Fort Walton Beach — Fiscal Year 2022-23 Adopted Budget

FORT WALTON BEACH, FLORIDA www.fwb.org (850) 833-9500 FY 2022-23 ADOPTED BUDGET  City of Fort Walton Beach, Florida 107 Miracle Strip Parkway SW, Fort Walton Beach, FL 32548 www.fwb.org PHONE DIRECTORY Mayor and City Council 833-9509 Fire Services (emergencies 911) City Manager 833-9504 Administration 833-9565 Public Information 833-9504 Recreation & Cultural Services Administrative Services Cemetery (Beal Memorial) 833-9618 Human Resources 833-9507 Auditorium 833-9583 Information Technology 833-9620 Golf Course 833-9664 Police Services (emergencies 911) Heritage Park & Cultural Center 833-9595 Administration 833-9547 Library 833-9590 Dispatch 833-9533 Tennis Center 244-4566 Records 833-9543 Public Works & Utility Services Growth Management Administration 833-9613 Administration 833-9607 Field Office 833-9613 Building & Permitting 833-9605 Garbage Collection 833-9655 Code Enforcement 833-9601 Streets & Stormwater 833-9932 Planning & Zoning 833-9927 Water Operations 833-9630 City Clerk 833-9509 Financial Services Accounting 833-9504 Customer Service (Utility Billing) 833-9500 Purchasing 833-9524 Cover photo by Jessica Faulk Budget Availability Reference copies of the annual budget are available at the City Clerk’s Office and Library. The budget may also be viewed and printed from the City’s website: www.fwb.org.  CITY OF FORT WALTON BEACH, FL 107 Miracle Strip Parkway SW, Fort Walton Beach, FL 32548 850-833-9500 www.fwb.org Table of Contents Page # City Council, Appointed Officers, & Directors ……………………………………………….. 1 Core Values, Vision, Mission, Strategic Plan…………………………………………………… 2 City Manager’s Budget Message ………………………………………………………………. 4 Budget Overview Fund Structure ……………………………………………………………………………….. 11 Budget Basis & Budget Process ……………………………………………………………... 13 Financial Policies …………………………………………………………………………….. 17 Debt Schedules ………………………………………………………………………………. 25 Summary of Estimated Financial Sources & Uses …………………………………………… 27 Executive Budget Summary ……………………………………………………………………. 29 Summary Budget Information Revenue Discussion……………………………………………………………………………. 36 Expenditure Discussion………………………………………………………………………... 40 Personnel Services ……….…………………………………………………………………….. 43 Detail Information by Fund GENERAL FUND Fund Highlights ………………………………………………………………………………. 49 Revenues ……………………………………………………………………………………... 50 0100 City Council ……………………………………………………………………………. 55 0200 City Manager …………………………………………………………………………… 57 0300 Human Resources ……….……………………………………………………………... 59 0310 Risk Management ……………………………………………………………………… 61 0320 Information Technology ……………………………………………………………….. 63 0400 City Clerk ………………………………………………………………………………. 65 0500 Financial Services ……………………………………………………………………… 67 0530 Purchasing ……………………………………………………………………………… 69 0800 Police …………………………………………………………………………………… 71 0900 Fire ……………………………………………………………………………………... 75 0910 Fire Emergency Management…………………………………………………………… 79 1000 Recreation Services …………………………………………………………………….. 80 1010 Parks ……………………………………………………………………………………. 83 1040 Golf Club ……………………………………………………………………………….. 86 1045 Golf Grounds …………………………………………………………………………… 89 1060 Library ………………………………………………………………………………….. 91 1070 Museum ………………………………………………………………………………… 94 1080 Cemetery ……………………………………………………………………………….. 96 1200 Growth Management.…………………………………………………………………… 99 1205 Planning & Zoning ……………………………………………………………………... 101 1217 Code Enforcement ……………………………………………………………………… 103 1220 Fleet ……………………………………………………………………………………. 105 1230 Facilities ………………………………………………………………………………... 107 1240 Streets …………………………………………………………………………………... 110 1498 TDC Tax………………………………………………………………………………… 113 1499 ½ Cent Sales Tax………………………………………………………………………... 114 1500 Non-Departmental ……………………………………………………………………… 115 LAW ENFORCEMENT TRUST FUND ………………………………………………………… 117 LAW ENFORCEMENT TRAINING FUND …………………………………………………….. 120 FLORIDA BUILDING CODE FUND ……………………………………………………………. 122 2  Table of Contents continued Page # COMMUNITY DEVELOPMENT BLOCK GRANT FUND ……………………………………. 126 COMMUNITY REDEVELOPMENT AGENCY FUND Fund Highlights ………………………………………………………………………………. 130 Revenues ……………………………………………………………………………………... 131 2000 CRA ………………….…………………………………………………………………. 132 DEBT SERVICE FUND …………………………………………………………………………. 135 UTILITIES FUND Fund Highlights ………………………………………………………………………………. 137 Revenues ……………………………………………………………………………………... 138 0520 Customer Service ………………………………………………………………………. 139 1300 Utility Services …………………………………………………………………………. 141 1305 GIS……………………………………………………………………………………… 143 1310 Water Operations ………………………………………………………………………. 145 1340 Water Distribution ……………………………………………………………………… 148 1350 Sewer Collection & Treatment …………………………………………………………. 150 1500 Non-Departmental ……………………………………………………………………… 153 SANITATION FUND Fund Highlights ……………………………………………………………………………… . 154 Revenues ……………………………………………………………………………………… 155 1360 Solid Waste ……………………………………………………………………………... 156 1370 Recycling ……………………………………………………………………………….. 158 1500 Non-Departmental ……………………………………………………………………… 160 STORMWATER FUND Fund Highlights ……………………………………………………………………………… 161 Revenues …………………………………………………………………………………….. 162 1380 Stormwater …………………………………………………………………………….. 163 1500 Non-Departmental …………………………………………………………………….. 165 BEAL MEMORIAL CEMETERY PERPETUAL CARE FUND ……………………………….. 167 IT Replacement Program ……………………………………………………………………… 169 Fleet Replacement Program …………………………………………………………………… 181 Capital Improvements Program (CIP) CIP Process ………………………………………………………………………………….. 187 Five-Year Funding Schedule ………………………………………………………………… 191 Statistical Information History & Profile …………………………………………………………………………….. 204 Neighborhood Information ………………………………………………………………….. 205 Location, Employment ………………………………………………..…………………….. 209 Demographics ……………………………………………………………………………….. 210 Property Taxes ………………………………………………………………………………. 211 Select Fee Schedules ………………………………………………………………………… 212 Five Year Financial Forecasts……………………………………………………………….. 214 Glossary of Terms & Acronyms Glossary of Terms ……………………………………………………………………………. 216 Acronyms …………………………………………………………………………………….. 226 Resolutions………………………………………………………………………………………... 227 Carryovers: Purchase Order Encumbrance Carryovers, followed by Grant and CIP Project Carryovers… 230  CITY OF FORT WALTON BEACH, FL City Council Left to right (standing): David Schmidt, Nic Allegretto, Nathan Kelley, Kirby Locklear, and Travis Smith Left to right (seated): Mike Holmes, Mayor Dick Rynearson, and MG Moran Council members are elected in odd years for four-year staggered terms. City Council meets on the second and fourth Tuesday of each month at 6:00 p.m. in the City Council Chambers located at 107 Miracle Strip Parkway, Fort Walton Beach, Florida. Appointed Officers Department Directors City Manager – Michael D. Beedie, PE Finance – Julio Lacayo, Jr. City Clerk – Kim M. Barnes, MMC Fire Services – Jeremy Morgan, Interim Chief City Attorney – Hayward Dykes, Jr. Growth Management – Chris Frassetti Human Resources – Tarey Franxman Police Services – Robert Bage, Chief Public Works & Utility Services – Daniel Payne, PE Recreation & Cultural Services – Jeff Peters 1  Core Values Rather than being just words found on the website or located at the top of a letterhead, these core values are the guiding principles by which City Council, Department Directors, and City Staff will conduct themselves, allocate resources, and prioritize goals and objectives. These principles form a non-negotiable code of conduct and will guide our government on who we hire, how we train, and how we reward. These values will define who we are, what we stand for, and influence policies, procedures, and guidelines. Adopted by City Council in May 2011, after a collaborative effort by Department Directors and the City Manager to consolidate employee suggestions, these five core values represent the first milestone in instituting the City’s new Performance Excellence Program. Integrity We will conduct ourselves in an honest, trustworthy, and ethical manner. Accountability We will take full responsibility for our actions, resources, and attitudes. Teamwork We will work together to provide quality services. Customer Service We will be professional, use all available resources, and strive to meet the needs of our customers. Continual Improvement We will promote a culture that seeks to better our organization. Adopted by City Council in September 2011, after a collaborative effort by Department Directors and the City Manager, the updated Vision and Mission for the City are as follows: Vision The City of Fort Walton Beach: a recognized leader in the provision of Community Services. Mission To enhance and protect the Community by providing quality services. 2  Strategic Plan Adopted in May 2021 City Council’s primary responsibility is to shape public policy to achieve the citizens’ desires for the future. As time passes, the complexion of a community, its residents and leaders change, as do the priorities of the community. There is probably no more daunting a task that any community faces than planning for its future and identifying future priorities. The Strategic Plan is a multiyear plan and the budget process determines which parts of the Plan receive resources each year. Each Objective is in line with the City’s Vision, Mission Statement and Core Values. Throughout this document, Strategic Plan Objectives have been tied to expenses, capital improvement projects, and performance measures – look for the icons below Objective #1 – City Employees In April 2022, City Council directed Staff to focus on City Employees moving forward. Numerous employee incentives are included in the FY 2022-23 budget. Objective #2 – Downtown Master Plan / Around the Mound Implementation In Fall 2022, FDOT will award the contract for the PD&E phase of Around the Mound to which the City has allocated up to $1 million as a match; the PD&E phase will take approximately two years to complete; in FY 2021-22, the implementation of the Downton Master Plan proceeded with the completion of an Infrastructure Master Plan and Library Relocation Study. Objective #3 – Expansion of City Recreation Amenities In FY 2022-23, the design of the Preston Hood Athletic Complex Expansion will be completed by January 1, 2023 with construction starting in April 2023. Objective #4 – Public Safety For FY 2022-23, new pay scales for Fire and Police Departments will be implemented to allow the City to remain competitive for recruitment and retention of Firefighters and Police Officers. 3 City Manager’s Budget Message September 7, 2022 Honorable Mayor, City Council Members, and Citizens: It is my pleasure to submit the FY 2022-23 municipal budget. The City of Fort Walton Beach budget is designed to meet the highest standards of municipal budgeting. This budget continues the City’s commitment of providing high quality services in a cost-controlled manner, developing an assortment of revenues to fund programs and maintaining prudent cash reserves. This year’s budget process emphasizes sound fiscal management and sustainability to achieve the goals established by citizens, City Council, and staff. The FY 2022-23 proposed budget of $56,767,451 is $3.9M, or 7.39%, higher than the adopted FY 2021-22 budget; the increase is primarily due to the inclusion of major Capital Improvement Projects in the General Fund, Enterprise Funds (Utilities & Stormwater), and the CRA Fund. The proposed budget is predicated on lowering the millage rate to 4.9999 mills; as a result, ad valorem revenues will increase by 2.57% citywide as compared to the final 2021 Certification of Taxable Value DR-420. This is the third year (out of four) that City Council has lowered the millage. ECONOMIC ENVIRONMENT FY 2020-21 and FY 2021-22 brought about numerous challenges, including reopening from the COVID-19 Pandemic, which required the employees of the City of Fort Walton Beach to rise to the challenge and adapt on-the-fly to continue conducting the business of the City in a professional and safe manner. COVID-19 resulted in a shutdown of the local economy from late March to the end of May in 2020, which negatively affected many of the State-shared revenue sources for FY 2020-21. However, because the State of Florida reopened before most other states, State-shared revenues rebounded in FY 2021-22. Current State-shared revenues are in-line with the State of Florida’s estimates. Emerging from the COVID-19 Pandemic, City employees adapted quickly and developed alternative service delivery methods to remain available to our customers. As a result, the City continues to provide services more efficiently through the adoption of new procedures on how to conduct business while maintaining the highest level of customer service that our constituents have grown accustomed to. The unemployment in Okaloosa County is 1.9% as compared to 3.7% a year ago. Unemployment in the State of Florida is 3.0% with the National average at 3.6%. Although this figure is positive, inflation has risen to a 40-year high of 9.2% negatively impacting our employees and significantly increasing the cost of our day-to-day operations. For example, fuel costs have increased 30% resulting in a year-over-year increase of $192,682 in the proposed budget. State-shared revenues continue to surpass estimates and are forecast to increase 16.33% year-over- year. These changes show increases in demand for services and consumption of goods. However, the Communication Services Tax revenues have declined in projections over the last few years due to the bundling of taxable wireless services. On a brighter note, the Okaloosa County Property Appraiser anticipates a 15.1%, or $247M, increase in taxable assessed property values for the City, as the real estate market continues its recent boom. City of Fort Walton Beach, FL 4 City Manager’s Budget Message TOP BUDGET ISSUES Current Year – FY 2022-23 Prior Year – FY 2021-22 CIP’s $5,692,500 ▲ CIP’s $4,800,000 ▲ Capital Improvements Programs were added Capital Improvements Programs were added throughout the various Funds. throughout the various Funds. Insurance Benefits Insurance Benefits Health insurance premium rates remained flat for Health insurance premium rates remained flat for FY22-23. FY21-22. State-Shared Revenues $484,134 ▲ State-Shared Revenues $222,824 ▲ Have rebounded and show a healthy 16.33% increase Have rebounded and show a healthy 8.13% increase year-over-year. year-over-year. Property Taxes The City’s 2022 gross taxable property value for operating purposes is $1.884 billion, an increase of $247 million, or 15.10%, from the 2021 final gross taxable property value of $1.636 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. 2,000 10 1,800 9 1,600 8 Ad Valorem Taxes (millions) Taxable Value (millions) 1,400 7 1,200 6 1,000 5 800 4 600 3 400 2 200 1 - - 2013-14 2014-15 2015-16 2016-17 2017-18 2018-19 2019-20 2020-21 2021-22 2022-23 General Fund CRA Fund Tax Revenue Millage Staffing and operational cuts were made in FY 2011-12 and FY 2012-13. In FY 2013-14, the City simply did not have room to “do more with less” and raised the millage rate to 5.7697 mills. As property values continue to rise, the City lowered the millage rate to the rolled-back rate of 5.6395 mills in FY 2019-20 and lowered it to 5.3293 mills in FY 2020-21. The FY 2022-23 proposed budget is predicated on lowering the millage rate to 4.9999 mills; this is the third year (out of four) that City Council has lowered the millage. One mill equals $148.78 per $1,000 of taxable property value. City of Fort Walton Beach, FL 5 City Manager’s Budget Message Wage Adjustments In the proposed FY 2022-23 Budget, there is a 3% Cost of Living Adjustment (COLA) effective on October 1, 2022 and a 2.0% Length of Service Adjustment (effective on the employee’s anniversary date) for all general employees. Sworn Police Department employees will receive the 3% COLA on October 1, 2022 and step increases on their anniversary date based on the current pay grades and step plans. Step increases for Fire Bargaining Union Members will be based on the current pay grades and step plans adopted with the newly negotiated Collective Bargaining Agreements. The COLA equates to an increase of $400K and the Length of Service adjustments will equate to an increase of $178K for an overall cost of $578K in the budget. The budget also includes new pay scales for both Fire and Police employees to bring the City’s wages for those departments to a competitive level for both recruitment and retention. The new pay scales for the Fire Department increases the minimum salary for a newly hired Firefighter/EMT from $37K to $43,680 and also increases the Paramedic Add Pay from $5,591 to $7,500. The steps for the Fire Department change from $2,000 per step to 3% per step. The new pay scales equate to an increase of $194.5K in Fire. For the Police Department, the new pay scales increase the minimum salary for a newly hired Police Officer from $42,248 to $46,615, which is competitive with the area average for starting pay for Police Officers. The new pay scales equate to an increase of $352.2K in Police. A new Pay Study is in progress for the remainder of the City’s positions and should be completed in October 2022. Pension Defined Benefit Changes The City is required to maintain its three defined benefit pension plans in a fiscally sound manner. Investment earnings and employee/employer contributions comprise the plans’ income. General employees and police officers currently contribute 5% of wages while firefighters contribute 8% of wages into their respective plans. The City’s annual contribution, as a percent of payroll, is based on actuarially determined contribution levels except for the General Pension Plan which has switched from a percentage to a fixed dollar amount. The actuary determines City contribution requirements using estimated future earnings of members of the plan, as well as other assumptions on investment returns, retirement age, and, among others, expected mortality. Minimum benefits for both the Police and Fire Defined Benefit Plans are mandated by Chapters 175 & 185 of the Florida Statutes. The Police and Fire Plans both meet or exceed these minimum benefit levels. The City’s contribution to the General Employees defined benefit plan is budgeted at $330K, which is a decrease of $250K over the prior year. This plan was closed to new entrants in January 2010. The City’s contribution to the Police Officers plan is budgeted at $1.42M and the contribution to the Firefighters plan is budgeted at $1.43M, which is a combined increase of $152K. Health Insurance Benefits 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. City of Fort Walton Beach, FL 6 City Manager’s Budget Message The City contributes 100% of the premium for employee coverage in its Standard Insurance Plan and 75% of the employee coverage for those who elect the Premium Insurance Plan. For employees hired before October 1, 2008, the City contributes 75% of all dependent coverage. Employees hired after this date receive a 50% contribution from the City for all dependent coverage. The City issued a Request for Proposals for insurance coverage in FY 2020-21 that resulted in a 0% increase in premiums for FY 2021-22 as well as FY 2022-23. Fleet Replacement The City’s Fleet Replacement Program (FRP) is a planning and budgeting tool that identifies the replacement of vehicles with a value greater than $10,000 and a useful life of eight years or more. The replacement criteria provides a mechanism for the systematic evaluation of vehicle utilization and repair/maintenance costs and serves as a guide for efficient and effective replacement. Generally speaking, police patrol vehicles are replaced on an 8-year cycle and the remainder of the fleet on a 10–12-year cycle. Each year as part of the budget process, the fleet is evaluated based on established replacement criteria and a ten-year schedule of replacements is developed depending on a projection of available fiscal resources and the evaluation scoring. Vehicle replacements are funded objectively based on established criteria and funding resources. To maximize the useful life of vehicles and meet service delivery levels, vehicles may be transferred between departments prior to disposal. Prior to replacing a vehicle, an analysis is performed to determine if a less expensive mechanism would meet employee needs at a reduced operating expense to the City or if the vehicle should be removed from the fleet without replacement. According to the economic theory of vehicle replacement, over time vehicle capital costs decline while vehicle operating costs increase. Ideally, vehicles should be replaced around the time that annual operating costs begin to outweigh annual capital costs. Since 2014, the City, working under a future sustainability plan, has funded replacements based on the FRP. Vehicles totaling $1.58M are scheduled for replacement in FY 2022-23. Detailed information on vehicle replacement can be found in the Fleet Replacement Schedule (reference Table of Contents). To stay ahead of supply shortages Staff recommended, and City Council approved, the replacement of seven (7) Police Department patrol vehicles in the current fiscal year. The corresponding amount was removed from the FY 2022-23 proposed budget. OTHER ASSUMPTIONS & CHANGES REVENUES (reference Table of Contents for detail location) 1. Revenues are estimated at conservative levels to guard against unanticipated economic shifts, legislative changes, or collection levels. General government revenues are largely budgeted based on historical collection and growth levels. Ad Valorem and State shared revenues are budgeted based on external estimates received from their respective authorities. Enterprise revenues are based on historical usage and/or number of customers. A new five-year utility rate study, which includes water & sewer, sanitation, and stormwater has been completed. The study determines the required rates to generate sufficient revenue to sustain renewal and replacement reserves and account for debt service requirements and will be updated on an annual basis to account for real-time revenues, expenses, and changes within the enterprise systems. The proposed FY 2022-23 Budget implements Year Three (3) of the five-year rate study, which was adopted by City Council on August 11, 2020. City of Fort Walton Beach, FL 7 City Manager’s Budget Message The Fire Services Assessment was implemented in January 2020 on the City’s utility bill. For FY 2022-23, the Fire Services Assessment is included on the property tax bill and collected through the Uniform Collection Methodology. Information about the FY 2022-23 Fire Services Assessment was included on the TRIM Notice mailed out to property owners in August 2022. The Fire Services Assessment rates for FY 2022-23 remain unchanged from FY 2021-22. The State of Florida’s revenue projections for FY 2022-23 are significantly higher than FY 2021- 22 and are a result of the early reopening of the State and continued recovery from the COVID-19 Pandemic. 2. Use of Reserves – Appropriations from fund balance (governmental funds) or net assets (enterprise funds) are budgeted as follows: a. General Fund – no need for a transfer of unassigned Fund Balance. b. Law Enforcement Trust Fund - $9K from fund balance for forfeiture and equipment related expenses. c. Florida Building Code Fund - no need for a transfer of unassigned Fund Balance. d. Utilities Fund – $2.4M from unassigned Fund Balance to complete the Water Meter Replacement CIP. e. Sanitation Fund - $199K from unassigned Fund Balance to purchase a new side loader truck. f. Stormwater Fund - $60K from unassigned Fund Balance. 3. Grants – The City was awarded various State & Federal grants for FY 2022-23 as follows: a. Lewis Turner Traffic Improvements - $1.5M State grant through FDOT (50% City Match Required, will be adopted via resolution when the contract arrives) b. Martisa Road Stormwater Improvements - $287.5K State grant through FDEP (50% City Match Required, will be adopted via resolution when the contract arrives) c. Landing Improvements - $1.6M NRDA grant through FDEP; $500K grant through Okaloosa County TDD; $1M RESTORE Act grant through U.S. Treasury EXPENSES (reference Table of Contents for detail location) 1. Wages have been adjusted as previously discussed. 2. Benefits have been adjusted as follows: a. Medical insurance – health insurance premiums remained flat. b. Employee defined benefit pension – as previously discussed, for a total impact of $3.1M. 3. Computer replacements are budgeted at a total cost of $28K; reference the Table of Contents for detail location of the FY 2022-23 IT replacement schedule, which details each replacement. 4. The following vehicle and equipment replacements and capital outlay items are budgeted at a total cost of $1.19M. Reference the Table of Contents for the FY 2022-23 vehicle replacement schedule location. a. General Fund – 6 Trucks/SUVs. City of Fort Walton Beach, FL 8 City Manager’s Budget Message b. Utilities Fund – 3 Trucks; 1 Vactor Truck. c. Sanitation Fund – 1 Truck; 1 Side Loader. 5. The following Capital Improvement Programs (CIPs) are budgeted at a total cost of $5.69M. Please reference the Table of Contents for location of more detailed information for CIPs. a. General Fund – street resurfacing, sidewalk improvements, Police Department Carport, Preston Hood Batting Cage Structure, and Ferry Park area traffic analysis. b. Community Redevelopment Agency Fund – Landing Improvements, Liza Jackson waterfront park design, Heritage Park and Cultural Center building, Branding & Wayfinding, Arts & Culture League Strategic Plan Implementation. c. Utilities Fund – Brooks Bridge Water & Sewer Relocation, Water Meter Replacement Program, Sewer Grouting and Lining. 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 resiliency and dedication of the Finance Department Staff, including Julio Lacayo, Jr., Finance Director, and Carol Godwin, Budget Analyst. I would like to express my appreciation to all Department Directors and staff who assisted and contributed to the preparation of this budget. I would also like to thank the Mayor and City Council for their commitment to conducting the financial operations of the City of Fort Walton Beach in a responsible and progressive manner. Sincerely, Michael D. Beedie City Manager City of Fort Walton Beach, FL 9 City Manager’s Budget Message City of Fort Walton Beach, FL 10 Budget Overview The fundamental purpose of the City’s budget is to link what City Council wants to accomplish for the community with the resources necessary to do so. As such, the budget offers more than just financial elements – it presents an overview of the City's overall operations. This document is intended to provide City Council and our citizens with a plan addressing financial, operational, and policy issues. The budget serves as a: Policy Document – The budget presents financial policies, addresses Strategic Plan The City’s Business is SERVICE goals, and identifies the short and long-term We are committed to providing quality service to impact programs, services, and capital our community in ways that are responsive and improvements will have on the City’s caring by working together to serve our residents. operations and finances. We believe that the success of our organization depends upon the teamwork, mutual trust, and honesty Financial Plan – The budget outlines the achieved through our commitment to the following financial structure and operational changes Core Values: required for financial stability, including the  Integrity: we will conduct ourselves in an honest, capital improvements program and debt trustworthy, and ethical manner. management information.  Accountability: we will take full responsibility for our actions, resources, and attitudes. Operations Guide – The budget provides direction to departments by identifying the  Teamwork: we will work together to provide quality services. relationships between organizational units and  Customer Service: we will be professional, use programs, identifying the workforce and all available resources, and strive to meet the needs historical data on operations, identifying the of our customers. impact of capital spending, and establishing  Continual Improvement: we will promote a measurable performance goals and objectives culture that seeks to better our organization. for managers to evaluate the effectiveness of their organization. Communication Device – The budget is presented in a format that is easily understood using charts and graphs, icons, statistical information, and narrative descriptions. The budget is a financial operational plan estimating expenditure for a given period and the proposed means to finance those objectives. The State of Florida requires municipalities to prepare a balanced budget, whereby enough resources must be identified to fund programs and services. The fiscal year for all Florida cities begins October 1st and ends September 30th. The sheer volume and complexity of information can make the budget an imposing document. The reader should always keep in mind that this document answers two core questions: “Where is the City of Fort Walton Beach’s money coming from?” and “How will that money be used?” FUND STRUCTURE An important concept in governmental accounting and budgeting is the division of the budget into categories called funds. Funds are separate fiscal accounting entities. Budgeting and accounting for revenues and expenditures in this manner is called fund accounting. Fund accounting allows a government to budget and account for revenues and expenditures restricted by law or policy. Governments may use any number of individual funds in their financial reporting; however, generally accepted accounting principles (GAAP) require all these individual funds to be aggregated into specified fund types. Any fund constituting 10% or more of the appropriated budget is considered a “major” fund. City of Fort Walton Beach, FL 11 There are basically three (3) 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 City of Fort Walton Beach Budgetary Funds permanent. Governmental Proprietary • Proprietary Funds – account for activities Funds Funds like those often found in the private sector; General Fund Special Revenue Other fund types include enterprise and internal Governmental Enterprise Funds (Major Fund) Funds Funds service funds. Law Enforcement Trust Fund Debt Service Fund Utilities Fund (Major Fund) • Fiduciary Funds – account for assets not Law Enforcement Training Fund Capital Projects Fund Sanitation Fund (Major Fund) available to support the government’s Florida Building programs that are held in a trustee or agent Stormwater Fund Code Fund capacity; fund types include private-purpose Community Development Block Grant Fund trust, pension and other employee benefit Community Redevelopment trust, investment trust, and agency funds. Agency Fund Beal Memorial General Fund – Accounts for all financial Cemetery Fund 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, reclaimed water • Sanitation Fund – solid waste, 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 12  Accounting Law Law Department/ General Enf. Enf. FBC CDBG CRA Utilities Sanitation Stormwater Division Trust Train City Council √ City Manager √ General Information Tech √ Gov’t Human Resources √ $7.4M Risk Management √ City Clerk √ Finance √ Public Safety Police √ √ √ √ $15.1M Fire √ Recreation √ Recreation Parks/ROW √ Services Golf Club √ $7.8M Library √ Museum √ Operations Cemetery √ Growth Growth Mgmt √ √ √ Management Planning/Zoning √ Bldg Insp/Permits √ $5.5M Code Enforcement √ Fleet √ Facilities √ Streets √ Public Customer Services √ Works & Utility Services √ Utility Services Water Operations √ Water Distribution √ $20.9M Sewer Operations √ Sewer Collection √ Sanitation √ Stormwater √ DEPARTMENT & DIVISION INFORMATION A Department is a major administrative segment of the City that indicates overall management responsibility for an operation or a group of related operations within a functional area (e.g. Police Department, Recreation & Cultural Services Department). The smallest organizational unit budgeted is a Division. Each division indicates responsibility for one functional area (e.g. Library Division within Recreation & Cultural Services Department). When divisions are combined, a department is formed. In order to provide City Council and citizens with a well-rounded presentation of each department, the following elements are presented in the annual budget: organizational chart, revenues & expenditures, mission, description, goals & objectives, and accomplishments. The performance metrics reflect an operational plan and demonstrate how dollars and cents are translated into tangible returns for the citizens. BUDGET BASIS Annual appropriated budgets are adopted by resolution for all governmental and proprietary funds. The City is not legally required to budget for proprietary or fiduciary funds and those budgets are not included in the City’s audited financial statements. The basis of accounting used for purposes of financial reporting in accordance with generally accepted accounting principles (GAAP) is not 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 City of Fort Walton Beach, FL 13 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 14 Roles & Responsibilities The budget process begins in January with the Finance Director and Budget Analyst developing five-year financial forecasts for the General and Enterprise Funds, including best, likely, and worst-case scenarios. Revenue assumptions are developed using financial forecasting software to analyze historical trends and account for any anticipated major economic or legislative changes. Revenue projections are continually updated until the budget is adopted to ensure the amounts are based on the most current information available. Expenditure assumptions are similarly developed in the forecast model considering relevant benchmark indices such as the municipal cost index, consumer price index, and producer price index. New programs and projects are also included to determine the future impact of current financial decisions. FISCAL YEAR FINANCIAL FORECAST BEGINS DEVELOPED In March or April, the City Council, acting as the Legislative Oct 1 Jan Body of the City, holds Strategic Planning Sessions. The goals BUDGET BUDGET set during this meeting are used by staff to formulate the budget ADOPTION Sep MEETING Jun policy items that are presented to City Council in June and then utilized to prepare the final Budget. Please reference the Table PUBLIC BUDGET DEPARTMENT MEETINGS of Contents for a summary of this Plan. In addition, the icons WORKSHOPS Aug BUDGET May/Jun used to illustrate the strategic goals are seen throughout the COMMITTEE REVIEW budget to notate when a strategic objective is being met. A Jun/Jul Budget Policy Meeting is held with City Council in June to determine Council’s priorities and position issues specific to development of the operational and capital budgets for the upcoming fiscal year. City Council’s decisions provide the framework under which the budget is prepared to meet City Council’s programmatic objectives within available fiscal resources projected in the five-year forecasts. The meeting is open to the public and the public is encouraged to attend and participate. Department Directors are responsible for identifying their staffing needs, operational funding needs within budget development parameters, five (5) year capital requests, as well as corresponding revenue sources to fund their needs. In addition, they must conduct a comprehensive review of departmental goals, objectives, and metrics. The City Charter charges the City Manager with the duty of presenting a balanced budget to City Council. The budget is considered balanced if the total of all available financial resources (either on hand at the beginning of the year or generated during the year) equals or exceeds the total of all financial requirements. In order to accomplish this goal, a Budget Committee is formed comprised of the City Manager, Finance Director, and Budget 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 Administrative Services 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 15 Community Participation In FY 2019-20, City Council conducted the first ever Quality of Life Survey of its citizens to assist with setting priorities and determining those areas in which the City should focus its efforts. This information has been incorporated into the proposed budget. The City’s website and utility bills contain notices regarding the budget process and the budget meetings held by City Council. City Council Budget Review BUDGET SCHEDULE The Mayor and City Council are January 2022 Five-Year Financial Forecasts Developed responsible for reviewing the proposed April 2022 Strategic Planning Session with City Council budget to ensure it meets the goals and April & May 2022 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 June, a budget policy meeting is held with the City Council to review and May 2022 Departmental Budget Reviews discuss the proposed budget. The City June 21, 2022 City Council Budget Policy Meeting Manager reviews major issues and Discussion Budget Issues Department Directors are present for the Set Proposed Millage Rate for TRIM Notice discussions and study of the proposed July 2022 Capital/CIP Ranking Meeting budget. The meeting is open to the public August 2, 2022 City Council Budget Workshop and the public is encouraged to attend and participate. September 7, 2022 City Council Meeting – Adopt Tentative Millage Rate and Budget by Resolution After the budget policy meeting, a budget September 21, 2022 City Council Meeting – Adopt Final Millage workshop is held with City Council in August to discuss the proposed budget to make any final revisions prior to the two public hearings to formally adopt the budget in September. This meeting is also open to the public. During September, two public hearings on the millage (i.e. property tax) rate and budget are held per State Statute before final budget consideration. These meetings are advertised as part of the agenda and Florida Law requires certain newspaper advertisements prior to the second and final budget hearing. At the public hearings, the public may make formal comment either for or against the proposed budget and ask questions of City Council about the budget. Budget adoption occurs in September after City Council deliberations and two public hearings. City Council may take action to modify the proposed budget at its discretion. Prior to budget adoption, City Council must adopt a millage rate to support budgeted funding levels. An adopted budget is published no later than October 1st. Budget Maintenance Budget maintenance is a year-round activity of the Department Directors, Finance Director, and Budget Analyst. Spending control mechanisms include Finance Department review of purchase requisitions and departmental review of reports presenting budget versus actual revenues and expenditures. These financial reports are prepared and reviewed by staff monthly and provided to City Council quarterly to identify and communicate any spending variances. Performance measures are prepared and reported to Council quarterly to monitor progress against goals and objectives, citizen satisfaction, and benchmarks. City of Fort Walton Beach, FL 16 Annual appropriations lapse at fiscal year-end except for encumbrances and appropriations related to multi-year projects and other items identified by City Council to be carried over to the next fiscal year. These carry-overs are included in the ensuing year’s adopted budget resolution. Budget Transfers Operationally, the City functions at a fund level basis allowing budget transfers within funds for individual line items that exceed the budgeted amount without a formal budget amendment. Budget transfers are used only to transfer appropriations between line items within a fund, not to increase the total budget or to transfer resources between funds. Budget transfers are permitted in accordance with Administrative Policy FIN-13. All budget transfers are performed in the City’s accounting system by the Finance Department. Budget Amendment Per Florida Statute 166.241, the adopted budget may be revised with a budget amendment approved by City Council in the same way the budget was adopted. The resolution adopting the annual budget allows the budget to be amended by resolution provided that a corresponding funding source supports any additional expense. Transfers between funds and increases to a fund’s total budget are permitted by resolution adopted by City Council. Frequently, the budget is amended to record grants awarded to the City or other mid-year activities approved by City Council. The budget amendment increases or decreases the total amount of the adopted budget of each fund. FINANCIAL POLICIES The financial policies presented below set forth the basic framework for the overall financial management of the City, as well as provide guidelines for evaluating current activities and proposals for future programs. Financial Planning Long-Range Planning – Update the Vision Plan every ten (10) 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 (5) year General Fund revenue & expenditure projections and five (5) year Enterprise Fund pro-formulas in conjunction with current year budget development to highlight the long-term impact of current decisions. These forecasts include the following assumptions, based on current trends and a Strategic Plan that focuses on economic stability: • A new five-year utility rate study was implemented in October 2020; for FY 2022-23, Year three (3) of the rate study will be implemented. The implementation makes sure the required rates are in place to generate sufficient revenue to sustain renewal and replacement reserves and account for debt service requirements. • Personal Services in all funds have been adjusted by a 3.0% COLA (General/Police) on October 1, 2022 and 2.0% Length of Service and will be implemented on each employee’s anniversary date, except for sworn Fire and Police Department employees, who will follow their adopted grade and step plans. • Operating Expenses are adjusted by 2% - 3% based on historical patterns. City of Fort Walton Beach, FL 17 In each pro-forma, if needed, action has been taken using excess reserves to ensure that there is no deficiency in any Fund. Please reference the Table of Contents for these forecasts. Asset & Infrastructure Inventory – Evaluate (and reprioritize as necessary) the five-year capital needs of the City annually as part of the budget process. Assets, as defined for purposes of this review, include computers, vehicles, and motorized equipment. Infrastructure improvements (e.g. street resurfacing, water/sewer lines, parks) are evaluated during development of the five (5) year capital improvements program. Balanced Budget – Prepare a balanced budget each fiscal year in accordance with Florida statutory requirements for municipalities. The budget is considered balanced if the total of all available financial resources (either on hand at the beginning of the fiscal year or generated during the fiscal year) equals or exceeds the total of all financial requirements (either planned spending during the year or funds required to be on hand at the end of the fiscal year). The requirement for a balanced budget is established at the fund level and must be met for each individual fund budgeted. When anticipated revenues exceed budgeted expenses, a non-operating governmental expenditure line “Fund Balance – Reserved for Future Appropriation” or enterprise expense line “Reserved- Undesignated Net Assets” accounts for the excess. In reverse, when budgeted expenses exceed anticipated revenues, a non-operating governmental revenue line “Appropriation from Unassigned Fund Balance” or enterprise revenue line “Appropriation from Net Assets” funds the overage. Although the budget adopted by City Council is balanced, the budget may become unbalanced during the year due to a natural disaster, civic emergency, grant award, or other City Council action. When these changes occur, a budget amendment must be adopted by resolution of City Council. Financial Monitoring – Prepare monthly financial reports for the City Manager and Finance Director detailing revenues and expenditures by fund, department, and division. Identify and explain any significant variances between budget and actual. Report financial information to City Council on a quarterly basis. Revenues Taxes – Maintain the millage and other tax rates at levels commensurate with the service levels being provided. Services which have a citywide benefit shall be financed with revenues generated from a broad base, such as property and other taxes. Evaluate annually as part of the budget process. User Fees – Maintain fees and rates at appropriate levels to fund their corresponding purpose, especially in the Enterprise funds. Services where the customer determines the use shall be financed with user fees, charges, and assessments related to the level of service provided. User fees shall be maximized in lieu of general revenue sources for services that can be individually identified and where costs are directly related to the level of service. The extent to which the total cost of providing the service is recovered depends on the nature of the service. For governmental services provided for the public good (e.g. police and fire protection, street maintenance, and land use regulation), it may be appropriate for a substantial portion of the cost to be borne by the taxpayers. For proprietary services provided for the enjoyment of specific residents (e.g. recreation programs, cemetery operations), total cost recovery may be warranted. Evaluate annually as part of the budget process. City of Fort Walton Beach, FL 18 Non-Recurring Revenues – Fund recurring expenditures with recurring revenues. One-time revenues will be reserved for future emergencies or projects identified by City Council to the greatest extent possible. Unpredictable Revenues – Budget unpredictable revenues at conservative levels (e.g. building permits) to safeguard against a shortfall. Expenditures Operating Expenses – Pay all current year operating expenses with current year revenues and/or available fund balance. Contingencies – Appropriate contingency funds in the General Fund and Enterprise Funds to guard against unanticipated price increases (e.g. fuel, utilities), emergency repairs, or revenue shortfalls. The State of Florida allows up to a maximum of 10% of anticipated revenues to be allocated toward contingencies. City practice is to budget 1% of personnel and operating expenses as contingency funds to be used as a last resort. Budget residuals (excess budget funds transferred out of an account by the Finance Department once the budgeted expense has been incurred) will be exhausted before contingency funds are used. The City currently meets this policy for the applicable funds. Special Project Carryovers – Carry forward into the new year through the budget resolution with the corresponding revenue source of the prior year. These are projects and/or purchases that are incomplete as of September 30th of any fiscal year that will be continued and made part of the appropriations for the ensuing year. These are budget funds for large items (usually capital purchases, projects, or studies) that were authorized and appropriated by City Council in a prior fiscal year but were not spent due to time constraints. Encumbrance Carryovers – Carry forward into the new year through the budget resolution with the corresponding revenue source of the prior year. In general, purchase orders close out at the end of the fiscal year unless they are identified for carryover as part of the budget process of the ensuing year. These encumbrances were authorized, budgeted, and appropriated by City Council in a prior fiscal year but were not fully receipted in due to the ongoing nature of the expense. Fund Balance (governmental funds) Fund balance refers to the difference between current financial assets and liabilities reported in a governmental fund. Since all related assets and liabilities are not reported for governmental funds, fund balance is considered more of a liquidity measure than a net worth measures. Credit rating agencies monitor fund balance levels and strongly consider unrestricted fund balance when determining a local government’s creditworthiness. Fund balance is also important to guard against unanticipated events that would adversely affect the financial condition of the City and jeopardize the continuation of necessary public services. There are five (5) types of fund balance: Restricted 1. Non-spendable (inherently non-spendable) – resources that cannot be spent because of form (e.g. inventory, long-term loans receivable) or because they must be maintained intact (e.g. endowment principal). City of Fort Walton Beach, FL 19 2. Restricted (externally enforceable limitations) – resources with limitations imposed by creditors, grantors, laws, regulations, or enabling legislation.  Half-Cent Surtax – Okaloosa County voters imposed an additional half-cent surtax to be used for capital projects and non-recurring expenditures. This equates to approximately $1.5M each year for ten (10) years. Unrestricted 3. Committed (self-imposed limitations) – resources whose use is constrained by limitations that the governing body has imposed and remains binding until removed in the same manner as imposed.  Disaster/Emergency Reserve – City Council established a committed fund balance of 30% of annual budgeted expenditures per Resolution 2011-13 adopted August 16, 2011. This equates to $8.6M in the current year budget. 4. Assigned (limitation resulting from intended use) – resources whose use is constrained by a body or official designated by the governing body.  Subsequent Year’s Budget – City Council authorizes City management to set forth in the annual budget (and any amendments thereto) fund balance for specific purposes per Resolution 2011-13 adopted August 16, 2011. 5. Unassigned (residual net assets not otherwise classified) – total fund balance in excess of the non-spendable, restricted, committed, and assigned fund balances (e.g. surplus). There is currently $8.84M available in this fund balance. $28 General Fund Reserves $25 $22 $20 $17 Millions $14 $11 $8 $6 $3 $0 Actual 2016-17 Actual 2017-18 Actual 2018-19 Actual 2019-20 Actual 2020-21 Nonspendable Restricted Committed Assigned Unassigned City of Fort Walton Beach, FL 20  Changes in Fund Balance Changes in reserves are anticipated, as displayed below, primarily due to the use of previously appropriated reserves specific to facility and vehicle repairs and replacements, as well as the use of designated Florida Building Code fund reserves, budgeted to assist with the purchase of a new vehicle. This representation of fund balance includes total fund balance. Changes in Fund Balance - Governmental Funds Actual Budget Variance FY22 to FY23 FY 2021 FY 2022 FY 2023 $ % General Fund $27,375,609 $26,077,400 $26,077,400 $0 0.0% Law Enf. Trust Fund $108,208 $98,344 $88,480 -$9,864 -10.0% Law Enf. Training Fund $18,029 $18,029 $18,029 $0 0.0% FBC Fund $934,409 $787,423 $787,423 $0 0.0% CDBG Fund $0 $0 $0 $0 0.0% CRA Fund $4,133,412 $4,133,412 $4,133,412 $0 0.0% Debt Service Fund $21,156 $21,156 $21,156 $0 0.0% Beal Memorial Fund $4,154,232 $3,804,232 $3,757,935 -$46,297 -1.2% * 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 2019 FY 2020 FY 2021 Utilities Fund 466 587 510 Sanitation Fund 279 235 245 Stormwater Fund 917 721 481 City of Fort Walton Beach, FL 21 Net Assets (proprietary funds) Net assets refers to the difference between assets and liabilities reported in a proprietary fund, and may be considered a measure of net worth. There are two types of net assets: 1. Restricted – funds committed for identified purposes or legally required to be segregated; not available to liquidate liabilities of the current period (e.g. debt service, impact fees). 2. Unrestricted – funds not required to be on hand and that have not been identified for a particular purpose; available for capital projects or to balance the budget; the measure of financial health for an enterprise fund.  City Council established that unrestricted net assets will be maintained at 33% of operating, debt service, and transfers out per Resolution 2011-13 adopted August 16, 2011. The City currently meets this policy for all funds. Net Assets Analysis Estimate FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 Utilities Fund 95.9% 119.3% 129.0% 121.0% 92.6% Sanitation Fund 57.1% 138.8% 144.9% 85.8% 64.2% Stormwater Fund 184.5% 23.2% 28.9% 71.3% 67.7% Investments Investment Philosophy – Funds shall be invested in a manner that will ensure the safety of principal while meeting daily cash flow needs. Optimization of investment income shall be secondary to the requirements of safety and liquidity. Investment Policy – Ordinance 1921, adopted by City Council in June 2015, governs the investment of funds in excess of those required to meet current expenses, with the exception of pension funds, funds related to the issuance of debt where there are other existing policies or indentures in effect for such funds, and Beal Memorial Cemetery Perpetual Care funds. In a nutshell: • The primary investment objectives, in order of importance, are: safety of principal, liquidity, and investment income. • Cash balances from all funds are consolidated to maximize investment earnings. Investment income is allocated to each fund based on the fund’s respective participation and in accordance with generally accepted accounting principles. • The investment portfolio shall be structured, to the extent possible, to match investment maturities with known cash needs and anticipated cash flow requirements. • Investments will be diversified, to the extent practicable, to control the risk of loss resulting from over-concentration of assets in a specific maturity, issuer, instrument, dealer, or institution. City of Fort Walton Beach, FL 22 • Each portfolio’s performance will be reviewed on a quarterly basis, with emphasis placed on results achieved over a rolling time period of three to five years for long-term portfolios. Objectives will be reviewed annually and adjusted as necessary after consultation with the Finance Director, Investment Advisor(s), and Portfolio Manager(s). The City currently maintains two short-to-medium term portfolios, one long term portfolio, and one short term portfolio externally managed through our Investment Manager (PFM Asset Management). Since the City has transitioned from internally managed portfolios, benefits of the enhanced diversification and third-party management have been realized, including increased cash flow and interest earnings. Debt Issuance Debt Limit – The State of Florida does not place a legal limit of debt on municipalities. However, general obligation debts greater than one year require voter referendum approval. Special revenue debt is pledged by a specific revenue source and limited by available revenue; therefore, it is not subject to voter referendum. Any new debt will be carefully evaluated as to its impact on operations. Debt Philosophy – The use of debt financing for long-term capital improvement programs is based upon two types of debt financing: 1) “pay-as-you-go” and 2) “pay-as-you-use”. In practice, the City uses a mix of these two basic methods to finance its Capital Improvements Program, with pay-as-you-go financing used for recurrent capital expenditures and pay-as-you-use financing used for long-term, non-recurrent capital expenditures. • Pay-As-You-Go – A type of financing whereby current revenues, taxes, and/or grants rather than long term debt are used to pay for capital improvements. Example: annual street paving. • Pay-As-You-Use – A type of financing whereby long-term debt is used to pay for capital improvements. Example: debt financing for a new municipal facility. Debt Policy Statement – The following policy statements govern the City’s use of debt to finance long-term, non-recurring capital improvements: • Recurrent capital expenditures for replacement, expansion and/or acquisition of plant, equipment, and/or motor vehicles will be financed on a pay-as-you-go basis from funds available and appropriated in the City’s annual operating budget. • Only long-term, non-recurrent capital expenditures for public improvements having a relatively greater cost and longer useful life, and which require additional funding over and beyond the fiscal capacity of the City’s annual operating budget, will be financed through the issuance or creation of long-term debt. These expenditures will not be debt-financed for periods exceeding the projected useful life of the improvement. • All capital improvements financed through the use of long-term debt will be consistent with the adopted Capital Improvements Program and the current fiscal year’s adopted Budget. • Revenue sources that will be used to pay long-term debt will be conservatively projected to ensure that such debt is adequately and soundly financed. • The City’s total general obligation debt will not exceed 10% of its assessed valuation. The City does not currently have any general obligation debt. City of Fort Walton Beach, FL 23 • The City will use special assessment revenue bonds or other self-supporting bonds where possible and appropriate to finance long-term, non-recurrent capital improvements, rather than general obligation bonds. • The City will establish and maintain effective communications with bond rating agencies to keep them informed of its financial condition. Debt Capacity – The debt capacity of both the General Fund and Utilities Fund is contingent upon available resources and existing debt. The current outstanding debt requires a coverage ratio of 1.15-time earnings. The General Fund is at 12.90 and the Utilities Fund is at 2.06. The Sanitation and Stormwater funds are participating in the facilities consolidation, which is the first debt incurred in these funds. Debt Ratio – Indicates the percentage of assets financed via debt, and therefore the financial flexibility of the fund. Debt Ratio Analysis Actual Budget FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 General Fund 101.5% 92.4% 71.7% 43.7% 39.2% Utilities Fund 47.2% 44.4% 42.5% 76.4% 66.5% Sanitation Fund 0.0% 0.0% 0.0% 42.1% 37.9% Stormwater Fund 0.0% 0.0% 0.0% 53.2% 48.0% Debt Rating – The City maintains an AA rating with both Standard and Poor’s and Fitch. Principal Interest Total FY 2022-23 Budget Debt Impact 3,016,016 1,035,034 4,051,050 City of Fort Walton Beach, FL 24  Debt Principal and Interest Payments by Fund General Fund Enterprise Funds Total Fiscal Yr Principal Interest Principal Interest Principal Interest 2022-23 1,414,621.90 272,485.08 1,601,394.56 762,548.60 3,016,016.46 1,035,033.68 2023-24 1,329,490.56 241,798.45 1,643,815.99 719,994.37 2,973,306.55 961,792.82 2024-25 1,073,527.89 214,371.51 1,776,051.51 676,217.25 2,849,579.40 890,588.76 2025-26 1,092,055.07 189,263.54 1,824,535.79 627,782.57 2,916,590.86 817,046.11 2026-27 804,505.59 165,906.27 1,874,017.52 577,912.43 2,678,523.11 743,818.70 2027-28 3,349,488.36 144,599.14 1,925,529.48 526,574.08 5,275,017.84 671,173.22 2028-29 358,306.30 54,830.28 1,979,105.54 473,704.42 2,337,411.84 528,534.70 2029-30 377,618.05 45,519.13 2,121,780.84 419,239.13 2,499,398.89 464,758.26 2030-31 385,832.70 35,554.54 2,182,000.43 359,762.32 2,567,833.13 395,316.86 2031-32 90,148.01 25,351.99 2,242,523.76 298,456.19 2,332,671.77 323,808.18 2032-33 93,600.68 21,899.32 2,306,394.79 235,305.96 2,399,995.47 257,205.28 2033-34 97,185.58 18,314.42 1,707,659.07 170,207.70 1,804,844.65 188,522.12 2034-35 100,907.79 14,592.21 1,283,680.47 122,503.05 1,384,588.26 137,095.26 2035-36 104,772.56 10,727.44 847,705.26 86,794.74 952,477.82 97,522.18 2036-37 108,785.35 6,714.65 880,172.37 54,327.63 988,957.72 61,042.28 2037-38 66,531.90 2,548.17 538,303.58 20,617.03 604,835.48 23,165.20 10,847,378.28 1,464,476.15 26,734,670.97 6,131,947.46 37,582,049.25 7,596,423.61 DEBT SCHEDULES Facility & Infrastructure Debt Service by Fiscal Year Fund 001, 401, 403 Fund 401 Fund 401 Fund 001 Fund 001 Fund 001 & 405 2015 2013 2013 2013A 2023 GRAND TOTAL SRF Loan Revenue Note Revenue Note Revenue Note Revenue Note Revenue Note Recreation Preston Hood Pump Station & Utility System Municipal Fiscal Yr Municipal Facilities Complex & Athletic Complex Force Main Improvements Facilities Equipment Expansion 2022-23 943,366.76 664,076.40 850,000.00 923,598.85 557,524.58 592,000.00 4,530,566.59 2023-24 943,366.76 663,943.60 850,000.00 307,637.08 557,525.26 3,322,472.70 2024-25 943,366.76 663,402.00 950,000.00 305,137.44 557,524.76 3,419,430.96 2025-26 943,366.76 663,451.60 950,000.00 307,136.60 557,524.98 3,421,479.94 2026-27 943,366.76 663,063.20 949,999.99 308,387.28 557,524.58 3,422,341.81 2027-28 943,366.76 663,236.80 950,000.00 308,887.50 3,080,700.00 5,946,191.06 2028-29 943,366.76 663,943.20 950,000.00 308,636.58 2,865,946.54 2029-30 943,366.76 663,153.20 1,050,000.01 307,637.18 2,964,157.15 2030-31 943,366.76 663,896.00 1,049,999.99 305,887.24 2,963,149.99 2031-32 943,366.76 663,113.20 1,049,999.99 2,656,479.95 2032-33 943,366.76 663,834.00 1,049,999.99 2,657,200.75 2033-34 943,366.76 1,050,000.01 1,993,366.77 2034-35 471,683.52 1,050,000.00 1,521,683.52 2035-36 1,050,000.00 1,050,000.00 2036-37 1,050,000.00 1,050,000.00 2037-38 628,000.68 628,000.68 Total $ 11,792,084.64 $ 7,299,113.20 $ 15,478,000.66 $ 3,382,945.75 $ 5,868,324.16 $ 592,000.00 $ 44,412,468.41 City of Fort Walton Beach, FL 25  Equipment Debt Service by Fiscal Year Fund 001 Fund 001 Fund 001 Fund 001 2022 2014 2015 Capital 2022 Fiscal Year Revenue Note Interfund Loan Lease Revenue Note GRAND TOTAL Golf Irrigation Fire Ladder Truck Fire Pumper Fitness Equipment Equipment 2022-23 341,464.68 55,663.00 17,160.96 312,156.72 414,288.64 2023-24 227,643.09 55,665.90 17,160.96 312,156.72 300,469.95 2024-25 - - 8,580.48 312,156.72 8,580.48 2025-26 - - - 312,157.03 Total $ 569,107.77 $ 111,328.90 $ 42,902.40 $ 1,248,627.19 $ 723,339.07 City of Fort Walton Beach, FL 26  CITY OF FORT WALTON BEACH, FL Summary of Estimated Financial Sources & Uses - All Funds Major Funds 1 GENERAL FUND UTILITIES FUND SANITATION FUND 2020-21 2021-22 2022-23 2020-21 2021-22 2022-23 2020-21 2021-22 2022-23 Actual Budget Budget Actual Budget Budget Actual Budget Budget Financial Sources Ad Valorem Taxes 6,608,861 6,870,632 7,438,755 - - - - - - Other Taxes 5,745,592 7,502,598 8,008,290 - - - - - - Licenses and Permits 3,442,354 3,219,306 3,256,178 89,963 - - 14,154 13,000 26,000 Intergovernmental Revenue 7,815,811 3,474,999 4,628,740 - - 900,000 - - - Charges for Services 3,461,193 3,145,442 3,338,327 11,856,685 11,619,894 11,709,115 3,996,753 4,466,098 4,577,644 Fines and Forfeitures 64,130 68,027 64,463 - - - - - - Interest & Other Revenues 621,199 727,501 693,290 354,486 48,000 36,050 337,360 3,125 2,425 Other Financing Sources 3,248,306 387,528 - - - - - - - 31,007,446 25,396,033 27,428,043 12,301,134 11,667,894 12,645,165 4,348,267 4,482,223 4,606,069 Appropriation from Reserves - 1,298,209 - - 1,915,519 2,346,012 - 31,473 140,882 $ 31,007,446 $ 26,694,242 $ 27,428,043 $ 12,301,134 $ 13,583,413 $ 14,991,176 $ 4,348,267 $ 4,513,696 $ 4,746,951 Interfund Transfers In 1,759,782 1,003,054 1,090,895 - - - - Total Financial Sources $ 32,767,228 $ 27,697,297 $ 28,518,938 $ 12,301,134 $ 13,583,413 $ 14,991,176 $ 4,348,267 $ 4,513,696 $ 4,746,951 Financial Uses General Government 3,632,924 3,877,353 4,950,823 - - - - - - Public Safety 11,980,036 12,984,897 14,274,099 - - - - - - Physical Environment 476,113 792,732 418,557 10,145,721 8,307,369 8,649,349 3,996,753 3,880,819 3,969,062 Transportation 741,097 862,200 605,524 - - - - - - Economic Environment - - - - - - - - - Culture & Recreation 4,924,696 4,893,518 5,518,092 - - - - - - Capital Outlay/Improvements 2,651,824 2,280,155 2,388,450 125,942 2,323,900 3,380,033 417,911 240,000 372,221 Debt Service 4,239 1,685,497 - 1,361,518 2,142,667 2,142,943 - 85,000 85,000 Reclass of Capital for Depreciation - - - - - - - - - 24,410,929 27,376,352 28,155,545 11,633,181 12,773,936 14,172,325 4,414,664 4,205,819 4,426,283 Contingencies - 285,928 324,993 - 115,099 115,099 - 45,321 45,321 Reserves - - - - - - - - - $ 24,410,929 $ 27,662,280 $ 28,480,538 $ 11,633,181 $ 12,889,035 $ 14,287,424 $ 4,414,664 $ 4,251,140 $ 4,471,604 Interfund Transfers Out 1,963,506 35,017 38,400 1,238,095 694,377 703,751 325,459 262,556 275,348 Total Financial Uses $ 26,374,435 $ 27,697,297 $ 28,518,938 $ 12,871,276 $ 13,583,413 $ 14,991,176 $ 4,740,123 $ 4,513,696 $ 4,746,951 Net Increase/(Decrease) in 6,392,793 (1,298,209) - 187,395 (1,915,519) (2,346,012) 396,913 - - Fund Balance / Net Assets4 Fund Bal / Net Assets4 - Oct 1 20,982,816 27,375,609 26,077,400 21,876,080 22,063,475 20,147,956 3,156,621 2,058,647 2,058,647 4 Fund Bal / Net Assets - Sep 30 $ 27,375,609 $ 26,077,400 $ 26,077,400 $ 22,063,475 $ 20,147,956 $ 17,801,944 $ 3,553,534 $ 2,058,647 $ 2,058,647 Notes 1 Major funds each comprise at least 10% of the total appropriated budget 2 Other Governmental Funds - Law Enforcement Trust, Law Enforcement Training, Florida Building Code, CRA, CDBG, Debt Service, Beal Memorial 3 Other Enterprise Funds - Stormwater 4 Fund Balance / Net Assets amounts used are unrestricted, except CRA Fund which is committed to capital projects 27  Non-Major Funds OTHER GOVERNMENTAL 2 OTHER ENTERPRISE 3 Total All Funds 2020-21 2021-22 2022-23 2020-21 2021-22 2022-23 2020-21 2021-22 2022-23 % of Actual Budget Budget Actual Budget Budget Actual Budget Budget Budget 1,350,992 1,417,976 1,510,607 - - - 7,959,853 8,288,608 8,949,362 15.8% - - - - - - 5,745,592 7,502,599 8,008,291 14.1% 660,286 503,615 624,152 - - - 4,206,757 3,735,921 3,906,330 6.9% 1,278,677 1,188,133 1,300,217 - 200,000 - 9,094,488 4,863,132 6,828,957 12.0% - - - 1,035,527 1,027,413 1,034,769 20,350,158 20,258,847 20,659,855 36.4% 13,346 400 400 - - - 77,476 68,427 64,863 0.1% 737,130 3,209 1,603,209 6,972 500 500 2,057,147 782,335 2,335,474 4.1% - - - - - - 3,248,306 387,528 - 0.0% 4,040,431 3,113,333 5,038,585 1,042,499 1,227,914 1,035,270 52,739,778 45,887,397 50,753,132 - 156,850 9,864 - 498,335 60,784 - 3,900,386 2,557,542 4.5% $ 4,040,431 $ 3,270,183 $ 5,048,449 $ 1,042,499 $ 1,726,249 $ 1,096,057 $ 52,739,778 $ 49,787,783 $ 53,310,674 1,963,506 2,070,513 2,365,881 - - - 3,723,288 3,073,567 3,456,776 6.1% $ 6,003,937 $ 5,340,696 $ 7,414,330 $ 1,042,499 $ 1,726,249 $ 1,096,057 $ 56,463,066 $ 52,861,351 $ 56,767,451 - - - - - - 3,632,924 3,877,353 4,950,823 8.7% 1,008,238 636,775 637,325 - - - 12,988,274 13,621,672 14,911,424 26.3% 15,413 385,317 84,997 1,040,698 895,881 888,122 15,674,698 14,262,119 14,010,088 24.7% - - - - - 741,097 862,200 605,524 1.1% 945,657 1,258,453 2,844,768 - - - 945,657 1,258,453 2,844,768 5.0% - - - - - - 4,924,696 4,893,518 5,518,092 9.7% 171,578 488,100 514,000 87,157 600,900 - 3,454,412 5,933,055 6,654,704 11.7% 1,908,339 1,685,496 2,281,182 - 136,000 136,000 3,274,096 5,734,660 4,645,125 8.2% - - - - - - - - - 0.0% 4,049,225 4,454,141 6,362,272 1,127,855 1,632,781 1,024,122 45,635,854 50,443,030 54,140,547 - - - - 9,817 9,817 - 456,165 495,230 0.9% - 886,556 1,052,056 - - - - 886,556 1,052,056 1.9% $ 4,049,225 $ 5,340,697 $ 7,414,328 $ 1,127,855 $ 1,642,599 $ 1,033,940 $ 45,635,854 $ 51,785,751 $ 55,687,833 - - - - 83,650 62,116 3,527,060 1,075,601 1,079,616 1.9% $ 4,049,225 $ 5,340,696 $ 7,414,330 $ 1,127,855 $ 1,726,249 $ 1,096,057 $ 49,162,914 $ 52,861,351 $ 56,767,451 1,954,712 729,706 1,042,192 (194,427) (498,335) (60,784) 7,300,152 (3,013,830) (1,505,486) 7,394,952 9,349,664 10,079,370 4,796,090 4,297,755 3,799,420 58,206,559 65,145,150 62,162,793 $ 9,349,664 $ 10,079,370 $ 11,121,562 $ 4,601,663 $ 3,799,420 $ 3,738,636 $ 65,506,711 $ 62,131,320 $ 60,657,307 28  Executive Budget Summary Where the Money Comes From … … And Where the Money Goes Budgeted Revenues: $56,767,451 Budgeted Expenditures: $56,767,451 Ad Valorem Taxes , Debt Service , Other Taxes , Capital Outlay/ $4,645,125 , 8.2% Reserves , $8,949,362 , 15.8% Improvement , Contingencies , $2,557,542 , 4.5% $8,008,291 , 14.1% $495,230 , 0.9% $6,654,704 , 11.7% Reserves , Culture & $1,052,056 , 1.9% Licenses & Permits , Recreation , Interfund Transfers , $5,518,093 , 9.7% $3,906,330 , 6.9% $3,456,776 , 6.1% Interfund Transfers , $1,079,616 , 1.9% Economic General Interest & Other State Revenue Environment , Government , Revenues , $2,335,474 Sharing & Other $2,844,768 , 5.0% $4,950,823 , 8.7% , 4.1% Intergov't , $6,828,957 , 12.0% Transportation , Fines and Forfeitures $605,524 , 1.1% , $64,863 , 0.1% Physical Recreation, Golf, Environment , Public Safety , Stormwater Fees , $14,911,424 , 26.3% Cemetery, Other Fees $14,010,088 , 24.7% $1,034,769 , 1.8% Water & Sewer Fees Garbage Fees , , $11,709,116 , , $3,338,327 , 5.9% $4,577,644 , 8.1% 20.6% User Fees are the largest revenue source for the City Public Safety includes police, fire, code at 36.4% and generate $20.6M. Unlike taxes, these enforcement, and building inspections, comprising charges are directly related to the service received the largest expense to the City at $14.9M, or 26.3%. and are collected for recreation & golf activities, Physical Environment includes water, sewer, water & sewer services, garbage collection, and garbage, stormwater, and cemetery operations and stormwater. totals $14.0M, or 24.7%, of expenses. Ad Valorem (Property) Taxes are the City’s second Recreation & Cultural Services totals $5.51M, or largest revenue source at $8.94M, or 15.8%, of 9.7%, of expenses and includes parks & recreation revenues. Property taxes fund essential services such programs and facilities, senior activities, library, as police, fire, planning, & code enforcement. museums, and golf courses. Other Taxes total $8.0M and are the third largest revenue source at 14.1%. This category includes local option gas tax, ½ cent sales tax, utility taxes, communication services tax, business tax receipts, insurance premium tax for police and fire pensions, and other state shared revenues. BUDGET SUMMARY FY 2022-23 FY 2021-22 $ Variance % Variance General Fund 28,518,938 27,697,297 821,641 2.97% Law Enf. Trust Fund 12,173 12,173 0 0% Law Enf. Training 500 500 0 0% FBC Fund 624,652 651,101 (26,449) (4.06)% CDBG Fund 142,827 168,866 (26,039) (15.42)% CRA Fund 4,267,997 2,437,243 1,830,754 75.12% Debt Service Fund 2,281,182 1,685,496 595,686 35.34% Utilities Fund 14,991,177 13,583,413 1,407,764 10.36% Sanitation Fund 4,746,951 4,513,696 233,255 5.17% Stormwater Fund 1,096,057 1,726,249 (630,192) (36.51)% Beal Memorial Fund 84,997 385,317 (300,320) (77.94)% GRAND TOTAL $56,767,451 $52,861,351 $3,906,100 7.39% City of Fort Walton Beach, FL 29 Executive Budget Summary Operating Budget Capital Budget $50,112,746 $6,654,705 $16 $4,000 $14 $3,500 $12 $3,000 $10 $2,500 Millions Thousands $8 $2,000 $6 $1,500 $4 $1,000 $2 $500 $0 $0 Highlights for the upcoming year include: General Government is comprised of the City IT Replacements – 8 computers, 8 laptops, 1 Council, City Manager, IT, Human servers, 16 tablets. Resources, City Clerk, Finance, Purchasing, Development Services, Fleet, and Vehicle Replacements – 10 trucks, 1 side loader, 1 Facilities. These groups shape overall City policy Vactor and/or provide guidance and assistance to other Facility Repairs – Recreation: resurface gym floor, departments and the public. replace carpet City Hall, replace Generator Public Safety includes Police, Fire, Code Enclosure at PD/FD, ballfield bathroom wood & Enforcement, and Building Permitting & fixture replacement at City Hall Athletic Fields. Inspections. These groups monitor the Street Resurfacing/Restriping – Resurfacing: Sotir safety and welfare of City Street NW from Memorial Parkway NW to Bayou property owners. Woods Drive NW; Hudson Drive NW from Fliva Physical Environment includes the production and Avenue to Sotir Street NW; Alabama Avenue NW distribution of drinking water, collection and Alley. Stafford Circle NE from Mooney Road NE to treatment of wastewater, collection of Cul-de-sac; Carlyle Court NE from Merioneth Drive residential and commercial garbage, NE to Cul-de-sac; White Wilson parking area. recycling, management of stormwater and Sewer Grouting & Lining – Locations based upon environmental issues, and cemetery operations. video reports, maintenance, and flow monitoring. Transportation includes right-of-way, engineering, Storm Drainage Improvement – Identified in the and streets. five-year schedule listed in the Stormwater Master Economic Environment includes the CDBG Plan; Martisa Road Stormwater Replacement. program for low-moderate income families and the CRA program to revitalize blighted areas. Recreation activities include neighborhood and facility parks, a tennis center, a library, a museum complex, a recreation complex, and two 18-hole golf courses. City of Fort Walton Beach, FL 30 Executive Budget Summary Did You Know? . . . The City of Fort Walton Beach comprises 33.8% of a citizen’s tax bill. One mill equals $1 per $1,000 of taxable property value. Over 11% of properties within the City have exemptions that enable them to pay no property taxes (i.e. homestead exemptions). Other Financing Sources Other Taxes Intergov't Revenue Fines & Forfeitures $3,456,776 $8,008,291 $6,828,957 $64,863 Ad Valorem Taxes Licenses & Permits Charges for Services Interest & Other Fund Balance / Net Assets $8,949,362 $3,900,164 $20,659,856 $2,335,474 $2,557,542 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 $55.00 $102.99 City of Fort Walton Beach, FL 31 Executive Budget Summary Revenues by Category Budget 2022-23 Budget 2021-22 Actual 2020-21 Actual 2019-20 Actual 2018-19 $0 $2 $4 $6 $8 $10 $12 $14 $16 $18 $20 $22 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 2022-23 Budget 2021-22 Actual 2020-21 Actual 2019-20 Actual 2018-19 $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 32 Executive Budget Summary City of Fort Walton Beach, FL 33  CITY OF FORT WALTON BEACH, FL Revenue Trends - All Funds Revenues by Fund $60 $55 $50 $45 $40 $35 Millions $30 $25 $20 $15 $10 $5 $0 Actual Actual Actual Budget Budget 2018-19 2019-20 2020-21 2021-22 2022-23 General Fund FL Bldg Code Fund CRA Fund Debt Service Fund Utilities Fund Sanitation Fund Stormwater Fund Actual Actual Actual Budget Budget $ % 2018-19 2019-20 2020-21 2021-22 2022-23 Variance Variance General Fund 24,760,821 28,804,434 32,962,460 27,697,297 28,518,938 821,641 2.97% Law Enf. Trust Fund** 6,578 29,284 22,613 12,173 12,173 - 0.00% Law Enf. Training Fund** 4,928 4,439 4,501 500 500 - 0.00% FL Bldg Code Fund 493,366 562,605 636,779 651,101 624,652 (26,449) -4.06% CDBG Fund 135,313 174,691 294,572 168,866 142,827 (26,039) -15.42% CRA Fund 1,933,751 2,443,175 2,773,051 2,437,243 4,267,997 1,830,754 75.12% Debt Service Fund 986,077 1,060,920 1,151,840 1,685,496 2,281,182 595,686 35.34% Utilities Fund 11,748,379 11,680,187 12,133,278 13,583,413 14,991,176 1,407,763 10.36% Sanitation Fund 3,888,873 4,001,231 4,721,186 4,513,696 4,746,952 233,256 5.17% Stormwater Fund 1,052,999 1,205,939 1,044,823 1,726,249 1,096,057 (630,192) -36.51% Beal Memorial Fund** 161,747 340,932 717,963 385,317 84,997 (300,320) -77.94% Revenues 45,172,835 50,307,840 56,463,066 52,861,351 56,767,451 3,906,100 7.39% ** not included on chart Revenues by Category $60 $55 $50 $45 $40 $35 $30 Millions $25 $20 $15 $10 $5 $0 Actual Actual Actual Budget Budget 2018-19 2019-20 2020-21 2021-22 2022-23 Ad Valorem Taxes Other Taxes Licenses & Permits Intergov't Revenue Charges for Services Fines & Forfeitures Interest & Other Other Financing Sources Fund Balance/Net Assets/Transfers Actual Actual Actual Budget Budget % 2018-19 2019-20 2020-21 2021-22 2022-23 $ Variance Variance Ad Valorem Taxes 7,520,049 7,926,727 7,959,853 8,288,608 8,949,362 660,754 7.97% Other Taxes 5,581,321 5,515,139 5,745,592 7,502,599 8,008,291 505,692 6.74% Licenses & Permits 2,659,200 3,546,067 4,206,757 3,735,921 3,906,330 170,409 4.56% Intergov't Revenue 5,516,224 8,042,737 9,094,488 4,863,132 6,828,957 1,965,825 40.42% Charges for Services 19,138,119 19,062,904 20,350,158 20,258,847 20,659,855 401,008 1.98% Fines & Forfeitures 94,578 93,827 77,476 68,427 64,863 (3,564) -5.21% Interest & Other 2,206,627 2,225,659 2,057,147 782,335 2,335,474 1,553,139 198.53% Other Financing Sources 102,811 274,135 3,248,306 387,528 - (387,528) 0.00% Fund Balance/Net Assets/Transf 2,353,906 3,620,644 3,723,288 6,973,953 6,014,318 (959,635) -13.76% Revenues 45,172,835 50,307,840 56,463,066 52,861,351 56,767,451 3,906,100 7.39% 34  CITY OF FORT WALTON BEACH, FL Expenditure Trends - All Funds Expenditures by Fund $60 $55 $50 $45 $40 $35 Millions $30 $25 $20 $15 $10 $5 $0 Actual Actual Actual Budget Budget 2018-19 2019-20 2020-21 2021-22 2022-23 General Fund* FL Bldg Code Fund CRA Fund Debt Service Fund Utilities Fund Sanitation Fund Stormwater Fund Actual Actual Actual Budget Budget $ % 2018-19 2019-20 2020-21 2021-22 2022-23 Variance Variance General Fund* 28,542,518 26,730,208 26,374,435 27,697,297 28,518,938 821,641 2.97% Law Enf. Trust Fund** 14,483 48,449 11,218 12,173 12,173 - 0.00% Law Enf. Training Fund** - - - 500 500 - 0.00% FL Bldg Code Fund 331,681 342,187 471,611 651,101 624,652 (26,449) -4.06% CDBG Fund* 138,342 169,875 296,871 168,866 142,827 (26,039) -15.42% CRA Fund 2,228,606 1,169,103 1,345,773 2,437,243 4,267,997 1,830,754 75.12% Debt Service Fund 1,260,466 1,814,099 1,908,339 1,685,496 2,281,182 595,686 35.34% Utilities Fund 10,806,425 11,264,818 12,871,276 13,583,413 14,991,176 1,407,763 10.36% Sanitation Fund 3,861,209 4,316,172 4,740,123 4,513,696 4,746,952 233,256 5.17% Stormwater Fund 829,134 1,013,608 1,127,855 1,726,249 1,096,057 (630,192) -36.51% Beal Memorial Fund** 15,168 9,842 15,413 385,317 84,997 (300,320) -77.94% Expenditures 48,028,031 46,878,361 49,162,914 52,861,351 56,767,451 3,906,099 7.39% ** not included on chart Expenditures by Category $60 $55 $50 $45 $40 $35 Millions $30 $25 $20 $15 $10 $5 $0 Actual Actual Actual Budget Budget 2018-19 2019-20 2020-21 2021-22 2022-23 General Government Public Safety Physical Environment Transportation Economic Environment Culture & Recreation Actual Actual Actual Budget Budget % 2018-19 2019-20 2020-21 2021-22 2022-23 $ Variance Variance General Government 3,377,241 3,620,756 3,632,924 3,877,353 4,950,823 1,073,470 27.69% Public Safety 10,157,745 11,255,650 12,988,274 13,621,672 14,911,424 1,289,752 9.47% Physical Environment 14,398,859 14,400,919 15,674,698 14,262,119 14,010,088 (252,031) -1.77% Transportation 824,349 723,669 741,097 862,200 605,524 (256,676) -29.77% Economic Environment 1,282,063 1,182,887 945,657 1,258,453 2,844,768 1,586,315 126.05% Culture & Recreation 4,685,690 4,929,243 4,924,696 4,893,518 5,518,092 624,574 12.76% Capital (net of Reclass) 11,556,291 6,534,944 3,454,412 5,933,055 6,654,704 721,649 12.16% Debt Service 1,724,638 3,426,794 3,274,096 5,734,660 4,645,125 (1,089,535) -19.00% Other Financing Uses (272,901) 3,418,999 3,527,060 2,418,322 2,626,902 208,580 8.62% Expenditures 47,733,975 49,493,861 49,162,914 52,861,351 56,767,451 3,906,100 7.39% 35 Revenues FY 2022-23 Budgeted Revenues $56,767,451 Other Taxes , Ad Valorem Taxes , $8,008,291 , 14.1% $8,949,362 , 15.8% Reserves , $2,557,542 , 4.5% Licenses & Permits , $3,906,330 , 6.9% Interfund Transfers , $3,456,776 , 6.1% State Revenue Sharing & Other Intergov't , Interest & Other $6,828,957 , 12.0% Revenues , $2,335,474 , 4.1% Fines and Forfeitures , $64,863 , 0.1% Recreation, Golf, Cemetery, Other Fees , $3,338,327 , 5.9% Stormwater Fees , $1,034,769 , 1.8% Garbage Fees , Water & Sewer Fees , $4,577,644 , 8.1% $11,709,116 , 20.6% 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 $20.6M and are the largest source of revenue for the City at 36.4%. Unlike taxes, these charges are directly related to the service received. User fees include leisure services such as recreation programs, senior activities, library, museums, and golf; fire assessments; water and sewer service; garbage collection; and stormwater management. Fees are set by City Council based on the cost of providing these services, reviewed and adjusted annually as part of the budget process, and published in the Comprehensive Fee Schedule. Revenues are budgeted based on historical usage and/or number of customers, adjusted for current rates. Water and sewer rates will generate $30 approximately $11.7M in revenues. A new five- $25 year rate study was adopted by City Council on $20 August 11, 2020 and was implemented on Millions October 1, 2020 with the FY 2020-21 budget. The $15 study determines the required rates to generate $10 sufficient revenue to sustain renewal and replacement reserves and account for debt service $5 requirements and is updated on an annual basis to $0 account for real-time revenues, expenses, and Recreation Water & Sewer Garbage Stormwater/Other changes within the utility system. 2018-19 2019-20 2020-21 Budget 2021-22 Budget 2022-23 Solid waste and recycling fees account for $4.5M in revenues. Recreation and other fees – recreation programs, park rentals, senior activities, the library, museums, golf, and cemetery sales – generate $3.3M in revenues. Stormwater user fees comprise $1.0M in revenues at a residential-equivalent unit of $5 per month. City of Fort Walton Beach, FL 36 Revenues Ad Valorem (Property) Taxes – Citywide, the 2022 gross taxable property value for operating purposes is $1.884 billion, an increase of $247 million, or 15.1%, from the 2021 final gross taxable property value of $1.636 billion. Ad valorem taxes levied by the City comprise $8.94M, or 2.57%, of total revenues. Property taxes primarily fund General Fund operations. However, property taxes paid by certain residents and businesses located in areas targeted for specific improvements to eliminate blight and improve infrastructure are allocated to the Community Redevelopment Agency (CRA) Fund. Property tax revenues are allocated to the CRA Fund based on the growth in assessed value from the base year (i.e. year of CRA designation). Funding from County property taxes comprises $1.510M, or 6.53% higher than the previous year. 2,000 10 1,800 9 1,600 8 Ad Valorem Taxes (millions) Taxable Value (millions) 1,400 7 1,200 6 1,000 5 800 4 600 3 400 2 200 1 - - 2012-13 2013-14 2014-15 2015-16 2016-17 2017-18 2018-19 2019-20 2020-21 2021-22 2022-23 General Fund CRA Fund Tax Revenue Millage Staffing and operational cuts were made in FY 2011-12 and FY 2012-13. In FY 2013-14, the City simply did not have room to “do more with less” and raised the millage rate to 5.7697 mills. As property values continue to rise, the City lowered the millage rate to the rolled-back rate of 5.6395 mills in FY 2019-20, lowered it to 5.3293 mills in FY 2020-21, and kept it the same 5.3293 mills in FY 2021-22. The FY 2022-23 proposed budget is predicated on lowering the millage rate to 4.9999 mills; this is the third year (out of four) that City Council has lowered the millage. One mill equals $148.78 per $1,000 of taxable property value. City of Fort Walton Beach, FL 37 Revenues Franchise Fees & Utility Taxes – The City’s franchise fee agreements provide a 6% rate on gross electric and gas sales of utility companies serving Fort Walton Beach. A $1.93 per ton sanitation host fee on garbage collected outside the City limits and brought to the transfer station is also collected per contract. Franchise fees comprise $2.0M, or 7.0%, of revenues and have increased $3.5 1.43% over the previous fiscal year. $3.0 Utility taxes are contractually levied against electric, gas, and water revenues of local utility $2.5 companies at the rate of 10%. Over the past five $2.0 years revenues have steadily increased. This year, Millions $1.5 these revenues are expected to increase by 4.4%. $1.0 A large portion of electric and natural gas utility bills is exempt since the tax on the fuel charge $0.5 component is based on 1973 fuel prices (and $0.0 Franchise Fees Utility Taxes therefore immaterial to a great extent). Utility 2018-19 2019-20 2020-21 Budget Budget taxes are anticipated to generate $3.0M, or 2021-22 2022-23 10.0%, 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, $1.03M is budgeted, which is a 1.0% increase when compared to FY 2021-22. This revenue stream has been declining as more consumers eliminate land lines and service providers bundle taxable services with non-taxable services, thereby eliminating payment of the tax. Half-Cent Sales Tax – This category includes a $4.25 state-shared revenue distribution, derived from $4.00 $3.75 net 6% state sales tax revenue (which is the $3.50 $3.25 $3.00 largest source of revenue sharing for local $2.75 $2.50 governments), as well as a half-cent county- Millions $2.25 $2.00 distributed surtax, implemented by voters in FY $1.75 $1.50 2018-19. Together, this revenue source is $1.25 $1.00 anticipated to generate approximately $4.6M, or $0.75 $0.50 12.6%, of total revenues. The revenue estimate, $0.25 $0.00 also published by the Office of Economic and Communication Services Tax Sales Tax Municipal Revenue Local Option Fuel Sharing Tax Demographic Research (EDR), which has 2018-19 2019-20 2020-21 Budget Budget rebounded as the economy has improved, is 2021-22 2022-23 estimated to increase 23.1%. Municipal Revenue Sharing – This is funded by 81.0% of sales and use tax collections, 19.0% of state alternative fuel user decal collections, and the net collections from the one-cent municipal fuel tax. This revenue estimate is published by the Office of Economic and Demographic Research (EDR), and is budgeted at $1.01M, or 3.5%, of total revenues. The revenue estimate, also published by the Office of Economic and Demographic Research (EDR), which has rebounded as the economy has improved, is estimated to increase 21.7%. 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 City of Fort Walton Beach, FL 38 Revenues 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 2022-23 are budgeted at $702K and $295K, respectfully. This revenue source is anticipated to increase on an average of 13.8%. Interfund Transfers – Interfund transfers represent $3.4M, or 6.1%, of total revenues. The Debt Service Fund receives $2.2M from the General Fund for principal and interest payments. The Beal Memorial Cemetery Fund receives $38K from the General Fund (20% of cemetery lot sales) for investment for perpetual care of the cemetery once all lots are sold. The General Fund receives $1.2M from the Utilities Fund and $208K from the Stormwater Fund (6% of water & sewer and stormwater fees) as a franchise/right-of-way access fee and $474K from the Sanitation Fund to compensate for additional roadway wear & tear caused by heavy sanitation trucks. City of Fort Walton Beach, FL 39  Expenditures FY 2021-22 Budgeted Expenditures $56,767,451 Capital Outlay/ Debt Service , Contingencies , $495,230 , Improvement , $4,645,125 , 8.2% 0.9% $6,654,704 , 11.7% Reserves , $1,052,056 , 1.9% Culture & Recreation , Interfund Transfers , $5,518,093 , 9.7% $1,079,616 , 1.9% Economic Environment General Government , , $2,844,768 , 5.0% $4,950,823 , 8.7% Transportation , $605,524 , 1.1% Public Safety , Physical Environment , $14,911,424 , 26.3% $14,010,088 , 24.7% Physical Environment – This category comprises $14.0M, or 24.7% of total expenses and $16 includes cemetery operations and the following $14 enterprise activities: water, sewer, stormwater, $12 recycling, and solid waste. These operations are $10 self-sustaining since cemetery revenues normally exceed expenses and enterprise Millions $8 activities are funded by user fees rather than general revenues such as property taxes. $6 $4 $2 Public Safety – This category includes police, $0 fire, code enforcement, and building inspection Cemetery Water & Sewer Garbage Stormwater services and totals $14.9M, or 26.3%, of total 2018-19 2019-20 2020-21 Budget 2021-22 Budget 2022-23 expenses. Public Safety increases were due to personnel changes in FY 2022-23. $7.90 Recreation & Cultural Services – This $7.11 category equals $5.5M, or 9.7%, of total $6.32 expenses and includes parks & recreation $5.53 programs and facilities, senior activities, library, $4.74 museums, and golf courses. A portion of these Millions $3.95 $3.16 leisure service expenses are offset by revenues $2.37 such as facility and park rentals, youth and adult $1.58 athletic fees, recreation center memberships, and museum entrance fees. This category is slight $0.79 $0.00 Police Fire Code Enf Bldg Insp increase when compared to FY 2021-22. After 2018-19 2019-20 2020-21 Budget Budget opening a new recreation complex in May 2015, 2021-22 2022-23 City of Fort Walton Beach, FL 40 Expenditures the department is settling in at the new facility, and continues to bring multiple sports tournaments to the City. General Government – This category is $4.9M, or 8.7%, 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 $8.0 the public: City Council, City Manager, City $7.0 Clerk, information technology, human resources, $6.0 risk management, accounting, budgeting, $5.0 purchasing, planning, fleet, and facilities. Millions $4.0 Debt Service – This category totals $4.6M, or $3.0 8.2%, of total expenses and includes principal and $2.0 interest payments for the City’s equipment and $1.0 facilities funded via capital lease/purchase, $0.0 revenue notes, or other debt financing. In FY General Gov't 2018-19 2019-20 2020-21 Budget Budget 2021-22, the City issued new debt to pay for a new 2021-22 2022-23 Fire Ladder Truck and for a new irrigation system for Pines Golf Course. Capital Outlay/Improvement – This category $6.0 comprises $6.6M, or 11.7%, of total expenses. $5.0 Capital outlay includes the purchase of computers, vehicles, equipment, and other assets $4.0 with a value greater than $1,000 and a useful life Millions $3.0 of more than one (1) year. Capital improvement $2.0 includes the acquisition, construction, replacement, or renovation of facilities and $1.0 infrastructure with a value greater than $25,000 $0.0 and a useful life of ten (10) years or more (e.g. Capital Outlay Capital Improvement buildings, parks, streets, and water and sewer 2018-19 2019-20 2020-21 Budget 2021-22 Budget 2022-23 lines). IT funding of $28K includes various laptops, desktops and server replacements. Vehicle and equipment replacements in the amount of $1.1M includes 10 trucks, 1 side loader and a Vactor. The following capital improvement projects are budgeted at a total cost of $4.9M: Preston Hood Athletic Complex expansion, Arts & Cultural Strategic Plan, Preston Hood Batting Cage Structure, CRA Branding & Wayfinding, Landing Improvements, Liza Jackson Waterfront Park Design, Heritage Park & Cultural Center Addition, PD Carport, street resurfacing, sidewalk construction, water meter replacements, water line replacements, sewer grouting/lining and storm drainage improvements. Various other improvements are detailed in the Executive Summary of this document. Interfund Transfers – Interfund transfers represent $1.0M, or 1.9%, of total expenses. Transfers to the General Fund total $2.1M based on the Cost Allocation Plan, which provides reasonable and proportionate reimbursement for services provided to enterprise and special revenue funds such as city clerk, city council (including city attorney), city manager, administrative services (i.e. human resources, risk management, information technology), financial services (i.e. budget, grants, accounting, accounts payable, payroll, purchasing), and engineering services (i.e. engineering, fleet, facilities). City of Fort Walton Beach, FL 41 Expenditures Economic Environment – This category totals $4.5 $2.8M, or 5.0%, of total expenses and includes the $4.0 Community Development Block Grant (CDBG) $3.5 program for low to moderate income families and $3.0 the Community Redevelopment Agency (CRA) $2.5 Millions to revitalize blighted areas. CDBG funding comes $2.0 from the U.S. Department of Housing and Urban $1.5 $1.0 Development. CRA activities are funded from a $0.5 portion of City and County tax dollars. Ad $0.0 valorem revenues are anticipated to increase and CDBG CRA the additional funding will be utilized for various 2018-19 2019-20 2020-21 Budget Budget 2021-22 2022-23 Capital Improvement Projects. The timing of capital projects accounts for the annual fluctuations in prior years. Transportation – This category represents $1.4 $605K, or 1.1%, of total expenses and includes $1.3 $1.2 streets, right-of-way, and engineering. Roadway- $1.1 $1.0 related expenses are funded in large part by local $0.9 $0.8 option fuel tax proceeds and reimbursements from Millions $0.7 the Florida Department of Transportation. $0.6 $0.5 $0.4 Reserves – Reserve funds are budgeted if $0.3 anticipated revenues exceed budgeted expenses or $0.2 $0.1 for the specific purpose of rebuilding fund balance $0.0 Streets Engineering (governmental funds) or net assets (enterprise funds). Reserves totaling $1.0M, or 1.9%, of 2018-19 2019-20 2020-21 Budget 2021-22 Budget 2022-23 expenses are budgeted in the CRA Fund. Contingencies – Contingency funds total $495K, or 0.9%, of total expenses and are budgeted to guard against unanticipated price increases (e.g. fuel, utilities), emergency repairs, or revenue shortfalls. The City budgets 1% of personnel and operating expenses as contingency funds in the General, Florida Building Code, Utilities, Sanitation, and Stormwater funds. City of Fort Walton Beach, FL 42  CITY OF FORT WALTON BEACH, FL Total Expenditures by Category - All Funds Personnel Operating Capital Capital Debt Cost Interfund Replenish 2022-23 2021-22 Budget Change Services Expenses Outlay Improv. Service Allocation Transfer Reserves Budget Budget $ % City Council 208,479 398,873 - - - - - - 607,352 587,929 19,423 3.30% City Manager 379,156 29,182 - - - - - - 408,338 399,441 8,897 2.23% Human Resources 320,017 97,276 - - - - - - 417,293 385,762 31,531 8.17% Information Technology 396,974 448,490 - - - - - - 845,464 673,115 172,349 25.60% Risk Management - 948,245 - - - - - - 948,245 907,390 40,855 4.50% City Clerk 171,293 70,942 - - - - - - 242,235 248,872 (6,637) -2.67% Finance 684,205 160,683 - - - - - - 844,888 837,310 7,578 0.91% Purchasing 200,624 5,640 - - - - - - 206,264 207,322 (1,058) -0.51% Police 6,792,002 833,153 - - - - - 7,625,155 6,961,368 663,787 9.54% Fire 5,953,843 442,942 - - - - - - 6,396,785 6,498,910 (102,125) -1.57% Emergency Mgmt - 16,527 - - - - - - 16,527 16,527 - 0.00% Recreation 864,977 475,853 - - - - - - 1,340,830 1,905,616 (564,786) -29.64% Parks/Right-of-way 757,122 412,835 209,870 - - - - - 1,379,827 1,138,493 241,334 21.20% Golf Club 483,611 423,730 - - - - - - 907,341 918,333 (10,992) -1.20% Golf Grounds 669,877 485,500 59,400 - - - - - 1,214,777 1,365,665 (150,888) -11.05% Library 473,059 154,218 70,000 - - - - - 697,277 666,275 31,002 4.65% Museum 267,040 50,270 - - - - - - 317,310 300,497 16,813 5.60% Cemetery 214,053 204,504 49,680 - - - 38,400 - 506,637 792,732 (286,095) -36.09% Growth Management 179,528 28,043 - - - - - - 207,571 187,044 20,527 10.97% Planning & Zoning 212,019 25,528 - - - - - - 237,547 233,315 4,232 1.81% Code Enforcement 217,156 18,476 - - - - - - 235,632 216,457 19,175 8.86% Fleet 561,287 61,544 - - - - - - 622,831 609,159 13,672 2.24% Facilities 407,980 648,304 - - - - - - 1,056,284 1,153,241 (96,957) -8.41% Streets 289,650 315,874 - 60,000 - - - - 665,524 860,156 (194,632) -22.63% TDC Tax - 100,000 - 832,500 - - - - 932,500 - 932,500 100.00% 1/2 Cent Sales Tax - - - 795,000 - - - - 795,000 1,130,000 (335,000) -29.65% Non-Departmental-001 220,163 537,911 312,000 - - (2,226,570) - - (1,156,496) (1,503,632) 347,136 -23.09% General Fund 20,924,115 7,394,543 700,950 1,687,500 - (2,226,570) 38,400 - 28,518,938 27,697,297 821,641 2.97% Law Enf. Trust Fund - 12,173 - - - - - - 12,173 12,173 - 0.00% Law Enf. Training Fun - 500 - - - - - - 500 500 - 0.00% FBC Fund 396,724 102,746 - - - 125,182 - - 624,652 651,101 (26,449) -4.06% CDBG Fund 28,565 57,762 - 56,500 - - - - 142,827 168,866 (26,039) -15.42% CRA 521,065 2,168,166 20,000 437,500 - 169,210 - 952,056 4,267,997 2,437,243 1,830,754 75.12% CRA Fund 521,065 2,168,166 20,000 437,500 - 169,210 - 952,056 4,267,997 2,437,243 1,830,754 75.12% Debt Service Fund - - - - 2,281,182 - - - 2,281,182 1,685,496 595,686 35.34% Customer Service 255,820 331,057 - - - - - - 586,877 505,688 81,189 16.06% Utility Services 475,508 142,853 21,000 - 535,500 - - - 1,174,862 1,146,137 28,725 2.51% GIS 203,356 66,317 - - - - - - 269,673 263,582 6,091 100.00% Water Operations 625,296 484,626 - - 116,944 - - - 1,226,866 1,113,503 113,363 10.18% Water Distribution 340,172 91,583 - 2,000,000 180,363 - - - 2,612,118 1,943,549 668,569 34.40% Sewer Collect&Treatmt 880,290 3,518,554 - 800,000 1,310,136 - - - 6,508,980 6,354,487 154,493 2.43% Non-Departmental-401 10,000 118,389 559,033 - - 1,220,627 703,751 - 2,611,800 2,256,467 355,333 15.75% Utilities Fund 2,790,442 4,753,379 580,033 2,800,000 2,142,943 1,220,627 703,751 - 14,991,176 13,583,413 1,407,763 10.36% Solid Waste 1,297,544 1,996,378 - - 85,000 - - - 3,378,922 3,194,956 183,966 5.76% Recycling 66,549 131,252 - - - - - - 197,801 232,138 (34,337) -14.79% Non-Departmental-403 1,500 46,211 372,221 - - 474,949 275,348 - 1,170,229 1,086,601 83,628 100.00% Sanitation Fund 1,365,593 2,173,841 372,221 - 85,000 474,949 275,348 - 4,746,952 4,513,696 233,256 5.17% Stormwater 398,083 280,987 - - 136,000 - - - 815,070 1,400,991 (585,921) -41.82% Non-Departmental-405 500 10,332 - - - 208,037 62,116 - 280,985 325,257 (44,272) -13.61% Stormwater Fund 398,583 291,319 - - 136,000 208,037 62,116 - 1,096,057 1,726,249 (630,192) -36.51% Beal Memorial Fund - 14,919 - - - - 49,680 20,398 84,997 385,317 (300,320) -77.94% TOTAL ALL FUNDS 26,425,087 16,969,348 1,673,204 4,981,500 4,645,125 (28,565) 1,129,295 972,454 56,767,451 52,861,351 3,906,100 7.39% 43  CITY OF FORT WALTON BEACH, FL Personnel Services Trends - All Funds Personnel Services by Fund $28 $24 $20 $16 Millions $12 $8 $4 $0 Actual Actual Actual Budget Budget 2018-19 2019-20 2020-21 20221-22 2022-23 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 $ % 2018-19 2019-20 2020-21 20221-22 2022-23 Variance Variance General Fund 15,423,301 16,640,136 18,235,588 19,485,339 20,924,115 1,438,776 7.38% Law Enf. Trust Fund - - - - - - 0.00% Law Enf. Training Fund - - - - - - 0.00% FL Bldg Code Fund 186,088 218,404 262,190 401,351 396,724 (4,627) 0.00% CDBG Fund 27,623 20,239 67,632 31,953 28,565 (3,388) -10.60% CRA Fund 421,800 443,178 534,993 467,900 521,065 53,165 11.36% Utilities Fund 2,168,410 2,334,583 2,311,547 2,569,601 2,790,442 220,841 8.59% Sanitation Fund 1,180,325 1,331,123 1,297,801 1,335,631 1,365,593 29,962 2.24% Stormwater Fund 297,399 325,785 378,991 377,721 398,583 20,862 5.52% Personal Services 19,704,947 21,313,449 23,088,742 24,669,496 26,425,087 1,755,591 7.12% Personal Services by Category $28 $24 $20 $16 Millions $12 $8 $4 $0 Actual Actual Actual Budget Budget 2018-19 2019-20 2020-21 20221-22 2022-23 Salaries Social Security Medicare Retirement Health/Dental/Life Ins. Workers Comp. Unemployment Comp. Actual Actual Actual Budget Budget % 2018-19 2019-20 2020-21 20221-22 2022-23 $ Variance Variance Salaries 12,428,592 13,342,259 14,621,654 15,959,276 17,445,564 1,486,288 9.31% Social Security 712,837 773,667 850,519 883,166 954,879 71,713 8.12% Medicare 166,919 181,011 198,906 207,184 223,317 16,133 7.79% Retirement 4,044,285 3,799,400 3,797,620 3,996,008 4,046,813 50,805 1.27% Health/Dental/Life Ins. 1,931,907 2,744,777 3,106,616 3,098,938 3,199,054 100,116 3.23% Workers Comp. 415,862 447,335 488,427 499,919 530,461 30,542 6.11% Unemployment Comp. 4,546 25,000 25,000 25,000 25,000 - 0.00% Personal Services 19,704,947 21,313,449 23,088,742 24,669,496 26,425,087 1,755,591 7.12% 44  CITY OF FORT WALTON BEACH, FL Personnel Services by Category - All Funds Service Incentive/ Gross Overtime Total Wages Awards Merit Pay Add Pays Wages & Holiday Wages City Council 42,469 - - - 42,469 - 42,469 City Manager 289,279 2,100 - - 291,379 - 291,379 Human Resources 236,134 2,000 4,893 - 243,027 - 243,027 Information Technology 280,613 2,800 25,388 - 308,801 - 308,801 City Clerk 133,277 1,900 - - 135,177 25 135,202 Finance 478,388 5,900 - - 484,288 850 485,138 Purchasing 159,407 4,600 - - 164,007 100 164,107 Police 3,655,519 64,800 111,494 4,200 3,836,013 342,561 4,178,574 Fire 2,823,299 46,300 44,405 - 2,914,004 455,068 3,369,072 Recreation 619,814 14,300 - 634,114 - 634,114 Parks/Right-of-Way 504,194 8,900 - - 513,094 4,020 517,114 Golf Club 391,263 20,300 - - 411,563 100 411,663 Golf Grounds 477,720 4,800 - - 482,520 3,765 486,285 Library 382,980 11,800 - - 394,780 200 394,980 Museum 210,462 4,600 - - 215,062 20 215,082 Cemetery 131,365 5,500 - - 136,865 600 137,465 Growth Management 128,204 1,500 - - 129,704 - 129,704 Planning & Zoning 166,016 1,100 4,327 - 171,443 150 171,593 Code Enforcement 145,446 4,300 - - 149,746 150 149,896 Fleet 384,183 6,600 - - 390,783 2,500 393,283 Facilities 292,028 5,900 - - 297,928 3,000 300,928 Streets 186,621 5,300 - - 191,921 1,000 192,921 Non-Departmental 188,400 - - - 188,400 - 188,400 General Fund 12,307,081 225,300 190,507 4,200 12,727,088 814,109 13,541,197 FL Bldg Code Fund 311,433 3,300 - - 314,733 - 314,733 CDBG Fund 28,565 - - - 28,565 - 28,565 CRA 288,092 4,900 11,191 - 304,183 8,877 313,060 CRA Fund 288,092 4,900 11,191 - 304,183 8,877 313,060 Customer Service 194,988 3,800 - - 198,788 500 199,288 Utility Services 338,220 6,400 - - 344,620 1,000 345,620 GIS 159,813 2,700 - - 162,513 - 162,513 Water Operations 431,981 5,800 - - 437,781 17,000 454,781 Water Distribution 191,796 5,300 - - 197,096 26,500 223,596 Sewer Collect & Treatmt 580,976 12,200 - - 593,176 32,500 625,676 Non-Departmental 10,000 - - - 10,000 - 10,000 Utilities Fund 1,907,774 36,200 - - 1,943,974 77,500 2,021,474 Solid Waste 859,871 20,200 - - 880,071 32,000 912,071 Recycling 45,240 1,200 - 46,440 2,120 48,560 Non-Departmental 1,500 - - - 1,500 - 1,500 Sanitation Fund 906,611 21,400 - - 928,011 34,120 962,131 Stormwater 257,204 5,200 - - 262,404 1,500 263,904 Non-Departmental 500 - - - 500 - 500 Stormwater Fund 257,704 5,200 - - 262,904 1,500 264,404 TOTAL ALL FUNDS 16,007,260 296,300 201,698 4,200 16,509,458 936,106 17,445,564 45  Social Pension Retirement Health, Dental Work Unempl. Total FY 2022-23 Security Medicare Defined Benefit Defined Contrib & Life Ins. Comp Comp Benefits TOTAL 2,633 616 - - 162,693 68 - 166,010 208,479 18,764 4,388 21,803 4,926 37,407 487 - 87,775 379,156 14,813 3,464 - 18,818 39,508 386 - 76,989 320,018 17,911 4,189 - 19,809 45,774 489 - 88,172 396,974 8,601 2,012 - 16,887 8,368 224 - 36,092 171,292 28,014 6,552 13,255 23,747 126,735 765 - 199,068 684,205 9,688 2,266 6,628 8,578 9,104 255 - 36,519 200,625 219,300 51,288 1,339,110 23,740 638,962 105,594 - 2,377,994 6,556,568 164,927 38,572 1,437,839 - 563,908 144,090 - 2,349,336 5,718,407 35,686 8,346 13,255 26,544 124,495 22,537 - 230,863 864,977 30,382 7,105 13,255 27,080 138,692 23,493 - 240,007 757,122 29,645 6,933 13,255 - 12,636 9,480 - 71,949 483,611 32,414 7,581 6,628 26,952 97,860 12,156 - 183,591 669,876 23,558 5,509 13,255 9,429 25,106 1,222 - 78,079 473,059 12,823 2,999 6,628 6,023 23,148 337 - 51,958 267,040 7,105 1,662 19,883 - 37,849 10,089 - 76,588 214,053 8,013 1,874 . 9,200 30,532 205 - 49,824 179,528 10,530 2,462 - 8,668 18,494 273 - 40,427 212,019 9,142 2,138 13,255 3,871 35,638 3,215 - 67,259 217,156 22,030 5,152 6,628 17,780 107,570 8,845 - 168,005 561,287 17,229 4,029 13,255 9,065 45,154 18,321 - 107,053 407,981 11,519 2,694 - 7,946 62,008 12,562 - 96,729 289,650 5,481 1,282 - - - - 25,000 31,763 220,163 740,208 173,113 2,937,932 269,063 2,391,641 375,093 25,000 6,912,050 20,453,246 16,604 3,883 8,540 11,066 36,576 5,322 - 81,991 396,724 - - - - - - - - 28,565 17,243 4,033 107,476 4,381 66,348 8,524 - 208,005 521,065 17,243 4,033 107,476 4,381 66,348 8,524 - 208,005 521,065 11,794 2,758 - 9,298 32,370 312 - 56,532 255,820 19,917 4,658 13,255 13,375 75,255 3,428 - 129,888 475,508 9,615 2,248 6,628 5,830 16,266 256 - 40,843 203,356 25,042 5,857 6,628 17,620 99,505 15,863 - 170,515 625,296 11,285 2,639 19,883 2,762 62,840 17,167 - 116,576 340,172 34,122 7,980 26,510 18,912 146,677 20,412 - 254,613 880,290 - - - - - - - - 10,000 111,775 26,140 72,904 67,797 432,913 57,438 - 768,967 2,790,442 51,092 11,949 39,766 31,288 193,650 57,729 - 385,474 1,297,544 2,690 629 - 3,619 7,694 3,356 - 17,988 66,549 - - - - - - - - 1,500 53,782 12,578 39,766 34,907 201,344 61,085 - 403,462 1,365,593 15,267 3,570 13,255 8,856 70,232 22,999 - 134,179 398,083 - - - - - - - - 500 15,267 3,570 13,255 8,856 70,232 22,999 - 134,179 398,583 954,879 223,317 3,179,873 396,070 3,199,054 530,461 25,000 8,508,654 25,954,218 state contribution police 235,435 state contribution fire 235,435 26,425,087 46  CITY OF FORT WALTON BEACH, FL Full Time Equivalent (FTE) Position Summary Actual Budget Budget Department 2018-19 2019-20 2020-21 2021-22 2022-23 City Manager 3.00 3.00 3.00 3.00 4.00 Human Resources 8.70 8.00 8.00 9.00 9.00 City Clerk 2.40 2.00 2.00 2.00 2.00 Financial Services 14.50 14.50 14.50 15.50 15.50 Police Services 71.82 73.82 73.82 71.34 71.17 Fire Services 37.00 44.00 44.00 44.25 44.25 Recreation Services 70.73 71.19 71.19 69.63 69.63 Growth Management 41.00 12.00 13.00 15.25 15.25 Public Works & Utility Srvcs 52.00 81.00 81.00 81.00 81.00 Total Funded FTE's 301.15 309.51 310.51 310.97 311.79 Frozen/Unfunded FTE's Total Authorized FTE's 301.15 309.51 310.51 310.97 311.79 Full Time Equivalent (FTE) Positions 320 310 300 290 280 270 260 250 Actual Actual Budget Budget Budget 2018-19 2019-20 2020-21 2021-22 2022-23 47  Citizens of Fort Walton Beach City Council City Clerk City Manager City Attorney 2 FTE 4 FTE 0400 0200 Public Works Growth Management Financial Fire Services Human Resources Police Services Recreation Services and Utility Services 15.25 FTE Services 44.25 FTE 9 FTE 71.17 FTE 69.62 FTE 81 FTE 15.50 FTE 1200 to 1217 & 2000 0500 & 0520 & 0530 0900 0300 & 0320 0800 1000 to 1080 1220-1240 &1300-1380 Utility Administration Building Inspections Accounting Advanced Life Human Resources Uniform Patrol Athletics – Adult & & Permitting Support Youth Fleet & Facilities Auditing Insurance & Risk K-9 Patrol Code Enforcement Fire Suppression Management Recreation Centers GIS/CAD Budgeting Criminal and Programming CDBG Fire Prevention IT Investigations Sanitation Purchasing Grounds Planning Fire Inspection Community Policing/ Maintenance: Parks, Sewer Collections Debt Service & CRA CRA Management Hazardous Materials Right-Of-Way and Stormwater Response Crime Prevention Cemetery Treasury Streets Fire Education Communications Library Utility Billing Water Distribution Records Museum Contingencies & Water Operations Transfers Support Services Golf Club Operations School Crossing Guards Reserve Officers 48  General Fund The General Fund encompasses 50.25% 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 facilities maintenance are funded here. Revenue Highlights Budget. …… 2022-23. $ Change % Change $30 Ad Valorem Taxes 7,438,755 568,123 8.3% $25 Other Taxes 8,008,290 505,692 6.7% $20 Licenses & Permits 3,256,178 36,872 1.1% Intergov’t Revenue 4,628,740 1,153,740 33.2% Millions $15 Charges for Services 3,338,327 192,885 6.1% $10 Interest & Other 757,753 (37,775) (4.7)% Interfund Transfers In 1,090,895 (299,688) (21.6)% $5 Use of Reserves 0 -1,298,209 100.0% $0 $28,518,938 821,640 2.9% Actual Actual Budget Budget Budget 2018-19 2019-20 2020-21 2021-22 2022-23 Ad Valorem Taxes Other Taxes Licenses & Permits Intergov't Revenue Charges for Services Interest & Other Interfund Transfers Appropriations  The budget is predicated on the lowered millage (Ad Valorem) rate of 4.999 mills. One mill equals $144.6 per $1,000 of taxable property value. Expenditure Highlights $30 Budget. ……2022-23 $ Change % Change $25 Personal Services 20,924,115 1,438,776 7.4% Operations & Maintenance 7,394,543 3,183,251 75.6% $20 Capital Outlay/Imprvmt 2,388,450 108,295 4.7% Millions Debt Service 0 (1,685,497) (100)% $15 Interfund Transfers Out (2,188,170) (2,223,187) (6,348.9)% Replenish Reserves 0 0 0.0% $10 $28,518,938 821,640 2.9% $5 $0 Actual Actual Budget Budget Budget 2018-19 2019-20 2020-21 2021-22 2022-23 Personal Services Operations & Maintenance Capital Outlay/Imprvmt Debt Service Interfund Transfers  Operating expenses increased due to increasing cost of utilities, as well as maintaining sustainable operations.  Debt Service is accounted for in sub-fund 201.  The State of Florida shared revenues have rebounded and are forecast to increase 16.33% year-over- year. 49  001 GENERAL FUND - REVENUES Actual Budget 2021-22 2022-23 % 2018-19 2019-20 2020-21 Adopted Adopted Change 6,380,248 6,518,096 6,608,861 6,870,632 0500-311-1000 Ad Valorem Taxes 7,438,755 8.27% $ 6,380,248 $ 6,518,096 $ 6,608,861 $ 6,870,632 Total Ad Valorem Taxes $ 7,438,755 8.27% 602,969 602,302 690,797 606,071 0500-312-4100 Local Option Fuel Tax 702,541 15.92% 272,119 272,915 291,616 272,432 0500-312-4200 Local Option Fuel Tax - 2nd 295,699 8.54% - 2,016,085 2,433,848 2,073,115 1499-335-1800 Local Discretionary Sales SurTax 2,288,715 10.40% 221,641 217,473 223,280 217,473 0800-312-5200 Insurance Premium Tax - Police Pension 223,280 2.67% 219,901 209,722 235,435 209,722 0900-312-5100 Insurance Premium Tax - Fire Pension 235,435 12.26% $ 1,316,630 $ 3,318,498 $ 3,874,976 $ 3,378,813 Total Other Taxes $ 3,745,669 10.86% 2,302,895 2,342,442 2,400,596 2,316,733 0500-314-1000 Electric 2,439,005 5.28% 324,634 328,306 359,385 332,682 0500-314-3000 Water 338,005 1.60% 286,738 276,238 305,609 284,346 0500-314-4000 Gas 286,189 0.65% 9,566 7,973 9,584 9,500 0500-314-8000 Propane 9,510 0.11% $ 2,923,832 $ 2,954,959 $ 3,075,173 $ 2,943,261 Total Utility Taxes $ 3,072,709 4.40% 1,121,252 1,069,564 1,061,331 1,020,189 0500-315-1000 Communications Services Tax 1,035,136 1.47% $ 1,121,252 $ 1,069,564 $ 1,061,331 $ 1,020,189 Total Communications Services Tax $ 1,035,136 1.47% 183,186 188,204 167,959 160,335 0500-316-1000 Business Tax Receipts 154,775 -3.47% $ 183,186 $ 188,204 $ 167,959 $ 160,335 Total Business Tax Receipts $ 154,775 -3.47% $ 11,925,148 $ 14,049,320 $ 14,788,299 $ 14,373,230 TOTAL TAXES $ 15,447,045 7.47% 1,826,104 1,829,865 1,886,887 1,820,548 0500-323-1000 Electric 1,838,997 1.01% 243,043 216,596 241,106 219,811 0500-323-4000 Gas 230,142 4.70% 23,570 23,841 18,095 23,258 0500-323-7000 Solid Waste - Host Fee 23,886 2.70% $ 2,092,718 $ 2,070,302 $ 2,146,088 $ 2,063,617 Total Franchise Fees $ 2,093,025 1.43% 1,368 - - 342 1240-325-1002 Girard Avenue - -100.00% 6,680 6,876 468 516 1240-325-1003 Stokes Avenue 516 0.00% 761,048 1,131,138 1,116,527 0900-325-1310 Fire Assessment Fee 1,123,927 0.66% $ 8,048 $ 767,924 $ 1,131,606 $ 1,117,385 Total Special Assessments $ 1,124,443 0.63% 105 90 45 90 0800-329-4000 Taxi Permit/Bicycle License 50 -44.44% 30 10,115 14,834 6,500 0900-329-2010 Fire Safety Plan Review 6,400 -1.54% 16,596 25,617 130,897 22,000 1205-329-1001 Zoning/Variances Fees 23,500 6.82% 4,173 16,024 18,684 9,200 1205-329-2000 Zoning Site Plan Review 8,500 -7.61% 350 200 200 514 1205-329-9010 Licenses & Registrations - Golf Cart 260 -49.42% $ 21,254 $ 52,046 $ 164,660 $ 38,304 Total Other Licenses & Permits $ 38,710 1.06% $ 2,122,020 $ 2,890,273 $ 3,442,353 $ 3,219,306 TOTAL LICENSES & PERMITS $ 3,256,178 1.15% 28,830 32,632 33,889 31,000 0500-333-1000 Housing Authority 27,000 -12.90% $ 28,830 $ 32,632 $ 33,889 $ 31,000 Total Federal Payments In Lieu of Taxes $ 27,000 -12.90% - - 252,317 - 1500-331-5017 Hurricane Sally - 0.00% - - 222,492 109,865 1592/5-331-2050 Federal Grants - Police COPS Grant (FY23 Yr 3 of 3) 109,865 0.00% 398,393 399,861 169,134 1593/4-331-2055 Fed Grants-Fire Safer Grant(FY22 Yr 3 of 3) & Asst FF - -100.00% - 3,089,741 702,459 - 1500-331-1000 COVID-19 Cares Act - 0.00% $ - $ 3,488,134 $ 1,324,813 $ 278,999 Total Federal Grants $ 109,865 -60.62% - 500 - 100,000 1597-334-4901 State Grants - -100.00% $ - $ 500 $ - $ 100,000 Total State Grants $ - -100.00% 50 001-Revenues 8/28/2022 1:06 PM  001 GENERAL FUND - REVENUES Actual Budget 2021-22 2022-23 % 2018-19 2019-20 2020-21 Adopted Adopted Change 930,735 870,764 1,001,457 834,060 0500-335-1221 Municipal Revenue Sharing 1,014,357 21.62% 9,132 11,124 8,857 12,150 0500-335-1400 Mobile Home Licenses 10,508 -13.51% 42,726 44,454 42,408 44,800 0500-335-1500 Alcoholic Beverage License 49,432 10.34% 2,174,233 2,048,977 2,605,199 2,065,526 0500-335-1800 Sales Tax 1/2 - 5th Cent 2,366,273 14.56% 10,596 7,720 9,482 8,500 0900-335-2100 Fire Supplemental Compensation 8,600 1.18% $ 3,167,423 $ 2,983,039 $ 3,667,402 $ 2,965,036 Total State Shared Revenues $ 3,449,170 16.33% - 5,000 - - 0310-366-1026 Local Grants - 0.00% 81,376 86,884 84,964 84,964 1500-337-7000 Library Cooperative Funding 95,755 12.70% - - - 1498-366-3100 TDD Grant 932,500 100.00% - 2,398 4,169 - 1070-337-7010 Other Grants - 0.00% $ 81,376 $ 94,282 $ 89,133 $ 84,964 Total Other Grants $ 1,028,255 1110.22% 23,461 19,975 14,409 15,000 0500-338-1000 County Business Tax Receipt - Municipality Share 14,450 -3.67% $ 23,461 $ 19,975 $ 14,409 $ 15,000 Total Local Shared Revenues $ 14,450 -3.67% $ 3,301,089 $ 6,618,562 $ 5,129,646 $ 3,474,999 TOTAL INTERGOVERNMENTAL REVENUE $ 4,628,740 33.20% 25 75 - 50 0500-341-3000 Administrative Fee - Returned Checks 49 -2.00% - 124 18 - 0500-341-3100 Administrative & Billing Fees - Fuel - 0.00% 6,895 1,995 3,815 1,400 1060-341-9110 Passport Fees - Library 2,800 100.00% 630 175 245 400 1070-341-9110 Passport Fees - Museum 200 -50.00% 3,900 1,020 - - 1200-341-3001 Overhead Banner Installation Fee - 0.00% - - 89 - 1200-341-9310 Engineering Drawings - 0.00% 176 74 38 150 1230-341-9330 Special Events - Barricades, Orange Cones 75 -50.00% 499 - - 450 1230-341-9600 Sign Shop Sales 250 -44.44% 15,084 14,528 19,496 14,000 1500-341-3010 Admin Service Fees - Documents 14,500 3.57% - - 325 200 1500-341-9120 Election Qualifying Fees 200 0.00% 232 372 683 450 1500-341-9300 Photo Copies/Certifying 350 -22.22% $ 27,440 $ 18,363 $ 24,708 $ 17,100 Total General Government $ 18,424 7.74% 2,878 1,061 888 1,000 0800-342-1000 Law Enforcement Services 1,100 10.00% - 0800-342-1600 Administrative Fee 2,700 100.00% 5,022 950 3,123 2,000 0800-342-1800 Photo Copies 3,000 50.00% 1,868 1,463 1,463 1,200 0900-342-2200 Safety Permits & Licenses 1,250 4.17% - 1,100 - - 0900-342-2300 Fire Prevention Programs - 0.00% 23,207 12,427 21,103 18,500 0900-342-2700 Annual Safety Inspection Fees 18,600 0.54% $ 32,975 $ 17,001 $ 26,577 $ 22,700 Total Public Safety $ 26,650 17.40% 171,375 149,965 251,590 175,083 1080-343-8000 Sale of Lots 192,000 9.66% 8,700 13,250 10,223 9,500 1080-343-8100 Crypt Sales 9,550 0.53% 19,752 19,935 30,240 22,000 1080-343-8200 Niche Sales 21,000 -4.55% 19,610 20,290 28,370 23,500 1080-343-8300 Weekend/Holidays Interments 24,000 2.13% 156,665 146,490 212,795 175,600 1080-343-8400 Openings/Closings 178,500 1.65% 1,874 2,400 2,406 1,000 1080-343-8500 Transfer Fees 1,200 20.00% $ 377,976 $ 352,330 $ 535,624 $ 406,683 Total Cemetery $ 426,250 4.81% 43,774 43,496 43,496 43,496 1010-344-9007 FDOT Right-of-Way Maintenance Contract 43,496 0.00% 12,050 20,275 39,288 12,500 1240-343-9100 Cut Paved Surface/Curb 13,010 4.08% 109,216 113,543 122,081 135,200 1240-344-9008 FDOT Lighting Maintenance Contract 153,295 13.38% 98,504 101,078 103,712 106,535 1240-344-9009 FDOT Traffic Signal Maintenance Contract - -100.00% $ 165,040 $ 177,314 $ 204,864 $ 297,731 Total Transportation $ 209,801 -29.53% 51 001-Revenues 8/28/2022 1:06 PM  001 GENERAL FUND - REVENUES Actual Budget 2021-22 2022-23 % 2018-19 2019-20 2020-21 Adopted Adopted Change 127,287 107,230 118,669 105,000 1000-347-2000 Program Revenue 107,500 2.38% 46,425 37,610 52,224 47,800 1000-347-2011 Program Revenue - Not City Staff Provided 45,000 -5.86% - - 270 32,000 1000-347-2012 Program Revenue - Softball Instructional Program 28,000 -12.50% 43,090 31,620 46,295 40,200 1000-347-2100 Sponsorship Revenue 38,000 -5.47% 13,709 6,816 7,104 11,100 1000-347-2200 Rental - Auditorium, Rec Centers, etc 12,500 12.61% 18,025 9,398 13,009 12,000 1000-347-2210 Rentals tax-exempt - Auditorium, Rec Centers, etc 13,200 10.00% - 28,981 24,750 35,200 1000-347-5610 Memberships 32,000 -9.09% 1,750 2,310 1,820 2,300 1000-347-4030 Holiday Parade Entry Fee 1,800 -21.74% $ 250,286 $ 223,964 $ 264,141 $ 285,600 Total Recreation $ 278,000 -2.66% 31,121 18,490 49,722 19,300 1010-347-2200 Rentals - Liza Jackson 19,300 0.00% 7,991 3,794 6,735 6,650 1010-347-2210 Rentals tax-exempt - Liza Jackson 6,650 0.00% 10,860 - - - 1010-347-4020 Spec Evt tax-exempt - Landing - 0.00% $ 49,972 $ 22,284 $ 56,456 $ 25,950 Total Parks $ 25,950 0.00% 710,502 813,711 1,004,338 931,034 1040-347-5000 Greens Fees 1,127,612 21.11% 342 1,735 3,897 1,200 1040-347-5020 Tournament Fees 1,500 25.00% 51,204 20,919 45,198 31,955 1040-347-5025 Tournament Fees - Tax Exempt 37,000 15.79% 71,436 61,594 69,553 63,200 1040-347-5099 Golf.Now Green Fees 64,761 2.47% 115,887 131,146 159,704 121,500 1040-347-5100 Membership Fees 135,000 11.11% 590,995 559,316 644,833 661,634 1040-347-5200 Golf Cart Rental 665,000 0.51% 301 544 416 400 1040-347-5210 Pull Cart Rental 350 -12.50% 51,185 46,356 52,347 50,197 1040-347-5299 Golf.Now Golf Cart Fees 51,437 2.47% 64,318 79,594 97,686 93,688 1040-347-5300 Driving Range 106,000 13.14% 28,816 29,170 29,899 30,520 1040-347-5400 Rental and Lease Income - Restaurant & Pro Shop 40,320 32.11% 2,430 2,340 2,340 2,800 1040-347-5510 GHIN Handicapping Service 2,810 0.36% 9,406 5,539 2,196 5,500 1040-347-5900 League Play 2,500 -54.55% 40,809 42,572 59,860 41,300 1040-347-5915 Merchandise Sales 50,140 21.40% (184) (84) (99) 150 1040-347-5920 Cash Over/(Under) 151 0.67% $ 1,737,448 $ 1,794,452 $ 2,172,169 $ 2,035,078 Total Golf Club $ 2,284,581 12.26% 1,860 1,600 - 1,500 1060-347-1000 Library Fees 1,200 -20.00% 6,310 3,565 3,915 4,500 1060-347-1010 Photo Copy Revenue 4,200 -6.67% 100 - - 150 1060-347-1210 Rentals - Taxable 155 3.33% - 150 - - 1060-347-1220 Rentals - Tax Exempt - 0.00% $ 8,270 $ 5,315 $ 3,915 $ 6,150 Total Library $ 5,555 -9.67% 32,177 16,766 26,555 21,400 1070-347-3500 Admission Fees 25,166 17.60% 27,384 19,550 40,600 21,500 1070-347-3510 Merchandise Sales 32,000 48.84% 7,556 7,806 1,646 5,000 1070-347-3520 Fees - Tax Exempt 5,500 10.00% 789 967 547 550 1070-347-3610 Memberships 450 -18.16% $ 67,906 $ 45,089 $ 69,347 $ 48,450 Total Museum $ 63,116 30.27% $ 2,717,311 $ 2,656,112 $ 3,357,801 $ 3,145,442 TOTAL CHARGES FOR SERVICES $ 3,338,327 6.13% 39,418 35,632 32,108 35,964 0800-351-5000 Traffic Fines 31,000 -13.80% 19,771 19,315 18,132 18,213 0800-351-5030 Traffic Fines - Law Enforcement Automation 15,213 -16.47% $ 59,189 $ 54,947 $ 50,241 $ 54,177 Total Traffic Fines $ 46,213 -14.70% 4,500 1,573 2,274 - 1060-352-1000 Library Fines 1,600 100.00% 561 478 83 250 1060-352-1010 Lost Publications 150 -40.00% $ 5,061 $ 2,050 $ 2,357 $ 250 Total Library Fines $ 1,750 600.00% 52 001-Revenues 8/28/2022 1:06 PM  001 GENERAL FUND - REVENUES Actual Budget 2021-22 2022-23 % 2018-19 2019-20 2020-21 Adopted Adopted Change 345 759 1,529 600 0800-354-1100 Parking Citations - -100.00% 1,000 - - 500 0800-354-1200 False Alarm Fines - Police - -100.00% 14,026 22,341 5,459 10,000 1217-354-1000 Code Enforcement - Fines 12,500 25.00% 4,460 975 4,545 2,500 1217-354-1010 Code Enforcement - Fees 4,000 60.00% $ 19,831 $ 24,075 $ 11,533 $ 13,600 Total Violations of Local Ordinances $ 16,500 21.32% $ 84,081 $ 81,073 $ 64,130 $ 68,027 TOTAL FINES & FORFEITURES $ 64,463 -5.24% 275,067 291,806 233,818 290,000 1500-361-1000 Interest Income 250,000 -13.79% 67,628 84,022 18,274 55,000 1500-361-2000 Dividend Income 25,000 -54.55% $ 342,695 $ 375,829 $ 252,092 $ 345,000 Total Interest Income $ 275,000 -20.29% 5,861 1,215 7,715 1,500 1010-362-1000 Rentals & Leases 1,550 3.33% 26,568 27,803 28,900 31,149 1040-362-2010 Rental and Lease Income - Golf Tower 31,008 -0.45% 268,335 299,880 325,354 307,118 1500-362-1000 Rental and Lease Income 338,568 10.24% $ 300,764 $ 328,898 $ 361,968 $ 339,767 Total Rents and Royalties $ 371,126 9.23% - - 868,695 - 1500-364-1030 Sale of Surplus - Land - 0.00% $ - $ - $ 868,695 $ - Total Disposal of Fixed Assets $ - 0.00% 440 6,485 1,027 - 0800-366-1000 Contributions/Donations - Police - 0.00% 7,645 - - - 0800-366-1040 Contributions/Donations - K-9 - 0.00% 1,000 1,800 4,000 1,800 0800-366-3010 Designated Donations 2,000 11.11% 715 265 863 - 0900-366-1060 Contributions/Donations - Fire - 0.00% - - 910 - 1000-366-1000 Contributions/Donations - Recreation - 0.00% 32,232 24,961 45,487 18,474 1000-366-2010 Contributions/Donations - Recreation 20,103 8.82% - - - - 1000-366-3010 Designated Donations - Recreation - 0.00% 4,973 2,236 2,076 900 1060-366-2010 Contributions/Donations - Library 1,100 22.22% 586 2,542 704 500 1070-366-2010 Contributions/Donations - Museum 750 100.00% $ 47,590 $ 38,289 $ 55,066 $ 21,674 Total Contributions/Donations $ 23,953 10.51% - 669 1,783 - 0800-369-9000 Abandoned Property - 0.00% 1,168 626 312 700 0000-369-9091 Discounts 350 -50.00% 360 360 360 360 1500-369-5000 Proceeds - Sales Tax Credit 361 0.28% 61,069 16,736 11,816 20,000 1500-369-9000 Miscellaneous 22,500 12.50% $ 62,597 $ 18,391 $ 14,271 $ 21,060 Total Other Revenues $ 23,211 10.21% 350,000 - - - 1500-388-1030 Sale of Land Proceeds - 0.00% $ 350,000 $ - $ - $ - Total Cap Asset Disposal Proceeds $ - 0.00% $ 1,103,646 $ 761,407 $ 1,552,093 $ 727,501 TOTAL INTEREST & OTHER REVENUES $ 693,290 -4.70% 53 001-Revenues 8/28/2022 1:06 PM  001 GENERAL FUND - REVENUES Actual Budget 2021-22 2022-23 % 2018-19 2019-20 2020-21 Adopted Adopted Change - - - 350,000 1600-381-2400 Transfer from Beal Memorial Cemetery Fund 49,680 -85.81% 642,721 1,230,404 1,238,095 694,377 1600-382-4100 Transfer from Utilities Fund 703,751 1.35% 146,401 315,637 325,459 262,556 1600-382-4300 Transfer from Sanitation Fund 275,348 4.87% 58,251 201,645 196,228 83,650 1600-382-4500 Transfer from Stormwater Fund 62,116 -25.74% $ 847,373 $ 1,747,687 $ 1,759,782 $ 1,390,583 Total Interfund Transfers $ 1,090,895 -21.55% 1,377,200 - 2,499,320 - 1500-383/4-1050/7 Proceeds from Debt - 0.00% $ 1,377,200 $ - $ 2,499,320 $ - Total Proceeds from Debt/Loans $ - 0.00% - - - 1,298,209 1600-389-9100 Appropriation from Unassigned Fund Balance - -100.00% - - - - 1600-389-9600 Approp. from Restricted Fund Balance - 1/2 Cent Sales Tax - 0.00% $ - $ - $ - $ 1,298,209 Total Non-Operating Sources $ - -100.00% $ 2,224,573 $ 1,747,687 $ 4,259,102 $ 2,688,792 TOTAL TRANSFERS IN $ 1,090,895 -59.43% $ 23,477,868 $ 28,804,434 $ 32,593,426 $ 27,697,298 TOTAL FUND REVENUES $ 28,518,938 2.97% 54 001-Revenues 8/28/2022 1:06 PM  001 GENERAL FUND - 0100 CITY COUNCIL Actual Budget 2021-22 2022-23 % 2018-19 2019-20 2020-21 Adopted Adopted Change Revenues: 125 - - 200 341-9120 Election Qualifying Fees 200 0.00% $ 125 $ - $ - $ 200 TOTAL REVENUES $ 200 0.00% Personnel Services: 40,708 41,130 40,708 41,243 511-1100 Executive Salaries 42,469 2.97% 2,530 2,550 2,536 2,557 511-2100 FICA Taxes 2,633 2.97% 592 596 593 598 511-2101 Medicare 616 3.04% 129,278 146,593 163,037 162,623 511-2300 Dental, Life & Health Insurance 162,693 0.04% 74 51 53 66 511-2400 Worker's Compensation 68 3.52% $ 173,182 $ 190,920 $ 206,927 $ 207,087 Total Personal Services $ 208,479 0.67% Operating Expenditures: - 25,000 - - 511-3100 Professional Services - 0.00% 80,930 119,066 134,303 170,000 511-3101 Legal Services 200,000 17.65% 82,710 82,710 98,972 115,170 511-3400 Other Services 104,370 -9.38% 7,319 6,147 5,069 15,896 511-4000 Travel and Per Diem 14,329 -9.86% 124 129 151 155 511-4100 Communication Services 282 81.63% - - 6,490 2,000 511-4801 Special Events 1,000 -50.00% 14,790 - 15,724 17,000 511-4910 Election Expense 17,000 0.00% 4,688 7,262 5,770 6,000 511-5200 Operating Supplies 6,000 0.00% 601 - - 800 511-5210 Uniform Expense 800 0.00% 930 - - - 511-5231 Computer Hardware/Software - 0.00% 3,403 3,416 3,117 3,429 511-5400 Books, Dues & Publications 3,562 3.88% 6,484 960 5,406 7,640 511-5500 Training 8,640 13.09% Non-Operating: 41,917 145,298 15,290 42,752 511-8200 Grants & Aids 42,890 0.32% $ 243,896 $ 389,988 $ 290,292 $ 380,842 Total Operating Expenditures $ 398,873 4.73% Debt Service 166 - - - 581-9121 Transfer to Debt Service Fund - 0.00% $ 166 $ - $ - $ - Total Debt Service $ - 0.00% $ 417,244 $ 580,908 $ 497,218 $ 587,929 TOTAL EXPENSES $ 607,352 3.30% $ (417,119) $ (580,908) $ (497,218) $ (587,729) NET REVENUE / (EXPENSE) $ (607,152) 3.30% 55 0100-City Council 8/28/2022 1:14 PM CITY COUNCIL Share of City Budget $607,352, DESCRIPTION 1.1% The City Council is the legislative body of the City. It is comprised of the Mayor and seven Council members, elected on a citywide basis in odd years for four-year, staggered terms. City Council meets on the second and fourth Tuesday of each month at 6:00pm in the Council Chambers located at City Hall. The City Council appoints the City Manager, City Clerk, City Attorney, and members of Boards and Committees, as well as adopts ordinances and resolutions setting City policy. City Council’s primary responsibility is to shape public policy in order to achieve the citizens’ desires for the future. As time passes, the complexion of a community, its residents, and leaders change, as do the priorities of the community. There is probably no more daunting task that any community faces than planning for its future and identifying future priorities. The Strategic Plan is a multiyear plan and the budget process determines which parts of the plan receive resources each year. Each Strategic Plan Objective falls in line with the City’s Vision, Mission Statement and Core Values. MISSION To enhance and protect the Community by providing quality services. VISION The City of Fort Walton Beach: a recognized leader in the provision of Community Service. STRATEGIC PLAN FY23 Plan Initiative Plan Objective Status #1 City Employees In April 2022, City Council directed Staff to focus on City Employees moving forward. Numerous employee incentives are included in the FY 2022-23 budget. #2 Downtown Master Plan / In Fall 2022, FDOT will award the contract for the PD&E phase of Around the Around the Mound Mound to which the City has allocated up to $1 million as a match; the PD&E Implementation phase will take approximately two years to complete; in FY 2021-22, the implementation of the Downton Master Plan proceeded with the completion of an Infrastructure Master Plan and Library Relocation Study. #3 Expansion of City In FY 2022-23, the design of the Preston Hood Athletic Complex Expansion will Recreation Amenitites be completed by January 1, 2023 with construction starting in April 2023. #4 Public Safety For FY 2022-23, new pay scales for Fire and Police Departments will be implemented to allow the City to remain competitive for recruitment and retention of Firefighters and Police Officers. 56  001 GENERAL FUND - 0200 CITY MANAGER Actual Budget 2021-22 2022-23 % 2018-19 2019-20 2020-21 Adopted Adopted Change Revenues: Division Does Not Generate Revenue $ - $ - $ - $ - TOTAL REVENUES $ - 0.00% Personnel Services: 3.00 3.00 3.00 3.00 Number of Funded Employees (FTE's) 4.00 130,421 136,100 134,743 140,145 512-1100 Executive Salaries 147,583 5.31% 124,935 136,319 136,904 140,078 512-1200 Regular Salaries 141,696 1.16% - 421 162 - 512-1201 Service Awards 2,100 100.00% - 1,279 - - 512-1400 Salaries - Overtime - 0.00% 14,834 15,908 16,059 17,209 512-2100 FICA Taxes 18,764 9.04% 3,678 3,911 3,887 4,025 512-2101 Medicare 4,388 9.03% 122,111 104,359 45,313 20,224 512-2200 Retirement Contributions 14,215 -29.71% 4,624 5,594 5,665 9,321 512-2204 Retirement Contributions - DC Plan 4,926 -47.15% 7,052 7,229 7,273 7,222 512-2210 Deferred Compensation 7,588 5.07% 26,026 31,333 34,063 34,077 512-2300 Dental, Life & Health Insurance 37,407 9.77% 507 367 375 480 512-2400 Worker's Compensation 487 1.50% $ 434,188 $ 442,820 $ 384,444 $ 372,780 Total Personnel Services $ 379,156 1.71% Operating Expenditures: 5,866 4,788 39,813 4,788 512-3100 Professional Services 8,376 74.94% 5,343 2,183 2,128 6,950 512-4000 Travel and Per Diem 4,650 -33.09% 1,835 1,752 1,575 2,175 512-4100 Communication Services 3,101 42.57% 12 1,762 73 155 512-4200 Postage 75 -51.61% 7 26 - 75 512-4620 Vehicle / Maintenance Repair 75 0.00% 68 2,428 70 65 512-4700 Printing & Binding 65 0.00% - - 2,922 2,500 512-4800 Promotional Activities 5,000 100.00% 72 109 - 200 512-5100 Office Supplies 200 0.00% 1,274 624 394 3,568 512-5200 Operating Supplies 2,000 -43.95% 675 1,089 417 2,060 512-5204 Fuel & Oil 1,250 -39.32% 397 38 192 300 512-5210 Uniform Expense 400 33.33% 3,073 3,325 2,259 1,815 512-5400 Books, Dues & Publications 1,915 5.51% 2,889 125 2,058 2,010 512-5500 Training 2,075 3.23% $ 21,511 $ 18,248 $ 51,900 $ 26,661 Total Operating Expenditures $ 29,182 9.46% Debt Service 499 - - - 581-9121 Transfer to Debt Service Fund - 0.00% $ 499 $ - $ - $ - Total Debt Service $ - 0.00% $ 456,198 $ 461,069 $ 436,344 $ 399,441 TOTAL EXPENSES $ 408,338 2.23% $ (456,198) $ (461,069) $ (436,344) $ (399,441) NET REVENUE / (EXPENSE) $ (408,338) 2.23% 57 0200-City Manager 8/28/2022 1:43 PM CITY MANAGER Share of City Budget $408,338, 0.7% DESCRIPTION The City Manager is the chief administrative official for the City. The City Manager's office coordinates, implements, and evaluates all policies, procedures, and programs; recommends and provides information to City Council; proposes the annual budget; provides an avenue for citizens to direct their requests, complaints, and needs; and provides communications and support by overseeing information technology and serving as a liaison between departments, the media, and citizens. MISSION Support the City Council in the development of policy by assembling and analyzing data and making recommendations; provide leadership and direction to employees in implementation of policies, programs, and daily operations; and ensure that the City of Fort Walton Beach government provides municipal services and infrastructure necessary for a high quality of life for our citizens in a fiscally responsible manner. Actual YTD thru 03.31 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY23) 2018-19 2019-20 2020-21 2021-22 2021-22 2022-23 Promote Organizational Efficiency Overall Employee Satisfaction (Strongly Agree & Agree) 83.0% na na na 80% 0% Performance Excellence / Leadership Training Courses 16 2 5 5 5 5  Continue to use results from Quality of Life Survey to improve services offered to citizens and business owners.  Continue to effectively market the City to citizens, visitors, and potential business owners.  Continue the implementation of the Downtown Master Plan & CTP Master Plan in coordination with stakeholders. FUTURE GOALS (FY24 & FY25)  Coordinate with FDOT on the Around the Mound & Brooks Bridge projects.  Implement initiatives from a branding and identity study for the City and its various districts.  Create a neighborhood redevelopment partnership program with developers and contractors. PRIOR YEAR ACCOMPLISHMENTS (FY22)  Updated the Strategic Plan with City Council to continue the positive direction of the City.  Emphasized the results of the initial Quality of Life survey during Strategic Planning to identify areas for improvement.  Enhanced the City's messaging capabilities to ensure citizens are well informed.  Completed a comprehensive update to the City's Personnel Rules & Regulations Manual. 58  001 GENERAL FUND - 0300 HUMAN RESOURCES Actual Budget 2021-22 2022-23 % 2018-19 2019-20 2020-21 Adopted Adopted Change Revenues: Division Does Not Generate Revenue $ - $ - $ - $ - TOTAL REVENUES $ - 0.00% Personnel Services: 4.70 4.00 4.00 4.00 Number of Funded Employees (FTE's) 4.00 86,080 88,508 89,743 97,197 513-1100 Executive Salaries 98,898 1.75% 123,791 122,299 124,232 133,917 513-1200 Regular Salaries 137,236 2.48% - 104 100 50 513-1201 Service Awards 2,000 3900.00% - - - - 513-1202 Incentive/Merit Pay 4,893 100.00% - 41 66 - 513-1400 Salaries - Overtime - 0.00% 12,760 13,036 13,422 14,317 513-2100 FICA Taxes 14,813 3.46% 2,984 3,049 3,139 3,348 513-2101 Medicare 3,464 3.47% 11,909 12,563 12,930 13,650 513-2204 Retirement Contributions - DC Plan 15,101 10.63% - - - - 513-2210 457 Deferred Compensation 3,717 100.00% 8,809 22,737 26,534 25,469 513-2300 Dental, Life & Health Insurance 39,508 55.12% 398 272 279 370 513-2400 Worker's Compensation 386 4.32% $ 246,731 $ 262,609 $ 270,446 $ 288,318 Total Personal Services $ 320,018 10.99% Operating Expenditures: 38,493 21,916 43,723 49,067 513-3100 Professional Services 39,081 -20.35% 14,099 20,216 21,162 28,700 513-3102 Employee Physicals & Immunizations 29,700 3.48% 3,902 254 3,176 3,900 513-4000 Travel and Per Diem 4,400 12.82% - 1,759 - - 513-4001 Tuition Reimbursement - 0.00% 1,429 1,496 1,533 698 513-4100 Communication Services 1,840 163.66% 191 230 68 100 513-4200 Postage 100 0.00% 2,411 117 468 494 513-4400 Rentals & Leases 494 0.00% 443 365 662 500 513-4700 Printing & Binding 500 0.00% 263 49 - 650 513-4800 Promotional Activities 1,000 53.85% 21,325 - - - 513-4901 Recruitment/Relocation - 0.00% 600 125 200 250 513-4920 Advertising 500 100.00% 2,123 2,374 2,198 2,300 513-5100 Office Supplies 2,300 0.00% 12,572 9,950 11,400 8,450 513-5200 Operating Supplies 12,000 42.01% 139 215 152 400 513-5210 Uniform Expense 400 0.00% 328 - - - 513-5231 Computer Hardware/Software - 0.00% 532 593 538 460 513-5400 Books, Dues & Publications 460 0.00% 7,433 762 1,295 1,475 513-5500 Training 4,500 205.08% $ 106,283 $ 60,421 $ 86,576 $ 97,445 Total Operating Expenditures $ 97,276 -0.17% Debt Service 832 - - - 581-9121 Transfer to Debt Service Fund - 0.00% $ 832 $ - $ - $ - Total Debt Service $ - 0.00% $ 353,846 $ 323,030 $ 357,022 $ 385,762 TOTAL EXPENSES $ 417,293 8.17% $ (353,846) $ (323,030) $ (357,022) $ (385,762) NET REVENUE / (EXPENSE) $ (417,293) 8.17% 59 0300-HR 8/28/2022 2:44 PM HUMAN RESOURCES Share of City Budget $417,293, .07% DESCRIPTION Human Resources recruits new employees and works to retain existing employees, maintains personnel records, coordinates employee benefits, and enforces personnel policies. MISSION Provide effective personnel services through the development, implementation, and equitable administration of policies and procedures; recruit qualified personnel; maintain a well-trained work force; and foster productivity, innovation, and a climate of success in the workplace. Actual YTD thru 03/31 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY23) 2018-19 2019-20 2020-21 2021-22 2021-22 2022-23 Attract and Retain a High-Quality Workforce Career Development and Training Classes Held 14 14 15 9 20 25 Employees Recognized (Yearly) 74 56 51 9 50 55 Managers Recognized (Yearly) 17 17 10 4 12 15 Turnover: Public Safety Personnel 19% 8% 2% 0.14% 10% 8% Turnover: Non-Public Safety Personnel 48% 6% 4% 0.36% 12% 10%  Rollout new document management system  Continued human capital development  Continue quarterly combined welness and safety initiatives  Establish administration specific policies  Focus on Health & Wellness (Health & Wellness Fair, Lunch & Learns, etc. ) FUTURE GOALS (FY24 & FY25)  Continue to provide comprhensive training to all employees (diversity and inclusion, leadership, ethics and accountability) PRIOR YEAR ACCOMPLISHMENTS (FY22)  Wellness fair  Insurance - Open Enrollment  Implemented new timekeeping system  Sustained health insurace cost  Employee Benefits Stateme  Implemented additional retirement benefits 60  001 GENERAL FUND - 0310 RISK MANAGEMENT Actual Budget 2021-22 2022-23 % 2018-19 2019-20 2020-21 Adopted Adopted Change Revenues: Division Does Not Generate Revenue $ - $ - $ - $ - TOTAL REVENUES $ - 0.00% Operating Expenditures: - - 4,981 37,000 519-3101 Legal Services 36,000 -2.70% - 708 - - 519-4000 Travel & Per Diem - 0.00% 513,540 521,803 631,049 695,390 519-4500 Insurance 762,246 9.61% 88,740 12,793 45,631 125,000 519-4501 Unrecovered Insurance Claims 100,000 -20.00% - - 13,500 50,000 519-4503 Claim Settlements 50,000 0.00% 3,611 2,058 1,375 - 519-5226 Agency Account Spending - 0.00% - - 2,397 - 519-5234 Safety Supplies/Equipment - 0.00% $ 605,891 $ 537,362 $ 698,933 $ 907,390 Total Operating Expenditures $ 948,246 4.50% $ 605,891 $ 537,362 $ 698,933 $ 907,390 TOTAL EXPENSES $ 948,246 4.50% $ (605,891) $ (537,362) $ (698,933) $ (907,390) NET REVENUE / (EXPENSE) $ (948,246) 4.50% 61 0310-Risk Mgmt 8/28/2022 2:49 PM RISK MANAGEMENT Share of City Budget $948,246, 1.6% DESCRIPTION Risk Management is responsible for protecting the City from liability through risk retention and transfer, claims handling, and safety programs. The City's safety program aims to reduce illness and injury to employees and citizens. MISSION Continuously develop, manage and improve insurance and safety/occupational services to provide quality, cost effective support to our customers and to protect the City's financial well being. Actual YTD thru 03/31 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY23) 2018-19 2019-20 2020-21 2021-22 2021-22 2022-23 Reduce Workers Compensation Expense Workers Compensation Accidents 48 39 47 18 25 20 Workers Compensation Accidents with Injuries 40 29 43 6 7 5 Workers Compensation Lost Work Days 46 26 56 1 5 5 Workers Compensation Open Claims 34 39 8 9 4 4 Workers Compensation Experience Modification 0.88 0.80 0.80 0.00 0.88 0.80 Minimize Liability Exposure At-Fault Employee Vehicle & Equipment Incidents 15 25 18 4 3 2 Provide a Safe Workplace Safety Training Classes Held 14 0 4 1 20 25  Reduce worker's compensation injuries by implementing remedial safety training, in car devices, and stong safety guidelines  Ensure policy compliance and accountability improvements by coordinating with department safety representatives  Make policy reference and training material more accessible to employees by utilizing online platforms  Develop on-line safety training programs for employees. FUTURE GOALS (FY24 & FY25)  Reduce workers compensation experience modification factor  Continue to provide safety training and reduce vehicle accidents PRIOR YEAR ACCOMPLISHMENTS (FY22)  Sucessfully enrolled all CDL drives in FMCSA Clearing house 62  001 GENERAL FUND - 0320 INFORMATION TECHNOLOGY Actual Budget 2021-22 2022-23 % 2018-19 2019-20 2020-21 Adopted Adopted Change Revenues: Division Does Not Generate Revenue $ - $ - $ - $ - TOTAL REVENUES $ - 0.00% Personnel Services: 4.00 4.00 4.00 5.00 Number of Funded Employees (FTE's) 5.00 214,813 226,063 228,428 265,679 516-1200 Regular Salaries 280,613 5.62% - - - - 516-1201 Service Awards 2,800 100.00% - 250 - - 516-1202 Incentive/Merit 25,388 100.00% 11,540 12,250 12,276 15,553 516-2100 FICA Taxes 17,911 15.16% 2,699 2,865 2,871 3,637 516-2101 Medicare 4,189 15.17% 11,176 12,478 12,564 16,554 516-2204 Retirement Contributions - DC Plan 17,869 7.94% - - - - 516-2210 457 Deferred Compensation 1,940 100.00% 44,628 51,217 54,972 73,665 516-2300 Dental, Life & Health Insurance 45,774 -37.86% 408 292 299 384 516-2400 Worker's Compensation 489 27.46% $ 285,264 $ 305,415 $ 311,410 $ 375,474 Total Personal Services $ 396,974 5.73% Operating Expenditures: 167,101 176,996 184,742 214,265 516-3100 Professional Services 344,385 60.73% 1,558 2 182 1,239 516-4000 Travel and Per Diem 2,000 61.42% 26,075 30,107 30,826 29,058 516-4100 Communication Services 33,232 14.37% - - - 18,714 516-4300 Utilities 32,203 72.08% 73 824 31 - 516-4620 Vehicle Repair - 0.00% 3,098 1,465 2,659 6,000 516-4630 Equipment Repair 6,000 0.00% 1,294 906 1,498 1,500 516-5200 Operating Supplies 1,500 0.00% 149 130 68 148 516-5204 Fuel & Oil 1,628 1000.00% 396 383 371 400 516-5210 Uniform Expense 500 25.00% 14,301 8,419 10,583 20,700 516-5231 Computer Hardware/Software 20,700 0.00% 2,547 2,532 3,573 5,123 516-5400 Books, Dues & Publications 5,142 0.37% - - 1,120 495 516-5500 Training 1,200 142.42% $ 216,594 $ 221,765 $ 235,652 $ 297,642 Total Operating Expenditures $ 448,490 50.68% $ 502,690 $ 527,180 $ 547,061 $ 673,115 TOTAL EXPENSES $ 845,463 25.60% $ (502,690) $ (527,180) $ (547,061) $ (673,115) NET REVENUE / (EXPENSE) $ (845,463) 25.60% 63 0320-Info Tech 8/28/2022 2:52 PM INFORMATION TECHNOLOGY Share of City Budget $845,463, 1.5% DESCRIPTION Information Technology is responsible for the operation and maintenance of the City's network, computers, servers, website, and telecommunications in order to facilitate the daily work of employees as well as provide easily accessible information and services to citizens. MISSION Provide Citywide information technology services that are secure and highly accessible. Actual YTD thru 03/31 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY23) 2018-19 2019-20 2020-21 2021-22 2021-22 2022-23 Provide Current Technology to Users Computers, Servers, Laptops & Tablets Replaced 19% 13% 12% 6% 20% 20% Police Laptops Replaced 20% 14% 38% 2% 20% 20% Support Department Productivity by Minimizing Downtime Hours of Downtime: Public Safety (police & fire) 15 1 0 0 10 10 Hours of Downtime: Non-Public Safety 4 1 0 0 20 20  Ensure current technology to users by replacing computers and servers that are 5 years old.  Ensure current technology to police department by replacing laptops every five years.  Ensure no more than 10 hours of downtime for public safety personnel and 20 hours for non-public safety personnel.  Compete new server and network infrastructure hardware  Continue cyber security awareness training FUTURE GOALS (FY24 & FY25)  Continue to implement new technology to increase security on the City's network. PRIOR YEAR ACCOMPLISHMENTS (FY22)  Purchased rugged laptops for PD per 5 year plan.  Purchased desktops, laptops, and tablets per year plan. 64  001 GENERAL FUND - 0400 CITY CLERK Actual Budget 2021-22 2022-23 % 2018-19 2019-20 2020-21 Adopted Adopted Change Revenues: - - - 400 341-9300 Photo Copies/Certifying 400 0.00% $ - $ - $ - $ 400 TOTAL REVENUES $ 400 0.00% Personnel Services: 2.40 2.00 2.00 2.00 Number of Funded Employees (FTE's) 2.00 73,402 75,518 76,164 80,451 512-1100 Executive Salaries 84,721 5.31% 41,328 44,636 45,267 56,716 512-1200 Regular Salaries 48,556 -14.39% 271 - - 150 512-1201 Service Awards 1,900 1166.67% 46 11 44 25 512-1400 Salaries - Overtime 25 0.00% 6,815 7,559 7,742 8,059 512-2100 FICA Taxes 8,601 6.73% 1,594 1,768 1,811 1,885 512-2101 Medicare 2,012 6.72% 24,691 25,745 25,423 2,600 512-2200 Retirement Contributions - -100.00% 5,334 5,664 5,719 15,571 512-2204 Retirement Contributions - DC Plan 14,345 -7.88% - - - - 512-2210 457 Deferred Compensation 2,542 100.00% 13,390 15,130 16,046 16,421 512-2300 Dental, Life & Health Insurance & Def Comp 457 8,368 -49.04% 216 162 170 213 512-2400 Worker's Compensation 224 5.03% $ 167,087 $ 176,193 $ 178,385 $ 182,092 Total Personal Services $ 171,292 -5.93% Operating Expenditures: 38,979 34,020 33,815 39,520 512-3100 Professional Services 41,284 4.46% 2,173 1,803 716 3,254 512-4000 Travel and Per Diem 3,316 1.91% 680 690 735 741 512-4100 Communication Services 1,277 72.39% 117 70 65 100 512-4200 Postage 100 0.00% 2,867 75 1,659 1,810 512-4400 Rentals & Leases 1,810 0.00% 604 644 974 2,000 512-4912 Recording Fees 2,000 0.00% 12,684 12,339 19,206 12,000 512-4915 Legal Advertising 12,000 0.00% 760 700 667 1,500 512-5100 Office Supplies 1,500 0.00% 1,797 1,734 2,098 2,000 512-5101 Office Supplies - City Hall Copier (Dept Alloc) 2,200 10.00% 1,258 687 577 1,200 512-5200 Operating Supplies 1,200 0.00% 139 97 - 200 512-5210 Uniform Expense 200 0.00% 43 - - - 512-5231 Computer Hardware/Software - 0.00% 642 740 655 805 512-5400 Books, Dues & Publications 1,010 25.47% 2,205 241 1,391 1,650 512-5500 Training 3,045 84.55% $ 64,948 $ 53,839 $ 62,558 $ 66,780 Total Operating Expenditures $ 70,942 6.23% Debt Service 333 - - - 581-9121 Transfer to Debt Service Fund - 0.00% $ 333 $ - $ - $ - Total Debt Service $ - 0.00% $ 232,368 $ 230,032 $ 240,943 $ 248,872 TOTAL EXPENSES $ 242,235 -2.67% $ (232,368) $ (230,032) $ (240,943) $ (248,472) NET REVENUE / (EXPENSE) $ (241,835) -2.67% 65 0400-City Clerk 8/28/2022 3:06 PM CITY CLERK Share of City Budget $242,235, .04% DESCRIPTION The City Clerk is a Charter Officer, appointed by and reporting to, the City Council. The City Clerk performs as part of the Administrative Branch of the City. The Clerk serves as the custodian of the City seal, custodian of records, and provides administrative support to the Mayor and City Council. MISSION Provide professional, knowledgeable and accurate service to the Mayor and City Council Members, the public, and other Municipal departments by preparing agendas and minutes, processing and monitoring records requests, and updating the Code of Ordinances and Land Development Code. Actual YTD thru 03/31 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY23) 2018-19 2019-20 2020-21 2021-22 2021-22 2022-23 Continue to properly maintain public records Boxes Scanned/Destroyed 77 31 120 30 25 20 Documents Recorded with County 33 44 55 23 30 45 Requisitions/Purchase Orders 25 16 28 19 20 30 Continue to provide prompt & professional customer service Public records requests & Public records requested $ generated 916/$199 316/$257 387 / $607 163 / $229.20 300 / $200 486/ $380 Legal/Display Ads 30 21 29 11 25 25 Lien requests/dollars generated 509/$18,198 483/$14,464 651 / $19,336 299 / $10,710 475/$14,500 560/$20,000 Number of pages transcribed (Council/Board/Comm) 317 251 321 183 175 315 Continue to provide professional administrative support Contracts/Leases/Agreements/MOA/MOU processed 57 48 59 3 50 50 Number of Council and Board/Committee meetings 61 42 62 31 50 50 Ordiances & Resolutions approved by Council 43 22 55 31 35 40 Developing a Records Clerk position to assume the duties and responsibilities of performing lien searches, previously performed by a contract  labor. Position will also provide administrative support to City Clerk, Deputy City Clerk, and City Council, as needed. FUTURE GOALS (FY24 & FY25)  Continue to add methods/processes to increase and improve online accessibility for employees and the public.  Continue to purge electronic files that have exceeded their retention date. PRIOR YEAR ACCOMPLISHMENTS (FY22) Restructured the duties and responsibilities of the Clerk's department staffing during the retirement of support staff, and created the position of  Deputy City Clerk.  Submitted Code of Ordinance and Land Development Code additions and revisions to Municode on a quarterly basis after approval for posting.  Purged files that met retention requirements and relocated files for retention from old warehouse/Public Works Facility to Civic Auditorium. 66  001 GENERAL FUND - 0500 FINANCE Actual Budget 2021-22 2022-23 % 2018-19 2019-20 2020-21 Adopted Adopted Change Revenues: Division Does Not Generate Revenue $ - $ - $ - $ - TOTAL REVENUES $ - 0.00% Personnel Services: 6.00 6.00 7.00 8.00 Number of Funded Employees (FTE's) 8.00 97,659 78,198 101,535 107,687 513-1100 Executive Salaries 113,974 5.84% 231,192 239,470 266,534 380,696 513-1200 Regular Salaries 364,414 -4.28% 417 50 - 513-1201 Service Awards 5,900 100.00% 1,067 446 990 850 513-1400 Overtime 850 0.00% 18,123 19,149 21,224 24,378 513-2100 FICA Taxes 28,014 14.91% 4,238 4,478 4,964 5,701 513-2101 Medicare 6,552 14.92% 120,052 71,860 37,375 20,803 513-2200 Retirement Contributions 13,255 -36.28% 6,827 9,803 17,072 19,758 513-2204 Retirement Contributions - DC Plan 22,369 13.21% - - - - 513-2210 457 Deferred Compensation 1,378 100.00% 80,175 71,004 80,633 98,187 513-2300 Dental, Life & Health Insurance & Def Comp 457 126,735 29.07% 631 389 469 673 513-2400 Worker's Compensation 765 13.68% $ 559,964 $ 495,213 $ 530,846 $ 658,733 Total Personal Services $ 684,205 3.87% Operating Expenditures: 92,987 160,893 80,061 79,342 513-3100 Professional Services 53,290 -32.84% 68,907 57,577 65,188 68,500 513-3200 Annual Audit Services 73,500 7.30% 2,595 - - - 513-3400 Other Services - 0.00% 6,485 4,276 1,114 4,800 513-4000 Travel and Per Diem 4,900 2.08% 1,182 1,207 1,942 1,477 513-4100 Communication Services 3,300 123.46% 4,447 5,173 1,059 5,000 513-4200 Postage 5,000 0.00% - 452 151 483 513-4400 Rentals & Leases 483 0.00% 527 550 667 576 513-4610 Maintenance Contracts 576 0.00% 1,258 1,094 1,366 1,275 513-4700 Printing and Binding 1,375 7.84% 32 11 5 35 513-4903 Sales Tax Expense/Penalty 35 0.00% 4,725 4,274 5,234 4,650 513-5100 Office Supplies 5,350 15.05% 8,059 1,863 1,574 2,730 513-5200 Operating Supplies 2,905 6.41% 305 517 733 800 513-5210 Uniform Expense 800 0.00% 1,250 130 - - 513-5231 Computer Hardware/Software - 0.00% 1,422 3,281 1,603 2,210 513-5400 Books, Dues & Publications 2,685 21.49% 550 - 2,315 6,699 513-5500 Training 6,484 -3.21% $ 194,731 $ 241,299 $ 163,012 $ 178,577 Total Operating Expenditures $ 160,683 -10.02% Capital Outlay: - - 3,037 - 513-6420 Computer Hardware/Software - SrAcct/Grants - 0.00% $ - $ - $ 3,037 $ - Total Capital Outlay $ - 0.00% Debt Service 999 - - - 581-9121 Transfer to Debt Service Fund - 0.00% $ 999 $ - $ - $ - Total Debt Service $ - 0.00% $ 755,694 $ 736,513 $ 696,895 $ 837,310 TOTAL EXPENSES $ 844,889 0.91% $ (755,694) $ (736,513) $ (696,895) $ (837,310) NET REVENUE / (EXPENSE) $ (844,889) 0.91% 67 0500-Finance 8/28/2022 3:22 PM FINANCE Share of City Budget $844,889, 1.5% DESCRIPTION Finance's primary function is to maintain financial stability for the City. Responsibilities include monitoring appropriations, revenues, and expenditures; developing policies and procedures relating to finance issues; ensuring compliance with City, State, and Federal regulations; and oversight of purchasing and customer service. MISSION Provide professional support in financial administration, uphold the public's trust and reliance on financial reports, and maintain the City's sound financial position and stability while offering quality services efficiently and responsively. Actual YTD thru 03/31 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY23) 2018-19 2019-20 2020-21 2021-22 2021-22 2022-23 Provide Accurate and Timely Financial Information Monthly Financial Reports Prepared within 20 Days 90% 80% 95% 95% 95% 96% Findings From External Auditors 5 5 2 annual measure 2 2 Prepare Useful & Meaningful Financial Documents to the Public Achieve GFOA Distinguished Budget Presentation Award (possible points awarded) 95% 98% 99% annual measure 95% 95% Achieve GFOA Certificate of Achievement for Financial Reporting    annual measure    Prepare 95% of monthly financial reports within 20 days of the end of the month to provide timely financial information.  Achieve growth beyond the rate of inflation for invested surplus funds.  Increase the number of grants awarded to the City through grant-writing training and new avenues of grant opportunities. FUTURE GOALS (FY24 & FY25)  Automate reporting process by converting monthly financial and budget reports to Q-Rep software.  Review and update all finance policies and procedures to ensure accuracy, completeness, and functionality.  Provide internal training opportunities for city staff to enable effective use of the available information within the City's computerized accounting system.  Process improvement and automation of daily tasks to reduce errors and allow more time for cross-training. PRIOR YEAR ACCOMPLISHMENTS (FY22)  Received GFOA Distinguished Budget Presentation Award and Certificate of Achievement for Financial Reporting.  Accounting division staff is staffed accordingly and trained.  SOP have been completed for payroll, senior accountant, and year end. 68  001 GENERAL FUND - 0530 PURCHASING Actual Budget 2021-22 2022-23 % 2018-19 2019-20 2020-21 Adopted Adopted Change Revenues: Division Does Not Generate Revenue $ - $ - $ - $ - TOTAL REVENUES $ - 0.00% Personnel Services: 3.00 3.00 3.00 3.00 Number of Funded Employees (FTE's) 3.00 126,549 140,782 142,769 154,752 513-1200 Regular Salaries 159,407 3.01% - 100 - 300 513-1201 Service Awards 4,600 1433.33% - - - 100 513-1400 Overtime 100 0.00% 7,696 8,595 8,692 9,041 513-2100 FICA Taxes 9,688 7.16% 1,800 2,010 2,033 2,114 513-2101 Medicare 2,266 7.18% 21,220 18,370 18,685 10,401 513-2200 Retirement Contributions 6,628 -36.28% 6,446 7,484 7,626 7,941 513-2204 Retirement Contributions - DC Plan 8,578 8.02% 7,597 8,500 8,934 9,097 513-2300 Dental, Life & Health Insurance 9,104 0.08% 239 185 187 238 513-2400 Worker's Compensation 255 7.17% $ 171,547 $ 186,027 $ 188,925 $ 193,984 Total Personal Services $ 200,625 3.42% Operating Expenditures: 7,922 8,159 8,404 8,783 513-3100 Professional Services - -100.00% - - - 1,335 513-4000 Travel and Per Diem 1,135 -14.98% 743 826 949 212 513-4100 Communication Services 1,126 431.11% 103 34 41 120 513-4200 Postage 75 -37.50% - 27 107 - 513-4400 Rentals & Leases - 0.00% 56 379 333 500 513-4630 Equipment Repair 500 0.00% 35 - - 75 513-4700 Printing & Binding 25 -66.67% - - 111 350 513-5100 Office Supplies 375 7.14% - - - 500 513-5200 Operating Supplies 800 60.00% - - - 361 513-5204 Fuel & Oil - -100.00% - 124 103 300 513-5210 Uniform Expense 300 0.00% 285 235 330 804 513-5400 Books, Dues & Publications 804 0.00% 169 249 - - 513-5500 Training - NIGP online courses (2 classes) 500 100.00% $ 9,313 $ 10,033 $ 10,378 $ 13,339 Total Operating Expenditures $ 5,640 -57.72% Debt Service 666 - - - 581-9121 Transfer to Debt Service Fund - 0.00% $ 666 $ - $ - $ - Total Debt Service $ - 0.00% $ 181,526 $ 196,061 $ 199,302 $ 207,322 TOTAL EXPENSES $ 206,263 -0.51% $ (181,526) $ (196,061) $ (199,302) $ (207,322) NET REVENUE / (EXPENSE) $ (206,263) -0.51% 69 0530-Purchasing 8/28/2022 3:28 PM PURCHASING Share of City Budget $206,263, DESCRIPTION .04% Purchasing is responsible for the acquisition of supplies, materials, equipment, and other commodities needed for operations, as well as supervising the preparation and processing of all bids, proposals, quotations, and required advertisements. MISSION Procure goods and services at the best possible cost consistent with the quality needed to provide the best services to the public. Actual YTD thru 03/31 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY23) 2018-19 2019-20 2020-21 2021-22 2021-22 2022-23 Procure Products As Efficiently As Possible Purchases Made By Purchase Order 3,279 3,247 2,886 1,180 3,000 3,000 Time Between Requisition Approval And Purchase Order Creation 2% 9% 3% 0% <4% <4%  Develop training documents for Purchasing Division to assure continuity of proper purchasing policies and city requirements.  Systematically update wording requirements for formal bid documents. FUTURE GOALS (FY24 & FY25)  Update City Purchasing Policies and bring to City Council for approval. PRIOR YEAR ACCOMPLISHMENTS (FY22)  Updated active contract lists, and refined systems for tracking contract expirations. 70  001 GENERAL FUND - 0800 POLICE Actual Budget 2021-22 2022-23 % 2018-19 2019-20 2020-21 Adopted Adopted Change Revenues: 221,641 217,473 223,280 217,473 312-5200 Insurance Premium Tax - Police Pension 223,280 2.67% 105 90 45 90 329-4000 Taxi Permit/Bicycle Registration 50 -44.44% 2,878 1,061 888 1,000 342-1000 Law Enforcment Services 1,100 10.00% 5,022 950 3,123 2,000 342-1800 Photo Copies 3,000 50.00% 39,418 35,632 32,108 35,964 351-5000 Traffic Fines 31,000 -13.80% 19,771 19,315 18,132 18,213 351-5030 Traffic Fines - Law Enforcement Automation 15,213 -16.47% 345 759 1,529 600 354-1100 Parking Citations - -100.00% 1,000 - - 500 354-1200 False Alarm Fines - -100.00% 1,000 9,078 5,027 1,800 366-3010 Designated Donations 2,000 11.11% - - 109,865 109,865 1592-331-1200 Federal COPS Grant 109,865 0.00% $ 291,180 $ 284,359 $ 393,997 $ 387,505 TOTAL REVENUES $ 385,508 -0.52% Personnel Services: 62.50 63.74 67.34 67.57 Number of Funded Employees (FTE's) 67.57 60,083 105,414 106,386 109,764 521-1100 Executive Salaries 117,624 7.16% 2,336,152 2,690,314 2,633,077 2,899,306 521-1200 Regular Salaries 3,270,802 12.81% - - 72,702 97,376 521-1200 Regular Salaries - COPS Grant 109,457 12.41% 650 1,104 1,900 1,100 521-1201 Service Awards 64,800 5790.91% - 250 - - 521-1202 Incentive/Merit Pay - 0.00% - 85,162 157,845 128,551 521-1300 Part-Time Wages 157,636 22.63% 261,538 220,272 257,803 235,040 521-1400 Salaries - Overtime 235,438 0.17% 68,951 75,241 79,884 83,755 521-1401 Salaries - Overtime Holiday Worked 107,123 27.90% 44,441 44,587 53,276 100,015 521-1501 Incentive Pay 111,494 11.48% 5,619 6,626 5,214 5,400 521-1507 Clothing Allowance 4,200 -22.22% 164,685 188,885 192,024 194,484 521-2100 FICA Taxes 212,882 9.46% - - 5,948 5,751 521-2100 FICA Taxes - COPS Grant 6,418 11.60% 38,515 44,174 44,048 46,053 521-2101 Medicare 49,890 8.33% - - 2,252 1,345 521-2101 Medicare - COPS Grant 1,398 3.93% 158,989 127,990 58,465 31,204 521-2200 Retirement Contributions - General Employees 19,883 -36.28% 645,604 704,826 1,036,038 1,214,331 521-2201 Retirement Contributions - Police Officers 1,270,387 4.62% - - 32,649 4,556 521-2201 Retirement Contributions - Police Officers - COPS Grant 48,840 971.98% 221,641 217,473 223,280 217,473 521-2203 Insurance Premium Tax - Police Pension 235,435 8.26% 12,384 18,469 18,554 20,897 521-2204 Retirement Contributions - DC Plan 23,740 13.61% 381,756 454,136 503,949 650,934 521-2300 Dental, Life & Health Insurance 638,935 -1.84% - - 11,884 27 521-2300 Dental, Life & Health Insurance - COPS Grant 27 -0.25% 69,461 56,683 58,454 91,676 521-2400 Worker's Compensation 101,762 11.00% - - 1,633 2,414 521-2400 Worker's Compensation - COPS Grant 3,832 58.73% $ 4,470,469 $ 5,041,605 $ 5,557,265 $ 6,141,454 Total Personnel Services $ 6,792,003 10.59% Operating Expenditures: 100,177 84,899 93,992 104,931 521-3100 Professional Services 107,600 2.54% - 200 20 1,000 521-3101 Legal 1,000 0.00% 253 - 617 1,000 521-3510 Information & Evidence 1,100 10.00% 17,419 7,751 11,819 27,000 521-4000 Travel and Per Diem 27,500 1.85% - - 1,086 - 521-4001 Tuition reimbursement - 0.00% 32,350 34,093 38,455 36,843 521-4100 Communication Services 58,497 58.77% 1,262 1,187 697 1,250 521-4200 Postage 1,250 0.00% 39,877 39,543 41,640 41,200 521-4300 Utilities 47,380 15.00% 7,959 633 2,533 2,682 521-4400 Rentals & Leases 2,682 0.00% 93,713 82,329 74,748 110,160 521-4610 Maintenance Contracts 147,681 34.06% 38,490 50,351 64,848 52,000 521-4620 Vehicle Repair 52,000 0.00% 1,361 10,530 1,766 3,000 521-4630 Equipment Repair 3,000 0.00% 2,832 - - - 521-4640 Building Maintenance - 0.00% 71 0800-Police 8/28/2022 3:38 PM  001 GENERAL FUND - 0800 POLICE Actual Budget 2021-22 2022-23 % 2018-19 2019-20 2020-21 Adopted Adopted Change 2,430 1,712 1,138 2,350 521-4700 Printing & Binding 2,800 19.15% 215 (200) 645 1,000 521-4904 Wrecker Expense 1,300 30.00% - - 64 - 521-4915 Legal Advertising - 0.00% 7,243 3,874 6,407 9,032 521-5100 Office Supplies 9,146 1.26% 42,708 91,261 47,522 64,535 521-5200 Operating Supplies 72,200 11.88% 110,458 91,826 124,797 121,587 521-5204 Fuel & Oil 194,539 60.00% 27,509 28,923 29,524 33,130 521-5210 Uniform Expense 35,270 6.46% 19,856 5,695 17,567 20,000 521-5213 Ammunition Expense 25,000 25.00% 1,063 367 3,118 - 521-5226 Designated Donation Spending - 0.00% 5,003 4,556 5,976 500 521-5231 Computer Hardware/Software 4,300 760.00% 13,626 5,995 6,239 4,000 521-5233 Tools/Guns 4,500 12.50% 161 - - 450 521-5250 Operating Supplies - Grounds Maintenance 450 0.00% 3,863 7,044 4,184 7,497 521-5400 Books, Dues & Publications 7,458 -0.52% 13,182 14,222 29,489 31,000 521-5500 Training 26,500 -14.52% - - 83,497 - Grant-Related Expenses - 0.00% $ 583,010 $ 566,790 $ 692,385 $ 676,148 Total Operating Expenditures $ 833,153 23.22% Capital Outlay: 105,214 293,322 247,987 - 521-6403 Passenger Vehicles - 0.00% 20,406 17,493 6,648 - 521-6406 Specialized Equipment - 0.00% 20,446 15,503 22,311 - 521-6420 Computer Hardware/Software - 0.00% $ 146,066 $ 326,317 $ 276,947 $ - Total Capital Outlay $ - 0.00% Debt Service 149,157 144,040 144,018 143,767 581-9121 Transfer to Debt Service Fund 145,529 1.23% $ 149,157 $ 144,040 $ 144,018 $ 143,767 Total Debt Service $ 145,529 1.23% $ 5,348,702 $ 6,078,751 $ 6,670,616 $ 6,961,368 TOTAL EXPENSES $ 7,625,155 9.54% $ (5,057,523) $ (5,794,392) $ (6,276,619) $ (6,573,863) NET REVENUE / (EXPENSE) $ (7,239,647) 10.13% 72 0800-Police 8/28/2022 3:38 PM POLICE Share of City Budget $7,625,155, 13.4% DESCRIPTION Police Department functions include patrol, community policing, street crimes, investigations, communications, and records. The Police Department is responsible for enforcement of laws, minimizing illegal activity, criminal investigations, maintaining accurate law enforcement records. Community involvement to devise solutions and monitor resolutions is strongly promoted and a Citizens Police Academy is conducted to educate citizens about safety and enhance community based crime prevention efforts. MISSION Protect the welfare of citizens and their property and enhance public safety through proactive problem solving and increased community partnerships. Actual YTD thru 03/31 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY23) 2018-19 2019-20 2020-21 2021-22 2021-22 2022-23 Respond Promptly to Calls for Service Calls for Service na 33,776 43,118 17,943 40,000 40,000 Response Time: Top Priority Calls (min:sec, call received to on-scene) 2:32 1:02 5:21 11:06 4:30 4:30 Call to Dispatch na na 2:14 5:25 2:00 2:00 Dispatch to on Scene na na 3:07 5:42 2:30 2:30 Protect Life and Property Part 1 Crimes Reported na 525 449 230 600 600 Number of House Checks 0 79 192 65 200 100 Number of Traffic Crashes na 1,083 1,326 603 1,100 1,100 Promote Community Involvement Citizens Police Academy Participants (# of attendees) 20 0 0 0 15 15 Community engagement events (# of events) na 101 44 35 18 24 Training Employee training hours na 2,090 3,354 1,179 2,000 2,000 Number of employees trained in Crisis Intervention na 0 0 0 6 6  Achieve average response times (call received to officer on-scene) to under 5 minutes for emergency calls  Decrease the number of traffic crashes through Education, Engineering and Enforcement  Obtain Commission for Florida Law Enforcement Accreditation Certification  Conduct one community event or meeting per month. FUTURE GOALS (FY24 & FY25)  Establish a Marine Patrol  Evaluate recruit and retain efforts to ensure full staffing  Locate and apply for additional funding through Public Grants  Collaborate with local stakeholders to improve public welfare and improve the quality of life for all people in the City PRIOR YEAR ACCOMPLISHMENTS (FY22)  Recognized as one of the top traffic safety agencies in the State of Florida  Implantation of the License Plate Reader program  Trained additional officers in Crisis Intervention  Received two awards from the Florida Police Chief Association for Midsize agencies: The Rocky Pomerance Law Enforcement Excellence Award for our Community Policing Programs and the Lee McGehee Police Officer of the Year for Officer Wedingtons Social Media program.  The Department partnered with the Okaloosa Academy to provide a School Safety Officer.  Two Officers were selected to be subject matter experts by FDLE to assist with State wide curriculum development for law enforcement.  Reduced crime to a 15 year low and reduced traffic crashed by 25%. 73 74  001 GENERAL FUND - 0900 FIRE Actual Budget 2021-22 2022-23 % 2018-19 2019-20 2020-21 Adopted Adopted Change Revenues: 219,901 209,722 235,435 209,722 312-5100 Insurance Premium Tax - Fire Pension 235,435 12.26% - 761,048 1,131,131 1,116,527 325-1310 Fire Assessment Fee 1,123,927 0.66% 30 10,115 14,834 6,500 329-2010 Fire Safety Plan Review 6,400 -1.54% 10,596 7,720 9,482 8,500 335-2100 Fire Supplemental Compensation 8,600 1.18% 1,868 1,463 1,463 1,200 342-2200 Safety Permits & Licenses 1,250 4.17% 23,207 12,427 21,103 18,500 342-2700 Annual Safety Inspection Fees 18,600 0.54% - 195,536 195,536 169,134 331-2055 Grant Revenue (Safer Grant - FY22 Year 3 of 3) - -100.00% - 202,857 - - 331-2055 Asst to FF Grant - 0.00% - - 863 1,000 366-1060 Donations - -100.00% $ 255,602 $ 1,400,888 $ 1,609,847 $ 1,531,083 TOTAL REVENUES $ 1,394,212 -8.94% Personnel Services: 37.00 44.00 44.00 44.25 Number of Funded Employees (FTE's) 44.25 103,768 105,945 107,295 113,478 522-1100 Executive Salaries 116,882 3.00% 1,909,527 1,655,285 2,037,550 2,368,046 522-1200 Regular Salaries 2,706,417 14.29% - 260,715 185,092 77,912 522-1200 Regular Salaries - Safer Grant FF - -100.00% 650 1,670 900 500 522-1201 Service Awards 46,300 9160.00% - 250 - 14,909 522-1202 Incentive Pay 18,504 24.11% 301,413 389,285 408,426 361,856 522-1400 Salaries - Overtime 361,856 0.00% 84,273 83,917 89,796 93,212 522-1401 Salaries - Overtime Holiday Supplement 93,212 0.00% 19,697 23,055 23,192 21,354 522-1501 Incentive Pay 25,901 21.29% 124 - - - 522-1506 Paramedic Pay - 0.00% 138,686 150,208 157,279 150,148 522-2100 FICA Taxes 164,927 9.84% - - 11,206 4,853 522-2100 FICA Taxes - Safer Grant FF - -100.00% 32,435 35,129 36,858 35,116 522-2101 Medicare 38,572 9.84% - - 2,546 1,134 522-2101 Medicare - Safer Grant FF - -100.00% 21,242 19,390 18,640 10,401 522-2200 Retirement Contributions - General Employees 6,628 -36.28% - - - 750 522-2204 Retirement Contributions - DC General - -100.00% 1,016,560 1,160,926 1,291,348 1,351,112 522-2202 Retirement Contributions - Firefighters 1,431,211 5.93% - - 99,178 39,598 522-2202 Retirement Contributions - Safer Grant FF - -100.00% 219,901 209,722 235,435 209,722 522-2203 Insurance Premium Tax - Fire Pension 235,435 12.26% 341,563 371,811 436,481 492,559 522-2300 Dental, Life & Health Insurance 563,908 14.49% - - 30,608 41,868 522-2300 Dental, Life & Health Ins - Safer Grant FF - -100.00% 106,135 71,256 80,540 130,668 522-2400 Worker's Compensation 144,090 10.27% - - 8,112 3,770 522-2400 Worker's Compensation - Safer Grant FF - -100.00% $ 4,295,974 $ 4,538,566 $ 5,260,483 $ 5,522,965 Total Personal Services $ 5,953,842 7.80% Operating Expenditures: 31,780 22,689 38,225 13,876 522-3100 Professional Services 17,645 27.16% 5,013 - - 18,060 522-3102 Employee Physicals & Immunizations 24,000 32.89% 5,861 5,861 - 5,861 522-3400 Other Services 5,861 0.00% 3,522 2,056 6,985 8,000 522-4000 Travel and Per Diem 8,000 0.00% 23,532 17,261 16,803 11,050 522-4100 Communication Services 21,012 90.16% 165 291 274 300 522-4200 Postage 300 0.00% 48,198 48,995 55,532 50,273 522-4300 Utilities 51,782 3.00% 1,385 199 2,217 863 522-4400 Rentals & Leases 863 -0.02% 10,422 8,177 8,173 16,772 522-4610 Maintenance Contracts 18,472 10.14% 65,956 33,741 19,765 50,000 522-4620 Vehicle Repair 60,000 20.00% 6,750 3,327 10,346 15,000 522-4630 Equipment Repair 10,000 -33.33% 2,350 - - 60,000 522-4640 Building Maintenance - -100.00% 718 898 105 1,000 522-4700 Printing & Binding 1,000 0.00% 722 1,337 1,199 1,000 522-5100 Office Supplies 1,000 0.00% 18,688 57,258 27,716 20,000 522-5200 Operating Supplies 30,000 50.00% 75 0900 - Fire 8/28/2022 3:43 PM  001 GENERAL FUND - 0900 FIRE Actual Budget 2021-22 2022-23 % 2018-19 2019-20 2020-21 Adopted Adopted Change 20,597 16,949 24,015 23,022 522-5204 Fuel & Oil 39,137 70.00% 12,969 19,082 25,252 18,400 522-5210 Uniform Expense 21,000 14.13% 3,006 144 2,318 20,000 522-5216 Medical Supplies 20,000 0.00% 1,649 - 863 - 522-5224 Donation Spending - 0.00% 6,218 8,364 8,519 37,000 522-5234 Safety Supplies/Equipment 62,000 67.57% 216 - - - 522-5250 Operating Supplies - Grounds Maintenance - 0.00% - 1,451 1,252 15,000 522-5261 Public Outreach and Education 25,000 66.67% 1,950 2,096 2,696 2,470 522-5400 Books, Dues & Publications 2,470 0.00% 9,298 10,130 23,719 23,400 522-5500 Training 23,400 0.00% - - 66,262 - Grant-Related Expenses - 0.00% $ 280,965 $ 260,305 $ 342,237 $ 411,347 Total Operating Expenditures $ 442,942 7.68% Capital Outlay: 5,127 - - - 522-6401 Office Furniture & Fixtures - 0.00% - - 4,616 - 522-6402 Equipment - 0.00% 72,230 26,536 25,004 - 522-6403 Passenger Vehicles - 0.00% - - 999,320 - 522-6404 Trucks - 0.00% - 199,852 2,493 - 522-6406 Fire Equipment - 0.00% - 6,222 - - 522-6420 Computer Hardware/Software - 0.00% - 5,247 4,239 - 522-7200 Interest Payments - 0.00% $ 77,357 $ 237,858 $ 1,035,672 $ - Total Capital Outlay $ - 0.00% Debt Service 190,837 188,824 167,652 564,598 581-9121 Transfer to Debt Service Fund 502,404 -11.02% $ 190,837 $ 188,824 $ 167,652 $ 564,598 Total Debt Service $ 502,404 -11.02% $ 4,845,133 $ 5,225,552 $ 6,806,044 $ 6,498,910 TOTAL EXPENSES $ 6,396,785 -1.57% $ (4,589,531) $ (3,824,665) $ (5,196,197) $ (4,967,827) NET REVENUE / (EXPENSE) $ (5,002,573) 0.70% 76 0900 - Fire 8/28/2022 3:43 PM FIRE Share of City Budget $6,396,785, 11.2% DESCRIPTION Fire Department functions include fire suppression, regulation, prevention, and inspection; emergency medical services, vehicle extrication; technical rescue; and hazardous materials response. The department coordinates the City's Emergency Management and Preparedness efforts and conducts public education efforts to prepare citizens to learn ways to better protect themselves from the ravages of fire and disaster. A Citizens Emergency Response Team (CERT) Program is conducted to educate citizens about safety and how to assist the community in the aftermath of a disaster. MISSION Ensure that fire prevention and suppression is paramount; advance life support service provides the best treatment available; the City is prepared to address major emergencies and disasters. Actual YTD thru 03/31 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY23) 2018-19 2019-20 2020-21 2021-22 2021-22 2022-23 Respond Promptly to Calls for Service Response Time Under 5 Minutes (dispatch to on-scene) 72% 80% 81% 100% >90% >90% Fire Code Review of Construction Plans Completed within 5 Business Days 100% 100% 100% 100% >96% >96% Minimize Injuries, Death, and Property Destruction One & Two Family Residential Structure Fires Confined to Room of Origin 50% 62% 62% 58% >60% >60% Patients in Full Cardiac Arrest Who Regain a Specified Heart Rhythm 33% 15% 26% 33% >19% >19% Promote Community Involvement Events, Programs, Outreach Initiatives 55 50 52 0 >60 >60  Achieve a response time (dispatch to on-scene arrival) of under 5 minutes at least 90% of the time.  Complete Fire Code review of construction plans within 5 business days of submission at least 95% of the time.  Ensure patients in full cardiac arrest regain a specified heart rhythm prior to ambulance arrival at least 19% of the time.  Contain structure fires to the room of orignin at least 61% of the time.  Conduct or attend at least 60 community and public relations events. FUTURE GOALS (FY24 & FY25)  Increase use of Community Assistance, Referral, and Education Services (CARES) and expand partnership with White-Wilson Medical  Expand capabilities of the City's Fire Training Facility to accommodate additional specialty training and increase live burn exercises.  Secure federal funding for implementation of a fire-rescue watercraft for emergency response on local waters. No assets are currently  Secure satellite communications equipment to support the City's Emergency Management operations during disasters.  Begin construction on a new fire station that will serve the Commerce and Technolgy Park area of the City. PRIOR YEAR ACCOMPLISHMENTS (FY22)  Placed new 107" ladder truck in service to replace aging apparatus.  Secured FEMA grant for Paramedic training and certification for three (3) personnel.  Submitted multiple Federal grants totaling over $750,000 for fire-rescue tools, equipment, and marine assets.  Initiated Community Assistance, Referral, and Education Services (CARES). This is an in-residence assistance and prevention program to 77 78  001 GENERAL FUND - 0910 EMERGENCY MANAGEMENT Actual Budget 2021-22 2022-23 % 2018-19 2019-20 2020-21 Adopted Adopted Change Revenues: Division Does Not Generate Revenue $ - $ - $ - $ - TOTAL REVENUES $ - 0.00% Operating Expenditures: - - - 6,560 522-4000 Travel and Per Diem 6,560 0.00% - - 6,967 6,917 522-4100 Communication Services 6,917 0.00% - - - 250 522-5100 Office Supplies 250 0.00% - - - 1,500 522-5200 Operating Supplies 1,500 0.00% 100 522-5400 Books, Dues & Publications 100 0.00% 1,200 522-5500 Training 1,200 0.00% $ - $ - $ 6,967 $ 16,527 Total Operating Expenditures $ 16,527 0.00% $ - $ - $ 6,967 $ 16,527 TOTAL EXPENSES $ 16,527 0.00% $ - $ - $ (6,967) $ (16,527) NET REVENUE / (EXPENSE) $ (16,527) 0.00% 79 0910-Emergency Mgmt 8/28/2022 3:45 PM  001 GENERAL FUND - 1000 RECREATION Actual Budget 2021-22 2022-23 % 2018-19 2019-20 2020-21 Adopted Adopted Change Revenues: 127,287 107,230 118,669 105,000 347-2000 Program Revenue 107,500 2.38% - - 270 32,000 347-2012 Program Revenue - Softball Instructional Program 28,000 -12.50% 46,425 37,610 52,224 47,800 347-2011 Program Revenue - Not City Staff Provided 45,000 -5.86% 43,090 31,620 46,295 40,200 347-2100 Sponsorship Revenue 38,000 -5.47% 13,709 6,816 7,104 11,100 347-2200 Rentals - Auditorium, Rec Centers, etc. 12,500 12.61% 18,025 9,398 13,009 12,000 347-2210 Rentals tax-exempt - Auditorium, Rec Centers, etc. 13,200 10.00% 44,992 28,981 24,750 35,200 347-5610 Memberships 32,000 -9.09% 1,750 2,310 1,820 2,300 347-4030 Holiday Parade Entry Fee 1,800 -21.74% $ 295,278 $ 223,964 $ 264,141 $ 285,600 TOTAL REVENUES $ 278,000 -2.66% Personnel Services: 12.70 12.70 12.70 12.70 Number of Funded Employees (FTE's) 12.70 98,440 94,712 103,758 107,651 572-1100 Executive Salaries 113,098 5.06% 408,089 382,230 390,106 412,584 572-1200 Regular Salaries 393,887 -4.53% - 379 600 150 572-1201 Service Awards 14,300 9433.33% 100 - - - 572-1202 Incentive/Merit Pay - 0.00% - 68,069 51,701 53,359 572-1300 Part-Time Wages 112,829 111.45% 6,075 3,256 4,126 - 572-1400 Salaries - Overtime - 0.00% 29,287 32,010 32,206 34,232 572-2100 FICA Taxes 35,686 4.25% 6,850 7,486 7,532 8,006 572-2101 Medicare 8,346 4.25% 105,740 93,360 56,071 31,204 572-2200 Retirement Contributions 13,255 -57.52% 15,620 19,959 20,878 21,855 572-2204 Retirement Contributions - DC Plan 24,167 10.58% - - - - 572-2210 457 Deferred Compensation 2,377 100.00% 73,488 82,204 93,198 93,573 572-2300 Dental, Life & Health Insurance 124,495 33.05% 18,365 12,740 12,507 21,412 572-2400 Worker's Compensation 22,537 5.25% $ 762,054 $ 796,406 $ 772,683 $ 784,026 Total Personnel Services $ 864,977 10.32% Operating Expenditures: 25,906 20,933 12,113 11,100 572-3100 Professional Services 21,900 97.30% 62,032 27,574 69,943 45,500 572-3400 Other Services 52,700 15.82% 34,589 28,368 26,032 64,950 572-3407 Program Instruction 55,950 -13.86% 5,580 4,275 7,260 4,000 572-3450 Other Services - Grounds Maintenance 5,000 25.00% - 849 751 1,500 572-4000 Travel and per Diem 6,800 353.33% 3,555 3,587 3,881 1,963 572-4100 Communication Services 4,015 104.53% 308 230 242 200 572-4200 Postage 200 0.00% 206,059 191,718 207,201 216,980 572-4300 Utilities 223,489 3.00% 12,644 3,837 9,523 6,583 572-4400 Rentals & Leases 7,736 17.52% 4,263 3,177 5,066 4,468 572-4610 Maintenance Contracts 4,544 1.69% 782 259 621 350 572-4620 Vehicle Repair 350 0.00% 2,823 970 - 600 572-4630 Equipment Repair 800 33.33% 78 - 70 - 572-4700 Printing and Binding - 0.00% 3,351 2,957 3,467 4,000 572-5100 Office Supplies 4,000 0.00% 17,911 8,188 19,726 29,550 572-5200 Operating Supplies 29,550 0.00% 3,294 4,109 2,698 2,896 572-5204 Fuel & Oil 4,054 40.00% 10,714 8,920 9,694 9,300 572-5207 Program Expense 9,300 0.00% 41,973 28,851 33,274 42,550 572-5208 Sponsorship Expense 42,550 0.00% 1,256 1,174 972 1,400 572-5210 Uniform Expense 1,400 0.00% 8,752 41,254 9,599 - 572-5224 Donation Spending - 0.00% 15 - - - 572-5231 Computer Hardware/Software - 0.00% - - 188 - 572-5250 Operating Supplies - Grounds Maintenance - 0.00% 316 - 183 505 572-5400 Books, Dues & Publications 190 -62.38% 430 700 470 1,325 572-5500 Training 1,325 0.00% $ 446,631 $ 381,929 $ 422,974 $ 449,721 Total Operating Expenditures $ 475,853 5.81% 80 1000-Recreation 8/28/2022 7:44 PM  001 GENERAL FUND - 1000 RECREATION Actual Budget 2021-22 2022-23 % 2018-19 2019-20 2020-21 Adopted Adopted Change Capital Outlay: - 108,520 - - 572-6214 Building Improvements - 0.00% 50,140 - 50,094 - 572-6310 Improvements Other Than Building - 0.00% - 92,020 65,950 120,000 572-6402 Equipment - -100.00% 77,135 - - - 572-6404 Machinery & Equipment - 0.00% $ 127,275 $ 200,539 $ 116,044 $ 120,000 Total Capital Outlay $ - -100.00% Debt Service 336,937 550,198 551,813 551,869 581-9121 Transfer to Debt Service Fund 993,869 80.09% $ 336,937 $ 550,198 $ 551,813 $ 551,869 Total Debt Service $ 993,869 80.09% $ 1,672,897 $ 1,929,072 $ 1,863,515 $ 1,905,616 TOTAL EXPENSES $ 1,340,830 -29.64% $ (1,377,619) $ (1,705,108) $ (1,599,374) $ (1,620,016) NET REVENUE / (EXPENSE) $ (1,062,830) -34.39% 81 1000-Recreation 8/28/2022 7:44 PM RECREATION Share of City Budget $1,340,830 2.3% DESCRIPTION Recreation manages a brand new 33,000 sq. ft. Recreation Center with a 10-field Athletic Complex, the FWB Library, Heritage Park and Cultural Center, Parks & ROW Maintenance, the Cemetery, and the FWB Golf Club. Football, baseball, basketball, soccer, and softball leagues are held at he facilities. Recreation centers offer a variety of crafts and exercise classes, after school programs, and summer day camps. Special events are held throughout the year. Tennis Center and BMX are contracted. MISSION Provide recreational and athletic opportunities to adults and youth alike. Actual YTD thru 03/31 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY23) 2018-19 2019-20 2020-21 2021-22 2021-22 2022-23 Provide Diverse Recreational Opportunities Youth After School Participants (Total registrations) 144 129 137 76 40 40 Youth After School Program Capacity 75% 74% 64% 90% 90% 90% Adult & Youth Sports Teams Participants 264 256 244 194 240 250 Adult & Youth Sports Teams with Sponsors 100% 100% 100% 100% 100% 100%  Complete Design plans, bid out, and start construction of Preston Hood Athletic Complex Addition  Complete Batting Cage cover project FUTURE GOALS (FY24 & FY25)  Renovate outdoor patio at Recreation Center PRIOR YEAR ACCOMPLISHMENTS (FY22)  Start 850 Softball Academy for girls age 7-18 82  001 GENERAL FUND - 1010 PARKS / ROW Actual Budget 2021-22 2022-23 % 2018-19 2019-20 2020-21 Adopted Adopted Change Revenues: 31,121 18,490 49,722 19,300 347-2200 Rentals - Liza Jackson 19,300 0.00% 7,991 3,794 6,735 6,650 347-2210 Rentals tax-exempt - Liza Jackson 6,650 0.00% 10,860 - - - 347-4020 Spec Evt - tax-exempt - Landing - 0.00% 43,774 43,496 43,496 43,496 344-9007 DOT Right-of-Way Maintenance Contract 43,496 0.00% 5,861 1,215 7,715 1,500 362-1000 Rentals & Leases 1,550 3.33% $ 99,607 $ 66,995 $ 107,667 $ 70,946 TOTAL REVENUES $ 70,996 0.07% Personnel Services: 12.00 13.00 13.00 13.00 Number of Funded Employees (FTE's) 13.00 333,476 418,586 416,333 499,534 572-1200 Salaries 504,194 0.93% 433 - 350 100 572-1201 Service Awards 8,900 8800.00% 100 250 - - 572-1202 Incentive/Merit Pay - 0.00% 7,102 12,763 7,938 4,020 572-1400 Salaries - Overtime 4,020 0.00% 597 1,664 1,259 - 572-1401 Salaries - Overtime Holiday Worked - 0.00% 19,685 26,082 25,684 30,940 572-2100 FICA Taxes 30,382 -1.80% 4,604 6,100 6,007 7,236 572-2101 Medicare 7,105 -1.80% 70,007 60,916 56,007 31,204 572-2200 Retirement Contributions 13,255 -57.52% 8,341 16,770 15,531 19,579 572-2204 Retirement Contributions - DC Plan 25,836 31.96% - - - - 572-2210 457 Deferred Compensation 1,244 100.00% 71,734 79,686 89,188 148,186 572-2300 Dental, Life & Health Insurance & Def Comp 457 138,692 -6.41% 12,906 13,660 12,153 24,380 572-2400 Worker's Compensation 23,493 -3.64% $ 528,985 $ 636,477 $ 630,450 $ 765,179 Total Personnel Services $ 757,122 -1.05% Operating Expenditures: 19,395 - - 280 572-3100 Professional Services 280 0.00% - 26,267 57,749 57,497 572-3400 Other Services 57,497 0.00% 48,128 37,677 26,211 40,202 572-3450 Other Services - Grounds Maintenance 43,102 7.21% 3,633 4,615 4,776 4,669 572-4100 Communication Services 4,827 3.38% 80,351 86,345 89,828 92,194 572-4300 Utilities 94,960 3.00% 9,474 22,164 35,301 32,760 572-4400 Rentals & Leases 60,571 84.89% 607 630 747 656 572-4610 Maintenance Contracts 656 0.00% 2,676 7,435 6,756 4,600 572-4620 Vehicle Repair 4,600 0.00% 11,776 16,376 19,852 17,030 572-4630 Equipment Repair 17,030 0.00% 17,530 22,508 18,675 14,725 572-5200 Operating Supplies 16,100 9.34% 13,103 16,331 19,611 15,595 572-5204 Fuel & Oil 21,833 40.00% 1,413 1,067 - 2,600 572-5210 Uniform Expense 2,600 0.00% 5,193 7,388 7,504 11,075 572-5233 Tools 9,550 -13.77% 1,200 260 1,618 2,530 572-5234 Safety Supplies/Equipment 2,530 0.00% 96,909 82,612 95,599 76,200 572-5250 Operating Supplies - Grounds Maintenance 76,000 -0.26% 305 180 - 200 572-5400 Books, Dues & Publications 200 0.00% 90 - - 500 572-5500 Training 500 0.00% $ 311,783 $ 331,855 $ 384,226 $ 373,314 Total Operating Expenditures $ 412,835 10.59% Capital Outlay: 49,820 16,574 56,798 - 572-6310 Improvements Other Than Building 119,000 100.00% - 50,059 15,815 - 572-6402 Equipment 90,870 100.00% - 82,104 120 - 572-6404 Trucks - 0.00% - 3,663 - - 572-6406 Specialized Equipment - 0.00% $ 49,820 $ 152,399 $ 72,733 $ - Total Capital Outlay $ 209,870 100.00% Debt Service $ 214,370 $ - $ - $ - Total Debt Service $ - 0.00% $ 1,104,958 $ 1,120,731 $ 1,087,410 $ 1,138,493 TOTAL EXPENSES $ 1,379,828 21.20% 83 1010-Parks & ROW 8/28/2022 7:50 PM  001 GENERAL FUND - 1010 PARKS / ROW Actual Budget 2021-22 2022-23 % 2018-19 2019-20 2020-21 Adopted Adopted Change $ (1,005,351) $ (1,053,735) $ (979,743) $ (1,067,547) NET REVENUE / (EXPENSE) $ (1,308,832) 22.60% 84 1010-Parks & ROW 8/28/2022 7:50 PM PARKS Share of City Budget $1,379,828, DESCRIPTION 2.4% Parks is responsible for the maintenance and beautification of 23 developed parks, 17 athletic fields, 5 exercise tracks, 21 tennis courts, and 3 boat ramp facilities. MISSION Preserve, protect, maintain, and enhance the City's parkland areas. Actual YTD thru 03/31 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY23) 2018-19 2019-20 2020-21 2021-22 2021-22 2022-23 Ensure Parks are Safe, Functional, and Attractive Park Rentals - Liza Jackson, Landing, Chester Pruitt Park 368 206 321 119 250 300 Field Rentals 477 343 610 160 200 220 Controller Monitors Connected to I.Q. Irrigation Central Control System 70% 75% 75% 38% 75% 90%  Resurface FWB Tennis Center Courts and Ferry Park Basketball Courts  Start Landing renovation (Permit completed) FUTURE GOALS (FY24 & FY25)  Complete Preston Hood Athletic Complex addition  Liza Jackson Boat Ramp and park renovation PRIOR YEAR ACCOMPLISHMENTS (FY22)  Installed All Inclusive Playground at Cecelia Park  Hosted 16 Major Travel Tournaments  Installed Restroom at Mooney Park  Resurface Ferry Park Tennis Complex 85  001 GENERAL FUND - 1040 GOLF CLUB Actual Budget 2021-22 2022-23 % 2018-19 2019-20 2020-21 Adopted Adopted Change Revenues: 710,502 813,711 1,004,338 931,034 347-5000 Greens Fees 1,127,612 21.11% 342 1,735 3,897 1,200 347-5020 Tournament Fees 1,500 25.00% 51,204 20,919 45,198 31,955 347-5025 Tournament Fees - Tax Exempt 37,000 15.79% 71,436 61,594 69,553 63,200 347-5099 GolfNow/Comp Green Fees 64,761 2.47% 115,887 131,146 159,704 121,500 347-5100 Membership Fees 135,000 11.11% 590,995 559,316 644,833 661,634 347-5200 Golf Cart Rental 665,000 0.51% 301 544 416 400 347-5210 Pull Cart Rental 350 -12.50% 51,185 46,356 52,347 50,197 347-5299 GolfNow/Comp Golf Cart Fees 51,437 2.47% 64,318 79,594 97,686 93,688 347-5300 Driving Range 106,000 13.14% 28,816 29,170 29,899 30,520 347-5400 Rental and Lease Income - Restaurant & Pro Shop 40,320 32.11% 2,430 2,340 2,340 2,800 347-5510 GHIN Handicapping Service 2,810 0.36% 9,406 5,539 2,196 5,500 347-5900 League Play 2,500 -54.55% 40,809 42,572 59,860 41,300 347-5915 Merchandise Sales 50,140 21.40% (184) (84) (99) 150 347-5920 Cash Over/(Under) 151 0.67% 26,568 27,803 28,900 31,149 362-2010 Rental and Lease Income - Tower 31,008 -0.45% - - - - 384-1078 Proceeds from Debt - 0.00% $ 1,764,016 $ 1,822,256 $ 2,201,069 $ 2,066,227 TOTAL REVENUES $ 2,315,589 12.07% Personnel Services: 13.96 13.42 13.42 13.42 Number of Employees (FTE's) 13.42 109,539 111,778 118,201 123,966 572-1200 Regular Salaries 129,326 4.32% 108 571 400 - 572-1201 Service Awards 20,300 100.00% 212,629 255,482 255,272 329,807 572-1300 Part-Time Wages 261,937 -20.58% 130 1,670 23 100 572-1400 Salaries - Overtime 100 0.00% - 10,095 11,909 - 572-1401 Salaries - Overtime Holiday Worked - 0.00% 19,560 23,123 23,483 28,262 572-2100 FICA Taxes 29,645 4.89% 4,574 5,408 5,492 6,610 572-2101 Medicare 6,933 4.88% 63,688 56,909 37,386 20,803 572-2200 Retirement Contributions 13,255 -36.28% 10,914 11,576 12,620 12,609 572-2300 Dental, Life & Health Insurance 12,636 0.21% 6,214 4,635 5,003 9,045 572-2400 Worker's Compensation 9,480 4.81% $ 427,356 $ 481,246 $ 469,789 $ 531,202 Total Personnel Services $ 483,611 -8.96% Operating Expenditures: 36,773 51,041 47,847 43,176 572-3100 Professional Services 43,176 0.00% 12,050 - - - 572-3450 Other Services - Grounds Maintenance - 0.00% 3,135 3,752 4,216 371 572-4100 Communication Services 1,971 431.14% 99 110 79 100 572-4200 Postage 100 0.00% 62,452 59,004 70,441 71,070 572-4300 Utilities 73,202 3.00% 89,943 85,517 113,927 94,031 572-4400 Rentals & Leases 103,493 10.06% 1,992 2,461 2,530 2,661 572-4610 Maintenance Contracts 2,405 -9.62% 2,600 4,023 2,781 2,940 572-4630 Equipment Repair 4,000 36.05% 13,145 12,195 12,034 11,500 572-4800 Promotional Activities 11,500 0.00% - 107,950 121,901 113,397 572-4899 GolfNow/Comp Golf Rounds & Carts 116,198 2.47% 1,000 1,039 1,135 1,090 572-5100 Office Supplies 1,090 0.00% 12,826 10,542 15,835 18,175 572-5200 Operating Supplies 18,675 2.75% 22,552 24,294 29,496 20,000 572-5205 Goods for Resale 40,000 100.00% - 789 - 1,440 572-5210 Uniform Expense 1,440 0.00% 1,141 - - 4,700 572-5250 Operating Supplies - Grounds Maintenance 4,000 -14.89% 2,783 2,992 2,970 2,480 572-5400 Books, Dues & Publications 2,480 0.00% $ 262,491 $ 365,708 $ 425,192 $ 387,131 Total Operating Expenditures $ 423,730 9.45% Capital Outlay: 5,152 - - - 572-6402 Equipment - 0.00% $ 5,152 $ - $ - $ - Total Capital Outlay $ - 0.00% 86 1040-Golf Ops 8/28/2022 7:54 PM Debt Service:  001 GENERAL FUND - 1040 GOLF CLUB Actual Budget 2021-22 2022-23 % 2018-19 2019-20 2020-21 Adopted Adopted Change 1,165 - - - 581-9121 Transfer to Debt Service Fund - 0.00% $ 1,165 $ - $ - $ - Total Debt Service $ - 0.00% 696,164 846,954 894,981 918,333 TOTAL EXPENSES 907,341 -1.20% 87 1040-Golf Ops 8/28/2022 7:54 PM GOLF CLUB Share of City Budget $907,341, 1.6% DESCRIPTION The Golf Club consists of two championship 18-hole golf courses, putting green, driving range, and clubhouse. The club holds many community oriented golf tournaments and promotes a Junior Golf Program every summer with clinics. MISSION Provide a quality golf experience to members and visitors through excellent customer service. Actual YTD thru 03/31 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY23) 2018-19 2019-20 2020-21 2021-22 2021-22 2022-23 Ensure Player Satisfaction Active Memberships 484 540 1258 705 600 700 Active Youth Memberships 72 54 145 73 75 75 Golf Shop Merchandise Sales 16,433 18,408 20,695 24,990 0 50,000 Online Booking Rounds 29% 31% 31% 5,114 0% 30% Online Income 3352 2858 3681 90,112 0 150000 Gift Certificates Distributed 2872 2422 2951 181 0 250 Gift Certificate Revenue $164,830 $138,831 $241,479 $21,875 $0 $50,000  Renovate Marshall/First Tee building  Install Pavilion by First Tee Practice Green FUTURE GOALS (FY24 & FY25)  Construct pavilion between Hole 1 & 18 for tournaments/rentals/events  Install LED Lighting on Driving Range PRIOR YEAR ACCOMPLISHMENTS (FY22)  Demolish old buildings off of Country Club Avenue 88  001 GENERAL FUND - 1045 GOLF GROUNDS Actual Budget 2021-22 2022-23 % 2018-19 2019-20 2020-21 Adopted Adopted Change Revenues: Revenues Shared with Golf Club Operations Division $ - $ - $ - $ - TOTAL REVENUES $ - 0.00% Personnel Services: 15.75 15.75 15.75 14.75 Number of Employees (FTE's) 14.00 400,841 421,600 348,438 429,975 572-1200 Regular Salaries 444,567 3.39% - 487 550 - 572-1201 Service Awards 4,800 100.00% 18,821 20,210 19,576 46,160 572-1300 Part-Time Wages 33,153 -28.18% 4,537 6,656 7,193 1,000 572-1400 Salaries - Overtime 1,000 0.00% 3,811 3,730 3,142 2,765 572-1401 Salaries - Overtime Holiday Worked 2,765 0.00% 24,806 27,009 24,121 28,958 572-2100 FICA Taxes 32,414 11.93% 5,801 6,317 5,641 6,773 572-2101 Medicare 7,581 11.92% 71,919 53,082 23,469 - 572-2200 Retirement Contributions 6,628 100.00% 11,563 14,996 16,289 24,797 572-2204 Retirement Contributions - DC Plan 26,952 8.69% 61,016 54,370 45,972 103,273 572-2300 Dental, Life & Health Insurance 97,860 -5.24% 9,088 4,437 3,504 10,603 572-2400 Worker's Compensation 12,156 14.65% $ 612,203 $ 612,895 $ 497,896 $ 654,305 Total Personnel Services $ 669,876 2.38% Operating Expenditures: 2,496 2,496 2,628 2,628 572-3100 Professional Services 2,628 0.00% - - - 125 572-3400 Other Services 125 0.00% 38,546 40,350 38,735 40,130 572-3450 Other Services - Grounds Maintenance 40,130 0.00% 377 321 346 264 572-4100 Communication Services 282 6.64% 5,779 4,865 5,587 5,974 572-4300 Utilities 6,153 3.00% 30,315 51,634 59,609 48,525 572-4400 Rentals & Leases 85,987 77.20% 527 550 1,158 901 572-4610 Maintenance Contracts 901 0.00% 1,800 3,205 1,066 500 572-4620 Vehicle Repair 500 0.00% 36,525 42,862 38,270 31,000 572-4630 Equipment Repair 31,000 0.00% - - - 10,000 572-4640 Building Maintenance - -100.00% - - - 1,750 572-4680 Plant & System Repair 1,750 0.00% 286 2,635 20,891 - 572-4916 Inventory Short/Over - 0.00% 24 22 26 45 572-5100 Office Supplies 45 0.00% 7,284 11,826 7,057 8,095 572-5200 Operating Supplies 8,095 0.00% 774 2,454 (3,450) - 572-5203 Fleet Maintenance Clearing Account - 0.00% 24,794 19,949 16,513 12,731 572-5204 Fuel & Oil 25,335 99.00% 1,245 1,684 - 2,160 572-5210 Uniform Expense 2,160 0.00% 4,873 3,865 1,577 6,000 572-5233 Tools 6,000 0.00% 998 278 490 3,680 572-5234 Safety Supplies/Equipment 3,680 0.00% 217,341 212,914 240,479 245,000 572-5250 Operating Supplies - Grounds Maintenance 270,000 10.20% 585 585 640 730 572-5400 Books, Dues & Publications 730 0.00% $ 374,569 $ 402,496 $ 431,621 $ 420,238 Total Operating Expenditures $ 485,500 15.53% Capital Outlay: - - 6,926 12,500 572-6310 Improvements Other Than Building 30,000 140.00% 60,428 42,702 - 24,555 572-6402 Equipment 29,400 19.73% $ 60,428 $ 42,702 $ 6,926 $ 37,055 Total Capital Outlay $ 59,400 60.30% Debt Service: 3,240 3,238 3,240 254,067 581-9121 Transfer to Debt Service Fund 315,397 24.14% $ 3,240 $ 3,238 $ 3,240 $ 254,067 Total Debt Service $ 315,397 24.14% 1,050,440 1,061,331 939,682 1,365,665 TOTAL EXPENSES 1,214,777 -11.05% 89 1045-Golf Grounds 8/28/2022 7:58 PM GOLF GROUNDS Share of City Budget $1,214,777… DESCRIPTION The Pines Course offers 18-holes in a challenging layout of over 6,800 yards through a tree-lined, upland pine forest. The Oaks course offers 18-holes over 6,400 yards of narrow fairways lined with oak trees and water hazards. MISSION Provide a quality golf experience to members and visitors through excellent course maintenance. Actual YTD thru 03/31 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY23) 2018-19 2019-20 2020-21 2021-22 2021-22 2022-23 Reduce Maintenance Costs Out-of-Play Areas with Native Plant Material 15% 15% 15% 15% 15% 15%  Sprig Practice Greens and #16 Pines  Level Tee Boxes FUTURE GOALS (FY24 & FY25)  Sprig Greens (3) at a time  Replace Retention Wall in bad areas on Pines/Oaks course PRIOR YEAR ACCOMPLISHMENTS (FY22)  Replace irrigation system on Pines Course/Oaks Front 9  Installed new restroom facility to serve Pines Course & Mooney Road Pickleball Complex 90  001 GENERAL FUND - 1060 LIBRARY Actual Budget 2021-22 2022-23 % 2018-19 2019-20 2020-21 Adopted Adopted Change Revenues: 81,376 86,884 84,964 84,964 337-7000 Cooperative Funding - Operations 95,755 12.70% 6,895 1,995 3,815 1,400 341-9110 Passport Fees 2,800 100.00% 1,860 1,600 - 1,500 347-1000 Library Fees 1,200 -20.00% 6,310 3,565 3,915 4,500 347-1010 Photo Copy Revenue 4,200 -6.67% 100 - - 150 347-1210 Rentals - Taxable 155 3.33% - 150 - - 347-1220 Rentals - Tax Exempt - 0.00% 4,500 1,573 2,274 - 352-1000 Library Fines - 0.00% 561 478 83 250 352-1010 Lost Publications 150 -40.00% 4,973 2,236 2,076 900 366-2010 Contributions/Donations 1,100 22.22% $ 106,575 $ 98,480 $ 97,127 $ 93,664 TOTAL REVENUES $ 105,360 12.49% Personnel Services: 8.72 9.22 9.22 9.22 Number of Funded Employees (FTE's) 9.40 188,140 202,091 207,132 243,497 571-1200 Regular Salaries 207,174 -14.92% 217 158 350 100 571-1201 Service Awards 11,800 11700.00% 108,559 141,348 139,897 139,010 571-1300 Part-Time Wages 175,806 26.47% 274 643 29 200 571-1400 Salaries - Overtime 200 0.00% 18,008 21,190 21,298 23,372 571-2100 FICA Taxes 23,558 0.80% 4,211 4,956 4,981 5,466 571-2101 Medicare 5,509 0.79% 88,208 78,738 56,124 31,204 571-2200 Retirement Contributions 13,255 -57.52% 2,866 3,179 3,228 3,389 571-2204 Retirement Contributions - DC Plan 8,954 164.22% - - - - 571-2210 457 Deferred Compensation 475 100.00% 13,895 16,111 17,452 17,604 571-2300 Dental, Life & Health Insurance & Def Comp 457 25,106 42.62% 996 725 793 1,182 571-2400 Worker's Compensation 1,222 3.37% $ 425,374 $ 469,139 $ 451,286 $ 465,024 Total Personnel Services $ 473,059 1.73% Operating Expenditures: 3,242 5,687 2,922 2,952 571-3100 Professional Services 3,180 7.72% 1,775 1,794 519 1,275 571-3400 Other Services 1,500 17.65% - - 400 800 571-3407 Program Instruction 800 0.00% - - 250 250 571-3450 Operating Supplies - Grounds Maintenance 250 0.00% 369 - - - 571-4000 Travel and Per Diem - 0.00% - 1,747 882 - 571-4001 Tuition Reimbursement - 0.00% 1,981 2,166 2,487 1,212 571-4100 Communication Services 3,954 226.24% 414 268 331 200 571-4200 Postage 200 0.00% 93,031 88,213 87,207 103,000 571-4300 Utilities 106,090 3.00% 15,491 13,873 14,685 15,072 571-4400 Rentals & Leases 15,072 0.00% 2,049 2,469 2,885 2,568 571-4610 Maintenance Contracts 2,602 1.32% - - 1,649 - 571-4640 Building Maintenance - 0.00% 1,349 1,441 1,311 2,010 571-5100 Office Supplies 2,010 0.00% 15,528 20,106 18,494 17,660 571-5200 Operating Supplies 17,660 0.00% 397 1,208 585 600 571-5207 Program Expense 600 0.00% 9,689 1,022 2,842 - 571-5223 Passport Fee Spending - 0.00% 4,088 1,439 2,942 - 571-5224 General Donation Spending - 0.00% - 2,707 - - 571-5231 Computer Hardware/Software - 0.00% 428 - - - 571-5250 Grounds Maintenance - 0.00% 289 292 292 300 571-5400 Books, Dues & Publications 300 0.00% $ 150,120 $ 144,431 $ 140,683 $ 147,898 Total Operating Expenditures $ 154,218 4.27% Capital Outlay: - - - - 571-6402 Equipment 35,000 100.00% 7,800 - - - 571-6420 Computer Hardware/Software - 0.00% 33,656 33,736 34,400 35,000 571-6600 Books, Publications & Library Materials 35,000 0.00% 91 1060-Library 8/30/2022 7:48 AM  001 GENERAL FUND - 1060 LIBRARY Actual Budget 2021-22 2022-23 % 2018-19 2019-20 2020-21 Adopted Adopted Change $ 41,456 $ 33,736 $ 34,400 $ 35,000 Total Capital Outlay $ 70,000 100.00% Debt Service 20,359 18,388 18,385 18,353 581-9121 Transfer to Debt Service Fund 18,578 1.23% $ 20,359 $ 18,388 $ 18,385 $ 18,353 Total Debt Service $ 18,578 1.23% $ 637,309 $ 665,694 $ 644,755 $ 666,275 TOTAL EXPENSES $ 697,277 4.65% $ (530,734) $ (567,214) $ (547,627) $ (572,611) NET REVENUE / (EXPENSE) $ (591,917) 3.37% 92 1060-Library 8/30/2022 7:48 AM LIBRARY Share of City Budget $697,277, 1.2% DESCRIPTION Library resources include books, movies, games, ebooks, and e-audio for children and adults. Children's learning activities for all ages conducted weekly with holiday and special programs being offered throughout the year. Facilities include a children's activity room, 5 study rooms, an art gallery, a digital media lab, meeting space for large and small groups, Wi-Fi access, children's learning stations, and 11 computer stations. MISSION Create and foster a comprehensive variety of print and media resources and materials designed to educate and entertain. Actual YTD thru 03/31 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY23) 2018-19 2019-20 2020-21 2021-22 2021-22 2022-23 Provide Resources to Promote Literacy, Education, & Enrichment Inventoried Collection Per Citizen 3.0 2.6 2.4 2.4 3.0 4.7 Circulation per Item 0.6 0.6 1.3 0.4 3.0 2.1 Circulation per Active Borrower (City and Non-City Residents) 7.6 6.7 10.6 7.5 8.0 13.4 City Residents Who Have an Active Library Card 42% 36% 19% 17% 23% 36%  Aggressively market online resources, including Tech-Talk and Universal Class, to the business and education communities.  Update barcoding of the collection to allow for after-hours and offsite services to make best use of software coming online in Sept. 2021 FUTURE GOALS (FY24 & FY25)  Fund and install equipment (lockers or vending) designed to provide after hours and/or offsite access to library services and materials  Expand services and programming both within and outside the library space to increase visibility and usage of the library by the community  Increase the number of items within the library collection, both physically and digitally, to better meet the needs of the community PRIOR YEAR ACCOMPLISHMENTS (FY22)  Successful completion of the RFID project, tagging all physical items, to allow for improved physical materials handling workflows  Successfully increased community participation in library programming and usage of physical space, such as Meeting Room and study rooms  Significant increase in the number of registered patrons holding library cards, for both City and County residents  Increased marketing of programming, services, and non-print resources through inhouse techniques and through social media  Successful implementation of grant funds to significantly increase the number of digital items available to patrons 93  001 GENERAL FUND - 1070 MUSEUM Actual Budget 2021-22 2022-23 % 2018-19 2019-20 2020-21 Adopted Adopted Change Revenues: 630 175 245 400 341-9110 Passport Fees 200 -50.00% 32,177 16,766 26,555 21,400 347-3500 Admission Fees 25,166 17.60% 27,384 19,550 40,575 21,500 347-3510 Merchandise Sales 32,000 48.84% 7,556 7,806 1,646 5,000 347-3520 Fees - Tax Exempt 5,500 10.00% 789 967 547 550 347-3610 Memberships 450 -18.18% - - 704 500 366-2010 Contributions/Donations 750 50.00% $ 68,536 $ 45,264 $ 70,271 $ 49,350 TOTAL REVENUES $ 64,066 29.82% Personnel Services: 3.60 4.10 4.10 4.10 Number of Funded Employees (FTE's) 4.10 149,357 156,258 160,732 167,791 573-1200 Regular Salaries 175,686 4.71% 54 - - 500 573-1201 Service Awards 4,600 820.00% - 11,246 15,667 33,674 573-1300 PT Wages 34,776 3.27% - - 320 20 573-1400 Salaries - Overtime 20 0.00% 9,004 10,362 10,939 12,465 573-2100 FICA Taxes 12,823 2.87% 2,106 2,423 2,558 2,916 573-2101 Medicare 2,999 2.85% 40,689 34,745 18,704 10,401 573-2200 Retirement Contributions 6,628 -36.28% 4,129 5,279 5,430 5,686 573-2204 Retirement Contributions - DC Plan 6,023 5.92% 15,345 15,466 16,614 16,770 573-2300 Dental, Life & Health Insurance 23,148 38.03% 283 220 228 322 573-2400 Worker's Compensation 337 4.51% $ 220,967 $ 235,999 $ 231,191 $ 250,546 Total Personnel Services $ 267,040 6.58% Operating Expenditures: 1,733 1,132 1,123 3,230 573-3100 Professional Services 3,230 0.00% 275 790 493 800 573-3400 Other Services 800 0.00% - - 443 2,000 573-4000 Travel and Per Diem 2,000 0.00% 991 339 346 1,104 573-4100 Communication Services 563 -49.00% 19 9 13 75 573-4200 Postage 75 0.00% 12,381 11,481 13,236 12,875 573-4300 Utilities 13,261 3.00% 539 360 540 560 573-4400 Rentals & Leases 560 0.00% 2,894 2,874 3,566 3,491 573-4610 Maintenance Contracts 4,288 22.82% - - - 50 573-4630 Equipment Repair 50 0.00% - 1,520 - - 573-4640 Building Maintenance - 0.00% 2,920 3,165 3,927 225 573-4800 Promotional Activities 175 -22.22% 911 1,364 1,047 1,490 573-5100 Office Supplies 1,590 6.71% 1,661 2,857 2,496 1,965 573-5200 Operating Supplies 2,300 17.05% - - - 54 573-5204 Fuel & Oil 50 -7.41% 14,821 8,604 18,351 16,000 573-5205 Goods For Resale 18,000 12.50% 149 359 189 400 573-5207 Program Expense - -100.00% 414 306 545 600 573-5210 Uniform Expense 600 0.00% 2,534 3,628 7,152 2,800 573-5215 Exhibit / Collection Supplies 1,195 -57.32% 337 6 6 - 573-5223 Passport Fee Spending - 0.00% 350 1,995 901 - 573-5224 General Donation Spending - 0.00% 2,385 - - - 573-5226 Designated Donation Spending - 0.00% 120 347 - - 573-5231 Computer Hardware/Software - 0.00% - 42 16 50 573-5234 Safety Supplies/Equipment 50 0.00% 822 486 911 1,200 573-5250 Operating Supplies - Grounds Maintenance 500 -58.33% 1,061 976 851 983 573-5400 Books, Dues & Publications 983 0.00% $ 47,317 $ 42,641 $ 56,152 $ 49,952 Total Operating Expenditures $ 50,270 0.64% $ 268,284 $ 278,640 $ 287,343 $ 300,497 TOTAL EXPENSES $ 317,310 5.60% $ (199,748) $ (233,376) $ (217,073) $ (251,147) NET REVENUE / (EXPENSE) $ (253,244) 0.83% 94 1070-Museum 8/28/2022 8:16 PM MUSEUM Share of City Budget $317,310, 0.6% DESCRIPTION The Indian Temple Mound Museum was the first museum in Florida owned and operated by a municipality and is recognized for having one of the finest collections of prehistoric ceramics in the Southeast United States. Historic structures such as the Camp Walton Schoolhouse and Garnier Post Office Museums are fine examples of Northwest Florida history and house artifacts that relay the story of early Camp Walton. The Civil War Exhibits Building interprets the First Florida Militia and their activities while stationed at what we today call The Fort Walton Landing. MISSION Share 14,000 years of Fort Walton culture and history through stewardship, education and interpretation of its prehistoric and historic collections. Actual YTD thru 03/31 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY23) 2018-19 2019-20 2020-21 2021-22 2021-22 2022-23 Share Community History With Public Visitors Per General Visitation Hour of Operation 5.6 4.6 5.9 7.1 4.6 5.0 Educational Programming Visitors During Non-General Visitation Hours 4,034 4,063 755 2,482 2,000 2,000 Outreach Programming Visitors During Non-General Visitation Hours 17,085 4,485 1,475 1,225 10,000 5,000 City Savings from Volunteer Assistance $11,327 $5,633 $3,396 $1,995 $3,000 $3,000  Complete Design of Museum Addition, Demo Bluewater Zoo, and start construction of Museum Addition Continue to improve public access to museum properties. Created welcome/information area at schoolhouse to increase accessability for  guests and extend operational hours. WiFi made available at the Indian Temple Mound Museum.  Was awarded a 2022 Exhibits and Advertising Agreement in conjunction with Okaloosa County TDC. FUTURE GOALS (FY24 & FY25)  Complete evaluation of site collections from filing to certification and continue curatorial storage and preservation methods. Museum Store Addition: acquire funding, demolition of Bluewater Zoo building, create design plans, and move forward in general with the  addition of Museum presence on Highway 98.  Was awarded a 2023 Advertising and Exhibits Package in partnership with the Okaloosa County TDC. PRIOR YEAR ACCOMPLISHMENTS (FY22) Continued training: Staff and volunteers received training on museum programs, collections care, customer service and exhibits. Staff  researched and was involved in the development of the Susan Myers Walking Trail. Continued use of museum volunteers: Volunteers are vital to museum activities and events by keeping the historic buildings open longer  hours and providing assistance with educational and recreational programming. Continued Community Involvement: Partnered with Thunderbird Honor Guard, Musical Echoes and the Okaloosa County Museums  Coalition to increase awareness and develop events that benefit the 8 museums in Okaloosa County. Continued Public Awareness Campaign: Seeks out advertising opportunities, partnerships and has been on various websites, Facebook, blogs, NWF Daily News, Emerald Coast Magazine, Visit Florida, FWB Chamber of Commerce, the Four Points Sheraton in-room compendium of  things to do and see, WUWF’s “Unearthing Pensacola” segments, and WEAR ABC Channel 3 to increase awareness and promote the Museum. Provide Successful Programming: It is the goal of Heritage Park to be at the forefront of educational experiences and activities for students in  our four county service area. New exhibits this year include redesigned Creek Exhibit, Columbian Exchange, and artifacts from the temple mound.  TDC Partnership: The 2022 TDC Partnership was for Advertising and Exhibits. 95  001 GENERAL FUND - 1080 CEMETERY Actual Budget 2021-22 2022-23 % 2018-19 2019-20 2020-21 Adopted Adopted Change Revenues: 171,375 149,965 251,590 175,083 343-8000 Sale of Lots 192,000 9.66% 8,700 13,250 10,223 9,500 343-8100 Crypt Sales 9,550 0.53% 19,752 19,935 30,240 22,000 343-8200 Niche Sales 21,000 -4.55% 19,610 20,290 28,370 23,500 343-8300 Weekend/Holidays Interments 24,000 2.13% 156,665 146,490 212,795 175,600 343-8400 Openings/Closings 178,500 1.65% 1,874 2,400 2,406 1,000 343-8500 Transfer Fees 1,200 20.00% - - - 350,000 381-2400 Transfer from Beal Memorial Cemetery Fund - -100.00% $ 377,976 $ 352,330 $ 535,624 $ 756,683 TOTAL REVENUES $ 426,250 -43.67% Personnel Services: 3.00 3.00 3.00 3.00 Number of Funded Employees (FTE's) 3.00 106,609 113,172 118,387 126,066 539-1200 Regular Salaries 131,365 4.20% - - 150 400 539-1201 Service Awards 5,500 1275.00% 500 - - 539-1202 Incentive/Merit Pay - 0.00% 807 2,067 531 500 539-1400 Salaries - Overtime 500 0.00% 15 106 141 100 539-1401 Salaries - Overtime Holiday Worked 100 0.00% 5,735 6,264 6,508 6,790 539-2100 FICA Taxes 7,105 4.64% 1,341 1,465 1,522 1,588 539-2101 Medicare 1,662 4.63% 61,549 55,892 56,036 31,204 539-2200 Retirement Contributions 19,883 -36.28% 32,722 34,710 38,319 37,832 539-2300 Dental, Life & Health Insurance 37,849 0.05% 8,199 6,061 6,355 9,682 539-2400 Worker's Compensation 10,089 4.20% $ 216,977 $ 220,237 $ 227,947 $ 214,162 Total Personnel Services $ 214,053 -0.05% Operating Expenditures: 948 948 1,030 950 539-3100 Professional Services 950 0.00% 76,150 76,850 99,975 74,000 539-3400 Other Services 80,000 8.11% 3,775 995 9,680 - 539-3450 Other Services - Grounds Maintenance - 0.00% 622 332 273 404 539-4100 Communication Services 544 34.67% 93,711 116,515 104,055 96,820 539-4300 Utilities 99,725 3.00% - - - 60 539-4400 Rentals & Leases 60 0.00% 754 742 897 776 539-4610 Maintenance Contracts 776 0.00% 178 80 59 - 539-4620 Vehicle Repair - 0.00% 1,447 1,820 2,792 1,850 539-4630 Equipment Repair 1,850 0.00% 11,675 6,585 19,295 - 539-4980 Repurchase Cemetery Lots - 0.00% 907 921 556 1,375 539-5200 Operating Supplies 1,375 0.00% 1,546 1,406 1,682 1,133 539-5204 Fuel & Oil 1,190 5.00% 353 96 179 180 539-5210 Uniform Expense 180 0.00% 972 73 - 1,100 539-5233 Tools 1,200 9.09% 160 - - 690 539-5234 Safety Supplies/Equipment 690 0.00% 13,727 3,328 7,691 14,175 539-5250 Operating Supplies - Grounds Maintenance 15,925 12.35% - - - 40 539-5500 Training 40 0.00% $ 206,925 $ 210,692 $ 248,163 $ 193,553 Total Operating Expenditures $ 204,504 5.66% Capital Outlay: 38,264 - 5,973 - 539-6402 Equipment 49,680 100.00% $ 38,264 $ - $ 5,973 $ - Total Capital Outlay $ 49,680 100.00% Capital Improvements Program: - - - 150,000 539-6381 - -100.00% - - - 200,000 539-6214 - -100.00% $ - $ - $ - $ 350,000 Total Capital Improvements Program $ - -100.00% Interfund Transfers: 96 1080-Cemetery 8/28/2022 8:22 PM  001 GENERAL FUND - 1080 CEMETERY Actual Budget 2021-22 2022-23 % 2018-19 2019-20 2020-21 Adopted Adopted Change 32,070 28,676 55,167 35,017 581-9162 Transfer to Beal Memorial Perpetual Care Fund 38,400 9.66% $ 32,070 $ 28,676 $ 55,167 $ 35,017 Total Interfund Transfers $ 38,400 9.66% $ 494,236 $ 459,605 $ 537,251 $ 792,732 TOTAL EXPENSES $ 506,637 -36.09% $ (116,261) $ (107,275) $ (1,627) $ (36,049) NET REVENUE / (EXPENSE) $ (80,387) 122.99% 97 1080-Cemetery 8/28/2022 8:22 PM CEMETERY Share of City Budget $506,637, .09% DESCRIPTION Cemetery staff is responsible for the sale of plots, niches, and mausoleum spaces; grounds maintenance; and supervision of funerals at the City's two cemeteries – Beal Memorial Cemetery and Brooks Cemetery. MISSION Provide a well-maintained and peaceful resting place of burial. Actual YTD thru 03/31 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY23) 2018-19 2019-20 2020-21 2021-22 2021-22 2022-23 Provide a Well-Maintained Resting Place of Burial Cemetery Grounds with Turf in Good Condition 95% 90% 90% 95% 95% 95%  Construct new office building at Beal Memorial  Design plans for Hope section addition with roadway FUTURE GOALS (FY24 & FY25)  Replace all fencing around perimeter  Develop a sod farm in open area of cemetery for use for newly dug graves.  Install central control system for irrigation. PRIOR YEAR ACCOMPLISHMENTS (FY22)  Develop Design Plans for new Office /Building. 98  001 GENERAL FUND - 1200 GROWTH MANAGEMENT Actual Budget 2021-22 2022-23 % 2018-19 2019-20 2020-21 Adopted Adopted Change Revenues: 3,900 1,020 - - 341-3001 Overhead Banner Installation Fee - 0.00% - - 89 - 341-9310 Engineering Drawings - 0.00% $ 3,900 $ 1,020 $ 89 $ - TOTAL REVENUES $ - 0.00% Personnel Services: 2.00 2.00 2.00 2.00 Number of Funded Employees (FTE's) 2.00 67,917 77,907 85,803 88,530 541-1100 Executive Salaries 93,009 5.06% 43,166 34,989 35,219 37,200 541-1200 Regular Salaries 35,195 -5.39% 108 21 100 - 541-1201 Service Awards 1,500 100.00% 227 - 35 - 541-1400 Overtime - 0.00% 6,876 6,954 7,470 7,741 541-2100 FICA Taxes 8,013 3.51% 1,608 1,626 1,747 1,810 541-2101 Medicare 1,874 3.53% 4,784 4,070 4,385 4,612 541-2204 Retirement Contributions - DC Plan 6,410 38.99% - - - - 541-2210 457 Deferred Compensation 2,790 100.00% 15,775 16,175 18,076 18,088 541-2300 Dental, Life & Health Insurance 30,532 68.80% 208 149 160 201 541-2400 Worker's Compensation 205 2.03% $ 140,669 $ 141,891 $ 152,995 $ 158,182 Total Personnel Services $ 179,528 13.49% Operating Expenditures: 3,104 1,599 3,019 3,928 541-3100 Professional Services 3,740 -4.79% 799 (16) 1,459 1,600 541-4000 Travel and Per Diem 1,600 0.00% 1,146 698 844 1,003 541-4100 Communication Services 1,389 38.47% 3,323 4,631 6,344 6,565 541-4200 Postage 6,565 0.00% 1,878 288 1,153 1,153 541-4400 Rentals & Leases 1,153 0.00% 50 124 788 125 541-4620 Vehicle Repair 125 0.00% - - 42 600 541-4630 Equipment Repair 600 0.00% 35 35 35 35 541-4700 Printing & Binding 35 0.00% 3,459 3,031 4,809 7,460 541-5100 Office Supplies 7,460 0.00% 498 384 303 500 541-5200 Operating Supplies 1,500 200.00% 427 122 257 334 541-5204 Fuel & Oil 351 5.00% 181 198 167 200 541-5210 Uniform Expense 200 0.00% - 60 - - 541-5231 Computer Hardware/Software - 0.00% 259 443 825 705 541-5400 Books, Dues & Publications 1,075 52.48% 690 895 566 2,155 541-5500 Training 2,250 4.41% $ 15,849 $ 12,491 $ 20,612 $ 28,862 Total Operating Expenditures $ 28,043 -2.84% Debt Service 499 - - - 581-9121 Transfer to Debt Service Fund - 0.00% $ 499 $ - $ - $ - Total Debt Service $ - 0.00% $ 157,017 $ 154,382 $ 173,608 $ 187,044 TOTAL EXPENSES $ 207,570 10.97% $ (153,117) $ (153,362) $ (173,519) $ (187,044) NET REVENUE / (EXPENSE) $ (207,570) 10.97% 99 1200-Growth Mgmt 8/28/2022 8:25 PM GROWTH MANAGEMENT SERVICES Share of City Budget $207,570, .03% DESCRIPTION Growth Management Adminstration provides administrative and customer service support to the Planning, Building, and Code Enforcement departments by providing the necessary tools for everyday function as well as providing information regarding services and operation of each department. MISSION Provide high quality, timely and cost effective services in all facets of operations. Actual YTD thru 03/31 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY23) 2018-19 2019-20 2020-21 2021-22 2021-22 2022-23 Achieve <90% of above average customer satisfaction rating for service rendered by NA 0% 30% 82% 90% 90% Growth Management Administration  Maintain current projects paid in a timely manner  Provide operational services and tools to each division FUTURE GOALS (FY24 & FY25)  Implement professional certification/license incentive program for the Department. PRIOR YEAR ACCOMPLISHMENTS (FY22)  Worked with MyGovernmentOnline (MGO) to implement new software for Department services.  Updated Department Hurricane Plan and completed training on Hurricane Plan and Damage Assessment process. 100  001 GENERAL FUND - 1205 PLANNING & ZONING Actual Budget 2021-22 2022-23 % 2018-19 2019-20 2020-21 Adopted Adopted Change Revenues: 16,596 25,617 130,897 22,000 329-1001 Zoning/Variances Fees 23,500 6.82% 4,173 16,024 18,684 9,200 329-2000 Zoning Site Plan Review 8,500 -7.61% 350 200 200 514 329-9010 Licenses & Registrations 260 -49.42% $ 21,119 $ 41,842 $ 149,781 $ 31,714 TOTAL REVENUES $ 32,260 1.72% Personnel Services: 4.00 4.00 4.00 3.00 Number of Funded Employees (FTE's) 3.00 116,731 95,093 131,493 159,934 515-1200 Regular Salaries 166,016 3.80% - - - - 515-1201 Service Awards 1,100 100.00% 100 - - - 515-1202 Incentive/Merit Pay 4,327 100.00% 87 235 426 150 515-1400 Overtime 150 0.00% 6,660 5,886 8,135 9,898 515-2100 FICA Taxes 10,530 6.38% 1,557 1,377 1,903 2,315 515-2101 Medicare 2,462 6.37% 3,597 5,535 9,852 11,995 515-2204 Retirement Contributions - DC Plan 8,668 -27.74% 18,693 12,706 17,763 17,933 515-2300 Dental, Life & Health Insurance 18,494 3.13% 219 110 135 256 515-2400 Worker's Compensation 273 6.48% (7,231) (7,620) (8,510) - 515-1296 Salary Allocation Reimb from FBC Fund - 0.00% (27,623) (20,239) (67,632) - 515-1297 Salary Allocation Reimb from CDBG Fund - 0.00% $ 112,790 $ 93,082 $ 93,565 $ 202,481 Total Personnel Services $ 212,019 4.71% Operating Expenditures: 52,950 21,412 41,528 22,791 515-3100 Professional Services 7,850 -65.56% 799 - 1,437 1,200 515-4000 Travel and Per Diem 4,050 237.50% 1,188 1,198 1,079 876 515-4100 Communication Services 1,329 51.70% 24 - 20 400 515-4200 Postage 400 0.00% - - - 701 515-4400 Rentals & Leases 701 0.00% 793 495 1,134 800 515-4700 Printing & Binding 800 0.00% - 139 94 300 515-5100 Office Supplies 300 0.00% 50 54 26 371 515-5200 Operating Supplies 3,171 754.72% - - - - 515-5204 Fuel & Oil 350 100.00% 172 188 306 300 515-5210 Uniform Expense 400 33.33% 1,245 699 443 995 515-5400 Books, Dues & Publications 1,392 39.88% 1,760 165 1,605 2,100 515-5500 Training 4,785 127.86% $ 58,981 $ 24,350 $ 47,672 $ 30,834 Total Operating Expenditures $ 25,528 -17.21% Debt Service 666 - - - 581-9121 Transfer to Debt Service Fund - 0.00% $ 666 $ - $ - $ - Total Debt Service $ - 0.00% $ 172,437 $ 117,432 $ 141,237 $ 233,315 TOTAL EXPENSES $ 237,547 1.81% $ (151,318) $ (75,591) $ 8,544 $ (201,601) NET REVENUE / (EXPENSE) $ (205,287) 1.83% 101 1205-Planning 8/28/2022 8:28 PM PLANNING & ZONING Share of City Budget $237,547, .04% DESCRIPTION Planning is responsible for sustainable growth and development in Fort Walton Beach, ensuring implementation of the Comprehensive Plan, and compliance with the Land Development Code. Staff facilitates and serves on various boards and committees. MISSION Foster sustainable development by providing professional and technical services to City Council, citizen boards, property owners, and businesses in order to promote high quality of life and prosperity for the citizens of Fort Walton Beach. Actual YTD thru 03/31 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY23) 2018-19 2019-20 2020-21 2021-22 2021-22 2022-23 Increase Development Activity Citywide (Net) New Business Openings 89 52 70 52 66 72 New Developments Approved 10 16 28 8 18 16 Parcels Annexed into the City 2 0 0 1 1 1 Population Increase 0.45% 0.92% 1.00% annual 1.0% 0.8% FUTURE GOALS (FY24 & FY25)  Complete transition to My Government Online (MGO)  Review Land Development Code and prepare amendments based on the Downtown Master Plan and Commerce & Technology Park Plan  Complete development of MX-3 zoning district PRIOR YEAR ACCOMPLISHMENTS (FY22)  Updated sections of the City Land Development Code & Code of Ordinances to increase effectiveness and efficiency  Annexed a total of 6 properties into the city (201 Lovejoy and the 5 White Wilson properties on Hospital Rd and Mar Walt Dr)  Working to switch from Central Square (TRAKiT) software to My Government Online (MGO). 102  001 GENERAL FUND - 1217 CODE ENFORCEMENT Actual Budget 2021-22 2022-23 % 2018-19 2019-20 2020-21 Adopted Adopted Change Revenues: 14,026 22,341 5,459 10,000 354-1000 Code Enforcement - Fines 12,500 25.00% 4,460 975 4,545 2,500 354-1010 Code Enforcement - Fees 4,000 60.00% $ 18,486 $ 23,316 $ 10,004 $ 12,500 TOTAL REVENUES $ 16,500 32.00% Personnel Services: 2.00 2.00 2.00 2.75 Number of Funded Employees (FTE's) 2.75 98,944 100,310 101,310 129,505 529-1200 Regular Salaries 145,446 12.31% - - 250 150 529-1201 Service Awards 4,300 2766.67% - 25 15 150 529-1400 Overtime 150 0.00% 5,737 5,930 6,026 7,691 529-2100 FICA Taxes 9,142 18.87% 1,342 1,387 1,409 1,799 529-2101 Medicare 2,138 18.85% 57,131 48,545 37,375 20,803 529-2200 Retirement Contributions 13,255 -36.28% - - - 1,768 529-2204 Retirement Contributions - DC General 3,416 93.19% 19,224 21,579 23,534 37,017 529-2300 Dental, Life & Health Insurance 35,638 -3.72% - - - - 529- Def Comp 457 455 100.00% 2,024 1,380 1,437 2,870 529-2400 Worker's Compensation 3,215 12.03% $ 184,402 $ 179,155 $ 171,356 $ 201,754 Total Personnel Services $ 217,156 7.63% Operating Expenditures: 7,513 7,739 7,971 8,255 529-3100 Professional Services 4,000 -51.54% - - 500 500 529-3400 Other Services 500 0.00% 661 - - 700 529-4000 Travel and Per Diem 4,450 535.71% 1,613 1,615 1,273 1,983 529-4100 Communication Services 2,303 16.11% 779 61 62 200 529-4620 Vehicle Repair 300 50.00% 35 - - 113 529-4700 Printing & Binding 150 32.74% - - 1,084 99 529-5200 Operating Supplies 100 1.01% 1,094 779 821 1,394 529-5204 Fuel & Oil 1,463 4.96% 154 196 85 690 529-5210 Uniform Expense 690 0.00% 150 280 100 270 529-5400 Books, Dues & Publications 270 0.00% 420 - - 500 529-5500 Training 4,250 750.00% $ 12,419 $ 10,669 $ 11,896 $ 14,703 Total Operating Expenditures $ 18,476 25.66% Capital Outlay: - - 130 - 529-6404 Trucks - 0.00% $ - $ - $ 130 $ - Total Capital Outlay $ - 0.00% Debt Service 333 - - - 581-9121 Transfer to Debt Service Fund - 0.00% $ 333 $ - $ - $ - Total Debt Service $ - 0.00% $ 197,154 $ 189,824 $ 183,382 $ 216,457 TOTAL EXPENSES $ 235,632 8.86% $ (178,668) $ (166,508) $ (173,379) $ (203,957) NET REVENUE / (EXPENSE) $ (219,132) 7.44% 103 1217-Code 8/28/2022 8:30 PM CODE ENFORCEMENT Share of City Budget $235,632, .04% DESCRIPTION Code Enforcement routinely inspects properties for code violations and responds to citizen complaints regarding code, zoning, or land use violations. MISSION Ensure adherence to the City's Code of Ordinances and achieve a high complaint resolution rate. Actual YTD thru 03/31 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY23) 2018-19 2019-20 2020-21 2021-22 2021-22 2022-23 Implement Nuisance Abatement Program Number of Derelict Properties Brought Into Compliance - CRA 0 0 0 0 2 2 Number of Derelict Properties Brought Into Compliance - non-CRA 0 3 0 0 1 1 Provide Timely & Effective Code Enforcement Response % of Inspections Completed Within 3 Days from Schedule Date n/a n/a 179% 10% 100% 100% % of Code Cases Complied n/a n/a 124% 82% 100% 100% FUTURE GOALS (FY24 & FY25)  Concentrate Code Enforcement resources towards future plans that coincide with the recent strategic priorities set by City Council PRIOR YEAR ACCOMPLISHMENTS (FY22)  Maintained a 98% code case compliance ratio without the need for Code Enforcement Board action.  Hired third code inspector and reorganized code enforcement zones to create a new (third) zone. 104  001 GENERAL FUND - 1220 FLEET Actual Budget 2021-22 2022-23 % 2018-19 2019-20 2020-21 Adopted Adopted Change Revenues: - - - - 365-1010 Sale of Used Oil - 0.00% $ - $ - $ - $ - TOTAL REVENUES $ - 0.00% Personnel Services: 9.00 9.00 9.00 9.00 Number of Funded Employees (FTE's) 9.00 278,880 327,922 345,407 377,260 519-1200 Regular Salaries 384,183 1.84% 162 - 350 100 519-1201 Service Awards 6,600 6500.00% 806 5,989 1,428 1,000 519-1400 Salaries - Overtime 2,000 100.00% 109 205 283 500 519-1401 Salaries - Overtime Holiday Worked 500 0.00% 15,275 18,887 19,796 21,306 519-2100 FICA Taxes 22,030 3.40% 3,572 4,417 4,630 4,983 519-2101 Medicare 5,152 3.40% 50,000 31,008 18,695 10,401 519-2200 Retirement Contributions 6,628 -36.28% 8,971 13,299 15,682 17,407 519-2204 Retirement Contributions - DC Plan 17,780 2.14% 78,288 85,686 99,615 101,977 519-2300 Dental, Life & Health Insurance 107,570 5.48% 7,093 5,402 6,134 8,405 519-2400 Worker's Compensation 8,845 5.23% $ 443,156 $ 492,815 $ 512,020 $ 543,339 Total Personnel Services $ 561,287 3.30% Operating Expenditures: 10,635 11,778 12,342 14,886 519-3100 Professional Services 6,483 -56.45% 39 2,259 1,257 3,500 519-3400 Other Services 3,500 0.00% 584 - - - 519-4000 Travel and Per Diem - 0.00% 1,123 1,032 1,091 350 519-4100 Communication Services 1,260 259.86% 27,324 15,069 9,770 21,636 519-4300 Utilities 22,285 3.00% 239 27 107 107 519-4400 Rentals & Leases 107 0.00% 1,087 2,267 2,630 2,752 519-4610 Maintenance Contracts 2,752 -0.02% 192 1,470 1,389 535 519-4620 Vehicle Repair 1,035 93.46% 100 342 2,113 180 519-4630 Equipment Repair 180 0.00% 25 53 16 169 519-5100 Office Supplies 169 0.00% 13,324 12,784 11,922 13,000 519-5200 Operating Supplies 13,000 0.00% 8,940 (7,331) 42,865 - 519-5203 Fleet Maintenance Clearing Account - 0.00% 4,162 (2,610) 9,736 5,150 519-5204 Fuel & Oil 5,408 5.00% 1,341 1,423 1,499 1,215 519-5210 Uniform Expense 2,026 66.75% 100 1,680 654 - 519-5231 Computer Hardware/Software - 0.00% 2,051 2,369 13 500 519-5233 Tools 500 0.00% 671 862 968 1,840 519-5234 Safety Supplies/Equipment 1,840 0.00% 768 - 600 - 519-5500 Training 1,000 100.00% $ 72,705 $ 43,474 $ 98,972 $ 65,820 Total Operating Expenditures $ 61,544 -6.50% Capital Outlay: 1,289 - 2,500 - 519-6402 Equipment - 0.00% $ 1,289 $ - $ 2,500 $ - Total Capital Outlay $ - 0.00% Debt Service 666 - - - 581-9121 Transfer to Debt Service Fund - 0.00% $ 666 $ - $ - $ - Total Debt Service $ - 0.00% $ 517,816 $ 536,289 $ 613,492 $ 609,159 TOTAL EXPENSES $ 622,831 2.24% $ (517,816) $ (536,289) $ (613,492) $ (609,159) NET REVENUE / (EXPENSE) $ (622,831) 2.24% 105 1220-Fleet 8/28/2022 8:48 PM FLEET Share of City Budget DESCRIPTION $622,831, 1.1% Fleet is responsible for maintaining safe, reliable, economical, and environmentally-friendly vehicles and heavy equipment. MISSION Ensure fleet is available and functioning properly. Actual YTD thru 03/31 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY23) 2018-19 2019-20 2020-21 2021-22 2021-22 2022-23 Minimize Unscheduled/Unanticipated Downtime and Repairs Workload Attributable to Scheduled Preventative Maintenance & Inspections 40% 35% 38% 44% 30% 44% Workload Attributable to In House Repairs 58% 64% 60% 55% 69% 60% Workload Attributable to Commercial Repairs 3% 2% 2% 2% 1% 2% Repeat Repairs that is Performed 0 0 0 0 0% 0%  Continue to improve the garage with modern equipment and techniques to reduce the amount of commercial repairs that is needed  Continue to improve customer service with fellow city employees  Continue to train fleet personnel through manufacturer training to help down time and maintain lower repair cost FUTURE GOALS (FY24 & FY25)  Implement the major equipment (MJ) replacement schedule  Involve shop staff in more training now that it is becoming more available since the pandemic PRIOR YEAR ACCOMPLISHMENTS (FY22)  Reduce the total number of vehicles in the fleet  Further reduce equipment and vehicle downtime through training and software 106  001 GENERAL FUND - 1230 FACILITIES Actual Budget 2021-22 2022-23 % 2018-19 2019-20 2020-21 Adopted Adopted Change Revenues: 176 74 - 150 341-9330 Special Events - Barricades, Orange Cones 75 -50.00% 499 - - 450 341-9600 Sign Shop Sales 250 -44.44% $ 675 $ 74 $ - $ 600 TOTAL REVENUES $ 325 -45.83% Personnel Services: 6.00 6.00 6.00 6.00 Number of Funded Employees (FTE's) 6.00 180,803 215,413 241,889 274,907 519-1200 Regular Salaries 292,028 6.23% - - 50 400 519-1201 Service Awards 5,900 1375.00% 1,010 4,448 958 3,000 519-1400 Salaries - Overtime 3,000 0.00% 10,774 13,324 14,736 16,654 519-2100 FICA Taxes 17,229 3.45% 2,520 3,116 3,446 3,895 519-2101 Medicare 4,029 3.45% 56,872 52,644 37,367 20,803 519-2200 Retirement Contributions 13,255 -36.28% 4,020 5,538 7,102 9,319 519-2204 Retirement Contributions - DC Plan 9,064 -2.74% 20,763 26,568 34,109 32,779 519-2300 Dental, Life & Health Insurance 45,154 37.75% 12,457 8,918 9,870 17,154 519-2400 Worker's Compensation 18,321 6.80% $ 289,219 $ 329,969 $ 349,529 $ 378,911 Total Personnel Services $ 407,981 7.67% Operating Expenditures: 103,207 83,699 85,304 245,641 519-3100 Professional Services 85,641 -65.14% 3,044 3,213 3,408 1,751 519-4100 Communication Services 2,460 40.50% 110,690 174,892 180,511 126,255 519-4300 Utilities 98,932 -21.64% 239 27 107 - 519-4400 Rentals & Leases - 0.00% 35,854 36,092 30,235 37,321 519-4610 Maintenance Contracts 39,305 5.32% 7,474 3,201 2,588 2,750 519-4620 Vehicle Repair 3,750 36.36% 46 46 9 300 519-4630 Equipment Repair 300 0.00% 188,958 120,934 182,413 57,500 519-4640 Building Maintenance 164,100 185.39% 62,345 33,197 90,592 121,000 519-4645 Heating/Cooling Repairs 220,650 82.36% - - - 1,500 519-4670 Traffic Signals 1,500 0.00% 34 21 175 400 519-5100 Office Supplies 400 0.00% 3,397 5,197 5,227 6,055 519-5200 Operating Supplies 7,345 21.30% - 942 1,434 - 519-5201 Cleaning Supplies for Field Office - 0.00% 5,845 4,362 6,402 4,774 519-5204 Fuel & Oil 8,116 70.00% 343 522 528 360 519-5210 Uniform Expense 525 45.83% 70 199 - 600 519-5231 Computer Hardware/Software - -100.00% 1,762 1,550 1,139 2,000 519-5233 Tools 2,000 0.00% 1,015 972 663 1,530 519-5234 Safety Supplies/Equipment 1,530 0.00% 8,329 7,357 10,226 11,750 519-5301 Street Markings 11,750 0.00% 150 - - - 519-5500 Training - 0.00% - (143) - - 519-9905 Capitalized Costs Allocation - Labor - 0.00% - (75) - - 519-9906 Capitalized Costs Allocation - Benefits - 0.00% - (35) - - 519-9907 Capitalized Costs Allocation - Overhead - 0.00% $ 532,802 $ 476,171 $ 600,961 $ 621,487 Total Operating Expenditures $ 648,304 4.31% Capital Outlay: - 1,218 - - 519-6310 Improvements Other Than Building - 0.00% 7,297 7,488 - - 519-6402 Equipment - 0.00% $ 7,297 $ 8,705 $ - $ - Total Capital Outlay $ - 0.00% Debt Service 59,693 156,233 152,909 152,843 581-9121 Transfer to Debt Service Fund 153,330 0.32% $ 59,693 $ 156,233 $ 152,909 $ 152,843 Total Debt Service $ 153,330 0.32% $ 889,011 $ 971,079 $ 1,103,399 $ 1,153,241 TOTAL EXPENSES $ 1,056,285 -8.41% 107 1230-Facilities 8/28/2022 8:52 PM  001 GENERAL FUND - 1230 FACILITIES Actual Budget 2021-22 2022-23 % 2018-19 2019-20 2020-21 Adopted Adopted Change $ (888,337) $ (971,005) $ (1,103,399) $ (1,152,641) NET REVENUE / (EXPENSE) $ (1,055,960) -8.39% 108 1230-Facilities 8/28/2022 8:52 PM FACILITIES Share of City Budget $1,056,285 1.8% DESCRIPTION Facilities is responsible for all maintenance work, including electrical, heating and air conditioning, plumbing, and wood work as well as installation and maintenance of traffic control devices, traffic signals, signs, and roadway markings. MISSION Maintain City facilities and traffic control devices in a safe, reliable, economical, and environmentally-friendly manner. Actual YTD thru 03/31 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY23) 2018-19 2019-20 2020-21 2021-22 2021-22 2022-23 Provide Safe & Clean Facilities for Employees & the Public Man-hours per Job Order 3 3 3 4 3 3 Works Orders Satisfactorily Completed within 3 Business Days 95% 96% 97% 96% 95% 96%  Maintaining & completing work orders in a timely manner.  Complete certification for cross-training.  Correct facility deficiencies though review of existing systems and system components. FUTURE GOALS (FY24 & FY25)  Install new electrical panels at the Tennis Cener and Oakland Soccer Fields. Change all City Parks to LED lighting.  Complete the comprehensive maintenance program over a 5 to 10 year period. PRIOR YEAR ACCOMPLISHMENTS (FY22)  Completed 2600 Work Orders .  Replaced all of the information signs throughout the City 20 total.  Repair and replace Street Signs thru out the City .  Working on completion of lighting on Brooks St ,Landing and Parks to LED . 109  001 GENERAL FUND - 1240 STREETS Actual Budget 2021-22 2022-23 % 2018-19 2019-20 2020-21 Adopted Adopted Change Revenues: 602,969 602,302 690,797 606,071 312-4100 Local Option Fuel Tax 702,541 15.92% 272,119 272,915 291,616 272,432 312-4200 Local Option Fuel Tax - 2nd 295,699 8.54% 1,368 - - 342 325-1002 Girard Avenue - -100.00% 6,680 6,876 468 516 325-1003 Stokes Avenue 516 0.00% 12,050 20,275 39,288 12,500 343-9100 Cut Paved Surface/Curb 13,010 4.08% 109,216 113,543 122,081 135,200 344-9008 DOT Lighting Maintenance Contract 153,295 13.38% 98,504 101,078 103,712 106,535 344-9009 DOT Traffic Signal Maintenance Contract - -100.00% $ 1,102,906 $ 1,116,989 $ 1,247,961 $ 1,133,595 TOTAL REVENUES $ 1,165,060 2.78% Personnel Services: 5.00 5.00 5.00 5.00 Number of Funded Employees (FTE's) 5.00 123,797 137,602 115,874 183,167 541-1200 Regular Salaries 186,621 1.89% - - - - 541-1201 Service Awards 5,300 100.00% 481 4,114 1,132 1,000 541-1400 Salaries - Overtime 1,000 0.00% 7,396 8,616 7,285 11,305 541-2100 FICA Taxes 11,519 1.89% 1,730 2,015 1,704 2,644 541-2101 Medicare 2,694 1.89% 23,753 21,960 10,986 10,401 541-2200 Retirement Contributions - -100.00% 3,586 5,211 4,911 7,507 541-2204 Retirement Contributions - DC Plan 7,946 5.84% 11,752 21,594 17,746 36,295 541-2300 Dental, Life & Health Insurance 62,008 70.84% 11,984 9,316 6,145 16,023 541-2400 Worker's Compensation 12,562 -21.60% $ 184,479 $ 210,427 $ 165,784 $ 268,342 Total Personnel Services $ 289,650 7.94% Operational Expenditures: - - 6,762 1,360 541-3102 Employee Physicals & Immunizations 1,360 0.00% 97,448 99,716 102,314 106,535 541-3400 Other Services - -100.00% 770 708 701 740 541-4100 Communication Services 1,004 35.65% 38 - - - 541-4200 Freight & Postage - 0.00% 250,987 265,866 266,461 255,279 541-4300 Utilities 262,937 3.00% 2,740 3,223 89 4,090 541-4400 Rentals & Leases 2,000 -51.10% 9,248 3,304 1,781 5,868 541-4620 Vehicle Repair 5,868 0.00% 6,138 6,551 12,121 4,000 541-4630 Equipment Repair 5,000 25.00% 4,391 3,269 2,677 3,500 541-5200 Operating Supplies 3,500 0.00% 9,446 7,924 10,131 8,446 541-5204 Fuel & Oil 13,514 60.00% 319 287 399 675 541-5210 Uniform Expense 1,126 66.81% 721 2,074 1,966 2,935 541-5233 Tools 2,935 0.00% 1,136 1,103 436 1,920 541-5234 Safety Supplies/Equipment 4,620 140.63% 4,097 4,058 3,637 4,125 541-5250 Operating Supplies - Grounds Maintenance 4,250 3.03% 5,061 4,278 6,579 5,000 541-5300 Road Materials & Supplies 5,000 0.00% 308 - - 1,000 541-5304 Street Materials/Concrete 1,000 0.00% 685 410 326 1,340 541-5500 Training 1,760 31.34% - (24,576) (9,402) - 541-9905 Capitalized Costs Allocation - Labor - 0.00% - (13,069) (4,015) - 541-9906 Capitalized Costs Allocation - Benefits - 0.00% - (6,267) (1,341) - 541-9907 Capitalized Costs Allocation - Overhead - 0.00% 393,533 358,860 394,861 406,813 Total Operating Expenditures 315,874 -22.35% Capital Outlay: 13,489 - 8,771 10,000 541-6402 Equipment - -100.00% $ 13,489 $ - $ 8,771 $ 10,000 Total Capital Outlay $ - -100.00% Capital Improvements Program: 182,865 - - - 5018 - Street Resurfacing - 0.00% 59,203 541-6351 Refer to CIP for specific locations - 0.00% 150,000 541-6310 5309 - Ferry Park Area Traffic Analysis 60,000 -60.00% 10,572 38,043 15,128 - 5306 - Sidewalk Construction - 0.00% - - - 25,000 541-6310 5300 - Street Lighting Upgrading State Road Eglin Pkwy, - -100.00% 110 1240-Streets 8/28/2022 8:56 PM  001 GENERAL FUND - 1240 STREETS Actual Budget 2021-22 2022-23 % 2018-19 2019-20 2020-21 Adopted Adopted Change $ 193,437 $ 38,043 $ 74,331 $ 175,000 Total Capital Improvements Program $ 60,000 -65.71% $ 784,938 $ 607,330 $ 643,747 $ 860,156 TOTAL EXPENSES $ 665,524 -22.63% $ 317,968 $ 509,659 $ 604,214 $ 273,439 NET REVENUE / (EXPENSE) $ 499,536 82.69% 111 1240-Streets 8/28/2022 8:56 PM STREETS Share of City Budget DESCRIPTION $665,524, 1.1% Streets maintains and resurfaces 100 miles of paved streets and maintains 61 miles of sidewalk in the City. MISSION Provide a safe and reliable transportation network by maintaining clean, safe, hazard-free roadways, and working to provide the highest level of service to customers and motorist. Actual YTD thru 03/31 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY23) 2018-19 2019-20 2020-21 2021-22 2021-22 2022-23 Provide A Dependable Transportation Network Pavement With Condition Index of 'Fair' or Better 96.1% 95.6% 96.5% annual measure 96.0% 96.0% Streets With Sidewalks on At Least One Side 85.7% 85.7% 85.7% annual measure 86.0% 86.0% 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%  Update the MicroPaver Pavement Condition Index for all City streets.  Maintain a safe transportation network within the City. FUTURE GOALS (FY24 & FY25)  Have all streets maintained by the City with a Pavement Condition Index of 'fair' or better.  Repair all sidewalk hazards in existing neighborhoods.  Install segments of sidewalk identified in the five-year connectivity plan per City Strategic Plan.  Additional lighting and replacement lighting determined from prioritized list.  Update existing City traffic signals and cabinets. PRIOR YEAR ACCOMPLISHMENTS (FY22)  Resurfaced Golf Course Drive from (South) Fairway Avenue to (North) Fairway Avenue.  Resurfaced Fairway Avenue from Mooney Road to Wedgewood Lane.  Resurfaced Powell Drive from (South) Fairway Avenue to Eagle Street.  Installed new sidewalk on Lake Drive from Memorial Parkway to 321 Lake Drive. Installed new sidewalk on Hollywood Boulevard NW from the North side of right-of-way from West property line of 6 Beal Parkway NW to  Beal Parkway NW. Installed new sidewalk on Walter Martin Road from the North side of right-of-way from Beal Parkway NE to West property line of 100  Eglin Parkway NE. Installed new sidewalk on First Street SW from the North side of right-of-way from Robinwood Drive SW to St Mary Avenue SW then to  the South driveway of 119 St Mary Avenue SW. Installed new sidewalk on Alder Avenue SE from the West side of right-of-way from South property line of 14 Alder Avenue SE to Fourth  Street SE. Installed new sidewalk on Memorial Parkway NW from the East side of right-of-way from Holmes Boulevard NW to Hollywood Boulevard  NW. 112  001 GENERAL FUND - 1498 TDC TAX Actual Budget 2021-22 2022-23 % 2018-19 2019-20 2020-21 Adopted Adopted Change Revenues - - - - TDC Tax 932,500 100.00% - - - - 366-3100 Current FY TDC Tax $ - $ - $ - $ - Total Revenue $ 932,500 100.00% Operational Expenditures Recreational 100,000 100.00% - - - - Preston Hood Complex Annual Maintenance Capital Projects - - - - Recreational 355,000 100.00% Preston Hood Complex Expansion - Debt Srvc Arts & Culture Strategic Plan Implementation Preston Hood Batting Cage Structure - - - - CRA 477,500 100.00% Branding & Wayfinding Landing Improvements Liza Jackson Waterfront Park Design Heritage Park & Cultural Center Addition $ - $ - $ - $ - Total Capital Expenditures $ 932,500 100.00% $ - $ - $ - $ - TOTAL EXPENSES $ 932,500 100.00% $ - $ - $ - $ - NET REVENUE / (EXPENSE) $ - 0.00% 1498-TDD Tax _001 8/29/2022 4:32 PM 113  001 GENERAL FUND - 1499 1/2 CENT SALES TAX Actual Budget 2021-22 2022-23 % 2018-19 2019-20 2020-21 Adopted Adopted Change Revenues - 2,016,085 2,433,848 1,130,000 1/2 Cent Sales Tax 795,000 -29.65% - - - - 335-1800 Current FY 1/2 Cent Sales Tax $ - $ 2,016,085 $ 2,433,848 $ 1,130,000 Total Revenue $ 795,000 -29.65% Capital Projects - - 10,740 120,000 Recreational 195,000 62.50% 572-6310 Preston Hood Batting Cage Structure - 778,149 44,139 200,000 Fire Safety - -100.00% 18,000 159,938 131,687 35,000 Police Safety 50,000 42.86% 521-6310 FWBPD Carport - - - - Commerce & Technology Park Master Plan - 0.00% - 732,112 261,156 775,000 Infrastructure 550,000 -29.03% 541-6351 General Street Resurfacing 541-6351 Sidewalk Improvements $ 18,000 $ 1,670,199 $ 447,721 $ 1,130,000 Total Capital Expenditures $ 795,000 -29.65% $ 18,000 $ 1,670,199 $ 447,721 $ 1,130,000 TOTAL EXPENSES $ 795,000 -29.65% $ (18,000) $ 345,887 $ 1,986,127 $ - NET REVENUE / (EXPENSE) $ - 0.00% 1499-Sales Tax _001 8/29/2022 4:33 PM 114  001 GENERAL FUND - 1500 NON-DEPARTMENTAL Actual Budget 2021-22 2022-23 % 2018-19 2019-20 2020-21 Adopted Adopted Change Personnel Services: - 519-1200 Other General Govt / General Wages 88,400 100.00% - 519-2100 Other General Govt / FICA Taxes 5,481 100.00% - 519-2101 Other General Govt / Medicare Taxes 1,282 100.00% 65,810 100,888 66,711 100,000 519-1216 Final Leave Pay 100,000 0.00% 177 - - - 519-2300 Life & Health Insurance - 0.00% 4,277 142 9,884 25,000 519-2500 Unemployment Compensation 25,000 0.00% $ 70,264 $ 101,030 $ 76,595 $ 125,000 Total Personnel Services $ 220,163 76.13% Operating Expenditures: 102,045 25,276 24,055 5,180 519-3100 Professional Services 5,180 0.00% 13,044 9,686 25,608 23,000 519-3400 Other Services 26,000 13.04% 1,150 327 3,665 10,000 519-4001 Tuition Reimbursement 50,000 400.00% - - - 288 519-4100 Communication Services 288 0.00% - - - - 519-4300 Utilities 18,714 100.00% 3,511 2,748 2,765 6,414 519-4400 Rentals & Leases 6,233 -2.83% - 200 - - 519-4610 Promotional Activities 50,000 100.00% - - - - 519-4907 Fire Assesment Collection Costs 17,603 100.00% 10,706 3,395 7,998 - 519-4908 Property Taxes - 0.00% - - - 5,900 519-4911 Holiday Gift Certificates 5,900 0.00% 527 3 - - 519-4913 Cash Over/(Short) - 0.00% 2,120 (1,382) 2,557 - 519-4916 Inventory Over/(Short) - 0.00% - 76,447 558,758 - 519-4944 Disaster Recovery - 0.00% 983 4,945 245,341 - 519-4945 Hurricane - 0.00% 5,022 76,447 - - 519-4994 Tornado 2018 - 0.00% - - - 285,928 519-4995 Contingencies 324,993 13.66% - 246,301 - - 519-5200 Operating - 0.00% 79,159 23,079 40,198 40,440 519-5231 Computer Hardware/Software - -100.00% 3,000 4,380 - 3,000 519-5400 Dues & Publications 3,000 0.00% - - 3,060 10,000 519-5500 Training 30,000 200.00% $ 221,267 $ 471,853 $ 914,006 $ 390,150 Total Operating Expenditures $ 537,911 37.87% Capital Outlay 8,474,113 1,552,808 84,247 - 519-6200 5147 - Field Office Complex Bldg - 0.00% 15,912 89,457 2,427 - 519-6401 5147 - Office Furniture & Fixture 20,000 100.00% 3,862 102,760 - - 519-6402 5147 - Equipment - 0.00% - - 48,344 394,000 519-6404 Trucks 267,000 -32.23% - - 93,262 29,100 519-6420 Computer Hardware/Software 25,000 -14.09% 8,493,887 1,745,024 228,281 423,100 Total Capital Outlay 312,000 -26.26% 38,729 205 - - 519-8200 Grants & Aids - 0.00% Other Financing Activity (45,999) (47,011) (123,045) (124,102) 513-9916 Cost Allocation Reimb from FBC Fund (125,182) 0.87% (27,663) (20,239) - (31,953) 513-9917 Salary Reimb from CDBG Fund (28,565) -10.60% (174,335) (178,171) (182,090) (186,096) 513-9919 Cost Allocation Reimb from CRA Fund (169,210) -9.07% (1,130,539) (1,155,411) (1,319,296) (1,345,351) 513-9941 Cost Allocation Reimb from Utilities Fund (1,220,627) -9.27% (397,564) (406,311) (515,370) (524,504) 513-9943 Cost Allocation Reimb from Sanitation Fund (474,949) -9.45% (168,507) (172,214) (226,003) (229,875) 513-9945 Cost Allocation Reimb from Stormwater Fund (208,037) -9.50% 248,035 783,363 870,322 - 581-9121 Transfer to Debt Service Fund - 0.00% $ (1,696,572) $ (1,195,994) $ (1,495,482) $ (2,441,881) Total Other Financing Activity $ (2,226,570) -8.82% $ 7,088,847 $ 1,121,914 $ (276,601) $ (1,503,632) TOTAL EXPENSES $ (1,156,496) -23.09% 1500-NonDept_001 8/30/2022 7:57 AM 115  001 GENERAL FUND - 1500 NON-DEPARTMENTAL Actual Budget 2021-22 2022-23 % 2018-19 2019-20 2020-21 Adopted Adopted Change 224.93 234.43 232.53 233.03 Number of Funded Employees (FTE's) 235.19 0.93% 417,246 580,908 497,218 587,929 City Council 607,352 3.30% 494,037 461,069 436,344 399,441 City Manager 408,338 2.23% 1,426,822 1,387,572 1,603,016 1,966,267 Administrative Services 2,211,001 12.45% 232,382 230,032 240,943 248,872 City Clerk 242,235 -2.67% 936,741 932,574 896,197 1,044,632 Finance 1,051,152 0.62% 5,345,831 6,078,751 6,670,616 6,961,368 Police 7,625,155 9.54% 4,856,657 5,225,552 6,806,044 6,498,910 Fire 6,396,785 -1.57% - - 6,967 16,527 Emergency Management 16,527 0.00% 6,185,479 6,362,027 6,254,937 7,087,611 Recreation Services 6,363,999 -10.21% 526,328 461,638 498,227 636,816 Growth Management - General Fund 680,750 6.90% 1,953,053 2,114,698 2,360,638 2,622,556 Total Public Works & Utility Services - General Fund 2,344,639 -10.60% - - - - TDC 932,500 100.00% 18,500 1,670,199 447,721 1,130,000 1/2 Cent Sales Tax 795,000 -29.65% 6,441,735 338,551 (276,601) (1,503,632) Non-Departmental (1,156,496) -23.09% $ 28,834,812 $ 25,843,570 $ 26,442,267 $ 27,697,297 TOTAL FUND EXPENSES $ 28,518,938 2.97% $ - $ - $ - $ - NET REVENUE / (EXPENSE) $ 0 0.00% 1500-NonDept_001 8/30/2022 7:57 AM 116  Law Enforcement Trust Fund The Law Enforcement Trust Fund encompasses 0.03% 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 Florida 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 $30,000 Budget. $25,000 ……2022-23. $ Change % Change Interest & Other 2,309 0 0% $20,000 Use of Reserves 9,864 0 0% $15,000 $12,173 0 0% $10,000 $5,000 $0 Actual Actual Budget Budget Budget 2018-19 2019-20 2020-21 2021-22 2022-23 Other Taxes Intergov't Revenue Interest & Other Appropriations  Intergovernmental revenue refers to grants, which are accounted for through a budget amendment when awarded to the City and therefore never included in the adopted budget.  Forfeitures comprise the main revenue source of this fund, but the Florida Attorney General has opined that it is not permissible to budget forfeiture revenues. Therefore, an appropriation from fund balance is budgeted to record the use of the prior year’s forfeitures for current year activities. Expenditure Highlights $50,000 Budget. $40,000 …… 2022-23 $ Change % Change Personal Services 0 0 0% $30,000 Operations & Maintenance 12,173 0 0% Capital Outlay/Imprvmt 0 0 0% $20,000 $12,173 0 0% $10,000 $0 Actual Actual Budget Budget Budget 2018-19 2019-20 2020-21 2021-22 2022-23 Operations & Maintenance Capital Outlay/Imprvmt  There were no variances year-over-year. 117  102 - 1800 LAW ENFORCEMENT TRUST FUND Actual Budget 2021-22 2022-23 % 2018-19 2019-20 2020-21 Adopted Adopted Change 3,699 20,218 9,125 - Grant Revenues - 0.00% $ 3,699 $ 20,218 $ 9,125 $ - Total Grants $ - 0.00% $ 3,699 $ 20,218 $ 9,125 $ - TOTAL INTERGOVERNMENTAL REVENUE $ - 0.00% - 4,092 5,664 - 1800-356-1000 Fines & Forfeitures - 0.00% - 1,382 3,249 - 1800-358-2000 Assets Seized by Law Enforcement - 0.00% - 5 - - 1800-359-3000 Restitution - 0.00% - 2,927 2,302 - 1820-359-3100 Fines & Forfeitures - Shared Forfeitures - 0.00% $ - $ 8,406 $ 11,216 $ - Total Fines & Forfeitures $ - 0.00% $ - $ 8,406 $ 11,216 $ - TOTAL FINES & FORFEITURES $ - 0.00% 2,879 660 190 2,309 1800-361-1000 Interest Income 2,309 0.00% - - 2,082 - 1820-364-1000 Realized Gain/(Loss) - 0.00% $ 2,879 $ 660 $ 2,273 $ 2,309 Total Interest Income $ 2,309 0.00% $ 2,879 $ 660 $ 2,273 $ 2,309 TOTAL INTEREST & OTHER REVENUES $ 2,309 0.00% - - - 9,864 1600-389-9100 Appropriation from Fund Balance 9,864 0.00% $ - $ - $ - $ 9,864 Total Non-Operating Sources $ 9,864 0.00% $ - $ - $ - $ 9,864 TOTAL TRANSFERS IN $ 9,864 0.00% $ 6,578 $ 29,284 $ 22,613 $ 12,173 TOTAL FUND REVENUES $ 12,173 0.00% 118 102 - LETF 8/28/2022 1:18 PM  102 - 1800 LAW ENFORCEMENT TRUST FUND Actual Budget 2021-22 2022-23 % 2018-19 2019-20 2020-21 Adopted Adopted Change Operating Expenditures: - - - 5,809 521-3101 Legal Services 5,809 0.00% - - - 1,000 521-4912 Forfeiture Filing Fees 1,000 0.00% - - - 500 521-4915 Legal Advertising 500 0.00% - - 2,217 3,951 521-5200 Operating Supplies 3,951 0.00% - - - 913 521-5210 Uniform Expense 913 0.00% $ - $ - $ 2,217 $ 12,173 Total Operating Expenditures $ 12,173 0.00% Capital Outlay: - - 8,434 - 521-6406 Specialized Equipment - 0.00% $ - $ - $ 8,434 $ - Total Capital Outlay $ - 0.00% $ - $ - $ 10,651 $ 12,173 STATE EXPENDITURES $ 12,173 0.00% 1800 - FEDERAL FORFEITURE EXPENSES Operating Expenditures: 5,990 12,537 - - 1543-521-5210 Uniform Expense - Ballistic Vests (50% Grant) - 0.00% - 1,350 - 1579-521-5200 Operating Supplies & Expenses - 0.00% 3,699 22,002 - - 1579-521-6406 Specialized Equipment - 0.00% 3,444 - - - 1800-521-3101 Legal - 0.00% - 16 - - 1800-521-4200 Freight & Postage - 0.00% 250 - 480 - 1800-521-4915 Legal Advertising - 0.00% 1,100 12,545 88 - 1800-521-5200 Operating Supplies - 0.00% $ 14,483 $ 48,449 $ 568 $ - Total Operating Expenditures $ - 0.00% $ 14,483 $ 48,449 $ 568 $ - FEDERAL EXPENDITURES $ - 0.00% $ 14,483 $ 48,449 $ 11,219 $ 12,173 TOTAL FUND EXPENSES $ 12,173 0.00% $ (7,905) $ (19,165) $ 11,394 $ - NET REVENUE / (EXPENSE) $ - 0.00% 119 102 - LETF 8/28/2022 1:18 PM  Law Enforcement Training Fund The Law Enforcement Training Fund encompasses 0.001% of the City’s activities and services and accounts for revenues from traffic fines that are legally restricted for specific purposes, such as school crossing guards and police officer training. Revenue Highlights $6,000 Budget. 2022-23 …… $ Change % Change $5,000 Interest & Other 500 0 0% $4,000 Use of Reserves 0 0 0% $3,000 $500 0 0% $2,000 $1,000 $0 Actual Actual Budget Budget Budget 2018-19 2019-20 2020-21 2021-22 2022-23 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 $6,000 Budget. $5,000 …… 2022-23 $ Change % Change Operations & Maintenance 500 0 0% $4,000 $500 0 0% $3,000 $2,000 $1,000 $0 Actual Actual Budget Budget Budget 2018-19 2019-20 2020-21 2021-22 2022-23 Personal Services Operations & Maintenance Replenish Reserves  A portion of police officer training is accounted for in this fund. 120  103 - 1830 LAW ENFORCEMENT TRAINING FUND Actual Budget 2021-22 2022-23 % 2018-19 2019-20 2020-21 Adopted Adopted Change 4,928 4,347 4,482 400 1830-351-5020 Traffic Fines - Training 400 0.00% $ 4,928 $ 4,347 $ 4,482 $ 400 Total Fines & Forfeitures $ 400 0.00% $ 4,928 $ 4,347 $ 4,482 $ 400 TOTAL FINES & FORFEITURES $ 400 0.00% 146 91 19 100 1830-361-1000 Interest Income 100 0.00% $ 91 $ 19 $ 100 Total Interest Income $ 100 0.00% $ - $ 91 $ 19 $ 100 TOTAL INTEREST & OTHER REVENUES $ 100 0.00% $ 4,928 $ 4,439 $ 4,501 $ 500 TOTAL FUND REVENUES $ 500 0.00% Operating Expenditures: - - - 500 521-4000 Travel and Per Diem 500 0.00% $ - $ - $ - $ 500 Total Operating Expenditures $ 500 0.00% $ - $ - $ - $ 500 TOTAL FUND EXPENSES $ 500 0.00% $ 4,928 $ 4,439 $ 4,501 $ - NET REVENUE / (EXPENSE) $ - 0.00% 121 103 - LETF 8/28/2022 1:20 PM  Florida Building Code Fund The Florida Building Code (FBC) Fund encompasses 1.0% of the City’s activities and services and accounts for revenues from building permits and inspections that are legally restricted for enforcing the Florida Building Code per Florida Statutes. Revenue Highlights $700,000 Budget. $600,000 …… 2022-23. $ Change % Change Licenses & Permits 624,152 120,537 19.3% $500,000 Interest & Other 500 0 0% $400,000 Appropriation from Reserves 0 (146,986) (100)% $300,000 $624,652 (26,449) (4.1)% $200,000 $100,000 $0 Acutal Budget Budget Budget Budget 2018-19 2019-20 2020-21 2021-22 2022-23 Licenses & Permits Interest & Other Appropriation From Reserves  The increases in revenues are based on current data trends in licenses and permits sales in FY 2021- 22. Expenditure Highlights $700,000 Budget. $600,000 $ Change % Change 2022-23. …… $500,000 Personnel Services 396,724 (4,627) (1.2)% Operations & Maintenance 102,746 4,097 4.0% $400,000 Capital Outlay 0 (27,000) (100)% $300,000 Interfund Transfers 125,182 1,081 .9% $200,000 $624,652 (26,449) (4.1)% $100,000 $0 Actual Actual Budget Budget Budget 2018-19 2019-20 2020-21 2021-22 2022-23 Personal Services Operations & Maintenance Capital Outlay/Imprvmt Interfund Transfers  The increase in Operations & Maintenance expenses is a result of the increase in permits issued.  Personnel Services decreased primarily as a result of a new part-time position unfilled for 50% of FY2021-22. 122  106 FLORIDA BUILDING CODE FUND - 1215 BUILDING INSPECTION & PERMITTING Actual Budget 2021-22 2022-23 % 2018-19 2019-20 2020-21 Adopted Adopted Change Revenues: 257,016 309,322 344,072 295,860 1215-322-1000 Building Permits 365,543 23.55% - 3,486 5,093 3,000 1215-329-1001 Re-Inspection Fee 3,200 6.67% - 12,005 25,769 13,000 1215-329-1002 Working Without A Permit Fee 12,000 -7.69% - 5,090 7,560 4,000 1215-329-1010 Notice of Commencement 5,000 25.00% - 1,871 4,614 2,600 1215-329-1020 Certificate of Occupancy/Completion/Use 3,200 23.08% 48,443 51,435 62,933 49,000 1215-322-1030 Processing Fee 54,292 10.80% 27,093 32,058 35,060 23,500 1215-322-2000 Electrical Permits 26,500 12.77% 21,314 21,376 22,562 14,500 1215-322-3000 Plumbing Permits 17,500 20.69% 1,631 1,370 1,479 1,550 1215-322-4000 Gas Permits 1,560 0.65% 23,393 19,486 19,249 13,500 1215-322-5000 Mechanical Permits 16,500 22.22% - - 1,183 900 1215-329-9090 Surcharge F.S. 468.631 & 553.721 1,150 27.78% $ 378,890 $ 457,499 $ 529,574 $ 421,410 Total Licenses & Permits $ 506,445 20.18% 114,477 101,779 106,128 82,205 1215-322-1003 Building Plan Review 117,707 43.19% - 1,629 - - 1215-329-9090 Statutory Surcharge - 0.00% $ 114,477 $ 103,408 $ 106,128 $ 82,205 Total Other Licenses & Permits $ 117,707 43.19% $ 493,366 $ 560,908 $ 635,701 $ 503,615 TOTAL LICENSES & PERMITS $ 624,152 23.93% - 1,697 1,078 500 1215-361-1000 Interest Income 500 0.00% $ - $ 1,697 $ 1,078 $ 500 Total Interest Income $ 500 0.00% $ - $ 1,697 $ 1,078 $ 500 TOTAL INTEREST & OTHER REVENUES $ 500 0.00% - - - 146,986 1215-389-9100 Appropriation from Unassigned Fund Balance - -100.00% $ - $ - $ - $ 146,986 Total Non-Operating Sources $ - -100.00% $ - $ - $ - $ 146,986 TOTAL TRANSFERS IN $ - -100.00% $ 493,366 $ 562,605 $ 636,779 $ 651,101 TOTAL REVENUES $ 624,652 -4.06% 123 106 - FBC 1215 8/28/2022 1:26 PM  106 FLORIDA BUILDING CODE FUND - 1215 BUILDING INSPECTION & PERMITTING Actual Budget 2021-22 2022-23 % 2018-19 2019-20 2020-21 Adopted Adopted Change Personnel Services: 4.00 4.00 4.00 6.50 Number of Funded Employees (FTE's) 6.50 116,096 144,298 191,057 294,561 524-1200 Regular Salaries 311,433 5.73% 217 - 100 - 524-1201 Service Awards 3,300 100.00% 2,012 - - - 524-1216 Final Leave - 0.00% 406 386 478 - 524-1400 Salaries - Overtime - 0.00% 7,151 8,941 11,843 17,731 524-2100 FICA Taxes 16,604 -6.36% 1,672 2,091 2,770 4,147 524-2101 Medicare 3,883 -6.36% 35,674 31,114 18,437 10,401 524-2200 Retirement Contributions - Gen/FD 8,540 -17.89% 2,833 5,718 8,059 13,227 524-2204 Retirement Contributions - DC Plan 11,066 -16.34% 9,734 16,127 18,518 54,527 524-2300 Dental, Life & Health Insurance 36,576 -32.92% 3,062 2,109 2,417 6,756 524-2400 Worker's Compensation 5,322 -21.23% 7,231 7,620 8,510 - 524-1291 Salary Allocation Reimb to General Fund - 0.00% $ 186,088 $ 218,404 $ 262,190 $ 401,351 Total Personnel Services $ 396,724 -1.15% Operating Expenditures: 53,265 46,671 60,853 59,380 524-3100 Professional Services 59,380 0.00% 2,012 - 1,605 6,014 524-4000 Travel and Per Diem 6,014 0.00% 2,669 2,938 2,901 3,170 524-4100 Communication Services 5,032 58.74% 714 249 264 100 524-4200 Postage 100 0.00% 3,810 3,907 4,164 4,120 524-4300 Utilities 4,244 3.00% 1,032 175 701 1,126 524-4400 Leases 1,126 0.00% 1,000 1,100 1,100 1,100 524-4610 Maintenance Contracts 1,200 9.09% 1,331 839 137 1,075 524-4620 Vehicle Repair 1,075 0.00% 554 505 - 680 524-4700 Printing & Binding 680 0.00% - - - 150 524-4911 Holiday Gift Certificates 150 0.00% 1,372 1,044 1,172 1,350 524-5100 Office Supplies 1,350 0.00% 985 613 5,433 1,000 524-5200 Operating Supplies 1,000 0.00% 2,332 2,289 2,885 2,402 524-5204 Fuel & Oil 4,083 70.00% 708 707 358 990 524-5210 Uniform Expense 990 0.00% 656 - 896 1,820 524-5231 Computer Hardware/Software 1,820 0.00% 200 214 150 - 524-5234 Safety Supplies/Equipment - 0.00% 882 1,666 575 5,558 524-5400 Books, Dues & Publications 5,558 0.00% 2,169 5,230 2,033 3,850 524-5500 Training 3,850 0.00% - - - 4,764 524-4995 Contingencies 5,094 6.93% $ 75,691 $ 68,147 $ 85,226 $ 98,649 Total Operating Expenditures $ 102,746 4.15% Capital Outlay: - 8,625 - - 524-6402 Equipment - 0.00% 23,684 - - 27,000 524-6404 Trucks - -100.00% - - 1,150 - 524-6420 Computer Hardware/Software per IT Plan - 0.00% $ 23,684 $ 8,625 $ 1,150 $ 27,000 Total Capital Outlay $ - -100.00% Other Financing Activity: 45,999 47,011 123,045 124,102 524-9901 Cost Allocation Reimbursement to General Fund 125,182 0.87% $ 69,683 $ 47,011 $ 123,045 $ 124,102 Total Other Financing Activity $ 125,182 0.87% $ 355,146 $ 342,187 $ 471,611 $ 651,101 TOTAL EXPENSES $ 624,652 -4.06% $ 138,220 $ 220,418 $ 165,168 $ - NET REVENUE / (EXPENSE) $ (0) 0.00% 124 106 - FBC 1215 8/28/2022 1:26 PM FLORIDA BUILDING CODE FUND (FBC) Share of City Budget $624,652, 1.1% DESCRIPTION Building officials issue building permits, review building plans, and inspect all facets of construction including structure, electrical, plumbing, mechanical, gas, fences, and signs. MISSION Provide efficient assistance with, and ensure adherence to, state and local Land Development and Building Codes. Actual YTD thru 03/31 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY23) 2018-19 2019-20 2020-21 2021-22 2021-22 2022-23 Provide Timely & Efficient Building Permits % of Residential Permits Approved within 5 Business Days of Application 95% 92% 88% 82% 95% 91% % of Commercial Permits Approved within 10 Business Days of Application 93% 93% 84% 85% 95% 90% Provide Timely & Efficient Building Inspections 98 % of Residential Inspections Completed within 3 Business Days of Request 98% 97% 99% 95% 98% 99% % of Commercial Inspections Completed within 3 Business Days of Request 98% 97% 98% 97% 98% 98%  Enhance contractor & developer education through no less than two training seminars provided by the Building Division. FUTURE GOALS (FY24 & FY25)  Update City Ordinance Chapter 3 to provide a more comprehensive tool.  Obtain required certifications for Building Inspector.  Expand our customer service levels to one of the best building departments in this area. PRIOR YEAR ACCOMPLISHMENTS (FY22)  Launched electronic buiding inspection requesting service, virtual inspection service and electronic building permit submittal service.  Held one training seminar for eTRAKiT for contractors and prepared three eTRAKiT tutorial guides to assist the public.  Updated division policies and procedures to assist staff and the public in the processing of building permit applications.  Fully digital in processing of plan review and permitting with the implementaion of TRAKiT and BlueBeam Revu. 125  Community Development Block Grant Fund The Community Development Block Grant (CDBG) Fund encompasses 0.02% of the City’s activities and services and accounts for grant funds from the US Department of Housing and Urban Development that are legally restricted for specific purposes such as capital outlay projects and summer care programs to benefit low and moderate income families. Revenue Highlights $250,000 $200,000 Budget. 2022-23 …… $ Change % Change $150,000 Intergov’t Revenue 142,827 (26,039) (18.2)% Approp. from Reserves 0 0 0% $100,000 $142,827 (26,039) (18.2)% $50,000 $0 Budget Budget Budget Budget Budget 2018-19 2019-20 2020-21 2021-22 2022-23 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. Expenditure Highlights $250,000 Budget. $200,000 2022-23 …… $ Change % Change Personal Services 28,565 (3,388) (11.9)% $150,000 Operations & Maintenance 57,762 (14,551) (25.2)% Capital Outlay/Imprvmt 56,500 (8,100) (14.3)% $100,000 Interfund Transfers Out 0 0 0% $142,827 (26,039) (18.2)% $50,000 $0 Actual Actual Budget Budget Budget 2018-19 2019-20 2020-21 2021-22 2022-23 Personal Services Operations & Maintenance Capital Outlay/Imprvmt Interfund Transfers  Personal services include staff’s time allocated to CDBG activities. 126  107 COMMUNITY DEVELOPMENT BLOCK GRANT FUND Actual Budget 2021-22 2022-23 % 2018-19 2019-20 2020-21 Adopted Adopted Change 135,313 174,691 294,572 168,866 1900-331-5027 Annual Entitlement Grant 142,827 -15.42% $ 135,313 $ 174,691 $ 294,572 $ 168,866 Total Federal Grants $ 142,827 -15.42% $ 135,313 $ 174,691 $ 294,572 $ 168,866 TOTAL INTERGOVERNMENTAL REVENUE $ 142,827 -15.42% $ - $ - $ - $ - 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% $ 135,313 $ 174,691 $ 294,572 $ 168,866 TOTAL FUND REVENUES $ 142,827 -15.42% 127 107 - CDBG 8/28/2022 1:30 PM  107 COMMUNITY DEVELOPMENT BLOCK GRANT FUND Actual Budget 2021-22 2022-23 % 2018-19 2019-20 2020-21 Adopted Adopted Change Personnel Services: 27,623 20,239 67,632 31,953 1900-554-1291/92/ Planning & Admin Exp 28,565 -10.60% $ 27,623 $ 20,239 $ 67,632 $ 31,953 Total Personnel Services $ 28,565 -10.60% Operating Expenditures: - - 15,600 - 1900-554-3100 Professional Services - 0.00% - - - 20 1900-554-4200 Postage - -100.00% - 698 2,431 1,800 1900-554-4915 Legal Advertising - -100.00% Land Clearance 16,575 25,765 - - 1910-554-3400 Nuisance Abatement 36,338 100.00% Public Services 1,504 - - - 1940-554-3451 Rec Center Summer Program - 0.00% - - - 7,500 1940-554-5271 House of Deliverance Food Bank - -100.00% - - 44,295 20,200 1950-554-5267 HSU Educational - -100.00% - - - 10,500 1940-554-5272 Striving for Perfection Ministries Food Bank - -100.00% - - 25,000 - 1940-554-5257 Elder Services - 0.00% - - 17,000 - 1940-554-5270 Mental Health Assoc 16,424 100.00% - - 4,061 - 1940-554-5262 HHA Outreach - 0.00% - - 5,000 5,000 1940-554-5269 Boys & Girls Club of the Emerald Coast 5,000 0.00% 42,116 39,342 36,419 - 1940-554-5255 One Hopeful Place Community Development - 0.00% - 1,400 8,648 - 1940-554-5258 S4P Synergy Inc - 0.00% - 9,250 - 8,100 1940-554-5265 90Works Project90 - -100.00% - 9,518 70,786 19,193 1940-554-5266 Bridgeway Center, Inc. - 100.00% $ 60,195 $ 85,973 $ 229,241 $ 72,313 Total Operating Expenditures $ 57,762 -20.12% Public Facilities 19,957 - - 20,000 1950-554-5253 Okaloosa Comprehensive Head Start-McGriff Cntr - -100.00% 17,025 - - 44,600 1950-554-5255 OK Coalition on Homeless One Hopeful Place 40,000 -10.31% 13,543 - - - 1950-554-5262 HHA Inclement Weather Shelter - 0.00% - 33,000 - - 1950-554-5267 HSU Educational Foundation - 0.00% - - - - 1950-554-5270 Mental Health Association 16,500 100.00% - 30,663 - - 1950-554-6300 Improvements Other than Building - 0.00% 50,525 63,663 - 64,600 Total Capital Improvements 56,500 -12.54% $ 138,343 $ 169,874 $ 296,872 $ 168,866 TOTAL FUND EXPENSES $ 142,827 -15.42% $ (3,030) $ 4,817 $ (2,300) $ - NET REVENUE / (EXPENSE) $ - 0.00% 128 107 - CDBG 8/28/2022 1:30 PM COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) Share of City Budget $142,827, 0.3% DESCRIPTION The Community Development Block Grant provides Federal funding for housing and community development needs for low and moderate income areas. MISSION Administer the Community Development Block Grant (CDBG) program in accordance with all Federal regulations. Actual YTD thru 03/31 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY23) 2018-19 2019-20 2020-21 2021-22 2021-22 2022-23 Eliminate Influences of Blight in Target Areas Nuisances Abated in Target Area 2 6 0 2 1 1 Improve Safety and Livability of Neighborhoods Capital Improvements Completed in Target Area 3 0 0 0 0 2 Provide Access to Quality Public and Private Services Summer Youth Program 4 0 4 1 5 2 After School Program Participants 0 0 4 0 5 2 Disburse Grant Funds in Timely Fashion Grant Funds Spent in Same Year Awarded 90% 90% 90% annual 100% 100% FUTURE GOALS (FY24 & FY25)  Spend all grant funds in same year awarded.  Increase access to quality public facilities and neighborhood livability by completing nuisance abatment projects.  Increase contractors particpation and use in "Neighborly"software. PRIOR YEAR ACCOMPLISHMENTS (FY22)  Improved neighborhood liveability by eliminating blighted conditions on targeted areas by completeing two nuisance abatement projects. 129  Community Redevelopment Agency Fund The Community Redevelopment Agency (CRA) Fund encompasses 7.52% of the City’s activities and services and accounts for funding derived from City of Fort Walton Beach and Okaloosa County Tax Increment Funding (TIF) – proceeds from increases in the taxable assessed value of the CRA District. The original CRA area was formed in 1980, with that being the base year for the purpose of determining the growth in assessed taxable value. In 2019, the CRA area was expanded to include additional areas. The TIF is determined by the growth in the assessed value of taxable property located in the CRA district from the base year to the current tax year and is multiplied by the current tax rate for the City and County. Expenditures in the CRA area target eliminating blight in residential and commercial areas. Revenue Highlights $4,500,000 Budget. $4,000,000 ……2022-23 $ Change % Change $3,500,000 Ad Valorem Taxes 1,510,607 92,631 6.1% $3,000,000 Intergov’t Revenue 1,157,390 138,124 11.9% $2,500,000 Interest & Other 1,600,000 1,600,000 100% $2,000,000 Approp. from Reserves 0 0 0% $1,500,000 $4,267,997 1,830,755 42.9% $1,000,000 $500,000 $0 Actual Actual Budget Budget Budget 2018-19 2019-20 2020-21 2021-22 2022-23 Ad Valorem Taxes Intergov't Revenue Interest & Other Interfund Transfers Appropriations  The budget is predicated on the lowered millage rate of 4.9999 mills for the City’s portion of the TIF. One mill equals $144.6 per $1,000 of taxable property value. Expenditure Highlights $4,500,000 $4,000,000 Budget. $3,500,000 2022-23 …… $ Change % Change $3,000,000 Personal Services 521,065 53,165 10.2% $2,500,000 Operations & Maintenance 2,168,166 1,667,976 76.9% $2,000,000 Replenish Reserves 952,056 65,500 6.9% $1,500,000 Interfund Transfer 169,210 (16,886) (10.0)% $1,000,000 Capital Outlay/Imprvmt 457,500 61,000 13.3% $500,000 0 $4,267,997 1,830,755 42.9% $0 Actual Actual Budget Budget Budget 2018-19 2019-20 2020-21 2021-22 2022-23 Personal Services Operations & Maintenance Capital Outlay/Imprvmt Interfund Transfers Replenish Reserves  Increases in Operational expenses are primarily due to the Landing Improvements Grant.  The increase is primarily due to Liza Jackson Park design and Heritage Park & Cultural Center addition. 130  109 COMMUNITY REDEVELOPMENT AGENCY FUND Actual Budget 2021-22 2022-23 % 2018-19 2019-20 2020-21 Adopted Adopted Change 865,478 983,485 973,811 1,037,888 2000-311-1000 Ad Valorem Taxes - City Original TIF 1,090,586 5.08% 274,323 369,491 377,181 380,088 2000-311-1100 Ad Valorem Taxes - City Expanded TIF 420,021 10.51% $ 1,139,801 $ 1,352,976 $ 1,350,992 $ 1,417,976 Total Ad Valorem Taxes $ 1,510,607 6.53% $ 1,139,801 $ 1,352,976 $ 1,350,992 $ 1,417,976 TOTAL TAXES $ 1,510,607 6.53% 572,263 713,061 693,972 746,053 2000-338-2000 Ad Valorem Taxes - County Original TIF 835,580 12.00% 181,739 303,492 275,249 273,214 2000-338-2100 Ad Valorem Taxes - County Expanded TIF 321,810 17.79% $ 754,002 $ 1,016,552 $ 969,221 $ 1,019,267 Total Local Shared Revenues $ 1,157,390 13.55% $ 754,002 $ 1,016,552 $ 969,221 $ 1,019,267 TOTAL INTERGOVERNMENTAL REVENUE $ 1,157,390 13.55% 18,648 36,946 32,766 - 1500-361-1000 Interest Income - 0.00% $ 18,648 $ 36,946 $ 32,766 $ - Total Interest Income $ - 0.00% 21,300 36,701 51,038 - 2000-362-1000 Rental and Lease Income R - 0.00% $ 21,300 $ 36,701 $ 51,038 $ - Total Rents and Royalties $ - 0.00% - - 24,585 - 1500-369-9000 Miscellaneous Revenue - 0.00% $ - $ 24,585 $ - Total Other Revenues $ - 0.00% $ - $ - $ - $ - Deparment of Envrionmental Protection Grant 1,600,000 100.00% Total State Grants $ 1,600,000 100.00% $ 39,947 $ 73,646 $ 83,804 $ - TOTAL INTEREST & OTHER REVENUES $ 1,600,000 100.00% $ - $ - $ - $ - TOTAL TRANSFERS IN $ - 0.00% $ 1,933,751 $ 2,443,175 $ 2,404,017 $ 2,437,243 TOTAL FUND REVENUES $ 4,267,997 75.12% 131 109-Revenues 8/28/2022 1:39 PM  109 CRA FUND - 2000 CRA Actual Budget 2021-22 2022-23 % 2018-19 2019-20 2020-21 Adopted Adopted Change Personnel Services: 5.00 5.00 6.00 4.60 Number of Employees (FTE's) 4.60 219,001 257,038 286,541 256,210 552-1200 Regular Salaries 288,092 12.44% - - - 150 552-1201 Service Awards 4,900 3166.67% 100 - 250 15,452 552-1202 Incentive Pay 11,191 -27.57% 827 - - - 552-1216 Final Leave - 0.00% 22,369 7,907 4,605 4,768 552-1400 Salaries - Overtime 5,007 5.01% 9,582 3,417 6,804 5,435 552-1401 Salaries - Overtime Holiday Worked 3,870 -28.79% 18,493 19,490 18,780 - 552-1501 Incentive - 0.00% 15,656 16,484 17,991 15,026 552-2100 FICA Taxes 17,243 14.76% 3,661 3,855 4,207 3,514 552-2101 Medicare 4,033 14.76% 86,583 84,891 124,885 96,044 552-2201 Retirement Contributions - Police Officers 107,476 11.90% - - 681 2,743 552-2204 Retirement Contributions - DC Plan 4,381 59.72% 36,311 42,859 62,565 63,762 552-2300 Dental, Life & Health Insurance 66,348 4.06% 9,217 7,237 7,684 7,676 552-2400 Worker's Compensation 8,524 11.05% $ 421,800 $ 443,178 $ 534,993 $ 470,780 Total Personnel Services $ 521,065 10.68% Operating Expenses: 118,243 408,581 91,797 50,000 552-3100 Professional Services 50,000 0.00% 183,929 198,768 151,184 165,000 552-3400 Other Services 180,000 9.09% 178 6,245 - - 552-3450 Other Services - Grounds Maintenance - 0.00% 591 811 - 1,200 552-4000 Travel and Per Diem 4,700 291.67% 64 - - - 552-4100 Communication Services 766 100.00% - - - 700 552-4200 Postage 700 0.00% 126,943 136,382 142,441 110,725 552-4300 Utilities 147,256 32.99% 11,550 20,600 23,660 24,600 552-4400 Rentals & Leases 23,800 -3.25% - 2,440 4,003 1,808 552-4610 Maintenance Contracts 4,330 139.49% 378 - 10 - 552-4620 Vehicle Repair - 0.00% 388 261 - - 552-4630 Equipment Repair - 0.00% 5,624 11,901 11,750 - 552-4640 Building Maintenance 8,500 100.00% - - 35 - 552-4700 Printing & Binding 1,000 100.00% 5,065 1,020 - 5,000 552-4800 Promotional Activities 5,000 0.00% - - - 125 552-4911 Holiday Gift Certificates 125 0.00% - 310 178 - 552-4915 Legal Advertising - 0.00% 2,255 - 1,684 - 552-5200 Operating Supplies - 0.00% 33 - - - 552-5204 Fuel & Oil - 0.00% - - - - 552-5210 Uniform Expense 100 100.00% - 84 29,015 18,000 552-5250 Operating Supplies - Grounds Maintenance 18,000 0.00% 1,838 1,170 1,170 1,890 552-5400 Dues & Publications 1,890 0.00% 445 - 890 1,143 552-5500 Training 2,000 74.98% Non-Operating: 60,860 - 8,874 81,400 552-8200 Grants and Aids 1,720,000 2013.02% $ 518,384 $ 788,572 $ 466,691 $ 461,591 Total Operating Expenditures $ 2,168,167 369.72% Capital Outlay: 459,317 1,003 6,000 20,000 552-6214 Improvements Buildings - -100.00% 9,162 94,791 42,052 61,500 552-6310 Improvements Other Than Buildings 20,000 -67.48% - - 108,183 - 552-6402 Equipment - 0.00% $ 468,479 $ 95,794 $ 156,235 $ 81,500 Total Capital Outlay $ 20,000 -75.46% Capital Improvements Program: - - - 200,000 541-6351 5018 - Downtown Parking Lot Improvements - -100.00% 596,491 - - - 5607 - Streetscape - 0.00% - - - - 5610 - Liza Jackson Waterfront Park Design 37,500 100.00% 572-6214 5363 -Heritage Park & Cultural Center Addition 400,000 100.00% 19,229 29,634 5,759 - 5499 - Landing Improvements - 0.00% - - - 65,000 541-6351 5608-Install Wayfinding in West Waterfront,Beal Pkwy & Uptown - -100.00% - - - 50,000 541-6214 5609-Demo of Bluewater Zoo & Bldg Design - -100.00% 132 109-2000-CRA 9/7/2022 8:43 AM  109 CRA FUND - 2000 CRA Actual Budget 2021-22 2022-23 % 2018-19 2019-20 2020-21 Adopted Adopted Change $ 615,720 $ 29,634 $ 5,759 $ 315,000 Total Capital Improvements Program $ 437,500 38.89% Other Financing Activity: 174,335 178,171 182,090 186,096 552-9901 Cost Allocation Reimbursement to General Fund 169,210 -9.07% - - - 922,276 581-9999 Revenues in Excess of Expenditures 952,056 3.23% $ 174,335 $ 178,171 $ 182,090 $ 1,108,372 Total Other Financing Activity $ 1,121,266 1.16% $ 2,198,718 $ 1,535,349 $ 1,345,768 $ 2,437,243 TOTAL EXPENSES $ 4,267,997 75.12% 133 109-2000-CRA 9/7/2022 8:43 AM COMMUNITY REDEVELOPMENT AREA (CRA) Share of City Budget $4,267,997, DESCRIPTION 7.5% The Community Redevelopment Area was established in 1980 and expanded in 1999 to address deteriorating conditions and facilitate economic growth and development within the designated area. Funding for infrastructure improvements and redevelopment activities comes from incremental increases in the taxable assessed value of the area. MISSION Rejuvenate the designated area to make it a place where citizens want to live, work, and play. Actual YTD thru 03/31 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY23) 2018-19 2019-20 2020-21 2021-22 2021-22 2022-23 Attract & Retain Businesses in the Target Area New Businesses in the CRA 16 24 28 18 25 25 Square Footage of Business Expansions in the CRA 19 19,867 19,213 4,200 15,000 15,000 Businesses Approved for Economic Incentive Grants 5031 0 2 3 10 10 Value of Economic Incentive Grants Provided to New or Expanding Businesses $0 $0 $9,446 $29,555 $100,000 $100,000 Private Investment Leveraged as a Result of Incentive Grants $0 $0 $1,475,000 $1,033,862 $2,000,000 $2,000,000 Grant Applications Approved within Two Weeks 0% 0% 0% 50% 90% 90% Attract & Retain Residents in the Target Area New Housing Units in the CRA 2 1 0 0 10 10 FUTURE GOALS (FY24 & FY25)  Implement Cultural Arts League Arts & Culture Strategic Plan.  Encourage private reinvestment through public improvements in the CRA.  Continue moving forward with additional plans, studies, and projects to implement Downtown Master Plan.  Update wayfinding signage throughout CRA.  Begin construction of improvements to Fort Walton Landing Park. PRIOR YEAR ACCOMPLISHMENTS (FY22)  Formed Cultural Arts League and developed Arts & Culture Strategic Plan.  Continued CRA Grounds Maintenance Contract to ensure that the district is clean and continually maintained.  Installed new signage at the Gulfview Hotel.  Relaunched CRA Economic Incentive Grants and began awarding funding to eligible projects. 134  Debt Service Fund The Debt Service Fund encompasses 4.02% 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 $2,500,000 Budget. 2022-23. …… $ Change % Change $2,000,000 Interfund Transfers In 2,281,182 595,686 26.1% $2,281,182 595,686 26.1% $1,500,000 $1,000,000 $500,000 $0 Actual Actual Budget Budget Budget 2018-19 2019-20 2020-21 2021-22 2022-23 Interfund Transfers  Transfers from the General Fund cover annual debt payments as required per Generally Accepted Accounting Principles (GAAP) for governmental funds. Expenditure Highlights $2,500,000 Budget. $2,000,000 ……2022-23 $ Change % Change Debt Service 2,281,182 595,686 26.1% $1,500,000 $2,281,182 596,686 26.1% $1,000,000 $500,000 $0 Actual Actual Budget Budget Budget 2018-19 2019-20 2020-21 2021-22 2022-23 Debt Service  Debt Issues: 2013 Revenue Note – Municipal Facilities (Year 10 of 18) 2013A Bank Loan – Recreation Complex, Fairway Sweeper/Vacuum, Bucket Truck (Year 10 of 15) 2015 Interfund Loan – Fire Pumper Truck (Year 9 of 10) 2018 Revenue Note – Field Office Complex (Year 4 of 19) Fire Ladder Truck (Year 3 of 3) Navitas Fitness Pro (Year 4 of 6) Irrigation System – Pines Course (Year 2 of 5) Preston Hood Athletic Complex Expansion (Year 1 of 10) 135  201 DEBT SERVICE FUND Actual Budget 2021-22 2022-23 % 2018-19 2019-20 2020-21 Adopted Adopted Change 122,530 197,098 287,951 822,084 1600-381-0100 Transfer from General Fund 1,414,021 72.00% 2015 Interfund Loan -Fire Pumper- yr 9 of 10 2018 Rev Note - Field Offc Complex-yr 4 of 19 Fire Ladder Truck - yr 3 of 3 Navitas Fitness Pro - yr 4 of 6 Irrigation System Pines Course - yr 2 of 5 Preston Hood Athletic Complex Expansion 306,022 306,467 306,422 305,887 1600-381-1301 309,637 1.23% 2013 Revenue Note-Municipal Facilities Police-yr 10 of 18 557,524 557,355 557,466 557,525 1600-381-1302 Transfer from General Fund - 2013A Sinking Fund 557,525 0.00% 2013A Bank Loan -Recreation Complex- yr 10 of 15 2013A Bank Loan -Fairway Sweep/Vac- yr 10 of 10 2013A Bank Loan -Bucket Truck- yr 10 of 10 $ 986,077 $ 1,060,920 $ 1,151,840 $ 1,685,496 Total Interfund Transfers $ 2,281,182 35.34% $ 986,077 $ 1,060,920 $ 1,151,840 $ 1,685,496 TOTAL TRANSFERS IN $ 2,281,182 35.34% $ 986,077 $ 1,060,920 $ 1,151,840 $ 1,685,496 TOTAL FUND REVENUES $ 2,281,182 35.34% Debt Service: 718,109 1,084,961 1,203,619 1,390,095 2100-517-7100 Principal Payments 1,993,612 43.42% 2013 Revenue Note-Municipal Facilities Police-yr 10 of 18 2013 Revenue Note-Municipal Facilities Fire-yr 10 of 18 2013 Revenue Note-Municipal Facilities Library-yr 10 of 18 2013 Revenue Note-Municipal Facilities General-yr 10 of 18 2013A Bank Loan -Recreation Complex- yr 10 of 15 2013A Bank Loan -Fairway Sweep/Vac- yr 10 of 10 2013A Bank Loan -Bucket Truck- yr 10 of 10 2015 Interfund Loan -Fire Pumper- yr 9 of 10 2018 Rev Note - Field Offc Complex-yr 4 of 19 Fire Ladder Truck - yr 3 of 3 Navitas Fitness Pro - yr 4 of 6 Irrigation System Pines Course - yr 2 of 5 Preston Hood Athletic Complex Expansion 542,357 729,139 704,721 295,401 2100-517-7200 Interest Expense 287,571 -2.65% 2013 Revenue Note-Municipal Facilities Police-yr 10 of 18 2013 Revenue Note-Municipal Facilities Fire-yr 10 of 18 2013 Revenue Note-Municipal Facilities Library-yr 10 of 18 2013 Revenue Note-Municipal Facilities General-yr 10 of 18 2013A Bank Loan -Recreation Complex- yr 10 of 15 2013A Bank Loan -Fairway Sweep/Vac- yr 10 of 10 2013A Bank Loan -Bucket Truck- yr 10 of 10 2015 Interfund Loan -Fire Pumper- yr 9 of 10 2018 Rev Note - Field Offc Complex-yr 4 of 19 Fire Ladder Truck - yr 3 of 3 Navitas Fitness Pro - yr 4 of 6 Irrigation System Pines Course - yr 2 of 5 $ 1,260,466 $ 1,814,100 $ 1,908,340 $ 1,685,496 Total Debt Service $ 2,281,182 35.34% $ 1,260,466 $ 1,814,100 $ 1,908,340 $ 1,685,496 TOTAL FUND EXPENSES $ 2,281,182 35.34% $ (274,389) $ (753,180) $ (756,500) $ - NET REVENUE / (EXPENSE) $ - 0.00% 201-Debt 8/28/2022 1:45 PM 136  Utilities Fund The Utilities Fund encompasses 26.41% of the City’s activities and services and accounts for water production and distribution and sewer collection and treatment. These activities are financed and operate in a manner similar to a private business – where the intent is that the cost (expenses, including depreciation) of providing the services to the public on a continuing basis be financed and recovered through user charges. Revenue Highlights $16 Budget. $14 2022-23 …… $ Change % Change Charges for Services 11,709,115 89,221 0.8% $12 Interest,Othr,IntrGov 936,050 888,050 66.9% $10 Appropriation 2,346,011 430,492 18.3% Millions $14,991,176 1,407,763 9.4% $8 $6 $4 $2 $0 Actual Actual Budget Budget Budget 2018-19 2019-20 2020-21 2021-22 2022-23 Licenses & Permits Intergov't Revenue Charges for Services Interest & Other Interfund Transfers Appropriations  A new five-year utility rate study was implemented on October 2020; for FY 2022-23, Year 3 of the rate study will be implemented. The implementation makes sure the required rates are in place to generate sufficient revenue to sustain renewal and replacement reserves and account for debt service requirements. Expenditure Highlights $16 $14 Budget. 2022-23. …… $ Change % Change $12 Personal Services 2,790,442 220,841 7.9% $10 Operations & Maintenance 4,753,378 245,862 5.2% Millions $8 Capital Outlay/Imprvmt 3,380,035 1,056,134 31.2% $6 Debt Service 2,142,943 276 0.0% $4 Interfund Transfers Out 1,924,378 (115,350) (6.0)% $2 Replenish Reserves 0 0 0% $0 $14,991,176 1,407,763 9.4% Actual Actual Budget Budget Budget 2018-19 2019-20 2020-21 2021-22 2022-23 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 increase in Capital Outlay/Improvement is primarily due to the following CIPs: replacement of water meters and Brooks Bridge water/sewer relocaion. 137  401 UTILITIES FUND - REVENUES Actual Budget 2021-22 2022-23 % 2018-19 2019-20 2020-21 Adopted Adopted Change 2,348,518 2,446,054 2,519,925 2,513,064 1310-343-3000 Service Fees - Residential 2,487,459 -1.02% 1,481,824 1,449,489 1,680,988 1,519,088 1310-343-3100 Service Fees - Commercial 1,572,256 3.50% 10,400 14,550 24,371 22,500 1500-343-3600 Connection Fees - Residential 22,700 0.89% 99,075 105,555 45,522 62,000 1500-343-3700 Connection Fees - Commercial 57,000 -8.06% - - - 25 1500-343-3810 Hydrant Service 26 4.00% $ 3,939,817 $ 4,015,648 $ 4,270,806 $ 4,116,677 Total Water Operations $ 4,139,442 0.55% 4,784,208 4,911,286 4,798,470 4,842,317 1350-343-5000 Service Fees - Residential 4,902,846 1.25% 2,220,860 2,087,825 2,473,642 2,316,507 1350-343-5100 Service Fees - Commercial 2,362,837 2.00% 14,250 15,700 11,500 13,500 1500-343-5600 Connection Fees - Residential 13,550 0.37% 196,537 130,968 46,917 125,000 1500-343-5700 Connection Fees - Commercial 75,000 -40.00% $ 7,215,855 $ 7,145,778 $ 7,330,530 $ 7,297,324 Total Sewer Operations $ 7,354,233 0.78% 3,738 2,819 2,725 2,780 0520-343-3001 Administrative Fee - Returned Checks 2,790 0.36% 85,386 81,481 94,125 88,650 1310-343-3200 Service Charges 87,650 -1.13% 125,583 90,747 137,151 114,463 1310-343-3300 Penalties 125,000 9.21% $ 214,707 $ 175,047 $ 234,001 $ 205,893 Total Combined Operations $ 215,440 4.64% $ 11,370,379 $ 11,336,473 $ 11,835,336 $ 11,619,893 TOTAL CHARGES FOR SERVICES $ 11,709,115 0.77% 1,715 2,940 3,815 - 1310-324-2100 Impact Fees - Water - Residential - 0.00% 22,456 23,152 59,369 - 1310-324-2200 Impact Fees - Water - Commercial - 0.00% 1,977 3,389 1,805 - 1350-324-2100 Impact Fees - Sewer - Residential - 0.00% 25,860 27,041 24,974 - 1350-324-2200 Impact Fees - Sewer - Commercial - 0.00% $ 52,008 $ 56,523 $ 89,964 $ - Total Licenses & Permits $ - 0.00% $ 52,008 $ 56,523 $ 89,964 $ - TOTAL LICENSES & PERMITS $ - 0.00% - - - - 331-XXX-XXXX Federal Grants 900,000 100.00% $ - $ - $ - $ - Total Federal Grants $ 900,000 100.00% $ - $ - $ - $ - TOTAL INTERGOVERNMENTAL REVENUE $ 900,000 100.00% 252,486 259,160 153,990 25,000 1500-361-1000 Interest Income 12,500 -50.00% $ 252,486 $ 259,160 $ 153,990 $ 25,000 Total Interest Income $ 12,500 -50.00% 19,558 19,558 21,349 21,500 1500-362-2020 Rental and Lease Income 21,600 0.47% $ 19,558 $ 19,558 $ 21,349 $ 21,500 Total Rents and Royalties $ 21,600 0.47% 39,269 8,000 32,581 1,000 1500-364-1000 Sale of Surplus Assets 1,500 50.00% 14,680 472 59 500 1500-369-9000 Miscellaneous Revenue 450 -10.00% $ 53,948 $ 8,472 $ 32,640 $ 1,500 Total Other Revenues $ 1,950 30.00% $ 325,992 $ 287,191 $ 207,978 $ 48,000 TOTAL INTEREST & OTHER REVENUES $ 36,050 -24.90% - - - 1,915,519 1600-389-9300 Appropriation from Net Assets - -100.00% - - - 1600-389-9515 Appropriation from Retained Earnings 2,346,012 100.00% $ - $ - $ - $ 1,915,519 Total Non-Operating Sources $ 2,346,012 22.47% $ - $ - $ - $ 1,915,519 TOTAL TRANSFERS IN $ 2,346,012 22.47% $ 11,748,379 $ 11,680,187 $ 12,133,278 $ 13,583,412 TOTAL FUND REVENUES $ 14,991,176 10.36% 138 401-Revenues 8/28/2022 3:09 PM  401 UTILITIES FUND - 0520 CUSTOMER SERVICE Actual Budget 2021-22 2022-23 % 2018-19 2019-20 2020-21 Adopted Adopted Change Personnel Services: 5.50 5.50 4.50 4.50 Number of Funded Employees (FTE's) 4.50 147,110 172,816 154,069 167,593 536-1200 Regular Salaries 175,329 4.62% 108 - 150 - 536-1201 Service Awards 3,800 100.00% 14,055 18,175 18,954 18,883 536-1300 Part-Time Wages 19,659 4.11% 18 213 528 500 536-1400 Salaries - Overtime 500 0.00% 9,216 11,840 10,062 10,775 536-2100 FICA Taxes 11,794 9.46% 2,155 2,769 2,353 2,520 536-2101 Medicare 2,758 9.45% 16,364 11,384 - - 536-2200 Retirement Contributions - 0.00% 5,292 7,601 7,782 8,555 536-2204 Retirement Contributions - DC Plan 8,021 -6.24% - - - - 536-2210 457 Deferred Compensation 1,277 100.00% 24,431 24,498 33,909 34,250 536-2300 Dental, Life & Health Insurance & Def Comp 457 32,370 -5.49% 306 253 226 299 536-2400 Worker's Compensation 312 4.37% $ 219,055 $ 249,549 $ 228,033 $ 243,375 Total Personnel Services $ 255,820 5.11% Operating Expenditures: 155,674 180,848 205,280 168,773 536-3100 Professional Services 235,787 39.71% 12,304 13,222 11,993 14,500 536-3400 Other Services 14,500 0.00% - - - 1,000 536-4000 Travel and per Diem 1,000 0.00% 1,493 1,656 1,770 508 536-4100 Communication Services 2,103 314.02% 50,718 43,694 44,952 60,685 536-4200 Postage 60,685 0.00% 9,635 9,374 10,810 10,907 536-4300 Utilities 10,907 0.00% - - - 724 536-4400 Rentals & Leases 724 0.00% 1,713 98 1,685 2,500 536-4700 Printing & Binding 2,500 0.00% - - 699 - 536-5100 Office Supplies - 0.00% 847 2,418 1,197 1,216 536-5200 Operating Supplies 1,350 11.02% 464 402 496 500 536-5210 Uniform Expense 500 0.00% - - - 1,000 536-5500 Training 1,000 0.00% $ 232,848 $ 251,713 $ 278,882 $ 262,313 Total Operating Expenditures $ 331,056 26.21% 451,903 501,262 506,915 505,688 TOTAL EXPENSES 586,877 16.06% 139 0520-CustomerSvc 8/28/2022 3:25 PM CUSTOMER SERVICE Share of City Budget $586,877, 1.0% DESCRIPTION Customer Service is responsible for invoicing and receiving customer payments, opening and closing utility accounts, resolving customer inquiries, and collecting receivables. MISSION Provide superior customer service in the administration of utility accounts and receivables. Actual YTD thru 03/31 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY23) 2018-19 2019-20 2020-21 2021-22 2021-22 2022-23 Provide Accurate Water Meter Consumption Information Accounts with Meter Profile Evaluations Performed 4.0% 4.0% 1.6% 1.0% 2.5% 2.5% Minimize Account Write-Offs Write-Offs as % of Current Year Billing 0.64% 0.62% 0.48% annual measure 0.0% 0.0%  Implement automated customer call out program for delinquent accounts subject for non-payment disconnect.  Installation of Outdoor Payment Kiosk available to customers 24 hours a day/7 days a week. FUTURE GOALS (FY24 & FY25)  Revise Customer Service's policies and procedures (ongoing). Continue Customer Service Training for Accounting Technicians.  Implement scanning of daily work, cash edit sheets and receipts to eleviate paper copy storage.  Advanced metering system upgrade for accuracy in meter reading and utility billing. Implement the generation of PDF service orders which will be emailed to meter readers for processing. Meter readers would need ability to  fill out service orders on their tablets and return. This would save the City money by eliminating the cost of paper. PRIOR YEAR ACCOMPLISHMENTS (FY22) Evaluated the credit card payment process for utility customers, and determined the most effective and efficient process will be to  recommend contracting with Central Square Payment Processing. 140  401 UTILITIES FUND - 1300 PUBLIC WORKS & UTILITY SERVICES Actual Budget 2021-22 2022-23 % 2018-19 2019-20 2020-21 Adopted Adopted Change Personnel Services: 6.00 6.00 6.00 6.00 Number of Funded Employees (FTE's) 6.00 202,442 234,985 208,462 248,625 536-1200 Regular Salaries 237,075 -4.65% 83,605 91,756 94,889 98,199 536-1100 Executive Salaries 101,145 3.00% - 758 500 - 536-1201 Service Awards 6,400 100.00% 1,868 4,837 223 - 536-1400 Salaries - Overtime 1,000 100.00% 16,593 19,174 19,174 20,259 536-2100 FICA Taxes 19,917 -1.69% 3,881 4,485 4,485 4,738 536-2101 Medicare 4,658 -1.68% 78,838 65,125 49,134 20,803 536-2200 Retirement Contributions 13,255 -36.28% 10,468 11,629 10,918 15,711 536-2204 Retirement Contributions - DC Plan 13,375 -14.87% 49,082 67,707 60,624 62,167 536-2300 Dental, Life & Health Insurance 71,833 15.55% - - - - 536- Def Comp 457 3,422 100.00% 2,888 2,214 1,894 3,324 536-2400 Worker's Compensation 3,428 3.11% $ 449,665 $ 502,669 $ 450,302 $ 473,826 Total Personnel Services $ 475,508 0.36% Operating Expenditures: 18,890 38,838 111,316 76,975 536-3100 Professional Services 77,085 0.14% - - 82 800 536-4000 Travel and Per Diem 800 0.00% 3,545 3,881 4,023 4,001 536-4100 Communication Services 5,293 32.29% 292 32 60 100 536-4200 Postage 100 0.00% 4,982 1,409 - 31,770 536-4300 Utilities 33,593 5.74% 889 199 797 1,010 536-4400 Rentals & Leases 1,010 0.02% 3,562 4,786 5,049 5,852 536-4610 Maintenance Contracts 6,544 11.83% 850 29 1,243 150 536-4630 Equipment Repair 150 0.00% 1,512 471 - 1,000 536-4640 Building Maintenance 1,500 50.00% - - - 2,000 536-4645 Heating/Cooling Repairs 2,000 0.00% 1,051 2,451 1,821 3,930 536-5100 Office Supplies 4,205 7.00% 3,382 2,679 1,635 1,820 536-5200 Operating Supplies 2,820 54.95% 353 1,525 1,180 2,000 536-5204 Fuel & Oil 2,100 5.00% 336 190 287 825 536-5210 Uniform Expense 1,013 22.79% 310 - - - 536-5231 Computer Hardware/Software - 0.00% 399 186 33 250 536-5233 Tools 250 0.00% 290 333 312 390 533-5234 Safety Supplies/Equipment 390 0.00% 339 150 2,145 2,167 536-5400 Books, Dues & Publications 2,230 2.91% 642 730 840 1,270 536-5500 Training 1,270 0.00% - (2,251) (527) - 533-9905 Capitalized Costs Allocation - Labor - 0.00% - (1,470) (262) - 533-9906 Capitalized Costs Allocation - Benefits - 0.00% - (532) (117) - 533-9907 Capitalized Costs Allocation - Overhead - 0.00% - - - Non-Operating 498 398 398 500 536-8200 Grants & Aids 500 0.00% $ 42,122 $ 54,035 $ 130,316 $ 136,810 Total Operating Expenditures $ 142,853 4.42% Capital Outlay: 3,240 - 23,815 - 536-6402 Equipment 21,000 100.00% $ 3,240 $ - $ 23,815 $ - Total Capital Outlay $ 21,000 100.00% Debt Service: Principal Payments $ - $ 233,405 $ - $ 251,626 591-7100 2018 Rev Note - Field Offc Complex-yr 4 of 19 261,263 3.83% $ - $ 321,110 $ - $ 283,874 591-7200 2018 Rev Note - Field Offc Complex-yr 4 of 19 274,237 -3.39% $ - $ 554,515 $ - $ 535,500 Total Debt Service $ 535,500 0.00% $ 495,027 $ 1,111,219 $ 604,433 $ 1,146,137 TOTAL EXPENSES $ 1,174,862 2.51% 1300 - Admin 8/28/2022 9:03 PM 141 UTILITY SERVICES Share of City Budget $1,174,862, 2.0% DESCRIPTION Utility Services is responsible for providing quality, safe, and cost effective potable water and sanitary sewer in compliance with all City, State, and Federal codes, policies, and other regulations. MISSION Provide high quality and cost effective services in all facets of water and wastewater operations. Actual YTD thru 03/31 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY23) 2018-19 2019-20 2020-21 2021-22 2021-22 2022-23 Provide Timely & Responsive Customer Service Citizen Requests/Complaints Responded to within 2 Business Days 100% 100% 100% 100% 99% 99% Locate & Mark Existing Utilities within 48 Hours of Request 98% 99% 99% 99% 100% 100%  Complete construction of utility and infrastructure projects on schedule and within budget.  Minimize damage of existing utility infrastructure by providing accurate and timely line locates for City utilities.  Continue to expand utility service to reach more customers. FUTURE GOALS (FY24 & FY25)  Provide a competitive rate structure to account for growth.  Develop and maintain computer hydraulic models of water, sewer, and stormwater systems to assist in identifying and prioritizing CIP projects. PRIOR YEAR ACCOMPLISHMENTS (FY22)  Completed all line spot tickets within the required time frame.  Provided construction stakeout and inspection services for every City construction project. 142  401 UTILITIES FUND - 1305 GIS Actual Budget 2021-22 2022-23 % 2018-19 2019-20 2020-21 Adopted Adopted Change Personnel Services: 3.00 3.00 3.00 3.00 Number of Funded Employees (FTE's) 3.00 132,778 107,202 145,593 153,005 536-1200 Regular Salaries 159,813 4.45% - - - 150 536-1201 Service Awards 2,700 1700.00% 100 - - - 536-1202 Incentive/Merit Pay - 0.00% - 1,363 - - 536-1400 Salaries - Overtime - 0.00% 8,019 6,540 8,798 9,231 536-2100 FICA Taxes 9,615 4.16% 1,875 1,530 2,057 2,159 536-2101 Medicare 2,248 4.14% 33,418 27,662 18,432 10,401 536-2200 Retirement Contributions 6,628 -36.28% 4,648 3,477 5,339 5,616 536-2204 Retirement Contributions - DC Plan 5,830 3.81% 6,945 15,473 15,994 16,215 536-2300 Dental, Life & Health Insurance 16,266 0.31% 252 123 193 245 536-2400 Worker's Compensation 256 4.44% $ 188,035 $ 163,370 $ 196,406 $ 197,022 Total Personnel Services $ 203,356 3.21% Operating Expenditures: 34,598 32,523 31,617 38,420 536-3100 Professional Services 37,575 -2.20% 502 522 1,132 1,598 536-4100 Communication Services 2,275 42.37% - - - 50 536-4200 Postage 50 0.00% - - - 1,030 536-4300 Utilities 1,061 3.00% 1,385 - - - 536-4400 Rentals & Leases - 0.00% 1,200 2,700 2,700 2,700 536-4610 Maintenance Contracts 2,850 5.56% 16 842 43 500 536-4620 Vehicle Repair 500 0.00% 200 - 2,171 900 536-4630 Equipment Repair 900 0.00% 3,995 2,029 1,657 3,200 536-5100 Office Supplies 3,200 0.00% 1,179 48 590 1,000 536-5200 Operating Supplies 1,000 0.00% 374 150 129 468 536-5204 Fuel & Oil 491 5.00% 57 137 226 300 536-5210 Uniform Expense 300 0.00% 940 1,515 105 - 536-5231 Computer Hardware/Software - 0.00% 25 - - - 536-5233 Tools - 0.00% 88 - 88 260 533-5234 Safety Supplies/Equipment 260 0.00% - - - 75 536-5400 Books, Dues & Publications 75 0.00% 6,180 6,180 12,360 12,560 536-5500 Training 15,780 25.64% $ 50,739 $ 46,647 $ 52,818 $ 63,060 Total Operating Expenditures $ 66,317 5.17% Capital Outlay: 22,235 - 14,295 3,500 536-6402 Equipment - -100.00% 8,816 - - 536-6420 Computer Hardware/Software - 0.00% $ 22,235 $ 8,816 $ 14,295 $ 3,500 Total Capital Outlay $ - -100.00% $ 261,009 $ 218,833 $ 263,520 $ 263,582 TOTAL EXPENSES $ 269,673 2.31% 1305-GIS 8/29/2022 3:30 PM 143 GIS Share of City Budget $269,673, .04% DESCRIPTION GIS maintains an accurate and complete spatial geodatabase of City assets using a Geographic Information System (GIS); provides detailed drafting and design drawing packages for sidewalk, water, sewer, stormwater, and reuse projects; and prepares maps for internal use, annexation, Comprehensive Plan amendments and newspaper ads. MISSION Provide high quality, timely, and cost effective drafting, data analysis, mapping, and web application services. Actual YTD thru 03/31 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY23) 2018-19 2019-20 2020-221 2021-22 2021-22 2022-23 Maintain and Further Develop GIS System to Track & Monitor City Assets Street Data Accurately Entered in GIS - Changes and additions implemented 80% 100% 100% 40% 100% 100% Water Features Accurately Entered in GIS - Changes and additions implemented 115% 100% 100% 50% 100% 100% Sanitary Sewer Features Accurately Entered in GIS - Changes and additions implemented 125% 100% 100% 65% 100% 100% Stormwater Features Accurately Entered in GIS - Changes and additions implemented 80% 100% 100% 45% 100% 100%  Maintain and keep an extensive GIS geodatabase with information from as-builts and utility work orders.  Continue to develop and expand the GIS Web Applications for public use via the internet and for employee use via the intranet. Create construction plans for street, sidewalk, water, sewer and stormwater projects on time. Create other drawings as needed by other  Departments of the City.  Perform extensive street light survey every six (6) months in order to keep an accurate database.  Review site plans and building permits as required for developments within the City. FUTURE GOALS (FY24 & FY25) Continue mapping City infrastructure in GIS with a strong emphasis on disaster preparedness and recovery and performing duties more  efficiently. Conduct annual disaster recovery exercise.  Continue to expand the use of GIS users internally and externally.  Complete 100% of the quality control check of the water system GIS data.  Convert hand drawn water references to digital AutoCAD drawings. PRIOR YEAR ACCOMPLISHMENTS (FY22)  Kept the GIS database for the City's water and sewer infrastructure up to date. Performed disaster preparedness exercise.  Continued to improve and add available data to the GIS Web Map Application for all City employees on the City intranet.  Completed 100% of the quality control check of the sewer system GIS data.  Converted hand drawn sewer references to digital autocad drawings. 144  401 UTILITIES FUND - 1310 WATER OPERATIONS Actual Budget 2021-22 2022-23 % 2018-19 2019-20 2020-21 Adopted Adopted Change Personnel Services: 8.00 8.00 8.00 9.00 Number of Funded Employees (FTE's) 9.00 238,089 272,379 283,805 379,437 533-1200 Regular Salaries 431,981 13.85% - 150 150 - 533-1201 Service Awards 5,800 100.00% 9,231 20,046 13,658 12,500 533-1400 Salaries - Overtime 15,000 20.00% 1,499 1,184 1,348 1,850 533-1401 Salaries - Overtime Holiday Worked 2,000 8.11% 13,648 16,770 17,055 21,785 533-2100 FICA Taxes 25,042 14.95% 3,192 3,922 3,989 5,095 533-2101 Medicare 5,857 14.95% 25,016 19,777 18,432 10,401 533-2200 Retirement Contributions 6,628 -36.28% 6,788 8,741 9,338 14,914 533-2204 Retirement Contributions - DC Plan 15,683 5.16% 44,639 51,687 55,863 92,067 533-2300 Dental, Life & Health Insurance 99,505 8.08% - - - - 533- Def Comp 457 1,937 100.00% 11,617 9,391 9,800 14,282 533-2400 Worker's Compensation 15,863 11.07% $ 353,719 $ 404,047 $ 413,439 $ 552,331 Total Personnel Services $ 625,296 13.21% Operating Expenditures: 23,803 19,640 16,166 23,710 533-3100 Professional Services 39,660 67.27% - - - 100 533-3400 Other Services 100 0.00% - 80 - 500 533-4000 Travel and Per Diem 500 0.00% 3,047 3,493 3,896 3,577 533-4100 Communication Services 5,303 48.25% 181,394 180,967 198,248 185,400 533-4300 Utilities 190,962 3.00% 7,569 4,575 4,422 10,335 533-4610 Maintenance Contracts 11,019 6.62% 7,313 5,986 5,257 5,000 533-4620 Vehicle Repair 3,000 -40.00% 437 3,720 3,750 5,100 533-4630 Equipment Repair 5,100 0.00% 645 922 153 800 533-4640 Building Maintenance 800 0.00% 620,906 170,649 397,700 149,750 533-4680 Plant & System Repair 136,600 -8.78% - - - 950 533-4700 Printing & Binding 950 0.00% 21,961 23,565 24,748 29,405 533-5200 Operating Supplies 46,124 56.86% 13,007 10,668 13,195 11,330 533-5204 Fuel & Oil 18,128 60.00% 800 859 800 1,215 533-5210 Uniform Expense 2,026 66.75% 880 56 1,026 - 533-5231 Computer Hardware/Software - 0.00% 1,169 3,749 1,838 4,000 533-5233 Tools 4,000 0.00% 759 795 1,257 2,070 533-5234 Safety Supplies/Equipment 2,070 0.00% 4,935 4,760 5,892 6,285 533-5400 Books, Dues & Publications 13,535 115.35% 1,614 605 856 4,750 533-5500 Training 4,750 0.00% - (829) - - 533-9905 Capitalized Costs Allocation - Labor - 0.00% - (366) - - 533-9906 Capitalized Costs Allocation - Benefits - 0.00% - (67) - - 533-9907 Capitalized Costs Allocation - Overhead - 0.00% $ 890,239 $ 434,260 $ 679,205 $ 444,277 Total Operating Expenditures $ 484,627 9.08% Capital Outlay: - 11,032 - - 533-6402 Equipment - 0.00% 24,278 - - - 533-6404 Trucks - 0.00% $ 24,278 $ 11,032 $ - $ - Total Capital Outlay $ - 0.00% Capital Improvements Program: 98,251 233,497 - - 533-6368 Prior Years Capital Improvement Program - 0.00% $ 98,251 $ 233,497 $ - $ - Total Capital Improvements Program $ - 0.00% Debt Service 75,899 78,189 - 82,767 590-7100 Principal Payments 85,232 2.98% 40,972 38,756 36,473 34,128 591-7200 Interest Expense 31,711 -7.08% $ 116,871 $ 116,945 $ 36,473 $ 116,895 Total Debt Service $ 116,944 0.04% 145 1310 - Water Ops 8/30/2022 8:06 AM  401 UTILITIES FUND - 1310 WATER OPERATIONS Actual Budget 2021-22 2022-23 % 2018-19 2019-20 2020-21 Adopted Adopted Change $ 1,483,358 $ 1,199,781 $ 1,129,117 $ 1,113,503 TOTAL EXPENSES $ 1,226,866 10.18% 146 1310 - Water Ops 8/30/2022 8:06 AM WATER OPERATIONS Share of City Budget $1,226,866, 2.1% DESCRIPTION Water Operations maintains nine potable water wells, five elevated water storage tanks, and three ground water storage tanks. Responsible for ensuring drinking water meets strict State and Federal regulations, pressure and storage are sufficient to meet domestic and firefighting needs, and water meters are accurately read. MISSION Produce drinking water that is safe and free from objectionable color, taste, and odor. Actual YTD thru 03/31 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY23) 2018-19 2019-20 2020-21 2021-22 2021-22 2022-23 Provide High Quality Drinking Water to the Public Samples Exceeding Federal/State Maximum Contaminant Levels 0 0 0 0 0 0 Minimize Unbilled Water Loss Metered Revenue Consumption as % of Water Production 79.0% 78.0% 81.8% 77.1% 85.0% 85.0%  Meet all Federal and State Water Quality Testing requirements by having zero water samples exceeding the MCLs.  Continue to operate water system wells within NWFWD permitted pumping levels in order to maintain quality and integrity of Floridan Aquifer.  Achieve and maintain less than a 10% unaccounted for water loss over a 12-month period.  Maintain aggressive Water Tank Asset Management Program.  Continue to upgrade controls for all City potable wells.  Continue to update and implement changes to Cross-Connection Control Program.  Upgrade Well 3 by replacing the underground ductile iron piping.  Build upon water education outreach program through local schools.  Complete water system line inventory in accordance with newly established lead and copper rule changes.  Begin installation of City owned bacteriological sampling points throughout distribution system.  Submit renewal application for NWFWMD Consumptive Use Permit (20-year renewal).  Install lead and copper sampling taps at educational facility meter taps.  Complete PFAS testing of all Raw Water supply wells through USEPA. FUTURE GOALS (FY24 & FY25)  Continue installation of City owned bacteriological sampling points throughout distribution system.  Explore and develop strategy to convert all water wells to solar energy power supply.  Explore options for rehabilitation of Well 5.  Convert outdated aerator at Well 11 with a forced draft system.  Rehabilitation of Well 6. Install altitude valves on Golf Course and Nicholson Street Elevated Storage Tanks to maximize water quality in the distribution system by  generating effective water level turnover. PRIOR YEAR ACCOMPLISHMENTS (FY22)  Met all Federal and State Water Quality Testing requirements by having zero water samples exceeding the MCLs.  Continued to operate water system wells within NWFWD permitted pumping limits to maintain quality and integrity of Floridan Aquifer.  Achieved and maintained less than a 10% unaccounted for water loss within a 12-month period.  Routinely updated Standard Operating Procedures.  Successfully maintained an aggressive Water Tank Maintenance Asset Management Program.  Cleaned, repaired, and painted interior and exterior of Hill Avenue Ground Storage Tank.  Cleaned, repaired, and painted exterior of Hughes Street Ground Storage Tank.  Updated USEPA Utility Risk and Resilience Vulnerability Assessment.  Established water education outreach program with local schools.  Scheduled PFAS testing of all Raw Water supply wells through USEPA. 147  401 UTILITIES FUND - 1340 WATER DISTRIBUTION Actual Budget 2021-22 2022-23 % 2018-19 2019-20 2020-21 Adopted Adopted Change Personnel Services: 5.00 5.00 5.00 5.00 Number of Funded Employees (FTE's) 5.00 115,376 125,626 133,379 185,642 533-1200 Regular Salaries 191,796 3.32% 108 - 150 150 533-1201 Service Awards 5,300 3433.33% - 250 - - 533-1202 Incentive/Merit Pay - 0.00% 22,207 26,815 31,820 22,100 533-1400 Salaries - Overtime 24,500 10.86% 1,110 497 992 1,350 533-1401 Salaries - Overtime Holiday Worked 2,000 48.15% 8,169 9,037 9,890 10,895 533-2100 FICA Taxes 11,285 3.58% 1,911 2,113 2,313 2,548 533-2101 Medicare 2,639 3.57% 76,736 67,558 55,265 31,204 533-2200 Retirement Contributions 19,883 -36.28% - - 198 2,762 533-2204 Retirement Contributions - DC Plan 2,762 -0.01% 19,123 20,557 28,137 62,755 533-2300 Dental, Life & Health Insurance 62,840 0.14% 13,706 9,942 10,807 16,580 533-2400 Worker's Compensation 17,167 3.54% $ 258,446 $ 262,394 $ 272,951 $ 335,986 Total Personnel Services $ 340,172 1.25% Operating Expenditures: - - 139 590 533-3102 Employee Physicals & Immunizations 372 -36.95% 4,247 4,160 1,359 4,500 533-3400 Other Services 4,500 0.00% 1,190 1,096 1,127 1,074 533-4100 Communication Services 1,359 26.51% 1,045 316 - - 533-4300 Utilities - 0.00% 4,136 4,699 1,737 4,500 533-4620 Vehicle Repair 4,500 0.00% 6,618 4,710 3,759 6,000 533-4630 Equipment Repair 6,000 0.00% 35,405 36,085 38,141 82,500 533-4680 Plant & System Repair 42,500 -48.48% 2,993 3,356 2,889 2,315 533-5200 Operating Supplies 2,500 7.99% 9,502 8,694 10,854 7,725 533-5204 Fuel & Oil 16,223 110.00% 379 427 522 675 533-5210 Uniform Expense 1,126 66.81% 310 - - - 533-5231 Computer Hardware/Software - 0.00% 1,672 3,438 2,480 3,305 533-5233 Tools 2,475 -25.11% 1,385 1,795 2,225 2,150 533-5234 Safety Supplies/Equipment 2,150 0.00% 7,119 5,683 5,877 4,886 533-5300 Road Materials & Supplies 5,104 4.46% 50 - 50 250 533-5400 Books, Dues & Publications 250 0.00% 105 35 270 1,605 533-5500 Training 2,525 57.32% - (19,956) - - 533-9905 Capitalized Costs Allocation - Labor - 0.00% - (16,704) - - 533-9906 Capitalized Costs Allocation - Benefits - 0.00% - (3,452) - - 533-9907 Capitalized Costs Allocation - Overhead - 0.00% $ 76,156 $ 34,381 $ 71,429 $ 122,075 Total Operating Expenditures $ 91,583 -24.98% Capital Outlay: 54,116 83,992 2,399 5,200 533-6402 Equipment - -100.00% 50,346 2,420 - - 533-6404 Trucks - 0.00% $ 104,462 $ 86,412 $ 2,399 $ 5,200 Total Capital Outlay $ - -100.00% Capital Improvements Program: 66,918 87,974 108,016 1,300,000 5056 - Water Line Replacement 2,000,000 53.85% $ 66,918 $ 87,974 $ 108,016 $ 1,300,000 Total Capital Improvements Program $ 2,000,000 53.85% Debt Service 117,059 120,590 - 127,652 590-7100 Principal Payments 131,454 2.98% 63,192 59,774 56,252 52,636 591-7200 Interest Expense 48,909 -7.08% $ 180,251 $ 180,364 $ 56,252 $ 180,288 Total Debt Service $ 180,363 0.04% $ 686,233 $ 651,525 $ 511,047 $ 1,943,549 TOTAL EXPENSES $ 2,612,118 34.40% 148 1340 - Water Dist 8/29/2022 4:16 PM WATER DISTRIBUTION Share of City Budget $2,612,118, DESCRIPTION 4.6% Water Distribution maintains water mains, service lines, valves, meters, and fire hydrants. Responsible for replacement of undersized water mains, installation of new fire hydrants and water meters, making service taps for new construction, and extending water mains as needed. MISSION Ensure delivery of potable water and adequate water pressure to all residents. Actual YTD thru 03/31 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY23) 2018-19 2019-20 2020-21 2021-22 2021-22 2022-23 Replace Substandard Water Mains Linear Feet of Water Main to be Replaced 900 860 0 900 1850 1500 Ensure Capital Projects are Completed On-Time & Within Budget Capital Projects Completed On-Time 100% 100% 100% annual measure 100% 100% Capital Projects Completed Within Budget 100% 100% 100% annual measure 100% 100%  Replace water lines as specified in the Capital Improvement Program (CIP) on-time and within budget.  Provide new service to customers throughout the City.  Relocation of water mains around Brooks Bridge, Highway 98, Perry Avenue, Brooks Street and Florida Blanca Place.  Replace all meters throughout the City.  Extend water line to Freedom Beacon Park. FUTURE GOALS (FY24 & FY25)  Maintain a new 5-year replacement program for water mains throughout the City's service area.  Respond to all water outage reports within one hour of initial notification. Coordinate with the Fire Department to ensure fire protection standards are exceeded throughout the City via increased water main sizes,  installation of additional fire hydrants, and "looping" of the distribution system.  Relocation of water mains around Brooks Bridge, Highway 98, Perry Avenue, Brooks Street and Florida Blanca Place. PRIOR YEAR ACCOMPLISHMENTS (FY22)  Abandoned 750 feet of CI water main on the east side of Memorial Parkway SW from Hollywood Boulevard to Deluna Road SW.  Replaced 1850 feet of 6" CI water main on Beachview Drive NE from Highway Avenue NE to Bradley Drive NE.  Abandoned 1850 feet of 6" CI water main on the Beachview Drive NE from Highway Avenue NE to Bradley Drive NE. 149  401 UTILITIES FUND - 1350 SEWER COLLECTION & TREATMENT Actual Budget 2021-22 2022-23 % 2018-19 2019-20 2020-21 Adopted Adopted Change Personnel Services: 13.00 13.00 13.00 12.00 Number of Funded Employees (FTE's) 12.00 418,088 440,937 430,777 471,423 535-1200 Regular Salaries 580,976 23.24% - 629 50 300 535-1201 Service Awards 12,200 3966.67% 25,265 45,142 35,673 30,000 535-1400 Salaries - Overtime 30,000 0.00% 1,047 1,492 2,433 2,000 535-1401 Salaries - Overtime Holiday Worked 2,500 25.00% 25,721 28,872 27,643 27,771 535-2100 FICA Taxes 34,122 22.87% 6,015 6,752 6,465 6,564 535-2101 Medicare 7,980 21.58% 129,419 95,742 73,699 31,204 535-2200 Retirement Contributions 26,510 -15.04% 8,729 12,251 14,174 19,026 535-2204 Retirement Contributions - DC Plan 18,912 -0.60% 66,838 80,801 98,423 151,678 535-2300 Dental, Life & Health Insurance 146,677 -3.30% 12,936 8,732 9,386 17,094 535-2400 Worker's Compensation 20,412 19.41% $ 694,058 $ 721,352 $ 698,721 $ 757,060 Total Personnel Services $ 880,290 16.28% Operating Expenditures: 3,960 5,125 5,645 7,150 535-3100 Professional Services 7,500 4.90% 94 197 476 590 535-3102 Employee Physicals & Immunizations 1,488 152.20% 2,703,389 2,598,528 3,361,080 2,907,971 535-3400 Other Services 3,024,151 4.00% 5,600 5,974 5,080 6,504 535-4100 Communication Services 5,910 -9.14% 167,748 168,563 186,990 172,010 535-4300 Utilities 177,170 3.00% 7,108 7,027 13,413 34,800 535-4400 Rentals & Leases 35,753 2.74% 17,021 30,680 27,817 38,699 535-4610 Maintenance Contracts 41,824 8.08% 24,397 20,378 20,584 18,000 535-4620 Vehicle Repair 20,000 11.11% 30,274 8,584 17,829 6,400 535-4630 Equipment Repair 10,000 56.25% 178 240 - 400 535-4640 Building Maintenance 400 0.00% 57,935 53,135 144,170 105,200 535-4680 Plant & System Repair 116,093 10.35% - 173 - 150 535-4700 Printing & Binding 150 0.00% 14,026 18,300 20,216 24,328 535-5200 Operating Supplies 24,328 0.00% 26,209 27,232 27,106 18,540 535-5204 Fuel & Oil 35,226 90.00% 1,446 1,614 1,829 1,620 535-5210 Uniform Expense 2,700 66.67% 1,329 3,064 3,064 2,955 535-5233 Tools 2,955 0.00% 3,175 3,240 5,302 3,860 535-5234 Safety Supplies/Equipment 3,860 0.00% 4,021 4,155 5,016 4,000 535-5300 Road Materials & Supplies 5,000 25.00% 195 260 180 180 535-5400 Dues & Publications 180 0.00% 871 515 500 4,085 535-5500 Training 3,865 -5.39% - (25,557) (12,996) - 535-9905 Capitalized Costs Allocation - Labor - 0.00% - (8,905) (5,511) - 535-9906 Capitalized Costs Allocation - Benefits - 0.00% - (5,581) (2,109) - 535-9907 Capitalized Costs Allocation - Overhead - 0.00% $ 3,068,976 $ 2,916,940 $ 3,825,679 $ 3,357,442 Total Operating Expenditures $ 3,518,553 4.80% Capital Outlay: - 879 - - 535-6300 Improvements Other Than Buildings - 0.00% 5,037 13,665 1,912 - 535-6402 Equipment - 0.00% 491,295 36,376 - - 535-6404 Trucks - 0.00% $ 496,332 $ 50,920 $ 1,912 $ - Total Capital Outlay $ - 0.00% Capital Improvements Program: - 1,833 - - Refer to CIP for Specific Locations 382 11,418 98,048 30,000 535-6361 5032 - Sewer System Grouting & Lining 50,000 66.67% - - - 400,000 535-6310 5062 - Brooks Bridge Sewer Relocation 750,000 87.50% - - - 500,000 535-6361 5051 - Freedon Beacon 6-inch Forecemain - -100.00% $ 382 $ 13,250 $ 98,048 $ 930,000 Total Capital Improvements Program $ 800,000 -13.98% Debt Service 150 1350-Sewer 8/30/2022 8:04 AM  401 UTILITIES FUND - 1350 SEWER COLLECTION & TREATMENT Actual Budget 2021-22 2022-23 % 2018-19 2019-20 2020-21 Adopted Adopted Change 931,835 952,259 - 993,871 590-7100 Principal Payments 1,015,621 2.19% 378,075 351,312 330,849 316,112 591-7200 Interest Expense 294,515 -6.83% 5,613 5,613 5,613 - 590-7320 Amortization Discount - Interest Expense - 0.00% $ 1,315,523 $ 1,309,184 $ 336,462 $ 1,309,984 Total Debt Service $ 1,310,136 0.01% $ 5,575,271 $ 5,011,646 $ 4,960,823 $ 6,354,487 TOTAL EXPENSES $ 6,508,980 2.43% 151 1350-Sewer 8/30/2022 8:04 AM SEWER COLLECTION & TREATMENT Share of City Budget $6,508,980, 11.4% DESCRIPTION Sewer Collection maintains gravity sewer lines, lift stations, and pump stations. Responsible for inspecting the sewer system with closed circuit television equipment, repairing any identified leaks, and repairing or replacing sewer mains and laterals as needed. MISSION Collect and dispose of wastewater in an environmentally sound manner. Actual YTD thru 03/31 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY23) 2018-19 2019-20 2020-21 2021-22 2021-22 2022-23 Ensure Sewer Collection System is in Good Working Order Linear Feet of Sewer Main Inspected 25,500 28,216 22,991 5,854 25,000 25,000 Sewer System Inspected 3.7% 4.1% 3.3% 0.9% 0.0% 0.0% 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%  Continue to reduce inflow and infiltration in City Sewer System through flow monitoring, lateral replacement, lining, and manhole rehab.  Replace and relocate Marine Pump Out Station at the Fort Walton Landing.  Complete projects as specified in the Capital Improvement Program (CIP) on-time and within budget.  Relocate and upgrade Lift Station 2.  Replace Lift Station 22.  Paint surge tank at Pump Station #1.  Install forcemain and lift station for Freedom Beacon.  Install Lift Station for Brooks Bridge replacement project. FUTURE GOALS (FY24 & FY25) Perform closed circuit television inspections of the entire sanitary sewer collection system to prioritize future projects and to identify sources of  ground water infiltration.  Install guide rail systems and safety hatches at all lift stations for easier access and reduction of confined space entries.  Install stainless steel inflow protectors in sewer manholes located in flood-prone areas and require the inflow protectors in all new manholes.  Continue an in-house flow monitoring program of the City's collection system basins to evaluate the capacity of the system.  Grout stub-out on sewer mains that have been lined in place.  Refurbish Lift Station 29.  Replace and relocate Lift Station 11. PRIOR YEAR ACCOMPLISHMENTS (FY22)  Reduced inflow and infiltration through flow monitoring, lateral replacement, lining and manhole rehab.  Replace 4,000 gallon fuel tank at pump station #1-B  Upgrade electrical controls for Lift Station 21.  Ugrade electrical controls for Lift Station 20.  Refurbish pumps at Pump Station 2. 152  401 UTILITIES FUND - 1500 NON-DEPARTMENTAL Actual Budget 2021-22 2022-23 % 2018-19 2019-20 2020-21 Adopted Adopted Change Personnel Services: 5,432 9,609 23,235 10,000 536-1216 Final Leave Pay 10,000 0.00% - 20,059 (11,780) - 536-1250 Compensated Absences - 0.00% - 1,534 (902) - 536-2150 FICA - Compensated Absences - 0.00% - - 41,142 - 533-2299 Acturial Pension Expense - 0.00% $ 5,432 $ 31,202 $ 51,695 $ 10,000 Total Personnel Services $ 10,000 0.00% Operating Expenditures: 9,721 37,765 9,247 - 536-3100 Professional Services - 0.00% - - - 950 536-4911 Holiday Gift Certificates 950 0.00% - 29,639 65,674 - 536-4924 Bad Debt Expense - 0.00% - - - 115,099 536-4995 Contingencies 115,099 0.00% - 8,894 8,140 - 536-4999 Amortization Expense - 0.00% - 1,080 6,677 5,490 536-5231 Computer Hardware/Software 2,340 -57.38% 1,882,292 1,847,894 1,743,086 - 536-5900 Depreciation - 0.00% - 16,794 16,794 - 536-5910 Depreciation on Contributed Capital - 0.00% $ 1,892,013 $ 1,942,066 $ 1,849,618 $ 121,539 Total Operating Expenditures $ 118,389 -2.59% Capital Outlay - - - 84,000 536-6404 Trucks 559,033 565.51% - - - 1,200 536-6420 Computer Hardware/Software - -100.00% $ - $ - $ - $ 85,200 Total Capital Outlay $ 559,033 556.14% Other Financing Activity (541,449) (536,014) (248,485) - 590-9900 Reclassify Capital Outlay - 0.00% 1,130,539 1,155,411 1,319,296 1,345,351 536-9901 Cost Allocation Reimbursement to General Fund 1,220,627 -9.27% 642,721 675,889 1,238,095 694,377 581-9102 6% Franchise/Right-of-Way Access Fee 703,751 1.35% $ 1,773,260 $ 1,831,300 $ 2,557,391 $ 2,039,728 Total Other Financing Activity $ 1,924,378 -5.66% $ 3,670,705 $ 3,804,568 $ 4,458,704 $ 2,256,467 TOTAL EXPENSES $ 2,611,800 15.75% 40.50 40.50 39.50 39.50 Number of Funded Employees (FTE's) 39.50 0.00% 451,921 501,262 506,915 505,688 Customer Service 586,877 16.06% 490,181 1,111,219 604,433 1,146,137 Utility Services 1,174,862 2.51% 261,082 218,833 263,520 263,582 GIS 269,673 2.31% 1,309,223 1,199,781 1,129,117 1,113,503 Water Operations 1,226,866 10.18% 529,695 651,525 511,047 1,943,549 Water Distribution 2,612,118 34.40% 4,633,606 5,011,646 4,960,823 6,354,487 Sewer Collection & Treatment 6,508,980 2.43% 3,670,705 3,804,568 4,458,704 2,256,467 Non-Departmental 2,611,800 15.75% (541,449) (536,014) (248,485) - Reclassification of Capital Outlay - 0.00% $ 10,804,964 $ 11,962,820 $ 12,186,074 $ 13,583,413 TOTAL FUND EXPENSES $ 14,991,176 10.36% $ 943,415 $ (282,633) $ - $ - NET REVENUE / (EXPENSE) $ - 0.00% 153 1500-NonDept_401 8/31/2022 1:45 PM  Sanitation Fund The Sanitation Fund encompasses 8.37% of the City’s activities and services and accounts for solid waste and recycling operations that are financed and operated in a manner similar to a private business – where the intent is that the cost (expenses, including depreciation) of providing the services be financed and recovered primarily through user charges. The City provides residential and commercial garbage collection, as well as yard waste and household goods collection. Commercial and residential recycling programs are also available. Revenue Highlights $5.0 Budget. $4.5 2022-23. …… $ Change % Change $4.0 Licenses & Permits 26,000 13,000 50.0% $3.5 Charges for Services 4,577,644 111,546 2.4% $3.0 Interest/Other/Approp 143,307 108,709 48.8% Millions $2.5 $2.0 $4,746,951 233,255 4.9% $1.5 $1.0 $0.5 $0.0 Actual Actual Budget Budget Budget 2018-19 2019-20 2020-21 2021-22 2022-23 Licenses & Permits Charges for Services Interest & Other Appropriations Appropriations  A new five-year utility rate study was implemented on October 2020; for FY 2022-23, Year 3 of the rate study will be implemented. The implementation makes sure the required rates are in place to generate sufficient revenue to sustain renewal and replacement reserves and account for debt service requirements. Expenditure Highlights $5.0 Budget. $4.0 ……2022-23 $ Change % Change Personal Services 1,365,593 29,962 2.2% $3.0 Operations & Maintenance 2,173,840 107,835 5.2% Millions Capital Outlay/Imprvmt 372,221 132,221 55.1% $2.0 Interfund Transfers Out 835,297 (36,763) (4.2)% Replenish Reserves 0 0 0.0% $1.0 $4,746,951 233,255 4.9% $0.0 Actual Actual Budget Budget Budget 2018-19 2019-20 2020-21 2021-22 2022-23 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 the Capital Outlay is for the purchase of a Sideloader. 154  403 SANITATION FUND - REVENUES Actual Budget 2021-22 2022-23 % 2018-19 2019-20 2020-21 Adopted Adopted Change 1,089,265 1,090,551 1,330,050 1,451,904 1360-343-4000 Service Fees - Residential 1,495,461 3.00% 4,789 4,726 6,528 1,500 1360-343-4010 Extra Pick-Up Residential 2,500 66.67% 866,842 879,226 952,628 995,733 1360-343-4100 Service Fees - Commercial 1,025,605 3.00% 17,953 20,841 21,403 11,500 1360-343-4110 Extra Pick-Up Commercial 12,500 8.70% 703,790 723,270 730,966 737,735 1360-343-4200 Tipping Fees - Residential 740,111 0.32% 1,036,112 1,078,081 1,160,134 1,147,438 1360-343-4300 Tipping Fees - Commercial 1,181,861 3.00% $ 3,718,751 $ 3,796,695 $ 4,201,708 $ 4,345,810 Total Solid Waste $ 4,458,039 2.58% - 1,352 1,352 - 1370-343-4600 Service Fees - 0.00% 121,096 118,954 118,670 118,188 1370-343-4610 Service Fees - Commercial Recycling 117,455 -0.62% $ 121,096 $ 120,306 $ 120,022 $ 118,188 Total Recycling $ 117,455 -0.62% 1,729 1,992 1,976 900 1360-343-4080 Cinco Bayou 800 -11.11% 2,613 502 729 1,200 1360-343-4130 Special Events - Dumpster Delivery/Pickup 1,350 12.50% $ 4,342 $ 2,494 $ 2,705 $ 2,100 Total Fees & Fines $ 2,150 2.38% $ 3,844,189 $ 3,919,496 $ 4,324,435 $ 4,466,098 TOTAL CHARGES FOR SERVICES $ 4,577,644 2.50% 25,624 14,154 57,329 13,000 1360-323-7010 Solid Waste - 10% Roll Off 26,000 100.00% $ 25,624 $ 14,154 $ 57,329 $ 13,000 Total Franchise Fees $ 26,000 100.00% $ 25,624 $ 14,154 $ 57,329 $ 13,000 TOTAL LICENSES & PERMITS $ 26,000 100.00% 16,073 57,580 43,340 500 1500-361-1000 Interest Income 500 0.00% $ 16,073 $ 57,580 $ 43,340 $ 500 Total Interest Income $ 500 0.00% - 10,000 - - 1500-364-1000 Sale of Surplus Assets - 0.00% - - 190,621 - 1500-364-1030 Sale of Surplus Land - 14 Robinwood Dr SW - 0.00% 777 - 6,552 2,600 1500-365-1000 Recycling Scrap Metal Sales 1,900 -26.92% - - 4,873 - 1370-365-2000 Recycling Surplus Sales (ECUA) - 0.00% 2,210 - 94,036 25 1500-369-9000 Miscellaneous Revenues 25 0.00% $ 2,987 $ 10,000 $ 296,081 $ 2,625 Total Other Revenues $ 1,925 79.96% $ 19,060 $ 67,580 $ 339,421 $ 3,125 TOTAL INTEREST & OTHER REVENUES $ 2,425 -22.40% - - - 31,473 1600-389-9300 Appropriation from Retained Earnings 140,882 347.63% $ - $ - $ - $ 31,473 Total Non-Operating Sources $ 140,882 347.63% $ - $ - $ - $ 31,473 TOTAL TRANSFERS IN $ 140,882 347.63% $ 3,888,873 $ 4,001,231 $ 4,721,186 $ 4,513,696 TOTAL FUND REVENUES $ 4,746,951 5.17% 155 403-Revenues 8/28/2022 3:13 PM  403 SANITATION FUND - 1360 SOLID WASTE Actual Budget 2021-22 2022-23 % 2018-19 2019-20 2020-21 Adopted Adopted Change Personnel Services: 19.00 19.00 19.00 19.00 Number of Funded Employees (FTE's) 19.00 653,336 769,578 740,978 830,004 534-1200 Regular Salaries 859,871 3.60% 217 833 750 - 534-1201 Service Awards 20,200 100.00% 12,933 31,153 24,432 15,000 534-1400 Salaries - Overtime 15,000 0.00% 14,782 14,241 13,566 16,000 534-1401 Salaries - Overtime Holiday Worked 17,000 6.25% 37,409 46,834 45,573 47,326 534-2100 FICA Taxes 51,092 7.96% 8,749 10,953 10,658 11,068 534-2101 Medicare 11,949 7.96% 154,768 131,424 107,765 62,409 534-2200 Retirement Contributions 39,766 -36.28% 19,409 23,417 23,656 26,987 534-2204 Retirement Contributions - DC Plan 28,282 4.80% 157,476 176,357 180,645 201,683 534-2300 Dental, Life & Health Insurance 193,650 -3.98% - - - - 534- Def Comp 457 3,006 100.00% 46,770 39,534 35,910 56,638 534-2400 Worker's Compensation 57,729 1.93% $ 1,105,849 $ 1,244,324 $ 1,183,934 $ 1,267,115 Total Personnel Services $ 1,297,544 2.40% Operating Expenditures: 2,893 2,970 3,191 2,898 534-4100 Communication Services 2,684 -7.40% 17 35 6 135 534-4200 Postage 135 0.00% 7,382 2,801 1,079 4,700 534-4300 Utilities 4,841 3.00% 2,004 1,709 15,328 1,740 534-4400 Rentals & Leases 1,740 0.00% 1,038 686 667 780 534-4610 Maintenance Contracts 780 0.00% 277,198 274,926 336,197 248,000 534-4620 Vehicle Repair 248,000 0.00% - 10 18 200 534-4630 Equipment Repair 200 0.00% 813 35 566 900 534-4700 Printing & Binding 900 0.00% 312 748 397 800 534-5100 Office Supplies 1,000 25.00% 7,076 5,644 11,427 14,000 534-5200 Operating Supplies 16,000 14.29% 130,991 108,305 125,797 100,000 534-5204 Fuel & Oil 190,000 90.00% 2,869 2,700 2,432 2,970 534-5210 Uniform Expense 4,050 36.36% 625,137 593,848 667,247 633,155 534-5219 Landfill Fees - Commercial 660,640 4.34% 432,407 475,021 475,765 480,988 534-5220 Landfill Fees - Residential 494,730 2.86% 263,163 356,762 299,781 291,313 534-5222 Landfill Fees - Yard Waste 302,965 4.00% 31,268 31,456 21,532 41,350 534-5225 Sanitation Containers - Bulk 45,400 9.79% 15,629 (91) 13,530 14,400 534-5226 Sanitation Containers - Residential 16,800 16.67% 107 151 - 600 534-5233 Tools 600 0.00% 2,363 3,494 2,563 3,690 534-5234 Safety Supplies/Equipment 3,690 0.00% 223 223 223 223 534-5400 Books, Dues & Publications 223 0.00% - - - - 534-5500 Training 1,000 100.00% $ 1,802,890 $ 1,861,434 $ 1,977,746 $ 1,842,842 Total Operating Expenditures $ 1,996,378 8.33% Capital Outlay: 107,725 540,751 - - 534-6404 Trucks - 0.00% $ 107,725 $ 540,751 $ - $ - Total Capital Outlay $ - 0.00% Debt Service: Principal Payments - - - 39,941 517-7100 2018 Rev Note - Field Offc Complex-yr 4 of 19 41,470 3.83% Interest Expense - - - 45,059 517-7200 2018 Rev Note - Field Offc Complex-yr 4 of 19 43,530 -3.39% $ - $ - $ - $ 85,000 Total Debt Service $ 85,000 0.00% 3,016,464 3,646,509 3,161,680 3,194,956 TOTAL EXPENSES 3,378,922 5.76% 156 1360-Solid Waste 8/29/2022 4:25 PM SOLID WASTE Share of City Budget $3,378,922, 5.9% DESCRIPTION Solid Waste is responsible for the collection and disposal of garbage and yard waste. Residential garbage is collected curbside once per week, residential yard waste is collected curbside once per week, and commercial dumpsters are emptied as scheduled based on business needs. MISSION Maintain a sanitary environment with regular collection of residential and commercial solid waste. Actual YTD thru 03/31 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY23) 2018-19 2019-20 2020-21 2021-22 2021-22 2022-23 Promote Neighborhood Cleanups Household waste collections conducted 2 2 2 1 2 2  Issue Solid Waste Hauling RFP and award to vendor.  Develop and implement a plan to reduce or collect bulk household throughout the City. FUTURE GOALS (FY24 & FY25)  Continue to work with Fleet Operations on a schedule to replace aging and unreliable refuse equipment.  Research and Develop informational materials to increase and promote diversion methods for both residential and commercial customers. PRIOR YEAR ACCOMPLISHMENTS (FY22)  Renewed our current Debris Removal contract with DRC for an additional three (3) years.  Effectively trained new employees across all systems within Solid Waste on refuse equipment. 157  403 SANITATION FUND - 1370 RECYCLING Actual Budget 2021-22 2022-23 % 2018-19 2019-20 2020-21 Adopted Adopted Change Personnel Services: 1.00 1.00 1.00 1.00 Number of Funded Employees (FTE's) 1.00 36,073 40,197 41,423 43,922 534-1200 Regular Salaries 45,240 3.00% - 108 - 100 534-1201 Service Awards 1,200 1100.00% 42 1,324 1,257 200 534-1400 Salaries - Overtime 200 0.00% 1,526 1,415 1,244 1,920 534-1401 Salaries - Overtime Holiday Worked 1,920 0.00% 1,961 2,283 2,270 2,274 534-2100 FICA Taxes 2,690 18.31% 459 534 531 532 534-2101 Medicare 629 18.26% 20,723 18,917 8,008 - 534-2200 Retirement Contributions - 0.00% 1,182 2,196 534-2204 Retirement Contributions - DC Plan 2,262 3.01% 10,507 11,071 12,415 12,614 534-2300 Dental, Life & Health Insurance 7,694 -39.00% - - - - 534- Def Comp 457 1,357 100.00% 2,750 2,231 2,241 3,258 534-2400 Worker's Compensation 3,356 3.02% $ 74,041 $ 78,080 $ 70,571 $ 67,016 Total Personnel Services $ 66,549 -0.70% Operating Expenditures: - - - 100 534-3400 Other Services 100 0.00% 32,859 60,889 39,370 102,500 534-3421 TIP/Contamination Fees 62,500 -39.02% - - - 1,000 534-4000 Travel and Per Diem 1,000 0.00% 129 131 135 137 534-4100 Communication Services 131 -4.18% 27,168 13,239 13,727 26,500 534-4620 Vehicle Repair 26,500 0.00% - - - 2,000 534-4630 Equipment Repair 3,000 50.00% 356 - 195 500 534-4700 Printing & Binding 500 0.00% 751 2,330 2,542 3,500 534-5200 Operating Supplies 3,500 0.00% 7,057 5,958 9,419 7,000 534-5204 Fuel & Oil 8,400 20.00% 150 150 154 165 534-5210 Uniform Expense 165 0.00% - - - 14,315 534-5225 Sanitation Containers - Bulk 15,800 10.37% - - - 6,500 534-5226 Sanitation Containers - Residential 8,750 34.62% - - - 200 534-5233 Tools 200 0.00% 100 249 - 205 534-5234 Safety Supplies/Equipment 205 0.00% 150 150 150 150 534-5400 Books, Dues & Publications 150 0.00% - - - 350 534-5500 Training 350 0.00% $ 68,720 $ 83,096 $ 65,693 $ 165,122 Total Operating Expenditures $ 131,251 -20.51% 142,761 161,176 136,264 232,138 TOTAL EXPENSES 197,801 -14.79% 158 1370-Recycling 8/29/2022 4:28 PM CURBSIDE RECYCLING Share of City Budget $197,801, .03% DESCRIPTION Residential single-stream recycling is collected once per week with a provided 95 gal. curbside automated cart. Commercial dumpsters are available for single-stream recycling. MISSION Reduce the waste stream deposited in landfills. Actual YTD thru 03/31 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY23) 2018-19 2019-20 2020-21 2021-22 2021-22 2022-23 Promote Reduction of the Residential Waste Stream Single Stream Recycling Drop-Off Locations 0 1 0 0 0 0 Recycling Tonnage Collected 1375 1056 1535 731 1,500 1,500 Waste Stream Diverted from Landfills 60.0% 44.0% 70.5% 35.0% 17.0% 17.0% Promote Reduction of the Commercial Waste Stream Recycling Tonnage Collected 668 303 678 301 600 600 Waste Stream Diverted from Landfills 24.5% 17.0% 22.4% 10.1% 5.5% 5.5%  Issue Solid Waste RFP to include recycling transportation to a local MRF.  Continue to work with the PIO on the education and promotion of both residential and commercial recycling. FUTURE GOALS (FY24 & FY25)  Create and Deliver recycling infomercials through Facebook and Webpage for both commercial and residential customers for increased participation and diversion.  Continue to work with ECUA on extending our current contract to accept Single Stream Recycling. PRIOR YEAR ACCOMPLISHMENTS (FY22)  Continued with the enforcement of contaminated residential carts and removal as ncessary.  Added new commercial recycling customers through annexation which has increased diversion. 159  403 SANITATION FUND - 1500 NON-DEPARTMENTAL Actual Budget 2021-22 2022-23 % 2018-19 2019-20 2020-21 Adopted Adopted Change Personnel Services: 435 - 13,723 1,500 534-1216 Final Leave Pay 1,500 0.00% - 8,100 2,015 - 534-1250 Compensated Absences - 0.00% - 619 155 - 534-2150 FICA - Compensated Absences - 0.00% - - 27,403 - 534-2299 Actuarial Pension Expense - 0.00% $ 435 $ 8,719 $ 43,296 $ 1,500 Total Personnel Services $ 1,500 0.00% Operating Expenditures: 6,257 20,062 2,378 11,310 534-3100 Professional Srvcs - -100.00% - - - 500 534-4911 Holiday Gift Certificates 500 0.00% - 4,943 16,578 - 534-4924 Bad Debt Expense - 0.00% - - - 45,321 534-4995 Contingencies 45,321 0.00% - 360 896 910 534-5231 Computer Hardware/Software 390 -57.14% 286,165 234,617 271,520 - 534-5900 Depreciation - 0.00% - 380 285 - 534-5910 Depreciation on Contributed Capital - 0.00% $ 292,422 $ 260,362 $ 291,656 $ 58,041 Total Operating Expenditures $ 46,211 -20.38% Capital Outlay - - 417,911 240,000 534-6404 Trucks 372,221 55.09% $ - $ - $ 417,911 $ 240,000 Total Capital Outlay $ 372,221 55.09% Other Financing Activity (207,246) (540,751) (417,911) - 590-9900 Reclassify Capital Outlay - 0.00% 397,564 406,311 515,370 524,504 534-9901 Cost Allocation Reimbursement to General Fund 474,949 -9.45% 146,401 227,619 325,459 262,556 581-9102 Transfer to General Fund - Franchise Fee 275,348 4.87% $ 543,965 $ 633,930 $ 840,829 $ 787,060 Total Other Financing Activity $ 750,297 -4.67% $ 836,822 $ 903,011 $ 1,593,693 $ 1,086,601 TOTAL EXPENSES $ 1,170,229 7.70% 20.00 20.00 - 20.00 Number of Funded Employees (FTE's) 20.00 0.00% 3,018,414 3,734,527 3,161,680 3,194,956 Solid Waste 3,378,922 5.76% 142,898 161,176 136,264 232,138 Recycling 197,801 -14.79% 836,822 903,011 1,593,693 1,086,601 Non-Departmental 1,170,229 7.70% (107,725) (540,751) (417,911) - Reclassification of Capital Outlay - 0.00% $ 3,890,409 $ 4,257,964 $ 4,473,726 $ 4,513,696 TOTAL FUND EXPENSES $ 4,746,952 5.17% $ (1,536) $ (256,733) $ 247,460 $ - NET REVENUE / (EXPENSE) $ (0) 0.00% 160 1500-NonDept_403 8/30/2022 7:34 AM  Stormwater Fund The Stormwater Fund encompasses 1.93% of the City’s activities and services and accounts for stormwater management operations that are financed and operated in a manner similar to a private business – where the intent is that the cost (expenses, including depreciation) of providing the services be financed and recovered through user charges. This fund accounts for stormwater, storm drainage, and water quality initiatives. Revenue Highlights $1,800,000 Budget. $1,600,000 $ Change % Change ……2022-23 $1,400,000 Charges for Services $1,034,769 7,356 0.7% $1,200,000 Intergov’t Revenue 0 (200,000) (100)% $1,000,000 Interest,Other & Approp 61,288 (437,548) (719.8)% $800,000 $1,096,057 (630,192) (57.5)% $600,000 $400,000 $200,000 $0 Actual Actual Budget Budget Budget 2018-19 2019-20 2020-21 2021-22 2022-23 Intergov't Revenue Charges for Services Interest & Other Interfund Transfers Appropriations  A new five-year utility rate study was implemented on October 2020; for FY2022-23, Year 3 of the rate study will be implemented with no changes to the Stormwater User Fees. The implementation makes sure the required rates are in place to generate sufficient revenue to sustain renewal and replacement reserves and account for debt service requirements. Expenditure Highlights $1,800,000 $1,600,000 Budget. $1,400,000 ……2022-23. $ Change % Change Personal Services $398,583 20,861 5.2% $1,200,000 $1,000,000 Operations & Maintenance 291,321 (6,781) (2.3)% $800,000 Capital Outlay/Imprvmt 0 (600,900) (100)% $600,000 Debt Service 136,000 0 0.0% $400,000 Interfund Transfer 270,153 (43,372) (16.1)% $200,000 Replenish Reserves 0 0 0.0.% $0 $1,096,057 (630,192) (57.5)% Actual Actual Budget Budget Budget 2018-19 2019-20 2020-21 2021-22 2022-23 Personal Services Operations & Maintenance Capital Outlay/Imprvmt Debt Service Interfund Transfers Replenish Reserves *Expenses shown on a cash basis, exclusive of reclassifications for the audited financial statements.*  The decrease in Capital Outlay is due to CIPs already allocated and set for construction/design for Stormwater Drainage Improvements on Cecelia Drive NW and for the Design of Regional Stormwater Management Facilities in the Mar Walt Drive Area and the CTP (both funded via State grants). 161  405 STORMWATER FUND - REVENUES Actual Budget 2021-22 2022-23 % 2018-19 2019-20 2020-21 Adopted Adopted Change 585,090 585,811 585,561 581,481 1380-343-7001 Stormwater Management Fee - Residential 586,653 0.89% 442,220 449,222 449,966 445,932 1380-343-7101 Stormwater Management Fee - Commercial 448,116 0.49% $ 1,027,310 $ 1,035,033 $ 1,035,528 $ 1,027,413 Total Stormwater Operations $ 1,034,769 0.72% $ 1,027,310 $ 1,035,033 $ 1,035,528 $ 1,027,413 TOTAL CHARGES FOR SERVICES $ 1,034,769 0.72% 4,480 155,440 - 200,000 15XX-334-3600 State Grants - -100.00% $ 4,480 $ 155,440 $ - $ 200,000 Total State Grants $ - -100.00% $ 4,480 $ 155,440 $ - $ 200,000 TOTAL INTERGOVERNMENTAL REVENUE $ - -100.00% 21,209 15,465 9,295 500 1500-361-1000 Interest Income 500 0.00% $ 21,209 $ 15,465 $ 9,295 $ 500 Total Interest Income $ 500 0.00% $ 21,209 $ 15,465 $ 9,295 $ 500 TOTAL INTEREST & OTHER REVENUES $ 500 0.00% - - - 498,335 1600-389-9300 Appropriation from Retained Earnings 60,784 -87.80% $ - $ - $ - $ 498,335 Total Non-Operating Sources $ 60,784 -87.80% $ - $ - $ - $ 498,335 TOTAL TRANSFERS IN $ 60,784 -87.80% $ 1,052,999 $ 1,205,939 $ 1,044,823 $ 1,726,249 TOTAL FUND REVENUES $ 1,096,057 -36.51% 162 405-Revenues 8/28/2022 3:15 PM  405 STORMWATER FUND - 1380 STORMWATER Actual Budget 2021-22 2022-23 % 2018-19 2019-20 2020-21 Adopted Adopted Change Personnel Services: 6.00 6.00 6.00 6.00 Number of Funded Employees (FTE's) 6.00 183,197 201,371 212,331 246,490 538-1200 Regular Salaries 257,204 4.35% - 408 - - 538-1201 Service Awards 5,200 100.00% 600 - - - 538-1202 Incentive/Merit Pay - 0.00% 1,021 4,471 1,223 1,000 538-1400 Salaries - Overtime 1,500 50.00% 10,575 12,161 12,720 14,560 538-2100 FICA Taxes 15,267 4.86% 2,473 2,844 2,975 3,405 538-2101 Medicare 3,570 4.85% 46,840 41,430 36,865 20,803 538-2200 Retirement Contributions 13,255 -36.28% 3,686 4,269 6,105 8,377 538-2204 Retirement Contributions - DC Plan 8,856 5.72% 29,763 40,693 51,400 60,970 538-2300 Dental, Life & Health Insurance 70,232 15.19% 19,244 14,488 14,040 21,617 538-2400 Worker's Compensation 22,999 6.39% $ 297,399 $ 322,135 $ 337,659 $ 377,221 Total Personnel Services $ 398,083 5.53% Operating Expenditures: 8,440 - 100 50,000 538-3100 Professional Services 50,000 0.00% - - 788 680 538-3102 Employee Physicals & Immunizations 680 0.00% 38,749 40,780 42,949 72,694 538-3400 Other Services 74,694 2.75% - - - 602 538-4000 Travel and Per Diem 602 0.00% 2,069 2,143 2,033 2,082 538-4100 Communication Services 2,296 10.30% 20 - - 10 538-4200 Postage 10 0.00% 1,046 316 - 7,538 538-4300 Utilities 7,764 3.00% 3,970 7,998 - 55,400 538-4400 Rentals & Leases 51,400 -7.22% 13,143 8,822 8,533 10,415 538-4620 Vehicle Repair 10,415 0.00% 6,811 8,203 4,760 9,700 538-4630 Equipment Repair 6,500 -32.99% 33,719 1,330 10,609 29,695 538-4680 Plant & System Repair 29,695 0.00% 45 81 97 300 538-5100 Office Supplies 300 0.00% 2,741 4,687 2,296 21,368 538-5200 Operating Supplies 5,000 -76.60% 13,386 12,259 12,180 12,875 538-5204 Fuel & Oil 19,313 50.00% 646 308 576 810 538-5210 Uniform Expense 1,350 66.67% 1,356 4,014 1,832 3,551 538-5233 Tools 2,000 -43.68% 1,215 1,190 1,364 1,980 538-5234 Safety Programs/Supply 2,000 1.01% 1,630 3,557 6,334 5,500 538-5300 Road Materials & Supplies 6,000 9.09% 650 650 650 650 538-5400 Books, Dues, & Publications 8,638 1228.92% 1,409 - 326 1,920 538-5500 Training 2,330 21.35% - (10,777) (3,834) - 538-9905 Capitalized Costs Allocation - Labor - 0.00% - (5,638) (1,893) - 538-9906 Capitalized Costs Allocation - Benefits - 0.00% - (2,363) (377) - 538-9907 Capitalized Costs Allocation - Overhead - 0.00% $ 131,045 $ 77,560 $ 89,320 $ 287,770 Total Operating Expenditures $ 280,987 -2.36% Capital Outlay: 4,336 5,285 - - 538-6402 Equipment - 0.00% 36,548 62,566 79,601 - 538-6404 Trucks - 0.00% $ 40,884 $ 67,851 $ 79,601 $ - Total Capital Outlay $ - 0.00% Capital Improvements Program: 21,589 24,455 - 600,000 5019 - Storm Drainage Improvement - -100.00% 4,480 883,905 7,555 - 538-6358 Install Storm Drainage - 0.00% $ 26,069 $ 908,360 $ 7,555 $ 600,000 Total Capital Improvements Program $ - -100.00% Debt Service - - - 63,905 517-7100 Principal Payments 66,353 3.83% 2018 Rev Note - Field Offc Complex-yr 4 of 19 - - 1 72,095 517-7200 Interest Expense 69,647 -3.39% 163 1380-Stormwater 8/29/2022 4:31 PM  405 STORMWATER FUND - 1380 STORMWATER Actual Budget 2021-22 2022-23 % 2018-19 2019-20 2020-21 Adopted Adopted Change 2018 Rev Note - Field Offc Complex-yr 4 of 19 $ - $ - $ 1 $ 136,000 Total Debt Service $ 136,000 0.00% $ 495,397 $ 1,375,905 $ 514,137 $ 1,400,991 TOTAL EXPENSES $ 815,070 -41.82% 164 1380-Stormwater 8/29/2022 4:31 PM STORMWATER Share of City Budget $815,070, 1.4% DESCRIPTION The Stormwater Division maintains 35 miles of storm drain, 11 retention ponds, and over 1,300 curb and surface inlets. Stormwater management helps to ensure the health and safety of citizens while meeting State and Federal regulations. MISSION Improve and preserve natural water quality, comply with existing and upcoming regulatory requirements, and improve operation and management of existing stormwater infrastructure. Actual YTD thru 03/31 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY23) 2018-19 2019-20 2020-21 2021-22 2021-22 2022-23 Improve Water Quality City Streets Swept at Least Once per Month 27% 46% 25% 17% 97% 97% Cubic Yards of Debris Removed from Stormwater Separators 3 0 8 1 8 8 Improve Stormwater Infrastructure Linear Feet of New Stormwater Pipe Installed 0 0 0 0 0 0 Linear Feet of Stormwater Pipe Replaced 28 1914 220 0 360 575 Stormwater Line System Replaced 0.01% 0.87% 0.10% 0.00% Ensure Capital Projects are Completed On-Time & Within Budget Capital Projects Completed On-Time 100% 100% 100% Annual Measure 100% 100% Capital Projects Completed Within Budget 100% 100% 100% Annual Measure 100% 100%  Implement water quality improvements.  Sweep every City street at least once per month.  Maintain the current amount of debris removed from stormwater separators through regular collection schedule.  Replace failing corrugated metal pipe at various locations throughout the City.  Provide Stormwater improvements as identified in the City's Stormwater Master Plan. FUTURE GOALS (FY24 & FY25)  Develop a 5- and 10-year CIP to replace all corrugated metal stormwater pipe throughout the City.  Comply with federally-mandated National Pollutant Discharge Elimination System (NPDES) permit requirements. Pursue funding alternatives to complete major capital projects related to the stormwater system based on the completion of the Stormwater  Master Plan, including SRF loans, bonds, and/or rate increases. PRIOR YEAR ACCOMPLISHMENTS (FY22)  Continuous maintenance of drainage ditches throughout the City.  Completed the oyster reef living shoreline at Liza Jackson Park.  Completed Stormwater replacement from 16 Memorial Parkway NW to Oakland Circle NW. 165  405 STORMWATER FUND - 1500 NON-DEPARTMENTAL Actual Budget 2021-22 2022-23 % 2018-19 2019-20 2020-21 Adopted Adopted Change Personnel Services: - - 1,381 500 538-1216 Final Leave Pay 500 0.00% - 3,392 2,267 - 538-1250 Compensated Absences - 0.00% - 258 172 - 538-2150 FICA - Compensated Absences - 0.00% - - 37,512 - 538-2299 Acturial Pension Expense - 0.00% $ - $ 3,650 $ 41,332 $ 500 Total Personnel Services $ 500 0.00% Operating Expenditures: 3,995 11,636 528 - 538-3100 Professional Services - 0.00% - - - 125 538-4911 Holiday Gift Certificates 125 0.00% - 2,842 4,857 - 538-4924 Bad Debt Expense - 0.00% - - - 9,817 538-4995 Contingencies 9,817 0.00% - 720 - 390 538-5231 Computer Hardware/Software 390 0.00% 159,843 201,006 410,092 - 538-5900 Depreciation - 0.00% $ 163,838 $ 216,204 $ 415,477 $ 10,332 Total Operating Expenditures $ 10,332 0.00% Capital Outlay - - - 900 538-6420 Computer Hardware/Software - -100.00% $ - $ - $ - $ 900 Total Capital Outlay $ - -100.00% Other Financing Activity (66,954) (976,211) (87,157) - 590-9900 Reclassify Capital Outlay - 0.00% 168,507 172,214 226,003 229,875 538-9901 Cost Allocation Reimbursement to General Fund 208,037 -9.50% 58,251 60,816 196,228 83,650 581-9102 Transfer to General Fund - Franchise Fee 62,116 -25.74% $ 159,804 $ (743,181) $ 335,074 $ 313,525 Total Other Financing Activity $ 270,153 -13.83% $ 323,642 $ (523,327) $ 791,883 $ 325,257 TOTAL EXPENSES $ 280,985 -13.61% 6.00 6.00 6.00 6.00 Number of Funded Employees (FTE's) 6.00 0.00% 448,860 1,516,735 517,137 1,400,991 Stormwater 815,070 -41.82% 390,596 452,884 791,883 325,257 Non-Departmental 280,985 -13.61% (66,954) (976,211) (87,157) - Reclassification of Capital Outlay - 0.00% $ 772,502 $ 993,409 $ 1,221,863 $ 1,726,249 TOTAL FUND EXPENSES $ 1,096,057 -36.51% $ 146,589 $ 212,531 $ (177,040) $ - NET REVENUE / (EXPENSE) $ 0 0.00% 166 1500-NonDept_405 8/30/2022 7:36 AM  Beal Memorial Cemetery Fund The Beal Memorial Cemetery Perpetual Care Fund encompasses 0.01% 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 $1,600,000 Budget. $1,400,000 …… 2022-23 $ Change % Change $1,200,000 Interest & Other 300 0 0% $1,000,000 Interfund Transfers In 84,697 (300,320) (354.6)% $800,000 $84,997 (300,320) (353.3)% $600,000 $400,000 $200,000 $0 Actual Actual Budget Budget Budget 2018-19 2019-20 2020-21 2021-22 2022-23 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 $450,000 $400,000 Budget. $350,000 2021-22 …… $ Change % Change Operations & Maintenance 14,919 0 0% $300,000 $250,000 Interfund Transfers 49,680 (300,320) (604.5)% $200,000 Replenish Reserves 20,398 0 0% $150,000 $84,997 (300,320) (353.3)% $100,000 $50,000 $0 Actual Actual Budget Budget Budget 2018-19 2019-20 2020-21 2021-22 2022-23 Operations & Maintenance Interfund Transfers Replenish Reserves  Operations & maintenance includes the annual investment portfolio management fee.  The decrease in interfund transfers is a result funds being allocated in the GF for construction of projects. 167  602 BEAL MEMORIAL CEMETERY CARE FUND Actual Budget 2021-22 2022-23 % 2018-19 2019-20 2020-21 Adopted Adopted Change 284 279 73 300 1500-361-1000 Interest Income 300 0.00% 70,576 66,711 65,718 - 1500-361-2000 Dividend Income - 0.00% (337,562) 210,396 296,601 - 1500-361-3000 Unrealized Gain/(Loss) - 0.00% 396,378 34,869 300,404 - 1500-361-4000 Realized Gain/(Loss) - 0.00% $ 129,676 $ 312,256 $ 662,796 $ 300 Total Interest Income $ 300 0.00% $ 129,676 $ 312,256 $ 662,796 $ 300 TOTAL INTEREST & OTHER REVENUES $ 300 0.00% 32,070 28,676 55,167 35,017 2200-381-0100 Transfer from General Fund 38,400 9.66% $ 32,070 $ 28,676 $ 55,167 $ 35,017 Total Interfund Transfers $ 38,400 9.66% - - - 350,000 1600-389-9100 Appropriation from Fund Balance 46,297 -86.77% $ - $ - $ - $ 350,000 Total Non-Operating Sources $ 46,297 -86.77% $ 32,070 $ 28,676 $ 55,167 $ 385,017 TOTAL TRANSFERS IN $ 84,697 -78.00% $ 161,747 $ 340,932 $ 717,963 $ 385,317 TOTAL FUND REVENUES $ 84,997 -77.94% Operating Expenditures: 15,168 9,877 15,413 14,919 2200-539-3100 Professional Services 14,919 0.00% $ 15,168 $ 9,877 $ 15,413 $ 14,919 Total Operating Expenditures $ 14,919 0.00% Other Financing Activity: - - - 350,000 1600-581-9102 Transfer to General Fund 49,680 -85.81% - - - 20,398 1600-581-9920 Reserve for Future Cemetery Perpetual Care 20,398 0.00% $ - $ - $ - $ 370,398 Total Other Financing Activity $ 70,078 -81.08% $ 15,168 $ 9,877 $ 15,413 $ 385,317 TOTAL FUND EXPENSES $ 84,997 -77.94% $ 146,579 $ 331,056 $ 702,550 $ - NET REVENUE / (EXPENSE) $ - 0.00% 41,714,146 47,231,660 - 52,861,351 CITYWIDE REVENUES 56,767,451 7.39% 41,714,146 47,231,660 - 52,861,351 CITYWIDE EXPENSES 56,767,451 7.39% $ - $ - $ - $ - NET CITYWIDE REVENUE / (EXPENSE) $ (0) 0.00% 168 602-Beal 8/28/2022 3:30 PM IT Replacement Program The City’s Information Technology Replacement Program (ITRP) is a planning and budgeting tool that serves as a guide for efficient and effective replacement of computers, laptops, tablets, and servers. The FY 2022-23 budget is the seventh year of the schedule. Future years’ funding requirements are identified, but are not authorized. REPLACEMENT SCHEDULE Desktop Computer 5 years Office Laptop 5 years Patrol Laptop 5 years Tablet/IPAD 3 years Server 5 years Software will be upgraded in conjunction with hardware replacements. However, it is each division’s responsibility to budget for the replacement of peripherals such as keyboards, monitors, and printers as needed. City of Fort Walton Beach, FL 169  FY2023 FY2024 FY2025 FY2026 FY2027 Fund # ‐ Dept # ‐ Dept Name Device Model Purchased Total SW23 HW23 SW24 HW24 SW25 HW25 SW26 HW26 SW27 HW27 001‐0100‐City Council CCS1‐10 Latitude 3490 FY 2019 1 635 001‐0100‐City Council CCS2‐10 Latitude 3490 FY 2019 1 635 001‐0100‐City Council CCS3‐10 Latitude 3490 FY 2019 1 635 001‐0100‐City Council CCS4‐10 Latitude 3490 FY 2019 1 635 001‐0100‐City Council CCS5‐10 Latitude 3490 FY 2019 1 635 001‐0100‐City Council CCS6‐10 Latitude 3490 FY 2019 1 635 001‐0100‐City Council CCS7‐10 Latitude 3490 FY 2019 1 635 001‐0100‐City Council CCSMayor‐10 Latitude 3490 FY 2019 1 635 001‐0100‐City Council CCIQM2A‐10 OptiPlex 3060 FY 2019 1 910 001‐0100‐City Council CCIQM2B‐10 OptiPlex 3060 FY 2019 1 910 001‐0100‐City Council DRynearson10 OptiPlex 3060 FY 2019 1 910 001‐0200‐City Manager DRainer10‐T | Surface Pro 3 ‐ PIO Not Replacing 3rd Gen FY 2015 1 001‐0200‐City Manager iPad ‐ CM 3rd Gen FY 2012 1 001‐0200‐City Manager iPad ‐ PIO 3rd Gen FY 2012 1 001‐0200‐City Manager Surface Pro 3 ‐ CM Not Replacing 3rd Gen FY 2015 1 001‐0200‐City Manager MBeedie10 OptiPlex 3080 FY 2021 1 910 001‐0200‐City Manager Chief of Staff (was CJones10) Optiplex 3070 FY 2020 1 910 001‐0200‐City Manager PIO/PRM (was DRainer10) Optiplex 3080 FY 2021 1 910 001‐0200‐City Manager CCTech10 (was FWBTVXP) Optiplex 3040 FY 2016 1 910 001‐0300‐Administrative Services JDittmer10 OptiPlex 3080 FY 2021 1 910 001‐0300‐Administrative Services TFranxman10 Optiplex 3070 FY 2020 1 910 001‐0300‐Administrative Services DMattingly10 (was JHofstetter10) OptiPlex 3050 FY 2017 1 001‐0300‐Administrative Services HRFront10 OptiPlex 3060 FY 2019 1 0 910 001‐0300‐Administrative Services HR Generalist (was SOldnettle10) OptiPlex 3060 FY 2019 1 0 910 Wi‐Fi Access Point | Landing Park (never ordered in FY18, 001‐0320‐Information Technology Aruba 134 FY 2013 1 1000 pending new project) Wi‐Fi Access Point | Landing Park (never ordered in FY18, 001‐0320‐Information Technology Aruba 134 FY 2013 1 1000 pending new project) 001‐0320‐Information Technology Wi‐Fi Access Point | City Hall ‐ City Clerk Aruba IAP‐305 FY 2019 1 580 001‐0320‐Information Technology Wi‐Fi Access Point | City Hall ‐ Finance Aruba IAP‐305 FY 2019 1 580 001‐0320‐Information Technology Wi‐Fi Access Point | City Hall ‐ IT Aruba IAP‐305 FY 2019 1 580 001‐0320‐Information Technology Wi‐Fi Access Point | City Hall Annex Aruba IAP‐305 FY 2019 1 580 001‐0320‐Information Technology Wi‐Fi Access Point | Council Chambers Aruba IAP‐305 FY 2019 1 580 001‐0320‐Information Technology Wi‐Fi Access Point | Field Office Complex, Bldg A Aruba IAP‐305 FY 2019 1 580 001‐0320‐Information Technology Wi‐Fi Access Point | Field Office Complex, Bldg A Aruba IAP‐305 FY 2019 1 580 001‐0320‐Information Technology Wi‐Fi Access Point | Field Office Complex, Bldg A Aruba IAP‐305 FY 2019 1 580 001‐0320‐Information Technology Wi‐Fi Access Point | Field Office Complex, Bldg A Aruba IAP‐305 FY 2019 1 580 001‐0320‐Information Technology Wi‐Fi Access Point | Field Office Complex, Bldg A Aruba IAP‐305 FY 2019 1 580 001‐0320‐Information Technology Wi‐Fi Access Point | Field Office Complex, Bldg A Aruba IAP‐305 FY 2019 1 580 001‐0320‐Information Technology Wi‐Fi Access Point | Field Office Complex, Bldg A Aruba IAP‐305 FY 2019 1 580 001‐0320‐Information Technology Wi‐Fi Access Point | Field Office Complex, Bldg A Aruba IAP‐305 FY 2019 1 580 001‐0320‐Information Technology Wi‐Fi Access Point | Field Office Complex, Bldg A Aruba IAP‐305 FY 2019 1 580 Wi‐Fi Access Point | Field Office Complex, Bldg A (not 001‐0320‐Information Technology Aruba IAP‐305 FY 2019 1 580 deployed yet) 170 001‐0320‐Information Technology Wi‐Fi Access Point | Fire Dept. 6 AP1 Aruba IAP‐305 FY 2019 1 580 001‐0320‐Information Technology Wi‐Fi Access Point | Fire Dept. 6 AP2 Aruba IAP‐305 FY 2019 1 580 001‐0320‐Information Technology Wi‐Fi Access Point | Fire Dept. 6 AP3 Aruba IAP‐305 FY 2019 1 580 001‐0320‐Information Technology Wi‐Fi Access Point | Fire Dept. 7 AP1 Aruba IAP‐305 FY 2019 1 580 001‐0320‐Information Technology Wi‐Fi Access Point | Golf Club Aruba IAP‐305 FY 2019 1 580 001‐0320‐Information Technology Wi‐Fi Access Point | Museum Aruba IAP‐305 FY 2019 1 580 001‐0320‐Information Technology Wi‐Fi Access Point | Police ‐ 1 Aruba IAP‐305 FY 2019 1 580 001‐0320‐Information Technology Wi‐Fi Access Point | Police ‐ 2 Aruba IAP‐305 FY 2019 1 580 001‐0320‐Information Technology Wi‐Fi Access Point | Police ‐ 3 Aruba IAP‐305 FY 2019 1 580 001‐0320‐Information Technology Wi‐Fi Access Point | Police ‐ 4 Aruba IAP‐305 FY 2019 1 580 001‐0320‐Information Technology Wi‐Fi Access Point | Recreation Center ‐ 1 Aruba IAP‐305 FY 2019 1 580 001‐0320‐Information Technology Wi‐Fi Access Point | Recreation Center ‐ 2 Aruba IAP‐305 FY 2019 1 580 001‐0320‐Information Technology Wi‐Fi Access Point | Recreation Center ‐ 3 Aruba IAP‐305 FY 2019 1 580 001‐0320‐Information Technology Wi‐Fi Access Point | Recreation Center ‐ 4 Aruba IAP‐305 FY 2019 1 580 001‐0320‐Information Technology Wi‐Fi Access Point | Recreation Center ‐ 5 Aruba IAP‐305 FY 2019 1 580 001‐0320‐Information Technology Wi‐Fi Access Point | Field Office Complex, Bldg B Aruba IAP‐375 FY 2020 1 750 001‐0320‐Information Technology Wi‐Fi Access Point | Field Office Complex, Bldg B Aruba IAP‐375 FY 2020 1 750 001‐0320‐Information Technology Network Switch | City Hall (Ring Switch) HPE Aruba 3810M 48 Port (JL074A) FY 2020 1 4500 001‐0320‐Information Technology Network Switch | City Hall (Overflow) HPE Aruba 2930F 48 Port (JL256A) FY 2020 1 2900 001‐0320‐Information Technology Network Switch | City Hall Annex (Overflow) HPE Aruba 2930F 48 Port (JL256A) FY 2020 1 2900 001‐0320‐Information Technology Network Switch | Library HP Aruba 3810M 24 Port (JL073A) FY 2020 1 2500 Network Switch | 24PT Cisco Switch Library (Received from OBCC on 001‐0320‐Information Technology 3560 24 pt Catalyst FY 2018 1 3‐29‐18) Network Switch | 48PT Cisco Switch Library (Received from OBCC on 001‐0320‐Information Technology 3560 48 pt Catalyst FY 2018 1 3‐29‐18) 001‐0320‐Information Technology Network Switch | Police Dept. 1st Floor HPE Aruba 3810M 48 Port (JL074A) FY 2020 1 4500 001‐0320‐Information Technology Network Switch | Police Dept. 1st Floor HPE Aruba 2930F 24 Port (JL255A) FY 2020 1 1700 001‐0320‐Information Technology Network Switch | Police Dept. 1st floor HPE Aruba 2930F 24 Port (JL255A) FY 2020 1 1700 001‐0320‐Information Technology Network Switch | Police Dept. 1st floor HPE Aruba 2930F 24 Port (JL255A) FY 2020 1 1700 001‐0320‐Information Technology Network Switch | Police Dept. 2nd floor HPE Aruba 2930F 48 Port (JL256A) FY 2020 1 2900 001‐0320‐Information Technology Network Switch | Virtual Server Infrastructure, Switch 1 of 2 Dell EMC Switch S4128T‐ON FY 2020 1 7400 001‐0320‐Information Technology Network Switch | Virtual Server Infrastructure, Switch 2 of 2 Dell EMC Switch S4128T‐ON FY 2020 1 7400 001‐0320‐Information Technology Network Switch | Fire Station 6 HPE Aruba 2930F 24 Port (JL255A) FY 2020 1 1700 001‐0320‐Information Technology Network Switch | Field Office Complex, Bldg A HPE Aruba 2930F 48 Port (JL256A) FY 2020 1 2900 001‐0320‐Information Technology Network Switch | Field Office Complex, Bldg A HPE Aruba 2930F 48 Port (JL256A) FY 2020 1 2900 001‐0320‐Information Technology Network Switch | Field Office Complex, Bldg A HPE Aruba 2930F 48 Port (JL256A) FY 2020 1 2900 001‐0320‐Information Technology Network Switch | Field Office Complex, Bldg A HPE Aruba 2930F 48 Port (JL256A) FY 2020 1 2900 001‐0320‐Information Technology Network Switch | Field Office Complex, Bldg A HPE Aruba 2930F 48 Port (JL256A) FY 2020 1 2900 001‐0320‐Information Technology Network Switch | Field Office Complex, Bldg A HPE Aruba 2930F 48 Port (JL256A) FY 2020 1 2900 001‐0320‐Information Technology Network Switch | Field Office Complex, Bldg A HPE Aruba 2930F 24 Port (JL255A) FY 2020 1 1700 001‐0320‐Information Technology Network Switch | Field Office Complex, Bldg B HPE Aruba 2540 24 Port (JL356A) FY 2020 1 1400 001‐0320‐Information Technology Network Switch | Fire Station 7 HP Aruba 3810M 24 Port (JL073A) FY 2020 1 2500 001‐0320‐Information Technology Network Switch | Golf Club Main Building HP Aruba 3810M 24 Port (JL073A) FY 2020 1 2500 001‐0320‐Information Technology Network Switch | Recreation Center HPE Aruba 3810M 48 Port (JL074A) FY 2020 1 4500 001‐0320‐Information Technology Network Firewall | Police Dept. 1st Floor ‐ ASA Fortigate 100E FY 2020 1 2600 171 001‐0320‐Information Technology Network Firewall | Beal Memorial Cemetery ‐ ASA Fortigate 60E FY 2020 1 850 001‐0320‐Information Technology Network Firewall | Museum ‐ ASA Fortigate 60E FY 2020 1 850 Network Firewall | Landing Park (never purchased in FY18, 001‐0320‐Information Technology Cisco 881 FY 2013 1 pending new project) 001‐0320‐Information Technology Network Storage | Virtual Server Infrastructure Storage Array SCv3020 FY 2020 1 31000 001‐0320‐Information Technology Server ‐ FWB‐OSSIU‐N R310 1/1/2008 1 001‐0320‐Information Technology Server ‐ Virtual Server Host 1 R640 FY 2020 1 25000 001‐0320‐Information Technology Server ‐ Virtual Server Host 2 R640 FY 2020 1 25000 001‐0320‐Information Technology Server ‐ Virtual Server Host 3 R640 FY 2020 1 25000 001‐0320‐Information Technology Server ‐ FWB‐GISSRV (FWBGISTEST) R710 FY 2017 1 7200 001‐0320‐Information Technology Server ‐ FWBGISW R710 FY 2017 1 11000 001‐0320‐Information Technology Server ‐ FWB‐OSSIC R710 11/1/2010 1 001‐0320‐Information Technology Server ‐ FWB‐OSSIR R710 11/1/2010 1 001‐0320‐Information Technology Server ‐ FWBGIS R720 FY 2013 1 6000 001‐0320‐Information Technology iPad Pro ‐ IT Manager iPad Pro (10.5‐inch) FY 2018 1 900 001‐0320‐Information Technology RSchumann10 OptiPlex 3050 FY 2022 1 1000 001‐0320‐Information Technology RSchumann11‐L Surface Laptop 4 FY 2022 1 1500 001‐0320‐Information Technology CFaith10 OptiPlex 3080 FY 2021 1 1000 001‐0320‐Information Technology CFaith10‐L Latitude 5580 FY 2018 1 1500 001‐0320‐Information Technology PSmith10 OptiPlex 3070 FY 2020 1 290 1000 001‐0320‐Information Technology PSmith10‐L XPS 13 7390 FY 2020 1 0 1500 001‐0320‐Information Technology JBroadus10 OptiPlex 5080 FY 2021 1 0 1000 001‐0320‐Information Technology JBroadus10‐L Latitude 5480 FY 2022 1 1500 001‐0320‐Information Technology JRoche10 OptiPlex 3050 FY 2022 1 1000 001‐0320‐Information Technology JRoche10‐L XPS 13 7390 FY 2020 1 0 1500 001‐0320‐Information Technology Firewall | Sewer Plant ‐ ASA ASA5505 FY 2008 1 001‐0320‐Information Technology Server ‐ Coban retiring 1‐18 taser implementation Custom 5/29/2009 1 001‐0320‐Information Technology Server ‐ FWB‐TEST Custom 1/1/2010 1 SWilson8 (used for PD TAW reports / not on cycle / will use 001‐0320‐Information Technology Optiplex 3050 FY 2016 1 hand me down ) 001‐0320‐Information Technology Server ‐ FWB‐Exchange (Replaced with Office 365) R710 8/23/2011 1 Server ‐ FWB‐Kronos (Consolidated to new server 001‐0320‐Information Technology R710 FY 2020 1 infrastructure FY20 via half‐cent tax funds) Server ‐ FWB‐Prox‐DMZ (Consolidated to new server 001‐0320‐Information Technology R710 FY 2011 1 infrastructure FY20 via half‐cent tax funds) Server ‐ FWB‐VM (Consolidated to new server infrastructure 001‐0320‐Information Technology R710 4/17/2012 1 FY20 via half‐cent tax funds) Server ‐ PD‐VMWare (Consolidated to new server 001‐0320‐Information Technology R710 FY 2012 1 infrastructure FY20 via half‐cent tax funds) Server ‐ FWB‐Main (Consolidated to new server infrastructure 001‐0320‐Information Technology R720 FY 2014 1 FY20 via half‐cent tax funds) 001‐0320‐Information Technology Server ‐ IBS T310 12/17/2010 1 Network Switch | Engineering Field Office / dept consolidated 001‐0320‐Information Technology WS‐C2960‐24LC‐S FY 2012 1 to the new FOC 001‐0320‐Information Technology City Garage ‐ Switch WS‐C2960C‐12PC‐L FY 2012 1 Network Switch | Sanitation Building / dept consolidated to 001‐0320‐Information Technology WS‐C2960C‐12PC‐L FY 2012 1 the new FOC 001‐0320‐Information Technology Network Switch | Recreation Center WS‐C2960X‐48LPD‐L FY 2015 1 Network Switch | City Warehouse / dept consolidated to the 001‐0320‐Information Technology WS‐C3560G‐24TS‐E FY 2011 1 new FOC Network Switch | Service Maintenance / dept consolidated to 001‐0320‐Information Technology WS‐C3560V2‐24TS‐E FY 2011 1 the new FOC 001‐0320‐Information Technology iPad ‐ City Clerk ‐ WENT TO IT 4th Gen 2013‐03 1 001‐0320‐Information Technology Cisco Wireless Controller (PD1st Floor, not replacing) AIR‐CT2504‐K9 FY 2015 1 172 001‐0400‐City Clerk KBarnes10 OptiPlex 3060 FY 2019 1 910 001‐0400‐City Clerk AFord10 OptiPlex 3080 FY 2021 1 910 001‐0400‐City Clerk Laserfiche10 OptiPlex 3050 FY 2022 1 910 001‐0400‐City Clerk IQM2 Encoder Optiplex 5080 FY 2021 1 1000 001‐0400‐City Clerk Surface Pro 3 ‐ City Clerk Not being replaced 3rd Gen FY 2015 1 001‐0500‐Finance JLacayo10 (already has a 3080 from prev batch) OptiPlex 3080 FY 2021 1 910 001‐0500‐Finance JLacayo10‐L Surface Pro 7 FY 2021 1 1200 001‐0500‐Finance MSchumacher10 OptiPlex 3060 FY 2019 1 0 910 001‐0500‐Finance MSchumacher10‐L Surface Pro 7 FY 2021 1 1200 001‐0500‐Finance CGodwin10 OptiPlex 3050 FY 2022 1 910 001‐0500‐Finance JPTaylor10 OptiPlex 3060 FY 2019 1 0 910 001‐0500‐Finance KBlatz10 OptiPlex 3070 FY 2020 1 0 910 001‐0500‐Finance PDurham10 Optiplex 3040 FY 2021 1 0 910 001‐0500‐Finance Postage8 OptiPlex 3020 FY 2020 1 0 910 001‐0500‐Finance MSchumacher10‐L (not on cycle, will use hand‐me‐downs) Latitude E6420 FY 2012 1 001‐0500‐Finance iPad ‐ Finance Director Not Being Replaced 3rd Gen 2012‐10 1 001‐0500‐Finance Surface Pro 3 ‐ Finance Director Not being replaced 3rd Gen FY 2015 1 001‐0500‐Finance BFerris10 OptiPlex 7060 FY 2019 1 0 910 001‐0530‐Purchasing GScott10 Optiplex 3080 FY 2021 1 0 910 001‐0530‐Purchasing JHunt10 OptiPlex 3080 FY 2021 1 290 910 001‐0530‐Purchasing GImperial10 OptiPlex 3050 FY 2022 1 910 001‐0530‐Purchasing GScott10‐L (not on cycle / will take a hand me down ) Latitude E6520 FY 2011 1 001‐0800‐Police PD1008 Latitude E6420 FY 2022 1 2500 001‐0800‐Police PD1011 Latitude E6420 FY 2022 1 2500 001‐0800‐Police PD1015 Latitude E6440 FY 2022 1 2500 001‐0800‐Police PD1018 Latitude E6440 FY 2022 1 2500 001‐0800‐Police PD1021 Latitude E6440 FY 2022 1 2500 001‐0800‐Police PD1023 Latitude E6440 FY 2022 1 2500 001‐0800‐Police PD1025 Latitude E6420 FY 2022 1 2500 001‐0800‐Police PD1034 Latitude 5414 Rugged FY 2018 1 0 2500 001‐0800‐Police PD1035 Latitude 5414 Rugged FY 2018 1 0 2500 001‐0800‐Police PD1036 Latitude 5414 Rugged FY 2018 1 0 2500 001‐0800‐Police PD1037 Latitude 5414 Rugged FY 2018 1 0 2500 001‐0800‐Police PD1038 Latitude 5414 Rugged FY 2018 1 0 2500 001‐0800‐Police PD1039 Latitude 5414 Rugged FY 2018 1 0 2500 001‐0800‐Police PD1040 Latitude 5414 Rugged FY 2018 1 0 2500 001‐0800‐Police PD1041 Latitude 5414 Rugged FY 2019 1 0 2500 001‐0800‐Police PD1042 Latitude 5414 Rugged FY 2019 1 0 2500 001‐0800‐Police PD1043 Latitude 5414 Rugged FY 2019 1 0 2500 001‐0800‐Police PD1044 Latitude 5414 Rugged FY 2019 1 0 2500 001‐0800‐Police PD1045 Latitude 5414 Rugged FY 2019 1 0 2500 001‐0800‐Police PD1046 Latitude 5414 Rugged FY 2019 1 0 2500 001‐0800‐Police PD1047 Latitude 5414 Rugged FY 2019 1 0 2500 173 001‐0800‐Police PD1048 Latitude 5424 Rugged FY 2020 1 0 2500 001‐0800‐Police PD1049 Latitude 5424 Rugged FY 2020 1 0 2500 001‐0800‐Police PD1050 (aka PD2641) Latitude 5424 Rugged FY 2020 1 0 2500 001‐0800‐Police PD1051 (aka PD2627) Latitude 5424 Rugged FY 2020 1 0 2500 001‐0800‐Police PD1053 Latitude 5424 Rugged FY 2020 1 0 2500 001‐0800‐Police PD1054 Latitude 5424 Rugged FY 2020 1 0 2500 001‐0800‐Police PD1055 Latitude 5424 Rugged FY 2020 1 0 2500 001‐0800‐Police PD1056 Latitude 5424 Rugged FY 2021 1 0 2500 001‐0800‐Police PD1057 Latitude 5424 Rugged FY 2021 1 0 2500 001‐0800‐Police PD1058 Latitude 5424 Rugged FY 2021 1 0 2500 001‐0800‐Police PD1059 Latitude 5424 Rugged FY 2021 1 0 2500 001‐0800‐Police PD1060 Latitude 5424 Rugged FY 2021 1 0 2500 001‐0800‐Police PD1061 Latitude 5424 Rugged FY 2021 1 0 2500 001‐0800‐Police PD1062 Latitude 5424 Rugged FY 2021 1 0 2500 001‐0800‐Police Coban8‐FTO OptiPlex 3020 FY 2015 1 0 910 001‐0800‐Police PDFTO7 Not Deployed 1‐11‐18 Optiplex 3040 FY 2016 1 001‐0800‐Police EBoucher10 OptiPlex 3050 FY 2022 1 910 001‐0800‐Police ATrujillo10 OptiPlex 3080 FY 2021 1 910 001‐0800‐Police CCarter10 OptiPlex 3080 FY 2021 1 910 001‐0800‐Police COPS1‐10 OptiPlex 3080 FY 2021 1 910 001‐0800‐Police JailE10 Optiplex 3050 FY 2022 1 910 001‐0800‐Police JRoss10 OptiPlex 3050 FY 2022 1 910 001‐0800‐Police JTurner10 OptiPlex 3050 FY 2022 1 910 001‐0800‐Police KStalls10 OptiPlex 3080 FY 2021 1 910 001‐0800‐Police JEdwards10 (was LOblak10) Optiplex 3050 FY 2022 1 910 001‐0800‐Police PD‐Chief10 OptiPlex 3050 FY 2022 1 910 001‐0800‐Police PD‐Corp2‐10 Optiplex 3050 FY 2022 1 910 001‐0800‐Police PMooney10 OptiPlex 3050 FY 2022 1 910 001‐0800‐Police RChisholm10 OptiPlex 3050 FY 2022 1 910 001‐0800‐Police RPTRoomN10 Optiplex 3050 FY 2022 1 910 001‐0800‐Police MWoll10 OptiPlex 3050 FY 2022 1 910 001‐0800‐Police BChapin10 OptiPlex 3060 FY 2019 1 0 910 001‐0800‐Police CHunt10 OptiPlex 3060 FY 2019 1 0 910 001‐0800‐Police CRPolice10 OptiPlex 3060 FY 2019 1 0 910 001‐0800‐Police DGreen10 OptiPlex 3060 FY 2019 1 0 910 001‐0800‐Police CPettis10 (was DRosenburg10 ) OptiPlex 3060 FY 2019 1 0 910 001‐0800‐Police WRoche10 OptiPlex 3060 FY 2019 1 0 910 001‐0800‐Police JailW10 OptiPlex 3060 FY 2019 1 0 910 001‐0800‐Police JMartin10 OptiPlex 3060 FY 2019 1 0 910 001‐0800‐Police KWasson10 OptiPlex 3060 FY 2019 1 0 910 001‐0800‐Police BJohnson10 OptiPlex 3060 FY 2019 1 0 910 001‐0800‐Police PD‐Corp1‐10 OptiPlex 3060 FY 2019 1 0 910 001‐0800‐Police PDDispatchN‐10 OptiPlex 3060 FY 2019 1 0 910 174 001‐0800‐Police PDDispatchS‐10 OptiPlex 3060 FY 2019 1 0 910 001‐0800‐Police SMercier10 OptiPlex 3060 FY 2019 1 0 910 001‐0800‐Police THarmon10 OptiPlex 3060 FY 2019 1 0 910 001‐0800‐Police MHayse10 OptiPlex 3060 FY 2019 1 0 910 001‐0800‐Police TZbikowski10 OptiPlex 3060 FY 2019 1 0 910 001‐0800‐Police MWohlin10 OptiPlex 3070 FY 2020 1 0 910 001‐0800‐Police JKompoltowicz10 OptiPlex 3070 FY 2020 1 0 910 001‐0800‐Police PDSCVideo10 OptiPlex 3070 FY 2020 1 0 910 001‐0800‐Police RUOK10 OptiPlex 3070 FY 2020 1 0 910 001‐0800‐Police DRosenburg10 OptiPlex 3080 FY 2021 1 0 910 001‐0800‐Police ESantiago10 OptiPlex 3080 FY 2021 1 0 910 001‐0800‐Police GGaravito10 OptiPlex 3080 FY 2021 1 910 001‐0800‐Police MRaiche10 OptiPlex 3080 FY 2021 1 0 910 001‐0800‐Police KMcCauley10 OptiPlex 3080 FY 2021 1 290 910 001‐0800‐Police KStanley10 OptiPlex 3080 FY 2021 1 0 910 001‐0800‐Police PDChief10‐L Latitude 3470 FY 2021 1 1200 001‐0800‐Police PDDispatch10 Intel NUC D33217CK FY 2021 1 0 910 001‐0800‐Police PDEvidence10 (Third PC Crime Lab) OptiPlex 3080 FY 2021 1 0 910 001‐0800‐Police PWest10 OptiPlex 3020 FY 2021 1 0 910 001‐0800‐Police RecordsShared10 OptiPlex 3080 FY 2021 1 0 910 001‐0800‐Police RPTRoomS10 OptiPlex 3080 FY 2021 1 0 910 001‐0800‐Police TJames10 Optiplex 3040 FY 2021 1 0 910 001‐0800‐Police ZRandolph10 OptiPlex 3080 FY 2021 1 0 910 FCIC Machine for Cad North (originally purchased for Swilson 001‐0800‐Police Optiplex 7050 FY 2021 1 910 Comm's prj needed it) PD Spare01 (was PinesTee7) | not on cycle / will take hand me 001‐0800‐Police Latitude E6430 FY 2013 1 down PD Spare02 (was OaksTee7) | not on cycle / will take hand me 001‐0800‐Police Latitude E6430 FY 2013 1 down PDChiefCR10 (was PD1011) / not on cycle / will take hand me 001‐0800‐Police Latitude E6440 FY 2016 1 down 001‐0800‐Police PD Training Laptop / not on cycle / will take hand me down Lenovo FY 2018 1 001‐0800‐Police PD2026 / not on cycle / will take hand me down Inspiron 5421 FY 2014 1 001‐0800‐Police iPad ‐ Chief Not being replaced 2nd Gen FY 2012 1 001‐0800‐Police Surface Pro 3 ‐ Tracy Hart Not being replaced 3rd Gen FY 2015 1 001‐0800‐Police Dell Venue Pro 11 T07G FY 2015 1 001‐0900‐Fire Apple iPad 9.7 32 GB ‐ Battalion Chief iPad 9.7 Space Gray FY 2019 1 390 001‐0900‐Fire Apple iPad 9.7 32 GB ‐ Engine 6 iPad 9.7 Space Gray FY 2019 1 390 001‐0900‐Fire Apple iPad 9.7 32 GB ‐ Engine 7 iPad 9.7 Space Gray FY 2019 1 390 001‐0900‐Fire Apple iPad 9.7 32 GB ‐ Fire Chief iPad 9.7 Space Gray FY 2019 1 390 001‐0900‐Fire Apple iPad 9.7 32 GB ‐ Rescue 6 iPad 9.7 Space Gray FY 2019 1 390 001‐0900‐Fire Apple iPad 9.7 32 GB ‐ Truck 6 iPad 9.7 Space Gray FY 2019 1 390 001‐0900‐Fire FD‐SEMS Latitude E6430 FY 2013 1 1200 001‐0900‐Fire ARoom6N10 OptiPlex 3080 FY 2021 1 0 910 001‐0900‐Fire FD7Front10 OptiPlex 3080 FY 2021 1 0 910 001‐0900‐Fire JMorgan10 OptiPlex 3080 FY 2021 1 0 910 001‐0900‐Fire JMorgan10‐L (not on cycle / will take any hand me down) Latitude 3470 FY 2016 1 175 001‐0900‐Fire MJohnson10 OptiPlex 3080 FY 2021 1 910 001‐0900‐Fire FD6Captain10 OptiPlex 3050 FY 2022 1 910 001‐0900‐Fire GGuarin10 OptiPlex 3050 FY 2022 1 910 001‐0900‐Fire ARoom6W10 OptiPlex 3060 FY 2019 1 0 910 001‐0900‐Fire Battalion10 OptiPlex 3060 FY 2019 1 0 910 001‐0900‐Fire FD6Captain10‐2 OptiPlex 3060 FY 2019 1 0 910 001‐0900‐Fire FD7‐ARoom10 OptiPlex 3060 FY 2019 1 0 910 001‐0900‐Fire KPerkins10 OptiPlex 3060 FY 2019 1 0 910 001‐0900‐Fire LCalabro10 OptiPlex 3060 FY 2019 1 0 910 DStewart10/Intern (not on cycle / will take any hand me down) / 001‐0900‐Fire OptiPlex 3070 FY 2020 was TCorcoran10 001‐0900‐Fire FD6Training10 (not on cycle / will take any hand me down ) OptiPlex 3010 FY 2012 1 001‐0900‐Fire NSutrick10‐L (not on cycle / will take any hand me down ) Latitude E5440 FY 2015 1 001‐0900‐Fire iPad ‐ Chief 3rd Gen FY 2013 1 001‐0900‐Fire iPad ‐ Leann Calbro 3rd Gen FY 2013 1 001‐0900‐Fire Surface Pro 3 ‐ Fire Chief 3rd Gen FY 2015 1 001‐0900‐Fire FDTAB1 Provided spare laptop until we purchase New 1‐11‐18 XPS 12 FY 2013 1 001‐0900‐Fire FDTAB2 XPS 12 FY 2013 1 001‐1000‐Recreation ABradley10 OptiPlex 3060 FY 2019 1 0 910 001‐1000‐Recreation JPeters10 OptiPlex 3060 FY 2019 1 290 910 001‐1000‐Recreation RCFront1‐10 OptiPlex 3060 FY 2019 1 0 910 001‐1000‐Recreation VGardner10 OptiPlex 3060 FY 2019 1 0 910 001‐1000‐Recreation WRiggs10 OptiPlex 3060 FY 2019 1 0 910 001‐1000‐Recreation BCarmichael10 OptiPlex 3070 FY 2020 1 0 910 001‐1000‐Recreation PSherman10 OptiPlex 3070 FY 2020 1 0 910 001‐1000‐Recreation RCFront2‐10 OptiPlex 3070 FY 2020 1 0 910 001‐1000‐Recreation Recreation10‐L Latitude 3410 FY 2020 1 0 1200 001‐1000‐Recreation TCorcoran10 OptiPlex 3070 FY 2020 1 0 910 001‐1000‐Recreation JValandingham10 OptiPlex 3080 FY 2021 1 0 910 001‐1000‐Recreation iPad ‐ Parks Director ‐ BROKEN SCREEN 3rd Gen FY 2013 1 001‐1000‐Recreation Surface Pro 3 ‐ Parks Director Not being replaced 3rd Gen FY 2015 1 001‐1010‐Parks Galaxy Tablet ‐ ROW Foreman Tab 4 10.1 FY 2015 1 390 001‐1010‐Parks RainBird10 Latitude 5480 FY 2022 1 1200 001‐1010‐Parks MPelter10 OptiPlex 3050 FY 2022 1 910 001‐1015‐Right‐of‐Way JFortune7 OptiPlex 3010 FY 2022 1 910 001‐1015‐Right‐of‐Way Galaxy Tablet ‐ ROW Foreman Tab 4 10.1 FY 2015 1 001‐1040‐Golf Operations OaksTee10 Latitude 5480 FY 2022 1 1200 001‐1040‐Golf Operations PinesTee10 Latitude 5480 FY 2022 1 1200 001‐1040‐Golf Operations DTrimm10 OptiPlex 3080 FY 2021 1 0 910 001‐1040‐Golf Operations GolfCourseS10 Optiplex 3040 FY 2021 1 0 910 001‐1040‐Golf Operations TQuinones10 OptiPlex 3080 FY 2021 1 0 910 001‐1040‐Golf Operations GCBackRM10 OptiPlex 3060 FY 2019 1 0 910 001‐1040‐Golf Operations GolfCourseN10 OptiPlex 3060 FY 2019 1 0 910 001‐1040‐Golf Operations JAtes10 OptiPlex 3060 FY 2019 1 0 910 176 001‐1045‐Golf Maintenance REdwards10 OptiPlex 3060 FY 2019 1 0 910 001‐1045‐Golf Maintenance RHall10 OptiPlex 3060 FY 2019 1 0 910 001‐1045‐Golf Maintenance GCMaint10 OptiPlex 3070 FY 2020 1 0 910 001‐1060‐Library (City) LibHVACPC7 (bought fy 17 for hvac upgrades, hand me down) Optiplex 3040 FY 2017 1 001‐1060‐Library (City) LLink10 OptiPlex 3060 FY 2019 1 0 910 001‐1060‐Library (City) NCardinal10 OptiPlex 3070 FY 2020 1 0 910 001‐1060‐Library (City) PGould10 OptiPlex 3080 FY 2021 1 0 910 001‐1060‐Library (City) SBryan10 / was Library #15 OptiPlex 3060 FY 2019 1 910 001‐1060‐Library (City) HP Chromebook 1 (CARES Act) 16W64UT#ABA FY 2021 1 001‐1060‐Library (City) HP Chromebook 2 (CARES Act) 16W64UT#ABA FY 2021 1 001‐1060‐Library (City) HP Chromebook 3 (CARES Act) 16W64UT#ABA FY 2021 1 001‐1060‐Library (City) HP Chromebook 4 (CARES Act) 16W64UT#ABA FY 2021 1 001‐1060‐Library (City) HP Chromebook 5 (CARES Act) 16W64UT#ABA FY 2021 1 001‐1060‐Library (County) "Command Module" / fwbwx1 (was Library #12) OptiPlex 7050 FY 2022 1 910 001‐1060‐Library (County) Public #1 / fwbwx101 (was Library #29) OptiPlex 3050 FY 2022 1 910 001‐1060‐Library (County) Public #2 / fwbwx102 (was Library #28) OptiPlex 3050 FY 2022 1 910 001‐1060‐Library (County) Public #3 / fwbwx103 (was Library #26) OptiPlex 3050 FY 2022 1 910 001‐1060‐Library (County) Public #4 / fwbwx104 (was Library #22) OptiPlex 3050 FY 2022 1 910 001‐1060‐Library (County) Public #5 / fwbwx105 (was Library #23) OptiPlex 3050 FY 2022 1 910 001‐1060‐Library (County) Public #6 / fwbwx106 (was Library #25) OptiPlex 3050 FY 2022 1 910 001‐1060‐Library (County) Public #7 / fwbwx107 (was Library #24) OptiPlex 3050 FY 2022 1 910 001‐1060‐Library (County) Children's County Nancy / fwbwx2 (was Library #16) OptiPlex 3060 FY 2019 1 910 001‐1060‐Library (County) Circ I / fwbwx8 (was Library #20) OptiPlex 3060 FY 2019 1 910 001‐1060‐Library (County) Circ II / fwbwx7 (was Library #17) OptiPlex 3060 FY 2019 1 910 001‐1060‐Library (County) Circ III / fwbwx9 (was Library #10) OptiPlex 3060 FY 2019 1 910 001‐1060‐Library (County) Kids cat by circ / fwbwx111 (was Library #02) OptiPlex 3060 FY 2019 1 910 001‐1060‐Library (County) Kid's Circulation Staff / fwbwx6 (was Library #06) OptiPlex 3060 FY 2019 1 910 001‐1060‐Library (County) Manager's County Tricia / fwbwx5 (was Library #19) OptiPlex 3060 FY 2019 1 910 001‐1060‐Library (County) Parents' Internet Kids / fwbwx113 (was Library #14) OptiPlex 3060 FY 2019 1 910 001‐1060‐Library (County) Public #8 / fwbwx114 (was Library #27) OptiPlex 3060 FY 2019 1 910 001‐1060‐Library (County) Public #10 / fwbwx115 (was Library #07) OptiPlex 3060 FY 2019 1 910 001‐1060‐Library (County) Transit Desk / fwbwx4 (was Library #18) OptiPlex 3060 FY 2019 1 910 001‐1060‐Library (County) Transit Desk Steve / fwbwx10 (was Library #21) OptiPlex 3060 FY 2019 1 910 001‐1060‐Library (County) Cat. 1 Adult Reading / fwbwx28 OptiPlex 3070 FY 2020 1 910 001‐1060‐Library (County) Cat. 2 by Circ Desk / fwbwx6 OptiPlex 3070 FY 2020 1 910 001‐1060‐Library (County) Cataloging Lauren / fwbwx25 OptiPlex 3070 FY 2020 1 910 001‐1060‐Library (County) "ILL" Desk Maggie / fwbwx13 OptiPlex 3070 FY 2020 1 910 001‐1060‐Library (County) Kids cat on table / fwbwx29 OptiPlex 3070 FY 2020 1 910 001‐1060‐Library (County) PC Reservation Signon / fwbwx3 OptiPlex 3070 FY 2020 1 910 001‐1060‐Library (County) Public #9 / fwbwx30 OptiPlex 3070 FY 2020 1 910 001‐1060‐Library (County) Library #11 / fwbwlt1 Latitude E6440 FY 2021 1 1200 001‐1070‐Museum BBurford10 OptiPlex 3050 FY 2022 1 910 001‐1070‐Museum Museum10 Latitude 5480 FY 2022 1 1200 177 001‐1070‐Museum GMeyer10 OptiPlex 3060 FY 2019 1 0 910 001‐1070‐Museum MWeech10 OptiPlex 3060 FY 2019 1 0 910 001‐1070‐Museum POSMuseum10 OptiPlex 3060 FY 2019 1 0 910 001‐1070‐Museum SFaison10 OptiPlex 3060 FY 2019 1 0 910 001‐1070‐Museum SchoolHouse10 OptiPlex 3070 FY 2020 1 0 910 001‐1070‐Museum PPSvr10 (not on cycle / will take hand me down ) OptiPlex 3020 001‐1080‐Cemetery JRogers10 OptiPlex 3050 FY 2022 1 910 001‐1200‐Engineering Services ANelson‐Wolf10 OptiPlex 3060 FY 2019 1 0 910 001‐1200‐Engineering Services CFrassetti10 OptiPlex 3060 FY 2019 1 290 910 001‐1200‐Engineering Services CFrassetti10‐L MS Surface Pro 7 FY 2021 1 0 1200 001‐1200‐Engineering Services ABurleson10 OptiPlex 3080 FY 2021 1 0 910 001‐1200‐Engineering Services iPad ‐ BP Team 3rd Gen FY 2013 1 001‐1200‐Engineering Services iPad ‐ BP Team 3rd Gen FY 2013 1 001‐1200‐Engineering Services iPad ‐ GIS Team 3rd Gen FY 2012 1 001‐1200‐Engineering Services iPad ‐ GIS Team 3rd Gen FY 2012 1 001‐1200‐Engineering Services Surface Pro 3 ‐ ES Director Not being replaced 3rd Gen FY 2015 1 001‐1205‐Planning & Zoning TGibson10 OptiPlex 3080 FY 2021 1 910 001‐1205‐Planning & Zoning TGibson10‐L Latitude E5440 FY 2022 1 1200 001‐1205‐Planning & Zoning EYount10 OptiPlex 3050 FY 2017 1 001‐1205‐Planning & Zoning FWetzel10 OptiPlex 3060 FY 2019 1 290 910 001‐1205‐Planning & Zoning JMcGowin10 OptiPlex 3080 FY 2021 1 910 001‐1205‐Planning & Zoning CDSLaptop7 (not on cycle / will take hand me down ) Latitude E6440 FY 2016 1 001‐1217‐Code Enforcement BRhodes10 OptiPlex 3050 FY 2017 1 001‐1217‐Code Enforcement Apple iPad Pro (Non‐LTE) / Code Enforcement / Burt Rhodes Apple iPad Pro FY 2018 1 001‐1217‐Code Enforcement Apple iPad Pro (Non‐LTE) / Code Enforcement / Ed Moore Apple iPad Pro FY 2018 1 001‐1217‐Code Enforcement EMoore10 OptiPlex 3060 FY 2019 1 0 910 001‐1217‐Code Enforcement BRhodes10‐L Latitude 3410 FY 2020 1 0 1200 001‐1220‐Fleet MechanicEast10 OptiPlex 3050 FY 2022 1 910 001‐1220‐Fleet TSheldon10 OptiPlex 3060 FY 2019 1 0 910 001‐1220‐Fleet DLHenderson10 Optiplex 3040 FY 2021 1 0 910 001‐1220‐Fleet ShopForeman10 OptiPlex 3080 FY 2021 1 0 910 001‐1220‐Fleet TEsteves10 OptiPlex 3080 FY 2021 1 0 910 Fleet10‐L (was JSoria7‐L) / not on 5 year cycle / will take 001‐1220‐Fleet Latitude E5440 FY 2014 1 whatever hand me down is available 001‐1230‐Facilities DRSmith10 OptiPlex 3060 FY 2019 1 0 910 001‐1230‐Facilities GAdams10 OptiPlex 3080 FY 2021 1 0 910 001‐1230‐Facilities Galaxy Tablet ‐ Maint. Supervisor Tab 4 10.1 FY 2021 1 390 001‐1230‐Facilities Galaxy Tablet ‐ Traffic Tech Tab 4 10.1 FY 2021 1 390 001‐1230‐Facilities CHATrain‐7 (not on cycle / will take hand me down ) Latitude E6420 FY 2011 1 001‐1240‐Streets Galaxy Tablet ‐ Streets Foreman Tab 4 10.1 FY 2021 1 390 106‐1215‐Building Inspections & Permitting JStevens10 OptiPlex 3050 FY 2022 1 910 106‐1215‐Building Inspections & Permitting KMullins10 OptiPlex 3050 FY 2022 1 910 106‐1215‐Building Inspections & Permitting AVoigt10 OptiPlex 3060 FY 2019 1 290 910 106‐1215‐Building Inspections & Permitting Apple iPad Pro w/ LTE / Kevin Mullins Apple iPad Pro FY 2021 1 1200 178 106‐1215‐Building Inspections & Permitting Apple iPad Pro w/ LTE / BP Official Apple iPad Pro FY 2021 1 1200 106‐1215‐Building Inspections & Permitting Apple iPad Pro w/ LTE / Building Inspector Apple iPad Pro FY 2021 1 ` 1200 106‐1215‐Building Inspections & Permitting PWTraining10 Optiplex 3040 FY 2021 1 910 401‐0520‐Customer Service LEdwards10 OptiPlex 3080 FY 2021 1 910 401‐0520‐Customer Service CGagnon10 OptiPlex 3060 FY 2019 1 0 910 401‐0520‐Customer Service JRichburg10 OptiPlex 3060 FY 2019 1 0 910 401‐0520‐Customer Service Stars10 OptiPlex 3060 FY 2019 1 0 910 401‐0520‐Customer Service TFallon10 OptiPlex 3060 FY 2019 1 0 910 401‐0520‐Customer Service Cust Svc Position (was BGustman7 ) Optiplex 3040 FY 2021 1 0 910 401‐0520‐Customer Service KHart10 OptiPlex 3080 FY 2021 1 0 910 401‐1300‐Utility Services EMcDonald10 OptiPlex 3050 FY 2022 1 910 401‐1300‐Utility Services PWilliamson10 OptiPlex 3050 FY 2022 1 910 401‐1300‐Utility Services DPayne10 OptiPlex 3060 FY 2019 1 290 910 401‐1300‐Utility Services RBenoit10 OptiPlex 3080 FY 2021 1 910 401‐1300‐Utility Services Warehouse10 OptiPlex 3060 FY 2019 1 0 910 401‐1300‐Utility Services Apple iPad / Fwb GIS IPAD 7TH GEN 32GB GRAY VZ FY 2020 1 390 390 401‐1300‐Utility Services Apple iPad / Survey Chief Tablet (8151) Apple iPad Pro FY 2020 1 390 390 401‐1300‐Utility Services DFousek10 OptiPlex 3080 FY 2021 1 0 910 401‐1305‐GIS RBrown10 OptiPlex 7070 FY 2020 1 290 1500 401‐1305‐GIS BScanlan10 Precision 3450 FY 2021 1 1700 401‐1305‐GIS SHawkins10‐L Latitude E6440 FY 2021 1 0 1200 401‐1305‐GIS SHawkins10 Precision 3450 FY 2021 1 290 1700 401‐1310‐Water Operations WaterOpsMgr10 OptiPlex 3050 FY 2017 1 910 401‐1310‐Water Operations Apple iPad 9.7 32 GB (5079) ‐ Water Ops Tablet iPad 9.7 Space Gray FY 2019 1 390 401‐1310‐Water Operations Apple iPad 9.7 32 GB (5606) ‐ Water Ops iPad 3 iPad 9.7 Space Gray FY 2019 1 390 401‐1310‐Water Operations Apple iPad 9.7 32 GB (7452) ‐ Waterops New iPad 9.7 Space Gray FY 2019 1 390 401‐1310‐Water Operations WaterOps10 OptiPlex 3060 FY 2019 1 0 910 401‐1310‐Water Operations Apple iPad 9.7 32 GB (5079) ‐ Jerry LaPorta iPad 9.7 Space Gray FY 2020 1 390 390 401‐1310‐Water Operations Meter10‐L2 1 0 1200 401‐1310‐Water Operations Meter1‐L Latitude 3410 FY 2020 1 0 1200 401‐1340‐Water Distribution Apple iPad 9.7 32 GB (4435) ‐ Water Distribution iPad 9.7 Space Gray FY 2019 1 390 401‐1350‐Sewer Collections & Treatment Utilities2‐10 Latitude 5480 FY 2022 1 1200 401‐1350‐Sewer Collections & Treatment DFelse10 OptiPlex 3060 FY 2019 1 0 910 401‐1350‐Sewer Collections & Treatment DTran10 OptiPlex 3060 FY 2019 1 0 910 401‐1350‐Sewer Collections & Treatment Apple iPad / Lift Station Mech. (4791) IPAD 7TH GEN 32GB GRAY VZ FY 2020 1 390 390 401‐1350‐Sewer Collections & Treatment Apple iPad / Sewer Foreman (6240) IPAD 7TH GEN 32GB GRAY VZ FY 2020 1 390 390 401‐1350‐Sewer Collections & Treatment Apple iPad / Sewer Rounds (7576) IPAD 7TH GEN 32GB GRAY VZ FY 2020 1 390 390 401‐1350‐Sewer Collections & Treatment JCoker10 OptiPlex 3070 FY 2020 1 0 910 401‐1350‐Sewer Collections & Treatment Sewer10 OptiPlex 3070 FY 2020 1 910 401‐1350‐Sewer Collections & Treatment Hypertac10 (was HSUPrimary7 ) OptiPlex 3020 FY 2021 1 0 910 401‐1350‐Sewer Collections & Treatment JCoker10‐L Latitude 3510 FY 2021 1 0 1200 403‐1360‐Solid Waste JGunn10 OptiPlex 3080 FY 2021 1 0 910 403‐1360‐Solid Waste LLawrence10 OptiPlex 3060 FY 2019 1 0 910 179 403‐1360‐Solid Waste Galaxy Tablet ‐ Sanitation Foreman (7440) IPAD 7TH GEN 32GB GRAY VZ FY 2020 1 390 390 405‐1380‐Stormwater Apple iPad 9.7 32 GB ‐ Supervisor (4964) IPAD 9.7 32GB SPACE GRAY VZ FY 2019 1 390 405‐1380‐Stormwater NGunn10 OptiPlex 3060 FY 2019 1 0 910 405‐1380‐Stormwater Galaxy Tablet ‐ Street Sweeper (5271) Tab 4 10.1 FY 2015 1 405‐1380‐Stormwater Apple iPad 9.7 32 GB ‐ SW Supervisor (7246) IPAD 7TH GEN 32GB GRAY VZ FY 2020 1 390 390 TOTAL FY2023 FY2024 FY2025 FY2026 FY2027 431 $ ‐ $ 28,120.00 $ 1,450.00 $ 116,630.00 $ 580.00 $ 237,630.00 $ 870.00 $ 83,030.00 $ ‐ $ 82,040.00 180 Fleet Replacement Program The City’s Fleet Replacement Program (FRP) is a planning and budgeting tool that identifies the replacement of vehicles with a value greater than $10,000 and a useful life of seven years or more. The replacement criteria provides a mechanism for the systematic evaluation of vehicle utilization and repair/maintenance costs, and serves as a guide for efficient and effective replacement. Generally speaking, police patrol vehicles are replaced on a 8-year cycle and the remainder of the fleet on a 10-12 year cycle. Each year as part of the budget process, the fleet is evaluated based on established replacement criteria and a ten-year schedule of replacements is developed depending on a projection of available fiscal resources and the evaluation scoring. Vehicle replacements are funded objectively based on established criteria and funding resources. To maximize the useful life of vehicles and meet service delivery levels, vehicles may be transferred between departments prior to disposal. Prior to replacing a vehicle, an analysis is performed to determine if a less expensive car or truck would meet employee needs at a reduced operating expense to the City or if the vehicle should be removed from the fleet without replacement. According to the economic theory of vehicle replacement, over time vehicle capital costs decline while vehicle operating costs increase. Ideally, vehicles should be replaced around the time that annual operating costs begin to outweigh annual capital costs. The FY 2022-23 budget, the eighth 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 2023 FY 2024 FY 2025 FY 2026 FY 2027 General $ 267,000 $ 770,000 $ 375,000 $ 340,000 $ 280,000 FBC $ - $ - $ - $ - $ - CRA $ - $ - $ - $ - $ - Utilities $ 559,000 $ 25,000 $ 157,000 $ 25,000 $ - Sanitation $ 372,000 $ 275,000 $ 295,000 $ - $ 260,000 Stormwater $ - $ - $ - $ 35,000 $ - $ 1,198,000 $ 1,070,000 $ 827,000 $ 400,000 $ 540,000 City of Fort Walton Beach, FL 181  Suggested Replacement Mileage @ Purchase Light/Heavy/ Safety Replacement Cost Manufacture Year Replacement Yr. Remaining Life Miles Used Received Date Expected Life Department As of 02/21/20 since Last Recorded Purchase Total Cost Division Priority Vehicle Status Mileage on Date to since Purchase Fund Yr. Record 2/2/15 Date to 2/2/15 Notes 2569 Light 001 1010 Parks 2011 1/12/11 25 62532 62507 $ 487.04 2023 2023 12 8yrs $25,000 On Schedule 2619 Safety 001 0800 Police 2015 7/2/15 0 71843 71843 $ 23,688.00 2023 2023 8 6 $45,000 2620 Safety 001 0800 Police 2015 7/2/15 0 53420 53420 $ 23,688.00 2023 2023 8 6 $45,000 2621 Safety 001 0800 Police 2015 7/2/15 0 44231 44231 $ 23,688.00 2023 2023 8 6 $45,000 2624 Safety 001 0800 Police 2016 8/31/15 0 45217 45217 $ 25,461.00 2023 2023 8 6 $45,000 2625 Safety 001 0800 Police 2016 8/31/15 0 81328 81328 $ 25,461.00 2023 2023 8 6 $45,000 2626 Safety 001 0800 Police 2016 8/31/15 0 64337 64337 $ 25,461.00 2023 2023 8 6 $45,000 2627 Safety 001 0800 Police 2016 8/31/15 0 53728 53728 $ 25,461.00 2023 2023 8 6 $45,000 2633 Safety 001 0800 Police 2008 2/15/16 264306 266338 2032 2023 2023 7 7 SWAT - DONATED Sewer 2552 Heavy 401 1350 Collections 2008 8/26/08 828 60708 59880 $ 33,854.84 2023 2023 15 8yrs $450,000 Vactor 2568 Light 401 1310 Water Ops 2011 1/12/11 25 77639 77614 $ 3,162.05 2023 2023 12 8yrs $40,000 Chlorine Truck with lift 2539 Heavy 403 1360 Solid Waste 2007 8/3/07 365 82772 82407 $ 191,348.40 2023 2023 15 1yr $275,000 Residential 2483 Safety 001 0900 Fire 2004 12/6/04 329 111144 110815 $ 45,664.06 2024 2024 20 5-8yrs $500,000 Engine 7 backup 2637 Safety 001 0800 Police 2016 6/14/16 36689 2024 2024 8 7 $45,000 2638 Safety 001 0800 Police 2016 6/14/16 39574 2024 2024 8 7 $45,000 2639 Safety 001 0800 Police 2016 6/14/16 54146 2024 2024 8 7 $45,000 2641 Safety 001 0800 Police 2016 6/14/16 69436 2024 2024 8 7 $45,000 2642 Safety 001 0800 Police 2016 6/14/16 43848 2024 2024 8 7 $45,000 182 2643 Safety 001 0800 Police 2016 6/14/16 40225 2024 2024 8 7 $45,000 2581 Light 401 1310 Water Ops 2012 3/9/12 25 87158 87133 $ 1,119.30 2024 2024 12 9yrs $25,000 On Schedule 2562 Heavy 403 1360 Solid Waste 2010 3/25/10 658 107493 106835 $ 74,867.71 2025 2024 15 5yrs $275,000 Commercial 2582 Light 001 1010 Parks 2012 3/20/12 45 55545 55500 $ 1,002.67 2025 2025 12 9yrs $25,000 On Schedule 2610 Light 001 1230 Facilities 2014 7/24/14 1 38945 38944 $ 141.16 2025 2025 12 11yrs $35,000 Service Body 2653 Safety 001 0800 Police 2017 11/22/16 35083 2025 2025 9 $45,000 2654 Safety 001 0800 Police 2017 11/22/16 23900 2025 2025 9 $45,000 2668 Safety 001 0800 Police 2017 7/14/17 502 30029 2025 2025 8 $45,000 2669 Safety 001 0800 Police 2017 7/14/17 502 46571 2025 2025 8 $45,000 2670 Safety 001 0800 Police 2017 7/14/17 502 63821 2025 2025 8 $45,000 2671 Safety 001 0800 Police 2017 7/14/17 502 28378 2025 2025 8 $45,000 2672 Safety 001 0800 Police 2017 7/14/17 502 44883 2025 2025 8 $45,000 Sewer 2580 Light 401 1350 Collections 2012 2/1/12 25 63725 63700 $ 1,058.10 2025 2025 12 9yrs $35,000 Camper Shell Water 2583 Light 401 1340 Distribution 2012 3/28/12 25 69990 69965 $ 423.45 2025 2025 12 9yrs $35,000 On Schedule 2594 Light 401 1310 Water Ops 2014 3/24/14 28 82034 82006 $ 68.24 2025 2025 12 11yrs $25,000 On Schedule Sewer 2607 Light 401 1350 Collections 2014 5/28/14 5 93350 93345 $ 957.66 2025 2025 12 11yrs $27,000 On Schedule Water 2608 Light 401 1340 Distribution 2014 6/3/14 1 41913 41912 $ 276.64 2025 2025 12 11yrs $35,000 On Schedule 2560 Light 403 1360 Solid Waste 2009 9/2/09 25 56879 56854 $ 1,454.90 2025 2025 15 6yrs $25,000 On Schedule 2631 Heavy 403 1360 Solid Waste 2016 1/21/16 503 26357 25854 $ 90,680.00 2025 2025 12 12 $135,000 2632 Heavy 403 1360 Solid Waste 2016 1/21/16 502 55060 54558 $ 90,680.00 2025 2025 12 12 $135,000 2611 Light 001 1015 ROW 2014 7/24/14 5 27806 27801 $ 888.90 2026 2026 12 11yrs $27,000 On Schedule (ROW) Engineering 2613 Light 001 1200 Utilities 2014 11/13/14 2 56147 56145 $ 25.08 2026 2026 12 11yrs On Schedule 2675 Safety 001 0800 Police 2018 4/25/18 9020 2026 2026 8 2676 Safety 001 0800 Police 2018 4/16/18 12790 2026 2026 8 183 2677 Safety 001 0800 Police 2018 5/15/18 19324 2026 2026 8 2678 Safety 001 0800 Police 2018 5/15/18 16400 2026 2026 8 2679 Safety 001 0800 Police 2018 5/22/18 14380 2026 2026 8 2681 Safety 001 0800 Police 2018 6/13/18 563 10726 2026 2026 8 2683 Safety 001 0800 Police 2018 6/15/18 10 7866 2026 2026 8 2595 Light 401 1310 Water Ops 2014 3/24/14 26 41970 41944 $ 13.71 2026 2026 12 11yrs $25,000 On Schedule 2612 Light 405 1380 Stormwater 2014 7/24/14 1 40803 40802 $ 390.64 2026 2026 12 11yrs $35,000 On Schedule 2614 Light 001 1240 Street 2015 1/8/15 366 54114 53748 $ 141.15 2027 2027 12 12yrs On Schedule 2615 Light 001 1220 Fleet 2015 1/22/15 508 25671 25163 $ 32,240.00 2027 2027 12 12yrs $35,000 On Schedule 2616 Safety 001 0900 Fire 2015 3/12/15 499 39846 39347 $ 30,928.00 2027 2027 12 11 New Bat Chief Tahoe 2622 Light 001 1000 Recreation 2015 7/10/15 0 7415 7415 $ - 2027 2027 12 11 $35,000 2623 Light 001 1000 Recreation 2015 7/28/15 0 12890 12890 $ - 2027 2027 12 11 $30,000 2629 Light 001 1000 Recreation 2016 12/3/15 353 12074 11721 $ 25,967.25 2027 2027 12 11 2630 Light 001 1010 Parks 2016 12/21/15 376 36265 35889 $ 19,422.00 2027 2027 12 11 2656 Safety 001 0800 Police 2017 1/19/17 25705 2027 2027 10 $45,000 malibu 2664 Safety 001 0800 Police 2017 4/18/17 33115 2027 2027 10 $45,000 Camry 2665 Safety 001 0800 Police 2017 4/19/17 33031 2027 2027 10 $45,000 Altima 2666 Safety 001 0800 Police 2017 4/20/17 310 31431 2027 2027 10 $45,000 Frontier 2689 Safety 001 0800 Police 2019 12/5/18 443 12879 2027 2027 8 Building & 2628 Light 106 1215 Zoning 2015 8/14/15 0 36240 36240 $ 19,199.00 2027 2027 12 11 2588 Heavy 403 1360 Solid Waste 2012 8/13/12 1270 65594 64324 $ 25,033.01 2027 2027 15 7yrs $260,000 Commercial 2644 Light 001 1230 Facilities 2016 7/5/16 333 16552 2028 2028 12 12 2645 Light 001 1010 Parks 2016 7/20/16 367 21054 2028 2028 12 12 Code 2646 Light 001 1217 Enforcement 2016 7/20/16 332 12199 2028 2028 12 12 2647 Light 001 1380 Stormwater 2016 7/28/16 334 10735 2028 2028 12 12 2648 Safety 001 0900 Fire 2016 7/28/16 389 29760 2028 2028 12 12 move to inspections 2673 Safety 001 0800 Police 2018 3/1/18 438 31028 2028 2028 10 2687 Safety 001 0800 Police 2018 11/6/18 339 11107 2028 2028 10 Building & 2635 Light 106 1215 Zoning 2016 6/2/16 366 26585 2028 2028 12 12 184  Sewer 2593 Heavy 401 1350 Collections 2013 10/24/13 1 18286 18285 $ 36.43 2028 2028 15 13yrs $75,000 Dump Truck 2634 Light 401 1310 Water Ops 2016 6/2/16 338 63155 2028 2028 12 12 Sewer 2649 Light 401 1350 Collections 2016 8/16/16 373 22355 2028 2028 12 12 2663 Safety 001 0800 Police 2017 4/11/17 336 37149 2029 2029 12 $45,000 Travel Car - PD 2692 Safety 001 0800 Police 2019 4/10/19 331 11937 2029 2029 10 Chief Car - Expedition 2584 Heavy 403 1360 Solid Waste 2012 3/30/12 1776 17677 15901 $ 24,241.07 2029 2029 15 7yrs $260,000 Special Needs 2596 Heavy 403 1360 Solid Waste 2014 3/26/14 2322 59207 56885 $ 4,865.86 2029 2029 15 10 $260,000 Good Shape 2617 Heavy 403 1360 Solid Waste 2015 4/14/15 145 54331 54186 $ 208,023.00 2030 2030 15 11 $260,000 Commercial 2636 Light 403 1360 Solid Waste 2016 6/2/16 360 24022 2031 2031 15 2586 Safety 001 0900 Fire 2012 5/11/12 2102 52385 50283 $ 2,974.31 2032 2032 20 9yrs $999,000 New Engine 2597 Heavy 001 1230 Facilities 2014 4/4/14 46 8372 8326 $ 193.92 2032 2032 18 18yrs New Bucket Truck 2659 Heavy 403 1360 Solid Waste 2017 3/6/17 318 27053 2032 2032 2685 Heavy 403 1360 Solid Waste 2018 9/10/18 1600 16383 2033 2033 2694 Heavy 403 1360 Solid Waste 2020 5/20/19 584 9641 2034 2034 Knuckleboom 2618 Safety 001 0900 Fire 2015 5/5/15 0 36980 36980 $ - 2035 2035 20 20 New Engine Sewer 2474 Heavy 001 1350 Collections 2017 10/17/03 50507 72368 67495 $ 12,237.72 2032 ? 15 ? $ 30,000 Daniel? 401 Safety 001 0900 Fire 1947 10/1/47 4324 6834 2510 $ 8,781.75 1947 NA NA Show Truck 2651 Light 001 1220 Fleet 2016 10/27/16 362 19363 2660 Light 001 1010 Parks 2017 3/24/17 23764 2661 Light 001 1010 Parks 2017 3/24/17 15329 2667 Heavy 001 1240 Street 2017 5/4/17 342 11127 2674 Safety 001 0800 Police 2018 3/28/18 327 25715 2680 Safety 001 0800 Police 1998 5/30/18 Duece and a half 2682 Light 001 1015 ROW 2018 6/14/18 363 6884 2686 Light 001 1230 Facilities 2018 8/23/18 334 3856 2691 Safety 001 0900 Fire 2019 3/13/19 347 5814 Chief Car 2693 Light 001 1000 Recreation 2019 5/9/19 340 4551 2696 Safety 001 0900 Fire 2019 7/31/19 324 Fie Rescue 185 2697 Heavy 001 1000 Recreation 2019 8/14/19 350 1111 Flat Bed Dump Body 2700 Light 001 0200 City Mgr 2020 9/20/19 503 3851 Tahoe 2701 Safety 001 0800 Police 2020 10/14/19 73 Interceptor SUV 2702 Safety 001 0800 Police 2020 11/6/19 2763 Jeep Grand Cherokee 2704 Safety 001 0800 Police 2019 1/16/20 491 Evidence Van 2705 Safety 001 0800 Police 2019 1/16/20 356 Black SUV 2706 Safety 001 0800 Police 1980 2/4/20 5882 Armored Vehicle 2708 Light 001 1010 Parks 2020 2/12/20 347 Chevy Silverado 2709 Safety 001 0800 Police 2020 3/18/20 353 Ford F-150 2710 Light 001 1010 Parks 2020 3/18/20 16 Chevy Silverado Building & 2699 Light 106 1215 Zoning 2019 8/27/19 330 3072 F-150 Water 2652 Heavy 401 1340 Distribution 2016 11/9/16 25400 Sewer 2655 Heavy 401 1350 Collections 2016 1/12/17 349 15573 Sewer 2658 Heavy 401 1350 Collections 2017 2/17/17 350 2042 Sewer 2684 Heavy 401 1350 Collections 2018 7/3/08 364 6627 Crane truck Water 2695 Heavy 401 1340 Distribution 2019 7/18/19 330 1116 Flat Bed Dump Body 2698 Light 401 1310 Water Ops 2019 8/27/19 387 3425 F-150 2711 Heavy 403 1360 Solid Waste 2020 4/12/20 1373 Side Loader 2712 Heavy 403 1360 Solid Waste 2020 5/11/20 Side Loader 2650 Heavy 405 1380 Stormwater 2016 9/28/16 3280 14029 Elgin Eagle Sweeper 2662 Heavy 405 1380 Stormwater 2017 4/3/17 740 5116 2688 Light 405 1380 Stormwater 2018 11/6/18 374 9123 DOC Van Sewer 2690 Heavy 405 1350 Collections 2019 2/13/19 2146 8101 Vactor 2703 Heavy 405 1380 Stormwater 2020 11/4/19 328 742 F-350 2707 Heavy 405 1380 Stormwater 2020 2/12/20 340 Chevy Silverado 186 Capital Improvements Program The City’s Capital Improvements Program (CIP) is a five-year planning and budgeting tool that identifies the acquisition, construction, replacement, or renovation of facilities and infrastructure with a value greater than $25,000 and a useful life of ten years or more. Capital expenditures may be recurring (e.g. street resurfacing) or non-recurring (e.g. construction of a new park). CIP PROCESS The FY 2021-22 budget, the first year of the CIP, is the only year for which funding may legally be appropriated. Future years’ funding requirements are identified, but are not authorized. The CIP provides information on the current and long-range infrastructure needs of the City and provides a mechanism for balancing needs and resources as well as setting priorities and schedules for capital projects. Each project or program is assigned a four-digit CIP number so expenditures can be easily tracked during the year and also across years. Each year as part of the budget process, the list of projects is reviewed for relevance, need, cost, and priority. The five-year CIP is revised annually based on the following parameters: • Relevance to City Council priorities, and Federal or State mandates Relevance to Priorities, Federal & State Mandates • Maintenance and preservation of current infrastructure • Public health and safety Public Health & Safety • Operating budget impact Preservation & Maintenance • Recreational, cultural or aesthetic value and Recreational & Cultural Value • Funding source Each submission is reviewed on an annual basis and ranked in accordance with the above criteria. Once prioritized, the funding source is identified and the project is placed in the budget if funding is available. The Enterprise Funds (Utilities, Sanitation, and Stormwater) are funded with user fees and do not compete with other City projects for funding. The estimated project costs to be funded within the CIP include all costs related to design, engineering, acquisition, construction, and project management. The City’s Strategic Plan Objectives are referenced throughout this document. Each CIP is categorized by objective. In addition to the text, these objectives are highlighted through icons. Please reference the Table of Contents for locations of more information regarding the City’s Strategic Plan. City of Fort Walton Beach, FL 187 Capital Improvements Program Objective #1 – City Employees In April 2022, City Council directed Staff to focus on City Employees moving forward. Numerous employee incentives are included in the FY 2022-23 budget. Objective #2 – Downtown Master Plan / Around the Mound Implementation In Fall 2022, FDOT will award the contract for the PD&E phase of Around the Mound to which the City has allocated up to $1 million as a match; the PD&E phase will take approximately two years to complete; in FY 2021-22, the implementation of the Downton Master Plan proceeded with the completion of an Infrastructure Master Plan and Library Relocation Study. Objective #3 – Expansion of City Recreation Amenities In FY 2022-23, the design of the Preston Hood Athletic Complex Expansion will be completed by January 1, 2023 with construction starting in April 2023. Objective #4 – Public Safety For FY 2022-23, new pay scales for Fire and Police Departments will be implemented to allow the City to remain competitive for recruitment and retention of Firefighters and Police Officers. City of Fort Walton Beach, FL 188 Capital Improvements Program PROJECTS BY STRATEGIC OBJECTIVE Strategic Objective, Downtown Master/Plan Around Strategic Objective, the Mound Public Safety, 39% Implementation, 39% Strategic Objective, Expansion of City Recreation Amenities, 22% 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). City of Fort Walton Beach, FL 189 Capital Improvements Program • Special Revenue Sources – Include the following: • Impact Fees – Fees charged in advance of new development and designed to help pay for infrastructure needs resulting from the new development. These fees may only be charged to those who directly benefit from the new capital improvement and the fee must fairly reflect the cost of the improvements (e.g. water and sewer impact fees). • Special Assessments – Like impact fees, special assessments are levied against residents, agencies, or districts that directly benefit from the new service or improvement (e.g. sidewalks and street paving) and must be apportioned fairly. • User Fees and Charges – These revenues include a variety of license and permit fees, facility and program fees, and fines. They are rarely used as debt security for non-Enterprise Fund capital projects, but could be a source of direct funding of a small capital improvement. • Enterprise Fund User Fees – These revenues are derived from self-supporting business enterprises - utilities, sanitation, and stormwater - which provide services in return for compensation. The enterprise revenue used to secure debt is commonly termed “net-revenue” consisting of gross revenues less operating costs. • Note – A written, short-term promise to repay a specified amount of principal and interest on a certain date, payable from a defined source of anticipated revenue. Usually notes mature in one year or less. Rarely used by the City. • Commercial Paper - Generally defined as short term, unsecured promissory notes issued by organizations of recognized credit quality, usually a bank. Rarely used by the City. • Bond – An issuer’s obligation to repay a principal amount on a certain date (maturity date) with interest at a stated rate. Bonds are distinguishable from notes in that notes mature in a much shorter time period. • General Obligation Bonds – A bond secured by the full faith and credit of the City’s ad valorem taxing power. These are rarely used in Florida, and by the City in particular, due to the requirement for a voter referendum. • Revenue Bonds – Bonds payable from a specific revenue source, not the full faith and credit of an issuer’s taxing power and require no electoral approval. Pledged revenues are often generated by the operation or project being financed (e.g. sales tax, water user fees, golf user fees). City of Fort Walton Beach, FL 190  CITY OF FORT WALTON BEACH, FL Five Year Capital Improvements Program FIVE YEAR CIP Project Name FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 TOTAL TBD FWB PD Carport 50,000 - - - - 50,000 Public Safety 50,000 - - - - 50,000 TBD Arts & Culture Strategic Plan Implementation 125,000 - - - - 125,000 TBD Preston Hood Batting Cage Structure 275,000 - - - - 275,000 TBD Preston Hood Complex Expansion 150,000 500,000 500,000 500,000 500,000 2,150,000 Recreation 550,000 500,000 500,000 500,000 500,000 2,550,000 5309 Ferry Park Area Traffice Analysis 60,000 - - - - 60,000 5306 Sidewalk Improvements 150,000 150,000 150,000 150,000 150,000 750,000 TBD Street Resurfacing 400,000 400,000 400,000 400,000 400,000 2,000,000 Streets 610,000 550,000 550,000 550,000 550,000 2,810,000 GENERAL FUND TOTAL 1,210,000 1,050,000 1,050,000 1,050,000 1,050,000 5,410,000 TBD Branding & Wayfinding 50,000 - - - - 50,000 TBD Liza Jackson Waterfront Park Design 75,000 1,000,000 - - - 1,075,000 TBD Heritage Park & Cultural Center Addition 790,000 400,000 - - - 1,190,000 CRA FUND TOTAL 915,000 1,400,000 - - - 2,315,000 TBD Water Meter Replacements 3,000,000 - - - - 3,000,000 TBD Brooks Bridge Water Relocation 500,000 500,000 - - - 1,000,000 Water Distribution 3,500,000 500,000 - - - 4,000,000 TBD Sewer System Grouting & Lining 50,000 50,000 50,000 50,000 50,000 250,000 TBD Brooks Bridge Sewer Relocation 750,000 750,000 - - - 1,500,000 Sewer Collection & Treatment 800,000 800,000 50,000 50,000 50,000 1,750,000 UTILITIES FUND TOTAL 4,300,000 1,300,000 50,000 50,000 50,000 5,750,000 GRAND TOTAL - ALL FUNDS 6,425,000 3,750,000 1,100,000 1,100,000 1,100,000 13,475,000 Where it comes from... ...And where it goes General Fund Balance Half Cent Sales Tax Revenue Parks & Recreation Public Safety TDC Tax Revenue Debt Issuance Streets Water & Sewer Utilities Fund Balance Grant Funding Revenue CRA Fund Balance Downtown General Fund Balance 60,000 Parks & Recrea 550,000 Half Cent Sales Tax Revenue 795,000 Public Safety 50,000 TDC Tax Revenue 682,500 Streets 610,000 Debt Issuance 150,000 Water & Sewer 4,300,000 Utilities Fund Balance 2,800,000 Downtown 915,000 Grant Funding Revenue 1,500,000 CRA Fund Balance 437,500 6,425,000 6,425,000 191  FUNDING METHODOLOGY FY 2022-23 TIMELINE Operating & 1/2 (1) Cent Sales Tax TDC Tax Bond / Debt Other / Fund Bal / Net FIVE YEAR Estimated Project (2) Revenues Revenues Grant Issue In-Kind Assets TOTAL Start Duration 50,000 - - - - - 50,000 Oct 2022 12 months 50,000 - - - - 50,000 - 125,000 - - - - 125,000 Oct 2022 36 months 195,000 80,000 - - - - 275,000 Oct 2022 12 months - - - 2,150,000 - - 2,150,000 Oct 2022 36 months 195,000 205,000 - 2,150,000 - - 2,550,000 - - - - 60,000 60,000 Oct 2022 12 months 750,000 - - - - - 750,000 Oct 2022 12 months 2,000,000 - - - - - 2,000,000 Oct 2022 12 months 2,750,000 - - - - 60,000 2,810,000 2,995,000 205,000 - 2,150,000 - 60,000 5,410,000 - 50,000 - - - - 50,000 Oct 2022 12 months - 1,037,500 - - - 37,500 1,075,000 Oct 2022 12 months - 790,000 - - - 400,000 1,190,000 Oct 2022 36 months - 1,877,500 - - - 437,500 2,315,000 - - 1,500,000 - - 1,500,000 3,000,000 Oct 2022 24 months - - - - - 1,000,000 1,000,000 Oct 2022 24 months - - 1,500,000 - - 2,500,000 4,000,000 - - - - - 250,000 250,000 Oct 2022 12 months - - - - - 1,500,000 1,500,000 Oct 2022 24 months - - - - - 1,750,000 1,750,000 - - 1,500,000 - - 4,250,000 5,750,000 2,995,000 2,082,500 1,500,000 2,150,000 - 6,830,000 13,475,000 Italics denotes a project beyond the current five-year CIP horizon. (1) Other includes special assessments and land sales. (2) In-kind matching grant contributions are budgeted as operational expenses (usually personal services). Note: Some projects also have carry-over funds, which are not included in these totals but noted as part of the budget resolution at the end of the budget document. 192 City of Fort Walton Beach, Florida FY 2023 - 2027 Budget Capital Improvement Program (CIP) (For Projects/Equipment Costing Over $25,000 and Estimated Useful Life of Ten Years or Greater) Priority No. Project Title: Carport - FWBPD Responsible Department: Police Neighborhood/Loc Responsible Division: Police - Support Services Project Manager: Project Category: Public Buildings Project Type: Project Number: Estimated Useful Life (years): Criteria Type: Projected Date of Completion: Project Description/Justification: Construction of Carport in PD's secure parking lot area to cover sensitive equipment and speed trailers. FY 2023 Construction of Carport in PD secure parking lot FY 2024 FY 2025 FY 2026 FY 2027 BUDGETED EXPENDITURE SCHEDULE FY FY FY FY FY Five Year Total Project Elements: 2023 2024 2025 2026 2027 Total Project Cost Improvements 50,000 - - - - 50,000 Furniture/Fixture/Equip. - - - - - - Operational Impact - - - - - - Total Expenditures 50,000 - - - - 50,000 50,000 Expenses From Prior Year(s): Funded from Prior Yr. Revenue: $0 Prior Year Activity on Project: FY 2022 FY 2021 FY 2020 FY 2019 FY 2018 FY FY FY FY FY Five Year Total Revenue Funding Summary: 2023 2024 2025 2026 2027 Total Revenue City Funding 50,000 - 50,000 Grant Funding - - - Debt Financing - Other Outside Funding - Revenue Enhancements - - - - - - Total Revenue Funding: 50,000 - - - - 50,000 50,000 Strategy #1: Economic Diversification & Resiliency Insert Picture Here 193 City of Fort Walton Beach, Florida FY 2023 - 2027 Budget Capital Improvement Program (CIP) (For Projects/Equipment Costing Over $25,000 and Estimated Useful Life of Ten Years or Greater) Priority No. 1 Project Title: City of FWB Recreation Complex Addition "Phase 3" Responsible Department: Recreation & Cultural Services Neighborhood/Loc Seabreeze Responsible Division: Parks Project Manager: Jeff Peters Project Category: Park Facilities Project Type: Multi-Year Project Number: Estimated Useful Life (years): 25 Criteria Type: Continues Existing Project Projected Date of Completion: 09/30/24 Project Description/Justification: Add on to existing Athletic Complex that was constructed in 2016. Current facility has 10 fields. The new addition would add 4 more multipurpose fields. FY 2023 Construct 4 Lighted Multipurpose Athletic Fields, Parking, Restroom building, storage, and exercise trail FY 2024 FY 2025 FY 2026 FY 2027 BUDGETED EXPENDITURE SCHEDULE FY FY FY FY FY Five Year Total Project Elements: 2023 2024 2025 2026 2027 Total Project Cost Improvements 3,000,000 500,000 500,000 500,000 500,000 5,000,000 Furniture/Fixture/Equip. - - - - - - Operational Impact - - - - - - Total Expenditures 3,000,000 500,000 500,000 500,000 500,000 5,000,000 5,000,000 Expenses From Prior Year(s): Funded from Prior Yr. Revenue: $0 Prior Year Activity on Project: FY 2022 Demo old Public Works Site FY 2021 Master Plans completed for Phase 3 FY 2020 Completed Volleyball Complex FY 2019 Completed Skatepark FY 2018 Completed Preston Hood Athletic Complex FY FY FY FY FY Five Year Total Revenue Funding Summary: 2023 2024 2025 2026 2027 Total Revenue City Funding 2,500,000 - 2,500,000 Grant Funding - - - Debt Financing - Other Outside Funding 500,000 500,000 500,000 500,000 500,000 2,500,000 Revenue Enhancements - - - - - - Total Revenue Funding: 3,000,000 500,000 500,000 500,000 500,000 5,000,000 5,000,000 Strategy #1: Economic Diversification & Resiliency Insert Picture Here 194 City of Fort Walton Beach, Florida FY 2023 - 2027 Budget Capital Improvement Program (CIP) (For Projects/Equipment Costing Over $25,000 and Estimated Useful Life of Ten Years or Greater) Priority No. 4 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: 09/30/23 Project Description/Justification: The project constructs new and infill sidewalks for the purpose of providing a pedestrian transportation network throughout the entire City that will link the residential neighborhoods to each other and to public, recreational and commercial land uses. The City has categorized sidewalks into two distinct areas: high needs areas around schools and residential areas outside those areas routinely traveled by school children. The project objective is to install sidewalks on at least one side of all residential local streets and on both sides of all collector and arterial roadways. FY 2023 List Subject to Segments identified in 5-Year Sidewalk Connectivity Plan per City Strategic Plan FY 2024 List Subject to Segments identified in 5-Year Sidewalk Connectivity Plan per City Strategic Plan FY 2025 List Subject to Segments identified in 5-Year Sidewalk Connectivity Plan per City Strategic Plan FY 2026 List Subject to Segments identified in 5-Year Sidewalk Connectivity Plan per City Strategic Plan FY 2027 List Subject to Segments identified in 5-Year Sidewalk Connectivity Plan per City Strategic Plan BUDGETED EXPENDITURE SCHEDULE FY FY FY FY FY Five Year Total Project Elements: 2023 2024 2025 2026 2027 Total Project Improvements 150,000 150,000 150,000 150,000 150,000 750,000 Furniture/Fixture/Equip. - - - - - - Operational Impact - - - - - - Total Expenditures 150,000 150,000 150,000 150,000 150,000 750,000 775,000 Expenses From Prior Year(s): $25,000 Funded from Prior Yr. Revenue: $25,000 Prior Year Activity on Project: Lake Drive NW from Memorial Parkway to 321 Lake Drive NW, Hollywood Blvd NW from north side of right-of-way from west property line of 6 Beal Pkwy NW to Beak Pkwy, Robinwood Drvie NW from west side of right-of-way from Hollywood Blvd NW to Jet Drive NW, First Street SW from north side of right-of-way from Robinwood Drive SW to St FY 2022 Mary Avenue SW then to the south driveway of 119 St Mary Avenue SW, Walter Martin Road NE from north side of the right-of-way from Beal Pkwy, NE to west property line of 100 Eglin Pkwy NE, and Alder Avenue SE from west side of right-of-way from south property line of 14 Alder Avenue SE to Fourth Street SE. FY 2021 Cinderella Lane / Various Areas FY 2020 California Drive NE from 126 California Drive NE to Oregon Drive NE (Bud Day Trail Extension) FY 2019 N/A FY 2018 N/A FY FY FY FY FY Five Year Total Revenue Funding Summary: 2023 2024 2025 2026 2027 Total Revenue City Funding 150,000 150,000 150,000 150,000 150,000 750,000 Grant Funding - - - Debt Financing - Other Outside Funding - Revenue Enhancements - - - - - - Total Revenue Funding: 150,000 150,000 150,000 150,000 150,000 750,000 775,000 Strategy #1: Economic Diversification & Resiliency Insert Picture Here 195 City of Fort Walton Beach, Florida FY 2023 - 2027 Budget Capital Improvement Program (CIP) (For Projects/Equipment Costing Over $25,000 and Estimated Useful Life of Ten Years or Greater) Priority No. 2 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: 09/30/23 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 required 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. Sotir Street NW from Memorial Parkway NW to Bayou Woods Drive NW. Hudson Drive NW from Fliva Avenue to Sotir Street NW, Alabama Alley. Stafford Circle NE from Mooney Road NE to Cul-de-sac, Carlyle Court NE from Merioneth FY 2023 Drive NE to Cul-de-sac, White Wilson alley. FY 2024 Coral Drive SW from Robinwood Drive SW to Memorial Parkway SW. FY 2025 Coral Drive SW from Memorial Parkway SW to Hollywood Boulevard SW. Striping on Sleepy Oaks from Yacht Club Drive to Mimosa Street, Brooks Street, Alconese Avenue and Robinwood Drive FY 2026 south of Hollywood Boulevard. FY 2027 Ready Avenue NW from Lovejoy Road NW to Hollywood Boulevard NW. BUDGETED EXPENDITURE SCHEDULE FY FY FY FY FY Five Year Total Project Elements: 2023 2024 2025 2026 2027 Total Project Cost Improvements 400,000 400,000 400,000 400,000 400,000 2,000,000 Furniture/Fixture/Equip. - - - - - - Operational Impact - - - - - - Total Expenditures 400,000 400,000 400,000 400,000 400,000 2,000,000 2,573,586 Expenses From Prior Year(s): $573,586 Funded from Prior Yr. Revenue: $573,586 Prior Year Activity on Project: Golf Course Drive NE from S. Fairway Avenue NE to N. Fairway Avenue NE, Fairway Avenue NE from Mooney Road FY 2022 NE to Wedgewood Lane NE, Powell Drive NE from S. Fairway Avenue NE to Eagle Street NE. Robinwood Drive NW from Hollywood Boulevard SW to Holmes Boulevard NW. Temple Avenue SW from Hollywood FY 2021 Boulevard SW to Coral Drive SW. Yacht Club Drive NE from Cinco Bayou to Ferry Road NE. Hughes Street NE from Cinco Bayou to Ferry Road NE. Industrial Street NW from West of Fort Walton Concrete to East of Fort Walton Concrete. Victoria Place NW from FY 2020 Oakland Circle NW to Marie Circle NW. 4th Street SE alley from 3rd Street SE to 4th Street SE. Hill Avenue NW from City Limits to Lovejoy Road NW, Smith Drive NE from 319 Smith Drive NE to Gardner Drive NE, Gardner Drive NE from Smith Drive NE to 346 Gardner Drive NE, McArthur Avenue from Sotir to Beal Parkway and 417 FY 2019 Hollywood Boulevard. Striping along Walter Martin NE from Eglin Parkway NE to Beal Parkway NE Marilyn Avenue NW from Rogers Street NW to Holmes Boulevard NW, Ferry Road NE from Yacht Club Drive NE to entrance of the Yacht Club, Holmes Boulevard NW from the Wright Parkway NW to Memorial Parkway NW, and Wright FY 2018 Parkway NW Alley. FY FY FY FY FY Five Year Total Revenue Funding Summary: 2023 2024 2025 2026 2027 Total Revenue City Funding 400,000 400,000 400,000 400,000 400,000 2,000,000 Grant Funding - - - Debt Financing - Other Outside Funding - Revenue Enhancements - - - - - - Total Revenue Funding: 400,000 400,000 400,000 400,000 400,000 2,000,000 2,573,586 Strategy #1: Economic Diversification & Resiliency Insert Picture Here 196 City of Fort Walton Beach, Florida FY 2023 - 2027 Budget Capital Improvement Program (CIP) (For Projects/Equipment Costing Over $25,000 and Estimated Useful Life of Ten Years or Greater) Priority No. Project Title: Community Redvelopment Area (CRA) Wayfinding Signage System Responsible Department: Community Redvelopment Neighborhood/Loc East Miracle Strip Responsible Division: CRA Project Manager: Chris Frassetti Project Category: Infrastructure Project Type: Multi-Year Project Number: Estimated Useful Life (years): 20 Criteria Type: Improve Existing Svs/Infrastructure Projected Date of Completion: 09/30/29 Project Description/Justification: The Community Redevelopment Area (CRA) Plan identifies locations for updated wayfinding signage through the CRA to establish a unique identity for the CRA and enhance the CRA's vision to improve economic development, quality of life, and sense of community. FY 2023 Design of CRA wayfinding signage program FY 2024 Install wayfinding in West Waterfront, South Beal Pkwy, & Uptown Industrial Districts FY 2025 Install wayfinding in Eglin Commercial, Health and Wellness, & Central Residential Districts FY 2026 FY 2027 Install wayfinding in Downtown Core District BUDGETED EXPENDITURE SCHEDULE FY FY FY FY FY Five Year Total Project Elements: 2023 2024 2025 2026 2027 Total Project Cost Improvements 65,000 65,000 65,000 - 30,000 225,000 Furniture/Fixture/Equip. - - - - - - Operational Impact - - - - - - Total Expenditures 65,000 65,000 65,000 - 30,000 225,000 225,000 Expenses From Prior Year(s): Funded from Prior Yr. Revenue: $0 Prior Year Activity on Project: FY 2022 FY 2021 FY 2020 FY 2019 FY 2018 FY FY FY FY FY Five Year Total Revenue Funding Summary: 2023 2024 2025 2026 2027 Total Revenue City Funding 65,000 65,000 65,000 30,000 225,000 Grant Funding - - - Debt Financing - Other Outside Funding - Revenue Enhancements - - - - - - Total Revenue Funding: 65,000 65,000 65,000 - 30,000 225,000 225,000 Strategy #1: Economic Diversification & Resiliency Insert Picture Here 197 City of Fort Walton Beach, Florida FY 2023 - 2027 Budget Capital Improvement Program (CIP) (For Projects/Equipment Costing Over $25,000 and Estimated Useful Life of Ten Years or Greater) Priority No. Project Title: Liza Jackson Park Renovation Responsible Department: Recreation & Cultural Services Neighborhood/Loc South Bayou Responsible Division: Parks Project Manager: Jeff Peters Project Category: Park Facilities Project Type: Multi-Year Project Number: Estimated Useful Life (years): 25 Criteria Type: Improve Existing Svs/Infrastructure Projected Date of Completion: 09/30/24 Project Description/Justification: Liza Jackson Park renovation to include interior road connection, boat launch area, boat/trailer drop off, pavilion rebuild, restroom replacement FY 2023 Design Plans/Submit Project to TDD FY 2024 Waterfront Park Renovation FY 2025 FY 2026 FY 2027 BUDGETED EXPENDITURE SCHEDULE FY FY FY FY FY Five Year Total Project Elements: 2023 2024 2025 2026 2027 Total Project Cost Improvements 75,000 1,000,000 - - - 1,075,000 Furniture/Fixture/Equip. - - - - - - Operational Impact - - - - - - Total Expenditures 75,000 1,000,000 - - - 1,075,000 1,075,000 Expenses From Prior Year(s): Funded from Prior Yr. Revenue: $0 Prior Year Activity on Project: FY 2022 FY 2021 Boardwalk/Pier/Boat Launch dock replacement FY 2020 FY 2019 FY 2018 FY FY FY FY FY Five Year Total Revenue Funding Summary: 2023 2024 2025 2026 2027 Total Revenue City Funding - 37,500 37,500 Grant Funding - - - Debt Financing - Other Outside Funding 37,500 1,000,000 1,037,500 Revenue Enhancements - - - - - - Total Revenue Funding: - 75,000 1,000,000 - - 1,075,000 1,075,000 Strategy #1: Economic Diversification & Resiliency Insert Picture Here 198 City of Fort Walton Beach, Florida FY 2023 - 2027 Budget Capital Improvement Program (CIP) (For Projects/Equipment Costing Over $25,000 and Estimated Useful Life of Ten Years or Greater) Priority No. Project Title: Heritage Park and Cultural Center Addition Responsible Department: Recreation & Cultural Services Neighborhood/Loc East Miracle Strip Responsible Division: Museum(s) Project Manager: Jeff Peters Project Category: Public Buildings Project Type: Multi-Year Project Number: Estimated Useful Life (years): 40 Criteria Type: Improve Existing Svs/Infrastructure Projected Date of Completion: 09/30/23 Project Description/Justification: Demo of Bluewater Zoo building and adding addition of Gift Shop and offices FY 2023 Construction of Museum Addition FY 2024 FY 2025 FY 2026 FY 2027 BUDGETED EXPENDITURE SCHEDULE FY FY FY FY FY Five Year Total Project Elements: 2023 2024 2025 2026 2027 Total Project Cost Improvements 400,000 400,000 - - - 800,000 Furniture/Fixture/Equip. - - - - - - Operational Impact - - - - - - Total Expenditures 400,000 400,000 - - - 800,000 925,000 Expenses From Prior Year(s): $125,000 Funded from Prior Yr. Revenue: $125,000 Prior Year Activity on Project: FY 2022 Demo Bluewater Zoo and Public Restroom FY 2021 Design Plans FY 2020 FY 2019 FY 2018 FY FY FY FY FY Five Year Total Revenue Funding Summary: 2023 2024 2025 2026 2027 Total Revenue City Funding 400,000 - 400,000 Grant Funding - - - Debt Financing - Other Outside Funding 400,000 400,000 Revenue Enhancements - - - - - - Total Revenue Funding: 800,000 - - - - 800,000 925,000 Strategy #1: Economic Diversification & Resiliency Insert Picture Here 199 City of Fort Walton Beach, Florida FY 2023 - 2027 Budget Capital Improvement Program (CIP) (For Projects/Equipment Costing Over $25,000 and Estimated Useful Life of Ten Years or Greater) Priority No. 1 Project Title: Water Meter Replcement Responsible Department: Utility Services Neighborhood/Loc Citywide Responsible Division: Water Distribution Project Manager: Daniel Payne Project Category: Infrastructure Project Type: Multi-Year Project Number: 5056 Estimated Useful Life (years): 10 Criteria Type: Improve Existing Svs/Infrastructure Projected Date of Completion: 09/30/23 Project Description/Justification: Meter replacement for residential and commerical meters. The existing meters and registers are no longer supported by the manufacturer and issues with metering are currently being experienced. Replacement will be based on zones throughout the City. FY 2023 Zone Specified at a Later Date FY 2024 Zone Specified at a Later Date FY 2025 Zone Specified at a Later Date FY 2026 Zone Specified at a Later Date FY 2027 Zone Specified at a Later Date BUDGETED EXPENDITURE SCHEDULE FY FY FY FY FY Five Year Total Project Elements: 2023 2024 2025 2026 2027 Total Project Improvements 1,500,000 1,500,000 3,000,000 Furniture/Fixture/Equip. - - - - - - Operational Impact - - - - - - Total Expenditures 1,500,000 1,500,000 - - - 3,000,000 3,000,000 Expenses From Prior Year(s): $0 Funded from Prior Yr. Revenue: $0 Prior Year Activity on Project: FY 2022 N/A FY 2021 N/A FY 2020 N/A FY 2019 N/A FY 2018 N/A FY FY FY FY FY Five Year Total Revenue Funding Summary: 2023 2024 2025 2026 2027 Total Revenue City Funding 1,500,000 1,500,000 3,000,000 Grant Funding - - - - Debt Financing - - - - - - Other Outside Funding - - - - - - Revenue Enhancements - - - - - - Total Revenue Funding: 1,500,000 1,500,000 - - - 3,000,000 3,000,000 Strategy #1: Economic Diversification & Resiliency Insert Picture Here 200 City of Fort Walton Beach, Florida FY 2023 - 2027 Budget Capital Improvement Program (CIP) (For Projects/Equipment Costing Over $25,000 and Estimated Useful Life of Ten Years or Greater) Priority No. 1 Project Title: Brooks Bridge Replacement Water Relocations Responsible Department: Utility Services Neighborhood/Loc Citywide Responsible Division: Water Distribution Project Manager: Daniel Payne Project Category: Infrastructure Project Type: Multi-Year Project Number: 50XX Estimated Useful Life (years): 50 Criteria Type: Improve Existing Svs/Infrastructure Projected Date of Completion: 09/30/23 Project Description/Justification: As a part of the construction and replacemnt of Brooks Bridge, the existing City water lines will have to be relocated/reconfigured. This results in the addition of new piping, 5 new valves, and other appurtenances. FY 2023 Brooks Bridge Water Relocations FY 2024 Brooks Bridge Water Relocations FY 2025 FY 2026 FY 2027 BUDGETED EXPENDITURE SCHEDULE FY FY FY FY FY Five Year Total Project Elements: 2023 2024 2025 2026 2027 Total Project Cost Improvements 500,000 500,000 - - - 1,000,000 Furniture/Fixture/Equip. - - - - - - Operational Impact - - - - - - Total Expenditures 500,000 500,000 - - - 1,000,000 1,000,000 Expenses From Prior Year(s): Funded from Prior Yr. Revenue: $0 Prior Year Activity on Project: FY 2022 Design of Brooks Bridge utility relocation plans FY 2021 FY 2020 FY 2019 FY 2018 FY FY FY FY FY Five Year Total Revenue Funding Summary: 2023 2024 2025 2026 2027 Total Revenue City Funding 300,000 300,000 600,000 Grant Funding - - - Debt Financing - Other Outside Funding - Revenue Enhancements - - - - - - Total Revenue Funding: 300,000 300,000 - - - 600,000 600,000 Strategy #1: Economic Diversification & Resiliency Insert Picture Here 201 City of Fort Walton Beach, Florida FY 2023 - 2027 Budget Capital Improvement Program (CIP) (For Projects/Equipment Costing Over $25,000 and Estimated Useful Life of Ten Years or Greater) Priority No. 1 Project Title: Sewer System Lining and Grouting Responsible Department: Utility Services Neighborhood/Loc Citywide Responsible Division: Sewer Collection & Treatment Project Manager: Daniel Payne Project Category: Infrastructure Project Type: Multi-Year Project Number: 5032 Estimated Useful Life (years): 25 Criteria Type: Improve Existing Svs/Infrastructure Projected Date of Completion: 09/30/23 Project Description/Justification: The City has 110 miles of sewer lines, with a majority of the lines consisting of clay pipe. Clay and unlined cast iron pipe are susceptible to root intrusion, offset joints and cracking due to the brittleness of the material. These problems allow a significant amount of inflow and infiltration and debris into the wastewater system, which can eventually result in stop-ups and possible sanitary sewer overflows. Prior to performing the rehabilitation, mains and manholes are inspected via closed-circuit television and monitored for leaks and other problems. The rehabilitation techniques include cured-in-place pipe lining, epoxy- or urethane-based manhole lining, and chemical root treatment. FY 2023 Segments to be determined based on video inspections and lift station data FY 2024 Segments to be determined based on video inspections and lift station data FY 2025 Segments to be determined based on video inspections and lift station data FY 2026 Segments to be determined based on video inspections and lift station data FY 2027 Segments to be determined based on video inspections and lift station data BUDGETED EXPENDITURE SCHEDULE FY FY FY FY FY Five Year Total Project Elements: 2023 2024 2025 2026 2027 Total Project Improvements 50,000 50,000 50,000 50,000 50,000 250,000 Furniture/Fixture/Equip. - - - - - - Operational Impact - Total Expenditures 50,000 50,000 50,000 50,000 50,000 250,000 250,000 Expenses From Prior Year(s): Funded from Prior Yr. Revenue: Prior Year Activity on Project: FY 2022 Sewer System Lining and Grouting FY 2021 Sewer System Lining and Grouting FY 2020 Sewer System Lining and Grouting FY 2019 Sewer System Lining and Grouting FY 2018 Sewer System Lining and Grouting FY FY FY FY FY Five Year Total Revenue Funding Summary: 2023 2024 2025 2026 2027 Total Revenue City Funding 50,000 50,000 50,000 50,000 50,000 250,000 Grant Funding - - - - - Debt Financing - - - - - - Other Outside Funding - - - - - - Revenue Enhancements - - - Total Revenue Funding: 50,000 50,000 50,000 50,000 50,000 250,000 250,000 Strategy #1: Safe and Livable Community for Citizens Insert Picture Here 202 City of Fort Walton Beach, Florida FY 2023 - 2027 Budget Capital Improvement Program (CIP) (For Projects/Equipment Costing Over $25,000 and Estimated Useful Life of Ten Years or Greater) Priority No. 1 Project Title: Brooks Bridge Replacement Sewer Relocations 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: 50XX Estimated Useful Life (years): 50 Criteria Type: Improve Existing Svs/Infrastructure Projected Date of Completion: 09/30/23 Project Description/Justification: As a part of the construction and replacemnt of Brooks Bridge, the existing City sanitary sewer facilities will have to be relocated. This results in the addition of new piping, 2 new lift stations, and other appurtenances. FY 2023 Brooks Bridge Sewer Relocations FY 2024 Brooks Bridge Sewer Relocations FY 2025 FY 2026 FY 2027 BUDGETED EXPENDITURE SCHEDULE FY FY FY FY FY Five Year Total Project Elements: 2023 2024 2025 2026 2027 Total Project Cost Improvements 750,000 750,000 1,500,000 Furniture/Fixture/Equip. - - - - - - Operational Impact - - - - - - Total Expenditures 750,000 750,000 - - - 1,500,000 1,500,000 Expenses From Prior Year(s): Funded from Prior Yr. Revenue: Prior Year Activity on Project: FY 2022 Design of Brooks Bridge utility relocation plans FY 2021 FY 2020 FY 2019 FY 2018 FY FY FY FY FY Five Year Total Revenue Funding Summary: 2023 2024 2025 2026 2027 Total Revenue City Funding 750,000 750,000 1,500,000 Grant Funding - - - - - Debt Financing - - - - - - Other Outside Funding - - - - - - Revenue Enhancements - - - Total Revenue Funding: 750,000 750,000 - - - 1,500,000 1,500,000 Strategy #1: Economic Diversification & Resiliency 203 Statistical Information HISTORY & PROFILE The City of Fort Walton Beach, Florida prides itself on being a small, family-oriented seaside community boasting a downtown area that was home to a significant prehistoric Native American community on the Gulf Coast of Northwest Florida. Situated at the junction of two major highways - US 98 (Miracle Strip Parkway) and SR 85 (Eglin Parkway) - Fort Walton Beach enjoys the benefits of its crossroads location along the coastal portion of the Northwest Florida regional transportation network. The City offers a full-service government providing police and fire protection; cultural and recreational activities including parks, a library, a museum, and two championship golf courses; planning and zoning; public works such as street, sidewalk, right-of-way, and cemetery maintenance; utilities service including water, sewer, and storm water; and garbage and recycling collection to a coastal community of 21,064 full-time residents. The City has an exciting and romantic history. As early as 600 B.C., Indian tribes were attracted to Fort Walton Beach from the Mississippi and Tennessee River Valleys and the Southeast Georgia coast. The beginning for the City occurred following the War Between the States when Alabama war veteran John Brooks selected a site of 111 acres where he built a three-room cabin in 1867. Other settlers soon followed. By 1884, the population of the area required establishment of a small schoolhouse. In 1902, the first hotel, Brooks House, was built along the sound and shortly thereafter the first post office was built in 1906. The Montgomery, Alabama, Maxwell Field military base developed an airfield in Fort Walton in 1933 on 137 acres of land and used it as a bombing and gunnery range. The most significant factor in the City's growth was the creation and later expansion, of that airfield, which is now Eglin Air Force Base (the largest military installation in the world) in 1937, the year the City Charter was adopted. Originally chartered as a municipality under the laws of the State of Florida, actual formation of the City was in 1941 when the Florida legislature First Schoolhouse officially named it the Town of Fort Walton. In 1953, the Florida Legislature granted the City a new charter at which time the name was changed to Fort Walton Beach. The name Walton originates from Colonel George Walton, who was Secretary of the East-West Florida Territory in 1822-26 and son of George Walton, signer of the Declaration of Independence and Governor of Georgia. The presence of the military base provided the key economic stimulus for the City's early growth, supplemented by the attractiveness of the location. The City enjoyed a substantial population and economic boom from the 1950's through the end of the 1970's. Subsequently, things started to slow down. The military base became less important to the City's economy than the growing tourism industry. In the late 1960’s and early 1970’s Fort Walton Beach began to experience a decline in economic prosperity, some of which can be attributed to the utility and transportation infrastructure getting older and commercial and residential structures becoming deteriorated. New development began to take place in the surrounding communities. The City, having nearly run out of developable land, started to focus attention on finding ways to induce private enterprise investment in the City and thus capturing a greater share of the local and regional market. The City’s premier gathering place along the Santa Rosa Sound has been the Fort Walton Landing Park since its purchase in 1986. Building upon that with the complete reconstruction of Brooks Street, including the Brooks Bridge Park in 2013, the City’s downtown waterfront was opened up to an extent never before realized and spurred economic growth downtown. Outside of downtown, the City completed construction of a new Recreation Complex, which has added to the attraction of the City. Downtown Redevelopment: Brooks Bridge Park Recreation Complex – opened Summer 2015 City of Fort Walton Beach, FL 204 Statistical Information DATE OF INCORPORATION: June 16, 1941 FORM OF GOVERNMENT: Council & Manager PAVED STREETS: 93.12 miles GEOGRAPHIC AREA: 7.60 square miles SIDEWALKS: 63.67 miles TAXABLE ASSESSED VALUE: $1,637,147,629 WATER & SEWER LINES: 282.82 miles CITY MILLAGE RATE: 5.3293 STORM DRAIN: 43.18 miles POPULATION: 23,379 POLICE STATIONS: 1 FIRE STATIONS: 2 EMPLOYEES: 351 positions, 311.79 FTE’s LIBRARIES: 1 MUSEUMS: 4 SWORN POLICE OFFICERS: 54 18-HOLE GOLF COURSES: 2 FIREFIGHTING PERSONNEL: 44.25 ACRES OF PARKS: 206 CITY NEIGHBORHOODS (un-shaded portions are not in the City limits) City of Fort Walton Beach, FL 205 Statistical Information BEAL PARKWAY CHARACTERISTICS: Mostly Residential, CRA District BOUNDARIES: The Beal Parkway Neighborhood includes much of the City’s central core. It includes all lands between Eglin Parkway and Beal Parkway north of Second Street and north of First Street west of Harbeson Avenue. It extends north to Hughes Street and also includes the properties that lie between Robinwood Drive and Beal Parkway and between First Street and Hollywood Boulevard. All parts of the Kelly Subdivision and First Addition to Kelly Subdivision in the area of Comet Street are also included. ATTRIBUTES AND QUALITIES: The Beal Parkway Neighborhood is home to the City's new Public Safety Complex housing police and fire services. The neighborhood includes most of the City's areas in need of code enforcement and rehabilitation activities. The area has one of the highest crime rates in the City. Not surprisingly, the City has targeted funds into this area from the HUD Community Development Block Grant (CDBG) program. Through diligent code enforcement and crime prevention activities, which are presently centered in the Police Department’s Community Policing Program, much progress has been made to improve conditions in this neighborhood. However, there are still many improvements needed. To meet those needs, the City’s Redevelopment Area was expanded to include this area in order to provide additional funding sources to remedy the blight in this area. Substantial land use changes encouraging mixed-uses and de-emphasizing heavy commercial activities will encourage expenditure of private capital in this area. New development is needed to infill parcels which developers have ignored due to lack of infrastructure, which is available in the newer neighborhoods of the City. EAST MIRACLE STRIP CHARACTERISTICS: Primarily Commercial, CRA District, Waterfront BOUNDARIES: The East Miracle Strip Neighborhood lies entirely within the Community Redevelopment Area. The boundaries are Elm Avenue extended to Choctawhatchee Bay to the east; Choctawhatchee Bay to the south; the common property line between the St. Simon’s Episcopal Church/The Boat Marina on south side of US 98 and Beal Parkway on the north side of US 98 to the west; and to the north following First Street from Beal Parkway east to Harbeson Avenue then Second Street and then east to Chicago Avenue. ATTRIBUTES AND QUALITIES: The East Miracle Strip Neighborhood is the former MainStreet area, also referred to as Downtown. This area encompasses the oldest areas of the City and, not surprisingly, is the location of most of the City’s historic structures and sites. Land use is primarily business, which caters to both the local population and the needs of tourists which cannot be met on Okaloosa Island. US 98 and Eglin Parkway (SR85) merge in this area often forming a traffic bottleneck at the foot of Brooks Bridge. The area is central to the redevelopment planning of the CRA and is seeing an upsurge in interest in the redevelopment of prime waterfront properties currently underdeveloped with older single family residences (many locally historic). National historic treasures located here include the Gulfview Hotel site and the Indian Temple Mound. This area includes most of the area forming the designated “Main Street” Program by the Florida Department of State in 1997. The City's museum and new library are also located in this neighborhood. ELLIOTT'S POINT CHARACTERISTICS: Residential, Waterfront BOUNDARIES: The Elliott's Point Neighborhood refers to the southeastern portion of the City. While Elliott’s Point Subdivision and subsequent additions to the original subdivision include lands north and south of Hollywood Boulevard east of Ferry Road, the neighborhood known as Elliott’s Point is that area south of Hollywood Boulevard and east of Chicago Avenue. The eastern and southern boundaries are Choctawhatchee Bay. ATTRIBUTES AND QUALITIES: The Elliott's Point Neighborhood is almost entirely comprised of residential land use. The waterfront properties are all single family residential as are the more eastern inland properties. The western properties are mostly multi- family residentially, although much of the Ocean City Subdivision portion of the neighborhood still exists as single family residential land use. Many of the city’s older homes and most prestigious newer homes are co-located in this neighborhood which is characterized by its Spanish moss-laden Oak trees which canopy the many streets. Unfortunately, many of the older frame vernacular homes are being razed for development of more modern homes rather than restored or improved, although some are receiving additions and a new coat of paint. There are no public schools located within this neighborhood that form a central public place, but there are several churches that serve as neighborhood gathering places. The neighborhood also features public parks like Villa Russ Park, which is surrounded by homes and is concealed from casual notice by passersby. Waterfront access is available at Hood Avenue, the end of Hollywood Boulevard, at Shore Drive east of Bay Drive, at the south end of Bay Drive and at Walkedge Drive where there is also a small boat ramp facility. FERRY PARK CHARACTERISTICS: Residential, Waterfront BOUNDARIES: The Ferry Park Neighborhood is located in the northeast corner of the main portion of the City. The boundaries are Cinco Bayou to the north; Choctawhatchee Bay to the east; Hollywood Boulevard to the south; and Vine Avenue, Buck Drive, Uptown Station, and the Town of Cinco Bayou to the west. City of Fort Walton Beach, FL 206 Statistical Information ATTRIBUTES AND QUALITIES: The Ferry Park Neighborhood is comprised almost entirely of single-family residential homes from the most prestigious to more modest dwellings. Everyone knows the prestigious names Sudduth Circle, Yacht Club Drive and Bay Drive. Unfortunately, the neighborhood includes several properties that are constantly on the list of code enforcement violations, properties that have not been properly maintained and therefore devalue the other well-maintained homes. This neighborhood surrounds the City’s Ferry Park/Docie Bass Recreation Center/Elliotts Point Elementary School Complex located at the intersection of Hughes Street with Ferry Road. Other prominent features include Goodthing Lake, formerly Lake Earl, a brackish body of water with a precarious outlet to Choctawhatchee Bay. Land uses also include a few residence-offices along Buck, Staff and Hospital Drives as well as the former hospital site, now an adult congregate living facility (ACLF) and the County Health Department Offices. There is also a small amount of neighborhood convenience commercial uses along Hollywood Boulevard in the southwestern corner of the neighborhood. At the end of Ferry Drive is the well-known Fort Walton Yacht Club, a private yacht club. GARNIER'S BEACH CHARACTERISTICS: Residential, Waterfront BOUNDARIES: The Garnier's Beach Neighborhood is somewhat isolated from the rest of the City. It lies between the unincorporated area of Okaloosa County known as Ocean City and Cinco Bayou (water body). The boundaries of this neighborhood are at South Street on the north, Choctawhatchee Bay on the east, Cinco Bayou on the South, and Cinco Bayou and Eglin Parkway on the west. The Town of Cinco Bayou lies immediately south of this neighborhood at the foot of the Cinco Bayou Bridge where Eglin Parkway crosses Cinco Bayou. ATTRIBUTES AND QUALITIES: The Garniers Beach Neighborhood is almost entirely comprised of the subdivision named Garniers Beach, which was platted in 1949-50 and is one of the oldest areas of the City. The residential area is small in size, just 247 houses. This neighborhood also includes a waterfront city park, Garniers Beach Park. Commercial uses include a house converted to an insurance office at the southeast corner of South Street and Eglin Parkway; a restaurant located at the southwest corner of Eglin Parkway and South Street; and Mariner Plaza Shopping Center. The neighborhood’s location makes it a wonderful hideaway from the hustle and bustle along Eglin Parkway. The area is similar to Bay Drive/Brooks Street in Elliott's Point in that it has large trees forming a canopy along most of its streets. While most of the homes are modest in size there has been a recent trend where homes are being resold, remodeled and enlarged, especially those facing the Bay and Bayou. KENWOOD CHARACTERISTICS: Primarily Residential BOUNDARIES: The Kenwood Neighborhood is bounded on the north by the U.S. Government’s Eglin Air Force Base Reservation; on the east by Chula Vista Bayou and Garnier's Bayou; on the south by Don’s Bayou, Racetrack Road and Bob Sikes Boulevard; and on the west by Denton Boulevard, Hospital Drive and Lewis Turner Boulevard. ATTRIBUTES AND QUALITIES: The Kenwood Neighborhood is one of the most desired residential locations in the City, blending the prestige of a golf course setting with the natural waterfront tranquility of Bass Lake and adjacent bayous. The City bought the land for the golf course from the Federal Government in the 1960’s for the purpose of providing active and passive recreation opportunities and open space. The City built and maintains two quality 18 hole courses, The Pines and The Oaks. The neighborhood is largely residential and is comprised of single family homes and multi-family complexes, Choctawhatchee high school , Pryor middle school, Kenwood elementary school, the City’s Golf Club, Fire Station #2, and Choctaw Plaza. This neighborhood represents the entire area located within the City limits in the area of the Golf Course and is often referred to as the “Golf Course Area”. Over the last few decades hundreds of properties have voluntarily annexed to the City forming the Kenwood Neighborhood as it is now constituted; however, there are substantial areas still located in unincorporated Okaloosa County adjacent to this neighborhood, meaning the problems created by irregular municipal boundaries will persist and the Kenwood Neighborhood will remain a distant mile and one-half from the nearest part of the original City limits. NORTHWEST CHARACTERISTICS: Primarily Residential BOUNDARIES: The Northwest Neighborhood is located in the northwest quadrant of the City. Its boundaries are Beal Parkway NW to the north; the Beal Parkway Neighborhood to the east; Jet Drive, Silva Drive, Willard Road and Holmes Boulevard to the south; and Wright Parkway to the west. ATTRIBUTES AND QUALITIES: The Northwest Neighborhood includes a full range of land use types. Most of the land is comprised of single family residential homes in subdivisions. There are also some multiple family projects primarily located on the fringes of the neighborhood along collector streets such as Wright Parkway and Robinwood Drive, and along Alabama Avenue. Strip commercial development is located along Beal Parkway lying south of its intersection with Yacht Club Drive. Heavy businesses, including moving companies, warehouses and automotive repair and servicing are located along Industrial Street and Hollywood Boulevard in the southeastern portion of the neighborhood. Silver Sands Elementary School is located in the Northwest Neighborhood. The neighborhood is well provided with recreation facilities such as Jet Stadium, Jet Drive Park, a neighborhood park which has active recreation facilities, and Memorial Drive Park which provides passive recreation opportunities. Three other parks provide 12.6 acres of additional open space, although they have not been developed. The Northwest Neighborhood also includes the City-owned Beal Memorial Cemetery and the U.S. Postal Service Office. The diversity of land use types has created some land use conflicts between single family residential areas and more intense commercial/industrial zoning and land use. The Northwest Neighborhood does contain City of Fort Walton Beach, FL 207 Statistical Information some of the more desirable inland areas to reside in, such as Bayou Woods and Vesta Heights Subdivisions. It also contains some of the areas which require attention by the City to see that properties are properly maintained. OAKLAND CHARACTERISTICS: Residential BOUNDARIES: The Oakland Neighborhood is bounded by Northwest Neighborhood to the east, Hollywood Boulevard and the City of Mary Esther to the south, the City of Mary Esther and Mary Esther Cutoff to the west, and Mary Esther Cutoff to the north. ATTRIBUTES AND QUALITIES: The Oakland Neighborhood’s predominant land use is detached single family residential homes in platted subdivisions. This neighborhood also has a number of multiple family projects, primarily zero-lot line and townhomes. Strip commercial development is located along Mary Esther Cutoff and that portion of Beal Parkway lying south of its intersection with Yacht Club Drive. Businesses, such as warehouses and automotive repair and servicing are located along Hollywood Boulevard in the eastern portion of the neighborhood. There is a small convenience commercial area along Wright Parkway north of Hollywood. Bruner Middle School is the only school located in this neighborhood. The neighborhood is well provided with recreation facilities such as Fred Hedrick Community Center, the Municipal Tennis Center and Oakland Heights School Athletic Fields. Cecelia Park is a mini-park that provides passive recreation opportunities. The Oakland Neighborhood also includes the City’s Public Works Maintenance Yard located on Hollywood Boulevard between Jet Drive and Memorial Parkway and Liza Jackson Charter School. SEABREEZE CHARACTERISTICS: Mixed Zoning, Waterfront BOUNDARIES: The Seabreeze Neighborhood extends from Hollywood Boulevard on the north, Bass Avenue and Robinwood Drive to the east, Santa Rosa Sound on the south, and the City of Mary Esther on the west. ATTRIBUTES AND QUALITIES: The Seabreeze Neighborhood is one of the most diverse neighborhoods relative to land use, including single family residential in the Santa Rosa Park, Seabreeze and Santasia Park Subdivisions, multiple family residential in the Fountainhead and Jackson Trail Apartment Complexes, professional offices in complexes like Paradise Village, highway commercial uses like the restaurants, hotel/motels and new car dealerships, light industrial uses like the United Parcel Service and Keego Brick; and utilities like Gulf Power Company. There is an abundance of public and quasi-public land uses such as schools (Edwins Elementary and Fort Walton Beach High) and churches (St. Mary’s Catholic, First Church of Christian Science, Holy Trinity Lutheran Church, Nazarene Church, and the Seventh Day Adventists). St. Mary’s also has a parochial school for First through Eighth grades. Public parks include Liza Jackson Park and the Memorial Park/Senior Citizens Center. SOUTH BAYOU CHARACTERISTICS: Residential, Waterfront BOUNDARIES: The South Bayou Neighborhood's southern boundary is the major arterial road Beal Parkway NW. The eastern boundary is where the City limits abut those of the Town of Cinco Bayou. To the west lies unincorporated Okaloosa County near where Mary Esther Cutoff (SR 393) intersects Beal Parkway. ATTRIBUTES AND QUALITIES: The South Bayou Neighborhood is one of the most prestigious in the City. Many fine homes are located along the waterfront on large lots at the end of the numerous cul-de-sacs. Most of the streets begin at Beal Parkway and wind toward the waterfront. This area also has a nice tree canopy along many of the streets. There are several passive parks located throughout the neighborhood, Briarwood Park, Mimosa Park and Ewing Park. The neighborhood is almost entirely composed of single family detached residential subdivisions. The lone exception is a small commercial area located at Howell Drive/Beal Parkway comprising an office for a cellular phone company and a medical office. W.E. COMBS CHARACTERISTICS: Primarily Commercial BOUNDARIES: The Combs-New Heights Neighborhood is comprised largely of the City’s Commerce and Technology Park. It is bounded on the north by unincorporated Okaloosa County, on the east by the Sylvania Heights area of Okaloosa County and Mary Esther Cut-Off, on the south by the City of Mary Esther and to the west by Hurlburt Field, which is part of the Eglin Air Force Base Complex. ATTRIBUTES AND QUALITIES: The Combs-New Heights Neighborhood includes Combs-New Heights elementary school, which gives the neighborhood its name, and dates to the 1950’s and 1960’s when most of the residential areas were platted. These subdivisions were annexed to the City by special election for large areas and by individual voluntary requests during the early 1960’s. The residential area is a quiet area which lies between Gap Creek and Lovejoy Road and until the early 1990’s had no sanitary sewer or paved roads. The residential area’s proximity to the industrial and heavy business area to the south and west as well as the very rundown unincorporated area, Sylvania Heights, located to the east, provides a myriad of incompatible land uses. Hurlburt Arms, a multifamily subdivision/apartment complex, is an enclave that lies between Mary Esther on the south, east and west, and the City’s Industrial Park on its north, near Anchors Street. A large portion of this neighborhood is industrial, warehousing and wholesaling enterprises, which were developed on land owned and strictly controlled by the City from the1960’s until 1994. Most of the industrially zoned lands are developed although there are still several tracts that have never been sold. City of Fort Walton Beach, FL 208 Statistical Information LOCATION Jacksonville Fort Walton Beach Tallahassee Orlando Tampa Miami WEATHER Summer Temp. 89°F Winter Temp. 61°F Annual Rainfall 66” LOCAL AREA ECONOMY Top 10 Employers *Includes military, civilian, and contractor personnel **Includes military and civilian personnel ***Includes County Commission, Clerk of Court, Property Appraiser, Sheriff, Supervisor of Elections, and Tax Collector Non-Agricultural Employment by Industry Leisure & Hospitality, 9.5% Other Services, 8.0% Education & Health Government, 0.4% Services, 11.3% Mining, Logging, & Construction, 3.4% Professional & Business Services, 16.8% Construction, 14.5% Financial Activities, 4.7% Manufacturing, 11.2% Information, 7.7% Trade, Transportation, & Utilities, 12.5% City of Fort Walton Beach, FL 209  Statistical Information DEMOGRAPHICS FWB Population by Race FWB Age Distribution 100% 7000 Two or More Races 90% Some Other Race 6000 80% American Indian or Alaka Native 5000 70% Asian 60% 4000 Black or African American People 50% White 3000 40% 2000 30% 20% 1000 10% 0 Under 5 5-19 20-24 25-35 35-54 55-64 65+ 0% FWB Population Housing Units 26000 24000 Renter Occupied, 22000 3,582, 31% 20000 18000 16000 Owner Occupied, People 14000 5,664, 50% 12000 10000 8000 6000 4000 2000 0 Vacant, 2,219, 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 19% Median Income by Florida County (in thousands) $75 $60 $45 $30 $15 $0 St.Lucie Miami-Dade Osceola Suwannee Dixie St.Johns Franklin DeSoto Highlands Levy Putnam Hamilton Glades Jackson Bradford Holmes Gadsden Madison Calhoun Hendry Union Citrus Jefferson Washington Gilchrist Lafayette Okeechobee Columbia Taylor Gulf Hardee Hernado Marion Polk Liberty Lee Charlotte Santa Rosa Lake Sumter Martin Flagler Volusia Alachua Baker Nassau Pinellas Broward Brevard Hillsborough Clay Leon Bay Duval Sarasota Collier Monroe Indian River Seminole Okaloosa Manatee Orange Palm Beach Walton Escambia Wakulla Pasco City of Fort Walton Beach, FL 210 Statistical Information PROPERTY TAXES Taxable Assessed Value Comparison (in millions) $6,000 $5,000 $4,000 $3,000 $2,000 $1,000 $0 Cinco Bayou Crestview Destin Fort Walton Laurel Hill Mary Esther Niceville Shalimar Valparaiso Beach 2017 2018 2019 2020 2021 Property Tax Burden Comparison for Okaloosa County’s Residents Total Ad Valorem Municipality Millage Taxable Value Population per Capita Laurel Hill 13.3032 $21.6M 457 $345 Valparaiso 14.8272 $295.5M 4,793 $617 Crestview 16.7498 $1418.2M 27,366 $518 Mary Esther 14.8293 $331.2M 4,027 $882 Niceville 13.5032 $1335.5M 16,040 $833 Fort Walton Beach 15.1325 $1636.9M 20,948 $781 Shalimar 14.3532 $111.8M 763 $1,416 Cinco Bayou 15.5532 $60.2M 457 $1,316 Destin 12.4182 $6082.7M 14,217 $4,278 Okaloosa County* 10.1022 $17453.6M 213,204 $1,405 Fort Walton Beach is the only full-service city, providing police, fire, water & sewer, garbage, and stormwater services along with recreational programs, senior center, library, museums, and two 18-hole golf courses. Top 10 Fort Walton Beach Taxpayers – 2021 City of Fort Walton Beach, FL 211 Statistical Information City of Fort Walton Beach, FL 212 Statistical Information City of Fort Walton Beach, FL 213 Statistical Information FIVE-YEAR FINANCIAL FORECASTS City of Fort Walton Beach, FL 214 Statistical Information City of Fort Walton Beach, FL 215  GLOSSARY OF TERMS ACCRUAL BASIS OF ACCOUNTING A basis of accounting under which the financial effects of transactions, events, and interfund activities are recognized when they occur, regardless of the timing of related cash flows. All proprietary funds use the accrual basis of accounting. AD VALOREM A Latin term meaning “according to value” commonly used when referring to property taxes. ADOPTED BUDGET An annual budget approved by City Council each September detailing the revenues and expenditures of the City for the upcoming fiscal year. ANNUAL BUDGET A budget applicable to a single fiscal year. AMENDED BUDGET A revised version of the adopted budget prepared after the close of each fiscal year to reflect actual revenues and expenditures. AMENDMENT ONE A Florida constitutional amendment approved by voters in 2008 that provides 1) an additional $25,000 homestead exemption, 2) a 10% annual cap for assessed value increases to non-homesteaded properties, 3) a $25,000 exemption for tangible personal property, and 4) portability of accrued “Save Our Homes” benefits. APPROPRIATED BUDGET An expenditure authority created by Ordinance, which is signed into law, and the related estimated revenues. The appropriated budget includes all reserves, transfers, allocations, supplemental appropriations, and other legally authorized legislative and executive changes. APPROPRIATION A legal authorization granted by a legislative body to make expenditures and to incur obligations for specific purposes. APPROPRIATION FROM FUND BALANCE A non-revenue funding source used to bridge the gap between anticipated revenues and expenditures in the adopted budget of governmental, special revenue, and similar funds. APPROPRIATION FROM NET ASSETS A non-revenue funding source used to bridge the gap between anticipated revenues and expenditures in the adopted budget of enterprise funds. ASSESSED VALUE A dollar value of property (land and/or structures) assigned by a public tax assessor for the purposes of taxation. BALANCED BUDGET The total of all available financial resources (either on hand at the beginning of the fiscal year or generated during the fiscal year) equals or exceeds the total of all financial requirements (either planned spending during the year or funds required to be on hand at the end of the fiscal year). The requirement for a balanced budget is established at the fund level and must be met for each individual fund budgeted. This differs from a “structurally balanced budget”, which requires recurring revenues to equal or exceed recurring 216  expenditures. BEAL MEMORIAL CEMETERY PERPETUAL CARE FUND Accounts for funds accumulated to meet the requirements of maintaining the City owned cemetery. BETTERMENT An addition to, or change in, a fixed asset other than maintenance, to prolong its life or increase its efficiency. The cost of the addition or change is added to the book value of the asset. BOND A method of issuing debt for the purpose of raising capital, with a term of more than one year and usually with a fixed interest rate. BUDGET A plan of financial operation embodying an estimate of proposed expenditures for a given period of time and the proposed means of financing them. BUDGET AMENDMENT An increase or decrease in the total adopted budget amount. This must be accomplished by an Ordinance approved by the City Council. BUDGET BASIS All funds are budgeted on a cash basis. However, financial statements reflect modified accrual for governmental funds full accrual for proprietary funds. During the year, the City’s accounting system is maintained on the same basis as the adopted budget, which enables department budgets to be easily monitored through the accounting system. The major difference between the budget and GAAP for governmental funds is that certain expenditures (e.g. compensated absences and depreciation) are not recognized for budgetary purposes, but are recorded in the accounting system at year-end. For enterprise funds, the difference between this budget and GAAP is that debt principal payments and capital outlay (i.e. fixed assets) are budgeted as expenditures for budgetary purposes, but depreciation and compensated absences are shown on the financial statements. Staff believes this provides a better day-to-day financial plan. However, all activity is recorded in the accounting system at year-end in accordance with GAAP. BUDGET RESIDUALS Excess budget funds transferred out of an account by the Finance Department once the budgeted expense has been incurred (e.g. capital purchase, maintenance contract). Reallocation of these funds requires City Manager approval. BUDGET TRANSFER A reallocation of funds among line items, within the same fund, with the approval of the City Manager or designee. CAPITAL EXPENDITURE An expenditure affecting the government’s general fixed assets. Capital expenditures are classified as either a capital outlay or capital improvement program. CAPITAL IMPROVEMENT PROGRAM (CIP) A five-year planning and budgeting tool that identifies the acquisition, construction, replacement, or renovation of facilities and infrastructure with a value greater than $25,000 and a useful life of ten years or more. CIP’s may be recurring (e.g. street resurfacing) or 217  non-recurring (e.g. construction of a new park). CAPITAL OUTLAY Generally, a capital outlay item may be defined as an item valued between $1,000 and $25,000 with a life expectancy of less than 10 years. Capital outlay includes furniture, equipment, and vehicles needed to support the operation of the City’s programs, minor construction projects, landscaping projects, and facility repairs. However, for purposes of budgeting, staff has combined small projects into a CIP when collectively they relate to an overall improvement program or project for a facility or system. For example, the repair of bleachers, batting cages, and lighting at the Softball Complex may be part of a CIP for the renovation of the facility, even though individually the specific items do not meet the CIP threshold. CAPITAL PROJECT There are two types of capital expenditures: infrastructure projects and operating programs. Capital projects are addressed in the CIP and generally include major fixed assets or infrastructure with long-term value, such as buildings, roads, and parks. Capital project costs include all expenditures related to planning, design, equipment, and construction and may involve some form of debt financing. CAPITAL PROJECTS FUND Accounts for the planned capital improvements to municipal facilities and infrastructure construction. CASH BASIS A basis of accounting under which revenues are recognized when cash is received and expenses are recognized when cash is paid. CODE ENFORCEMENT BOARD (CEB) Enforces the provisions of the City code and ordinances (i.e. building maintenance, grass height, signage). The board has the authority to impose administrative fines and other non- criminal penalties. The seven members of the board must be residents of the City of Fort Walton Beach and are appointed to three-year terms. The members are limited to two successive terms. The board meets the second Wednesday of each month at 4 PM in the Council Chambers at City Hall. COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) FUND Accounts for funding from the Federal government to provide services to the citizens with a financial need. These services include providing funding to area non-profit social service organizations, rehabilitating single-family homes, and clearing dilapidated structures. COMMUNITY REDEVELOPMENT AGENCY (CRA) A public organization that works to improve a specific area (called a Community Redevelopment District) in a community through redevelopment and economic investment. The targeted area must meet the state definition of "slum and blight," which includes 14 conditions such as deteriorating buildings, lack of parking and sidewalks, inadequate roadways, faulty lot layout, flooding problems, and outdated building patterns. COMMUNITY REDEVELOPMENT AGENCY (CRA) BOARD Oversees redevelopment projects and recommends infrastructure improvements within the CRA district. The board endeavors to implement specific projects to encourage redevelopment within the CRA district. 218 COMMUNITY REDEVELOPMENT AGENCY (CRA) FUND A “discretely presented component unit” that accounts for the revenues and expenditures associated with the CRA. COMPREHENSIVE ANNUAL FINANCIAL REPORT (CAFR) An audited financial report prepared annually per Florida State Statute 218.32. COMPREHENSIVE LAND DEVELOPMENT PLAN A comprehensive plan which “guides public capital investments, other public fiscal policies, operating policies of the Fort Walton Beach government, and the future use of land in the City” per the Local Government Comprehensive Planning and Land Development Regulation Act (Chapter 163, Florida Statutes). The City’s comprehensive plan may be amended up to twice a year and must be evaluated and updated every five years. The plan must address the following elements: Future Land Use; Traffic Circulation; Sanitary Sewer, Solid Waste, Drainage, Potable Water, and Natural Groundwater; Parks, Recreation, and Open Space; Aquifer Recharge; Capital Improvements; Coastal Management; Conservation; Intergovernmental Coordination; and Housing Element. CONNECTION FEE A fee charged to join or to extend an existing utility system. CONTINGENCIES Funds that do not have an identified purpose and are budgeted for unanticipated or emergency purchases or repairs. The State of Florida allows up to a maximum of 10% of anticipated revenues to be allocated toward contingencies. DEBT CAPACITY The amount of debt that can be repaid in a timely manner without forfeiting financial viability. Includes the determination of the appropriate limit to the amount of long-term debt that can remain outstanding at any point of time, as well as the total amount of debt that can be incurred. DEBT RATIO A financial ratio that indicates the percentage of assets that are financed via debt; the ratio of total debt (current and long-term) and total assets (current, fixed, and other). DEBT SERVICE FUND Accounts for the principle and interest payments of General Fund debt. DEPARTMENT A distinct operating unit within the City, normally contained within one fund, that may or may not be subdivided into divisions. DEPRECIATION A portion of the cost of a fixed asset, other than waste, charged as an expense during a particular period. DISCRETELY PRESENTED COMPONENT UNIT In accordance with GASB 14, the City (primary government) is financially accountable if it appoints a voting majority of the component’s governing board and (1) it is able to impose its will on the organization or (2) there is a potential for the organization to provide specific financial benefit to or impose specific financial burden on the City. In addition, component units can be other organizations for which the nature and significance of their relationship with the primary government are such that exclusion would cause the reporting entity's 219  financial statements to be misleading or incomplete. DIVISION A specialized component of a department. ENTERPRISE FUND Accounts for business-type activities of a government that are financed in whole or part by user fees, such as utilities, mass transit, and airports. EQUITY IN POOLED CASH Each fund’s proportionate share of the City’s investment and checking accounts is called equity in pooled cash. The City commingles each fund’s resources for practical and investment purposes, which is permissible by generally accepted accounting principles. EXPENDITURE A decrease in net financial resources. Expenditures include current operating expenses requiring the present or future use of net current assets, debt service, capital outlays, inter- governmental grants, entitlements, or shared revenues. EXPENSE A use of assets or incurrence of liabilities (or a combination of both) from delivering or producing goods, rendering services, or carrying out other activities that constitute the entity’s ongoing major or central operations. FIDUCIARY FUND Type of fund used to account for assets not available to support the government’s programs that are held in a trustee or agent capacity. Includes private-purpose trust, pension and other employee benefit trust, investment trust, and agency fund types. FISCAL YEAR The City’s budget year, which runs from October 1 to September 30. FORFEITURE An automatic loss of cash or other property as a penalty for not complying with legal provisions and as compensation for the resulting damages or losses. This term should not be confused with confiscation. The latter term designates the actual taking over of the forfeited property by the government. Even after property has been forfeited, it is not considered confiscated until the government claims it. FRANCHISE FEE A fee levied in proportion to gross receipts on business activities of all or designated types of businesses. FULL-TIME EQUIVALENT (FTE) One position funded for a full year. Either one full-time position funded at 40 hours/week for 52 weeks/year or multiple part-time positions whose funding equates to 40 hours/week for 52 weeks/year. FUND A fiscal and accounting entity with a self-balancing set of accounts recording cash and other financial resources, together with all related liabilities and residual equities or balances, and changes therein, which are segregated for the purpose of carrying on specific activities or attaining certain objectives in accordance with special regulations, restrictions, or limitations. FUND BALANCE 220  The difference between current financial assets and liabilities accounted for in a governmental fund; the net available financial resources externally or internally constrained as to use. Might be better described as a measure of liquidity rather than net worth. It attempts to measure how much would be left over at the end of the current fiscal year for the subsequent fiscal year’s budget were the government to budget in accordance with generally accepted accounting principles (GAAP). GASB 34 An accounting standard issued by the Governmental Accounting Standards Board applicable to all state and local governments. Compliance with GASB 34 is necessary in the preparation of financial statements in accordance with Generally Accepted Accounting Principles. GENERAL FUND Accounts for primarily unrestricted resources and those resources not requiring reporting elsewhere. This fund exists from inception of the government throughout the government’s existence. GENERAL OBLIGATION BOND A bond for which payment is pledged based on the full faith and credit of the issuing government. GENERALLY ACCEPTED ACCOUNTING PRINCIPLES (GAAP) A uniform accounting and financial reporting system used by the City to accurately track all government expenditures, revenues, assets, and liabilities. GOVERNMENT FINANCE OFFICERS ASSOCIATION (GFOA) A professional association of state and local finance officers that has served the public finance profession since 1906. GOVERNMENTAL ACCOUNTING STANDARDS BOARD (GASB) An organization that establishes and improves the standards of state and local governmental accounting and financial reporting to produce meaningful information for users of financial reports. GOVERNMENTAL FUND Type of fund through which most governmental functions typically are financed and accounts for taxes, grants, and similar resources. Includes general, special revenue, capital projects, debt service, and permanent fund types. May be referred to as "source and use" funds. IMPACT FEE Imposed on new construction in order to support specific new demands on a given service (i.e. streets, water lines, sewer lines, parks, police, fire). IMPROVEMENT OTHER THAN BUILDING An attachment or annexation to land that is intended to remain attached or annexed, such as sidewalks, trees, drives, tunnels, drains, and sewers. Sidewalks, curbing, sewers and highways are sometimes referred to as betterments, but the term “improvements” is preferred. INVESTMENT Most commonly, securities and real estate held for the production of revenues in the form of interest, dividends, rentals, or lease payments. The term does not include fixed assets used in government operations. 221 LAW ENFORCEMENT TRUST and TRAINING FUNDS (LETFs) The Law Enforcement Trust Fund accounts for funds received from the sale of confiscated property that are used for drug enforcement. The Law Enforcement Training Fund accounts for funds received from court fines that are used for additional Police Department training. LEGAL DEBT LIMIT The State of Florida does not place a legal limit of debt on the municipalities. For general obligation debts greater than one year, the City must conduct a voter referendum process. Special revenue debt is pledged by a specific revenue source and limited by available revenue; therefore it is not subject to voter referendum. LEGISLATIVE COMMITTEE ON INTERGOVERNMENTAL RELATIONS Branch of the Department of Revenue that computes and published estimates for the following state-shared revenue sources: communication services tax, half-cent sales tax, local option fuel tax, and municipal revenue sharing. MACHINERY AND EQUIPMENT Property that does not lose its identity when removed from its location and is not changed materially or consumed immediately (i.e. within one year) by use. MAJOR FUND Any fund constituting 10% or more of the appropriated budget, and typically presented separately on summary charts. METROPOLITAN STATISTICAL AREA (MSA) A core area containing a substantial population nucleus, together with adjacent communities having a high degree of social and economic integration with that core. The Fort Walton Beach MSA includes all of Okaloosa County. MILLAGE RATE A tax rate on property expressed in mills per dollar value of property. One mill equals $1 per $1,000 of assessed taxable property value. MODIFIED ACCRUAL BASIS OF ACCOUNTING A basis of accounting under which revenues are recognized in the accounting period in which they become both available and measurable and expenditures are recognized in the accounting period in which the fund liability is incurred, if measurable, except for unmatured interest on general long-term debt and certain similar accrued obligations, which should be recognized when due. All governmental funds use the modified accrual basis of accounting. MUNICIPAL PLANNING BOARD (MPB) Acts in an advisory capacity to the City Council on rezoning and development regulations, and monitors the implementation of the City's Comprehensive Plan. The seven members serve four-year terms, must be City of Fort Walton Beach residents, and are limited to two successive terms. The board meets the first Thursday of each month at 5 PM in the Council Chambers at City Hall. MUNICIPALITY A political unit, such as a city, town, or village, incorporated for local self-government. NET ASSETS The difference between assets and liabilities accounted for in an enterprise fund. Might be described as a measure of net worth. It attempts to measure how much left over at the end 222  of the current fiscal year for the subsequent fiscal year’s budget were the government to budget in accordance with generally accepted accounting principles (GAAP). NON-MAJOR FUND Any fund constituting less than 10% of the appropriated budget, and typically presented in the aggregate with like funds on summary charts. NON-OPERATING EXPENSE A fund expense not directly related to the fund’s primary activities. NON-OPERATING REVENUE A fund revenue incidental to or a by-product of the fund’s primary activities. NON-RECURRING EXPENSE A one-time expense, such as the purchase of a computer or a piece of equipment. OPERATING BUDGET A plan of current expenditures and the proposed means of financing them. The annual operating budget is the primary means by which most of the financing acquisition, spending, and service delivery activities of a government are controlled. OPERATING TRANSFER An inter-fund transfer other than a residual equity transfer (i.e. a legally authorized transfer from a fund receiving revenue to the fund through which the resources are to be expended). ORDINANCE A formal legislative enactment by the governing body of a municipality. If it is not in conflict with any higher form of law, such as state statute or constitutional provision, it has the full force and effect of law within the boundaries of the municipality to which it applies. Ordinarily, the statutes or charter will specify or imply those legislative actions that must be by ordinance and those that may be by resolution. The difference between an ordinance and a resolution is that the latter requires less legal formality and has a lower legal status. Revenue raising measures, such as the imposition of taxes, special assessments, and service charges, universally require ordinances. PAY AS YOU GO A type of financing whereby current revenues, taxes, and/or grants rather than long term debt are used to pay for capital improvements. PAY AS YOU USE A type of financing whereby long term debt rather than current revenues is used to pay for capital improvements. PERSONAL SERVICES The combination of regular wages, overtime, incentive pay, social security, Medicare, and benefits including deferred compensation, retirement, insurance (dental, health, & life), and worker’s compensation. PLAN FOR NEIGHBORHOOD ACTION (PNA) The action plan developed by each neighborhood in response to the issues and concerns brought forward by that particular neighborhood in the Great Neighborhoods Partnership Program. The PNA’s are then placed in the future land use element of the City’s Comprehensive Plan Directions. PRO FORMA 223  A financial statement for an enterprise fund that illustrates projected cash flows and changes in net assets. Pro forma statements may be used to demonstrate the expected effect of proposed changes to revenues or expenses on the fund’s financial viability. Lenders require such statements to structure or confirm compliance with debt covenants such as debt service reserve coverage and debt to equity ratios. PROPRIETARY FUND Type of fund used to account for a government's ongoing organizations and activities which are similar to those often found in the private sector. Fund types include enterprise and internal service funds. May be referred to as "income-determining" funds. PUBLIC SAFETY The combination of Police and Fire services. RECURRING EXPENSE An expense incurred year after year, such as a maintenance contract for software or equipment. REFUND To pay back or allow credit for an amount due to an over collection or the return of an object sold. RESOLUTION A special or temporary order of a legislative body; an order of a legislative body requiring less legal formality than an ordinance or statute. REVENUE An increase in the net current assets of a fund from sources other than expenditure refunds and residual equity transfers. REVENUE BOND A bond whose principal and interest are payable exclusively from earnings of an enterprise fund. ROLL-BACK RATE The millage rate that will provide the same ad Valorem tax revenue for the taxing authority as was levied during the prior year, exclusive of new construction, additions to structures, deletions, increases in the value of improvements that have undergone a substantial rehabilitation which increased the assessed value of such improvements by at least 100 percent, and property added due to geographic boundary changes. SANITATION ENTERPRISE FUND Accounts for the revenues and expenditures of the City’s solid waste and recycling operations. “SAVE OUR HOMES” A Florida constitutional amendment approved by voters in 1992 that provides a $25,000 exemption and limits the amount a homestead property can increase in value on the tax rolls each year. The law limits value increases to three percent or a figure equal to the Consumer Price Index - whichever is less. SHARED REVENUE Revenue levied by one government but shared on a predetermined basis, often in proportion to the amount collected at the local level, with another government or class of governments. 224 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. 225  ACRONYMS CAFR – Comprehensive Annual Financial Report CEB – Code Enforcement Board CDBG – Community Development Block Grant CDS – Community Development Services CIP – Capital Improvement Program CRA – Community Redevelopment Agency DOR – Department of Revenue FBC – Florida Building Code FRDAP – Florida Recreation and Development Assistance Program FDEP – Florida Department of Environmental Protection FTE – Full-Time Equivalent GAAP – Generally Accepted Accounting Principles GASB – Governmental Accounting Standards Board GFOA – Government Finance Officer’s Association LCIR – Legislative Committee on Intergovernmental Relations LDC – Land Development Code LETF – Law Enforcement Trust/Training Fund MPB – Municipal Planning Board MSA – Metropolitan Statistical Area NPDES – National Pollutant Discharge Elimination System PNA – Plan for Neighborhood Action SRF – State Revolving Fund TIF – Tax Increment Financing TRIM – Truth In Millage 226 227 228 229  CITY OF FORT WALTON BEACH FY 2022-23 Encumbrance Carryovers Council Meeting 9/21/2022 PO or PR Date Vendor Description PO Value Account Completion date 103092 7/28/2021 RCM Technology (USA) Inc. Kronos Training $793.15 001-0300-500-3100 01/30/2023 105732 6/30/2022 CIVICPLUS Software and applications for City-wide benefit $19,196.38 001-0300-500-3100 06/30/2023 106235 9/9/2022 Hon Company, LLC IT furniture $540.53 001-0300-513-5200 10/31/2022 104476 1/20/2022 Preston Hood Chevrolet Accident repairs - #2671 $2,334.13 001-0310-519-4501 9/30/2023 92841 12/28/2017 Sequoia Consulting Group Cost Allocation Plan; RFQ2017 10-05 $5,180.00 001-0500-500-3100 09/30/2023 105100 4/11/2022 Grainger Pallet strapper tool kit $683.98 001-0530-513-5200 11/30/2022 171150 8/29/2022 Fusus, LLC PD Video Management System $25,999.00 001-0800-521-3100 12/31/2022 104540 2/1/2022 Amazon.com 20 oz coffee cups (case of 1,000) $79.99 001-0800-521-5200 12/31/2022 104921 3/21/2022 Southern Generator Services Speed switch - #MJ467 $99.99 001-0800-521-5200 12/1/2022 105507 6/3/2022 Foremost Productions Handcuff keychains - promotional/recruiting items $693.04 001-0800-521-5200 12/31/2022 106009 8/16/2022 Proforce Law Enforcement BOLA wraps & cartridges $6,140.65 001-0800-521-5200 10/31/2022 106116 8/26/2022 Lynn Peavey 25 Blood Alcohol Test Kits $219.46 001-0800-521-5200 9/30/2022 104505 1/26/2022 Federal Eastern International Police Badges $805.00 001-0800-521-5210 12/31/2022 105282 5/3/2022 H & B Army Navy Uniform Pants (Woll & Stirling) $295.00 001-0800-521-5210 10/31/2022 105336 5/11/2022 H & B Army Navy Uniform Pants (Pettis) $118.00 001-0800-521-5210 10/31/2022 105619 6/23/2022 H & B Army Navy Uniform pants $66.00 001-0800-521-5210 09/30/2022 105945 8/3/2022 H & B Army Navy Collar Brass $459.70 001-0800-521-5210 10/31/2022 105962 8/8/2022 Apparel Expressions Uniform Shirts - Ross, Seals-Johnson, Roche $24.25 001-0800-521-5210 09/30/2022 105990 8/12/2022 Federal Eastern International LBV & Armor - Stalls, Correia, Bhags, Sirmans $3,338.36 001-0800-521-5210 11/30/2022 105992 8/12/2022 Federal Eastern International Corporal Badges $255.00 001-0800-521-5210 10/31/2022 106021 8/17/2022 H & B Army Navy Name Pins & Uniform Pants $738.00 001-0800-521-5210 09/30/2022 106081 8/18/2022 H & B Army Navy Uniform Pants CSI Mercier & CST Cook $340.00 001-0800-521-5210 10/31/2022 106083 8/19/2022 Federal Eastern International SRV Vest - Det. Sgt. Chisholm $1,242.47 001-0800-521-5210 11/30/2022 102135 3/30/2021 SRT Supply SIMS $2,624.82 001-0800-521-5213 02/28/2023 103351 8/30/2021 FL Bullet Ammunition $2,015.97 001-0800-521-5213 06/30/2023 105084 4/8/2022 FL Bullet Ammunition $13,955.50 001-0800-521-5213 06/30/2023 98678 1/2/2020 Superion/Central Square PD Central Square upgrade $4,240.00 001-0800-521-5231 06/30/2023 106226 9/8/2022 Dana Safety Supply Equipment Installation on Donated PD truck $2,775.00 001-0800-521-6403 10/31/2022 103486 9/27/2021 Superion/Central Square PD Automatic Traffic Citation system $3,900.00 001-0800-521-6406 12/31/2022 106259 9/14/2022 Wright Equipment Gym Equipment $2,339.76 001-0900-522-5200 10/30/2022 106262 9/14/2022 Run With It, Inc. FD - running shoes $3,689.00 001-0900-522-5210 10/31/2022 106260 9/14/2022 Hon Company Station Chairs $2,266.52 001-0900-522-6401 10/30/2022 106261 9/14/2022 Global Furniture Group Station Chairs $5,232.89 001-0900-522-6401 10/30/2022 106246 9/13/2022 Lowe's FD Carports (2 metal ones) $6,646.91 001-0900-522-6402 10/30/2022 170601 7/26/2022 Ten-8 FD Apparatus Equipment $9,175.56 001-0900-522-6402 10/30/2022 105545 6/9/2022 Innovative Sport Surfacing Playground equipment for Cecilia Park; RFP 22-012 $117,000.00 001-1000-572-6402 10/31/2022 105904 7/28/2022 Wolverine Sports Soccer Goals $9,922.48 001-1000-572-6402 09/30/2022 171223 9/2/2022 Bubba D's Sheds & Barnes P&R outdoor structure for batting cages $55,917.75 001-1010-572-6310 12/31/2022 103946 11/1/2021 Callaway Golf Sales Co Golf balls - strata range balls $1,800.00 001-1040-572-5200 12/31/2022 105989 8/12/2022 Trophy Center Awards - alum 362 10 satin $61.00 001-1040-572-5200 12/31/2022 104501 1/26/2022 Callaway Golf Sales Co Golf balls - csoft bl cg $681.12 001-1040-572-5205 12/31/2022 105280 5/3/2022 Callaway Golf Sales Co Golf balls - ssoft bl cg $1,346.76 001-1040-572-5205 12/31/2022 105535 6/2/2022 Callaway Golf Sales Co Golfing gloves; Cadet lh xl $227.04 001-1040-572-5205 12/31/2022 105563 6/6/2022 Divots Sportswear Retail golf clothing to sell - Caps $2,700.00 001-1040-572-5205 12/31/2022 105905 7/18/2022 Callaway Golf Sales Co Golf balls $3,000.00 001-1040-572-5205 12/31/2022 105931 7/27/2022 Acushnet Golf balls $456.00 001-1040-572-5205 12/31/2022 106204 9/2/2022 Forrest Development, Co Remodel marshal building and clubhouse bathrooms $17,772.00 001-1040-572-6214 10/31/2022 105506 5/30/2022 Jerry Pate Engine repair for range machine $3,409.08 001-1045-572-5203 12/31/2022 106242 9/13/2022 Panhandle Pump GC Fuel pump repairs $1,172.00 001-1045-572-5204 09/30/2022 102998 7/23/2021 Alston Electric Supply Co GC electric; repairs (chip delays) $500.00 001-1045-572-5250 11/30/2022 104843 3/9/2022 CXT INC., Company Restroom building at Golf Course/Pickleball courts $113,919.51 001-1045-572-6310 11/30/2022 105896 7/27/2022 Emerald Bay Plumbing Mooney Park restrooms $10,600.00 001-1045-572-6310 11/30/2022 171247 9/7/2022 Jerry Pate / Toro Toro MultiPro 5800; Sonic Boom, Sand Pro 3040; GC Equipmt $129,243.96 001-1045-572-6402 09/30/2023 105488 6/2/2022 Library Interiors of Florida Shelving Unit for Children's Dept $2,549.96 001-1060-571-5223 11/30/2022 104027 10/21/2021 SCPDC/MYGov April-Sept 2022 GMD Software $1,380.00 001-1200-541-3100 12/31/2022 101452 12/7/2020 CPH, Inc. Lewis Turner Blvd Corridor Master Planning $2,030.00 001-1205-515-3100 09/30/2023 104027 10/21/2021 SCPDC/MYGov April-Sept 2022 GMD Software $3,600.00 001-1205-515-3100 12/31/2022 104027 10/21/2021 SCPDC/MYGov April-Sept 2022 GMD Software $1,650.00 001-1217-529-3100 12/31/2022 103001 7/27/2021 Action Truck Center, Inc. Radiator HTR AC C $418.45 001-1220-519-5203 12/31/2023 105844 7/28/2022 Ten-8 Fire Equipment Air & fuel element - #2714 $222.69 001-1220-519-5203 12/1/2022 105910 7/28/2022 Beard Equipment Company Clutch failure - #MJ739 $3,500.00 001-1220-519-5203 9/30/2023 105911 7/28/2022 Dominant Truck Sales Nerf step bar - #2698 $453.00 001-1220-519-5203 9/30/2023 105912 8/1/2022 Empire Truck Sales Motor blower - #2631 $123.23 001-1220-519-5203 9/30/2023 105919 8/2/2022 Thompson Tractor Switch - #MJ675 $60.07 001-1220-519-5203 9/30/2023 105958 8/9/2022 Empire Truck Sales Tank Surge - #2631 $199.82 001-1220-519-5203 9/30/2023 106068 8/23/2022 Performance Peterbilt Tally Computer Issues - #2659 $6,035.78 001-1220-519-5203 9/30/2023 106241 9/13/2022 Ajax Building Master Planning (Update) City Hall Complex $62,283.00 001-1230-519-3100 12/30/2022 105146 4/20/2022 D&D Air Conditioning HVAC Boiler for City Hall Annex $20,482.00 001-1230-519-4645 09/30/2023 105479 5/31/2022 D&D Air Conditioning AC Chiller for City Hall $88,982.00 001-1230-519-4645 09/30/2023 104835 3/8/2022 JDF Architecture Schematic Design of Westside Fire Station $11,550.00 001-1499-522-6214 12/31/2022 98851 1/27/2020 CPH, Inc Design & Permitting for Intersection Improvements $16,757.00 001-1499-541-6351 09/30/2023 105108 4/20/2022 Ingram Signalization Hollywood & Robinwood Intersection Improvements $390,985.50 001-1499-541-6351 09/30/2023 105950 8/4/2022 James David Site Prep & Undergrd General Street Resurfacing $74,447.30 001-1499-541-6351 12/31/2022 106076 8/16/2022 S.H. Hayes Enterprises, Inc. Install sidewalk on Robinwood Drive NW North to Jet Dr $21,763.28 001-1499-541-6351 12/31/2022 102870 6/30/2021 Jenkins Engineering (PO 102870 ) Task order Rec Complex expansioin (change order) $46,550.00 001-1499-572-3100 12/31/2022 106254 9/13/2022 Journal Communications, Inc Public Relations - Ad campaign $2,087.50 001-1500-519-4800 12/31/2022 101458 12/8/2020 Howard Technology Solutions Growth Management Kiosk $19,328.00 001-1500-519-4944 12/31/2022 102126 3/18/2021 Howard Technology Solutions Kiosk $31,727.00 001-1500-519-4944 01/31/2023 104480 1/21/2022 Ellis Crane Works Light pole damage to City Hall fields $1,725.00 001-1500-519-4945 10/31/2022 105480 5/31/2022 Sequel Electrical Supply Tennis Court lighting repair; ITB 22-013 $37,463.60 001-1500-519-4945 11/30/2022 103835 10/21/2021 Empire Truck Sales Fuel Truck - RP#2510 $106,444.00 001-1500-519-6404 9/30/2023 104161 12/1/2021 Communication Eng Svc Radio & Install - PD Vehicles $5,184.00 001-1500-519-6404 9/30/2023 104183 12/3/2021 Duval Ford Ford F150 - New Code Enf. Position $25,878.00 001-1500-519-6404 9/30/2023 106069 8/23/2022 Dana Safety Supply Light & siren pkg - FD BC Vehicle $6,958.36 001-1500-519-6404 9/30/2023 106070 8/23/2022 A World of Signs Vehicle wrap - FD BC Vehicle $3,915.00 001-1500-519-6404 9/30/2023 106071 8/23/2022 Williams Communications Unity radio - FD BC Vehilce $19,901.02 001-1500-519-6404 9/30/2023 106072 8/23/2022 Napa Auto Parts Install supplies - FD BC Vehicle $1,351.48 001-1500-519-6404 9/30/2023 106073 8/23/2022 Fastenal Install supplies - FD BC Vehicle $151.36 001-1500-519-6404 9/30/2023 106074 8/23/2022 Restylers Aftermarket Winch mount - FD BC Vehicle $575.94 001-1500-519-6404 9/30/2023 106075 8/23/2022 Jwelds LLC Custom command box - FD BC Vehicle $4,750.00 001-1500-519-6404 9/30/2023 106205 9/2/2022 Dana Safety Supply PD Durango - Light & siren pkg $71,057.21 001-1500-519-6404 9/30/2023 106206 9/2/2022 A World of Signs PD Durango - Vehicle wrap $18,550.00 001-1500-519-6404 9/30/2023 106207 9/2/2022 Communication Eng Svc PD Durango - Radio $1,384.39 001-1500-519-6404 9/30/2023 106240 9/13/2022 Napa Auto Parts Goes with PO106072 (price increases) $389.54 001-1500-519-6404 09/30/2023 166655 10/1/2021 Duval Chevrolet Silverado Crew Cab - FD BC Vehicle $49,441.00 001-1500-519-6404 9/30/2023 104905 3/17/2022 Kimley-Horn and Associates Lewis Turner Boulevard Area Traffic Analysis $73,047.00 001-5309-541-6310 12/31/2022 230 PO or PR Date Vendor Description PO Value Account Completion date General Fund Total $1,835,565.19 104027 10/21/21 SCPDC/MYGov April-Sept 2022 GMD Software $10,999.98 106-1215-524-3100 12/31/2022 104543 1/27/2022 Codes- ABC, Inc Fairway $2,520.00 106-1215-524-3100 09/30/2023 105829 7/21/2022 SCPDC/MYGov MGO Employee Travel $2,662.97 106-1215-524-3100 12/31/2022 105083 4/8/2022 Hon Company Office Desks for P&P/ Code $190.00 106-1215-524-5200 09/30/2023 104182 12/3/2021 Duval Ford Ford F150 - RP#2628 $29,891.00 106-1215-524-6404 9/30/2023 Florida Building Code Fund Total $46,263.95 102697 06/08/21 Matrix Infrastructure Master Plan $165,078.10 109-2000-552-3100 12/31/2022 97885 10/07/19 RGC Media, Inc. Video of FW Landing Renovation Project $3,160.00 109-2000-552-4800 09/30/2023 105606 6/22/2022 Sequel Electric Downtown Lightpole and Fixture Replacement $6,026.00 109-2000-552-5250 11/30/2022 103341 08/27/21 JDF Architecture, LLC RFQ to develop museum addition $14,840.00 109-2000-552-6214 11/30/2022 100521 08/13/20 CPH, Inc. Wayfindings Design Project $4,188.31 109-2000-552-6310 09/30/2023 104139 11/30/2021 FastSigns Gulfview Signs Roadside $9,163.96 109-2000-552-6310 12/31/2022 94733 09/04/18 AVCON, Inc FWB Landing - Phase I $51,143.50 109-5352-572-6310 09/30/2023 94734 09/04/18 AVCON, Inc FWB Landing - Phase II $58,914.50 109-5352-572-6310 09/30/2023 Community Redevelopment Agency Fund Total $312,514.37 101937 02/22/21 Mott MacDonald Florida Brooks Bridge Water & Sewer Design $114,447.06 401-1300-536-3100 09/30/2023 105373 5/19/2022 V-Tech IO Server for GIS $16,025.59 401-1305-536-6420 10/31/2022 104973 3/28/2022 Grainger Well Maintenance Parts $216.42 401-1310-533-4680 12/31/2022 105593 6/17/2022 Rowe Drilling Company Replace Pumps at Well 3 $57,200.00 401-1310-533-4680 10/31/2022 105757 7/8/2022 Gilbert Pump & Mechanical Gun Pump Booster $1,330.00 401-1310-533-4680 10/31/2022 105813 07/15/22 USABluebook Well Maintenance Parts $21.41 401-1310-533-5200 12/31/2022 106006 8/19/2022 EA Tapping Services Insertion Valve at 55 Wright Parkway $16,950.00 401-1340-533-4680 10/30/2022 105720 8/8/2022 D & D Air Conditioning Replace A/C at Pump Station No. 1 $14,102.00 401-1350-535-4680 12/31/2022 105783 7/13/2022 Mayer Electric Supply Pump Cable Supports for Pump Station No. 1 $697.00 401-1350-535-4680 10/31/2022 170935 8/16/2022 Duval Chevrolet Silverado 2500 - RP#2530 (SC) $48,213.00 401-1500-536-6404 9/30/2023 170936 8/16/2022 Duval Chevrolet Silverado 2500 - RP#2587 (WD) $53,912.00 401-1500-536-6404 9/30/2023 104690 2/15/2022 Panhandle Pump Replace Fuel Tank at Pump Station No. 1 $124,228.00 401-5031-535-6310 12/31/2022 104709 2/22/2022 Mott MacDonald Florida Design of Lift Station No. 22 $73,362.54 401-5048-535-6310 12/31/2022 Utilities Fund Total $520,705.02 105367 5/12/2022 Action Truck Center, Inc. Sideloader - RP#2584 $332,221.00 403-1500-534-6404 9/30/2023 Sanitation Fund $332,221.00 105375 5/23/2022 Jobe's Dirt Works Hauling Street Sweeper Debris from Stock Yard $6,250.00 405-1380-538-3400 10/31/2022 105107 4/12/2022 CPH, Inc. Evaluation Stormwater Mgmt Facility Commerce/Tech Park $23,465.00 405-5019-538-6358 12/31/2022 105964 8/29/2022 SRM Concrete Concrete for Storm Drain Project $1,892.00 405-5019-538-6358 10/31/2022 106061 8/3/2022 Fort Walton Beach Fence Replace Fence on Memorial for Storm Drain Project $7,890.00 405-5019-538-6358 12/31/2022 Stormwater Fund Total $39,497.00 TOTAL ENCUMBRANCES $3,086,766.53 231  CITY OF FORT WALTON BEACH FY 2022-23 Grant & CIP Project Carryovers Council Meeting 9/21/2022 Project Account Amount 2021 FEMA Asst to FF Grant 001-1598-522-3100 24,600 Recreation Center Phase 3 001-1499-572-6257 100,000 Liza Jackson Design 001-1499-572-6310 20,000 Intersection & Pedestrain Improvements 001-1499-541-6351 134,362 Sidewalk Improvements 001-1499-541-6351 142,759 2021 FEMA Asst to FF Grant 001-1598-522-3100 24,600 FF Homeland Security Rescue Boat 001-1591-522-6406 500,000 General Fund 946,321 Rehabilitation of Housing 107-1930-554-3400 37,892 HHA Outreach 107-1940-554-5262 22,000 OK Coalition on Homeless-One Hopeful Place 107-1950-554-5255 9,384 HSU Educational Foundation 107-1950-554-5267 20,200 CDBG Fund 89,476 Demo Bluewater Zoo & Bldg Design 109-2000-541-6214 50,000 CRA Fund 50,000 Consultant Utility Task Orders - Professional Services 401-1300-536-3100 82,294 Computer Hardware/Software 401-1310-533-5231 778 Freedom Beacon 12-inch Waterline Replacement 401-5058-533-6300 300,000 Sewer System Grouting & Lining 401-5032-535-6361 30,000 Construction New Lift Station #22 401-5048-535-6310 320,094 Water Meter Replacement - Res/Comm 401-5367-533-6368 1,249,799 Freedom Beacon 6-inch Forcemain 401-5051-535-6361 500,000 Computer Replacements per IT Plan 401-1500-536-5231 3,660 Dept 1340 Survey Veh / Dept 1350 Truck 401-1500-536-6404 83,375 Computer Replacement per IT Plan 401-1500-536-6420 12,385 Utilities Fund 2,582,385 Consultant Task Orders - Professional Services 405-1380-538-3100 50,000 Computer Hardware/Software Replacements per IT Plan 405-1500-538-6420 2,700 Storm Drainage Improvement - Cecelia Dr to Oakland Cr from Memorial 405-5019-538-6358 276,390 Mar Walt Regional Stormwater Design 405-5019-538-6358 150,000 CTP Regional Stormwater Design 405-5019-538-6358 120,000 Stormwater Fund 599,090 Special Project Carry-Over All Funds $ 4,267,272 232 U:\Finance\Budget\Budget 22-23\Comprehensive\35a Projects Grants Carryovers FY22 to FY23 9/21/2022 9:03 AM