Fort Walton Beach — Fiscal Year 2013-14 Adopted Budget

FORT WALTON BEACH, FLORIDA www.fwb.org FY 2013-2014 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 …………………………………………………………………… 4 City Manager’s Budget Message ………………………………………………………………. 5 Executive Budget Summary ……………………………………………………………………. 12 Budget Overview Fund Structure ……………………………………………………………………………….. 16 Budget Basis & Budget Process ……………………………………………………………... 18 Financial Policies …………………………………………………………………………….. 22 Debt Schedules ………………………………………………………………………………. 29 Summary Budget Information Summary of Estimated Financial Sources & Uses …………………………………………… 30 Revenue Discussion……………………………………………………………………………. 34 Expenditure Discussion………………………………………………………………………... 38 Personal Services ……….…………………………………………………………………….. 43 Detail Information by Fund GENERAL FUND Fund Highlights ………………………………………………………………………………. 49 Revenues ……………………………………………………………………………………... 51 0100 City Council ……………………………………………………………………………. 56 0200 City Manager …………………………………………………………………………… 58 0220 Information Technology ……………………………………………………………….. 60 0300 Human Resources ……….……………………………………………………………... 62 0310 Risk Management ……………………………………………………………………… 64 0400 City Clerk ………………………………………………………………………………. 66 0500 Financial Services ……………………………………………………………………… 68 0530 Purchasing ……………………………………………………………………………… 70 0800 Police …………………………………………………………………………………… 72 0900 Fire ……………………………………………………………………………………... 76 1000 Recreation Services …………………………………………………………………….. 80 1010 Parks ……………………………………………………………………………………. 84 1015 Right-of-Way …………………………………………………………………………… 86 1020 Senior Center …………………………………………………………………………… 88 1040 Golf Club ……………………………………………………………………………….. 90 1045 Golf Grounds …………………………………………………………………………… 92 1060 Library ………………………………………………………………………………….. 94 1070 Museum ………………………………………………………………………………… 96 1080 Cemetery ……………………………………………………………………………….. 98 1200 Engineering Services …………………………………………………………………… 101 1205 Planning & Zoning ……………………………………………………………………... 104 1217 Code Enforcement ……………………………………………………………………… 106 1220 Fleet ……………………………………………………………………………………. 108 1230 Facilities ………………………………………………………………………………... 110 1240 Streets …………………………………………………………………………………... 112 1500 Non-Departmental ……………………………………………………………………… 114 LAW ENFORCEMENT TRUST FUND ………………………………………………………… 115 LAW ENFORCEMENT TRAINING FUND …………………………………………………….. 118 FLORIDA BUILDING CODE FUND ……………………………………………………………. 120 1  Table of Contents continued Page # COMMUNITY DEVELOPMENT BLOCK GRANT FUND ……………………………………. 124 COMMUNITY REDEVELOPMENT AGENCY FUND Fund Highlights ………………………………………………………………………………. 128 Revenues ……………………………………………………………………………………... 129 0800 Police ……………………………………………………………………………………. 130 2000 CRA ………………….…………………………………………………………………. 132 DEBT SERVICE FUND …………………………………………………………………………. 134 BEAL MEMORIAL CEMETERY PERPETUAL CARE FUND ……………………………….. 136 UTILITIES FUND Fund Highlights ………………………………………………………………………………. 138 Revenues ……………………………………………………………………………………... 139 0520 Customer Service ………………………………………………………………………. 140 1300 Utility Services …………………………………………………………………………. 142 1310 Water Operations ………………………………………………………………………. 144 1340 Water Distribution ……………………………………………………………………… 146 1350 Sewer Collection & Treatment …………………………………………………………. 148 1500 Non-Departmental ……………………………………………………………………… 151 SANITATION FUND Fund Highlights ……………………………………………………………………………… . 152 Revenues ……………………………………………………………………………………… 153 1360 Solid Waste ……………………………………………………………………………... 154 1370 Recycling ……………………………………………………………………………….. 156 1500 Non-Departmental ……………………………………………………………………… 158 STORMWATER FUND Fund Highlights ……………………………………………………………………………… 160 Revenues …………………………………………………………………………………….. 161 1380 Stormwater …………………………………………………………………………….. 162 1500 Non-Departmental …………………………………………………………………….. 164 IT Replacement Program ……………………………………………………………………… 165 Fleet Replacement Program …………………………………………………………………… 170 Capital Improvements Program (CIP) CIP Process ………………………………………………………………………………….. 174 Five-Year Funding Schedule ………………………………………………………………… 176 General Fund Projects ……………………………………………………………………….. 178 CRA Fund Projects ………………………………………………………………………….. 198 Utilities Fund Projects ………………………………………………………………………. 202 Stormwater Fund Projects …………………………………………………………………… 210 Statistical Information History & Profile …………………………………………………………………………….. 215 Neighborhood Information ………………………………………………………………….. 217 Location, Employment ………………………………………………..…………………….. 220 Demographics ……………………………………………………………………………….. 221 Property Taxes ………………………………………………………………………………. 222 Select Fee Schedules ………………………………………………………………………… 223 Glossary of Terms & Acronyms Glossary of Terms ……………………………………………………………………………. 224 Acronyms …………………………………………………………………………………….. 234 Budget Resolutions Millage Rate ………………………………………………………………………………….. 235 Budget Adoption ……………………………………………………………………………... 236 2  CITY OF FORT WALTON BEACH, FL City Council Left to right (standing): Bobby Griggs (Seat 1), joyce gossom (Seat 2), Amy Jamieson (Seat 5), Bull Ridgon (Seat 6), and Dick Rynearson (Seat 7). Left to right (seated): John Mead (Seat 3), Mayor Mike Anderson, and Trey Goodwin (Seat 4). 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 Beedie Engineering &Utility Services – Tim Bolduc City Clerk – Helen Spencer Financial Services – Brandy Ferris City Attorney – Hayward Dykes, Jr. Fire Services – Ken Perkins, Chief Human Resources – Vacant Police Services – Ted Litschauer, Chief Recreation & Cultural Services – Jeff Peters 3  Core Values Rather than being just words found on the website or located at the top of 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 City Manager’s Budget Message October 1, 2013 Honorable Mayor, City Council Members, and Citizens: It is my pleasure to submit the fiscal year 2013-14 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 2013-14 budget of $34,716,183 is $2,700,612 or 8.4% more than the adopted FY 2012- 13 budget due to efforts to return the City to financial stability and programmatic sustainability after consecutive years of reductions. The budget has been developed within the framework of sustainability… the idea that the expenses proposed will enable the City to continue to offer the variety of programs and services for which the City is known and provide the highest level of services to its residents and businesses. The sustainability initiative is discussed in greater detail on the following pages, but first it’s helpful to evaluate the current economic conditions. 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. Consumer Price Municipal Cost Consumer Confidence Leading Economic Index Index Index Index *Arrow indicates direction of performance during past year; Color denotes if change has a positive (green) or negative (red) impact.* The Consumer Price Index (CPI) – prepared by the US Bureau of Labor Statistics and the most widely used gauge of inflation – is 1.3% higher than a year ago for the southern region. The Municipal Cost Index – prepared by American City & County to show the effects of inflation on the cost of providing municipal services – is 1.9% higher than a year ago. Although higher prices have a negative budgetary impact, they do signal an improving economy. The Consumer Confidence Index – prepared by The Conference Board based on a representative sample of US households – is at its highest level since January 2008. The Leading Economic Index – also prepared by The Conference Board and designed to signal turning point patterns in economic data – has grown steadily over the past six months. According to economists at The Conference Board, “conditions in the economy remain resilient” though “cutbacks in public spending programs” (e.g. sequestration) could prove challenging. Economic stabilization is evident on a local level as well. The State of Florida projects an increase for each of the City’s revenue sharing funds (local option fuel tax, communication services tax, municipal revenue sharing, and half-cent sales tax), which suggests an uptick in discretionary spending. After five years of declining values, the Okaloosa County Property Appraiser anticipates a 0.8% increase in taxable assessed value for the City. It appears the downward spiral in the real estate market has ended. However, civilian furloughs at Eglin AFB and Hurlburt Field, two of the area’s largest employers, could adversely affect the local economy in the short-term. City of Fort Walton Beach, FL 5 City Manager’s Budget Message TOP 3 BUDGET ISSUES Current Year – FY 2013-14 Prior Year – FY 2012-13 Property Taxes $1,320,549 ▲ Staffing Changes $839,549 ▼ Millage rate increase from 4.5383 to 5.7697 to fund FTE’s reduced from 298.4 to 289.95; eight sworn a sustainable General Fund budget. police officers among positions eliminated. Wage Adjustments $280,166 ▲ Property Taxes $149,078 ▼ CPI since the last adjustment on 10/01/2008; spread Assessed value decrease of $38M or 3.0% due to over a two year period and tiered based on tenure. declining property values; Millage rate unchanged. Golf Club $369,386 ▼ Pension Contributions $146,744 ▲ Moved operations from enterprise fund to General City contributions per actuaries: 27.91% general, Fund to facilitate self-sustainability. 36.7% police officers, 33.6% firefighters. Property Taxes The City’s 2013 gross taxable property value for operating purposes is $1.129 billion, an increase of $9.4 million or 0.8% from the 2012 final gross taxable property value of $1.119 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 7 1,400 6 1,200 Ad Valorem Taxes (millions) 5 Taxable Value (millions) 1,000 4 800 3 600 2 400 200 1 - - 2004-05 2005-06 2006-07 2007-08 2008-09 2009-10 2010-11 2011-12 2012-13 2013-14 General Fund CRA Fund Tax Revenue Millage As the chart above depicts, the City maintained or decreased the millage (tax) rate during the real estate boom (FY 2004-05 through FY 2007-08). 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. The current state of the economy is certainly not ideal for a tax increase, and staff and City Council have delayed this approach as long as possible. Unfortunately, the decline in property values over the past several years has eroded this revenue stream, which funds approximately 25% of General Fund services. The General Fund houses basic City services such as police, fire, recreation, code enforcement, streets, as well as administrative functions including finance, IT, and human resources. Even at the higher millage rate of 5.7697, property taxes will fund only 59% of police and fire operations – services that set the City apart from its neighbors and the County and for which citizens choose to live in Fort Walton Beach. Ideas for reducing police City of Fort Walton Beach, FL 6 City Manager’s Budget Message and fire operations have been rejected by previous Councils as a means for balancing the budget. The consolidated recreation complex under construction demonstrates Council’s commitment to recreational programs and is a cost-saving alternative to maintaining aging infrastructure. The deferment of computer, vehicle, and equipment replacements; facility maintenance; and employee wage adjustments that has occurred in prior years in response to the decrease in revenues is not sustainable. Maintenance and repair costs for fleet and facilities are increasing, and talented employees are leaving for more competitive pay as the economy rebounds. Although replacing equipment appears more costly up-front, from a business perspective it makes more sense than maintaining an aging fleet. For example, the 8 police vehicles slated for replacements are 10-14 years old with 138K-273K miles. Deferring the replacement of these vehicles yet another year only widens the budget gap in future years as even more vehicles exceed their useful life and become more expensive to maintain than replace. Retaining the millage rate at 4.5383 for FY 2013-14 is not possible without cuts that would result in increased response times for police and fire as well as safety concerns for those personnel, or the elimination of programs that identify the City (e.g. Library, Heritage Park Museums). Reductions to recreational programs would be counter-productive since a new recreation complex is currently under construction. General Fund staffing has been reduced 26% since FY 2008. There is simply no more room to “do more with less.” One mill equals $1 per $1000 of taxable property value. Increasing the millage rate from 4.5383 to 5.7697 mills equates to $123.14 in additional property taxes for a property with a taxable value of $100,000. Interestingly, 80% of residents and 34% of businesses have taxable values under $100,000. A millage rate of 5.7697 generates an additional $1.1M in the General Fund and $205K in the CRA Fund. The additional funding in the General Fund is allocated as follows: • $300K to offset the reduction in Gulf Power franchise fee revenue; Gulf Power’s fuel charge decreased from $4.96 in January 2012 to $3.82 in January 2013 • $216K for vehicle replacements; a comprehensive review of the City’s fleet is underway; most vehicles will be replaced on a 10-year cycle; patrol vehicles are slated for 7 years • $205K for employee wages adjustments of up to 3.75% based on tenure; the last wage adjustment was on 10/01/2008 • $67K for police pension contributions • $61K for debt payments to replace a fire pumper in service since 1993 • $45K to offset the reduction in local option fuel tax; this reduction may be higher City of Fort Walton Beach, FL 7 City Manager’s Budget Message depending on the outcome of negotiations with the County for a new interlocal agreement • $45K for reinstatement of the police chief’s administrative assistant; this was an unsustainable personnel reduction made last year • $41K for computer replacements • $36K for facilities repairs & maintenance; a comprehensive review of City facilities is underway, including prioritization of repairs and analysis of possible consolidation • $27K for fire pension contributions • $26K to reclassify a streets service worker to full-time Wage Adjustments Employee wages were last adjusted on October 1, 2008. The real purchasing power of employee paychecks has decreased 7.48% since then as measured by the consumer price index. To mitigate the budgetary impact of this initiative, the adjustment will occur over a two-year period and be awarded in conjunction with each employee’s annual evaluation. In the interest of fairness and to maintain a salary separation based on years of service, the amount of the adjustment will be tiered based on tenure as follows: • Employees hired prior to 10/01/2009 – 3.75% increase in both FY 2014 and FY 2015 • Employees hired prior to 10/01/2010 – 3.00% increase in both FY 2014 and FY 2015 • Employees hired prior to 10/01/2011 – 2.25% increase in both FY 2014 and FY 2015 • Employees hired prior to 10/01/2012 – 1.50% increase in both FY 2014 and FY 2015 • Employees hired prior to 10/01/2013 – 0.75% increase in both FY 2014 and FY 2015 • Employees hired 10/01/2013 and after – 0.75% increase in FY 2015 Adjustments for Charter Officers (City Manager, City Clerk, and City Attorney) are awarded at City Council’s discretion based on their annual evaluations in August of each year. The FY 2013-14 budget includes funding for a wage adjustment up to 3.75% for both the City Manager and City Clerk should City Council elect to award wage adjustments during the August 2014 review process. The City Attorney’s services are procured via contract. An adjustment of 2.25% is included for City Council effective April 1, 2014. These wage adjustments are estimated at $280K for FY 2013-14 (partial-year impact since awarded on employee evaluation dates), an additional $494K for FY 2014-15 (the balance of FY14 raises as well as the partial-year impact of FY15 raises), and an additional $215K for FY 2015-16 (the balance of FY15 raises). Of course, the second year adjustment is not guaranteed and will be based on the budget situation in FY 2014-15. Golf Club Golf Club operations were moved from the General Fund to a stand-alone enterprise fund effective October 1, 1995. The purpose of an enterprise fund is to account for operations that are financed and operated in a manner similar to the private sector when the intent of the governing body is that the cost of providing the goods or services to the general public on a continuing basis be financed primarily through user charges. The Golf Fund has not been profitable over the past decade due to a variety of factors, losing money eight of the last ten years. The Golf Fund reported a net loss of $265K and deficit unrestricted net assets of $99K for the year ending September 30, 2012. It is on track to lose another $500K at the end of the current fiscal year. No further budgetary cuts are possible if City of Fort Walton Beach, FL 8 City Manager’s Budget Message current operations are to be maintained. Alternatives for addressing the recurring deficit include increasing rates and/or reducing the number of holes from 36 to 27 or 18. Competition from other local courses makes increasing rates impractical at the present time, and professional analysis from an industry expert is required to determine the expense savings and revenue loss associated with reducing the number of holes. Although the Golf Fund is typically able to generate positive cash flow from operating activities, it is not able to cover its debt payments to creditors or the advance from the General Fund granted two years ago. Golf operations are not sustainable as an enterprise fund absent ongoing transfers and support from the General Fund. Moving operations back into the General Fund will reduce the operating deficit to $55K for FY 2013-14. Course conditions have recovered from last year’s improper chemical application and as play continues to improve, it is hoped golf operations will regain their self-sustainability and at a minimum break even as part of the General Fund. General Fund reserves will be impacted by this change. There will be an approximately $590K decrease in unassigned fund balance due to assuming the Golf Fund’s negative net assets; however, this decrease would still occur if the Golf Fund remained an enterprise fund in order to eliminate the fund’s negative net assets. The $2.7M loan advance will be removed from the General Fund’s nonspendable fund balance. OTHER ASSUMPTIONS & CHANGES REVENUES (detailed discussion on pages 34-37) 1. Revenues are estimated at conservative levels to guard against unanticipated economic shifts, legislative changes, or collection levels. General government revenues are largely budgeted based on historical collection and growth levels. Enterprise revenues are based on historical usage and/or number of customers, adjusted for current rates. 2. An estimated 5% water and sewer rate increase on October 1, 2013 is assumed for budget purposes. A new five-year rate study is underway to determine the required rate increase to generate enough revenue to sustain a renewal and replacement reserve and account for the debt service associated with the new force main and pump station. The rate study will also assess the possibility of creating a reclaimed water utility as well as combining the stormwater fund with the utilities (water & sewer) fund. The stormwater master plan has been completed and the list of priority projects will determine the appropriate rate structure to fund required improvements. 3. Use of reserves – Appropriations from fund balance (governmental funds) or net assets (enterprise funds) are budgeted as follows: a. General Fund – $70,590 from restricted fund balance (Harvey Trust - funding bequeathed to the City for library purposes) for storage cabinet, shelving unit, and a/c replacement; $173,082 from unassigned fund balance for 4th of July fireworks, network firewall, laserfiche upgrade, four police vehicles, and additional lighting in fleet bays. b. Law Enforcement Trust Fund – $12,785 from unassigned fund balance for meth lab cleanup and forefeiture legal fees. The Florida Attorney General has opined that it is not permissible to budget forfeiture revenues, so an appropriation from fund balance is budgeted to record the use of the prior year’s forfeitures for current year activities. City of Fort Walton Beach, FL 9 City Manager’s Budget Message c. Law Enforcement Training Fund – $1,490 from unassigned fund balance for accreditation assessment. d. Utilities Fund – $503,819 from restricted net assets (renewal & replacement) for water line replacements, sewer system grouting & lining, and lift station rehab. EXPENSES (detailed discussion on pages 38-42) 1. Wages have been adjusted as previously discussed. 2. Benefits have been adjusted as follows: a. Medical insurance – health insurance premiums will rise only 1.3% thanks to good claims history and sending the policy out to bid. Nonetheless, the budget is anticipated to decrease $8K or 0.5% due to the City’s contribution being lower for new hires. b. General employee pension – the City’s contribution rate remains at 27.91% with the assumption that City Council adopts plan changes adjusting benefits to offset required contribution increases. c. Police officer pension – the City’s contribution rate increases from 39.041% to 43.6% per the actuarial analysis, resulting in a $67K or 10% budget increase. d. Firefighter pension – the City’s contribution rate increases from 36.347% to 37.843% per the actuarial analysis, resulting in a $27K or 7% budget increase. 3. The following computer replacements are budgeted at a total cost of $82K; IT replacement schedule on pages 165-169. a. General Fund – firewall, laserfiche, various laptops and desktops b. Utilities Fund – various laptops and desktops 4. The following vehicle and equipment replacements are budgeted at a total cost of $823K; fleet replacement schedule on pages 170-173. a. General Fund – 8 patrol vehicles (4 of which are funded from reserves to catch up from prior year deferments), 2 ½-ton trucks, 1 ¾-ton truck, 1 SUV, 1 utility bed truck, 1 fire pumper b. Utilities Fund – 3 ½-ton trucks, 1 1-ton crew cab truck c. Sanitation Fund – 1 residential sideloader d. Stormwater Fund – 1 1-ton crew cab truck, 1 street sweeper 5. The following capital improvement projects are budgeted at a total cost of $615K. More detailed information is available on pages 174-213. Recurring a. Utilities Fund – Water Line Replacement, Sewer System Grouting & Lining Non-Recurring a. General Fund – Hooper Drive paving b. Utilities Fund – Lift Station Rehab c. Stormwater Fund – Hooper Drive storm drainage City of Fort Walton Beach, FL 10 City Manager’s Budget Message 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 30 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 Budget & Grants Manager Charlotte Dunworth. 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 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, 2012. 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 11  Executive Budget Summary Where the Money Comes From … … And Where the Money Goes Budgeted Revenues: $34,716,183 Budgeted Expenditures: $34,716,183 Ad Valorem Debt Service, Reserves, Taxes, Other Taxes, Capital Outlay/ Contingencies, $2,412,032 , 6.9% $761,766 , 2.2% $6,187,409 , $4,840,676 , Improvement, $248,256 , 0.7% 17.8% 13.9% $2,050,219 , 5.9% Culture & Reserves, Interfund Recreation, $420,394 , 1.2% Transfers, $3,846,982 , $1,718,769 , 5.0% Licenses & 11.1% Interfund Permits, Transfers, $2,083,974 , 6.0% Economic Interest & Other $1,713,669 , 4.9% Environment, Revenues, $1,143,523 , 3.3% $654,979 , 1.9% General State Revenue Government, Sharing & Other $2,784,290 , 8.0% Fines and Intergov't, Transportation, Forfeitures, $3,138,998 , 9.0% $1,037,256 , 3.0% $125,700 , 0.4% Stormwater Fees, $591,000 , 1.7% Recreation, Golf, Cemetery, Other Physical Environment, Public Safety, Fees, $2,611,329 Garbage Fees, $9,992,298 , $9,067,264 , Water & Sewer , 7.5% $3,584,700 , 28.8% 26.1% 10.3% Fees, $8,416,883 , 24.2% User Fees are the largest revenue source for the Physical Environment including water, sewer, City at 43.8% and generate $15.2M. Unlike taxes, garbage, stormwater, and cemetery operations these charges are directly related to the service comprises the largest expense to the City at received and are collected for recreation & golf $10.0M or 28.8%. activities, water and sewer services, and garbage Public Safety includes police, fire, code collection. enforcement, and building inspection and totals Ad Valorem (Property) Taxes are the City’s $9.1M or 26.1% of expenses. second largest revenue source at $6.2M or 17.8% of Culture & Recreation totals $3.8M or 11.1% of revenues. Property taxes fund essential services expenses and includes parks & recreation programs such as police, fire, planning, & code enforcement. and facilities, senior center, library, museums, and Other Taxes total $4.8M and are the third largest golf courses. This category is down $350K or revenue source at 13.9% and include fuel tax, utility 8.3% from the prior year due to savings from taxes, communication services tax, business tax moving golf club operations to the General Fund. receipts, and insurance premium tax for police and fire pensions. BUDGET SUMMARY FY 2013-14 FY 2012-13 $ Variance % Variance General Fund 18,337,844 15,366,623 2,971,221 19.3% Law Enf. Trust Fund 16,500 16,500 0 0.0% Law Enf. Training 8,625 7,000 1,625 23.2% Fund FBC Fund 289,245 263,444 25,801 9.8% CDBG Fund 117,639 124,541 -6,902 -5.5% CRA Fund 1,592,546 1,326,101 266,445 20.1% Debt Service Fund 1,062,336 476,277 586,059 123.1% Utilities Fund 9,003,523 8,442,558 560,965 6.6% Sanitation Fund 3,623,635 3,315,600 308,035 9.3% Golf Fund 0 2,065,927 -2,065,927 -100.0% Stormwater Fund 597,290 575,400 21,890 3.8% Beal Memorial Fund 67,000 35,600 31,400 88.2% GRAND TOTAL $34,716,183 $32,015,571 $2,700,612 8.4% City of Fort Walton Beach, FL 12 Executive Budget Summary Operating Budget Capital Budget $32,665,964 $2,050,219 $12 $1,200 $10 $1,000 $8 $800 Millions Thousands $6 $600 $4 $400 $2 $200 $0 $0 General Government is comprised of the City Highlights for the upcoming year include: Council, City Manager, IT, Human IT Replacements – 34 computers, 11 laptops, 2 Resources, City Clerk, Finance, servers Purchasing, Planning, Fleet, and Facilities. These groups either shape overall City policy and/or provide guidance and assistance to other Vehicle Replacements – 8 patrol vehicles, 5 ½-ton departments and the public. trucks, 1 ¾-ton truck, 2 1-ton crew cab trucks, 1 utility bed truck, 1 SUV, 1 residential sideloader, 1 Public Safety includes police, fire, code fire pumper, 1 street sweeper enforcement, and building inspections. Police provides patrol, criminal investigations, community Water Line Replacements – 2 ¼” lines along policing, communications/ dispatch, and portions of Oak Street, Stacy Circle, Nebraska Ave, records maintenance. Fire provides fire as well as the 16” line under the Cinco Bridge protection, suppression, and inspection; emergency medical services; and fire safety Lift Station Rehab – set a new wet well at Lift education. Station #8 on Yacht Club Drive Physical Environment includes the production and distribution of drinking water, collection Sewer Grouting & Lining – segments in the and treatment of wastewater, collection of following locations have been preliminarily residential and commercial garbage, identified: Ajax Drive, Anchors Street, Blake recycling, management of stormwater and Avenue, Combs Manor Court, Fleet Street, Gilmore environmental issues, and cemetery operations. Court, and Uptown Station Transportation includes right-of-way, engineering, and streets. Economic Environment includes the CDBG program for low-mod income families and the CRA program to revitalize blighted areas. Recreation activities include neighborhood and facility parks, senior center, tennis center, skateboard park, library, museum complex, and two championship 18-hole golf courses. City of Fort Walton Beach, FL 13 Executive Budget Summary Did You Know? . . . The City of Fort Walton Beach comprises 34.4% of a citizen’s tax bill. What You'll Pay in FY 2013-14… Annual Cost of City Services Ad Valorem Taxes(1) 288.49 Water & Sewer Fees(2) 333.90 Garbage Fee(2) 204.60 Stormwater Fee(2) 36.00 $ 862.99 (1) Based on taxable property value of $50,000 (2) Minimum residential monthly fee One mill equals $1 per $1000 of taxable property value. Increasing the millage rate from 4.5383 to 5.7697 mills equates to $123.14 in additional property taxes (or $10.26/month) for a property with a taxable value of $100,000. 80% of residents & 34% of businesses will pay $48.08 or less per month in City property taxes That’s far less than two common monthly bills…. Basic Cable TV & Internet Cell Phone $109.28 $99.99 City of Fort Walton Beach, FL 14 Executive Budget Summary Cost of . . . One Police Officer, 24 Hrs/Day Starting Salary 32,445 Cost of . . . Incentive Pay 3,120 One Firefighter/EMT, 24 Hrs/Day Cost to . . . Overtime 702 Starting Salary 30,024 Maintain 10 Acres of Park Holiday Worked 1,287 Incentive Pay 1,800 Salaries 16,122 Health Insurance 11,362 Overtime 2,227 Health Insurance 3,030 Pension 16,374 Holiday Worked 1,155 Pension 3,599 Federal Taxes 2,873 Health Insurance 11,362 Federal Taxes 1,135 Workers Comp 1,554 Pension 13,324 Workers Comp 578 Personnel $ 69,717 Federal Taxes 2,694 Personnel $ 24,464 Equipment & Supplies 1,543 Workers Comp 1,773 Vehicle Fuel & Repair 6,018 Personnel $ 64,359 Utilities & Fuel 5,381 Insurance 827 Vehicle/Equip Repair 717 Physicals,Immunizations 350 Grounds Maintenance 2,715 Operating $ 8,388 Uniform Replacement 250 Other 392 Annual Recurring 78,105 Training/Other 600 Operating $ 9,205 Operating $ 1,200 Immunizations 250 Annual Recurring 33,669 Radio,Uniform,Vest,Gun 2,437 Annual Recurring 65,559 ½ Ton Truck 16,700 Vehicle & Equipment 37,091 Uniform 2,949 52" Mower 12,500 Non-Recurring $ 39,778 Non-Recurring $ 2,949 Field Rake 9,800 Total Cost to Hire & Total Cost to Hire & Trailer 2,500 Equip One Officer $ 117,883 Equip One Firefighter $ 68,508 Backpack Blower 475 2 Officers Required 3 Firefighters Required (min. manning) 16" Chainsaw 250 for 24 Hour Coverage x3 Non-Recurring $ 42,225 for 24 Hour Coverage x2 Total Cost $ 235,766 Total Cost $ 205,524 Total Cost $ 75,894 The cost per day for one police The cost per day for one The cost per day to maintain officer is $645.93 firefighter/EMT is $563.08 10 acres if parks is $207.93 The City has 43 sworn police officers. The City has 36 firefighters/EMTs. The City has 182.70 acres of parks. City of Fort Walton Beach, FL 15 Budget Overview The fundamental purpose of the City’s budget is to link what we want 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 total 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 Vision and The City’s Business is SERVICE Strategic Plan goals, and identifies the short We are committed to providing quality service to and long-term impacts programs, services, our community in ways that are responsive and and capital improvements will have on the caring by working together to serve our residents. City’s 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 capital improvements program and debt honest, 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 historical data on operations, identifying the needs 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 1 and ends September 30. 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 16 Budget Overview 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 – Account 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 17  Budget Overview Accounting Law Law Department/ General Enf. Enf. FBC CDBG CRA Utilities Sanitation Stormwater Division Trust Train City Council √ City Manager √ Information Tech √ General Human Resources √ Gov’t Risk Management √ City Clerk √ $4.5M Finance √ Purchasing √ Fleet √ Facilities √ Public Safety Police √ √ √ √ $9.3M Fire √ Recreation √ √ Parks √ √ Recreation Right-of-Way √ Operations Services Senior Center √ Golf Club √ $5.0M Library √ Museum √ Cemetery √ Engineering Svcs √ √ √ Planning/Zoning √ Bldg Insp/Permits √ Code Enforcement √ Engineering Streets √ & Utility Customer Service √ Services Utility Services √ $15.9M Water Operations √ 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 Department). The smallest organizational unit budgeted is a Division. Each division indicates responsibility for one functional area (e.g. Library Division within Recreation Department). When divisions are combined, a department is formed. In order to provide City Council and citizens with a well-rounded presentation of each department, the following elements are presented in the annual budget: organizational chart, revenues & expenditures, mission, description, goals & objectives, and accomplishments. The performance metrics reflect an operational plan and demonstrate how dollars and cents are translated into tangible returns for the citizens. BUDGET BASIS Annual appropriated budgets are adopted by resolution for all governmental and proprietary funds. The City is not legally required to budget for proprietary or fiduciary funds and those budgets are not included in the City’s audited financial statements. The basis of accounting used for purposes of financial reporting in accordance with generally accepted accounting principles City of Fort Walton Beach, FL 18 Budget Overview (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 1990, and control development and Capital Improvements Plan) updated in 2000 & redevelopment, as required must be concurrent with the 2011. per Florida Statute Chapter Comprehensive Plan. 163. Vision Plan Long Range Plan - Defines the broad, idealistic Outlines the general allocation developed in 1994, values that citizens cherish of resources to achieve the updated in 2004 & and desire for their desired service levels and 2011. community and creates shared quality of life. 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 importance priorities or economic updated annually to City Council and funding conditions. 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. Roles & Responsibilities The budget process begins in January with the Finance Director and Budget & Grants Manager City of Fort Walton Beach, FL 19 Budget Overview 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 FINANCIAL A Budget Meeting is held with City Council in June to YEAR BEGINS FORECAST DEVELOPED determine Council’s priorities and position issues specific to Oct 1 Jan development of the operational and capital budgets for the BUDGET BUDGET MEETING upcoming fiscal year. City Council’s decisions provide the ADOPTION Sep Jun framework under which the budget is prepared to meet City Council’s programmatic objectives within available fiscal PUBLIC BUDGET DEPARTMENT MEETINGS resources projected in the five-year forecasts. The meeting is WORKSHOPS Aug BUDGET May/Jun COMMITTEE open to the public and the public is encouraged to attend and REVIEW Jun/Jul 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 Manager. 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 Manager 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. Community Participation The City solicits input annually from its residents and businesses to gauge citizen satisfaction and progress toward improving services. A 6.7% response rate (548 responses out of 8180 surveys) was achieved for the third annual City Services Survey. The responses were presented to City Council and have been 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 of Fort Walton Beach, FL 20 Budget Overview City Council Budget Review BUDGET SCHEDULE The Mayor and City Council are January 2013 Five-Year Financial Forecasts Developed responsible for reviewing the proposed May 2013 First Department Budget Submission Revenues Fee Schedule budget to ensure it meets the goals and Personnel Operating Expenses objectives of the City, conducting Computers Equipment/Vehicles Capital Improvement Projects meetings on the budget to enlist public June 2013 Departmental Budget Reviews comment, and conducting public hearings June 18, 2013 City Council Budget Meeting prior to the final adoption of the budget. Discussion Budget Issues Set Proposed Millage Rate for TRIM Notice In August, a budget meeting is held with July 2013 Second Department Budget Submission the City Council to review and discuss Current Year Accomplishments the proposed budget. The City Manager Budget Year Goals & Objectives Performance Measures reviews major issues and Department August 12, 2013 City Council Meeting – Review Budget Directors are present for the discussions September 4, 2013 City Council Meeting – Adopt Tentative and study of the proposed budget. The Millage Rate and Budget by Resolution meeting is open to the public and the September 18, 2013 City Council Meeting – Adopt Final Millage public is encouraged to attend and Rate and Budget by Resolution participate. 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 1. Budget Maintenance Budget maintenance is a year-round activity of the Department Directors, Finance Director, and Budget & Grants Manager. 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 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 of Fort Walton Beach, FL 21 Budget Overview 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 & expenditures 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 are provided in graphical format on page 210. 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. City of Fort Walton Beach, FL 22 Budget Overview 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. 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 30 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. City of Fort Walton Beach, FL 23 Budget Overview 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).  Advance to Golf Fund – The $2.5M balance has been written off since golf club operations are being rolled into the General Fund from a stand-alone enterprise fund. 2. Restricted (externally enforceable limitations) – resources with limitations imposed by creditors, grantors, laws, regulations, or enabling legislation.  Harvey Trust – There is appropriated $70,590 from the Harvey Trust in the current year budget for a storage cabinet, shelving unit, and a/c replacement. 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.  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 $5.5M 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. There is appropriated $173,082 in the current year budget for 4th of July fireworks, network firewall, laserfiche upgrade, four police vehicles, and additional lighting in fleet bays. 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 $342K. City of Fort Walton Beach, FL 24 Budget Overview Changes in Fund Balance For reasons previously stated (advance to golf fund write-off, 4th of July fireworks, network firewall, laserfiche upgrade, four police vehicles, and additional lighting in fleet bays), General Fund reserves are anticipated to decrease $2.8M or 30%. The Law Enforcement Training Fund is budgeted to decline $1,490 or 15% due to accreditation expenses, which are incurred every three years. Actual Budget Variance FY12 to FY13 FY 2012 FY 2013 FY 2014 $ % General Fund $10,058,860 $9,230,123 $6,455,559 -$2,774,564 -30.1% Law Enf. Trust Fund $252,779 $238,079 $225,294 -$12,785 -5.4% Law Enf. Training Fund $9,869 $9,869 $8,379 -$1,490 -15.1% FBC Fund n/a $0 $8,042 $8,042 0.0% CDBG Fund -$302 $0 $0 $0 0.0% CRA Fund $3,736,100 $3,601,732 $3,601,732 $0 0.0% Debt Service Fund $113,507 $113,507 $113,507 $0 0.0% Beal Memorial Fund $1,959,836 $1,994,436 $2,053,436 $59,000 3.0% 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. Actual FY 2010 FY 2011 FY 2012 Utilities Fund 220 163 297 Sanitation Fund 259 228 226 Stormwater Fund 344 425 353 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: City of Fort Walton Beach, FL 25 Budget Overview 1. Restricted – funds committed for identified purposes or legally required to be segregated; not available to liquidate liabilities of the current period (e.g. debt service, impact fees). 2. Unrestricted – funds not required to be on hand and have not been identified for a particular purpose; available for capital projects or to balance the budget; the measure of financial health for an enterprise fund.  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. Actual Estimate FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 Utilities Fund 56.9% 43.2% 74.4% 74.7% 81.1% Sanitation Fund 60.3% 61.1% 59.3% 63.3% 66.6% Stormwater Fund 91.3% 113.7% 94.3% 76.8% 96.6% Investments Investment Philosophy – Funds shall be invested in a manner that will ensure the safety of principal while meeting daily cash flow needs. Optimization of investment income shall be secondary to the requirements of safety and liquidity. Investment Policy – Ordinance 1875, adopted by City Council in January 2013, 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). Over the past year, the City transitioned from a short-term internally-managed portfolio of certificates of deposit, money market funds, and bank accounts to two externally-managed City of Fort Walton Beach, FL 26 Budget Overview portfolios: short-to-medium term (PFM Asset Management) and medium-to-long term (Morgan Stanley Smith Barney). Staff will continue to monitor investments to evaluate whether the enhanced diversification and third-party management is resulting in additional value to the City. Debt Issuance Debt Limit – The State of Florida does not place a legal limit of debt on municipalities. However, general obligation debts greater than one year require voter referendum approval. Special revenue debt is pledged by a specific revenue source and limited by available revenue; therefore it is not subject to voter referendum. Any new debt will be carefully evaluated as to its impact on operations. Debt Philosophy – The use of debt financing for long-term capital improvement programs is based upon two types of debt financing: 1) “pay-as-you-go” and 2) “pay-as-you-use”. In practice, the City uses a mix of these two basic methods to finance its Capital Improvements Program, with pay-as-you-go financing used for recurrent capital expenditures and with pay-as- you-use financing used for long-term, non-recurrent capital expenditures. • Pay-As-You-Go – A type of financing whereby current revenues, taxes, and/or grants rather than long term debt are used to pay for capital improvements. Example: annual street paving. • Pay-As-You-Use – A type of financing whereby long term debt is used to pay for capital improvements. Example: debt financing for a new municipal facility. Debt Policy Statement – The following policy statements govern the City’s use of debt to finance long-term, non-recurring capital improvements: • Recurrent capital expenditures for replacement, expansion and/or acquisition of plant, equipment, and/or motor vehicles will be financed on a pay-as-you-go basis from funds available and appropriated in the City’s annual operating budget. • Only long-term, non-recurrent capital expenditures for public improvements having a relatively greater cost and longer useful life, and which require additional funding over and beyond the fiscal capacity of the City’s annual operating budget, will be financed through the issuance or creation of long-term debt. These expenditures will not be debt-financed for periods exceeding the projected useful life of the improvement. • All capital improvements financed through the use of long-term debt will be consistent with the adopted Capital Improvements Program and the current fiscal year’s adopted Budget. • Revenue sources that will be used to pay long-term debt will be conservatively projected to ensure that such debt is adequately and soundly financed. • The City’s total general obligation debt will not exceed 10% of its assessed valuation. The City does not currently have any general obligation debt. • The City will use special assessment revenue bonds or other self-supporting bonds where possible and appropriate to finance long-term, non-recurrent capital improvements, rather than general obligation bonds. • The City will establish and maintain effective communications with bond rating agencies to keep them informed of its financial condition. City of Fort Walton Beach, FL 27 Budget Overview 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 1.25 time earnings. The General Fund is at 12.09 and the Utilities Fund is at 2.99. 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. Actual Budget FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 General Fund 12.9% 14.0% 13.7% 14.1% 33.1% Utilities Fund 32.6% 33.0% 33.0% 33.2% 29.0% Golf Fund 81.4% 87.3% 97.9% 124.4% n/a Stormwater Fund 1.4% 0.0% 0.0% 0.0% 10.3% Debt Rating – The City maintains a AA rating with both Standard and Poors and Fitch. Debt Principal and Interest Payments by Fund General Fund Utilities Fund Stormwater Fund Total Fiscal Yr Principal Interest Principal Interest Principal Interest Principal Interest 2013-14 663,650.53 398,682.83 527,615.00 789,180.76 25,276.00 7,624.00 1,216,541.53 1,195,487.59 2014-15 701,824.91 363,533.38 537,615.00 778,668.26 25,276.00 7,624.00 1,264,715.91 1,149,825.64 2015-16 713,627.13 344,849.62 547,615.00 767,418.26 25,276.00 7,624.00 1,286,518.13 1,119,891.88 2016-17 720,926.86 325,776.18 557,615.00 755,793.26 25,276.00 7,624.00 1,303,817.86 1,089,193.44 2017-18 726,853.33 306,353.71 572,615.00 742,993.26 25,276.00 7,624.00 1,324,744.33 1,056,970.97 2018-19 745,592.76 286,461.08 587,615.00 729,593.26 25,276.00 7,624.00 1,358,483.76 1,023,678.34 2019-20 741,929.55 267,599.56 602,615.00 715,593.26 25,276.00 7,624.00 1,369,820.55 990,816.82 2020-21 738,566.15 249,762.21 617,615.00 700,537.00 1,356,181.15 950,299.21 2021-22 691,497.00 232,826.72 632,615.00 684,862.00 1,324,112.00 917,688.72 2022-23 711,782.00 216,291.62 647,615.00 668,272.00 1,359,397.00 884,563.62 2023-24 685,298.00 179,864.34 662,615.00 650,847.00 1,347,913.00 830,711.34 2024-25 700,232.00 162,430.20 682,615.00 632,784.50 1,382,847.00 795,214.70 2025-26 720,054.00 144,607.58 702,615.00 613,872.00 1,422,669.00 758,479.58 2026-27 739,629.00 126,282.86 722,615.00 592,857.00 1,462,244.00 719,139.86 2027-28 3,282,127.00 107,460.50 742,615.00 570,937.00 4,024,742.00 678,397.50 2028-29 288,365.00 20,271.58 767,615.00 548,112.00 1,055,980.00 568,383.58 2029-30 293,998.00 13,639.18 792,615.00 524,157.00 1,086,613.00 537,796.18 2030-31 299,010.00 6,877.24 817,615.00 499,072.00 1,116,625.00 505,949.24 2031-32 842,615.00 472,972.00 842,615.00 472,972.00 2032-33 872,615.00 445,747.00 872,615.00 445,747.00 2033-34 660,000.00 60,750.00 660,000.00 60,750.00 2034-35 690,000.00 31,050.00 690,000.00 31,050.00 14,164,963.22 3,753,570.39 14,787,300.00 12,976,068.82 176,932.00 53,368.00 29,129,195.22 16,783,007.21 Principal Interest Total Existing Debt $890,954 $377,531 $1,268,485 New Debt anticipated in FY 2013-14 $325,588 $817,957 $1,143,545 FY 2013-14 Budget Debt Impact: $1,216,542 $1,195,488 $2,412,030 City of Fort Walton Beach, FL 28  Budget Overview DEBT SCHEDULES Facility & Infrastructure Debt Service by Fiscal Year 2013A Revenue Note 2005 Bond 2013 SRF Loan Fiscal 2013 Revenue Note Recreation Complex Utility System Force Main Year Municipal Facilities & Equipment Improvements & Pump Station Grand Total 2013-14 $306,192.26 $557,524.42 $722,758.76 $594,037.00 $2,180,512.44 2014-15 $309,216.88 $557,524.54 $722,246.26 $594,037.00 $2,183,024.68 2015-16 $306,627.56 $557,525.20 $720,996.26 $594,037.00 $2,179,186.02 2016-17 $308,637.34 $557,524.52 $719,371.26 $594,037.00 $2,179,570.12 2017-18 $305,087.24 $557,524.96 $721,571.26 $594,037.00 $2,178,220.46 2018-19 $306,022.48 $557,524.68 $723,171.26 $594,037.00 $2,180,755.42 2019-20 $306,467.10 $557,524.86 $724,171.26 $594,037.00 $2,182,200.22 2020-21 $306,422.20 $557,525.30 $724,115.00 $594,037.00 $2,182,099.50 2021-22 $305,887.02 $557,524.70 $723,440.00 $594,037.00 $2,180,888.72 2022-23 $309,637.04 $557,524.58 $721,850.00 $594,037.00 $2,183,048.62 2023-24 $307,637.08 $557,525.26 $719,425.00 $594,037.00 $2,178,624.34 2024-25 $305,137.44 $557,524.76 $721,362.50 $594,037.00 $2,178,061.70 2025-26 $307,136.60 $557,524.98 $722,450.00 $594,037.00 $2,181,148.58 2026-27 $308,387.28 $557,524.58 $721,435.00 $594,037.00 $2,181,383.86 2027-28 $308,887.50 $3,080,700.00 $719,515.00 $594,037.00 $4,703,139.50 2028-29 $308,636.58 $721,690.00 $594,037.00 $1,624,363.58 2029-30 $307,637.18 $722,735.00 $594,037.00 $1,624,409.18 2030-31 $305,887.24 $722,650.00 $594,037.00 $1,622,574.24 2031-32 $721,550.00 $594,037.00 $1,315,587.00 2032-33 $724,325.00 $594,037.00 $1,318,362.00 2033-34 $720,750.00 $720,750.00 2034-35 ____________ ____________ $721,050.00 . _____________ $721,050.00 $5,529,544.02 $10,886,047.34 $15,882,628.82 $11,880,740.00 $44,178,960.18 2013 Revenue Note – refinance 2001 bond for library, police station (new) and fire station, city hall complex (renovate) 2013A Revenue Note – recreation complex (new) and fairway sweeper/vacuum, bucket truck (replace) 2005 Bond – new water transmission lines and storage tanks; replace/rehab existing water and sewer lines 2013 SRF Loan – new force main and pump station (annual debt payment estimated; final amount won’t be known until project completion in December 2013) Equipment Debt Service by Fiscal Year Fiscal Year Phone System Fire Ladder Fire Pumper Golf Mowers Golf Mowers Street Sweeper Grand Total 2013-14 $25,057.68 Truck $84,625.14 Truck $60,912.00 $17,170.74 $10,851.12 $32,900.00 $231,516.68 2014-15 $25,057.68 $84,625.34 $60,912.00 $17,170.73 $10,851.12 $32,900.00 $231,516.87 2015-16 $25,057.68 $84,625.15 $60,912.00 $12,878.04 $10,851.12 $32,900.00 $227,223.99 2016-17 $25,057.68 $84,625.14 $60,912.00 $9,946.86 $32,900.00 $213,441.68 2017-18 $25,057.68 $84,625.16 $60,912.00 $32,900.00 $203,494.84 2018-19 $22,969.54 $84,625.14 $60,912.00 $32,900.00 $201,406.68 2019-20 $84,625.15 $60,912.00 $32,900.00 $178,437.15 2020-21 $63,468.86 $60,912.00 $124,380.86 2021-22 $60,912.00 $60,912.00 2022-23 __________ $60,912.00 $60,912.00 $148,257.94 $655,845.08 $609,120.00 $47,219.51 $42,500.22 $230,300.00 $1,733,242.75 Annual amounts estimated for fire pumper and street sweeper; final amounts won’t be known until purchased City of Fort Walton Beach, FL 29  CITY OF FORT WALTON BEACH, FL Summary of Estimated Financial Sources & Uses - All Funds Major Funds 1 GENERAL FUND UTILITIES FUND SANITATION FUND 2011-12 2012-13 2013-14 2011-12 2012-13 2013-14 2011-12 2012-13 2013-14 Actual Budget Budget Actual Budget Budget Actual Budget Budget Financial Sources Ad Valorem Taxes 4,240,342 4,043,901 5,227,981 - - - - - - Other Taxes 5,021,823 4,863,020 4,840,676 - - - - - - Licenses and Permits 2,142,995 2,077,249 1,792,424 30,290 - - 4,889 4,500 4,500 Intergovernmental Revenue 2,519,868 2,471,016 2,450,861 304,107 - - - - - Charges for Services 969,560 915,081 2,611,329 7,928,409 8,236,400 8,416,883 3,308,670 3,301,100 3,584,700 Fines and Forfeitures 104,199 103,700 118,700 - - - - - - Interest & Other Revenues 488,939 376,472 431,768 100,104 40,380 82,821 61,203 10,000 34,435 Other Financing Sources - - - - - - - - - 15,487,726 14,850,439 17,473,739 8,362,910 8,276,780 8,499,704 3,374,762 3,315,600 3,623,635 Appropriation from Reserves - 64,648 243,672 - 165,778 503,819 - - - $ 15,487,726 $ 14,915,087 $ 17,717,411 $ 8,362,910 $ 8,442,558 $ 9,003,523 $ 3,374,762 $ 3,315,600 $ 3,623,635 Interfund Transfers In 1,791,265 451,536 620,433 37,363 - - - - - Total Financial Sources $ 17,278,991 $ 15,366,623 $ 18,337,844 $ 8,400,273 $ 8,442,558 $ 9,003,523 $ 3,374,762 $ 3,315,600 $ 3,623,635 Financial Uses General Government 3,899,740 2,556,561 2,784,290 - - - - - - Public Safety 8,735,118 8,032,872 8,274,953 - - - - - - Physical Environment 295,220 287,085 296,726 6,736,570 6,166,674 6,177,205 2,744,416 2,863,962 3,037,537 Transportation 951,011 1,139,634 1,037,256 - - - - - - Economic Environment - - - - - - - - - Culture & Recreation 2,365,851 2,388,130 3,846,982 - - - - - - Capital Outlay/Improvements 1,675,465 294,302 842,865 2,338,055 283,707 806,879 497,149 286,618 286,618 Debt Service - - - 462,840 722,559 1,316,796 - - - Reclass of Capital for Depreciation - - - (1,931,653) - - (500,298) - - 17,922,405 14,698,584 17,083,072 7,605,812 7,172,940 8,300,880 2,741,267 3,150,580 3,324,155 Contingencies - 157,810 161,536 - 53,110 53,260 - 24,580 27,030 Reserves - - - - 895,972 158,950 - 85,847 142,450 $ 17,922,405 $ 14,856,394 $ 17,244,608 $ 7,605,812 $ 8,122,022 $ 8,513,090 $ 2,741,267 $ 3,261,007 $ 3,493,635 Interfund Transfers Out 512,060 510,229 1,093,236 1,177,785 320,536 490,433 463,941 130,000 130,000 Total Financial Uses $ 18,434,465 $ 15,366,623 $ 18,337,844 $ 8,783,597 $ 8,442,558 $ 9,003,523 $ 3,205,208 $ 3,391,007 $ 3,623,635 Net Increase/(Decrease) in (1,155,474) (64,648) (243,672) (383,324) 730,194 (344,869) 169,554 85,847 142,450 Fund Balance / Net Assets4 Fund Bal / Net Assets4 - Oct 1 8,162,178 7,006,704 6,942,056 6,671,062 6,287,738 7,017,932 1,732,712 1,902,266 1,988,113 4 Fund Bal / Net Assets - Sep 30 $ 7,006,704 $ 6,942,056 $ 6,698,384 $ 6,287,738 $ 7,017,932 $ 6,673,063 $ 1,902,266 $ 1,988,113 $ 2,130,563 Notes 1 Major funds each comprise at least 10% of the total appropriated budget 2 Other Governmental Funds - Law Enforcement Trust, Law Enforcement Training, CRA, CDBG, Debt Service, Beal Memorial 3 Other Enterprise Funds - Stormwater FY12,FY13,FY14; Golf FY12,FY13 4 Fund Balance / Net Assets amounts used are unrestricted, except CRA Fund which is committed to capital projects 30  Non-Major Funds OTHER GOVERNMENTAL 2 OTHER ENTERPRISE 3 Total All Funds 2011-12 2012-13 2013-14 2011-12 2012-13 2013-14 2011-12 2012-13 2013-14 % of Actual Budget Budget Actual Budget Budget Actual Budget Budget Budget 803,818 760,094 959,428 - - - 5,044,160 4,803,995 6,187,409 17.8% - - - - - - 5,021,823 4,863,020 4,840,676 13.9% - 254,740 287,050 - - - 2,178,174 2,336,489 2,083,974 6.0% 771,826 675,548 688,137 - - - 3,595,801 3,146,564 3,138,998 9.0% - - - 2,259,740 2,542,497 591,000 14,466,379 14,995,078 15,203,912 43.8% 38,737 7,000 7,000 - - - 142,936 110,700 125,700 0.4% 49,035 22,800 99,665 102,488 98,830 6,290 801,769 548,482 654,979 1.9% - - - 27,502 - - 27,502 - - 0.0% 1,663,416 1,720,182 2,041,280 2,389,730 2,641,327 597,290 31,278,544 30,804,328 32,235,648 - 14,700 14,275 - - - - 245,126 761,766 2.2% $ 1,663,416 $ 1,734,882 $ 2,055,555 $ 2,389,730 $ 2,641,327 $ 597,290 $ 31,278,544 $ 31,049,454 $ 32,997,414 493,151 514,581 1,098,336 18,909 - - 2,340,688 966,117 1,718,769 5.0% $ 2,156,567 $ 2,249,463 $ 3,153,891 $ 2,408,639 $ 2,641,327 $ 597,290 $ 33,619,231 $ 32,015,571 $ 34,716,183 - - - - - - 3,899,740 2,556,561 2,784,290 8.0% 454,773 747,308 792,311 - - - 9,189,891 8,780,180 9,067,264 26.1% 239 1,000 8,000 497,013 410,227 472,830 10,273,458 9,728,948 9,992,298 28.8% - - - - - - 951,011 1,139,634 1,037,256 3.0% 471,948 886,468 1,143,523 - - - 471,948 886,468 1,143,523 3.3% - - - 1,973,159 1,808,760 - 4,339,010 4,196,890 3,846,982 11.1% 1,110,414 103,810 68,257 113,233 55,650 45,600 5,734,316 1,024,087 2,050,219 5.9% 455,642 476,277 1,062,336 45,304 205,467 32,900 963,786 1,404,303 2,412,032 6.9% - - - (119,335) - - (2,551,286) - - 0.0% 2,493,016 2,214,863 3,074,427 2,509,374 2,480,104 551,330 33,271,874 29,717,071 32,333,864 - - 2,525 - 21,590 3,905 - 257,090 248,256 0.7% - 34,600 76,939 - 64,226 42,055 - 1,080,645 420,394 1.2% $ 2,493,016 $ 2,249,463 $ 3,153,891 $ 2,509,374 $ 2,565,920 $ 597,290 $ 33,271,874 $ 31,054,806 $ 33,002,514 116,324 - - 70,579 - - 2,340,689 960,765 1,713,669 4.9% $ 2,609,340 $ 2,249,463 $ 3,153,891 $ 2,579,953 $ 2,565,920 $ 597,290 $ 35,612,563 $ 32,015,571 $ 34,716,183 653,448 (452,773) 19,900 62,664 (171,314) 64,226 42,055 (1,993,332) 835,519 (341,372) 2,412,307 1,959,534 1,979,434 533,479 362,165 426,391 17,779,026 15,616,141 16,365,813 $ 1,959,534 $ 1,979,434 $ 2,042,098 $ 362,165 $ 426,391 $ 468,446 $ 15,785,694 $ 16,451,660 $ 16,024,441 31  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 2009-10 2010-11 2011-12 2012-13 2013-14 General Fund FL Bldg Code Fund CRA Fund Debt Service Fund Utilities Fund Sanitation Fund Golf Fund Stormwater Fund Actual Actual Actual Budget Budget $ % 2009-10 2010-11 2011-12 2012-13 2013-14 Variance Variance General Fund 19,252,950 18,859,165 17,278,991 15,366,623 18,337,844 2,971,221 19.34% Law Enf. Trust Fund* 262,970 50,644 53,857 16,500 16,500 - 0.00% Law Enf. Training Fund* 10,433 7,945 7,332 7,000 8,625 1,625 23.21% FL Bldg Code Fund - - - 263,444 289,245 25,801 100.00% CDBG Fund* 161,274 153,012 111,614 124,541 117,639 (6,902) -5.54% CRA Fund 1,846,458 1,572,638 1,476,317 1,326,101 1,592,546 266,445 20.09% Debt Service Fund 416,889 455,903 455,333 476,277 1,062,336 586,059 123.05% Utilities Fund 7,127,094 7,878,446 8,400,273 8,442,558 9,003,523 560,965 6.64% Sanitation Fund 3,371,021 3,346,651 3,374,761 3,315,600 3,623,635 308,035 9.29% Golf Fund 2,229,232 2,123,080 1,800,935 2,065,927 - (2,065,927) -100.00% Stormwater Fund 769,021 499,530 607,704 575,400 597,290 21,890 3.80% Beal Memorial Fund* 44,442 44,152 52,113 35,600 67,000 31,400 88.20% Revenues 35,491,784 34,991,166 33,619,231 32,015,571 34,716,183 2,700,612 8.44% * not included on chart Revenues by Category $40 $35 $30 $25 Millions $20 $15 $10 $5 $0 Actual Actual Actual Budget Budget 2009-10 2010-11 2011-12 2012-13 2013-14 Ad Valorem Taxes Other Taxes Licenses & Permits Intergov't Revenue Charges for Services Fines & Forfeitures Interest & Other Other Financing Sources Fund Balance / Net Assets Actual Actual Actual Budget Budget % 2009-10 2010-11 2011-12 2012-13 2013-14 $ Variance Variance Ad Valorem Taxes 5,332,480 5,289,036 5,044,160 4,803,995 6,187,409 1,383,414 28.80% Other Taxes 5,034,292 5,149,445 5,021,823 4,863,020 4,840,676 (22,344) -0.46% Licenses & Permits 2,413,145 2,432,372 2,178,174 2,336,489 2,083,974 (252,515) -10.81% Intergov't Revenue 3,596,353 3,358,615 3,595,801 3,146,564 3,138,998 (7,566) -0.24% Charges for Services 13,281,128 14,248,474 14,466,379 14,995,078 15,203,912 208,834 1.39% Fines & Forfeitures 389,578 151,616 142,936 110,700 125,700 15,000 13.55% Interest & Other 2,064,440 1,288,617 801,769 548,482 654,979 106,497 19.42% Other Financing Sources 3,380,369 3,072,991 2,368,190 966,117 1,718,769 752,652 77.90% Fund Balance / Net Assets - - - 245,126 761,766 516,640 210.77% Revenues 35,491,784 34,991,166 33,619,231 32,015,571 34,716,183 2,700,612 8.44% 32  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 2009-10 2010-11 2011-12 2012-13 2013-14 General Fund FL Bldg Code Fund CRA Fund Debt Service Fund Utilities Fund Sanitation Fund Golf Fund Stormwater Fund Actual Actual Actual Budget Budget $ % 2009-10 2010-11 2011-12 2012-13 2013-14 Variance Variance General Fund 19,630,808 17,457,956 18,434,465 15,366,623 18,337,844 2,971,221 19.34% Law Enf. Trust Fund* 233,922 52,289 62,294 16,500 16,500 - 0.00% Law Enf. Training Fund* 24,289 7,282 4,867 7,000 8,625 1,625 23.21% FL Bldg Code Fund - - - 263,444 289,245 25,801 100.00% CDBG Fund* 166,408 156,935 111,610 124,541 117,639 (6,902) -5.54% CRA Fund 1,522,533 890,665 1,953,202 1,326,101 1,592,546 266,445 20.09% Debt Service Fund 415,723 434,967 455,642 476,277 1,062,336 586,059 123.05% Utilities Fund 7,823,386 10,122,481 8,783,597 8,442,558 9,003,523 560,965 6.64% Sanitation Fund 3,214,884 3,269,274 3,205,208 3,315,600 3,623,635 308,035 9.29% Golf Fund 2,228,934 2,199,552 2,065,597 2,065,927 - (2,065,927) -100.00% Stormwater Fund 389,951 354,565 514,358 575,400 597,290 21,890 3.80% Beal Memorial Fund* 15,555 13,149 21,724 35,600 67,000 31,400 88.20% Expenditures 35,666,392 34,959,115 35,612,563 32,015,571 34,716,183 2,700,612 8.44% * not included on chart Expenditures by Category $40 $35 $30 $25 Millions $20 $15 $10 $5 $0 Actual Actual Actual Budget Budget 2009-10 2010-11 2011-12 2012-13 2013-14 General Government Public Safety Physical Environment Transportation Economic Environment Culture & Recreation Actual Actual Actual Budget Budget % 2009-10 2010-11 2011-12 2012-13 2013-14 $ Variance Variance General Government 4,941,386 3,562,666 3,899,740 2,556,561 2,784,290 227,729 8.91% Public Safety 8,855,390 8,492,542 9,189,891 8,780,180 9,067,264 287,084 3.27% Physical Environment 8,621,917 10,847,400 10,273,458 9,728,948 9,992,298 263,350 2.71% Transportation 1,206,208 977,544 951,011 1,139,634 1,037,256 (102,378) -8.98% Economic Environment 706,343 981,441 471,948 886,468 1,143,523 257,055 29.00% Culture & Recreation 4,533,073 4,196,230 4,339,010 4,196,890 3,846,982 (349,908) -8.34% Capital (net of Reclass) 3,219,408 2,440,959 3,183,030 1,024,087 2,050,219 1,026,132 100.20% Debt Service 1,127,951 1,140,296 963,786 1,404,303 2,412,032 1,007,729 71.76% Other Financing Uses 2,454,715 2,320,038 2,340,689 2,298,500 2,382,319 83,819 3.65% Expenditures 35,666,392 34,959,115 35,612,563 32,015,571 34,716,183 2,700,612 8.44% 33 Revenues FY 2013-14 Budgeted Revenues $34,716,183 Ad Valorem Taxes, Other Taxes, $6,187,409 , 17.8% $4,840,676 , 13.9% Reserves, $761,766 , 2.2% Licenses & Permits, Interfund Transfers, $2,083,974 , 6.0% $1,718,769 , 5.0% Interest & Other Revenues, $654,979 , State Revenue Sharing 1.9% & Other Intergov't, $3,138,998 , 9.0% Fines and Forfeitures, $125,700 , 0.4% Stormwater Fees, Recreation, Golf, $591,000 , 1.7% Cemetery, Other Fees, $2,611,329 , 7.5% Garbage Fees, $3,584,700 , 10.3% Water & Sewer Fees, $8,416,883 , 24.2% 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 $15.2 million and are the largest source of revenue for the City at 43.8%. Unlike taxes, these service charges are directly related to the service received. User fees include leisure services such as recreation programs, senior center, library, museum, 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. This revenue source averages a 3.4% annual increase. $9 $8 Water and sewer rates, which generate $8.4M, $7 are assumed to increase 5% on October 1, 2013 $6 for budget purposes. A new five-year rate study Millions $5 is underway to determine the required rate $4 increase to generate enough revenue to sustain a $3 renewal and replacement reserve and account for $2 the debt service associated with the new force $1 main and pump station. $0 Recreation & Other Water & Sewer Garbage Stormwater Garbage fees account for $3.6M in revenues. 2009-10 2010-11 2011-12 Budget Budget Although tipping fees increased 18% in January 2012-13 2013-14 2013 as a result of a 10-year contract renewal with Allied Waste, the fee is fixed for the first five years followed by biennial increases for the last five years. The tipping fee represents the City’s cost of disposing of garbage at the transfer station for further transport to a landfill. Recreation and other fees – recreation programs, park rentals, senior center, library, museum, City of Fort Walton Beach, FL 34 Revenues golf, cemetery sales – generate $2.6M in revenues. Stormwater fees comprise $591K in revenues at a residential-equivalent unit of $3 per month. The stormwater master plan will be completed by the end of this summer and the list of priority projects generated will determine the appropriate rate structure needed to fund required improvements. Ad Valorem (Property) Taxes – The City’s 2013 gross taxable property value for operating purposes is $1.129 billion, an increase of $9.4 million or 0.8% from the 2012 final gross taxable property value of $1.119 billion. Ad valorem taxes levied by the City comprise $6.2M or 17.8% of total revenues. Property taxes primarily fund General Fund operations ($5.2M or 29% 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 ($959K or 60% 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 $570K or 36% of CRA Fund revenues. 1,600 7 1,400 6 Ad Valorem Taxes (millions) Taxable Value (millions) 1,200 5 1,000 4 800 3 600 400 2 200 1 - - 2004-05 2005-06 2006-07 2007-08 2008-09 2009-10 2010-11 2011-12 2012-13 2013-14 General Fund CRA Fund Tax Revenue Millage As the chart above depicts, the City maintained or decreased the millage (tax) rate during the real estate boom (FY 2004-05 through FY 2007-08). 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. The decline in property values over the past several years has eroded this revenue stream, which funds approximately 25% of General Fund services (e.g. police, fire, recreation, code enforcement, streets, finance, IT, human resources). Even at the higher millage rate of 5.7697, property taxes will fund only 59% of police and fire operations – services that set the City apart from its neighbors and the County and for which citizens choose to live in Fort Walton Beach. The deferment of computer, vehicle, and equipment replacements; facility maintenance; and employee wage adjustments that has occurred in prior years in response to the decrease in revenues is not sustainable. Maintenance and repair costs for fleet and facilities are increasing, and talented employees are leaving for more competitive pay as the economy rebounds. One mill equals $1 per $1000 of taxable property value. Increasing the millage rate from 4.5383 to 5.7697 mills equates to $123.14 in additional property taxes for a property with a taxable value of $100,000. Interestingly, 80% of residents and 34% of businesses have taxable values under $100,000. City of Fort Walton Beach, FL 35 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 $1.8M or 5.1% of revenues and have $2.5 decreased 4.7% per year on average over the last five years, with a decrease of $300K anticipated $2.0 for this budget year. The decline is attributable to Gulf Power’s fuel charge steadily decreasing $1.5 (good for residents’ bills, bad for City revenues). Millions $1.0 Utility taxes are contractually levied against electric, gas, and water revenues of local utility $0.5 companies at the rate of 10% and have averaged a 1.2% annual increase over the past five years. $0.0 Franchise Fees Utility Taxes A large portion of electric and natural gas utility 2009-10 2010-11 2011-12 Budget Budget bills is exempt since the tax on the fuel charge 2012-13 2013-14 component is based on 1973 fuel prices (and therefore immaterial to a great extent). Utility taxes are anticipated to generate $2.2M or 6.5% 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, $1.5M is budgeted (4.4% of total revenues). This revenue stream has been declining as more consumers eliminate land lines and service providers bundle taxable services with non- taxable services, thereby eliminating payment of the tax. Half-Cent Sales Tax – This state-shared $2.00 revenue distribution, anticipated to generate $1.75 approximately $1.6M or 4.5% of total revenues, $1.50 is derived from net 6% state sales tax revenue $1.25 and is the largest source of revenue sharing for Millions $1.00 local governments. The revenue estimate, also $0.75 published by the Office of Economic and $0.50 Demographic Research (EDR), is rebounding as $0.25 the economy improves. $0.00 Communication Half-Cent Sales Municipal Revenue Local Option Fuel Municipal Revenue Sharing – This is funded Services Tax Tax Sharing Tax by 1.3409% of sales and use tax collections, 2009-10 2010-11 2011-12 Budget 2012-13 Budget 2013-14 12.5% of state alternative fuel user decal collections, and the net collections from the one-cent municipal fuel tax. This revenue estimate is also published by the Office of Economic and Demographic Research (EDR), and is budgeted at $715K, or 2.1% of total revenues. EDR anticipates this revenue source to remain unchanged. 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 10.884% based on the current interlocal agreement. The third is 1 to 5 cents; the County does not currently levy, but has tentatively City of Fort Walton Beach, FL 36 Revenues approved levying an additional 3 cents. The City’s local option fuel tax proceeds for FY 2013- 14 are presently unknown, as they will depend on the outcome of interlocal agreement renewal negotiations currently underway. Although the City’s proportionate share of revenues may decrease as a result of the new interlocal agreement, the City is likely to see a net increase due to the additional 3 cent levy. Interfund Transfers – Interfund transfers represent $1.7M or 5.0% of total revenues. The Debt Service Fund receives $1.1M from the General Fund for principal and interest payments. The Beal Memorial Cemetery Fund receives $30K from the General Fund (20% of lot sales) for investment for perpetual care. The General Fund receives $490K from the Utilities Fund (6% of water & sewer fees) as a franchise/right-of-way access fee and $130K from the Sanitation Fund to compensate for additional roadway wear & tear caused by heavy sanitation trucks. Appropriation from Reserves – Use of fund balance (governmental funds) or net assets (enterprise funds) – accounts for $762K or 2.2% of total revenues: a. General Fund – $70,590 from restricted fund balance (Harvey Trust - funding bequeathed to the City for library purposes) for storage cabinet, shelving unit, and a/c replacement; $173,082 from unassigned fund balance for 4th of July fireworks, network firewall, laserfiche upgrade, four police vehicles, and additional lighting in fleet bays. b. Law Enforcement Trust Fund – $12,785 from unassigned fund balance for meth lab cleanup and forefeiture legal fees. It is not likely this full amount will be used, as a portion of forfeiture legal fees are offset by forfeiture proceeds (which are not typically budgeted.) c. Law Enforcement Training Fund – $1,490 from unassigned fund balance for accreditation assessment. d. Utilities Fund – $503,819 from restricted net assets (renewal & replacement) for water line replacements, sewer system grouting & lining, and lift station rehab. City of Fort Walton Beach, FL 37 Expenditures FY 2013-14 Budgeted Expenditures $34,716,183 Capital Outlay/ Debt Service, Contingencies, Improvement, $2,412,032 , 6.9% $248,256 , 0.7% $2,050,219 , 5.9% Reserves, $420,394 , Culture & Recreation, 1.2% $3,846,982 , 11.1% Interfund Transfers, $1,713,669 , 4.9% Economic Environment, $1,143,523 , 3.3% General Government, $2,784,290 , 8.0% Transportation, $1,037,256 , 3.0% Public Safety, Physical Environment, $9,067,264 , 26.1% $9,992,298 , 28.8% Physical Environment – This category comprises $10.0M or 28.8% of total expenses and $8 includes cemetery operations and the following $7 enterprise activities: water, sewer, stormwater, $6 and garbage. These operations are self- $5 sustaining since cemetery revenues exceed expenses and enterprise activities are funded by Millions $4 user fees rather than general revenues such as $3 property taxes. The $263K or 2.7% increase in $2 this category is largely attributable to an 18% $1 increase in fees to dispose of garbage at the $0 Cemetery Water & Sewer Garbage Stormwater transfer station for further transport to a landfill. 2009-10 2010-11 2011-12 Budget Budget The City is adding a truck driver to expand its 2012-13 2013-14 commercial recycling program. The City’s agreement with the County for the treatment & disposal of wastewater includes a 3% adjustment each March. General operational adjustments to achieve a sustainable budget also contribute to the increase. $5.25 Public Safety – This category includes police, $4.50 fire, code enforcement, and building inspection $3.75 services and totals $9.1M or 26.1% of total $3.00 Millions expenses. The $287K or 3.3% increase is $2.25 attributable to reinstating the Police Chief’s $1.50 assistant, police and fire pension contributions, as $0.75 well as general operational adjustments to achieve a sustainable budget. $0.00 Police Fire Code Enf Bldg Insp 2009-10 2010-11 2011-12 Budget Budget 2012-13 2013-14 City of Fort Walton Beach, FL 38 Expenditures Culture & Recreation – This category equals $3.9M or 11.1% of total expenses and includes parks & recreation programs and facilities, senior center, library, museums, and golf courses. Golf operations are intended to be self-sufficient through user fees; however, this has not been possible over the past decade for a variety of reasons. A portion of the other leisure services expenses are offset by revenues such as facility and park rentals, youth and adult athletic fees, and museum entrance fees. This category is $2.5 down $350K or 8.3% from the prior year and $2.0 down $1.0M or 20.6% over the past five years due to budget constraints as well as planning for $1.5 Millions the consolidation of facilities. The majority of the current year decrease is realized by $1.0 transferring golf operations from a stand-alone $0.5 enterprise fund to the General Fund. A new recreation complex is currently under $0.0 construction at the site of the old Fred Hedrick Recreation Parks Senior Center Golf Club Library Museum Recreation Center. Once the new facility is 2009-10 2010-11 2011-12 Budget 2012-13 Budget 2013-14 operational in Summer 2014, the Creative Senior Center, Docie Bass Recreation Center, and Chester Pruitt Recreation Center will be closed and althletic fields at Seabreeze, Ferry Park, and Fairgrounds will be closed. Debt payments for the new facility are fully offset by staffing and operational savings from centralization. General Government – This category is $2.8M or 8.0% of total expenses and includes the following units of City government funded from ad valorem tax proceeds that provide support services to other departments and information to $6.0 the public: City Council, City Manager, City $5.0 Clerk, information technology, human resources, risk management, accounting, purchasing, $4.0 Millions planning, fleet, and facilities. These expenses $3.0 have been on the decline due to staffing and $2.0 operational budget cuts, as well as property & casualty insurance normalizing after spiking as a $1.0 result of the 2004 & 2005 Florida hurricane $0.0 seasons. The dramatic decrease in FY 2012-13 General Gov't was due to an accounting change to record the 2009-10 2010-11 2011-12 Budget Budget 2012-13 2013-14 cost allocation plan as reimbursements (e.g. decreases in expenses) rather than transfers among funds. The $228K or 8.9% increase for FY 2013-14 is attributable to general operational adjustments to achieve a sustainable budget. Debt Service – This category totals $2.4M or 6.9% of total expenses and includes principal and interest payments for the City’s equipment and facilities funded via capital lease/purchase, bond issue, or other debt financing. New annual debt payments include: • $25K Capital Lease for phone system • $61K Bank Loan for a replacement fire pumper (annual debt payment estimated; final amount won’t be known until purchased) • $558K Bank Loan for centralized recreation complex, bucket truck, and fairway sweeper • $594K State Revolving Fund Loan for a new force main and pump station (annual debt payment estimated; final amount won’t be known until project completion in December 2013) • $33K Bank Loan for a replacement street sweeper (annual debt payment estimated; final amount won’t be known until purchased) City of Fort Walton Beach, FL 39 Expenditures Overall, debt expense is only $1.0M or 71.8% more than the previous year because the 2001 Capital Improvements Bond was refinanced at a lower rate yielding approximately $60K in annual savings and the golf club’s $169K to repay the $2.7M loan from the General Fund to defease the clubhouse bond has been eliminated since operations are being transferred to the General Fund. Capital Outlay/Improvement – This category $4.5 comprises $2.1M or 5.9% of total expenses and $4.0 evidences most of the return to sustainability, $3.5 with a budgeted increase of $1.0M or 100.2%. $3.0 Millions Capital outlay includes the purchase of $2.5 $2.0 computers, vehicles, equipment, and other assets $1.5 with a value greater than $500 and a useful life $1.0 of more than one year. Capital improvement $0.5 includes the acquisition, construction, $0.0 replacement, or renovation of facilities and Capital Outlay Capital Improvement infrastructure with a value greater than $25,000 2009-10 2010-11 2011-12 Budget Budget 2012-13 2013-14 and a useful life of ten years or more (e.g. buildings, parks, streets, water and sewer lines). IT funding of $82K includes a firewall, laserfiche upgrade, and various laptops and desktops replacements. Vehicle replacements in the amount of $823K includes 8 patrol vehicles, 5 ½-ton trucks, 1 ¾-ton truck, 1 SUV, 1 utility bed truck, 2 1-ton crew cab trucks, 1 residential sideloader, 1 fire pumper, and 1 street sweeper. The following capital improvement projects are budgeted at a total cost of $615K: Hooper Drive paving & drainage, water line replacement, sewer system grouting & lining, and lift station rehab. Interfund Transfers – Interfund transfers represent $1.7M or 4.9% of total expenses. The General Fund’s $1.1M transfer to the Debt Service Fund for principal and interest payments and $30K transfer to the Beal Memorial Cemetery (20% of lot sales) for investment for perpetual care once all locations are sold comprise the majority of this category. The Utilities Fund transfers $490K to the General Fund (6% of water & sewer fees) as a franchise/right-of-way access fee, similar to what is charged to other local utility companies. The Sanitation Fund transfers $130K to the General Fund to compensate for additional roadway wear & tear caused by heavy sanitation trucks compared to regular passenger vehicles. Economic Environment – This category totals $1.6 $1.1M or 3.3% of total expenses and includes the $1.4 Community Development Block Grant (CDBG) $1.2 program for low-moderate income families and $1.0 Community Redevelopment Agency (CRA) Millions $0.8 program to revitalize blighted areas. CDBG $0.6 funding comes from the U.S. Department of $0.4 Housing and Urban Development, and the $0.2 decline is representative of fewer federal dollars $0.0 allocated to the City. CRA activities are funded CDBG CRA from a portion of City and County tax dollars, 2009-10 2010-11 2011-12 Budget Budget 2012-13 2013-14 with both jurisdiction’s tax rate increases accounting for the budgetary increase of $257K or 29.0%. The timing of capital projects explains annual fluctuations in prior years. City of Fort Walton Beach, FL 40 Expenditures Transportation – This category represents $1.0M or 3.0% of total expenses and includes streets, right-of-way, and engineering. Roadway-related $0.6 expenses are funded in large part by local option fuel tax proceeds and reimbursements from the $0.5 Florida Department of Transportation. The $0.4 $102K or 9.0% decrease in this category is Millions primarily due to one GIS/CAD analyst position $0.3 being transferred from engineering to utilities $0.2 (physical environment category) to more $0.1 accurately reflect the position’s duties. $0.0 Reserves – Reserve funds are budgeted if Streets Right-of-Way Engineering anticipated revenues exceed budgeted expenses or 2009-10 2010-11 2011-12 Budget Budget 2012-13 2013-14 for the specific purpose of rebuilding fund balance (governmental funds) or net assets (enterprise funds). Reserves totaling $420K or 1.2% of expenses are budgeted in the Florida Building Code, Utilities, Sanitation, Stormwater, and Beal Memorial Cemetery funds. Contingencies – Contingency funds total $248K or 0.7% 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 41  CITY OF FORT WALTON BEACH, FL Total Expenditures by Category - All Funds Personal Operating Capital Capital Debt Cost Interfund Replenish 2013-14 2012-13 Budget Change Services Expenses Outlay Improv. Service Allocation Transfer Reserves Budget Budget $ % City Council 114,180 241,274 - - 210 - - - 355,664 410,744 (55,080) -13.4% City Manager 255,418 5,511 - - 425 - - - 261,354 231,013 30,341 13.1% Information Technology 189,521 173,489 5,000 - 850 - - - 368,860 392,647 (23,787) -6.1% Human Resources 185,270 39,821 - - 638 - - - 225,729 242,806 (17,077) -7.0% Risk Management - 568,065 - - - - - - 568,065 492,670 75,395 15.3% City Clerk 154,715 43,827 14,000 - 638 - - - 213,180 198,529 14,651 7.4% Finance 506,104 144,680 - - 1,485 - - - 652,269 631,175 21,094 3.3% Purchasing 138,696 9,628 - - 638 - - - 148,962 137,748 11,214 8.1% Police 4,000,077 510,422 264,000 - 150,699 - - - 4,925,198 4,456,849 468,349 10.5% Fire 3,397,737 213,926 15,600 - 251,593 - - - 3,878,856 3,832,393 46,463 1.2% Recreation 532,714 295,088 - - 334,403 - - - 1,162,205 941,101 221,104 23.5% Parks 457,046 168,031 17,500 - 200,725 - - - 843,302 723,141 120,161 16.6% Right-of-Way 61,426 112,137 - - - - - - 173,563 208,330 (34,767) -16.7% Senior Center 65,173 33,524 - - - - - - 98,697 113,268 (14,571) -12.9% Golf Club 384,907 264,354 2,870 - - - - - 652,131 - 652,131 100.0% Golf Grounds 622,091 397,328 28,000 - 31,263 - - - 1,078,682 - 1,078,682 100.0% Library 317,901 95,747 34,590 - 21,258 - - - 469,496 478,854 (9,358) -2.0% Museum 164,632 48,446 8,000 - - - - - 221,078 223,783 (2,705) -1.2% Cemetery 151,461 145,265 - - - - 36,000 - 332,726 316,685 16,041 5.1% Engineering Services 269,385 38,624 - - 850 - - - 308,859 416,807 (107,948) -25.9% Planning & Zoning 78,991 13,495 - - 425 - - - 92,911 75,544 17,367 23.0% Code Enforcement 142,146 10,645 - - 425 - - - 153,216 151,987 1,229 0.8% Fleet 394,082 67,974 2,000 - 850 - - - 464,906 460,068 4,838 1.1% Facilities 346,324 312,351 227,850 - 59,861 - - - 946,386 685,237 261,149 38.1% Streets 247,669 308,015 2,500 65,000 - - - - 623,184 685,997 (62,813) -9.2% Non-Departmental-001 75,000 254,831 155,955 - - (1,367,421) - - (881,635) (1,140,753) 259,118 -22.7% General Fund 13,252,666 4,516,498 777,865 65,000 1,057,236 (1,367,421) 36,000 - 18,337,844 15,366,623 2,971,221 19.3% Law Enf. Trust Fund - 16,500 - - - - - - 16,500 16,500 - 0.0% Law Enf. Training Fund - 8,625 - - - - - - 8,625 7,000 1,625 23.2% FBC Fund 229,997 24,655 - - - 16,654 - 17,939 289,245 263,444 25,801 9.8% CDBG Fund 19,619 19,014 66,467 - - 12,539 - - 117,639 124,541 (6,902) -5.5% Police-CRA 452,481 45,924 - - - - - - 498,405 460,364 38,041 100.0% CRA 96,915 901,029 1,790 - - 94,407 - - 1,094,141 865,737 228,404 26.4% CRA Fund 549,396 946,953 1,790 - - 94,407 - - 1,592,546 1,326,101 266,445 20.1% Debt Service Fund - - - - 1,062,336 - - - 1,062,336 476,277 586,059 123.1% Customer Service 216,874 165,157 - - - - - - 382,031 389,264 (7,233) -1.9% Utility Services 522,273 156,505 19,050 - - - - - 697,828 594,983 102,845 17.3% Water Operations 408,635 444,465 35,150 - 127,278 - - - 1,015,528 1,030,438 (14,910) -1.4% Water Distribution 211,645 89,620 4,000 214,500 196,301 - - - 716,066 650,440 65,626 10.1% Sewer Collect&Treatmt 644,188 2,466,414 122,319 320,000 993,217 - - - 4,546,138 3,669,168 876,970 23.9% Non-Departmental-401 15,000 55,385 91,860 - - 834,304 490,433 158,950 1,645,932 2,108,265 (462,333) -21.9% Utilities Fund 2,018,615 3,377,546 272,379 534,500 1,316,796 834,304 490,433 158,950 9,003,523 8,442,558 560,965 6.6% Solid Waste 943,469 1,682,865 265,428 - - - - - 2,891,762 2,698,608 193,154 7.2% Recycling 41,531 35,097 21,190 - - - - - 97,818 45,520 52,298 114.9% Non-Departmental-403 1,500 27,505 - - - 332,600 130,000 142,450 634,055 571,472 62,583 11.0% Sanitation Fund 986,500 1,745,467 286,618 - - 332,600 130,000 142,450 3,623,635 3,315,600 308,035 9.3% Golf Operations - - - - - - - - - 865,043 (865,043) -100.0% Grounds Maintenance - - - - - - - - - 1,129,545 (1,129,545) -100.0% Non-Departmental-404 - - - - - - - - - 71,339 (71,339) -100.0% Golf Fund - - - - - - - - - 2,065,927 (2,065,927) -100.0% Stormwater 294,565 95,598 30,600 15,000 32,900 - - - 468,663 425,327 43,336 10.2% Non-Departmental-405 500 4,055 - - - 82,017 - 42,055 128,627 150,073 (21,446) -14.3% Stormwater Fund 295,065 99,653 30,600 15,000 32,900 82,017 - 42,055 597,290 575,400 21,890 3.8% Beal Memorial Fund - 8,000 - - - - - 59,000 67,000 35,600 31,400 88.2% TOTAL ALL FUNDS 17,351,858 10,762,911 1,435,719 614,500 3,469,268 5,100 656,433 420,394 34,716,183 32,015,571 2,700,612 8.4% 42  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 2009-10 2010-11 2011-12 2012-13 2013-14 General Fund Law Enf. Trust Fund Law Enf. Training Fund FL Bldg Code Fund CDBG Fund CRA Fund Utilities Fund Sanitation Fund Golf Fund Stormwater Fund Actual Actual Actual Budget Budget $ % 2009-10 2010-11 2011-12 2012-13 2013-14 Variance Variance General Fund 14,479,590 12,323,377 12,794,134 12,333,744 13,252,666 918,922 7.45% Law Enf. Trust Fund 2,926 2,323 1,886 3,000 - (3,000) -100.00% Law Enf. Training Fund 19,898 - - - - - 0.00% FL Bldg Code Fund - - - 227,936 229,997 2,061 100.00% CDBG Fund 9,480 12,734 12,225 11,106 19,619 8,513 76.65% CRA Fund 158,977 194,336 453,272 498,722 549,396 50,674 10.16% Utilities Fund 2,049,687 1,813,532 1,919,528 2,029,388 2,018,615 (10,773) -0.53% Sanitation Fund 890,829 896,449 943,277 942,186 986,500 44,314 4.70% Golf Fund 1,022,008 975,952 981,788 1,068,771 - (1,068,771) -100.00% Stormwater Fund 312,354 279,014 288,697 296,834 295,065 (1,769) -0.60% Personal Services 18,945,749 16,497,717 17,394,808 17,411,687 17,351,858 (59,829) -0.34% Personal Services by Category $20 $16 $12 Millions $8 $4 $0 Actual Actual Actual Budget Budget 2009-10 2010-11 2011-12 2012-13 2013-14 Salaries Social Security Medicare Retirement Health/Dental/Life Ins. Workers Comp. Unemployment Comp. Actual Actual Actual Budget Budget % 2009-10 2010-11 2011-12 2012-13 2013-14 $ Variance Variance Salaries 13,186,784 11,211,926 11,564,709 11,423,025 11,315,249 (107,776) -0.94% Social Security 772,312 655,501 675,593 650,020 656,138 6,118 0.94% Medicare 181,889 153,429 157,707 152,019 153,451 1,432 0.94% Retirement 2,952,508 2,728,524 3,105,698 3,178,562 3,253,881 75,319 2.37% Health/Dental/Life Ins. 1,527,524 1,438,626 1,591,323 1,669,638 1,655,028 (14,610) -0.88% Workers Comp. 290,697 262,961 292,953 313,423 293,111 (20,312) -6.48% Unemployment Comp. 34,035 46,751 6,825 25,000 25,000 - 0.00% Personal Services 18,945,749 16,497,717 17,394,808 17,411,687 17,351,858 (59,829) -0.34% 43  CITY OF FORT WALTON BEACH, FL Personal Services by Category - All Funds Service Gross Overtime Total Wages Awards Add Pays Wages & Holiday Wages City Council 39,932 - - 39,932 - 39,932 City Manager 169,660 - - 169,660 - 169,660 Information Technology 129,320 159 - 129,479 - 129,479 Human Resources 133,561 106 - 133,667 - 133,667 City Clerk 116,844 212 1,204 118,260 250 118,510 Finance 341,206 - - 341,206 50 341,256 Purchasing 104,029 - - 104,029 - 104,029 Police 2,243,708 795 59,446 2,303,949 118,390 2,422,339 Fire 1,662,555 318 137,396 1,800,269 272,049 2,072,318 Recreation 399,170 371 - 399,541 500 400,041 Parks 289,333 1,007 - 290,340 4,250 294,590 Right-of-Way 36,793 - - 36,793 100 36,893 Senior Center 45,891 - - 45,891 - 45,891 Golf Club 321,599 106 - 321,705 - 321,705 Golf Grounds 442,008 318 - 442,326 4,200 446,526 Library 243,013 106 - 243,119 200 243,319 Museum 114,391 - - 114,391 - 114,391 Cemetery 89,337 - - 89,337 2,875 92,212 Engineering Services 200,472 53 - 200,525 250 200,775 Planning & Zoning 73,976 53 - 74,029 150 74,179 Code Enforcement 93,536 - - 93,536 150 93,686 Fleet 270,516 212 - 270,728 250 270,978 Facilities 237,194 - - 237,194 6,000 243,194 Streets 157,158 - - 157,158 1,000 158,158 Non-Departmental 50,000 - - 50,000 - 50,000 General Fund 8,005,202 3,816 198,046 8,207,064 410,664 8,617,728 FL Bldg Code Fund 159,164 106 - 159,270 200 159,470 CDBG Fund 10,030 - - 10,030 - 10,030 Police-CRA 220,251 - 11,314 231,565 13,175 244,740 CRA 72,820 - - 72,820 150 72,970 Non-Departmental 250 - - 250 - 250 CRA Fund 293,321 - 11,314 304,635 13,325 317,960 Customer Service 163,383 53 - 163,436 100 163,536 Utility Services 361,841 - - 361,841 - 361,841 Water Operations 274,674 - - 274,674 4,550 279,224 Water Distribution 130,552 53 - 130,605 9,000 139,605 Sewer Collect & Treatmt 407,928 53 - 407,981 36,000 443,981 Non-Departmental 15,000 - - 15,000 - 15,000 Utilities Fund 1,353,378 159 - 1,353,537 49,650 1,403,187 Solid Waste 563,208 954 - 564,162 27,200 591,362 Recycling 24,760 - - 24,760 475 25,235 Non-Departmental 1,500 - - 1,500 - 1,500 Sanitation Fund 589,468 954 - 590,422 27,675 618,097 Stormwater 187,224 53 - 187,277 1,000 188,277 Non-Departmental 500 - - 500 - 500 Stormwater Fund 187,724 53 - 187,777 1,000 188,777 TOTAL ALL FUNDS 10,598,287 5,088 209,360 10,812,735 502,514 11,315,249 44  Social Pension Retirement Health, Dental Work Unempl. Total FY 2013-14 Security Medicare Defined Benefit Defined Contrib & Life Ins. Comp Comp Benefits TOTAL 2,476 579 - - 71,125 68 - 74,248 114,180 10,985 2,569 61,581 - 10,313 310 - 85,758 255,418 7,488 1,751 36,093 - 14,490 220 - 60,042 189,521 7,431 1,738 9,982 4,890 27,335 227 - 51,603 185,270 7,326 1,713 13,347 3,663 9,949 207 - 36,205 154,715 19,437 4,546 85,822 2,702 51,754 587 - 164,848 506,104 6,225 1,456 15,419 2,140 9,250 177 - 34,667 138,696 141,754 33,154 857,881 3,371 368,143 53,277 - 1,457,580 3,879,919 123,459 28,873 724,711 - 261,192 72,350 - 1,210,585 3,282,903 24,167 5,652 43,689 7,814 40,083 11,268 - 132,673 532,714 16,810 3,931 62,493 3,271 66,662 9,289 - 162,456 457,046 1,946 455 10,269 - 9,416 2,447 - 24,533 61,426 3,065 717 9,131 - 4,858 1,511 - 19,282 65,173 19,629 4,590 26,015 - 7,931 5,037 - 63,202 384,907 26,212 6,130 90,161 5,223 41,279 6,560 - 175,565 622,091 14,775 3,455 45,498 - 10,178 676 - 74,582 317,901 6,764 1,582 20,552 2,046 19,103 194 - 50,241 164,632 4,826 1,129 24,934 - 23,661 4,699 - 59,249 151,461 11,682 2,732 15,816 9,520 28,519 341 - 68,610 269,385 4,479 1,048 - 3,699 12,516 126 - 21,868 96,047 5,494 1,285 26,106 - 13,789 1,786 - 48,460 142,146 15,362 3,592 57,529 3,220 37,750 5,651 - 123,104 394,082 14,050 3,286 57,277 2,398 16,282 9,837 - 103,130 346,324 8,895 2,080 23,904 4,010 40,033 10,589 - 89,511 247,669 - - - - - - 25,000 25,000 75,000 504,737 118,043 2,318,210 57,967 1,195,611 197,434 25,000 4,417,002 13,034,730 9,326 2,181 19,693 5,912 21,988 2,899 - 61,999 221,469 622 145 - - - 294 - 1,061 11,091 15,807 3,698 100,962 - 31,982 7,408 - 159,857 404,597 4,210 985 - 3,641 13,761 1,098 - 23,695 96,665 - - - - - - - - 250 20,017 4,683 100,962 3,641 45,743 8,506 - 183,552 501,512 9,697 2,268 22,216 4,893 13,986 278 - 53,338 216,874 20,793 4,863 64,713 8,704 57,000 4,359 - 160,432 522,273 15,913 3,722 62,740 3,741 35,080 8,215 - 129,411 408,635 7,685 1,797 23,699 2,282 29,735 6,842 - 72,040 211,645 23,568 5,511 86,701 5,545 68,444 10,438 - 200,207 644,188 - - - - - - - - 15,000 77,656 18,161 260,069 25,165 204,245 30,132 - 615,428 2,018,615 31,284 7,316 131,755 5,103 137,195 39,454 - 352,107 943,469 1,535 359 - 1,238 11,361 1,803 - 16,296 41,531 - - - - - - - - 1,500 32,819 7,675 131,755 6,341 148,556 41,257 - 368,403 986,500 10,961 2,563 38,004 3,286 38,885 12,589 - 106,288 294,565 - - - - - - - - 500 10,961 2,563 38,004 3,286 38,885 12,589 - 106,288 295,065 656,138 153,451 2,868,693 102,312 1,655,028 293,111 25,000 5,753,733 17,068,982 state contribution police 168,042 state contribution fire 114,834 17,351,858 45  CITY OF FORT WALTON BEACH, FL Full Time Equivalent (FTE) Position Summary Actual Budget Mid Year Budget Budget Department 2009-10 2010-11 2011-12 2012-13 Changes Changes 2013-14 City Manager 2.00 2.00 2.00 2.00 2.00 4.00 Human Resources 7.75 5.00 5.00 5.00 (2.00) (a) 3.00 City Clerk 3.00 2.50 2.50 2.50 2.50 Financial Services 17.00 15.00 15.00 16.00 0.25 (d) 16.25 Police Services 67.59 67.99 70.99 59.99 1.00 (e) 60.99 Fire Services 38.00 37.00 37.00 37.00 37.00 Recreation Services 83.02 73.85 73.63 72.38 (0.97) (b) (1.13) (f) 70.28 Engineering Services 94.12 92.75 93.95 95.08 0.17 (c) 1.75 (g) 97.00 Total Authorized FTE's 312.48 296.09 300.07 289.95 (0.80) 1.87 291.02 2012-13 Mid-Year Changes Impact (a) Reclass Personnel Analyst to Human Resources Generalist and Staff Assistant II to Employee Relations Coordinator (3,024) (a) Reclass IT division from Human Resources to City Manager - (b) Reclass Staff Assistant II to Administrative Coordinator 4,804 (b) Reclass three 0.45 and three 0.14 Recreation Specialists into three 0.60 Recreation Specialists - (b) Eliminate one vacant Parks Service Worker I in anticipation of consolidation (28,360) (c) Reclass Senior Staff Assistant to Administrative Coordinator (1,687) (c) Reclass Planning/Permit/Grant Tech from 0.70 to 1.0 FTE 12,219 (c) Eliminate Development Services Manager and Added Building Inspector (40,114) (c) Reclass Engineering Services Manager to GIS/CAD Manager - (c) Reclass City Planner to Planning Manager 4,028 (c) Reclass Fleet Staff Assistant II from 0.88 to 1.0 FTE 4,069 (c) Reclass Building Inspector to Building Code Official 4,796 (c) Reclass Project Manager to Plan Examiner 1,985 (c) Reclass Construction Manager to City Engineer 11,000 (c) Reclass two Water Treatment Coordinator positions to Water Operator Trainee positions (3,028) (33,311) 2013-14 Budget Changes (d) Reclass Buyer from 0.50 to 0.75 FTE 7,158 (d) Reclass Staff Assistant II to Purchasing Coordinator 3,359 (e) Reinstate Police Administrative Coordinator 1.0 FTE 44,435 (f) Eliminate vacant Attendant 0.38 FTE and vacant Attendant 0.75 FTE (21,547) (g) Reclass Streets Service Worker II from 0.50 to 1.0 FTE 25,100 (g) Reclass Senior GIS/CAD Analyst from Engineering to Utility Serivces - (g) Add Recycling Sanitation Operator II 1.0 FTE 41,428 (g) Eliminate the following positions when new rec center opens 7/1/14: Attendant 0.23 FTE, Custodian 0.50 FTE, Rec Specialist 0.88 FTE, (15,094) Custodian 0.30 FTE, Rec Specialist 0.25 FTE, Rec Specialist 0.30 FTE (full year savings in FY15 $60,376) 84,838 Grand Total Payroll Changes 51,526 46 47  CITY OF FORT WALTON BEACH, FL Authorized Full-Time Equivalents BUDGET SUPPORT STAFF BUDGET SUPPORT STAFF BUDGET SENIOR MANAGEMENT 2013-14 (TECHNICAL & SERVICE DELIVERY) 2013-14 (TECHNICAL & SERVICE DELIVERY) 2013-14 City Manager (Charter Officer) 1.00 Accounting Technician I 2.50 Lift Station Mechanic 1.00 City Clerk (Charter Officer) 1.00 Accounting Technician II 4.00 Maintenance Technician 3.00 Human Resources Director 1.00 Administrative Coordinator 4.00 Meter Service Worker 1.00 Engineering & Utilities Director 1.00 Adult Services Librarian 1.00 Museum Assistant I 0.60 Finance Director 1.00 Athletic Coordinator 1.00 Museum Operations Coordinator 1.00 Fire Chief 1.00 Budget & Grants Manager 1.00 Museum Program Coordinator 1.00 Recreation Services Director 1.00 Building Inspector 1.00 Parks Attendant 1.23 Police Chief 1.00 Buyer 0.75 Permit Specialist 1.00 FTE TOTAL 8.00 Cart/Range Attendant 5.30 Plan Examiner 1.00 % of Total Staff 3% Chemical Specialist 1.00 Planning/Permit/Grant Tech 1.00 Childrens Services Librarian 1.00 Police Officer 34.00 BUDGET Code Inspector II 1.00 Pretreatment Coordinator 1.00 MID-LEVEL MANAGEMENT 2013-14 Code Inspector I 1.00 Purchasing Agent 1.00 Battalion Chief 3.00 Collections Systems Worker 3.00 Records Clerk 2.50 Building Code Official 1.00 Communications Officer 6.97 Recreation Specialist 3.99 Cemetery Supervisor 1.00 CRA Coordinator 1.00 Refuse Collector 3.00 Center Manager 2.00 Custodial Worker 5.01 Reserve Police Officer 0.72 City Engineer 1.00 Data Processing Coordinator 1.00 School Crossing Guard 0.92 Communications Supervisor 1.00 Driver Engineer 9.00 Sanitation Operator I 6.00 Comptroller 1.00 Employee Relations Coordinator 1.00 Sanitation Operator II 8.00 Customer Service Administrator 1.00 Engineering Aide 1.00 Senior Accountant 1.00 Fire Captain 7.00 Equipment Mechanic I 1.00 Senior GIS/CAD Analyst 1.00 Fire Marshal 1.00 Equipment Mechanic II 3.00 Senior Staff Assistant 1.00 Fleet Supervisor 1.00 Equipment Mechanic III 2.00 Service Worker I 10.00 Foreman 5.00 Equipment Mechanic/Welder 1.00 Service Worker II 14.00 GIS/CAD Manager 1.00 Evidence Technician 1.00 Service Worker III 3.00 Golf Club Manager 1.00 Executive Assistant 1.00 Sewer Equipment Operator 1.00 Golf Club Superintendent 1.00 Firefighter 15.00 Staff Assistant I 0.50 Golf Operations Assistant 1.00 GIS/CAD Analyst 2.00 Staff Assistant II 6.50 Grounds Maintenance Supervisor 1.00 Golf Club Attendant 5.51 Survey Party Chief 1.00 Information Technology Manager 1.00 Greenskeeper 10.75 Traffic Technician I 1.00 Lead Equipment Mechanic 2.00 Heavy Equipment Operator 4.00 Traffic Technician II 1.00 Library Director 1.00 Human Resources Generalist 1.00 Utilities Inspector 1.00 Maintenance Supervisor 1.00 Property Administrator 1.00 Water Operator Trainee 2.00 Museum Manager 1.00 Purchasing Coordinator 1.00 Water Treatment Operator 4.00 Police Captain 2.00 Laboratory Manager 1.00 Welder 1.00 Police Sergeant 6.00 Library Assistant I 2.02 FTE TOTAL 229.27 Planning Manager 1.00 Library Assistant II 2.50 % of Total Staff 79% Records Supervisor 1.00 Recreation Coordinator 1.00 FULL TIME EQUIVALENT TOTAL 291.02 Recreation Supervisor 1.75 Sanitation Supervisor 1.00 Sewer Collections Supervisor 1.00 Stormwater Supervisor 1.00 Utilities Supervisor 1.00 Water Operations Manager 1.00 FTE TOTAL 53.75 % of Total Staff 18% Full-Time Equivalent Staffing by Type MID-LEVEL MANAGEMENT 18% SUPPORT STAFF 79% SENIOR MANAGEMENT 3% 48  General Fund The General Fund encompasses 52.8% 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. 2013-14. …… $ Change % Change $15 Ad Valorem Taxes 5,227,981 1,184,080 29.3% Other Taxes 4,840,676 -22,344 -0.5% Millions $10 Licenses & Permits 1,792,424 -284,825 -13.7% Intergov’t Revenue 2,450,861 -20,155 -0.8% Charges for Services 2,611,329 1,696,248 185.4% $5 Interest & Other 550,468 70,296 14.6% Interfund Transfers In 620,433 168,897 37.4% $0 Actual Actual Actual Budget Budget Use of Reserves 243,672 179,024 276.9% 2009-10 2010-11 2011-12 2012-13 2013-14 $18,337,844 $2,971,221 19.3% Ad Valorem Taxes Other Taxes Licenses & Permits Intergov't Revenue Charges for Services Interest & Other Interfund Transfers Appropriations • The budget is predicated on increasing the millage (ad valorem) rate from 4.5383 to 5.7697. One mill equals $1 per $1000 of taxable property value. This equates to $123.14 or less in additional property taxes for 80% of residents and 34% of businesses, which have taxable values under $100,000. • The decline in Gulf Power franchise fees accounts for the licenses & permits category change. • Golf operations have moved to the General Fund, thereby increasing charges for services revenue. • Library reserves: a storage cabinet, shelving unit, and a/c replacement. General reserves: 4th of July fireworks, a network firewall, laserfiche upgrade, 4 police vehicles, and fleet bay lights. Expenditure Highlights $20 Budget. 2013-14. …… $ Change % Change $15 Personal Services 13,252,666 965,996 7.9% Operations & Maintenance 3,149,077 873,655 38.4% Millions $10 Capital Outlay/Imprvmt 842,865 548,563 186.4% Debt Service 1,057,236 580,959 122.0% $5 Interfund Transfers Out 36,000 2,048 6.0% Replenish Reserves 0 0 0.0% $0 $18,337,844 $2,971,221 19.3% Actual Actual Actual Budget Budget 2009-10 2010-11 2011-12 2012-13 2013-14 Personal Services Operations & Maintenance Capital Outlay/Imprvmt Debt Service Interfund Transfers • The personal services increase is attributable to golf operations moving into the General Fund (30.01 FTE’s), as well as reinstituting wage adjustments (up to 3.75% tiered based on tenure). • The increase in operating expenses is due to absorbing golf operations, as well as general operational increases to achieve a sustainable budget for current service levels. • Capital expenses are increasing commensurate with reimplementing facility maintenance, fleet replacement, and IT replacement schedules (e.g. 5 yrs for computers, 7yrs for patrol vehicles, 10yrs for trucks) • New debt payments include the recreation complex, golf fairway sweeper/vacuum, bucket truck, phone system, and fire pumper. 49 50  001 GENERAL FUND - REVENUES Actual Budget 2012-13 2013-14 % 2009-10 2010-11 2011-12 Adopted Adopted Change 4,318,861 4,392,986 4,240,342 4,043,901 0500-311-1000 Ad Valorem Taxes 5,227,981 29.28% 23,482 50,924 18,809 - 0500-311-2000 Delinquent Ad Valorem Taxes - 0.00% 37,878 38,910 35,918 - 0500-311-3000 Penalties & Interests - Ad Valorem Taxes - 0.00% $ 4,380,221 $ 4,482,819 $ 4,295,068 $ 4,043,901 Total Ad Valorem Taxes $ 5,227,981 29.28% 577,963 613,050 668,858 645,000 0500-312-4100 Local Option Fuel Tax 600,000 -6.98% 165,213 161,435 168,042 161,435 0800-312-5200 Insurance Premium Tax - Police Pension 168,042 4.09% 165,184 164,291 193,034 133,785 0900-312-5100 Insurance Premium Tax - Fire Pension 114,834 -14.17% $ 908,361 $ 938,776 $ 1,029,934 $ 940,220 Total Other Taxes $ 882,876 -6.10% 1,804,128 1,845,820 1,813,348 1,850,000 0500-314-1000 Electric 1,825,000 -1.35% 201,805 227,640 236,288 220,000 0500-314-3000 Water 240,000 9.09% 202,330 185,170 161,792 150,000 0500-314-4000 Gas 175,000 16.67% - 10,593 11,805 10,000 0500-314-8000 Propane 10,000 0.00% $ 2,208,263 $ 2,269,223 $ 2,223,233 $ 2,230,000 Total Utility Taxes $ 2,250,000 0.90% 1,706,100 1,657,707 1,516,078 1,500,000 0500-315-1000 Communications Services Tax 1,515,000 1.00% $ 1,706,100 $ 1,657,707 $ 1,516,078 $ 1,500,000 Total Communications Services Tax $ 1,515,000 1.00% 181,074 187,081 194,033 190,000 0500-316-1000 Business Tax Receipts 190,000 0.00% 3,507 3,206 3,789 2,500 0500-316-1010 Penalties - Business Tax Receipts 2,500 0.00% 90 80 30 300 0500-316-1020 Transfer Fees 300 0.00% 25,935 3,360 - - 0500-316-2000 Reg Fees - Contractor License - 0.00% 964 179 - - 0500-316-2010 Penalties - Contractor License - 0.00% $ 211,570 $ 193,905 $ 197,852 $ 192,800 Total Business Tax Receipts $ 192,800 0.00% $ 9,414,513 $ 9,542,431 $ 9,262,165 $ 8,906,921 TOTAL TAXES $ 10,068,657 13.04% 113,693 124,928 101,652 - 1215-322-1000 Building Permits - 0.00% - 1,892 5,018 - 1215-322-1001 Re-Inspection Fee - 0.00% - 9,750 6,250 - 1215-322-1002 Working Without A Permit Fee - 0.00% 2,051 1,925 1,985 - 1215-322-1010 Notice of Commencement - 0.00% 2,855 4,271 5,379 - 1215-322-1020 Certificate of Occupancy/Completion/Use - 0.00% 33,229 35,676 33,951 - 1215-322-1030 Processing Fee - 0.00% 16,020 16,469 15,640 - 1215-322-2000 Electrical Permits - 0.00% 7,986 9,023 9,661 - 1215-322-3000 Plumbing Permits - 0.00% 3,346 3,291 5,521 - 1215-322-4000 Gas Permits - 0.00% 10,774 12,718 13,000 - 1215-322-5000 Mechanical Permits - 0.00% - 811 759 - 1215-322-9090 Surcharge F.S. 468.631 & 553.721 - 0.00% $ 189,954 $ 220,755 $ 198,814 $ - Total Licenses & Permits $ - 0.00% 1,900,433 1,903,039 1,710,393 1,900,000 0500-323-1000 Electric 1,600,000 -15.79% 233,139 214,047 158,338 145,000 0500-323-4000 Gas 160,000 10.34% 19,292 16,759 7,843 3,600 0500-323-7000 Solid Waste - Host Fee 4,500 25.00% $ 2,152,864 $ 2,133,844 $ 1,876,575 $ 2,048,600 Total Franchise Fees $ 1,764,500 -13.87% 5,340 1,800 - - 1240-325-1001 Sidewalk/Asphalt - 0.00% 2,222 1,966 8,805 1,966 1240-325-1002 Girard Avenue 1,966 0.00% 14,688 3,432 3,395 3,433 1240-325-1003 Stokes Avenue 3,433 0.00% $ 22,250 $ 7,198 $ 12,200 $ 5,399 Total Special Assessments $ 5,399 0.00% 744 631 517 750 0800-329-4000 Taxi Permit/Bicycle License 525 -30.00% 2,149 3,839 2,495 3,000 0900-329-2010 Fire Safety Plan Review 3,000 0.00% 6,229 11,853 12,361 17,000 1205-329-1001 Zoning/Variances Fees 15,000 -11.76% 1,150 726 2,391 2,500 1205-329-2000 Zoning Site Plan Review 4,000 60.00% 32,853 44,508 34,719 - 1215-329-1000 Building Plan Review - 0.00% 4,352 5,228 2,924 - 1215-329-3000 Sign/Banner Permit - 0.00% 600 39 - - 1215-329-5000 Right-of-Way - 0.00% $ 48,077 $ 66,824 $ 55,407 $ 23,250 Total Other Licenses & Permits $ 22,525 -3.12% $ 2,413,145 $ 2,428,621 $ 2,142,995 $ 2,077,249 TOTAL LICENSES & PERMITS $ 1,792,424 -13.71% 001-Revenues 9/24/2013 12:27 PM 51  001 GENERAL FUND - REVENUES Actual Budget 2012-13 2013-14 % 2009-10 2010-11 2011-12 Adopted Adopted Change - 30,209 14,614 - 0500-333-1000 Housing Authority - 0.00% $ - $ 30,209 $ 14,614 $ - Total Federal Payments In Lieu of Taxes $ - 0.00% 826,176 182,756 53,589 - 331 Federal Grants - 0.00% $ 826,176 $ 182,756 $ 53,589 $ - Total Federal Grants $ - 0.00% 4,568 (22,283) 15,824 - 334 State Grants - 0.00% $ 4,568 $ (22,283) $ 15,824 $ - Total State Grants $ - 0.00% 703,243 707,056 711,450 720,000 0500-335-1221 Municipal Revenue Sharing 715,000 -0.69% 11,479 13,706 11,402 11,500 0500-335-1400 Mobile Home Licenses 11,500 0.00% 28,970 26,692 27,249 28,000 0500-335-1500 Alcoholic Beverage License 28,000 0.00% 1,365,374 1,453,784 1,529,412 1,585,000 0500-335-1800 Sales Tax 1/2 - 5th Cent 1,575,000 -0.63% 5,538 5,556 5,270 5,500 0900-335-2100 Fire Supplemental Compensation 5,500 0.00% $ 2,114,604 $ 2,206,794 $ 2,284,783 $ 2,350,000 Total State Shared Revenues $ 2,335,000 -0.64% - - 30,000 - 337 Local Grants - 0.00% 148,560 79,748 76,017 76,016 1500-337-7000 Library Cooperative Funding 70,861 -6.78% $ 148,560 $ 79,748 $ 106,017 $ 76,016 Total Other Grants $ 70,861 -6.78% 43,622 47,928 45,041 45,000 0500-338-1000 County Business Tax Receipt - Municipality Share 45,000 0.00% $ 43,622 $ 47,928 $ 45,041 $ 45,000 Total Local Shared Revenues $ 45,000 0.00% $ 3,137,530 $ 2,525,152 $ 2,519,868 $ 2,471,016 TOTAL INTERGOVERNMENTAL REVENUE $ 2,450,861 -0.82% 325 250 400 300 0500-341-3000 Administrative Fee - Returned Checks 300 0.00% 2,527 480 2,163 2,500 0500-341-3100 Administrative & Billing Fees - Fuel 2,500 0.00% 7,750 6,225 6,875 2,296 1060-341-9110 Passport Fees - Library 2,363 2.92% 2,800 1,575 1,850 250 1070-341-9110 Passport Fees - Museum 250 0.00% - 3,525 3,060 3,500 1200-341-3001 Overhead Banner Installation Fee 3,500 0.00% 57 385 26 - 1200-341-9310 Engineering Drawings - 100.00% 14 122 - 50 1230-341-9330 Special Events - Barricades, Orange Cones 50 0.00% 343 866 482 200 1230-341-9600 Sign Shop Sales 200 0.00% - 200 - 200 1500-341-9120 Election Qualifying Fees - -100.00% 802 625 1,088 500 1500-341-9300 Photo Copies/Certifying 750 50.00% - 100 187 - 1500-341-9400 Billing Work Orders - 0.00% $ 14,618 $ 14,352 $ 16,131 $ 9,796 Total General Government $ 9,913 1.19% 4,426 7,651 9,315 7,725 0800-342-1020 Witness Fees 7,125 -7.77% 1,422 - - - 0800-342-1300 Police Special Events - 0.00% 1,489 1,593 1,691 1,500 0800-342-1800 Photo Copies 1,575 5.00% - 105 - - 0800-342-1900 Restitution - 0.00% - - - 15,000 0800-342-9001 Take Home Vehicle Fee - -100.00% 2,498 2,700 1,553 3,000 0900-342-2200 Safety Permits & Licenses 1,500 -50.00% 1,500 1,500 1,500 - 0900-342-2300 Fire Prevention Programs - 0.00% 22,446 22,644 20,479 25,000 0900-342-2700 Annual Safety Inspection Fees 20,000 -20.00% 6,554 (3,363) - - 0950-342-2500 Fire Protection Cost Recovery - 0.00% $ 40,335 $ 32,830 $ 34,537 $ 52,225 Total Public Safety $ 30,200 -42.17% 113,630 177,112 189,090 148,000 1080-343-8000 Sale of Lots 180,000 21.62% 10,630 6,875 23,215 8,200 1080-343-8100 Crypt Sales 8,000 -2.44% 14,005 4,350 9,120 9,800 1080-343-8200 Niche Sales 9,000 -8.16% 8,115 6,420 9,900 10,000 1080-343-8300 Weekend/Holidays Interments 8,000 -20.00% 142,875 177,720 184,690 156,000 1080-343-8400 Openings/Closings 175,000 12.18% - 1,498 1,032 - 1080-343-8500 Transfer Fees - 0.00% $ 289,255 $ 373,975 $ 417,047 $ 332,000 Total Cemetery $ 380,000 14.46% 42,503 42,504 42,503 42,505 1015-344-9007 DOT Right-of-Way Maintenance Contract 42,505 0.00% - 2,250 4,670 - 1240-343-9100 Cut Paved Surface/Curb 2,500 100.00% 57,092 62,272 75,564 77,830 1240-344-9008 DOT Lighting Maintenance Contract 94,208 21.04% $ 99,595 $ 107,026 $ 122,737 $ 120,335 Total Transportation $ 139,213 15.69% 001-Revenues 9/24/2013 12:27 PM 52  001 GENERAL FUND - REVENUES Actual Budget 2012-13 2013-14 % 2009-10 2010-11 2011-12 Adopted Adopted Change 167,871 154,355 160,398 165,000 1000-347-2000 Program Revenue 165,000 0.00% - 23,226 18,092 27,715 1000-347-2011 Program Revenue - Not City Staff Provided 29,605 6.82% 27,245 23,159 20,800 26,750 1000-347-2100 Sponsorship Revenue 26,750 0.00% 27,924 22,819 24,168 22,000 1000-347-2200 Rental - Auditorium, Rec Centers, etc 22,000 0.00% 24,656 23,693 24,384 24,500 1000-347-2210 Rentals tax-exempt - Auditorium, Rec Centers, etc 24,500 0.00% - 348 474 250 1000-347-2400 Non Cash/Check Payment 250 0.00% 1,820 1,822 1,390 1,700 1000-347-4030 Holiday Parade Entry Fee 1,700 0.00% $ 249,516 $ 249,422 $ 249,706 $ 267,915 Total Recreation $ 269,805 0.71% 10,703 10,933 8,561 9,000 1010-347-2200 Rentals - Liza Jackson 9,000 0.00% 2,235 2,457 2,250 2,500 1010-347-2210 Rentals tax-exempt - Liza Jackson 2,250 -10.00% 2,863 2,440 1,910 2,500 1010-347-4010 Spec Evt - Landing, Chester Pruitt 2,500 0.00% 2,115 4,885 4,129 4,000 1010-347-4020 Spec Evt tax-exempt - Landing, Chester Pruitt 4,000 0.00% 80 - 6 - 1010-347-4330 Special Event Misc Charge - 0.00% 7,666 9,499 10,897 8,000 1010-347-5910 Boat Launch Fee 10,000 25.00% $ 25,661 $ 30,214 $ 27,753 $ 26,000 Total Parks $ 27,750 6.73% 3,069 2,100 1,665 2,500 1020-347-2200 Rental - Center, etc 2,000 -20.00% 360 1,302 360 1,200 1020-347-2210 Rental - Tax Exempt 500 -58.33% 16,456 7 - 100 1020-347-5600 Program Revenue - -100.00% 16,027 14,747 15,327 14,000 1020-347-5610 Memberships 14,000 0.00% - 12,176 13,099 13,145 1020-347-5611 Program Revenue - Not City Staff Provided 13,145 0.00% 19 20 13 50 1020-347-5620 Copy Machine 20 -60.00% 21 32 158 75 1020-347-5630 Commissions on Shop 75 0.00% 849 707 497 700 1020-347-5640 Concessions 700 0.00% $ 36,800 $ 31,090 $ 31,119 $ 31,770 Total Senior Center $ 30,440 -4.19% - - - - 1040-347-5000 Greens Fees 715,000 100.00% - - - - 1040-347-5020 Tournament Fees 85,000 100.00% - - - - 1040-347-5099 Complementary Green Fees - 0.00% - - - - 1040-347-5100 Membership Fees 96,000 100.00% - - - - 1040-347-5200 Golf Cart Rental 586,500 100.00% - - - - 1040-347-5210 Pull Cart Rental 1,500 100.00% - - - - 1040-347-5299 Complementary Golf Cart Fees - 0.00% - - - - 1040-347-5300 Driving Range 76,000 100.00% - - - - 1040-347-5400 Rental and Lease Income - Restaurant & Pro Shop 72,683 100.00% - - - - 1040-347-5510 GHIN Handicapping Service 1,800 100.00% - - - - 1040-347-5900 League Play 18,000 100.00% - - - - 1040-347-5920 Cash Over/(Under) - 0.00% $ - $ - $ - $ - Total Golf Club $ 1,652,483 100.00% 2,730 2,124 2,360 2,740 1060-347-1000 Library Fees 2,400 -12.41% 5,771 6,203 5,180 5,800 1060-347-1010 Photo Copy Revenue 5,200 -10.34% 750 400 525 400 1060-347-1210 Rentals - Taxable 400 0.00% - 25 25 25 1060-347-1220 Rentals - Tax Exempt 25 0.00% $ 9,251 $ 8,751 $ 8,090 $ 8,965 Total Library $ 8,025 -10.49% 1,240 1,773 879 1,500 1070-347-2000 Program Revenue 1,500 0.00% - - - - 1070-347-2100 Sponsorship Revenue - 0.00% 27,029 26,935 25,890 28,000 1070-347-3500 Admission Fees 26,000 -7.14% 27,063 26,462 27,697 28,000 1070-347-3510 Merchandise Sales 28,000 0.00% 147 - - 75 1070-347-3515 Merchandise Sales - Tax Exempt - -100.00% 7,080 8,576 7,974 8,500 1070-347-3520 Fees - Tax Exempt 8,000 -5.88% $ 62,559 $ 63,746 $ 62,440 $ 66,075 Total Museum $ 63,500 -3.90% $ 827,591 $ 911,405 $ 969,560 $ 915,081 TOTAL CHARGES FOR SERVICES $ 2,611,329 185.37% 001-Revenues 9/24/2013 12:27 PM 53  001 GENERAL FUND - REVENUES Actual Budget 2012-13 2013-14 % 2009-10 2010-11 2011-12 Adopted Adopted Change 58,780 50,147 47,059 40,000 0800-351-5000 Traffic Fines 50,000 25.00% 36,325 27,659 25,537 20,000 0800-351-5030 Traffic Fines - Law Enforcement Automation 25,000 25.00% $ 95,105 $ 77,806 $ 72,596 $ 60,000 Total Traffic Fines $ 75,000 25.00% 14,053 13,024 12,183 12,000 1060-352-1000 Library Fines 12,000 0.00% 25 - 200 200 1060-352-1010 Lost Publications 200 0.00% $ 14,078 $ 13,024 $ 12,383 $ 12,200 Total Library Fines $ 12,200 0.00% 3,563 (71) 6,245 5,000 0800-354-1100 Parking Citations 2,500 -50.00% 1,600 2,825 2,025 1,000 0800-354-1200 False Alarm Fines - Police 1,000 0.00% 3,950 650 950 500 0900-354-1200 False Alarm Fines - Fire 500 0.00% 63,692 24,150 - 20,000 1217-354-1000 Code Enforcement - Fines 20,000 0.00% 8,155 7,500 10,000 5,000 1217-354-1010 Code Enforcement - Fees 7,500 50.00% $ 80,960 $ 35,054 $ 19,220 $ 31,500 Total Violations of Local Ordinances $ 31,500 0.00% $ 190,143 $ 125,885 $ 104,199 $ 103,700 TOTAL FINES & FORFEITURES $ 118,700 14.46% 120,381 115,286 47,190 40,000 1500-361-1000 Interest Income 112,915 182.29% - - 41,349 39,424 1500-361-1004 Interest Income - Golf Fund 1999 Bond debt payoff - -100.00% 7,861 6,593 7,377 8,000 1500-361-2000 Dividend Income 7,500 -6.25% - (25,971) 16,904 - 1500-361-3000 Unrealized Gain/(Loss) - 0.00% - - (1,037) - 1500-361-4000 Realized Gain/(Loss) - 0.00% $ 128,242 $ 95,907 $ 111,782 $ 87,424 Total Interest Income $ 120,415 37.74% - 1,724 3,785 3,023 1010-362-1000 Rentals & Leases 3,750 24.05% - - - - 1040-362-2010 Rental and Lease Income - Golf Tower 24,600 100.00% 233,265 224,154 224,761 227,795 1500-362-1000 Rental and Lease Income 222,398 -2.37% $ 233,265 $ 225,879 $ 228,546 $ 230,818 Total Rents and Royalties $ 250,748 8.63% 9,266 17,584 16,440 7,500 1500-364-1000 Sale of Surplus - Assets 10,000 33.33% 801,000 - - - 1500-364-1030 Sale of Surplus - Land - 0.00% 301 403 914 300 1220-365-1010 Sale of Used Oil 750 150.00% $ 810,567 $ 17,987 $ 17,354 $ 7,800 Total Disposal of Fixed Assets $ 10,750 37.82% - - - 3,525 0100-366-1000 Contributions/Donations - City Council 2,925 0.00% 2,737 363,094 1,327 - 0800-366-1000 Contributions/Donations - Police - 0.00% 25 - - - 0900-366-1000 Contributions/Donations - Fire - 0.00% 7,329 1,715 606 - 1000-366-1000 Contributions/Donations - Recreation - 0.00% 70,691 - 2,217 - 1010-366-1000 Contributions/Donations - Parks - 0.00% 18 12 11 - 1015-366-1000 Contributions/Donations - Right-of-Way - 0.00% 3,383 6,653 5,052 - 1020-366-1000 Contributions/Donations - Senior Center - 0.00% 5,103 3,239 2,842 - 1060-366-1000 Contributions/Donations - Library - 0.00% 6,650 2,806 5,363 - 1070-366-1000 Contributions/Donations - Museum - 0.00% 100 200 - - 1200-366-1000 Contributions/Donations - Engineering - 0.00% 335 274 20 - 1500-366-1000 Contributions/Donations - General - 0.00% $ 96,371 $ 377,993 $ 17,438 $ 3,525 Total Contributions/Donations $ 2,925 -17.02% 19 52 28 20 0800-369-1710 Police Patches 20 0.00% 1,131 1,473 1,722 1,500 0000-369-9091 Discounts 1,500 0.00% - 2,174 19,320 1500-369-1000 Worker's Comp Proceeds 43 78 93 25 1500-369-1500 City Clerk Store 50 100.00% 6,761 9,162 328 - 1500-369-3000 Proceeds - Insurance - 0.00% 360 360 360 360 1500-369-5000 Proceeds - Sales Tax Credit 360 0.00% 66 9 - - 1500-369-8000 Radon Surcharge - 0.00% 16,936 47,001 91,966 45,000 1500-369-9000 Miscellaneous 45,000 0.00% $ 25,316 $ 60,310 $ 113,818 $ 46,905 Total Other Revenues $ 46,930 0.05% $ 1,293,761 $ 778,076 $ 488,939 $ 376,472 TOTAL INTEREST & OTHER REVENUES $ 431,768 14.69% 001-Revenues 9/24/2013 12:27 PM 54  001 GENERAL FUND - REVENUES Actual Budget 2012-13 2013-14 % 2009-10 2010-11 2011-12 Adopted Adopted Change 8,952 4,553 - - 1600-381-2200 Transfer from Law Enforcement Trust Fund - 0.00% 15,555 13,149 21,486 1,000 1600-381-2400 Transfer from Beal Memorial Cemetery Fund - -100.00% 32,461 29,295 22,857 - 1600-381-2500 Transfer from CDBG Fund - 0.00% 73,656 78,076 71,981 - 1600-381-9119 Transfer from CRA Fund - 0.00% 1,097,641 959,557 1,177,785 320,536 1600-382-4100 Transfer from Utilities Fund 490,433 53.00% 708,003 708,039 426,578 130,000 1600-382-4300 Transfer from Sanitation Fund 130,000 0.00% 25,000 99 53,432 - 1600-382-4400 Transfer from Golf Fund - 0.00% 15,000 15,022 17,147 - 1600-382-4500 Transfer from Stormwater Fund - 0.00% $ 1,976,267 $ 1,807,790 $ 1,791,265 $ 451,536 Total Interfund Transfers $ 620,433 37.40% - 739,805 - - 1500-384-1075 Hancock Bank Note Payable - 0.00% $ - $ 739,805 $ - $ - Total Proceeds from Debt/Loans $ - 0.00% - - - 55,148 1600-389-9100 Appropriation from Unassigned Fund Balance 173,082 213.85% - - - - 1600-389-9500 Approp. from Assigned Fund Balance - 0.00% - - - 9,500 1600-389-9600 Approp. from Restricted Fund Balance - Harvey Trust 70,590 643.05% $ - $ - $ - $ 64,648 Total Non-Operating Sources $ 243,672 276.92% $ 1,976,267 $ 2,547,595 $ 1,791,265 $ 516,184 TOTAL TRANSFERS IN $ 864,105 67.40% $ 19,252,950 $ 18,859,165 $ 17,278,991 $ 15,366,623 TOTAL FUND REVENUES $ 18,337,844 19.34% 001-Revenues 9/24/2013 12:27 PM 55  001 GENERAL FUND - 0100 CITY COUNCIL Actual Budget 2012-13 2013-14 % 2009-10 2010-11 2011-12 Adopted Adopted Change Revenues: - 200 - 200 341-9120 Election Qualifying Fees - -100.00% - - - 3,525 366-1000 Contributions/Donations 2,925 -17.02% $ - $ 200 $ - $ 3,725 TOTAL REVENUES $ 2,925 -21.48% Personal Services: 38,166 39,379 39,379 39,488 511-1100 Executive Salaries 39,932 1.12% 2,366 2,442 2,442 2,448 511-2100 FICA Taxes 2,476 1.14% 553 571 571 573 511-2101 Medicare 579 1.05% 44,243 47,369 67,110 88,148 511-2300 Dental, Life & Health Insurance 71,125 -19.31% 74 73 76 80 511-2400 Worker's Compensation 68 -15.00% $ 85,404 $ 89,833 $ 109,576 $ 130,737 Total Personal Services $ 114,180 -12.66% Operating Expenditures: 40,000 6,900 5,916 30,000 511-3100 Professional Services - -100.00% 82,221 84,602 39,690 95,500 511-3101 Legal Services 105,500 10.47% 87,787 87,787 102,310 102,310 511-3400 Other Services 101,710 -0.59% 3,868 4,196 4,809 9,000 511-4000 Travel and Per Diem 9,000 0.00% 761 271 271 275 511-4100 Communication Services 142 -48.36% 1,290 - 2,409 2,410 511-4400 Rentals & Leases 2,410 0.00% - - 16 - 511-4700 Printing & Binding 1,000 100.00% 939 - - - 511-4800 Promotional Activities - 0.00% 25,183 23,156 2,713 511-4801 Special Events - 14,517 - 16,000 511-4910 Election Expense - -100.00% 7,918 8,243 4,992 5,415 511-5200 Operating Supplies 2,415 -55.40% - - 433 - 511-5231 Computer Hardware/Software - 0.00% 2,682 3,077 2,646 2,350 511-5400 Books, Dues & Publications 2,350 0.00% 570 978 1,625 800 511-5500 Training 800 0.00% 34,162 32,263 30,593 15,947 511-8200 Grants & Aids 15,947 0.00% Economic Development Council West Florida Regional Planning Council Transportation Planning Organization $ 287,382 $ 265,989 $ 198,423 $ 280,007 Total Operating Expenditures $ 241,274 -13.83% Debt Service - - - - 581-9121 Transfer to Debt Service Fund 210 100.00% Phone System Lease - year 1 of 6 $ - $ - $ - $ - Total Debt Service $ 210 100.00% $ 372,786 $ 355,822 $ 308,000 $ 410,744 TOTAL EXPENSES $ 355,664 -13.41% $ (372,786) $ (355,622) $ (308,000) $ (407,019) NET REVENUE / (EXPENSE) $ (352,739) -13.34% 0100-City Council 9/24/2013 12:29 PM 56 CITY COUNCIL Share of City Budget $355,664, 1.0% DESCRIPTION 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. MISSION To enhance and protect the Community by providing quality services. STRATEGIC PLAN (April 2013) Plan Initiative Action Item Status Leader Economic Branding & Marketing 1. Coordinate efforts with the Chamber of Commerce City Manager Development 2. Issue an RFP in FY 2014 to complete a Marketing/Business Plan for the City, its services, and available vacant properties Economic Regulation Efficiency 1. Coordinate with key developers and contractors to determine areas Engineering & Development where greater efficiencies can be achieved Utilities Director 2. Revisit recommendations from the Business Retention Panel Economic Economic Incentives 1. Development of better marketing materials for existing CRA Engineering & Development economic incentives programs underway Utilities Director 2. Researching local gov'ts statewide for a general program suitable for FWB, with the goal of having a tax abatement program for referendum along with Okaloosa County in August 2014 Economic Expand Services to Mary Esther declined police & fire services; an agreement is being City Manager Development Surrounding Communities drafted for right-of-way and permitting/inspection services; an RFP for sanitation services will be issued in the Fall Quality of Life Reduce Vagrancy 1. Researching Okaloosa County and City of Pensacola ordinances Police Chief to determine if similar enforcement efforts are feasible 2. Quote from vagrancy consultant obtained for City Council discussion Economic Expand CRA Boundaries Development of an action plan and finding-of-fact timeline Engineering & Development underway Utilities Director Economic Develop Waterfront Activities 1. The Landing Park dock replacement and sound system installation Recreation Development are complete Services Director 2. Evaluation of a Landing Master Plan underway to determine improvements needed to attract future activities along the waterfront 3. Coordination with FDEP to determine if revisions to the submerged land lease are required Transportation Brooks Bridge By-Pass Attended Chamber of Commerce meeting to review the findings of City Manager the Bridge Authority's consultant Financial Employee Wage Adjustments An amount commensurate with the 7.48% CPI since the last Finance Director Sustainability adjustment in October 2008 is budgeted for each employee’s annual evaluation date over a two-year period and tiered based on tenure Financial Pay & Classification Study Issue an RFP in late FY 2013 to complete a study no later than Finance Director Sustainability March 2014 for consideration with FY 2015 budget preparation Environment Curbside Residential A cost-benefit analysis of single-stream curbside residential Engineering & Recycling recycling is needed Utilities Director Financial Fire Assessment Fee City Council voted to suspend discussions of a fire assessment fee in Fire Chief Sustainability June 2013 Financial Surplus Property Sales Initial reports for 9 properties have been received and will be City Manager Sustainability presented for City Council consideration Financial Grant Writing Staff will attend a two-day grant writing seminar in Niceville in Finance Director Sustainability September PERFORMANCE EXCELLENCE Every Service – Every Employee – Every Day 57  001 GENERAL FUND - 0200 CITY MANAGER Actual Budget 2012-13 2013-14 % 2009-10 2010-11 2011-12 Adopted Adopted Change Revenues: Division Does Not Generate Revenue $ - $ - $ - $ - TOTAL REVENUES $ - 0.00% Personal Services: 2.00 2.00 2.00 2.00 Number of Funded Employees (FTE's) 2.00 - 106,395 103,755 110,302 512-1100 Executive Salaries 115,660 4.86% 157,969 42,961 38,149 52,929 512-1200 Regular Salaries 54,000 2.02% - - 788 2,153 512-1202 Incentive/Merit Pay - -100.00% 25 - - 512-1400 Salaries - Overtime 10,192 9,608 9,578 10,624 512-2100 FICA Taxes 10,985 3.40% 2,384 2,247 2,240 2,485 512-2101 Medicare 2,569 3.38% 43,848 39,843 36,223 14,772 512-2200 Retirement Contributions 55,338 274.61% - - - 11,596 512-2204 Retirement Contributions - DC Plan - -100.00% 5,218 5,210 3,455 5,515 512-2210 Deferred Compensation 6,243 13.20% 15,008 13,281 13,691 16,175 512-2300 Dental, Life & Health Insurance 10,313 -36.24% 326 300 250 353 512-2400 Worker's Compensation 310 -12.18% $ 234,970 $ 219,845 $ 208,130 $ 226,904 Total Personal Services $ 255,418 12.57% Operating Expenditures: 198 933 2,162 880 512-4000 Travel and Per Diem 1,800 104.55% 576 1,025 822 1,319 512-4100 Communication Services 764 -42.08% 165 91 69 50 512-4200 Postage 55 10.00% - 625 - - 512-4630 Equipment Repair - 0.00% - - 16 - 512-4700 Printing & Binding - 0.00% (273) 172 549 200 512-5100 Office Supplies 200 0.00% 475 508 118 - 512-5200 Operating Supplies - 0.00% - - - - 512-5210 Uniform Expense 200 100.00% - 163 402 - 512-5231 Computer Hardware/Software - 0.00% 606 1,972 1,371 315 512-5400 Books, Dues & Publications 1,672 430.79% - 1,440 2,185 695 512-5500 Training 820 17.99% 1,651 88 - Grant-Related Expenses (FWBTV) $ 3,397 $ 7,018 $ 7,695 $ 3,459 Total Operating Expenditures $ 5,511 59.32% Capital Outlay: - - 520 650 512-6420 Computer Hardware/Software - -100.00% $ - $ - $ 520 $ 650 Total Capital Outlay $ - -100.00% Debt Service - - - - 581-9121 Transfer to Debt Service Fund 425 100.00% Phone System Lease - year 1 of 6 $ - $ - $ - $ - Total Debt Service $ 425 100.00% $ 238,368 $ 226,864 $ 216,346 $ 231,013 TOTAL EXPENSES $ 261,354 13.13% $ (238,368) $ (226,864) $ (216,346) $ (231,013) NET REVENUE / (EXPENSE) $ (261,354) 13.13% 0200-City Manager 9/24/2013 12:31 PM 58 CITY MANAGER Share of City Budget $261,354, 0.7% DESCRIPTION The City Manager is the chief administrative official for the City. The City Manager's office coordinates, implements, and evaluates all policies, procedures, and programs; recommends and provides information to City Council; proposes the annual budget; provides an avenue for citizens to direct their requests, complaints, and needs; and provides communications and support by overseeing information technology and serving as a liaison between departments, the media, and citizens. MISSION Support the City Council in the development of policy by assembling and analyzing data and making recommendations; provide leadership and direction to employees in implementation of policies, programs, and daily operations; and ensure that the City of Fort Walton Beach government provides municipal services and infrastructure necessary for a high quality of life for our citizens in a fiscally responsible manner. Actual YTD thru 6/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY14) 2009-10 2010-11 2011-12 2012-13 2012-13 2013-14 Communicate Effectively w/ City Council & Public on Current Issues Customer Satisfaction with Overall City Services n/a n/a n/a 84% 90% 90% Promote Organizational Efficiency Overall Employee Satisfaction (Strongly Agree & Agree) n/a 78.4% 69.2% 71.6% 80% 80% Performance Excellence / Leadership Training Courses n/a n/a n/a 12 6 6 Deliver Services in Most Cost-Efficient Manner Cost of Services per Citizen - General Fund $1,006 $894 $913 annual measure $862 $908
Coordinate a branding/marking initiative with the Chamber of Commerce.
Complete a Marketing/Business Plan for the City, its services, and available vacant properties.
Enter into an agreement with the City of Mary Esther to provide permitting/inspection, right-of-way maintenance, and garbage collection services.
Evaluate vacant parcels for possible sale or lease to maximize their development potential. FUTURE GOALS (FY15 & FY16)
Create a City Leadership Academy / University for current and future managers and supervisors.
Explore additional revenue sources through expansion and/or innovative ideas for enhancing services.
Improve traffic flow and reduce congestion downtown by pursuing a Brooks Bridge By-Pass. PRIOR YEAR ACCOMPLISHMENTS (FY13)
Created a Customer Satisfaction Survey to form a baseline for measuring customer satisfaction with all City services.
Began performance excellence training for leadership with the Studer Group. PERFORMANCE EXCELLENCE Every Service – Every Employee – Every Day 59  001 GENERAL FUND - 0220 INFORMATION TECHNOLOGY Actual Budget 2012-13 2013-14 % 2009-10 2010-11 2011-12 Adopted Adopted Change Revenues: Division Does Not Generate Revenue $ - $ - $ - $ - TOTAL REVENUES $ - 0.00% Personal Services: 2.75 2.00 2.00 2.00 Number of Funded Employees (FTE's) 2.00 129,737 127,233 126,746 127,094 516-1200 Regular Salaries 129,320 1.75% - - - 516-1201 Service Awards 159 100.00% - - 1,397 2,153 516-1202 Incentive/Merit Pay - -100.00% 1,803 1,808 1,800 1,800 516-1503 Auto Allowance - -100.00% 7,598 7,368 7,482 7,363 516-2100 FICA Taxes 7,488 1.70% 1,777 1,723 1,750 1,722 516-2101 Medicare 1,751 1.68% 28,387 28,244 33,637 35,472 516-2200 Retirement Contributions 36,093 1.75% 15,883 17,333 18,252 19,009 516-2300 Dental, Life & Health Insurance 14,490 -23.77% 255 243 247 261 516-2400 Worker's Compensation 220 -15.71% $ 185,439 $ 183,952 $ 191,309 $ 194,874 Total Personal Services $ 189,521 -2.75% Operating Expenditures: - - 93,546 116,775 516-3100 Professional Services 113,525 -2.78% 68,707 69,925 - 516-3400 Other Services 1,050 779 693 800 516-4000 Travel and Per Diem 800 0.00% 53,464 51,834 40,377 42,853 516-4100 Communication Services 42,200 -1.52% 14,639 22,109 - 516-4610 Maintenance Contracts 11,284 8,122 8,655 11,000 516-4630 Equipment Repair 9,000 -18.18% 2,539 1,010 438 3,100 516-5200 Operating Supplies 1,500 -51.61% 3,888 22,350 3,690 4,000 516-5231 Computer Hardware/Software 4,000 0.00% 457 366 444 2,320 516-5400 Books, Dues & Publications 2,389 2.97% - 75 75 75 516-5500 Training 75 0.00% - (3,386) - - 516-9905 Capitalized Costs Allocation - Labor - 0.00% - (1,480) - - 516-9906 Capitalized Costs Allocation - Benefits - 0.00% $ 156,028 $ 171,704 $ 147,917 $ 180,923 Total Operating Expenditures $ 173,489 -4.11% Capital Outlay: 21,277 15,871 13,191 16,850 516-6420 Computer Hardware/Software 5,000 -70.33% Redundant Cisco ASA Firewall-City Hall (fund balance) $ 21,277 $ 15,871 $ 13,191 $ 16,850 Total Capital Outlay $ 5,000 -70.33% Debt Service - - - - 581-9121 Transfer to Debt Service Fund 850 100.00% Phone System Lease - year 1 of 6 $ - $ - $ - $ - Total Debt Service $ 850 100.00% $ 362,744 $ 371,527 $ 352,417 $ 392,647 TOTAL EXPENSES $ 368,860 -6.06% $ (362,744) $ (371,527) $ (352,417) $ (392,647) NET REVENUE / (EXPENSE) $ (368,860) -6.06% 0220-Info Tech 9/24/2013 12:35 PM 60 INFORMATION TECHNOLOGY Share of City Budget $368,860, 1.1% DESCRIPTION Information Technology is responsible for the operation and maintenance of the City's network, computers, servers, website, and telecommunications in order to facilitate the daily work of employees as well as provide easily accessible information and services to citizens. MISSION Provide Citywide information technology services that are secure and highly accessible. Actual YTD thru 6/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY14) 2009-10 2010-11 2011-12 2012-13 2012-13 2013-14 Provide Current Technology to Users Computers & Laptops Replaced 8% 24% 14% 10% 12% 17% Police Laptops Replaced n/a 2% 21% 0% 21% 30% Support Department Productivity by Minimizing Downtime Hours of Downtime: Public Safety (police & fire) n/a n/a 6 6 12 12 Hours of Downtime: Non-Public Safety n/a n/a 7 7 24 24
Ensure current technology to users by replacing desktop computers with P4, 3.0G or less processors.
Ensure current technology to police department by replacing laptops every five years.
Ensure no more than 12 hours of downtime for public safety personnel.
Ensure no more than 24 hours of downtime for non-public safety personnel. FUTURE GOALS (FY15 & FY16)
Develop and implement a plan to consolidate the City's server by using Virtual Machine technology.
Develop and implement a network management and monitoring system for the City computer network. PRIOR YEAR ACCOMPLISHMENTS (FY13)
Implemented new telephone systems for City Hall, City Hall Annex, Police Department and Fire Department.
Relocated all servers from City Hall to the Police Department for improved disaster protection. PERFORMANCE EXCELLENCE Every Service – Every Employee – Every Day 61  001 GENERAL FUND - 0300 HUMAN RESOURCES Actual Budget 2012-13 2013-14 % 2009-10 2010-11 2011-12 Adopted Adopted Change Revenues: Division Does Not Generate Revenue $ - $ - $ - $ - TOTAL REVENUES $ - 0.00% Personal Services: 4.00 3.00 3.00 3.00 Number of Funded Employees (FTE's) 3.00 - 78,000 78,053 78,214 513-1100 Executive Salaries 67,263 -14.00% 207,222 57,125 68,077 68,317 513-1200 Regular Salaries 66,298 -2.96% - - - - 513-1201 Service Awards 106 100.00% - - 2,745 3,230 513-1202 Incentive/Merit Pay - -100.00% - 8,285 - - 513-1300 Part-Time Wages - 0.00% 85 - - 513-1400 Salaries - Overtime 13,525 8,423 9,638 8,244 513-2100 FICA Taxes 7,431 -9.86% 3,369 1,970 2,254 1,928 513-2101 Medicare 1,738 -9.85% 37,425 10,208 12,164 12,820 513-2200 Retirement Contributions 9,982 -22.14% 675 6,531 6,174 6,985 513-2204 Retirement Contributions - DC Plan 4,890 -29.99% 20,500 13,921 19,757 20,529 513-2300 Dental, Life & Health Insurance 27,335 33.15% 402 270 280 296 513-2400 Worker's Compensation 227 -23.31% $ 283,204 $ 184,733 $ 199,143 $ 200,563 Total Personal Services $ 185,270 -7.63% Operating Expenditures: 35,416 5,624 13,200 11,781 513-3100 Professional Services 15,851 34.55% 17,371 35,390 31,632 - 513-3101 Legal Services - 0.00% 13,764 10,873 4,369 6,200 513-3102 Employee Physicals & Immunizations 6,200 0.00% - - 1,658 - 513-3400 Other Services 59 1,089 723 1,000 513-4000 Travel and Per Diem 1,000 0.00% 2,312 1,382 1,356 1,705 513-4100 Communication Services 1,178 -30.91% 1,085 603 565 500 513-4200 Postage 190 -62.00% 844 1,000 1,603 1,558 513-4400 Rentals & Leases 1,883 20.86% 7,052 7,215 - 513-4610 Maintenance Contracts 676 - 50 1,000 513-4700 Printing & Binding - -100.00% 6,539 3,061 - - 513-4800 Promotional Activities 2,695 - - 513-4901 Recruitment/Relocation - 416 806 600 513-4920 Advertising 600 0.00% 1,793 1,892 2,413 2,205 513-5100 Office Supplies 2,325 5.44% 6,544 5,158 13,760 12,100 513-5200 Operating Supplies 9,750 -19.42% - - 165 - 513-5231 Computer Hardware/Software - 0.00% 2,674 422 348 494 513-5400 Books, Dues & Publications 494 0.00% 635 488 1,088 2,450 513-5500 Training 350 -85.71% $ 99,459 $ 74,614 $ 73,736 $ 41,593 Total Operating Expenditures $ 39,821 -4.26% Capital Outlay: - - - 650 513-6420 Computer Hardware/Software - -100.00% $ - $ - $ - $ 650 Total Capital Outlay $ - -100.00% Debt Service - - - - 581-9121 Transfer to Debt Service Fund 638 100.00% Phone System Lease - year 1 of 6 $ - $ - $ - $ - Total Debt Service $ 638 100.00% $ 382,663 $ 259,347 $ 272,879 $ 242,806 TOTAL EXPENSES $ 225,729 -7.03% $ (382,663) $ (259,347) $ (272,879) $ (242,806) NET REVENUE / (EXPENSE) $ (225,729) -7.03% 0300-HR 9/24/2013 12:37 PM 62 HUMAN RESOURCES Share of City Budget $225,729, 0.6% 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 6/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY14) 2009-10 2010-11 2011-12 2012-13 2012-13 2013-14 Implement and Enhance Performance Excellence Program Positions with Redesigned Performance Evaluation n/a n/a n/a n/a 100% 100% Process Improvement Teams Created and Trained n/a n/a n/a 3 6 6 Attract and Retain a High-Quality Workforce Career Development and Training Classes Held n/a n/a n/a 38 25 25 Employees Recognized n/a n/a 27 14 24 24 Managers Recognized n/a n/a 11 1 12 12 Turnover Rate: Public Safety Personnel n/a n/a n/a annual measure 20% 20% Turnover Rate: Non-Public Safety Personnel n/a n/a n/a annual measure 12% 12%
Enhance Performance Excellence Program by redesigning the performance evaluation for all positions and creating process improvement teams.
Revise the compensation and classification plan.
Develop and introduce employee handbook to all employees.
Revise Employee of Year and Manager of Year programs by making recognition a monthly activity, culminating with the annual award.
Reduce turnover for both public safety and non-public safety personnel. FUTURE GOALS (FY15 & FY16)
Offer avenues of career development and training to promote a high-quality workforce and environment of continual improvement. PRIOR YEAR ACCOMPLISHMENTS (FY13)
Developed and implemented new employee orientation for all new hires. PERFORMANCE EXCELLENCE Every Service – Every Employee – Every Day 63  001 GENERAL FUND - 0310 RISK MANAGEMENT Actual Budget 2012-13 2013-14 % 2009-10 2010-11 2011-12 Adopted Adopted Change Revenues: Division Does Not Generate Revenue $ - $ - $ - $ - TOTAL REVENUES $ - 0.00% Personal Services: 1.00 - - - Number of Funded Employees (FTE's) - 37,161 15,804 - - 519-1200 Regular Salaries - 0.00% 2,204 1,480 - - 519-2100 FICA Taxes - 0.00% 516 346 - - 519-2101 Medicare - 0.00% 8,450 3,507 - - 519-2200 Retirement Contributions - 0.00% 4,075 1,925 - - 519-2300 Dental, Life & Health Insurance - 0.00% 72 30 - - 519-2400 Worker's Compensation - 0.00% $ 52,478 $ 23,092 $ - $ - Total Personal Services $ - 0.00% Operating Expenditures: 8,650 - - - 519-3100 Professional Services - 0.00% - 356 1,821 2,300 519-4000 Travel and Per Diem 1,800 -21.74% 259 249 - - 519-4100 Communication Services - 0.00% 487,559 348,808 381,007 440,370 519-4500 Insurance 516,265 17.23% 55,738 46,631 88,366 50,000 519-4501 Unrecovered Insurance Claims 50,000 0.00% $ 552,206 $ 396,044 $ 471,194 $ 492,670 Total Operating Expenditures $ 568,065 15.30% $ - $ - $ - $ - Total Capital Outlay $ - 0.00% $ 604,684 $ 419,136 $ 471,194 $ 492,670 TOTAL EXPENSES $ 568,065 15.30% $ (604,684) $ (419,136) $ (471,194) $ (492,670) NET REVENUE / (EXPENSE) $ (568,065) 15.30% 0310-Risk Mgmt 9/24/2013 12:38 PM 64 RISK MANAGEMENT Share of City Budget $568,065, 1.6% DESCRIPTION Risk Management is responsible for protecting the City from liability through risk retention and transfer, claims handling, and safety programs. The City's safety program aims to reduce illness and injury to employees and citizens. MISSION Continuously develop, manage and improve insurance and safety/occupational services to provide quality, cost effective support to our customers and to protect the City's financial well being. Actual YTD thru 6/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY14) 2009-10 2010-11 2011-12 2012-13 2012-13 2013-14 Reduce Workers Compensation Expense Workers Compensation Accidents n/a 65 45 33 50 45 Workers Compensation Accidents with Injuries n/a 41 17 20 20 15 Workers Compensation Lost Work Days n/a 45 3 26 36 30 Workers Compensation Open Claims n/a 15 4 29 10 5 Workers Compensation Experience Modification 0.79 1.13 1.21 annual measure 1.08 0.87 Minimize Liability Exposure At-Fault Employee Vehicle & Equipment Incidents n/a 8 4 7 10 5 Provide a Safe Workplace Safety Training Classes Held n/a n/a 52 7 24 52
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. FUTURE GOALS (FY15 & FY16)
Reduce workers compensation experience modification factor by 10 points.
Develop on-line safety training programs for employees.
Implement safety recognition programs.
Enhance wellness program and development wellness incentives. PRIOR YEAR ACCOMPLISHMENTS (FY13)
Conducted first aid and CPR training and certification for all departments. PERFORMANCE EXCELLENCE Every Service – Every Employee – Every Day 65  001 GENERAL FUND - 0400 CITY CLERK Actual Budget 2012-13 2013-14 % 2009-10 2010-11 2011-12 Adopted Adopted Change Revenues: 802 625 881 500 341-9300 Photo Copies/Certifying 750 50.00% 43 78 93 25 369-1500 City Clerk Store 50 100.00% $ 845 $ 704 $ 974 $ 525 TOTAL REVENUES $ 800 52.38% Personal Services: 3.00 2.50 2.50 2.50 Number of Funded Employees (FTE's) 2.50 - 75,471 75,495 70,707 512-1100 Executive Salaries 73,257 3.61% 149,135 32,882 27,787 32,873 512-1200 Regular Salaries 34,105 3.75% - - - 477 512-1201 Service Awards 212 -55.56% - - 1,265 2,691 512-1202 Incentive/Merit Pay - -100.00% - 583 8,645 9,353 512-1300 Part-Time Wages 9,482 1.38% 132 - 13 512-1400 Salaries - Overtime 250 100.00% 1,205 1,205 1,200 1,200 512-1503 Auto Allowance 1,204 0.33% 12,274 6,924 7,115 7,080 512-2100 FICA Taxes 7,326 3.47% 2,870 1,619 1,664 1,656 512-2101 Medicare 1,713 3.44% 23,004 7,305 8,705 9,175 512-2200 Retirement Contributions 9,519 3.75% 2,427 3,539 3,526 3,535 512-2204 Retirement Contributions - DC Plan 3,663 3.62% 3,832 3,770 3,737 3,747 512-2210 Deferred Compensation 3,828 2.16% 8,708 5,091 9,604 9,899 512-2300 Dental, Life & Health Insurance 9,949 0.51% 300 214 224 239 512-2400 Worker's Compensation 207 -13.39% $ 203,887 $ 138,605 $ 148,981 $ 152,632 Total Personal Services $ 154,715 1.36% Operating Expenditures: - 9,615 16,613 18,134 512-3100 Professional Services 18,134 0.00% - 13,723 - - 512-3400 Other Services - 0.00% 160 46 52 950 512-4000 Travel and Per Diem 100 -89.47% 826 921 935 935 512-4100 Communication Services 905 -3.21% 186 202 273 250 512-4200 Postage 250 0.00% 14,037 11,580 11,137 11,138 512-4400 Rentals & Leases 11,138 0.00% 1,838 1,873 - 512-4610 Maintenance Contracts 218 - - 512-4620 Vehicle Repair - 511 - 512-4801 Special Events 1,221 815 453 500 512-4912 Recording Fees 800 60.00% 8,738 4,662 20,136 11,750 512-4915 Legal Advertising 10,000 -14.89% 2,260 1,447 1,704 915 512-5100 Office Supplies 1,500 63.93% - - - 265 512-5101 Office Supplies - City Hall Copier 265 0.00% 610 112 39 200 512-5200 Operating Supplies 200 0.00% 441 - - 512-5204 Fuel & Oil - 35 110 - 512-5231 Computer Hardware/Software - 0.00% 435 355 445 535 512-5400 Books, Dues & Publications 535 0.00% 95 - - 325 512-5500 Training - -100.00% $ 31,064 $ 45,897 $ 51,896 $ 45,897 Total Operating Expenditures $ 43,827 -4.51% Capital Outlay: - - 520 - 512-6420 Computer Hardware/Software 14,000 100.00% Laserfiche Avante System Upgrade (fund balance) $ - $ - $ 520 $ - Total Capital Outlay $ 14,000 100.00% Debt Service - - - - 581-9121 Transfer to Debt Service Fund 638 100.00% Phone System Lease - year 1 of 6 $ - $ - $ - $ - Total Debt Service $ 638 100.00% $ 234,951 $ 184,502 $ 201,398 $ 198,529 TOTAL EXPENSES $ 213,180 7.38% $ (234,106) $ (183,798) $ (200,424) $ (198,004) NET REVENUE / (EXPENSE) $ (212,380) 7.26% 0400-City Clerk 9/24/2013 12:40 PM 66 CITY CLERK Share of City Budget $213,180, 0.6% DESCRIPTION The City Clerk is the official custodian of all public records including ordinances, resolutions, leases, contracts, agreements, and City Council/Board/Committee minutes. The City Clerk’s office is responsible for all records management according to legal requirements; provides administrative support to City Council. MISSION Serve the public by striving for excellence in preparation of minutes of meetings, providing complete and accurate information while preserving the records of the City, and maintaining a professional level of service in all phases of operation. Actual YTD thru 6/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY14) 2009-10 2010-11 2011-12 2012-13 2012-13 2013-14 Properly Maintain Public Records Eligible Records Destroyed on Time n/a 100% 50% 57% 90% 90% Records with Retention Greater than 10 Year Available on Laserfische n/a 90% 30% 30% 90% 90% Provide Prompt Customer Service Public Records Requests Responded To within 2 Days n/a 94% 89% 88% 95% 95% Encourage Donations for Public Events Fourth of July Fundraising n/a $2,471 $950 $1,350 $2,000 $2,000
Destroy all records that have met their retention period in early October.
Laserfiche all records with a retention period greater than 10 years.
Respond to 95% of public records requests within 2 Days (some may require longer research period). FUTURE GOALS (FY15 & FY16)
Continue to raise at least $2,000 through Fourth of July fundraising activities.
Purge contract files to reflect current contracts; archive expired/inactive contracts; ensure all contracts are in electronic format. PRIOR YEAR ACCOMPLISHMENTS (FY13)
Council/Board Minutes completed and posted to web page within 2 working days of meeting. PERFORMANCE EXCELLENCE Every Service – Every Employee – Every Day 67  001 GENERAL FUND - 0500 FINANCE Actual Budget 2012-13 2013-14 % 2009-10 2010-11 2011-12 Adopted Adopted Change Revenues: Division Does Not Generate Revenue $ - $ - $ - $ - TOTAL REVENUES $ - 0.00% Personal Services: 7.00 7.00 7.00 7.00 Number of Funded Employees (FTE's) 7.00 - 90,290 90,473 86,350 513-1100 Executive Salaries 88,718 2.74% 332,355 227,100 243,123 248,161 513-1200 Regular Salaries 252,488 1.74% - - - 106 513-1201 Service Awards - -100.00% - - 3,256 7,536 513-1202 Incentive/Merit Pay - -100.00% - 7,190 - - 513-1300 Part-Time Wages - 0.00% - - - - 513-1400 Overtime 50 100.00% 19,851 18,947 19,374 19,140 513-2100 FICA Taxes 19,437 1.55% 4,642 4,431 4,531 4,476 513-2101 Medicare 4,546 1.56% 80,573 69,773 79,936 84,145 513-2200 Retirement Contributions 85,822 1.99% - 2,008 2,848 2,641 513-2204 Retirement Contributions - DC Plan 2,702 2.31% 36,581 37,601 50,585 50,953 513-2300 Dental, Life & Health Insurance 51,754 1.57% 654 619 649 685 513-2400 Worker's Compensation 587 -14.31% $ 474,656 $ 457,959 $ 494,775 $ 504,193 Total Personal Services $ 506,104 0.38% Operating Expenditures: 33 1,047 34,553 47,497 513-3100 Professional Services 69,413 46.14% 51,935 61,984 51,984 51,984 513-3200 Annual Audit Services 51,984 0.00% 15 1,009 88 90 513-3400 Other Services - -100.00% 2,174 3,185 1,386 3,781 513-4000 Travel and Per Diem 3,261 -13.75% 2,356 2,241 2,615 2,795 513-4100 Communication Services 1,471 -47.37% 4,676 5,564 5,497 5,000 513-4200 Postage 5,500 10.00% - 1,314 - - 513-4300 Utilities - 0.00% 780 780 780 780 513-4400 Rentals & Leases 546 -30.00% 25,906 27,022 675 675 513-4610 Maintenance Contracts 675 0.00% 859 1,836 2,546 1,830 513-4700 Printing and Binding 1,100 -39.89% 0 12 4 25 513-4903 Sales Tax Expense/Penalty 25 0.00% 5,921 4,322 3,959 3,700 513-5100 Office Supplies 3,790 2.43% 5,308 2,081 2,954 3,765 513-5200 Operating Supplies 2,460 -34.66% 5,779 4,884 - 513-5230 ACH/Credit Card Fees - 300 1,048 - 513-5231 Computer Hardware/Software - 0.00% 1,390 1,546 1,295 1,740 513-5400 Books, Dues & Publications 1,830 5.17% 260 1,299 1,580 3,320 513-5500 Training 2,625 -20.93% - - (3,513) - 516-9905 Capitalized Costs Allocation - Labor - 0.00% $ 107,391 $ 120,426 $ 107,450 $ 126,982 Total Operating Expenditures $ 144,680 13.94% Capital Outlay: 2,434 - - - 513-6402 Equipment - 0.00% - - 630 - 513-6420 Computer Hardware/Software - 0.00% - - 4,995 - 513-6821 Software - 0.00% $ 2,434 $ - $ 5,625 $ - Total Capital Outlay $ - 0.00% Debt Service - - - - 581-9121 Transfer to Debt Service Fund 1,485 100.00% Phone System Lease - year 1 of 6 $ - $ - $ - $ - Total Debt Service $ 1,485 100.00% $ 584,482 $ 578,386 $ 607,850 $ 631,175 TOTAL EXPENSES $ 652,269 3.34% $ (584,482) $ (578,386) $ (607,850) $ (631,175) NET REVENUE / (EXPENSE) $ (652,269) 3.34% 0500-Finance 9/24/2013 12:55 PM 68 FINANCE Share of City Budget $652,269, 1.8% DESCRIPTION Finance's primary function is to maintain 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 6/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY14) 2009-10 2010-11 2011-12 2012-13 2012-13 2013-14 Provide Accurate and Timely Financial Information Monthly Financial Reports Prepared within 20 Days 25% 89% 58% 33% 92% 92% Findings From External Auditors 0 0 0 annual measure 0 0 Prepare Useful & Meaningful Financial Documents to the Public Achieve GFOA Distinguished Budget Presentation Award (possible points awarded) 91% 83% 86% annual measure 95% 95% Achieve GFOA Certificate of Achievement for Financial Reporting


annual measure


Prepare 92% of monthly financial reports within 20 days of the end of the month to provide timely financial information.
Develop a plan and funding methodology to address GASB 43 and 45 OPEB requirements.
Implement ACH processing for vendor payments.
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 (FY15 & FY16)
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. PRIOR YEAR ACCOMPLISHMENTS (FY13)
Diversified investment approach from a short-term internally-managed portfolio of certificates of deposit, money market funds, and bank accounts to two externally-managed portfolios: short-to-medium term and medium-to-long term. PERFORMANCE EXCELLENCE Every Service – Every Employee – Every Day 69  001 GENERAL FUND - 0530 PURCHASING Actual Budget 2012-13 2013-14 % 2009-10 2010-11 2011-12 Adopted Adopted Change Revenues: Division Does Not Generate Revenue $ - $ - $ - $ - TOTAL REVENUES $ - 0.00% Personal Services: 2.50 2.50 2.50 2.50 Number of Funded Employees (FTE's) 2.75 91,249 80,988 78,460 78,909 513-1200 Regular Salaries 83,778 6.17% - - - 106 513-1201 Service Awards - -100.00% - - 1,068 2,691 513-1202 Incentive/Merit Pay - -100.00% - 13,651 13,243 13,847 513-1300 Part-Time Wages 20,251 46.25% 5,437 5,707 5,547 5,528 513-2100 FICA Taxes 6,225 12.61% 1,272 1,335 1,297 1,293 513-2101 Medicare 1,456 12.61% 19,993 15,696 14,229 15,113 513-2200 Retirement Contributions 15,419 2.02% - 890 1,827 1,857 513-2204 Retirement Contributions - DC Plan 2,140 15.24% 8,487 8,943 8,961 9,225 513-2300 Dental, Life & Health Insurance 9,250 0.27% 177 178 176 187 513-2400 Worker's Compensation 177 -5.35% $ 126,615 $ 127,389 $ 124,809 $ 128,756 Total Personal Services $ 138,696 7.72% Operating Expenditures: - - 7,179 7,392 513-3100 Professional Services 7,614 3.00% 967 68 - - 513-4000 Travel and Per Diem 200 100.00% 1,224 1,392 1,197 1,205 513-4100 Communication Services 749 -37.84% 1,321 61 129 125 513-4200 Postage 45 -64.00% 1,872 66 - 513-4300 Utilities - 777 - 513-4400 Rentals & Leases 6,615 7,086 - 513-4610 Maintenance Contracts 263 - - 513-4630 Equipment Repair - 23 - 513-4640 Building Maintenance - 62 - 200 513-4700 Printing & Binding 115 -42.50% 3,496 2,791 - 513-4915 Legal Advertising 363 306 - 513-5200 Operating Supplies 115 37 - 513-5204 Fuel & Oil - - 165 - 513-5231 Computer Hardware/Software - 0.00% 35 70 85 70 513-5400 Books, Dues & Publications 155 121.43% - - - - 513-5500 Training 750 100.00% $ 16,270 $ 12,739 $ 8,754 $ 8,992 Total Operating Expenditures $ 9,628 7.07% Capital Outlay: - - 520 - 513-6420 Computer Hardware/Software - 0.00% $ - $ - $ 520 $ - Total Capital Outlay $ - 0.00% Debt Service - - - - 581-9121 Transfer to Debt Service Fund 638 100.00% Phone System Lease - year 1 of 6 $ - $ - $ - $ - Total Debt Service $ 638 100.00% $ 142,885 $ 140,128 $ 134,084 $ 137,748 TOTAL EXPENSES $ 148,962 8.14% $ (142,885) $ (140,128) $ (134,084) $ (137,748) NET REVENUE / (EXPENSE) $ (148,962) 8.14% 0530-Purchasing 9/24/2013 12:57 PM 70 PURCHASING Share of City Budget $148,962, 0.4% DESCRIPTION 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 6/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY14) 2009-10 2010-11 2011-12 2012-13 2012-13 2013-14 Procure Products As Efficiently As Possible Purchases Made By Purchase Order n/a 84% 82% 76% 80% 85% Purchases Made By Direct Payment n/a 14% 15% 21% 15% 10% Purchases Made By Credit Card n/a 3% 3% 3% 5% 5%
Develop program to track vendor performance for on time delivery schedule. FUTURE GOALS (FY15 & FY16)
Develop and implement procurement tracking for item order frequency. PRIOR YEAR ACCOMPLISHMENTS (FY13)
Implemented a weekly review program to monitor delivery status of open purchase orders.
Implemented a program to maintain current contracts/agreements in a central location. PERFORMANCE EXCELLENCE Every Service – Every Employee – Every Day 71  001 GENERAL FUND - 0800 POLICE Actual Budget 2012-13 2013-14 % 2009-10 2010-11 2011-12 Adopted Adopted Change Revenues: 165,213 161,435 168,042 161,435 312-5200 Insurance Premium Tax - Police Pension 168,042 4.09% 744 631 517 750 329-4000 Taxi Permit/Bicycle Registration 525 -30.00% 4,426 7,651 9,315 7,725 342-1000 Law Enforcement Services 7,125 -7.77% 1,489 1,593 1,691 1,500 342-1800 Photo Copies 1,575 5.00% - 105 - - 342-1900 Restitution - 0.00% - - - 15,000 342-9001 Take Home Vehicle Fee - 0.00% 58,780 50,147 47,059 40,000 351-5000 Traffic Fines 50,000 25.00% 36,325 27,659 25,537 20,000 351-5030 Traffic Fines - Law Enforcement Automation 25,000 25.00% 3,563 (71) 6,245 5,000 354-1100 Parking Citations 2,500 -50.00% 1,600 2,825 2,025 1,000 354-1200 False Alarm Fines 1,000 0.00% 2,737 363,094 1,327 - 366-1000 Contributions/Donations - 0.00% 19 52 28 20 369-1710 Police Patches 20 0.00% 40,196 3,176 2,550 - Grant Revenue - 0.00% $ 316,515 $ 618,297 $ 264,336 $ 252,430 TOTAL REVENUES $ 255,787 1.33% Personal Services: 64.67 65.99 65.99 54.99 Number of Funded Employees (FTE's) 55.99 - 102,029 102,352 99,180 521-1100 Executive Salaries 101,901 2.74% 2,805,598 2,303,214 2,311,753 1,956,950 521-1200 Regular Salaries 2,005,568 2.48% - - - 1,537 521-1201 Service Awards 795 -48.28% - - 12,069 59,197 521-1202 Incentive/Merit Pay - -100.00% - 132,017 128,242 116,959 521-1300 Part-Time Wages 136,239 16.48% 49,350 50,228 68,586 28,000 521-1400 Salaries - Overtime 60,270 115.25% 59,959 58,100 60,044 60,000 521-1401 Salaries - Overtime Holiday Worked 58,120 -3.13% 90,115 75,258 73,532 59,216 521-1501 Incentive Pay 55,846 -5.69% 3,786 4,428 5,447 3,000 521-1507 Clothing Allowance 3,600 20.00% 197,131 158,826 164,876 128,113 521-2100 FICA Taxes 141,754 10.65% 46,820 37,145 38,559 29,961 521-2101 Medicare 33,154 10.66% 116,864 99,592 118,353 119,884 521-2200 Retirement Contributions - General Employees 122,790 2.42% 496,443 539,256 668,596 664,206 521-2201 Retirement Contributions - Police Officers 735,091 10.67% 165,213 161,435 168,042 161,435 521-2203 Insurance Premium Tax - Police Pension 168,042 4.09% 584 6,180 6,924 1,913 521-2204 Retirement Contributions - DC Plan 3,371 76.22% 339,547 339,878 374,650 338,388 521-2300 Dental, Life & Health Insurance 368,143 8.79% 61,213 53,658 60,923 53,015 521-2400 Worker's Compensation 53,277 0.49% - - - (45,526) 521-1298 Salary Allocation Reimb from CRA Fund (47,884) 5.18% $ 4,432,623 $ 4,121,242 $ 4,362,948 $ 3,832,428 Total Personal Services $ 4,000,077 4.37% Operating Expenditures: - 1,733 91,077 86,476 521-3100 Professional Services 95,390 10.31% 3,900 1,425 750 3,000 521-3101 Legal 1,500 -50.00% - 228 - 400 521-3102 Employee Physicals & Immunizations 250 -37.50% - 16,000 - - 521-3400 Other Services - 0.00% 2,834 938 2,728 - 521-3510 Information & Evidence 1,000 100.00% - 1,807 - - 521-4000 Travel and Per Diem 37,627 38,153 37,253 34,435 521-4100 Communication Services 26,977 -21.66% 2,339 1,624 1,050 1,500 521-4200 Postage 1,050 -30.00% 46,986 44,994 47,274 47,243 521-4300 Utilities 49,640 5.07% 7,001 9,062 8,284 8,285 521-4400 Rentals & Leases 8,285 0.00% 113,300 123,714 36,888 33,469 521-4610 Maintenance Contracts 25,397 -24.12% 60,624 60,035 56,265 38,154 521-4620 Vehicle Repair 50,000 31.05% 170 1,088 1,171 100 521-4630 Equipment Repair 2,900 2800.00% 6,909 12,036 1,250 2,500 521-4640 Building Maintenance - -100.00% - - 3,443 5,250 521-4645 Heating/Cooling Repairs - -100.00% - 6 253 450 521-4650 Grounds Maintenance 450 0.00% 1,361 1,671 1,327 350 521-4700 Printing & Binding 2,990 754.29% 941 477 801 1,000 521-4904 Wrecker Expense 1,000 0.00% 97 - - 521-4915 Legal Advertising 5,765 5,367 7,566 4,930 521-5100 Office Supplies 6,915 40.26% 0800-Police 9/24/2013 12:59 PM 72  001 GENERAL FUND - 0800 POLICE Actual Budget 2012-13 2013-14 % 2009-10 2010-11 2011-12 Adopted Adopted Change 20,417 18,874 17,156 21,500 521-5200 Operating Supplies 22,000 2.33% 119,456 141,348 181,631 142,312 521-5204 Fuel & Oil 190,715 34.01% 12,518 10,349 10,376 10,580 521-5210 Uniform Expense 8,150 -22.97% 3,811 8,479 2,489 4,000 521-5213 Ammunition Expense 4,000 0.00% - - 1,066 521-5223 Citizen Police Academy Alumni Donation Spending - 538 - 521-5224 Explorer Post Donation Spending 1,344 4,233 - 521-5225 K-9 Expenses - 550 389 521-5226 Designated Donation Spending 420 332 4,701 - 521-5231 Computer Hardware/Software - 0.00% - - 2,045 - 521-5233 Tools 2,750 100.00% - - - - 521-5234 Safety Supplies/Equipment 3,230 100.00% 1,890 6,183 5,173 4,648 521-5400 Books, Dues & Publications 5,833 25.49% - 1,185 - - 521-5500 Training - 0.00% - (1,746) - - 521-9905 Capitalized Costs Allocation - Labor - 0.00% - (855) - - 521-9906 Capitalized Costs Allocation - Benefits - 0.00% 44,545 3,261 4,956 Grant-Related Expenses $ 494,256 $ 513,090 $ 527,362 $ 450,582 Total Operating Expenditures $ 510,422 13.28% Capital Outlay: - - 2,601 - 521-6401 Office Furniture & Fixtures - 0.00% - 99,934 110,664 - 521-6403 Passenger Vehicles 264,000 100.00% Patrol Car & Equip Patrol Car & Equip Patrol Car & Equip Patrol Car & Equip Patrol Car & Equip (fund balance) Patrol Car & Equip (fund balance) Patrol Car & Equip (fund balance) Patrol Car & Equip (fund balance) - 1,420 909 - 521-6405 Communication Equipment - 0.00% - 51,401 3,116 - 521-6406 Specialized Equipment - 0.00% 8,192 15,399 16,919 - 521-6420 Computer Hardware/Software - 0.00% - 404,058 2,589 - 521-6821 Software - 0.00% $ 8,192 $ 572,212 $ 136,799 $ - Total Capital Outlay $ 264,000 100.00% Debt Service 172,797 174,992 174,379 173,839 581-9121 Transfer to Debt Service Fund 150,699 -13.31% 2013 Revenue Note -Municipal Facilities- yr 1 of 18 Phone System Lease - year 1 of 6 $ 172,797 $ 174,992 $ 174,379 $ 173,839 Total Debt Service $ 150,699 -13.31% $ 5,107,867 $ 5,381,535 $ 5,201,487 $ 4,456,849 TOTAL EXPENSES $ 4,925,198 10.51% $ (4,791,353) $ (4,763,238) $ (4,937,151) $ (4,204,419) NET REVENUE / (EXPENSE) $ (4,669,411) 11.06% 0800-Police 9/24/2013 12:59 PM 73 POLICE Share of City Budget $4,925,198 , 12.4% DESCRIPTION Police Department functions include patrol, community policing, street crimes, investigations, communications, and records. The Police Department is responsible for enforcement of laws, minimizing illegal activity, criminal investigations, maintaining accurate law enforcement records. Community involvement to devise solutions and monitor resolutions is strongly promoted and a Citizens Police Academy is conducted to educate citizens about safety and enhance community based crime prevention efforts. MISSION Protect the welfare of citizens and their property and enhance public safety through proactive problem solving and increased community partnerships. Actual YTD thru 6/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY14) 2009-10 2010-11 2011-12 2012-13 2012-13 2013-14 Respond Promptly to Calls for Service Sworn Officers per 1,000 Citizens 2.41 2.36 2.28 annual measure 2.25 2.25 Top Priority Calls per Sworn Officer 199 107 42 147 150 150 Medium Priority Calls per Sworn Officer n/a n/a n/a 302 325 325 Low Priority Calls per Sworn Officer n/a n/a n/a 426 325 350 Response Time: Top Priority Calls (min:sec, call received to on-scene) 1:48 2:22 1:05 1:04 2:45 1:10 Response Time: Medium Priority Calls (min:sec, call received to on-scene) n/a n/a n/a 2:24 3:50 2:50 Response Time: Low Priority Calls (min:sec, call received to on-scene) n/a n/a n/a 4:38 7:30 5:00 Protect Life and Property Apprehension Rate - Order Maintenance Offenses n/a n/a 90% 82% 50% 60% RUOK Applications Accepted n/a n/a 100% 100% 97% 100% RUOK Subscribers Checked On within One Hour if No Response n/a n/a 100% 100% 100% 100% Security House Check Applications Completed n/a n/a 100% 100% 90% 100% Promote Community Involvement Citizens Police Academy Participants 0 0 21 25 15 20
Achieve average response times (call received to officer on-scene) of under 2½ minutes for top priority calls, under 4 minutes for medium priority calls, and under 8 minutes for low priority calls.
Accept all RUOK subscribers 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 Citizen's Police Academy with at least 15 participants.
Research feasibility of implementing a vagrancy ordinance. FUTURE GOALS (FY15 & FY16)
Enroll all qualified citizens in RUOK Program.
Conduct one Basic Citizens Police Academy annually with 25 participants.
Conduct one Advanced Citizens Police Academy annually with 10 participants. PRIOR YEAR ACCOMPLISHMENTS (FY13)
FWBPD underwent a signiificant organization restructure and deployment change, following a one million dollar budget reduction (nearly 20%) and a further personnel reduction of 15%, which followed four previous years of substantial reduction. Despite these reductions, rapid response to calls for service and professional investigative services were maintained.
Successfully investigated aa armed robbery - homicide, arresting three suspects. This continues a 100% homicide clearance rate for more than seven years.
Three officers were recognized and presented awards my M.A.D.D. (Mothers Against Drunk Driving) for the number if DUI arrests made during the previous year. The top three FWBPD officers had a combined 40 DUI arrests last year. PERFORMANCE EXCELLENCE Every Service – Every Employee – Every Day 74  PERFORMANCE EXCELLENCE Every Service – Every Employee – Every Day 75  001 GENERAL FUND - 0900 FIRE Actual Budget 2012-13 2013-14 % 2009-10 2010-11 2011-12 Adopted Adopted Change Revenues: 165,184 164,291 193,034 133,785 312-5100 Insurance Premium Tax - Fire Pension 114,834 -14.17% 2,149 3,839 2,495 3,000 329-2010 Fire Safety Plan Review 3,000 0.00% 5,538 5,556 5,270 5,500 335-2100 Fire Supplemental Compensation 5,500 0.00% 2,498 2,700 1,553 3,000 342-2200 Safety Permits & Licenses 1,500 -50.00% 1,500 1,500 1,500 - 342-2300 Fire Prevention Programs - 0.00% 22,446 22,644 20,479 25,000 342-2700 Annual Safety Inspection Fees 20,000 -20.00% 6,554 (3,363) - - 342-2500 Fire Protection Cost Recovery - 0.00% 3,950 650 950 500 354-1200 False Alarm Fines 500 0.00% 25 - - - 366-1000 Contributions/Donations - 0.00% 48,378 147,561 19,917 - Grant Revenue - 0.00% $ 258,222 $ 345,378 $ 245,198 $ 170,785 TOTAL REVENUES $ 145,334 -14.90% Personal Services: 38.00 37.00 37.00 37.00 Number of Funded Employees (FTE's) 37.00 - 90,851 89,344 90,247 522-1100 Executive Salaries 92,723 2.74% 1,654,076 1,572,407 1,488,779 1,536,575 522-1200 Regular Salaries 1,569,832 2.16% - - - 689 522-1201 Service Awards 318 -53.85% - - 21,162 39,831 522-1202 Incentive/Merit Pay - -100.00% - 9,041 - - 522-1300 Part-Time Wages - 0.00% 284,673 197,050 204,604 212,117 522-1400 Salaries - Overtime 214,413 1.08% 57,317 57,501 57,967 57,614 522-1401 Salaries - Overtime Holiday Supplement 57,636 0.04% 13,404 13,713 14,440 7,995 522-1501 Incentive Pay 8,836 10.52% 94,083 90,639 87,862 78,464 522-1506 Paramedic Pay 78,464 0.00% 44,004 44,282 44,086 40,439 522-1507 EMT Pay 38,024 -5.97% 12,072 8,437 10,966 12,072 522-1508 Battalion Chief Pay 12,072 0.00% 127,715 123,955 118,795 119,289 522-2100 FICA Taxes 123,459 3.50% 29,869 28,990 27,782 27,898 522-2101 Medicare 28,873 3.49% 6,455 6,302 8,480 8,937 522-2200 Retirement Contributions - General Employees 9,272 3.75% 574,278 594,672 590,071 688,618 522-2202 Retirement Contributions - Firefighters 715,439 3.89% 165,184 164,291 193,034 133,785 522-2203 Insurance Premium Tax - Fire Pension 114,834 -14.17% 233,018 227,223 246,227 260,662 522-2300 Dental, Life & Health Insurance 261,192 0.20% 53,757 53,944 63,767 77,481 522-2400 Worker's Compensation 72,350 -6.62% $ 3,349,904 $ 3,283,297 $ 3,267,364 $ 3,392,713 Total Personal Services $ 3,397,737 0.15% Operating Expenditures: 6,000 41,468 16,083 10,536 522-3100 Professional Services 13,036 23.73% 6,012 3,618 6,077 6,300 522-3102 Employee Physicals & Immunizations 6,300 0.00% 6,276 6,551 5,094 5,048 522-3400 Other Services 4,798 -4.95% 1,724 387 1,299 3,905 522-4000 Travel and Per Diem 2,700 -30.86% 10,403 6,954 9,996 10,648 522-4100 Communication Services 9,708 -8.83% 224 85 317 900 522-4200 Postage 510 -43.33% 52,668 44,361 42,080 46,579 522-4300 Utilities 44,185 -5.14% 3,879 2,637 2,628 2,629 522-4400 Rentals & Leases 2,629 0.00% 14,341 12,214 3,498 9,796 522-4610 Maintenance Contracts 12,895 31.64% 30,906 26,277 29,064 30,000 522-4620 Vehicle Repair 30,000 0.00% 6,595 4,887 8,117 7,000 522-4630 Equipment Repair 8,000 14.29% 9,421 8,472 2,040 6,500 522-4640 Building Maintenance 2,100 -67.69% - - 478 2,000 522-4645 Heating/Cooling Repairs - -100.00% 760 623 236 800 522-4650 Grounds Maintenance 800 0.00% 731 992 902 800 522-4700 Printing & Binding 800 0.00% 15 - - 1,000 522-4917 Public Relations - -100.00% 726 1,020 756 1,000 522-5100 Office Supplies 1,000 0.00% 8,352 7,687 19,245 22,100 522-5200 Operating Supplies 31,200 41.18% 25,068 30,157 25,679 22,145 522-5204 Fuel & Oil 26,965 21.77% 8,746 7,728 8,335 9,100 522-5210 Uniform Expense 9,000 -1.10% 110 463 451 700 522-5216 Medical Supplies 700 0.00% - - 1,972 - 522-5231 Computer Hardware/Software - 0.00% 1,080 482 206 780 522-5400 Books, Dues & Publications 1,900 143.59% 0900-Fire 9/24/2013 1:01 PM 76  001 GENERAL FUND - 0900 FIRE Actual Budget 2012-13 2013-14 % 2009-10 2010-11 2011-12 Adopted Adopted Change 4,050 1,356 736 5,600 522-5500 Training 4,700 -16.07% 557 - - - 522-5501 Tuition Reimbursement - 0.00% 18,246 199,534 19,917 Grant-Related Expenses $ 216,890 $ 407,954 $ 205,207 $ 205,866 Total Operating Expenditures $ 213,926 3.92% Capital Outlay: - - 54,923 - 522-6214 Building Improvements - 0.00% - 12,000 1,620 - 522-6402 Equipment 15,600 100.00% Replace (1) 2008 Thermal Imaging Camera Replace (2) Medical Suction Units - - 695,971 23,000 522-6404 Trucks - -100.00% - - 520 650 522-6420 Computer Hardware/Software - -100.00% $ - $ 12,000 $ 753,035 $ 23,650 Total Capital Outlay $ 15,600 -34.04% Capital Improvements Program: - 47,637 24,477 - 522-6997 5342 - Fire Station 7 Renovations - 0.00% $ - $ 47,637 $ 24,477 $ - Total Capital Improvements Program $ - 0.00% Debt Service 173,225 189,387 210,771 210,164 581-9121 Transfer to Debt Service Fund 251,593 19.71% 2011 Cap Imp Rev Note -Ladder Truck- yr 3 of 10 2013 Revenue Note -Municipal Facilities- yr 1 of 18 Phone System Lease - year 1 of 6 2014 Bank Loan -Fire Pumper- yr 1 of 10 $ 173,225 $ 189,387 $ 210,771 $ 210,164 Total Debt Service $ 251,593 19.71% $ 3,740,019 $ 3,940,274 $ 4,460,854 $ 3,832,393 TOTAL EXPENSES $ 3,878,856 1.21% $ (3,481,797) $ (3,594,896) $ (4,215,656) $ (3,661,608) NET REVENUE / (EXPENSE) $ (3,733,522) 1.96% 0900-Fire 9/24/2013 1:01 PM 77 FIRE Share of City Budget $3,878,856 , 10.1% DESCRIPTION Fire Department functions include fire protection, regulation, prevention, and inspection; emergency medical services, vehicle extrication; surface water rescue; and hazardous materials. The department coordinates the City's emergency management 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 protection and suppression is paramount; advance life support service provides the best treatment available; emergency management is prepared for any disaster; and fire safety inspections are handled promptly and professionally. Actual YTD thru 6/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY14) 2009-10 2010-11 2011-12 2012-13 2012-13 2013-14 Respond Promptly to Calls for Service Response Time Under 5 Minutes (dispatch to on-scene) n/a n/a n/a 60% 80% 80% Fire Code Review of Construction Plans Completed within 5 Business Days n/a n/a n/a 94% 80% 80% Minimize Injuries, Death, and Property Destruction One & Two Family Residential Structure Fires Confined to Room of Origin n/a n/a n/a 42% 75% 75% Patients in Full Cardiac Arrest Who Regain a Specified Heart Rhythm n/a n/a n/a 17% 15% 20% Reduce Liability Exposure Fire Personnel Injuries with Time Lost per 1000 Incidents n/a n/a n/a 0.60 0.40 0.40 Property Damage and Equipment Loss n/a $2,500 $900 $1,400 $2,000 $2,000 Promote Community Involvement Events, Programs, Outreach Initiatives n/a 10 51 37 40 40
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 40 community and public relations events. FUTURE GOALS (FY15 & FY16)
Utilizing current fire department employees, create defined operational and performance based specifications for the purchase of a new fire engine to replace one that is over 21 years old.
Recreate the department's Training Program to make more use of current resources and bring external specialized training to the City.
Establish an annual Fire Department Open House each October during Fire Prevention Week to increase community awareness about the mission and services provided by the fire department.
Research and apply for additional grants that can be used to replace outdated or unusable fire equipment and gear.
Implement a fire assessment fee to more fairly apportion the cost of providing fire services. PRIOR YEAR ACCOMPLISHMENTS (FY13)
Implemented new fire reporting software to enable better tracking of calls and performance measurement.
Implemented updated Battalion Chief Training Program
Purchased and put in service equipment acquired in FEMA Assistance to Firefighter Grant; including, 3 multi-gas detectors, 20
The Fire Marshal successfully implemented a Fire Prevention Donation program that helped the fire department raise over $3,600.
Successfully responded to over 3,500 calls for assistance. PERFORMANCE EXCELLENCE Every Service – Every Employee – Every Day 78  PERFORMANCE EXCELLENCE Every Service – Every Employee – Every Day 79  001 GENERAL FUND - 1000 RECREATION Actual Budget 2012-13 2013-14 % 2009-10 2010-11 2011-12 Adopted Adopted Change Revenues: 167,871 154,355 160,398 165,000 347-2000 Program Revenue 165,000 0.00% - 23,226 18,092 27,715 347-2011 Program Revenue - Not City Staff Provided 29,605 6.82% 27,245 23,159 20,800 26,750 347-2100 Sponsorship Revenue 26,750 0.00% 27,924 22,819 24,168 22,000 347-2200 Rentals - Auditorium, Rec Centers, etc 22,000 0.00% 24,656 23,693 24,384 24,500 347-2210 Rentals tax-exempt - Auditorium, Rec Centers, etc 24,500 0.00% - 348 474 250 347-2400 Non Cash/Check Payment 250 0.00% 1,820 1,822 1,390 1,700 347-4030 Holiday Parade Entry Fee 1,700 0.00% 7,329 1,715 606 - 366-1000 Contributions/Donations - 0.00% $ 256,845 $ 251,137 $ 250,312 $ 267,915 TOTAL REVENUES $ 269,805 0.71% Personal Services: 15.93 13.81 13.67 13.42 Number of Funded Employees (FTE's) 12.32 - 86,802 86,859 87,041 572-1100 Executive Salaries 89,428 2.74% 549,204 207,690 194,488 173,867 572-1200 Regular Salaries 180,657 3.91% - - - - 572-1201 Service Awards 371 100.00% - 9,100 14,447 572-1202 Incentive/Merit Pay - -100.00% - 134,545 130,647 160,835 572-1300 Part-Time Wages 139,320 -13.38% 39 458 191 500 572-1400 Salaries - Overtime 500 0.00% 42,771 25,896 26,068 25,271 572-2100 FICA Taxes 24,167 -4.37% 10,234 6,061 6,096 5,910 572-2101 Medicare 5,652 -4.37% 107,018 51,561 55,379 42,596 572-2200 Retirement Contributions 43,689 2.57% 266 4,010 4,730 6,367 572-2204 Retirement Contributions - DC Plan 7,814 22.73% 54,944 30,254 33,695 38,576 572-2300 Dental, Life & Health Insurance 40,083 3.91% 14,725 10,326 10,526 12,412 572-2400 Worker's Compensation 11,268 -9.22% - - - - 572-1299 Rec Consolidation Savings effective 7/1/14 (10,235) 100.00% $ 779,200 $ 557,604 $ 557,780 $ 567,822 Total Personal Services $ 532,714 -6.18% Operating Expenditures: - 19,000 11,594 4,300 572-3100 Professional Services 4,400 2.33% 52,427 41,938 42,271 49,275 572-3400 Other Services 66,250 34.45% - - - 42,300 572-3407 Program Instruction 43,100 1.89% - - 611 770 572-4000 Travel and per Diem 2,645 243.51% 5,161 5,436 5,531 5,549 572-4100 Communication Services 4,191 -24.47% 202 230 176 200 572-4200 Postage 265 32.50% 161,544 150,340 137,279 157,857 572-4300 Utilities 92,809 -41.21% 4,015 4,332 5,786 5,763 572-4400 Rentals & Leases 5,063 -12.15% 3,176 2,725 2,156 2,185 572-4610 Maintenance Contracts 2,600 18.99% 63 414 292 350 572-4620 Vehicle Repair 350 0.00% 165 390 - 400 572-4630 Equipment Repair 400 0.00% 13,613 17,468 3,538 8,345 572-4640 Building Maintenance - -100.00% - - 3,490 8,500 572-4645 Heating/Cooling Repairs - -100.00% 303 205 895 4,500 572-4650 Grounds Maintenance 4,500 0.00% 14 30 351 500 572-4700 Printing and Binding 500 0.00% 3,472 4,655 2,109 2,200 572-4801 Special Events 2,882 3,404 2,301 6,875 572-5100 Office Supplies 3,215 -53.24% 628 2,671 7,024 14,325 572-5200 Operating Supplies 10,525 -26.53% 1,962 1,141 2,507 1,615 572-5204 Fuel & Oil 2,400 48.61% 49,790 47,951 55,317 28,850 572-5207 Program Expense 23,600 -18.20% 26,742 21,480 31,440 26,750 572-5208 Sponsorship Expense 26,750 0.00% 162 - - - 572-5210 Uniform Expense 600 100.00% 5,221 2,949 500 - 572-5225 Donation Spending - 0.00% - 516 - 572-5230 ACH/Credit Card Fees - 227 1,203 - 572-5231 Computer Hardware/Software - 0.00% - 100 195 - 572-5233 Tools - 0.00% 365 - - 225 572-5400 Books, Dues & Publications 225 0.00% 490 45 4,470 995 572-5500 Training 700 -29.65% $ 332,398 $ 327,646 $ 321,033 $ 372,629 Total Operating Expenditures $ 295,088 -20.81% 1000-Recreation 9/24/2013 1:04 PM 80  001 GENERAL FUND - 1000 RECREATION Actual Budget 2012-13 2013-14 % 2009-10 2010-11 2011-12 Adopted Adopted Change Capital Outlay: 10,085 - - - 572-6214 Building Improvements - 0.00% 3,538 - - - 572-6310 Improvements Other Than Building - 0.00% 652 - - - 572-6401 Office Furniture & Fixtures - 0.00% 1,305 2,555 - - 572-6402 Equipment - 0.00% - 538 - - 572-6406 Specialized Equipment - 0.00% - - - 650 572-6420 Computer Hardware/Software - -100.00% - - 12,115 - 572-6821 Software - 0.00% $ 15,580 $ 3,093 $ 12,115 $ 650 Total Capital Outlay $ - -100.00% Capital Improvements Program: 28,200 31,258 222,802 Prior Years Capital Improvement Program $ 28,200 $ 31,258 $ 222,802 $ - Total Capital Improvements Program $ - 0.00% Debt Service - - - - 581-9121 Transfer to Debt Service Fund 334,403 100.00% 2013A Bank Loan -Recreation Complex- yr 1 of 15 Phone System Lease - year 1 of 6 $ - $ - $ - $ - Total Debt Service $ 334,403 100.00% $ 1,155,378 $ 919,600 $ 1,113,730 $ 941,101 TOTAL EXPENSES $ 1,162,205 23.49% $ (898,533) $ (668,464) $ (863,418) $ (673,186) NET REVENUE / (EXPENSE) $ (892,400) 32.56% 1000-Recreation 9/24/2013 1:04 PM 81 RECREATION Share of City Budget $1,162,205 DESCRIPTION , 3.2% Recreation manages three recreation centers, the Senior Center, 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 the 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 6/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY14) 2009-10 2010-11 2011-12 2012-13 2012-13 2013-14 Provide Diverse Recreational Opportunities Youth After School Participants n/a 45 182 112 50 200 Youth After School Program Capacity n/a 75% 90% 75% 100% 100% Adult & Youth Sports Teams Participants n/a 125 502 142 140 500 Adult & Youth Sports Teams with Sponsors n/a 86% 93% 96% 90% 95%
Research new programs to implement in conjunction with new recreation complex, scheduled to open in July 2014.
Implement on-line recreation registration. FUTURE GOALS (FY15 & FY16)
Increase the total number of athletic teams, participants, programs, and attendance with the new recreation complex. PRIOR YEAR ACCOMPLISHMENTS (FY13)
Painted and re-carpeted the FWB Auditorium.
Completed plans, identified a funding source, obtained Council approval, and broke ground on new recreation center construction.
Demolished existing Hedrick Recreation Complex is preperation of new facility construction. PERFORMANCE EXCELLENCE Every Service – Every Employee – Every Day 82  PERFORMANCE EXCELLENCE Every Service – Every Employee – Every Day 83  001 GENERAL FUND - 1010 PARKS Actual Budget 2012-13 2013-14 % 2009-10 2010-11 2011-12 Adopted Adopted Change Revenues: 10,703 10,933 8,561 9,000 347-2200 Rentals 9,000 0.00% 2,235 2,457 2,250 2,500 347-2210 Rentals tax-exempt 2,250 -10.00% 2,863 2,440 1,910 2,500 347-4010 Spec Evt - Landing, Chester Pruitt 2,500 0.00% 2,115 4,885 4,129 4,000 347-4020 Spec Evt - tax-exempt - Landing, Chester Pruitt 4,000 0.00% 80 - 6 - 347-4330 Special Event Misc Charge - 0.00% 7,666 9,499 10,897 8,000 347-5910 Boat Launch Fee 10,000 25.00% - 1,724 3,785 3,023 362-1000 Rentals & Leases 3,750 24.05% 70,691 - 2,217 - 366-1000 Contributions/Donations - 0.00% - - 30,000 - Grant Revenue - 0.00% $ 96,352 $ 31,938 $ 63,755 $ 29,023 TOTAL REVENUES $ 31,500 8.53% Personal Services: 11.00 11.00 11.00 11.00 Number of Funded Employees (FTE's) 10.00 288,423 293,033 301,324 304,126 572-1200 Salaries 289,333 -4.86% - - - 53 572-1201 Service Awards 1,007 1800.00% - - 5,665 11,842 572-1202 Incentive/Merit Pay - -100.00% 3,659 2,494 2,212 4,000 572-1400 Salaries - Overtime 4,000 0.00% 276 422 323 250 572-1401 Salaries - Overtime Holiday Worked 250 0.00% 16,134 16,246 17,249 16,855 572-2100 FICA Taxes 16,810 -0.27% 3,773 3,799 4,034 3,942 572-2101 Medicare 3,931 -0.28% 57,473 49,534 63,496 67,162 572-2200 Retirement Contributions 62,493 -6.95% 2,149 4,677 3,007 4,185 572-2204 Retirement Contributions - DC Plan 3,271 -21.84% 86,361 88,896 90,259 88,839 572-2300 Dental, Life & Health Insurance 66,662 -24.96% 8,174 7,457 8,986 10,394 572-2400 Worker's Compensation 9,289 -10.63% $ 466,421 $ 466,558 $ 496,553 $ 511,648 Total Personal Services $ 457,046 -10.67% Operating Expenditures: - - 386 390 572-3100 Professional Services 600 53.85% - - - 300 572-4000 Travel and Per Diem - -100.00% 1,843 1,622 1,820 2,390 572-4100 Communication Services 2,242 -6.19% 68,898 72,163 68,464 75,771 572-4300 Utilities 73,255 -3.32% - - 2,620 1,200 572-4400 Rentals & Leases 1,200 0.00% - - 18 72 572-4610 Maintenance Contracts 374 419.44% 4,588 1,475 5,825 2,300 572-4620 Vehicle Repair 2,300 0.00% 8,925 6,032 11,387 10,800 572-4630 Equipment Repair 10,800 0.00% 5,005 9,126 2,390 1,150 572-4640 Building Maintenance - -100.00% - - 59 - 572-4645 Heating/Cooling Repairs - 0.00% 40,572 37,755 36,774 42,075 572-4650 Grounds Maintenance 41,775 -0.71% 2,612 2,602 5,200 6,225 572-5200 Operating Supplies 6,175 -0.80% 16,681 21,360 23,504 20,735 572-5204 Fuel & Oil 25,050 20.81% 1,206 1,399 1,466 1,485 572-5210 Uniform Expense 500 -66.33% - - 55 - 572-5231 Computer Hardware/Software - 0.00% - 348 623 1,000 572-5233 Tools 1,650 65.00% - 227 412 990 572-5234 Safety Supplies/Equipment 1,750 76.77% 110 210 110 110 572-5400 Books, Dues & Publications 110 0.00% 75 200 140 700 572-5500 Training 250 -64.29% $ 150,515 $ 154,518 $ 157,634 $ 167,693 Total Operating Expenditures $ 168,031 0.20% Capital Outlay: - - 49,154 - 572-6214 Building Improvements - 100.00% 59,460 35,121 7,549 - 572-6310 Improvements Other Than Building - 0.00% 6,527 - - - 572-6370 Irrigation Systems - 0.00% - 24,718 513 25,800 572-6402 Equipment 17,500 -32.17% 72" Groundmaster mower (Repl MJ499-03) - 16,695 16,191 - 572-6404 Trucks - 0.00% - 14,889 - 18,000 572-6406 Specialized Equipment - -100.00% $ 65,987 $ 91,423 $ 73,407 $ 43,800 Total Capital Outlay $ 17,500 -60.05% Debt Service - - - - 581-9121 Transfer to Debt Service Fund 200,725 100.00% 2013A Bank Loan -Recreation Complex- yr 1 of 15 Phone System Lease - year 1 of 6 $ - $ - $ - $ - Total Debt Service $ 200,725 100.00% $ 682,922 $ 712,500 $ 727,595 $ 723,141 TOTAL EXPENSES $ 843,302 16.62% $ (586,570) $ (680,562) $ (663,839) $ (694,118) NET REVENUE / (EXPENSE) $ (811,802) 16.95% 1010-Parks 9/24/2013 1:08 PM 84 PARKS Share of City Budget $843,302, 2.4% DESCRIPTION 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 6/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY14) 2009-10 2010-11 2011-12 2012-13 2012-13 2013-14 Ensure Parks are Safe, Functional, and Attractive Park Rentals - Liza Jackson, Landing, Chester Pruitt Park 343 302 649 277 385 385 Field Rentals 93 72 286 231 115 250 Controller Monitors Connected to I.Q. Irrigation Central Control System 12% 15% 30% 35% 25% 35%
Replace damaged playground equipment in all parks.
Each year, replace 1-2 playground surfaces to ADA requirements.
Increase special events in parks due to new equipment and amenities. FUTURE GOALS (FY15 & FY16)
Install new Stage and Boardwalk at FWB Landing Park.
Develop a Landing Master Plan and determine improvements needed to attract future activities along waterfront. PRIOR YEAR ACCOMPLISHMENTS (FY13)
Installed new playground equipment at Mimosa park.
Installed complete sound system at the FWB Landing to attract big events to the area.
Constructed new dock at the FWB Landing to replace the deteriorated dock. PERFORMANCE EXCELLENCE Every Service – Every Employee – Every Day 85  001 GENERAL FUND - 1015 RIGHT-OF-WAY Actual Budget 2012-13 2013-14 % 2009-10 2010-11 2011-12 Adopted Adopted Change Revenues: 42,503 42,504 42,503 42,505 344-9007 DOT Right-of-Way Maintenance Contract 42,505 0.00% 18 12 11 - 366-1000 Contributions/Donations - 0.00% - 8,706 15,311 - Grant Revenue - 0.00% $ 42,521 $ 51,222 $ 57,826 $ 42,505 TOTAL REVENUES $ 42,505 0.00% Personal Services: 7.00 1.00 1.00 1.00 Number of Funded Employees (FTE's) 1.00 148,224 36,488 36,271 36,371 541-1200 Salaries 36,793 1.16% - - 699 1,077 541-1202 Incentive/Merit Pay - -100.00% 624 19 - 100 541-1400 Salaries - Overtime 100 0.00% 8,322 1,970 1,986 1,922 541-2100 FICA Taxes 1,946 1.25% 1,946 461 464 449 541-2101 Medicare 455 1.34% 31,248 8,083 9,632 10,151 541-2200 Retirement Contributions 10,269 1.16% 34,810 8,760 9,117 9,399 541-2300 Dental, Life & Health Insurance 9,416 0.18% 7,928 2,238 2,355 2,654 541-2400 Worker's Compensation 2,447 -7.80% $ 233,581 $ 58,018 $ 60,523 $ 62,123 Total Personal Services $ 61,426 -1.12% Operating Expenditures: - - 49 - 541-3100 Professional Services - 0.00% - 49,755 58,004 59,204 541-3400 Other Services 58,697 -0.86% 1,655 804 384 835 541-4100 Communication Services 765 -8.38% 20,932 31,945 18,188 33,543 541-4300 Utilities 22,655 -32.46% 2,207 2,203 2,449 1,300 541-4620 Vehicle Repair 1,300 0.00% 6,218 3,925 5,970 4,130 541-4630 Equipment Repair 4,130 0.00% 6,281 7,998 5,310 10,050 541-4650 Grounds Maintenance 9,000 -10.45% 150 - - 541-4655 Beautification Committee Donation Spending 5,003 7,339 1,773 1,600 541-5200 Operating Supplies 1,600 0.00% 9,712 11,905 11,581 12,320 541-5204 Fuel & Oil 12,165 -1.26% 1,114 171 128 135 541-5210 Uniform Expense 50 -62.96% - - 55 - 541-5231 Computer Hardware/Software - 0.00% - - 102 950 541-5233 Tools 1,550 63.16% 102 78 90 90 541-5234 Safety Supplies/Equipment 175 94.44% - 25 - - 541-5400 Books, Dues & Publications - 0.00% - 35 - 50 541-5500 Training 50 0.00% - - (1,447) - 541-9905 Capitalized Costs Allocation - Labor - 0.00% - - (951) - 541-9906 Capitalized Costs Allocation - Benefits - 0.00% - - (379) - 541-9907 Capitalized Costs Allocation - Overhead - 0.00% $ 53,375 $ 116,185 $ 101,307 $ 124,207 Total Operating Expenditures $ 112,137 -9.72% Capital Outlay: - 14,845 15,314 541-6355 Landscaping 22,346 53 613 22,000 541-6402 Equipment - -100.00% 10,500 - - - 541-6404 Trucks - 0.00% $ 32,846 $ 14,898 $ 15,928 $ 22,000 Total Capital Outlay $ - -100.00% $ 319,802 $ 189,101 $ 177,757 $ 208,330 TOTAL EXPENSES $ 173,563 -16.69% $ (277,281) $ (137,879) $ (119,932) $ (165,825) NET REVENUE / (EXPENSE) $ (131,058) -20.97% 1015-ROW 9/24/2013 1:09 PM 86 RIGHT-OF-WAY Share of City Budget $173,563, 0.5% 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 6/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY14) 2009-10 2010-11 2011-12 2011-12 2012-13 2013-14 Maintain Tree City Designation Per Capita Spending for Tree City Designation $2.00 $2.28 $2.02 annual measure $2.00 $2.00
Maintain Tree City designation by spending at least $2 per capita for related activities. FUTURE GOALS (FY15 & FY16)
Apply for grant funding to landscape south side of Lewis Turner Blvd along FWB Golf Course. PRIOR YEAR ACCOMPLISHMENTS (FY13)
Relandscaped planters in Downtown FWB and obtained volunteers to maintain them.
Removed Downtown median bump outs. PERFORMANCE EXCELLENCE Every Service – Every Employee – Every Day 87  001 GENERAL FUND - 1020 SENIOR CENTER Actual Budget 2012-13 2013-14 % 2009-10 2010-11 2011-12 Adopted Adopted Change Revenues: 3,069 2,100 1,665 2,500 347-2200 Rental - Center, etc 2,000 -20.00% 360 1,302 360 1,200 347-2210 Rental - Tax Exempt 500 -58.33% 16,456 7 - 100 347-5600 Program Revenue - -100.00% 16,027 14,747 15,327 14,000 347-5610 Memberships 14,000 0.00% - 12,176 13,099 13,145 347-5611 Program Revenue - Not City Staff Provided 13,145 0.00% 19 20 13 50 347-5620 Copy Machine 20 -60.00% 21 32 158 75 347-5630 Commissions on Shop 75 0.00% 849 707 497 700 347-5640 Concessions 700 0.00% 3,383 6,653 5,052 - 366-1000 Contributions/Donations - 0.00% $ 40,183 $ 37,744 $ 36,171 $ 31,770 TOTAL REVENUES $ 30,440 -4.19% Personal Services: 1.85 1.85 1.85 1.85 Number of Funded Employees (FTE's) 1.85 51,407 31,838 31,411 32,021 572-1200 Salaries 32,715 2.17% - - - 106 572-1201 Service Awards - -100.00% - - 1,409 1,992 572-1202 Incentive/Merit Pay - -100.00% - 19,626 18,938 18,092 572-1300 Part-Time Wages 18,216 0.69% - 68 - - 572-1400 Overtime - 0.00% 3,024 3,022 3,062 2,947 572-2100 FICA Taxes 3,065 4.00% 707 707 716 689 572-2101 Medicare 717 4.06% 7,289 7,116 8,463 8,937 572-2200 Retirement Contributions 9,131 2.17% 4,411 4,525 4,689 4,837 572-2300 Dental, Life & Health Insurance 4,858 0.43% 1,450 1,300 1,362 1,561 572-2400 Worker's Compensation 1,511 -3.20% - - - - 572-1299 Rec Consolidation Savings effective 7/1/14 (5,040) 100.00% $ 68,290 $ 68,202 $ 70,051 $ 71,182 Total Personal Services $ 65,173 -8.44% Operating Expenditures: - - - 150 572-3400 Other Services 150 0.00% - - - 9,200 572-3407 Program Instruction 9,200 0.00% 504 651 541 545 572-4100 Communication Services 409 -25.00% 279 267 190 250 572-4200 Postage 160 -36.00% 27,658 24,109 22,279 25,314 572-4300 Utilities 17,546 -30.69% 503 769 648 649 572-4400 Rentals & Leases 487 -25.00% 556 603 630 610 572-4610 Maintenance Contracts 844 38.36% - 64 58 100 572-4630 Equipment Repair 200 100.00% 2,133 12,785 881 800 572-4640 Building Maintenance - -100.00% - - 297 - 572-4645 Heating/Cooling Repairs - 0.00% - 15 14 250 572-4650 Grounds Maintenance 50 -80.00% - - 451 115 572-5100 Office Supplies 115 0.00% 638 449 425 2,450 572-5200 Operating Supplies 2,525 3.06% 340 271 70 500 572-5201 Coffee Supplies 600 20.00% 7,125 6,596 7,418 925 572-5207 Program Expense 1,025 10.81% 1,819 - - - 572-5223 Aluminum Can Spending - 0.00% - 219 595 - 572-5224 General Donation Spending - 0.00% - 110 - - 572-5225 Fundraising Spending - 0.00% - 997 1,099 - 572-5226 Designated Donation Spending - 0.00% - - 110 - 572-5231 Computer Hardware/Software - 0.00% 245 209 209 228 572-5400 Books, Dues & Publications 213 -6.58% $ 41,800 $ 48,115 $ 35,913 $ 42,086 Total Operating Expenditures $ 33,524 -20.34% Capital Outlay: - 1,500 1,305 - 572-6402 Equipment - 0.00% $ - $ 1,500 $ 1,305 $ - Total Capital Outlay $ - 0.00% $ 110,090 $ 117,817 $ 107,269 $ 113,268 TOTAL EXPENSES $ 98,697 -12.86% $ (69,907) $ (80,073) $ (71,098) $ (81,498) NET REVENUE / (EXPENSE) $ (68,257) -16.25% 1020-Senior 9/24/2013 1:11 PM 88 SENIOR CENTER Share of City Budget $98,697, 0.3% DESCRIPTION Senior Center facilities include a library, billiards room, ceramics studio, computer/game room, and shuffleboard complex. Programs include art, ceramics, bingo, bridge, China painting, exercise, dance, Tai Chi, National Mah Jhong, and monthly luncheons. The center also organizes special events such as such as the Fine Art Show, China Painters Expo, Arts and Crafts Show, NW Florida Doll Show, and social functions. MISSION Offer programs and activities that improve and maintain healthy minds, bodies, and spirits to adults ages 50+ in an atmosphere that is comfortable and convenient to all. Actual YTD thru 6/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY14) 2009-10 2010-11 2011-12 2012-13 2012-13 2013-14 Ensure Member Satisfaction Number of Members (City, County, Non-Resident) 254 249 273 271 275 290 Memberships Variance -3% -2% 10% annual measure +/- 5% +/- 5% Number of Pancake Breakfast & Spaghetti Luncheon Participants 356 353 306 316 350 350
Increase memberships by 5% by providing more activities and marketing strategies with the Snowbirds.
Recruit existing and new members to move to new building in Summer of 2014 through marketing. FUTURE GOALS (FY15 & FY16)
Intitiate a Senior Center program for endowments. PRIOR YEAR ACCOMPLISHMENTS (FY13)
Re-vamped fundraisers with new offerings. PERFORMANCE EXCELLENCE Every Service – Every Employee – Every Day 89  001 GENERAL FUND - 1040 GOLF CLUB Actual Budget 2012-13 2013-14 % 2009-10 2010-11 2011-12 Adopted Adopted Change Revenues: 1,039,355 946,549 745,883 950,000 347-5000 Greens Fees 715,000 -24.74% 114,460 115,263 104,897 115,000 347-5020 Tournament Fees 85,000 -26.09% - - 15,837 - 347-5099 Complementary Green Fees - 0.00% 108,397 123,161 100,283 125,000 347-5100 Membership Fees 96,000 -23.20% 569,566 656,803 603,363 665,000 347-5200 Golf Cart Rental 586,500 -11.80% 1,812 1,671 1,638 2,000 347-5210 Pull Cart Rental 1,500 -25.00% - - 9,477 - 347-5299 Complementary Golf Cart Fees - 0.00% 80,463 86,902 79,102 87,000 347-5300 Driving Range 76,000 -12.64% 66,881 67,524 68,710 72,410 347-5400 Rental and Lease Income - Restaurant & Pro Shop 72,683 0.38% 1,620 1,905 2,610 1,800 347-5510 GHIN Handicapping Service 1,800 0.00% 18,599 22,335 18,944 22,697 347-5900 League Play 18,000 -20.69% 120 (264) (6) - 347-5920 Cash Over/(Under) - 0.00% 33,040 30,652 25,911 24,600 362-2010 Rental and Lease Income - Tower 24,600 0.00% $ 2,034,312 $ 2,052,501 $ 1,776,649 $ 2,065,507 TOTAL REVENUES $ 1,677,083 -18.81% Personal Services: 14.26 14.26 14.26 14.26 Number of Employees (FTE's) 14.26 314,880 72,069 107,463 92,350 572-1200 Regular Salaries 93,211 0.93% - - - 212 572-1201 Service Awards 106 -50.00% - - 7,651 15,351 572-1202 Incentive/Merit Pay - -100.00% - 237,301 190,680 230,347 572-1300 Part-Time Wages 228,388 -0.85% 181 - 156 - 572-1400 Salaries - Overtime - 0.00% 19,399 18,942 18,687 19,701 572-2100 FICA Taxes 19,629 -0.37% 4,537 4,430 4,371 4,607 572-2101 Medicare 4,590 -0.37% 19,922 20,271 24,181 25,775 572-2200 Retirement Contributions 26,015 0.93% 4,332 7,346 9,333 7,910 572-2300 Dental, Life & Health Insurance 7,931 0.27% 4,543 4,250 4,592 5,402 572-2400 Worker's Compensation 5,037 -6.76% $ 367,794 $ 364,609 $ 367,141 $ 401,655 Total Personal Services $ 384,907 -4.17% Operating Expenditures: 1,770 6,500 33,100 38,137 572-3100 Professional Services 38,592 1.19% 2,168 2,278 - 572-3400 Other Services 3,889 3,968 4,277 4,145 572-4100 Communication Services 4,160 0.36% 256 169 207 250 572-4200 Postage 100 -60.00% 89,866 79,231 72,148 83,193 572-4300 Utilities 75,760 -8.93% 118,235 123,343 122,560 122,305 572-4400 Rentals & Leases 110,726 -9.47% 8,688 7,796 1,448 1,451 572-4610 Maintenance Contracts 1,621 11.72% 24 - 40 - 572-4620 Vehicle Repair - 0.00% 2,881 3,730 4,627 4,010 572-4630 Equipment Repair 2,500 -37.66% 7,280 11,686 2,884 4,850 572-4640 Building Maintenance - -100.00% - - 13,284 1,790 572-4645 Heating/Cooling Repairs - -100.00% - - 971 572-4650 Grounds Maintenance 299 - - 650 572-4700 Printing & Binding - -100.00% 11,669 3,869 744 9,500 572-4800 Promotional Activities 11,500 21.05% - - 25,313 572-4899 Complementary Golf Rounds & Carts 101 - 32 572-4903 Sales Tax Expense/Penalty 105 3,411 113 572-4916 Inventory - Over/(Short) 626 889 1,338 1,320 572-5100 Office Supplies 1,090 -17.42% 15,056 11,751 9,437 13,475 572-5200 Operating Supplies 14,675 8.91% 97 - 43 572-5203 Fleet Maintenance Clearing Account - 15 - 165 572-5204 Fuel & Oil - -100.00% - - - 1,440 572-5210 Uniform Expense 1,440 0.00% 27,526 29,038 - - 572-5230 ACH/Credit Card Fees - 0.00% - 2,499 110 300 572-5231 Computer Hardware/Software - -100.00% 711 260 2,396 2,190 572-5400 Books, Dues & Publications 2,190 0.00% $ 291,247 $ 290,433 $ 295,071 $ 289,171 Total Operating Expenditures $ 264,354 -8.58% Capital Outlay: - - - - 572-6214 Building Improvements 2,870 100.00% Fire Sprinkler System for Clubhouse - - - 3,000 572-6300 Improvements Other Than Building - -100.00% - - 3,420 - 572-6402 Equipment - 0.00% - 2,155 - 2,000 572-6420 Computer Hardware/Software - -100.00% $ - $ 2,155 $ 3,420 $ 5,000 Total Capital Outlay $ 2,870 -42.60% 659,041 657,198 665,633 695,826 TOTAL EXPENSES 652,131 -6.28% 1040-Golf Ops 9/24/2013 1:18 PM 90 GOLF CLUB Share of City Budget $652,131, 1.8% 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 6/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY14) 2009-10 2010-11 2011-12 2012-13 2012-13 2013-14 Ensure Player Satisfaction Active Memberships 357 572 523 456 600 600 Active Youth Memberships n/a 60 88 63 100 90 Promote Play During Off-Peak Times Rounds Teeing Off Between Noon and 4pm n/a 8,066 19,686 15,687 15,000 20,000 % of Rounds Teeing Off Between Noon and 4pm n/a 16% 34% 37% 30% 32% Marketing Rounds Distributed n/a 557 439 1086 775 3200 Marketing Rounds Redeemed n/a 441 591 627 650 1400 Revenues Generated from Marketing Rounds n/a $19,664 $40,511 $55,804 $45,000 $90,000
Increase the number of memberships to 600.
Revamp marketing strategies to improve their effectiveness. FUTURE GOALS (FY15 & FY16)
Increase active memberships to 1000.
Install covered pavilion to increase revenue through rentals and tournaments. PRIOR YEAR ACCOMPLISHMENTS (FY13)
Started and Hosted the City's First Tee Program.
Increased the number of rounds during off-peak times by 11,620 rounds or 144%. PERFORMANCE EXCELLENCE Every Service – Every Employee – Every Day 91  001 GENERAL FUND - 1045 GOLF GROUNDS Actual Budget 2012-13 2013-14 % 2009-10 2010-11 2011-12 Adopted Adopted Change Revenues: Revenues Shared with Golf Club Operations Division $ - $ - $ - $ - TOTAL REVENUES $ - 0.00% Personal Services: 15.75 15.75 15.75 15.75 Number of Employees (FTE's) 15.75 453,588 420,797 404,233 414,386 572-1200 Regular Salaries 406,628 -1.87% - - - 53 572-1201 Service Awards 318 500.00% - - 9,914 16,955 572-1202 Incentive/Merit Pay - -100.00% - 16,130 15,855 35,380 572-1300 Part-Time Wages 35,380 0.00% 1,675 925 738 2,600 572-1400 Salaries - Overtime 1,000 -61.54% 2,990 3,253 3,167 3,200 572-1401 Salaries - Overtime Holiday Worked 3,200 0.00% 27,335 25,993 25,698 26,593 572-2100 FICA Taxes 26,212 -1.43% 6,393 6,079 6,010 6,219 572-2101 Medicare 6,130 -1.43% 96,506 85,382 93,224 98,727 572-2200 Retirement Contributions 90,161 -8.68% 409 1,018 714 3,032 572-2204 Retirement Contributions - DC Plan 5,223 72.26% 48,172 46,188 41,474 52,263 572-2300 Dental, Life & Health Insurance 41,279 -21.02% 6,295 5,808 6,253 7,208 572-2400 Worker's Compensation 6,560 -8.99% $ 643,363 $ 611,575 $ 607,281 $ 666,616 Total Personal Services $ 622,091 -6.68% Operating Expenditures: - - 2,224 2,250 572-3100 Professional Services 2,208 -1.87% - 1,119 8,585 12,000 572-3400 Other Services 12,000 0.00% 545 492 567 585 572-4100 Communication Services 545 -6.84% 44,616 46,607 8,399 11,185 572-4300 Utilities 8,820 -21.14% 205 2,805 3,622 13,654 572-4400 Rentals & Leases 6,358 -53.43% 2,847 2,988 220 220 572-4610 Maintenance Contracts 522 137.27% 207 168 928 500 572-4620 Vehicle Repair 500 0.00% 39,613 34,662 46,036 31,000 572-4630 Equipment Repair 31,000 0.00% 3,038 716 987 1,000 572-4640 Building Maintenance - -100.00% - - - 400 572-4645 Heating/Cooling Repairs - -100.00% 288,622 315,807 279,698 282,925 572-4650 Grounds Maintenance 286,925 1.41% - - 39 45 572-5100 Office Supplies 45 0.00% 8,863 11,210 8,184 8,000 572-5200 Operating Supplies 8,000 0.00% 265 858 (134) 572-5203 Fleet Maintenance Clearing Account 27,027 30,759 32,368 26,350 572-5204 Fuel & Oil 33,990 28.99% 933 3,191 2,232 3,570 572-5210 Uniform Expense 2,125 -40.48% - - 165 - 572-5231 Computer Hardware/Software - 0.00% - 646 2,068 3,000 572-5233 Tools 2,000 -33.33% - - - 680 572-5234 Safety Supplies/Equipment 2,125 212.50% 485 165 165 165 572-5400 Books, Dues & Publications 165 0.00% $ 417,264 $ 452,192 $ 396,352 $ 397,529 Total Operating Expenditures $ 397,328 -0.05% Capital Outlay: - 77,600 23,505 29,150 572-6402 Equipment 28,000 -3.95% Replace Tee Mower - - 520 - 572-6420 Computer Hardware/Software - 0.00% $ - $ 77,600 $ 24,025 $ 29,150 Total Capital Outlay $ 28,000 -3.95% Debt Service: - - - 36,250 581-9121 Transfer to Debt Service Fund 31,263 -13.76% 2011 Cap Imp Rev Note -Golf Equipment- yr 3 of 5 2013A Bank Loan -Fairway Sweep/Vac- yr 1 of 10 72" Rough Mower Lease - John Deere - yr 1 of 4 72" Rotary Mower Lease - Jerry Pate - yr 1 of 4 $ - $ - $ - $ 36,250 Total Debt Service $ 31,263 -13.76% 1,060,627 1,141,367 1,027,658 1,129,545 TOTAL EXPENSES 1,078,682 -4.50% $ 314,643 $ 253,937 $ 83,358 $ 240,136 NET REVENUE / (EXPENSE) $ (53,730) -122.37% 1045-Golf Grounds 9/24/2013 1:21 PM 92 GOLF GROUNDS Share of City Budget $1,078,682 , 3.0% 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 6/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY14) 2009-10 2010-11 2011-12 2012-13 2012-13 2013-14 Reduce Maintenance Costs Out-of-Play Areas with Native Plant Material n/a n/a 10% 15% 10% 18%
Continue to level tees as needed on golf courses.
Prune back and elevate canopies of large oak trees on golf courses that are encroaching over fairways. FUTURE GOALS (FY15 & FY16)
Rebuild all sand traps by removing old sand, adding new sand with proper size sand and proper depth, and re-sod edges.
Enlarge green on hole #7 of the Oaks course.
Replace lake liner hole #12 of the Oaks course. PRIOR YEAR ACCOMPLISHMENTS (FY13)
Planted 100 slash pine trees throughout Pines & Oaks golf courses to replace trees damaged by lightning and insect damage.
Added cart path from the green at hole #8 to #9 tee Pines course.
Added new lighting along cart path to #1 tee of the Oaks course.
Added a mechanics equipment lift to the maintenance shop area. PERFORMANCE EXCELLENCE Every Service – Every Employee – Every Day 93  001 GENERAL FUND - 1060 LIBRARY Actual Budget 2012-13 2013-14 % 2009-10 2010-11 2011-12 Adopted Adopted Change Revenues: 148,560 79,748 76,017 76,016 337-7000 Cooperative Funding - Operations 70,861 -6.78% 7,750 6,225 6,875 2,296 341-9110 Passport Fees 2,363 2.92% 2,730 2,124 2,360 2,740 347-1000 Library Fees 2,400 -12.41% 5,771 6,203 5,180 5,800 347-1010 Photo Copy Revenue 5,200 -10.34% 750 400 525 400 347-1210 Rentals - Taxable 400 0.00% - 25 25 25 347-1220 Rentals - Tax Exempt 25 0.00% 14,053 13,024 12,183 12,000 352-1000 Library Fines 12,000 0.00% 25 - 200 200 352-1010 Lost Publications 200 0.00% 5,103 3,239 2,842 - 366-1000 Contributions/Donations - 0.00% - 38,753 48,866 9,500 389-9600 Approp. from Reserved Fund Bal - Harvey Trust 4,590 -51.68% $ 184,743 $ 149,740 $ 155,072 $ 108,977 TOTAL REVENUES $ 98,039 -10.04% Personal Services: 9.90 8.10 8.02 8.02 Number of Funded Employees (FTE's) 8.02 269,457 159,880 158,433 159,736 571-1200 Regular Salaries 163,018 2.05% - - - - 571-1201 Service Awards 106 100.00% - - 3,178 8,634 571-1202 Incentive/Merit Pay - -100.00% - 80,456 77,534 79,073 571-1300 Part-Time Wages 79,995 1.17% 256 163 295 200 571-1400 Salaries - Overtime 200 0.00% 17,514 14,574 14,540 14,473 571-2100 FICA Taxes 14,775 2.09% 4,096 3,409 3,400 3,385 571-2101 Medicare 3,455 2.07% 42,030 35,506 42,181 44,582 571-2200 Retirement Contributions 45,498 2.05% 12,358 9,042 9,821 10,086 571-2300 Dental, Life & Health Insurance 10,178 0.91% 742 670 701 758 571-2400 Worker's Compensation 676 -10.82% $ 346,455 $ 303,700 $ 310,083 $ 320,927 Total Personal Services $ 317,901 -0.94% Operating Expenditures: - 4 1,872 1,957 571-3100 Professional Services 1,970 0.66% 2,378 1,889 1,461 1,680 571-3400 Other Services 1,680 0.00% 68 63 - 250 571-4000 Travel and Per Diem 250 0.00% 2,067 1,659 1,680 1,680 571-4100 Communication Services 2,114 25.83% 59 101 201 100 571-4200 Postage 125 25.00% 67,639 55,736 49,750 58,523 571-4300 Utilities 52,240 -10.74% 11,708 11,972 11,861 11,862 571-4400 Rentals & Leases 11,862 0.00% 2,851 3,418 4,392 4,418 571-4610 Maintenance Contracts 4,961 12.29% 3,996 8,077 4,518 9,700 571-4640 Building Maintenance - -100.00% - - 10,737 - 571-4645 Heating/Cooling Repairs - 0.00% 12 - 349 200 571-4650 Grounds Maintenance 200 0.00% 1,183 1,110 - 571-4800 Promotional Activities 1,573 1,916 1,754 95 571-5100 Office Supplies 1,800 1794.74% 4,199 8,758 15,927 18,065 571-5200 Operating Supplies 16,365 -9.41% 967 - 1,190 1,200 571-5207 Program Expense 1,200 0.00% 10,033 2,970 1,648 571-5223 Passport Fee Spending 631 370 772 571-5224 General Donation Spending - - 439 - 571-5231 Computer Hardware/Software 350 100.00% 1,370 630 709 630 571-5400 Books, Dues & Publications 630 0.00% $ 110,735 $ 98,672 $ 109,261 $ 110,360 Total Operating Expenditures $ 95,747 -13.24% Capital Outlay: - - - - 571-6401 Furniture and Fixtures 4,590 100.00% Poster Storage Cabinet (NEW) (Harvey Trust) Double-Sided Shelving Unit (NEW) (Harvey Trust) 18,276 - - - 571-6402 Equipment - 0.00% 608 1,053 5,868 - 571-6420 Computer Hardware/Software - 0.00% 42,276 33,915 27,554 25,250 571-6600 Books, Publications & Library Materials 30,000 18.81% $ 61,160 $ 34,968 $ 33,422 $ 25,250 Total Capital Outlay $ 34,590 36.99% Debt Service 22,011 22,291 22,261 22,317 581-9121 Transfer to Debt Service Fund 21,258 -4.75% 2013 Revenue Note -Municipal Facilities- yr 1 of 18 Phone System Lease - year 1 of 6 $ 22,011 $ 22,291 $ 22,261 $ 22,317 Total Debt Service $ 21,258 -4.75% $ 540,361 $ 459,630 $ 475,027 $ 478,854 TOTAL EXPENSES $ 469,496 -1.95% $ (355,618) $ (309,890) $ (319,955) $ (369,877) NET REVENUE / (EXPENSE) $ (371,457) 0.43% 1060-Library 9/24/2013 1:34 PM 94 LIBRARY Share of City Budget $469,496, 1.3% DESCRIPTION Library resources include books, newspapers, periodicals, audio tapes, compact discs, and videos. Children's story hours are held weekly; special holiday reading programs and a summer reading program are conducted. Facilities include a history room, 5 individual study rooms, a meeting room for up to 100 people, 16 computer Internet stations for public access, and a spacious children’s story time room. MISSION Create and foster a comprehensive variety of print and media resources and materials designed to educate and entertain. Actual YTD thru 6/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY14) 2009-10 2010-11 2011-12 2012-13 2012-13 2013-14 Provide Resources to Promote Literacy, Education, & Enrichment Inventoried Collection Per Citizen 3.5 3.6 3.7 annual measure 3.8 3.8 Circulation per Item n/a n/a n/a 1.5 1.7 1.7 Circulation per Active Borrower (City and Non-City Residents) 5.6 6.6 1.8 5.5 6.8 6.8 City Residents Who Have an Active Library Card 46% 30% 37% annual measure 35% 35%
Increase library use in the community by providing updated technology and materials to include a growing collection of ebooks.
Reduce wait times on popular adult and young adult titles with extensive holds lists by adding more copies as budget allows. FUTURE GOALS (FY15 & FY16)
Re-carpet high use areas of the library as funding allows. Priority areas-- meeting room and story room.
Work with the Okaloosa County Public Library Cooperative to improve programming, marketing, and services of the library countywide through more shared programming and marketing strategies. PRIOR YEAR ACCOMPLISHMENTS (FY13)
Worked with the Okaloosa County Public Library Cooperative and the Viva Florida 500 committees to increase the library's marketing, programming and visibility in the community.
Increased the availability of programs for children.
Purchased with donated funds an educational touch screen computer loaded with age-appropriate software for children.
Improved the library environment with physical upgrades, such as new wall colors, to enhance the visitor experience in the library. PERFORMANCE EXCELLENCE Every Service – Every Employee – Every Day 95  001 GENERAL FUND - 1070 MUSEUM Actual Budget 2012-13 2013-14 % 2009-10 2010-11 2011-12 Adopted Adopted Change Revenues: 2,800 1,575 1,850 250 341-9110 Passport Fees 250 0.00% 1,240 1,773 879 1,500 347-2000 Program Revenue 1,500 0.00% 27,029 26,935 25,890 28,000 347-3500 Admission Fees 26,000 -7.14% 27,063 26,462 27,697 28,000 347-3510 Merchandise Sales 28,000 0.00% 147 - - 75 347-3515 Merchandise Sales - Tax Exempt - -100.00% 7,080 8,576 7,974 8,500 347-3520 Fees - Tax Exempt 8,000 -5.88% 6,650 2,806 5,363 - 366-1000 Contributions/Donations - 0.00% $ 72,010 $ 68,127 $ 69,652 $ 66,325 TOTAL REVENUES $ 63,750 -3.88% Personal Services: 3.85 2.60 3.60 3.60 Number of Funded Employees (FTE's) 3.60 115,141 81,036 97,275 98,834 573-1200 Regular Salaries 100,911 2.10% - - - 530 573-1201 Service Awards - -100.00% - - 2,933 3,875 573-1202 Incentive/Merit Pay - -100.00% - 12,050 13,330 13,010 573-1300 Part-Time Wages 13,480 3.61% 6,871 5,491 6,740 6,611 573-2100 FICA Taxes 6,764 2.31% 1,607 1,284 1,576 1,546 573-2101 Medicare 1,582 2.33% 22,835 15,950 19,045 20,031 573-2200 Retirement Contributions 20,552 2.60% - - 1,904 2,030 573-2204 Retirement Contributions - DC Plan 2,046 0.79% 16,498 17,333 18,551 19,058 573-2300 Dental, Life & Health Insurance 19,103 0.24% 275 175 212 226 573-2400 Worker's Compensation 194 -14.16% $ 163,226 $ 133,318 $ 161,567 $ 165,751 Total Personal Services $ 164,632 -0.68% Operating Expenditures: - - 1,366 1,730 573-3100 Professional Services 1,730 0.00% 30 30 - 200 573-3400 Other Services 800 300.00% 1,026 1,102 837 1,120 573-4100 Communication Services 1,115 -0.45% 372 137 181 150 573-4200 Postage 200 33.33% 18,576 15,474 14,096 17,248 573-4300 Utilities 14,805 -14.16% 1,349 1,613 1,257 1,257 573-4400 Rentals & Leases 1,257 0.00% 1,524 1,571 1,672 1,697 573-4610 Maintenance Contracts 2,004 18.09% 54 53 - 100 573-4630 Equipment Repair 100 0.00% 1,151 1,745 5,723 2,650 573-4640 Building Maintenance 1,000 -62.26% - - - 7,100 573-4645 Heating/Cooling Repairs - -100.00% 338 407 460 4,430 573-4650 Grounds Maintenance 4,450 0.45% 1,577 1,470 1,145 1,700 573-4700 Printing & Binding 1,700 0.00% 1,695 1,924 2,214 2,100 573-4800 Promotional Activities 2,500 19.05% 24 - 1,109 455 573-5100 Office Supplies 490 7.69% 1,003 547 557 1,200 573-5200 Operating Supplies 1,230 2.50% 13,390 12,632 13,535 13,000 573-5205 Goods For Resale 13,000 0.00% 201 425 74 350 573-5207 Program Expense 350 0.00% 1,239 - - 573-5208 Sponsorship Expense 397 646 775 900 573-5215 Exhibit / Collection Supplies 1,050 16.67% 320 397 205 573-5223 Passport Fee Spending 1,572 - 385 573-5224 General Donation Spending - 1,398 900 573-5225 Fundraising Spending - 100 - 573-5226 Designated Donation Spending 1,426 1,301 - 573-5230 ACH/Credit Card Fees 406 - 219 - 573-5231 Computer Hardware/Software - 0.00% 774 540 445 645 573-5400 Books, Dues & Publications 665 3.10% $ 48,443 $ 43,514 $ 47,154 $ 58,032 Total Operating Expenditures $ 48,446 -16.52% Capital Outlay: 3,217 27,252 - - 573-6214 Building Improvements - 0.00% - - - - 573-6357 Parking 7,400 100.00% Asphalt/Shell Parking Lot Repairs 3,700 - 2,867 - 573-6402 Equipment 600 100.00% Commercial Vacuum - - 520 - 573-6420 Computer Hardware/Software - 0.00% $ 6,917 $ 27,252 $ 3,387 $ - Total Capital Outlay $ 8,000 100.00% $ 218,586 $ 204,084 $ 212,108 $ 223,783 TOTAL EXPENSES $ 221,078 -1.21% $ (146,576) $ (135,957) $ (142,455) $ (157,458) NET REVENUE / (EXPENSE) $ (157,328) -0.08% 1070-Museum 9/24/2013 1:36 PM 96 MUSEUM Share of City Budget $221,078, 0.6% DESCRIPTION The Indian Temple Mound Museum is the first museum in Florida owned and operated by a municipality and is recognized for having the one of the finest collections of prehistoric ceramics in the Southeast United States. The Camp Walton Schoolhouse Museum and Garnier Post Office Museum are fine examples of Northwest Florida small town structures and house historic collections of artifacts that relay the story of early days here. The newly opened 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 6/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY14) 2009-10 2010-11 2011-12 2012-13 2012-13 2013-14 Share Community History With Public Visitors Per General Visitation Hour of Operation 3.9 3.9 5.7 6.0 4.0 4.0 Educational Programming Visitors During Non-General Visitation Hours 3,807 4,515 4,433 3,979 4,500 4,500 Outreach Programming Visitors During Non-General Visitation Hours 26,775 14,536 7,778 8,550 4,500 8,000 City Savings from Volunteer Assistance $21,915 $30,550 $42,958 $22,020 $25,000 $50,000
Create an inviting and pleasant entrance area to the Indian Temple Mound Museum to replace removed arch.
Increase general visitation per hour through marketing and extension programming.
Provide an event and lecture series related to the World War I 100th birthday statewide celebrations. FUTURE GOALS (FY15 & FY16)
Complete NAGPRA process from filing to certification; clear collections ownership issues.
Acquire sponsorship for future summer / travelling exhibit.
Establish outreach program in the schools to further mission and goals of Heritage Park. PRIOR YEAR ACCOMPLISHMENTS (FY13)
Camp Walton Schoolhouse celebrated 100 years as a part of the Fort Walton Beach community. This was celebrated all year long with the Then and Now Lecture Series (monthly lecturers).
Honored 41 volunteers with certificates during the Recognition Reception for their service. Volunteer hours exceeded 5200 hours with over 50 active volunteers.
Communtiy Involvement: Haunted History Ghost Tours reached over 200 community individuals; filming at Camp Walton Schoolhouse partnership with Pryor Middle School reached all county schools; Emerald Coast Archaeology Society partnership excavation reached over 100 individuals; Governor Stone parnership research; Thunderbird Honor Guard partnered with museum for 3 different activities reaching hundreds; Reeds Raiders partnered with museum to defend the city at Bowlegs Festival reaching hundreds.
The Indian Temple Mound Museum has been on various websites, facebook and blogs including articles in the NWF Daily News, Emerald Coast Magazine, Visit Florida, FWB Chamber of Commerce, On the Coast Magazine, "Beaches, Resorts, and Parks" Magazine, the Four Points Sheraton in-room compendium of things to do and see, 105.5 “The Wolf” and WYZB FM, WUWF’s “Unearthing Pensacola” segments, and WEAR ABC Channel 3. They have also been in numerous newsletters including 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 FOM Newsletter (various counties and states). PERFORMANCE EXCELLENCE Every Service – Every Employee – Every Day 97  001 GENERAL FUND - 1080 CEMETERY Actual Budget 2012-13 2013-14 % 2009-10 2010-11 2011-12 Adopted Adopted Change Revenues: 113,630 177,112 189,090 148,000 343-8000 Sale of Lots 180,000 21.62% 10,630 6,875 23,215 8,200 343-8100 Crypt Sales 8,000 -2.44% 14,005 4,350 9,120 9,800 343-8200 Niche Sales 9,000 -8.16% 8,115 6,420 9,900 10,000 343-8300 Weekend/Holidays Interments 8,000 -20.00% 142,875 177,720 184,690 156,000 343-8400 Openings/Closings 175,000 12.18% - 1,498 1,032 - 343-8500 Transfer Fees - 0.00% 15,555 13,149 21,486 1,000 381-2400 Transfer from Beal Memorial Cemetery Fund - -100.00% $ 304,810 $ 387,124 $ 438,533 $ 333,000 TOTAL REVENUES $ 380,000 14.11% Personal Services: 3.00 3.00 3.00 3.00 Number of Funded Employees (FTE's) 3.00 86,901 86,881 87,133 87,724 539-1200 Regular Salaries 89,337 1.84% - - - 212 539-1201 Service Awards - -100.00% - - 1,153 3,230 539-1202 Incentive/Merit Pay - -100.00% 866 1,182 1,014 2,500 539-1400 Salaries - Overtime 2,500 0.00% 288 236 288 375 539-1401 Salaries - Overtime Holiday Worked 375 0.00% 4,840 4,849 4,905 4,733 539-2100 FICA Taxes 4,826 1.96% 1,132 1,134 1,147 1,107 539-2101 Medicare 1,129 1.99% 20,025 19,602 23,394 24,484 539-2200 Retirement Contributions 24,934 1.84% 25,099 25,198 22,905 23,611 539-2300 Dental, Life & Health Insurance 23,661 0.21% 3,719 4,097 4,449 5,249 539-2400 Worker's Compensation 4,699 -10.48% $ 142,870 $ 143,180 $ 146,388 $ 153,225 Total Personal Services $ 151,461 -1.15% Operating Expenditures: - - 862 865 539-3100 Professional Services 950 9.83% 54,960 64,145 71,940 60,000 539-3400 Other Services 60,000 0.00% 982 1,051 882 890 539-4100 Communication Services 870 -2.25% 39,505 72,659 53,059 51,995 539-4300 Utilities 62,950 21.07% - - 191 60 539-4400 Rentals & Leases 60 0.00% 1,131 1,077 240 240 539-4610 Maintenance Contracts 655 172.92% 944 1,174 3,950 1,850 539-4630 Equipment Repair 1,850 0.00% 296 815 2,350 - 539-4640 Building Maintenance - 0.00% 7,655 8,405 6,034 13,125 539-4650 Grounds Maintenance 12,825 -2.29% - 10,855 5,050 - 539-4980 Repurchase Cemetery Lots - 0.00% 646 890 1,665 2,375 539-5200 Operating Supplies 1,975 -16.84% 1,205 1,562 1,585 1,745 539-5204 Fuel & Oil 1,665 -4.58% 411 479 341 405 539-5210 Uniform Expense 150 -62.96% - - 55 - 539-5231 Computer Hardware/Software - 0.00% - - 448 - 539-5233 Tools 750 100.00% 50 39 181 270 539-4905 Safety Supplies/Equipment 525 94.44% 35 35 - 40 539-5500 Training 40 0.00% $ 107,820 $ 163,185 $ 148,832 $ 133,860 Total Operating Expenditures $ 145,265 8.52% Capital Outlay: - 10,994 11,488 - 539-6214 Building Improvements - 0.00% 8,473 - 2,241 - 539-6355 Landscaping & Fences - 0.00% 7,082 - 4,575 - 539-6402 Equipment - 0.00% $ 15,555 $ 10,994 $ 18,304 $ - Total Capital Outlay $ - 0.00% Capital Improvements Program: - 2,155 - - 5323 - Beal Cemetery Improvements - 0.00% $ - $ 2,155 $ - $ - Total Capital Improvements Program $ - 0.00% Interfund Transfers: 22,726 33,251 37,818 29,600 581-9162 Transfer to Beal Memorial Perpetual Care Fund 36,000 21.62% Lot Sales - 20% of revenues $ 22,726 $ 33,251 $ 37,818 $ 29,600 Total Interfund Transfers $ 36,000 21.62% $ 288,971 $ 352,765 $ 351,342 $ 316,685 TOTAL EXPENSES $ 332,726 5.07% $ 15,838 $ 34,358 $ 87,190 $ 16,315 NET REVENUE / (EXPENSE) $ 47,274 189.76% 1080-Cemetery 9/24/2013 1:38 PM 98 CEMETERY Share of City Budget $332,726, 0.9% 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 6/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY14) 2009-10 2010-11 2011-12 2012-13 2012-13 2013-14 Provide a Well-Maintained Resting Place of Burial Cemetery Grounds with Turf in Good Condition 60% 65% 80% 85% 85% 90%
Plant 5 Oak trees and 5 Crape Myrtle trees in the new Hope Section addition.
Sod Hope Section for new plots.
Re-landscape and paint outside office area. FUTURE GOALS (FY15 & FY16)
Research plot location software to ensure the quality of cemetery services.
Develop a sod farm in open area of cemetery for use for newly dug graves.
Install central control system for irrigation PRIOR YEAR ACCOMPLISHMENTS (FY13)
Surveyed, stamped, and sodded an additional area in the Hope Section PERFORMANCE EXCELLENCE Every Service – Every Employee – Every Day 99 100  001 GENERAL FUND - 1200 ENGINEERING SERVICES Actual Budget 2012-13 2013-14 % 2009-10 2010-11 2011-12 Adopted Adopted Change Revenues: - 3,525 3,060 3,500 341-3001 Overhead Banner Installation Fee 3,500 0.00% 57 385 26 - 341-9310 Engineering Drawings - 0.00% 100 200 - - 366-1000 Contributions/Donations - 0.00% $ 157 $ 4,110 $ 3,086 $ 3,500 TOTAL REVENUES $ 3,500 100.00% Personal Services: 6.00 5.00 5.00 5.00 Number of Funded Employees (FTE's) 4.00 - 90,126 89,206 90,319 541-1100 Executive Salaries 81,419 -9.85% 328,131 170,124 163,182 169,444 541-1200 Regular Salaries 119,053 -29.74% - - - - 541-1201 Service Awards 53 100.00% - - 2,678 5,383 541-1202 Incentive/Merit Pay - -100.00% 53 - - - 541-1400 Overtime 250 100.00% 19,780 15,443 15,203 15,433 541-2100 FICA Taxes 11,682 -24.31% 4,626 3,611 3,556 3,610 541-2101 Medicare 2,732 -24.32% 70,150 57,757 66,964 72,500 541-2200 Retirement Contributions 15,816 -78.18% 4 - - - 541-2204 Retirement Contributions - DC Plan 9,520 100.00% 23,611 22,117 23,301 24,286 541-2300 Dental, Life & Health Insurance 28,519 17.43% 639 489 447 525 541-2400 Worker's Compensation 341 -35.05% $ 446,994 $ 359,667 $ 364,536 $ 381,500 Total Personal Services $ 269,385 -29.39% Operating Expenditures: 39,575 16,920 8,082 6,191 541-3100 Professional Services 6,395 3.30% 9,748 20,390 - 90 541-3400 Other Services 90 0.00% 526 - - 800 541-4000 Travel and Per Diem 800 0.00% 3,694 3,418 3,101 2,784 541-4100 Communication Services 2,364 -15.09% 4,995 4,521 5,926 5,000 541-4200 Postage 6,880 37.60% 8,321 13,213 12,862 6,757 541-4400 Rentals & Leases 6,360 -5.88% 8,010 5,947 - 3,920 541-4610 Maintenance Contracts 5,710 45.66% 21 11 - 100 541-4620 Vehicle Repair - -100.00% - 125 - 100 541-4630 Equipment Repair 100 0.00% 482 16 107 1,100 541-4700 Printing & Binding 1,100 0.00% 2,843 - - - 541-4915 Legal Advertisements 6,752 6,161 6,147 6,435 541-5100 Office Supplies 6,930 7.69% 328 187 465 625 541-5200 Operating Supplies 625 0.00% 884 429 - 500 541-5204 Fuel & Oil - -100.00% - 75 255 355 541-5210 Uniform Expense 400 12.68% 1,385 504 - - 541-5223 Earth Day - - 505 - 541-5231 Computer Hardware/Software - 0.00% - - - - 541-5234 Safety Supplies/Equipment 170 100.00% 583 374 174 150 541-5400 Books, Dues & Publications 350 133.33% 300 10 - 400 541-5500 Training 350 -12.50% 27 - - - 541-5501 Tuition Reimbursement - 0.00% (602) (1,433) - - 541-9905 Capitalized Costs Allocation - Labor - 0.00% (280) - - - 541-9906 Capitalized Costs Allocation - Benefits - 0.00% $ 87,593 $ 70,868 $ 37,624 $ 35,307 Total Operating Expenditures $ 38,624 9.39% Capital Outlay: - - 630 - 541-6420 Computer Hardware/Software - 0.00% $ - $ - $ 630 $ - Total Capital Outlay $ - 0.00% Debt Service - - - - 581-9121 Transfer to Debt Service Fund 850 100.00% Phone System Lease - year 1 of 6 $ - $ - $ - $ - Total Debt Service $ 850 100.00% $ 534,587 $ 430,536 $ 402,791 $ 416,807 TOTAL EXPENSES $ 308,859 -25.90% $ (534,430) $ (426,426) $ (399,704) $ (413,307) NET REVENUE / (EXPENSE) $ (305,359) -26.12% 1200-Engineering 9/24/2013 1:41 PM 101 ENGINEERING SERVICES Share of City Budget $308,859, 0.9% 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 6/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY14) 2009-10 2010-11 2011-12 2012-13 2012-13 2013-14 Develop GIS System to Track & Monitor City Assets Street Data Entered in GIS (collected by Okaloosa County) n/a n/a 95% annual measure 98% 100% Water System Features Accurately Entered in GIS n/a n/a 70% 100% 80% 100% Sanitary Sewer System Features Accurately Entered in GIS n/a n/a 60% 82% 60% 100% Stormwater System Features Accurately Entered in GIS n/a n/a 100% 100% 100% 100%
Complete field data collection for the potable water and sanitary sewer infrastructure systems for input into the GIS system and continue GIS training courses.
Continue to develop & expand the GIS Web Map for public use to provide access for our citizens to GIS data via the internet.
Continue to develop and refine the GIS web interface for City employees via the City intranet. Convert to javascript web app. FUTURE GOALS (FY15 & FY16)
Continue mapping City infrastructure in GIS with a strong emphasis on disaster preparedness and recovery and performing duties more efficiently.
Increase the City's CRS rating for flood insurance to a Class 5 in the next audit cycle. PRIOR YEAR ACCOMPLISHMENTS (FY13)
Completed 40% of the GPS data collection and GIS database creation for City's water and sewer infrastructure, total to date 90%.
Installed and configured all hardware and software needed for a public web mapping application via the internet.
Performed annual FEMA CRS recertification, which provides a flood insurance discount of 20% to our citizens in the special flood hazard areas.
Continued to improve GIS Web Map Application for all City employees on the City intranet. Completed 20 days of GIS training. PERFORMANCE EXCELLENCE Every Service – Every Employee – Every Day 102  PERFORMANCE EXCELLENCE Every Service – Every Employee – Every Day 103  001 GENERAL FUND - 1205 PLANNING & ZONING Actual Budget 2012-13 2013-14 % 2009-10 2010-11 2011-12 Adopted Adopted Change Revenues: 6,229 11,853 12,361 17,000 329-1001 Zoning/Variances Fees 15,000 -11.76% 1,150 726 2,391 2,500 329-2000 Zoning Site Plan Review 4,000 60.00% $ 7,379 $ 12,579 $ 14,752 $ 19,500 TOTAL REVENUES $ 19,000 -2.56% Personal Services: - 1.00 1.00 1.00 Number of Funded Employees (FTE's) 2.00 - 44,922 42,652 44,873 515-1200 Regular Salaries 73,976 64.86% - - - 515-1201 Service Awards 53 100.00% - - 793 1,077 515-1202 Incentive/Merit Pay - -100.00% - - - 515-1400 Overtime 150 100.00% - 2,700 2,596 2,676 515-2100 FICA Taxes 4,479 67.38% - 631 607 626 515-2101 Medicare 1,048 67.41% - 2,246 2,103 2,244 515-2204 Retirement Contributions - DC Plan 3,699 64.84% - 4,193 4,139 4,601 515-2300 Dental, Life & Health Insurance 12,516 172.03% - 85 26 91 515-2400 Worker's Compensation 126 38.46% - - - 4,352 515-1296 Salary Allocation Reimb from FBC Fund (8,528) -295.96% - - - - 515-1297 Salary Allocation Reimb from CDBG Fund (8,528) 100.00% $ - $ 54,777 $ 52,916 $ 60,540 Total Personal Services $ 78,991 30.48% Operating Expenditures: - - 16,479 9,424 515-3100 Professional Services 9,701 2.94% - 65,900 - - 515-3400 Other Services - 432 902 1,100 515-4000 Travel and Per Diem 1,100 0.00% - 609 438 460 515-4100 Communication Services 414 -10.00% - - - 1,300 515-4200 Postage - -100.00% - 6,287 - 515-4610 Maintenance Contracts - 1,322 621 1,385 515-4700 Printing & Binding 700 -49.46% - 5,856 - 515-4915 Legal Advertisements - 39 - 260 515-5100 Office Supplies 500 92.31% - - 99 - 515-5200 Operating Supplies - 0.00% - - - 100 515-5210 Uniform Expense 100 0.00% - - 271 - 515-5321 Computer Hardware/Software - 0.00% - 275 485 400 515-5400 Books, Dues & Publications 405 1.25% - 940 85 575 515-5500 Training 575 0.00% $ - $ 81,660 $ 19,380 $ 15,004 Total Operating Expenditures $ 13,495 -10.06% Capital Outlay: - - 2,995 - 515-6402 Equipment - 0.00% $ - $ - $ 2,995 $ - Total Capital Outlay $ - 0.00% Debt Service - - - - 581-9121 Transfer to Debt Service Fund 425 100.00% Phone System Lease - year 1 of 6 $ - $ - $ - $ - Total Debt Service $ 425 100.00% $ - $ 136,437 $ 75,291 $ 75,544 TOTAL EXPENSES $ 92,911 22.99% $ 7,379 $ (123,858) $ (60,539) $ (56,044) NET REVENUE / (EXPENSE) $ (73,911) 31.88% 1205-Planning 9/24/2013 1:43 PM 104 PLANNING & ZONING Share of City Budget $92,911, 0.3% 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 6/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY14) 2009-10 2010-11 2011-12 2012-13 2012-13 2013-14 Reduce Commercial & Industrial Vacancies Vacant Parcels - Commerce & Technology Park n/a n/a 43 16 15 n/a Vacant Parcels - CRA n/a n/a 192 157 10 n/a Increase Development Activity Citywide (Net) New Business Openings n/a n/a n/a n/a n/a 60 New Developments Approved n/a n/a n/a n/a n/a 25 Parcels Annexed into the City n/a n/a n/a n/a n/a 1 Population Increase n/a n/a n/a n/a n/a 1.5%
Revisit the recommendations of the Business Retention Panel.
Research local govt economic incentives statewide, with the goal of having a tax abatement program for referendum along with Okaloosa County in August 2014.
Plan for a comprehensive multi-modal transportation system by updating the Inventory of Sidewalks map.
Create a plan for annexation of new property into the City through a feasibility assessment.
Ensure the effectiveness and efficiency of city codes and regulations by updating the City Code of Ordinances. FUTURE GOALS (FY15 & FY16)
Ensure the success of City growth through an evaluation and appraisal report.
Plan for and implement a reliable, efficient, and pedestrian-friendly transportation network in the City.
Promote sustainable economic growth through the use of efficient business and development review services. PRIOR YEAR ACCOMPLISHMENTS (FY13)
Obtained grant funding for Brownfields assessment of the Bayou Woods property.
Completed infill/vacancy report for properties in the Commerce and Technology Park.
Combined the Board of Adjustment and Local Planning Agency’s duties in order to continue streamlining processes.
Assisted in launching new City web site to provide updated, user-friendly information for citizens and businesses. PERFORMANCE EXCELLENCE Every Service – Every Employee – Every Day 105  001 GENERAL FUND - 1217 CODE ENFORCEMENT Actual Budget 2012-13 2013-14 % 2009-10 2010-11 2011-12 Adopted Adopted Change Revenues: 63,692 24,150 - 20,000 354-1000 Code Enforcement - Fines 20,000 0.00% 8,155 7,500 10,000 5,000 354-1010 Code Enforcement - Fees 7,500 50.00% $ 71,847 $ 31,650 $ 10,000 $ 25,000 TOTAL REVENUES $ 27,500 10.00% Personal Services: 2.00 2.00 2.00 2.00 Number of Funded Employees (FTE's) 2.00 91,483 91,483 91,344 91,382 529-1200 Regular Salaries 93,536 2.36% - - 1,556 2,153 529-1202 Incentive/Merit Pay - -100.00% - - 194 - 529-1400 Overtime 150 100.00% 5,395 5,403 5,495 5,364 529-2100 FICA Taxes 5,494 2.42% 1,262 1,264 1,285 1,255 529-2101 Medicare 1,285 2.39% 20,803 20,308 24,251 25,505 529-2200 Retirement Contributions 26,106 2.36% 13,384 12,953 13,360 13,776 529-2300 Dental, Life & Health Insurance 13,789 0.09% 1,834 1,846 1,855 1,964 529-2400 Worker's Compensation 1,786 -9.06% $ 134,160 $ 133,257 $ 139,340 $ 141,399 Total Personal Services $ 142,146 0.53% Operating Expenditures: - - 2,665 2,753 529-3100 Professional Services 2,836 3.01% 12,263 1,246 - 2,500 529-3101 Legal Services 2,500 0.00% - 10,660 2,846 500 529-3400 Other Services 500 0.00% - - 765 1,000 529-4000 Travel and Per Diem 1,100 10.00% 1,639 1,331 1,325 1,310 529-4100 Communication Services 924 -29.47% 2,469 2,590 - 529-4610 Maintenance Contracts 270 225 604 200 529-4620 Vehicle Repair 200 0.00% 58 61 - 40 529-5200 Operating Supplies 40 0.00% 1,070 1,516 1,651 1,675 529-5204 Fuel & Oil 1,735 3.58% - - 542 - 529-5231 Computer Hardware/Software - 0.00% 55 60 70 110 529-5400 Books, Dues & Publications 110 0.00% 295 24 435 500 529-5500 Training 700 40.00% $ 18,119 $ 17,713 $ 10,902 $ 10,588 Total Operating Expenditures $ 10,645 0.54% Capital Outlay: - - 1,041 - 529-6420 Computer Hardware/Software - 0.00% $ - $ - $ 1,041 $ - Total Capital Outlay $ - 0.00% Debt Service - - - - 581-9121 Transfer to Debt Service Fund 425 100.00% Phone System Lease - year 1 of 6 $ - $ - $ - $ - Total Debt Service $ 425 100.00% $ 152,279 $ 150,970 $ 151,283 $ 151,987 TOTAL EXPENSES $ 153,216 0.81% $ (80,431) $ (119,320) $ (141,283) $ (126,987) NET REVENUE / (EXPENSE) $ (125,716) -1.00% 1217-Code 9/24/2013 1:44 PM 106 CODE ENFORCEMENT Share of City Budget $153,216, 0.4% DESCRIPTION Code Enforcement routinely inspects properties for code violations and responds to citizen complaints regarding code, zoning, or land use violations. MISSION Ensure adherence to the City's Code of Ordinances and achieve a high complaint resolution rate. Actual YTD thru 6/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY14) 2009-10 2010-11 2011-12 2012-13 2012-13 2013-14 Implement Nuisance Abatement Program Number of Derelict Properties Brought Into Compliance - CRA n/a n/a 3 3 3 3 Number of Derelict Properties Brought Into Compliance - non-CRA n/a n/a 1 1 1 1
Enhance the beautification, safety and stability of the City’s neighborhoods through adoption of an updated Property Maintenance Ordinances, and block by block enforcement.
Streamline and modernize the Code Enforcement process by evaluating operational ordinances and revising where necessary. FUTURE GOALS (FY15 & FY16)
Implement new policy and procedures for the resolution of liens and orders issued by the Code Enforcement Board. PRIOR YEAR ACCOMPLISHMENTS (FY13)
Maintained a 98% code case compliance ratio without the need for Code Enforcement Board action. PERFORMANCE EXCELLENCE Every Service – Every Employee – Every Day 107  001 GENERAL FUND - 1220 FLEET Actual Budget 2012-13 2013-14 % 2009-10 2010-11 2011-12 Adopted Adopted Change Revenues: 301 403 914 300 365-1010 Sale of Used Oil 750 150.00% $ 301 $ 403 $ 914 $ 300 TOTAL REVENUES $ 750 150.00% Personal Services: 10.00 8.75 8.75 8.88 Number of Funded Employees (FTE's) 9.00 304,020 244,355 241,237 242,949 519-1200 Regular Salaries 270,516 11.35% - - - - 519-1201 Service Awards 212 100.00% - - 5,214 9,559 519-1202 Incentive/Merit Pay - -100.00% - 17,184 15,640 19,016 519-1300 Part-Time Wages - -100.00% 872 113 59 250 519-1400 Salaries - Overtime 250 0.00% - 48 - - 519-1401 Salaries - Overtime Holiday Worked - 0.00% 18,798 14,925 14,945 14,830 519-2100 FICA Taxes 15,362 3.59% 4,396 3,491 3,496 3,469 519-2101 Medicare 3,592 3.55% 68,653 54,026 64,353 67,807 519-2200 Retirement Contributions 57,529 -15.16% - - - 519-2204 Retirement Contributions - DC Plan 3,220 100.00% 35,937 24,423 25,884 26,618 519-2300 Dental, Life & Health Insurance 37,750 41.82% 6,148 5,396 5,657 5,897 519-2400 Worker's Compensation 5,651 -4.17% $ 438,825 $ 363,961 $ 376,484 $ 390,395 Total Personal Services $ 394,082 0.94% Operating Expenditures: - - 6,463 6,665 519-3100 Professional Services 6,865 3.00% - - 3,653 2,030 519-3400 Other Services 2,030 0.00% - 45 - 100 519-4000 Travel and Per Diem 100 0.00% 1,587 1,526 1,733 1,760 519-4100 Communication Services 1,490 -15.34% 24,619 24,041 19,413 25,243 519-4300 Utilities 20,385 -19.24% 441 179 - - 519-4400 Rentals & Leases - 0.00% 7,734 7,592 983 974 519-4610 Maintenance Contracts 1,255 28.85% 861 702 535 520 519-4620 Vehicle Repair 520 0.00% 6,100 4,989 2,216 1,000 519-4630 Equipment Repair 1,000 0.00% 390 259 2,591 500 519-4640 Building Maintenance 14,569 2813.80% - - 178 6,500 519-4645 Heating/Cooling Repairs - -100.00% 12,066 11,831 35,067 11,650 519-5200 Operating Supplies 11,650 0.00% 12,968 326 1,984 519-5203 Fleet Maintenance Clearing Account 2,447 2,616 2,444 1,840 519-5204 Fuel & Oil 2,570 39.67% 1,438 1,266 1,529 1,760 519-5210 Uniform Expense 1,080 -38.64% - - 219 - 519-5231 Computer Hardware/Software - 0.00% - 162 - 873 519-5233 Tools - -100.00% 66 443 83 400 519-5234 Safety Supplies/Equipment 1,080 170.00% 225 74 - - 519-5400 Books, Dues & Publications - 0.00% - 50 - 1,156 519-5500 Training 3,380 192.39% $ 70,941 $ 56,100 $ 79,092 $ 62,971 Total Operating Expenditures $ 67,974 7.94% Capital Outlay: - 1,200 2,224 6,702 519-6402 Equipment 2,000 -70.16% Computer Wheel Balance Machine - - 520 - 519-6420 Computer Hardware/Software - 0.00% $ - $ 1,200 $ 2,745 $ 6,702 Total Capital Outlay $ 2,000 -70.16% Debt Service - - - - 581-9121 Transfer to Debt Service Fund 850 100.00% Phone System Lease - year 1 of 6 $ - $ - $ - $ - Total Debt Service $ 850 100.00% $ 509,765 $ 421,261 $ 458,321 $ 460,068 TOTAL EXPENSES $ 464,906 1.05% $ (509,464) $ (420,858) $ (457,407) $ (459,768) NET REVENUE / (EXPENSE) $ (464,156) 0.95% 1220-Fleet 9/24/2013 1:46 PM 108 FLEET Share of City Budget $464,906, 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 6/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY14) 2009-10 2010-11 2011-12 2012-13 2012-13 2013-14 Minimize Unscheduled/Unanticipated Downtime and Repairs Workload Attributable to Scheduled Preventative Maintenance & Inspections n/a 37% 39% 52% 39% 37% Unscheduled/Unanticipated Repairs Performed In-House n/a 61% 59% 47% 59% 57% Unscheduled/Unanticipated Repairs Performed Contracted n/a 2% 2% 1% 2% 2% Support Department Productivity by Minimizing Downtime Hours of Downtime: Public Safety (police & fire) n/a n/a n/a n/a 6500 6500 Hours of Downtime: Non-Public Safety n/a n/a n/a n/a 1600 1600
Reduce the number of unscheduled/unanticipated repairs by 3%.
Properly utilize fleet management program to determine the amount of downtime experienced per major and minor repair incident.
Improve service and user satisfaction.
Continue to train Fleet personnel at Vo-Tech, using CarQuest Technical Institute/Diagnostic Equipment training and certification. FUTURE GOALS (FY15 & FY16)
Reduce repair costs while maintaining safe working order of all vehicles and equipment in the City's fleet. PRIOR YEAR ACCOMPLISHMENTS (FY13)
Repaired damaged packer rail and packer for front loader, ensuring the truck remain in service longer.
Installed bearing to front hose reel assembly for sewer cleaner truck, saving labor costs of $4,500.
Repaired damaged lower lift arm weldment for sideloader, with a savings of $3,000.
Repaired worn rails and packer on two sideloaders, ensuring the trucks will remain in service longer.
Repaired hydraulic pump on rear engine of street sweeper, ensuring the truck remain in service longer. PERFORMANCE EXCELLENCE Every Service – Every Employee – Every Day 109  001 GENERAL FUND - 1230 FACILITIES Actual Budget 2012-13 2013-14 % 2009-10 2010-11 2011-12 Adopted Adopted Change Revenues: 14 122 - 50 341-9330 Special Events - Barricades, Orange Cones 50 0.00% 343 866 482 200 341-9600 Sign Shop Sales 200 0.00% $ 357 $ 988 $ 482 $ 250 TOTAL REVENUES $ 250 0.00% Personal Services: 11.00 8.00 8.00 8.00 Number of Funded Employees (FTE's) 7.00 382,788 259,016 258,356 262,680 519-1200 Regular Salaries 237,194 -9.70% - - - 424 519-1201 Service Awards - -100.00% - - 5,448 8,612 519-1202 Incentive/Merit Pay - -100.00% 2,020 2,444 3,889 5,000 519-1400 Salaries - Overtime 5,000 0.00% - 914 506 1,000 519-1401 Salaries - Overtime Holiday Worked 1,000 0.00% 29,648 15,482 15,661 15,232 519-2100 FICA Taxes 14,050 -7.76% 7,012 3,621 3,663 3,562 519-2101 Medicare 3,286 -7.75% 82,530 51,284 61,128 64,713 519-2200 Retirement Contributions 57,277 -11.49% 1,587 2,314 2,273 2,311 519-2204 Retirement Contributions - DC Plan 2,398 3.76% 46,485 20,934 23,072 23,821 519-2300 Dental, Life & Health Insurance 16,282 -31.65% 15,336 11,361 10,987 11,435 519-2400 Worker's Compensation 9,837 -13.97% $ 567,407 $ 367,368 $ 384,983 $ 397,242 Total Personal Services $ 346,324 -12.82% Operating Expenditures: - - 6 1,100 519-3400 Other Services 1,100 0.00% - 330 - - 519-4000 Travel and Per Diem - 0.00% 2,551 2,191 2,871 4,510 519-4100 Communication Services 4,029 -10.67% 110,355 100,685 119,852 126,975 519-4300 Utilities 125,845 -0.89% - - - - 519-4400 Rentals & Leases 649 100.00% 779 29,476 28,074 29,768 519-4610 Maintenance Contracts 30,688 3.09% 3,855 5,154 9,508 2,750 519-4620 Vehicle Repair 2,750 0.00% 156 126 276 300 519-4630 Equipment Repair 300 0.00% 9,739 10,131 6,434 11,100 519-4640 Building Maintenance 69,800 528.83% - - 1,594 6,000 519-4645 Heating/Cooling Repairs 43,700 628.33% 510 425 236 500 519-4670 Traffic Signal Repair 1,500 200.00% - - - - 519-5100 Office Supplies 100 100.00% 4,750 7,894 3,285 6,055 519-5200 Operating Supplies 6,055 0.00% 9,460 10,409 11,201 10,175 519-5204 Fuel & Oil 11,765 15.63% 1,308 1,155 995 1,080 519-5210 Uniform Expense 350 -67.59% - 176 1,846 1,550 519-5233 Tools 1,550 0.00% 35 161 335 525 519-5234 Safety Supplies/Equipment 1,120 113.33% 9,448 10,231 8,983 11,050 519-5301 Street Markings 11,050 0.00% - 295 - - 519-5500 Training - 0.00% (27,335) (30,589) (26,342) - 519-9905 Capitalized Costs Allocation - Labor - 0.00% (10,360) (10,053) (9,961) - 519-9906 Capitalized Costs Allocation - Benefits - 0.00% (6,127) (6,475) (6,041) - 519-9907 Capitalized Costs Allocation - Overhead - 0.00% $ 109,122 $ 131,791 $ 153,323 $ 213,438 Total Operating Expenditures $ 312,351 46.34% Capital Outlay: - - - - 519-6214 Building Improvements - 0.00% - - - 3,500 519-6310 Improvements Other Than Building 226,000 6357.14% Various A/C Replacements - 4,790 1,232 1,100 519-6402 Equipment 1,850 68.18% Small Trailer 5x8 & Drain Cleaner $ - $ 4,790 $ 1,232 $ 4,600 Total Capital Outlay $ 227,850 4853.26% Capital Improvements Program: - 16,784 51,071 - Prior Years Capital Improvement Program - 0.00% $ - $ 16,784 $ 51,071 $ - Total Capital Improvements Program $ - 0.00% Debt Service 47,690 48,298 48,232 69,957 581-9121 Transfer to Debt Service Fund 59,861 -14.43% 2013 Revenue Note -Municipal Facilities- yr 1 of 18 2013A Bank Loan -Bucket Truck- yr 1 of 10 Phone System Lease - year 1 of 6 $ 47,690 $ 48,298 $ 48,232 $ 69,957 Total Debt Service $ 59,861 -14.43% $ 724,218 $ 569,031 $ 638,841 $ 685,237 TOTAL EXPENSES $ 946,386 38.11% $ (723,861) $ (568,043) $ (638,360) $ (684,987) NET REVENUE / (EXPENSE) $ (946,136) 38.12% 1230-Facilities 9/24/2013 1:49 PM 110 FACILITIES Share of City Budget $946,386, 2.7% 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 6/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY14) 2009-10 2010-11 2011-12 2012-13 2012-13 2013-14 Provide Safe & Clean Facilities for Employees & the Public Manhours per Job Order n/a n/a 5 5 6 6 Works Orders Satisfactorily Completed within 3 Business Days n/a 84% 90% 89% 90% 90%
Develop a system to accurately project maintenance expenses for facilities using age, building conditions, and needed repairs.
Cross train staff to ensure proper coverage at all times.
Improve work order system to better assess costs associated with repairs. FUTURE GOALS (FY15 & FY16)
Develop a comprehensive maintenance program that will cover all aspects of facilities maintenance at the City, thereby reducing unscheduled breakdowns.
Implement mantenance program for of all City facilities to determine necessary repair and replacement costs over a 5- and 10-year period.
Upgrade lighting controls and HVAC controls at all City facilities over the next five years to improve energy efficiency. PRIOR YEAR ACCOMPLISHMENTS (FY13)
Installed new sound system at the Landing Park.
Constructed a roof over the door at the Museum.
Installed a camera system at the Museum.
Worked closely with HVAC contractor to develop a 5-year replacement schedule for all facilities' HVAC equipment. PERFORMANCE EXCELLENCE Every Service – Every Employee – Every Day 111  001 GENERAL FUND - 1240 STREETS Actual Budget 2012-13 2013-14 % 2009-10 2010-11 2011-12 Adopted Adopted Change Revenues: 577,963 613,050 668,858 645,000 312-4100 Local Option Fuel Tax 600,000 -6.98% 5,340 1,800 - - 325-1001 Sidewalk/Asphalt - 0.00% 2,222 1,966 8,805 1,966 325-1002 Girard Avenue 1,966 0.00% 14,688 3,432 3,395 3,433 325-1003 Stokes Avenue 3,433 0.00% - 2,250 4,670 - 343-9100 Cut Paved Surface/Curb 2,500 100.00% 57,092 62,272 75,564 77,830 344-9008 DOT Lighting Maintenance Contract 94,208 21.04% 742,241 1,029 16,369 - Grant Revenue - 0.00% $ 1,399,547 $ 685,800 $ 777,660 $ 728,229 TOTAL REVENUES $ 702,107 -3.59% Personal Services: 6.50 5.50 5.50 5.50 Number of Funded Employees (FTE's) 6.00 137,040 136,022 130,737 133,639 541-1200 Regular Salaries 157,158 17.60% - - 2,199 5,921 541-1202 Incentive/Merit Pay - -100.00% - - 11,840 12,230 541-1300 Part-Time Wages - -100.00% 1,545 269 124 1,000 541-1400 Salaries - Overtime 1,000 0.00% 7,964 8,020 8,267 8,197 541-2100 FICA Taxes 8,895 8.52% 1,862 1,876 1,933 1,917 541-2101 Medicare 2,080 8.50% 29,538 20,674 22,321 23,534 541-2200 Retirement Contributions 23,904 1.57% - 2,332 2,742 2,895 541-2204 Retirement Contributions - DC Plan 4,010 38.51% 23,608 16,727 25,877 28,495 541-2300 Dental, Life & Health Insurance 40,033 40.49% 8,056 8,341 9,255 10,640 541-2400 Worker's Compensation 10,589 -0.48% $ 209,613 $ 194,261 $ 215,294 $ 228,468 Total Personal Services $ 247,669 8.40% Operational Expenditures: - 18 - - 541-4000 Travel and Per Diem - 0.00% 708 283 324 962 541-4100 Communication Services 905 -5.93% 246,612 239,199 246,600 254,967 541-4300 Utilities 258,935 1.56% 1,585 68 71 75 541-4400 Rentals & Leases 75 0.00% 360 - - - 541-4610 Maintenance Contracts - 0.00% 701 3,822 4,025 3,800 541-4620 Vehicle Repair 7,600 100.00% 5,692 2,873 7,864 3,000 541-4630 Equipment Repair 3,000 0.00% 1,349 - - - 541-4640 Building Maintenance - 0.00% - - - 20,000 541-4650 Grounds Maintenance 10,000 -50.00% 4,352 4,945 3,586 3,285 541-5200 Operating Supplies 3,285 0.00% 6,281 9,379 10,652 9,170 541-5204 Fuel & Oil 11,185 21.97% 811 1,230 1,146 1,260 541-5210 Uniform Expense 750 -40.48% - - 55 - 541-5231 Computer Hardware/Software - 0.00% - 141 836 900 541-5233 Tools 900 0.00% 475 966 1,096 1,310 541-5234 Safety Supplies/Equipment 1,820 38.93% 5,730 5,864 4,707 4,000 541-5300 Road Materials & Supplies 5,000 25.00% 4,099 1,187 4,104 5,000 541-5304 Street Materials/Concrete 4,000 -20.00% - 200 - 300 541-5500 Training 560 86.67% (49,052) (59,815) (70,336) - 541-9905 Capitalized Costs Allocation - Labor - 0.00% (21,803) (19,388) (27,151) - 541-9906 Capitalized Costs Allocation - Benefits - 0.00% (11,348) (12,428) (16,101) - 541-9907 Capitalized Costs Allocation - Overhead - 0.00% 196,552 178,545 171,477 308,029 Total Operating Expenditures 308,015 0.00% Capital Outlay: 79,016 (5,082) 11,647 - 541-6351 Roads - 0.00% - 1,043 - 24,500 541-6402 Equipment 2,500 -89.80% Walk Behind Concrete Saw with Water Tank $ 79,016 $ (4,039) $ 11,647 $ 24,500 Total Capital Outlay $ 2,500 -89.80% Capital Improvements Program: 134,873 123,497 128,411 125,000 5018 - Street Resurfacing - -100.00% 4,205 - 88,164 - 5306 - Sidewalk Construction - 0.00% - - - - 5327 - Hooper Drive Improvement 65,000 100.00% 541-6351 Pave Dirt Road & Install Curbing 743,546 82,418 49,261 Prior Years Capital Improvement Program $ 882,624 $ 205,915 $ 265,836 $ 125,000 Total Capital Improvements Program $ 65,000 -48.00% $ 1,367,805 $ 574,682 $ 664,254 $ 685,997 TOTAL EXPENSES $ 623,184 -9.16% $ 31,742 $ 111,118 $ 113,406 $ 42,232 NET REVENUE / (EXPENSE) $ 78,923 86.88% 1240-Streets 9/24/2013 1:51 PM 112 STREETS Share of City Budget $623,184, 1.8% DESCRIPTION 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. Actual YTD thru 6/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY14) 2009-10 2010-11 2011-12 2012-13 2012-13 2013-14 Provide A Dependable Transportation Network Streets With Pavement Condition Index of 'Fair' or Better 88.1% 91.8% 91.9% annual measure 96.0% 96.0% Streets With Sidewalks on At Least One Side n/a 80.0% 81.0% annual measure 84.0% 84.0% Ensure Capital Projects are Completed On-Time & Within Budget Capital Projects Completed On-Time n/a n/a 100% annual measure 100% 100% Capital Projects Completed Within Budget n/a n/a 100% annual measure 100% 100%
Pave Hooper Drive, the last remaining dirt road in the City.
Develop a Sidewalk Deficiency Map in GIS to create a 5- and 10-year prioritized Sidewalk Construction Program. FUTURE GOALS (FY15 & FY16)
Install sidewalks on at least one side of all residential local streets and on both sides of all collector and arterial roadways.
Update the MicroPaver Pavement Condition Index within three years.
Have all streets maintained by the City with a Pavement Condition Index of 'fair' or better. PRIOR YEAR ACCOMPLISHMENTS (FY13)
Repaired sidewalks at various locations throughout the City.
Resurfaced Hollywood Boulevard from Eglin Parkway to Chicago Avenue SE.
Provided ADA upgrades for Liza Jackson Park and Oakland Soccer Complex. PERFORMANCE EXCELLENCE Every Service – Every Employee – Every Day 113  001 GENERAL FUND - 1500 NON-DEPARTMENTAL Actual Budget 2012-13 2013-14 % 2009-10 2010-11 2011-12 Adopted Adopted Change Personal Services: 818,367 44,256 120,789 50,000 519-1216 Final Leave Pay 50,000 0.00% 34,035 46,751 6,825 25,000 519-2500 Unemployment Compensation 25,000 0.00% $ 852,401 $ 91,007 $ 127,614 $ 75,000 Total Personal Services $ 75,000 0.00% Operating Expenditures: - - 10,124 - 536-3100 Professional Services 74,700 100.00% - - - - 519-4000 Travel and Per Diem 1,240 100.00% 3,201 2,879 9,684 9,800 519-4400 Rentals & Leases 2,800 -71.43% - - - 5,200 519-4911 Holiday Gift Certificates 6,100 17.31% (38) (9) 106 519-4913 Cash Over/(Short) (15,250) 10,740 4,124 519-4916 Inventory Over/(Short) 14,928 2,950 45,921 519-49XX Disaster Recovery - - - 157,500 519-4995 Contingencies 161,536 2.56% - - - - 519-5231 Computer Hardware/Software 8,455 100.00% - 16,040 193,949 - Prior Year Expenditures $ 2,841 $ 32,600 $ 263,908 $ 172,500 Total Operating Expenditures $ 254,831 47.73% Capital Outlay - - - - 519-6404 Trucks 106,955 100.00% 1/2 Ton Truck - Replaces 2300 1/2 Ton Truck - Replaces 2558 SUV - Enables 2537 to replace 2286 3/4 Ton Truck - Replaces 2294 Utility Bed Truck - replace 2378 - - - - 519-6420 Computer Hardware/Software 49,000 100.00% Computer Replacements per IT Plan Laptop Replacements per IT Plan Server Replacements per IT Plan - - - - Total Capital Outlay 155,955 100.00% Other Financing Activity - - - - 513-9916 Cost Allocation Reimb from FBC Fund (16,654) 100.00% - - - (16,998) 513-9917 Cost Allocation Reimb from CDBG Fund (12,539) -26.23% - - - (86,317) 513-9919 Cost Allocation Reimb from CRA Fund (94,407) 9.37% - - - (869,208) 513-9941 Cost Allocation Reimb from Utilities Fund (880,148) 1.26% - - - (290,144) 513-9943 Cost Allocation Reimb from Sanitation Fund (294,397) 1.47% - - - (52,214) 513-9944 Cost Allocation Reimb from Golf Fund - -100.00% - - - (73,372) 513-9945 Cost Allocation Reimb from Stormwater Fund (74,376) 1.37% 1,167 20,936 (309) - 581-9121 Transfer to Debt Service Fund 5,100 100.00% Phone System Lease - year 1 of 6 178,000 - 18,909 - 581-9175 Transfer to Golf Fund $ 179,167 $ 20,936 $ 18,600 $ (1,388,253) Total Other Financing Activity $ (1,367,421) -1.50% $ 1,034,410 $ 144,543 $ 410,121 $ (1,140,753) TOTAL EXPENSES $ (881,635) 100.00% 215.95 196.60 198.08 183.26 Number of Funded Employees (FTE's) 212.04 15.70% 372,786 355,822 308,000 410,744 City Council 355,664 -13.41% 601,112 598,390 568,763 623,660 City Manager 630,214 1.05% 987,346 678,483 744,073 735,476 Human Resources 793,794 7.93% 234,951 184,502 201,398 198,529 City Clerk 213,180 7.38% 727,366 718,514 741,934 768,923 Finance 801,231 4.20% 5,107,867 5,381,535 5,201,487 4,456,849 Police 4,925,198 10.51% 3,740,019 3,940,274 4,460,854 3,832,393 Fire 3,878,856 1.21% 3,316,110 2,955,498 3,164,828 3,005,162 Recreation Services 5,031,880 67.44% 3,508,842 2,500,395 2,633,007 2,475,640 Engineering Services 2,589,462 4.60% 1,034,410 144,543 410,121 (1,140,753) Non-Departmental (881,635) -22.71% $ 19,630,808 $ 17,457,956 $ 18,434,465 $ 15,366,623 TOTAL FUND EXPENSES $ 18,337,844 19.34% $ (377,858) $ 1,401,209 $ (1,155,474) $ 0 NET REVENUE / (EXPENSE) $ 0 0.00% 1500-NonDept_001 9/24/2013 1:54 PM 114  Law Enforcement Trust Fund The Law Enforcement Trust Fund encompasses 0.05% 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 $300,000 Budget. $250,000 …… 2013-14. $ Change % Change Interest & Other 3,715 1,915 106.4% $200,000 Use of Reserves 12,785 -1,915 13.0% $150,000 $16,500 $0 0.0% $100,000 $50,000 $0 Actual Actual Actual Budget Budget 2009-10 2010-11 2011-12 2012-13 2013-14 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 $300,000 Budget. $250,000 …… 2013-14. $ Change % Change Personal Services 0 -3,000 -100.0% $200,000 Operations & Maintenance 16,500 3,000 22.2% $150,000 $16,500 $0 0.0% $100,000 $50,000 $0 Actual Actual Actual Budget Budget 2008-09 2009-10 2010-11 2011-12 2012-13 Personal Services Operations & Maintenance Capital Outlay/Imprvmt Interfund Transfers • The elimination of budgeted personnel expense is the result of police department staffing reductions made in prior years and the remaining personnel no longer having the time to perform activities that are eligible to be funded here. • Attorney fees for forfeitures account for the increase in operational expenses; however, these fees are recouped by the proceeds from the forfeiture cases. 115  102 LAW ENFORCEMENT TRUST FUND Actual Budget 2012-13 2013-14 % 2009-10 2010-11 2011-12 Adopted Adopted Change 204,127 28,892 20,123 - Grant Revenues - 0.00% $ 204,127 $ 28,892 $ 20,123 $ - Total Grants $ - 0.00% $ 204,127 $ 28,892 $ 20,123 $ - TOTAL INTERGOVERNMENTAL REVENUE $ - 0.00% 2,498 367 100 - 1800-356-1000 Fines & Forfeitures - 0.00% 1,303 16,404 30,704 - 1800-358-2000 Assets Seized by Law Enforcement - 0.00% 595 1,060 666 - 1800-359-3000 Restitution - 0.00% $ 4,396 $ 17,831 $ 31,470 $ - Total Fines & Forfeitures $ - 0.00% $ 4,396 $ 17,831 $ 31,470 $ - TOTAL FINES & FORFEITURES $ - 0.00% 2,744 2,326 1,378 800 1800-361-1000 Interest Income 3,715 364.38% - (778) 579 - 1800-361-3000 Unrealized Gain/(Loss) - 0.00% - - (36) - 1800-361-4000 Realized Gain/(Loss) - 0.00% $ 2,744 $ 1,547 $ 1,921 $ 800 Total Interest Income $ 3,715 364.38% 4 1,746 - 1,000 1800-364-1000 Sale of Surplus Assets - -100.00% 6,769 629 - - 1800-366-1000 Contributions/Donations - 0.00% 44,931 - 343 - 1800-369-9000 Miscellaenous Revenue - 0.00% $ 51,704 $ 2,375 $ 343 $ 1,000 Total Other Revenues $ - -100.00% $ 54,447 $ 3,922 $ 2,264 $ 1,800 TOTAL INTEREST & OTHER REVENUES $ 3,715 106.39% - - - 14,700 1600-389-9100 Appropriation from Fund Balance 12,785 -13.03% $ - $ - $ - $ 14,700 Total Non-Operating Sources $ 12,785 -13.03% $ - $ - $ - $ 14,700 TOTAL TRANSFERS IN $ 12,785 -13.03% $ 262,970 $ 50,644 $ 53,857 $ 16,500 TOTAL FUND REVENUES $ 16,500 0.00% 102 - LETF 9/24/2013 1:56 PM 116  102 LAW ENFORCEMENT TRUST FUND Actual Budget 2012-13 2013-14 % 2009-10 2010-11 2011-12 Adopted Adopted Change 1800 - STATE FORFEITURE EXPENSES Grant Expenses: 208,854 25,389 17,807 - Grant Expenses - 0.00% $ 208,854 $ 25,389 $ 17,807 $ - Total Grant Expenses $ - 0.00% Personal Services: 2,243 1,711 1,329 521-1200 Regular Salaries 139 106 82 521-2100 FICA Taxes 33 25 19 521-2101 Medicare 444 441 423 521-2201 Retirement Contributions - Police Pension 68 40 33 521-2400 Worker's Compensation - - - 3,000 Wages/Benefits Transferred from General Fund - -100.00% $ 2,926 $ 2,323 $ 1,886 $ 3,000 Total Personal Services $ - -100.00% Operating Expenditures: - - 4,480 5,000 521-3100 Professional Services 5,000 0.00% - 7,226 13,381 5,000 521-3101 Legal Services 10,000 100.00% 2,036 - - - 521-4912 Forfeiture Filing Fees - 0.00% 605 395 1,349 500 521-4915 Legal Advertising 500 0.00% 773 305 415 1,000 521-5200 Operating Supplies 1,000 0.00% 1,385 - - - 521-5231 Computer Hardware/Software - 0.00% $ 4,799 $ 7,926 $ 19,624 $ 11,500 Total Operating Expenditures $ 16,500 43.48% Capital Outlay: - 3,900 18,275 - 521-6403 Vehicles - 0.00% $ - $ 3,900 $ 18,275 $ - Total Capital Outlay $ - 0.00% Other Financing Activity: 8,952 4,553 - - 581-9101 Transfer to General Fund - 0.00% $ 8,952 $ 4,553 $ - $ - Total Other Financing Activity $ - 0.00% $ 231,031 $ 44,092 $ 57,593 $ 14,500 STATE EXPENDITURES $ 16,500 13.79% 1820 - FEDERAL FORFEITURE EXPENSES Operating Expenditures: 73 7,004 4,701 2,000 1543-521-5210 Uniform Expense - -100.00% 797 - - 521-5213 Ammunition Expense 2,020 1,193 - 521-5223 Donation/Alumni Spending $ 2,891 $ 8,197 $ 4,701 $ 2,000 Total Operating Expenditures $ - -100.00% $ 2,891 $ 8,197 $ 4,701 $ 2,000 FEDERAL EXPENDITURES $ - -100.00% $ 233,922 $ 52,289 $ 62,294 $ 16,500 TOTAL FUND EXPENSES $ 16,500 0.00% $ 29,048 $ (1,644) $ (8,437) $ - NET REVENUE / (EXPENSE) $ - 0.00% 102 - LETF 9/24/2013 1:56 PM 117  Law Enforcement Training Fund The Law Enforcement Training Fund encompasses 0.02% of the City’s activities and services and accounts for revenues from traffic fines that are legally restricted for specific purposes such as school crossing guards and police officer training. Revenue Highlights $25,000 Budget. …… 2013-14. $ Change % Change $20,000 Interest & Other 7,135 135 1.9% Use of Reserves 1,490 1,490 100.0% $15,000 $8,625 $1,625 23.2% $10,000 $5,000 $0 Actual Actual Actual Budget Budget 2009-10 2010-11 2011-12 2012-13 2013-14 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. • The appropriation from reserves is for accreditation assessment, which occurs every three years. Expenditure Highlights $25,000 Budget. $20,000 …… 2013-14. $ Change % Change Personal Services 0 0 0.0% $15,000 Operations & Maintenance 8,625 4,650 117.0% Replenish Reserves 0 -3,025 -100.0% $10,000 $8,625 $1,625 23.2% $5,000 $0 Actual Actual Actual Budget Budget 2009-10 2010-11 2011-12 2012-13 2013-14 Personal Services Operations & Maintenance Replenish Reserves • All police officer training is accounted for in this fund. • Accreditation assessment in the amount of $3,650 accounts for the net increase for this fund. 118  103 LAW ENFORCEMENT TRAINING FUND Actual Budget 2012-13 2013-14 % 2009-10 2010-11 2011-12 Adopted Adopted Change 10,311 7,900 7,267 7,000 1830-351-5020 Traffic Fines - Training 7,000 0.00% $ 10,311 $ 7,900 $ 7,267 $ 7,000 Total Fines & Forfeitures $ 7,000 0.00% $ 10,311 $ 7,900 $ 7,267 $ 7,000 TOTAL FINES & FORFEITURES $ 7,000 0.00% 122 69 44 - 1830-361-1000 Interest Income 135 100.00% - (25) 23 - 1830-361-3000 Unrealized Gain/(Loss) - 0.00% - - (1) - 1830-361-4000 Realized Gain/(Loss) - 0.00% $ 122 $ 45 $ 65 $ - Total Interest Income $ 135 100.00% $ 122 $ 45 $ 65 $ - TOTAL INTEREST & OTHER REVENUES $ 135 100.00% - - - - 1600-389-9100 Appropriation from Fund Balance 1,490 100.00% $ - $ - $ - $ - Total Non-Operating Sources $ 1,490 100.00% $ - $ - $ - $ - TOTAL TRANSFERS IN $ 1,490 100.00% $ 10,433 $ 7,945 $ 7,332 $ 7,000 TOTAL FUND REVENUES $ 8,625 23.21% Personal Services: 0.92 - - - Number of Employees (FTE's) - 18,035 - - - 521-1200 Regular Salaries - 0.00% 1,118 - - - 521-2100 FICA Taxes - 0.00% 261 - - - 521-2101 Medicare - 0.00% 17 - - - 521-2300 Dental, Life & Health Insurance - 0.00% 467 - - - 521-2400 Worker's Compensation - 0.00% $ 19,898 $ - $ - $ - Total Personal Services $ - 0.00% Operating Expenditures: - 2,774 1 - 521-3100 Professional Services 2,950 100.00% 2,877 2,363 3,091 3,375 521-4000 Travel and Per Diem 4,575 35.56% 1,515 2,145 1,775 600 521-5500 Training 1,100 83.33% $ 4,392 $ 7,282 $ 4,867 $ 3,975 Total Operating Expenditures $ 8,625 116.98% Other Financing Activity: - - - 3,025 581-9900 Reserved - Undesignated Fund Balance - -100.00% $ - $ - $ - $ 3,025 Total Other Financing Activity $ - -100.00% $ 24,289 $ 7,282 $ 4,867 $ 7,000 TOTAL FUND EXPENSES $ 8,625 23.21% $ (13,857) $ 663 $ 2,464 $ - NET REVENUE / (EXPENSE) $ - 0.00% 103 - LETF 9/25/2013 10:06 AM 119  Florida Building Code Fund The Florida Building Code (FBC) Fund encompasses 0.8% 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 $350,000 Budget. $300,000 2013-14. …… $ Change % Change Licenses & Permits 287,050 32,310 12.7% $250,000 Interest & Other 2,195 2,195 100.0% $200,000 Interfund Transfers In 0 -8,704 -100.0% $150,000 $289,245 $25,801 9.8% $100,000 $50,000 $0 Actual Actual Actual Budget Budget 2009-10 2010-11 2011-12 2012-13 2013-14 Licenses & Permits Interest & Other Interfund Transfers • Building permit and inspection revenues are forecast to increase due to growing building activity. • Now in its second year, interest income is allocated to the fund. Expenditure Highlights $350,000 Budget. $300,000 2013-14. …… $ Change % Change $250,000 Personal Services 231,361 3,425 1.5% $200,000 Operations & Maintenance 41,319 5,811 16.4% Replenish Reserves 16,565 16,565 100.0% $150,000 $289,245 $25,801 9.8% $100,000 $50,000 $0 Actual Actual Actual Budget Budget 2009-10 2010-11 2011-12 2012-13 2013-14 Personal Services Operations & Maintenance Replenish Reserves • The personal services increase is attributable to reclassifying one position to full-time, as well as reinstituting wage adjustments (up to 3.75% tiered based on tenure). • The increase in operating expenses is due to general operational increases to achieve a sustainable budget for current service levels. • Revenues are anticipated to exceed expenses by $17K, which will be retained in reserves for future use (e.g. to replace computers or vehicles). 120  106 FLORIDA BUILDING CODE FUND Actual Budget 2012-13 2013-14 % 2009-10 2010-11 2011-12 Adopted Adopted Change Revenues: - - - 125,000 322-1000 Building Permits 136,000 8.80% - - - 6,000 322-1001 Re-Inspection Fee 5,500 -8.33% - - - 6,500 322-1002 Working Without A Permit Fee 10,000 53.85% - - - 2,000 322-1010 Notice of Commencement 2,250 12.50% - - - 5,500 322-1020 Certificate of Occupancy/Completion/Use 4,500 -18.18% - - - 33,000 322-1030 Processing Fee 33,000 0.00% - - - 15,000 322-2000 Electrical Permits 17,000 13.33% - - - 9,000 322-3000 Plumbing Permits 10,000 11.11% - - - 4,000 322-4000 Gas Permits 5,500 37.50% - - - 10,000 322-5000 Mechanical Permits 14,000 40.00% - - - 800 322-9090 Surcharge F.S. 468.631 & 553.721 800 0.00% $ - $ - $ - $ 216,800 Total Licenses & Permits $ 238,550 10.03% - - - 35,000 329-1000 Building Plan Review 45,000 28.57% - - - 2,940 329-3000 Sign/Banner Permit 3,500 19.05% $ - $ - $ - $ 37,940 Total Other Licenses & Permits $ 48,500 27.83% $ - $ - $ - $ 254,740 TOTAL LICENSES & PERMITS $ 287,050 12.68% - - - - 361-1000 Interest Income 2,195 100.00% $ - $ - $ - $ - Total Interest Income $ 2,195 100.00% $ - $ - $ - $ - TOTAL INTEREST & OTHER REVENUES $ 2,195 100.00% - - - 4,352 381-0100 Transfer from General Fund - -100.00% - - - 4,352 381-2500 Transfer from CDBG Fund - -100.00% $ - $ - $ - $ 8,704 Total Interfund Transfers $ - -100.00% $ - $ - $ - $ 8,704 TOTAL TRANSFERS IN $ - -100.00% $ - $ - $ - $ 263,444 TOTAL REVENUES $ 289,245 9.79% 106 - FBC 9/24/2013 2:01 PM 121  106 FLORIDA BUILDING CODE FUND Actual Budget 2012-13 2013-14 % 2009-10 2010-11 2011-12 Adopted Adopted Change Personal Services: - - - 3.70 Number of Funded Employees (FTE's) 4.00 - - - 151,109 524-1200 Regular Salaries 159,164 5.33% - - - 106 524-1201 Service Awards 106 0.00% - - - 3,983 524-1202 Incentive/Merit Pay - -100.00% - - - 16,139 524-1300 Part-Time Wages - -100.00% - - - - 524-1400 Salaries - Overtime 200 100.00% - - - 9,821 524-2100 FICA Taxes 9,326 -5.04% - - - 2,297 524-2101 Medicare 2,181 -5.05% - - - 9,566 524-2200 Retirement Contributions 19,693 105.86% - - - 8,446 524-2204 Retirement Contributions - DC Plan 5,912 -30.00% - - - 23,856 524-2300 Dental, Life & Health Insurance 21,988 -7.83% - - - 2,613 524-2400 Worker's Compensation 2,899 10.95% - - - - 524-1291 Salary Allocation Reimb to General Fund 8,528 100.00% $ - $ - $ - $ 227,936 Total Personal Services $ 229,997 0.90% Operating Expenditures: - - - 8,705 524-3100 Professional Services 8,914 2.40% - - - 2,570 524-4000 Travel and Per Diem 2,970 15.56% - - - 1,850 524-4100 Communication Services 1,837 -0.70% - - - - 524-4200 Postage 100 100.00% - - - 200 524-4620 Vehicle Repair 450 125.00% - - - 150 524-4700 Printing & Binding 150 0.00% - - - 100 524-4911 Holiday Gift Certificates 100 0.00% - - - 50 524-5200 Operating Supplies 50 0.00% - - - 1,840 524-5204 Fuel & Oil 2,160 17.39% - - - 300 524-5210 Uniform Expense 400 33.33% - - - - 524-5231 Computer Hardware/Software 225 100.00% - - - 2,315 524-5400 Books, Dues & Publications 2,874 24.15% - - - 1,900 524-5500 Training 1,900 0.00% - - - 1500-524-4995 Contingencies 2,525 100.00% $ - $ - $ - $ 19,980 Total Operating Expenditures $ 24,655 23.40% $ - $ - $ - $ - Total Capital Outlay $ - 0.00% Other Financing Activity: - - - 15,528 524-9901 Cost Allocation Reimbursement to General Fund 16,654 7.25% - - - - 581-9999 Fund Balance - Reserved for Future Appropriation 17,939 100.00% $ - $ - $ - $ 15,528 Total Other Financing Activity $ 34,593 122.78% $ - $ - $ - $ 263,444 TOTAL EXPENSES $ 289,245 9.79% $ - $ - $ - $ - NET REVENUE / (EXPENSE) $ - 0.00% 106 - FBC 9/24/2013 2:01 PM 122 FLORIDA BUILDING CODE FUND (FBC) Share of City Budget $289,245, 0.8% 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 6/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY14) 2009-10 2010-11 2011-12 2012-13 2012-13 2013-14 Provide Timely & Efficient Building Permits % of Residential Permits Issued within 3 Business Days of Application n/a n/a 91% 93% 95% 95% % of Commercial Permits Issued within 5 Business Days of Application n/a n/a 94% 92% 90% 90% Provide Timely & Efficient Building Inspections % of Residential Inspections Completed within 3 Business Days of Request n/a n/a 100% 97% 95% 95% % of Commercial Inspections Completed within 3 Business Days of Request n/a n/a 100% 97% 95% 95%
Coordinate with key developers and contractors to determine areas where greater efficiencies can be achieved.
Enhance contractor and developer education through no less than two training seminars provided by the Building Division.
Work with computer software company to fix all problems so as to use the program to it fullest potential. FUTURE GOALS (FY15 & FY16)
Achieve a fully electronic submittal and review process for building permits and inspections to minimize turnaround times.
Obtain a Master Code Professional and all other required certifications for Building Inspectors. PRIOR YEAR ACCOMPLISHMENTS (FY13)
Streamlined the development and plan review process to achieve completion times spelled out in the LDC.
Transitioned from the 2007 FBC to the 2010 FBC.
Implemented the new Land Development Code. PERFORMANCE EXCELLENCE Every Service – Every Employee – Every Day 123  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 housing rehabilitation and after school programs to benefit low and moderate income families. Revenue Highlights $180,000 $160,000 $140,000 Budget. 2013-14. …… $ Change % Change $120,000 Intergov’t Revenue 117,639 -6,902 -5.5% $100,000 $117,639 -$6,902 -5.5% $80,000 $60,000 $40,000 $20,000 $0 Actual Actual Actual Budget Budget 2009-10 2010-11 2011-12 2012-13 2013-14 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, so fewer dollars are allocated each year. Expenditure Highlights $180,000 $160,000 Budget. $140,000 2013-14. …… $ Change % Change Personal Services 20,522 5,064 32.8% $120,000 Operations & Maintenance 18,978 -54,297 -74.1% $100,000 $80,000 Capital Outlay/Imprvmt 66,467 47,657 253.4% $60,000 Interfund Transfers Out 11,672 -5,326 -31.3% $40,000 $117,639 -$6,902 -5.5% $20,000 $0 Actual Actual Actual Budget Budget 2009-10 2010-11 2011-12 2012-13 2013-14 Personal Services Operations & Maintenance Capital Outlay/Imprvmt Interfund Transfers • Personal services includes four summer camp counselors and one person’s administrative time (previously accounted for as an interfund transfer). • Operational expenses are down due to a focus on capital projects for this year, which include Jet Stadium Parking Lot and Burnette Avenue property acquisition and rain garden construction. 124  107 COMMUNITY DEVELOPMENT BLOCK GRANT FUND Actual Budget 2012-13 2013-14 % 2009-10 2010-11 2011-12 Adopted Adopted Change 151,247 153,012 111,610 124,541 1900-331-5027 Annual Entitlement Grant 117,639 -5.54% $ 151,247 $ 153,012 $ 111,610 $ 124,541 Total Federal Grants $ 117,639 -5.54% 10,000 - - - 1900-337-5050 OCDC - World Changers - 0.00% $ 10,000 $ - $ - $ - Total Other Grants $ - 0.00% $ 161,247 $ 153,012 $ 111,610 $ 124,541 TOTAL INTERGOVERNMENTAL REVENUE $ 117,639 -5.54% 27 - 5 - Discounts - 0.00% $ 27 $ - $ 5 $ - Total Other Revenues $ - 0.00% $ 27 $ - $ 5 $ - TOTAL INTEREST & OTHER REVENUES $ - 0.00% $ 161,274 $ 153,012 $ 111,614 $ 124,541 TOTAL FUND REVENUES $ 117,639 -5.54% 107 - CDBG 9/24/2013 2:04 PM 125  107 COMMUNITY DEVELOPMENT BLOCK GRANT FUND Actual Budget 2012-13 2013-14 % 2009-10 2010-11 2011-12 Adopted Adopted Change Personal Services: - - - 4,352 1900-554-1291 Salary Allocation Reimb to General Fund 8,528 95.96% $ - $ - $ - $ 4,352 Total Personal Services $ 8,528 95.96% Operating Expenditures: - - 611 - 1900-554-4000 Travel and Per Diem 600 100.00% 63 64 14 10 1900-554-4200 Postage 10 0.00% 1,189 1,604 1,483 2,000 1900-554-4915 Legal Advertising 1,500 -25.00% - - 350 - 1900-554-5500 Training 350 100.00% Land Clearance - - - - 1910-554-3400 Nuisance Abatement 10,000 100.00% - - - 24,892 Economic Development - -100.00% 59,820 12,270 30,415 31,548 Housing Rehabilitation - -100.00% 37,923 89,925 42,077 25,931 Public Services 17,645 -31.95% 0.48 0.48 0.48 0.48 Number of Employees (FTE's) 0.48 1940-554-5251 Chester Pruitt - Program Expense $ 98,996 $ 103,862 $ 74,950 $ 84,381 Total Operating Expenditures $ 30,105 -64.32% 34,952 23,778 13,802 - Public Facilities 37,467 100.00% 1950-554-6353 Jet Stadium Parking Lot 1950-554-6355 Burnette Avenue Rain Garden - - - 18,810 Land Acquisition 29,000 54.17% 1970-554-6158 Burnette Property Park Acquisition 34,952 23,778 13,802 18,810 Total Capital Improvements 66,467 253.36% Other Financing Activity: 32,461 29,295 22,857 16,998 1600-554-9901 Cost Allocation Reimbursement to General Fund 12,539 -26.23% $ 32,461 $ 29,295 $ 22,857 $ 16,998 Total Other Financing Activity $ 12,539 -26.23% $ 166,408 $ 156,935 $ 111,610 $ 124,541 TOTAL FUND EXPENSES $ 117,639 -5.54% $ (5,134) $ (3,923) $ 5 $ - NET REVENUE / (EXPENSE) $ - 0.00% 107 - CDBG 9/24/2013 2:04 PM 126 COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) Share of City Budget $117,639, 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 6/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY14) 2009-10 2010-11 2011-12 2012-13 2012-13 2013-14 Ensure Decent Housing to Target Population Homes/Structures Improved through World/City Changers 19 10 14 0 20 n/a Applications Granted - Housing Assistance 0% n/a n/a 0% 75% n/a Eliminate Influences of Blight in Target Areas Nuisances Abated in Target Area n/a n/a n/a n/a n/a 1 Improve Safety and Livability of Neighborhoods Capital Improvements Completed in Target Area n/a n/a n/a n/a n/a 3 Provide Access to Quality Public and Private Services Summer Youth Program Participants 42 44 43 32 50 50 After School Program Participants 1177 1160 1258 705 1200 1200 Disburse Grant Funds in Timely Fashion Grant Funds Spent in Same Year Awarded 75% 28% 64% annual measure 100% 100%
Eliminate blighting conditions on target areas by demolishing unsafe and dilapidated structures.
Increase access to quality public facilities and neighborhood livability by completing three capital improvement projects.
Maintain Summer Youth and After School Care Program participation. FUTURE GOALS (FY15 & FY16)
Spend all grant funds in same year awarded.
Maintain a balanced approach to housing and community development needs. PRIOR YEAR ACCOMPLISHMENTS (FY13)
Completed installation of a small computer lab in target area for youth and employment development. PERFORMANCE EXCELLENCE Every Service – Every Employee – Every Day 127  Community Redevelopment Agency Fund The Community Redevelopment Agency (CRA) Fund encompasses 4.6% 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. $1,800,000 2013-14. …… $ Change % Change $1,600,000 Ad Valorem Taxes 959,428 199,334 26.2% $1,400,000 $1,200,000 Intergov’t Revenue 570,498 19,491 3.5% $1,000,000 Interest & Other 62,620 47,620 317.5% $800,000 $1,592,546 $266,445 20.1% $600,000 $400,000 $200,000 $0 Actual Actual Actual Budget Budget 2009-10 2010-11 2011-12 2012-13 2013-14 Ad Valorem Taxes Intergov't Revenue Interest & Other • The budget is predicated on increasing the City millage (ad valorem) rate from 4.5383 to 5.7697. One mill equals $1 per $1000 of taxable property value. This equates to $123.14 or less in additional property taxes for 80% of residents and 34% of businesses, which have taxable values under $100,000. • County ad valorem tax proceeds are accounted for as intergovernmental revenues. The County is increaseing its millage rate from 3.2899 to 3.4308. Expenditure Highlights $2,000,000 $1,800,000 Budget. $1,600,000 ……2013-14. $ Change % Change $1,400,000 Personal Services 549,396 5,148 0.9% $1,200,000 Operations & Maintenance 1,041,360 344,507 49.4% $1,000,000 Capital Outlay/Imprvmt 1,790 -83,210 -97.9% $800,000 $1,592,546 $266,445 20.1% $600,000 $400,000 $200,000 $0 Actual Actual Actual Budget Budget 2009-10 2010-11 2011-12 2012-13 2013-14 Personal Services Operations & Maintenance Capital Outlay/Imprvmt Interfund Transfers • The personal services increase is attributable to reinstituting wage adjustments (up to 3.75% tiered based on tenure). • The increase in operating expenses, and corresponding decrease in capital, is due to a focus on grants to local residents and businesses through initiatives such as Development Assistance Program, Streetscape Grant Program, Façade Grant Program, and Nuisance Abatement Program. 128  109 COMMUNITY REDEVELOPMENT AGENCY FUND Actual Budget 2012-13 2013-14 % 2009-10 2010-11 2011-12 Adopted Adopted Change 730,345 693,075 638,388 608,797 2000-311-1000 Ad Valorem Taxes - City Original TIF 764,738 25.61% 221,914 202,975 165,430 151,297 2000-311-1100 Ad Valorem Taxes - City Expanded TIF 194,690 28.68% $ 952,259 $ 896,050 $ 803,818 $ 760,094 Total Ad Valorem Taxes $ 959,428 26.22% $ 952,259 $ 896,050 $ 803,818 $ 760,094 TOTAL TAXES $ 959,428 26.22% 250 - - - 2000-329-2000 Site Plan Review - 0.00% $ 250 $ - $ - $ - Other Licenses & Permits $ - 0.00% $ 250 $ - $ - $ - TOTAL LICENSES & PERMITS $ - 0.00% 572,277 504,419 462,780 441,329 2000-338-2000 Ad Valorem Taxes - County Original TIF 454,731 3.04% 173,885 147,140 119,924 109,678 2000-338-2100 Ad Valorem Taxes - County Expanded TIF 115,767 5.55% $ 746,162 $ 651,559 $ 582,703 $ 551,007 Total Local Shared Revenues $ 570,498 3.54% 103,449 - 57,390 - Prior Years Grants - 0.00% $ 103,449 $ - $ 57,390 $ - Total Grants $ - 0.00% $ 849,611 $ 651,559 $ 640,093 $ 551,007 TOTAL INTERGOVERNMENTAL REVENUE $ 570,498 3.54% 44,301 37,559 23,237 15,000 1500-361-1000 Interest Income 62,620 317.47% - (12,541) 8,698 - 1500-361-3000 Unrealized Gain/(Loss) - 0.00% - - (534) - 1500-361-4000 Realized Gain/(Loss) - 0.00% $ 44,301 $ 25,019 $ 31,402 $ 15,000 Total Interest Income $ 62,620 317.47% 3 - 987 - 1500-369-9000 Miscellaneous Revenue - 0.00% 35 11 17 - 1500-369-9091 Discounts - 0.00% $ 38 $ 11 $ 1,004 $ - Total Other Revenues $ - 0.00% $ 44,339 $ 25,029 $ 32,406 $ 15,000 TOTAL INTEREST & OTHER REVENUES $ 62,620 317.47% $ 1,846,458 $ 1,572,638 $ 1,476,317 $ 1,326,101 TOTAL FUND REVENUES $ 1,592,546 20.09% 109-Revenues 9/24/2013 2:09 PM 129  109 CRA FUND - 0800 POLICE Actual Budget 2012-13 2013-14 % 2009-10 2010-11 2011-12 Adopted Adopted Change Personal Services: 2.00 2.00 5.00 5.00 Number of Employees (FTE's) 5.00 75,859 76,056 192,223 214,765 521-1200 Regular Salaries 220,251 2.55% - - - 106 521-1201 Service Awards - -100.00% - - - 5,383 521-1202 Incentive/Merit Pay - -100.00% 390 810 6,178 5,000 521-1400 Salaries - Overtime 5,000 0.00% 3,390 3,244 9,325 8,750 521-1401 Salaries - Overtime Holiday Worked 8,175 -6.57% 6,644 7,954 20,166 12,036 521-1501 Incentive Pay 11,314 -6.00% 5,227 5,280 13,279 13,758 521-2100 FICA Taxes 15,807 14.89% 1,222 1,235 3,106 3,217 521-2101 Medicare 3,698 14.95% 18,138 23,589 74,092 90,497 521-2201 Retirement Contributions - Police Officers 100,962 11.56% 4,905 10,054 29,955 36,374 521-2300 Dental, Life & Health Insurance 31,982 -12.07% 2,183 2,256 6,441 7,538 521-2400 Worker's Compensation 7,408 -1.72% - - - 45,526 521-1291 Salary Allocation Reimbursement to General Fund 47,884 5.18% $ 117,958 $ 130,477 $ 354,764 $ 442,950 Total Personal Services $ 452,481 2.15% Operating Expenses: - - - 257 521-3100 Professional Services 16,625 6368.87% 1,728 1,033 2,544 3,555 521-4100 Communication Services 2,950 -17.02% 216 432 1,500 2,207 521-4610 Maintenance Contracts 1,094 -50.43% 1,600 1,317 2,565 2,000 521-4620 Vehicle Repair 2,000 0.00% - - 64 175 521-4700 Printing & Binding 175 0.00% - - - 125 521-4911 Holiday Gift Certificates 125 0.00% - - 45 250 521-5100 Office Supplies 250 0.00% - - 8,332 1,000 521-5200 Operating Supplies 1,000 0.00% 4,242 4,622 12,795 6,510 521-5204 Fuel & Oil 20,370 212.90% - - 2,849 500 521-5210 Uniform Expense 500 0.00% - - - 835 521-5213 Ammunition Expense 835 0.00% - - 2,153 - 521-5231 Computer Hardware/Software - 0.00% $ 7,787 $ 7,404 $ 32,848 $ 17,414 Total Operating Expenditures $ 45,924 163.72% Capital Outlay: - - 77,358 - 521-6403 Passenger Vehicles - 0.00% - - 2,428 - 521-6405 Communication Equipment - 0.00% - 9,370 16,524 - 521-6406 Specialized Equipment - 0.00% - - 5,493 - 521-6420 Computer Hardware/Software - 0.00% - - 9,570 - 521-6821 Software - 0.00% $ - $ 9,370 $ 111,372 $ - Total Capital Outlay $ - 0.00% $ 125,744 $ 147,252 $ 498,984 $ 460,364 TOTAL EXPENSES $ 498,405 8.26% 109-0800-Police 9/24/2013 2:10 PM 130 POLICE (CRA) Share of City Budget $498,405, 1.4% DESCRIPTION The unit of five officers dedicated to the two CRA areas foster relationships with residents and business owners through a highly-visible approach including walking the neighborhoods and participating in events. Community involvement to devise solutions and monitor resolutions is strongly promoted. MISSION Protect the welfare of citizens and their property and enhance public safety through proactive problem solving and increased community partnerships. Actual YTD thru 6/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY14) 2009-10 2010-11 2011-12 2012-13 2012-13 2013-14 Protect Life and Property Criminal Activity in Downtown Area n/a 100 149 89 125 125
Reduce vandalism and other criminal activity, particularly during overnight hours, in the downtown area through preventative means such as police visibility and effective apprehension rates for order maintenance offenses. FUTURE GOALS (FY15 & FY16)
Conduct at least two crime awareness / prevention seminars, in a downtown location, inviting business owners and employees to attend. Seminars will include both personal and facility safety tips.
Establish a voluntary participative communication system that will permit those who work and/or live in the CRA area to furnish information directly to officers, and each other (when desired), on a timely basis. And, have both a brief daily posting of information and activities, as well as ad hoc postings of immediate information related to suspicious or criminal activity, sent by the police to subscribers. PRIOR YEAR ACCOMPLISHMENTS (FY13)
Patrol activity was significantly increased within the CRA area. Over nine thousand (9,000) calls for service, including both citizen requests and officer initiated activities, were handled.
Periodic bicycle patrol was initiated in the CRA area and foot patrols were implemented on a daily basis, depending on weather conditions. PERFORMANCE EXCELLENCE Every Service – Every Employee – Every Day 131  109 CRA FUND - 2000 CRA Actual Budget 2012-13 2013-14 % 2009-10 2010-11 2011-12 Adopted Adopted Change Personal Services: 3.00 3.00 3.00 3.00 Number of Employees (FTE's) 3.00 31,449 44,394 73,683 73,130 552-1200 Regular Salaries 72,820 -0.42% - - 664 3,230 552-1202 Incentive/Merit Pay - -100.00% 1,195 869 333 - 552-1216 Final Leave Pay 250 100.00% - - 247 - 552-1400 Salaries - Overtime 150 100.00% 1,984 2,924 4,322 4,152 552-2100 FICA Taxes 4,210 1.40% 464 684 1,011 971 552-2101 Medicare 985 1.44% 4,623 8,312 363 - 552-2200 Retirement Contributions - 0.00% (12) 338 4,289 4,683 552-2204 Retirement Contributions - DC Plan 3,641 -22.25% 933 4,796 12,290 13,804 552-2300 Dental, Life & Health Insurance 13,761 -0.31% 383 1,540 1,183 1,328 552-2400 Worker's Compensation 1,098 -17.32% $ 41,020 $ 63,859 $ 98,509 $ 101,298 Total Personal Services $ 96,915 -4.33% Operating Expenses: - 15,000 9,915 50,000 552-3100 Professional Services 2,000 -96.00% 6,831 6,710 2,159 12,000 552-3101 Legal Services 7,000 -41.67% 3,600 41,218 - - 552-3400 Other Services 21,500 100.00% 3,044 3,522 2,492 2,700 552-4000 Travel and Per Diem 3,450 27.78% 609 553 599 635 552-4100 Communication Services 1,945 206.30% 5 29 135 25 552-4200 Postage 50 100.00% 137,152 122,856 124,962 129,000 552-4300 Utilities 131,210 1.71% 915 1,448 1,481 - 552-4400 Rentals & Leases - 0.00% - 15 1,098 500 552-4620 Vehicle Repair 500 0.00% - 15 175 250 552-4630 Equipment Repair 250 0.00% 408 - 81 - 552-4640 Building Maintenance - 0.00% 64,799 74,053 42,101 94,636 552-4650 Grounds Maintenance 94,636 0.00% - - 24 1,000 552-4700 Printing & Binding 1,250 25.00% 2,984 21,399 14,606 44,000 552-4800 Promotional Activities 15,000 -65.91% - - - 75 552-4911 Holiday Gift Certificates 75 0.00% - 1,147 885 750 552-4912 Easement Recording Fees 750 0.00% - - - 4,000 552-4915 Legal Advertising 1,000 -75.00% 753 245 637 250 552-5100 Office Supplies 250 0.00% 4,406 779 1,012 1,760 552-5200 Operating Supplies 1,060 -39.77% 54 216 3,942 3,155 552-5204 Fuel & Oil 4,140 31.22% - - 248 270 552-5210 Uniform Expense 100 -62.96% - 715 697 - 552-5231 Computer Hardware/Software - 0.00% - - 175 250 552-5233 Tools 1,335 434.00% - - 108 80 552-5234 Safety Supplies/Equipment 250 212.50% 573 1,080 870 2,805 552-5400 Dues & Publications 3,025 7.84% - 835 625 1,200 552-5500 Training 1,545 28.75% 19,575 17,000 90,046 243,781 552-8200 Grants and Aids 608,708 149.69% $ 245,894 $ 308,834 $ 298,488 $ 593,122 Total Operating Expenditures $ 901,029 51.91% Capital Outlay: 2,629 - 23,380 - 552-6310 Improvements Other Than Buildings - 0.00% 13,207 772 - 552-6355 Landscaping/Irrigation 19,465 - 1,066 - 552-6402 Equipment 1,790 100.00% Trailer w/ attached tool rack $ 35,301 $ 772 $ 24,446 $ - Total Capital Outlay $ 1,790 100.00% Capital Improvements Program: 132,849 106,782 122,251 85,000 5018 - Pavement Improvement - -100.00% 842,831 50,421 764,978 Prior Years Capital Improvement Program $ 1,000,918 $ 291,873 $ 960,794 $ 85,000 Total Capital Improvements Program $ - -100.00% Other Financing Activity: 73,656 78,076 71,981 86,317 552-9901 Cost Allocation Reimbursement to General Fund 94,407 9.37% $ 73,656 $ 78,076 $ 71,981 $ 86,317 Total Other Financing Activity $ 94,407 9.37% $ 1,396,789 $ 743,414 $ 1,454,218 $ 865,737 TOTAL EXPENSES $ 1,094,141 26.38% 5.00 5.00 8.00 8.00 Number of Funded Employees (FTE's) 8.00 0.00% 125,744 147,252 498,984 460,364 Police 498,405 8.26% 1,396,789 743,414 1,454,218 865,737 CRA 1,094,141 26.38% $ 1,522,533 $ 890,665 $ 1,953,202 $ 1,326,101 TOTAL FUND EXPENSES $ 1,592,546 20.09% $ 323,926 $ 681,973 $ (476,885) $ - NET REVENUE / (EXPENSE) $ - 0.00% 109-2000-CRA 9/24/2013 2:18 PM 132 COMMUNITY REDEVELOPMENT AREA (CRA) Share of City Budget $1,094,141 DESCRIPTION , 3.1% 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 6/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY14) 2009-10 2010-11 2011-12 2012-13 2012-13 2013-14 Attract & Retain Businesses in the Target Area New Businesses in the CRA n/a n/a 29 31 10 40 Square Footage of Business Expansions in the CRA n/a n/a 16,000 10,700 5,000 40,000 Businesses Approved for Economic Incentive Grants n/a n/a 7 29 15 40 Economic Incentive Grants Provided to New or Expanding Businesses n/a n/a $46,238 $289,173 $80,000 $325,000 Private Investment Leveraged as a Result of Incentive Grants n/a n/a n/a n/a n/a $2,000,000 Grant Applications Approved within Two Weeks n/a n/a n/a n/a n/a 75% Attract & Retain Residents in the Target Area New Housing Units in the CRA n/a n/a 11 2 10 200 Maintain a Balanced Approach to Funding Allocation Residential Area Improvements 29% 22% 14% annual measure 25% 0% Commercial Area Improvements 36% 11% 35% annual measure 25% 0% Crime Prevention 8% 17% 26% annual measure 25% 32% Maintenance & General Operations 27% 51% 25% annual measure 25% 68% Complete CRA Plan Projects Within Three Years From Appropriation Previous Year Funds Not Allocated to Projects as % of Current Year Ad Valorem Proceeds 189% 272% 269% annual measure 100% 0%
Work with the Recreational Services Department to update the Fort Walton Landing Master Plan.
Develop long-term (5-year and 10-year) capital improvements project list for the CRA District.
Develop better marketing materials for economic incentive programs available to new and expanding businesses in the CRA.
Complete the Sound Side Apartments project, providing 200 new housing units in the CRA.
Remediate the Brownfields Site at 25 Miracle Strip Pkwy and return the property to the development market.
Develop an action plan and finding-of-fact timeline for possible expansion of CRA boundaries.
Develop a marketing plan for CRA districts. FUTURE GOALS (FY15 & FY16)
Develop ways to increase the quantity of and access to public parking in the CRA.
Provide flexibility for development design in the CRA.
Provide mechanisms for sustainable increases in density in the CRA.
Encourage private reinvestment through public improvements in the CRA. PRIOR YEAR ACCOMPLISHMENTS (FY13)
Adopted the 2012 CRA Plan Update.
Completed the Brooks Landing Waterfront Park Project.
Completed the Brooks Street Public Parking Lot.
Approved 32 business incentive grant applications; $1.9M in total private funds leveraged for $302K spent in public funds. PERFORMANCE EXCELLENCE Every Service – Every Employee – Every Day 133  Debt Service Fund The Debt Service Fund encompasses 3.1% 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 $1,200,000 Budget. $1,000,000 2013-14. …… $ Change % Change Interfund Transfers In 1,062,336 586,059 123.1% $800,000 $1,062,336 $586,059 123.1% $600,000 $400,000 $200,000 $0 Actual Actual Actual Budget Budget 2009-10 2010-11 2011-12 2012-13 2013-14 Interfund Transfers • Transfers from the General Fund cover annual debt payments as required per Generally Accepted Accounting Principles for governmental funds. Expenditure Highlights $1,200,000 Budget. $1,000,000 ……2013-14. $ Change % Change Debt Service 1,062,336 586,059 123.1% $800,000 $1,062,336 $586,059 123.1% $600,000 $400,000 $200,000 $0 Actual Actual Actual Budget Budget 2009-10 2010-11 2011-12 2012-13 2013-14 Debt Service • Capital Lease/Purchases: Golf Mowers (year 1 of 4) Phone System (year 1 of 6) • Debt Issues: 2011A Revenue Note – Fire Ladder Truck (year 3 of 10) 2011B Revenue Note – Golf Golf Mowers (year 3 of 5) 2013 Revenue Note – Municipal Facilities (year 1 of 18) 2013A Bank Loan – Recreation Complex, Fairway Sweeper/Vacuum, Bucket Truck (year 1 of 15) 2014 Bank Loan – Fire Pumper Truck (year 1 of 10) 134  201 DEBT SERVICE FUND Actual Budget 2012-13 2013-14 % 2009-10 2010-11 2011-12 Adopted Adopted Change 416,889 455,903 455,333 476,277 1600-381-0100 Transfer from General Fund 198,619 -58.30% 2011 Cap Imp Rev Note -Ladder Truck- yr 3 of 10 2011 Cap Imp Rev Note -Golf Equipment- yr 3 of 5 72" Rough Mower Lease - John Deere - yr 1 of 4 72" Rotary Mower Lease - Jerry Pate - yr 1 of 4 Phone System Lease - year 1 of 6 2014 Bank Loan -Fire Pumper- yr 1 of 10 - - - - 1600-381-1301 Transfer from General Fund - 2013 Sinking Fund 306,192 100.00% 2013 Revenue Note -Municipal Facilities- yr 1 of 18 - - - - 1600-381-1302 Transfer from General Fund - 2013A Sinking Fund 557,525 100.00% 2013A Bank Loan -Recreation Complex- yr 1 of 15 2013A Bank Loan -Fairway Sweep/Vac- yr 1 of 10 2013A Bank Loan -Bucket Truck- yr 1 of 10 $ 416,889 $ 455,903 $ 455,333 $ 476,277 Total Interfund Transfers $ 1,062,336 123.05% $ 416,889 $ 455,903 $ 455,333 $ 476,277 TOTAL TRANSFERS IN $ 1,062,336 123.05% $ 416,889 $ 455,903 $ 455,333 $ 476,277 TOTAL FUND REVENUES $ 1,062,336 123.05% Debt Service: 175,629 198,699 211,683 233,400 2100-517-7100 Principal Payments 663,651 184.34% 2011 Cap Imp Rev Note -Ladder Truck- yr 3 of 10 2011 Cap Imp Rev Note -Golf Equipment- yr 3 of 5 2013 Revenue Note -Municipal Facilities- yr 1 of 18 2013A Bank Loan -Recreation Complex- yr 1 of 15 2013A Bank Loan -Fairway Sweep/Vac- yr 1 of 10 2013A Bank Loan -Bucket Truck- yr 1 of 10 72" Rough Mower Lease - John Deere - yr 1 of 4 72" Rotary Mower Lease - Jerry Pate - yr 1 of 4 Phone System Lease - year 1 of 6 2014 Bank Loan -Fire Pumper- yr 1 of 10 239,716 235,890 243,582 242,500 2100-517-7200 Interest Expense 398,685 64.41% 2011 Cap Imp Rev Note -Ladder Truck- yr 3 of 10 2011 Cap Imp Rev Note -Golf Equipment- yr 3 of 5 2013 Revenue Note -Municipal Facilities- yr 1 of 18 2013A Bank Loan -Recreation Complex- yr 1 of 15 2013A Bank Loan -Fairway Sweep/Vac- yr 1 of 10 2013A Bank Loan -Bucket Truck- yr 1 of 10 72" Rough Mower Lease - John Deere - yr 1 of 4 72" Rotary Mower Lease - Jerry Pate - yr 1 of 4 Phone System Lease - year 1 of 6 2014 Bank Loan -Fire Pumper- yr 1 of 10 377 377 377 377 2100-517-7300 Paying Agent Fees - -100.00% $ 415,723 $ 434,967 $ 455,642 $ 476,277 Total Debt Service $ 1,062,336 123.05% $ 415,723 $ 434,967 $ 455,642 $ 476,277 TOTAL FUND EXPENSES $ 1,062,336 123.05% $ 1,167 $ 20,936 $ (309) $ - NET REVENUE / (EXPENSE) $ - 0.00% 201 - Debt 9/24/2013 2:19 PM 135  Beal Memorial Cemetery Fund The Beal Memorial Cemetery Perpetual Care Fund encompasses 0.2% of the City’s activities and services and accounts for a portion of revenues from lot, crypt, and niche sales that is 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 $80,000 Budget. $70,000 …… 2013-14. $ Change % Change $60,000 Interest & Other 31,000 25,000 416.7% $50,000 Interfund Transfers In 36,000 6,400 21.6% $40,000 $67,000 $31,400 88.2% $30,000 $20,000 $10,000 $0 Actual Actual Actual Budget Budget 2009-10 2010-11 2011-12 2012-13 2013-14 Interest & Other Interfund Transfers • The City recently transitioned from a short-term internally-managed portfolio of certificates of deposit, money market funds, and bank accounts to a long-term externally-managed portfolio of equities and bonds, accounting for the budgeted increase in interest earnings. • 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. …… 2013-14. $ Change % Change $60,000 Operations & Maintenance 8,000 8,000 100.0% $50,000 Interfund Transfers Out 0 -1,000 -100.0% $40,000 Replenish Reserves 59,000 24,400 70.5% $30,000 $67,000 $31,400 88.2% $20,000 $10,000 $0 Actual Actual Actual Budget Budget 2009-10 2010-11 2011-12 2012-13 2013-14 Operations & Maintenance Interfund Transfers Replenish Reserves • Operations & maintenance includes the annual investment portfolio management fee. • Reserves reflect the excess of revenues over expenses; new funds for investment. 136  602 BEAL MEMORIAL CEMETERY CARE FUND Actual Budget 2012-13 2013-14 % 2009-10 2010-11 2011-12 Adopted Adopted Change 21,716 16,601 10,224 6,000 1500-361-1000 Interest Income 31,000 416.67% - (5,700) 4,337 - 1500-361-3000 Unrealized Gain/(Loss) - 0.00% - - (266) - 1500-361-4000 Realized Gain/(Loss) - 0.00% $ 21,716 $ 10,901 $ 14,295 $ 6,000 Total Interest Income $ 31,000 416.67% $ 21,716 $ 10,901 $ 14,295 $ 6,000 TOTAL INTEREST & OTHER REVENUES $ 31,000 416.67% 22,726 33,251 37,818 29,600 2200-381-0100 Transfer from General Fund 36,000 21.62% $ 22,726 $ 33,251 $ 37,818 $ 29,600 Total Interfund Transfers $ 36,000 21.62% $ 22,726 $ 33,251 $ 37,818 $ 29,600 TOTAL TRANSFERS IN $ 36,000 21.62% $ 44,442 $ 44,152 $ 52,113 $ 35,600 TOTAL FUND REVENUES $ 67,000 88.20% Operating Expenditures: - - 239 - 2200-539-3100 Professional Services 8,000 100.00% $ - $ - $ 239 $ - Total Operating Expenditures $ 8,000 100.00% Other Financing Activity: 15,555 13,149 21,486 1,000 1600-581-9102 Transfer to General Fund - -100.00% - - - 34,600 1600-581-9920 Reserve for Future Cemetery Perpetual Care 59,000 70.52% $ 15,555 $ 13,149 $ 21,486 $ 35,600 Total Other Financing Activity $ 59,000 65.73% $ 15,555 $ 13,149 $ 21,724 $ 35,600 TOTAL FUND EXPENSES $ 67,000 88.20% $ 28,887 $ 31,003 $ 30,389 $ - NET REVENUE / (EXPENSE) $ - 0.00% 602 - Beal 9/24/2013 2:21 PM 137  Utilities Fund The Utilities Fund encompasses 25.9% 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. $10 2013-14. …… $ Change % Change Charges for Services 8,416,883 180,483 2.2% $8 Interest & Other 82,821 42,441 105.1% Millions $6 Use of Reserves 503,819 338,041 203.9% $9,003,523 $560,965 6.6% $4 $2 $0 Actual Actual Actual Budget Budget 2009-10 2010-11 2011-12 2012-13 2013-14 Licenses & Permits Intergov't Revenue Charges for Services Interest & Other Interfund Transfers Appropriations • Water and sewer rates are assumed to increase 5% on October 1, 2013 for budget purposes. A new five-year rate study is underway to determine the required rate increase to generate enough revenue to sustain a renewal and replacement reserve and account for the debt service associated with the new force main and pump station. • Interest & other revenues are up due to the City diversifying from a short-term internally-managed portfolio of certificates of deposit, money market funds, and bank accounts to two externally-managed portfolios: short-to-medium term and medium-to-long term. • The full amount of budgeted use of reserves for capital projects may not be necessary depending on the outcome of the rate study. Expenditure Highlights $12 Budget. $10 ……2013-14. $ Change % Change Personal Services 2,018,615 -10,773 -0.5% $8 Operations & Maintenance 4,211,850 21,454 0.5% Millions $6 Capital Outlay/Imprvmt 806,879 523,172 184.4% $4 Debt Service 1,316,796 594,237 82.2% Interfund Transfers Out 490,433 169,897 53.0% $2 Replenish Reserves 158,950 -737,022 -82.3% $0 $9,003,523 $560,965 6.6% Actual Actual Actual Budget Budget 2009-10 2010-11 2011-12 2012-13 2013-14 Personal Services Operations & Maintenance Capital Outlay/Imprvmt Debt Service Interfund Transfers Replenish Reserves *Expenses shown on a cash basis, exclusive of reclassifications for the audited financial statements.* • The increase in capital expenses is largely attributable to the Cinco Bridge water line replacement, as well as reinstating sewer system grouting and lining, which was on hold last year pending the results of the project to video the lines to determine deficiencies. • Debt service payments will increase to account for the new State Revolving Fund Loan for pump station #1 upgrades and force main replacement. • The franchise/right-of-way access fee transfer to the General Fund was increased from 4% to 6% of water & sewer fees to be consistent with the rate charged to other local utility companies. 138  401 UTILITIES FUND - REVENUES Actual Budget 2012-13 2013-14 % 2009-10 2010-11 2011-12 Adopted Adopted Change 1,564,143 1,697,545 1,764,412 1,843,700 1310-343-3000 Service Fees - Residential 1,886,514 2.32% 815,770 1,056,044 1,076,162 1,133,000 1310-343-3100 Service Fees - Commercial 1,112,811 -1.78% 5,248 5,659 11,414 4,500 1500-343-3600 Connection Fees - Residential 4,500 0.00% 7,810 2,700 3,050 5,000 1500-343-3700 Connection Fees - Commercial 5,000 0.00% 1,144 56 2,532 500 1500-343-3810 Hydrant Service 500 0.00% $ 2,394,114 $ 2,762,005 $ 2,857,569 $ 2,986,700 Total Water Operations $ 3,009,325 0.76% 3,051,528 3,243,817 3,392,299 3,517,450 1350-343-5000 Service Fees - Residential 3,644,162 3.60% 1,103,267 1,388,175 1,447,465 1,519,250 1350-343-5100 Service Fees - Commercial 1,530,396 0.73% 5,460 7,580 12,660 4,500 1500-343-5600 Connection Fees - Residential 4,500 0.00% 2,400 - 2,419 5,000 1500-343-5700 Connection Fees - Commercial 5,000 0.00% $ 4,162,655 $ 4,639,572 $ 4,854,842 $ 5,046,200 Total Sewer Operations $ 5,184,058 2.73% 3,474 2,943 4,500 3,500 0520-343-3001 Administrative Fee - Returned Checks 3,500 0.00% 85,829 89,880 102,397 95,000 1310-343-3200 Service Charges 105,000 10.53% 95,425 98,234 109,100 105,000 1310-343-3300 Penalties 115,000 9.52% $ 184,728 $ 191,056 $ 215,997 $ 203,500 Total Combined Operations $ 223,500 9.83% $ 6,741,497 $ 7,592,633 $ 7,928,409 $ 8,236,400 TOTAL CHARGES FOR SERVICES $ 8,416,883 2.19% 5,794 6,482 7,140 - 1310-324-2100 Impact Fees - Water - Residential - 0.00% 2,770 9,135 6,795 - 1310-324-2200 Impact Fees - Water - Commercial - 0.00% 7,478 7,281 8,231 - 1350-324-2100 Impact Fees - Sewer - Residential - 0.00% 4,116 9,402 8,123 - 1350-324-2200 Impact Fees - Sewer - Commercial - 0.00% $ 20,157 $ 32,300 $ 30,290 $ - Total Licenses & Permits $ - 0.00% $ 20,157 $ 32,300 $ 30,290 $ - TOTAL LICENSES & PERMITS $ - 0.00% 93,312 5,755 304,107 - 334 State Grants - 0.00% $ 93,312 $ 5,755 $ 304,107 $ - Total State Grants $ - 0.00% $ 93,312 $ 5,755 $ 304,107 $ - TOTAL INTERGOVERNMENTAL REVENUE $ - 0.00% 132,898 45,241 28,011 18,000 1500-361-1000 Interest Income 59,950 233.06% 45,716 21,075 11,994 - 1500-361-1020 Interest Income - 2005 Bond - 0.00% - (15,211) 11,502 - 1500-361-3000 Unrealized Gain/(Loss) - 0.00% - - (706) - 1500-361-4000 Realized Gain/(Loss) - 0.00% $ 178,615 $ 51,105 $ 50,802 $ 18,000 Total Interest Income $ 59,950 233.06% 14,990 15,439 15,902 16,380 1500-362-2020 Rental and Lease Income 16,871 3.00% $ 14,990 $ 15,439 $ 15,902 $ 16,380 Total Rents and Royalties $ 16,871 3.00% 21,726 70,168 7,993 5,000 1500-364-1000 Sale of Surplus Assets 5,000 0.00% 2,703 59,826 25,181 1,000 1500-369-9000 Miscellaneous Revenue 1,000 0.00% 14,094 14,977 226 - 0000-369-9091 Discounts - 0.00% $ 38,523 $ 144,971 $ 33,400 $ 6,000 Total Other Revenues $ 6,000 0.00% $ 232,127 $ 211,515 $ 100,104 $ 40,380 TOTAL INTEREST & OTHER REVENUES $ 82,821 105.10% 40,000 36,242 37,363 - 1600-382-4300 Transfer from Sanitation Fund $ 40,000 $ 36,242 $ 37,363 $ - Total Interfund Transfers $ - 0.00% - - - 128,278 1600-389-9110 Renewal & Replacement 503,819 292.76% - - - 37,500 1600-389-9515 Appropriation from Desig. Net Assets (2005 Bond) - -100.00% $ - $ - $ - $ 165,778 Total Non-Operating Sources $ 503,819 203.91% $ 40,000 $ 36,242 $ 37,363 $ 165,778 TOTAL TRANSFERS IN $ 503,819 203.91% $ 7,127,094 $ 7,878,446 $ 8,400,273 $ 8,442,558 TOTAL FUND REVENUES $ 9,003,523 6.64% 401-Revenues 9/24/2013 2:26 PM 139  401 UTILITIES FUND - 0520 CUSTOMER SERVICE Actual Budget 2012-13 2013-14 % 2009-10 2010-11 2011-12 Adopted Adopted Change Personal Services: 7.50 5.50 5.50 5.50 Number of Funded Employees (FTE's) 5.50 213,691 152,481 149,001 149,642 536-1200 Regular Salaries 152,125 1.66% - - - 106 536-1201 Service Awards 53 -50.00% - - 4,367 5,921 536-1202 Incentive/Merit Pay - -100.00% - 10,837 11,038 10,866 536-1300 Part-Time Wages 11,258 3.61% - - 12 100 536-1400 Salaries - Overtime 100 0.00% 12,259 9,963 9,724 9,442 536-2100 FICA Taxes 9,697 2.70% 2,867 2,330 2,274 2,208 536-2101 Medicare 2,268 2.72% 33,844 20,638 20,520 21,936 536-2200 Retirement Contributions 22,216 1.28% 2,539 4,347 5,230 5,328 536-2204 Retirement Contributions - DC Plan 4,893 -8.16% 29,668 18,464 17,940 18,449 536-2300 Dental, Life & Health Insurance 13,986 -24.19% 1,905 307 307 324 536-2400 Worker's Compensation 278 -14.20% $ 296,774 $ 219,367 $ 220,412 $ 224,322 Total Personal Services $ 216,874 -3.32% Operating Expenditures: 3 - 64,141 69,420 536-3100 Professional Services 74,616 7.48% 19,599 15,830 15,972 16,060 536-3400 Other Services 16,230 1.06% 7,642 6,790 - 536-3410 Delinquent Collections - - - - 536-4000 Travel and per Diem 100 100.00% 2,921 2,704 2,783 2,660 536-4100 Communication Services 1,661 -37.56% 49,858 42,951 47,432 50,600 536-4200 Postage 51,995 2.76% 8,799 20,097 13,945 21,102 536-4300 Utilities 14,645 -30.60% 14,308 15,050 1,875 - 536-4610 Maintenance Contracts - 0.00% 1,491 - - 536-4620 Vehicle Repair 271 30 301 - 536-4630 Equipment Repair - 0.00% 1,290 2,136 1,779 2,600 536-4700 Printing & Binding 2,600 0.00% 1,023 993 1,175 2,500 536-5200 Operating Supplies 2,500 0.00% 4,362 - - 536-5204 Fuel & Oil - - - 536-5210 Uniform Expense 360 100.00% 19,689 37,200 - 536-5230 ACH/Credit Card Fees - 1,499 588 - 536-5231 Computer Hardware/Software 150 100.00% - - - - 536-5500 Training 300 100.00% $ 131,256 $ 145,279 $ 149,992 $ 164,942 Total Operating Expenditures $ 165,157 0.13% Capital Outlay: - - 1,298 - 536-6420 Computer Hardware/Software - 0.00% $ - $ - $ 1,298 $ - Total TotalCapital CapitalOutlay Outlay $ - 0.00% 428,030 364,645 371,702 389,264 TOTAL EXPENSES 382,031 -1.86% 0520-CustomerSvc 9/24/2013 2:27 PM 140 CUSTOMER SERVICE Share of City Budget $382,031, 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 and receivables. Actual YTD thru 6/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY14) 2009-10 2010-11 2011-12 2012-13 2012-13 2013-14 Provide Accurate Water Meter Consumption Information Accounts with Meter Profile Evaluations Performed n/a 1.4% 5.2% 1.8% 2.0% 2.0% Minimize Account Write-Offs Write-Offs as % of Current Year Billing 0.88% 0.59% 0.47% annual measure <1% <1%
Evaluate the credit card payment process for utility customers, determine the most effective and efficient methods and processes to utilize, and make changes accordingly. FUTURE GOALS (FY15 & FY16)
Prepare an RFP for the City’s bad debt collections to include delinquent utility bills, code enforcement fees, fire safety inspection fees, and all other miscellaneous receivables in anticipation of a reduced collection expense percentage. PRIOR YEAR ACCOMPLISHMENTS (FY13)
Converted the water/sewer taps paid records from paper to electronic, including the old records. The data is a component of the City's GIS database. PERFORMANCE EXCELLENCE Every Service – Every Employee – Every Day 141  401 UTILITIES FUND - 1300 UTILITY SERVICES Actual Budget 2012-13 2013-14 % 2009-10 2010-11 2011-12 Adopted Adopted Change Personal Services: 1.00 6.75 7.00 7.00 Number of Funded Employees (FTE's) 8.00 104,483 243,858 293,936 298,743 536-1200 Regular Salaries 361,841 21.12% - - 1,680 7,536 536-1202 Incentive/Merit Pay - -100.00% - 11,895 - - 536-1300 Part-Time Wages - 0.00% 73 327 79 - 536-1400 Salaries - Overtime - 0.00% 9,678 14,626 16,909 16,932 536-2100 FICA Taxes 20,793 22.80% 2,264 3,421 3,955 3,960 536-2101 Medicare 4,863 22.80% 23,426 47,704 56,752 60,655 536-2200 Retirement Contributions 64,713 6.69% - 1,983 5,650 5,975 536-2204 Retirement Contributions - DC Plan 8,704 45.67% 11,734 46,716 56,536 60,146 536-2300 Dental, Life & Health Insurance 57,000 -5.23% 2,285 3,755 4,240 4,498 536-2400 Worker's Compensation 4,359 -3.09% $ 153,943 $ 374,285 $ 439,737 $ 458,445 Total Personal Services $ 522,273 13.92% Operating Expenditures: 54,129 5,894 41,674 87,783 536-3100 Professional Services 51,791 -41.00% - 1,105 2,186 760 536-4000 Travel and Per Diem 940 23.68% 1,927 2,403 3,205 4,377 536-4100 Communication Services 3,336 -23.78% 531 203 222 200 536-4200 Postage 30 -85.00% 4,225 943 901 990 536-4300 Utilities 950 -4.04% 1,911 2,552 2,128 2,128 536-4400 Rentals & Leases 2,128 0.00% 1,579 2,742 2,936 3,282 536-4610 Maintenance Contracts 2,917 -11.12% 28 295 863 500 536-4620 Vehicle Repair 500 0.00% 29 340 1,068 700 536-4630 Equipment Repair 700 0.00% 674 1,525 1,220 1,500 536-4640 Building Maintenance 64,600 4206.67% - - 169 - 536-4645 Heating/Cooling Repairs 5,500 100.00% 251 - - - 536-4700 Printing & Binding - 0.00% - 92 - - 536-4912 Recording Fees - 0.00% 3,067 1,035 3,549 4,000 536-5100 Office Supplies 3,875 -3.13% 36 1,420 3,320 3,750 536-5200 Operating Supplies 3,500 -6.67% 975 1,915 1,970 2,035 536-5204 Fuel & Oil 2,350 15.48% - 304 383 690 536-5210 Uniform Expense 410 -40.58% - 999 1,127 - 536-5231 Computer Hardware/Software - 0.00% - 14 1,480 700 536-5233 Tools 700 0.00% - - 99 - 533-5234 Safety Supplies/Equipment 340 100.00% 253 160 746 985 536-5400 Books, Dues & Publications 1,380 40.10% - 1,249 10,515 9,860 536-5500 Training 10,160 3.04% (315) (12,403) (12,719) - 533-9905 Capitalized Costs Allocation - Labor - 0.00% (146) (6,324) (7,394) - 533-9906 Capitalized Costs Allocation - Benefits - 0.00% - (2,404) (2,695) - 533-9907 Capitalized Costs Allocation - Overhead - 0.00% 398 398 398 398 536-8200 Grants & Aids 398 0.00% Regional Utility Authority Dues $ 69,553 $ 4,458 $ 57,350 $ 124,638 Total Operating Expenditures $ 156,505 25.57% Capital Outlay: - - - - 536-6310 Improvements Other Than Building 13,000 100.00% Field Office - replace a/c Warehouse - replace a/c - 919 25,385 1,350 536-6402 Equipment 6,050 348.15% Aquaphon A 100 Leak Detector - - 3,062 10,550 536-6420 Computer Hardware/Software - -100.00% - - 1,869 - 536-6821 Software - 0.00% $ - $ 919 $ 30,316 $ 11,900 Total Capital Outlay $ 19,050 60.08% Capital Improvements Program: 52,161 120,005 30,640 Prior Years Capital Improvement Program $ 52,161 $ 120,005 $ 30,640 $ - Total Capital Improvements Program $ - 0.00% $ 275,656 $ 499,667 $ 558,043 $ 594,983 TOTAL EXPENSES $ 697,828 17.29% 1300-Admin 9/24/2013 2:29 PM 142 UTILITY SERVICES Share of City Budget $697,828, 2.0% DESCRIPTION Utility Services is responsible for providing quality, safe, and cost effective potable water and sanitary sewer in compliance with all City, State, and Federal codes, policies, and other regulations. MISSION Provide high quality and cost effective services in all facets of water and wastewater operations. Actual YTD thru 6/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY14) 2009-10 2010-11 2011-12 2012-13 2012-13 2013-14 Provide Timely & Responsive Customer Service Citizen Requests/Complaints Responded to within 2 Business Days n/a 98% 100% 100% 99% 99% Locate & Mark Existing Utilities within 48 Hours of Request n/a 100% 99% 99% 100% 100%
Complete the construction of a new force main and pump station improvements related to Pump Station No. 1 and the existing 30" PCCP force main. FUTURE GOALS (FY15 & FY16)
Implement an aggressive in-house training program to increase the knowledge base and safety awareness of the employees through no less than once a month "brown bag" workshops for field employees and supervisors.
Develop and maintain computer hydraulic models of water, sewer, and stormwater systems to assist in identifying and prioritizing CIP projects. PRIOR YEAR ACCOMPLISHMENTS (FY13)
Implemented an aggressive safety awareness and training program for all department employees.
Completed 40% of the GPS data collection and GIS database creation for the City's utility infrastructure for a total of 90% completed to date.
Completed all line spot tickets within the required time frame.
Completed the design of a new force main and pump station improvements related to Pump Station No. 1 and the existing 30" PCCP force main. PERFORMANCE EXCELLENCE Every Service – Every Employee – Every Day 143  401 UTILITIES FUND - 1310 WATER OPERATIONS Actual Budget 2012-13 2013-14 % 2009-10 2010-11 2011-12 Adopted Adopted Change Personal Services: 7.00 10.00 9.00 9.00 Number of Funded Employees (FTE's) 9.00 223,859 292,306 254,788 273,472 533-1200 Regular Salaries 274,674 0.44% - - - 265 533-1201 Service Awards - -100.00% - - 5,144 9,689 533-1202 Incentive/Merit Pay - -100.00% 1,800 809 1,156 2,700 533-1400 Salaries - Overtime 2,700 0.00% 1,754 1,683 1,824 1,850 533-1401 Salaries - Overtime Holiday Worked 1,850 0.00% 13,351 17,094 17,036 15,749 533-2100 FICA Taxes 15,913 1.04% 3,122 3,998 3,984 3,683 533-2101 Medicare 3,722 1.06% 51,046 61,783 67,296 68,993 533-2200 Retirement Contributions 62,740 -9.06% - - - 1,314 533-2204 Retirement Contributions - DC Plan 3,741 184.70% 26,474 35,119 39,347 51,374 533-2300 Dental, Life & Health Insurance 35,080 -31.72% 7,814 8,895 7,712 9,832 533-2400 Worker's Compensation 8,215 -16.45% $ 329,220 $ 421,687 $ 398,287 $ 438,921 Total Personal Services $ 408,635 -6.90% Operating Expenditures: 2,415 20,074 7,675 10,000 533-3100 Professional Services 10,875 8.75% - - 88 90 533-3400 Other Services 90 0.00% 286 147 234 600 533-4000 Travel and Per Diem 600 0.00% 1,406 2,093 2,033 3,565 533-4100 Communication Services 3,572 0.20% 205,230 204,339 182,345 214,556 533-4300 Utilities 191,465 -10.76% 2,792 3,135 3,502 8,557 533-4610 Maintenance Contracts 8,093 -5.42% 7,509 5,131 3,023 5,000 533-4620 Vehicle Repair 5,000 0.00% 778 2,091 813 10,700 533-4630 Equipment Repair 2,150 -79.91% 886 375 658 800 533-4640 Building Maintenance 800 0.00% - - - - 533-4645 Heating/Cooling Repairs 500 100.00% 25,030 26,873 73,897 124,000 533-4680 Plant & System Repair 151,800 22.42% 457 895 902 1,250 533-4700 Printing & Binding 950 -24.00% 22,096 31,595 31,438 32,100 533-5200 Operating Supplies 31,600 -1.56% 11,894 21,214 20,862 20,590 533-5204 Fuel & Oil 21,905 6.39% 1,176 1,434 1,259 1,890 533-5210 Uniform Expense 1,125 -40.48% - 155 663 - 533-5231 Computer Hardware/Software - 0.00% - 2,574 1,325 1,200 533-5233 Tools 800 -33.33% - 622 156 810 533-5234 Safety Supplies/Equipment 1,575 94.44% 798 7,632 6,645 7,600 533-5400 Books, Dues & Publications 7,545 -0.72% 1,529 3,784 1,760 2,600 533-5500 Training 4,020 54.62% $ 284,283 $ 334,163 $ 339,278 $ 445,908 Total Operating Expenditures $ 444,465 -0.32% Capital Outlay: - 13,440 10,000 - 533-6214 Building Improvements - 0.00% - - - - 533-6362 Water Well Improvements 32,850 100.00% Install Pressure Control Panels - Well 6 Install Pressure Control Panels - Well 7 1,071 - 5,516 12,000 533-6402 Equipment 2,300 -80.83% Motorized Pipet Filler (Lab) Electronic Pipetters and Chargers (Lab) - 33,789 17,058 - 533-6404 Trucks - 0.00% - - 1,150 - 533-6420 Computer Hardware/Software - 0.00% $ 1,071 $ 47,229 $ 33,724 $ 12,000 Total Capital Outlay $ 35,150 192.92% Capital Improvements Program: 23,574 21,100 13,800 - Prior Years Capital Improvement Program $ 23,574 $ 21,100 $ 13,800 $ - Total Capital Improvements Program $ - 0.00% Debt Service - - - 51,775 590-7100 Principal Payments 51,069 -1.36% 2005 Utility System Bond - year 9 of 30 85,193 84,262 83,095 81,834 591-7200 Interest Expense 76,209 -6.87% 2005 Utility System Bond - year 9 of 30 $ 85,193 $ 84,262 $ 83,095 $ 133,609 Total Debt Service $ 127,278 -4.74% $ 723,340 $ 908,441 $ 868,184 $ 1,030,438 TOTAL EXPENSES $ 1,015,528 -1.45% 1310-Water Ops 9/24/2013 2:31 PM 144 WATER OPERATIONS Share of City Budget $1,015,528 , 2.8% DESCRIPTION Water Operations maintains nine potable water wells, five elevated water storage tanks, and three ground water storage tanks and is 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 6/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY14) 2009-10 2010-11 2011-12 2011-12 2012-13 2013-14 Provide High Quality Drinking Water to the Public Samples Exceeding Federal/State Maximum Containment Levels n/a n/a 0 0 0 0 Minimize Unbilled Water Loss Metered Revenue Consumption as % of Water Production 81.9% 85.3% 84.6% 86.4% 85.0% 87.0%
Meet all Federal and State Water Quality Testing requirements by having zero water samples exceeding the MCLs.
Achieve a 15% unaccounted for water loss within a 12-month period.
Upgrade Well 11 by replacing the well pump with a new water lubricated pump. FUTURE GOALS (FY15 & FY16)
Update automated control enhancement to facilitate a coroneted alternating pumping scheme for the wells.
Expand the utilization of the City's environmental laboratory to include analysis of surface waters and stormwater runoff.
Upgrade Well 3 by replacing the well pump with a new water lubricated pump.
Aerator replacement at Wells 2 and 11.
Implement a 10 year annual water tank maintenance program. PRIOR YEAR ACCOMPLISHMENTS (FY13)
Removed and replaced well pump at Well 9.
Upgraded Well 3 pump control and new electronic pressure switches.
Replaced water lube meters to electronic read.
Repainted Wells 3, 5, and 8 and their water lines inside and out.
Upgraded and integrated/linked Excel spreadsheets. PERFORMANCE EXCELLENCE Every Service – Every Employee – Every Day 145  401 UTILITIES FUND - 1340 WATER DISTRIBUTION Actual Budget 2012-13 2013-14 % 2009-10 2010-11 2011-12 Adopted Adopted Change Personal Services: 6.00 5.00 5.00 5.00 Number of Funded Employees (FTE's) 5.00 170,413 128,386 119,203 131,502 533-1200 Regular Salaries 130,552 -0.72% - - 53 533-1201 Service Awards 53 0.00% - - 2,053 5,383 533-1202 Incentive/Merit Pay - -100.00% 10,044 6,813 12,863 8,500 533-1400 Salaries - Overtime 8,500 0.00% 147 418 402 500 533-1401 Salaries - Overtime Holiday Worked 500 0.00% 10,402 8,149 7,971 7,642 533-2100 FICA Taxes 7,685 0.56% 2,433 1,906 1,864 1,787 533-2101 Medicare 1,797 0.56% 40,573 28,426 32,436 31,060 533-2200 Retirement Contributions 23,699 -23.70% - 290 178 1,011 533-2204 Retirement Contributions - DC Plan 2,282 125.72% 36,892 16,024 17,180 22,781 533-2300 Dental, Life & Health Insurance 29,735 30.53% 7,085 6,833 8,157 9,597 533-2400 Worker's Compensation 6,842 -28.71% $ 277,989 $ 197,245 $ 202,308 $ 219,816 Total Personal Services $ 211,645 -3.72% Operating Expenditures: - - - 200 533-3102 Employee Physicals & Immunizations 575 187.50% 702 11,442 927 960 533-3400 Other Services 960 0.00% - 260 128 900 533-4000 Travel and Per Diem 450 -50.00% 662 360 324 972 533-4100 Communication Services 975 0.31% 1,386 4,867 4,275 5,111 533-4300 Utilities 4,490 -12.15% - - - 5,000 533-4400 Rentals & Leases 1,000 -80.00% 4,362 5,841 6,401 6,900 533-4620 Vehicle Repair 6,900 0.00% 2,186 10,350 9,569 4,250 533-4630 Equipment Repair 4,250 0.00% 40,049 29,849 44,786 39,500 533-4680 Plant & System Repair 39,500 0.00% 3,638 1,177 1,935 2,250 533-5200 Operating Supplies 2,250 0.00% 13,251 15,573 15,837 10,200 533-5204 Fuel & Oil 17,160 68.24% 491 913 980 1,050 533-5210 Uniform Expense 725 -30.95% - - 110 - 533-5231 Computer Hardware/Software - 100.00% - 56 1,498 1,000 533-5233 Tools 1,500 50.00% 685 1,357 1,147 1,025 533-5234 Safety Supplies/Equipment 1,750 70.73% 5,873 5,139 2,261 5,250 533-5300 Road Materials & Supplies 5,500 4.76% - - - 75 533-5400 Books, Dues & Publications 75 0.00% 450 700 405 1,500 533-5500 Training 1,560 4.00% (36,092) (84,481) (34,369) - 533-9905 Capitalized Costs Allocation - Labor - 0.00% (18,151) (37,750) (17,753) - 533-9906 Capitalized Costs Allocation - Benefits - 0.00% (5,974) (18,663) (6,969) - 533-9907 Capitalized Costs Allocation - Overhead - 0.00% $ 13,516 $ (53,010) $ 31,492 $ 86,143 Total Operating Expenditures $ 89,620 4.04% Capital Outlay: - 61,783 20,739 45,505 533-6402 Equipment 4,000 -91.21% Tapping Tool 3/4" - 2" - - 47,599 - 533-6404 Trucks - 0.00% $ - $ 61,783 $ 68,338 $ 45,505 Total Capital Outlay $ 4,000 -91.21% Capital Improvements Program: 56,891 11,286 145,612 37,500 5056 - Water Line Replacement 214,500 472.00% 533-3100 Cinco Bridge Water Line - Design/Engineering 533-6360 Oak Street SE, Stacy Circle NE, Nebraska Avenue 533-6360 Cinco Bridge Water Line 804,646 895,394 91,631 - Prior Years Capital Improvement Program $ 861,537 $ 906,680 $ 237,243 $ 37,500 Total Capital Improvements Program $ 214,500 472.00% Debt Service - - - 101,325 590-7100 Principal Payments 78,764 -22.27% 2005 Utility System Bond - year 9 of 30 167,276 165,052 162,629 160,151 591-7200 Interest Expense 117,537 -26.61% 2005 Utility System Bond - year 9 of 30 $ 167,276 $ 165,052 $ 162,629 $ 261,476 Total Debt Service $ 196,301 -24.93% $ 1,320,318 $ 1,277,750 $ 702,010 $ 650,440 TOTAL EXPENSES $ 716,066 10.09% 1340-Water Dist 9/24/2013 2:33 PM 146 WATER DISTRIBUTION Share of City Budget $716,066, 2.0% DESCRIPTION Water Distribution maintains water mains, service lines, valves, meters, and fire hydrants and is 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 6/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY14) 2009-10 2010-11 2011-12 2011-12 2012-13 2013-14 Replace Substandard 2¼" Water Mains Linear Feet of 2¼" Water Main to be Replaced n/a n/a 2955 2586 1250 3000 Ensure Capital Projects are Completed On-Time & Within Budget Capital Projects Completed On-Time n/a n/a 57% annual measure 100% 100% Capital Projects Completed Within Budget n/a n/a 57% 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. FUTURE GOALS (FY15 & FY16)
Implement a new 5- and 10-year replacement program for 2¼" water mains througout the City's service area.
Implement a new 5-year replacement program for all existing asbestos cement water mains in 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 (FY13)
Completed water line upgrade on California Drive from Nebraska Avenue to Arizona Drive.
Completed water line upgrade on Baker Avenue from Watson Drive to Moriarty Street.
Completed water line upgrade on Coral Drive from Harbor Place to Driftwood Avenue.
Completed 998 service orders. PERFORMANCE EXCELLENCE Every Service – Every Employee – Every Day 147  401 UTILITIES FUND - 1350 SEWER COLLECTION & TREATMENT Actual Budget 2012-13 2013-14 % 2009-10 2010-11 2011-12 Adopted Adopted Change Personal Services: 11.00 12.00 12.00 13.00 Number of Funded Employees (FTE's) 13.00 359,333 372,864 373,227 402,734 535-1200 Regular Salaries 407,928 1.29% - - - 477 535-1201 Service Awards 53 -88.89% - - 5,353 13,995 535-1202 Incentive/Merit Pay - -100.00% 40,941 20,829 19,100 34,000 535-1400 Salaries - Overtime 34,000 0.00% 1,626 1,223 909 2,000 535-1401 Salaries - Overtime Holiday Worked 2,000 0.00% 25,319 22,369 23,759 22,132 535-2100 FICA Taxes 23,568 6.49% 5,921 5,231 5,556 5,176 535-2101 Medicare 5,511 6.47% 90,224 83,705 87,729 76,300 535-2200 Retirement Contributions 86,701 13.63% - 222 2,976 7,144 535-2204 Retirement Contributions - DC Plan 5,545 -22.38% 68,716 82,682 77,424 97,912 535-2300 Dental, Life & Health Insurance 68,444 -30.10% 11,775 11,435 8,874 11,014 535-2400 Worker's Compensation 10,438 -5.23% $ 603,855 $ 600,559 $ 604,908 $ 672,884 Total Personal Services $ 644,188 -4.26% Operating Expenditures: 1,500 - 15,240 2,150 535-3100 Professional Services 2,150 0.00% 377 108 277 575 535-3102 Employee Physicals & Immunizations 575 0.00% 17,743 1,817,548 1,883,986 2,036,960 535-3400 Other Services 2,046,960 0.49% - - - 450 535-4000 Travel and Per Diem - -100.00% 2,938 3,479 4,041 5,700 535-4100 Communication Services 5,027 -11.81% 120,113 120,314 139,739 126,329 535-4300 Utilities 146,730 16.15% 7,051 6,621 6,289 7,700 535-4400 Rentals & Leases 7,700 0.00% 11,518 13,390 17,875 21,839 535-4610 Maintenance Contracts 19,600 -10.25% 15,079 42,987 43,983 20,000 535-4620 Vehicle Repair 20,000 0.00% 10,910 4,411 13,339 17,200 535-4630 Equipment Repair 13,200 -23.26% 82 - 884 400 535-4640 Building Maintenance 400 0.00% - - 243 - 535-4645 Heating/Cooling Repairs 900 100.00% 56,975 71,829 156,359 183,290 535-4680 Plant & System Repair 127,762 -30.30% 172 163 74 150 535-4700 Printing & Binding 150 0.00% 17,020 19,770 18,676 18,000 535-5200 Operating Supplies 18,000 0.00% 23,631 25,710 34,884 28,595 535-5204 Fuel & Oil 36,630 28.10% 1,093 1,936 2,075 2,520 535-5210 Uniform Expense 1,885 -25.20% - - 857 - 535-5231 Computer Hardware/Software - 0.00% - 444 2,963 1,650 535-5233 Tools 1,500 -9.09% 617 1,968 1,895 2,260 535-5234 Safety Supplies/Equipment 3,570 57.96% 11,441 9,622 4,388 10,000 535-5300 Road Materials & Supplies 10,000 0.00% 25 25 30 90 535-5400 Dues & Publications 90 0.00% - 3,081 2,230 6,150 535-5500 Training 3,585 -41.71% (48,372) (42,949) (17,566) - 535-9905 Capitalized Costs Allocation - Labor - 0.00% (22,179) (21,377) (8,318) - 535-9906 Capitalized Costs Allocation - Benefits - 0.00% (1,157) (2,947) (2,839) - 535-9907 Capitalized Costs Allocation - Overhead - 0.00% $ 226,577 $ 2,076,133 $ 2,321,603 $ 2,492,008 Total Operating Expenditures $ 2,466,414 -1.03% Capital Outlay: 11,200 - - - 535-6300 Improvements Other Than Buildings 3,500 100.00% Former WWTP - replace a/c 9,545 101,338 59,728 109,635 535-6402 Equipment 118,819 8.38% FCC Narrowband Migration - 11 radios Generator 30 KW Trailer Mounted 3" Honda Mud Hog Pump Cues PS3 Color Camera Head W/Sonde 12V DC Sump Pump 45,184 - 17,523 67,167 535-6404 Trucks - -100.00% - - 520 - 535-6420 Computer Hardware/Software - 0.00% - - 2,995 - 535-6821 Software - 0.00% $ 65,929 $ 101,338 $ 80,766 $ 176,802 Total Capital Outlay $ 122,319 -30.82% 1350-Sewer 9/24/2013 2:36 PM 148  401 UTILITIES FUND - 1350 SEWER COLLECTION & TREATMENT Actual Budget 2012-13 2013-14 % 2009-10 2010-11 2011-12 Adopted Adopted Change Capital Improvements Program: 70,174 132,619 230,020 - 5032 - Sewer System Grouting & Lining 260,000 100.00% 535-6361 Refer to CIP for Specific Locations 70,086 9,250 - - 5048 - Lift Station Rehabilitation 60,000 100.00% 535-6310 Rebuild LS #8 16,700 11,071 - - 5065 - Sewer Line Replacement - 100.00% 41,245 861,177 1,611,910 - Prior Years Capital Improvement Program $ 198,205 $ 1,014,117 $ 1,841,930 $ - Total Capital Improvements Program $ 320,000 100.00% Debt Service - - - 126,900 590-7100 Principal Payments 397,782 213.46% 2005 Utility System Bond - year 9 of 30 2013 SRF Loan -PS#1&FM- year 1 of 20 79,548 227,452 203,669 200,574 591-7200 Interest Expense 595,435 196.87% 2005 Utility System Bond - year 9 of 30 2013 SRF Loan -PS#1&FM- year 1 of 20 1,657 959 - - 590-7300 Paying Agent Fees - 0.00% 27,733 22,200 13,447 - 590-7310 Amortization - 0.00% $ 108,938 $ 250,610 $ 217,117 $ 327,474 Total Debt Service $ 993,217 203.30% $ 1,203,504 $ 4,042,757 $ 5,066,324 $ 3,669,168 TOTAL EXPENSES $ 4,546,138 23.90% 1350-Sewer 9/24/2013 2:36 PM 149 SEWER COLLECTION & TREATMENT Share of City Budget $4,546,138 , 11.6% DESCRIPTION Sewer Collection maintains gravity sewer lines, lift stations, and pump stations and is 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 6/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY14) 2009-10 2010-11 2011-12 2012-13 2012-13 2013-14 Ensure Sewer Collection System is in Good Working Order Linear Feet of Sewer Main Inspected 16,702 23,917 49,728 10,504 25,000 25,000 Sewer System Inspected 2.7% 3.8% 7.9% 1.7% 4.0% 4.0% Ensure Capital Projects are Completed On-Time & Within Budget Capital Projects Completed On-Time n/a n/a n/a annual measure 100% 100% Capital Projects Completed Within Budget n/a n/a n/a annual measure 100% 100%
Complete Data Flow Telemetry System upgrade at Lift Stations 21, 23 through 32.
Oversee the Pump Station No. 1 system upgrade and storage tank construction and start-up.
Oversee the Pump Station No. 1 force main installation and start-up.
Perform sewer system grouting & lining as specified in the Capital Improvement Program (CIP) on-time and within budget. FUTURE GOALS (FY15 & FY16)
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.
Perform repairs to gravity system in basins 3, 5, 10 and 11 based on the I and I study. PRIOR YEAR ACCOMPLISHMENTS (FY13)
Completed required FCC telemetry bandwidth migration.
Substantial completion of Waste Water Treatment Plant demolition.
Repaired (CIPP) 7,940' of gravity sewer main (basin areas 3 and 5) identified in the SSES program inspection.
Replaced pumps at Lift Station 9 with high efficiency pumps.
Replaced pumps at Lift Station 12 with high efficiency pumps.
Installed guide rail system at Lift Station 5.
Initiated Pump Station No. 1 rehabilitation project including the by-pass station for construction (In progress).
Began bio-remediation program monitoring and support at Pump Station No. 2 and Lift Stations 27, 39 and 40 eliminating the removal and disposal of grease solids.
Began accepting non-hazardous disposal materials (clean fill) at the former Waste Water Treatment Plant for filling abandoned holding pond. PERFORMANCE EXCELLENCE Every Service – Every Employee – Every Day 150  401 UTILITIES FUND - 1500 NON-DEPARTMENTAL Actual Budget 2012-13 2013-14 % 2009-10 2010-11 2011-12 Adopted Adopted Change Personal Services: 112,860 13,941 52,369 15,000 536-1216 Final Leave Pay 15,000 0.00% (5,063) (12,590) 1,400 536-1250 Compensated Absences (388) (962) 106 536-2150 FICA - Compensated Absences $ 107,409 $ 389 $ 53,875 $ 15,000 Total Personal Services $ 15,000 0.00% Operating Expenditures: - - 633 - 536-3100 Professional Services - - - 975 536-4911 Holiday Gift Certificates 1,000 2.56% 53,756 18,029 28,662 - 536-4924 Bad Debt Expense - - - 53,285 536-4995 Contingencies 53,260 -0.05% - 16,370 4,021 - 536-4999 Amortization Expense - - - - 536-5231 Computer Hardware/Software 1,125 100.00% 873,288 2,523,149 1,012,975 - 536-5900 Depreciation 242,184 791,279 215,044 - 536-5910 Depreciation on Contributed Capital 19,978 - 67,341 - 590-9502 OPEB Obligation 312,868 - 588,652 - 592-9500 Loss on Asset Impairment $ 1,502,073 $ 3,348,827 $ 1,917,328 $ 54,260 Total Operating Expenditures $ 55,385 2.07% Capital Outlay - - - - 536-6404 Trucks 87,860 100.00% 1/2 Ton Truck - replaces 2444 1/2 Ton Truck - replaces 2458 1/2 Ton Truck - replaces 2322 1 Ton Crew Cab Truck - replaces 2471 - - - - 536-6420 Computer Hardware/Software 4,000 100.00% Computer Replacements per IT Plan Laptop Replacements per IT Plan $ - $ - $ - $ - Total Capital Outlay $ 91,860 100.00% Other Financing Activity 1,097,641 959,557 1,177,785 869,208 536-9901 Cost Allocation Reimbursement to General Fund 880,148 1.26% - - - (38,926) 536-9943 Cost Allocation Reimbursement - Sanitation Fund (38,203) -1.86% - - - (7,785) 536-9945 Cost Allocation Reimbursement - Stormwater Fund (7,641) -1.85% - - - 320,536 581-9102 Transfer to General Fund 490,433 53.00% 6% Franchise/Right-of-Way Access Fee - - - 895,972 581-9999 Reserved - Undesignated Net Assets 158,950 -82.26% Depreciation less Budgeted Capital Outlay and CIPs $ 1,097,641 $ 959,557 $ 1,177,785 $ 2,039,005 Total Other Financing Activity $ 1,483,687 -27.23% $ 2,707,122 $ 4,308,773 $ 3,148,988 $ 2,108,265 TOTAL EXPENSES $ 1,645,932 -21.93% 32.50 39.25 38.50 39.50 NumberNumber of Employees (FTE's) of Funded Employees (FTE's) 40.50 2.53% 428,030 364,645 371,702 389,264 Customer Service 382,031 -1.86% 275,656 499,667 558,043 594,983 Utility Services 697,828 17.29% 723,340 908,441 868,184 1,030,438 Water Operations 1,015,528 -1.45% 2,410,756 - - - Sewer Operations - 0.00% 1,320,318 1,277,750 702,010 650,440 Water Distribution 716,066 10.09% 1,203,504 4,042,757 5,066,324 3,669,168 Sewer Collection & Treatment 4,546,138 23.90% 2,707,122 4,308,773 3,148,988 2,108,265 Non-Departmental 1,645,932 -21.93% (1,245,341) (1,279,551) (1,931,653) - Reclassification of Capital Outlay - 0.00% $ 7,823,386 $ 10,122,481 $ 8,783,597 $ 8,442,558 TOTAL FUND EXPENSES $ 9,003,523 6.64% $ (696,292) $ (2,244,035) $ (383,324) $ - NET REVENUE / (EXPENSE) $ - 0.00% 1500-NonDept_401 9/24/2013 2:39 PM 151  Sanitation Fund The Sanitation Fund encompasses 10.4% of the City’s activities and services and accounts for solid waste operations that are financed and operated in a manner similar to a private business – where the intent is that the cost (expenses, including depreciation) of providing the services to the public on a continuing basis be financed and recovered primarily through user charges. The City provides residential and commercial garbage collection, as well as yard waste and white goods collection. A commerical recycling program and several residential recycling drop-off centers are available. Revenue Highlights $4.0 Budget. $3.5 2013-14. …… $ Change % Change $3.0 Licenses & Permits 4,500 0 0.0% Charges for Services 3,584,700 283,600 8.6% $2.5 Millions Interest & Other 34,435 24,435 244.4% $2.0 $3,623,635 $308,035 9.3% $1.5 $1.0 $0.5 $0.0 Actual Actual Actual Budget Budget 2009-10 2010-11 2011-12 2012-13 2013-14 Licenses & Permits Charges for Services Interest & Other • The tipping component of fees (the City’s cost of disposing of garbage at the transfer station for further transport to a landfill) increased 18% in January 2013 as the result of a 10-year contract renewal with Allied Waste. The fee is fixed for the first five years, followed by biennial increases for the last five years. • Interest & other revenues are up due to the City diversifying from a short-term internally-managed portfolio of certificates of deposit, money market funds, and bank accounts to two externally-managed portfolios: short-to-medium term and medium-to-long term. Expenditure Highlights $4.0 $3.5 Budget. 2013-14. …… $ Change % Change $3.0 Personal Services 995,000 52,814 5.6% $2.5 Operations & Maintenance 2,078,199 207,250 11.1% Millions $2.0 Capital Outlay/Imprvmt 286,618 0 0.0% $1.5 Interfund Transfers Out 130,000 0 0.0% $1.0 Replenish Reserves 133,818 47,971 55.9% $0.5 $3,623,635 $308,035 9.3% $0.0 Actual Actual Actual Budget Budget 2009-10 2010-11 2011-12 2012-13 2013-14 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 personal services increase is attributable to a new truck driver for the commercial recycling program, as well as reinstituting wage adjustments (up to 3.75% tiered based on tenure). • The increase in operating expenses is largely due to an 18% increase in fees to dispose of garbage at the transfer station for further transport to a landfill. • A residential sideloader truck is slated for replacement at a cost of $240K. 152  403 SANITATION FUND - REVENUES Actual Budget 2012-13 2013-14 % 2009-10 2010-11 2011-12 Adopted Adopted Change 1,062,953 1,048,548 1,051,796 1,050,000 1360-343-4000 Service Fees - Residential 1,050,000 0.00% 6,107 7,448 3,396 4,000 1360-343-4010 Extra Pick-Up Residential 4,000 0.00% 879,919 879,533 864,455 869,000 1360-343-4100 Service Fees - Commercial 850,000 -2.19% 4,239 1,164 2,966 3,000 1360-343-4110 Extra Pick-Up Commercial 3,000 0.00% 530,082 529,863 542,037 542,000 1360-343-4200 Tipping Fees - Residential 637,200 17.56% 852,042 840,047 831,483 832,000 1360-343-4300 Tipping Fees - Commercial 979,400 17.72% $ 3,335,342 $ 3,306,602 $ 3,296,133 $ 3,300,000 Total Solid Waste $ 3,523,600 6.78% - - 11,417 - 1370-343-4610 Service Fees - Commercial Recycling 60,000 100.00% $ - $ - $ 11,417 $ - Total Recycling $ 60,000 100.00% 994 877 902 1,000 1360-343-4080 Cinco Bayou 1,000 0.00% 200 514 219 100 1360-343-4330 Special Events - Dumpster Delivery/Pickup 100 0.00% $ 1,194 $ 1,391 $ 1,121 $ 1,100 Total Fees & Fines $ 1,100 0.00% $ 3,336,536 $ 3,307,993 $ 3,308,670 $ 3,301,100 TOTAL CHARGES FOR SERVICES $ 3,584,700 8.59% 4,025 3,751 4,889 4,500 1360-323-7010 Solid Waste - 10% Roll Off 4,500 0.00% $ 4,025 $ 3,751 $ 4,889 $ 4,500 Total Franchise Fees $ 4,500 0.00% $ 4,025 $ 3,751 $ 4,889 $ 4,500 TOTAL LICENSES & PERMITS $ 4,500 0.00% 22,050 17,723 10,869 6,000 1500-361-1000 Interest Income 30,435 407.25% - (5,954) 4,437 - 1500-361-3000 Unrealized Gain/(Loss) - 0.00% - - (272) - 1500-361-4000 Realized Gain/(Loss) - 0.00% $ 22,050 $ 11,769 $ 15,034 $ 6,000 Total Interest Income $ 30,435 407.25% 3,719 4,625 30,676 - 1500-364-1000 Sale of Surplus Assets - 0.00% 4,565 10,791 5,783 4,000 1500-365-1000 Recycling Scrap Metal Sales 4,000 0.00% 73 7,695 9,708 - 1500-369-9000 Miscellaneous Revenues - 0.00% 53 27 1 - 0000-369-9091 Discounts - 0.00% $ 8,410 $ 23,138 $ 46,168 $ 4,000 Total Other Revenues $ 4,000 0.00% $ 30,460 $ 34,907 $ 61,203 $ 10,000 TOTAL INTEREST & OTHER REVENUES $ 34,435 244.35% $ 3,371,021 $ 3,346,651 $ 3,374,761 $ 3,315,600 TOTAL FUND REVENUES $ 3,623,635 9.29% 403-Revenues 9/24/2013 2:40 PM 153  403 SANITATION FUND - 1360 SOLID WASTE Actual Budget 2012-13 2013-14 % 2009-10 2010-11 2011-12 Adopted Adopted Change Personal Services: 19.62 18.75 19.00 19.00 Number of Funded Employees (FTE's) 19.00 533,567 526,368 528,481 552,509 534-1200 Regular Salaries 563,208 1.94% - - - 265 534-1201 Service Awards 954 260.00% - - 15,717 20,454 534-1202 Incentive/Merit Pay - -100.00% - 16,464 22,338 - 534-1300 Part-Time Wages - 0.00% 13,083 13,810 12,909 13,000 534-1400 Salaries - Overtime 13,000 0.00% 9,745 14,103 12,511 14,200 534-1401 Salaries - Overtime Holiday Worked 14,200 0.00% 31,761 32,357 33,795 31,087 534-2100 FICA Taxes 31,284 0.63% 7,428 7,567 7,904 7,270 534-2101 Medicare 7,316 0.63% 117,853 110,581 127,187 129,289 534-2200 Retirement Contributions 131,755 1.91% 1,112 2,133 4,408 5,007 534-2204 Retirement Contributions - DC Plan 5,103 1.92% 125,407 122,238 122,054 123,707 534-2300 Dental, Life & Health Insurance 137,195 10.90% 42,763 42,494 47,076 43,898 534-2400 Worker's Compensation 39,454 -10.12% $ 882,720 $ 888,114 $ 934,380 $ 940,686 Total Personal Services $ 943,469 0.30% Operating Expenditures: - 4,247 88 4,500 534-3400 Other Services 4,500 0.00% - - 843 - 534-4000 Travel and Per Diem - 0.00% 3,191 3,037 2,888 2,750 534-4100 Communication Services 2,470 -10.18% 13 7 165 150 534-4200 Postage 135 -10.00% 6,469 5,668 7,559 8,620 534-4300 Utilities 7,940 -7.89% 1,393 1,513 1,403 1,591 534-4400 Rentals & Leases 1,591 0.00% 922 534 425 475 534-4610 Maintenance Contracts 766 61.26% 163,297 174,437 248,023 175,000 534-4620 Vehicle Repair 175,000 0.00% 2,189 260 210 - 534-4630 Equipment Repair 250 100.00% 939 3,913 492 600 534-4640 Building Maintenance 600 0.00% - - 876 - 534-4645 Heating/Cooling Repairs 2,000 100.00% - 4 6 100 534-4650 Grounds Maintenance 100 0.00% - 1,828 3,168 1,500 534-4700 Printing & Binding 1,500 0.00% 257 242 219 400 534-5100 Office Supplies 440 10.00% 14,721 15,057 12,386 18,500 534-5200 Operating Supplies 18,500 0.00% 125,054 167,620 190,432 172,745 534-5204 Fuel & Oil 199,955 15.75% 3,359 2,788 3,552 3,780 534-5210 Uniform Expense 2,880 -23.81% 417,962 411,417 424,671 433,606 534-5219 Landfill Fees - Commercial 499,900 15.29% 393,588 389,864 398,615 415,063 534-5220 Landfill Fees - Residential 477,984 15.16% 199,819 203,649 204,477 221,220 534-5222 Landfill Fees - Yard Waste 253,260 14.48% 15,189 8,666 11,158 15,360 534-5225 Sanitation Containers - Bulk 15,360 0.00% 14,665 14,988 1,756 14,994 534-5226 Sanitation Containers - Residential 14,994 0.00% - 500 542 - 534-5231 Computer Hardware/Software - 0.00% - - 318 - 534-5233 Tools 300 100.00% 540 669 874 1,170 534-5234 Safety Supplies/Equipment 2,070 76.92% - - 491 370 534-5400 Books, Dues & Publications 370 0.00% - - 615 - 534-5500 Training - 0.00% $ 1,363,566 $ 1,410,908 $ 1,516,251 $ 1,492,494 Total Operating Expenditures $ 1,682,865 12.76% Capital Outlay: 15,444 17,969 23,963 25,428 534-6402 Equipment 25,428 0.00% 4 yd Containers - 12 @ $554 6 yd Containers- 12 @ $720 8 yd containers - 12 @ $845 205,264 207,912 448,127 240,000 534-6404 Trucks 240,000 0.00% Veh 2467 - '03 P'Bilt / Heil Sideloader - - 529 - 534-6420 Computer Hardware/Software - 0.00% $ 220,709 $ 225,881 $ 472,619 $ 265,428 Total Capital Outlay $ 265,428 0.00% 2,466,994 2,524,904 2,923,250 2,698,608 TOTAL EXPENSES 2,891,762 7.16% 1360-Solid Waste 9/24/2013 2:42 PM 154 SOLID WASTE Share of City Budget $2,891,762 , 7.7% DESCRIPTION Solid Waste is responsible for the collection and disposal of garbage and yard waste. Residential garbage is collected curbside twice per week, residential yard waste is collected curbside once per week, and commercial dumpsters are emptied as scheduled based on business needs. MISSION Maintain a sanitary environment with regular collection of residential and commercial solid waste. Actual YTD thru 6/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY14) 2009-10 2010-11 2011-12 2012-13 2012-13 2013-14 Promote Neighborhood Cleanups Household waste collections conducted n/a 1 2 1 2 2
Educate and promote the reduction and diversion of solid waste from landfills.
Conduct Neighborhood Clean-Up for household waste semi-annually. FUTURE GOALS (FY15 & FY16)
Ensure standards of Customer Service Excellence are met by those providing Solid Waste collection service.
Develop and implement an action plan to provide education to residents and businesses through specialized brochures, meetings and press releases. PRIOR YEAR ACCOMPLISHMENTS (FY13)
Secured a 10-year contract with a local waste hauler to accept both solid waste and recyclables.
Updated the Solid Waste webpage to include a Solid Waste Newsletter and a QR Code decal. PERFORMANCE EXCELLENCE Every Service – Every Employee – Every Day 155  403 SANITATION FUND - 1370 RECYCLING Actual Budget 2012-13 2013-14 % 2009-10 2010-11 2011-12 Adopted Adopted Change Personal Services: - - - - Number of Funded Employees (FTE's) 1.00 - - - - 534-1200 Regular Salaries 24,760 100.00% - - - - 534-1202 Incentive/Merit Pay - 100.00% - - - - 534-1401 Salaries - Overtime Holiday Worked 475 100.00% - - - - 534-2100 FICA Taxes 1,535 100.00% - - - - 534-2101 Medicare 359 100.00% - - - - 534-2204 Retirement Contributions - DC Plan 1,238 100.00% - - - - 534-2300 Dental, Life & Health Insurance 11,361 100.00% - - - - 534-2400 Worker's Compensation 1,803 100.00% $ - $ - $ - $ - Total Personal Services $ 41,531 100.00% Operating Expenditures: - - - - 534-3400 Other Services 100 100.00% - - - 870 534-4000 Travel and Per Diem 950 9.20% - - - - 534-4100 Communication Services 132 100.00% - - - 7,400 534-4620 Vehicle Repair 7,400 0.00% - - - 6,500 534-4630 Equipment Repair 6,500 0.00% - - 555 1,500 534-4700 Printing & Binding 1,500 0.00% - - 1,816 7,500 534-5200 Operating Supplies 7,500 0.00% - - - - 534-5204 Fuel & Oil 10,000 100.00% - - - - 534-5210 Uniform Expense 90 100.00% - - 2,214 - 534-5225 Sanitation Containers - Bulk - 0.00% - - - - 534-5234 Safety Supplies/Equipment 115 100.00% - - - 130 534-5400 Books, Dues & Publications 130 0.00% - - - 430 534-5500 Training 680 58.14% $ - $ - $ 4,585 $ 24,330 Total Operating Expenditures $ 35,097 44.25% Capital Outlay: - - 24,530 21,190 534-6402 Equipment 21,190 0.00% 4 yd Containers - 10 @ $554 6 yd Containers- 10 @ $720 8 yd containers - 10 @ $845 $ - $ - $ 24,530 $ 21,190 Total Capital Outlay $ 21,190 0.00% - - 29,115 45,520 TOTAL EXPENSES 97,818 114.89% 1370-Recycling 9/24/2013 2:43 PM 156 RECYCLING Share of City Budget $97,818, 0.3% DESCRIPTION Residential single-stream recycling is available via multiple drop-off locations. Commercial dumpsters are available for single-stream recycling. MISSION Reduce the waste stream deposited in landfills. Actual YTD thru 6/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY14) 2009-10 2010-11 2011-12 2012-13 2012-13 2013-14 Promote Reduction of the Residential Waste Stream Single Stream Recycling Drop-Off Locations 2 8 8 24 8 8 Recycling Tonnage Collected 161 251 326 222 275 300 Waste Stream Diverted from Landfills 1.6% 2.4% 3.4% 9.8% 3.0% 3.5% Promote Reduction of the Commercial Waste Stream Recycling Tonnage Collected n/a n/a 49 215 275 300 Waste Stream Diverted from Landfills n/a n/a 1.0% 8.7% 3.0% 3.5%
Improve marketing and promotional ideas for the City's residential and commercial single stream recycling programs.
Prepare a cost-benefit analysis of single-stream curbside residential recycling, and perhaps undertake a pilot program.
Research and develop ways to recycle at multi-family complexes. FUTURE GOALS (FY15 & FY16)
Negotiate with local towns and municipalities on expansion of services, to include both waste and recycling services.
Increase waste stream diversion from landfills to 5% by expanding the City's commercial and residential recycling program. PRIOR YEAR ACCOMPLISHMENTS (FY13)
Secured a 10-year contract with a local waste/recycle facility to accept the City's recyclable material with a payback to the City.
Diverted non-repairable residential cans from the landfill into recyclable material with a payback to the City. PERFORMANCE EXCELLENCE Every Service – Every Employee – Every Day 157  403 SANITATION FUND - 1500 NON-DEPARTMENTAL Actual Budget 2012-13 2013-14 % 2009-10 2010-11 2011-12 Adopted Adopted Change Personal Services: 9,706 3,203 1,198 1,500 534-1216 Final Leave Pay 1,500 0.00% (1,483) 4,768 7,152 534-1250 Compensated Absences (114) 364 547 534-2150 FICA - Compensated Absences $ 8,109 $ 8,335 $ 8,897 $ 1,500 Total Personal Services $ 1,500 0.00% Operating Expenditures: - - 244 - 536-3100 Professional Services - - - 475 534-4911 Holiday Gift Certificates 475 0.00% 15,990 9,177 6,326 - 534-4924 Bad Debt Expense - - - 24,580 534-4995 Contingencies 27,030 9.97% 188,197 208,047 235,112 - 534-5900 Depreciation 411 411 411 - 534-5910 Depreciation on Contributed Capital - - 7,943 - Prior Year Expenditures 7,888 - 30,267 - 590-9502 OPEB Obligation $ 212,486 $ 217,635 $ 280,303 $ 25,055 Total Operating Expenditures $ 27,505 9.78% Other Financing Activity 708,003 708,039 426,578 290,144 534-9901 Cost Allocation Reimbursement to General Fund 294,397 1.47% 40,000 36,242 37,363 38,926 534-9941 Cost Allocation Reimbursement to Utilities Fund 38,203 -1.86% - - - 130,000 581-9102 Transfer to General Fund 130,000 0.00% Truck Additional Wear & Tear on Roadways - - - 85,847 581-9999 Reserved - Undesignated Net Assets 142,450 65.93% Depreciation less Budgeted Capital Outlay and CIPs Anticipated Revenues in Excess of Budgeted Expenses $ 748,003 $ 744,281 $ 463,941 $ 544,917 TotalTotal OtherOther Financing Financing Activity Activity $ 605,050 11.04% $ 968,598 $ 970,251 $ 753,141 $ 571,472 TOTAL EXPENSES $ 634,055 10.95% 19.62 18.75 19.00 19.00 NumberNumber of Employees (FTE's) of Funded Employees (FTE's) 20.00 5.26% 2,466,994 2,524,904 2,923,250 2,698,608 Solid Waste 2,891,762 7.16% - - 29,115 45,520 Recycling 97,818 114.89% 968,598 970,251 753,141 571,472 Non-Departmental 634,055 10.95% (220,709) (225,881) (500,298) - Reclassification of Capital Outlay - 0.00% $ 3,214,884 $ 3,269,274 $ 3,205,208 $ 3,315,600 TOTAL FUND EXPENSES $ 3,623,635 9.29% $ 156,138 $ 77,377 $ 169,554 $ - NET REVENUE / (EXPENSE) $ - 0.00% 1500-NonDept_403 9/24/2013 2:44 PM 158 159  Stormwater Fund The Stormwater Fund encompasses 1.7% 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 $800,000 Budget. $700,000 2013-14. …… $ Change % Change $600,000 Charges for Services 591,000 17,000 3.0% $500,000 Interest & Other 6,290 4,890 349.3% $400,000 $597,290 $21,890 3.8% $300,000 $200,000 $100,000 $0 Actual Actual Actual Budget Budget 2009-10 2010-11 2011-12 2012-13 2013-14 Intergov't Revenue Charges for Services Interest & Other • The stormwater master plan will be completed in late Summer 2013 and the list of priority projects generated will determine the appropriate rate structure needed to fund required improvements. The budgeted increase is due to an increase in the number of accounts, rather than a rate adjustement to the current residential-equivalent unit fee of $3 per month. • Interest & other revenues are up due to the City diversifying from a short-term internally-managed portfolio of certificates of deposit, money market funds, and bank accounts to two externally-managed portfolios: short-to-medium term and medium-to-long term. Expenditure Highlights $800,000 $700,000 Budget. 2013-14. …… $ Change % Change $600,000 Personal Services 297,216 382 0.1% $500,000 Operations & Maintenance 181,675 -11,165 -5.8% $400,000 Capital Outlay/Imprvmt 45,600 24,100 112.1% $300,000 Debt Service 32,900 32,900 100.0% $200,000 Replenish Reserves 39,899 -24,327 -37.9% $100,000 $597,290 $21,890 3.8% $0 Actual Actual Actual Budget Budget 2009-10 2010-11 2011-12 2012-13 2013-14 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.* • Capital expense is increasing as a result of purchasing a crew cab truck and installing storm drain in conjunction with paving Hooper Drive. • New debt will be assumed to finance replacement of the street sweeper. 160  405 STORMWATER FUND - REVENUES Actual Budget 2012-13 2013-14 % 2009-10 2010-11 2011-12 Adopted Adopted Change 324,046 335,785 335,521 336,000 1380-343-7001 Stormwater Management Fee - Residential 336,000 0.00% 302,859 146,069 242,186 238,000 1380-343-7101 Stormwater Management Fee - Commercial 255,000 7.14% $ 626,905 $ 481,854 $ 577,706 $ 574,000 Total Stormwater Operations $ 591,000 2.96% $ 626,905 $ 481,854 $ 577,706 $ 574,000 TOTAL CHARGES FOR SERVICES $ 591,000 2.96% 121,058 4,000 - 334 State Grants - 0.00% $ 121,058 $ 4,000 $ - $ - Total State Grants $ - 0.00% $ 121,058 $ 4,000 $ - $ - TOTAL INTERGOVERNMENTAL REVENUE $ - 0.00% 1,407 3,740 2,334 1,400 1500-361-1000 Interest Income 6,290 349.29% - (1,188) 965 - 1500-361-3000 Unrealized Gain/(Loss) - 0.00% - - (59) - 1500-361-4000 Realized Gain/(Loss) - 0.00% $ 1,407 $ 2,552 $ 3,240 $ 1,400 Total Interest Income $ 6,290 349.29% 19,314 1,111 (3,558) - 1500-364-1000 Sale of Surplus Assets - 0.00% 13 10,013 2,804 - 1500-369-9000 Miscellaneous Revenues - 0.00% - - 9 - 0000-369-9091 Discounts - 0.00% $ 19,327 $ 11,124 $ (745) $ - Total Other Revenues $ - 0.00% $ 20,734 $ 13,676 $ 2,496 $ 1,400 TOTAL INTEREST & OTHER REVENUES $ 6,290 349.29% 325 - - - 1600-349-1010 Transfer from CRA Fund - 0.00% $ 325 $ - $ - $ - Total Interfund Transfers $ - 0.00% - - 27,502 - 1380-389-4000 Elliotts Point Homeowners Association - 0.00% $ - $ - $ 27,502 $ - Total Non-Operating Sources $ - 0.00% $ 325 $ - $ 27,502 $ - TOTAL TRANSFERS IN $ - 0.00% $ 769,021 $ 499,530 $ 607,704 $ 575,400 TOTAL FUND REVENUES $ 597,290 3.80% 405-Revenues 9/24/2013 2:45 PM 161  405 STORMWATER FUND - 1380 STORMWATER Actual Budget 2012-13 2013-14 % 2009-10 2010-11 2011-12 Adopted Adopted Change Personal Services: 8.00 6.00 6.00 6.00 Number of Funded Employees (FTE's) 6.00 211,301 184,037 183,172 184,510 538-1200 Regular Salaries 187,224 1.47% - - - - 538-1201 Service Awards 53 100.00% - - 3,824 6,459 538-1202 Incentive/Merit Pay - -100.00% 2,399 632 953 1,000 538-1400 Salaries - Overtime 1,000 0.00% 261 - - 538-1401 Salaries - Holiday Worked 12,613 10,715 10,963 10,695 538-2100 FICA Taxes 10,961 2.49% 2,950 2,506 2,564 2,501 538-2101 Medicare 2,563 2.48% 41,422 34,305 40,399 43,486 538-2200 Retirement Contributions 38,004 -12.61% 1,597 1,395 2,118 2,153 538-2204 Retirement Contributions - DC Plan 3,286 52.62% 31,571 33,488 31,334 32,071 538-2300 Dental, Life & Health Insurance 38,885 21.25% 8,172 9,288 11,888 13,459 538-2400 Worker's Compensation 12,589 -6.46% $ 312,285 $ 276,366 $ 287,214 $ 296,334 Total Personal Services $ 294,565 -0.60% Operating Expenditures: - - 135,476 5,144 538-3100 Professional Services 5,680 10.42% - - - 10,000 538-3400 Other Services 1,000 -90.00% - 41 23 450 538-4000 Travel and Per Diem 450 0.00% 1,251 1,033 986 2,545 538-4100 Communication Services 2,162 -15.05% 24 16 34 25 538-4200 Postage 10 -60.00% 2,118 1,118 1,030 1,174 538-4300 Utilities 1,085 -7.58% 1,131 565 - - 538-4610 Maintenance Contracts - 0.00% 12,000 17,988 16,074 16,000 538-4620 Vehicle Repair 16,000 0.00% 6,405 14,239 16,148 9,700 538-4630 Equipment Repair 9,700 0.00% 5,669 2,137 8,048 24,400 538-4680 Plant & System Repair 20,800 -14.75% 113 378 277 500 538-5100 Office Supplies 500 0.00% 2,877 2,309 1,773 2,100 538-5200 Operating Supplies 2,100 0.00% 11,506 20,279 21,069 17,915 538-5204 Fuel & Oil 22,125 23.50% 1,192 944 1,010 1,260 538-5210 Uniform Expense 750 -40.48% - - 457 - 538-5231 Computer Hardware/Software - 0.00% - 89 850 2,000 538-5233 Tools 2,000 0.00% 480 346 685 1,230 538-4905 Safety Programs/Supply 1,740 41.46% 10,055 14,925 6,840 10,000 538-5300 Road Materials & Supplies 7,000 -30.00% - 557 545 500 538-5400 Books, Dues, & Publications 546 9.20% 25 2,127 1,119 2,550 538-5500 Training 1,950 -23.53% (36,050) (57,851) (48,266) - 538-9905 Capitalized Costs Allocation - Labor - 0.00% (16,538) (25,703) (22,743) - 538-9906 Capitalized Costs Allocation - Benefits - 0.00% (8,416) (12,406) (11,528) - 538-9907 Capitalized Costs Allocation - Overhead - 0.00% $ (6,083) $ (16,868) $ 129,906 $ 107,493 Total Operating Expenditures $ 95,598 -11.07% Capital Outlay: - - 21,600 - 538-6358 Storm Drains - 0.00% 13,181 3,655 21,500 538-6402 Equipment - -100.00% - - - - 538-6404 Trucks 30,600 100.00% F350 4 x 2 Crew Cab - replace 2387 - - 520 - 538-6420 Computer Hardware/Software - 0.00% - - 28,532 - 538-6820 Easements - 0.00% - - 16,000 - 538-6821 Software - 0.00% $ 13,181 $ 3,655 $ 66,652 $ 21,500 Total Capital Outlay $ 30,600 42.33% Capital Improvements Program: 87,355 118,851 - - 5019 - Storm Drainage Improvement - 0.00% - - - - 5327 - Hooper Drive Improvement 15,000 100.00% 538-6358 Install Storm Drainage 136,109 57,439 19,136 - Prior Years Capital Improvement Program $ 223,464 $ 176,290 $ 19,136 $ - Total Capital Improvements Program $ 15,000 100.00% Debt Service - - - - 590-7100 Principal Payments 25,276 100.00% 2014 Bank Loan -Street Sweeper- year 1 of 7 1,211 336 - - 591-7200 Interest Expense 7,624 100.00% 2014 Bank Loan -Street Sweeper- year 1 of 7 $ 1,211 $ 336 $ - $ - Total Debt Service $ 32,900 100.00% $ 544,059 $ 439,778 $ 502,909 $ 425,327 TOTAL EXPENSES $ 468,663 10.19% 1380-Storm 9/24/2013 2:48 PM 162 STORMWATER Share of City Budget $468,663, 1.3% 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 6/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY14) 2009-10 2010-11 2011-12 2012-13 2012-13 2013-14 Improve Water Quality City Streets Swept at Least Once per Month n/a n/a 94% 91% 95% 95% Cubic Yards of Debris Removed from Stormwater Separators n/a 5 8 9 6 6 Improve Stormwater Infrastructure Linear Feet of New Stormwater Pipe Installed 0 0 120 0 100 0 Linear Feet of Stormwater Pipe Replaced 440 880 290 96 200 200 Stormwater Line System Replaced 0.2% 0.4% 0.1% 0.04% 0.1% 0.1% Ensure Capital Projects are Completed On-Time & Within Budget Capital Projects Completed On-Time n/a n/a n/a annual measure 100% 100% Capital Projects Completed Within Budget n/a n/a n/a 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. FUTURE GOALS (FY15 & FY16)
Develop a 5- and 10-year CIP to replace all corrugated metal stormwater pipe throughout the City.
Comply with federally-mandated National Pollutant Discahrge 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 (FY13)
Removed and replaced 32 linear feet of failing 24" corrugated metal pipe along Victoria Avenue NW.
Removed and replaced 32 linear feet of failing 24" corrugated metal pipe along Rose Marie Lane SW.
Provided stormwater upgrades along Robinwood Drive SW.
Completed a Stormwater Master Plan that included a hydraulic model of existing infrastructure that determined the recommended system improvements for both water quantity and quality. PERFORMANCE EXCELLENCE Every Service – Every Employee – Every Day 163  405 STORMWATER FUND - 1500 NON-DEPARTMENTAL Actual Budget 2012-13 2013-14 % 2009-10 2010-11 2011-12 Adopted Adopted Change Personal Services: 761 - - 500 538-1216 Final Leave Pay 500 0.00% (642) 2,460 1,377 538-1250 Compensated Absences (50) 188 106 538-2150 FICA - Compensated Absences $ 69 $ 2,648 $ 1,483 $ 500 Total Personal Services $ 500 0.00% Operating Expenditures: - - 53 - 538-3100 Professional Services - - - 150 538-4911 Holiday Gift Certificates 150 100.00% 3,885 688 1,821 - 538-4924 Bad Debt Expense - - 4,040 538-4995 Contingencies 3,905 -3.34% 20,983 38,290 42,368 - 538-5900 Depreciation 39,289 32,388 26,267 - 538-5910 Depreciation on Contributed Capital - - 6,334 - Prior Year Expenditures (1,688) - 1,567 - 590-9502 OPEB Obligation $ 62,469 $ 71,366 $ 78,410 $ 4,190 Total Operating Expenditures $ 4,055 -3.22% Other Financing Activity 15,000 15,022 17,147 73,372 538-9901 Cost Allocation Reimbursement to General Fund 74,376 1.37% - - - 7,785 538-9941 Cost Allocation Reimbursement to Utilities Fund 7,641 -1.85% - - - 64,226 581-9999 Reserved - Undesignated Net Assets 42,055 -34.52% Depreciation less Budgeted Capital Outlay and CIPs Anticipated Revenues in Excess of Budgeted Expenses $ 15,000 $ 15,022 $ 17,147 $ 145,383 TotalTotal OtherOther Financing Financing Activity Activity $ 124,072 -14.66% $ 77,538 $ 89,036 $ 97,040 $ 150,073 TOTAL EXPENSES $ 128,627 -14.29% 8.00 6.00 6.00 6.00 NumberNumber of Employees (FTE's) of Funded Employees (FTE's) 6.00 0.00% 544,059 439,778 502,909 425,327 Stormwater 468,663 10.19% 77,538 89,036 97,040 150,073 Non-Departmental 128,627 -14.29% (231,645) (174,249) (85,591) - Reclassification of Capital Outlay - 0.00% $ 389,951 $ 354,565 $ 514,358 $ 575,400 TOTAL FUND EXPENSES $ 597,290 3.80% $ 379,070 $ 144,965 $ 93,346 $ - NET REVENUE / (EXPENSE) $ - 0.00% 1500-NonDept_405 9/24/2013 2:50 PM 164 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. REPLACEMENT SCHEDULE Desktop Computer 5 years Office Laptop 5 years Patrol Laptop 4 years Tablet/IPAD 3 years Server 5 years Software will be upgraded in conjunction with hardware replacements. However, it is each division’s responsibility to budget for the replacement of peripherals such as keyboards, monitors, and printers as needed. City of Fort Walton Beach, FL 165  Five-Year IT Replacement Cycle (computers, laptops, tablets, servers) FY2014 FY2015 FY2016 FY2017 FY2018 Fund Dept Device Model Purchased Total SW HW SW2 HW2 SW3 HW3 SW4 HW4 SW5 HW5 001 0100 CCIQM2-7 OptiPlex 390 2011-11-15 1 225 700 001 0100 CCIQM2XP Custom 2008-01-01 1 225 700 001 0100 CCS1xp CF-48 2013-07-23 1 001 0100 CCS2xp CF-48 2013-07-23 1 001 0100 CCS3xp CF-48 2013-07-23 1 001 0100 CCS4xp CF-48 2013-07-23 1 001 0100 CCS5xp CF-48 2013-07-23 1 001 0100 CCS6xp T60 2013-07-23 1 001 0100 CCS7xp CF-48 2013-07-23 1 001 0100 CCSMayorxp CF-48 2013-07-23 1 001 0100 MAndersonXP Custom 2005-03-25 1 225 700 001 0200 CJones7 OptiPlex 380 2011-01-15 1 515 700 001 0200 FWBTVXP Custom 2010-01-01 1 225 700 001 0200 iPad 3rd Gen 2012-03 1 650 650 001 0200 MBeedie7 OptiPlex 390 2011-11-15 1 225 700 001 0300 DSchafer7 OptiPlex 380 2011-01-15 1 225 700 001 0300 iPad 3rd Gen 2012-10 1 650 001 0300 LSinwelski7 OptiPlex 380 2011-01-15 1 515 700 001 0300 SHanks7 OptiPlex 380 2011-01-15 1 225 700 001 0320 Coban Server Custom 5/29/2009 1 10000 001 0320 DJenzen7 Custom 1/1/2010 1 515 700 001 0320 DMclemore7 Custom 1/1/2010 1 515 700 001 0320 FWB-Exchange R710 8/23/2011 1 4700 001 0320 FWB-GISSQL R710 3/4/2011 1 11000 001 0320 FWB-GISSRV R710 3/4/2011 1 7200 001 0320 FWB-GISWEB R720 3/16/2013 1 6000 001 0320 FWB-Kronos R710 2/20/2012 1 225 6200 001 0320 FWB-Main Custom 2008 1 6000 001 0320 FWB-OSSIC R710 11/1/2010 1 5000 001 0320 FWB-OSSIR R710 11/1/2010 1 5000 001 0320 FWB-OSSIU Custom 1/1/2008 1 4000 001 0320 FWB-Proxmox R710 9/12/2011 1 5000 001 0320 FWB-TEST Custom 1/1/2010 1 5000 001 0320 FWB-VM R710 4/17/2012 1 5000 001 0320 IBS Server T310 12/17/2010 1 2500 001 0320 iPad 3rd Gen 2012-03 1 650 650 001 0320 iPad 3rd Gen 2012-03 1 650 650 001 0320 IT01 Latitude E6420 9/6/2012 1 225 1200 001 0320 IT02 Latitude E6400 2010 1 225 1200 001 0320 ITTraining7 Custom 2007-12-28 1 225 700 001 0320 PD-VMWare R710 4/24/2012 1 5000 001 0400 HSpencerXP Custom 2004-10-28 1 515 700 001 0400 iPad 4th Gen 2013-03 1 650 001 0400 Laserfiche7 OptiPlex 390 2011-11-15 1 225 700 001 0400 LVanetten7 OptiPlex 3010 2012-11-29 1 225 700 001 0400 MPerryXP Custom 2006-11-02 1 225 700 001 0500 ASnow7 OptiPlex 380 2011-01-15 1 225 700 001 0500 AuditorXP Custom 2004-01-01 1 225 700 001 0500 BFerris7 OptiPlex 380 2011-01-15 1 515 700 001 0500 CDunworth7 OptiPlex 3010 2012-11-29 1 515 700 001 0500 CGodwin7 OptiPlex 380 2011-01-15 1 225 700 001 0500 iPad 3rd Gen 2012-10 1 650 001 0500 JSoria7 OptiPlex 380 2011-01-15 1 515 700 001 0500 KBlatz7 OptiPlex 380 2011-01-15 1 225 700 001 0500 MWomack7 OptiPlex 3010 2012-11-29 1 515 700 001 0530 DGreen7 OptiPlex 390 2011-11-15 1 225 700 001 0530 GScott7 OptiPlex 3010 2012-11-29 1 515 700 001 0530 PEubanks7 OptiPlex 380 2011-01-12 1 225 700 001 0800 CHunt7 OptiPlex 390 2011-11-15 1 225 700 001 0800 Coban PC 1 Inspiron 545 10/2/2009 1 225 700 001 0800 Coban PC 2 Inspiron 546 10/3/2009 1 225 700 001 0800 Coban PC 3 OptiPlex 380 2011-02-08 1 225 700 001 0800 Coban PC 4 OptiPlex 380 2011-02-08 1 225 700 001 0800 CommPol1-7 OptiPlex 380 2011-02-08 1 225 700 001 0800 CommPol2-7 OptiPlex 380 2011-02-08 1 225 700 001 0800 CommPol4XP Custom 2008-01-01 1 225 700 001 0800 CommPol5XP Custom 2010-01-01 1 225 700 001 0800 CRPoliceXP Custom 2008-01-01 1 225 700 001 0800 DBruhn7 OptiPlex 380 2011-02-08 1 225 700 001 0800 Invest01-7 OptiPlex 380 2011-02-08 1 225 700 001 0800 Invest02-7 OptiPlex 380 2011-02-08 1 225 700 001 0800 Invest03-7 OptiPlex 380 2011-02-08 1 225 700 001 0800 Invest04-7 OptiPlex 380 2011-02-08 1 225 700 001 0800 iPad 2nd Gen 2011-10 1 650 650 001 0800 JailE7 OptiPlex 380 2011-02-08 1 225 700 001 0800 JailW7 OptiPlex 380 2011-02-08 1 225 700 001 0800 JHuntxp Custom 2010-01-01 1 225 700 001 0800 JWilson7 OptiPlex 390 2011-11-15 1 225 700 001 0800 JWrightxp Custom 2007-01-01 1 515 700 001 0800 KDuke7 OptiPlex 380 2011-01-15 1 225 700 001 0800 LOblak7 OptiPlex 390 2011-12-29 1 225 700 001 0800 MHolt7 OptiPlex 380 2011-02-08 1 225 700 001 0800 MHorgan7 OptiPlex 380 2011-01-15 1 225 700 001 0800 MRichardsXP Custom 2008-01-01 1 225 700 001 0800 PD1001 Latitude E6420 2010-01-01 1 225 1200 001 0800 PD1002 Latitude E6420 2011-12-17 1 225 1200 001 0800 PD1003 Latitude E6400 2010 1 225 1200 001 0800 PD1004 R61 1 225 1200 166  Five-Year IT Replacement Cycle (computers, laptops, tablets, servers) FY2014 FY2015 FY2016 FY2017 FY2018 Fund Dept Device Model Purchased Total SW HW SW2 HW2 SW3 HW3 SW4 HW4 SW5 HW5 001 0800 PD1005 Latitude E6420 2011-11-17 1 225 1200 001 0800 PD1006 Latitude E6400 1 225 1200 001 0800 PD1007 T60 1 225 1200 001 0800 PD1008 Latitude E6420 2011-11-17 1 225 1200 001 0800 PD1009 Latitude E6420 2011-11-17 1 225 1200 001 0800 PD1010 Latitude E6400 1 225 1200 001 0800 PD1011 Latitude E6420 1 225 1200 001 0800 PD1012 R61 1 225 1200 001 0800 PD1013 R61 1 225 1200 001 0800 PD1014 Latitude E6400 1 225 1200 001 0800 PD1015 Latitude E6420 1 225 1200 001 0800 PD1016 R61 1 225 1200 001 0800 PD1017 R61 1 225 1200 001 0800 PD1018 Latitude E6420 1 225 1200 001 0800 PD1019 R61 1 225 1200 001 0800 PD1020 R61 1 225 1200 001 0800 PD1021 Latitude E6420 1 225 1200 001 0800 PD1022 Latitude E6420 1 225 1200 001 0800 PD1023 R61 DEAD 1 225 1200 001 0800 PD1024 R61 1 225 1200 001 0800 PD1025 Latitude E6420 2011-11-17 1 225 1200 001 0800 PD1026 R61 DEAD 1 225 1200 001 0800 PD1027 Latitude E6400 1 225 1200 001 0800 PD1028 Latitude E6400 1 225 1200 001 0800 PD1029 Latitude E6400 1 225 1200 001 0800 PD1030 Latitude E6420 2011-11-17 1 225 1200 001 0800 PDAdminSRVXP Custom 1 225 700 001 0800 PDDispatchN Custom 2010-01-01 1 225 700 001 0800 PDDispatchS Custom 2010-01-01 1 225 700 001 0800 PDFTO7 OptiPlex 380 2011-02-08 1 225 700 001 0800 PDMapagentxp Dimension 8300 2003-12-13 1 225 700 001 0800 PD-SGT01-7 OptiPlex 380 2011-02-08 1 225 700 001 0800 PD-SGT02-7 OptiPlex 380 2011-05-12 1 225 700 001 0800 PD-SGT03-7 OptiPlex 380 2011-05-01 1 225 700 001 0800 PD-SGT04-7 OptiPlex 380 2011-02-08 1 225 700 001 0800 PD-SGT05-7 OptiPlex 390 2011-11-15 1 225 700 001 0800 PD-SGT06-7 OptiPlex 390 2011-11-15 1 225 700 001 0800 PDSTCRVideoXP Custom 2008-01-01 1 225 700 001 0800 RHull7 OptiPlex 390 2011-11-15 1 225 700 001 0800 RPTRoomN7 OptiPlex 380 2011-02-08 1 225 700 001 0800 RPTRooms7 OptiPlex 380 2011-02-08 1 225 700 001 0800 RUOKXP Custom 2009-12-26 1 225 700 001 0800 SMercier7 OptiPlex 380 2011-01-15 1 225 700 001 0800 StreetCrimes2-7 OptiPlex 380 2011-01-15 1 225 700 001 0800 StreetCrimes3-7 OptiPlex 380 2011-02-08 1 225 700 001 0800 StreetCrimes4-7 OptiPlex 380 2011-02-08 1 225 700 001 0800 TLitschauerXP Custom 2008-01-01 1 225 700 001 0800 TMatz7 OptiPlex 390 2011-11-15 1 225 700 001 0800 WHordXP Custom 2007-01-01 1 225 700 001 0800 ZRandolphXP Custom 2010-01-01 1 225 700 001 0900 ARoom6N7 OptiPlex 380 2011-02-08 1 225 700 001 0900 ARoom6WXP Custom 1 225 700 001 0900 BattalionXP Custom 1/1/2009 1 225 700 001 0900 FD6Captain7 OptiPlex 3010 2012-11-29 1 225 700 001 0900 FD7-Aroom7 OptiPlex 380 2011-02-08 1 225 700 001 0900 FD7-FrontOff7 OptiPlex 3010 2012-11-29 1 225 700 001 0900 FDCaptainXP Custom 2009-01-01 1 225 700 001 0900 FD-SEMS-PC Latitude E6430 2012-12-03 1 225 1200 001 0900 FDTAB1 XPS 12 2013 1 225 1200 001 0900 FDTAB2 XPS 12 2013 1 225 1200 001 0900 GGuarin7 OptiPlex 390 2011-11-15 1 225 700 001 0900 iPad 3rd Gen 2012-10 1 650 001 0900 KPerkinsXP Custom 2008-01-01 1 225 700 001 0900 LCalabroXP Custom OLD 1 225 700 001 0900 MJohnson7 OptiPlex 380 2011-02-08 1 225 700 001 1000 BCarmichaelXP Custom 2010-01-01 1 225 700 001 1000 DBryantXP Custom 2006-11-02 1 225 700 001 1000 iPad 3rd Gen 2012-10 1 650 001 1000 JPeters7 OptiPlex 3010 2012-11-29 1 515 700 001 1000 JValandingham7 OptiPlex 380 2011-02-08 1 225 700 001 1000 LJacksonXP Custom 2008-01-01 1 225 700 001 1000 ParksLaptop HP Laptop 2011-01-01 1 225 1200 001 1000 PShermanXPN Custom 2010-01-01 1 225 700 001 1000 TCorcoranXP Custom 2010-01-01 1 225 700 001 1000 VGardner7 OptiPlex 3010 2012-11-29 1 225 700 001 1010 Galaxy Tablet 1st Gen 2012 1 300 001 1010 MMoxley7 OptiPlex 3010 2012-11-29 1 225 700 001 1015 Galaxy Tablet 1st Gen 2012 1 300 001 1015 JFortune7 OptiPlex 3010 2012-11-29 1 225 700 001 1020 JFleming7 OptiPlex 3010 2012-11-29 1 225 700 001 1020 SRPOSXP Custom 2008-01-01 1 225 700 001 1040 DTrimm7 OptiPlex 380 2011-02-08 1 $ 225 $ 700 001 1040 GCBackRM1XP Custom 2007-01-01 1 $ 225 $ 700 001 1040 GolfCourseN7 OptiPlex 380 2011-01-15 1 $ 225 $ 700 001 1040 GolfCourseS7 OptiPlex 380 2011-02-08 1 $ 225 $ 700 001 1040 JAtes7 OptiPlex 380 2011-02-08 1 $ 225 $ 700 001 1040 OaksTee7 Latitude E6430 2012-12-03 1 $ 225 $ 1,200 001 1040 PinesTee7 Latitude E6430 2012-12-03 1 $ 225 $ 1,200 167  Five-Year IT Replacement Cycle (computers, laptops, tablets, servers) FY2014 FY2015 FY2016 FY2017 FY2018 Fund Dept Device Model Purchased Total SW HW SW2 HW2 SW3 HW3 SW4 HW4 SW5 HW5 001 1040 TQuinones7 OptiPlex 380 2011-02-08 1 $ 225 $ 700 001 1045 GCMaintXP Custom 2010-01-01 1 $ 225 $ 700 001 1045 JWilkinsonXP Custom OLD 1 $ 225 $ 700 001 1045 RFlanagan7 OptiPlex 390 2011-11-15 1 $ 225 $ 700 001 1060 Cataloger OptiPlex 380 2010 1 700 001 1060 Children's Lib. County Custom 2008 1 700 001 1060 Circ I OptiPlex 390 2010 1 700 001 1060 Circ II OptiPlex 390 2010 1 700 001 1060 Circ III OptiPlex 390 2010 1 700 001 1060 Circ Seated Custom 2008 1 700 001 1060 Director's County Custom 2007 1 700 001 1060 JKeppleXP OptiPlex GX270 2003-10-31 1 225 700 001 1060 Kids Cat I Custom 2007 1 700 001 1060 Kids Cat II Custom 2007 1 700 001 1060 Kid's Circulation OptiPlex 780 2010 1 700 001 1060 Kid's Game #1 Custom 2005 1 700 001 1060 Library Laptop Latitude E6520 2011 1 1200 001 1060 NCardinalXP OptiPlex 380 2010-08-02 1 225 700 001 1060 PC Reservation Command OptiPlex 390 2012 1 700 001 1060 PC Reservation Signon OptiPlex 380 2010 1 700 001 1060 PGouldXP OptiPlex 380 2010-08-02 1 225 700 001 1060 Public #1 Custom 2007 1 001 1060 Public #10 OptiPlex 390 2012 1 700 001 1060 Public #11 OptiPlex 390 2012 1 700 001 1060 Public #12 OptiPlex 390 2012 1 700 001 1060 Public #13 OptiPlex 390 2012 1 700 001 1060 Public #14 OptiPlex 390 2012 1 700 001 1060 Public #15 OptiPlex 390 2012 1 700 001 1060 Public #16 OptiPlex 390 2012 1 700 001 1060 Public #2 Custom 2008 1 001 1060 Public #3 DEAD 1 001 1060 Public #4 Custom 2004 1 001 1060 Public #5 Custom 2004 1 001 1060 Public #6 OptiPlex GX270 2004 1 001 1060 Public #7 OptiPlex 745 2006 1 001 1060 Public #8 OptiPlex 390 2012 1 700 001 1060 Public #9 OptiPlex 390 2012 1 700 001 1060 Public Cat I OptiPlex GX270 2008 1 001 1060 Public Cat II Custom 2008 1 001 1060 Public Cat III Custom 2007 1 001 1060 Transit Desk Custom 2007 1 700 001 1070 AGardner7 OptiPlex 3010 2012-11-29 1 225 700 001 1070 GMeyerXP Custom 2009-03-19 1 225 700 001 1070 JLamottXP Custom 2008-08-01 1 225 700 001 1070 PassPerfectxp OptiPlex 380 2010-04-06 1 225 700 001 1070 POSMuseum7 OptiPlex 390 2011-11-15 1 225 700 001 1070 SchoolHouseXP Custom 2005-08-27 1 225 700 001 1080 JRogers7 OptiPlex 3010 2012-11-29 1 225 700 001 1200 BIvy7 OptiPlex 990 2011-09-09 1 515 1500 001 1200 iPad 3rd Gen 2012-03 1 650 650 001 1200 iPad 3rd Gen 2012-10 1 650 001 1200 LLethcoeXP Custom 2009-03-19 1 515 700 001 1200 MBryant7 OptiPlex 990 2011-09-09 1 515 1500 001 1200 SHawkins7 OptiPlex 990 2011-09-09 1 515 1500 001 1200 TBolduc7 OptiPlex 390 2011-11-15 1 515 700 001 1205 EJones7 OptiPlex 3010 2012-11-29 1 515 700 001 1205 VShirah7 OptiPlex 390 2011-11-15 1 225 700 001 1215 BHenderson7 OptiPlex 380 2011-01-15 1 515 700 001 1215 CDucharme7 OptiPlex 390 2011-11-15 1 225 700 001 1215 JStevens7 OptiPlex 3010 2012-11-29 1 515 700 001 1215 JStevensXP-L Lenovo Laptop 1 225 1200 001 1217 BRhodes7 OptiPlex 390 2011-11-15 1 225 700 001 1217 BRhodesXP-L Lenovo Laptop 1 225 1200 001 1217 EMoore7 OptiPlex 390 2011-11-15 1 225 700 001 1220 DWilliams7 OptiPlex 380 2011-01-15 1 225 700 001 1220 HHill7 OptiPlex 390 2011-11-15 1 225 700 001 1220 MUyehara7 OptiPlex 3010 2012-11-29 1 225 700 001 1220 SSmith7 OptiPlex 380 2011-01-15 1 225 700 001 1230 CHATrain-7 Latitude E6420 2011-08-24 1 225 1200 001 1230 GAdams7 OptiPlex 380 2011-01-15 1 225 700 001 1230 Galaxy Tablet 1st Gen 2012 1 300 001 1230 Galaxy Tablet 1st Gen 2012 1 300 001 1230 Galaxy Tablet 1st Gen 2012 1 300 001 1230 LRiceXP OptiPlex 380 2011-01-15 1 225 700 001 1230 ServiceMaintXP Custom 2006-01-01 1 225 700 001 1240 Galaxy Tablet 1st Gen 2012 1 300 General Fund 255 $ 8,455 $ 49,000 $ 8,970 $ 53,050 $ 8,650 $ 55,700 $ 10,610 $ 53,100 $ 9,390 $ 53,750 109 0800 CommPol3-7 OptiPlex 390 2011-11-15 1 $ 225 $ 700 109 0800 CommPol6-7 OptiPlex 390 2011-11-15 1 $ 225 $ 700 109 0800 CommPol7-7 OptiPlex 390 2011-11-15 1 $ 225 $ 700 109 0800 PD1031 Latitude E6420 2011-11-17 1 $ 225 $ 1,200 109 0800 PD1032 Latitude E6420 2011-11-17 1 $ 225 $ 1,200 109 0800 PD1033 Latitude E6420 2011-11-17 1 $ 225 $ 1,200 109 2000 CFrassetti7 OptiPlex 380 2011-07-22 1 $ 515 $ 700 CRA Fund 7 $ - $ - $ - $ - $ 515 $ 700 $ 225 $ 1,200 $ 1,125 $ 4,500 401 0520 BGustman7 OptiPlex 380 2011-02-08 1 $ 225 $ 700 401 0520 CashierE7 OptiPlex 3010 2012-11-29 1 $ 225 $ 700 401 0520 JLabermeyer7 OptiPlex 380 2011-02-08 1 $ 225 $ 700 168  Five-Year IT Replacement Cycle (computers, laptops, tablets, servers) FY2014 FY2015 FY2016 FY2017 FY2018 Fund Dept Device Model Purchased Total SW HW SW2 HW2 SW3 HW3 SW4 HW4 SW5 HW5 401 0520 KBarnesXP Custom 2009-02-12 1 $ 225 $ 700 401 0520 KHart7 OptiPlex 380 2011-01-15 1 $ 225 $ 700 401 0520 PDurhamXP Custom 2009-03-19 1 $ 225 $ 700 401 0520 Stars7 OptiPlex 390 2012-06-11 1 $ 225 $ 700 401 1300 DFousek7 OptiPlex 380 2011-01-15 1 $ 225 $ 700 401 1300 DPayne7 OptiPlex 390 2011-12-29 1 $ 515 $ 700 401 1300 Engineering-Laptop Latitude E6410 2010-09-10 1 $ 225 $ 1,200 401 1300 Galaxy Tablet 1st Gen 2012 1 $ 300 401 1300 GImperial7 OptiPlex 3010 2012-11-29 1 $ 515 $ 700 401 1300 GImperialXP Custom 2008-01-01 1 $ 225 $ 700 401 1300 JGlassburn7 OptiPlex 3010 2012-11-29 1 $ 225 $ 700 401 1300 KNitzman7 OptiPlex 990 2011-09-09 1 $ 515 $ 1,500 401 1310 BRollins7 OptiPlex 3010 2012-11-29 1 $ 225 $ 700 401 1310 Galaxy Tablet 1st Gen 2012 1 $ 300 401 1310 Galaxy Tablet 1st Gen 2012 1 $ 300 401 1310 iPad 3rd Gen 2012-07 1 $ 650 $ 650 401 1310 MeterXP Latitude E6400 1 $ 225 $ 700 401 1310 MWoodall7 OptiPlex 3010 2012-11-29 1 $ 225 $ 700 401 1310 WaterOPS7 OptiPlex 390 2011-11-15 1 $ 225 $ 700 401 1340 Galaxy Tablet 1st Gen 2012 1 $ 300 401 1350 DFelixXP Custom 2004-01-01 1 $ 225 $ 700 401 1350 Galaxy Tablet 1st Gen 2012 1 $ 300 401 1350 Galaxy Tablet 1st Gen 2012 1 $ 300 401 1350 Galaxy Tablet 1st Gen 2012 1 $ 300 401 1350 HSUPrimary7 OptiPlex 380 2011-02-08 1 $ 225 $ 700 401 1350 JCokerXP Custom 2010-01-01 1 $ 225 $ 700 401 1350 LKilburn7 OptiPlex 390 2011-11-15 1 $ 225 $ 700 401 1350 Utilities1-XP thinkPad R61 1 $ 225 $ 1,200 401 1350 Utilities2-7 Latitude E6420 2012-03-21 1 $ 225 $ 1,200 Utilities Fund 32 $ 1,125 $ 4,000 $ 675 $ 5,350 $ 900 $ 2,800 $ 1,930 $ 5,000 $ 1,640 $ 5,350 403 1360 JGunn7 OptiPlex 380 2011-02-08 1 $ 225 $ 700 403 1360 LLockhart7 OptiPlex 390 2012-02-14 1 $ 225 $ 700 Sanitation Fund 2 $ - $ - $ - $ - $ 225 $ 700 $ 225 $ 700 $ - $ - 405 1380 Galaxy Tablet 1st Gen 2012 1 $ 300 405 1380 Galaxy Tablet 1st Gen 2012 1 $ 300 405 1380 iPad 2nd Gen 2011-10 1 $ 650 $ 650 405 1380 SWilson7 OptiPlex 390 2011-11-15 1 $ 225 $ 700 Stormwater Fund 4 $ - $ - $ - $ 1,250 $ - $ - $ 225 $ 700 $ - $ 650 Total 300 $ 9,580 $ 53,000 $ 9,645 $ 59,650 $ 10,290 $ 59,900 $ 13,215 $ 60,700 $ 12,155 $ 64,250 169 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 7-year cycle and the remainder of the fleet on a 10-year cycle. Each year as part of the budget process, the fleet is evaluated based on established replacement criteria and a ten-year schedule of replacements is developed based 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 should be performed to determine if a less expensive car or truck would meet employee needs at a reduced operating expense to the City. If a department requests a new (not replacement) vehicle, priority is given to purchases needed to meet the goals and policies as defined by City Council in the Strategic Plan or during the annual budget process. REPLACEMENT CRITERIA Age One (1) point is assigned for every two (2) years of age. Mileage One (1) point is assigned for each 10,000 miles or 1,000 hours of operation. Repair/Maintenance One (1) to five (5) points assigned based on repair/maintenance expenses incurred over past ten years. Five (5) points represents 100% or more of purchase price and (1) one point represents 20% of the purchase price. No points if less than 20%. Point Ranges for Replacement Consideration: Excellent Less than 9 points Good 10 – 14 points Qualifies for Replacement 15 – 19 points Needs Replacement More than 20 points Overall Condition May be used if needed to further refine prioritization (e.g. in the event of funding constraints). One (1) to five (5) points assigned based on the condition of the body, rust, interior, anticipated repairs, etc. Five (5) points represents extremely poor condition and (1) one point represents like new condition. Any ranking over (3) will require a repair estimate. City of Fort Walton Beach, FL 170  Ten-Year Fleet Replacement Schedule Replacement Points Criteria Replace Division Acct Veh # Year Make Description VIN Age Miles Maint Life Cond Total FY2013-14 Fire 0900 401 1947 Chevy Fire Truck 21PKL2294 66 0.62 5 5 0 66.62 Police 0800 2435 1976 Chevy Van CPT3263306936 37 3.20 5 5 0 40.20 replace 001- using Police 0800 2505 2002 Ford Crown Victoria Police Interceptor 2FAFP71W12X115475 11 27.29 5 5 0 38.29 reserves 001- remove Facilities 1230 2286 1990 GMC 3/4 Ton Pickup Truck W/ V-8 1GTFC24K5LE506908 23 12.85 1 5 0 35.85 from fleet Police 0800 2500 2000 Ford Crown Victoria Police Interceptor 2FAFP71W3YX136952 13 20.84 5 5 0 33.84 replace Fleet 1220 2279 1989 Chevy 1/2 Ton Pickup Truck W/ V-8, Std. Bed CC10703 1GCDC14H1KZ274983 24 8.94 1 5 0 32.94 Fire 0900 2351 1993 Pierce Arrow Engine 6, Pierce Custom Pumper Mounted on Arrow Chassis 4P1CA02D1PA000742 20 12.50 0 5 10 32.50 Right-of-Way 1015 2321 1991 Ford F150 1/2 Ton Pickup Truck 1FTDF15Y8MNB01249 22 10.07 5 5 0 32.07 001- remove Fleet 1220 2300 1990 Chevy 1/2 Ton Fleetside Pickup Truck 1GCDC14H7LE230768 23 8.18 5 5 10 31.18 from fleet Parks 1010 2497 2006 Ford 3/4 Ton Pickup Truck 1FTRF12266NA86811 7 24.04 2 0 0 31.04 Police 0800 2386 1997 Jeep Jeep Cherokee 1J4FT28S8VL572260 16 14.50 5 5 0 30.50 Fire 0900 2377 1996 Pierce Ladder Fire Truck 6 4P1CT02D6TA000725 17 13.28 0 5 0 30.28 Police 0800 2504 2002 Ford Crown Victoria Police Interceptor 2FAFP71W92X115465 11 18.46 5 5 0 29.46 replace Facilities 1230 2378 1997 Ford F250 3/4 Ton Pickup Truck 1FDHF25HOVEB17451 16 13.34 2 5 10 29.34 replace Facilities 1230 2316 1991 Ford F250 3/4 Ton Pickup Truck 1FTEF25H4MNA78692 22 7.02 2 5 0 29.02 Police 0800 2541 1997 Toyota 4 Runner SUV JT3GN86R2V0051581 16 12.77 5 5 0 28.77 Police 0800 2570 2004 Nissan Altima IN4AL11D44C173422 9 19.40 5 5 0 28.40 Police 0800 2512 1999 Jeep Jeep Cherokee 1J4G258S3XC677803 14 14.27 5 5 0 28.27 replace 001- using Police 0800 2514 2000 Ford Crown Victoria Police Interceptor 2FAFP71W8YX163323 13 15.09 5 5 0 28.09 reserves Police 0800 2404 1999 Ford Crown Victoria Police Interceptor 2FAFP71W1XX131926 14 13.78 2 5 0 27.78 replace replace 001- using Police 0800 2421 2000 Ford Crown Victoria Police Interceptor 2FAFP71W4YX163321 13 14.70 5 5 0 27.70 reserves Police 0800 2384 1997 Chevy Lumina 2G1WL52M7V9272386 16 10.79 1 5 0 26.79 Police 0800 001- 2361 1995 GMC Safari Van 1GKDM19W0SB547672 18 8.66 2 5 0 26.66 Police 0800 2460 2003 Ford Crown Victoria Police Interceptor 2FAFP71W53X154670 10 16.65 5 5 0 26.65 replace Police 0800 2368 1996 Jeep Jeep Cherokee 1J4FT68S1TL181200 17 9.42 5 5 0 26.42 replace 001- using Police 0800 2443 2001 Ford Crown Victoria Police Interceptor 2FAFP71W61X183589 12 14.28 5 5 0 26.28 reserves Police 0800 2410 1999 Ford Crown Victoria Police Interceptor 2FAFP71W3XX238864 14 12.25 3 5 0 26.25 Police 0800 2420 2000 Ford Crown Victoria Police Interceptor 2FAFP71W2YX163320 13 13.20 3 5 0 26.20 Police 0800 2503 2000 Ford Crown Victoria Police Interceptor 2FAFP71W9YX136972 13 12.48 5 5 0 25.48 Police 0800 2585 2003 Kia Rio KNADC125836258076 10 15.26 5 5 0 25.26 Police 0800 2459 2003 Ford Crown Victoria Police Interceptor 2FAFP71W93X154669 10 15.05 5 5 0 25.05 Police 0800 2449 2002 Ford Crown Victoria Police Interceptor 2FAFP71W32X108057 11 13.74 3 5 0 24.74 Facilities 1230 2369 1996 Ford Ranger XL 1FTCR10A8TUC56384 17 7.28 5 5 0 24.28 Police 0800 2418 2000 Ford Crown Victoria Police Interceptor 2FAFP71W4YX163318 13 11.20 4 5 0 24.20 Police 0800 2407 1999 Ford Crown Victoria Police Interceptor 2FAFP71WXXX138423 14 10.20 3 5 0 24.20 Police 0800 2417 2000 Ford Crown Victoria Police Interceptor 2FAFP71W2YX163317 13 10.76 3 5 0 23.76 001- replaced in Facilities 1230 2400 1999 International Bucket Truck 1HTSLABMOXH621890 14 9.43 0 5 0 23.43 FY 2013 001- D-250 3/4 Ton Cab/Chassis, W/Knapheide #69LP Service remove Fleet 1220 2294 1990 Dodge Body 1B6KE2659LS712190 23 0.34 1 5 10 23.34 from fleet Parks 1010 2402 1999 Dodge 1/2 Ton Pickup Truck 1B7HC16X5XS244052 14 8.87 5 5 0 22.87 Police 0800 2461 2003 Ford Crown Victoria Police Interceptor 2FAFP71W73X154671 10 12.65 4 5 0 22.65 Street 1240 2390 1997 Ford Asphalt Truck 1FDXF80C7WVA17598 16 6.50 1 5 0 22.50 Police 0800 2521 2000 Ford Crown Victoria Police Interceptor 2FAFP71W1YX163339 13 9.48 5 5 0 22.48 Police 0800 2441 2001 Ford Crown Victoria Police Interceptor 2FAFP71W21X183587 12 10.47 0 5 0 22.47 Right-of-Way 1015 2558 2001 Dodge Dakota Pickup Truck 1B7GL22XX1S136086 12 10.40 5 5 10 22.40 replace Fire 0900 2550 2002 Ford Explorer 1FMZU72E62UA19480 11 11.35 5 5 0 22.35 Police 0800 2520 2000 Ford Crown Victoria Police Interceptor 2FAFP71W8YX163337 13 9.27 5 5 0 22.27 001- remove Fire 0900 2482 2001 Chevy Blazer 1GNCS13WX12223768 12 9.54 4 5 10 21.54 from fleet Parks 1010 2426 2001 Dodge Ram 1500 1/2 ton 1B7HC16X615714502 12 8.66 2 4 0 20.66 Police 0800 2475 2004 Ford Crown Victoria Police Interceptor 2FAFP71W04X117608 9 11.56 3 5 0 20.56 Parks 1010 2569 2011 Ford F150 1/2 Ton Pickup Truck 1FTMF1CM2BKD13210 2 18.44 4 0 0 20.44 Police 0800 2446 2002 Ford Crown Victoria Police Interceptor 2FAFP71W82X108054 11 9.26 5 5 0 20.26 Police 0800 2554 2001 Mercury Sable 1MEFM53U11A605777 12 7.48 5 5 0 19.48 Police 0800 2496 2006 Ford Crown Victoria Police Interceptor 2FAFP71WX6X128196 7 12.38 2 4 0 19.38 Police 0800 2447 2002 Ford Crown Victoria Police Interceptor 2FAFP71WX2X108055 11 8.17 1 5 0 19.17 Street 1240 2437 2001 Chrysler Ram 1500 1/2 ton Pickup Truck 1B7HC16Z41S232015 12 7.11 1 4 0 19.11 Street 1240 2439 2001 Chrysler Ram 3500 1 Ton Pickup Truck 3B6MC36641M550696 12 6.70 5 4 0 18.70 Facilities 1230 2456 2002 GMC GMC Sierra 1500 1/2 ton Pick up 1GTEC14T02Z330484 11 7.60 3 4 0 18.60 Police 0800 2448 2002 Ford Crown Victoria Police Interceptor 2FAFP71W12X108056 11 7.41 5 5 0 18.41 Police 0800 2489 2005 Ford Crown Victoria Police Interceptor 2FAFP71W35X141886 8 9.83 5 5 0 17.83 Police 0800 2524 2007 Ford Crown Victoria Police Interceptor 2FAFP71W77X142817 6 11.79 5 3 0 17.79 Facilities 1230 2425 2000 Ford F150 1/2 Ton Pickup Truck 1FTRF17W5YNB72044 13 4.30 5 5 0 17.30 171  Ten-Year Fleet Replacement Schedule Replacement Points Criteria Replace Division Acct Veh # Year Make Description VIN Age Miles Maint Life Cond Total FY2013-14 Police 0800 2513 2005 Buick LeSabre 1G4HP52K55U254079 8 9.00 5 5 0 17.00 Fire 0900 2483 2004 E-One Fire Truck Engine 7 4EN6AAA8941009006 9 7.58 0 3 0 16.58 Parks 1010 2465 2003 Ford F150 1/2 Ton Pickup Truck 2FTRF17L93CA75031 10 6.43 3 3 0 16.43 Police 0800 2408 1998 Ford E150 Van 1FTRE1468WHB27506 15 1.13 5 5 0 16.13 Right-of-Way 1015 2563 2006 Ford E350 Van 1FBNE31L86HA16401 7 8.72 5 0 0 15.72 Police 0800 2406 1999 Ford Crown Victoria Police Interceptor 2FAFP71W7XX131929 14 1.50 5 5 0 15.50 Police 0800 2403 1999 Ford Crown Victoria Police Interceptor 2FAFP71W6XX131923 14 1.35 5 5 0 15.35 Police 0800 2419 2000 Ford Crown Victoria Police Interceptor 2FAFP71W6YX163319 13 2.30 5 5 0 15.30 Police 0800 2526 2007 Ford Crown Victoria Police Interceptor 2FAFP71W07X142819 6 9.26 0 3 0 15.26 Right-of-Way 1015 2466 2003 Ford F150 1/2 Ton Pickup Truck 2FTRF17L73CA74072 10 5.20 4 4 0 15.20 Police 0800 2494 2006 Ford Crown Victoria Police Interceptor 2FAFP71W66X128194 7 8.15 0 4 0 15.15 Police 0800 2547 2008 Ford Crown Victoria Police Interceptor 2FAFP71V38X178805 5 10.13 1 2 0 15.13 Police 0800 2527 2007 Ford Crown Victoria Police Interceptor 2FAFP71W97X142818 6 8.68 1 3 0 14.68 Code Enf 1217 2455 2002 Ford Ranger 1FTYR1OD62PB25726 11 3.38 1 4 0 14.38 Police 0800 2546 2008 Ford Crown Victoria Police Interceptor 2FAFP71V18X178804 5 8.86 0 2 0 13.86 Police 0800 2495 2006 Ford Crown Victoria Police Interceptor 2FAFP71W86X128195 7 6.82 3 4 0 13.82 Fire 0900 2506 2006 GMC Rescue 6 Paramedic Truck 1GDE5E3276F428330 7 6.64 0 1 0 13.64 Recreation 1000 2485 2005 Chevy 1/2 Ton Pickup Truck 1GCEC14V05Z237132 8 5.62 2 2 0 13.62 Police 0800 2553 2006 Dodge Charger 2B3KA43GX6H512909 7 6.31 5 5 0 13.31 Parks 1010 2477 2004 Chevy 1/2 Ton Pickup Truck 1GCEC14V44Z240694 9 4.25 0 2 0 13.25 Police 0800 2548 2008 Ford Crown Victoria Police Interceptor 2FAFP71V58X178806 5 7.35 1 2 0 12.35 Police 0800 2525 2007 Ford Crown Victoria Police Interceptor 2FAFP71W77X142820 6 6.12 2 3 0 12.12 Fire 0900 2531 2007 Yukon GMC Yukon 2500 3/4 Ton 1GKGK26K47R369192 6 5.74 3 0 0 11.74 Police 0800 2556 2009 Ford Crown Victoria Police Interceptor 2FAHP71V49X120048 4 6.97 0 0 0 10.97 Street 1240 2486 2005 Chevy 1/2 Ton Pickup Truck 1GCEC14V55Z238261 8 2.88 1 1 0 10.88 Parks 1010 2498 2006 Ford 3/4 Ton Pickup Truck 1FTRF12286NA86812 7 3.82 0 0 0 10.82 Facilities 1230 2470 2003 Ford Cargo Van 1FTSE34L23HB21523 10 0.54 1 3 0 10.54 Facilities 1230 2540 2007 Dodge Ram 3/4 Ton Pickup Truck 3D7KR26DX7G828668 6 3.45 1 0 0 9.45 Police 0800 2499 2006 Ford 3/4 Ton Pickup Truck 1FTPF12V26NB22186 7 2.06 1 4 0 9.06 Parks 1010 2532 2007 Ford F150 1/2 Ton Pickup Truck 1FTRF12W77NA83713 6 2.73 0 0 0 8.73 Police 0800 2549 2008 Ford Crown Victoria Police Interceptor 2FAFP71V78X178807 5 3.23 1 2 0 8.23 Police 0800 2555 2009 Ford Crown Victoria Police Interceptor 2FAHP71V29X120047 4 4.22 5 0 0 8.22 Code Enf 1217 2535 2008 Ford Ranger 1FTYR10D08PA01122 5 3.05 2 0 0 8.05 Street 1240 2542 2008 Ford F-550 Flatbed Dump Truck 1FDAF56R58EC13915 5 3.00 0 0 0 8.00 Fleet 1220 2510 2007 Chevy 1 Ton Pickup truck 1GBJC34U57E116371 6 1.83 5 0 0 7.83 Fire 0900 2543 2008 Ford Ranger 1FTYR10U18PA62818 5 2.78 1 0 0 7.78 Engineering 1200 2537 2007 Ford F150 1/2 Ton Pickup Truck 1FTRF12207NA86370 6 1.66 0 0 0 7.66 Police 0800 2561 2010 Ford Expedition (U.S. Marshal) 1FMJU1G51AEA70932 3 2.53 5 0 0 5.53 Golf Grounds 1045 2538 2008 Ford F350 1 Ton Dump Truck 1FDWF36R18EB51116 5 0.34 0 0 0 5.34 Recreation 1000 2557 2009 Ford F-150 1/2 Ton Pickup Truck 1FTRF12W59KB89596 4 1.17 0 0 0 5.17 Police 0800 2577 2011 Ford Crown Victoria Police Interceptor 2FABP7BVXBX114099 2 1.82 1 0 0 3.82 Police 0800 2565 2011 Ford Crown Victoria Police Interceptor 2FABP7BV8BX116269 2 1.61 0 0 0 3.61 Police 0800 2564 2011 Ford Crown Victoria Police Interceptor 2FABP7B6BX116268 2 1.58 0 0 0 3.58 Police 0800 2566 2011 Ford Crown Victoria Police Interceptor 2FABP7BV4BX116267 2 1.55 0 0 0 3.55 Police 0800 2578 2011 Ford Crown Victoria Police Interceptor 2FABP7BV3BX114106 2 1.52 0 0 0 3.52 Police 0800 2579 2011 Ford Crown Victoria Police Interceptor 2FABP7BV7BX114108 2 1.15 0 0 0 3.15 Police 0800 2576 2011 Ford Crown Victoria Police Interceptor 2FABP7BV6BX114097 2 1.05 0 0 0 3.05 Police 0800 2567 2011 Ford Crown Victoria Police Interceptor 2FABP7BV2BX116266 2 0.89 0 0 0 2.89 Fire 0900 2586 2012 E-One Typhoon 4EN6AAA86C1007101 1 0.84 0 0 0 1.84 Parks 1010 2582 2012 Ford F150 1/2 Ton Pickup Truck 1FTMF1CF5CFA75283 1 0.53 0 0 0 1.53 SUV Bldg Insp 1215 2492 2006 Ford Ranger XLT Pickup Truck 1FTYR10DX6PA49207 7 4.68 2 0 0 11.68 Bldg Insp 1215 2508 2007 Ford Ranger 1FTYR1OD17PA10071 6 4.45 5 0 0 10.45 ROW CRA 2000 2457 2002 GMC GMC Sierra 1500 1/2 Ton Pick up 1GTEC14T12Z329621 11 5.42 1 5 0 16.42 Police CRA 0800 2488 2005 Ford Crown Victoria Police Interceptor 2FAFP71W55X141887 8 5.96 0 5 0 13.96 Parks CRA 2000 2487 2005 Chevy 1/2 Ton Pickup Truck 1GCEC14V45Z238333 8 3.44 5 1 0 11.44 Police CRA 0800 2523 2007 Ford Crown Victoria Police Interceptor 2FAFP71W57X142816 6 4.96 0 3 0 10.96 Police CRA 0800 2573 2011 Ford Crown Victoria Police Interceptor 2FABP7BV5BX114110 2 0.25 0 0 0 2.25 Police CRA 0800 2574 2011 Ford Crown Victoria Police Interceptor 2FABP7BV9BX114112 2 0.23 0 0 0 2.23 Police CRA 0800 2575 2011 Ford Crown Victoria Police Interceptor 2FABP7BV8BX114120 2 0.20 0 0 0 2.20 Sewer 1350 2343 1992 Ford F700 Cab & Chassis W/ 12' Flat Bed Dump Body 1FDNK74PXPVA01343 21 8.61 1 5 10 29.61 Water Ops 1310 2458 2002 GMC GMC Sierra 1500 1/2 ton Pick up 1GTEC14T72Z331633 11 17.22 4 4 5 28.22 replace Collections 1350 2322 1991 Ford F150 1/2 Ton Pickup Truck 1FTDF15Y0MNA98136 22 5.12 3 5 10 27.12 replace Water Ops 1310 2444 2001 Dodge Ram 1500 1/2 ton Pickup Truck 1B7HC162715249214 12 13.17 4 4 0 25.17 replace Collections 1350 2474 1994 Chevy Panel Van 1GBKP32Y9R3324007 19 5.91 5 5 0 24.91 Collections 1350 2398 1998 Ford F250 1 1/2 Ton Pickup Truck 1FTZF1724WNB78573 15 9.27 5 5 0 24.27 Water Ops 1310 2427 2000 Chevy 3/4 Ton Pickup Truck 1GBGC24R8YR217561 13 11.11 3 5 0 24.11 Sewer 1350 2462 2002 International 12yd Dump Truck 1HTWNADT03J070797 11 12.34 0 4 0 23.34 Water Dist 1340 2411 1999 Chevy Chevy 3/4 ton Pickup Truck 1GBGC24R5XR709205 14 7.83 1 5 0 21.83 Water Dist 1340 2471 2003 Ford F350 1 Ton Pickup Truck 1FDWF36P33ED09219 10 9.78 2 3 5 19.78 replace 172  Ten-Year Fleet Replacement Schedule Replacement Points Criteria Replace Division Acct Veh # Year Make Description VIN Age Miles Maint Life Cond Total FY2013-14 Collections 1350 2362 1995 Chevy Van 1GBHG31K4SF125958 18 1.46 0 5 0 19.46 Water Ops 1310 2469 2003 Ford Ranger 1FTYR10U53PB32376 10 9.45 5 3 0 19.45 Water Dist 1340 2432 2000 Ford Flatbed Truck w/dump body 3FDWF6580YMA72833 13 6.16 1 5 0 19.16 Collections 1350 2414 1999 Sterling 12 yard Dump Truck 2FZNALBB2YAF72924 14 4.82 0 5 0 18.82 Collections 1350 2438 2001 Chrysler Ram 3500 1 Ton Pickup Truck 3B6MC36621M550695 12 6.39 0 5 0 18.39 Water Ops 1310 2493 2006 GMC 1/2 Ton Sierra Pickup Truck 3GTEC14V36G190373 7 7.79 1 0 0 14.79 Sewer 1350 2473 2003 Ford F450 1 Ton Pickup Truck W/Hydraulic Acticulated Crane 1FDXF46P33ED85002 10 3.80 0 3 0 13.80 Water Ops 1310 2581 2012 ford F150 1/2 Ton Pickup Truck 1FTNF1CF5CKD38691 1 11.98 1 0 0 12.98 Water Dist 1340 2511 2007 Ford F350 1 Ton Pickup Truck 1FDWF36P67EA02326 6 6.73 1 0 0 12.73 Collections 1350 2484 2005 Ford 3/4 Ton Pickup Truck 1FTSX20P15EB86588 8 4.71 0 1 0 12.71 Sewer 1350 2429 2001 Freight Liner Sewer Cleaner 1FVXJJBB814G76285 12 0.25 0 5 0 12.25 Utilities 1300 2536 2007 Ford F150 1/2 Ton Pickup Truck 1FTRF12227NA86368 6 3.71 2 0 0 9.71 Sewer 1350 2552 2008 Freight Liner Sewer Cleaner 2FZHAWCY89AAD8583 5 2.98 0 0 0 7.98 Collections 1350 2530 2008 Ford 3/4 Ton F250 Pickup Truck 1FTSX20RX8EB33944 5 2.86 1 0 0 7.86 Water Ops 1310 2568 2011 Ford F250 Pickup Truck 1FT7X2AT4BEB76148 2 1.72 0 0 0 3.72 Collections 1350 2580 2012 Ford F150 1/2 Ton Pickup Truck 1FTMF1CM9CFA75284 1 1.14 0 0 0 2.14 Water Dist 1340 2583 2012 Ford F350 1 Ton Pickup Truck 1FDRF3G68CEB55061 1 0.79 0 0 0 1.79 Solid Waste 1360 2572 2012 International Knuckle Boom 3HAJTSKN1CL452297 1 25.25 2 0 0 26.25 Solid Waste 1360 2452 2002 Peterbilt Front Loader 1NPZLT0X62D714247 11 14.69 0 5 0 25.69 Solid Waste 1360 2366 1995 Peterbilt Rear Loader Cab/Chassis 1XPZL50X0TD709368 18 5.11 1 5 0 23.11 Solid Waste 1360 2479 2004 Ford Knuckle Boom 3FRXF75G14V692006 9 11.27 0 5 0 20.27 Solid Waste 1360 2467 2003 Peterbilt Automated Side Loader 1NPZLTOX53D715066 10 6.65 0 5 10 16.65 replace Solid Waste 1360 2401 1999 Peterbilt Automated Side Loader 1NPZLA9X1XD711514 14 2.14 0 5 0 16.14 Solid Waste 1360 2476 2004 Ford F350 1 Ton Pickup Truck 1FTWF32P54EC00112 9 6.07 0 5 0 15.07 Solid Waste 1360 2464 2003 Ford F350 1 Ton Pickup Truck 1FTWF32P83EC90256 10 3.51 3 5 0 13.51 Solid Waste 1360 2490 2006 Peterbilt Front Loader 1NPZL00X66D716522 7 6.33 3 5 0 13.33 Solid Waste 1360 2533 2007 International Knuckle Boom 1HTJTSKN98H575388 6 6.63 0 3 0 12.63 Solid Waste 1360 2451 2002 International Knuckle Boom 1HTSCABR92H546689 11 1.48 0 5 0 12.48 Solid Waste 1360 2507 2007 Peterbilt Automated Side Loader INPZLOOX37D717158 6 5.74 0 3 0 11.74 Solid Waste 1360 2545 2008 Peterbilt Front Loader 3BPZL50X68F718478 5 5.52 0 2 0 10.52 Solid Waste 1360 2551 2009 Sterling Knuckle Boom 2FZACGDT99AY74537 4 6.45 0 0 0 10.45 Solid Waste 1360 2509 2007 Ford F350 1 Ton Pickup Truck 1FTWF32PO7EA02364 6 4.30 1 3 0 10.30 Solid Waste 1360 2544 2005 Freight Liner 2 Ton Chassis & Container Truck (dumpster trk) 1FVACWDD85DV13027 8 1.23 4 5 0 9.23 Solid Waste 1360 2539 2008 Autocar Automated Side Loader 5VCDC6JF98H205623 5 4.17 3 2 0 9.17 Solid Waste 1360 2562 2010 Mack Front Loader 1M2AV02C2AM006191 3 4.27 0 0 0 7.27 Solid Waste 1360 2559 2010 Peterbilt Automated Side Loader 3BPZL50XXAF719963 3 3.47 1 0 0 6.47 Solid Waste 1360 2560 2010 Ford F150 1/2 Ton Pickup truck 1FTMF1CW8AKA20556 3 1.34 0 0 0 4.34 Solid Waste 1360 2571 2012 International Knuckle Boom 3HAJTKNXCL452296 1 2.81 2 0 0 3.81 Solid Waste 1360 2584 2012 Peterbilt Side Loader 3BPZL70X9CF152255 1 0.57 0 0 0 1.57 Stormwater 1380 2387 1997 GMC 1/2 Ton Pickup Truck 1GTEC14W6VZ548640 16 11.18 5 5 10 27.18 replace Stormwater 1380 2380 1997 Ford F350 1 Ton Pickup Truck 1FDKF37H4VEB54284 16 9.67 4 5 0 25.67 Stormwater 1380 2376 1997 Ford Dump Truck LNT8000 1FDZW82EXVVA16418 16 8.67 0 5 0 24.67 Stormwater 1380 2423 2000 Ford F150 1/2 Ton Pickup Truck 1FTRF17W1YNB72042 13 4.04 2 5 0 17.04 Stormwater 1380 2472 2003 Ford F350 1 Ton Pickup Truck 1FDWF36PX3ED09220 10 6.61 0 3 0 16.61 Stormwater 1380 2480 2004 Freight Liner Street Sweeper 49HAADBV44DM87086 9 4.40 0 2 0 13.40 replace Stormwater 1380 2491 2006 International 2 Ton Flat Bed Truck 1HTMPAFL76H231897 7 3.58 0 0 0 10.58 Stormwater 1380 2534 2008 Ford Ranger 1FTYR10D78PA01120 5 0.97 0 0 0 5.97 Vehicle Replacement (ten-year projection) FY2014 FY2015 FY2016 FY2017 FY2018 Column1 Total Replace Replace2 Replace3 Replace4 Replace5 General Fund 111 $ 431,867 $ 302,912 $ 347,912 $ 342,912 $ 342,912 FBC Fund 2 $ - $ - $ 20,000 $ 20,000 $ - CRA Fund 7 $ - $ 86,000 $ - $ 33,000 $ - Utilities Fund 27 $ 87,860 $ 70,000 $ 45,000 $ 80,000 $ 75,000 Sanitation Fund 22 $ 240,000 $ 315,000 $ 255,000 $ 300,000 $ 315,000 Stormwater Fund 8 $ 63,500 $ 62,900 $ 107,900 $ 52,900 $ 62,900 177 $ 823,227 $ 836,812 $ 775,812 $ 828,812 $ 795,812 FY2019 FY2020 FY2021 FY2022 FY2023 Column1 Total Replace Replace2 Replace3 Replace4 Replace5 General Fund 111 $ 442,912 $ 452,912 $ 422,912 $ 467,912 $ 497,912 FBC Fund 2 $ - $ - $ - $ - $ - CRA Fund 7 $ - $ - $ 99,000 $ - $ - Utilities Fund 27 $ 70,000 $ 80,000 $ 70,000 $ 80,000 $ 100,000 Sanitation Fund 22 $ 345,000 $ 345,000 $ 340,000 $ 230,000 $ 343,100 Stormwater Fund 8 $ 107,900 $ 52,900 $ - $ - $ - 177 $ 965,812 $ 930,812 $ 931,912 $ 777,912 $ 941,012 173 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 2013-14 budget, the first year of the CIP, is the only year for which funding may legally be appropriated. Future years’ funding requirements are identified, but are not authorized. The CIP provides information on the current and long-range infrastructure needs of the City and provides a mechanism for balancing needs and resources as well as setting priorities and schedules for capital projects. Each project or program is assigned a four-digit CIP number so expenditures can be easily tracked during the year and also across years. Each year as part of the budget process, the list of projects is reviewed for relevance, need, cost, and priority. The five-year CIP is revised annually based on the following parameters: • Relevance to City Council priorities, and Federal or State mandates • Maintenance and preservation of current infrastructure • Expansion of current program or service • Initiation of new program or service • Funding source 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. 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, City of Fort Walton Beach, FL 174 Capital Improvements Program non-ad valorem revenue bonds are payable solely from revenues derived from the pledged revenue (such as sales tax, local option fuel tax, and the guaranteed portion of municipal revenue sharing). • Special Revenue Sources – Include the following: • Impact Fees – Fees charged in advance of new development and designed to help pay for infrastructure needs resulting from the new development. These fees may only be charged to those who directly benefit from the new capital improvement and the fee must fairly reflect the cost of the improvements (e.g. water and sewer impact fees). • Special Assessments – Like impact fees, special assessments are levied against residents, agencies, or districts that directly benefit from the new service or improvement (e.g. sidewalks and street paving) and must be apportioned fairly. • User Fees and Charges – These revenues include a variety of license and permit fees, facility and program fees, and fines. They are rarely used as debt security for non-Enterprise Fund capital projects, but could be a source of direct funding of a small capital improvement. • Enterprise Fund User Fees – These revenues are derived from self-supporting business enterprises - utilities, sanitation, and stormwater - which provide services in return for compensation. The enterprise revenue used to secure debt is commonly termed “net-revenue” consisting of gross revenues less operating costs. • Note – A written, short-term promise to repay a specified amount of principal and interest on a certain date, payable from a defined source of anticipated revenue. Usually notes mature in one year or less. Rarely used by the City. • Commercial Paper - Generally defined as short term, unsecured promissory notes issued by organizations of recognized credit quality, usually a bank. Rarely used by the City. • Bond – An issuer’s obligation to repay a principal amount on a certain date (maturity date) with interest at a stated rate. Bonds are distinguishable from notes in that notes mature in a much shorter time period. • General Obligation Bonds – A bond secured by the full faith and credit of the City’s ad valorem taxing power. These are rarely used in Florida, and by the City in particular, due to the requirement for a voter referendum. • Revenue Bonds – Bonds payable from a specific revenue source, not the full faith and credit of an issuer’s taxing power and require no electoral approval. Pledged revenues are often generated by the operation or project being financed (e.g. sales tax, water user fees, golf user fees). City of Fort Walton Beach, FL 175  CITY OF FORT WALTON BEACH, FL Five Year Capital Improvements Program FIVE YEAR Page CIP Project Name FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17 FY 2017-18 TOTAL 178 5342 Fire Station 7 Renovation beyond current five-year CIP horizon - Fire - - - - - - 180 5071 Tennis Center Improvements - 20,000 21,000 37,500 - 78,500 Recreation - 20,000 21,000 37,500 - 78,500 182 5013 Jet Stadium Improvements - - - 55,000 210,000 265,000 Parks - - - 55,000 210,000 265,000 184 5037 Irrigation Improvements beyond current five-year CIP horizon - 186 5039 Bulkhead Replacement - - 82,500 - - 82,500 Golf Grounds - - 82,500 - - 82,500 188 5074 City Hall Complex Renovation beyond current five-year CIP horizon - 190 5147 Field Office Consolidation beyond current five-year CIP horizon - Facilities - - - - - - 192 5018 Street Resurfacing - 125,000 125,000 125,000 125,000 500,000 194 5306 Sidewalk Construction - 20,000 20,000 20,000 20,000 80,000 196 5327 Hooper Drive Improvements 65,000 - - - - 65,000 Streets 65,000 145,000 145,000 145,000 145,000 645,000 GENERAL FUND TOTAL 65,000 165,000 248,500 237,500 355,000 1,071,000 198 5018 Street Resurfacing - 100,000 100,000 100,000 100,000 400,000 200 5306 Sidewalk Construction - 40,000 40,000 40,000 40,000 160,000 CRA FUND TOTAL - 140,000 140,000 140,000 140,000 560,000 202 5056 Water Line Replacement 214,500 51,750 49,500 76,500 100,000 492,250 Water Distribution 214,500 51,750 49,500 76,500 100,000 492,250 204 5032 Sewer System Grouting & Lining 260,000 185,000 185,000 185,000 185,000 1,000,000 206 5048 Lift Station Rehabilitation 60,000 - - - - 60,000 208 5065 Sewer Line Replacement - 75,000 75,000 75,000 75,000 300,000 Sewer Collection & Treatment 320,000 260,000 260,000 260,000 260,000 1,360,000 UTILITIES FUND TOTAL 534,500 311,750 309,500 336,500 360,000 1,852,250 210 5019 Stormwater Improvements - 100,000 400,000 475,000 100,000 1,075,000 212 5327 Hooper Drive Improvements 15,000 - - - - 15,000 STORMWATER FUND TOTAL 15,000 100,000 400,000 475,000 100,000 1,090,000 GRAND TOTAL - ALL FUNDS 614,500 716,750 1,098,000 1,189,000 955,000 4,573,250 Where the funding comes from... …and where it goes General Fund Parks & Transportation Revenues Recreation 26% 24% 9% Utilities CRA TIF Revenues Revenues 64% 12% Stormwater Water & 24% Sewer 41% 176  FUNDING METHODOLOGY FY 2013-14 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 beyond current five-year CIP horizon - 2,050,000 - - - - - - 2,050,000 78,500 - - - - 78,500 - 78,500 - - - - 78,500 - 265,000 - - - - 265,000 - 265,000 - - - - 265,000 - beyond current five-year CIP horizon - 1,000,000 82,500 - - - - 82,500 - 82,500 - - - - 82,500 1,000,000 beyond current five-year CIP horizon - TBD beyond current five-year CIP horizon - TBD - - - - - - - 500,000 - - - - 500,000 - 80,000 - - - - 80,000 - 65,000 - - - - 65,000 Nov 2013 4 months - 645,000 - - - - 645,000 - 1,071,000 - - - - 1,071,000 3,050,000 400,000 - - - - 400,000 - 160,000 - - - - 160,000 - 560,000 - - - - 560,000 - 492,250 - - - - 492,250 Oct 2013 9 months - 492,250 - - - - 492,250 - 1,000,000 - - - - 1,000,000 Jan 2014 9 months - 60,000 - - - - 60,000 Mar 2014 1 month - 300,000 - - - - 300,000 - 1,360,000 - - - - 1,360,000 - 1,852,250 - - - - 1,852,250 - 600,000 - - 475,000 - 1,075,000 - (460,000) - - 475,000 - 15,000 Nov 2013 4 months - 140,000 - - 950,000 - 1,090,000 - - - 3,623,250 - - 950,000 - 4,573,250 3,050,000 Italics denotes a project beyond the current five-year CIP horizon. (1) Other includes special assessments and land sales. (2) In-kind matching grant contributions are budgeted as operational expenses (usually personal services). Note: Some projects also have carry-over funds, which are not included in these totals but noted as part of the budget resolution at the end of the budget document. 177  Capital Improvement Project (CIP) Request Department & Division: Fire Services CIP #: 5342 New Project Project Update CIP Title: Fire Station 7 Renovation Neighborhood: Investment Objective: Operational Impact: Objective: Renovate Fire Station 7 on Lewis Turner Blvd Justification: Station 7 was built in 1974. Station 6 was renovated in 2003. Scope: Add a training room and renovate the training tower. Note: This project is beyond the current five-year CIP horizon, but included for informational purposes. Current Year Objectives: n/a Financial Information FUNDING SOURCES Funding Type Fund FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17 FY 2017-18 5-Year Total Comments - $850K Bond Issue - $120K/yr Debt Payments - - - - - - - PROJECT EXPENSES Activity FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17 FY 2017-18 5-Year Total Comments - $850K Project Cost - $120K Annual Debt Service - - - - - - - - - Note: Totals for funding sources and project expenses must reconcile for each year. 178  REVENUE IMPACT (negative entries indicate a revenue reduction) Category FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17 FY 2017-18 5-Year Total Comments User Fees - No revenue impact Impact Fees - Other - Total - - - - - - OPERATING IMPACT (negative entries indicate a cost reduction) Category FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17 FY 2017-18 5-Year Total Comments Payroll - No payroll impact Operating - Operating impact TBD on specifications Capital Outlay - Total - - - - - - Project Update/Carry-Over Status: All prior year objectives are complete. Prior Year Activities Fiscal Year Activities Expense FY 2012-13 - FY 2011-12 Renovations to Bathrooms, Kitchen, Bunk Room, Day Room, Entry Room 24,477 FY 2010-11 Renovations to Bathrooms, Kitchen, Bunk Room, Day Room, Entry Room 47,637 FY 2009-10 - FY 2008-09 - 72,114 Station 7 on Lewis Turner Boulevard 179  Capital Improvement Project (CIP) Request Department & Division: Recreation & Cultural Services - Recreation CIP #: 5071 New Project Project Update CIP Title: Tennis Center Improvements Neighborhood: Investment Objective: Operating Impact: Objective: Replace fencing and landscaping as well as resurface tennis courts Justification: The Tennis Center was built in 1977 with assistance from a state grant. It is the home of four local schools' tennis teams, weekly leagues, and a $25,000 USTA Pro Circuit Women's Challenger. Scope: Replace interior fencing – 1500’ of 9’ vinyl coated fencing = $37,500 Replace interior fencing – 1500’ of 4’ vinyl coated fencing = $21,000 Resurface 4 remaining tennis courts = $15,000 Landscape interior around courts = $5,000 Current Year Objectives: n/a Financial Information FUNDING SOURCES Funding Type Fund FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17 FY 2017-18 5-Year Total Comments - 20,000 21,000 37,500 - 78,500 - - - 20,000 21,000 37,500 - 78,500 PROJECT EXPENSES Activity FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17 FY 2017-18 5-Year Total Comments 15,000 15,000 Resurface 4 courts 5,000 5,000 Landscaping 21,000 21,000 Replace 4' Fencing (1500ft) 37,500 37,500 Replace 9' Fencing (1500ft) - - 20,000 21,000 37,500 - 78,500 Note: Totals for funding sources and project expenses must reconcile for each year. 180  REVENUE IMPACT (negative entries indicate a revenue reduction) Category FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17 FY 2017-18 5-Year Total Comments User Fees - No revenue impact Impact Fees - Other - Total - - - - - - OPERATING IMPACT (negative entries indicate a cost reduction) Category FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17 FY 2017-18 5-Year Total Comments Payroll - Operating 250 250 500 Depending on landscaping selected, there may be Capital Outlay - a minimal increase in utilities Total - - - 250 250 500 Project Update/Carry-Over Status: n/a Prior Year Activities Fiscal Year Activities Expense FY 2012-13 - FY 2011-12 - FY 2010-11 - FY 2009-10 - FY 2008-09 - - Fort Walton Beach Tennis Center 181  Capital Improvement Project (CIP) Request Department & Division: Recreation & Cultural Services - Parks CIP #: 5013 New Project Project Update CIP Title: Jet Stadium Improvements Neighborhood: Investment Objective: Operating Impact: Objective: Pave Parking Area and Replace Field Lights Justification: Jet Stadium was built in 1955. The clay parking surface is problematic in inclement weather. An asphalt surface will also increase the amount of parking at the complex. Scope: Lay an aggregate base of crushed limerock over 51,425 sq. ft. in preparation for asphalt construction the following year. Replace lighting for baseball and football fields. Current Year Objectives: n/a Financial Information FUNDING SOURCES Funding Type Fund FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17 FY 2017-18 5-Year Total Comments 55,000 210,000 265,000 - - - - - 55,000 210,000 265,000 PROJECT EXPENSES Activity FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17 FY 2017-18 5-Year Total Comments 55,000 55,000 Limerock Aggregate 80,000 80,000 Parking Area Asphalt 130,000 130,000 Field Lighting - - - - - 55,000 210,000 265,000 Note: Totals for funding sources and project expenses must reconcile for each year. 182  REVENUE IMPACT (negative entries indicate a revenue reduction) Category FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17 FY 2017-18 5-Year Total Comments User Fees - No revenue impact Impact Fees - Other - Total - - - - - - OPERATING IMPACT (negative entries indicate a cost reduction) Category FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17 FY 2017-18 5-Year Total Comments Payroll - Operating (150) (150) 10% utilities decrease with more efficient lighting Capital Outlay - Total - - - - (150) (150) Project Update/Carry-Over Status: n/a Prior Year Activities Fiscal Year Activities Expense FY 2012-13 - FY 2011-12 - FY 2010-11 - FY 2009-10 - FY 2008-09 - - Jet Stadium Parking Lot 183  Capital Improvement Project (CIP) Request Department & Division: Recreation & Cultural Services - Golf Grounds CIP #: 5037 New Project Project Update CIP Title: Irrigation Improvements Neighborhood: Investment Objective: Operational Impact: Objective: Replace aging and inadequate irrigation system on the Pines golf course. Justification: The irrigation system was installed around 1967 with a life span of 40 years. Inadequate pipe size, rusting galvanized pipe, problems with isolation valves, poor head spacing, and lack of water coverage are some problems with this antiquated system. Scope: Irrigation project would be bid out to certified golf course irrigation contractor to replace all piping, sprinkler heads, and control system. Irrigation heads would be added to cover areas not currently watered. Golf course would have to be shut down for a 6-8 month period of time to complete the work. This project would be undertaken in conjunction with the rebuilding of greens to minimize course downtime. Note: this project is beyond the current five-year CIP horizon, but is included for informational purposes. Current Year Objectives: n/a Financial Information FUNDING SOURCES Funding Type Fund FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17 FY 2017-18 5-Year Total Comments - Funding Source TBD - - - - - - - - PROJECT EXPENSES Activity FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17 FY 2017-18 5-Year Total Comments - Project Cost TBD - - - - - - - - - - Note: Totals for funding sources and project expenses must reconcile for each year. 184  REVENUE IMPACT (negative entries indicate a revenue reduction) Category FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17 FY 2017-18 5-Year Total Comments User Fees - Revenue decrease while course closed for repairs Impact Fees - Other - Total - - - - - - OPERATING IMPACT (negative entries indicate a cost reduction) Category FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17 FY 2017-18 5-Year Total Comments Payroll - Operating - No operating impact because reclaimed water Capital Outlay - Total - - - - - - Project Update/Carry-Over Status: n/a Prior Year Activities Fiscal Year Activities Expense FY 2012-13 - FY 2011-12 - FY 2010-11 - FY 2009-10 - FY 2008-09 - - Pines Course Irrigation 185  Capital Improvement Project (CIP) Request Department & Division: Recreation & Cultural Services - Golf Grounds CIP #: 5039 New Project Project Update CIP Title: Bulkhead Replacement Neighborhood: Investment Objective: Operational Impact: Objective: Replace Deteriorating Bulkhead Justification: Current wood seawall is deteriorating and needs to be replaced before it fails. The wall is in place to stabilize the fairway so it will not fall into the canal. Scope: Bulkheads direct water flow and protect course conditions by preventing erosion. This project would replace the bulkhead on the Oaks course from Bridge #3 to #6 Tee. Current Year Objectives: n/a Financial Information FUNDING SOURCES Funding Type Fund FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17 FY 2017-18 5-Year Total Comments 82,500 82,500 - - - - 82,500 - - 82,500 PROJECT EXPENSES Activity FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17 FY 2017-18 5-Year Total Comments 82,500 82,500 - - - - - - 82,500 - - 82,500 Note: Totals for funding sources and project expenses must reconcile for each year. 186  REVENUE IMPACT (negative entries indicate a revenue reduction) Category FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17 FY 2017-18 5-Year Total Comments User Fees - No revenue impact Impact Fees - Other - Total - - - - - - OPERATING IMPACT (negative entries indicate a cost reduction) Category FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17 FY 2017-18 5-Year Total Comments Payroll - Operating - No operating impact Capital Outlay - Total - - - - - - Project Update/Carry-Over Status: n/a Prior Year Activities Fiscal Year Activities Expense FY 2012-13 - FY 2011-12 - FY 2010-11 - FY 2009-10 - FY 2008-09 - - Oaks Course Bulkhead 187  Capital Improvement Project (CIP) Request Department & Division: Engineering Services - Facilities CIP #: 5074 New Project Project Update CIP Title: City Hall Complex Renovation Neighborhood: Investment Objective: Operational Impact: Objective: Modernize City Hall Complex Justification: City Hall was constructed in 1963 and has undergone several additions, the last of which occurred in 1977. The buildings have exceeded their useful life and are highly energy inefficient. Scope: The City Hall Complex consists of City Hall, City Hall Annex, Council Chambers, and Auditorium. Major renovation of the buildings is needed to improve electrical, plumbing, and HVAC & lighting energy efficiency. The roofs on City Hall and the Council Chambers, installed in 1991, are comprised of pea gravel and hot tar and have exceeded their anticipated 15-year life but have experienced only small leaks so far. The Auditorium lacks ADA accessibility. Note: this project is beyond the current five-year CIP horizon, but is included for informational purposes. Current Year Objectives: n/a Financial Information FUNDING SOURCES Funding Type Fund FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17 FY 2017-18 5-Year Total Comments - Funding Source TBD - - - - - - - - PROJECT EXPENSES Activity FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17 FY 2017-18 5-Year Total Comments - Project Cost TBD - - - - - - - - - - Note: Totals for funding sources and project expenses must reconcile for each year. 188  REVENUE IMPACT (negative entries indicate a revenue reduction) Category FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17 FY 2017-18 5-Year Total Comments User Fees - Impact Fees - Other - Total - - - - - - OPERATING IMPACT (negative entries indicate a cost reduction) Category FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17 FY 2017-18 5-Year Total Comments Payroll - Operating - $30K utilities savings estimated Capital Outlay - Total - - - - - - Project Update/Carry-Over Status: All prior year objectives are complete. Prior Year Activities Fiscal Year Activities Expense FY 2012-13 - FY 2011-12 Repair Annex Light Sensor 4,058 FY 2010-11 Energy Efficiency Lighting Controls & Training Room Installed 16,784 FY 2009-10 - FY 2008-09 HVAC Chiller 19,752 40,593 City Hall 189  Capital Improvement Project (CIP) Request Department & Division: Engineering Services - Facilities CIP #: 5147 New Project Project Update CIP Title: Field Office Consolidation Neighborhood: Investment Objective: Operational Impact: Objective: Consolidate Field Offices Justification: These facilities were constructed in the 1970's. Consolidating operations in one location - perhaps behind the sanitation yard - would improve operational efficiency through reduced energy and building maintenance expenses and staffing efficiencies. Scope: The City operates several field offices off Hollywood Blvd: Facilities - supplies/equipment for City facilities; holiday decorations/parade float materials storage; sign shop operations. Fleet - 8 bays; supplies and equipment to maintain vehicles and heavy equipment are housed here. Field Office - water, sewer, stormwater, streets administrative offices. Engineering/Warehouse - engineering administrative offices; warehouse for utilities pipes & fixtures Sanitation - administrative offices. Major renovation of the buildings is needed to improve electrical, plumbing, and HVAC & lighting energy efficiency. Their prime location on Hollywood Blvd makes them suitable for sale for commercial or light industrial use, thereby increasing ad valorem revenues. Note: this project is beyond the currrent five-year CIP horizon, but is included for informational purposes. Current Year Objectives: n/a Financial Information FUNDING SOURCES Funding Type Fund FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17 FY 2017-18 5-Year Total Comments - Funding Source TBD - - - - - - - - PROJECT EXPENSES Activity FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17 FY 2017-18 5-Year Total Comments - Project Cost TBD - - - - - - - - - - Note: Totals for funding sources and project expenses must reconcile for each year. 190  REVENUE IMPACT (negative entries indicate a revenue reduction) Category FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17 FY 2017-18 5-Year Total Comments User Fees - Impact Fees - Other - Total - - - - - - OPERATING IMPACT (negative entries indicate a cost reduction) Category FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17 FY 2017-18 5-Year Total Comments Payroll - $35K staffing reduction anticipated Operating - $!0K utilities savings anticipated Capital Outlay - Total - - - - - - Project Update/Carry-Over Status: n/a Prior Year Activities Fiscal Year Activities Expense FY 2012-13 - FY 2011-12 - FY 2010-11 - FY 2009-10 - FY 2008-09 - - Facilities Maintenance Building 191  Capital Improvement Project (CIP) Request Department & Division: Engineering Services - Streets CIP #: 5018 New Project Project Update CIP Title: Street Resurfacing Neighborhood: Investment Objective: Operational Impact: Objective: Maintain Smooth Roadways Justification: Preventative maintenance prevents roadways from deteriorating to a point requiring more costly complete rehabilitation, and provides a safe, comfortable, and aesthetically pleasing transportation network. Scope: The City resurfaces a portion of roadway each year. Resurfacing is accomplished by conventional overlay or milling and resurfacing. Overlaying a road surface requires the use of compacted Type III asphalt to a depth of 1/2" to 1-1/2" over the existing asphalt surface. Milling and resurfacing requires cutting the existing asphalt surface down 1/2" to 1-1/2" and applying a new coat of asphalt and is the more expensive option for pavement improvement. Current Year Objectives: n/a Financial Information FUNDING SOURCES Funding Type Fund FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17 FY 2017-18 5-Year Total Comments - 125,000 125,000 125,000 125,000 500,000 Local Option Fuel Tax Revenue - - - 125,000 125,000 125,000 125,000 500,000 PROJECT EXPENSES Activity FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17 FY 2017-18 5-Year Total Comments 125,000 125,000 125,000 125,000 500,000 Locations Based on PCI - - - - - 125,000 125,000 125,000 125,000 500,000 Note: Totals for funding sources and project expenses must reconcile for each year. 192  REVENUE IMPACT (negative entries indicate a revenue reduction) Category FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17 FY 2017-18 5-Year Total Comments User Fees - No revenue impact Impact Fees - Other - Total - - - - - - OPERATING IMPACT (negative entries indicate a cost reduction) Category FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17 FY 2017-18 5-Year Total Comments Payroll - Operating - No operating impact Capital Outlay - Total - - - - - - Project Update/Carry-Over Status: All prior year objectives are complete. FY14 funding will be directed toward paving the last remaining dirt road in the City. Prior Year Activities Fiscal Year Activities Expense FY 2012-13 Crosswalks & Stop Bars 4,330 FY 2011-12 Gilmore Ct, Eagle St, Victoria Pl, Leila Pl, Poulton Dr, Fleet St, Rodney Ave, Deal Ave, Cowrie Ave, Robinwood Dr, Fourth St, Forsman Dr, and Forsman Cir 128,411 FY 2010-11 Odin Ln, North Sea Ln, Nordic Ln, Sea Rover Ln, Viking Dr, Eagle St, Bay Ct, Gregory Ave, Cecelia Dr, Lula Belle Ln 123,498 FY 2009-10 Street Overlays 134,874 FY 2008-09 Street Overlays 63,454 454,567 Pavement Condition Index 193  Capital Improvement Project (CIP) Request Department & Division: Engineering Services - Streets CIP #: 5306 New Project Project Update CIP Title: Sidewalk Construction Neighborhood: Investment Objective: Operational Impact: Objective: Construct New Sidewalks Justification: Increase pedestrian safety by providing an off-road corridor. Scope: This project constructs new and infill sidewalks for the purpose of providing a pedestrian transportation network throughout the entire City that will link the residential neighborhoods to each other and to public, recreational and commercial land uses. The City has categorized sidewalks into two distinct areas: high needs areas around schools and residential areas outside those areas routinely traveled by school children. The project objective is to install sidewalks on at least one side of all residential local streets and on both sides of all collector and arterial roadways. Current Year Objectives: n/a Financial Information FUNDING SOURCES Funding Type Fund FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17 FY 2017-18 5-Year Total Comments - 20,000 20,000 20,000 20,000 80,000 Local Option Fuel Tax - - - 20,000 20,000 20,000 20,000 80,000 PROJECT EXPENSES Activity FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17 FY 2017-18 5-Year Total Comments 20,000 20,000 20,000 20,000 80,000 Locations TBD - - - - - 20,000 20,000 20,000 20,000 80,000 Note: Totals for funding sources and project expenses must reconcile for each year. 194  REVENUE IMPACT (negative entries indicate a revenue reduction) Category FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17 FY 2017-18 5-Year Total Comments User Fees - No revenue impact Impact Fees - Other - Total - - - - - - OPERATING IMPACT (negative entries indicate a cost reduction) Category FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17 FY 2017-18 5-Year Total Comments Payroll - Operating 50 50 50 50 200 New sidewalk will be added to maintenance program Capital Outlay - Total - 50 50 50 50 200 Project Update/Carry-Over Status: All prior year objectives are complete. FY14 focus will be repairs/maintenance. Prior Year Activities Fiscal Year Activities Expense FY 2012-13 - FY 2011-12 Butler Drive NW, Lake Drive NW, Williams Street NW 88,164 FY 2010-11 - FY 2009-10 Driftwood Avenue SW 4,206 FY 2008-09 Hollywood Blvd 7,620 99,990 Sidewalk Construction 195  Capital Improvement Project (CIP) Request Department & Division: Engineering Services - Streets CIP #: 5327 New Project Project Update CIP Title: Hooper Drive Improvements Neighborhood: Investment Objective: Operational Impact: Objective: Paving and Drainage Improvements Justification: Paving Hooper Drive will eliminate the constant maintenance of the existing clay/gravel dirt road and make 100% of the cities roads paved. Scope: Hooper Drive is the last remaining City Street that is unpaved. It provides rear access to most of the City businesses located on Mary Esther Cutoff. This project includes grading, building a road base, asphalt pavement, laying storm drainage pipe, and installing curbing. Current Year Objectives: Complete the final engineering design, permitting, and preparation of the road for asphalt. Perform paving and construct curbing. Financial Information FUNDING SOURCES Funding Type Fund FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17 FY 2017-18 5-Year Total Comments 65,000 - - - - 65,000 - - 65,000 - - - - 65,000 PROJECT EXPENSES Activity FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17 FY 2017-18 5-Year Total Comments 65,000 65,000 - - - - 65,000 - - - - 65,000 Note: Totals for funding sources and project expenses must reconcile for each year. 196  REVENUE IMPACT (negative entries indicate a revenue reduction) Category FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17 FY 2017-18 5-Year Total Comments User Fees - No revenue impact Impact Fees - Other - Total - - - - - - OPERATING IMPACT (negative entries indicate a cost reduction) Category FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17 FY 2017-18 5-Year Total Comments Payroll - Operating - Street sweeping can be absorbed Capital Outlay - without budget impact Total - - - - - - Project Update/Carry-Over Status: n/a Prior Year Activities Fiscal Year Activities Expense FY 2012-13 - FY 2011-12 - FY 2010-11 - FY 2009-10 - FY 2008-09 - - Hooper Drive 197  Capital Improvement Project (CIP) Request Department & Division: Engineering Services - Streets (CRA) CIP #: 5018 New Project Project Update CIP Title: Street Resurfacing Neighborhood: Investment Objective: Operational Impact: Objective: Maintain Smooth Roadways Justification: Preventative maintenance prevents roadways from deteriorating to a point requiring more costly complete rehabilitation, and provides a safe, comfortable, and aesthetically pleasing transportation network. Scope: The City resurfaces a portion of roadway each year. Resurfacing is accomplished by conventional overlay or milling and resurfacing. Overlaying a road surface requires the use of compacted Type III asphalt to a depth of 1/2" to 1-1/2" over the existing asphalt surface. Milling and resurfacing requires cutting the existing asphalt surface down 1/2" to 1-1/2" and applying a new coat of asphalt and is the more expensive option for pavement improvement. Current Year Objectives: n/a Financial Information FUNDING SOURCES Funding Type Fund FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17 FY 2017-18 5-Year Total Comments - 100,000 100,000 100,000 100,000 400,000 - - - 100,000 100,000 100,000 100,000 400,000 PROJECT EXPENSES Activity FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17 FY 2017-18 5-Year Total Comments 50,000 50,000 50,000 50,000 200,000 Residential areas, solid line 50,000 50,000 50,000 50,000 200,000 Commercial areas, dashed line - - - - 100,000 100,000 100,000 100,000 400,000 Note: Totals for funding sources and project expenses must reconcile for each year. 198  REVENUE IMPACT (negative entries indicate a revenue reduction) Category FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17 FY 2017-18 5-Year Total Comments User Fees - No revenue impact Impact Fees - Other - Total - - - - - - OPERATING IMPACT (negative entries indicate a cost reduction) Category FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17 FY 2017-18 5-Year Total Comments Payroll - Operating - No operating impact Capital Outlay - Total - - - - - - Project Update/Carry-Over Status: FY13 project not completed will be carried over into FY14: Hollywood Blvd from Chicago Ave to Bay Dr Prior Year Activities Fiscal Year Activities Expense FY 2012-13 Crosswalks & Stop Bars 3,370 FY 2011-12 Alconese Ave, Chicago Ave, Windham Ave, Ferry Rd, Third St, Vine Ave, Perry Ave, Chestnut Ave, Chicago Ave, Tupelo Ave, Cedar Ave 122,251 FY 2010-11 Methodist Ave, Second St, Windham Ave, Lowery Pl, Tupelo Ave, Kiwi Pl, Church Ave, Park Pl, Shell Ave, Ferry Rd, Florida Blanca Pl 106,783 FY 2009-10 Bass Ave, Shell Ave, Third St, Fourth St, Tupelo Ave, & First St 132,850 FY 2008-09 Handicap Ramp on Windham 543 365,797 Pavement Condition Index 199  Capital Improvement Project (CIP) Request Department & Division: Engineering Services - Streets (CRA) CIP #: 5306 New Project Project Update CIP Title: Sidewalk Construction Neighborhood: Investment Objective: Operational Impact: Objective: Construct New Sidewalks Justification: Increase pedestrian safety by providing an off-road corridor. Scope: This project constructs new and infill sidewalks for the purpose of providing a pedestrian transportation network throughout the entire City that will link the residential neighborhoods to each other and to public, recreational and commercial land uses. The City has categorized sidewalks into two distinct areas: high needs areas around schools and residential areas outside those areas routinely traveled by school children. The project objective is to install sidewalks on at least one side of all residential local streets and on both sides of all collector and arterial roadways. Current Year Objectives: n/a Financial Information FUNDING SOURCES Funding Type Fund FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17 FY 2017-18 5-Year Total Comments - 40,000 40,000 40,000 40,000 160,000 - - - 40,000 40,000 40,000 40,000 160,000 PROJECT EXPENSES Activity FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17 FY 2017-18 5-Year Total Comments 40,000 40,000 40,000 40,000 160,000 Locations TBD - - - - - 40,000 40,000 40,000 40,000 160,000 Note: Totals for funding sources and project expenses must reconcile for each year. 200  REVENUE IMPACT (negative entries indicate a revenue reduction) Category FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17 FY 2017-18 5-Year Total Comments User Fees - No revenue impact Impact Fees - Other - Total - - - - - - OPERATING IMPACT (negative entries indicate a cost reduction) Category FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17 FY 2017-18 5-Year Total Comments Payroll - Operating 50 50 50 50 200 New sidewalk will be added to maintenance program Capital Outlay - Total - 50 50 50 50 200 Project Update/Carry-Over Status: All prior year objectives are complete. FY14 focus will be repairs/maintenance. Prior Year Activities Fiscal Year Activities Expense FY 2012-13 Alconese Ave, Perry Ave 8,135 FY 2011-12 Harbeson Ave, Methodist Ave, Carson Dr, Florida Blanca Pl, Alconese Ave, Brooks St, Vine Ave, Alconese Ave 73,565 FY 2010-11 Windham Ave, Second St, First St, Third Ave, and Tupelo Ave 134,669 FY 2009-10 Harbeson, Perry, Bass, First, Tupelo, Third, Ferry, Cedar, and Shell 25,238 FY 2008-09 - 241,608 Sidewalk Construction 201  Capital Improvement Project (CIP) Request Department & Division: Utility Services - Water Distribution CIP #: 5056 New Project Project Update CIP Title: Water Line Replacement Neighborhood: Investment Objective: Operational Impact: Objective: Replace Substandard Water Lines Justification: Improved water pressure and fire protection. Scope: 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 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. Current Year Objectives: Oak Street from Chicago Ave to Magnolia Ave (Elliott's Point neighborhood) - in-house labor Stacy Circle from Okaloosa Rd to Okaloosa Rd (Ferry Park neighborhood) - in-house labor Nebraska Avenue from Texas St to Hughes Ave (Ferry Park neighborhood) - in-house labor Cinco Bridge 16" Water Line (various neighborhoods) - contracted project Financial Information FUNDING SOURCES Funding Type Fund FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17 FY 2017-18 5-Year Total Comments 214,500 51,750 49,500 76,500 100,000 492,250 Operating Revenue - - 214,500 51,750 49,500 76,500 100,000 492,250 PROJECT EXPENSES Activity FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17 FY 2017-18 5-Year Total Comments 64,500 64,500 Oak St., Stacy Cir., Nebraska Ave. 25,000 25,000 Cinco Bridge Water Line 125,000 125,000 Cinco Bridge Water Line 51,750 51,750 Andalusia St, Vista St, Wheeler St 49,500 49,500 London Ave, Robinwood Dr 76,500 76,500 Moriarity St, Oregon Dr 100,000 100,000 Locations TBD 214,500 51,750 49,500 76,500 100,000 492,250 Note: Totals for funding sources and project expenses must reconcile for each year. 202  REVENUE IMPACT (negative entries indicate a revenue reduction) Category FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17 FY 2017-18 5-Year Total Comments User Fees - No revenue impact Impact Fees - Other - Total - - - - - - OPERATING IMPACT (negative entries indicate a cost reduction) Category FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17 FY 2017-18 5-Year Total Comments Payroll - Operating - Preventative maintenance minimizes Capital Outlay - emergency repairs Total - - - - - - Project Update/Carry-Over Status: FY13 projects not completed will be carried over into FY14: Bayou Woods Dr, Watson Dr Prior Year Activities Fiscal Year Activities Expense FY 2012-13 California Dr, Baker Ave, Coral Dr, Soundside, Bayou Woods, Watson Dr 39,891 FY 2011-12 Laurie Dr, Hunter Pl, California Dr, Baker Ave, Coral Dr, Irwin Ave 145,612 FY 2010-11 Baytowne View, Judicial Center, Girard Avenue - new development 11,286 FY 2009-10 Judicial Center Water Main Extension 56,892 FY 2008-09 Kepner Dr. 87,861 341,543 Old Line Removed, Ready for New Line Installation 203  Capital Improvement Project (CIP) Request Department & Division: Utility Services - Sewer CIP #: 5032 New Project Project Update CIP Title: Sewer System Grouting & Lining Neighborhood: Investment Objective: Operational Impact: Objective: Grout & Line Sewer Lines Justification: Improved grouting and lining helps prevent inflow and infiltration and decreases treatment costs, stop-ups, and emergency repairs or sanitary sewer outflows. Scope: The City has 110 miles of sewer lines, with a majority of the lines consisting of clay pipe. Clay and unlined cast iron pipe are susceptible to root intrusion, offset joints and cracking due to the brittleness of the material. These problems allow a significant amount of inflow and infiltration and debris into the wastewater system, which can eventually result in stop-ups and possibly sanitary sewer overflows. Prior to performing the rehabilitation, mains and manholes are inspected via closed-circuit television and monitored for leaks and other problems. The rehabilitation techniques include cured-in-place pipe lining, epoxy- or urethane-based manhole lining, and chemical root treatment. Current Year Objectives: Locations based on upon SSES Pilot Project, video reports, and maintenace. Determination if line is to be replaced or lined will come from video reports. Preliminarily, segments in the following locations will be lined in FY 2014: Ajax Dr, Anchors St, Blake Ave, Combs Manor Ct, Fleet St, Uptown Station, Gilmore Ct Financial Information FUNDING SOURCES Funding Type Fund FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17 FY 2017-18 5-Year Total Comments 260,000 185,000 185,000 185,000 185,000 1,000,000 Operating Revenues - - 260,000 185,000 185,000 185,000 185,000 1,000,000 PROJECT EXPENSES Activity FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17 FY 2017-18 5-Year Total Comments 260,000 185,000 185,000 185,000 185,000 1,000,000 Locations TBD - - - - 260,000 185,000 185,000 185,000 185,000 1,000,000 Note: Totals for funding sources and project expenses must reconcile for each year. 204  REVENUE IMPACT (negative entries indicate a revenue reduction) Category FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17 FY 2017-18 5-Year Total Comments User Fees - No revenue impact Impact Fees - Other - Total - - - - - - OPERATING IMPACT (negative entries indicate a cost reduction) Category FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17 FY 2017-18 5-Year Total Comments Payroll - Operating - Inflow & infiltration can increase the City's Capital Outlay - wastewater treatment bill by as much as Total - - - - - - $150K/mo during a rainy month Project Update/Carry-Over Status: All prior year objectives are completed. Prior Year Activities Fiscal Year Activities Expense FY 2012-13 Sanitary Sewer Evaluation Study, Lining in Place 74,881 FY 2011-12 Sanitary Sewer Evaluation Study, Lining in Place 230,020 FY 2010-11 Sanitary Sewer Evaluation Study 132,619 FY 2009-10 Pump Station #1 - Repair 36" Gravity Main 70,175 FY 2008-09 - 507,694 Checking Sewer Line 205  Capital Improvement Project (CIP) Request Department & Division: Utility Services - Sewer CIP #: 5048 New Project Project Update CIP Title: Lift Station Rehabilitation Neighborhood: Investment Objective: Operational Impact: Objective: Maintain, rehabilitate, and replace sewer lift stations Justification: Improved grouting and lining helps prevent inflow and infiltration and decreases treatment costs, stop-ups, and emergency repairs or sanitary sewer outflows. Scope: Due to the flat terrain within the City, the wastewater system contains 44 lift stations to convey wastewater from customers to the two major pump stations for transmission to the Wastewater Treatment Plant. Items included in this project include lining the walls of the wet well with an epoxy-based liner, installing a new access hatch with safety grating, installing a guide rail system with breakaway fittings for easier pump removal, and installing a bypass connection to maintain station operations during repairs and maintenance. Some older lift stations also require relocation and installation of a new wet well, pumps, and piping. Current Year Objectives: Set new lift station wet well at Lift Station #8 on Yacht Club Drive. Financial Information FUNDING SOURCES Funding Type Fund FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17 FY 2017-18 5-Year Total Comments 60,000 - - - - 60,000 - - 60,000 - - - - 60,000 PROJECT EXPENSES Activity FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17 FY 2017-18 5-Year Total Comments 60,000 60,000 Lift Station #8 - - - - 60,000 - - - - 60,000 Note: Totals for funding sources and project expenses must reconcile for each year. 206  REVENUE IMPACT (negative entries indicate a revenue reduction) Category FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17 FY 2017-18 5-Year Total Comments User Fees - No revenue impact Impact Fees - Other - Total - - - - - - OPERATING IMPACT (negative entries indicate a cost reduction) Category FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17 FY 2017-18 5-Year Total Comments Payroll - Operating - Preventative maintenance minimizes Capital Outlay - emergency repairs Total - - - - - - Project Update/Carry-Over Status: All prior year objectives are complete. Prior Year Activities Fiscal Year Activities Expense FY 2012-13 - FY 2011-12 - FY 2010-11 LS # 8 Wet wells, pumps, valves 9,250 FY 2009-10 LS #2 cutter assembly, LS #3 valve vault 70,086 FY 2008-09 LS #17 23,149 102,485 Lift Station #17 207  Capital Improvement Project (CIP) Request Department & Division: Utility Services - Sewer CIP #: 5065 New Project Project Update CIP Title: Sewer Line Replacement Neighborhood: Investment Objective: Operational Impact: Objective: Replace deteriorating sewer lines Justification: Replacing deteriorating sewer lines decreases inflow and infiltration, which will reduce the stress on lift stations and will avoid sanitary sewer overflows. Scope: Replacing sewer lines that are deteriorating due to the surrounding environment and age of the system as part of a routine maintenance program will prevent inflow and infiltration, backups, and sanitary sewer overflows. Mainline and lateral video inspection identifies the general condition of the pipe, the type of pipe, the alignment, any failures in the pipe, and the severity of the problem. Other factors considered are the depth of the line, the slope, and how many services are on the line. Current Year Objectives: Locations based on upon SSES Pilot Project, video reports, and maintenace. Determination if line is to be replaced or lined will come from video reports. Financial Information FUNDING SOURCES Funding Type Fund FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17 FY 2017-18 5-Year Total Comments - 75,000 75,000 75,000 75,000 300,000 Operating Revenue - - - 75,000 75,000 75,000 75,000 300,000 PROJECT EXPENSES Activity FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17 FY 2017-18 5-Year Total Comments 75,000 75,000 75,000 75,000 300,000 Locations TBD - - - - - 75,000 75,000 75,000 75,000 300,000 Note: Totals for funding sources and project expenses must reconcile for each year. 208  REVENUE IMPACT (negative entries indicate a revenue reduction) Category FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17 FY 2017-18 5-Year Total Comments User Fees - No revenue impact Impact Fees - Other - Total - - - - - - OPERATING IMPACT (negative entries indicate a cost reduction) Category FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17 FY 2017-18 5-Year Total Comments Payroll - Operating - Inflow & infiltration can increase the City's Capital Outlay - wastewater treatment bill by as much as Total - - - - - - $150K/mo during a rainy month Project Update/Carry-Over Status: All prior year objectives have been completed. Prior Year Activities Fiscal Year Activities Expense FY 2012-13 - FY 2011-12 - FY 2010-11 Alabama Avenue Sewer Line Relocation 11,072 FY 2009-10 Alabama Avenue Sewer Line Relocation 16,701 FY 2008-09 Holmes Blvd - Martisa Rd to Memorial Pkwy 126,710 154,483 Replacing a Sewer Line 209  Capital Improvement Project (CIP) Request Department & Division: Engineering Services - Stormwater CIP #: 5019 New Project Project Update CIP Title: Stormwater Improvements Neighborhood: Investment Objective: Operational Impact: Objective: Replace and Improve Stormwater Infrastructure Justification: Stormwater infrastructure ensures the proper quantity and quality of stormwater runoff, thereby protecting the health and safety of our citizens. Scope: This program involves the replacement or improvement of stormwater infrastructure, and also serves to address potential cross-connection problems with private sewage systems and subsequent water quality issues, helping the City meet National Pollutant Discharge Elimination System (NPDES) Phase II requirements. Current Year Objectives: n/a Financial Information FUNDING SOURCES Funding Type Fund FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17 FY 2017-18 5-Year Total Comments - 100,000 400,000 100,000 600,000 475,000 475,000 In-Kind Services for FDEP Grant - - 100,000 400,000 475,000 100,000 1,075,000 PROJECT EXPENSES Activity FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17 FY 2017-18 5-Year Total Comments 100,000 100,000 200,000 Corrugated Metal Pipe 400,000 400,000 Powell Drive 475,000 475,000 North Holding Pond Upgrades - - - 100,000 400,000 475,000 100,000 1,075,000 Note: Totals for funding sources and project expenses must reconcile for each year. 210  REVENUE IMPACT (negative entries indicate a revenue reduction) Category FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17 FY 2017-18 5-Year Total Comments User Fees - No revenue impact Impact Fees - Other - Total - - - - - - OPERATING IMPACT (negative entries indicate a cost reduction) Category FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17 FY 2017-18 5-Year Total Comments Payroll - Operating - No operating impact, but quality of life Capital Outlay - improvement for residents Total - - - - - - Project Update/Carry-Over Status: All prior year objectives are complete. Prior Year Activities Fiscal Year Activities Expense FY 2012-13 - FY 2011-12 - FY 2010-11 Fountainhead Condos 118,851 FY 2009-10 Linstew Drive 87,356 FY 2008-09 - 206,207 Deteriorating Storm Drain 211  Capital Improvement Project (CIP) Request Department & Division: Engineering Services - Stormwater CIP #: 5327 New Project Project Update CIP Title: Hooper Drive Improvements Neighborhood: Investment Objective: Operational Impact: Objective: Paving and Drainage Improvements Justification: Paving Hooper Drive will eliminate the constant maintenance of the existing clay/gravel dirt road and make 100% of the cities roads paved. Scope: Hooper Drive is the last remaining City Street that is unpaved. It provides rear access to most of the City businesses located on Mary Esther Cutoff. This project includes grading, building a road base, asphalt pavement, laying storm drainage pipe, and installing curbing. Current Year Objectives: Complete the final engineering design, permitting, and preparation for storm drainage. Install drainage pipe. Financial Information FUNDING SOURCES Funding Type Fund FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17 FY 2017-18 5-Year Total Comments 15,000 - - - - 15,000 - - 15,000 - - - - 15,000 PROJECT EXPENSES Activity FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17 FY 2017-18 5-Year Total Comments 15,000 15,000 - - - - 15,000 - - - - 15,000 Note: Totals for funding sources and project expenses must reconcile for each year. 212  REVENUE IMPACT (negative entries indicate a revenue reduction) Category FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17 FY 2017-18 5-Year Total Comments User Fees - No revenue impact Impact Fees - Other - Total - - - - - - OPERATING IMPACT (negative entries indicate a cost reduction) Category FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17 FY 2017-18 5-Year Total Comments Payroll - Operating - Storm drain monitoring can be absorbed Capital Outlay - without budget impact Total - - - - - - Project Update/Carry-Over Status: n/a Prior Year Activities Fiscal Year Activities Expense FY 2012-13 - FY 2011-12 - FY 2010-11 - FY 2009-10 - FY 2008-09 - - Hooper Drive 213 214 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 20,194 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. With the purchase of the Fort Walton Landing Park in 1986, which has become the City’s premier gathering place along Santa Rosa Sound, and building upon that with the complete reconstruction of Brooks Street, the City’s downtown waterfront was opened up to an extent never before realized and spurred economic growth downtown. Since the late 1990’s rapid growth and development has occurred in the West Florida region, and along with that growth comes the promise of great economic benefits to the Landing Park City. However, unbridled development could destroy Fort Walton Beach’s unique character. Protecting the Environment: Downtown Redevelopment: Upgrading Infrastructure: Building an Oyster Reef Indianola Condominiums Water Tank Replacement City of Fort Walton Beach, FL 215 Statistical Information DATE OF INCORPORATION: June 16, 1941 FORM OF GOVERNMENT: Council & Manager PAVED STREETS: 93.06 miles GEOGRAPHIC AREA: 7.41 square miles SIDEWALKS: 63.93 miles TAXABLE ASSESSED VALUE: $1,128,838,962 WATER & SEWER LINES: 237.39 miles CITY MILLAGE RATE: 5.7697 STORM DRAIN: 41.64 miles POPULATION: 20,194 POLICE STATIONS: 1 FIRE STATIONS: 2 EMPLOYEES: 344 positions, 291.02 FTE’s LIBRARIES: 1 MUSEUMS: 4 SWORN POLICE OFFICERS: 43 18-HOLE GOLF COURSES: 2 FIREFIGHTING PERSONNEL: 36 ACRES OF PARKS: 182.70 CITY NEIGHBORHOODS KENWOOD SOUTH BAYOU GARNIERS BEACH W.E. COMBS NORTHWEST OAKLAND FERRY PARK BEAL SEABREEZE PARKWAY ELLIOTT'S POINT EAST MIRACLE STRIP City of Fort Walton Beach, FL 216 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 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, City of Fort Walton Beach, FL 217 Statistical Information 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 areas which require attention by the City to see that properties are properly maintained. City of Fort Walton Beach, FL 218 Statistical Information 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 219 Statistical Information LOCATION Jacksonville Fort Walton Beach Tallahassee Orlando Tampa Miami WEATHER Summer Temp. 80°F Winter Temp. 51°F Annual Rainfall 64” LOCAL AREA ECONOMY Top 10 Employers Employer Product/Service Employees USAF – Eglin AFB* Air Force Test & Training 19,310 USAF – Hurlburt AFB** Air Force Special Operations 10,564 Okaloosa County School District Education Services 3,124 Okaloosa County Government Local Government Services 1,346 Fort Walton Beach Medical Center Medical Services 1,097 Lockheed Martin Corporation Military Technical Support 827 InDyne Inc. Military Technical Support 800 Northwest Florida State College Higher Education Services 701 Jacobs Technology – TEAS Group Military Technical Support 566 ResortQuest Property Management 463 DRS Training & Control Systems Defense Electronics 439 *Includes military, civilian, and contractor personnel **Includes military and civilian personnel Non-Agricultural Employment by Industry Federal Government, 10.1% State & Local Other Services, 3.9% Government, 9.2% Mining, Logging, & Construction, 5.0% Leisure & Hospitality, 18.1% Manufacturing, 4.1% Trade, Transportation, & Utilities, 17.6% Education & Health Services, 11.0% Information, 1.2% Professional & Business Financial Activities, Services, 13.8% 6.1% City of Fort Walton Beach, FL 220  Statistical Information DEMOGRAPHICS FWB Population by Race FWB Age Distribution 100% 3500 Two or More Races 90% 3000 Other 80% 2500 70% Native Hawaiian or Pacific Islander 60% 2000 American Indian or Alaka People Native 50% 1500 Asian 40% 1000 Hispanic or Latino 30% 20% 500 Black 10% 0 White Under 10-19 20-29 30-39 40-49 50-59 60-69 70-79 Over 85 10 0% FWB Population Housing Units 22000 20000 18000 Owner Occupied, 16000 5160, 61% 14000 People 12000 10000 8000 6000 4000 2000 Renter Occupied, 3241, 39% 0 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 Median Income by Florida County (in thousands) $75 $60 $45 $30 $15 $0 Lafayette Lee Lake Seminole Okaloosa Desoto Hamilton Levy Washington Bradford Polk Hillsborough Pasco Bay Leon Putnam Gilchrist Taylor Sumter Gulf Indian River Flagler Baker Collier Highlands Homes Glades Citrus Pinellas St. Johns Dixie Okeechobee Suwannee Hardee Columbia Alachua Charlotte St. Lucie Miami-Dade Volusia Orange Osceola Escambia Santa Rose Manatee Sarasota Wakulla Monroe Calhoun Hendry Madison Franklin Jackson Marion Union Liberty Hernando Martin Broward Palm Beach Brevard Walton Gadsden Jefferson Clay Nassau Duval City of Fort Walton Beach, FL 221 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 2009 2010 2011 2012 2013 prelim Property Tax Burden Comparison for Okaloosa County’s Residents Ad Valorem Municipality Total Millage Taxable Value Population per Capita Laurel Hill 14.5218 $15.1M 529 $415 Valparaiso 15.5458 $185.4M 5,226 $552 Crestview 16.8684 $920.3M 22,742 $683 Mary Esther 13.6653 $250.8M 3,857 $888 Niceville 14.7218 $815M 13,309 $902 Fort Walton Beach 16.7915 $1128.8M 20,194 $939 Shalimar 15.0218 $86.5M 731 $1,778 Cinco Bayou 15.3718 $45.8M 385 $1,827 Destin 13.5218 $3825.2M 12,404 $4,170 Okaloosa County* 14.7518 $13823.6M 185,803 $1,098 *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 - 2012 Taxpayer Total Taxable Value Percentage Uptown Station Investors LLC 14,236,425 1.27% Presidio Developers LLC 7,395,000 0.66% BLC Westwood LLC 6,287,673 0.56% DRS Training & Control Systems 4,916,159 0.44% DDRM Shoppes at Paradise 4,867,494 0.43% FNBT.COM Bank 4,193,682 0.37% Choctaw Plaza LTD 4,095,529 0.37% EHC II-Captain’s Quarters LLC 4,088,691 0.37% Mariner Plaza Realty Assoc. 3,736,780 0.33% Brown, Brown, & Brown 3,605,499 0.32% $57,422,932 5.12% Other Taxpayers $1,061,993,042 94.88% Total Taxable Assessed Value $1,119,415,974 100.00% City of Fort Walton Beach, FL 222 Statistical Information SELECT FEE SCHEDULES Water & Wastewater Rates Effective October 1, 2013 (1,2) Residential Commercial Monthly Water Rates (3) (3) Res 2010-9 03/23/10 Inside Outside Inside Outside (4) Lifeline Rate $8.55 $10.68 $8.55 $10.68 Res 2010-9 03/23/10 Monthly Base Charge, Meter Size: Res 2010-9 03/23/10 3/4" $8.55 $10.68 $8.55 $10.68 Res 2010-9 03/23/10 1.0" $8.55 $10.68 $8.55 $10.68 Res 2010-9 03/23/10 1.5" $11.63 $14.53 $11.63 $14.53 Res 2010-9 03/23/10 2.0" $19.75 $24.68 $19.75 $24.68 Res 2010-9 03/23/10 3.0" $30.10 $37.62 $30.10 $37.62 Res 2010-9 03/23/10 4.0" $37.62 $47.02 $37.62 $47.02 Res 2010-9 03/23/10 6.0" $59.85 $74.81 $59.85 $74.81 Res 2010-9 03/23/10 8.0" & 10.0" $89.69 $112.11 $89.69 $112.11 Res 2010-9 03/23/10 Multi-Residential / Multi-Commercial, Additional $6.33 $7.91 $8.55 $10.68 Res 2011-14 06/14/11 per Unit (3) Gallonage Rate-per 1,000 gallons per unit Inside Outside Res 2010-9 03/23/10 Block 1 (0-2,000) Included in Monthly Base Charge Res 2010-9 03/23/10 Block 2 (2,001 - 4,000) $2.55 $3.18 Res 2010-9 03/23/10 Block 3 (4,001 - 8,000) $3.12 $3.90 Res 2010-9 03/23/10 Block 4 (8,001 +) $4.68 $5.85 Res 2010-9 03/23/10 (2) Monthly Wastewater Rates Residential Commercial Res 2010-9 03/23/10 (4) Lifeline Rate $18.75 Res 2010-9 03/23/10 Monthly Base Charge $18.75 $22.50 Res 2010-9 03/23/10 (4,5) Gallonage Rate-per 1,000 gallons per unit Res 2010-9 03/23/10 Block 1 (0-2,000) Included in Monthly Base Charge Res 2010-9 03/23/10 Block 2 (2,001 +) $5.89 $7.07 Res 2010-9 03/23/10 (1) Irrigation customers subject to water rates as outlined herein; (2)Monthly Base Charge is per Unit. Residential Single Family and Commercial count as 1 unit. Multi-Family and Multi-Commercial are billed according to meter size and unit count; (3)Outside City surcharge of 25% for water; (4)Single (5) family residence with less than 2,000 gallons per month; Residential service capped at 16,000 gallons per unit. Note: the FY 2013-14 budget is predicated on a 5% water & sewer rate increase on 10/1 rather than the currently adopted 3% rate increase. A new five-year rate study is underway to determine the required rate increase to generate enough revenue to sustain a renewal and replacement reserve and the debt service associated with the new force main and pump station. Basic Garbage Rates Residential: Garbage Tipping* Total One Container $10.60 $6.45 $17.05 Res 2013-2 01/08/13 Two Containers $21.20 $12.80 $34.00 Res 2013-2 01/08/13 Residential Dumpsters, Individual meters $10.60 $6.45 $17.05 Res 2013-2 01/08/13 Commercial: One Container $28.60 $7.25 $35.85 Res 2013-2 01/08/13 Two Containers $57.20 $14.55 $71.75 Res 2013-2 01/08/13 Sharing Dumpster (Minimum charge) $28.60 $7.25 $35.85 Res 2013-2 01/08/13 2 Cubic Yards: 2 Cubic Yards, 2 x week $60.70 $52.40 $113.10 Res 2013-2 01/08/13 2 Cubic Yards, 3 x week $91.05 $78.50 $169.55 Res 2013-2 01/08/13 2 Cubic Yards, 4 x week $121.45 $104.55 $226.00 Res 2013-2 01/08/13 2 Cubic Yards, 5 x week $151.75 $130.70 $282.45 Res 2013-2 01/08/13 2 Cubic Yards, 6 x week $182.10 $156.80 $338.90 Res 2013-2 01/08/13 4 Cubic Yards: 4 Cubic Yards, 2 x week $85.70 $104.55 $190.25 Res 2013-2 01/08/13 4 Cubic Yards, 3 x week $128.55 $156.80 $285.35 Res 2013-2 01/08/13 4 Cubic Yards, 4 x week $171.40 $209.05 $380.45 Res 2013-2 01/08/13 4 Cubic Yards, 5 x week $214.25 $261.30 $475.55 Res 2013-2 01/08/13 4 Cubic Yards, 6 x week $257.10 $313.55 $570.65 Res 2013-2 01/08/13 6 Cubic Yards: 6 Cubic Yards, 2 x week $112.50 $156.80 $269.30 Res 2013-2 01/08/13 6 Cubic Yards, 3 x week $168.75 $235.20 $403.95 Res 2013-2 01/08/13 6 Cubic Yards, 4 x week $224.95 $313.55 $538.50 Res 2013-2 01/08/13 6 Cubic Yards, 5 x week $281.20 $391.90 $673.10 Res 2013-2 01/08/13 6 Cubic Yards, 6 x week $337.45 $470.35 $807.80 Res 2013-2 01/08/13 8 Cubic Yards: 8 Cubic Yards, 2 x week $135.70 $209.05 $344.75 Res 2013-2 01/08/13 8 Cubic Yards, 3 x week $203.55 $313.55 $517.10 Res 2013-2 01/08/13 8 Cubic Yards, 4 x week $271.40 $418.05 $689.45 Res 2013-2 01/08/13 8 Cubic Yards, 5 x week $339.25 $522.60 $861.85 Res 2013-2 01/08/13 8 Cubic Yards, 6 x week $407.10 $627.05 $1034.15 Res 2013-2 01/08/13 City of Fort Walton Beach, FL 223  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 224  level and must be met for each individual fund budgeted. This differs from a “structurally balanced budget”, which requires recurring revenues to equal or exceed recurring expenditures. BEAL MEMORIAL CEMETERY PERPETUAL CARE FUND Accounts for funds accumulated to meet the requirements of maintaining the City owned cemetery. BETTERMENT An addition to, or change in, a fixed asset other than maintenance, to prolong its life or increase its efficiency. The cost of the addition or change is added to the book value of the asset. BOND A method of issuing debt for the purpose of raising capital, with a term of more than one year and usually with a fixed interest rate. BUDGET A plan of financial operation embodying an estimate of proposed expenditures for a given period of time and the proposed means of financing them. BUDGET AMENDMENT An increase or decrease in the total adopted budget amount. This must be accomplished by an Ordinance approved by the City Council. BUDGET BASIS All funds are budgeted on a cash basis. However, financial statements reflect modified accrual for governmental funds full accrual for proprietary funds. During the year, the City’s accounting system is maintained on the same basis as the adopted budget, which enables department budgets to be easily monitored through the accounting system. The major difference between the budget and GAAP for governmental funds is that certain expenditures (e.g. compensated absences and depreciation) are not recognized for budgetary purposes, but are recorded in the accounting system at year-end. For enterprise funds, the difference between this budget and GAAP is that debt principal payments and capital outlay (i.e. fixed assets) are budgeted as expenditures for budgetary purposes, but depreciation and compensated absences are shown on the financial statements. Staff believes this provides a better day-to-day financial plan. However, all activity is recorded in the accounting system at year-end in accordance with GAAP. BUDGET RESIDUALS Excess budget funds transferred out of an account by the Finance Department once the budgeted expense has been incurred (e.g. capital purchase, maintenance contract). Reallocation of these funds requires City Manager approval. BUDGET TRANSFER A reallocation of funds among line items, within the same fund, with the approval of the City Manager or designee. CAPITAL EXPENDITURE An expenditure affecting the government’s general fixed assets. Capital expenditures are classified as either a capital outlay or capital improvement program. CAPITAL IMPROVEMENT PROGRAM (CIP) A five-year planning and budgeting tool that identifies the acquisition, construction, 225  replacement, or renovation of facilities and infrastructure with a value greater than $25,000 and a useful life of ten years or more. CIP’s may be recurring (e.g. street resurfacing) or non-recurring (e.g. construction of a new park). CAPITAL OUTLAY Generally, a capital outlay item may be defined as an item valued between $500 and $25,000 with a life expectancy of less than 10 years. Capital outlay includes furniture, equipment, and vehicles needed to support the operation of the City’s programs, minor construction projects, landscaping projects, and facility repairs. However, for purposes of budgeting, staff has combined small projects into a CIP when collectively they relate to an overall improvement program or project for a facility or system. For example, the repair of bleachers, batting cages, and lighting at the Softball Complex may be part of a CIP for the renovation of the facility, even though individually the specific items do not meet the CIP threshold. CAPITAL PROJECT There are two types of capital expenditures: infrastructure projects and operating programs. Capital projects are addressed in the CIP and generally include major fixed assets or infrastructure with long-term value, such as buildings, roads, and parks. Capital project costs include all expenditures related to planning, design, equipment, and construction and may involve some form of debt financing. CAPITAL PROJECTS FUND Accounts for the planned capital improvements to municipal facilities and infrastructure construction. CASH BASIS A basis of accounting under which revenues are recognized when cash is received and expenses are recognized when cash is paid. CODE ENFORCEMENT BOARD (CEB) Enforces the provisions of the City code and ordinances (i.e. building maintenance, grass height, signage). The board has the authority to impose administrative fines and other non- criminal penalties. The seven members of the board must be residents of the City of Fort Walton Beach and are appointed to three-year terms. The members are limited to two successive terms. The board meets the second Wednesday of each month at 4 PM in the Council Chambers at City Hall. COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) FUND Accounts for funding from the Federal government to provide services to the citizens with a financial need. These services include providing funding to area non-profit social service organizations, rehabilitating single-family homes, and clearing dilapidated structures. COMMUNITY DEVELOPMENT SERVICES (CDS) A City department providing overall direction and supervision of building inspections, code enforcement, planning, zoning, CDBG, and CRA. COMMUNITY REDEVELOPMENT AGENCY (CRA) A public organization that works to improve a specific area (called a Community Redevelopment District) in a community through redevelopment and economic investment. The targeted area must meet the state definition of "slum and blight," which includes 14 conditions such as deteriorating buildings, lack of parking and sidewalks, inadequate roadways, faulty lot layout, flooding problems, and outdated building patterns. 226 COMMUNITY REDEVELOPMENT AGENCY (CRA) BOARD Oversees redevelopment projects and recommends infrastructure improvements within the CRA district. The board endeavors to implement specific projects to encourage redevelopment within the CRA district. The board has seven members who are appointed to four-year terms. Members must either reside in the City or be engaged in business in the CRA district and are limited to two successive terms. The commission meets the first Wednesday of each month at 5:30 PM in the Council Chambers at City Hall. COMMUNITY REDEVELOPMENT AGENCY (CRA) FUND A “discretely presented component unit” that accounts for the revenues and expenditures associated with the CRA. COMPREHENSIVE ANNUAL FINANCIAL REPORT (CAFR) An audited financial report prepared annually per Florida State Statute 218.32. COMPREHENSIVE LAND DEVELOPMENT PLAN A comprehensive plan which “guides public capital investments, other public fiscal policies, operating policies of the Fort Walton Beach government, and the future use of land in the City” per the Local Government Comprehensive Planning and Land Development Regulation Act (Chapter 163, Florida Statutes). The City’s comprehensive plan may be amended up to twice a year and must be evaluated and updated every five years. The plan must address the following elements: Future Land Use; Traffic Circulation; Sanitary Sewer, Solid Waste, Drainage, Potable Water, and Natural Groundwater; Parks, Recreation, and Open Space; Aquifer Recharge; Capital Improvements; Coastal Management; Conservation; Intergovernmental Coordination; and Housing Element. CONNECTION FEE A fee charged to join or to extend an existing utility system. CONTINGENCIES Funds that do not have an identified purpose and are budgeted for unanticipated or emergency purchases or repairs. The State of Florida allows up to a maximum of 10% of anticipated revenues to be allocated toward contingencies. DEBT CAPACITY The amount of debt that can be repaid in a timely manner without forfeiting financial viability. Includes the determination of the appropriate limit to the amount of long-term debt that can remain outstanding at any point of time, as well as the total amount of debt that can be incurred. DEBT RATIO A financial ratio that indicates the percentage of assets that are financed via debt; the ratio of total debt (current and long-term) and total assets (current, fixed, and other). DEBT SERVICE FUND Accounts for the principle and interest payments of General Fund debt. DEPARTMENT A distinct operating unit within the City, normally contained within one fund, that may or may not be subdivided into divisions. DEPRECIATION A portion of the cost of a fixed asset, other than waste, charged as an expense during a 227  particular period. DISCRETELY PRESENTED COMPONENT UNIT In accordance with GASB 14, the City (primary government) is financially accountable if it appoints a voting majority of the component’s governing board and (1) it is able to impose its will on the organization or (2) there is a potential for the organization to provide specific financial benefit to or impose specific financial burden on the City. In addition, component units can be other organizations for which the nature and significance of their relationship with the primary government are such that exclusion would cause the reporting entity's financial statements to be misleading or incomplete. DIVISION A specialized component of a department. ENTERPRISE FUND Accounts for business-type activities of a government that are financed in whole or part by user fees, such as utilities, mass transit, and airports. EQUITY IN POOLED CASH Each fund’s proportionate share of the City’s investment and checking accounts is called equity in pooled cash. The City commingles each fund’s resources for practical and investment purposes, which is permissible by generally accepted accounting principles. EXPENDITURE A decrease in net financial resources. Expenditures include current operating expenses requiring the present or future use of net current assets, debt service, capital outlays, inter- governmental grants, entitlements, or shared revenues. EXPENSE A use of assets or incurrence of liabilities (or a combination of both) from delivering or producing goods, rendering services, or carrying out other activities that constitute the entity’s ongoing major or central operations. FIDUCIARY FUND Type of fund used to account for assets not available to support the government’s programs that are held in a trustee or agent capacity. Includes private-purpose trust, pension and other employee benefit trust, investment trust, and agency fund types. FISCAL YEAR The City’s budget year, which runs from October 1 to September 30. FORFEITURE An automatic loss of cash or other property as a penalty for not complying with legal provisions and as compensation for the resulting damages or losses. This term should not be confused with confiscation. The latter term designates the actual taking over of the forfeited property by the government. Even after property has been forfeited, it is not considered confiscated until the government claims it. FRANCHISE FEE A fee levied in proportion to gross receipts on business activities of all or designated types of businesses. FULL-TIME EQUIVALENT (FTE) One position funded for a full year. Either one full-time position funded at 40 hours/week for 52 weeks/year or multiple part-time positions whose funding equates to 40 hours/week 228  for 52 weeks/year. FUND A fiscal and accounting entity with a self-balancing set of accounts recording cash and other financial resources, together with all related liabilities and residual equities or balances, and changes therein, which are segregated for the purpose of carrying on specific activities or attaining certain objectives in accordance with special regulations, restrictions, or limitations. FUND BALANCE The difference between current financial assets and liabilities accounted for in a governmental fund; the net available financial resources externally or internally constrained as to use. Might be better described as a measure of liquidity rather than net worth. It attempts to measure how much would be left over at the end of the current fiscal year for the subsequent fiscal year’s budget were the government to budget in accordance with generally accepted accounting principles (GAAP). GASB 34 A new accounting standard issued by the Governmental Accounting Standards Board applicable to all state and local governments. Compliance with GASB 34 is necessary in the preparation of financial statements in accordance with Generally Accepted Accounting Principles. GENERAL FUND Accounts for primarily unrestricted resources and those resources not requiring reporting elsewhere. This fund exists from inception of the government throughout the government’s existence. GENERAL OBLIGATION BOND A bond for which payment is pledged based on the full faith and credit of the issuing government. GENERALLY ACCEPTED ACCOUNTING PRINCIPLES (GAAP) A uniform accounting and financial reporting system used by the City to accurately track all government expenditures, revenues, assets, and liabilities. GOLF ENTERPRISE FUND Accounts for the revenues and expenditures of the City’s golf course operations. GOVERNMENT FINANCE OFFICERS ASSOCIATION (GFOA) A professional association of state and local finance officers that has served the public finance profession since 1906. GOVERNMENTAL ACCOUNTING STANDARDS BOARD (GASB) An organization that establishes and improves the standards of state and local governmental accounting and financial reporting to produce meaningful information for users of financial reports. GOVERNMENTAL FUND Type of fund through which most governmental functions typically are financed and accounts for taxes, grants, and similar resources. Includes general, special revenue, capital projects, debt service, and permanent fund types. May be referred to as "source and use" funds. 229 IMPACT FEE Imposed on new construction in order to support specific new demands on a given service (i.e. streets, water lines, sewer lines, parks, police, fire). IMPROVEMENT OTHER THAN BUILDING An attachment or annexation to land that is intended to remain attached or annexed, such as sidewalks, trees, drives, tunnels, drains, and sewers. Sidewalks, curbing, sewers and highways are sometimes referred to as betterments, but the term “improvements” is preferred. INVESTMENT Most commonly, securities and real estate held for the production of revenues in the form of interest, dividends, rentals, or lease payments. The term does not include fixed assets used in government operations. LAW ENFORCEMENT TRUST and TRAINING FUNDS (LETFs) The Law Enforcement Trust Fund accounts for funds received from the sale of confiscated property that are used for drug enforcement. The Law Enforcement Training Fund accounts for funds received from court fines that are used for additional Police Department training. LEGAL DEBT LIMIT The State of Florida does not place a legal limit of debt on the municipalities. For general obligation debts greater than one year, the City must conduct a voter referendum process. Special revenue debt is pledged by a specific revenue source and limited by available revenue; therefore it is not subject to voter referendum. LEGISLATIVE COMMITTEE ON INTERGOVERNMENTAL RELATIONS Branch of the Department of Revenue that computes and published estimates for the following state-shared revenue sources: communication services tax, half-cent sales tax, local option fuel tax, and municipal revenue sharing. MACHINERY AND EQUIPMENT Property that does not lose its identity when removed from its location and is not changed materially or consumed immediately (i.e. within one year) by use. MAJOR FUND Any fund constituting 10% or more of the appropriated budget, and typically presented separately on summary charts. METROPOLITAN STATISTICAL AREA (MSA) A core area containing a substantial population nucleus, together with adjacent communities having a high degree of social and economic integration with that core. The Fort Walton Beach MSA includes all of Okaloosa County. MILLAGE RATE A tax rate on property expressed in mills per dollar value of property. One mill equals $1 per $1,000 of assessed taxable property value. MODIFIED ACCRUAL BASIS OF ACCOUNTING A basis of accounting under which revenues are recognized in the accounting period in which they become both available and measurable and expenditures are recognized in the accounting period in which the fund liability is incurred, if measurable, except for unmatured interest on general long-term debt and certain similar accrued obligations, 230  which should be recognized when due. All governmental funds use the modified accrual basis of accounting. MUNICIPAL PLANNING BOARD (MPB) Acts in an advisory capacity to the City Council on rezoning and development regulations, and monitors the implementation of the City's Comprehensive Plan. The seven members serve four-year terms, must be City of Fort Walton Beach residents, and are limited to two successive terms. The board meets the first Thursday of each month at 5 PM in the Council Chambers at City Hall. MUNICIPALITY A political unit, such as a city, town, or village, incorporated for local self-government. NET ASSETS The difference between assets and liabilities accounted for in an enterprise fund. Might be described as a measure of net worth. It attempts to measure how much left over at the end of the current fiscal year for the subsequent fiscal year’s budget were the government to budget in accordance with generally accepted accounting principles (GAAP). NON-MAJOR FUND Any fund constituting less than 10% of the appropriated budget, and typically presented in the aggregate with like funds on summary charts. NON-OPERATING EXPENSE A fund expense not directly related to the fund’s primary activities. NON-OPERATING REVENUE A fund revenue incidental to or a by-product of the fund’s primary activities. NON-RECURRING EXPENSE A one-time expense, such as the purchase of a computer or a piece of equipment. OPERATING BUDGET A plan of current expenditures and the proposed means of financing them. The annual operating budget is the primary means by which most of the financing acquisition, spending, and service delivery activities of a government are controlled. OPERATING TRANSFER An inter-fund transfer other than a residual equity transfer (i.e. a legally authorized transfer from a fund receiving revenue to the fund through which the resources are to be expended). ORDINANCE A formal legislative enactment by the governing body of a municipality. If it is not in conflict with any higher form of law, such as state statute or constitutional provision, it has the full force and effect of law within the boundaries of the municipality to which it applies. Ordinarily, the statutes or charter will specify or imply those legislative actions that must be by ordinance and those that may be by resolution. The difference between an ordinance and a resolution is that the latter requires less legal formality and has a lower legal status. Revenue raising measures, such as the imposition of taxes, special assessments, and service charges, universally require ordinances. PAY AS YOU GO A type of financing whereby current revenues, taxes, and/or grants rather than long term debt are used to pay for capital improvements. 231 PAY AS YOU USE A type of financing whereby long term debt rather than current revenues is used to pay for capital improvements. PERSONAL SERVICES The combination of regular wages, overtime, incentive pay, social security, Medicare, and benefits including deferred compensation, retirement, insurance (dental, health, & life), and worker’s compensation. PLAN FOR NEIGHBORHOOD ACTION (PNA) The action plan developed by each neighborhood in response to the issues and concerns brought forward by that particular neighborhood in the Great Neighborhoods Partnership Program. The PNA’s are then placed in the future land use element of the City’s Comprehensive Plan Directions. PRO FORMA A financial statement for an enterprise fund that illustrates projected cash flows and changes in net assets. Pro forma statements may be used to demonstrate the expected effect of proposed changes to revenues or expenses on the fund’s financial viability. Lenders require such statements to structure or confirm compliance with debt covenants such as debt service reserve coverage and debt to equity ratios. PROPRIETARY FUND Type of fund used to account for a government's ongoing organizations and activities which are similar to those often found in the private sector. Fund types include enterprise and internal service funds. May be referred to as "income-determining" funds. PUBLIC SAFETY The combination of Police and Fire services. RECURRING EXPENSE An expense incurred year after year, such as a maintenance contract for software or equipment. REFUND To pay back or allow credit for an amount due to an over collection or the return of an object sold. RESOLUTION A special or temporary order of a legislative body; an order of a legislative body requiring less legal formality than an ordinance or statute. REVENUE An increase in the net current assets of a fund from sources other than expenditure refunds and residual equity transfers. REVENUE BOND A bond whose principal and interest are payable exclusively from earnings of an enterprise fund. ROLL-BACK RATE The millage rate that will provide the same ad Valorem tax revenue for the taxing authority as was levied during the prior year, exclusive of new construction, additions to structures, deletions, increases in the value of improvements that have undergone a substantial rehabilitation which increased the assessed value of such improvements by at least 100 232  percent, and property added due to geographic boundary changes. SANITATION ENTERPRISE FUND Accounts for the revenues and expenditures of the City’s solid waste and recycling operations. “SAVE OUR HOMES” A Florida constitutional amendment approved by voters in 1992 that provides a $25,000 exemption and limits the amount a homestead property can increase in value on the tax rolls each year. The law limits value increases to three percent or a figure equal to the Consumer Price Index - whichever is less. SHARED REVENUE Revenue levied by one government but shared on a predetermined basis, often in proportion to the amount collected at the local level, with another government or class of governments. SPECIAL PROJECT CARRY-OVER A project carried forward to the next fiscal year due to incompletion. The project was originally budgeted in the year appropriated, so appropriation is likewise carried forward. SPECIAL REVENUE FUND Accounts for resources restricted by law or contract for specific purposes. The fund exists only for the life of the restriction. STATUTE A written law enacted by a duly organized and constituted legislative body. STORMWATER ENTERPRISE FUND Accounts for the revenues and expenditures of the City’s stormwater operations. STRUCTURALLY BALANCED BUDGET Recurring revenues equal or exceed recurring expenditures. This differs from a “balanced budget”, which allows the use of fund balance in the event expenditures exceed revenues. TAX INCREMENT FINANCING (TIF) Florida law allows the use of tax increment financing (TIF) to fund specific public improvement projects in the CRA area. The TIF is determined by the growth in the assessed value of taxable property in the CRA area from the base year to the current tax year and multiplied by the current tax rate for the City and County. TRUTH IN MILLAGE (TRIM) A uniform method for calculating and reporting ad Valorem tax rates in accordance with Chapter 200 of the Florida State Statutes. UTILITIES ENTERPRISE FUND Accounts for the revenues and expenditures of the City’s water and sewer operations. WORKING CAPITAL The difference between current assets and current liabilities reported in a proprietary fund. This measure indicates relative liquidity. 233  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 234 235 236 237  CITY OF FORT WALTON BEACH FY 2013-14 Grant & CIP Project Carryovers Council Meeting 09/18/13 Divison Project Amount Account Completion Fire Assistance to Firefighters Grant 433,100 001-1564-522-6405 Dec 2013 Fire Assistance to Firefighters Grant 75,300 001-1564-522-6406 Dec 2013 Recreation Recreation Complex 6,485,294 001-5117-572-6997 Jul 2014 Recreation Auditorium Carpeting (only if new City Hall Complex not constructed) 10,000 001-8500-519-4640 Sep 2014 Museum Replace Exterior Wood Handrail 735 001-8500-519-4650 Apr 2014 Facilities Roof for New Bucket Truck 3,500 001-8500-519-6310 Jun 2014 General Fund 7,007,929 CDBG Fair Housing Educational Materials 500 107-1900-554-5200 Jun 2014 CDBG Blight Remediation 19,483 107-1910-554-5207 Sep 2014 CDBG Small Business Program 24,892 107-1920-554-8200 Sep 2014 CDBG World Changers 29,912 107-1930-554-4650 Jun 2014 CDBG Chester Pruitt 6,306 107-1940-554-5251 Sep 2014 CDBG Public Services - purpose TBD 2,143 107-1940-554-6997 TBD CDBG Computer Lab 2,534 107-1940-554-8200 Dec 2013 CDBG Combs Manor Court Sidewalk 12,789 107-1950-554-6353 Dec 2013 CDBG Infrastructure - purpose TBD 2,140 107-1950-554-6997 TBD CDBG Habitat for Humanity 18,810 107-1970-554-8200 Sep 2014 CDBG Fund 119,509 Planning Brownfield Cleanup Program Grant 48,992 109-5498-552-6159 Jun 2014 Streets Street Paving 83,785 109-8018-541-6351 Feb 2014 Planning Soundside Affordable Housing Development Closing Expenses 644,127 109-8607-552-8105 TBD CRA Fund 776,904 Utilities Utilities Rate Study 50,000 401-8500-536-3100 Dec 2013 Water Water Tank Maintenance 50,000 401-8500-533-4680 Feb 2014 Water Hazardous Waste Dumpster Rental 3,000 401-8500-533-4400 Dec 2013 Water Watson Drive Water Line Replacement WO1302 8,728 401-8056-533-6360 Oct 2013 Water Bayou Woods Water Line Replacement WO1301 8,728 401-8056-533-6360 Oct 2013 Sewer Lift Station 1 - Upgrade Wet Well, Replace Pumps WF0042835 13,375 401-8500-535-4680 Jun 2014 Sewer Lift Station 8 - Replace Wet Well & Pumps WF0041053 13,375 401-8500-535-4680 Jun 2014 Sewer Lift Station 9 - Liner Rehab 12,500 401-8500-535-6300 Feb 2014 Sewer Lift Station 15 - Liner Rehab 12,500 401-8500-535-6300 Feb 2014 Sewer Lift Station 16 - Liner Rehab 7,500 401-8500-535-6300 Feb 2014 Sewer Lift Station 23 - Liner Rehab 12,500 401-8500-535-6300 Feb 2014 Sewer Lift Station 26 - Liner Rehab 14,500 401-8500-535-6300 Feb 2014 Utilities Fund 206,706 Grant & CIP Project Carryovers - All Funds 8,111,048 238  CITY OF FORT WALTON BEACH FY 2013-14 Encumbrance Carryovers Council Meeting 09/18/13 PO Date Vendor Description PO Balance Account Completion 76350 10/03/12 Gabriel Roeder Smith (GRS) General Pension Plan Actuarial Analysis $6,896.00 001-0100-511-3100 Oct 2013 79016 08/22/13 SymbolArts Inc Coins / Pins $620.00 001-0800-521-5200 Oct 2013 79133 08/30/13 Law Enforcement Supply Duty Gear $1,409.65 001-0800-521-5200 Oct 2013 78970 08/16/13 The Emblem Authority Caps $504.00 001-0800-521-5210 Oct 2013 78977 08/16/13 MTS Safety Supply Rain Jackets $3,826.00 001-0800-521-5210 Oct 2013 79045 08/26/13 McCain Uniform Uniforms $974.00 001-0800-521-5210 Oct 2013 77854 03/22/13 Florida Bullet Ammunition $3,236.70 001-0800-521-5213 Oct 2013 79016 08/22/13 SymbolArts Inc Coins / Pins $315.00 001-0800-521-5224 Oct 2013 79216 09/09/13 Lou's Police Distributors Glock Pistol $414.00 001-0800-521-5233 Dec 2013 78865 07/30/13 Systems Specialists, Inc. City Hall A/C repair $7,555.61 001-1230-519-4645 Oct 2013 78788 07/23/13 Altec Industries Aerial Bucket Truck $168,000.00 001-1230-519-6404 Mar 2014 79220 09/09/13 Roads Inc of NWF Wright Parkway Sidewalk Project $218,996.87 001-1585-541-6353 Dec 2013 125666* Hatch Mott MacDonald Survey & Plat for Hollywood Blvd Property $15,750.00 001-1500-519-3100 Oct 2013 76786 11/02/12 Kronos, Inc. Payroll Timekeeping - Analytics Configuration $27,155.00 001-5083-513-3100 Jan 2014 77144 05/14/13 DC Architects Inc. New Rec Center – complex plans $34,500.00 001-5117-572-3100 Sep 2014 125666* Hatch Mott MacDonald New Rec Center – Re-Platting $2,500.00 001-5117-572-6214 Sep 2014 79073 08/26/13 Contractors Steel Supply New Rec Center – Barjoist, metal deck, steel materials $135,445.00 001-5117-572-6257 Sep 2014 79236 09/11/13 Sequel Electrical Supply New Rec Center – lighting packages $439,000.00 001-5117-572-6257 Sep 2014 79228 09/11/13 Sequel Electrical Supply New Rec Center – lighting packages $61,500.00 001-5117-572-6257 Sep 2014 79237 09/11/13 Fort Walton Concrete Company New Rec Center – CMU block fill $28,200.00 001-5117-572-6257 Sep 2014 79238 09/11/13 South AL Brick dba Keego Clay New Rec Center – Brick & related materials $40,500.00 001-5117-572-6257 Sep 2014 79239 09/11/13 Block USA – Gulf Coast Division New Rec Center – Concrete masonry units, glass block $148,800.00 001-5117-572-6257 Sep 2014 125326* Hussey Seating Company New Rec Center – bleachers $18,087.00 001-5117-572-6257 Sep 2014 79241 09/12/13 All Pro Sound New Rec Center – Audio-Visual equipment $34,659.97 001-5117-572-6257 Sep 2014 125407* County Materials Corporation New Rec Center – Concrete Pipe $150,850.88 001-5117-572-6257 Sep 2014 125408* HD Supply Waterworks New Rec Center – Sanitary, storm, water, fire main $20,202.75 001-5117-572-6257 Sep 2014 79242 09/12/13 F&W Precast New Rec Center – Concrete Structures $50,197.68 001-5117-572-6257 Sep 2014 79243 09/12/13 Fort Walton Concrete Company New Rec Center – Ready Mix Concrete $88,000.00 001-5117-572-6257 Sep 2014 General Fund 1,708,096.11 69781 08/16/10 Lewis, Longman & Walker Legal Representation for Soundside $16,654.38 109-2000-552-3101 TBD 78654 06/28/13 Mayer Electric Light fixtures for Brooks Street $3,813.19 109-2000-552-4659 Oct 2013 76139 09/04/12 TBE Group, Inc. (Cardno TBE) Phase B – Happy Food Stores $64,373.00 109-5498-552-6159 Jun 2014 CRA Fund 84,840.57 69738 09/03/10 Goodwyn, Mills & Cawood Standard Document Development $8,000.00 401-1300-536-3100 ongoing 79040 08/23/13 Southeastern Sash & Door Replace Exterior Door $1,856.00 401-1300-536-4640 Sep 2013 75290 07/03/12 Goodwyn, Mills & Cawood Water Tanks - Preliminary Survey $40.00 401-1310-533-4680 Sep 2013 75525 06/22/12 Layne-Central Co Remove and inspect Well Pump at Well #09 $5,916.50 401-1310-533-4680 Oct 2013 78054 04/16/13 Control Systems & Instrument Repair Well #3 $2,000.00 401-1310-533-4680 Dec 2013 78465 06/07/13 Tank pro, inc. elevated & ground storage tank cleaning $7,200.00 401-1310-533-4680 Dec 2013 79158 09/04/13 Allied Services Hazardous Waste Removal $2,000.00 401-1340-533-4400 Sep 2013 75639 07/05/12 Goodwyn, Mills & Cawood Lift Station #3 Wet Well $18,500.00 401-1350-535-3100 Dec 2013 73610 01/18/12 Data Flow Systems Narrowband Adjustment $1,890.00 401-1350-535-4680 Nov 2013 78718 07/12/13 Control Systems & Instrument Install power Conditioning Line reactors at GC $4,645.00 401-1350-535-4680 Dec 2013 78832 07/26/13 Data Flow Systems Telemetry System Up-Grade $88,517.00 401-1350-535-6402 Dec 2013 79007 08/21/13 Rexel Southern Electric Electrical Up-grade (Telemetry) $346.48 401-1350-535-6402 Dec 2013 78680 07/03/13 Davidson Ford Ford F-650 Flat Bed $66,791.38 401-1350-535-6404 Dec 2013 69655 08/27/10 Hatch, Mott MacDonald Pump Station #1 - Project 272075 $2,570.00 401-5031-535-3100 Dec 2013 74015 12/29/11 Hatch, Mott MacDonald PS#1 & Force Main Eval & Eng Report - Project $8,036.01 401-5031-535-6361 Dec 2013 76649 01/03/13 American Cast Iron Pipe PS#1 & Force Main $80,851.47 401-5031-535-6361 Dec 2013 76909 04/04/13 Ferguson Waterworks Force Main Valves & Appurtenances $9,881.06 401-5031-535-6361 Dec 2013 76910 03/12/13 Fortiline, Inc Force Main Valves & Appurtenances $1,596.04 401-5031-535-6361 Dec 2013 76989 11/28/12 Consolidated Pipe PS#1 Force Main $34,399.00 401-5031-535-6361 Dec 2013 76990 03/12/13 American Cast Iron Pipe PS#1 & Force Main $25,628.25 401-5031-535-6361 Dec 2013 77018 02/05/13 Gilbert Pump & Mechanical Materials for PS#1 & Storage Tank $654,233.20 401-5031-535-6361 Dec 2013 77019 12/03/12 Hatch Mott MacDonald Construction Services for PS #1 $387,447.70 401-5031-535-6361 Dec 2013 77028 06/28/13 HD Supply Waterworks PS#1 & Force Main $4,252.82 401-5031-535-6361 Dec 2013 77242 08/15/13 Andress Engineering Electric Chain Hoist $6,893.36 401-5031-535-6361 Dec 2013 77243 03/19/13 Thompson Fabricating Misc Metals for PS #1 $15,262.00 401-5031-535-6361 Dec 2013 77244 01/04/13 Eco-Tech PS#1 & Storage Tank $2,400.00 401-5031-535-6361 Dec 2013 77327 07/17/13 Florida Detroit Diesel- Allison Emergency Generator $30,737.30 401-5031-535-6361 Dec 2013 77439 05/30/13 Ready Mix USA Concrete $7,461.00 401-5031-535-6361 Dec 2013 77440 04/23/13 Graybar Electric Co Square D Electrical Gear Package $29,381.00 401-5031-535-6361 Dec 2013 239  77443 01/29/13 American Cast Iron Pipe PS#1 & Storage Tank $46,149.48 401-5031-535-6361 Dec 2013 77474 02/01/13 Skyline Steel Rock Anchors for PS#1 & Storage Tank $49,737.20 401-5031-535-6361 Dec 2013 77712 08/15/13 C.W. Roberts Contracting Limerock, Pavement Patching $244,850.00 401-5031-535-6361 Dec 2013 77786 03/12/13 Red Valve Co Cone Sleeve & Upgrade $1,620.00 401-5031-535-6361 Dec 2013 77808 07/22/13 Fort Walton Concrete Floor and Grout Mix $22,106.50 401-5031-535-6361 Dec 2013 77860 03/22/13 Southwestern Suppliers Rebar & Plastic Bolster for PS #1 & Storage Tank $18,913.63 401-5031-535-6361 Dec 2013 124265* Concrete Modular Systems Electrical Building $63,099.12 401-5031-535-6361 Dec 2013 73289 10/13/11 Fabre Engineering Hurlburt Reuse Construction Drawings $14,115.00 401-5421-535-6365 Dec 2013 Utilities Fund 1,969,323.50 72985 09/23/11 Hatch Mott MacDonald Stormwater Master Plan $1,515.37 405-1380-538-3100 Dec 2013 79001 08/20/13 CB Concrete Pumping Pump truck for filling pipe at 293 Briarwood $497.00 405-1380-538-4680 Dec 2013 79002 08/20/13 Fort Walton Concrete Flowable fill concrete for 293 Briarwood $760.00 405-1380-538-4680 Dec 2013 79017 08/22/13 HD Supply Waterworks Pipe for 293 Briarwood Cr $2,166.60 405-1380-538-4680 Dec 2013 Stormwater Fund 4,938.97 *requisition; purchase order not yet issued Purchase Order Encumbrance Carryover - All Funds 3,767,199.15 240