Fort Walton Beach — Fiscal Year 2018-19 Adopted Budget

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 ……………………………………………….. 3 Core Values, Vision, Mission, Strategic Plan…………………………………………………… 4 City Manager’s Budget Message ………………………………………………………………. 7 Budget Overview Fund Structure ……………………………………………………………………………….. 14 Budget Basis & Budget Process ……………………………………………………………... 16 Financial Policies …………………………………………………………………………….. 20 Debt Schedules ………………………………………………………………………………. 28 Summary of Estimated Financial Sources & Uses …………………………………………… 30 Executive Budget Summary ……………………………………………………………………. 32 Summary Budget Information Revenue Discussion……………………………………………………………………………. 37 Expenditure Discussion………………………………………………………………………... 43 Personal Services ……….…………………………………………………………………….. 47 Detail Information by Fund GENERAL FUND Fund Highlights ………………………………………………………………………………. 53 Revenues ……………………………………………………………………………………... 54 0100 City Council ……………………………………………………………………………. 58 0200 City Manager …………………………………………………………………………… 60 0300 Human Resources ……….……………………………………………………………... 62 0310 Risk Management ……………………………………………………………………… 64 0320 Information Technology ……………………………………………………………….. 66 0400 City Clerk ………………………………………………………………………………. 68 0500 Financial Services ……………………………………………………………………… 70 0530 Purchasing ……………………………………………………………………………… 72 0800 Police …………………………………………………………………………………… 74 0900 Fire ……………………………………………………………………………………... 78 1000 Recreation Services …………………………………………………………………….. 82 1010 Parks ……………………………………………………………………………………. 86 1015 Right-of-Way …………………………………………………………………………… 90 1040 Golf Club ……………………………………………………………………………….. 92 1045 Golf Grounds …………………………………………………………………………… 96 1060 Library ………………………………………………………………………………….. 98 1070 Museum ………………………………………………………………………………… 102 1080 Cemetery ……………………………………………………………………………….. 106 1200 Engineering Services …………………………………………………………………… 110 1205 Planning & Zoning ……………………………………………………………………... 114 1217 Code Enforcement ……………………………………………………………………… 116 1220 Fleet ……………………………………………………………………………………. 118 1230 Facilities ………………………………………………………………………………... 120 1240 Streets …………………………………………………………………………………... 124 1500 Non-Departmental ……………………………………………………………………… 127 LAW ENFORCEMENT TRUST FUND ………………………………………………………… 130 LAW ENFORCEMENT TRAINING FUND …………………………………………………….. 132 FLORIDA BUILDING CODE FUND ……………………………………………………………. 134 2 1  Table of Contents continued Page # COMMUNITY DEVELOPMENT BLOCK GRANT FUND ……………………………………. 136 COMMUNITY REDEVELOPMENT AGENCY FUND Fund Highlights ………………………………………………………………………………. 138 Revenues ……………………………………………………………………………………... 143 0800 Police ……………………………………………………………………………………. 144 2000 CRA ………………….…………………………………………………………………. 145 DEBT SERVICE FUND …………………………………………………………………………. 148 BEAL MEMORIAL CEMETERY PERPETUAL CARE FUND ……………………………….. 150 UTILITIES FUND Fund Highlights ………………………………………………………………………………. 152 Revenues ……………………………………………………………………………………... 153 0520 Customer Service ………………………………………………………………………. 154 1300 Utility Services …………………………………………………………………………. 156 1305 GIS……………………………………………………………………………………… 158 1310 Water Operations ………………………………………………………………………. 160 1340 Water Distribution ……………………………………………………………………… 162 1350 Sewer Collection & Treatment …………………………………………………………. 164 1500 Non-Departmental ……………………………………………………………………… 167 SANITATION FUND Fund Highlights ……………………………………………………………………………… . 168 Revenues ……………………………………………………………………………………… 169 1360 Solid Waste ……………………………………………………………………………... 170 1370 Recycling ……………………………………………………………………………….. 172 1500 Non-Departmental ……………………………………………………………………… 174 STORMWATER FUND Fund Highlights ……………………………………………………………………………… 176 Revenues …………………………………………………………………………………….. 177 1380 Stormwater …………………………………………………………………………….. 178 1500 Non-Departmental …………………………………………………………………….. 180 IT Replacement Program ……………………………………………………………………… 181 Fleet Replacement Program …………………………………………………………………… 186 Capital Improvements Program (CIP) CIP Process ………………………………………………………………………………….. 191 Five-Year Funding Schedule ………………………………………………………………… 194 General Fund Projects ……………………………………………………………………….. 196 Utilities Fund Projects ………………………………………………………………………. 202 Stormwater Fund Projects …………………………………………………………………… 209 Statistical Information History & Profile …………………………………………………………………………….. 211 Neighborhood Information ………………………………………………………………….. 212 Location, Employment ………………………………………………..…………………….. 216 Demographics ……………………………………………………………………………….. 217 Property Taxes ………………………………………………………………………………. 218 Select Fee Schedules ………………………………………………………………………… 219 Five Year Financial Forecasts……………………………………………………………….. 221 Glossary of Terms & Acronyms Glossary of Terms ……………………………………………………………………………. 223 Acronyms …………………………………………………………………………………….. 233 Carryovers: Grant and CIP Project Carryovers, followed by Purchase Order Encumbrance Carryovers … 235 2  CITY OF FORT WALTON BEACH, FL City Council Left to right (standing): Mike Holmes, John Mead, Nic Allegretto, David Schmidt, and Scott Smith Left to right (seated): Amy Jamieson, Mayor Dick Rynearson, and Diane Keller Council members are elected in odd years for four year staggered terms. City Council meets on the second and fourth Tuesday of each month at 6:00 p.m. in the City Council Chambers located at 107 Miracle Strip Parkway, Fort Walton Beach, Florida. Appointed Officers Department Directors City Manager – Michael D. Beedie, PE Finance Director – Brandy L. Ferris, CPA, CGFM City Clerk – Kim Barnes Public Works – Tim Bolduc City Attorney – Hayward Dykes, Jr. Utility Services – Daniel Payne, PE Fire Services – Ken Perkins, Chief Human Resources – Tarey Franxman Police Services – Bill Royal, Interim Chief Recreation & Cultural Services – Jeff Peters 3  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. 4  Strategic Plan Adopted in March 2017 City Council’s primary responsibility is to shape public policy in order to achieve the citizens’ desires for the future. As time passes, the complexion of a community, its residents, and leaders change, as do the priorities of the community. There is probably no more daunting task that any community faces than planning for its future and identifying future priorities. The Strategic Plan is a multiyear plan and the budget process determines which parts of the plan receive resources each year. Each Strategic Plan Objective falls in line with the City’s Vision, Mission Statement and Core Values. Throughout this document, Strategic Plan Objectives have been tied to expenses, capital improvement projects, and performance measures – look for the icons below! Objective #1 – Economic Diversification & Resiliency In this period of still fragile economic recovery nationally, the City will seek to diversify its economy so that it is not singularly over-dependent on any one economic driver. Objective #2 – Invest for a Safer City: Improve Public Safety and Reduce Vagrancy This broad Objective is intended to enhance the safety of the City. Some items that are specifically included are developing a specific plan to address vagrancy and chronic homelessness. Objective #3 – Create Broader Redevelopment Areas with Visible Projects Update the Community Redevelopment Agency plan, complete a major redevelopment project, support continued momentum of Downtown resurgence, and evaluate additional redevelopment areas and current boundaries of the District. Objective #4 – Create a Master Plan Review existing plans to identify current master planning elements or components, which will assist in developing a community strategic plan that engages all major institutional stakeholders and neighborhoods, including public facilities. 5 6 City Manager’s Budget Message October 1, 2018 Honorable Mayor, City Council Members, and Citizens: It is my pleasure to submit the FY 2018-19 municipal budget. The City of Fort Walton Beach budget is designed to meet the highest standards of municipal budgeting. This budget continues the City’s commitment of providing quality services in a cost controlled manner, ensuring recurring revenues fund recurring expenses, and maintaining prudent cash reserves. This year’s budget process emphasizes sound fiscal management and sustainability to achieve the goals established by citizens, City Council, and staff. The FY 2018-19 budget of $41,714,146 is $142,444, or 0.34% more than the adopted FY 2017- 18. Additionally, Ad Valorem revenues are anticipated to increase 6.36% in the General Fund, generating approximately $376K in additional revenue, and 4.87% in the CRA fund, generating an additional $53K. The budget is predicated on maintaining a millage rate of 5.7697 mills. ECONOMIC ENVIRONMENT National economic indicators - somewhat useful for evaluating the local framework within which the City of Fort Walton Beach operates - seem to indicate continued economic recovery that has shown a slight positive growth in each of the past few budget years. Consumer Price Municipal Cost Consumer Confidence Leading Economic Index Index Index Index *Arrow indicates direction of performance during past year; Color denotes if change has a positive (green) or negative (red) impact.* The Consumer Price Index (CPI) – prepared by the US Bureau of Labor Statistics and the most widely used gauge of inflation – is 2.7% higher than a year ago for the Southern Region. The Municipal Cost Index – prepared by American City & County to show the effects of inflation on the cost of providing municipal services – is 3.5% higher than a year ago. The Consumer Confidence Index – prepared by the Conference Board based on a representative sample of U.S. households – is 3.0% higher than a year ago, which is an excellent indicator of solid economic recovery. The Leading Economic Index – also prepared by the Conference Board and designed to signal turning point patterns in economic data – has remained the same over the past six months. The State of Florida projects an increase in local option fuel taxes revenue for two of four of the City’s revenue sharing funds (local option fuel taxes, municipal revenue sharing and half-cent sales tax), which suggests a slight tax decline in discretionary spending. The communication services tax revenues, which have declined in projections over the last few years due to the bundling of taxable services, is forecasted to hold steady for the upcoming fiscal year. The Okaloosa County Property Appraiser anticipates a 6.13%, or $78M, increase in taxable assessed value for the City, indicating the real estate market is continuing its recovery. City of Fort Walton Beach, FL 7 City Manager’s Budget Message TOP BUDGET ISSUES Current Year – FY 2018-19 Prior Year – FY 2017-18 Property Taxes $376,316 ▲ Property Taxes $301,000 ▲ Assessed value increase of $78M or 6.13% due to Assessed value increase of $55M or 4.51% due to increasing property values. Millage rate unchanged. increasing property values. Millage rate unchanged. Pension Benefits $349,926 ▼ Pension Benefits $1,345,826▲ Decrease in Pension Contributions for DB Plans due Increase in Pension Contributions for DB Plans due to to inactive retiree mortality, lower assumed CPI. a State Legislative change to mortality tables. Insurance Benefits $545,240 ▲ Insurance Benefits $140,566 ▲ 8.60% in overall health, dental, life, and vision 6.82% in overall health, dental, life, and vision insurance. insurance. Property Taxes The City’s 2018 gross taxable property value for operating purposes is $1.356 billion, an increase of $78 million, or 6.13%, from the 2017 final gross taxable property value of $1.278 billion. Property taxes primarily fund General Fund operations. However, property taxes paid by certain residents and businesses located in areas targeted for specific improvements to eliminate blight and improve infrastructure are allocated to the Community Redevelopment Agency (CRA) Fund. 1,600 8 1,400 7 Ad Valorem Taxes (millions) 1,200 6 Taxable Value (millions) 1,000 5 800 4 600 3 400 2 200 1 - - 2008-09 2009-10 2010-11 2011-12 2012-13 2013-14 2014-15 2015-16 2016-17 2017-18 2018-19 General Fund CRA Fund Tax Revenue Millage As the chart above depicts, the City maintained its millage rate during FY 2008-09 and FY 2009- 10 and reduced personnel and expenses in response to lower tax revenues as property values began to fall. The millage rate was increased in FY 2010-11 in order to maintain revenues as property values continued to fall. Further staffing and operational cuts were made in FY 2011-12 and FY 2012-13 in order to maintain the millage rate. In FY 2013-14, the City simply did not have room to “do more with less”, and raised the millage rate to 5.7697 mills, where it remains today. The proposed budget is predicated on maintaining a millage rate of 5.7697 mills, which generates $376K more in property tax revenue than the prior year due to increases in property values. One mill equals $1 per $1,000 of taxable property value. Wage Adjustments On June 30, 2014, upon completion of the Pay & Classification Study, City Council approved a five-year implementation for the new Pay & Classification Plan. The steps for implementing the plan were as follows: City of Fort Walton Beach, FL 8 City Manager’s Budget Message 1. Increase each employee’s salary, as applicable, to the minimum of his/her recommended pay grade - if the salary is already within the recommended pay grade, no adjustment will be made. 2. Introduce parity based on the employee’s years of service – each employee would be placed in the proposed pay range based on the following scale (employees who currently fall into the recommended pay range will receive no increase): • Employees employed 0-5 years – 0% • Employees employed 6-10 years – 15% • Employees employed 11-15 years – 30% • Employees employed 16-20 years – 45% • Employees employed greater than 20 years – 60% The financial impact for Year 5 is estimated to be $152K, which includes a 2.3% Cost of Living Adjustment for all employees, excluding Fire Bargaining Union Members, which have been allocated to each member in accordance with current Collective Bargaining Unit. The FY 2018-19 budget includes $25K to complete a new Pay & Classification Study for both General and Police Employees. The Study has been competitively bid and is projected to be complete by March 2019. 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 contribute 5% of wages and 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. The Actuary determines City contribution requirements using estimated future earnings of members of the plan, as well as other assumptions on investment returns, retirement age, and, among others, expected mortality. In 2015, the State of Florida mandated that all defined benefit pension plans switch mortality tables, due to the current lifespan of a retiree being longer than in previous years. This mandate had a devastating impact to all three of the City’s plans for FY 2017- 18, the previous budget year. The City’s contribution to the General Employees defined benefit plan is budgeted at $1.7M, which is a decrease of $254K over the prior year. This plan was closed to new entrants in January 2010, therefore, contributions should decrease over the next few years, given positive investment earnings. The City’s contribution to the Police Officers plan is budgeted at $1.1M and the contribution to the Firefighters plan is budgeted at $1.2M, which is a combined decrease of $96K, or 4.1%. Insurance Increases In 2010, the Federal Government passed the Patient Protection and Affordable Care Act. The Act, which mandates, among other things, that employers offer specific medical insurance for any employee working more than thirty (30) hours per week, has had a negative impact on the cost of providing such insurance. In March 2017, the City issued a Request for Proposals (RFP) for all insurance coverages offered by the City. With the help of this competitive solicitation, the City was able to secure a 7.1% increase in premiums for the previous fiscal year. Unfortunately, claim experience was higher than normal and, even with the benefit of the insurance pool that the City participates in, the rate increase for FY 2018-19 was 10%. The total impact budgeted for insurance City of Fort Walton Beach, FL 9 City Manager’s Budget Message is $2.6M citywide, an increase of $545K, or 8.60%. Fleet Replacement The City’s Fleet Replacement Program (FRP) is a planning and budgeting tool that identifies the replacement of vehicles with a value greater than $10,000 and a useful life of seven years or more. The replacement criteria provides a mechanism for the systematic evaluation of vehicle utilization and repair/maintenance costs, and serves as a guide for efficient and effective replacement. Generally speaking, police patrol vehicles are replaced on a 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. However, due to budget constraints, the City fell behind on scheduled vehicle replacement. Due to aging vehicles and increased maintenance costs, the replacement cycles have been updated and necessary funding has been appropriated in FY 2018-19. Vehicles totaling $1,019,510 are scheduled for replacement. Detailed information on vehicle replacement can be found in the Fleet Replacement Schedule on page 186. Facilities Plan In FY 2014-15, a Facilities Assessment was completed for all City-owned facilities. In the past, the annual budget did not account for the necessary repairs and maintenance to allow for proper upkeep of City facilities. On April 28, 2015, AVCON, Inc. presented the recommendations of the Facilities Assessment to City Council. In the Facilities Assessment, AVCON, Inc. developed a 20-year replacement, repair, and maintenance program. The priorities involved in the Assessment included the following: a. Public Safety Concerns b. Code Compliance c. Replacement Due to Exceeding Service Life d. General Maintenance of Systems The immediate needs for City facilities were laid out, and the proposed FY 2018-19 budget includes funding for the highest priority items, totaling $164K for facility repairs and $134K for HVAC systems and controls. In June 2015, City Council approved the development of a master plan for City facilities. The results of the master plan were presented to the public and City Council on July 11, 2017, during a Special Meeting. While the master plan focused on all City-owned and operated facilities, the priority for replacement was quickly determined to be the field office complex, which includes City of Fort Walton Beach, FL 10 City Manager’s Budget Message engineering, sanitation, utilities, fleet, and various field operations. In FY 2017-18, $865K was utilized for the design of a new consolidated field office complex. The design was completed and the Guaranteed Maximum Price (GMP) for the Complex of $12.5M was approved by City Council on June 27, 2018. The Complex includes the replacement and consolidation of eight (8) separate facilities. In July 2018, the City issued a competitive solicitation to obtain financing for the Complex. Through the elimination of duplicative services, operating costs and capital outlay, the projected debt service payment will be fit in the current operating budget for each of the affected funds. It is anticipated that the debt issuance will occur during the summer months of FY 2018-19, hence the reason there is no debt service payment budgeted. OTHER ASSUMPTIONS & CHANGES REVENUES (detailed discussion beginning on page 36) 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 internally. Ad Valorem and State Shared revenues are budgeted based on external estimates received from the respective authorities. Enterprise revenues are based on historical usage and/or number of customers, adjusted for current rates. A new five-year utility rate study, which included stormwater, was approved by City Council and implemented in FY 2014-15. The study determines the required rates to generate sufficient revenue to sustain renewal and replacement reserves and account for debt service requirements and is updated on an annual basis to account for real-time revenues, expenses, and changes within the utility systems. FY 2018-19 will include the implementation of Year 5 of the rate study. The budget includes funding to update the rate study, which will likely be completed in March 2019. 2. Use of reserves – Appropriations from fund balance (governmental funds) or net assets (enterprise funds) are budgeted as follows: a. General Fund - $153,318 from Vehicle Equipment Maintenance Reserve for various replacements; $12,007 from Building Maintenance Reserve for miscellaneous facility repairs; and $166,839 from unassigned fund balance for one-time capital purchases. b. Florida Building Code Fund - $8,254 from fund balance for a portion of the replacement of a vehicle, as recommended in the Fleet Replacement Schedule. EXPENSES (detailed discussion beginning on page 37) 1. Wages have been adjusted as previously discussed. 2. Benefits have been adjusted as follows: a. Medical insurance – health insurance premiums, including medical, dental, vision, and life, increased by 8.6% based on actual rate changes. b. Employee defined benefit pension – as previously discussed, for a total impact of $4M. 3. Computer replacements are budgeted at a total cost of $75K; the FY 2018-19 IT replacement City of Fort Walton Beach, FL 11 City Manager’s Budget Message schedule, which details each replacement, can be found beginning on page 179. 4. The following vehicle and equipment replacements and building improvements are budgeted at a total cost of $1.3M. The FY 2018-19 vehicle replacement schedule can be found beginning on page 181. a. General Fund – 4 police patrol cars; 4 trucks/SUVs; 1 e-mail exchange system replacement, scheduled computer replacements (IT); 1 rescue air bag system, portable radios, furniture (Fire); 1 Toro Workman (Cemetery); 1 shade/pavilion structure for volleyball/skatepark, 1 tennis center park equipment replacement, resurfacing (Recreation) b. Building Code Fund – 1 truck c. Utilities Fund – 1 plotter/scanner, 1 network rover kit/tablet, 1 orthophoto, 1 skid steer, 1 combination sewer cleaner truck, 2 trucks, & 1 upgrade Hypertac well monitoring system d. Sanitation Fund – 1 knuckleboom loader e. Stormwater Fund – 1 truck 5. The following capital improvement projects (CIPs) are budgeted at a total cost of $292K. More detailed information for CIPs is available beginning on page 191. a. General Fund – street resurfacing b. Utilities Fund – water line replacement c. Stormwater Fund – Storm drain master plan improvements 6. Certain capital improvement projects, grants, and/or purchases that were authorized, budgeted, and appropriated by City Council in a prior fiscal year but are incomplete as of September 30th are carried forward into the new fiscal year. These special projects and purchase order encumbrances are identified in the budget resolution at the end of the document. ACKNOWLEDGEMENTS Preparation of this budget would not have been possible without the efficient and dedicated services of Finance Director, Brandy Ferris and Carol Godwin, Budget & Grants Analyst. I would like to express my appreciation to all Department Directors and staff who assisted and contributed to the preparation of this budget. I would also like to thank the Mayor and City Council for their commitment to conducting the financial operations of the City of Fort Walton Beach in a responsible and progressive manner. Sincerely, Michael D. Beedie City Manager City of Fort Walton Beach, FL 12 City Manager’s Budget Message ▲ The Government Finance Officers Association of the United States and Canada (GFOA) presented a Distinguished Budget Presentation Award to the City of Fort Walton Beach, Florida for its annual budget for the fiscal year beginning October 1, 2017. In order to receive this award, a governmental unit must publish a budget document that meets program criteria as a policy document, as an operations guide, as a financial plan, and as a communication device. This award is valid for a period of one year only. We believe our current budget continues to conform to program requirements, and we are submitting it to GFOA to determine its eligibility for another award. City of Fort Walton Beach, FL 13 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 through the use of charts and graphs, icons, statistical information, and narrative descriptions. The budget is a financial operational plan estimating expenditures for a given period and the proposed means to finance those objectives. The State of Florida requires municipalities to prepare a balanced budget, whereby sufficient resources must be identified to fund programs and services. The fiscal year for all Florida cities begins October 1st and ends September 30th. The sheer volume and complexity of information can make the budget an imposing document. The reader should always keep in mind that this document answers two core questions: “Where is the City of Fort Walton Beach’s money coming from?” and “How will that money be used?” FUND STRUCTURE An important concept in governmental accounting and budgeting is the division of the budget into categories called funds. Funds are separate fiscal accounting entities. Budgeting and accounting for revenues and expenditures in this manner is called fund accounting. Fund accounting allows a government to budget and account for revenues and expenditures restricted by law or policy. Governments may use any number of individual funds in their financial reporting; however, generally accepted accounting principles (GAAP) require all these individual funds to be aggregated into specified fund types. Any fund constituting 10% or more of the appropriated budget is considered a “major” fund. City of Fort Walton Beach, FL 14 There are basically three groups of funds in governmental accounting: • Governmental Funds – account for activities supported by taxes, grants, and similar resources and include most governmental functions; fund types include general, special revenue, capital projects, debt service, and permanent. • Proprietary Funds – account for activities similar to those often found in the private sector; fund types include enterprise and internal service funds. • Fiduciary Funds – account for assets not available to support the government’s programs that are held in a trustee or agent capacity; fund types include private-purpose trust, pension and other employee benefit trust, investment trust, and agency funds. General Fund – Accounts for all financial resources not accounted for in other funds (e.g. human resources, finance, police, fire, recreation, code enforcement, streets). Special Revenue Funds – Accounts for the proceeds of specific revenue sources that are legally restricted to expenditures for specific purposes. • Law Enforcement Trust Fund – grants, forfeitures • Law Enforcement Training Fund – traffic fines • Florida Building Code Fund – building permit & inspection fees • Community Development Block Grant – entitlement grant • Community Redevelopment Agency – tax increment financing (i.e. ad valorem taxes) • Beal Memorial Cemetery Perpetual Fund – lot, crypt, and niche sales Debt Service Fund – Accounts for the accumulation of resources for, and the payment of, general long-term debt principal and interest. Capital Projects Fund – Accounts for financial resources to be used for the acquisition or construction of major capital facilities, thereby more accurately accounting for a variety of one- time facility improvements and construction projects. Enterprise Funds – Account for operations that are financed and operated in a manner similar to a private business – where the intent of the governing body is that the cost (expenses, including depreciation) of providing the services to the public on a continuing basis be financed and recovered primarily through user charges. Related capital projects are accounted for in the individual enterprise funds. • Utilities Fund – water, sewer • Sanitation Fund – garbage, recycling, yard waste • Stormwater – stormwater A department may have multiple divisions or be financed by multiple funds. The chart below illustrates the relationship between the City’s fund financial structure (e.g. accounting) and the City’s departments (e.g. operations). City of Fort Walton Beach, FL 15  Accounting Law Law Department/ General Enf. Enf. FBC CDBG CRA Utilities Sanitation Stormwater Division Trust Train City Council √ City Manager √ Information Tech √ General Human Resources √ Gov’t Risk Management √ City Clerk √ $3.5M Finance √ Purchasing √ Fleet √ Facilities √ Public Safety Police √ √ √ √ $10.8M Fire √ Recreation √ Parks √ √ Recreation Right-of-Way √ Operations Services Golf Club √ $4.9M Library √ Museum √ Cemetery √ Engineering Svcs √ √ √ Planning/Zoning √ Bldg Insp/Permits √ Code Enforcement √ Public Streets √ Works & Customer Service √ Utility Services Utility Services √ Water Operations √ $13.9M Sewer Operations √ Water Distribution √ Sewer Collection √ Sanitation √ Stormwater √ DEPARTMENT & DIVISION INFORMATION A Department is a major administrative segment of the City that indicates overall management responsibility for an operation or a group of related operations within a functional area (e.g. Police Department, Recreation & Cultural Services Department). The smallest organizational unit budgeted is a Division. Each division indicates responsibility for one functional area (e.g. Library Division within Recreation & Cultural Services Department). When divisions are combined, a department is formed. In order to provide City Council and citizens with a well-rounded presentation of each department, the following elements are presented in the annual budget: organizational chart, revenues & expenditures, mission, description, goals & objectives, and accomplishments. The performance metrics reflect an operational plan and demonstrate how dollars and cents are translated into tangible returns for the citizens. BUDGET BASIS Annual appropriated budgets are adopted by resolution for all governmental and proprietary funds. The City is not legally required to budget for proprietary or fiduciary funds and those budgets are not included in the City’s audited financial statements. The basis of accounting used for purposes City of Fort Walton Beach, FL 16 of financial reporting in accordance with generally accepted accounting principles (GAAP) is not the same basis used in preparing the budget document. All funds are budgeted on a cash basis. In GAAP financial statements, however, governmental funds use the modified accrual basis of accounting and proprietary funds use the accrual basis of accounting. During the year, the City’s accounting system is maintained on the same basis as the adopted budget, which enables department budgets to be easily monitored through the accounting system. The major difference between the budget and GAAP for governmental funds is that certain expenditures (e.g. compensated absences and depreciation) are not recognized for budgetary purposes, but are recorded in the accounting system at year-end. For enterprise funds, the difference between this budget and GAAP is that debt principal payments and capital outlay (i.e. fixed assets) are budgeted as expenditures for budgetary purposes, but depreciation and compensated absences are shown on the financial statements. Staff believes this provides a better day-to-day financial plan. However, all activity is recorded in the accounting system at year-end in accordance with GAAP. BUDGET PROCESS This budget continues the City’s commitment of using planning processes and citizen input as blueprints for providing services and programs for the betterment of the community. Planning Processes Frequency Description Budget Impact Comprehensive Long Range Plan - Provides direction to guide Budget expenditures (e.g. Plan developed in and control development and Capital Improvements Plan) 1990, updated in redevelopment, as required must be concurrent with the 2000 & 2011. per Florida Statute Chapter Comprehensive Plan. 163. Vision Plan Long Range Plan - Defines the broad, idealistic Outlines the general allocation developed in values that citizens cherish of resources to achieve the 1994, updated in and desire for their desired service levels and 2004 & 2011. community and creates quality of life. shared commitments among citizens, City Council, and staff. Strategic Plan Mid-to-Short Translates the Vision Plan Allows for the reallocation of Range Plan – first into current and future resources due to changing held in 2004 and priorities based on priorities or economic updated annually importance to City Council conditions. and funding availability. Budget Policy Short Range Plan Defines changes to service Provides the framework for Workshop - held annually. levels or program objectives developing the current budget. based on City Council goals and available fiscal resources. Capital Short-to-Mid Provides estimated dates and Provides anticipated 5-year Improvement Range Plan - costs for the acquisition, funding level for facilities and Plan updated annually. construction, replacement, or infrastructure. renovation of facilities and infrastructure. City of Fort Walton Beach, FL 17 Roles & Responsibilities The budget process begins in January with the Finance Director and Budget & Grants Analyst developing five-year financial forecasts for the General and Enterprise Funds, including best, likely, and worst-case scenarios. Revenue assumptions are developed using financial forecasting software to analyze historical trends and account for any anticipated major economic or legislative changes. Revenue projections are continually updated until the budget is adopted to ensure the amounts are based on the most current information available. Expenditure assumptions are similarly developed in the forecast model considering relevant benchmark indices such as the municipal cost index, consumer price index, and producer price index. New programs and projects are also included to determine the future impact of current financial decisions. FISCAL YEAR FINANCIAL FORECAST BEGINS DEVELOPED In March, the City Council, acting as the Legislative Body of Oct 1 Jan the City, holds a Strategic Planning Session. The goals set BUDGET BUDGET MEETING during this meeting, are used by staff to formulate the budget ADOPTION Sep Jun policy items that are presented to City Council in June and then utilized to prepare the Budget. A summary of this Plan can be PUBLIC BUDGET DEPARTMENT MEETINGS found on Page 61 of this document. In addition, the icons used WORKSHOPS Aug BUDGET May/Jun COMMITTEE to illustrate the strategic goals are seen throughout the budget REVIEW Jun/Jul to notate when a strategic objective is being met. A Budget Meeting is held with City Council in June to determine Council’s priorities and position issues specific to development of the operational and capital budgets for the upcoming fiscal year. City Council’s decisions provide the framework under which the budget is prepared to meet City Council’s programmatic objectives within available fiscal resources projected in the five-year forecasts. The meeting is open to the public and the public is encouraged to attend and participate. Department Directors are responsible for identifying their staffing needs, operational funding needs within budget development parameters, five-year capital requests, as well as corresponding revenue sources to fund their needs. In addition, they must conduct a comprehensive review of departmental goals, objectives, and metrics. The City Charter charges the City Manager with the duty of presenting a balanced budget to City Council. The budget is considered balanced if the total of all available financial resources (either on hand at the beginning of the year or generated during the year) equals or exceeds the total of all financial requirements. In order to accomplish this goal, a Budget Committee is formed comprised of the City Manager, Finance Director, and Budget & Grants Analyst. The Committee conducts comprehensive meetings with Department Directors to review their budget requests and a collaborative effort is undertaken to achieve City Council and department goals within fiscal constraints. The Budget Committee enlists assistance for areas of specialized interests, such as the Information Technology Manager for computer issues and the Human Resources Director for personnel and risk management issues. Department goals, objectives, and metrics are also evaluated during budget development to determine the effectiveness of program activities and appropriate funding levels. After the departmental meetings, the Budget Committee finalizes the proposed budget given revenue projections, economic conditions, funding requirements, and City Council program priorities and issues previously identified in the budget process. Once a balanced budget is achieved, it is presented to City Council for consideration. City of Fort Walton Beach, FL 18 Community Participation In prior years, the City solicited input annually from its residents and businesses to gauge citizen satisfaction and progress toward improving services. Due to the low response rate, the Public Information Officer is currently working on a year-round online survey to be accessed on the City website. Responses will be presented to City Council and used to ensure resources are allocated to the most highly valued programs and activities. The City’s website and utility bills contain notices regarding the budget process and City Council’s budget meetings. City Council Budget Review BUDGET SCHEDULE The Mayor and City Council are January 2018 Five-Year Financial Forecasts Developed responsible for reviewing the proposed March 2018 Strategic Planning Session with City Council budget to ensure it meets the goals and May 2018 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 July, a budget meeting is held with the City Council to review and discuss the June 2018 Departmental Budget Reviews proposed budget. The City Manager June 2018 Capital/CIP Ranking Meeting reviews major issues and Department July 31, 2018 City Council Budget Meeting Discussion Budget Issues Directors are present for the discussions Set Proposed Millage Rate for TRIM Notice and study of the proposed budget. The meeting is open to the public and the September 5, 2018 City Council Meeting – Adopt Tentative Millage Rate and Budget by Resolution public is encouraged to attend and September 19, 2018 City Council Meeting – Adopt Final Millage participate. Rate and Budget by Resolution During September, two public hearings on the millage (i.e. property tax) rate and budget are held per State Statute before final budget consideration. These meetings are advertised as part of the agenda and Florida Law requires certain newspaper advertisements prior to the second and final budget hearing. At the public hearings, the public may make formal comment either for or against the proposed budget and ask questions of City Council about the budget. Budget adoption occurs in September after City Council deliberations and two public hearings. City Council may take action to modify the proposed budget at its discretion. Prior to budget adoption, City Council must adopt a millage rate to support budgeted funding levels. An adopted budget is published no later than October 1st. Budget Maintenance Budget maintenance is a year-round activity of the Department Directors, Finance Director, and Budget & Grants Analyst. Spending control mechanisms include Finance Department review of purchase requisitions and departmental review of reports presenting budget versus actual revenues and expenditures. These financial reports are prepared and reviewed by staff monthly and provided to City Council quarterly to identify and communicate any spending variances. Performance measures are prepared and reported to Council quarterly to monitor progress against goals and objectives, citizen satisfaction, and benchmarks. Annual appropriations lapse at fiscal year-end with the exception of encumbrances and appropriations related to multi-year projects and other items identified by City Council to be City of Fort Walton Beach, FL 19 carried over to the next fiscal year. These carry-overs are included in the ensuing year’s adopted budget resolution. Budget Transfers Operationally, the City functions at a fund level basis allowing budget transfers within funds for individual line items that exceed the budgeted amount without a formal budget amendment. Budget transfers are used only to transfer appropriations between line items within a fund, not to increase the total budget or to transfer resources between funds. Budget transfers are permitted in accordance with Administrative Policy FIN-13. All budget transfers are performed in the City’s accounting system by the Finance Department. Budget Amendment Per Florida Statute 166.241, the adopted budget may be revised with a budget amendment approved by City Council in the same manner in which the budget was adopted. The resolution adopting the annual budget allows the budget to be amended by resolution provided that a corresponding funding source supports any additional expense. Transfers between funds and increases to a fund’s total budget are permitted by resolution adopted by City Council. Frequently, the budget is amended to record grants awarded to the City or other mid-year activities approved by City Council. The budget amendment increases or decreases the total amount of the adopted budget of each fund. FINANCIAL POLICIES The financial policies presented below set forth the basic framework for the overall financial management of the City, as well as provide guidelines for evaluating current activities and proposals for future programs. Financial Planning Long-Range Planning – Update the Vision Plan every ten years and hold a Budget Policy Meeting annually to ensure current and proposed programs and services reflect the values shared by citizens, City Council, and staff and to evaluate the impact on revenues and/or reserves. Prepare five-year General Fund revenue & expenditure projections and five-year Enterprise Fund pro- formas in conjunction with current year budget development to highlight the long-term impact of current decisions. These forecasts include the following assumptions, based on current trends and a Strategic Plan that focuses on economic stability: • Rates for both the Utility fund and the Stormwater Fund are adjusted in accordance with the most recent five-year rate study that was approved by City Council in October 2014. This rate study is available to the public on the City’s website. • All other rates are adjusted by 1% - 3% based on historical patterns. • Personal Services in all funds have been adjusted by 2.3%, as provided for in the Pay & Classification Study that was approved by City Council in 2014, with the exception of Collective Bargaining Employees. • Operating Expenses are adjusted by 2% - 3% based on historical patterns. In each pro forma, if needed, action has been taken through the use of excess reserves to ensure that there is no deficiency in any Fund. These forecasts are provided in graphical format on page 221. City of Fort Walton Beach, FL 20 Asset & Infrastructure Inventory – Evaluate (and reprioritize as necessary) the five-year capital needs of the City annually as part of the budget process. Assets, as defined for purposes of this review, include computers, vehicles, and motorized equipment. Infrastructure improvements (e.g. street resurfacing, water/sewer lines, parks) are evaluated during development of the five-year capital improvements program. Balanced Budget – Prepare a balanced budget each fiscal year in accordance with Florida statutory requirements for municipalities. The budget is considered balanced if the total of all available financial resources (either on hand at the beginning of the fiscal year or generated during the fiscal year) equals or exceeds the total of all financial requirements (either planned spending during the year or funds required to be on hand at the end of the fiscal year). The requirement for a balanced budget is established at the fund level and must be met for each individual fund budgeted. When anticipated revenues exceed budgeted expenses, a non-operating governmental expenditure line “Fund Balance – Reserved for Future Appropriation” or enterprise expense line “Reserved- Undesignated Net Assets” accounts for the excess. In reverse, when budgeted expenses exceed anticipated revenues, a non-operating governmental revenue line “Appropriation from Unassigned Fund Balance” or enterprise revenue line “Appropriation from Net Assets” funds the overage. Although the budget adopted by City Council is balanced, the budget may become unbalanced during the year due to a natural disaster, civic emergency, grant award, or other City Council action. When these changes occur, a budget amendment must be adopted by resolution of City Council. Financial Monitoring – Prepare monthly financial reports for the City Manager and Finance Director detailing revenues and expenditures by fund, department, and division. Identify and explain any significant variances between budget and actual. Report financial information to City Council on a quarterly basis. Revenues Taxes – Maintain the millage and other tax rates at levels commensurate with the service levels being provided. Services which have a citywide benefit shall be financed with revenues generated from a broad base, such as property and other taxes. Evaluate annually as part of the budget process. User Fees – Maintain fees and rates at appropriate levels to fund their corresponding purpose, especially in the Enterprise funds. Services where the customer determines the use shall be financed with user fees, charges, and assessments related to the level of service provided. User fees shall be maximized in lieu of general revenue sources for services that can be individually identified and where costs are directly related to the level of service. The extent to which the total cost of providing the service is recovered depends on the nature of the service. For governmental services provided for the public good (e.g. police and fire protection, street maintenance, and land use regulation), it may be appropriate for a substantial portion of the cost to be borne by the taxpayers. For proprietary services provided for the enjoyment of specific residents (e.g. recreation programs, cemetery operations), total cost recovery may be warranted. Evaluate annually as part of the budget process. Non-Recurring Revenues – Fund recurring expenditures with recurring revenues. One-time revenues will be reserved for future emergencies or projects identified by City Council to the greatest extent possible. City of Fort Walton Beach, FL 21 Unpredictable Revenues – Budget unpredictable revenues at conservative levels (e.g. building permits) to safeguard against a shortfall. Expenditures Operating Expenses – Pay all current year operating expenses with current year revenues and/or available fund balance. Contingencies – Appropriate contingency funds in the General Fund and Enterprise Funds to guard against unanticipated price increases (e.g. fuel, utilities), emergency repairs, or revenue shortfalls. The State of Florida allows up to a maximum of 10% of anticipated revenues to be allocated toward contingencies. City practice is to budget 1% of personnel and operating expenses as contingency funds to be used as a last resort. Budget residuals (excess budget funds transferred out of an account by the Finance Department once the budgeted expense has been incurred) will be exhausted before contingency funds are used. The City currently meets this policy for the applicable funds. Special Project Carryovers – Carry forward into the new year through the budget resolution with the corresponding revenue source of the prior year. These are projects and/or purchases that are incomplete as of September 30th of any fiscal year that will be continued and made part of the appropriations for the ensuing year. These are budget funds for large items (usually capital purchases, projects, or studies) that were authorized and appropriated by City Council in a prior fiscal year but were not spent due to time constraints. Encumbrance Carryovers – Carry forward into the new year through the budget resolution with the corresponding revenue source of the prior year. In general, purchase orders close out at the end of the fiscal year unless they are identified for carryover as part of the budget process of the ensuing year. These encumbrances were authorized, budgeted, and appropriated by City Council in a prior fiscal year but were not fully receipted in due to the ongoing nature of the expense. Fund Balance (governmental funds) Fund balance refers to the difference between current financial assets and liabilities reported in a governmental fund. Since all related assets and liabilities are not reported for governmental funds, fund balance is considered more of a liquidity measure than a net worth measure. Credit rating agencies monitor fund balance levels and strongly consider unrestricted fund balance when determining a local government’s creditworthiness. Fund balance is also important to guard against unanticipated events that would adversely affect the financial condition of the City and jeopardize the continuation of necessary public services. There are five types of fund balance: Restricted 1. Nonspendable (inherently nonspendable) – resources that cannot be spent because of form (e.g. inventory, long-term loans receivable) or because they must be maintained intact (e.g. endowment principal). 2. Restricted (externally enforceable limitations) – resources with limitations imposed by creditors, grantors, laws, regulations, or enabling legislation. City of Fort Walton Beach, FL 22 Unrestricted 3. Committed (self-imposed limitations) – resources whose use is constrained by limitations that the governing body has imposed and remains binding until removed in the same manner 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 $7.2M 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 nonspendable, restricted, committed, and assigned fund balances (e.g. surplus). There is currently $2.1M. $14 General Fund Reserves $12 $10 $8 Millions $6 $4 $2 $0 Actual 2014-15 Actual 2015-16 Actual 2016-17 Budget 2017-18 Budget 2018-19 Nonspendable Restricted Committed Assigned Unassigned 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. City of Fort Walton Beach, FL 23  Changes in Fund Balance - Governmental Funds Variance FY18 to Actual Budget FY19 FY 2017 FY 2018 FY 2019 $ % General Fund $11,963,406 $11,447,721 $10,863,663 -$584,058 -5.1% Law Enf. Trust Fund $120,264 $120,264 $120,264 $0 0.0% Law Enf. Training Fund $577 $577 $577 $0 0.0% FBC Fund $306,051 $306,051 $297,797 -$8,254 -2.7% CDBG Fund $0 $0 $0 $0 0.0% CRA Fund $2,739,865 $2,739,865 $3,764,746 $1,024,881 37.4% Debt Service Fund $21,156 $21,156 $21,156 $0 0.0% Beal Memorial Fund $3,182,052 $3,182,052 $3,235,274 $53,222 1.7% * 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 2015 FY 2016 FY 2017 Utilities Fund 381 364 422 Sanitation Fund 236 441 246 Stormwater Fund 622 1823 643 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. City of Fort Walton Beach, FL 24  Net Assets Analysis Actual Estimate FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 Utilities Fund 74.1% 68.7% 89.0% 83.3% 78.2% Sanitation Fund 61.6% 65.8% 56.0% 56.0% 53.1% Stormwater Fund 152.9% 143.6% 141.5% 127.5% 137.9% Investments Investment Philosophy – Funds shall be invested in a manner that will ensure the safety of principal while meeting daily cash flow needs. Optimization of investment income shall be secondary to the requirements of safety and liquidity. Investment Policy – Ordinance 1921, adopted by City Council in June 2015, governs the investment of funds in excess of those required to meet current expenses, with the exception of pension funds, funds related to the issuance of debt where there are other existing policies or indentures in effect for such funds, and Beal Memorial Cemetery Perpetual Care funds. In a nutshell: • The primary investment objectives, in order of importance, are: safety of principal, liquidity, and investment income. • Cash balances from all funds are consolidated to maximize investment earnings. Investment income is allocated to each fund based on the fund’s respective participation and in accordance with generally accepted accounting principles. • The investment portfolio shall be structured, to the extent possible, to match investment maturities with known cash needs and anticipated cash flow requirements. • Investments will be diversified, to the extent practicable, to control the risk of loss resulting from over-concentration of assets in a specific maturity, issuer, instrument, dealer, or institution. • Each portfolio’s performance will be reviewed on a quarterly basis, with emphasis placed on results achieved over a rolling time period of three to five years for long-term portfolios. Objectives will be reviewed annually and adjusted as necessary after consultation with the Finance Director, Investment Advisor(s), and Portfolio Manager(s). The City currently maintains two short-to-medium term portfolios, one long term portfolio, and one short term portfolio externally-managed through our Investment Manager (PFM Asset Management). Since the City has transitioned from internally managed portfolios, benefits of the enhanced diversification and third-party management have been realized, including increased cash flow and interest earnings. Debt Issuance Debt Limit – The State of Florida does not place a legal limit of debt on municipalities. However, general obligation debts greater than one year require voter referendum approval. Special revenue debt is pledged by a specific revenue source and limited by available revenue; therefore, it is not City of Fort Walton Beach, FL 25 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. • 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 13.28 and the Utilities Fund is at 2.83. The Sanitation and Stormwater funds are debt-free. Debt Ratio – Indicates the percentage of assets financed via debt, and therefore the financial flexibility of the fund. City of Fort Walton Beach, FL 26  Debt Ratio Analysis Actual Budget FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 General Fund 41.4% 46.2% 39.8% 37.3% 38.4% Utilities Fund 54.3% 41.4% 51.8% 51.8% 49.2% Sanitation Fund 0.0% 0.0% 0.0% 0.0% 0.0% Stormwater Fund 0.0% 0.0% 0.0% 0.0% 0.0% Debt Rating – The City maintains an AA rating with both Standard and Poor’s and Fitch. Principal Interest Total Existing Debt 1,892,329 756,444 2,648,773 New Debt anticipated in FY 2018-19 12,539,263 9,500,000 22,039,263 FY 2018-19 Budget Debt Impact 14,431,592 10,256,444 24,688,036 Debt Principal and Interest Payments by Fund General Fund Utilities Fund Total Fiscal Yr Principal Interest Principal Interest Principal Interest 2018-19 767,536.39 274,204.21 1,124,793.00 482,239.36 1,892,329.39 756,443.57 2019-20 757,497.40 253,559.71 1,151,037.68 456,409.48 1,908,535.08 709,969.19 2020-21 748,461.10 234,618.26 1,176,535.20 429,947.16 1,924,996.30 664,565.42 2021-22 702,420.43 216,654.29 1,204,290.40 402,876.76 1,906,710.83 619,531.05 2022-23 723,754.48 199,070.14 1,232,308.18 375,134.98 1,956,062.66 574,205.12 2023-24 739,872.41 180,955.83 1,260,593.60 346,716.76 2,000,466.01 527,672.59 2024-25 700,232.00 162,430.20 1,289,151.70 317,617.06 1,989,383.70 480,047.26 2025-26 720,054.00 144,607.58 1,318,987.72 287,830.64 2,039,041.72 432,438.22 2026-27 739,629.00 126,282.86 1,349,106.96 257,323.00 2,088,735.96 383,605.86 2027-28 3,282,127.00 107,460.50 1,380,514.84 226,088.72 4,662,641.84 333,549.22 2028-29 288,365.00 20,271.58 1,413,216.84 194,093.12 1,701,581.84 214,364.70 2029-30 293,998.00 13,639.18 1,445,218.60 161,301.36 1,739,216.60 174,940.54 2030-31 299,010.00 6,877.24 1,479,525.86 127,736.90 1,778,535.86 134,614.14 2031-32 1,513,144.42 93,335.54 1,513,144.42 93,335.54 2032-33 1,549,080.22 58,120.54 1,549,080.22 58,120.54 2033-34 921,339.34 22,027.42 921,339.34 22,027.42 2034-35 467,244.70 4,438.82 467,244.70 4,438.82 10,762,957.21 1,940,631.58 21,276,089.26 4,243,237.62 32,039,046.47 6,183,869.20 City of Fort Walton Beach, FL 27  DEBT SCHEDULES Facility & Infrastructure Debt Service by Fiscal Year Fund 401 Fund 401 Fund 001 Fund 001 2015 2013 2013A GRAND TOTAL SRF Loan Revenue Note Revenue Note Revenue Note Pump Station & Force Utility System Recreation Complex Fiscal Yr Main Improvements Municipal Facilities & Equipment 2018-19 943,366.76 663,665.60 306,022.48 557,524.68 2,470,579.52 2019-20 943,366.76 664,080.40 306,467.10 557,524.86 2,471,439.12 2020-21 943,366.76 663,115.60 306,422.20 557,525.30 2,470,429.86 2021-22 943,366.76 663,800.40 305,887.02 557,524.70 2,470,578.88 2022-23 943,366.76 664,076.40 309,637.04 557,524.58 2,474,604.78 2023-24 943,366.76 663,943.60 307,637.08 557,525.26 2,472,472.70 2024-25 943,366.76 663,402.00 305,137.44 557,524.76 2,469,430.96 2025-26 943,366.76 663,451.60 307,136.60 557,524.98 2,471,479.94 2026-27 943,366.76 663,063.20 308,387.28 557,524.58 2,472,341.82 2027-28 943,366.76 663,236.80 308,887.50 3,080,700.00 4,996,191.06 2028-29 943,366.76 663,943.20 308,636.58 1,915,946.54 2029-30 943,366.76 663,153.20 307,637.18 1,914,157.14 2030-31 943,366.76 663,896.00 305,887.24 1,913,150.00 2031-32 943,366.76 663,113.20 1,606,479.96 2032-33 943,366.76 663,834.00 1,607,200.76 2033-34 943,366.76 943,366.76 2034-35 471,683.52 471,683.52 Total $ 15,565,551.68 $ 9,953,775.20 $ 3,993,782.74 $ 8,098,423.70 $ 37,611,533.32 Equipment Debt Service by Fiscal Year Citywide Fund 001 Fund 001 Fund 001 2013 2014 2011A 2015 Fiscal Year GRAND TOTAL Capital Lease Interfund Loan Revenue Note Capital Lease Phone System Fire Pumper Fire Ladder Truck Fitness Equipment 2018-19 22,969.54 55,663.00 84,625.14 14,935.76 178,193.44 2019-20 - 55,663.00 84,625.15 6,777.00 147,065.15 2020-21 - 55,663.00 63,468.86 - 119,131.86 2021-22 - 55,663.00 - - 55,663.00 2022-23 - 55,663.00 - - 55,663.00 2023-24 - 55,665.90 - - 55,665.90 Total $ 22,969.54 $ 333,980.90 $ 232,719.15 $ 21,712.76 $ 611,382.35 City of Fort Walton Beach, FL 28 29  CITY OF FORT WALTON BEACH, FL Summary of Estimated Financial Sources & Uses - All Funds Major Funds 1 GENERAL FUND UTILITIES FUND SANITATION FUND 2016-17 2017-18 2018-19 2016-17 2017-18 2018-19 2016-17 2017-18 2018-19 Actual Budget Budget Actual Budget Budget Actual Budget Budget Financial Sources Ad Valorem Taxes 5,807,598 5,926,281 6,293,118 - - - - - - Other Taxes 5,376,343 5,595,403 5,867,428 - - - - - - Licenses and Permits 2,081,095 2,328,290 2,359,976 - - - 10,037 10,037 10,037 Intergovernmental Revenue 3,386,955 3,371,007 3,171,713 - - - - - - Charges for Services 2,488,384 2,488,538 2,629,674 10,952,375 10,984,698 10,973,508 3,663,445 3,762,737 3,751,967 Fines and Forfeitures 118,740 116,653 95,961 - - - - - - Interest & Other Revenues 686,390 648,317 613,360 161,948 154,321 147,491 61,750 31,645 31,645 Other Financing Sources - - 58,251 - - - - - - 19,945,505 20,474,489 21,089,481 11,114,323 11,139,019 11,120,999 3,735,232 3,804,419 3,793,649 Appropriation from Reserves - 911,935 332,164 - - - - - - $ 19,945,505 $ 21,386,424 $ 21,421,645 $ 11,114,323 $ 11,139,019 $ 11,120,999 $ 3,735,232 $ 3,804,419 $ 3,793,649 Interfund Transfers In 781,956 905,432 789,122 - - - - Total Financial Sources $ 20,727,459 $ 22,291,857 $ 22,210,768 $ 11,114,323 $ 11,139,019 $ 11,120,999 $ 3,735,232 $ 3,804,419 $ 3,793,649 Financial Uses General Government 3,228,767 3,526,897 3,516,533 - - - - - - Public Safety 8,967,487 10,372,730 10,411,433 - - - - - - Physical Environment 359,428 364,268 384,118 8,888,859 8,180,563 7,602,782 3,687,087 3,359,973 3,404,756 Transportation 890,762 1,038,678 974,711 - - - - - Economic Environment - - - - - - - - Culture & Recreation 4,170,787 4,606,487 4,945,559 - - - - - Capital Outlay/Improvements 1,579,541 1,112,425 668,945 478,704 598,423 640,092 255,699 260,000 130,000 Debt Service 8,155 1,039,738 1,042,586 524,780 1,607,267 1,607,267 - - - Reclass of Capital for Depreciation - - - (478,704) - - (255,699) - - 19,204,927 22,061,224 21,943,885 9,413,639 10,386,253 9,850,142 3,687,087 3,619,973 3,534,756 Contingencies - 206,429 227,962 - 110,044 111,210 - 38,044 37,936 Reserves - - - - 516,926 - - 74,556 $ 19,204,928 $ 22,267,654 $ 22,171,847 $ 9,413,639 $ 10,496,298 $ 10,478,278 $ 3,687,087 $ 3,658,018 $ 3,647,248 Interfund Transfers Out 1,012,463 24,204 38,922 618,208 642,721 642,721 143,531 146,401 146,401 Total Financial Uses $ 20,217,391 $ 22,291,857 $ 22,210,768 $ 10,031,847 $ 11,139,019 $ 11,120,999 $ 3,830,618 $ 3,804,419 $ 3,793,649 Net Increase/(Decrease) in 510,071 (911,935) (332,164) 1,082,476 - 516,926 (95,386) - 74,556 Fund Balance / Net Assets4 Fund Bal / Net Assets4 - Oct 1 11,630,627 12,140,698 11,228,763 7,700,872 8,783,348 8,783,348 2,228,968 1,984,091 1,984,091 4 Fund Bal / Net Assets - Sep 30 $ 12,140,698 $ 11,228,763 $ 10,896,599 $ 8,783,348 $ 8,783,348 $ 9,300,274 $ 1,984,091 $ 1,984,091 $ 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 30  Non-Major Funds 2 3 OTHER GOVERNMENTAL OTHER ENTERPRISE Total All Funds 2016-17 2017-18 2018-19 2016-17 2017-18 2018-19 2016-17 2017-18 2018-19 % of Actual Budget Budget Actual Budget Budget Actual Budget Budget Budget 1,036,451 1,090,214 1,139,801 - - - 6,844,049 7,016,495 7,432,919 17.8% - - - - - - 5,376,343 5,595,404 5,867,429 14.1% 433,083 364,711 387,249 - - - 2,524,215 2,703,038 2,757,262 6.6% 879,470 736,105 859,020 - - - 4,266,425 4,107,112 4,030,733 9.7% - - - 917,844 970,866 1,030,654 18,022,048 18,206,839 18,385,802 44.1% 8,666 7,100 4,000 - - - 127,406 123,753 99,961 0.2% 356,568 65,463 65,463 8,252 5,000 8,625 1,274,908 904,746 866,584 2.1% - - - 586,146 - - 586,146 - 58,251 0.1% 2,714,238 2,263,593 2,455,533 1,512,242 975,866 1,039,279 39,021,541 38,657,387 39,498,941 - 5,000 13,254 - - - - 916,935 345,418 0.8% $ 2,714,238 $ 2,268,593 $ 2,468,787 $ 1,512,242 $ 975,867 $ 1,039,279 $ 39,021,541 $ 39,574,322 $ 39,844,359 1,012,463 1,091,948 1,080,663 - - - 1,794,419 1,997,380 1,869,785 4.5% $ 3,726,701 $ 3,360,541 $ 3,549,450 $ 1,512,242 $ 975,867 $ 1,039,280 $ 40,815,960 $ 41,571,702 $ 41,714,146 - - - - - - 3,228,767 3,526,897 3,516,533 8.4% 945,857 735,687 384,396 - - - 9,913,344 11,108,417 10,795,829 25.9% 13,124 12,200 12,200 681,541 677,704 655,651 13,630,039 12,594,709 12,059,508 28.9% - - - - - - 890,762 1,038,678 974,711 2.3% 1,468,393 647,169 909,723 - - - 1,468,393 647,169 909,723 2.2% - - - - - - 4,170,787 4,606,487 4,945,559 11.9% 18,744 333,600 119,291 1,475,522 150,465 187,424 3,808,210 2,454,913 1,745,752 4.2% 990,703 1,042,894 1,041,741 - - - 1,523,638 3,689,899 3,691,594 8.8% - - - (1,475,522) - - (2,209,925) - - 0.0% 3,436,821 2,771,550 2,467,351 681,541 828,169 843,075 36,424,015 39,667,169 38,639,208 - 3,688 3,996 - 9,759 10,393 - 367,964 391,497 0.9% - 560,453 1,078,103 - 87,915 127,562 - 648,368 1,797,147 4.3% $ 3,436,821 $ 3,335,691 $ 3,549,450 $ 681,541 $ 925,844 $ 981,030 $ 36,424,015 $ 40,683,501 $ 40,827,852 20,217 24,850 - - 50,024 58,251 1,794,419 888,201 886,296 2.1% $ 3,457,038 $ 3,360,541 $ 3,549,450 $ 681,541 $ 975,867 $ 1,039,280 $ 38,218,434 $ 41,571,702 $ 41,714,146 269,663 555,453 1,064,849 830,701 87,915 127,562 2,597,526 (268,567) 1,451,729 2,464,341 2,734,004 3,289,457 133,519 964,220 1,052,135 24,158,327 26,606,361 26,337,794 $ 2,734,004 $ 3,289,457 $ 4,354,306 $ 964,220 $ 1,052,135 $ 1,179,697 $ 26,755,853 $ 26,337,794 $ 27,789,523 31  Executive Budget Summary Where the Money Comes From … … And Where the Money Goes Budgeted Revenues: $41,714,146 Budgeted Expenditures: $41,714,146 Ad Valorem Taxes, Debt Service, Reserves, $345,418 , Capital Outlay/ Contingencies, $7,432,919 , 17.8% $3,691,594 , 8.8% 0.8% Other Taxes, Improvement, $391,497 , 0.9% $5,867,429 , 14.1% $1,723,135 , 4.1% Interfund Transfers, Reserves, $1,869,785 , 4.5% Culture & $1,797,147 , 4.3% Recreation, $4,945,559 , 11.9% Licenses & Permits, Interest & Other $2,757,262 , 6.6% Interfund Transfers, Revenues, $924,835 , Economic $886,296 , 2.1% 2.2% Environment, $909,723 , 2.2% General Government, Fines and State Revenue $3,516,533 , 8.4% Forfeitures, $99,961 Sharing & Other Transportation, , 0.2% Intergov't, $974,711 , 2.3% $4,030,733 , 9.7% Stormwater Fees, $1,030,654 , 2.5% Physical Environment, Public Safety, Garbage Fees, Recreation, Golf, $12,059,508 , 28.9% $10,818,446 , 25.9% $3,751,967 , 9.0% Cemetery, Other Fees, Water & Sewer Fees, $2,629,674 , 6.3% $10,973,508 , 26.3% User Fees are the largest revenue source for the City Physical Environment includes water, sewer, at 44.1% and generate $18.4M. Unlike taxes, these garbage, stormwater, and cemetery operations, charges are directly related to the service received comprising the largest expense to the City at and are collected for recreation & golf activities, $12.1M, or 28.9%. water & sewer services, garbage collection, and Public Safety includes police, fire, code stormwater. enforcement, and building inspection and totals Ad Valorem (Property) Taxes are the City’s second $10.8M, or 25.9%, of expenses. largest revenue source at $7.4M, or 17.8%, of Recreation & Cultural Services totals $4.9M, or revenues. Property taxes fund essential services such 11.9%, of expenses and includes parks & recreation as police, fire, planning, & code enforcement. programs and facilities, senior activities, library, Other Taxes total $5.9M and are the third largest museums, and golf courses. revenue source at 14.1%. This category includes local option gas tax, utility taxes, communication services tax, business tax receipts, insurance premium tax for police and fire pensions, and other state shared revenues. BUDGET SUMMARY FY 2018-19 FY 2017-18 $ Variance % Variance General Fund 22,210,768 22,291,857 (81,089) -0.36% Law Enf. Trust Fund 7,309 7,309 - 0.00% Law Enf. Training 4,097 7,197 (3,100) -43.07% FBC Fund 399,603 368,811 30,792 8.35% CDBG Fund 138,113 119,807 18,306 15.28% CRA Fund 1,893,165 1,738,969 154,196 8.87% Debt Service Fund 1,041,741 1,042,894 (1,153) -0.11% Utilities Fund 11,120,999 11,139,018 (18,020) -0.16% Sanitation Fund 3,793,649 3,804,419 (10,770) -0.28% Stormwater Fund 1,039,280 975,867 63,414 6.50% Beal Memorial Fund 65,422 75,554 (10,132) -13.41% GRAND TOTAL $41,714,146 $41,571,702 $142,444 0.34% City of Fort Walton Beach, FL 32 Executive Budget Summary Operating Budget Capital Budget $39,991,014 $1,745,752 $14 $1,200 $12 $1,000 $10 $800 $8 Millions Thousands $600 $6 $400 $4 $2 $200 $0 $0 Highlights for the upcoming year include: General Government is comprised of the City IT Replacements – 47 computers, 9 laptops, 5 Council, City Manager, IT, Human servers & 2 Cisco network switches Resources, City Clerk, Finance, Purchasing, Development Services, Fleet, and Vehicle Replacements – 4 police patrol vehicles, 8 Facilities. These groups shape overall City policy trucks, 1 knuckleboom, 1 sewer collections vehicle and/or provide guidance and assistance to other departments and the public. Water Line Replacements – Stewart Circle and Public Safety includes Police, Fire, Code south end of Bradley Drive Enforcement, and Building Permitting & Facility Repairs – Fire: Station 6 roof repair; Inspections. These groups monitor the Museum: paint school house; Recreation: replace safety and welfare of City tank, resurface gym floor; Police: expand forensic property owners. room Physical Environment includes the production and Street Resurfacing/Restriping – Resurfacing: distribution of drinking water, collection and Walter Martin NE from Eglin Pkwy NE to Beal treatment of wastewater, collection of Pkwy NE, McArthur Avenue NW from Sotir Street residential and commercial garbage, NW to Beal Pkwy NE, Hudson Drive NW from Fliva recycling, management of stormwater and Avenue to Sotir Street NW environmental issues, and cemetery operations. Sidewalk Construction – Construct new sidewalk Transportation includes right-of-way, engineering, on Lake Drive NW from Destin Drive NW to and streets. Virginia Drive NW Economic Environment includes the CDBG program for low-moderate income Sewer Grouting & Lining – locations based upon families and the CRA program to video reports, maintenance, and flow monitoring revitalize blighted areas. Storm Drainage Improvement – identified in the Recreation activities include neighborhood and five-year schedule listed in the Stormwater Master facility parks, a tennis center, a library, a museum Plan complex, a recreation complex, and two 18-hole golf courses. City of Fort Walton Beach, FL 33 Executive Budget Summary Did You Know? . . . The City of Fort Walton Beach comprises 35.7% of a citizen’s tax bill. One mill equals $1 per $1,000 of taxable property value. Over 8% of properties within the City have exemptions that enable them to pay no property taxes (i.e. homestead exemptions). Other Taxes Intergov't Revenue Fines & Forfeitures Other Financing Sources $5,867,429 $4,030,733 $99,961 $1,928,036 Ad Valorem Taxes Licenses & Permits Charges for Services Interest & Other Fund Balance / Net $7,432,919 $2,757,262 $18,385,802 $866,584 Assets $345,418 67% of residents & 58% of businesses will pay $50.00 or less per month in City property taxes That’s far less than two common monthly bills…. Basic Cable TV & Internet Cell Phone $119.99 $139.99 City of Fort Walton Beach, FL 34 Executive Budget Summary Revenues by Category Budget 2018-19 Budget 2017-18 Actual 2016-17 Actual 2015-16 Actual 2014-15 $0 $2 $4 $6 $8 $10 $12 $14 $16 $18 $20 Millions Fund Balance / Net Assets / Transfers Other Financing Sources Interest & Other Fines & Forfeitures Charges for Services Intergov't Revenue Licenses & Permits Other Taxes Ad Valorem Taxes Expenses by Category Budget 2018-19 Budget 2017-18 Actual 2016-17 Actual 2015-16 Actual 2014-15 $0 $2 $4 $6 $8 $10 $12 $14 $16 Millions Other Financing Uses Debt Service Capital (net of Reclass) Culture & Recreation Economic Environment Transportation Physical Environment Public Safety General Government City of Fort Walton Beach, FL 35 Executive Budget Summary Cost of . . . One Police Officer, 24 Hrs/Day Starting Salary 36,891 Incentive Pay 3,120 Overtime 799 Cost of . . . Holiday Worked 1,464 One Firefighter/EMT, 24 Hrs/Day Cost to . . . Health Insurance 15,581 Starting Salary 37,000 Maintain 10 Acres of Park Pension 20,715 Incentive Pay 1,800 Salaries 25,094 Federal Taxes 3,234 Overtime 2,227 Health Insurance 15,581 Workers Comp 1,748 Holiday Worked 1,155 Pension 1,882 Health Insurance 15,581 Personnel $ 83,552 Federal Taxes p 1,920 Pension 21,091 Equipment & Supplies 2,133 Personnel $ 45,089 Federal Taxes p 3,227 , Vehicle Fuel & Repair 6,018 Personnel $ 84,216 Insurance 827 Utilities & Fuel 4,913 Operating $ 8,978 Vehicle/Equip Repair 799 Physicals,Immunizations 350 Annual Recurring 92,530 Grounds Maintenance 3,840 , Uniformg Replacement ,335 Operating $ 10,698 Operating $ 1,685 Immunizations 250 Annual Recurring 55,787 Annual Recurring 85,901 Radio,Uniform,Vest,Gun 2,437 Vehicle & Equipment 44,000 , ½ Ton Truck 24,000 y , Non-Recurring $ 2,949 52" Mower 19,500 Non-Recurring $ 46,687 Field Rake 9,800 Total Cost to Hire & Total Cost to Hire & Trailer 2,500 Equip One Officer $ 139,217 Equip One Firefighter $ 88,850 Backpack Blower 450 16" Chainsaw 300 2 Officers Required 3 Firefighters Required (min . ma n n in g ) Non-Recurring $ 56,550 for 24 Hour Coverage x2 for 24 Hour Coverage x3 Total Cost $ 112,337 Total Cost $ 278,434 Total Cost $ 266,550 The cost per day to maintain The cost per day for one police The cost per day for one 10 acres of parks is $307.77 officer is $762.83 firefighter/EMT is $730.27 The City has 182.7 acres of park The City has 45 sworn police officers The City has 36 firefighters City of Fort Walton Beach, FL 36  CITY OF FORT WALTON BEACH, FL Revenue Trends - All Funds Revenues by Fund $40 $35 $30 $25 Millions $20 $15 $10 $5 $0 Actual Actual Actual Budget Budget 2014-15 2015-16 2016-17 2017-18 2018-19 General Fund FL Bldg Code Fund CRA Fund Debt Service Fund Utilities Fund Sanitation Fund Stormwater Fund Actual Actual Actual Budget Budget $ % 2014-15 2015-16 2016-17 2017-18 2018-19 Variance Variance General Fund 19,434,575 20,663,018 20,727,459 22,291,857 22,210,768 (81,089) -0.36% Law Enf. Trust Fund** 42,670 24,227 25,155 7,309 7,309 - 0.00% Law Enf. Training Fund** 6,896 5,906 4,918 7,197 4,097 (3,100) -43.07% FL Bldg Code Fund 329,052 377,649 411,818 368,811 399,603 30,792 8.35% CDBG Fund 139,693 117,087 246,186 119,807 138,113 18,306 15.28% CRA Fund 1,597,584 1,702,177 1,742,543 1,738,969 1,893,165 154,196 8.87% Debt Service Fund 1,004,650 997,306 990,703 1,042,894 1,041,741 (1,153) -0.11% Utilities Fund 9,333,147 10,123,818 11,114,323 11,139,019 11,120,999 (18,020) -0.16% Sanitation Fund 3,614,025 3,599,838 3,735,232 3,804,419 3,793,649 (10,770) -0.28% Stormwater Fund 737,307 1,372,919 1,512,242 975,866 1,039,280 63,414 6.50% Beal Memorial Fund** 52,134 216,372 305,378 75,554 65,422 (10,132) -13.41% Revenues 36,291,733 39,200,317 40,815,960 41,571,702 41,714,146 142,444 0.34% ** not included on chart Revenues by Category $40 $30 Millions $20 $10 $0 Actual Actual Actual Budget Budget 2014-15 2015-16 2016-17 2017-18 2018-19 Ad Valorem Taxes Other Taxes Licenses & Permits Intergov't Revenue Charges for Services Fines & Forfeitures Actual Actual Actual Budget Budget % 2014-15 2015-16 2016-17 2017-18 2018-19 $ Variance Variance Ad Valorem Taxes 6,403,656 6,602,563 6,844,049 7,016,495 7,432,919 416,424 5.93% Other Taxes 5,388,446 5,338,748 5,376,343 5,595,404 5,867,429 272,025 4.86% Licenses & Permits 2,575,250 2,634,043 2,524,215 2,703,038 2,757,262 54,224 2.01% Intergov't Revenue 3,476,495 4,322,696 4,266,425 4,107,112 4,030,733 (76,379) -1.86% Charges for Services 15,766,886 16,987,101 18,022,048 18,206,839 18,385,802 178,963 0.98% Fines & Forfeitures 131,020 121,513 127,406 123,753 99,961 (23,792) -19.23% Interest & Other 719,280 885,428 1,274,908 904,746 866,584 (38,162) -4.22% Other Financing Sources 103,316 504,288 586,146 - 58,251 58,251 0.00% Fund Balance / Net Assets / Transfers 1,727,384 1,803,937 1,794,419 2,914,315 2,215,203 (699,112) -23.99% Revenues 36,291,733 39,200,317 40,815,960 41,571,702 41,714,146 142,444 0.34% 37  CITY OF FORT WALTON BEACH, FL Expenditure Trends - All Funds Expenditures by Fund $40 $35 $30 $25 Millions $20 $15 $10 $5 $0 Actual Actual Actual Budget Budget 2014-15 2015-16 2016-17 2017-18 2018-19 General Fund* FL Bldg Code Fund CRA Fund Debt Service Fund Utilities Fund Sanitation Fund Stormwater Fund Actual Actual Actual Budget Budget $ % 2014-15 2015-16 2016-17 2017-18 2018-19 Variance Variance General Fund* 22,610,155 20,153,995 20,217,391 22,291,857 22,210,768 (81,089) -0.36% Law Enf. Trust Fund** 75,334 21,567 130,335 7,309 7,309 - 0.00% Law Enf. Training Fund** 6,421 16,780 4,429 7,197 4,097 (3,100) -43.07% FL Bldg Code Fund - 340,612 416,683 368,811 399,603 30,792 8.35% CDBG Fund* 88,636 119,072 254,125 119,807 138,113 18,306 15.28% CRA Fund 3,681,965 2,139,079 1,627,422 1,738,969 1,893,165 154,196 8.87% Debt Service Fund - 1,001,599 990,703 1,042,894 1,041,741 (1,153) -0.11% Utilities Fund 7,604,152 10,060,160 10,031,847 11,139,018 11,120,999 (18,019) -0.16% Sanitation Fund 3,378,454 3,407,992 3,830,618 3,804,419 3,793,649 (10,770) -0.28% Stormwater Fund 439,213 611,351 681,541 975,867 1,039,280 63,414 6.50% Beal Memorial Fund** 36,077 12,604 33,341 75,554 65,422 (10,132) -13.41% Expenditures 37,920,405 37,884,811 38,218,434 41,571,702 41,714,146 142,444 0.34% ** not included on chart Expenditures by Category $40 $35 $30 $25 Millions $20 $15 $10 $5 $0 Actual Actual Actual Budget Budget 2014-15 2015-16 2016-17 2017-18 2018-19 General Government Public Safety Physical Environment Transportation Economic Environment Culture & Recreation Actual Actual Actual Budget Budget % 2014-15 2015-16 2016-17 2017-18 2018-19 $ Variance Variance General Government 2,813,838 3,017,374 3,228,767 3,733,326 3,516,533 (216,793) -5.81% Public Safety 9,080,984 9,053,178 9,913,344 11,112,105 10,795,829 (316,276) -2.85% Physical Environment 12,806,392 13,781,136 13,630,039 11,861,852 12,059,508 197,656 1.67% Transportation 862,712 852,602 890,762 1,038,678 974,711 (63,967) -6.16% Economic Environment 1,730,631 1,432,788 1,468,393 647,169 909,723 262,554 40.57% Culture & Recreation 4,122,310 4,196,979 4,170,787 4,606,487 4,945,559 339,072 7.36% Capital (net of Reclass) 3,309,046 2,105,686 1,598,285 2,454,913 1,745,752 (709,161) -28.89% Debt Service 1,472,860 1,646,884 1,523,638 3,689,899 3,691,594 1,695 0.05% Other Financing Uses 1,721,632 1,798,184 1,794,419 2,427,271 3,074,940 647,669 26.68% Expenditures 37,920,405 37,884,811 38,218,434 41,571,702 41,714,146 142,444 0.34% 38 Revenues FY 2018-19 Budgeted Revenues $41,714,146 Ad Valorem Taxes, Other Taxes, $7,432,919 , 17.8% $5,867,429 , 14.1% Reserves, $345,418 , 0.8% Interfund Transfers, $1,869,785 , 4.5% Licenses & Permits, $2,757,262 , 6.6% Interest & Other Revenues, $924,835 , 2.2% State Revenue Sharing Fines and Forfeitures, & Other Intergov't, $99,961 , 0.2% $4,030,733 , 9.7% Stormwater Fees, $1,030,654 , 2.5% Recreation, Golf, Garbage Fees, Cemetery, Other Fees, $3,751,967 , 9.0% $2,629,674 , 6.3% Water & Sewer Fees, $10,973,508 , 26.3% Charges for Services (User Fees) – The City levies user fees to fund the cost of regulating an activity or providing a service or facility. Charges for services are anticipated to generate approximately $18.4M and are the largest source of revenue for the City at 44.1%. Unlike taxes, these service charges are directly related to the service received. User fees include leisure services such as recreation programs, senior activities, the library, museums, and golf; water and sewer service; garbage collection; and stormwater management. Fees are set by City Council based on the cost of providing these services, reviewed and adjusted annually as part of the budget process, and published in the Comprehensive Fee Schedule. Revenues are budgeted based on historical usage and/or number of customers, adjusted for current rates. $12 Water and sewer rates will generate approximately $11.0M in revenues. A new five- $10 year utility rate study, which included $8 stormwater, was approved by City Council and Millions implemented in FY 2014-15. The study $6 determines the required rates to generate $4 sufficient revenue to sustain renewal and replacement reserves and account for debt service $2 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. 2014-15 2015-16 2016-17 Budget 2017-18 Budget 2018-19 FY 2018-19 will include the implementation of Year 5 of the rate study. The new rate study will be conducted during the year and completed for implementation in FY 2019-20. Garbage fees account for $3.8M in revenues. Recreation and other fees – recreation programs, park rentals, senior activities, the library, City of Fort Walton Beach, FL 39 Revenues museums, golf, and cemetery sales – generate $2.6M in revenues. Stormwater user fees comprise $1.0M in revenues at a residential-equivalent unit of $4.75 per month. Ad Valorem (Property) Taxes – Citywide, the 2018 gross taxable property value for operating purposes is $1.356 billion, an increase of $78 million, or 6.13%, from the 2017 final gross taxable property value of $1.278 billion. Ad valorem taxes levied by the City comprise $7.4M, or 17.8%, of total revenues. Property taxes primarily fund General Fund operations ($6.3M, or 28.3%, of General Fund revenues). However, property taxes paid by certain residents and businesses located in areas targeted for specific improvements to eliminate blight and improve infrastructure are allocated to the Community Redevelopment Agency (CRA) Fund. Property tax revenues are allocated to the CRA Fund ($1.1M, or 60.2%, of CRA revenues) based on the growth in assessed value from the base year (i.e. year of CRA designation). Funding from County property taxes comprises $720K, or 38.0%, of CRA Fund revenues. 1,600 8 1,400 7 Ad Valorem Taxes (millions) 1,200 6 Taxable Value (millions) 1,000 5 800 4 600 3 400 2 200 1 - - 2008-09 2009-10 2010-11 2011-12 2012-13 2013-14 2014-15 2015-16 2016-17 2017-18 2018-19 General Fund CRA Fund Tax Revenue Millage As the chart above depicts, the City maintained the millage rate during FY 2008-09 and FY 2009- 10 and reduced personnel and expenses in response to the lower tax revenues as property values began to fall. The millage rate was increased in FY 2010-11 in order to maintain revenues as property values continued to fall. Further staffing and operational cuts were made in FY 2011-12 and FY 2012-13 in order to maintain the millage rate. In FY 2013-14, the City simply did not have room to “do more with less”, and raised the millage rate to 5.7697 mills, where the millage remains today. The proposed budget is predicated on maintaining a millage rate of 5.7697 mills, which generates $376K more in property tax revenue than the prior year due to increases in property values. One mill equals $1 per $1,000 of taxable property value. City of Fort Walton Beach, FL 40 Revenues Franchise Fees & Utility Taxes – The City’s franchise fee agreements provide a 6% rate on gross electric and gas sales of utility companies serving Fort Walton Beach. A $1.84 per ton sanitation host fee on garbage collected outside the City limits and brought to the transfer station is also collected per contract. Franchise fees comprise $2.3M, or 5.6%, of revenues and have increased $3.0 2.9% from FY 2017-18 to FY 2018-19. $2.5 Utility taxes are contractually levied against electric, gas, and water revenues of local utility $2.0 companies at the rate of 10%. Over the past five years revenues have steadily increased. This year, Millions $1.5 these revenues are anticipated to increase 7.6%. $1.0 A large portion of electric and natural gas utility $0.5 bills is exempt since the tax on the fuel charge component is based on 1973 fuel prices (and $0.0 Franchise Fees Utility Taxes therefore immaterial to a great extent). Utility 2014-15 2015-16 2016-17 Budget Budget taxes are anticipated to generate $3.2M, or 7.6%, 2017-18 2018-19 of total revenues. Communication Services Tax – This tax was created in FY 2001-02 as a flat tax rate for all communication services. The Department of Revenue collects the tax from vendors and remits the appropriate amounts to local jurisdictions. The Office of Economic and Demographic Research (EDR) provides revenue estimates for cities and counties. Based on information from EDR, $1.2M is budgeted, which is a 0.1% increase from FY 2017-18. This revenue stream has been declining as more consumers eliminate land lines and service providers bundle taxable services with non-taxable services, thereby eliminating payment of the tax. However, all estimates show it leveling off. Half-Cent Sales Tax – This state-shared revenue $2.00 distribution, anticipated to generate $1.75 approximately $2.1M, or 4.9%, of total revenues, $1.50 is derived from net 6% state sales tax revenue and $1.25 Millions is the largest source of revenue sharing for local $1.00 governments. The revenue estimate, also $0.75 published by the Office of Economic and $0.50 Demographic Research (EDR), which has $0.25 rebounded as the economy has improved, is $0.00 estimated to decline slightly by 4.1%. Communication Services Tax Half-Cent Sales Municipal Revenue Local Option Fuel Tax Sharing Tax Municipal Revenue Sharing – This is funded by 2014-15 2015-16 2015-162 Budget 2017-18 Budget 2018-19 1.3409% of sales and use tax collections, 12.5% of state alternative fuel user decal collections, and the net collections from the one-cent municipal fuel tax. This revenue estimate is published by the Office of Economic and Demographic Research (EDR), and is budgeted at $874K, or 2.1%, of total revenues. EDR anticipates this revenue source to remain relatively stable. Local Option Fuel Tax – These proceeds are allocated via a ten-year interlocal agreement between the county and municipalities based on transportation expenditures. Counties are authorized to levy up to 12 cents of local option fuel taxes in the form of three separate levies. The first is 1 cent; the City does not receive a portion of this. The second is 1 to 6 cents; the County levies the full 6 cents and the City receives 9.7956%. The third is 1 to 5 cents, of which the County currently levies 3 cents. The City’s local option fuel tax proceeds for FY 2018-19 are budgeted at City of Fort Walton Beach, FL 41 Revenues $596K and $311K, respectfully. This revenue source is anticipated to increase on an average by 12.8%. Interfund Transfers – Interfund transfers represent $1.9M, or 4.5%, of total revenues. The Debt Service Fund receives $1.0M from the General Fund for principal and interest payments. The Beal Memorial Cemetery Fund receives $40K 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 $643K from the Utilities Fund and $58K from the Stormwater Fund (6% of water & sewer and stormwater fees) as a franchise/right-of-way access fee and $146K from the Sanitation Fund to compensate for additional roadway wear & tear caused by heavy sanitation trucks. City of Fort Walton Beach, FL 42  Expenditures FY 2018-19 Budgeted Expenditures $41,714,146 Capital Outlay/ Debt Service, Contingencies, $391,497 , Improvement, $3,691,594 , 8.8% 0.9% $1,745,752 , 4.2% Reserves, $1,797,147 , Culture & Recreation, 4.3% $4,945,559 , 11.9% Interfund Transfers, $886,296 , 2.1% Economic Environment, $909,723 , 2.2% General Government, Transportation, $3,516,533 , 8.4% $974,711 , 2.3% Physical Environment, Public Safety, $12,059,508 , 28.9% $10,795,829 , 25.9% Physical Environment – This category comprises $12.1M, or 28.9% of total expenses and $12 includes cemetery operations and the following enterprise activities: water, sewer, stormwater, $10 recycling, and garbage. These operations are $8 self-sustaining since cemetery revenues exceed expenses and enterprise activities are funded by Millions $6 user fees rather than general revenues such as $4 property taxes. $2 Public Safety – This category includes police, $0 fire, code enforcement, and building inspection Cemetery Water & Sewer Garbage Stormwater services and totals $10.8M, or 25.9%, of total 2014-15 2015-16 2016-17 Budget 2017-18 Budget 2018-19 expenses. The increase in FY 2017-18 is attributable to the defined benefit pension contribution increases caused by State changes in $6.10 mortality assumptions, which has levelled out in $5.35 FY 2018-19. $4.60 $3.85 Recreation & Cultural Services – This category equals $4.9M, or 11.9%, of total expenses and Millions $3.10 $2.35 includes parks & recreation programs and $1.60 facilities, senior activities, library, museums, and $0.85 golf courses. A portion of these leisure service $0.10 -$0.65 Police Fire Code Enf Bldg Insp expenses are offset by revenues such as facility and park rentals, youth and adult athletic fees, 2014-15 2015-16 2016-17 Budget Budget recreation center memberships, and museum 2017-18 2018-19 City of Fort Walton Beach, FL 43 Expenditures entrance fees. This category is relatively flat when compared to FY 2017-18. After opening a new recreation complex in May 2015, the department is settling in at the new facility, as it brings multiple tournaments to the City. General Government – This category is $3.5M, or 8.4%, of total expenses and includes the following units of City government funded from ad valorem tax proceeds that provide support services to other departments and information to $5.0 the public: City Council, City Manager, City $4.5 Clerk, information technology, human resources, $4.0 $3.5 risk management, accounting, budgeting, $3.0 Millions purchasing, planning, fleet, and facilities. $2.5 $2.0 Debt Service – This category totals $3.7M, or $1.5 8.8%, of total expenses and includes principal and $1.0 interest payments for the City’s equipment and $0.5 facilities funded via capital lease/purchase, $0.0 General Gov't revenue notes, or other debt financing. Overall, 2014-15 2015-16 2016-17 Budget Budget debt expense remains flat, although the City will 2017-18 2018-19 be issuing new debt during the FY 2018-19 budget period. It is not anticipated that the debt service payments for this issuance will become due prior to September 30th. Capital Outlay/Improvement – This category $1.8 comprises $1.7M, or 4.2%, of total expenses. $1.6 Capital outlay includes the purchase of $1.4 computers, vehicles, equipment, and other assets $1.2 Millions with a value greater than $1,000 and a useful life $1.0 $0.8 of more than one year. Capital improvement $0.6 includes the acquisition, construction, $0.4 replacement, or renovation of facilities and $0.2 infrastructure with a value greater than $25,000 $0.0 and a useful life of ten years or more (e.g. Capital Outlay Capital Improvement buildings, parks, streets, and water and sewer 2014-15 2015-16 2016-17 Budget Budget 2017-18 2018-19 lines). IT funding of $75K includes various laptops and desktops replacements. Vehicle replacements in the amount of $1.2M includes 4 police patrol vehicles, 8 trucks, 1 knuckleboom loader, and 1 sewer collections vehicle. The following capital improvement projects are budgeted at a total cost of $292K: water line replacement, stormwater drain improvements, and street resurfacing/restriping. Various other improvements are detailed in the Executive Summary of this document. Interfund Transfers – Interfund transfers represent $886K, or 2.1%, of total expenses. Transfers to the General Fund total $847K 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 44 Expenditures Economic Environment – This category totals $2.0 $910K, or 2.2%, of total expenses and includes $1.8 the Community Development Block Grant $1.6 $1.4 (CDBG) program for low-moderate income $1.2 families and the Community Redevelopment Millions $1.0 Agency (CRA) to revitalize blighted areas. $0.8 CDBG funding comes from the U.S. Department $0.6 of Housing and Urban Development. CRA $0.4 $0.2 activities are funded from a portion of City and $0.0 County tax dollars. Ad valorem revenues are CDBG CRA anticipated to increase and the additional funding 2014-15 2015-16 2016-17 Budget Budget 2017-18 2018-19 will be utilized for various Capital Improvement Projects. The timing of capital projects accounts for the annual fluctuations in prior years. Transportation – This category represents $0.9 $975K, or 2.3%, of total expenses and includes $0.8 streets, right-of-way, and engineering. Roadway- $0.7 related expenses are funded in large part by local $0.6 Millions $0.5 option fuel tax proceeds (two total, one of which $0.4 was new as of Jan 2014) and reimbursements from $0.3 the Florida Department of Transportation. $0.2 Reserves – Reserve funds are budgeted if $0.1 anticipated revenues exceed budgeted expenses or $0.0 Streets Right-of-Way Engineering for the specific purpose of rebuilding fund balance 2014-15 2015-16 2016-17 Budget Budget (governmental funds) or net assets (enterprise 2017-18 2018-19 funds). Reserves totaling $1.8M, or 4.3%, of expenses are budgeted in the General, Florida Building Code, CRA, Utilities, Sanitation, Stormwater, and Beal Memorial Cemetery funds. The City is planning to utilize CRA fund balance to complete improvements at the Landing Park, in conjunction with grant funding. As it is unknown when the grant funding will be received, a budget amendment will be prepared if needed during the fiscal year. In addition, repairs and items of an improvement nature in the Funds effected by the Facilities Complex consolidation can be found in this line item. Contingencies – Contingency funds total $391K, 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 45  CITY OF FORT WALTON BEACH, FL Total Expenditures by Category - All Funds Personal Operating Capital Capital Debt Cost Interfund Replenish 2018-19 2017-18 Budget Change Services Expenses Outlay Improv. Service Allocation Transfer Reserves Budget Budget $ % City Council 198,561 271,287 - - 186 - - - 470,034 392,080 77,954 19.88% City Manager 405,996 24,745 - - 557 - - - 431,298 414,269 17,029 4.11% Information Technology 339,637 170,356 - - 742 - - - 510,735 506,941 3,794 0.75% Human Resources 281,012 73,763 - - 557 - - - 355,331 360,533 (5,202) -1.44% Risk Management - 569,764 - - - - - - 569,764 583,419 (13,655) -2.34% City Clerk 182,765 73,376 - - 557 - - - 256,698 251,374 5,324 2.12% Finance 568,962 163,139 - - 1,114 - - - 733,215 746,755 (13,540) -1.81% Purchasing 170,315 10,452 - - 557 - - - 181,324 211,103 (29,779) -14.11% Police 5,068,526 571,101 176,000 - 149,331 - - - 5,964,958 5,982,800 (17,842) -0.30% Fire 4,308,808 272,100 31,100 - 246,431 - - - 4,858,439 4,913,525 (55,086) -1.12% Recreation 780,854 449,993 90,000 - 335,626 - - - 1,656,474 1,488,349 168,125 11.30% Parks 661,750 242,715 - - 214,391 - - - 1,118,856 1,160,592 (41,736) -3.60% Right-of-Way 45,168 98,054 - - - - - - 143,222 205,819 (62,597) -30.41% Golf Club 493,897 367,191 - - 1,671 - - - 862,759 735,573 127,186 17.29% Golf Grounds 745,964 383,390 - - 3,240 - - - 1,132,594 1,337,731 (205,137) -15.33% Library 430,484 120,287 35,000 - 20,718 - - - 606,489 551,564 54,925 9.96% Museum 218,117 50,916 - - - - - - 269,033 318,413 (49,380) -15.51% Cemetery 209,721 174,397 8,000 - - - 38,922 - 431,040 406,822 24,218 5.95% Engineering Services 165,536 30,142 - - 742 - - - 196,420 231,485 (35,065) -15.15% Planning & Zoning 218,452 28,998 - - 371 - - - 247,822 234,878 12,944 5.51% Code Enforcement 179,649 11,249 - - 371 - - - 191,269 191,585 (316) -0.16% Fleet 491,718 63,964 - - 742 - - - 556,424 558,224 (1,800) -0.32% Facilities 390,235 584,714 - - 62,641 - - - 1,037,590 1,064,788 (27,198) -2.55% Streets 240,559 395,251 - 100,000 - - - - 735,810 817,114 (81,304) -9.95% Non-Departmental-001 75,000 329,080 228,845 - 2,042 (1,941,797) - - (1,306,830) (1,373,877) 67,047 -4.88% General Fund 16,871,688 5,530,424 568,945 100,000 1,042,586 (1,941,797) 38,922 - 22,210,768 22,291,857 (81,090) -0.36% Law Enf. Trust Fund - 7,309 - - - - - - 7,309 7,309 - 0.00% Law Enf. Training Fun - 4,097 - - - - - - 4,097 7,197 (3,100) -43.07% FBC Fund 271,590 59,398 22,617 - - 45,999 - - 399,603 368,811 30,792 8.35% CDBG Fund 24,852 16,587 - 96,674 - - - - 138,113 119,807 18,306 15.28% Police-CRA - - - - - - - - - 357,543 (357,543) 100.00% CRA 366,995 326,954 - - - 174,335 - 1,024,881 1,893,165 1,381,426 511,739 37.04% CRA Fund 366,995 326,954 - - - 174,335 - 1,024,881 1,893,165 1,738,969 154,196 8.87% Debt Service Fund - - - - 1,041,741 - - - 1,041,741 1,042,894 (1,153) -0.11% Customer Service 237,642 222,565 - - - - - - 460,207 459,832 375 0.08% Utility Services 483,223 43,584 - - - - - - 526,807 521,970 4,837 0.93% GIS 191,665 66,053 22,745 - - - - - 280,463 256,857 23,606 100.00% Water Operations 450,318 537,288 55,364 - 116,913 - - - 1,159,883 1,604,994 (445,111) -27.73% Water Distribution 315,367 81,356 106,555 42,000 180,315 - - - 725,594 620,803 104,791 16.88% Sewer Collect&Treatmt 795,536 3,036,696 410,963 - 1,310,039 - - - 5,553,234 5,793,128 (239,894) -4.14% Non-Departmental-401 10,000 112,160 2,465 - - 1,130,539 642,721 516,926 2,414,811 1,881,435 533,376 28.35% Utilities Fund 2,483,751 4,099,702 598,092 42,000 1,607,267 1,130,539 642,721 516,926 11,120,999 11,139,019 (18,020) -0.16% Solid Waste 1,117,099 1,746,421 130,000 - - - - - 2,993,520 3,088,523 (95,003) -3.08% Recycling 72,014 69,357 - - - - - - 141,371 140,524 847 0.60% Non-Departmental-403 1,500 38,736 - - - 397,564 146,401 74,556 658,758 575,371 83,387 14.49% Sanitation Fund 1,190,614 1,854,514 130,000 - - 397,564 146,401 74,556 3,793,649 3,804,419 (10,770) -0.28% Stormwater 323,441 163,077 37,424 150,000 - - - - 673,942 661,925 12,017 1.82% Non-Departmental-405 500 10,518 - - - 168,507 58,251 127,562 365,338 313,942 51,396 16.37% Stormwater Fund 323,941 173,595 37,424 150,000 - 168,507 58,251 127,562 1,039,280 975,867 63,413 6.50% Beal Memorial Fund - 12,200 - - - - - 53,222 65,422 75,554 (10,132) -13.41% TOTAL ALL FUNDS 21,533,429 12,084,781 1,357,078 388,674 3,691,594 (24,852) 886,295 1,797,147 41,714,146 41,571,702 142,444 0.34% 46  CITY OF FORT WALTON BEACH, FL Personal Services Trends - All Funds Personal Services by Fund $20 $16 $12 Millions $8 $4 $0 Actual Actual Actual Budget Budget 2014-15 2015-16 2016-17 2017-18 2018-19 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 $ % 2014-15 2015-16 2016-17 2017-18 2018-19 Variance Variance General Fund 13,249,455 13,548,762 13,992,146 16,702,585 16,871,688 169,103 1.01% Law Enf. Trust Fund - - - - - - 0.00% Law Enf. Training Fund - - - - - - 0.00% FL Bldg Code Fund 235,073 213,551 230,067 265,105 271,590 6,484 0.00% CDBG Fund - 8,180 14,121 21,191 24,852 3,661 17.28% CRA Fund 91,338 490,959 441,202 357,543 366,995 9,452 2.64% Utilities Fund 1,939,323 1,902,177 2,291,470 2,498,700 2,483,751 (14,949) -0.60% Sanitation Fund 963,675 971,424 1,206,972 1,208,900 1,190,614 (18,286) -1.51% Stormwater Fund 237,294 251,922 281,006 320,538 323,941 3,403 1.06% Personal Services 16,716,158 17,386,973 18,456,984 21,374,563 21,533,431 158,868 0.74% Personal Services by Category $20 $16 $12 Millions $8 $4 $0 Actual Actual Actual Budget Budget 2014-15 2015-16 2016-17 2017-18 2018-19 Salaries Social Security Medicare Retirement Health/Dental/Life Ins. Workers Comp. Unemployment Comp. Actual Actual Actual Budget Budget % 2014-15 2015-16 2016-17 2017-18 2018-19 $ Variance Variance Salaries 11,215,747 11,716,831 11,866,601 13,368,357 13,559,443 191,086 1.43% Social Security 639,561 680,741 686,655 728,634 733,117 4,483 0.62% Medicare 149,722 159,431 160,755 170,476 171,453 977 0.57% Retirement 2,695,910 2,927,337 3,595,064 4,553,452 4,225,120 (328,333) -7.21% Health/Dental/Life Ins. 1,585,668 1,612,085 1,757,194 2,203,041 2,422,399 219,358 9.96% Workers Comp. 424,764 290,001 386,235 325,602 396,899 71,297 21.90% Unemployment Comp. 4,786 547 4,479 25,000 25,000 - 0.00% Personal Services 16,716,158 17,386,973 18,456,984 21,374,563 21,533,431 158,868 0.74% 47  CITY OF FORT WALTON BEACH, FL Personal Services by Category - All Funds Service Incentive/ Gross Overtime Total Wages Awards Merit Pay Add Pays Wages & Holiday Wages City Council 41,243 - - - 41,243 - 41,243 City Manager 244,147 - - - 244,147 - 244,147 Information Technology 224,300 - - - 224,300 100 224,400 Human Resources 219,984 - - - 219,984 150 220,134 City Clerk 125,376 270 - - 125,646 25 125,671 Finance 346,764 - - - 346,764 400 347,164 Purchasing 125,594 - - - 125,594 100 125,694 Police 2,817,186 432 113,513 5,400 2,936,530 245,635 3,182,165 Fire 2,131,919 648 41,858 - 2,174,426 309,203 2,483,629 Recreation 527,163 - - 527,163 - 527,163 Parks 398,245 432 - - 398,677 4,000 402,677 Right-of-Way 37,208 - - - 37,208 20 37,228 Golf Club 387,936 - - - 387,936 100 388,036 Golf Grounds 492,946 - - - 492,946 3,765 496,711 Library 309,419 162 - - 309,581 200 309,781 Museum 151,406 54 - - 151,460 20 151,480 Cemetery 106,013 - - - 106,013 600 106,613 Engineering Services 122,515 108 - - 122,623 - 122,623 Planning & Zoning 162,883 54 - - 162,937 150 163,087 Code Enforcement 98,705 - - - 98,705 150 98,855 Fleet 314,644 162 - - 314,806 1,500 316,306 Facilities 234,482 - - - 234,482 3,000 237,482 Streets 152,190 - - - 152,190 1,000 153,190 Non-Departmental 50,000 - - - 50,000 - 50,000 General Fund 9,822,270 2,322 155,371 5,400 9,985,363 570,118 10,555,481 FL Bldg Code Fund 189,337 216 - - 189,553 1,000 190,553 CDBG Fund 24,852 - - - 24,852 - 24,852 Police-CRA - - - - - - - CRA 194,090 - 12,519 - 206,609 17,627 224,236 CRA Fund 194,090 - 12,519 - 206,609 17,627 224,236 Customer Service 173,347 - - - 173,347 500 173,847 Utility Services 217,957 83,835 - - 301,792 - 301,792 GIS 132,424 - - - 132,424 - 132,424 Water Operations 283,307 - - - 283,307 14,350 297,657 Water Distribution 163,788 108 - - 163,896 22,800 186,696 Sewer Collect & Treatmt 475,055 - - - 475,055 32,000 507,055 Non-Departmental 10,000 - - - 10,000 - 10,000 Utilities Fund 1,455,879 83,943 - - 1,539,821 69,650 1,609,471 Solid Waste 677,848 216 - - 678,064 29,600 707,664 Recycling 35,923 - - 35,923 1,590 37,513 Non-Departmental 1,500 - - - 1,500 - 1,500 Sanitation Fund 715,271 216 - - 715,487 31,190 746,677 Stormwater 206,673 - - - 206,673 1,000 207,673 Non-Departmental 500 - - - 500 - 500 Stormwater Fund 207,173 - - - 207,173 1,000 208,173 TOTAL ALL FUNDS 12,608,871 86,697 167,890 5,400 12,868,858 690,585 13,559,443 48  Social Pension Retirement Health, Dental Work Unempl. Total FY 2018-19 Security Medicare Defined Benefit Defined Contrib & Life Ins. Comp Comp Benefits TOTAL 2,557 598 - - 154,090 73 - 157,318 198,561 15,395 3,600 112,507 9,589 20,268 490 - 161,849 405,996 10,665 2,494 35,464 7,382 58,840 391 - 115,237 339,637 13,109 3,066 - 12,303 31,982 418 - 60,877 281,012 7,348 1,719 22,788 5,288 19,713 238 - 57,094 182,765 18,859 4,410 106,711 10,137 81,021 659 - 221,798 568,962 7,616 1,781 19,574 7,844 7,568 239 - 44,621 170,315 169,388 39,614 1,056,821 26,371 518,064 76,103 - 1,886,360 5,068,526 123,565 28,898 1,240,779 - 335,060 96,877 - 1,825,179 4,308,808 29,960 7,007 97,485 18,117 82,129 18,993 - 253,690 780,854 22,545 5,272 99,296 11,272 104,141 16,546 - 259,073 661,750 2,307 539 - 1,860 49 3,185 - 7,941 45,168 23,606 5,522 58,655 - 10,893 7,186 - 105,861 493,897 29,175 6,823 72,463 19,851 111,215 9,726 - 249,253 745,964 18,742 4,383 80,345 2,865 13,330 1,039 - 120,704 430,484 9,239 2,161 37,568 4,101 13,281 288 - 66,638 218,117 5,686 1,330 56,611 - 32,664 6,816 - 103,108 209,721 7,048 1,648 - 7,923 26,060 233 - 42,913 165,536 9,434 2,207 - 9,660 33,759 305 - 55,366 218,452 5,725 1,339 52,708 - 19,137 1,885 - 80,794 179,649 17,275 4,040 59,366 10,791 75,832 8,109 - 175,413 491,718 13,348 3,122 73,807 5,580 44,590 12,306 - 152,753 390,235 9,246 2,162 21,758 4,929 38,193 11,081 - 87,369 240,559 - - - - - - 25,000 25,000 75,000 571,837 133,735 3,304,706 175,862 1,831,880 273,187 25,000 6,316,207 16,871,688 10,614 2,482 27,869 9,599 26,391 4,082 - 81,037 271,590 - - - - - - - - 24,852 - - - - - - - - - 11,914 2,786 71,259 - 49,650 7,150 - 142,759 366,995 11,914 2,786 71,259 - 49,650 7,150 - 142,759 366,995 9,611 2,248 15,068 7,467 29,073 330 - 63,796 237,642 17,346 4,056 72,902 11,336 70,332 5,458 - 181,431 483,223 7,846 1,835 30,977 4,651 13,041 892 - 59,241 191,665 15,947 3,729 57,832 7,990 55,377 11,786 - 152,661 450,318 9,567 2,237 58,459 2,716 42,067 13,625 - 128,671 315,367 27,269 6,377 123,761 9,131 105,977 15,965 - 288,481 795,536 - - - - - - - - 10,000 87,585 20,483 358,998 43,291 315,867 48,056 - 874,280 2,483,751 37,525 8,776 144,628 21,582 152,333 44,591 - 409,435 1,117,099 1,851 433 19,183 - 10,484 2,551 - 34,502 72,014 - - - - - - - - 1,500 39,376 9,209 163,810 21,582 162,817 47,142 - 443,937 1,190,614 11,791 2,758 43,104 5,039 35,794 17,282 - 115,768 323,441 - - - - - - - - 500 11,791 2,758 43,104 5,039 35,794 17,282 - 115,768 323,941 733,117 171,453 3,969,746 255,374 2,422,399 396,899 25,000 7,973,987 21,533,431 state contribution police 181,576 state contribution fire 204,568 21,147,287 49  CITY OF FORT WALTON BEACH, FL Full Time Equivalent (FTE) Position Summary Actual Budget Mid Year Budget Department 2014-15 2015-16 2016-17 2017-18 Changes 2018-19 City Manager 4.00 5.00 3.00 3.00 0.00 3.00 Human Resources 3.00 3.60 5.60 8.70 0.00 8.70 City Clerk 2.50 2.50 2.50 2.40 0.00 2.40 Financial Services 14.25 15.50 14.50 14.50 0.00 14.50 Police Services 55.66 61.90 66.90 70.90 0.92 (a) 71.82 Fire Services 38.00 37.00 37.00 37.00 0.00 37.00 Recreation Services 68.84 71.53 70.08 68.03 2.70 (b) 70.73 Utility Services 0.00 0.00 0.00 41.00 0.00 41.00 Public Works 98.00 95.00 96.00 54.00 (2.00) (c) 52.00 Total Funded FTE's 284.25 292.03 295.58 299.53 1.62 301.15 Frozen/Unfunded FTE's Total Authorized FTE's 284.25 292.03 295.58 299.53 1.62 301.15 2017-18 Mid-Year Changes (a) Increase hours for PT Communication Officer (b) Increase Administrative Coordinator FTE Golf Course; Reduce hours for PT Museum Assistant; Increase hours for PT Recreatioin Attendant; Increase hours for PT Recreation Specialist; Increase hours for PT Service Worker I (c) Eliminate Custodian position 2018-19 Budget Changes (c) Eliminate Laboratory Supervisor position Full Time Equivalent (FTE) Positions 300 290 280 270 260 250 Actual Actual Actual Budget Budget 2014-15 2015-16 2016-17 2017-18 2018-19 50  Citizens of Fort Walton Beach City Council City Clerk City Manager City Attorney 2.40 FTE 3.00 FTE 0400 0200 Financial Fire Services Human Resources Police Services Recreation Services Utility Services Public Works Services 37.00 FTE 8.70 FTE 71.82 FTE 70.73 FTE 46 FTE 47 FTE 14.50 FTE 1300 1200 0500 & 0520 & 0530 0900 0300 & 0320 0800 1000 & 1010 Utility Administration Building Inspections Accounting Advanced Life Human Resources Uniform Patrol Athletics – Adult & & Permitting Support Youth GIS/CAD Auditing Insurance & Risk K-9 Patrol Code Enforcement Fire Suppression Management Recreation Centers Sewer Collections Budgeting Criminal and Programming CDBG Fire Prevention IT Investigations Stormwater Purchasing Grounds Fleet & Facilities Fire Inspection Community Policing/ Maintenance: Parks, Streets Debt Service & CRA Sanitation Management Hazardous Materials Right-Of-Way and Water Distribution Response Crime Prevention Cemetery Planning Treasury Water Operations Fire Education Communications Library CRA Utility Billing Records Museum Contingencies & Transfers Support Services Golf Club Operations School Crossing Guards Reserve Officers 51  CITY OF FORT WALTON BEACH, FL Authorized Full-Time Equivalents BUDGET SUPPORT STAFF BUDGET SUPPORT STAFF BUDGET SENIOR MANAGEMENT 2018-19 (TECHNICAL & SERVICE DELIVERY) 2018-19 (TECHNICAL & SERVICE DELIVERY) 2018-19 City Clerk (Charter Officer) 1.00 Accounting Coordinator 1.00 Public Information Officer 1.00 City Manager (Charter Officer) 1.00 Accounting Specialist 1.00 Purchasing Agent 1.00 Finance Director 1.00 Accounting Technician 2.50 Records Clerk 1.00 Fire Chief 1.00 Accreditation Specialist 1.00 Records Clerk II 1.00 Human Resources Director 1.00 Administrative Coordinator 9.65 Recreation Attendant 0.30 Police Chief 1.00 Adult Services Librarian 1.00 Recreation Specialist 2.40 Public Works Director 1.00 Athletic Coordinator 2.00 Reserve Police Officer 0.72 Recreation Services Director 1.00 Building Inspector 1.00 Sanitation Operator 8.00 Utility Services Director 1.00 Chemical Specialist 1.00 School Crossing Guard 0.92 FTE TOTAL 9.00 Childrens Services Librarian 1.00 Senior Accounting Technician 1.00 % of Total Staff 3% Code Enforcement Inspector 1.00 Senior Code Enforcement Inspector 1.00 Combination Plans Examiner 1.00 Senior Sanitation Operator 8.00 BUDGET Communications Officer 8.60 Senior Traffic Technician 1.00 MID-LEVEL MANAGEMENT 2018-19 Crime Analyst 1.00 Service Worker I 18.75 Battalion Chief 3.00 Crime Scene Investigator 1.00 Service Worker II 15.00 Budget & Grants Analyst 1.00 Crime Scene Technician 0.70 Service Worker III 1.00 Building Code Official 1.00 Custodian 3.38 Sewer Collections System Tech 3.00 Cemetery Supervisor 1.00 Driver Engineer 9.00 Sewer Equipment Operator 1.00 City Engineer 1.00 Equipment Mechanic 3.00 Small Engine Mechanic 1.00 Communications Supervisor 1.00 Executive Assistant 1.00 Staff Assistant 1.10 Comptroller 1.00 Firefighter 15.00 Street Sweeper Operator 1.00 Development Services Manager 1.00 GIS/CAD Analyst 2.00 Survey Chief 1.00 Fire Captain 7.00 Golf Course Attendant 10.81 Survey Specialist 1.00 Fire Marshal 1.00 Heavy Equipment Mechanic 2.00 Traffic Technician 1.00 Fleet Shop Foreman 1.00 Heavy Equipment Operator 4.00 Utilities Billing Specialist 2.00 Fleet Supervisor 1.00 Human Resources Generalist 2.00 Utilities Inspector 1.00 Foreman 5.00 Information Technology Analyst 2.00 Wastewater Pretreatment Coordinator 1.00 GIS CAD Supervisor 1.00 Lead Purchasing Agent 1.00 Water Treatment Operator 3.00 Golf Course Maintenance Manager 1.00 Library Assistant 5.22 Water Treatment Operator Assistant 1.00 Golf Course Operations Manager 1.00 Lift Station Mechanic 1.00 Welder 1.00 Golf Course Operations Supervisor 1.00 Lube Technician 1.00 FTE TOTAL 232.65 Grounds Maintenance Supervisor 1.00 Maintenance Technician 3.00 % of Total Staff 77% Human Resources Supervisor 1.00 Meter Reader 2.00 Information Technology Manager 1.00 Lead Water Treatment Operator 1.00 Laboratory Supervisor - Museum Assistant 0.60 Lead Equipment Mechanic 1.00 Museum Operations Coordinator 1.00 Library Manager 1.00 Museum Program Coordinator 1.00 Maintenance Supervisor 1.00 Network Administrator 1.00 Museum Manager 1.00 Permit Specialist 1.00 Planner II 1.00 Planner I 1.00 Police Captain 2.00 Planning Specialist 1.00 Police Lieutenant 1.00 Police Corporal 6.00 FULL TIME EQUIVALENT TOTAL 301.15 Police Sergeant 6.00 Police Officer 35.00 Records Supervisor 1.00 Purchasing Coordinator 1.00 Recreation Coordinator 1.00 Recreation Program Supervisor Recreation Supervisor 1.00 2.50 Full-Time Equivalent Staffing by Type Sanitation Foreman 1.00 Sanitation Supervisor 1.00 Sewer Collection Supervisor 1.00 Stormwater & Streets Supervisor 1.00 MID-LEVEL Utilities Billing Supervisor 1.00 MANAGEMENT Utilities Supervisor 1.00 20% SUPPORT STAFF Water Distribution Foreman 1.00 Water Operations Supervisor 1.00 77% FTE TOTAL 59.50 % of Total Staff 20% SENIOR MANAGEMENT 3% SENIOR MANAGEMENT MID-LEVEL MANAGEMENT SUPPORT STAFF 52  General Fund The General Fund encompasses 53.2% of the City’s activities and services and accounts for all financial resources not accounted for in other funds. Services such as police and fire protection, code enforcement, recreation, grounds maintenance, streets, along with internal support functions such as human resources, finance, purchasing, information technology, and fleet and facility maintenance are funded here. Revenue Highlights $20 Budget. 2018-19. …… $ Change % Change $15 Ad Valorem Taxes 6,293,118 366,837 6.2% Other Taxes 5,867,428 272,025 4.9% Millions $10 Licenses & Permits 2,359,976 31,686 1.4% Intergov’t Revenue 3,171,713 (199,294) (5.9)% Charges for Services 2,629,674 141,137 5.7% $5 Interest & Other 709,321 (55,649) (7.3)% Interfund Transfers In 847,373 (58,059) (6.4)% $0 Actual Actual Actual Budget Budget Use of Reserves 332,165 (579,770) (63.6)% 2014-15 2015-16 2016-17 2017-18 2018-19 $22,210,7680 $(81,087) (0.4)% Ad Valorem Taxes Other Taxes Licenses & Permits Intergov't Revenue Charges for Services Interest & Other Interfund Transfers Appropriations • The budget is predicated on maintaining the millage (Ad Valorem) rate at 5.7697 mills. One mill equals $1 per $1,000 of taxable property value. Expenditure Highlights Budget. $20 2018-19. …… $ Change % Change Personal Services 16,871,688 169,104 1.0% $15 Operations & Maintenance 3,588,627 175,723 5.1% Millions Capital Outlay/Imprvmt 668,945 (443,480) (39.9)% $10 Debt Service 1,042,586 2,848 0.3% Interfund Transfers Out 38,922 14,718 60.8% $5 Replenish Reserves 0 0 0.0% $0 $22,210,768 $(81,087) (0.4)% Actual Actual Budget Budget Budget 2014-15 2015-16 2016-17 2017-18 2018-19 Personal Services Operations & Maintenance Capital Outlay/Imprvmt Debt Service Interfund Transfers • The personal services increase is attributable to Year 5 implementation of the Pay & Classification Study and an overall increase in pension and insurance benefits. • Operating expenses increased due to increasing cost of utilities, as well as maintaining sustainable operations. 53  001 GENERAL FUND - REVENUES Actual Budget 2017-18 2018-19 % 2014-15 2015-16 2016-17 Adopted Adopted Change 5,428,362 5,585,021 5,779,257 5,926,281 0500-311-1000 Ad Valorem Taxes 6,293,118 6.19% $ 5,428,362 $ 5,585,021 $ 5,779,257 $ 5,926,281 Total Ad Valorem Taxes $ 6,293,118 6.19% 549,257 567,081 569,363 570,825 0500-312-4100 Local Option Fuel Tax 596,456 4.49% 250,047 257,378 256,935 256,917 0500-312-4200 Local Option Fuel Tax - 2nd 310,959 21.03% 175,025 181,303 190,399 175,703 0800-312-5200 Insurance Premium Tax - Police Pension 181,576 3.34% 205,007 201,904 204,568 205,007 0900-312-5100 Insurance Premium Tax - Fire Pension 204,568 -0.21% $ 1,179,336 $ 1,207,666 $ 1,221,264 $ 1,208,452 Total Other Taxes $ 1,293,559 7.04% 2,215,717 2,217,751 2,266,788 2,369,849 0500-314-1000 Electric 2,549,995 7.60% 269,268 295,413 307,533 309,687 0500-314-3000 Water 337,471 8.97% 235,665 213,377 211,915 253,051 0500-314-4000 Gas 266,625 5.36% 10,046 8,703 8,909 9,212 0500-314-8000 Propane 10,595 15.01% $ 2,730,697 $ 2,735,244 $ 2,795,145 $ 2,941,799 Total Utility Taxes $ 3,164,686 7.58% 1,305,313 1,196,695 1,167,714 1,211,984 0500-315-1000 Communications Services Tax 1,210,512 -0.12% $ 1,305,313 $ 1,196,695 $ 1,167,714 $ 1,211,984 Total Communications Services Tax $ 1,210,512 -0.12% 170,004 162,948 188,612 230,375 0500-316-1000 Business Tax Receipts 196,161 -14.85% 3,097 3,218 3,541 2,773 0500-316-1010 Penalties - Business Tax Receipts 2,500 -9.84% - - 66 20 0500-316-1020 Transfer Fees 10 -50.00% $ 173,100 $ 166,166 $ 192,219 $ 233,168 Total Business Tax Receipts $ 198,671 -14.79% $ 10,816,808 $ 10,890,793 $ 11,155,600 $ 11,521,684 TOTAL TAXES $ 12,160,546 5.54% 1,923,509 2,002,283 1,840,308 2,050,291 0500-323-1000 Electric 2,061,671 0.56% 219,542 179,611 171,240 193,850 0500-323-4000 Gas 247,721 27.79% 19,566 20,526 22,661 22,994 0500-323-7000 Solid Waste - Host Fee 23,923 4.04% $ 2,162,617 $ 2,202,421 $ 2,034,209 $ 2,267,135 Total Franchise Fees $ 2,333,315 2.92% 3,676 598 598 940 1240-325-1002 Girard Avenue 940 0.01% 48,590 2,045 2,045 3,432 1240-325-1003 Stokes Avenue 3,432 0.01% $ 52,266 $ 2,644 $ 2,644 $ 4,373 Total Special Assessments $ 4,373 -0.01% 378 303 135 50 0800-329-4000 Taxi Permit/Bicycle License 100 100.00% 5,471 3,697 4,534 4,663 0900-329-2010 Fire Safety Plan Review 3,445 -26.12% 13,385 12,953 30,769 40,562 1205-329-1001 Zoning/Variances Fees 16,087 -60.34% 4,425 4,484 7,426 11,007 1205-329-2000 Zoning Site Plan Review 2,031 -81.55% - - - 500 1205-329-9010 Licenses & Registrations - Golf Cart 625 25.00% $ 23,659 $ 21,437 $ 42,864 $ 56,782 Total Other Licenses & Permits $ 22,288 -60.75% $ 2,238,542 $ 2,226,501 $ 2,079,717 $ 2,328,290 TOTAL LICENSES & PERMITS $ 2,359,976 1.36% 37,543 21,256 29,107 29,000 0500-333-1000 Housing Authority 31,000 6.90% $ 37,543 $ 21,256 $ 29,107 $ 29,000 Total Federal Payments In Lieu of Taxes $ 31,000 6.90% - 687,864 - 138,431 1592-331-1200 Federal Grants - -100.00% $ - $ 687,864 $ - $ 138,431 Total Federal Grants $ - -100.00% 788,771 814,991 864,789 884,771 0500-335-1221 Municipal Revenue Sharing 874,165 -1.20% 11,346 9,630 10,890 14,400 0500-335-1400 Mobile Home Licenses 15,485 7.53% 33,105 39,271 48,770 50,878 0500-335-1500 Alcoholic Beverage License 82,975 63.09% 1,757,758 1,882,694 1,966,542 2,140,692 0500-335-1800 Sales Tax 1/2 - 5th Cent 2,053,848 -4.06% 7,615 9,190 10,713 12,065 0900-335-2100 Fire Supplemental Compensation 10,790 -10.57% $ 2,598,596 $ 2,755,776 $ 2,901,704 $ 3,102,806 Total State Shared Revenues $ 3,037,263 -2.11% 73,596 74,626 79,687 73,596 1500-337-7000 Library Cooperative Funding 73,596 0.00% $ 73,596 $ 74,626 $ 79,687 $ 73,596 Total Other Grants $ 73,596 0.00% 26,072 25,467 28,057 27,174 0500-338-1000 County Business Tax Receipt - Municipality Share 29,854 9.86% $ 26,072 $ 25,467 $ 28,057 $ 27,174 Total Local Shared Revenues $ 29,854 9.86% $ 2,735,806 $ 3,564,988 $ 3,038,555 $ 3,371,007 TOTAL INTERGOVERNMENTAL REVENUE $ 3,171,713 -5.91% 001-Revenues 8/16/2018 10:22 AM 54  001 GENERAL FUND - REVENUES Actual Budget 2017-18 2018-19 % 2014-15 2015-16 2016-17 Adopted Adopted Change 175 - 225 300 0500-341-3000 Administrative Fee - Returned Checks 300 0.00% 214 - - 0500-341-3100 Administrative & Billing Fees - Fuel - 0.00% 6,125 4,525 4,600 450 1060-341-9110 Passport Fees - Library 450 0.00% 1,225 800 975 250 1070-341-9110 Passport Fees - Museum 250 0.00% 3,800 4,200 5,560 5,190 1200-341-3001 Overhead Banner Installation Fee 6,720 29.48% - - - 32 1200-341-9310 Engineering Drawings 5 -84.38% 496 709 666 346 1230-341-9330 Special Events - Barricades, Orange Cones 210 -39.31% 513 334 - 400 1230-341-9600 Sign Shop Sales 500 25.00% - - 10,649 9,974 1500-341-3010 Admin Service Fees - Documents 11,264 12.93% 350 - 200 - 1500-341-9120 Election Qualifying Fees 200 100.00% 632 417 750 980 1500-341-9300 Photo Copies/Certifying 100 -89.80% $ 13,530 $ 10,986 $ 23,625 $ 17,923 Total General Government $ 19,999 11.58% 2,419 2,364 3,005 2,862 0800-342-1000 Law Enforcement Services 2,387 -16.60% 8,416 7,504 9,016 5,208 0800-342-1300 Police Special Events 5,376 3.23% 4,660 4,759 4,440 3,871 0800-342-1800 Photo Copies 4,415 14.05% 720 675 1,125 945 0900-342-2200 Safety Permits & Licenses 945 0.00% 23,491 21,863 21,506 20,699 0900-342-2700 Annual Safety Inspection Fees 26,734 29.16% $ 39,706 $ 37,165 $ 39,091 $ 33,584 Total Public Safety $ 39,857 18.68% 187,635 129,750 126,360 121,020 1080-343-8000 Sale of Lots 194,610 60.81% 6,975 10,560 9,565 12,255 1080-343-8100 Crypt Sales 5,580 -54.47% 4,335 9,715 23,215 18,398 1080-343-8200 Niche Sales 6,870 -62.66% 4,825 24,435 21,150 21,375 1080-343-8300 Weekend/Holidays Interments 21,490 0.54% 175,500 167,355 160,160 167,385 1080-343-8400 Openings/Closings 160,620 -4.04% - - - 2,726 1080-343-8500 Transfer Fees 1,684 -38.22% $ 379,270 $ 341,815 $ 340,450 $ 343,158 Total Cemetery $ 390,854 13.90% 43,774 43,774 43,774 43,774 1015-344-9007 DOT Right-of-Way Maintenance Contract 43,774 0.00% 6,500 6,950 12,130 13,777 1240-343-9100 Cut Paved Surface/Curb 8,640 -37.29% 97,035 99,946 102,946 106,035 1240-344-9008 DOT Lighting Maintenance Contract 106,035 0.00% - 63,688 93,274 95,599 1240-344-9009 DOT Traffic Signal Maintenance Contract 98,504 3.04% $ 147,308 $ 150,670 $ 158,850 $ 259,185 Total Transportation $ 256,953 -0.86% 109,237 129,996 133,735 147,000 1000-347-2000 Program Revenue 133,735 -9.02% 16,402 38,540 37,244 43,064 1000-347-2011 Program Revenue - Not City Staff Provided 37,244 -13.51% 28,225 31,675 31,120 26,750 1000-347-2100 Sponsorship Revenue 36,001 34.58% 19,856 18,363 21,357 16,800 1000-347-2200 Rental - Auditorium, Rec Centers, etc 21,071 25.42% 14,755 16,525 20,775 24,150 1000-347-2210 Rentals tax-exempt - Auditorium, Rec Centers, etc 12,980 -46.25% - - - 15,000 1000-347-2300 Concession Revenue - -100.00% - - - 25,000 1000-347-2500 Memberships 46,884 87.54% 1,435 2,240 2,030 2,986 1000-347-4030 Holiday Parade Entry Fee 2,100 -29.67% $ 189,910 $ 237,338 $ 246,261 $ 300,750 Total Recreation $ 290,015 -3.57% 15,633 39,664 35,957 22,277 1010-347-2200 Rentals - Liza Jackson 35,957 61.41% 5,625 14,530 17,314 14,278 1010-347-2210 Rentals tax-exempt - Liza Jackson 17,314 21.26% 1,535 - - - 1010-347-4010 Spec Evt - Landing - 0.00% 5,770 - - 100 1010-347-4020 Spec Evt tax-exempt - Landing 25 -75.00% 8,426 - - - 1010-347-5910 Boat Launch Fee - 0.00% $ 36,989 $ 54,194 $ 53,271 $ 36,655 Total Parks $ 53,296 45.40% 608,722 530,014 600,422 625,946 1040-347-5000 Greens Fees 646,155 3.23% 8,572 2,960 3,228 3,175 1040-347-5020 Tournament Fees 500 -84.25% - - 42,695 40,722 1040-347-5025 Tournament Fees - Tax Exempt 25,389 -37.65% - - - - 1040-347-5099 Golf.Now Green Fees 65,383 100.00% 100,142 94,104 104,647 113,208 1040-347-5100 Membership Fees 104,599 -7.60% 536,649 452,371 500,332 517,787 1040-347-5200 Golf Cart Rental 483,952 -6.53% 991 632 623 850 1040-347-5210 Pull Cart Rental 792 -6.82% 001-Revenues 8/16/2018 10:22 AM 55  001 GENERAL FUND - REVENUES Actual Budget 2017-18 2018-19 % 2014-15 2015-16 2016-17 Adopted Adopted Change - - - - 1040-347-5299 Golf.Now Golf Cart Fees 49,208 100.00% 65,261 56,016 59,092 63,276 1040-347-5300 Driving Range 57,838 -8.59% 73,289 73,438 66,113 28,154 1040-347-5400 Rental and Lease Income - Restaurant & Pro Shop 28,578 1.51% 2,145 2,160 2,070 1,690 1040-347-5510 GHIN Handicapping Service 1,890 11.83% 12,838 5,307 4,694 6,793 1040-347-5900 League Play 6,952 2.34% - - - 21,274 1040-347-5900 Merchandise Sales 31,415 47.67% - (57) (98) 50 1040-347-5920 Cash Over/(Under) 50 0.00% $ 1,408,609 $ 1,216,947 $ 1,383,819 $ 1,422,925 Total Golf Club $ 1,502,701 5.61% 2,025 1,710 1,865 2,505 1060-347-1000 Library Fees 3,660 46.11% 7,005 6,985 5,899 5,794 1060-347-1010 Photo Copy Revenue 6,432 11.02% 425 75 225 188 1060-347-1210 Rentals - Taxable 150 -20.21% - - 50 - 1060-347-1220 Rentals - Tax Exempt - 0.00% $ 9,455 $ 8,770 $ 8,039 $ 8,486 Total Library $ 10,242 20.70% 36 - 78 117 1070-347-2000 Program Revenue - -100.00% 32,828 30,297 31,677 26,990 1070-347-3500 Admission Fees 26,990 0.00% 24,063 30,124 27,424 26,508 1070-347-3510 Merchandise Sales 26,508 0.00% 7,486 8,944 8,154 10,518 1070-347-3520 Fees - Tax Exempt 10,518 0.00% - - 1,307 1,741 1070-347-3610 Memberships 1,741 -0.02% $ 64,413 $ 69,365 $ 68,640 $ 65,873 Total Museum $ 65,757 -0.18% $ 2,289,190 $ 2,127,249 $ 2,322,046 $ 2,488,539 TOTAL CHARGES FOR SERVICES $ 2,629,674 5.67% 44,306 38,980 38,831 37,287 0800-351-5000 Traffic Fines 30,210 -18.98% 26,722 21,058 20,959 22,340 0800-351-5030 Traffic Fines - Law Enforcement Automation 16,006 -28.35% $ 71,028 $ 60,037 $ 59,790 $ 59,627 Total Traffic Fines $ 46,216 -22.49% 11,648 11,529 10,229 9,745 1060-352-1000 Library Fines 1,000 -89.74% 86 136 302 336 1060-352-1010 Lost Publications 157 -53.27% $ 11,733 $ 11,665 $ 10,531 $ 10,081 Total Library Fines $ 1,157 -88.52% 1,802 (60) 875 570 0800-354-1100 Parking Citations 240 -57.89% 475 950 1,650 1,875 0800-354-1200 False Alarm Fines - Police 1,150 -38.67% 19,215 29,440 37,394 37,000 1217-354-1000 Code Enforcement - Fines 41,731 12.79% 7,265 12,686 8,500 7,500 1217-354-1010 Code Enforcement - Fees 5,467 -27.11% $ 28,757 $ 43,016 $ 48,419 $ 46,945 Total Violations of Local Ordinances $ 48,588 3.50% $ 111,519 $ 114,719 $ 118,740 $ 116,653 TOTAL FINES & FORFEITURES $ 95,961 -17.74% 192,795 150,166 29,006 247,500 1500-361-1000 Interest Income 247,500 0.00% 8,866 7,731 6,110 10,500 1500-361-2000 Dividend Income 10,500 0.00% $ 201,660 $ 157,897 $ 35,116 $ 258,000 Total Interest Income $ 258,000 0.00% 5,007 6,026 4,730 4,913 1010-362-1000 Rentals & Leases 2,484 -49.44% 24,600 24,764 26,568 26,568 1040-362-2010 Rental and Lease Income - Golf Tower 26,568 0.00% 210,529 213,753 211,348 311,856 1500-362-1000 Rental and Lease Income 279,348 -10.42% $ 240,136 $ 244,543 $ 242,646 $ 343,337 Total Rents and Royalties $ 308,400 -10.18% 24,167 - - - 1500-364-1000 Sale of Surplus - Assets - 0.00% 5,380 - - - 1500-364-1020 Sale of Surplus - Scrap - 0.00% 225 - - 20 1220-365-1010 Sale of Used Oil - -100.00% $ 29,772 $ - $ - $ 20 Total Disposal of Fixed Assets $ - -100.00% - - 1,474 - 0800-366-1000 Contributions/Donations - Police - 0.00% 2,750 - 1,750 - 0800-366-3010 Designated Donations - 0.00% - - 1,217 - 0900-366-1060 Contributions/Donations - Fire - 0.00% - - 14,173 - 1000-366-1000 Contributions/Donations - Recreation - 0.00% - - 2,679 - 1000-366-2010 Contributions/Donations - Recreation - 0.00% - - 7,500 - 1000-366-3010 Designated Donations - Recreation - 0.00% - 45,000 - - 1010-366-1000 Contributions/Donations - Parks - 0.00% 001-Revenues 8/16/2018 10:22 AM 56  001 GENERAL FUND - REVENUES Actual Budget 2017-18 2018-19 % 2014-15 2015-16 2016-17 Adopted Adopted Change - 6,762 - - 0310-366-1026 Contributions/Donations - HR Safety Program - 0.00% - - 4,704 - 1060-366-2010 Contributions/Donations - Library - 0.00% - 13,782 930 - 1070-366-2010 Contributions/Donations - Museum - 0.00% - - 1,012 - 1070-366-3010 Designated Donations - Museum - 0.00% - 16,175 17,211 - 1500-366-1000 Contributions/Donations - General - 0.00% 18,060 28,891 2,700 - 1500-366-6000 Contributions/Donations - Capital - 0.00% $ 20,810 $ 110,610 $ 55,350 $ - Total Contributions/Donations $ - 0.00% - - 21,734 - 0800-369-9000 Abandoned Property - 0.00% 1,522 1,418 1,048 1,600 0000-369-9091 Discounts 1,600 0.00% 35 - - - 1500-369-1500 City Clerk Store - 0.00% 360 360 360 360 1500-369-5000 Proceeds - Sales Tax Credit 360 0.00% 48,422 18,392 35,725 45,000 1500-369-9000 Miscellaneous 45,000 0.00% $ 50,339 $ 20,170 $ 58,866 $ 46,960 Total Other Revenues $ 46,960 0.00% $ 542,718 $ 533,220 $ 391,978 $ 648,317 TOTAL INTEREST & OTHER REVENUES $ 613,360 -5.39% 25,000 20,364 20,217 24,850 1600-381-2400 Transfer from Beal Memorial Cemetery Fund - -100.00% 519,267 619,771 618,208 642,721 1600-382-4100 Transfer from Utilities Fund 642,721 0.00% 138,291 136,074 143,531 146,401 1600-382-4300 Transfer from Sanitation Fund 146,401 0.00% - - - 91,460 1600-382-4500 Transfer from Stormwater Fund 58,251 -36.31% $ 682,558 $ 776,209 $ 781,956 $ 905,432 Total Interfund Transfers $ 847,373 -6.41% 67,774 - - - 1500-384-1075 Proceeds from Debt - 0.00% $ 67,774 $ - $ - $ - Total Proceeds from Debt/Loans $ - 0.00% - - - 447,885 1600-389-9100 Appropriation from Unassigned Fund Balance 153,318 -65.77% - - - 131,048 1600-389-9500 Approp. from Assigned Fund Balance (Vehicle/Equip Maint) 12,007 -90.84% - - - 289,656 1600-389-9500 Approp. from Assigned Fund Balance (Building Maint) 166,839 -42.40% - - - 43,346 1600-389-9600 Approp. from Restricted Fund Balance - Harvey Trust - -100.00% $ - $ - $ - $ 911,935 Total Non-Operating Sources $ 332,164 -63.58% $ 750,332 $ 776,209 $ 781,956 $ 1,817,367 TOTAL TRANSFERS IN $ 1,179,537 -35.10% $ 19,484,914 $ 20,233,680 $ 19,888,591 $ 22,291,857 TOTAL FUND REVENUES $ 22,210,768 -0.36% 001-Revenues 8/16/2018 10:22 AM 57  001 GENERAL FUND - 0100 CITY COUNCIL Actual Budget 2017-18 2018-19 % 2014-15 2015-16 2016-17 Adopted Adopted Change Revenues: - - - - 341-9120 Election Qualifying Fees 200 100.00% $ - $ - $ - $ - TOTAL REVENUES $ 200 100.00% Personal Services: 39,164 39,450 40,319 40,355 511-1100 Executive Salaries 41,243 2.20% 2,428 2,452 2,506 2,502 511-2100 FICA Taxes 2,557 2.19% 568 573 586 585 511-2101 Medicare 598 2.21% 70,372 79,706 103,574 92,139 511-2300 Dental, Life & Health Insurance 154,090 67.24% 176 64 64 64 511-2400 Worker's Compensation 73 14.59% $ 112,708 $ 122,246 $ 147,049 $ 135,645 Total Personal Services $ 198,561 46.38% Operating Expenditures: 221 2,358 995 - 511-3100 Professional Services - 0.00% 57,695 67,698 94,704 98,000 511-3101 Legal Services 98,000 0.00% 82,710 82,710 82,710 82,710 511-3400 Other Services 82,710 0.00% 12,234 12,245 7,487 15,000 511-4000 Travel and Per Diem 14,000 -6.67% 109 96 106 99 511-4100 Communication Services 99 0.00% - - 500 - 511-4400 Rentals & Leases - 0.00% - 25 - 700 511-4700 Printing & Binding 100 -85.71% - - - 1,000 511-4801 Special Events 1,000 0.00% 16,919 - 13,320 - 511-4910 Election Expense 17,600 100.00% - 56 - 511-5100 Office Supplies - 0.00% 4,005 5,528 12,551 6,500 511-5200 Operating Supplies 5,583 -14.11% - 27 115 800 511-5210 Uniform Expense 800 0.00% 4,133 4,062 4,477 4,239 511-5400 Books, Dues & Publications 4,478 5.64% 4,804 7,220 5,388 5,228 511-5500 Training 5,000 -4.36% Non-Operating: 21,923 41,949 41,940 41,973 511-8200 Grants & Aids 41,917 -0.13% $ 204,753 $ 223,974 $ 264,293 $ 256,249 Total Operating Expenditures $ 271,287 5.87% Capital Outlay: $ - $ - $ - $ - Total Capital Outlay $ - 0.00% Debt Service 185 182 182 186 581-9121 Transfer to Debt Service Fund 186 -0.21% $ 185 $ 182 $ 182 $ 186 Total Debt Service $ 186 -0.21% $ 317,646 $ 346,402 $ 411,524 $ 392,080 TOTAL EXPENSES $ 470,034 19.88% $ (317,646) $ (346,402) $ (411,524) $ (392,080) NET REVENUE / (EXPENSE) $ (469,834) 19.83% 58 0100-City Council 8/16/2018 10:22 AM CITY COUNCIL Share of City Budget $470,034, 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 (April 2018) Plan Initiative Plan Objective Status #1 Economic Diversity & In this period of still fragile economic recovery nationally, the City will seek to Resiliency diversify its economy so that it is not singularly over-dependent on any one economic driver. #2 Invest for a Safer City: This broad Objective is intended to enhance the safety of the City. Some items Improve Public Safety and that are specifically included are developing a specific plan to address vagrancy Reduce Vagrancy and chronic homelessness. #3 Create Broader Update the Community Redevelopment Agency plan, complete a major Redevelopment Areas with redevelopment project, support continued momentum of Downtown resurgence, Visible Projects and evaluate additional redevelopment areas and current boundaries of the District. #4 Create a Master Plan Review existing plans to identify current master planning elements or components, which will assist in developing a community strategic plan that engages all major institutional stakeholders and neighborhoods, including public facilities. 59  001 GENERAL FUND - 0200 CITY MANAGER Actual Budget 2017-18 2018-19 % 2014-15 2015-16 2016-17 Adopted Adopted Change Revenues: Division Does Not Generate Revenue $ - $ - $ - $ - TOTAL REVENUES $ - 0.00% Personal Services: 3.00 3.00 3.00 3.00 Number of Funded Employees (FTE's) 3.00 132,262 140,330 131,293 127,714 512-1100 Executive Salaries 130,780 2.40% 81,915 78,974 99,917 100,465 512-1200 Regular Salaries 113,367 12.84% - 108 54 - 512-1201 Service Awards - 100.00% 13,016 13,205 13,676 14,372 512-2100 FICA Taxes 15,395 7.12% 3,192 3,269 3,419 3,361 512-2101 Medicare 3,600 7.12% 63,877 61,776 75,914 114,901 512-2200 Retirement Contributions 112,507 -2.08% 1,963 2,010 2,159 2,092 512-2204 Retirement Contributions - DC Plan 2,667 27.49% 6,489 6,645 6,698 6,766 512-2210 Deferred Compensation 6,921 2.30% 15,501 15,486 17,498 18,631 512-2300 Dental, Life & Health Insurance 20,268 8.78% 339 398 412 411 512-2400 Worker's Compensation 490 19.25% $ 318,553 $ 322,201 $ 351,040 $ 388,713 Total Personal Services $ 405,996 4.45% Operating Expenditures: - 500 1,475 4,500 512-3100 Professional Services 8,688 93.07% 6,384 5,443 7,814 7,500 512-4000 Travel and Per Diem 4,150 -44.67% 1,359 1,511 1,949 1,386 512-4100 Communication Services 1,674 20.78% 52 101 24 155 512-4200 Postage 155 0.00% - 120 117 120 512-4700 Printing & Binding (EE Gift Card Stock) 120 0.00% - 142 369 - 512-4800 Promotional Activities - 0.00% 866 199 - 200 512-5100 Office Supplies 200 0.00% 2,057 2,481 4,226 3,956 512-5200 Operating Supplies 3,956 0.00% 149 104 109 300 512-5210 Uniform Expense 300 0.00% 211 2,046 333 - 512-5231 Computer Hardware/Software - 0.00% 3,709 3,299 3,328 3,542 512-5400 Books, Dues & Publications 3,542 0.00% 1,874 3,517 3,817 3,340 512-5500 Training 1,960 -41.32% $ 16,661 $ 18,963 $ 22,086 $ 24,999 Total Operating Expenditures $ 24,745 -1.02% Capital Outlay: 2,164 - - - 512-6420 Computer Hardware/Software - 0.00% $ 2,164 $ - $ - $ - Total Capital Outlay $ - 0.00% Debt Service 554 554 545 557 581-9121 Transfer to Debt Service Fund 557 -0.03% Phone System Lease - year 6 of 6 $ 554 $ 554 $ 545 $ 557 Total Debt Service $ 557 -0.03% $ 337,931 $ 341,718 $ 373,671 $ 414,269 TOTAL EXPENSES $ 431,298 4.11% $ (337,931) $ (341,718) $ (373,671) $ (414,269) NET REVENUE / (EXPENSE) $ (431,298) 4.11% 0200-City Manager 8/16/2018 10:24 AM 60 CITY MANAGER Share of City Budget $431,298, 1.0% DESCRIPTION The City Manager is the chief administrative official for the City. The City Manager's office coordinates, implements, and evaluates all policies, procedures, and programs; recommends and provides information to City Council; proposes the annual budget; provides an avenue for citizens to direct their requests, complaints, and needs; and provides communications and support by overseeing information technology and serving as a liaison between departments, the media, and citizens. MISSION Support the City Council in the development of policy by assembling and analyzing data and making recommendations; provide leadership and direction to employees in implementation of policies, programs, and daily operations; and ensure that the City of Fort Walton Beach government provides municipal services and infrastructure necessary for a high quality of life for our citizens in a fiscally responsible manner. Actual YTD thru 06/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY19) 2014-15 2015-16 2016-17 2017-18 2017-18 2018-19 Promote Organizational Efficiency Overall Employee Satisfaction (Strongly Agree & Agree) 81.0% 82.0% 81.0% 86% 80% 80% Performance Excellence / Leadership Training Courses 6 6 8 10 10 10 Deliver Services in Most Cost-Efficient Manner Cost of Services per Citizen - General Fund $899 $923 $963 annual measure $930 $930
Develop incentives for a Neighborhood Redevelopment Program.
Continue to effectively market the City to citizens, visitors, and potential business owners.
Aggressively pursue expansion opportunities for services and possible annexation. FUTURE GOALS (FY20 & FY21)
Begin implementation of the Downtown Master Plan infrastructure improvements.
Begin implementation of the Commerce & Technology Park Master Plan improvements.
Create a neighborhood redevelopment partnership program with developers and contractors. PRIOR YEAR ACCOMPLISHMENTS (FY18)
Conducted a successful Strategic Planning Session with City Council to continue the positive direction of the City.
Completed Phase I and Phase II of the Downtown Master Plan; worked to get Around the Mound on the TPO's Five-Year Work Plan.
Continued to work with the EDC and Chamber of Commerce on bringing industry and business to the City.
Began a Leadership Training Program for the Senior Leadership Team with the Studer Community Institute. 61  001 GENERAL FUND - 0300 HUMAN RESOURCES Actual Budget 2017-18 2018-19 % 2014-15 2015-16 2016-17 Adopted Adopted Change Revenues: Division Does Not Generate Revenue $ - $ - $ - $ - TOTAL REVENUES $ - 0.00% Personal Services: 3.00 3.00 3.60 4.60 Number of Funded Employees (FTE's) 4.70 75,027 82,193 82,617 84,294 513-1100 Executive Salaries 86,317 2.40% 69,518 65,535 91,219 119,735 513-1200 Regular Salaries 116,588 -2.63% - 108 200 - 513-1202 Incentive/Merit Pay - 0.00% - 13,345 - 16,321 513-1300 Part-Time Wages 17,080 4.65% - - 883 150 513-1400 Salaries - Overtime 150 0.00% 8,650 9,715 10,897 13,324 513-2100 FICA Taxes 13,109 -1.62% 2,023 2,272 2,548 3,116 513-2101 Medicare 3,066 -1.61% 11,541 11,121 13,772 21,832 513-2200 Retirement Contributions - -100.00% 6,707 7,528 8,198 10,359 513-2204 Retirement Contributions - DC Plan 12,303 18.77% 12,980 9,926 11,216 26,275 513-2300 Dental, Life & Health Insurance 31,982 21.72% 217 275 296 375 513-2400 Worker's Compensation 418 11.37% $ 186,665 $ 202,019 $ 221,846 $ 295,780 Total Personal Services $ 281,012 -4.99% Operating Expenditures: 16,880 36,814 27,441 32,971 513-3100 Professional Services 43,471 31.85% 10,697 11,180 10,678 12,750 513-3102 Employee Physicals & Immunizations 12,750 0.00% 1,386 - 2,616 - 513-3400 Other Services - 0.00% 963 681 1,394 800 513-4000 Travel and Per Diem 800 0.00% 1,222 1,207 1,263 1,305 513-4100 Communication Services 1,305 0.00% 497 506 280 190 513-4200 Postage 190 0.00% 1,575 461 486 487 513-4400 Rentals & Leases 487 0.00% 206 596 1,218 1,500 513-4700 Printing & Binding 600 -60.00% - - - 940 513-4800 Promotional Activities 940 0.00% 474 6,477 - - 513-4901 Recruitment/Relocation - 0.00% 303 349 825 500 513-4920 Advertising 500 0.00% 2,458 2,383 2,331 2,600 513-5100 Office Supplies 2,600 0.00% 9,264 8,053 5,801 8,200 513-5200 Operating Supplies 8,250 0.61% - 195 78 500 513-5210 Uniform Expense 500 0.00% - 682 1,646 - 513-5231 Computer Hardware/Software - 0.00% 472 487 533 628 513-5400 Books, Dues & Publications 545 -13.22% 874 1,462 7,004 825 513-5500 Training 825 0.00% $ 47,270 $ 71,533 $ 63,594 $ 64,196 Total Operating Expenditures $ 73,763 14.90% Capital Outlay: 1,082 - - - 513-6420 Computer Hardware/Software - 0.00% - 2,882 - - 513-6402 Equipment - 0.00% $ 1,082 $ 2,882 $ - $ - Total Capital Outlay $ - 0.00% Debt Service 630 726 757 557 581-9121 Transfer to Debt Service Fund 557 -0.03% Phone System Lease - year 6 of 6 $ 630 $ 726 $ 757 $ 557 Total Debt Service $ 557 -0.03% $ 235,647 $ 277,160 $ 286,197 $ 360,533 TOTAL EXPENSES $ 355,331 -1.44% $ (235,647) $ (277,160) $ (286,197) $ (360,533) NET REVENUE / (EXPENSE) $ (355,331) -1.44% 0300-HR 8/16/2018 10:24 AM 62 HUMAN RESOURCES Share of City Budget $355,331, 0.8% DESCRIPTION Human Resources recruits new employees and works to retain existing employees, maintains personnel records, coordinates employee benefits, and enforces personnel policies. MISSION Provide effective personnel services through the development, implementation, and equitable administration of policies and procedures; recruit qualified personnel; maintain a well-trained work force; and foster productivity, innovation, and a climate of success in the workplace. Actual YTD thru 06/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY19) 2014-15 2015-16 2016-17 2017-18 2017-18 2018-19 Attract and Retain a High-Quality Workforce Career Development and Training Classes Held 20 38 49 29 12 20 Employees Recognized (Yearly) 12 61 72 32 35 50 Managers Recognized (Yearly) 3 15 13 9 10 10 Turnover Rate: Public Safety Personnel 9% 21% 16% 4% 10% 10% Turnover Rate: Non-Public Safety Personnel 42% 35% 46% 42% 20% 20%
Performance Evaluations Review
Rollout of performance evaluation training program
Improve employee recognition program.
Reduce turnover for both public safety and non-public safety personnel.
On line HR Lab - Training
Provide additional training options for employees.
Re-establish Safety Committee
Continue to build health and wellness committee (bi-monthly meetings)
Focus on Health & Wellness (Health & Wellness Fair, Lunch & Learns, etc. ) FUTURE GOALS (FY20 & FY21)
Promote health & wellness, control insurance cost and promote a high-quality workforce and environment of continual improvement. PRIOR YEAR ACCOMPLISHMENTS (FY18)
Performance Evaluations & Personnel Manual Review
Introduce new employee handbook to all employees.
Wellness fair.
Insurance - Open Enrollment
Finalize updated Personnel Manual
Police Promotional Test
Fire Entry Level Testing
Employee Satisfaction Survey 63  001 GENERAL FUND - 0310 RISK MANAGEMENT Actual Budget 2017-18 2018-19 % 2014-15 2015-16 2016-17 Adopted Adopted Change Revenues: Division Does Not Generate Revenue $ - $ - $ - $ - TOTAL REVENUES $ - 0.00% Operating Expenditures: 3,491 3,647 3,740 2,400 519-4000 Travel and Per Diem 2,400 0.00% 495,750 474,837 487,964 530,944 519-4500 Insurance 517,289 -2.57% 57,938 52,795 159,877 50,000 519-4501 Unrecovered Insurance Claims 50,000 0.00% - 4,681 - - 519-5200 Operating - 0.00% - 80 150 75 519-5500 Training 75 0.00% $ 557,179 $ 536,039 $ 651,731 $ 583,419 Total Operating Expenditures $ 569,764 -2.34% Capital Outlay: $ - $ - $ - $ - Total Capital Outlay $ - 0.00% $ 557,179 $ 536,039 $ 651,731 $ 583,419 TOTAL EXPENSES $ 569,764 -2.34% $ (557,179) $ (536,039) $ (651,731) $ (583,419) NET REVENUE / (EXPENSE) $ (569,764) -2.34% 0310-Risk Mgmt 8/16/2018 10:27 AM 64 RISK MANAGEMENT Share of City Budget $569,764, 1.3% 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 06/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY19) 2014-15 2015-16 2016-17 2017-18 2017-18 2018-19 Reduce Workers Compensation Expense Workers Compensation Accidents 36 47 56 34 35 35 Workers Compensation Accidents with Injuries 20 29 41 24 10 10 Workers Compensation Lost Work Days 88 128 48 13 20 10 Workers Compensation Open Claims 18 31 44 22 5 5 Workers Compensation Experience Modification 0.80 0.80 0.80 0.80 1.00 1.00 Minimize Liability Exposure At-Fault Employee Vehicle & Equipment Incidents 8 21 25 19 5 5 Provide a Safe Workplace Safety Training Classes Held 7 8 4 2 15 15
Reduce workers compensation accident frequency, accidents with injuries, and lost work hours through improved safety training.
Reduce at-fault employee vehicle and equipment incidents through improved safety program.
Offer avenues of safety training to promote a safe workplace and environment of continual improvement.
Implement safety training/recognition programs.
Develop on-line safety training programs for employees (HR Training Lab). FUTURE GOALS (FY20 & FY21)
Reduce workers compensation experience modification factor
Develop on-line safety training programs for employees (HR Training Lab).
Enhance wellness program and development wellness incentives. PRIOR YEAR ACCOMPLISHMENTS (FY18)
Provided drug-free workplace training for all supervisors. 65  001 GENERAL FUND - 0320 INFORMATION TECHNOLOGY Actual Budget 2017-18 2018-19 % 2014-15 2015-16 2016-17 Adopted Adopted Change Revenues: Division Does Not Generate Revenue $ - $ - $ - $ - TOTAL REVENUES $ - 0.00% Personal Services: 2.00 2.00 2.00 4.00 Number of Funded Employees (FTE's) 4.00 131,986 110,329 127,519 195,528 516-1200 Regular Salaries 224,300 14.72% - - - 100 516-1400 Overtime 100 0.00% 1,806 1,263 111 - 516-1503 Auto Allowance - 0.00% 7,762 8,633 7,372 9,819 516-2100 FICA Taxes 10,665 8.61% 1,815 2,019 1,724 2,639 516-2101 Medicare 2,494 -5.49% 41,617 24,749 22,979 36,320 516-2200 Retirement Contributions 35,464 -2.36% - 1,039 1,226 5,172 516-2204 Retirement Contributions - DC Plan 7,382 42.74% 19,815 16,548 22,562 57,101 516-2300 Dental, Life & Health Insurance 58,840 3.05% 199 191 216 331 516-2400 Worker's Compensation 391 18.14% $ 205,001 $ 164,770 $ 183,709 $ 307,009 Total Personal Services $ 339,637 10.63% Operating Expenditures: 105,868 124,072 116,823 116,645 516-3100 Professional Services 116,189 -0.39% - - 1,835 1,239 516-4000 Travel and Per Diem 1,239 0.00% 29,533 34,334 25,281 34,680 516-4100 Communication Services 28,635 -17.43% - - 177 - 516-4620 Vehicle Repair 0.00% 5,909 6,271 2,425 10,000 516-4630 Equipment Repair 10,000 0.00% 874 1,357 2,690 2,500 516-5200 Operating Supplies 1,500 -40.00% - 172 40 400 516-5210 Uniform Expense 400 0.00% 4,872 2,035 6,991 9,000 516-5231 Computer Hardware/Software 9,000 0.00% - - 739 - 516-5233 Tools - 0.00% 2,270 2,458 2,616 2,806 516-5400 Books, Dues & Publications 2,898 3.28% - 595 410 495 516-5500 Training 495 0.00% $ 149,326 $ 171,294 $ 160,027 $ 177,765 Total Operating Expenditures $ 170,356 -4.17% Capital Outlay: 23,707 5,296 - 21,425 516-6420 Computer Hardware/Software - -100.00% $ 23,707 $ 5,296 $ - $ 21,425 Total Capital Outlay $ - -100.00% Debt Service 738 726 757 742 581-9121 Transfer to Debt Service Fund 742 0.06% Phone System Lease - year 6 of 6 $ 738 $ 726 $ 757 $ 742 Total Debt Service $ 742 0.06% $ 378,772 $ 342,087 $ 344,493 $ 506,941 TOTAL EXPENSES $ 510,735 0.75% $ (378,772) $ (342,087) $ (344,493) $ (506,941) NET REVENUE / (EXPENSE) $ (510,735) 0.75% 0320-Info Tech 8/16/2018 10:26 AM 66 INFORMATION TECHNOLOGY Share of City Budget $510,735, 1.2% DESCRIPTION Information Technology is responsible for the operation and maintenance of the City's network, computers, servers, website, and telecommunications in order to facilitate the daily work of employees as well as provide easily accessible information and services to citizens. MISSION Provide Citywide information technology services that are secure and highly accessible. Actual YTD thru 06/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY19) 2014-15 2015-16 2016-17 2017-18 2017-18 2018-19 Provide Current Technology to Users Computers, Servers, Laptops & Tablets Replaced 20% 13% 15% 6% 16% 20% Police Laptops Replaced 26% 17% 0% 0% 9% 20% Support Department Productivity by Minimizing Downtime Hours of Downtime: Public Safety (police & fire) 3 8 12 5 10 10 Hours of Downtime: Non-Public Safety 9 17 18 6 20 20
Ensure current technology to users by replacing desktop computers and servers that are 5 years old.
Ensure current technology to police department by replacing laptops every five years.
Ensure no more than 10 hours of downtime for public safety personnel.
Ensure no more than 20 hours of downtime for non-public safety personnel.
Implement Microsoft Office 365 City Wide FUTURE GOALS (FY20 & FY21)
Continue to implement new technology to increase security on the City's network.
Implement Phase I and II of storage area network (SAN). PRIOR YEAR ACCOMPLISHMENTS (FY18)
Purchased 7 rugged laptops for PD
Purchase of 40 desktops 67  001 GENERAL FUND - 0400 CITY CLERK Actual Budget 2017-18 2018-19 % 2014-15 2015-16 2016-17 Adopted Adopted Change Revenues: - - - 980 341-9300 Photo Copies/Certifying 100 -89.80% $ - $ - $ - $ 980 TOTAL REVENUES $ 100 -89.80% Personal Services: 2.50 2.50 2.50 2.50 Number of Funded Employees (FTE's) 2.40 60,435 68,270 67,403 68,850 512-1100 Executive Salaries 70,503 2.40% 22,168 34,923 39,016 40,714 512-1200 Regular Salaries 42,673 4.81% - - - 108 512-1201 Service Awards 270 150.00% 5,007 - - 11,914 512-1300 Part-Time Wages 12,200 2.40% 353 136 30 25 512-1400 Salaries - Overtime 25 0.00% 5,029 6,052 6,203 7,097 512-2100 FICA Taxes 7,348 3.54% 1,176 1,415 1,451 1,660 512-2101 Medicare 1,719 3.53% 11,092 10,982 14,038 22,800 512-2200 Retirement Contributions 22,788 -0.05% 3,594 4,961 5,039 5,164 512-2204 Retirement Contributions - DC Plan 5,288 2.40% 13,475 14,942 16,930 18,061 512-2300 Dental, Life & Health Insurance 19,713 9.15% 128 177 180 207 512-2400 Worker's Compensation 238 15.11% $ 122,456 $ 141,857 $ 150,290 $ 176,599 Total Personal Services $ 182,765 3.49% Operating Expenditures: 28,152 23,973 40,273 36,296 512-3100 Professional Services 37,332 2.85% 134 - - - 512-3400 Other Services - 0.00% 676 1,676 2,912 2,877 512-4000 Travel and Per Diem 3,077 6.95% 760 720 740 764 512-4100 Communication Services 764 0.00% 172 262 336 300 512-4200 Postage 300 0.00% 11,137 6,151 2,985 11,138 512-4400 Rentals & Leases 11,138 0.00% 1,847 2,022 1,762 2,000 512-4912 Recording Fees 2,000 0.00% 13,638 14,008 12,126 14,000 512-4915 Legal Advertising 12,000 -14.29% 758 479 634 1,500 512-5100 Office Supplies 1,500 0.00% 494 1,411 1,659 2,000 512-5101 Office Supplies - City Hall Copier (Dept Alloc) 2,000 0.00% 1,507 5,367 13 200 512-5200 Operating Supplies 200 0.00% - 156 - 300 512-5210 Uniform Expense 200 -33.33% 752 438 593 1,318 512-5400 Books, Dues & Publications 1,350 2.43% 984 1,155 1,144 1,525 512-5500 Training 1,515 -0.66% $ 61,010 $ 57,819 $ 65,177 $ 74,218 Total Operating Expenditures $ 73,376 -1.13% Capital Outlay: 2,182 - - - 512-6420 Computer Hardware/Software - 0.00% $ 2,182 $ - $ - $ - Total Capital Outlay $ - 0.00% Debt Service 554 545 514 557 581-9121 Transfer to Debt Service Fund 557 -0.03% Phone System Lease - year 6 of 6 $ 554 $ 545 $ 514 $ 557 Total Debt Service $ 557 -0.03% $ 186,202 $ 200,221 $ 215,981 $ 251,374 TOTAL EXPENSES $ 256,698 2.12% $ (186,202) $ (200,221) $ (215,981) $ (250,393) NET REVENUE / (EXPENSE) $ (256,598) 2.48% 0400-City Clerk 8/16/2018 10:25 AM 68 CITY CLERK Share of City Budget $256,698, 0.6% DESCRIPTION The City Clerk is a Charter Officer, appointed by and reporting to, the City Council. The City Clerk performs as part of the Administrative Branch of the City. The Clerk serves as the custodian of the City seal, custodian of records, and provides administrative support to the Mayor and City Council. MISSION Provide professional, knowledgeable and accurate service to the Mayor and City Council Members, the public, and other Municipal departments by preparing agendas and minutes, processing and monitoring records requests, and updating the Code of Ordinances and Land Development Code. Actual YTD thru 06/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY19) 2014-15 2015-16 2016-17 2017-18 2017-18 2018-19 Continue to properly maintain public records Boxes Scanned/Destroyed na na 47 45 50 50 Documents Recorded with County na na 46 17 40 40 Requisitions/Purchase Orders na na 18 14 15 15 Continue to provide prompt & professional customer service Public records requests & Public records requested $ generated na na 621 / $688 551/$626.59 600/$500 600/$500 Legal/Display Ads na na 26 12 20 20 Lien requests/dollars generated na na 431 / $10,572 295/$12,712 400/$10,000 400/$10,000 Number of pages transcribed (Council/Board/Comm) na na 239 145 225 225 Continue to provide professional administrative support Contracts/Leases/Agreements/MOA/MOU processed na na 53 40 50 50 Number of Council and Board/Committee meetings na na 57 40 50 50 Ordiances & Resolutions approved by Council na na 40 20 35 35
Implement Phase II of the Public Records Request Management Software System, JustFOIA to increase productivity and accountability, to provide monitoring capabilities of the status of requests, and to maintain history.
Provide Code of Ordinance and Land Development Code additions and revisions to Municode immediately after approval for posting . FUTURE GOALS (FY20 & FY21)
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 (FY18)
Partially implemented the Public Records Request Management Software System, JustFOIA, to increase productivity and accountability, to provide monitoring capabilities of the status of requests, and to maintain history. First Phase implemented in the the Police Department.
Streamlined Lien Searches which minimized multiple staff interruptions. 69  001 GENERAL FUND - 0500 FINANCE Actual Budget 2017-18 2018-19 % 2104-15 2105-16 2016-17 Adopted Adopted Change Revenues: Division Does Not Generate Revenue $ - $ - $ - $ - TOTAL REVENUES $ - 0.00% Personal Services: 6.00 6.00 6.00 6.00 Number of Funded Employees (FTE's) 6.00 93,836 99,590 98,506 95,632 513-1100 Executive Salaries 102,823 7.52% 204,752 204,048 222,176 230,369 513-1200 Regular Salaries 243,941 5.89% - 162 - - 513-1201 Service Awards - 0.00% - 193 114 400 513-1400 Overtime 400 0.00% 17,118 16,817 17,635 17,591 513-2100 FICA Taxes 18,859 7.21% 4,004 3,933 4,124 4,114 513-2101 Medicare 4,410 7.21% 79,351 77,437 95,695 147,816 513-2200 Retirement Contributions 106,711 -27.81% 1,317 3,953 4,748 4,866 513-2204 Retirement Contributions - DC Plan 10,137 108.32% 52,083 64,400 77,318 82,554 513-2300 Dental, Life & Health Insurance 81,021 -1.86% 452 527 549 563 513-2400 Worker's Compensation 659 17.01% $ 452,913 $ 471,060 $ 520,865 $ 583,904 Total Personal Services $ 568,962 -2.56% Operating Expenditures: 42,273 46,023 42,312 72,901 513-3100 Professional Services 75,881 4.09% 51,984 55,363 56,359 56,359 513-3200 Annual Audit Services 58,407 3.63% - 3,206 - - 513-3400 Other Services - 0.00% 6,488 6,106 7,837 8,900 513-4000 Travel and Per Diem 8,550 -3.93% 1,089 1,048 1,077 1,041 513-4100 Communication Services 1,158 11.24% 3,611 4,280 2,627 4,500 513-4200 Postage 2,600 -42.22% 2,607 - - - 513-4400 Rentals & Leases - 0.00% 749 470 488 510 513-4610 Maintenance Contracts 530 3.92% 821 1,293 1,132 1,025 513-4700 Printing and Binding 1,025 0.00% 0 0 2 25 513-4903 Sales Tax Expense/Penalty 25 0.00% 3,987 4,057 4,035 4,850 513-5100 Office Supplies 4,850 0.00% 3,431 1,811 2,190 3,780 513-5200 Operating Supplies 2,980 -21.16% 298 400 442 600 513-5210 Uniform Expense 600 0.00% 698 311 614 - 513-5231 Computer Hardware/Software - 0.00% 1,429 2,245 2,050 2,530 513-5400 Books, Dues & Publications 2,705 6.92% 2,332 3,056 1,439 4,716 513-5500 Training 3,828 -18.83% $ 121,796 $ 129,669 $ 122,604 $ 161,737 Total Operating Expenditures $ 163,139 0.87% Capital Outlay: 1,082 - - - 513-6420 Computer Hardware/Software - 0.00% $ 1,082 $ - $ - $ - Total Capital Outlay $ - 0.00% Capital Improvements Program: $ - $ - $ - $ - Total Capital Outlay $ - 0.00% Debt Service 1,108 1,089 1,089 1,114 581-9121 Transfer to Debt Service Fund 1,114 -0.03% Phone System Lease - year 6 of 6 $ 1,108 $ 1,089 $ 1,089 $ 1,114 Total Debt Service $ 1,114 -0.03% $ 576,898 $ 601,819 $ 644,558 $ 746,755 TOTAL EXPENSES $ 733,215 -1.81% $ (576,898) $ (601,819) $ (644,558) $ (746,755) NET REVENUE / (EXPENSE) $ (733,215) -1.81% 0500-Finance 8/16/2018 10:29 AM 70 FINANCE Share of City Budget $733,215, 1.7% DESCRIPTION Finance's primary function is to maintain financial stability for the City. Responsibilities include monitoring appropriations, revenues, and expenditures; developing policies and procedures relating to finance issues; ensuring compliance with City, State, and Federal regulations; and oversight of purchasing and customer service. MISSION Provide professional support in financial administration, uphold the public's trust and reliance on financial reports, and maintain the City's sound financial position and stability while offering quality services efficiently and responsively. Actual YTD thru 06/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY19) 2014-15 2015-16 2016-17 2017-18 2017-18 2018-19 Provide Accurate and Timely Financial Information Monthly Financial Reports Prepared within 20 Days 98% 98% 99% 98% 95% 95% Findings From External Auditors 0 0 0 0 0 0 Prepare Useful & Meaningful Financial Documents to the Public Achieve GFOA Distinguished Budget Presentation Award (possible points awarded) 90% 92% 95% 95% 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 (FY20 & FY21)
Automate reporting process by converting monthly financial and budget reports to Q-Rep software.
Review and update all finance policies and procedures to ensure accuracy, completeness, and functionality.
Provide internal training opportunities for city staff to enable effective use of the available information within the City's computerized accounting system.
Create City centric communications report. PRIOR YEAR ACCOMPLISHMENTS (FY18)
Received GFOA Distinguished Budget Presentation Award and Certificate of Achievement for Financial Reporting. 71  001 GENERAL FUND - 0530 PURCHASING Actual Budget 2017-18 2018-19 % 2014-15 2015-16 2016-17 Adopted Adopted Change Revenues: Division Does Not Generate Revenue $ - $ - $ - $ - TOTAL REVENUES $ - 0.00% Personal Services: 2.75 2.75 2.75 3.00 Number of Funded Employees (FTE's) 3.00 90,982 122,298 122,298 125,283 513-1200 Regular Salaries 125,594 0.25% - 54 54 - 513-1201 Service Awards - 0.00% 18,280 - - - 513-1300 Part-Time Wages - 0.00% - 61 61 50 513-1400 Overtime 100 100.00% 6,559 7,613 7,613 7,500 513-2100 FICA Taxes 7,616 1.55% 1,534 1,781 1,781 1,754 513-2101 Medicare 1,781 1.54% 18,715 18,562 18,562 20,842 513-2200 Retirement Contributions 19,574 -6.08% 2,306 3,711 3,711 3,818 513-2204 Retirement Contributions - DC Plan 7,844 105.44% 9,642 9,784 9,784 11,263 513-2300 Dental, Life & Health Insurance 7,568 -32.81% 163 209 209 213 513-2400 Worker's Compensation 239 12.21% $ 148,181 $ 164,072 $ 164,072 $ 170,722 Total Personal Services $ 170,315 -0.24% Operating Expenditures: 7,757 7,931 7,931 7,922 513-3100 Professional Services 7,922 0.00% 159 - - 449 513-4000 Travel and Per Diem 135 -69.93% 635 561 561 583 513-4100 Communication Services 740 26.93% 42 66 66 120 513-4200 Postage 120 0.00% 500 513-4630 Equipment Repair 500 0.00% 105 - - 75 513-4700 Printing & Binding 75 0.00% - - - 340 513-5204 Fuel & Oil 340 0.00% 19 - - 300 513-5210 Uniform Expense 300 0.00% 95 285 285 270 513-5400 Books, Dues & Publications 320 18.52% 250 - - - 513-5500 Training - 0.00% $ 9,062 $ 9,525 $ 9,525 $ 10,559 Total Operating Expenditures $ 10,452 -1.01% Debt Service 554 545 545 557 581-9121 Transfer to Debt Service Fund 557 -0.03% Phone System Lease - year 6 of 6 $ 554 $ 545 $ 545 $ 557 Total Debt Service $ 557 -0.03% $ 157,798 $ 174,142 $ 174,142 $ 181,838 TOTAL EXPENSES $ 181,324 -0.28% $ (157,798) $ (174,142) $ (174,142) $ (181,838) NET REVENUE / (EXPENSE) $ (181,324) -0.28% 0530-Purchasing 8/16/2018 10:28 AM 72 PURCHASING Share of City Budget $181,324, DESCRIPTION 0.4% Purchasing is responsible for the acquisition of supplies, materials, equipment, and other commodities needed for operations, as well as supervising the preparation and processing of all bids, proposals, quotations, and required advertisements. MISSION Procure goods and services at the best possible cost consistent with the quality needed to provide the best services to the public. Actual YTD thru 06/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY19) 2014-15 2015-16 2016-17 2017-18 2017-18 2018-19 Procure Products As Efficiently As Possible Purchases Made By Purchase Order n/a n/a n/a 2,346 2,600 2,800 Time Between Requisition Approval And Purchase Order Creation 96% 97% 98% 96% 90% 96%
Develop succession planning for Purchasing Division to assure continuity of proper purchasing policies and city requirements.
Systematically update wording, requirements for formal bid documents. FUTURE GOALS (FY20 & FY21)
Develop and implement procurement tracking for item order frequency. PRIOR YEAR ACCOMPLISHMENTS (FY18) Expanded ITB/RFP postings to include St of FL Office of Supplier Diversity website (minority; woman-owned; veteran-owned
businesses); and on LinkedIn. 73  001 GENERAL FUND - 0800 POLICE Actual Budget 2017-18 2018-19 % 2014-15 2015-16 2016-17 Adopted Adopted Change Revenues: 175,025 181,303 190,399 175,703 312-5200 Insurance Premium Tax - Police Pension 181,576 3.34% 378 303 135 50 329-4000 Taxi Permit/Bicycle Registration 100 100.00% 2,419 2,364 3,005 2,862 342-1000 Law Enforcement Services 2,387 -16.60% 8,416 7,504 9,016 5,208 342-1300 Police Special Events 5,376 3.23% 4,660 4,759 4,440 3,871 342-1800 Photo Copies 4,415 14.05% 44,306 38,979 38,831 37,287 351-5000 Traffic Fines 30,210 -18.98% 26,722 21,058 20,959 22,340 351-5030 Traffic Fines - Law Enforcement Automation 16,006 -28.35% 1,802 470 875 570 354-1100 Parking Citations 240 -57.89% 475 950 1,650 1,875 354-1200 False Alarm Fines 1,150 -38.67% 2,750 - 1,750 - 366-3010 Designated Donations - 0.00% 23,730 - - 138,431 1592-331-1200 Federal COPS Grant - -100.00% $ 290,683 $ 257,691 $ 271,059 $ 388,197 TOTAL REVENUES $ 241,460 -37.80% Personal Services: 55.66 55.66 61.90 64.90 Number of Funded Employees (FTE's) 66.10 105,765 68,790 88,429 91,531 521-1100 Executive Salaries 93,727 2.40% 2,083,449 2,127,944 2,251,835 2,603,202 521-1200 Regular Salaries 2,635,620 1.25% - 1,678 866 1,191 521-1201 Service Awards 432 -63.73% - 650 100 - 521-1202 Incentive/Merit Pay - 0.00% 113,615 67,807 - 75,979 521-1300 Part-Time Wages 87,838 15.61% 99,007 113,966 168,416 144,853 521-1400 Salaries - Overtime 176,589 21.91% 67,439 64,366 68,295 65,885 521-1401 Salaries - Overtime Holiday Worked 69,046 4.80% 51,270 44,021 57,180 104,317 521-1501 Incentive Pay 113,513 8.82% 3,106 2,198 3,890 3,600 521-1507 Clothing Allowance 5,400 50.00% 146,138 152,622 153,484 166,056 521-2100 FICA Taxes 169,388 2.01% 34,177 35,694 35,895 38,835 521-2101 Medicare 39,614 2.01% 149,508 122,079 90,711 143,363 521-2200 Retirement Contributions - General Employees 143,058 -0.21% 554,238 506,169 506,474 750,708 521-2201 Retirement Contributions - Police Officers 732,187 -2.47% 175,025 181,303 190,399 175,703 521-2203 Insurance Premium Tax - Police Pension 181,576 3.34% 6,094 10,865 18,873 24,678 521-2204 Retirement Contributions - DC Plan 26,371 6.86% 373,897 367,051 375,530 505,996 521-2300 Dental, Life & Health Insurance 518,064 2.38% 45,848 52,254 55,472 63,704 521-2400 Worker's Compensation 76,103 19.46% (42,945) (52,210) (51,636) - 521-1298 Salary Allocation Reimb from CRA Fund - 0.00% $ 3,965,631 $ 3,867,249 $ 4,014,213 $ 4,959,600 Total Personal Services $ 5,068,526 2.20% Operating Expenditures: 87,451 88,419 71,160 99,000 521-3100 Professional Services 95,408 -3.63% 425 1,575 375 1,500 521-3101 Legal 1,500 0.00% 65 350 376 1,000 521-3510 Information & Evidence 1,000 0.00% - 3,393 16,477 25,000 521-4000 Travel and Per Diem 25,000 0.00% 24,086 32,900 98,634 28,961 521-4100 Communication Services 30,211 4.32% 1,096 959 1,110 1,250 521-4200 Postage 1,250 0.00% 45,453 47,993 44,760 40,633 521-4300 Utilities 44,760 10.16% 7,876 3,559 3,737 1,190 521-4400 Rentals & Leases 3,709 211.72% 20,362 16,707 13,595 79,446 521-4610 Maintenance Contracts 76,262 -4.01% 27,209 29,686 28,708 42,000 521-4620 Vehicle Repair 37,000 -11.90% 576 7,888 2,373 5,000 521-4630 Equipment Repair 3,000 -40.00% 794 105 - - 521-4640 Building Maintenance - 0.00% 2,313 1,075 2,533 2,350 521-4700 Printing & Binding 2,350 0.00% 61 (154) 135 1,000 521-4904 Wrecker Expense 1,000 0.00% 51 - - 521-4915 Legal Advertising - 0.00% 6,367 4,584 6,540 10,000 521-5100 Office Supplies 8,500 -15.00% 30,860 22,638 75,610 61,500 521-5200 Operating Supplies 61,500 0.00% 102,021 73,073 89,776 83,205 521-5204 Fuel & Oil 89,776 7.90% 14,077 20,903 62,596 30,750 521-5210 Uniform Expense 30,175 -1.87% 0800-Police 8/16/2018 10:30 AM 74  001 GENERAL FUND - 0800 POLICE Actual Budget 2017-18 2018-19 % 2014-15 2015-16 2016-17 Adopted Adopted Change 8,453 11,848 21,598 20,000 521-5213 Ammunition Expense 20,000 0.00% 887 1,066 1,480 - 521-5222 Explorer Post Spending - 0.00% 835 3,199 225 - 521-5223 Citizen Police Academy Alumni Donation Spending - 0.00% 274 - 297 - 521-5224 Coin/Pin Donation Spending - 0.00% 2,964 - 1,363 - 521-5226 Designated Donation Spending - 0.00% 725 19,478 1,985 500 521-5231 Computer Hardware/Software 500 0.00% 2,534 2,065 52,752 8,200 521-5233 Tools/Guns 5,200 -36.59% - 81 475 450 521-5250 Operating Supplies - Grounds Maintenance 450 0.00% 4,835 5,070 7,604 8,935 521-5400 Books, Dues & Publications 7,550 -15.50% - 4,045 19,475 25,000 521-5500 Training 25,000 0.00% $ 392,601 $ 402,553 $ 625,749 $ 576,870 Total Operating Expenditures $ 571,101 -1.00% Capital Outlay: - 1,241 - - 521-6402 Equipment - 0.00% 361,431 245,882 373,320 297,000 521-6403 Passenger Vehicles 176,000 -40.74% - 2,825 17,431 - 521-6406 Specialized Equipment - 0.00% 8,724 - 58,825 - 521-6420 Computer Hardware/Software - 0.00% $ 370,155 $ 249,948 $ 449,576 $ 297,000 Total Capital Outlay $ 176,000 -40.74% Capital Improvements Program: $ - $ - $ - $ - Total Capital Improvements Program $ - 0.00% Debt Service 151,233 149,925 150,870 149,331 581-9121 Transfer to Debt Service Fund 149,331 0.00% 2013 Revenue Note -Municipal Facilities Police- yr 6 of 18 Phone System Lease - year 6 of 6 $ 151,233 $ 149,925 $ 150,870 $ 149,331 Total Debt Service $ 149,331 0.00% $ 4,879,620 $ 4,669,676 $ 5,240,408 $ 5,982,800 TOTAL EXPENSES $ 5,964,958 -0.30% $ (4,588,936) $ (4,411,985) $ (4,969,349) $ (5,594,604) NET REVENUE / (EXPENSE) $ (5,723,498) 2.30% 0800-Police 8/16/2018 10:30 AM 75 POLICE Share of City Budget $5,964,958, 12.5% 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 06/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY19) 2014-15 2015-16 2016-17 2017-18 2017-18 2018-19 Respond Promptly to Calls for Service Sworn Officers per 1,000 Citizens 1.96 1.95 1.96 1.96 2.25 2.25 Response Time: Top Priority Calls (min:sec, call received to on-scene) 1:34 1:45 2:02 2:29 2:25 2:20 Protect Life and Property Increase number of Subscribers into the RUOK Program na na na 1 100% 100% Promote Community Involvement Citizens Police Academy Participants (# of attendees) 18 0 11 0 15 0 Create Business Watch Program (# of business) na na na 0 na 10 Training Increase Supervisor Training na na na 1 na 8 Increase Officer Training na na na 23 na 20 Increase Dispatch Training na na na 2 na 4 Complete CIT Training for all Sworn Officers na na na 2 na 14 Achieve average response times (call received to officer on-scene) of under 2 minutes for top priority calls, under 4 minutes for medium priority
calls, and under 6-1/2 minutes for low priority calls. Increase RUOK subscribers by 100% and respond within one hour to check on any RUOK subscriber who fails to acknowledge the verification
call.
Conduct house checks for all subscribing citizens.
Conduct a Honorary Officer Police Experience Academy with at least 15 participants. FUTURE GOALS (FY20 & FY21)
Enroll all qualified citizens in RUOK Program by active community engagement through social media and officer identification and contact.
Conduct a Honorary Officer Police Experience Academy annually with at least 15 participants.
Develop and Conduct one Junior Officer Police Experience Academy annually with 10 participants. PRIOR YEAR ACCOMPLISHMENTS (FY18) FWBPD underwent a significant organizational restructuring and deployment change in an effort to increase accountablity and streamlining the
communication process. This created a more effective and efficient process dealing with organizational equipment accoutability. FWBPD Street Crimes Unit conducted numerous investigative activities, to include issues with Carson Drive SE. These activities reduced the
number of violent criminal acts in the Carson Dr. SE area. Their activities within the City recovered multiple kinds of narcotics with a street value of $177,611.75; the recovery of 36 firearms and weapons; and the arrest of #211 of narcotics dealers and users. The Communications Center upgrade was completed and is in full operation.
Department training for the Department employees (sworn and un-sworn) was increased to allow for better trained personnel. Multiple promotions within the swon officer ranks. Three officers were recognized and presented awards for leading in the number of DUI arrests made during the previous calendar year. The top
three FWBPD officers had a combined 55 DUI and narcotics arrests in calendar year 2017. 76 77  001 GENERAL FUND - 0900 FIRE Actual Budget 2017-18 2018-19 % 2014-15 2015-16 2016-17 Adopted Adopted Change Revenues: 205,007 205,007 204,568 205,007 312-5100 Insurance Premium Tax - Fire Pension 204,568 -0.21% 5,471 5,471 4,534 4,663 329-2010 Fire Safety Plan Review 3,445 -26.12% 7,615 7,615 10,713 12,065 335-2100 Fire Supplemental Compensation 10,790 -10.57% 720 720 1,125 945 342-2200 Safety Permits & Licenses 945 0.00% 23,491 23,491 21,506 20,699 342-2700 Annual Safety Inspection Fees 26,734 29.16% - 2,611 1,217 - 366-1060 Contributions/Donations - 0.00% $ 242,304 $ 244,916 $ 243,663 $ 243,379 TOTAL REVENUES $ 246,482 1.27% Personal Services: 38.00 38.00 37.00 37.00 Number of Funded Employees (FTE's) 37.00 95,912 101,619 99,311 101,614 522-1100 Executive Salaries 104,053 2.40% 1,698,835 1,706,709 1,825,164 2,093,887 522-1200 Regular Salaries 2,027,867 -3.15% - 704 541 - 522-1201 Service Awards 648 100.00% - - 600 21,462 522-1202 Incentive Pay 26,350 22.77% 239,912 236,318 256,493 239,162 522-1400 Salaries - Overtime 239,162 0.00% 61,918 60,127 71,476 70,041 522-1401 Salaries - Overtime Holiday Supplement 70,041 0.00% 16,400 16,072 20,491 15,509 522-1501 Incentive Pay 15,509 0.00% 12,000 734 305 - 522-1506 Paramedic Pay - 0.00% - 11,500 8,092 - 522-1508 Battalion Chief Pay - 0.00% 126,752 126,335 135,592 129,370 522-2100 FICA Taxes 123,565 -4.49% 29,643 29,546 31,711 30,254 522-2101 Medicare 28,898 -4.48% 10,484 10,150 12,603 20,074 522-2200 Retirement Contributions - General Employees 19,651 -2.11% 672,369 744,019 794,144 1,089,746 522-2202 Retirement Contributions - Firefighters 1,016,560 -6.72% 205,007 201,904 204,568 205,007 522-2203 Insurance Premium Tax - Fire Pension 204,568 -0.21% 249,878 233,883 277,989 328,717 522-2300 Dental, Life & Health Insurance 335,060 1.93% 66,246 70,973 77,265 77,607 522-2400 Worker's Compensation 96,877 24.83% $ 3,485,357 $ 3,550,594 $ 3,816,345 $ 4,422,449 Total Personal Services $ 4,308,808 -2.57% Operating Expenditures: 20,378 27,167 28,170 23,795 522-3100 Professional Services 25,265 6.18% 1,205 - 14,146 13,500 522-3102 Employee Physicals & Immunizations 15,000 11.11% 4,798 5,788 6,038 5,861 522-3400 Other Services - -100.00% 531 - 1,408 10,000 522-4000 Travel and Per Diem 10,000 0.00% 11,153 15,866 17,092 12,739 522-4100 Communication Services 12,739 0.00% 297 172 141 510 522-4200 Postage 500 -1.96% 43,281 41,273 41,990 37,610 522-4300 Utilities 41,990 11.65% 2,409 2,464 2,645 1,452 522-4400 Rentals & Leases 1,452 0.00% 11,559 10,306 12,753 15,361 522-4610 Maintenance Contracts 15,149 -1.38% 30,779 26,211 67,420 29,500 522-4620 Vehicle Repair 51,000 72.88% 5,127 7,708 4,105 9,000 522-4630 Equipment Repair 10,000 11.11% 3,273 - - - 522-4640 Building Maintenance - 0.00% 800 526 1,044 1,000 522-4700 Printing & Binding 1,000 0.00% 753 887 756 1,200 522-5100 Office Supplies 1,200 0.00% 31,846 88,989 38,590 40,300 522-5200 Operating Supplies 40,500 0.50% 22,014 15,012 16,245 16,132 522-5204 Fuel & Oil 16,245 0.70% 14,163 12,970 13,746 12,360 522-5210 Uniform Expense 12,360 0.00% 706 550 574 725 522-5216 Medical Supplies 3,000 313.79% - - 1,202 - 522-5224 Donation Spending 0.00% 874 1,364 434 - 522-5231 Computer Hardware/Software - 0.00% 7,028 11,524 3,506 3,000 522-5234 Safety Supplies/Equipment 3,000 0.00% - - 475 - 522-5250 Operating Supplies - Grounds Maintenance - 0.00% - - 1,000 - 522-5261 Fire Dept Open House 1,000 100.00% 2,506 2,098 1,986 1,600 522-5400 Books, Dues & Publications 1,700 6.25% 5,649 5,318 7,995 9,000 522-5500 Training 9,000 0.00% 42,113 470,638 - - Grant-Related Expenses - 0.00% 0900-Fire 8/16/2018 10:30 AM 78  001 GENERAL FUND - 0900 FIRE Actual Budget 2017-18 2018-19 % 2014-15 2015-16 2016-17 Adopted Adopted Change $ 263,242 $ 746,832 $ 283,461 $ 244,645 Total Operating Expenditures $ 272,100 11.22% Capital Outlay: - 25,080 24,290 - 522-6402 Equipment 6,800 100.00% 35,662 29,899 1,019 - 522-6403 Passenger Vehicles - 0.00% 436,920 - - - 522-6404 Trucks - 0.00% 2,063 - - - 522-6405 Communication Equipment 12,800 100.00% 40,534 - 5,025 - 522-6407 Fire Equipment - 0.00% 2,158 - - - 522-6420 Computer Hardware/Software - 0.00% - - 8,155 - 522-7200 Interest Payments - 0.00% $ 517,336 $ 54,979 $ 38,489 $ - Total Capital Outlay $ 31,100 100.00% Debt Service 191,861 191,239 191,922 246,431 581-9121 Transfer to Debt Service Fund 246,431 0.00% 2011 Cap Imp Rev Note -Ladder Truck- yr 8 of 10 2013 Revenue Note -Municipal Facilities Fire- yr 6 of 18 Phone System Lease - year 6 of 6 2015 Interfund Loan -Fire Pumper- yr 5 of 10 $ 191,861 $ 191,239 $ 191,922 $ 246,431 Total Debt Service $ 246,431 0.00% $ 4,457,796 $ 4,543,644 $ 4,330,217 $ 4,913,525 TOTAL EXPENSES $ 4,858,439 -1.12% $ (4,215,492) $ (4,298,728) $ (4,086,554) $ (4,670,146) NET REVENUE / (EXPENSE) $ (4,611,957) -1.25% 0900-Fire 8/16/2018 10:30 AM 79 FIRE Share of City Budget $4,858,439, 10.4% DESCRIPTION Fire Department functions include fire suppression, regulation, prevention, and inspection; emergency medical services, vehicle extrication; technical rescue; and hazardous materials response. The department coordinates the City's Emergency Management and Preparedness efforts and conducts public education efforts to prepare citizens to learn ways to better protect themselves from the ravages of fire and disaster. A Citizens Emergency Response Team (CERT) Program is conducted to educate citizens about safety and how to assist the community in the aftermath of a disaster. MISSION Ensure that fire prevention and suppression is paramount; advance life support service provides the best treatment available; the City is prepared to address major emergencies and disasters. Actual YTD thru 06/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY19) 2014-15 2015-16 2016-17 2017-18 2017-18 2018-19 Respond Promptly to Calls for Service Response Time Under 5 Minutes (dispatch to on-scene) 77% 71% 76% 64% >75% >74% Fire Code Review of Construction Plans Completed within 5 Business Days 100% 100% 100% 100% >90% >89% Minimize Injuries, Death, and Property Destruction One & Two Family Residential Structure Fires Confined to Room of Origin 53% 75% 73% 58% >75% >70% Patients in Full Cardiac Arrest Who Regain a Specified Heart Rhythm 21% 25% 38% 55% >15% >19% Reduce Liability Exposure Fire Personnel Injuries with Time Lost per 1000 Incidents 0.60 0.02 0.37 0.00 <0.5 < 0.5 Property Damage and Equipment Loss $375 $1,000 $5,600 $200 <$2000 < $2,000 Promote Community Involvement Events, Programs, Outreach Initiatives 54 50 103 39 >50 >49
Achieve a response time (dispatch to on-scene arrival) of under 5 minutes at least 80% of the time.
Complete Fire Code review of construction plans within 5 business days of submission at least 80% of the time.
Ensure patients in full cardiac arrest regain a specified heart rhythm prior to ambulance arrival at least 15% of the time.
Decrease the number of on-the-job injuries through implementation of a comprehensive department Safety Program and implementation of appropriate safety rules, regulations, and guidelines.
Conduct or attend at least 50 community and public relations events. FUTURE GOALS (FY20 & FY21)
Position the fire department so that it's less dependent on outside resources to accomplish its primary mission.
Complete the construction of a classroom/storage building at the Fire Training Facility
Review and update Continuity of Operations Plans and Comprehensive Emergency Management Plan for the City.
Coordinate National Incident Management training for all Department Directors and those personnel operating at the EOC in times of disaster. Enter into a Public Safety Partnership with the City of Mary Esther for better coverage of the City's western district and Commerce and Technology Pa PRIOR YEAR ACCOMPLISHMENTS (FY18)
Completed Drill Tower and Driving Range components of the new Fire Training Facility.
Hosted a very successful Open House Event for the Fire Department, drawing well over 1,000 residents.
Participated in the countywide Flood Disaster Exercise
Completed review by ISO for establishment of new Public Protection Classification 80 81  001 GENERAL FUND - 1000 RECREATION Actual Budget 2017-18 2018-19 % 2014-15 2015-16 2016-17 Adopted Adopted Change Revenues: 109,237 109,237 133,735 110,978 347-2000 Program Revenue 133,735 20.51% 16,402 16,402 37,244 46,987 347-2011 Program Revenue - Not City Staff Provided 37,244 -20.74% 28,225 28,225 31,120 29,423 347-2100 Sponsorship Revenue 36,001 22.36% 19,856 19,856 21,357 19,782 347-2200 Rentals - Auditorium, Rec Centers, etc. 21,071 6.52% 14,755 14,755 20,775 27,359 347-2210 Rentals tax-exempt - Auditorium, Rec Centers, etc. 12,980 -52.56% - - - 15,000 347-2300 Concession Revenue - -100.00% - - 42,277 36,724 347-5610 Memberships 46,884 27.67% 1,435 1,435 2,030 2,030 347-4030 Holiday Parade Entry Fee 2,100 3.45% - 1,186 14,173 - 366-1000 Contributions/Donations - 0.00% 288,401 288,401 - - 366-5010 Donations - Long Term Projects - 0.00% $ 478,312 $ 479,497 $ 302,711 $ 288,282 TOTAL REVENUES $ 290,015 0.60% Personal Services: 12.64 12.64 12.40 11.50 Number of Funded Employees (FTE's) 12.70 90,084 95,504 94,696 96,397 572-1100 Executive Salaries 98,710 2.40% 296,025 290,774 368,456 306,265 572-1200 Regular Salaries 344,135 12.37% - 108 271 54 572-1201 Service Awards - -100.00% - - 100 - 572-1202 Incentive/Merit Pay - 0.00% 42,238 66,434 - 73,364 572-1300 Part-Time Wages 84,318 14.93% 3,243 8,171 9,616 - 572-1400 Salaries - Overtime - 0.00% - - 1,701 2,407 572-1502 Fitness Cert/Teacher - -100.00% 24,942 26,943 27,311 27,332 572-2100 FICA Taxes 29,960 9.61% 5,833 6,301 6,387 6,392 572-2101 Medicare 7,007 9.62% 61,100 55,533 61,854 98,894 572-2200 Retirement Contributions 97,485 -1.43% 11,402 12,089 15,050 15,593 572-2204 Retirement Contributions - DC Plan 18,117 16.19% 53,044 57,715 61,235 65,803 572-2300 Dental, Life & Health Insurance 82,129 24.81% 10,509 13,275 13,668 13,948 572-2400 Worker's Compensation 18,993 36.17% $ 598,419 $ 632,847 $ 660,345 $ 706,448 Total Personal Services $ 780,854 10.53% Operating Expenditures: 11,213 7,736 9,803 7,900 572-3100 Professional Services 11,100 40.51% 79,545 90,782 109,612 66,000 572-3400 Other Services 59,500 -9.85% 15,267 28,864 28,687 50,300 572-3407 Program Instruction 48,300 -3.98% - - - 5,000 572-3450 Other Services - Grounds Maintenance 5,000 0.00% 1,119 928 1,194 2,700 572-4000 Travel and per Diem 1,500 -44.44% 5,618 4,460 4,318 5,278 572-4100 Communication Services 5,553 5.21% 346 279 250 100 572-4200 Postage 100 0.00% 105,598 203,419 209,909 192,199 572-4300 Utilities 209,909 9.21% 5,846 6,248 10,792 10,531 572-4400 Rentals & Leases 9,631 -8.55% 3,103 4,794 4,544 4,570 572-4610 Maintenance Contracts 4,510 -1.31% 424 206 488 350 572-4620 Vehicle Repair 350 0.00% 377 1,447 502 400 572-4630 Equipment Repair 400 0.00% 15,108 4,950 - - 572-4640 Building Maintenance - 0.00% 16,540 - - - 572-4650 Grounds Maintenance - 0.00% 210 35 175 600 572-4700 Printing and Binding - -100.00% - 20 - - 572-4801 Special Events - 0.00% 2,129 2,760 2,731 4,000 572-5100 Office Supplies 4,000 0.00% 14,741 18,718 12,853 24,950 572-5200 Operating Supplies 26,750 7.21% 2,851 4,492 4,585 5,051 572-5204 Fuel & Oil 4,585 -9.23% 14,010 21,612 15,196 24,325 572-5207 Program Expense 13,025 -46.45% 44,296 32,118 38,846 34,550 572-5208 Sponsorship Expense 42,550 23.15% 1,386 1,437 1,658 1,400 572-5210 Uniform Expense 1,400 0.00% 96 959 2,785 4,240 572-5224 Donation Spending - -100.00% - - 7,502 - 572-5226 Designated Donation Spending - 0.00% 1,292 682 1,322 - 572-5231 Computer Hardware/Software - 0.00% 1000-Recreation 8/16/2018 10:34 AM 82  001 GENERAL FUND - 1000 RECREATION Actual Budget 2017-18 2018-19 % 2014-15 2015-16 2016-17 Adopted Adopted Change 115 - - - 572-5233 Tools - 0.00% - 24,695 - - 572-5250 Operating Supplies - Grounds Maintenance - 0.00% - - 260 - 572-5266 Designated Donation Spending Senior - 0.00% 209 486 299 505 572-5400 Books, Dues & Publications 505 0.00% 2,243 425 590 1,325 572-5500 Training 1,325 0.00% $ 343,678 $ 462,553 $ 468,901 $ 446,274 Total Operating Expenditures $ 449,993 0.83% Capital Outlay: - 243,905 17,717 - 572-6257 Buildings - 0.00% 487,646 80,516 - - 572-6310 Improvements Other Than Building 65,000 100.00% - - - 572-6401 Office Furniture & Fixtures - 0.00% 77,638 17,633 48,153 - 572-6402 Equipment - 0.00% 23,443 26,087 - - 572-6404 Machinery & Equipment 25,000 100.00% - - - - 572-6406 Tennis Center Park Equipment Replacement - 0.00% 1,082 - - - 572-6420 Computer Hardware/Software - 0.00% $ 589,808 $ 368,140 $ 65,870 $ - Total Capital Outlay $ 90,000 100.00% Capital Improvements Program: 4,140,717 272,523 - - Prior Years Capital Improvement Program - 0.00% $ 4,140,717 $ 272,523 $ - $ - Total Capital Improvements Program $ - 0.00% Debt Service 346,747 337,045 337,030 335,626 581-9121 Transfer to Debt Service Fund 335,626 0.00% 2013A Bank Loan -Recreation Complex- yr 6 of 15 Phone System Lease - year 6 of 6 2015 Rec Ctr Fitness Equipment- yr 5 of 5 $ 346,747 $ 337,045 $ 337,030 $ 335,626 Total Debt Service $ 335,626 0.00% $ 6,019,369 $ 2,073,108 $ 1,532,146 $ 1,488,348 TOTAL EXPENSES $ 1,656,473 11.30% $ (5,541,058) $ (1,593,611) $ (1,229,435) $ (1,200,067) NET REVENUE / (EXPENSE) $ (1,366,458) 13.87% 1000-Recreation 8/16/2018 10:34 AM 83 RECREATION Share of City Budget $1,656,474, 3.8% DESCRIPTION Recreation manages a brand new 33,000 sq. ft. Recreation Center with a 10-field Athletic Complex, the FWB Library, Heritage Park and Cultural Center, Parks & ROW Maintenance, the Cemetery, and the FWB Golf Club. Football, baseball, basketball, soccer, and softball leagues are held at he facilities. Recreation centers offer a variety of crafts and exercise classes, after school programs, and summer day camps. Special events are held throughout the year. Tennis Center and BMX are contracted. MISSION Provide recreational and athletic opportunities to adults and youth alike. Actual YTD thru 06/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY19) 2014-15 2015-16 2016-17 2017-18 2017-18 2018-19 Provide Diverse Recreational Opportunities Youth After School Participants (Total registrations) 126 116 120 99 45 45 Youth After School Program Capacity 65% 68% 67% 75% 100% 100% Adult & Youth Sports Teams Participants 219 273 328 218 215 225 Adult & Youth Sports Teams with Sponsors 100% 100% 100% 100% 100% 100%
Complete Phase 2 with 4 Sand Volleyball Courts, Handicap Parking, and lighting
Reached maximum capacity with Summer Recreation numbers
Installed 12 online Camera System FUTURE GOALS (FY20 & FY21)
Build additional multipurpose fields on Hollywood blvd - Opening up Gateway to Athletic Complex PRIOR YEAR ACCOMPLISHMENTS (FY18)
Completed Volleyball Complex
Completed Ferry Park Renovation
Had 500 teams from out of state play at the Preston Hood Athletic Complex from May-July
Completed an agreement with USTA to manage the FWB Tennis Center and local Tennis programs 84 85  001 GENERAL FUND - 1010 PARKS Actual Budget 2017-18 2018-19 % 2014-15 2015-16 2016-17 Adopted Adopted Change Revenues: 15,633 39,664 35,957 22,277 347-2200 Rentals - Liza Jackson 35,957 61.41% 5,625 14,530 17,314 14,278 347-2210 Rentals tax-exempt - Liza Jackson 17,314 21.26% 1,535 - - - 347-4010 Spec Evt - Landing - 0.00% 5,770 - - 100 347-4020 Spec Evt - tax-exempt - Landing 25 -75.00% 8,453 - - - 347-5910 Boat Launch Fee - 0.00% 5,007 6,026 4,730 4,913 362-1000 Rentals & Leases 2,484 -49.44% - 45,000 - - 366-1000 Contributions/Donations - 0.00% $ 42,023 $ 105,220 $ 58,001 $ 41,568 TOTAL REVENUES $ 55,780 34.19% Personal Services: 10.00 10.00 10.00 10.25 Number of Funded Employees (FTE's) 12.00 298,884 317,789 304,822 312,517 572-1200 Salaries 398,245 27.43% - - 325 108 572-1201 Service Awards 432 300.00% - 108 - - 572-1202 Incentive/Merit Pay - 0.00% 4,859 5,925 2,780 4,000 572-1400 Salaries - Overtime 4,000 0.00% 300 196 239 - 572-1401 Salaries - Overtime Holiday Worked - 0.00% 17,502 18,704 18,961 18,094 572-2100 FICA Taxes 22,545 24.60% 4,093 4,374 4,434 4,231 572-2101 Medicare 5,272 24.60% 64,280 64,437 65,506 80,025 572-2200 Retirement Contributions 99,296 24.08% 5,327 2,490 6,171 9,123 572-2204 Retirement Contributions - DC Plan 11,272 23.56% 58,868 62,030 65,045 78,174 572-2300 Dental, Life & Health Insurance 104,141 33.22% 9,384 10,965 10,379 10,065 572-2400 Worker's Compensation 16,546 64.39% $ 463,496 $ 487,019 $ 478,662 $ 516,338 Total Personal Services $ 661,750 28.16% Operating Expenditures: - 600 - 280 572-3100 Professional Services 280 0.00% - - 2,959 - 572-3400 Other Services 0.00% 6,385 14,620 27,150 28,390 572-3450 Other Services - Grounds Maintenance 33,390 17.61% - - - - 572-4000 Travel and Per Diem - 0.00% 2,244 3,168 2,548 3,412 572-4100 Communication Services 3,412 0.00% 84,858 78,049 78,744 75,248 572-4300 Utilities 78,744 4.65% - 5,730 10,683 1,200 572-4400 Rentals & Leases 1,200 0.00% 531 550 568 590 572-4610 Maintenance Contracts 610 3.39% 5,219 6,468 4,403 2,300 572-4620 Vehicle Repair 3,300 43.48% 7,346 10,207 15,031 12,300 572-4630 Equipment Repair 12,900 4.88% 140 - - - 572-4640 Building Maintenance - 0.00% 7,278 7,257 20,962 11,650 572-5200 Operating Supplies 11,650 0.00% 18,170 12,955 13,849 10,364 572-5204 Fuel & Oil 15,349 48.10% 686 582 750 600 572-5210 Uniform Expense 600 0.00% - - - 350 572-5231 Computer Hardware/Software - -100.00% 3,767 4,044 6,867 5,900 572-5233 Tools 8,000 35.59% 986 1,371 1,261 2,000 572-5234 Safety Supplies/Equipment 2,000 0.00% - 51,177 60,671 60,730 572-5250 Operating Supplies - Grounds Maintenance 70,730 16.47% 210 110 - 200 572-5400 Books, Dues & Publications 200 0.00% 155 - 50 350 572-5500 Training 350 0.00% $ 137,975 $ 196,889 $ 246,496 $ 215,864 Total Operating Expenditures $ 242,715 12.44% Capital Outlay: 8,435 - - - 572-6214 Building Improvements - 0.00% 3,880 44,068 15,571 100,000 572-6310 Improvements Other Than Building - -100.00% 43,779 - - - 572-6370 Irrigation Systems - 0.00% 2,073 - 11,600 69,000 572-6402 Equipment - -100.00% - 41,528 45,733 - 572-6404 Trucks - 0.00% - 69,560 - 45,000 572-6406 Specialized Equipment - -100.00% - - - - 572-6420 Computer Hardware/Software - 0.00% 1010-Parks 8/16/2018 10:33 AM 86  001 GENERAL FUND - 1010 PARKS Actual Budget 2017-18 2018-19 % 2014-15 2015-16 2016-17 Adopted Adopted Change $ 58,167 $ 155,156 $ 72,904 $ 214,000 Total Capital Outlay $ - -100.00% Capital Improvements Program: - - - - Prior Years Capital Improvement Program - 0.00% $ - $ - $ - $ - Total Capital Improvements Program $ - 0.00% Debt Service 200,699 214,367 214,356 214,391 581-9121 Transfer to Debt Service Fund 214,391 0.00% 2013A Bank Loan -Recreation Complex Fields- yr 6 of 15 Phone System Lease - year 6 of 6 $ 200,699 $ 214,367 $ 214,356 $ 214,391 Total Debt Service $ 214,391 0.00% $ 860,338 $ 1,053,431 $ 1,012,418 $ 1,160,592 TOTAL EXPENSES $ 1,118,856 -3.60% $ (818,315) $ (948,211) $ (954,417) $ (1,119,025) NET REVENUE / (EXPENSE) $ (1,063,076) -5.00% 1010-Parks 8/16/2018 10:33 AM 87 PARKS Share of City Budget $1,118,856, DESCRIPTION 2.6% 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 06/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY19) 2014-15 2015-16 2016-17 2017-18 2017-18 2018-19 Ensure Parks are Safe, Functional, and Attractive Park Rentals - Liza Jackson, Landing, Chester Pruitt Park 361 365 373 299 350 375 Field Rentals 162 535 271 203 275 300 Controller Monitors Connected to I.Q. Irrigation Central Control System 40% 74% 90% 30% 75% 75%
Resurface 4 courts at FWB Tennis Center
Construct buidling addition at FWb Tennis Center
Renovate Parks yard with new building and storage FUTURE GOALS (FY20 & FY21)
Add more parking for Athletic Complex
Add additional fields on Hollywood Blvd PRIOR YEAR ACCOMPLISHMENTS (FY18)
Install Volleyball Courts at Rec Complex
Replace Garniers Beach Playground
Replace Pier and Boardwalk at Liza Jackson Park 88 89  001 GENERAL FUND - 1015 RIGHT-OF-WAY Actual Budget 2017-18 2018-19 % 2014-15 2015-16 2016-17 Adopted Adopted Change Revenues: 43,774 43,774 - 43,774 344-9007 DOT Right-of-Way Maintenance Contract 43,774 0.00% $ 43,774 $ 43,774 $ - $ 43,774 TOTAL REVENUES $ 43,774 0.00% Personal Services: 1.00 1.00 1.00 2.00 Number of Funded Employees (FTE's) 1.00 39,730 34,855 27,830 69,181 541-1200 Salaries 37,208 -46.22% - 19 282 20 541-1400 Salaries - Overtime 20 0.00% 2,150 2,117 1,715 4,081 541-2100 FICA Taxes 2,307 -43.47% 503 495 401 954 541-2101 Medicare 539 -43.46% 12,527 8,395 - 18,393 541-2200 Retirement Contributions - -100.00% - 487 273 2,725 541-2204 Retirement Contributions - DC Plan 1,860 -31.73% 9,798 6,296 593 6,734 541-2300 Dental, Life & Health Insurance 49 -99.27% 2,644 2,378 1,895 4,684 541-2400 Worker's Compensation 3,185 -32.01% $ 67,352 $ 55,042 $ 32,989 $ 106,773 Total Personal Services $ 45,168 -57.70% Operating Expenditures: 57,497 57,497 57,497 57,497 541-3400 Other Services 57,497 0.00% - - 32,694 1,200 541-3450 Other Services - Grounds Maintenance 1,200 0.00% 1,530 891 826 852 541-4100 Communication Services 852 0.00% 24,935 16,573 14,235 14,552 541-4300 Utilities 14,235 -2.18% 1,404 2,811 2,723 1,300 541-4620 Vehicle Repair 1,300 0.00% 6,171 7,627 3,563 4,130 541-4630 Equipment Repair 4,130 0.00% 3,454 3,451 2,818 3,100 541-5200 Operating Supplies 3,075 -0.81% 6,075 4,219 4,455 4,105 541-5204 Fuel & Oil 4,455 8.53% 43 - - 60 541-5210 Uniform Expense 60 0.00% 211 - - - 541-5231 Computer Hardware/Software - 0.00% 2,307 2,616 2,757 3,700 541-5233 Tools 3,700 0.00% 181 191 137 200 541-5234 Safety Supplies/Equipment 200 0.00% - 3,417 6,443 8,200 541-5250 Operating Supplies - Grounds Maintenance 7,200 0.00% 25 - - - 541-5400 Books, Dues & Publications - 0.00% - - 180 150 541-5500 Training 150 0.00% $ 103,833 $ 99,292 $ 128,328 $ 99,046 Total Operating Expenditures $ 98,054 -1.00% Capital Outlay: - 20,643 7,086 - 541-6402 Equipment - 0.00% $ - $ 20,643 $ 7,086 $ - Total Capital Outlay $ - 0.00% $ 171,186 $ 174,978 $ 168,403 $ 205,819 TOTAL EXPENSES $ 143,222 -30.41% $ (127,412) $ (131,204) $ (168,403) $ (162,045) NET REVENUE / (EXPENSE) $ (99,448) -38.63% 1015-ROW 8/16/2018 10:33 AM 90 RIGHT-OF-WAY Share of City Budget $143,222, 0.3% DESCRIPTION Right-of-Way landscapes and maintains areas along City roadways and rights-of-way. Activities include mowing, edging, litter control, irrigation, and fertilization. MISSION Maintain and beautify the City’s medians and rights-of-way. Actual YTD thru 06/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY19) 2014-15 2015-16 2016-17 2017-18 2017-18 2018-19 Maintain Tree City Designation Per Capita Spending for Tree City Designation $2.06 $2.54 $2.23 Annual Figure $2.00 $2.00
Define City ROW areas FUTURE GOALS (FY20 & FY21)
Develop colored map to show ROW areas taken care of by DOC #1, DOC #2, and Contractor PRIOR YEAR ACCOMPLISHMENTS (FY18)
Hired company to prune all low lying limbs in the City hanging over the streets and sidewalks.
Contracted Downtown median and trash maintenance to help beautify the area 91  001 GENERAL FUND - 1040 GOLF CLUB Actual Budget 2017-18 2018-19 % 2014-15 2015-16 2016-17 Adopted Adopted Change Revenues: 608,722 608,722 600,422 625,946 347-5000 Greens Fees 646,155 3.23% 8,572 8,572 3,228 3,175 347-5020 Tournament Fees 500 -84.25% - - 42,695 40,722 347-5025 Tournament Fees - Tax Exempt 25,389 -37.65% - - - - 347-5099 GolfNow/Comp Green Fees 65,383 100.00% 100,142 100,142 104,647 113,208 347-5100 Membership Fees 104,599 -7.60% 536,649 536,649 500,332 517,787 347-5200 Golf Cart Rental 483,952 -6.53% 991 991 623 850 347-5210 Pull Cart Rental 792 -6.82% - - - - 347-5299 GolfNow/Comp Golf Cart Fees 49,208 100.00% 65,261 65,261 59,092 63,276 347-5300 Driving Range 57,838 -8.59% 73,289 73,289 66,113 28,154 347-5400 Rental and Lease Income - Restaurant & Pro Shop 28,578 1.51% 2,145 2,145 2,070 1,690 347-5510 GHIN Handicapping Service 1,890 11.83% 12,838 12,838 4,694 6,793 347-5900 League Play 6,952 2.34% - - 27,607 21,274 347-5915 Merchandise Sales 31,415 47.67% - - - 50 347-5920 Cash Over/(Under) 50 0.00% 24,600 24,600 26,568 26,568 362-2010 Rental and Lease Income - Tower 26,568 0.00% $ 1,433,209 $ 1,433,209 $ 1,438,092 $ 1,449,493 TOTAL REVENUES $ 1,529,269 5.50% Personal Services: 13.93 13.93 13.81 13.81 Number of Employees (FTE's) 13.96 99,449 95,873 305,411 106,702 572-1200 Regular Salaries 109,840 2.94% - 162 217 108 572-1201 Service Awards - -100.00% 190,424 201,293 - 268,746 572-1300 Part-Time Wages 278,096 3.48% - 123 429 100 572-1400 Salaries - Overtime 100 0.00% 17,558 18,094 18,598 22,853 572-2100 FICA Taxes 23,606 3.29% 4,106 4,231 4,349 5,345 572-2101 Medicare 5,522 3.30% 30,984 30,093 37,539 59,753 572-2200 Retirement Contributions 58,655 -1.84% 8,246 8,257 9,342 9,972 572-2300 Dental, Life & Health Insurance 10,893 9.23% 3,893 4,596 4,705 5,937 572-2400 Worker's Compensation 7,186 21.04% $ 354,660 $ 362,722 $ 380,590 $ 479,516 Total Personal Services $ 493,897 3.00% Operating Expenditures: 29,497 27,801 30,294 42,839 572-3100 Professional Services 42,839 0.00% 1,569 - - - 572-3400 Other Services - 0.00% - - - 2,000 572-3450 Other Services - Grounds Maintenance - 100.00% 3,238 3,329 3,398 3,317 572-4100 Communication Services 3,317 0.00% 180 193 126 100 572-4200 Postage 100 0.00% 82,544 89,117 66,410 67,201 572-4300 Utilities 66,410 -1.18% 112,554 98,659 87,499 89,018 572-4400 Rentals & Leases 90,116 1.23% 1,765 1,524 1,663 1,867 572-4610 Maintenance Contracts 2,023 8.36% 5,156 4,334 980 3,000 572-4630 Equipment Repair 4,000 33.33% - - - - 572-4680 Plant & System Repair 1,750 100.00% 11,145 10,745 14,095 19,500 572-4800 Promotional Activities 15,000 -23.08% - 116,489 - - 572-4899 GolfNow/Comp Golf Rounds & Carts 114,591 100.00% 839 601 565 1,090 572-5100 Office Supplies 1,090 0.00% 18,347 12,434 16,018 15,875 572-5200 Operating Supplies 17,375 9.45% - 4 (40) - 572-5204 Fuel & Oil - 0.00% - - 19,603 - 572-5205 Goods for Resale - 0.00% 85 475 185 1,440 572-5210 Uniform Expense 1,440 0.00% 211 2,046 - - 572-5231 Computer Hardware/Software - 0.00% - - - 4,700 572-5250 Operating Supplies - Grounds Maintenance 4,700 0.00% 2,386 2,661 2,494 2,440 572-5400 Books, Dues & Publications 2,440 0.00% $ 269,514 $ 370,412 $ 243,290 $ 254,387 Total Operating Expenditures $ 367,191 44.34% Capital Outlay: 11,774 - - - 572-6310 Improvements Other Than Building - 0.00% 1,650 - - - 572-6402 Equipment - 0.00% $ 13,424 $ - $ - $ - Total Capital Outlay $ - 0.00% 1040-Golf Ops 8/16/2018 10:33 AM 92  001 GENERAL FUND - 1040 GOLF CLUB Actual Budget 2017-18 2018-19 % 2014-15 2015-16 2016-17 Adopted Adopted Change Capital Improvements Program: $ - $ - $ - $ - Total Capital Improvements Program $ - 0.00% Debt Service: 1,292 1,271 1,271 1,671 581-9121 Transfer to Debt Service Fund 1,671 0.00% Phone System Lease - year 6 of 6 $ 1,292 $ 1,271 $ 1,271 $ 1,671 Total Debt Service $ 1,671 0.00% 638,891 734,405 625,151 735,573 TOTAL EXPENSES 862,759 17.29% 1040-Golf Ops 8/16/2018 10:33 AM 93 GOLF CLUB Share of City Budget $862,759, 2.0% 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 06/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY19) 2014-15 2015-16 2016-17 2017-18 2017-18 2018-19 Ensure Player Satisfaction Active Memberships 409 412 412 340 500 450 Active Youth Memberships 66 70 69 37 100 75 Promote Play During Off-Peak Times Rounds Teeing Off Between Noon and 4pm 16,588 11,145 16,092 14,717 18,000 18,000 % of Rounds Teeing Off Between Noon and 4pm 31% 31% 37% 36% 30% 35% Marketing Rounds Distributed 3298 3300 3283 2521 3000 3000 Marketing Rounds Redeemed 2436 2628 2722 2136 2000 2200 Revenues Generated from Marketing Rounds $126,029 $103,954 $94,430 $127,218 $120,000 $120,000
Get Edwin Watts space leased to company
Remove old buildings off of Country Club. FUTURE GOALS (FY20 & FY21)
Increase membership to 600
Install covered pavilion to increase revenue through rentals and tournaments. PRIOR YEAR ACCOMPLISHMENTS (FY18)
Landscaped the area outside the Veranda
Renovated all practice greens to excellent condition 94 95  001 GENERAL FUND - 1045 GOLF GROUNDS Actual Budget 2017-18 2018-19 % 2014-15 2015-16 2016-17 Adopted Adopted Change Revenues: Revenues Shared with Golf Club Operations Division $ - $ - $ - TOTAL REVENUES $ - 0.00% Personal Services: 16.25 16.25 15.75 15.75 Number of Employees (FTE's) 15.75 389,120 386,904 367,830 460,533 572-1200 Regular Salaries 473,639 2.85% - 217 325 162 572-1201 Service Awards - -100.00% 13,835 13,329 - 39,524 572-1300 Part-Time Wages 19,306 -51.15% 1,678 1,542 568 1,000 572-1400 Salaries - Overtime 1,000 0.00% 2,842 2,635 3,184 2,765 572-1401 Salaries - Overtime Holiday Worked 2,765 0.00% 23,883 23,971 22,292 29,803 572-2100 FICA Taxes 29,175 -2.11% 5,586 5,606 5,214 6,970 572-2101 Medicare 6,823 -2.10% 90,257 85,819 89,762 159,505 572-2200 Retirement Contributions 72,463 -54.57% 5,571 2,972 4,435 9,223 572-2204 Retirement Contributions - DC Plan 19,851 115.23% 47,224 40,610 34,060 73,942 572-2300 Dental, Life & Health Insurance 111,215 50.41% 5,430 6,231 5,761 7,801 572-2400 Worker's Compensation 9,726 24.68% $ 585,424 $ 569,836 $ 533,431 $ 791,228 Total Personal Services $ 745,964 -5.72% Operating Expenditures: 2,304 2,304 2,304 2,496 572-3100 Professional Services 2,496 0.00% 120 115 120 125 572-3400 Other Services 125 0.00% - 50,417 43,260 46,550 572-3450 Other Services - Grounds Maintenance 31,430 -32.48% 595 656 529 588 572-4100 Communication Services 288 -51.02% 9,821 8,521 6,552 5,839 572-4300 Utilities 6,552 12.21% 6,711 11,191 14,995 14,451 572-4400 Rentals & Leases 15,277 5.72% 745 714 732 1,055 572-4610 Maintenance Contracts 1,075 1.90% 608 3,279 1,338 500 572-4620 Vehicle Repair 500 0.00% 33,536 33,880 44,190 31,000 572-4630 Equipment Repair 31,000 0.00% - (694) 149 - 572-4916 Inventory Short/Over - 0.00% 21 16 34 45 572-5100 Office Supplies 45 0.00% 7,786 7,873 7,066 7,450 572-5200 Operating Supplies 8,045 7.99% - (501) 7,424 - 572-5203 Fleet Maintenance Clearing Account - 0.00% 20,802 14,847 16,022 12,629 572-5204 Fuel & Oil 16,022 26.87% 1,472 1,829 1,396 2,295 572-5210 Uniform Expense 2,295 0.00% 211 - - - 572-5231 Computer Hardware/Software - 0.00% 2,761 2,687 3,915 7,000 572-5233 Tools 6,000 -14.29% 1,444 1,483 900 3,400 572-5234 Safety Supplies/Equipment 3,400 0.00% - 242,791 222,717 251,750 572-5250 Operating Supplies - Grounds Maintenance 258,750 2.78% 75 75 425 90 572-5400 Books, Dues & Publications 90 0.00% $ 89,013 $ 381,484 $ 374,068 $ 387,263 Total Operating Expenditures $ 383,390 -1.00% Capital Outlay: 38,007 - - 156,000 572-6402 Equipment - -100.00% $ 38,007 $ - $ - $ 156,000 Total Capital Outlay $ - -100.00% Capital Improvements Program: $ - $ - $ - $ - Total Capital Improvements Program $ - 0.00% Debt Service: 20,386 11,825 3,239 3,240 581-9121 Transfer to Debt Service Fund 3,240 0.00% 2013A Bank Loan -Fairway Sweep/Vac- yr 6 of 10 $ 20,386 $ 11,825 $ 3,239 $ 3,240 Total Debt Service $ 3,240 0.00% 732,830 963,145 910,738 1,337,731 TOTAL EXPENSES 1,132,594 -15.33% 1045-Golf Grounds 8/16/2018 10:32 AM 96 GOLF GROUNDS Share of City Budget $1,132,594… DESCRIPTION The Pines Course offers 18-holes in a challenging layout of over 6,800 yards through a tree-lined, upland pine forest. The Oaks course offers 18-holes over 6,400 yards of narrow fairways lined with oak trees and water hazards. MISSION Provide a quality golf experience to members and visitors through excellent course maintenance. Actual YTD thru 06/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY19) 2014-15 2015-16 2016-17 2017-18 2017-18 2018-19 Reduce Maintenance Costs Out-of-Play Areas with Native Plant Material 15% 16% 15% 15% 15% 15%  Install Covered storage for all new equipment  Level tee boxes on #3 and #15 on Pines Course FUTURE GOALS (FY20 & FY21)  Make #12 and #13 Oaks ponds a natural cord grass retention area.  Landscape renovations out front of clubhouse  Demo old buildings by Country Club Road PRIOR YEAR ACCOMPLISHMENTS (FY18)  Repair bridge decking on #5 Pines, #6 Pines and #17 Oaks  Repair roofs at Maintenance shop  Landscape area out front of Veranda  Have all 36 Greens in good playing condition year round 97  001 GENERAL FUND - 1060 LIBRARY Actual Budget 2017-18 2018-19 % 2014-15 2015-16 2016-17 Adopted Adopted Change Revenues: - - 79,687 73,596 337-7000 Cooperative Funding - Operations 73,596 0.00% - 6,670 - - 337-7005 Library Co-Op Program Revenue - 0.00% 6,125 6,125 5,575 450 341-9110 Passport Fees 450 0.00% 2,025 2,025 1,865 2,505 347-1000 Library Fees 3,660 46.11% 7,005 7,005 5,899 5,794 347-1010 Photo Copy Revenue 6,432 11.02% 425 425 225 188 347-1210 Rentals - Taxable 150 -20.21% 11,648 11,648 10,229 9,745 352-1000 Library Fines 1,000 -89.74% 86 86 302 336 352-1010 Lost Publications 157 -53.27% 123 4,045 4,704 - 366-1000 Contributions/Donations - 0.00% - - - 43,346 389-9600 Approp. from Reserved Fund Bal - Harvey Trust - -100.00% $ 27,436 $ 38,028 $ 108,486 $ 135,959 TOTAL REVENUES $ 85,445 -37.15% Personal Services: 7.92 7.92 8.02 8.72 Number of Funded Employees (FTE's) 8.72 167,687 172,986 270,319 184,016 571-1200 Regular Salaries 188,657 2.52% - - 271 - 571-1201 Service Awards 162 100.00% - 650 600 - 571-1202 Incentive/Merit Pay - 0.00% 89,644 93,967 - 100,147 571-1300 Part-Time Wages 120,762 20.58% 91 100 720 200 571-1400 Salaries - Overtime 200 0.00% 15,961 16,385 16,597 17,355 571-2100 FICA Taxes 18,742 7.99% 3,733 3,832 3,881 4,059 571-2101 Medicare 4,383 7.98% 48,284 41,525 51,945 82,701 571-2200 Retirement Contributions 80,345 -2.85% - 2,622 746 2,725 571-2204 Retirement Contributions - DC Plan 2,865 5.14% 7,645 5,461 7,174 6,528 571-2300 Dental, Life & Health Insurance 13,330 104.20% 645 784 790 851 571-2400 Worker's Compensation 1,039 22.11% $ 333,691 $ 338,311 $ 353,043 $ 398,582 Total Personal Services $ 430,484 8.00% Operating Expenditures: 2,060 2,541 2,348 2,464 571-3100 Professional Services 2,474 0.41% 1,490 1,498 2,281 1,770 571-3400 Other Services 1,770 0.00% - 548 698 700 571-3407 Program Instruction 400 -42.86% - - - 500 571-3450 Operating Supplies - Grounds Maintenance 250 -50.00% 60 471 87 1,260 571-4000 Travel and Per Diem - -100.00% 1,958 1,785 1,903 1,855 571-4100 Communication Services 1,855 0.00% 130 169 340 200 571-4200 Postage 200 0.00% 58,069 61,077 78,425 52,485 571-4300 Utilities 78,425 49.42% 11,549 14,993 15,406 15,528 571-4400 Rentals & Leases 15,528 0.00% 3,080 1,415 1,819 1,815 571-4610 Maintenance Contracts 1,950 7.43% - 1,613 11,000 - 571-4640 Building Maintenance - 0.00% 1,707 2,089 1,716 1,460 571-5100 Office Supplies 1,460 0.00% 16,365 29,475 39,823 16,165 571-5200 Operating Supplies 15,113 -6.51% 1,069 345 493 600 571-5207 Program Expense 600 0.00% 4,063 2,693 909 - 571-5223 Passport Fee Spending - 0.00% 1,301 2,144 3,857 - 571-5224 General Donation Spending - 0.00% - 682 134 - 571-5231 Computer Hardware/Software - 0.00% - 191 - - 571-5250 Grounds Maintenance - 0.00% 635 762 262 262 571-5400 Books, Dues & Publications 262 0.00% 54 300 - 200 571-5500 Training - -100.00% $ 103,590 $ 124,791 $ 161,501 $ 97,264 Total Operating Expenditures $ 120,287 23.67% Capital Outlay: - - 1,246 - 571-6401 Furniture and Fixtures - 0.00% - 2,209 - - 571-6402 Equipment - 0.00% 36,460 34,809 40,117 35,000 571-6600 Books, Publications & Library Materials 35,000 0.00% $ 36,460 $ 37,018 $ 41,363 $ 35,000 Total Capital Outlay $ 35,000 0.00% 1060-Library 8/16/2018 10:32 AM 98  001 GENERAL FUND - 1060 LIBRARY Actual Budget 2017-18 2018-19 % 2014-15 2015-16 2016-17 Adopted Adopted Change $ - $ - $ - $ - Total Capital Improvements Program $ - 0.00% Debt Service 21,081 20,758 20,849 20,718 581-9121 Transfer to Debt Service Fund 20,718 0.00% 2013 Revenue Note -Municipal Facilities Library- yr 6 of 18 Phone System Lease - year 6 of 6 $ 21,081 $ 20,758 $ 20,849 $ 20,718 Total Debt Service $ 20,718 0.00% $ 494,820 $ 520,879 $ 576,756 $ 551,564 TOTAL EXPENSES $ 606,489 9.96% $ (467,384) $ (482,850) $ (468,270) $ (415,604) NET REVENUE / (EXPENSE) $ (521,044) 25.37% 1060-Library 8/16/2018 10:32 AM 99 LIBRARY Share of City Budget $606,489, 1.4% 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 16 computer stations. MISSION Create and foster a comprehensive variety of print and media resources and materials designed to educate and entertain. Actual YTD thru 06/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY19) 2014-15 2015-16 2016-17 2017-18 2017-18 2018-19 Provide Resources to Promote Literacy, Education, & Enrichment Inventoried Collection Per Citizen 3.6 3.6 3.1 annual measure 3.9 3.0 Circulation per Item 2 2 1.8 1.6 2.2 2.5 Circulation per Active Borrower (City and Non-City Residents) 6.4 6.6 6.4 5.4 7.8 7.8 City Residents Who Have an Active Library Card 34% 33% 45.0 annual measure 40% 40%
Create a leaner (ie weeding), more up to date, relevant collection, displayed to entice more readers to check out print and av materials.
Use the existence of the non-print resources, such as the media lab and physcal spaces, to enhance the value of the library to the community. FUTURE GOALS (FY20 & FY21)
Offer a variety of classes, clubs, and events to bring in more youth ages 13-20, using the library's media lab, meeting spaces, and maker
Explore off-site outreach opportunities in the community to encourage library use by young adults and teens PRIOR YEAR ACCOMPLISHMENTS (FY18)
Increased library use by attending outreach events, such as the city's Snowbird Welcome event at the FWB Recreation Center.
Provided popular events, including Harry Potter's birthday, Indie Author Day, children's cooking classes, and Reading Buddies (teen/youth).
Increased overall circulation of materials by 5% with innovative collections, ebook promotion, and targeted collection development.
Enhanced the value of the digital media lab through additional tools, marketing, and promotion. 100 101  001 GENERAL FUND - 1070 MUSEUM Actual Budget 2017-18 2018-19 % 2014-15 2015-16 2016-17 Adopted Adopted Change Revenues: 1,225 1,225 975 250 341-9110 Passport Fees 250 0.00% 36 36 78 117 347-2000 Program Revenue - -100.00% 32,828 32,828 31,677 26,990 347-3500 Admission Fees 26,990 0.00% 24,063 24,063 27,424 26,508 347-3510 Merchandise Sales 26,508 0.00% 7,486 7,486 8,154 10,518 347-3520 Fees - Tax Exempt 10,518 0.00% - - 1,307 1,741 347-3610 Memberships 1,741 0.00% 794 385 - - 366-1000 Contributions/Donations - 0.00% $ 66,432 $ 66,023 $ 69,615 $ 66,123 TOTAL REVENUES $ 66,007 -0.18% Personal Services: 4.10 4.10 4.10 4.00 Number of Funded Employees (FTE's) 3.60 116,369 123,905 143,530 138,110 573-1200 Regular Salaries 135,961 -1.56% - - - 595 573-1201 Service Awards 54 -90.92% - 108 100 - 573-1202 Incentive/Merit Pay - 0.00% 15,238 23,040 - 27,652 573-1300 Part-Time Wages 15,445 -44.14% 3 32 4 20 573-1400 Salaries - Overtime 20 0.00% 7,537 8,497 8,827 9,664 573-2100 FICA Taxes 9,239 -4.39% 1,763 1,987 2,064 2,260 573-2101 Medicare 2,161 -4.38% 27,288 27,628 32,630 59,401 573-2200 Retirement Contributions 37,568 -36.76% 1,502 1,541 1,930 1,602 573-2204 Retirement Contributions - DC Plan 4,101 155.96% 28,042 27,949 23,390 27,017 573-2300 Dental, Life & Health Insurance 13,281 -50.84% 219 533 435 650 573-2400 Worker's Compensation 288 -55.76% $ 197,959 $ 215,220 $ 212,910 $ 266,971 Total Personal Services $ 218,117 -18.30% Operating Expenditures: 2,530 2,422 2,599 3,230 573-3100 Professional Services 3,230 0.00% 1,795 220 220 335 573-3400 Other Services 335 0.00% - - 332 - 573-4000 Travel and Per Diem - 0.00% 1,067 1,064 1,084 2,712 573-4100 Communication Services 1,104 -59.29% 135 45 115 120 573-4200 Postage 120 0.00% 15,179 14,846 13,088 11,255 573-4300 Utilities 13,088 16.29% 1,177 3,039 1,659 1,257 573-4400 Rentals & Leases 560 -55.45% 2,213 2,388 2,255 2,383 573-4610 Maintenance Contracts 2,639 10.74% 35 158 91 100 573-4630 Equipment Repair 100 0.00% 902 250 - - 573-4640 Building Maintenance - 0.00% - 996 1,056 1,300 573-4700 Printing & Binding 1,300 0.00% 2,165 7,685 2,431 2,585 573-4800 Promotional Activities 3,085 19.34% 1,325 811 1,085 1,490 573-5100 Office Supplies 1,490 0.00% 1,050 1,065 1,344 5,035 573-5200 Operating Supplies 3,200 -36.44% - - - 100 573-5204 Fuel & Oil 100 0.00% 11,200 13,895 14,976 15,000 573-5205 Goods For Resale 15,000 0.00% 288 430 233 400 573-5207 Program Expense 400 0.00% 132 186 223 500 573-5210 Uniform Expense 500 0.00% 1,637 2,759 1,445 1,850 573-5215 Exhibit / Collection Supplies 2,860 54.59% 827 87 756 - 573-5223 Passport Fee Spending - 0.00% 49 74 788 - 573-5224 General Donation Spending - 0.00% 2,279 - 379 - 573-5225 Fundraising Spending - 0.00% - 480 1,211 - 573-5231 Computer Hardware/Software - 0.00% - - - 100 573-5234 Safety Supplies/Equipment 100 0.00% - 1,155 1,123 650 573-5250 Operating Supplies - Grounds Maintenance 650 0.00% 730 842 969 1,040 573-5400 Books, Dues & Publications 1,055 1.44% $ 46,714 $ 54,897 $ 49,462 $ 51,442 Total Operating Expenditures $ 50,916 -1.02% 1070-Museum 8/16/2018 10:32 AM 102  001 GENERAL FUND - 1070 MUSEUM Actual Budget 2017-18 2018-19 % 2014-15 2015-16 2016-17 Adopted Adopted Change Capital Outlay: - 9,954 3,998 - 573-6402 Equipment - 0.00% $ - $ 9,954 $ 3,998 $ - Total Capital Outlay $ - 0.00% $ 244,672 $ 280,071 $ 266,370 $ 318,413 TOTAL EXPENSES $ 269,033 -15.51% $ (178,240) $ (214,048) $ (196,755) $ (252,290) NET REVENUE / (EXPENSE) $ (203,027) -19.53% 1070-Museum 8/16/2018 10:32 AM 103 MUSEUM Share of City Budget $269,033, 0.6% DESCRIPTION The Indian Temple Mound Museum was the first museum in Florida owned and operated by a municipality and is recognized for having one of the finest collections of prehistoric ceramics in the Southeast United States. Historic structures such as the Camp Walton Schoolhouse and Garnier Post Office Museums are fine examples of Northwest Florida history and house artifacts that relay the story of early Camp Walton. The Civil War Exhibits Building interprets the First Florida Militia and their activities while stationed at what we today call The Fort Walton Landing. MISSION Share 14,000 years of Fort Walton culture and history through stewardship, education and interpretation of its prehistoric and historic collections. Actual YTD thru 06/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY19) 2014-15 2015-16 2016-17 2017-18 2017-18 2018-19 Share Community History With Public Visitors Per General Visitation Hour of Operation 6.1 5.4 5.3 5.0 6.0 6.0 Educational Programming Visitors During Non-General Visitation Hours 3,750 5,025 4,407 4,552 4,200 5,500 Outreach Programming Visitors During Non-General Visitation Hours 8,200 8,695 11,482 8,520 7,000 11,000 City Savings from Volunteer Assistance $23,878 $14,306 $10,996 $10,253 $20,000 $11,000  Continue to improve public access to museum properties and downtown community. Completed renovation of mound staircase and observation  Continue to provide event and activity programming to increase visitation to and public awareness of Heritage Park.  Provide 2018 Advertising and Marketing Partnership in conjunction with Okaloosa County Tourist Development Council. Its purpose is to develop awareness of and visitation to Heritage Park and the downtown area. Provide programming activities designed to match State Standards for Civil War education to attract older grade students of field trips to  Heritage Park. FUTURE GOALS (FY20 & FY21)  Complete NAGPRA process for 8OK6M (Fort Walton Temple Mound) archaeological site from filing to certification.  Look into the possibility of painting the historic structure - the Camp Walton Schoolhouse Museum  Create parking areas accessible to school buses, RVs and shuttle buses for improved public access to facilities. PRIOR YEAR ACCOMPLISHMENTS (FY18)  Continued training: staff and volunteers received training on museum programs, collections care, customer service and exhibits. This training takes place on a monthly basis.  Continued use of museum volunteers: Volunteers assist in museum activities and events, as well as keeping the historic buildings open longer hours to the public. Donated hours are anticipated to exceed 2,000 hours this year. Museum volunteers provide assistance with educational and recreational programming such as Zombie Walk, various Open House days and the Camp Walton Christmas event. These experiences afford visitors the opportunity to enjoy free admission days.  Continued Community Involvement: Museum partnership with Emerald Coast Archaeology Society allows visitors to attend 4-6 guest speakers on archaeology topics throughout the year. Museum partnership with Thunderbird Honor Guard strengthens ties to the Native American community and provides access to cultural demonstrations during the year. Museum partnership with Reeds Raiders at Bowlegs in defense of the City increases public awareness of museum activities and raises awareness that history can be fun. Museum partnership with Musical Echoes provides cultural and arts festival to general public which increases awareness and strengthens Native American commitment to the mound and museum.  Continued Public Awareness Campaign: The Indian Temple Mound Museum seeks out advertising opportunities and has been on various websites, Facebook, blogs, NWF Daily News, Emerald Coast Magazine, Visit Florida, FWB Chamber of Commerce, the Four Points Sheraton in- room compendium of things to do and see, WUWF’s “Unearthing Pensacola” segments, and WEAR ABC Channel 3. The museums were able to display their events on various Lamar advertising boards which has increased visibility. Local organizational newsletters increase awareness, promote activities and show the accomplishments of the museums and their partners. These include Florida Public Archaeology Network (Pensacola), Baker Block News (Baker), Panhandle Historic Preservation Alliance News (reaches all panhandle), Emerald Coast Archaeology Society (OK County), Heritage News (Niceville); GWFC Our Voice Florida Woman's Club newsletter (OK County), and Genealogical Society of Okaloosa County (OK County). Through TDC partnership we were able to have an advertisement at the Panama City Airport to advertise museum and City events.  Provide Successful Programming: It is the goal of Heritage Park to be at the forefront of educational experiences and activities for students in our four county service area. As such we are constantly developing new presentations for schools and the public designed to showcase the artifact collection, archaeology in general and to present the history of the local community in exciting ways. We have increased our homeschool programming to reach new audiences. We began a campaign to bring back schools who visited in the past but no longer do so. This is an ongoing project, but has already begun to bear fruit.  TDC Partnership: This year the TDC Partnership was entitled Marketing and Advertising Package. Its goal was to promote the offerings and accomplishments of Heritage Park and the downtown community. It included rackcards for distribution at hotels from Panama City to Pensacola, hotel room keycards focused on guests already aware of our facility, ads in coupon books targeted guests not already aware of our facility, pole banners were utilized to reach downtown visitors and finally the creation of a marketing video will inspire visitors for a long time to come. 104 105  001 GENERAL FUND - 1080 CEMETERY Actual Budget 2017-18 2018-19 % 2014-15 2015-16 2016-17 Adopted Adopted Change Revenues: 187,635 187,635 126,360 121,020 343-8000 Sale of Lots 194,610 60.81% 6,975 6,975 9,565 12,255 343-8100 Crypt Sales 5,580 -54.47% 4,335 4,335 23,215 18,398 343-8200 Niche Sales 6,870 -62.66% 4,825 4,825 21,150 21,375 343-8300 Weekend/Holidays Interments 21,490 0.54% 175,500 175,500 160,160 167,385 343-8400 Openings/Closings 160,620 -4.04% 1,800 804 2,981 2,726 343-8500 Transfer Fees 1,684 -38.22% 25,000 20,364 20,217 24,850 381-2400 Transfer from Beal Memorial Cemetery Fund - -100.00% $ 406,070 $ 400,438 $ 363,648 $ 368,008 TOTAL REVENUES $ 390,854 6.21% Personal Services: 3.00 3.00 3.00 3.00 Number of Funded Employees (FTE's) 3.00 93,355 96,847 100,032 102,604 539-1200 Regular Salaries 106,013 3.32% - - 108 324 539-1201 Service Awards - -100.00% 630 495 1,810 500 539-1400 Salaries - Overtime 500 0.00% 184 79 512 100 539-1401 Salaries - Overtime Holiday Worked 100 0.00% 5,177 5,339 5,591 5,536 539-2100 FICA Taxes 5,686 2.71% 1,211 1,249 1,308 1,295 539-2101 Medicare 1,330 2.67% 29,487 28,736 35,990 57,458 539-2200 Retirement Contributions 56,611 -1.47% 24,614 24,666 28,000 29,877 539-2300 Dental, Life & Health Insurance 32,664 9.33% 4,572 5,209 5,364 5,470 539-2400 Worker's Compensation 6,816 24.61% $ 159,230 $ 162,619 $ 178,715 $ 203,163 Total Personal Services $ 209,721 3.23% Operating Expenditures: 948 948 948 950 539-3100 Professional Services 950 0.00% 59,625 69,170 63,325 74,000 539-3400 Other Services 74,000 0.00% - 450 250 - 539-3450 Other Services - Grounds Maintenance - 0.00% 856 847 840 2,504 539-4100 Communication Services 896 -64.22% 69,013 68,460 75,416 54,465 539-4300 Utilities 75,416 38.47% 42 42 - 60 539-4400 Rentals & Leases 60 0.00% 603 796 562 869 539-4610 Maintenance Contracts 883 1.61% 325 173 - 539-4620 Vehicle Repair - 0.00% 1,270 712 232 1,850 539-4630 Equipment Repair 1,850 0.00% 9,020 1,075 - 6,500 539-4640 Building Maintenance - -100.00% - 6,410 17,560 - 539-4980 Repurchase Cemetery Lots - 0.00% 1,419 1,918 831 1,375 539-5200 Operating Supplies 1,375 0.00% 1,265 1,123 1,122 687 539-5204 Fuel & Oil 1,122 63.32% 122 215 223 180 539-5210 Uniform Expense 180 0.00% 211 - - - 539-5231 Computer Hardware/Software - 0.00% 660 471 720 1,100 539-5233 Tools 1,100 0.00% 213 183 250 600 539-5234 Safety Supplies/Equipment 600 0.00% - 9,462 16,767 15,925 539-5250 Operating Supplies - Grounds Maintenance 15,925 0.00% - - - 40 539-5500 Training 40 0.00% $ 145,268 $ 162,608 $ 179,219 $ 161,105 Total Operating Expenditures $ 174,397 8.25% Capital Outlay: 5,501 26,673 - - 539-6214 Building Improvements - 0.00% - - 18,005 - 539-6310 Improvements Othern Than Building - 0.00% - - - 10,600 539-6355 Landscaping & Fences - -100.00% - 18,848 20,217 7,750 539-6402 Equipment 8,000 3.23% - - - - 539-6420 Computer Hardware/Software - 0.00% $ 5,501 $ 45,521 $ 38,222 $ 18,350 Total Capital Outlay $ 8,000 -56.40% Capital Improvements Program: $ - $ - $ - $ - Total Capital Improvements Program $ - 0.00% 1080-Cemetery 8/16/2018 10:31 AM 106  001 GENERAL FUND - 1080 CEMETERY Actual Budget 2017-18 2018-19 % 2014-15 2015-16 2016-17 Adopted Adopted Change Interfund Transfers: 34,423 24,668 21,760 24,204 581-9162 Transfer to Beal Memorial Perpetual Care Fund 38,922 60.81% $ 34,423 $ 24,668 $ 21,760 $ 24,204 Total Interfund Transfers $ 38,922 60.81% $ 344,422 $ 395,416 $ 417,916 $ 406,822 TOTAL EXPENSES $ 431,040 5.95% $ 61,648 $ 5,021 $ (54,268) $ (38,814) NET REVENUE / (EXPENSE) $ (40,186) 3.53% 1080-Cemetery 8/16/2018 10:31 AM 107 CEMETERY Share of City Budget $431,040, 1.0% DESCRIPTION Cemetery staff is responsible for the sale of plots, niches, and mausoleum spaces; grounds maintenance; and supervision of funerals at the City's two cemeteries – Beal Memorial Cemetery and Brooks Cemetery. MISSION Provide a well-maintained and peaceful resting place of burial. Actual YTD thru 06/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY19) 2014-15 2015-16 2016-17 2017-18 2017-18 2018-19 Provide a Well-Maintained Resting Place of Burial Cemetery Grounds with Turf in Good Condition 90% 95% 90% 73% 95% 95%
Leveling headstones in all sections
Replace doors on Niche Wall FUTURE GOALS (FY20 & FY21)
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 (FY18)
Replaced Mausoleum Roof 108 109  001 GENERAL FUND - 1200 ENGINEERING SERVICES Actual Budget 2017-18 2018-19 % 2014-15 2015-16 2016-17 Adopted Adopted Change Revenues: 3,800 3,800 5,190 341-3001 Overhead Banner Installation Fee 6,720 29.48% - - 32 341-9310 Engineering Drawings 5 -84.38% $ 3,800 $ 3,800 $ - $ 5,222 TOTAL REVENUES $ 6,725 28.78% Personal Services: 4.00 4.00 3.00 3.00 Number of Funded Employees (FTE's) 2.00 82,019 86,952 86,167 87,763 541-1100 Executive Salaries 89,870 2.40% 123,007 69,287 56,586 66,759 541-1200 Regular Salaries 32,645 -51.10% - 108 54 - 541-1201 Service Awards 108 100.00% - 541 - - 541-1202 Incentive/Merit Pay - 0.00% 152 230 458 250 541-1400 Overtime - -100.00% 11,878 11,091 8,379 9,034 541-2100 FICA Taxes 7,048 -21.98% 2,778 2,594 1,960 2,113 541-2101 Medicare 1,648 -22.00% 18,304 1,614 - - 541-2200 Retirement Contributions - 0.00% 9,705 9,952 8,519 8,607 541-2204 Retirement Contributions - DC Plan 7,923 -7.95% 29,687 20,169 22,558 24,114 541-2300 Dental, Life & Health Insurance 26,060 8.07% 306 267 242 263 541-2400 Worker's Compensation 233 -11.48% $ 277,836 $ 202,806 $ 184,923 $ 198,903 Total Personal Services $ 165,536 -16.78% Operating Expenditures: 5,547 5,610 5,618 3,604 541-3100 Professional Services 3,644 1.12% 195 958 24 2,297 541-4000 Travel and Per Diem 800 -65.17% 1,537 1,496 1,696 1,207 541-4100 Communication Services 1,207 0.00% 5,896 4,865 3,991 6,565 541-4200 Postage 6,565 0.00% 5,829 3,263 3,423 3,663 541-4400 Rentals & Leases 3,663 0.00% 3,800 4,100 4,300 2,500 541-4610 Maintenance Contracts 2,500 0.00% - - - - 541-4700 Business Cards 35 100.00% - 7 14 125 541-4620 Vehicle Repair 125 0.00% 242 707 - 600 541-4630 Equipment Repair 600 0.00% - - 35 - 541-4700 Printing & Binding - 0.00% 5,295 5,629 4,304 7,689 541-5100 Office Supplies 7,689 0.00% 860 333 1,950 500 541-5200 Operating Supplies 500 0.00% 350 381 475 550 541-5204 Fuel & Oil 475 -13.64% 156 298 222 300 541-5210 Uniform Expense 200 -33.33% - - 713 - 541-5231 Computer Hardware/Software - 0.00% 153 48 85 100 541-5234 Safety Supplies/Equipment - -100.00% 179 317 13 185 541-5400 Books, Dues & Publications 185 0.00% 149 1,205 319 1,954 541-5500 Training 1,954 0.00% $ 30,190 $ 29,216 $ 27,182 $ 31,839 Total Operating Expenditures $ 30,142 -5.33% Capital Outlay: 19,426 - - - 541-6404 Trucks - 0.00% $ 19,426 $ - $ - $ - Total Capital Outlay $ - 0.00% Debt Service 923 741 726 742 581-9121 Transfer to Debt Service Fund 742 0.00% $ 923 $ 741 $ 726 $ 742 Total Debt Service $ 742 0.00% $ 328,375 $ 232,763 $ 212,831 $ 231,485 TOTAL EXPENSES $ 196,420 -15.15% $ (324,575) $ (228,963) $ (212,831) $ (226,262) NET REVENUE / (EXPENSE) $ (189,695) -16.16% 1200-Engineering 7/20/2018 1:37 PM 110 ENGINEERING SERVICES Share of City Budget $196,420, 0.5% DESCRIPTION Public Works Adimistratioin provides administrative and customer service support to the Planning, Building, and Code Enforcement departments by providing the necessary tools for everyday function as well as providing information regarding services and operation of each department. MISSION Provide high quality, timely and cost effective services in all facets of operations. Actual YTD thru 06/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY19) 2014-15 2015-16 2016-17 2017-18 2017-18 2018-19 Maintain and Further Develop GIS System to Track & Monitor City Assets Achieve <90% of above average customer satisfaction rating for service rendered by na na na na na <90% Public Works Administration
Maintain current projects paid in a timely manner
Provide oprational services and tools to each department FUTURE GOALS (FY20 & FY21)
Create survey metric system to determine quality of customer satisfaction; both internally and externally PRIOR YEAR ACCOMPLISHMENTS (FY18)
This Division was created during new Fiscal Year, therefore no prior achievements were recorded 111 112 113  001 GENERAL FUND - 1205 PLANNING & ZONING Actual Budget 2017-18 2018-19 % 2014-15 2015-16 2016-17 Adopted Adopted Change Revenues: 13,385 13,385 30,769 40,562 329-1001 Zoning/Variances Fees 16,087 -60.34% 4,425 4,425 7,426 11,007 329-2000 Zoning Site Plan Review 2,031 -81.55% - - 1,375 500 329-9010 Licenses & Registrations 625 25.00% $ 17,809 $ 17,809 $ 39,570 $ 52,069 TOTAL REVENUES $ 18,743 -64.00% Personal Services: 2.00 2.00 4.00 4.00 Number of Funded Employees (FTE's) 4.00 76,368 141,898 149,248 163,614 515-1200 Regular Salaries 170,113 3.97% - - 54 - 515-1201 Service Awards 54 100.00% - 108 - - 515-1202 Incentive/Merit Pay - 0.00% 31 120 63 150 515-1400 Overtime 150 0.00% 4,234 8,446 8,336 9,115 515-2100 FICA Taxes 9,434 3.50% 990 1,975 1,949 2,132 515-2101 Medicare 2,207 3.50% - 12,024 - - 515-2200 Retirement Contributions - 0.00% 1,623 5,393 8,110 9,245 515-2204 Retirement Contributions - DC Plan 9,660 4.49% 20,442 22,935 29,455 31,578 515-2300 Dental, Life & Health Insurance 33,759 6.91% 104 228 237 263 515-2400 Worker's Compensation 305 16.08% (2,825) (6,779) (9,141) (9,376) 515-1296 Salary Allocation Reimb from FBC Fund (7,231) -22.88% - (7,670) (12,240) - 515-1297 Salary Allocation Reimb from CDBG Fund - 0.00% - - (7,729) - 515-1298 Salary Allocation Reimb from CRA Fund - 0.00% $ 100,967 $ 178,678 $ 176,071 $ 206,720 Total Personal Services $ 218,452 5.68% Operating Expenditures: 11,544 24,200 10,093 19,420 515-3100 Professional Services 20,717 6.68% - - 7,058 - 515-3400 Other Services - 0.00% 1,174 1,353 1,407 1,200 515-4000 Travel and Per Diem 1,200 0.00% 373 825 1,112 857 515-4100 Communication Services 857 0.00% - - - 757 515-4200 Postage 757 0.00% - - 500 - 515-4610 Maintenance Contracts - 0.00% 254 - - - 515-4630 Repair/Maint Services - 0.00% 827 952 822 1,650 515-4700 Printing & Binding 1,650 0.00% 57 291 352 300 515-5100 Office Supplies 300 0.00% 630 90 460 375 515-5200 Operating Supplies 375 0.00% 94 411 149 400 515-5210 Uniform Expense 400 0.00% 2,696 1,890 - - 515-5231 Computer Hardware/Software - 0.00% 300 789 774 942 515-5400 Books, Dues & Publications 1,142 21.23% 950 1,382 1,355 1,885 515-5500 Training 1,600 -15.12% $ 18,901 $ 32,183 $ 24,082 $ 27,786 Total Operating Expenditures $ 28,998 4.36% Capital Outlay: 7,315 - - - 515-6420 Computer Hardware/Software - 0.00% $ 7,315 $ - $ - $ - Total Capital Outlay $ - 0.00% Debt Service 369 530 605 371 581-9121 Transfer to Debt Service Fund 371 0.00% Phone System Lease - year 6 of 6 $ 369 $ 530 $ 605 $ 371 Total Debt Service $ 371 0.00% $ 127,552 $ 211,391 $ 200,758 $ 234,878 TOTAL EXPENSES $ 247,822 5.51% $ (109,743) $ (193,581) $ (161,188) $ (182,809) NET REVENUE / (EXPENSE) $ (229,079) 25.31% 1205-Planning 8/16/2018 10:36 AM 114 PLANNING & ZONING Share of City Budget $247,822, 0.6% DESCRIPTION Planning is responsible for sustainable growth and development in Fort Walton Beach, ensuring implementation of the Comprehensive Plan, and compliance with the Land Development Code. Staff facilitates and serves on various boards and committees. MISSION Foster sustainable development by providing professional and technical services to City Council, citizen boards, property owners, and businesses in order to promote high quality of life and prosperity for the citizens of Fort Walton Beach. Actual YTD thru 06/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY19) 2014-15 2015-16 2016-17 2017-18 2017-18 2018-19 Increase Development Activity Citywide (Net) New Business Openings 54 77 63 47 60 60 New Developments Approved 13 10 5 3 10 10 Parcels Annexed into the City 0 2 2 2 1 1 Population Increase 0.97% 0.99% 0.95% annual measure 1.5% 1.5%
Ensure the effectiveness and efficiency of City codes and regulations by updating the City Code of Ordinances.
Update S.O.P. related to any changes that arise from the implementation of TRAK-iT software. FUTURE GOALS (FY20 & FY21)
Promote sustainable economic growth through the use of efficient business and development review services.
Complete implementation of eTRAKiT web portal allowing citizens to submit Planning and Business Tax Receipt applications online.
Complete update of Comprenhensive Plan in accordance with Evaluation & Appraisal Report (EAR). PRIOR YEAR ACCOMPLISHMENTS (FY18)
Updated sections of the City Land Development Code & Code of Ordinances to increase effectiveness and efficiency.
Approved six development order applications for new commercial and multi-family developments.
Annexed two properties totaling approximately 65 acres into the City limits.
Transitioned Planning and Business Tax Receipt processing into new TRAKiT software. 115  001 GENERAL FUND - 1217 CODE ENFORCEMENT Actual Budget 2017-18 2018-19 % 2014-15 2015-16 2016-17 Adopted Adopted Change Revenues: 19,215 19,215 37,394 37,000 354-1000 Code Enforcement - Fines 41,731 12.79% 7,265 7,265 8,500 7,500 354-1010 Code Enforcement - Fees 5,467 -27.11% $ 26,480 $ 26,480 $ 45,894 $ 44,500 TOTAL REVENUES $ 47,198 6.06% Personal Services: 2.00 2.00 2.00 2.00 Number of Funded Employees (FTE's) 2.00 94,983 97,271 96,854 98,656 529-1200 Regular Salaries 98,705 0.05% 325 - 529-1201 Service Awards - 0.00% 134 48 4 150 529-1400 Overtime 150 0.00% 5,598 5,746 5,684 5,746 529-2100 FICA Taxes 5,725 -0.37% 1,309 1,344 1,329 1,344 529-2101 Medicare 1,339 -0.37% 29,950 28,863 34,959 55,247 529-2200 Retirement Contributions 52,708 -4.60% 14,364 14,388 16,354 17,484 529-2300 Dental, Life & Health Insurance 19,137 9.45% 1,563 1,626 1,598 1,638 529-2400 Worker's Compensation 1,885 15.11% $ 147,902 $ 149,284 $ 157,107 $ 180,265 Total Personal Services $ 179,649 -0.34% Operating Expenditures: 2,893 2,951 2,951 5,789 529-3100 Professional Services 7,513 29.78% - 223 - 500 529-3400 Other Services - -100.00% 533 661 599 1,000 529-4000 Travel and Per Diem - -100.00% 801 761 783 1,338 529-4100 Communication Services 1,338 0.00% 282 236 347 200 529-4620 Vehicle Repair 200 0.00% 35 - - - 529-4700 Printing & Binding - 0.00% - - - 97 529-5200 Operating Supplies 97 0.00% 896 767 991 915 529-5204 Fuel & Oil 991 8.31% - - 146 400 529-5210 Uniform Expense 400 0.00% - 284 - - 529-5231 Computer Hardware/Software - 0.00% 110 70 150 110 529-5400 Books, Dues & Publications 110 0.00% 350 450 375 600 529-5500 Training 600 0.00% $ 5,901 $ 6,404 $ 6,342 $ 10,949 Total Operating Expenditures $ 11,249 2.74% Capital Outlay: - 19,841 - - 529-6404 Trucks - 0.00% 1,076 - - - 529-6420 Computer Hardware/Software - 0.00% $ 1,076 $ 19,841 $ - $ - Total Capital Outlay $ - 0.00% Debt Service 369 363 363 371 581-9121 Transfer to Debt Service Fund 371 0.00% Phone System Lease - year 6 of 6 $ 369 $ 363 $ 363 $ 371 Total Debt Service $ 371 0.00% $ 155,247 $ 175,892 $ 163,812 $ 191,585 TOTAL EXPENSES $ 191,269 -0.16% $ (128,767) $ (149,412) $ (117,919) $ (147,085) NET REVENUE / (EXPENSE) $ (144,071) -2.05% 1217-Code 8/16/2018 10:36 AM 116 CODE ENFORCEMENT Share of City Budget $191,269, 0.5% DESCRIPTION Code Enforcement routinely inspects properties for code violations and responds to citizen complaints regarding code, zoning, or land use violations. MISSION Ensure adherence to the City's Code of Ordinances and achieve a high complaint resolution rate. Actual YTD thru 06/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY19) 2014-15 2015-16 2016-17 2017-18 2017-18 2018-19 Implement Nuisance Abatement Program Number of Derelict Properties Brought Into Compliance - CRA 1 0 0 0 2 2 Number of Derelict Properties Brought Into Compliance - non-CRA 0 0 0 0 1 1  Update Code Enforcement S.O.P. related to any changes that arise from implementation of the Trak-it computer system. FUTURE GOALS (FY20 & FY21)  Complete implementation of eTRAKiT web portal allowing citizens to view case status and submit code enforcement tickets online. PRIOR YEAR ACCOMPLISHMENTS (FY18)  Maintained a 98% code case compliance ratio without the need for Code Enforcement Board action.  Transitioned Code Enforcement process into new TRAKiT software. 117  001 GENERAL FUND - 1220 FLEET Actual Budget 2017-18 2018-19 % 2014-15 2015-16 2016-17 Adopted Adopted Change Revenues: 225 225 - 20 365-1010 Sale of Used Oil - -100.00% $ 225 $ 225 $ - $ 20 TOTAL REVENUES $ - -100.00% Personal Services: 9.00 9.00 9.00 9.00 Number of Funded Employees (FTE's) 9.00 270,171 274,075 278,462 305,339 519-1200 Regular Salaries 314,644 3.05% - 487 - - 519-1201 Service Awards 162 100.00% - 108 600 - 519-1202 Incentive/Merit Pay - 0.00% - 5,575 - - 519-1300 Part-Time Wages - 0.00% 1,472 640 363 1,000 519-1400 Salaries - Overtime 1,000 0.00% - 154 - 500 519-1401 Salaries - Overtime Holiday Worked 500 0.00% 14,964 15,678 16,149 16,902 519-2100 FICA Taxes 17,275 2.20% 3,500 3,667 3,777 3,953 519-2101 Medicare 4,040 2.20% 50,034 43,244 41,585 59,717 519-2200 Retirement Contributions 59,366 -0.59% 5,613 6,516 7,489 10,858 519-2204 Retirement Contributions - DC Plan 10,791 -0.62% 55,077 63,348 65,181 83,142 519-2300 Dental, Life & Health Insurance 75,832 -8.79% 4,965 6,011 5,781 6,488 519-2400 Worker's Compensation 8,109 24.99% $ 405,795 $ 419,503 $ 419,387 $ 487,900 Total Personal Services $ 491,718 0.78% Operating Expenditures: 7,444 7,734 8,341 8,753 519-3100 Professional Services 9,153 4.57% 1,925 1,730 2,218 2,500 519-3400 Other Services 3,000 20.00% 60 - 448 900 519-4000 Travel and Per Diem 100 -88.89% 1,361 1,308 1,227 1,126 519-4100 Communication Services 1,126 -0.04% - 135 - - 519-4200 Postage & Freight - 0.00% 30,722 26,447 24,069 24,713 519-4300 Utilities 24,069 -2.61% 594 239 259 649 519-4400 Rentals & Leases 649 0.00% 876 721 709 2,115 519-4610 Maintenance Contracts 1,087 -48.59% 2,148 477 462 520 519-4620 Vehicle Repair 520 0.00% 2,618 1,942 2,403 2,500 519-4630 Equipment Repair 4,000 60.00% 1,193 3,887 - - 519-4640 Building Maintenance - 0.00% - 59 178 100 519-5100 Office Supplies 100 0.00% 8,749 12,826 12,595 12,500 519-5200 Operating Supplies 12,500 0.00% - 11,152 (5,223) - 519-5203 Fleet Maintenance Clearing Account - 0.00% 2,150 2,283 2,360 2,196 519-5204 Fuel & Oil 2,360 7.47% 731 866 1,040 1,350 519-5210 Uniform Expense 1,350 0.00% 589 1,506 - - 519-5231 Computer Hardware/Software - 0.00% 780 951 2,551 2,600 519-5233 Tools 1,800 -30.77% 675 660 733 1,600 519-5234 Safety Supplies/Equipment 1,600 0.00% 1,323 380 1,656 2,160 519-5500 Training 550 -74.54% $ 63,938 $ 75,303 $ 56,026 $ 66,281 Total Operating Expenditures $ 63,964 -3.50% Capital Outlay: 42,196 29,337 3,768 3,300 519-6402 Equipment - -100.00% 26,419 - 20,920 - 519-6404 Trucks - 0.00% $ 68,614 $ 29,337 $ 24,688 $ 3,300 Total Capital Outlay $ - -100.00% Debt Service 738 726 726 742 581-9121 Transfer to Debt Service Fund 742 0.00% Phone System Lease - year 6 of 6 $ 738 $ 726 $ 726 $ 742 Total Debt Service $ 742 0.00% $ 539,086 $ 524,868 $ 500,827 $ 558,224 TOTAL EXPENSES $ 556,424 -0.32% $ (538,861) $ (524,643) $ (500,827) $ (558,204) NET REVENUE / (EXPENSE) $ (556,424) -0.32% 1220-Fleet 8/16/2018 10:36 AM 118 FLEET Share of City Budget $556,424, 1.3% DESCRIPTION Fleet is responsible for maintaining safe, reliable, economical, and environmentally-friendly vehicles and heavy equipment. MISSION Ensure fleet is available and functioning properly. Actual YTD thru 06/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY19) 2014-15 2015-16 2016-17 2017-18 2017-18 2018-19 Minimize Unscheduled/Unanticipated Downtime and Repairs Workload Attributable to Scheduled Preventative Maintenance & Inspections 36% 40% 39% 41% 37% 40% Workload Attributable to In House Repairs 55% 58% 60% 57% 60% 57% Workload Attributable to Commercial Repairs 9% 3% 2% 1% 2% 2% Repeat Repairs that is Performed 1 0 0 0 1% 1%  Continue to improve the garage with modern equipment and techniques to reduce the amount of commercial repairs that is needed.  Continue to improve customer service with fellow city employees.  Continue to train fleet personal through manufacture training to help down time and maintain lower repair cost. FUTURE GOALS (FY20 & FY21)  Implement the cylinder rebuild system to reduce cylinder failure and catalog cylinders  Centralize the fleet operations to the city garage  Complete and implement the MJ replacement schedule PRIOR YEAR ACCOMPLISHMENTS (FY18)  Upgraded DEF to mass bulk saving the city money as well as the environment of waste containers  Moved to one consignment on batteries to help in billing and to save money for all divisions. Streamlining down time for after hours 119  001 GENERAL FUND - 1230 FACILITIES Actual Budget 2017-18 2018-19 % 2014-15 2015-16 2016-17 Adopted Adopted Change Revenues: 496 496 665 346 341-9330 Special Events - Barricades, Orange Cones 210 -39.31% 513 513 - 400 341-9600 Sign Shop Sales 500 25.00% $ 1,009 $ 1,009 $ 665 $ 746 TOTAL REVENUES $ 710 -4.83% Personal Services: 7.00 7.00 7.00 7.00 Number of Funded Employees (FTE's) 6.00 230,368 239,373 229,891 249,900 519-1200 Regular Salaries 234,482 -6.17% - 162 271 173 519-1201 Service Awards - -100.00% - - 500 - 519-1202 Incentive/Merit Pay - 0.00% 1,636 1,829 1,575 3,000 519-1400 Salaries - Overtime 3,000 0.00% - 103 - - 519-1401 Salaries - Overtime Holiday Worked - 0.00% 13,586 14,061 14,111 14,520 519-2100 FICA Taxes 13,348 -8.08% 3,177 3,288 3,300 3,396 519-2101 Medicare 3,122 -8.08% 49,367 48,503 50,227 74,629 519-2200 Retirement Contributions 73,807 -1.10% 4,794 4,469 4,574 7,412 519-2204 Retirement Contributions - DC Plan 5,580 -24.72% 23,878 28,416 24,679 37,689 519-2300 Dental, Life & Health Insurance 44,590 18.31% 8,019 9,950 9,888 11,189 519-2400 Worker's Compensation 12,306 9.99% $ 334,826 $ 350,155 $ 339,016 $ 401,908 Total Personal Services $ 390,235 -2.90% Operating Expenditures: - 3,950 - - 519-3100 Professional Services 36,840 100.00% 3,257 5,000 6,754 1,100 519-3400 Other Services 1,100 0.00% - 34 11 - 519-4000 Travel and Per Diem - 0.00% 4,199 3,286 3,256 3,823 519-4100 Communication Services 3,823 0.00% 122,265 148,494 123,973 168,281 519-4300 Utilities 165,830 -1.46% 601 239 259 649 519-4400 Rentals & Leases 649 0.00% 33,043 3,308 26,988 38,589 519-4610 Maintenance Contracts 39,039 1.17% 3,485 3,445 4,506 2,750 519-4620 Vehicle Repair 2,750 0.00% 686 4,113 130 300 519-4630 Equipment Repair 300 0.00% 49,140 72,936 156,313 177,291 519-4640 Building Maintenance 164,195 -7.39% 141,150 122,907 239,824 203,467 519-4645 Heating/Cooling Repairs 134,492 -33.90% - - - 1,500 519-4670 Traffic Signals 1,500 0.00% 16 33 42 400 519-5100 Office Supplies 400 0.00% 10,400 5,828 4,920 6,305 519-5200 Operating Supplies 6,305 0.00% 6,728 5,312 6,266 5,916 519-5204 Fuel & Oil 6,266 5.92% 363 533 477 420 519-5210 Uniform Expense 420 0.00% - 682 823 600 519-5231 Computer Hardware/Software 600 0.00% 3,495 2,872 4,197 5,630 519-5233 Tools 5,630 0.00% 804 1,089 1,012 1,525 519-5234 Safety Supplies/Equipment 1,525 0.00% 11,681 16,434 9,868 13,050 519-5301 Street Markings 13,050 0.00% 320 295 180 - 519-5500 Training - 0.00% - (5,375) - - 519-9905 Capitalized Costs Allocation - Labor - 0.00% - (1,953) - - 519-9906 Capitalized Costs Allocation - Benefits - 0.00% - (1,158) - - 519-9907 Capitalized Costs Allocation - Overhead - 0.00% $ 391,634 $ 392,304 $ 589,799 $ 631,596 Total Operating Expenditures $ 584,714 -7.42% Capital Outlay: - - 23,250 - 519-6402 Equipment - 0.00% - 22,785 - - 519-6404 Trucks - 0.00% $ - $ 22,785 $ 23,250 $ - Total Capital Outlay $ - 0.00% Capital Improvements Program: $ - $ - $ - $ - Total Capital Improvements Program $ - 0.00% Debt Service 1230-Facilities 8/16/2018 10:35 AM 120  001 GENERAL FUND - 1230 FACILITIES Actual Budget 2017-18 2018-19 % 2014-15 2015-16 2016-17 Adopted Adopted Change 60,323 59,966 60,166 31,284 581-9121 Transfer to Debt Service Fund 62,641 100.23% 2013 Revenue Note -Municipal Facilities General- yr 6 of 18 2013A Bank Loan -Bucket Truck- yr 6 of 10 Phone System Lease - year 6 of 6 $ 60,323 $ 59,966 $ 60,166 $ 31,284 Total Debt Service $ 62,641 100.23% $ 786,782 $ 825,210 $ 1,012,231 $ 1,064,788 TOTAL EXPENSES $ 1,037,590 -2.55% $ (785,773) $ (824,201) $ (1,011,566) $ (1,064,042) NET REVENUE / (EXPENSE) $ (1,036,880) -2.55% 1230-Facilities 8/16/2018 10:35 AM 121 FACILITIES Share of City Budget $1,037,590, 2.4% DESCRIPTION Facilities is responsible for all maintenance work, including electrical, heating and air conditioning, plumbing, and wood work as well as installation and maintenance of traffic control devices, traffic signals, signs, and roadway markings. MISSION Maintain City facilities and traffic control devices in a safe, reliable, economical, and environmentally-friendly manner. Actual YTD thru 06/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY19) 2014-15 2015-16 2016-17 2017-18 2017-18 2018-19 Provide Safe & Clean Facilities for Employees & the Public Man-hours per Job Order 15 4 3 3 3 3 Works Orders Satisfactorily Completed within 3 Business Days 95% 95% 97% 95% 95% 95%
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 (FY20 & FY21)
Upgrade all parks and City lighting to LED energy efficiency system.
Complete the comprehensive maintenance program over a 5 to 10 year period. PRIOR YEAR ACCOMPLISHMENTS (FY18)
Install new service for Volley Ball Courts and add new lighting
Completed 1324 work orders. 122 123  001 GENERAL FUND - 1240 STREETS Actual Budget 2017-18 2018-19 % 2014-15 2015-16 2016-17 Adopted Adopted Change Revenues: 549,257 549,257 569,363 570,825 312-4100 Local Option Fuel Tax 596,456 4.49% 250,047 250,047 256,935 256,917 312-4200 Local Option Fuel Tax - 2nd 310,959 21.03% 3,676 3,676 598 940 325-1002 Girard Avenue 940 0.01% 48,590 48,590 2,045 3,432 325-1003 Stokes Avenue 3,432 0.01% 6,500 6,500 12,130 13,777 343-9100 Cut Paved Surface/Curb 8,640 -37.29% 97,035 97,035 102,946 106,035 344-9008 DOT Lighting Maintenance Contract 106,035 0.00% - - 93,274 95,599 344-9009 DOT Traffic Signal Maintenance Contract 98,504 3.04% $ 955,104 $ 955,104 $ 1,037,291 $ 1,047,525 TOTAL REVENUES $ 1,124,966 7.39% Personal Services: 6.00 6.00 6.00 5.00 Number of Funded Employees (FTE's) 5.00 112,746 139,706 121,163 147,985 541-1200 Regular Salaries 152,190 2.84% 108 - 541-1201 Service Awards - 0.00% 822 378 361 1,000 541-1400 Salaries - Overtime 1,000 0.00% 6,895 8,569 7,487 9,116 541-2100 FICA Taxes 9,246 1.43% 1,613 2,004 1,751 2,132 541-2101 Medicare 2,162 1.42% 10,968 10,746 13,615 21,924 541-2200 Retirement Contributions 21,758 -0.76% 3,338 3,565 4,610 6,070 541-2204 Retirement Contributions - DC Plan 4,929 -18.81% 4,664 4,471 759 15,056 541-2300 Dental, Life & Health Insurance 38,193 153.67% 7,360 9,537 8,210 9,902 541-2400 Worker's Compensation 11,081 11.91% $ 148,406 $ 178,977 $ 158,064 $ 213,184 Total Personal Services $ 240,559 12.84% Operational Expenditures: - 65,306 92,022 95,599 541-3400 Other Services 98,504 3.04% 17 148 840 - 541-4000 Travel and Per Diem - 0.00% 1,209 829 - 996 541-4100 Communication Services 996 0.00% 255,196 245,114 252,000 233,338 541-4300 Utilities 252,000 8.00% 4,744 79 138 5,079 541-4400 Rentals & Leases 5,082 0.06% 5,498 8,536 4,910 7,600 541-4620 Vehicle Repair 6,000 -21.05% 2,203 2,735 3,226 3,000 541-4630 Equipment Repair 3,000 0.00% 2,500 3,510 3,660 3,785 541-5200 Operating Supplies 3,500 -7.53% 7,340 6,941 10,024 7,227 541-5204 Fuel & Oil 10,024 38.70% 501 682 509 675 541-5210 Uniform Expense 675 0.00% - - - 300 541-5231 Computer Hardware/Software - -100.00% 2,108 655 2,495 1,100 541-5233 Tools 1,000 -9.09% 1,514 1,294 1,420 1,770 541-5234 Safety Supplies/Equipment 1,770 0.00% - 2,547 5,919 10,000 541-5250 Operating Supplies - Grounds Maintenance 6,000 -40.00% 5,596 5,083 4,824 5,826 541-5300 Road Materials & Supplies 5,000 -14.18% 867 514 665 1,000 541-5304 Street Materials/Concrete 1,000 0.00% 88 - - - 541-5400 Dues & Publications - 0.00% 400 680 300 860 541-5500 Training 700 -18.60% - (38,032) - - 541-9905 Capitalized Costs Allocation - Labor - 0.00% - (11,465) - - 541-9906 Capitalized Costs Allocation - Benefits - 0.00% - (7,884) - - 541-9907 Capitalized Costs Allocation - Overhead - 0.00% 289,782 287,271 382,952 378,155 Total Operating Expenditures 395,251 4.52% Capital Outlay: - 113,218 - - 541-6351 Roads - 0.00% 116,951 61,044 16,014 25,775 541-6402 Equipment - -100.00% 15,487 - 34,424 - 541-6404 Trucks / Vans - 0.00% $ 132,438 $ 174,262 $ 50,438 $ 25,775 Total Capital Outlay $ - -100.00% Capital Improvements Program: 67,436 113,218 - 175,000 5018 - Street Resurfacing 100,000 -42.86% 17,219 541-6351 Refer to CIP for specific locations 1240-Streets 8/16/2018 10:35 AM 124  001 GENERAL FUND - 1240 STREETS Actual Budget 2017-18 2018-19 % 2014-15 2015-16 2016-17 Adopted Adopted Change - - - 25,000 5306 - Sidewalk Construction - -100.00% 541-6353 Refer to CIP for specific locations 585 - - - Prior Years Capital Improvement Program - 0.00% 541-6402 5338 - Intersection & Pedestrian Improvements $ 68,021 $ 130,437 $ - $ 200,000 Total Capital Improvements Program $ 100,000 -50.00% $ 638,647 $ 770,946 $ 591,454 $ 817,114 TOTAL EXPENSES $ 735,810 -9.95% $ 316,458 $ 184,158 $ 445,837 $ 230,411 NET REVENUE / (EXPENSE) $ 389,156 68.90% 1240-Streets 8/16/2018 10:35 AM 125 STREETS Share of City Budget $735,810, DESCRIPTION 1.7% Streets maintains and resurfaces 100 miles of paved streets and maintains 61 miles of sidewalk in the City. MISSION Provide a safe and reliable transportation network by maintaining clean, safe, hazard-free roadways, and working to provide the highest level of service to customers and motorist. Actual YTD thru 06/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY19) 2014-15 2015-16 2016-17 2017-18 2017-18 2018-19 Provide A Dependable Transportation Network Pavement With Condition Index of 'Fair' or Better 93.8% 94.5% 95.1% annual measure 96.0% 96.0% Streets With Sidewalks on At Least One Side 82.0% 82.0% 82.0% annual measure 84.0% 85.0% 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 (FY20 & FY21)
Install sidewalks on at least one side of all residential local streets and on both sides of all collector and arterial roadways.
Have all streets maintained by the City with a Pavement Condition Index of 'fair' or better.
Repair all sidewalk hazards in existing neighborhoods. PRIOR YEAR ACCOMPLISHMENTS (FY18)
Resurfaced Hill Avenue NW from Ajax Drive NW to Lovejoy Road NW.
Completed installation of school zone beacons for Liza Jackson Preparatory School.
Completed construction of volleyball courts (site work) at the Fort Walton Beach Recreation Center. 126  001 GENERAL FUND - 1500 NON-DEPARTMENTAL Actual Budget 2017-18 2018-19 % 2014-15 2015-16 2016-17 Adopted Adopted Change Personal Services: 71,241 251,217 122,373 50,000 519-1216 Final Leave Pay 50,000 0.00% - - 7,711 - 519-2300 Life & Health Insurance - 0.00% 4,786 547 4,479 25,000 519-2500 Unemployment Compensation 25,000 0.00% $ 76,027 $ 251,764 $ 134,563 $ 75,000 Total Personal Services $ 75,000 0.00% Operating Expenditures: 240,121 78,722 276,822 46,500 519-3100 Professional Services 31,000 -33.33% 18,060 770 1,411 - 519-3400 Other Services - 0.00% 1,424 - - - 519-4000 Travel and Per Diem - 0.00% - - - 288 519-4100 Communication Services 288 0.00% - 2,748 5,737 5,654 519-4400 Rentals & Leases 5,650 -0.07% 1,500 - - - 519-4800 Promotional Activities - 0.00% 5,591 - - - 519-4908 Property Taxes - 0.00% - - - 5,900 519-4911 Holiday Gift Certificates 5,900 0.00% 30 70 29 - 519-4913 Cash Over/(Short) - 0.00% 32 (370) 122 - 519-4916 Inventory Over/(Short) - 0.00% 75,700 176,980 26,554 - 519-4941 Disaster Recovery - 0.00% - - 689 - 519-4943 Hurricane IRMA 2017 - 0.00% - - - 206,429 519-4995 Contingencies 227,962 10.43% - 1,223 - - 519-5200 Operating - 0.00% 21,156 255 - 43,345 519-5231 Computer Hardware/Software 14,280 -67.06% - - 129 - 519-5249 Weather Events Pub Asst - 0.00% - - 11,794 28,000 519-5500 Training 44,000 57.14% 92,053 - - Prior Year Expenditures - 0.00% $ 455,666 $ 260,399 $ 323,287 $ 336,116 Total Operating Expenditures $ 329,080 -2.09% Capital Outlay - - - 87,725 519-6404 Trucks 169,900 93.67% - - 27,370 - 519-6405 Communication Equipment - 0.00% 16,899 18,645 53,850 519-6420 Computer Hardware/Software 58,945 9.46% 16,899 18,645 27,370 141,575 Total Capital Outlay 228,845 61.64% Other Financing Activity (41,216) (42,676) (144,672) (44,964) 513-9916 Cost Allocation Reimb from FBC Fund (45,999) 2.30% (11,673) (510) - (21,191) 513-9917 Salary Reimb from CDBG Fund (24,852) 17.28% (156,209) (176,289) (167,123) (174,381) 513-9919 Cost Allocation Reimb from CRA Fund (174,335) -0.03% (1,012,994) (1,041,639) (1,063,612) (1,109,879) 513-9941 Cost Allocation Reimb from Utilities Fund (1,130,539) 1.86% (356,228) (364,433) (372,074) (388,626) 513-9943 Cost Allocation Reimb from Sanitation Fund (397,564) 2.30% (150,987) (154,493) (157,704) (164,719) 513-9945 Cost Allocation Reimb from Stormwater Fund (168,507) 2.30% - (336) - (24,850) 513-9945 Cost Allocation Reimb from Perpetual Care Fund - -100.00% 4,307 4,191 4,161 2,042 581-9121 Transfer to Debt Service Fund 2,042 0.00% $ (1,725,001) $ (1,776,185) $ (1,901,024) $ (1,926,569) Total Other Financing Activity $ (1,939,755) 0.68% $ (1,176,409) $ (1,245,377) $ (1,415,804) $ (1,373,877) TOTAL EXPENSES $ (1,306,830) -4.88% 1500-NonDept_001 8/22/2018 11:53 AM 127  001 GENERAL FUND - 1500 NON-DEPARTMENTAL Actual Budget 2017-18 2018-19 % 2014-15 2015-16 2016-17 Adopted Adopted Change 211.75 211.75 214.50 218.08 Number of Funded Employees (FTE's) 224.93 3.14% 317,646 317,646 411,535 392,080 City Council 470,034 19.88% 716,703 716,703 375,257 414,269 City Manager 431,298 4.11% 792,826 792,826 1,284,671 1,450,893 Administrative Services 1,435,831 -1.04% 186,202 186,202 216,035 251,374 City Clerk 256,698 2.12% 734,696 734,696 796,562 957,858 Finance 914,539 -4.52% 4,879,620 4,879,620 5,255,948 5,982,800 Police 5,964,958 -0.30% 4,457,796 4,457,796 4,350,336 4,913,525 Fire 4,858,439 -1.12% 9,506,225 9,506,225 5,520,344 6,204,863 Recreation Services 6,220,466 0.25% 2,575,689 2,575,689 2,851,302 3,098,074 Public Works 2,229,525 -28.04% 2,575,689 2,575,689 2,851,302 3,098,074 Utility Services - General Fund 735,810 -76.25% (1,176,409) (1,245,377) (1,415,804) (1,373,877) Non-Departmental (1,306,830) -4.88% $ 25,566,683 $ 25,497,715 $ 22,497,488 $ 25,389,931 TOTAL FUND EXPENSES $ 22,210,768 -12.52% $ (3,556,419) $ (3,004,750) $ - $ - NET REVENUE / (EXPENSE) $ (0) 100.00% 1500-NonDept_001 8/22/2018 11:53 AM 128 129  Law Enforcement Trust Fund The Law Enforcement Trust Fund encompasses 0.02% of the City’s activities and services and accounts for revenues from grants and forfeitures that are legally restricted for specific purposes such as crime prevention, community policing, and drug education. Per State Statute, law enforcement agencies that receive at least $15,000 in forfeitures within a fiscal year must expend or donate no less than 15% of such funds to support drug abuse prevention, crime prevention, or safe neighborhood programs. Revenue Highlights $45,000 Budget. $40,000 …… 2018-19. $ Change % Change $35,000 Interest & Other 2,309 0 0% $30,000 Use of Reserves 5,000 0 0% $25,000 $7,309 $0 0% $20,000 $15,000 $10,000 $5,000 $0 Actual Actual Actual Budget Budget 2014-15 2015-16 2016-17 2017-18 2018-19 Intergov't Revenue Interest & Other Appropriations • Intergovernmental revenue refers to grants, which are accounted for through a budget amendment when awarded to the City and therefore never included in the adopted budget. • Forfeitures comprise the main revenue source of this fund, but the Florida Attorney General has opined that it is not permissible to budget forfeiture revenues. Therefore, an appropriation from fund balance is budgeted to record the use of the prior year’s forfeitures for current year activities. Expenditure Highlights $250,000 Budget. $200,000 …… 2018-19 $ Change % Change Personal Services 0 0 0% $150,000 Operations & Maintenance 7,309 0 0% Capital Outlay/Imprvmt 0 0 0 $100,000 $7,309 0 0% $50,000 $0 Actual Actual Actual Budget Budget 2014-15 2015-16 2016-17 2017-18 2018-19 Personal Services Operations & Maintenance Capital Outlay/Imprvmt Interfund Transfers • Drug-lab cleanup and legal services account for the operational expenses; however, these fees are recouped by the proceeds from the forfeiture cases. 130  102 LAW ENFORCEMENT TRUST FUND Actual Budget 2017-18 2018-19 % 2014-15 2015-16 2016-17 Adopted Adopted Change 23,730 38,008 20,145 - Grant Revenues - 0.00% $ 23,730 $ 38,008 $ 20,145 $ - Total Grants $ - 0.00% $ 23,730 $ 38,008 $ 20,145 $ - TOTAL INTERGOVERNMENTAL REVENUE $ - 0.00% 567 - 767 - 1800-356-1000 Fines & Forfeitures - 0.00% 12,179 - 95 - 1800-358-2000 Assets Seized by Law Enforcement - 0.00% $ 12,746 $ - $ 862 $ - Total Fines & Forfeitures $ - 0.00% $ 12,746 $ - $ 862 $ - TOTAL FINES & FORFEITURES $ - 0.00% 3,099 2,384 2,479 2,309 1800-361-1000 Interest Income 2,309 0.00% $ 3,099 $ 2,384 $ 2,479 $ 2,309 Total Interest Income $ 2,309 0.00% 3,095 - 1,166 - 1800-364-1000 Sale of Surplus Assets - 0.00% $ 3,095 $ - $ 1,166 $ - Total Other Revenues $ - 0.00% $ 6,194 $ 2,384 $ 3,645 $ 2,309 TOTAL INTEREST & OTHER REVENUES $ 2,309 0.00% - - - 5,000 1600-389-9100 Appropriation from Fund Balance 5,000 0.00% $ - $ - $ - $ 5,000 Total Non-Operating Sources $ 5,000 0.00% $ - $ - $ - $ 5,000 TOTAL TRANSFERS IN $ 5,000 0.00% $ 42,670 $ 40,392 $ 24,652 $ 7,309 TOTAL FUND REVENUES $ 7,309 0.00% 1800 - STATE FORFEITURE EXPENSES Grant Expenses: 20,357 20,357 - Grant Expenses - 0.00% $ 20,357 $ 20,357 $ - $ - Total Grant Expenses $ - 0.00% Operating Expenditures: 174 372 2,500 5,000 521-3100 Professional Services 5,000 0.00% 10,051 10,713 70 1,609 521-3101 Legal Services 1,609 0.00% - - 69,045 - 521-4610 Maintenance Contracts - 0.00% 21,099 21,099 - - 521-4640 Building Maintenance - 0.00% - - - 500 521-4912 Forfeiture Filing Fees 500 0.00% - - - 200 521-4915 Legal Advertising 200 0.00% 10,654 10,747 24,806 - 521-5200 Operating Supplies - 0.00% 6,746 6,746 - 521-5210 Uniform Expense - 0.00% 500 500 - - 521-5400 Dues & Publications - 0.00% 298 298 - - 521-5500 Training - 0.00% $ 49,522 $ 50,476 $ 96,421 $ 7,309 Total Operating Expenditures $ 7,309 0.00% Capital Outlay: 11,764 11,764 8,970 - 521-6406 Specialized Equipment - 0.00% $ 11,764 $ 11,764 $ 8,970 $ - Total Capital Outlay $ - 0.00% $ 81,643 $ 82,597 $ 105,391 $ 7,309 STATE EXPENDITURES $ 7,309 0.00% 1800 - FEDERAL FORFEITURE EXPENSES Operating Expenditures: 5,455 5,455 9,371 - 1543-521-5210 Uniform Expense - Ballistic Vests (50% Grant) - 0.00% 15,573 1579-521-5200 Operating Supplies & Expenses - 0.00% $ 5,455 $ 5,455 $ 15,573 $ - Total Operating Expenditures $ - 0.00% $ 5,455 $ 5,455 $ 15,573 $ - FEDERAL EXPENDITURES $ - 0.00% $ 87,098 $ 88,052 $ 120,964 $ 7,309 TOTAL FUND EXPENSES $ 7,309 0.00% $ (44,428) $ (47,661) $ (96,312) $ - NET REVENUE / (EXPENSE) $ - 0.00% 102 - LETF 8/16/2018 10:22 AM 131  Law Enforcement Training Fund The Law Enforcement Training Fund encompasses 0.01% of the City’s activities and services and accounts for revenues from traffic fines that are legally restricted for specific purposes, such as school crossing guards and police officer training. Revenue Highlights $15,000 Budget. …… 2018-19 $ Change % Change Interest & Other 4,097 (3,100) (43.1)% $10,000 Use of Reserves 0 0 0% $4,097 $(3,100) (43.1)% $5,000 $0 Actual Actual Actual Budget Budget 2014-15 2015-16 2016-17 2017-18 2018-19 Interest & Other Appropriations • Traffic fines have declined over the years as the state retains a larger portion of the revenue for court and clerk operations. Expenditure Highlights $15,000 Budget. …… 2018-19 $ Change % Change Operations & Maintenance 4,097 (3,100) (43.1)% $10,000 $4,097 0 $(3,100) 0% (43.1)% $5,000 $0 Actual Actual Actual Budget Budget 2014-15 2015-16 2016-17 2017-18 2018-19 Personal Services Operations & Maintenance Replenish Reserves • Police officer training is accounted for in this fund. 132  103 LAW ENFORCEMENT TRAINING FUND Actual Budget 2017-18 2018-19 % 2014-15 2015-16 2016-17 Adopted Adopted Change 6,755 5,816 4,918 7,100 1830-351-5020 Traffic Fines - Training 4,000 -43.66% $ 6,755 $ 5,816 $ 4,918 $ 7,100 Total Fines & Forfeitures $ 4,000 -43.66% $ 6,755 $ 5,816 $ 4,918 $ 7,100 TOTAL FINES & FORFEITURES $ 4,000 -43.66% 140 89 0 97 1830-361-1000 Interest Income 97 0.00% $ 140 $ 89 $ 97 Total Interest Income $ 97 0.00% $ 140 $ 89 $ - $ 97 TOTAL INTEREST & OTHER REVENUES $ 97 0.00% - - - - 1600-389-9100 Appropriation from Fund Balance - 0.00% $ - $ - $ - Total Non-Operating Sources $ - 0.00% $ - $ - $ - $ - TOTAL TRANSFERS IN $ - 0.00% $ 6,896 $ 5,905 $ 4,918 $ 7,197 TOTAL FUND REVENUES $ 4,097 -43.07% Operating Expenditures: 8 1,910 - - 521-3100 Professional Services - 0.00% 3,345 - 4,428 7,197 521-4000 Travel and Per Diem 4,097 -43.07% 3,069 - - - 521-5500 Training - 0.00% $ 6,421 $ 1,910 $ 4,428 $ 7,197 Total Operating Expenditures $ 4,097 -43.07% Other Financing Activity: $ - $ - $ - $ - Total Other Financing Activity $ - 0.00% $ 6,421 $ 1,910 $ 4,428 $ 7,197 TOTAL FUND EXPENSES $ 4,097 -43.07% $ 474 $ 3,995 $ 490 $ - NET REVENUE / (EXPENSE) $ - 0.00% 103 - LETF 8/16/2018 10:21 AM 133  Florida Building Code Fund The Florida Building Code (FBC) Fund encompasses 1.0% of the City’s activities and services and accounts for revenues from building permits and inspections that are legally restricted for enforcing the Florida Building Code per State Statute. Revenue Highlights $450,000 Budget. $400,000 2018-19. …… $ Change % Change $350,000 Licenses & Permits 387,249 22,538 6.2% $300,000 Interest & Other 4,100 0 0% $250,000 Appropriation from Reserves 8,254 8,254 100.0% $200,000 0$399,603 $30,792 8.3% $150,000 $100,000 $50,000 $0 Actual Actual Actual Budget Budget 2014-15 2015-16 2016-17 2017-18 2018-19 Licenses & Permits Interest & Other Appropriation From Reserves • The appropriation from reserves is budgeted to fund a portion of a vehicle in accordance with the Fleet Replacement Schedule. Expenditure Highlights $450,000 $400,000 Budget. 2018-19. …… $ Change % Change $350,000 Personal Services 271,590 6,483 2.4% $300,000 Operations & Maintenance 59,397 657 1.1% $250,000 Capital Outlay 22,617 22,617 100.0% $200,000 Interfund Transfers 45,999 1,035 2.3% $150,000 100.0% $399,603 $30,792 8.3% $100,000 $50,000 $0 Actual Actual Actual Budget Budget 2014-15 2015-16 2016-17 2017-18 2018-19 Personal Services Operations & Maintenance Capital Outlay/Imprvmt Interfund Transfers • The increase in Capital expenses is due to a vehicle replacement. 134  106 FLORIDA BUILDING CODE FUND - 1215 BUILDING INSPECTION & PERMITTING Actual Budget 2017-18 2018-19 % 2014-15 2015-16 2016-17 Adopted Adopted Change Revenues: 144,300 153,354 195,364 161,911 1215-322-1000 Building Permits 186,532 15.21% 6,729 5,553 2,753 4,600 1215-322-1001 Re-Inspection Fee 2,996 -34.87% 9,500 8,065 9,008 5,400 1215-322-1002 Working Without A Permit Fee 10,729 98.69% 2,730 3,445 3,800 3,300 1215-322-1010 Notice of Commencement 3,591 8.82% 4,715 5,070 5,370 4,700 1215-322-1020 Certificate of Occupancy/Completion/Use 2,877 -38.79% 42,660 45,564 46,283 47,000 1215-322-1030 Processing Fee 51,070 8.66% 21,502 21,078 26,380 25,000 1215-322-2000 Electrical Permits 24,786 -0.86% 11,043 10,740 17,476 12,000 1215-322-3000 Plumbing Permits 8,857 -26.19% 6,752 7,297 7,648 8,000 1215-322-4000 Gas Permits 4,664 -41.70% 21,417 18,902 16,726 17,000 1215-322-5000 Mechanical Permits 20,016 17.74% 1,000 1,030 1,165 1,000 1215-322-9090 Surcharge F.S. 468.631 & 553.721 834 -16.60% $ 272,347 $ 280,096 $ 331,973 $ 289,911 Total Licenses & Permits $ 316,952 9.33% 50,597 88,198 73,452 70,000 1215-329-1000 Building Plan Review 67,990 -2.87% 2,594 3,855 4,495 4,800 1215-329-3000 Sign/Banner Permit 2,307 -51.94% $ 53,191 $ 92,053 $ 77,947 $ 74,800 Total Other Licenses & Permits $ 70,297 -6.02% $ 325,538 $ 372,149 $ 409,919 $ 364,711 TOTAL LICENSES & PERMITS $ 387,249 6.18% 3,364 3,377 3,330 4,100 1215-361-1000 Interest Income 4,100 0.00% 150 - 1,741 - 1215-369-9000 Miscellaneous Revenues - 0.00% $ 3,514 $ 3,377 $ 5,071 $ 4,100 Total Interest Income $ 4,100 0.00% $ 3,514 $ 3,377 $ 5,071 $ 4,100 TOTAL INTEREST & OTHER REVENUES $ 4,100 0.00% $ - $ - $ - $ - Total Interfund Transfers $ - 0.00% - - - - 1215-389-9100 Appropriation from Unassigned Fund Balance 8,254 100.00% $ - $ - $ - $ - Total Non-Operating Sources $ 8,254 100.00% $ - $ - $ - $ - TOTAL TRANSFERS IN $ 8,254 100.00% $ 329,052 $ 375,526 $ 414,990 $ 368,811 TOTAL REVENUES $ 399,603 8.35% 106 - FBC 8/16/2018 10:21 AM 135  106 FLORIDA BUILDING CODE FUND - 1215 BUILDING INSPECTION & PERMITTING Actual Budget 2017-18 2018-19 % 2014-15 2015-16 2016-17 Adopted Adopted Change Personal Services: 4.00 4.00 4.00 4.00 Number of Funded Employees (FTE's) 4.00 168,539 155,924 159,736 181,250 524-1200 Regular Salaries 182,106 0.47% - - - - 524-1201 Service Awards 216 100.00% 480 504 3,356 1,000 524-1400 Salaries - Overtime 1,000 0.00% 9,939 9,251 9,581 10,488 524-2100 FICA Taxes 10,614 1.20% 2,324 2,163 2,241 2,453 524-2101 Medicare 2,482 1.19% 24,283 15,226 17,726 28,540 524-2200 Retirement Contributions 27,869 -2.35% 6,141 7,313 6,222 8,915 524-2204 Retirement Contributions - DC Plan 9,599 7.67% 14,716 12,941 15,961 18,937 524-2300 Dental, Life & Health Insurance 26,391 39.36% 2,763 3,449 3,630 4,146 524-2400 Worker's Compensation 4,082 -1.54% 5,887 6,779 9,141 9,376 524-1291 Salary Allocation Reimb to General Fund 7,231 -22.88% $ 235,073 $ 213,551 $ 227,594 $ 265,105 Total Personal Services $ 271,590 2.45% Operating Expenditures: 14,037 42,461 23,103 26,367 524-3100 Professional Services 32,070 21.63% 3,722 2,149 2,385 4,014 524-4000 Travel and Per Diem 4,014 0.00% 3,091 2,433 2,631 2,395 524-4100 Communication Services 2,395 0.00% 122 125 132 100 524-4200 Postage 100 0.00% 4,138 4,204 4,288 3,451 524-4300 Utilities 4,288 24.25% - - 94 1,200 524-4400 Leases 1,200 0.00% - - 500 1,100 524-4610 Maintenance Contracts 1,100 0.00% 72 792 125 575 524-4620 Vehicle Repair 575 0.00% 178 35 35 180 524-4700 Printing & Binding 180 0.00% - - - 100 524-4911 Holiday Gift Certificates 100 0.00% 733 1,098 758 950 524-5100 Office Supplies 850 -10.53% 429 1,771 289 1,000 524-5200 Operating Supplies 1,000 0.00% 1,810 1,530 1,693 1,764 524-5204 Fuel & Oil 1,693 -4.02% - 344 242 400 524-5210 Uniform Expense 400 0.00% 1,377 2,040 - 5,840 524-5231 Computer Hardware/Software - -100.00% 282 981 250 480 524-5234 Safety Supplies/Equipment 300 -37.50% 1,954 2,167 1,676 2,789 524-5400 Books, Dues & Publications 2,789 0.00% 2,599 1,966 2,278 2,348 524-5500 Training 2,348 0.00% - - - 3,688 524-4995 Contingencies 3,996 8.35% $ 34,544 $ 64,095 $ 40,479 $ 58,741 Total Operating Expenditures $ 59,398 1.12% Capital Outlay: 19,322 20,291 - - 524-6404 Trucks 22,617 100.00% 1,076 - - - 524-6420 Computer Hardware/Software per IT Plan - 0.00% $ 20,398 $ 20,291 $ - $ - Total Capital Outlay $ 22,617 100.00% Other Financing Activity: - 42,676 - 44,964 524-9901 Cost Allocation Reimbursement to General Fund 45,999 2.30% $ - $ 42,676 $ 44,964 Total Other Financing Activity $ 45,999 2.30% $ 290,014 $ 340,612 $ 268,073 $ 368,811 TOTAL EXPENSES $ 399,603 8.35% $ 39,038 $ 34,913 $ 146,917 $ - NET REVENUE / (EXPENSE) $ (0) 0.00% 106 - FBC 8/16/2018 10:21 AM 136 FLORIDA BUILDING CODE FUND (FBC) Share of City Budget $399,603, 0.9% DESCRIPTION Building officials issue building permits, review building plans, and inspect all facets of construction including structure, electrical, plumbing, mechanical, gas, fences, and signs. MISSION Provide efficient assistance with, and ensure adherence to, state and local Land Development and Building Codes. Actual YTD thru 06/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY19) 2014-15 2015-16 2016-17 2017-18 2017-18 2018-19 Provide Timely & Efficient Building Permits % of Residential Permits Issued within 3 Business Days of Application 97% 97% 97% 97% 98% 98% % of Commercial Permits Issued within 5 Business Days of Application 95% 95% 96% 97% 98% 98% Provide Timely & Efficient Building Inspections % of Residential Inspections Completed within 3 Business Days of Request 97% 95% 98% 97% 98% 98% % of Commercial Inspections Completed within 3 Business Days of Request 96% 95% 98% 97% 98% 98%
Expand our customer service levels to one of the best building departments in this area.
Enhance contractor & developer education through no less than two training seminars in Etrak It provide by the Building Division.
Complete the implementation of trak it with a go live date for E Trak It. FUTURE GOALS (FY20 & FY21)
Become fully digital in processing of plan review and permitting with the implementaion of TRAKiT and Blue Beam Revu.
Obtain a Master Code Professional and all other required certifications for Plans Examiner. PRIOR YEAR ACCOMPLISHMENTS (FY18)
Hired a new Building Inspector
Combination Plan Examiner has began crosstraining for Mechanical Plan Review License.
Completed the CRS,ISO and CAV Audits. 137  Community Development Block Grant Fund The Community Development Block Grant (CDBG) Fund encompasses 0.3% of the City’s activities and services and accounts for grant funds from the US Department of Housing and Urban Development that are legally restricted for specific purposes such as Capital Outlay Projects and Summer Care programs to benefit low and moderate income families. Revenue Highlights $300,000 $250,000 Budget. 2018-19 …… $ Change % Change $200,000 Intergov’t Revenue 138,113 18,306 15.3% $150,000 Approp. from Reserves 0 0 0% $138,113 $18,306 15.3% $100,000 $50,000 $0 Actual Actual Actual Budget Budget 2014-15 2015-16 2016-17 2017-18 2018-19 Intergov't Revenue Interest & Other • Revenues from the Federal entitlement are largely population-based. The City’s population is relatively stable since the community is built-out; therefore, the award dollars are allocated similarly each year. Expenditure Highlights $300,000 Budget. $250,000 2018-19 …… $ Change % Change Personal Services 24,852 3,661 17.3% $200,000 Operations & Maintenance 16,587 (27,358) (62.3)% $150,000 Capital Outlay/Imprvmt 96,674 42,003 76.8% $100,000 Interfund Transfers Out 0 0 0.0% $138,113 $18,306 15.3% $50,000 $0 Actual Actual Actual Budget Budget 2014-15 2015-16 2016-17 2017-18 2018-19 Personal Services Operations & Maintenance Capital Outlay/Imprvmt Interfund Transfers • Personal services include staff’s time allocated to CDBG activities. • Less focus has been placed on operations and more funds are being allocated to various capital projects this year. 138  107 COMMUNITY DEVELOPMENT BLOCK GRANT FUND Actual Budget 2017-18 2018-19 % 2014-15 2015-16 2016-17 Adopted Adopted Change 139,693 117,087 246,186 119,807 1900-331-5027 Annual Entitlement Grant 138,113 15.28% $ 139,693 $ 117,087 $ 246,186 $ 119,807 Total Federal Grants $ 138,113 15.28% $ 139,693 $ 117,087 $ 246,186 $ 119,807 TOTAL INTERGOVERNMENTAL REVENUE $ 138,113 15.28% - - - - 1900-366-1000 Donations - 0.00% - - - - Discounts - 0.00% $ - $ - $ - $ - Total Other Revenues $ - 0.00% $ - $ - $ - $ - TOTAL INTEREST & OTHER REVENUES $ - 0.00% - - - - 1600-389-9200 Appropriation from Fund Balance - 0.00% $ - $ - $ - $ - Total Non-Operating Sources $ - 0.00% $ - $ - $ - $ - TOTAL TRANSFERS IN $ - 0.00% $ 139,693 $ 117,087 $ 246,186 $ 119,807 TOTAL FUND REVENUES $ 138,113 15.28% 107 - CDBG 8/16/2018 10:20 AM 139  107 COMMUNITY DEVELOPMENT BLOCK GRANT FUND Actual Budget 2017-18 2018-19 % 2014-15 2015-16 2016-17 Adopted Adopted Change Personal Services: - 8,180 14,121 21,191 1900-554-1291/98 Salary Allocation Reimb to General Fund/CRA 24,852 17.28% $ - $ 8,180 $ 14,121 $ 21,191 Total Personal Services $ 24,852 17.28% Operating Expenditures: 66,224 21,523 55,152 - 1900-554-3100 Professional Services - 0.00% - - - - 1900-554-3101 Legal Services - 0.00% 801 - - 801 1900-554-4000 Travel and Per Diem 801 0.00% 2 18 2 20 1900-554-4200 Postage 20 0.00% 2,427 1,377 981 1,800 1900-554-4915 Legal Advertising 1,800 0.00% - - - 150 1900-554-5500 Training 150 0.00% Land Clearance 3,716 23,474 7,854 30,000 1910-554-3400 Nuisance Abatement 9,816 -67.28% - 7,459 - - Economic Development - 0.00% 1920-554-8200 Small Business Program 3,536 23,474 - - 1930-554-3400 Housing Rehabilitation - 0.00% - - Public Services 889 3,212 5,060 11,174 1940-554-3451 Rec Center Summer Program 4,000 -64.20% 38 - - - 1940-554-5200/5100 Operating Supplies - 0.00% - 17,440 - - 1940-554-5251 Life Center of Gregg Chapel A/C - 0.00% - 26,789 - - 1940-554-5253 Okaloosa Comprehensive Head Start - 0.00% - - 10,278 12,095 1940-554-5254 Youthbuild & Community Development - -100.00% - 9,344 32,993 - 1940-554-5255 One Hopeful Place Community Development - 0.00% - - 4,517 - 1940-554-5258 S4P Synergy Inc - 0.00% - - - - 1940-554-8200 Grants & Aid to Prv't. Org. - 0.00% $ 76,745 $ 130,898 $ 111,777 $ 32,771 Total Operating Expenditures $ 16,587 -49.38% Public Facilities - - 50,000 - 1950-554-5253 Okaloosa Comprehensive Head Start 19,957 100.00% - - - 12,700 1950-554-5258 S4P Synergy Food Pantry Enhancement - -100.00% - - - 4,000 1950-554-5263 Bountiful Blessings Food Pantry - -100.00% - - - 12,971 1950-554-5262 HHA Inclement Weather Shelter 16,717 28.88% - - - 25,000 1950-554-5264 HHA Wash on Wheels - -100.00% - - 45,723 - 1950-554-5259 Eleanor Johnson Restroom - 0.00% - - 7,505 - 1950-554-5260 Peace Outreach Feeding Pantry - 0.00% - - 12,000 - 1950-554-5261 Gegg Chapel Basketball Court - 0.00% - - - - 1950-554-5255 Phase II Bldg at One Hopeful Place 60,000 100.00% 218 - - - 1950-554-6355 Improvements Other than Building - 0.00% 218 - 115,228 54,671 Total Capital Improvements 96,674 76.83% Other Financing Activity: 11,673 8,180 - - 1600-554-9901 Salary Reimbursement to General Fund - 0.00% $ 11,673 $ 8,180 $ - $ - Total Other Financing Activity $ - 0.00% $ 88,636 $ 147,258 $ 241,126 $ 108,633 TOTAL FUND EXPENSES $ 138,113 27.14% $ 51,057 $ (30,172) $ 5,060 $ 11,174 NET REVENUE / (EXPENSE) $ (0) 100.00% 107 - CDBG 8/16/2018 10:20 AM 140 COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) Share of City Budget $138,113, 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 06/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY19) 2014-15 2015-16 2016-17 2017-18 2017-18 2018-19 Eliminate Influences of Blight in Target Areas Nuisances Abated in Target Area 1 0 0 1 1 1 Improve Safety and Livability of Neighborhoods Capital Improvements Completed in Target Area 0 0 0 0 1 1 Provide Access to Quality Public and Private Services Summer Youth Program n/a 4 0 0 5 5 After School Program Participants 0 0 0 10 n/a n/a Disburse Grant Funds in Timely Fashion Grant Funds Spent in Same Year Awarded 38% 37% 100% 49% 100% 100%
Increase access to quality public facilities and neighborhood livability by completing one capital improvement project.
Restore Summer Youth Program participation. FUTURE GOALS (FY20 & FY21)
Spend all grant funds in same year awarded.
Maintain a balanced approach to housing and community development needs. PRIOR YEAR ACCOMPLISHMENTS (FY18)
Eliminated blighted conditions on target areas by completing three nuisance abatement projects 141  Community Redevelopment Agency Fund The Community Redevelopment Agency (CRA) Fund encompasses 4.5% of the City’s activities and services and accounts for funding derived from City of Fort Walton Beach and Okaloosa County Tax Increment Funding (TIF) – proceeds from increases in the taxable assessed value of the CRA District. The original CRA area was formed in 1980, with that being the base year for the purpose of determining the growth in assessed taxable value. In 1999 the CRA area was expanded to include an additional area. The TIF is determined by the growth in the assessed value of taxable property located in the CRA district from the base year to the current tax year and is multiplied by the current tax rate for the City and County. Expenditures in the CRA area target eliminating blight in residential and commercial areas. Revenue Highlights $2,000,000 Budget. 2018-19 …… $ Change % Change $1,500,000 Ad Valorem Taxes 1,139,801 49,587 4.5% Intergov’t Revenue 720,907 104,609 17% $1,000,000 Interest & Other 32,457 0 0% Approp. from Reserves 0 0 0% $1,893,165 $154,196 8.9% $500,000 $0 Actual Actual Actual Budget Budget 2014-15 2015-16 2016-17 2017-18 2018-19 Ad Valorem Taxes Intergov't Revenue Interest & Other Interfund Transfers Appropriations • The budget is predicated on maintaining the City millage (Ad Valorem) rate at 5.7697 mills. One mill equals $1 per $1,000 of taxable property value. • County Ad Valorem tax proceeds are accounted for as intergovernmental revenues. The County’s millage rate is 3.4308 mills. Expenditure Highlights $2,000,000 $1,800,000 Budget. $1,600,000 ……2018-19 $ Change % Change $1,400,000 Personal Services 366,995 9,452 2.6% $1,200,000 Operations & Maintenance 326,954 (84,627) (20.6)% $1,000,000 Replenish Reserves 1,024,881 504,417 100.0% $800,000 $600,000 Interfund Transfer 174,335 (46) 0% $400,000 Capital Outlay/Imprvmt 0 (275,000) (100.0)% $200,000 $1,893,165 $154,196 8.9% $0 Actual Actual Actual Budget Budget 2014-15 2015-16 2016-17 2017-18 2018-19 Personal Services Operations & Maintenance Capital Outlay/Imprvmt Interfund Transfers Replenish Reserves • The decrease in operating expenses is due to the transfer of recurring expenses back into the General Fund, as more emphasis is placed on Capital Projects. • The decrease in capital outlay is due to the use of funds for prior year projects. • Reserves are being acquired to complete the Landing Park Improvements and the Gulfview Hotel renovations. 142  109 COMMUNITY REDEVELOPMENT AGENCY FUND Actual Budget 2017-18 2018-19 % 2014-15 2015-16 2016-17 Adopted Adopted Change 771,768 787,039 802,377 837,841 2000-311-1000 Ad Valorem Taxes - City Original TIF 865,478 3.30% 203,526 230,503 234,074 252,373 2000-311-1100 Ad Valorem Taxes - City Expanded TIF 274,323 8.70% $ 975,294 $ 1,017,542 $ 1,036,451 $ 1,090,214 Total Ad Valorem Taxes $ 1,139,801 4.55% $ 975,294 $ 1,017,542 $ 1,036,451 $ 1,090,214 TOTAL TAXES $ 1,139,801 4.55% 455,807 468,029 476,794 477,112 2000-338-2000 Ad Valorem Taxes - County Original TIF 553,733 16.06% 121,460 142,868 136,344 139,186 2000-338-2100 Ad Valorem Taxes - County Expanded TIF 167,174 20.11% $ 577,266 $ 610,897 $ 613,139 $ 616,298 Total Local Shared Revenues $ 720,907 16.97% - - - - Prior Years Grants - 0.00% $ - $ - $ - $ - Total Grants $ - 0.00% $ 577,266 $ 610,897 $ 613,139 $ 616,298 TOTAL INTERGOVERNMENTAL REVENUE $ 720,907 16.97% 45,024 24,938 27,428 32,457 1500-361-1000 Interest Income 32,457 0.00% $ 45,024 $ 24,938 $ 27,428 $ 32,457 Total Interest Income $ 32,457 0.00% - 12,000 - 1500-362-1000 Rental and Lease Income - 0.00% $ - $ 12,000 $ - $ - Total Rents and Royalties $ - 0.00% $ - $ - $ - $ - Total Other Revenues $ - 0.00% $ 45,024 $ 36,938 $ 27,428 $ 32,457 TOTAL INTEREST & OTHER REVENUES $ 32,457 0.00% - - - - 1600-389-9100 Appropriation from Fund Balance - 0.00% $ - $ - $ - $ - Total Non-Operating Sources $ - 0.00% $ - $ - $ - $ - TOTAL TRANSFERS IN $ - 0.00% $ 1,597,584 $ 1,665,377 $ 1,677,018 $ 1,738,969 TOTAL FUND REVENUES $ 1,893,165 8.87% 109-Revenues 8/16/2018 10:25 AM 143  109 CRA FUND - 0800 POLICE Actual Budget 2017-18 2018-19 % 2014-15 2015-16 2016-17 Adopted Adopted Change Personal Services: 5.00 5.00 5.00 5.00 Number of Employees (FTE's) - 213,061 215,927 193,449 189,725 521-1200 Regular Salaries - -100.00% 54 54 325 - 521-1201 Service Awards - 0.00% 108 108 - 16,840 521-1202 Incentive Pay - -100.00% 4,778 5,761 13,786 9,481 521-1400 Salaries - Overtime - -100.00% 10,014 8,944 8,215 8,146 521-1401 Salaries - Overtime Holiday Worked - -100.00% 18,752 17,959 16,944 4,092 521-1501 Incentive Pay - -100.00% 14,456 14,693 13,624 12,410 521-2100 FICA Taxes - -100.00% 3,381 3,436 3,186 2,902 521-2101 Medicare - -100.00% 74,737 71,395 62,741 79,905 521-2201 Retirement Contributions - Police Officers - -100.00% 25,884 24,393 31,464 27,934 521-2300 Dental, Life & Health Insurance - -100.00% 6,067 7,135 6,568 6,109 521-2400 Worker's Compensation - -100.00% 42,945 52,210 51,151 - 521-1291/97Salary Allocation Reimbursement to General Fund/CDBG - 0.00% $ 414,238 $ 422,015 $ 401,453 $ 357,543 Total Personal Services $ - -100.00% Operating Expenses: 15,681 15,730 1,326 - 521-3100 Professional Services - 0.00% 1,948 1,944 - - 521-4100 Communication Services - 0.00% - - - - 521-4300 Utilities - 0.00% 1,035 1,304 - - 521-4610 Maintenance Contracts - 0.00% 4,483 3,505 - - 521-4620 Vehicle Repair - 0.00% 95 - - - 521-4630 Equipment Repair - 0.00% 105 - - - 521-4700 Printing & Binding - 0.00% 10 - - - 521-5100 Office Supplies - 0.00% 570 - - - 521-5200 Operating Supplies - 0.00% 11,350 10,510 - - 521-5204 Fuel & Oil - 0.00% 620 517 - - 521-5210 Uniform Expense - 0.00% 838 508 - - 521-5213 Ammunition Expense - 0.00% - - - 521-5231 Computer Hardware/Software - 0.00% $ 36,735 $ 34,017 $ 1,326 $ - Total Operating Expenditures $ - 0.00% Capital Outlay: - - - - 521-6406 Specialized Equipment - 0.00% $ - $ - $ - $ - Total Capital Outlay $ - 0.00% $ 450,973 $ 456,033 $ 402,779 $ 357,543 TOTAL EXPENSES $ - -100.00% 109-0800-Police 8/16/2018 10:20 AM 144  109 CRA FUND - 2000 CRA Actual Budget 2017-18 2018-19 % 2014-15 2015-16 2016-17 Adopted Adopted Change Personal Services: 3.00 3.00 2.00 - Number of Employees (FTE's) 5.00 74,756 43,237 24,319 - 552-1200 Regular Salaries 194,090 100.00% - - - 552-1202 Incentive Pay 10,834 100.00% 185 258 27 - 552-1400 Salaries - Overtime 9,481 100.00% - - - - 552-1401 Salaries - Overtime Holiday Worked 8,146 100.00% - - - 552-1501 Incentive 1,685 100.00% 4,523 2,359 1,454 - 552-2100 FICA Taxes 11,914 100.00% 1,058 552 340 - 552-2101 Medicare 2,786 100.00% - - - 552-2201 Retirement Contributions - Police Officers 71,259 100.00% 6,083 9,400 2,629 - 552-2300 Dental, Life & Health Insurance 49,650 100.00% 1,059 1,229 752 - 552-2400 Worker's Compensation 7,150 100.00% - 11,581 7,729 - 552-1291 Salary Allocation Reimb to General Fund - 100.00% $ 91,338 $ 68,997 $ 37,444 $ - Total Personal Services $ 366,995 100.00% Operating Expenses: 96,815 91,942 225,862 - 552-3100 Professional Services - 0.00% 4,515 3,682 - - 552-3101 Legal Services - 0.00% 144,930 169,739 169,527 159,265 552-3400 Other Services 159,265 0.00% - 906 10,589 - 552-3450 Other Services - Grounds Maintenance - 0.00% 3,184 1,609 890 1,200 552-4000 Travel and Per Diem 1,200 0.00% 1,978 1,959 1,870 2,200 552-4100 Communication Services - -100.00% 710 - - 700 552-4200 Postage 700 0.00% 132,854 125,274 118,689 107,324 552-4300 Utilities 107,324 0.00% 6,005 4,974 3,030 - 552-4400 Rentals & Leases - 0.00% - - 825 - 552-4610 Maintenance Contracts - 0.00% 863 243 669 1,000 552-4620 Vehicle Repair - -100.00% 582 777 574 600 552-4630 Equipment Repair - -100.00% 15,831 40,444 36 - 552-4640 Building Maintenance - 0.00% 1,923 280 - 15,000 552-4800 Promotional Activities 5,000 -66.67% - - - 175 552-4911 Holiday Gift Certificates - -100.00% 1,363 786 575 - 552-4915 Legal Advertising - 0.00% 203 - - 500 552-5100 Office Supplies - -100.00% 4,811 11,493 2,163 8,950 552-5200 Operating Supplies - -100.00% 2,684 1,728 1,881 2,242 552-5204 Fuel & Oil - -100.00% 94 130 115 150 552-5210 Uniform Expense - -100.00% - - - - 552-5231 Computer Hardware/Software - 0.00% 766 1,154 1,750 4,500 552-5233 Tools - -100.00% 271 135 80 400 552-5234 Safety Supplies/Equipment - -100.00% 92 28,937 19,850 78,370 552-5250 Operating Supplies - Grounds Maintenance - -100.00% 1,997 1,600 1,450 2,415 552-5400 Dues & Publications 2,415 0.00% 2,645 790 - 1,590 552-5500 Training 1,050 -33.96% Non-Operating: 832,058 563,362 - 25,000 552-8200 Grants and Aids 50,000 100.00% $ 1,257,173 $ 1,051,941 $ 560,425 $ 411,581 Total Operating Expenditures $ 326,954 -20.56% Capital Outlay: 11,850 364,159 9,774 - 552-6310 Improvements Other Than Buildings - 0.00% 1,112,144 - - - 522-6100 Land - 0.00% - - - - 552-6355 Landscaping/Irrigation - 0.00% - - - - 552-6402 Equipment - 0.00% $ 1,123,994 $ 364,159 $ 9,774 $ - Total Capital Outlay $ - 0.00% Capital Improvements Program: - 5,225 - 5018 - Pavement Improvement - 0.00% - 27,846 275,000 5607 - Streetscape - -100.00% 602,278 - - Prior Years Capital Improvement Program - 0.00% $ 602,278 $ 33,071 $ - $ 275,000 Total Capital Improvements Program $ - -100.00% 109-2000-CRA 8/16/2018 10:23 AM 145  109 CRA FUND - 2000 CRA Actual Budget 2017-18 2018-19 % 2014-15 2015-16 2016-17 Adopted Adopted Change Other Financing Activity: 156,209 164,708 174,381 552-9901 Cost Allocation Reimbursement to General Fund 174,335 -0.03% - - 520,464 581-9999 Reserved - Undesignated Net Assets 1,024,881 96.92% $ 156,209 $ 164,708 $ - $ 694,845 Total Other Financing Activity $ 1,199,216 72.59% $ 3,230,992 $ 1,682,875 $ 607,643 $ 1,381,424 TOTAL EXPENSES $ 1,893,165 37.04% 8.00 8.00 8.00 8.00 Number of Funded Employees (FTE's) 10.00 25.00% 456,033 456,033 456,033 357,543 Police - -100.00% 3,230,992 1,682,875 607,643 1,381,426 CRA 1,893,165 37.04% $ 3,687,025 $ 2,138,908 $ 1,063,676 $ 1,738,969 TOTAL FUND EXPENSES $ 1,893,165 8.87% $ (2,058,108) $ (509,991) $ 565,241 $ (53,763) NET REVENUE / (EXPENSE) $ 0 0.00% 109-2000-CRA 8/16/2018 10:23 AM 146 COMMUNITY REDEVELOPMENT AREA (CRA) Share of City Budget $1,893,165, DESCRIPTION 4.3% The Community Redevelopment Area was established in 1980 and expanded in 1999 to address deteriorating conditions and facilitate economic growth and development within the designated area. Funding for infrastructure improvements and redevelopment activities comes from incremental increases in the taxable assessed value of the area. MISSION Rejuvenate the designated area to make it a place where citizens want to live, work, and play. Actual YTD thru 06/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY19) 2014-15 2015-16 2016-17 2017-18 2017-18 2018-19 Attract & Retain Businesses in the Target Area New Businesses in the CRA 32 29 20 17 30 30 Square Footage of Business Expansions in the CRA 10,694 5,915 14,399 1,985 15,000 15,000 Businesses Approved for Economic Incentive Grants 15 16 8 0 15 n/a Value of Economic Incentive Grants Provided to New or Expanding Businesses $168,950 $978,389 $112,361 $0 $100,000 n/a Private Investment Leveraged as a Result of Incentive Grants $838,261 $29,474,483 $7,298,383 $0 $1,000,000 n/a Grant Applications Approved within Two Weeks 23% 0% 8% 0% 75% n/a Attract & Retain Residents in the Target Area New Housing Units in the CRA 7 0 0 1 10 10
Develop long-term (5-year and 10-year) capital improvements project list for the CRA District.
Complete phases 1 & 2 of the Carson & Third stormwater & streetscape project.
Complete at least 1 new public parking area in the CRA.
Begin Phase I of Landing Master Plan for improvements to Fort Walton Landing Park.
Create new public parking maps for the downtown district; update signage in CRA, and provide a new downtown "gateway." FUTURE GOALS (FY20 & FY21)
Develop ways to increase the quantity of and access to public parking in the CRA.
Encourage private reinvestment through public improvements in the CRA.
Continue multi-modal improvements in the CRA.
Continue improvements to Fort Walton Landing Park as outlined in Landing Master Plan. PRIOR YEAR ACCOMPLISHMENTS (FY18)
Completed public parking and streetscape improvements at 240 Miracle Strip Pkwy SE.
Approved 8 business incentive grant applications, $6.6M in total private funds leveraged for $112K spent in public funds.
Continued CRA Grounds Maintenance Contract to ensure that the district is clean and continually maintained.
Prepared Downtown Master Plan for 1, 5, & 10 year vision for the future of Downtown. 147  Debt Service Fund The Debt Service Fund encompasses 2.5% of the City’s activities and services and accounts for the accumulation of resources for and the payment of general long-term debt principal and interest. Funds are transferred from the General Fund. Revenue Highlights $1,100,000 Budget. $1,050,000 2018-19. …… $ Change % Change Interfund Transfers In 1,041,741 (1,153) (0.1)% $1,000,000 $1,41,741 ($1,153) (0.1)% $950,000 $900,000 $850,000 $800,000 Actual Actual Actual Budget Budget 2014-15 2015-16 2016-17 2017-18 2018-19 Interfund Transfers • Transfers from the General Fund cover annual debt payments as required per Generally Accepted Accounting Principles (GAAP) for governmental funds. Expenditure Highlights $1,050,000 $1,040,000 Budget. $1,030,000 ……2018-19. $ Change % Change Debt Service 1,041,741 (1,153) (0.1)% $1,020,000 $1,041,741 ($1,153) (0.1)% $1,010,000 $1,000,000 $990,000 $980,000 $970,000 $960,000 Actual Actual Actual Budget Budget 2014-15 2015-16 2016-17 2017-18 2018-19 Debt Service • Capital Lease/Purchases: Phone System (year 6 of 6) • Debt Issues: 2011A Revenue Note – Fire Ladder Truck (year 8 of 10) 2013 Revenue Note – Municipal Facilities (year 6 of 18) 2013A Bank Loan – Recreation Complex, Fairway Sweeper/Vacuum, Bucket Truck (year 6 of 15) 2015 Interfund Loan – Fire Pumper Truck (year 5 of 10) 2015 Rec Center Fitness Equipment – (year 5 of 5) 148  201 DEBT SERVICE FUND Actual Budget 2017-18 2018-19 % 2014-15 2015-16 2016-17 Adopted Adopted Change 137,909 133,204 124,619 180,282 1600-381-0100 Transfer from General Fund 178,193 -1.16% 2011 Cap Imp Rev Note -Ladder Truck- yr 8 of 10 Phone System Lease - year 6 of 6 2015 Interfund Loan -Fire Pumper- yr 5 of 10 2015 Rec Ctr Fitness Equipment- yr 5 of 5 309,217 206,628 308,637 305,087 1600-381-1301 306,022 0.31% 2013 Revenue Note -Municipal Facilities Police- yr 6 of 18 557,525 557,475 557,447 557,525 1600-381-1302 Transfer from General Fund - 2013A Sinking Fund 557,525 0.00% 2013A Bank Loan -Recreation Complex- yr 6 of 15 2013A Bank Loan -Fairway Sweep/Vac- yr 6 of 10 2013A Bank Loan -Bucket Truck- yr 6 of 10 $ 1,004,650 $ 897,306 $ 990,703 $ 1,042,894 Total Interfund Transfers $ 1,041,741 -0.11% $ 1,004,650 $ 897,306 $ 990,703 $ 1,042,894 TOTAL TRANSFERS IN $ 1,041,741 -0.11% $ 1,004,650 $ 897,306 $ 990,703 $ 1,042,894 TOTAL FUND REVENUES $ 1,041,741 -0.11% Debt Service: 660,107 673,851 682,230 745,101 2100-517-7100 Principal Payments 767,536 3.01% 2011 Cap Imp Rev Note -Ladder Truck- yr 8 of 10 2013 Revenue Note -Municipal Facilities Police- yr 6 of 18 2013 Revenue Note -Municipal Facilities Fire- yr 6 of 18 2013 Revenue Note -Municipal Facilities Library- yr 6 of 18 2013 Revenue Note -Municipal Facilities General- yr 6 of 18 2013A Bank Loan -Recreation Complex- yr 6 of 15 2013A Bank Loan -Recreation Complex Fields- yr 6 of 15 2013A Bank Loan -Fairway Sweep/Vac- yr 6 of 10 2013A Bank Loan -Bucket Truck- yr 6 of 10 Phone System Lease - year 6 of 6 2015 Interfund Loan -Fire Pumper- yr 5 of 10 2015 Rec Ctr Fitness Equipment- yr 5 of 5 344,543 327,748 308,472 297,793 2100-517-7200 Interest Expense 274,204 -7.92% 2011 Cap Imp Rev Note -Ladder Truck- yr 8 of 10 2013 Revenue Note -Municipal Facilities Police- yr 6 of 18 2013 Revenue Note -Municipal Facilities Fire- yr 6 of 18 2013 Revenue Note -Municipal Facilities Library- yr 6 of 18 2013 Revenue Note -Municipal Facilities General- yr 6 of 18 2013A Bank Loan -Recreation Complex- yr 6 of 15 2013A Bank Loan -Recreation Complex Fields- yr 6 of 15 2013A Bank Loan -Fairway Sweep/Vac- yr 6 of 10 2013A Bank Loan -Bucket Truck- yr 6 of 10 Phone System Lease - year 6 of 6 2015 Interfund Loan -Fire Pumper- yr 5 of 10 2015 Rec Ctr Fitness Equipment- yr 5 of 5 - - - - 2100-517-7300 Paying Agent Fees - 0.00% $ 1,004,650 $ 1,001,599 $ 990,703 $ 1,042,894 Total Debt Service $ 1,041,741 -0.11% $ 1,004,650 $ 1,001,599 $ 990,703 $ 1,042,894 TOTAL FUND EXPENSES $ 1,041,741 -0.11% $ - $ (104,293) $ 0 $ - NET REVENUE / (EXPENSE) $ - 0.00% 201-Debt1 8/16/2018 10:24 AM 149  Beal Memorial Cemetery Fund The Beal Memorial Cemetery Perpetual Care Fund encompasses 0.22% of the City’s activities and services and accounts for a portion of revenues from lot, crypt, and niche sales that are being reserved for perpetual care. Cemetery operations are currently funded in the General Fund, but interest earnings on the reserves will be used for maintaining the cemetery once all spaces have been sold. Revenue Highlights $350,000 Budget. $300,000 …… 2018-19 $ Change % Change Interest & Other 26,500 0 0.0% $250,000 Interfund Transfers In 38,922 (10,132) (20.7)% $200,000 $65,422 ($10,132) (13.4)% $150,000 $100,000 $50,000 $0 Actual Actual Actual Budget Budget 2014-15 2015-16 2016-17 2017-18 2018-19 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 $80,000 $70,000 Budget. …… 2018-19 $ Change % Change $60,000 Operations & Maintenance 12,200 0 0% $50,000 Interfund Transfers 0 (24,850) (100)% $40,000 Replenish Reserves 53,222 14,718 38.2% $30,000 $65,422 ($10,132) (13.4)% $20,000 $10,000 $0 Actual Actual Actual Budget Budget 2014-15 2015-16 2016-17 2017-18 2018-19 Operations & Maintenance Interfund Transfers Replenish Reserves • Operations & maintenance includes the annual investment portfolio management fee. • The decline in Interfund Transfers is a result of previous year Capital Outlay in the Cemetery division. 150  602 BEAL MEMORIAL CEMETERY CARE FUND Actual Budget 2017-18 2018-19 % 2014-15 2015-16 2016-17 Adopted Adopted Change 17,711 282 54 26,500 1500-361-1000 Interest Income 26,500 0.00% 49,513 50,320 57,341 - 1500-361-2000 Dividend Income - 0.00% (333,233) 185,299 194,486 - 1500-361-3000 Unrealized Gain/(Loss) - 0.00% 277,696 (19,529) 31,737 - 1500-361-4000 Realized Gain/(Loss) - 0.00% $ 11,687 $ 216,372 $ 283,618 $ 26,500 Total Interest Income $ 26,500 0.00% $ 11,687 $ 216,372 $ 283,618 $ 26,500 TOTAL INTEREST & OTHER REVENUES $ 26,500 0.00% 34,423 24,668 21,760 24,204 2200-381-0100 Transfer from General Fund 38,922 60.81% $ 34,423 $ 24,668 $ 21,760 $ 24,204 Total Interfund Transfers $ 38,922 60.81% - - - 24,850 1600-389-9100 Appropriation from Fund Balance - -100.00% $ - $ - $ - $ 24,850 Total Non-Operating Sources $ - -100.00% $ 34,423 $ 24,668 $ 21,760 $ 49,054 TOTAL TRANSFERS IN $ 38,922 -20.65% $ 46,110 $ 241,040 $ 305,378 $ 75,554 TOTAL FUND REVENUES $ 65,422 -13.41% Operating Expenditures: 11,077 12,268 13,122 12,200 2200-539-3100 Professional Services 12,200 0.00% $ 11,077 $ 12,268 $ 13,122 $ 12,200 Total Operating Expenditures $ 12,200 100.00% Other Financing Activity: 25,000 20,700 20,217 24,850 1600-581-9102 Transfer to General Fund - -100.00% - - - 38,504 1600-581-9920 Reserve for Future Cemetery Perpetual Care 53,222 38.22% $ 25,000 $ 20,700 $ 20,217 $ 63,354 Total Other Financing Activity $ 53,222 -15.99% $ 36,077 $ 32,968 $ 33,339 $ 75,554 TOTAL FUND EXPENSES $ 65,422 -13.41% $ 10,033 $ 208,072 $ 272,039 $ - NET REVENUE / (EXPENSE) $ - 0.00% 602-Beal 8/16/2018 10:30 AM 151  Utilities Fund The Utilities Fund encompasses 26.7% of the City’s activities and services and accounts for water production and distribution and sewer collection and treatment. These activities are financed and operated in a manner similar to a private business – where the intent is that the cost (expenses, including depreciation) of providing the services to the public on a continuing basis be financed and recovered primarily through user charges. Revenue Highlights $12 Budget. 2018-19 …… $ Change % Change $10 Charges for Services 10,973,508 (11,190) (0.1)% Interest & Other 147,491 (6,830) (4.4)% $8 $11,120,999 $(18,020) (0.2)% Millions $6 $4 $2 $0 Actual Actual Actual Budget Budget 2014-15 2015-16 2016-17 2017-18 2018-19 Licenses & Permits Intergov't Revenue Charges for Services Interest & Other Interfund Transfers Appropriations • A new five-year utility rate study, which included stormwater, was approved by City Council and implemeted in FY 2014-15. The study determines the required rates to generate sufficient revenue to sustain renewal and replacement reserves and account for debt service requirements. FY 2018-19 will include the implementation of Year 5 of the rate study. Expenditure Highlights $12 Budget. $10 2018-19. …… $ Change % Change Personal Services 2,483,751 (14,949) (0.6)% $8 Operations & Maintenance 4,099,702 (582,326) (12.4)% Millions $6 Capital Outlay/Imprvmt 640,092 41,669 7.0% $4 Debt Service 1,607,267 0 0% Interfund Transfers Out 1,773,260 20,660 1.2% $2 Replenish Reserves 516,926 516,926 100.0% $0 $11,120,999 $(18,020) (0.2)% Actual Actual Actual Budget Budget 2014-15 2015-16 2016-17 2017-18 2018-19 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 replenish reserves account is being utilized this year as funds are not being used for facility repairs, due to the on-going construction of a new complex. 152  401 UTILITIES FUND - REVENUES Actual Budget 2017-18 2018-19 % 2014-15 2015-16 2016-17 Adopted Adopted Change 1,997,321 2,164,659 2,262,172 2,341,976 1310-343-3000 Service Fees - Residential 2,350,903 0.38% 1,207,914 1,366,759 1,409,228 1,489,145 1310-343-3100 Service Fees - Commercial 1,419,650 -4.67% 13,550 7,988 17,990 12,322 1500-343-3600 Connection Fees - Residential 7,666 -37.79% 5,350 16,588 106,450 15,000 1500-343-3700 Connection Fees - Commercial 19,720 31.47% 21 2,560 4 106 1500-343-3810 Hydrant Service 25 -76.42% $ 3,224,155 $ 3,558,553 $ 3,795,844 $ 3,858,549 Total Water Operations $ 3,797,964 -1.57% 4,035,458 4,357,920 4,619,084 4,764,807 1350-343-5000 Service Fees - Residential 4,811,637 0.98% 1,713,291 1,952,654 2,049,706 2,116,092 1350-343-5100 Service Fees - Commercial 2,093,128 -1.09% 15,000 6,900 17,250 12,750 1500-343-5600 Connection Fees - Residential 11,500 -9.80% 2,700 6,987 161,624 15,000 1500-343-5700 Connection Fees - Commercial 9,620 -35.87% - - 38,120 - 1500-343-5894 Work Orders - 0.00% $ 5,766,449 $ 6,324,461 $ 6,885,784 $ 6,908,649 Total Sewer Operations $ 6,925,885 0.25% 3,425 2,517 4,225 2,000 0520-343-3001 Administrative Fee - Returned Checks 2,837 41.85% 97,597 109,908 104,786 96,500 1310-343-3200 Service Charges 114,650 18.81% 123,078 128,040 130,096 119,000 1310-343-3300 Penalties 132,172 11.07% $ 224,100 $ 240,465 $ 239,107 $ 217,500 Total Combined Operations $ 249,659 14.79% $ 9,214,704 $ 10,123,479 $ 10,920,735 $ 10,984,698 TOTAL CHARGES FOR SERVICES $ 10,973,508 -0.10% 13,495 2,654 5,950 - 1310-324-2100 Impact Fees - Water - Residential - 0.00% 11,206 7,191 17,625 - 1310-324-2200 Impact Fees - Water - Commercial - 0.00% 14,936 3,867 3,833 - 1350-324-2100 Impact Fees - Sewer - Residential - 0.00% 12,918 8,315 20,303 - 1350-324-2200 Impact Fees - Sewer - Commercial - 0.00% $ 52,555 $ 22,027 $ 47,711 $ - Total Licenses & Permits $ - 0.00% $ 52,555 $ 22,027 $ 47,711 $ - TOTAL LICENSES & PERMITS $ - 0.00% - - 19,752 - 5421-334-3502 State Grants - 0.00% $ - $ - $ 19,752 $ - Total State Grants $ - 0.00% $ - $ - $ 19,752 $ - TOTAL INTERGOVERNMENTAL REVENUE $ - 0.00% 106,806 94,707 587 125,420 1500-361-1000 Interest Income 125,420 0.00% - - - - 1500-361-3000 Unrealized Gain/(Loss) - 0.00% - - - - 1500-361-4000 Realized Gain/(Loss) - 0.00% $ 106,806 $ 94,707 $ 587 $ 125,420 Total Interest Income $ 125,420 0.00% 17,377 17,898 18,435 19,001 1500-362-2020 Rental and Lease Income 19,571 3.00% $ 17,377 $ 17,898 $ 18,435 $ 19,001 Total Rents and Royalties $ 19,571 3.00% (12,280) 8,312 7,900 1500-364-1000 Sale of Surplus Assets 500 -93.67% 6,540 3,477 28 2,000 1500-369-9000 Miscellaneous Revenue 2,000 0.00% $ (5,740) $ 11,790 $ 28 $ 9,900 Total Other Revenues $ 2,500 -74.75% $ 118,443 $ 124,395 $ 19,051 $ 154,321 TOTAL INTEREST & OTHER REVENUES $ 147,491 -4.43% $ - $ - $ - $ - Total Interfund Transfers $ - 0.00% $ - $ - $ - $ - Total Non-Operating Sources $ - 0.00% $ - $ - $ - $ - TOTAL TRANSFERS IN $ - 0.00% $ 9,385,702 $ 10,269,901 $ 11,007,249 $ 11,139,019 TOTAL FUND REVENUES $ 11,120,999 -0.16% 401-Revenues 8/16/2018 10:25 AM 153  401 UTILITIES FUND - 0520 CUSTOMER SERVICE Actual Budget 2017-18 2018-19 % 2014-15 2015-16 2016-17 Adopted Adopted Change Personal Services: 5.50 5.50 5.50 Number of Funded Employees (FTE's) 5.50 142,843 146,916 165,231 155,287 536-1200 Regular Salaries 159,253 2.55% - 54 108 - 536-1201 Service Awards - 0.00% - 108 - - 536-1202 Incentive/Merit Pay - 0.00% 15,176 12,667 - 13,543 536-1300 Part-Time Wages 14,094 4.07% 920 77 93 500 536-1400 Salaries - Overtime 500 0.00% 9,545 8,953 9,036 9,106 536-2100 FICA Taxes 9,611 5.54% 2,232 2,094 2,113 2,130 536-2101 Medicare 2,248 5.52% 12,043 8,069 9,529 15,301 536-2200 Retirement Contributions 15,068 -1.52% 4,555 6,922 7,116 7,292 536-2204 Retirement Contributions - DC Plan 7,467 2.40% 15,615 25,187 29,063 31,051 536-2300 Dental, Life & Health Insurance 29,073 -6.37% 235 273 278 287 536-2400 Worker's Compensation 330 14.82% $ 203,164 $ 211,322 $ 222,567 $ 234,496 Total Personal Services $ 237,642 1.34% Operating Expenditures: 85,786 128,217 133,100 133,666 536-3100 Professional Services 131,516 -1.61% 15,996 17,203 16,744 16,775 536-3400 Other Services 14,500 -13.56% 57 - - - 536-4000 Travel and per Diem - 0.00% 1,430 1,336 1,406 1,422 536-4100 Communication Services 1,422 0.00% 53,320 53,059 51,491 58,750 536-4200 Postage 58,750 0.00% 11,742 11,891 11,961 10,307 536-4300 Utilities 11,961 16.05% 2,068 2,812 2,332 2,600 536-4700 Printing & Binding 2,600 0.00% 1,272 1,269 784 1,216 536-5200 Operating Supplies 1,216 0.00% 353 499 331 600 536-5210 Uniform Expense 600 0.00% 1,027 2,046 20 - 536-5231 Computer Hardware/Software - 0.00% 40 - - - 536-5500 Training - 0.00% $ 173,093 $ 218,332 $ 218,169 $ 225,336 Total Operating Expenditures $ 222,565 -1.23% Capital Outlay: 1,076 - - - 536-6420 Computer Hardware/Software - 0.00% $ 1,076 $ - $ - $ - Total TotalCapital CapitalOutlay Outlay $ - 0.00% 377,333 429,654 440,736 459,832 TOTAL EXPENSES 460,207 0.08% 0520-CustomerSvc 8/16/2018 10:28 AM 154 CUSTOMER SERVICE Share of City Budget $460,207, 1.1% DESCRIPTION Customer Service is responsible for invoicing and receiving customer payments, opening and closing utility accounts, resolving customer inquiries, and collecting receivables. MISSION Provide superior customer service in the administration of utility accounts and receivables. Actual YTD thru 06/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY19) 2014-15 2015-16 2016-17 2017-18 2017-18 2018-19 Provide Accurate Water Meter Consumption Information Accounts with Meter Profile Evaluations Performed 4.0% 4.0% 4.0% 3.0% 2.0% 2.0% Minimize Account Write-Offs Write-Offs as % of Current Year Billing 1.00% 1.00% 1.00% annual measure <1% <1% Convert the credit card payment process for utility customers to Sungard/Selectron. The new process will be more efficient and offer the
customer more options for payment methods. This is an ongoing process. FUTURE GOALS (FY20 & FY21)
Revise Customer Service's policies and procedures (ongoing).
Look at updating how addresses have been input in Land Management so we can make them match with the USPS addresses. PRIOR YEAR ACCOMPLISHMENTS (FY18) Evaluated the credit card payment process for utility customers, and determined the most effective and efficient process will be to
recommend contracting with Sungard/Selectron for credit card payment services. 155  401 UTILITIES FUND - 1300 UTILITY SERVICES Actual Budget 2017-18 2018-19 % 2014-15 2015-16 2016-17 Adopted Adopted Change Personal Services: 8.00 8.00 8.00 6.00 Number of Funded Employees (FTE's) 6.00 362,153 316,686 331,365 299,311 536-1200 Regular Salaries 217,957 -27.18% - - - - 536-1100 Executive Salaries 83,835 100.00% - - 596 - 536-1201 Service Awards - 0.00% - 650 - - 536-1202 Incentive/Merit Pay - 0.00% 310 196 77 - 536-1400 Salaries - Overtime - 0.00% 21,231 20,910 19,178 17,283 536-2100 FICA Taxes 17,346 0.36% 4,965 4,890 4,485 4,042 536-2101 Medicare 4,056 0.36% 75,764 57,875 66,274 74,210 536-2200 Retirement Contributions 72,902 -1.76% 8,839 7,379 10,473 11,128 536-2204 Retirement Contributions - DC Plan 11,336 1.87% 56,379 46,229 53,546 65,685 536-2300 Dental, Life & Health Insurance 70,332 7.08% 3,808 2,988 4,673 6,216 536-2400 Worker's Compensation 5,458 -12.19% $ 533,449 $ 457,803 $ 490,667 $ 477,875 Total Personal Services $ 483,223 1.12% Operating Expenditures: 119,011 31,988 46,156 210 536-3100 Professional Services 210 0.00% - - 325 - 536-3400 Other Services - 0.00% 3,248 120 698 1,009 536-4000 Travel and Per Diem 750 -25.67% 3,504 3,136 3,166 3,267 536-4100 Communication Services 3,267 0.00% 114 120 93 100 536-4200 Postage 100 0.00% 5,890 6,275 5,890 5,365 536-4300 Utilities 6,215 15.84% 1,951 889 935 17,128 536-4400 Rentals & Leases 17,128 0.00% 3,129 2,952 3,068 3,338 536-4610 Maintenance Contracts 3,304 -1.02% 18 1,583 118 - 536-4620 Vehicle Repair - 0.00% 461 1,912 1,663 200 536-4630 Equipment Repair 150 -25.00% 1,298 1,214 3,858 1,500 536-4640 Building Maintenance 1,000 -33.33% - 1,417 11,403 2,500 536-4645 Heating/Cooling Repairs 2,000 -20.00% 1,574 1,621 1,312 3,875 536-5100 Office Supplies 3,675 -5.16% 4,193 3,381 4,463 2,670 536-5200 Operating Supplies 2,445 -8.43% 855 448 317 - 536-5204 Fuel & Oil 317 100.00% 196 514 400 425 536-5210 Uniform Expense 380 -10.59% 694 1,081 773 - 536-5231 Computer Hardware/Software - 0.00% 1,018 94 197 250 536-5233 Tools 200 -20.00% 292 315 227 300 533-5234 Safety Supplies/Equipment 300 0.00% 794 150 249 800 536-5400 Books, Dues & Publications 900 12.50% 7,220 5,194 5,919 660 536-5500 Training 745 12.88% - (3,947) - - 533-9905 Capitalized Costs Allocation - Labor - 0.00% - (2,151) - - 533-9906 Capitalized Costs Allocation - Benefits - 0.00% - (747) - - 533-9907 Capitalized Costs Allocation - Overhead - 0.00% Non-Operating 498 498 498 498 536-8200 Grants & Aids 498 0.00% $ 155,957 $ 58,059 $ 91,728 $ 44,095 Total Operating Expenditures $ 43,584 -1.16% Capital Outlay: 2,753 - - - 536-6402 Equipment - 0.00% - 2,988 - - 536-6420 Computer Hardware/Software - 0.00% $ 2,753 $ 2,988 $ - $ - Total Capital Outlay $ - 0.00% Capital Improvements Program: $ - $ - $ - $ - Total Capital Improvements Program $ - 0.00% $ 692,160 $ 518,850 $ 582,395 $ 521,970 TOTAL EXPENSES $ 526,807 0.93% 1300 - Admin 8/16/2018 10:38 AM 156 UTILITY SERVICES Share of City Budget $526,807, 1.2% 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 06/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY19) 2014-15 2015-16 2016-17 2017-18 2017-18 2018-19 Provide Timely & Responsive Customer Service Citizen Requests/Complaints Responded to within 2 Business Days 100% 100% 100% 100% 99% 99% Locate & Mark Existing Utilities within 48 Hours of Request 99% 99% 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.
Construct new City Field Office Complex. FUTURE GOALS (FY20 & FY21) Implement a in-house training program to increase the knowledge base and safety awareness of the employees through workshops for field
employees and supervisors.
Develop and maintain computer hydraulic models of water, sewer, and stormwater systems to assist in identifying and prioritizing CIP projects.
Consolidate City Utility Services Department to new Field Office Complex. PRIOR YEAR ACCOMPLISHMENTS (FY18)
Completed all line spot tickets within the required time frame.
Provided construction stakeout and inspection services for every City construction project.
Completed design of new City Field Office Complex. 157  401 UTILITIES FUND - 1305 GIS Actual Budget 2017-18 2018-19 % 2014-15 2015-16 2016-17 Adopted Adopted Change Personal Services: 3.00 Number of Funded Employees (FTE's) 3.00 - - - 129,321 536-1200 Regular Salaries 132,424 2.40% - - - 7,799 536-2100 FICA Taxes 7,846 0.60% - - - 1,555 536-2101 Medicare 1,835 18.00% - - - 31,724 536-2200 Retirement Contributions 30,977 -2.36% - - - 4,360 536-2204 Retirement Contributions - DC Plan 4,651 6.68% - - - 6,223 536-2300 Dental, Life & Health Insurance 13,041 109.56% - - - 220 536-2400 Worker's Compensation 892 305.29% $ - $ - $ - $ 181,202 Total Personal Services $ 191,665 5.77% Operating Expenditures: - - - 43,211 536-3100 Professional Services 41,023 -5.06% - - - 2,000 536-4001 Tuition Reimbursement - -100.00% - - - 1,858 536-4100 Communication Services 1,858 0.00% - - - 50 536-4200 Postage 50 0.00% - - - 1,000 536-4300 Utilities 1,000 0.00% - - - 1,536 536-4400 Rentals & Leases 1,536 0.00% - - - 1,814 536-4610 Maintenance Contracts 3,400 87.43% - - - 500 536-4620 Vehicle Repair 500 0.00% - - - 900 536-4630 Equipment Repair 900 0.00% - - - 3,275 536-5100 Office Supplies 3,275 0.00% - - - 2,500 536-5200 Operating Supplies 1,000 -60.00% - - - 411 536-5204 Fuel & Oil 411 0.00% - - - 300 536-5210 Uniform Expense 300 0.00% - - - 200 533-5234 Safety Supplies/Equipment 200 0.00% - - - 10,600 536-5500 Training 10,600 0.00% $ - $ - $ - $ 70,155 Total Operating Expenditures $ 66,053 -5.85% Capital Outlay: - - - 5,500 536-6402 Equipment 20,995 281.73% 536-6420 Computer Hardware/Software 1,750 100.00% $ - $ - $ - $ 5,500 Total Capital Outlay $ 22,745 313.55% - - - - Capital Improvements Program: $ - $ - $ - $ - Total Capital Improvements Program $ - 0.00% $ - $ - $ - $ 256,857 TOTAL EXPENSES $ 280,463 9.19% 1305-GIS 8/16/2018 10:37 AM 158 GIS Share of City Budget $280,463, 0.7% DESCRIPTION Engineering maintains GIS data, reviews all site plans, subdivision plans, and as-built drawings for compliance with City codes and outside agency requirements; provides survey and design data for street, sidewalk, water, sewer, and stormwater projects; and prepares maps for internal use, annexation, Comprehensive Plan amendments and newspaper ads. MISSION Provide high quality, timely, and cost effective services in all facets of operations. Actual YTD thru 06/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY19) 2014-15 2015-16 2016-17 2017-18 2017-18 2018-19 Maintain and Further Develop GIS System to Track & Monitor City Assets Street Data Accurately Entered in GIS - Changes and additions implemented N/A N/A N/A 22% 100% 100% Water Features Accurately Entered in GIS - Changes and additions implemented N/A N/A N/A 25% 100% 100% Sanitary Sewer Features Accurately Entered in GIS - Changes and additions implemented N/A N/A N/A 25% 100% 100% Stormwater Features Accurately Entered in GIS - Changes and additions implemented N/A N/A N/A 28% 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 Map for public use via the internet and for employee use via the intranet. Create construction plans for street, sidewalk, water, sewer and stormwater projects on time, as requested by the City Engineer. Create other
drawings as needed by other Departments of the City.
Perform extensive street light survey every six (6) months in order to keep an accurate database.
Review site plans and building permits as required for developments within the City. FUTURE GOALS (FY20 & FY21) Continue mapping City infrastructure in GIS with a strong emphasis on disaster preparedness and recovery and performing duties more
efficiently. Conduct annual disaster recovery exercise.
Continue to expand the use of GIS users internally and externally.
Complete 100% of the quality control check of the water and sewer systems GIS data.
Convert hand drawn Water and Sewer references to digital AutoCAD drawings. PRIOR YEAR ACCOMPLISHMENTS (FY18)
Kept the GIS database for the City's water and sewer infrastructure up to date. Performed disaster preparedness exercise.
Continued to improve GIS Web Map Application for all City employees on the City intranet.
Completed 66% of the quality control check of the water and sewer systems GIS data. Completed a new Water Service disruption web map for use by employees to determine which citizens will be affected by a water main
break. 159  401 UTILITIES FUND - 1310 WATER OPERATIONS Actual Budget 2017-18 2018-19 % 2014-15 2015-16 2016-17 Adopted Adopted Change Personal Services: 9.00 9.00 9.00 9.00 Number of Funded Employees (FTE's) 8.00 280,012 281,385 285,380 311,051 533-1200 Regular Salaries 283,307 -8.92% - 108 108 433 533-1201 Service Awards - -100.00% - - 600 - 533-1202 Incentive/Merit Pay - 0.00% 2,662 2,370 2,832 5,000 533-1400 Salaries - Overtime 12,500 150.00% 1,889 1,965 2,005 1,850 533-1401 Salaries - Overtime Holiday Worked 1,850 0.00% 16,330 17,038 16,664 17,451 533-2100 FICA Taxes 15,947 -8.62% 3,819 3,985 3,897 4,081 533-2101 Medicare 3,729 -8.61% 75,046 59,107 54,923 97,515 533-2200 Retirement Contributions 57,832 -40.69% 2,036 5,992 7,763 8,137 533-2204 Retirement Contributions - DC Plan 7,990 -1.81% 34,988 33,940 44,326 55,939 533-2300 Dental, Life & Health Insurance 55,377 -1.00% 7,008 8,102 8,131 8,885 533-2400 Worker's Compensation 11,786 32.65% $ 423,789 $ 413,990 $ 426,629 $ 510,342 Total Personal Services $ 450,318 -11.76% Operating Expenditures: 6,887 33,155 26,481 19,000 533-3100 Professional Services 26,750 40.79% - - - 100 533-3400 Other Services 100 0.00% 103 1,139 239 1,294 533-4000 Travel and Per Diem 500 -61.36% 2,908 2,409 2,428 4,466 533-4100 Communication Services 4,466 0.00% 202,481 193,096 173,278 153,059 533-4300 Utilities 173,278 13.21% 6,428 7,778 7,729 9,855 533-4610 Maintenance Contracts 7,450 -24.41% 3,365 3,601 5,513 5,000 533-4620 Vehicle Repair 5,000 0.00% 824 2,307 1,395 2,175 533-4630 Equipment Repair 1,100 -49.43% 664 287 588 800 533-4640 Building Maintenance 800 0.00% - - - 500 533-4645 Heating/Cooling Repairs 500 0.00% 349,731 406,442 99,087 400,600 533-4680 Plant & System Repair 270,000 -32.60% 622 120 - 950 533-4700 Printing & Binding 950 0.00% 669 - - - 533-4915 Legal Advertising - 0.00% 29,516 27,382 27,771 31,600 533-5200 Operating Supplies 21,431 -32.18% 12,464 9,831 10,848 10,465 533-5204 Fuel & Oil 10,848 3.66% 712 929 556 1,215 533-5210 Uniform Expense 1,080 -11.11% 1,395 974 376 1,000 533-5233 Tools 1,000 0.00% 775 430 1,363 1,800 533-5234 Safety Supplies/Equipment 1,600 -11.11% 7,285 6,560 7,100 7,760 533-5400 Books, Dues & Publications 6,135 -20.94% 1,422 3,665 1,963 6,100 533-5500 Training 4,300 -29.51% $ 628,250 $ 700,104 $ 366,715 $ 657,739 Total Operating Expenditures $ 537,288 -18.31% Capital Outlay: - 19,850 - 20,000 533-6362 Water Well Improvements 30,000 50.00% - - 1,705 - 533-6402 Equipment - 0.00% - 20,753 - 533-6404 Trucks 25,364 100.00% - 1,033 - 533-6420 Computer Hardware/Software - 0.00% $ - $ 41,636 $ 1,705 $ 20,000 Total Capital Outlay $ 55,364 176.82% Capital Improvements Program: - - - 300,000 533-6300 Prior Years Capital Improvement Program - -100.00% $ - $ - $ - $ 300,000 Total Capital Improvements Program $ - -100.00% Debt Service - - 71,673 73,786 590-7100 Principal Payments 73,786 0.00% 2015 Utility System Revenue Note Year 4 of 18 54,839 56,525 45,220 43,127 591-7200 Interest Expense 43,127 0.00% 2015 Utility System Revenue Note Year 4 of 18 $ 54,839 $ 56,525 $ 116,893 $ 116,913 Total Debt Service $ 116,913 0.00% $ 1,106,879 $ 1,212,256 $ 911,942 $ 1,604,994 TOTAL EXPENSES $ 1,159,883 -27.73% 1310 - Water Ops 8/16/2018 10:37 AM 160 WATER OPERATIONS Share of City Budget $1,159,883, 2.7% DESCRIPTION Water Operations maintains nine potable water wells, five elevated water storage tanks, and three ground water storage tanks. Responsible for ensuring drinking water meets strict State and Federal regulations, pressure and storage are sufficient to meet domestic and firefighting needs, and water meters are accurately read. MISSION Produce drinking water that is safe and free from objectionable color, taste, and odor. Actual YTD thru 06/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY19) 2014-15 2015-16 2016-17 2017-18 2017-18 2018-19 Provide High Quality Drinking Water to the Public Samples Exceeding Federal/State Maximum Contaminant Levels 2 0 0 0 0 0 Minimize Unbilled Water Loss Metered Revenue Consumption as % of Water Production 86.5% 85.1% 84.8% 77.8% 87.0% 85.0%
Meet all Federal and State Water Quality Testing requirements by having zero water samples exceeding the MCLs.
Continue to operate water system wells within NWFWD permitted pumping limits in order to maintain quality and integrity of Floridian Aquifer.
Achieve and maintain less than a 15% unaccounted for water loss within a 12-month period.
Maintain an aggressive Water Tank Asset Management Program.
Continue to upgrade Hyper-tac controls for all City potable wells.
Update and implement changes to Cross-Connection Control Program.
Clean and paint exterior of Hughes Street Ground Storage Tank.
Repaired, cleaned, and painted Elevated Tank on Anchors Street.
Converted outdated aerator at Well 2 with a forced draft system. FUTURE GOALS (FY20 & FY21)
Convert outdated aerator at Well 11 with a forced draft system.
Install City owned bacteriological sampling points throughout distribution system.
Clean, repair, disinfect, and paint Wright Parkway Ground Storage Tank.
Upgrade Well 3 by replacing the underground ductile iron piping.
Explore and develop strategy to convert all water wells to solar energy power supply. PRIOR YEAR ACCOMPLISHMENTS (FY18)
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 in order to maintain quality & integrity of Floridian
Aquifer.
Achieved and maintained less than a 15% unaccounted for water loss within a 12-month period.
Implemented new Standard Operating Procedures.
Upgraded Wells 6, 10, and 11 by adding Y Strainers.
Upgraded Wells 2 and 3 by installing air relief valves on service pumps.
Implemented new valve exercising program to reduce paperwork by going digital.
Installed "New" well motor at Well 6.
Integrated new work order program to properly manage personnel and resources.
Successfully complied with all Sanitary Survey requirements and recommendations. 161  401 UTILITIES FUND - 1340 WATER DISTRIBUTION Actual Budget 2017-18 2018-19 % 2014-15 2015-16 2016-17 Adopted Adopted Change Personal Services: 5.00 5.00 5.00 5.00 Number of Funded Employees (FTE's) 5.00 120,978 134,946 147,307 159,374 533-1200 Regular Salaries 163,788 2.77% . 108 - 108 533-1201 Service Awards 108 0.00% 19,239 20,603 20,088 22,100 533-1400 Salaries - Overtime 22,100 0.00% 342 601 1,098 700 533-1401 Salaries - Overtime Holiday Worked 700 0.00% 8,187 9,299 9,968 9,300 533-2100 FICA Taxes 9,567 2.87% 1,915 2,175 2,331 2,175 533-2101 Medicare 2,237 2.87% 34,799 37,051 44,289 59,546 533-2200 Retirement Contributions 58,459 -1.83% 881 934 1,259 2,917 533-2204 Retirement Contributions - DC Plan 2,716 -6.90% 18,562 17,832 22,023 37,600 533-2300 Dental, Life & Health Insurance 42,067 11.88% 8,237 9,540 10,877 10,788 533-2400 Worker's Compensation 13,625 26.30% $ 213,140 $ 233,089 $ 259,240 $ 304,608 Total Personal Services $ 315,367 3.53% Operating Expenditures: 226 238 79 590 533-3102 Employee Physicals & Immunizations 590 0.00% 1,385 4,661 1,210 5,000 533-3400 Other Services 4,500 -10.00% 62 165 - 68 533-4000 Travel and Per Diem - -100.00% 1,375 1,086 1,095 1,116 533-4100 Communication Services 1,116 0.00% 1,624 1,533 1,401 1,120 533-4300 Utilities 1,401 25.09% 2,706 5,642 2,870 5,000 533-4620 Vehicle Repair 4,750 -5.00% 4,794 7,390 10,127 6,500 533-4630 Equipment Repair 6,250 -3.85% 30,802 39,928 52,910 40,000 533-4680 Plant & System Repair 40,000 0.00% - - 2,434 - 533-4685 Utility Reloc - Non City - 0.00% 1,967 2,737 2,639 2,250 533-5200 Operating Supplies 2,315 2.89% 8,389 7,570 9,409 8,055 533-5204 Fuel & Oil 9,409 16.81% 580 860 761 675 533-5210 Uniform Expense 675 0.00% - - - 300 533-5231 Computer Hardware/Software - -100.00% 2,040 407 823 1,946 533-5233 Tools 2,100 7.91% 1,630 1,418 1,578 1,800 533-5234 Safety Supplies/Equipment 1,800 0.00% 2,650 4,372 5,189 5,000 533-5300 Road Materials & Supplies 5,000 0.00% 50 - 50 150 533-5400 Books, Dues & Publications 250 66.67% 1,736 421 635 2,610 533-5500 Training 1,200 -54.02% - (19,956) - - 533-9905 Capitalized Costs Allocation - Labor - 0.00% - (9,705) - - 533-9906 Capitalized Costs Allocation - Benefits - 0.00% - (2,937) - - 533-9907 Capitalized Costs Allocation - Overhead - 0.00% $ 62,014 $ 45,831 $ 93,210 $ 82,180 Total Operating Expenditures $ 81,356 -1.00% Capital Outlay: 1,813 - 36,316 4,200 533-6402 Equipment 54,313 1193.17% - - 35,017 - 533-6404 Trucks 52,242 100.00% $ 1,813 $ - $ 71,333 $ 4,200 Total Capital Outlay $ 106,555 2437.02% Capital Improvements Program: 143,915 159,326 17,666 49,500 5056 - Water Line Replacement 42,000 -15.15% $ 143,915 $ 159,326 $ 17,666 $ 49,500 Total Capital Improvements Program $ 42,000 -15.15% Debt Service - - 110,541 113,800 590-7100 Principal Payments 113,800 0.00% 2015 Utility System Revenue Note Year 4 of 18 76,233 86,498 69,743 66,515 591-7200 Interest Expense 66,515 0.00% 2015 Utility System Revenue Note Year 4 of 18 $ 76,233 $ 86,498 $ 180,284 $ 180,315 Total Debt Service $ 180,315 0.00% $ 497,115 $ 524,743 $ 621,733 $ 620,803 TOTAL EXPENSES $ 725,594 16.88% 1340 - Water Dist 8/16/2018 10:40 AM 162 WATER DISTRIBUTION Share of City Budget $725,594, 1.7% DESCRIPTION Water Distribution maintains water mains, service lines, valves, meters, and fire hydrants. Responsible for replacement of undersized water mains, installation of new fire hydrants and water meters, making service taps for new construction, and extending water mains as needed. MISSION Ensure delivery of potable water and adequate water pressure to all residents. Actual YTD thru 06/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY19) 2014-15 2015-16 2016-17 2017-18 2017-18 2018-19 Replace Substandard Water Mains Linear Feet of Water Main to be Replaced 1420 1900 3140 2060 1650 860 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%
Exercise water valves throughout the City.
Replace water lines as specified in the Capital Improvement Program (CIP) on-time and within budget.
Provide new service to customers throughout the City. FUTURE GOALS (FY20 & FY21)
Maintain a new 5-year replacement program for water mains throughout the City's service area.
Respond to all water outage reports within one hour of initial notification. Coordinate with the Fire Department to ensure fire protection standards are exceeded throughout the City via increased water main sizes,
installation of additional fire hydrants, and "looping" of the distribution system. PRIOR YEAR ACCOMPLISHMENTS (FY18)
Replaced water main on Marshall Drive NE from Greenbrier Drive NE to Bradley Drive NE.
Replaced water main on Bradley Drive NE from Marshall Drive NE to Patton Drive NE.
Replaced water main on Stewart Circle NE from Second Avenue NE to Miller Street NE. 163  401 UTILITIES FUND - 1350 SEWER COLLECTION & TREATMENT Actual Budget 2017-18 2018-19 % 2014-15 2015-16 2016-17 Adopted Adopted Change Personal Services: 13.00 13.00 13.00 13.00 Number of Funded Employees (FTE's) 13.00 358,929 409,621 400,799 460,454 535-1200 Regular Salaries 475,055 3.17% - 325 - 270 535-1201 Service Awards - -100.00% 18,865 23,513 22,277 33,000 535-1400 Salaries - Overtime 30,000 -9.09% 843 1,413 1,443 2,000 535-1401 Salaries - Overtime Holiday Worked 2,000 0.00% 21,138 24,687 24,211 26,278 535-2100 FICA Taxes 27,269 3.77% 4,944 5,773 5,662 6,146 535-2101 Medicare 6,377 3.76% 80,583 72,984 80,265 125,248 535-2200 Retirement Contributions 123,761 -1.19% 4,727 7,922 9,536 14,145 535-2204 Retirement Contributions - DC Plan 9,131 -35.45% 70,915 72,387 68,646 100,849 535-2300 Dental, Life & Health Insurance 105,977 5.08% 7,330 9,925 9,638 11,788 535-2400 Worker's Compensation 15,965 35.43% $ 568,275 $ 628,551 $ 622,477 $ 780,177 Total Personal Services $ 795,536 1.97% Operating Expenditures: 40,900 1,800 1,800 2,150 535-3100 Professional Services 7,150 232.56% 870 939 304 590 535-3102 Employee Physicals & Immunizations 590 0.00% 2,156,375 2,920,207 2,514,487 3,091,688 535-3400 Other Services 2,659,814 -13.97% 28 182 - - 535-4000 Travel and Per Diem - 0.00% 6,282 5,585 5,588 6,075 535-4100 Communication Services 6,075 0.00% 170,420 193,505 170,546 143,431 535-4300 Utilities 170,575 18.92% 6,565 8,088 9,880 13,000 535-4400 Rentals & Leases 12,000 -7.69% 29,545 33,744 34,184 35,532 535-4610 Maintenance Contracts 35,647 0.32% 26,934 30,363 26,367 20,000 535-4620 Vehicle Repair 18,000 -10.00% 9,068 7,097 9,345 8,200 535-4630 Equipment Repair 8,000 -2.44% 3,330 736 417 400 535-4640 Building Maintenance 400 0.00% 4,043 - 2,467 - 535-4645 Heating/Cooling Repairs - 0.00% 111,459 180,057 151,153 105,210 535-4680 Plant & System Repair 60,200 -42.78% - - 2,647 - 535-4685 Utility Reloc - Non City - 0.00% 108 171 - 150 535-4700 Printing & Binding 150 0.00% 19,159 19,280 17,199 19,000 535-5200 Operating Supplies 22,940 20.74% 37,089 26,810 22,120 21,182 535-5204 Fuel & Oil 22,120 4.43% 1,514 1,804 1,352 1,755 535-5210 Uniform Expense 1,755 0.00% - 812 - - 535-5231 Computer Hardware/Software - 0.00% 3,946 818 2,006 2,521 535-5233 Tools 1,750 -30.58% 3,800 3,760 3,017 3,700 535-5234 Safety Supplies/Equipment 3,700 0.00% - 790 814 1,875 535-5263 Operating Supplies - -100.00% 4,675 5,239 4,219 4,500 535-5300 Road Materials & Supplies 4,000 -11.11% 385 90 5,075 180 535-5400 Dues & Publications 255 41.67% 3,877 2,344 941 3,750 535-5500 Training 1,575 -58.00% - (24,787) - - 535-9905 Capitalized Costs Allocation - Labor - 0.00% - (10,000) - - 535-9906 Capitalized Costs Allocation - Benefits - 0.00% - (5,137) - - 535-9907 Capitalized Costs Allocation - Overhead - 0.00% $ 2,640,372 $ 3,404,297 $ 2,985,928 $ 3,484,889 Total Operating Expenditures $ 3,036,696 -12.86% Capital Outlay: - - 25,326 - 535-6300 Improvements Other Than Buildings - 0.00% 76,357 71,008 26,800 60,263 535-6402 Equipment 5,000 -91.70% - 22,308 106,795 57,760 535-6404 Trucks 405,963 602.84% - 1,200 - - 535-6420 Computer Hardware/Software - 0.00% $ 76,357 $ 94,516 $ 158,921 $ 118,023 Total Capital Outlay $ 410,963 248.21% Capital Improvements Program: 115,918 5,538 - - 5032 - Sewer System Grouting & Lining - 0.00% - 987,236 4,493 - 535-6361 Refer to CIP for Specific Locations - 0.00% 242,597 283,681 - 100,000 535-6310 5048 - Lift Station Rehabilitation - -100.00% 1350-Sewer 8/16/2018 10:40 AM 164  401 UTILITIES FUND - 1350 SEWER COLLECTION & TREATMENT Actual Budget 2017-18 2018-19 % 2014-15 2015-16 2016-17 Adopted Adopted Change - 18,502 - - 535-6365 Reuse Line - 0.00% - - 5,100 - 535-6820 Easements - 0.00% 276,241 - - - Prior Years Capital Improvement Program - 0.00% $ 634,756 $ 1,294,957 $ 9,593 $ 100,000 Total Capital Improvements Program $ - -100.00% Debt Service - - 892,829 912,210 590-7100 Principal Payments 912,210 0.00% SRF PS & FS Year 6 of 20 2015 Utility System Revenue Note Year 4 of 18 327,137 493,175 397,829 591-7200 Interest Expense 397,829 0.00% SRF PS & FS Year 6 of 20 2015 Utility System Revenue Note Year 4 of 18 - - 417,145 - 590-7320 Amortization Discount - Interest Expense - 0.00% 5,222 5,613 5,613 - 591-7200 Amortization Discount - Debt Expense - 0.00% $ 332,359 $ 498,788 $ 1,315,587 $ 1,310,039 Total Debt Service $ 1,310,039 0.00% $ 4,252,119 $ 5,921,109 $ 5,092,506 $ 5,793,128 TOTAL EXPENSES $ 5,553,234 -4.14% 1350-Sewer 8/16/2018 10:40 AM 165 SEWER COLLECTION & TREATMENT Share of City Budget $5,553,234,… DESCRIPTION Sewer Collection maintains gravity sewer lines, lift stations, and pump stations. Responsible for inspecting the sewer system with closed circuit television equipment, repairing any identified leaks, and repairing or replacing sewer mains and laterals as needed. MISSION Collect and dispose of wastewater in an environmentally sound manner. Actual YTD thru 06/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY19) 2014-15 2015-16 2016-17 2017-18 2017-18 2018-19 Ensure Sewer Collection System is in Good Working Order Linear Feet of Sewer Main Inspected 40,918 17,713 22,697 16,652 25,000 25,000 Sewer System Inspected 5.9% 2.6% 3.3% 2.4% 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.
Replace Vehicle 2429 Vac Truck.
Relocate Data Flow Telemetry System central site to Fire Station 7. FUTURE GOALS (FY20 & FY21) Perform closed circuit television inspections of the entire sanitary sewer collection system to prioritize future projects and to identify sources of
ground water infiltration.
Adopt a new grease trap ordinance.
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.
Fully automate controls at City Pump Station No. 1.
Relocate and upgrade Lift Station 2.
Replace spare pump for Lift Station 1. PRIOR YEAR ACCOMPLISHMENTS (FY18)
Reduced inflow and infiltration through flow monitoring, lateral replacement, lining and manhole rehab.
Replace pumps at Lift Station 28, 34, and 38.
Completed Lift Station No. 1 replacement. 166  401 UTILITIES FUND - 1500 NON-DEPARTMENTAL Actual Budget 2017-18 2018-19 % 2014-15 2015-16 2016-17 Adopted Adopted Change Personal Services: 6,628 50,770 3,026 10,000 536-1216 Final Leave Pay 10,000 0.00% (8,474) (4,466) - - 536-1250 Compensated Absences - 0.00% (648) (342) - - 536-2150 FICA - Compensated Absences - 0.00% - (88,540) - - 533-2299 Actuarial Pension Expense - 0.00% $ (2,494) $ (42,578) $ 3,026 $ 10,000 Total Personal Services $ 10,000 0.00% Operating Expenditures: 6,603 7,958 7,733 - 536-3100 Professional Services - 0.00% - - - 950 536-4911 Holiday Gift Certificates 950 0.00% 47,096 37,557 - - 536-4924 Bad Debt Expense - 0.00% - - - 110,044 536-4995 Contingencies - 1% of Revenues 111,210 1.06% 9,376 9,338 - - 536-4999 Amortization Expense - 0.00% 699 - - 6,640 536-5231 Computer Hardware/Software - -100.00% 1,931,864 1,915,116 1,955,576 - 536-5900 Depreciation - 0.00% 16,794 16,794 - - 536-5910 Depreciation on Contributed Capital - 0.00% Non-Operating - 44,732 - - 590-9502 OPEB Obligation - 0.00% $ 2,012,433 $ 2,031,495 $ 1,963,309 $ 117,634 Total Operating Expenditures $ 112,160 -4.65% Capital Outlay - 1,200 - 1,200 536-6420 Computer Hardware/Software 2,465 105.42% $ - $ 1,200 $ - $ 1,200 Total Capital Outlay $ 2,465 105.42% Other Financing Activity 1,012,994 1,041,639 1,063,612 1,109,879 536-9901 Cost Allocation Reimbursement to General Fund 1,130,539 1.86% 519,267 619,771 618,208 642,721 581-9102 6% Franchise/Right-of-Way Access Fee 642,721 0.00% - - - - 581-9910 Renewal & Replacement - 0.00% - - - - 581-9999 Reserved - Undesignated Net Assets 516,926 100.00% $ 1,532,261 $ 1,661,410 $ 1,681,820 $ 1,752,601 Total Other Financing Activity $ 2,290,186 30.67% $ 3,542,199 $ 3,651,527 $ 3,648,155 $ 1,881,435 TOTAL EXPENSES $ 2,414,811 28.35% 40.50 40.50 40.50 40.50 NumberNumber of Employees (FTE's) of Funded Employees (FTE's) 40.50 0.00% 377,333 429,654 440,816 459,832 Customer Service 460,207 0.08% 692,160 518,850 570,131 521,970 Utility Services 526,807 0.93% - - - 256,857 GIS 280,463 9.19% 1,106,879 1,212,256 840,107 1,604,994 Water Operations 1,159,883 -27.73% 497,115 408,172 486,166 620,803 Water Distribution 725,594 16.88% 4,246,897 4,631,690 4,189,516 5,793,128 Sewer Collection & Treatment 5,553,234 -4.14% 3,542,199 3,651,527 3,648,155 1,881,435 Non-Departmental 2,414,811 28.35% (855,820) (1,711,783) (621,776) - Reclassification of Capital Outlay - 0.00% $ 9,606,764 $ 9,140,365 $ 9,553,115 $ 11,139,019 TOTAL FUND EXPENSES $ 11,120,999 -0.16% $ 641,111 $ 1,107,509 $ 1,559,627 $ - NET REVENUE / (EXPENSE) $ 0 0.00% 1500-NonDept_401 8/17/2018 10:40 AM 167  Sanitation Fund The Sanitation Fund encompasses 9.1% 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 to the public on a continuing basis be financed and recovered primarily through user charges. The City provides residential and commercial garbage collection, as well as yard waste and white goods collection. Commerical and residential recycling programs are available. Revenue Highlights $4.0 Budget. $3.5 2018-19. …… $ Change % Change $3.0 Licenses & Permits 10,037 0 0% Charges for Services 3,751,967 (10,770) (0.3)% $2.5 Millions Interest & Other 31,645 0 0% $2.0 $3,793,649 $(10,770) (0.3)% $1.5 $1.0 $0.5 $0.0 Actual Actual Actual Budget Budget 2014-15 2015-16 2016-17 2017-18 2018-19 Licenses & Permits Charges for Services Interest & Other • Charges for Services are trending down for FY 2018-19, while other revenues remain relatively flat. Expenditure Highlights $4.0 $3.5 Budget. ……2018-19 $ Change % Change $3.0 Personal Services 1,190,614 (421,132) (26.1)% $2.5 Operations & Maintenance 1,854,514 68,242 3.8% Millions $2.0 Capital Outlay/Imprvmt 130,000 (130,000) (50.0)% $1.5 Interfund Transfers Out 543,965 397,564 271.6% $1.0 Replenish Reserves 74,556 74,556 100.0% $0.5 0$3,793,649 $(10,770) (0.3)% $0.0 Actual Actual Actual Budget Budget 2014-15 2015-16 2016-17 2017-18 2018-19 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 decrease in personal services is due to decreased defined benefit pension contributions, while the increase in the interfund transfer out is due to an increase in the cost allocation and Franchise Fee calculation. • The Replenish Reserves account is being utilized this year as funds are not being used for facility repairs, due to the on-going construction of a New Facility. 168  403 SANITATION FUND - REVENUES Actual Budget 2017-18 2018-19 % 2014-15 2015-16 2016-17 Adopted Adopted Change 1,062,887 1,073,024 1,078,387 1,085,422 1360-343-4000 Service Fees - Residential 1,082,251 -0.29% 630 1,214 1,088 795 1360-343-4010 Extra Pick-Up Residential 500 -37.11% 818,595 816,975 837,956 844,682 1360-343-4100 Service Fees - Commercial 866,582 2.59% 9,720 11,039 12,872 10,194 1360-343-4110 Extra Pick-Up Commercial 10,194 0.00% 654,673 659,663 663,457 721,843 1360-343-4200 Tipping Fees - Residential 686,162 -4.94% 920,817 916,138 944,342 985,752 1360-343-4300 Tipping Fees - Commercial 987,323 0.16% $ 3,467,322 $ 3,478,053 $ 3,538,102 $ 3,648,688 Total Solid Waste $ 3,633,012 -0.43% - - 71 - 1370-343-4600 Service Fees - 0.00% 99,257 107,234 109,714 111,749 1370-343-4610 Service Fees - Commercial Recycling 116,683 4.42% $ 99,257 $ 107,234 $ 109,785 $ 111,749 Total Recycling $ 116,683 4.42% 960 954 952 1,000 1360-343-4080 Cinco Bayou 1,000 0.00% 872 3,179 2,899 1,300 1360-343-4130 Special Events - Dumpster Delivery/Pickup 1,272 -2.15% $ 1,832 $ 4,133 $ 3,852 $ 2,300 Total Fees & Fines $ 2,272 -1.22% $ 3,568,412 $ 3,589,419 $ 3,651,739 $ 3,762,737 TOTAL CHARGES FOR SERVICES $ 3,751,967 -0.29% 11,170 10,287 11,707 10,037 1360-323-7010 Solid Waste - 10% Roll Off 10,037 0.00% $ 11,170 $ 10,287 $ 11,707 $ 10,037 Total Franchise Fees $ 10,037 0.00% $ 11,170 $ 10,287 $ 11,707 $ 10,037 TOTAL LICENSES & PERMITS $ 10,037 0.00% $ - $ - $ - $ - Total State Grants $ - 0.00% $ - $ - $ - $ - TOTAL INTERGOVERNMENTAL REVENUE $ - 0.00% 32,821 31,570 40,939 29,120 1500-361-1000 Interest Income 29,120 0.00% - - 14,917 - 1500-361-3000 Unrealized Gain/(Loss) - 0.00% - - 2,837 - 1500-361-4000 Realized Gain/(Loss) - 0.00% $ 32,821 $ 31,570 $ 58,693 $ 29,120 Total Interest Income $ 29,120 0.00% - 929 21,344 - 1500-364-1000 Sale of Surplus Assets - 0.00% 1,621 1,621 4,223 2,500 1500-365-1000 Recycling Scrap Metal Sales 2,500 0.00% - - 14,817 - 1370-365-2000 Recycling Surplus Sales (ECUA) - 0.00% - - 1,771 25 1500-369-9000 Miscellaneous Revenues 25 0.00% $ 1,621 $ 2,550 $ 42,155 $ 2,525 Total Other Revenues $ 2,525 0.00% $ 34,443 $ 34,120 $ 100,848 $ 31,645 TOTAL INTEREST & OTHER REVENUES $ 31,645 0.00% $ - $ - $ - $ - Total Debt Proceeds $ - 0.00% - - - - 1600-389-9300 Appropriation from Net Assets - 0.00% $ - $ - $ - $ - Total Non-Operating Sources $ - 0.00% $ - $ - $ - $ - TOTAL TRANSFERS IN $ - 0.00% $ 3,614,025 $ 3,633,826 $ 3,764,293 $ 3,804,419 TOTAL FUND REVENUES $ 3,793,649 -0.28% 403-Revenues 8/16/2018 10:29 AM 169  403 SANITATION FUND - 1360 SOLID WASTE Actual Budget 2017-18 2018-19 % 2014-15 2015-16 2016-17 Adopted Adopted Change Personal Services: 19.00 19.00 19.00 19.00 Number of Funded Employees (FTE's) 19.00 563,243 596,203 641,792 670,250 534-1200 Regular Salaries 677,848 1.13% - 433 271 54 534-1201 Service Awards 216 300.00% - 541 - - 534-1202 Incentive/Merit Pay - 0.00% 10,271 10,975 10,126 14,600 534-1400 Salaries - Overtime 11,600 -20.55% 9,832 10,027 16,294 15,000 534-1401 Salaries - Overtime Holiday Worked 18,000 20.00% 32,340 34,387 36,991 36,518 534-2100 FICA Taxes 37,525 2.76% 7,563 8,042 8,651 8,540 534-2101 Medicare 8,776 2.76% 102,316 96,184 103,730 169,749 534-2200 Retirement Contributions 144,628 -14.80% 14,010 15,563 18,072 20,162 534-2204 Retirement Contributions - DC Plan 21,582 7.04% 136,281 138,912 150,929 164,172 534-2300 Dental, Life & Health Insurance 152,333 -7.21% 33,066 36,378 37,900 38,901 534-2400 Worker's Compensation 44,591 14.63% $ 908,923 $ 947,644 $ 1,024,756 $ 1,137,946 Total Personal Services $ 1,117,099 -1.83% Operating Expenditures: - - - 2,500 534-3400 Other Services 2,500 0.00% 3,169 2,821 2,932 2,837 534-4100 Communication Services 2,837 0.00% 39 5 28 135 534-4200 Postage 135 0.00% 8,001 7,900 9,104 9,277 534-4300 Utilities 9,119 -1.70% 1,820 1,636 1,653 1,858 534-4400 Rentals & Leases 1,858 0.00% 1,120 903 961 1,073 534-4610 Maintenance Contracts 1,181 10.04% 245,389 193,984 214,542 175,000 534-4620 Vehicle Repair 203,000 16.00% 60 293 265 300 534-4630 Equipment Repair 300 0.00% 15,626 530 382 1,000 534-4640 Building Maintenance 800 -20.00% 4,452 - 504 1,000 534-4645 Heating/Cooling Repairs 800 -20.00% 381 772 723 1,200 534-4700 Printing & Binding 1,000 -16.67% 245 246 279 440 534-5100 Office Supplies 440 0.00% 5,439 10,066 9,320 18,000 534-5200 Operating Supplies 18,000 0.00% 128,635 91,802 109,031 88,603 534-5204 Fuel & Oil 118,341 33.56% 2,926 2,676 2,184 2,970 534-5210 Uniform Expense 2,970 0.00% 508,136 549,322 560,173 570,900 534-5219 Landfill Fees - Commercial 586,340 2.70% 435,610 458,710 433,374 497,984 534-5220 Landfill Fees - Residential 481,740 -3.26% 232,671 241,306 261,560 264,260 534-5222 Landfill Fees - Yard Waste 264,260 0.00% 22,834 31,543 22,136 31,750 534-5225 Sanitation Containers - Bulk 31,750 0.00% 14,956 14,682 14,332 14,400 534-5226 Sanitation Containers - Residential 14,400 0.00% - 682 322 300 534-5231 Computer Hardware/Software - -100.00% 349 330 726 800 534-5233 Tools 800 0.00% 2,510 1,272 2,175 3,600 534-5234 Safety Supplies/Equipment 3,600 0.00% 200 212 212 390 534-5400 Books, Dues & Publications 250 -35.90% $ 1,634,567 $ 1,611,693 $ 1,646,918 $ 1,690,577 Total Operating Expenditures $ 1,746,421 3.30% Capital Outlay: - 2,603 - - 534-6402 Equipment - 0.00% 208,146 204,643 255,700 260,000 534-6404 Trucks 130,000 -50.00% $ 208,146 $ 207,246 $ 255,700 $ 260,000 Total Capital Outlay $ 130,000 -50.00% 2,751,635 2,766,583 2,927,374 3,088,523 TOTAL EXPENSES 2,993,520 -3.08% 1360-Solid Waste 8/16/2018 10:40 AM 170 SOLID WASTE Share of City Budget $2,993,520, 6.7% DESCRIPTION Solid Waste is responsible for the collection and disposal of garbage and yard waste. Residential garbage is collected curbside once per week, residential yard waste is collected curbside once per week, and commercial dumpsters are emptied as scheduled based on business needs. MISSION Maintain a sanitary environment with regular collection of residential and commercial solid waste. Actual YTD thru 06/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY19) 2014-15 2015-16 2016-17 2017-18 2017-18 2018-19 Promote Neighborhood Cleanups Household waste collections conducted 2 2 2 1 2 2
Continue with the training and certification process of new employees on the safe operation of refuse equipment.
Research and develop methods of reducing Household bulk waste or implement fees for removal. FUTURE GOALS (FY20 & FY21)
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 (FY18)
Trained and certified Sanitation Operators on both Commercial and Residential equipment used in the removal of refuse.
Developed and implemented Out of Class Pay for employees that work as Senior Sanitation Operators. 171  403 SANITATION FUND - 1370 RECYCLING Actual Budget 2017-18 2018-19 % 2014-15 2015-16 2016-17 Adopted Adopted Change Personal Services: 1.00 1.00 1.00 1.00 Number of Funded Employees (FTE's) 1.00 30,658 32,054 33,570 34,517 534-1200 Regular Salaries 35,923 4.07% 84 95 - 300 534-1400 Salaries - Overtime 200 -33.33% 583 616 1,316 1,290 534-1401 Salaries - Overtime Holiday Worked 1,390 7.75% 1,720 1,748 1,843 1,786 534-2100 FICA Taxes 1,851 3.64% 402 409 431 418 534-2101 Medicare 433 3.54% 9,903 10,123 11,931 19,330 534-2200 Retirement Contributions 19,183 -0.76% 6,426 8,016 9,042 9,628 534-2300 Dental, Life & Health Insurance 10,484 8.89% 1,903 2,070 2,149 2,185 534-2400 Worker's Compensation 2,551 16.74% $ 51,681 $ 55,131 $ 60,282 $ 69,453 Total Personal Services $ 72,014 3.69% Operating Expenditures: 1,372 1,140 2,249 100 534-3400 Other Services 100 0.00% 5,888 14,005 - - 534-3419 Recycle Transport Fee Commercial - 0.00% 7,698 15,778 - - 534-3420 Recycle Transport Fee Residential - 0.00% - - - 15,000 534-3421 TIP/Contamination Fees 15,000 0.00% 949 699 811 1,000 534-4000 Travel and Per Diem 1,000 0.00% 127 127 128 156 534-4100 Communication Services 156 0.00% - 944 - - 534-4200 Postage - 0.00% 19,393 14,430 11,578 13,500 534-4620 Vehicle Repair 15,500 14.81% - - - 5,250 534-4630 Equipment Repair 4,250 -19.05% 1,081 1,065 839 500 534-4700 Printing & Binding 500 0.00% 4,736 2,038 623 6,200 534-5200 Operating Supplies 5,000 -19.35% 7,600 5,114 6,272 4,981 534-5204 Fuel & Oil 6,272 25.92% 83 73 68 390 534-5210 Uniform Expense 165 -57.69% - - - 12,714 534-5225 Sanitation Containers - Bulk 12,714 0.00% 69,790 71,812 122,756 10,400 534-5226 Sanitation Containers - Residential 7,800 -25.00% - 199 - 200 534-5233 Tools 200 0.00% 68 85 100 200 534-5234 Safety Supplies/Equipment 200 0.00% 125 125 125 130 534-5400 Books, Dues & Publications 150 15.38% 275 305 325 350 534-5500 Training 350 0.00% $ 119,185 $ 127,940 $ 145,874 $ 71,071 Total Operating Expenditures $ 69,357 -2.41% Capital Outlay: - - - - 534-6402 Equipment - 0.00% $ - $ - $ - $ - Total Capital Outlay $ - 0.00% 170,866 183,071 206,156 140,524 TOTAL EXPENSES 141,371 0.60% 1370-Recycling 8/16/2018 10:39 AM 172 RECYCLING Share of City Budget $141,371, 0.3% DESCRIPTION Residential single-stream recycling is available via multiple drop-off locations and 95 gal. curbside automated carts. Commercial dumpsters are available for MISSION Reduce the waste stream deposited in landfills. Actual YTD thru 06/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY19) 2014-15 2015-16 2016-17 2017-18 2017-18 2018-19 Promote Reduction of the Residential Waste Stream Single Stream Recycling Drop-Off Locations 18 15 3 0 0 0 Recycling Tonnage Collected 720 755 1130 676 1,300 1,400 Waste Stream Diverted from Landfills 33.0% 32.3% 50.4% 32.9% 20.0% 25.0% Promote Reduction of the Commercial Waste Stream Recycling Tonnage Collected 531 747 596 316 750 700 Waste Stream Diverted from Landfills 19.0% 26.0% 21.2% 11.4% 7.0% 8.0%  Staff will continue to encourage residents and businesses to participate in the City's recycling program through phone and mail opportunities.  Continue with the ongoing development of infomercials to highlight commercial and residential recycling. FUTURE GOALS (FY20 & FY21)  Create and Deliver recycling infomercials through Facebook and Webpage for both commercial and residential customers for increased  Continue to work with ECUA on extending our current contract to accept Single Stream Recycling. PRIOR YEAR ACCOMPLISHMENTS (FY18)  Attended recycling conference to stay up on both current and new methods of commercial and residential recycling initiatives.  Increased both tonnage and diversion substantially for residential recycling from previous years. 173  403 SANITATION FUND - 1500 NON-DEPARTMENTAL Actual Budget 2017-18 2018-19 % 2014-15 2015-16 2016-17 Adopted Adopted Change Personal Services: - 1,943 405 1,500 534-1216 Final Leave Pay 1,500 0.00% 2,853 2,243 - - 534-1250 Compensated Absences - 0.00% 218 172 - - 534-2150 FICA - Compensated Absences - 0.00% - (35,710) - - 534-2299 Actuarial Pension Expense - 0.00% $ 3,071 $ (31,352) $ 405 $ 1,500 Total Personal Services $ 1,500 0.00% Operating Expenditures: 1,380 1,925 1,989 - 534-3100 Professional Services - 0.00% - - - 500 534-4911 Holiday Gift Certificates 500 0.00% 8,047 11,447 - - 534-4924 Bad Debt Expense - 0.00% - - - 38,044 534-4995 Contingencies 37,936 -0.28% - - - 300 534-5231 Computer Hardware/Software 300 0.00% 271,849 308,046 286,265 - 534-5900 Depreciation - 0.00% 411 411 - - 534-5910 Depreciation on Contributed Capital - 0.00% Non-Operating 15,382 10,674 - - 590-9502 OPEB Obligation - 0.00% $ 297,069 $ 332,503 $ 288,254 $ 38,844 Total Operating Expenditures $ 38,736 -0.28% Capital Outlay - - - - 534-6420 Computer Hardware/Software - 0.00% $ - $ - $ - $ - Total Capital Outlay $ - 0.00% Other Financing Activity 356,228 364,433 372,074 388,626 534-9901 Cost Allocation Reimbursement to General Fund 397,564 2.30% 138,291 136,074 143,531 146,401 581-9102 Transfer to General Fund - Franchise Fee 146,401 0.00% - - - 581-9999 Reserved - Undesignated Net Assets 74,556 100.00% $ 494,519 $ 500,507 $ 515,605 $ 535,027 TotalTotal Other Other Financing Financing Activity Activity $ 618,521 15.61% $ 794,659 $ 801,657 $ 804,264 $ 575,371 TOTAL EXPENSES $ 658,758 14.49% 20.00 20.00 20.00 20.00 NumberNumber of Employees (FTE's) of Funded Employees (FTE's) 20.00 0.00% 2,883,081 2,766,583 2,937,762 3,088,523 Solid Waste 2,993,520 -3.08% 101,576 183,071 206,748 140,524 Recycling 141,371 0.60% 794,659 801,657 804,264 575,371 Non-Departmental 658,758 14.49% (208,146) (207,246) (255,700) - Reclassification of Capital Outlay - 0.00% $ 3,571,170 $ 3,544,066 $ 3,693,074 $ 3,804,419 TOTAL FUND EXPENSES $ 3,793,649 -0.28% $ 27,425 $ 27,425 $ 35,711 $ - NET REVENUE / (EXPENSE) $ 0 0.00% 1500-NonDept_403 8/16/2018 10:41 AM 174 175  Stormwater Fund The Stormwater Fund encompasses 2.5% of the City’s activities and services and accounts for stormwater management operations that are financed and operated in a manner similar to a private business – where the intent is that the cost (expenses, including depreciation) of providing the services to the public on a continuing basis be financed and recovered primarily through user charges. This fund accounts for stormwater, storm drainage, and water quality initiatives. Revenue Highlights Budget. $800,000 ……2018-19 $ Change % Change Charges for Services $1,030,654 $59,788 6.2% $600,000 Interest & Other 8,625 3,625 72.5% $1,039,280 $63,413 6.5% $400,000 $200,000 $0 Actual Actual Actual Budget Budget 2014-15 2015-16 2016-17 2017-18 2018-19 Intergov't Revenue Charges for Services Interest & Other Interfund Transfers Appropriations • A new five-year rate study, which included stormwater, was approved by City Council and implemeted in FY 2014-15. The study determines the required rates to generate sufficient revenue to sustain renewal and replacement reserves. FY 2018-19 will include the implementation of Year 5 of the rate study. Expenditure Highlights Budget. $1,200,000 ……2018-19. $ Change % Change Personal Services $323,941 3,403 1.1% Operations & Maintenance 173,595 (28,611) (14.1)% $800,000 Capital Outlay/Imprvmt 187,424 36,959 24.6% Debt Service 0 0 0% $400,000 Interfund Transfer 226,758 12,015 5.6% Replenish Reserves 127,562 39,647 45.1% $0 $1,039,280 $63,413 4.8)% 6.5% Actual Actual Actual Budget Budget 2014-15 2015-16 2016-17 2017-18 2018-19 Personal Services Operations & Maintenance Capital Outlay/Imprvmt Debt Service Interfund Transfers Replenish Reserves *Expenses shown on a cash basis, exclusive of reclassifications for the audited financial statements.* • The capital outlay expense includes improvements on Hollywood Blvd and Lula Belle Lane NW. • The Replenish Reserves account is being utilized this year as funds are not being used for facility repairs, due to the on-going construction of a New Facility. 176  405 STORMWATER FUND - REVENUES Actual Budget 2017-18 2018-19 % 2014-15 2015-16 2016-17 Adopted Adopted Change 398,095 492,534 524,118 554,989 1380-343-7001 Stormwater Management Fee - Residential 585,028 5.41% 296,486 366,196 393,726 415,877 1380-343-7101 Stormwater Management Fee - Commercial 445,625 7.15% $ 694,580 $ 858,730 $ 917,843 $ 970,866 Total Stormwater Operations $ 1,030,654 6.16% $ 694,580 $ 858,730 $ 917,843 $ 970,866 TOTAL CHARGES FOR SERVICES $ 1,030,654 6.16% 35,542 510,543 1,247,058 - 15XX-334-3600 State Grants - 0.00% $ 35,542 $ 510,543 $ 1,247,058 $ - Total State Grants $ - 0.00% $ 35,542 $ 510,543 $ 1,247,058 $ - TOTAL INTERGOVERNMENTAL REVENUE $ - 0.00% 7,185 7,982 39 5,000 1500-361-1000 Interest Income 8,625 72.50% - - - - 1500-361-3000 Unrealized Gain/(Loss) - 0.00% - - - - 1500-361-4000 Realized Gain/(Loss) - 0.00% $ 7,185 $ 7,982 $ 39 $ 5,000 Total Interest Income $ 8,625 72.50% - - - - 1500-364-1000 Sale of Surplus Assets - 0.00% - - 566 - 1500-369-9000 Miscellaneous Revenues - 0.00% - - - - 0000-369-9091 Discounts - 0.00% $ - $ - $ 566 $ - Total Other Revenues $ - 0.00% $ 7,185 $ 7,982 $ 605 $ 5,000 TOTAL INTEREST & OTHER REVENUES $ 8,625 72.50% - - - - 1600-389-9300 Appropriation from Net Assets - 0.00% $ - $ - $ - $ - Total Non-Operating Sources $ - 0.00% $ - $ - $ - $ - TOTAL TRANSFERS IN $ - 0.00% $ 737,307 $ 1,377,255 $ 2,165,507 $ 975,867 TOTAL FUND REVENUES $ 1,039,280 6.50% 405-Revenues 8/16/2018 10:29 AM 177  405 STORMWATER FUND - 1380 STORMWATER Actual Budget 2017-18 2018-19 % 2014-15 2015-16 2016-17 Adopted Adopted Change Personal Services: 6.00 6.00 6.00 6.00 Number of Funded Employees (FTE's) 6.00 158,966 179,669 165,903 199,774 538-1200 Regular Salaries 206,673 3.45% - 217 - - 538-1201 Service Awards - 0.00% - - 100 - 538-1202 Incentive/Merit Pay - 0.00% 789 455 1,510 1,000 538-1400 Salaries - Overtime 1,000 0.00% 9,291 10,525 9,630 11,564 538-2100 FICA Taxes 11,791 1.97% 2,173 2,462 2,252 2,704 538-2101 Medicare 2,758 1.99% 26,512 23,240 27,402 43,882 538-2200 Retirement Contributions 43,104 -1.77% 3,320 6,147 4,894 6,601 538-2204 Retirement Contributions - DC Plan 5,039 -23.66% 22,467 24,412 25,148 41,104 538-2300 Dental, Life & Health Insurance 35,794 -12.92% 10,150 12,254 11,224 13,409 538-2400 Worker's Compensation 17,282 28.89% $ 233,669 $ 259,380 $ 248,063 $ 320,038 Total Personal Services $ 323,441 1.06% Operating Expenditures: 7,246 55,182 8,950 30,000 538-3100 Professional Services 5,000 -83.33% 999 5,450 5,700 67,497 538-3400 Other Services 65,497 -2.96% 17 165 56 602 538-4000 Travel and Per Diem 602 0.00% 3,046 1,913 1,966 2,367 538-4100 Communication Services 2,367 0.00% 0 0 1 10 538-4200 Postage 10 0.00% 1,626 1,535 1,403 1,121 538-4300 Utilities 1,403 25.16% 1,850 1,750 2,440 3,000 538-4400 Rentals & Leases 3,970 32.33% 10,072 14,588 5,854 12,000 538-4620 Vehicle Repair 12,000 0.00% 2,264 11,972 9,257 9,700 538-4630 Equipment Repair 9,700 0.00% 4,935 33,986 30,252 38,500 538-4680 Plant & System Repair 38,500 0.00% 85 180 64 500 538-5100 Office Supplies 300 -40.00% 6,360 2,245 3,796 2,800 538-5200 Operating Supplies 2,800 0.00% 8,818 7,242 7,623 6,135 538-5204 Fuel & Oil 7,623 24.26% 725 598 485 810 538-5210 Uniform Expense 810 0.00% - - - 900 538-5231 Computer Hardware/Software - -100.00% 1,506 1,487 1,747 4,400 538-5233 Tools 2,790 -36.59% 956 2,034 1,172 1,800 538-5234 Safety Programs/Supply 1,800 0.00% 2,069 4,984 3,104 6,500 538-5300 Road Materials & Supplies 5,500 -15.38% 552 552 650 650 538-5400 Books, Dues, & Publications 650 0.00% 1,329 653 1,388 2,130 538-5500 Training 1,755 -17.61% - (11,545) - - 538-9905 Capitalized Costs Allocation - Labor - 0.00% - (4,168) - - 538-9906 Capitalized Costs Allocation - Benefits - 0.00% - (2,390) - - 538-9907 Capitalized Costs Allocation - Overhead - 0.00% $ 54,454 $ 128,414 $ 85,908 $ 191,422 Total Operating Expenditures $ 163,077 -14.81% Capital Outlay: 35,542 541,721 - - 538-6358 Storm Drains - 0.00% 1,568 - 1,738 60,465 538-6402 Equipment - -100.00% - 285,172 128,124 - 538-6404 Trucks 37,424 100.00% $ 37,111 $ 826,893 $ 129,862 $ 60,465 Total Capital Outlay $ 37,424 -38.11% Capital Improvements Program: 32,517 - - 90,000 5019 - Storm Drainage Improvement 150,000 66.67% $ 32,517 $ - $ - $ 90,000 Total Capital Improvements Program $ 150,000 66.67% $ 357,751 $ 1,214,687 $ 463,833 $ 661,925 TOTAL EXPENSES $ 673,942 1.82% 1380-Storm 8/16/2018 10:39 AM 178 STORMWATER Share of City Budget $673,942, 1.6% DESCRIPTION The Stormwater Division maintains 35 miles of storm drain, 11 retention ponds, and over 1,300 curb and surface inlets. Stormwater management helps to ensure the health and safety of citizens while meeting State and Federal regulations. MISSION Improve and preserve natural water quality, comply with existing and upcoming regulatory requirements, and improve operation and management of existing stormwater infrastructure. Actual YTD thru 06/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY18) 2014-15 2015-16 2016-17 2017-18 2017-18 2018-19 Improve Water Quality City Streets Swept at Least Once per Month 22% 41% 3% 60% 95% 96% Cubic Yards of Debris Removed from Stormwater Separators 4 6 10 5 7 7 Improve Stormwater Infrastructure Linear Feet of New Stormwater Pipe Installed 588 613 155 585 200 100 Linear Feet of Stormwater Pipe Replaced 467 1948 2350 532 1559 820 Stormwater Line System Replaced 0.2% 0.89% 1.07% 24.0% 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%
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.
Implement a Department of Corrections Crew for mowing. FUTURE GOALS (FY20 & FY21)
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 (FY18)
Continuous maintenance of drainage ditches throughout the City.
Completed construction of drainage improvements on Smith Drive NE and Kepner Drive NE.
Completed design of drainage improvements on Anchors Street NW.
Completed construction of new jetty on Walkedge Canal.
Provided vegetation management in Bass Lake by adding carp. 179  405 STORMWATER FUND - 1500 NON-DEPARTMENTAL Actual Budget 2017-18 2018-19 % 2014-15 2015-16 2016-17 Adopted Adopted Change Personal Services: 103 1,320 - 500 538-1216 Final Leave Pay 500 0.00% 3,272 (317) 3,720 - 538-1250 Compensated Absences - 0.00% 250 (24) 285 - 538-2150 FICA - Compensated Absences - 0.00% - (8,437) 25,216 - 538-2299 Acturial Pension Expense - 0.00% $ 3,625 $ (7,458) $ 29,221 $ 500 Total Personal Services $ 500 0.00% Operating Expenditures: 464 463 442 - 538-3100 Professional Services - 0.00% - - - 150 538-4911 Holiday Gift Certificates 125 -16.67% 3,005 3,321 - - 538-4924 Bad Debt Expense - 0.00% - - - 9,949 538-4995 Contingencies 10,393 4.46% 1,333 - - - 538-4999 Amortization - 0.00% - - - 225 538-5231 Computer Hardware/Software - -100.00% 66,895 72,317 93,401 - 538-5900 Depreciation - 0.00% 6,505 1,995 - - 538-5910 Depreciation on Contributed Capital - 0.00% - - - - Prior Year Expenditures - 0.00% Non-Operating - (1,574) - - 590-9502 OPEB Obligation - 0.00% $ 78,202 $ 76,522 $ 93,843 $ 10,324 Total Operating Expenditures $ 10,518 1.88% - - - 700 538-6420 Computer Hardware/Software - -100.00% $ - $ - $ - $ 700 Total Capital Outlay $ - -100.00% Other Financing Activity 150,987 154,493 157,704 157,704 538-9901 Cost Allocation Reimbursement to General Fund 168,507 6.85% - - - - 581-9102 Transfer to General Fund - Franchise Fee 58,251 100.00% - - - 93,334 581-9999 Reserved - Undesignated Net Assets 127,562 36.67% $ 150,987 $ 154,493 $ 157,704 $ 251,038 TotalTotal Other Other Financing Financing Activity Activity $ 354,320 41.14% $ 232,815 $ 223,556 $ 280,768 $ 262,561 TOTAL EXPENSES $ 365,338 39.14% 6.00 6.00 6.00 6.00 NumberNumber of Employees (FTE's) of Funded Employees (FTE's) 6.00 0.00% 357,751 672,966 467,556 633,126 Stormwater 673,942 6.45% 232,815 223,556 280,768 262,561 Non-Departmental 365,338 39.14% (69,628) (826,893) (1,454,536) - Reclassification of Capital Outlay - 0.00% $ 520,938 $ 69,628 $ (706,212) $ 895,687 TOTAL FUND EXPENSES $ 1,039,280 16.03% $ 228,466 $ 781,270 $ - $ - NET REVENUE / (EXPENSE) $ 0 0.00% 1500-NonDept_405 8/16/2018 10:41 AM 180 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 2018-19 budget, the fifth year of the schedule, is the only year for which funding may legally be appropriated. Future years’ funding requirements are identified, but are not authorized. REPLACEMENT 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 181 Fund # Dept # Device IP Model Purchased Total S6 H6 S7 H7 H8 H9 H10 H11 S5 H5 001 0100 City Council 001 0100 CCIQM2-7 OptiPlex 3050 FY 2017 1 0 900 001 0100 CCS1-7 Inspiron 5421 FY 2013 1 600 001 0100 CCS2-7 Inspiron 5421 FY 2013 1 600 001 0100 CCS3-7 Inspiron 5421 FY 2013 1 600 001 0100 CCS4-7 Inspiron 5421 FY 2013 1 600 001 0100 CCIQM2-8 OptiPlex 3020 FY 2014 1 900 0 900 001 0100 DRynearson8 OptiPlex 3020 FY 2014 1 900 0 900 001 0100 CCS5-7 Inspiron 5421 FY 2013 1 600 001 0100 CCS6-7 Inspiron 5421 FY 2013 1 600 001 0100 CCS7-7 Inspiron 5421 FY 2013 1 600 001 0100 CCSMayor-7 Inspiron 5421 FY 2013 1 600 001 0200 City Manager 001 0200 Surface Pro 3 - CM Not Replacing 3rd Gen FY 2015 1 1100 001 0200 Surface Pro 3 - PIO Not Replacing 3rd Gen FY 2015 1 1100 001 0200 FWBTVXP Optiplex 3040 FY 2016 1 900 001 0200 JSoria7-L Latitude E5440 FY 2014 1 1200 001 0200 CJones7 Optiplex 3040 FY 2016 1 290 900 001 0200 iPad - CM 3rd Gen FY 2012 1 001 0200 iPad - PIO 3rd Gen FY 2012 1 001 0200 JSoria7 Optiplex 3040 FY 2016 1 290 900 001 0200 MBeedie7 OptiPlex 3050 FY 2017 1 0 900 001 0300 Administrative Services 001 0300 SOldnettle7 192.168.4.82 OptiPlex 380 FY 2013 1 0 900 001 0300 SSutterfield7 192.168.4.13 OptiPlex 3040 FY 2016 1 0 900 001 0300 TFranxman7 192.168.4.84 Optiplex 3040 FY 2016 1 0 900 001 0300 RCarter7 being used by Stephanie ShuttleA7 B DS61 V1.1 FY 2013 1 0 900 001 0300 HR Lobby Kiosk Optiplex 3040 FY 2017 900 001 0300 JHofstetter10 192.168.4.83 OptiPlex 3050 FY 2017 1 0 900 001 0320 Information Technology 001 0320 Surface Pro 3 - IT Spare 3rd Gen FY 2015 1 0 900 001 0320 ShuttleB7 DS61 V1.1 FY 2013 1 0 900 001 0320 ShuttleC7 DS61 V1.1 FY 2013 1 0 900 001 0320 Sjones10 used to be DGreen7 OptiPlex 3050 FY 2017 1 290 900 001 0320 City Garage - Switch WS-C2960C-12PC-L FY 2012 1 001 0320 Recreation Center - AP AIR-CAP2702I-A-K9 FY 2015 1 450 001 0320 Recreation Center - AP AIR-CAP2702I-A-K9 FY 2015 1 450 001 0320 Recreation Center - AP AIR-CAP2702I-A-K9 FY 2015 1 450 001 0320 Recreation Center - AP AIR-CAP2702I-A-K9 FY 2015 1 450 001 0320 Recreation Center - AP AIR-CAP2702I-A-K9 FY 2015 1 450 001 0320 City Garage - AP AIR-CAP702I-A-K9 FY 2014 1 001 0320 City Hall - Finance - AP AIR-CAP702I-A-K9 FY 2014 1 450 001 0320 City Warehouse - AP AIR-CAP702I-A-K9 FY 2014 1 450 001 0320 Fire Dept. 6 AP1 AIR-CAP702I-A-K9 FY 2014 1 450 001 0320 Fire Dept. 6 AP2 AIR-CAP702I-A-K9 FY 2014 1 450 001 0320 Fire Dept. 7 AP1 AIR-CAP702I-A-K9 FY 2014 1 450 001 0320 Police Dept. 1st Floor AIR-CT2504-K9 FY 2015 1 450 001 0320 City Hall - City Clerk - AP AIR-LAP1042N-A-K9 FY 2014 1 450 001 0320 City Hall - IT - AP AIR-LAP1042N-A-K9 FY 2014 1 450 001 0320 City Hall Annex - AP AIR-LAP1042N-A-K9 FY 2014 1 450 001 0320 Council Chambers - AP AIR-LAP1042N-A-K9 FY 2014 1 450 001 0320 Beal Cemetery - ASA ASA5505 FY 2008 1 001 0320 Museum - ASA ASA5505 FY 2008 1 001 0320 Sewer Plant - ASA ASA5505 FY 2008 1 001 0320 Police Dept. 1st Floor - Switch Cisco 2960-48POE FY 2010 1 3360 001 0320 Swilson8 (PD Comm's Project swapped 7050 from PO 92142 for 3050 needed 7050 for windows 7Optiplex FCIC) 3050 FY 2016 1 290 900 001 0320 Server - FWB-TEST Custom 1/1/2010 1 5000 001 0320 Server - Coban retiring 1-18 taser implementation Custom 5/29/2009 1 001 0320 Engineering Field Office - Switch WS-C2960-24LC-S FY 2012 1 001 0320 IT02 Latitude E6440 FY 2015 1 0 1200 001 0320 PSmith8 OptiPlex 3020 FY 2015 1 290 900 001 0320 Server - FWB-OSSIU-N R310 1/1/2008 1 001 0320 FWBGISW R710 FY 2017 1 11000 001 0320 FWBGISTEST R710 FY 2017 1 7200 001 0320 Server - FWB-Exchange R710 8/23/2011 1 001 0320 Server - FWB-Prox-DMZ R710 FY 2011 1 5000 001 0320 Server - FWB-OSSIC R710 11/1/2010 1 500 5000 001 0320 Server - FWB-OSSIR R710 11/1/2010 1 500 5000 001 0320 Server - FWB-Main R720 FY 2014 1 9000 001 0320 City Hall Rack SRW204 1 001 0320 Server - IBS T310 12/17/2010 1 500 2500 001 0320 Fire Dept. 6 - Switch WS-C2960-24PC-S FY 2010 1 1950 001 0320 City Hall - Switch WS-C2960-48PST-S FY 2010 1 3360 001 0320 City Hall Annex - Switch WS-C2960-48PST-S FY 2010 1 3360 001 0320 Police Dept. 2nd floor - Switch WS-C2960-48PST-S FY 2010 1 3360 001 0320 Recreation Center - Switch WS-C2960X-48LPD-L FY 2015 1 3360 001 0320 City Warehouse WS-C3560G-24TS-E FY 2011 1 3450 001 0320 Fire Station 7 - Switch WS-C3560V2-24PS-E FY 2014 1 3450 001 0320 Golf Club Main Building - Switch WS-C3560V2-24PS-E FY 2014 1 3450 001 0320 Service Maintenance - Switch WS-C3560V2-24TS-E FY 2011 1 3450 001 0320 City Hall - Switch WS-C3560V2-48PS-E FY 2010 1 9850 001 0320 Police Dept. 1st floor - Switch WS-C3560V2-48PS-E FY 2010 1 9850 001 0320 Recreation Center - Switch WS-C3650-48PD FY 2015 1 9850 001 0320 IT Miscellaneous 1 001 0320 iPad - IT Manager not replacing 3rd Gen FY 2012 1 001 0320 IT01 need to verify pc name or is it IT08? Latitude 5480 FY 2017 1 0 1200 001 0320 ITTraining7 Shuttle 10/1/2013 1 0 900 001 0320 Landing Park Aruba 134 FY 2013 1 450 001 0320 Landing Park Aruba 134 FY 2013 1 450 001 0320 Landing Park Cisco 881 FY 2013 1 750 001 0320 Laptop - IT Analyst Latitude E6430 FY 2013 1 1200 001 0320 Library - Switch WS-C3560V2-24TS-E FY 2012 1 001 0320 Police Dept. 1st Floor - ASA ASA5512X FY 2013 1 7000 001 0320 Police Dept. 1st Floor - Switch WS-C2960S-24TS-S FY 2013 1 1950 001 0320 Sanatitaion Building - Switch WS-C2960C-12PC-L FY 2012 1 001 0320 Server - FWB-GIS R720 FY 2013 1 6000 6000 001 0320 Server - FWB-Kronos R710 FY 2012 1 6000 6000 001 0320 Server - FWB-VM R710 4/17/2012 1 001 0320 Server - PD-VMWare R710 FY 2012 1 7000 7000 001 0320 Rschumann7 OptiPlex 3040 FY 2016 290 900 001 0320 24PT Cisco Switch Library (Received from OBCC on 3-29-18) 3560 24 pt Catalyst FY 2007 001 0320 48PT Cisco Switch Library (Received from OBCC on 3-29-18) 3560 48 pt Catalyst FY 2007 001 0400 iPad - City Clerk - WENT TO IT 4th Gen 2013-03 1 001 0400 City Clerk 001 0400 Surface Pro 3 - City Clerk Not being replaced 3rd Gen FY 2015 1 001 0400 KBarnes8 OptiPlex 3020 FY 2014 1 0 900 001 0400 MPerry8 OptiPlex 3020 FY 2014 1 0 900 001 0400 IQM2 Encoder Optiplex 7020 FY 2015 1 1000 001 0400 Laserfiche7 OptiPlex 3050 FY 2017 1 0 900 001 0400 LVanetten7 OptiPlex 3050 FY 2017 1 0 900 001 0500 Finance 001 0500 CGodwin7 OptiPlex 3050 FY 2017 1 290 900 001 0500 iPad - Finance Director Not Being Replaced 3rd Gen 2012-10 1 001 0500 Surface Pro 3 - Finance Director Not being replaced 3rd Gen FY 2015 1 001 0500 ASnow8 OptiPlex 3020 FY 2015 1 0 900 001 0500 MSchumaker8 OptiPlex 3020 FY 2015 1 0 900 001 0500 KBlatz8 OptiPlex 3020 FY 2015 1 0 900 001 0500 Postage8 OptiPlex 3020 FY 2015 1 0 900 001 0500 BFerris7 192.168.4.54 OptiPlex 380 FY 2013 1 0 900 001 0500 TSiglin10 OptiPlex 3050 FY 2017 1 290 900 182 Fund # Dept # Device IP Model Purchased Total S6 H6 S7 H7 H8 H9 H10 H11 S5 H5 401 0520 Customer Service 401 0520 CGagnon8 OptiPlex 3020 FY 2014 1 0 900 401 0520 BGustman7 Optiplex 3040 FY 2016 1 0 900 401 0520 JKilpatrick7 OptiPlex 380 FY 2013 1 0 900 401 0520 PDurham7 Optiplex 3040 FY 2016 1 0 900 401 0520 KHart7 Optiplex 3040 FY 2016 1 0 900 401 0520 Jaust7 OptiPlex 3010 FY 2013 1 0 900 401 0520 Stars7 OptiPlex 390 FY 2012 1 0 900 001 0530 Purchasing 001 0530 GScott7 Optiplex 3040 FY 2016 1 0 900 001 0530 JHunt7 OptiPlex 3050 FY 2017 1 001 0530 GImperial7 OptiPlex 3050 FY 2017 1 290 900 001 0800 Police 001 0800 Surface Pro 3 - Tracy Hart Not being replaced 3rd Gen FY 2015 1 001 0800 iPad - Chief Not being replaced 2nd Gen FY 2012 1 001 0800 JWilson7 now Jturner OptiPlex 3050 FY 2017 1 0 900 109 0800 CommPol3-7 - Galindo OptiPlex 3050 FY 2017 1 0 1200 001 0800 PD1004 Latitude E6430 FY 2014 1 0 2400 001 0800 PD1007 Latitude E6430 FY 2014 1 0 2400 001 0800 PD1012 Latitude E6430 FY 2014 1 0 2400 001 0800 PD1013 Latitude E6430 FY 2014 1 0 2400 001 0800 PD1016 Latitude E6430 FY 2014 1 0 2400 001 0800 PD1017 Latitude E6430 FY 2014 1 0 2400 001 0800 PD1019 Latitude E6430 FY 2014 1 0 2400 001 0800 PD1020 Latitude E6430 FY 2014 1 0 2400 001 0800 PD1024 Latitude E6430 FY 2014 1 0 2400 001 0800 PD1026 Latitude E6430 FY 2014 1 0 2400 001 0800 PD1001 Latitude E6440 FY 2015 1 0 2400 001 0800 PD1003 Latitude E6440 FY 2015 1 0 2400 001 0800 PD1006 Latitude E6440 FY 2016 1 0 2400 001 0800 PD1010 Latitude E6440 FY 2015 1 0 2400 001 0800 PD1011 Latitude E6440 FY 2016 1 0 2400 001 0800 PD1014 Latitude E6440 FY 2015 1 0 2400 001 0800 PD1015 Latitude E6440 FY 2016 1 0 2400 001 0800 PD1018 Latitude E6440 FY 2016 1 0 2400 001 0800 PD1021 Latitude E6440 FY 2016 1 0 2400 001 0800 PD1023 Latitude E6440 FY 2016 1 0 2400 001 0800 PD1027 Latitude E6440 FY 2015 1 0 2400 001 0800 PD1028 Latitude E6440 FY 2015 1 0 2400 001 0800 PD1029 Latitude E6440 FY 2015 1 0 2400 001 0800 PD Training Laptop Lenovo 1 001 0800 Coban8-CSI last logged on user Rcarter OptiPlex 3020 FY 2015 1 0 900 001 0800 Coban8-FTO last logged on user tjames OptiPlex 3020 FY 2015 1 0 900 001 0800 CommPol5-8 - Randolph OptiPlex 3020 FY 2014 1 001 0800 THart8 OptiPlex 3020 FY 2014 1 0 900 001 0800 CRPolice8 OptiPlex 3020 FY 2014 1 0 900 001 0800 Kcarrell8 OptiPlex 3020 FY 2014 1 0 900 001 0800 THarmon8 OptiPlex 3020 FY 2014 1 0 900 001 0800 PDDispatchN OptiPlex 3020 FY 2014 1 0 900 001 0800 PDDispatchS OptiPlex 3020 FY 2014 1 0 900 001 0800 PDSCVideo8 OptiPlex 3020 FY 2015 1 0 900 001 0800 FCIC Machine for Cad North (originally purchased for Swilson Comm's prj needed it) Optiplex 7050 FY 2016 900 001 0800 RUOK7 OptiPlex 3020 FY 2015 1 0 900 001 0800 Eryan8 OptiPlex 3020 FY 2014 1 0 900 001 0800 Pdevidence7 (Third PC Crime Lab) OptiPlex 3040 oR 3050 FY 2016 1 0 900 001 0800 CommPol1-7 - Not Deployed 1-11-18 Optiplex 3040 FY 2016 1 0 900 001 0800 CommPol2-7 - Dee OptiPlex 380 FY 2011 1 0 900 001 0800 CommPol4-7 At city hall 3-15-19 bench Optiplex 3040 FY 2016 1 0 900 001 0800 commpol6-7-Pettis OptiPlex 380 FY 2011 1 0 900 001 0800 Invest01-7 now bchapin7 (old tag GHFHBP1- Not Deployed 1-11-18 Optiplex 3040 FY 2016 1 0 900 001 0800 Invest02-7 - last logged on user tzbikowski 192.168.26.97 OptiPlex 380 FY 2011 1 0 900 001 0800 JailE7 Not Deployed 1-11-18 Optiplex 3040 FY 2016 1 0 900 001 0800 JailW7 OptiPlex 380 FY 2011 1 0 900 001 0800 Ccard7 replaced cobanpc3 on PO fy15 OptiPlex 3040 FY 2016 1 001 0800 MHolt7 Optiplex 3040 FY 2016 1 0 900 001 0800 MHorgan7 OptiPlex 380 FY 2011 1 290 900 001 0800 PD-SGT01-7 Pc in the closet at PD 1st floor Optiplex 3040 FY 2016 1 0 900 001 0800 PD-SGT02-7 OptiPlex 380 FY 2011 1 0 900 001 0800 PD-SGT03-7 Not Deployed 1-11-18 Optiplex 3040 FY 2016 1 0 900 001 0800 PD-SGT04-7 OptiPlex 380 FY 2011 1 0 900 001 0800 PDFTO7 Not Deployed 1-11-18 Optiplex 3040 FY 2016 1 0 900 001 0800 RPTRoomN7 (FL8G9P1) OptiPlex 380 FY 2011 1 0 900 001 0800 RPTRooms7 Optiplex 3040 FY 2016 1 0 900 001 0800 SMercier7 OptiPlex 380 FY 2011 1 0 900 001 0800 StreetCrimes1-7 now Invest03-07 (old GHHHBP1) Optiplex 3040 FY 2016 1 0 900 001 0800 StreetCrimes4-7 (name changed from 3-7) need to order 17-18 OptiPlex 380 FY 2011 1 0 900 001 0800 KMccauley7 Optiplex 3040 FY 2017 1 290 900 001 0800 Dell Venue Pro 11 T07G FY 2015 1 001 0800 LOblak10 Optiplex 3050 FY 2017 1 0 900 001 0800 PD1002 On hold waiting for Tablet decision 1-11-18 Latitude E6420 FY 2012 1 0 2400 001 0800 PD1005 On hold waiting for Tablet decision 1-11-18 Latitude E6420 FY 2012 1 0 2400 001 0800 PD1008 On hold waiting for Tablet decision 1-11-18 Latitude E6420 FY 2012 1 0 2400 001 0800 PD1009 On hold waiting for Tablet decision 1-11-18 Latitude E6420 FY 2012 1 0 2400 001 0800 PD1022 On hold waiting for Tablet decision 1-11-18 Latitude E6420 FY 2012 1 0 2400 001 0800 PD1025 On hold waiting for Tablet decision 1-11-18 Latitude E6420 FY 2012 1 0 2400 001 0800 PD1030 On hold waiting for Tablet decision 1-11-18 Latitude E6420 FY 2012 1 0 2400 109 0800 PD1031 On hold waiting for Tablet decision 1-11-18 Latitude E6420 FY 2012 1 0 2400 109 0800 PD1032 On hold waiting for Tablet decision 1-11-18 Latitude E6420 FY 2012 1 0 2400 109 0800 PD1033 On hold waiting for Tablet decision 1-11-18 Latitude E6420 FY 2012 1 0 2400 001 0800 PD-SGT05-7 OptiPlex 3050 FY 2017 1 0 900 001 0800 PD-SGT06-7 OptiPlex 3050 FY 2017 1 0 900 001 0800 WRoyal7 OptiPlex 3050 FY 2017 1 001 0900 Fire 001 0900 FD6Captain7 OptiPlex 3050 FY 2017 1 0 900 001 0900 FD7-FrontOff7 OptiPlex 3050 FY 2017 1 0 900 001 0900 FD-SEMS Latitude E6430 FY 2013 1 0 1200 001 0900 FDTAB1 Provided spare laptop until we purchase New 1-11-18 XPS 12 FY 2013 1 0 1200 001 0900 FDTAB2 XPS 12 FY 2013 1 0 1200 001 0900 GGuarin7 OptiPlex 3050 FY 2017 1 001 0900 iPad - Leann Calbro 3rd Gen FY 2013 1 001 0900 Surface Pro 3 - Fire Chief 3rd Gen FY 2015 1 1100 001 0900 iPad - Chief 3rd Gen FY 2013 1 001 0900 FDLaptop7 Latitude E5440 FY 2015 1 0 1200 001 0900 ARoom6W8 OptiPlex 3020 FY 2014 1 0 900 001 0900 Battalion8 OptiPlex 3020 FY 2014 1 0 900 001 0900 FDCaptain8 OptiPlex 3020 FY 2014 1 0 900 001 0900 KPerkins8 OptiPlex 3020 FY 2014 1 0 900 001 0900 LCalabro8 OptiPlex 3020 FY 2014 1 0 900 001 0900 ARoom6N7 Optiplex 3040 FY 2016 1 0 900 001 0900 FD7-Aroom7 OptiPlex 380 FY 2011 1 0 900 001 0900 MJohnson7 Optiplex 3040 FY 2016 1 0 900 001 0900 Galaxy Tablet - Battalion Chief Tab 2 10.1 FY 2014 1 001 0900 Galaxy Tablet - Truck 6 Tab 2 10.1 FY 2014 1 001 0900 Galaxy Tablet - Engine 6 Tab 2 10.1 FY 2014 1 001 0900 Galaxy Tablet - Rescue 6 Tab 2 10.1 FY 2014 1 001 0900 Galaxy Tablet - Engine 7 Tab 2 10.1 FY 2014 1 001 0900 Galaxy Tablet - Fire Chief Tab 2 10.1 FY 2014 1 001 1000 Recreation 001 1000 iPad - Parks Director - BROKE SCREEN 3rd Gen FY 2013 1 183 Fund # Dept # Device IP Model Purchased Total S6 H6 S7 H7 H8 H9 H10 H11 S5 H5 001 1000 JPeters7 OptiPlex 3010 FY 2013 1 290 900 001 1000 BCarmichael8 OptiPlex 3020 FY 2015 1 0 900 001 1000 Surface Pro 3 - Parks Director Not being replaced 3rd Gen FY 2015 1 001 1000 ParksLaptop 2 Latitude E6440 FY 2015 1 0 1200 001 1000 DThomas8 OptiPlex 3020 FY 2014 1 0 900 001 1000 WRiggs8 OptiPlex 3020 FY 2014 1 0 900 001 1000 PSherman8 OptiPlex 3020 FY 2015 1 0 900 001 1000 TCorcoran8 OptiPlex 3020 FY 2015 1 0 900 001 1000 JValandingham7 Optiplex 3040 FY 2016 1 0 900 001 1000 VGardner7 OptiPlex 3010 FY 2013 1 0 900 001 1010 Parks 001 1010 MPelter7 OptiPlex 3050 FY 2017 1 0 900 001 1010 Galaxy Tablet - ROW Foreman Tab 4 10.1 FY 2015 1 300 001 1010 RainBird7 Latitude 5480 FY 2017 1 0 1200 001 1015 JFortune7 OptiPlex 3010 FY 2013 1 0 900 001 1015 Right-of-Way 001 1015 Galaxy Tablet - ROW Foreman Tab 4 10.1 FY 2015 1 300 001 1020 JFleming7 OptiPlex 3050 FY 2017 1 0 900 001 1020 SRPOS-8 OptiPlex 3020 FY 2014 1 0 900 001 1040 Golf Operations 001 1040 GCBackRM8 OptiPlex 3020 FY 2014 1 0 900 001 1040 DTrimm7 Optiplex 3040 FY 2016 1 0 900 001 1040 GolfCourseN7 OptiPlex 380 FY 2011 1 0 900 001 1040 GolfCourseS7 Optiplex 3040 FY 2016 1 0 900 001 1040 JAtes7 OptiPlex 380 FY 2011 1 0 900 001 1040 TQuinones7 Optiplex 3040 FY 2016 1 0 900 001 1040 OaksTee7 Latitude 5480 FY 2017 1 0 1200 001 1040 PinesTee7 Latitude 5480 FY 2017 1 0 1200 001 1045 Golf Maintenance 001 1045 GCMaint8 OptiPlex 3020 FY 2015 1 0 900 001 1045 JWilkinson8 OptiPlex 3020 FY 2014 1 0 900 001 1045 redwards7 OptiPlex 390 FY 2012 1 0 900 001 1060 Library City 001 1060 libhvacpc7 (bought fy 17 for hvac upgrades) Optiplex 3040 FY 2017 1 900 001 1060 LLink8 OptiPlex 3020 FY 2014 1 0 900 001 1060 NCardinal8 OptiPlex 3020 FY 2015 1 0 900 001 1060 PGould7 Optiplex 3040 FY 2016 1 0 900 001 1060 Library County 001 1060 Library #1 OptiPlex 3020 FY 2015 1 900 001 1060 Library #2 OptiPlex 3020 FY 2014 1 900 001 1060 Library #3 OptiPlex 3020 FY 2015 1 900 001 1060 Library #4 OptiPlex 3020 FY 2015 1 900 001 1060 Library #5 OptiPlex 3020 FY 2015 1 900 001 1060 Library #6 OptiPlex 3020 FY 2014 1 900 001 1060 Library #7 OptiPlex 3020 FY 2014 1 900 001 1060 Library #9 OptiPlex 3020 FY 2015 1 900 001 1060 Library #10 OptiPlex 3020 FY 2014 1 900 001 1060 Library #11 Latitude E6440 FY 2016 1 1200 001 1060 Library #12 "Command Module" OptiPlex 7050 FY 2017 1 900 001 1060 Library #13 OptiPlex 3020 FY 2015 1 900 001 1060 Library #14 OptiPlex 3020 FY 2014 1 900 001 1060 Library #15 OptiPlex 3020 FY 2014 1 900 001 1060 Library #16 OptiPlex 3020 FY 2014 1 900 001 1060 Library #17 OptiPlex 3020 FY 2014 1 900 001 1060 Library #18 OptiPlex 3020 FY 2014 1 900 001 1060 Library #19 OptiPlex 3020 FY 2014 1 900 001 1060 Library #20 OptiPlex 3020 FY 2014 1 900 001 1060 Library #21 OptiPlex 390 FY 2012 1 900 001 1060 Library #22 OptiPlex 3050 FY 2017 1 900 001 1060 Library #23 OptiPlex 3050 FY 2017 1 900 001 1060 Library #24 OptiPlex 3050 FY 2017 1 900 001 1060 Library #25 OptiPlex 3050 FY 2017 1 900 001 1060 Library #26 OptiPlex 3050 FY 2017 1 900 001 1060 Library #27 Replaced/Repair 2013 OptiPlex 390 FY 2013 1 900 001 1060 Library #28 OptiPlex 3050 FY 2017 1 900 001 1060 Library #29 OptiPlex 3050 FY 2017 1 900 001 1060 Library #32 OptiPlex 3020 FY 2014 1 900 001 1070 Museum 001 1070 GMeyer8 OptiPlex 3020 FY 2014 1 0 900 001 1070 MWeech8 OptiPlex 3020 FY 2014 1 0 900 001 1070 PassPerfect8 OptiPlex 3020 FY 2014 1 0 900 001 1070 SchoolHouse8 OptiPlex 3020 FY 2015 1 0 900 001 1070 POSMuseum7 OptiPlex 390 FY 2012 1 0 900 001 1070 Museum7 Latitude 5480 FY 2017 1 0 1200 001 1070 AGardner7 OptiPlex 3050 FY 2017 1 0 900 001 1080 Cemetery 001 1200 iPad - BP Team 3rd Gen FY 2013 1 001 1080 JRogers7 OptiPlex 3050 FY 2017 1 0 900 001 1200 iPad - GIS Team 3rd Gen FY 2012 1 001 1200 Engineering Services 001 1200 Surface Pro 3 - ES Director Not being replaced 3rd Gen FY 2015 1 001 1200 iPad - BP Team 3rd Gen FY 2013 1 650 001 1200 iPad - GIS Team 3rd Gen FY 2012 1 650 001 1200 ASantiago8 OptiPlex 3020 FY 2014 1 290 900 109 2000 CFrassetti7 Optiplex 3040 FY 2016 1 290 900 001 1200 TBolduc7 OptiPlex 390 FY 2012 1 001 1205 JBallard7 OptiPlex 3050 FY 2017 1 290 900 001 1205 Planning & Zoning 001 1205 CDSLaptop7 Latitude E6440 FY 2016 1 1200 001 1205 CShepheard8 Optiplex 3020 FY 2015 1 290 900 001 1205 TRogers7 OptiPlex 390 FY 2012 1 106 1215 JStevens7 OptiPlex 3050 FY 2017 1 290 900 106 1215 Building Inspections & Permitting 106 1215 iPad - BP Inspector 2nd Gen FY 2011 1 290 900 106 1215 EShared7 Latitude E5440 FY 2015 1 0 1200 106 1215 CShepheard7 OptiPlex 390 FY 2012 1 106 1215 BHenderson7 Optiplex 3040 FY 2016 1 290 900 106 1215 Galaxy Tablet - BP Inspector Tab 4 10.1 FY 2015 1 300 300 106 1215 DJohnson7 OptiPlex 3050 FY 2017 1 0 900 001 1217 Code Enforcement 001 1217 BRhodes7 OptiPlex 3050 FY 2017 1 0 900 001 1217 EMoore7 OptiPlex 390 FY 2012 1 0 900 001 1217 BRhodes7-L Latitude E5440 FY 2015 1 0 1200 001 1220 Fleet 001 1220 MechanicEast10 OptiPlex 3050 FY 2017 1 0 900 001 1220 JBanks7 Optiplex 3040 FY 2016 1 0 900 001 1220 Testeves7 Optiplex 3040 FY 2016 1 0 900 001 1220 TSheldon7 OptiPlex 390 FY 2012 1 001 1230 Facilities 001 1230 CHATrain-7 Latitude E6420 FY 2011 1 1200 001 1230 GAdams7 Optiplex 3040 FY 2016 1 0 900 001 1230 LRiceXP OptiPlex 380 FY 2011 1 0 900 001 1230 Galaxy Tablet - Maint. Supervisor Tab 4 10.1 FY 2015 1 300 001 1230 Galaxy Tablet - Traffic Tech Tab 4 10.1 FY 2015 1 300 001 1240 Streets 001 1240 Galaxy Tablet - Streets Foreman Tab 4 10.1 FY 2015 1 300 401 1300 DPayne7 OptiPlex 390 FY 2012 1 401 1300 PWilliamson7 OptiPlex 3050 FY 2017 1 0 900 184 Fund # Dept # Device IP Model Purchased Total S6 H6 S7 H7 H8 H9 H10 H11 S5 H5 401 1300 Utility Services 401 1300 Engineering-Laptop GIS Latitude E6440 FY 2016 1 0 1200 401 1300 Galaxy Tablet - Survey Chief Note 10.1 FY 2015 1 401 1300 Warehouse8 OptiPlex 3020 FY 2014 1 0 815 401 1300 DFousek7 Optiplex 3040 FY 2016 1 0 900 401 1300 JPrice7 OptiPlex 990 FY 2011 1 515 1500 001 1305 NSchwendt7 Optiplex 7810 Precision Tower FY 2016 1 290 1500 401 1305 SHawkins7 Optiplex 7810 Precision Tower FY 2016 1 290 1500 401 1310 Water Operations 401 1310 BRollins7 needs to be renamed to Jvalandingham10 OptiPlex 3050 FY 2017 1 0 900 401 1310 iPad - Water Ops Manager 3rd Gen FY 2012 1 650 401 1310 MWoodall7 OptiPlex 3050 FY 2017 1 0 900 401 1310 Meter7 Latitude E65440 FY 2015 1 0 1200 401 1310 Galaxy Tablet - Water Ops Tab 4 10.1 FY 2015 1 300 401 1310 WaterOPS7 OptiPlex 390 FY 2012 1 401 1340 Water Distribution 401 1340 Galaxy Tablet - Water Distribution Tab 4 10.1 FY 2015 1 300 401 1350 LKilburn7 OptiPlex 390 FY 2012 1 0 900 401 1350 Sewer Collections & Treatment 401 1350 Utilities2-7 Latitude 5480 FY 2017 1 0 1200 401 1350 Utilities1-7 Latitude E6430 FY 2014 1 0 1200 401 1350 DFelix8 OptiPlex 3020 FY 2014 1 0 900 401 1350 JCoker8 OptiPlex 3020 FY 2015 1 0 900 401 1350 HSUPrimary7 Not Deployed 1-11-18 Optiplex 3040 FY 2016 1 0 900 401 1350 SewerTV7 Optiplex 9020 FY2015 1 900 401 1350 Galaxy Tablet - Lift Station Mech. Tab 4 10.1 FY 2015 1 300 401 1350 Galaxy Tablet - Sewer Foreman Tab 4 10.1 FY 2015 1 300 401 1350 Galaxy Tablet - Sewer Rounds Tab 4 10.1 FY 2015 1 300 001 1360 Sanatitaion Building - AP AIR-CAP702I-B-K9 FY 2017 450 403 1360 LLawrence7 OptiPlex 390 FY 2012 1 0 900 403 1360 Solid Waste 403 1360 JGunn7 Optiplex 3040 FY 2016 1 0 900 403 1360 Galaxy Tablet - Sanitation Foreman Tab 4 10.1 FY 2015 1 300 405 1380 Stormwater 405 1380 Galaxy Tablet - SW Foreman Tab 4 10.1 FY 2015 1 300 405 1380 NGunn7 OptiPlex 390 FY 2012 1 0 900 405 1380 Galaxy Tablet - Street Sweeper Tab 4 10.1 FY 2015 1 300 405 1380 Galaxy Tablet - Supervisor Tab 4 10.1 FY 2015 1 300 109 2000 CRA 185 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 2018-19 budget, the fifth year of the schedule, is the only year for which funding may legally be appropriated. Future years’ funding requirements are identified, but are not authorized. REPLACEMENT CRITERIA Factors that are included as part of the Schedule, in order to evaluate replacement criteria include, but are not limited to: Age, Mileage, Repair/Maintenance Costs, Overall Condition, and Usage. The following chart depicts a Summary of the Vehicle Replacement Schedule. Fund FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 General $ 345,900 $ 240,000 $ 243,366 $ 405,000 $ 356,000 FBC $ 22,617 $ - $ - $ - $ - CRA $ - $ - $ - $ - $ - Utilities $ 483,569 $ 500,000 $ 500,000 $ 100,000 $ 200,000 Sanitation $ 130,000 $ 260,000 $ 260,000 $ 260,000 $ 260,000 Stormwater $ 37,424 $ 75,000 $ 150,000 $ - $ 50,000 $ 1,019,510 $ 1,075,000 $ 1,153,366 $ 765,000 $ 866,000 City of Fort Walton Beach, FL 186  Suggested Replacement Yr. Mileage @ Purchase Light/Heavy/ Safety Replacement Cost Manufacture Year Replacement Yr. Received Date Expected Life Department As of 01/07/18 Last Recorded Total Repairs Division Priority Vehicle Status Fund Mileage on since Purchase Record Date 401 Safety 001 0900 Fire 1947 10/1/47 4324 6834 $ 8,781.75 1947 NA 1 2390 Heavy 001 1240 Street 1997 8/20/97 2 78365 $ 34,318.83 2017 2019 20 $168,200 2414 Heavy 401 1350 Sewer Collections 1999 10/25/99 492 53518 $ 21,160.73 2014 2020 15 $75,000 2423 Light 405 1380 Stormwater 2000 4/24/00 25 54315 $ 2,259.65 2012 2020 12 $22,000 2425 Light 001 1230 Facilities 2000 4/24/00 25 56822 $ 4,013.14 2012 2018 12 $22,000 7 2429 Heavy 401 1350 Sewer Collections 2000 6/28/00 2086 39147 $ 103,755.68 2012 2019 12 $446,600 8 2432 Light 401 1340 Water Distribution 2000 10/4/00 25 66648 $ 16,435.56 2015 2019 15 $42,600 2455 Light 001 1217 Code Enforcement 2002 5/13/02 25 42181 $ 4,627.12 2014 ? 12 $ 19,950 2457 Light 001 1010 Parks 2002 6/27/02 1253 77441 $ 5,429.20 2014 2018 12 $ 20,000 2462 Heavy 401 1350 Sewer Collections 2003 1/16/03 10 124992 $ 39,713.35 2018 2020 15 $75,000 2464 Light 403 1360 Solid Waste 2003 4/28/03 25 36572 $ 12,796.03 2015 2020 12 $32,000 2470 Light 001 1230 Facilities 2003 5/13/03 25 68178 $ 6,736.77 2015 2020 12 $24,000 9 2472 Light 405 1380 Stormwater 2003 5/30/03 9 87133 $ 20,116.55 2015 2019 12 $37,300 2473 Light 401 1350 Sewer Collections 2003 10/7/03 25 69748 $ 14,973.39 2018 2018 15 $45,000 2474 Heavy 001 1350 Sewer Collections 2017 10/17/03 50507 68170 $ 12,237.72 2032 ? 15 $ 30,000 2483 Safety 001 0900 Fire 2004 12/6/04 329 104980 $ 45,664.06 2024 2024 20 $500,000 2484 Light 401 1350 Sewer Collections 2005 2/9/05 25 70714 $ 8,879.34 2017 2021 12 2485 Light 001 1010 Parks 2005 2/21/05 375 99147 $ 3,716.47 2017 2019 12 $45,000 2486 Light 001 1240 Street 2005 2/21/05 374 49390 $ 3,710.23 2017 2020 12 $22,000 2 2487 Light 001 1010 Parks 2005 2/21/05 371 65264 $ 5,085.46 2017 2019 12 $26,800 2490 Heavy 403 1360 Solid Waste 2005 7/27/05 363 100231 $ 144,500.94 2015 2021 10 $250,000 2491 Light 405 1380 Stormwater 2005 9/14/05 10 52848 $ 12,240.75 2020 2020 15 $75,000 2492 Light 001 0320 IT 2006 1/3/06 25 65967 $ 1,896.78 2018 2021 12 $ 20,000 10 2493 Light 401 1310 Water Ops 2006 2/17/06 187 127240 $ 5,244.21 2018 2019 12 $25,100 2497 Light 001 1010 Parks 2006 3/15/06 355 58712 $ 3,278.17 2018 2020 12 $22,000 2498 Light 001 1010 Parks 2006 3/15/06 355 67018 $ 5,057.56 2018 2020 12 $22,000 2499 Safety 001 0800 Police 2006 3/15/06 352 27563 $ 3,255.94 2013 2020 7 $22,000 Admin 3 2506 Safety 001 0900 Fire 2006 6/23/06 33 113532 $ 17,917.61 2013 2019 7 $ 66,000 2507 Heavy 403 1360 Solid Waste 2006 6/26/06 1015 77390 $ 179,384.31 2016 2021 10 $250,000 4 2508 Light 106 1215 Building & Zoning 2006 6/23/06 25 72695 $ 3,073.50 2018 2019 12 $ 25,100 2509 Light 403 1360 Solid Waste 2007 7/5/06 25 67420 $ 2,722.10 2022 2022 15 $25,000 2510 Light 001 1220 Fleet 2006 8/30/06 355 27998 $ 5,553.06 2021 2021 15 2523 Safety 001 0800 Police 2007 3/9/07 25 95626 $ 6,310.69 2014 2018 7 $38,000 In use 2525 Safety 001 0800 Police 2007 3/16/07 25 117304 $ 7,856.65 2014 2018 7 $38,000 In use 2530 Light 401 1350 Sewer Collections 2007 5/24/07 25 57924 $ 7,444.93 2019 2020 12 $25,000 2531 Safety 001 0900 Fire 2007 6/21/07 10 88005 $ 5,373.98 2017 2021 10 $ 32,000 Line 2532 Light 001 1010 Parks 2007 7/2/07 25 42705 $ 4,257.98 2019 2020 12 $22,000 2534 Light 001 1230 Facilities 2007 7/5/07 25 15400 $ 596.60 2019 2020 12 2535 Light 001 1217 Code Enforcement 2007 7/5/07 25 52240 $ 983.15 2019 2021 12 $ 20,000 2536 Light 001 1230 Facilities 2007 7/10/07 25 50736 $ 2,266.49 2022 2022 15 $25,000 2537 Light 401 1300 Utilities Admin 2007 7/10/07 25 23995 $ 2,849.92 2022 2022 15 $25,000 187  Suggested Replacement Yr. Mileage @ Purchase Light/Heavy/ Safety Replacement Cost Manufacture Year Replacement Yr. Received Date Expected Life Department As of 01/07/18 Last Recorded Total Repairs Division Priority Vehicle Status Fund Mileage on since Purchase Record Date 2538 Light 001 1010 Parks 2007 7/30/07 25 6901 $ 1,845.23 2022 2022 15 $75,000 2539 Heavy 403 1360 Solid Waste 2007 8/3/07 365 75480 $ 191,348.40 2017 2023 10 $250,000 2540 Light 001 1230 Facilities 2007 8/30/07 5 49592 $ 2,370.07 2019 2020 12 $32,000 2542 Light 001 1240 Street 2007 9/19/07 250 54961 $ 10,110.06 2022 2022 15 $75,000 2543 Safety 001 0900 Fire 2008 1/29/08 25 52680 $ 2,470.32 2020 2020 12 $ 20,000 2544 Heavy 403 1360 Solid Waste 2008 4/4/08 1836 24097 $ 6,410.45 2023 2023 15 ? 2545 Heavy 403 1360 Solid Waste 2008 4/30/08 3620 87814 $ 102,748.36 2018 2018 10 $250,000 2548 Safety 001 0800 Police 2008 7/7/08 25 122154 $ 8,254.24 2015 2018 7 $38,000 In use 2549 Safety 001 0800 Police 2008 7/7/08 25 82914 $ 4,656.23 2015 2018 7 $38,000 In use 5 2550 Safety 001 900 Fire 2002 8/7/08 65922 131544 $ 6,525.64 2014 2019 12 $ 34,500 2552 Heavy 401 1350 Sewer Collections 2008 8/26/08 828 53613 $ 33,854.84 2023 2023 15 $450,000 2553 Safety 001 0800 Police 2006 11/6/08 50371 92892 $ 3,552.06 2016 2018 10 In use 2555 Safety 001 0800 Police 2009 1/20/09 25 111904 $ 6,836.87 2016 2018 7 $38,000 In use 2557 Light 001 1010 Parks 2009 3/31/09 25 31829 $ 640.07 2021 2021 12 $25,000 2559 Heavy 403 1360 Solid Waste 2009 5/27/09 360 71697 $ 126,690.70 2019 2026 10 $250,000 2560 Light 403 1360 Solid Waste 2009 9/2/09 25 46194 $ 1,454.90 2021 2021 12 $25,000 2561 Safety 001 0800 Police 2009 12/4/09 25 65994 $ 2,626.90 2016 2021 7 $30,000 In use 2562 Heavy 403 1360 Solid Waste 2010 3/25/10 658 90377 $ 74,867.71 2020 2024 10 $250,000 2563 Light 001 1015 Parks 2010 8/18/10 58580 147289 $ 6,099.29 2022 2020 12 $25,000 11 2564 Safety 001 0800 Police 2011 12/22/10 25 62914 $ 5,466.78 2018 2019 7 $44,000 In use 12 2565 Safety 001 0800 Police 2011 12/22/10 25 66890 $ 6,645.36 2018 2019 7 $44,000 In use 13 2566 Safety 001 0800 Police 2011 12/22/10 25 84048 $ 5,862.44 2018 2019 7 $44,000 In use 14 2567 Safety 001 0800 Police 2011 12/22/10 25 59090 $ 5,862.44 2018 2019 7 $44,000 In use 2568 Light 401 1310 Water Ops 2011 1/12/11 25 53119 $ 3,162.05 2023 2023 12 2569 Light 001 1010 Parks 2011 1/12/11 25 54083 $ 487.04 2023 2023 12 $25,000 6 2571 Heavy 403 1360 Solid Waste 2011 4/25/11 35 77034 $ 15,529.01 2018 2019 7 $130,000 2572 Heavy 403 1360 Solid Waste 2011 4/25/11 35 70523 $ 18,825.81 2018 2019 7 $135,000 2573 Safety 109 2000 Police 2011 10/6/11 5 38270 $ 2,769.91 2018 2019 7 $44,000 In use 2574 Safety 109 2000 Police 2011 10/6/11 5 71945 $ 4,368.14 2018 2019 7 $44,000 In use 2575 Safety 109 2000 Police 2011 10/6/11 4 66241 $ 2,251.50 2018 2019 7 $44,000 In use 2576 Safety 001 0800 Police 2011 10/6/11 4 86933 $ 2,107.49 2018 2020 7 $38,000 In use 2579 Safety 001 0800 Police 2011 10/6/11 4 69600 $ 18,443.83 2018 2020 7 $38,000 In use 2580 Light 401 1350 Sewer Collections 2012 2/1/12 25 50304 $ 1,058.10 2024 2024 12 $27,500 2581 Light 401 1310 Water Ops 2012 3/9/12 25 68181 $ 1,119.30 2024 2024 12 $25,000 2582 Light 001 1010 Parks 2012 3/20/12 45 38966 $ 1,002.67 2024 2024 12 $25,000 2583 Light 401 1340 Water Distribution 2012 3/28/12 25 52877 $ 423.45 2024 2024 12 $25,000 2584 Heavy 403 1360 Solid Waste 2012 3/30/12 1776 11967 $ 24,241.07 2022 2022 10 $260,000 2586 Safety 001 0900 Fire 2012 5/11/12 2102 40144 $ 2,974.31 2024 2024 12 $500,000 2587 Light 401 1340 Water Distribution 2012 7/23/12 25 66042 $ 1,002.17 2024 2024 12 $25,000 2588 Heavy 403 1360 Solid Waste 2012 8/13/12 1270 44222 $ 25,033.01 2022 2023 10 $260,000 2589 Safety 001 0800 Police 2010 9/18/12 35301 84032 $ 2,186.02 2020 2020 7 $38,000 In use 2591 Heavy 403 1360 Solid Waste 2013 4/18/13 598 56049 $ 5,206.20 2023 2023 10 $135,000 2592 Heavy 403 1360 Solid Waste 2013 5/10/13 629 57845 $ 3,668.08 2023 2023 10 $135,000 2593 Heavy 401 1350 Sewer Collections 2013 10/24/13 1 15102 $ 36.43 2028 2028 15 $75,000 2594 Light 401 1310 Water Ops 2014 3/24/14 28 60773 $ 68.24 2026 2026 12 $25,000 2595 Light 401 1310 Water Ops 2014 3/24/14 26 20626 $ 13.71 2026 2026 12 $25,000 2596 Heavy 403 1360 Solid Waste 2014 3/26/14 2322 39342 $ 4,865.86 2026 2026 12 $260,000 2597 Heavy 001 1230 Facilities 2014 4/4/14 46 6602 $ 193.92 2032 2032 18 188  Suggested Replacement Yr. Mileage @ Purchase Light/Heavy/ Safety Replacement Cost Manufacture Year Replacement Yr. Received Date Expected Life Department As of 01/07/18 Last Recorded Total Repairs Division Priority Vehicle Status Fund Mileage on since Purchase Record Date 2598 Safety 001 0800 Police 2014 4/28/14 19 41070 $ 68.94 2021 2021 7 $38,000 In use 2599 Safety 001 0800 Police 2014 4/28/14 18 20970 $ 68.94 2021 2021 7 $38,000 In use 2600 Safety 001 0800 Police 2014 4/28/14 18 39820 $ 116.22 2021 2021 7 $38,000 In use 2601 Safety 001 0800 Police 2014 4/28/14 18 24940 $ 60.16 2021 2021 7 $38,000 In use 2602 Safety 001 0800 Police 2014 10/30/14 22 36118 $ 106.17 2021 2022 7 $38,000 In use 2603 Safety 001 0800 Police 2014 10/30/14 22 44215 $ 79.50 2021 2021 7 $38,000 In use 2604 Safety 001 0800 Police 2014 10/30/14 23 46326 $ 84.44 2021 2022 7 $38,000 In use 2605 Safety 001 0800 Police 2014 10/30/14 56 40386 $ 84.23 2021 2021 7 $38,000 In use 2606 Safety 001 0800 Police 2006 3/21/14 73821 91936 $ 1,049.08 2018 2022 12 $38,000 In use 2607 Light 401 1350 Sewer Collections 2014 5/28/14 5 53645 $ 957.66 2026 2026 12 $27,000 2608 Light 401 1340 Water Distribution 2014 6/3/14 1 29149 $ 276.64 2026 2026 12 $25,000 2610 Light 001 1230 Facilities 2014 7/24/14 1 53438 $ 141.16 2026 2026 12 $35,000 2611 Light 001 1015 Parks 2014 7/24/14 5 22531 $ 888.90 2026 2026 12 $27,000 2612 Light 405 1380 Stormwater 2014 7/24/14 1 25121 $ 390.64 2026 2026 12 $35,000 2613 Light 001 1200 Engineering Utilities 2014 11/13/14 2 46713 $ 25.08 2026 2026 12 2614 Light 001 1240 Street 2015 1/8/15 366 31749 $ 141.15 2027 2027 12 2615 Light 001 1220 Fleet 2015 1/22/15 508 14919 $ 32,240.00 2027 2027 12 $35,000 2616 Safety 001 0900 Fire 2015 3/12/15 499 21989 $ 30,928.00 2027 2027 12 2617 Heavy 403 1360 Solid Waste 2015 4/14/15 145 30544 $ 208,023.00 2027 2027 12 $260,000 2618 Safety 001 0900 Fire 2015 5/5/15 0 0 $ - 2035 2035 20 2619 Safety 001 0800 Police 2015 7/2/15 0 33454 $ 23,688.00 2022 2022 7 $38,000 2620 Safety 001 0800 Police 2015 7/2/15 0 28106 $ 23,688.00 2022 2022 7 $38,000 2621 Safety 001 0800 Police 2015 7/2/15 0 28981 $ 23,688.00 2022 2022 7 $38,000 2622 Light 001 1000 Recreation 2015 7/10/15 0 5491 $ - 2025 2025 12 $35,000 2623 Light 001 1000 Recreation 2015 7/28/15 0 7389 $ - 2025 2025 12 $30,000 2624 Safety 001 0800 Police 2016 8/31/15 0 25544 $ 25,461.00 2022 2022 7 $38,000 2625 Safety 001 0800 Police 2016 8/31/15 0 43290 $ 25,461.00 2022 2022 7 $38,000 2626 Safety 001 0800 Police 2016 8/31/15 0 35882 $ 25,461.00 2022 2022 7 $38,000 2627 Safety 001 0800 Police 2016 8/31/15 0 26821 $ 25,461.00 2022 2022 7 $38,000 2628 Light 106 1215 Building & Zoning 2015 8/14/15 0 17986 $ 19,199.00 2027 2027 12 2629 Light 001 1000 Recreation 2016 12/3/15 353 7392 $ 25,967.25 2027 2027 12 2630 Light 001 1010 Parks 2016 12/21/15 376 12493 $ 19,422.00 2027 2027 12 2631 Heavy 403 1360 Solid Waste 2016 1/21/16 503 23746 $ 90,680.00 2028 2028 12 2632 Heavy 403 1360 Solid Waste 2016 1/21/16 502 25710 $ 90,680.00 2028 2028 12 2633 Safety 001 0800 Police 2008 2/15/16 264306 265290 2023 2023 7 2634 Light 401 1310 Water Ops 2016 6/2/16 338 29758 2028 2028 12 2635 Light 106 1215 Building & Zoning 2016 6/2/16 366 10832 2028 2028 12 2636 Light 403 1360 Solid Waste 2016 6/2/16 360 9558 2637 Safety 001 0800 Police 2016 6/14/16 11651 2023 2023 7 2638 Safety 001 0800 Police 2016 6/14/16 16738 2023 2023 7 2639 Safety 001 0800 Police 2016 6/14/16 22431 2023 2023 7 2640 Safety 001 0800 Police 2016 6/14/16 17004 2023 2023 7 2641 Safety 001 0800 Police 2016 6/14/16 31179 2023 2023 7 2642 Safety 001 0800 Police 2016 6/14/16 18327 2023 2023 7 2643 Safety 001 0800 Police 2016 6/14/16 18691 2023 2023 7 2644 Light 001 1230 Facilities 2016 7/5/16 333 7695 2028 2028 12 2645 Light 001 1010 Parks 2016 7/20/16 367 8896 2028 2028 12 2646 Light 001 1217 Code Enforcement 2016 7/20/16 332 4850 2028 2028 12 2647 Light 001 1380 Stormwater 2016 7/28/16 334 5087 2028 2028 12 189  Suggested Replacement Yr. Mileage @ Purchase Light/Heavy/ Safety Replacement Cost Manufacture Year Replacement Yr. Received Date Expected Life Department As of 01/07/18 Last Recorded Total Repairs Division Priority Vehicle Status Fund Mileage on since Purchase Record Date 2648 Safety 001 0900 Fire 2016 7/28/16 389 12639 2028 2028 12 2649 Light 401 1350 Sewer Collections 2016 8/16/16 373 7763 2028 2028 12 2650 Heavy 405 1380 Stormwater 2016 9/28/16 3280 4828 2651 Light 001 1220 Fleet 2016 10/27/16 362 6390 2652 Heavy 401 1340 Water Distribution 2016 11/9/16 10201 2653 Safety 001 0800 Police 2017 11/22/16 7923 2654 Safety 001 0800 Police 2017 11/22/16 11660 2655 Heavy 401 1350 Sewer Collections 2016 1/12/17 349 8747 2656 Safety 001 0800 Police 2017 1/19/17 7723 2657 Safety 001 0800 Police 2017 1/19/17 6268 2658 Heavy 401 1350 Sewer Collections 2017 2/17/17 350 1313 2659 Heavy 403 1360 Solid Waste 2017 3/6/17 318 7799 2660 Light 001 1010 Parks 2017 3/24/17 5880 2661 Light 001 1010 Parks 2017 3/24/17 4096 2662 Heavy 405 1380 Stormwater 2017 4/3/17 740 3085 2663 Safety 001 0800 Police 2017 4/11/17 336 6143 2664 Safety 001 0800 Police 2017 4/18/17 5970 2665 Safety 001 0800 Police 2017 4/19/17 7283 2666 Safety 001 0800 Police 2017 4/20/17 3567 2667 Heavy 001 1240 Street 2017 5/4/17 342 2537 2668 Safety 001 0800 Police 2017 7/14/17 502 5223 2669 Safety 001 0800 Police 2017 7/14/17 502 8284 2670 Safety 001 0800 Police 2017 7/14/17 502 9606 2671 Safety 001 0800 Police 2017 7/14/17 502 4885 2672 Safety 001 0800 Police 2017 7/14/17 502 6773 190 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 2018-19 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 Relevance to mandates 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. More information regarding the City’s Strategic Plan can be found on page 5. • Strategy #1 – Economic Diversification & Resiliency • Strategy #2 – Invest for a Safter City • Strategy #3 – Create Broader Redevolpment Areas with Visible Projects • Strategy #4 – Create a Master Plan City of Fort Walton Beach, FL 191 Capital Improvements Program Strategic Objective, PROJECTS BY STRATEGIC OBJECTIVE Create a Master Plan, Strategic Objective, 7% Economic Diversification & Strategic Objective, Resiliency, 43% Create Broader Redevelopment Areas with Visible Projects, 7% Strategic Objective, Invest for a Safer City, 43% FINANCING ALTERNATIVES Capital improvements may be funded by a variety of means depending on the nature of the project, availability of funds, and the policies of City Council. Financing decisions are made based on established City policies and available financing options directly related to project timing and choice of revenue sources. The funding methodology for the CIP is reliant upon available resources including funds from grants and user fees, useful life of the improvement, and sharing the costs between current and future users. While some projects can be delayed until funds from existing revenues are available, others cannot. The City explores all options such as ad valorem taxes, grants, user fees, bonds, loans, and reserves to fund improvements. The following financing sources are available to fund the CIP: • Ad Valorem Taxes – The City rarely uses property taxes as a debt security due largely to the required electoral approval (voter referendum) prior to issuance. Property taxes are directly linked to the assessed value of individual property, not to the consumption of specific goods and services (e.g. sales tax). • Non-Ad Valorem Revenues – Non-ad valorem revenues can be pledged to support various types of bond issues. Such bonds are similar to general obligation bonds in that proceeds are often used for general government purposes and repayment is unrelated to the revenue generating capacity of the project being financed. However, unlike general obligation bonds, non-ad valorem revenue bonds are payable solely from revenues derived from the pledged revenue (such as sales tax, local option fuel tax, and the guaranteed portion of municipal revenue sharing). • Special Revenue Sources – Include the following: • Impact Fees – Fees charged in advance of new development and designed to help pay for infrastructure needs resulting from the new development. These fees may only be charged to those who directly benefit from the new capital improvement and the fee must fairly reflect the cost of the improvements (e.g. water and sewer impact fees). City of Fort Walton Beach, FL 192 Capital Improvements Program • 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 193  CITY OF FORT WALTON BEACH, FL Five Year Capital Improvements Program FIVE YEAR Page CIP Project Name FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 TOTAL 196 TBD Fire Station 6 Renovation 58,500 36,000 - - - 94,500 197 TBD Fire Station 7 Renovation - 16,000 12,000 - - 28,000 Fire 58,500 52,000 12,000 - - 122,500 198 5071 Tennis Center Improvements 65,000 88,000 50,000 25,000 - 228,000 199 TBD Landing Park Improvement 1,600,000 1,100,000 - - - 2,700,000 200 TBD Golf Course Sewall Improvements - 100,000 80,000 - - 180,000 Recreation 1,665,000 1,288,000 130,000 25,000 - 3,108,000 201 5147 Facilities Master Plan 12,539,263 - - - - 12,539,263 Facilities 12,539,263 - - - - 12,539,263 202 TBD Intersection & Pedestrian Improvements - 100,000 75,000 50,000 - 225,000 - - - - - - 203 5018 Street Resurfacing 100,000 175,000 175,000 175,000 175,000 800,000 204 5306 Sidewalk Improvements - 25,000 25,000 25,000 25,000 100,000 Streets 100,000 300,000 275,000 250,000 200,000 1,125,000 GENERAL FUND TOTAL 14,362,763 1,640,000 417,000 275,000 200,000 16,894,763 205 5607 Carson Drive & Third Street SE Streetscape 650,000 - - - - 650,000 CRA FUND TOTAL 650,000 - - - - 650,000 206 5056 Water Line Replacement/Multiple Sites 42,000 55,500 45,000 51,000 49,500 243,000 Water Distribution 42,000 55,500 45,000 51,000 49,500 243,000 207 5032 Sewer System Grouting & Lining - 100,000 100,000 100,000 100,000 400,000 208 5031 Pump Station #1 Reconfiguration - 250,000 - - - 250,000 Sewer Collection & Treatment - 350,000 100,000 100,000 100,000 650,000 UTILITIES FUND TOTAL 42,000 405,500 145,000 151,000 149,500 893,000 209 5019 Stormwater Improvements 150,000 300,000 100,000 100,000 60,000 710,000 STORMWATER FUND TOTAL 150,000 300,000 100,000 100,000 60,000 710,000 GRAND TOTAL - ALL FUNDS 15,204,763 2,345,500 662,000 526,000 409,500 19,147,763 Where it comes from... ...And where it goes General Fund Revenues Stormwater Revenues Parks & Recreation Transportation Debt Issuance Utilities Revenues Stormwater Public Safety Grant Funding Fund Balance/Net Assets Water & Sewer General Gov't 194  FUNDING METHODOLOGY FY 2018-19 TIMELINE FUTURE Operating Bond / Debt Other(1) / Fund Bal / FIVE YEAR Estimated Project YEAR Revenues Grant Issue In-Kind(2) Net Assets TOTAL Start Duration EXPENSES 94,500 - - - - 94,500 - 28,000 - - - - 28,000 - 122,500 - - - - 122,500 - 228,000 - - - - 228,000 Oct 2018 48 months - - 2,700,000 - - - 2,700,000 Jan 2019 24 months - 180,000 - - - - 180,000 Oct 2019 36 months - 408,000 2,700,000 - - - 3,108,000 - - - 12,539,263 - - 12,539,263 Sep 2018 18 months - - - 12,539,263 - - 12,539,263 - 225,000 - - - - 225,000 Oct 2019 12 months - - - - - - - - 800,000 - - - - 800,000 Oct 2018 12 months - 100,000 - - - - 100,000 Oct 2019 12 months - 1,125,000 - - - - 1,125,000 - 1,655,500 2,700,000 12,539,263 - - 16,894,763 - - - - - 650,000 650,000 Aug 2018 24 months - - - - 650,000 650,000 - 243,000 - - - - 243,000 Oct 2018 12 months - 243,000 - - - - 243,000 - 400,000 - - - - 400,000 Oct 2018 12 months - 250,000 - - - - 250,000 Jan 2019 12 months - 650,000 - - - - 650,000 - 893,000 - - - - 893,000 - 710,000 - - - - 710,000 Oct 2018 12 months - 710,000 - - - - 710,000 - - - 3,258,500 2,700,000 12,539,263 - 650,000 19,147,763 - 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. 195 City of Fort Walton Beach, Florida FY 2019 - 2023 Budget Capital Improvement Program (CIP) (For Projects/Equipment Costing Over $25,000 and Estimated Useful Life of Ten Years or Greater) Priority No. 3 Project Title: Station 6 Flooring Replacement Responsible Department: Public Works Neighborhood/Loc Citywide Responsible Division: City Council Project Manager: Tim Bolduc Project Category: Public Buildings Project Type: New Project Number: Estimated Useful Life (years): 25 Criteria Type: Improve Existing Svs/Infrastructure Projected Date of Completion: 09/30/20 Project Description/Justification: Station 6 completed a substantial renovation and addition in 2001, several capital improvement projects have been identified for the coming years. These projects include the replacement of flat roof over the exercise room and the replacement of all flooring throughout with new tile. FY 2019 Replace existing flat roof over work out room FY 2020 Removal of existing flooring and replace with new tile FY 2020 FY 2021 FY 2022 BUDGETED EXPENDITURE SCHEDULE FY FY FY FY FY Five Year Total Project Elements: 2019 2020 2021 2022 2023 Total Project Cost Improvements 58,500 36,000 - - - 94,500 Furniture/Fixture/Equip. - - - - - - Operational Impact - - - - - - Total Expenditures 36,000 - - - 94,500 94,500 Expenses From Prior Year(s): $0 Funded from Prior Yr. Revenue: $0 Prior Year Activity on Project: FY 2018 FY 2017 FY 2016 FY 2015 FY 2014 FY FY FY FY FY Five Year Total Revenue Funding Summary: 2019 2020 2021 2022 2023 Total Revenue City Funding 58,500 36,000 - - - 94,500 Grant Funding - - - - - - Debt Financing - - - - - - Other Outside Funding - - - - - - Revenue Enhancements - - - - - - Total Revenue Funding: 58,500 36,000 - - - 94,500 94,500 Strategy #2: Invest for a Safer City 196 City of Fort Walton Beach, Florida FY 2019 - 2023 Budget Capital Improvement Program (CIP) (For Projects/Equipment Costing Over $25,000 and Estimated Useful Life of Ten Years or Greater) Priority No. 5 Project Title: Station 7 Remodel Responsible Department: Public Works Neighborhood/Loc Citywide Responsible Division: City Council Project Manager: Tim Bolduc Project Category: Public Buildings Project Type: New Project Number: Estimated Useful Life (years): 25 Criteria Type: Improve Existing Svs/Infrastructure Projected Date of Completion: 09/30/20 Project Description/Justification: The existing weightroom at Station 7 is currently in dissrepair and in much need of improvement. The project will include remodeling the existing space and replacing the existing workout equipment. FY 2019 Remodel of existing workout room. FY2020 Replace exercise equipment BUDGETED EXPENDITURE SCHEDULE FY FY FY FY FY Five Year Total Project Elements: 2019 2020 2021 2022 2023 Total Project Cost Improvements - 16,000 - - - 16,000 Furniture/Fixture/Equip. - - 12,000 - - 12,000 Operational Impact - - - - - - Total Expenditures - 16,000 12,000 - - 28,000 28,000 Expenses From Prior Year(s): $0 Funded from Prior Yr. Revenue: $0 Prior Year Activity on Project: FY 2018 FY 2017 FY 2016 FY 2015 FY 2014 FY FY FY FY FY Five Year Total Revenue Funding Summary: 2019 2020 2021 2022 2023 Total Revenue City Funding - 16,000 12,000 - - 28,000 Grant Funding - - - - - - Debt Financing - - - - - - Other Outside Funding - - - - - - Revenue Enhancements - - - - - - Total Revenue Funding: - 16,000 12,000 - - 28,000 28,000 Strategy #2: Invest for a Safer City 197 City of Fort Walton Beach, Florida FY 2019 - 2023 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 Fort Walton Beach Tennis Center Responsible Department: Recreation & Cultural Services Neighborhood/Loc Oakland Responsible Division: Parks Project Manager: Jeff Peters Project Category: Park Facilities Project Type: Multi-Year Project Number: 5071 Estimated Useful Life (years): 25 Criteria Type: Continues Existing Project Projected Date of Completion: 09/30/22 Project Description/Justification: The project includes resurfacing the remainder of the Tennis Courts. In addition, prior year improvements included bathroom renovations, lighting and ballast repair, and interior building renovations. FY 2019 Tennis Building addition, Restroom Renovation, Covered Pavilion, Resurface Courts (4) FY 2020 Fence Repair, Seal Coat Parking Lot FY 2021 Lighting Repairs FY 2022 Court Resurfacing FY 2023 BUDGETED EXPENDITURE SCHEDULE FY FY FY FY FY Five Year Total Project Elements: 2019 2020 2021 2022 2023 Total Project Cost Improvements 40,000 88,000 50,000 25,000 - 203,000 Furniture/Fixture/Equip. 25,000 - - - - 25,000 Operational Impact - - - - - - Total Expenditures 65,000 88,000 50,000 25,000 - 228,000 273,000 Expenses From Prior Year(s): $45,000 Funded from Prior Yr. Revenue: $45,000 Prior Year Activity on Project: FY 2018 Restroom rrenovation, Interior building sectioned off for Tennis Staff, Fence Repair, Painting, landscaping FY 2017 Resurfaced court, new HVAC, bathroom renovations, roof repairs, light and ballast repair FY 2016 FY 2015 FY 2014 Resurfacecd Courts (4) FY FY FY FY FY Five Year Total Revenue Funding Summary: 2019 2020 2021 2022 2023 Total Revenue City Funding 40,000 84,400 46,400 21,400 192,200 Grant Funding - Debt Financing - Other Outside Funding 21,400 21,400 Revenue Enhancements 3,600 3,600 3,600 3,600 14,400 Total Revenue Funding: 65,000 88,000 50,000 25,000 - 228,000 273,000 Strategy #1: Economic Diversification & Resiliency 198 City of Fort Walton Beach, Florida FY 2019 - 2023 Budget Capital Improvement Program (CIP) (For Projects/Equipment Costing Over $25,000 and Estimated Useful Life of Ten Years or Greater) Priority No. Project Title: City of Fort Walton Beach Landing Responsible Department: Recreation & Cultural Services Neighborhood/Loc East Miracle Strip Responsible Division: Parks Project Manager: Jeff Peters Project Category: Park Facilities Project Type: Multi-Year Project Number: Estimated Useful Life (years): 25 Criteria Type: Expanded Service Projected Date of Completion: 09/30/20 Project Description/Justification: The Landing renovation includes an entire Park renovation including new boardwalks, stage reconstruction, park slope grading, palyground equipment and Splash Pad, shade structures, parking lot renovation, and on street parking restructure. Park enhancement will open up park for FY 2019 Stage, Boardwalk FY 2020 Grading,Splash pad, Parking, Playground FY 2021 FY 2022 FY 2023 BUDGETED EXPENDITURE SCHEDULE FY FY FY FY FY Five Year Total Project Elements: 2019 2020 2021 2022 2023 Total Project Cost Improvements 1,600,000 1,100,000 - - - 2,700,000 Furniture/Fixture/Equip. - - - - - - Operational Impact - - - - - - Total Expenditures 1,600,000 1,100,000 - - - 2,700,000 2,700,000 Expenses From Prior Year(s): $0 Funded from Prior Yr. Revenue: $0 Prior Year Activity on Project: FY 2018 FY 2017 FY 2016 FY 2015 FY 2014 FY FY FY FY FY Five Year Total Revenue Funding Summary: 2019 2020 2021 2022 2023 Total Revenue City Funding - - - - - - Grant Funding 1,600,000 1,100,000 - - - 2,700,000 Debt Financing - - - - - - Other Outside Funding - - - - - - Revenue Enhancements - - - - - - Total Revenue Funding: 1,600,000 1,100,000 - - - 2,700,000 2,700,000 Strategy #1: Economic Diversification & Resiliency 199 City of Fort Walton Beach, Florida FY 2019 - 2023 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: Golf Course Seawall Repair Responsible Department: Recreation & Cultural Services Neighborhood/Loc Kenwood Responsible Division: Parks Project Manager: Richie Edwards Project Category: Park Facilities Project Type: Multi-Year Project Number: Estimated Useful Life (years): 25 Criteria Type: Expanded Service Projected Date of Completion: 09/30/20 Project Description/Justification: Repair failing seawalls on golf course FY 2019 FY 2020 Replace failing seawalls along #6 Pines and # 5/6 Oaks FY 2021 Replace Seawalls along #14/17 on the Pines FY 2022 FY 2023 BUDGETED EXPENDITURE SCHEDULE FY FY FY FY FY Five Year Total Project Elements: 2019 2020 2021 2022 2023 Total Project Cost Improvements 100,000 80,000 - - 180,000 Furniture/Fixture/Equip. - - - - - - Operational Impact - - - - - - Total Expenditures - 100,000 80,000 - - 180,000 180,000 Expenses From Prior Year(s): Funded from Prior Yr. Revenue: $0 Prior Year Activity on Project: FY 2018 FY 2017 FY 2016 FY 2015 FY 2014 FY FY FY FY FY Five Year Total Revenue Funding Summary: 2019 2020 2021 2022 2023 Total Revenue City Funding 100,000 80,000 - - 180,000 Grant Funding - - - - - - Debt Financing - - - - - - Other Outside Funding - - - - - - Revenue Enhancements - - - - - - Total Revenue Funding: - 100,000 80,000 - - - 180,000 Strategy #1: Economic Diversification & Resiliency 200 City of Fort Walton Beach, Florida FY 2019 - 2023 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: Facilities Master Plan Responsible Department: Public Works Neighborhood/Loc Citywide Responsible Division: City Council Project Manager: Tim Bolduc Project Category: Public Buildings Project Type: Multi-Year Project Number: Estimated Useful Life (years): 25 Criteria Type: Scheduled Replacement Projected Date of Completion: 09/30/19 Project Description/Justification: Phase II of the Master plan will provide a comprehensive design to consolidate the following facilities, Field Operations, Fleet, GIS, Facilities Maintenance, Solid Waste and Parks and Recreation Maintenance. FY 2019 Construction of Facilities Complex BUDGETED EXPENDITURE SCHEDULE FY FY FY FY FY Five Year Total Project Elements: 2019 2020 2021 2022 2023 Total Project Cost Improvements 12,539,263 - - - - 12,539,263 Furniture/Fixture/Equip. - - - - - - Operational Impact (800,000) (800,000) (800,000) (800,000) (800,000) (4,000,000) Debt Service Impact 800,000 800,000 800,000 800,000 800,000 4,000,000 Total Expenditures 12,539,263 - - - - 12,539,263 13,404,263 Expenses From Prior Year(s): $865,000 Funded from Prior Yr. Revenue: $865,000 Prior Year Activity on Project: The team from Sam Marshal Architects and Ajax Building Corporation will design a field operations complex that will FY 2018 house the above mentioned services at 11 Jet Drive, Fort Walton Beach. FY 2017 FY 2016 FY 2015 FY 2014 FY FY FY FY FY Five Year Total Revenue Funding Summary: 2019 2020 2021 2022 2023 Total Revenue City Funding - - - - - - Grant Funding - - - - - - Debt Financing 12,539,263 - - - - 12,539,263 Other Outside Funding - - - - - - Revenue Enhancements - - - - - - Total Revenue Funding: 12,539,263 - - - - 12,539,263 13,404,263 Strategy #4: Create a Master Plan 201 City of Fort Walton Beach, Florida FY 2019 - 2023 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: Intersection and Pedestrian Improvements Responsible Department: Utility Services Neighborhood/Loc Citywide Responsible Division: Streets Project Manager: Daniel Payne Project Category: Capital Equipment Project Type: Multi-Year Project Number: Estimated Useful Life (years): 25 Criteria Type: Equipment Replacement Projected Date of Completion: 09/30/20 Project Description/Justification: Replace existing traffic control cabinet and add mast arms at City maintained intersections to accommodate pedestrian movements and allow for them to be compatible with Okaloosa County Traffic. The addition of mast arms provides protection for hurricane events. The following intersections are recommended for traffic cabinet replacement: Hollywood Boulevard NW and Wright Parkway NW. FY 2019 N/A FY 2020 Hollywood Boulevard NW and Wright Parkway NW. FY 2021 Hollywood Boulevard NW and Memorial Parkway SW. FY 2022 Hollywood Boulevard NW and Robinwood Drive SW. FY 2023 BUDGETED EXPENDITURE SCHEDULE FY FY FY FY FY Five Year Total Project Elements: 2019 2020 2021 2022 2023 Total Project Cost Improvements - 50,000 50,000 50,000 - 150,000 Furniture/Fixture/Equip. - 50,000 25,000 - - 75,000 Operational Impact - (2,200) (2,200) (2,200) (2,200) (8,800) Total Expenditures - 97,800 72,800 47,800 (2,200) 216,200 216,200 Expenses From Prior Year(s): $0 Funded from Prior Yr. Revenue: $0 Prior Year Activity on Project: FY 2018 N/A FY 2017 N/A FY 2016 N/A FY 2015 N/A FY 2014 N/A FY FY FY FY FY Five Year Total Revenue Funding Summary: 2019 2020 2021 2022 2023 Total Revenue City Funding - 97,800 72,800 47,800 (2,200) 216,200 Grant Funding - Debt Financing - Other Outside Funding - Revenue Enhancements - - Total Revenue Funding: - 97,800 72,800 47,800 (2,200) 216,200 216,200 Strategy #2: Invest for a Safer City 202 City of Fort Walton Beach, Florida FY 2019 - 2023 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: 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: 09/30/19 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. Walter Martin NE from Eglin Parkway NE to Beal Parkway NE, McArthur Avenue NW from Sotir Street NW to Beal FY 2019 Parkway NW, Hudson Drive NW from Fliva Avenue to Sotir Street NW. FY 2020 Robinwood Drive NW from Hollywood Boulevard SW to Holmes Boulevard NW. Golf Course Drive NE from Eagle Street NE to N. Fairway Avenue NE, Fairway Avenue NE from Mooney Road NE to Golf Course Drive NE, Powell Drive NE from S. Fairway Avenue NE to Eagle Street NE, Stafford Circle NE from FY 2021 Mooney Road NE to Cul-de-sac, Carlyle Court NE from Merioneth Drive NE to Cul-de-sac. FY 2022 Yacht Club Drive NE from Cinco Bayou to Ferry Road NE Choctawhatchee Road SE from Elliot Road SE to Hollywood Boulevard NE, Kepner Drive NE from Okaloosa Road NE FY 2023 to Choctawhatchee Road NE, L'Ombre Circle NE, form L'Ombre Court NE to Cul-de-sac. BUDGETED EXPENDITURE SCHEDULE FY FY FY FY FY Five Year Total Project Elements: 2019 2020 2021 2022 2023 Total Project Improvements 100,000 175,000 175,000 175,000 175,000 800,000 Furniture/Fixture/Equip. - - - - - - Operational Impact - - - - - - Total Expenditures 100,000 175,000 175,000 175,000 175,000 800,000 1,373,586 Expenses From Prior Year(s): $573,586 Funded from Prior Yr. Revenue: $573,586 Prior Year Activity on Project: Hill Avenue NW from City Limits to Lovejoy Road NW, Smith Drive NE from 319 Smith Drive NE to Gardner Drive NE, FY 2018 Gardner Drive NE from Smith Drive NE to 346 Gardner Drive 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 2017 Parkway NW Alley. FY 2016 Vista Street SW, Holmes Boulevard NW from Robinwood Drive NW to Beal Parkway NW, Rogers Street NW Baker Avenue NW from Holmes Boulevard NW to Beal Parkway NW and Adams Street NW, Striping of Hill Avenue FY 2015 NW FY 2014 N/A FY FY FY FY FY Five Year Total Revenue Funding Summary: 2019 2020 2021 2022 2023 Total Revenue City Funding 100,000 175,000 175,000 175,000 175,000 800,000 Grant Funding - Debt Financing - Other Outside Funding - Revenue Enhancements - - Total Revenue Funding: 100,000 175,000 175,000 175,000 175,000 800,000 1,373,586 Strategy #2: Invest for a Safer City 203 City of Fort Walton Beach, Florida FY 2019 - 2023 Budget Capital Improvement Program (CIP) (For Projects/Equipment Costing Over $25,000 and Estimated Useful Life of Ten Years or Greater) Priority No. 3 Project Title: Sidewalk Improvements Responsible Department: Utility Services Neighborhood/Loc Citywide Responsible Division: Streets Project Manager: Daniel Payne Project Category: Infrastructure Project Type: Multi-Year Project Number: 5306 Estimated Useful Life (years): 25 Criteria Type: Improve Existing Svs/Infrastructure Projected Date of Completion: 09/30/19 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 2019 N/A FY 2020 Lake Drive NW from Destin Drive NW to Virginia Drive NW. FY 2021 Watson Drive NW from Memorial Parkway NW to Gregory Avenue NW. FY 2022 Temple Avenue SW from 36 Temple Avenue SW to Vista Street SW. FY 2023 Nebraska Avenue NE from California Drive NE to Hughes Street NE. Prior Year Activity on Project: FY 2018 California Drive NE from 126 California Drive NE to Oregon Drive NE FY 2017 N/A FY 2016 N/A FY 2015 N/A FY 2014 N/A BUDGETED EXPENDITURE SCHEDULE FY FY FY FY FY Five Year Total Project Elements: 2019 2020 2021 2022 2023 Total Project Cost Improvements - 25,000 25,000 25,000 25,000 100,000 Furniture/Fixture/Equip. - - - - - - Operational Impact - 600 600 600 600 2,400 Total Expenditures - 25,600 25,600 25,600 25,600 102,400 127,400 Expenses From Prior Year(s): $25,000 Funded from Prior Yr. Revenue: $25,000 FY FY FY FY FY Five Year Total Revenue Funding Summary: 2019 2020 2021 2022 2023 Total Revenue City Funding - 25,600 25,600 25,600 25,600 102,400 Grant Funding - Debt Financing - Other Outside Funding - Revenue Enhancements - - Total Revenue Funding: - 25,600 25,600 25,600 25,600 102,400 127,400 Strategy #2: Invest for a Safer City 204 City of Fort Walton Beach, Florida FY 2019 - 2023 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: Carson Drive SE & Third Street SE Streetscape Responsible Department: Public Works Neighborhood/Loc Beal Parkway Responsible Division: CRA Project Manager: Tim Bolduc Project Category: Infrastructure Project Type: Multi-Year Project Number: 5607 Estimated Useful Life (years): 25 Criteria Type: Continues Existing Project Projected Date of Completion: 09/30/19 Project Description/Justification: Provide new sidewalk, drainage improvements, asphalt repaving, lighting, landscaping, and pedestrian access on Carson Drive SE and Third Street SE over a two (2) year period. Segment Three (3) and Segment Four (4) to be completed in FY 19-20 and will include improvements on Third Street FY 2019 SE from Beal Parkway SE to Carson Drive SE. FY 2020 FY 2021 FY 2022 BUDGETED EXPENDITURE SCHEDULE FY FY FY FY FY Five Year Total Project Elements: 2019 2020 2021 2022 2023 Total Project Cost Improvements 650,000 - - 650,000 Furniture/Fixture/Equip. - - - - - - Operational Impact - - - - - - Total Expenditures 650,000 - - - - 650,000 1,473,280 Expenses From Prior Year(s): $823,280 Funded from Prior Yr. Revenue: $823,280 Prior Year Activity on Project: Segments One (1) and two (2) to be completed will include improvements on Carson Drive SE from Hollywood FY 2018 Boulevard SE to Third Street SE. FY 2017 FY 2016 FY 2015 FY 2014 FY FY FY FY FY Five Year Total Revenue Funding Summary: 2019 2020 2021 2022 2023 Total Revenue City Funding 650,000 - - 650,000 Grant Funding - - - - - - Debt Financing - - - - - - Other Outside Funding - - - - - - Revenue Enhancements - - - - - - Total Revenue Funding: 650,000 - - - - 650,000 1,473,280 Strategy #3: Create Broader Redevelopment Areas with Visible Projects 205 City of Fort Walton Beach, Florida FY 2019 - 2023 Budget Capital Improvement Program (CIP) (For Projects/Equipment Costing Over $25,000 and Estimated Useful Life of Ten Years or Greater) Priority No. 1 Project Title: Water Line Replacement Responsible Department: Utility Services Neighborhood/Loc Citywide Responsible Division: Water Distribution Project Manager: Daniel Payne Project Category: Infrastructure Project Type: Multi-Year Project Number: 5056 Estimated Useful Life (years): 50 Criteria Type: Public Health & Safety Projected Date of Completion: 09/30/19 Project Description/Justification: Replace substandard (both in size and material) water lines with new PVC or ductile iron mains for increased water flow and improved fire protection. The substandard water mains consist of galvanized iron or cast iron and transite and over time these materials become brittle and tuberculation reduces the amount of flow and pressure available to customers. Also, the tuberculation can cause discolored water during times of fire hydrant flushing and water maintenance projects. FY 2019 Stewart Circle and south end of Bradley Drive FY 2020 South end of Beachview Drive (Highway Avenue to Bradley Drive) FY 2021 Moriarty Street (Meadowlark Road to Hummingbird Avenue) and Beachview Drive (Bradley Drive to Marshall Drive) FY 2022 Beachview Drive (Bradley Drive to Patton Drive) and Cape Drive (Holmes Boulevard to Sullivan Street) FY 2023 Holmes Boulevard (Beal Parkway to Robinwood Drive) BUDGETED EXPENDITURE SCHEDULE FY FY FY FY FY Five Year Total Project Elements: 2019 2020 2021 2022 2023 Total Project Cost Improvements 42,000 55,500 45,000 51,000 49,500 243,000 Furniture/Fixture/Equip. - - - - - - Operational Impact (4,000) (4,000) (4,000) (4,000) (4,000) (20,000) Total Expenditures 38,000 51,500 41,000 47,000 45,500 223,000 468,250 Expenses From Prior Year(s): $245,250 Funded from Prior Yr. Revenue: $245,250 Prior Year Activity on Project: FY 2018 Marshall Drive NE and Bradley Drive NE FY 2017 Greenbrier Drive NE FY 2016 London Avenue NW, Robinwood Drive NW FY 2015 Andalusia Street SE, Vista Street SW FY 2014 Oak Street SE, Stacy Circle NE, Nebraska Avenue NE FY FY FY FY FY Five Year Total Revenue Funding Summary: 2019 2020 2021 2022 2023 Total Revenue City Funding 38,000 51,500 41,000 47,000 45,500 223,000 Grant Funding - Debt Financing - Other Outside Funding - Revenue Enhancements - - Total Revenue Funding: 38,000 51,500 41,000 47,000 45,500 223,000 468,250 Strategy #1: Economic Diversification & Resiliency 206 City of Fort Walton Beach, Florida FY 2019 - 2023 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: 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: 09/30/19 Project Description/Justification: The City has 110 miles of sewer lines, with a majority of the lines consisting of clay pipe. Clay and unlined cast iron pipe are susceptible to root intrusion, offset joints and cracking due to the brittleness of the material. These problems allow a significant amount of inflow and infiltration and debris into the wastewater system, which can eventually result in stop-ups and 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 2019 Sewer System Lining and Grouting FY 2020 Sewer System Lining and Grouting FY 2021 Sewer System Lining and Grouting FY 2022 Sewer System Lining and Grouting FY 2023 Sewer System Lining and Grouting BUDGETED EXPENDITURE SCHEDULE FY FY FY FY FY Five Year Total Project Elements: 2019 2020 2021 2022 2023 Total Project Cost Improvements - 100,000 100,000 100,000 100,000 400,000 Furniture/Fixture/Equip. - - - - - - Operational Impact - (51,000) (51,000) (51,000) (51,000) (204,000) Total Expenditures - 49,000 49,000 49,000 49,000 196,000 1,617,003 Expenses From Prior Year(s): $1,421,003 Funded from Prior Yr. Revenue: $1,421,003 Prior Year Activity on Project: FY 2018 Sewer System Lining and Grouting FY 2017 Sewer System Lining and Grouting FY 2016 Sewer System Lining and Grouting FY 2015 Sewer System Lining and Grouting FY 2014 Sewer System Lining and Grouting FY FY FY FY FY Five Year Total Revenue Funding Summary: 2019 2020 2021 2022 2023 Total Revenue City Funding - 49,000 49,000 49,000 49,000 196,000 Grant Funding - Debt Financing - Other Outside Funding - Revenue Enhancements - - Total Revenue Funding: - 49,000 49,000 49,000 49,000 196,000 1,617,003 Strategy #2: Invest for a Safer City 207 City of Fort Walton Beach, Florida FY 2019 - 2023 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: Pump Station #01 - Station Control System Reconfiguration Responsible Department: Utility Services Neighborhood/Loc Citywide Responsible Division: Sewer Collection & Treatment Project Manager: Daniel Payne Project Category: Infrastructure Project Type: 1-Year Project Number: 5031 Estimated Useful Life (years): 25 Criteria Type: Public Health & Safety Projected Date of Completion: 09/30/19 Project Description/Justification: Currently Pump Station #01 located at 18 Robinwood Drive SW has four main submersible sewage pumps separated into two operating systems identified as "A" and "B". The two systems are interdependent in a limited way, and each system controls two of the four pumps, one system cannot operate all four. System "A" has further control of the force-main by-pass and surge tank system which will operate to prevent an overflow of the gravity system if the pumps cannot handle the inflow to the station. A failure of control system "A" occurred in June 2017, this rendered the pump station in a partial automatic condition with only two pumps available and no automatic control of the emergency by-pass system. Diagnostics, materials, testing and repair took 6 days. The control system complexity is such that attempting to operate these functions in a manual mode could further damage the pumping system and or the environment. A 100% redundant system would allow either operating system "A" or "B" to control all functions in use at pump station #01 in the event of a control system failure. FY 2019 FY 2020 Pump Station #01 - Station Control System Reconfiguration FY 2021 FY 2022 FY 2023 BUDGETED EXPENDITURE SCHEDULE FY FY FY FY FY Five Year Total Project Elements: 2019 2020 2021 2022 2023 Total Project Cost Improvements - 250,000 - - - 250,000 Furniture/Fixture/Equip. - - - - - - Operational Impact - - - - - - Total Expenditures - 250,000 - - - 250,000 250,000 Expenses From Prior Year(s): Funded from Prior Yr. Revenue: $0 Prior Year Activity on Project: FY 2018 FY 2017 FY 2016 FY 2015 FY 2014 FY FY FY FY FY Five Year Total Revenue Funding Summary: 2019 2020 2021 2022 2023 Total Revenue City Funding 250,000 250,000 Grant Funding - Debt Financing - Other Outside Funding - Revenue Enhancements - - Total Revenue Funding: - 250,000 - - - 250,000 250,000 Strategy #1: Economic Diversification & Resiliency 208 City of Fort Walton Beach, Florida FY 2019 - 2023 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: Stormwater Improvements Responsible Department: Utility Services Neighborhood/Loc Citywide Responsible Division: Stormwater Project Manager: Daniel Payne Project Category: Infrastructure Project Type: Multi-Year Project Number: 5019 Estimated Useful Life (years): 25 Criteria Type: Improve Existing Svs/Infrastructure Projected Date of Completion: 09/30/19 Project Description/Justification: This program involves the replacement or improvement of stormwater infrastructure, and also serves to address water quantity/flooding as identified in the City's Stormwater Master Plan. Improvement scheduled is for 339 Hollywood Boulevard NW. Stormwater infrastructure ensures the proper quantity and quality of stormwater runoff thereby protecting the health and safety of our citizens. FY 2019 339 Hollywood Boulevard NW FY 2020 228 Martisa Road NW to 226 Jet Drive NW FY 2021 203 Fourth Street SE to Hollywood Boulevard SE FY 2022 Alexander Place SE near Waynel Circle SE (area 30 in Stormwater Master Plan) FY 2023 Driftwood Avenue SW at Iva Place SW (area 69 in Stormwater Master Plan) BUDGETED EXPENDITURE SCHEDULE FY FY FY FY FY Five Year Total Project Elements: 2019 2020 2021 2022 2023 Total Project Cost Improvements 150,000 300,000 100,000 100,000 60,000 710,000 Furniture/Fixture/Equip. - - - - - - Operational Impact - (1,000) (1,000) (1,000) (1,000) (4,000) Total Expenditures 150,000 299,000 99,000 99,000 59,000 706,000 1,009,812 Expenses From Prior Year(s): $303,812 Funded from Prior Yr. Revenue: $303,812 Prior Year Activity on Project: FY 2018 Kepner Drive NE and Smith Drive NE, Okaloosa Road NE and Laurie Drive NE FY 2017 N/A FY 2016 Oak Street SE and Alder Avenue SE Drainage Improvement FY 2015 Lake Drive NW Drainage Improvement FY 2014 Hooper Drive NW Improvement FY FY FY FY FY Five Year Total Revenue Funding Summary: 2019 2020 2021 2022 2023 Total Revenue City Funding 150,000 299,000 99,000 99,000 59,000 706,000 Grant Funding - Debt Financing - Other Outside Funding - Revenue Enhancements - - Total Revenue Funding: 150,000 299,000 99,000 99,000 59,000 706,000 1,009,812 Strategy #1: Economic Diversification & Resiliency 209 210 Statistical Information HISTORY & PROFILE The City of Fort Walton Beach, Florida prides itself on being a small, family-oriented seaside community boasting a downtown area that was home to a significant prehistoric Native American community on the Gulf Coast of Northwest Florida. Situated at the junction of two major highways - US 98 (Miracle Strip Parkway) and SR 85 (Eglin Parkway) - Fort Walton Beach enjoys the benefits of its crossroads location along the coastal portion of the Northwest Florida regional transportation network. The City offers a full-service government providing police and fire protection; cultural and recreational activities including parks, a library, a museum, and two championship golf courses; planning and zoning; public works such as street, sidewalk, right-of-way, and cemetery maintenance; utilities service including water, sewer, and storm water; and garbage and recycling collection to a coastal community of 20,869 full-time residents. The City has an exciting and romantic history. As early as 600 B.C., Indian tribes were attracted to Fort Walton Beach from the Mississippi and Tennessee River Valleys and the Southeast Georgia coast. The beginning for the City occurred following the War Between the States when Alabama war veteran John Brooks selected a site of 111 acres where he built a three-room cabin in 1867. Other settlers soon followed. By 1884, the population of the area required establishment of a small schoolhouse. In 1902, the first hotel, Brooks House, was built along the sound and shortly thereafter the first post office was built in 1906. The Montgomery, Alabama, Maxwell Field military base developed an airfield in Fort Walton in 1933 on 137 acres of land and used it as a bombing and gunnery range. The most significant factor in the City's growth was the creation and later expansion, of that airfield, which is now Eglin Air Force Base (the largest military installation in the world) in 1937, the year the City Charter was adopted. Originally chartered as a municipality under the laws of the State of Florida, actual formation of the City was in 1941 when the Florida legislature First Schoolhouse officially named it the Town of Fort Walton. In 1953, the Florida Legislature granted the City a new charter at which time the name was changed to Fort Walton Beach. The name Walton originates from Colonel George Walton, who was Secretary of the East-West Florida Territory in 1822-26 and son of George Walton, signer of the Declaration of Independence and Governor of Georgia. The presence of the military base provided the key economic stimulus for the City's early growth, supplemented by the attractiveness of the location. The City enjoyed a substantial population and economic boom from the 1950's through the end of the 1970's. Subsequently, things started to slow down. The military base became less important to the City's economy than the growing tourism industry. In the late 1960’s and early 1970’s Fort Walton Beach began to experience a decline in economic prosperity, some of which can be attributed to the utility and transportation infrastructure getting older and commercial and residential structures becoming deteriorated. New development began to take place in the surrounding communities. The City, having nearly run out of developable land, started to focus attention on finding ways to induce private enterprise investment in the City and thus capturing a greater share of the local and regional market. The City’s premier gathering place along the Santa Rosa Sound has been the Fort Walton Landing Park since its purchase in 1986. Building upon that with the complete reconstruction of Brooks Street, including the Brooks Bridge Park in 2013, the City’s downtown waterfront was opened up to an extent never before realized and spurred economic growth downtown. Outside of downtown, the City completed construction of a new recreational complex, which has added to the attraction of the City. Downtown Redevelopment: Brooks Bridge Park Recreation Complex – opened Summer 2015 City of Fort Walton Beach, FL 211 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: $1,356,071,543 WATER & SEWER LINES: 282.82 miles CITY MILLAGE RATE: 5.7697 STORM DRAIN: 43.18 miles POPULATION: 21,895 POLICE STATIONS: 1 FIRE STATIONS: 2 EMPLOYEES: 356 positions, 301.15 FTE’s LIBRARIES: 1 MUSEUMS: 4 SWORN POLICE OFFICERS: 46 18-HOLE GOLF COURSES: 2 FIREFIGHTING PERSONNEL: 37 ACRES OF PARKS: 206 CITY NEIGHBORHOODS (un-shaded portions are not in the City limits) City of Fort Walton Beach, FL 212 Statistical Information BEAL PARKWAY CHARACTERISTICS: Mostly Residential, CRA District BOUNDARIES: The Beal Parkway Neighborhood includes much of the City’s central core. It includes all lands between Eglin Parkway and Beal Parkway north of Second Street and north of First Street west of Harbeson Avenue. It extends north to Hughes Street and also includes the properties that lie between Robinwood Drive and Beal Parkway and between First Street and Hollywood Boulevard. All parts of the Kelly Subdivision and First Addition to Kelly Subdivision in the area of Comet Street are also included. ATTRIBUTES AND QUALITIES: The Beal Parkway Neighborhood is home to the City's new Public Safety Complex housing police and fire services. The neighborhood includes most of the City's areas in need of code enforcement and rehabilitation activities. The area has one of the highest crime rates in the City. Not surprisingly, the City has targeted funds into this area from the HUD Community Development Block Grant (CDBG) program. Through diligent code enforcement and crime prevention activities, which are presently centered in the Police Department’s Community Policing Program, much progress has been made to improve conditions in this neighborhood. However, there are still many improvements needed. To meet those needs, the City’s Redevelopment Area was expanded to include this area in order to provide additional funding sources to remedy the blight in this area. Substantial land use changes encouraging mixed-uses and de-emphasizing heavy commercial activities will encourage expenditure of private capital in this area. New development is needed to infill parcels which developers have ignored due to lack of infrastructure, which is available in the newer neighborhoods of the City. EAST MIRACLE STRIP CHARACTERISTICS: Primarily Commercial, CRA District, Waterfront BOUNDARIES: The East Miracle Strip Neighborhood lies entirely within the Community Redevelopment Area. The boundaries are Elm Avenue extended to Choctawhatchee Bay to the east; Choctawhatchee Bay to the south; the common property line between the St. Simon’s Episcopal Church/The Boat Marina on south side of US 98 and Beal Parkway on the north side of US 98 to the west; and to the north following First Street from Beal Parkway east to Harbeson Avenue then Second Street and then east to Chicago Avenue. ATTRIBUTES AND QUALITIES: The East Miracle Strip Neighborhood is the former MainStreet area, also referred to as Downtown. This area encompasses the oldest areas of the City and, not surprisingly, is the location of most of the City’s historic structures and sites. Land use is primarily business, which caters to both the local population and the needs of tourists which cannot be met on Okaloosa Island. US 98 and Eglin Parkway (SR85) merge in this area often forming a traffic bottleneck at the foot of Brooks Bridge. The area is central to the redevelopment planning of the CRA and is seeing an upsurge in interest in the redevelopment of prime waterfront properties currently underdeveloped with older single family residences (many locally historic). National historic treasures located here include the Gulfview Hotel site and the Indian Temple Mound. This area includes most of the area forming the designated “Main Street” Program by the Florida Department of State in 1997. The City's museum and new library are also located in this neighborhood. ELLIOTT'S POINT CHARACTERISTICS: Residential, Waterfront BOUNDARIES: The Elliott's Point Neighborhood refers to the southeastern portion of the City. While Elliott’s Point Subdivision and subsequent additions to the original subdivision include lands north and south of Hollywood Boulevard east of Ferry Road, the neighborhood known as Elliott’s Point is that area south of Hollywood Boulevard and east of Chicago Avenue. The eastern and southern boundaries are Choctawhatchee Bay. ATTRIBUTES AND QUALITIES: The Elliott's Point Neighborhood is almost entirely comprised of residential land use. The waterfront properties are all single family residential as are the more eastern inland properties. The western properties are mostly multi- family residentially, although much of the Ocean City Subdivision portion of the neighborhood still exists as single family residential land use. Many of the city’s older homes and most prestigious newer homes are co-located in this neighborhood which is characterized by its Spanish moss-laden Oak trees which canopy the many streets. Unfortunately, many of the older frame vernacular homes are being razed for development of more modern homes rather than restored or improved, although some are receiving additions and a new coat of paint. There are no public schools located within this neighborhood that form a central public place, but there are several churches that serve as neighborhood gathering places. The neighborhood also features public parks like Villa Russ Park, which is surrounded by homes and is concealed from casual notice by passersby. Waterfront access is available at Hood Avenue, the end of Hollywood Boulevard, at Shore Drive east of Bay Drive, at the south end of Bay Drive and at Walkedge Drive where there is also a small boat ramp facility. FERRY PARK CHARACTERISTICS: Residential, Waterfront BOUNDARIES: The Ferry Park Neighborhood is located in the northeast corner of the main portion of the City. The boundaries are Cinco Bayou to the north; Choctawhatchee Bay to the east; Hollywood Boulevard to the south; and Vine Avenue, Buck Drive, Uptown Station, and the Town of Cinco Bayou to the west. ATTRIBUTES AND QUALITIES: The Ferry Park Neighborhood is comprised almost entirely of single-family residential homes from City of Fort Walton Beach, FL 213 Statistical Information the most prestigious to more modest dwellings. Everyone knows the prestigious names Sudduth Circle, Yacht Club Drive and Bay Drive. Unfortunately, the neighborhood includes several properties that are constantly on the list of code enforcement violations, properties that have not been properly maintained and therefore devalue the other well-maintained homes. This neighborhood surrounds the City’s Ferry Park/Docie Bass Recreation Center/Elliotts Point Elementary School Complex located at the intersection of Hughes Street with Ferry Road. Other prominent features include Goodthing Lake, formerly Lake Earl, a brackish body of water with a precarious outlet to Choctawhatchee Bay. Land uses also include a few residence-offices along Buck, Staff and Hospital Drives as well as the former hospital site, now an adult congregate living facility (ACLF) and the County Health Department Offices. There is also a small amount of neighborhood convenience commercial uses along Hollywood Boulevard in the southwestern corner of the neighborhood. At the end of Ferry Drive is the well-known Fort Walton Yacht Club, a private yacht club. GARNIER'S BEACH CHARACTERISTICS: Residential, Waterfront BOUNDARIES: The Garnier's Beach Neighborhood is somewhat isolated from the rest of the City. It lies between the unincorporated area of Okaloosa County known as Ocean City and Cinco Bayou (water body). The boundaries of this neighborhood are at South Street on the north, Choctawhatchee Bay on the east, Cinco Bayou on the South, and Cinco Bayou and Eglin Parkway on the west. The Town of Cinco Bayou lies immediately south of this neighborhood at the foot of the Cinco Bayou Bridge where Eglin Parkway crosses Cinco Bayou. ATTRIBUTES AND QUALITIES: The Garniers Beach Neighborhood is almost entirely comprised of the subdivision named Garniers Beach, which was platted in 1949-50 and is one of the oldest areas of the City. The residential area is small in size, just 247 houses. This neighborhood also includes a waterfront city park, Garniers Beach Park. Commercial uses include a house converted to an insurance office at the southeast corner of South Street and Eglin Parkway; a restaurant located at the southwest corner of Eglin Parkway and South Street; and Mariner Plaza Shopping Center. The neighborhood’s location makes it a wonderful hideaway from the hustle and bustle along Eglin Parkway. The area is similar to Bay Drive/Brooks Street in Elliott's Point in that it has large trees forming a canopy along most of its streets. While most of the homes are modest in size there has been a recent trend where homes are being resold, remodeled and enlarged, especially those facing the Bay and Bayou. KENWOOD CHARACTERISTICS: Primarily Residential BOUNDARIES: The Kenwood Neighborhood is bounded on the north by the U.S. Government’s Eglin Air Force Base Reservation; on the east by Chula Vista Bayou and Garnier's Bayou; on the south by Don’s Bayou, Racetrack Road and Bob Sikes Boulevard; and on the west by Denton Boulevard, Hospital Drive and Lewis Turner Boulevard. ATTRIBUTES AND QUALITIES: The Kenwood Neighborhood is one of the most desired residential locations in the City, blending the prestige of a golf course setting with the natural waterfront tranquility of Bass Lake and adjacent bayous. The City bought the land for the golf course from the Federal Government in the 1960’s for the purpose of providing active and passive recreation opportunities and open space. The City built and maintains two quality 18 hole courses, The Pines and The Oaks. The neighborhood is largely residential and is comprised of single family homes and multi-family complexes, Choctawhatchee high school , Pryor middle school, Kenwood elementary school, the City’s Golf Club, Fire Station #2, and Choctaw Plaza. This neighborhood represents the entire area located within the City limits in the area of the Golf Course and is often referred to as the “Golf Course Area”. Over the last few decades hundreds of properties have voluntarily annexed to the City forming the Kenwood Neighborhood as it is now constituted; however, there are substantial areas still located in unincorporated Okaloosa County adjacent to this neighborhood, meaning the problems created by irregular municipal boundaries will persist and the Kenwood Neighborhood will remain a distant mile and one-half from the nearest part of the original City limits. NORTHWEST CHARACTERISTICS: Primarily Residential BOUNDARIES: The Northwest Neighborhood is located in the northwest quadrant of the City. Its boundaries are Beal Parkway NW to the north; the Beal Parkway Neighborhood to the east; Jet Drive, Silva Drive, Willard Road and Holmes Boulevard to the south; and Wright Parkway to the west. ATTRIBUTES AND QUALITIES: The Northwest Neighborhood includes a full range of land use types. Most of the land is comprised of single family residential homes in subdivisions. There are also some multiple family projects primarily located on the fringes of the neighborhood along collector streets such as Wright Parkway and Robinwood Drive, and along Alabama Avenue. Strip commercial development is located along Beal Parkway lying south of its intersection with Yacht Club Drive. Heavy businesses, including moving companies, warehouses and automotive repair and servicing are located along Industrial Street and Hollywood Boulevard in the southeastern portion of the neighborhood. Silver Sands Elementary School is located in the Northwest Neighborhood. The neighborhood is well provided with recreation facilities such as Jet Stadium, Jet Drive Park, a neighborhood park which has active recreation facilities, and Memorial Drive Park which provides passive recreation opportunities. Three other parks provide 12.6 acres of additional open space, although they have not been developed. The Northwest Neighborhood also includes the City-owned Beal Memorial Cemetery and the U.S. Postal Service Office. The diversity of land use types has created some land use conflicts between single family residential areas and more intense commercial/industrial zoning and land use. The Northwest Neighborhood does contain some of the more desirable inland areas to reside in, such as Bayou Woods and Vesta Heights Subdivisions. It also contains some of the City of Fort Walton Beach, FL 214 Statistical Information areas which require attention by the City to see that properties are properly maintained. OAKLAND CHARACTERISTICS: Residential BOUNDARIES: The Oakland Neighborhood is bounded by Northwest Neighborhood to the east, Hollywood Boulevard and the City of Mary Esther to the south, the City of Mary Esther and Mary Esther Cutoff to the west, and Mary Esther Cutoff to the north. ATTRIBUTES AND QUALITIES: The Oakland Neighborhood’s predominant land use is detached single family residential homes in platted subdivisions. This neighborhood also has a number of multiple family projects, primarily zero-lot line and townhomes. Strip commercial development is located along Mary Esther Cutoff and that portion of Beal Parkway lying south of its intersection with Yacht Club Drive. Businesses, such as warehouses and automotive repair and servicing are located along Hollywood Boulevard in the eastern portion of the neighborhood. There is a small convenience commercial area along Wright Parkway north of Hollywood. Bruner Middle School is the only school located in this neighborhood. The neighborhood is well provided with recreation facilities such as Fred Hedrick Community Center, the Municipal Tennis Center and Oakland Heights School Athletic Fields. Cecelia Park is a mini-park that provides passive recreation opportunities. The Oakland Neighborhood also includes the City’s Public Works Maintenance Yard located on Hollywood Boulevard between Jet Drive and Memorial Parkway and Liza Jackson Charter School. SEABREEZE CHARACTERISTICS: Mixed Zoning, Waterfront BOUNDARIES: The Seabreeze Neighborhood extends from Hollywood Boulevard on the north, Bass Avenue and Robinwood Drive to the east, Santa Rosa Sound on the south, and the City of Mary Esther on the west. ATTRIBUTES AND QUALITIES: The Seabreeze Neighborhood is one of the most diverse neighborhoods relative to land use, including single family residential in the Santa Rosa Park, Seabreeze and Santasia Park Subdivisions, multiple family residential in the Fountainhead and Jackson Trail Apartment Complexes, professional offices in complexes like Paradise Village, highway commercial uses like the restaurants, hotel/motels and new car dealerships, light industrial uses like the United Parcel Service and Keego Brick; and utilities like Gulf Power Company. There is an abundance of public and quasi-public land uses such as schools (Edwins Elementary and Fort Walton Beach High) and churches (St. Mary’s Catholic, First Church of Christian Science, Holy Trinity Lutheran Church, Nazarene Church, and the Seventh Day Adventists). St. Mary’s also has a parochial school for First through Eighth grades. Public parks include Liza Jackson Park and the Memorial Park/Senior Citizens Center. SOUTH BAYOU CHARACTERISTICS: Residential, Waterfront BOUNDARIES: The South Bayou Neighborhood's southern boundary is the major arterial road Beal Parkway NW. The eastern boundary is where the City limits abut those of the Town of Cinco Bayou. To the west lies unincorporated Okaloosa County near where Mary Esther Cutoff (SR 393) intersects Beal Parkway. ATTRIBUTES AND QUALITIES: The South Bayou Neighborhood is one of the most prestigious in the City. Many fine homes are located along the waterfront on large lots at the end of the numerous cul-de-sacs. Most of the streets begin at Beal Parkway and wind toward the waterfront. This area also has a nice tree canopy along many of the streets. There are several passive parks located throughout the neighborhood, Briarwood Park, Mimosa Park and Ewing Park. The neighborhood is almost entirely composed of single family detached residential subdivisions. The lone exception is a small commercial area located at Howell Drive/Beal Parkway comprising an office for a cellular phone company and a medical office. W.E. COMBS CHARACTERISTICS: Primarily Commercial BOUNDARIES: The Combs-New Heights Neighborhood is comprised largely of the City’s Commerce and Technology Park. It is bounded on the north by unincorporated Okaloosa County, on the east by the Sylvania Heights area of Okaloosa County and Mary Esther Cut-Off, on the south by the City of Mary Esther and to the west by Hurlburt Field, which is part of the Eglin Air Force Base Complex. ATTRIBUTES AND QUALITIES: The Combs-New Heights Neighborhood includes Combs-New Heights elementary school, which gives the neighborhood its name, and dates to the 1950’s and 1960’s when most of the residential areas were platted. These subdivisions were annexed to the City by special election for large areas and by individual voluntary requests during the early 1960’s. The residential area is a quiet area which lies between Gap Creek and Lovejoy Road and until the early 1990’s had no sanitary sewer or paved roads. The residential area’s proximity to the industrial and heavy business area to the south and west as well as the very rundown unincorporated area, Sylvania Heights, located to the east, provides a myriad of incompatible land uses. Hurlburt Arms, a multifamily subdivision/apartment complex, is an enclave that lies between Mary Esther on the south, east and west, and the City’s Industrial Park on its north, near Anchors Street. A large portion of this neighborhood is industrial, warehousing and wholesaling enterprises, which were developed on land owned and strictly controlled by the City from the1960’s until 1994. Most of the industrially zoned lands are developed although there are still several tracts that have never been sold. City of Fort Walton Beach, FL 215 Statistical Information LOCATION Jacksonville Fort Walton Beach Tallahassee Orlando Tampa Miami WEATHER Summer Temp. 83°F Winter Temp. 61°F Annual Rainfall 62” LOCAL AREA ECONOMY Top 10 Employers Employer Product/Service Employees * USAF – Eglin Air Force Development Test Center 19,413 ** USAF – Hurlburt Air Force Special Ops Command 10,729 Okaloosa County School District Education Services 3,349 Okaloosa County *** Local Government Services 1,619 Fort Walton Beach Medical Center Medical Services 1,065 Lockheed Martin Corporation Military Technical Support 926 Reliance Test & Technology Military Technical Support 800 North Okaloosa Medical Center Medical Services 643 CenturyLink Communications 600 Walmart (Okaloosa Combined) Consumer Products 600 *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 Federal Government, 8.8% State & Local Other Services, 4.9% Government, 12.0% Mining, Logging, & Construction, 7.0% Leisure & Hospitality, 21.7% Manufacturing, 3.1% Trade, Transportation, & Education & Health Utilities, 21.1% Services, 12.2% Information, 1.1% Professional & Business Financial Activities, Services, 16.3% 6.8% City of Fort Walton Beach, FL 216  Statistical Information DEMOGRAPHICS FWB Population by Race FWB Age Distribution 100% Two or More Races 5000 90% Native Hawaiian or Pacific 4500 Islander American Indian or Alaka 4000 80% Native Asian 3500 70% Hispanic or Latino 3000 60% People Black 2500 50% White 2000 40% 1500 30% 1000 20% 500 10% 0 Under 10 10-19 20-29 30-39 40-49 50-59 60-64 65+ 0% FWB Population Housing Units 22000 20000 18000 16000 Owner Occupied, 14000 5018, 55% People 12000 10000 8000 6000 Renter Occupied, 4000 4102, 45% 2000 0 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 Median Income by Florida County (in thousands) $75 $60 $45 $30 $15 $0 Taylor Indian River Citrus Pinellas Dixie Okeechobee Lafayette Columbia Osceola Charlotte Lake Orange Lee Manatee Okaloosa Seminole Monroe Hamilton Desoto Madison Levy Washington Gadsden Jackson Hendry Liberty Marion Bradford Union Jefferson Hernando Polk Pasco Leon Bay Walton Brevard Hillsborough Martin Broward Palm Beach Putnam Gilchrist Duval Gulf Flagler Baker Sumter Collier Highlands Holmes Glades St. Johns Hardee Suwannee Volusia Miami-Dade Escambia St. Lucie Alachua Wakulla Sarasota Santa Rosa Calhoun Franklin Nassau Clay City of Fort Walton Beach, FL 217 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 2014 2015 2016 2017 2018 Property Tax Burden Comparison for Okaloosa County’s Residents Total Ad Valorem Municipality Millage Taxable Value Population per Capita Laurel Hill 14.2531 $17.4M 601 $413 Valparaiso 15.7771 $234.4M 4,946 $748 Crestview 17.6997 $1109.1M 23,856 $823 Mary Esther 14.9878 $290.9M 4,291 $1,016 Niceville 14.4531 $1102.7M 15,249 $1,045 Fort Walton Beach 16.5228 $1358.4M 21,895 $1,025 Shalimar 15.3331 $99.1M 808 $1,881 Cinco Bayou 16.3331 $52.8M 430 $2,004 Destin 13.3681 $5038.8M 13,765 $4,894 Okaloosa County* 14.3531 $17463.5M 202,970 $1,235 *Multiple fire districts serve the unincorporated areas, with varying millage rates Fort Walton Beach is the only full-service city, providing police, fire, water & sewer, garbage, and stormwater services along with recreational programs, senior center, library, museums, and two 18-hole golf courses. Top 10 Fort Walton Beach Taxpayers – 2017 Taxpayer Total Taxable Value Percentage Gulf Power Co. $ 21,096,424 1.65% Suso 2 Uptown, LP 14,865,578 1.16% Cox Communications Gulf Coast, LLC 7,553,701 0.59% DRS Training & Control 6,935,183 0.54% 99 Eglin LTD 6,218,436 0.49% Fort Walton Machining, Inc. 6,167,468 0.48% Pacifica Walton Beach LLC 5,477,074 0.43% FNBT.COM Bank 5,180,086 0.41% PSH of Okaloosa LLC 5,175,705 0.41% Embarq Corp. 5,043,817 0.39% $ 83,713,472 6.55% Other Taxpayers $ 1,194,048,289 93.45% Total Taxable Assessed Value $ 1,277,761,761 100.00% City of Fort Walton Beach, FL 218 Statistical Information City of Fort Walton Beach, FL 219 Statistical Information City of Fort Walton Beach, FL 220 Statistical Information FIVE-YEAR FINANCIAL FORECASTS General Fund City of Fort Walton Beach, FL 221 Statistical Information City of Fort Walton Beach, FL 222  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 223  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 224  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 DEVELOPMENT SERVICES (CDS) A City department providing overall direction and supervision of building inspections, code enforcement, planning, zoning, CDBG, and CRA. COMMUNITY REDEVELOPMENT AGENCY (CRA) A public organization that works to improve a specific area (called a Community Redevelopment District) in a community through redevelopment and economic investment. The targeted area must meet the state definition of "slum and blight," which includes 14 conditions such as deteriorating buildings, lack of parking and sidewalks, inadequate roadways, faulty lot layout, flooding problems, and outdated building patterns. COMMUNITY REDEVELOPMENT AGENCY (CRA) BOARD Oversees redevelopment projects and recommends infrastructure improvements within the 225  CRA district. The board endeavors to implement specific projects to encourage redevelopment within the CRA district. The board has seven members who are appointed to four-year terms. Members must either reside in the City or be engaged in business in the CRA district and are limited to two successive terms. The commission meets the first Wednesday of each month at 5:30 PM in the Council Chambers at City Hall. COMMUNITY REDEVELOPMENT AGENCY (CRA) FUND A “discretely presented component unit” that accounts for the revenues and expenditures associated with the CRA. COMPREHENSIVE ANNUAL FINANCIAL REPORT (CAFR) An audited financial report prepared annually per Florida State Statute 218.32. COMPREHENSIVE LAND DEVELOPMENT PLAN A comprehensive plan which “guides public capital investments, other public fiscal policies, operating policies of the Fort Walton Beach government, and the future use of land in the City” per the Local Government Comprehensive Planning and Land Development Regulation Act (Chapter 163, Florida Statutes). The City’s comprehensive plan may be amended up to twice a year and must be evaluated and updated every five years. The plan must address the following elements: Future Land Use; Traffic Circulation; Sanitary Sewer, Solid Waste, Drainage, Potable Water, and Natural Groundwater; Parks, Recreation, and Open Space; Aquifer Recharge; Capital Improvements; Coastal Management; Conservation; Intergovernmental Coordination; and Housing Element. CONNECTION FEE A fee charged to join or to extend an existing utility system. CONTINGENCIES Funds that do not have an identified purpose and are budgeted for unanticipated or emergency purchases or repairs. The State of Florida allows up to a maximum of 10% of anticipated revenues to be allocated toward contingencies. DEBT CAPACITY The amount of debt that can be repaid in a timely manner without forfeiting financial viability. Includes the determination of the appropriate limit to the amount of long-term debt that can remain outstanding at any point of time, as well as the total amount of debt that can be incurred. DEBT RATIO A financial ratio that indicates the percentage of assets that are financed via debt; the ratio of total debt (current and long-term) and total assets (current, fixed, and other). DEBT SERVICE FUND Accounts for the principle and interest payments of General Fund debt. DEPARTMENT A distinct operating unit within the City, normally contained within one fund, that may or may not be subdivided into divisions. DEPRECIATION A portion of the cost of a fixed asset, other than waste, charged as an expense during a particular period. DISCRETELY PRESENTED COMPONENT UNIT In accordance with GASB 14, the City (primary government) is financially accountable if it 226  appoints a voting majority of the component’s governing board and (1) it is able to impose its will on the organization or (2) there is a potential for the organization to provide specific financial benefit to or impose specific financial burden on the City. In addition, component units can be other organizations for which the nature and significance of their relationship with the primary government are such that exclusion would cause the reporting entity's financial statements to be misleading or incomplete. DIVISION A specialized component of a department. ENTERPRISE FUND Accounts for business-type activities of a government that are financed in whole or part by user fees, such as utilities, mass transit, and airports. EQUITY IN POOLED CASH Each fund’s proportionate share of the City’s investment and checking accounts is called equity in pooled cash. The City commingles each fund’s resources for practical and investment purposes, which is permissible by generally accepted accounting principles. EXPENDITURE A decrease in net financial resources. Expenditures include current operating expenses requiring the present or future use of net current assets, debt service, capital outlays, inter- governmental grants, entitlements, or shared revenues. EXPENSE A use of assets or incurrence of liabilities (or a combination of both) from delivering or producing goods, rendering services, or carrying out other activities that constitute the entity’s ongoing major or central operations. FIDUCIARY FUND Type of fund used to account for assets not available to support the government’s programs that are held in a trustee or agent capacity. Includes private-purpose trust, pension and other employee benefit trust, investment trust, and agency fund types. FISCAL YEAR The City’s budget year, which runs from October 1 to September 30. FORFEITURE An automatic loss of cash or other property as a penalty for not complying with legal provisions and as compensation for the resulting damages or losses. This term should not be confused with confiscation. The latter term designates the actual taking over of the forfeited property by the government. Even after property has been forfeited, it is not considered confiscated until the government claims it. FRANCHISE FEE A fee levied in proportion to gross receipts on business activities of all or designated types of businesses. FULL-TIME EQUIVALENT (FTE) One position funded for a full year. Either one full-time position funded at 40 hours/week for 52 weeks/year or multiple part-time positions whose funding equates to 40 hours/week for 52 weeks/year. FUND A fiscal and accounting entity with a self-balancing set of accounts recording cash and other 227  financial resources, together with all related liabilities and residual equities or balances, and changes therein, which are segregated for the purpose of carrying on specific activities or attaining certain objectives in accordance with special regulations, restrictions, or limitations. FUND BALANCE The difference between current financial assets and liabilities accounted for in a governmental fund; the net available financial resources externally or internally constrained as to use. Might be better described as a measure of liquidity rather than net worth. It attempts to measure how much would be left over at the end of the current fiscal year for the subsequent fiscal year’s budget were the government to budget in accordance with generally accepted accounting principles (GAAP). GASB 34 A new accounting standard issued by the Governmental Accounting Standards Board applicable to all state and local governments. Compliance with GASB 34 is necessary in the preparation of financial statements in accordance with Generally Accepted Accounting Principles. GENERAL FUND Accounts for primarily unrestricted resources and those resources not requiring reporting elsewhere. This fund exists from inception of the government throughout the government’s existence. GENERAL OBLIGATION BOND A bond for which payment is pledged based on the full faith and credit of the issuing government. GENERALLY ACCEPTED ACCOUNTING PRINCIPLES (GAAP) A uniform accounting and financial reporting system used by the City to accurately track all government expenditures, revenues, assets, and liabilities. GOLF ENTERPRISE FUND Accounts for the revenues and expenditures of the City’s golf course operations. GOVERNMENT FINANCE OFFICERS ASSOCIATION (GFOA) A professional association of state and local finance officers that has served the public finance profession since 1906. GOVERNMENTAL ACCOUNTING STANDARDS BOARD (GASB) An organization that establishes and improves the standards of state and local governmental accounting and financial reporting to produce meaningful information for users of financial reports. GOVERNMENTAL FUND Type of fund through which most governmental functions typically are financed and accounts for taxes, grants, and similar resources. Includes general, special revenue, capital projects, debt service, and permanent fund types. May be referred to as "source and use" funds. 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 228  An attachment or annexation to land that is intended to remain attached or annexed, such as sidewalks, trees, drives, tunnels, drains, and sewers. Sidewalks, curbing, sewers and highways are sometimes referred to as betterments, but the term “improvements” is preferred. INVESTMENT Most commonly, securities and real estate held for the production of revenues in the form of interest, dividends, rentals, or lease payments. The term does not include fixed assets used in government operations. LAW ENFORCEMENT TRUST and TRAINING FUNDS (LETFs) The Law Enforcement Trust Fund accounts for funds received from the sale of confiscated property that are used for drug enforcement. The Law Enforcement Training Fund accounts for funds received from court fines that are used for additional Police Department training. LEGAL DEBT LIMIT The State of Florida does not place a legal limit of debt on the municipalities. For general obligation debts greater than one year, the City must conduct a voter referendum process. Special revenue debt is pledged by a specific revenue source and limited by available revenue; therefore it is not subject to voter referendum. LEGISLATIVE COMMITTEE ON INTERGOVERNMENTAL RELATIONS Branch of the Department of Revenue that computes and published estimates for the following state-shared revenue sources: communication services tax, half-cent sales tax, local option fuel tax, and municipal revenue sharing. MACHINERY AND EQUIPMENT Property that does not lose its identity when removed from its location and is not changed materially or consumed immediately (i.e. within one year) by use. MAJOR FUND Any fund constituting 10% or more of the appropriated budget, and typically presented separately on summary charts. METROPOLITAN STATISTICAL AREA (MSA) A core area containing a substantial population nucleus, together with adjacent communities having a high degree of social and economic integration with that core. The Fort Walton Beach MSA includes all of Okaloosa County. MILLAGE RATE A tax rate on property expressed in mills per dollar value of property. One mill equals $1 per $1,000 of assessed taxable property value. MODIFIED ACCRUAL BASIS OF ACCOUNTING A basis of accounting under which revenues are recognized in the accounting period in which they become both available and measurable and expenditures are recognized in the accounting period in which the fund liability is incurred, if measurable, except for unmatured interest on general long-term debt and certain similar accrued obligations, 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 229  successive terms. The board meets the first Thursday of each month at 5 PM in the Council Chambers at City Hall. MUNICIPALITY A political unit, such as a city, town, or village, incorporated for local self-government. NET ASSETS The difference between assets and liabilities accounted for in an enterprise fund. Might be described as a measure of net worth. It attempts to measure how much left over at the end of the current fiscal year for the subsequent fiscal year’s budget were the government to budget in accordance with generally accepted accounting principles (GAAP). NON-MAJOR FUND Any fund constituting less than 10% of the appropriated budget, and typically presented in the aggregate with like funds on summary charts. NON-OPERATING EXPENSE A fund expense not directly related to the fund’s primary activities. NON-OPERATING REVENUE A fund revenue incidental to or a by-product of the fund’s primary activities. NON-RECURRING EXPENSE A one-time expense, such as the purchase of a computer or a piece of equipment. OPERATING BUDGET A plan of current expenditures and the proposed means of financing them. The annual operating budget is the primary means by which most of the financing acquisition, spending, and service delivery activities of a government are controlled. OPERATING TRANSFER An inter-fund transfer other than a residual equity transfer (i.e. a legally authorized transfer from a fund receiving revenue to the fund through which the resources are to be expended). ORDINANCE A formal legislative enactment by the governing body of a municipality. If it is not in conflict with any higher form of law, such as state statute or constitutional provision, it has the full force and effect of law within the boundaries of the municipality to which it applies. Ordinarily, the statutes or charter will specify or imply those legislative actions that must be by ordinance and those that may be by resolution. The difference between an ordinance and a resolution is that the latter requires less legal formality and has a lower legal status. Revenue raising measures, such as the imposition of taxes, special assessments, and service charges, universally require ordinances. PAY AS YOU GO A type of financing whereby current revenues, taxes, and/or grants rather than long term debt are used to pay for capital improvements. 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 230  worker’s compensation. PLAN FOR NEIGHBORHOOD ACTION (PNA) The action plan developed by each neighborhood in response to the issues and concerns brought forward by that particular neighborhood in the Great Neighborhoods Partnership Program. The PNA’s are then placed in the future land use element of the City’s Comprehensive Plan Directions. PRO FORMA A financial statement for an enterprise fund that illustrates projected cash flows and changes in net assets. Pro forma statements may be used to demonstrate the expected effect of proposed changes to revenues or expenses on the fund’s financial viability. Lenders require such statements to structure or confirm compliance with debt covenants such as debt service reserve coverage and debt to equity ratios. PROPRIETARY FUND Type of fund used to account for a government's ongoing organizations and activities which are similar to those often found in the private sector. Fund types include enterprise and internal service funds. May be referred to as "income-determining" funds. PUBLIC SAFETY The combination of Police and Fire services. RECURRING EXPENSE An expense incurred year after year, such as a maintenance contract for software or equipment. REFUND To pay back or allow credit for an amount due to an over collection or the return of an object sold. RESOLUTION A special or temporary order of a legislative body; an order of a legislative body requiring less legal formality than an ordinance or statute. REVENUE An increase in the net current assets of a fund from sources other than expenditure refunds and residual equity transfers. REVENUE BOND A bond whose principal and interest are payable exclusively from earnings of an enterprise fund. ROLL-BACK RATE The millage rate that will provide the same ad Valorem tax revenue for the taxing authority as was levied during the prior year, exclusive of new construction, additions to structures, deletions, increases in the value of improvements that have undergone a substantial rehabilitation which increased the assessed value of such improvements by at least 100 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” 231  A Florida constitutional amendment approved by voters in 1992 that provides a $25,000 exemption and limits the amount a homestead property can increase in value on the tax rolls each year. The law limits value increases to three percent or a figure equal to the Consumer Price Index - whichever is less. SHARED REVENUE Revenue levied by one government but shared on a predetermined basis, often in proportion to the amount collected at the local level, with another government or class of governments. SPECIAL PROJECT CARRY-OVER A project carried forward to the next fiscal year due to incompletion. The project was originally budgeted in the year appropriated, so appropriation is likewise carried forward. SPECIAL REVENUE FUND Accounts for resources restricted by law or contract for specific purposes. The fund exists only for the life of the restriction. STATUTE A written law enacted by a duly organized and constituted legislative body. STORMWATER ENTERPRISE FUND Accounts for the revenues and expenditures of the City’s stormwater operations. STRUCTURALLY BALANCED BUDGET Recurring revenues equal or exceed recurring expenditures. This differs from a “balanced budget”, which allows the use of fund balance in the event expenditures exceed revenues. TAX INCREMENT FINANCING (TIF) Florida law allows the use of tax increment financing (TIF) to fund specific public improvement projects in the CRA area. The TIF is determined by the growth in the assessed value of taxable property in the CRA area from the base year to the current tax year and multiplied by the current tax rate for the City and County. TRUTH IN MILLAGE (TRIM) A uniform method for calculating and reporting ad Valorem tax rates in accordance with Chapter 200 of the Florida State Statutes. UTILITIES ENTERPRISE FUND Accounts for the revenues and expenditures of the City’s water and sewer operations. WORKING CAPITAL The difference between current assets and current liabilities reported in a proprietary fund. This measure indicates relative liquidity. 232  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 233 234 238 239 240  CITY OF FORT WALTON BEACH FY 2018-19 Grant & CIP Project Carryovers Council Meeting 9/19/2018 Project Account Amount Axon Camera 001-0800-521-4610 16,380 Truck 001-0800-521-6406 5,540 Operational 001-0800-521-5200 50,000 Computer Replacements FY 2017-18 001-1230-519-5231 600 Computer Replacements FY 2017-18 001-1240-541-5231 300 Computer Replacements FY 2017-18 001-1500-519-5231 43,345 Computer Replacements FY 2017-18 001-1500-519-6420 53,850 Computer Replacements FY 2017-18 001-0320-516-5231 4,500 Computer Replacements FY 2017-18 001-0320-516-6420 20,000 Street Resurfacing 001-5018-541-6351 5,274 Sidewalk Construction 001-5306-541-6353 25,000 General Fund 224,789 Computer Replacements FY 2017-18 106-1215-524-5231 2,800 FL Building Code 2,800 One Hopeful Place Office Remodel 107-1940-554-5255 37,400 One Hopeful Place Fence Install 107-1940-554-5255 13,000 CRA Fund 50,400 Computer HW/SW - Microsoft SQL Software 401-1305-536-6420 8,880 Water Well Improvements - Upgrade Hypertac Well Monitoring System 401-1310-533-6362 40,000 Improvements Other than Building - Areator Well 2 401-5500-533-6300 275,100 Other Services - Relocate Telemetry Control Site 401-1350-535-3400 29,100 Computer Replacements FY 2017-18 401-1340-533-5231 300 Computer Replacements FY 2017-18 401-1500-536-6420 1,200 Computer Replacements FY 2017-18 401-1500-536-5231 6,640 Utilities Fund 361,220 Computer Replacements FY 2017-18 403-1500-534-5231 300 Sanitation Fund 300 Computer Replacements FY 2017-18 405-1380-538-5231 900 Computer Replacements FY 2017-18 405-1500-538-5231 900 Storm Drainage Improvement - SWMP (Kepner Drive & Smith Drive) 405-5019-538-6358 10,740 Storm Drainage Improvement - SWMP (Laurie Drive & Okaloosa Road) 405-5019-538-6358 90,000 Storm Drainage Improvement - Anchors Street 405-1591-538-6358 140,950 Stormwater Fund 243,490 Special Project Carry-Over All Funds $ 882,999 U:\Finance\Budget\Budget 18-19\Comprehensive\35 Carryovers FY18 to FY19 9/21/2018 9:46 AM  CITY OF FORT WALTON BEACH FY 2018-19 Encumbrance Carryovers Council Meeting 9/19/2018 PO or PR Date Vendor Description PO Value Account Completion 94505 08/10/18 Fl Dept of HRS Hep B vaccinations for Police Dept $612.30 001-0300-513-3102 Oct 2018 94071 06/11/18 Duval Ford Vehicle - 2018 SUV to replace #2640 (Heslep) $27,801.00 001-0310-519-4501 July 2019 94072 06/11/18 Mobile Comm Radio pkg for SUV to replace #2640 (Heslep) $155.00 001-0310-519-4501 July 2019 94073 06/11/18 Dana Safety Supply Light pkg for SUV to replace #2640 (Heslep) $7,619.25 001-0310-519-4501 July 2019 94074 06/11/18 Accent Signs Decals for SUV to replace #2640 (Heslep) $1,186.57 001-0310-519-4501 July 2019 92841 12/28/17 Sequoia Consulting Group Cost Allocation Plan; RFQ201710-05 $5,180.00 001-0500-500-3100 Feb 2019 91855 09/13/17 Superion, LLC PD Evidence module $2,040.00 001-0800-521-3100 Oct 2017 93832 05/07/18 Superion LLC PD software; AVL server/ GPS $43,612.00 001-0800-521-3100 Dec 2018 94284 07/10/18 Mobile Communication Vehicle Antenna $72.11 001-0800-521-4630 Dec 2018 94605 08/24/18 A to Z Lock PD panic button - holding cell; Accreditation standard $1,081.00 001-0800-521-5200 Dec 2018 94092 06/12/18 Uline Coveralls Tyvek $93.50 001-0800-521-5210 Dec 2018 94291 07/11/18 SRT Supply Inc Ballistic Vests $9,801.00 001-0800-521-5210 Dec 2018 94565 08/17/18 Apparel Expressions PD Uniform Shirts $362.90 001-0800-521-5210 Oct 2018 92591 11/27/17 Accent Signs Vinyl wraps for six (6) PD vehicles (inc K9) from Duval Ford $904.32 001-0800-521-6403 Nov 2018 94292 07/11/18 Duval Ford New PD LT Position $25,179.00 001-0800-521-6403 July 2019 94267 07/09/18 Dana Safety Supply SWAT Gear $3,754.00 001-0800-521-6406 Dec 2018 94604 08/24/18 Applied Concepts Lidar Radar $2,625.00 001-0800-521-6406 Dec 2018 94757 09/06/18 Physio-Control Corp. ALS/Medical Equipment $3,180.72 001-0900-522-5216 Oct 2018 94758 09/06/18 Bound Tree Medical ALS/Medical Equipment $598.95 001-0900-522-5216 Oct 2018 94502 08/10/18 Park N Pool Corp Pedestal outdoor shower for volleyball courts $3,743.08 001-1010-572-6310 Oct 2018 94585 08/21/18 K.B. Industries, Inc. Flexi-pave material for Recreation Complex $6,714.00 001-1010-572-6310 Oct 2018 94693 08/30/18 Bay Enterprises of NW FL GC - landscaping behind clubhouse $9,800.00 001-1040-572-3450 Oct 2018 94309 07/12/18 Library Interiors Library Children's Dept shelving $2,578.80 001-1060-571-5223 Oct 2018 87566 06/06/16 Schwalls Consulting LLC CRS & Floodplain Mgmt Support $12,100.00 001-1205-515-3100 Sept 2019 92660 12/05/17 Tindale Oliver RFQ 17-013-CTP Plan- Professional Planning Services $34,042.58 001-1205-515-3100 Sept 2019 94419 07/26/18 Fort Walton Glass Company City Hall - Customer Svc front door repairs $230.00 001-1230-519-4640 Oct 2018 94732 08/29/18 City Glass Company Replace glass above door at Library $358.00 001-1230-519-4640 Oct 2018 91717 08/29/17 Prof Mechanical Technologies PD HVAC control systems $2,125.20 001-1230-519-4645 Dec 2018 94563 08/17/18 D&D HVAC - PD bldg; FMPD $5,932.00 001-1230-519-4645 Dec 2018 94761 09/06/18 D&D AC Recreation Complex; AC repair $2,937.00 001-1230-519-4645 Oct 2018 92834 12/27/17 Superion, LLC IT software - TrakIt; Public Works $66,050.72 001-1500-519-3100 Sept 2019 94691 08/30/18 Foster & Foster, Inc. Valuation Plan $3,000.00 001-1500-519-3100 Dec 2018 94769 08/31/18 SHI Int'l MS Office 365 software - citywide $44,679.19 001-1500-519-3100 Feb 2019 94768 09/05/18 Vtech IO MS Office 365 software; installation and migration $11,332.50 001-1500-519-3400 Feb 2019 94577 08/21/18 Sequel Electrical Supply Street lights $5,022.08 001-1500-519-4994 Sept 2019 89991 01/30/17 Jenkins Engineering, Inc Surveying, Engineering & Arch services $6,371.25 001-1590-522-3100 Sept 2019 93343 03/07/18 Empire Builders Group ITB17-021 - Fire Training Tower $38,940.04 001-1590-522-6214 Dec 2018 94667 0/27/18 One More Athletics FD exercise equipment $3,100.02 001-1599-519-5200 Oct 2018 94674 08/21/18 James David Site Prep Street Resurfacing $166,498.50 001-5018-541-6351 Oct 2018 151474 09/13/18 Larry M Jacobs & Associates Public Works Facility - Materials Testing $31,870.00 001-5147-519-3100 Dec 2018 94784 09/05/18 Big Bend Rebar, Inc. Public Works Facility - ODP $56,167.00 001-5147-519-6200 Dec 2018 94804 09/12/18 Preferred Materials Public Works Facility - ODP $219,374.00 001-5147-519-6200 Dec 2018 94783 09/04/18 Southeastern Pipe & Precast Public Works Facility - ODP $38,622.18 001-5147-519-6310 Dec 2018 General Fund Total $907,446.76 86408 12/10/15 Hatch Mott McDonald Florida Landmark Ctr Bldg Code Review - FWB Landmark Ctr $6,641.25 106-1215-524-3100 Sept 2019 Florida Building Code Fund Total $6,641.25 94082 06/12/18 Whitrock Associates CRA bldg repairs to 103 2nd Ave (roof replacement) $5,120.00 107-0000-500-3100 Dec 2018 151460 09/12/18 Champion Contractors ITB 18-022 - One Hopeful Place office remodel $37,400.00 107-1940-554-5255 Dec 2018 83735 02/20/15 Atkins North America Carson Streetscapes $52,321.44 107-1950-554-6300 Sept 2019 Community Development Block Grant Fund Total $94,841.44 93185 02/16/18 Matrix Design Group 17-001 - Phase II; Downtown Master plan $47,071.00 109-2000-500-3100 Oct 2018 94738 08/23/18 Triple R Construction RFQ18-020 - Gulfview Bldg Construction Mgmt Services $443,760.00 109-2000-522-6214 June 2019 85951 10/22/15 AVCON, Inc The Landing-Ph I & II Improvements $14,400.00 109-2000-552-3100 Sept 2019 86091 11/05/15 Noise Consultancy, LLC Acoustical Consulting Svcs $5,400.00 109-2000-552-3100 Sept 2019 86092 11/05/15 Rutgers Univ Noise Tech Asst On-site Certification Course $7,000.00 109-2000-552-3100 Sept 2019 91019 06/01/17 Tindale Oliver Design Group RFQ 17-001 Prof Planning Svcs-Dwntwn Master Plan $20,297.57 109-2000-552-3100 Dec 2018 86219 12/02/15 Jenkins Engineering, Inc 206 Florida Place Parking Lot Improvements $13,600.00 109-2000-552-3400 Sept 2019 94743 09/05/18 Champion Contractors Install Fence - CRA (Chester Pruitt) $19,240.75 109-2000-552-5250 Oct 2018 86877 02/09/16 Jenkins Engineering, Inc 141 Miracle Strip Pkwy SE $12,275.00 109-5018-541-6351 Sept 2019 94733 09/04/18 AVCON, Inc ITB 18-001 - Carson Dr Streetscapes - Phase I $74,690.00 109-5352-572-6310 Jan 2019 94734 09/04/18 AVCON, Inc ITB 18-001 - Carson Dr Streetscapes - Phase II $82,500.00 109-5352-572-6310 May 2019 94488 08/03/18 Gulf Coast Utility Contractors ITB 18-001 - Carson Drive Streetscape - Phase I $386,471.15 109-5607-552-6310 Dec 2018 94489 08/03/18 Gulf Coast Utility Contractors ITB 18-001 - Carson Drive Streetscape - Phase II $321,888.40 109-5607-552-6310 Dec 2018 Community Redevelopment Agency Fund Total $1,448,593.87  Council Meeting 9/19/2018 PO or PR Date Vendor Description PO Value Account Completion 93335 03/07/18 Pace Analytical Services UCMR 4 Analyses Required by EPA $11,192.00 401-1310-533-3100 Mar 2019 92848 12/28/17 US Tank, Inc. ITB 14-005 - Water Tank Asset Management Program $343,550.00 401-1310-533-4680 Feb 2019 94678 08/23/18 Control Systems & Instrumentation Well 6 & Well 7 Control Upgrade $13,700.00 401-1310-533-4680 Jan 2019 94581 08/20/18 Mueller Systems 1" Low Flow Meter $411.75 401-1340-533-4680 Oct 2018 91998 10/04/17 Gilbert Pump & Mechanical Annual Pump Inspection at Pump Station 1 $3,900.00 401-1350-535-4610 Oct 2018 92745 12/18/17 Material Handling Sys Remove & install existing fassi crane (SC) $3,100.00 401-1350-535-6404 Nov 2018 94496 08/06/18 O'Connell & Associates Design/Construction Management of Aerator Rep Well 2 $21,960.00 401-5500-533-6300 Dec 2018 Utilities Fund Total $397,813.75 94573 08/09/18 Jenkins Engineering Design/Eng of Lula Bell Ln & Hollywood Blvd $5,000.00 405-1380-538-3100 Oct 2018 93833 05/07/18 Duval Ford Transit van for DOC Crew $36,127.00 405-1380-538-6404 July 2019 91114 06/17/17 AVCON, Inc Design of drainage improvements on Anchors Street $37,640.00 405-1591-538-6358 Jan 2018 93109 08/03/18 Fort Walton Concrete Concrete for Kepner & Smith Stormwater Improvements $200.00 405-5019-538-6358 Oct 2018 93110 02/07/18 Construction Materials of NW FL Crushed Concrete for Kepner & Smith Stormwater Impr $2,640.00 405-5019-538-6358 Oct 2018 94673 08/21/18 James David Site Prep Paving on Smith Drive and Gardner Drive $12,500.00 405-5019-538-6358 Nov 2018 94763 09/04/18 Fence Company, The Install Fence $1,500.00 405-5019-538-6358 Oct 2018 Stormwater Fund Total $95,607.00 TOTAL ENCUMBRANCES $2,950,944.07