced 3rd Gen iOS6 130008 N/A N/A 2012‐10 1 001‐0500‐Finance Surface Pro 3 ‐ Finance Director Not being replaced 3rd Gen Win 8 Pro 150002 STD STD FY 2015 1 001‐0500‐Finance MSchumacher10‐L (not on cycle, will use hand‐me‐downs) Latitude E6420 Win 10 Pro 120005 STD STD FY 2012 1 001‐0500‐Finance KBlatz8 OptiPlex 3020 Win 8.1 Pro NO FA STD STD FY 2015 1 0 910 001‐0500‐Finance Postage8 OptiPlex 3020 Win 8.1 Pro NO FA STD STD FY 2015 1 0 910 001‐0500‐Finance PDurham10 Optiplex 3040 Win 10 Pro NO FA STD STD FY 2016 1 0 910 001‐0500‐Finance CGodwin10 OptiPlex 3050 Win 10 Pro NO FA STD PRO FY 2017 1 290 910 001‐0500‐Finance JPTaylor10 OptiPlex 3060 Win 10 Pro NO FA STD STD FY 2019 1 0 910 001‐0500‐Finance MSchumacher10 OptiPlex 3060 Win 10 Pro NO FA STD STD FY 2019 1 0 910 001‐0500‐Finance BFerris10 OptiPlex 7060 Win 10 Pro Amazon NO FA STD PRO FY 2019 1 0 910 001‐0530‐Purchasing GScott10‐L (not on cycle / will take a hand me down) Latitude E6520 Win 10 Pro STD STD FY 2011 1 001‐0530‐Purchasing JHunt10 OptiPlex 3020 Win 10 Pro 140030 STD STD FY 2014 1 290 910 001‐0530‐Purchasing GScott10 Optiplex 3040 Win 10 Pro NO FA STD STD FY 2016 1 0 910 001‐0530‐Purchasing GImperial10 OptiPlex 3050 Win 10 Pro NO FA STD PRO FY 2017 1 290 910 001‐0800‐Police iPad ‐ Chief Not being replaced 2nd Gen iOS6 120066 N/A N/A FY 2012 1 164  FY2021 FY2022 FY2023 FY2024 FY2025 Fund # ‐ Dept # ‐ Dept Name Device Model OS PO Asset # Office Adobe Purchased Total SW21 HW21 SW22 HW22 SW23 HW23 SW24 HW24 SW25 HW25 001‐0800‐Police Surface Pro 3 ‐ Tracy Hart Not being replaced 3rd Gen Win 8.1 Pro 150021 STD STD FY 2015 1 001‐0800‐Police PD2026 / not on cycle / will take hand me down Inspiron 5421 Win 10 Pro STD STD FY 2014 1 001‐0800‐Police PDDispatch7 Intel NUC D33217CK Win 7 Pro ? 0 910 001‐0800‐Police PDChief10‐L Latitude 3470 Win 10 Pro STD STD FY 2016 1 1200 001‐0800‐Police PD1034 Latitude 5414 Rugged Win 10 Pro 94127 180009 STD STD FY 2018 1 0 2400 001‐0800‐Police PD1035 Latitude 5414 Rugged Win 10 Pro 94127 180010 STD STD FY 2018 1 0 2400 001‐0800‐Police PD1036 Latitude 5414 Rugged Win 10 Pro 94127 180011 STD STD FY 2018 1 0 2400 001‐0800‐Police PD1037 Latitude 5414 Rugged Win 10 Pro 94127 180012 STD STD FY 2018 1 0 2400 001‐0800‐Police PD1038 Latitude 5414 Rugged Win 10 Pro 94127 180013 STD STD FY 2018 1 0 2400 001‐0800‐Police PD1039 Latitude 5414 Rugged Win 10 Pro 94127 180014 STD STD FY 2018 1 0 2400 001‐0800‐Police PD1040 Latitude 5414 Rugged Win 10 Pro 94127 180015 STD STD FY 2018 1 0 2400 001‐0800‐Police PD1041 Latitude 5414 Rugged Win 10 Pro 95425 190001 STD STD FY 2019 1 0 2400 001‐0800‐Police PD1042 Latitude 5414 Rugged Win 10 Pro 95425 190002 STD STD FY 2019 1 0 2400 001‐0800‐Police PD1043 Latitude 5414 Rugged Win 10 Pro 95425 190003 STD STD FY 2019 1 0 2400 001‐0800‐Police PD1044 Latitude 5414 Rugged Win 10 Pro 95425 190004 STD STD FY 2019 1 0 2400 001‐0800‐Police PD1045 Latitude 5414 Rugged Win 10 Pro 95425 190005 STD STD FY 2019 1 0 2400 001‐0800‐Police PD1046 Latitude 5414 Rugged Win 10 Pro 95425 190006 STD STD FY 2019 1 0 2400 001‐0800‐Police PD1047 Latitude 5414 Rugged Win 10 Pro 95425 190007 STD STD FY 2019 1 0 2400 001‐0800‐Police PD1048 Latitude 5424 Rugged Win 10 Pro 98669 200001 STD STD FY 2020 1 0 2400 001‐0800‐Police PD1049 Latitude 5424 Rugged Win 10 Pro 98669 200002 STD STD FY 2020 1 0 2400 001‐0800‐Police PD1050 (aka PD2641) Latitude 5424 Rugged Win 10 Pro 98669 200003 STD STD FY 2020 1 0 2400 001‐0800‐Police PD1051 (aka PD2627) Latitude 5424 Rugged Win 10 Pro 98669 200004 STD STD FY 2020 1 0 2400 001‐0800‐Police PD1052 Latitude 5424 Rugged Win 10 Pro 98669 200005 STD STD FY 2020 1 0 2400 001‐0800‐Police PD1053 Latitude 5424 Rugged Win 10 Pro 98669 200006 STD STD FY 2020 1 0 2400 001‐0800‐Police PD1054 Latitude 5424 Rugged Win 10 Pro 98669 200007 STD STD FY 2020 1 0 2400 001‐0800‐Police PD1008 Latitude E6420 Win 10 Pro 120006 STD STD FY 2012 1 0 2400 001‐0800‐Police PD1009 Latitude E6420 Win 7 Pro 120007 STD STD FY 2012 1 0 2400 001‐0800‐Police PD1025 Latitude E6420 Win 7 Pro 120009 STD STD FY 2012 1 0 2400 001‐0800‐Police PD Spare01 (was PinesTee7) | not on cycle / will take hand me down Latitude E6430 Win 10 Pro 130002 STD STD FY 2013 1 001‐0800‐Police PD Spare02 (was OaksTee7) | not on cycle / will take hand me down Latitude E6430 Win 10 Pro 130001 STD STD FY 2013 1 001‐0800‐Police PD1003 Latitude E6440 Win 7 Pro 150009 STD STD FY 2015 1 0 2400 001‐0800‐Police PD1006 Latitude E6440 Win 10 Pro 160002 STD STD FY 2016 1 0 2400 001‐0800‐Police PD1010 Latitude E6440 Win 10 Pro 150011 STD STD FY 2015 1 0 2400 001‐0800‐Police PD1014 Latitude E6440 Win 7 Pro 150012 STD STD FY 2015 1 0 2400 001‐0800‐Police PD1015 Latitude E6440 Win 7 Pro 160006 STD STD FY 2016 1 0 2400 001‐0800‐Police PD1018 Latitude E6440 Win 7 Pro 160004 STD STD FY 2016 1 0 2400 001‐0800‐Police PD1021 Latitude E6440 Win 7 Pro 160001 STD STD FY 2016 1 0 2400 001‐0800‐Police PD1023 Latitude E6440 Win 7 Pro 160005 STD STD FY 2016 1 0 2400 001‐0800‐Police PD1027 Latitude E6440 Win 7 Pro 150014 STD STD FY 2015 1 0 2400 001‐0800‐Police PD1028 Latitude E6440 Win 7 Pro 150015 STD STD FY 2015 1 0 2400 001‐0800‐Police PD1029 Latitude E6440 Win 7 Pro 150013 STD STD FY 2015 1 0 2400 001‐0800‐Police PDChiefCR10 (was PD1011) / not on cycle / will take hand me down Latitude E6440 Win 10 Pro 160003 STD STD FY 2016 1 001‐0800‐Police PD Training Laptop / not on cycle / will take hand me down Lenovo Win XP Pro STD STD FY 2018 1 001‐0800‐Police Coban8‐FTO OptiPlex 3020 Win 8.1 Pro NO FA STD STD FY 2015 1 0 910 001‐0800‐Police KStanley10 OptiPlex 3020 Win 10 Pro FY 2015 0 910 001‐0800‐Police PDSCVideo8 OptiPlex 3020 Win 8.1 Pro NO FA STD STD FY 2015 1 0 910 001‐0800‐Police PWest10 OptiPlex 3020 Win 10 Pro FY 2014 0 910 001‐0800‐Police RecordsShared10 OptiPlex 3020 Win 10 Pro FY 2014 0 910 001‐0800‐Police RUOK7 OptiPlex 3020 Win 8.1 Pro NO FA STD STD FY 2015 1 0 910 165  FY2021 FY2022 FY2023 FY2024 FY2025 Fund # ‐ Dept # ‐ Dept Name Device Model OS PO Asset # Office Adobe Purchased Total SW21 HW21 SW22 HW22 SW23 HW23 SW24 HW24 SW25 HW25 001‐0800‐Police ZRandolph10 OptiPlex 3020 Win 8.1 Pro 140032 STD STD FY 2014 1 0 910 001‐0800‐Police CPettis10 Optiplex 3040 Win 10 Pro NO FA STD STD FY 2016 1 0 910 001‐0800‐Police ESantiago10 Optiplex 3040 Win 7 Pro NO FA STD STD FY 2016 1 0 910 001‐0800‐Police GGaravito10 OptiPlex 3040 Win 10 Pro NO FA STD STD FY 2016 1 910 001‐0800‐Police KMcCauley10 Optiplex 3040 Win 10 Pro NO FA STD PRO FY 2016 1 290 910 001‐0800‐Police MHolt10 Optiplex 3040 Win 10 Pro NO FA STD STD FY 2016 1 0 910 001‐0800‐Police PDEvidence10 (Third PC Crime Lab) OptiPlex 3040 Win 10 Pro NO FA STD STD FY 2016 1 0 910 001‐0800‐Police PDFTO7 Not Deployed 1‐11‐18 Optiplex 3040 Win 7 Pro NO FA STD STD FY 2016 1 001‐0800‐Police RPTRooms10 Optiplex 3040 Win 10 Pro NO FA STD STD FY 2016 1 0 910 001‐0800‐Police TJames10 Optiplex 3040 Win 7 Pro NO FA STD STD FY 2016 1 0 910 001‐0800‐Police Invest01‐10 OptiPlex 3050 Win 10 Pro NO FA STD STD FY 2017 1 0 910 001‐0800‐Police JailE10 Optiplex 3050 Win 10 Pro NO FA STD STD FY 2017 1 0 910 001‐0800‐Police JRoss10 OptiPlex 3050 Win 10 Pro STD STD FY 2017 1 0 910 001‐0800‐Police JTurner10 OptiPlex 3050 Win 10 Pro NO FA STD STD FY 2017 1 0 910 001‐0800‐Police LOblak10 Optiplex 3050 Win 10 Pro 91864 NO FA STD STD FY 2017 1 0 910 001‐0800‐Police MHayse10 Optiplex 3050 Win 10 Pro NO FA STD STD FY 2017 1 0 910 001‐0800‐Police PD‐Chief10 OptiPlex 3050 Win 10 Pro NO FA STD STD FY 2017 1 0 910 001‐0800‐Police PD‐Corp2‐10 Optiplex 3050 Win 10 Pro NO FA STD STD FY 2017 1 0 910 001‐0800‐Police PMooney10 OptiPlex 3050 Win 10 Pro NO FA STD STD FY 2017 1 0 910 001‐0800‐Police RChisholm10 OptiPlex 3050 Win 10 Pro NO FA STD STD FY 2017 1 0 910 001‐0800‐Police RPTRoomN10 Optiplex 3050 Win 10 Pro NO FA STD STD FY 2017 1 0 910 001‐0800‐Police SMarlow10 OptiPlex 3050 Win 10 Pro NO FA STD STD FY 2017 1 0 910 001‐0800‐Police BChapin10 OptiPlex 3060 Win 10 Pro 95965 NO FA STD STD FY 2019 1 0 910 001‐0800‐Police CHunt10 OptiPlex 3060 Win 10 Pro 95965 NO FA STD STD FY 2019 1 0 910 001‐0800‐Police CRPolice8 (svc tag 57RLH02) (will soon be CRPolice10) OptiPlex 3060 Win 10 Pro 95965 NO FA STD STD FY 2019 1 0 910 001‐0800‐Police DGreen10 OptiPlex 3060 Win 10 Pro 95965 NO FA STD STD FY 2019 1 0 910 001‐0800‐Police DRosenburg10 OptiPlex 3060 Win 10 Pro 95965 NO FA STD STD FY 2019 1 0 910 001‐0800‐Police HMurphy10 OptiPlex 3060 Win 10 Pro 95965 NO FA STD STD FY 2019 1 0 910 001‐0800‐Police JailW10 OptiPlex 3060 Win 10 Pro 95965 NO FA STD STD FY 2019 1 0 910 001‐0800‐Police JMartin10 OptiPlex 3060 Win 10 Pro 95965 NO FA STD STD FY 2019 1 0 910 001‐0800‐Police KWasson10 OptiPlex 3060 Win 10 Pro 95965 NO FA STD STD FY 2019 1 0 910 001‐0800‐Police MHorgan10 OptiPlex 3060 Win 10 Pro 95965 NO FA STD STD FY 2019 1 290 910 001‐0800‐Police PD‐Corp1‐10 OptiPlex 3060 Win 10 Pro 95965 NO FA STD STD FY 2019 1 0 910 001‐0800‐Police PDDispatchN‐10 (currently PDDispatchN with service tag 62XGH02) OptiPlex 3060 Win 10 Pro 95965 NO FA STD STD FY 2019 1 0 910 001‐0800‐Police PDDispatchS‐10 (currently PDDispatchS‐7 with service tag 4YNLH02) OptiPlex 3060 Win 10 Pro 95965 NO FA STD STD FY 2019 1 0 910 001‐0800‐Police SMercier10 OptiPlex 3060 Win 10 Pro 95965 NO FA STD STD FY 2019 1 0 910 001‐0800‐Police THarmon10 OptiPlex 3060 Win 10 Pro 95965 NO FA STD STD FY 2019 1 0 910 001‐0800‐Police THart10 OptiPlex 3060 Win 10 Pro 95965 NO FA STD STD FY 2019 1 0 910 001‐0800‐Police TZbikowski10 OptiPlex 3060 Win 10 Pro 95965 NO FA STD STD FY 2019 1 0 910 001‐0800‐Police JKompoltowicz10 OptiPlex 3070 Win 10 Pro NO FA STD STD FY 2020 1 0 910 001‐0800‐Police CGalindo10 OptiPlex 390 Win 10 Pro 120024 STD STD FY 2012 1 0 910 001‐0800‐Police FCIC Machine for Cad North (originally purchased for Swilson Comm's prj needed it) Optiplex 7050 Win 7 Pro FY 2016 1 910 001‐0800‐Police Dell Venue Pro 11 T07G Win 8.1 Pro STD STD FY 2015 1 001‐0900‐Fire iPad ‐ Chief 3rd Gen iOS6 130004 N/A N/A FY 2013 1 001‐0900‐Fire iPad ‐ Leann Calbro 3rd Gen iOS6 130007 N/A N/A FY 2013 1 001‐0900‐Fire Surface Pro 3 ‐ Fire Chief 3rd Gen Win 8 Pro 150022 STD STD FY 2015 1 001‐0900‐Fire Apple iPad 9.7 32 GB ‐ Battalion Chief iPad 9.7 Space Gray iOS 13 NO FA N/A N/A FY 2019 1 360 360 001‐0900‐Fire Apple iPad 9.7 32 GB ‐ Engine 6 iPad 9.7 Space Gray iOS 13 NO FA N/A N/A FY 2019 1 360 360 001‐0900‐Fire Apple iPad 9.7 32 GB ‐ Engine 7 iPad 9.7 Space Gray iOS 13 NO FA N/A N/A FY 2019 1 360 360 166  FY2021 FY2022 FY2023 FY2024 FY2025 Fund # ‐ Dept # ‐ Dept Name Device Model OS PO Asset # Office Adobe Purchased Total SW21 HW21 SW22 HW22 SW23 HW23 SW24 HW24 SW25 HW25 001‐0900‐Fire Apple iPad 9.7 32 GB ‐ Fire Chief iPad 9.7 Space Gray iOS 13 NO FA N/A N/A FY 2019 1 360 360 001‐0900‐Fire Apple iPad 9.7 32 GB ‐ Rescue 6 iPad 9.7 Space Gray iOS 13 NO FA N/A N/A FY 2019 1 360 360 001‐0900‐Fire Apple iPad 9.7 32 GB ‐ Truck 6 iPad 9.7 Space Gray iOS 13 NO FA N/A N/A FY 2019 1 360 360 001‐0900‐Fire NSutrick10‐L (not on cycle / will take any hand me down) Latitude E5440 Win 10 Pro 150006 STD STD FY 2015 1 001‐0900‐Fire FD‐SEMS Latitude E6430 Win 7 Pro 130003 STD STD FY 2013 1 0 1200 001‐0900‐Fire FD6Training10 (not on cycle / will take any hand me down) OptiPlex 3010 Win 10 Pro STD STD FY 2012 1 001‐0900‐Fire ARoom6N Optiplex 3040 Win 7 Pro NO FA STD STD FY 2016 1 0 910 001‐0900‐Fire FD7Front10 OptiPlex 3040 Win 10 Pro NO FA STD STD FY 2016 1 0 910 001‐0900‐Fire MJohnson7 Optiplex 3040 Win 7 Pro NO FA STD STD FY 2016 1 0 910 001‐0900‐Fire FD6Captain10 OptiPlex 3050 Win 10 Pro NO FA STD STD FY 2017 1 0 910 001‐0900‐Fire GGuarin10 OptiPlex 3050 Win 10 Pro NO FA STD STD FY 2017 1 0 910 001‐0900‐Fire ARoom6W10 OptiPlex 3060 Win 10 Pro 95965 NO FA STD STD FY 2019 1 0 910 001‐0900‐Fire Battalion10 OptiPlex 3060 Win 10 Pro 95965 NO FA STD STD FY 2019 1 0 910 001‐0900‐Fire FD6Captain10‐2 OptiPlex 3060 Win 10 Pro 95965 NO FA STD STD FY 2019 1 0 910 001‐0900‐Fire FD7‐ARoom10 OptiPlex 3060 Win 10 Pro 95965 NO FA STD STD FY 2019 1 0 910 001‐0900‐Fire KPerkins10 OptiPlex 3060 Win 10 Pro 95965 NO FA STD STD FY 2019 1 0 910 001‐0900‐Fire LCalabro10 OptiPlex 3060 Win 10 Pro 95965 NO FA STD STD FY 2019 1 0 910 001‐0900‐Fire FDTAB1 Provided spare laptop until we purchase New 1‐11‐18 XPS 12 Win 8 130032 STD STD FY 2013 1 001‐0900‐Fire FDTAB2 XPS 12 Win 8 130033 STD STD FY 2013 1 001‐1000‐Recreation iPad ‐ Parks Director ‐ BROKEN SCREEN 3rd Gen iOS6 130005 N/A N/A FY 2013 1 001‐1000‐Recreation Surface Pro 3 ‐ Parks Director Not being replaced 3rd Gen Win 8 Pro 150019 STD STD FY 2015 1 001‐1000‐Recreation Recreation1‐7 (was ParksLaptop2) Latitude E6440 Win 7 Pro 150017 STD N/A FY 2015 1 001‐1000‐Recreation JValandingham10 Optiplex 3040 Win 10 Pro NO FA STD STD FY 2016 1 0 910 001‐1000‐Recreation ABradley10 OptiPlex 3060 Win 10 Pro 95965 NO FA STD STD FY 2019 1 0 910 001‐1000‐Recreation JPeters10 OptiPlex 3060 Win 10 Pro 95965 NO FA STD PRO FY 2019 1 290 910 001‐1000‐Recreation RCFront1‐10 OptiPlex 3060 Win 10 Pro 95965 NO FA STD STD FY 2019 1 0 910 001‐1000‐Recreation VGardner10 OptiPlex 3060 Win 10 Pro 95965 NO FA STD STD FY 2019 1 0 910 001‐1000‐Recreation WRiggs10 OptiPlex 3060 Win 10 Pro 95965 NO FA STD STD FY 2019 1 0 910 001‐1000‐Recreation BCarmichael10 OptiPlex 3070 Win 10 Pro NO FA STD STD FY 2020 1 0 910 001‐1000‐Recreation PSherman8 > PSherman10 OptiPlex 3070 Win 10 Pro NO FA STD STD FY 2020 1 0 910 001‐1000‐Recreation RCFront2‐10 OptiPlex 3070 Win 10 Pro NO FA STD STD FY 2020 1 0 910 001‐1000‐Recreation TCorcoran10 OptiPlex 3070 Win 10 Pro NO FA STD STD FY 2020 1 0 910 001‐1010‐Parks RainBird10 Latitude 5480 Win 10 Pro NO FA STD STD FY 2017 1 0 1200 001‐1010‐Parks MPelter7 OptiPlex 3050 Win 10 Pro STD STD FY 2017 1 0 910 001‐1010‐Parks Galaxy Tablet ‐ ROW Foreman Tab 4 10.1 Android 4.4.4 NO FA N/A N/A FY 2015 1 360 001‐1015‐Right‐of‐Way JFortune7 OptiPlex 3010 Win 7 Pro 130027 STD STD FY 2013 1 0 910 001‐1015‐Right‐of‐Way Galaxy Tablet ‐ ROW Foreman Tab 4 10.1 Android 4.4.4 NO FA N/A N/A FY 2015 1 300 001‐1040‐Golf Operations OaksTee10 Latitude 5480 Win 10 Pro 180003 STD STD FY 2017 1 0 1200 001‐1040‐Golf Operations PinesTee10 Latitude 5480 Win 10 Pro ? STD STD FY 2017 1 0 1200 001‐1040‐Golf Operations DTrimm10 Optiplex 3040 Win 10 Pro NO FA STD STD FY 2016 1 0 910 001‐1040‐Golf Operations GolfCourseS7 Optiplex 3040 Win 10 Pro NO FA STD STD FY 2016 1 0 910 001‐1040‐Golf Operations TQuinones7 Optiplex 3040 Win 10 Pro NO FA STD STD FY 2016 1 0 910 001‐1040‐Golf Operations GCBackRM10 OptiPlex 3060 Win 10 Pro 95965 NO FA STD STD FY 2019 1 0 910 001‐1040‐Golf Operations GolfCourseN10 OptiPlex 3060 Win 10 Pro 95965 NO FA STD STD FY 2019 1 0 910 001‐1040‐Golf Operations JAtes10 OptiPlex 3060 Win 10 Pro 95965 NO FA STD STD FY 2019 1 0 910 001‐1045‐Golf Maintenance GCMaint8 OptiPlex 3020 Win 8.1 Pro NO FA STD STD FY 2015 1 0 910 001‐1045‐Golf Maintenance REdwards10 OptiPlex 3060 Win 10 Pro 95965 NO FA STD STD FY 2019 1 0 910 001‐1060‐Library (City) NCardinal8 OptiPlex 3020 Win 8.1 Pro NO FA STD STD FY 2015 1 0 910 001‐1060‐Library (City) LibHVACPC7 (bought fy 17 for hvac upgrades) Optiplex 3040 Win 7 Pro NO FA N/A N/A FY 2017 1 910 167  FY2021 FY2022 FY2023 FY2024 FY2025 Fund # ‐ Dept # ‐ Dept Name Device Model OS PO Asset # Office Adobe Purchased Total SW21 HW21 SW22 HW22 SW23 HW23 SW24 HW24 SW25 HW25 001‐1060‐Library (City) PGould7 Optiplex 3040 Win 7 Pro NO FA STD STD FY 2016 1 0 910 001‐1060‐Library (City) LLink10 OptiPlex 3060 Win 10 Pro 95965 NO FA STD STD FY 2019 1 0 910 001‐1060‐Library (County) Library #11 Latitude E6440 Win 7 Pro 160008 N/A N/A FY 2016 1 1200 001‐1060‐Library (County) Library #01 OptiPlex 3020 Win 8.1 Pro NO FA N/A N/A FY 2015 1 910 001‐1060‐Library (County) Library #03 OptiPlex 3020 Win 8.1 Pro NO FA N/A N/A FY 2015 1 910 001‐1060‐Library (County) Library #04 OptiPlex 3020 Win 8.1 Pro NO FA N/A N/A FY 2015 1 910 001‐1060‐Library (County) Library #05 OptiPlex 3020 Win 8.1 Pro NO FA N/A N/A FY 2015 1 910 001‐1060‐Library (County) Library #09 OptiPlex 3020 Win 8.1 Pro NO FA N/A N/A FY 2015 1 910 001‐1060‐Library (County) Library #13 OptiPlex 3020 Win 8.1 Pro NO FA N/A N/A FY 2015 1 910 001‐1060‐Library (County) Library #32 OptiPlex 3020 Win 7 Pro 140017 N/A N/A FY 2014 1 910 001‐1060‐Library (County) Library #22 OptiPlex 3050 Win 10 Pro 91864 n/a N/A N/A FY 2017 1 910 001‐1060‐Library (County) Library #23 OptiPlex 3050 Win 10 Pro 91864 n/a N/A N/A FY 2017 1 910 001‐1060‐Library (County) Library #24 OptiPlex 3050 Win 10 Pro 91864 n/a N/A N/A FY 2017 1 910 001‐1060‐Library (County) Library #25 OptiPlex 3050 Win 10 Pro 91864 n/a N/A N/A FY 2017 1 910 001‐1060‐Library (County) Library #26 OptiPlex 3050 Win 10 Pro 91864 n/a N/A N/A FY 2017 1 910 001‐1060‐Library (County) Library #28 OptiPlex 3050 Win 10 Pro 91864 n/a N/A N/A FY 2017 1 910 001‐1060‐Library (County) Library #29 OptiPlex 3050 Win 10 Pro 91864 n/a N/A N/A FY 2017 1 910 001‐1060‐Library (County) Library #02 OptiPlex 3060 Win 10 Pro 95965 NO FA N/A N/A FY 2019 1 910 001‐1060‐Library (County) Library #06 OptiPlex 3060 Win 10 Pro 95965 NO FA N/A N/A FY 2019 1 910 001‐1060‐Library (County) Library #07 OptiPlex 3060 Win 10 Pro 95965 NO FA N/A N/A FY 2019 1 910 001‐1060‐Library (County) Library #10 OptiPlex 3060 Win 10 Pro 95965 NO FA N/A N/A FY 2019 1 910 001‐1060‐Library (County) Library #14 OptiPlex 3060 Win 10 Pro 95965 NO FA N/A N/A FY 2019 1 910 001‐1060‐Library (County) Library #15 OptiPlex 3060 Win 10 Pro 95965 NO FA N/A N/A FY 2019 1 910 001‐1060‐Library (County) Library #16 OptiPlex 3060 Win 10 Pro 95965 NO FA N/A N/A FY 2019 1 910 001‐1060‐Library (County) Library #17 OptiPlex 3060 Win 10 Pro 95965 NO FA N/A N/A FY 2019 1 910 001‐1060‐Library (County) Library #18 OptiPlex 3060 Win 10 Pro 95965 NO FA N/A N/A FY 2019 1 910 001‐1060‐Library (County) Library #19 OptiPlex 3060 Win 10 Pro 95965 NO FA N/A N/A FY 2019 1 910 001‐1060‐Library (County) Library #20 OptiPlex 3060 Win 10 Pro 95965 NO FA N/A N/A FY 2019 1 910 001‐1060‐Library (County) Library #21 OptiPlex 3060 Win 10 Pro 95965 NO FA N/A N/A FY 2019 1 910 001‐1060‐Library (County) Library #27 Replaced/Repair 2013 OptiPlex 3060 Win 10 Pro 95965 NO FA N/A N/A FY 2019 1 910 001‐1060‐Library (County) Library #12 "Command Module" OptiPlex 7050 Win 10 Pro 91864 n/a N/A N/A FY 2017 1 910 001‐1070‐Museum Museum10 Latitude 5480 Win 10 Pro 180006 STD STD FY 2017 1 0 1200 001‐1070‐Museum SchoolHouse8 OptiPlex 3020 Win 8.1 Pro NO FA STD STD FY 2015 1 910 001‐1070‐Museum MCanterbury10 OptiPlex 3050 Win 10 Pro STD STD FY 2017 1 0 910 001‐1070‐Museum GMeyer10 OptiPlex 3060 Win 10 Pro 95965 NO FA STD STD FY 2019 1 0 910 001‐1070‐Museum MWeech10 OptiPlex 3060 Win 10 Pro 95965 NO FA STD STD FY 2019 1 0 910 001‐1070‐Museum POSMuseum10 OptiPlex 3060 Win 10 Pro 95965 NO FA STD STD FY 2019 1 0 910 001‐1070‐Museum SFaison10 OptiPlex 3060 Win 10 Pro 95965 NO FA STD STD FY 2019 1 0 910 001‐1080‐Cemetery JRogers10 OptiPlex 3050 Win 10 Pro NO FA STD STD FY 2017 1 0 910 001‐1200‐Engineering Services iPad ‐ BP Team 3rd Gen iOS6 130006 N/A N/A FY 2013 1 001‐1200‐Engineering Services iPad ‐ BP Team 3rd Gen iOS6 130006 N/A N/A FY 2013 1 001‐1200‐Engineering Services iPad ‐ GIS Team 3rd Gen iOS6 120068 N/A N/A FY 2012 1 001‐1200‐Engineering Services iPad ‐ GIS Team 3rd Gen iOS6 120068 N/A N/A FY 2012 1 001‐1200‐Engineering Services Surface Pro 3 ‐ ES Director Not being replaced 3rd Gen Win 8 Pro 150018 STD STD FY 2015 1 001‐1200‐Engineering Services TBolducLaptop7 > Will be CFrassetti10‐L Latitude 3470 Win 10 Pro STD STD FY 2016 1 0 1200 001‐1200‐Engineering Services For Future Planning Supervisor (was CFrassetti7 ) Optiplex 3040 Win 7 Pro NO FA STD PRO FY 2016 1 290 910 001‐1200‐Engineering Services ANelson‐Wolf10 OptiPlex 3060 Win 10 Pro 95965 NO FA STD STD FY 2019 1 0 910 001‐1200‐Engineering Services CFrassetti10 OptiPlex 3060 Win 10 Pro 95965 NO FA STD STD FY 2019 1 290 910 001‐1205‐Planning & Zoning CDSLaptop7 (not on cycle / will take hand me down) Latitude E6440 Win 7 Pro 160010 STD STD FY 2016 1 168  FY2021 FY2022 FY2023 FY2024 FY2025 Fund # ‐ Dept # ‐ Dept Name Device Model OS PO Asset # Office Adobe Purchased Total SW21 HW21 SW22 HW22 SW23 HW23 SW24 HW24 SW25 HW25 001‐1205‐Planning & Zoning JMcGowin10 Optiplex 3040 Win 10 Pro NO FA STD STD FY 2016 1 910 001‐1205‐Planning & Zoning JBallard10 OptiPlex 3050 Win 10 Pro NO FA STD PRO FY 2017 1 290 910 001‐1205‐Planning & Zoning LZwibel10 OptiPlex 3060 Win 10 Pro 95965 NO FA STD PRO FY 2019 1 290 910 001‐1217‐Code Enforcement BRhodes10‐L Latitude E5440 Win 7 Pro 150005 STD STD FY 2015 1 0 1200 001‐1217‐Code Enforcement BRhodes10 OptiPlex 3050 Win 10 Pro NO FA STD STD FY 2017 1 0 910 001‐1217‐Code Enforcement EMoore10 OptiPlex 3060 Win 10 Pro 95965 NO FA STD STD FY 2019 1 0 910 001‐1220‐Fleet Fleet10‐L (was JSoria7‐L) / not on 5 year cycle / will take whatever hand me down is availab Latitude E5440 Win 10 Pro 140063 STD STD FY 2014 1 001‐1220‐Fleet JBanks7 Optiplex 3040 Win 7 Pro NO FA STD STD FY 2016 1 0 910 001‐1220‐Fleet TEsteves7 Optiplex 3040 Win 7 Pro NO FA STD STD FY 2016 1 0 910 001‐1220‐Fleet MechanicEast10 OptiPlex 3050 Win 10 Pro 91864 ? STD STD FY 2017 1 0 910 001‐1220‐Fleet TSheldon10 OptiPlex 3060 Win 10 Pro 95965 NO FA STD STD FY 2019 1 0 910 001‐1230‐Facilities CHATrain‐7 (not on cycle / will take hand me down) Latitude E6420 Win 7 Pro STD STD FY 2011 1 001‐1230‐Facilities GAdams10 Optiplex 3040 Win 7 Pro NO FA STD STD FY 2016 1 0 910 001‐1230‐Facilities DRSmith10 OptiPlex 3060 Win 10 Pro 95965 NO FA STD STD FY 2019 1 0 910 001‐1230‐Facilities Galaxy Tablet ‐ Maint. Supervisor Tab 4 10.1 Android 4.4.4 NO FA N/A N/A FY 2015 1 360 360 001‐1230‐Facilities Galaxy Tablet ‐ Traffic Tech Tab 4 10.1 Android 4.4.4 NO FA N/A N/A FY 2015 1 360 360 001‐1240‐Streets Galaxy Tablet ‐ Streets Foreman Tab 4 10.1 Android 4.4.4 NO FA N/A N/A FY 2015 1 360 360 106‐1215‐Building Inspections & PermitApple iPad Air 2 16GB in Space Gray ‐ BP Inspector 2nd Gen IOS6 N/A N/A FY 2015 1 1200 1200 106‐1215‐Building Inspections & PermitApple iPad Pro (12.9‐inch) 256GB ‐ BP Inspector Apple iPad Android 4.4.4 NO FA N/A N/A FY 2018 1 1200 1200 106‐1215‐Building Inspections & PermitApple iPad Pro 128GB in Silver ‐ BP Official Apple iPad Pro 128 GB Silver iOS FY 2015 1200 1200 106‐1215‐Building Inspections & PermitPWTraining10 Optiplex 3040 Win 7 Pro NO FA STD PRO FY 2016 1 290 910 106‐1215‐Building Inspections & PermitJStevens10 OptiPlex 3050 Win 10 Pro NO FA STD PRO FY 2017 1 290 910 106‐1215‐Building Inspections & PermitKMullins10 OptiPlex 3050 Win 10 Pro NO FA STD STD FY 2017 1 0 910 106‐1215‐Building Inspections & PermitAVoigt10 OptiPlex 3060 Win 10 Pro 95965 NO FA STD STD FY 2019 1 290 910 106‐1215‐Building Inspections & PermitCShepheard7 OptiPlex 390 Win 7 Pro 120028 STD STD FY 2012 1 401‐0520‐Customer Service BGustman7 Optiplex 3040 Win 7 Pro NO FA STD STD FY 2016 1 0 910 401‐0520‐Customer Service KHart7 Optiplex 3040 Win 10 Pro NO FA STD STD FY 2016 1 0 910 401‐0520‐Customer Service LEdwards10 OptiPlex 3050 Win 10 Pro 91864 NO FA STD PRO FY 2017 1 290 910 401‐0520‐Customer Service CGagnon10 OptiPlex 3060 Win 10 Pro 95965 NO FA STD STD FY 2019 1 0 910 401‐0520‐Customer Service JRichburg10 OptiPlex 3060 Win 10 Pro 95965 NO FA STD STD FY 2019 1 0 910 401‐0520‐Customer Service Stars10 OptiPlex 3060 Win 10 Pro 95965 NO FA STD STD FY 2019 1 0 910 401‐0520‐Customer Service TFallon10 OptiPlex 3060 Win 10 Pro 95965 NO FA STD STD FY 2019 1 0 910 401‐1300‐Utility Services Engineering1 (Engineering‐Laptop GIS) Latitude E6440 Win 7 Pro 160009 STD STD FY 2016 1 0 1200 401‐1300‐Utility Services Galaxy Tablet ‐ Survey Chief (4269) Note 10.1 Android 4.4.4 140062 N/A N/A FY 2015 1 360 360 401‐1300‐Utility Services DFousek10 Optiplex 3040 Win 10 Pro NO FA STD STD FY 2016 1 0 910 401‐1300‐Utility Services EMcDonald10 OptiPlex 3050 Win 10 Pro NO FA STD STD FY 2017 1 0 910 401‐1300‐Utility Services PWilliamson10 OptiPlex 3050 Win 10 Pro ? STD STD FY 2017 1 0 910 401‐1300‐Utility Services DPayne10 OptiPlex 3060 Win 10 Pro 95965 NO FA PRO PRO FY 2019 1 290 910 401‐1300‐Utility Services Warehouse10 OptiPlex 3060 Win 10 Pro 95965 NO FA STD STD FY 2019 1 0 910 401‐1300‐Utility Services JPrice7 OptiPlex 990 Win 7 Pro 110235 PRO PRO FY 2011 1 515 1500 401‐1305‐GIS RBrown10 Optiplex 7810 Precision Tower Win 10 Pro 110237 PRO PRO FY 2016 1 290 1500 401‐1305‐GIS SHawkins10 Optiplex 7810 Precision Tower Win 10 Pro NO FA PRO PRO FY 2016 1 290 1500 401‐1310‐Water Operations iPad ‐ Water Ops Manager 3rd Gen iOS6 120081 N/A N/A FY 2012 1 650 650 401‐1310‐Water Operations Apple iPad 9.7 32 GB (5079) ‐ Water Ops iPad 9.7 Space Gray iOS 13 NO FA N/A N/A FY 2019 1 360 360 401‐1310‐Water Operations Apple iPad 9.7 32 GB (5606) ‐ Water Ops iPad 9.7 Space Gray iOS 13 NO FA N/A N/A FY 2019 1 360 360 401‐1310‐Water Operations Apple iPad 9.7 32 GB (7452) ‐ Water Ops iPad 9.7 Space Gray iOS 13 NO FA N/A N/A FY 2019 1 360 360 401‐1310‐Water Operations Meter7 Latitude E65440 Win 7 Pro 150008 STD STD FY 2015 1 0 1200 401‐1310‐Water Operations WaterOpsMgr10 OptiPlex 3050 Win 10 Pro NO FA STD STD FY 2017 1 0 910 401‐1310‐Water Operations WaterOps10 OptiPlex 3060 Win 10 Pro 95965 NO FA STD STD FY 2019 1 0 910 169  FY2021 FY2022 FY2023 FY2024 FY2025 Fund # ‐ Dept # ‐ Dept Name Device Model OS PO Asset # Office Adobe Purchased Total SW21 HW21 SW22 HW22 SW23 HW23 SW24 HW24 SW25 HW25 401‐1340‐Water Distribution Apple iPad 9.7 32 GB (4435) ‐ Water Distribution iPad 9.7 Space Gray iOS 13 NO FA N/A N/A FY 2019 1 360 360 401‐1350‐Sewer Collections & Treatme Utilities2‐10 Latitude 5480 Win 10 Pro STD STD FY 2017 1 0 1200 401‐1350‐Sewer Collections & Treatme Utilities1‐7 Latitude E6430 Win 7 Pro 140011 STD STD FY 2014 1 0 1200 401‐1350‐Sewer Collections & Treatme DFelse10 OptiPlex 3060 Win 10 Pro 95965 NO FA STD STD FY 2019 1 0 910 401‐1350‐Sewer Collections & Treatme LKilburn10 OptiPlex 3060 Win 10 Pro 95965 NO FA STD STD FY 2019 1 0 910 401‐1350‐Sewer Collections & Treatme JCoker10 OptiPlex 3070 Win 8.1 Pro NO FA STD STD FY 2020 1 0 910 401‐1350‐Sewer Collections & Treatme HSUPrimary7 Optiplex 380 Win 7 Pro NO FA STD STD FY 2011 1 0 910 401‐1350‐Sewer Collections & Treatme SewerTV7 Optiplex 9020 Win 7 Pro 150001 N/A N/A FY 2015 1 910 401‐1350‐Sewer Collections & Treatme Galaxy Tablet ‐ Lift Station Mech. (4295) Tab 4 10.1 Android 4.4.4 NO FA N/A N/A FY 2015 1 360 401‐1350‐Sewer Collections & Treatme Galaxy Tablet ‐ Sewer Foreman (4869) Tab 4 10.1 Android 4.4.4 NO FA N/A N/A FY 2015 1 360 401‐1350‐Sewer Collections & Treatme Galaxy Tablet ‐ Sewer Rounds (4711) Tab 4 10.1 Android 4.4.4 NO FA N/A N/A FY 2015 1 360 403‐1360‐Solid Waste Wi‐Fi Access Point | Sanitation Building / Consolidated to the new FOC Aruba IAP‐305 95612 N/A N/A FY 2019 1 403‐1360‐Solid Waste JGunn10 Optiplex 3040 Win 10 Pro NO FA STD STD FY 2016 1 0 910 403‐1360‐Solid Waste LLawrence10 OptiPlex 3060 Win 10 Pro 95965 NO FA STD STD FY 2019 1 0 910 403‐1360‐Solid Waste Galaxy Tablet ‐ Sanitation Foreman (0032) Tab 4 10.1 Android 4.4.4 NO FA N/A N/A FY 2015 1 360 405‐1380‐Stormwater Apple iPad 9.7 32 GB ‐ Supervisor (4964) iPad 9.7 Space Gray iOS 13 NO FA N/A N/A FY 2019 1 360 360 405‐1380‐Stormwater NGunn10 OptiPlex 3060 Win 10 Pro 95965 NO FA STD STD FY 2019 1 0 910 405‐1380‐Stormwater Galaxy Tablet ‐ Street Sweeper (5271) Tab 4 10.1 Android 4.4.4 NO FA N/A N/A FY 2015 1 360 405‐1380‐Stormwater Galaxy Tablet ‐ SW Foreman (3847) Tab 4 10.1 Android 4.4.4 NO FA N/A N/A FY 2015 1 360 TOTAL FY2021 FY2022 FY2023 FY2024 FY2025 398 $ 2,320.00 $ 72,430.00 $ 2,030.00 $ 88,360.00 $ 515.00 $ 31,370.00 $ 1,740.00 $ 116,190.00 $ 290.00 $ 232,190.00 170 Fleet Replacement Program The City’s Fleet Replacement Program (FRP) is a planning and budgeting tool that identifies the replacement of vehicles with a value greater than $10,000 and a useful life of seven years or more. The replacement criteria provides a mechanism for the systematic evaluation of vehicle utilization and repair/maintenance costs, and serves as a guide for efficient and effective replacement. Generally speaking, police patrol vehicles are replaced on a 8-year cycle and the remainder of the fleet on a 10-12 year cycle. Each year as part of the budget process, the fleet is evaluated based on established replacement criteria and a ten-year schedule of replacements is developed depending on a projection of available fiscal resources and the evaluation scoring. Vehicle replacements are funded objectively based on established criteria and funding resources. To maximize the useful life of vehicles and meet service delivery levels, vehicles may be transferred between departments prior to disposal. Prior to replacing a vehicle, an analysis is performed to determine if a less expensive car or truck would meet employee needs at a reduced operating expense to the City or if the vehicle should be removed from the fleet without replacement. According to the economic theory of vehicle replacement, over time vehicle capital costs decline while vehicle operating costs increase. Ideally, vehicles should be replaced around the time that annual operating costs begin to outweigh annual capital costs. The FY 2019-20 budget, the fifth year of the schedule, is the only year for which funding may legally be appropriated. Future years’ funding requirements are identified, but are not authorized. REPLACEMENT CRITERIA Factors that are included as part of the Schedule, in order to evaluate replacement criteria include, but are not limited to: Age, Mileage, Repair/Maintenance Costs, Overall Condition, and Usage. The following chart depicts a Summary of the Vehicle Replacement Schedule. Fund FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 General $ 290,000 $ 720,000 $ 340,000 $ 770,000 $ 375,000 FBC $ - $ 26,000 $ - $ - $ - CRA $ - $ - $ - $ - $ - Utilities $ - $ 235,000 $ 490,000 $ 25,000 $ 157,000 Sanitation $ 275,000 $ 580,000 $ 275,000 $ 275,000 $ 295,000 Stormwater $ - $ 100,000 $ - $ - $ - $ 565,000 $ 1,661,000 $ 1,105,000 $ 1,070,000 $ 827,000 City of Fort Walton Beach, FL 171  Suggested Replacement Mileage @ Purchase Light/Heavy/ Safety Replacement Cost Manufacture Year Replacement Yr. Remaining Life Miles Used Received Date Expected Life Department As of 02/21/20 since Last Recorded Purchase Total Cost Division Priority Vehicle Status Fund Mileage on Date to since Purchase Yr. Record 2/2/15 Date to 2/2/15 Notes 2470 Light 001 1230 Facilities 2003 5/13/03 25 68178 68153 $ 6,736.77 2015 2021 12 3-5yrs $40,000 Overdue for replacement 2486 Light 001 1240 Street 2005 2/21/05 374 59074 58700 $ 3,710.23 2017 2021 12 1-5yrs $28,000 Due for replacement Runs Good Body 2497 Light 001 1010 Parks 2006 3/15/06 355 62667 62312 $ 3,278.17 2018 2021 12 3-5yrs $22,000 Damage Code 2535 Light 001 1217 Enforcement 2007 7/5/07 25 60927 60902 $ 983.15 2019 2021 12 3-5yrs $25,000 Due for replacement 2543 Safety 001 0900 Fire 2008 1/29/08 25 65698 65673 $ 2,470.32 2020 2021 12 5yrs $27,000 Due for replacement 2557 Light 001 1010 Parks 2009 3/31/09 25 37365 37340 $ 640.07 2021 2021 12 6yrs $25,000 Due for replacement 2562 Heavy 403 1360 Solid Waste 2010 3/25/10 658 107493 106835 $ 74,867.71 2025 2021 15 5yrs $275,000 Worst shape front loader Sewer 2462 Heavy 401 1350 Collections 2003 1/16/03 10 124992 124982 $ 39,713.35 2018 2022 15 2yrs $135,000 Welding Truck, 2464 Light 403 1360 Solid Waste 2003 4/28/03 25 37575 37550 $ 12,796.03 2015 2022 12 3-5yrs $50,000 consolidate with 2491 Light 405 1380 Stormwater 2005 9/14/05 10 55394 55384 $ 12,240.75 2020 2022 15 5yrs $100,000 Better flatbed than 2542 2492 Light 001 0320 IT 2006 1/3/06 25 68149 68124 $ 1,896.78 2018 2022 12 1-5yrs $25,000 Replace on Schedule 2499 Safety 001 0800 Police 2006 3/15/06 352 29023 28671 $ 3,255.94 2013 2022 7 5yrs $35,000 Admin Meth Truck 5 Years Building & 2508 Light 106 1215 Zoning 2006 6/23/06 25 74143 74118 $ 3,073.50 2018 2022 12 Transfer $ 26,000 P&R 6.0, replace 2509 Light 403 1360 Solid Waste 2007 7/5/06 25 68991 68966 $ 2,722.10 2022 2022 15 7yrs $25,000 contingencies? Fuel demands have 2510 Light 001 1220 Fleet 2006 8/30/06 355 31121 30766 $ 5,553.06 2022 2022 15 6-10yrs $100,000 changed Sewer 2530 Light 401 1350 Collections 2007 5/24/07 25 72344 72319 $ 7,444.93 2019 2022 12 4-5yrs $35,000 f250 Service from Transferring Body Stormwater to Facilities 2534 Light 001 1230 Facilities 2007 7/5/07 25 17230 17205 $ 596.60 2019 2022 12 5yrs $25,000 02.02.18 2536 Light 001 1230 Facilities 2007 7/10/07 25 69230 69205 $ 2,266.49 2022 2022 15 5-7yrs $25,000 Utilities 2537 Light 401 1300 Admin 2007 7/10/07 25 27511 27486 $ 2,849.92 2022 2022 15 5-7yrs $25,000 GIS Truck Great Shape F350 Dump Body (golf 2538 Light 001 1010 Parks 2007 7/30/07 25 8711 8686 $ 1,845.23 2022 2022 15 7yrs $75,000 club) 172  Suggested Replacement Mileage @ Purchase Light/Heavy/ Safety Replacement Cost Manufacture Year Replacement Yr. Remaining Life Miles Used Received Date Expected Life Department As of 02/21/20 since Last Recorded Purchase Total Cost Division Priority Vehicle Status Fund Mileage on Date to since Purchase Yr. Record 2/2/15 Date to 2/2/15 Notes 2540 Light 001 1230 Facilities 2007 8/30/07 5 58743 58738 $ 2,370.07 2019 2022 12 4-5yrs $35,000 Service Body 2544 Heavy 403 1360 Solid Waste 2008 4/4/08 1836 28856 27020 $ 6,410.45 2021 2022 15 8yrs $100,000 Container truck 2561 Safety 001 0800 Police 2009 12/4/09 25 85739 85714 $ 2,626.90 2016 2022 7 5yrs $40,000 In use expedition low miles 2572 Heavy 403 1360 Solid Waste 2011 4/25/11 35 83884 83849 $ 18,825.81 2018 2022 7 3yrs $135,000 New Engine Water 2587 Light 401 1340 Distribution 2012 7/23/12 25 104826 104801 $ 1,002.17 2024 2022 12 9yrs $40,000 On Schedule 2591 Heavy 403 1360 Solid Waste 2013 4/18/13 598 79488 78890 $ 5,206.20 2023 2022 10 8yrs $135,000 Boom Truck 2592 Heavy 403 1360 Solid Waste 2013 5/10/13 629 76384 75755 $ 3,668.08 2023 2022 10 8yrs $135,000 Boom Truck 2598 Safety 001 0800 Police 2014 4/28/14 19 63408 63389 $ 68.94 2022 2022 8 6yrs $45,000 In use On Schedule 2599 Safety 001 0800 Police 2014 4/28/14 18 61032 61014 $ 68.94 2022 2022 8 6yrs $45,000 In use On Schedule 2600 Safety 001 0800 Police 2014 4/28/14 18 56762 56744 $ 116.22 2022 2022 8 6yrs $45,000 In use On Schedule 2601 Safety 001 0800 Police 2014 4/28/14 18 41425 41407 $ 60.16 2022 2022 8 6yrs $45,000 In use On Schedule Explorer 2602 Safety 001 0800 Police 2014 10/30/14 22 49911 49889 $ 106.17 2022 2022 8 6yrs $45,000 In use On Schedule 2603 Safety 001 0800 Police 2014 10/30/14 22 70446 70424 $ 79.50 2022 2022 8 6yrs $45,000 In use On Schedule Taurus 2604 Safety 001 0800 Police 2014 10/30/14 23 69507 69484 $ 84.44 2022 2022 8 6yrs $45,000 In use On Schedule 2605 Safety 001 0800 Police 2014 10/30/14 56 63124 63068 $ 84.23 2022 2022 8 6yrs $45,000 In use On Schedule 2539 Heavy 403 1360 Solid Waste 2007 8/3/07 365 82772 82407 $ 191,348.40 2023 2023 15 1yr $275,000 Residential Sewer 2552 Heavy 401 1350 Collections 2008 8/26/08 828 60708 59880 $ 33,854.84 2023 2023 15 8yrs $450,000 Vactor 2568 Light 401 1310 Water Ops 2011 1/12/11 25 77639 77614 $ 3,162.05 2023 2023 12 8yrs $40,000 Chlorine Truck with lift 2569 Light 001 1010 Parks 2011 1/12/11 25 62532 62507 $ 487.04 2023 2023 12 8yrs $25,000 On Schedule 2619 Safety 001 0800 Police 2015 7/2/15 0 71843 71843 $ 23,688.00 2023 2023 8 6 $45,000 173  Suggested Replacement Mileage @ Purchase Light/Heavy/ Safety Replacement Cost Manufacture Year Replacement Yr. Remaining Life Miles Used Received Date Expected Life Department As of 02/21/20 since Last Recorded Purchase Total Cost Division Priority Vehicle Status Fund Mileage on Date to since Purchase Yr. Record 2/2/15 Date to 2/2/15 Notes 2620 Safety 001 0800 Police 2015 7/2/15 0 53420 53420 $ 23,688.00 2023 2023 8 6 $45,000 2621 Safety 001 0800 Police 2015 7/2/15 0 44231 44231 $ 23,688.00 2023 2023 8 6 $45,000 2624 Safety 001 0800 Police 2016 8/31/15 0 45217 45217 $ 25,461.00 2023 2023 8 6 $45,000 2625 Safety 001 0800 Police 2016 8/31/15 0 81328 81328 $ 25,461.00 2023 2023 8 6 $45,000 2626 Safety 001 0800 Police 2016 8/31/15 0 64337 64337 $ 25,461.00 2023 2023 8 6 $45,000 2627 Safety 001 0800 Police 2016 8/31/15 0 53728 53728 $ 25,461.00 2023 2023 8 6 $45,000 2633 Safety 001 0800 Police 2008 2/15/16 264306 266338 2032 2023 2023 7 7 SWAT - DONATED 2483 Safety 001 0900 Fire 2004 12/6/04 329 111144 110815 $ 45,664.06 2024 2024 20 5-8yrs $500,000 Engine 7 backup Commercial Recycling 2490 Heavy 403 1360 Solid Waste 2005 7/27/05 363 115096 114733 $ 144,500.94 2021 2024 15 3-5yrs $275,000 Good Shape 2581 Light 401 1310 Water Ops 2012 3/9/12 25 87158 87133 $ 1,119.30 2024 2024 12 9yrs $25,000 On Schedule 2637 Safety 001 0800 Police 2016 6/14/16 36689 2024 2024 8 7 $45,000 2638 Safety 001 0800 Police 2016 6/14/16 39574 2024 2024 8 7 $45,000 2639 Safety 001 0800 Police 2016 6/14/16 54146 2024 2024 8 7 $45,000 2641 Safety 001 0800 Police 2016 6/14/16 69436 2024 2024 8 7 $45,000 2642 Safety 001 0800 Police 2016 6/14/16 43848 2024 2024 8 7 $45,000 2643 Safety 001 0800 Police 2016 6/14/16 40225 2024 2024 8 7 $45,000 2560 Light 403 1360 Solid Waste 2009 9/2/09 25 56879 56854 $ 1,454.90 2025 2025 15 6yrs $25,000 On Schedule Sewer 2580 Light 401 1350 Collections 2012 2/1/12 25 63725 63700 $ 1,058.10 2025 2025 12 9yrs $35,000 Camper Shell 174  Suggested Replacement Mileage @ Purchase Light/Heavy/ Safety Replacement Cost Manufacture Year Replacement Yr. Remaining Life Miles Used Received Date Expected Life Department As of 02/21/20 since Last Recorded Purchase Total Cost Division Priority Vehicle Status Fund Mileage on Date to since Purchase Yr. Record 2/2/15 Date to 2/2/15 Notes 2582 Light 001 1010 Parks 2012 3/20/12 45 55545 55500 $ 1,002.67 2025 2025 12 9yrs $25,000 On Schedule Water 2583 Light 401 1340 Distribution 2012 3/28/12 25 69990 69965 $ 423.45 2025 2025 12 9yrs $35,000 On Schedule 2594 Light 401 1310 Water Ops 2014 3/24/14 28 82034 82006 $ 68.24 2025 2025 12 11yrs $25,000 On Schedule Sewer 2607 Light 401 1350 Collections 2014 5/28/14 5 93350 93345 $ 957.66 2025 2025 12 11yrs $27,000 On Schedule 2608 Light 401 1340 Distribution 2014 6/3/14 1 41913 41912 $ 276.64 2025 2025 12 11yrs $35,000 On Schedule 2610 Light 001 1230 Facilities 2014 7/24/14 1 38945 38944 $ 141.16 2025 2025 12 11yrs $35,000 Service Body 2631 Heavy 403 1360 Solid Waste 2016 1/21/16 503 26357 25854 $ 90,680.00 2025 2025 12 12 $135,000 2632 Heavy 403 1360 Solid Waste 2016 1/21/16 502 55060 54558 $ 90,680.00 2025 2025 12 12 $135,000 2653 Safety 001 0800 Police 2017 11/22/16 35083 2025 2025 9 $45,000 2654 Safety 001 0800 Police 2017 11/22/16 23900 2025 2025 9 $45,000 2668 Safety 001 0800 Police 2017 7/14/17 502 30029 2025 2025 8 $45,000 2669 Safety 001 0800 Police 2017 7/14/17 502 46571 2025 2025 8 $45,000 2670 Safety 001 0800 Police 2017 7/14/17 502 63821 2025 2025 8 $45,000 2671 Safety 001 0800 Police 2017 7/14/17 502 28378 2025 2025 8 $45,000 2672 Safety 001 0800 Police 2017 7/14/17 502 44883 2025 2025 8 $45,000 2595 Light 401 1310 Water Ops 2014 3/24/14 26 41970 41944 $ 13.71 2026 2026 12 11yrs $25,000 On Schedule 2611 Light 001 1015 ROW 2014 7/24/14 5 27806 27801 $ 888.90 2026 2026 12 11yrs $27,000 On Schedule (ROW) 2612 Light 405 1380 Stormwater 2014 7/24/14 1 40803 40802 $ 390.64 2026 2026 12 11yrs $35,000 On Schedule 2613 Light 001 1200 Utilities 2014 11/13/14 2 56147 56145 $ 25.08 2026 2026 12 11yrs On Schedule 2675 Safety 001 0800 Police 2018 4/25/18 9020 2026 2026 8 2676 Safety 001 0800 Police 2018 4/16/18 12790 2026 2026 8 2677 Safety 001 0800 Police 2018 5/15/18 19324 2026 2026 8 2678 Safety 001 0800 Police 2018 5/15/18 16400 2026 2026 8 2679 Safety 001 0800 Police 2018 5/22/18 14380 2026 2026 8 2681 Safety 001 0800 Police 2018 6/13/18 563 10726 2026 2026 8 2683 Safety 001 0800 Police 2018 6/15/18 10 7866 2026 2026 8 175  Suggested Replacement Mileage @ Purchase Light/Heavy/ Safety Replacement Cost Manufacture Year Replacement Yr. Remaining Life Miles Used Received Date Expected Life Department As of 02/21/20 since Last Recorded Purchase Total Cost Division Priority Vehicle Status Fund Mileage on Date to since Purchase Yr. Record 2/2/15 Date to 2/2/15 Notes 2588 Heavy 403 1360 Solid Waste 2012 8/13/12 1270 65594 64324 $ 25,033.01 2027 2027 15 7yrs $260,000 Commercial 2614 Light 001 1240 Street 2015 1/8/15 366 54114 53748 $ 141.15 2027 2027 12 12yrs On Schedule 2615 Light 001 1220 Fleet 2015 1/22/15 508 25671 25163 $ 32,240.00 2027 2027 12 12yrs $35,000 On Schedule 2616 Safety 001 0900 Fire 2015 3/12/15 499 39846 39347 $ 30,928.00 2027 2027 12 11 New Bat Chief Tahoe 2622 Light 001 1000 Recreation 2015 7/10/15 0 7415 7415 $ - 2027 2027 12 11 $35,000 2623 Light 001 1000 Recreation 2015 7/28/15 0 12890 12890 $ - 2027 2027 12 11 $30,000 Building & 2628 Light 106 1215 Zoning 2015 8/14/15 0 36240 36240 $ 19,199.00 2027 2027 12 11 2629 Light 001 1000 Recreation 2016 12/3/15 353 12074 11721 $ 25,967.25 2027 2027 12 11 2630 Light 001 1010 Parks 2016 12/21/15 376 36265 35889 $ 19,422.00 2027 2027 12 11 2656 Safety 001 0800 Police 2017 1/19/17 25705 2027 2027 10 $45,000 malibu 2664 Safety 001 0800 Police 2017 4/18/17 33115 2027 2027 10 $45,000 Camry 2665 Safety 001 0800 Police 2017 4/19/17 33031 2027 2027 10 $45,000 Altima 2666 Safety 001 0800 Police 2017 4/20/17 310 31431 2027 2027 10 $45,000 Frontier 2689 Safety 001 0800 Police 2019 12/5/18 443 12879 2027 2027 8 Sewer 2593 Heavy 401 1350 Collections 2013 10/24/13 1 18286 18285 $ 36.43 2028 2028 15 13yrs $75,000 Dump Truck 2634 Light 401 1310 Water Ops 2016 6/2/16 338 63155 2028 2028 12 12 Building & 2635 Light 106 1215 Zoning 2016 6/2/16 366 26585 2028 2028 12 12 2644 Light 001 1230 Facilities 2016 7/5/16 333 16552 2028 2028 12 12 2645 Light 001 1010 Parks 2016 7/20/16 367 21054 2028 2028 12 12 Code 2646 Light 001 1217 Enforcement 2016 7/20/16 332 12199 2028 2028 12 12 2647 Light 001 1380 Stormwater 2016 7/28/16 334 10735 2028 2028 12 12 2648 Safety 001 0900 Fire 2016 7/28/16 389 29760 2028 2028 12 12 move to inspections 176  Suggested Replacement Mileage @ Purchase Light/Heavy/ Safety Replacement Cost Manufacture Year Replacement Yr. Remaining Life Miles Used Received Date Expected Life Department As of 02/21/20 since Last Recorded Purchase Total Cost Division Priority Vehicle Status Fund Mileage on Date to since Purchase Yr. Record 2/2/15 Date to 2/2/15 Notes Sewer 2649 Light 401 1350 Collections 2016 8/16/16 373 22355 2028 2028 12 12 2673 Safety 001 0800 Police 2018 3/1/18 438 31028 2028 2028 10 2687 Safety 001 0800 Police 2018 11/6/18 339 11107 2028 2028 10 2584 Heavy 403 1360 Solid Waste 2012 3/30/12 1776 17677 15901 $ 24,241.07 2029 2029 15 7yrs $260,000 Special Needs 2596 Heavy 403 1360 Solid Waste 2014 3/26/14 2322 59207 56885 $ 4,865.86 2029 2029 15 10 $260,000 Good Shape 2663 Safety 001 0800 Police 2017 4/11/17 336 37149 2029 2029 12 $45,000 Travel Car - PD 2692 Safety 001 0800 Police 2019 4/10/19 331 11937 2029 2029 10 Chief Car - Expedition 2617 Heavy 403 1360 Solid Waste 2015 4/14/15 145 54331 54186 $ 208,023.00 2030 2030 15 11 $260,000 Commercial 2636 Light 403 1360 Solid Waste 2016 6/2/16 360 24022 2031 2031 15 2586 Safety 001 0900 Fire 2012 5/11/12 2102 52385 50283 $ 2,974.31 2032 2032 20 9yrs $999,000 New Engine 2597 Heavy 001 1230 Facilities 2014 4/4/14 46 8372 8326 $ 193.92 2032 2032 18 18yrs New Bucket Truck 2659 Heavy 403 1360 Solid Waste 2017 3/6/17 318 27053 2032 2032 2685 Heavy 403 1360 Solid Waste 2018 9/10/18 1600 16383 2033 2033 2694 Heavy 403 1360 Solid Waste 2020 5/20/19 584 9641 2034 2034 Knuckleboom 2618 Safety 001 0900 Fire 2015 5/5/15 0 36980 36980 $ - 2035 2035 20 20 New Engine Sewer 2474 Heavy 001 1350 Collections 2017 10/17/03 50507 72368 67495 $ 12,237.72 2032 ? 15 ? $ 30,000 Daniel? 401 Safety 001 0900 Fire 1947 10/1/47 4324 6834 2510 $ 8,781.75 1947 NA NA Show Truck 2650 Heavy 405 1380 Stormwater 2016 9/28/16 3280 14029 Elgin Eagle Sweeper 2651 Light 001 1220 Fleet 2016 10/27/16 362 19363 Water 2652 Heavy 401 1340 Distribution 2016 11/9/16 25400 177  Suggested Replacement Mileage @ Purchase Light/Heavy/ Safety Replacement Cost Manufacture Year Replacement Yr. Remaining Life Miles Used Received Date Expected Life Department As of 02/21/20 since Last Recorded Purchase Total Cost Division Priority Vehicle Status Fund Mileage on Date to since Purchase Yr. Record 2/2/15 Date to 2/2/15 Notes Sewer 2655 Heavy 401 1350 Collections 2016 1/12/17 349 15573 Sewer 2658 Heavy 401 1350 Collections 2017 2/17/17 350 2042 2660 Light 001 1010 Parks 2017 3/24/17 23764 2661 Light 001 1010 Parks 2017 3/24/17 15329 2662 Heavy 405 1380 Stormwater 2017 4/3/17 740 5116 2667 Heavy 001 1240 Street 2017 5/4/17 342 11127 2674 Safety 001 0800 Police 2018 3/28/18 327 25715 2680 Safety 001 0800 Police 1998 5/30/18 Duece and a half 2682 Light 001 1015 ROW 2018 6/14/18 363 6884 Sewer 2684 Heavy 401 1350 Collections 2018 7/3/08 364 6627 Crane truck 2686 Light 001 1230 Facilities 2018 8/23/18 334 3856 2688 Light 405 1380 Stormwater 2018 11/6/18 374 9123 DOC Van Sewer 2690 Heavy 405 1350 Collections 2019 2/13/19 2146 8101 Vactor 2691 Safety 001 0900 Fire 2019 3/13/19 347 5814 Chief Car 2693 Light 001 1000 Recreation 2019 5/9/19 340 4551 Water 2695 Heavy 401 1340 Distribution 2019 7/18/19 330 1116 Flat Bed Dump Body 2696 Safety 001 0900 Fire 2019 7/31/19 324 Fie Rescue 2697 Heavy 001 1000 Recreation 2019 8/14/19 350 1111 Flat Bed Dump Body 2698 Light 401 1310 Water Ops 2019 8/27/19 387 3425 F-150 Building & 2699 Light 106 1215 Zoning 2019 8/27/19 330 3072 F-150 178  Suggested Replacement Mileage @ Purchase Light/Heavy/ Safety Replacement Cost Manufacture Year Replacement Yr. Remaining Life Miles Used Received Date Expected Life Department As of 02/21/20 since Last Recorded Purchase Total Cost Division Priority Vehicle Status Fund Mileage on Date to since Purchase Yr. Record 2/2/15 Date to 2/2/15 Notes 2700 Light 001 0200 City Mgr 2020 9/20/19 503 3851 Tahoe 2701 Safety 001 0800 Police 2020 10/14/19 73 Interceptor SUV 2702 Safety 001 0800 Police 2020 11/6/19 2763 Jeep Grand Cherokee 2703 Heavy 405 1380 Stormwater 2020 11/4/19 328 742 F-350 2704 Safety 001 0800 Police 2019 1/16/20 491 Evidence Van 2705 Safety 001 0800 Police 2019 1/16/20 356 Black SUV 2706 Safety 001 0800 Police 1980 2/4/20 5882 Armored Vehicle 2707 Heavy 405 1380 Stormwater 2020 2/12/20 340 Chevy Silverado 2708 Light 001 1010 Parks 2020 2/12/20 347 Chevy Silverado 179 180 Capital Improvements Program The City’s Capital Improvements Program (CIP) is a five-year planning and budgeting tool that identifies the acquisition, construction, replacement, or renovation of facilities and infrastructure with a value greater than $25,000 and a useful life of ten years or more. Capital expenditures may be recurring (e.g. street resurfacing) or non-recurring (e.g. construction of a new park). CIP PROCESS The FY 2019-20 budget, the first year of the CIP, is the only year for which funding may legally be appropriated. Future years’ funding requirements are identified, but are not authorized. The CIP provides information on the current and long-range infrastructure needs of the City and provides a mechanism for balancing needs and resources as well as setting priorities and schedules for capital projects. Each project or program is assigned a four-digit CIP number so expenditures can be easily tracked during the year and also across years. Each year as part of the budget process, the list of projects is reviewed for relevance, need, cost, and priority. The five-year CIP is revised annually based on the following parameters:  Relevance to City Council priorities, and Federal or State mandates Relevance to Priorities, Federal & State Mandates  Maintenance and preservation of current infrastructure  Public health and safety Public Health & Safety  Operating budget impact Preservation & Maintenance  Recreational, cultural or aesthetic value and Recreational & Cultural Value  Funding source Each submission is reviewed on an annual basis and ranked in accordance with the above criteria. Once prioritized, the funding source is identified and the project is placed in the budget if funding is available. The Enterprise Funds (Utilities, Sanitation, and Stormwater) are funded with user fees and do not compete with other City projects for funding. The estimated project costs to be funded within the CIP include all costs related to design, engineering, acquisition, construction, and project management. The City’s Strategic Plan Objectives are referenced throughout this document. Each CIP is categorized by objective. In addition to the text, these objectives are highlighted through icons. Please reference the Table of Contents for locations of more information regarding the City’s Strategic Plan.  Strategy #1 – Safe and Livable Community for Citizens  Strategy #2 – A Government that Maximizes the City City of Fort Walton Beach, FL 181 180 Capital Improvements Program  Strategy #3 – Support Intelligent Growth  Strategy #4 – Maintain a Well-Trained, Talented and Engaged Municipal Workforce Strategic Objective, Maintain a Well- PROJECTS BY STRATEGIC OBJECTIVE Trained, Talented and Strategic Objective, Engaged Municipal Safe and Livable Workforce, 7% Community for Citizens, 43% Strategic Objective, Support Intelligent Growth, 7% Strategic Objective, A Government that Maximizes the City, 43% FINANCING ALTERNATIVES Capital improvements may be funded by a variety of means depending on the nature of the project, availability of funds, and the policies of City Council. Financing decisions are made based on established City policies and available financing options directly related to project timing and choice of revenue sources. The funding methodology for the CIP is reliant upon available resources including funds from grants and user fees, useful life of the improvement, and sharing the costs between current and future users. While some projects can be delayed until funds from existing revenues are available, others cannot. The City explores all options such as ad valorem taxes, grants, user fees, bonds, loans, and reserves to fund improvements. The following financing City of Fort Walton Beach, FL 182 181 Capital Improvements Program sources are available to fund the CIP:  Ad Valorem Taxes – The City rarely uses property taxes as a debt security due largely to the required electoral approval (voter referendum) prior to issuance. Property taxes are directly linked to the assessed value of individual property, not to the consumption of specific goods and services (e.g. sales tax).  Non-Ad Valorem Revenues – Non-ad valorem revenues can be pledged to support various types of bond issues. Such bonds are similar to general obligation bonds in that proceeds are often used for general government purposes and repayment is unrelated to the revenue generating capacity of the project being financed. However, unlike general obligation bonds, non-ad valorem revenue bonds are payable solely from revenues derived from the pledged revenue (such as sales tax, local option fuel tax, and the guaranteed portion of municipal revenue sharing).  Special Revenue Sources – Include the following:  Impact Fees – Fees charged in advance of new development and designed to help pay for infrastructure needs resulting from the new development. These fees may only be charged to those who directly benefit from the new capital improvement and the fee must fairly reflect the cost of the improvements (e.g. water and sewer impact fees).  Special Assessments – Like impact fees, special assessments are levied against residents, agencies, or districts that directly benefit from the new service or improvement (e.g. sidewalks and street paving) and must be apportioned fairly.  User Fees and Charges – These revenues include a variety of license and permit fees, facility and program fees, and fines. They are rarely used as debt security for non-Enterprise Fund capital projects, but could be a source of direct funding of a small capital improvement.  Enterprise Fund User Fees – These revenues are derived from self-supporting business enterprises - utilities, sanitation, and stormwater - which provide services in return for compensation. The enterprise revenue used to secure debt is commonly termed “net-revenue” consisting of gross revenues less operating costs.  Note – A written, short-term promise to repay a specified amount of principal and interest on a certain date, payable from a defined source of anticipated revenue. Usually notes mature in one year or less. Rarely used by the City.  Commercial Paper - Generally defined as short term, unsecured promissory notes issued by organizations of recognized credit quality, usually a bank. Rarely used by the City.  Bond – An issuer’s obligation to repay a principal amount on a certain date (maturity date) with interest at a stated rate. Bonds are distinguishable from notes in that notes mature in a much shorter time period.  General Obligation Bonds – A bond secured by the full faith and credit of the City’s ad valorem taxing power. These are rarely used in Florida, and by the City in particular, due to the requirement for a voter referendum.  Revenue Bonds – Bonds payable from a specific revenue source, not the full faith and credit of an issuer’s taxing power and require no electoral approval. Pledged revenues are often generated by the operation or project being financed (e.g. sales tax, water user fees, golf user fees). City of Fort Walton Beach, FL 183 182  CITY OF FORT WALTON BEACH, FL Five Year Capital Improvements Program FIVE YEAR CIP Project Name FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 TOTAL TBD RV Golf & Tennis Resort - - - - - - TBD Landing Park Improvement 1,405,301 1,100,000 - - - 2,505,301 5052 Beal Memorial Cemetery New Plots 40,000 150,000 - - - 190,000 Recreation 1,445,301 1,250,000 - - - 2,695,301 TBD Fire Station 6 Renovation - - - - - - TBD Commerce Technology Park - - - - - - Facilities - - - - - - TBD Intersection & Pedestrian Improvements - - - - - - 5306 Sidewalk Improvements 25,000 25,000 25,000 25,000 25,000 125,000 TBD Street Resurfacing - - - - - - TBD Hollywood Blvd Reconfiguration - - - - - - Streets 25,000 25,000 25,000 25,000 25,000 125,000 GENERAL FUND TOTAL 1,470,301 1,275,000 25,000 25,000 25,000 2,820,301 5056 Water Line Replacement/Multiple Sites 55,500 55,500 55,500 55,500 55,500 277,500 5367 Water Meter Replacements 250,000 750,000 500,000 500,000 500,000 2,500,000 Water Distribution 305,500 805,500 555,500 555,500 555,500 2,777,500 5032 Sewer System Grouting & Lining 30,000 30,000 30,000 30,000 30,000 150,000 Sewer Collection & Treatment 30,000 30,000 30,000 30,000 30,000 150,000 UTILITIES FUND TOTAL 335,500 835,500 585,500 585,500 585,500 2,927,500 5019 Stormwater Improvements 25,000 25,000 - - - 50,000 STORMWATER FUND TOTAL 25,000 25,000 - - - 50,000 GRAND TOTAL - ALL FUNDS 1,830,801 2,135,500 610,500 610,500 610,500 5,797,801 Where it comes from... ...And where it goes General Fund Revenues Half Cent Sales Tax Parks & Recreation Stormwater Revenues Debt Issuance Facilities Stormwater Utilities Revenues Grant Funding Streets Water & Sewer Fund Balance/Net Assets General Gov't 184 183  FUNDING METHODOLOGY FY 2020-21 TIMELINE Operating & FUTURE 1/2 Cent Sales Bond / Debt Other(1) / Fund Bal / FIVE YEAR Estimated Project YEAR Tax Revenues Grant Issue In-Kind(2) Net Assets TOTAL Start Duration EXPENSES 150,000 Oct 2020 36 months - 2,700,000 - - - 2,700,000 Oct 2020 24 months - - - - - - - Oct 2020 36 months - 150,000 2,700,000 - - - 2,850,000 - 25,000 - - - - 25,000 Oct 2020 18 months - 231,000 - - - - 231,000 Oct 2020 36 months 256,000 - - - - 256,000 - 150,000 - - - - 150,000 Oct 2020 12 months - - - - - - - Oct 2020 12 months - 200,000 - - - - 200,000 Oct 2020 12 months - 75,000 - - - - 75,000 Oct 2020 12 months - 425,000 - - - - 425,000 - 831,000 2,700,000 - - - 3,531,000 - - - - - - - Oct 2020 12 months - - - - - - - Oct 2020 36 months - - - - - - - - - - - - - Oct 2020 12 months - - - - - - - - - - - - - - - - - - - - - Oct 2020 12 months - - - - - - - - 831,000 2,700,000 - - - 3,531,000 - Italics denotes a project beyond the current five-year CIP horizon. (1) Other includes special assessments and land sales. (2) In-kind matching grant contributions are budgeted as operational expenses (usually personal services). Note: Some projects also have carry-over funds, which are not included in these totals but noted as part of the budget resolution at the end of the budget document. 185 184 City of Fort Walton Beach, Florida FY 2021 - 2025 Budget Capital Improvement Program (CIP) (For Projects/Equipment Costing Over $25,000 and Estimated Useful Life of Ten Years or Greater) Priority No. Project Title: City of Fort Walton Beach Landing Responsible Department: Recreation & Cultural Services Neighborhood/Loc East Miracle Strip Responsible Division: Parks Project Manager: Jeff Peters Project Category: Park Facilities Project Type: Multi-Year Project Number: Estimated Useful Life (years): 25 Criteria Type: Expanded Service Projected Date of Completion: 09/30/20 Project Description/Justification: The Landing renovation includes an entire Park renovation including new boardwalks, stage reconstruction, park slope grading, palyground equipment and Splash Pad, shade structures, parking lot renovation, and on street parking restructure. Park enhancement will open up park for FY 2021 Stage, Boardwalk FY 2022 Grading,Splash pad, Parking, Playground FY 2023 FY 2024 FY 2025 BUDGETED EXPENDITURE SCHEDULE FY FY FY FY FY Five Year Total Project Elements: 2021 2022 2023 2024 2025 Total Project Cost Improvements 1,405,301 1,100,000 - - - 2,505,301 Furniture/Fixture/Equip. - - - - - - Operational Impact - - - - - - Total Expenditures 1,405,301 1,100,000 - - - 2,505,301 2,505,301 Expenses From Prior Year(s): $0 Funded from Prior Yr. Revenue: $0 Prior Year Activity on Project: FY 2020 FY 2019 FY 2018 FY 2017 FY 2016 FY FY FY FY FY Five Year Total Revenue Funding Summary: 2021 2022 2023 2024 2025 Total Revenue City Funding - - - - - - Grant Funding 1,405,301 1,100,000 - - - 2,505,301 Debt Financing - - - - - - Other Outside Funding - - - - - - Revenue Enhancements - - - - - - Total Revenue Funding: 1,405,301 1,100,000 - - - 2,505,301 2,505,301 Strategy #3: Support Intelligent Growth 186 185 City of Fort Walton Beach, Florida FY 2021 - 2025 Budget Capital Improvement Program (CIP) (For Projects/Equipment Costing Over $25,000 and Estimated Useful Life of Ten Years or Greater) Priority No. Project Title: Beal/Memorial Cemetery Responsible Department: Recreation & Cultural Services Neighborhood/Loc Beal Parkway Responsible Division: Cemetery Project Manager: Jeff Peters/Janice Rogers Project Category: Park Facilities Project Type: Multi-Year Project Number: Estimated Useful Life (years): 25 Criteria Type: Projected Date of Completion: 09/30/23 Project Description/Justification: Construction of new Office Building at Beal Memorial Cemetery. Current building is in terrible condition. FY 2021 Adding new plots in Hope section FY 2022 Construction of new Cemetery building FY 2023 FY 2024 FY 2025 BUDGETED EXPENDITURE SCHEDULE FY FY FY FY FY Five Year Total Project Elements: 2021 2022 2023 2024 2025 Total Project Cost Improvements 40,000 150,000 190,000 Furniture/Fixture/Equip. - - - - - - Operational Impact - - - - - - Total Expenditures 40,000 150,000 - - - 190,000 190,000 Expenses From Prior Year(s): $0 Funded from Prior Yr. Revenue: Prior Year Activity on Project: FY 2020 FY 2019 FY 2018 FY 2017 FY 2016 FY FY FY FY FY Five Year Total Revenue Funding Summary: 2021 2022 2023 2024 2025 Total Revenue City Funding - Grant Funding - Debt Financing - Other Outside Funding 25,000 150,000 175,000 Revenue Enhancements - - Total Revenue Funding: 25,000 150,000 - - - 175,000 175,000 Strategy #2: A Government that Maximizes the City 187 186 City of Fort Walton Beach, Florida FY 2021 - 2025 Budget Capital Improvement Program (CIP) (For Projects/Equipment Costing Over $25,000 and Estimated Useful Life of Ten Years or Greater) Priority No. 3 Project Title: Sidewalk Improvements Responsible Department: Utility Services Neighborhood/Loc Citywide Responsible Division: Streets Project Manager: Daniel Payne Project Category: Infrastructure Project Type: Multi-Year Project Number: 5306 Estimated Useful Life (years): 25 Criteria Type: Improve Existing Svs/Infrastructure Projected Date of Completion: 09/30/21 Project Description/Justification: The project constructs new and infill sidewalks for the purpose of providing a pedestrian transportation network throughout the entire City that will link the residential neighborhoods to each other and to public, recreational and commercial land uses. The City has categorized sidewalks into two distinct areas: high needs areas around schools and residential areas outside those areas routinely traveled by school children. The project objective is to install sidewalks on at least one side of all residential local streets and on both sides of all collector and arterial roadways. FY 2021 List Subject to Segments identified in 5-Year Sidewalk Connectivity Plan per City Strategic Plan FY 2022 List Subject to Segments identified in 5-Year Sidewalk Connectivity Plan per City Strategic Plan FY 2023 List Subject to Segments identified in 5-Year Sidewalk Connectivity Plan per City Strategic Plan FY 2024 List Subject to Segments identified in 5-Year Sidewalk Connectivity Plan per City Strategic Plan FY 2025 List Subject to Segments identified in 5-Year Sidewalk Connectivity Plan per City Strategic Plan BUDGETED EXPENDITURE SCHEDULE FY FY FY FY FY Five Year Total Project Elements: 2021 2022 2023 2024 2025 Total Project Cost Improvements 25,000 25,000 25,000 25,000 25,000 125,000 Furniture/Fixture/Equip. - - - - - - Operational Impact - - - - - - Total Expenditures 25,000 25,000 25,000 25,000 25,000 125,000 150,000 Expenses From Prior Year(s): $25,000 Funded from Prior Yr. Revenue: $25,000 Prior Year Activity on Project: FY 2020 FY 2019 California Drive NE from 126 California Drive NE to Oregon Drive NE (Bud Day Trail Extension) FY 2018 N/A FY 2017 N/A FY 2016 N/A FY FY FY FY FY Five Year Total Revenue Funding Summary: 2021 2022 2023 2024 2025 Total Revenue City Funding 25,000 25,000 25,000 25,000 25,000 125,000 Grant Funding - - - - - - Debt Financing - - - - - - Other Outside Funding - - - - - - Revenue Enhancements - - - - - - Total Revenue Funding: 25,000 25,000 25,000 25,000 25,000 125,000 150,000 Strategy #1: Economic Diversification & Resiliency Insert Picture Here 188 187 City of Fort Walton Beach, Florida FY 2021 - 2025 Budget Capital Improvement Program (CIP) (For Projects/Equipment Costing Over $25,000 and Estimated Useful Life of Ten Years or Greater) Priority No. 1 Project Title: Water Line Replcement Responsible Department: Utility Services Neighborhood/Loc Citywide Responsible Division: Water Distribution Project Manager: Daniel Payne Project Category: Infrastructure Project Type: Multi-Year Project Number: 5056 Estimated Useful Life (years): 50 Criteria Type: Public Health & Safety Projected Date of Completion: 09/30/21 Project Description/Justification: Replace substandard (both in size and material) water lines with new PVC or ductile iron mains for increased water flow and improved fire protection. The substandard water mains consist of galvanized iron or cast iron and transite and over time these materials become brittle and tuberculation reduces the amount of flow and pressure available to customers. Also, the tuberculation can cause discolored water during times of fire hydrant flushing and water maintenance projects. FY 2020 South end of Beachview Drive (Highway Avenue to Bradley Drive) FY 2021 Moriarty Street (Meadowlark Road to Hummingbird Avenue) and Beachview Drive (Bradley Drive to Marshall Drive) FY 2022 Beachview Drive (Bradley Drive to Patton Drive) and Cape Drive (Holmes Boulevard to Sullivan Street) FY 2023 Holmes Boulevard (Alabama Avenue to Robinwood Drive) FY 2024 Miller Street (west side of Stewart Street to south side of Katherine Street) BUDGETED EXPENDITURE SCHEDULE FY FY FY FY FY Five Year Total Project Elements: 2021 2022 2023 2024 2025 Total Project Improvements 55,500 45,000 51,000 49,500 45,000 246,000 Furniture/Fixture/Equip. - - - - - - Operational Impact - - - - - - Total Expenditures 55,500 45,000 51,000 49,500 45,000 246,000 491,250 Expenses From Prior Year(s): $245,250 Funded from Prior Yr. Revenue: $245,250 Prior Year Activity on Project: FY 2020 N/A FY 2019 South End of Bradley Drive NE, Windemere Court NW, and Higdon Court NW FY 2018 Marshall Drive NE, Bradley Drive NE, and Stewart Circle NE FY 2017 Greenbrier Drive NE FY 2016 London Avenue NW, Robinwood Drive NW FY FY FY FY FY Five Year Total Revenue Funding Summary: 2021 2022 2023 2024 2025 Total Revenue City Funding 55,500 45,000 51,000 49,500 45,000 246,000 Grant Funding - - - - - - Debt Financing - - - - - - Other Outside Funding - - - - - - Revenue Enhancements - - - - - - Total Revenue Funding: 55,500 45,000 51,000 49,500 45,000 246,000 491,250 Strategy #1: Economic Diversification & Resiliency Insert Picture Here 189 188 City of Fort Walton Beach, Florida FY 2021 - 2025 Budget Capital Improvement Program (CIP) (For Projects/Equipment Costing Over $25,000 and Estimated Useful Life of Ten Years or Greater) Priority No. 1 Project Title: Meter Replcement Responsible Department: Utility Services Neighborhood/Loc Citywide Responsible Division: Water Distribution Project Manager: Daniel Payne Project Category: Infrastructure Project Type: Multi-Year Project Number: 5056 Estimated Useful Life (years): 10 Criteria Type: Public Health & Safety Projected Date of Completion: 09/30/21 Project Description/Justification: Meter replacement for residential and commerical meters. The existing meters and registers are no longer supported by the manufacturer and issues with metering are currently being experienced. Replacement will be based on zones throughout the City. FY 2021 Zone Specified at a Later Date FY 2022 Zone Specified at a Later Date FY 2023 Zone Specified at a Later Date FY 2024 Zone Specified at a Later Date FY 2025 Zone Specified at a Later Date BUDGETED EXPENDITURE SCHEDULE FY FY FY FY FY Five Year Total Project Elements: 2021 2022 2023 2024 2025 Total Project Improvements 250,000 750,000 500,000 500,000 500,000 2,500,000 Furniture/Fixture/Equip. - - - - - - Operational Impact - - - - - - Total Expenditures 250,000 750,000 500,000 500,000 500,000 2,500,000 2,500,000 Expenses From Prior Year(s): $0 Funded from Prior Yr. Revenue: $0 Prior Year Activity on Project: FY 2020 N/A FY 2019 N/A FY 2018 N/A FY 2017 N/A FY 2016 N/A FY FY FY FY FY Five Year Total Revenue Funding Summary: 2021 2022 2023 2024 2025 Total Revenue City Funding 250,000 750,000 500,000 500,000 500,000 2,500,000 Grant Funding - - - - - - Debt Financing - - - - - - Other Outside Funding - - - - - - Revenue Enhancements - - - - - - Total Revenue Funding: 250,000 750,000 500,000 500,000 500,000 2,500,000 2,500,000 Strategy #1: Economic Diversification & Resiliency Insert Picture Here 190 189 City of Fort Walton Beach, Florida FY 2021 - 2025 Budget Capital Improvement Program (CIP) (For Projects/Equipment Costing Over $25,000 and Estimated Useful Life of Ten Years or Greater) Priority No. 3 Project Title: Sewer System Lining and Grouting Responsible Department: Utility Services Neighborhood/Loc Citywide Responsible Division: Sewer Collection & Treatment Project Manager: Daniel Payne Project Category: Infrastructure Project Type: Multi-Year Project Number: 5032 Estimated Useful Life (years): 25 Criteria Type: Improve Existing Svs/Infrastructure Projected Date of Completion: 09/30/21 Project Description/Justification: The City has 110 miles of sewer lines, with a majority of the lines consisting of clay pipe. Clay and unlined cast iron pipe are susceptible to root intrusion, offset joints and cracking due to the brittleness of the material. These problems allow a significant amount of inflow and infiltration and debris into the wastewater system, which can eventually result in stop-ups and possible sanitary sewer overflows. Prior to performing the rehabilitation, mains and manholes are inspected via closed-circuit television and monitored for leaks and other problems. The rehabilitation techniques include cured-in-place pipe lining, epoxy- or urethane-based manhole lining, and chemical root treatment. FY 2021 Segments to be determined based on video inspections and lift station data FY 2022 Segments to be determined based on video inspections and lift station data FY 2023 Segments to be determined based on video inspections and lift station data FY 2024 Segments to be determined based on video inspections and lift station data FY 2025 Segments to be determined based on video inspections and lift station data BUDGETED EXPENDITURE SCHEDULE FY FY FY FY FY Five Year Total Project Elements: 2021 2022 2023 2024 2025 Total Project Improvements 30,000 30,000 30,000 30,000 30,000 150,000 Furniture/Fixture/Equip. - - - - - - Operational Impact - Total Expenditures 30,000 30,000 30,000 30,000 30,000 150,000 1,571,003 Expenses From Prior Year(s): $1,421,003 Funded from Prior Yr. Revenue: $1,421,003 Prior Year Activity on Project: FY 2020 Lining and Grouting of Eglin Parkway SE from 4th Street SE to 3rd Street SE FY 2019 Sewer System Lining and Grouting FY 2018 Sewer System Lining and Grouting FY 2017 Sewer System Lining and Grouting FY 2016 Sewer System Lining and Grouting FY FY FY FY FY Five Year Total Revenue Funding Summary: 2021 2022 2023 2024 2025 Total Revenue City Funding 30,000 30,000 30,000 30,000 30,000 150,000 Grant Funding - - - - - Debt Financing - - - - - - Other Outside Funding - - - - - - Revenue Enhancements - - - Total Revenue Funding: 30,000 30,000 30,000 30,000 30,000 150,000 1,571,003 Strategy #1: Safe and Livable Community for Citizens Insert Picture Here 191 190 City of Fort Walton Beach, Florida FY 2021 - 2025 Budget Capital Improvement Program (CIP) (For Projects/Equipment Costing Over $25,000 and Estimated Useful Life of Ten Years or Greater) Priority No. 1 Project Title: Liza Jackson Water Quality Improvements Responsible Department: Utility Services Neighborhood/Loc Citywide Responsible Division: Stormwater Project Manager: Daniel Payne Project Category: Infrastructure Project Type: Multi-Year Project Number: 5019 Estimated Useful Life (years): 25 Criteria Type: Improve Existing Svs/Infrastructure Projected Date of Completion: 09/30/21 Project Description/Justification: This program involves a water quality initive to improve Choctawhatchee Bay. The addition of oyster reefs, living shoreline and other material waterward. The captial schedule includes partnerships with the Choctawhatchee Basin Alliance (CBA) and Choctawhatchee Bay Estuary Program (CBEP). FY 2021 Oyster Reef Living Shoreline in Liza Jackson Park FY 2022 Oyster Reef Living Shoreline in Sound Park FY 2023 TBD FY 2024 TBD FY 2025 TBD BUDGETED EXPENDITURE SCHEDULE FY FY FY FY FY Five Year Total Project Elements: 2021 2022 2023 2024 2025 Total Project Improvements 25,000 25,000 50,000 Furniture/Fixture/Equip. - - - - - - Operational Impact - - - - - - Total Expenditures 25,000 25,000 - - - 50,000 353,812 Expenses From Prior Year(s): $303,812 Funded from Prior Yr. Revenue: Prior Year Activity on Project: FY 2020 FY 2019 FY 2018 FY 2017 FY 2016 FY FY FY FY FY Five Year Total Revenue Funding Summary: 2021 2022 2023 2024 2025 Total Revenue City Funding 25,000 25,000 50,000 Grant Funding - - - - - Debt Financing - - - - - - Other Outside Funding - - - - - - Revenue Enhancements - - - Total Revenue Funding: 25,000 25,000 - - - 50,000 50,000 Strategy #1: Economic Diversification & Resiliency Insert Picture Here 192 191 Statistical Information HISTORY & PROFILE The City of Fort Walton Beach, Florida prides itself on being a small, family-oriented seaside community boasting a downtown area that was home to a significant prehistoric Native American community on the Gulf Coast of Northwest Florida. Situated at the junction of two major highways - US 98 (Miracle Strip Parkway) and SR 85 (Eglin Parkway) - Fort Walton Beach enjoys the benefits of its crossroads location along the coastal portion of the Northwest Florida regional transportation network. The City offers a full-service government providing police and fire protection; cultural and recreational activities including parks, a library, a museum, and two championship golf courses; planning and zoning; public works such as street, sidewalk, right-of-way, and cemetery maintenance; utilities service including water, sewer, and storm water; and garbage and recycling collection to a coastal community of 20,869 full-time residents. The City has an exciting and romantic history. As early as 600 B.C., Indian tribes were attracted to Fort Walton Beach from the Mississippi and Tennessee River Valleys and the Southeast Georgia coast. The beginning for the City occurred following the War Between the States when Alabama war veteran John Brooks selected a site of 111 acres where he built a three-room cabin in 1867. Other settlers soon followed. By 1884, the population of the area required establishment of a small schoolhouse. In 1902, the first hotel, Brooks House, was built along the sound and shortly thereafter the first post office was built in 1906. The Montgomery, Alabama, Maxwell Field military base developed an airfield in Fort Walton in 1933 on 137 acres of land and used it as a bombing and gunnery range. The most significant factor in the City's growth was the creation and later expansion, of that airfield, which is now Eglin Air Force Base (the largest military installation in the world) in 1937, the year the City Charter was adopted. Originally chartered as a municipality under the laws of the State of Florida, actual formation of the City was in 1941 when the Florida legislature First Schoolhouse officially named it the Town of Fort Walton. In 1953, the Florida Legislature granted the City a new charter at which time the name was changed to Fort Walton Beach. The name Walton originates from Colonel George Walton, who was Secretary of the East-West Florida Territory in 1822-26 and son of George Walton, signer of the Declaration of Independence and Governor of Georgia. The presence of the military base provided the key economic stimulus for the City's early growth, supplemented by the attractiveness of the location. The City enjoyed a substantial population and economic boom from the 1950's through the end of the 1970's. Subsequently, things started to slow down. The military base became less important to the City's economy than the growing tourism industry. In the late 1960’s and early 1970’s Fort Walton Beach began to experience a decline in economic prosperity, some of which can be attributed to the utility and transportation infrastructure getting older and commercial and residential structures becoming deteriorated. New development began to take place in the surrounding communities. The City, having nearly run out of developable land, started to focus attention on finding ways to induce private enterprise investment in the City and thus capturing a greater share of the local and regional market. The City’s premier gathering place along the Santa Rosa Sound has been the Fort Walton Landing Park since its purchase in 1986. Building upon that with the complete reconstruction of Brooks Street, including the Brooks Bridge Park in 2013, the City’s downtown waterfront was opened up to an extent never before realized and spurred economic growth downtown. Outside of downtown, the City completed construction of a new recreational complex, which has added to the attraction of the City. Downtown Redevelopment: Brooks Bridge Park Recreation Complex – opened Summer 2015 City of Fort Walton Beach, FL 193 Statistical Information DATE OF INCORPORATION: June 16, 1941 FORM OF GOVERNMENT: Council & Manager PAVED STREETS: 93.12 miles GEOGRAPHIC AREA: 7.60 square miles SIDEWALKS: 63.67 miles TAXABLE ASSESSED VALUE: $1,533,134,670 WATER & SEWER LINES: 282.82 miles CITY MILLAGE RATE: 5.3293 STORM DRAIN: 43.18 miles POPULATION: 22,740 POLICE STATIONS: 1 FIRE STATIONS: 2 EMPLOYEES: 351 positions, 312.64 FTE’s LIBRARIES: 1 MUSEUMS: 4 SWORN POLICE OFFICERS: 52 18-HOLE GOLF COURSES: 2 FIREFIGHTING PERSONNEL: 44 ACRES OF PARKS: 206 CITY NEIGHBORHOODS (un-shaded portions are not in the City limits) City of Fort Walton Beach, FL 194 Statistical Information BEAL PARKWAY CHARACTERISTICS: Mostly Residential, CRA District BOUNDARIES: The Beal Parkway Neighborhood includes much of the City’s central core. It includes all lands between Eglin Parkway and Beal Parkway north of Second Street and north of First Street west of Harbeson Avenue. It extends north to Hughes Street and also includes the properties that lie between Robinwood Drive and Beal Parkway and between First Street and Hollywood Boulevard. All parts of the Kelly Subdivision and First Addition to Kelly Subdivision in the area of Comet Street are also included. ATTRIBUTES AND QUALITIES: The Beal Parkway Neighborhood is home to the City's new Public Safety Complex housing police and fire services. The neighborhood includes most of the City's areas in need of code enforcement and rehabilitation activities. The area has one of the highest crime rates in the City. Not surprisingly, the City has targeted funds into this area from the HUD Community Development Block Grant (CDBG) program. Through diligent code enforcement and crime prevention activities, which are presently centered in the Police Department’s Community Policing Program, much progress has been made to improve conditions in this neighborhood. However, there are still many improvements needed. To meet those needs, the City’s Redevelopment Area was expanded to include this area in order to provide additional funding sources to remedy the blight in this area. Substantial land use changes encouraging mixed-uses and de-emphasizing heavy commercial activities will encourage expenditure of private capital in this area. New development is needed to infill parcels which developers have ignored due to lack of infrastructure, which is available in the newer neighborhoods of the City. EAST MIRACLE STRIP CHARACTERISTICS: Primarily Commercial, CRA District, Waterfront BOUNDARIES: The East Miracle Strip Neighborhood lies entirely within the Community Redevelopment Area. The boundaries are Elm Avenue extended to Choctawhatchee Bay to the east; Choctawhatchee Bay to the south; the common property line between the St. Simon’s Episcopal Church/The Boat Marina on south side of US 98 and Beal Parkway on the north side of US 98 to the west; and to the north following First Street from Beal Parkway east to Harbeson Avenue then Second Street and then east to Chicago Avenue. ATTRIBUTES AND QUALITIES: The East Miracle Strip Neighborhood is the former MainStreet area, also referred to as Downtown. This area encompasses the oldest areas of the City and, not surprisingly, is the location of most of the City’s historic structures and sites. Land use is primarily business, which caters to both the local population and the needs of tourists which cannot be met on Okaloosa Island. US 98 and Eglin Parkway (SR85) merge in this area often forming a traffic bottleneck at the foot of Brooks Bridge. The area is central to the redevelopment planning of the CRA and is seeing an upsurge in interest in the redevelopment of prime waterfront properties currently underdeveloped with older single family residences (many locally historic). National historic treasures located here include the Gulfview Hotel site and the Indian Temple Mound. This area includes most of the area forming the designated “Main Street” Program by the Florida Department of State in 1997. The City's museum and new library are also located in this neighborhood. ELLIOTT'S POINT CHARACTERISTICS: Residential, Waterfront BOUNDARIES: The Elliott's Point Neighborhood refers to the southeastern portion of the City. While Elliott’s Point Subdivision and subsequent additions to the original subdivision include lands north and south of Hollywood Boulevard east of Ferry Road, the neighborhood known as Elliott’s Point is that area south of Hollywood Boulevard and east of Chicago Avenue. The eastern and southern boundaries are Choctawhatchee Bay. ATTRIBUTES AND QUALITIES: The Elliott's Point Neighborhood is almost entirely comprised of residential land use. The waterfront properties are all single family residential as are the more eastern inland properties. The western properties are mostly multi- family residentially, although much of the Ocean City Subdivision portion of the neighborhood still exists as single family residential land use. Many of the city’s older homes and most prestigious newer homes are co-located in this neighborhood which is characterized by its Spanish moss-laden Oak trees which canopy the many streets. Unfortunately, many of the older frame vernacular homes are being razed for development of more modern homes rather than restored or improved, although some are receiving additions and a new coat of paint. There are no public schools located within this neighborhood that form a central public place, but there are several churches that serve as neighborhood gathering places. The neighborhood also features public parks like Villa Russ Park, which is surrounded by homes and is concealed from casual notice by passersby. Waterfront access is available at Hood Avenue, the end of Hollywood Boulevard, at Shore Drive east of Bay Drive, at the south end of Bay Drive and at Walkedge Drive where there is also a small boat ramp facility. FERRY PARK CHARACTERISTICS: Residential, Waterfront BOUNDARIES: The Ferry Park Neighborhood is located in the northeast corner of the main portion of the City. The boundaries are Cinco Bayou to the north; Choctawhatchee Bay to the east; Hollywood Boulevard to the south; and Vine Avenue, Buck Drive, Uptown Station, and the Town of Cinco Bayou to the west. ATTRIBUTES AND QUALITIES: The Ferry Park Neighborhood is comprised almost entirely of single-family residential homes from City of Fort Walton Beach, FL 195 Statistical Information the most prestigious to more modest dwellings. Everyone knows the prestigious names Sudduth Circle, Yacht Club Drive and Bay Drive. Unfortunately, the neighborhood includes several properties that are constantly on the list of code enforcement violations, properties that have not been properly maintained and therefore devalue the other well-maintained homes. This neighborhood surrounds the City’s Ferry Park/Docie Bass Recreation Center/Elliotts Point Elementary School Complex located at the intersection of Hughes Street with Ferry Road. Other prominent features include Goodthing Lake, formerly Lake Earl, a brackish body of water with a precarious outlet to Choctawhatchee Bay. Land uses also include a few residence-offices along Buck, Staff and Hospital Drives as well as the former hospital site, now an adult congregate living facility (ACLF) and the County Health Department Offices. There is also a small amount of neighborhood convenience commercial uses along Hollywood Boulevard in the southwestern corner of the neighborhood. At the end of Ferry Drive is the well-known Fort Walton Yacht Club, a private yacht club. GARNIER'S BEACH CHARACTERISTICS: Residential, Waterfront BOUNDARIES: The Garnier's Beach Neighborhood is somewhat isolated from the rest of the City. It lies between the unincorporated area of Okaloosa County known as Ocean City and Cinco Bayou (water body). The boundaries of this neighborhood are at South Street on the north, Choctawhatchee Bay on the east, Cinco Bayou on the South, and Cinco Bayou and Eglin Parkway on the west. The Town of Cinco Bayou lies immediately south of this neighborhood at the foot of the Cinco Bayou Bridge where Eglin Parkway crosses Cinco Bayou. ATTRIBUTES AND QUALITIES: The Garniers Beach Neighborhood is almost entirely comprised of the subdivision named Garniers Beach, which was platted in 1949-50 and is one of the oldest areas of the City. The residential area is small in size, just 247 houses. This neighborhood also includes a waterfront city park, Garniers Beach Park. Commercial uses include a house converted to an insurance office at the southeast corner of South Street and Eglin Parkway; a restaurant located at the southwest corner of Eglin Parkway and South Street; and Mariner Plaza Shopping Center. The neighborhood’s location makes it a wonderful hideaway from the hustle and bustle along Eglin Parkway. The area is similar to Bay Drive/Brooks Street in Elliott's Point in that it has large trees forming a canopy along most of its streets. While most of the homes are modest in size there has been a recent trend where homes are being resold, remodeled and enlarged, especially those facing the Bay and Bayou. KENWOOD CHARACTERISTICS: Primarily Residential BOUNDARIES: The Kenwood Neighborhood is bounded on the north by the U.S. Government’s Eglin Air Force Base Reservation; on the east by Chula Vista Bayou and Garnier's Bayou; on the south by Don’s Bayou, Racetrack Road and Bob Sikes Boulevard; and on the west by Denton Boulevard, Hospital Drive and Lewis Turner Boulevard. ATTRIBUTES AND QUALITIES: The Kenwood Neighborhood is one of the most desired residential locations in the City, blending the prestige of a golf course setting with the natural waterfront tranquility of Bass Lake and adjacent bayous. The City bought the land for the golf course from the Federal Government in the 1960’s for the purpose of providing active and passive recreation opportunities and open space. The City built and maintains two quality 18 hole courses, The Pines and The Oaks. The neighborhood is largely residential and is comprised of single family homes and multi-family complexes, Choctawhatchee high school , Pryor middle school, Kenwood elementary school, the City’s Golf Club, Fire Station #2, and Choctaw Plaza. This neighborhood represents the entire area located within the City limits in the area of the Golf Course and is often referred to as the “Golf Course Area”. Over the last few decades hundreds of properties have voluntarily annexed to the City forming the Kenwood Neighborhood as it is now constituted; however, there are substantial areas still located in unincorporated Okaloosa County adjacent to this neighborhood, meaning the problems created by irregular municipal boundaries will persist and the Kenwood Neighborhood will remain a distant mile and one-half from the nearest part of the original City limits. NORTHWEST CHARACTERISTICS: Primarily Residential BOUNDARIES: The Northwest Neighborhood is located in the northwest quadrant of the City. Its boundaries are Beal Parkway NW to the north; the Beal Parkway Neighborhood to the east; Jet Drive, Silva Drive, Willard Road and Holmes Boulevard to the south; and Wright Parkway to the west. ATTRIBUTES AND QUALITIES: The Northwest Neighborhood includes a full range of land use types. Most of the land is comprised of single family residential homes in subdivisions. There are also some multiple family projects primarily located on the fringes of the neighborhood along collector streets such as Wright Parkway and Robinwood Drive, and along Alabama Avenue. Strip commercial development is located along Beal Parkway lying south of its intersection with Yacht Club Drive. Heavy businesses, including moving companies, warehouses and automotive repair and servicing are located along Industrial Street and Hollywood Boulevard in the southeastern portion of the neighborhood. Silver Sands Elementary School is located in the Northwest Neighborhood. The neighborhood is well provided with recreation facilities such as Jet Stadium, Jet Drive Park, a neighborhood park which has active recreation facilities, and Memorial Drive Park which provides passive recreation opportunities. Three other parks provide 12.6 acres of additional open space, although they have not been developed. The Northwest Neighborhood also includes the City-owned Beal Memorial Cemetery and the U.S. Postal Service Office. The diversity of land use types has created some land use conflicts between single family residential areas and more intense commercial/industrial zoning and land use. The Northwest Neighborhood does contain some of the more desirable inland areas to reside in, such as Bayou Woods and Vesta Heights Subdivisions. It also contains some of the City of Fort Walton Beach, FL 196 Statistical Information areas which require attention by the City to see that properties are properly maintained. OAKLAND CHARACTERISTICS: Residential BOUNDARIES: The Oakland Neighborhood is bounded by Northwest Neighborhood to the east, Hollywood Boulevard and the City of Mary Esther to the south, the City of Mary Esther and Mary Esther Cutoff to the west, and Mary Esther Cutoff to the north. ATTRIBUTES AND QUALITIES: The Oakland Neighborhood’s predominant land use is detached single family residential homes in platted subdivisions. This neighborhood also has a number of multiple family projects, primarily zero-lot line and townhomes. Strip commercial development is located along Mary Esther Cutoff and that portion of Beal Parkway lying south of its intersection with Yacht Club Drive. Businesses, such as warehouses and automotive repair and servicing are located along Hollywood Boulevard in the eastern portion of the neighborhood. There is a small convenience commercial area along Wright Parkway north of Hollywood. Bruner Middle School is the only school located in this neighborhood. The neighborhood is well provided with recreation facilities such as Fred Hedrick Community Center, the Municipal Tennis Center and Oakland Heights School Athletic Fields. Cecelia Park is a mini-park that provides passive recreation opportunities. The Oakland Neighborhood also includes the City’s Public Works Maintenance Yard located on Hollywood Boulevard between Jet Drive and Memorial Parkway and Liza Jackson Charter School. SEABREEZE CHARACTERISTICS: Mixed Zoning, Waterfront BOUNDARIES: The Seabreeze Neighborhood extends from Hollywood Boulevard on the north, Bass Avenue and Robinwood Drive to the east, Santa Rosa Sound on the south, and the City of Mary Esther on the west. ATTRIBUTES AND QUALITIES: The Seabreeze Neighborhood is one of the most diverse neighborhoods relative to land use, including single family residential in the Santa Rosa Park, Seabreeze and Santasia Park Subdivisions, multiple family residential in the Fountainhead and Jackson Trail Apartment Complexes, professional offices in complexes like Paradise Village, highway commercial uses like the restaurants, hotel/motels and new car dealerships, light industrial uses like the United Parcel Service and Keego Brick; and utilities like Gulf Power Company. There is an abundance of public and quasi-public land uses such as schools (Edwins Elementary and Fort Walton Beach High) and churches (St. Mary’s Catholic, First Church of Christian Science, Holy Trinity Lutheran Church, Nazarene Church, and the Seventh Day Adventists). St. Mary’s also has a parochial school for First through Eighth grades. Public parks include Liza Jackson Park and the Memorial Park/Senior Citizens Center. SOUTH BAYOU CHARACTERISTICS: Residential, Waterfront BOUNDARIES: The South Bayou Neighborhood's southern boundary is the major arterial road Beal Parkway NW. The eastern boundary is where the City limits abut those of the Town of Cinco Bayou. To the west lies unincorporated Okaloosa County near where Mary Esther Cutoff (SR 393) intersects Beal Parkway. ATTRIBUTES AND QUALITIES: The South Bayou Neighborhood is one of the most prestigious in the City. Many fine homes are located along the waterfront on large lots at the end of the numerous cul-de-sacs. Most of the streets begin at Beal Parkway and wind toward the waterfront. This area also has a nice tree canopy along many of the streets. There are several passive parks located throughout the neighborhood, Briarwood Park, Mimosa Park and Ewing Park. The neighborhood is almost entirely composed of single family detached residential subdivisions. The lone exception is a small commercial area located at Howell Drive/Beal Parkway comprising an office for a cellular phone company and a medical office. W.E. COMBS CHARACTERISTICS: Primarily Commercial BOUNDARIES: The Combs-New Heights Neighborhood is comprised largely of the City’s Commerce and Technology Park. It is bounded on the north by unincorporated Okaloosa County, on the east by the Sylvania Heights area of Okaloosa County and Mary Esther Cut-Off, on the south by the City of Mary Esther and to the west by Hurlburt Field, which is part of the Eglin Air Force Base Complex. ATTRIBUTES AND QUALITIES: The Combs-New Heights Neighborhood includes Combs-New Heights elementary school, which gives the neighborhood its name, and dates to the 1950’s and 1960’s when most of the residential areas were platted. These subdivisions were annexed to the City by special election for large areas and by individual voluntary requests during the early 1960’s. The residential area is a quiet area which lies between Gap Creek and Lovejoy Road and until the early 1990’s had no sanitary sewer or paved roads. The residential area’s proximity to the industrial and heavy business area to the south and west as well as the very rundown unincorporated area, Sylvania Heights, located to the east, provides a myriad of incompatible land uses. Hurlburt Arms, a multifamily subdivision/apartment complex, is an enclave that lies between Mary Esther on the south, east and west, and the City’s Industrial Park on its north, near Anchors Street. A large portion of this neighborhood is industrial, warehousing and wholesaling enterprises, which were developed on land owned and strictly controlled by the City from the1960’s until 1994. Most of the industrially zoned lands are developed although there are still several tracts that have never been sold. City of Fort Walton Beach, FL 197 Statistical Information LOCATION Jacksonville Fort Walton Beach Tallahassee Orlando Tampa Miami WEATHER Summer Temp. 83°F Winter Temp. 61°F Annual Rainfall 62” LOCAL AREA ECONOMY Top 10 Employers Employer Product/Service Employees * USAF – Eglin Air Force Development Test Center 17,040 ** USAF – Hurlburt Air Force Special Ops Command 12,957 Okaloosa County School District Education Services 3,449 Fort Walton Beach Medical Center Medical Services 1,429 Walmart (combined) Consumer Services 1,400 Publix Retail Services 972 Okaloosa County*** Local Government Services 936 Lockheed Martin Defense Contractor 875 Northwest Florida State College Education 734 Reliance Test & Technology Education 697 *Includes military, civilian, and contractor personnel **Includes military and civilian personnel ***Includes County Commission, Clerk of Court, Property Appraiser, Sheriff, Supervisor of Elections, and Tax Collector Non-Agricultural Employment by Industry Leisure & Hospitality, 11.8% Other Services, 7.3% Government, 2.1% Education & Health Services, 10.7% Mining, Logging, & Construction, 0.3% Construction, 12.3% Manufacturing, 2.3% Professional & Business Services, 21.1% Trade, Transportation, & Utilities, 17.9% Financial Activities, 11.9% Information, 1.1% City of Fort Walton Beach, FL 198  Statistical Information DEMOGRAPHICS FWB Population by Race FWB Age Distribution 100% Two or More Races 6000 90% Native Hawaiian or Pacific Islander 5000 American Indian or Alaka 80% Native Asian 70% 4000 Hispanic or Latino 60% People Black 3000 50% White 40% 2000 30% 1000 20% 10% 0 Under 5 5-17 18-24 25-34 35-54 55-64 65+ 0% FWB Population Housing Units 24000 22000 20000 18000 16000 14000 Owner Occupied, People 11496, 50% Renter Occupied, 12000 9444, 41% 10000 8000 6000 4000 Vacant, 2000 2219, 9% 0 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 Median Income by Florida County (in thousands) $75 $60 $45 $30 $15 $0 St.Lucie Miami-Dade Osceola Suwannee Dixie St.Johns Franklin DeSoto Highlands Levy Putnam Hamilton Glades Jackson Bradford Holmes Calhoun Hendry Union Citrus Jefferson Washington Gilchrist Lafayette Gadsden Madison Okeechobee Columbia Taylor Gulf Hardee Hernado Marion Polk Liberty Lee Charlotte Santa Rosa Lake Sumter Martin Flagler Volusia Alachua Baker Nassau Pinellas Broward Brevard Hillsborough Clay Leon Bay Duval Sarasota Collier Monroe Orange Palm Beach Seminole Okaloosa Manatee Indian River Walton Escambia Wakulla Pasco City of Fort Walton Beach, FL 199 Statistical Information PROPERTY TAXES Taxable Assessed Value Comparison (in millions) $6,000 $5,000 $4,000 $3,000 $2,000 $1,000 $0 Cinco Bayou Crestview Destin Fort Walton Laurel Hill Mary Esther Niceville Shalimar Valparaiso Beach 2016 2017 2018 2019 2020 Property Tax Burden Comparison for Okaloosa County’s Residents Total Ad Valorem Municipality Millage Taxable Value Population per Capita Laurel Hill 13.5695 $17.4M 609 $592 Valparaiso 15.0935 $234.2M 5,195 $751 Crestview 17.0161 $1110.0M 24,664 $632 Mary Esther 15.0956 $286.6M 4,370 $1,030 Niceville 13.7695 $1105.6M 15,579 $1,141 Fort Walton Beach 15.3988 $1353.4M 22,740 $960 Shalimar 14.8195 $99.1M 824 $1,673 Cinco Bayou 15.8195 $52.7M 438 $1,605 Destin 12.6845 $5036.3M 14,077 $4,361 Okaloosa County* 10.3685 $17453.6M 202,970 $1,201 *Multiple fire districts serve the unincorporated areas, with varying millage rates Fort Walton Beach is the only full-service city, providing police, fire, water & sewer, garbage, and stormwater services along with recreational programs, senior center, library, museums, and two 18-hole golf courses. Top 10 Fort Walton Beach Taxpayers – 2019 City of Fort Walton Beach, FL 200 Statistical Information Water & Wastewater Rates Effective October 1, 2020 (1,2) Residential Commercial Monthly Water Rates (3) (3) Inside Outside Inside Outside (4) Lifeline Rate $11.49 $14.01 $11.49 $14.01 Res. 2020-20 09/23/20 Monthly Base Charge, Meter Size: 3/4" $11.49 $14.36 $11.49 $14.36 Res. 2020-20 09/23/20 1.0" $11.49 $14.36 $11.49 $14.36 Res. 2020-20 09/23/20 1.5" $15.61 $19.51 $15.61 $19.51 Res. 2020-20 09/23/20 2.0" $26.54 $33.18 $26.54 $33.18 Res. 2020-20 09/23/20 3.0" $40.44 $50.55 $40.44 $50.55 Res. 2020-20 09/23/20 4.0" $50.53 $63.16 $50.53 $63.16 Res. 2020-20 09/23/20 6.0" $80.39 $100.49 $80.39 $100.49 Res. 2020-20 09/23/20 8.0" & 10.0" $120.48 $150.60 $120.48 $150.60 Res. 2020-20 09/23/20 Multi-Residential / Multi-Commercial, $8.51 $10.64 $8.51 $10.64 Res. 2020-20 09/23/20 Additional per Unit Gallonage Rate-per 1,000 gallons per unit (3) Inside Outside Block 1 (0-2,000) Included in Monthly Base Charge Res. 2020-20 09/23/20 Block 2 (2,001 - 4,000) $3.42 $4.28 Res. 2020-20 09/23/20 Block 3 (4,001 - 8,000) $4.19 $5.24 Res. 2020-20 09/23/20 Block 4 (8,001 +) $6.28 $7.85 Res. 2020-20 09/23/20 (2) Monthly Wastewater Rates Residential Commercial (4) Lifeline Rate $25.18 $30.23 Res. 2020-20 09/23/20 + Diminishing Charge $ 0.00 $0.00 Res. 2020-20 09/23/20 (4) Total Lifeline Rate $25.18 $30.23 Res. 2020-20 09/23/20 (4,5) Gallonage Rate-per 1,000 gallons per unit Res. 2020-20 09/23/20 Block 1 (0-2,000) Included in Monthly Base Charge Res. 2020-20 09/23/20 Block 2 (2,001 +)(Residential capped at 16,000) $7.91 $9.50 Res. 2020-20 09/23/20 + Diminishing Charge $0.00 $0.00 Res. 2020-20 09/23/20 Block 2 (2,001 +) $7.91 $9.50 Res. 2020-20 09/23/20 (1) (2) Irrigation customers subject to water rates as outlined herein; Monthly Base Charge is per Unit. Residential Single Family and Commercial count as 1 (3) (4) unit. Multi-Family and Multi-Commercial are billed according to meter size and unit count; Outside City surcharge of 25% for water; Single family (5) residence with less than 2,000 gallons per month; Residential service capped at 16,000 gallons per unit. Diminishing charge is adjusted annually and is used for capital projects in the wasterwater operations. Stormwater Management Fee Effective October 1, 2020 Residential Property (includes all single family $5.00 per month Res 2014-21 10/28/14 and multi-family residential dwelling units) per residential dwelling unit Base ERU = Total impervious surface on property Commercial Property divided by the residential ERU of 3,200 S.F. or one Res 2014-21 10/28/14 (1) ERU, whichever is greater City of Fort Walton Beach, FL 201 Statistical Information Basic Garbage Rates Effective October 1, 2020 Residential: Garbage Tipping* Total One Container $13.10 $7.03 $20.13 Res. 2020-20 09/23/20 Two Containers $26.20 $13.90 $40.10 Res. 2020-20 09/23/20 Residential Dumpsters, Individual meters $13.10 $7.03 $20.13 Res. 2020-20 09/23/20 Commercial: One Container $30.03 $7.86 $37.89 Res. 2020-20 09/23/20 Two Containers $60.06 $15.77 $75.83 Res. 2020-20 09/23/20 Sharing Dumpster (Minimum charge) $30.03 $7.86 $37.89 Res. 2020-20 09/23/20 2 Cubic Yards: 2 Cubic Yards, 2 x week $63.74 $56.73 $120.47 Res. 2020-20 09/23/20 2 Cubic Yards, 3 x week $95.60 $85.00 $180.60 Res. 2020-20 09/23/20 2 Cubic Yards, 4 x week $127.52 $113.21 $240.73 Res. 2020-20 09/23/20 2 Cubic Yards, 5 x week $159.34 $141.52 $300.86 Res. 2020-20 09/23/20 2 Cubic Yards, 6 x week $191.21 $169.79 $361.00 Res. 2020-20 09/23/20 4 Cubic Yards: 4 Cubic Yards, 2 x week $89.99 $113.21 $203.20 Res. 2020-20 09/23/20 4 Cubic Yards, 3 x week $134.98 $169.79 $304.77 Res. 2020-20 09/23/20 4 Cubic Yards, 4 x week $179.97 $226.37 $406.34 Res. 2020-20 09/23/20 4 Cubic Yards, 5 x week $224.96 $282.89 $507.85 Res. 2020-20 09/23/20 4 Cubic Yards, 6 x week $269.96 $339.47 $609.43 Res. 2020-20 09/23/20 6 Cubic Yards: 6 Cubic Yards, 2 x week $118.13 $169.79 $287.92 Res. 2020-20 09/23/20 6 Cubic Yards, 3 x week $177.19 $254.68 $431.87 Res. 2020-20 09/23/20 6 Cubic Yards, 4 x week $236.20 $339.47 $787.25 Res. 2020-20 09/23/20 6 Cubic Yards, 5 x week $295.26 $424.31 $719.57 Res. 2020-20 09/23/20 6 Cubic Yards, 6 x week $354.32 $509.26 $863.58 Res. 2020-20 09/23/20 8 Cubic Yards: 8 Cubic Yards, 2 x week $142.49 $226.37 $368.86 Res. 2020-20 09/23/20 8 Cubic Yards, 3 x week $213.73 $339.47 $553.20 Res. 2020-20 09/23/20 8 Cubic Yards, 4 x week $284.97 $452.63 $737.60 Res. 2020-20 09/23/20 8 Cubic Yards, 5 x week $356.21 $565.79 $922.00 Res. 2020-20 09/23/20 8 Cubic Yards, 6 x week $427.46 $675.89 $1103.35 Res. 2020-20 09/23/20 One time fee to change size of dumpster $25.00 Res. 2020-20 09/23/20 Compactor Commercial Tipping Rate x 3 x Bulk Container(s) Res. 2020-20 09/23/20 *The Tipping Component of Fees will be adjusted based on the City's current contract with Allied Waste. Commercial Recycling Rates 4 Cubic Yards: Garbage Tipping* Total 4 Cubic Yards, 2 x week $112.70 $0.00 $112.70 Res 2012-6 03/27/12 4 Cubic Yards, 3 x week $169.00 $0.00 $169.00 Res 2012-6 03/27/12 4 Cubic Yards, 4 x week $225.35 $0.00 $225.35 Res 2012-6 03/27/12 4 Cubic Yards, 5 x week $281.70 $0.00 $281.70 Res 2012-6 03/27/12 6 Cubic Yards: 6 Cubic Yards, 2 x week $169.00 $0.00 $169.00 Res 2012-6 03/27/12 6 Cubic Yards, 3 x week $253.50 $0.00 $253.50 Res 2012-6 03/27/12 6 Cubic Yards, 4 x week $338.00 $0.00 $338.00 Res 2012-6 03/27/12 6 Cubic Yards, 5 x week $422.50 $0.00 $422.50 Res 2012-6 03/27/12 8 Cubic Yards: 8 Cubic Yards, 2 x week $225.35 $0.00 $225.35 Res 2012-6 03/27/12 8 Cubic Yards, 3 x week $338.00 $0.00 $338.00 Res 2012-6 03/27/12 8 Cubic Yards, 4 x week $450.70 $0.00 $450.70 Res 2012-6 03/27/12 8 Cubic Yards, 5 x week $563.35 $0.00 $563.35 Res 2012-6 03/27/12 Contaminated Load Fee (per dump) - 4 CY $20.00 $32.45 $52.45 Res 2013-2 01/08/13 Contaminated Load Fee (per dump) - 6 CY $20.00 $58.35 $78.35 Res 2013-2 01/08/13 Contaminated Load Fee (per dump) - 8 CY $20.00 $90.70 $110.70 Res 2013-2 01/08/13 City of Fort Walton Beach, FL 202 Statistical Information FIVE-YEAR FINANCIAL FORECASTS General Fund City of Fort Walton Beach, FL 203 Statistical Information City of Fort Walton Beach, FL 204  GLOSSARY OF TERMS ACCRUAL BASIS OF ACCOUNTING A basis of accounting under which the financial effects of transactions, events, and interfund activities are recognized when they occur, regardless of the timing of related cash flows. All proprietary funds use the accrual basis of accounting. AD VALOREM A Latin term meaning “according to value” commonly used when referring to property taxes. ADOPTED BUDGET An annual budget approved by City Council each September detailing the revenues and expenditures of the City for the upcoming fiscal year. ANNUAL BUDGET A budget applicable to a single fiscal year. AMENDED BUDGET A revised version of the adopted budget prepared after the close of each fiscal year to reflect actual revenues and expenditures. AMENDMENT ONE A Florida constitutional amendment approved by voters in 2008 that provides 1) an additional $25,000 homestead exemption, 2) a 10% annual cap for assessed value increases to non-homesteaded properties, 3) a $25,000 exemption for tangible personal property, and 4) portability of accrued “Save Our Homes” benefits. APPROPRIATED BUDGET An expenditure authority created by Ordinance, which is signed into law, and the related estimated revenues. The appropriated budget includes all reserves, transfers, allocations, supplemental appropriations, and other legally authorized legislative and executive changes. APPROPRIATION A legal authorization granted by a legislative body to make expenditures and to incur obligations for specific purposes. APPROPRIATION FROM FUND BALANCE A non-revenue funding source used to bridge the gap between anticipated revenues and expenditures in the adopted budget of governmental, special revenue, and similar funds. APPROPRIATION FROM NET ASSETS A non-revenue funding source used to bridge the gap between anticipated revenues and expenditures in the adopted budget of enterprise funds. ASSESSED VALUE A dollar value of property (land and/or structures) assigned by a public tax assessor for the purposes of taxation. BALANCED BUDGET The total of all available financial resources (either on hand at the beginning of the fiscal year or generated during the fiscal year) equals or exceeds the total of all financial requirements (either planned spending during the year or funds required to be on hand at the end of the fiscal year). The requirement for a balanced budget is established at the fund level and must be met for each individual fund budgeted. This differs from a “structurally balanced budget”, which requires recurring revenues to equal or exceed recurring 205  expenditures. BEAL MEMORIAL CEMETERY PERPETUAL CARE FUND Accounts for funds accumulated to meet the requirements of maintaining the City owned cemetery. BETTERMENT An addition to, or change in, a fixed asset other than maintenance, to prolong its life or increase its efficiency. The cost of the addition or change is added to the book value of the asset. BOND A method of issuing debt for the purpose of raising capital, with a term of more than one year and usually with a fixed interest rate. BUDGET A plan of financial operation embodying an estimate of proposed expenditures for a given period of time and the proposed means of financing them. BUDGET AMENDMENT An increase or decrease in the total adopted budget amount. This must be accomplished by an Ordinance approved by the City Council. BUDGET BASIS All funds are budgeted on a cash basis. However, financial statements reflect modified accrual for governmental funds full accrual for proprietary funds. During the year, the City’s accounting system is maintained on the same basis as the adopted budget, which enables department budgets to be easily monitored through the accounting system. The major difference between the budget and GAAP for governmental funds is that certain expenditures (e.g. compensated absences and depreciation) are not recognized for budgetary purposes, but are recorded in the accounting system at year-end. For enterprise funds, the difference between this budget and GAAP is that debt principal payments and capital outlay (i.e. fixed assets) are budgeted as expenditures for budgetary purposes, but depreciation and compensated absences are shown on the financial statements. Staff believes this provides a better day-to-day financial plan. However, all activity is recorded in the accounting system at year-end in accordance with GAAP. BUDGET RESIDUALS Excess budget funds transferred out of an account by the Finance Department once the budgeted expense has been incurred (e.g. capital purchase, maintenance contract). Reallocation of these funds requires City Manager approval. BUDGET TRANSFER A reallocation of funds among line items, within the same fund, with the approval of the City Manager or designee. CAPITAL EXPENDITURE An expenditure affecting the government’s general fixed assets. Capital expenditures are classified as either a capital outlay or capital improvement program. CAPITAL IMPROVEMENT PROGRAM (CIP) A five-year planning and budgeting tool that identifies the acquisition, construction, replacement, or renovation of facilities and infrastructure with a value greater than $25,000 and a useful life of ten years or more. CIP’s may be recurring (e.g. street resurfacing) or 206  non-recurring (e.g. construction of a new park). CAPITAL OUTLAY Generally, a capital outlay item may be defined as an item valued between $1,000 and $25,000 with a life expectancy of less than 10 years. Capital outlay includes furniture, equipment, and vehicles needed to support the operation of the City’s programs, minor construction projects, landscaping projects, and facility repairs. However, for purposes of budgeting, staff has combined small projects into a CIP when collectively they relate to an overall improvement program or project for a facility or system. For example, the repair of bleachers, batting cages, and lighting at the Softball Complex may be part of a CIP for the renovation of the facility, even though individually the specific items do not meet the CIP threshold. CAPITAL PROJECT There are two types of capital expenditures: infrastructure projects and operating programs. Capital projects are addressed in the CIP and generally include major fixed assets or infrastructure with long-term value, such as buildings, roads, and parks. Capital project costs include all expenditures related to planning, design, equipment, and construction and may involve some form of debt financing. CAPITAL PROJECTS FUND Accounts for the planned capital improvements to municipal facilities and infrastructure construction. CASH BASIS A basis of accounting under which revenues are recognized when cash is received and expenses are recognized when cash is paid. CODE ENFORCEMENT BOARD (CEB) Enforces the provisions of the City code and ordinances (i.e. building maintenance, grass height, signage). The board has the authority to impose administrative fines and other non- criminal penalties. The seven members of the board must be residents of the City of Fort Walton Beach and are appointed to three-year terms. The members are limited to two successive terms. The board meets the second Wednesday of each month at 4 PM in the Council Chambers at City Hall. COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) FUND Accounts for funding from the Federal government to provide services to the citizens with a financial need. These services include providing funding to area non-profit social service organizations, rehabilitating single-family homes, and clearing dilapidated structures. COMMUNITY REDEVELOPMENT AGENCY (CRA) A public organization that works to improve a specific area (called a Community Redevelopment District) in a community through redevelopment and economic investment. The targeted area must meet the state definition of "slum and blight," which includes 14 conditions such as deteriorating buildings, lack of parking and sidewalks, inadequate roadways, faulty lot layout, flooding problems, and outdated building patterns. COMMUNITY REDEVELOPMENT AGENCY (CRA) BOARD Oversees redevelopment projects and recommends infrastructure improvements within the CRA district. The board endeavors to implement specific projects to encourage redevelopment within the CRA district. 207 COMMUNITY REDEVELOPMENT AGENCY (CRA) FUND A “discretely presented component unit” that accounts for the revenues and expenditures associated with the CRA. COMPREHENSIVE ANNUAL FINANCIAL REPORT (CAFR) An audited financial report prepared annually per Florida State Statute 218.32. COMPREHENSIVE LAND DEVELOPMENT PLAN A comprehensive plan which “guides public capital investments, other public fiscal policies, operating policies of the Fort Walton Beach government, and the future use of land in the City” per the Local Government Comprehensive Planning and Land Development Regulation Act (Chapter 163, Florida Statutes). The City’s comprehensive plan may be amended up to twice a year and must be evaluated and updated every five years. The plan must address the following elements: Future Land Use; Traffic Circulation; Sanitary Sewer, Solid Waste, Drainage, Potable Water, and Natural Groundwater; Parks, Recreation, and Open Space; Aquifer Recharge; Capital Improvements; Coastal Management; Conservation; Intergovernmental Coordination; and Housing Element. CONNECTION FEE A fee charged to join or to extend an existing utility system. CONTINGENCIES Funds that do not have an identified purpose and are budgeted for unanticipated or emergency purchases or repairs. The State of Florida allows up to a maximum of 10% of anticipated revenues to be allocated toward contingencies. DEBT CAPACITY The amount of debt that can be repaid in a timely manner without forfeiting financial viability. Includes the determination of the appropriate limit to the amount of long-term debt that can remain outstanding at any point of time, as well as the total amount of debt that can be incurred. DEBT RATIO A financial ratio that indicates the percentage of assets that are financed via debt; the ratio of total debt (current and long-term) and total assets (current, fixed, and other). DEBT SERVICE FUND Accounts for the principle and interest payments of General Fund debt. DEPARTMENT A distinct operating unit within the City, normally contained within one fund, that may or may not be subdivided into divisions. DEPRECIATION A portion of the cost of a fixed asset, other than waste, charged as an expense during a particular period. DISCRETELY PRESENTED COMPONENT UNIT In accordance with GASB 14, the City (primary government) is financially accountable if it appoints a voting majority of the component’s governing board and (1) it is able to impose its will on the organization or (2) there is a potential for the organization to provide specific financial benefit to or impose specific financial burden on the City. In addition, component units can be other organizations for which the nature and significance of their relationship with the primary government are such that exclusion would cause the reporting entity's 208  financial statements to be misleading or incomplete. DIVISION A specialized component of a department. ENTERPRISE FUND Accounts for business-type activities of a government that are financed in whole or part by user fees, such as utilities, mass transit, and airports. EQUITY IN POOLED CASH Each fund’s proportionate share of the City’s investment and checking accounts is called equity in pooled cash. The City commingles each fund’s resources for practical and investment purposes, which is permissible by generally accepted accounting principles. EXPENDITURE A decrease in net financial resources. Expenditures include current operating expenses requiring the present or future use of net current assets, debt service, capital outlays, inter- governmental grants, entitlements, or shared revenues. EXPENSE A use of assets or incurrence of liabilities (or a combination of both) from delivering or producing goods, rendering services, or carrying out other activities that constitute the entity’s ongoing major or central operations. FIDUCIARY FUND Type of fund used to account for assets not available to support the government’s programs that are held in a trustee or agent capacity. Includes private-purpose trust, pension and other employee benefit trust, investment trust, and agency fund types. FISCAL YEAR The City’s budget year, which runs from October 1 to September 30. FORFEITURE An automatic loss of cash or other property as a penalty for not complying with legal provisions and as compensation for the resulting damages or losses. This term should not be confused with confiscation. The latter term designates the actual taking over of the forfeited property by the government. Even after property has been forfeited, it is not considered confiscated until the government claims it. FRANCHISE FEE A fee levied in proportion to gross receipts on business activities of all or designated types of businesses. FULL-TIME EQUIVALENT (FTE) One position funded for a full year. Either one full-time position funded at 40 hours/week for 52 weeks/year or multiple part-time positions whose funding equates to 40 hours/week for 52 weeks/year. FUND A fiscal and accounting entity with a self-balancing set of accounts recording cash and other financial resources, together with all related liabilities and residual equities or balances, and changes therein, which are segregated for the purpose of carrying on specific activities or attaining certain objectives in accordance with special regulations, restrictions, or limitations. FUND BALANCE 209  The difference between current financial assets and liabilities accounted for in a governmental fund; the net available financial resources externally or internally constrained as to use. Might be better described as a measure of liquidity rather than net worth. It attempts to measure how much would be left over at the end of the current fiscal year for the subsequent fiscal year’s budget were the government to budget in accordance with generally accepted accounting principles (GAAP). GASB 34 An accounting standard issued by the Governmental Accounting Standards Board applicable to all state and local governments. Compliance with GASB 34 is necessary in the preparation of financial statements in accordance with Generally Accepted Accounting Principles. GENERAL FUND Accounts for primarily unrestricted resources and those resources not requiring reporting elsewhere. This fund exists from inception of the government throughout the government’s existence. GENERAL OBLIGATION BOND A bond for which payment is pledged based on the full faith and credit of the issuing government. GENERALLY ACCEPTED ACCOUNTING PRINCIPLES (GAAP) A uniform accounting and financial reporting system used by the City to accurately track all government expenditures, revenues, assets, and liabilities. GOVERNMENT FINANCE OFFICERS ASSOCIATION (GFOA) A professional association of state and local finance officers that has served the public finance profession since 1906. GOVERNMENTAL ACCOUNTING STANDARDS BOARD (GASB) An organization that establishes and improves the standards of state and local governmental accounting and financial reporting to produce meaningful information for users of financial reports. GOVERNMENTAL FUND Type of fund through which most governmental functions typically are financed and accounts for taxes, grants, and similar resources. Includes general, special revenue, capital projects, debt service, and permanent fund types. May be referred to as "source and use" funds. IMPACT FEE Imposed on new construction in order to support specific new demands on a given service (i.e. streets, water lines, sewer lines, parks, police, fire). IMPROVEMENT OTHER THAN BUILDING An attachment or annexation to land that is intended to remain attached or annexed, such as sidewalks, trees, drives, tunnels, drains, and sewers. Sidewalks, curbing, sewers and highways are sometimes referred to as betterments, but the term “improvements” is preferred. INVESTMENT Most commonly, securities and real estate held for the production of revenues in the form of interest, dividends, rentals, or lease payments. The term does not include fixed assets used in government operations. 210 LAW ENFORCEMENT TRUST and TRAINING FUNDS (LETFs) The Law Enforcement Trust Fund accounts for funds received from the sale of confiscated property that are used for drug enforcement. The Law Enforcement Training Fund accounts for funds received from court fines that are used for additional Police Department training. LEGAL DEBT LIMIT The State of Florida does not place a legal limit of debt on the municipalities. For general obligation debts greater than one year, the City must conduct a voter referendum process. Special revenue debt is pledged by a specific revenue source and limited by available revenue; therefore it is not subject to voter referendum. LEGISLATIVE COMMITTEE ON INTERGOVERNMENTAL RELATIONS Branch of the Department of Revenue that computes and published estimates for the following state-shared revenue sources: communication services tax, half-cent sales tax, local option fuel tax, and municipal revenue sharing. MACHINERY AND EQUIPMENT Property that does not lose its identity when removed from its location and is not changed materially or consumed immediately (i.e. within one year) by use. MAJOR FUND Any fund constituting 10% or more of the appropriated budget, and typically presented separately on summary charts. METROPOLITAN STATISTICAL AREA (MSA) A core area containing a substantial population nucleus, together with adjacent communities having a high degree of social and economic integration with that core. The Fort Walton Beach MSA includes all of Okaloosa County. MILLAGE RATE A tax rate on property expressed in mills per dollar value of property. One mill equals $1 per $1,000 of assessed taxable property value. MODIFIED ACCRUAL BASIS OF ACCOUNTING A basis of accounting under which revenues are recognized in the accounting period in which they become both available and measurable and expenditures are recognized in the accounting period in which the fund liability is incurred, if measurable, except for unmatured interest on general long-term debt and certain similar accrued obligations, which should be recognized when due. All governmental funds use the modified accrual basis of accounting. MUNICIPAL PLANNING BOARD (MPB) Acts in an advisory capacity to the City Council on rezoning and development regulations, and monitors the implementation of the City's Comprehensive Plan. The seven members serve four-year terms, must be City of Fort Walton Beach residents, and are limited to two successive terms. The board meets the first Thursday of each month at 5 PM in the Council Chambers at City Hall. MUNICIPALITY A political unit, such as a city, town, or village, incorporated for local self-government. NET ASSETS The difference between assets and liabilities accounted for in an enterprise fund. Might be described as a measure of net worth. It attempts to measure how much left over at the end 211  of the current fiscal year for the subsequent fiscal year’s budget were the government to budget in accordance with generally accepted accounting principles (GAAP). NON-MAJOR FUND Any fund constituting less than 10% of the appropriated budget, and typically presented in the aggregate with like funds on summary charts. NON-OPERATING EXPENSE A fund expense not directly related to the fund’s primary activities. NON-OPERATING REVENUE A fund revenue incidental to or a by-product of the fund’s primary activities. NON-RECURRING EXPENSE A one-time expense, such as the purchase of a computer or a piece of equipment. OPERATING BUDGET A plan of current expenditures and the proposed means of financing them. The annual operating budget is the primary means by which most of the financing acquisition, spending, and service delivery activities of a government are controlled. OPERATING TRANSFER An inter-fund transfer other than a residual equity transfer (i.e. a legally authorized transfer from a fund receiving revenue to the fund through which the resources are to be expended). ORDINANCE A formal legislative enactment by the governing body of a municipality. If it is not in conflict with any higher form of law, such as state statute or constitutional provision, it has the full force and effect of law within the boundaries of the municipality to which it applies. Ordinarily, the statutes or charter will specify or imply those legislative actions that must be by ordinance and those that may be by resolution. The difference between an ordinance and a resolution is that the latter requires less legal formality and has a lower legal status. Revenue raising measures, such as the imposition of taxes, special assessments, and service charges, universally require ordinances. PAY AS YOU GO A type of financing whereby current revenues, taxes, and/or grants rather than long term debt are used to pay for capital improvements. PAY AS YOU USE A type of financing whereby long term debt rather than current revenues is used to pay for capital improvements. PERSONAL SERVICES The combination of regular wages, overtime, incentive pay, social security, Medicare, and benefits including deferred compensation, retirement, insurance (dental, health, & life), and worker’s compensation. PLAN FOR NEIGHBORHOOD ACTION (PNA) The action plan developed by each neighborhood in response to the issues and concerns brought forward by that particular neighborhood in the Great Neighborhoods Partnership Program. The PNA’s are then placed in the future land use element of the City’s Comprehensive Plan Directions. PRO FORMA 212  A financial statement for an enterprise fund that illustrates projected cash flows and changes in net assets. Pro forma statements may be used to demonstrate the expected effect of proposed changes to revenues or expenses on the fund’s financial viability. Lenders require such statements to structure or confirm compliance with debt covenants such as debt service reserve coverage and debt to equity ratios. PROPRIETARY FUND Type of fund used to account for a government's ongoing organizations and activities which are similar to those often found in the private sector. Fund types include enterprise and internal service funds. May be referred to as "income-determining" funds. PUBLIC SAFETY The combination of Police and Fire services. RECURRING EXPENSE An expense incurred year after year, such as a maintenance contract for software or equipment. REFUND To pay back or allow credit for an amount due to an over collection or the return of an object sold. RESOLUTION A special or temporary order of a legislative body; an order of a legislative body requiring less legal formality than an ordinance or statute. REVENUE An increase in the net current assets of a fund from sources other than expenditure refunds and residual equity transfers. REVENUE BOND A bond whose principal and interest are payable exclusively from earnings of an enterprise fund. ROLL-BACK RATE The millage rate that will provide the same ad Valorem tax revenue for the taxing authority as was levied during the prior year, exclusive of new construction, additions to structures, deletions, increases in the value of improvements that have undergone a substantial rehabilitation which increased the assessed value of such improvements by at least 100 percent, and property added due to geographic boundary changes. SANITATION ENTERPRISE FUND Accounts for the revenues and expenditures of the City’s solid waste and recycling operations. “SAVE OUR HOMES” A Florida constitutional amendment approved by voters in 1992 that provides a $25,000 exemption and limits the amount a homestead property can increase in value on the tax rolls each year. The law limits value increases to three percent or a figure equal to the Consumer Price Index - whichever is less. SHARED REVENUE Revenue levied by one government but shared on a predetermined basis, often in proportion to the amount collected at the local level, with another government or class of governments. 213 SPECIAL PROJECT CARRY-OVER A project carried forward to the next fiscal year due to incompletion. The project was originally budgeted in the year appropriated, so appropriation is likewise carried forward. SPECIAL REVENUE FUND Accounts for resources restricted by law or contract for specific purposes. The fund exists only for the life of the restriction. STATUTE A written law enacted by a duly organized and constituted legislative body. STORMWATER ENTERPRISE FUND Accounts for the revenues and expenditures of the City’s stormwater operations. STRUCTURALLY BALANCED BUDGET Recurring revenues equal or exceed recurring expenditures. This differs from a “balanced budget”, which allows the use of fund balance in the event expenditures exceed revenues. TAX INCREMENT FINANCING (TIF) Florida law allows the use of tax increment financing (TIF) to fund specific public improvement projects in the CRA area. The TIF is determined by the growth in the assessed value of taxable property in the CRA area from the base year to the current tax year and multiplied by the current tax rate for the City and County. TRUTH IN MILLAGE (TRIM) A uniform method for calculating and reporting ad Valorem tax rates in accordance with Chapter 200 of the Florida State Statutes. UTILITIES ENTERPRISE FUND Accounts for the revenues and expenditures of the City’s water and sewer operations. WORKING CAPITAL The difference between current assets and current liabilities reported in a proprietary fund. This measure indicates relative liquidity. 214  ACRONYMS CAFR – Comprehensive Annual Financial Report CEB – Code Enforcement Board CDBG – Community Development Block Grant CDS – Community Development Services CIP – Capital Improvement Program CRA – Community Redevelopment Agency DOR – Department of Revenue FBC – Florida Building Code FRDAP – Florida Recreation and Development Assistance Program FDEP – Florida Department of Environmental Protection FTE – Full-Time Equivalent GAAP – Generally Accepted Accounting Principles GASB – Governmental Accounting Standards Board GFOA – Government Finance Officer’s Association LCIR – Legislative Committee on Intergovernmental Relations LDC – Land Development Code LETF – Law Enforcement Trust/Training Fund MPB – Municipal Planning Board MSA – Metropolitan Statistical Area NPDES – National Pollutant Discharge Elimination System PNA – Plan for Neighborhood Action SRF – State Revolving Fund TIF – Tax Increment Financing TRIM – Truth In Millage 215 216 217 218 219 220 221 222