Fort Walton Beach — Fiscal Year 2012-13 Adopted Budget

FY 2012-13 Adopted Budget City of Fort Walton Beach, Florida  City of Fort Walton Beach, Florida 107 Miracle Strip Parkway SW, Fort Walton Beach, FL 32548 www.fwb.org PHONE DIRECTORY Mayor and City Council 833-9509 City Clerk 833-9509 City Manager 833-9504 Financial Services Public Information 833-9504 Accounting 833-9513 Administrative Services Customer Service (Utility Billing) 833-9500 Human Resources 833-9507 Purchasing 833-9524 Information Technology 833-9620 Fire Services (emergencies 911) Police Services (emergencies 911) Administration 833-9565 Administration 833-9547 Recreation & Cultural Services Dispatch 833-9533 Administration 833-9576 Records 833-9541 Cemetery (Beal Memorial) 833-9618 Engineering & Utility Services Chester Pruitt Recreation Center 833-9582 Administration 833-9607 Creative Senior Center 833-9587 Building & Permitting 833-9605 Docie Bass Recreation Center 833-9581 Code Enforcement 833-9601 Fred Hedrick Recreation Center 833-9577 Field Office 833-9613 Golf Course 833-9664 Garbage Collection 833-9655 Heritage Park & Cultural Center 833-9595 Planning & Zoning 833-9697 Library 833-9590 Streets & Stormwater 833-9932 Tennis Center 833-9588 Water Operations 833-9630 On the Cover The iconic two-story building situated in the heart of downtown Fort Walton Beach at the intersection of Eglin Parkway and U.S. Highway 98 has housed several entertainment venues over the years. Opened as Tringas Theatre in 1940, the location has been home to several dance clubs and movie theaters over the years. At Cinema Plus – the current namesake – patrons enjoy sandwiches and pizza, along with traditional fare such as popcorn and candy, while watching current movies with family and friends at tables and sofas downstairs or on the upstairs balcony. Budget Availability Reference copies of the annual budget are available at the City Clerk’s Office and Library. The budget may also be viewed and printed from the City’s website: www.fwb.org.  CITY OF FORT WALTON BEACH, FL FY 2012-13 Budget Table of Contents Page # City Council, Appointed Officers, & Directors ……………………………………………….. 1 Core Values, Vision, Mission …………………………………………………………………… 2 City Manager’s Budget Message ………………………………………………………………. 3 Executive Budget Summary ……………………………………………………………………. 10 Budget Overview Fund Structure ……………………………………………………………………………….. 14 Budget Basis & Budget Process ……………………………………………………………... 16 Financial Policies …………………………………………………………………………….. 20 Debt Schedules ………………………………………………………………………………. 26 Summary Budget Information Summary of Estimated Financial Sources & Uses …………………………………………… 28 Revenue Trends ………………………………………………………………………………. 30 Expenditure Trends …………………………………………………………………………... 34 Personal Services Trends …………………………………………………………………….. 40 Position Summary …………………………………………………………………………..… 44 Detail Information by Fund GENERAL FUND Fund Highlights ………………………………………………………………………………. 45 Revenues ……………………………………………………………………………………... 46 0100 City Council ……………………………………………………………………………. 51 0200 City Manager …………………………………………………………………………… 52 0300 Administrative Services ………………………………………………………………... 54 0310 Risk Management ……………………………………………………………………… 56 0320 Information Technology ……………………………………………………………….. 58 0400 City Clerk ………………………………………………………………………………. 60 0500 Financial Services ……………………………………………………………………… 62 0530 Purchasing ……………………………………………………………………………… 64 0800 Police …………………………………………………………………………………… 66 0900 Fire ……………………………………………………………………………………... 70 1000 Recreation Services …………………………………………………………………….. 74 1010 Parks ……………………………………………………………………………………. 78 1015 Right-of-Way …………………………………………………………………………… 80 1020 Senior Center …………………………………………………………………………… 82 1060 Library ………………………………………………………………………………….. 84 1070 Museum ………………………………………………………………………………… 86 1080 Cemetery ……………………………………………………………………………….. 88 1200 Engineering Services …………………………………………………………………… 91 1205 Planning & Zoning ……………………………………………………………………... 94 1217 Code Enforcement ……………………………………………………………………… 96 1220 Fleet ……………………………………………………………………………………. 98 1230 Facilities ………………………………………………………………………………... 100 1240 Streets …………………………………………………………………………………... 102 1500 Non-Departmental ……………………………………………………………………… 104 LAW ENFORCEMENT TRUST FUND ………………………………………………………… 105 LAW ENFORCEMENT TRAINING FUND …………………………………………………….. 108 FLORIDA BUILDING CODE FUND ……………………………………………………………. 110 COMMUNITY DEVELOPMENT BLOCK GRANT FUND ……………………………………. 115 COMMUNITY REDEVELOPMENT AGENCY FUND ………………………………………... 118  Table of Contents cont’d Page # DEBT SERVICE FUND …………………………………………………………………………. 124 BEAL MEMORIAL CEMETERY PERPETUAL CARE FUND ……………………………….. 126 UTILITIES FUND Fund Highlights ………………………………………………………………………………. 129 Revenues ……………………………………………………………………………………... 131 0520 Customer Service ………………………………………………………………………. 132 1300 Utility Services …………………………………………………………………………. 134 1310 Water Operations ………………………………………………………………………. 136 1340 Water Distribution ……………………………………………………………………… 138 1350 Sewer Collection & Treatment …………………………………………………………. 140 1500 Non-Departmental ……………………………………………………………………… 143 SANITATION FUND Fund Highlights ……………………………………………………………………………… . 144 Revenues ……………………………………………………………………………………… 145 1360 Solid Waste ……………………………………………………………………………... 146 1370 Recycling ……………………………………………………………………………….. 148 1500 Non-Departmental ……………………………………………………………………… 150 GOLF FUND Fund Highlights ……………………………………………………………………………… 152 Revenues …………………………………………………………………………………….. 153 0700 Golf Operations ………………………………………………………………………… 154 0710 Grounds Maintenance ………………………………………………………………….. 156 1500 Non-Departmental ……………………………………………………………………… 158 STORMWATER FUND Fund Highlights ……………………………………………………………………………… 160 Revenues …………………………………………………………………………………….. 161 1380 Stormwater …………………………………………………………………………….. 162 1500 Non-Departmental …………………………………………………………………….. 164 Fleet Replacement Program …………………………………………………………………… 165 Capital Improvements Program (CIP) CIP Process ………………………………………………………………………………….. 170 Five-Year Funding Schedule ………………………………………………………………… 172 General Fund Projects ……………………………………………………………………….. 174 CRA Fund Projects ………………………………………………………………………….. 188 Utilities Fund Projects ………………………………………………………………………. 192 Golf Fund Projects …………………………………………………………………………… 198 Stormwater Fund Projects …………………………………………………………………… 202 Statistical Information History & Profile …………………………………………………………………………….. 205 Neighborhood Information ………………………………………………………………….. 206 Location, Economy ………………………………………………………………………….. 210 Demographics ……………………………………………………………………………….. 211 Property Taxes ………………………………………………………………………………. 212 Select Fee Schedules ………………………………………………………………………… 213 Five Year Financial Forecasts ……………………………………………………………….. 214 Glossary of Terms & Acronyms Glossary of Terms ……………………………………………………………………………. 215 Acronyms …………………………………………………………………………………….. 224 Budget Resolutions Millage Rate ………………………………………………………………………………….. 225 Budget Adoption ……………………………………………………………………………... 226  CITY OF FORT WALTON BEACH, FL City Council Left to right (standing): Bobby Griggs (Seat 1), joyce gossom (Seat 2), Bobby Nabors (Seat 5), and Dick Rynearson (Seat 7). Left to right (seated): Dennis Reeves (Seat 3), Mayor Mike Anderson, Trey Goodwin (Seat 4), and Bull Ridgon (Seat 6). 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 Administrative Services – Sylvia Hanks City Clerk – Helen Spencer Engineering &Utility Services – Tim Bolduc (Acting) City Attorney – Hayward Dykes, Jr. Financial Services – Brandy Ferris Fire Services – Ken Perkins, Chief Police Services – Ted Litschauer, Chief Recreation & Cultural Services – Jeff Peters 1  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. 2 City Manager’s Budget Message October 1, 2012 Honorable Mayor, City Council Members, and Citizens: It is my pleasure to submit the fiscal year 2012-13 municipal budget. The City of Fort Walton Beach budget is designed to meet the highest standards of municipal budgeting. The core of the City’s budget process places an emphasis on sound fiscal management and operational decision- making in accordance with the goals and objectives established by the citizens, City Council, and staff. This budget continues the City’s commitment of providing quality services in a cost controlled manner, developing an assortment of revenues to fund programs, and maintaining prudent cash reserves. The FY 2012-13 budget of $33,497,609 is $4,436,135 or 11.7% less than the adopted FY 2011- 12 budget due to police department reductions this year and last year’s capital improvement projects in the Utilities Fund. The General Fund, which includes services such as police and fire, recreation programs and parks, planning and code enforcement, streets and right-of-way, and general government administration, totals $16,801,950 and is $597K or 3.4% less than the prior year. Full-time equivalent (FTE) positions total 289.95 compared to 298.40 last year. The City’s 2012 assessed taxable value is $1.114 billion, a 3.3% decrease. The budget is predicated on maintaining a millage rate of 4.5383 mills. BUDGET ISSUES & CHALLENGES Economic indicators - somewhat useful for evaluating the framework within which the City of Fort Walton Beach operates - are mixed, but seem to indicate an economic recovery underway. 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 1.7% higher than a year ago. The Municipal Cost Index – prepared by American City & County to show the effects of inflation on the cost of providing municipal services – is 1.2% higher than a year ago. The Consumer Confidence Index – prepared by The Conference Board based on a representative sample of US households – is 6.0% higher than a year ago (though it has declined each of the past four months). The Leading Economic Index – also prepared by The Conference Board and designed to signal turning point patterns in economic data – is 17.1% lower than a year ago. Says Ken Goldstein, economist at The Conference Board: “The U.S. economy is growing very slowly. The Leading Economic Index is pointing to no strengthening over the next few months, as the economy continues to sail through strong headwinds domestically and internationally.” The City’s revenue sharing funds from the State suffer when discretionary spending decreases in a weak economy. Economic challenges are coupled with fiscal constraints previously imposed by the Florida Legislature and voters. Legislation passed in June 2007 caps property tax revenues based on the majority vote of the governing body and a Constitutional amendment passed by Florida voters in January 2008 provides additional property tax exemptions and assessment caps. For the fifth consecutive year, the City continues to navigate an environment of decreased City of Fort Walton Beach, FL 3 City Manager’s Budget Message revenues, coupled with a desire to maintain the same level of programs and services. City Council is to be commended for its prudent approach: long-term solutions, ‘right-sizing’ the organization, and only using reserves for non-recurring expenses. General Fund Budget vs. Inflation Citywide Budget vs. Inflation $22 $42 Adopted Budget Municipal Cost Index Adopted Budget Municipal Cost Index $21 $40 $20 $38 Millions Millions $19 $36 $18 $17 $34 $16 $32 FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 Compared to five years ago, General Fund expenditures are down 12.7% while the municipal cost index – which illustrates the effects of inflation on the cost of providing municipal services – is up 4.1%. Citywide, expenses have declined 8.3% compared to the MCI’s 4.1% increase. TOP 3 BUDGET ISSUES Current Year – FY 2012-13 Prior Year – FY 2011-12 Pension Contributions $146,744 ▲ Pension Contributions $336,425 ▲ City contributions per actuaries: 27.91% general, City contributions per actuaries: 25.55% general, 36.7% police officers, 33.6% firefighters. 30.1% police officers, 29.1% firefighters. Property Taxes $149,078▼ Property Taxes $277,582▼ Assessed value decrease of $38M or 3.0% due to Assessed value decrease of $61M or 5.0% due to declining property values; Millage rate unchanged. declining property values; Millage rate unchanged. Staffing Changes $839,549 ▼ Staffing Changes $767 ▲ FTE’s reduced from 298.4 to 289.95; eight sworn Three additional CRA police officers offset by other police officers among positions eliminated. personnel changes. Pension Contributions The City is required to maintain its three defined benefit pension plans in a fiscally sound manner. Investment earnings and employee/employer contributions comprise the plans’ income. General employees and police officers contribute 5% of wages and firefighters contribute 6.6% of wages into their respective plans. The City’s annual contribution as a percent of payroll is based on actuarially determined contribution levels. The City’s contribution to the General Employees defined benefit plan is budgeted at $1.3M, unchanged from the prior year. The City’s contribution to the Police Officers plan is budgeted at $738K, a decrease of $6K or 0.8% due to position eliminations offsetting the required contribution increase. The City’s contribution to the Firefighters plan is budgeted at $676K, an increase of $85K or 12.7% to compensate for investment losses. Property Taxes The City’s 2012 gross taxable property value for operating purposes is $1.114 billion, a decrease of $37.8 million or 3.3% from the 2011 final gross taxable property value of $1.152 billion. The budget is predicated on maintaining a millage rate of 4.5383, which generates $149K less property tax revenue than the prior year due to decreases in property values. One mill equals $1 per $1000 of taxable property value. City of Fort Walton Beach, FL 4 City Manager’s Budget Message Property taxes levied by the City comprise $4.8M or 14.3% of total revenues and contribute to 24% or $4.0M of General Fund revenues and 57% or $760K of Community Redevelopment Agency (CRA) Fund revenues. Funding from County property taxes comprises $551K or 42% of CRA Fund revenues. Property tax revenues are allocated to the CRA Fund based on the growth in assessed value from the base year (i.e. year of CRA designation). Assessed Value (millions) Ad Valorem Taxes (millions) $1,500 $7 $6 $1,200 $5 $900 $4 $600 $3 $2 $300 $1 $0 $0 2003-04 2004-05 2005-06 2006-07 2007-08 2008-09 2009-10 2010-11 2011-12 2012-13 Personnel General Fund revenues are down $2.8M or 14.1% from their pre-Great Recession level (i.e. FY 2008) and cuts have been made to recreation, community development, right-of-way maintenance, and other “non-essential” areas in previous years. Since the police department comprises 30% of the General Fund budget, reductions in this department were no longer avoidable. The number of sworn officers has been reduced from 46 to 38. To minimize the impact to patrol operations and high-priority call response time, the department will transition from three 11-hour overlapping shifts with 5 officers per shift to two 24-hour shifts with 7 officers per shift. The investigative unit will be reduced from 9 to 4, supplemented by participation in a regional task force. Two administrative positions and a communications officer were also eliminated. The number of full-time equivalent (FTE) positions in the City totals 289.95, compared to 298.40 in the previous year. The following changes were made: a. Eliminations (due to vacancies & attrition) – police admin coordinator, five police officers, police support services supervisor, recreation center manager, recreation center manager (0.73 FTE) b. Eliminations (reduction in force) – communications officer, three police sergeants c. New Positions – planning/permit/grant tech (0.70 FTE), recreation specialist (0.45 FTE), recreation specialist (0.14 FTE), recreation supervisor (0.75 FTE), sewer service worker I d. Reclassifications – inventory specialist 0.75 FTE to property administrator 1 FTE, fleet staff assistant from 0.75 to 0.88 FTE, library assistant from 0.70 to 0.62 FTE, golf cart/range attendants from unpaid marshal to 0.94 FTE, golf club attendants 0.94 FTE to golf cart/range attendants 0.94 FTE, service worker III to heavy equipment operator, service worker III to sewer inspector OTHER ASSUMPTIONS & CHANGES REVENUES (detailed discussion on pages 29-31) 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. City of Fort Walton Beach, FL 5 City Manager’s Budget Message 2. Water and sewer rates will increase 3.0% on October 1, 2012 per the current multi-year rate plan adopted by City Council in March 2010. 3. No changes to the fee schedule are proposed. 4. Use of reserves – Appropriations from fund balance (governmental funds) or net assets (enterprise funds) are budgeted as follows: a. General Fund – $9,500 from restricted fund balance (Harvey Trust - funding bequeathed to the City for library purposes) for new shelving and painting the interior walls and exterior rails; $55,148 from unassigned fund balance for the performance incentive program (only a portion funded from reserves). b. Law Enforcement Trust Fund – $14,700 from unassigned fund balance for crime prevention and safe neighborhood activities (required per Florida Statute to spend 15% of prior year forfeitures on these types of activities). c. Utilities Fund – $37,500 from restricted net assets (2005 Utility Bond proceeds) for water line replacements; $128,278 from restricted net assets (renewal & replacement) for equipment replacements. EXPENSES (detailed discussion on pages 33-36) 1. Wages have been adjusted as follows: a. Cost of living adjustment – Due to fiscal constraints, no October 1 cost of living wage adjustment is budgeted for employees. Instead, all full-time employees will receive a lump-sum payment of $500. The amount will be pro-rated for part-time employees based on their full-time equivalency. The estimated cost is $156K (including FICA). b. Performance adjustment – Due to fiscal constraints, no wage adjustment is budgeted for employees on their anniversary date. However, employees may elect up to $500 or 32 hours leave based on their annual evaluation score as a performance incentive. Employees electing a lump-sum dollar amount do not receive a permanent pay increase subject to future wage adjustments and pension contributions. The initiative is therefore funded partly from reserves in the General Fund. Employees electing leave hours must use the time before their next anniversary date and will not be paid in the event of separation from employment during the year. While the full amount of $156K (including FICA) is budgeted for the performance incentive, the full amount will likely not be incurred since all employees do not receive superior evaluation scores and some employees will elect leave time. 2. Benefits have been adjusted as follows: a. Medical insurance – Staff anticipates a less than 3% premium increase, and the City’s contribution is budgeted to decrease $6K or 0.4% due to position reductions. 3. The following vehicle and equipment replacements are budgeted at a total cost of $330K; fleet replacement schedule on pages 162-164. a. General Fund, Fire Inspector ½ ton truck b. Utilities Fund, Sewer Collection, flat bed dump truck c. Sanitation Fund, two knucklebooms City of Fort Walton Beach, FL 6 City Manager’s Budget Message 4. The following capital improvement projects are budgeted at a total cost of $248K. More detailed information is available on pages 168-199. Recurring a. General Fund, Street Resurfacing b. CRA Fund, Street Resurfacing c. Utilities Fund, Water Line Replacement Non-Recurring a. There are no non-recurring projects this fiscal year 5. 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. PERFORMANCE EXCELLENCE PROGRAM In May 2011, City Council adopted the City’s five core values, which is the first milestone in instituting the City’s new Performance Excellence Program. In September 2011, City Council adopted the City’s updated Mission Statement and Vision Statement. Related statements will be developed for each department. Finally, short-term and long-term strategic goals will be developed, along with corresponding departmental objectives to support the achievement of the citywide goals. The next step in the Citys’ journey towards Performance Excellence is to implement a concept called “Rounding”, which can be compared to doctors making their “rounds” in hospitals to check on patients. Each month, managers will “round” with each and every employee under their direct supervision, asking specific questions to allow the managers to better stay on top of what employees really want and need, gather valuable information in a structured way, become proactive, help the City get a better handle on problems before they occur, and reinforce positive behaviors. Rounding is quite simply a proactive vs. reactive approach that promotes all of the City’s Core Values: Integrity and Accountability within the management team as the managers identify any outstanding issues and have the opportunity to quickly address them and report the status back to the employees; managers will keep monthly logs and status reports that will be reviewed by management at each level; Teamwork between the managers and the employees through improved communication via monthly face-to-face meetings, which fosters a collaborative working environment to address good and bad processes; Continual Improvement for the City as a whole through the identification of the processes that are working well and not working well, and the identification of what tools and equipment are needed to improve efficiency; and Customer Service improves through the proper handling of the issues and the promotion of the other four Core Values. City of Fort Walton Beach, FL 7 City Manager’s Budget Message The collection and measurement of performance data is a central requirement for improving performance and establishing benchmarks for future quantifiable performance indicators. While departmental objectives related to the Performance Excellence Program cannot yet be established, new performance measures designed to be more measurable and meaningful are being developed. It was impractical to collect prior year data for these new measures. For those who have read the budget in the past, we hope you will find these initial new measures more indicative of the purpose, quality, and value of all the programs and services the City provides! 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 support in maintaining the highest standards of professionalism in the management of the City of Fort Walton Beach’s finances and for their attention in conducting the financial operations of the City in a responsible and progressive manner. Sincerely, Michael D. Beedie City Manager City of Fort Walton Beach, FL 8 City Manager’s Budget Message The Government Finance Officers Association of the United States and Canada (GFOA) presented a Distinguished Budget Presentation Award to the City of Fort Walton Beach, Florida for its annual budget for the fiscal year beginning October 1, 2011. 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 9  Executive Budget Summary Where the Money Comes From … … And Where the Money Goes Budgeted Revenues: $33,497,609 Budgeted Expenditures: $33,497,609 Ad Valorem Capital Debt Service, Reserves, Contingencies, Taxes, Other Taxes, Improvements, $1,404,303 , 4% $245,126 , 1% Capital Outlay, $257,090 , 1% $4,803,995 , 14% $4,863,020 , 14% $247,500 , 1% $757,777 , 2% Reserves, Interfund $1,083,670 , 3% Transfers, Licenses & Culture & $2,448,155 , 7% Permits, Recreation, Interfund $2,336,489 , 7% $4,144,676 , 12% Transfers, Interest & Misc, $2,462,683 , 7% $548,482 , 2% Community & State Revenue Economic Dev., General Fines, Forfeitures, Sharing & Other $1,267,158 , 4% Government, & Other, Intergov't, $3,874,466 , 12% $110,700 , 0% $3,146,564 , 9% Transportation, $1,139,634 , 4% Stormwater Fees, Recreation, $574,000 , 2% Cemetery, Other Fees, $915,081 , Physical 3% Environment, Golf Club Fees, $8,496,224 , 25% Public Safety, $1,968,497 , 6% Water & Sewer Garbage Fees, $8,362,428 , 25% Fees, $8,236,400 $3,301,100 , 10% , 25% User Fees are the largest revenue source – 44.8% - Physical Environment including water, sewer, for the City and generate $15.0M. Unlike taxes, stormwater, and cemetery operations comprises the these charges are directly related to the service largest expense to the City at $8.5M or 25.4%. received and are collected for recreation & golf Public Safety includes the police and fire activities, water and sewer services, and garbage departments and totals $8.4M or 25.0%. Declining collection. revenues necessitated a $1.0M or 19.0% cut in the Other Taxes total $4.9M and are the second largest police department budget, including 8 sworn revenue source at 14.5% and include fuel tax, utility officers and 3 non-sworn positions. taxes, communication services tax, business tax Culture & Recreation totals $4.1M or 12.4% for receipts, and insurance premium tax for police and parks & recreation programs and facilities, senior fire pensions. center, library, museums, and golf courses. Property Taxes are the City’s third largest source of revenue at $4.8% or 14.3% of revenues. BUDGET SUMMARY FY 2012-13 FY 2011-12 $ Variance % Variance General Fund 16,801,950 17,399,021 -597,071 -3.4% Law Enf. Trust Fund 16,500 13,275 3,225 24.3% Law Enf. Training 7,000 10,000 -3,000 -30.0% Fund FBC Fund 263,444 0 263,444 100.0% CDBG Fund 124,541 126,575 -2,034 -1.6% CRA Fund 1,326,101 1,416,522 -90,421 -6.4% Debt Service Fund 476,277 455,644 20,633 4.5% Utilities Fund 8,489,269 12,360,728 -3,871,459 -31.3% Sanitation Fund 3,315,600 3,340,600 -25,000 -0.7% Golf Fund 2,065,927 2,076,641 -10,714 -0.5% Stormwater Fund 575,400 694,172 -118,772 -17.1% Beal Memorial Fund 35,600 42,600 -7,000 -16.4% GRAND TOTAL $33,497,609 $37,935,778 -$4,438,169 -11.7% City of Fort Walton Beach, FL 10 Executive Budget Summary Operating Budget Capital Budget $32,492,332 $1,005,277 $9 $625 $8 $7 $500 $6 $375 Thousands Millions $5 $4 $250 $3 $2 $125 $1 $0 $0 General Government is comprised of the Highlights for the upcoming year include: City Council, City Manager, Human Street Resurfacing will occur on Hollywood Blvd Resources, IT, City Clerk, Finance, Purchasing, from Eglin Pkwy to Bay Dr. Other locations TBD Right-of-Way, Cemetery, Engineering, Planning, based on MicroPaver update of Pavement Condition Code Enforcement, Fleet, Facilities, and Streets. Index. These groups either shape overall City policy and/or provide guidance and assistance to other departments and the public. Sidewalk Construction will be on hold this fiscal year while crews focus on repairs to Public Safety includes the police and fire existing sidewalks. departments. Police provides patrol, criminal investigations, community Water Lines will be replaced on portions of Bayou policing, communications/dispatch, and records Woods Dr and Watson Dr. maintenance. Fire provides fire protection, suppression, and inspection; Sewer Line rehab and replacement will emergency medical services; and fire be on hold this fiscal year while crews safety education. focus on maintenance and videoing the system. Physical Environment includes the production and distribution of drinking water, collection Stormwater – projects TBD based on and treatment of wastewater, collection of the Master Plan anticipated to residential and commercial garbage, and completed in January 2013. management of stormwater and environmental issues. Community Development includes building inspection/permitting, CDBG assistance to low-mod income families for housing rehab, and CRA revitalizes slum and While new funding for capital improvements is blighted areas. limited this year, ongoing projects include the Recreation activities include neighborhood and Soundside residential development (CRA tax facility parks, senior center, tennis center, increment funding) and pump station #1 force skateboard park, library, museum main replacement (2005 bond proceeds and complex, and two championship 18-hole SRF loan). golf courses. City of Fort Walton Beach, FL 11 Executive Budget Summary Did You Know? . . . 2012 Property Tax Allocation for a City Property Owner Okaloosa Water Mgmt (Based on taxable property value of $75,000) County 0.3% 21.4% % of Millage Taxes Total School District 7.4760 560.70 48.7% Fort Walton Beach 4.5383 340.37 29.6% Fort Walton Okaloosa County 3.2899 246.74 21.4% Beach School 29.6% Water Mgmt 0.0400 3.00 0.3% District 48.7% 15.3442 $ 1,150.81 100.0% What you Pay… What you Get… Annual Cost of City Services What City Services Your Dollars Buy Ad Valorem Taxes 340.37 Taxes User Fees Water/Sewer Fees(1) 318.00 Property Utilities Garbage Stormwater Garbage Fee 190.20 Police 87.52 - - - Stormwater Fee 36.00 General Government 82.13 - - - $ 884.57 Fire 73.24 - - - (1) Minimum monthly fee Recreation 56.73 - - - Engineering 13.03 - - - Transportation 18.08 - - - Debt Service 9.63 - - - Water - 99.60 - - Sewer - 218.40 - - Garbage - - 190.20 - Stormwater - - - 36.00 $ 340.37 $ 318.00 $ 190.20 $ 36.00 Cost of . . . One Police Officer, 24 Hrs/Day Starting Salary 32,445 Cost of . . . Incentive Pay 3,120 One Firefighter/EMT, 24 Hrs/Day Overtime 702 Starting Salary 30,024 Holiday Worked 1,287 Incentive Pay 1,800 Health Insurance 11,327 Overtime 2,227 Cost to . . . Pension 14,662 Holiday Worked 1,155 Maintain 10 Acres of Park Federal Taxes 2,873 Health Insurance 11,327 Salaries 17,530 Workers Comp 1,554 Pension 12,797 Taxes & Benefits 10,475 Personnel $ 67,970 Federal Taxes 2,694 Personnel $ 28,005 Equipment & Supplies 1,898 Workers Comp 1,773 Utilities & Fuel 4,860 Vehicle Fuel & Repair 3,411 Personnel $ 63,797 Vehicle/Equip Repair 717 Insurance 827 Physicals,Immunizations 325 Grounds Maintenance 2,793 Operating $ 6,136 Uniform Replacement 225 Other 393 Annual Recurring 74,106 Training/Other 872 Operating $ 8,763 Operating $ 1,422 Immunizations 225 Annual Recurring 36,768 Annual Recurring 65,219 Radio,Uniform,Vest,Gun 2,437 ½ Ton Truck 16,700 Vehicle & Equipment 37,091 Uniform 2,949 52" Mower 12,500 Non-Recurring $ 39,753 Non-Recurring $ 2,949 Field Rake 9,800 Total Cost to Hire & Total Cost to Hire & Trailer 2,500 Equip One Officer $ 113,859 Equip One Firefighter $ 68,168 Backpack Blower 475 2 Officers Required 3 Firefighters Required (min. manning) 16" Chainsaw 250 for 24 Hour Coverage x2 for 24 Hour Coverage x3 Non-Recurring $ 42,225 Total Cost $ 227,718 Total Cost $ 204,504 Total Cost $ 78,993 The cost per day for one police The cost per day for one The cost per day to maintain officer is $623.88 firefighter/EMT is $560.28 10 acres of parks is $216.42 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 12 Executive Budget Summary DATE OF INCORPORATION: June 16, 1941 FORM OF GOVERNMENT: Council & Manager PAVED STREETS: 92.65 miles GEOGRAPHIC AREA: 7.41 square miles SIDEWALKS: 62.80 miles TAXABLE ASSESSED VALUE: $1,114,258,123 WATER & SEWER LINES: 241.15 miles CITY MILLAGE RATE: 4.5383 STORM DRAIN: 41.64 miles POPULATION: 19,534 POLICE STATIONS: 1 FIRE STATIONS: 2 EMPLOYEES: 349 positions, 289.20 FTE’s LIBRARIES: 1 MUSEUMS: 3 SWORN POLICE OFFICERS: 43 18-HOLE GOLF COURSES: 2 FIREFIGHTING PERSONNEL: 36 ACRES OF PARKS: 182.70 City of Fort Walton Beach, FL 13 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. 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. There are basically three groups of funds in governmental accounting; governmental funds, proprietary funds, and fiduciary funds. City of Fort Walton Beach, FL 14 Budget Overview • 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 • Golf Fund – golf courses • Stormwater – stormwater City of Fort Walton Beach, FL 15  Budget Overview The chart below illustrates the relationship between the City’s fund financial structure (e.g. accounting) and the City’s departments (e.g. operations). Accounting Law Law Department/ Storm General Enf. Enf. FBC CDBG CRA Utilities Sanitation Golf Division Water Trust Train City Council √ City Manager √ Admin Services √ General Risk Management √ Gov’t Information Tech √ City Clerk √ $4.6M Finance √ Purchasing √ Fleet √ Facilities √ Public Safety Police √ √ √ √ $8.8M Fire √ Recreation √ √ Parks √ √ Recreation Right-of-Way √ Operations Services Senior Center √ Library √ $5.1M Museum √ Cemetery √ Golf Club √ Engineering Svcs √ √ √ Planning/Zoning √ Bldg Insp/Permits √ Code Enforcement √ Engineering Streets √ & Utility Customer Service √ Services Utility Services √ $15.0M 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. 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 City of Fort Walton Beach, FL 16 Budget Overview for purposes of financial reporting in accordance with generally accepted accounting principles (GAAP) is not the same basis used in preparing the budget document. All funds are budgeted on a cash basis. In GAAP financial statements, however, governmental funds use the modified accrual basis of 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 the 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. 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 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 City of Fort Walton Beach, FL 17 Budget Overview 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 Policy Meeting is held with City Council in May to YEAR BEGINS FORECAST DEVELOPED determine Council’s priorities and position on policy issues Oct 1 Jan specific to development of the operational and capital budgets BUDGET BUDGET POLICY for the upcoming fiscal year. City Council’s decisions on the ADOPTION Sep MEETING May policy issues provide the framework under which the budget is prepared to meet City Council’s programmatic objectives PUBLIC BUDGET DEPARTMENT MEETINGS within available fiscal resources projected in the five-year WORKSHOPS Aug BUDGET May/Jun COMMITTEE forecasts. The meeting is open to the public and the public is REVIEW Jun/Jul encouraged to attend and participate. A Budget Kick-Off meeting is then held with staff to provide preliminary guidance for budget development. 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 Director for computer issues and the Administrative Services Director for personnel and risk management issues. Department goals, objectives, and metrics are also evaluated during budget development to determine the effectiveness of program activities and appropriate funding levels. After the departmental meetings, the Budget Committee finalizes the proposed budget given revenue projections, economic conditions, funding requirements, and City Council program priorities and issues previously identified in the budget process. Once a balanced budget is achieved, it is presented to City Council for consideration. Community Participation The City solicits input from its residents in the budget process. A 7.5% response rate (655 responses out of 8797 surveys) was achieved for the second annual City Services Survey included in the February 2012 monthly water bill. The responses were presented to City Council at the May Budget Policy Meeting and have been used to ensure resources are allocated to the most highly valued programs and activities. Staff intends to continue to use this type of survey to obtain citizen feedback on an annual basis to gauge citizen satisfaction and progress toward improving services. The City’s website and utility bills contain notices regarding the budget process and City Council’s budget meetings. Additionally, there are two public hearings before final adoption of the budget. City of Fort Walton Beach, FL 18 Budget Overview City Council Budget Review The Mayor and City Council are BUDGET SCHEDULE responsible for reviewing the proposed January 2012 Five-Year Financial Forecasts Developed budget to ensure it meets the goals and May 2012 Budget Policy Meeting objectives of the City, conducting June 2012 First Department Budget Submission meetings on the budget to enlist public Revenues Fee Schedule Personnel Operating Expenses comment, and conducting public Computers Equipment/Vehicles hearings prior to the final adoption of the Capital Improvement Projects budget. June 2012 Departmental Budget Reviews June 26, 2012 City Council Meeting – Set Proposed Millage In August, a budget meeting is held with Rate for TRIM Notice the City Council to review and discuss July 2012 Second Department Budget Submission the proposed budget. The City Manager Current Year Accomplishments Budget Year Goals & Objectives reviews major issues and Department Performance Measures Directors are present for the discussions August 13, 2012 City Council Meeting – Review Budget and study of the proposed budget. The September 5, 2012 City Council Meeting – Adopt Tentative meeting is open to the public and the Millage Rate and Budget by Resolution public is encouraged to attend and September 19, 2012 City Council Meeting – Adopt Final Millage 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 City of Fort Walton Beach, FL 19 Budget Overview in accordance with Administrative Policy FIN-13. All budget transfers are performed in the City’s accounting system by the Finance Department. Budget Amendment Per Florida Statute 166.241, the adopted budget may be revised with a budget amendment approved by City Council in the same manner in which the budget was adopted. The resolution adopting the annual budget allows the budget to be amended by resolution provided that a corresponding funding source supports any additional expense. Transfers between funds and increases to a fund’s total budget are permitted by resolution adopted by City Council. Frequently, the budget is amended to record grants awarded to the City or other mid-year activities approved by City Council. The budget amendment increases or decreases the total amount of the adopted budget of each fund. FINANCIAL POLICIES The financial policies presented below set forth the basic framework for the overall financial management of the City, as well as provide guidelines for evaluating current activities and proposals for future programs. Financial Planning Long-Range Planning – Update the Vision Plan every ten years and hold a Budget Policy Meeting annually to ensure current and proposed programs and services reflect the values shared by citizens, City Council, and staff and to evaluate the impact on revenues and/or reserves. Prepare five-year General Fund revenue & 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. Although the budget adopted by City Council is balanced, the budget may become unbalanced during the year due to a natural disaster, civic emergency, grant award, or other City Council action. When these changes occur, a budget amendment must be adopted by resolution of City Council. Financial Monitoring – Prepare monthly financial reports for the City Manager and Finance Director detailing revenues and expenditures by fund, department, and division. Identify and explain any significant variances between budget and actual. Report financial information to City Council on a quarterly basis. City of Fort Walton Beach, FL 20 Budget Overview 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. 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. City of Fort Walton Beach, FL 21 Budget Overview 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 measures than a net worth measure. Credit rating agencies monitor fund balance levels and strongly consider unrestricted fund balance when determining a local government’s creditworthiness. Fund balance is also important to guard against unanticipated events that would adversely affect the financial condition of the City and jeopardize the continuation of necessary public services. There are five types of fund balance: Restricted 1. Nonspendable (inherently nonspendable) – resources that cannot be spent because of form (e.g. inventory, long-term loans receivable) or because they must be maintained intact (e.g. endowment principal). 2. Restricted (externally enforceable limitations) – resources with limitations imposed by creditors, grantors, laws, regulations, or enabling legislation.  Harvey Trust – There is appropriated $9,500 from the Harvey Trust in the current year budget to fund painting of the building interior and exterior rails as well as new shelving. 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. The City currently exceeds this policy. Actual Estimate FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 Unrestricted Fund Balance % 40.3% 45.8% 45.5% 42.1% 43.2% Unrestricted Fund Balance $ $7,665,707 $8,994,679 $7,946,840 $7,325,448 $7,270,300 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 $55,148 in the current year budget for the performance incentive program. 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). Changes in Fund Balance Due to the minimal use of reserves in the FY 2012-13 budget, only one governmental fund is anticipated to experience a change in fund balance greater than 10%. The Law Enforcement City of Fort Walton Beach, FL 22 Budget Overview Training Fund is budgeted to incur a $3K or 40.9% increase because expenses are conservative to guard against declining traffic fine revenues. Actual Estimate Variance FY12 to FY13 FY 2011 FY 2012 FY 2013 $ % General Fund $11,214,334 $10,429,754 $10,235,313 -$194,441 -1.9% Law Enf. Trust Fund $261,216 $250,941 $236,241 -$14,700 -5.9% Law Enf. Training Fund $7,404 $7,404 $10,429 $3,025 40.9% FBC Fund $0 $0 $0 $0 0.0% CDBG Fund -$306 $0 $0 $0 0.0% CRA Fund $4,212,984 $1,307,225 $1,307,225 $0 0.0% Debt Service Fund $113,816 $113,816 $113,816 $0 0.0% Beal Memorial Fund $1,929,448 $1,948,048 $1,982,648 $34,600 1.8% 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 except for Golf. It is not feasible to project this measure. Actual FY 2009 FY 2010 FY 2011 Utilities Fund 331 220 163 Sanitation Fund 195 259 228 Golf Fund -65 -61 -14 Stormwater Fund 148 344 425 Net Assets (proprietary funds) Net assets refers to the difference between assets and liabilities reported in a proprietary fund, and may be considered a measure of net worth. There are two types of net assets: 1. Restricted – funds committed for identified purposes or legally required to be segregated; not available to liquidate liabilities of the current period (e.g. debt service, impact fees). 2. Unrestricted – funds not required to be on hand and have not been identified for a particular purpose; available for capital projects or to balance the budget; the measure of financial health for an enterprise fund.  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 except Golf (to which the policy is not applicable at this time). City of Fort Walton Beach, FL 23 Budget Overview Actual Estimate FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 Utilities Fund 84.3% 56.9% 43.2% 57.4% 54.0% Sanitation Fund 52.4% 60.3% 61.1% 70.9% 72.8% Golf Fund -12.5% -12.3% 4.2% -11.9% -21.1% Stormwater Fund 39.6% 91.3% 113.7% 89.5% 68.8% 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 Statement – The following policy statements govern the City’s investment of funds in excess of those required to meet current expenses, excluding pension funds: • The City’s Investment Policy, adopted by City Council in Resolution 04-20, authorizes investments in accordance with Florida State Statute 218.415. • 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. • The Finance Director is responsible for the operation of the investment program. The Finance Director or designee of the Finance Director and/or City Manager is authorized to invest surplus public funds of the City in accordance with the adopted Investment Policy. 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. City of Fort Walton Beach, FL 24 Budget Overview • Pay-As-You-Use – A type of financing whereby long term debt is used to pay for capital improvements. Example: debt financing for a new municipal facility. Debt Policy Statement – The following policy statements govern the City’s use of debt to finance long-term, non-recurring capital improvements: • Recurrent capital expenditures for replacement, expansion and/or acquisition of plant, equipment, and/or motor vehicles will be financed on a pay-as-you-go basis from funds available and appropriated in the City’s annual operating budget. • Only long-term, non-recurrent capital expenditures for public improvements having a relatively greater cost and longer useful life, and which require additional funding over and beyond the fiscal capacity of the City’s annual operating budget, will be financed through the issuance or creation of long-term debt. These expenditures will not be debt-financed for periods exceeding the projected useful life of the improvement. • All capital improvements financed through the use of long-term debt will be consistent with the adopted Capital Improvements Program and the current fiscal year’s adopted Budget. • Revenue sources that will be used to pay long-term debt will be conservatively projected to ensure that such debt is adequately and soundly financed. • The City’s total general obligation debt will not exceed 10% of its assessed valuation. The City does not currently have any general obligation debt. • The City will use special assessment revenue bonds or other self-supporting bonds where possible and appropriate to finance long-term, non-recurrent capital improvements, rather than general obligation bonds. • The City will establish and maintain effective communications with bond rating agencies to keep them informed of its financial condition. Debt Capacity – The General Fund’s debt capacity is 20% of revenues, exclusive of appropriations from fund balance. The City is currently at 11% of its $3.3M debt capacity, including Golf Fund debt for which non-ad valorem revenues are pledged. The Utilities Fund’s debt capacity is contingent upon available resources and existing debt. The current outstanding debt requires a coverage ratio of 1.25 times earnings, and the City is currently at 2.30. 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 Estimate FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 General Fund 13.2% 12.9% 14.0% 14.4% 13.9% Utilities Fund 33.5% 32.6% 33.0% 32.7% 31.8% Golf Fund 80.7% 81.4% 87.3% 97.3% 97.5% Stormwater Fund 3.9% 1.4% 0.0% 0.0% 0.0% Debt Rating – The City maintains an insured AAA rating with Standard and Poors (A+ underlying rating) and an insured AAA rating with Fitch (AA- underlying rating). City of Fort Walton Beach, FL 25 Budget Overview DEBT SCHEDULES Bond Debt Service by Fiscal Year 2005 Bond Repay General Fund for Fiscal 2001 Bond Utility System 2010 Defeasing of Year Municipal Facilities Improvements 1999 Clubhouse Bond Grand Total 2012-13 $369,405.00 $722,558.76 $169,216.40 $1,261,180.16 2013-14 $367,805.00 $722,758.76 $169,216.40 $1,259,780.16 2014-15 $370,830.00 $722,246.26 $169,216.40 $1,262,292.66 2015-16 $368,240.00 $720,996.26 $169,216.40 $1,258,452.66 2016-17 $370,250.00 $719,371.26 $169,216.40 $1,258,837.66 2017-18 $366,700.00 $721,571.26 $169,216.40 $1,257,487.66 2018-19 $367,635.00 $723,171.26 $169,216.40 $1,260,022.66 2019-20 $368,080.00 $724,171.26 $169,216.40 $1,261,467.66 2020-21 $368,035.00 $724,115.00 $169,216.40 $1,261,366.40 2021-22 $367,500.00 $723,440.00 $169,216.40 $1,260,156.40 2022-23 $371,250.00 $721,850.00 $169,216.40 $1,262,316.40 2023-24 $369,250.00 $719,425.00 $169,216.40 $1,257,891.40 2024-25 $366,750.00 $721,362.50 $169,216.40 $1,257,328.90 2025-26 $368,750.00 $722,450.00 $169,216.40 $1,260,416.40 2026-27 $370,000.00 $721,435.00 $169,216.40 $1,260,651.40 2027-28 $370,500.00 $719,515.00 $169,216.40 $1,259,231.40 2028-29 $370,250.00 $721,690.00 $169,216.40 $1,261,156.40 2029-30 $369,250.00 $722,735.00 $169,216.48 $1,261,201.48 2030-31 $367,500.00 $722,650.00 0 $1,090,150.00 2031-32 0 $721,550.00 0 $721,550.00 2032-33 0 $724,325.00 0 $724,325.00 2033-34 0 $720,750.00 0 $720,750.00 2034-35 ___________ $721,050.00 ___________ $721,050.00 $7,007,980.00 $16,605,187.58 $3,045,895.28 $26,659,062.86 2001 Bond – new library, new police station, fire station renovations, city hall complex renovations 2005 Bond – new water transmission lines and storage tanks; replace/rehab existing water and sewer lines Equipment Lease/Purchase Payments by Fiscal Year Fiscal Year Fire Ladder Truck Golf Greens Mowers Golf Equipment Grand Total 2012-13 $84,625.14 $17,170.74 $13,537.02 $115,332.90 2013-14 $84,625.14 $17,170.74 $101,795.88 2014-15 $84,625.14 $17,170.73 $101,795.87 2015-16 $84,625.14 $12,878.04 $97,503.18 2016-17 $84,625.14 $84,625.14 2017-18 $84,625.14 $84,625.14 2018-19 $84,625.14 $84,625.14 2019-20 $84,625.14 $84,625.14 2020-21 $63,468.86 _________ _________ $63,468.86 $740,469.98 $64,390.25 $13,537.02 $818,397.25 City of Fort Walton Beach, FL 26 Budget Overview Debt Principal and Interest Payments by Fund General Fund Utilities Fund Golf Fund Fiscal Yr Principal Interest Principal Interest Principal Interest 2012-13 218,399.94 235,630.20 280,000.00 442,558.76 159,010.02 40,914.14 2013-14 225,160.89 227,269.25 290,000.00 432,758.76 147,912.16 38,474.98 2014-15 236,967.19 218,488.15 300,000.00 422,246.26 150,311.95 36,075.18 2015-16 243,819.97 209,045.18 310,000.00 410,996.26 148,459.63 33,634.81 2016-17 255,720.45 199,154.69 320,000.00 399,371.26 137,787.85 31,428.55 2017-18 262,669.87 188,655.29 335,000.00 386,571.26 139,862.42 29,353.98 2018-19 274,669.46 177,590.68 350,000.00 373,171.26 141,968.22 27,248.18 2019-20 286,720.55 165,984.60 365,000.00 359,171.26 144,105.73 25,110.67 2020-21 277,668.15 153,835.71 380,000.00 344,115.00 146,275.42 22,940.98 2021-22 225,000.00 142,500.00 395,000.00 328,440.00 148,477.78 20,738.62 2022-23 240,000.00 131,250.00 410,000.00 311,850.00 150,713.30 18,503.10 2023-24 250,000.00 119,250.00 425,000.00 294,425.00 152,982.47 16,233.93 2024-25 260,000.00 106,750.00 445,000.00 276,362.50 155,285.82 13,930.58 2025-26 275,000.00 93,750.00 465,000.00 257,450.00 157,623.84 11,592.56 2026-27 290,000.00 80,000.00 485,000.00 236,435.00 159,997.06 9,219.34 2027-28 305,000.00 65,500.00 505,000.00 214,515.00 162,406.02 6,810.38 2028-29 320,000.00 50,250.00 530,000.00 191,690.00 164,851.24 4,365.16 2029-30 335,000.00 34,250.00 555,000.00 167,735.00 167,333.37 1,883.11 2030-31 350,000.00 17,500.00 580,000.00 142,650.00 2031-32 605,000.00 116,550.00 2032-33 635,000.00 89,325.00 2033-34 660,000.00 60,750.00 2034-35 690,000.00 31,050.00 5,131,796.47 2,616,653.75 10,315,000.00 6,290,187.58 2,735,364.30 388,458.25 Principal Interest Total Existing Debt $657,410 $719,103 $1,376,513 New Debt anticipated in FY 2012-13 n/a n/a n/a FY 2012-13 Budget Debt Impact: $657,410 $719,103 $1,376,513 City of Fort Walton Beach, FL 27  CITY OF FORT WALTON BEACH, FL Summary of Estimated Financial Sources & Uses - All Funds Major Funds 1 GENERAL FUND UTILITIES FUND 2010-11 2011-12 2012-13 2010-11 2011-12 2012-13 Actual Budget Budget Actual Budget Budget Financial Sources Ad Valorem Taxes 4,392,986 4,149,255 4,043,901 - - - Other Taxes 5,149,445 5,076,798 4,863,020 - - - Licenses and Permits 2,428,621 2,397,989 2,077,249 - - - Intergovernmental Revenue 2,525,152 2,320,171 2,471,016 - - - Charges for Services 911,405 883,617 915,081 7,592,633 7,728,600 8,236,400 Fines and Forfeitures 125,885 139,200 103,700 - - - Interest & Other Revenues 778,076 406,916 376,472 249,570 72,865 40,380 Other Financing Sources 739,805 - - - 2,000,000 - 17,051,375 15,373,946 14,850,439 7,842,203 9,801,465 8,276,780 Appropriation from Reserves - 251,961 64,648 - 2,521,900 165,778 $ 17,051,375 $ 15,625,907 $ 14,915,087 $ 7,842,203 $ 12,323,365 $ 8,442,558 Interfund Transfers In 1,807,790 1,773,114 1,886,863 36,242 37,363 46,711 Total Financial Sources $ 18,859,165 $ 17,399,021 $ 16,801,950 $ 7,878,446 $ 12,360,728 $ 8,489,269 Financial Uses General Government 3,562,666 3,678,484 3,874,466 - - - Public Safety 8,325,583 8,581,715 7,927,115 - - - Physical Environment 306,365 274,214 287,085 7,669,382 5,297,831 5,344,177 Transportation 977,544 1,094,561 1,139,634 - - - Community & Economic Dev. 504,886 458,770 223,179 - - - Culture & Recreation 2,201,847 2,375,060 2,388,130 - - - Capital Outlay 786,041 214,228 169,302 211,269 221,505 246,207 Capital Improvements 303,870 145,000 125,000 2,061,902 4,674,150 37,500 Debt Service - - - 499,924 721,674 722,559 Reclass of Capital Outlay - - - (1,279,551) - - 16,968,802 16,822,032 16,133,911 9,162,926 10,915,160 6,350,443 Contingencies - 64,326 157,810 - 52,830 53,110 Reserves - - - - 227,710 895,972 $ 16,968,802 $ 16,886,358 $ 16,291,721 $ 9,162,926 $ 11,195,700 $ 7,299,525 Interfund Transfers Out 489,155 512,663 510,229 959,557 1,165,028 1,189,744 Total Financial Uses $ 17,457,956 $ 17,399,021 $ 16,801,950 $ 10,122,481 $ 12,360,728 $ 8,489,269 Net Increase/(Decrease) in 1,401,209 (251,961) (64,648) (2,244,035) (2,294,190) 730,194 Fund Balance / Net Assets4 Fund Bal / Net Assets4 - Oct 1 6,545,631 7,946,840 7,694,879 6,613,741 4,369,706 2,075,516 4 Fund Bal / Net Assets - Sep 30 $ 7,946,840 $ 7,694,879 $ 7,630,231 $ 4,369,706 $ 2,075,516 $ 2,805,710 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 - Sanitation, Golf, Stormwater 4 Fund Balance / Net Assets amounts used are unrestricted, except CRA Fund which is committed to capital projects 28  Non-Major Funds OTHER GOVERNMENTAL 2 OTHER ENTERPRISE 3 Total All Funds 2010-11 2011-12 2012-13 2010-11 2011-12 2012-13 2010-11 2011-12 2012-13 % of Actual Budget Budget Actual Budget Budget Actual Budget Budget Budget 896,050 803,818 760,094 - - - 5,289,036 4,953,073 4,803,995 14.3% - - - - - - 5,149,445 5,076,798 4,863,020 14.5% - - 254,740 3,751 5,000 4,500 2,432,372 2,402,989 2,336,489 7.0% 833,463 709,279 675,548 - - - 3,358,615 3,029,450 3,146,564 9.4% - - - 5,744,436 5,860,800 5,843,597 14,248,474 14,473,017 14,995,078 44.8% 25,731 10,000 7,000 - - - 151,616 149,200 110,700 0.3% 39,897 46,000 22,800 221,074 118,022 108,830 1,288,617 643,803 548,482 1.6% - - - - - - 739,805 2,000,000 - 0.0% 1,795,141 1,569,097 1,720,182 5,969,261 5,983,822 5,956,927 32,657,980 32,728,330 30,804,328 - 10,275 14,700 - 100,172 - 2,884,308 245,126 0.7% $ 1,795,141 $ 1,579,372 $ 1,734,882 $ 5,969,261 $ 6,083,994 $ 5,956,927 $ 32,657,980 $ 35,612,638 $ 31,049,454 489,154 485,244 514,581 - 27,419 - 2,333,186 2,323,140 2,448,155 7.3% $ 2,284,295 $ 2,064,616 $ 2,249,463 $ 5,969,261 $ 6,111,413 $ 5,956,927 $ 34,991,166 $ 37,935,778 $ 33,497,609 - - - - - - 3,562,666 3,678,484 3,874,466 11.6% 166,959 413,076 435,313 - - - 8,492,542 8,994,791 8,362,428 25.0% 13,149 24,000 1,000 2,858,504 2,797,587 2,863,962 10,847,400 8,393,632 8,496,224 25.4% - - - - - - 977,544 1,094,561 1,139,634 3.4% 476,555 722,057 1,043,979 - - - 981,441 1,180,827 1,267,158 3.8% - - - 1,994,383 1,762,604 1,756,546 4,196,230 4,137,664 4,144,676 12.4% 36,082 110,100 - 309,291 461,620 342,268 1,342,683 1,007,453 757,777 2.3% 315,651 220,795 85,000 176,290 300,000 - 2,857,713 5,339,945 247,500 0.7% 434,967 455,644 476,277 205,405 240,537 205,467 1,140,296 1,417,855 1,404,303 4.2% - - (479,886) - - (1,759,437) - - 0.0% 1,443,363 1,945,672 2,041,569 5,063,987 5,562,348 5,168,243 32,639,078 35,245,212 29,694,166 - - - - 27,960 46,170 - 145,116 257,090 0.8% - 18,600 37,625 - - 150,073 - 246,310 1,083,670 3.2% $ 1,443,363 $ 1,964,272 $ 2,079,194 $ 5,063,987 $ 5,590,308 $ 5,364,486 $ 32,639,078 $ 35,636,638 $ 31,034,926 111,924 100,344 170,269 759,402 521,105 592,441 2,320,038 2,299,140 2,462,683 7.4% $ 1,555,287 $ 2,064,616 $ 2,249,463 $ 5,823,389 $ 6,111,413 $ 5,956,927 $ 34,959,115 $ 37,935,778 $ 33,497,609 - - 729,008 8,325 22,925 145,872 (100,172) 150,073 32,051 (2,637,998) 838,544 5,413,118 6,142,126 6,150,451 2,344,374 2,490,246 2,390,074 20,916,864 20,948,918 18,310,920 $ 6,142,126 $ 6,150,451 $ 6,173,376 $ 2,490,246 $ 2,390,074 $ 2,540,147 $ 20,948,915 $ 18,310,920 $ 19,149,464 29  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 2008-09 2009-10 2010-11 2011-12 2012-13 General Fund Law Enf. Trust Fund Law Enf. Training Fund FL Bldg Code Fund CDBG Fund CRA Fund Debt Service Fund Utilities Fund Sanitation Fund Golf Fund Stormwater Fund Beal Memorial Fund Actual Actual Actual Budget Budget $ % 2008-09 2009-10 2010-11 2011-12 2012-13 Variance Variance General Fund 19,329,577 19,252,950 18,859,165 17,399,021 16,801,950 (597,071) -3.43% Law Enf. Trust Fund 69,824 262,970 50,644 13,275 16,500 3,225 24.29% Law Enf. Training Fund 13,159 10,433 7,945 10,000 7,000 (3,000) -30.00% FL Bldg Code Fund - - - - 263,444 263,444 100.00% CDBG Fund 274,878 161,274 153,012 126,575 124,541 (2,034) -1.61% CRA Fund 1,861,122 1,846,458 1,572,638 1,416,522 1,326,101 (90,421) -6.38% Debt Service Fund 415,723 416,889 455,903 455,644 476,277 20,633 4.53% Utilities Fund 6,907,081 7,127,094 7,878,446 12,360,728 8,489,269 (3,871,459) -31.32% Sanitation Fund 3,427,713 3,371,021 3,346,651 3,340,600 3,315,600 (25,000) -0.75% Golf Fund 2,539,801 2,229,232 2,123,080 2,076,641 2,065,927 (10,714) -0.52% Stormwater Fund 1,307,005 769,021 499,530 694,172 575,400 (118,772) -17.11% Beal Memorial Fund 60,122 44,442 44,152 42,600 35,600 (7,000) -16.43% Revenues 36,206,005 35,491,784 34,991,166 37,935,778 33,497,609 (4,438,169) -11.70% Revenues by Category $40 $35 $30 $25 Millions $20 $15 $10 $5 $0 Actual Actual Actual Budget Budget 2008-09 2009-10 2010-11 2011-12 2012-13 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 % 2008-09 2009-10 2010-11 2011-12 2012-13 $ Variance Variance Ad Valorem Taxes 5,582,822 5,332,480 5,289,036 4,953,073 4,803,995 (149,078) -3.01% Other Taxes 4,576,095 5,034,292 5,149,445 5,076,798 4,863,020 (213,778) -4.21% Licenses & Permits 2,327,486 2,413,145 2,432,372 2,402,989 2,336,489 (66,500) -2.77% Intergov't Revenue 2,935,179 3,596,353 3,358,615 3,029,450 3,146,564 117,114 3.87% Charges for Services 13,265,761 13,281,128 14,248,474 14,473,017 14,995,078 522,061 3.61% Fines & Forfeitures 582,999 389,578 151,616 149,200 110,700 (38,500) -25.80% Interest & Other 2,224,014 2,064,440 1,288,617 643,803 548,482 (95,321) -14.81% Other Financing Sources 4,711,650 3,380,369 3,072,991 4,323,140 2,448,155 (1,874,985) -43.37% Fund Balance / Net Assets - - - 2,884,308 245,126 (2,639,182) -91.50% Revenues 36,206,005 35,491,784 34,991,166 37,935,778 33,497,609 (4,438,169) -11.70% 30 Revenues FY 2012-13 Budgeted Revenues $33,497,609 Other Taxes, Ad Valorem Taxes, $4,863,020 , 14% $4,803,995 , 14% Reserves, $245,126 , Licenses & Permits, 1% $2,336,489 , 7% Interfund Transfers, $2,448,155 , 7% Interest & Misc, $548,482 , 2% State Revenue Sharing & Other Intergov't, Fines, Forfeitures, & $3,146,564 , 9% Other, $110,700 , 0% Stormwater Fees, $574,000 , 2% Recreation, Cemetery, Other Fees, $915,081 , Golf Club Fees, 3% $1,968,497 , 6% Garbage Fees, $3,301,100 , 10% Water & Sewer Fees, $8,236,400 , 25% 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 $15.0 million and are the largest source of revenue for the City at 44.8%. 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 3.1% annual increase. $8 $7 Water and sewer rates, which generate $8.2M, will increase 3% on October 1 in accordance $6 with a multi-year rate plan adopted by City $5 Council in March 2010. The rate plan provides $4 annual increases for inflation each October 1 $3 through FY 2013-14. $2 $1 Garbage fees account for $3.3M in revenues $0 and golf club fees account for $2.0M in Recreation Water/Sewer Garbage Other/Stormwater revenues. Other fees – recreation program 2008-09 2009-10 2010-11 Budget Budget 2011-12 2012-13 fees, park rentals, senior center, library, musuem, cemetery sales, stormwater fee – comprise $1.5M in revenues. No fee increases are proposed for these services. Ad Valorem (Property) Taxes – Ad valorem taxes levied by the City comprise $4.8M or 14.3% of total revenues and contribute 24% or $4.0M of General Fund revenues and 57% or $760K of City of Fort Walton Beach, FL 31 Revenues Community Redevelopment Agency (CRA) Fund revenues. Funding from County property taxes comprises $551K or 42% of CRA Fund revenues. Property tax revenues are allocated to the CRA Fund based on the growth in assessed value from the base year (i.e. year of CRA designation). The City’s 2012 gross taxable property value for operating purposes is $1.114 billion, a decrease of $37.8 million or 3.3% from the 2011 final gross taxable property value of $1.152 billion. The budget is predicated on maintaining a millage rate of 4.5383, which generates $149K less property tax revenue than the prior year due to decreases in property values. One mill equals $1 per $1000 of taxable property value. Assessed Value (millions) Ad Valorem Taxes (millions) $1,500 $7 $6 $1,200 $5 $900 $4 $600 $3 $2 $300 $1 $0 $0 2003-04 2004-05 2005-06 2006-07 2007-08 2008-09 2009-10 2010-11 2011-12 2012-13 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. 75 per ton sanitation host fee on garbage collected outside the City limits and brought to the transfer station is also collected per contract. Franchise fees comprise $2.0M or 6.1% of revenues and have $2.5 decreased 1.1% per year on average over the last five years. $2.0 Utility taxes are contractually levied against $1.5 electric, gas, and water revenues of local utility companies at the rate of 10% and have averaged $1.0 a 2.5% annual increase over the past five years, in large part due to a $20/month cap for $0.5 residential consumers, a $50/month cap for non- $0.0 residential consumers, and a 50 kilowatt/month Franchise Fees Utility Taxes exemption for residential use being eliminated 2008-09 2009-10 2010-11 Budget 2011-12 Budget 2012-13 effective October 1, 2008. Electric and natural gas utility taxes are based on 1973 fuel prices. Although the entire base rate is taxable, a large portion of these utility bills is exempt (since the current cost of these fuels is irrelevant) and the City’s revenues will only increase if usage increases. Utility taxes are anticipated to generate $2.2M or 6.7% 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 (4.5% 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. City of Fort Walton Beach, FL 32 Revenues Half-Cent Sales Tax – This state-shared $2.00 revenue distribution, anticipated to generate $1.75 approximately $1.6M or 4.7% 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 $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 Tax Municipal Revenue Local Option Fuel Municipal Revenue Sharing – This is funded Services Tax Sharing Tax 2008-09 2009-10 2010-11 Budget Budget by 1.3409% of sales and use tax collections, 2011-12 2012-13 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 $720K, or 2.1% of total revenues. This revenue source is anticipated to remain flat in FY 2013. Although fuel prices are up, this revenue is predicated on consumption and remains suppressed along with consumer confidence. Interest Income – Interest earnings are budgeted at $87K or 0.3% of total revenues and fluctuate based on the interest rate environment, the City’s types of investments, and funds available for investment. Currently, $19.5M in operating reserves (excludes checking accounts, bond proceeds, and pension funds) is invested. Although staff’s conservative investment approach has consistently outperformed benchmark money funds governed by SEC Rule 2a-7, the City has retained a professional portfolio manager with the goal of achieving a return that at least ensures the principal balance keeps pace with inflation and provides modest growth for long-term funds. 5.5% 5.0% 4.5% 4.0% 3.5% Annualized Return 3.0% 2.5% 2.0% 1.5% 1.0% 0.5% 0.0% Jan-11 Feb-11 Mar-11 Apr-11 May-11 Jun-11 Jul-11 Aug-11 Sep-11 Oct-11 Nov-11 Dec-11 Jan-12 Feb-12 Mar-12 Apr-12 May-12 Jun-12 FWB Fed SBA FMIvT FLSAFE S&P GIP 52-wkTB FL-FIT PFM Portfolio Morgan Stanley Inflation WAR Funds Daily Appropriation from Reserves – Use of fund balance (governmental funds) or net assets (enterprise funds) – accounts for $245K or 0.7% of total revenues: a. General Fund – $9,500 from restricted fund balance (Harvey Trust - funding bequeathed to the City for library purposes) will be used for new shelving and painting the interior walls and exterior rails; $55,148 from unassigned fund balance for the performance incentive program (only a portion funded from reserves). b. Law Enforcement Trust Fund – $14,700 from unassigned fund balance for crime prevention and safe neighborhood activities (required per Florida Statute to spend 15% of prior year forfeitures on these types of activities). c. Utilities Fund - $37,500 from restricted net assets (2005 Utility Bond proceeds) for water line replacements; $128,278 from restricted net assets (renewal & replacement) for equipment replacements. City of Fort Walton Beach, FL 33  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 2008-09 2009-10 2010-11 2011-12 2012-13 General Fund Law Enf. Trust Fund Law Enf. Training Fund FL Bldg Code Fund CDBG Fund CRA Fund Debt Service Fund Utilities Fund Sanitation Fund Golf Fund Stormwater Fund Beal Memorial Fund Actual Actual Actual Budget Budget $ % 2008-09 2009-10 2010-11 2011-12 2012-13 Variance Variance General Fund 19,015,139 19,630,808 17,457,956 17,399,021 16,801,950 (597,071) -3.43% Law Enf. Trust Fund 71,522 233,922 52,289 13,275 16,500 3,225 24.29% Law Enf. Training Fund 33,406 24,289 7,282 10,000 7,000 (3,000) -30.00% FL Bldg Code Fund - - - - 263,444 263,444 100.00% CDBG Fund 266,132 166,408 156,935 126,575 124,541 (2,034) -1.61% CRA Fund 2,302,897 1,522,533 890,665 1,416,522 1,326,101 (90,421) -6.38% Debt Service Fund 415,723 415,723 434,967 455,644 476,277 20,633 4.53% Utilities Fund 10,286,251 7,823,386 10,122,481 12,360,728 8,489,269 (3,871,459) -31.32% Sanitation Fund 3,461,817 3,214,884 3,269,274 3,340,600 3,315,600 (25,000) -0.75% Golf Fund 2,529,420 2,228,934 2,199,552 2,076,641 2,065,927 (10,714) -0.52% Stormwater Fund 495,323 389,951 354,565 694,172 575,400 (118,772) -17.11% Beal Memorial Fund 67,650 15,555 13,149 42,600 35,600 (7,000) -16.43% Expenditures 38,945,278 35,666,392 34,959,115 37,935,778 33,497,609 (4,438,169) -11.70% Expenditures by Category $40 $35 $30 $25 Millions $20 $15 $10 $5 $0 Actual Actual Actual Budget Budget 2008-09 2009-10 2010-11 2011-12 2012-13 Personal Services Operating Expenses Capital Outlay Capital Improvements Debt Service Transfers Contingencies & Reserves Actual Actual Actual Budget Budget % 2008-09 2009-10 2010-11 2011-12 2012-13 $ Variance Variance Personal Services 19,122,351 18,945,749 16,497,717 17,841,355 17,411,687 (429,668) -2.41% Operating Expenses 12,777,291 10,013,339 12,546,957 9,405,494 8,724,300 (681,194) -7.24% Capital Outlay 627,077 652,120 342,683 1,007,453 754,777 (252,676) -25.08% Capital Improvements 2,784,744 4,170,211 2,857,713 5,339,945 250,500 (5,089,445) -95.31% Debt Service 1,546,554 1,566,399 1,596,200 1,704,282 1,880,580 176,298 10.34% Transfers 3,315,213 2,016,267 1,877,283 2,264,423 3,071,076 806,653 35.62% Contingencies & Reserves - - - 372,826 1,404,689 1,031,863 276.77% Reclass of Capital Outlay (1,227,953) (1,697,695) (1,759,437) - - - 0.00% Expenditures 38,945,278 35,666,392 33,959,115 37,935,778 33,497,609 (4,438,169) -11.70% 34 Expenditures FY 2012-13 Budgeted Expenditures $33,497,609 Contingencies, Reserves, $1,083,670 , Interfund Transfers, $257,090 , 1% 3% $2,462,683 , 7% Debt Service, $1,404,303 , 4% General Government, Capital Improvements, $3,874,466 , 12% $247,500 , 1% Capital Outlay, $757,777 , 2% Culture & Recreation, $4,144,676 , 12% Community & Economic Dev., $1,267,158 , 4% Public Safety, $8,362,428 , 25% Transportation, $1,139,634 , 4% Physical Environment, $8,496,224 , 25% Physical Environment – This category comprises $8.5M or 25.4% of total expenses and includes cemetery operations and the following $8 enterprise activities: water, sewer, stormwater, $7 and garbage. These operations are self-sustaining $6 since cemetery revenues exceed expenses and $5 enterprise activities are funded by user fees rather Millions $4 than general revenues such as property taxes. $3 The $103K or 1.2% increase in this category is $2 attributable to general inflationary increases in $1 the cost of operating expenses. For instance, the $0 City’s agreement with the County for the Cemetery Water/Sewer Garbage Stormwater treatment & disposal of wastewater includes a 2008-09 2009-10 2010-11 Budget Budget 3% adjustment each March. 2011-12 2012-13 Public Safety – This category includes police and fire services and totals $8.4M or 25.0% of $6 total expenses. The $632K or 7.0% decrease is attributable to a $1.0M or 19.0% decrease in the $5 police department budget. A portion of this $4 reduction was offset by pension contribution increases. General Fund revenues are down Millions $3 $2.8M or 14.1% from their pre-Great Recession $2 level (i.e. FY 2008) and cuts have been made to $1 recreation, community development, right-of- way maintenance, and other “non-essential” $0 Police Fire areas in previous years. Since the police 2008-09 2009-10 2010-11 Budget Budget department comprises 30% of the General Fund 2011-12 2012-13 City of Fort Walton Beach, FL 35 Expenditures budget, reductions in this department were no longer avoidable. The number of sworn officers has been reduced from 46 to 38. To minimize the impact to patrol operations, the department will transition from three 11-hour overlapping shifts with 5 officers per shift to two 24-hour shifts with 7 officers per shift. The investigative unit will be reduced from 9 to 4, supplemented by participation in a regional task force. Two administrative positions and a communications officer were also eliminated. Response times for high-priority calls is not anticipated to be impacted by these changes. Culture & Recreation – This category equals $2.5 $4.1M or 12.4% of total expenses and includes parks & recreation programs and facilities, senior $2.0 center, library, museums, and golf courses. Golf $1.5 operations are intended to be self-sufficient Millions through user fees and not rely on property taxes; $1.0 however, assistance from the General Fund has been required in previous years. A portion of the $0.5 other leisure services expenses are offset by $0.0 revenues such as facility and park rentals, youth Recreation Parks Senior Center Library Museum Golf Club and adult athletic fees, and museum entrance 2008-09 2009-10 2010-11 Budget Budget 2011-12 2012-13 fees. This category is down $457K or 9.9% over the past five years due to budget constraints. General Government – This category is $3.9M or 11.6% of total expenses and includes the following departments: City Council, City Manager, City Clerk, Administrative Services (human resources, risk management, information $1.8 technology), Financial Services (accounting, $1.5 purchasing), Fleet and Facilities, and other non- departmental expenses. These units of City $1.2 Millions government are funded from ad valorem tax $0.9 proceeds and provide support services to other $0.6 departments and information to the public. This category has declined $1.3M or 24.0% over the $0.3 past five years due to staffing and operational $0.0 budget cuts, as well as property & casualty Charter Offices Admin Services Finance Fleet & Facilities Non-Dept insurance returning to pre-reinsurance spike 2008-09 2009-10 2010-11 Budget Budget 2011-12 2012-13 levels as a result of the 2004 & 2005 Florida hurricane seasons. Interfund Transfers – The City’s interfund transfers represent $2.5M or 7.4% of total expenses. Transfers to the General Fund total $1.4M based on the Cost Allocation Plan, which provides reasonable and proportionate reimbursement for services provided to the enterprise funds such as city clerk, city council (including city attorney), city manager, administrative services (i.e. human resources, risk management, information technology), financial services (i.e. budget, grants, accounting, accounts payable, payroll, purchasing), and engineering services (i.e. engineering, fleet, facilities). At the budget meeting in August, City Council again waived a large portion of the Golf Fund transfer to retain revenues for golf course operational use. The Stormwater Fund is now self-sustaining and paying its full transfer. This category has increased $164K or 7.1% in large part due to adjustments to the CRA cost allocation transfer to account for higher staffing levels at this time compared to when the cost allocation was updated in 2009 and City of Fort Walton Beach, FL 36 Expenditures to account for half of a shared police sergeant assigned to the CRA, as well as increasing the Stormwater transfer to reflect the fund’s full proportionate share. Additionally, the General Fund receives $320K (4% of water & sewer fees) from the Utilities Fund as a franchise/right-of-way access fee and $130K from the Sanitation Fund to compensate for additional roadway wear & tear (sanitation trucks vs. passenger vehicles). The General Fund transfers $456K to the Debt Service Fund for principal and interest payments and $30K (20% of lot sales) to the Beal Memorial Cemetery Fund for investment for perpetual care once all locations are sold. The Sanitation Fund transfers $39K to the Utilities Fund to offset a proportionate share of customer service division expenses. Debt Service – This category totals $1.4M or 4.2% 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. These expenses are $14K or 1.0% less than the previous year. Community/Economic Development – This category totals $1.3M or 3.8% of total expenses and includes planning and code enforcement in the General Fund, Community Development $0.8 Block Grant (CDBG), Community $0.7 Redevelopment Agency (CRA), and Florida $0.6 Building Code (FBC). Plan review fees and code $0.5 enforcement fines offset a portion of these Millions $0.4 expenses in the General Fund. Building $0.3 inspection and permitting activities related to $0.2 enforcing the Florida Building Code (FBC) have $0.1 been separated into a new fund this year for $0.0 tracking purposes. Per Florida Statute, General Fund CDBG Fund CRA Fund FBC Fund permitting and inspection fees may be set at a 2008-09 2009-10 2010-11 Budget Budget rate that recovers, but does not exceed, the cost 2011-12 2012-13 to enforce the FBC. Properly segregating these expenses accounts for the $86K or 7.3% increase from the prior year. Transportation – This category represents $0.6 $1.1M or 3.4% of total expenses and includes the $0.5 following activities: engineering, streets, and right-of-way. Roadway-related expenses are $0.4 funded from local option fuel tax proceeds. The Millions $0.3 $45K or 4.1% increase in this category is $0.2 attributable to the focus on sidewalk repairs in the upcoming year (rather than sidewalk $0.1 construction classified as capital outlay). A $0.0 decrease of $177K or 13.5% in this category has Engineering Streets Right-of-Way been achieved over the last five years in large 2008-09 2009-10 2010-11 Budget Budget 2011-12 2012-13 part due to transitioning to inmate labor for right- of-way maintenance due to budget constraints. Reserves – Reserve funds are budgeted when revenues exceed expenses or to rebuild net assets in the enterprise funds. Reserves totaling $1.1M or 3.2% of expenses are budgeted in the Law Enforcement Training, Utilities, Sanitation, Stormwater, and Beal Memorial Cemetery funds. Capital Outlay – This category is $755K or 2.3% of total expenses and includes the purchase of computers, vehicles, equipment, and other assets with a value greater than $500 and a useful life City of Fort Walton Beach, FL 37 Expenditures of more than one year. In addition to computers and various pieces of equipment, the following vehicle replacements are budgeted in the amount of $330K: ½ ton fire inspector truck, sewer collection flat bed dump truck, and sanitation knuckleboom (2). Contingencies – Contingency funds total $257K or 0.8% 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 Fund and all four Enterprise Funds. Capital Improvements – This category accounts for $251K or 0.7% of total expenses and includes 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 (e.g. buildings, parks, streets, water and sewer lines). Planned capital improvements are identified in the City’s five- year Capital Improvements Program, but projects may be delayed or completed in phases due to funding constraints. The funding level varies annually based on identified needs and whether the projects will be debt-financed or paid from current revenues. Projects budgeted in FY 2012-13 include: street resurfacing and water line replacement. While new funding for capital improvements is limited this year, ongoing projects include the Soundside residential development (CRA tax increment funding) and pump station #1 force main replacement (2005 bond proceeds and SRF loan). City of Fort Walton Beach, FL 38  CITY OF FORT WALTON BEACH, FL Total Expenditures by Category - All Funds Personal Operating Capital Capital Debt Transfers 2012-13 2011-12 Budget Change Services Expenses Outlay Improv. Service Out Budget Budget $ % City Council 130,737 280,007 - - - - 410,744 324,877 85,867 26.4% City Manager 226,904 3,459 650 - - - 231,013 231,735 (722) -0.3% Administrative Services 200,563 41,593 650 - - - 242,806 270,696 (27,890) -10.3% Risk Management - 492,670 - - - - 492,670 426,360 66,310 15.6% Information Technology 194,874 180,923 16,850 - - - 392,647 366,758 25,889 7.1% City Clerk 152,632 45,897 - - - - 198,529 190,499 8,030 4.2% Finance 504,193 126,982 - - - - 631,175 597,742 33,433 5.6% Purchasing 128,756 8,992 - - - - 137,748 136,377 1,371 1.0% Police 3,877,954 450,582 - - 173,839 - 4,502,375 5,371,469 (869,094) -16.2% Fire 3,392,713 205,866 23,650 - 210,164 - 3,832,393 3,713,565 118,828 3.2% Recreation 567,822 372,629 650 - - - 941,101 950,898 (9,797) -1.0% Parks 511,648 167,693 43,800 - - - 723,141 700,321 22,820 3.3% Right-of-Way 62,123 124,207 22,000 - - - 208,330 180,275 28,055 15.6% Senior Center 71,182 42,086 - - - - 113,268 112,029 1,239 1.1% Library 320,927 110,360 25,250 - 22,317 - 478,854 474,234 4,620 1.0% Museum 165,751 58,032 - - - - 223,783 214,789 8,994 4.2% Cemetery 153,225 133,860 - - - 29,600 316,685 325,374 (8,689) -2.7% Engineering Services 381,500 35,307 - - - - 416,807 410,523 6,284 1.5% Planning & Zoning 56,188 15,004 - - - 4,352 75,544 76,164 (620) -0.8% Bldg Insp/Permitting - - - - - - - 232,714 (232,714) -100.0% Code Enforcement 141,399 10,588 - - - - 151,987 149,892 2,095 1.4% Fleet 390,395 62,971 6,702 - - - 460,068 436,116 23,952 5.5% Facilities 398,790 213,438 4,600 - 69,957 - 686,785 654,256 32,529 5.0% Streets 228,468 308,029 24,500 125,000 - - 685,997 649,413 36,584 5.6% Non-Departmental-001 75,000 172,500 - - - - 247,500 201,945 45,555 22.6% General Fund 12,333,744 3,663,675 169,302 125,000 476,277 33,952 16,801,950 17,399,021 (597,071) -3.4% Law Enf. Trust Fund 3,000 13,500 - - - - 16,500 13,275 3,225 24.3% Law Enf. Training Fund - 3,975 - - - 3,025 7,000 10,000 (3,000) -30.0% FBC Fund 227,936 19,980 - - - 15,528 263,444 - 263,444 100.0% CDBG Fund 11,106 90,537 - - - 22,898 124,541 126,575 (2,034) -1.6% Police-CRA 397,424 17,414 - - - 45,526 460,364 484,901 (24,537) 100.0% CRA 101,298 593,122 - 85,000 - 86,317 865,737 931,621 (65,884) -7.1% CRA Fund 498,722 610,536 - 85,000 - 131,843 1,326,101 1,416,522 (90,421) -6.4% Debt Service Fund - - - - 476,277 - 476,277 455,644 20,633 4.5% Customer Service 224,322 164,942 - - - - 389,264 373,630 15,634 4.2% Utility Services 458,445 124,638 11,900 - - - 594,983 609,566 (14,583) -2.4% Water Operations 438,921 445,908 12,000 - 133,609 - 1,030,438 1,046,913 (16,475) -1.6% Water Distribution 219,816 86,143 45,505 37,500 261,476 - 650,440 833,763 (183,323) -22.0% Sewer Collect & Treatmt 672,884 2,492,008 176,802 - 327,474 - 3,669,168 8,036,288 (4,367,120) -54.3% Non-Departmental-401 15,000 54,260 - - - 2,085,716 2,154,976 1,460,568 694,408 47.5% Utilities Fund 2,029,388 3,367,899 246,207 37,500 722,559 2,085,716 8,489,269 12,360,728 (3,871,459) -31.3% Solid Waste 940,686 1,492,494 265,428 - - - 2,698,608 2,858,785 (160,177) -5.6% Recycling - 24,330 21,190 - - - 45,520 - 45,520 100.0% Non-Departmental-403 1,500 25,055 - - - 544,917 571,472 481,815 89,657 18.6% Sanitation Fund 942,186 1,541,879 286,618 - - 544,917 3,315,600 3,340,600 (25,000) -0.7% Golf Operations 401,655 289,171 5,000 - 169,217 - 865,043 672,928 192,115 28.5% Grounds Maintenance 666,616 397,529 29,150 - 36,250 - 1,129,545 1,183,996 (54,451) -4.6% Non-Departmental-404 500 18,625 - - - 52,214 71,339 219,717 (148,378) -67.5% Golf Fund 1,068,771 705,325 34,150 - 205,467 52,214 2,065,927 2,076,641 (10,714) -0.5% Stormwater 296,334 107,493 21,500 - - - 425,327 674,922 (249,595) -37.0% Non-Departmental-405 500 4,190 - - - 145,383 150,073 19,250 130,823 679.6% Stormwater Fund 296,834 111,683 21,500 - - 145,383 575,400 694,172 (118,772) -17.1% Beal Memorial Fund - - - - - 35,600 35,600 42,600 (7,000) -16.4% TOTAL ALL FUNDS 17,411,687 10,128,989 757,777 247,500 1,880,580 3,071,076 33,497,609 37,935,778 (4,436,135) -11.7% 39  CITY OF FORT WALTON BEACH, FL Personal Services by Category - All Funds Service Incentive/ Gross Overtime Total Wages Awards Merit Pay Add Pays Wages & Holiday Wages City Council 39,488 - - - 39,488 - 39,488 City Manager 163,231 - 2,153 - 165,384 - 165,384 Administrative Services 146,531 - 3,230 - 149,761 - 149,761 Information Technology 127,094 - 2,153 1,800 131,047 - 131,047 City Clerk 112,933 477 2,691 1,200 117,301 - 117,301 Finance 334,511 106 7,536 - 342,153 - 342,153 Purchasing 92,756 106 2,691 - 95,553 - 95,553 Police 2,170,089 1,537 59,197 62,216 2,293,039 88,000 2,381,039 Fire 1,626,822 689 39,831 138,970 1,806,312 269,731 2,076,043 Recreation 421,743 - 14,447 - 436,190 500 436,690 Parks 304,126 53 11,842 - 316,021 4,250 320,271 Right-of-Way 36,371 - 1,077 - 37,448 100 37,548 Senior Center 50,113 106 1,992 - 52,211 - 52,211 Library 238,809 - 8,634 - 247,443 200 247,643 Museum 111,844 530 3,875 - 116,249 - 116,249 Cemetery 87,724 212 3,230 - 91,166 2,875 94,041 Engineering Services 259,763 - 5,383 - 265,146 - 265,146 Planning & Zoning 44,873 - 1,077 - 45,950 - 45,950 Code Enforcement 91,382 - 2,153 - 93,535 - 93,535 Fleet 261,965 - 9,559 - 271,524 250 271,774 Facilities 262,680 424 8,612 - 271,716 6,000 277,716 Streets 145,869 - 5,921 - 151,790 1,000 152,790 Non-Departmental 50,000 - - - 50,000 - 50,000 General Fund 7,180,717 4,240 197,284 204,186 7,586,427 372,906 7,959,333 Law Enf. Trust Fund 3,000 - - - 3,000 - 3,000 FL Bldg Code Fund 167,248 106 3,983 - 171,337 - 171,337 CDBG Fund 10,030 - - - 10,030 - 10,030 Police-CRA 214,765 106 5,383 12,036 232,290 13,750 246,040 CRA 73,130 - 3,230 - 76,360 - 76,360 CRA Fund 287,895 106 8,613 12,036 308,650 13,750 322,400 Customer Service 160,508 106 5,921 - 166,535 100 166,635 Utility Services 298,743 - 7,536 - 306,279 - 306,279 Water Operations 273,472 265 9,689 - 283,426 4,550 287,976 Water Distribution 131,502 53 5,383 - 136,938 9,000 145,938 Sewer Collect & Treatmt 402,734 477 13,995 - 417,206 36,000 453,206 Non-Departmental 15,000 - - - 15,000 - 15,000 Utilities Fund 1,281,959 901 42,524 - 1,325,384 49,650 1,375,034 Solid Waste 552,509 265 20,454 - 573,228 27,200 600,428 Non-Departmental 1,500 - - - 1,500 - 1,500 Sanitation Fund 554,009 265 20,454 - 574,728 27,200 601,928 Golf Operations 322,697 212 15,351 - 338,260 - 338,260 Grounds Maintenance 449,766 53 16,955 - 466,774 5,800 472,574 Non-Departmental 500 - - - 500 - 500 Golf Fund 772,963 265 32,306 - 805,534 5,800 811,334 Stormwater 184,510 - 6,459 - 190,969 1,000 191,969 Non-Departmental 500 - - - 500 - 500 Stormwater Fund 185,010 - 6,459 - 191,469 1,000 192,469 TOTAL ALL FUNDS 10,442,831 5,883 311,623 216,222 10,976,559 470,306 11,446,865 40  Social Pension Retirement Health, Dental Work Unempl. Total FY 2012-13 Security Medicare Defined Benefit Defined Contrib & Life Ins. Comp Comp Benefits TOTAL 2,448 573 - - 88,148 80 - 91,249 130,737 10,624 2,485 14,772 17,111 16,175 353 - 61,520 226,904 8,244 1,928 12,820 6,985 20,529 296 - 50,802 200,563 7,363 1,722 35,472 - 19,009 261 - 63,827 194,874 7,080 1,656 9,175 7,282 9,899 239 - 35,331 152,632 19,140 4,476 84,145 2,641 50,953 685 - 162,040 504,193 5,528 1,293 15,113 1,857 9,225 187 - 33,203 128,756 128,113 29,961 784,090 1,913 338,388 53,015 - 1,335,480 3,716,519 119,289 27,898 697,555 - 260,662 77,481 - 1,182,885 3,258,928 25,271 5,910 42,596 6,367 38,576 12,412 - 131,132 567,822 16,855 3,942 67,162 4,185 88,839 10,394 - 191,377 511,648 1,922 449 10,151 - 9,399 2,654 - 24,575 62,123 2,947 689 8,937 - 4,837 1,561 - 18,971 71,182 14,473 3,385 44,582 - 10,086 758 - 73,284 320,927 6,611 1,546 20,031 2,030 19,058 226 - 49,502 165,751 4,733 1,107 24,484 - 23,611 5,249 - 59,184 153,225 15,433 3,610 72,500 - 24,286 525 - 116,354 381,500 2,676 626 - 2,244 4,601 91 - 10,238 56,188 5,364 1,255 25,505 - 13,776 1,964 - 47,864 141,399 14,830 3,469 67,807 - 26,618 5,897 - 118,621 390,395 15,232 3,562 64,713 2,311 23,821 11,435 - 121,074 398,790 8,197 1,917 23,534 2,895 28,495 10,640 - 75,678 228,468 - - - - - - 25,000 25,000 75,000 442,373 103,459 2,125,144 57,821 1,128,991 196,403 25,000 4,079,191 12,038,524 - - - - - - - - 3,000 9,821 2,297 9,566 8,446 23,856 2,613 - 56,599 227,936 622 145 - - - 309 - 1,076 11,106 13,758 3,217 90,497 - 36,374 7,538 - 151,384 397,424 4,152 971 - 4,683 13,804 1,328 - 24,938 101,298 17,910 4,188 90,497 4,683 50,178 8,866 - 176,322 498,722 9,442 2,208 21,936 5,328 18,449 324 - 57,687 224,322 16,932 3,960 60,655 5,975 60,146 4,498 - 152,166 458,445 15,749 3,683 68,993 1,314 51,374 9,832 - 150,945 438,921 7,642 1,787 31,060 1,011 22,781 9,597 - 73,878 219,816 22,132 5,176 76,300 7,144 97,912 11,014 - 219,678 672,884 - - - - - - - - 15,000 71,897 16,814 258,944 20,772 250,662 35,265 - 654,354 2,029,388 31,087 7,270 129,289 5,007 123,707 43,898 - 340,258 940,686 - - - - - - - - 1,500 31,087 7,270 129,289 5,007 123,707 43,898 - 340,258 942,186 19,701 4,607 25,775 - 7,910 5,402 - 63,395 401,655 26,593 6,219 98,727 3,032 52,263 7,208 - 194,042 666,616 - - - - - - - - 500 46,294 10,826 124,502 3,032 60,173 12,610 - 257,437 1,068,771 10,695 2,501 43,486 2,153 32,071 13,459 - 104,365 296,334 - - - - - - - - 500 10,695 2,501 43,486 2,153 32,071 13,459 - 104,365 296,834 630,699 147,500 2,781,428 101,914 1,669,638 313,423 25,000 5,669,602 17,116,467 state contribution police 161,435 state contribution fire 133,785 17,411,687 41  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 2008-09 2009-10 2010-11 2011-12 2012-13 General Fund Law Enf. Trust Fund Law Enf. Training Fund FL Bldg Code Fund CDBG Fund CRA Fund Utilities Fund Sanitation Fund Stormwater Fund Golf Fund Actual Actual Actual Budget Budget $ % 2008-09 2009-10 2010-11 2011-12 2012-13 Variance Variance General Fund 14,164,914 14,479,590 12,323,377 13,066,856 12,333,744 (733,112) -5.61% Law Enf. Trust Fund 2,450 2,926 2,323 3,000 3,000 - 0.00% Law Enf. Training Fund 25,852 19,898 - - - - 0.00% FL Bldg Code Fund - - - - 227,936 227,936 100.00% CDBG Fund 5,426 9,480 12,734 11,078 11,106 28 0.25% CRA Fund 80,598 158,977 194,336 482,850 498,722 15,872 3.29% Utilities Fund 2,395,486 2,049,687 1,813,532 2,004,679 2,029,388 24,709 1.23% Sanitation Fund 1,001,362 890,829 896,449 943,267 942,186 (1,081) -0.11% Stormwater Fund 1,121,356 1,022,008 975,952 1,042,365 1,068,771 26,406 2.53% Golf Fund 324,907 312,354 279,014 287,260 296,834 9,574 3.33% Personal Services 19,122,351 18,945,749 16,497,717 17,841,355 17,411,687 (429,668) -2.41% Personal Services by Category $20 $16 $12 Millions $8 $4 $0 Actual Actual Actual Budget Budget 2008-09 2009-10 2010-11 2011-12 2012-13 Salaries Social Security Medicare Retirement Health/Dental/Life Ins. Workers Comp. Unemployment Comp. Actual Actual Actual Budget Budget % 2008-09 2009-10 2010-11 2011-12 2012-13 $ Variance Variance Salaries 13,427,514 13,186,784 11,211,926 11,955,470 11,446,865 (508,605) -4.25% Social Security 787,983 772,312 655,501 672,532 630,699 (41,833) -6.22% Medicare 183,699 181,889 153,429 157,293 147,500 (9,793) -6.23% Retirement 2,554,228 2,952,508 2,728,524 3,031,818 3,178,562 146,744 4.84% Health/Dental/Life Ins. 1,725,349 1,527,524 1,438,626 1,676,113 1,669,638 (6,475) -0.39% Workers Comp. 405,726 290,697 262,961 298,129 313,423 15,294 5.13% Unemployment Comp. 37,852 34,035 46,751 50,000 25,000 (25,000) -50.00% Personal Services 19,122,351 18,945,749 16,497,717 17,841,355 17,411,687 (429,668) -2.41% 42  CITY OF FORT WALTON BEACH, FL Authorized Full-Time Equivalents BUDGET SUPPORT STAFF BUDGET SUPPORT STAFF BUDGET SENIOR MANAGEMENT 2012-13 (TECHNICAL & SERVICE DELIVERY) 2012-13 (TECHNICAL & SERVICE DELIVERY) 2012-13 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 Administrative Services Director 1.00 Administrative Coordinator 1.00 Meter Service Worker 1.00 Eng & Util Director (City Engineer) 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 2.36 Police Chief 1.00 Buyer 0.50 Permit Specialist 1.00 FTE TOTAL 8.00 Cart/Range Attendant 5.30 Personnel Analyst 1.00 % of Total Staff 3% Chemical Specialist 1.00 Planning/Permit/Grant Tech 0.70 Childrens Services Librarian 1.00 Police Officer 34.00 BUDGET City Planner 1.00 Pretreatment Coordinator 1.00 MID-LEVEL MANAGEMENT 2012-13 Code Inspector II 1.00 Project Manager 1.00 Battalion Chief 3.00 Code Inspector I 1.00 Purchasing Agent 1.00 Cemetery Supervisor 1.00 Collection Systems Worker 3.00 Records Clerk 2.50 Center Manager 2.00 Communications Officer 6.97 Recreation Specialist 3.96 Collection System Supervisor 1.00 CRA Coordinator 1.00 Refuse Collector 3.00 Communications Supervisor 1.00 Custodial Worker 5.01 Reserve Police Officer 0.72 Comptroller 1.00 Data Processing Coordinator 1.00 School Crossing Guard 0.92 Construction Manager 1.00 Driver Engineer 9.00 Sanitation Operator I 5.00 Customer Service Administrator 1.00 Engineering Aide 1.00 Sanitation Operator II 8.00 Development Services Manager 1.00 Equipment Mechanic I 1.00 Senior Accountant 1.00 Engineering Services Manager 1.00 Equipment Mechanic II 3.00 Senior GIS/CAD Analyst 1.00 Fire Captain 7.00 Equipment Mechanic III 2.00 Senior Staff Assistant 2.00 Fire Marshal 1.00 Equipment Mechanic/Welder 1.00 Service Worker I 11.00 Fleet Supervisor 1.00 Evidence Technician 1.00 Service Worker II 13.50 Foreman I 3.00 Executive Assistant 1.00 Service Worker III 3.00 Foreman II 2.00 Firefighter 15.00 Sewer Inspector 1.00 Golf Club Manager 1.00 GIS/CAD Analyst 2.00 Staff Assistant I 0.50 Golf Club Superintendent 1.00 Golf Club Attendant 5.51 Staff Assistant II 9.38 Golf Operations Assistant 1.00 Greenskeeper 10.75 Survey Party Chief 1.00 Grounds Maintenance Supervisor 1.00 Heavy Equipment Operator 5.00 Traffic Technician I 1.00 Information Technology Director 1.00 Property Administrator 1.00 Traffic Technician II 1.00 Lead Equipment Mechanic 2.00 Laboratory Manager 1.00 Water Treatment Operator 6.00 Library Director 1.00 Library Assistant I 2.02 Welder 1.00 Maintenance Supervisor 1.00 Library Assistant II 2.50 FTE TOTAL 229.20 Museum Manager 1.00 % of Total Staff 79% Police Captain 2.00 Police Sergeant 6.00 FULL TIME EQUIVALENT TOTAL 289.95 Records Supervisor 1.00 Recreation Coordinator 1.00 Recreation Supervisor 1.75 Sanitation Supervisor 1.00 Stormwater Supervisor 1.00 Utilities Supervisor 1.00 Water Operations Manager 1.00 Full-Time Equivalent Staffing by Type FTE TOTAL 52.75 % of Total Staff 18% SENIOR MANAGEMENT 3% SUPPORT STAFF 79% MID-LEVEL MANAGEMENT 18% 43  CITY OF FORT WALTON BEACH, FL Full Time Equivalent (FTE) Position Summary Actual Budget Mid Year Budget Budget Department 2008-09 2009-10 2010-11 2011-12 Changes Changes 2012-13 City Manager 2.00 2.00 2.00 2.00 2.00 Administrative Services 7.75 7.75 5.00 5.00 5.00 City Clerk 3.00 3.00 2.50 2.50 2.50 Financial Services 16.50 17.00 15.00 15.00 1.00 f 16.00 Police Services 68.05 67.59 67.99 70.99 (11.00) a 59.99 Fire Services 38.00 38.00 37.00 37.00 37.00 Recreation Services 88.81 83.02 73.85 72.91 0.72 a,b,c,d (0.25) c 73.38 Engineering Services 105.37 94.12 92.75 93.00 (0.05) e,f 1.13 b,d,e 94.08 Total Funded FTE's 329.48 312.48 296.09 298.40 1.67 (10.12) 289.95 Frozen/Unfunded FTE's Total Authorized FTE's 329.48 312.48 296.09 298.40 1.67 (10.12) 289.95 2011-12 Mid-Year Changes Impact (a) Two Cart/Range Attendants 0.94 FTE were not reclassed to unpaid Marshal positions as budgeted 17,586 (b) Two vacant Golf Club Attendants 0.94 FTE were reclassed to Cart/Range Attendants - (c) Eliminated one 0.73 FTE Center Manager & Added two Recreation Specialists 0.45 FTE and 0.14 FTE (11,355) (d) Reclassed one Library Assistant I from 0.70 to 0.62 FTE (5,819) (e) Added Planning/Permit/Grant Tech 0.70 FTE in lieu of contractual services as budgeted 17,405 (f) Reclassed Inventory Specialist 0.75 FTE to Property Administrator 1.0 FTE 10,920 28,737 2012-13 Budget Changes (a) Eliminated 1 Admin Coordinator, 1 Communications Officer, 5 Police Officers, 3 Sergeants, 1 Support Services Supervisor (828,051) (b) Reclassed Fleet Staff Assistant from 0.75 FTE to 0.88 FTE 2,930 (c) Reclassed 1.0 FTE Center Manager to 0.75 FTE Recreation Supervisor (30,728) (d) Reclassed two Sewer Service Worker III to Heavy Equip Operator and Sewer Inspector - (e) Added a Sewer Service Worker I 16,300 (839,549) Grand Total Payroll Changes (810,811) 44  General Fund The General Fund encompasses 50.2% of the City’s activities and services and accounts for all financial resources not accounted for in other funds. Services such as police and fire protection, code enforcement, recreation, grounds maintenance, streets, along with internal support functions such as human resources, finance, purchasing, information technology, and fleet and facility maintenance are funded here. Revenue Highlights $20 Budget. 2012-13. …… % Change $ Change $15 Ad Valorem Taxes 4,043,901 (2.5%) (105,354) Other Taxes 4,863,020 (4.2%) (213,778) Millions $10 Intergov’t Revenue 2,471,016 6.5% 150,845 Licenses/Permit/Fees/Fines 3,096,030 (9.5%) (324,776) Interest & Other 376,472 (7.5%) (30,444) $5 Interfund Transfers 1,886,863 6.4% 113,749 Appropriations 64,648 (74.3%) (187,313) $0 Actual Actual Actual Budget Budget 16,801,950 (3.4%) (597,071) 2008-09 2009-10 2010-11 2011-12 2012-13 Ad Valorem Taxes Other Taxes Intergov't Revenue License/Permit/Fee/Fine Interest & Other Interfund Transfers Appropriations • The budget is predicated on maintaining a millage (property tax) rate of 4.5383. One mill equals $1 per $1000 of taxable property value. Due to declining property values and the continued economic malaise, all types of tax revenues are projected lower than the previous year. • Building permit and inspection activity has been segregated to a new fund – the Florida Building Code Fund – which accounts for the decline in the permitting revenue category. • The budget is balanced with the use of reserves (fund balance) only budgeted for a portion of the lump-sum performance incentive. Expenditure Highlights $20 Budget. ……2012-13. % Change $ Change $15 Personal Services 12,333,744 (5.6%) (733,112) Operations/Maintenance 3,506,175 3.2% 110,227 Millions $10 Capital Outlay 169,302 (21.0%) (44,926) Capital Improvements 125,000 (13.8%) (20,000) $5 Interfund Transfers 510,229 (0.5%) (2,434) Contingencies/Reserves 157,500 144.8% 93,174 $0 16,801,950 (3.4%) (597,071) Actual Actual Actual Budget Budget 2008-09 2009-10 2010-11 2011-12 2012-13 Personal Services Operations/ Maintenance Capital Outlay Capital Improvements Interfund Transfers Contingencies/ Reserves • The personal services decrease is attributable to the police department’s reduction of 8 sworn and 3 non-sworn positions. • The increase in operating expenses is largely attributable to a $64K or 17.0% increase in property & casualty and flood insurance. • Contingency funds in the amount of 1% of personnel and operating expenses is budgeted for unanticipated price increases (e.g. fuel, utilities), emergency purchases/repairs, or revenue shortfalls. 45  001 GENERAL FUND - REVENUES Actual Budget 2011-12 2012-13 % 2008-09 2009-10 2010-11 Adopted Adopted Change 4,584,038 4,318,861 4,392,986 4,149,255 0500-311-1000 Ad Valorem Taxes 4,043,901 -2.54% 13,243 23,482 50,924 - 0500-311-2000 Delinquent Ad Valorem Taxes - 0.00% 33,747 37,878 38,910 - 0500-311-3000 Penalties & Interests - Ad Valorem Taxes - 0.00% $ 4,631,028 $ 4,380,221 $ 4,482,819 $ 4,149,255 Total Ad Valorem Taxes $ 4,043,901 -2.54% 571,241 577,963 613,050 635,000 0500-312-4100 Local Option Fuel Tax 645,000 1.57% 171,511 165,213 161,435 165,213 0800-312-5200 Insurance Premium Tax - Police Pension 161,435 -2.29% 255,724 165,184 164,291 133,785 0900-312-5100 Insurance Premium Tax - Fire Pension 133,785 0.00% $ 998,476 $ 908,361 $ 938,776 $ 933,998 Total Other Taxes $ 940,220 0.67% 1,592,831 1,804,128 1,845,820 1,875,000 0500-314-1000 Electric 1,850,000 -1.33% 192,656 201,805 227,640 220,000 0500-314-3000 Water 220,000 0.00% 180,018 202,330 185,170 195,000 0500-314-4000 Gas 150,000 -23.08% - - 10,593 10,000 0500-314-8000 Propane 10,000 0.00% $ 1,965,505 $ 2,208,263 $ 2,269,223 $ 2,300,000 Total Utility Taxes $ 2,230,000 -3.04% 1,781,938 1,706,100 1,657,707 1,650,000 0500-315-1000 Communications Services Tax 1,500,000 -9.09% $ 1,781,938 $ 1,706,100 $ 1,657,707 $ 1,650,000 Total Communications Services Tax $ 1,500,000 -9.09% 179,075 181,074 187,081 190,000 0500-316-1000 Business Tax Receipts 190,000 0.00% 3,647 3,507 3,206 2,500 0500-316-1010 Penalties - Business Tax Receipts 2,500 0.00% 170 90 80 300 0500-316-1020 Transfer Fees 300 0.00% 26,574 25,935 3,360 - 0500-316-2000 Reg Fees - Contractor License - 0.00% 956 964 179 - 0500-316-2010 Penalties - Contractor License - 0.00% $ 210,421 $ 211,570 $ 193,905 $ 192,800 Total Business Tax Receipts $ 192,800 0.00% $ 9,587,368 $ 9,414,513 $ 9,542,431 $ 9,226,053 TOTAL TAXES $ 8,906,921 -3.46% 107,331 113,693 124,928 120,000 1215-322-1000 Building Permits - -100.00% - - 1,892 1,000 1215-322-1001 Re-Inspection Fee - -100.00% - - 9,750 7,500 1215-322-1002 Working Without A Permit Fee - -100.00% 1,810 2,051 1,925 2,500 1215-322-1010 Notice of Commencement - -100.00% 3,511 2,855 4,271 1,280 1215-322-1020 Certificate of Occupancy/Completion/Use - -100.00% 28,029 33,229 35,676 25,600 1215-322-1030 Processing Fee - -100.00% 15,742 16,020 16,469 16,000 1215-322-2000 Electrical Permits - -100.00% 8,307 7,986 9,023 8,000 1215-322-3000 Plumbing Permits - -100.00% 2,737 3,346 3,291 2,560 1215-322-4000 Gas Permits - -100.00% 8,741 10,774 12,718 6,400 1215-322-5000 Mechanical Permits - -100.00% - - 811 - 1215-322-9090 Surcharge F.S. 468.631 & 553.721 - 0.00% $ 176,208 $ 189,954 $ 220,755 $ 190,840 Total Licenses & Permits $ - -100.00% 1,845,167 1,900,433 1,903,039 1,925,000 0500-323-1000 Electric 1,900,000 -1.30% 242,960 233,139 214,047 200,000 0500-323-4000 Gas 145,000 -27.50% 18,671 19,292 16,759 18,000 0500-323-7000 Solid Waste - Host Fee 3,600 -80.00% $ 2,106,798 $ 2,152,864 $ 2,133,844 $ 2,143,000 Total Franchise Fees $ 2,048,600 -4.41% 1,200 5,340 1,800 - 1240-325-1001 Sidewalk/Asphalt - 0.00% 1,710 2,222 1,966 1,966 1240-325-1002 Girard Avenue 1,966 0.00% 4,095 14,688 3,432 3,433 1240-325-1003 Stokes Avenue 3,433 0.00% $ 7,004 $ 22,250 $ 7,198 $ 5,399 Total Special Assessments $ 5,399 0.00% 529 744 631 750 0800-329-4000 Taxi Permit/Bicycle License 750 0.00% 4,720 2,149 3,839 3,000 0900-329-2010 Fire Safety Plan Review 3,000 0.00% 8,850 6,229 11,853 12,500 1205-329-1001 Zoning/Variances Fees 17,000 36.00% 1,522 1,150 726 2,500 1205-329-2000 Zoning Site Plan Review 2,500 0.00% 27,467 32,853 44,508 37,000 1215-329-1000 Building Plan Review - -100.00% 110 - - - 1215-329-1020 Development Review Committee - 0.00% 3,128 4,352 5,228 3,000 1215-329-3000 Sign/Banner Permit - -100.00% - 600 39 - 1215-329-5000 Right-of-Way - 0.00% $ 46,327 $ 48,077 $ 66,824 $ 58,750 Total Other Licenses & Permits $ 23,250 -60.43% $ 2,336,336 $ 2,413,145 $ 2,428,621 $ 2,397,989 TOTAL LICENSES & PERMITS $ 2,077,249 -13.38% 001-Revenues 8/29/2012 11:37 AM 46  001 GENERAL FUND - REVENUES Actual Budget 2011-12 2012-13 % 2008-09 2009-10 2010-11 Adopted Adopted Change - - 30,209 - 0500-333-1000 Housing Authority - 0.00% $ - $ - $ 30,209 $ - Total Federal Payments In Lieu of Taxes $ - 0.00% 203,684 826,176 182,756 - 331 Federal Grants - 0.00% $ 203,684 $ 826,176 $ 182,756 $ - Total Federal Grants $ - 0.00% 100,462 4,568 (22,283) - 334 State Grants - 0.00% $ 100,462 $ 4,568 $ (22,283) $ - Total State Grants $ - 0.00% 702,180 703,243 707,056 702,000 0500-335-1221 Municipal Revenue Sharing 720,000 2.56% 14,167 11,479 13,706 11,500 0500-335-1400 Mobile Home Licenses 11,500 0.00% 23,652 28,970 26,692 28,000 0500-335-1500 Alcoholic Beverage License 28,000 0.00% 1,406,717 1,365,374 1,453,784 1,450,000 0500-335-1800 Sales Tax 1/2 - 5th Cent 1,585,000 9.31% 5,485 5,538 5,556 9,000 0900-335-2100 Fire Supplemental Compensation 5,500 -38.89% $ 2,152,201 $ 2,114,604 $ 2,206,794 $ 2,200,500 Total State Shared Revenues $ 2,350,000 6.79% 160,850 148,560 79,748 79,671 1500-337-7000 Library Cooperative Funding 76,016 -4.59% $ 160,850 $ 148,560 $ 79,748 $ 79,671 Total Other Grants $ 76,016 -4.59% 47,516 43,622 47,928 40,000 0500-338-1000 County Business Tax Receipt - Municipality Share 45,000 12.50% $ 47,516 $ 43,622 $ 47,928 $ 40,000 Total Local Shared Revenues $ 45,000 12.50% $ 2,664,713 $ 3,137,530 $ 2,525,152 $ 2,320,171 TOTAL INTERGOVERNMENTAL REVENUE $ 2,471,016 6.50% 20 - - - 0200-341-7000 Dubbing Fees - 0.00% 451 325 250 300 0500-341-3000 Administrative Fee - Returned Checks 300 0.00% 2,624 2,527 480 2,500 0500-341-3100 Administrative & Billing Fees - Fuel 2,500 0.00% 11,275 7,750 6,225 3,104 1060-341-9110 Passport Fees - Library 2,296 -26.03% 2,550 2,800 1,575 2,500 1070-341-9110 Passport Fees - Museum 250 -90.00% - - 3,525 3,500 1200-341-3001 Overhead Banner Installation Fee 3,500 100.00% 14 57 385 - 1200-341-9310 Engineering Drawings - 100.00% - 14 122 50 1230-341-9330 Special Events - Barricades, Orange Cones 50 0.00% 342 343 866 200 1230-341-9600 Sign Shop Sales 200 0.00% 200 - 200 - 1500-341-9120 Election Qualifying Fees 200 100.00% 241 802 625 500 1500-341-9300 Photo Copies/Certifying 500 0.00% - - 100 - 1500-341-9400 Billing Work Orders - 0.00% $ 17,716 $ 14,618 $ 14,352 $ 12,654 Total General Government $ 9,796 -22.59% 35 26 69 - 0800-342-1020 Witness Fees 25 0.00% 813 180 - 750 0800-342-1021 Concession Income - -100.00% 6,445 2,561 1,685 5,000 0800-342-1200 Fingerprinting 2,500 -50.00% - 1,422 - 300 0800-342-1300 Police Special Events - -100.00% 50 - 325 200 0800-342-1400 Wrecker Inspection 200 0.00% 470 1,660 5,572 350 0800-342-1700 Record Checks 5,000 1328.57% 1,539 1,489 1,593 1,500 0800-342-1800 Photo Copies 1,500 0.00% 400 - 105 - 0800-342-1900 Restitution - 0.00% - - - - 0800-342-9001 Take Home Vehicle Fee 15,000 0.00% 2,655 2,498 2,700 3,000 0900-342-2200 Safety Permits & Licenses 3,000 0.00% 1,500 1,500 1,500 - 0900-342-2300 Fire Prevention Programs - 0.00% 28,177 22,446 22,644 25,000 0900-342-2700 Annual Safety Inspection Fees 25,000 0.00% 1,702 6,554 (3,363) - 0950-342-2500 Fire Protection Cost Recovery - 0.00% $ 43,785 $ 40,335 $ 32,830 $ 36,100 Total Public Safety $ 52,225 44.67% 111,205 113,630 177,112 148,000 1080-343-8000 Sale of Lots 148,000 0.00% 4,020 10,630 6,875 8,200 1080-343-8100 Crypt Sales 8,200 0.00% 5,825 14,005 4,350 9,800 1080-343-8200 Niche Sales 9,800 0.00% 9,237 8,115 6,420 10,000 1080-343-8300 Weekend/Holidays Interments 10,000 0.00% 156,323 142,875 177,720 156,000 1080-343-8400 Openings/Closings 156,000 0.00% - - 1,498 - 1080-343-8500 Transfer Fees - 0.00% $ 286,610 $ 289,255 $ 373,975 $ 332,000 Total Cemetery $ 332,000 0.00% 001-Revenues 8/29/2012 11:37 AM 47  001 GENERAL FUND - REVENUES Actual Budget 2011-12 2012-13 % 2008-09 2009-10 2010-11 Adopted Adopted Change 42,503 42,503 42,504 42,505 1015-344-9007 DOT Right-of-Way Maintenance Contract 42,505 0.00% - - 2,250 - 1240-343-9100 Cut Paved Surface/Curb - 0.00% 44,672 57,092 62,272 76,093 1240-344-9008 DOT Lighting Maintenance Contract 77,830 2.28% $ 87,175 $ 99,595 $ 107,026 $ 118,598 Total Transportation $ 120,335 1.46% 174,391 167,871 154,355 171,500 1000-347-2000 Program Revenue 165,000 -3.79% - - 23,226 - 1000-347-2011 Program Revenue - Not City Staff Provided 27,715 100.00% 29,275 27,245 23,159 27,900 1000-347-2100 Sponsorship Revenue 26,750 -4.12% 12,492 27,924 22,819 22,000 1000-347-2200 Rental - Auditorium, Rec Centers, etc 22,000 0.00% 30,077 24,656 23,693 24,500 1000-347-2210 Rentals tax-exempt - Auditorium, Rec Centers, etc 24,500 0.00% 735 - - - 1000-347-2300 Concession Revenue - 0.00% - - 348 - 1000-347-2400 Non Cash/Check Payment 250 100.00% 980 1,820 1,822 1,700 1000-347-4030 Holiday Parade Entry Fee 1,700 0.00% $ 247,950 $ 249,516 $ 249,422 $ 247,600 Total Recreation $ 267,915 8.20% 7,878 10,703 10,933 9,000 1010-347-2200 Rentals - Liza Jackson 9,000 0.00% 2,210 2,235 2,457 2,500 1010-347-2210 Rentals tax-exempt - Liza Jackson 2,500 0.00% 2,231 2,863 2,440 2,500 1010-347-4010 Spec Evt - Landing, Chester Pruitt 2,500 0.00% 530 2,115 4,885 4,000 1010-347-4020 Spec Evt tax-exempt - Landing, Chester Pruitt 4,000 0.00% - 80 - - 1010-347-4330 Special Event Misc Charge - 0.00% 11,306 7,666 9,499 8,000 1010-347-5910 Boat Launch Fee 8,000 0.00% $ 24,155 $ 25,661 $ 30,214 $ 26,000 Total Parks $ 26,000 0.00% 3,602 3,069 2,100 3,250 1020-347-2200 Rental - Center, etc 2,500 -23.08% 1,442 360 1,302 1,200 1020-347-2210 Rental - Tax Exempt 1,200 0.00% 18,407 16,456 7 100 1020-347-5600 Program Revenue 100 0.00% 13,598 16,027 14,747 12,000 1020-347-5610 Memberships 14,000 16.67% - - 12,176 15,900 1020-347-5611 Program Revenue - Not City Staff Provided 13,145 -17.33% 62 19 20 50 1020-347-5620 Copy Machine 50 0.00% 46 21 32 75 1020-347-5630 Commissions on Shop 75 0.00% 555 849 707 700 1020-347-5640 Concessions 700 0.00% $ 37,712 $ 36,800 $ 31,090 $ 33,275 Total Senior Center $ 31,770 -4.52% 2,590 2,730 2,124 2,740 1060-347-1000 Library Fees 2,740 0.00% 6,253 5,771 6,203 5,800 1060-347-1010 Photo Copy Revenue 5,800 0.00% 500 750 400 250 1060-347-1210 Rentals - Taxable 400 60.00% 50 - 25 25 1060-347-1220 Rentals - Tax Exempt 25 0.00% $ 9,393 $ 9,251 $ 8,751 $ 8,815 Total Library $ 8,965 1.70% 2,490 1,240 1,773 1,500 1070-347-2000 Program Revenue 1,500 0.00% 5,500 - - - 1070-347-2100 Sponsorship Revenue - 0.00% 30,909 27,029 26,935 30,000 1070-347-3500 Admission Fees 28,000 -6.67% 31,290 27,063 26,462 30,000 1070-347-3510 Merchandise Sales 28,000 -6.67% 159 147 - 75 1070-347-3515 Merchandise Sales - Tax Exempt 75 0.00% 8,872 7,080 8,576 7,000 1070-347-3520 Fees - Tax Exempt 8,500 21.43% $ 79,220 $ 62,559 $ 63,746 $ 68,575 Total Museum $ 66,075 -3.65% $ 833,716 $ 827,591 $ 911,405 $ 883,617 TOTAL CHARGES FOR SERVICES $ 915,081 3.56% 001-Revenues 8/29/2012 11:37 AM 48  001 GENERAL FUND - REVENUES Actual Budget 2011-12 2012-13 % 2008-09 2009-10 2010-11 Adopted Adopted Change 74,648 58,780 50,147 55,000 0800-351-5000 Traffic Fines 40,000 -27.27% 44,736 36,325 27,659 35,000 0800-351-5030 Traffic Fines - Law Enforcement Automation 20,000 -42.86% $ 119,384 $ 95,105 $ 77,806 $ 90,000 Total Traffic Fines $ 60,000 -33.33% 13,791 14,053 13,024 12,000 1060-352-1000 Library Fines 12,000 0.00% 65 25 - 200 1060-352-1010 Lost Publications 200 0.00% $ 13,855 $ 14,078 $ 13,024 $ 12,200 Total Library Fines $ 12,200 0.00% 8,951 3,563 (71) 5,000 0800-354-1100 Parking Citations 5,000 0.00% 3,550 1,600 2,825 1,000 0800-354-1200 False Alarm Fines - Police 1,000 0.00% - 3,950 650 6,000 0900-354-1200 False Alarm Fines - Fire 500 -91.67% 172,181 63,692 24,150 20,000 1217-354-1000 Code Enforcement - Fines 20,000 0.00% 7,030 8,155 7,500 5,000 1217-354-1010 Code Enforcement - Fees 5,000 0.00% $ 191,712 $ 80,960 $ 35,054 $ 37,000 Total Violations of Local Ordinances $ 31,500 -14.86% $ 324,952 $ 190,143 $ 125,885 $ 139,200 TOTAL FINES & FORFEITURES $ 103,700 -25.50% 206,164 120,381 115,286 80,000 1500-361-1000 Interest Income 40,000 -50.00% - - - 41,349 1500-361-1004 Interest Income - Golf Fund 1999 Bond debt payoff 39,424 -4.66% 22,075 7,861 6,593 8,000 1500-361-2000 Dividend Income 8,000 0.00% - - (25,971) - 1500-361-3000 Unrealized Gain/(Loss) - 0.00% $ 228,239 $ 128,242 $ 95,907 $ 129,349 Total Interest Income $ 87,424 -32.41% - - 1,724 4,500 1010-362-1000 Rentals & Leases 3,023 -32.82% 227,932 233,265 224,154 216,862 1500-362-1000 Rental and Lease Income 227,795 5.04% $ 227,932 $ 233,265 $ 225,879 $ 221,362 Total Rents and Royalties $ 230,818 4.27% 2,514 9,266 17,584 7,500 1500-364-1000 Sale of Surplus - Assets 7,500 0.00% - 801,000 - - 1500-364-1030 Sale of Surplus - Land - 0.00% 138 301 403 300 1220-365-1010 Sale of Used Oil 300 0.00% $ 2,652 $ 810,567 $ 17,987 $ 7,800 Total Disposal of Fixed Assets $ 7,800 0.00% - - - - 0100-366-1000 Contributions/Donations - City Council 3,525 0.00% 11,813 2,737 363,094 - 0800-366-1000 Contributions/Donations - Police - 0.00% - 25 - - 0900-366-1000 Contributions/Donations - Fire - 0.00% 15,193 7,329 1,715 - 1000-366-1000 Contributions/Donations - Recreation - 0.00% - 70,691 - - 1010-366-1000 Contributions/Donations - Parks - 0.00% 43 18 12 - 1015-366-1000 Contributions/Donations - Right-of-Way - 0.00% 3,531 3,383 6,653 - 1020-366-1000 Contributions/Donations - Senior Center - 0.00% 3,465 5,103 3,239 - 1060-366-1000 Contributions/Donations - Library - 0.00% 4,419 6,650 2,806 1,500 1070-366-1000 Contributions/Donations - Museum - 0.00% 950 100 200 - 1200-366-1000 Contributions/Donations - Engineering - 0.00% 3,200 335 274 - 1500-366-1000 Contributions/Donations - General - 0.00% $ 42,615 $ 96,371 $ 377,993 $ 1,500 Total Contributions/Donations $ 3,525 135.00% 52 19 52 20 0800-369-1710 Police Patches 20 0.00% 1,072 1,131 1,473 1,500 0000-369-9091 Discounts 1,500 0.00% - - 2,174 - 1500-369-1000 Worker's Comp Proceeds 7 43 78 25 1500-369-1500 City Clerk Store 25 0.00% 27,404 6,761 9,162 - 1500-369-3000 Proceeds - Insurance - 0.00% 360 360 360 360 1500-369-5000 Proceeds - Sales Tax Credit 360 0.00% 674 - - - 1500-369-7000 Credit Card Surcharge Fee - 0.00% 74 66 9 - 1500-369-8000 Radon Surcharge - 0.00% 11,619 16,936 47,001 45,000 1500-369-9000 Miscellaneous 45,000 0.00% $ 41,263 $ 25,316 $ 60,310 $ 46,905 Total Other Revenues $ 46,905 0.00% $ 542,701 $ 1,293,761 $ 778,076 $ 406,916 TOTAL INTEREST & OTHER REVENUES $ 376,472 -7.48% 001-Revenues 8/29/2012 11:37 AM 49  001 GENERAL FUND - REVENUES Actual Budget 2011-12 2012-13 % 2008-09 2009-10 2010-11 Adopted Adopted Change - 8,952 4,553 - 1600-381-2200 Transfer from Law Enforcement Trust Fund - 0.00% 67,650 15,555 13,149 24,000 1600-381-2400 Transfer from Beal Memorial Cemetery Fund 1,000 -95.83% - 32,461 29,295 23,315 1600-381-2500 Transfer from CDBG Fund 18,546 -20.45% 287,865 73,656 78,076 77,029 1600-381-9119 Transfer from CRA Fund 131,843 71.16% 1,703,281 1,097,641 959,557 1,165,028 1600-382-4100 Transfer from Utilities Fund 1,189,744 2.12% 928,460 708,003 708,039 418,742 1600-382-4300 Transfer from Sanitation Fund 420,144 0.33% 49,810 25,000 99 50,000 1600-382-4400 Transfer from Golf Fund 52,214 4.43% 2,725 15,000 15,022 15,000 1600-382-4500 Transfer from Stormwater Fund 73,372 389.15% $ 3,039,791 $ 1,976,267 $ 1,807,790 $ 1,773,114 Total Interfund Transfers $ 1,886,863 6.42% - - 739,805 - 1500-384-1075 Hancock Bank Note Payable - 0.00% $ - $ - $ 739,805 $ - Total Proceeds from Debt/Loans $ - 0.00% - - - 214,801 1600-389-9100 Appropriation from Unassigned Fund Balance 55,148 -74.33% - - - 1,840 1600-389-9500 Approp. from Assigned Fund Balance - 4th of July - -100.00% - - - 35,320 1600-389-9600 Approp. from Restricted Fund Balance - Harvey Trust 9,500 -73.10% $ - $ - $ - $ 251,961 Total Non-Operating Sources $ 64,648 -74.34% $ 3,039,791 $ 1,976,267 $ 2,547,595 $ 2,025,075 TOTAL TRANSFERS IN $ 1,951,511 -3.63% $ 19,329,577 $ 19,252,950 $ 18,859,165 $ 17,399,021 TOTAL FUND REVENUES $ 16,801,950 -3.43% 001-Revenues 8/29/2012 11:37 AM 50  001 GENERAL FUND - 0100 CITY COUNCIL Actual Budget 2011-12 2012-13 % 2008-09 2009-10 2010-11 Adopted Adopted Change Revenues: 200 - 200 - 341-9120 Election Qualifying Fees 200 100.00% - - - - 366-1000 Contributions/Donations 3,525 100.00% $ 200 $ - $ 200 $ - TOTAL REVENUES $ 3,725 100.00% Personal Services: 39,379 38,166 39,379 39,488 511-1100 Executive Salaries 39,488 0.00% 2,442 2,366 2,442 2,448 511-2100 FICA Taxes 2,448 0.00% 571 553 571 573 511-2101 Medicare 573 0.00% 44,737 44,243 47,369 49,155 511-2300 Dental, Life & Health Insurance 88,148 79.33% 115 74 73 82 511-2400 Worker's Compensation 80 -2.44% $ 87,243 $ 85,404 $ 89,833 $ 91,746 Total Personal Services $ 130,737 42.50% Operating Expenditures: 40,000 40,000 6,900 - 511-3100 Professional Services 30,000 100.00% 96,051 82,221 84,602 95,000 511-3101 Legal Services 95,500 0.53% 95,431 87,787 87,787 82,710 511-3400 Other Services 102,310 23.70% 9,600 3,868 4,196 9,000 511-4000 Travel and Per Diem 9,000 0.00% 328 761 271 325 511-4100 Communication Services 275 -15.38% - 1,290 - - 511-4400 Rentals & Leases 2,410 100.00% 747 939 - - 511-4800 Promotional Activities - 0.00% - 25,183 23,156 22,745 511-4801 Special Events 16,141 - 14,517 - 511-4910 Election Expense 16,000 100.00% 10,142 7,918 8,243 3,750 511-5200 Operating Supplies 5,415 44.40% 5,132 2,682 3,077 2,822 511-5400 Books, Dues & Publications 2,350 -16.73% - 570 978 800 511-5500 Training 800 0.00% 84,650 34,162 32,263 15,979 511-8200 Grants & Aids 15,947 -0.20% Economic Development Council West Florida Regional Planning Council Transportation Planning Organization $ 358,221 $ 287,382 $ 265,989 $ 233,131 Total Operating Expenditures $ 280,007 20.11% Capital Outlay: 711 - - - 511-6402 Equipment - 0.00% $ 711 $ - $ - $ - Total Capital Outlay $ - 0.00% $ 446,175 $ 372,786 $ 355,822 $ 324,877 TOTAL EXPENSES $ 410,744 26.43% $ (445,975) $ (372,786) $ (355,622) $ (323,037) NET REVENUE / (EXPENSE) $ (407,019) 26.00% 0100-City Council 8/29/2012 11:38 AM 51  001 GENERAL FUND - 0200 CITY MANAGER Actual Budget 2011-12 2012-13 % 2008-09 2009-10 2010-11 Adopted Adopted Change Revenues: 20 - - - 341-7000 FWBTV Dubbing Fees - 0.00% $ 20 $ - $ - $ - TOTAL REVENUES $ - 0.00% Personal Services: 2.00 2.00 2.00 2.00 Number of Funded Employees (FTE's) 2.00 - - 106,395 - 512-1100 Executive Salaries 110,302 100.00% 156,153 157,969 42,961 149,193 512-1200 Regular Salaries 52,929 -64.52% - - - 1,949 512-1202 Incentive/Merit Pay 2,153 10.47% - 25 - 512-1400 Salaries - Overtime 1,304 - - 512-1508 Auto/Phone Allowance 10,557 10,192 9,608 9,579 512-2100 FICA Taxes 10,624 10.91% 2,880 2,384 2,247 2,241 512-2101 Medicare 2,485 10.89% 28,008 43,848 39,843 44,663 512-2200 Retirement Contributions 14,772 -66.93% - - - - 512-2204 Retirement Contributions - DC Plan 11,596 100.00% 6,348 5,218 5,210 5,212 512-2210 Deferred Compensation 5,515 5.81% 10,211 15,008 13,281 13,985 512-2300 Dental, Life & Health Insurance 16,175 15.66% 488 326 300 331 512-2400 Worker's Compensation 353 6.65% $ 215,949 $ 234,970 $ 219,845 $ 227,153 Total Personal Services $ 226,904 -0.11% Operating Expenditures: 1,014 198 933 1,077 512-4000 Travel and Per Diem 880 -18.29% 1,443 576 1,025 900 512-4100 Communication Services 1,319 46.56% 79 165 91 100 512-4200 Postage 50 -50.00% 575 - 625 - 512-4630 Equipment Repair - 0.00% 3,544 - - - 512-4700 Printing & Binding - 0.00% 8,432 - - - 512-4907 Brownfields Expense - 0.00% 3,254 - - - 512-4920 Advertising - 0.00% 202 (273) 172 200 512-5100 Office Supplies 200 0.00% 1,848 475 508 100 512-5200 Operating Supplies - -100.00% 126 - 163 - 512-5231 Computer Hardware/Software - 0.00% 441 606 1,972 1,415 512-5400 Books, Dues & Publications 315 -77.74% - - 1,440 790 512-5500 Training 695 -12.03% 1,247 1,651 88 - Grant-Related Expenses (FWBTV) $ 22,205 $ 3,397 $ 7,018 $ 4,582 Total Operating Expenditures $ 3,459 -24.51% Capital Outlay: - - - - 512-6420 Computer Hardware/Software 650 100.00% IPAD - City Manager $ - $ - $ - $ - Total Capital Outlay $ 650 100.00% $ 238,154 $ 238,368 $ 226,864 $ 231,735 TOTAL EXPENSES $ 231,013 -0.31% $ (238,134) $ (238,368) $ (226,864) $ (231,735) NET REVENUE / (EXPENSE) $ (231,013) -0.31% 0200-City Manager 8/29/2012 11:38 AM 52 CITY MANAGER Share of City Budget $231,013, 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 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 2008-09 2009-10 2010-11 2011-12 2011-12 2012-13 Communicate Effectively w/ City Council & Public on Current Issues Customer Satisfaction with Overall City Services n/a n/a n/a n/a n/a 90% Promote Organizational Efficiency Overall Employee Satisfaction (Strongly Agree & Agree) n/a n/a 79.4% 69.8% n/a 80% Performance Excellence / Leadership Training Courses n/a n/a n/a 1 4 6 Deliver Services in Most Cost-Efficient Manner Cost of Services per Citizen - General Fund $920 $1,006 $894 annual measure $891 $862
Create a Customer Satisfaction Survey to form a baseline for measuring customer satisfaction with all City services.
Increase Employee Satisfaction through the Employee Opinion Survey by a minimum of 10% from FY 2011-12.
Maintain the cost of General Fund services per citizen at FY 2011-12 levels through improved efficiencies. FUTURE GOALS
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. PRIOR YEAR ACCOMPLISHMENTS
Continued the implementation of Performance Excellence through the attendance at the Florida Sterling Conference, a partnership with The Studer Group for Leadership Training, and the implementation of Process Improvement Teams.
Completed the revision of the Code of Ordinances and the Land Development Code.
Developed flexible work schedules as a benefit to the customers and employees.
Revised the Employee Performance Evaluation process to focus more on performance and Core Values. PERFORMANCE EXCELLENCE Every Service – Every Employee – Every Day 53  001 GENERAL FUND - 0300 ADMINISTRATIVE SERVICES Actual Budget 2011-12 2012-13 % 2008-09 2009-10 2010-11 Adopted Adopted Change Revenues: Division Does Not Generate Revenue $ - $ - $ - $ - TOTAL REVENUES $ - 0.00% Personal Services: 4.00 4.00 3.00 3.00 Number of Funded Employees (FTE's) 3.00 - - 78,000 - 513-1100 Executive Salaries 78,214 100.00% 214,142 207,222 57,125 146,531 513-1200 Regular Salaries 68,317 -53.38% - - - 2,924 513-1202 Incentive/Merit Pay 3,230 10.47% - - 8,285 - 513-1300 Part-Time Wages - 0.00% - 85 - - 513-1400 Salaries - Overtime 12 - - - 513-1503 Auto Allowance 12,551 13,525 8,423 8,353 513-2100 FICA Taxes 8,244 -1.30% 2,935 3,369 1,970 1,954 513-2101 Medicare 1,928 -1.33% 36,536 37,425 10,208 11,736 513-2200 Retirement Contributions 12,820 9.24% - 675 6,531 6,986 513-2204 Retirement Contributions - DC Plan 6,985 -0.01% 26,166 20,500 13,921 19,661 513-2300 Dental, Life & Health Insurance 20,529 4.41% 619 402 270 304 513-2400 Worker's Compensation 296 -2.63% $ 292,961 $ 283,204 $ 184,733 $ 198,449 Total Personal Services $ 200,563 1.07% Operating Expenditures: 12,744 35,416 5,624 14,556 513-3100 Professional Services 11,781 -19.06% 20,963 17,371 35,390 30,500 513-3101 Legal Services - -100.00% 13,148 13,764 10,873 6,200 513-3102 Employee Physicals & Immunizations 6,200 0.00% 2,285 - - - 513-3400 Other Services 3,106 59 1,089 2,055 513-4000 Travel and Per Diem 1,000 -51.34% 3,785 2,312 1,382 1,500 513-4100 Communication Services 1,705 13.67% 2,037 1,085 603 1,000 513-4200 Postage 500 -50.00% 1,035 844 1,000 758 513-4400 Rentals & Leases 758 0.00% 8,049 7,052 7,215 513-4610 Maintenance Contracts 4,206 676 - 1,000 513-4700 Printing & Binding 1,000 0.00% 17,203 6,539 3,061 - 513-4800 Promotional Activities - 0.00% 2,855 2,695 - - 513-4901 Recruitment/Relocation - - 416 600 513-4920 Advertising 600 0.00% 2,198 1,793 1,892 2,270 513-5100 Office Supplies 2,205 -2.86% 6,305 6,544 5,158 7,753 513-5200 Operating Supplies 12,900 66.39% 550 2,674 422 610 513-5400 Books, Dues & Publications 494 -19.02% - 635 488 3,445 513-5500 Training 2,450 -28.88% $ 100,469 $ 99,459 $ 74,614 $ 72,247 Total Operating Expenditures $ 41,593 -42.43% Capital Outlay: - - - - 513-6420 Computer Hardware/Software 650 100.00% IPAD - Director $ - $ - $ - $ - Total Capital Outlay $ 650 100.00% $ 393,430 $ 382,663 $ 259,347 $ 270,696 TOTAL EXPENSES $ 242,806 -10.30% $ (393,430) $ (382,663) $ (259,347) $ (270,696) NET REVENUE / (EXPENSE) $ (242,806) -10.30% 0300-Admin Svs 8/29/2012 11:39 AM 54 ADMINISTRATIVE SERVICES Share of City Budget $242,806, 0.7% DESCRIPTION Administrative Services recruits new employees and works to retain existing employees, maintains personnel records, coordinates employee benefits, enforces personnel policies, and oversees information technology. 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 2008-09 2009-10 2010-11 2011-12 2011-12 2012-13 Implement and Enhance Performance Excellence Program Positions with Redesigned Performance Evaluation n/a n/a n/a 0% 100% 100% Process Improvement Teams Created and Trained n/a n/a n/a 3 3 6 Attract and Retain a High-Quality Workforce Career Development and Training Classes Held n/a n/a n/a 18 10 25 Employees Recognized n/a n/a n/a 19 12 24 Managers Recognized n/a n/a n/a 3 12 12 Turnover Rate: Public Safety Personnel n/a n/a n/a 2% 30% 20% Turnover Rate: Non-Public Safety Personnel n/a n/a n/a 4% 24% 12%
Implement and enhance Performance Excellence Program by redesigning the performance evaluation for all positions and creating process improvement teams.
Develop ongoing training for leadership with the Studer Group.
Develop and introduce employee handbook to all employees.
Offer avenues of career development and training to promote a high-quality workforce and environment of continual improvement.
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
Revise the compensation and classification plan. PRIOR YEAR ACCOMPLISHMENTS
Began performance excellence training for leadership with the Studer Group.
Developed and implemented new employee orientation for all new hires. PERFORMANCE EXCELLENCE Every Service – Every Employee – Every Day 55  001 GENERAL FUND - 0310 RISK MANAGEMENT Actual Budget 2011-12 2012-13 % 2008-09 2009-10 2010-11 Adopted Adopted Change Revenues: Division Does Not Generate Revenue $ - $ - $ - $ - TOTAL REVENUES $ - 0.00% Personal Services: 1.00 1.00 - - Number of Funded Employees (FTE's) - 37,152 37,161 15,804 - 519-1200 Regular Salaries - 0.00% 2,197 2,204 1,480 - 519-2100 FICA Taxes - 0.00% 514 516 346 - 519-2101 Medicare - 0.00% 6,339 8,450 3,507 - 519-2200 Retirement Contributions - 0.00% 4,050 4,075 1,925 - 519-2300 Dental, Life & Health Insurance - 0.00% 108 72 30 - 519-2400 Worker's Compensation - 0.00% $ 50,360 $ 52,478 $ 23,092 $ - Total Personal Services $ - 0.00% Operating Expenditures: - 8,650 - - 519-3100 Professional Services - 0.00% 25 - 356 - 519-4000 Travel and Per Diem 2,300 100.00% 334 259 249 - 519-4100 Communication Services - 0.00% 494,362 487,559 348,808 376,360 519-4500 Insurance 440,370 17.01% 80,562 55,738 46,631 50,000 519-4501 Unrecovered Insurance Claims 50,000 0.00% $ 575,283 $ 552,206 $ 396,044 $ 426,360 Total Operating Expenditures $ 492,670 15.55% $ - $ - $ - $ - Total Capital Outlay $ - 0.00% $ 625,643 $ 604,684 $ 419,136 $ 426,360 TOTAL EXPENSES $ 492,670 15.55% $ (625,643) $ (604,684) $ (419,136) $ (426,360) NET REVENUE / (EXPENSE) $ (492,670) 15.55% 0310-Risk Mgmt 8/29/2012 11:40 AM 56 RISK MANAGEMENT Share of City Budget $492,670, 1.4% 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 2008-09 2009-10 2010-11 2011-12 2011-12 2012-13 Reduce Workers Compensation Expense Workers Compensation Accidents n/a n/a 65 34 73 50 Workers Compensation Accidents with Injuries n/a n/a 41 10 55 20 Workers Compensation Lost Work Days n/a n/a 45 24 36 36 Workers Compensation Open Claims n/a n/a 15 6 13 10 Workers Compensation Experience Modification 0.81 0.79 1.13 annual measure 1.21 1.08 Minimize Liability Exposure At-Fault Employee Vehicle & Equipment Incidents n/a n/a 8 7 13 10 Provide a Safe Workplace Safety Training Classes Held n/a n/a n/a 8 12 24
Reduce workers compensation accident frequency, accidents with injuries, and lost work hours through improved safety training.
Conduct first aid and CPR training and certification for all departments.
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
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
Redesigned Safety Committee to include all departments and divisions.
Reduced workers compensation reserve amounts by over $50,000. PERFORMANCE EXCELLENCE Every Service – Every Employee – Every Day 57  001 GENERAL FUND - 0320 INFORMATION TECHNOLOGY Budget 2011-12 2012-13 % 2008-09 2009-10 2010-11 Adopted Adopted Change Revenues: Division Does Not Generate Revenue $ - $ - $ - $ - TOTAL REVENUES $ - 0.00% Personal Services: 2.75 2.75 2.00 2.00 Number of Funded Employees (FTE's) 2.00 143,503 129,737 127,233 127,095 516-1200 Regular Salaries 127,094 0.00% - - - 1,949 516-1202 Incentive/Merit Pay 2,153 10.47% 1,596 1,803 1,808 1,800 516-1503 Auto Allowance 1,800 0.00% 8,737 7,598 7,368 7,305 516-2100 FICA Taxes 7,363 0.79% 2,043 1,777 1,723 1,709 516-2101 Medicare 1,722 0.76% 21,486 28,387 28,244 32,473 516-2200 Retirement Contributions 35,472 9.24% 18,876 15,883 17,333 18,206 516-2300 Dental, Life & Health Insurance 19,009 4.41% 419 255 243 268 516-2400 Worker's Compensation 261 -2.61% $ 196,661 $ 185,439 $ 183,952 $ 190,805 Total Personal Services $ 194,874 2.13% Operating Expenditures: - - - 93,989 516-3100 Professional Services 116,775 24.24% 48,993 68,707 69,925 - 516-3400 Other Services 1,581 1,050 779 800 516-4000 Travel and Per Diem 800 0.00% 60,398 53,464 51,834 45,834 516-4100 Communication Services 42,853 -6.50% 25,997 14,639 22,109 516-4610 Maintenance Contracts 7,960 11,284 8,122 11,010 516-4630 Equipment Repair 11,000 -0.09% 2,195 2,539 1,010 3,100 516-5200 Operating Supplies 3,100 0.00% 9,182 3,888 22,350 4,000 516-5231 Computer Hardware/Software 4,000 0.00% 340 457 366 470 516-5400 Books, Dues & Publications 2,320 393.62% - - 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% $ 156,646 $ 156,028 $ 171,704 $ 159,278 Total Operating Expenditures $ 180,923 13.59% Capital Outlay: 5,825 21,277 15,871 16,675 516-6420 Computer Hardware/Software 16,850 1.05% Repl PC's w/ P4E 3.0G or less processors Replacement Cisco Switch - City Hall $ 5,825 $ 21,277 $ 15,871 $ 16,675 Total Capital Outlay $ 16,850 1.05% $ 359,132 $ 362,744 $ 371,527 $ 366,758 TOTAL EXPENSES $ 392,647 7.06% $ (359,132) $ (362,744) $ (371,527) $ (366,758) NET REVENUE / (EXPENSE) $ (392,647) 7.06% 0320-Info Tech 8/29/2012 11:45 AM 58 INFORMATION TECHNOLOGY Share of City Budget $392,647, 1.2% DESCRIPTION Information Technology is responsible for the operation and maintenance of the City's network, computers, servers, website, and telecommunications in order to facilitate the daily work of employees as well as provide easily accessible information and services to citizens. MISSION Provide Citywide information technology services that are secure and highly accessible. Actual YTD thru 6/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS 2008-09 2009-10 2010-11 2011-12 2011-12 2012-13 Provide Current Technology to Users Computers & Laptops Replaced 20% 8% 24% 14% 13% 12% Police Laptops Replaced n/a n/a 2% 21% 23% 21% Support Department Productivity by Minimizing Downtime Hours of Downtime: Public Safety (police & fire) n/a n/a n/a 6 24 12 Hours of Downtime: Non-Public Safety n/a n/a n/a 3 50 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
Recommend new telephone systems for City Hall, City Hall Annex, Police Department and Fire Department.
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
Replaced existing Microsoft Exchange 2003 Server.
Installed software and hardware to meet two factor authentication requirements. PERFORMANCE EXCELLENCE Every Service – Every Employee – Every Day 59  001 GENERAL FUND - 0400 CITY CLERK Actual Budget 2011-12 2012-13 % 2008-09 2009-10 2010-11 Adopted Adopted Change Revenues: 241 802 625 500 341-9300 Photo Copies/Certifying 500 0.00% 7 43 78 25 369-1500 City Clerk Store 25 0.00% $ 248 $ 845 $ 704 $ 525 TOTAL REVENUES $ 525 0.00% Personal Services: 3.00 3.00 2.50 2.50 Number of Funded Employees (FTE's) 2.50 - - 75,471 - 512-1100 Executive Salaries 70,707 100.00% 148,203 149,135 32,882 112,933 512-1200 Regular Salaries 32,873 -70.89% - - - - 512-1201 Service Awards 477 100.00% - - - 2,437 512-1202 Incentive/Merit Pay 2,691 10.42% - - 583 - 512-1300 Part-Time Wages 9,353 100.00% - 132 - - 512-1400 Salaries - Overtime 1,205 1,205 1,205 1,200 512-1503 Auto Allowance 1,200 0.00% 9,282 12,274 6,924 7,168 512-2100 FICA Taxes 7,080 -1.23% 2,171 2,870 1,619 1,677 512-2101 Medicare 1,656 -1.25% 25,940 23,004 7,305 8,399 512-2200 Retirement Contributions 9,175 9.24% - 2,427 3,539 3,536 512-2204 Retirement Contributions - DC Plan 3,535 -0.03% 3,832 3,832 3,770 3,828 512-2210 Deferred Compensation 3,747 -2.12% 8,836 8,708 5,091 5,160 512-2300 Dental, Life & Health Insurance 9,899 91.84% 443 300 214 245 512-2400 Worker's Compensation 239 -2.45% $ 199,910 $ 203,887 $ 138,605 $ 146,583 Total Personal Services $ 152,632 4.13% Operating Expenditures: 12,709 - 9,615 13,574 512-3100 Professional Services 18,134 33.59% - - 13,723 - 512-3400 Other Services - 0.00% 783 160 46 950 512-4000 Travel and Per Diem 950 0.00% 1,385 826 921 973 512-4100 Communication Services 935 -3.91% 234 186 202 250 512-4200 Postage 250 0.00% 15,467 14,037 11,580 11,138 512-4400 Rentals & Leases 11,138 0.00% 1,838 1,838 1,873 - 512-4610 Maintenance Contracts 240 218 - - 512-4620 Vehicle Repair 23,771 - 511 - 512-4801 Special Events - 1,221 815 500 512-4912 Recording Fees 500 0.00% 6,252 8,738 4,662 14,700 512-4915 Legal Advertising 11,750 -20.07% 1,537 2,260 1,447 835 512-5100 Office Supplies 915 9.58% - - - - 512-5101 Office Supplies - City Hall Copier 265 100.00% 3,264 610 112 200 512-5200 Operating Supplies 200 0.00% 747 441 - - 512-5204 Fuel & Oil 159 - 35 - 512-5231 Computer Hardware/Software - 0.00% 1,030 435 355 471 512-5400 Books, Dues & Publications 535 13.59% - 95 - 325 512-5500 Training 325 0.00% $ 69,417 $ 31,064 $ 45,897 $ 43,916 Total Operating Expenditures $ 45,897 4.51% $ - $ - $ - $ - Total Capital Outlay $ - 0.00% $ 269,327 $ 234,951 $ 184,502 $ 190,499 TOTAL EXPENSES $ 198,529 4.22% $ (269,079) $ (234,106) $ (183,798) $ (189,974) NET REVENUE / (EXPENSE) $ (198,004) 4.23% 0400-City Clerk 8/29/2012 11:42 AM 60 CITY CLERK Share of City Budget $198,529, 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 2008-09 2009-10 2010-11 2011-12 2011-12 2012-13 Properly Maintain Public Records Eligible Records Destroyed on Time n/a n/a 100% 57% 68% 90% Records with Retention Greater than 10 Year Available on Laserfische n/a n/a 90% 30% 100% 90% Provide Prompt Customer Service Public Records Requests Responded To within 2 Days n/a n/a 94% 88% 95% 95% Encourage Donations for Public Events Fourth of July Fundraising n/a n/a $2,471 $950 $2,500 $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
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
Council/Board Minutes completed and posted to web page within 2 working days of meeting. PERFORMANCE EXCELLENCE Every Service – Every Employee – Every Day 61  001 GENERAL FUND - 0500 FINANCE Actual Budget 2011-12 2012-13 % 2008-09 2009-10 2010-11 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 - 513-1100 Executive Salaries 86,350 100.00% 319,587 332,355 227,100 334,512 513-1200 Regular Salaries 248,161 -25.81% - - - - 513-1201 Service Awards 106 100.00% - - - 6,823 513-1202 Incentive/Merit Pay 7,536 10.45% - - 7,190 - 513-1300 Part-Time Wages - 0.00% 19,066 19,851 18,947 19,432 513-2100 FICA Taxes 19,140 -1.50% 4,459 4,642 4,431 4,545 513-2101 Medicare 4,476 -1.52% 58,543 80,573 69,773 77,396 513-2200 Retirement Contributions 84,145 8.72% - - 2,008 3,961 513-2204 Retirement Contributions - DC Plan 2,641 -33.32% 39,706 36,581 37,601 40,591 513-2300 Dental, Life & Health Insurance 50,953 25.53% 931 654 619 703 513-2400 Worker's Compensation 685 -2.56% $ 442,292 $ 474,656 $ 457,959 $ 487,963 Total Personal Services $ 504,193 3.33% Operating Expenditures: 10,530 33 1,047 31,277 513-3100 Professional Services 47,497 51.86% 62,073 51,935 61,984 51,984 513-3200 Annual Audit Services 51,984 0.00% 11,961 15 1,009 90 513-3400 Other Services 90 0.00% 3,938 2,174 3,185 2,261 513-4000 Travel and Per Diem 3,781 67.23% 3,842 2,356 2,241 2,488 513-4100 Communication Services 2,795 12.34% 6,494 4,676 5,564 4,800 513-4200 Postage 5,000 4.17% - - 1,314 - 513-4300 Utilities - 0.00% 780 780 780 780 513-4400 Rentals & Leases 780 0.00% 25,455 25,906 27,022 620 513-4610 Maintenance Contracts 675 8.87% 1,236 859 1,836 2,100 513-4700 Printing and Binding 1,830 -12.86% 72 0 12 - 513-4903 Sales Tax Expense/Penalty 25 100.00% 5,692 5,921 4,322 7,110 513-5100 Office Supplies 3,700 -47.96% 3,810 5,308 2,081 2,700 513-5200 Operating Supplies 3,765 39.44% 8,221 5,779 4,884 - 513-5230 ACH/Credit Card Fees 450 - 300 - 513-5231 Computer Hardware/Software - 0.00% 1,362 1,390 1,546 1,630 513-5400 Books, Dues & Publications 1,740 6.75% - 260 1,299 1,939 513-5500 Training 3,320 71.22% $ 145,918 $ 107,391 $ 120,426 $ 109,779 Total Operating Expenditures $ 126,982 15.67% Capital Outlay: - 2,434 - - 513-6402 Equipment - 0.00% $ - $ 2,434 $ - $ - Total Capital Outlay $ - 0.00% $ 588,210 $ 584,482 $ 578,386 $ 597,742 TOTAL EXPENSES $ 631,175 5.59% $ (588,210) $ (584,482) $ (578,386) $ (597,742) NET REVENUE / (EXPENSE) $ (631,175) 5.59% 0500-Finance 8/29/2012 11:43 AM 62 FINANCE Share of City Budget $631,175, 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 2008-09 2009-10 2010-11 2011-12 2011-12 2012-13 Provide Accurate and Timely Financial Information Monthly Financial Reports Prepared within 20 Days 0% 25% 89% 56% 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) 78% 91% 86% annual measure 95% 95% Achieve GFOA Certificate of Achievement for Financial Reporting (possible points awarded)


annual measure 100% 100%
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. FUTURE GOALS
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
Implemented an electronic time, attendance, and leave system.
Began revamping investment strategy to align with future goals of the City. PERFORMANCE EXCELLENCE Every Service – Every Employee – Every Day 63  001 GENERAL FUND - 0530 PURCHASING Actual Budget 2011-12 2012-13 % 2008-09 2009-10 2010-11 Adopted Adopted Change Revenues: Division Does Not Generate Revenue $ - $ - $ - $ - TOTAL REVENUES $ - 0.00% Personal Services: 2.00 2.50 2.50 2.50 Number of Funded Employees (FTE's) 2.50 79,261 91,249 80,988 92,756 513-1200 Regular Salaries 78,909 -14.93% - - - - 513-1201 Service Awards 106 100.00% - - - 2,437 513-1202 Incentive/Merit Pay 2,691 10.42% - - 13,651 - 513-1300 Part-Time Wages 13,847 100.00% 4,721 5,437 5,707 5,516 513-2100 FICA Taxes 5,528 0.22% 1,104 1,272 1,335 1,290 513-2101 Medicare 1,293 0.23% 13,539 19,993 15,696 13,835 513-2200 Retirement Contributions 15,113 9.24% - - 890 1,857 513-2204 Retirement Contributions - DC Plan 1,857 0.00% 7,662 8,487 8,943 9,567 513-2300 Dental, Life & Health Insurance 9,225 -3.57% 228 177 178 193 513-2400 Worker's Compensation 187 -3.11% $ 106,515 $ 126,615 $ 127,389 $ 127,451 Total Personal Services $ 128,756 1.02% Operating Expenditures: - - - 7,175 513-3100 Professional Services 7,392 3.02% 453 967 68 25 513-4000 Travel and Per Diem - -100.00% 2,461 1,224 1,392 1,356 513-4100 Communication Services 1,205 -11.14% - 1,321 61 100 513-4200 Postage 125 25.00% 5,373 1,872 66 - 513-4300 Utilities 378 - 777 - 513-4400 Rentals & Leases 6,834 6,615 7,086 - 513-4610 Maintenance Contracts 75 263 - - 513-4630 Equipment Repair 138 - 23 - 513-4640 Building Maintenance - - 62 200 513-4700 Printing & Binding 200 0.00% 3,004 3,496 2,791 - 513-4915 Legal Advertising - 363 306 - 513-5200 Operating Supplies - 115 37 - 513-5204 Fuel & Oil 85 - - - 513-5210 Uniform Expense 675 - - - 513-5231 Computer Hardware/Software - 0.00% 115 35 70 70 513-5400 Books, Dues & Publications 70 0.00% Sams Club Membership/Credit Card Fee $ 19,591 $ 16,270 $ 12,739 $ 8,926 Total Operating Expenditures $ 8,992 0.74% $ - $ - $ - $ - Total Capital Outlay $ - 0.00% $ 126,106 $ 142,885 $ 140,128 $ 136,377 TOTAL EXPENSES $ 137,748 1.01% $ (126,106) $ (142,885) $ (140,128) $ (136,377) NET REVENUE / (EXPENSE) $ (137,748) 1.01% 0530-Purchasing 8/29/2012 11:44 AM 64 PURCHASING Share of City Budget $137,748, 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 2008-09 2009-10 2010-11 2011-12 2011-12 2012-13 Procure Products As Efficiently As Possible Purchases Made By Purchase Order n/a n/a 83.6% 82.1% 75% 80% Purchases Made By Direct Payment n/a n/a 13.7% 14.8% 15% 15% Purchases Made By Credit Card n/a n/a 2.7% 3.1% 10% 5%
Develop program to track vendor performance for on time delivery schedule. FUTURE GOALS
Develop and implement procurement tracking for item order frequency. PRIOR YEAR ACCOMPLISHMENTS
Implemented program to maintain current certificates of insurance on file for required vendors. PERFORMANCE EXCELLENCE Every Service – Every Employee – Every Day 65  001 GENERAL FUND - 0800 POLICE Actual Budget 2011-12 2012-13 % 2008-09 2009-10 2010-11 Adopted Adopted Change Revenues: 171,511 165,213 161,435 165,213 312-5200 Insurance Premium Tax - Police Pension 161,435 -2.29% 529 744 631 750 329-4000 Taxi Permit/Bicycle Registration 750 0.00% 35 26 69 - 342-1020 Witness Fees 25 100.00% 813 180 - 750 342-1021 Concession Income - -100.00% 6,445 2,561 1,685 5,000 342-1200 Fingerprinting 2,500 -50.00% - 1,422 - 300 342-1300 Police Special Events - -100.00% 50 - 325 200 342-1400 Wrecker Inspection 200 0.00% 470 1,660 5,572 350 342-1700 Record Checks 5,000 1328.57% 1,539 1,489 1,593 1,500 342-1800 Photo Copies 1,500 0.00% 400 - 105 - 342-1900 Restitution - 0.00% - - - - 342-9001 Take Home Vehicle Fee 15,000 100.00% 74,648 58,780 50,147 55,000 351-5000 Traffic Fines 40,000 -27.27% 44,736 36,325 27,659 35,000 351-5030 Traffic Fines - Law Enforcement Automation 20,000 -42.86% 8,951 3,563 (71) 5,000 354-1100 Parking Citations 5,000 0.00% 3,550 1,600 2,825 1,000 354-1200 False Alarm Fines 1,000 0.00% 11,813 2,737 363,094 - 366-1000 Contributions/Donations - 0.00% 52 19 52 20 369-1710 Police Patches 20 0.00% 38,667 40,196 3,176 - Grant Revenue - 0.00% - - - - Transfer from CRA Fund 45,526 100.00% $ 364,209 $ 316,515 $ 618,297 $ 270,083 TOTAL REVENUES $ 297,956 10.32% Personal Services: 66.67 64.67 65.99 65.99 Number of Funded Employees (FTE's) 54.99 - - 102,029 - 521-1100 Executive Salaries 99,180 100.00% 3,027,386 2,805,598 2,303,214 2,701,713 521-1200 Regular Salaries 1,956,950 -27.57% - - - 1,246 521-1201 Service Awards 1,537 23.35% - - - 22,408 521-1202 Incentive/Merit Pay 59,197 164.18% - - 132,017 - 521-1300 Part-Time Wages 116,959 100.00% 36,710 49,350 50,228 40,000 521-1400 Salaries - Overtime 28,000 -30.00% 70,162 59,959 58,100 60,000 521-1401 Salaries - Overtime Holiday Worked 60,000 0.00% 102,878 90,115 75,258 84,333 521-1501 Incentive Pay 59,216 -29.78% 6,340 3,786 4,428 4,200 521-1507 Clothing Allowance 3,000 -28.57% 190,751 197,131 158,826 167,536 521-2100 FICA Taxes 128,113 -23.53% 44,611 46,820 37,145 39,181 521-2101 Medicare 29,961 -23.53% 88,929 116,864 99,592 109,747 521-2200 Retirement Contributions - General Employees 119,884 9.24% 395,145 496,443 539,256 672,212 521-2201 Retirement Contributions - Police Officers 664,206 -1.19% 171,511 165,213 161,435 165,213 521-2203 Insurance Premium Tax - Police Pension 161,435 -2.29% - 584 6,180 9,023 521-2204 Retirement Contributions - DC Plan 1,913 -78.80% 357,158 339,547 339,878 410,289 521-2300 Dental, Life & Health Insurance 338,388 -17.52% 78,762 61,213 53,658 64,031 521-2400 Worker's Compensation 53,015 -17.20% - - - (3,000) Wages/Benefits Transferred to 102 LETF Fund (3,000) 0.00% $ 4,570,343 $ 4,432,623 $ 4,121,242 $ 4,548,132 Total Personal Services $ 3,877,954 -14.74% Operating Expenditures: - - 1,733 89,964 521-3100 Professional Services 86,476 -3.88% 2,626 3,900 1,425 4,000 521-3101 Legal 3,000 -25.00% 175 - 228 600 521-3102 Employee Physicals & Immunizations 400 -33.33% 668 - 16,000 750 521-3400 Other Services - -100.00% 3,215 2,834 938 3,000 521-3510 Information & Evidence - -100.00% - - 1,807 - 521-4000 Travel and Per Diem - 0.00% 44,823 37,627 38,153 61,108 521-4100 Communication Services 34,435 -43.65% 2,140 2,339 1,624 1,850 521-4200 Postage 1,500 -18.92% 47,952 46,986 44,994 49,000 521-4300 Utilities 47,243 -3.59% 6,940 7,001 9,062 8,285 521-4400 Rentals & Leases 8,285 0.00% 112,230 113,300 123,714 17,960 521-4610 Maintenance Contracts 33,469 86.35% 64,586 60,624 60,035 62,000 521-4620 Vehicle Repair 38,154 -38.46% 0800-Police 8/29/2012 11:46 AM 66  001 GENERAL FUND - 0800 POLICE Actual Budget 2011-12 2012-13 % 2008-09 2009-10 2010-11 Adopted Adopted Change 1,911 170 1,088 300 521-4630 Equipment Repair 100 -66.67% 7,619 6,909 12,036 2,500 521-4640 Building Maintenance 2,500 0.00% - - - - 521-4645 Heating/Cooling Repairs 5,250 100.00% 621 - 6 700 521-4650 Grounds Maintenance 450 -35.71% 154 1,361 1,671 350 521-4700 Printing & Binding 350 0.00% 954 941 477 1,078 521-4904 Wrecker Expense 1,000 -7.24% - 97 - - 521-4915 Legal Advertising 5,101 5,765 5,367 6,250 521-5100 Office Supplies 4,930 -21.12% 29,866 20,417 18,874 34,785 521-5200 Operating Supplies 19,500 -43.94% 109,422 119,456 141,348 159,700 521-5204 Fuel & Oil 142,312 -10.89% 10,321 12,518 10,349 9,000 521-5210 Uniform Expense 10,580 17.56% 4,827 3,811 8,479 13,355 521-5213 Ammunition Expense 4,000 -70.05% 695 - 538 - 521-5224 Explorer Post Donation Spending - 1,344 4,233 - 521-5225 K-9 Expenses - - 550 - 521-5226 Designated Donation Spending - 420 332 800 521-5231 Computer Hardware/Software - -100.00% 2,652 1,890 6,183 3,455 521-5400 Books, Dues & Publications 6,648 92.42% - - 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% 14,100 44,545 3,261 - Grant-Related Expenses $ 473,598 $ 494,256 $ 513,090 $ 530,790 Total Operating Expenditures $ 450,582 -15.11% Capital Outlay: 640 - - - 521-6310 Improvements Other Than Building - 0.00% 52,526 - 99,934 100,000 521-6403 Passenger Vehicles - -100.00% 31,528 - 1,420 9,768 521-6405 Communication Equipment - -100.00% 7,509 - 51,401 - 521-6406 Specialized Equipment - 0.00% 14,824 8,192 15,399 8,400 521-6420 Computer Hardware/Software - -100.00% - - 404,058 - 521-6821 Software - 0.00% $ 107,026 $ 8,192 $ 572,212 $ 118,168 Total Capital Outlay $ - -100.00% Debt Service 172,798 172,797 174,992 174,379 581-9121 Transfer to Debt Service Fund 173,839 -0.31% 2001 Bond -Municipal Facilities- year 12 of 30 $ 172,798 $ 172,797 $ 174,992 $ 174,379 Total Debt Service $ 173,839 -0.31% $ 5,323,764 $ 5,107,867 $ 5,381,535 $ 5,371,469 TOTAL EXPENSES $ 4,502,375 -16.18% $ (4,959,555) $ (4,791,353) $ (4,763,238) $ (5,101,386) NET REVENUE / (EXPENSE) $ (4,204,419) -17.58% 0800-Police 8/29/2012 11:46 AM 67 POLICE Share of City Budget $4,502,375 , 11.8% 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 2008-09 2009-10 2010-11 2011-12 2011-12 2012-13 Respond Promptly to Calls for Service Sworn Officers per 1,000 Citizens 2.37 2.41 2.36 annual measure 2.51 2.25 Top Priority Calls per Sworn Officer 225 199 107 123 200 150 Medium Priority Calls per Sworn Officer n/a n/a n/a n/a n/a 325 Low Priority Calls per Sworn Officer n/a n/a n/a n/a n/a 325 Response Time: Top Priority Calls (min:sec, call received to on-scene) 1:24 1:48 2:22 1:05 2:45 2:45 Response Time: Medium Priority Calls (min:sec, call received to on-scene) n/a n/a n/a n/a n/a 3:50 Response Time: Low Priority Calls (min:sec, call received to on-scene) n/a n/a n/a n/a n/a 7:30 Protect Life and Property Criminal Activity in Downtown Area n/a n/a 100 94 85 125 Apprehension Rate - Order Maintenance Offenses n/a n/a n/a 3% 30% 50% RUOK Applications Accepted n/a n/a n/a 100% 95% 97% RUOK Subscribers Checked On within One Hour if No Response n/a n/a n/a 100% 100% 100% Security House Check Applications Completed n/a n/a n/a 100% 90% 90% Promote Community Involvement Citizens Police Academy Participants 15 0 0 21 12 15
Achieve average response times (call received to officer on-scene) of under 3 minutes for top priority calls, under 4 minutes for medium priority calls, and under 8 minutes for low priority calls.
Prevent an increase in 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.
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. FUTURE GOALS
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
FWBPD Officer of the Year was selected as the Area's Law Enforcement Officer of the Year by Bridgeway. This was the second consecutive year that the FWBPD nominee was chosen.
Successfully investigated a home invasion homicide and robbery, arresting five suspects and clearing additional cases for other jurisdictions.
Four 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 FWBPD officer had 31 DUI arrests last year. PERFORMANCE EXCELLENCE Every Service – Every Employee – Every Day 68  PERFORMANCE EXCELLENCE Every Service – Every Employee – Every Day 69  001 GENERAL FUND - 0900 FIRE Actual Budget 2011-12 2012-13 % 2008-09 2009-10 2010-11 Adopted Adopted Change Revenues: 255,724 165,184 164,291 133,785 312-5100 Insurance Premium Tax - Fire Pension 133,785 0.00% 4,720 2,149 3,839 3,000 329-2010 Fire Safety Plan Review 3,000 0.00% 5,485 5,538 5,556 9,000 335-2100 Fire Supplemental Compensation 5,500 -38.89% 2,655 2,498 2,700 3,000 342-2200 Safety Permits & Licenses 3,000 0.00% 1,500 1,500 1,500 - 342-2300 Fire Prevention Programs - 0.00% 28,177 22,446 22,644 25,000 342-2700 Annual Safety Inspection Fees 25,000 0.00% 1,702 6,554 (3,363) - 342-2500 Fire Protection Cost Recovery - 0.00% - 3,950 650 6,000 354-1200 False Alarm Fines 500 -91.67% - 25 - - 366-1000 Contributions/Donations - 0.00% 52,133 48,378 147,561 - Grant Revenue - 0.00% $ 352,095 $ 258,222 $ 345,378 $ 179,785 TOTAL REVENUES $ 170,785 -5.01% Personal Services: 38.00 38.00 37.00 37.00 Number of Funded Employees (FTE's) 37.00 - - 90,851 - 522-1100 Executive Salaries 90,247 100.00% 1,657,165 1,654,076 1,572,407 1,654,049 522-1200 Regular Salaries 1,536,575 -7.10% - - - 379 522-1201 Service Awards 689 81.79% - - 36,064 522-1202 Incentive/Merit Pay 39,831 10.45% - - 9,041 - 522-1300 Part-Time Wages - 0.00% 188,210 235,426 197,050 221,414 522-1400 Salaries - Overtime 212,117 -4.20% 2,085 49,247 - - 522-1400 Salaries - Overtime (FUSAR Training) 56,359 57,317 57,501 58,947 522-1401 Salaries - Overtime Holiday Supplement 57,614 -2.26% 13,800 13,404 13,713 7,096 522-1501 Incentive Pay 7,995 12.67% 99,570 94,083 90,639 84,572 522-1506 Paramedic Pay 78,464 -7.22% 42,758 44,004 44,282 38,668 522-1507 EMT Pay 40,439 4.58% 12,072 12,072 8,437 12,072 522-1508 Battalion Chief Pay 12,072 0.00% 124,759 127,715 123,955 121,888 522-2100 FICA Taxes 119,289 -2.13% 29,116 29,869 28,990 28,506 522-2101 Medicare 27,898 -2.13% 11,609 6,455 6,302 8,181 522-2200 Retirement Contributions - General Employees 8,937 9.24% 414,101 574,278 594,672 590,071 522-2202 Retirement Contributions - Firefighters 688,618 16.70% 255,724 165,184 164,291 133,785 522-2203 Insurance Premium Tax - Fire Pension 133,785 0.00% 258,330 233,018 227,223 249,534 522-2300 Dental, Life & Health Insurance 260,662 4.46% 77,285 53,757 53,944 59,863 522-2400 Worker's Compensation 77,481 29.43% $ 3,242,940 $ 3,349,904 $ 3,283,297 $ 3,305,089 Total Personal Services $ 3,392,713 2.65% Operating Expenditures: 6,000 6,000 41,468 14,975 522-3100 Professional Services 10,536 -29.64% 3,667 6,012 3,618 5,850 522-3102 Employee Physicals & Immunizations 6,300 7.69% 81,310 6,276 6,551 5,228 522-3400 Other Services 5,048 -3.44% 4,799 1,724 387 1,355 522-4000 Travel and Per Diem 3,905 188.19% 16,559 10,403 6,954 13,562 522-4100 Communication Services 10,648 -21.49% 359 224 85 1,300 522-4200 Postage 900 -30.77% 46,489 52,668 44,361 50,000 522-4300 Utilities 46,579 -6.84% 2,700 3,879 2,637 2,629 522-4400 Rentals & Leases 2,629 0.00% 13,222 14,341 12,214 9,231 522-4610 Maintenance Contracts 9,796 6.12% 28,789 30,906 26,277 22,464 522-4620 Vehicle Repair 30,000 33.55% 6,728 6,595 4,887 6,425 522-4630 Equipment Repair 7,000 8.95% 7,225 9,421 8,472 6,500 522-4640 Building Maintenance 6,500 0.00% - - - - 522-4645 Heating/Cooling Repairs 2,000 100.00% 936 760 623 800 522-4650 Grounds Maintenance 800 0.00% 912 731 992 800 522-4700 Printing & Binding 800 0.00% 1,000 15 - 200 522-4917 Public Relations 1,000 400.00% 930 726 1,020 970 522-5100 Office Supplies 1,000 3.09% 19,080 8,352 7,687 8,600 522-5200 Operating Supplies 22,100 156.98% 23,350 25,068 30,157 35,450 522-5204 Fuel & Oil 22,145 -37.53% 13,726 8,746 7,728 9,100 522-5210 Uniform Expense 9,100 0.00% 0900-Fire 8/29/2012 11:47 AM 70  001 GENERAL FUND - 0900 FIRE Actual Budget 2011-12 2012-13 % 2008-09 2009-10 2010-11 Adopted Adopted Change 1,887 110 463 700 522-5216 Medical Supplies 700 0.00% 120 - - - 522-5231 Computer Hardware/Software - 0.00% 1,759 1,080 482 670 522-5400 Books, Dues & Publications 780 16.42% - 4,050 1,356 895 522-5500 Training 5,600 525.70% 369 557 - - 522-5501 Tuition Reimbursement - 0.00% 931 - - - 522-5520 Fire Prevention 61,657 18,246 199,534 - Grant-Related Expenses $ 344,502 $ 216,890 $ 407,954 $ 197,704 Total Operating Expenditures $ 205,866 4.13% Capital Outlay: - - 12,000 - 522-6402 Equipment - 0.00% - - - - 522-6404 Trucks 23,000 100.00% Veh 2387 - '97 GMC 1/2 ton - Fire Inspector 1,774 - - - 522-6420 Computer Hardware/Software 650 100.00% IPAD - Chief $ 1,774 $ - $ 12,000 $ - Total Capital Outlay $ 23,650 100.00% Capital Improvements Program: - - 47,637 - 522-6997 5342 - Fire Station 7 Renovations - 0.00% $ - $ - $ 47,637 $ - Total Capital Improvements Program $ - 0.00% Debt Service 173,224 173,225 189,387 210,772 581-9121 Transfer to Debt Service Fund 210,164 -0.29% 2011 Cap Imp Rev Note -Ladder Truck- yr 2 of 10 2001 Bond -Municipal Facilities- year 12 of 30 $ 173,224 $ 173,225 $ 189,387 $ 210,772 Total Debt Service $ 210,164 -0.29% $ 3,762,440 $ 3,740,019 $ 3,940,274 $ 3,713,565 TOTAL EXPENSES $ 3,832,393 3.20% $ (3,410,346) $ (3,481,797) $ (3,594,896) $ (3,533,780) NET REVENUE / (EXPENSE) $ (3,661,608) 3.62% 0900-Fire 8/29/2012 11:47 AM 71 FIRE Share of City Budget $3,832,393 , 10.3% 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 2008-09 2009-10 2010-11 2011-12 2011-12 2012-13 Respond Promptly to Calls for Service Response Time Under 5 Minutes (dispatch to on-scene) n/a n/a n/a n/a n/a 80% Fire Code Review of Construction Plans Completed within 5 Business Days n/a n/a n/a n/a n/a 80% Minimize Injuries, Death, and Property Destruction One & Two Family Residential Structure Fires Confined to Room of Origin n/a n/a n/a n/a n/a 75% Patients in Full Cardiac Arrest Who Regain a Specified Heart Rhythm n/a n/a n/a n/a n/a 15% Reduce Liability Exposure Fire Personnel Injuries with Time Lost per 1000 Incidents n/a n/a n/a n/a n/a 0.40 Property Damage and Equipment Loss n/a n/a $2,500 $900 $2,000 $2,000 Promote Community Involvement Events, Programs, Outreach Initiatives n/a n/a 10 31 15 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
Implement a departmental Leadership Development Program for current and future fire officers. PRIOR YEAR ACCOMPLISHMENTS
Took delivery of new E-One ladder truck to replace a 1996 Pierce ladder truck that was well past its expected useful service as a front line apparatus. The new ladder truck and associated equipment was placed in service in June 2012.
Awarded a grant from FEMA for the purchase of 3 multi-gas detectors, 20 portable radios, 3 AEDs, and a new laptop computer.
Revamped FY 2013 performance indicators based on new software tracking and reporting capabilities implemented in FY 2012. PERFORMANCE EXCELLENCE Every Service – Every Employee – Every Day 72  PERFORMANCE EXCELLENCE Every Service – Every Employee – Every Day 73  001 GENERAL FUND - 1000 RECREATION Actual Budget 2011-12 2012-13 % 2008-09 2009-10 2010-11 Adopted Adopted Change Revenues: 174,391 167,871 154,355 171,500 347-2000 Program Revenue 165,000 -3.79% - - 23,226 - 347-2011 Program Revenue - Not City Staff Provided 27,715 100.00% 29,275 27,245 23,159 27,900 347-2100 Sponsorship Revenue 26,750 -4.12% 12,492 27,924 22,819 22,000 347-2200 Rentals - Auditorium, Rec Centers, etc 22,000 0.00% 30,077 24,656 23,693 24,500 347-2210 Rentals tax-exempt - Auditorium, Rec Centers, etc 24,500 0.00% 735 - - - 347-2300 Concession Revenue - 0.00% - - 348 - 347-2400 Non Cash/Check Payment 250 100.00% 980 1,820 1,822 1,700 347-4030 Holiday Parade Entry Fee 1,700 0.00% 15,193 7,329 1,715 - 366-1000 Contributions/Donations - 0.00% $ 263,143 $ 256,845 $ 251,137 $ 247,600 TOTAL REVENUES $ 267,915 8.20% Personal Services: 17.19 15.93 13.81 13.81 Number of Funded Employees (FTE's) 13.42 - - 86,802 - 572-1100 Executive Salaries 87,041 100.00% 560,481 549,204 207,690 446,257 572-1200 Regular Salaries 173,867 -61.04% - - - 109 572-1201 Service Awards - -100.00% - - 13,461 572-1202 Incentive/Merit Pay 14,447 7.32% - - 134,545 - 572-1300 Part-Time Wages 160,835 100.00% 244 39 458 500 572-1400 Salaries - Overtime 500 0.00% 1,215 572-1503 Auto Allowance 33,476 42,771 25,896 26,881 572-2100 FICA Taxes 25,271 -5.99% 7,829 10,234 6,061 6,287 572-2101 Medicare 5,910 -6.00% 80,422 107,018 51,561 59,280 572-2200 Retirement Contributions 42,596 -28.14% - 266 4,010 4,011 572-2204 Retirement Contributions - DC Plan 6,367 58.74% 58,955 54,944 30,254 32,355 572-2300 Dental, Life & Health Insurance 38,576 19.23% 20,134 14,725 10,326 11,836 572-2400 Worker's Compensation 12,412 4.87% $ 762,756 $ 779,200 $ 557,604 $ 600,977 Total Personal Services $ 567,822 -5.52% Operating Expenditures: - - 19,000 1,900 572-3100 Professional Services 4,300 126.32% 55,969 52,427 41,938 51,075 572-3400 Other Services 49,275 -3.52% - - - - 572-3407 Program Instruction 42,300 100.00% 7,510 - - 250 572-4000 Travel and per Diem 770 208.00% 8,234 5,161 5,436 6,242 572-4100 Communication Services 5,549 -11.10% 502 202 230 250 572-4200 Postage 200 -20.00% 142,977 161,544 150,340 163,000 572-4300 Utilities 157,857 -3.16% 3,762 4,015 4,332 3,963 572-4400 Rentals & Leases 5,763 45.42% 2,439 3,176 2,725 2,025 572-4610 Maintenance Contracts 2,185 7.90% 569 63 414 350 572-4620 Vehicle Repair 350 0.00% - 165 390 200 572-4630 Equipment Repair 400 100.00% 14,612 13,613 17,468 7,175 572-4640 Building Maintenance 8,345 16.31% - - - - 572-4645 Heating/Cooling Repairs 8,500 100.00% 1,391 303 205 1,150 572-4650 Grounds Maintenance 4,500 291.30% 187 14 30 400 572-4700 Printing and Binding 500 25.00% 7,391 3,472 4,655 1,700 572-4801 Special Events 2,200 29.41% 3,378 2,882 3,404 6,891 572-5100 Office Supplies 6,875 -0.23% 2,353 628 2,671 10,725 572-5200 Operating Supplies 14,325 33.57% 1,508 1,962 1,141 1,600 572-5204 Fuel & Oil 1,615 0.94% 50,146 49,790 47,951 62,600 572-5207 Program Expense 28,850 -53.91% 26,852 26,742 21,480 27,900 572-5208 Sponsorship Expense 26,750 -4.12% 270 162 - - 572-5210 Uniform Expense - 0.00% 1,229 5,221 2,949 - 572-5225 Donation Spending - 0.00% - - 516 - 572-5230 ACH/Credit Card Fees - - 227 - 572-5231 Computer Hardware/Software - 0.00% - - 100 - 572-5233 Tools - 0.00% 627 365 - 225 572-5400 Books, Dues & Publications 225 0.00% 1000-Recreation 8/29/2012 11:48 AM 74  001 GENERAL FUND - 1000 RECREATION Actual Budget 2011-12 2012-13 % 2008-09 2009-10 2010-11 Adopted Adopted Change - 490 45 300 572-5500 Training 995 231.67% $ 331,904 $ 332,398 $ 327,646 $ 349,921 Total Operating Expenditures $ 372,629 6.49% Capital Outlay: 3,672 10,085 - - 572-6214 Building Improvements - 0.00% 1,723 3,538 - - 572-6310 Improvements Other Than Building - 0.00% - 652 - - 572-6401 Office Furniture & Fixtures - 0.00% 5,484 1,305 2,555 - 572-6402 Equipment - 0.00% 800 - 538 - 572-6406 Specialized Equipment - 0.00% 1,262 - - - 572-6420 Computer Hardware/Software 650 100.00% $ 12,942 $ 15,580 $ 3,093 $ - Total Capital Outlay $ 650 100.00% Capital Improvements Program: - 28,200 31,258 - Prior Years Capital Improvement Program $ - $ 28,200 $ 31,258 $ - Total Capital Improvements Program $ - 0.00% $ 1,107,602 $ 1,155,378 $ 919,600 $ 950,898 TOTAL EXPENSES $ 941,101 -1.03% $ (844,459) $ (898,533) $ (668,464) $ (703,298) NET REVENUE / (EXPENSE) $ (673,186) -4.28% 1000-Recreation 8/29/2012 11:48 AM 75 RECREATION Share of City Budget $941,101, 2.7% DESCRIPTION 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 2008-09 2009-10 2010-11 2011-12 2011-12 2012-13 Provide Diverse Recreational Opportunities Youth After School Participants n/a n/a 45 136 50 50 Youth After School Program Capacity n/a n/a 75% 89% 80% 100% Adult & Youth Sports Teams Participants n/a n/a 125 332 130 140 Adult & Youth Sports Teams with Sponsors n/a n/a 86% 92% 90% 90%
Increase total team participation for Youth and Adult Sports.
Implement on-line recreation registration. FUTURE GOALS
Make athletic programs self-sustaining with 100% sponsorships. PRIOR YEAR ACCOMPLISHMENTS
Implemented automated recreation system software to improve accountability and reporting.
Increased youth athletic participation numbers by 12 teams
Issued an RFQ for Construction Manager at Risk for proposed Recreational Complex PERFORMANCE EXCELLENCE Every Service – Every Employee – Every Day 76  PERFORMANCE EXCELLENCE Every Service – Every Employee – Every Day 77  001 GENERAL FUND - 1010 PARKS Actual Budget 2011-12 2012-13 % 2008-09 2009-10 2010-11 Adopted Adopted Change Revenues: 7,878 10,703 10,933 9,000 347-2200 Rentals 9,000 0.00% 2,210 2,235 2,457 2,500 347-2210 Rentals tax-exempt 2,500 0.00% 2,231 2,863 2,440 2,500 347-4010 Spec Evt - Landing, Chester Pruitt 2,500 0.00% 530 2,115 4,885 4,000 347-4020 Spec Evt - tax-exempt - Landing, Chester Pruitt 4,000 0.00% 11,306 7,666 9,499 8,000 347-5910 Boat Launch Fee 8,000 0.00% - - 1,724 4,500 362-1000 Rentals & Leases 3,023 -32.82% - 70,691 - - 366-1000 Contributions/Donations - 0.00% 23,007 - - - Grant Revenue - 0.00% $ 47,162 $ 96,352 $ 31,938 $ 30,500 TOTAL REVENUES $ 29,023 -4.84% Personal Services: 11.90 11.00 11.00 11.00 Number of Funded Employees (FTE's) 11.00 290,353 288,423 293,033 304,126 572-1200 Salaries 304,126 0.00% - - - 325 572-1201 Service Awards 53 -83.69% - - - 10,722 572-1202 Incentive/Merit Pay 11,842 10.45% 3,874 3,659 2,494 4,000 572-1400 Salaries - Overtime 4,000 0.00% 173 276 422 250 572-1401 Salaries - Overtime Holiday Worked 250 0.00% 16,129 16,134 16,246 16,626 572-2100 FICA Taxes 16,855 1.38% 3,772 3,773 3,799 3,888 572-2101 Medicare 3,942 1.39% 47,706 57,473 49,534 61,482 572-2200 Retirement Contributions 67,162 9.24% - 2,149 4,677 3,680 572-2204 Retirement Contributions - DC Plan 4,185 13.72% 97,373 86,361 88,896 104,646 572-2300 Dental, Life & Health Insurance 88,839 -15.11% 11,076 8,174 7,457 9,042 572-2400 Worker's Compensation 10,394 14.95% $ 470,457 $ 466,421 $ 466,558 $ 518,787 Total Personal Services $ 511,648 -1.38% Operating Expenditures: - - - 300 572-3100 Professional Services 390 30.00% 70 - - - 572-4000 Travel and Per Diem 300 100.00% 900 1,843 1,622 1,837 572-4100 Communication Services 2,390 30.10% 82,510 68,898 72,163 70,000 572-4300 Utilities 75,771 8.24% - - - 1,200 572-4400 Rentals & Leases 1,200 0.00% 1,062 - - 72 572-4610 Maintenance Contracts 72 0.00% 4,733 4,588 1,475 2,300 572-4620 Vehicle Repair 2,300 0.00% 12,542 8,925 6,032 10,800 572-4630 Equipment Repair 10,800 0.00% 2,953 5,005 9,126 1,150 572-4640 Building Maintenance 1,150 0.00% 43,210 40,572 37,755 41,125 572-4650 Grounds Maintenance 42,075 2.31% - - 227 990 572-4905 Safety Programs/Supply 990 0.00% 3,340 2,612 2,602 5,475 572-5200 Operating Supplies 6,225 13.70% 14,904 16,681 21,360 18,800 572-5204 Fuel & Oil 20,735 10.29% 1,598 1,206 1,399 1,375 572-5210 Uniform Expense 1,485 8.00% - - 348 1,150 572-5233 Tools 1,000 -13.04% 110 110 210 110 572-5400 Books, Dues & Publications 110 0.00% - 75 200 150 572-5500 Training 700 366.67% $ 167,932 $ 150,515 $ 154,518 $ 156,834 Total Operating Expenditures $ 167,693 6.92% Capital Outlay: - - - 8,000 572-6214 Building Improvements - -100.00% - 59,460 35,000 - 572-6310 Improvements Other Than Building - 0.00% - 6,527 - - 572-6370 Irrigation Systems - 0.00% 14,714 - 24,718 - 572-6402 Equipment 25,800 100.00% Sod Cutter MJ475 - '02 Toro - 72" Mower Side Discharge Deck 16,042 - 16,695 16,700 572-6404 Trucks - -100.00% - - 14,889 - 572-6406 Specialized Equipment 18,000 100.00% Playground Equipment - Mimosa Park $ 30,756 $ 65,987 $ 91,302 $ 24,700 Total Capital Outlay $ 43,800 77.33% Capital Improvements Program: 21,203 - 121 - Prior Years Capital Improvement Program - $ 21,203 $ - $ 121 $ - Total Capital Improvements Program $ - 0.00% $ 690,348 $ 682,922 $ 712,500 $ 700,321 TOTAL EXPENSES $ 723,141 3.26% $ (643,186) $ (586,570) $ (680,562) $ (669,821) NET REVENUE / (EXPENSE) $ (694,118) 3.63% 1010-Parks 8/29/2012 11:58 AM 78 PARKS Share of City Budget $723,141, 2.1% 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 2008-09 2009-10 2010-11 2011-12 2011-12 2012-13 Ensure Parks are Safe, Functional, and Attractive Park Rentals - Liza Jackson, Landing, Chester Pruitt Park 336 343 302 344 385 385 Field Rentals n/a 93 72 146 110 115 Controller Monitors Connected to I.Q. Irrigation Central Control System 5% 12% 15% 30% 20% 25%
Remove all playground equipment with safety concerns.
Install new ground cover in all playground areas.
Increase field and park rentals by 5% FUTURE GOALS
Add I.Q. irrigation system to all controller moniters to monitor and centralize irrigation control. PRIOR YEAR ACCOMPLISHMENTS
Replaced Garnier's Beach restroom with prefabricated facility.
Installed concrete at Jet Stadium through donated funds.
Installed new playground equipment at Comet Park. PERFORMANCE EXCELLENCE Every Service – Every Employee – Every Day 79  001 GENERAL FUND - 1015 RIGHT-OF-WAY Actual Budget 2011-12 2012-13 % 2008-09 2009-10 2010-11 Adopted Adopted Change Revenues: 42,503 42,503 42,504 42,505 344-9007 DOT Right-of-Way Maintenance Contract 42,505 0.00% 43 18 12 - 366-1000 Contributions/Donations - 0.00% 63,935 - 8,706 - Grant Revenue - 0.00% $ 106,482 $ 42,521 $ 51,222 $ 42,505 TOTAL REVENUES $ 42,505 0.00% Personal Services: 8.00 7.00 1.00 1.00 Number of Funded Employees (FTE's) 1.00 208,385 148,224 36,488 36,371 541-1200 Salaries 36,371 0.00% - - - 975 541-1202 Incentive/Merit Pay 1,077 10.46% - 624 19 100 541-1400 Salaries - Overtime 100 0.00% 11,867 8,322 1,970 1,939 541-2100 FICA Taxes 1,922 -0.88% 2,775 1,946 461 454 541-2101 Medicare 449 -1.10% 35,349 31,248 8,083 9,293 541-2200 Retirement Contributions 10,151 9.23% 46,522 34,810 8,760 9,202 541-2300 Dental, Life & Health Insurance 9,399 2.14% 14,887 7,928 2,238 2,458 541-2400 Worker's Compensation 2,654 7.97% $ 319,785 $ 233,581 $ 58,018 $ 60,792 Total Personal Services $ 62,123 2.19% Operating Expenditures: 300 - 49,755 59,204 541-3400 Other Services 59,204 0.00% 241 - - - 541-4000 Travel and Per Diem - 0.00% 901 1,655 804 684 541-4100 Communication Services 835 22.08% 19,215 20,932 31,945 30,000 541-4300 Utilities 33,543 11.81% 1,275 - - - 541-4610 Maintenance Contracts - 0.00% 1,958 2,207 2,203 1,300 541-4620 Vehicle Repair 1,300 0.00% 6,013 6,218 3,925 4,130 541-4630 Equipment Repair 4,130 0.00% 10,173 6,281 7,998 10,050 541-4650 Grounds Maintenance 10,050 0.00% - 150 - - 541-4655 Beautification Committee Donation Spending 136 102 78 90 541-4905 Safety Programs/Supply 90 0.00% 2,452 5,003 7,339 1,550 541-5200 Operating Supplies 1,600 3.23% 9,075 9,712 11,905 11,300 541-5204 Fuel & Oil 12,320 9.03% 1,384 1,114 171 125 541-5210 Uniform Expense 135 8.00% - - - 350 541-5233 Tools 950 171.43% 15 - 25 - 541-5400 Books, Dues & Publications - 0.00% - - 35 50 541-5500 Training 50 0.00% $ 53,138 $ 53,375 $ 116,185 $ 118,833 Total Operating Expenditures $ 124,207 4.52% Capital Outlay: 63,935 - 14,845 - 541-6355 Landscaping - 22,346 53 650 541-6402 Equipment 22,000 3284.62% MJ453 - '01 Toro - 72" Mower Base Deck 5,293 10,500 - - 541-6404 Trucks - 0.00% $ 69,228 $ 32,846 $ 14,898 $ 650 Total Capital Outlay $ 22,000 3284.62% $ 442,151 $ 319,802 $ 189,101 $ 180,275 TOTAL EXPENSES $ 208,330 15.56% $ (335,669) $ (277,281) $ (137,879) $ (137,770) NET REVENUE / (EXPENSE) $ (165,825) 20.36% 1015-ROW 8/29/2012 11:59 AM 80 RIGHT-OF-WAY Share of City Budget $208,330, 0.6% 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 2008-09 2009-10 2010-11 2011-12 2011-12 2012-13 Maintain Tree City Designation Per Capita Spending for Tree City Designation $9.30 $2.00 $2.28 annual measure $2.00 $2.00
Maintain Tree City designation by spending at least $2 per capita for related activities. FUTURE GOALS
Apply for grant funding to landscape south side of Lewis Turner Blvd along FWB Golf Course. PRIOR YEAR ACCOMPLISHMENTS
Completed installation of trees & irrigation on Lewis Turner Blvd medians.
Relandscaped all streetscaped areas in downtown FWB. PERFORMANCE EXCELLENCE Every Service – Every Employee – Every Day 81  001 GENERAL FUND - 1020 SENIOR CENTER Actual Budget 2011-12 2012-13 % 2008-09 2009-10 2010-11 Adopted Adopted Change Revenues: 3,602 3,069 2,100 3,250 347-2200 Rental - Center, etc 2,500 -23.08% 1,442 360 1,302 1,200 347-2210 Rental - Tax Exempt 1,200 0.00% 18,407 16,456 7 100 347-5600 Program Revenue 100 0.00% 13,598 16,027 14,747 12,000 347-5610 Memberships 14,000 16.67% - - 12,176 15,900 347-5611 Program Revenue - Not City Staff Provided 13,145 -17.33% 62 19 20 50 347-5620 Copy Machine 50 0.00% 46 21 32 75 347-5630 Commissions on Shop 75 0.00% 555 849 707 700 347-5640 Concessions 700 0.00% 3,531 3,383 6,653 - 366-1000 Contributions/Donations - 0.00% $ 41,243 $ 40,183 $ 37,744 $ 33,275 TOTAL REVENUES $ 31,770 -4.52% Personal Services: 1.85 1.85 1.85 1.85 Number of Funded Employees (FTE's) 1.85 52,201 51,407 31,838 50,114 572-1200 Salaries 32,021 -36.10% - - - - 572-1201 Service Awards 106 100.00% - - - 1,803 572-1202 Incentive/Merit Pay 1,992 10.48% - - 19,626 50,114 572-1300 Part-Time Wages 18,092 -63.90% - - 68 - 572-1400 Overtime - 0.00% 3,045 3,024 3,022 2,919 572-2100 FICA Taxes 2,947 0.96% 712 707 707 683 572-2101 Medicare 689 0.88% 5,486 7,289 7,116 8,182 572-2200 Retirement Contributions 8,937 9.23% 6,145 4,411 4,525 4,784 572-2300 Dental, Life & Health Insurance 4,837 1.11% 1,971 1,450 1,300 1,397 572-2400 Worker's Compensation 1,561 11.74% $ 69,560 $ 68,290 $ 68,202 $ 69,882 Total Personal Services $ 71,182 1.86% Operating Expenditures: - - - 150 572-3400 Other Services 150 0.00% - - - - 572-3407 Program Instruction 9,200 100.00% 840 504 651 600 572-4100 Communication Services 545 -9.17% 243 279 267 250 572-4200 Postage 250 0.00% 24,986 27,658 24,109 25,500 572-4300 Utilities 25,314 -0.73% 587 503 769 649 572-4400 Rentals & Leases 649 0.00% 501 556 603 504 572-4610 Maintenance Contracts 610 21.03% - - 64 100 572-4630 Equipment Repair 100 0.00% 1,369 2,133 12,785 800 572-4640 Building Maintenance 800 0.00% 140 - 15 250 572-4650 Grounds Maintenance 250 0.00% - - - 91 572-5100 Office Supplies 115 26.37% 1,355 638 449 2,450 572-5200 Operating Supplies 2,450 0.00% - 340 271 500 572-5201 Coffee Supplies 500 0.00% 8,678 7,125 6,596 10,075 572-5207 Program Expense 925 -90.82% 356 1,819 - - 572-5223 Aluminum Can Spending - 0.00% - - 219 - 572-5224 General Donation Spending - 0.00% - - 110 - 572-5225 Fundraising Spending - 0.00% - - 997 - 572-5226 Designated Donation Spending - 0.00% 226 245 209 228 572-5400 Books, Dues & Publications 228 0.00% $ 39,279 $ 41,800 $ 48,115 $ 42,147 Total Operating Expenditures $ 42,086 -0.14% Capital Outlay: 2,883 - - - 572-6214 Building Improvements - 0.00% - - 1,500 - 572-6402 Equipment - 0.00% $ 2,883 $ - $ 1,500 $ - Total Capital Outlay $ - 0.00% $ 111,722 $ 110,090 $ 117,817 $ 112,029 TOTAL EXPENSES $ 113,268 1.11% $ (70,479) $ (69,907) $ (80,073) $ (78,754) NET REVENUE / (EXPENSE) $ (81,498) 3.48% 1020-Senior 8/29/2012 12:01 PM 82 SENIOR CENTER Share of City Budget $113,268, 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 2008-09 2009-10 2010-11 2011-12 2011-12 2012-13 Ensure Member Satisfaction Number of Members (City, County, Non-Resident) 261 254 249 230 261 275 Memberships Variance -51% -3% -2% annual measure +/- 5% +/- 5% Number of Pancake Breakfast & Spaghetti Luncheon Participants n/a 356 353 317 360 396
Increase memberships by 5% by providing more activities and marketing strategies with the Snowbirds.
Increase pancake breakfast and spaghetti luncheon participation by 10% through marketing. FUTURE GOALS
Intitiate a Senior Center program for endowments. PRIOR YEAR ACCOMPLISHMENTS
Additional programs offered this year - Afternoon movies and crafting time. PERFORMANCE EXCELLENCE Every Service – Every Employee – Every Day 83  001 GENERAL FUND - 1060 LIBRARY Actual Budget 2011-12 2012-13 % 2008-09 2009-10 2010-11 Adopted Adopted Change Revenues: 160,850 148,560 79,748 79,671 337-7000 Cooperative Funding - Operations 76,016 -4.59% 11,275 7,750 6,225 3,104 341-9110 Passport Fees 2,296 -26.03% 2,590 2,730 2,124 2,740 347-1000 Library Fees 2,740 0.00% 6,253 5,771 6,203 5,800 347-1010 Photo Copy Revenue 5,800 0.00% 500 750 400 250 347-1210 Rentals - Taxable 400 60.00% 50 - 25 25 347-1220 Rentals - Tax Exempt 25 0.00% 13,791 14,053 13,024 12,000 352-1000 Library Fines 12,000 0.00% 65 25 - 200 352-1010 Lost Publications 200 0.00% 3,465 5,103 3,239 - 366-1000 Contributions/Donations - 0.00% 894 - 38,753 35,320 389-9600 Approp. from Reserved Fund Bal - Harvey Trust 9,500 -73.10% $ 199,733 $ 184,743 $ 149,740 $ 139,302 TOTAL REVENUES $ 108,977 -21.77% Personal Services: 9.90 9.90 8.10 8.10 Number of Funded Employees (FTE's) 8.02 301,210 269,457 159,880 246,840 571-1200 Regular Salaries 159,736 -35.29% - - - 163 571-1201 Service Awards - -100.00% - - - 7,895 571-1202 Incentive/Merit Pay 8,634 9.36% - - 80,456 - 571-1300 Part-Time Wages 79,073 100.00% 252 256 163 - 571-1400 Salaries - Overtime 200 100.00% 18,423 17,514 14,574 14,935 571-2100 FICA Taxes 14,473 -3.09% 4,309 4,096 3,409 3,493 571-2101 Medicare 3,385 -3.09% 33,906 42,030 35,506 40,830 571-2200 Retirement Contributions 44,582 9.19% 15,829 12,358 9,042 9,552 571-2300 Dental, Life & Health Insurance 10,086 5.59% 1,131 742 670 760 571-2400 Worker's Compensation 758 -0.26% $ 375,060 $ 346,455 $ 303,700 $ 324,468 Total Personal Services $ 320,927 -1.09% Operating Expenditures: - - 4 1,944 571-3100 Professional Services 1,957 0.67% 3,348 2,378 1,889 1,500 571-3400 Other Services 1,680 12.00% - 68 63 250 571-4000 Travel and Per Diem 250 0.00% 2,443 2,067 1,659 1,810 571-4100 Communication Services 1,680 -7.18% 800 59 101 100 571-4200 Postage 100 0.00% 59,013 67,639 55,736 60,000 571-4300 Utilities 58,523 -2.46% 11,981 11,708 11,972 11,862 571-4400 Rentals & Leases 11,862 0.00% 3,072 2,851 3,418 4,393 571-4610 Maintenance Contracts 4,418 0.57% 3,771 3,996 8,077 1,900 571-4640 Building Maintenance 9,700 410.53% 8,680 12 - 200 571-4650 Grounds Maintenance 200 0.00% 1,190 1,183 1,110 - 571-4800 Promotional Activities 2,333 1,573 1,916 126 571-5100 Office Supplies 95 -24.60% 4,033 4,199 8,758 11,340 571-5200 Operating Supplies 18,065 59.30% 931 967 - 1,200 571-5207 Program Expense 1,200 0.00% 56 - - - 571-5210 Uniform Expense 4,598 10,033 2,970 - 571-5223 Passport Fee Spending 1,090 631 370 - 571-5224 General Donation Spending 331 - - - 571-5231 Computer Hardware/Software - 0.00% 7,384 1,370 630 630 571-5400 Books, Dues & Publications 630 0.00% 1,560 - - - 571-5501 Tuition Reimbursement - 0.00% $ 116,613 $ 110,735 $ 98,672 $ 97,255 Total Operating Expenditures $ 110,360 13.47% Capital Outlay: 752 - - - 571-6401 Furniture and Fixtures - 0.00% - 18,276 - - 571-6402 Equipment - 0.00% 636 608 1,053 - 571-6420 Computer Hardware/Software - 0.00% 41,219 42,276 33,915 30,250 571-6600 Books, Publications & Library Materials 25,250 -16.53% $ 42,606 $ 61,160 $ 34,968 $ 30,250 Total Capital Outlay $ 25,250 -16.53% Debt Service 22,011 22,011 22,291 22,261 581-9121 Transfer to Debt Service Fund 22,317 0.25% 2001 Bond -Municipal Facilities- year 12 of 30 $ 22,011 $ 22,011 $ 22,291 $ 22,261 Total Debt Service $ 22,317 0.25% $ 556,290 $ 540,361 $ 459,630 $ 474,234 TOTAL EXPENSES $ 478,854 0.97% $ (356,557) $ (355,618) $ (309,890) $ (334,932) NET REVENUE / (EXPENSE) $ (369,877) 10.43% 1060-Library 8/29/2012 12:03 PM 84 LIBRARY Share of City Budget $478,854, 1.4% 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 2008-09 2009-10 2010-11 2011-12 2011-12 2012-13 Provide Resources to Promote Literacy, Education, & Enrichment Inventoried Collection Per Citizen 3.6 3.5 3.6 annual measure 4.0 3.8 Circulation per Item n/a n/a n/a annual measure new 1.7 Circulation per Active Borrower (City and Non-City Residents) n/a 5.6 6.6 1.8 5.0 6.8 City Residents Who Have an Active Library Card n/a 46% 30% annual measure 50% 35% Checkouts Performed Using the Self-Checkout Unit n/a n/a n/a 7% 50% na
Increase library use in the community by providing updated technology and materials to include a growing collection of ebooks.
Improve library staff knowledge and awareness of the needs of library patrons accessing online career information, benefits, and education resources. FUTURE GOALS
Improve the library's website and participate in the continued development of the city website and other electronic resources.
Work with the new Okaloosa County Public Library Cooperative Coordinator to improve programming, marketing, and services of the library countywide.
Purchase with donated funds at least one touch-screen literacy station for children. PRIOR YEAR ACCOMPLISHMENTS
Set up and maintained a viable presence in the Facebook and Pinterest social networking sites to communicate more effectively with patrons and the community at large.
Re-purposed library space to facilitate browsing of the library's most desirable materials.
Worked with the Okaloosa County Public Library Cooperative to establish an ebook service and collection for library patrons.
Completed a major patron-database cleanup project to remove expired patrons and better classify patrons based on their residency and tax districts to facilitate funding in future years. PERFORMANCE EXCELLENCE Every Service – Every Employee – Every Day 85  001 GENERAL FUND - 1070 MUSEUM Actual Budget 2011-12 2012-13 % 2008-09 2009-10 2010-11 Adopted Adopted Change Revenues: 2,550 2,800 1,575 2,500 341-9110 Passport Fees 250 -90.00% 2,490 1,240 1,773 1,500 347-2000 Program Revenue 1,500 0.00% 5,500 - - - 347-2100 Sponsorship Revenue - 0.00% 30,909 27,029 26,935 30,000 347-3500 Admission Fees 28,000 -6.67% 31,290 27,063 26,462 30,000 347-3510 Merchandise Sales 28,000 -6.67% 159 147 - 75 347-3515 Merchandise Sales - Tax Exempt 75 0.00% 8,872 7,080 8,576 7,000 347-3520 Fees - Tax Exempt 8,500 21.43% 4,419 6,650 2,806 1,500 366-1000 Contributions/Donations - -100.00% $ 86,189 $ 72,010 $ 68,127 $ 72,575 TOTAL REVENUES $ 66,325 -8.61% Personal Services: 4.98 3.85 2.60 3.60 Number of Funded Employees (FTE's) 3.60 147,102 115,141 81,036 111,845 573-1200 Regular Salaries 98,834 -11.63% - - - - 573-1201 Service Awards 530 100.00% - - - 3,509 573-1202 Incentive/Merit Pay 3,875 10.43% - - 12,050 - 573-1300 Part-Time Wages 13,010 100.00% 125 - - - 573-1400 Salaries - Overtime - 0.00% 8,990 6,871 5,491 6,632 573-2100 FICA Taxes 6,611 -0.32% 2,103 1,607 1,284 1,551 573-2101 Medicare 1,546 -0.32% 21,122 22,835 15,950 18,338 573-2200 Retirement Contributions 20,031 9.23% - - - 1,354 573-2204 Retirement Contributions - DC Plan 2,030 49.93% 15,584 16,498 17,333 18,269 573-2300 Dental, Life & Health Insurance 19,058 4.32% 831 275 175 232 573-2400 Worker's Compensation 226 -2.59% $ 195,856 $ 163,226 $ 133,318 $ 161,730 Total Personal Services $ 165,751 2.49% Operating Expenditures: - - - 1,530 573-3100 Professional Services 1,730 13.07% - 30 30 200 573-3400 Other Services 200 0.00% 2,182 1,026 1,102 1,210 573-4100 Communication Services 1,120 -7.44% 524 372 137 400 573-4200 Postage 150 -62.50% 13,126 18,576 15,474 20,000 573-4300 Utilities 17,248 -13.76% 1,545 1,349 1,613 1,257 573-4400 Rentals & Leases 1,257 0.00% 1,592 1,524 1,571 1,669 573-4610 Maintenance Contracts 1,697 1.68% 89 54 53 100 573-4630 Equipment Repair 100 0.00% 2,912 1,151 1,745 5,150 573-4640 Building Maintenance 2,650 -48.54% - - - - 573-4645 Heating/Cooling Repairs 7,100 100.00% 376 338 407 480 573-4650 Grounds Maintenance 4,430 822.92% 1,636 1,577 1,470 1,850 573-4700 Printing & Binding 1,700 -8.11% 2,363 1,695 1,924 2,100 573-4800 Promotional Activities 2,100 0.00% - 24 - 358 573-5100 Office Supplies 455 27.09% 101 1,003 547 1,500 573-5200 Operating Supplies 1,200 -20.00% 14,924 13,390 12,632 13,000 573-5205 Goods For Resale 13,000 0.00% 820 201 425 800 573-5207 Program Expense 350 -56.25% 4,343 1,239 - - 573-5208 Sponsorship Expense 769 397 646 900 573-5215 Exhibit / Collection Supplies 900 0.00% 604 320 397 - 573-5223 Passport Fee Spending 3,209 1,572 - - 573-5224 General Donation Spending - - 1,398 - 573-5225 Fundraising Spending - - 100 - 573-5226 Designated Donation Spending 1,262 1,426 1,301 - 573-5230 ACH/Credit Card Fees - 406 - - 573-5231 Computer Hardware/Software - 0.00% 801 774 540 555 573-5400 Books, Dues & Publications 645 16.22% $ 53,226 $ 48,443 $ 43,514 $ 53,059 Total Operating Expenditures $ 58,032 9.37% Capital Outlay: 2,828 3,217 27,252 - 573-6214 Building Improvements - 0.00% - 3,700 - - 573-6402 Equipment - 0.00% 605 - - - 573-6420 Computer Hardware/Software - 0.00% $ 3,433 $ 6,917 $ 27,252 $ - Total Capital Outlay $ - 0.00% $ 252,515 $ 218,586 $ 204,084 $ 214,789 TOTAL EXPENSES $ 223,783 4.19% $ (166,326) $ (146,576) $ (135,957) $ (142,214) NET REVENUE / (EXPENSE) $ (157,458) 10.72% 1070-Museum 8/29/2012 12:05 PM 86 MUSEUM Share of City Budget $223,783, 0.7% 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 2008-09 2009-10 2010-11 2011-12 2011-12 2012-13 Share Community History With Public Visitors Per General Visitation Hour of Operation 3.5 3.9 3.9 5.9 4.7 4.0 Educational Programming Visitors During Non-General Visitation Hours 4,530 3,807 4,515 4,324 4,500 4,500 City Savings from Volunteer Assistance $11,909 $21,915 $30,550 $31,560 $15,000 $25,000
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 Camp Walton Schoolhouse 100th birthday celebration. FUTURE GOALS
Complete NAGPRA process from filing to certification; clear collections ownership issues.
Acquire sponsorship for future summer / travelling exhibit.
Establish outreach program in the schools in conjunction with the Camp Walton Schoolhouse 100th birthday celebration. PRIOR YEAR ACCOMPLISHMENTS PERFORMANCE EXCELLENCE Every Service – Every Employee – Every Day 87  001 GENERAL FUND - 1080 CEMETERY Actual Budget 2011-12 2012-13 % 2008-09 2009-10 2010-11 Adopted Adopted Change Revenues: 111,205 113,630 177,112 148,000 343-8000 Sale of Lots 148,000 0.00% 4,020 10,630 6,875 8,200 343-8100 Crypt Sales 8,200 0.00% 5,825 14,005 4,350 9,800 343-8200 Niche Sales 9,800 0.00% 9,237 8,115 6,420 10,000 343-8300 Weekend/Holidays Interments 10,000 0.00% 156,323 142,875 177,720 156,000 343-8400 Openings/Closings 156,000 0.00% - - 1,498 - 343-8500 Transfer Fees - 0.00% 67,650 15,555 13,149 24,000 381-2400 Transfer from Beal Memorial Cemetery Fund 1,000 -95.83% $ 354,260 $ 304,810 $ 387,124 $ 356,000 TOTAL REVENUES $ 333,000 -6.46% Personal Services: 3.50 3.00 3.00 3.00 Number of Funded Employees (FTE's) 3.00 90,018 86,901 86,881 86,867 539-1200 Regular Salaries 87,724 0.99% - - - 55 539-1201 Service Awards 212 285.45% - - - 2,924 539-1202 Incentive/Merit Pay 3,230 10.47% 2,365 866 1,182 2,500 539-1400 Salaries - Overtime 2,500 0.00% - 288 236 375 539-1401 Salaries - Overtime Holiday Worked 375 0.00% 5,101 4,840 4,849 4,711 539-2100 FICA Taxes 4,733 0.47% 1,193 1,132 1,134 1,102 539-2101 Medicare 1,107 0.45% 15,271 20,025 19,602 22,195 539-2200 Retirement Contributions 24,484 10.31% 26,096 25,099 25,198 26,641 539-2300 Dental, Life & Health Insurance 23,611 -11.37% 4,479 3,719 4,097 4,460 539-2400 Worker's Compensation 5,249 17.69% $ 144,523 $ 142,870 $ 143,180 $ 151,830 Total Personal Services $ 153,225 0.92% Operating Expenditures: - - - 865 539-3100 Professional Services 865 0.00% 85,365 54,960 64,145 60,000 539-3400 Other Services 60,000 0.00% 1,207 982 1,051 934 539-4100 Communication Services 890 -4.71% 37,861 39,505 72,659 42,000 539-4300 Utilities 51,995 23.80% - - - 60 539-4400 Rentals & Leases 60 0.00% 1,054 1,131 1,077 215 539-4610 Maintenance Contracts 240 11.63% 13 - - - 539-4620 Vehicle Repair - 0.00% 1,623 944 1,174 1,850 539-4630 Equipment Repair 1,850 0.00% 378 296 815 600 539-4640 Building Maintenance - -100.00% 9,483 7,655 8,405 11,125 539-4650 Grounds Maintenance 13,125 17.98% 122 50 39 270 539-4905 Safety Programs/Supply 270 0.00% - - 10,855 - 539-4980 Repurchase Cemetery Lots - 0.00% 803 646 890 2,375 539-5200 Operating Supplies 2,375 0.00% 1,027 1,205 1,562 1,300 539-5204 Fuel & Oil 1,745 34.23% - 411 479 375 539-5210 Uniform Expense 405 8.00% - - - 375 539-5233 Tools - -100.00% - 35 35 40 539-5500 Training 40 0.00% $ 138,937 $ 107,820 $ 163,185 $ 122,384 Total Operating Expenditures $ 133,860 9.38% Capital Outlay: - - 10,994 17,000 539-6214 Building Improvements - -100.00% 19,800 8,473 - - 539-6355 Landscaping & Fences - 0.00% - 7,082 - 4,560 539-6402 Equipment - -100.00% $ 19,800 $ 15,555 $ 10,994 $ 21,560 Total Capital Outlay $ - -100.00% Capital Improvements Program: 47,850 - 2,155 - 5323 - Beal Cemetery Improvements - 0.00% $ 47,850 $ - $ 2,155 $ - Total Capital Improvements Program $ - 0.00% Interfund Transfers: 24,173 22,726 33,251 29,600 581-9162 Transfer to Beal Memorial Perpetual Care Fund 29,600 0.00% Lot Sales - 20% of revenues $ 24,173 $ 22,726 $ 33,251 $ 29,600 Total Interfund Transfers $ 29,600 0.00% $ 375,283 $ 288,971 $ 352,765 $ 325,374 TOTAL EXPENSES $ 316,685 -2.67% $ (21,023) $ 15,838 $ 34,358 $ 50,000 NET REVENUE / (EXPENSE) $ 16,315 -67.37% 1080-Cemetery 8/29/2012 12:07 PM 88 CEMETERY Share of City Budget $316,685, 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 2008-09 2009-10 2010-11 2011-12 2011-12 2012-13 Provide a Well-Maintained Resting Place of Burial Cemetery Grounds with Turf in Good Condition 50% 60% 65% 80% 80% 85%
Plant 5 oak trees and 5 crape myrtles in the new Hope Section addition.
Sod hope section for new plots.
Re-landscape outside of cemetery office building. FUTURE GOALS
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. PRIOR YEAR ACCOMPLISHMENTS
Extended the Hope Section westward including markers for each plot.
Constructed a 16' x 28' storage building for smaller maintenance equipment using perpetual care funds.
Added 136 plots to the Hope Section of the cemetery.
Irrigated entire Hope Section for new plots.
Renovated Cemetery office area with new paint, tile, and office furniture. PERFORMANCE EXCELLENCE Every Service – Every Employee – Every Day 89 90  001 GENERAL FUND - 1200 ENGINEERING SERVICES Actual Budget 2011-12 2012-13 % 2008-09 2009-10 2010-11 Adopted Adopted Change Revenues: - - 3,525 3,500 341-3001 Overhead Banner Installation Fee 3,500 0.00% 14 57 385 - 341-9310 Engineering Drawings - 0.00% 950 100 200 - 366-1000 Contributions/Donations - 0.00% $ 964 $ 157 $ 4,110 $ 3,500 TOTAL REVENUES $ 3,500 100.00% Personal Services: 7.00 6.00 5.00 5.00 Number of Funded Employees (FTE's) 5.00 - - 90,126 - 541-1100 Executive Salaries 90,319 100.00% 178,408 328,131 170,124 259,764 541-1200 Regular Salaries 169,444 -34.77% - - - 217 541-1201 Service Awards - -100.00% - - - 4,874 541-1202 Incentive/Merit Pay 5,383 10.44% - 53 - - 541-1400 Salaries - Overtime 1,215 - - - 541-1503 Auto Allowance 10,564 19,780 15,443 15,353 541-2100 FICA Taxes 15,433 0.52% 2,471 4,626 3,611 3,591 541-2101 Medicare 3,610 0.53% 27,649 70,150 57,757 66,370 541-2200 Retirement Contributions 72,500 9.24% - 4 - - 541-2204 Retirement Contributions - DC Plan - 0.00% 26,965 23,611 22,117 23,287 541-2300 Dental, Life & Health Insurance 24,286 4.29% 2,963 639 489 540 541-2400 Worker's Compensation 525 -2.78% $ 250,235 $ 446,994 $ 359,667 $ 373,996 Total Personal Services $ 381,500 2.01% Operating Expenditures: - 39,575 16,920 6,168 541-3100 Professional Services 6,191 0.37% - 9,748 20,390 90 541-3400 Other Services 90 0.00% - 526 - 800 541-4000 Travel and Per Diem 800 0.00% 3,447 3,694 3,418 2,894 541-4100 Communication Services 2,784 -3.80% 174 4,995 4,521 2,950 541-4200 Postage 5,000 69.49% 1,531 8,321 13,213 13,260 541-4400 Rentals & Leases 6,757 -49.04% - 8,010 5,947 - 541-4610 Maintenance Contracts 3,920 100.00% 55 21 11 100 541-4620 Vehicle Repair 100 0.00% - - 125 100 541-4630 Equipment Repair 100 0.00% - 482 16 1,100 541-4700 Printing & Binding 1,100 0.00% - 2,843 - - 541-4915 Legal Advertisements - 0.00% 6,237 6,752 6,161 7,035 541-5100 Office Supplies 6,435 -8.53% - 328 187 625 541-5200 Operating Supplies 625 0.00% 991 884 429 600 541-5204 Fuel & Oil 500 -16.67% - - 75 255 541-5210 Uniform Expense 355 39.22% 2,218 1,385 504 - 541-5223 Earth Day - 0.00% 781 583 374 150 541-5400 Books, Dues & Publications 150 0.00% - 300 10 400 541-5500 Training 400 0.00% - 27 - - 541-5501 Tuition Reimbursement - 0.00% - (602) (1,433) - 519-9905 Capitalized Costs Allocation - Labor - 0.00% - (280) - - 519-9906 Capitalized Costs Allocation - Benefits - 0.00% $ 15,435 $ 87,593 $ 70,868 $ 36,527 Total Operating Expenditures $ 35,307 -3.34% Capital Outlay: 631 - - - 512-6420 Computer Hardware/Software - 0.00% $ 631 $ - $ - $ - Total Capital Outlay $ - 0.00% $ 266,301 $ 534,587 $ 430,536 $ 410,523 TOTAL EXPENSES $ 416,807 1.53% $ (265,338) $ (534,430) $ (426,426) $ (407,023) NET REVENUE / (EXPENSE) $ (413,307) 1.54% 1200-Engineering 8/29/2012 12:10 PM 91 ENGINEERING SERVICES Share of City Budget $416,807, 1.2% 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 2008-09 2009-10 2010-11 2011-12 2011-12 2012-13 Develop GIS System to Track & Monitor City Assets Street Data Entered in GIS (collected by Okaloosa County) n/a n/a n/a annual measure 90% 98% Water System Features Accurately Entered in GIS n/a n/a n/a 70% 75% 80% Sanitary Sewer System Features Accurately Entered in GIS n/a n/a n/a 40% 45% 60% Stormwater System Features Accurately Entered in GIS n/a n/a n/a 100% 100% 100%
Collect a minimum of 10% of additional field data for the potable water and sanitary sewer infrastructure systems for input into the GIS system and complete a minimum of two training courses from ESRI for ArcGIS Server.
Develop a GIS web interface 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. FUTURE GOALS
Complete 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
Completed 20% of the GPS data collection and GIS database creation for City's water and sewer infrastructure.
Completed 100% of the GPS data collection and GIS database creation for City's stormwater infrastructure.
FEMA CRS rating increased to a Class 6, which provides a 5% increase in the flood insurance discount from 15% to 20%.
Implemented 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 92  PERFORMANCE EXCELLENCE Every Service – Every Employee – Every Day 93  001 GENERAL FUND - 1205 PLANNING & ZONING Actual Budget 2011-12 2012-13 % 2008-09 2009-10 2010-11 Adopted Adopted Change Revenues: 8,850 6,229 11,853 12,500 329-1001 Zoning/Variances Fees 17,000 36.00% 1,522 1,150 726 2,500 329-2000 Zoning Site Plan Review 2,500 0.00% $ 10,372 $ 7,379 $ 12,579 $ 15,000 TOTAL REVENUES $ 19,500 30.00% Personal Services: 2.00 - 1.00 1.00 Number of Funded Employees (FTE's) 1.00 173,887 - 44,922 44,873 515-1200 Regular Salaries 44,873 0.00% - - - 975 515-1202 Incentive/Merit Pay 1,077 10.46% 783 - - - 515-1503 Auto Allowance 11,308 - 2,700 2,690 515-2100 FICA Taxes 2,676 -0.52% 2,645 - 631 629 515-2101 Medicare 626 -0.48% 26,876 - - - 515-2200 Retirement Contributions - 0.00% - - 2,246 2,244 515-2204 Retirement Contributions - DC Plan 2,244 0.00% 4,836 - 4,193 4,447 515-2300 Dental, Life & Health Insurance 4,601 3.46% 507 - 85 93 515-2400 Worker's Compensation 91 -2.15% $ 220,842 $ - $ 54,777 $ 55,951 Total Personal Services $ 56,188 0.42% Operating Expenditures: - - - 16,476 515-3100 Professional Services 9,424 -42.80% - - 65,900 - 515-3400 Other Services 115 - 432 1,100 515-4000 Travel and Per Diem 1,100 0.00% 2,504 - 609 517 515-4100 Communication Services 460 -11.03% 3,636 - - - 515-4200 Postage 1,300 100.00% 1,531 - - - 515-4400 Rentals & Leases 2,564 - 6,287 - 515-4610 Maintenance Contracts 7 - 1,322 1,500 515-4700 Printing & Binding 1,385 -7.67% 6,651 - 5,856 - 515-4915 Legal Advertisements - - 39 - 515-5100 Office Supplies 260 100.00% 35 - - - 515-5200 Operating Supplies - 0.00% - - - - 515-5210 Uniform Expense 100 100.00% 1,175 - 275 395 515-5400 Books, Dues & Publications 400 1.27% - - 940 225 515-5500 Training 575 155.56% 3,254 - - - 515-5501 Tuition Reimbursement - 0.00% $ 21,473 $ - $ 81,660 $ 20,213 Total Operating Expenditures $ 15,004 -25.77% $ - $ - $ - $ - Total Capital Outlay $ - 0.00% Other Financing Activity: - - - - 581-9106 Transfer to FBC Fund 4,352 100.00% Wage Allocation (25% PlanningPermitGrant Tech) $ - $ - $ - $ - Total Other Financing Activity $ 4,352 100.00% $ 242,316 $ - $ 136,437 $ 76,164 TOTAL EXPENSES $ 75,544 -0.81% $ (231,944) $ 7,379 $ (123,858) $ (61,164) NET REVENUE / (EXPENSE) $ (56,044) -8.37% 1205-Planning 8/29/2012 12:18 PM 94 PLANNING & ZONING Share of City Budget $75,544, 0.2% 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 assists the Municipal Planning Board and serves on various growth management and transportation planning 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 2008-09 2009-10 2010-11 2011-12 2011-12 2012-13 Reduce Commercial & Industrial Vacancies Vacant Parcels - Commerce & Technology Park n/a n/a n/a 43 15 15 Vacant Parcels - CRA n/a n/a n/a 192 10 10
Reduce commercial and industrial vacancies by developing a list of vacancies and citywide targeted infill development list for use by potential businesses wanting to relocate or expand in the City.
Work closely with CRA to promote economic development in the area by providing economic incentives to business owners.
Secure grant funding for and complete at least one community improvement / transportation project.
Continue to refine and implement the new streamlined development review process. FUTURE GOALS
Promote sustainable growth and development through increased density and business expansion.
Plan for and implement a reliable and efficient pedestrian-friendly transportation network in the City.
Encourage the use of the Brownfields program as an economic tool for businesses and for restoration of the natural environment.
Partner with the EDC and Chamber of Commerce towards the goal of Economic Development for the area. PRIOR YEAR ACCOMPLISHMENTS
Adopted the 2012 Land Development Code.
Obtained grant funding for brownfields clean-up at 25 Miracle Strip Pkwy and Brooks Landing Waterfront Park.
Integrated and streamlined the Business Tax Receipt process.
Streamlined the development review process. PERFORMANCE EXCELLENCE Every Service – Every Employee – Every Day 95  001 GENERAL FUND - 1217 CODE ENFORCEMENT Actual Budget 2011-12 2012-13 % 2008-09 2009-10 2010-11 Adopted Adopted Change Revenues: - 63,692 24,150 20,000 354-1000 Code Enforcement - Fines 20,000 0.00% - 8,155 7,500 5,000 354-1010 Code Enforcement - Fees 5,000 0.00% $ - $ 71,847 $ 31,650 $ 25,000 TOTAL REVENUES $ 25,000 0.00% Personal Services: - 2.00 2.00 2.00 Number of Funded Employees (FTE's) 2.00 - 91,483 91,483 91,382 529-1200 Regular Salaries 91,382 0.00% - - - 217 529-1201 Service Awards - -100.00% - - - 1,949 529-1202 Incentive/Merit Pay 2,153 10.47% - 5,395 5,403 5,376 529-2100 FICA Taxes 5,364 -0.22% - 1,262 1,264 1,258 529-2101 Medicare 1,255 -0.24% - 20,803 20,308 23,348 529-2200 Retirement Contributions 25,505 9.24% - 13,384 12,953 13,648 529-2300 Dental, Life & Health Insurance 13,776 0.94% - 1,834 1,846 2,035 529-2400 Worker's Compensation 1,964 -3.49% $ - $ 134,160 $ 133,257 $ 139,213 Total Personal Services $ 141,399 1.57% Operating Expenditures: - - - 2,672 529-3100 Professional Services 2,753 3.03% - 12,263 1,246 2,500 529-3101 Legal Services 2,500 0.00% - - 10,660 500 529-3400 Other Services 500 0.00% - - - 500 529-4000 Travel and Per Diem 1,000 100.00% - 1,639 1,331 1,357 529-4100 Communication Services 1,310 -3.46% - 2,469 2,590 - 529-4610 Maintenance Contracts - 270 225 200 529-4620 Vehicle Repair 200 0.00% - 58 61 50 529-5200 Operating Supplies 40 -20.00% - 1,070 1,516 1,800 529-5204 Fuel & Oil 1,675 -6.94% - 55 60 100 529-5400 Books, Dues & Publications 110 10.00% - 295 24 1,000 529-5500 Training 500 -50.00% $ - $ 18,119 $ 17,713 $ 10,679 Total Operating Expenditures $ 10,588 -0.85% $ - $ - $ - $ - Total Capital Outlay $ - 0.00% $ - $ 152,279 $ 150,970 $ 149,892 TOTAL EXPENSES $ 151,987 1.40% $ - $ (80,431) $ (119,320) $ (124,892) NET REVENUE / (EXPENSE) $ (126,987) 1.68% 1217-Code 8/29/2012 12:19 PM 96 CODE ENFORCEMENT Share of City Budget $151,987, 0.5% DESCRIPTION Code Enforcement routinely inspects properties for code violations and responds to citizen complaints regarding code, zoning, or land use violations. MISSION Ensure adherence to the City's Code of Ordinances and achieve a high complaint resolution rate. Actual YTD thru 6/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS 2008-09 2009-10 2010-11 2011-12 2011-12 2012-13 Implement Nuisance Abatement Program Number of Derelict Properties Brought Into Compliance - CRA n/a n/a n/a 0 3 3 Number of Derelict Properties Brought Into Compliance - non-CRA n/a n/a n/a 1 1 1
Enhance the beatification, 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
Implement new policy and procedures for the resolution of liens and orders issued by the Code Enforcement Board. PRIOR YEAR ACCOMPLISHMENTS
Implemented a Nuisance Abatement program throughout the CRA.
Adopted a new sign code in the Land Development Code. PERFORMANCE EXCELLENCE Every Service – Every Employee – Every Day 97  001 GENERAL FUND - 1220 FLEET Actual Budget 2011-12 2012-13 % 2008-09 2009-10 2010-11 Adopted Adopted Change Revenues: 138 301 403 300 365-1010 Sale of Used Oil 300 0.00% $ 138 $ 301 $ 403 $ 300 TOTAL REVENUES $ 300 0.00% Personal Services: 11.00 10.00 8.75 8.75 Number of Funded Employees (FTE's) 8.88 309,751 304,020 244,355 259,249 519-1200 Regular Salaries 242,949 -6.29% - - - 109 519-1201 Service Awards - -100.00% - - - 8,529 519-1202 Incentive/Merit Pay 9,559 12.08% - - 17,184 - 519-1300 Part-Time Wages 19,016 100.00% 302 872 113 250 519-1400 Salaries - Overtime 250 0.00% - - 48 - 519-1401 Salaries - Overtime Holiday Worked - 0.00% 1,215 - - - 519-1503 Auto Allowance 17,940 18,798 14,925 14,676 519-2100 FICA Taxes 14,830 1.05% 4,196 4,396 3,491 3,433 519-2101 Medicare 3,469 1.05% 52,898 68,653 54,026 62,074 519-2200 Retirement Contributions 67,807 9.24% 46,303 35,937 24,423 25,540 519-2300 Dental, Life & Health Insurance 26,618 4.22% 8,766 6,148 5,396 5,891 519-2400 Worker's Compensation 5,897 0.10% $ 441,371 $ 438,825 $ 363,961 $ 379,751 Total Personal Services $ 390,395 2.80% Operating Expenditures: - - - 6,470 519-3100 Professional Services 6,665 3.01% - - - - 519-3400 Other Services 2,030 100.00% 107 - 45 100 519-4000 Travel and Per Diem 100 0.00% 2,340 1,587 1,526 1,646 519-4100 Communication Services 1,760 6.93% 21,894 24,619 24,041 25,000 519-4300 Utilities 25,243 0.97% 384 441 179 - 519-4400 Rentals & Leases - 0.00% 7,455 7,734 7,592 244 519-4610 Maintenance Contracts 974 299.18% 734 861 702 520 519-4620 Vehicle Repair 520 0.00% 811 6,100 4,989 1,000 519-4630 Equipment Repair 1,000 0.00% 486 390 259 500 519-4640 Building Maintenance 500 0.00% - - - - 519-4645 Heating/Cooling Repairs 6,500 100.00% 231 66 443 400 519-4905 Safety Programs/Supply 400 0.00% 15,862 12,066 11,831 13,680 519-5200 Operating Supplies 11,650 -14.84% 3,432 12,968 326 - 519-5203 Fleet Maintenance Clearing Account 2,067 2,447 2,616 2,900 519-5204 Fuel & Oil 1,840 -36.55% 1,610 1,438 1,266 1,580 519-5210 Uniform Expense 1,760 11.39% - - 162 - 519-5233 Tools 873 100.00% 225 225 74 - 519-5400 Books, Dues & Publications - 0.00% - - 50 100 519-5500 Training 1,156 1056.00% $ 57,639 $ 70,941 $ 56,100 $ 54,140 Total Operating Expenditures $ 62,971 16.31% Capital Outlay: - - 1,200 2,225 519-6402 Equipment 6,702 201.21% Recovery/Recycler Unit, Recycler Diagnostic Equipment, Genisys 2011 w/HD Oil Pump, Reels and Meter Assembly 22-Ton Axle Jack $ - $ - $ 1,200 $ 2,225 Total Capital Outlay $ 6,702 201.21% $ 499,010 $ 509,765 $ 421,261 $ 436,116 TOTAL EXPENSES $ 460,068 5.49% $ (498,872) $ (509,464) $ (420,858) $ (435,816) NET REVENUE / (EXPENSE) $ (459,768) 5.50% 1220-Fleet 8/29/2012 12:20 PM 98 FLEET Share of City Budget $460,068, 1.4% 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 2008-09 2009-10 2010-11 2011-12 2011-12 2012-13 Minimize Unscheduled/Unanticipated Downtime and Repairs Workload Attributable to Scheduled Preventative Maintenance & Inspections n/a n/a 37% 41% 45% 39% Unscheduled/Unanticipated Repairs Performed In-House n/a n/a 61% 57% 52% 59% Unscheduled/Unanticipated Repairs Performed Contracted n/a n/a 2% 1% 3% 2% Support Department Productivity by Minimizing Downtime Hours of Downtime: Public Safety (police & fire) n/a n/a n/a not being tracked 6500 Hours of Downtime: Non-Public Safety n/a n/a n/a not being tracked 1600
Reduce the number of unscheduled/unanticipated repairs by 5%.
Implement tracking system in HTE to determine the amount of downtime experienced per major and minor repair incident.
Develop a training system for new diagnostic equipment for shop mechanics. FUTURE GOALS
Reduce repair costs while maintaining safe working order of all vehicles and equipment in the City's fleet. PRIOR YEAR ACCOMPLISHMENTS
Repaired damaged tailgate on vehicle 2415, Solid Waste Front Loader. These repairs will ensure that the truck remains in service longer.
Installed COTA transmission on the rear engine of vehicle 2429, Sewer Collection Sewer Cleaner which will ensure that the truck remains in service longer.
Prepared eleven (11) Police patrol cars for use to include, decals, radio, Coban top cameras and cages at a total savings of $22,000.
Repaired damaged C-Arm on vehicle 2539, Solid Waste Automated Side Loader at a total savings of $5,000.
Proactive measures are being taken based on the executive summary of the Munilytics Report recommending purchasing new tires versus the retreading of the old tires, this step while also cost effective, will also extend the life of the tires. PERFORMANCE EXCELLENCE Every Service – Every Employee – Every Day 99  001 GENERAL FUND - 1230 FACILITIES Actual Budget 2011-12 2012-13 % 2008-09 2009-10 2010-11 Adopted Adopted Change Revenues: - 14 122 50 341-9330 Special Events - Barricades, Orange Cones 50 0.00% 342 343 866 200 341-9600 Sign Shop Sales 200 0.00% $ 342 $ 357 $ 988 $ 250 TOTAL REVENUES $ 250 0.00% Personal Services: 11.00 11.00 8.00 8.00 Number of Funded Employees (FTE's) 8.00 329,152 382,788 259,016 258,515 519-1200 Regular Salaries 262,680 1.61% - - - 217 519-1201 Service Awards 424 95.39% - - - 7,798 519-1202 Incentive/Merit Pay 8,612 10.44% 4,310 2,020 2,444 5,000 519-1400 Salaries - Overtime 5,000 0.00% 650 - 914 1,000 519-1401 Salaries - Overtime Holiday Worked 1,000 0.00% 1,215 - - - 519-1503 Auto Allowance 19,700 29,648 15,482 15,205 519-2100 FICA Taxes 15,232 0.18% 4,607 7,012 3,621 3,557 519-2101 Medicare 3,562 0.14% 57,004 82,530 51,284 58,177 519-2200 Retirement Contributions 64,713 11.23% - 1,587 2,314 2,312 519-2204 Retirement Contributions - DC Plan 2,311 -0.04% 39,136 46,485 20,934 20,063 519-2300 Dental, Life & Health Insurance 23,821 18.73% 18,665 15,336 11,361 12,392 519-2400 Worker's Compensation 11,435 -7.72% $ 474,440 $ 567,407 $ 367,368 $ 384,236 Total Personal Services $ 398,790 3.79% Operating Expenditures: 16,325 - - 1,100 519-3400 Other Services 1,100 0.00% 160 - 330 - 519-4000 Travel and Per Diem - 0.00% 2,596 2,551 2,191 2,569 519-4100 Communication Services 4,510 75.55% 127,268 110,355 100,685 110,000 519-4300 Utilities 126,975 15.43% 1,400 - - - 519-4400 Rentals & Leases - 0.00% 1,371 779 29,476 36,229 519-4610 Maintenance Contracts 29,768 -17.83% 5,837 3,855 5,154 3,560 519-4620 Vehicle Repair 2,750 -22.75% 636 156 126 300 519-4630 Equipment Repair 300 0.00% 8,800 9,739 10,131 9,900 519-4640 Building Maintenance 11,100 12.12% - - - 26,100 519-4645 Heating/Cooling Repairs 6,000 -77.01% 241 - - - 519-4650 Grounds Maintenance - 0.00% 505 510 425 500 519-4670 Traffic Signal Repair 500 0.00% 171 35 161 525 519-4905 Safety Programs/Supply 525 0.00% 13,278 4,750 7,894 6,055 519-5200 Operating Supplies 6,055 0.00% 8,975 9,460 10,409 11,100 519-5204 Fuel & Oil 10,175 -8.33% 1,633 1,308 1,155 1,000 519-5210 Uniform Expense 1,080 8.00% - - 176 1,550 519-5233 Tools 1,550 0.00% 9,878 9,448 10,231 11,050 519-5301 Street Markings 11,050 0.00% - - 69 - 519-5400 Books, Dues & Publications - 0.00% - - 295 250 519-5500 Training - -100.00% (2,879) (27,335) (30,589) - 519-9905 Capitalized Costs Allocation - Labor - 0.00% (950) (10,360) (10,053) - 519-9906 Capitalized Costs Allocation - Benefits - 0.00% (513) (6,127) (6,475) - 519-9907 Capitalized Costs Allocation - Overhead - 0.00% $ 194,731 $ 109,122 $ 131,791 $ 221,788 Total Operating Expenditures $ 213,438 -3.76% Capital Outlay: - - - - 519-6310 Improvements Other Than Building 3,500 100.00% Roof for Bucket Truck - - 4,790 - 519-6402 Equipment 1,100 100.00% Table Saw $ - $ - $ 4,790 $ - Total Capital Outlay $ 4,600 100.00% Capital Improvements Program: 19,751 - 16,784 - Prior Years Capital Improvement Program - 0.00% $ 19,751 $ - $ 16,784 $ - Total Capital Improvements Program $ - 0.00% Debt Service 47,690 47,690 48,298 48,232 581-9121 Transfer to Debt Service Fund 69,957 45.04% 2013 Equip Rev Note -Bucket Truck- yr 1 of 10 2001 Bond -Municipal Facilities- year 12 of 30 $ 47,690 $ 47,690 $ 48,298 $ 48,232 Total Debt Service $ 69,957 45.04% $ 736,612 $ 724,218 $ 569,031 $ 654,256 TOTAL EXPENSES $ 686,785 4.97% $ (736,271) $ (723,861) $ (568,043) $ (654,006) NET REVENUE / (EXPENSE) $ (686,535) 4.97% 1230-Facilities 8/29/2012 12:22 PM 100 FACILITIES Share of City Budget $686,785, 2.0% 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 2008-09 2009-10 2010-11 2011-12 2011-12 2012-13 Provide Safe & Clean Facilities for Employees & the Public Manhours per Job Order n/a n/a n/a 5.3 6 6 Works Orders Satisfactorily Completed within 3 Business Days n/a n/a 84% 90% 90% 90%
Develop a tracking system in HTE to determine the amount of manhours being utilized on different types of work orders to gauge the efficiency of the division and ensure satisfactory completion of work orders within 3 business days.
Perform comprehensive facility assessment to develop maintenance program and extend the life of facilites.
Construct a roof cover for new bucket truck utilizing in-house labor. FUTURE GOALS
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
Completed light sensor project to increase efficiency of lighting system at City Hall and Annex
Continued sign replacement program.
Began renovation of the Heritage Park and Cultural Center.
Remodeled the Cemetary offices including tile and painting utilizing in-house labor.
Completely re-constructed the pier and installed new lighting at the new Brooks Bridge Park utilizing in-house labor. PERFORMANCE EXCELLENCE Every Service – Every Employee – Every Day 101  001 GENERAL FUND - 1240 STREETS Actual Budget 2011-12 2012-13 % 2008-09 2009-10 2010-11 Adopted Adopted Change Revenues: 571,241 577,963 613,050 635,000 312-4100 Local Option Fuel Tax 645,000 1.57% 1,200 5,340 1,800 - 325-1001 Sidewalk/Asphalt - 0.00% 1,710 2,222 1,966 1,966 325-1002 Girard Avenue 1,966 0.00% 4,095 14,688 3,432 3,433 325-1003 Stokes Avenue 3,433 0.00% - - 2,250 - 343-9100 Cut Paved Surface/Curb - 0.00% 44,672 57,092 62,272 76,093 344-9008 DOT Lighting Maintenance Contract 77,830 2.28% 1,999 742,241 1,029 - Grant Revenue - 0.00% $ 624,916 $ 1,399,547 $ 685,800 $ 716,492 TOTAL REVENUES $ 728,229 1.64% Personal Services: 6.50 6.50 5.50 5.50 Number of Funded Employees (FTE's) 5.50 178,285 137,040 136,022 144,636 541-1200 Regular Salaries 133,639 -7.60% - - - 109 541-1201 Service Awards - -100.00% - - - 5,361 541-1202 Incentive/Merit Pay 5,921 10.45% - - - - 541-1300 Part-Time Wages 12,230 100.00% 814 1,545 269 1,000 541-1400 Salaries - Overtime 1,000 0.00% 1,215 - - - 541-1503 Auto Allowance 10,533 7,964 8,020 8,378 541-2100 FICA Taxes 8,197 -2.16% 2,463 1,862 1,876 1,960 541-2101 Medicare 1,917 -2.19% 28,630 29,538 20,674 21,545 541-2200 Retirement Contributions 23,534 9.23% - - 2,332 2,405 541-2204 Retirement Contributions - DC Plan 2,895 20.37% 23,158 23,608 16,727 23,469 541-2300 Dental, Life & Health Insurance 28,495 21.42% 13,280 8,056 8,341 9,776 541-2400 Worker's Compensation 10,640 8.84% $ 258,379 $ 209,613 $ 194,261 $ 218,639 Total Personal Services $ 228,468 4.50% Operational Expenditures: 230 - 18 - 541-4000 Travel and Per Diem - 0.00% 1,003 708 283 324 541-4100 Communication Services 962 196.91% 230,466 246,612 239,199 247,500 541-4300 Utilities 254,967 3.02% 1,354 1,585 68 - 541-4400 Rentals & Leases 75 100.00% 300 360 - - 541-4610 Maintenance Contracts - 0.00% 2,975 701 3,822 5,950 541-4620 Vehicle Repair 3,800 -36.13% 16,513 5,692 2,873 6,965 541-4630 Equipment Repair 3,000 -56.93% 1,808 1,349 - - 541-4640 Building Maintenance - 0.00% - - - - 541-4650 Grounds Maintenance 20,000 100.00% 901 475 966 1,310 541-4905 Safety Programs/Supply 1,310 0.00% 4,845 4,352 4,945 3,500 541-5200 Operating Supplies 3,285 -6.14% 5,467 6,281 9,379 8,800 541-5204 Fuel & Oil 9,170 4.20% 1,021 811 1,230 1,125 541-5210 Uniform Expense 1,260 12.00% - - 141 1,000 541-5233 Tools 900 -10.00% 1,341 5,730 5,864 4,000 541-5300 Road Materials & Supplies 4,000 0.00% 3,820 4,099 1,187 5,000 541-5304 Street Materials/Concrete 5,000 0.00% - - 200 300 541-5500 Training 300 0.00% (31,657) (49,052) (59,815) - 541-9905 Capitalized Costs Allocation - Labor - 0.00% (11,511) (21,803) (19,388) - 541-9906 Capitalized Costs Allocation - Benefits - 0.00% (5,589) (11,348) (12,428) - 541-9907 Capitalized Costs Allocation - Overhead - 0.00% 223,285 196,552 178,545 285,774 Total Operating Expenditures 308,029 7.79% Capital Outlay: - 79,016 (5,082) - 541-6351 Roads - 0.00% 1,502 - 1,043 - 541-6402 Equipment 24,500 100.00% Roller (Vibratory) Traffic Monitoring Equipment & Software $ 1,502 $ 79,016 $ (4,039) $ - Total Capital Outlay $ 24,500 100.00% Capital Improvements Program: 63,453 134,873 123,497 125,000 5018 - Street Resurfacing 125,000 0.00% 541-6351 Refer to CIP for specific locations 7,619 4,205 - 20,000 5306 - Sidewalk Construction - -100.00% 2,499 743,546 82,418 - Prior Years Capital Improvement Program $ 73,571 $ 882,624 $ 205,915 $ 145,000 Total Capital Improvements Program $ 125,000 -13.79% $ 556,737 $ 1,367,805 $ 574,682 $ 649,413 TOTAL EXPENSES $ 685,997 5.63% $ 68,179 $ 31,742 $ 111,118 $ 67,079 NET REVENUE / (EXPENSE) $ 42,232 -37.04% 1240-Streets 8/29/2012 12:24 PM 102 STREETS Share of City Budget $685,997, 2.0% DESCRIPTION Streets maintains and resurfaces 100 miles of paved streets. There are also two miles of unpaved streets and 61 miles of sidewalk maintained in the City. MISSION Provide a safe and reliable transportation network. Actual YTD thru 6/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS 2008-09 2009-10 2010-11 2011-12 2011-12 2012-13 Provide A Dependable Transportation Network Streets With Pavement Condition Index of 'Fair' or Better n/a 88.1% 91.8% annual measure 95% 96.0% Streets With Sidewalks on At Least One Side n/a n/a 80.0% annual measure 82% 84.0% 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%
Develop a Sidewalk Deficiency Map in GIS to create a 5- and 10-year prioritized Sidewalk Construction Program. FUTURE GOALS
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
Installed sidewalk along the following streets: Harbeson Ave SE, Methodist Ave SE, Carson Dr. SE, Aloconese Ave SE, First St. SE, Lake Dr. NW, Williams St. NW, Butler Dr. NW, and Combs Manor Ct. NW.
Completed asphalt paving and curb installation for Neptune Court NW.
Completed asphalt paving for the following streets: Gilmore Court SE, Eagle St. NE, Robinwood Dr. SW, Leila Pla NW, Poulton Dr. NW, Cowrie Ave NW, Deal Ave NW, Chestnut Ave SE, Ferry Rd SE, Perry Ave SE, Third St. SE, and Vine Ave NE PERFORMANCE EXCELLENCE Every Service – Every Employee – Every Day 103  001 GENERAL FUND - 1500 NON-DEPARTMENTAL Actual Budget 2011-12 2012-13 % 2008-09 2009-10 2010-11 Adopted Adopted Change Personal Services: 135,371 818,367 44,256 50,000 519-1216 Final Leave Pay 50,000 0.00% 37,852 34,035 46,751 50,000 519-2500 Unemployment Compensation 25,000 -50.00% $ 173,224 $ 852,401 $ 91,007 $ 100,000 Total Personal Services $ 75,000 -25.00% Operating Expenditures: 6,412 3,201 2,879 10,200 519-4400 Rentals & Leases 9,800 -3.92% - - - - 519-4911 Holiday Gift Certificates 5,200 100.00% - - - 64,326 519-4995 Contingencies 157,500 144.85% 61,683 2,841 32,600 - Prior Years Operating Expenditures $ 61,683 $ 2,841 $ 32,600 $ 74,526 Total Operating Expenditures $ 172,500 131.46% $ 234,906 $ 855,243 $ 123,607 $ 174,526 TOTAL EXPENSES $ 247,500 41.81% - 1,167 20,936 - 581-9121 Transfer to Debt Service Fund 178,000 178,000 - 27,419 581-9175 Transfer to Golf Fund - -100.00% $ 178,000 $ 179,167 $ 20,936 $ 27,419 Total Other Financing Activity $ - -100.00% $ 178,000 $ 179,167 $ 20,936 $ 27,419 TOTAL TRANSFERS $ - 100.00% 224.24 215.95 196.60 197.60 Number of Funded Employees (FTE's) 183.26 -7.26% 446,175 372,786 355,822 324,877 City Council 410,744 26.43% 238,154 238,368 226,864 231,735 City Manager 231,013 -0.31% 1,378,205 1,350,090 1,050,009 1,063,814 Administrative Services 1,128,123 6.05% 269,327 234,951 184,502 190,499 City Clerk 198,529 4.22% 714,316 727,366 718,514 734,119 Finance 768,923 4.74% 5,323,764 5,107,867 5,381,535 5,371,469 Police 4,502,375 -16.18% 3,762,440 3,740,019 3,940,274 3,713,565 Fire 3,832,393 3.20% 3,535,910 3,316,110 2,955,498 2,957,920 Recreation Services 3,005,162 1.60% 2,957,962 3,508,842 2,500,395 2,609,078 Engineering Services 2,477,188 -5.06% 412,906 1,034,410 144,543 201,945 Non-Departmental 247,500 22.56% $ 19,015,139 $ 19,630,808 $ 17,457,956 $ 17,399,021 TOTAL FUND EXPENSES $ 16,801,950 -3.43% $ 314,438 $ (377,858) $ 1,401,209 $ - NET REVENUE / (EXPENSE) $ 0 0.00% 1500-NonDept_001 8/29/2012 12:25 PM 104  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 Budget. $250 …… 2012-13. % Change $ Change Interest & Other 1,800 (40.0%) (1,200) $200 Appropriations 14,700 43.1% 4,425 Thousands $150 16,500 24.3% 3,225 $100 $50 $0 Actual Actual Actual Budget Budget 2008-09 2009-10 2010-11 2011-12 2012-13 Intergov't Revenue License/Permit/Fee/Fine Interest & Other Appropriations • Intergovernmental revenue refers to grants, which are accounted for through a budget amendment when awarded to the City. • 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 Budget. $250 …… 2012-13. % Change $ Change Personal Services 3,000 0.0% 0 $200 Operations/Maintenance 13,500 31.4% 3,225 Thousands $150 16,500 24.3% 3,225 $100 $50 $0 Actual Actual Actual Budget Budget 2008-09 2009-10 2010-11 2011-12 2012-13 Personal Services Operations/ Maintenance Grant Expense • State expenditures are focused on crime prevention and other community policing activities permissible per State Statute. 105  102 LAW ENFORCEMENT TRUST FUND Actual Budget 2011-12 2012-13 % 2008-09 2009-10 2010-11 Adopted Adopted Change 10,591 204,127 28,892 - Grant Revenues - 0.00% $ 10,591 $ 204,127 $ 28,892 $ - Total Grants $ - 0.00% $ 10,591 $ 204,127 $ 28,892 $ - TOTAL INTERGOVERNMENTAL REVENUE $ - 0.00% 52,180 2,498 367 - 1800-356-1000 Fines & Forfeitures - 0.00% - 1,303 16,404 - 1800-358-2000 Assets Seized by Law Enforcement - 0.00% 173 595 1,060 - 1800-359-3000 Restitution - 0.00% $ 52,353 $ 4,396 $ 17,831 $ - Total Fines & Forfeitures $ - 0.00% $ 52,353 $ 4,396 $ 17,831 $ - TOTAL FINES & FORFEITURES $ - 0.00% 5,142 2,744 2,326 2,000 1800-361-1000 Interest Income 800 -60.00% - - (778) - 1800-361-3000 Unrealized Gain/(Loss) - 0.00% $ 5,142 $ 2,744 $ 1,547 $ 2,000 Total Interest Income $ 800 -60.00% 436 4 1,746 1,000 1800-364-1000 Sale of Surplus Assets 1,000 0.00% 1,301 6,769 629 - 1800-366-1000 Contributions/Donations - 0.00% - 44,931 - - 1800-369-9000 Miscellaenous Revenue - 0.00% $ 1,737 $ 51,704 $ 2,375 $ 1,000 Total Other Revenues $ 1,000 0.00% $ 6,880 $ 54,447 $ 3,922 $ 3,000 TOTAL INTEREST & OTHER REVENUES $ 1,800 -40.00% - - - 10,275 1600-389-9100 Appropriation from Fund Balance 14,700 43.07% $ - $ - $ - $ 10,275 Total Non-Operating Sources $ 14,700 43.07% $ - $ - $ - $ 10,275 TOTAL TRANSFERS IN $ 14,700 43.07% $ 69,824 $ 262,970 $ 50,644 $ 13,275 TOTAL FUND REVENUES $ 16,500 24.29% 102 - LETF 8/29/2012 12:43 PM 106  102 LAW ENFORCEMENT TRUST FUND Actual Budget 2011-12 2012-13 % 2008-09 2009-10 2010-11 Adopted Adopted Change 1800 - STATE FORFEITURE EXPENSES Grant Expenses: 12,023 208,854 25,389 - Grant Expenses - 0.00% $ 12,023 $ 208,854 $ 25,389 $ - Total Grant Expenses $ - 0.00% Personal Services: 1,935 2,243 1,711 521-1200 Regular Salaries 120 139 106 521-2100 FICA Taxes 28 33 25 521-2101 Medicare 294 444 441 521-2201 Retirement Contributions - Police Pension 73 68 40 521-2400 Worker's Compensation - - - 3,000 Wages/Benefits Transferred from General Fund 3,000 0.00% $ 2,450 $ 2,926 $ 2,323 $ 3,000 Total Personal Services $ 3,000 0.00% Operating Expenditures: - - - - 521-3100 Professional Services 5,000 100.00% 16,378 - 7,226 5,000 521-3101 Legal Services 5,000 0.00% 1,230 2,036 - - 521-4912 Forfeiture Filing Fees - 0.00% 2,013 605 395 500 521-4915 Legal Advertising 500 0.00% 1,530 773 305 2,750 521-5200 Operating Supplies 1,000 -63.64% 60 - - - 521-5230 ACH/Credit Card Fees - 0.00% - 1,385 - - 521-5231 Computer Hardware/Software - 0.00% 25 - - 25 521-5400 Books, Dues & Publications - -100.00% $ 21,235 $ 4,799 $ 7,926 $ 8,275 Total Operating Expenditures $ 11,500 38.97% Capital Outlay: - - 3,900 - 521-6403 Vehicles - 0.00% $ - $ - $ 3,900 $ - 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% $ 61,896 $ 231,031 $ 44,092 $ 11,275 STATE EXPENDITURES $ 14,500 28.60% 1820 - FEDERAL FORFEITURE EXPENSES Operating Expenditures: 238 73 7,004 2,000 1543-521-5210 Uniform Expense 2,000 0.00% 7,288 797 - - 521-5213 Ammunition Expense 2,099 2,020 1,193 - 521-5223 Donation/Alumni Spending $ 9,625 $ 2,891 $ 8,197 $ 2,000 Total Operating Expenditures $ 2,000 0.00% $ 9,625 $ 2,891 $ 8,197 $ 2,000 FEDERAL EXPENDITURES $ 2,000 0.00% $ 71,522 $ 233,922 $ 52,289 $ 13,275 TOTAL FUND EXPENSES $ 16,500 24.29% $ (1,698) $ 29,048 $ (1,644) $ - NET REVENUE / (EXPENSE) $ - 0.00% 102 - LETF 8/29/2012 12:43 PM 107  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 $40 Budget. $35 …… 2012-13. % Change $ Change $30 Fines 7,000 (30.0%) (3,000) $25 7,000 (30.0%) (3,000) Thousands $20 $15 $10 $5 $0 Actual Actual Actual Budget Budget 2008-09 2009-10 2010-11 2011-12 2012-13 License/Permit/Fee/Fine Interest & Other • Traffic fines have declined $5K or 44.4% over the past five years as the state retains a larger portion of the revenue for court and clerk operations. Expenditure Highlights $40 $35 Budget. …… 2012-13. % Change $ Change $30 Operations/Maintenance 3,975 (60.3%) (6,025) $25 Contingencies/Reserves 3,025 100.0% 3,025 Thousands $20 7,000 (3.4%) (3,000) $15 $10 $5 $0 Actual Actual Actual Budget Budget 2008-09 2009-10 2010-11 2011-12 2012-13 Personal Services Operations/ Maintenance Contingencies/ Reserves • All police officer training is accounted for in this fund. 108  103 LAW ENFORCEMENT TRAINING FUND Actual Budget 2011-12 2012-13 % 2008-09 2009-10 2010-11 Adopted Adopted Change 12,595 10,311 7,900 10,000 1830-351-5020 Traffic Fines - Training 7,000 -30.00% $ 12,595 $ 10,311 $ 7,900 $ 10,000 Total Fines & Forfeitures $ 7,000 -30.00% $ 12,595 $ 10,311 $ 7,900 $ 10,000 TOTAL FINES & FORFEITURES $ 7,000 -30.00% 565 122 69 - 1830-361-1000 Interest Income - 0.00% - - (25) - 1830-361-3000 Unrealized Gain/(Loss) - 0.00% $ 565 $ 122 $ 45 $ - Total Interest Income $ - 0.00% $ 565 $ 122 $ 45 $ - TOTAL INTEREST & OTHER REVENUES $ - 0.00% $ 13,159 $ 10,433 $ 7,945 $ 10,000 TOTAL FUND REVENUES $ 7,000 -30.00% Personal Services: 1.38 0.92 - - Number of Employees (FTE's) - 23,332 18,035 - - 521-1200 Regular Salaries - 0.00% 1,447 1,118 - - 521-2100 FICA Taxes - 0.00% 338 261 - - 521-2101 Medicare - 0.00% 70 17 - - 521-2300 Dental, Life & Health Insurance - 0.00% 666 467 - - 521-2400 Worker's Compensation - 0.00% $ 25,852 $ 19,898 $ - $ - Total Personal Services $ - 0.00% Operating Expenditures: - - 2,774 - 521-3100 Professional Services - 0.00% 7,554 2,877 2,363 9,000 521-4000 Travel and Per Diem 3,375 -62.50% - 1,515 2,145 1,000 521-5500 Training 600 -40.00% $ 7,554 $ 4,392 $ 7,282 $ 10,000 Total Operating Expenditures $ 3,975 -60.25% Other Financing Activity: - - - - 581-9900 Reserved - Undesignated Fund Balance 3,025 100.00% $ - $ - $ - $ - Total Other Financing Activity $ 3,025 100.00% $ 33,406 $ 24,289 $ 7,282 $ 10,000 TOTAL FUND EXPENSES $ 7,000 -30.00% $ (20,247) $ (13,857) $ 663 $ - NET REVENUE / (EXPENSE) $ - 0.00% 103 - LETF 8/29/2012 12:52 PM 109  Florida Building Code Fund The Florida Building Code Fund encompasses 0.08% 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 $300 Budget. $250 …… 2012-13. % Change $ Change Permits/Fees 254,740 100.0% 254,740 $200 Interfund Transfers 8,704 100.0% 8,704 Thousands $150 263,444 100.0% 263,444 $100 $50 $0 Actual Actual Actual Budget Budget 2008-09 2009-10 2010-11 2011-12 2012-13 License/Permit/Fee/Fine Interfund Transfers • Building permit and inspection revenues were previously accounted for in the General Fund. • The interfund transfer accounts for the Planning/Permit/Grant Tech’s time that is devoted to planning activities in the General Fund and reporting activities in the CDBG Fund. Expenditure Highlights $300 Budget. $250 …… 2012-13. % Change $ Change Personal Services 227,936 100.0% 227,936 $200 Operations/Maintenance 19,980 100.0% 19,980 Thousands $150 Interfund Transfers 15,528 100.0% 15,528 $100 263,444 100.0% 263,444 $50 $0 Actual Actual Actual Budget Budget 2008-09 2009-10 2010-11 2011-12 2012-13 Personal Services Operations/ Maintenance Interfund Transfers • There are 3.2 full-time equivalent positions dedicated to building permitting and inspection activities. • The interfund transfer accounts for reimbursement to the General Fund for cost allocation related expenses. 110  106 FBC FUND - 1215 BUILDING INSPECTIONS & PERMITTING Actual Budget 2011-12 2012-13 % 2008-09 2009-10 2010-11 Adopted Adopted Change Revenues: - - - - 322-1000 Building Permits 125,000 100.00% - - - - 322-1001 Re-Inspection Fee 6,000 100.00% - - - - 322-1002 Working Without A Permit Fee 6,500 100.00% - - - - 322-1010 Notice of Commencement 2,000 100.00% - - - - 322-1020 Certificate of Occupancy/Completion/Use 5,500 100.00% - - - - 322-1030 Processing Fee 33,000 100.00% - - - - 322-2000 Electrical Permits 15,000 100.00% - - - - 322-3000 Plumbing Permits 9,000 100.00% - - - - 322-4000 Gas Permits 4,000 100.00% - - - - 322-5000 Mechanical Permits 10,000 100.00% - - - - 322-9090 Surcharge F.S. 468.631 & 553.721 800 100.00% $ - $ - $ - $ - Total Licenses & Permits $ 216,800 100.00% - - - - 329-1000 Building Plan Review 35,000 100.00% - - - - 329-3000 Sign/Banner Permit 2,940 100.00% $ - $ - $ - $ - Total Other Licenses & Permits $ 37,940 100.00% $ - $ - $ - $ - TOTAL LICENSES & PERMITS $ 254,740 100.00% - - - - 381-0100 Transfer from General Fund 4,352 100.00% - - - - 381-2500 Transfer from CDBG Fund 4,352 100.00% $ - $ - $ - $ - Total Interfund Transfers $ 8,704 100.00% $ - $ - $ - $ - TOTAL TRANSFERS IN $ 8,704 100.00% $ - $ - $ - $ - TOTAL REVENUES $ 263,444 100.00% 106 - FBC 8/29/2012 1:02 PM 111  106 FBC FUND - 1215 BUILDING INSPECTIONS & PERMITTING Actual Budget 2011-12 2012-13 % 2008-09 2009-10 2010-11 Adopted Adopted Change Personal Services: - - - - Number of Funded Employees (FTE's) 3.70 - - - - 524-1200 Regular Salaries 151,109 100.00% - - - - 524-1201 Service Awards 106 100.00% - - - - 524-1202 Incentive/Merit Pay 3,983 100.00% - - - - 524-1300 Part-Time Wages 16,139 100.00% - - - - 524-2100 FICA Taxes 9,821 100.00% - - - - 524-2101 Medicare 2,297 100.00% - - - - 524-2200 Retirement Contributions 9,566 100.00% - - - - 524-2204 Retirement Contributions - DC Plan 8,446 100.00% - - - - 524-2300 Dental, Life & Health Insurance 23,856 100.00% - - - - 524-2400 Worker's Compensation 2,613 100.00% $ - $ - $ - $ - Total Personal Services $ 227,936 100.00% Operating Expenditures: - - - - 524-3100 Professional Services 8,705 100.00% - - - - 524-4000 Travel and Per Diem 2,570 100.00% - - - - 524-4100 Communication Services 1,850 100.00% - - - - 524-4620 Vehicle Repair 200 100.00% - - - - 524-4700 Printing & Binding 150 100.00% - - - - 524-4911 Holiday Gift Certificates 100 100.00% - - - - 524-5200 Operating Supplies 50 100.00% - - - - 524-5204 Fuel & Oil 1,840 100.00% - - - - 524-5210 Uniform Expense 300 100.00% - - - - 524-5400 Books, Dues & Publications 2,315 100.00% - - - - 524-5500 Training 1,900 100.00% $ - $ - $ - $ - Total Operating Expenditures $ 19,980 100.00% $ - $ - $ - $ - Total Capital Outlay $ - 0.00% Other Financing Activity: - - - - 581-9101 Transfer to General Fund 15,528 100.00% Per Cost Allocation Plan $ - $ - $ - $ - Total Other Financing Activity $ 15,528 100.00% $ - $ - $ - $ - TOTAL EXPENSES $ 263,444 100.00% $ - $ - $ - $ - NET REVENUE / (EXPENSE) $ - 100.00% 106 - FBC 8/29/2012 1:02 PM 112 FLORIDA BUILDING CODE FUND (FBC) Share of City Budget $263,444, 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 2008-09 2009-10 2010-11 2011-12 2011-12 2012-13 Provide Timely & Efficient Building Permits % of Residential Permits Issued within 3 Business Days of Application n/a n/a n/a 90% 90% 95% % of Commercial Permits Issued within 5 Business Days of Application n/a n/a n/a 94% 90% 90% Provide Timely & Efficient Building Inspections % of Residential Inspections Completed within 3 Business Days of Request n/a n/a n/a 100% 90% 95% % of Commercial Inspections Completed within 3 Business Days of Request n/a n/a n/a 100% 90% 95%
Enhance contractor and developer education through no less than two training seminars provided by the Building Division.
Implement and achieve a higher level of customer service.
Work to utilize permitting and plan review software to its full potential. FUTURE GOALS
Achieve a fully electronic submittal and review process for building permits and inspections.
Obtain a Master Code Professional and all other required certifications for Building Inspectors. PRIOR YEAR ACCOMPLISHMENTS
Streamlined the building inspections process to achieve a completion time of less than 3 days for all inspections.
Streamlined the floodplain plan reviewprocess for comliance with CRS requirements.
Cross-trained newly hired CDBG/Planning Tech as back up for permit entry and processing.
Acquired commercial building license by the building inspector. PERFORMANCE EXCELLENCE Every Service – Every Employee – Every Day 113 114  Community Development Block Grant Fund The Community Development Block Grant (CDBG) Fund encompasses 0.4% 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 $300 Budget. …… 2012-13. % Change $ Change $250 Intergov’t Revenue 124,541 (1.6%) (2,034) $200 124,541 (1.6%) (2,034) Thousands $150 $100 $50 $0 Actual Actual Actual Budget Budget 2008-09 2009-10 2010-11 2011-12 2012-13 Intergov't Revenue Interest & Other • Revenues from the Federal entitlement are largely population-based, and the City’s population is not increasing since the community is built-out. • Other prior year revenue includes donations from the Okaloosa County Development Corporation for the World Changers housing re-roofing and painting program. Expenditure Highlights $300 Budget. $250 …… 2012-13. % Change $ Change Admin Expense 24,908 (1.6%) (407) $200 Thousands Program Expense 99,633 (1.6%) (1,627) $150 124,541 (3.4%) (2,034) $100 $50 $0 Actual Actual Actual Budget Budget 2008-09 2009-10 2010-11 2011-12 2012-13 Admin Expense Program Expense • The CDBG program allows up to 20% of the federal grant to be used for administrative expense associated with carrying out the Annual Action Plan objectives. These funds are transferred to the General Fund to offset staff time related to CDBG. • Program expense has been allocated as follows: $25K to a small business incentive program, $30K to World Changers, $19K to Chester Pruitt recreation center youth programs, $7K to a computer lab, and $19K to Habitat for Humanity. 115  107 COMMUNITY DEVELOPMENT BLOCK GRANT FUND Actual Budget 2011-12 2012-13 % 2008-09 2009-10 2010-11 Adopted Adopted Change 259,875 151,247 153,012 126,575 1900-331-5027 Annual Entitlement Grant 124,541 -1.61% $ 259,875 $ 151,247 $ 153,012 $ 126,575 Total Federal Grants $ 124,541 -1.61% 15,000 10,000 - - 1900-337-5050 OCDC - World Changers - 0.00% $ 15,000 $ 10,000 $ - $ - Total Other Grants $ - 0.00% $ 274,875 $ 161,247 $ 153,012 $ 126,575 TOTAL INTERGOVERNMENTAL REVENUE $ 124,541 -1.61% 3 27 - - Discounts - 0.00% $ 3 $ 27 $ - $ - Total Other Revenues $ - 0.00% $ 3 $ 27 $ - $ - TOTAL INTEREST & OTHER REVENUES $ - 0.00% $ 274,878 $ 161,274 $ 153,012 $ 126,575 TOTAL FUND REVENUES $ 124,541 -1.61% Personal Services: 0.48 0.48 0.48 0.48 Number of Employees (FTE's) 0.48 $ - $ - $ - $ - Total Personal Services $ - 0.00% Operating Expenditures: - 63 64 - 1900-554-4200 Postage 10 100.00% - 1,189 1,604 2,000 1900-554-4915 Legal Advertising 2,000 0.00% Grants and Aids 181,605 - - - 1900-554-8102 Okaloosa Community Dev Corp - Housing Rehab - 0.00% 27,753 - - - 1900-554-8103 Okaloosa Community Dev Corp - Admin - 0.00% - - - - Economic Development 24,892 100.00% 1920-554-8200 Small Business Program 41,257 59,820 12,270 30,000 Housing Rehabilitation 30,000 0.00% 1930-554-4650 World Changers 15,516 37,923 89,925 42,965 Public Services 25,931 -39.65% 1940-554-1300 Chester Pruitt - Part-Time Wages 1940-554-2100 Chester Pruitt - FICA Taxes 1940-554-2101 Chester Pruitt - Medicare 1940-554-2400 Chester Pruitt - Worker's Compensation 1940-554-5251 Chester Pruitt - Program Expense 1940-554-8200 Greater Peace Computer Lab $ 266,132 $ 98,996 $ 103,862 $ 74,965 Total Operating Expenditures $ 82,833 10.50% - 34,952 23,778 28,295 Public Facilities - -100.00% - - - - Land Acquisition 18,810 100.00% 1970-554-8200 Habitat for Humanity Project - 34,952 23,778 28,295 Total Capital Improvements 18,810 -33.52% Other Financing Activity: - 32,461 29,295 23,315 1600-581-9101 Transfer to General Fund 16,998 -27.09% Per Cost Allocation Plan - - - - 1600-581-9102 Transfer to General Fund 1,548 100.00% Wage Allocation (Prj Mgr World Changers) - - - - 1600-581-9106 Transfer to FBC Fund 4,352 100.00% Wage Allocation (25% PlanningPermitGrant Tech) $ - $ 32,461 $ 29,295 $ 23,315 Total Other Financing Activity $ 22,898 -1.79% $ 266,132 $ 166,408 $ 156,935 $ 126,575 TOTAL FUND EXPENSES $ 124,541 -1.61% $ 8,746 $ (5,134) $ (3,923) $ - NET REVENUE / (EXPENSE) $ - 0.00% 107 - CDBG 8/29/2012 1:13 PM 116 COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) Share of City Budget $124,541, 0.4% DESCRIPTION The Community Development Block Grant provides Federal funding for residential rehabilitation and youth enrichment programs for low and moderate income residents. 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 2008-09 2009-10 2010-11 2011-12 2011-12 2012-13 Ensure Decent Housing to Target Population Homes/Structures Improved through World/City Changers 24 19 10 14 20 20 Applications Granted - Housing Assistance n/a 0% n/a n/a 90% 75% Provide Enrichment Programs to Target Population Summer Youth Program Participants 40 42 44 9 50 50 After School Program Participants 880 1177 1160 1097 1200 1200 Applications Granted - Summer Youth Program n/a n/a n/a 100% 90% 90% Applications Granted - After School Program n/a n/a n/a 100% 90% 90% Disburse Grant Funds in Timely Fashion Grant Funds Spent in Same Year Awarded 96% 75% 28% annual measure 100% 100%
Assist one low- to moderate- income family with decent and affordable housing by acquiring the property at 36 Carson Dr NE, which will be developed by Habitat for Humanity.
Increase summer youth program participants to 50 and increase after school participants to 1,200.
Fund a computer lab to assist in job training for low- to moderate- income individuals.
Provide small business incentive loans to qualifying businesses who create or retain one FTE position, filled by a low- to moderate- income individual, per loan granted.
Assist 20 low- to moderate-income households with new roofing and/or exterior painting improvements through the World Changers program. FUTURE GOALS
Complete at least one economic development project each year.
Spend all grant funds in same year awarded.
Use all income generated by the small business loan program to build loan fund for future applications. PRIOR YEAR ACCOMPLISHMENTS
Utilized CDBG funding and in-house labor to install a new sidewalk along Combs Manor Ct NW. PERFORMANCE EXCELLENCE Every Service – Every Employee – Every Day 117  Community Redevelopment Agency Fund The Community Redevelopment Agency (CRA) Fund encompasses 4.0% 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 $2.5 Budget. 2012-13. …… % Change $ Change $2.0 Ad Valorem Taxes 760,094 (5.4%) (43,724) Intergov’t Revenue 551,007 (5.4%) (31,697) $1.5 Interest & Other 15,000 (50.0%) (15,000) Millions 1,326,101 (6.4%) (90,421) $1.0 $0.5 $0.0 Actual Actual Actual Budget Budget 2008-09 2009-10 2010-11 2011-12 2012-13 Ad Valorem Taxes Intergov't Revenue Interest & Other • The budget is predicated on maintaining a City millage (property tax) rate of 4.5383 and County millage rate of 3.2899. One mill equals $1 per $1000 of taxable property value. Due to declining property values, ad valorem taxes are projected to decrease. • County ad valorem tax proceeds are accounted for under intergovernmental revenues. Expenditure Highlights $2.5 Budget. $2.0 2012-13. …… % Change $ Change Personal Services 498,722 3.3% (15,872) $1.5 Operations/Maintenance 610,536 10.2% 56,493 Millions Capital Outlay 0 (100.0%) (110,100) $1.0 Capital Improvements 85,000 (55.8%) (107,500) Interfund Transfers 131,843 71.2% 54,814 $0.5 1,326,101 (6.4%) (90,421) $0.0 Actual Actual Actual Budget Budget 2008-09 2009-10 2010-11 2011-12 2012-13 Personal Services Operations/ Maintenance Capital Outlay Capital Improvements Interfund Transfers • Operating expenses are increasing as a result of including all expenses related to CRA police officers, as well as new initiatives for development assistance and other incentives. • Capital outlay is down compared to last year’s purchase of three patrol cars and related equipment. • Capital improvements are reduced due to the reallocation of funds from capital to operating for the aforementioned reasons. 118  109 COMMUNITY REDEVELOPMENT AGENCY FUND Actual Budget 2011-12 2012-13 % 2008-09 2009-10 2010-11 Adopted Adopted Change 754,091 730,345 693,075 638,388 2000-311-1000 Ad Valorem Taxes - City Original TIF 608,797 -4.64% 244,693 221,914 202,975 165,430 2000-311-1100 Ad Valorem Taxes - City Expanded TIF 151,297 -8.54% $ 998,784 $ 952,259 $ 896,050 $ 803,818 Total Ad Valorem Taxes $ 760,094 -5.44% $ 998,784 $ 952,259 $ 896,050 $ 803,818 TOTAL TAXES $ 760,094 -5.44% 300 250 - - 2000-329-2000 Site Plan Review - 0.00% $ 300 $ 250 $ - $ - Other Licenses & Permits $ - 0.00% $ 300 $ 250 $ - $ - TOTAL LICENSES & PERMITS $ - 0.00% 592,608 572,277 504,419 462,780 2000-338-2000 Ad Valorem Taxes - County Original TIF 441,329 -4.64% 192,294 173,885 147,140 119,924 2000-338-2100 Ad Valorem Taxes - County Expanded TIF 109,678 -8.54% $ 784,902 $ 746,162 $ 651,559 $ 582,704 Total Local Shared Revenues $ 551,007 -5.44% - 103,449 - - Prior Years Grants - 0.00% $ - $ 103,449 $ - $ - Total Grants $ - 0.00% $ 784,902 $ 849,611 $ 651,559 $ 582,704 TOTAL INTERGOVERNMENTAL REVENUE $ 551,007 -5.44% 75,983 44,301 37,559 30,000 1500-361-1000 Interest Income 15,000 -50.00% - - (12,541) - 1500-361-1000 Interest Income - 0.00% $ 75,983 $ 44,301 $ 25,019 $ 30,000 Total Interest Income $ 15,000 -50.00% 1,150 3 - - 1500-369-9000 Miscellaneous Revenue - 0.00% 4 35 11 - 1500-369-9091 Discounts - 0.00% $ 1,154 $ 38 $ 11 $ - Total Other Revenues $ - 0.00% $ 77,137 $ 44,339 $ 25,029 $ 30,000 TOTAL INTEREST & OTHER REVENUES $ 15,000 -50.00% $ 1,861,122 $ 1,846,458 $ 1,572,638 $ 1,416,522 TOTAL FUND REVENUES $ 1,326,101 -6.38% 109-Revenues 8/29/2012 1:29 PM 119  109 CRA FUND - 0800 POLICE Actual Budget 2011-12 2012-13 % 2008-09 2009-10 2010-11 Adopted Adopted Change Personal Services: - 2.00 2.00 5.00 Number of Employees (FTE's) 5.00 - 75,859 76,056 210,737 521-1200 Regular Salaries 214,765 1.91% - - - - 521-1201 Service Awards 106 100.00% - - - - 521-1202 Incentive/Merit Pay 5,383 100.00% - 390 810 1,250 521-1400 Salaries - Overtime 5,000 300.00% - 3,390 3,244 8,750 521-1401 Salaries - Overtime Holiday Worked 8,750 0.00% - 6,644 7,954 13,721 521-1501 Incentive Pay 12,036 -12.28% - 5,227 5,280 13,652 521-2100 FICA Taxes 13,758 0.78% - 1,222 1,235 3,194 521-2101 Medicare 3,217 0.72% - 18,138 23,589 71,391 521-2201 Retirement Contributions - Police Officers 90,497 26.76% - 4,905 10,054 41,194 521-2300 Dental, Life & Health Insurance 36,374 -11.70% - 2,183 2,256 6,304 521-2400 Worker's Compensation 7,538 19.57% $ - $ 117,958 $ 130,477 $ 370,193 Total Personal Services $ 397,424 7.36% Operating Expenses: - - - - 521-3100 Professional Services 257 100.00% - 1,728 1,033 3,291 521-4100 Communication Services 3,555 8.02% - 216 432 455 521-4610 Maintenance Contracts 2,207 385.05% - 1,600 1,317 2,000 521-4620 Vehicle Repair 2,000 0.00% - - - - 521-4700 Printing & Binding 175 100.00% - - - - 521-4911 Holiday Gift Certificates 125 100.00% - - - - 521-5100 Office Supplies 250 100.00% - - - 992 521-5200 Operating Supplies 1,000 0.81% - 4,242 4,622 10,000 521-5204 Fuel & Oil 6,510 -34.90% - - - 2,870 521-5210 Uniform Expense 500 -82.58% - - - - 521-5213 Ammunition Expense 835 100.00% $ - $ 7,787 $ 7,404 $ 19,608 Total Operating Expenditures $ 17,414 -11.19% Capital Outlay: - - - 75,000 521-6403 Passenger Vehicles - -100.00% - - 9,370 16,500 521-6406 Specialized Equipment - -100.00% - - - 3,600 521-6420 Computer Hardware/Software - -100.00% $ - $ - $ 9,370 $ 95,100 Total Capital Outlay $ - -100.00% Other Financing Activity: - - - - 581-1010 Transfer to General Fund 45,526 100.00% GF Wage Allocation (50% Sergeant) $ - $ - $ - $ - Total Other Financing Activity $ 45,526 100.00% $ - $ 125,744 $ 147,252 $ 484,901 TOTAL EXPENSES $ 460,364 -5.06% 109-0800-Police 8/29/2012 1:29 PM 120  109 CRA FUND - 2000 CRA Actual Budget 2011-12 2012-13 % 2008-09 2009-10 2010-11 Adopted Adopted Change Personal Services: 1.00 3.00 3.00 3.00 Number of Employees (FTE's) 3.00 64,794 31,449 44,394 73,374 552-1200 Regular Salaries 73,130 -0.33% - - - 2,924 552-1202 Incentive/Merit Pay 3,230 10.47% - 1,195 869 - 552-1216 Final Leave Pay - 0.00% 3,940 1,984 2,924 4,361 552-2100 FICA Taxes 4,152 -4.79% 922 464 684 1,020 552-2101 Medicare 971 -4.80% 10,686 4,623 8,312 - 552-2200 Retirement Contributions - 0.00% - (12) 338 4,190 552-2204 Retirement Contributions - DC Plan 4,683 11.77% 69 933 4,796 25,980 552-2300 Dental, Life & Health Insurance 13,804 -46.87% 187 383 1,540 808 552-2400 Worker's Compensation 1,328 64.36% $ 80,598 $ 41,020 $ 63,859 $ 112,657 Total Personal Services $ 101,298 -10.08% Operating Expenses: - - 15,000 7,500 552-3100 Professional Services 50,000 566.67% - 6,831 6,710 12,000 552-3101 Legal Services 12,000 0.00% 46,500 3,600 41,218 - 552-3400 Other Services 1,526 3,044 3,522 900 552-4000 Travel and Per Diem 2,700 200.00% 736 609 553 589 552-4100 Communication Services 635 7.81% 2,323 5 29 25 552-4200 Postage 25 0.00% 116,607 137,152 122,856 137,000 552-4300 Utilities 129,000 -5.84% - 915 1,448 - 552-4400 Rentals & Leases - 0.00% 1,534 185 - 690 552-4610 Maintenance Contracts - -100.00% - - 15 - 552-4620 Vehicle Repair 500 100.00% - - 15 500 552-4630 Equipment Repair 250 -50.00% - 408 - - 552-4640 Building Maintenance - 0.00% 90,002 64,799 74,053 82,500 552-4650 Grounds Maintenance 94,636 14.71% 171 - - 1,000 552-4700 Printing & Binding 1,000 0.00% 1,350 2,984 21,399 40,000 552-4800 Promotional Activities 44,000 10.00% - - - 80 552-4905 Safety Programs/Supply 80 0.00% - - - - 552-4911 Holiday Gift Certificates 75 100.00% 27 - 1,147 750 552-4912 Easement Recording Fees 750 0.00% 319 - - 7,000 552-4915 Legal Advertising 4,000 -42.86% 695 753 245 1,500 552-5100 Office Supplies 250 -83.33% 2,371 4,406 779 1,460 552-5200 Operating Supplies 1,760 20.55% - 54 216 1,200 552-5204 Fuel & Oil 3,155 162.92% - - - 250 552-5210 Uniform Expense 270 8.00% 780 - - - 552-5230 ACH/Credit Card Fees - 0.00% - - 715 - 552-5231 Computer Hardware/Software - 0.00% - - - 250 552-5233 Tools 250 0.00% 1,348 573 1,080 705 552-5400 Dues & Publications 2,805 297.87% - - 835 600 552-5500 Training 1,200 100.00% 88,848 19,575 17,000 237,936 552-8200 Grants and Aids 243,781 2.46% Chamber of Commerce Development Assistance Program Streetscape Grant Program Façade Grant Program Nuisance Abatement Program $ 355,137 $ 245,894 $ 308,834 $ 534,435 Total Operating Expenditures $ 593,122 10.98% Capital Outlay: 1,198 2,629 - 15,000 552-6310 Improvements Other Than Buildings - -100.00% 220 13,207 772 - 552-6355 Landscaping/Irrigation 3,800 19,465 - - 552-6402 Equipment - 0.00% $ 5,219 $ 35,301 $ 772 $ 15,000 Total Capital Outlay $ - -100.00% 109-2000-CRA 8/29/2012 1:30 PM 121  109 CRA FUND - 2000 CRA Actual Budget 2011-12 2012-13 % 2008-09 2009-10 2010-11 Adopted Adopted Change Capital Improvements Program: 542 132,849 106,782 150,000 5018 - Pavement Improvement 85,000 -43.33% 541-6351 Hollywood Blvd from Eglin Pkwy to Chicago Ave - 25,237 134,669 42,500 5306 - Sidewalk Construction - -100.00% 1,573,535 842,831 50,421 Prior Years Capital Improvement Program $ 1,574,077 $ 1,000,918 $ 291,873 $ 192,500 Total TotalCapital CapitalImprovements ImprovementsProgram Program $ 85,000 -55.84% Other Financing Activity: - - - 6,000 552-1010 Transfer to General Fund - -100.00% 287,865 73,656 78,076 71,029 581-9101 Transfer to General Fund 86,317 21.52% Per Cost Allocation Plan $ 287,865 $ 73,656 $ 78,076 $ 77,029 Total Other Financing Activity $ 86,317 12.06% $ 2,302,897 $ 1,396,789 $ 743,414 $ 931,621 TOTAL EXPENSES $ 865,737 -7.07% 109-2000-CRA 8/29/2012 1:30 PM 122 COMMUNITY REDEVELOPMENT AREA (CRA) Share of City Budget $1,326,101 , 3.8% DESCRIPTION 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 2008-09 2009-10 2010-11 2011-12 2011-12 2012-13 Attract & Retain Businesses in the Target Area New Businesses in the CRA n/a n/a n/a 24 3 10 Square Footage of Business Expansions in the CRA n/a n/a n/a 0 5000 5000 Decrease in Number of Vacant Commercial Properties n/a n/a n/a 14% 10% 10% Businesses Approved for Economic Incentive Grants n/a n/a n/a 1 3 15 Value of Economic Incentive Grants Provided to New or Expanding Businesses n/a n/a n/a n/a n/a $80,000 Attract & Retain Residents in the Target Area New Housing Units in the CRA n/a n/a n/a 3 10 10 Decrease in Number of Vacant Residential Properties n/a n/a n/a 6% 10% 10% Maintain a Balanced Approach to Funding Allocation Residential Area Improvements 21% 29% 22% annual measure 6% 25% Commercial Area Improvements 47% 36% 11% annual measure 7% 25% Crime Prevention 7% 8% 17% annual measure 34% 25% Maintenance & General Operations 25% 27% 51% annual measure 53% 25% Complete CRA Plan Projects Within Three Years From Appropriation Reserve Level as % of Ad Valorem Proceeds 205% 189% 272% annual measure 195% 100%
Adopt the 2012 Update to the CRA Plan by September 2012.
Promote economic incentive grant programs in order to encourage new businesses and expansion of business.
Create a targeted infill development list for the CRA District.
Remediate the Brownfield site at 25 Miracle Strip Parkway SW and return the property to the development market.
Fully develop the Commercial Revolving Loan Fund Program and Land Value Investment Program. FUTURE GOALS
Develop a long term (5- year and 10- year) capital improvements project list for the CRA District.
Develop marketing strategies and incentive programs to attract businesses to the CRA District.
Invest in the CRA through public-private partnerships and public infrastructure improvements. PRIOR YEAR ACCOMPLISHMENTS
Created and implemented 4 economic incentive grant programs for use by new and expanding businesses.
Created Land Value Investment Program to help facilitate the removal of blight in the community. PERFORMANCE EXCELLENCE Every Service – Every Employee – Every Day 123  Debt Service Fund The Debt Service Fund encompasses 1.4% 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 $500 Budget. …… 2012-13. % Change $ Change $400 Interfund Transfers 476,277 4.5% 20,633 476,277 4.5% 20,633 Thousands $300 $200 $100 $0 Actual Actual Actual Budget Budget 2008-09 2009-10 2010-11 2011-12 2012-13 Interfund Transfers • Transfers from the General Fund cover annual debt payments as required per Generally Accepted Accounting Principles for governmental funds. Expenditure Highlights $500 Budget. $400 …… 2012-13. % Change $ Change Debt Service 476,277 4.5% 20,633 476,277 4.5% 20,633 Thousands $300 $200 $100 $0 Actual Actual Actual Budget Budget 2008-09 2009-10 2010-11 2011-12 2012-13 Debt Service • Lease/Purchases: Fire Ladder Truck (year 2 of 10). • Bond Issues: 2001 Municipal Facilities (year 12 of 30). 124  201 DEBT SERVICE FUND Actual Budget 2011-12 2012-13 % 2008-09 2009-10 2010-11 Adopted Adopted Change 415,723 416,889 455,903 455,644 1600-381-0100 Transfer from General Fund 476,277 4.53% $ 415,723 $ 416,889 $ 455,903 $ 455,644 Total Interfund Transfers $ 476,277 4.53% $ 415,723 $ 416,889 $ 455,903 $ 455,644 TOTAL TRANSFERS IN $ 476,277 4.53% $ 415,723 $ 416,889 $ 455,903 $ 455,644 TOTAL FUND REVENUES $ 476,277 4.53% Debt Service: 168,949 175,629 198,699 211,684 2100-517-7100 Principal Payments 233,400 10.26% 2011 Cap Imp Rev Note -Ladder Truck- yr 2 of 10 2013 Equip Rev Note -Bucket Truck- yr 1 of 10 2001 Bond -Municipal Facilities- year 12 of 30 246,397 239,716 235,890 243,582 2100-517-7200 Interest Expense 242,500 -0.44% 2011 Cap Imp Rev Note -Ladder Truck- yr 2 of 10 2013 Equip Rev Note -Bucket Truck- yr 1 of 10 2001 Bond -Municipal Facilities- year 12 of 30 377 377 377 378 2100-517-7300 Paying Agent Fees 377 -0.26% $ 415,723 $ 415,723 $ 434,967 $ 455,644 Total Debt Service $ 476,277 4.53% $ 415,723 $ 415,723 $ 434,967 $ 455,644 TOTAL FUND EXPENSES $ 476,277 4.53% $ - $ 1,167 $ 20,936 $ - NET REVENUE / (EXPENSE) $ - 0.00% 201 - Debt 8/29/2012 1:38 PM 125  Beal Memorial Cemetery Fund The Beal Memorial Cemetery Perpetual Care Fund encompasses 0.1% of the City’s activities and services and accounts for a portion of revenues from lot, crypt, and niche sales that is being reserved. 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 $70 Budget. $60 …… 2012-13. % Change $ Change Interest & Other 6,000 (53.8%) (7,000) $50 Appropriations 29,600 0%) 0 Thousands $40 35,600 (16.4%) (7,000) $30 $20 $10 $0 Actual Actual Actual Budget Budget 2008-09 2009-10 2010-11 2011-12 2012-13 Interest & Other Interfund Transfers • Ordinance 526 establishes a transfer of 20% of cemetery lot sales from the General Fund to fund perpetual care. Expenditure Highlights $70 Budget. $60 …… 2012-13. % Change $ Change $50 Interfund Transfers 1,000 (95.8%) (23,000) Contingencies/Reserves 34,600 86.0% 16,000 Thousands $40 35,600 (16.4%) (7,000) $30 $20 $10 $0 Actual Actual Actual Budget Budget 2008-09 2009-10 2010-11 2011-12 2012-13 Interfund Transfers Contingencies/ Reserves • Funds are budgeted to be transferred to the General Fund to relandscape around the cemetery office building. • The balance is budgeted to increase the fund’s reserves. 126  602 BEAL MEMORIAL CEMETERY CARE FUND Actual Budget 2011-12 2012-13 % 2008-09 2009-10 2010-11 Adopted Adopted Change 35,949 21,716 16,601 13,000 1500-361-1000 Interest Income 6,000 -53.85% - - (5,700) - 1500-361-3000 Unrealized Gain/(Loss) - 0.00% $ 35,949 $ 21,716 $ 10,901 $ 13,000 Total Interest Income $ 6,000 -53.85% $ 35,949 $ 21,716 $ 10,901 $ 13,000 TOTAL INTEREST & OTHER REVENUES $ 6,000 -53.85% 24,173 22,726 33,251 29,600 2200-381-0100 Transfer from General Fund 29,600 0.00% $ 24,173 $ 22,726 $ 33,251 $ 29,600 Total Interfund Transfers $ 29,600 0.00% $ 24,173 $ 22,726 $ 33,251 $ 29,600 TOTAL TRANSFERS IN $ 29,600 0.00% $ 60,122 $ 44,442 $ 44,152 $ 42,600 TOTAL FUND REVENUES $ 35,600 -16.43% Other Financing Activity: 67,650 15,555 13,149 24,000 1600-581-9102 Transfer to General Fund 1,000 -95.83% Re-Landscape Cemetery Building Exterior - - - 18,600 2200-539-9920 Reserve for Future Cemetery Perpetual Care 34,600 86.02% $ 67,650 $ 15,555 $ 13,149 $ 42,600 Total Other Financing Activity $ 35,600 -16.43% $ 67,650 $ 15,555 $ 13,149 $ 42,600 TOTAL FUND EXPENSES $ 35,600 -16.43% $ (7,528) $ 28,887 $ 31,003 $ - NET REVENUE / (EXPENSE) $ - 0.00% 602 - Beal 8/29/2012 1:47 PM 127 128  Utilities Fund The Utilities Fund encompasses 25.3% 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 $14 Budget. $12 2012-13. …… % Change $ Change Charges for Services 8,236,400 6.6% 507,800 $10 Licenses/Permit/Fees/Fines 0 (100.0%) (500) Millions $8 Interest & Other 40,380 (98.1%) (2,031,985) $6 Interfund Transfers 46,711 25.0% 9,348 $4 Appropriations 165,778 (93.4%) (2,356,122) 8,489,269 (31.3%) (3,871,459) $2 $0 Actual Actual Actual Budget Budget 2008-09 2009-10 2010-11 2011-12 2012-13 Charges for Services Intergov't Revenue License/Permit/Fee/Fine Interest & Other Interfund Transfers Appropriations • Water and sewer rates will increase 3.0% on October 1 in accordance with a multi-year rate plan adopted by City Council in March 2010. The rate plan provides annual increases for inflation each October 1 through FY 2013-14. • Interest & other revenues are down due to last year’s $2M State Revolving Fund loan. • Appropriations are down due to last year’s $2.5M from 2005 utility bond proceeds for capital projects. Expense Highlights $14 Budget. $12 2012-13. …… % Change $ Change $10 Personal Services 2,029,388 1.2% 24,709 Operations/Maintenance 4,037,348 0.6% 22,522 Millions $8 Capital Outlay 246,207 14.8% 31,702 $6 Capital Improvements 37,500 (99.2%) (4,636,650) $4 Interfund Transfers 1,189,744 2.1% 24,716 $2 Contingencies/Reserves 949,082 238.3% 668,542 $0 8,489,269 (31.3%) (3,871,459) Actual Actual Actual Budget Budget 2008-09 2009-10 2010-11 2011-12 2012-13 Personal Services Operations/ Maintenance Capital Outlay Capital Improvements Interfund Transfers Contingencies/ Reserves *Expenses shown on a cash basis, exclusive of reclassifications for the audited financial statements.* • Capital improvements have declined due to last year’s budget including $2M for pump station #1 force main reconstruction and $2.5M for sewer system rehabilitation and water & sewer line replacements (all from 2005 utility bond proceeds). • The diminished budget for capital necessitates an increased budget for reserves to ensure the fund does not realize a net loss when the financial statements are prepared in accordance with GAAP at year end. 129 130  401 UTILITIES FUND - REVENUES Actual Budget 2011-12 2012-13 % 2008-09 2009-10 2010-11 Adopted Adopted Change 1,496,553 1,564,143 1,697,545 1,719,400 1310-343-3000 Service Fees - Residential 1,843,700 7.23% 748,959 815,770 1,056,044 1,081,100 1310-343-3100 Service Fees - Commercial 1,133,000 4.80% 3,213 5,248 5,659 4,500 1500-343-3600 Connection Fees - Residential 4,500 0.00% 5,520 7,810 2,700 5,000 1500-343-3700 Connection Fees - Commercial 5,000 0.00% 2,695 1,144 56 500 1500-343-3810 Hydrant Service 500 0.00% $ 2,256,940 $ 2,394,114 $ 2,762,005 $ 2,810,500 Total Water Operations $ 2,986,700 6.27% 2,924,252 3,051,528 3,243,817 3,305,500 1350-343-5000 Service Fees - Residential 3,517,450 6.41% 1,019,470 1,103,267 1,388,175 1,419,600 1350-343-5100 Service Fees - Commercial 1,519,250 7.02% 3,501 5,460 7,580 4,500 1500-343-5600 Connection Fees - Residential 4,500 0.00% 2,900 2,400 - 5,000 1500-343-5700 Connection Fees - Commercial 5,000 0.00% $ 3,950,123 $ 4,162,655 $ 4,639,572 $ 4,734,600 Total Sewer Operations $ 5,046,200 6.58% 3,542 3,474 2,943 3,500 0520-343-3001 Administrative Fee - Returned Checks 3,500 0.00% 95,360 85,829 89,880 85,000 1310-343-3200 Service Charges 95,000 11.76% 96,647 95,425 98,234 95,000 1310-343-3300 Penalties 105,000 10.53% $ 195,549 $ 184,728 $ 191,056 $ 183,500 Total Combined Operations $ 203,500 10.90% $ 6,402,612 $ 6,741,497 $ 7,592,633 $ 7,728,600 TOTAL CHARGES FOR SERVICES $ 8,236,400 6.57% 16,438 5,794 6,482 - 1310-324-2100 Impact Fees - Water - Residential - 0.00% 21,146 2,770 9,135 - 1310-324-2200 Impact Fees - Water - Commercial - 0.00% - 7,478 7,281 - 1350-324-2100 Impact Fees - Sewer - Residential - 0.00% - 4,116 9,402 - 1350-324-2200 Impact Fees - Sewer - Commercial - 0.00% 650 - - 500 1500-329-6010 Lift Station Registration - -100.00% $ 38,234 $ 20,157 $ 32,300 $ 500 Total Licenses & Permits $ - 0.00% $ 38,234 $ 20,157 $ 32,300 $ 500 TOTAL LICENSES & PERMITS $ - 0.00% 222,156 132,898 45,241 50,000 1500-361-1000 Interest Income 18,000 -64.00% 80,782 45,716 21,075 - 1500-361-1020 Interest Income - 2005 Bond - 0.00% - - (15,211) - 1500-361-3000 Unrealized Gain/(Loss) - 0.00% $ 302,938 $ 178,615 $ 51,105 $ 50,000 Total Interest Income $ 18,000 -64.00% 14,553 14,990 15,439 16,365 1500-362-2020 Rental and Lease Income 16,380 0.09% $ 14,553 $ 14,990 $ 15,439 $ 16,365 Total Rents and Royalties $ 16,380 0.09% 167 21,726 70,168 5,000 1500-364-1000 Sale of Surplus Assets 5,000 0.00% 13,531 - - - 1500-369-7000 Credit Card Surcharge Fee - 0.00% 1,378 2,703 46,386 1,000 1500-369-9000 Miscellaneous Revenue 1,000 0.00% 39 14,094 14,977 - 0000-369-9091 Discounts - 0.00% 15,845 93,312 19,195 - Prior Year Grants - 0.00% $ 30,960 $ 131,835 $ 150,726 $ 6,000 Total Other Revenues $ 6,000 0.00% $ 348,451 $ 325,439 $ 217,270 $ 72,365 TOTAL INTEREST & OTHER REVENUES $ 40,380 -44.20% 54,609 - - - 1600-381-0100 Transfer from General Fund - 0.00% 40,000 40,000 36,242 37,363 1600-382-4300 Transfer from Sanitation Fund 38,926 4.18% 10% of Customer Service Budget 23,176 - - - 1600-382-4500 Transfer from Stormwater Fund 7,785 0.00% 2% of Customer Service Budget $ 117,785 $ 40,000 $ 36,242 $ 37,363 Total Interfund Transfers $ 46,711 25.02% - - - 2,000,000 1500-384-1050 State Revolving Loan Fund - -100.00% $ - $ - $ - $ 2,000,000 Total Debt Proceeds $ - -100.00% - - - - 1600-389-9110 Renewal & Replacement 128,278 15.85% - - - 2,521,900 1600-389-9515 Appropriation from Desig. Net Assets (2005 Bond) 37,500 -98.51% $ - $ - $ - $ 2,521,900 Total Non-Operating Sources $ 165,778 -93.43% $ 117,785 $ 40,000 $ 36,242 $ 4,559,263 TOTAL TRANSFERS IN $ 212,489 -95.34% $ 6,907,081 $ 7,127,094 $ 7,878,446 $ 12,360,728 TOTAL FUND REVENUES $ 8,489,269 -31.32% 401-Revenues 8/29/2012 2:07 PM 131  401 UTILITIES FUND - 0520 CUSTOMER SERVICE Actual Budget 2011-12 2012-13 % 2008-09 2009-10 2010-11 Adopted Adopted Change Personal Services: 7.50 7.50 5.50 5.50 Number of Funded Employees (FTE's) 5.50 229,357 213,691 152,481 160,509 536-1200 Regular Salaries 149,642 -6.77% - - - 163 536-1201 Service Awards 106 -34.97% - - - 5,361 536-1202 Incentive/Merit Pay 5,921 10.45% - - 10,837 - 536-1300 Part-Time Wages 10,866 100.00% 1,447 - - - 536-1400 Salaries - Overtime 100 100.00% 14,744 12,259 9,963 9,461 536-2100 FICA Taxes 9,442 -0.20% 3,448 2,867 2,330 2,213 536-2101 Medicare 2,208 -0.23% 35,818 33,844 20,638 20,081 536-2200 Retirement Contributions 21,936 9.24% - 2,539 4,347 5,329 536-2204 Retirement Contributions - DC Plan 5,328 -0.02% 33,655 29,668 18,464 17,578 536-2300 Dental, Life & Health Insurance 18,449 4.96% 3,206 1,905 307 333 536-2400 Worker's Compensation 324 -2.70% $ 321,674 $ 296,774 $ 219,367 $ 221,028 Total Personal Services $ 224,322 1.49% Operating Expenditures: 10 3 - 63,937 536-3100 Professional Services 69,420 8.58% 17,638 19,599 15,830 16,060 536-3400 Other Services 16,060 0.00% 2,491 7,642 6,790 - 536-3410 Delinquent Collections 35 - - - 536-4000 Travel and per Diem - 0.00% 3,898 2,921 2,704 2,930 536-4100 Communication Services 2,660 -9.22% 45,402 49,858 42,951 48,700 536-4200 Postage 50,600 3.90% 3,562 8,799 20,097 12,000 536-4300 Utilities 21,102 75.85% 15,495 14,308 15,050 1,875 536-4610 Maintenance Contracts - -100.00% 2,649 1,491 - - 536-4620 Vehicle Repair 1,101 271 30 1,000 536-4630 Equipment Repair - -100.00% 1,694 1,290 2,136 2,600 536-4700 Printing & Binding 2,600 0.00% 1,821 1,023 993 3,500 536-5200 Operating Supplies 2,500 -28.57% 3,779 4,362 - - 536-5204 Fuel & Oil 475 - - - 536-5210 Uniform Expense 18,361 19,689 37,200 - 536-5230 ACH/Credit Card Fees - - 1,499 - 536-5231 Computer Hardware/Software - 0.00% $ 118,410 $ 131,256 $ 145,279 $ 152,602 Total Operating Expenditures $ 164,942 8.09% Capital Outlay: 1,223 - - - 536-6420 Computer Hardware/Software - 0.00% $ 1,223 $ - $ - $ - Total TotalCapital CapitalOutlay Outlay $ - 0.00% 441,306 428,030 364,645 373,630 TOTAL EXPENSES 389,264 4.18% 0520-CustomerSvc 8/29/2012 2:07 PM 132 CUSTOMER SERVICE Share of City Budget $389,264, 1.1% DESCRIPTION Customer Service is responsible for invoicing and receiving customer payments, opening and closing utility accounts, resolving customer inquiries, issuing business tax receipts and collecting receivables. MISSION Provide superior customer service in the administration of utility accounts, business tax receipts, and receivables. Actual YTD thru 6/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS 2008-09 2009-10 2010-11 2011-12 2011-12 2012-13 Provide Accurate Water Meter Consumption Information Accounts with Meter Profile Evaluations Performed n/a n/a 1.4% 1.5% 5.0% 2.0% Minimize Account Write-Offs Write-Offs as % of Current Year Billing 0.86% 0.88% 0.59% 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
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.
Convert the water/sewer taps paid records from paper to electronic, including the old records. The data will be a component of the City's GIS database. PRIOR YEAR ACCOMPLISHMENTS
Utilized the meter profiling feature of the new water meter reading software to assist customers in detecting leaks.
Informed customers of new hours of operation to ensure a smooth transition. Added an answering machine to the main phone line with complete information message and eliminated answering by police dispatch after hours. PERFORMANCE EXCELLENCE Every Service – Every Employee – Every Day 133  401 UTILITIES FUND - 1300 UTILITY SERVICES Actual Budget 2011-12 2012-13 % 2008-09 2009-10 2010-11 Adopted Adopted Change Personal Services: 2.00 1.00 6.75 6.75 Number of Funded Employees (FTE's) 7.00 230,824 104,483 243,858 291,046 536-1200 Regular Salaries 298,743 2.64% - - - 325 536-1201 Service Awards - -100.00% - - - 6,579 536-1202 Incentive/Merit Pay 7,536 14.55% - - 11,895 - 536-1300 Part-Time Wages - 0.00% - 73 327 - 536-1400 Salaries - Overtime - 0.00% 2,430 - - - 536-1503 Auto Allowance 14,018 9,678 14,626 16,625 536-2100 FICA Taxes 16,932 1.85% 3,279 2,264 3,421 3,888 536-2101 Medicare 3,960 1.85% 38,067 23,426 47,704 55,527 536-2200 Retirement Contributions 60,655 9.24% - - 1,983 4,137 536-2204 Retirement Contributions - DC Plan 5,975 44.43% 11,987 11,734 46,716 52,007 536-2300 Dental, Life & Health Insurance 60,146 15.65% 674 2,285 3,755 4,894 536-2400 Worker's Compensation 4,498 -8.09% $ 301,278 $ 153,943 $ 374,285 $ 435,028 Total Personal Services $ 458,445 5.38% Operating Expenditures: 2,455 54,129 5,894 122,843 536-3100 Professional Services 87,783 -28.54% 781 - 1,105 200 536-4000 Travel and Per Diem 760 280.00% 3,853 - - - 536-4001 Tuition Reimbursement - 0.00% 4,201 1,927 2,403 3,759 536-4100 Communication Services 4,377 16.44% 803 531 203 150 536-4200 Postage 200 33.33% 7,875 4,225 943 900 536-4300 Utilities 990 10.00% 1,134 1,911 2,552 2,128 536-4400 Rentals & Leases 2,128 0.00% 2,545 1,579 2,742 3,090 536-4610 Maintenance Contracts 3,282 6.21% 6 28 295 1,000 536-4620 Vehicle Repair 500 -50.00% 71 29 340 700 536-4630 Equipment Repair 700 0.00% - 674 1,525 3,000 536-4640 Building Maintenance 1,500 -50.00% - - - 1,100 536-4645 Heating/Cooling Repairs - -100.00% 119 251 - - 536-4700 Printing & Binding - 0.00% - - 92 - 536-4912 Recording Fees - 0.00% 5,669 3,067 1,035 4,195 536-5100 Office Supplies 4,000 -4.65% 200 36 1,420 3,850 536-5200 Operating Supplies 3,750 -2.60% 834 975 1,915 1,650 536-5204 Fuel & Oil 2,035 23.33% 180 - 304 460 536-5210 Uniform Expense 690 50.00% - - 999 - 536-5231 Computer Hardware/Software - 0.00% - - 14 400 536-5233 Tools 700 75.00% 764 253 160 730 536-5400 Books, Dues & Publications 730 0.00% - - 1,249 12,485 536-5500 Training 10,115 -18.98% - (315) (12,403) - 533-9905 Capitalized Costs Allocation - Labor - 0.00% - (146) (6,324) - 533-9906 Capitalized Costs Allocation - Benefits - 0.00% - - (2,404) - 533-9907 Capitalized Costs Allocation - Overhead - 0.00% 398 398 398 398 536-8200 Grants & Aids 398 0.00% Regional Utility Authority Dues $ 31,887 $ 69,553 $ 4,458 $ 163,038 Total Operating Expenditures $ 124,638 -23.55% Capital Outlay: - - 919 11,500 536-6402 Equipment 1,350 -88.26% Pipe Horn for Utility Locates - - - - 536-6420 Computer Hardware/Software 10,550 100.00% New Server for Phase III of the GIS Implementation Computer for Whse Stock Requisitions $ - $ - $ 919 $ 11,500 Total Capital Outlay $ 11,900 3.48% Capital Improvements Program: - 52,161 120,005 - Prior Years Capital Improvement Program $ - $ 52,161 $ 120,005 $ - Total Capital Improvements Program $ - 0.00% $ 333,165 $ 275,656 $ 499,667 $ 609,566 TOTAL EXPENSES $ 594,983 -2.39% 1300-Admin 8/29/2012 2:08 PM 134 UTILITY SERVICES Share of City Budget $594,983, 1.7% 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 2008-09 2009-10 2010-11 2011-12 2011-12 2012-13 Provide Timely & Responsive Customer Service Citizen Requests/Complaints Responded to within 2 Business Days n/a n/a 98% 100% 99% 99% Locate & Mark Existing Utilities within 48 Hours of Request n/a n/a 100% 99% 100% 100%
Complete the design of a new force main and pump station improvements related to Pump Station No. 1 and the existing 30" PCCP force main. FUTURE GOALS
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
Completed 100% of the GPS data collection and GIS database creation for City's stormwater infrastructure.
Completed 20% of the GPS data collection and GIS database creation for the City's utility infrastructure for a total of 60% completed to date.
Implemented an aggressive safety awareness and training program for all department employees.
Completed all line spot tickets within the required time frame. PERFORMANCE EXCELLENCE Every Service – Every Employee – Every Day 135  401 UTILITIES FUND - 1310 WATER OPERATIONS Actual Budget 2011-12 2012-13 % 2008-09 2009-10 2010-11 Adopted Adopted Change Personal Services: 7.00 7.00 10.00 9.00 Number of Funded Employees (FTE's) 9.00 241,073 223,859 292,306 288,313 533-1200 Regular Salaries 273,472 -5.15% - - - 109 533-1201 Service Awards 265 143.12% - - - 8,772 533-1202 Incentive/Merit Pay 9,689 10.45% 2,392 1,800 809 2,700 533-1400 Salaries - Overtime 2,700 0.00% 1,804 1,754 1,683 1,850 533-1401 Salaries - Overtime Holiday Worked 1,850 0.00% 608 - - - 533-1503 Auto Allowance 14,335 13,351 17,094 16,504 533-2100 FICA Taxes 15,749 -4.57% 3,353 3,122 3,998 3,860 533-2101 Medicare 3,683 -4.59% 40,453 51,046 61,783 73,664 533-2200 Retirement Contributions 68,993 -6.34% - - - - 533-2204 Retirement Contributions - DC Plan 1,314 100.00% 34,364 26,474 35,119 38,306 533-2300 Dental, Life & Health Insurance 51,374 34.11% 11,426 7,814 8,895 9,546 533-2400 Worker's Compensation 9,832 3.00% $ 349,807 $ 329,220 $ 421,687 $ 443,624 Total Personal Services $ 438,921 -1.06% Operating Expenditures: 5,300 2,415 20,074 14,110 533-3100 Professional Services 10,000 -29.13% - - - 300 533-3400 Other Services 90 -70.00% 824 286 147 300 533-4000 Travel and Per Diem 600 100.00% 1,618 1,406 2,093 2,677 533-4100 Communication Services 3,565 33.17% 200,584 205,230 204,339 205,000 533-4300 Utilities 214,556 4.66% 3,557 2,792 3,135 5,062 533-4610 Maintenance Contracts 8,557 69.04% 3,536 7,509 5,131 5,250 533-4620 Vehicle Repair 5,000 -4.76% 682 778 2,091 2,075 533-4630 Equipment Repair 10,700 415.66% 1,097 886 375 1,200 533-4640 Building Maintenance 800 -33.33% - - - 500 533-4645 Heating/Cooling Repairs - -100.00% 22,679 25,030 26,873 124,000 533-4680 Plant & System Repair 124,000 0.00% 457 457 895 1,250 533-4700 Printing & Binding 1,250 0.00% 81 - 622 810 533-4905 Safety Programs/Supply 810 0.00% 23,166 22,096 31,595 49,922 533-5200 Operating Supplies 32,100 -35.70% 11,406 11,894 21,214 22,100 533-5204 Fuel & Oil 20,590 -6.83% 227 1,176 1,434 1,688 533-5210 Uniform Expense 1,890 11.97% - - 155 - 533-5231 Computer Hardware/Software - 0.00% - - 2,574 1,200 533-5233 Tools 1,200 0.00% 1,771 798 7,632 7,500 533-5400 Books, Dues & Publications 7,600 1.33% - 1,529 3,784 1,200 533-5500 Training 2,600 116.67% $ 276,984 $ 284,283 $ 334,163 $ 446,144 Total Operating Expenditures $ 445,908 -0.05% Capital Outlay: - - 13,440 - 533-6214 Building Improvements - 0.00% - 1,071 - 4,500 533-6402 Equipment 12,000 166.67% BOD Low Temp Incubator Fisher Isotemp Refrigerator - - 33,789 18,000 533-6404 Trucks - -100.00% - - - 1,200 533-6420 Computer Hardware/Software - -100.00% $ - $ 1,071 $ 47,229 $ 23,700 Total Capital Outlay $ 12,000 -49.37% Capital Improvements Program: 22,244 23,574 21,100 - Prior Years Capital Improvement Program $ 22,244 $ 23,574 $ 21,100 $ - Total Capital Improvements Program $ - 0.00% Debt Service - - - 49,926 590-7100 Principal Payments 51,775 3.70% 2005 Utility System Bond - year 8 of 30 73,150 85,193 84,262 83,519 591-7200 Interest Expense 81,834 -2.02% 2005 Utility System Bond - year 8 of 30 $ 73,150 $ 85,193 $ 84,262 $ 133,445 Total Debt Service $ 133,609 0.12% $ 722,185 $ 723,340 $ 908,441 $ 1,046,913 TOTAL EXPENSES $ 1,030,438 -1.57% 1310-Water Ops 8/29/2012 2:09 PM 136 WATER OPERATIONS Share of City Budget $1,030,438 , 3.0% 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 2008-09 2009-10 2010-11 2011-12 2011-12 2012-13 Provide High Quality Drinking Water to the Public Samples Exceeding Federal/State Maximum Containment Levels n/a n/a n/a 0 0 0 Minimize Unbilled Water Loss Metered Revenue Consumption as % of Water Production 81.4% 81.9% 85.3% 84.5% 85.0% 85.0%
Meet all Federal and State Water Quality Testing requirements by having zero water samples exceeding the MCLs.
Implement a new 10-year annual water tank maintenance program.
Upgrade Well 3 by replacing the well pump with a new water lubricated pump. FUTURE GOALS
Achieve a 15% unaccounted for water loss within a 12-month period after the Water Meter Replacement Program is completed.
Research 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 11 by replacing the well pump with a new water lubricated pump. PRIOR YEAR ACCOMPLISHMENTS
Repainted water lines and inside and outside of Wells 2 and 3.
Removed and repaired well pump at Well 9.
Upgraded Telemetry to Data Flow Systems Hyper-Tac III for Water Wells. PERFORMANCE EXCELLENCE Every Service – Every Employee – Every Day 137  401 UTILITIES FUND - 1340 WATER DISTRIBUTION Actual Budget 2011-12 2012-13 % 2008-09 2009-10 2010-11 Adopted Adopted Change Personal Services: 6.00 6.00 5.00 5.00 Number of Funded Employees (FTE's) 5.00 192,513 170,413 128,386 131,503 533-1200 Regular Salaries 131,502 0.00% - - - 533-1201 Service Awards 53 100.00% - - - 4,874 533-1202 Incentive/Merit Pay 5,383 10.44% 8,609 10,044 6,813 9,000 533-1400 Salaries - Overtime 8,500 -5.56% 53 147 418 100 533-1401 Salaries - Overtime Holiday Worked 500 400.00% 11,385 10,402 8,149 7,849 533-2100 FICA Taxes 7,642 -2.64% 2,663 2,433 1,906 1,836 533-2101 Medicare 1,787 -2.67% 33,191 40,573 28,426 28,434 533-2200 Retirement Contributions 31,060 9.24% - - 290 1,011 533-2204 Retirement Contributions - DC Plan 1,011 0.00% 50,441 36,892 16,024 24,516 533-2300 Dental, Life & Health Insurance 22,781 -7.08% 10,241 7,085 6,833 6,529 533-2400 Worker's Compensation 9,597 46.99% $ 309,094 $ 277,989 $ 197,245 $ 215,652 Total PersonalTotal Services Personal Services $ 219,816 1.93% Operating Expenditures: - - - 200 533-3102 Employee Physicals & Immunizations 200 0.00% 535 702 11,442 1,275 533-3400 Other Services 960 -24.71% 380 - 260 450 533-4000 Travel and Per Diem 900 100.00% 840 662 360 324 533-4100 Communication Services 972 200.00% 89 1,386 4,867 4,500 533-4300 Utilities 5,111 13.58% 3,019 4,362 5,841 2,500 533-4620 Vehicle Repair 6,900 176.00% 3,485 2,186 10,350 4,250 533-4630 Equipment Repair 4,250 0.00% 71,286 40,049 29,849 65,500 533-4680 Plant & System Repair 39,500 -39.69% 683 685 1,357 1,025 533-4905 Safety Programs/Supply 1,025 0.00% 4,221 3,638 1,177 2,365 533-5200 Operating Supplies 2,250 -4.86% 9,953 13,251 15,573 16,800 533-5204 Fuel & Oil 10,200 -39.29% 1,379 491 913 938 533-5210 Uniform Expense 1,050 11.94% - - - - 533-5222 Landfill Fees 5,000 100.00% - - 56 1,000 533-5233 Tools 1,000 0.00% 6,824 5,873 5,139 7,000 533-5300 Road Materials & Supplies 5,250 -25.00% - - - 75 533-5400 Books, Dues & Publications 75 0.00% - 450 700 450 533-5500 Training 1,500 233.33% (14,015) (36,092) (84,481) - 533-9905 Capitalized Costs Allocation - Labor - 0.00% (7,694) (18,151) (37,750) - 533-9906 Capitalized Costs Allocation - Benefits - 0.00% (2,391) (5,974) (18,663) - 533-9907 Capitalized Costs Allocation - Overhead - 0.00% $ 78,594 $ 13,516 $ (53,010) $ 108,652 Total Operating Expenditures $ 86,143 -20.72% Capital Outlay: - - 61,783 22,655 533-6402 Equipment 45,505 100.86% Mole Concrete Saw 18" Chain Saw Portable Light Cart Pipe Horn 6" Wellpoint Pump - - - 48,500 533-6404 Vehicles - -100.00% $ - $ - $ 61,783 $ 71,155 Total Capital Outlay $ 45,505 -36.05% Capital Improvements Program: 87,860 56,891 11,286 177,150 5056 - Water Line Replacement 37,500 -78.83% 533-6360 Bayou Woods Dr, Watson Dr (2005 bond proceeds) - 804,646 895,394 - Prior Years Capital Improvement Program $ 87,860 $ 861,537 $ 906,680 $ 177,150 Total Capital Improvements Program $ 37,500 -78.83% Debt Service - - - 97,706 590-7100 Principal Payments 101,325 3.70% 2005 Utility System Bond - year 8 of 30 139,512 167,276 165,052 163,448 591-7200 Interest Expense 160,151 -2.02% 2005 Utility System Bond - year 8 of 30 $ 139,512 $ 167,276 $ 165,052 $ 261,154 Total Debt Service $ 261,476 0.12% $ 615,061 $ 1,320,318 $ 1,277,750 $ 833,763 TOTAL EXPENSES $ 650,440 -21.99% 1340-Water Dist 8/29/2012 2:10 PM 138 WATER DISTRIBUTION Share of City Budget $650,440, 1.9% 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 2008-09 2009-10 2010-11 2011-12 2011-12 2012-*13 Replace Substandard 2¼" Water Mains Linear Feet of 2¼" Water Main to be Replaced n/a n/a n/a 1930 6105 1250 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% Commerical Water Meters Replaced n/a 83% 98% 99.7% 100% 100% Residential Water Meters Replaced n/a 33% 85% 100% 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
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
Completed water line upgrade on Laurie Drive from Lakeside Court to Hunter Place, Hunter Place from Laurie Drive to Laurie Drive, and Laurie Drive from Hollywood Boulevard to Okaloosa Road.
Completed the water meter replacement project for residential and commercial meters.
Assisted FDOT on utility adjustments for both Lewis Turner Boulevard and Eglin Parkway resurfacing projects. PERFORMANCE EXCELLENCE Every Service – Every Employee – Every Day 139  401 UTILITIES FUND - 1350 SEWER COLLECTION & TREATMENT Actual Budget 2011-12 2012-13 % 2008-09 2009-10 2010-11 Adopted Adopted Change Personal Services: 11.00 11.00 12.00 12.00 Number of Funded Employees (FTE's) 13.00 354,664 359,333 372,864 391,858 535-1200 Regular Salaries 402,734 2.78% - - - 55 535-1201 Service Awards 477 767.27% - - - 11,696 535-1202 Incentive/Merit Pay 13,995 19.66% 31,279 40,941 20,829 34,000 535-1400 Salaries - Overtime 34,000 0.00% 1,839 1,626 1,223 2,000 535-1401 Salaries - Overtime Holiday Worked 2,000 0.00% 21,916 25,319 22,369 21,606 535-2100 FICA Taxes 22,132 2.43% 5,125 5,921 5,231 5,053 535-2101 Medicare 5,176 2.43% 63,963 90,224 83,705 94,552 535-2200 Retirement Contributions 76,300 -19.30% - - 222 1,090 535-2204 Retirement Contributions - DC Plan 7,144 555.41% 68,618 68,716 82,682 98,729 535-2300 Dental, Life & Health Insurance 97,912 -0.83% 13,437 11,775 11,435 13,708 535-2400 Worker's Compensation 11,014 -19.65% $ 560,840 $ 603,855 $ 600,559 $ 674,347 Total Personal Services $ 672,884 -0.22% Operating Expenditures: - 1,500 - 350 535-3100 Professional Services 2,150 514.29% - 377 108 875 535-3102 Employee Physicals & Immunizations 575 -34.29% 535 17,743 1,817,548 1,949,275 535-3400 Other Services 2,036,960 4.50% 2,328 - - 450 535-4000 Travel and Per Diem 450 0.00% 3,165 2,938 3,479 3,721 535-4100 Communication Services 5,700 53.18% 100,411 120,113 120,314 125,000 535-4300 Utilities 126,329 1.06% 5,887 7,051 6,621 9,300 535-4400 Rentals & Leases 7,700 -17.20% 10,497 11,518 13,390 18,320 535-4610 Maintenance Contracts 21,839 19.21% 10,961 15,079 42,987 14,000 535-4620 Vehicle Repair 20,000 42.86% 4,212 10,910 4,411 8,200 535-4630 Equipment Repair 17,200 109.76% 173 82 - 200 535-4640 Building Maintenance 400 100.00% 110,457 56,975 71,829 216,750 535-4680 Plant & System Repair 183,290 -15.44% - 172 163 200 535-4700 Printing & Binding 150 -25.00% 1,975 617 1,968 1,635 535-4905 Safety Programs/Supply 2,260 38.23% 18,642 17,020 19,770 22,700 535-5200 Operating Supplies 18,000 -20.70% 18,566 23,631 25,710 34,100 535-5204 Fuel & Oil 28,595 -16.14% 2,313 1,093 1,936 2,250 535-5210 Uniform Expense 2,520 12.00% - - 444 1,000 535-5233 Tools 1,650 65.00% 12,482 11,441 9,622 11,750 535-5300 Road Materials & Supplies 10,000 -14.89% 50 25 25 90 535-5400 Dues & Publications 90 0.00% - - 3,081 2,550 535-5500 Training 6,150 141.18% (42,590) (48,372) (42,949) - 535-9905 Capitalized Costs Allocation - Labor - 0.00% (17,506) (22,179) (21,377) - 535-9906 Capitalized Costs Allocation - Benefits - 0.00% (6,758) (1,157) (2,947) - 535-9907 Capitalized Costs Allocation - Overhead - 0.00% $ 235,799 $ 226,577 $ 2,076,133 $ 2,422,716 Total Operating Expenditures $ 2,492,008 2.86% Capital Outlay: - 11,200 - - 535-6300 Improvements Other Than Buildings - 0.00% 50,829 9,545 101,338 96,650 535-6402 Equipment 109,635 13.44% Power Quality Analyzer 14,000lb Equipment Trailer 16" Quick Cut Saw 18" Chain Saw Muni-Ball Plugs 8"-12" - 2 Muni-Ball Plugs 12"-18" - 2 FCC Narrowband Migration - 13 radios 56 45,184 - 18,500 535-6404 Trucks 67,167 263.06% Veh 2343 - '92 Ford Flat Bed w/Dump Body 525 - - - 535-6420 Computer Hardware/Software - 0.00% $ 51,409 $ 65,929 $ 101,338 $ 115,150 Total Capital Outlay $ 176,802 53.54% 1350-Sewer 8/29/2012 2:11 PM 140  401 UTILITIES FUND - 1350 SEWER COLLECTION & TREATMENT Actual Budget 2011-12 2012-13 % 2008-09 2009-10 2010-11 Adopted Adopted Change Capital Improvements Program: - 70,174 132,619 2,370,000 5032 - Sewer System Rehabilitation - -100.00% 126,709 16,700 11,071 127,000 5065 - Sewer Line Replacement - -100.00% 197,953 111,332 870,427 2,000,000 Prior Years Capital Improvement Program $ 324,661 $ 198,205 $ 1,014,117 $ 4,497,000 Total Capital Improvements Program $ - -100.00% Debt Service - - - 122,369 590-7100 Principal Payments 126,900 3.70% 2005 Utility System Bond - year 8 of 30 89,631 79,548 227,452 204,706 591-7200 Interest Expense 200,574 -2.02% 2005 Utility System Bond - year 8 of 30 1,651 1,657 959 - 590-7300 Paying Agent Fees - 0.00% 26,801 27,733 22,200 - 590-7310 Amortization - 0.00% $ 118,083 $ 108,938 $ 250,610 $ 327,075 Total Debt Service $ 327,474 0.12% $ 1,290,793 $ 1,203,504 $ 4,042,757 $ 8,036,288 TOTAL EXPENSES $ 3,669,168 -54.34% 1350-Sewer 8/29/2012 2:11 PM 141 SEWER COLLECTION & TREATMENT Share of City Budget $3,669,168 , 9.9% 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 2008-09 2009-10 2010-11 2011-12 2011-12 2012-13 Ensure Sewer Collection System is in Good Working Order Linear Feet of Sewer Main Inspected 24,000 16,702 23,917 37,286 25,000 25,000 Sewer System Inspected 3.8% 2.7% 3.8% 5.9% 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 the FCC bandwidth migration before the mandated January 2013 deadline.
Implement the parallel force main from Pump Station No. 1 and obtain State Revolving Loan funding for construction.
Rehabilitate manholes, wet wells, and gravity sewer mains based on the SSES pilot program using 2005 bond proceeds.
Continue facility demolition and disposal of the Waste Water Treatment Plant. FUTURE GOALS
Perform television inspections of the entire sanitary sewer collection system to prioritize future projects and locate and eliminate sources of inflow and 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 I and I study. PRIOR YEAR ACCOMPLISHMENTS
Installed auxiliary generator and automatic transfer switch at Lift Station 1 to provide for immediate response to electrical system failure.
Completed refurbish and upgrade of Lift Station 43 at Indian Temple Mound to meet Florida Department of Environmental Protection standards.
Replaced pumps at Lift Station 23 with high efficiency pumps.
Waste Water Treatment Plant Demolition - Removed all residual solids and liquids.
Repaired gravity sewer system in basins at Lift Station 5 based on I and I study.
Increased frequency of grease trap inspections from quarterly to monthly. The level of citations were reduced along with overflows
Upgraded the Telemetry to Data Flow Systems Hyper-Tac III.
Completed numerous point repairs without interrupting customer service. PERFORMANCE EXCELLENCE Every Service – Every Employee – Every Day 142  401 UTILITIES FUND - 1500 NON-DEPARTMENTAL Actual Budget 2011-12 2012-13 % 2008-09 2009-10 2010-11 Adopted Adopted Change Personal Services: 22,885 112,860 13,941 15,000 536-1216 Final Leave Pay 15,000 0.00% 42,692 (5,063) (12,590) 536-1250 Compensated Absences 3,267 (388) (962) 536-2150 FICA - Compensated Absences $ 68,844 $ 107,409 $ 389 $ 15,000 Total Personal Services $ 15,000 0.00% Operating Expenditures: - - - - 536-4911 Holiday Gift Certificates 975 100.00% 52,536 53,756 18,029 - 536-4924 Bad Debt Expense - 0.00% - - - 52,830 536-4995 Contingencies 53,285 0.86% 1,197,615 873,288 2,523,149 - 536-5900 Depreciation - 0.00% - 242,184 791,279 - 536-5910 Depreciation on Contributed Capital - 0.00% (353) - 16,370 - Prior Years Operating Expenditures 18,391 19,978 - - 590-9502 OPEB Obligation - 0.00% 3,096,671 312,868 - - 592-9500 Loss on Asset Impairment - 0.00% $ 4,364,860 $ 1,502,073 $ 3,348,827 $ 52,830 Total Operating Expenditures $ 54,260 2.71% $ 4,433,705 $ 1,609,482 $ 3,349,216 $ 67,830 TOTAL EXPENSES $ 69,260 2.11% 1,703,281 1,097,641 959,557 864,004 581-9101 Transfer to General Fund 869,208 0.60% Per Cost Allocation Plan - - - 301,024 581-9102 Transfer to General Fund 320,536 6.48% 4% Franchise/Right-of-Way Access Fee 10,073 - - - 582-9145 Transfer to Stormwater Fund - 0.00% - - - 227,710 581-9999 Reserved - Undesignated Net Assets 895,972 293.47% $ 1,713,354 $ 1,097,641 $ 959,557 $ 1,392,738 Total Other Financing Activity $ 2,085,716 49.76% $ 1,713,354 $ 1,097,641 $ 959,557 $ 1,392,738 TOTAL TRANSFERS $ 2,085,716 49.76% 33.50 32.50 39.25 38.25 NumberNumber of Employees (FTE's) of Funded Employees (FTE's) 39.50 3.27% 441,306 428,030 364,645 373,630 Customer Service 389,264 4.18% 333,165 275,656 499,667 609,566 Utility Services 594,983 -2.39% 722,185 723,340 908,441 1,046,913 Water Operations 1,030,438 -1.57% 1,210,239 2,410,756 - - Sewer Operations - 0.00% 615,061 1,320,318 1,277,750 833,763 Water Distribution 650,440 -21.99% 1,290,793 1,203,504 4,042,757 8,036,288 Sewer Collection & Treatment 3,669,168 -54.34% 6,147,059 2,707,122 4,308,773 1,460,568 Non-Departmental 2,154,976 47.54% (473,557) (1,245,341) (1,279,551) - Reclassification of Capital Outlay - 0.00% $ 10,286,251 $ 7,823,386 $ 10,122,481 $ 12,360,728 TOTAL FUND EXPENSES $ 8,489,269 -31.32% $ (3,379,170) $ (696,292) $ (2,244,035) $ - NET REVENUE / (EXPENSE) $ - 0.00% 1500-NonDept_401 8/29/2012 2:12 PM 143  Sanitation Fund The Sanitation Fund encompasses 9.9% 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. Several residential recycling drop-off centers are available and the City recently started a commercial recycling program. Revenue Highlights $4.0 Budget. $3.5 2012-13. …… % Change $ Change $3.0 Charges for Services 3,301,100 (0.4%) (12,500) $2.5 Licenses/Permit/Fees/Fines 4,500 (10.0%) (500) Millions $2.0 Interest & Other 10,000 (54.5%) (12,000) $1.5 3,315,600 (0.7%) (25,000) $1.0 $0.5 $0.0 Actual Actual Actual Budget Budget 2008-09 2009-10 2010-11 2011-12 2012-13 Charges for Services License/Permit/Fee/Fine Interest & Other • Service fees are down as a result of housing standing vacant and businesses closing due to the poor economy. Expense Highlights $4.0 $3.5 Budget. 2012-13. …… % Change $ Change $3.0 Personal Services 942,186 (0.1%) (1,081) $2.5 Operations/Maintenance 1,517,299 2.6% 38,401 Millions $2.0 Capital Outlay 286,618 (34.6%) (151,502) $1.5 Interfund Transfers 459,070 0.7% 2,965 $1.0 Contingencies/Reserves 110,427 356.1% 86,217 $0.5 3,315,600 (0.7%) (25,000) $0.0 Actual Actual Actual Budget Budget 2008-09 2009-10 2010-11 2011-12 2012-13 Personal Services Operations/ Maintenance Capital Outlay Interfund Transfers Contingencies/ Reserves *Expenses shown on a cash basis, exclusive of reclassifications for the audited financial statements.* • The decrease in capital outlay is attributable to the replacement of two knucklebooms being less expensive than the replacement of a sideloader and front loader. • The diminished budget for capital necessitates an increased budget for reserves to ensure the fund does not realize a net loss when the financial statements are prepared in accordance with GAAP at year end. 144  403 SANITATION FUND - REVENUES Actual Budget 2011-12 2012-13 % 2008-09 2009-10 2010-11 Adopted Adopted Change 1,068,924 1,062,953 1,048,548 1,046,800 1360-343-4000 Service Fees - Residential 1,050,000 0.31% 6,964 6,107 7,448 10,000 1360-343-4010 Extra Pick-Up Residential 4,000 -60.00% 902,450 879,919 879,533 877,700 1360-343-4100 Service Fees - Commercial 869,000 -0.99% 5,145 4,239 1,164 5,000 1360-343-4110 Extra Pick-Up Commercial 3,000 -40.00% 520,592 530,082 529,863 530,100 1360-343-4200 Tipping Fees - Residential 542,000 2.24% 859,110 852,042 840,047 842,700 1360-343-4300 Tipping Fees - Commercial 832,000 -1.27% 14,243 - - - 1360-343-4410 Fuel Surcharge - Residential - 0.00% 1,463 - - - 1360-343-4420 Fuel Surcharge - Commercial - 0.00% $ 3,378,891 $ 3,335,342 $ 3,306,602 $ 3,312,300 Total Solid Waste $ 3,300,000 -0.37% - - - - 1370-343-4600 Service Fees - Recycling - 0.00% $ - $ - $ - $ - Total Recycling $ - 0.00% (3,279) 994 877 1,200 1360-343-4080 Cinco Bayou 1,000 -16.67% - 200 514 100 1360-343-4330 Special Events - Dumpster Delivery/Pickup 100 0.00% $ (3,279) $ 1,194 $ 1,391 $ 1,300 Total Fees & Fines $ 1,100 -15.38% $ 3,375,613 $ 3,336,536 $ 3,307,993 $ 3,313,600 TOTAL CHARGES FOR SERVICES $ 3,301,100 -0.38% 4,597 4,025 3,751 5,000 1360-323-7010 Solid Waste - 10% Roll Off 4,500 -10.00% $ 4,597 $ 4,025 $ 3,751 $ 5,000 Total Franchise Fees $ 4,500 -10.00% $ 4,597 $ 4,025 $ 3,751 $ 5,000 TOTAL LICENSES & PERMITS $ 4,500 -10.00% 37,108 22,050 17,723 18,000 1500-361-1000 Interest Income 6,000 -66.67% - - (5,954) - 1500-361-3000 Unrealized Gain/(Loss) - 0.00% $ 37,108 $ 22,050 $ 11,769 $ 18,000 Total Interest Income $ 6,000 -66.67% 1,615 3,719 4,625 - 1500-364-1000 Sale of Surplus Assets - 0.00% 8,763 4,565 10,791 4,000 1500-365-1000 Recycling Scrap Metal Sales 4,000 0.00% - 73 7,695 - 1500-369-9000 Miscellaneous Revenues - 0.00% 17 53 27 - 0000-369-9091 Discounts - 0.00% $ 10,395 $ 8,410 $ 23,138 $ 4,000 Total Other Revenues $ 4,000 0.00% $ 47,503 $ 30,460 $ 34,907 $ 22,000 TOTAL INTEREST & OTHER REVENUES $ 10,000 -54.55% $ 3,427,713 $ 3,371,021 $ 3,346,651 $ 3,340,600 TOTAL FUND REVENUES $ 3,315,600 -0.75% 403-Revenues 8/29/2012 2:26 PM 145  403 SANITATION FUND - 1360 SOLID WASTE Actual Budget 2011-12 2012-13 % 2008-09 2009-10 2010-11 Adopted Adopted Change Personal Services: 19.87 19.62 18.75 19.00 Number of Funded Employees (FTE's) 19.00 608,078 533,567 526,368 553,756 534-1200 Regular Salaries 552,509 -0.23% - - - 488 534-1201 Service Awards 265 -45.70% - - - 18,519 534-1202 Incentive/Merit Pay 20,454 10.45% - - 16,464 - 534-1300 Part-Time Wages - 0.00% 11,042 13,083 13,810 12,500 534-1400 Salaries - Overtime 13,000 4.00% 11,078 9,745 14,103 14,267 534-1401 Salaries - Overtime Holiday Worked 14,200 -0.47% 36,681 31,761 32,357 31,249 534-2100 FICA Taxes 31,087 -0.52% 8,579 7,428 7,567 7,308 534-2101 Medicare 7,270 -0.52% 99,574 117,853 110,581 118,177 534-2200 Retirement Contributions 129,289 9.40% - 1,112 2,133 4,562 534-2204 Retirement Contributions - DC Plan 5,007 9.75% 138,547 125,407 122,238 135,302 534-2300 Dental, Life & Health Insurance 123,707 -8.57% 59,748 42,763 42,494 45,639 534-2400 Worker's Compensation 43,898 -3.81% $ 973,327 $ 882,720 $ 888,114 $ 941,767 Total Personal Services $ 940,686 -0.11% Operating Expenditures: - - 4,247 4,500 534-3400 Other Services 4,500 0.00% - - - 600 534-4000 Travel and Per Diem - -100.00% 2,483 3,191 3,037 2,965 534-4100 Communication Services 2,750 -7.25% 6 13 7 10 534-4200 Postage 150 1400.00% 5,859 6,469 5,668 6,200 534-4300 Utilities 8,620 39.03% 1,320 1,393 1,513 1,403 534-4400 Rentals & Leases 1,591 13.40% 149 922 534 541 534-4610 Maintenance Contracts 475 -12.20% 148,614 163,297 174,437 126,200 534-4620 Vehicle Repair 175,000 38.67% 349 2,189 260 1,000 534-4630 Equipment Repair - -100.00% 650 939 3,913 600 534-4640 Building Maintenance 600 0.00% - - 4 100 534-4650 Grounds Maintenance 100 0.00% 460 - 1,828 3,000 534-4700 Printing & Binding 1,500 -50.00% 466 540 669 1,170 534-4905 Safety Programs/Supplies 1,170 0.00% 637 - - - 534-4915 Legal Advertising - 0.00% 30 257 242 495 534-5100 Office Supplies 400 -19.19% 12,286 14,721 15,057 16,000 534-5200 Operating Supplies 18,500 15.63% 109,858 125,054 167,620 173,850 534-5204 Fuel & Oil 172,745 -0.64% 4,201 3,359 2,788 3,555 534-5210 Uniform Expense 3,780 6.33% 408,675 417,962 411,417 454,195 534-5219 Landfill Fees - Commercial 433,606 -4.53% 395,237 393,588 389,864 436,410 534-5220 Landfill Fees - Residential 415,063 -4.89% 181,525 199,819 203,649 214,785 534-5222 Landfill Fees - Yard Waste 221,220 3.00% 30,843 15,189 8,666 15,360 534-5225 Sanitation Containers - Bulk 15,360 0.00% 14,999 14,665 14,988 14,994 534-5226 Sanitation Containers - Residential 14,994 0.00% 420 - - - 534-5230 ACH/Credit Card Fees - 0.00% - - 500 - 534-5231 Computer Hardware/Software - 0.00% 171 - - 365 534-5400 Books, Dues & Publications 370 1.37% - - - 600 534-5500 Training - -100.00% $ 1,319,238 $ 1,363,566 $ 1,410,908 $ 1,478,898 Total Operating Expenditures $ 1,492,494 0.92% Capital Outlay: - 15,444 17,969 21,190 534-6402 Equipment 25,428 20.00% 4 yd Containers - 12 @ $554 6 yd Containers- 12 @ $720 8 yd containers - 12 @ $845 214,867 205,264 207,912 416,930 534-6404 Trucks 240,000 -42.44% Veh 2451 - '02 Inter/Peterson Knuckleboom Veh 2479 - '04 Ford/Pac Mac Knuckleboom $ 214,867 $ 220,709 $ 225,881 $ 438,120 Total Capital Outlay $ 265,428 -39.42% 2,507,433 2,466,994 2,524,904 2,858,785 TOTAL EXPENSES 2,698,608 -5.60% 1360-Solid Waste 8/29/2012 2:27 PM 146 SOLID WASTE Share of City Budget $2,698,608 , 7.5% 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 2008-09 2009-10 2010-11 2011-12 2011-12 2012-13 Promote Neighborhood Cleanups Household waste collections conducted n/a n/a 1 1 2 2
Educate and promote the reduction and diversion of solid waste from landfills.
Finalize negotiations for a new long-term contract with a local waste hauler that includes a payback to the City for single-stream recycling.
Conduct Neighborhood Clean-Up for household waste semi-annually. FUTURE GOALS
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
Implemented Neighborhood Clean-up for Bulk Household Waste during the months of January and August.
Updated the Solid Waste webpage to better inform both residents and businesses of all services provided to them by the City. PERFORMANCE EXCELLENCE Every Service – Every Employee – Every Day 147  403 SANITATION FUND - 1370 RECYCLING Actual Budget 2011-12 2012-13 % 2008-09 2009-10 2010-11 Adopted Adopted Change Personal Services: - - - - Number of Funded Employees (FTE's) - $ - $ - $ - $ - Total Personal Services $ - 0.00% Operating Expenditures: - - - - 534-4000 Travel and Per Diem 870 100.00% - - - - 534-4620 Vehicle Repair 7,400 100.00% - - - - 534-4630 Equipment Repair 6,500 100.00% - - - - 534-4700 Printing & Binding 1,500 100.00% - - - - 534-5200 Operating Supplies 7,500 100.00% - - - - 534-5400 Books, Dues & Publications 130 100.00% - - - - 534-5500 Training 430 100.00% $ - $ - $ - $ - Total Operating Expenditures $ 24,330 100.00% Capital Outlay: - - - - 534-6402 Equipment 21,190 100.00% 4 yd Containers - 10 @ $554 6 yd Containers- 10 @ $720 8 yd containers - 10 @ $845 $ - $ - $ - $ - Total Capital Outlay $ 21,190 100.00% - - - - TOTAL EXPENSES 45,520 100.00% 1370-Recycling 8/29/2012 2:27 PM 148 RECYCLING Share of City Budget $45,520, 0.1% 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 2008-09 2009-10 2010-11 2011-12 2011-12 2012-13 Promote Reduction of the Residential Waste Stream Single Stream Recycling Drop-Off Locations n/a 2 8 8 8 8 Recycling Tonnage Collected 150 161 172 172 241 275 Waste Stream Diverted from Landfills 1.5% 1.6% 2.4% 3.6% 2.5% 3.0% Promote Reduction of the Commercial Waste Stream Recycling Tonnage Collected n/a n/a n/a 1 250 275 Waste Stream Diverted from Landfills n/a n/a n/a 0.0% 2.4% 3.0%
Improve marketing and promotional ideas for the City's residential and commercial single stream recycling programs.
Finalize negotiations for a new long-term contract with a local waste hauler that includes a payback to the City for single-stream recycling.
Research and develop ways to recycle multi-family complexes. FUTURE GOALS
Secure a location to accept the City's single-stream recycling for both residential and commercial customers.
Increase waste stream diverted from landfills to 5% by expanding the City's recycling program by adding residential drop-off locations and advertising the new commercial program. PRIOR YEAR ACCOMPLISHMENTS
Implemented a new commercial recycling program with an associated fee schedule.
Installed large decals on Residential refuse trucks promoting single stream recycling.
Used Lamar signs as an advertising tool to promote residential single stream recycling. PERFORMANCE EXCELLENCE Every Service – Every Employee – Every Day 149  403 SANITATION FUND - 1500 NON-DEPARTMENTAL Actual Budget 2011-12 2012-13 % 2008-09 2009-10 2010-11 Adopted Adopted Change Personal Services: 19,084 9,706 3,203 1,500 534-1216 Final Leave Pay 1,500 0.00% 8,315 (1,483) 4,768 - 534-1250 Compensated Absences 636 (114) 364 - 534-2150 FICA - Compensated Absences $ 28,035 $ 8,109 $ 8,335 $ 1,500 Total Personal Services $ 1,500 0.00% Operating Expenditures: - - - - 534-4911 Holiday Gift Certificates 475 100.00% (626) 15,990 9,177 - 534-4924 Bad Debt Expense - 0.00% - - - 24,210 534-4995 Contingencies 24,580 1.53% 164,025 188,197 208,047 - 534-5900 Depreciation - 0.00% - 411 411 - 534-5910 Depreciation on Contributed Capital - 0.00% 9,357 7,888 - - 590-9502 OPEB Obligation - 0.00% $ 172,757 $ 212,486 $ 217,635 $ 24,210 Total Operating Expenditures $ 25,055 3.49% $ 200,791 $ 220,595 $ 225,970 $ 25,710 TOTAL EXPENSES $ 26,555 3.29% 928,460 708,003 708,039 288,742 581-9101 Transfer to General Fund 290,144 0.49% Per Cost Allocation Plan - - - 130,000 581-9102 Transfer to General Fund 130,000 0.00% Truck Additional Wear & Tear on Roadways 40,000 40,000 36,242 37,363 581-9141 Transfer to Utilities Fund 38,926 4.18% 10% of Customer Service Budget - - - - 581-9999 Reserved - Undesignated Net Assets 85,847 0.00% $ 968,460 $ 748,003 $ 744,281 $ 456,105 TotalTotal Other Other Financing Financing Activity Activity $ 544,917 19.47% $ 968,460 $ 748,003 $ 744,281 $ 456,105 TOTAL TRANSFERS $ 544,917 19.47% 19.87 19.62 18.75 19.00 NumberNumber of Employees (FTE's) of Funded Employees (FTE's) 19.00 0.00% 2,507,433 2,466,994 2,524,904 2,858,785 Solid Waste 2,698,608 -5.60% - - - - Recycling 45,520 100.00% 1,169,251 968,598 970,251 481,815 Non-Departmental 571,472 18.61% #DIV/0! (214,867) (220,709) (225,881) - Reclassification of Capital Outlay - 0.00% #DIV/0! $ 3,461,817 $ 3,214,884 $ 3,269,274 $ 3,340,600 TOTAL FUND EXPENSES $ 3,315,600 -0.75% $ (34,104) $ 156,138 $ 77,377 $ - NET REVENUE / (EXPENSE) $ - 0.00% 1500-NonDept_403 8/29/2012 2:28 PM 150 151  Golf Fund The Golf Fund encompasses 6.2% of the City’s activities and services and accounts for golf course 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 operates two championship 18-hole golf courses along with driving and putting ranges. Revenue Highlights $3.0 Budget. $2.5 2012-13. …… % Change $ Change Charges for Services 1,968,497 0.6% 12,297 $2.0 Interest & Other 97,430 4.7% 4,408 Millions $1.5 Interfund Transfers 0 (100.0%) (27,419) 2,065,927 (0.5%) (10,714) $1.0 $0.5 $0.0 Actual Actual Actual Budget Budget 2008-09 2009-10 2010-11 2011-12 2012-13 Charges for Services Interest & Other Interfund Transfers • Revenue expectations from greens fees, cart fees, memberships, and the driving range are in line with prior year actuals. • The fund is anticipated to be self-sustaining without a transfer from the General Fund to support operations. Expense Highlights $3.0 Budget. $2.5 2012-13. …… % Change $ Change Personal Services 1,068,771 2.5% 26,406 $2.0 Operations/Maintenance 893,242 12.8% 101,683 Millions $1.5 Capital Outlay 34,150 45.3% 10,650 $1.0 Interfund Transfers 52,214 (42.8%) (39,135) Contingencies/Reserves 17,550 (86.3%) 110,318 $0.5 2,065,927 (0.5%) (10,714) $0.0 Actual Actual Actual Budget Budget 2008-09 2009-10 2010-11 2011-12 2012-13 Personal Services Operations/ Maintenance Capital Outlay Capital Improvements Interfund Transfers Contingencies/ Reserves *Expenses shown on a cash basis, exclusive of reclassifications for the audited financial statements.* • The personal services increase is largely attributable to two cart/range attendants (0.94 FTE) not being reclassed to volunteer Marshal positions as budgeted in the previous year. • Operational cuts have been made to accommodate increases elsewhere in the budget. • The $52K interfund transfer to the General Fund does not represent the full $359K cost of services provided per the 2009 Cost Allocation Plan. At the Budget Meeting in August, City Council forgave a large portion of the transfer to permit the Golf Fund to retain all revenues for operational use. • Contingency funds in the amount of 1% of personnel and operating expenses have been budgeted to guard against unanticipated price increases (e.g. fuel, utilities), emergency repairs, or revenue shortfalls. 152  404 GOLF FUND - REVENUES Actual Budget 2011-12 2012-13 % 2008-09 2009-10 2010-11 Adopted City Manager Change 1,135,835 1,039,355 946,549 967,300 0700-347-5000 Greens Fees 950,000 -1.79% 152,429 114,460 115,263 115,000 0700-347-5020 Tournament Fees 115,000 0.00% 104,026 108,397 123,161 120,000 0700-347-5100 Membership Fees 125,000 4.17% 670,528 569,566 656,803 653,500 0700-347-5200 Golf Cart Rental 665,000 1.76% 2,799 1,812 1,671 3,000 0700-347-5210 Pull Cart Rental 2,000 -33.33% 98,557 80,463 86,902 86,900 0700-347-5300 Driving Range 87,000 0.12% 1,815 1,620 1,905 1,800 0700-347-5510 GHIN Handicapping Service 1,800 0.00% 15,838 18,599 22,335 8,700 0700-347-5900 League Play 22,697 160.89% $ 2,181,827 $ 1,934,271 $ 1,954,589 $ 1,956,200 Total Golf Operations $ 1,968,497 0.63% $ 2,181,827 $ 1,934,271 $ 1,954,589 $ 1,956,200 TOTAL CHARGES FOR SERVICES $ 1,968,497 0.63% - - 1,028 - 1500-361-1000 Interest Income 420 100.00% - - (493) - 1500-361-3000 Unrealized Gain/(Loss) - 0.00% $ - $ - $ 536 $ - Total Interest Income $ 420 100.00% 67,082 66,881 67,524 68,422 0700-347-5400 Rental and Lease Income - Restaurant & Pro Shop 72,410 5.83% 33,067 33,040 30,652 24,600 0700-362-2010 Rental and Lease Income - Tower 24,600 0.00% $ 100,149 $ 99,921 $ 98,176 $ 93,022 Total Rents and Royalties $ 97,010 4.29% 161 120 (264) - 0700-347-5920 Cash Over/(Under) - 0.00% 65,253 15,131 - - 1500-364-1000 Sale of Surplus Assets - 0.00% 13,418 1,789 70,043 - 1500-369-9000 Miscellaneous Revenues - 0.00% $ 78,831 $ 17,040 $ 69,779 $ - Total Other Revenues $ - 0.00% $ 178,980 $ 116,961 $ 168,491 $ 93,022 TOTAL INTEREST & OTHER REVENUES $ 97,430 4.74% 178,000 178,000 - 27,419 1600-381-0100 Transfer from General Fund - -100.00% $ 178,000 $ 178,000 $ - $ 27,419 Total Interfund Transfers $ - -100.00% $ 178,000 $ 178,000 $ - $ 27,419 TOTAL TRANSFERS IN $ - -100.00% $ 2,539,801 $ 2,229,232 $ 2,123,080 $ 2,076,641 TOTAL FUND REVENUES $ 2,065,927 -0.52% 404-Revenues 8/29/2012 2:42 PM 153  404 GOLF FUND - 0700 GOLF OPERATIONS Actual Budget 2011-12 2012-13 % 2008-09 2009-10 2010-11 Adopted Adopted Change Personal Services: 31.01 14.26 14.26 13.32 Number of Employees (FTE's) 14.26 850,865 314,880 72,069 308,365 572-1200 Regular Salaries 92,350 -70.05% - - - 271 572-1201 Service Awards 212 -21.77% - - - 12,067 572-1202 Incentive/Merit Pay 15,351 27.21% - - 237,301 - 572-1300 Part-Time Wages 230,347 100.00% 3,627 181 - - 572-1400 Salaries - Overtime 3,125 - - - 572-1401 Salaries - Overtime Holiday Worked 1,880 - - - 572-1503 Auto Allowance 52,923 19,399 18,942 18,802 572-2100 FICA Taxes 19,701 4.78% 12,377 4,537 4,430 4,397 572-2101 Medicare 4,607 4.78% 98,327 19,922 20,271 23,641 572-2200 Retirement Contributions 25,775 9.03% 63,730 4,332 7,346 7,567 572-2300 Dental, Life & Health Insurance 7,910 4.53% 17,581 4,543 4,250 4,694 572-2400 Worker's Compensation 5,402 15.08% $ 1,104,436 $ 367,794 $ 364,609 $ 379,804 Total Personal Services $ 401,655 5.75% Operating Expenditures: - 1,770 6,500 7,753 572-3100 Professional Services 38,137 391.90% 1,293 2,168 2,278 - 572-3400 Other Services 6,974 3,889 3,968 4,308 572-4100 Communication Services 4,145 -3.78% 209 256 169 250 572-4200 Postage 250 0.00% 129,933 89,866 79,231 91,500 572-4300 Utilities 83,193 -9.08% 36,672 118,235 123,343 123,005 572-4400 Rentals & Leases 122,305 -0.57% 11,201 8,688 7,796 1,791 572-4610 Maintenance Contracts 1,451 -18.98% 304 24 - - 572-4620 Vehicle Repair - 0.00% 38,534 2,881 3,730 2,000 572-4630 Equipment Repair 4,010 100.50% 6,310 7,280 11,686 3,950 572-4640 Building Maintenance 4,850 22.78% - - - 1,100 572-4645 Heating/Cooling Repairs 1,790 62.73% 351,613 - - - 572-4650 Grounds Maintenance 535 299 - 650 572-4700 Printing & Binding 650 0.00% 22,820 11,669 3,869 9,000 572-4800 Promotional Activities 9,500 5.56% 442 101 - - 572-4903 Sales Tax Expense/Penalty 2,116 105 3,411 - 572-4916 Inventory - Over/(Short) 969 626 889 1,178 572-5100 Office Supplies 1,320 12.05% 31,550 15,056 11,751 11,475 572-5200 Operating Supplies 13,475 17.43% 507 97 - - 572-5203 Fleet Maintenance Clearing Account 28,314 - 15 - 572-5204 Fuel & Oil 165 100.00% 948 - - - 572-5210 Uniform Expense 1,440 100.00% 29,282 27,526 29,038 30,084 572-5230 ACH/Credit Card Fees - -100.00% - - 2,499 - 572-5231 Computer Hardware/Software 300 100.00% 935 711 260 1,580 572-5400 Books, Dues & Publications 2,190 38.61% $ 701,459 $ 291,247 $ 290,433 $ 289,624 Total Operating Expenditures $ 289,171 -0.16% Capital Outlay: - - - - 572-6300 Improvements Other Than Building 3,000 100.00% Cart Paths - Pines hole 8 green to hole 9 tee box 1,570 - - 3,500 572-6402 Equipment - -100.00% - - 2,155 - 572-6420 Computer Hardware/Software 2,000 100.00% Starter Shack Laptops - 2 $ 1,570 $ - $ 2,155 $ 3,500 Total Capital Outlay $ 5,000 42.86% $ 32,703 $ - $ - $ - Total Capital Improvements Program $ - 0.00% Debt Service: - - - 127,868 590-7100 Principal Payments 129,793 1.51% Repay 1999 Bond debt payoff - year 3 of 20 200,581 163,993 73,590 41,349 591-7200 Interest Expense 39,424 -4.66% Repay 1999 Bond debt payoff - year 3 of 20 250 250 117 - 590-7300 Paying Agent Fees - 0.00% 9,028 9,028 126,900 - 590-7310 Amortization - 0.00% $ 209,859 $ 173,271 $ 200,606 $ 169,217 Total Debt Service $ 169,217 0.00% 2,050,028 832,312 857,804 842,145 TOTAL EXPENSES 865,043 2.72% 0700-Golf 8/29/2012 2:44 PM 154 GOLF OPERATIONS Share of City Budget $865,043, 2.5% 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 2008-09 2009-10 2010-11 2011-12 2011-12 2012-13 Ensure Player Satisfaction Active Memberships 374 357 572 512 600 600 Active Youth Memberships n/a n/a 60 86 100 100 Promote Play During Off-Peak Times Rounds Teeing Off Between Noon and 4pm n/a n/a 8,066 16,193 11,292 15,000 % of Rounds Teeing Off Between Noon and 4pm n/a n/a 16% 34% 23% 30% Marketing Rounds Distributed n/a n/a 557 365 750 775 Marketing Rounds Redeemed n/a n/a 441 508 600 650 Revenues Generated from Marketing Rounds n/a n/a $19,664 $39,074 $25,800 $45,000
Provide facility for hosting First Tee Program.
Increase the number of memberships to 600.
Increase rounds during off-peak times to 30% of total play.
Establish quality teaching program. FUTURE GOALS
Increase active memberships to 1000.
Install covered pavilion to increase revenue through rentals and tournaments. PRIOR YEAR ACCOMPLISHMENTS
Increased Corporate Challenge to two days a week.
Increased tournament and league play by 370 rounds or 6.1%.
Created City Club Championship. PERFORMANCE EXCELLENCE Every Service – Every Employee – Every Day 155  404 GOLF FUND - 0710 GROUNDS MAINTENANCE Actual Budget 2011-12 2012-13 % 2008-09 2009-10 2010-11 Adopted Adopted Change Personal Services: - 15.75 15.75 15.75 Number of Employees (FTE's) 15.75 - 453,588 420,797 450,024 572-1200 Regular Salaries 414,386 -7.92% - - - 217 572-1201 Service Awards 53 -75.58% - - - 15,352 572-1202 Incentive/Merit Pay 16,955 10.44% - - 16,130 - 572-1300 Part-Time Wages 35,380 100.00% - 1,675 925 2,600 572-1400 Salaries - Overtime 2,600 0.00% - 2,990 3,253 3,200 572-1401 Salaries - Overtime Holiday Worked 3,200 0.00% - 27,335 25,993 26,555 572-2100 FICA Taxes 26,593 0.14% - 6,393 6,079 6,210 572-2101 Medicare 6,219 0.14% - 96,506 85,382 95,610 572-2200 Retirement Contributions 98,727 3.26% - 409 1,018 2,022 572-2204 Retirement Contributions - DC Plan 3,032 49.95% - 48,172 46,188 53,735 572-2300 Dental, Life & Health Insurance 52,263 -2.74% - 6,295 5,808 6,536 572-2400 Worker's Compensation 7,208 10.28% $ - $ 643,363 $ 611,575 $ 662,061 Total Personal Services $ 666,616 0.69% Operating Expenditures: - - - 2,250 572-3100 Professional Services 2,250 0.00% - - 1,119 - 572-3400 Other Services 12,000 100.00% - 545 492 502 572-4100 Communication Services 585 16.53% - 44,616 46,607 42,000 572-4300 Utilities 11,185 -73.37% - 205 2,805 3,561 572-4400 Rentals & Leases 13,654 283.43% - 2,847 2,988 220 572-4610 Maintenance Contracts 220 0.00% - 207 168 500 572-4620 Vehicle Repair 500 0.00% - 39,613 34,662 31,000 572-4630 Equipment Repair 31,000 0.00% - 3,038 716 1,000 572-4640 Building Maintenance 1,000 0.00% - - - 8,000 572-4645 Heating/Cooling Repairs 400 -95.00% - 288,622 315,807 294,925 572-4650 Grounds Maintenance 282,925 -4.07% - - - 680 572-4905 Safety Programs/Supplies 680 0.00% - - - 39 572-5100 Office Supplies 45 15.38% - 8,863 11,210 8,000 572-5200 Operating Supplies 8,000 0.00% - 265 858 - 572-5203 Fleet Maintenance Clearing Account - 27,027 30,759 31,500 572-5204 Fuel & Oil 26,350 -16.35% - 933 3,191 3,273 572-5210 Uniform Expense 3,570 9.07% - - 646 3,000 572-5233 Tools 3,000 0.00% - 485 165 165 572-5400 Books, Dues & Publications 165 0.00% $ - $ 417,264 $ 452,192 $ 430,615 Total Operating Expenditures $ 397,529 -7.68% Capital Outlay: - - 77,600 20,000 572-6402 Equipment 29,150 45.75% Sand Trap Rake FCC Narrowband Migration - 2 radios $ - $ - $ 77,600 $ 20,000 Total Capital Outlay $ 29,150 45.75% Debt Service: - - - 68,025 590-7100 Principal Payments 33,828 -50.27% Landscaping Equipment Lease - year 6 of 6 2011 Cap Imp Rev Note -Equipment- yr 2 of 5 2013 Equip Rev Note -Fairway Sweeper/Vacuum- yr 1 of 10 - 5,072 4,147 3,295 591-7200 Interest Expense 2,422 -26.49% Landscaping Equipment Lease - year 6 of 6 2011 Cap Imp Rev Note -Equipment- yr 2 of 5 2013 Equip Rev Note -Fairway Sweeper/Vacuum- yr 1 of 10 - - 316 - 590-7310 Amortization - 0.00% $ - $ 5,072 $ 4,463 $ 71,320 Total Debt Service $ 36,250 -49.17% - 1,065,699 1,145,830 1,183,996 TOTAL EXPENSES 1,129,545 -4.60% 0710-Grounds 8/29/2012 2:44 PM 156 GROUNDS MAINTENANCE Share of City Budget $1,129,545 , 3.3% 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 2008-09 2009-10 2010-11 2011-12 2011-12 2012-13 Reduce Maintenance Costs Out-of-Play Areas with Native Plant Material n/a n/a n/a 10% 10%
Continue to naturalize out of play areas with native plant material to reduce maintenance costs.
Provide a quality course conditions despite not overseeding the Pines & Oaks fairways this upcomming winter. FUTURE GOALS
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 and relocate green hole #4 of the Oaks course to provide better growing conditions. PRIOR YEAR ACCOMPLISHMENTS
Planted 200 slash pine trees throughout Pines & Oaks golf courses to replace trees damaged by lightning and insect damage.
Planted native plans in wooded area holes #4 & 5 Pines & #10, 11, 12 & 13 Oaks Courses.
Eliminated overseeding of fairways Oaks course to reduce costs of seed & fertilizer and improve turf quality of bermuda grass.
Planted cordgrass in canals holes #3 & 6 of the Oaks course to eliminate storm runoff erosion problem & enhance appearance.
Added additional drainage in approach area hole #11 Oaks course to eliminate wet conditions. PERFORMANCE EXCELLENCE Every Service – Every Employee – Every Day 157  404 GOLF FUND - 1500 NON-DEPARTMENTAL Actual Budget 2011-12 2012-13 % 2008-09 2009-10 2010-11 Adopted Adopted Change Personal Services: 24,272 5,201 1,394 500 572-1216 Final Leave Pay 500 0.00% (6,828) 5,248 (1,510) - 572-1250 Compensated Absences (524) 402 (116) - 572-2150 FICA - Compensated Absences $ 16,920 $ 10,851 $ (232) $ 500 Total Personal Services $ 500 0.00% Operating Expenditures: 10,000 - - - 572-3200 Audit/Accounting - 0.00% - - - - 572-4911 Holiday Gift Certificates 1,075 100.00% - 41 (265) - 572-4916 Inventory (Short)/Over - 0.00% - - - - 572-4995 Contingencies 17,550 100.00% 427,256 289,717 263,068 - 572-5900 Depreciation - 0.00% - 13,003 13,003 - 536-5910 Depreciation on Contributed Capital - 0.00% 9,679 (7,690) - - 590-9502 OPEB Obligation - 0.00% $ 446,936 $ 295,072 $ 275,806 $ - Total Operating Expenditures $ 18,625 100.00% $ 463,856 $ 305,923 $ 275,575 $ 500 TOTAL EXPENSES $ 19,125 3725.00% 49,810 25,000 99 50,000 581-9101 Transfer to General Fund 52,214 4.43% Per Cost Allocation Plan - - - - 581-9999 Reserved - Undesignated Net Assets - 100.00% $ 49,810 $ 25,000 $ 99 $ 50,000 TotalTotal Other Other Financing Financing Activity Activity $ 52,214 4.43% $ 49,810 $ 25,000 $ 99 $ 50,000 TOTAL TRANSFERS $ 52,214 4.43% 31.01 30.01 30.01 29.07 NumberNumber of Employees (FTE's) of Funded Employees (FTE's) 30.01 3.23% 2,050,028 832,312 857,804 842,145 Golf Operations 865,043 2.72% - 1,065,699 1,145,830 1,183,996 Grounds Maintenance 1,129,545 -4.60% 513,665 330,923 275,674 50,500 Non-Departmental 71,339 41.27% (34,273) - (79,756) - Reclassification of Capital Outlay - 0.00% $ 2,529,420 $ 2,228,934 $ 2,199,552 $ 2,076,641 TOTAL FUND EXPENSES $ 2,065,927 -0.52% $ 10,381 $ 298 $ (76,472) $ - NET REVENUE / (EXPENSE) $ - 0.00% 1500-NonDept_404 8/29/2012 2:45 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 $1,400 Budget. $1,200 …… 2012-13. % Change $ Change Charges for Services 574,000 (2.9%) (17,000) $1,000 Interest & Other 1,400 (53.3%) (1,600) Thousands $800 Appropriations 0 (100.0%) (100,172) $600 575,400 (17.1%) (118,772) $400 $200 $0 Actual Actual Actual Budget Budget 2008-09 2009-10 2010-11 2011-12 2012-13 Charges for Services Intergov't Revenue Interest & Other Interfund Transfers Appropriations • Service fees are budgeted to decrease based on the determination that the School Board is exempt from the stormwater fee. Expense Highlights $1,400 Budget. $1,200 …… 2012-13. % Change $ Change $1,000 Personal Services 296,834 3.3% 9,574 Thousands $800 Operations/Maintenance 107,643 22.1% 19,481 Capital Outlay 21,500 100.0% 21,500 $600 Capital Improvements 0 (100.0%) (300,000) $400 Interfund Transfers 23,228 54.9% 8,228 $200 Contingencies/Reserves 126,195 3265.2% 122,445 $0 575,400 (17.1%) (118,772) Actual Actual Actual Budget Budget 2008-09 2009-10 2010-11 2011-12 2012-13 Personal Services Operations/ Maintenance Capital Outlay Capital Improvements Interfund Transfers Contingencies/ Reserves *Expenses shown on a cash basis, exclusive of reclassifications for the audited financial statements.* • Operating expenses are budgeted to increase due to hydraulic modeling software maintenance and hazardous waste disposal fees. • No capital improvements are budgeted pending completion of the Stormwater Master Plan, anticipated in January 2013. Those funds have been budgeted as reserves for future use, accounting for the large increase in that category. • The $73K interfund transfer to the General Fund represents the full cost of services provided per the 2009 Cost Allocation Plan. In previous years, City Council forgave a large portion of the transfer to permit the Stormwater Fund to retain revenues for capital projects. The fund is now self-sustaining. • An $8K transfer to the Utilities Fund is budgeted for providing billing and customer service. 160  405 STORMWATER FUND - REVENUES Actual Budget 2011-12 2012-13 % 2008-09 2009-10 2010-11 Adopted Adopted Change 316,676 324,046 335,785 336,000 1380-343-7001 Stormwater Management Fee - Residential 336,000 0.00% 335,988 302,859 146,069 255,000 1380-343-7101 Stormwater Management Fee - Commercial 238,000 -6.67% $ 652,664 $ 626,905 $ 481,854 $ 591,000 Total Stormwater Operations $ 574,000 -2.88% $ 652,664 $ 626,905 $ 481,854 $ 591,000 TOTAL CHARGES FOR SERVICES $ 574,000 -2.88% 109 1,407 3,740 3,000 1500-361-1000 Interest Income 1,400 -53.33% - - (1,188) - 1500-361-3000 Unrealized Gain/(Loss) - 0.00% $ 109 $ 1,407 $ 2,552 $ 3,000 Total Interest Income $ 1,400 -53.33% - 19,314 1,111 - 1500-364-1000 Sale of Surplus Assets - 0.00% 503,763 121,058 4,000 - Prior Year Grants - 0.00% 186 13 10,013 - Miscellaneous Revenues - 0.00% $ 503,949 $ 140,385 $ 15,124 $ - Total Other Revenues $ - 0.00% $ 504,058 $ 141,792 $ 17,676 $ 3,000 TOTAL INTEREST & OTHER REVENUES $ 1,400 100.00% - 325 - - 1600-349-1010 Transfer from CRA Fund - 0.00% 140,210 - - - 1600-381-0100 Transfer from General Fund - 0.00% 10,073 - - - 1600-382-4100 Transfer from Utilities Fund - 0.00% $ 150,283 $ 325 $ - $ - Total Interfund Transfers $ - 0.00% - - - 100,172 1600-389-9300 Appropriation from Net Assets - -100.00% $ - $ - $ - $ 100,172 Total Non-Operating Sources $ - -100.00% $ 150,283 $ 325 $ - $ 100,172 TOTAL TRANSFERS IN $ - 100.00% $ 1,307,005 $ 769,021 $ 499,530 $ 694,172 TOTAL FUND REVENUES $ 575,400 -17.11% 405-Revenues 8/29/2012 3:04 PM 161  405 STORMWATER FUND - 1380 STORMWATER Actual Budget 2011-12 2012-13 % 2008-09 2009-10 2010-11 Adopted Adopted Change Personal Services: 8.00 8.00 6.00 6.00 Number of Funded Employees (FTE's) 6.00 222,418 211,301 184,037 184,510 538-1200 Regular Salaries 184,510 0.00% - - - 55 538-1201 Service Awards - -100.00% - - - 5,848 538-1202 Incentive/Merit Pay 6,459 10.45% 1,279 2,399 632 1,000 538-1400 Salaries - Overtime 1,000 0.00% - 261 - - 538-1401 Salaries - Holiday Worked 13,243 12,613 10,715 10,742 538-2100 FICA Taxes 10,695 -0.44% 3,097 2,950 2,506 2,512 538-2101 Medicare 2,501 -0.44% 36,906 41,422 34,305 39,809 538-2200 Retirement Contributions 43,486 9.24% - 1,597 1,395 2,153 538-2204 Retirement Contributions - DC Plan 2,153 0.00% 27,443 31,571 33,488 30,879 538-2300 Dental, Life & Health Insurance 32,071 3.86% 11,666 8,172 9,288 9,252 538-2400 Worker's Compensation 13,459 45.47% $ 316,052 $ 312,285 $ 276,366 $ 286,760 Total Personal Services $ 296,334 3.34% Operating Expenditures: - - - 613 538-3100 Professional Services 5,144 739.15% 395 - 41 450 538-4000 Travel and Per Diem 450 0.00% 1,267 1,251 1,033 1,021 538-4100 Communication Services 2,545 149.27% - 24 16 10 538-4200 Postage 25 150.00% 363 2,118 1,118 1,200 538-4300 Utilities 1,174 -2.17% 65 77 - - 538-4400 Rentals & Leases - 0.00% 2,085 1,131 565 - 538-4610 Maintenance Contracts - 0.00% 9,850 12,000 17,988 10,000 538-4620 Vehicle Repair 16,000 60.00% 4,575 6,405 14,239 8,000 538-4630 Equipment Repair 9,700 21.25% 8,485 5,669 2,137 24,400 538-4680 Plant & System Repair 24,400 0.00% 1,299 480 346 1,230 538-4905 Safety Programs/Supply 1,230 0.00% - 113 378 500 538-5100 Office Supplies 500 0.00% 3,628 2,877 2,309 2,100 538-5200 Operating Supplies 2,100 0.00% 11,088 11,506 20,279 23,700 538-5204 Fuel & Oil 17,915 -24.41% 1,516 1,192 944 938 538-5210 Uniform Expense 1,260 34.33% - - - - 538-5222 Landfill Fees 10,000 100.00% - - 89 2,000 538-5233 Tools 2,000 0.00% 12,878 10,055 14,925 10,000 538-5300 Road Materials & Supplies 10,000 0.00% - - 557 500 538-5400 Books, Dues, & Publications 500 0.00% - 25 2,127 1,500 538-5500 Training 2,550 70.00% 15,000 - - - 538-8200 Grants & Aids - 0.00% (10,105) (36,050) (57,851) - 538-9905 Capitalized Costs Allocation - Labor - 0.00% - (16,538) (25,703) - 538-9906 Capitalized Costs Allocation - Benefits - 0.00% - (8,416) (12,406) - 538-9907 Capitalized Costs Allocation - Overhead - 0.00% $ 62,389 $ (6,083) $ (16,868) $ 88,162 Total Operating Expenditures $ 107,493 21.93% Capital Outlay: - 13,181 3,655 - 538-6402 Equipment 21,500 100.00% MJ368 - '92 Toro - 72" Mower Side Discharge Deck $ - $ 13,181 $ 3,655 $ - Total Capital Outlay $ 21,500 100.00% Capital Improvements Program: - 87,355 118,851 - 5019 - Storm Drainage Improvement - 0.00% 532,493 136,109 57,439 300,000 Prior Years Capital Improvement Program $ 532,493 $ 223,464 $ 176,290 $ 300,000 Total Capital Improvements Program $ - -100.00% Debt Service 2,053 1,211 336 - 591-7200 Interest Expense - 0.00% $ 2,053 $ 1,211 $ 336 $ - Total Debt Service $ - 0.00% $ 912,987 $ 544,059 $ 439,778 $ 674,922 TOTAL EXPENSES $ 425,327 -36.98% 1380-Storm 8/29/2012 3:04 PM 162 STORMWATER Share of City Budget $425,327, 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 2008-09 2009-10 2010-11 2011-12 2011-12 2012-13 Improve Water Quality City Streets Swept at Least Once per Month n/a n/a n/a 93% 95% 95% Cubic Yards of Debris Removed from Stormwater Separators n/a n/a 5 6 6 6 Improve Stormwater Infrastructure Linear Feet of New Stormwater Pirpe Installed 1540 0 0 120 100 100 Linear Feet of Stormwater Pipe Replaced 165 440 880 290 200 200 Stormwater Line System Replaced 0.1% 0.2% 0.4% 0.1% 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.
Complete a Stormwater Master Plan that includes a hydraulic model of existing infrastructure to determine recommended system improvements for both water quantity and quality. FUTURE GOALS
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
Replaced the outfall and 300 linear feet of failing 18" corrugated metal pipe along Bay Drive SE.
Removed and replaced the outfall and 130 linear feet of failing 18" corrugated metal pipe along Alconese Avenue SE.
Installed curb inlet and 120 linear feet of 8" perforated PVC at the intersection of Hughes St. NE and Ferry Rd NE to alleviate flooding. PERFORMANCE EXCELLENCE Every Service – Every Employee – Every Day 163  405 STORMWATER FUND - 1500 NON-DEPARTMENTAL Actual Budget 2011-12 2012-13 % 2008-09 2009-10 2010-11 Adopted Adopted Change Personal Services: 43 761 - 500 538-1216 Final Leave Pay 500 0.00% 8,185 (642) 2,460 - 538-1250 Compensated Absences 627 (50) 188 - 538-2150 FICA - Compensated Absences $ 8,855 $ 69 $ 2,648 $ 500 Total Personal Services $ 500 0.00% Operating Expenditures: - - - - 538-4911 Holiday Gift Certificates 150 100.00% 3,665 3,885 688 - 538-4924 Bad Debt Expense - 0.00% - - - 3,750 538-4995 Contingencies 4,040 7.73% 46,589 20,983 38,290 - 538-5900 Depreciation - 0.00% - 39,289 32,388 - 538-5910 Depreciation on Contributed Capital - 0.00% 2,581 (1,688) - - 590-9502 OPEB Obligation - 0.00% $ 52,836 $ 62,469 $ 71,366 $ 3,750 Total Operating Expenditures $ 4,190 11.73% $ 61,690 $ 62,538 $ 74,014 $ 4,250 TOTAL EXPENSES $ 4,690 10.35% 2,725 15,000 15,022 15,000 581-9101 Transfer to General Fund 73,372 389.15% Per Cost Allocation Plan 23,176 - - - 581-9141 Transfer to Utilities Fund 7,785 100.00% 2% of Customer Service Budget - - - - 581-9999 Reserved - Undesignated Net Assets 64,226 100.00% $ 25,901 $ 15,000 $ 15,022 $ 15,000 TotalTotal Other Other Financing Financing Activity Activity $ 145,383 869.22% $ 25,901 $ 15,000 $ 15,022 $ 15,000 TOTAL TRANSFERS $ 145,383 869.22% 8.00 8.00 6.00 6.00 NumberNumber of Employees (FTE's) of Funded Employees (FTE's) 6.00 0.00% 912,987 544,059 439,778 674,922 Stormwater 425,327 -36.98% 87,591 77,538 89,036 19,250 Non-Departmental 150,073 679.60% (505,256) (231,645) (174,249) - Reclassification of Capital Outlay - 0.00% $ 495,323 $ 389,951 $ 354,565 $ 694,172 TOTAL FUND EXPENSES $ 575,400 -17.11% $ 811,683 $ 379,070 $ 144,965 $ - NET REVENUE / (EXPENSE) $ - 0.00% 1500-NonDept_405 8/29/2012 3:05 PM 164 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. Each year as part of the budget process, the fleet is evaluated based on established replacement criteria and a five-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 165  Repl Department Acct Vehicle Year Make Description Replacement Criteria Points FY13 Age Mileage Maintenance TOTAL Fire 0900 401 1947 Chevy Fire Truck 32.5 0.6 5 38.1 Police 0800 2505 2002 Ford Crown Victoria Police Interceptor 5.0 27.3 4 36.3 remove Police 0800 2500 2000 Ford Crown Victoria Police Interceptor 6.0 20.1 5 31.1 remove Facilities 1230 2286 1990 GMC 3/4 Ton Pickup Truck W/ V-8 11.0 12.8 4 27.8 Police 0800 2406 1999 Ford Crown Victoria Police Interceptor 6.5 14.7 5 26.2 remove Police 0800 2442 2001 Ford Crown Victoria Police Interceptor 5.5 15.7 5 26.2 remove Police 0800 2460 2003 Ford Crown Victoria Police Interceptor 4.5 15.2 5 24.7 remove Parks 1010 2321 1991 Ford F150 1/2 Ton Pickup Truck 10.5 10.0 4 24.5 Fire 0900 2377 1996 Pierce Ladder Fire Truck 6 8.0 13.3 3 24.3 Police 0800 2504 2002 Ford Crown Victoria Police Interceptor 5.0 17.2 4 26.2 remove Police 0800 2435 1976 Chevy Van 18.0 3.2 3 24.2 Police 0800 2420 2000 Ford Crown Victoria Police Interceptor 6.0 13.2 5 24.2 remove Fire 0900 2351 1993 Pierce Arrow Pierce Custom Pumper Mounted on Arrow Chassis 9.5 12.5 2 24.0 Police 0800 2386 1997 Jeep Jeep Cherokee 7.5 14.5 2 24.0 Police 0800 2421 2000 Ford Crown Victoria Police Interceptor 6.0 14.7 3 23.7 remove Police 0800 2443 2001 Ford Crown Victoria Police Interceptor 5.5 14.1 4 23.6 remove Police 0800 2404 1999 Ford Crown Victoria Police Interceptor 6.5 13.8 3 23.3 remove Police 0800 2459 2003 Ford Crown Victoria Police Interceptor 4.5 13.7 5 23.2 Police 0800 2514 2000 Ford Crown Victoria Police Interceptor 6.0 13.8 5 24.8 Police 0800 2570 2004 Nissan Altima 4.0 18.5 0 22.5 Fire 0900 2387 1997 GMC 1/2 Ton Pickup Truck 7.5 11.0 4 22.5
Fleet 1220 2279 1989 Chevy 1/2 Ton Pickup Truck W/ V-8, Std. Bed CC10703 11.5 8.9 2 22.4 Police 0800 2403 1999 Ford Crown Victoria Police Interceptor 6.5 12.9 3 22.4 Police 0800 2418 2000 Ford Crown Victoria Police Interceptor 6.0 11.2 5 22.2 Police 0800 2461 2003 Ford Crown Victoria Police Interceptor 4.5 12.4 5 21.9
Police 0800 2449 2002 Ford Crown Victoria Police Interceptor 5.0 13.7 3 21.7
Police 0800 2410 1999 Ford Crown Victoria Police Interceptor 6.5 12.2 3 21.7
Police 0800 2512 1999 Chrysler Jeep Cherokee 6.5 14.1 1 21.6 Facilities 1230 2378 1997 Ford F250 3/4 Ton Pickup Truck 7.5 12.9 1 21.4 Police 0800 2419 2000 Ford Crown Victoria Police Interceptor 6.0 12.3 3 21.3 Fleet 1220 2300 1990 Chevy 1/2 Ton Fleetside Pickup Truck 11.0 7.9 2 20.9 Police 0800 2417 2000 Ford Crown Victoria Police Interceptor 6.0 10.8 4 20.8 Police 0800 2475 2004 Ford Crown Victoria Police Interceptor 4.0 11.6 5 20.6 Police 0800 2503 2000 Ford Crown Victoria Police Interceptor 6.0 12.5 5 23.5 Police 0800 2585 2003 Kia Rio 4.5 15.0 0 19.5 Police 0800 2368 1996 Jeep Jeep Cherokee 8.0 9.4 2 19.4 Police 0800 2384 1997 Chevy Lumina 7.5 10.7 1 19.2 Police 0800 2441 2001 Ford Crown Victoria Police Interceptor 5.5 10.4 3 18.9 Police 0800 2361 1995 GMC Safari Van 8.5 8.4 2 18.9 Police 0800 2541 1997 Toyota 4 Runner SUV 7.5 11.3 0 18.8 Police 0800 2407 1999 Ford Crown Victoria Police Interceptor 6.5 10.2 2 18.7 Facilities 1230 2400 1999 International Bucket Truck 6.5 9.1 3 18.6 Facilities 1230 2316 1991 Ford F250 3/4 Ton Pickup Truck 10.5 6.8 1 18.3 Fire 0900 2550 2002 Ford Explorer 5.0 11.2 1 17.2 Police 0800 2446 2002 Ford Crown Victoria Police Interceptor 5.0 9.2 3 17.2 Police 0800 2496 2006 Ford Crown Victoria Police Interceptor 3.0 11.1 3 17.1 Fire 0900 2482 2001 Chevy Blazer 5.5 9.5 2 17.0 Facilities 1230 2369 1996 Ford Ranger XL 8.0 6.9 2 16.9 Police 0800 2521 2000 Ford Crown Victoria Police Interceptor 6.0 8.8 5 19.8 Police 0800 2520 2000 Ford Crown Victoria Police Interceptor 6.0 8.4 5 19.4 Right-of-Way 1015 2558 2001 Dodge Dakota Pickup Truck 5.5 9.7 1 16.2 Police 0800 2489 2005 Ford Crown Victoria Police Interceptor 3.5 9.0 3 15.5 Police 0800 2434 2001 Ford Taurus 5.5 6.4 3 14.9 Street 1240 2390 1997 Ford Asphalt Truck 7.5 6.3 1 14.8 Facilities 1230 2456 2002 GMC GMC Sierra 1500 1/2 ton Pick up 5.0 7.6 2 14.6 Parks 1010 2426 2001 Dodge Ram 1500 1/2 ton 5.5 7.9 1 14.4 Parks 1010 2402 1999 Dodge 1/2 Ton Pickup Truck 6.5 4.8 3 14.3 Street 1240 2437 2001 Chrysler Ram 1500 1/2 ton Pickup Truck 5.5 6.8 2 14.3 Police 0800 2448 2002 Ford Crown Victoria Police Interceptor 5.0 6.6 2 13.6 Police 0800 2547 2008 Ford Crown Victoria Police Interceptor 2.0 8.3 3 13.3 Police 0800 2447 2002 Ford Crown Victoria Police Interceptor 5.0 7.2 1 13.2 Street 1240 2439 2001 Chrysler Ram 3500 1 Ton Pickup Truck 5.5 6.6 1 13.1 Police 0800 2554 2001 Mercury Sable 5.5 7.2 0 12.7 Parks 1010 2466 2003 Ford F150 1/2 Ton Pickup Truck 4.5 5.2 3 12.7 Fleet 1220 2294 1990 Dodge D-250 3/4 Ton Cab/Chassis, w/Service Body 11.0 0.3 1 12.3 Police 0800 2495 2006 Ford Crown Victoria Police Interceptor 3.0 6.3 3 12.3 Police 0800 2526 2007 Ford Crown Victoria Police Interceptor 2.5 8.4 1 11.9 166  Repl Department Acct Vehicle Year Make Description Replacement Criteria Points FY13 Age Mileage Maintenance TOTAL Right-of-Way 1015 2563 2006 Ford E350 Van 3.0 7.7 1 11.7 Police 0800 2513 2005 Buick LeSabre 3.5 8.2 0 11.7 Police 0800 2494 2006 Ford Crown Victoria Police Interceptor 3.0 7.0 1 11.0 Facilities 1230 2470 2003 Ford Cargo Van 4.5 5.2 1 10.7 Fire 0900 2483 2004 E-One Fire Truck Engine 7 4.0 6.6 0 10.6 Police 0800 2546 2008 Ford Crown Victoria Police Interceptor 2.0 7.4 1 10.4 Parks 1010 2465 2003 Ford F150 1/2 Ton Pickup Truck 4.5 5.7 0 10.2 Police 0800 2527 2007 Ford Crown Victoria Police Interceptor 2.5 7.6 0 10.1 Facilities 1230 2425 2000 Ford F150 1/2 Ton Pickup Truck 6.0 4.0 0 10.0 Parks 1010 2477 2004 Chevy 1/2 Ton Pickup Truck 4.0 4.2 1 9.2 Code Enforce 1217 2455 2002 Ford Ranger 5.0 3.2 1 9.2 Police 0800 2548 2008 Ford Crown Victoria Police Interceptor 2.0 6.1 1 9.1 Fire 0900 2506 2006 GMC Rescue 6 Paramedic Truck 3.0 5.8 0 8.8 Police 0800 2553 2006 Dodge Charger 3.0 5.8 1 9.8 Recreation 1000 2485 2005 Chevy 1/2 Ton Pickup Truck 3.5 5.1 0 8.6 Police 0800 2525 2007 Ford Crown Victoria Police Interceptor 2.5 4.9 1 8.4 Police 0800 2408 1998 Ford E150 Van 7.0 1.1 0 8.1 Parks 1010 2498 2006 Ford 3/4 Ton Pickup Truck 3.0 3.8 1 7.8 Fire 0900 2531 2007 Yukon GMC Yukon 2500 3/4 Ton 2.5 5.1 0 7.6 Street 1240 2486 2005 Chevy 1/2 Ton Pickup Truck 3.5 2.9 1 7.4 Police 0800 2556 2009 Ford Crown Victoria Police Interceptor 1.5 4.8 0 6.3 Parks 1010 2497 2006 Ford 3/4 Ton Pickup Truck 3.0 2.0 1 6.0 Parks 1010 2532 2007 Ford F150 1/2 Ton Pickup Truck 2.5 2.4 1 5.9 Police 0800 2555 2009 Ford Crown Victoria Police Interceptor 1.5 4.2 0 5.7 Facilities 1230 2540 2007 Dodge Ram 3/4 Ton Pickup Truck 2.5 3.1 0 5.6 Fleet 1220 2510 2007 Chevy 1 Ton Pickup truck 2.5 1.6 1 5.1 Police 0800 2499 2006 Ford 3/4 Ton Pickup Truck 3.0 2.1 0 5.1 Police 0800 2549 2008 Ford Crown Victoria Police Interceptor 2.0 2.6 0 4.6 Street 1240 2542 2008 Ford F-550 Flatbed Dump Truck 2.0 2.5 0 4.5 Police 0800 2524 2007 Ford Crown Victoria Police Interceptor 2.5 1.0 1 4.5 Code Enforce 1217 2535 2008 Ford Ranger 2.0 2.5 0 4.5 Fire 0900 2543 2008 Ford Ranger 2.0 2.4 0 4.4 Engineering 1200 2537 2007 Ford F150 1/2 Ton Pickup Truck 2.5 1.7 0 4.2 Police 0800 2561 2010 Ford Expedition (U.S. Marshal) 1.0 1.7 0 2.7 Recreation 1000 2557 2009 Ford F-150 1/2 Ton Pickup Truck 1.5 0.7 0 2.2 Parks 1010 2569 2011 Ford F150 1/2 Ton Pickup Truck 0.5 1.4 0 1.9 Police 0800 2565 2011 Ford Crown Victoria Police Interceptor 0.5 1.0 0 1.5 Police 0800 2564 2011 Ford Crown Victoria Police Interceptor 0.5 1.0 0 1.5 Police 0800 2567 2011 Ford Crown Victoria Police Interceptor 0.5 0.9 0 1.4 Police 0800 2566 2011 Ford Crown Victoria Police Interceptor 0.5 0.9 0 1.4 Police 0800 2578 2011 Ford Crown Victoria Police Interceptor 0.5 0.7 0 1.2 Police 0800 2577 2011 Ford Crown Victoria Police Interceptor 0.5 0.5 0 1.0 Police 0800 2576 2011 Ford Crown Victoria Police Interceptor 0.5 0.4 0 0.9 Police 0800 2579 2011 Ford Crown Victoria Police Interceptor 0.5 0.4 0 0.9 Fire 0900 2586 2012 E-One Typhoon 0.0 0.2 0 0.2 Parks 1010 2582 2012 Ford F150 1/2 Ton Pickup Truck 0.0 0.1 0 0.1 Building & Zoning 1215 2492 2006 Ford Ranger XLT Pickup Truck 3.0 4.4 0 7.4 Building & Zoning 1215 2508 2007 Ford Ranger 2.5 3.8 0 6.3 Police CRA 0800 2488 2005 Ford Crown Victoria Police Interceptor 3.5 6.0 1 10.5 Police CRA 0800 2523 2007 Ford Crown Victoria Police Interceptor 2.5 5.0 1 8.5 Police CRA 0800 2573 2011 Ford Crown Victoria Police Interceptor 0.5 0.3 0 0.8 Police CRA 0800 2574 2011 Ford Crown Victoria Police Interceptor 0.5 0.2 0 0.7 Police CRA 0800 2575 2011 Ford Crown Victoria Police Interceptor 0.5 0.2 0 0.7 Right-of-Way / CRA 2000 2457 2002 GMC GMC Sierra 1500 1/2 Ton Pick up 5.0 0.5 1 6.5 Right-of-Way / CRA 2000 2487 2005 Chevy 1/2 Ton Pickup Truck 3.5 3.4 1 7.9 Water Operations 1310 2444 2001 Dodge Ram 1500 1/2 ton Pickup Truck 5.5 12.9 5 23.4 Water Operations 1310 2458 2002 GMC GMC Sierra 1500 1/2 ton Pick up 5.0 15.6 2 22.6 Water Distribution 1340 2430 2000 Dodge Ram 2500 Van 6.0 14.4 2 22.4 Sewer Collections 1350 2343 1992 Ford F700 Cab & Chassis W/ 12' Flat Bed Dump Body 10.0 8.5 3 21.5
Water Operations 1310 2427 2000 Chevy 3/4 Ton Pickup Truck 6.0 11.1 3 20.1 Sewer Operations 1350 2462 2002 International 12yd Dump Truck 5.0 12.3 2 19.3 Sewer Collections 1350 2322 1991 Ford F150 1/2 Ton Pickup Truck 10.5 4.8 4 19.3 Sewer Collections 1350 2474 1994 Chevy Panel Van 9.0 5.8 2 16.8 Sewer Collections 1350 2398 1998 Ford F250 1 1/2 Ton Pickup Truck 7.0 8.3 1 16.3 167  Repl Department Acct Vehicle Year Make Description Replacement Criteria Points FY13 Age Mileage Maintenance TOTAL Water Operations 1310 2469 2003 Ford Ranger 4.5 9.2 2 15.7 Water Distribution 1340 2471 2003 Ford F350 1 Ton Pickup Truck 4.5 9.1 2 15.6 Water Distribution 1340 2411 1999 Chevy Chevy 3/4 ton Pickup Truck 6.5 7.8 1 15.3 Water Distribution 1340 2432 2000 Ford Flatbed Truck w/dump body 6.0 5.9 1 12.9 Sewer Collections 1350 2438 2001 Chrysler Ram 3500 1 Ton Pickup Truck 5.5 5.8 1 12.3 Sewer Collections 1350 2414 1999 Sterling 12 yard Dump Truck 6.5 4.7 1 12.2 Water Operations 1310 2493 2006 GMC 1/2 Ton Sierra Pickup Truck 3.0 7.2 1 11.2 Sewer Collections 1350 2362 1995 Chevy Van 8.5 1.4 0 9.9 Water Distribution 1340 2511 2007 Ford F350 1 Ton Pickup Truck 2.5 6.0 1 9.5 Sewer Collections 1350 2473 2003 Ford F450 1 Ton Pickup Truck w/Articulated Crane 4.5 3.3 0 7.8 Sewer Collections 1350 2484 2005 Ford 3/4 Ton Pickup Truck 3.5 4.3 0 7.8 Sewer Collections 1350 2429 2001 Freight Liner Sewer Cleaner 5.5 0.2 2 7.7 Utilities Services 1300 2536 2007 Ford F150 1/2 Ton Pickup Truck 2.5 3.4 0 5.9 Sewer Collections 1350 2552 2008 Freight Liner Sewer Cleaner 2.0 2.5 0 4.5 Sewer Collections 1350 2530 2008 Ford 3/4 Ton F250 Pickup Truck 2.0 2.5 0 4.5 Water Operations 1310 2568 2011 Ford F250 Pickup Truck 0.5 1.1 0 1.6 Water Operations 1310 2581 2012 ford F150 1/2 Ton Pickup Truck 0.0 0.5 0 0.5 Sewer Collections 1350 2580 2012 Ford F150 1/2 Ton Pickup Truck 0.0 0.4 0 0.4 Water Distribution 1340 2583 2012 Ford F350 1 Ton Pickup Truck 0.0 0.0 0 0.0 Solid Waste 1360 2452 2002 Peterbilt Front Loader 5.0 14.3 5 24.3 Solid Waste 1360 2415 1999 Peterbilt Front Loader 6.5 9.3 5 20.8 Solid Waste 1360 2479 2004 Ford Knuckle Boom 4.0 10.7 3 17.7
Solid Waste 1360 2467 2003 Peterbilt Automated Side Loader 4.5 6.3 4 14.8 Solid Waste 1360 2366 1995 Peterbilt Rear Loader Cab/Chassis 8.5 5.1 1 14.6 Solid Waste 1360 2476 2004 Ford F350 1 Ton Pickup Truck 4.0 6.1 4 14.1 Solid Waste 1360 2401 1999 Peterbilt Automated Side Loader 6.5 2.1 5 13.6 Solid Waste 1360 2490 2006 Peterbilt Front Loader 3.0 5.8 3 11.8 Solid Waste 1360 2507 2007 Peterbilt Automated Side Loader 2.5 5.2 3 10.7 Solid Waste 1360 2451 2002 International Knuckle Boom 5.0 1.3 4 10.3
Solid Waste 1360 2464 2003 Ford F350 1 Ton Pickup Truck 4.5 3.5 2 10.0 Solid Waste 1360 2533 2007 International Knuckle Boom 2.5 5.9 1 9.4 Solid Waste 1360 2551 2009 Sterling Knuckle Boom 1.5 5.4 2 8.9 Solid Waste 1360 2539 2008 Autocar Automated Side Loader 2.0 3.5 3 8.5 Solid Waste 1360 2545 2008 Peterbilt Front Loader 2.0 4.7 1 7.7 Solid Waste 1360 2509 2007 Ford F350 1 Ton Pickup Truck 2.5 3.6 0 6.1 Solid Waste 1360 2559 2010 Peterbilt Automated Side Loader 1.0 2.9 1 4.9 Solid Waste 1360 2544 2005 Freight Liner 2 Ton Chassis & Container Truck (dumpster trk) 3.5 1.0 0 4.5 Solid Waste 1360 2562 2010 Mack Front Loader 1.0 3.3 0 4.3 Solid Waste 1360 2571 2012 International Knuckle Boom 0.0 1.6 1 2.6 Solid Waste 1360 2572 2012 International Knuckle Boom 0.0 1.4 1 2.4 Solid Waste 1360 2560 2010 Ford F150 1/2 Ton Pickup truck 1.0 1.3 0 2.3 Solid Waste 1360 2584 2012 Peterbilt Side Loader 0.0 0.2 0 0.2 Golf Club 0700 2538 2008 Ford F350 1 Ton Dump Truck 2.0 0.2 0 2.2 Stormwater 1380 2380 1997 Ford F350 1 Ton Pickup Truck 7.5 9.3 2 18.8 Stormwater 1380 2376 1997 Ford Dump Truck LNT8000 7.5 8.6 2 18.1 Stormwater 1380 2472 2003 Ford F350 1 Ton Pickup Truck 4.5 6.6 1 12.1 Stormwater 1380 2480 2004 Freight Liner Street Sweeper 4.0 4.4 2 10.4 Stormwater 1380 2423 2000 Ford F150 1/2 Ton Pickup Truck 6.0 4.0 0 10.0 Stormwater 1380 2491 2006 International 2 Ton Flat Bed Truck 3.0 3.6 0 6.6 Stormwater 1380 2534 2008 Ford Ranger 2.0 1.0 0 3.0 168 169 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 2012-13 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, Golf, 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 – Property taxes account for approximately 25% of the General Fund budget. The City rarely uses these funds 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 City of Fort Walton Beach, FL 170 Capital Improvements Program generating capacity of the project being financed. However, unlike general obligation bonds, non-ad valorem revenue bonds are payable solely from revenues derived from the pledged revenue (such as sales tax, local option fuel tax, and the guaranteed portion of municipal revenue sharing). • Special Revenue Sources – Include the following: • Impact Fees – Fees charged in advance of new development and designed to help pay for infrastructure needs resulting from the new development. These fees may only be charged to those who directly benefit from the new capital improvement and the fee must fairly reflect the cost of the improvements (e.g. water and sewer impact fees). • Special Assessments – Like impact fees, special assessments are levied against residents, agencies, or districts that directly benefit from the new service or improvement (e.g. sidewalks and street paving) and must be apportioned fairly. • User Fees and Charges – These revenues include a variety of license and permit fees, facility and program fees, and fines. They are rarely used as debt security for non-Enterprise Fund capital projects, but could be a source of direct funding of a small capital improvement. • Enterprise Fund User Fees – These revenues are derived from self-supporting business enterprises - utilities, sanitation and golf - 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 171  CITY OF FORT WALTON BEACH, FL Five Year Capital Improvements Program FIVE YEAR Page CIP Project Name FY 2012-13 FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17 TOTAL 170 5342 Fire Station 7 Renovation beyond current five-year CIP horizon - Fire - - - - - - 172 5117 Recreation Complex budget amendment when project funding secured - Recreation - - - - - - 174 5013 Jet Stadium Improvements - - - 55,000 210,000 265,000 Parks - - - 55,000 210,000 265,000 176 5074 City Hall Complex Renovation beyond current five-year CIP horizon - 178 5147 Field Office Consolidation beyond current five-year CIP horizon - Facilities - - - - - - 180 5018 Street Resurfacing 125,000 125,000 125,000 125,000 125,000 625,000 182 5306 Sidewalk Construction 20,000 20,000 20,000 20,000 80,000 Streets 125,000 145,000 145,000 145,000 145,000 705,000 GENERAL FUND TOTAL 125,000 145,000 145,000 200,000 355,000 970,000 184 5018 Street Resurfacing 85,000 100,000 100,000 100,000 100,000 485,000 186 5306 Sidewalk Construction - 17,000 40,000 40,000 40,000 137,000 CRA FUND TOTAL 85,000 117,000 140,000 140,000 140,000 622,000 188 5056 Water Line Replacement 37,500 64,500 51,750 250,000 250,000 653,750 Water Distribution 37,500 64,500 51,750 250,000 250,000 653,750 190 5032 Sewer System Rehabilitation - 185,000 185,000 185,000 185,000 740,000 192 5065 Sewer Line Replacement - 75,000 75,000 75,000 75,000 300,000 Sewer Collection & Treatment - 260,000 260,000 260,000 260,000 1,040,000 UTILITIES FUND TOTAL 37,500 324,500 311,750 510,000 510,000 1,693,750 194 5037 Irrigation Improvements beyond current five-year CIP horizon - 196 5039 Bulkhead Replacement - - 82,500 - - 82,500 GOLF FUND TOTAL - - 82,500 - - 82,500 198 5019 Stormwater Improvements - 100,000 100,000 400,000 475,000 1,075,000 STORMWATER FUND TOTAL - 100,000 100,000 400,000 475,000 1,075,000 GRAND TOTAL - ALL FUNDS 247,500 686,500 779,250 1,250,000 1,480,000 4,443,250 Where the funding comes from... …and where it goes General Fund Transportation Revenues 29.9% 22% CRA TIF Golf Revenues Revenues 2% Parks & 14% Recreation 7.8% Envir. Resources 24.2% Utilities Revenues Utility 62% Infrastructure 38.1% 172  FUNDING METHODOLOGY FY 2012-13 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 budget amendment when project funding secured - Jan-13 18-24 mo 5,000,000 - - - - - - 5,000,000 265,000 - - - - 265,000 - 265,000 - - - - 265,000 - beyond current five-year CIP horizon - TBD beyond current five-year CIP horizon - TBD - - - - - - - 625,000 - - - - 625,000 Apr-13 2 mo - 80,000 - - - - 80,000 - 705,000 - - - - 705,000 - 970,000 - - - - 970,000 7,050,000 485,000 - - - - 485,000 May-13 2 mo - 137,000 - - - - 137,000 - 622,000 - - - - 622,000 - 653,750 - - - - 653,750 Jan-13 4 mo - 653,750 - - - - 653,750 - 740,000 - - - - 740,000 - 300,000 - - - - 300,000 - 1,040,000 - - - - 1,040,000 - 1,693,750 - - - - 1,693,750 - beyond current five-year CIP horizon - 1,000,000 82,500 - - - - 82,500 - 82,500 - - - - 82,500 1,000,000 600,000 - - 475,000 - 1,075,000 - 600,000 - - 475,000 - 1,075,000 - - - 3,968,250 - - 475,000 - 4,443,250 8,050,000 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. 173  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 2012-13 FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17 5-Year Total Comments - $850K Bond Issue - $120K/yr Debt Payments - - - - - - - PROJECT EXPENSES Activity FY 2012-13 FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17 5-Year Total Comments - $850K Project Cost - $120K Annual Debt Service - - - - - - - - - Note: Totals for funding sources and project expenses must reconcile for each year. 174  REVENUE IMPACT (negative entries indicate a revenue reduction) Category FY 2012-13 FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17 5-Year Total Comments User Fees - No revenue impact Impact Fees - Other - Total - - - - - - OPERATING IMPACT (negative entries indicate a cost reduction) Category FY 2012-13 FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17 5-Year Total Comments Payroll - No payroll impact Operating - Utilities increase, equipment repair decrease TBD Capital Outlay - Total - - - - - - Project Update/Carry-Over Status: All prior year objectives are complete. Prior Year Activities Fiscal Year Activities Expense FY 2011-12 Renovations to Bathrooms, Kitchen, Bunk Room, Day Room, Entry Room 9,221 FY 2010-11 Renovations to Bathrooms, Kitchen, Bunk Room, Day Room, Entry Room 47,637 FY 2009-10 - FY 2008-09 - FY 2007-08 - 56,858 Station 7 on Lewis Turner Boulevard 175  Capital Improvement Project (CIP) Request Department & Division: Recreation & Cultural Services - Recreation CIP #: 5117 New Project Project Update CIP Title: Recreation Complex Neighborhood: Investment Objective: Operational Impact: Objective: Consolidate Recreation/Community Facilities & Parks Justification: Consolidating operations in one location would improve efficiency, not only through reduced energy and building maintenance expenses, but also through staffing efficiencies. Revenues are anticipated to increase as a result of increased program participation. Scope: The City currently operates four community facilities approximately 40-years-old and each facility requires major repairs. Hedrick Center - adult & youth recreation and sports programs, summer care for children ages 5-12, open gym. Docie Bass - after school care and tutoring for children ages 5-12, pre-kindergarten program for children age 3-5, open gym. Chester Pruitt - CDBG-funded after school tutoring and summer recreation program. Senior Center - programs & activities to citizens age 50 and over. The City maintains various ball fields at the Hedrick Center, Fairgrounds, Ferry Park, and Senior Center. If the Fairgrounds and Senior Center properties are sold, those fields would be relocated to the renovated Hedrick Center. Ferry Park ball fields could be converted to a lower maintenance soccer field. A new recreation complex and ball fields would be funded with a construction loan, with interest-only payments being funded from operational savings during construction, reserves, and/or land sales. Savings from facilities consolidation are estimated to fund annual debt service payments, thereby keeping the project budget-neutral. Current Year Objectives: Construct a 25,000 sq ft multi-use facility to provide for centralization of the City’s recreation and community programs. If financially feasible, consolidate ball fields as well. Note: not included in FY 2012-13 budget; a budget amendment will be adopted when project pricing is finalized and funding is secured. Financial Information FUNDING SOURCES Funding Type Fund FY 2012-13 FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17 5-Year Total Comments 5,000,000 5,000,000 20-year Bank Qualified Loan 2,500,000 2,500,000 Donations, Alternative Financing - 7,500,000 - - - - 7,500,000 PROJECT EXPENSES Activity FY 2012-13 FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17 5-Year Total Comments 5,000,000 5,000,000 Recreation Center 2,500,000 2,500,000 Athletic Fields - - - 7,500,000 - - - - 7,500,000 Note: Totals for funding sources and project expenses must reconcile for each year. 176  REVENUE IMPACT (negative entries indicate a revenue reduction) Category FY 2012-13 FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17 5-Year Total Comments User Fees 8,575 8,575 8,575 25,725 5% increase in program and atheltic participation Impact Fees - Other - Total - - 8,575 8,575 8,575 25,725 OPERATING IMPACT (negative entries indicate a cost reduction) Category FY 2012-13 FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17 5-Year Total Comments Payroll - Operating - - - - operational savings will offset debt payments Capital Outlay - Total - - - - - - Project Update/Carry-Over Status: Construction Manager at Risk to be selected by City Council; Final Cost Estimate to be Received; Final Funding Alternatives to be Determined Prior Year Activities Fiscal Year Activities Expense FY 2011-12 Conceptual Site Plan, 30% Design Docs 222,383 FY 2010-11 Conceptual Site Plan 31,258 FY 2009-10 Building Condition Assessment 28,201 FY 2008-09 - FY 2007-08 - 281,842 Hedrick Recreation Center 177  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 build 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 2012-13 FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17 5-Year Total Comments 55,000 210,000 265,000 - - - - - 55,000 210,000 265,000 PROJECT EXPENSES Activity FY 2012-13 FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17 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. 178  REVENUE IMPACT (negative entries indicate a revenue reduction) Category FY 2012-13 FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17 5-Year Total Comments User Fees - No revenue impact Impact Fees - Other - Total - - - - - - OPERATING IMPACT (negative entries indicate a cost reduction) Category FY 2012-13 FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17 5-Year Total Comments Payroll - Operating - Future utilities decrease with more efficient lighting Capital Outlay - Total - - - - - - Project Update/Carry-Over Status: n/a Prior Year Activities Fiscal Year Activities Expense FY 2011-12 - FY 2010-11 - FY 2009-10 - FY 2008-09 - FY 2007-08 - - Jet Stadium Parking Lot 179  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 2012-13 FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17 5-Year Total Comments - Funding Source TBD - - - - - - - - PROJECT EXPENSES Activity FY 2012-13 FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17 5-Year Total Comments - Project Cost TBD - - - - - - - - - - Note: Totals for funding sources and project expenses must reconcile for each year. 180  REVENUE IMPACT (negative entries indicate a revenue reduction) Category FY 2012-13 FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17 5-Year Total Comments User Fees - Impact Fees - Other - Total - - - - - - OPERATING IMPACT (negative entries indicate a cost reduction) Category FY 2012-13 FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17 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 2011-12 Repair Annex Light Sensor 931 FY 2010-11 Energy Efficiency Lighting Controls & Training Room Installed 16,784 FY 2009-10 - FY 2008-09 HVAC Chiller 19,752 FY 2007-08 - 37,467 City Hall 181  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 2012-13 FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17 5-Year Total Comments - Funding Source TBD - - - - - - - - PROJECT EXPENSES Activity FY 2012-13 FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17 5-Year Total Comments - Project Cost TBD - - - - - - - - - - Note: Totals for funding sources and project expenses must reconcile for each year. 182  REVENUE IMPACT (negative entries indicate a revenue reduction) Category FY 2012-13 FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17 5-Year Total Comments User Fees - Impact Fees - Other - Total - - - - - - OPERATING IMPACT (negative entries indicate a cost reduction) Category FY 2012-13 FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17 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 2011-12 - FY 2010-11 - FY 2009-10 - FY 2008-09 - FY 2007-08 - - Facilities Maintenance Building on Hollywood 183  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: Hollywood Blvd from Chicago Ave to Bay Dr Other locations TBD Based on MicroPaver Update; Pavement Condition Index Financial Information FUNDING SOURCES Funding Type Fund FY 2012-13 FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17 5-Year Total Comments 125,000 125,000 125,000 125,000 125,000 625,000 Local Option Fuel Tax Revenue - - 125,000 125,000 125,000 125,000 125,000 625,000 PROJECT EXPENSES Activity FY 2012-13 FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17 5-Year Total Comments 85,000 85,000 Hollywood Blvd 40,000 125,000 125,000 125,000 125,000 540,000 Locations Based on PCI - - - 125,000 125,000 125,000 125,000 125,000 625,000 Note: Totals for funding sources and project expenses must reconcile for each year. 184  REVENUE IMPACT (negative entries indicate a revenue reduction) Category FY 2012-13 FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17 5-Year Total Comments User Fees - No revenue impact Impact Fees - Other - Total - - - - - - OPERATING IMPACT (negative entries indicate a cost reduction) Category FY 2012-13 FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17 5-Year Total Comments Payroll - Operating - No operating impact Capital Outlay - Total - - - - - - Project Update/Carry-Over Status: All prior year objectives are complete. Prior Year Activities Fiscal Year Activities Expense 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 124,255 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 FY 2007-08 Street Overlays 108,102 554,183 Scheduled Street Resurfacing 185  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 2012-13 FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17 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 2012-13 FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17 5-Year Total Comments - - N/A 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. 186  REVENUE IMPACT (negative entries indicate a revenue reduction) Category FY 2012-13 FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17 5-Year Total Comments User Fees - No revenue impact Impact Fees - Other - Total - - - - - - OPERATING IMPACT (negative entries indicate a cost reduction) Category FY 2012-13 FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17 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. Prior Year Activities Fiscal Year Activities Expense FY 2011-12 Butler Drive NW, Lake Drive NW, Williams Street NW 18,473 FY 2010-11 - FY 2009-10 Driftwood Avenue SW 4,206 FY 2008-09 Hollywood Blvd 7,620 FY 2007-08 - 30,299 Sidewalk Construction 187  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: Hollywood Blvd from Eglin Pkwy to Chicago Ave Financial Information FUNDING SOURCES Funding Type Fund FY 2012-13 FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17 5-Year Total Comments 85,000 100,000 100,000 100,000 100,000 485,000 - - 85,000 100,000 100,000 100,000 100,000 485,000 PROJECT EXPENSES Activity FY 2012-13 FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17 5-Year Total Comments 50,000 50,000 50,000 50,000 200,000 Residential areas, solid line 85,000 50,000 50,000 50,000 50,000 285,000 Commercial areas, dashed line - - - 85,000 100,000 100,000 100,000 100,000 485,000 Note: Totals for funding sources and project expenses must reconcile for each year. 188  REVENUE IMPACT (negative entries indicate a revenue reduction) Category FY 2012-13 FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17 5-Year Total Comments User Fees - No revenue impact Impact Fees - Other - Total - - - - - - OPERATING IMPACT (negative entries indicate a cost reduction) Category FY 2012-13 FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17 5-Year Total Comments Payroll - Operating - No operating impact Capital Outlay - Total - - - - - - Project Update/Carry-Over Status: Prior Year Activities Fiscal Year Activities Expense 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 124,406 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 FY 2007-08 Harris parking lot, Walter Martin, Hollywood, First, Ferry Brooks 12,646 377,228 Scheduled Street Resurfacing 189  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 2012-13 FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17 5-Year Total Comments 17,000 40,000 40,000 40,000 137,000 - - - 17,000 40,000 40,000 40,000 137,000 PROJECT EXPENSES Activity FY 2012-13 FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17 5-Year Total Comments 17,000 17,000 Brooks St SE, Alconese to Elm 40,000 40,000 40,000 120,000 Locations TBD - - - - 17,000 40,000 40,000 40,000 137,000 Note: Totals for funding sources and project expenses must reconcile for each year. 190  REVENUE IMPACT (negative entries indicate a revenue reduction) Category FY 2012-13 FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17 5-Year Total Comments User Fees - No revenue impact Impact Fees - Other - Total - - - - - - OPERATING IMPACT (negative entries indicate a cost reduction) Category FY 2012-13 FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17 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: Prior Year Activities Fiscal Year Activities Expense FY 2011-12 Harbeson Ave, Methodist Ave, Carson Dr, Florida Blanca Pl, Alconese Ave, Brooks St, Vine Ave, Alconese Ave 27,164 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 - FY 2007-08 Presidio Condominiums 4,001 191,073 Sidewalk Construction 191  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: Bayou Woods Dr, Watson Dr Financial Information FUNDING SOURCES Funding Type Fund FY 2012-13 FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17 5-Year Total Comments 64,500 51,750 250,000 250,000 616,250 Operating Revenue 37,500 37,500 2005 Utility Bond Proceeds - 37,500 64,500 51,750 250,000 250,000 653,750 PROJECT EXPENSES Activity FY 2012-13 FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17 5-Year Total Comments 37,500 37,500 Bayou Woods Dr., Watson 64,500 64,500 Oak St., Stacy Cir., Nebraska Ave. 51,750 51,750 Andalusia St, Vista St, Wheeler St 250,000 250,000 500,000 Locations TBD - 37,500 64,500 51,750 250,000 250,000 653,750 Note: Totals for funding sources and project expenses must reconcile for each year. 192  REVENUE IMPACT (negative entries indicate a revenue reduction) Category FY 2012-13 FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17 5-Year Total Comments User Fees - No revenue impact Impact Fees - Other - Total - - - - - - OPERATING IMPACT (negative entries indicate a cost reduction) Category FY 2012-13 FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17 5-Year Total Comments Payroll - Operating - Difficult to quantify operational impact Capital Outlay - Total - - - - - - Project Update/Carry-Over Status: Prior Year Activities Fiscal Year Activities Expense FY 2011-12 Laurie Dr, Hunter Pl, California Dr, Baker Ave, Coral Dr, Irwin Ave 77,873 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 FY 2007-08 Highland Ave., Laurie Dr./Gardner Dr. 15,715 249,628 Old Line Removed, Ready for Installation of New Line 193  Capital Improvement Project (CIP) Request Department & Division: Utility Services - Sewer CIP #: 5032 New Project Project Update CIP Title: Sewer System Rehabilitation 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: n/a Financial Information FUNDING SOURCES Funding Type Fund FY 2012-13 FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17 5-Year Total Comments 185,000 185,000 185,000 185,000 740,000 - - - 185,000 185,000 185,000 185,000 740,000 PROJECT EXPENSES Activity FY 2012-13 FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17 5-Year Total Comments 185,000 185,000 185,000 185,000 740,000 Locations TBD - - - - - 185,000 185,000 185,000 185,000 740,000 Note: Totals for funding sources and project expenses must reconcile for each year. 194  REVENUE IMPACT (negative entries indicate a revenue reduction) Category FY 2012-13 FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17 5-Year Total Comments User Fees - No revenue impact Impact Fees - Other - Total - - - - - - OPERATING IMPACT (negative entries indicate a cost reduction) Category FY 2012-13 FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17 5-Year Total Comments Payroll - Operating - Flow monitors will eventually measure inflow & Capital Outlay - infiltration before and after rehabilitation projects Total - - - - - - Project Update/Carry-Over Status: no rehabs are scheduled for FY13; focus will be on videoing the lines Prior Year Activities Fiscal Year Activities Expense FY 2011-12 Sanitary Sewer Evaluation Study 67,391 FY 2010-11 Sanitary Sewer Evaluation Study 132,619 FY 2009-10 Pump Station #1 - Repair 36" Gravity Main 70,175 FY 2008-09 - FY 2007-08 - 270,185 Checking Sewer Lines 195  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: n/a Financial Information FUNDING SOURCES Funding Type Fund FY 2012-13 FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17 5-Year Total Comments 75,000 75,000 75,000 75,000 300,000 - - - 75,000 75,000 75,000 75,000 300,000 PROJECT EXPENSES Activity FY 2012-13 FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17 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. 196  REVENUE IMPACT (negative entries indicate a revenue reduction) Category FY 2012-13 FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17 5-Year Total Comments User Fees - No revenue impact Impact Fees - Other - Total - - - - - - OPERATING IMPACT (negative entries indicate a cost reduction) Category FY 2012-13 FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17 5-Year Total Comments Payroll - Operating - Flow monitors will eventually measure inflow & Capital Outlay - infiltration before and after rehabilitation projects Total - - - - - - Project Update/Carry-Over Status: no replacements are scheduled for FY13; focus will be on maintenance Prior Year Activities Fiscal Year Activities Expense 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 FY 2007-08 Holmes Blvd - Martisa Rd to Memorial Pkwy 15,355 169,838 Replacing Sewer Line 197  Capital Improvement Project (CIP) Request Department & Division: Recreation & Cultural Services - Golf 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 2012-13 FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17 5-Year Total Comments - Funding Source TBD - - - - - - - - PROJECT EXPENSES Activity FY 2012-13 FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17 5-Year Total Comments - Project Cost TBD - - - - - - - - - - Note: Totals for funding sources and project expenses must reconcile for each year. 198  REVENUE IMPACT (negative entries indicate a revenue reduction) Category FY 2012-13 FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17 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 2012-13 FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17 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 2011-12 - FY 2010-11 - FY 2009-10 - FY 2008-09 - FY 2007-08 - - Pines Course Irrigation 199  Capital Improvement Project (CIP) Request Department & Division: Recreation & Cultural Services - Golf 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 2012-13 FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17 5-Year Total Comments 82,500 82,500 - - - - 82,500 - - 82,500 PROJECT EXPENSES Activity FY 2012-13 FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17 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. 200  REVENUE IMPACT (negative entries indicate a revenue reduction) Category FY 2012-13 FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17 5-Year Total Comments User Fees - No revenue impact Impact Fees - Other - Total - - - - - - OPERATING IMPACT (negative entries indicate a cost reduction) Category FY 2012-13 FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17 5-Year Total Comments Payroll - Operating - No operating impact Capital Outlay - Total - - - - - - Project Update/Carry-Over Status: All prior year objectives are complete. Prior Year Activities Fiscal Year Activities Expense FY 2011-12 - FY 2010-11 - FY 2009-10 - FY 2008-09 - FY 2007-08 #11 Oaks bridge & Bulk Head and Tee #6 on west side of canals 47,543 47,543 Bulkhead 201  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 2012-13 FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17 5-Year Total Comments 100,000 100,000 400,000 600,000 475,000 475,000 In-Kind Services for FDEP Grant - - 100,000 100,000 400,000 475,000 1,075,000 PROJECT EXPENSES Activity FY 2012-13 FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17 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 - - - 100,000 100,000 400,000 475,000 1,075,000 Note: Totals for funding sources and project expenses must reconcile for each year. 202  REVENUE IMPACT (negative entries indicate a revenue reduction) Category FY 2012-13 FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17 5-Year Total Comments User Fees - No revenue impact Impact Fees - Other - Total - - - - - - OPERATING IMPACT (negative entries indicate a cost reduction) Category FY 2012-13 FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17 5-Year Total Comments Payroll - Operating - No operating impact, but quality of life Capital Outlay - improvement for residents Total - - - - - - Project Update/Carry-Over Status: no projects scheduled for FY13; Master Plan pending completion in January 2013 Prior Year Activities Fiscal Year Activities Expense FY 2011-12 FY 2010-11 Fountainhead Condos 118,851 FY 2009-10 Linstew Drive 87,356 FY 2008-09 - FY 2007-08 - 206,207 Caption Deteriorating Storm Drain 203 204 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 19,534 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 205 Statistical Information CITY NEIGHBORHOODS KENWOOD SOUTH BAYOU GARNIERS BEACH W.E. COMBS NORTHWEST OAKLAND FERRY PARK BEAL SEABREEZE PARKWAY ELLIOTT'S POINT EAST MIRACLE STRIP 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. City of Fort Walton Beach, FL 206 Statistical Information 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, 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. City of Fort Walton Beach, FL 207 Statistical Information 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. 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. City of Fort Walton Beach, FL 208 Statistical Information 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 209 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 Development Test Center 17,095 USAF – Hurlburt AFB** Air Force Special Operations Command 11,171 Okaloosa County School District Education Services 3,388 Okaloosa County Government Government Services 1,363 Lockheed Martin Corporation Military Technical Support 932 DRS Training & Control Systems Defense Electronics 837 Fort Walton Beach Medical Center Medical Services 812 InDyne Inc. Military Technical Support 783 Jacobs Technology – TEAS Group Military Technical Support 700 Northwest Florida State College Education Services 680 *Includes military, civilian, and contractor personnel **Includes military and civilian personnel Non-Agricultural Employment by Industry Public Service Other Services, 4.4% Providers, 19.2% Mining, Logging, & Leisure & Construction, 5.2% Hospitality, 16.8% Manufacturing, 4.7% Trade, Transportation, & Utilities, 17.3% Education & Health Services, 10.7% Professional & Information, 1.6% Business Services, Financial Activities, 14.0% 6.2% City of Fort Walton Beach, FL 210  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 People Alaka Native 50% Asian 1500 40% Hispanic or Latino 1000 30% 20% Black 500 10% White 0 Under 10-19 20-29 30-39 40-49 50-59 60-69 70-79 Over 0% 10 85 FWB Population Housing Units 22000 20000 Owner 18000 Occupied, 16000 5160, 61% 14000 People 12000 10000 8000 6000 4000 Renter Occupied, 2000 3241, 39% 0 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 Median Income by Florida County (in thousands) $75 $60 $45 $30 $15 $0 Calhoun Franklin Levy Liberty Washington Jackson Union Marion Walton Hillsborough Martin Brevard Jefferson Leon Dixie Suwannee Volusia Escambia Santa Rose St. Lucie Lake Orange Osceola Lee Manatee Sarasota Wakulla Monroe Citrus Highlands Homes Pinellas St. Johns Taylor Gulf Sumter Flagler Indian River Baker Collier Gilchrist Duval Desoto Hamilton Hendry Madison Putnam Bradford Polk Bay Hernando Pasco Broward Palm Beach Gadsden Clay Nassau Columbia Hardee Lafayette Miami-Dade Okeechobee Charlotte Seminole Alachua Okaloosa Glades City of Fort Walton Beach, FL 211 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 2008 2009 2010 2011 2012 prelim Property Tax Burden Comparison for Okaloosa County’s Municipalities Ad Valorem Municipality Total Millage Taxable Value Population per Capita Laurel Hill 3.5000 $15.0M 527 $100 Valparaiso 3.9330 $179.8M 5,061 $140 Mary Esther 2.6435 $250.1M 3,844 $172 Niceville 3.6500 $777.8M 12,834 $221 Crestview 5.5966 $902.2M 21,474 $235 Fort Walton Beach 4.5383 $1,114.3M 19,534 $259 Shalimar 4.0000 $85.9M 720 $477 Cinco Bayou 4.3500 $45.7M 384 $517 Destin 2.4550 $3,763.8M 12,319 $750 Okaloosa County 6.4649 $13,554.5M 180,280 $486 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 - 2011 Taxpayer Total Taxable Value Percentage Uptown Station Investors LLC 10,471,773 0.91% Presidio Developers LLC 8,008,000 0.70% BLC Westwood LLC 6,854,902 0.59% DRS Training & Control Systems 5,831,767 0.51% DDRM Shoppes at Paradise 5,245,344 0.46% EHC II-Captain’s Quarters LLC 4,515,973 0.39% FNBT.COM Bank 4,400,508 0.38% Choctaw Plaza LTD 4,338,158 0.38% Mariner Plaza Realty Assoc. 4,193,878 0.36% DEAS J Jr ET AL 4,181,537 0.36% $58,041,840 5.04% Other Taxpayers $1,094,064,214 94.96% Total Taxable Assessed Value $1,152,106,054 100.00% City of Fort Walton Beach, FL 212 Statistical Information SELECT FEE SCHEDULES Water & Wastewater Rates Effective October 1, 2012 (1,2) Residential Commercial Monthly Water Rates Res 2010-9 03/23/10 Inside Outside(3) Inside Outside(3) Lifeline Rate(4) $8.30 $10.37 $8.30 $10.37 Res 2010-9 03/23/10 Monthly Base Charge, Meter Size: Res 2010-9 03/23/10 3/4" $8.30 $10.37 $8.30 $10.37 Res 2010-9 03/23/10 1.0" $8.30 $10.37 $8.30 $10.37 Res 2010-9 03/23/10 1.5" $11.29 $14.11 $11.29 $14.11 Res 2010-9 03/23/10 2.0" $19.17 $23.96 $19.17 $23.96 Res 2010-9 03/23/10 3.0" $29.22 $36.52 $29.22 $36.52 Res 2010-9 03/23/10 4.0" $36.52 $45.65 $36.52 $45.65 Res 2010-9 03/23/10 6.0" $58.10 $72.62 $58.10 $72.62 Res 2010-9 03/23/10 8.0" & 10.0" $87.07 $108.83 $87.07 $108.83 Res 2010-9 03/23/10 Multi-Residential / Multi-Commercial, Additional $6.14 $7.67 $8.30 $10.37 Res 2011-14 06/14/11 per Unit Gallonage Rate-per 1,000 gallons per unit Inside Outside(3) 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) $2.48 $3.10 Res 2010-9 03/23/10 Block 3 (4,001 - 8,000) $3.03 $3.78 Res 2010-9 03/23/10 Block 4 (8,001 +) $4.54 $5.67 Res 2010-9 03/23/10 Monthly Wastewater Rates(2) Residential Commercial Res 2010-9 03/23/10 Lifeline Rate(4) $18.20 Res 2010-9 03/23/10 Monthly Base Charge $18.20 $21.84 Res 2010-9 03/23/10 Gallonage Rate-per 1,000 gallons per unit(4,5) 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 +) $5.72 $6.86 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 family residence with less than 2,000 gallons per month; (5)Residential service capped at 16,000 gallons per unit. Basic Garbage Rates Residential: Garbage Tipping* Fuel Total One Container $10.60 $5.45 $0.00 $16.05 Res 2012-3 02/14/12 Two Containers $21.20 $10.85 $0.00 $32.05 Res 2012-3 02/14/12 Residential Dumpsters, Individual meters $10.60 $5.45 $0.00 $16.05 Res 2012-3 02/14/12 Commercial: One Container $28.60 $6.15 $0.00 $34.75 Res 2012-3 02/14/12 Two Containers $57.20 $12.35 $0.00 $69.55 Res 2012-3 02/14/12 Sharing Dumpster (Minimum charge) $28.60 $6.15 $0.00 $34.75 Res 2012-3 02/14/12 2 Cubic Yards: 2 Cubic Yards, 2 x week $60.70 $44.45 $0.00 $105.15 Res 2012-3 02/14/12 2 Cubic Yards, 3 x week $91.05 $66.60 $0.00 $157.65 Res 2012-3 02/14/12 2 Cubic Yards, 4 x week $121.45 $88.75 $0.00 $210.20 Res 2012-3 02/14/12 2 Cubic Yards, 5 x week $151.75 $110.95 $0.00 $262.70 Res 2012-3 02/14/12 2 Cubic Yards, 6 x week $182.10 $133.10 $0.00 $315.20 Res 2012-3 02/14/12 4 Cubic Yards: 4 Cubic Yards, 2 x week $85.70 $88.75 $0.00 $174.45 Res 2012-3 02/14/12 4 Cubic Yards, 3 x week $128.55 $133.10 $0.00 $261.65 Res 2012-3 02/14/12 4 Cubic Yards, 4 x week $171.40 $177.45 $0.00 $348.85 Res 2012-3 02/14/12 4 Cubic Yards, 5 x week $214.25 $221.80 $0.00 $436.05 Res 2012-3 02/14/12 4 Cubic Yards, 6 x week $257.10 $266.15 $0.00 $523.25 Res 2012-3 02/14/12 6 Cubic Yards: 6 Cubic Yards, 2 x week $112.50 $133.10 $0.00 $245.60 Res 2012-3 02/14/12 6 Cubic Yards, 3 x week $168.75 $199.65 $0.00 $368.40 Res 2012-3 02/14/12 6 Cubic Yards, 4 x week $224.95 $266.15 $0.00 $491.10 Res 2012-3 02/14/12 6 Cubic Yards, 5 x week $281.20 $332.65 $0.00 $613.85 Res 2012-3 02/14/12 6 Cubic Yards, 6 x week $337.45 $399.25 $0.00 $736.70 Res 2012-3 02/14/12 8 Cubic Yards: 8 Cubic Yards, 2 x week $135.70 $177.45 $0.00 $313.15 Res 2012-3 02/14/12 8 Cubic Yards, 3 x week $203.55 $266.15 $0.00 $469.70 Res 2012-3 02/14/12 8 Cubic Yards, 4 x week $271.40 $354.85 $0.00 $626.25 Res 2012-3 02/14/12 8 Cubic Yards, 5 x week $339.25 $443.60 $0.00 $782.85 Res 2012-3 02/14/12 8 Cubic Yards, 6 x week $407.10 $532.30 $0.00 $939.40 Res 2012-3 02/14/12 City of Fort Walton Beach, FL 213  Statistical Information FIVE-YEAR FINANCIAL FORECASTS General Fund Budget (in millions) $20 $18 $16 $14 $12 $10 $8 $6 $4 $2 $0 2013 bud 2014 est 2015 est 2016 est 2017 est Personnel Operating Capital Other Revenue Revenue Pro-Forma for Utilities Fund Pro-Forma for Sanitation Fund Budget Projected Budget Projected 2012-13 2013-14 2014-15 2015-16 2016-17 2012-13 2013-14 2014-15 2015-16 2016-17 OPERATING INCOME (LOSS) 1,659,433 1,488,802 1,563,308 1,638,448 1,714,076 OPERATING INCOME (LOSS) 598,086 393,683 314,047 230,333 142,193 NON-OPERATING NON-OPERATING REVENUES/(EXPENSES) (425,338) (455,918) (445,405) (434,155) (422,530) REVENUES/(EXPENSES) 14,500 14,500 14,500 14,500 14,500 INCOME (LOSS) BEFORE INCOME (LOSS) BEFORE OPERATING TRANSFERS 1,234,095 1,032,884 1,117,903 1,204,293 1,291,546 OPERATING TRANSFERS 612,586 408,183 328,547 244,833 156,693 CONTRIBUTIONS AND (TRANSFERS) (1,143,033) (1,152,649) (1,203,678) (1,213,880) (1,224,388) CONTRIBUTIONS AND (TRANSFERS) (459,070) (459,070) (482,024) (482,024) (482,024) CHANGE IN NET ASSETS 91,062 (119,765) (85,775) (9,587) 67,159 CHANGE IN NET ASSETS 153,516 (50,888) (153,476) (237,190) (325,331) Pro-Forma for Golf Fund Pro-Forma for Stormwater Fund Budget Projected Budget Projected 2012-13 2013-14 2014-15 2015-16 2016-17 2012-13 2013-14 2014-15 2015-16 2016-17 OPERATING INCOME (LOSS) (83,394) (263,202) (317,968) (374,782) (433,760) OPERATING INCOME (LOSS) 92,991 37,638 24,533 10,862 (3,418) NON-OPERATING NON-OPERATING REVENUES/(EXPENSES) (73,394) (69,986) (66,559) (63,032) (59,676) REVENUES/(EXPENSES) 1,400 1,400 1,400 1,400 1,400 INCOME (LOSS) BEFORE INCOME (LOSS) BEFORE OPERATING TRANSFERS (156,788) (333,188) (384,527) (437,814) (493,436) OPERATING TRANSFERS 94,391 39,038 25,933 12,262 (2,018) CONTRIBUTIONS AND (TRANSFERS) (52,214) (52,214) (54,825) (54,825) (54,825) CONTRIBUTIONS AND (TRANSFERS) (81,157) (81,157) (85,215) (85,215) (85,215) CHANGE IN NET ASSETS (209,002) (385,402) (439,352) (492,639) (548,261) CHANGE IN NET ASSETS 13,234 (42,119) (59,281) (72,953) (87,233) City of Fort Walton Beach, FL 214  GLOSSARY OF TERMS ACCRUAL BASIS OF ACCOUNTING A basis of accounting under which the financial effects of transactions, events, and interfund activities are recognized when they occur, regardless of the timing of related cash flows. All proprietary funds use the accrual basis of accounting. AD VALOREM A Latin term meaning “according to value” commonly used when referring to property taxes. ADOPTED BUDGET An annual budget approved by City Council each September detailing the revenues and expenditures of the City for the upcoming fiscal year. ANNUAL BUDGET A budget applicable to a single fiscal year. AMENDED BUDGET A revised version of the adopted budget prepared after the close of each fiscal year to reflect actual revenues and expenditures. AMENDMENT ONE A Florida constitutional amendment approved by voters in 2008 that provides 1) an additional $25,000 homestead exemption, 2) a 10% annual cap for assessed value increases to non-homesteaded properties, 3) a $25,000 exemption for tangible personal property, and 4) portability of accrued “Save Our Homes” benefits. APPROPRIATED BUDGET An expenditure authority created by Ordinance, which is signed into law, and the related estimated revenues. The appropriated budget includes all reserves, transfers, allocations, supplemental appropriations, and other legally authorized legislative and executive changes. APPROPRIATION A legal authorization granted by a legislative body to make expenditures and to incur obligations for specific purposes. APPROPRIATION FROM FUND BALANCE A non-revenue funding source used to bridge the gap between anticipated revenues and expenditures in the adopted budget of governmental, special revenue, and similar funds. APPROPRIATION FROM NET ASSETS A non-revenue funding source used to bridge the gap between anticipated revenues and expenditures in the adopted budget of enterprise funds. ASSESSED VALUE A dollar value of property (land and/or structures) assigned by a public tax assessor for the purposes of taxation. BALANCED BUDGET The total of all available financial resources (either on hand at the beginning of the fiscal year or generated during the fiscal year) equals or exceeds the total of all financial requirements (either planned spending during the year or funds required to be on hand at the end of the fiscal year). The requirement for a balanced budget is established at the fund level and must be met for each individual fund budgeted. BEAL MEMORIAL CEMETERY PERPETUAL CARE FUND Accounts for funds accumulated to meet the requirements of maintaining the City owned cemetery. 215 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 The budget is prepared on a basis consistent with generally accepted accounting principles (GAAP) and generally follows the basis of accounting with few exceptions. 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 this budget and GAAP for governmental funds is that certain revenues and expenditures (e.g. compensated absences and depreciation) are not recognized for budgetary purposes, but are recorded in the accounting system at year-end. The difference to GAAP for enterprise funds is that debt principal payments and capital outlay are budgeted as expenditures for budgetary purposes while any depreciation and compensated absences are not budgeted. However, all these items are 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 resulting in the acquisition of or an addition to the government’s general fixed assets. CAPITAL IMPROVEMENT PROGRAM (CIP) A plan for capital expenditures to be incurred each year over a fixed period of years to meet capital needs arising from the long-term work program or other capital needs. The CIP includes equipment, vehicles, and construction projects valued over $25,000. 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. 216 CAPITAL PROJECT There are two types of capital expenditures: infrastructure projects and operating programs. Capital projects are addressed in the CIP and generally include major fixed assets or infrastructure with long-term value, such as buildings, roads, and parks. Capital project costs include all expenditures related to planning, design, equipment, and construction and may involve some form of debt financing. CAPITAL PROJECTS FUND Accounts for the planned capital improvements to municipal facilities and infrastructure construction. CASH BASIS A basis of accounting under which revenues are recognized when cash is received and expenses are recognized when cash is paid. CODE ENFORCEMENT BOARD (CEB) Enforces the provisions of the City code and ordinances (i.e. building maintenance, grass height, signage). The board has the authority to impose administrative fines and other non- criminal penalties. The seven members of the board must be residents of the City of Fort Walton Beach and are appointed to three-year terms. The members are limited to two successive terms. The board meets the second Wednesday of each month at 4 PM in the Council Chambers at City Hall. COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) FUND Accounts for funding from the Federal government to provide services to the citizens with a financial need. These services include providing funding to area non-profit social service organizations, rehabilitating single-family homes, and clearing dilapidated structures. COMMUNITY DEVELOPMENT SERVICES (CDS) A City department providing overall direction and supervision of building inspections, code enforcement, planning, zoning, CDBG, and CRA. COMMUNITY REDEVELOPMENT AGENCY (CRA) A public organization that works to improve a specific area (called a Community Redevelopment District) in a community through redevelopment and economic investment. The targeted area must meet the state definition of "slum and blight," which includes 14 conditions such as deteriorating buildings, lack of parking and sidewalks, inadequate roadways, faulty lot layout, flooding problems, and outdated building patterns. COMMUNITY REDEVELOPMENT AGENCY (CRA) BOARD Oversees redevelopment projects and recommends infrastructure improvements within the 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 217  plan may be amended up to twice a year and must be evaluated and updated every five years. The plan must address the following elements: Future Land Use; Traffic Circulation; Sanitary Sewer, Solid Waste, Drainage, Potable Water, and Natural Groundwater; Parks, Recreation, and Open Space; Aquifer Recharge; Capital Improvements; Coastal Management; Conservation; Intergovernmental Coordination; and Housing Element. CONNECTION FEE A fee charged to join or to extend an existing utility system. CONTINGENCIES Funds that do not have an identified purpose and are budgeted for unanticipated or emergency purchases or repairs. The State of Florida allows up to a maximum of 10% of anticipated revenues to be allocated toward contingencies. DEBT CAPACITY The amount of debt that can be repaid in a timely manner without forfeiting financial viability. Includes the determination of the appropriate limit to the amount of long-term debt that can remain outstanding at any point of time, as well as the total amount of debt that can be incurred. DEBT RATIO A financial ratio that indicates the percentage of assets that are financed via debt; the ratio of total debt (current and long-term) and total assets (current, fixed, and other). DEBT SERVICE FUND Accounts for the principle and interest payments of General Fund debt. DEPARTMENT A distinct operating unit within the City, normally contained within one fund, that may or may not be subdivided into divisions. DEPRECIATION A portion of the cost of a fixed asset, other than waste, charged as an expense during a particular period. DISCRETELY PRESENTED COMPONENT UNIT In accordance with GASB 14, the City (primary government) is financially accountable if it appoints a voting majority of the component’s governing board and (1) it is able to impose its will on the organization or (2) there is a potential for the organization to provide specific financial benefit to or impose specific financial burden on the City. In addition, component units can be other organizations for which the nature and significance of their relationship with the primary government are such that exclusion would cause the reporting entity's 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. 218 EXPENSE A use of assets or incurrence of liabilities (or a combination of both) from delivering or producing goods, rendering services, or carrying out other activities that constitute the entity’s ongoing major or central operations. FIDUCIARY FUND Type of fund used to account for assets not available to support the government’s programs that are held in a trustee or agent capacity. Includes private-purpose trust, pension and other employee benefit trust, investment trust, and agency fund types. FISCAL YEAR The City’s budget year, which runs from October 1 to September 30. FORFEITURE An automatic loss of cash or other property as a penalty for not complying with legal provisions and as compensation for the resulting damages or losses. This term should not be confused with confiscation. The latter term designates the actual taking over of the forfeited property by the government. Even after property has been forfeited, it is not considered confiscated until the government claims it. FRANCHISE FEE A fee levied in proportion to gross receipts on business activities of all or designated types of businesses. FULL-TIME EQUIVALENT (FTE) One position funded for a full year. Either one full-time position funded at 40 hours/week for 52 weeks/year or multiple part-time positions whose funding equates to 40 hours/week for 52 weeks/year. FUND A fiscal and accounting entity with a self-balancing set of accounts recording cash and other financial resources, together with all related liabilities and residual equities or balances, and changes therein, which are segregated for the purpose of carrying on specific activities or attaining certain objectives in accordance with special regulations, restrictions, or limitations. FUND BALANCE 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. 219 GENERALLY ACCEPTED ACCOUNTING PRINCIPLES (GAAP) A uniform accounting and financial reporting system used by the City to accurately track all government expenditures, revenues, assets, and liabilities. GOLF ENTERPRISE FUND Accounts for the revenues and expenditures of the City’s golf course operations. GOVERNMENT FINANCE OFFICERS ASSOCIATION (GFOA) A professional association of state and local finance officers that has served the public finance profession since 1906. GOVERNMENTAL ACCOUNTING STANDARDS BOARD (GASB) An organization that establishes and improves the standards of state and local governmental accounting and financial reporting to produce meaningful information for users of financial reports. GOVERNMENTAL FUND Type of fund through which most governmental functions typically are financed and accounts for taxes, grants, and similar resources. Includes general, special revenue, capital projects, debt service, and permanent fund types. May be referred to as "source and use" funds. IMPACT FEE Imposed on new construction in order to support specific new demands on a given service (i.e. streets, water lines, sewer lines, parks, police, fire). IMPROVEMENT OTHER THAN BUILDING 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. 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 220  Fort Walton Beach MSA includes all of Okaloosa County. MILLAGE RATE A tax rate on property expressed in mills per dollar value of property. One mill equals $1 per $1,000 of assessed taxable property value. MODIFIED ACCRUAL BASIS OF ACCOUNTING A basis of accounting under which revenues are recognized in the accounting period in which they become both available and measurable and expenditures are recognized in the accounting period in which the fund liability is incurred, if measurable, except for unmatured interest on general long-term debt and certain similar accrued obligations, which should be recognized when due. All governmental funds use the modified accrual basis of accounting. MUNICIPAL PLANNING BOARD (MPB) Acts in an advisory capacity to the City Council on rezoning and development regulations, and monitors the implementation of the City's Comprehensive Plan. The seven members serve four-year terms, must be City of Fort Walton Beach residents, and are limited to two successive terms. The board meets the first Thursday of each month at 5 PM in the Council Chambers at City Hall. MUNICIPALITY A political unit, such as a city, town, or village, incorporated for local self-government. NET ASSETS The difference between assets and liabilities accounted for in an enterprise fund. Might be described as a measure of net worth. It attempts to measure how much left over at the end 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-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. 221 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 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. 222 “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. 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. 223  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 224  RESOLUTION 2012- 13 A RESOLUTION OF THE CITY OF FORT WALTON BEACH, FLORIDA, ADOPTING THE MILLAGE RATE FOR THE FISCAL YEAR BEGINNING OCTOBER 1, 2012 AND ENDING SEPTEMBER 30, 2013; AND PROVIDING AN EFFECTIVE DATE. BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF FORT WALTON BEACH, FLORIDA, THAT: 1. Purpose The City of Fort Walton Beach held a public budget meeting on August 13, 2012 to discuss the FY 2012- 13 budget. The City held public budget hearings on September 5, 2012 and September 19, 2012 as required by Section 200.065 of the Florida Statutes. The Okaloosa County Property Appraiser has certified that the gross taxable value for operating purposes not exempt from taxation within the City of Fort Walton Beach is 1, 114,258, 123. 2. Millage Rate The City hereby sets the FY 2012- 13 operating millage rate at 4. 5383 mills, which is 3. 57% less than the rolled-back rate of 4. 7063 mills. There is no voted debt service millage. 3. Effective Date This resolution shall take effect immediately upon approval by the City Council. Ado ed q, li Mike Anderson, Mayor Attest: Approved for form and legal sufficiency: Helen Spencer, Cit Clerk fiayward"Bykes, Sr., Attorney 225  Resolution 2012- 24 A RESOLUTION OF THE CITY OF FORT WALTON BEACH, FLORIDA, ADOPTING THE BUDGET FOR CERTAIN EXPENDITURES, EXPENSES, CAPITAL IMPROVEMENTS AND CERTAIN INDEBTEDNESS FOR THE CITY OF FORT WALTON BEACH, FLORIDA, FOR THE YEAR BEGINNING OCTOBER 1, 2012 AND ENDING SEPTEMBER 30, 2013; AND PROVIDING AN EFFECTIVE DATE. BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF FORT WALTON BEACH, FLORIDA, THAT: 1. Purpose Prior to the beginning of a new fiscal year, the City is required to pass and adopt a budget for the operation of the City government. The City held a public budget meeting on August 13, 2012 to discuss the FY 2012- 13 budget. The City held public budget hearings on September 5, 2012 and September 19, 2012 as required by Florida Statutes section 200.065. 2. Tax Rate The City Council set the tax rate at 4.5383 mills for property assessed as of January I, 2012. 3. Adoption of Budget The document entitled " City of Fort Walton Beach FY 2012- 13 Adopted Budget", dated October 1, 2012, comprises the total amount of$ 33,497,609 for all funds reported. The budget is being presented as a balanced budget whereby there are sufficient revenues to offset all estimated expenditures or expenses. All budget appropriations are based upon the total expenditure and/ or expenses even though the budget has been prepared based on line items and summarized to a categorical level. 4. Budget Amendments a. The City Council may make any amendments to the adopted budget, by resolution, as it may deem necessary and proper. b. Budget amendments requesting additional expenditures or expenses must also identify the corresponding funding source. 5. Budget Transfers Budget transfers shall be accomplished pursuant to Administrative Policy FIN- 13 as provided by Resolution 2011- 19 adopted by the City Council on August 16, 2011. 6. Debt Service Debt service for the General Fund will be paid from operating revenues and/ or transfers from the Debt Service Fund. Debt service for the Utilities, Golf, and Stormwater Enterprise Funds will be paid from operating revenues from these Enterprise Funds. 226 7. Carryovers a. Projects that were not completed during the prior fiscal year are carried forward and are funded with the corresponding carryover appropriations of the prior year. These are commitments anticipated to be incomplete as of September 30, 2012 and will be continued and made a part of the FY 2012- 13 budget. The document entitled " City of Fort Walton Beach FY 2012- 13 Grant & CIP Project Carryovers", dated September 19, 2012, comprises the total amount of$ 4,826, 970 for all funds reported. b. Encumbrances ( open purchase orders) that were not completed during the prior fiscal year are carried forward and are funded with the corresponding carryover appropriations of the prior year. These are commitments anticipated to be incomplete as of September 30, 2012 and will be continued and made a part of the FY 2012- 13 budget. The document entitled " City of Fort Walton Beach FY 2012- 13 Encumbrance Carryovers", dated September 19, 2012, comprises the total amount of$ 873, 695 for all funds reported. 8. Effective Date This resolution shall become effective on and after October 1, 2012. 462 yam-_ Mike Anderson, Mayor Adopt Att est: Approved for form and legal sufficiency: hall' Yl Gl ` Helen Spencer, City il r. Hay , rd d SOS-. Dykes, J . City At•: rney 227  CITY OF FORT WALTON BEACH FY 2012-13 Grant & CIP Project Carryovers Council Meeting 09/19/12 Divison Project Amount Account Completion Fire Assistance to Firefighters Grant 11,133 001-1568-522-6407 Jan 2013 Streets Wright Parkway Sidewalk 163,691 001-1585-541-6353 Sep 2013 General Fund 174,824 CDBG Fair Housing - purpose TBD 500 107-1900-554-5200 TBD CDBG Land Clearance 19,483 107-1910-554-5207 Oct 2012 CDBG World Changers 7,689 107-1930-554-4650 Jun 2013 CDBG Chester Pruitt 3,572 107-1940-554-5251 Oct 2012 CDBG Public Services - purpose TBD 2,143 107-1940-554-6997 TBD CDBG Combs Manor Court Sidewalk 20,106 107-1950-554-6353 Dec 2012 CDBG Infrastructure - purpose TBD 2,140 107-1950-554-6997 TBD CDBG Fund 55,633 Planning Brooks Landing Waterfront Grant 2,247 109-1586-572-6355 Oct 2012 Planning Brownfield Cleanup Program Grant 51,245 109-5498-552-6159 Dec 2012 Facilities Heritage Park Oyster Shell Archway 41,293 109-8118-572-6310 Sep 2013 Streets Alconese Avenue Sidewalk Installation ST1229 22,237 109-8306-541-6353 Mar 2013 Planning Soundside Affordable Housing Development Closing Expenses 700,000 109-8607-552-8105 TBD CRA Fund 817,022 Sewer Defense Infrastructure Grant - Hurlburt Reuse Line 2,609,918 401-5421-535-6365 May 2013 Water Well #9 Repairs 35,000 401-8500-533-4680 Jan 2013 Water California Drive Water Line Replacement WO1204 33,080 401-8056-533-6360 Dec 2012 Water Baker Ave Water Line Replacement WO1205 33,080 401-8056-533-6360 Dec 2012 Water Coral Drive Water Line Replacement WO1206 33,080 401-8056-533-6360 Dec 2012 Sewer Lift Station 9 - Liner Rehab 12,500 401-8500-535-6300 Jan 2013 Sewer Lift Station 15 - Liner Rehab 12,500 401-8500-535-6300 Jan 2013 Sewer Lift Station 16 - Liner Rehab 7,500 401-8500-535-6300 Jan 2013 Sewer Lift Station 23 - Liner Rehab 12,500 401-8500-535-6300 Jan 2013 Sewer Lift Station 26 - Liner Rehab 14,500 401-8500-535-6300 Jan 2013 Sewer Lift Station 1 - Upgrade Wet Well, Replace Pumps WF0042835 13,375 401-8500-535-4680 Mar 2013 Sewer Lift Station 8 - Replace Wet Well & Pumps WF0041053 13,375 401-8500-535-4680 Mar 2013 Sewer Pump Station 1 Parallel Force Main 949,083 401-8031-535-6361 Nov 2013 Utilities Fund 3,779,491 Grant & CIP Project Carryovers - All Funds 4,826,970 228  CITY OF FORT WALTON BEACH FY 2012-13 Encumbrance Carryovers Council Meeting 09/19/12 PO Date Vendor Description PO Balance Account Completion 76225 09/14/12 Jones Floor Products Flooring $4,358.40 001-0800-521-4640 Oct 2012 75848 07/30/12 Florida Bullet Ammunition $9,206.70 001-0800-521-5213 Nov 2012 76142 09/04/12 Consolidated Storage Co. Drawer Unit $1,179.89 001-0800-521-6401 Oct 2012 75983 08/16/12 SRT Supply HK trade $1,434.00 001-0800-521-6406 Oct 2012 74658 03/14/12 MV7, Inc. Hollywood Demo $2,531.00 001-1500-519-3400 Nov 2012 76083 08/27/12 Gulf Coast Traffic Engineers Install thermoplastic roadway markings $3,646.25 001-5018-541-6351 Oct 2012 72934 09/08/11 Hatch Mott MacDonald Hedrick Investigation Study & Permitting $14,609.60 001-5117-572-6214 Oct 2012 General Fund 36,965.84 69781 08/16/10 Lewis, Longman & Walker Legal Representation for Soundside $16,654.38 109-2000-552-3101 TBD 76084 08/14/12 Gulf Coast Traffic Engineers Install thermoplastic roadway markings $2,154.50 109-5018-541-6351 Oct 2012 70247 10/27/10 Goodwyn, Mills & Cawood Brooks Street Parking – Consulting Services $1,700.00 109-5356-545-3100 Nov 2012 75292 05/29/12 Perdido Paving & Grading Brooks Street Parking Lot $42,512.65 109-5356-545-6357 Nov 2012 76138 09/04/12 TBE Group, Inc. (Cardno TBE) Phase A - Happy Food Stores $15,466.50 109-5498-552-6159 Dec 2012 76139 09/04/12 TBE Group, Inc. (Cardno TBE) Phase B – Happy Food Stores 98,960.00 109-5498-552-6159 Dec 2012 71041 01/31/11 Goodwyn, Mills & Cawood Pedestrian Crosswalks $7,650.00 109-5602-541-6310 Nov 2012 71042 01/31/11 Goodwyn, Mills & Cawood Downtown Streetscapes – CRA Imp. $4,800.00 109-5602-541-6310 Nov 2012 74699 03/19/12 MV7, Inc. Soundside Demo $75,612.50 109-5607-552-6159 TBD 69316 08/04/10 Soundside Apartments, LLC Pre Closing Costs for Soundside $88,810.00 109-5607-552-8105 TBD CRA Fund 354,320.53 69738 09/03/10 Goodwyn, Mills & Cawood Standard Document Development $8,000.00 401-1300-536-3100 Sep 2013 75299 05/29/12 Control Systems & Instrument Electric motor control system at Well #09 $9,902.42 401-1310-533-4680 Oct 2012 75525 06/22/12 Layne-Central Co Remove and inspect Well Pump at Well #09 $11,949.00 401-1310-533-4680 Oct 2012 75290 07/03/12 Goodwyn, Mills & Cawood Water Storage Tank Inspections $2,400.00 401-1310-533-4680 Nov 2012 75639 07/05/12 Goodwyn, Mills & Cawood Lift Station #3 Wet Well $28,000.00 401-1350-535-3100 Nov 2012 73610 01/18/12 Data Flow Systems Narrowband Adjustment $1,890.00 401-1350-535-4680 Nov 2012 75290 07/03/12 Goodwyn, Mills & Cawood Water Storage Tank Inspections $800.00 401-1350-535-4680 Nov 2012 69655 08/27/10 Hatch, Mott MacDonald Pump Station #1 $2,570.00 401-5031-535-3100 Dec 2012 74452 02/17/12 Hatch, Mott MacDonald Additional Services for PS1 & Force Main $196.00 401-5031-535-6361 Dec 2012 74015 12/29/11 Hatch, Mott MacDonald PS#1 & Force Main Eval & Eng Report $18,129.21 401-5031-535-3100 Dec 2012 75677 07/10/12 Insituform Technologies Sewer Pipe Lining $230,658.50 401-5032-535-6361 Oct 2012 75934 08/10/12 Gulf Coast Environmental Preparing an environmental baseline survey report $3,728.00 401-5032-535-6361 Oct 2012 73289 10/13/11 Fabre Engineering Hurlburt Reuse Construction Drawings $51,860.95 401-5421-535-6365 Dec 2012 Utilities Fund 370,084.08 75440 07/12/12 TOTER, LLC 225qty. 96 Gallon Cans $12,044.25 403-1360-534-5226 Oct 2012 Sanitation Fund 12,044.25 72985 09/23/11 Hatch Mott MacDonald Stormwater Master Plan $100,280.19 405-1380-538-3100 Apr 2013 Stormwater Fund 100,280.19 Purchase Order Encumbrance Carryover - All Funds 873,694.89 229 230