Fort Walton Beach — Fiscal Year 2017-18 Adopted Budget

   
  107 Miracle Strip Parkway SW, Fort Walton Beach, FL 32548 850-833-9500   
 Page # City Council, Appointed Officers, & Directors ……………………………………………….. 3 Core Values, Vision, Mission, Strategic Plan…………………………………………………… 4 City Manager’s Budget Message ………………………………………………………………. 7 Budget Overview Fund Structure ……………………………………………………………………………….. 14 Budget Basis & Budget Process ……………………………………………………………... 16 Financial Policies …………………………………………………………………………….. 20 Debt Schedules ………………………………………………………………………………. 27 Summary of Estimated Financial Sources & Uses …………………………………………… 30 Executive Budget Summary ……………………………………………………………………. 32 Summary Budget Information Revenue Discussion……………………………………………………………………………. 40 Expenditure Discussion………………………………………………………………………... 44 Personal Services ……….…………………………………………………………………….. 48 Detail Information by Fund GENERAL FUND Fund Highlights ………………………………………………………………………………. 55 Revenues ……………………………………………………………………………………... 57 0100 City Council ……………………………………………………………………………. 62 0200 City Manager …………………………………………………………………………… 64 0300 Human Resources ……….……………………………………………………………... 66 0310 Risk Management ……………………………………………………………………… 68 0320 Information Technology ……………………………………………………………….. 70 0400 City Clerk ………………………………………………………………………………. 72 0500 Financial Services ……………………………………………………………………… 74 0530 Purchasing ……………………………………………………………………………… 76 0800 Police …………………………………………………………………………………… 78 0900 Fire ……………………………………………………………………………………... 82 1000 Recreation Services …………………………………………………………………….. 86 1010 Parks ……………………………………………………………………………………. 90 1015 Right-of-Way …………………………………………………………………………… 94 1040 Golf Club ……………………………………………………………………………….. 96 1045 Golf Grounds …………………………………………………………………………… 100 1060 Library ………………………………………………………………………………….. 104 1070 Museum ………………………………………………………………………………… 108 1080 Cemetery ……………………………………………………………………………….. 112 1200 Engineering Services …………………………………………………………………… 116 1205 Planning & Zoning ……………………………………………………………………... 120 1217 Code Enforcement ……………………………………………………………………… 122 1220 Fleet ……………………………………………………………………………………. 124 1230 Facilities ………………………………………………………………………………... 126 1240 Streets …………………………………………………………………………………... 130 1500 Non-Departmental ……………………………………………………………………… 133 LAW ENFORCEMENT TRUST FUND ………………………………………………………… 135 LAW ENFORCEMENT TRAINING FUND …………………………………………………….. 138 FLORIDA BUILDING CODE FUND ……………………………………………………………. 140  1  
 ! Page # COMMUNITY DEVELOPMENT BLOCK GRANT FUND ……………………………………. 144 COMMUNITY REDEVELOPMENT AGENCY FUND Fund Highlights ………………………………………………………………………………. 148 Revenues ……………………………………………………………………………………... 149 0800 Police ……………………………………………………………………………………. 150 2000 CRA ………………….…………………………………………………………………. 151 DEBT SERVICE FUND …………………………………………………………………………. 154 BEAL MEMORIAL CEMETERY PERPETUAL CARE FUND ……………………………….. 156 UTILITIES FUND Fund Highlights ………………………………………………………………………………. 158 Revenues ……………………………………………………………………………………... 159 0520 Customer Service ………………………………………………………………………. 160 1300 Utility Services …………………………………………………………………………. 162 1305 GIS……………………………………………………………………………………… 164 1310 Water Operations ………………………………………………………………………. 166 1340 Water Distribution ……………………………………………………………………… 168 1350 Sewer Collection & Treatment …………………………………………………………. 170 1500 Non-Departmental ……………………………………………………………………… 173 SANITATION FUND Fund Highlights ……………………………………………………………………………… . 174 Revenues ……………………………………………………………………………………… 175 1360 Solid Waste ……………………………………………………………………………... 176 1370 Recycling ……………………………………………………………………………….. 178 1500 Non-Departmental ……………………………………………………………………… 180 STORMWATER FUND Fund Highlights ……………………………………………………………………………… 182 Revenues …………………………………………………………………………………….. 183 1380 Stormwater …………………………………………………………………………….. 184 1500 Non-Departmental …………………………………………………………………….. 186 IT Replacement Program ……………………………………………………………………… 187 Fleet Replacement Program …………………………………………………………………… 195 Capital Improvements Program (CIP) CIP Process ………………………………………………………………………………….. 201 Five-Year Funding Schedule ………………………………………………………………… 204 General Fund Projects ……………………………………………………………………….. 206 Utilities Fund Projects ………………………………………………………………………. 214 Stormwater Fund Projects …………………………………………………………………… 218 Statistical Information History & Profile …………………………………………………………………………….. 221 Neighborhood Information ………………………………………………………………….. 222 Location, Employment ………………………………………………..…………………….. 227 Demographics ……………………………………………………………………………….. 228 Property Taxes ………………………………………………………………………………. 229 Select Fee Schedules ………………………………………………………………………… 230 Five Year Financial Forecasts……………………………………………………………….. 232 Glossary of Terms & Acronyms Glossary of Terms ……………………………………………………………………………. 234 Acronyms …………………………………………………………………………………….. 244 Carryovers: Grant and CIP Project Carryovers…………………………………………………………….. 246 Purchase Order Encumbrance Carryovers. .. …………………………………………………...247 Resolution 2017-17 Final Millage Resolution 2017-18 Adopted Budget 2 
   
  

 Left to right (standing): Mike Holmes, John Mead, Nic Allegretto, David Schmidt, and Scott Smith Left to right (seated): Amy Jamieson, Mayor Dick Rynearson, and Diane Keller 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.   ! City Manager – Michael D. Beedie, PE Finance Director – Brandy L. Ferris, CPA, CGFM City Clerk – Kim Barnes Public Works – Tim Bolduc City Attorney – Hayward Dykes, Jr. Utility Services – Daniel Payne, PE Fire Services – Ken Perkins, Chief Human Resources – Tarey Franxman Police Services – Edward Ryan, Chief Recreation & Cultural Services – Jeff Peters 3 
"  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: " The City of Fort Walton Beach: a recognized leader in the provision of Community Services. # To enhance and protect the Community by providing quality services. 4  $ %&  Adopted in March 2017 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. Throughout this document, Strategic Plan Objective have been tied to expense, capital improvement projects, and performance measures – look for the icons below! Objective #1 – Economic Diversification & Resiliency In this period of still fragile economic recovery nationally, the City will seek to diversify its economy so that it is not singularly over-dependent on any one economic driver. Objective #2 – Invest for a Safer City: Improve Public Safety and Reduce Vagrancy This broad Objective is intended to enhance the safety of the City. Some items that are specifically included are developing a specific plan to address vagrancy and chronic homelessness. Objective #3 – Create Broader Redevelopment Areas with Visible Projects Update the Community Redevelopment Agency plan, complete a major redevelopment project, support continued momentum of Downtown resurgence, and evaluate additional redevelopment areas and current boundaries of the District. Objective #4 – Create a Master Plan Review existing plans to identify current master planning elements or components, which will assist in developing a community strategic plan that engages all major institutional stakeholders and neighborhoods, including public facilities. 5 
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     October 1, 2017 Honorable Mayor, City Council Members, and Citizens: It is my pleasure to submit the FY 2017-18 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 quality services in a cost controlled manner, ensuring recurring revenues fund recurring expenses, 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 2017-18 budget of $41,571,702 is $2,943,194, or 7.62% more than the adopted FY 2016- 17 budget due to increased operating expenses, primarily related to pension, throughout the City. Additionally, Ad Valorem revenues are anticipated to increase 4.35% in the General Fund, generating approximately $247K in additional revenue, and 5.19% in the CRA fund, generating an additional $54K. The budget is predicated on maintaining a millage rate of 5.7697 mills. ECONOMIC ENVIRONMENT National economic indicators - somewhat useful for evaluating the local framework within which the City of Fort Walton Beach operates - seem to indicate continued economic recovery that has shown a slight positive growth in each of the past few budget years. Consumer Price Municipal Cost Consumer Confidence Leading Economic Index Index Index Index *Arrow indicates direction of performance during past year; Color denotes if change has a positive (green) or negative (red) impact.* The Consumer Price Index (CPI) – prepared by the US Bureau of Labor Statistics and the most widely used gauge of inflation – is 1.6% higher than a year ago for the Southern Region. The Municipal Cost Index – prepared by American City & County to show the effects of inflation on the cost of providing municipal services – is 1.9% higher than a year ago. The Consumer Confidence Index – prepared by The Conference Board based on a representative sample of U.S. households – is 2.9% higher than a year ago, which is an excellent indicator of the solid economic recovery. The Leading Economic Index – also prepared by The Conference Board and designed to signal turning point patterns in economic data – has remained the same over the past six months. The State of Florida projects an increase for three of four of the City’s revenue sharing funds (local option fuel taxes, municipal revenue sharing and half-cent sales tax), which suggests an uptick in discretionary spending. However, the communication services tax revenues have declined in projections again due to further tax reduction on communication services, including bundling of taxable services. The Okaloosa County Property Appraiser anticipates a 4.51%, or $55M, increase in taxable assessed value for the City, indicating the real estate market is in steady recovery. City of Fort Walton Beach, FL 7 
     TOP BUDGET ISSUES Current Year – FY 2017-18 Prior Year – FY 2016-17 Property Taxes $301,000 Ÿ Property Taxes $197,156 Ÿ Assessed value increase of $55M or 4.51% due to Assessed value increase of $39M or 3.29% due to increasing property values. Millage rate unchanged. increasing property values. Millage rate unchanged. Pension Benefits $1,345,826Ÿ Pension $426,641 Ÿ Increase in Pension Contributions for DB Plans due Increase in Pension Contributions for Defined Benefit to a State Legislative change to mortality tables. Plans Insurance Benefits $140,566 Ÿ Insurance Benefits $256,654 Ÿ 6.82% in overall health, dental, life, and vision 10.1% in overall health, dental, life, and vision insurance. insurance. Property Taxes The City’s 2017 gross taxable property value for operating purposes is $1.280 billion, an increase of $55 million, or 4.51%, from the 2016 final gross taxable property value of $1.224 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. 1,600 8 1,400 7 Ad Valorem Taxes (millions) 1,200 6 Taxable Value (millions) 1,000 5 800 4 600 3 400 2 200 1 - - 2007-08 2008-09 2009-10 2010-11 2011-12 2012-13 2013-14 2014-15 2015-16 2016-17 2017-18 General Fund CRA Fund Tax Revenue Millage As the chart above depicts, the City maintained the millage rate during FY 2008-09 and FY 2009- 10 and reduced personnel and expenses in response to the lower tax revenues as property values began to fall. The millage rate was increased in FY 2010-11 in order to maintain revenues as property values continued to fall. Further staffing and operational cuts were made in FY 2011-12 and FY 2012-13 in order to maintain the millage rate. 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, where the millage remains today. The proposed budget is predicated on maintaining a millage rate of 5.7697 mills, which generates $301K more in property tax revenue than the prior year due to increases in property values. One mill equals $1 per $1,000 of taxable property value. Wage Adjustments On June 30, 2014, upon completion of the Pay & Classification Study, City Council approved a five-year implementation for the new Pay & Classification Plan. The steps for implementing the plan were as follows: City of Fort Walton Beach, FL 8 
     1. Increase each employee’s salary, as applicable, to the minimum of his/her recommended pay grade - if the salary is already within the recommended pay grade, no adjustment will be made. 2. Introduce parity based on the employee’s years of service – each employee would be placed in the proposed pay range based on the following scale (employees who currently fall into the recommended pay range will receive no increase): • Employees employed 0-5 years – 0% • Employees employed 6-10 years – 15% • Employees employed 11-15 years – 30% • Employees employed 16-20 years – 45% • Employees employed greater than 20 years – 60% The financial impact for Year 4 is estimated by to be $209K, which includes a 2.2% Cost of Living Adjustment for all employees, excluding Fire Bargaining Union Members, which have been allocated to each member in accordance with current Collective Bargaining Unit. The total budgetary impact of the Plan is estimated at $1.34M over the five-year implementation period. The financial impact for future years is $286K for Year 5. Pension Defined Benefit Increases 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 contribute 5% of wages and firefighters contribute 8.0% of wages into their respective plans. The City’s annual contribution as a percent of payroll is based on actuarially determined contribution levels. 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. In 2015, the State of Florida mandated that all defined benefit pension plans switch mortality tables, due to the current lifespan of a retiree being longer than in previous years. This mandate had a devastating impact to all three of the City’s plans for FY 2017- 18. The City’s contribution to the General Employees defined benefit plan is budgeted at $1.9M, which is an increase of $721K over the prior year. This plan was closed to new entrants in January 2010, therefore, this increase in contributions that the City is being affected by should decrease over the next few years, given positive investment earnings. The City’s contribution to the Police Officers plan is budgeted at $1.1M and the contribution to the Firefighters plan is budgeted at $1.3M, which is a combined increase of $589K, or 23.9%. 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. The City, who is currently part of an Insurance Pool, experienced a 10.1% increase in the cost of medical insurance for FY 2016-17. This adjustment increased last year’s corresponding expense by $257K. In March 2017, the City issued a Request for Proposals (RFP) for all insurance coverages offered by the City. With the help of this competitive solicitation, the City was able to secure a 7.1% increase in premiums vs. the 10.1% increase from the previous year. The total impact budgeted for City of Fort Walton Beach, FL 9 
     insurance is $2.2M Citywide, an increase of $141K, or 6.82%. 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 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 7-year cycle and the remainder of the fleet on a 10-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. However, due to budget constraints, the City fell behind on scheduled vehicle replacement. Due to aging vehicles and increased maintenance costs, the replacement cycles have been updated and necessary funding has been appropriated in FY 2017-18. Twelve vehicles are scheduled for replacement: seven police patrol cars, totaling $297,000, three trucks/SUVs, totaling $87,725, one solid waste sideloader, totaling $260,000, and one sewer collections vehicle, totaling $57,760. Detailed information on vehicle replacement can be found in the Fleet Replacement Schedule on page 196. Facilities Plan In FY 2014-15, a Facilities Assessment was completed for all City-owned facilities. In the past, the annual budget did not account for the necessary repairs and maintenance to allow for proper upkeep of City facilities. On April 28, 2015, AVCON, Inc. presented the recommendations of the Facilities Assessment to City Council. In the Facilities Assessment, AVCON, Inc. developed a 20-year replacement, repair, and maintenance program. The priorities involved in the Assessment included the following: a. Public Safety Concerns b. Code Compliance c. Replacement Due to Exceeding Service Life d. General Maintenance of Systems The immediate needs for City facilities were laid out, and the proposed FY 2017-18 budget includes funding for the highest priority items, totaling $188K for facility repairs and $203K for HVAC systems and controls. In June 2015, City Council approved the development of a master plan for City facilities. The results of the master plan were presented to the public and City Council on July 11, 2017, during a special meeting. While the master plan focused on all City-owned and operated facilities, the City of Fort Walton Beach, FL 10 
     priority for replacement was quickly determined to be the field office complex, which includes engineering, sanitation, utilities, fleet, and various field operations. The FY 2017-18 budget includes a reserve for the design phase of a new consolidated field office complex at a cost of $865K. As the process moves on, the City will make decisions on whether or not the construction of this consolidate complex is feasible. OTHER ASSUMPTIONS & CHANGES REVENUES (detailed discussion beginning on page 40) 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. Enterprise revenues are based on historical usage and/or number of customers, adjusted for current rates. A new five-year utility rate study, which included stormwater, was approved by City Council and implemented in FY 2014-15. The study determines the required rates to generate sufficient revenue to sustain renewal and replacement reserves and account for debt service requirements and is updated on an annual basis to account for real-time revenues, expenses, and changes within the utility systems. FY 2017-18 will include the implementation of Year 4 of the rate study. 2. Use of reserves – Appropriations from fund balance (governmental funds) or net assets (enterprise funds) are budgeted as follows: a. General Fund - $43,346 from the Harvey Trust for library improvements and purchases, including various books and publications ($35,000) and roof repairs ($8,346); $131,048 from Vehicle Equipment Maintenance Reserve for various replacements; $289,656 from Building Maintenance Reserve for miscellaneous facility repairs; and $447,885 from unassigned fund balance for one-time capital purchases. b. Law Enforcement Trust Fund - $5,000 from unassigned fund balance for operating supplies. The Florida Attorney General has opined that it is not permissible to budget forfeiture revenues, so an appropriation from fund balance is budgeted to record the use of the prior year’ forfeitures for current year activities. c. Beal Memorial Cemetery Fund - $24,850 from Perpetual Care for cemetery improvements and purchases, including the following: fence and plaque replacements ($10,600), Toro Workman ($14,250). EXPENSES (detailed discussion beginning on page 44) 1. Wages have been adjusted as previously discussed. 2. Benefits have been adjusted as follows: a. Medical insurance – health insurance premiums, including medical, dental, vision, and life, increased by 6.82%. b. Employee defined benefit pension – as previously discussed, for a total impact of $4.3M. 3. Computer replacements are budgeted at a total cost of $100K; the FY 2017-18 IT replacement schedule, which details each replacement, can be found beginning on page 188. City of Fort Walton Beach, FL 11 
     4. The following vehicle and equipment replacements and building improvements are budgeted at a total cost of $2.1M. The FY 2017-18 vehicle replacement schedule can be found beginning on page 196. a. General Fund – 7 police patrol cars, 3 trucks/SUVs, 1 solid waste sideloader, 1 sewer collections vehicle; 1 server upgrade (IT); 1 Toro Workman & replacement of fencing at Brooks Cemetery (Cemetery); 1 plotter (GIS); 2 greens mowers, 1 trim mower, 1 tractor, 1 topdresser, & 1 brush chipper (Golf); 2 sheds, 2 box blades, 3 trailers, 1 pro force blower, 3 utility vehicles (Parks); 2 modular playground units for Garnier’s Beach and Briarwood Park (Recreation); furniture (Fire); 2 school zone markers (Streets); 1 truck air compressor & 2 heavy duty jacks (Fleet) b. Utilities Fund – 1 trailer, 1 video system, 1 pipe cutting tool set, 1 riding lawn mower, 1 re-use system flow meter, 1 micro max gas detector, 1 truck with crane, 1 2” mole, & 1 Hypertac well monitoring system c. Sanitation Fund – 1 frontloader d. Stormwater Fund – 1 wellpoint point, 1 portable generator & 1 angle broom attachment 5. The following capital improvement projects (CIPs) are budgeted at a total cost of $449K. More detailed information for CIPs is available beginning on page 202. a. General Fund – street resurfacing, sidewalk construction & Phase II of the Recreation Complex b. Utilities Fund – water line replacement & sewer system rehabilitation c. CRA Fund – Carson Drive streetscape 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 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 efficient and dedicated services of Carol Godwin, Budget & Grants Analyst and Finance Director, Brandy Ferris. 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 12 
     The Government Finance Officers Association of the United States and Canada (GFOA) presented a Distinguished Budget Presentation Award to the City of Fort Walton Beach, Florida for its annual budget for the fiscal year beginning October 1, 2016. In order to receive this award, a governmental unit must publish a budget document that meets program criteria as a policy document, as an operations guide, as a financial plan, and as a communication device. This award is valid for a period of one year only. We believe our current budget continues to conform to program requirements, and we are submitting it to GFOA to determine its eligibility for another award. City of Fort Walton Beach, FL 13 
    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 ƒ Integrity: we will conduct ourselves in an honest, capital improvements program and debt trustworthy, and ethical manner. management information. ƒ Accountability: we will take full responsibility for our actions, resources, and attitudes. Operations Guide – The budget provides direction to departments by identifying the ƒ Teamwork: we will work together to provide quality services. relationships between organizational units and ƒ 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 ƒ 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 through the use of charts and graphs, icons, statistical information, and narrative descriptions. The budget is a financial operational plan estimating expenditures for a given period and the proposed means to finance those objectives. The State of Florida requires municipalities to prepare a balanced budget, whereby sufficient 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 14  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 similar to 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 15  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 ¥ $3.7M Finance ¥ Purchasing ¥ Fleet ¥ Facilities ¥ Public Safety Police ¥ ¥ ¥ ¥ $11.1M Fire ¥ Recreation ¥ Parks ¥ ¥ Recreation Right-of-Way ¥ Operations Services Golf Club ¥ $4.6M Library ¥ Museum ¥ Cemetery ¥ Engineering Svcs ¥ ¥ ¥ Planning/Zoning ¥ Bldg Insp/Permits ¥ Code Enforcement ¥ Public Streets ¥ Works & Customer Service ¥ Utility Services Utility Services ¥ Water Operations ¥ $13.5M Sewer Operations ¥ Water Distribution ¥ 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 City of Fort Walton Beach, FL 16  of financial reporting in accordance with generally accepted accounting principles (GAAP) is not 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 17  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, the City Council, acting as the Legislative Body of Oct 1 Jan the City, holds a Strategic Planning Session. The goals set BUDGET BUDGET MEETING during this meeting, are used by staff to formulate the budget ADOPTION Sep Jun policy items that are presented to City Council in June and then utilized to prepare the Budget. A summary of this Plan can be PUBLIC BUDGET DEPARTMENT MEETINGS found on Page 61 of this document. In addition, the icons used WORKSHOPS Aug BUDGET May/Jun COMMITTEE to illustrate the strategic goals are seen throughout the budget REVIEW Jun/Jul to notate when a strategic objective is being met. A Budget 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-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 18  Community Participation In prior years, the City solicited input annually from its residents and businesses to gauge citizen satisfaction and progress toward improving services. Due to the low response rate, the Public Information Officer is currently working on a year-round online survey to be accessed on the City website. Responses will be presented to City Council and used to ensure resources are allocated to the most highly valued programs and activities. The City’s website and utility bills contain notices regarding the budget process and City Council’s budget meetings. City Council Budget Review BUDGET SCHEDULE The Mayor and City Council are January 2017 Five-Year Financial Forecasts Developed responsible for reviewing the proposed March 2017 Strategic Planning Session with City Council budget to ensure it meets the goals and May 2017 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 prior to the final adoption of the budget. Current Year Accomplishments Budget Year Goals & Objectives Performance Measures In August, a budget meeting is held with the City Council to review and discuss the June 2017 Departmental Budget Reviews proposed budget. The City Manager June 2017 Capital/CIP Ranking Meeting reviews major issues and Department August 1, 2017 City Council Budget Meeting Discussion Budget Issues Directors are present for the discussions Set Proposed Millage Rate for TRIM Notice and study of the proposed budget. The August 22, 2017 City Council Meeting – Review Budget meeting is open to the public and the September 6, 2017 City Council Meeting – Adopt Tentative public is encouraged to attend and Millage Rate and Budget by Resolution participate. September 20, 2017 City Council Meeting – Adopt Final Millage Rate and Budget by Resolution 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. Annual appropriations lapse at fiscal year-end with the exception of encumbrances and appropriations related to multi-year projects and other items identified by City Council to be City of Fort Walton Beach, FL 19  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 manner in which 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- formas 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 both the Utility fund and the Stormwater Fund are adjusted in accordance with the most recent five-year rate study that was approved by City Council in October 2014. This rate study is available to the public on the City’s website. • All other rates are adjusted by 1% - 2% based on historical patterns. • Personal Services in all funds have been adjusted by 2.2%, as provided for in the Pay & Classification Study that was approved by City Council in 2014. • Operating Expenses are adjusted by 2% - 3% based on historical patterns. 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. These forecasts are provided in graphical format on page 230. City of Fort Walton Beach, FL 20  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-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. 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. City of Fort Walton Beach, FL 21  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 measure. 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. Nonspendable (inherently nonspendable) – 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). 2. Restricted (externally enforceable limitations) – resources with limitations imposed by creditors, grantors, laws, regulations, or enabling legislation. City of Fort Walton Beach, FL 22  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. Š 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 $6.7M 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. Š 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 nonspendable, restricted, committed, and assigned fund balances (e.g. surplus). There is currently $3.2M.
  ! " # !$ #


 



           % #& ' " # !( )%**( ##( + ##( 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 new software, which will greatly enhance the transparency of the building and permitting process. City of Fort Walton Beach, FL 23  Changes in Fund Balance - Governmental Funds Variance FY17 to Actual Budget FY18 FY 2016 FY 2017 FY 2018 $ % General Fund $11,969,267 $8,413,906 $10,000,418 $1,586,512 18.9% Law Enf. Trust Fund $229,006 $8,354 $8,354 $0 0.0% Law Enf. Training Fund $877 $486 $486 $0 0.0% FBC Fund $320,784 $183,206 $183,206 $0 0.0% CDBG Fund $11,396 $0 $0 $0 0.0% CRA Fund $1,437,363 $1,762,273 $1,762,273 $0 0.0% Debt Service Fund $21,156 $25,449 $25,449 $0 0.0% Beal Memorial Fund $2,470,005 $2,171,284 $2,148,934 -$22,350 -1.0% * Amounts depicted in chart include total fund balance 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 2014 FY 2015 FY 2016 Utilities Fund 349 381 364 Sanitation Fund 187 236 441 Stormwater Fund 424 622 1823 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 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. Š 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. City of Fort Walton Beach, FL 24  Net Assets Analysis Actual Estimate FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 Utilities Fund 90.7% 74.1% 68.7% 74.8% 170.5% Sanitation Fund 60.8% 61.6% 65.8% 69.1% 65.8% Stormwater Fund 109.3% 152.9% 143.6% 125.7% 106.3% 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. • 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. City of Fort Walton Beach, FL 25  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 with 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. • 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 12.30 and the Utilities Fund is at 2.69. The Sanitation and Stormwater funds are debt-free. Debt Ratio – Indicates the percentage of assets financed via debt, and therefore the financial flexibility of the fund. City of Fort Walton Beach, FL 26  Debt Ratio Analysis Actual Budget FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 General Fund 32.4% 41.4% 46.2% 33.8% 30.0% Utilities Fund 52.4% 54.3% 41.4% 38.9% 36.1% Sanitation Fund 0.0% 0.0% 0.0% 0.0% 0.0% Stormwater Fund 0.0% 0.0% 0.0% 0.0% 0.0% Debt Rating – The City maintains an AA rating with both Standard and Poor’s and Fitch. Principal Interest Total Existing Debt 1,846,847 672,029 2,518,876 New Debt anticipated in FY 2017-18 - - - FY 2017-18 Budget Debt Impact 1,846,847 672,029 2,518,876 Debt Principal and Interest Payments by Fund General Fund Utilities Fund Total Fiscal Yr Principal Interest Principal Interest Principal Interest 2017-18 747,050.33 295,843.47 1,099,796.42 376,185.57 1,846,846.75 672,029.04 2018-19 767,536.39 274,204.21 1,124,793.00 357,452.48 1,892,329.39 631,656.69 2019-20 757,497.40 253,559.71 1,151,037.68 338,244.94 1,908,535.08 591,804.65 2020-21 748,461.10 234,618.26 1,176,535.20 318,531.38 1,924,996.30 553,149.64 2021-22 702,420.43 216,654.29 1,204,290.40 298,338.58 1,906,710.83 514,992.87 2022-23 723,754.48 199,070.14 1,232,308.18 277,605.69 1,956,062.66 476,675.83 2023-24 739,872.41 180,955.83 1,260,593.58 256,330.19 2,000,465.99 437,286.02 2024-25 700,232.00 162,430.20 1,289,151.70 234,509.53 1,989,383.70 396,939.73 2025-26 720,054.00 144,607.58 1,318,987.72 212,141.12 2,039,041.72 356,748.70 2026-27 739,629.00 126,282.86 1,349,106.96 189,193.10 2,088,735.96 315,475.96 2027-28 3,282,127.00 107,460.50 1,380,514.82 165,662.77 4,662,641.82 273,123.27 2028-29 288,365.00 20,271.58 1,413,216.84 141,518.16 1,701,581.84 161,789.74 2029-30 293,998.00 13,639.18 1,445,218.60 116,727.28 1,739,216.60 130,366.46 2030-31 299,010.00 6,877.24 1,479,525.86 91,316.45 1,778,535.86 98,193.69 2031-32 1,513,144.42 65,224.37 1,513,144.42 65,224.37 2032-33 1,549,080.20 38,477.28 1,549,080.20 38,477.28 2033-34 921,339.34 11,013.71 921,339.34 11,013.71 2034-35 467,244.70 2,219.41 467,244.70 2,219.41 11,510,007.54 2,236,475.05 22,375,885.62 3,490,692.01 33,885,893.16 5,727,167.06 City of Fort Walton Beach, FL 27  DEBT SCHEDULES Facility & Infrastructure Debt Service by Fiscal Year Fund 401 Fund 401 Fund 001 Fund 001 2015 2013 2013A GRAND TOTAL SRF Loan Revenue Note Revenue Note Revenue Note Pump Station & Force Utility System Recreation Complex Fiscal Yr Main Improvements Municipal Facilities & Equipment 2017-18 812,081.59 663,900.40 305,087.24 557,524.96 2,338,594.19 2018-19 818,579.88 663,665.60 306,022.48 557,524.68 2,345,792.64 2019-20 825,202.22 664,080.40 306,467.10 557,524.86 2,353,274.58 2020-21 831,950.98 663,115.60 306,422.20 557,525.30 2,359,014.08 2021-22 838,828.58 663,800.40 305,887.02 557,524.70 2,366,040.70 2022-23 845,837.47 664,076.40 309,637.04 557,524.58 2,377,075.49 2023-24 852,980.17 663,943.60 307,637.08 557,525.26 2,382,086.11 2024-25 860,259.23 663,402.00 305,137.44 557,524.76 2,386,323.43 2025-26 867,677.24 663,451.60 307,136.60 557,524.98 2,395,790.42 2026-27 875,236.86 663,063.20 308,387.28 557,524.58 2,404,211.92 2027-28 882,940.79 663,236.80 308,887.50 3,080,700.00 4,935,765.09 2028-29 890,791.80 663,943.20 308,636.58 1,863,371.58 2029-30 898,792.68 663,153.20 307,637.18 1,869,583.06 2030-31 906,946.31 663,896.00 305,887.24 1,876,729.55 2031-32 915,255.59 663,113.20 1,578,368.79 2032-33 923,723.48 663,834.00 1,587,557.48 2033-34 932,353.05 932,353.05 2034-35 469,464.11 469,464.11 Total $ 15,248,902.03 $ 10,617,675.60 $ 4,298,869.98 $ 8,655,948.66 $ 38,821,396.27 Equipment Debt Service by Fiscal Year Citywide Fund 001 Fund 001 Fund 001 2013 2014 2011A 2015 Fiscal Year GRAND TOTAL Capital Lease Interfund Loan Revenue Note Capital Lease Phone System Fire Pumper Fire Ladder Truck Fitness Equipment 2017-18 25,057.68 55,663.00 84,625.16 14,935.76 180,281.60 2018-19 22,969.54 55,663.00 84,625.14 14,935.76 178,193.44 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 $ 48,027.22 $ 389,643.90 $ 317,344.31 $ 36,648.52 $ 791,663.95 City of Fort Walton Beach, FL 28 
29  CITY OF FORT WALTON BEACH, FL Summary of Estimated Financial Sources & Uses - All Funds Major Funds 1 GENERAL FUND UTILITIES FUND SANITATION FUND 2015-16 2016-17 2017-18 2015-16 2016-17 2017-18 2015-16 2016-17 2017-18 Actual Budget Budget Actual Budget Budget Actual Budget Budget Financial Sources Ad Valorem Taxes 5,585,021 5,679,300 5,926,281 - - - - - - Other Taxes 5,338,748 5,254,447 5,595,403 - - - - - - Licenses and Permits 2,226,500 2,099,983 2,328,290 - - - 10,287 10,037 10,037 Intergovernmental Revenue 3,577,318 2,974,634 3,371,007 - - - - - - Charges for Services 2,402,801 2,405,751 2,488,538 10,123,818 10,578,037 10,984,698 3,599,838 3,599,685 3,762,737 Fines and Forfeitures 114,719 109,523 116,653 - - - - - - Interest & Other Revenues 659,427 441,825 648,317 124,409 127,811 154,321 33,587 23,767 31,645 Other Financing Sources - - - - - - - - - 19,904,534 18,965,464 20,474,489 10,248,227 10,705,848 11,139,019 3,643,712 3,633,489 3,804,419 Appropriation from Reserves - 278,981 911,935 - - - - - - $ 19,904,534 $ 19,244,445 $ 21,386,424 $ 10,248,227 $ 10,705,848 $ 11,139,019 $ 3,643,712 $ 3,633,489 $ 3,804,419 Interfund Transfers In 776,210 787,300 905,432 - - - - Total Financial Sources $ 20,680,744 $ 20,031,743 $ 22,291,857 $ 10,248,227 $ 10,705,848 $ 11,139,019 $ 3,643,712 $ 3,633,489 $ 3,804,419 Financial Uses General Government 3,017,374 3,154,693 3,526,897 - - - - - - Public Safety 8,253,632 8,946,361 10,372,730 - - - - - - Physical Environment 325,227 321,123 364,268 9,423,962 7,859,924 8,180,563 3,407,992 3,187,164 3,359,973 Transportation 852,602 1,045,141 1,038,678 - - - - - - Economic Environment - - - - - - - - - Culture & Recreation 4,196,979 4,316,420 4,606,487 - - - - - - Capital Outlay/Improvements 1,700,910 1,178,841 1,112,425 1,711,783 125,628 598,423 207,247 260,700 260,000 Debt Service 9,087 1,034,163 1,039,738 636,198 1,469,490 1,607,267 - - - Reclass of Capital for Depreciation - - - (1,711,783) - - (207,247) - - 18,355,811 19,996,742 22,061,224 10,060,160 9,455,042 10,386,254 3,407,992 3,447,864 3,619,973 Contingencies - - 206,429 - 97,306 110,044 - 36,459 38,044 Reserves - - - - 535,292 - - 5,635 - $ 18,355,811 $ 19,996,743 $ 22,267,654 $ 10,060,160 $ 10,087,640 $ 10,496,298 $ 3,407,992 $ 3,489,958 $ 3,658,018 Interfund Transfers Out 1,021,974 35,000 24,204 619,771 618,208 642,721 136,075 143,531 146,401 Total Financial Uses $ 19,377,785 $ 20,031,743 $ 22,291,857 $ 10,679,931 $ 10,705,848 $ 11,139,019 $ 3,544,067 $ 3,633,489 $ 3,804,419 Net Increase/(Decrease) in 1,302,959 (278,981) (911,935) (431,704) 535,292 - 99,645 5,635 - Fund Balance / Net Assets4 Fund Bal / Net Assets4 - Oct 1 10,261,623 8,424,824 8,145,843 8,340,535 5,974,257 6,509,549 2,232,575 2,228,968 2,234,603 4 Fund Bal / Net Assets - Sep 30 $ 11,564,582 $ 8,145,843 $ 7,233,908 $ 7,908,831 $ 6,509,549 $ 6,509,549 $ 2,332,220 $ 2,234,603 $ 2,234,603 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 30  Non-Major Funds 2 3 OTHER GOVERNMENTAL OTHER ENTERPRISE Total All Funds 2015-16 2016-17 2017-18 2015-16 2016-17 2017-18 2015-16 2016-17 2017-18 % of Actual Budget Budget Actual Budget Budget Actual Budget Budget Budget 1,017,542 1,034,229 1,090,214 - - - 6,602,563 6,713,529 7,016,495 16.9% - - - - - - 5,338,748 5,254,447 5,595,404 13.5% 397,256 329,444 364,711 - - - 2,634,043 2,439,464 2,703,038 6.5% 745,378 727,623 736,105 - - - 4,322,696 3,702,257 4,107,112 9.9% - - - 860,644 884,774 970,866 16,987,101 17,468,247 18,206,839 43.8% 6,794 7,100 7,100 - - - 121,513 116,623 123,753 0.3% 60,018 68,879 65,463 7,987 10,913 5,000 885,428 673,195 904,746 2.2% - - - 504,288 - - 504,288 - - 0.0% 2,226,988 2,167,275 2,263,593 1,372,919 895,687 975,866 37,396,380 36,367,763 38,657,387 5,753 22,350 5,000 - - - 5,753 301,331 916,935 2.2% $ 2,232,741 $ 2,189,625 $ 2,268,593 $ 1,372,919 $ 895,687 $ 975,866 $ 37,402,133 $ 36,669,094 $ 39,574,322 1,021,974 1,172,116 1,091,948 - - 1,798,184 1,959,416 1,997,380 4.8% $ 3,254,715 $ 3,361,741 $ 3,360,541 $ 1,372,919 $ 895,687 $ 975,867 $ 39,200,317 $ 38,628,510 $ 41,571,702 - - - - - - 3,017,374 3,154,693 3,526,897 8.5% 799,546 429,564 735,687 - - - 9,053,178 9,375,925 11,108,417 26.7% 12,604 12,200 12,200 611,351 595,245 677,704 13,781,136 11,975,656 12,594,709 30.3% - - - - - - 852,602 1,045,141 1,038,678 2.5% 1,432,788 1,398,830 647,169 - - - 1,432,788 1,398,830 647,169 1.6% - - - - - - 4,196,979 4,316,420 4,606,487 11.1% 404,776 399,722 333,600 681,655 197,159 150,465 4,706,371 2,162,050 2,454,913 5.9% 1,001,599 1,046,443 1,042,894 - - - 1,646,884 3,550,096 3,689,899 8.9% - - - (681,655) - - (2,600,685) - - 0.0% 3,651,313 3,286,759 2,771,550 611,351 792,404 828,169 36,086,627 36,978,811 39,667,169 - 3,332 3,688 - 9,949 9,759 - 147,046 367,964 0.9% - 49,300 560,453 - 93,334 87,915 - 683,561 648,368 1.6% $ 3,651,313 $ 3,339,391 $ 3,335,691 $ 611,351 $ 895,687 $ 925,844 $ 36,086,627 $ 37,809,418 $ 40,683,501 20,364 22,350 24,850 - - 50,024 1,798,184 819,089 888,201 2.1% $ 3,671,677 $ 3,361,741 $ 3,360,541 $ 611,351 $ 895,687 $ 975,867 $ 37,884,811 $ 38,628,510 $ 41,571,702 (416,962) 26,950 555,453 761,568 93,334 87,915 1,315,506 382,230 (268,567) 2,884,790 1,909,912 1,936,862 116,225 498,693 592,027 23,835,748 19,036,654 19,418,884 $ 2,467,828 $ 1,936,862 $ 2,492,315 $ 877,793 $ 592,027 $ 679,942 $ 25,151,254 $ 19,418,884 $ 19,150,317 31 
                Budgeted Revenues: $41,571,702 Budgeted Expenditures: $41,571,702 Ad Valorem Taxes, Debt Service, Reserves, $916,935 , Capital Outlay/ $3,689,899 , 8.9% Contingencies, $7,016,495 , 16.9% Other Taxes, 2.2% Improvement, $38,101 , 0.1% $5,595,403 , 13.5% $2,454,913 , 5.9% Reserves, Interfund Transfers, Culture & $1,500,969 , 3.6% $1,997,380 , 4.8% Recreation, Licenses & Permits, $4,606,487 , 11.1% $2,703,038 , 6.5% Economic Interfund Transfers, Interest & Other Environment, $888,201 , 2.1% Revenues, $904,746 , $647,169 , 1.6% 2.2% General State Revenue Sharing & Other Government, Intergov't, Transportation, $3,733,326 , 9.0% Fines and $1,038,678 , 2.5% Forfeitures, $4,107,112 , 9.9% $123,753 , 0.3% Stormwater Fees, Physical $970,866 , 2.3% Recreation, Golf, Environment, Cemetery, Other Fees, $11,861,852 , 28.5% Public Safety, Garbage Fees, $2,488,538 , 6.0% $11,112,105 , 26.7% Water & Sewer Fees, $3,762,737 , 9.1% $10,984,698 , 26.4% User Fees are the largest revenue source for the Physical Environment includes water, sewer, City at 43.8% and generate $18.2M. Unlike taxes, garbage, stormwater, and cemetery operations, these charges are directly related to the service comprising the largest expense to the City at received and are collected for recreation & golf $11.9M, or 28.5%. activities, water & sewer services, garbage Public Safety includes police, fire, code collection, and stormwater. enforcement, and building inspection and totals Ad Valorem (Property) Taxes are the City’s $11.1M, or 26.7%, of expenses. second largest revenue source at $7.0M, or 16.9%, Recreation & Cultural Services totals $4.6M, or of revenues. Property taxes fund essential services 11.1%, of expenses and includes parks & such as police, fire, planning, & code enforcement. recreation programs and facilities, senior activities, Other Taxes total $5.6M and are the third largest library, museums, and golf courses. revenue source at 13.5%. This category includes local option gas 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 2017-18 FY 2016-17 $ Variance % Variance General Fund 22,291,857 20,031,743 2,260,115 11.28% Law Enf. Trust Fund 7,309 2,309 5,000 216.54% Law Enf. Training 7,197 7,197 - 0.00% FBC Fund 368,811 424,090 (55,279) -13.03% CDBG Fund 119,807 112,646 7,161 6.36% CRA Fund 1,738,969 1,685,206 53,763 3.19% Debt Service Fund 1,042,894 1,046,443 (3,549) -0.34% Utilities Fund 11,139,018 10,705,848 433,170 4.05% Sanitation Fund 3,804,419 3,633,489 170,930 4.70% Stormwater Fund 975,867 895,687 80,180 8.95% Beal Memorial Fund 75,554 83,850 (8,296) -9.89% GRAND TOTAL $41,571,702 $38,628,510 $762,883 7.62% City of Fort Walton Beach, FL 32 
    Operating Budget Capital Budget $39,116,788 $2,454,914 $14 $1,200 $12 $1,000 $10 $800 $8 Millions Thousands $600 $6 $400 $4 $2 $200 $0 $0 General Government is comprised of the City Highlights for the upcoming year include: Council, City Manager, IT, Human IT Replacements – 38 computers, 9 laptops, 4 Resources, City Clerk, Finance, servers, 1 tablet, & 9 Cisco network switches Purchasing, Development Services, Fleet, and Facilities. These groups either shape overall City policy and/or provide guidance and assistance to Vehicle Replacements – 7 police patrol vehicles, 3 other departments and the public. trucks, 1 frontloader, 1 sewer collections vehicle Public Safety includes Police, Fire, Code Water Line Replacements – Greenbrier Drive NE, Enforcement, and Building Permitting & Moriarty Street NW, Oregon Drive NE Inspections. These groups monitor the safety and welfare of City Facility Repairs – Fire: repair kitchen cabinets & property owners. interior painting; Library: repair roof; Golf: repair maintenance shed roof; Police: reseal windows & Physical Environment includes the production and flashing; Museum: paint, replace electric sockets, & distribution of drinking water, collection and regrout brick mortar treatment of wastewater, collection of residential and commercial garbage, Street Resurfacing/Restriping – Resurfacing: recycling, management of stormwater and Robinwood Drive NW from Hollywood Boulevard environmental issues, and cemetery operations. NW to Holmes Boulevard NW, Ferry Road NE from Hughes Street NE to Sudduth Circle NE and Transportation includes right-of-way, engineering, Smith Drive NE to Gardner Drive NE and streets. Sidewalk Construction – Construct new sidewalk Economic Environment includes the CDBG on California Drive NE from California Drive NE program for low-moderate income to extend to the Bud & Dorie Day Patriot’s Trail families and the CRA program to revitalize blighted areas. Sewer Grouting & Lining – locations based upon Recreation activities include neighborhood and video reports, maintenance, and flow monitoring facility parks, a tennis center, a library, a museum Storm Drainage Improvement – identified in the complex, a recreation complex, and two five-year schedule listed in the Stormwater Master 18-hole golf courses. Plan City of Fort Walton Beach, FL 33 
    Did You Know? . . . The City of Fort Walton Beach comprises 35.7% of a citizen’s tax bill. One mill equals $1 per $1,000 of taxable property value. Over 8% of properties within the City have exemptions that enable them to pay no property taxes (i.e. homestead exemptions). Other Taxes Intergov't Revenue Other Financing Sources Fines & Forfeitures $5,595,403 $4,107,112 $123,753 $1,997,380 Charges for Services Interest & Other Ad Valorem Taxes Licenses & Permits Fund Balance / Net $18,206,839 $904,746 $7,016,495 $2,703,038 Assets $916,935 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 $119.99 $139.99 City of Fort Walton Beach, FL 34 
    Revenues by Category Budget 2017-18 Budget 2016-17 Actual 2015-16 Actual 2014-15 Actual 2013-14 $0 $2 $4 $6 $8 $10 $12 $14 $16 $18 $20 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 2017-18 Budget 2016-17 Actual 2015-16 Actual 2014-15 Actual 2013-14 $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 35 
    Cost of . . . One Police Officer, 24 Hrs/Day Starting Salary 32,445 Incentive Pay 3,120 Overtime 702 Holiday Worked 1,287 Cost of . . . Health Insurance 17,157 One Firefighter/EMT, 24 Hrs/Day Cost to . . . Pension 17,125 Starting Salary 37,000 Maintain 10 Acres of Park Federal Taxes 2,873 Incentive Pay 1,800 Salaries 18,320 Workers Comp 1,554 Overtime 2,227 Health Insurance 3,750 Personnel $ 76,263 Holiday Worked 1,155 Pension 4,403 Health Insurance 17,157 Equipment & Supplies 2,133 Federal WorkersTaxes Comp 1,281 612 Pension 16,807 Vehicle Fuel & Repair 6,018 Personnel $ 28,366 Federal WorkersTaxes Comp 3,227 2,135 Insurance Vehicle Ins urance 827 327 Personnel $ 81,508 Operating $ 8,978 Utilities & Fuel 4,913 Annual Recurring 85,241 Vehicle/Equip Repair 799 Physicals,Immunizations 350 Grounds Other Maintenance 3,840 1,146 Uniform Replacement Training/Other 335 1,000 Immunizations 250 Operating $ 10,698 Operating $ 1,685 Radio,Uniform,Vest,Gun 2,437 Annual Recurring 39,064 Annual Recurring 83,193 Vehicle & Equipment In-Car Video S ys tem 41,780 5,425 Uniform 2,949 ½ Ton Truck 20,000 Non-Recurring $ 44,467 Non-Recurring $ 2,949 52" Mower 19,500 Total Cost to Hire & Field Rake 9,800 Equip One Officer $ 129,708 Total Cost to Hire & Trailer 2,500 Equip One Firefighter $ 86,142 Backpack Blower 450 2 Officers Required 16" Chainsaw 300 for 24 Hour Coverage x2 3 Firefighters Required (min . ma n n in g ) Non-Recurring $ 52,550 for 24 Hour Coverage x3 Total Cost $ 91,614 Total Cost $ 259,416 Total Cost $ 258,426 The cost per day for one police The cost per day to maintain officer is $710.73 The cost per day for one 10 acres of parks is $251 firefighter/EMT is $708.02 The City has 45 sworn police officers The City has 182.7 acres of park The City has 36 firefighters City of Fort Walton Beach, FL 36 
37 
   
   Revenues by Fund $40 $35 $30 $25 Millions $20 $15 $10 $5 $0 Actual Actual Actual Budget Budget 2013-14 2014-15 2015-16 2016-17 2017-18 General Fund FL Bldg Code Fund CRA Fund Debt Service Fund Utilities Fund Sanitation Fund Stormwater Fund Actual Actual Actual Budget Budget $ % 2013-14 2014-15 2015-16 2016-17 2017-18 Variance Variance General Fund 18,911,344 19,434,575 20,663,018 20,031,743 22,291,857 2,260,114 11.28% Law Enf. Trust Fund** 54,254 42,670 24,227 2,309 7,309 5,000 216.54% Law Enf. Training Fund** 5,847 6,896 5,906 7,197 7,197 - 0.00% FL Bldg Code Fund 370,838 329,052 377,649 424,090 368,811 (55,279) -13.03% CDBG Fund 79,482 139,693 117,087 112,646 119,807 7,161 6.36% CRA Fund 1,628,917 1,597,584 1,702,177 1,685,206 1,738,969 53,763 3.19% Debt Service Fund 994,863 1,004,650 997,306 1,046,443 1,042,894 (3,549) -0.34% Utilities Fund 8,452,823 9,333,147 10,123,818 10,705,848 11,139,019 433,171 4.05% Sanitation Fund 3,588,833 3,614,025 3,599,838 3,633,489 3,804,419 170,930 4.70% Stormwater Fund 639,589 737,307 1,372,919 895,687 975,866 80,179 8.95% Beal Memorial Fund** 231,657 52,134 216,372 83,850 75,554 (8,296) -9.89% Revenues 34,958,447 36,291,733 39,200,317 38,628,510 41,571,702 2,943,192 7.62% ** not included on chart Revenues by Category $40 $30 Millions $20 $10 $0 Actual Actual Actual Budget Budget 2013-14 2014-15 2015-16 2016-17 2017-18 Ad Valorem Taxes Other Taxes Licenses & Permits Intergov't Revenue Charges for Services Fines & Forfeitures Actual Actual Actual Budget Budget % 2013-14 2014-15 2015-16 2016-17 2017-18 $ Variance Variance Ad Valorem Taxes 6,283,121 6,403,656 6,602,563 6,713,529 7,016,495 302,966 4.51% Other Taxes 5,254,690 5,388,446 5,338,748 5,254,447 5,595,403 340,956 6.49% Licenses & Permits 2,496,959 2,575,250 2,634,043 2,439,464 2,703,038 263,574 10.80% Intergov't Revenue 3,218,783 3,476,495 4,322,696 3,702,257 4,107,112 404,855 10.94% Charges for Services 15,005,351 15,766,886 16,987,101 17,468,247 18,206,839 738,592 4.23% Fines & Forfeitures 133,646 131,020 121,513 116,623 123,753 7,130 6.11% Interest & Other 929,732 719,280 885,428 673,195 904,746 231,551 34.40% Other Financing Sources - 103,316 504,288 - 1,997,380 1,997,380 0.00% Fund Balance / Net Assets / Transfers 1,636,165 1,727,384 1,803,937 2,260,747 916,935 (1,343,812) -59.44% Revenues 34,958,447 36,291,733 39,200,317 38,628,510 41,571,702 2,943,192 7.62% 38 
   
   Expenditures by Fund $40 $35 $30 $25 Millions $20 $15 $10 $5 $0 Actual Actual Actual Budget Budget 2013-14 2014-15 2015-16 2016-17 2017-18 General Fund* FL Bldg Code Fund CRA Fund Debt Service Fund Utilities Fund Sanitation Fund Stormwater Fund Actual Actual Actual Budget Budget $ % 2013-14 2014-15 2015-16 2016-17 2017-18 Variance Variance General Fund* 21,810,428 22,610,155 20,153,995 20,031,743 22,291,857 2,260,114 11.28% Law Enf. Trust Fund** 29,650 75,334 21,567 2,309 7,309 5,000 216.54% Law Enf. Training Fund** 6,557 6,421 16,780 7,197 7,197 - 0.00% FL Bldg Code Fund 278,052 - 340,612 424,090 368,811 (55,279) -13.03% CDBG Fund* 82,968 88,636 119,072 112,646 119,807 7,161 6.36% CRA Fund 1,388,985 3,681,965 2,139,079 1,685,206 1,738,969 53,763 3.19% Debt Service Fund 990,570 - 1,001,599 1,046,443 1,042,894 (3,549) -0.34% Utilities Fund 9,675,771 7,604,152 10,060,160 10,705,848 11,139,018 433,170 4.05% Sanitation Fund 3,523,273 3,378,454 3,407,992 3,633,489 3,804,419 170,930 4.70% Stormwater Fund 439,190 439,213 611,351 895,687 975,867 80,180 8.95% Beal Memorial Fund** 17,162 36,077 12,604 83,850 75,554 (8,296) -9.89% Expenditures 38,242,604 37,920,405 37,884,811 38,628,510 41,571,702 2,943,192 7.62% * difference due to Golf Fund merging into General Fund FY 2013-14 ** not included on chart Expenditures by Category $40 $35 $30 $25 Millions $20 $15 $10 $5 $0 Actual Actual Actual Budget Budget 2013-14 2014-15 2015-16 2016-17 2017-18 General Government Public Safety Physical Environment Transportation Economic Environment Culture & Recreation Actual Actual Actual Budget Budget % 2013-14 2014-15 2015-16 2016-17 2017-18 $ Variance Variance General Government 2,891,275 2,813,838 3,017,374 3,154,693 3,733,326 578,633 18.34% Public Safety 9,096,625 9,080,984 9,053,178 9,375,925 11,112,105 1,736,180 18.52% Physical Environment 12,743,328 12,806,392 13,781,136 11,975,656 11,861,852 (113,804) -0.95% Transportation 867,730 862,712 852,602 1,045,141 1,038,678 (6,463) -0.62% Economic Environment 677,791 1,730,631 1,432,788 1,398,830 647,169 (751,661) -53.73% Culture & Recreation 3,744,452 4,122,310 4,196,979 4,316,420 4,606,487 290,067 6.72% Capital (net of Reclass) 4,751,297 3,309,046 2,105,686 2,162,050 2,454,913 292,863 13.55% Debt Service 1,590,907 1,472,860 1,646,884 3,550,096 3,689,899 139,803 3.94% Other Financing Uses 1,879,199 1,721,632 1,798,184 1,649,696 2,427,271 777,575 47.13% Expenditures 38,242,604 37,920,405 37,884,811 38,628,510 41,571,702 2,943,192 7.62% 39 
 FY 2017-18 Budgeted Revenues $41,571,702 Ad Valorem Taxes, Other Taxes, $7,016,495 , 16.9% $5,595,403 , 13.5% Reserves, $916,935 , 2.2% Licenses & Permits, $2,703,038 , 6.5% Interfund Transfers, $1,997,380 , 4.8% Interest & Other Revenues, $904,746 , State Revenue Sharing 2.2% & Other Intergov't, $4,107,112 , 9.9% Fines and Forfeitures, $123,753 , 0.3% Recreation, Golf, Stormwater Fees, Cemetery, Other Fees, $970,866 , 2.3% $2,488,538 , 6.0% Garbage Fees, $3,762,737 , 9.1% Water & Sewer Fees, $10,984,699 , 26.4% 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 $18.2M and are the largest source of revenue for the City at 43.8%. Unlike taxes, these service charges are directly related to the service received. User fees include leisure services such as recreation programs, senior activities, the library, museums, and golf; 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. $12 Water and sewer rates will generate $10 approximately $10.9M in revenues. A new five- $8 year utility rate study, which included Millions stormwater, was approved by City Council and $6 implemented in FY 2014-15. The study $4 determines the required rates to generate sufficient revenue to sustain renewal and $2 replacement reserves and account for debt $0 service requirements and is updated on an annual Recreation Water & Sewer Garbage Stormwater/Other basis to account for real-time revenues, 2013-14 2014-15 2015-16 Budget 2016-17 Budget 2017-18 expenses, and changes within the utility system. FY 2017-18 will include the implementation of Year 4 of the rate study. Garbage fees account for $3.7M in revenues. Recreation and other fees – recreation programs, park rentals, senior activities, the library, City of Fort Walton Beach, FL 40 
 museums, golf, and cemetery sales – generate $2.4M in revenues. Stormwater user fees comprise $975K in revenues at a residential-equivalent unit of $4.50 per month. Ad Valorem (Property) Taxes – Citywide, the 2017 gross taxable property value for operating purposes is $1.280 billion, an increase of $55 million, or 4.51%, from the 2016 final gross taxable property value of $1.224 billion. Ad valorem taxes levied by the City comprise $7M, or 16.9%, of total revenues. Property taxes primarily fund General Fund operations ($5.9M, or 25.7%, of General Fund revenues). 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 ($1.1M, or 61.4%, of CRA revenues) based on the growth in assessed value from the base year (i.e. year of CRA designation). Funding from County property taxes comprises $616K, or 35.0%, of CRA Fund revenues.
 

 




 
 













                                            
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#$ %& As the chart above depicts, the City maintained the millage rate during FY 2008-09 and FY 2009-10 and reduced personnel and expenses in response to the lower tax revenues as property values began to fall. The millage rate was increased in FY 2010-11 in order to maintain revenues as property values continued to fall. Further staffing and operational cuts were made in FY 2011-12 and FY 2012-13 in order to maintain the millage rate. 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, generating an additional $1.2M in the General Fund and $16K in the CRA Fund. The budget is predicated on maintaining a millage rate of 5.7697 mills, which generates $247K more in property tax revenue than the prior year due to increases in property values. One mill equals $1 per $1,000 of taxable property value. City of Fort Walton Beach, FL 41 
 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 $2.3M, or 10.2%, of revenues and have $3.0 increased 9.5% from FY 2016-17 to FY 2017- 18. $2.5 Utility taxes are contractually levied against $2.0 electric, gas, and water revenues of local utility companies at the rate of 10%. Over the past five Millions $1.5 years revenues have steadily increased. This $1.0 year, these revenues are anticipated to increase $0.5 11.5%. A large portion of electric and natural gas utility bills is exempt since the tax on the $0.0 Franchise Fees Utility Taxes fuel charge component is based on 1973 fuel 2013-14 2014-15 2015-16 Budget Budget prices (and therefore immaterial to a great 2016-17 2017-18 extent). Utility taxes are anticipated to generate $2.9M, or 13.2%, 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, $1.2M is budgeted, which is a 2.9% increase from FY 2016-17. 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. However, all estimates show it leveling off. Half-Cent Sales Tax – This state-shared $2.00 revenue distribution, anticipated to generate $1.75 approximately $2.1M, or 5.1%, of total $1.50 revenues, is derived from net 6% state sales tax $1.25 revenue and is the largest source of revenue Millions $1.00 sharing for local governments. The revenue $0.75 estimate, also published by the Office of $0.50 Economic and Demographic Research (EDR), is $0.25 rebounding as the economy improves. $0.00 Communication Half-Cent Sales Municipal Revenue Local Option Fuel Municipal Revenue Sharing – This is funded Services Tax Tax Sharing Tax by 1.3409% of sales and use tax collections, 2013-14 2014-15 2015-16 Budget 2016-17 Budget 2017-18 12.5% of state alternative fuel user decal collections, and the net collections from the one-cent municipal fuel tax. This revenue estimate is also published by the Office of Economic and Demographic Research (EDR), and is budgeted at $885K, or 2.1%, of total revenues. EDR anticipates this revenue source to increase slightly. 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 currently levies 3 cents. The City’s local option fuel tax proceeds for FY 2017-18 are City of Fort Walton Beach, FL 42 
 budgeted at $570K and $257K, respectfully. Interfund Transfers – Interfund transfers represent $1.9M, or 4.8%, 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 $25K 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 $642K from the Utilities Fund (6% of water & sewer fees) as a franchise/right-of-way access fee and $146K from the Sanitation Fund to compensate for additional roadway wear & tear caused by heavy sanitation trucks. City of Fort Walton Beach, FL 43 
  FY 2017-18 Budgeted Expenditures $41,571,702 Capital Outlay/ Debt Service, $3,689,899 , 8.9% Contingencies, $38,101 , 0.1% Improvement, $2,454,913 , 5.9% Reserves, $1,500,969 , Culture & Recreation, 3.6% $4,606,487 , 11.1% Interfund Transfers, Economic Environment, $888,201 , 2.1% $647,169 , 1.6% Transportation, General Government, $1,038,678 , 2.5% $3,733,326 , 9.0% Physical Environment, $11,861,853 , 28.5% Public Safety, $11,112,106 , 26.7% Physical Environment – This category comprises $11.8M, or 28.5% of total expenses and $12 includes cemetery operations and the following enterprise activities: water, sewer, stormwater, $10 recycling, and garbage. These operations are $8 self-sustaining since cemetery revenues exceed 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 $11.1M, or 26.7%, of total 2013-14 2014-15 2015-16 Budget 2016-17 Budget 2017-18 expenses. The $1.7M, or 11.4%, increase is attributable to the addition of two new police officers, offset by a Federal hiring grant, as well as defined benefit pension contribution increases $5.25 caused by State changes in mortality assumptions. $4.50 $3.75 Recreation & Cultural Services – This category equals $4.6M, or 11.1%, of total expenses and $3.00 Millions includes parks & recreation programs and $2.25 facilities, senior activities, library, museums, and $1.50 golf courses. A portion of these leisure services $0.75 expenses are offset by revenues such as facility $0.00 and park rentals, youth and adult athletic fees, Police Fire Code Enf Bldg Insp recreation center memberships, and museum 2013-14 2014-15 2015-16 Budget Budget 2016-17 2017-18 City of Fort Walton Beach, FL 44 
  entrance fees. This category is up $290K, or 6.8%, from FY 2016-17. After opening a new recreation complex in May 2015, the department is increasing both revenue and expense, as it brings in multiple tournaments to the City and settles in at the new facility General Government – This category is $3.7M, or 9.0%, 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 $5.0 the public: City Council, City Manager, City $4.5 Clerk, information technology, human resources, $4.0 $3.5 risk management, accounting, budget, $3.0 Millions purchasing, planning, fleet, and facilities. The $2.5 dramatic decrease in FY 2012-13 was due to an $2.0 accounting change to record the cost allocation $1.5 $1.0 plan as reimbursements (e.g. decreases in $0.5 expenses) rather than transfers among funds. $0.0 The $758K, or 25.5%, increase for FY 2017-18 General Gov't is attributable to the implementation of Year 4 of 2013-14 2014-15 2015-16 Budget Budget 2016-17 2017-18 the Pay & Classification Plan, as well as increased defined benefit pension contributions. Debt Service – This category totals $3.6M, or 8.9%, of total expenses and includes principal and interest payments for the City’s equipment and facilities funded via capital lease/purchase, revenue notes, or other debt financing. Overall, debt expense is $139K, or 3.9%, more than the previous year due to the increasing principal payments on maturing loans. Capital Outlay/Improvement – This category $1.8 comprises $2.4M, or 5.9%, of total expenses. $1.6 Capital outlay includes the purchase of $1.4 computers, vehicles, equipment, and other assets $1.2 Millions with a value greater than $1,000 and a useful life $1.0 $0.8 of more than one year. Capital improvement $0.6 includes the acquisition, construction, $0.4 replacement, or renovation of facilities and $0.2 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, water and sewer lines). 2012-13 2013-14 2015-16 Budget Budget 2016-17 2017-18 IT funding of $100K includes a server upgrade and various laptops and desktops replacements. Vehicle replacements in the amount of $702K includes 7 police patrol vehicles, 3 trucks, 1 frontloader, and 1 sewer collections vehicle. The following capital improvement projects are budgeted at a total cost of $1.2M: phase II of the recreation complex, facility repairs, street resurfacing/restriping, sidewalk construction, school zone markers, and streetscape on Carson Drive. Various other improvements are detailed in the Executive Summary of this document. The increase in FY 2012-13 was due to the construction of the new pump station and force main. Interfund Transfers – Interfund transfers represent $888K, or 2.1%, of total expenses. Transfers to the General Fund total $905K based on the Cost Allocation Plan, which provides reasonable and proportionate reimbursement for services provided to the enterprise 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, City of Fort Walton Beach, FL 45 
  grants, accounting, accounts payable, payroll, purchasing), and engineering services (i.e. engineering, fleet, facilities). Economic Environment – This category totals $2.0 $647K, or 1.6%, of total expenses and includes $1.8 the Community Development Block Grant $1.6 $1.4 (CDBG) program for low-moderate income $1.2 families and the Community Redevelopment Millions $1.0 Agency (CRA) to revitalize blighted areas. $0.8 CDBG funding comes from the U.S. Department $0.6 of Housing and Urban Development. CRA $0.4 $0.2 activities are funded from a portion of City and $0.0 County tax dollars. Ad valorem revenues are CDBG CRA anticipated to increase and the additional funding 2013-14 2014-15 2015-16 Budget Budget 2016-17 2017-18 will be utilized to update the CRA Plan. The timing of capital projects accounts for the annual fluctuations in prior years. This category is less than the prior year, even though the CRA officers have been reclassified – the reduction is primarily associated with prior year economic incentive grants that were distributed to approved applicants within the Community Redevelopment District. $0.9 Transportation – This category represents $0.8 $1.0M, or 2.5%, of total expenses and includes $0.7 streets, right-of-way, and engineering. Roadway- $0.6 Millions $0.5 related expenses are funded in large part by local $0.4 option fuel tax proceeds (two total, one of which $0.3 was new as of Jan 2014) and reimbursements $0.2 from the Florida Department of Transportation. $0.1 Reserves – Reserve funds are budgeted if $0.0 Streets Right-of-Way Engineering anticipated revenues exceed budgeted expenses 2013-14 2014-15 2015-16 Budget Budget or for the specific purpose of rebuilding fund 2016-17 2017-18 balance (governmental funds) or net assets (enterprise funds). Reserves totaling $1.5M, or 3.6%, of expenses are budgeted in the General, Florida Building Code, Utilities, Stormwater, and Beal Memorial Cemetery funds. Contingencies – Contingency funds total $368K, or 0.1%, 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 46 
   
 
 !  Personal Operating Capital Capital Debt Cost Interfund Replenish 2017-18 2016-17 Budget Change Services Expenses Outlay Improv. Service Allocation Transfer Reserves Budget Budget $ % City Council 135,645 256,249 - - 186 - - - 392,080 403,785 (11,705) -2.90% City Manager 388,713 24,999 - - 557 - - - 414,269 356,373 57,896 16.25% Information Technology 307,009 177,765 21,425 - 742 - - - 506,941 373,603 133,338 35.69% Human Resources 295,780 64,196 - - 557 - - - 360,533 275,095 85,438 31.06% Risk Management - 583,419 - - - - - - 583,419 574,244 9,175 1.60% City Clerk 176,599 74,218 - - 557 - - - 251,374 223,608 27,766 12.42% Finance 583,904 161,737 - - 1,114 - - - 746,755 657,251 89,504 13.62% Purchasing 199,987 10,559 - - 557 - - - 211,103 180,782 30,321 16.77% Police 4,959,600 576,870 297,000 - 149,331 - - - 5,982,800 5,301,279 681,521 12.86% Fire 4,422,449 244,645 - - 246,431 - - - 4,913,525 4,187,044 726,481 17.35% Recreation 706,448 446,274 - - 335,626 - - - 1,488,349 1,484,269 4,080 0.27% Parks 516,338 215,864 214,000 - 214,391 - - - 1,160,592 1,043,898 116,694 11.18% Right-of-Way 106,773 99,046 - - - - - - 205,819 150,267 55,552 36.97% Golf Club 479,516 254,387 - - 1,671 - - - 735,573 724,157 11,416 1.58% Golf Grounds 791,228 387,263 156,000 - 3,240 - - - 1,337,731 1,052,331 285,400 27.12% Library 398,582 97,264 35,000 - 20,718 - - - 551,564 582,157 (30,593) -5.26% Museum 266,971 51,442 - - - - - - 318,413 289,791 28,622 9.88% Cemetery 203,163 161,105 18,350 - - - 24,204 - 406,822 378,473 28,349 7.49% Engineering Services 198,903 31,839 - - 742 - - - 231,485 236,835 (5,350) -2.26% Planning & Zoning 206,720 27,786 - - 371 - - - 234,878 235,250 (372) -0.16% Code Enforcement 180,265 10,949 - - 371 - - - 191,585 158,840 32,745 20.62% Fleet 487,900 66,281 3,300 - 742 - - - 558,224 540,845 17,379 3.21% Facilities 401,908 631,596 - - 31,284 - - - 1,064,788 1,054,986 9,802 0.93% Streets 213,184 378,155 25,775 200,000 - - - - 817,114 893,781 (76,667) -8.58% Non-Departmental-001 75,000 336,116 141,575 - 2,042 (1,928,610) - - (1,373,877) (1,327,202) (46,675) 3.52% General Fund 16,702,585 5,370,025 912,425 200,000 1,011,230 (1,928,610) 24,204 - 22,291,857 20,031,743 2,260,117 11.28% Law Enf. Trust Fund - 7,309 - - - - - - 7,309 2,309 5,000 216.54% Law Enf. Training Fund - 7,197 - - - - - - 7,197 7,197 - 0.00% FBC Fund 265,105 58,741 - - - 44,964 - - 368,811 424,090 (55,279) -13.03% CDBG Fund 21,191 43,945 - 54,671 - - - - 119,807 112,646 7,161 6.36% Police-CRA 357,543 - - - - - - - 357,543 - 357,543 100.00% CRA - 411,581 - 275,000 - 174,381 - 520,464 1,381,426 1,685,206 (303,780) -18.03% CRA Fund 357,543 411,581 - 275,000 - 174,381 - 520,464 1,738,969 1,685,206 53,763 3.19% Debt Service Fund - - - - 1,042,894 - - - 1,042,894 1,046,443 (3,549) -0.34% Customer Service 234,496 225,336 - - - - - - 459,832 428,846 30,986 7.23% Utility Services 477,875 44,095 - - - - - - 521,970 630,264 (108,294) -17.18% GIS 181,202 70,155 5,500 - - - - - 256,857 - 256,857 100.00% Water Operations 510,342 657,739 20,000 300,000 116,913 - - - 1,604,994 1,000,112 604,882 60.48% Water Distribution 304,608 82,180 4,200 49,500 180,315 - - - 620,803 519,438 101,365 19.51% Sewer Collect&Treatmt 780,177 3,484,889 118,023 100,000 1,310,039 - - - 5,793,128 5,794,615 (1,487) -0.03% Non-Departmental-401 10,000 117,634 1,200 - - 1,109,879 642,721 - 1,881,435 2,332,574 (451,139) -19.34% Utilities Fund 2,498,700 4,682,028 148,923 449,500 1,607,267 1,109,879 642,721 - 11,139,019 10,705,848 433,171 4.05% Solid Waste 1,137,946 1,690,577 260,000 - - - - - 3,088,523 2,867,912 220,611 7.69% Recycling 69,453 71,071 - - - - - - 140,524 204,978 (64,454) -31.44% Non-Departmental-403 1,500 38,844 - - - 388,626 146,401 - 575,371 560,599 14,772 2.64% Sanitation Fund 1,208,900 1,800,492 260,000 - - 388,626 146,401 - 3,804,419 3,633,489 170,930 4.70% Stormwater 320,038 191,422 60,465 90,000 - - - - 661,925 633,126 28,799 4.55% Non-Departmental-405 500 10,784 - - - 164,719 50,024 87,915 313,942 262,561 51,381 19.57% Stormwater Fund 320,538 202,206 60,465 90,000 - 164,719 50,024 87,915 975,867 895,687 80,180 8.95% Beal Memorial Fund - 12,200 - - - - 24,850 38,504 75,554 83,850 (8,296) -9.89% TOTAL ALL FUNDS 21,374,560 12,595,724 1,381,813 1,069,171 3,661,391 (46,041) 888,201 646,883 41,571,702 38,628,510 2,943,196 7.62% 47 
   
   Personal Services by Fund $20 $16 $12 Millions $8 $4 $0 Actual Actual Actual Budget Budget 2013-14 2014-15 2015-16 2016-17 2017-18 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 $ % 2013-14 2014-15 2015-16 2016-17 2017-18 Variance Variance General Fund 13,111,309 13,249,455 13,548,762 14,438,542 16,702,585 2,264,043 15.68% Law Enf. Trust Fund - - - - - - 0.00% Law Enf. Training Fund - - - - - - 0.00% FL Bldg Code Fund 228,608 235,073 213,551 236,981 265,820 28,839 0.00% CDBG Fund - - 8,180 19,758 23,961 4,203 21.27% CRA Fund 467,614 91,338 490,959 484,361 357,543 (126,818) -26.18% Utilities Fund 1,941,335 1,939,323 1,902,177 2,179,712 2,457,545 277,833 12.75% Sanitation Fund 912,979 963,675 971,424 1,109,479 1,208,900 99,421 8.96% Stormwater Fund 267,847 237,294 251,922 280,036 320,538 40,502 14.46% Personal Services 16,929,692 16,716,158 17,386,973 18,748,870 21,336,893 2,588,023 13.80% Personal Services by Category $20 $16 $12 Millions $8 $4 $0 Actual Actual Actual Budget Budget 2013-14 2014-15 2015-16 2016-17 2017-18 Salaries Social Security Medicare Retirement Health/Dental/Life Ins. Workers Comp. Unemployment Comp. Actual Actual Actual Budget Budget % 2013-14 2014-15 2015-16 2016-17 2017-18 $ Variance Variance Salaries 11,328,990 11,215,747 11,716,831 12,305,457 13,334,792 1,029,335 8.36% Social Security 640,678 639,561 680,741 682,425 726,381 43,956 6.44% Medicare 150,010 149,722 159,431 159,598 170,218 10,620 6.65% Retirement 2,970,488 2,695,910 2,927,337 3,206,161 4,551,987 1,345,826 41.98% Health/Dental/Life Ins. 1,544,443 1,585,668 1,612,085 2,062,409 2,202,975 140,566 6.82% Workers Comp. 284,548 424,764 290,001 307,821 325,540 17,719 5.76% Unemployment Comp. 10,534 4,786 547 25,000 25,000 - 0.00% Personal Services 16,929,692 16,716,158 17,386,973 18,748,870 21,336,893 2,588,023 13.80% 48 
49 
   
 
 ! "# Service Incentive/ Gross Overtime Total Wages Awards Merit Pay Add Pays Wages & Holiday Wages City Council 40,355 - - - 40,355 - 40,355 City Manager 228,180 - - - 228,180 - 228,180 Information Technology 195,528 - - - 195,528 100 195,628 Human Resources 220,349 - - - 220,349 150 220,499 City Clerk 121,478 108 - - 121,586 25 121,611 Finance 326,001 - - - 326,001 400 326,401 Purchasing 153,919 162 - - 154,081 100 154,181 Police 2,770,712 1,191 104,317 3,600 2,879,819 210,738 3,090,557 Fire 2,195,501 - 36,970 - 2,232,472 309,203 2,541,675 Recreation 476,026 54 2,407 478,487 - 478,487 Parks 312,517 108 - - 312,625 4,000 316,625 Right-of-Way 69,181 - - - 69,181 20 69,201 Golf Club 375,448 108 - - 375,556 100 375,656 Golf Grounds 500,057 162 - - 500,219 3,765 503,984 Library 284,163 - - - 284,163 200 284,363 Museum 165,762 595 - - 166,357 20 166,377 Cemetery 102,604 324 - - 102,928 600 103,528 Engineering Services 154,522 - - - 154,522 250 154,772 Planning & Zoning 154,238 - - - 154,238 150 154,388 Code Enforcement 98,656 - - - 98,656 150 98,806 Fleet 305,339 - - - 305,339 1,500 306,839 Facilities 249,900 173 - - 250,073 3,000 253,073 Streets 147,985 - - - 147,985 1,000 148,985 Non-Departmental 50,000 - - - 50,000 - 50,000 General Fund 9,698,419 2,985 141,287 6,007 9,848,699 535,471 10,384,170 FL Bldg Code Fund 190,626 - - - 190,626 1,000 191,626 CDBG Fund 21,191 - - - 21,191 - 21,191 Police-CRA 189,725 - 20,932 - 210,657 17,627 228,284 CRA - - - - - - - CRA Fund 189,725 - 20,932 - 210,657 17,627 228,284 Customer Service 168,830 - - - 168,830 500 169,330 Utility Services 299,311 - - - 299,311 - 299,311 GIS 129,321 - - - 129,321 - 129,321 Water Operations 311,051 433 - - 311,484 6,850 318,334 Water Distribution 159,374 108 - - 159,482 22,800 182,282 Sewer Collect & Treatmt 460,454 270 - - 460,724 35,000 495,724 Non-Departmental 10,000 - - - 10,000 - 10,000 Utilities Fund 1,538,341 811 - - 1,539,152 65,150 1,604,302 Solid Waste 670,250 54 - - 670,304 29,600 699,904 Recycling 34,517 - - 34,517 1,590 36,107 Non-Departmental 1,500 - - - 1,500 - 1,500 Sanitation Fund 706,267 54 - - 706,321 31,190 737,511 Stormwater 199,774 - - - 199,774 1,000 200,774 Non-Departmental 500 - - - 500 - 500 Stormwater Fund 200,274 - - - 200,274 1,000 201,274 TOTAL ALL FUNDS 12,544,843 3,850 162,219 6,007 12,716,919 651,438 13,368,357 50  Social Pension Retirement Health, Dental Work Unempl. Total FY 2017-18 Security Medicare Defined Benefit Defined Contrib & Life Ins. Comp Comp Benefits TOTAL 2,502 585 - - 92,139 64 - 95,290 135,645 14,372 3,361 114,901 8,858 18,631 411 - 160,533 388,713 9,819 2,639 36,320 5,172 57,101 331 - 111,381 307,009 13,324 3,116 21,832 10,359 26,275 375 - 75,281 295,780 7,097 1,660 22,800 5,164 18,061 207 - 54,988 176,599 17,591 4,114 147,816 4,866 82,554 563 - 257,503 583,904 9,371 2,192 18,802 7,844 7,337 261 - 45,806 199,987 166,056 38,835 1,069,774 24,678 505,996 63,704 - 1,869,043 4,959,600 129,370 30,254 1,314,827 - 328,717 77,607 - 1,880,774 4,422,449 27,332 6,392 98,894 15,593 65,803 13,948 - 227,961 706,448 18,094 4,231 80,025 9,123 78,174 10,065 - 199,713 516,338 4,081 954 18,393 2,725 6,734 4,684 - 37,573 106,773 22,853 5,345 59,753 - 9,972 5,937 - 103,860 479,516 29,803 6,970 159,505 9,223 73,942 7,801 - 287,245 791,228 17,355 4,059 82,701 2,725 6,528 851 - 114,219 398,582 9,664 2,260 59,401 1,602 27,017 650 - 100,594 266,971 5,536 1,295 57,458 - 29,877 5,470 - 99,635 203,163 9,034 2,113 - 8,607 24,114 263 - 44,131 198,903 9,115 2,132 - 9,245 31,578 263 - 52,332 206,720 5,746 1,344 55,247 - 17,484 1,638 - 81,459 180,265 16,902 3,953 59,717 10,858 83,142 6,488 - 181,060 487,900 14,520 3,396 74,629 7,412 37,689 11,189 - 148,835 401,908 9,116 2,132 21,924 6,070 15,056 9,902 - 64,200 213,184 - - - - - - 25,000 25,000 75,000 568,651 133,331 3,574,721 150,124 1,643,919 222,670 25,000 6,318,415 16,702,585 10,488 2,453 28,540 8,915 18,937 4,146 - 73,479 265,105 - - - - - - - - 21,191 12,410 2,902 79,905 - 27,934 6,109 - 129,260 357,543 - - - - - - - - - 12,410 2,902 79,905 - 27,934 6,109 - 129,260 357,543 9,106 2,130 15,301 7,292 31,051 287 - 65,167 234,496 17,283 4,042 74,210 11,128 65,685 6,216 - 178,564 477,875 7,799 1,555 31,724 4,360 6,223 220 - 51,881 181,202 17,451 4,081 97,515 8,137 55,939 8,885 - 192,008 510,342 9,300 2,175 59,546 2,917 37,600 10,788 - 122,326 304,608 26,278 6,146 125,248 14,145 100,849 11,788 - 284,453 780,177 - - - - - - - - 10,000 87,216 20,129 403,544 47,980 297,347 38,183 - 894,398 2,498,700 36,518 8,540 169,749 20,162 164,172 38,901 - 438,043 1,137,946 1,786 418 19,330 - 9,628 2,185 - 33,346 69,453 - - - - - - - - 1,500 38,305 8,958 189,079 20,162 173,800 41,086 - 471,389 1,208,900 11,564 2,704 43,882 6,601 41,104 13,409 - 119,264 320,038 - - - - - - - - 500 11,564 2,704 43,882 6,601 41,104 13,409 - 119,264 320,538 728,634 170,476 4,319,672 233,781 2,203,041 325,602 25,000 8,006,205 21,374,563 state contribution police 175,703 state contribution fire 205,007 20,993,853 51 
   
  !" Actual Budget Mid Year Budget Department 2013-14 2014-15 2015-16 2016-17 Changes 2017-18 City Manager 4.00 4.00 5.00 3.00 0.00 3.00 Human Resources 3.00 3.00 3.60 5.60 3.10 (a) 8.70 City Clerk 2.50 2.50 2.50 2.50 (0.10) (b) 2.40 Financial Services 16.25 14.25 15.50 14.50 0.00 14.50 Police Services 60.99 55.66 61.90 66.90 4.00 (c) 70.90 Fire Services 37.00 38.00 37.00 37.00 0.00 37.00 Recreation Services 70.28 68.84 71.53 70.08 (2.05) (d) 68.03 Utility Services 0.00 0.00 0.00 0.00 41.00 (e) 41.00 Public Works 97.00 98.00 95.00 96.00 (42.00) (f) 54.00 Total Funded FTE's 291.02 284.25 292.03 295.58 3.95 299.53 Frozen/Unfunded FTE's Total Authorized FTE's 291.02 284.25 292.03 295.58 3.95 299.53 2016-17 Mid-Year Changes (a) Add 1 Additional HR Supervisor; Change PT IT Analyst to FT; Increase PT hours for Staff Assistant (d) Reduce hours for PT Recreation Attendants; Reclass 1 CRA Service Worker to General Fund (e) Split Engineering & Utilities Department to Public Works and Utility Services (f) Split Engineering & Utilities Department to Public Works and Utility Services; Reclass 1 CRA Service Worker to General Fund 2017-18 Budget Changes (b) Correct PT hours for Staff Assistant (c) Add 2 additional volunteer Reserve Police Officers; Add 2 additional Investigative Officers & I Lieutenant; Eliminate Records Manager position Full Time Equivalent (FTE) Positions 300 290 280 270 260 250 Actual Actual Budget Budget Budget 2013-14 2014-15 2015-16 2016-17 2017-18 52 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
   
  ! BUDGET SUPPORT STAFF BUDGET SUPPORT STAFF BUDGET SENIOR MANAGEMENT 2017-18 (TECHNICAL & SERVICE DELIVERY) 2017-18 (TECHNICAL & SERVICE DELIVERY) 2017-18 City Clerk (Charter Officer) 1.00 Accounting Coordinator 1.00 Public Information Officer 1.00 City Manager (Charter Officer) 1.00 Accounting Specialist 1.00 Purchasing Agent 1.00 Finance Director 1.00 Accounting Technician 2.50 Records Clerk 1.00 Fire Chief 1.00 Accreditation Specialist 1.00 Records Clerk II 1.00 Human Resources Director 1.00 Administrative Coordinator 9.50 Recreation Specialist 2.00 Police Chief 1.00 Adult Services Librarian 1.00 Reserve Police Officer 2.00 Public Works Director 1.00 Athletic Coordinator 2.00 Sanitation Operator 8.00 Recreation Services Director 1.00 Building Code Inspector 1.00 School Crossing Guard 0.92 Utility Services Director 1.00 Chemical Specialist 1.00 Senior Accounting Technician 1.00 FTE TOTAL 9.00 Childrens Services Librarian 1.00 Senior Sanitation Operator 8.00 % of Total Staff 3% Code Enforcement Inspector 2.00 Senior Traffic Technician 1.00 Combination Plans Examiner 1.00 Service Worker I 7.25 BUDGET Communications Officer 8.40 Service Worker II 16.00 MID-LEVEL MANAGEMENT 2017-18 Crime Scene Analyst 1.00 Service Worker III 1.00 Battalion Chief 3.00 Crime Scene Investigator 1.00 Sewer Collections System Tech 3.00 Budget & Grants Analyst 1.00 Crime Scene Technician 0.70 Sewer Equipment Operator 1.00 Building Code Official 1.00 Custodian 3.88 Small Engine Mechanic 1.00 Cemetery Supervisor 1.00 Driver Engineer 9.00 Staff Assistant 1.10 City Engineer 1.00 Equipment Mechanic 2.00 Survey Chief 1.00 Communications Supervisor 1.00 Executive Assistant 1.00 Survey Specialist 1.00 Comptroller 1.00 Firefighter 15.00 Traffic Technician 1.00 Development Services Manager 1.00 GIS/CAD Analyst 2.00 Utilities Billing Specialist 2.00 Fire Captain 7.00 Golf Course Attendant 10.81 Utilities Inspector 1.00 Fire Marshal 1.00 Greenskeeper 10.75 Wastewater Pretreatment Coordinator 1.00 Fleet Shop Foreman 1.00 Heavy Equipment Mechanic 2.00 Water Treatment Operator 4.00 Fleet Supervisor 1.00 Heavy Equipment Operator 4.00 Welder 1.00 Foreman 5.00 Human Resources Generalist 2.00 FTE TOTAL 230.03 GIS CAD Supervisor 1.00 Information Technology Analyst 2.00 % of Total Staff 76% Golf Course Maintenance Manager 1.00 Lead Purchasing Agent 1.00 Golf Course Operations Manager 1.00 Lead Purchasing Agent 1.00 Golf Course Operations Supervisor 1.00 Library Assistant 5.22 Grounds Maintenance Supervisor 1.00 Lift Station Mechanic 1.00 Human Resources Supervisor 1.00 Lube Technician 1.00 Information Technology Manager 1.00 Maintenance Technician 3.00 Laboratory Supervisor 1.00 Meter Reader 2.00 Lead Equipment Mechanic 1.00 Lead Water Treatment Operator 1.00 Library Manager 1.00 Museum Operations Coordinator 1.00 Maintenance Supervisor 1.00 Museum Program Coordinator 1.00 FULL TIME EQUIVALENT TOTAL 299.53 Museum Manager 1.00 Network Administrator 1.00 Planner II 1.00 Permit Specialist 1.00 Police Captain 2.00 Planner I 1.00 Police Lieutenant 1.00 Planning Specialist 1.00 Police Sergeant 6.00 Police Corporal 6.00 Records Supervisor 1.00 Police Officer 33.00 Recreation Coordinator 1.00 Purchasing Coordinator 1.00 Recreation Program Supervisor 1.00 Recreation Supervisor 2.50 Sanitation Foreman 1.00
       Sanitation Supervisor 1.00 Sewer Collection Supervisor 1.00 Stormwater & Streets Supervisor 1.00 Utilities Billing Supervisor 1.00  Utilities Supervisor 1.00    Water Distribution Foreman 1.00 Water Operations Supervisor 1.00 
 
 FTE TOTAL 60.50  % of Total Staff 20%
   
     
 
 54 
   The General Fund encompasses 51.0% 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 $20 Budget. 2017-18. …… $ Change % Change $15 Ad Valorem Taxes 5,926,281 246,981 4.3% Other Taxes 5,595,403 340,956 6.5% Millions $10 Licenses & Permits 2,328,290 228,307 10.9% Intergov’t Revenue 3,371,007 396,373 13.3% Charges for Services 2,488,538 82,787 3.4% $5 Interest & Other 764,971 213,625 38.7% Interfund Transfers In 905,432 118,132 15.0% $0 Actual Actual Actual Budget Budget Use of Reserves 911,935 632,954 226.9% 2013-14 2014-15 2015-16 2016-17 2017-18 $22,291,857 $2,260,115 11.3% Ad Valorem Taxes Other Taxes Licenses & Permits Intergov't Revenue Charges for Services Interest & Other Interfund Transfers Appropriations • The budget is predicated on maintaining the millage (Ad Valorem) rate at 5.7697 mills. One mill equals $1 per $1,000 of taxable property value. Expenditure Highlights Budget. $20 2017-18. …… $ Change % Change Personal Services 16,702,584 2,264,042 15.7% $15 Operations & Maintenance 3,412,904 67,801 2.0% Millions Capital Outlay/Imprvmt 1,112,425 (66,412) (5.6)% $10 Debt Service 1,039,738 5,575 0.5% Interfund Transfers Out 24,206 (10,891) (30.8)% $5 Replenish Reserves 0 0 0.0% $0 $22,291,857 $2,260,115 11.3% Actual Actual Budget Budget Budget 2013-14 2014-15 2015-16 2016-17 2017-18 Personal Services Operations & Maintenance Capital Outlay/Imprvmt Debt Service Interfund Transfers • The personal services increase is attributable to Year 4 implementation of the Pay & Classification Study and an overall increase in pension and insurance benefits. • Operating expenses increased due to increasing cost of utilities, as well as maintaining sustainable operations. 55 
56  001 GENERAL FUND - REVENUES Actual Budget 2016-17 2017-18 % 2013-14 2014-15 2015-16 Adopted Adopted Change 5,323,693 5,428,362 5,585,021 5,679,300 0500-311-1000 Ad Valorem Taxes 5,926,281 4.35% 29,668 - - - 0500-311-2000 Delinquent Ad Valorem Taxes - 0.00% 31,874 - - - 0500-311-3000 Penalties & Interests - Ad Valorem Taxes - 0.00% $ 5,385,235 $ 5,428,362 $ 5,585,021 $ 5,679,300 Total Ad Valorem Taxes $ 5,926,281 4.35% 555,013 549,257 567,081 568,263 0500-312-4100 Local Option Fuel Tax 570,825 0.45% 149,551 250,047 257,378 261,180 0500-312-4200 Local Option Fuel Tax - 2nd 256,917 -1.63% 175,703 175,025 181,303 175,025 0800-312-5200 Insurance Premium Tax - Police Pension 175,703 0.39% 214,272 205,007 201,904 205,007 0900-312-5100 Insurance Premium Tax - Fire Pension 205,007 0.00% $ 1,094,539 $ 1,179,336 $ 1,207,666 $ 1,209,475 Total Other Taxes $ 1,208,452 -0.08% 2,022,908 2,215,717 2,217,751 2,124,730 0500-314-1000 Electric 2,369,849 11.54% 253,599 269,268 295,413 294,874 0500-314-3000 Water 309,687 5.02% 236,697 235,665 213,377 208,359 0500-314-4000 Gas 253,051 21.45% 13,381 10,046 8,703 8,681 0500-314-8000 Propane 9,212 6.12% $ 2,526,586 $ 2,730,697 $ 2,735,244 $ 2,636,644 Total Utility Taxes $ 2,941,799 11.57% 1,363,391 1,305,313 1,196,695 1,177,672 0500-315-1000 Communications Services Tax 1,211,984 2.91% $ 1,363,391 $ 1,305,313 $ 1,196,695 $ 1,177,672 Total Communications Services Tax $ 1,211,984 2.91% 204,040 170,004 162,948 226,351 0500-316-1000 Business Tax Receipts 230,375 1.78% 4,594 3,097 3,218 4,255 0500-316-1010 Penalties - Business Tax Receipts 2,773 -34.83% - - - 50 0500-316-1020 Transfer Fees 20 -60.00% $ 208,633 $ 173,100 $ 166,166 $ 230,656 Total Business Tax Receipts $ 233,168 1.09% $ 10,578,384 $ 10,816,808 $ 10,890,793 $ 10,933,747 TOTAL TAXES $ 11,521,684 5.38% 1,764,152 1,923,509 2,002,283 1,869,448 0500-323-1000 Electric 2,050,291 9.67% 219,346 219,542 179,611 178,034 0500-323-4000 Gas 193,850 8.88% 20,603 19,566 20,526 20,368 0500-323-7000 Solid Waste - Host Fee 22,994 12.89% $ 2,004,100 $ 2,162,617 $ 2,202,421 $ 2,067,850 Total Franchise Fees $ 2,267,135 9.64% 1,282 3,676 598 940 1240-325-1002 Girard Avenue 940 0.01% 2,045 48,590 2,045 3,432 1240-325-1003 Stokes Avenue 3,432 0.01% $ 3,327 $ 52,266 $ 2,644 $ 4,373 Total Special Assessments $ 4,373 -0.01% 575 378 303 400 0800-329-4000 Taxi Permit/Bicycle License 50 -87.50% 6,299 5,471 3,697 5,500 0900-329-2010 Fire Safety Plan Review 4,663 -15.21% 7,209 13,385 12,953 15,882 1205-329-1001 Zoning/Variances Fees 40,562 155.39% 1,529 4,425 4,484 5,979 1205-329-2000 Zoning Site Plan Review 11,007 84.10% - 1205-329-9010 Licenses & Registrations - Golf Cart 500 0.00% $ 15,612 $ 23,659 $ 21,437 $ 27,761 Total Other Licenses & Permits $ 56,782 104.54% $ 2,023,039 $ 2,238,542 $ 2,226,501 $ 2,099,983 TOTAL LICENSES & PERMITS $ 2,328,290 10.87% - 37,543 21,256 21,000 0500-333-1000 Housing Authority 29,000 38.10% $ - $ 37,543 $ 21,256 $ 21,000 Total Federal Payments In Lieu of Taxes $ 29,000 0.00% 182,099 - 687,864 - 331 Federal Grants 138,431 100.00% $ 182,099 $ - $ 687,864 $ - Total Federal Grants $ 138,431 0.00% 749,706 788,771 814,991 784,503 0500-335-1221 Municipal Revenue Sharing 884,771 12.78% 9,692 11,346 9,630 14,648 0500-335-1400 Mobile Home Licenses 14,400 -1.69% 33,677 33,105 39,271 50,510 0500-335-1500 Alcoholic Beverage License 50,878 0.73% 1,657,626 1,757,758 1,882,694 1,996,992 0500-335-1800 Sales Tax 1/2 - 5th Cent 2,140,692 7.20% 6,970 7,615 9,190 8,933 0900-335-2100 Fire Supplemental Compensation 12,065 35.06% $ 2,457,671 $ 2,598,596 $ 2,755,776 $ 2,855,586 Total State Shared Revenues $ 3,102,806 8.66% 69,201 73,596 74,626 73,596 1500-337-7000 Library Cooperative Funding 73,596 0.00% $ 69,201 $ 73,596 $ 74,626 $ 73,596 Total Other Grants $ 73,596 0.00% 001-Revenues 9/14/2017 5:46 PM 57  001 GENERAL FUND - REVENUES Actual Budget 2016-17 2017-18 % 2013-14 2014-15 2015-16 Adopted Adopted Change 26,481 26,072 25,467 24,452 0500-338-1000 County Business Tax Receipt - Municipality Share 27,174 11.13% $ 26,481 $ 26,072 $ 25,467 $ 24,452 Total Local Shared Revenues $ 27,174 11.13% $ 2,735,453 $ 2,735,806 $ 3,564,988 $ 2,974,634 TOTAL INTERGOVERNMENTAL REVENUE $ 3,371,007 13.33% 375 175 - 66 0500-341-3000 Administrative Fee - Returned Checks 300 354.55% 287 214 - - 0500-341-3100 Administrative & Billing Fees - Fuel - 0.00% 5,800 6,125 4,525 450 1060-341-9110 Passport Fees - Library 450 0.00% 950 1,225 800 250 1070-341-9110 Passport Fees - Museum 250 0.00% 3,200 3,800 4,200 4,533 1200-341-3001 Overhead Banner Installation Fee 5,190 14.49% - - - - 1200-341-9310 Engineering Drawings 32 100.00% - 496 709 365 1230-341-9330 Special Events - Barricades, Orange Cones 346 -5.27% 281 513 334 445 1230-341-9600 Sign Shop Sales 400 -10.11% 4,781 - - 9,128 1500-341-3010 Admin Service Fees - Documents 9,974 9.27% - 350 - 200 1500-341-9120 Election Qualifying Fees - -100.00% - 632 417 435 1500-341-9300 Photo Copies/Certifying 980 125.35% 986 - - - 1500-341-9400 Billing Work Orders - 0.00% $ 16,660 $ 13,530 $ 10,986 $ 15,872 Total General Government $ 17,923 12.92% 2,532 2,419 2,364 2,000 0800-342-1000 Law Enforcement Services 2,862 43.10% 6,436 8,416 7,504 3,211 0800-342-1300 Police Special Events 5,208 62.19% 3,413 4,660 4,759 4,614 0800-342-1800 Photo Copies 3,871 -16.11% 1,080 720 675 870 0900-342-2200 Safety Permits & Licenses 945 8.62% 8,107 23,491 21,863 23,476 0900-342-2700 Annual Safety Inspection Fees 20,699 -11.83% $ 21,568 $ 39,706 $ 37,165 $ 34,171 Total Public Safety $ 33,584 -1.72% 143,150 187,635 129,750 175,000 1080-343-8000 Sale of Lots 121,020 -30.85% 14,545 6,975 10,560 10,546 1080-343-8100 Crypt Sales 12,255 16.21% 15,455 4,335 9,715 9,966 1080-343-8200 Niche Sales 18,398 84.60% 4,175 4,825 24,435 12,000 1080-343-8300 Weekend/Holidays Interments 21,375 78.13% 179,150 175,500 167,355 160,000 1080-343-8400 Openings/Closings 167,385 4.62% 2,536 - - - 1080-343-8500 Transfer Fees 2,726 0.00% $ 359,011 $ 379,270 $ 341,815 $ 367,512 Total Cemetery $ 343,158 -6.63% 42,503 43,774 43,774 43,774 1015-344-9007 DOT Right-of-Way Maintenance Contract 43,774 0.00% 6,050 6,500 6,950 6,266 1240-343-9100 Cut Paved Surface/Curb 13,777 119.87% 94,208 97,035 99,946 102,946 1240-344-9008 DOT Lighting Maintenance Contract 106,035 3.00% - - 63,688 93,274 1240-344-9009 DOT Traffic Signal Maintenance Contract 95,599 2.49% $ 142,762 $ 147,308 $ 150,670 $ 246,260 Total Transportation $ 259,185 5.25% 93,508 109,237 129,996 147,000 1000-347-2000 Program Revenue 147,000 0.00% 15,038 16,402 38,540 43,064 1000-347-2011 Program Revenue - Not City Staff Provided 43,064 0.00% 23,255 28,225 31,675 26,750 1000-347-2100 Sponsorship Revenue 26,750 0.00% 17,411 19,856 18,363 16,800 1000-347-2200 Rental - Auditorium, Rec Centers, etc 16,800 0.00% 17,479 14,755 16,525 24,150 1000-347-2210 Rentals tax-exempt - Auditorium, Rec Centers, etc 24,150 0.00% - - - - 1000-347-2300 Concession Revenue 15,000 100.00% 74 - - - 1000-347-2410 Non Cash/Check Payment Exempt - 0.00% - - - 25,000 1000-347-2500 Memberships 25,000 0.00% 1,610 1,435 2,240 2,986 1000-347-4030 Holiday Parade Entry Fee 2,986 0.00% 621 - - - 1230-347-4020 Special Events - Landing/Chester Pruitt - 0.00% $ 168,996 $ 189,910 $ 237,338 $ 285,750 Total Recreation $ 300,750 5.25% 7,485 15,633 39,664 21,000 1010-347-2200 Rentals - Liza Jackson 22,277 6.08% 2,865 5,625 14,530 13,200 1010-347-2210 Rentals tax-exempt - Liza Jackson 14,278 8.16% 001-Revenues 9/14/2017 5:46 PM 58  001 GENERAL FUND - REVENUES Actual Budget 2016-17 2017-18 % 2013-14 2014-15 2015-16 Adopted Adopted Change 4,525 1,535 - - 1010-347-4010 Spec Evt - Landing - 0.00% 7,425 5,770 - 100 1010-347-4020 Spec Evt tax-exempt - Landing 100 0.00% - - - 2,000 1010-347-4330 Special Event Misc Charge - 0.00% 9,020 8,426 - - 1010-347-5910 Boat Launch Fee - 0.00% $ 31,320 $ 36,989 $ 54,194 $ 36,300 Total Parks $ 36,654 0.98% 7,525 - - - 1020-347-5610 Memberships - 0.00% 9,168 - - - 1020-347-5611 Program Revenue - Not City Staff Provided - 0.00% 28 - - - 1020-347-5620 Copy Machine - 0.00% 185 - - - 1020-347-5640 Concessions - 0.00% $ 16,906 $ - $ - $ - Total Senior Center $ - 0.00% 594,526 608,722 530,014 575,000 1040-347-5000 Greens Fees 625,946 8.86% 11,842 8,572 2,960 2,000 1040-347-5020 Tournament Fees 3,175 58.76% 67,903 - - 44,000 1040-347-5020 Tournament Fees - Tax Exempt 40,722 0.00% 55,386 - - - 1040-347-5099 Complimentary Green Fees - 0.00% 93,208 100,142 94,104 96,000 1040-347-5100 Membership Fees 113,208 17.92% 511,170 536,649 452,371 482,715 1040-347-5200 Golf Cart Rental 517,787 7.27% 1,166 991 632 937 1040-347-5210 Pull Cart Rental 850 -9.33% 40,909 - - - 1040-347-5299 Complimentary Golf Cart Fees - 0.00% 68,515 65,261 56,016 59,172 1040-347-5300 Driving Range 63,276 6.94% 75,386 73,289 73,438 73,020 1040-347-5400 Rental and Lease Income - Restaurant & Pro Shop 28,154 -61.44% 2,040 2,145 2,160 1,920 1040-347-5510 GHIN Handicapping Service 1,690 -11.98% 11,553 12,838 5,307 6,400 1040-347-5900 League Play 6,793 6.14% 3,840 - - - 1040-347-5900 League Play - Tax Exempt 21,274 100.00% (134) - (57) 50 1040-347-5920 Cash Over/(Under) 50 0.00% $ 1,537,311 $ 1,408,609 $ 1,216,947 $ 1,341,214 Total Golf Club $ 1,422,925 6.09% 2,005 2,025 1,710 2,900 1060-347-1000 Library Fees 2,505 -13.62% 7,004 7,005 6,985 7,200 1060-347-1010 Photo Copy Revenue 5,794 -19.53% 286 425 75 100 1060-347-1210 Rentals - Taxable 188 87.50% - - - 25 1060-347-1220 Rentals - Tax Exempt - -100.00% $ 9,295 $ 9,455 $ 8,770 $ 10,225 Total Library $ 8,486 -17.00% 29 36 - 100 1070-347-2000 Program Revenue 117 17.00% 31,013 32,828 30,297 29,000 1070-347-3500 Admission Fees 26,990 -6.93% 31,238 24,063 30,124 27,000 1070-347-3510 Merchandise Sales 26,508 -1.82% 7,372 7,486 8,944 11,848 1070-347-3520 Fees - Tax Exempt 10,518 -11.23% - - - 500 1070-347-3610 Memberships 1,741 248.14% $ 69,652 $ 64,413 $ 69,365 $ 68,448 Total Museum $ 65,873 -3.76% $ 2,373,478 $ 2,289,190 $ 2,127,249 $ 2,405,751 TOTAL CHARGES FOR SERVICES $ 2,488,538 3.44% 32,845 44,306 38,980 38,378 0800-351-5000 Traffic Fines 37,287 -2.84% 21,330 26,722 21,058 20,372 0800-351-5030 Traffic Fines - Law Enforcement Automation 22,340 9.66% $ 54,176 $ 71,028 $ 60,037 $ 58,750 Total Traffic Fines $ 59,627 1.49% 12,553 11,648 11,529 11,750 1060-352-1000 Library Fines 9,745 -17.07% 306 86 136 200 1060-352-1010 Lost Publications 336 68.11% $ 12,859 $ 11,733 $ 11,665 $ 11,950 Total Library Fines $ 10,081 -15.64% 710 1,802 (60) 240 0800-354-1100 Parking Citations 570 137.50% 825 475 950 833 0800-354-1200 False Alarm Fines - Police 1,875 125.09% (700) - - 250 0900-354-1200 False Alarm Fines - Fire - -100.00% 19,227 19,215 29,440 30,000 1217-354-1000 Code Enforcement - Fines 37,000 23.33% 12,025 7,265 12,686 7,500 1217-354-1010 Code Enforcement - Fees 7,500 0.00% $ 32,087 $ 28,757 $ 43,016 $ 38,823 Total Violations of Local Ordinances $ 46,945 20.92% 001-Revenues 9/14/2017 5:46 PM 59  001 GENERAL FUND - REVENUES Actual Budget 2016-17 2017-18 % 2013-14 2014-15 2015-16 Adopted Adopted Change $ 99,122 $ 111,519 $ 114,719 $ 109,523 TOTAL FINES & FORFEITURES $ 116,653 6.51% 123,469 192,795 150,166 128,600 1500-361-1000 Interest Income 247,500 92.46% 6,184 8,866 7,731 8,300 1500-361-2000 Dividend Income 10,500 26.51% (13,093) - - - 1500-361-3000 Unrealized Gain/(Loss) - 0.00% (15,462) - - - 1500-361-4000 Realized Gain/(Loss) - 0.00% $ 101,098 $ 201,660 $ 157,897 $ 136,900 Total Interest Income $ 258,000 88.46% 4,788 5,007 6,026 4,913 1010-362-1000 Rentals & Leases 4,913 0.01% 24,600 24,600 24,764 24,600 1040-362-2010 Rental and Lease Income - Golf Tower 26,568 8.00% 232,092 210,529 213,753 228,422 1500-362-1000 Rental and Lease Income 311,856 36.53% $ 261,480 $ 240,136 $ 244,543 $ 257,935 Total Rents and Royalties $ 343,337 33.11% 40,116 24,167 - - 1500-364-1000 Sale of Surplus - Assets - 0.00% 8,003 5,380 - - 1500-364-1020 Sale of Surplus - Scrap - 0.00% 736 225 - 20 1220-365-1010 Sale of Used Oil 20 0.00% $ 48,856 $ 29,772 $ - $ 20 Total Disposal of Fixed Assets $ 20 0.00% 2,995 - - - 0800-366-1000 Contributions/Donations - Police - 0.00% 478 - - - 0800-366-1011 Contributions/Donations - Coin/Pin - 0.00% 1,165 - - - 0800-366-1071 Contributions/Donations - Citizens Police Acad - 0.00% - 2,750 - - 0800-366-3010 Designated Donations - 0.00% 2,430 - - - 1000-366-1000 Contributions/Donations - Recreation - 0.00% 13,103 - 45,000 - 1010-366-1000 Contributions/Donations - Parks - 0.00% - - 6,762 - 0310-366-1026 Contributions/Donations - HR Safety Program - 0.00% 1,944 - - - 1020-366-1000 Contributions/Donations - Senior Center - 0.00% 6,105 - - - 1060-366-1000 Contributions/Donations - Library - 0.00% 2,649 - 13,782 - 1070-366-1000 Contributions/Donations - Museum - 0.00% 1,630 - - - 1200-366-1000 Contributions/Donations - Engineering - 0.00% - - 16,175 - 1500-366-1000 Contributions/Donations - General - 0.00% 6,158 18,060 28,891 - 1500-366-6000 Contributions/Donations - Capital - 0.00% $ 38,657 $ 20,810 $ 110,610 $ - Total Contributions/Donations $ - 0.00% 729 - - - 0800-369-9020 Abandoned Property 608 - - - 1040-369-9000 Miscellaneous Revenues - 0.00% 2,124 1,522 1,418 1,600 0000-369-9091 Discounts 1,600 0.00% 17,387 - - - 1500-369-1000 Worker's Comp Proceeds - 0.00% - 35 - 10 1500-369-1500 City Clerk Store - -100.00% 360 360 360 360 1500-369-5000 Proceeds - Sales Tax Credit 360 0.00% 10,139 48,422 18,392 45,000 1500-369-9000 Miscellaneous 45,000 0.00% $ 31,347 $ 50,339 $ 20,170 $ 46,970 Total Other Revenues $ 46,960 -0.02% $ 481,438 $ 542,718 $ 533,220 $ 441,825 TOTAL INTEREST & OTHER REVENUES $ 648,317 46.74% - 25,000 20,364 22,350 1600-381-2400 Transfer from Beal Memorial Cemetery Fund 24,850 11.19% 490,433 519,267 619,771 621,419 1600-382-4100 Transfer from Utilities Fund 642,721 3.43% 130,000 138,291 136,074 143,531 1600-382-4300 Transfer from Sanitation Fund 146,401 2.00% - - - - 1600-382-4500 Transfer from Stormwater Fund 91,460 0.00% $ 620,433 $ 682,558 $ 776,209 $ 787,300 Total Interfund Transfers $ 905,432 15.00% - 67,774 - - 1500-384-1075 Proceeds from Debt - 0.00% $ - $ 67,774 $ - $ - Total Proceeds from Debt/Loans $ - 0.00% - - - 60,484 1600-389-9100 Appropriation from Unassigned Fund Balance 447,885 -100.00% 11,013 1600-389-9500 Approp. from Assigned Fund Balance (Vehicle/Equip Maint) 131,048 1089.94% - - - 110,584 1600-389-9500 Approp. from Assigned Fund Balance (Building Maint) 289,656 161.93% - - - 96,900 1600-389-9600 Approp. from Restricted Fund Balance - Harvey Trust 43,346 -55.27% $ - $ - $ - $ 278,981 Total Non-Operating Sources $ 911,935 0.00% 001-Revenues 9/14/2017 5:46 PM 60  001 GENERAL FUND - REVENUES Actual Budget 2016-17 2017-18 % 2013-14 2014-15 2015-16 Adopted Adopted Change $ 620,433 $ 750,332 $ 776,209 $ 1,066,281 TOTAL TRANSFERS IN $ 1,817,367 70.44% $ 18,911,347 $ 19,484,914 $ 20,233,680 $ 20,031,744 TOTAL FUND REVENUES $ 22,291,857 11.28% 001-Revenues 9/14/2017 5:46 PM 61  001 GENERAL FUND - 0100 CITY COUNCIL Actual Budget 2016-17 2017-18 % 2013-14 2014-15 2015-16 Adopted Adopted Change Revenues: - - - 200 341-9120 Election Qualifying Fees - 100.00% - - - - 366-1000 Contributions/Donations - 0.00% $ - $ - $ - $ 200 TOTAL REVENUES $ - 0.00% Personal Services: 38,570 39,164 39,450 40,337 511-1100 Executive Salaries 40,355 0.05% 2,391 2,428 2,452 2,455 511-2100 FICA Taxes 2,502 1.92% 559 568 573 574 511-2101 Medicare 585 1.94% 63,538 70,372 79,706 107,969 511-2300 Dental, Life & Health Insurance 92,139 -14.66% 64 176 64 40 511-2400 Worker's Compensation 64 60.85% $ 105,123 $ 112,708 $ 122,246 $ 151,374 Total Personal Services $ 135,645 -10.39% Operating Expenditures: 11,518 221 2,358 - 511-3100 Professional Services - 0.00% 74,200 57,695 67,698 78,000 511-3101 Legal Services 98,000 25.64% 82,800 82,710 82,710 82,710 511-3400 Other Services 82,710 0.00% 8,442 12,234 12,245 15,000 511-4000 Travel and Per Diem 15,000 0.00% 115 109 96 99 511-4100 Communication Services 99 0.00% 619 - 25 700 511-4700 Printing & Binding 700 0.00% 199 - - - 511-4800 Promotional Activities - 0.00% - - - - 511-4801 Special Events 1,000 100.00% - 16,919 - 17,000 511-4910 Election Expense - -100.00% - - 56 - 511-5100 Office Supplies - 0.00% 3,262 4,005 5,528 6,500 511-5200 Operating Supplies 6,500 0.00% - - 27 800 511-5210 Uniform Expense 800 0.00% 220 - - - 511-5231 Computer Hardware/Software - 0.00% 2,165 4,133 4,062 4,239 511-5400 Books, Dues & Publications 4,239 0.00% 3,795 4,804 7,220 5,228 511-5500 Training 5,228 0.00% Non-Operating: 15,962 21,923 41,949 41,949 511-8200 Grants & Aids 41,973 0.06% $ 203,296 $ 204,753 $ 223,974 $ 252,225 Total Operating Expenditures $ 256,249 1.60% Capital Outlay: 701 - - - 511-6420 Computer Hardware/Software - 0.00% $ 701 $ - $ - $ - Total Capital Outlay $ - 0.00% Debt Service 205 185 182 186 581-9121 Transfer to Debt Service Fund 186 -0.21% $ 205 $ 185 $ 182 $ 186 Total Debt Service $ 186 -0.21% $ 309,324 $ 317,646 $ 346,402 $ 403,785 TOTAL EXPENSES $ 392,080 -2.90% $ (309,324) $ (317,646) $ (346,402) $ (403,585) NET REVENUE / (EXPENSE) $ (392,080) -2.85% 62 0100-City Council 9/14/2017 4:40 PM 


 Share of City Budget $392,080,
 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   To enhance and protect the Community by providing quality services.   The City of Fort Walton Beach: a recognized leader in the provision of Community Service.   
  Plan Initiative Plan Objective Status #1 Economic Diversity & In this period of still fragile economic recovery nationally, the City will seek to Resiliency diversify its economy so that it is not singularly over-dependent on any one economic driver. #2 Invest for a Safer City: This broad Objective is intended to enhance the safety of the City. Some items Improve Public Safety and that are specifically included are developing a specific plan to address vagrancy Reduce Vagrancy and chronic homelessness. #3 Create Broader Update the Community Redevelopment Agency plan, complete a major Redevelopment Areas with redevelopment project, support continued momentum of Downtown resurgence, Visible Projects and evaluate additional redevelopment areas and current boundaries of the District. #4 Create a Master Plan Review existing plans to identify current master planning elements or components, which will assist in developing a community strategic plan that engages all major institutional stakeholders and neighborhoods, including public facilities. 63  001 GENERAL FUND - 0200 CITY MANAGER Actual Budget 2016-17 2017-18 % 2013-14 2014-15 2015-16 Adopted Adopted Change Revenues: Division Does Not Generate Revenue $ - $ - $ - $ - TOTAL REVENUES $ - 0.00% Personal Services: 2.00 3.00 3.00 3.00 Number of Funded Employees (FTE's) 3.00 115,867 132,262 140,330 124,965 512-1100 Executive Salaries 127,714 2.20% 79,608 81,915 78,974 98,303 512-1200 Regular Salaries 100,465 2.20% - - 108 54 512-1201 Service Awards - 100.00% 11,697 13,016 13,205 14,168 512-2100 FICA Taxes 14,372 1.44% 2,911 3,192 3,269 3,313 512-2101 Medicare 3,361 1.45% 58,521 63,877 61,776 68,215 512-2200 Retirement Contributions 114,901 68.44% 1,312 1,963 2,010 2,047 512-2204 Retirement Contributions - DC Plan 2,092 2.21% 6,243 6,489 6,645 6,620 512-2210 Deferred Compensation 6,766 2.20% 13,659 15,501 15,486 17,653 512-2300 Dental, Life & Health Insurance 18,631 5.54% 365 339 398 402 512-2400 Worker's Compensation 411 2.21% $ 290,183 $ 318,553 $ 322,201 $ 335,742 Total Personal Services $ 388,713 15.78% Operating Expenditures: - - 500 4,500 512-3100 Professional Services 4,500 0.00% 6,951 6,384 5,443 3,950 512-4000 Travel and Per Diem 7,500 89.87% 1,097 1,359 1,511 1,386 512-4100 Communication Services 1,386 0.00% 102 52 101 155 512-4200 Postage 155 0.00% - - 120 120 512-4700 Printing & Binding (EE Gift Card Stock) 120 0.00% - - 142 - 512-4800 Promotional Activities - 0.00% 337 866 199 200 512-5100 Office Supplies 200 0.00% 882 2,057 2,481 3,956 512-5200 Operating Supplies 3,956 0.00% 195 149 104 270 512-5210 Uniform Expense 300 11.11% 271 211 2,046 - 512-5231 Computer Hardware/Software - 0.00% 1,672 3,709 3,299 3,542 512-5400 Books, Dues & Publications 3,542 0.00% 2,338 1,874 3,517 1,995 512-5500 Training 3,340 67.42% $ 13,844 $ 16,661 $ 18,963 $ 20,074 Total Operating Expenditures $ 24,999 24.53% Capital Outlay: 1,000 2,164 - - 512-6420 Computer Hardware/Software - 0.00% $ 1,000 $ 2,164 $ - $ - Total Capital Outlay $ - 0.00% Debt Service 559 554 554 557 581-9121 Transfer to Debt Service Fund 557 -0.03% $ 559 $ 554 $ 554 $ 557 Total Debt Service $ 557 -0.03% $ 305,587 $ 337,931 $ 341,718 $ 356,373 TOTAL EXPENSES $ 414,269 16.25% $ (305,587) $ (337,931) $ (341,718) $ (356,373) NET REVENUE / (EXPENSE) $ (414,269) 16.25% 0200-City Manager 9/14/2017 4:46 PM 64     Share of City Budget $414,269, 1.0%   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.   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    
  2013-14 2014-15 2015-16 2016-17 2016-17 2017-18 Communicate Effectively w/ City Council & Public on Current Issues Customer Satisfaction with Overall City Services 76% 76% 80% 79% 95% 95% Promote Organizational Efficiency Overall Employee Satisfaction (Strongly Agree & Agree) 81.0% 81.0% 82.0% 81% 80% 80% Performance Excellence / Leadership Training Courses 6 6 6 8 10 10 Deliver Services in Most Cost-Efficient Manner Cost of Services per Citizen - General Fund $933 $933 $933 annual measure $930 $930 9 Develop incentives for a Neighborhood Redevelopment Program. 9 Continue to effectively market the City to citizens, visitors, and potential business owners. 9 Aggressively pursue expansion opportunities for services and possible annexation.
 

 9 Focus on redevelopment in the Commerce and Technology Park 9 Continue to enhance the Economic Development "toolbox" for the City to attract industries. 9 Create additional programs to assist Commercial Properties with redevelopment.       
 9 Conducted a successful Strategic Planning Session with City Council to continue the positive direction of the City. 9 Through the Community Solutions Board of Directors, began construction of Phase I of a Homeless Resource Center. 9 Developed a Business Accelerator / Incubator within the City, focused on veterans and families. 9 Advocated with the Florida League of Cities on issues affecting Home Rule, Homelessness, Stormwater Infrastructure, etc. 65  001 GENERAL FUND - 0300 HUMAN RESOURCES Actual Budget 2016-17 2017-18 % 2013-14 2014-15 2015-16 Adopted Adopted Change Revenues: Division Does Not Generate Revenue $ - $ - $ - $ - TOTAL REVENUES $ - 0.00% Personal Services: 3.00 3.00 3.00 3.60 Number of Funded Employees (FTE's) 4.70 64,226 75,027 82,193 82,479 513-1100 Executive Salaries 84,294 2.20% 67,569 69,518 65,535 69,494 513-1200 Regular Salaries 119,735 72.30% 108 - - - 513-1201 Service Awards - 0.00% - - 108 - 513-1202 Incentive/Merit Pay - 0.00% - - 13,345 13,989 513-1300 Part-Time Wages 16,321 0.00% - - - 150 513-1400 Salaries - Overtime 150 100.00% 7,410 8,650 9,715 9,977 513-2100 FICA Taxes 13,324 33.54% 1,733 2,023 2,272 2,333 513-2101 Medicare 3,116 33.56% 10,788 11,541 11,121 12,436 513-2200 Retirement Contributions 21,832 75.56% 6,331 6,707 7,528 7,753 513-2204 Retirement Contributions - DC Plan 10,359 33.62% 20,299 12,980 9,926 11,319 513-2300 Dental, Life & Health Insurance 26,275 132.13% 232 217 275 282 513-2400 Worker's Compensation 375 32.84% $ 178,696 $ 186,665 $ 202,019 $ 210,213 Total Personal Services $ 295,780 40.70% Operating Expenditures: 20,435 16,880 36,814 31,774 513-3100 Professional Services 32,971 3.77% 7,622 10,697 11,180 7,000 513-3102 Employee Physicals & Immunizations 12,750 82.14% 4,015 1,386 - - 513-3400 Other Services - 0.00% 935 963 681 800 513-4000 Travel and Per Diem 800 0.00% 1,223 1,222 1,207 1,305 513-4100 Communication Services 1,305 0.00% 564 497 506 190 513-4200 Postage 190 0.00% 2,001 1,575 461 758 513-4400 Rentals & Leases 487 -35.75% 631 206 596 1,500 513-4700 Printing & Binding 1,500 100.00% - - - - 513-4800 Promotional Activities 940 0.00% - 474 6,477 - 513-4901 Recruitment/Relocation - 0.00% 283 303 349 500 513-4920 Advertising 500 0.00% 2,623 2,458 2,383 2,600 513-5100 Office Supplies 2,600 0.00% 11,170 9,264 8,053 8,465 513-5200 Operating Supplies 8,200 -3.13% - - 195 - 513-5210 Uniform Expense 500 100.00% 799 - 682 - 513-5231 Computer Hardware/Software - 0.00% 514 472 487 608 513-5400 Books, Dues & Publications 628 3.29% 1,729 874 1,462 8,825 513-5500 Training 825 -90.65% $ 54,544 $ 47,270 $ 71,533 $ 64,325 Total Operating Expenditures $ 64,196 -0.20% Capital Outlay: 690 1,082 - - 513-6420 Computer Hardware/Software - 0.00% - - 2,882 - 513-6402 Equipment - 0.00% $ 690 $ 1,082 $ 2,882 $ - Total Capital Outlay $ - 0.00% Debt Service 614 630 726 557 581-9121 Transfer to Debt Service Fund 557 -0.03% $ 614 $ 630 $ 726 $ 557 Total Debt Service $ 557 -0.03% $ 234,545 $ 235,647 $ 277,160 $ 275,095 TOTAL EXPENSES $ 360,533 31.06% $ (234,545) $ (235,647) $ (277,160) $ (275,095) NET REVENUE / (EXPENSE) $ (360,533) 31.06% 0300-HR 9/14/2017 4:48 PM 66   
 Share of City Budget $360,533, 0.9% 
  Human Resources recruits new employees and works to retain existing employees, maintains personnel records, coordinates employee benefits, and enforces personnel policies.    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
  
 
 2013-14 2014-15 2015-16 2016-17 2016-17 2017-18 Goals & Efficiency Improvements Citywide tracking of Disciplinary & Grievance (Consistency) n/a n/a n/a n/a n/a n/a Attract and Retain a High-Quality Workforce Career Development and Training Classes Held 14 20 38 34 12 25 Employees Recognized (Yearly) 46 12 61 72 24 25 Managers Recognized (Yearly) 6 3 15 13 12 12 Turnover Rate: Public Safety Personnel 3% 9% 21% 15% 15% Turnover Rate: Non-Public Safety Personnel 45% 42% 35% annual measure 8% 8% 9 Redesign the performance evaluation for all positions and create a raters guide and training program. 9 Rollout of performance evaluation training program 9 Affordable Health Care Act (Tracking and Reporting) 9 Introduce new employee handbook to all employees. 9 Improve employee recognition program. 9 Reduce turnover for both public safety and non-public safety personnel. 9 On line HR Lab - Training 9 Provide additional training options for employees. 9 Re-establish Safety Committee 9 Implementation of Applicant Tracking Program (Civic HR) 9 Continue to build health and wellness committee (bi-monthly meetings) 9 Focus on Health & Wellness (Health & Wellness Fair, Lunch & Learns, etc. )   9 Promote health & wellness, control insurance cost and promote a high-quality workforce and environment of continual improvement.   

     9 Performance Evaluations & Personnel Manual Review 9 EEOC Harassment training program. 9 Wellness fair. 9 Selection of Police Chief 9 Promotional testing for Fire (D.E. & Captain) 9 Finalize updated Personnel Manual 9 Police Promotional Test 9 Fire Entry Level Testing 9 Employee Satisfaction Survey 67  001 GENERAL FUND - 0310 RISK MANAGEMENT Actual Budget 2016-17 2017-18 % 2013-14 2014-15 2015-16 Adopted Adopted Change Revenues: Division Does Not Generate Revenue $ - $ - $ - $ - TOTAL REVENUES $ - 0.00% Operating Expenditures: 2,291 3,491 3,647 2,400 519-4000 Travel and Per Diem 2,400 0.00% 514,754 495,750 474,837 521,769 519-4500 Insurance 530,944 1.76% 57,404 57,938 52,795 50,000 519-4501 Unrecovered Insurance Claims 50,000 0.00% - - 4,681 - 519-5200 Operating - 0.00% 75 - 80 75 519-5500 Training 75 0.00% $ 574,523 $ 557,179 $ 536,039 $ 574,244 Total Operating Expenditures $ 583,419 1.60% Capital Outlay: $ - $ - $ - $ - Total Capital Outlay $ - 0.00% $ 574,523 $ 557,179 $ 536,039 $ 574,244 TOTAL EXPENSES $ 583,419 1.60% $ (574,523) $ (557,179) $ (536,039) $ (574,244) NET REVENUE / (EXPENSE) $ (583,419) 1.60% 0310-Risk Mgmt 9/14/2017 4:49 PM 68     Share of City Budget $583,419, 1.4% 
  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.    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 06/30 Budget
  
 
 2013-14 2014-15 2015-16 2016-17 2016-17 2017-18 Reduce Workers Compensation Expense Workers Compensation Accidents 35 36 47 47 45 40 Workers Compensation Accidents with Injuries 22 20 29 37 13 20 Workers Compensation Lost Work Days 72 88 128 48 25 25 Workers Compensation Open Claims 52 18 31 38 5 5 Workers Compensation Experience Modification 0.80 0.80 0.80 0.80 0.85 0.85 Minimize Liability Exposure At-Fault Employee Vehicle & Equipment Incidents 8 8 21 19 5 5 Provide a Safe Workplace Safety Training Classes Held 54 7 8 3 50 50 9 Reduce workers compensation accident frequency, accidents with injuries, and lost work hours through improved safety training. 9 Reduce at-fault employee vehicle and equipment incidents through improved safety program. 9 Offer avenues of safety training to promote a safe workplace and environment of continual improvement. 9 Continue to focus Health & Wellness (Health Fair, Lunch & Learn, etc.) 9 Develop on-line safety training programs for employees (HR Training Lab). 9 Review Insurance Coverage for City Buildings, Property & Equipment   ! 9 Reduce workers compensation experience modification factor 9 Implement safety recognition programs. 9 Enhance wellness program and development wellness incentives.   

    9 Conducted first aid and CPR training and certification for all departments. 9 Provided drug-free workplace training for all supervisors. 69 

    

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 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.   Provide Citywide information technology services that are secure and highly accessible. Actual YTD thru 06/30 Budget        2013-14 2014-15 2015-16 2016-17 2016-17 2017-18 Provide Current Technology to Users Computers, Servers, Laptops & Tablets Replaced 24% 20% 13% 8% 16% 15% Police Laptops Replaced 59% 26% 17% 0% 9% 10% Support Department Productivity by Minimizing Downtime Hours of Downtime: Public Safety (police & fire) 5 3 8 7 10 10 Hours of Downtime: Non-Public Safety 5 9 17 13 20 20 9 Ensure current technology to users by replacing desktop computers and servers that are 5 years old. 9 Ensure current technology to police department by replacing laptops every five years. 9 Ensure no more than 10 hours of downtime for public safety personnel. 9 Ensure no more than 20 hours of downtime for non-public safety personnel.   9 Continue to implement new technology to increase security on the City's network. 9 Implement Phase I of storage area network (SAN).
 
   9 Retirement of IT Director and addition of two new IT staff members. 9 Purchase of 38 desktops and 8 laptops along with various other hardware and software components for multiple divisions. 71  001 GENERAL FUND - 0400 CITY CLERK Actual Budget 2016-17 2017-18 % 2013-14 2014-15 2015-16 Adopted Adopted Change Revenues: - - - 435 341-9300 Photo Copies/Certifying 980 125.35% - - - 10 369-1500 City Clerk Store - -100.00% $ - $ - $ - $ 445 TOTAL REVENUES $ 980 120.28% Personal Services: 2.50 2.50 2.50 2.50 Number of Funded Employees (FTE's) 2.40 71,143 60,435 68,270 67,368 512-1100 Executive Salaries 68,850 2.20% 33,980 22,168 34,923 38,774 512-1200 Regular Salaries 40,714 5.00% 217 - - - 512-1201 Service Awards 108 100.00% 8,856 5,007 - 11,658 512-1300 Part-Time Wages 11,914 2.20% 314 353 136 - 512-1400 Salaries - Overtime 25 100.00% 1,209 - - - 512-1503 Auto Allowance - 0.00% 9,510 5,029 6,052 6,902 512-2100 FICA Taxes 7,097 2.83% 2,224 1,176 1,415 1,614 512-2101 Medicare 1,660 2.85% 10,270 11,092 10,982 12,640 512-2200 Retirement Contributions 22,800 80.38% 3,541 3,594 4,961 5,053 512-2204 Retirement Contributions - DC Plan 5,164 2.19% 3,843 - - - 512-2210 Deferred Compensation - 0.00% 9,956 13,475 14,942 17,044 512-2300 Dental, Life & Health Insurance 18,061 5.96% 210 128 177 200 512-2400 Worker's Compensation 207 3.37% $ 155,273 $ 122,456 $ 141,857 $ 161,252 Total Personal Services $ 176,599 9.52% Operating Expenditures: 18,133 28,152 23,973 27,004 512-3100 Professional Services 36,296 34.41% - 134 - - 512-3400 Other Services - 0.00% - 676 1,676 1,675 512-4000 Travel and Per Diem 2,877 71.76% 819 760 720 764 512-4100 Communication Services 764 0.00% 292 172 262 300 512-4200 Postage 300 0.00% 11,137 11,137 6,151 11,138 512-4400 Rentals & Leases 11,138 0.00% 3,509 1,847 2,022 2,000 512-4912 Recording Fees 2,000 0.00% 14,091 13,638 14,008 14,000 512-4915 Legal Advertising 14,000 0.00% 901 758 479 1,500 512-5100 Office Supplies 1,500 0.00% 601 494 1,411 1,500 512-5101 Office Supplies - City Hall Copier (Dept Alloc) 2,000 33.33% 256 1,507 5,367 200 512-5200 Operating Supplies 200 0.00% - - 156 200 512-5210 Uniform Expense 300 50.00% 1,102 - - - 512-5231 Computer Hardware/Software - 0.00% 587 752 438 528 512-5400 Books, Dues & Publications 1,318 149.62% 56 984 1,155 990 512-5500 Training 1,525 54.04% $ 51,483 $ 61,010 $ 57,819 $ 61,799 Total Operating Expenditures $ 74,218 20.10% Capital Outlay: 2,585 2,182 - - 512-6420 Computer Hardware/Software - 0.00% 13,936 - - - 512-6821 Intangible Assets/Software - 0.00% $ 16,521 $ 2,182 $ - $ - Total Capital Outlay $ - 0.00% Debt Service 614 554 545 557 581-9121 Transfer to Debt Service Fund 557 -0.03% $ 614 $ 554 $ 545 $ 557 Total Debt Service $ 557 -0.03% $ 223,891 $ 186,202 $ 200,221 $ 223,608 TOTAL EXPENSES $ 251,374 12.42% $ (223,891) $ (186,202) $ (200,221) $ (223,163) NET REVENUE / (EXPENSE) $ (250,393) 12.20% 0400-City Clerk 9/14/2017 4:50 PM 72 CITY CLERK -./01(23(4567(89:;16 !"#$%&'$( )*+, DESCRIPTION M)&'6+(7'63&/N'+.'#'6)#/(&/';55+1&/:'#"",+$(&%'?7'#$%'/&",/(+$>'(,:'()&'6+(7'6,0$1+3O'M)&'6+(7'63&/N'"&/5,/4.'#.'"#/(',5'()&'''''''''''''''''''''''''''''''''''''' H%4+$+.(/#(+=&'L/#$1)',5'()&'6+(7O'M)&'63&/N'.&/=&.'#.'()&'10.(,%+#$',5'()&'6+(7'.&#3:'10.(,%+#$',5'/&1,/%.:'#$%'"/,=+%&.'#%4+$+.(/#(+=&''''''''''''''''''''''''' .0"",/('(,'()&'@#7,/'#$%'6+(7'6,0$1+3O MISSION 2/,=+%&'"/,5&..+,$#3:'N$,83&%>&#?3&'#$%'#110/#(&'.&/=+1&'(,'()&'@#7,/'#$%'6+(7'6,0$1+3'@&4?&/.:'()&'"0?3+1:'#$%',()&/'@0$+1+"#3'%&"#/(4&$(.'?7' "/&"#/+$>'#>&$%#.'#$%'4+$0(&.:'"/,1&..+$>'#$%'4,$+(,/+$>'/&1,/%.'/&D0&.(.:'#$%'0"%#(+$>'()&'6,%&',5';/%+$#$1&.'#$%'<#$%'-&=&3,"4&$('6,%&O !"#$% !"#$%&'#()*+( &#'()" CURRENT GOALS, OBJECTIVES, & METRICS (FY18) ,(-+.-/ ,(-/.-0 ,(-0.-) ,(-).-1 ,(-).-1 ,(-1.-2 *+,"-,#)."+./0+6-')./0+7)44-+,$%.5.8,+9%)'()$3%).$'2-,-4"0$"-6).4#//+0" '''''2/&"#/&'#$%'",.('4+$0(&.',5'#33'6,0$1+3'#$%'L,#/%G6,44+((&&'4&&(+$>. !!" !!" !!" !!" !!" !!" '''''@#+$(#+$'6,%&',5';/%+$#$1&.'#$%'<#$%'-&=&3,"4&$('6,%&'#.'%+/&1(&%'?7'6,0$1+3 #!" #!" $!" $%" $%" $%" *+,"-,#)."+./0+/)0%1.2$-,"$-,./#3%-!.0)!+0'4.5./0+6-')./0+2/".!#4"+2)0.4)06-!) ''''' 3&1(/,$+1#337'.1#$:'(+(3&:'5+3&'#$%'.(,/&'#33'6+(7'/&1,/%.'5,/'"/,"&/'#11&..'' &'( &'( &'( $%" !!" !!" '''''@#+$(#+$'#33'6+(7'/&1,/%.'#.'%&5+$&%'?7'()&'A3,/+%#'-&"#/(4&$(',5'B(#(&C.'*&(&$(+,$'B1)&%03& !!" !!" !!" $%" !!" !!" '''''20?3+1'/&1,/%.'/&D0&.(.'/&1&+=&% $%! $%) *+, ,-, !!! !!! '''''20?3+1'/&1,/%.'/&D0&.(.'/&.",$%&%'(,'8+()+$'E'%#7. $!" $!" $!" $%" $%" $%" F4"3&4&$('#'.7.(&4G.,5(8#/&'(,'4#$#>&'#$%'4#+$(#+$'6,$(/#1(.G<&#.&.GH>/&&4&$(.G@&4,/#$%04',5'I$%&/.(#$%+$>. B(/&#43+$&'<+&$'B&#/1)&.'(,'/&%01&'403(+"3&'.(#55'+$(&//0"(+,$. F4"3&4&$('")#.&'FF',5'()&'*&1,/%.'B(,/#>&'*,,4'*&(&$(+,$'#$%'-&.(/01(+,$'"3#$'J#4&$%&%'(,'+$130%&'#33'%&"#/(4&$(.K 2/,=+%&'6,%&',5';/%+$#$1&'#$%'<#$%'-&=&3,"4&$('6,%&'/&=+.+,$.'(,'@0$+1,%&'+44&%+#(&37'#5(&/'#""/,=#3'5,/'",.(+$>' FUTURE GOALS (FY19 & FY20) 6,$(+$0&'(,'#%%'4&(),%.G"/,1&..&.'(,'+$1/&#.&'#$%'+4"/,=&',$3+$&'#11&..+?+3+(7'5,/'&4"3,7&&.'#$%'()&'"0?3+1 6,$(+$0&'(,'"0/>&'&3&1(/,$+1'5+3&.'()#(')#=&'&!1&&%&%'()&+/'/&(&$(+,$'%#(& PRIOR YEAR ACCOMPLISHMENTS (FY17) 6,$(/#1(&%'#$'#>&$17'()#('#..+.(&%'+$'+$=&$(,/7+$>'()&'*&1,/%.'B(,/#>&'/,,4.:'#$%'"/&"#/&%'#'*&(&$(+,$'#$%'-&.(/01(+,$'23#$' !"#$%&%'()&'*&(&$(+,$'#$%'-&.(/01(+,$'23#$'(,'+$130%&'#33'%&"#/(4&$(.'5,/'#'6+(7'8+%&'/&1,/%.'13&#$'0"'"/,9&1( 2/&"#/&%'6)#/(&/:'6,%&',5';/%+$#$1&.'#$%'<#$%'-&=&3,"4&$('6,%&'5,/'"/,5&..+,$#3'),.(+$>'#$%'4#+$(&$#$1&'?7'@0$+1,%& 73  001 GENERAL FUND - 0500 FINANCE Actual Budget 2016-17 2017-18 % 2103-14 2104-15 2105-16 Adopted Adopted Change Revenues: Division Does Not Generate Revenue $ - $ - $ - $ - TOTAL REVENUES $ - 0.00% Personal Services: 7.00 6.00 6.00 6.00 Number of Funded Employees (FTE's) 6.00 88,783 93,836 99,590 93,573 513-1100 Executive Salaries 95,632 2.20% 212,786 204,752 204,048 225,410 513-1200 Regular Salaries 230,369 2.20% - - 162 - 513-1201 Service Awards - 0.00% 541 - - - 513-1202 Incentive/Merit Pay - 0.00% 141 - 193 400 513-1400 Overtime 400 0.00% 17,910 17,118 16,817 17,292 513-2100 FICA Taxes 17,591 1.73% 4,189 4,004 3,933 4,044 513-2101 Medicare 4,114 1.73% 75,834 79,351 77,437 86,153 513-2200 Retirement Contributions 147,816 71.57% 3,924 1,317 3,953 4,761 513-2204 Retirement Contributions - DC Plan 4,866 2.20% 51,694 52,083 64,400 77,762 513-2300 Dental, Life & Health Insurance 82,554 6.16% 542 452 527 550 513-2400 Worker's Compensation 563 2.29% $ 456,344 $ 452,913 $ 471,060 $ 509,946 Total Personal Services $ 583,904 14.50% Operating Expenditures: 56,588 42,273 46,023 60,003 513-3100 Professional Services 72,901 21.50% 51,984 51,984 55,363 56,359 513-3200 Annual Audit Services 56,359 0.00% - - 3,206 - 513-3400 Other Services - 0.00% 2,896 6,488 6,106 6,854 513-4000 Travel and Per Diem 8,900 29.85% 1,162 1,089 1,048 1,075 513-4100 Communication Services 1,041 -3.16% 2,420 3,611 4,280 4,500 513-4200 Postage 4,500 0.00% 546 2,607 - - 513-4400 Rentals & Leases - 0.00% 700 749 470 491 513-4610 Maintenance Contracts 510 3.87% 525 821 1,293 1,025 513-4700 Printing and Binding 1,025 0.00% 1 0 0 25 513-4903 Sales Tax Expense/Penalty 25 0.00% 3,732 3,987 4,057 4,390 513-5100 Office Supplies 4,850 10.48% 2,567 3,431 1,811 2,730 513-5200 Operating Supplies 3,780 38.46% - 298 400 720 513-5210 Uniform Expense 600 -16.67% 712 698 311 - 513-5231 Computer Hardware/Software - 0.00% 1,770 1,429 2,245 2,290 513-5400 Books, Dues & Publications 2,530 10.48% 2,067 2,332 3,056 5,730 513-5500 Training 4,716 -17.70% $ 127,669 $ 121,796 $ 129,669 $ 146,192 Total Operating Expenditures $ 161,737 10.63% Capital Outlay: 3,050 - - - 513-6402 Equipment - 0.00% - 1,082 - - 513-6420 Computer Hardware/Software - 0.00% $ 3,050 $ 1,082 $ - $ - Total Capital Outlay $ - 0.00% Capital Improvements Program: $ - $ - $ - $ - Total Capital Outlay $ - 0.00% Debt Service 1,285 1,108 1,089 1,114 581-9121 Transfer to Debt Service Fund 1,114 -0.03% $ 1,285 $ 1,108 $ 1,089 $ 1,114 Total Debt Service $ 1,114 -0.03% $ 588,348 $ 576,898 $ 601,819 $ 657,251 TOTAL EXPENSES $ 746,755 13.62% $ (588,348) $ (576,898) $ (601,819) $ (657,251) NET REVENUE / (EXPENSE) $ (746,755) 13.62% 0500-Finance 9/14/2017 4:53 PM 74 
 Share of City Budget $746,755, 1.8%     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.   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        
 2013-14 2014-15 2015-16 2016-17 2016-17 2017-18 Provide Accurate and Timely Financial Information Monthly Financial Reports Prepared within 20 Days 90% 98% 98% 100% 95% 95% Findings From External Auditors 0 0 0 annual measure 0 0 Prepare Useful & Meaningful Financial Documents to the Public Achieve GFOA Distinguished Budget Presentation Award (possible points awarded) 77% 90% 92% annual measure 95% 95% Achieve GFOA Certificate of Achievement for Financial Reporting 9 9 9 annual measure 9 9 9 Prepare 95% of monthly financial reports within 20 days of the end of the month to provide timely financial information. 9 Achieve growth beyond the rate of inflation for invested surplus funds. 9 Increase the number of grants awarded to the City through grant-writing training and new avenues of grant opportunities.
   

 9 Automate reporting process by converting monthly financial and budget reports to Q-Rep software. 9 Review and update all finance policies and procedures to ensure accuracy, completeness, and functionality. 9 Provide internal training opportunities for city staff to enable effective use of the available information within the City's computerized accounting system. 9 Create City centric communications report.      
  9 Received GFOA Distinguished Budget Presentation Award and Certificate of Achievement for Financial Reporting. 75 

    

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   Share of City Budget $211,103,  
 0.5% 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.   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       2013-14 2014-15 2015-16 2016-17 2016-17 2017-18 Procure Products As Efficiently As Possible Purchases Made By Purchase Order 77% n/a n/a 2,420 n/a n/a Purchases Made By Direct Payment 23% n/a n/a n/a n/a n/a Purchases Made By Credit Card n/a n/a n/a n/a n/a n/a Time Between Requisition Approval And Purchase Order Creation n/a 96% 97% 98% 90% 90% 9 Develop quarterly contact with approved vendors to communicate purchasing policy, city requirements, and vendor performance. 9 Develop program to provide business opportunities to minority, woman, and veteran owned businesses.   9 Develop and implement procurement tracking for item order frequency.
 
   9 Developed quarterly program to provide written review and rating to vendors concerning their performance. 77  001 GENERAL FUND - 0800 POLICE Actual Budget 2016-17 2017-18 % 2013-14 2014-15 2015-16 Adopted Adopted Change Revenues: 175,703 175,025 - 175,025 312-5200 Insurance Premium Tax - Police Pension 175,703 0.39% 575 378 - 400 329-4000 Taxi Permit/Bicycle Registration 50 -87.50% 2,532 2,419 - 2,000 342-1000 Law Enforcement Services 2,862 43.10% 6,436 8,416 - 3,211 342-1300 Police Special Events 5,208 62.19% 3,413 4,660 - 4,614 342-1800 Photo Copies 3,871 -16.11% 32,845 44,306 - 38,378 351-5000 Traffic Fines 37,287 -2.84% 21,330 26,722 - 20,372 351-5030 Traffic Fines - Law Enforcement Automation 22,340 9.66% 710 1,802 - 240 354-1100 Parking Citations 570 137.50% 825 475 - 833 354-1200 False Alarm Fines 1,875 125.09% 2,995 - - - 366-1000 Contributions/Donations - 0.00% 478 - - - 366-1011 Contributions/Donations-Coin/Pin - 0.00% 1,165 - - - 366-1071 Contributions/Donations-Citizens Police Academy - 0.00% - 2,750 - - 366-3010 Designated Donations - 0.00% 729 - - - 369-9020 Abandoned Property - 0.00% - 23,730 - - Federal COPS Grant 138,431 100.00% $ 249,737 $ 290,683 $ - $ 245,073 TOTAL REVENUES $ 388,197 58.40% Personal Services: 55.99 55.66 55.66 61.90 Number of Funded Employees (FTE's) 65.90 101,976 105,765 68,790 88,242 521-1100 Executive Salaries 91,531 3.73% 1,952,097 2,083,449 2,127,944 2,406,655 521-1200 Regular Salaries 2,603,202 8.17% 812 - 1,678 1,137 521-1201 Service Awards 1,191 4.75% - - 650 - 521-1202 Incentive/Merit Pay - 0.00% 153,390 113,615 67,807 69,930 521-1300 Part-Time Wages 75,979 8.65% 83,972 99,007 113,966 96,009 521-1400 Salaries - Overtime 144,853 50.87% 68,035 67,439 64,366 69,135 521-1401 Salaries - Overtime Holiday Worked 65,885 -4.70% 52,413 51,270 44,021 85,564 521-1501 Incentive Pay 104,317 21.92% 2,977 3,106 2,198 3,000 521-1507 Clothing Allowance 3,600 20.00% 143,438 146,138 152,622 152,062 521-2100 FICA Taxes 166,056 9.20% 33,546 34,177 35,694 35,562 521-2101 Medicare 38,835 9.20% 135,446 149,508 122,079 119,573 521-2200 Retirement Contributions - General Employees 143,363 19.90% 737,386 554,238 506,169 509,253 521-2201 Retirement Contributions - Police Officers 750,708 47.41% 175,703 175,025 181,303 175,703 521-2203 Insurance Premium Tax - Police Pension 175,703 0.00% 3,062 6,094 10,865 13,224 521-2204 Retirement Contributions - DC Plan 24,678 86.61% 343,296 373,897 367,051 498,232 521-2300 Dental, Life & Health Insurance 505,996 1.56% 52,969 45,848 52,254 57,216 521-2400 Worker's Compensation 63,704 11.34% - (42,945) (52,210) (51,636) 521-1298 Salary Allocation Reimb from CRA Fund - -100.00% $ 4,040,519 $ 3,965,631 $ 3,867,249 $ 4,328,860 Total Personal Services $ 4,959,600 14.57% Operating Expenditures: 80,686 87,451 88,419 104,753 521-3100 Professional Services 99,000 -5.49% 2,800 425 1,575 1,500 521-3101 Legal 1,500 0.00% 147 - - 250 521-3102 Employee Physicals & Immunizations - -100.00% 1,590 - - - 521-3400 Other Services - 0.00% 222 65 350 1,000 521-3510 Information & Evidence 1,000 0.00% - - 3,393 15,000 521-4000 Travel and Per Diem 25,000 0.00% 25,503 24,086 32,900 28,082 521-4100 Communication Services 28,961 3.13% 1,474 1,096 959 1,250 521-4200 Postage 1,250 0.00% 41,335 45,453 47,993 40,154 521-4300 Utilities 40,633 1.19% 8,284 7,876 3,559 3,560 521-4400 Rentals & Leases 1,190 -66.57% 21,128 20,362 16,707 57,288 521-4610 Maintenance Contracts 79,446 38.68% 40,568 27,209 29,686 42,000 521-4620 Vehicle Repair 42,000 0.00% 626 576 7,888 5,630 521-4630 Equipment Repair 5,000 -11.19% 0800-Police 9/14/2017 4:56 PM 78  001 GENERAL FUND - 0800 POLICE Actual Budget 2016-17 2017-18 % 2013-14 2014-15 2015-16 Adopted Adopted Change - 794 105 - 521-4640 Building Maintenance - 0.00% 548 2,313 1,075 1,575 521-4700 Printing & Binding 2,350 49.21% 680 61 (154) 1,000 521-4904 Wrecker Expense 1,000 0.00% 51 - 521-4915 Legal Advertising - 0.00% 7,291 6,367 4,584 8,200 521-5100 Office Supplies 10,000 21.95% 15,884 30,860 22,638 26,210 521-5200 Operating Supplies 61,500 134.64% 145,199 102,021 73,073 141,659 521-5204 Fuel & Oil 83,205 -41.26% 11,195 14,077 20,903 21,400 521-5210 Uniform Expense 30,750 43.69% 6,100 8,453 11,848 16,000 521-5213 Ammunition Expense 20,000 25.00% 37 887 1,066 - 521-5222 Explorer Post Spending - 0.00% 1,160 835 3,199 - 521-5223 Citizen Police Academy Alumni Donation Spending - 0.00% 265 274 - - 521-5224 Coin/Pin Donation Spending - 0.00% 185 2,964 - - 521-5226 Designated Donation Spending - 0.00% 3,984 725 19,478 500 521-5231 Computer Hardware/Software 500 100.00% 3,200 2,534 2,065 8,200 521-5233 Tools/Guns 8,200 0.00% 8 - 81 450 521-5250 Operating Supplies - Grounds Maintenance 450 0.00% 7,466 4,835 5,070 7,505 521-5400 Books, Dues & Publications 8,935 19.05% 1,927 - 4,045 18,831 521-5500 Training 25,000 32.76% $ 429,494 $ 392,601 $ 402,553 $ 551,997 Total Operating Expenditures $ 576,870 4.51% Capital Outlay: 2,995 - 1,241 - 521-6402 Equipment - 0.00% 135,999 361,431 245,882 269,423 521-6403 Passenger Vehicles 297,000 10.24% 28,400 - - - 521-6405 Communication Equipment - 0.00% - - 2,825 - 521-6406 Specialized Equipment - 0.00% 18,249 8,724 - - 521-6420 Computer Hardware/Software - 0.00% $ 185,643 $ 370,155 $ 249,948 $ 269,423 Total Capital Outlay $ 297,000 10.24% Capital Improvements Program: $ - $ - $ - $ - Total Capital Improvements Program $ - 0.00% Debt Service 150,451 151,233 149,925 150,999 581-9121 Transfer to Debt Service Fund 149,331 -1.10% 2013 Revenue Note -Municipal Facilities Police- yr 5 of 18 Phone System Lease - year 5 of 6 $ 150,451 $ 151,233 $ 149,925 $ 150,999 Total Debt Service $ 149,331 -1.10% $ 4,806,107 $ 4,879,620 $ 4,669,676 $ 5,301,279 TOTAL EXPENSES $ 5,982,800 12.86% $ (4,556,370) $ (4,588,936) $ (4,669,676) $ (5,056,207) NET REVENUE / (EXPENSE) $ (5,594,604) 10.65% 0800-Police 9/14/2017 4:56 PM 79 
   Share of City Budget $5,982,800, 12.6%  
 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.   Protect the welfare of citizens and their property and enhance public safety through proactive problem solving and increased community partnerships. Actual YTD thru 06/30 Budget        2013-14 2014-15 2015-16 2016-17 2016-17 2017-18 Respond Promptly to Calls for Service Sworn Officers per 1,000 Citizens 2.13 1.96 2.01 annual measure 2.25 2.25 Top Priority Calls per Sworn Officer 151 138 182 143 150 150 Medium Priority Calls per Sworn Officer 378 413 408 303 375 375 Low Priority Calls per Sworn Officer 495 526 529 377 400 400 Response Time: Top Priority Calls (min:sec, call received to on-scene) 1:09 1:34 1:45 1:58 2:25 2:25 Response Time: Medium Priority Calls (min:sec, call received to on-scene) 2:46 2:48 3:15 4:11 3:50 3:50 Response Time: Low Priority Calls (min:sec, call received to on-scene) 4:52 4:53 5:45 8:53 5:50 5:50 Protect Life and Property Apprehension Rate - Order Maintenance Offenses 80% 85% 100% 100% 75% 75% RUOK Applications Accepted 100% 99% 100% 100% 100% 100% RUOK Subscribers Checked On within One Hour if No Response 100% 100% 100% 100% 100% 100% Security House Check Applications Completed 100% 100% 100% 100% 100% 100% Criminal Activity in Downtown Area 163 150 152 146 150 150 Promote Community Involvement Citizens Police Academy Participants 14 18 0 11 15 15 Achieve average response times (call received to officer on-scene) of under 2 minutes for top priority calls, under 4 minutes for medium 9 priority calls, and under 6-1/2 minutes for low priority calls. 9 Accept all RUOK subscribers and respond within one hour to check on any RUOK subscriber who fails to acknowledge the verification call. 9 Conduct house checks for all subscribing citizens. 9 Conduct a Citizen's Police Academy with at least 15 participants. Deter vandalism and other criminal activity, particularly during overnight hours and during entertainment district hours, in the downtown area 9 through preventative means such as police visibility and effective apprehension rates for order maintenance offenses, even as more people are drawn to area's entertainment district activities.   9 Enroll all qualified citizens in RUOK Program. 9 Conduct one Basic Citizens Police Academy annually with 15 participants. 9 Conduct one Advanced Citizens Police Academy annually with 10 participants. 9 Conduct at least two crime awareness / prevention presentations, in downtown locations or at public events, inviting business owners, 9 Establish a communication system, with voluntary participation, that will permit those who work and/or live in the CRA area to furnish
 
   FWBPD worked a multi-jurisdictional / multi-state burglary ring, including FDLE & Escambia SO, regarding major plumbing material thefts 9 and disposals. The case is ongoing, but resulted in several arrests to date and the recovery of tens of thousands of dollars of property. FWBPD worked a multi-jurisdictional burglary ring, including Santa Rosa SO. 2 suspects were arrested pawning stolen materials in FWB. 6o 9 firearms & weapons, 238 other types of property (valued at nearly $ 60,000), and 477 narcotic items, including drugs and drug paraphernalia were seized / recovered. FWBPD underwent a significant organization restructure and deployment change, following a one million dollar budget reduction (nearly 9 20%) and a further personnel reduction of 15%, which followed four previous years of substantial reduction (cumulatively in excess of 20%). Despite these reductions, rapid response to calls for service and professional investigative services continue to be maintained. Three officers were recognized and presented awards for leading in the number of DUI arrests made during the previous calendar year. The top three FWBPD officers had a combined 68 DUI and narcotics arrests in calendar year 2014. CRA officers adapted schedules and patrol techniques to accommodate the new entertainment district activities, which were introduced during 9 this fiscal year. Adjustments are always required with new programs, but those frequenting the downtown were kept safe and order was maintained. Many favorable citizen comments were received regarding police presence and actions. 9 Additional traffic enforcement was conducted within the district, especially on Miracle Strip Parkway and Brooks Street. 80 81  001 GENERAL FUND - 0900 FIRE Actual Budget 2016-17 2017-18 % 2013-14 2014-15 2015-16 Adopted Adopted Change Revenues: 214,272 205,007 205,007 205,007 312-5100 Insurance Premium Tax - Fire Pension 205,007 0.00% 6,299 5,471 5,471 5,500 329-2010 Fire Safety Plan Review 4,663 -15.21% 6,970 7,615 7,615 8,933 335-2100 Fire Supplemental Compensation 12,065 35.06% 1,080 720 720 870 342-2200 Safety Permits & Licenses 945 8.62% 8,107 23,491 23,491 23,476 342-2700 Annual Safety Inspection Fees 20,699 -11.83% (700) - - 250 354-1200 False Alarm Fines - -100.00% - - 2,611 - 366-1060 Contributions/Donations - 0.00% $ 236,028 $ 242,304 $ 244,916 $ 244,036 TOTAL REVENUES $ 243,379 -0.27% Personal Services: 37.00 38.00 38.00 37.00 Number of Funded Employees (FTE's) 37.00 93,844 95,912 101,619 99,427 522-1100 Executive Salaries 101,614 2.20% 1,692,784 1,698,835 1,706,709 1,741,177 522-1200 Regular Salaries 2,093,887 20.26% 325 - 704 541 522-1201 Service Awards - -100.00% 541 - - 19,707 522-1202 Incentive Pay 21,462 8.91% 218,861 239,912 236,318 214,128 522-1400 Salaries - Overtime 239,162 11.69% 57,165 61,918 60,127 65,916 522-1401 Salaries - Overtime Holiday Supplement 70,041 6.26% 16,246 16,400 16,072 14,487 522-1501 Incentive Pay 15,509 7.05% 385 12,000 734 - 522-1506 Paramedic Pay - 0.00% 12,000 - 11,500 - 522-1508 Battalion Chief Pay - 0.00% 122,665 126,752 126,335 118,020 522-2100 FICA Taxes 129,370 9.62% 28,688 29,643 29,546 27,601 522-2101 Medicare 30,254 9.61% 9,874 10,484 10,150 11,404 522-2200 Retirement Contributions - General Employees 20,074 76.02% 715,439 672,369 744,019 794,144 522-2202 Retirement Contributions - Firefighters 1,089,746 37.22% 214,272 205,007 201,904 205,007 522-2203 Insurance Premium Tax - Fire Pension 205,007 0.00% 268,896 249,878 233,883 285,712 522-2300 Dental, Life & Health Insurance 328,717 15.05% 72,951 66,246 70,973 71,332 522-2400 Worker's Compensation 77,607 8.80% $ 3,524,935 $ 3,485,357 $ 3,550,594 $ 3,668,601 Total Personal Services $ 4,422,449 20.55% Operating Expenditures: 14,057 20,378 27,167 23,627 522-3100 Professional Services 23,795 0.71% 4,933 1,205 - 12,600 522-3102 Employee Physicals & Immunizations 13,500 7.14% 4,798 4,798 5,788 5,788 522-3400 Other Services 5,861 1.26% 2,065 531 - 1,900 522-4000 Travel and Per Diem 10,000 426.32% 10,644 11,153 15,866 12,792 522-4100 Communication Services 12,739 -0.41% 363 297 172 510 522-4200 Postage 510 0.00% 40,358 43,281 41,273 43,951 522-4300 Utilities 37,610 -14.43% 2,628 2,409 2,464 2,629 522-4400 Rentals & Leases 1,452 -44.77% 10,924 11,559 10,306 14,221 522-4610 Maintenance Contracts 15,361 8.02% 28,179 30,779 26,211 29,000 522-4620 Vehicle Repair 29,500 1.72% 13,782 5,127 7,708 10,500 522-4630 Equipment Repair 9,000 -14.29% 1,711 3,273 - - 522-4640 Building Maintenance - 0.00% 661 800 526 1,000 522-4700 Printing & Binding 1,000 0.00% 991 753 887 1,000 522-5100 Office Supplies 1,200 20.00% 26,425 31,846 88,989 34,290 522-5200 Operating Supplies 40,300 17.53% 30,054 22,014 15,012 12,916 522-5204 Fuel & Oil 16,132 24.90% 11,489 14,163 12,970 12,060 522-5210 Uniform Expense 12,360 2.49% 857 706 550 1,000 522-5216 Medical Supplies 725 -27.50% 1,096 874 1,364 - 522-5231 Computer Hardware/Software - 0.00% 6,574 7,028 11,524 4,500 522-5234 Safety Supplies/Equipment 3,000 -33.33% 717 - - - 522-5250 Operating Supplies - Grounds Maintenance - 0.00% 1,455 2,506 2,098 1,900 522-5400 Books, Dues & Publications 1,600 -15.79% 3,662 5,649 5,318 12,620 522-5500 Training 9,000 -28.68% 0900-Fire 9/14/2017 4:58 PM 82  001 GENERAL FUND - 0900 FIRE Actual Budget 2016-17 2017-18 % 2013-14 2014-15 2015-16 Adopted Adopted Change - 42,113 470,638 - Grant-Related Expenses - 0.00% $ 218,422 $ 263,242 $ 746,832 $ 238,805 Total Operating Expenditures $ 244,645 2.45% Capital Outlay: 2,300 - - - 522-6214 Building Improvements - 0.00% 8,872 - 25,080 25,000 522-6402 Equipment - -100.00% - 35,662 29,899 - 522-6403 Passenger Vehicles - 0.00% - 436,920 - - 522-6404 Trucks - 0.00% 845 2,063 - - 522-6405 Communication Equipment - 0.00% 25,916 40,534 - 7,000 522-6407 Fire Equipment - 100.00% 3,493 2,158 - - 522-6420 Computer Hardware/Software - 0.00% $ 41,426 $ 517,336 $ 54,979 $ 32,000 Total Capital Outlay $ - -100.00% Debt Service 190,602 191,861 191,239 247,638 581-9121 Transfer to Debt Service Fund 246,431 -0.49% 2011 Cap Imp Rev Note -Ladder Truck- yr 7 of 10 2013 Revenue Note -Municipal Facilities Fire- yr 5 of 18 Phone System Lease - year 5 of 6 2015 Interfund Loan -Fire Pumper- yr 4 of 10 $ 190,602 $ 191,861 $ 191,239 $ 247,638 Total Debt Service $ 246,431 -0.49% $ 3,975,385 $ 4,457,796 $ 4,543,644 $ 4,187,044 TOTAL EXPENSES $ 4,913,525 17.35% $ (3,739,357) $ (4,215,492) $ (4,298,728) $ (3,943,008) NET REVENUE / (EXPENSE) $ (4,670,146) 18.44% 0900-Fire 9/14/2017 4:58 PM 83 
 Share of City Budget $4,913,525, 10.6%   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.  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        
 2013-14 2014-15 2015-16 2016-17 2016-17 2017-18 Respond Promptly to Calls for Service Response Time Under 5 Minutes (dispatch to on-scene) 56% 77% 71% 76% >75% >75% Fire Code Review of Construction Plans Completed within 5 Business Days 98% 100% 100% 100% >90% >90% Minimize Injuries, Death, and Property Destruction One & Two Family Residential Structure Fires Confined to Room of Origin 75% 53% 75% 63% >75% >75% Patients in Full Cardiac Arrest Who Regain a Specified Heart Rhythm 27% 21% 25% 44% >15% >15% Reduce Liability Exposure Fire Personnel Injuries with Time Lost per 1000 Incidents 0.01 0.60 0.02 0.37 <0.5 <0.5 Property Damage and Equipment Loss $1,800 $375 $1,000 $4,600 <$2000 <$2000 Promote Community Involvement Events, Programs, Outreach Initiatives 42 54 50 33 >50 >50 9 Achieve a response time (dispatch to on-scene arrival) of under 5 minutes at least 80% of the time. 9 Complete Fire Code review of construction plans within 5 business days of submission at least 80% of the time. 9 Ensure patients in full cardiac arrest regain a specified heart rhythm prior to ambulance arrival at least 15% of the time. Decrease the number of on-the-job injuries through implementation of a comprehensive department Safety Program and implementation of 9 appropriate safety rules, regulations, and guidelines. 9 Conduct or attend at least 50 community and public relations events.
 

 9 Implement new Officer Training Program, including monthly training days for all department officers 9 Complete a master plan for the construction of a new fire training complex 9 Review and amend Continuity of Operations Plans for entire city, taking into account changes in buildings, processes, and personnel 9 Coordinate National Incident Management training for all Department Directors and those personnel operating at the EOC in times of disaster.     
  9 Received and placed new Engine 7 in service and established old engine as reserve. 9 Department training program was updated to address changes in ISO requirements 9 Established one-year probationary period for newly hired employees and those personnel promoted. 9 Complete re-write of all Standard Operating Guidelines and established new probationary training programs for firefighter and Captains. 9 Received and placed new Battalion Chief Command vehicle in-service. 84 85  001 GENERAL FUND - 1000 RECREATION Actual Budget 2016-17 2017-18 % 2013-14 2014-15 2015-16 Adopted Adopted Change Revenues: 93,508 109,237 109,237 147,000 347-2000 Program Revenue 110,978 -24.50% 15,038 16,402 16,402 43,064 347-2011 Program Revenue - Not City Staff Provided 46,987 9.11% 23,255 28,225 28,225 26,750 347-2100 Sponsorship Revenue 29,423 9.99% 17,411 19,856 19,856 16,800 347-2200 Rentals - Auditorium, Rec Centers, etc. 19,782 17.75% 17,479 14,755 14,755 24,150 347-2210 Rentals tax-exempt - Auditorium, Rec Centers, etc. 27,359 13.29% - - - - 347-2300 Concession Revenue 15,000 100.00% - - - 25,000 347-5610 Memberships 36,724 100.00% 1,610 1,435 1,435 2,986 347-4030 Holiday Parade Entry Fee 2,030 -32.02% - - 1,186 - 366-1000 Contributions/Donations - 0.00% 1,000 288,401 288,401 - 366-5010 Donations - Long Term Projects - 0.00% $ 170,805 $ 478,312 $ 479,497 $ 285,750 TOTAL REVENUES $ 288,282 0.89% Personal Services: 12.32 12.64 12.64 12.40 Number of Funded Employees (FTE's) 11.50 89,494 90,084 95,504 94,322 572-1100 Executive Salaries 96,397 2.20% 195,244 296,025 290,774 267,809 572-1200 Regular Salaries 306,265 14.36% 379 - 108 271 572-1201 Service Awards 54 -80.07% 217 - - - 572-1202 Incentive/Merit Pay - 0.00% 82,857 42,238 66,434 74,840 572-1300 Part-Time Wages 73,364 -1.97% 1,773 3,243 8,171 - 572-1400 Salaries - Overtime - 0.00% - - - - 572-1502 Fitness Cert/Teacher 2,407 100.00% 21,666 24,942 26,943 24,831 572-2100 FICA Taxes 27,332 10.07% 5,067 5,833 6,301 5,807 572-2101 Medicare 6,392 10.07% 46,518 61,100 55,533 55,720 572-2200 Retirement Contributions 98,894 77.48% 8,312 11,402 12,089 13,626 572-2204 Retirement Contributions - DC Plan 15,593 14.43% 41,829 53,044 57,715 62,274 572-2300 Dental, Life & Health Insurance 65,803 5.67% 10,350 10,509 13,275 12,501 572-2400 Worker's Compensation 13,948 11.57% $ 503,706 $ 598,419 $ 632,847 $ 612,000 Total Personal Services $ 706,448 15.43% Operating Expenditures: 3,228 11,213 7,736 7,900 572-3100 Professional Services 7,900 0.00% 74,760 79,545 90,782 70,375 572-3400 Other Services 66,000 -6.22% 17,814 15,267 28,864 50,300 572-3407 Program Instruction 50,300 0.00% - - - 5,000 572-3450 Other Services - Grounds Maintenance 5,000 0.00% 1,431 1,119 928 2,793 572-4000 Travel and per Diem 2,700 -3.33% 4,333 5,618 4,460 4,191 572-4100 Communication Services 5,278 25.94% 162 346 279 100 572-4200 Postage 100 0.00% 90,545 105,598 203,419 213,828 572-4300 Utilities 192,199 -10.12% 8,302 5,846 6,248 10,506 572-4400 Rentals & Leases 10,531 0.24% 2,508 3,103 4,794 4,248 572-4610 Maintenance Contracts 4,570 7.58% 318 424 206 350 572-4620 Vehicle Repair 350 0.00% - 377 1,447 400 572-4630 Equipment Repair 400 0.00% - 15,108 4,950 - 572-4640 Building Maintenance - 0.00% - 16,540 - - 572-4650 Grounds Maintenance - 0.00% 35 210 35 600 572-4700 Printing and Binding 600 0.00% 1,324 2,129 2,760 4,000 572-5100 Office Supplies 4,000 0.00% 6,456 14,741 18,718 23,399 572-5200 Operating Supplies 24,950 6.63% 3,315 2,851 4,492 4,337 572-5204 Fuel & Oil 5,051 16.46% 14,795 14,010 21,612 24,325 572-5207 Program Expense 24,325 0.00% 28,416 44,296 32,118 32,750 572-5208 Sponsorship Expense 34,550 5.50% 1,162 1,386 1,437 1,400 572-5210 Uniform Expense 1,400 0.00% - 96 959 - 572-5224 Donation Spending 4,240 100.00% 439 1,292 682 - 572-5231 Computer Hardware/Software - 0.00% 1000-Recreation 9/14/2017 4:58 PM 86  001 GENERAL FUND - 1000 RECREATION Actual Budget 2016-17 2017-18 % 2013-14 2014-15 2015-16 Adopted Adopted Change - 115 - - 572-5233 Tools - 0.00% 1,726 - 24,695 - 572-5250 Operating Supplies - Grounds Maintenance - 0.00% 160 209 486 505 572-5400 Books, Dues & Publications 505 0.00% 487 2,243 425 1,325 572-5500 Training 1,325 0.00% $ 261,716 $ 343,678 $ 462,553 $ 462,631 Total Operating Expenditures $ 446,274 -3.54% Capital Outlay: - 487,646 80,516 30,000 572-6310 Improvements Other Than Building - -100.00% 2,547 77,638 17,633 30,000 572-6402 Equipment - -100.00% - 23,443 26,087 - 572-6404 Machinery & Equipment - 0.00% 1,396 1,082 - - 572-6420 Computer Hardware/Software - 0.00% $ 3,943 $ 589,808 $ 368,140 $ 60,000 Total Capital Outlay $ - -100.00% Capital Improvements Program: 3,580,733 4,140,717 272,523 - Prior Years Capital Improvement Program - 0.00% $ 3,580,733 $ 4,140,717 $ 272,523 $ - Total Capital Improvements Program $ - 0.00% Debt Service 334,700 346,747 337,045 349,636 581-9121 Transfer to Debt Service Fund 335,626 -4.01% 2013A Bank Loan -Recreation Complex- yr 5 of 15 Phone System Lease - year 5 of 6 2015 Rec Ctr Fitness Equipment- yr 4 of 5 $ 334,700 $ 346,747 $ 337,045 $ 349,636 Total Debt Service $ 335,626 -4.01% $ 4,684,798 $ 6,019,369 $ 2,073,108 $ 1,484,269 TOTAL EXPENSES $ 1,488,348 0.27% $ (4,513,994) $ (5,541,058) $ (1,593,611) $ (1,198,519) NET REVENUE / (EXPENSE) $ (1,200,067) 0.13% 1000-Recreation 9/14/2017 4:58 PM 87   Share of City Budget $1,488,349, 3.5%   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.   Provide recreational and athletic opportunities to adults and youth alike. Actual YTD thru 06/30 Budget    
  2013-14 2014-15 2015-16 2016-17 2016-17 2017-18 Provide Diverse Recreational Opportunities Youth After School Participants (Total registrations) 155 126 116 90 45 75 Youth After School Program Capacity 78% 65% 68% 67% 100% 100% Adult & Youth Sports Teams Participants 213 219 273 230 215 230 Adult & Youth Sports Teams with Sponsors 99% 100% 100% 100% 100% 100% 9 Continue Phase 2 of Athletic Complex with Concrete Skate Bowl 9 Bring "Off Season" Athletic Tournaments to FWB 9 Install new Sound System at the FWB Auditorium
 

 9 Pave parking lot and entryway at Jet Stadium       
 9 Completed construction of new Recreation Complex 9 Relocated new lights to Jet Stadium and installed new fencing around complex 9 Completed first phase of Skate Park 9 Completed first section of Bud and Dorie Day Patriots Trail 88 89  001 GENERAL FUND - 1010 PARKS Actual Budget 2016-17 2017-18 % 2013-14 2014-15 2015-16 Adopted Adopted Change Revenues: 7,485 15,633 39,664 21,000 347-2200 Rentals - Liza Jackson 22,277 6.08% 2,865 5,625 14,530 13,200 347-2210 Rentals tax-exempt - Liza Jackson 14,278 8.16% 4,525 1,535 - - 347-4010 Spec Evt - Landing - 0.00% 7,425 5,770 - 100 347-4020 Spec Evt - tax-exempt - Landing 100 0.00% - - - 2,000 347-4330 Tournament Incidentals - -100.00% 9,020 8,453 - - 347-5910 Boat Launch Fee - 0.00% 4,788 5,007 6,026 4,913 362-1000 Rentals & Leases 4,913 0.01% 13,103 - 45,000 - 366-1000 Contributions/Donations - 0.00% $ 49,211 $ 42,023 $ 105,220 $ 41,213 TOTAL REVENUES $ 41,568 0.86% Personal Services: 10.00 10.00 10.00 10.00 Number of Funded Employees (FTE's) 10.25 270,689 298,884 317,789 330,373 572-1200 Salaries 312,517 -5.40% 1,137 - - 325 572-1201 Service Awards 108 -66.77% - - 108 - 572-1202 Incentive/Merit Pay - 0.00% 4,416 4,859 5,925 4,000 572-1400 Salaries - Overtime 4,000 0.00% 248 300 196 - 572-1401 Salaries - Overtime Holiday Worked - 0.00% 16,380 17,502 18,704 18,969 572-2100 FICA Taxes 18,094 -4.61% 3,831 4,093 4,374 4,437 572-2101 Medicare 4,231 -4.64% 67,417 64,280 64,437 74,744 572-2200 Retirement Contributions 80,025 7.07% 2,281 5,327 2,490 5,703 572-2204 Retirement Contributions - DC Plan 9,123 59.96% 61,678 58,868 62,030 68,505 572-2300 Dental, Life & Health Insurance 78,174 14.11% 9,153 9,384 10,965 11,176 572-2400 Worker's Compensation 10,065 -9.94% $ 437,229 $ 463,496 $ 487,019 $ 518,232 Total Personal Services $ 516,338 -0.37% Operating Expenditures: 600 - 600 280 572-3100 Professional Services 280 0.00% 13,623 6,385 14,620 12,750 572-3450 Other Services - Grounds Maintenance 28,390 122.67% - - - 1,100 572-4000 Travel and Per Diem - 100.00% 2,280 2,244 3,168 3,252 572-4100 Communication Services 3,412 4.92% 77,470 84,858 78,049 75,824 572-4300 Utilities 75,248 -0.76% 1,565 - 5,730 1,200 572-4400 Rentals & Leases 1,200 0.00% 505 531 550 571 572-4610 Maintenance Contracts 590 3.33% 2,158 5,219 6,468 2,300 572-4620 Vehicle Repair 2,300 0.00% 8,412 7,346 10,207 12,300 572-4630 Equipment Repair 12,300 0.00% - 140 - - 572-4640 Building Maintenance - 0.00% 10,165 7,278 7,257 8,150 572-5200 Operating Supplies 11,650 42.94% 23,830 18,170 12,955 13,937 572-5204 Fuel & Oil 10,364 -25.64% 490 686 582 750 572-5210 Uniform Expense 600 -20.00% 211 - - - 572-5231 Computer Hardware/Software 350 100.00% 1,433 3,767 4,044 2,900 572-5233 Tools 5,900 103.45% 1,214 986 1,371 1,900 572-5234 Safety Supplies/Equipment 2,000 5.26% 21,573 - 51,177 57,412 572-5250 Operating Supplies - Grounds Maintenance 60,730 5.78% 110 210 110 110 572-5400 Books, Dues & Publications 200 81.82% 160 155 - 725 572-5500 Training 350 -51.72% $ 165,800 $ 137,975 $ 196,889 $ 195,460 Total Operating Expenditures $ 215,864 10.44% Capital Outlay: - 8,435 - - 572-6214 Building Improvements - 0.00% 29,929 3,880 44,068 120,000 572-6310 Improvements Other Than Building 100,000 -16.67% 4,111 43,779 - - 572-6370 Irrigation Systems - 0.00% 21,898 2,073 - - 572-6402 Equipment 69,000 100.00% - - 41,528 - 572-6404 Trucks - 0.00% 1010-Parks 9/14/2017 4:59 PM 90  001 GENERAL FUND - 1010 PARKS Actual Budget 2016-17 2017-18 % 2013-14 2014-15 2015-16 Adopted Adopted Change - - 69,560 - 572-6406 Specialized Equipment 45,000 100.00% - - - - 572-6420 Computer Hardware/Software - 0.00% $ 55,938 $ 58,167 $ 155,156 $ 120,000 Total Capital Outlay $ 214,000 78.33% Capital Improvements Program: 940 - - - Prior Years Capital Improvement Program - 0.00% $ 940 $ - $ - $ - Total Capital Improvements Program $ - 0.00% Debt Service 200,719 200,699 214,367 210,205 581-9121 Transfer to Debt Service Fund 214,391 1.99% 2013A Bank Loan -Recreation Complex Fields- yr 5 of 15 Phone System Lease - year 5 of 6 $ 200,719 $ 200,699 $ 214,367 $ 210,205 Total Debt Service $ 214,391 1.99% $ 860,628 $ 860,338 $ 1,053,431 $ 1,043,898 TOTAL EXPENSES $ 1,160,592 11.18% $ (811,416) $ (818,315) $ (948,211) $ (1,002,685) NET REVENUE / (EXPENSE) $ (1,119,025) 11.60% 1010-Parks 9/14/2017 4:59 PM 91   Share of City Budget $1,160,592, !
  2.7% 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.    Preserve, protect, maintain, and enhance the City's parkland areas. Actual YTD thru 06/30 Budget
  
 
 2013-14 2014-15 2015-16 2016-17 2016-17 2017-18 Ensure Parks are Safe, Functional, and Attractive Park Rentals - Liza Jackson, Landing, Chester Pruitt Park 320 361 365 252 350 350 Field Rentals 159 162 535 204 250 250 Controller Monitors Connected to I.Q. Irrigation Central Control System 35% 40% 74% 68% 60% 60% 9 Install new playground at Kenwood Park 9 Install Concrete Skate Bowl and Landscape area 9 Install remaining trees around Athletic Complex   9 Landing Master Plan renovation Upgrade - Phase 1 and 2 9 Install Beach Volleyball Courts in Phase 2 area of Athletic Complex   

    9 Completed Preston Hood Athletic Complex 9 Completed Bud Day Patriots Trail and Courtyard 9 Installed new playground equipment at Docie Bass Park 92 
93  001 GENERAL FUND - 1015 RIGHT-OF-WAY Actual Budget 2016-17 2017-18 % 2013-14 2014-15 2015-16 Adopted Adopted Change Revenues: 42,503 43,774 43,774 43,774 344-9007 DOT Right-of-Way Maintenance Contract 43,774 0.00% $ 42,503 $ 43,774 $ 43,774 $ 43,774 TOTAL REVENUES $ 43,774 0.00% Personal Services: 1.00 1.00 1.00 1.00 Number of Funded Employees (FTE's) 2.00 36,824 39,730 34,855 24,597 541-1200 Salaries 69,181 181.26% 796 - 19 - 541-1400 Salaries - Overtime 20 100.00% 2,008 2,150 2,117 1,502 541-2100 FICA Taxes 4,081 171.74% 470 503 495 351 541-2101 Medicare 954 171.93% 11,211 12,527 8,395 - 541-2200 Retirement Contributions 18,393 0.00% - - 487 1,230 541-2204 Retirement Contributions - DC Plan 2,725 100.00% 9,456 9,798 6,296 11,195 541-2300 Dental, Life & Health Insurance 6,734 -39.85% 2,575 2,644 2,378 3,071 541-2400 Worker's Compensation 4,684 52.53% $ 63,339 $ 67,352 $ 55,042 $ 41,947 Total Personal Services $ 106,773 154.54% Operating Expenditures: 57,497 57,497 57,497 57,497 541-3400 Other Services 57,497 0.00% - - - 1,200 541-3450 Other Services - Grounds Maintenance 1,200 0.00% 792 1,530 891 852 541-4100 Communication Services 852 0.00% 22,176 24,935 16,573 24,452 541-4300 Utilities 14,552 -40.49% 1,901 1,404 2,811 1,300 541-4620 Vehicle Repair 1,300 0.00% 9,495 6,171 7,627 4,130 541-4630 Equipment Repair 4,130 0.00% 2,169 3,454 3,451 3,100 541-5200 Operating Supplies 3,100 0.00% 7,303 6,075 4,219 4,773 541-5204 Fuel & Oil 4,105 -14.00% 43 43 - 75 541-5210 Uniform Expense 60 -20.00% - 211 - - 541-5231 Computer Hardware/Software - 0.00% 1,143 2,307 2,616 2,900 541-5233 Tools 3,700 27.59% 148 181 191 190 541-5234 Safety Supplies/Equipment 200 5.26% 3,841 - 3,417 7,800 541-5250 Operating Supplies - Grounds Maintenance 8,200 0.00% - 25 - - 541-5400 Books, Dues & Publications - 0.00% - - - 50 541-5500 Training 150 200.00% $ 106,507 $ 103,833 $ 99,292 $ 108,319 Total Operating Expenditures $ 99,046 -8.56% Capital Outlay: - - 20,643 - 541-6402 Equipment - 0.00% 18,472 - - - 541-6404 Trucks - 0.00% $ 18,472 $ - $ 20,643 $ - Total Capital Outlay $ - 0.00% $ 188,318 $ 171,186 $ 174,978 $ 150,267 TOTAL EXPENSES $ 205,819 36.97% $ (145,815) $ (127,412) $ (131,204) $ (106,493) NET REVENUE / (EXPENSE) $ (162,045) 52.16% 1015-ROW 9/14/2017 5:00 PM 94    Share of City Budget $205,819, 0.5% 
  Right-of-Way landscapes and maintains areas along City roadways and rights-of-way. Activities include mowing, edging, litter control, irrigation, and fertilization.    Maintain and beautify the City’s medians and rights-of-way. Actual YTD thru 06/30 Budget
  
 
 2013-14 2014-15 2015-16 2016-17 2016-17 2017-18 Maintain Tree City Designation Per Capita Spending for Tree City Designation $1.90 $2.06 $2.54 Annual Figure $2.00 $2.00 9 Contract company to prune up all overhanging trees on all City Roads   ! 9 Get annual maintenance contract for tree limbs hanging in the road ways to allow for sanitation trucks, busses, and fire trucks to drive freely.   

   " 9 Relandscape Library grounds 9 Contracted Downtown median and trash maintenance to help beautify the area 95  001 GENERAL FUND - 1040 GOLF CLUB Actual Budget 2016-17 2017-18 % 2013-14 2014-15 2015-16 Adopted Adopted Change Revenues: 594,526 608,722 608,722 575,000 347-5000 Greens Fees 625,946 8.86% 11,842 8,572 8,572 2,000 347-5020 Tournament Fees 3,175 58.76% 67,903 - - 44,000 347-5025 Tournament Fees - Tax Exempt 40,722 100.00% 55,386 - - - 347-5099 Complimentary Green Fees - 0.00% 93,208 100,142 100,142 96,000 347-5100 Membership Fees 113,208 17.92% 511,170 536,649 536,649 482,715 347-5200 Golf Cart Rental 517,787 7.27% 1,166 991 991 937 347-5210 Pull Cart Rental 850 -9.33% 40,909 - - - 347-5299 Complimentary Golf Cart Fees - 0.00% 68,515 65,261 65,261 59,172 347-5300 Driving Range 63,276 6.94% 75,386 73,289 73,289 73,020 347-5400 Rental and Lease Income - Restaurant & Pro Shop 28,154 -61.44% 2,040 2,145 2,145 1,920 347-5510 GHIN Handicapping Service 1,690 -11.98% 11,553 12,838 12,838 6,400 347-5900 League Play 6,793 6.14% 3,840 - - - 347-5915 Merchandise Sales 21,274 0.00% (134) - - 50 347-5920 Cash Over/(Under) 50 0.00% 24,600 24,600 24,600 24,600 362-2010 Rental and Lease Income - Tower 26,568 8.00% 608 - - - 369-9000 Miscellaneous Revenues - 0.00% $ 1,562,519 $ 1,433,209 $ 1,433,209 $ 1,365,814 TOTAL REVENUES $ 1,449,493 6.13% Personal Services: 14.26 13.93 13.93 13.81 Number of Employees (FTE's) 13.81 88,887 99,449 95,873 103,798 572-1200 Regular Salaries 106,702 2.80% 108 - 162 217 572-1201 Service Awards 108 -50.23% 183,371 190,424 201,293 262,849 572-1300 Part-Time Wages 268,746 2.24% 371 - 123 - 572-1400 Salaries - Overtime 100 100.00% 16,610 17,558 18,094 22,347 572-2100 FICA Taxes 22,853 2.27% 3,885 4,106 4,231 5,226 572-2101 Medicare 5,345 2.27% 27,865 30,984 30,093 33,838 572-2200 Retirement Contributions 59,753 76.59% - - - - 572-2204 Retirement Contributions - DC Plan - 0.00% 7,955 8,246 8,257 9,386 572-2300 Dental, Life & Health Insurance 9,972 6.24% 4,372 3,893 4,596 5,798 572-2400 Worker's Compensation 5,937 2.40% $ 333,425 $ 354,660 $ 362,722 $ 443,459 Total Personal Services $ 479,516 8.13% Operating Expenditures: 29,817 29,497 27,801 42,839 572-3100 Professional Services 42,839 0.00% - 1,569 - - 572-3400 Other Services - 0.00% - - - - 572-3450 Other Services - Grounds Maintenance 2,000 100.00% 3,678 3,238 3,329 4,160 572-4100 Communication Services 3,317 -20.26% 207 180 193 100 572-4200 Postage 100 0.00% 82,631 82,544 89,117 94,397 572-4300 Utilities 67,201 -28.81% 106,794 112,554 98,659 92,339 572-4400 Rentals & Leases 89,018 -3.60% 1,772 1,765 1,524 1,848 572-4610 Maintenance Contracts 1,867 1.03% 1,804 5,156 4,334 3,000 572-4630 Equipment Repair 3,000 0.00% 1,227 11,145 10,745 19,500 572-4800 Promotional Activities 19,500 0.00% 96,295 - 116,489 - 572-4899 Complimentary Golf Rounds & Carts - 0.00% 1,112 839 601 1,090 572-5100 Office Supplies 1,090 0.00% 14,778 18,347 12,434 15,875 572-5200 Operating Supplies 15,875 0.00% 1 - - - 572-5203 Fleet Maintenance Clearing Account - 0.00% (81) - 4 - 572-5204 Fuel & Oil - 0.00% 632 85 475 1,440 572-5210 Uniform Expense 1,440 0.00% 219 211 2,046 - 572-5231 Computer Hardware/Software - 0.00% 76 - - - 572-5233 Tools - 0.00% - - - - 572-5250 Operating Supplies - Grounds Maintenance 4,700 100.00% 2,426 2,386 2,661 2,440 572-5400 Books, Dues & Publications 2,440 0.00% $ 343,388 $ 269,514 $ 370,412 $ 279,027 Total Operating Expenditures $ 254,387 -8.83% Capital Outlay: 197 11,774 - - 572-6310 Improvements Other Than Building - 0.00% - 1,650 - - 572-6402 Equipment - 0.00% 698 - - - 572-6420 Computer Hardware/Software - 0.00% $ 896 $ 13,424 $ - $ - Total Capital Outlay $ - 0.00% Capital Improvements Program: $ - $ - $ - $ - Total Capital Improvements Program $ - 0.00% Debt Service: 452 1,292 1,271 1,671 581-9121 Transfer to Debt Service Fund 1,671 100.00% Phone System Lease - year 5 of 6 1040-Golf Ops 9/14/2017 5:01 PM 96  001 GENERAL FUND - 1040 GOLF CLUB Actual Budget 2016-17 2017-18 % 2013-14 2014-15 2015-16 Adopted Adopted Change $ 452 $ 1,292 $ 1,271 $ 1,671 Total Debt Service $ 1,671 0.00% 678,161 638,891 734,405 724,157 TOTAL EXPENSES 735,573 1.58% 1040-Golf Ops 9/14/2017 5:01 PM 97 
  Share of City Budget $735,573, 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.   Provide a quality golf experience to members and visitors through excellent customer service. Actual YTD thru 06/30 Budget    
  2013-14 2014-15 2015-16 2016-17 2016-17 2017-18 Ensure Player Satisfaction Active Memberships 426 409 412 303 465 465 Active Youth Memberships 78 66 70 53 75 75 Promote Play During Off-Peak Times Rounds Teeing Off Between Noon and 4pm 18,568 16,588 11,145 13,336 18,500 18,500 % of Rounds Teeing Off Between Noon and 4pm 36% 31% 31% 41% 32% 32% Marketing Rounds Distributed 3290 3298 3300 2475 3400 3400 Marketing Rounds Redeemed 2408 2436 2628 2162 2500 2500 Revenues Generated from Marketing Rounds $117,195 $126,029 $103,954 $65,677 $115,000 $115,000 9 Replace aluminum guard rail around Veranda at Golf Club 9 Improve the driving range tee
 

 9 Increase membership to 600 9 Install covered pavilion to increase revenue through rentals and tournaments.       
 9 Replaced 5 greens and 2 other partial replacements at the Oaks Golf Courses 9 Completed Seawall and bridge FEMA Project. 98 
99 

    
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 "#$  -!"-!"@!#/. 101   Share of City Budget $1,337,731…  
 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.   Provide a quality golf experience to members and visitors through excellent course maintenance. Actual YTD thru 06/30 Budget        2013-14 2014-15 2015-16 2016-17 2016-17 2017-18 Reduce Maintenance Costs Out-of-Play Areas with Native Plant Material 10% 15% 16% 15% 15% 15% 9 Landscape area out front of Veranda 9 Have all 36 Greens in good playing condition year round   9 Dig out silt from canals Oaks and Pines Courses 9 New Irrigation Pump System 9 Make #12 and #13 Oaks ponds a natural cord grass retention area.
 
   9 Re-Grassed Greens Holes #1,3,4,5,6,7 on the Oaks course 9 Seawalls repaired on holes #3,6, & 11 Oaks course and #16 and 17 pines course 9 Added new sand trap sand to Holes #14 & 18 Pines Course 9 Replaced wood curbing on holes #16 & 18 Pines Course 102 
103  001 GENERAL FUND - 1060 LIBRARY Actual Budget 2016-17 2017-18 % 2013-14 2014-15 2015-16 Adopted Adopted Change Revenues: 69,201 - - 73,596 337-7000 Cooperative Funding - Operations 73,596 0.00% - - 6,670 - 337-7005 Library Co-Op Program Revenue - 0.00% 5,800 6,125 6,125 450 341-9110 Passport Fees 450 0.00% 2,005 2,025 2,025 2,900 347-1000 Library Fees 2,505 -13.62% 7,004 7,005 7,005 7,200 347-1010 Photo Copy Revenue 5,794 -19.53% 286 425 425 100 347-1210 Rentals - Taxable 188 87.50% - - - 25 347-1220 Rentals - Tax Exempt - -100.00% 12,553 11,648 11,648 11,750 352-1000 Library Fines 9,745 -17.07% 306 86 86 200 352-1010 Lost Publications 336 68.11% 6,105 123 4,045 - 366-1000 Contributions/Donations - 0.00% 11,551 - - 96,900 389-9600 Approp. from Reserved Fund Bal - Harvey Trust 43,346 -55.27% $ 114,810 $ 27,436 $ 38,028 $ 193,121 TOTAL REVENUES $ 135,959 -29.60% Personal Services: 8.02 7.92 7.92 8.02 Number of Funded Employees (FTE's) 8.72 162,997 167,687 172,986 178,950 571-1200 Regular Salaries 184,016 2.83% 108 - - 271 571-1201 Service Awards - -100.00% 650 - 650 - 571-1202 Incentive/Merit Pay - 0.00% 75,238 89,644 93,967 99,787 571-1300 Part-Time Wages 100,147 0.36% 70 91 100 - 571-1400 Salaries - Overtime 200 0.00% 14,506 15,961 16,385 17,036 571-2100 FICA Taxes 17,355 1.87% 3,392 3,733 3,832 3,984 571-2101 Medicare 4,059 1.88% 48,591 48,284 41,525 46,747 571-2200 Retirement Contributions 82,701 76.91% - - 2,622 2,667 571-2204 Retirement Contributions - DC Plan 2,725 100.00% 10,206 7,645 5,461 6,223 571-2300 Dental, Life & Health Insurance 6,528 4.90% 678 645 784 827 571-2400 Worker's Compensation 851 2.93% $ 316,438 $ 333,691 $ 338,311 $ 356,492 Total Personal Services $ 398,582 11.81% Operating Expenditures: 1,916 2,060 2,541 2,356 571-3100 Professional Services 2,464 4.58% 1,477 1,490 1,498 1,503 571-3400 Other Services 1,770 17.76% 425 - 548 - 571-3407 Program Instruction 700 100.00% - - - 1,000 571-3450 Operating Supplies - Grounds Maintenance 500 -50.00% - 60 471 1,260 571-4000 Travel and Per Diem 1,260 0.00% 1,969 1,958 1,785 2,129 571-4100 Communication Services 1,855 -12.87% 603 130 169 125 571-4200 Postage 200 60.00% 52,159 58,069 61,077 64,359 571-4300 Utilities 52,485 -18.45% 11,861 11,549 14,993 15,073 571-4400 Rentals & Leases 15,528 3.02% 4,892 3,080 1,415 1,410 571-4610 Maintenance Contracts 1,815 28.72% 569 - 1,613 - 571-4640 Building Maintenance - 0.00% 1,762 1,707 2,089 1,800 571-5100 Office Supplies 1,460 -18.89% 14,640 16,365 29,475 16,165 571-5200 Operating Supplies 16,165 0.00% 754 1,069 345 1,200 571-5207 Program Expense 600 -50.00% 2,775 4,063 2,693 - 571-5223 Passport Fee Spending - 0.00% 973 1,301 2,144 - 571-5224 General Donation Spending - 0.00% 1,415 - 682 - 571-5231 Computer Hardware/Software - 0.00% - - 191 - 571-5250 Grounds Maintenance - 758 635 762 255 571-5400 Books, Dues & Publications 262 2.75% - 54 300 200 571-5500 Training 200 0.00% $ 98,948 $ 103,590 $ 124,791 $ 108,834 Total Operating Expenditures $ 97,264 -10.63% Capital Outlay: - - - 30,900 571-6214 Building Improvements - 100.00% 1060-Library 9/14/2017 5:02 PM 104  001 GENERAL FUND - 1060 LIBRARY Actual Budget 2016-17 2017-18 % 2013-14 2014-15 2015-16 Adopted Adopted Change 4,431 - - 32,000 571-6401 Furniture and Fixtures - 100.00% 3,993 - 2,209 - 571-6402 Equipment - 0.00% 9,081 - - - 571-6420 Computer Hardware/Software - 100.00% 35,676 36,460 34,809 33,000 571-6600 Books, Publications & Library Materials (Harvey Trust) 35,000 6.06% $ 53,182 $ 36,460 $ 37,018 $ 95,900 Total Capital Outlay $ 35,000 -63.50% $ - $ - $ - $ - Total Capital Improvements Program $ - 0.00% Debt Service 21,158 21,081 20,758 20,931 581-9121 Transfer to Debt Service Fund 20,718 -1.02% 2013 Revenue Note -Municipal Facilities Library- yr 5 of 18 Phone System Lease - year 5 of 6 $ 21,158 $ 21,081 $ 20,758 $ 20,931 Total Debt Service $ 20,718 -1.02% $ 489,725 $ 494,820 $ 520,879 $ 582,157 TOTAL EXPENSES $ 551,564 -5.26% $ (374,915) $ (467,384) $ (482,850) $ (389,036) NET REVENUE / (EXPENSE) $ (415,604) 6.83% 1060-Library 9/14/2017 5:02 PM 105    Share of City Budget $551,564, 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 16 computer stations.   Create and foster a comprehensive variety of print and media resources and materials designed to educate and entertain. Actual YTD thru 06/30 Budget    
  2013-14 2014-15 2015-16 2016-17 2016-17 2017-18 Provide Resources to Promote Literacy, Education, & Enrichment Inventoried Collection Per Citizen 3.7 3.6 3.6 annual measure 3.7 3.7 Circulation per Item 2 2 2 1.3 2.0 2.0 Circulation per Active Borrower (City and Non-City Residents) 7.3 6.4 6.6 4.6 7.8 7.8 City Residents Who Have an Active Library Card 32% 34% 33% annual measure 38% 38% 9 Create user-friendly, browsable areas for children's materials and popular items appealing to a young adult demographic. 9 Re-carpet high use areas of the library as funding allows. Priority areas-- meeting room and story room. 9 Upgrade furnishings in the Adult Reading Area and meeting room as funding allows.
 

 9 Increase use of the library by younger adults and continue growth by offering services and programs for every stage of life. Work with the Okaloosa County Public Library Cooperative to improve programming, visibility, and services of the library countywide through 9 more shared programming, partnerships with the school district, and marketing strategies.       
 9 Provided for increased comfort of patrons and sustainability of the Adult Reading Area with new furnishings better suited to heavy public use. 9 Increased the availability and variety of programs for children and adults. 9 Re-purposed history room to build a creative space for collaboration and production of digital media for all ages. 9 Worked with the Okaloosa County Public Library Cooperative to create active, goal-based partnerships with the school district and with Career Source. 106 
107  001 GENERAL FUND - 1070 MUSEUM Actual Budget 2016-17 2017-18 % 2013-14 2014-15 2015-16 Adopted Adopted Change Revenues: 950 1,225 1,225 250 341-9110 Passport Fees 250 0.00% 29 36 36 100 347-2000 Program Revenue 117 17.00% 31,013 32,828 32,828 29,000 347-3500 Admission Fees 26,990 -6.93% 31,238 24,063 24,063 27,000 347-3510 Merchandise Sales 26,508 -1.82% 7,372 7,486 7,486 11,848 347-3520 Fees - Tax Exempt 10,518 -11.23% - - - 500 347-3610 Memberships 1,741 100.00% 2,545 794 385 - 366-1000 Contributions/Donations - 0.00% 104 - - - 369-9000 Miscellaneous Revenue - 0.00% $ 73,251 $ 66,432 $ 66,023 $ 68,698 TOTAL REVENUES $ 66,123 -3.75% Personal Services: 3.60 4.10 4.10 4.10 Number of Funded Employees (FTE's) 4.00 99,292 116,369 123,905 130,484 573-1200 Regular Salaries 138,110 5.84% - - - - 573-1201 Service Awards 595 100.00% - - 108 - 573-1202 Incentive/Merit Pay - 0.00% 20,616 15,238 23,040 28,771 573-1300 Part-Time Wages 27,652 -3.89% 15 3 32 20 573-1400 Salaries - Overtime 20 100.00% - - - - 573-1401 Salaries - Overtime Holiday Worked - 0.00% 7,014 7,537 8,497 9,180 573-2100 FICA Taxes 9,664 5.27% 1,640 1,763 1,987 2,147 573-2101 Medicare 2,260 5.27% 21,970 27,288 27,628 32,319 573-2200 Retirement Contributions 59,401 83.80% 1,363 1,502 1,541 1,567 573-2204 Retirement Contributions - DC Plan 1,602 2.22% 24,128 28,042 27,949 32,027 573-2300 Dental, Life & Health Insurance 27,017 -15.64% 398 219 533 671 573-2400 Worker's Compensation 650 -3.18% $ 176,435 $ 197,959 $ 215,220 $ 237,187 Total Personal Services $ 266,971 12.56% Operating Expenditures: 1,878 2,530 2,422 3,230 573-3100 Professional Services 3,230 0.00% 709 1,795 220 300 573-3400 Other Services 335 11.67% 1,002 1,067 1,064 1,115 573-4100 Communication Services 2,712 143.23% 157 135 45 200 573-4200 Postage 120 -40.00% 14,868 15,179 14,846 16,148 573-4300 Utilities 11,255 -30.30% 2,402 1,177 3,039 1,257 573-4400 Rentals & Leases 1,257 0.00% 2,171 2,213 2,388 2,364 573-4610 Maintenance Contracts 2,383 0.80% 43 35 158 100 573-4630 Equipment Repair 100 0.00% - 902 250 - 573-4640 Building Maintenance - 0.00% 954 - 996 1,300 573-4700 Printing & Binding 1,300 0.00% 2,015 2,165 7,685 2,585 573-4800 Promotional Activities 2,585 0.00% 824 1,325 811 1,490 573-5100 Office Supplies 1,490 0.00% 1,940 1,050 1,065 2,250 573-5200 Operating Supplies 5,035 123.78% 3 - - 100 573-5204 Fuel & Oil 100 0.00% 16,098 11,200 13,895 15,000 573-5205 Goods For Resale 15,000 0.00% - 288 430 400 573-5207 Program Expense 400 0.00% 68 132 186 500 573-5210 Uniform Expense 500 0.00% 909 1,637 2,759 1,500 573-5215 Exhibit / Collection Supplies 1,850 23.33% 644 827 87 - 573-5223 Passport Fee Spending - 0.00% 191 49 74 - 573-5224 General Donation Spending - 0.00% 1,144 2,279 - - 573-5225-27 Fundraising Spending - 0.00% 539 - 480 - 573-5231 Computer Hardware/Software - 0.00% - - - 100 573-5234 Safety Supplies/Equipment 100 0.00% 3,799 - 1,155 1,650 573-5250 Operating Supplies - Grounds Maintenance 650 -60.61% 445 730 842 1,015 573-5400 Books, Dues & Publications 1,040 2.46% $ 52,803 $ 46,714 $ 54,897 $ 52,604 Total Operating Expenditures $ 51,442 -2.21% 1070-Museum 9/14/2017 5:02 PM 108  001 GENERAL FUND - 1070 MUSEUM Actual Budget 2016-17 2017-18 % 2013-14 2014-15 2015-16 Adopted Adopted Change Capital Outlay: - - 9,954 - 573-6402 Equipment - 0.00% 1,396 - - - 573-6420 Computer Hardware/Software - 0.00% $ 1,396 $ - $ 9,954 $ - Total Capital Outlay $ - 0.00% $ 230,634 $ 244,672 $ 280,071 $ 289,791 TOTAL EXPENSES $ 318,413 9.88% $ (157,384) $ (178,240) $ (214,048) $ (221,093) NET REVENUE / (EXPENSE) $ (252,290) 14.11% 1070-Museum 9/14/2017 5:02 PM 109   Share of City Budget $318,413, 0.8%   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.   Share 14,000 years of Fort Walton culture and history through stewardship, education and interpretation of its prehistoric and historic collections. estimate Actual YTD thru 06/30 Budget    
  2013-14 2014-15 2015-16 2016-17 2016-17 2017-18 Share Community History With Public Visitors Per General Visitation Hour of Operation 5.7 6.1 5.4 5.4 6.0 6.0 Educational Programming Visitors During Non-General Visitation Hours 3,985 3,750 5,025 3,888 4,200 4,200 Outreach Programming Visitors During Non-General Visitation Hours 5,575 8,200 8,695 10,982 6,000 6,000 City Savings from Volunteer Assistance $30,510 $23,878 $14,306 $9,826 $20,000 $20,000 9 Continue to improve public access to museum properties and downtown entertainment district. 9 Provide event and activity programming to increase visitation to and public awareness of Heritage Park. 9 Provide 2017 summer exhibit in partnership with Okaloosa County Tourist Development Council entitled "The French in Florida." 9 Work with Scouting organizations to create badge work programs relating to Archaeology, Native Americans and the Civil War.
 

 9 Complete NAGPRA process for 8OK6M (Fort Walton Temple Mound) archaeological site from filing to certification. 9 Replace steps leading to observation deck atop Fort Walton Temple Mound. 9 Create parking areas accessible to school buses, RVs and shuttle buses for improved public access to facilities.       
 Continued training on museum programs, collections care, customer service and exhibits to museum staff and docents. This training will take 9 place on a monthly basis. Honored our volunteers with certificates during the year for their dedicated service. Volunteer hours exceeded 3,000 hours with over 40 active 9 volunteers. Museum saw the end of the Friends of the Museums and staff has taken on many of their former jobs such as a bi-monthly newsletter and membership drives. Continued Community Involvement: Museum partnership with Emerald Coast Archaeology Society allows visitors to view excavations and provides 4-6 guest lectures on archaeology subjects throughout the year. Museum partnership with Thunderbird Honor Guard strengthens ties to the Native American community and provides access to cultural demonstrations during the year. Museum partnership with Reeds Raiders at Bowlegs in defense of the City increases public awareness of museum activities and raises awareness that history can be fun. Museum 9 partnership with Musical Echoes provides cultural and arts festival to general public which increases awareness and strengthens Native American commitment to the mound and museum. As Friends of the Museums partnership wind down, museum staff began providing increased commitments to educational and recreational programming such as Zombie Walk, Native American Day Open House and Camp Walton Christmas Open House which afforded locals ability to enjoy free days. 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, 105.5 “The Wolf” and WYZB FM, WUWF’s “Unearthing Pensacola” segments, and WEAR ABC Channel 3. The museums were able to display their events on various Lamar advertising boards which has increased visibility. Local 9 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), Emerald Coast Archaeology Society (OK County), Heritage News (Niceville); GWFC Our Voice Florida Woman's Club newsletter (OK County), Genealogical Society of Okaloosa County, and FOM Newsletter (various counties and states). Through TDC partnership we were able to have an ad at the Panama City Airport to advertise museum and City events. Completed First Families Phase I Project identifying founding families and their current representatives for archival and display presentation 9 at the Camp Walton Schoolhouse Museum. As a result of this project we have established useful relationships in the community as well as being recognized as a research resource in the community. 9 Continued programming activities designed to match State Standards for Civil War education and attract older grades field trips to museum. This program has allowed middle school students to enjoy field trip programming. 110 
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 ? 8' 113  Share of City Budget $406,822, 1.0%   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.   Provide a well-maintained and peaceful resting place of burial. Actual YTD thru 06/30 Budget    
 2013-14 2014-15 2015-16 2016-17 2016-17 2017-18 Provide a Well-Maintained Resting Place of Burial Cemetery Grounds with Turf in Good Condition 86% 90% 95% 90% 95% 95% 9 Install Roadway between storage facilities. 9 Stamp additional area in Hope Section. 9 Repair worn doors in niche wall.
 

 9 Research plot location software to ensure the quality of cemetery services. 9 Develop a sod farm in open area of cemetery for use for newly dug graves. 9 Install central control system for irrigation.       
 9 Planted 5 Oak trees and 5 Crape Myrtle trees in the new Hope Section addition. 114 
115  001 GENERAL FUND - 1200 ENGINEERING SERVICES Actual Budget 2016-17 2017-18 % 2013-14 2014-15 2015-16 Adopted Adopted Change Revenues: 3,200 3,800 3,800 4,533 341-3001 Overhead Banner Installation Fee 5,190 14.49% - - - - 341-9310 Engineering Drawings 32 100.00% 1,630 - - - 366-1000 Contributions/Donations - 0.00% $ 4,830 $ 3,800 $ 3,800 $ 4,533 TOTAL REVENUES $ 5,222 100.00% Personal Services: 5.00 4.00 4.00 3.00 Number of Funded Employees (FTE's) 3.00 82,282 82,019 86,952 85,874 541-1100 Executive Salaries 87,763 2.20% 118,911 123,007 69,287 68,041 541-1200 Regular Salaries 66,759 -1.88% 54 - 108 54 541-1201 Service Awards - -100.00% - - 541 - 541-1202 Incentive/Merit Pay - 0.00% 900 152 230 250 541-1400 Overtime 250 0.00% 11,889 11,878 11,091 8,905 541-2100 FICA Taxes 9,034 1.45% 2,754 2,778 2,594 2,083 541-2101 Medicare 2,113 1.43% 16,911 18,304 1,614 - 541-2200 Retirement Contributions - 0.00% 9,537 9,705 9,952 10,158 541-2204 Retirement Contributions - DC Plan 8,607 -15.27% 28,640 29,687 20,169 22,705 541-2300 Dental, Life & Health Insurance 24,114 6.21% 356 306 267 262 541-2400 Worker's Compensation 263 0.20% $ 272,234 $ 277,836 $ 202,806 $ 198,331 Total Personal Services $ 198,903 0.29% Operating Expenditures: 5,326 5,547 5,610 5,878 541-3100 Professional Services 3,604 -38.69% 80 195 958 2,297 541-4000 Travel and Per Diem 2,297 0.00% 1,947 1,537 1,496 1,306 541-4100 Communication Services 1,207 -7.58% 7,038 5,896 4,865 6,565 541-4200 Postage 6,565 0.00% 6,359 5,829 3,263 5,199 541-4400 Rentals & Leases 3,663 -29.54% 2,200 3,800 4,100 4,300 541-4610 Maintenance Contracts 2,500 -41.86% - - 7 125 541-4620 Vehicle Repair 125 0.00% 450 242 707 600 541-4630 Equipment Repair 600 0.00% 4,278 5,295 5,629 8,050 541-5100 Office Supplies 7,689 -4.48% 449 860 333 500 541-5200 Operating Supplies 500 0.00% - 350 381 403 541-5204 Fuel & Oil 550 36.48% - 156 298 300 541-5210 Uniform Expense 300 0.00% - 153 48 100 541-5234 Safety Supplies/Equipment 100 0.00% 256 179 317 185 541-5400 Books, Dues & Publications 185 0.00% 423 149 1,205 1,954 541-5500 Training 1,954 0.00% $ 31,811 $ 30,190 $ 29,216 $ 37,762 Total Operating Expenditures $ 31,839 -15.69% Capital Outlay: - 19,426 - - 541-6404 Trucks - 0.00% 698 - - - 541-6420 Computer Hardware/Software - 0.00% $ 698 $ 19,426 $ - $ - Total Capital Outlay $ - 0.00% Debt Service 901 923 741 742 581-9121 Transfer to Debt Service Fund 742 0.06% Phone System Lease - year 5 of 6 $ 901 $ 923 $ 741 $ 742 Total Debt Service $ 742 0.06% $ 305,644 $ 328,375 $ 232,763 $ 236,835 TOTAL EXPENSES $ 231,485 -2.26% $ (300,814) $ (324,575) $ (228,963) $ (232,302) NET REVENUE / (EXPENSE) $ (226,262) -2.60% 1200-Engineering 9/14/2017 5:04 PM 116 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118 
119  001 GENERAL FUND - 1205 PLANNING & ZONING Actual Budget 2016-17 2017-18 % 2013-14 2014-15 2015-16 Adopted Adopted Change Revenues: 7,209 13,385 13,385 15,882 329-1001 Zoning/Variances Fees 40,562 155.39% 1,529 4,425 4,425 5,979 329-2000 Zoning Site Plan Review 11,007 84.10% - - - - 329-9010 Licenses & Registrations 500 100.00% $ 8,738 $ 17,809 $ 17,809 $ 21,861 TOTAL REVENUES $ 52,069 138.18% Personal Services: 2.00 2.00 2.00 4.00 Number of Funded Employees (FTE's) 4.00 63,801 76,368 141,898 160,093 515-1200 Regular Salaries 163,614 2.20% 54 - - 54 515-1201 Service Awards - -100.00% - - 108 - 515-1202 Incentive/Merit Pay - 0.00% 13 31 120 150 515-1400 Overtime 150 0.00% 3,559 4,234 8,446 9,471 515-2100 FICA Taxes 9,115 -3.76% 859 990 1,975 2,215 515-2101 Medicare 2,132 -3.77% - - 12,024 - 515-2200 Retirement Contributions - -100.00% 3,187 1,623 5,393 8,004 515-2204 Retirement Contributions - DC Plan 9,245 15.50% 11,094 20,442 22,935 33,838 515-2300 Dental, Life & Health Insurance 31,578 -6.68% 103 104 228 257 515-2400 Worker's Compensation 263 2.15% - (2,825) (6,779) (9,141) 515-1296 Salary Allocation Reimb from FBC Fund (9,376) 2.57% - - (7,670) (9,141) 515-1297 Salary Allocation Reimb from CDBG Fund - -100.00% $ 82,671 $ 100,967 $ 178,678 $ 195,800 Total Personal Services $ 206,720 5.58% Operating Expenditures: 9,694 11,544 24,200 29,898 515-3100 Professional Services 19,420 -35.05% 949 1,174 1,353 1,200 515-4000 Travel and Per Diem 1,200 0.00% 370 373 825 957 515-4100 Communication Services 857 -10.45% - - - 757 515-4200 Postage 757 0.00% - - - 500 515-4610 Maintenance Contracts - -100.00% 254 - - 515-4630 Repair/Maint Services - 0.00% 1,009 827 952 1,900 515-4700 Printing & Binding 1,650 -13.16% 174 57 291 500 515-5100 Office Supplies 300 -40.00% 60 630 90 125 515-5200 Operating Supplies 375 200.00% 97 94 411 400 515-5210 Uniform Expense 400 0.00% - 2,696 1,890 - 515-5231 Computer Hardware/Software - 0.00% 331 300 789 942 515-5400 Books, Dues & Publications 942 0.00% 723 950 1,382 1,900 515-5500 Training 1,885 -0.79% $ 13,408 $ 18,901 $ 32,183 $ 39,079 Total Operating Expenditures $ 27,786 -28.90% Capital Outlay: - 7,315 - - 515-6420 Computer Hardware/Software - 0.00% $ - $ 7,315 $ - $ - Total Capital Outlay $ - 0.00% Debt Service 409 369 530 371 581-9121 Transfer to Debt Service Fund 371 0.00% Phone System Lease - year 5 of 6 $ 409 $ 369 $ 530 $ 371 Total Debt Service $ 371 0.00% $ 96,488 $ 127,552 $ 211,391 $ 235,250 TOTAL EXPENSES $ 234,878 -0.16% $ (87,750) $ (109,743) $ (193,581) $ (213,389) NET REVENUE / (EXPENSE) $ (182,809) -14.33% 1205-Planning 9/14/2017 5:04 PM 120    Share of City Budget $234,878, 0.6% !  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.   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 03/31 Budget    
 2013-14 2014-15 2015-16 2016-17 2016-17 2017-18 Reduce Commercial & Industrial Vacancies Vacant Parcels - Commerce & Technology Park n/a n/a n/a n/a n/a n/a Vacant Parcels - CRA n/a n/a n/a n/a n/a n/a Increase Development Activity Citywide (Net) New Business Openings 69 54 77 45 60 60 New Developments Approved 9 13 10 3 10 10 Parcels Annexed into the City 1 0 2 2 1 1 Population Increase 0.97% 0.97% 0.99% annual measure 1.5% 1.5% 9 Ensure the effectiveness and efficiency of City codes and regulations by updating the City Code of Ordinances. 9 Plan for a comprehensive multi-modal transportation system by updating the Inventory of Sidewalks map.
 

 9 Promote sustainable economic growth through the use of efficient business and development review services. 9 Plan for and implement a reliable, efficient, and pedestrian-friendly transportation network in the City.       
 9 Updated sections of the City Land Development Code to increase effectiveness and efficiency. 9 Rezoned approximately 1.32 acres in the City to provide consistency with existing land use and surrounding uses. 9 Annexed two properties totaling approximately 1 acre into the City limits. 9 Completed new L: Drive procedures and policies. 121  001 GENERAL FUND - 1217 CODE ENFORCEMENT Actual Budget 2016-17 2017-18 % 2013-14 2014-15 2015-16 Adopted Adopted Change Revenues: 19,227 19,215 19,215 30,000 354-1000 Code Enforcement - Fines 37,000 23.33% 12,025 7,265 7,265 7,500 354-1010 Code Enforcement - Fees 7,500 0.00% $ 31,252 $ 26,480 $ 26,480 $ 37,500 TOTAL REVENUES $ 44,500 18.67% Personal Services: 2.00 2.00 2.00 2.00 Number of Funded Employees (FTE's) 2.00 93,620 94,983 97,271 94,369 529-1200 Regular Salaries 98,656 4.54% 325 529-1201 Service Awards - -100.00% 103 134 48 150 529-1400 Overtime 150 0.00% 5,524 5,598 5,746 5,519 529-2100 FICA Taxes 5,746 4.12% 1,292 1,309 1,344 1,291 529-2101 Medicare 1,344 4.10% 27,770 29,950 28,863 30,765 529-2200 Retirement Contributions 55,247 79.58% 13,840 14,364 14,388 16,420 529-2300 Dental, Life & Health Insurance 17,484 6.48% 1,854 1,563 1,626 1,566 529-2400 Worker's Compensation 1,638 4.58% $ 144,002 $ 147,902 $ 149,284 $ 150,405 Total Personal Services $ 180,265 19.85% Operating Expenditures: 2,837 2,893 2,951 3,040 529-3100 Professional Services 5,789 90.43% - - 223 500 529-3400 Other Services 500 0.00% 1,766 533 661 1,105 529-4000 Travel and Per Diem 1,000 -9.50% 855 801 761 858 529-4100 Communication Services 1,338 55.94% 35 282 236 200 529-4620 Vehicle Repair 200 0.00% - 35 - - 529-4700 Printing & Binding - 0.00% 149 - - 97 529-5200 Operating Supplies 97 0.00% 1,195 896 767 783 529-5204 Fuel & Oil 915 16.86% - - - 400 529-5210 Uniform Expense 400 0.00% - - 284 - 529-5231 Computer Hardware/Software - 0.00% 180 110 70 110 529-5400 Books, Dues & Publications 110 0.00% 795 350 450 600 529-5500 Training 600 0.00% $ 7,812 $ 5,901 $ 6,404 $ 7,693 Total Operating Expenditures $ 10,949 42.32% Capital Outlay: - - 19,841 - 529-6404 Trucks - 0.00% - 1,076 - - 529-6420 Computer Hardware/Software - 0.00% $ - $ 1,076 $ 19,841 $ - Total Capital Outlay $ - 0.00% Debt Service 409 369 363 742 581-9121 Transfer to Debt Service Fund 371 0.00% Phone System Lease - year 5 of 6 $ 409 $ 369 $ 363 $ 742 Total Debt Service $ 371 0.00% $ 152,224 $ 155,247 $ 175,892 $ 158,840 TOTAL EXPENSES $ 191,585 20.62% $ (120,971) $ (128,767) $ (149,412) $ (121,340) NET REVENUE / (EXPENSE) $ (147,085) 21.22% 1217-Code 9/14/2017 5:05 PM 122  
 Share of City Budget $191,585, 0.5%   Code Enforcement routinely inspects properties for code violations and responds to citizen complaints regarding code, zoning, or land use violations.   Ensure adherence to the City's Code of Ordinances and achieve a high complaint resolution rate. Actual YTD thru 06/30 Budget    
 2013-14 2014-15 2015-16 2016-17 2016-17 2017-18 Implement Nuisance Abatement Program Number of Derelict Properties Brought Into Compliance - CRA 2 1 0 0 2 2 Number of Derelict Properties Brought Into Compliance - non-CRA 1 0 0 0 1 1 9 Rewrite the Code Enforcement S.O.P. to bring it in line with the newly adopted Mitigation Procedures and the newly adopted Code
 

 9 Implement new policy and procedures for the resolution of liens and orders issued by the Code Enforcement Board.       
 9 Maintained a 98% code case compliance ratio without the need for Code Enforcement Board action. 9 Streamline and modernize the Code Enforcement process by evaluating operational ordinances and revising where necessary. 123  001 GENERAL FUND - 1220 FLEET Actual Budget 2016-17 2017-18 % 2013-14 2014-15 2015-16 Adopted Adopted Change Revenues: 736 225 225 20 365-1010 Sale of Used Oil 20 0.00% $ 736 $ 225 $ 225 $ 20 TOTAL REVENUES $ 20 0.00% Personal Services: 9.00 9.00 9.00 9.00 Number of Funded Employees (FTE's) 9.00 241,976 270,171 274,075 303,608 519-1200 Regular Salaries 305,339 0.57% 217 - 487 - 519-1201 Service Awards - 0.00% - - 108 - 519-1202 Incentive/Merit Pay - 0.00% - - 5,575 - 519-1300 Part-Time Wages - 0.00% 1,387 1,472 640 1,500 519-1400 Salaries - Overtime 1,000 -33.33% - - 154 - 519-1401 Salaries - Overtime Holiday Worked 500 0.00% 13,993 14,964 15,678 16,648 519-2100 FICA Taxes 16,902 1.52% 3,273 3,500 3,667 3,893 519-2101 Medicare 3,953 1.53% 48,558 50,034 43,244 45,813 519-2200 Retirement Contributions 59,717 30.35% 2,673 5,613 6,516 9,197 519-2204 Retirement Contributions - DC Plan 10,858 18.07% 38,621 55,077 63,348 83,125 519-2300 Dental, Life & Health Insurance 83,142 0.02% 5,040 4,965 6,011 6,468 519-2400 Worker's Compensation 6,488 0.31% $ 355,736 $ 405,795 $ 419,503 $ 470,252 Total Personal Services $ 487,900 3.75% Operating Expenditures: 6,857 7,444 7,734 8,984 519-3100 Professional Services 8,753 -2.57% 350 1,925 1,730 2,200 519-3400 Other Services 2,500 13.64% 59 60 - 450 519-4000 Travel and Per Diem 900 200.00% 1,376 1,361 1,308 1,438 519-4100 Communication Services 1,126 -21.72% - - 135 - 519-4200 Postage & Freight - 0.00% 24,175 30,722 26,447 28,154 519-4300 Utilities 24,713 -12.22% - 594 239 649 519-4400 Rentals & Leases 649 0.00% 1,315 876 721 1,645 519-4610 Maintenance Contracts 2,115 28.56% 1,614 2,148 477 520 519-4620 Vehicle Repair 520 0.00% 273 2,618 1,942 2,500 519-4630 Equipment Repair 2,500 0.00% 2,767 1,193 3,887 - 519-4640 Building Maintenance - 0.00% - - 59 - 519-5100 Office Supplies 100 100.00% 11,169 8,749 12,826 11,650 519-5200 Operating Supplies 12,500 7.30% 1,737 - 11,152 - 519-5203 Fleet Maintenance Clearing Account - 0.00% 1,844 2,150 2,283 2,582 519-5204 Fuel & Oil 2,196 -14.95% 726 731 866 1,350 519-5210 Uniform Expense 1,350 0.00% - 589 1,506 - 519-5231 Computer Hardware/Software - -100.00% 699 780 951 2,100 519-5233 Tools 2,600 23.81% 580 675 660 1,200 519-5234 Safety Supplies/Equipment 1,600 33.33% 1,577 1,323 380 2,100 519-5500 Training 2,160 2.86% $ 57,116 $ 63,938 $ 75,303 $ 67,522 Total Operating Expenditures $ 66,281 -1.84% Capital Outlay: 11,486 42,196 29,337 2,700 519-6402 Equipment 3,300 22.22% 26,419 - - 519-6404 Trucks - 100.00% $ 11,486 $ 68,614 $ 29,337 $ 2,700 Total Capital Outlay $ 3,300 22.22% Debt Service 818 738 726 371 581-9121 Transfer to Debt Service Fund 742 0.00% Phone System Lease - year 5 of 6 $ 818 $ 738 $ 726 $ 371 Total Debt Service $ 742 0.00% $ 425,157 $ 539,086 $ 524,868 $ 540,845 TOTAL EXPENSES $ 558,224 3.21% $ (424,421) $ (538,861) $ (524,643) $ (540,825) NET REVENUE / (EXPENSE) $ (558,204) 3.21% 1220-Fleet 9/15/2017 8:10 AM 124   Share of City Budget $558,224, 1.3% 
  Fleet is responsible for maintaining safe, reliable, economical, and environmentally-friendly vehicles and heavy equipment.    Ensure fleet is available and functioning properly. Actual YTD thru 03/31 Budget
  
 
 2013-14 2014-15 2015-16 2016-17 2016-17 2017-18 Minimize Unscheduled/Unanticipated Downtime and Repairs Workload Attributable to Scheduled Preventative Maintenance & Inspections 33% 36% 40% 39% 39% 39% Workload Attributable to In House Repairs 64% 55% 58% 59% 57% 57% Workload Attributable to Commercial Repairs 3% 9% 3% 2% 3% 3% Repeat Repairs that is Performed n/a 1 0 0 1% 1% 9 Continue to improve the garage with modern equipment and techniques to reduce the amount of commercial repairs needed. 9 Continue to improve customer service with fellow city employees. 9 Continue to train fleet personnel through manufacturer training to help down time and maintain lower repair cost.   9 Reduce repair costs while maintaining safe working order of all vehicles and equipment in the City's fleet. 9 Centralize the fleet operations to the city garage 9 Implement the Fleet replacement schedule to improve the City's fleet.   

     9 Updating the wash rack to help keep the City's heavy equipment and large trucks clean and helping with the City image. 9 Outfitted all service trucks to be able to do timely repairs while on road calls. 9 Implemented Ford technical resource system through World Ford to have access to factory manuals, TSB's and updated repair procedures. 125  001 GENERAL FUND - 1230 FACILITIES Actual Budget 2016-17 2017-18 % 2013-14 2014-15 2015-16 Adopted Adopted Change Revenues: - 496 496 365 341-9330 Special Events - Barricades, Orange Cones 346 -5.27% 281 513 513 445 341-9600 Sign Shop Sales 400 -10.11% 621 - - - 347-4020 Special Events - Landing/Chester Pruitt - 0.00% $ 902 $ 1,009 $ 1,009 $ 810 TOTAL REVENUES $ 746 -7.93% Personal Services: 7.00 7.00 7.00 7.00 Number of Funded Employees (FTE's) 7.00 226,181 230,368 239,373 251,983 519-1200 Regular Salaries 249,900 -0.83% - - 162 271 519-1201 Service Awards 173 -36.16% 2,648 1,636 1,829 3,000 519-1400 Salaries - Overtime 3,000 0.00% 92 - 103 - 519-1401 Salaries - Overtime Holiday Worked - 0.00% 13,806 13,586 14,061 14,544 519-2100 FICA Taxes 14,520 -0.17% 3,229 3,177 3,288 3,402 519-2101 Medicare 3,396 -0.17% 55,897 49,367 48,503 55,226 519-2200 Retirement Contributions 74,629 35.13% 2,941 4,794 4,469 5,502 519-2204 Retirement Contributions - DC Plan 7,412 34.71% 17,160 23,878 28,416 33,708 519-2300 Dental, Life & Health Insurance 37,689 11.81% 9,744 8,019 9,950 12,215 519-2400 Worker's Compensation 11,189 -8.40% $ 331,699 $ 334,826 $ 350,155 $ 379,851 Total Personal Services $ 401,908 5.81% Operating Expenditures: 750 - 3,950 - 519-3100 Professional Services - 0.00% 6,144 3,257 5,000 1,100 519-3400 Other Services 1,100 0.00% - - 34 - 519-4000 Travel and Per Diem - 0.00% 4,113 4,199 3,286 3,728 519-4100 Communication Services 3,823 2.55% 115,468 122,265 148,494 150,811 519-4300 Utilities 168,281 11.58% 648 601 239 649 519-4400 Rentals & Leases 649 0.00% 29,371 33,043 3,308 37,149 519-4610 Maintenance Contracts 38,589 3.88% 6,070 3,485 3,445 2,750 519-4620 Vehicle Repair 2,750 0.00% 3,736 686 4,113 300 519-4630 Equipment Repair 300 0.00% 44,117 49,140 72,936 197,900 519-4640 Building Maintenance 177,291 -10.41% 78,897 141,150 122,907 208,711 519-4645 Heating/Cooling Repairs 203,467 -2.51% 756 - - 1,500 519-4670 Traffic Signals 1,500 0.00% 88 16 33 200 519-5100 Office Supplies 400 100.00% 4,800 10,400 5,828 6,305 519-5200 Operating Supplies 6,305 0.00% 10,412 6,728 5,312 4,502 519-5204 Fuel & Oil 5,916 31.41% 514 363 533 700 519-5210 Uniform Expense 420 -40.00% 219 - 682 - 519-5231 Computer Hardware/Software 600 100.00% 1,801 3,495 2,872 1,550 519-5233 Tools 5,630 263.23% 833 804 1,089 1,525 519-5234 Safety Supplies/Equipment 1,525 0.00% 10,753 11,681 16,434 13,050 519-5301 Street Markings 13,050 0.00% 280 320 295 - 519-5500 Training - 0.00% (318) - (5,375) - 519-9905 Capitalized Costs Allocation - Labor - 0.00% (134) - (1,953) - 519-9906 Capitalized Costs Allocation - Benefits - 0.00% (55) - (1,158) - 519-9907 Capitalized Costs Allocation - Overhead - 0.00% $ 319,262 $ 391,634 $ 392,304 $ 632,430 Total Operating Expenditures $ 631,596 -0.13% Capital Outlay: 734 - - - 519-6402 Equipment - 0.00% 195,231 - 22,785 - 519-6404 Trucks - 0.00% 698 - - - 519-6420 Computer HW / SW - 0.00% $ 196,664 $ - $ 22,785 $ - Total Capital Outlay $ - 0.00% Capital Improvements Program: 1230-Facilities 9/14/2017 5:06 PM 126  001 GENERAL FUND - 1230 FACILITIES Actual Budget 2016-17 2017-18 % 2013-14 2014-15 2015-16 Adopted Adopted Change - - - - Prior Years Capital Improvement Program - 0.00% $ - $ - $ - $ - Total Capital Improvements Program $ - 0.00% Debt Service 60,050 60,323 59,966 42,705 581-9121 Transfer to Debt Service Fund 31,284 -26.74% 2013 Revenue Note -Municipal Facilities General- yr 5 of 18 2013A Bank Loan -Bucket Truck- yr 5 of 10 Phone System Lease - year 5 of 6 $ 60,050 $ 60,323 $ 59,966 $ 42,705 Total Debt Service $ 31,284 -26.74% $ 907,674 $ 786,782 $ 825,210 $ 1,054,986 TOTAL EXPENSES $ 1,064,788 0.93% $ (906,772) $ (785,773) $ (824,201) $ (1,054,176) NET REVENUE / (EXPENSE) $ (1,064,042) 0.94% 1230-Facilities 9/14/2017 5:06 PM 127 
  Share of City Budget $1,064,788, 2.5% 
  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.    Maintain City facilities and traffic control devices in a safe, reliable, economical, and environmentally-friendly manner. Actual YTD thru 06/30 Budget
  
 
 2013-14 2014-15 2015-16 2016-17 2016-17 2017-18 Provide Safe & Clean Facilities for Employees & the Public Man-hours per Job Order 3 15 4 3 3 3 Works Orders Satisfactorily Completed within 3 Business Days 92% 95% 95% 96% 95% 95% 9 Maintaining & completing work orders in a timely manner. 9 Complete certification for cross-training. 9 Correct facility deficiencies though review of existing systems and system components.   9 Upgrade all parks and City lighting to LED energy efficiency system. 9 Complete the comprehensive maintenance program over a 5 to 10 year period.   

     9 Installed a new slab and garage for new bucket truck. 9 Remodeled kitchen in Facilities Maintenance Shop. 9 Installed 300' of boat bumpers on Liza Jackson Boat Dock 9 Completed 1256 work orders. 128 
129 

    
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Share of City Budget $817,114, 1.9% 
 Streets maintains and resurfaces 100 miles of paved streets and maintains 61 miles of sidewalk in the City. 

 Provide a safe and reliable transportation network. Actual YTD thru 06/30 Budget     
 
  
 2013-14 2014-15 2015-16 2016-17 2016-17 2017-18 Provide A Dependable Transportation Network Pavement With Condition Index of 'Fair' or Better 95.0% 93.8% 94.5% annual measure 96.0% 96.0% Streets With Sidewalks on At Least One Side 82.0% 82.0% 82.0% annual measure 84.0% 84.0% 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% 9 Update the MicroPaver Pavement Condition Index for all City streets. 9 Maintain a safe transportation network within the City.     
   9 Install sidewalks on at least one side of all residential local streets and on both sides of all collector and arterial roadways. 9 Have all streets maintained by the City with a Pavement Condition Index of 'fair' or better. 9 Repair all sidewalk hazards in existing neighborhoods.     
  
  9 Added a vertical concrete "Grind" structure and crack repair to the Recreation Center Skate Park. 9 Completed installation of a concrete turn-a-round for the Solid Waste Division trucks on Baywood Court NW. 9 Completed installation/repair on London Avenue NW following the water line upgrade. 9 Completed the replacement of driveways on Alder Avenue SE following the stormwater improvements. 9 Completed the installation of batting cages at the Recreation Center. 9 Completed installation/repair on Robinwood Drive NW following the water line upgrade. 9 Completed the replacement of driveways following the stormwater improvements on Virginia Drive NW. 9 Completed repairs to various areas of sidewalk where hazards were present on Deluna Road SW. 9 Resurfaced Vista Street SW from Temple Avenue SW to Coral Drive SW. 9 Resurfaced Holmes Boulevard NW from Robinwood Drive NW to Beal Parkway NW. 9 Resurfaced Rogers Street NW from Wright Parkway NW to Jonquil Avenue NW. 9 Completed the installation of the Veterans Tower at the Cemetery. 132  001 GENERAL FUND - 1500 NON-DEPARTMENTAL Actual Budget 2016-17 2017-18 % 2013-14 2014-15 2015-16 Adopted Adopted Change Personal Services: 134,047 71,241 251,217 60,484 519-1216 Final Leave Pay 50,000 -17.33% 10,534 4,786 547 25,000 519-2500 Unemployment Compensation 25,000 0.00% $ 144,581 $ 76,027 $ 251,764 $ 85,484 Total Personal Services $ 75,000 -12.26% Operating Expenditures: 71,267 240,121 78,722 12,000 519-3100 Professional Services 46,500 287.50% - 18,060 770 - 519-3400 Other Services - 0.00% 1,424 1,424 - 1,500 519-4000 Travel and Per Diem - -100.00% - - - 288 519-4100 Communication Services 288 100.00% - - 2,748 5,654 519-4400 Rentals & Leases 5,654 0.00% 2,071 1,500 - - 519-4800 Promotional Activities - 0.00% 165 5,591 - - 519-4908 Property Taxes - 0.00% - - - 5,550 519-4911 Holiday Gift Certificates 5,900 6.31% 65 30 70 - 519-4913 Cash Over/(Short) - 0.00% 1,497 32 (370) - 519-4916 Inventory Over/(Short) - 0.00% 56,435 75,700 176,980 - 519-4941 Disaster Recovery - 0.00% - - - 179,807 519-4995 Contingencies 206,429 14.81% - - 1,223 - 519-5200 Operating - 0.00% - 21,156 255 9,485 519-5231 Computer Hardware/Software 43,345 356.98% - - - - 519-5500 Training 28,000 100.00% 100,586 92,053 - - Prior Year Expenditures - 0.00% $ 233,510 $ 455,666 $ 260,399 $ 214,284 Total Operating Expenditures $ 336,116 56.86% Capital Outlay - - - 85,573 519-6404 Trucks 87,725 2.51% - 16,899 18,645 213,858 519-6420 Computer Hardware/Software 53,850 -74.82% - 16,899 18,645 299,431 Total Capital Outlay 141,575 -52.72% Other Financing Activity (16,654) (41,216) (42,676) (145,415) 513-9916 Cost Allocation Reimb from FBC Fund (44,964) -69.08% (17,312) (11,673) (510) (19,758) 513-9917 Salary Reimb from CDBG Fund (21,191) 7.25% (94,407) (156,209) (176,289) (167,308) 513-9919 Cost Allocation Reimb from CRA Fund (174,381) 4.23% (880,148) (1,012,994) (1,041,639) (1,065,282) 513-9941 Cost Allocation Reimb from Utilities Fund (1,109,879) 4.19% (294,397) (356,228) (364,433) (372,446) 513-9943 Cost Allocation Reimb from Sanitation Fund (388,626) 4.34% (74,376) (150,987) (154,493) (157,889) 513-9945 Cost Allocation Reimb from Stormwater Fund (164,719) 4.33% - - (336) (344) 513-9945 Cost Allocation Reimb from Perpetual Care Fund (24,850) 7123.84% 8,978 4,307 4,191 2,042 581-9121 Transfer to Debt Service Fund 2,042 0.00% $ (1,368,317) $ (1,725,001) $ (1,776,185) $ (1,926,400) Total Other Financing Activity $ (1,926,569) 0.01% $ (990,226) $ (1,176,409) $ (1,245,377) $ (1,327,202) TOTAL EXPENSES $ (1,373,877) 3.52% 212.04 211.75 211.75 218.08 Number of Funded Employees (FTE's) 218.08 0.00% 309,324 317,646 317,646 403,785 City Council 392,080 -2.90% 688,395 716,703 716,703 356,373 City Manager 414,269 16.25% 809,068 792,826 792,826 1,222,943 Administrative Services 1,450,893 18.64% 223,891 186,202 186,202 223,608 City Clerk 251,374 12.42% 739,880 734,696 734,696 838,034 Finance 957,858 14.30% 4,806,107 4,879,620 4,879,620 5,301,279 Police 5,982,800 12.86% 3,975,385 4,457,796 4,457,796 4,187,044 Fire 4,913,525 17.35% 8,559,078 9,506,225 9,506,225 5,705,343 Recreation Services 6,204,863 8.76% 2,457,230 2,575,689 2,575,689 3,120,537 Engineering Services 3,098,074 -0.72% (990,226) (1,176,409) (1,245,377) (1,327,202) Non-Departmental (1,373,877) 3.52% $ 21,578,132 $ 22,990,994 $ 22,922,026 $ 20,031,742 TOTAL FUND EXPENSES $ 22,291,857 11.28% $ (2,666,786) $ (3,556,419) $ (3,004,750) $ - NET REVENUE / (EXPENSE) $ (0) 100.00% 1500-NonDept_001 9/18/2017 3:57 PM 133 
134 
     The Law Enforcement Trust Fund encompasses 0.01% 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 $60,000 Budget. $50,000 …… 2017-18. $ Change % Change Interest & Other 7,309 5,000 216.54% $40,000 Use of Reserves 0 0 0% $30,000 $7,309 $5,000 216.54% $20,000 $10,000 $0 Actual Actual Actual Budget Budget 2013-14 2014-15 2015-16 2016-17 2017-18 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 $250,000 Budget. $200,000 …… 2017-18 $ Change % Change Personal Services 0 0 0.0% $150,000 Operations & Maintenance 7,309 5,000 216.54% Capital Outlay/Imprvmt 0 0 0 $100,000 $7,309 5,000 216.54% $50,000 $0 Actual Actual Actual Budget Budget 2013-14 2014-15 2015-16 2016-17 2017-18 Personal Services Operations & Maintenance Capital Outlay/Imprvmt Interfund Transfers • Uniforms and operating supplies account for the increase in operational expenses; however, these fees are recouped by the proceeds from the forfeiture cases. 135  102 LAW ENFORCEMENT TRUST FUND Actual Budget 2016-17 2017-18 % 2013-14 2014-15 2015-16 Adopted Adopted Change 19,363 23,730 38,008 - Grant Revenues - 0.00% $ 19,363 $ 23,730 $ 38,008 $ - Total Grants $ - 0.00% $ 19,363 $ 23,730 $ 38,008 $ - TOTAL INTERGOVERNMENTAL REVENUE $ - 0.00% 667 567 - - 1800-356-1000 Fines & Forfeitures - 0.00% 23,563 12,179 - - 1800-358-2000 Assets Seized by Law Enforcement - 0.00% 4,512 - - - 1820-355-1000 Fines & Forfeitures - Federal - 0.00% $ 28,742 $ 12,746 $ - $ - Total Fines & Forfeitures $ - 0.00% $ 28,742 $ 12,746 $ - $ - TOTAL FINES & FORFEITURES $ - 0.00% 2,186 3,099 2,384 2,309 1800-361-1000 Interest Income 2,309 0.00% (261) - - - 1800-361-3000 Unrealized Gain/(Loss) - 0.00% (309) - - - 1800-361-4000 Realized Gain/(Loss) - 0.00% $ 1,616 $ 3,099 $ 2,384 $ 2,309 Total Interest Income $ 2,309 0.00% 4,533 3,095 - - 1800-364-1000 Sale of Surplus Assets - 0.00% $ 4,533 $ 3,095 $ - $ - Total Other Revenues $ - 0.00% $ 6,148 $ 6,194 $ 2,384 $ 2,309 TOTAL INTEREST & OTHER REVENUES $ 2,309 0.00% - - - - 1600-389-9100 Appropriation from Fund Balance 5,000 100.00% $ - $ - $ - $ - Total Non-Operating Sources $ 5,000 100.00% $ - $ - $ - $ - TOTAL TRANSFERS IN $ 5,000 100.00% $ 54,254 $ 42,670 $ 40,392 $ 2,309 TOTAL FUND REVENUES $ 7,309 216.54% 102 - LETF 9/18/2017 4:00 PM 136  102 LAW ENFORCEMENT TRUST FUND Actual Budget 2016-17 2017-18 % 2013-14 2014-15 2015-16 Adopted Adopted Change 1800 - STATE FORFEITURE EXPENSES Grant Expenses: 16,636 20,357 20,357 - Grant Expenses - 0.00% $ 16,636 $ 20,357 $ 20,357 $ - Total Grant Expenses $ - 0.00% Operating Expenditures: 412 174 372 - 521-3100 Professional Services 5,000 0.00% 7,147 10,051 10,713 1,609 521-3101 Legal Services 1,609 0.00% - 21,099 21,099 - 521-4640 Building Maintenance - 0.00% - - - 500 521-4912 Forfeiture Filing Fees 500 0.00% - - - 200 521-4915 Legal Advertising 200 0.00% - 10,654 10,747 - 521-5200 Operating Supplies - 0.00% - 6,746 6,746 - 521-5210 Uniform Expense - 0.00% - 500 500 - 521-5400 Dues & Publications - 0.00% - 298 298 - 521-5500 Training - 0.00% $ 7,559 $ 49,522 $ 50,476 $ 2,309 Total Operating Expenditures $ 7,309 216.54% Capital Outlay: 13,106 - - - 521-6403 Vehicles - 0.00% 13,748 11,764 11,764 - 521-6406 Specialized Equipment - 0.00% $ 26,854 $ 11,764 $ 11,764 $ - Total Capital Outlay $ - 0.00% $ 51,049 $ 81,643 $ 82,597 $ 2,309 STATE EXPENDITURES $ 7,309 216.54% 1820 - FEDERAL FORFEITURE EXPENSES Operating Expenditures: 5,455 5,455 5,455 - 1543-521-5210 Uniform Expense - 0.00% $ 5,455 $ 5,455 $ 5,455 $ - Total Operating Expenditures $ - 0.00% $ 5,455 $ 5,455 $ 5,455 $ - FEDERAL EXPENDITURES $ - 0.00% $ 56,504 $ 87,098 $ 88,052 $ 2,309 TOTAL FUND EXPENSES $ 7,309 216.54% $ (2,251) $ (44,428) $ (47,661) $ - NET REVENUE / (EXPENSE) $ - 0.00% 102 - LETF 9/18/2017 4:00 PM 137 
    The Law Enforcement Training Fund encompasses 0.02% 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 $25,000 Budget. …… 2017-18 $ Change % Change $20,000 Interest & Other 7,197 0 0% Use of Reserves 0 0 0% $15,000 $7,197 $0 0% $10,000 $5,000 $0 Actual Actual Actual Budget Budget 2013-14 2014-15 2015-16 2016-17 2017-18 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 $25,000 Budget. $20,000 …… 2017-18 $ Change % Change Operations & Maintenance 7,197 0 0% $15,000 $7,197 $0 0% $10,000 $5,000 $0 Actual Actual Actual Budget Budget 2013-14 2014-15 2015-16 2016-17 2017-18 Personal Services Operations & Maintenance Replenish Reserves • Police officer training is accounted for in this fund. 138  103 LAW ENFORCEMENT TRAINING FUND Actual Budget 2016-17 2017-18 % 2013-14 2014-15 2015-16 Adopted Adopted Change 5,782 6,755 5,816 7,100 1830-351-5020 Traffic Fines - Training 7,100 0.00% $ 5,782 $ 6,755 $ 5,816 $ 7,100 Total Fines & Forfeitures $ 7,100 0.00% $ 5,782 $ 6,755 $ 5,816 $ 7,100 TOTAL FINES & FORFEITURES $ 7,100 0.00% 87 140 89 97 1830-361-1000 Interest Income 97 0.00% $ 65 $ 140 $ 89 $ 97 Total Interest Income $ 97 0.00% $ 65 $ 140 $ 89 $ 97 TOTAL INTEREST & OTHER REVENUES $ 97 100.00% - - - - 1600-389-9100 Appropriation from Fund Balance - 0.00% $ - $ - $ - $ - Total Non-Operating Sources $ - 0.00% $ - $ - $ - $ - TOTAL TRANSFERS IN $ - 100.00% $ 5,847 $ 6,896 $ 5,905 $ 7,197 TOTAL FUND REVENUES $ 7,197 0.00% Operating Expenditures: 2,423 8 1,910 - 521-3100 Professional Services - 0.00% 2,444 3,345 - 7,197 521-4000 Travel and Per Diem 7,197 0.00% $ 6,557 $ 6,421 $ 1,910 $ 7,197 Total Operating Expenditures $ 7,197 0.00% Other Financing Activity: $ - $ - $ - $ - Total Other Financing Activity $ - 0.00% $ 6,557 $ 6,421 $ 1,910 $ 7,197 TOTAL FUND EXPENSES $ 7,197 0.00% $ (711) $ 474 $ 3,995 $ - NET REVENUE / (EXPENSE) $ - 0.00% 103 - LETF 9/14/2017 4:41 PM 139 
   
 The Florida Building Code (FBC) Fund encompasses 0.93% 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 $450,000 Budget. $400,000 …… 2017-18. $ Change % Change $350,000 Licenses & Permits 364,711 35,268 10.7% $300,000 Interest & Other 4,100 127 3.2% $250,000 Appropriation from Reserves 0 (90,673) (100.0)% $200,000 $368,811 $(55,280) (13.0)% $150,000 $100,000 $50,000 $0 Actual Actual Actual Budget Budget 2013-14 2014-15 2015-16 2016-17 2017-18 Licenses & Permits Interest & Other Appropriation From Reserves • The appropriation from reserves is budgeted to fund a portion of the new software that will implemented to provide increased efficiency and transparency to the building and permitting process. Expenditure Highlights $450,000 $400,000 Budget. 2017-18. …… $ Change % Change $350,000 Personal Services 265,821 28,839 12.2% $300,000 Operations & Maintenance 56,541 14,804 35.5% $250,000 Capital Outlay 0 (700) (100)% $200,000 Replenish Reserves 46,449 (98,223) (67.9)% $150,000 $368,811 $(55,280) (13.0)% $100,000 $50,000 $0 Actual Actual Actual Budget Budget 2013-14 2014-15 2015-16 2016-17 2017-18 Personal Services Operations & Maintenance Capital Outlay/Imprvmt Interfund Transfers • The increase in operating expenses is due to an increase in credit card merchant fees, lunch & learn meetings for the public, and the addition of a utilities expense. 140  106 FLORIDA BUILDING CODE FUND - 1215 BUILDING INSPECTION & PERMITTING Actual Budget 2016-17 2017-18 % 2013-14 2014-15 2015-16 Adopted Adopted Change Revenues: 161,292 144,300 153,354 160,000 1215-322-1000 Building Permits 161,911 1.19% 9,348 6,729 5,553 4,600 1215-322-1001 Re-Inspection Fee 4,600 0.00% 13,000 9,500 8,065 6,400 1215-322-1002 Working Without A Permit Fee 5,400 -15.63% 3,090 2,730 3,445 3,300 1215-322-1010 Notice of Commencement 3,300 0.00% 14,900 4,715 5,070 4,700 1215-322-1020 Certificate of Occupancy/Completion/Use 4,700 0.00% 44,483 42,660 45,564 44,000 1215-322-1030 Processing Fee 47,000 6.82% 24,779 21,502 21,078 20,000 1215-322-2000 Electrical Permits 25,000 25.00% 13,668 11,043 10,740 10,600 1215-322-3000 Plumbing Permits 12,000 13.21% 5,959 6,752 7,297 6,600 1215-322-4000 Gas Permits 8,000 21.21% 19,176 21,417 18,902 15,444 1215-322-5000 Mechanical Permits 17,000 10.08% 1,072 1,000 1,030 1,000 1215-322-9090 Surcharge F.S. 468.631 & 553.721 1,000 0.00% $ 310,767 $ 272,347 $ 280,096 $ 276,644 Total Licenses & Permits $ 289,911 4.80% 54,023 50,597 88,198 49,000 1215-329-1000 Building Plan Review 70,000 42.86% 4,659 2,594 3,855 3,800 1215-329-3000 Sign/Banner Permit 4,800 26.32% $ 58,682 $ 53,191 $ 92,053 $ 52,800 Total Other Licenses & Permits $ 74,800 41.67% $ 369,448 $ 325,538 $ 372,149 $ 329,444 TOTAL LICENSES & PERMITS $ 364,711 10.71% 1,979 3,364 3,377 3,973 1215-361-1000 Interest Income 4,100 3.20% (271) - - - 1215-361-3000 Unrealized Gain/(Loss) - 0.00% (321) - - - 1215-361-4000 Realized Gain/(Loss) - 0.00% 3 150 - - 1215-369-9000 Miscellaneous Revenues - 0.00% $ 1,390 $ 3,514 $ 3,377 $ 3,973 Total Interest Income $ 4,100 3.20% $ 1,390 $ 3,514 $ 3,377 $ 3,973 TOTAL INTEREST & OTHER REVENUES $ 4,100 3.20% - - - - 381-0100 Transfer from General Fund - 0.00% - - - - 381-2500 Transfer from CDBG Fund - 0.00% $ - $ - $ - $ - Total Interfund Transfers $ - 0.00% - - - 90,673 1215-389-9100 Appropriation from Unassigned Fund Balance - 100.00% $ - $ - $ - $ 90,673 Total Non-Operating Sources $ - 0.00% $ - $ - $ - $ 90,673 TOTAL TRANSFERS IN $ - 0.00% $ 370,838 $ 329,052 $ 375,526 $ 424,090 TOTAL REVENUES $ 368,811 -13.03% 106 - FBC 9/14/2017 4:43 PM 141  106 FLORIDA BUILDING CODE FUND - 1215 BUILDING INSPECTION & PERMITTING Actual Budget 2016-17 2017-18 % 2013-14 2014-15 2015-16 Adopted Adopted Change Personal Services: 3.70 4.00 4.00 4.00 Number of Funded Employees (FTE's) 4.00 162,686 168,539 155,924 170,570 524-1200 Regular Salaries 181,250 6.26% 108 - - - 524-1201 Service Awards - 0.00% - - - - 524-1202 Incentive/Merit Pay - 0.00% - - - - 524-1300 Part-Time Wages - 0.00% 903 480 504 900 524-1400 Salaries - Overtime 1,000 11.11% 9,440 9,939 9,251 9,970 524-2100 FICA Taxes 10,488 5.20% 2,208 2,324 2,163 2,332 524-2101 Medicare 2,453 5.18% 21,444 24,283 15,226 14,047 524-2200 Retirement Contributions 28,540 103.18% 6,055 6,141 7,313 8,870 524-2204 Retirement Contributions - DC Plan 8,915 0.51% 22,659 14,716 12,941 17,326 524-2300 Dental, Life & Health Insurance 18,937 9.30% 3,106 2,763 3,449 3,825 524-2400 Worker's Compensation 4,146 8.39% - 5,887 6,779 9,141 524-1291 Salary Allocation Reimb to General Fund 9,376 2.57% $ 228,608 $ 235,073 $ 213,551 $ 236,981 Total Personal Services $ 265,105 11.87% Operating Expenditures: 13,208 14,037 42,461 17,198 524-3100 Professional Services 26,367 53.31% 4,113 3,722 2,149 3,714 524-4000 Travel and Per Diem 4,014 8.08% 1,860 3,091 2,433 2,496 524-4100 Communication Services 2,395 -4.05% 3 122 125 100 524-4200 Postage 100 0.00% 3,686 4,138 4,204 3,826 524-4300 Utilities 3,451 -9.80% - - - - 524-4400 Leases 1,200 100.00% - - - 500 524-4610 Maintenance Contracts 1,100 100.00% 165 72 792 575 524-4620 Vehicle Repair 575 0.00% 198 178 35 180 524-4700 Printing & Binding 180 0.00% - - - 100 524-4911 Holiday Gift Certificates 100 0.00% 445 733 1,098 950 524-5100 Office Supplies 950 0.00% 35 429 1,771 1,000 524-5200 Operating Supplies 1,000 0.00% 2,965 1,810 1,530 1,324 524-5204 Fuel & Oil 1,764 33.23% 398 - 344 400 524-5210 Uniform Expense 400 0.00% 167 1,377 2,040 225 524-5231 Computer Hardware/Software 5,840 2495.56% - 282 981 300 524-5234 Safety Supplies/Equipment 480 60.00% 1,725 1,954 2,167 2,644 524-5400 Books, Dues & Publications 2,789 5.48% 2,980 2,599 1,966 1,998 524-5500 Training 2,348 17.52% - - - 4,207 524-4995 Contingencies 3,688 -12.33% $ 31,948 $ 34,544 $ 64,095 $ 41,737 Total Operating Expenditures $ 58,741 40.74% Capital Outlay: 842 - - - 524-6402 Equipment - 0.00% - 19,322 20,291 - 524-6404 Trucks - -100.00% - 1,076 - 700 524-6420 Computer Hardware/Software per IT Plan - -100.00% $ 842 $ 20,398 $ 20,291 $ 700 Total Capital Outlay $ - -100.00% Other Financing Activity: 16,654 - 42,676 144,672 524-9901 Cost Allocation Reimbursement to General Fund 44,964 -68.92% - - - - 581-999 Reserved - Undesignated Net Assets - 100.00% $ 16,654 $ - $ 42,676 $ 144,672 Total Other Financing Activity $ 44,964 -68.92% $ 278,052 $ 290,014 $ 340,612 $ 424,090 TOTAL EXPENSES $ 368,811 -13.03% $ 92,786 $ 39,038 $ 34,913 $ - NET REVENUE / (EXPENSE) $ 0 0.00% 106 - FBC 9/14/2017 4:43 PM 142    

 Share of City Budget $368,811, 0.9% 
  Building officials issue building permits, review building plans, and inspect all facets of construction including structure, electrical, plumbing, mechanical, gas, fences, and signs.    Provide efficient assistance with, and ensure adherence to, state and local Land Development and Building Codes. Actual YTD thru 06/30 Budget
  
 
 2013-14 2014-15 2015-16 2016-17 2016-17 2017-18 Provide Timely & Efficient Building Permits % of Residential Permits Issued within 3 Business Days of Application 96% 97% 97% 97% 98% 98% % of Commercial Permits Issued within 5 Business Days of Application 95% 95% 95% 96% 98% 98% Provide Timely & Efficient Building Inspections % of Residential Inspections Completed within 3 Business Days of Request 95% 97% 95% 98% 98% 98% % of Commercial Inspections Completed within 3 Business Days of Request 95% 96% 95% 97% 98% 98% 9 Continued coordination with key developers and contractors to determine areas where greater efficiencies can be achieved. 9 Enhance contractor and developer education through no less than two training seminars provided by the Building Division. 9 Complete transition in to new trak it software, be efficient in the new processes.   9 Become fully digital processing of plan review and permitting. 9 Obtain a Master Code Professional and all other required certifications for Building Inspectors.   

     9 Hired a new 1&2 Family Dwelling Inspector & Permit Tech. 9 Combination Inspector completed two of the three cross training programs and received his commercial electrical and mechanical 9 Completed the new L:drive procedures & policies. 143 
       The Community Development Block Grant (CDBG) Fund encompasses 0.3% 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 housing rehabilitation and after school programs to benefit low and moderate income families. Revenue Highlights $160,000 $140,000 Budget. $120,000 $ Change % Change 2017-18 …… $100,000 Intergov’t Revenue 119,807 7,161 6.4% $80,000 Approp. from Reserves 0 0 0% $60,000 $119,807 $7,161 6.4% $40,000 $20,000 $0 Actual Actual Actual Budget Budget 2013-14 2014-15 2015-16 2016-17 2017-18 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; therefore, the award dollars are allocated similarly each year. Expenditure Highlights $160,000 $140,000 Budget. 2017-18 …… $ Change % Change $120,000 Personal Services 23,961 4,203 21.3% $100,000 Operations & Maintenance 37,246 18,380 97.4% $80,000 Capital Outlay/Imprvmt 58,600 (15,422) (20.8)% $60,000 Interfund Transfers Out 0 0 0.0% $40,000 $119,807 $7,161 6.4% $20,000 $0 Actual Actual Actual Budget Budget 2013-14 2014-15 2015-16 2016-17 2017-18 Personal Services Operations & Maintenance Capital Outlay/Imprvmt Interfund Transfers • Personal services include staff’s time allocated to CDBG activities. • Less focus has been placed on operations and more funds are being allocated to various capital projects this year. 144  107 COMMUNITY DEVELOPMENT BLOCK GRANT FUND Actual Budget 2016-17 2017-18 % 2013-14 2014-15 2015-16 Adopted Adopted Change 79,482 139,693 117,087 112,646 1900-331-5027 Annual Entitlement Grant 119,807 6.36% $ 79,482 $ 139,693 $ 117,087 $ 112,646 Total Federal Grants $ 119,807 6.36% $ 79,482 $ 139,693 $ 117,087 $ 112,646 TOTAL INTERGOVERNMENTAL REVENUE $ 119,807 6.36% - - - - 1900-366-1000 Donations - 0.00% - - - - Discounts - 0.00% $ - $ - $ - $ - Total Other Revenues $ - 0.00% $ - $ - $ - $ - TOTAL INTEREST & OTHER REVENUES $ - 0.00% - - - - 1600-389-9200 Appropriation from Fund Balance - 0.00% $ - $ - $ - $ - Total Non-Operating Sources $ - 0.00% $ - $ - $ - $ - TOTAL TRANSFERS IN $ - 0.00% $ 79,482 $ 139,693 $ 117,087 $ 112,646 TOTAL FUND REVENUES $ 119,807 6.36% 107 - CDBG 9/14/2017 4:43 PM 145  107 COMMUNITY DEVELOPMENT BLOCK GRANT FUND Actual Budget 2016-17 2017-18 % 2013-14 2014-15 2015-16 Adopted Adopted Change Personal Services: - - 8,180 19,758 1900-554-1291 Salary Allocation Reimb to General Fund 21,191 7.25% $ - $ - $ 8,180 $ 19,758 Total Personal Services $ 21,191 7.25% Operating Expenditures: - 66,224 21,523 - 1900-554-3100 Professional Services - 0.00% 434 - - - 1900-554-3101 Legal Services - 0.00% 2,220 801 - 801 1900-554-4000 Travel and Per Diem 801 0.00% 46 2 18 20 1900-554-4200 Postage 20 0.00% 886 2,427 1,377 1,800 1900-554-4915 Legal Advertising 1,800 0.00% - - - 150 1900-554-5500 Training 150 0.00% Land Clearance 12,350 3,716 23,474 - 1910-554-3400 Nuisance Abatement 30,000 0.00% - - 7,459 - Economic Development - 0.00% 1920-554-8200 Small Business Program - 3,536 23,474 - 1930-554-3400 Housing Rehabilitation - 0.00% 1,051 - - 16,095 Public Services 889 3,212 4,000 1940-554-3451 Rec Center Summer Program 11,174 179.35% Homeless Abatement 495 38 - - 1940-554-5200/5100 Operating Supplies - 0.00% - - 17,440 - 1940-554-5251 Life Center of Gregg Chapel A/C - 0.00% - - 26,789 - 1940-554-5253 Okaloosa Comprehensive Head Start - 0.00% - - - 12,095 1940-554-5254 Youthbuild & Community Development - 0.00% - - 9,344 - 1940-554-5255 One Hopeful Place Community Development - 0.00% (859) - - - 1940-554-8200 Grants & Aid to Prv't. Org. - 0.00% $ 16,634 $ 76,745 $ 130,898 $ 18,866 Total Operating Expenditures $ 43,945 132.93% 6,533 - 255 74,022 Public Facilities 54,671 -26.14% 1950-554-5258 S4P Synergy Food Pantry Enhancement - 218 - - 1950-554-6355 Improvements Other than Building - 0.00% 42,500 - - - Land Acquisition - 0.00% 49,033 218 255 74,022 Total Capital Improvements 54,671 -26.14% Other Financing Activity: 17,312 11,673 8,180 - 1600-554-9901 Salary Reimbursement to General Fund - 0.00% $ 17,312 $ 11,673 $ 8,180 $ - Total Other Financing Activity $ - 0.00% $ 82,979 $ 88,636 $ 147,513 $ 112,646 TOTAL FUND EXPENSES $ 119,807 6.36% $ (3,498) $ 51,057 $ (30,427) $ - NET REVENUE / (EXPENSE) $ - 100.00% 107 - CDBG 9/14/2017 4:43 PM 146     !    Share of City Budget $119,807, 0.3%   The Community Development Block Grant provides Federal funding for housing and community development needs for low and moderate income areas.   Administer the Community Development Block Grant (CDBG) program in accordance with all Federal regulations. Actual YTD thru 06/30 Budget    
 2013-14 2014-15 2015-16 2016-17 2016-17 2017-18 Ensure Decent Housing to Target Population Homes/Structures Improved through World/City Changers n/a n/a n/a n/a n/a n/a Eliminate Influences of Blight in Target Areas Nuisances Abated in Target Area 2 1 0 1 n/a n/a Improve Safety and Livability of Neighborhoods Capital Improvements Completed in Target Area 1 0 0 0 1 1 Provide Access to Quality Public and Private Services Summer Youth Program n/a n/a 4 6 5 5 After School Program Participants 20 0 0 0 n/a n/a Applications Granted - Summer Youth Program n/a n/a n/a n/a n/a n/a Applications Granted - After School Program n/a n/a n/a n/a n/a n/a Disburse Grant Funds in Timely Fashion Grant Funds Spent in Same Year Awarded 35% 38% 37% annual measure 100% 100% 9 Increase access to quality public facilities and neighborhood livability by completing one capital improvement project. 9 Restore Summer Youth Program participation.
 

 9 Spend all grant funds in same year awarded. 9 Complete Analysis of Impediments to Fair Housing Study (AFIH). 9 Maintain a balanced approach to housing and community development needs.       
 9 Eliminated blighted conditions on target areas by demolishing 1 unsafe and dilapidated structures. 147 
      The Community Redevelopment Agency (CRA) Fund encompasses 4.4% 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 1999 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 $2,000,000 Budget. 2017-18 …… $ Change % Change $1,500,000 Ad Valorem Taxes 1,090,214 53,763 5.2% Intergov’t Revenue 616,298 0 0% $1,000,000 Interest & Other 32,457 0 0% Approp. from Reserves 0 0 0% $1,738,969 $53,763 5.2% $500,000 $0 Actual Actual Actual Budget Budget 2013-14 2014-15 2015-16 2016-17 2017-18 Ad Valorem Taxes Intergov't Revenue Interest & Other Interfund Transfers Appropriations • The budget is predicated on maintaining the City millage (Ad Valorem) rate at 5.7697 mills. One mill equals $1 per $1,000 of taxable property value. • County Ad Valorem tax proceeds are accounted for as intergovernmental revenues. The County’s millage rate is 3.4308 mills. Expenditure Highlights $2,000,000 $1,800,000 Budget. $1,600,000 ……2017-18 $ Change % Change $1,400,000 Personal Services 357,543 (129,818) (27.7)% $1,200,000 Operations & Maintenance 411,581 (294,141) (17.3)% $1,000,000 Replenish Reserves 520,464 520,464 100.0% $800,000 $600,000 Interfund Transfer 174,381 7,258 4.3% $400,000 Capital Outlay/Imprvmt 275,000 (50,000) (15.4)% $200,000 $1,738,969 $43,912 5.2% $0 Actual Actual Actual Budget Budget 2013-14 2014-15 2015-16 2016-17 2017-18 Personal Services Operations & Maintenance Capital Outlay/Imprvmt Interfund Transfers Replenish Reserves • The personal services decrease is attributable to staff turnover. • The decrease in operating expenses is due to the use of funds for grants in the prior year. • The decrease in capital outlay is due to the use of funds for prior year projects. 148 
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 # $50.6)&&.0&'   " 240 0 8& )3 149  109 CRA FUND - 0800 POLICE Actual Budget 2016-17 2017-18 % 2013-14 2014-15 2015-16 Adopted Adopted Change Personal Services: 5.00 - - 5.00 Number of Employees (FTE's) 5.00 197,162 213,061 215,927 215,595 521-1200 Regular Salaries 189,725 -12.00% - 54 54 - 521-1201 Service Awards - 0.00% 217 108 108 13,838 521-1202 Incentive Pay 16,840 21.69% 7,665 4,778 5,761 5,817 521-1400 Salaries - Overtime 9,481 62.99% 8,658 10,014 8,944 8,912 521-1401 Salaries - Overtime Holiday Worked 8,146 -8.60% 19,657 18,752 17,959 6,277 521-1501 Incentive Pay 4,092 -34.81% 13,614 14,456 14,693 13,621 521-2100 FICA Taxes 12,410 -8.89% 3,184 3,381 3,436 3,185 521-2101 Medicare 2,902 -8.89% 98,667 74,737 71,395 65,363 521-2201 Retirement Contributions - Police Officers 79,905 22.25% 21,851 25,884 24,393 24,774 521-2300 Dental, Life & Health Insurance 27,934 12.75% 6,827 6,067 7,135 6,232 521-2400 Worker's Compensation 6,109 -1.97% - 42,945 52,210 59,088 521-1291 Salary Allocation Reimbursement to General Fund - -100.00% $ 377,501 $ 414,238 $ 422,015 $ 422,702 Total Personal Services $ 357,543 -15.41% Operating Expenses: 15,385 15,681 15,730 - 521-3100 Professional Services - 0.00% 2,004 1,948 1,944 - 521-4100 Communication Services - 0.00% - - - - 521-4300 Utilities - 0.00% 1,625 1,035 1,304 - 521-4610 Maintenance Contracts - 0.00% 3,426 4,483 3,505 - 521-4620 Vehicle Repair - 0.00% - 95 - - 521-4630 Equipment Repair - 0.00% 75 105 - - 521-4700 Printing & Binding - 0.00% - 10 - - 521-5100 Office Supplies - 0.00% 736 570 - - 521-5200 Operating Supplies - 0.00% 17,241 11,350 10,510 - 521-5204 Fuel & Oil - 0.00% 30 620 517 - 521-5210 Uniform Expense - 0.00% - 838 508 - 521-5213 Ammunition Expense - 0.00% $ 40,523 $ 36,735 $ 34,017 $ - Total Operating Expenditures $ - 0.00% Capital Outlay: 3,150 - - - 521-6406 Specialized Equipment - 0.00% $ 3,150 $ - $ - $ - Total Capital Outlay $ - 0.00% $ 421,174 $ 450,973 $ 456,033 $ 422,702 TOTAL EXPENSES $ 357,543 -15.41% 109-0800-Police 9/14/2017 4:44 PM 150  109 CRA FUND - 2000 CRA Actual Budget 2016-17 2017-18 % 2013-14 2014-15 2015-16 Adopted Adopted Change Personal Services: 3.00 3.00 3.00 2.00 Number of Employees (FTE's) - 71,117 74,756 43,237 49,195 552-1200 Regular Salaries - -100.00% 214 185 258 - 552-1400 Salaries - Overtime - 0.00% 80 - - - 552-1401 Salaries - Overtime Holiday Worked - 0.00% 4,259 4,523 2,359 2,459 552-2100 FICA Taxes - -100.00% 996 1,058 552 575 552-2101 Medicare - -100.00% 3,836 3,674 382 3,075 552-2204 Retirement Contributions - DC Plan - -100.00% 8,777 6,083 9,400 14,872 552-2300 Dental, Life & Health Insurance - -100.00% 833 1,059 1,229 1,334 552-2400 Worker's Compensation - -100.00% - - 11,581 - 552-1291 Salary Allocation Reimb to General Fund - 0.00% $ 90,112 $ 91,338 $ 68,997 $ 71,510 Total Personal Services $ - -100.00% Operating Expenses: 6,125 96,815 91,942 50,000 552-3100 Professional Services - -100.00% 2,398 4,515 3,682 - 552-3101 Legal Services - 0.00% 150 144,930 169,739 159,265 552-3400 Other Services 159,265 0.00% 12,385 - 906 - 552-3450 Other Services - Grounds Maintenance - 0.00% 1,909 3,184 1,609 1,200 552-4000 Travel and Per Diem 1,200 0.00% 1,943 1,978 1,959 2,031 552-4100 Communication Services 2,200 8.32% 2,254 710 - 700 552-4200 Postage 700 0.00% 123,736 132,854 125,274 146,654 552-4300 Utilities 107,324 -26.82% 4,917 6,005 4,974 7,500 552-4400 Rentals & Leases - -100.00% 980 863 243 1,000 552-4620 Vehicle Repair 1,000 0.00% 2,201 582 777 600 552-4630 Equipment Repair 600 0.00% - - - 1,000 552-4700 Printing & Binding - -100.00% 2,987 1,923 280 15,000 552-4800 Promotional Activities 15,000 0.00% - - - 175 552-4911 Holiday Gift Certificates 175 0.00% - - - 750 552-4912 Easement Recording Fees - -100.00% 867 1,363 786 1,000 552-4915 Legal Advertising - -100.00% 926 203 - 500 552-5100 Office Supplies 500 0.00% 9,691 4,811 11,493 8,950 552-5200 Operating Supplies 8,950 0.00% 3,119 2,684 1,728 1,828 552-5204 Fuel & Oil 2,242 22.65% - 94 130 100 552-5210 Uniform Expense 150 50.00% - - - 1,215 552-5231 Computer Hardware/Software - -100.00% 1,576 766 1,154 1,500 552-5233 Tools 4,500 200.00% 220 271 135 280 552-5234 Safety Supplies/Equipment 400 42.86% 29,999 92 28,937 78,370 552-5250 Operating Supplies - Grounds Maintenance 78,370 0.00% 1,546 1,997 1,600 2,415 552-5400 Dues & Publications 2,415 0.00% 1,015 2,645 790 1,050 552-5500 Training 1,590 51.43% Non-Operating: 265,694 832,058 563,362 225,639 552-8200 Grants and Aids 25,000 -88.92% $ 476,638 $ 1,257,173 $ 1,051,941 $ 708,722 Total Operating Expenditures $ 411,581 -41.93% Capital Outlay: 45,180 11,850 364,159 25,000 552-6310 Improvements Other Than Buildings - -100.00% - 1,112,144 - - 522-6100 Land - 0.00% 4,504 - - - 552-6355 Landscaping/Irrigation - 0.00% 3,502 - - - 552-6402 Equipment - 0.00% $ 53,186 $ 1,123,994 $ 364,159 $ 25,000 Total Capital Outlay $ - -100.00% Capital Improvements Program: 80,312 - 5,225 - 5018 - Pavement Improvement - 0.00% - 27,846 300,000 5607 - Streetscape 275,000 -8.33% 173,146 602,278 - - Prior Years Capital Improvement Program - 0.00% $ 253,458 $ 602,278 $ 33,071 $ 300,000 Total Capital Improvements Program $ 275,000 -8.33% 109-2000-CRA 9/14/2017 4:45 PM 151  109 CRA FUND - 2000 CRA Actual Budget 2016-17 2017-18 % 2013-14 2014-15 2015-16 Adopted Adopted Change Other Financing Activity: 94,407 156,209 164,708 167,123 552-9901 Cost Allocation Reimbursement to General Fund 174,381 4.34% - - - - 581-9999 Reserved - Undesignated Net Assets 520,464 100.00% $ 94,407 $ 156,209 $ 164,708 $ 167,123 Total Other Financing Activity $ 694,845 315.77% $ 967,800 $ 3,230,992 $ 1,682,875 $ 1,272,353 TOTAL EXPENSES $ 1,381,426 8.57% 5.00 8.00 8.00 8.00 Number of Funded Employees (FTE's) 8.00 0.00% 456,033 456,033 456,033 422,702 Police 357,543 -15.41% 967,800 3,230,992 1,682,875 1,272,353 CRA 1,381,426 8.57% $ 1,423,833 $ 3,687,025 $ 2,138,908 $ 1,695,055 TOTAL FUND EXPENSES $ 1,738,969 2.59% $ 205,084 $ (2,058,108) $ (509,991) $ (64,079) NET REVENUE / (EXPENSE) $ 0 0.00% 109-2000-CRA 9/14/2017 4:45 PM 152 
   
  Share of City Budget $1,381,426, 
  3.2% 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.    Rejuvenate the designated area to make it a place where citizens want to live, work, and play. Actual YTD thru 06/30 Budget
  
 
 2013-14 2014-15 2015-16 2016-17 2016-17 2017-18 Attract & Retain Businesses in the Target Area New Businesses in the CRA 30 32 29 15 30 30 Square Footage of Business Expansions in the CRA 2,100 10,694 5,915 13,610 15,000 15,000 Decrease in Number of Vacant Commercial Properties n/a n/a n/a n/a n/a n/a Businesses Approved for Economic Incentive Grants 13 15 16 8 15 15 Value of Economic Incentive Grants Provided to New or Expanding Businesses $192,949 $168,950 $978,389 $112,361 $100,000 $100,000 Private Investment Leveraged as a Result of Incentive Grants $1,265,671 $838,261 $29,474,483 $6,734,008 $1,000,000 $1,000,000 Grant Applications Approved within Two Weeks 17% 23% 0% 11% 75% 75% Attract & Retain Residents in the Target Area New Housing Units in the CRA 200 7 0 0 10 10 Decrease in Number of Vacant Residential Properties n/a n/a n/a n/a n/a n/a Maintain a Balanced Approach to Funding Allocation Residential Area Improvements 26% n/a n/a annual measure 25% 25% Commercial Area Improvements 32% n/a n/a annual measure 25% 25% Crime Prevention 68% n/a n/a annual measure 25% 25% Maintenance & General Operations 25% n/a n/a annual measure 25% 25% Complete CRA Plan Projects Within Three Years From Appropriation Previous Year Funds Not Allocated to Projects as % of Current Year Ad Valorem Proceeds 294% n/a n/a annual measure 0% 0% 9 Develop long-term (5-year and 10-year) capital improvements project list for the CRA District. 9 Develop better marketing materials for economic incentive programs available to new and expanding businesses in the CRA. 9 Complete at least 1 new public parking area in the CRA. 9 Complete Streetscape improvements along Carson Drive and Third Street. 9 Begin Phase I of Landing Master Plan for improvements to Fort Walton Landing Park. 9 Create new public parking maps for the downtown district; update signage in CRA, and provide a new downtown "gateway."   9 Develop ways to increase the quantity of and access to public parking in the CRA. 9 Encourage private reinvestment through public improvements in the CRA. 9 Continue multi-modal improvements in the CRA. 9 Continue improvements to Fort Walton Landing Park as outlined in Landing Master Plan.   

     9 Completed public parking and streetscape improvements at 234 Miracle Strip Pkwy SE. 9 Approved 14 business incentive grant applications, $28M in total private funds leveraged for $886K spent in public funds. 9 Continued CRA Grounds Maintenance Contract to ensure that the district is clean and continually maintained. 153 
   The Debt Service Fund encompasses 2.7% 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 $1,100,000 Budget. $1,050,000 2017-18. …… $ Change % Change Interfund Transfers In 1,042,894 (3,549) (0.3)% $1,000,000 $1,042,894 ($3,549) (0.3)% $950,000 $900,000 $850,000 $800,000 Actual Actual Actual Budget Budget 2013-14 2014-15 2015-16 2016-17 2017-18 Interfund Transfers • Transfers from the General Fund cover annual debt payments as required per Generally Accepted Accounting Principles (GAAP) for governmental funds. Expenditure Highlights $1,060,000 $1,050,000 Budget. $1,040,000 ……2017-18. $ Change % Change $1,030,000 Debt Service 1,042,894 (3,549) (0.3)% $1,020,000 $1,042,894 ($3,549) (0.3)% $1,010,000 $1,000,000 $990,000 $980,000 $970,000 $960,000 Actual Actual Actual Budget Budget 2013-14 2014-15 2015-16 2016-17 2017-18 Debt Service • Capital Lease/Purchases: Phone System (year 5 of 6) • Debt Issues: 2011A Revenue Note – Fire Ladder Truck (year 7 of 10) 2013 Revenue Note – Municipal Facilities (year 5 of 18) 2013A Bank Loan – Recreation Complex, Fairway Sweeper/Vacuum, Bucket Truck (year 5 of 15) 2015 Interfund Loan – Fire Pumper Truck (year 4 of 10) 2015 Rec Center Fitness Equipment – (year 4 of 5) 154  201 DEBT SERVICE FUND Actual Budget 2016-17 2017-18 % 2013-14 2014-15 2015-16 Adopted Adopted Change 131,147 137,909 133,204 180,282 1600-381-0100 Transfer from General Fund 180,282 0.00% 2011 Cap Imp Rev Note -Ladder Truck- yr 7 of 10 Phone System Lease - year 5 of 6 2015 Interfund Loan -Fire Pumper- yr 4 of 10 2015 Rec Ctr Fitness Equipment- yr 4 of 5 306,192 309,217 206,628 308,637 1600-381-1301 305,087 -1.15% 2013 Revenue Note -Municipal Facilities Police- yr 5 of 18 557,524 557,525 557,475 557,525 1600-381-1302 Transfer from General Fund - 2013A Sinking Fund 557,525 0.00% 2013A Bank Loan -Recreation Complex- yr 5 of 15 2013A Bank Loan -Fairway Sweep/Vac- yr 5 of 10 2013A Bank Loan -Bucket Truck- yr 5 of 10 $ 994,863 $ 1,004,650 $ 897,306 $ 1,046,443 Total Interfund Transfers $ 1,042,894 -0.34% $ 994,863 $ 1,004,650 $ 897,306 $ 1,046,443 TOTAL TRANSFERS IN $ 1,042,894 -0.34% $ 994,863 $ 1,004,650 $ 897,306 $ 1,046,443 TOTAL FUND REVENUES $ 1,042,894 -0.34% Debt Service: 612,996 660,107 673,851 729,738 2100-517-7100 Principal Payments 745,101 2.11% 2011 Cap Imp Rev Note -Ladder Truck- yr 7 of 10 2013 Revenue Note -Municipal Facilities Police- yr 5 of 18 2013 Revenue Note -Municipal Facilities Fire- yr 5 of 18 2013 Revenue Note -Municipal Facilities Library- yr 5 of 18 2013 Revenue Note -Municipal Facilities General- yr 5 of 18 2013A Bank Loan -Recreation Complex- yr 5 of 15 2013A Bank Loan -Recreation Complex Fields- yr 5 of 15 2013A Bank Loan -Fairway Sweep/Vac- yr 5 of 10 2013A Bank Loan -Bucket Truck- yr 5 of 10 Phone System Lease - year 5 of 6 2015 Interfund Loan -Fire Pumper- yr 4 of 10 2015 Rec Ctr Fitness Equipment- yr 4 of 5 377,574 344,543 327,748 316,705 2100-517-7200 Interest Expense 297,793 -5.97% 2011 Cap Imp Rev Note -Ladder Truck- yr 7 of 10 2013 Revenue Note -Municipal Facilities Police- yr 5 of 18 2013 Revenue Note -Municipal Facilities Fire- yr 5 of 18 2013 Revenue Note -Municipal Facilities Library- yr 5 of 18 2013 Revenue Note -Municipal Facilities General- yr 5 of 18 2013A Bank Loan -Recreation Complex- yr 5 of 15 2013A Bank Loan -Recreation Complex Fields- yr 5 of 15 2013A Bank Loan -Fairway Sweep/Vac- yr 5 of 10 2013A Bank Loan -Bucket Truck- yr 5 of 10 Phone System Lease - year 5 of 6 2015 Interfund Loan -Fire Pumper- yr 4 of 10 2015 Rec Ctr Fitness Equipment- yr 4 of 5 - - - - 2100-517-7300 Paying Agent Fees - 0.00% $ 990,570 $ 1,004,650 $ 1,001,599 $ 1,046,443 Total Debt Service $ 1,042,894 -0.34% $ 990,570 $ 1,004,650 $ 1,001,599 $ 1,046,443 TOTAL FUND EXPENSES $ 1,042,894 -0.34% $ 4,293 $ - $ (104,293) $ - NET REVENUE / (EXPENSE) $ - 0.00% 201-Debt1 9/14/2017 4:46 PM 155 
     The Beal Memorial Cemetery Perpetual Care Fund encompasses 0.22% 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 $250,000 Budget. …… 2017-18. $ Change % Change $200,000 Interest & Other 26,500 0 0.0% Interfund Transfers In 49,054 (8,296) (14.5)% $150,000 $75,554 ($8,296) (9.9)% $100,000 $50,000 $0 Actual Actual Actual Budget Budget 2013-14 2014-15 2015-16 2016-17 2017-18 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 $90,000 $80,000 Budget. $70,000 …… 2017-18 $ Change % Change Operations & Maintenance 12,200 0 0% $60,000 Interfund Transfers 24,850 2,500 11.2% $50,000 $40,000 Replenish Reserves 38,504 ($10,796) (21.9)% $30,000 $75,554 ($8,296) (9.9)% $20,000 $10,000 $0 Actual Actual Actual Budget Budget 2013-14 2014-15 2015-16 2016-17 2017-18 Operations & Maintenance Interfund Transfers Replenish Reserves • Operations & maintenance includes the annual investment portfolio management fee. 156  602 BEAL MEMORIAL CEMETERY CARE FUND Actual Budget 2016-17 2017-18 % 2013-14 2014-15 2015-16 Adopted Adopted Change 16,562 17,711 282 26,500 1500-361-1000 Interest Income 26,500 0.00% 32,271 49,513 - - 1500-361-2000 Dividend Income - 0.00% 164,097 (333,233) - - 1500-361-3000 Unrealized Gain/(Loss) - 0.00% (2,142) 277,696 - - 1500-361-4000 Realized Gain/(Loss) - 0.00% $ 210,788 $ 11,687 $ 282 $ 26,500 Total Interest Income $ 26,500 0.00% $ 210,788 $ 11,687 $ 282 $ 26,500 TOTAL INTEREST & OTHER REVENUES $ 26,500 0.00% 20,869 34,423 24,668 35,000 2200-381-0100 Transfer from General Fund 24,204 -30.85% $ 20,869 $ 34,423 $ 24,668 $ 35,000 Total Interfund Transfers $ 24,204 -30.85% - - - 22,350 1600-389-9100 Appropriation from Fund Balance 24,850 100.00% $ - $ - $ - $ 22,350 Total Non-Operating Sources $ 24,850 100.00% $ 20,869 $ 34,423 $ 24,668 $ 57,350 TOTAL TRANSFERS IN $ 49,054 -14.47% $ 231,657 $ 46,110 $ 24,950 $ 83,850 TOTAL FUND REVENUES $ 75,554 -9.89% Operating Expenditures: 17,162 11,077 12,268 12,200 2200-539-3100 Professional Services 12,200 0.00% Investment Portfolio Custody Account Fee Investment Portfolio Management Fee $ 17,162 $ 11,077 $ 12,268 $ 12,200 Total Operating Expenditures $ 12,200 100.00% Other Financing Activity: - 25,000 20,700 22,350 1600-581-9102 Transfer to General Fund 24,850 11.19% - - - 49,300 1600-581-9920 Reserve for Future Cemetery Perpetual Care 38,504 -21.90% $ - $ 25,000 $ 20,700 $ 71,650 Total Other Financing Activity $ 63,354 -11.58% $ 17,162 $ 36,077 $ 32,968 $ 83,850 TOTAL FUND EXPENSES $ 75,554 -9.89% $ 214,495 $ 10,033 $ (8,019) $ - NET REVENUE / (EXPENSE) $ - 0.00% 602-Beal 9/18/2017 4:06 PM 157 
  The Utilities Fund encompasses 27.7% of the City’s activities and services and accounts for water production and distribution and sewer collection and treatment. These activities 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 to the public on a continuing basis be financed and recovered primarily through user charges. Revenue Highlights $12 Budget. 2017-18 …… $ Change % Change $10 Charges for Services 10,984,697 378,850 3.6% Interest & Other 154,321 54,320 54.3% $8 $11,139,018 $433,170 4.0% Millions $6 $4 $2 $0 Actual Actual Actual Budget Budget 2013-14 2014-15 2015-16 2016-17 2017-18 Licenses & Permits Intergov't Revenue Charges for Services Interest & Other Interfund Transfers Appropriations • A new five-year utility rate study, which included stormwater, was approved by City Council and implemeted in FY 2014-15. The study determines the required rates to generate sufficient revenue to sustain renewal and replacement reserves and account for debt service requirements. FY 2017-18 will include the implementation of Year 4 of the rate study. Expenditure Highlights $14 Budget. $12 2017-18. …… $ Change % Change $10 Personal Services 2,457,545 277,833 12.7% Operations & Maintenance 3,922,958 (790,948) (16.8)% Millions $8 Capital Outlay/Imprvmt 598,423 472,795 376.3% $6 Debt Service 1,607,267 137,777 9.4% $4 Interfund Transfers Out 1,752,600 70,780 183.5% $2 Replenish Reserves 800,225 264,933 49.5% $0 $11,139,018 $433,170 4.0% Actual Actual Actual Budget Budget 2013-14 2014-15 2015-16 2016-17 2017-18 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.* • Operations & Maintenance is lower than the prior year due to decreased wastewater flows, which is a direct result of repair & maintenance performed on the system. 158  401 UTILITIES FUND - REVENUES Actual Budget 2016-17 2017-18 % 2013-14 2014-15 2015-16 Adopted Adopted Change 1,868,244 1,997,321 2,164,659 2,373,522 1310-343-3000 Service Fees - Residential 2,341,976 -1.33% 1,158,616 1,207,914 1,366,759 1,426,270 1310-343-3100 Service Fees - Commercial 1,489,145 4.41% 18,448 13,550 7,988 17,247 1500-343-3600 Connection Fees - Residential 12,322 -28.56% 12,000 5,350 16,588 5,775 1500-343-3700 Connection Fees - Commercial 15,000 159.74% 7 21 2,560 500 1500-343-3810 Hydrant Service 106 -78.85% 696 - - - 1500-343-3894 Work Orders - 0.00% $ 3,058,012 $ 3,224,155 $ 3,558,553 $ 3,823,314 Total Water Operations $ 3,858,549 0.92% 3,610,105 4,035,458 4,357,920 4,557,492 1350-343-5000 Service Fees - Residential 4,764,807 4.55% 1,567,860 1,713,291 1,952,654 1,972,230 1350-343-5100 Service Fees - Commercial 2,116,092 7.29% 17,850 15,000 6,900 20,025 1500-343-5600 Connection Fees - Residential 12,750 -36.33% 3,432 2,700 6,987 2,700 1500-343-5700 Connection Fees - Commercial 15,000 455.56% 299 - - - 1500-343-5894 Work Orders - 0.00% $ 5,199,546 $ 5,766,449 $ 6,324,461 $ 6,552,447 Total Sewer Operations $ 6,908,649 5.44% 3,100 3,425 2,517 4,200 0520-343-3001 Administrative Fee - Returned Checks 2,000 -52.38% 94,271 97,597 109,908 96,500 1310-343-3200 Service Charges 96,500 0.00% 117,762 123,078 128,040 120,500 1310-343-3300 Penalties 119,000 -1.24% $ 215,133 $ 224,100 $ 240,465 $ 221,200 Total Combined Operations $ 217,500 -1.67% $ 8,472,692 $ 9,214,704 $ 10,123,479 $ 10,596,961 TOTAL CHARGES FOR SERVICES $ 10,984,698 3.66% 16,149 - - - 1310-324-2100 Impact Fees - Water - Residential - 0.00% 27,588 - - - 1310-324-2200 Impact Fees - Water - Commercial - 0.00% 17,620 - - - 1350-324-2100 Impact Fees - Sewer - Residential - 0.00% 35,127 - - - 1350-324-2200 Impact Fees - Sewer - Commercial - 0.00% $ 96,484 $ - $ - $ - Total Licenses & Permits $ - 0.00% $ 96,484 $ - $ - $ - TOTAL LICENSES & PERMITS $ - 0.00% - - - - 334 State Grants - 0.00% $ - $ - $ - $ - Total State Grants $ - 0.00% (157,294) - - - 5031-389-7000 Force Main Note Payable - 0.00% $ (157,294) $ - $ - $ - Total Proceeds from Debt/Loans $ - 0.00% $ (157,294) $ - $ - $ - TOTAL INTERGOVERNMENTAL REVENUE $ - 0.00% 55,545 106,806 94,707 74,340 1500-361-1000 Interest Income 125,420 68.71% (7,826) - - - 1500-361-3000 Unrealized Gain/(Loss) - 0.00% (9,242) - - - 1500-361-4000 Realized Gain/(Loss) - 0.00% $ 38,477 $ 106,806 $ 94,707 $ 74,340 Total Interest Income $ 125,420 68.71% 16,871 17,377 17,898 17,911 1500-362-2020 Rental and Lease Income 19,001 6.09% $ 16,871 $ 17,377 $ 17,898 $ 17,911 Total Rents and Royalties $ 19,001 6.09% (16,592) (12,280) 8,312 7,900 1500-364-1000 Sale of Surplus Assets 7,900 0.00% 2,186 6,540 3,477 2,000 1500-369-9000 Miscellaneous Revenue 2,000 0.00% $ (14,407) $ (5,740) $ 11,790 $ 9,900 Total Other Revenues $ 9,900 0.00% $ 40,941 $ 118,443 $ 124,395 $ 102,151 TOTAL INTEREST & OTHER REVENUES $ 154,321 51.07% - - - - 1600-382-4300 Transfer from Sanitation Fund - 0.00% $ - $ - $ - $ - Total Interfund Transfers $ - 0.00% - - - - 1600-389-9300 Appropriation from Net Assets - 0.00% - - - - 1600-389-9515 Appropriation from Desig. Net Assets (Impact Fees) - 0.00% $ - $ - $ - $ - Total Non-Operating Sources $ - 0.00% $ - $ - $ - $ - TOTAL TRANSFERS IN $ - 0.00% $ 8,452,823 $ 9,333,147 $ 10,247,874 $ 10,699,112 TOTAL FUND REVENUES $ 11,139,019 4.11% 401-Revenues 9/14/2017 4:51 PM 159  401 UTILITIES FUND - 0520 CUSTOMER SERVICE Actual Budget 2016-17 2017-18 % 2013-14 2014-15 2015-16 Adopted Adopted Change Personal Services: 5.50 5.50 5.50 5.50 Number of Funded Employees (FTE's) 5.50 150,342 142,843 146,916 151,695 536-1200 Regular Salaries 155,287 2.37% 54 - 54 108 536-1201 Service Awards - 100.00% - - 108 536-1202 Incentive/Merit Pay - 0.00% 10,898 15,176 12,667 13,013 536-1300 Part-Time Wages 13,543 4.07% 1,193 920 77 500 536-1400 Salaries - Overtime 500 0.00% 9,806 9,545 8,953 9,238 536-2100 FICA Taxes 9,106 -1.43% 2,293 2,232 2,094 2,161 536-2101 Medicare 2,130 -1.45% 20,889 12,043 8,069 7,135 536-2200 Retirement Contributions 15,301 114.44% 5,225 4,555 6,922 8,634 536-2204 Retirement Contributions - DC Plan 7,292 -15.54% 10,848 15,615 25,187 25,489 536-2300 Dental, Life & Health Insurance 31,051 21.82% 286 235 273 280 536-2400 Worker's Compensation 287 2.51% $ 211,835 $ 203,164 $ 211,322 $ 218,253 Total Personal Services $ 234,496 7.44% Operating Expenditures: 76,329 85,786 128,217 114,826 536-3100 Professional Services 133,666 16.41% 16,287 15,996 17,203 16,775 536-3400 Other Services 16,775 0.00% - 57 - - 536-4000 Travel and per Diem - 0.00% 1,418 1,430 1,336 1,134 536-4100 Communication Services 1,422 25.40% 49,999 53,320 53,059 57,135 536-4200 Postage 58,750 2.83% 11,513 11,742 11,891 16,547 536-4300 Utilities 10,307 -37.71% 1,999 2,068 2,812 2,600 536-4700 Printing & Binding 2,600 0.00% 937 1,272 1,269 1,216 536-5200 Operating Supplies 1,216 0.00% 346 353 499 360 536-5210 Uniform Expense 600 66.67% 539 1,027 2,046 - 536-5231 Computer Hardware/Software - 0.00% - 40 - - 536-5500 Training - 0.00% $ 159,368 $ 173,093 $ 218,332 $ 210,593 Total Operating Expenditures $ 225,336 7.00% Capital Outlay: 1,396 1,076 - - 536-6420 Computer Hardware/Software - 0.00% $ 1,396 $ 1,076 $ - $ - Total Capital Outlay $ - 0.00% 372,599 377,333 429,654 428,846 TOTAL EXPENSES 459,832 7.23% 0520-CustomerSvc 9/14/2017 4:53 PM 160    Share of City Budget $459,832, 1.1%   Customer Service is responsible for invoicing and receiving customer payments, opening and closing utility accounts, resolving customer inquiries, and collecting receivables.   Provide superior customer service in the administration of utility accounts and receivables. Actual YTD thru 06/30 Budget    
 2013-14 2014-15 2015-16 2016-17 2016-17 2017-18 Provide Accurate Water Meter Consumption Information Accounts with Meter Profile Evaluations Performed 4.2% 4.0% 4.0% 3.0% 2.0% 3.0% Minimize Account Write-Offs Write-Offs as % of Current Year Billing 0.54% 1.00% 1.00% annual measure <1% <1% Convert the credit card payment process for utility customers to Sungard/Selectron. The new process will be more efficient and offer the 9 customer more options for payment methods. This is an ongoing process.
 

 9 Revise Customer Service's policies and procedures (ongoing). 9 Look at updating how addresses have been input in Land Management so we can make them match with the USPS addresses.       
 Evaluated the credit card payment process for utility customers, and determined the most effective and efficient process will be to 9 recommend contracting with Sungard/Selectron for credit card payment services. 161  401 UTILITIES FUND - 1300 UTILITY SERVICES Actual Budget 2016-17 2017-18 % 2013-14 2014-15 2015-16 Adopted Adopted Change Personal Services: 8.00 8.00 8.00 8.00 Number of Funded Employees (FTE's) 5.00 362,134 362,153 316,686 357,356 536-1200 Regular Salaries 299,311 -16.24% - - - 596 536-1201 Service Awards - -100.00% 325 - 650 - 536-1202 Incentive/Merit Pay - 0.00% 1,723 310 196 - 536-1400 Salaries - Overtime - 0.00% 21,146 21,231 20,910 20,791 536-2100 FICA Taxes 17,283 -16.87% 4,945 4,965 4,890 4,863 536-2101 Medicare 4,042 -16.88% 68,357 75,764 57,875 60,057 536-2200 Retirement Contributions 74,210 23.57% 8,662 8,839 7,379 11,939 536-2204 Retirement Contributions - DC Plan 11,128 -6.79% 57,405 56,379 46,229 67,372 536-2300 Dental, Life & Health Insurance 65,685 -2.50% 4,526 3,808 2,988 3,525 536-2400 Worker's Compensation 6,216 76.33% $ 529,223 $ 533,449 $ 457,803 $ 526,497 Total Personal Services $ 477,875 -9.24% Operating Expenditures: 76,071 119,011 31,988 36,427 536-3100 Professional Services 210 -99.42% 1,143 3,248 120 1,259 536-4000 Travel and Per Diem 1,009 -19.86% 3,323 3,504 3,136 5,027 536-4100 Communication Services 3,267 -35.01% 102 114 120 150 536-4200 Postage 100 -33.33% 5,261 5,890 6,275 8,677 536-4300 Utilities 5,365 -38.17% 2,128 1,951 889 17,128 536-4400 Rentals & Leases 17,128 0.00% 3,028 3,129 2,952 3,290 536-4610 Maintenance Contracts 3,338 1.46% 1,349 18 1,583 1,000 536-4620 Vehicle Repair - -100.00% 1,079 461 1,912 1,200 536-4630 Equipment Repair 200 -83.33% 2,120 1,298 1,214 1,500 536-4640 Building Maintenance 1,500 0.00% 861 - 1,417 5,500 536-4645 Heating/Cooling Repairs 2,500 -54.55% 1,678 1,574 1,621 3,875 536-5100 Office Supplies 3,875 0.00% 3,668 4,193 3,381 4,670 536-5200 Operating Supplies 2,670 -42.83% 1,966 855 448 746 536-5204 Fuel & Oil - -100.00% 232 196 514 610 536-5210 Uniform Expense 425 -30.33% 503 694 1,081 - 536-5231 Computer Hardware/Software - 0.00% 909 1,018 94 250 536-5233 Tools 250 0.00% 94 292 315 500 533-5234 Safety Supplies/Equipment 300 -40.00% 659 794 150 800 536-5400 Books, Dues & Publications 800 0.00% 5,719 7,220 5,194 10,660 536-5500 Training 660 -93.81% (9,005) - (3,947) - 533-9905 Capitalized Costs Allocation - Labor - 0.00% (5,277) - (2,151) - 533-9906 Capitalized Costs Allocation - Benefits - 0.00% (2,164) - (747) - 533-9907 Capitalized Costs Allocation - Overhead - 0.00% Non-Operating 398 498 498 498 536-8200 Grants & Aids 498 0.00% $ 95,845 $ 155,957 $ 58,059 $ 103,767 Total Operating Expenditures $ 44,095 -57.51% Capital Outlay: 5,823 2,753 - - 536-6402 Equipment - 0.00% 3,604 - 2,988 - 536-6420 Computer Hardware/Software - 0.00% $ 9,428 $ 2,753 $ 2,988 $ - Total Capital Outlay $ - 0.00% Capital Improvements Program: $ - $ - $ - $ - Total Capital Improvements Program $ - 0.00% $ 634,496 $ 692,160 $ 518,850 $ 630,264 TOTAL EXPENSES $ 521,970 -17.18% 1300 - Admin 9/14/2017 5:07 PM 162     Share of City Budget $521,970, 1.2%   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.   Provide high quality and cost effective services in all facets of water and wastewater operations. Actual YTD thru 06/30 Budget    
 2013-14 2014-15 2015-16 2016-17 2016-17 2017-18 Provide Timely & Responsive Customer Service Citizen Requests/Complaints Responded to within 2 Business Days 100% 100% 100% 100% 99% 100% Locate & Mark Existing Utilities within 48 Hours of Request 98% 99% 99% 99% 100% 99% 9 Complete construction of utility and infrastructure projects on schedule and within budget. 9 Minimize damage of existing utility infrastructure by providing accurate and timely line locates for City utilities.
 

 Implement an aggressive in-house training program to increase the knowledge base and safety awareness of the employees through workshops 9 for field employees and supervisors. 9 Develop and maintain computer hydraulic models of water, sewer, and stormwater systems to assist in identifying and prioritizing CIP projects. 9 Complete 33% of the quality control check of the water and sewer systems GIS data. Develop and implement a new Water Service disruption web map for use by employees to determine which citizens will be affected by a water 9 main break.       
 9 Maintained an up to date GIS database for the City's utility infrastructure. 9 Completed all line spot tickets within the required time frame. 9 Provided construction stakeout and inspection services for every City construction project. 9 Began the quality control check of the water and sewer systems GIS data. 163  401 UTILITIES FUND - 1305 GIS Actual Budget 2016-17 2017-18 % 2013-14 2014-15 2015-16 Adopted Adopted Change Personal Services: Number of Funded Employees (FTE's) 3.00 - - - - 536-1200 Regular Salaries 129,321 100.00% - - - - 536-2100 FICA Taxes 7,799 100.00% - - - - 536-2101 Medicare 1,555 100.00% - - - - 536-2200 Retirement Contributions 31,724 100.00% - - - - 536-2204 Retirement Contributions - DC Plan 4,360 100.00% - - - - 536-2300 Dental, Life & Health Insurance 6,223 100.00% - - - - 536-2400 Worker's Compensation 220 100.00% $ - $ - $ - $ - Total Personal Services $ 181,202 100.00% Operating Expenditures: - - - - 536-3100 Professional Services 43,211 100.00% - - - - 536-4001 Tuition Reimbursement 2,000 100.00% - - - - 536-4100 Communication Services 1,858 100.00% - - - - 536-4200 Postage 50 100.00% - - - - 536-4300 Utilities 1,000 100.00% - - - - 536-4400 Rentals & Leases 1,536 100.00% - - - - 536-4610 Maintenance Contracts 1,814 100.00% - - - - 536-4620 Vehicle Repair 500 100.00% - - - - 536-4630 Equipment Repair 900 100.00% - - - - 536-5100 Office Supplies 3,275 100.00% - - - - 536-5200 Operating Supplies 2,500 100.00% - - - - 536-5204 Fuel & Oil 411 100.00% - - - - 536-5210 Uniform Expense 300 100.00% - - - - 533-5234 Safety Supplies/Equipment 200 100.00% - - - - 536-5500 Training 10,600 100.00% $ - $ - $ - $ - Total Operating Expenditures $ 70,155 100.00% Capital Outlay: - - - - 536-6402 Equipment 5,500 100.00% $ - $ - $ - $ - Total Capital Outlay $ 5,500 100.00% - - - - Capital Improvements Program: $ - $ - $ - $ - Total Capital Improvements Program $ - 0.00% $ - $ - $ - $ - TOTAL EXPENSES $ 256,857 100.00% 1305-GIS 9/14/2017 5:08 PM 164 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 401 UTILITIES FUND - 1310 WATER OPERATIONS Actual Budget 2016-17 2017-18 % 2013-14 2014-15 2015-16 Adopted Adopted Change Personal Services: 9.00 9.00 9.00 9.00 Number of Funded Employees (FTE's) 9.00 271,062 280,012 281,385 306,608 533-1200 Regular Salaries 311,051 1.45% - - 108 108 533-1201 Service Awards 433 300.93% 3,330 2,662 2,370 2,700 533-1400 Salaries - Overtime 5,000 85.19% 1,760 1,889 1,965 1,850 533-1401 Salaries - Overtime Holiday Worked 1,850 0.00% 16,036 16,330 17,038 17,549 533-2100 FICA Taxes 17,451 -0.56% 3,750 3,819 3,985 4,104 533-2101 Medicare 4,081 -0.56% 65,686 75,046 59,107 54,835 533-2200 Retirement Contributions 97,515 77.83% 3,775 2,036 5,992 8,192 533-2204 Retirement Contributions - DC Plan 8,137 -0.67% 34,558 34,988 33,940 52,162 533-2300 Dental, Life & Health Insurance 55,939 7.24% 8,506 7,008 8,102 8,733 533-2400 Worker's Compensation 8,885 1.74% $ 408,463 $ 423,789 $ 413,990 $ 456,842 Total Personal Services $ 510,342 11.71% Operating Expenditures: 25,681 6,887 33,155 50,296 533-3100 Professional Services 19,000 -62.22% 66 - - 100 533-3400 Other Services 100 0.00% 159 103 1,139 578 533-4000 Travel and Per Diem 1,294 123.88% 3,046 2,908 2,409 3,998 533-4100 Communication Services 4,466 11.71% 186,506 202,481 193,096 214,479 533-4300 Utilities 153,059 -28.64% 5,715 6,428 7,778 8,552 533-4610 Maintenance Contracts 9,855 15.24% 3,531 3,365 3,601 5,000 533-4620 Vehicle Repair 5,000 0.00% 2,648 824 2,307 2,175 533-4630 Equipment Repair 2,175 0.00% 1,273 664 287 800 533-4640 Building Maintenance 800 0.00% - - - 500 533-4645 Heating/Cooling Repairs 500 0.00% 74,750 349,731 406,442 60,900 533-4680 Plant & System Repair 400,600 557.80% 491 622 120 950 533-4700 Printing & Binding 950 0.00% 446 669 - - 533-4915 Legal Advertising - 0.00% 29,188 29,516 27,382 31,600 533-5200 Operating Supplies 31,600 0.00% 19,381 12,464 9,831 9,460 533-5204 Fuel & Oil 10,465 10.62% 778 712 929 1,125 533-5210 Uniform Expense 1,215 8.00% 2,500 1,395 974 1,000 533-5233 Tools 1,000 0.00% 765 775 430 1,710 533-5234 Safety Supplies/Equipment 1,800 5.26% 6,545 7,285 6,560 7,760 533-5400 Books, Dues & Publications 7,760 0.00% 1,527 1,422 3,665 5,395 533-5500 Training 6,100 13.07% $ 364,996 $ 628,250 $ 700,104 $ 406,377 Total Operating Expenditures $ 657,739 61.85% Capital Outlay: - - 19,850 20,000 533-6362 Water Well Improvements 20,000 0.00% 32,303 - 20,753 - 533-6404 Trucks - 0.00% - - 1,033 - 533-6420 Computer Hardware/Software - 0.00% $ 32,303 $ - $ 41,636 $ 20,000 Total Capital Outlay $ 20,000 0.00% Capital Improvements Program: - - - - Prior Years Capital Improvement Program 300,000 0.00% $ - $ - $ - $ - Total Capital Improvements Program $ 300,000 0.00% Debt Service - - - 71,673 590-7100 Principal Payments 73,786 100.00% 2015 Utility System Revenue Note Year 3 of 18 75,723 54,839 56,525 45,220 591-7200 Interest Expense 43,127 -4.63% 2015 Utility System Revenue Note Year 3 of 18 $ 75,723 $ 54,839 $ 56,525 $ 116,893 Total Debt Service $ 116,913 0.02% $ 881,485 $ 1,106,879 $ 1,212,256 $ 1,000,112 TOTAL EXPENSES $ 1,604,994 60.48% 1310 - Water Ops 9/15/2017 8:17 AM 166 
  Share of City Budget $1,604,994,     3.7% 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.   Produce drinking water that is safe and free from objectionable color, taste, and odor. Actual YTD thru 06/30 Budget        2013-14 2014-15 2015-16 2016-17 2016-17 2017-18 Provide High Quality Drinking Water to the Public Samples Exceeding Federal/State Maximum Containment Levels 0 2 0 0 0 0 Minimize Unbilled Water Loss Metered Revenue Consumption as % of Water Production 86.3% 86.5% 85.1% 84.6% 87.0% 87.0% 9 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 9 Aquifer. 9 Achieve and maintain less than a 15% unaccounted for water loss within a 12-month period. 9 Maintain an aggressive Water Tank Asset Management Program. 9 Repair, clean, and paint Elevated Tank on Anchors Street. 9 Upgrade Well 3 by replacing the underground ductile iron piping with C-900 PVC piping. 9 Continue to upgrade Hyper-tac controls for all City potable wells. 9 Update and implement changes to Cross-Connection Control Program. 9 Perform a new structural integrity inspection for all City tanks.   ! 9 Repair, clean, and paint Elevated Tank on Anchors Street 9 Convert outdated aerator at Well 2 with a force draft system. 9 Convert outdated aerator at Well 11 with a force draft system. 9 Install City owned bacteriological sampling points throughout distribution system.       9 Repaired, cleaned, and painted (including new logo design) Elevated Tank on Nicholson Street. 9 Upgraded Well 11; replaced well pump with a new water lubricated pump and installed new well column. 9 Upgraded Well 3; replaced aerator fan housing and painted all exposed ductile iron piping. 9 Upgraded Well 10 outdoor panel and controls. 9 Completed update of well outdoor panel and electrical controls. 9 Repaired, cleaned, and painted Hill Avenue Ground Storage tank and ductile iron piping system. 9 Updated bacteriological sampling plan, to include all operators trained in laboratory sample analysis. 9 Three operators attained Drinking Water Level "B" Certification. Continued to operate water system wells within NWFWD permitted pumping limits in order to maintain quality and integrity of Floridian 9 Aquifer. 167 
   
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  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.    Ensure delivery of potable water and adequate water pressure to all residents. Actual YTD thru 06/30 Budget
  
 
 2013-14 2014-15 2015-16 2016-17 2016-17 2017-18 Replace Substandard 2¼" Water Mains Linear Feet of 2¼" Water Main to be Replaced 975 1420 1900 3140 2550 2550 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% 9 Exercise water valves throughout the City. 9 Replace water lines as specified in the Capital Improvement Program (CIP) on-time and within budget.   9 Implement a new 5- and 10-year replacement program for 2¼" water mains throughout the City's service area. 9 Implement a new 5-year replacement program for all existing asbestos cement water mains in the City's service area. 9 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, 9 installation of additional fire hydrants, and "looping" of the distribution system.   

   ! 9 Completed water line upgrade on London Avenue NW from Watson Drive NW to Moriarty Street NW. Completed water line upgrade on Robinwood Drive NW from southeast corner of 102 Robinwood Drive NW to the northwest corner of 124 9 Robinwood Drive NW. 9 Provided asbestos/transite awareness for Water Distribution employees. At 402 Mary Esther Cut-Off NW installed approximately 240 feet of 6" water main, a fire hydrant , fire sprinkler tap and a 2" meter tap/set. 9 Also abandoned approximately 700 feet of 6" transite pipe. 9 At 91 Beal Parkway NE installed 220 feet of 6" water main and fire hydrant. Also abandoned approximately 400 feet of 2 1/4" water main. 169  401 UTILITIES FUND - 1350 SEWER COLLECTION & TREATMENT Actual Budget 2016-17 2017-18 % 2013-14 2014-15 2015-16 Adopted Adopted Change Personal Services: 13.00 13.00 13.00 13.00 Number of Funded Employees (FTE's) 13.00 373,764 358,929 409,621 449,251 535-1200 Regular Salaries 460,454 2.49% 54 - 325 - 535-1201 Service Awards 270 100.00% 27,523 18,865 23,513 34,000 535-1400 Salaries - Overtime 33,000 -2.94% 1,267 843 1,413 2,000 535-1401 Salaries - Overtime Holiday Worked 2,000 0.00% 23,067 21,138 24,687 24,608 535-2100 FICA Taxes 26,278 6.78% 5,395 4,944 5,773 5,755 535-2101 Medicare 6,146 6.79% 94,666 80,583 72,984 81,141 535-2200 Retirement Contributions 125,248 54.36% 4,172 4,727 7,922 11,013 535-2204 Retirement Contributions - DC Plan 14,145 28.44% 70,438 70,915 72,387 94,937 535-2300 Dental, Life & Health Insurance 100,849 6.23% 10,585 7,330 9,925 10,371 535-2400 Worker's Compensation 11,788 13.66% $ 610,930 $ 568,275 $ 628,551 $ 713,076 Total Personal Services $ 780,177 9.41% Operating Expenditures: 15,100 40,900 1,800 2,150 535-3100 Professional Services 2,150 0.00% 53 870 939 590 535-3102 Employee Physicals & Immunizations 590 0.00% 2,922,269 2,156,375 2,920,207 3,255,243 535-3400 Other Services 3,091,688 -5.02% 28 182 - 535-4000 Travel and Per Diem - 0.00% 5,072 6,282 5,585 6,075 535-4100 Communication Services 6,075 0.00% 194,271 170,420 193,505 248,682 535-4300 Utilities 143,431 -42.32% 8,168 6,565 8,088 10,000 535-4400 Rentals & Leases 13,000 30.00% 14,316 29,545 33,744 35,516 535-4610 Maintenance Contracts 35,532 0.05% 22,113 26,934 30,363 20,000 535-4620 Vehicle Repair 20,000 0.00% 9,032 9,068 7,097 8,200 535-4630 Equipment Repair 8,200 0.00% 1,153 3,330 736 400 535-4640 Building Maintenance 400 0.00% - 4,043 - - 535-4645 Heating/Cooling Repairs - 0.00% 125,802 111,459 180,057 160,356 535-4680 Plant & System Repair 105,210 -34.39% 98 108 171 150 535-4700 Printing & Binding 150 0.00% 18,233 19,159 19,280 17,250 535-5200 Operating Supplies 19,000 10.14% 26 - - - 535-5203 Fleet Maintenance Clearing Account - 0.00% 43,854 37,089 26,810 27,772 535-5204 Fuel & Oil 21,182 -23.73% 1,391 1,514 1,804 1,885 535-5210 Uniform Expense 1,755 -6.90% 439 - 812 - 535-5231 Computer Hardware/Software - 0.00% 2,895 3,946 818 1,500 535-5233 Tools 2,521 68.07% 3,450 3,800 3,760 3,765 535-5234 Safety Supplies/Equipment 3,700 -1.73% - - 790 814 535-5263 Operating Supplies >$500 <$1000 1,875 100.00% 5,638 4,675 5,239 4,500 535-5300 Road Materials & Supplies 4,500 0.00% 30 385 90 90 535-5400 Dues & Publications 180 100.00% 2,700 3,877 2,344 3,961 535-5500 Training 3,750 -5.33% (24,240) - (24,787) - 535-9905 Capitalized Costs Allocation - Labor - 0.00% (11,397) - (10,000) - 535-9906 Capitalized Costs Allocation - Benefits - 0.00% (4,999) - (5,137) - 535-9907 Capitalized Costs Allocation - Overhead - 0.00% $ 3,355,468 $ 2,640,372 $ 3,404,297 $ 3,808,898 Total Operating Expenditures $ 3,484,889 -8.51% Capital Outlay: 70,522 - - - 535-6300 Improvements Other Than Buildings - 0.00% 46,599 76,357 71,008 29,400 535-6402 Equipment 60,263 104.98% 190,948 - 22,308 70,928 535-6404 Trucks 57,760 -18.57% 1,898 - 1,200 - 535-6420 Computer Hardware/Software - 0.00% $ 309,966 $ 76,357 $ 94,516 $ 100,328 Total Capital Outlay $ 118,023 17.64% Capital Improvements Program: 9,314 115,918 5,538 - 5032 - Sewer System Grouting & Lining - 0.00% 1350-Sewer 9/14/2017 5:10 PM 170  401 UTILITIES FUND - 1350 SEWER COLLECTION & TREATMENT Actual Budget 2016-17 2017-18 % 2013-14 2014-15 2015-16 Adopted Adopted Change 987,236 535-6361 Refer to CIP for Specific Locations 140,190 - 242,597 283,681 - 5048 - Lift Station Rehabilitation 100,000 100.00% 18,502 535-6365 Reuse Line - 0.00% - 276,241 - - Prior Years Capital Improvement Program - 0.00% $ 9,314 $ 634,756 $ 1,435,147 $ - Total Capital Improvements Program $ 100,000 0.00% Debt Service - - - 892,829 590-7100 Principal Payments 912,210 2.17% SRF PS & FS Year 4 of 20 2015 Utility System Revenue Note Year 3 of 18 224,157 327,137 493,175 279,484 591-7200 Interest Expense 397,829 42.34% SRF PS & FS Year 4 of 20 2015 Utility System Revenue Note Year 3 of 18 180,434 - - - 590-7310 Amortization Issuance - 0.00% 5,091 5,222 5,613 - 591-7200 Amortization Discount - 0.00% $ 409,682 $ 332,359 $ 498,788 $ 1,172,313 Total Debt Service $ 1,310,039 11.75% $ 4,695,360 $ 4,252,119 $ 6,061,299 $ 5,794,615 TOTAL EXPENSES $ 5,793,128 -0.03% 1350-Sewer 9/14/2017 5:10 PM 171      Share of City Budget $5,793,128,… !  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.   Collect and dispose of wastewater in an environmentally sound manner. Actual YTD thru 06/30 Budget    
 2013-14 2014-15 2015-16 2016-17 2016-17 2017-18 Ensure Sewer Collection System is in Good Working Order Linear Feet of Sewer Main Inspected 17,444 40,918 17,713 16,975 25,000 25,000 Sewer System Inspected 2.8% 5.9% 2.6% 2.5% 2.5% 2.5% 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% 9 Relocate Data Flow Telemetry System central site to Fire Station 7. 9 Perform Sewer System grouting & lining as specified in the Capital Improvement Program (CIP) on-time and within budget. 9 Continue to reduce inflow and infiltration in City Sewer System through flow monitoring, lateral replacement, lining, and manhole rehab. 9 Replace pumps at lift station 6, 14, 16, and 24. 9 Relocate and upgrade lift station 1 9 Rebuild comminutor at lift station 2. 9 Complete reclaimed water system improvements for Beal Parkway Memorial Cemetery.
 

 Perform closed circuit television inspections of the entire sanitary sewer collection system to prioritize future projects and to identify sources of 9 ground water infiltration. 9 Adopt a new grease trap ordinance. 9 Install guide rail systems and safety hatches at all lift stations for easier access and reduction of confined space entries. 9 Install stainless steel inflow protectors in sewer manholes located in flood-prone areas and require the inflow protectors in all new manholes. 9 Continue an in-house flow monitoring program of the City's collection system basins to evaluate the capacity of the system.       
 9 Completed Data Flow Telemetry System upgrade at lift station 33 through 42. 9 Performed Sewer System grouting & lining as specified in the Capital Improvement Program (CIP). 9 Reduced inflow and infiltration through flow monitoring, lateral replacement, lining and manhole rehab. 9 Installed high efficiency pumps at lift station 4 and lift station 20. 9 Replaced Golf Course reuse pump system motor center. 9 Rebuilt comminutor at lift station 1. 172  401 UTILITIES FUND - 1500 NON-DEPARTMENTAL Actual Budget 2016-17 2017-18 % 2013-14 2014-15 2015-16 Adopted Adopted Change Personal Services: 7,998 6,628 50,770 10,000 536-1216 Final Leave Pay 10,000 0.00% (68) (8,474) (4,466) - 536-1250 Compensated Absences - 0.00% (6) (648) (342) - 536-2150 FICA - Compensated Absences - 0.00% - - (88,540) - 533-2299 Acturial Pension Expense - 0.00% $ 7,924 $ (2,494) $ (42,578) $ 10,000 Total Personal Services $ 10,000 0.00% Operating Expenditures: 12,345 6,603 7,958 - 536-3100 Professional Services - 0.00% - - - 925 536-4911 Holiday Gift Certificates 950 2.70% 28,396 47,096 37,557 - 536-4924 Bad Debt Expense - 0.00% - - - 97,306 536-4995 Contingencies - 1% of Revenues 110,044 13.09% 10,297 9,376 9,338 - 536-4999 Amortization Expense - 0.00% - 699 - 1,930 536-5231 Computer Hardware/Software 6,640 244.04% 1,687,461 1,931,864 1,915,116 - 536-5900 Depreciation - 0.00% 16,794 16,794 16,794 - 536-5910 Depreciation on Contributed Capital - 0.00% Non-Operating 35,454 - 44,732 - 590-9502 OPEB Obligation - 0.00% - - - - 592-9500 Loss on Asset Impairment - 0.00% $ 1,790,747 $ 2,012,433 $ 2,031,495 $ 100,161 Total Operating Expenditures $ 117,634 17.45% Capital Outlay - - 1,200 5,300 536-6420 Computer Hardware/Software 1,200 -77.36% $ - $ - $ 1,200 $ 5,300 Total Capital Outlay $ 1,200 -77.36% Other Financing Activity 880,148 1,012,994 1,041,639 1,063,612 536-9901 Cost Allocation Reimbursement to General Fund 1,109,879 4.35% (38,203) - - - 536-9943 Cost Allocation Reimbursement - Sanitation Fund - 0.00% (7,641) - - - 536-9945 Cost Allocation Reimbursement - Stormwater Fund - 0.00% 490,433 519,267 619,771 618,208 581-9102 Transfer to General Fund 642,721 3.97% - 581-9910 Renewal & Replacement - 100.00% - - - 535,292 581-9999 Reserved - Undesignated Net Assets - -100.00% $ 1,324,737 $ 1,532,261 $ 1,661,410 $ 2,217,113 Total Other Financing Activity $ 1,752,601 -20.95% $ 3,123,408 $ 3,542,199 $ 3,651,527 $ 2,332,574 TOTAL EXPENSES $ 1,881,435 -19.34% 40.50 40.50 40.50 40.50 Number of Funded Employees (FTE's) 40.50 0.00% 372,599 377,333 429,654 428,846 Customer Service 459,832 7.23% 634,496 692,160 518,850 630,264 Utility Services 521,970 -17.18% - - - - GIS 256,857 100.00% 955,221 1,106,879 1,212,256 1,000,112 Water Operations 1,604,994 60.48% 360,456 497,115 408,172 519,438 Water Distribution 620,803 19.51% 7,652,753 4,246,897 4,631,690 5,794,615 Sewer Collection & Treatment 5,793,128 -0.03% 3,123,408 3,542,199 3,651,527 2,332,574 Non-Departmental 1,881,435 -19.34% (3,423,162) (855,820) (1,711,783) - Reclassification of Capital Outlay - 0.00% $ 9,675,771 $ 9,606,764 $ 9,140,365 $ 10,705,848 TOTAL FUND EXPENSES $ 11,139,019 4.05% $ (342,623) $ 641,111 $ 1,107,509 $ - NET REVENUE / (EXPENSE) $ (0) 0.00% 1500-NonDept_401 9/14/2017 5:26 PM 173 
   The Sanitation Fund encompasses 9.4% of the City’s activities and services and accounts for solid waste 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 to the public on a continuing basis 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. Commerical and residential recycling programs are available. Revenue Highlights $4.0 Budget. $3.5 2017-18. …… $ Change % Change $3.0 Licenses & Permits 10,037 0 0% Charges for Services 3,762,737 163,052 4.5% $2.5 Millions Interest & Other 31,645 7,878 33.1% $2.0 $3,804,419 $170,930 4.7% $1.5 $1.0 $0.5 $0.0 Actual Actual Actual Budget Budget 2013-14 2014-15 2015-16 2016-17 2017-18 Licenses & Permits Charges for Services Interest & Other • Charges for Services are trending up for FY 2017-18, while other revenues remain relatively flat. Expenditure Highlights $4.0 $3.5 Budget. 2017-18 …… $ Change % Change $3.0 Personal Services 1,611,746 502,267 45.3% $2.5 Operations & Maintenance 1,786,272 (327,872) (15.5)% Millions $2.0 Capital Outlay/Imprvmt 260,000 (700) (0.3)% $1.5 Interfund Transfers Out 146,401 2,870 2.0% $1.0 Replenish Reserves 0 (5,635) (100.0)% $0.5 $3,804,419 $170,930 4.7% $0.0 Actual Actual Actual Budget Budget 2013-14 2014-15 2015-16 2016-17 2017-18 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 is due to implementation of Year of 5 of the Pay & Classification Study, while the increase in the interfund transfer out is due to a general increase in the consumer price index. 174  403 SANITATION FUND - REVENUES Actual Budget 2016-17 2017-18 % 2013-14 2014-15 2015-16 Adopted Adopted Change 1,058,057 1,062,887 1,073,024 1,062,000 1360-343-4000 Service Fees - Residential 1,085,422 2.21% 725 630 1,214 500 1360-343-4010 Extra Pick-Up Residential 795 59.00% 825,583 818,595 816,975 826,000 1360-343-4100 Service Fees - Commercial 844,682 2.26% 5,950 9,720 11,039 8,700 1360-343-4110 Extra Pick-Up Commercial 10,194 17.17% 651,553 654,673 659,663 655,000 1360-343-4200 Tipping Fees - Residential 721,843 10.21% 927,518 920,817 916,138 921,000 1360-343-4300 Tipping Fees - Commercial 985,752 7.03% 960 - - - 1360-343-4330 Tipping Fees - Commercial Special Event Charge - 0.00% $ 3,470,346 $ 3,467,322 $ 3,478,053 $ 3,473,200 Total Solid Waste $ 3,648,688 5.05% 1,352 - - - 1370-343-4600 Service Fees - 0.00% 88,462 99,257 107,234 96,000 1370-343-4610 Service Fees - Commercial Recycling 111,749 16.41% $ 89,814 $ 99,257 $ 107,234 $ 96,000 Total Recycling $ 111,749 16.41% 937 960 954 1,000 1360-343-4080 Cinco Bayou 1,000 0.00% 1,597 872 3,179 1,300 1360-343-4130 Special Events - Dumpster Delivery/Pickup 1,300 0.00% 355 - - - 1500-343-4894 Work Orders - 0.00% $ 2,889 $ 1,832 $ 4,133 $ 2,300 Total Fees & Fines $ 2,300 0.00% $ 3,563,049 $ 3,568,412 $ 3,589,419 $ 3,571,500 TOTAL CHARGES FOR SERVICES $ 3,762,737 5.35% 7,988 11,170 10,287 12,000 1360-323-7010 Solid Waste - 10% Roll Off 10,037 -16.36% $ 7,988 $ 11,170 $ 10,287 $ 12,000 Total Franchise Fees $ 10,037 -16.36% $ 7,988 $ 11,170 $ 10,287 $ 12,000 TOTAL LICENSES & PERMITS $ 10,037 -16.36% $ - $ - $ - $ - Total State Grants $ - 0.00% $ - $ - $ - $ - TOTAL INTERGOVERNMENTAL REVENUE $ - 0.00% 18,613 32,821 31,570 24,000 1500-361-1000 Interest Income 29,120 21.33% (2,269) - - - 1500-361-3000 Unrealized Gain/(Loss) - 0.00% (2,680) - - - 1500-361-4000 Realized Gain/(Loss) - 0.00% $ 13,664 $ 32,821 $ 31,570 $ 24,000 Total Interest Income $ 29,120 21.33% - - 929 - 1500-364-1000 Sale of Surplus Assets - 0.00% 1,212 1,621 1,621 2,500 1500-365-1000 Recycling Scrap Metal Sales 2,500 0.00% 977 - - - 1370-365-2000 Recycling Surplus Sales (ECUA) - 0.00% 1,942 - - - 1500-369-9000 Miscellaneous Revenues 25 0.00% 1 - - - 0000-369-9091 Discounts - 0.00% $ 4,132 $ 1,621 $ 2,550 $ 2,500 Total Other Revenues $ 2,525 1.00% $ 17,796 $ 34,443 $ 34,120 $ 26,500 TOTAL INTEREST & OTHER REVENUES $ 31,645 19.42% $ - $ - $ - $ - Total Debt Proceeds $ - 0.00% - - - - 1600-389-9300 Appropriation from Net Assets - 0.00% $ - $ - $ - $ - Total Non-Operating Sources $ - 0.00% $ - $ - $ - $ - TOTAL TRANSFERS IN $ - 0.00% $ 3,588,833 $ 3,614,025 $ 3,633,826 $ 3,610,000 TOTAL FUND REVENUES $ 3,804,419 5.39% 403-Revenues 9/14/2017 4:52 PM 175  403 SANITATION FUND - 1360 SOLID WASTE Actual Budget 2016-17 2017-18 % 2013-14 2014-15 2015-16 Adopted Adopted Change Personal Services: 19.00 19.00 19.00 19.00 Number of Funded Employees (FTE's) 19.00 506,465 563,243 596,203 642,700 534-1200 Regular Salaries 670,250 4.29% 975 - 433 271 534-1201 Service Awards 54 -80.07% 650 - 541 - 534-1202 Incentive/Merit Pay - 0.00% 13,581 10,271 10,975 14,600 534-1400 Salaries - Overtime 14,600 0.00% 9,885 9,832 10,027 13,000 534-1401 Salaries - Overtime Holiday Worked 15,000 15.38% 31,166 32,340 34,387 35,453 534-2100 FICA Taxes 36,518 3.01% 7,289 7,563 8,042 8,291 534-2101 Medicare 8,540 3.00% 112,959 102,316 96,184 111,695 534-2200 Retirement Contributions 169,749 51.98% 7,405 14,010 15,563 16,770 534-2204 Retirement Contributions - DC Plan 20,162 20.22% 129,413 136,281 138,912 168,590 534-2300 Dental, Life & Health Insurance 164,172 -2.62% 37,424 33,066 36,378 38,373 534-2400 Worker's Compensation 38,901 1.38% $ 857,209 $ 908,923 $ 947,644 $ 1,049,743 Total Personal Services $ 1,137,946 8.40% Operating Expenditures: 70 - - 4,000 534-3400 Other Services 2,500 -37.50% 2,614 3,169 2,821 3,305 534-4100 Communication Services 2,837 -14.16% 29 39 5 135 534-4200 Postage 135 0.00% 6,706 8,001 7,900 8,961 534-4300 Utilities 9,277 3.53% 1,711 1,820 1,636 1,858 534-4400 Rentals & Leases 1,858 0.00% 955 1,120 903 1,054 534-4610 Maintenance Contracts 1,073 1.80% 176,625 245,389 193,984 175,000 534-4620 Vehicle Repair 175,000 0.00% 434 60 293 250 534-4630 Equipment Repair 300 20.00% 92 15,626 530 1,000 534-4640 Building Maintenance 1,000 100.00% 166 4,452 - 1,200 534-4645 Heating/Cooling Repairs 1,000 -16.67% 577 381 772 1,200 534-4700 Printing & Binding 1,200 0.00% 221 245 246 440 534-5100 Office Supplies 440 0.00% 13,815 5,439 10,066 18,000 534-5200 Operating Supplies 18,000 0.00% 189,035 128,635 91,802 79,512 534-5204 Fuel & Oil 88,603 11.43% 3,340 2,926 2,676 2,880 534-5210 Uniform Expense 2,970 3.13% 529,675 508,136 549,322 493,900 534-5219 Landfill Fees - Commercial 570,900 15.59% 468,273 435,610 458,710 462,984 534-5220 Landfill Fees - Residential 497,984 7.56% 255,515 232,671 241,306 253,260 534-5222 Landfill Fees - Yard Waste 264,260 4.34% 6,573 22,834 31,543 31,750 534-5225 Sanitation Containers - Bulk 31,750 0.00% 14,975 14,956 14,682 14,400 534-5226 Sanitation Containers - Residential 14,400 0.00% - - 682 - 534-5231 Computer Hardware/Software 300 0.00% 259 349 330 350 534-5233 Tools 800 128.57% 2,127 2,510 1,272 2,340 534-5234 Safety Supplies/Equipment 3,600 53.85% 76 - - - 534-5250 Operating Supplies - Grounds Maintenance - 0.00% 390 200 212 390 534-5400 Books, Dues & Publications 390 0.00% (1,174) - - - 534-9905 Capitalized Costs Allocation - Labor - 0.00% (718) - - - 534-9906 Capitalized Costs Allocation - Benefits - 0.00% (289) - - - 534-9907 Capitalized Costs Allocation - Overhead - 0.00% $ 1,672,071 $ 1,634,567 $ 1,611,693 $ 1,558,169 Total Operating Expenditures $ 1,690,577 8.50% Capital Outlay: 33,444 - 2,603 - 534-6402 Equipment - 0.00% 240,759 208,146 204,643 260,000 534-6404 Trucks 260,000 0.00% $ 274,202 $ 208,146 $ 207,246 $ 260,000 Total Capital Outlay $ 260,000 0.00% 2,803,482 2,751,635 2,766,583 2,867,912 TOTAL EXPENSES 3,088,523 7.69% 1360-Solid Waste 9/14/2017 5:10 PM 176    !  Share of City Budget $3,088,523, 6.9%  
 Solid Waste is responsible for the collection and disposal of garbage and yard waste. Residential garbage is collected curbside twice per week, residential yard waste is collected curbside once per week, and commercial dumpsters are emptied as scheduled based on business needs.   Maintain a sanitary environment with regular collection of residential and commercial solid waste. Actual YTD thru 03/31 Budget       2013-14 2014-15 2015-16 2016-17 2016-17 2017-18 Promote Neighborhood Cleanups Household waste collections conducted 2 2 2 1 2 2 9 Educate and train new employees on proper operating procedures of refuse equipment, as well as safety during performance of duties. 9 Maintain or improve existing customer service levels by providing continual improvement training.   9 Update the current Solid Waste brochure to include all services provided to residents. 9 Promote the reduction of Solid Waste disposed of in landfills through diversion methods.
 
   9 As a direct result of the implementation of Facebook and Online forms, request for services has been a great success. 9 Reclassified Refuse Collector positions to Sanitation Operators for better utilization of employees. 177  403 SANITATION FUND - 1370 RECYCLING Actual Budget 2016-17 2017-18 % 2013-14 2014-15 2015-16 Adopted Adopted Change Personal Services: 1.00 1.00 1.00 1.00 Number of Funded Employees (FTE's) 1.00 24,785 30,658 32,054 33,167 534-1200 Regular Salaries 34,517 4.07% - 534-1201 Service Awards - 0.00% 265 84 95 300 534-1400 Salaries - Overtime 300 0.00% 332 583 616 590 534-1401 Salaries - Overtime Holiday Worked 1,290 118.64% 1,574 1,720 1,748 1,738 534-2100 FICA Taxes 1,786 2.77% 368 402 409 406 534-2101 Medicare 418 2.87% 7,492 9,903 10,123 10,812 534-2200 Retirement Contributions 19,330 78.78% 51 6,426 8,016 9,124 534-2300 Dental, Life & Health Insurance 9,628 5.52% 1,899 1,903 2,070 2,099 534-2400 Worker's Compensation 2,185 4.10% $ 36,766 $ 51,681 $ 55,131 $ 58,236 Total Personal Services $ 69,453 19.26% Operating Expenditures: 3,204 1,372 1,140 2,350 534-3400 Other Services 100 -95.74% - 5,888 14,005 9,500 534-3419 Recycle Transport Fee Commercial - -100.00% - 7,698 15,778 21,000 534-3420 Recycle Transport Fee Residential - -100.00% - - - - 534-3421 TIP/Contamination Fees 15,000 100.00% 999 949 699 1,000 534-4000 Travel and Per Diem 1,000 0.00% 128 127 127 156 534-4100 Communication Services 156 0.00% 1,475 - 944 - 534-4200 Postage - 0.00% 11,153 19,393 14,430 7,400 534-4620 Vehicle Repair 13,500 82.43% - - - 5,750 534-4630 Equipment Repair 5,250 -8.70% 2,574 1,081 1,065 1,500 534-4700 Printing & Binding 500 -66.67% 5,443 4,736 2,038 7,500 534-5200 Operating Supplies 6,200 -17.33% 9,218 7,600 5,114 4,217 534-5204 Fuel & Oil 4,981 18.12% 81 83 73 90 534-5210 Uniform Expense 390 333.33% - - - 12,714 534-5225 Sanitation Containers - Bulk 12,714 0.00% 156,473 69,790 71,812 72,800 534-5226 Sanitation Containers - Residential 10,400 -85.71% 285 - 199 200 534-5233 Tools 200 0.00% - 68 85 130 534-5234 Safety Supplies/Equipment 200 53.85% 125 125 125 130 534-5400 Books, Dues & Publications 130 0.00% 275 275 305 305 534-5500 Training 350 14.75% (101) - - - 534-9905 Capitalized Costs Allocation - Labor - 0.00% (43) - - - 534-9906 Capitalized Costs Allocation - Benefits - 0.00% (25) - - - 534-9907 Capitalized Costs Allocation - Overhead - 0.00% $ 191,262 $ 119,185 $ 127,940 $ 146,742 Total Operating Expenditures $ 71,071 -51.57% Capital Outlay: 15,343 - - - 534-6402 Equipment - 0.00% $ 15,343 $ - $ - $ - Total Capital Outlay $ - 0.00% 243,371 170,866 183,071 204,978 TOTAL EXPENSES 140,524 -31.44% 1370-Recycling 9/14/2017 5:11 PM 178 
 Share of City Budget $140,524, 0.3%  
   Residential single-stream recycling is available via multiple drop-off locations and 95 gal. curbside automated carts. Commercial dumpsters are available for    Reduce the waste stream deposited in landfills. Actual YTD thru 06/30 Budget 

      
  2013-14 2014-15 2015-16 2016-17 2016-17 2017-18 Promote Reduction of the Residential Waste Stream Single Stream Recycling Drop-Off Locations 32 18 15 3 1 1 Recycling Tonnage Collected 350 720 755 795 1,600 1,600 Waste Stream Diverted from Landfills 15.1% 33.0% 32.3% 35.4% 25.0% 25.0% Promote Reduction of the Commercial Waste Stream Recycling Tonnage Collected 404 531 747 462 750 750 Waste Stream Diverted from Landfills 15.7% 19.0% 26.0% 16.6% 7.0% 7.0% 9 Continue with the implementation of the "Phase In Program" to include zones 4 and 5. 9 Develop and implement a "No Glass Campaign" for recycling, if necessary and promote through all media outlets available.  
    9 Continue to work with the City's current hauler on securing a long term recycle facility for future growth. 9 Develop and introduce informational brochures on acceptable and non-acceptable recycling material and deliver through mail .


     9 Implemented zone 3 for the 1-1-1 residential curbside recycle program. 9 Increased single stream recycling tonnages by 25% for both commercial and residential programs. 179  403 SANITATION FUND - 1500 NON-DEPARTMENTAL Actual Budget 2016-17 2017-18 % 2013-14 2014-15 2015-16 Adopted Adopted Change Personal Services: 25,002 - 1,943 1,500 534-1216 Final Leave Pay 1,500 0.00% (5,572) 2,853 2,243 - 534-1250 Compensated Absences - 0.00% (426) 218 172 - 534-2150 FICA - Compensated Absences - 0.00% - (35,710) - 534-2299 Actuarial Pension Expense - 0.00% $ 19,004 $ 3,071 $ (31,352) $ 1,500 Total Personal Services $ 1,500 0.00% Operating Expenditures: 3,579 1,380 1,925 - 534-3100 Professional Services - 0.00% - - - 475 534-4911 Holiday Gift Certificates 500 5.26% 10,050 8,047 11,447 - 534-4924 Bad Debt Expense - 0.00% - - - 36,459 534-4995 Contingencies 38,044 4.35% - - - 225 534-5231 Computer Hardware/Software 300 33.33% 256,132 271,849 308,046 - 534-5900 Depreciation - 0.00% 411 411 411 - 534-5910 Depreciation on Contributed Capital - 0.00% Non-Operating 14,188 15,382 10,674 - 590-9502 OPEB Obligation - 0.00% $ 284,360 $ 297,069 $ 332,503 $ 37,159 Total Operating Expenditures $ 38,844 4.54% Capital Outlay - - - 700 534-6420 Computer Hardware/Software - -100.00% $ - $ - $ - $ 700 Total Capital Outlay $ - -100.00% Other Financing Activity 294,397 356,228 364,433 372,074 534-9901 Cost Allocation Reimbursement to General Fund 388,626 4.45% 38,203 - - - 534-9941 Cost Allocation Reimbursement to Utilities Fund - 0.00% 130,000 138,291 136,074 143,531 581-9102 Transfer to General Fund 146,401 2.00% - - - 5,635 581-9999 Reserved - Undesignated Net Assets - -100.00% $ 462,600 $ 494,519 $ 500,507 $ 521,240 Total Other Financing Activity $ 535,027 2.65% $ 765,965 $ 794,659 $ 801,657 $ 560,599 TOTAL EXPENSES $ 575,371 2.64% 20.00 20.00 20.00 20.00 Number of Funded Employees (FTE's) 20.00 0.00% 2,803,482 2,883,081 2,766,583 2,867,912 Solid Waste 3,088,523 7.69% 243,371 101,576 183,071 204,978 Recycling 140,524 -31.44% 765,965 794,659 801,657 560,599 Non-Departmental 575,371 2.64% (289,545) (208,146) (207,246) - Reclassification of Capital Outlay - 0.00% $ 3,523,273 $ 3,571,170 $ 3,544,066 $ 3,633,489 TOTAL FUND EXPENSES $ 3,804,419 4.70% $ 65,560 $ 27,425 $ 27,425 $ - NET REVENUE / (EXPENSE) $ 0 100.00% 1500-NonDept_403 9/14/2017 5:28 PM 180 
181 
 The Stormwater Fund encompasses 2.3% 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 to the public on a continuing basis be financed and recovered primarily through user charges. This fund accounts for stormwater, storm drainage, and water quality initiatives. Revenue Highlights Budget. $800,000 2017-18 …… $ Change % Change Charges for Services $970,867 $86,092 9.7% $600,000 Interest & Other 5,000 (5,912) (54.2)% $975,867 $80,180 9.0% $400,000 $200,000 $0 Actual Actual Actual Budget Budget 2013-14 2014-15 2015-16 2016-17 2017-18 Intergov't Revenue Charges for Services Interest & Other Interfund Transfers Appropriations • A new five-year rate study, which included stormwater, was approved by City Council and implemeted in FY 2014-15. The study determines the required rates to generate sufficient revenue to sustain renewal and replacement reserves. FY 2017-18 will include the implementation of Year 4 of the rate study. Expenditure Highlights Budget. $800,000 $ Change % Change 2017-18. …… Personal Services $320,538 40,502 14.5% $600,000 Operations & Maintenance 202,206 34,750 20.8% Capital Outlay/Imprvmt 150,465 (46,692) (23.7)% $400,000 Debt Service 0 0 0% $200,000 Interfund Transfer 214,743 57,039 36.2% Replenish Reserves 87,915 (5,419) (5.8)% $0 $975,867 $80,180 9.0% Actual Actual Actual Budget Budget 2013-14 2014-15 2015-16 2016-17 2017-18 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 capital outlay expense replaces a wellpoint pump and a portable generator and includes improvements on Laurie Drive NE. 182  405 STORMWATER FUND - REVENUES Actual Budget 2016-17 2017-18 % 2013-14 2014-15 2015-16 Adopted Adopted Change 340,038 398,095 492,534 396,000 1380-343-7001 Stormwater Management Fee - Residential 554,989 40.15% 256,095 296,486 366,196 273,000 1380-343-7101 Stormwater Management Fee - Commercial 415,877 52.34% $ 596,133 $ 694,580 $ 858,730 $ 669,000 Total Stormwater Operations $ 970,866 45.12% $ 596,133 $ 694,580 $ 858,730 $ 669,000 TOTAL CHARGES FOR SERVICES $ 970,866 45.12% - 35,542 35,542 - 334 State Grants - 0.00% $ - $ 35,542 $ 35,542 $ - Total State Grants $ - 0.00% $ - $ 35,542 $ 35,542 $ - TOTAL INTERGOVERNMENTAL REVENUE $ - 0.00% 4,580 7,185 7,982 7,700 1500-361-1000 Interest Income 5,000 -35.06% (482) - - - 1500-361-3000 Unrealized Gain/(Loss) - 0.00% (570) - - - 1500-361-4000 Realized Gain/(Loss) - 0.00% $ 3,527 $ 7,185 $ 7,982 $ 7,700 Total Interest Income $ 5,000 -35.06% 39,405 - - - 1500-364-1000 Sale of Surplus Assets - 0.00% 516 - - - 1500-369-9000 Miscellaneous Revenues - 0.00% 7 - - - 0000-369-9091 Discounts - 0.00% $ 39,929 $ - $ - $ - Total Other Revenues $ - 0.00% $ 43,456 $ 7,185 $ 7,982 $ 7,700 TOTAL INTEREST & OTHER REVENUES $ 5,000 -35.06% - - - - 1600-389-9300 Appropriation from Net Assets - 0.00% $ - $ - $ - $ - Total Non-Operating Sources $ - 0.00% $ - $ - $ - $ - TOTAL TRANSFERS IN $ - 0.00% $ 639,589 $ 737,307 $ 902,254 $ 676,700 TOTAL FUND REVENUES $ 975,867 44.21% 405-Revenues 9/14/2017 4:52 PM 183  405 STORMWATER FUND - 1380 STORMWATER Actual Budget 2016-17 2017-18 % 2013-14 2014-15 2015-16 Adopted Adopted Change Personal Services: 6.00 6.00 6.00 6.00 Number of Funded Employees (FTE's) 6.00 173,490 158,966 179,669 194,970 538-1200 Regular Salaries 199,774 2.46% 54 - 217 - 538-1201 Service Awards - 0.00% 1,911 789 455 1,000 538-1400 Salaries - Overtime 1,000 0.00% - - - - 538-1401 Salaries - Holiday Worked - 0.00% 10,132 9,291 10,525 11,300 538-2100 FICA Taxes 11,564 2.33% 2,369 2,173 2,462 2,643 538-2101 Medicare 2,704 2.32% 33,657 26,512 23,240 24,831 538-2200 Retirement Contributions 43,882 76.72% 4,358 3,320 6,147 6,983 538-2204 Retirement Contributions - DC Plan 6,601 -5.47% 31,378 22,467 24,412 24,612 538-2300 Dental, Life & Health Insurance 41,104 67.01% 12,105 10,150 12,254 13,197 538-2400 Worker's Compensation 13,409 1.60% $ 269,456 $ 233,669 $ 259,380 $ 279,536 Total Personal Services $ 320,038 14.49% Operating Expenditures: 5,767 7,246 55,182 73,199 538-3100 Professional Services 30,000 -59.02% - 999 5,450 10,000 538-3400 Other Services 67,497 574.97% - 17 165 204 538-4000 Travel and Per Diem 602 195.10% 2,282 3,046 1,913 2,367 538-4100 Communication Services 2,367 0.00% 11 0 0 10 538-4200 Postage 10 0.00% 1,471 1,626 1,535 1,851 538-4300 Utilities 1,121 -39.44% - 1,850 1,750 3,000 538-4400 Rentals & Leases 3,000 0.00% 6,895 10,072 14,588 12,000 538-4620 Vehicle Repair 12,000 0.00% 10,382 2,264 11,972 9,700 538-4630 Equipment Repair 9,700 0.00% 8,203 4,935 33,986 20,800 538-4680 Plant & System Repair 38,500 85.10% 99 85 180 500 538-5100 Office Supplies 500 0.00% 1,665 6,360 2,245 2,700 538-5200 Operating Supplies 2,800 3.70% 14,648 8,818 7,242 6,353 538-5204 Fuel & Oil 6,135 -3.43% 544 725 598 750 538-5210 Uniform Expense 810 8.00% - - - - 538-5231 Computer Hardware/Software 900 100.00% 1,866 1,506 1,487 2,000 538-5233 Tools 4,400 120.00% 961 956 2,034 1,830 538-5234 Safety Programs/Supply 1,800 -1.64% 4,151 2,069 4,984 6,500 538-5300 Road Materials & Supplies 6,500 0.00% 552 552 552 650 538-5400 Books, Dues, & Publications 650 0.00% 1,030 1,329 653 2,718 538-5500 Training 2,130 -21.63% (25,668) - (11,545) - 538-9905 Capitalized Costs Allocation - Labor - 0.00% (11,931) - (4,168) - 538-9906 Capitalized Costs Allocation - Benefits - 0.00% (5,510) - (2,390) - 538-9907 Capitalized Costs Allocation - Overhead - 0.00% $ 17,418 $ 54,454 $ 128,414 $ 157,132 Total Operating Expenditures $ 191,422 21.82% Capital Outlay: - 35,542 541,721 - 538-6358 Storm Drains - 0.00% - 1,568 - 2,000 538-6402 Equipment 60,465 2923.25% 220,264 - 285,172 134,459 538-6404 Trucks - -100.00% $ 220,264 $ 37,111 $ 826,893 $ 136,459 Total Capital Outlay $ 60,465 -55.69% Capital Improvements Program: 79,446 32,517 - 60,000 5019 - Storm Drainage Improvement 90,000 50.00% $ 79,446 $ 32,517 $ - $ 60,000 Total Capital Improvements Program $ 90,000 50.00% $ 586,583 $ 357,751 $ 1,214,687 $ 633,126 TOTAL EXPENSES $ 661,925 4.55% 1380-Storm 9/14/2017 5:12 PM 184 STORMWATER *+,-.'/0'1234'5678.3 !!"#$%&#' "(!) DESCRIPTION J@31;<752=.<351I989497,12.9,<.9,41%'12903417?14<7521:5.9,U1$$153<3,<97,1>7,:4U1.,:178351$U%((1E/5T1.,:14/5?.E319,03<4+ ;<752=.<3512.,.F323,<1@30>41<713,4/531<@31@3.0<@1.,:14.?3<B17?1E9<9a3,41=@9031233<9,F1;<.<31.,:1^3:35.0153F/0.<97,4+ MISSION Z2>57831.,:1>53435831,.</5.01=.<351W/.09<BU1E72>0B1=9<@13O94<9,F1.,:1/>E729,F153F/0.<75B153W/95323,<4U1.,:192>578317>35.<97,1.,:12.,.F323,<1 7?13O94<9,F14<752=.<3519,?5.4<5/E</53+ ND$':< !"#$%&'#()*+( L'IM8$ CURRENT GOALS, OBJECTIVES, & METRICS (FY18) ,(-+.-/ ,(-/.-0 ,(-0.-) ,(-).-1 ,(-).-1 ,(-1.-2 345&678#9:$8&#;':<=$> 11A9<B1;<533<41;=3><1.<1Q3.4<1X,E31>351D7,<@ !" ##" $" %" &'" &'" 11A/T9E1_.5:417?1I3T5941G32783:1?5721;<752=.<351;3>.5.<754 $( ! ! ) ) 345&678#?$6&4@:$8&#3AB&:C$&'D$'&8 11Q9,3.51^33<17?1R3=1;<752=.<35169>31Z,4<.003: %( ')) !$% ( $(( $(( 11Q9,3.51^33<17?1;<752=.<35169>31G3>0.E3: $*( !* $& ) #$'% %'( %'( 11;<752=.<351Q9,31;B4<321G3>0.E3: )+(" (+#" (+)&" (+&)" EAC'&8#F:5=$:<#G&6H8D$C#:&8#F645<8$8I#JA.!=48#K#9=$%=A#L'IM8$ 11A.>9<.01657]3E<41A72>03<3:1X,VJ923 ,-. ,-. ,-. .,,/.0123.4/53 $((" $((" 11A.>9<.01657]3E<41A72>03<3:1H9<@9,1`/:F3< ,-. ,-. ,-. .,,/.0123.4/53 $((" $((" ;=33>13835B1A9<B14<533<1.<103.4<17,E31>35127,<@+ D.9,<.9,1<@31E/553,<1.27/,<17?1:3T5941532783:1?57214<752=.<35143>.5.<7541<@57/F@153F/0.51E7003E<97,14E@3:/03+ G3>0.E31?.909,F1E755/F.<3:123<.01>9>31.<18.597/4107E.<97,41<@57/F@7/<1<@31A9<B+ 65789:31;<752=.<35192>578323,<41.419:3,<9?93:19,1<@31A9<BC41;<752=.<351D.4<35160.,+1 FUTURE GOALS (FY19 & FY20) I38307>1.1'V1.,:1$(VB3.51AZ61<7153>0.E31.001E755/F.<3:123<.014<752=.<351>9>31<@57/F@7/<1<@31A9<B+1 A72>0B1=9<@1?3:35.00BV2.,:.<3:1R.<97,.016700/<.,<1I94E@.5F31N0929,.<97,1;B4<321[R6IN;\1>3529<153W/95323,<4+ 6/54/31?/,:9,F1.0<35,.<98341<71E72>03<312.]751E.>9<.01>57]3E<41530.<3:1<71<@314<752=.<3514B4<321T.43:17,1<@31E72>03<97,17?1<@31;<752=.<351 D.4<35160.,U19,E0/:9,F1;G^107.,4U1T7,:4U1.,:-7515.<319,E53.434+ PRIOR YEAR ACCOMPLISHMENTS (FY17) G3>0.E3:1.>>57O92.<30B1%*1?33<17?1AD61=9<@1$)P1GA61.E57441Q9,=77:1G7.:1RH+ G3>0.E3:1.>>57O92.<30B1 ((1?33<17?1?53,E@1:5.9,1=9<@1!P1KI;147EL1>9>317,1S95F9,9.1I59831RH+ D.:3192>578323,<41.419:3,<9?93:19,1<@31;<752=.<351D.4<35160.,1TB19,4<.009,F1.>>57O92.<30B1'!1?33<17?1$ P1O1# P1NGA6U1'!1?33<17?1$)P1GA6U1 .,:153V4@.>3:1<@31E7,<7/517?1:9<E@341<71.007=1F53.<351W/.,<9<B17?1=.<351E7,<.9,23,<17,1K0:351K83,/31;N1.,:1X.L1;<533<1;N+ G3>0.E3:1$U( (1?33<17?1!C1E@.9,109,L1?3,E317,1R75<@1Y9001Y70:9,F167,:+ A72>03<3:1E7,4<5/E<97,17?1:5.9,.F3192>578323,<417,1##!1D.5<94.1G7.:1;H+ A72>03<3:1E7,4<5/E<97,17?1:5.9,.F3192>578323,<417,1#$*1A75.01I59831;H+ A72>03<3:1E7,4<5/E<97,17?1:5.9,.F3192>578323,<417,1#$%1I30/,.1G7.:1;H+ A72>03<3:1E7,4<5/E<97,17?1:5.9,.F3192>578323,<417,1% 1J32>031K83,/3+ A72>03<3:1E7,4<5/E<97,17?1:5.9,.F3192>578323,<417,1##'1D95.E031;<59>16.5L=.B+ A72>03<3:1E7,4<5/E<97,17?1:5.9,.F3192>578323,<417,1M70?1A7/5431I59831.,:1N.F031;<533<+ A7,<9,/7/412.9,<3,.,E317?1:5.9,.F31:9<E@341<@57/F@7/<1<@31A9<B+ 185  405 STORMWATER FUND - 1500 NON-DEPARTMENTAL Actual Budget 2016-17 2017-18 % 2013-14 2014-15 2015-16 Adopted Adopted Change Personal Services: - 103 1,320 500 538-1216 Final Leave Pay 500 0.00% (1,495) 3,272 (317) - 538-1250 Compensated Absences - 0.00% (114) 250 (24) - 538-2150 FICA - Compensated Absences - 0.00% - - (8,437) - 538-2299 Acturial Pension Expense - 0.00% $ (1,609) $ 3,625 $ (7,458) $ 500 Total Personal Services $ 500 0.00% Operating Expenditures: 761 464 463 - 538-3100 Professional Services - 0.00% - - - 150 538-4911 Holiday Gift Certificates 125 -16.67% 1,896 3,005 3,321 - 538-4924 Bad Debt Expense - 0.00% - - - 9,949 538-4995 Contingencies 9,759 -1.91% 5,333 1,333 - - 538-4999 Amortization - 0.00% - - - 225 538-5231 Computer Hardware/Software 900 100.00% 46,393 66,895 72,317 - 538-5900 Depreciation - 0.00% 16,141 6,505 1,995 - 538-5910 Depreciation on Contributed Capital - 0.00% Non-Operating 1,385 - (1,574) - 590-9502 OPEB Obligation - 0.00% $ 71,909 $ 78,202 $ 76,522 $ 10,324 Total Operating Expenditures $ 10,784 4.45% Capital Outlay - - - 700 538-6420 Computer Hardware/Software - 100.00% $ - $ - $ - $ 700 Total Capital Outlay $ - 100.00% Other Financing Activity 74,376 150,987 154,493 157,704 538-9901 Cost Allocation Reimbursement to General Fund 164,719 4.45% 7,641 - - - 538-9941 Transfer to General Fund - Franchise Fee 50,024 0.00% - - - 93,334 581-9999 Reserved - Undesignated Net Assets 87,915 -100.00% $ 82,017 $ 150,987 $ 154,493 $ 251,038 Total Other Financing Activity $ 302,658 20.56% $ 152,317 $ 232,815 $ 223,556 $ 262,561 TOTAL EXPENSES $ 313,942 19.57% 6.00 6.00 6.00 6.00 N Number of Funded Employees (FTE's) 6.00 0.00% 586,583 357,751 672,966 633,126 Stormwater 661,925 4.55% 152,317 232,815 223,556 262,561 Non-Departmental 313,942 19.57% (299,710) (69,628) (826,893) - Reclassification of Capital Outlay - 0.00% $ 439,190 $ 520,938 $ 69,628 $ 895,687 TOTAL FUND EXPENSES $ 975,867 8.95% $ 200,399 $ 228,466 $ 781,270 $ - NET REVENUE / (EXPENSE) $ (0) 0.00% 1500-NonDept_405 9/14/2017 5:29 PM 186 
      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 2017-18 budget, the fourth 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 SCHEDULE Desktop Computer 5 years Office Laptop 5 years Patrol Laptop 4 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 187  FY2018 FY2019 FY2020 FY2021 FY2022 Fund # Dept # Device Tota S5 H5 S6 H6 S7 H7 H8 H9 H10 H11 001 0100 City Council 001 0100 CCS1 7 1 600 001 0100 CCS2 7 1 600 001 0100 CCS3 7 1 600 001 0100 CCS4 7 1 600 001 0100 CCS5 7 1 600 001 0100 CCS6 7 1 600 001 0100 CCS7 7 1 600 001 0100 CCSMayor 7 1 600 001 0100 CCIQM2 8 1 225 700 001 0100 DRynearson8 1 225 700 001 0100 CCIQM2 7 1 001 0200 City Manager 001 0200 Surface!Pro!3! !CM!Not!Replacing 1 1100 001 0200 Surface!Pro!3! !PIO!Not!Replacing 1 1100 001 0200 iPad ! CM 1 001 0200 iPad ! PIO 1 001 0200 FWBTVXP 1 700 700 001 0200 JSoria7 L 1 1200 001 0200 CJones7 1 515 700 515 700 001 0200 MBeedie7 1 001 0300 Administrative Services 001 0300 Surface!Pro!3! !HR!Director 1 1100 001 0300 ShuttleB7 1 225 700 001 0300 ShuttleC7 1 225 700 001 0300 JBrammer7 1 225 700 001 0300 LSinwelski7 1 001 0300 Tfranxman7 1 225 700 225 700 001 0320 Information Technology 001 0320 iPad ! IT Manager 1 001 0320 Recreation!Center! !AP 1 450 001 0320 Recreation!Center! !AP 1 450 001 0320 Recreation!Center! !AP 1 450 001 0320 Recreation!Center! !AP 1 450 001 0320 Recreation!Center! !AP 1 450 001 0320 City!Garage! !AP 1 001 0320 City!Hall! !Finance! !AP 1 450 001 0320 City!Warehouse! !AP 1 450 001 0320 Fire!Dept.!6!AP1 1 450 001 0320 Fire!Dept.!6!AP2 1 450 001 0320 Fire!Dept.!7!AP1 1 450 001 0320 Police!Dept.!1st!Floor 1 450 001 0320 City!Hall! !City!Clerk! !AP 1 450 001 0320 City!Hall! !IT! !AP 1 450 001 0320 City!Hall!Annex! !AP 1 450 001 0320 Council!Chambers! !AP 1 450 001 0320 Landing!Park 1 450 001 0320 Landing!Park 1 450 001 0320 Beal!Cemetery! !ASA 1 001 0320 Museum ! ASA 1 001 0320 Sewer Plant ! ASA 1 001 0320 Police!Dept.!1st!Floor! !ASA 1 7000 001 0320 Police!Dept.!1st!Floor! !Switch 1 3360 3360 001 0320 Landing!Park 1 750 001 0320 DJenzen8 1 515 700 515 700 001 0320 Server! !FWB TEST 1 5000 5000 001 0320 Server! !Coban 1 10000 001 0320 IT01 1 225 1200 001 0320 Laptop! !IT!Analyst! 1 001 0320 IT02 1 225 1200 001 0320 SBenson8 1 515 700 001 0320 Server! !FWB OSSIU N 1 5000 4000 001 0320 Server! !FWB Kronos 1 001 0320 Server! !FWB GISSQL 1 11000 001 0320 Server! !FWB GISSRV 1 7200 7200 001 0320 Server! !FWB Exchange 1 4700 4700 001 0320 Server! !FWB Prox DMZ 1 5000 5000 001 0320 Server! !FWB VM 1 001 0320 Server! !PD VMWare 1 001 0320 Server! !FWB OSSIC 1 500 5000 001 0320 Server! !FWB OSSIR 1 500 5000 001 0320 Server! !FWB GISWEB 1 6000 001 0320 Server! !FWB Main 1 6000 001 0320 ITTraining7 1 225 700 001 0320 City!Hall!Rack 1 001 0320 Server! !IBS 1 500 2500 188  FY2018 FY2019 FY2020 FY2021 FY2022 Fund # Dept # Device Tota S5 H5 S6 H6 S7 H7 H8 H9 H10 H11 001 0320 Engineering!Field!Office! !Switch 1 001 0320 Fire!Dept.!6! !Switch 1 1950 1950 001 0320 City!Hall! !Switch 1 3360 3360 001 0320 City!Hall!Annex! !Switch 1 3360 3360 001 0320 Police!Dept.!2nd!floor! !Switch 1 3360 3360 001 0320 City!Garage! !Switch 1 001 0320 Sanatitaion!Building! !Switch 1 001 0320 Police!Dept.!1st!Floor! !Switch 1 1950 001 0320 Recreation!Center! !Switch 1 3360 001 0320 City!Warehouse 1 3450 3450 001 0320 Fire!Station!7! !Switch 1 3450 001 0320 Golf!Club!Main!Building! !Switch 1 3450 001 0320 Library! !Switch 1 001 0320 Service!Maintenance! !Switch 1 3450 3450 001 0320 City!Hall! !Switch 1 9850 9850 001 0320 Police!Dept.!1st!floor! !Switch 1 9850 9850 001 0320 Recreation!Center! !Switch 1 9850 001 0320 IT!Miscellaneous 1 001 0320 ShuttleA7 1 225 700 001 0400 City Clerk 001 0400 Surface!Pro!3! !City!Clerk 1 1100 001 0400 iPad ! City Clerk ! WENT TO IT 1 001 0400 LVanetten7 1 225 700 001 0400 KBarnes8 1 225 700 001 0400 MPerry8 1 225 700 001 0400 Laserfiche7 1 001 0400 IQM2!Encoder 1 1000 001 0500 Finance 001 0500 Surface!Pro!3! !Finance!Director 1 1100 001 0500 iPad ! Finance Director 1 001 0500 CGodwin7 1 515 700 001 0500 MWomack7 1 515 700 001 0500 ASnow8 1 001 0500 MSchumaker8 1 225 700 001 0500 KBlatz8 1 225 700 001 0500 Postage8 1 700 001 0500 JSoria7 1 515 700 515 700 001 0500 BFerris7 1 225 700 401 0520 Customer Service 401 0520 LSkweres7 1 225 700 401 0520 TEsteves8 1 225 700 401 0520 BGustman7 1 225 700 225 700 401 0520 JKilpatrick7 1 401 0520 PDurham7 1 225 700 225 700 401 0520 KHart7 1 225 700 225 700 401 0520 Stars7 1 001 0530 Purchasing 001 0530 GScott7 1 515 700 001 0530 PEubanks7 1 225 700 225 700 001 0530 DGreen7 1 001 0800 Police 001 0800 iPad ! Chief 1 001 0800 Surface!Pro!3! !Tracy!Hart 1 1100 001 0800 PD1002 1 225 1200 001 0800 PD1005 1 225 1200 001 0800 PD1008 1 225 1200 001 0800 PD1009 1 225 1200 001 0800 PD1022 1 001 0800 PD1025 1 225 1200 001 0800 PD1030 1 001 0800 PD1004 1 225 1200 001 0800 PD1007 1 225 1200 001 0800 PD1012 1 225 1200 001 0800 PD1013 1 225 1200 001 0800 PD1016 1 225 1200 001 0800 PD1017 1 225 1200 001 0800 PD1019 1 225 1200 001 0800 PD1020 1 225 1200 001 0800 PD1024 1 225 1200 001 0800 PD1026 1 225 1200 001 0800 PD1001 1 225 1200 001 0800 PD1003 1 225 1200 001 0800 PD1006 1 225 1200 001 0800 PD1010 1 225 1200 001 0800 PD1011 1 225 1200 001 0800 PD1014 1 225 1200 189  FY2018 FY2019 FY2020 FY2021 FY2022 Fund # Dept # Device Tota S5 H5 S6 H6 S7 H7 H8 H9 H10 H11 001 0800 PD1015 1 225 1200 001 0800 PD1018 1 225 1200 001 0800 PD1021 1 225 1200 001 0800 PD1023 1 225 1200 001 0800 PD1027 1 225 1200 001 0800 PD1028 1 225 1200 001 0800 PD1029 1 225 1200 001 0800 PD!Training!Laptop 1 1200 1200 001 0800 Coban8 CSI 1 225 700 001 0800 Coban8 FTO 1 225 700 001 0800 CommPol5 8! !Randolph 1 001 0800 THart8 1 225 700 001 0800 CRPolice8 1 225 700 001 0800 Kcarrell8 1 225 700 001 0800 THarmon8 1 225 700 001 0800 PDDispatchN 1 225 700 001 0800 PDDispatchS 1 225 700 001 0800 PDSCVideo8 1 225 700 001 0800 RUOK7 1 225 700 001 0800 Eryan8 1 225 700 001 0800 CommPol1 7! !Zbikowski 1 225 700 225 700 001 0800 CommPol2 7! !Dee 1 001 0800 CommPol4 7! !Santiago 1 225 700 225 700 001 0800 commpol6 7 Pettis! 1 001 0800 Invest01 7! !Guy!Bonilla 1 225 700 225 700 001 0800 Invest02 7! !Kraus 1 001 0800 JailE7 1 225 700 225 700 001 0800 JailW7 1 001 0800 Ccard7!replaced!cobanpc3!on!PO!fy15 1 225 700 001 0800 MHolt7 1 225 700 225 700 001 0800 MHorgan7 1 001 0800 PD SGT01 7 1 225 700 225 700 001 0800 PD SGT02 7 1 001 0800 PD SGT03 7 1 225 700 225 700 001 0800 PD SGT04 7 1 001 0800 PDFTO7 1 225 700 225 700 001 0800 RPTRoomN7 1 225 700 001 0800 RPTRooms7 1 225 700 225 700 001 0800 SMercier7 1 001 0800 StreetCrimes1 7 1 225 700 225 700 001 0800 StreetCrimes3 7 1 001 0800 CHunt7 1 001 0800 JWilson7 1 225 700 001 0800 KMccauley7 1 515 700 515 700 001 0800 LOblak7 1 225 700 001 0800 PD SGT05 7 1 225 700 001 0800 PD SGT06 7 1 225 700 001 0800 WRoyal7 1 001 0800 Dell!Venue!Pro!11 1 109 0800 PD1031 1 225 1200 109 0800 PD1032 1 109 0800 PD1033 1 225 1200 109 0800 CommPol3 7! !Galindo 1 225 700 001 0900 Fire 001 0900 Surface!Pro!3! !Fire!Chief 1 1100 001 0900 iPad ! Chief 1 001 0900 FDLaptop7 1 225 1200 001 0900 FD SEMS 1 225 1200 001 0900 FD6Captain7 1 225 700 001 0900 FD7 FrontOff7 1 225 700 001 0900 ARoom6W8 1 225 700 001 0900 Battalion8 1 225 700 001 0900 FDCaptain8 1 225 700 001 0900 KPerkins8 1 225 700 001 0900 LCalabro8 1 225 700 001 0900 ARoom6N7 1 225 700 225 700 001 0900 FD7 Aroom7 1 001 0900 MJohnson7 1 225 700 225 700 001 0900 GGuarin7 1 001 0900 Galaxy!Tablet! !Battalion!Chief 1 001 0900 Galaxy!Tablet! !Truck!6 1 001 0900 Galaxy!Tablet! !Engine!6 1 001 0900 Galaxy!Tablet! !Rescue!6 1 001 0900 Galaxy!Tablet! !Engine!7 1 001 0900 Galaxy!Tablet! !Fire!Chief 1 001 0900 FDTAB1 1 225 1200 190  FY2018 FY2019 FY2020 FY2021 FY2022 Fund # Dept # Device Tota S5 H5 S6 H6 S7 H7 H8 H9 H10 H11 001 0900 FDTAB2 1 225 1200 001 0900 Fire 001 0900 iPad ! Went to FIRE 1 001 1000 BCarmichael8 1 225 700 001 1000 Recreation 001 1000 Surface!Pro!3! !Parks!Director 1 1100 001 1000 iPad ! Parks Director ! BROKE SCREEN 1 001 1000 ParksLaptop!2 1 225 1200 001 1000 JPeters7 1 515 700 001 1000 VGardner7 1 225 700 001 1000 DThomas8 1 225 700 001 1000 WRiggs8 1 225 700 001 1000 PSherman8 1 225 700 001 1000 TCorcoran8 1 225 700 001 1000 JValandingham7 1 225 700 225 700 001 1010 Parks 001 1010 RainBird7 1 225 1200 001 1010 MMoxley7 1 225 700 001 1010 Galaxy!Tablet! !ROW!Foreman 1 300 001 1015 Right!of!Way 001 1015 JFortune7 1 225 700 001 1015 Galaxy!Tablet! !ROW!Foreman 1 300 001 1020 JFleming7 1 225 700 001 1020 SRPOS 8 1 225 700 001 1040 Golf Operations 001 1040 OaksTee7 1 225 1200 001 1040 PinesTee7 1 225 1200 001 1040 GCBackRM8 1 225 700 001 1040 DTrimm7 1 225 700 225 700 001 1040 GolfCourseN7 1 001 1040 GolfCourseS7 1 225 700 225 700 001 1040 JAtes7 1 001 1040 TQuinones7 1 225 700 225 700 001 1045 Golf Maintenance 001 1045 GCMaint8 1 225 700 001 1045 JWilkinson8 1 225 700 001 1045 RFlanagan7 1 001 1060 Library City 001 1060 Library!#11 1 1200 001 1060 JKepple8 1 225 700 001 1060 NCardinal8 1 225 700 001 1060 PGould7 1 225 700 225 700 001 1060 Library County 001 1060 Library!#1 1 700 001 1060 Library!#2 1 700 001 1060 Library!#3 1 700 001 1060 Library!#4 1 700 001 1060 Library!#5 1 700 001 1060 Library!#6 1 700 001 1060 Library!#7 1 700 001 1060 Library!#8 1 700 001 1060 Library!#9 1 700 001 1060 Library!#10 1 700 001 1060 Library!#11 1 1200 001 1060 Library!#12 1 700 001 1060 Library!#13 1 700 001 1060 Library!#14 1 700 001 1060 Library!#15 1 700 001 1060 Library!#16 1 700 001 1060 Library!#17 1 700 001 1060 Library!#18 1 700 001 1060 Library!#19 1 700 001 1060 Library!#20 1 700 001 1060 Library!#21 1 001 1060 Library!#22 1 700 001 1060 Library!#23 1 001 1060 Library!#24 1 700 001 1060 Library!#25 1 001 1060 Library!#26 1 700 001 1060 Library!#27 1 001 1060 Library!#28 1 700 001 1060 Library!#29 1 001 1060 Library!#30 1 700 001 1060 Library!#31 1 700 001 1060 Library!#32 1 700 001 1070 Museum 191  FY2018 FY2019 FY2020 FY2021 FY2022 Fund # Dept # Device Tota S5 H5 S6 H6 S7 H7 H8 H9 H10 H11 001 1070 Museum7 1 225 1200 001 1070 AGardner7 1 225 700 001 1070 GMeyer8 1 225 700 001 1070 MWeech8 1 225 700 001 1070 PassPerfect8 1 225 700 001 1070 SchoolHouse8 1 225 700 001 1070 POSMuseum7 1 001 1080 Cemetery 001 1080 JRogers7 1 225 700 001 1200 Engineering Services 001 1200 Surface!Pro!3! !ES!Director 1 1100 001 1200 iPad ! GIS Team 1 001 1200 iPad ! BP Team 1 001 1200 LLethcoe8 1 515 700 001 1200 TBolduc7 1 001 1200 SFoster7 1 515 1500 515 1500 001 1200 MBryant7 1 001 1205 Planning & Zoning 001 1205 CDSLaptop7 1 1200 001 1205 DCampbell7 1 515 700 001 1205 CShepheard8 1 515 850 001 1205 TRogers7 1 106 1215 Building Inspections & Permitting 106 1215 iPad ! BP Inspector 1 106 1215 EShared7 1 225 1200 106 1215 JStevens7 1 515 700 106 1215 TKennedy7 1 225 700 106 1215 BHenderson7 1 515 700 515 700 106 1215 SBurney7 1 106 1215 Galaxy!Tablet! !BP!Inspector 1 300 001 1217 Code Enforcement 001 1217 BRhodes7 L 1 225 1200 001 1217 BRhodes7 1 225 700 001 1217 EMoore7 1 001 1217 Fleet 001 1220 MUyehara7 1 225 700 001 1220 JBanks7 1 225 700 225 700 001 1220 SDavis7 1 225 700 225 700 001 1220 TSheldon7 1 001 1230 Facilities 001 1230 CHATrain 7 1 001 1230 GAdams7 1 225 700 225 700 001 1230 LRiceXP 1 001 1230 Galaxy!Tablet! !Maint.!Supervisor 1 300 001 1230 Galaxy!Tablet! !Traffic!Tech 1 300 001 1240 Streets 001 1240 Galaxy!Tablet! !Streets!Foreman 1 300 401 1300 Utility Services 401 1300 Engineering Laptop 1 225 1200 401 1300 Galaxy!Tablet! !Survey!Chief 1 401 1300 GImperial7 1 515 700 401 1300 PWilliamson7 1 225 700 401 1300 Warehouse8 1 225 700 401 1300 DFousek7 1 225 700 225 700 401 1300 DPayne7 1 401 1300 SHawkins7 1 515 1500 515 1500 401 1300 SKieffer7 1 401 1310 Water Operations 401 1310 iPad ! Water Ops Manager 1 650 650 650 401 1310 Meter7 1 225 1200 401 1310 BRollins7 1 225 700 401 1310 MWoodall7 1 225 700 401 1310 WaterOPS7 1 401 1310 Galaxy!Tablet! !Water!Ops 1 300 401 1340 Water Distribution 401 1340 Galaxy!Tablet! !Water!Distribution 1 300 401 1350 Sewer Collections & Treatment 401 1350 Utilities2 7 1 225 1200 401 1350 Utilities1 7 1 225 1200 401 1350 DFelix8 1 225 700 401 1350 JCoker8 1 225 700 401 1350 HSUPrimary7 1 225 700 225 700 401 1350 LKilburn7 1 401 1350 SewerTV7 1 700 401 1350 Galaxy!Tablet! !Lift!Station!Mech. 1 300 401 1350 Galaxy!Tablet! !Sewer!Foreman 1 300 192  FY2018 FY2019 FY2020 FY2021 FY2022 Fund # Dept # Device Tota S5 H5 S6 H6 S7 H7 H8 H9 H10 H11 401 1350 Galaxy!Tablet! !Sewer!Rounds 1 300 403 1360 Solid Waste 403 1360 JGunn7 1 225 700 225 700 403 1360 LLawrence7 1 403 1360 Galaxy!Tablet! !Sanitation!Foreman 1 300 405 1380 Stormwater 405 1380 NGunn7 1 405 1380 Galaxy!Tablet! !SW!Foreman 1 300 109 2000 CRA 109 2000 CFrassetti7 1 515 700 515 700 405 1380 Galaxy!Tablet! !Street!Sweeper 1 300 405 1380 Galaxy!Tablet! !Supervisor 1 300 Total # 10190 77100 13605 67160 12220 105940 10420 93240 12380 87800 193 
194 
       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 7-year cycle and the remainder of the fleet on a 10-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 2017-18 budget, the fourth 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 2018 FY 2019 FY 2020 FY 2021 FY 2022 General Fund $609,525 $264,000 $240,000 $243,366 $405,000 FBC Fund $0 $0 $0 $0 $0 CRA Fund $0 $114,000 $0 $0 $0 Utilities Fund $57,500 $122,000 $500,000 $500,000 $100,000 Sanitation Fund $260,000 $500,000 $250,000 $250,000 $285,000 Stormwater Fund $0 $32,000 $75,000 $150,000 $0 $742,944 $1,952,310 $1,032,000 $1,065,000 $790,000 City of Fort Walton Beach, FL 195  Suggested Replacement Mileage @ Purchase Light/Heavy/ Safety Replacement Cost Manufacture Year Replacement Yr. Received Date Expected Life Department As of 06/25/17 Last Recorded Total Cost Division Priority Vehicle Status Fund Mileage on since Purchase Yr. Record Date to 2/2/15 401 Safety 001 0900 Fire 1947 10/1/47 4324 6834 $ 8,781.75 1947 NA 2390 Heavy 001 1240 Street 1997 8/20/97 2 76945 $ 34,318.83 2017 2019 20 $180,000 Sewer 2414 Heavy 401 1350 Collections 1999 10/25/99 492 52593 $ 21,160.73 2014 2019 15 $75,000 2423 Light 405 1380 Stormwater 2000 4/24/00 25 53737 $ 2,259.65 2012 2019 12 $22,000 2425 Light 001 1230 Facilities 2000 4/24/00 25 55771 $ 4,013.14 2012 2018 12 $22,000 Sewer 2429 Heavy 401 1350 Collections 2000 6/28/00 2086 37759 $ 103,755.68 2012 2020 12 $500,000 Water 2432 Light 401 1340 Distribution 2000 10/4/00 25 66647 $ 16,435.56 2015 2019 15 $75,000 Code 6 2455 Light 001 1217 Enforcement 2002 5/13/02 25 42082 $ 4,627.12 2014 ? 12 $ 19,950 2457 Light 001 1010 Parks 2002 6/27/02 1253 65089 $ 5,429.20 2014 2018 12 $ 20,000 Sewer 2462 Heavy 401 1350 Collections 2003 1/16/03 10 124992 $ 39,713.35 2018 2019 15 $75,000 2464 Light 403 1360 Solid Waste 2003 4/28/03 25 36918 $ 12,796.03 2015 2020 12 $32,000 2470 Light 001 1230 Facilities 2003 5/13/03 25 67118 $ 6,736.77 2015 2019 12 $24,000 2472 Light 405 1380 Stormwater 2003 5/30/03 9 87119 $ 20,116.55 2015 2019 12 $32,000 Sewer 2473 Light 401 1350 Collections 2003 10/7/03 25 67227 $ 14,973.39 2018 2018 15 $45,000 Sewer 2474 Heavy 001 1350 Collections 2017 10/17/03 50507 67562 $ 12,237.72 2032 ? 15 $ 30,000 2483 Safety 001 0900 Fire 2004 12/6/04 329 103319 $ 45,664.06 2024 2024 20 $500,000 Sewer 2484 Light 401 1350 Collections 2005 2/9/05 25 68569 $ 8,879.34 2017 2021 12 2485 Light 001 1010 Parks 2005 2/21/05 375 94597 $ 3,716.47 2017 2019 12 $22,000 2486 Light 001 1240 Street 2005 2/21/05 374 48111 $ 3,710.23 2017 2020 12 $22,000 2487 Light 001 1010 Parks 2005 2/21/05 371 64556 $ 5,085.46 2017 2019 12 $22,000 2490 Heavy 403 1360 Solid Waste 2005 7/27/05 363 96341 $ 144,500.94 2015 2021 10 $250,000 2491 Light 405 1380 Stormwater 2005 9/14/05 10 52512 $ 12,240.75 2020 2020 15 $75,000 2492 Light 001 0320 IT 2006 1/3/06 25 65284 $ 1,896.78 2018 2019 12 $ 20,000 2493 Light 401 1310 Water Ops 2006 2/17/06 187 123795 $ 5,244.21 2018 2019 12 $22,000 2497 Light 001 1010 Parks 2006 3/15/06 355 556701 $ 3,278.17 2018 2019 12 $22,000 2498 Light 001 1010 Parks 2006 3/15/06 355 67018 $ 5,057.56 2018 2019 12 $22,000 196  2499 Safety 001 0800 Police 2006 3/15/06 352 27417 $ 3,255.94 2013 2020 7 $22,000 Admin 2506 Safety 001 0900 Fire 2006 6/23/06 33 109021 $ 17,917.61 2013 2018 7 $250,000 2507 Heavy 403 1360 Solid Waste 2006 6/26/06 1015 76948 $ 179,384.31 2016 2020 10 $250,000 Building & 1 2508 Light 106 1215 Zoning 2006 6/23/06 25 72471 $ 3,073.50 2018 2019 12 $ 20,000 2509 Light 403 1360 Solid Waste 2007 7/5/06 25 66690 $ 2,722.10 2022 2022 15 2510 Light 001 1220 Fleet 2006 8/30/06 355 27035 $ 5,553.06 2021 2021 15 2523 Safety 001 0800 Police 2007 3/9/07 25 95626 $ 6,310.69 2014 2018 7 $38,000 In use 2525 Safety 001 0800 Police 2007 3/16/07 25 115746 $ 7,856.65 2014 2018 7 $38,000 In use Sewer 2530 Light 401 1350 Collections 2007 5/24/07 25 54273 $ 7,444.93 2019 2019 12 $25,000 2531 Safety 001 0900 Fire 2007 6/21/07 10 86616 $ 5,373.98 2017 2019 10 $ 32,000 Line 2532 Light 001 1010 Parks 2007 7/2/07 25 42108 $ 4,257.98 2019 2019 12 $22,000 2534 Light 001 1230 IT 2007 7/5/07 25 15400 $ 596.60 2019 2020 12 Code 2535 Light 001 1217 Enforcement 2007 7/5/07 25 50043 $ 983.15 2019 2019 12 $ 20,000 2536 Light 001 1230 Facilities 2007 7/10/07 25 49638 $ 2,266.49 2022 2022 15 Utilities 2537 Light 401 1300 Admin 2007 7/10/07 25 23995 $ 2,849.92 2022 2022 15 2538 Light 001 1010 Parks 2007 7/30/07 25 5223 $ 1,845.23 2022 2022 15 2539 Heavy 403 1360 Solid Waste 2007 8/3/07 365 72335 $ 191,348.40 2017 2023 10 $250,000 2540 Light 001 1230 Facilities 2007 8/30/07 5 47945 $ 2,370.07 2019 2020 12 $32,000 2542 Light 001 1240 Street 2007 9/19/07 250 52907 $ 10,110.06 2022 2022 15 2543 Safety 001 0900 Fire 2008 1/29/08 25 49831 $ 2,470.32 2020 2020 12 $ 20,000 2544 Heavy 403 1360 Solid Waste 2008 4/4/08 1836 22744 $ 6,410.45 2023 2023 15 2545 Heavy 403 1360 Solid Waste 2008 4/30/08 3620 85221 $ 102,748.36 2018 2018 10 $250,000 2548 Safety 001 0800 Police 2008 7/7/08 25 120149 $ 8,254.24 2015 2018 7 $38,000 In use 2549 Safety 001 0800 Police 2008 7/7/08 25 82914 $ 4,656.23 2015 2018 7 $38,000 In use 8 2550 Safety 001 900 Fire 2002 8/7/08 65922 129870 $ 6,525.64 2014 2020 12 $ 32,000 Sewer 2552 Heavy 401 1350 Collections 2008 8/26/08 828 51137 $ 33,854.84 2023 2023 15 2553 Safety 001 0800 Police 2006 11/6/08 50371 91710 $ 3,552.06 2016 2018 10 In use 2555 Safety 001 0800 Police 2009 1/20/09 25 109735 $ 6,836.87 2016 2018 7 $38,000 In use 2557 Light 001 1010 Parks 2009 3/31/09 25 29373 $ 640.07 2021 2021 12 2559 Heavy 403 1360 Solid Waste 2009 5/27/09 360 68381 $ 126,690.70 2019 2026 10 $250,000 197 2560 Light 403 1360 Solid Waste 2009 9/2/09 25 43713 $ 1,454.90 2021 2021 12 2561 Safety 001 0800 Police 2009 12/4/09 25 62435 $ 2,626.90 2016 2020 7 $30,000 In use 2562 Heavy 403 1360 Solid Waste 2010 3/25/10 658 86165 $ 74,867.71 2020 2020 10 $250,000 2563 Light 001 1015 Parks 2010 8/18/10 58580 141955 $ 6,099.29 2022 2022 12 2564 Safety 001 0800 Police 2011 12/22/10 25 59080 $ 5,466.78 2018 2020 7 $38,000 In use 2565 Safety 001 0800 Police 2011 12/22/10 25 62643 $ 6,645.36 2018 2020 7 $38,000 In use 2566 Safety 001 0800 Police 2011 12/22/10 25 73594 $ 5,862.44 2018 2020 7 $38,000 In use 2567 Safety 001 0800 Police 2011 12/22/10 25 52178 $ 5,862.44 2018 2020 7 $38,000 In use 2568 Light 401 1310 Water Ops 2011 1/12/11 25 50073 $ 3,162.05 2023 2023 12 2569 Light 001 1010 Parks 2011 1/12/11 25 50451 $ 487.04 2023 2023 12 2571 Heavy 403 1360 Solid Waste 2011 4/25/11 35 74964 $ 15,529.01 2018 2019 7 $135,000 2572 Heavy 403 1360 Solid Waste 2011 4/25/11 35 65879 $ 18,825.81 2018 2019 7 $135,000 2573 Safety 109 2000 Police 2011 10/6/11 5 55456 $ 2,769.91 2018 2020 7 $38,000 In use 2574 Safety 109 2000 Police 2011 10/6/11 5 67172 $ 4,368.14 2018 2020 7 $38,000 In use 2575 Safety 109 2000 Police 2011 10/6/11 4 60399 $ 2,251.50 2018 2020 7 $38,000 In use 2576 Safety 001 0800 Police 2011 10/6/11 4 82739 $ 2,107.49 2018 2020 7 $38,000 In use 2578 Safety 001 0800 Police 2011 10/6/11 4 44105 $ 2,622.10 2018 2020 7 $38,000 In use 2579 Safety 001 0800 Police 2011 10/6/11 4 63370 $ 18,443.83 2018 2020 7 $38,000 In use Sewer 2580 Light 401 1350 Collections 2012 2/1/12 25 46295 $ 1,058.10 2024 2024 12 2581 Light 401 1310 Water Ops 2012 3/9/12 25 64088 $ 1,119.30 2024 2024 12 2582 Light 001 1010 Parks 2012 3/20/12 45 33805 $ 1,002.67 2024 2024 12 Water 2583 Light 401 1340 Distribution 2012 3/28/12 25 49769 $ 423.45 2024 2024 12 2584 Heavy 403 1360 Solid Waste 2012 3/30/12 1776 11070 $ 24,241.07 2022 2022 10 2586 Safety 001 0900 Fire 2012 5/11/12 2102 37552 $ 2,974.31 2024 2024 12 $500,000 Water 2587 Light 401 1340 Distribution 2012 7/23/12 25 56341 $ 1,002.17 2024 2024 12 2588 Heavy 403 1360 Solid Waste 2012 8/13/12 1270 41170 $ 25,033.01 2022 2022 10 2589 Safety 001 0800 Police 2010 9/18/12 35301 79585 $ 2,186.02 2025 2025 15 In use 2591 Heavy 403 1360 Solid Waste 2013 4/18/13 598 51558 $ 5,206.20 2023 2023 10 2592 Heavy 403 1360 Solid Waste 2013 5/10/13 629 52348 $ 3,668.08 2023 2023 10 Sewer 2593 Heavy 401 1350 Collections 2013 10/24/13 1 14659 $ 36.43 2028 2028 15 198 2594 Light 401 1310 Water Ops 2014 3/24/14 28 55436 $ 68.24 2026 2026 12 2595 Light 401 1310 Water Ops 2014 3/24/14 26 18586 $ 13.71 2026 2026 12 2596 Heavy 403 1360 Solid Waste 2014 3/26/14 2322 34751 $ 4,865.86 2026 2026 12 2597 Heavy 001 1230 Facilities 2014 4/4/14 46 5821 $ 193.92 2032 2032 18 2598 Safety 001 0800 Police 2014 4/28/14 19 33915 $ 68.94 2021 2021 7 In use 2599 Safety 001 0800 Police 2014 4/28/14 18 15408 $ 68.94 2021 2021 7 In use 2600 Safety 001 0800 Police 2014 4/28/14 18 34165 $ 116.22 2021 2021 7 In use 2601 Safety 001 0800 Police 2014 4/28/14 18 21895 $ 60.16 2021 2021 7 In use 2602 Safety 001 0800 Police 2014 10/30/14 22 31339 $ 106.17 2021 2022 7 In use 2603 Safety 001 0800 Police 2014 10/30/14 22 38975 $ 79.50 2021 2021 7 In use 2604 Safety 001 0800 Police 2014 10/30/14 23 39188 $ 84.44 2021 2022 7 In use 2605 Safety 001 0800 Police 2014 10/30/14 56 36565 $ 84.23 2021 2021 7 In use 2606 Safety 001 0800 Police 2006 3/21/14 73821 90975 $ 1,049.08 2018 2022 12 In use Sewer 2607 Light 401 1350 Collections 2014 5/28/14 5 43707 $ 957.66 2026 2026 12 Water 2608 Light 401 1340 Distribution 2014 6/3/14 1 26309 $ 276.64 2026 2026 12 2609 Heavy 405 1380 Stormwater 2014 6/25/14 548 5995 $ 2,829.33 2024 2024 10 2610 Light 001 1230 Facilities 2014 7/24/14 1 28507 $ 141.16 2026 2026 12 2611 Light 001 1015 Parks 2014 7/24/14 5 21041 $ 888.90 2026 2026 12 2612 Light 405 1380 Stormwater 2014 7/24/14 1 22274 $ 390.64 2026 2026 12 Engineering 2613 Light 001 1200 Utilities 2014 11/13/14 2 41737 $ 25.08 2026 2026 12 2614 Light 001 1240 Street 2015 1/8/15 366 26817 $ 141.15 2027 2027 12 2615 Light 001 1220 Fleet 2015 1/22/15 508 13357 $ 32,240.00 2027 2027 12 2616 Safety 001 0900 Fire 2015 3/12/15 499 17830 $ 30,928.00 2027 2027 12 2617 Heavy 403 1360 Solid Waste 2015 4/14/15 145 40338 $ 208,023.00 2027 2027 12 2618 Safety 001 0900 Fire 2015 5/5/15 0 0 $ - 2035 2035 20 2619 Safety 001 0800 Police 2015 7/2/15 0 27053 $ 23,688.00 2022 2022 7 2620 Safety 001 0800 Police 2015 7/2/15 0 23835 $ 23,688.00 2022 2022 7 2621 Safety 001 0800 Police 2015 7/2/15 0 23320 $ 23,688.00 2022 2022 7 2622 Light 001 1000 Recreation 2015 7/10/15 0 3714 $ - 2025 2025 12 2623 Light 001 1000 Recreation 2015 7/28/15 0 6608 $ - 2025 2025 12 2624 Safety 001 0800 Police 2016 8/31/15 0 20553 $ 25,461.00 2022 2022 7 2625 Safety 001 0800 Police 2016 8/31/15 0 33525 $ 25,461.00 2022 2022 7 2626 Safety 001 0800 Police 2016 8/31/15 0 29830 $ 25,461.00 2022 2022 7 2627 Safety 001 0800 Police 2016 8/31/15 0 20956 $ 25,461.00 2022 2022 7 Building & 2628 Light 106 1215 Zoning 2015 8/14/15 0 15079 $ 19,199.00 2027 2027 12 2629 Light 001 1000 Recreation 2016 12/3/15 353 5625 $ 25,967.25 2027 2027 12 2630 Light 001 1010 Parks 2016 12/21/15 376 7156 $ 19,422.00 2027 2027 12 199 2631 Heavy 403 1360 Solid Waste 2016 1/21/16 503 16993 $ 90,680.00 2028 2028 12 2632 Heavy 403 1360 Solid Waste 2016 1/21/16 502 19159 $ 90,680.00 2028 2028 12 2633 Safety 001 0800 Police 2008 2/15/16 264306 264955 2023 2023 7 2634 Light 401 1310 Water Ops 2016 6/2/16 338 20275 2028 2028 12 Building & 2635 Light 106 1215 Zoning 2016 6/2/16 366 8546 2028 2028 12 2636 Light 403 1360 Solid Waste 2016 6/2/16 360 7300 2637 Safety 001 0800 Police 2016 6/14/16 8588 2023 2023 7 2638 Safety 001 0800 Police 2016 6/14/16 11812 2023 2023 7 2639 Safety 001 0800 Police 2016 6/14/16 13587 2023 2023 7 2640 Safety 001 0800 Police 2016 6/14/16 12103 2023 2023 7 2641 Safety 001 0800 Police 2016 6/14/16 19910 2023 2023 7 2642 Safety 001 0800 Police 2016 6/14/16 12113 2023 2023 7 2643 Safety 001 0800 Police 2016 6/14/16 12622 2023 2023 7 2644 Light 001 1230 Facilities 2016 7/5/16 333 5310 2028 2028 12 2645 Light 001 1010 Parks 2016 7/20/16 367 5796 2028 2028 12 Code 2646 Light 001 1217 Enforcement 2016 7/20/16 332 3507 2028 2028 12 2647 Light 001 1380 Stormwater 2016 7/28/16 334 4183 2028 2028 12 2648 Safety 001 0900 Fire 2016 7/28/16 389 8302 2028 2028 12 Sewer 2649 Light 401 1350 Collections 2016 8/16/16 373 4240 2028 2028 12 2650 Heavy 405 1380 Stormwater 2016 9/28/16 3280 4094 2651 Light 001 1220 Fleet 2016 10/27/16 362 3423 Water 2652 Heavy 401 1340 Distribution 2016 11/9/16 6177 2653 Safety 001 0800 Police 2017 11/22/16 5281 2654 Safety 001 0800 Police 2017 11/22/16 6740 Sewer 2655 Heavy 401 1350 Collections 2016 1/12/17 349 4594 2656 Safety 001 0800 Police 2017 1/19/17 2817 2657 Safety 001 0800 Police 2017 1/19/17 2900 Sewer 2658 Heavy 401 1350 Collections 2017 2/17/17 350 1238 2659 Heavy 403 1360 Solid Waste 2017 3/6/17 318 3223 2660 Light 001 1010 Parks 2017 3/24/17 1753 2661 Light 001 1010 Parks 2017 3/24/17 1142 2662 Heavy 405 1380 Stormwater 2017 4/3/17 740 1459 2663 Safety 001 0800 Police 2017 4/11/17 336 958 2664 Safety 001 0800 Police 2017 4/18/17 369 2665 Safety 001 0800 Police 2017 4/19/17 2289 2666 Safety 001 0800 Police 2017 4/20/17 1004 2667 Heavy 001 1240 Street 2017 5/4/17 342 789 2668 Safety 001 0800 Police 2017 7/14/17 502 2669 Safety 001 0800 Police 2017 7/14/17 502 2670 Safety 001 0800 Police 2017 7/14/17 502 2671 Safety 001 0800 Police 2017 7/14/17 502 2672 Safety 001 0800 Police 2017 7/14/17 502 200 
      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 2017-18 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
         • Maintenance and preservation of current infrastructure • Public health and safety      • Operating budget impact       • Recreational, cultural or aesthetic 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. More information regarding the City’s Strategic Plan can be found on page 5. • Strategy #1 – Economic Diversification & Resiliency • Strategy #2 – Invest for a Safter City • Strategy #3 – Create Broader Redevolpment Areas with Visible Projects • Strategy #4 – Create a Master Plan City of Fort Walton Beach, FL 201 
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  #$% + ,     -%      &     '(% 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 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). City of Fort Walton Beach, FL 202 
      • 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 203 
   
 
 FIVE YEAR Page CIP Project Name FY 2017-18 FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 TOTAL 207 5071 Tennis Center Improvements 66,000 50,000 16,000 - - 132,000 Recreation 66,000 50,000 16,000 - - 132,000 208 5117 Recreation Complex 100,000 34,000 - - - 134,000 Parks 100,000 34,000 - - - 134,000 209 TBD Landing Park Improvement 1,600,000 1,100,000 - - - 2,700,000 210 5147 Facilities Master Plan 865,000 10,400,000 - - - 11,265,000 Facilities 2,465,000 11,500,000 - - - 13,965,000 211 TBD Traffic Cabinet Upgrades - 50,000 25,000 - - 75,000 212 5018 Street Resurfacing 175,000 200,000 200,000 200,000 200,000 975,000 213 5306 Sidewalk Improvements 25,000 25,000 25,000 25,000 25,000 125,000 Streets 200,000 275,000 250,000 225,000 225,000 1,175,000 GENERAL FUND TOTAL 2,831,000 11,859,000 266,000 225,000 225,000 15,406,000 214 5607 Carson Drive & Third Street SE Streetscape 275,000 300,000 300,000 - - 875,000 CRA FUND TOTAL 275,000 300,000 300,000 - - 875,000 215 5058 Water Well Improvements 300,000 - - - - 300,000 Water Operations 300,000 - - - - 300,000 216 5056 Water Line Replacement/Multiple Sites 49,500 49,500 49,500 49,500 49,500 247,500 Water Distribution 49,500 49,500 49,500 49,500 49,500 247,500 217 5032 Sewer System Grouting & Lining - 200,000 200,000 200,000 200,000 800,000 218 5049 Lift Station Rehabilitation 100,000 500,000 50,000 50,000 50,000 750,000 Sewer Collection & Treatment 100,000 700,000 250,000 250,000 250,000 1,550,000 UTILITIES FUND TOTAL 149,500 749,500 299,500 299,500 299,500 2,097,500 219 5019 Stormwater Improvements 300,000 300,000 300,000 300,000 300,000 1,500,000 STORMWATER FUND TOTAL 300,000 300,000 300,000 300,000 300,000 1,500,000 GRAND TOTAL - ALL FUNDS 3,555,500 13,208,500 1,165,500 824,500 824,500 19,878,500   
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 ,       204  FUNDING METHODOLOGY FY 2017-18 TIMELINE FUTURE Operating Bond / Debt Other(1) / Fund Bal / FIVE YEAR Estimated Project YEAR Revenues Grant Issue In-Kind(2) Net Assets TOTAL Start Duration EXPENSES 100,000 32,000 - - - 132,000 Oct 2017 36 months - 100,000 32,000 - - - 132,000 - 134,000 - - - - 134,000 Oct 2017 24 months - 134,000 - - - - 134,000 - - 2,700,000 - - - 2,700,000 Oct 2017 24 months - - - 10,400,000 - 865,000 11,265,000 Jun 2019 12 months - - 2,700,000 10,400,000 - 865,000 13,965,000 - 75,000 - - - - 75,000 Oct 2018 24 months - 975,000 - - - - 975,000 Oct 2017 12 months - 125,000 - - - - 125,000 Oct 2017 12 months - 1,175,000 - - - - 1,175,000 - 1,409,000 2,732,000 10,400,000 - 865,000 15,406,000 - 275,000 - - - 600,000 875,000 Oct 2017 36 months 275,000 - - - 600,000 875,000 - 300,000 - . . . 300,000 Oct 2017 12 months 300,000 - - - - 300,000 247,500 - - - - 247,500 Oct 2017 12 months - 247,500 - - - - 247,500 - 800,000 - - - - 800,000 Oct 2018 12 months - 750,000 - - - - 750,000 Oct 2017 48 months - 1,550,000 - - - - 1,550,000 - 2,097,500 - - - - 2,097,500 - 450,000 - - 1,050,000 - 1,500,000 Oct 2017 12 months - 450,000 - - 1,050,000 - 1,500,000 - - - 4,231,500 2,732,000 10,400,000 1,050,000 1,465,000 19,878,500 - 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. 205 206 
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% & Priority No. Project Title: City of Fort Walton Beach Tennis Center Responsible Department: Recreation & Cultural Services Neighborhood/Loc Oakland Responsible Division: Parks Project Manager: Jeff Peters Project Category: Park Facilities Project Type: Multi-Year Project Number: 5071 Estimated Useful Life (years): 25 Criteria Type: Continues Existing Project Projected Date of Completion: 09/30/18 Project Description/Justification: The project includes resurfacing some of the tennis courts, which was completed in FY 2016-17. In addition, prior year improvements included bathroom renovations, lighting and ballast repair, and interior building renovations. FY 2018 FY 2019 Replacement of court fencing FY 2020 Seal coating of the parking lot FY 2021 Court resurfacing FY 2022 BUDGETED EXPENDITURE SCHEDULE FY FY FY FY FY Five Year Total Project Elements: 2018 2019 2020 2021 2022 Total Project Cost Improvements - 66,000 50,000 16,000 - 132,000 Furniture/Fixture/Equip. - - - - - - Operational Impact - - - - - - Total Expenditures - 66,000 50,000 16,000 - 132,000 177,000 Expenses From Prior Year(s): $45,000 Funded from Prior Yr. Revenue: $45,000 Prior Year Activity on Project: FY 2017 Resurfaced court, new HVAC, bathroom renovations, roof repairs, light and ballast repair FY 2016 FY 2015 FY 2014 FY 2013 FY FY FY FY FY Five Year Total Revenue Funding Summary: 2018 2019 2020 2021 2022 Total Revenue City Funding 46,400 46,400 92,800 Grant Funding 16,000 16,000 32,000 Debt Financing - Other Outside Funding - Revenue Enhancements 3,600 3,600 3,600 3,600 3,600 18,000 Total Revenue Funding: 3,600 66,000 50,000 19,600 3,600 142,800 187,800         207 
       
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% & Priority No. Project Title: Fort Walton Beach Recreation Complex Responsible Department: Recreation & Cultural Services Neighborhood/Loc Beal Parkway 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: 09/30/19 Project Description/Justification: Expand on current City of Fort Walton Beach Recreation Complex FY 2018 Install four (4) beach volleyball courts, curbing & sidewalk, irrigation, landscaping, sod and trees FY 2019 Install handicap parking FY 2020 FY 2021 FY 2022 BUDGETED EXPENDITURE SCHEDULE FY FY FY FY FY Five Year Total Project Elements: 2018 2019 2020 2021 2022 Total Project Cost Improvements 100,000 34,000 - - - 134,000 Furniture/Fixture/Equip. - - - - - - Operational Impact - - - - - - Total Expenditures 100,000 34,000 - - - 134,000 348,321 Expenses From Prior Year(s): $214,321 Funded from Prior Yr. Revenue: $214,321 Prior Year Activity on Project: FY 2017 Skate Park FY 2016 FY 2015 FY 2014 FY 2013 FY FY FY FY FY Five Year Total Revenue Funding Summary: 2018 2019 2020 2021 2022 Total Revenue City Funding 100,000 34,000 - - - 134,000 Grant Funding - - - - - - Debt Financing - - - - - - Other Outside Funding - - - - - - Revenue Enhancements - - - - - - Total Revenue Funding: 100,000 34,000 - - - 134,000 348,321 # $%& ' (  )*(   208 
       
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% & 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: 09/30/18 Project Description/Justification: Improvements to park FY 2018 Stage FY 2019 Splash pad, parking FY 2020 FY 2021 FY 2022 BUDGETED EXPENDITURE SCHEDULE FY FY FY FY FY Five Year Total Project Elements: 2018 2019 2020 2021 2022 Total Project Cost Improvements 1,600,000 1,100,000 - - - 2,700,000 Furniture/Fixture/Equip. - - - - - - Operational Impact - - - - - - Total Expenditures 1,600,000 1,100,000 - - - 2,700,000 2,700,000 Expenses From Prior Year(s): $0 Funded from Prior Yr. Revenue: $0 Prior Year Activity on Project: FY 2017 FY 2016 FY 2015 FY 2014 FY 2013 FY FY FY FY FY Five Year Total Revenue Funding Summary: 2018 2019 2020 2021 2022 Total Revenue City Funding - - - - - - Grant Funding 1,600,000 1,100,000 - - - 2,700,000 Debt Financing - - - - - - Other Outside Funding - - - - - - Revenue Enhancements - - - - - - Total Revenue Funding: 1,600,000 1,100,000 - - - 2,700,000 2,700,000 # $%& ' (  )*(   209 
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% & Priority No. Project Title: Facilities Master Plan Responsible Department: Public Works Neighborhood/Loc Citywide Responsible Division: City Council Project Manager: Tim Bolduc Project Category: Public Buildings Project Type: Multi-Year Project Number: Estimated Useful Life (years): 25 Criteria Type: Scheduled Replacement Projected Date of Completion: 09/30/18 Project Description/Justification: Phase II of the Master plan will provide a comprehensive design to consolidate the following facilities, Field Operations, Fleet, GIS, Facilities Maintenance, Solid Waste and Parks and Recreation Maintenance. The team from Sam Marshal Architects and Ajax Building Corporation will design a field operations complex that will FY 2018 house the above mentioned services at 11 Jet Drive, Fort Walton Beach. FY 2019 Construction of Facilities Complex BUDGETED EXPENDITURE SCHEDULE FY FY FY FY FY Five Year Total Project Elements: 2018 2019 2020 2021 2022 Total Project Cost Improvements 865,000 10,400,000 - - - 11,265,000 Furniture/Fixture/Equip. - - - - - - Operational Impact - - - - - - Total Expenditures 865,000 10,400,000 - - - 11,265,000 11,265,000 Expenses From Prior Year(s): $0 Funded from Prior Yr. Revenue: $0 Prior Year Activity on Project: FY 2017 FY 2016 FY 2015 FY 2014 FY 2013 FY FY FY FY FY Five Year Total Revenue Funding Summary: 2018 2019 2020 2021 2022 Total Revenue City Funding 865,000 - - - - 865,000 Grant Funding - - - - - - Debt Financing - 10,400,000 - - - 10,400,000 Other Outside Funding - - - - - - Revenue Enhancements - - - - - - Total Revenue Funding: 865,000 10,400,000 - - - 11,265,000 11,265,000  
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% & Priority No. Project Title: Traffic Cabinet Upgrades Responsible Department: Utility Services Neighborhood/Loc Citywide Responsible Division: Streets Project Manager: Daniel Payne Project Category: Capital Equipment Project Type: Multi-Year Project Number: Estimated Useful Life (years): 25 Criteria Type: Equipment Replacement Projected Date of Completion: 09/30/18 Project Description/Justification: Replace existing traffic control cabinet at City maintained intersections to accommodate pedestrian movements and allow for them to be compatible with Okaloosa County Traffic. The following intersections are recommended for traffic cabinet replacement: Hollywood Boulevard SW and Memorial Parkway SW, Hollywood Boulevard SW and Wright Parkway SW. BUDGETED EXPENDITURE SCHEDULE FY FY FY FY FY Five Year Total Project Elements: 2018 2019 2020 2021 2022 Total Project Cost Improvements - - - - - - Furniture/Fixture/Equip. - 50,000 25,000 - - 75,000 Operational Impact - - - - - - Total Expenditures - 50,000 25,000 - - 75,000 75,000 Expenses From Prior Year(s): $0 Funded from Prior Yr. Revenue: $0 Prior Year Activity on Project: FY 2017 FY 2016 FY 2015 FY 2014 FY 2013 FY FY FY FY FY Five Year Total Revenue Funding Summary: 2018 2019 2020 2021 2022 Total Revenue City Funding - 50,000 25,000 - - 75,000 Grant Funding - - - - - - Debt Financing - - - - - - Other Outside Funding - - - - - - Revenue Enhancements - - - - - - Total Revenue Funding: - 50,000 25,000 - - 75,000 75,000       
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% & Priority No. Project Title: Street Resurfacing Responsible Department: Utility Services Neighborhood/Loc Citywide Responsible Division: Streets Project Manager: Daniel Payne Project Category: Infrastructure Project Type: Multi-Year Project Number: 5018 Estimated Useful Life (years): 25 Criteria Type: Improve Existing Svs/Infrastructure Projected Date of Completion: 09/30/18 Project Description/Justification: The City resurfaces a portion of roadways each year. Resurfacing is accomplished by conventional overlay or milling and resurfacing. Overlaying a road surface requires the use of compacted SP 9.5 asphalt to a depth of 1" to 1 1/2" over the existing surface. Milling and resurfacing requires cutting the existing asphalt surface down and applying a new cost of asphalt on top. Preventative maintenance prevents roadways from deteriorating to a point requiring more costly complete rehabilitation, and provides a safe, comfortable, and aesthetically pleasing transportation network. BUDGETED EXPENDITURE SCHEDULE FY FY FY FY FY Five Year Total Project Elements: 2018 2019 2020 2021 2022 Total Project Cost Improvements 175,000 200,000 200,000 200,000 200,000 975,000 Furniture/Fixture/Equip. - - - - - - Operational Impact - - - - - - Total Expenditures 175,000 200,000 200,000 200,000 200,000 975,000 975,000 Expenses From Prior Year(s): $0 Funded from Prior Yr. Revenue: $0 Prior Year Activity on Project: FY 2017 Various FY 2016 Various FY 2015 Various FY 2014 Various FY 2013 Various FY FY FY FY FY Five Year Total Revenue Funding Summary: 2018 2019 2020 2021 2022 Total Revenue City Funding 175,000 200,000 200,000 200,000 200,000 975,000 Grant Funding - - - - - - Debt Financing - - - - - - Other Outside Funding - - - - - - Revenue Enhancements - - - - - - Total Revenue Funding: 175,000 200,000 200,000 200,000 200,000 975,000 975,000 # $% &  #  
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% & Priority No. 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: 09/30/18 Project Description/Justification: This 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. BUDGETED EXPENDITURE SCHEDULE FY FY FY FY FY Five Year Total Project Elements: 2018 2019 2020 2021 2022 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 25,000 125,000 125,000 Expenses From Prior Year(s): $0 Funded from Prior Yr. Revenue: $0 Prior Year Activity on Project: FY 2017 FY 2016 FY 2015 FY 2014 FY 2013 FY FY FY FY FY Five Year Total Revenue Funding Summary: 2018 2019 2020 2021 2022 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 25,000 125,000 125,000 # $% &  #  
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% & Priority No. Project Title: Carson Drive SE & Third Street SE Streetscape Responsible Department: Public Works Neighborhood/Loc Beal Parkway Responsible Division: CRA Project Manager: Tim Bolduc Project Category: Infrastructure Project Type: Multi-Year Project Number: 5607 Estimated Useful Life (years): 25 Criteria Type: Continues Existing Project Projected Date of Completion: 09/30/19 Project Description/Justification: Provide new sidewalk, drainage improvements, asphalt repaving, lighting, landscaping, and pedestrian access on Carson Drive SE and Third Street SE over a three (3) year period. Segment Three (3) to be completed in FY 17-18 and scope will include improvements on Third Street SE from Carson FY 2018 Drive SE to Harbeson Avenue SE Segment Two (2) to be completed in FY 18-19 and will include improvements on Third Street SE from Harbeson FY 2019 Avenue SE to Beal Parkway SW. BUDGETED EXPENDITURE SCHEDULE FY FY FY FY FY Five Year Total Project Elements: 2018 2019 2020 2021 2022 Total Project Cost Improvements 275,000 300,000 300,000 - - 875,000 Furniture/Fixture/Equip. - - - - - - Operational Impact - - - - - - Total Expenditures 275,000 300,000 300,000 - - 875,000 875,000 Expenses From Prior Year(s): $0 Funded from Prior Yr. Revenue: $0 Prior Year Activity on Project: Segment One (1) to be completed in FY 16-17 and scope includes improvments to Carson Drive SE from Hollywood to FY 2017 Third Street SE. . FY 2016 FY 2015 FY 2014 FY 2013 FY FY FY FY FY Five Year Total Revenue Funding Summary: 2018 2019 2020 2021 2022 Total Revenue City Funding 275,000 300,000 300,000 - - 875,000 Grant Funding - - - - - - Debt Financing - - - - - - Other Outside Funding - - - - - - Revenue Enhancements - - - - - - Total Revenue Funding: 275,000 300,000 300,000 - - 875,000 875,000 # $%&
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% & Priority No. Project Title: Water Well Improvements Responsible Department: Utility Services Neighborhood/Loc Beal Parkway Responsible Division: Water Operations Project Manager: Daniel Payne Project Category: Infrastructure Project Type: Multi-Year Project Number: Estimated Useful Life (years): 25 Criteria Type: Public Health & Safety Projected Date of Completion: 09/30/18 Project Description/Justification: Remove existing aerator at Well No. 2 and replace with a forced draft system adjacent to the building. Project also includes providing a new roof to the existing building. BUDGETED EXPENDITURE SCHEDULE FY FY FY FY FY Five Year Total Project Elements: 2018 2019 2020 2021 2022 Total Project Cost Improvements 300,000 - - - - 300,000 Furniture/Fixture/Equip. - - - - - - Operational Impact - - - - - - Total Expenditures 300,000 - - - - 300,000 300,000 Expenses From Prior Year(s): $0 Funded from Prior Yr. Revenue: $0 Prior Year Activity on Project: FY 2017 FY 2016 FY 2015 FY 2014 FY 2013 FY FY FY FY FY Five Year Total Revenue Funding Summary: 2018 2019 2020 2021 2022 Total Revenue City Funding 300,000 - - - - 300,000 Grant Funding - - - - - - Debt Financing - - - - - - Other Outside Funding - - - - - - Revenue Enhancements - - - - - - Total Revenue Funding: 300,000 - - - - 300,000 300,000 # $% &  #  
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% & Priority No. Project Title: Water Line Replacement Responsible Department: Utility Services Neighborhood/Loc Beal Parkway Responsible Division: Water Distribution Project Manager: Daniel Payne Project Category: Infrastructure Project Type: Multi-Year Project Number: 5056 Estimated Useful Life (years): 25 Criteria Type: Public Health & Safety Projected Date of Completion: 09/30/18 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 2017-18 Moriarty Street & N. Audrey Circle. BUDGETED EXPENDITURE SCHEDULE FY FY FY FY FY Five Year Total Project Elements: 2018 2019 2020 2021 2022 Total Project Cost Improvements 49,500 49,500 49,500 49,500 49,500 247,500 Furniture/Fixture/Equip. - - - - - - Operational Impact - - - - - - Total Expenditures 49,500 49,500 49,500 49,500 49,500 247,500 480,750 Expenses From Prior Year(s): $233,250 Funded from Prior Yr. Revenue: $233,250 Prior Year Activity on Project: FY 2017 Greenbrier Drive NE FY 2016 London Avenue NW, Robinwood Drive NW FY 2015 Andalusia Street, Vista Street SW FY 2014 Oak Street SE, Stacy Circle NE, Nebraska Avenue NE FY 2013 Bayou Woods Drive NW, Watson Drive NW FY FY FY FY FY Five Year Total Revenue Funding Summary: 2018 2019 2020 2021 2022 Total Revenue City Funding 49,500 49,500 49,500 49,500 49,500 247,500 Grant Funding - - - - - - Debt Financing - - - - - - Other Outside Funding - - - - - - Revenue Enhancements - - - - - - Total Revenue Funding: 49,500 49,500 49,500 49,500 49,500 247,500 480,750 # $% &  #  
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% & Priority No. Project Title: Sewer System Lining & 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: Public Health & Safety Projected Date of Completion: 09/30/19 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 possibly 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. BUDGETED EXPENDITURE SCHEDULE FY FY FY FY FY Five Year Total Project Elements: 2018 2019 2020 2021 2022 Total Project Cost Improvements - 200,000 200,000 200,000 200,000 800,000 Furniture/Fixture/Equip. - - - - - - Operational Impact - - - - - - Total Expenditures - 200,000 200,000 200,000 200,000 800,000 800,000 Expenses From Prior Year(s): $0 Funded from Prior Yr. Revenue: $0 Prior Year Activity on Project: FY 2017 FY 2016 FY 2015 FY 2014 FY 2013 FY FY FY FY FY Five Year Total Revenue Funding Summary: 2018 2019 2020 2021 2022 Total Revenue City Funding - 200,000 200,000 200,000 200,000 800,000 Grant Funding - - - - - - Debt Financing - - - - - - Other Outside Funding - - - - - - Revenue Enhancements - - - - - - Total Revenue Funding: - 200,000 200,000 200,000 200,000 800,000 800,000       
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% & Priority No. Project Title: Lift Station Rehabilitation Responsible Department: Utility Services Neighborhood/Loc Beal Parkway Responsible Division: Sewer Collection & Treatment Project Manager: Daniel Payne Project Category: Infrastructure Project Type: Multi-Year Project Number: 5050 Estimated Useful Life (years): 25 Criteria Type: Public Health & Safety Projected Date of Completion: 09/30/22 Project Description/Justification: The existing lift station needs to be rehabilitated due to the extreme proximity to SR 189 and the deterioration of the structure. Rehab will include demolition of the existing lid of the lift station and installation of a new hatch, lid, guardrails and valve work. BUDGETED EXPENDITURE SCHEDULE FY FY FY FY FY Five Year Total Project Elements: 2018 2019 2020 2021 2022 Total Project Cost Improvements 100,000 500,000 50,000 50,000 50,000 750,000 Furniture/Fixture/Equip. - - - - - - Operational Impact - - - - - - Total Expenditures 100,000 500,000 50,000 50,000 50,000 750,000 750,000 Expenses From Prior Year(s): $0 Funded from Prior Yr. Revenue: $0 Prior Year Activity on Project: FY 2017 FY 2016 FY 2015 FY 2014 FY 2013 FY FY FY FY FY Five Year Total Revenue Funding Summary: 2018 2019 2020 2021 2022 Total Revenue City Funding 100,000 500,000 50,000 50,000 50,000 750,000 Grant Funding - - - - - - Debt Financing - - - - - - Other Outside Funding - - - - - - Revenue Enhancements - - - - - - Total Revenue Funding: 100,000 500,000 50,000 50,000 50,000 750,000 750,000       
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% & Priority No. Project Title: Stormwater 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: Public Health & Safety Projected Date of Completion: 09/30/18 Project Description/Justification: This program involves the replacement or improvement of stormwater infrastructure, and also serves to address water quantity/flooding as identified in the City's Stormwater Master Plan. Improvements scheduled are for Okaloosa Road NE (area 22) and Laurie Drive NE (area 23). Stormwater Infrastructure ensures the proper quantity and quality of stormwater runoff thereby protecting the health and safety of our citizens. BUDGETED EXPENDITURE SCHEDULE FY FY FY FY FY Five Year Total Project Elements: 2018 2019 2020 2021 2022 Total Project Cost Improvements 90,000 90,000 90,000 90,000 90,000 450,000 Furniture/Fixture/Equip. - - - - - - Operational Impact - - - - - - Total Expenditures 90,000 90,000 90,000 90,000 90,000 450,000 450,000 Expenses From Prior Year(s): $0 Funded from Prior Yr. Revenue: $0 Prior Year Activity on Project: FY 2017 FY 2016 FY 2015 FY 2014 FY 2013 FY FY FY FY FY Five Year Total Revenue Funding Summary: 2018 2019 2020 2021 2022 Total Revenue City Funding 90,000 90,000 90,000 90,000 90,000 450,000 Grant Funding - - - - - - Debt Financing - - - - - - Other Outside Funding - - - - - - Revenue Enhancements - - - - - - Total Revenue Funding: 90,000 90,000 90,000 90,000 90,000 450,000 450,000 # $% &  #  
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220 Statistical Information !"#$%&'(')%$*!+,' 60.$ !"#$%&$'%("$)*+"%,$-.*/01$'+%(!7*$8(!7.3$!"3.+&$%,$9.!,:$*$3;*++1$&*;!+#<%(!.,".7$3.*3!7.$/%;;5,!"#$9%*3"!,:$*$ 7%=,"%=,$ *(.*$ "0*"$ =*3$ 0%;.$ "%$ *$ 3!:,!&!/*,"$ 8(.0!3"%(!/$ >*"!?.$ @;.(!/*,$ /%;;5,!"#$ %,$ "0.$ A5+&$ %*3"$ %&$ >%("0=.3"$ '+%(!7*B$ $ 4!"5*".7$ *"$ "0.$ C5,/"!%,$ %&$ "=%$ ;*C%($ 0!:0=*#3$ <$ D4$ EF$ GH!(*/+.$ 4"(!8$ I*(J=*#K$ *,7$ 4L$ FM$ GN:+!,$I*(J=*#K$<$'%("$)*+"%,$-.*/0$.,C%#3$"0.$9.,.&!"3$%&$!"3$/(%33(%*73$+%/*"!%,$*+%,:$"0.$/%*3"*+$8%("!%,$%&$"0.$ >%("0=.3"$'+%(!7*$(.:!%,*+$"(*,38%("*"!%,$,."=%(JB$$60.$ !"#$%&&.(3$*$&5++<3.(?!/.$:%?.(,;.,"$8(%?!7!,:$8%+!/.$*,7$ &!(.$8(%"./"!%,O$/5+"5(*+$*,7$(./(.*"!%,*+$*/"!?!"!.3$!,/+57!,:$8*(J31$*$+!9(*(#1$*$;53.5;1$*,7$"=%$/0*;8!%,30!8$:%+&$ /%5(3.3O$ 8+*,,!,:$ *,7$ P%,!,:O$ 859+!/$ =%(J3$ 35/0$ *3$ 3"(.."1$ 3!7.=*+J1$ (!:0"<%&<=*#1$ *,7$ /.;.".(#$ ;*!,".,*,/.O$ 5"!+!"!.3$ 3.(?!/.$ !,/+57!,:$ =*".(1$ 3.=.(1$ *,7$ 3"%(;$ =*".(O$ *,7$ :*(9*:.$ *,7$ (./#/+!,:$ /%++./"!%,$ "%$ 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!,/+57!,:$ "0.$ -(%%J3$ -(!7:.$I*(J$!,$QRX^1$"0.$ !"#a3$7%=,"%=,$=*".(&(%,"$=*3$%8.,.7$58$"%$*,$.T".,"$,.?.($9.&%(.$(.*+!P.7$*,7$385((.7$ ./%,%;!/$:(%="0$7%=,"%=,B$$Z5"3!7.$%&$7%=,"%=,1$"0.$ !"#$/%;8+.".7$/%,3"(5/"!%,$%&$*$,.=$(./(.*"!%,*+$/%;8+.T1$ =0!/0$0*3$*77.7$"%$"0.$*""(*/"!%,$%&$"0.$ !"#B$ $ $ $ $ $ $ $ $ `%=,"%=,$L.7.?.+%8;.,"b$-(%%J3$-(!7:.$I*(J$ L./(.*"!%,$ %;8+.T$c$%8.,.7$45;;.($QRXM$ $ !"#$%&$'%("$)*+"%,$-.*/01$'2$ 221 Statistical Information `@6N$Z'$U> ZLIZL@6UZ>b$W5,.$XS1$XE[X$ $$'ZLH$Z'$AZVNL>HN>6b$ %5,/!+$d$H*,*:.($ I@VN`$46LNN64b$E^BXQ$;!+.3$ $$ANZAL@I]U $@LN@b$YB[X$3\5*(.$;!+.3$ 4U`N)@2e4b$S[BY^$;!+.3$ $$6@f@-2N$@44N44N`$V@2DNb$gX1QFR1REF1SMQ$ )@6NL$d$4N)NL$2U>N4b$QF^BSY$;!+.3$ $$ U6h$HU22@AN$L@6Nb$MBYSEY$ 46ZLH$`L@U>b$[QBXR$;!+.3$ $$IZID2@6UZ>b$QQ1MXE$ IZ2U N$46@6UZ>4b$X$$$$$$$$$$'ULN$46@6UZ>4b$Q$ $$NHI2ZhNN4b$^MF$8%3!"!%,31$QEEBM^$'6Na3$ 2U-L@LUN4b$X$$$$$$$$$$HD4NDH4b$[$ $$$$$4)ZL>$IZ2U N$Z''U NL4b$[[$ XF<]Z2N$AZ2'$ ZDL4N4b$Q$ $$$$$'ULN'UA]6U>A$INL4Z>>N2b$^S$ @ 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H*(!%, 6*#+%( 2!9.("# ].(,*,7% U,7!*,$L!?.( I*3/% )*+"%, N3/*;9!* )*J5++* ZJ*+%%3* `.3%"% I%+J $ $ $ !"#$%&$'%("$)*+"%,$-.*/01$'2$ 228 Statistical Information )%$),%#&'#DS,"' $ #8T8RA:'D66:66:9'X8A3:'-<B;8=?6<4'2?4'B?AA?<46C gM1RRR g[1MRR g[1RRR g^1MRR g^1RRR gQ1MRR gQ1RRR gX1MRR gX1RRR gMRR gR !,/%$-*#%5 (.3"?!.= `.3"!, '%("$)*+"%, 2*5(.+$]!++ H*(#$N3"0.( >!/.?!++. 40*+!;*( V*+8*(*!3% -.*/0 QRX[ QRXM QRXS QRXY QRXF $ $ )=<;:=>@'#8T'03=9:4'-<B;8=?6<4'U<='$V8A<<68'-<34>@W6'%:6?9:4>6' 6%"*+$ @7$V*+%(.;$ H5,!/!8*+!"#$ H!++*:.$ 6*T*9+.$V*+5.$ I%85+*"!%,$ 8.($ *8!"*$ 2*5(.+$]!++$ X[BQM^X$ gXSBMH$ MFF$ g[RR$ V*+8*(*!3%$ XMBYYYX$ gQXYBYH$ M1RYQ$ gSYY$ (.3"?!.=$ XYBSEEY$ gXRQMBQH$ Q^1MSY$ gYYR$ H*(#$N3"0.($ XMBYEQS$ gQFRB^H$ [1QFE$ gX1R^Q$ >!/.?!++.$ X[B[M^X$ gXR^YBMH$ X[1EY[$ gX1RRX$ Fort Walton Beach 16.5228 $1278.3M 21,971 $961 40*+!;*($ XMB^^^X$ gESB^H$ FRM$ gX1FQE$ !,/%$-*#%5$ XSB^^^X$ gMXBEH$ [QM$ gX1EE^$ `.3"!,$ X^B^SFX$ g[YQEBYH$ X^1SM[$ g[1S^X$ ZJ*+%%3*$ %5,"#p$ X[B^M^X$ gXMSFXBSH$ $ XEQ1EQM$ gX1XSY$ pH5+"!8+.$&!(.$7!3"(!/"3$3.(?.$"0.$5,!,/%(8%(*".7$*(.*31$=!"0$?*(#!,:$;!++*:.$(*".3$ ' Fort Walton Beach is the only full-service city, providing police, fire, water & sewer, garbage, and stormwater services along with recreational programs, senior center, library, museums, and two 18-hole golf courses. $ ' $ $ #<;'LM'*<=>'F8A><4'0:8N7'#8T;8@:=6'Y'ZML[' $ $ ' 6*T8*#.($ 6%"*+$6*T*9+.$V*+5.$ I.(/.,"*:.$ A5+&$I%=.($ %B$ g$$$$$$$$QR1^MF1S[[$$ XBSSq$ 453%$Q$D8"%=,1$2I$ $$$$$$$$$$X[1^^E1[M[$$ XBXYq$ %T$ %;;5,!/*"!%,3$A5+&$ %*3"1$22 $ $$$$$$$$$$$$Y1RRM1[MM$$ RBMYq$ EE$N:+!,$26`$ $$$$$$$$$$$$S1RYY1RQF$ RBMRq$ `L4$6(*!,!,:$d$ %,"(%+$ $$$$$$$$$$$$M1SMX1QMF$ RB[Sq$ I*/!&!/*$)*+"%,$-.*/0$22 $ $$$$$$$$$$$$M1MM^1M[X$ RB[Mq$ N;9*(\$ %(8B$ $$$$$$$$$$$$M1XF^1F^F$$ RB[Qq$ I4]$%&$ZJ*+%%3*$22 $ $$$$$$$$$$$$M1XM[1RYS$$ RB[Qq$ '>-6B ZH$-*,J$ $$$$$$$$$$$$[1FEY1^EX$$ RB[Rq$ '%("$)*+"%,$H*/0!,!,:1$U,/B$ $$$$$$$$$$$$[1^^R1XMR$$ RB^Mq$ $ $g$$$$$$$YF1MMR1F^M$ SB[Qq$ Z"0.($6*T8*#.(3$ g$$$X1X[M1FSE1QMF$ E^BMFq$ 6%"*+$6*T*9+.$@33.33.7$V*+5.$ g$$$X1QQ[1[QR1RE^$ XRRBRRq$ !"#$%&$'%("$)*+"%,$-.*/01$'2$ 229 Statistical Information $ $ $ !"#$%&$'%("$)*+"%,$-.*/01$'2$ 230 Statistical Information $ $ $ $ !"#$%&$'%("$)*+"%,$-.*/01$'2$ 231 Statistical Information *!X,5&,D%'*!.D.-!D+'*$%,-D"#"' /:4:=8A'*349'039Q:> G!,$;!++!%,3K gQQ gQR gXF gXS gX[ gXQ gXR gF gS g[ gQ gR !"#$"%&'()*+, !"%$"-&'()*+, !"-$".&/0,123,+) !".$"4&/0,123,+) !"4$"5&/0,123,+) I.(3%,,.+ Z8.(*"!,: *8!"*+ Z"0.( L.?.,5. L.?.,5. $ $ $ $ $ $ !"#$%&$'%("$)*+"%,$-.*/01$'2$ 232 Statistical Information !"#$%&$'%("$)*+"%,$-.*/01$'2$ 233 
    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 234  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 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, 235  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 non-recurring (e.g. construction of a new park). CAPITAL OUTLAY Generally, a capital outlay item may be defined as an item valued between $500 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 DEVELOPMENT SERVICES (CDS) A City department providing overall direction and supervision of building inspections, code enforcement, planning, zoning, CDBG, and CRA. 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. 236 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. The board has seven members who are appointed to four-year terms. Members must either reside in the City or be engaged in business in the CRA district and are limited to two successive terms. The commission meets the first Wednesday of each month at 5:30 PM in the Council Chambers at City Hall. 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 237  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 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 238  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 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 A new 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. GOLF ENTERPRISE FUND Accounts for the revenues and expenditures of the City’s golf course operations. 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. 239 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. 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, 240  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 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. 241 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 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 100 242  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. 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. 243     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 244 
245  CITY OF FORT WALTON BEACH FY 2017-18 Grant & CIP Project Carryovers Council Meeting 9/20/2017 Project Account Amount Volleyball Court Construction 001-5117-572-6257 40,000 Fall Special Needs event PIO 001-0200-512-5200 203 Narco Test Duquenois-Levine Test 001-0800-521-5200 650 Traverse Carrier/Armorexp Traverse Molle Carrier 001-0800-521-5210 1,629 Stealth IV Basic Tracking Device 001-0800-521-5200 1,010 New Airtime for Coverttrack Mapping Product plus S/H 001-0800-521-4100 600 AEGIA 360 Proximity Alert System 001-0800-521-6406 14,040 SME-CV Hotel & WIPX Covert Video Investigation 001-0800-521-6406 1,195 SME-CV Pwipx Covert Video Investigator Kit 001-0800-521-6406 1,295 SME-UC CMPH Day/Night Car Mount Holder DVR for Smartphones 001-0800-521-5200 495 SME-UC Hotel Wifi & IP Wireless Audio/Video Recording System 001-0800-521-6406 2,495 SME-UC Coffee Thermos Non-Detectable DVR/Video 001-0800-521-5200 495 SEM-UC I-phone 6 Battery Case Covert DVR w/Live Wifi & IP 001-0800-521-5200 790 GPS/Ambush Alert Systems 001-0800-521-5200 50,000 Surveillance Equipment 001-0800-521-5200 1,780 Custom Leather Portfolios 001-0800-521-5200 1,837 Nissan Paint 001-1220-519-5203 1,168 General Fund 119,682 Planning & Administration 107-8910-554-3400 1,877 Okaloosa Coalition on Homeless 107-1940-554-5255 38,518 CDBG Fund 40,395 Chester Pruitt Master Plan 109-5607-552-6310 150,000 Replace Decking to the Mound Summit 109-2000-552-6310 20,000 CRA Fund 170,000 Sewer System Grouting & Lining - CIP#5032 401-5032-535-6361 12,366 Lift Station Rehabilitation - CIP#5048 Proj#SP1701 401-5048-535-6310 343,924 Upgrade Hypertac Well Monitoring System 401-1310-533-6362 20,000 Relocate Telemetry Central Site 401-1350-535-3400 29,100 Utilities Fund 405,390 Walkedge Drive Seawall & Improvments - CIP#5019 Proj#SR1605 405-5019-538-6358 44,890 Storm Drainage Improvement - CIP#5019 Proj#SR1701 405-5019-538-6358 60,000 Dredging Lake Earl - Proj#SR1606 405-1380-538-3100 37,415 Anchors Street Stormwater Improvements - Proj#SR1607 405-1591-538-6358 141,050 Stormwater Fund 283,355 Special Project Carry-Over All Funds $ 1,018,822 246to FY18 U:\Finance\Budget\Budget 17-18\Comprehensive\35 Carryovers FY17 9/21/2017 8:23 AM  CITY OF FORT WALTON BEACH FY 2017-18 Encumbrance Carryovers Council Meeting 9/20/2017 PO or PR Date Vendor Description PO Value Account Completion 91825 09/07/17 Hon Co., LLC HR Furniture - add'lt staff $2,474.10 001-0300-513-5200 Oct 2107 146381 09/14/17 V-Tech IO Computers - 5-yr replacements - HR $810.88 001-0300-0513-5231 Nov 2017 91610 08/18/17 Sequel Electrical Supply Ins claim - Pole & fixture $2,050.00 001-0310-519-4501 Oct 2017 146381 09/14/17 V-Tech IO Computers - 5-yr replacements - GIS Server $6,061.80 001-0320-516-5231 Nov 2017 146381 09/14/17 V-Tech IO Computers - 5-yr replacements - GIS Server $9,018.35 001-0320-516-5231 Nov 2017 146381 09/14/17 V-Tech IO Computers - 5-yr replacements - IT $1,206.58 001-0320-516-6231 Nov 2017 146381 09/14/17 V-Tech IO Computers - 5-yr replacements - City Clerk $810.88 001-0400-512-5231 Nov 2017 146381 09/14/17 V-Tech IO Computers - 5-yr replacements - Finance (2) $1,630.52 001-0500-513-5231 Nov 2017 146381 09/14/17 V-Tech IO Computers - 5-yr replacements - Purchasing $810.88 001-0530-513-5231 Nov 2017 146381 09/14/17 V-Tech IO Computers - 5-yr replacements - Warehouse $810.88 001-0530-513-5231 Nov 2017 91855 09/13/17 Superion, LLC PD Evidence module $2,200.00 001-0800-521-3100 Oct 2017 91145 06/12/17 Lou's Police Distributors PD ammunition $185.00 001-0800-521-5200 Oct 2017 91620 08/10/17 Amtec PD Flashbangs $4,530.00 001-0800-521-5200 Oct 2017 91626 08/18/17 Cyclesiren PDSirens $3,864.00 001-0800-521-5200 Oct 2020 91627 08/21/17 Symbolarts PD Coins $705.00 001-0800-521-5200 Oct 2017 91726 08/18/17 OES Global Traffic Cones $2,388.75 001-0800-521-5200 Oct 2017 91727 08/21/17 Glendale Industries PD HG Flags/Poles/Hat Cases $52.50 001-0800-521-5200 Oct 2017 91729 08/21/17 Fastsigns PD Flag $267.52 001-0800-521-5200 Oct 2017 91731 08/21/17 Innerspaice Architectural PD Office Furniture $2,573.17 001-0800-521-5200 Oct 2017 91737 08/23/17 LE Supply PD Supplies $877.30 001-0800-521-5200 Oct 2017 91743 08/23/17 H&B Army Navy Store PD MREs/Badge Holder $84.00 001-0800-521-5200 Oct 2017 91822 09/08/17 LE Supply Drug Test Kits $650.00 001-0800-521-5200 Oct 2017 91621 08/15/17 Apparel Exp PD T-shirts $1,437.50 001-0800-521-5210 Oct 2018 91739 08/22/17 LE Supply PD Supplies $2,124.49 001-0800-521-5210 Oct 2017 91741 08/23/17 Galls PD Rain Gear $230.19 001-0800-521-5210 Oct 2017 91796 08/23/17 Keeprs PD Collar Brass $695.76 001-0800-521-5210 Nov 2017 146381 09/14/17 V-Tech IO Computers - 5-yr replacements - PD (6) $4,865.28 001-0800-521-5231 Nov 2017 146381 09/14/17 V-Tech IO Computers - 5-yr replacements - PD (7) $8,400.00 001-0800-521-5231 Nov 2017 91553 08/10/17 Dana Safety Supply PD Carriers $1,458.24 001-0800-521-5233 Oct 2017 91622 08/16/17 Dana PD SWAT Optics $2,086.59 001-0800-521-5233 Oct 2019 91324 07/18/17 Xybix Systems, Icn. PD Furniture $19,778.06 001-0800-521-6401 Nov 2017 89301 11/04/16 Accent Signs PD - Vehicle wraps $886.59 001-0800-521-6403 July 2018 91558 08/11/17 Beck Auto Group PD Vehicle $35,865.12 001-0800-521-6403 July 2018 146070 08/28/17 Beck Auto Group Add to PO 091558 (PD vehicle) $826.93 001-0800-521-6403 June 2018 91523 07/24/17 GT Distr. Ballistic Shields $7,960.56 001-0800-521-6406 Oct 2017 91618 08/10/17 CMI PD Intox kits $6,906.00 001-0800-521-6406 Oct 2018 91853 09/07/17 Williams Communications FD supplies $2,605.44 001-0900-522-4100 Oct 2017 91854 09/08/17 Ten-8 Fire Equipment FD Supplies $3,850.82 001-0900-522-5200 Oct 2017 91852 09/07/17 Bound Tree Medical FD supplies $1,183.94 001-0900-522-5216 Oct 2017 146381 09/14/17 V-Tech IO Computers - 5-yr replacements - FD (2) $1,621.76 001-0900-522-5231 Nov 2017 91691 08/29/17 Johnny on the Spot Portalets Parks & Rec - EJ Youth Ctr - Football field $345.00 001-1000-572-4400 Oct 2017 146381 09/14/17 V-Tech IO Computers - 5-yr replacements - FD (2) $1,621.76 001-1000-572-5231 Nov 2017 146381 09/14/17 V-Tech IO Computers - 5-yr replacements - Pks - Sen Ctr $810.88 001-1000-572-5231 Nov 2017 90209 02/27/17 TSC Productions Gym speakers & panel installation $570.00 001-1000-572-6257 Oct 2017 146381 09/14/17 V-Tech IO Computers - 5-yr replacements - Pks - Grds Maint (8) $810.88 001-1010-572-5231 Nov 2017 146381 09/14/17 V-Tech IO Computers - 5-yr replacements - GC - Irrigation $1,206.58 001-1010-572-5231 Nov 2017 247 146381 09/14/17 V-Tech IO Computers - 5-yr replacements - Pks - ROW $810.88 001-1015-541-5231 Nov 2017 146381 09/14/17 V-Tech IO Computers - 5-yr replacements $2,413.16 001-1040-572-5231 Nov 2017 91463 08/01/17 Staples Library furniture $2,536.29 001-1060-571-5223 Oct 2017 146381 09/14/17 V-Tech IO Computers - 5-yr replacements - Pks - Library $906.48 001-1060-571-5231 Nov 2017 146381 09/14/17 V-Tech IO Computers - 5-yr replacements - Pks - Library (7) $5,676.16 001-1060-572-5231 Nov 2017 91843 09/13/17 Office Depot Chair - Museum $159.99 001-1070-573-5223 Oct 2017 146381 09/14/17 V-Tech IO Computers - 5-yr replacements - Pks - Museum $810.88 001-1070-573-5231 Nov 2017 146381 09/14/17 V-Tech IO Computers - 5-yr replacements - Pks - Museum $1,206.58 001-1070-573-5231 Nov 2017 146381 09/14/17 V-Tech IO Computers - 5-yr replacements - Pks - Cemetery $810.88 001-1080-539-5231 Nov 2017 87566 06/06/16 Schwalls Consulting LLC CRS & Floodplain Mgmt Support $12,100.00 001-1205-515-3100 Oct 2016 91764 08/31/17 Southern Star Printing GC Decals; BTR forms $491.90 001-1205-515-4700 Oct 2017 91434 07/27/17 Apparel Expressions Planning uniforms $150.12 001-1205-515-5210 Oct 2017 91828 09/0817 Apparel Expressions CRA uniform $100.92 001-1205-515-5210 Oct 2017 146381 09/14/17 V-Tech IO Computers - 5-yr replacements - Planning $810.88 001-1205-515-5231 Nov 2017 146381 09/14/17 V-Tech IO Computers - 5-yr replacements - Code Enf $810.88 001-1217-529-5231 Nov 2017 146381 09/14/17 V-Tech IO Computers - 5-yr replacements - Fleet $810.88 001-1220-519-5231 Nov 2017 91342 07/20/17 Harrison Painting Painting PD building $12,225.00 001-1230-519-4640 Oct 2017 91717 08/29/17 Prof Mechanical Technologies PD HVAC control systems $31,900.00 001-1230-519-4645 Oct 2017 91830 09/08/17 Amazon.com Waterproof boots - CRA $86.99 001-1230-519-5234 Oct 2017 91718 08/30/17 Universal Signs Sign materials $2,110.75 001-1230-519-5301 Oct 2017 91672 08/23/17 Flint Trading Stop Bar & Pedestrian Crossing Thermoplastic $550.80 001-1240-541-5200 Oct 2017 146381 09/14/17 V-Tech IO Computers - 5-yr replacements - Utilities $1,206.58 001-1350-535-5231 Nov 2017 91673 08/23/17 Flint Trading Stormwater Stencils $2,134.30 001-1380-538-5200 Oct 2017 90095 02/15/17 AJAX Building Corp RFQ 16-024 - Facilities $63,188.00 001-1500-519-3100 Oct 2018 146096 08/29/17 AJAX Building Corp Asbestos Survey - ADD TO PO 090095 $8,678.00 001-1500-519-3100 Oct 2017 146442 09/20/19 Humphrey & Associates Appraisals; 17-21 Hollywood Blvd $1,700.00 001-1500-519-3100 Oct 2017 91748 08/31/17 Forrest Development Repairs - Pier pilings $8,000.00 001-1567-472-3400 Dec 2017 89991 01/30/17 Jenkins Engineering, Inc Surveying, Engineering & Arch services $6,371.25 001-1590-522-3100 Dec 2017 90988 05/28/17 LN Curtis & Son Fire Training Tower $356,484.40 001-1590-522-6214 Jan 2018 91681 08/09/17 James David Site Prep Street Resurfacing $58,174.50 001-5018-541-6351 Oct 2017 General Fund Total $735,627.93 89749 01/04/17 Taser International, Inc PD equipment; weapons $43,845.00 102-1800-521-6406 Dec 2017 LETF Fund Total $43,845.00 86408 12/10/15 Hatch Mott McDonald Florida Landmark Ctr Bldg Code Review $8,107.50 106-1215-524-3100 Oct 2018 91711 08/09/17 Apparel Expressions Uniforms - Engineering $353.67 106-1215-524-5210 Oct 2017 146381 09/14/17 V-Tech IO Computers - 5-yr replacements - Bldg Insp (2) $1,621.76 106-1215-524-5231 Nov 2017 Florida Building Code Fund Total $10,082.93 83735 02/20/15 Atkins North America Carson Streetscapes $60,260.33 107-1950-554-6300 Oct 2018 Community Development Block Grant Fund Total $60,260.33 90118 02/17/17 Matrix Design Group RFP 17-001 $78,823.00 109-2000-522-3100 Oct 2018 85951 10/22/15 AVCON, Inc The Landing-Ph I & II Improvements $18,765.75 109-2000-552-3100 Oct 2018 86091 11/05/15 Noise Consultancy, LLC Acoustical Consulting Svcs $12,900.52 109-2000-552-3100 Dec 2017 86092 11/05/15 Rutgers Univ Noise Tech Asst On-site Certification Course $7,000.00 109-2000-552-3100 Dec 2017 91019 06/01/17 Tindale Oliver Design Group RFQ 17-001 Prof Planning Svcs-Dwntwn Master Plan $20,311.72 109-2000-552-3100 Mar 2018 86219 12/02/15 Jenkins Engineering, Inc 206 Florida Place Parking Lot Improvements $13,600.00 109-2000-552-3400 June 2018 91760 08/07/17 James David Site Prep 212 Ferry Rd - Pave Public parking $9,424.00 109-2000-552-3400 Mar 2018 86877 02/09/16 Jenkins Engineering, Inc 141 Miracle Strip Pkwy SE $12,275.00 109-5018-541-6351 Mar 2018 Community Redevelopment Agency Fund Total $173,099.99 248 91134 06/20/17 Mott MacDonald of FL Garnier's Beach Potable Water Hydraulic Model $9,476.00 401-1300-536-3100 Oct 2017 146381 09/14/17 V-Tech IO Computers - 5-yr replacements - Pub Wks $810.88 401-1300-536-5231 Nov 2017 91133 06/20/17 O'Connell & Associates Water Storage Tank Condition Survey $2,625.00 401-1310-533-3100 Oct 2017 146381 09/14/17 V-Tech IO Computers - 5-yr replacements - Water Ops $1,621.76 401-1310-533-5231 Nov 2017 90538 04/04/17 Construction Materials of NW FL Sweeper Debris & Asphalt removal $3,500.00 401-1340-533-3400 Dec 2017 90538 04/04/17 Construction Materials of NW FL Sweeper Debris & Asphalt removal $3,500.00 401-1350-535-3400 Dec 2017 91582 08/15/17 PollardWater Level Sensors at PS 1 & Lift Station 1 $1,262.00 401-1350-535-4680 Oct 2017 84416 05/11/15 Gulf Coast Underground Sewer Manhole Linings $15,463.65 401-5032-535-6361 Oct 2017 91582 08/15/17 PollardWater Level Sensors at PS 1 & Lift Station 1 $690.00 401-5048-535-6310 Oct 2017 91794 08/24/17 Mott MacDonald of FL Reclaimed System Booster Pump Station & Ground Storage Tank $39,832.00 401-5421-535-6365 Oct 2017 Utilities Fund Total $78,781.29 90538 04/04/17 Construction Materials of NW FL Sweeper Debris & Asphalt removal $4,250.00 405-1380-538-3400 Dec 2017 91851 08/29/17 Hub City Ford Vehicle - D.O.C. crew $33,377.00 405-1380-538-6404 Dec 2017 91114 06/17/17 AVCON, Inc Design of drainage improvements on Anchors Street $58,950.00 405-1591-538-6358 Jan 2018 Stormwater Fund Total $96,577.00 TOTAL ENCUMBRANCES $1,198,274.47 249