Fort Walton Beach — Fiscal Year 2010-11 Adopted Budget

FY 2010-11 Adopted Budget Fort Walton Beach, FL City of The Beal Parkway Neighborhood, a centrally located low income minority neighborhood, is bustling with children playing and parents exercising after major park renovations.  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 833-9505 Accounting 833-9513 Administrative Services Customer Service (Utility Billing) 833-9500 Human Resources 833-9507 Purchasing 833-9523 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 833-9654 Heritage Park & Cultural Center 833-9595 Planning & Zoning 833-9697 Library 833-9590 Stormwater 833-9932 Tennis Center 833-9588 Streets 833-9614 Water Operations 833-9630 On the Cover Boasting a clock tower, landscaping, and walking path, Gateway Park is located on a small, triangular-shaped parcel of land located between three roadways entering the Beal Parkway neighborhood. Nearby Chester Pruitt Park - the crown jewel of the Beal Parkway Neighborhood - reopened in October 2009, after renovations including a new walking trail, decorative lighting, landscaping, restrooms, stormwater improvements, playground equipment, picnic tables, and benches. Redevelopment of the park has been a huge success for the City and the neighborhood. Today, children can be seen playing on the new playground while their parents exercise along the walking trail. Use of the park is up while crime at the park has dropped significantly. The City of Fort Walton Beach received the Northwest Florida League of Cities' Community of Excellence Award for a city with a population over 20,000 for the Chester Pruitt Park project. The park is named in honor of the City’s first black police officer. Budget Availability Reference copies of the annual budget are available at the City Clerk’s Office, Finance Department, 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 2010-11 Budget Table of Contents Page # City Organizational Chart 1 City Council, Appointed Officers, & Dept. Directors 2 Vision Plan 3 Strategic Plan 4 Mission Statement 6 City Manager’s Budget Message 7 Executive Budget Summary 14 Budget Overview 19 Summary Budget Information 32 Detail Budget Information by Fund General Fund 49 Law Enforcement Trust Fund 157 Law Enforcement Training Fund 160 Community Development Block Grant Fund 163 Community Redevelopment Agency Fund 169 Debt Service Fund 174 Capital Projects Fund 176 Beal Memorial Cemetery Perpetual Care Fund 178 Utilities Fund 181 Sanitation Fund 203 Golf Fund 211 Stormwater Fund 223 Capital Improvements Program Introductory Information 232 Project Detail by Fund 236 Project Funding by Neighborhood 339 Statistical Information 345 Glossary of Terms & Acronyms 357 Budget-Related Resolutions 365 A comprehensive table of contents follows immediately after this page.  Page # City Organizational Chart 1 City Council, Officers, & Directors 2 Vision Plan 3 Strategic Plan 4 Mission Statement 6 City Manager’s Budget Message Introduction 7 Budget Issues & Challenges 8 Distinguished Budget Presentation Award 13 Executive Budget Summary Budget Summary 14 Operating & Capital Budget Highlights 15 Did You Know?... 16 Revenues & Expenditures by Category 18 Budget Overview Budget Process 19 Budget Basis & Fund Structure 23 Financial Policies 26 Debt Schedules 31 Summary Budget Information Summary of Estimated Financial Sources & Uses 32 Revenue Trends 34 Expenditure Trends 38 Personal Services Trends 43 Position Summaries 46 Detail Information by Fund GENERAL FUND Fund Highlights 49 Revenues 51 0100 City Council 56 0200 City Manager 58 0300 Administrative Services 62 0310 Risk Management 67 0320 Information Technology 71 0400 City Clerk 74 0500 Financial Services 78 0530 Purchasing 83 0800 Police 87 0900 Fire 93 1000 Recreation Services 99 1010 Parks 104 1015 Right-of-Way 109 1020 Senior Center 113 1060 Library 116 1070 Museum 120 1080 Cemetery 124 1200 Engineering Services 128 1205 Planning & Zoning 133 1215 Building Inspections & Permitting 136 1217 Code Enforcement 141 1220 Fleet 145 1230 Facilities 148 1240 Streets 152 1500 Non-Departmental 156  Page # LAW ENFORCEMENT TRUST FUND 157 LAW ENFORCEMENT TRAINING FUND 160 COMMUNITY DEVELOPMENT BLOCK GRANT FUND 163 COMMUNITY REDEVELOPMENT AGENCY FUND 169 DEBT SERVICE FUND 174 CAPITAL PROJECTS FUND 176 BEAL MEMORIAL CEMETERY PERPETUAL CARE FUND 178 UTILITIES FUND Fund Highlights 181 Revenues 182 0520 Customer Service 183 1300 Utility Services 187 1310 Water Operations 190 1340 Water Distribution 194 1350 Sewer Collection & Treatment 198 1500 Non-Departmental 202 SANITATION FUND Fund Highlights 203 Revenues 204 1360 Solid Waste 205 1370 Recycling 208 1500 Non-Departmental 209 GOLF FUND Fund Highlights 211 Revenues 213 0700 Golf Operations 214 0710 Grounds Maintenance 219 1500 Non-Departmental 222 STORMWATER FUND Fund Highlights 223 Revenues 225 1380 Stormwater 226 1500 Non-Departmental 230 Capital Improvements Program (CIP) CIP Process 232 Financing Alternatives 233 FIVE-YEAR FUNDING SCHEDULE General & CRA Funds 234 Utilities, Golf, & Stormwater Funds 236 PROJECT DETAIL BY FUND General Fund 238 CRA Fund 270 Utilities Fund 294 Golf Fund 316 Stormwater Fund 328 Five-Year CIP by Vision Plan & Neighborhood 339 Statistical Information History & Profile 345 Neighborhood Information 346 Miscellaneous Statistics 350 Interfund Transfers 354 Selected Fee Schedules 355  Page # Glossary of Terms & Acronyms Glossary of Terms 357 Acronyms 364 Budget-Related Resolutions Budget Transfers 365 Millage Rate 368 Budget Adoption 369  City of Fort Walton Beach $35,708,090 Budget 297.74 FTE’s Citizens of Fort Walton Beach City Council City Clerk City Manager City Attorney 2.50 FTE 3.00 FTE 1 Administrative Engineering & Financial Fire Police Recreation Services Utility Services Services Services Services Services 5.50 FTE 92.55 FTE 14.75 FTE 38.00 FTE 67.59 FTE 73.85 FTE Human Resources Building Inspections Accounting Advanced Life Uniform Patrol Athletics – & Permitting Support Adult & Youth Information Auditing K-9 Patrol Technology Code Enforcement Fire Suppression Recreation Budgeting Criminal Centers and Insurance & CRA & CDBG Fire Prevention Investigations Purchasing Programming Risk Management Engineering Fire Inspection Community Debt Service & Grounds Policing Maintenance: Fleet & Facilities Management Hazardous Materials Crime Prevention Parks, Right-Of- Garbage Collection Treasury Response Way and Communications Cemetery Planning Utility Billing Fire Education Records Library Streets & Stormwater Contingencies & Mgmt Transfers Support Services Museum Water Production & School Crossing Golf Club Distribution Guards Operations Sewer Collection Reserve Officers  CITY OF FORT WALTON BEACH, FL City Council Left to right (standing): Mike Holmes (Seat 1), Dennis Reeves (Seat 3), Bobby Nabors (Seat 5), Bull Ridgon (Seat 6), and Dick Rynearson (Seat 7). Left to right (seated): joyce gossom (Seat 2), Mayor Mike Anderson, and Mike Minich (Seat 4). Council members are elected 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 – Robert Mearns Administrative Services – Sylvia Hanks City Clerk – Helen Spencer Engineering &Utility Services – Michael Beedie City Attorney – Vacant Financial Services – Brandy Wunker Fire Services – Mike Dutton, Chief Police Services – Ted Litschauer, Chief Recreation & Cultural Services – Jeff Peters 2  Vision Plan Adopted in March 2004 “Our vision for the City of Fort Walton Beach is based upon preserving the great and unique qualities of our City and building on them to create a well balanced community for ourselves and our children in the future. Our collective Vision Statement is to be the overriding guideline for decision making by our community leaders… now and for years to come. We challenge our community leaders to strive to attain the quality of life and community character that this Vision Statement embodies.” Economic Development - Expand the diversity of the economic base in the City to create a well-rounded economy that provides quality job opportunities and provides the community with diverse, high quality goods and services. Environmental Resources - Promote the highest level of environmental quality within the City, capitalizing on Choctawhatchee Bay and its tributaries and the Santa Rosa Sound as the focal points of the community for estuary preservation, public/civic celebration, recreation, and compatible new development. Natural Environment Choctawhatchee Bay/Santa Rosa Sound Government Relations - Create a council system that encourages public participation and is responsive to the citizens’ Vision for the City. Human Services Arts/Culture and Entertainment Education Social Structure Infrastructure - Provide state-of-the art treatment, delivery, and collection systems for all of the major utilities to ensure the greatest protection of the health, safety, and welfare of the citizens and the natural environment. Land Use - Enhance the visual quality of the built environment in the City and ensure that the regulatory framework for land use planning is clear, easy to use, and reinforces the Vision Plan goals and objectives. Parks and Open Space Historic/Archaeological Preservation Visual and Physical Design Housing Neighborhoods - Build upon existing neighborhood assets to create safe, stable, and beautiful neighborhoods that are the pride of all the residents. Public Safety - Create an urban environment where residents and visitors feel safe and protected from harm to property and person. Transportation - Provide a safe, pedestrian-friendly, efficient, cost effective, and un- congested transportation system in a manner that not only accommodates today’s demands, but also plans for reasonable anticipated growth in the City as well as the surrounding region. Icons are used throughout the CIP budget as a visual reminder of the Vision Plan and its translation into the budget. 3  Strategic Plan Adopted in December 2008 City Council’s primary responsibility is to shape public policy in order to achieve the citizens’ desires for the future. As time passes, the complexion of a community, its residents, and leaders change, as do the priorities of the community. There is probably no more daunting task that any community faces than planning for its future and identifying future priorities. The Strategic Plan is a multi-year plan and the budget process determines which parts of the plan receive resources each year. Each Strategic Plan Goal falls into one of the Vision Plan categories listed on the previous page. Strategic Lead Plan Goal Initiative Performance Measure Department Status Economic Development $ value of incentive packages Business Retention # of new businesses as a result Economic Continue Participation in Engineering & Panel formed; staff of incentives Development Economic Development Efforts Utility Services working on business % increase in commercial development plan taxable assessed value Environmental Resources % compliance w/ regulations Engineering & Created effective Create Stormwater Utility % infrastructure needs Utility Services October 1, 2008 completed % change in Floridan aquifer Natural % change in pollution in Forum & Funding for Water Engineering & Environment Choctawhatchee Bay Pending Protection Utility Services % change in pollution in Santa Rosa Sound Continue Regional Water Engineering & # meetings attended Ongoing Supply Planning Participation Utility Services Fees for Backflow & Grease Engineering & % of cost of service recovered Pending Trap Inspections Utility Services Financial % CB residents interested Viability Examine Providing Stormwater Engineering & $ savings to CB residents Pending Service to Cinco Bayou Utility Services $ revenue to FWB Government Relations # of functional areas reviewed Examine Functional Engineering & $ savings to City Pending Consolidation or Partnership Utility Services # FTE’s reduced # of functional areas reviewed Contracted effective Examine Contracting Software Administrative $ savings to City January 2009; Services Services # FTE’s reduced 1 FTE eliminated # of functional areas reviewed IAFF GIS Analysis Consider Annexation, Merging, $ savings to City City Manager completed Jan 2010; Incorporation # FTE’s reduced other depts no interest # of functional areas reviewed Conduct Departmental 30.74 FTE’s or 9.4% $ savings to City City Manager Operational Reviews reduction since FY09 # FTE’s reduced Annually Review Consultant’s $ savings to City Financial Structural Ongoing Report on Outsourcing # FTE’s reduced Services Change Develop Internal Skills for Administrative # of training events held Pending Managing Outsourcing Services Administrative Defined contribution Review Pension Alternatives $ savings to City Services plan; new hires 1/1/10 Examine Alternative Administrative Vacation hours in lieu $ savings to City Compensation Plans Services of pay increases Medical ins. RFP Examine Healthcare & Benefits Administrative $ savings to City resulted in modest Alternatives Services 5.5% increase # of functional areas reviewed Examine Feasibility of Administrative $ savings to City Pending Employee Leasing Services # FTE’s reduced Develop Guidance for # of committees reporting as City Clerk Pending Appointed Committees scheduled # of kilowatt hours by facility Natural Examine Energy Savings from Engineering & # of hours of overtime Pending Environment 4-Day Work Week Utility Services net $ savings to City 4 Strategic Lead Plan Goal Initiative Performance Measure Department Status # of facilities reviewed Quality of Analyze City Facility Use # programs expanded Recreation Pending Life Patterns & Funding Options # programs reduced Services net $ savings to City # Senior Center Volunteer Hrs Additional Resources for # Library Volunteer Hrs Recreation Ongoing Quality of Volunteer Development # Museum Volunteer Hrs Services Life # Special Event Volunteer Hrs Increase Non-Profit # of Non-Profit Partnerships Recreation Pending Partnerships $ savings to City Services Economic Streamline Permitting Process Engineering & # of days for permit approval Pending Development for CRA Utility Services # of functional areas reviewed Examine Purchasing Options w/ Financial $ savings to City Ongoing Financial other Governments Services # FTE’s reduced Viability # grants received Financial Increase Grant Writing Activities Pending $ amount of grants received Services Infrastructure Maintain Staffing & Resources Natural Engineering & to Meet Environmental % compliance w/ regulations Ongoing Environment Utility Services Regulations % of operations that are self- Financial supporting Financial Plan updated in July Update Cost Allocation Study Viability % of operations funded in part Services 2009 by user fees Land Use $ revenue from impact fees Implement Impact Fees for Recreation $ value of grants Pending Quality of Recreation Services % leverage from grants Life $ funding for project Engineering & Develop Coral Greenway On hold $ increase in maintenance Utility Services Economic Purchase Car Wash Next to $ allocated to purchase City Manager On hold Development Library % of programs funded in part by user fees Financial Recreation Report on Current Fees % of cost recovered from fees Pending Viability Services $ revenue increase from fee adjustments % of land with current use % of unused land with future use identified Develop Master Plan for City Engineering & % of unused land that is Pending Growth Land Utility Services declared excess Management $ revenue from excess land sales Present Land Development Engineering & n/a Updated Code for Council Decision Utility Services Neighborhoods % budget on operations & maintenance FY 2010 allocation is Economic Continue 50/50 Allocation of % budget on residential Engineering & 77% residential, Development CRA Funding improvements Utility Services 33% commercial % budget on non-residential improvements Public Safety Analysis of Contract w/ Sheriff n/a Police Services On hold Structural No interest from Change Review Fire Consolidation n/a Fire Services neighboring districts % CB residents interested $ savings to CB residents Examine Providing Fire Financial $ revenue to FWB Protection to Cinco Bayou & Fire Services Pending Viability % ME residents interested Mary Esther $ savings to ME residents $ revenue to FWB Transportation none identified 5  Mission Statement It is the MISSION of the City of Fort Walton Beach to be a leader among cities and in the region at large in delivering outstanding quality services to all citizens through innovative and efficient use of resources. We will achieve this through: 1. Providing the most responsive services possible by focusing on the citizen as the customer 2. Practicing a well established policy of fiscal conservatism 3. Planning and providing for a strong infrastructure 4. Recruiting, developing, and retaining highly qualified staff 5. Maintaining highly effective equipment resources for delivery of services 6. Providing a model environment in which to live by enhancing and preserving the City’s unique beauty and quality of life. We will respectfully measure our achievement of the above by: 1. Citizen satisfaction 2. Overall fiscal health, annual financial statements, and bond ratings 3. Effectiveness of annual Capital Improvement Program and subsequent bond package approvals 4. Improved employee productivity 5. Ability to continue to control costs 6. The City’s continued national and state recognition for its quality of life efforts 7. Continued strong working relationships with local businesses and industry, and growth in the City’s tax base and retail sales. FY 2010-11 Budgetary Impact of Strategic Plan Goals: Structural Change a. Conduct departmental operational reviews – streamlining operations resulted in the elimination of 17.42 full-time equivalent positions, a 5.5% reduction. b. Examine alternative compensation plans – vacation hours in lieu of pay increases awarded on anniversary date on sliding scale of 4-hour increments based on evaluation score. c. Examine healthcare and benefits alternatives – medical insurance RFP resulted in modest average increase of 5.5% for 10/1/10 renewal. Natural Environment a. Create stormwater utility – stormwater master plan will be developed to identify and prioritize infrastructure improvement projects. Quality of Life Services n/a Economic Development a. Continue 50/50 allocation of CRA funding – current year projects are 77% residential and 33% commercial due to Soundside affordable housing project. Financial Viability n/a Proactive Growth Management n/a 6 City Manager’s Budget Message October 1, 2010 Honorable Mayor, City Council Members, and Citizens: It is my pleasure to submit the fiscal year 2010-11 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 balanced sources of revenues to fund programs, and maintaining prudent cash reserves for the betterment of the community’s citizens and businesses. The fundamental mission of the City of Fort Walton Beach is to provide the most efficient, progressive, and comprehensive array of municipal services possible within the constraints of fiscal responsibility. The FY 2010-11 budget of $35,708,090 is $358,601 or 1.0% less than the adopted FY 2009-10 budget and includes the elimination of 17 positions and reduced hours for another 11 positions. Two new part-time positions are included. Full-time equivalent (FTE) positions total 297.74 compared to 315.16 last year, a decrease of 17.42 FTE’s or 5.5%. The City’s 2010 assessed taxable value is $1.213 billion, a 7.3% decrease. The budget is predicated on the rolled-back rate of 4.5383 mills. The rolled-back rate is the tax rate that will generate the same amount of property tax revenue as the prior year, exclusive of new construction, deletions, boundary changes, and CRA dedicated increment. The General Fund, which includes services such as police and fire, recreation programs and parks, building inspections and code enforcement, streets and right-of-way, and general government administration, totals $17,633,614 and is 5.2% or $976K less than the prior year with personnel reductions of 20.18 FTE’s or 9.2%. Public safety (police and fire) was not reduced and most quality of life (recreation) programs will continue despite reduced personnel. While the vast majority of City services are able to continue status quo, many vehicle, equipment, and computer replacements as well as capital improvements continue to be delayed. Employee wage adjustments are not included for the second consecutive year; however, vacation hours on a sliding scale of 4-hour increments based on evaluation scores are proposed. Police bargaining unit members are ineligible due to ongoing contract negotiations. ECONOMY National and local economic indicators are useful for evaluating the framework within which the City of Fort Walton Beach operates. NATIONAL INDICATORS Consumer Price Municipal Cost Consumer Employment Trends Unemployment Index Index Confidence Index Index Rate *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 1.2% 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 3.7% higher than a year ago. The Consumer Confidence Index – prepared by The Conference Board based on a representative sample of US households – is 6.3% higher than a year ago. The Employment Trends Index – also prepared by The Conference Board and aggregating eight labor market indicators – is 9.8% higher than a year ago. National unemployment – as computed by the Florida Agency for Workforce Innovation – is currently 9.7%, same as last year. LOCAL INDICATORS Retail Sales Housing Affordability Unemployment Rate *Arrow indicates direction of performance during past year; Color denotes if change has a positive (green) or negative (red) impact.* City of Fort Walton Beach, FL 7 City Manager’s Budget Message Retail sales data – as reported by the University of West Florida Haas Center for Business Research and Economic Development – indicate sales are 0.3% less than a year ago. The affordability of housing – as reported by the Haas Center – is 5.2% worse than a year ago due to a decrease in median income. The standard definition of housing affordability is that the cost of buying a house uses less than 30% of annual household income. Local unemployment – as computed by the Florida Agency for Workforce Innovation – is currently 7.9%, up 12.9% from a year ago. The City’s revenue sharing funds from the State suffer when discretionary spending decreases in an economy weak due to stock market decline, tighter lending standards, layoffs, and oil spill fears. These 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. BUDGET ISSUES & CHALLENGES The City continues to navigate an environment of decreased revenues, coupled with a desire to maintain the same level of programs and services. TOP 5 BUDGET ISSUES Current Year – FY 2010-11 Prior Year – FY 2009-10 Property Taxes $0 Property Taxes $286,455 ▼ Assessed value decrease of $96M or 7.3% due to Assessed value decrease of $66M or 4.8% due to declining property values; Millage rate increased to declining property values; Millage rate maintained at 4.5383 to be revenue neutral. 4.1986. Personnel Reductions $1,433,916 ▼ Personnel Reductions $1,475,863 ▼ Positions eliminated: 17 Positions eliminated: 29 Positions with reduced hours: 11 Positions with reduced hours: 10 Use of Reserves $824,735 ▼ Interfund Transfers $1,025,244 ▼ 65% decrease in General Fund; budget reductions 32% decrease due to updated cost allocation plan & ensure recurring revenues fund recurring expenses. inability of enterprise funds to transfer surplus funds. Pension Contributions $8,023 ▲ Pension Contributions $401,605 ▲ Minimal increase due to position eliminations, $216K or 75% incr. for fire; $99K or 25% incr. for implementing defined contribution plan for new hires. police; $86K or 7% incr. for general. Interest Earnings $338,925 ▼ Sales Tax Revenues $199,800 ▼ 61% decrease due to certificates of deposit being These revenues are down 9% overall due to the reinvested at lower interest rates. weak economy and lower taxable sales. Property Taxes The City’s 2010 gross taxable property value for operating purposes is $1,213,149,471, a decrease of $95,906,544 or 7.3% from the 2009 final gross taxable property value of $1,309,056,015. The rolled-back millage rate is defined per Florida Statute 200.065 as the millage rate that will produce the same amount of ad valorem tax revenue as was levied during the prior year, exclusive of CRA dedicated increment value, new construction, deletions, and boundary changes. The rolled-back rate is 4.5383 mills. Because of the decrease in taxable value, the rolled-back rate is actually a “rolled-forward” rate this year (i.e. a higher millage rate is required to generate the same amount of tax revenue due to the lower taxable value). The budget is based on a millage rate of 4.5383, which generates property tax revenues of $5.230M, same as the prior year. The impact of this millage rate increase on any given property owner will vary based on the property’s exemptions and change in assessed value. As an example, a property owner with no change in taxable value will pay an additional $8.49 in annual property taxes per $25K in taxable value at a millage rate of 4.5383 compared to the prior year rate of 4.1986. City of Fort Walton Beach, FL 8 City Manager’s Budget Message Seven percent of properties are tax-exempt and 64% have a taxable value of $100K or less. 1800 1600 1400 1200 # of properites 1000 800 600 400 200 0 $0 $0- $25K- $50K- $75K- $100K- $125K- $150K- $175K- $200K- $300K- $400K- $500K- $1M+ $25K $50K $75K $100K $125K $150K $175K $200K $300K $400K $500K $1M taxable value Personnel Reductions The budget includes the elimination of 17 positions and reduced hours for another 11 positions. Staffing has been reduced strategically in areas with position vacancies or where reductions would have minimal impact on service levels. City Council provided clear direction to not reduce service levels in public safety (police and fire). Personnel expense totals $17.363M, and is down $1.326M or 9.3% in the General Fund and $1.434M or 7.6% citywide. The number of positions is budgeted to decrease 5.4% from 368 to 348. Full-time equivalent (FTE) positions total 297.74 compared to 315.16 last year, a decrease of 17.42 FTE’s or 5.5%. All position eliminations were achieved via early retirement incentive program, attrition, or existing vacancies. a. Eliminations – museum education coordinator, utility services director, environmental specialist, computer technician, adult athletic coordinator, recreation specialist, two library assistants, custodian, five service workers, equipment mechanic, HVAC technician, refuse collector b. Reduced Hours (reclassified to part-time) – two greenskeepers, three staff assistants, accountant, center manager, attendant, custodian, recreation specialist, service worker c. Position Downgrades – police captain to non-sworn support services supervisor, athletic and recreation supervisor to recreation coordinator d. New Positions (part-time) – purchasing staff assistant, utilities inventory specialist Use of Reserves In May 2008, City Council adopted a policy of maintaining unreserved/undesignated General Fund reserves at a minimum of 30% of total annual expenditures for emergencies such as hurricanes. Mid- year FY 2009-10, there was approximately $4M available in General General Fund Reserves Fund undesignated fund balance – above and beyond the 30% level – 4,000,000 Undesignated Available due to GASB changes, the sale of property to Waste Management, and (2,735,000) Payoff 1999 Golf Bond cost saving measures implemented during FY09 and FY10. Funds (371,000) Early Retirement Incentive (416,000) Early Retirement Vac/Sick have been allocated as shown to the right. (55,100) Inmate Labor Program Last year, City Council’s philosophy was to use excess reserves to (3,577,100) Approp in FY 2009-10 balance the budget rather than cut services or increase taxes or fees (35,000) Butler Drive Paving during the economic downturn. However, this year the millage rate is (27,500) Howell Drive Paving being increased to ensure recurring revenues fund recurring expenses (15,000) Annex Roof and excess reserves are being used to fund one-time outlays or capital. (10,100) City Hall Lighting General Fund reserves in the amount of $418K are being used to fund (5,000) Science Center Roof one-time outlays for capital, and $35K is budgeted from the Harvey (26,000) Chambers HVAC (8,000) IQM2 Auto Minutes Trust for library books and publications. (76,000) Police Dept OSSI Upgrade Citywide, FY 2010-11 use of reserves totals $2.464M and accounts for (100,000) Hedrick Renovations (65,000) LDC Revisions 1.2% of revenues. Two million in CRA reserves are budgeted for the (50,000) Police Vehicles Soundside affordable housing development and $10K is budgeted in (417,600) Approp in FY 2010-11 City of Fort Walton Beach, FL 9 City Manager’s Budget Message the Law Enforcement Trust Fund for crime prevention and safe neighborhood activities as required for agencies who receive at lease $15K in forfeitures annually. 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 actuaries estimate investment earnings at 8% annually for each plan and estimate annual salary increases as follows: General 5.4%, Police 7.5%, and Fire 6.5%. The City’s annual funding contribution is based on these actuarially determined estimates and must be adjusted in future years to make up for any deviation from these estimates. The City’s actuaries provide a percentage of payroll for the City to use for budgeting as well as calculating quarterly contribution payments. However, the City’s percentage must be adjusted upward to compensate for state contribution dollar amount being “frozen” and therefore comprising a smaller percentage of total annual payroll. Contribution as % of Payroll 2006-07 2007-08 2008-09 2009-10 2010-11 General Employees - Pension 14.900% 14.726% 15.465% 18.890% 20.920% General Employees - DC Plan n/a n/a n/a n/a 5.000% Police Officers Plan - Pension 12.800% 11.495% 15.212% 19.800% 25.747% Firefighters Plan - Pension 10.900% 10.800% 15.658% 25.300% 29.149% The City’s contribution to the General Employees defined benefit plan is budgeted at $1.2M, a decrease of $175K or 12.9% due to the reduction in staffing and transition to a defined contribution plan for all new hires effective January 1, 2010. The City contributes 5% of wages to the defined contribution plan, at an estimated cost of $41K. The City’s contribution to the Police Officers plan is budgeted at $561K, an increase of $65K or 13.0% due to the “frozen” state contribution comprising a smaller percentage. The City’s contribution to the Firefighters plan is budgeted at $580K, an increase of $77K or 15.3% attributable to the “frozen” state contribution. Interest Earnings The City’s excess funds are invested in certificates of deposit, money market bank accounts, and money market mutual funds. These investments are largely tied to the Federal Funds target rate, which the Federal Reserve has held at an “exceptionally low” level for “an extended period”. The Reserve Board has indicated the target rate will likely not be increased until 2011. Many of the City’s multi-year CD’s at rates between 4.5% - 5.5% have matured and are being reinvested at significantly lower rates between 0.25% - 1.0%. Citywide, interest earnings of $230K are budgeted, a $339K or 61% decrease from the prior year. OTHER ASSUMPTIONS & CHANGES REVENUES (detailed discussion on pages 34-37) 1. Revenues are estimated at conservative levels to guard against unanticipated economic shifts, legislative changes, or collection levels. General government revenues are largely budgeted based on historical collection and growth levels. Enterprise revenues are based on historical usage and/or number of customers, and adjusted for current rates. 2. Water and sewer rates will increase 1.5% on October 1, 2010, following a mid-year increase on April 1, 2010, to address the shortfall emanating from the transition of wastewater treatment and disposal to the County’s facility. The City Council adopted a multi-year rate plan in March 2010, with annual increases for inflation each October 1 through FY 2013-14. EXPENSES (detailed discussion on pages 38-41) 1. Wages have been adjusted as follows: a. Cost of living adjustment – Employees have customarily received a cost of living adjustment effective October 1. Due to fiscal constraints, for the second consecutive year no cost of living adjustment is budgeted for general or police employees. City of Fort Walton Beach, FL 10 City Manager’s Budget Message b. Performance adjustment – Employees have traditionally been eligible for a pay increase on their anniversary date contingent upon a satisfactory performance evaluation. Due to fiscal constraints, for the third consecutive year no monetary adjustment is budgeted for general employees. However, vacation hours will be awarded in increments of 4 hours in lieu of pay increases based on the performance evaluation score. Hours must be used before the next anniversary date and will not be paid in the event of separation from employment during the year. c. Fire Unions – Battalion chiefs and firefighters have signed three-year collective bargaining agreements, with no pay increases in FY 2010-11. Union members are eligible for vacation hours based on their performance evaluation. d. Police Unions – Police officers and sergeants voted to unionize in May 2009. Little progress has been made in negotiations. These employees’ wages and benefits are frozen until such time as collective bargaining agreements are approved and, therefore, are not eligible for vacation hours based on their performance evaluation. 2. Benefits have been adjusted as follows: a. Medical insurance – As a result of transitioning to a multi-tier program and issuing an RFP for medical insurance, the cost of providing insurance coverage is budgeted to decrease $344K or 17.5%. The savings will likely be even greater if all new City Council members do not elect family coverage. There are five Council seats up for election in March 2011, and full family coverage is budgeted for all seats. 3. One new division has been created this year to better account for the cost of providing services: 1205 Planning and Zoning. The Sewer Operations division 1320 has been eliminated with the outsourcing of services to the County wastewater treatment plant. 4. Department goals and capital improvement projects are tied directly to the Vision Plan and/or Strategic Plan, as illustrated by the use of icons (reference pages 3-5) throughout the document. The following projects are directly related to 2008 Strategic Plan goals: Structural Change a. Conduct departmental operational reviews – streamlining operations resulted in the elimination of 17.42 full-time equivalent positions, a 5.5% reduction. b. Examine alternative compensation plans – vacation hours in lieu of pay increases awarded on anniversary date on sliding scale of 4-hour increments based on evaluation score. c. Examine healthcare and benefits alternatives – medical insurance RFP resulted in modest average increase of 5.5% for 10/1/10 renewal. Natural Environment a. Create stormwater utility – stormwater master plan will be developed to identify and prioritize infrastructure improvement projects. Economic Development a. Continue 50/50 allocation of CRA funding – current year projects are 77% residential and 33% commercial due to Soundside affordable housing project. 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. GOING GREEN & EFFICIENT The City of Fort Walton Beach has transitioned to paperless agendas for City Council, Board, and Committee meetings. Old police department laptops were “recycled” for the purpose of equipping each seat at the dias with a laptop for ease of accessing the agenda and backup material during meetings. The cost of producing hardcopy City Council meeting agendas was roughly $3600 for paper alone, not to mention ink cartridges and staff time. Minutes will be taken electronically as of October 1, thereby reducing staff in the City Clerk’s office by 0.50 FTE while improving turnaround time and accessibility of information to citizens. Minutes will be available the next day, rather than with the next agenda two weeks later. Furthermore, citizens will be City of Fort Walton Beach, FL 11 City Manager’s Budget Message able to click on an agenda item online and jump directly to that part of the meeting and listen to the full discussion rather than just having the highlights documented in hardcopy minutes. PERFORMANCE MEASUREMENT Performance measurement is the regular collection of specific information regarding City services. Together with strategic planning, benchmarking, and continuous improvement, performance measurement forms the nucleus for managing for results and addressing the effect we are having in our community. The collection and measurement of performance data is a central requirement for improving performance. In late April, City Council was presented with staff’s recommended new approach to conducting day-to- day business in the City of Fort Walton Beach. The presentation highlighted the many benefits of implementing the concept of “performance excellence” in all aspects of city government. Performance excellence is a culture whereby organizations utilize proven standards as a guide to making improvements that generate better operations, customer value, and overall results. The City Council’s direction was simple: “move forward!” This initiative was originally going to be rolled out in time for implementation with the new fiscal year on October 1. However, given possible operational changes as a result of reduced revenues, it was determined that it makes more sense to embark on this endeavor after City Council establishes desired service levels and programs during the budget process. As such, current performance measures – many of which aren’t truly meaningful for evaluating services and others can’t be easily supported by system- generated documentation/reports and must be manually tracked – haven’t been updated for the current year or upcoming budget year. In the near future, employees can expect to be introduced to management practices and business concepts that are proven to increase both internal and external customer satisfaction and will promote a culture of excellence throughout our city government. Over the next several months, a Core Performance Team will be assembled to work with leadership and staff to develop Mission, Vision, and Value Statements to guide the City’s future efforts toward Service Excellence. Annual Goals, as well as Short- Term and Long-Term Strategic Goals, will be developed with input from employees. As part of the new Performance Management System, and as a way to bolster employee participation and involvement, a new Bright Ideas Employee Suggestion System is being developed. Departmental Mission Statements and Annual Goals will be developed to support the achievement of the Citywide Goals. Ongoing performance measurement and periodic feedback sessions will help keep all departments on target to ensure accomplishment. What does this mean for our hardworking city employees? It means a tremendous amount of positive change is just around the corner! Look forward to a modern work environment where employees are heavily involved in shaping the future of our government agency; an environment where employee satisfaction surveys and process improvement teams give employees a solid voice in implementing systems and processes that work; a system that promotes high performance, employee empowerment, and accountability. After all, the most important resource of any agency is its employees! What does this mean for our citizens? Perhaps the most powerful reason for measuring performance is that citizens are continually demanding more responsive and competitive government. Given the nation’s current economic environment, taxpayers are placing all levels of government and the services they provide under the microscope. The City of Fort Walton Beach will be able to clearly illustrate the purpose, quality, and value of programs and services! City of Fort Walton Beach, FL 12 City Manager’s Budget Message ACKNOWLEDGEMENTS Preparation of this budget would not have been possible without the efficient and dedicated services of Finance Director Brandy Wunker, Budget & Grants Manager Charlotte Dunworth, and Staff Assistant Diana Green. 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, Robert T. Mearns City Manager The Government Finance Officers Association of the United States and Canada (GFOA) presented a Distinguished Budget Presentation Award to the City of Fort Walton Beach, Florida for its annual budget for the fiscal year beginning October 1, 2009. In order to receive this award, a governmental unit must publish a budget document that meets program criteria as a policy document, as an operations guide, as a financial plan, and as a communication device. This award is valid for a period of one year only. We believe our current budget continues to conform to program requirements, and we are submitting it to GFOA to determine its eligibility for another award. City of Fort Walton Beach, FL 13  Executive Budget Summary It is the Mission of the City of Fort Walton Beach to be a leader among cities and in the region at large in delivering outstanding quality services to all citizens through innovative and efficient use of resources. Where the Money Comes From … … And Where the Money Goes Budgeted Revenues: $35,708,090 Budgeted Expenditures: $35,708,090 Recreation, State Revenue Water & Sewer Cemetery, & Sharing, Fees Other General Public Safety Intergov't, etc. 20.6% Licenses & 2.5% Government 24.2% Physical Permits 8.6% 10.4% Environment 6.7% 21.9% Other Taxes Contingencies & Garbage Fees 12.3% Reserves 9.5% 0.8% Ad Valorem Taxes 14.5% Golf Club Fees Interfund Transfers 5.8% Transportation 6.2% 3.1% Reserves Stormwater Fees Interfund 7.0% Fines, Forfeitures, 1.7% Debt Service Transfers Culture & Economic & Other Fees 5.9% Capital 7.0% Interest & Misc. Recreation Development 3.1% 0.8% Improvements Capital Outlay 11.2% 3.7% 10.1% 2.5% User Fees are the largest source of revenue - 40% - for Public Safety includes the police and fire departments the City and generate $14.3M. Unlike taxes, these and comprises the largest expense to the City at $8.6M charges are directly related to the service or 24%. Six police officers took advantage of the early 4% received and are collected for recreation & retirement incentive and the payroll 3% golf activities, water and sewer services, savings from those replacements yields a and garbage collection. The increase in this category is $276K or 3% savings in this category. attributable to water and sewer rate increases to maintain aging infrastructure and transition wastewater Culture & Recreation activities include treatment and disposal to the County’s facility. 10% athletic & recreation programs, senior Property Taxes are the City’s second largest source of center, library, museum, and golf. Due to revenue at $5.2M or 15% of revenues. This revenue budget constraints, staffing was reduced 13% and source is flat since the increase in millage rate will offset operating expenses cut by $534K. the decrease in taxable assessed value. Capital Investment is up $977K or 27% as a result of Other Taxes total $4.4M and are the third $418K in excess General Fund reserves being used to largest revenue source at 12%. Including 3% fund vehicle and equipment replacements, as well as fuel tax, utility taxes, communication infrastructure needs. Additionally, $2M in services tax, and business tax receipts, this revenue is CRA Fund reserves are budgeted for the 27% anticipated to increase slightly due to utility taxes and Soundside affordable housing communications services tax receipts. development. BUDGET SUMMARY FY 2010-11 FY 2009-10 $ Variance % Variance General Fund $17,633,614 $18,609,321 <$975,707> <5.2%> Law Enf. Trust Fund $12,825 $16,825 <$4,000> <23.8%> Law Enf. Training Fund $12,050 $30,580 <$18,530> <60.6%> CDBG Fund $152,772 $142,221 $10,551 7.4% CRA Fund $3,580,362 $1,784,249 $1,796,113 100.7% Debt Service Fund $420,395 $415,725 $4,670 1.1% Utilities Fund $7,716,168 $8,397,890 <$681,722> <8.1%> Sanitation Fund $3,376,275 $3,413,650 <$37,375> <1.1%> Golf Fund $2,196,029 $2,527,303 <$331,274> <13.1%> Stormwater Fund $565,000 $666,027 <$101,027> <15.2%> Beal Memorial Fund $42,600 $62,900 <$20,300> <32.3%> GRAND TOTAL $35,708,090 $36,066,691 <$358,601> <1.0%> City of Fort Walton Beach, FL 14 Executive Budget Summary Operating Budget Capital Improvements Budget $32,100,992 $3,607,098 10 2,100 1,800 8 1,500 Thousands 6 Millions 1,200 900 4 600 2 300 0 0 General Public Recreation CDBG/ Water/ Sanitation Debt Interfund Recreation CRA CRA Facilities Streets Water SewerStormwater Gov't Safety CRA Sewer/ Service Transfers resid comm Stormwater The FY 2010-11 Operating Budget is categorized The FY 2010-11 Capital Improvements Budget is into major functional areas. classified into major categories of improvements. Highlights for the upcoming year include: General Government is comprised of the City Council, City Manager, Human Recreation funding includes Hedrick Center Resources, IT, City Clerk, Finance, moisture intrusion correction and gym cooling Purchasing, Right-of-Way, Cemetery, system, and Ferry Park tennis courts resurfacing. Engineering, Building/Zoning, Code Enforcement, Fleet, Facilities, and Streets. These groups either CRA residential funding includes Soundside shape overall City policy and/or provide guidance affordable housing development and nuisance and assistance to other departments and the public. abatement. Public Safety includes the police and fire departments. The Police Department is responsible CRA commerical funding includes a for patrol, criminal investigations, community new economic incentive program to policing, communications/dispatch, and stimulate business retention and records maintenance. The Fire Department development. provides fire protection, suppression, and Street Resurfacing will occur on portions inspection; emergency medical services; of Odin Ln, North Sea Ln, Nordic Ln, Sea and fire safety education. Rover Ln, Viking Dr, Eagle St, Bay Ct, Recreation activities include neighborhood and Gregory Ave, Cecelia Dr, Lula Belle Ln, and facility parks, senior center, tennis center, Merioneth Ct outside the CRA area. Within the skateboard park, library, museum CRA area, portions of Kiwi Pl, Park Pl, Third St, complex, and two championship golf Shell Ave, Church Ave, Methodist Ave, Second St, courses. Windham Ave, Tupleo Ave, Lowery Pl, Ferry Rd, and Brooks St will be resurfaced. CDBG provides assistance to low-mod income families for housing rehab and Butler Dr and Howell drive will be paved. CRA revitalizes slum and blighted areas. Water projects include continued water well Water/Sewer/Stormwater includes the and tank maintenance. Sewer projects production and distribution of drinking include lift station rehabilitation, pump station water, collection and treatment of maintenance, and flow monitors. wastewater, and management of stormwater and environmental issues. Stormwater projects are on hold until a master plan is developed to identify Sanitation services includes residential and prioritize needed improvements. curbside garbage collection, curbside yard waste collection, and drop-off recycling. City of Fort Walton Beach, FL 15  Executive Budget Summary Did You Know? . . . 2010 Property Tax Allocation Okaloosa County for a City Property Owner 21.4% Water (Based on taxable property value of $75,000) Mgmt % of Fort 0.3% Walton Millage Taxes Total Beach School District 7.5340 565.05 48.9% 29.5% Fort Walton Beach 4.5383 340.37 29.5% Okaloosa County 3.2899 246.74 21.4% School Water Mgmt 0.0450 3.38 0.3% District 15.4072 $ 1,155.54 100.0% 48.9% What you Get… What City Services Your Dollars Buy What you Pay… Taxes User Fees Annual Cost of City Services Property Utilities Garbage Stormwater Ad Valorem Taxes 340.37 Police 93.90 - - - Water/Sewer Fees(1) 299.88 General Government 77.73 - - - Garbage Fee 190.20 Fire 66.82 - - - Stormwater Fee 36.00 Transportation 15.62 - - - $ 866.45 Recreation 45.38 - - - (1) Minimum monthly fee Redevelopment - CRA 16.51 - - - Engineering 16.69 - - - Debt Service 7.72 - - - Water - 93.96 - - Sewer - 205.92 - - Garbage - - 190.20 - Storm Water - - - 36.00 Cost of . . . $ 340.37 $ 299.88 $ 190.20 $ 36.00 One Police Officer, 24 Hrs/Day Starting Salary 32,445 Medical Insurance 10,229 Pension 8,354 Federal Taxes 2,482 Cost of . . . Workers Comp 1,200 One Firefighter/EMT, 24 Hrs/Day Cost to . . . Personnel $ 54,710 Starting Salary 31,824 Maintain 10 Acres of Park Training/Other 600 Medical Insurance 10,229 Salaries 16,680 Vehicle Fuel 2,000 Pension 9,276 Benefits 25,154 Laptop Field Access 540 Federal Taxes 2,435 Personnel $ 41,834 Vehicle Repair 1,000 Workers Comp 1,241 Utilities & Fuel 4,883 Operating $ 4,140 Personnel $ 55,005 Vehicle/Equip Repair 717 Annual Recurring 58,850 Vaccines/Physicals 625 Grounds Maintenance 2,326 Training/Other 300 Other 605 Pursuit Vehicle 20,000 Operating $ 925 Operating $ 8,531 Police Equipment 12,975 Computer Equipment 2,395 Annual Recurring 55,930 Annual Recurring 50,365 Uniform & Vest 1,000 Uniform 2,949 52" Mower 12,500 Non-Recurring $ 36,370 Non-Recurring $ 2,949 Field Rake 9,800 Total Cost to Hire & Total Cost to Hire & Trailer 2,500 Equip One Officer $ 95,220 Equip One Firefighter $ 58,879 Backpack Blower 475 2.4 Officers Required 3 Firefighters Required (min. manning) 16" Chainsaw 250 for 24 Hour Coverage x 2.4 for 24 Hour Coverage x3 Non-Recurring $ 25,525 Total Cost $ 228,527 Total Cost $ 176,636 Total Cost $ 75,890 The cost per day for one police The cost per day for one The cost per day to maintain officer is $626.10 firefighter/EMT is $483.93. 10 acres of parks is $207.92. The City has 48 sworn police officers. The City has 37 firefighters/EMTs. The City has 182.70 acres of parks. City of Fort Walton Beach, FL 16  Executive Budget Summary Cost to . . . Cost to . . . Cost to . . . Collect 1 Ton of Garbage Produce 1 Round of Golf Provide 1 MG of Drinking Water Salaries 20 Salaries 10 Salaries 482 Benefits 11 Benefits 3 Benefits 203 Personnel $ 31 Personnel $ 13 Personnel $ 685 Landfill Fees 40 Operating Supplies 4 Operating Supplies 391 Other Operating 12 Grounds Maintenance 6 Plant/System Repairs 101 Operating $ 52 Debt Service 4 Debt Service 366 Annual Recurring 83 Operating $ 14 Operating $ 858 Annual Recurring 27 Sideloader 7 Annual Recurring 1,543 Knuckleboom 3 Equipment 1 Avg. Capital Improv. 147 Front Loader 7 Cart Paths 1 Non-Recurring $ 147 Non-Recurring $ 17 Non-Recurring $ 2 Total Cost $ 1,690 Total Cost $ 100 Total Cost $ 27.98 The City produces 950 MG The City collects 28,500 tons Cost assumes 82,000 rounds. of potable water annually. of waste annually. Cost of . . . . . . Police Vehicle . . . Fire Pumper . . . 1/2 Ton Truck Vehicle 20,000 Vehicle 300,000 Vehicle 15,595 Equipment 15,370 Equipment 70,000 Equipment 2,240 Total Cost $ 35,370 Total Cost $ 370,000 Total Cost $ 17,835 The City owns 45 marked patrol vehicles. The City owns 2 pumper trucks, The City owns 11 pickups, 29 ½-ton trucks, 1 ladder truck, and a 13 ¾-ton trucks, 14 1-ton trucks, rapid response vehicle. 1 1.5-ton, and 2 2-ton trucks. . . . Front Loader . . . Computer . . . Mower Equipment 222,000 Desktop 625 Equipment 27,000 Laptop 1,765 The City owns 4 front loaders for commercial, The City owns 181 desktops, The City owns 8 fairway, 8 greens, 3 slope, 5 side loaders for residential, and 46 laptops, and 14 servers. 4 rough mowers, and 10 riding mowers 5 knucklebooms for yard waste. to maintain 2 18-hole golf courses, 90 parks, rights-of-way, and the cemetery. DATE OF INCORPORATION: June 16, 1941 FORM OF GOVERNMENT: Council & Manager PAVED STREETS: 112.76 miles GEOGRAPHIC AREA: 7.41 square miles W ATER & SEWER LINES: 234.25 miles TAXABLE ASSESSED VALUE: $1,213,149,471 POLICE STATIONS: 1 CITY MILLAGE RATE: 4.5383 FIRE STATIONS: 2 POPULATION: 20,675 LIBRARIES: 1 MUSEUMS: 3 CITY EMPLOYEES: 348 positions, 297.74 FTE’s 18-HOLE GOLF COURSES: 2 SWORN POLICE OFFICERS: 48 ACRES OF DEVELOPED & UNDEVELOPED PARKS: 182.70 FIREFIGHTING PERSONNEL: 37 NUMBER OF FACILITY & NEIGHBORHOOD PARKS: 90 City of Fort Walton Beach, FL 17 Executive Budget Summary Revenues by Category $45 $40 $35 $30 Millions $25 $20 $15 $10 $5 $0 Actual Actual Actual Budget Budget 2006-07 2007-08 2008-09 2009-10 2010-11 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 % 2006-07 2007-08 2008-09 2009-10 2010-11 $ Variance Variance Ad Valorem Taxes 6,123,749 6,021,743 5,582,822 5,230,655 5,230,355 (300) -0.01% Other Taxes 3,967,253 4,015,221 4,576,095 4,295,517 4,416,500 120,983 2.82% Licenses & Permits 2,174,814 2,225,224 2,327,486 2,363,320 2,388,838 25,518 1.08% Intergov't Revenue 3,653,646 2,896,878 2,935,179 2,384,481 2,423,943 39,462 1.65% Charges for Services 13,587,636 13,056,494 13,265,761 13,714,285 14,273,184 558,899 4.08% Fines & Forfeitures 421,431 466,112 582,999 332,700 319,700 (13,000) -3.91% Interest & Other 5,770,917 2,208,550 2,224,014 1,489,541 1,066,367 (423,174) -28.41% Other Financing Sources 3,439,397 6,476,542 4,711,650 3,599,024 3,125,216 (473,808) -13.16% Fund Balance / Net Assets - - 2,657,168 2,463,987 (193,181) -7.27% Revenues 39,138,854 37,366,764 36,206,006 36,066,691 35,708,090 (358,601) -0.99% Expenditures by Category $45 $40 $35 $30 Millions $25 $20 $15 $10 $5 $0 Actual Actual Actual Budget Budget 2006-07 2007-08 2008-09 2009-10 2010-11 Personal Services Operating Expenses Capital Outlay Capital Improvements Transfers Debt Service Contingencies & Reserves Actual Actual Actual Budget Budget % 2006-07 2007-08 2008-09 2009-10 2010-11 $ Variance Variance Personal Services 19,135,333 20,028,835 19,122,351 18,796,551 17,362,635 (1,433,916) -7.63% Operating Expenses 9,928,644 9,873,113 12,777,291 8,709,328 9,159,808 450,480 5.17% Capital Outlay 1,193,185 1,367,262 627,077 336,984 949,695 612,711 181.82% Capital Improvements 4,883,863 1,200,708 2,784,744 3,242,906 3,607,098 364,192 11.23% Debt Service 2,016,578 3,546,566 1,546,554 2,168,121 2,101,158 (66,963) -3.09% Transfers 2,681,725 5,684,353 3,315,213 2,452,511 2,197,498 (255,013) -10.40% Contingencies & Reserves - - - 360,289 330,199 (30,090) -8.35% Reclass of Capital Outlay (4,250,766) (1,397,246) (1,227,953) - - - 0.00% Expenditures 35,588,563 40,303,087 38,945,280 36,066,691 35,708,090 (358,601) -0.99% City of Fort Walton Beach, FL 18 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 The City’s Business is SERVICE policies, addresses Vision and Strategic Plan goals, and identifies the short and long-term We are committed to providing quality impacts programs, services, and capital service to our diverse community in ways improvements will have on the City’s operations that are responsive and caring by working and finances. together to serve our residents. Financial Plan – The budget outlines the financial We believe that the success of our organization structure and operational changes required for depends upon the teamwork, mutual trust, and financial stability, including the capital honesty achieved through our commitment to the following core values: improvements program and debt management information.
Responsibility as a team for efficient and effective service delivery. Operations Guide – The budget provides direction
Integrity in everything we do. to departments by identifying the relationships
Communication with one another and with between organizational units and programs, citizens. identifying the workforce and historical data on
Participation by the Mayor and Council, operations, identifying the impact of capital volunteers, citizens and City team members in spending, and establishing measurable setting and attaining the City’s goals. performance goals and objectives for managers to
Innovation in meeting the present and future evaluate the effectiveness of their organization. needs of our City. Communication Device – The budget is presented
Loyalty to our community, the organization and to in a format that is easily understood through the each team member. use of charts and graphs, icons, statistical
Courtesy in all personal relations. information, and narrative descriptions.
Pride in our work, our dedication to public service, and in being the best we can be. 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. BUDGET PROCESS This budget continues the City’s commitment of using planning processes and the citizen input from boards and committees as blueprints for providing services and programs for the betterment of the community. In order to clearly illustrate the translation of the Vision Plan and Strategic Plan goals and priorities within the budget, icons are used throughout the document as visual reminders of the various objectives embodied in both plans (please refer to pages 4-7). Planning Processes Frequency Description Budget Impact Comprehensive Long Range Provides direction to guide Budget expenditures (e.g. Capital Plan Plan – and control development and Improvements Plan) must be developed in redevelopment, as required concurrent with the 1990, updated in per Florida Statute Chapter Comprehensive Plan. 2000. 163. Vision Plan Long Range Defines the broad, idealistic Outlines the general allocation of Plan – values that citizens cherish resources to achieve the desired developed in and desire for their community service levels and quality of life. 1994 and and creates shared updated in 2004. commitments among citizens, City Council, and staff. City of Fort Walton Beach, FL 19 Budget Overview Great Mid-to-Short Solicits the needs and desires Provides citizen input in Neighborhoods Range Plan – of residents through a identifying and prioritizing capital Partnership established in grassroots approach to improvement needs. 2001, regular neighborhood involvement. public meetings. Strategic Plan Mid-to-Short Translates the Vision Plan into Allows for reallocation of Range Plan – objectives that identify current resources due to changing first held in 2004 and future priorities based on priorities or economic conditions. and updated importance to City Council annually. and funding availability. Capital Mid-to-Short Provides estimated dates and Provides anticipated 5-year Improvement Range Plan – costs for the acquisition, funding level for facilities and Plan updated construction, replacement, infrastructure. annually. renovation, or repair of facilities and infrastructure. Asset Mid-to-Short Provides estimated Provides anticipated 5-year Replacement Range Plan – replacement dates and costs funding level for computers, Schedules updated for obsolete and high vehicles, and motorized annually. maintenance computers, equipment. vehicles, and motorized equipment. Budget Policy Short Range Defines changes to service Provides the framework for Workshop Plan – levels or program objectives developing the current budget. developed based on City Council goals annually. and available fiscal resources. The City also has several boards and committees that act in enforcement or advisory capacities, whose actions may impact budget development. Frequency Purpose th Board of 4 Thursday of Charged with hearing and deciding all appeals and applications for Adjustment each month variances and special exceptions with regard to implementation of the Land Development Code. nd Code 2 Wednesday Enforces the provisions of the City code and ordinances (e.g. Enforcement of each month building maintenance, grass height, signage); has the authority to Board impose administrative fines and other non-criminal penalties. st Community 1 Wednesday Oversees redevelopment projects and recommends infrastructure Redevelopment of each month improvements within the CRA district to the City Council; Agency (CRA) endeavors to encourage redevelopment within the CRA district. Board Economic Not less than Shares information, establishes a line of communication with the Advisory Group once a quarter business community, promotes the City, and provides guidance to City staff on matters relating to the economic well-being of the City. rd Historic Sites 3 Tuesday of Acts in an advisory capacity to the City Council on issues relating and Structures each month to historic resources, sites, and structures in the City. Advisory Board rd Housing 3 Tuesday of Responsible for providing safe and sanitary housing at affordable Authority each month rents for income qualified families. st Municipal 1 Thursday of Acts in an advisory capacity to the City Council on rezonings and Planning Board each month development regulations; monitors implementation of the City's Comprehensive Plan. City of Fort Walton Beach, FL 20 Budget Overview Roles & Responsibilities The budget process begins in January with a Strategic Planning Session held offsite with the Mayor, City Council, City Manager, Department Directors, and citizens. (This year, however, Council decided a strategic planning session was not necessary.) A Budget Kick-Off meeting is then held with staff and budget manuals are distributed to aid departments in developing their budgets for the upcoming fiscal year. The manual provides a timetable of budget submission deadlines, parameters for justification requirements, various request forms, and equipment replacement schedules. A three-year history of revenues and expenses by division, year-to-date revenues and expenses, current and prior year budget amounts, and a detailed personnel listing is also provided to each department. A Budget Policy Meeting is held with City Council in June to determine Council’s priorities and position on policy issues critical to development of the operational and capital budgets consistent with the Strategic Plan. City Council’s decisions on the policy issues presented provide the framework under which the upcoming year’s budget is prepared to meet City Council’s programmatic objectives within available fiscal resources. The meeting is open to the public and the public is encouraged to attend and participate. Department Directors are responsible for identifying their staffing needs, operational funding needs within budget BUDGET STRATEGIC development parameters, five-year capital requests, as ADOPTION PLANNING well as corresponding revenue sources to fund their Sep SESSION not held this year needs. In addition, they must conduct a comprehensive review of departmental objectives, accomplishments, BUDGET PRIOR YEAR BUDGET and performance measures. AMENDMENT POLICY MEETING Aug Jun 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 PUBLIC financial resources (either on hand at the beginning of BUDGET DEPARTMENT MEETINGS the year or generated during the year) equals or WORKSHOPS Apr/May Aug exceeds the total of all financial requirements. In order to accomplish this goal, a Budget Committee is formed CITY CITY comprised of the City Manager, Finance Director, and COUNCIL MANAGER REVIEW REVIEW Budget & Grants Manager. The Committee conducts Jul/Aug May/Jun 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 objectives, accomplishments, and performance measures are also evaluated during budget development to determine the effectiveness of program activities and levels of appropriate funding. At the completion of departmental meetings, the Budget Committee meets to review the finalized budget requests and compare those requests against the Vision and Strategic Plans and fiscal limitations. Given revenue projections, economic conditions, and funding requirements, requests are ranked and funded depending upon program priorities and issues previously identified in the budget process. Once a balanced budget is achieved, it is presented to City Council for consideration. Revenue & Expenditure Assumptions Generally speaking, revenue assumptions are developed using a five-year historical summary, coupled with the current year-to-date amount annualized for the full year. Historical trends in revenues are analyzed and any major economic or legislative changes are also considered to achieve the most accurate revenue estimate possible. Revenue projections occur concurrently with departmental budget development and continue until the budget is adopted to ensure the amounts are based on the most current and all available information. Expenditure assumptions, like revenue assumptions, are developed using a five-year historical summary, coupled with current year-to-date amounts annualized for the full year. Current trends in expenditures are analyzed and new programs and projects are also considered to determine budget year estimates. City of Fort Walton Beach, FL 21 Budget Overview Community Participation The City solicits input from its residents in the budget process. The City’s newsletter, Beach Bits, publishes notices regarding the budget process. The Great Neighborhood Partnership Program also directly solicits input from the City’s residents about the priorities and goals for their neighborhoods and the City and translates these needs into capital programs or services. Notices are likewise published on the City’s website inviting public input. Additionally, there are two public hearings before final adoption of the budget. BUDGET SCHEDULE City Council Budget Review January 2010 FY 2010-11 Budget Kick-Off The Mayor and City Council are responsible March 2010 Mid-Year FY 2009-10 Budget Review for reviewing the proposed budget to ensure Develop 5-Yr Revenue/Expense it meets the goals and objectives of the City, Projections conducting meetings on the budget to enlist May 2010 Draft Department Budgets Submitted Revenues Fee Schedule public comment, and conducting public Personnel Operating Expenses hearings prior to the final adoption of the Computers Equipment/Vehicles budget. Capital Improvement Projects In August, a budget meeting is held with the June 2010 Budget Policy Meeting City Council to review and discuss the June 2010 City Manager and Director Budget Review proposed budget. The City Manager June 22, 2010 City Council Meeting – Set Proposed reviews major issues and Department Millage Rate for TRIM Notice Directors are present for the discussions July 2010 Final Department Budget Submission and study of the proposed budget. The Current Year Accomplishments meeting is open to the public and the public Budget Year Goals & Objectives Performance Measures is encouraged to attend and participate. August 16, 2010 City Council Meetings – Review Budget During September, two public hearings on September 8, 2010 City Council Meeting – Adopt Tentative the millage (i.e. property tax) rate and Millage Rate and Budget by Resolution budget are held per State Statute before September 22, 2010 City Council Meeting – Adopt Final Millage final budget consideration. These meetings Rate and Budget by Resolution 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. Budget Transfers Operationally, the City functions at a fund level basis allowing budget transfers within funds for individual line items that exceed the budgeted amount without a formal budget amendment. Budget transfers are used only to transfer appropriations between line items within a fund, not to increase the total budget or to transfer resources between funds. Budget transfers are permitted in accordance with Resolution 2008- 31. All budget transfers are performed in the City’s accounting system by the Finance Department. City of Fort Walton Beach, FL 22 Budget Overview 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. BUDGET BUDGET BASIS & 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. • Governmental Funds – include most governmental functions; fund types include general, special revenue, capital projects, debt service, and special assessment funds. • 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 held in a trustee capacity or as an agent for individuals, private organizations, governments, and other funds; fund types include trust and agency funds. 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. Budgets for the General Fund, Special Revenue Funds, Debt Service Fund, Capital Projects Fund, and Enterprise Funds are prepared on a basis consistent with generally accepted accounting principles (GAAP) and generally follow this 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 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. General Fund – Accounts for all financial resources not accounted for in other funds. 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 • 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. City of Fort Walton Beach, FL 23 Budget Overview 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, yard waste • Golf Fund – golf courses • Stormwater – stormwater City of Fort Walton Beach Budgetary Funds Governmental Proprietary Funds Funds Other General Fund Special Revenue Governmental Enterprise Funds (Major Fund) Funds Funds Law Enforcement Debt Service Utilities Fund Trust Fund Fund (Major Fund) Law Enforcement Capital Projects Sanitation Fund Training Fund Fund Community Development Golf Fund Block Grant Fund Community Redevelopment Stormwater Fund Agency Fund (Major Fund) Beal Memorial Cemetery Fund City of Fort Walton Beach, FL 24  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 Storm- Department/ General Enf. Enf. CDBG CRA Utilities Sanitation water Golf Division Fund Trust Train Fund Fund Fund Fund Fund Fund Fund Fund City Council √ City Manager √ Administrative Svcs √ General Risk Management √ Gov’t Information Tech √ City Clerk √ $5M Finance √ Purchasing √ Fleet √ Facilities √ Public Police √ √ √ Safety $9M Fire √ Recreation √ Parks √ Recreation Right-of-Way √ Operations Services Senior Center √ Library √ $5M Museum √ Cemetery √ Golf Club √ Engineering Svcs √ √ Planning & Zoning Bldg Insp/Permits √ √ Code Enforcement √ Engineering Streets √ & Utility Customer Service √ Services Utility Services √ $17M 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, Utilities 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 – Identifies the relationships of staff members. Position Listing – Identifies the number of full-time equivalent positions. Budget Summary – Presents revenues and expenditures. Function – Narrative information regarding the programs and services provided. Goals & Objectives – Outlines major goals for the new fiscal year and links them to the Vision and Strategic Plans when appropriate. These objectives describe the purpose or benefit to be provided to the community. Certain objectives may not be able to be completed within one fiscal year. City of Fort Walton Beach, FL 25 Budget Overview Significant Accomplishments – Lists the major accomplishments in the previous year. Performance Measures – Identifies workload, efficiency, and effectiveness measures reflecting major activities. While workload indicators identify “how much” activity is being performed, efficiency indicators identify “how well” the division is performing its activities, and effectiveness indicators identify “how well” the division is meeting the needs of the public and the organization. The City is transitioning to a Performance Management System to utilize proven standards as a guide to making improvements that generate better operations, customer value, and overall results. As such, current performance measures – many of which aren’t truly meaningful for evaluating services or can’t be easily supported by system-generated documentation/reports and must be manually tracked – haven’t been updated for the current year or upcoming budget year. We appreciate your patience as The City of Fort Walton Beach works to develop a program to clearly illustrate the purpose, quality, and value of programs and services provided! 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 the Strategic Plan 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. Icons are used throughout the budget document to clearly illustrate the translation of the goals and priorities of these plans into the budget. Asset & Infrastructure Inventory – Evaluate (and reprioritize as necessary) the five-year capital needs of the City annually as part of the budget process with consideration of the Vision and Strategic Plans. 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 separately during development of the five-year capital improvements program, with consideration of the Vision and Strategic Plans. 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. 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. Financial Monitoring – Prepare monthly financial reports for the City Manager and Finance Director detailing revenues and expenditures by fund, department, and division. Identify and explain any significant variances between budget and actual. Report financial information to City Council on a quarterly basis. Revenues Taxes – Maintain the millage and other tax rates at levels commensurate with the service levels being provided. 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. 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 when possible (e.g. designated for hurricane repairs). Unpredictable Revenues – Budget unpredictable revenues at conservative levels (e.g. building permits, impact fees) to safeguard against a shortfall. City of Fort Walton Beach, FL 26 Budget Overview Expenditures Operating Expenses – Pay all current year operating expenses with current year revenues and/or available fund balance. Contingencies – Appropriate contingency funds in each fund to cover unanticipated or emergency expenditures. The State of Florida allows up to a maximum of 10% of anticipated revenues to be allocated toward contingencies. The City budgets less than 1% for contingencies in all 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. Reserves Reserves are also referred to as “fund balance” for governmental-type funds. Fund balance – the difference between assets and liabilities – represents net available financial resources. There are two types of General Fund fund balance:  Reserved – funds committed for identified purposes or legally required to be segregated; not available to liquidate liabilities of the current period Examples: encumbrances, Harvey Trust, inventories  Unreserved – 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; a crucial indicator of a government’s financial flexibility to deal with funding emergencies Maintain a minimum General Fund unreserved/undesignated fund balance of 30% of total annual expenditures as endorsed by City Council at the May 2008 Budget Policy Meeting. The City currently meets this policy. General Fund Reserve Analysis Actual Estimate Estimate Benchmark Reserve Levels: FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 GFOA - 15% of operating revenues min.; 47.6% 35.4% 40.0% 46.2% 36.8% 33.9% should be higher if coastal community GFOA - 17% operating expenses min.; 37.5% 35.4% 32.9% 41.7% 30.7% 30.0% should be higher if coastal community FLOC revenue expert - 25%-30% of 36.5% 34.1% 29.5% 40.3% 29.9% 29.2% total expenses for coastal community Auditors - 33% of operating expenses 37.5% 35.4% 32.9% 41.7% 30.7% 30.0% Unreserved/Undesignated Fund Balance $8,105,314 $6,740,055 $6,649,281 $7,665,707 $5,571,428 $5,153,836 Reserves are also referred to as “net assets” for enterprise-type funds. Net assets – the difference between assets and liabilities – represent net available financial resources. There are two types of net assets:  Restricted – funds committed for identified purposes or legally required to be segregated; not available to liquidate liabilities of the current period Examples: debt service, impact fees  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 of Fort Walton Beach, FL 27 Budget Overview Maintain positive net assets in the Enterprise Funds. So long as net assets are not negative, these funds are self-supporting. The Utilities and Sanitation Funds remain healthy with comfortable net assets. The Stormwater Fund was created in FY 2008-09. The net assets of the Golf Fund have been decreasing over the past several years for a variety of reasons including low rates, course renovations, clubhouse construction, the recessionary economy, and hurricane damage. Total net assets of the Golf Fund have declined each year since FY 2003 with the exception of FY 2006, during which the fund incurred a net profit due to the trade-in for new golf carts and City Council’s forgiveness of $273K of debt to the General and Sanitation Funds. To avoid total net asset depletion, $178K was transferred from the General Fund in FY 2009 & FY 2010. In FY 2011, the General Fund will loan the Golf Fund $2.735M from reserves to pay off the 1999 Golf Clubhouse Bond, structured as a loan from the General Fund to the Golf Fund payable at 1.5% over 20 years. The reduced debt service expense will save the Golf Fund $87K annually. Total Net Assets Analysis Actual Estimate Estimate FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 Utilities Fund $25,554,593 $27,019,016 $26,536,660 $22,507,793 $22,848,481 $22,942,112 Unrestricted Net Assets $6,331,122 $7,269,012 $6,832,448 $6,423,360 Sanitation Fund $2,989,626 $2,999,695 $2,905,685 $2,862,681 $3,029,795 $3,029,795 Unrestricted Net Assets $2,317,115 $2,168,582 $1,898,442 $1,813,495 Golf Fund $606,553 $407,199 $280,027 $241,298 $44,930 $70,535 Unrestricted Net Assets ($289,820) ($425,688) ($429,345) ($361,326) Stormwater Fund n/a n/a n/a $811,683 $1,076,901 $1,076,901 Unrestricted Net Assets n/a n/a n/a $204,633 Identify changes in reserves that are greater than 10%. CRA Fund – a $2M or 63.2% decrease attributable to infrastructure improvements for the 200-unit Soundside affordable housing development, which meets specific goals in the CRA Plan. Golf Fund – a $25,605 or 57.0% increase attributable to restructuring the clubhouse bond to a lower debt payment. Total Fund Balance/Net Assets (reserves) Actual 09/30/09 Estimate 09/30/10 Estimate 09/30/11 General Fund $10,191,381 $6,097,963 $5,643,801 Law Enforcement Trust Fund $233,811 $222,686 $212,861 Law Enforcement Training Fund $20,598 $2,618 $2,618 Community Development Block Grant Fund $8,751 $0 $0 Community Redevelopment Agency Fund $3,207,305 $3,167,055 $1,167,055 Debt Service Fund $91,713 $91,713 $91,713 Beal Memorial Cemetery Fund $1,869,558 $1,869,558 $1,869,558 Utilities Fund $22,507,793 $22,848,481 $22,942,112 Sanitation Fund $2,862,681 $3,029,795 $3,029,795 Golf Fund $241,298 $44,930 $70,535 Stormwater Fund $811,683 $1,076,901 $1,076,901 Fund Balance - General Fund $30 Net Assets - Utilities Fund $15 $12 $25 $20 Millions Millions $9 $15 $6 $10 $3 $5 $0 $0 2006-07 2007-08 2008-09 2009-10 2010-11 2006-07 2007-08 2008-09 2009-10 2010-11 Estimate Estimate Estimate Estimate Reserved Designated Undesignated Capital, net of debt Restricted Unrestricted City of Fort Walton Beach, FL 28 Budget Overview Net Assets - Sanitation Fund $2 Net Assets - Golf Fund $5 $4 $1 Millions Millions $3 $2 $0 $1 $0 -$1 2006-07 2007-08 2008-09 2009-10 2010-11 2006-07 2007-08 2008-09 2009-10 2010-11 Estimate Estimate Estimate Estimate Capital Restricted Unrestricted Capital, net of debt Restricted Unrestricted 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. • 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: City of Fort Walton Beach, FL 29 Budget Overview • 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 31% of its $3.4M debt capacity, including Golf Fund debt for which non-ad valorem revenues are pledged. The Utilities Fund’s debt capacity is a coverage ratio of 1.25 times earnings, and the City is currently at 1.17. The Sanitation Fund is debt-free and the Stormwater Fund is in the final year of its street sweeper lease. 1998 Bond – refinance 1979 golf bonds and 1992 sewer bonds 2000 Bond – repairs/upgrades to pump station #1, which conveys over 85% of the City's wastewater 2001 Bond – new library, new police station, fire station renovations, city hall complex renovations 2005 Bond – wastewater treatment plant improvements, new water transmission lines and storage tanks, and replacement/rehabilitation of existing water and sewer lines Debt by Fund – The chart below shows annual principal and interest payments due by fund. General Fund Utilities Fund Golf Fund Stormwater Fund Fiscal Yr Principal Interest Principal Interest Principal Interest Principal Interest 2010-11 187,374.02 232,641.50 600,121.01 472,539.34 261,548.44 47,825.60 17,161.44 335.73 2011-12 145,000.00 225,640.00 270,000.00 451,671.26 172,652.08 40,290.96 2012-13 150,000.00 219,405.00 280,000.00 442,558.76 135,255.80 37,076.18 2013-14 155,000.00 212,805.00 290,000.00 432,758.76 123,631.87 35,163.09 2014-15 165,000.00 205,830.00 300,000.00 422,246.26 125,493.30 33,301.66 2015-16 170,000.00 198,240.00 310,000.00 410,996.26 127,382.76 31,412.20 2016-17 180,000.00 190,250.00 320,000.00 399,371.26 129,300.66 29,494.30 2017-18 185,000.00 181,700.00 335,000.00 386,571.26 131,247.44 27,547.52 2018-19 195,000.00 172,635.00 350,000.00 373,171.26 133,223.54 25,571.42 2019-20 205,000.00 163,080.00 365,000.00 359,171.26 135,229.38 23,565.58 2020-21 215,000.00 153,035.00 380,000.00 344,115.00 137,265.44 21,529.52 2021-22 225,000.00 142,500.00 395,000.00 328,440.00 139,332.14 19,462.82 2022-23 240,000.00 131,250.00 410,000.00 311,850.00 141,429.96 17,365.00 2023-24 250,000.00 119,250.00 425,000.00 294,425.00 143,559.36 15,235.60 2024-25 260,000.00 106,750.00 445,000.00 276,362.50 145,720.83 13,074.13 2025-26 275,000.00 93,750.00 465,000.00 257,450.00 147,914.83 10,880.13 2026-27 290,000.00 80,000.00 485,000.00 236,435.00 150,141.87 8,653.09 2027-28 305,000.00 65,500.00 505,000.00 214,515.00 152,402.45 6,392.51 2028-29 320,000.00 50,250.00 530,000.00 191,690.00 154,697.06 4,097.90 2029-30 335,000.00 34,250.00 555,000.00 167,735.00 157,026.05 1,768.75 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 4,802,374.02 2,996,261.50 11,185,121.01 7,214,398.18 2,944,455.26 449,707.96 17,161.44 335.73 City of Fort Walton Beach, FL 30 Budget Overview 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). DEBT SCHEDULES Bond Issues 1998 Bond 2000 Bond 2001 Bond 2005 Bond Fiscal Tax Revenue Pump Station 1999 Bond Municipal Utility System Year Grand Total Certificate Improvements Golf Clubhouse Facilities Improvements 2010-11 $385,725.00 $153,562.50 $158,794.96 $371,520.00 $622,033.76 $1,691,636.22 2011-12 $158,794.96 $370,640.00 $721,671.26 $1,251,106.22 2012-13 $158,794.96 $369,405.00 $722,558.76 $1,250,758.72 2013-14 $158,794.96 $367,805.00 $722,758.76 $1,249,358.72 2014-15 $158,794.96 $370,830.00 $722,246.26 $1,251,871.22 2015-16 $158,794.96 $368,240.00 $720,996.26 $1,248,031.22 2016-17 $158,794.96 $370,250.00 $719,371.26 $1,248,416.22 2017-18 $158,794.96 $366,700.00 $721,571.26 $1,247,066.22 2018-19 $158,794.96 $367,635.00 $723,171.26 $1,249,601.22 2019-20 $158,794.96 $368,080.00 $724,171.26 $1,251,046.22 2020-21 $158,794.96 $368,035.00 $724,115.00 $1,250,944.96 2021-22 $158,794.96 $367,500.00 $723,440.00 $1,249,734.96 2022-23 $158,794.96 $371,250.00 $721,850.00 $1,251,894.96 2023-24 $158,794.96 $369,250.00 $719,425.00 $1,247,469.96 2024-25 $158,794.96 $366,750.00 $721,362.50 $1,246,907.46 2025-26 $158,794.96 $368,750.00 $722,450.00 $1,249,994.96 2026-27 $158,794.96 $370,000.00 $721,435.00 $1,250,229.96 2027-28 $158,794.96 $370,500.00 $719,515.00 $1,248,809.96 2028-29 $158,794.96 $370,250.00 $721,690.00 $1,250,734.96 2029-30 $158,794.96 $369,250.00 $722,735.00 $1,250,779.96 2030-31 $367,500.00 $722,650.00 $1,090,150.00 2031-32 $721,550.00 $721,550.00 2032-33 $724,325.00 $724,325.00 2033-34 $720,750.00 $720,750.00 2034-35 _____________ ___________ _____________ _____________ __$721,050.00__ __$721,050.00__ $385,725.00 $153,562.50 $3,175,899.20 $7,750,140.00 $17,948,892.60 $29,414,219.30 Equipment Lease/Purchases Fiscal Year Street Sweeper Fire Pumper Backhoe Golf Equipment Grand Total 2010-11 $17,497.17 $48,495.52 $7,770.09 $54,148.08 $127,910.86 2011-12 $54,148.08 $54,148.08 2012-13 _________ ___________ _________ $13,537.02 $13,537.02 $17,497.17 $48,495.52 $7,770.09 $121,833.18 $195,595.96 Principal Interest Total Existing Debt $1,066,205 $753,342 $1,819,547 New Debt n/a n/a n/a FY 2009-10 Budget Debt Impact: $1,066,205 $753,342 $1,819,547 Note: Bond Issuance and Equipment Lease/Purchase charts reflect debt payment schedules, though budget reflects when payments are actually made (i.e. payment due October 1, 2010 would show in FY 2010-11 on this page, but actually be budgeted in FY 2009-10 since it would be paid in September 2010). City of Fort Walton Beach, FL 31  CITY OF FORT WALTON BEACH, FL Summary of Estimated Financial Sources & Uses - All Funds Major Funds 1 GENERAL FUND CRA FUND UTILITIES FUND 2008-09 2009-10 2010-11 2008-09 2009-10 2010-11 2008-09 2009-10 2010-11 Actual Budget Budget Actual Budget Budget Actual Budget Budget Financial Sources Ad Valorem Taxes 4,584,038 4,278,396 4,331,552 998,784 952,259 898,803 - - - Other Taxes 4,576,095 4,295,517 4,416,500 - - - - - - Licenses and Permits 2,327,486 2,363,320 2,388,838 - - - - - - Intergovernmental Revenue 2,664,713 2,242,260 2,271,171 - - - - - - Charges for Services 845,016 914,097 885,942 300 - - 6,207,063 6,565,996 7,374,500 Fines and Forfeitures 322,502 152,200 139,200 - - - 195,549 168,500 168,500 Interest & Other Revenues 969,936 900,575 758,829 77,137 83,650 30,000 386,685 316,255 136,926 Other Financing Sources - - - 784,902 748,340 651,559 - - - 16,289,786 15,146,365 15,192,032 1,861,123 1,784,249 1,580,362 6,789,297 7,050,751 7,679,926 Appropriation - Desig/Reserv - 744,260 36,570 - - 2,000,000 - - - Appropriation - Undesig/Unreserv - 534,637 417,592 - - - - 1,307,139 - $ 16,289,786 $ 16,425,262 $ 15,646,194 $ 1,861,123 $ 1,784,249 $ 3,580,362 $ 6,789,297 $ 8,357,890 $ 7,679,926 Interfund Transfers In 3,039,791 2,184,059 1,987,420 - - - 117,785 40,000 36,242 Total Financial Sources $ 19,329,577 $ 18,609,321 $ 17,633,614 $ 1,861,123 $ 1,784,249 $ 3,580,362 $ 6,907,082 $ 8,397,890 $ 7,716,168 Financial Uses General Government 4,418,708 4,244,645 3,745,250 - - - - - - Public Safety 8,631,383 8,830,256 8,575,027 - - - - - - Physical Environment 283,460 255,122 252,400 - - - 7,980,045 4,474,782 4,768,180 Transportation 1,316,953 1,398,100 1,052,115 - - - - - - Community & Economic Dev. 702,605 378,235 519,756 435,736 425,654 688,833 - - - Culture & Recreation 2,582,643 2,613,054 2,265,158 - - - - - - Capital Outlay 318,868 50,284 287,200 5,219 5,700 17,700 60,365 45,000 377,340 Capital Improvements 142,624 163,000 378,592 1,574,077 1,045,010 2,787,800 502,847 1,836,896 266,000 Debt Service - - - - - - 503,196 922,485 1,088,549 Reclass of Capital Outlay - - - - - - (473,557) - - 18,397,243 17,932,696 17,075,498 2,015,032 1,476,364 3,494,333 8,572,896 7,279,163 6,500,069 Contingencies - 50,000 108,121 - 15,000 15,000 - 50,000 50,000 Reserves - - - - - - - - 93,631 $ 18,397,243 $ 17,982,696 $ 17,183,619 $ 2,015,032 $ 1,491,364 $ 3,509,333 $ 8,572,896 $ 7,329,163 $ 6,643,700 Interfund Transfers Out 617,896 626,625 449,995 287,865 292,885 71,029 1,713,354 1,068,727 1,072,468 Total Financial Uses $ 19,015,139 $ 18,609,321 $ 17,633,614 $ 2,302,897 $ 1,784,249 $ 3,580,362 $10,286,250 $ 8,397,890 $ 7,716,168 Net Increase/(Decrease) in 314,438 (1,278,897) (454,162) (441,774) - (2,000,000) (3,379,168) (1,307,139) 93,631 Fund Balance / Net Assets4 Fund Bal / Net Assets4 - Oct 1 7,351,269 7,665,707 6,386,810 3,649,079 3,207,305 3,207,305 9,802,528 6,423,360 5,116,221 4 Fund Bal / Net Assets - Sep 30 $ 7,665,707 $ 6,386,810 $ 5,932,648 $ 3,207,305 $ 3,207,305 $ 1,207,305 $ 6,423,360 $ 5,116,221 $ 5,209,852 Notes 1 Major funds each comprise at least 10% of the total appropriated budget 2 Other Governmental Funds - Law Enforcement Trust, Law Enforcement Training, CDBG, Debt Service, Beal Memorial 3 Other Enterprise Funds - Sanitation, Golf, Stormwater 4 Fund Balance / Net Assets amounts used are unreserved/undesignated/unrestricted, with the exception of CRA Fund (which is designated for capital projects) 32  Non-Major Funds OTHER GOVERNMENTAL 2 OTHER ENTERPRISE 3 Total All Funds 2008-09 2009-10 2010-11 2008-09 2009-10 2010-11 2008-09 2009-10 2010-11 % of Actual Budget Budget Actual Budget Budget Actual Budget Budget Budget - - - - - - 5,582,822 5,230,655 5,230,355 14.6% - - - - - - 4,576,095 4,295,517 4,416,500 12.4% - - - - - - 2,327,486 2,363,320 2,388,838 6.7% 270,466 142,221 152,772 - - - 2,935,179 2,384,481 2,423,943 6.8% - - - 6,213,382 6,234,192 6,012,742 13,265,761 13,714,285 14,273,184 40.0% 64,948 12,000 12,000 - - - 582,999 332,700 319,700 0.9% 58,397 36,300 16,050 731,859 152,761 124,562 2,224,014 1,489,541 1,066,367 3.0% - - - - - 784,902 748,340 651,559 1.8% 393,811 190,521 180,822 6,945,241 6,386,953 6,137,304 32,279,258 30,558,839 30,770,446 - - - - - - - 744,260 2,036,570 5.7% - 29,105 9,825 - 42,027 - - 1,912,908 427,417 1.2% $ 393,811 $ 219,626 $ 190,647 $ 6,945,241 $ 6,428,980 $ 6,137,304 $ 32,279,258 $ 33,216,007 $ 33,234,433 439,896 448,625 449,995 329,276 178,000 - 3,926,748 2,850,684 2,473,657 6.9% $ 833,707 $ 668,251 $ 640,642 $ 7,274,517 $ 6,606,980 $ 6,137,304 $ 36,206,006 $ 36,066,691 $ 35,708,090 - - - - - - 4,418,708 4,244,645 3,745,250 10.5% 104,928 41,405 21,033 - - - 8,736,311 8,871,661 8,596,060 24.1% - 47,900 42,600 2,933,489 2,831,158 2,723,894 11,196,994 7,608,961 7,787,074 21.8% - - - - - - 1,316,953 1,398,100 1,052,115 2.9% 266,132 113,777 122,218 - - - 1,404,473 917,666 1,330,807 3.7% - - - 2,269,751 1,851,792 1,759,978 4,852,394 4,464,846 4,025,136 11.3% - - - 216,437 236,000 267,455 600,889 336,984 949,695 2.7% - - - 565,196 198,000 174,706 2,784,744 3,242,906 3,607,098 10.1% 415,723 415,725 420,395 211,912 414,186 171,819 1,130,831 1,752,396 1,680,763 4.7% - - - (754,396) - - (1,227,953) - - 0.0% 786,783 618,807 606,246 5,442,389 5,531,136 5,097,852 35,214,344 32,838,166 32,773,998 - - - - 20,000 20,000 - 135,000 193,121 0.5% - - 3,842 - 242,841 25,605 - 242,841 123,078 0.3% $ 786,783 $ 618,807 $ 610,088 $ 5,442,389 $ 5,793,977 $ 5,143,457 $ 35,214,344 $ 33,216,007 $ 33,090,197 67,650 49,444 30,554 1,044,171 813,003 993,847 3,730,936 2,850,684 2,617,893 7.3% $ 854,433 $ 668,251 $ 640,642 $ 6,486,560 $ 6,606,980 $ 6,137,304 $ 38,945,280 $ 36,066,691 $ 35,708,090 (20,726) (29,105) (5,983) 787,957 200,814 25,605 (2,739,274) (2,414,327) (2,340,909) 2,245,157 2,224,431 2,195,326 868,845 1,656,802 1,857,616 23,916,878 21,177,605 18,763,278 $ 2,224,431 $ 2,195,326 $ 2,189,343 $ 1,656,802 $ 1,857,616 $ 1,883,221 $ 21,177,604 $ 18,763,278 $ 16,422,369 33  CITY OF FORT WALTON BEACH, FL Revenue Trends - All Funds Revenues by Fund $45 $40 $35 $30 Millions $25 $20 $15 $10 $5 $0 Actual Actual Actual Budget Budget 2006-07 2007-08 2008-09 2009-10 2010-11 General Fund Law Enf. Trust/Train Funds CDBG Fund CRA Fund Debt Service Fund Capital Projects Fund Utilities Fund Sanitation Fund Golf Fund Stormwater Fund Beal Memorial Fund Actual Actual Actual Budget Budget % 2006-07 2007-08 2008-09 2009-10 2010-11 $ Variance Variance General Fund 20,960,801 19,584,883 19,329,577 18,609,321 17,633,614 (975,707) -5.24% Law Enf. Trust/Train Funds 145,020 92,529 82,983 47,405 24,875 (22,530) -47.53% CDBG Fund 222,047 127,360 274,878 142,221 152,772 10,551 7.42% CRA Fund 1,898,533 1,902,991 1,861,122 1,784,249 3,580,362 1,796,113 100.66% Debt Service Fund 685,537 2,349,115 415,723 415,725 420,395 4,670 1.12% Capital Projects Fund 217,360 - - - - - 0.00% Utilities Fund 8,723,724 7,223,051 6,907,081 8,397,890 7,716,168 (681,722) -8.12% Sanitation Fund 3,580,273 3,514,565 3,427,713 3,413,650 3,376,275 (37,375) -1.09% Golf Fund 2,581,277 2,482,972 2,539,801 2,527,303 2,196,029 (331,274) -13.11% Stormwater Fund - - 1,307,005 666,027 565,000 (101,027) -15.17% Beal Memorial Fund 124,268 89,297 60,122 62,900 42,600 (20,300) -32.27% Revenues 39,138,854 37,366,764 36,206,006 36,066,691 35,708,090 (358,601) -0.99% Revenues by Category $45 $40 $35 $30 Millions $25 $20 $15 $10 $5 $0 Actual Actual Actual Budget Budget 2006-07 2007-08 2008-09 2009-10 2010-11 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 % 2006-07 2007-08 2008-09 2009-10 2010-11 $ Variance Variance Ad Valorem Taxes 6,123,749 6,021,743 5,582,822 5,230,655 5,230,355 (300) -0.01% Other Taxes 3,967,253 4,015,221 4,576,095 4,295,517 4,416,500 120,983 2.82% Licenses & Permits 2,174,814 2,225,224 2,327,486 2,363,320 2,388,838 25,518 1.08% Intergov't Revenue 3,653,646 2,896,878 2,935,179 2,384,481 2,423,943 39,462 1.65% Charges for Services 13,587,636 13,056,494 13,265,761 13,714,285 14,273,184 558,899 4.08% Fines & Forfeitures 421,431 466,112 582,999 332,700 319,700 (13,000) -3.91% Interest & Other 5,770,917 2,208,550 2,224,014 1,489,541 1,066,367 (423,174) -28.41% Other Financing Sources 3,439,397 6,476,542 4,711,650 3,599,024 3,125,216 (473,808) -13.16% Fund Balance / Net Assets - - 2,657,168 2,463,987 (193,181) -7.27% Revenues 39,138,854 37,366,764 36,206,006 36,066,691 35,708,090 (358,601) -0.99% 34 Revenues FY 2010-11 Budgeted Revenues $35,708,090 State Revenue Licenses & Sharing, Intergov't, Recreation, Permits etc. Other Taxes Cemetery, & Other 6.7% 8.6% 12.3% 2.5% Water & Sewer Fees Ad Valorem Taxes 20.6% 14.5% Reserves 7.0% Interfund Transfers 7.0% Garbage Fees 9.5% Golf Club Fees Interest & Misc. Fines, Forfeitures, 5.8% Stormwater Fees 3.1% & Other Fees 1.7% 0.8% 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 $14.3 million and are the largest source of revenue for the City at 40.0%. 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. Water and sewer rates, which generate $7.4M, will $15 increase 1.5% on October 1 in accordance with a $12 multi-year rate plan adopted by City Council in March 2010. The new rate plan addresses the $9 Millions transition of wastewater treatment and disposal to the County’s facility and provides annual increases $6 for inflation each October 1 through FY 2013-14. $3 The City entered into a 50-year agreement with the County for wastewater treatment rather than the $0 more costly alternative of upgrading its own facility. 2006-07 2007-08 2008-09 Budget Budget 2009-10 2010-11 Garbage fees account for $3.4M of total revenues Recreation Water/Sewer and golf club fees account for $2.1M of total Garbage Other/Stormwater revenues. Other fees – recreation program fees, park rentals, senior center, library, musuem, cemetery sales, stormwater fee – account for $1.4M. Many recreation fees have been adjusted commensurate with the cost of providing services, including that the City will begin accepting credit card payment for recreation and athletic programs. The City is not permitted to surcharge for payment by credit or debit card, but may offer a discount for payment by cash or check. A cash payment alternative will be offered at a $2 discount to the new rates. Ad Valorem (Property) Taxes – Ad valorem taxes levied by the City comprise $5.2M or 14.6% of total revenues and contribute to 25% or $4.3M of General Fund revenues and 57% or $899K of Community Redevelopment Agency (CRA) Fund revenues. Funding from County property taxes comprises $652K or 41% 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 2010 gross taxable property value for operating purposes is $1.213 billion, a decrease of $95.9 million or 7.3% from the 2009 final gross taxable property value of $1.309 billion. The rolled-back millage City of Fort Walton Beach, FL 35 Revenues rate is defined per Florida Statute 200.065 as the millage rate that will produce the same amount of ad valorem tax revenue as was levied during the prior year, exclusive of CRA dedicated increment value, new construction, deletions, and boundary changes. The rolled-back rate is 4.5383 mills. Because of the decrease in taxable value, the rolled-back rate is actually a “rolled-forward” rate this year (i.e. a higher millage rate is required to generate the same amount of tax revenue due to the lower taxable value). $1,500 $7 Ad Valorem Revenue (millions) $6 Assessed Value (millions) $1,200 $5 $900 $4 $600 $3 $2 $300 $1 $0 $0 2001-02 2002-03 2003-04 2004-05 2005-06 2006-07 2007-08 2008-09 2009-10 2010-11 Assessed Value Ad Valorem Taxes The budget is based on a millage rate of 4.5383, which generates property tax revenues of $5.230M, same as the prior year. The impact of this millage rate increase on a given property owner will vary based on the property’s exemptions and change in taxable value. Seven percent of properties are tax- exempt and 64% have a taxable value of $100K or less. As a simple example, a property owner with no change in taxable value will pay an additional $8.49 in annual property taxes per $25K in taxable value at a millage rate of 4.5383 compared to the prior year rate of 4.1986. 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 $5.0 Walton Beach. A $1.75 per ton sanitation host fee on garbage collected outside the City limits and brought $4.0 to the transfer station is also collected per contract. $3.0 Franchise fees have increased 6.2% on average per year over the last ten years. However, based on Millions $2.0 current year-to-date actuals, a 1.2% or $26K increase is anticipated, with FY 2010-11 revenues at $2.2M or $1.0 6.0% of total revenues. Utility taxes are contractually levied against electric, gas, and water revenues of $0.0 local utility companies at the rate of 10% and have 2006-07 2007-08 2008-09 Budget Budget averaged a 6.3% annual increase over the past ten 2009-10 2010-11 Franchise Fees Utility Taxes years. Utility taxes are anticipated to generate $2.0M or 5.6% of total revenues, and the budget reflects an increase of 1.7% or $33K. Increases in these revenues are tied largely to utility rate increases, as well as consumption changes (such as the unusually cold winter this past year). 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 Legislative Committee on Intergovernmental Relations (LCIR) provides revenue estimates for cities and counties. Based on information from LCIR, $1.6M is budgeted (4.5% of total revenues). Half-Cent Sales Tax – This state-shared revenue distribution, anticipated to generate approximately $1.4M or 3.9% of total revenues, is derived from net sales tax revenue and is the largest source of revenue sharing for local governments. The revenue estimate is published by the Legislative Committee on Intergovernmental Relations (LCIR) and has been decreasing each year since FY 2007 due to the economic collapse. Municipal Revenue Sharing – This is funded by 1.0715% of sales and use tax collections, 12.5% of state alternative fuel user decal collections, and the net collections from the one-cent municipal fuel tax. City of Fort Walton Beach, FL 36 Revenues This revenue estimate is published by the Economy-Based Revenues $3.0 Legislative Committee on Intergovernmental $2.5 Relations (LCIR), and is budgeted at $708K, which is 2.0% of total revenues. This revenue source, $2.0 along with half-cent sales tax, is anticipated to Millions $1.5 recover slightly in FY 2011 as the economy continues to improve. $1.0 $0.5 Interest Income – Interest earnings comprise $215K or 0.6% of total revenues and fluctuate based $0.0 on the interest rate environment, the City’s types of 2006-07 2007-08 2008-09 Budget Budget investments, and funds available for investment. 2009-10 2010-11 Currently, $24.6M in reserves are invested in Sales Tax Revenue Sharing certificates of deposit yielding 0.24% to 1.74%, money market bank accounts earning 0.1% to 0.75%, money market mutual funds earning 0.13% to 0.27%, and checking accounts earning 0.25%. A small portion of reserves also remains illiquid at the State Board of Administration (SBA). Appropriation from Fund Balance / Net Assets – Appropriations from fund balance (governmental funds) or net assets (enterprise funds) – accounting for $2.5M or 1.2% of total revenues – are budgeted. a. General Fund – $36,570 from designated fund balances; $417,592 from undesignated fund balance: • $1,500 from designated fund balance for police K-9 unit (current year donation revenues will be designated in the FY 2010 audit to offset next year’s expense) • $35,070 from designated fund balance for Harvey Trust (funds bequeathed to the City for library purposes will be used to purchase books and publications since funding from the library cooperative was reduced $69K) • $417,592 from undesignated fund balance for one-time outlays including paving Butler Dr and Howell Dr, City Hall roof repair and energy efficient lighting, Council Chamber air conditioning, Science Center roof repairs, automated minutes software, police software upgrade, Hedrick Center water intrusion correction and gym cooling system, Land Develpoment Code update, and police vehicles b. Law Enforcement Trust Fund – $9,825 from undesignated fund balance accumulated from prior year forfeitures since the City cannot legally budget forfeiture revenue. c. CRA Fund – $2,000,000 from fund balance designated for capital projects for demolition work and infrastructure improvements associated with the Soundside affordable housing development. City of Fort Walton Beach, FL 37  CITY OF FORT WALTON BEACH, FL Expenditure Trends - All Funds Expenditures by Fund $45 $40 $35 $30 Millions $25 $20 $15 $10 $5 $0 Actual Actual Actual Budget Budget 2006-07 2007-08 2008-09 2009-10 2010-11 General Fund Law Enf. Trust/Train Funds CDBG Fund CRA Fund Debt Service Fund Capital Projects Fund Utilities Fund Sanitation Fund Golf Fund Stormwater Fund Beal Memorial Fund Actual Actual Actual Budget Budget % 2006-07 2007-08 2008-09 2009-10 2010-11 $ Variance Variance General Fund 19,766,558 22,571,317 19,015,139 18,609,321 17,633,614 (975,707) -5.24% Law Enf. Trust/Train Funds 107,495 124,159 104,928 47,405 24,875 (22,530) -47.53% CDBG Fund 222,047 127,355 266,132 142,221 152,772 10,551 7.42% CRA Fund 794,804 1,149,956 2,302,897 1,784,249 3,580,362 1,796,113 100.66% Debt Service Fund 685,595 2,350,131 415,723 415,725 420,395 4,670 1.12% Capital Projects Fund 401,924 56,550 - - - - 0.00% Utilities Fund 7,259,302 7,705,407 10,286,251 8,397,890 7,716,168 (681,722) -8.12% Sanitation Fund 3,570,206 3,608,574 3,461,817 3,413,650 3,376,275 (37,375) -1.09% Golf Fund 2,780,632 2,610,141 2,529,420 2,527,303 2,196,029 (331,274) -13.11% Stormwater Fund - - 495,323 666,027 565,000 (101,027) -15.17% Beal Memorial Fund - - 67,650 62,900 42,600 (20,300) -32.27% Expenditures 35,588,563 40,303,087 38,945,280 36,066,691 35,708,090 (358,601) -0.99% Expenditures by Category $45 $40 $35 $30 Millions $25 $20 $15 $10 $5 $0 Actual Actual Actual Budget Budget 2006-07 2007-08 2008-09 2009-10 2010-11 Personal Services Operating Expenses Capital Outlay Capital Improvements Transfers Debt Service Contingencies & Reserves Actual Actual Actual Budget Budget % 2006-07 2007-08 2008-09 2009-10 2010-11 $ Variance Variance Personal Services 19,135,333 20,028,835 19,122,351 18,796,551 17,362,635 (1,433,916) -7.63% Operating Expenses 9,928,644 9,873,113 12,777,291 8,709,328 9,173,808 464,480 5.33% Capital Outlay 1,193,185 1,367,262 627,077 336,984 949,695 612,711 181.82% Capital Improvements 4,883,863 1,200,708 2,784,744 3,242,906 3,607,098 364,192 11.23% Debt Service 2,016,578 3,546,566 1,546,554 2,168,121 2,101,158 (66,963) -3.09% Transfers 2,681,725 5,684,353 3,315,213 2,452,511 2,197,498 (255,013) -10.40% Contingencies & Reserves - - - 360,289 316,199 (44,090) -12.24% Reclass of Capital Outlay (4,250,766) (1,397,246) (1,227,953) - - - 0.00% Expenditures 35,588,563 40,303,087 38,945,280 36,066,691 35,708,090 (358,601) -0.99% 38 Expenditures FY 2010-11 Budgeted Expenditures $35,708,090 Public Safety 24.2% Physical Environment 21.9% General Government 10.4% Transportation 3.1% Contingencies & Reserves Economic Debt Service 0.8% Development 5.9% Capital Capital Outlay Culture & Interfund Transfers Improvements 3.7% 2.5% Recreation 6.2% 10.1% 11.2% Public Safety – This category includes police and fire $10 services and totals $8.6M or 24.1% of total expenses. Public safety expenses are anticipated to decrease $8 $276K or 3.1% attributable to salary savings from two captains, two sergeants, and two officers taking $6 Millions advantage of the early retirement incentive program. $4 Police officers and sergeants voted to unionize in May 2009. However, negotiations are progressing very $2 slowly and contracts have not yet been finalized. The City has received verbal commitments from the $0 firefighters and battalion chiefs that they will sign 2006-07 2007-08 2008-09 Budget Budget contracts with no wage increases for the upcoming 2009-10 2010-11 year. Physical Environment – This category comprises $7.8M or 21.8% of total expenses and includes cemetery operations and the following enterprise activities: water, sewer, stormwater, and garbage. Cemetery revenues exceed expenses and enterprise activities do not rely on property taxes because services are funded by user fees. The $178K or 2.3% increase in this category is attributable to full-year funding for the City’s contract with the County for wastewater treatment. In March 2010 the City connected to the County’s new plant rather than upgrading its own facility. Culture & Recreation – This category equals $4.0M or 11.3% of total expenses and includes parks & recreation programs and facilities, senior center, library, museums, and golf courses. Golf operations are intended to be self-sufficient through user fees and not rely on property taxes; however continued assistance from the General Fund has been required. $5 A portion of the other leisure services expenses are offset by revenues such as facility and park rentals, $4 youth and adult athletic fees, and museum entrance fees. Due to budget constraints, recreation staffing has $3 Millions been reduced by 12.6% or 10.68 full-time equivalent positions. However, it is anticipated that all athletic and $2 recreation programs will continue status quo and the $1 only service level impact will be a 3 hour/week reduction in library hours. The library remains open a $0 comparable number of hours to other members of the 2006-07 2007-08 2008-09 Budget Budget library cooperative. 2009-10 2010-11 City of Fort Walton Beach, FL 39 Expenditures General Government – This category is $3.7M or 10.5% of total expenses and includes the following departments: City Council, City Manager, Administrative Services (human resources, risk management, public information, information technology), City Clerk, Financial Services (accounting, purchasing), as well as Fleet and Facilities. These units of the City government are funded from ad valorem tax proceeds and provide support services to other departments and information to the public. The increase in FY 2007-08 was due to expenses $6 previously shared across funds being fully funded in their respective department (mainly general gov’t $5 departments) with cost sharing through the interfund $4 transfers to simplify the budget, improve programmatic Millions budgeting, and enhance budget usability for staff and $3 citizens. This change facilitated the ability to determine $2 the total cost of services and activities and resulted in greater efficiency in processing purchase orders and $1 accounts payable. The budgetary change flowed $0 through to the accounting system, thereby streamlining 2006-07 2007-08 2008-09 Budget Budget accounting operations and ultimately improving fiscal 2009-10 2010-11 transparency. The decreases since then are the result of staffing and operational budget cuts due to fiscal constraints. Capital Improvements – This category accounts for $3.6M or 10.1% of total expenses and includes the acquisition, construction, replacement, renovation, or repair of facilities and infrastructure with a value greater than $25,000 and a useful life of ten years or more (e.g. buildings and facilities, parks, streets and sidewalks, as well as water and sewer lines, tanks, and pumps). 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 2010- 11 include: Hedrick Recreation Center improvements, Ferry Park tennis court resurfacing, City Hall roof repairs and energy efficient lighting, Council Chambers air conditioning replacement, street resurfacing, paving Butler Drive and Howell Drive, replacing the oyster arch at the museum, sidewalk installation, nuisance abatement, Soundside affordable housing development infrastructure, water well & tank maintenance, lift station rehabilitation, sewer system flow monitors, pump station maintenance, golf clubhouse air conditioning replacement, and a stormwater master plan. Interfund Transfers – The City’s interfund transfers represent $2.6M or 7.3% of total expenses. Transfers to the General Fund are 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, public information, 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 voted to waive large portions of the transfers to permit the Golf Fund to retain revenues for operational use and to replenish net assets and to permit the Stormwater Fund to retain revenues for capital projects. The General Fund transfers $416K 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 $36K to the Utilities Fund to offset a proportionate share of customer service division expenses. Debt Service – This category totals $1.7M or 4.7% of total expenses and includes principal and interest payments for the City’s equipment and facilities funded via lease/purchase, bond issue, or other debt financing. Community/Economic Development – This category totals $1.3M or 3.7% of total expenses and includes planning, building & zoning, code enforcement, Community Development Block Grant (CDBG), and Community Redevelopment Agency (CRA). Building permit fees, plan review fees, and code enforcement fines offset a portion of these expenses in the General Fund. The $413K or 45% increase in this category is attributable to partial funding of Land Development Code City of Fort Walton Beach, FL 40 Expenditures updates, and two new positions in the CRA Fund $2.0 (service worker for grounds maintenance and museum marketing coordinator), as well as an accounting $1.5 change to classify the two CRA police officers as employees directly in the CRA Fund rather than Millions $1.0 accounted for in the police department in the General Fund and reimbursed via interfund transfer. $0.5 The City is an entitlement city in the US Department of Housing and Urban Development’s CDBG program to $0.0 assist low and moderate income families and funding 2006-07 2007-08 2008-09 Budget Budget increased $10K. Along with the Chester Pruitt youth 2009-10 2010-11 summer program, funding will be allocated to the World Changers program for re-roofing and painting houses, Okaloosa County Head Start for a facility roof, and S4P Synergy for a gas generator. Transportation – This category represents $1.1M or 2.9% of total expenses and includes the following activities: engineering, streets, and right-of-way. Street resurfacing expenses are funded from local option fuel tax proceeds. A decrease of $346K or 24.7% in this category is largely attributable to transitioning to inmate labor for right-of-way maintenance. All employees displaced by the Department of Correction labor contract have been reassigned to vacancies in other City divisions. Capital Outlay – This category is $950K or 2.7% of total expenses and includes the purchase of computers, vehicles, equipment, and other assets with a value greater than $500 and a useful life of more than one year. Capital outlay purchases are identified in $2.0 a five-year replacement schedule, but replacements are often limited to essential computers, vehicles, and $1.5 equipment required to maintain service levels due to funding constraints. Capital outlay expenses are budgeted to increase $613K or 182%, with about half of Millions $1.0 the increase attributable to purchases in the Utilities $0.5 Fund for water and sewer equipment. After delaying vehicle and computer replacements for years in the General Fund, $25K is appropriated for computer $0.0 replacements, $176K for police vehicles and software 2006-07 2007-08 2008-09 Budget Budget 2009-10 2010-11 upgrades, and $34K for a parks riding mower and ½ ton truck. Contingencies – These funds are $193K or 0.5% of total expenses. Contingency funds are budgeted for unanticipated or emergency purchases or repairs as follows: $108K General Fund; $15K CRA Fund; $50K Utilities Fund; $10K Sanitation Fund; $5K Golf Fund; and $5K Stormwater Fund. Reserves – These funds are $123K or 0.3% of total expenses. Reserve funds are budgeted when revenues exceed expenses or to rebuild net assets in the enterprise funds. Reserves are budgeted as follows: $3,842 Law Enforcement Training Fund, $93,631 Utilities Fund, and $25,605 Golf Fund. City of Fort Walton Beach, FL 41  CITY OF FORT WALTON BEACH, FL Total Expenditures by Category - All Funds Personal Operating Capital Capital Debt Transfers 2010-11 2009-10 Budget Change Services Expenses Outlay Improv. Service Out Budget Budget $ % City Council 129,041 261,192 - - - - 390,233 415,346 (25,113) -6.0% City Manager 281,964 4,201 - - - - 286,165 224,519 61,646 27.5% Administrative Services 189,971 73,341 - - - - 263,312 376,068 (112,756) -30.0% Risk Management 51,850 453,492 - - - - 505,342 601,733 (96,391) -16.0% Information Technology 182,136 172,368 25,000 - - - 379,504 386,649 (7,145) -1.8% City Clerk 142,229 36,920 8,000 - - - 187,149 240,087 (52,938) -22.0% Finance 461,256 111,726 - - - - 572,982 602,224 (29,242) -4.9% Purchasing 133,106 13,985 - - - - 147,091 139,191 7,900 5.7% Non-Departmental-001 78,247 111,322 - - - - 189,569 291,000 (101,431) -34.9% General Government 1,649,800 1,238,547 33,000 - - - 2,921,347 3,276,817 (355,470) -10.8% Police 4,409,901 526,848 176,000 - 174,992 - 5,287,741 5,456,847 (169,106) -3.1% Fire 3,444,178 194,100 - - 174,814 - 3,813,092 3,729,233 83,859 2.2% Public Safety 7,854,079 720,948 176,000 - 349,806 - 9,100,833 9,186,080 (85,247) -0.9% Recreation 596,988 347,504 - 100,000 - - 1,044,492 1,119,480 (74,988) -6.7% Parks 476,243 155,878 39,700 35,000 - - 706,821 671,224 35,597 5.3% Right-of-Way 57,571 106,818 - - - - 164,389 347,931 (183,542) -52.8% Senior Center 66,279 41,691 - - - - 107,970 108,056 (86) -0.1% Library 308,519 99,329 31,000 - 22,291 - 461,139 518,241 (57,102) -11.0% Museum 123,361 49,366 - - - - 172,727 255,548 (82,821) -32.4% Cemetery 143,295 109,105 - - - 29,600 282,000 303,022 (21,022) -6.9% Recreation Services 1,772,256 909,691 70,700 135,000 22,291 29,600 2,939,538 3,323,502 (383,964) -11.6% Engineering Services 357,940 31,293 - - - - 389,233 499,336 (110,103) -22.0% Planning & Zoning 54,566 84,235 - - - - 138,801 - 138,801 100.0% Bldg Insp/Permitting 197,522 20,105 - - - - 217,627 227,191 (9,564) -4.2% Code Enforcement 132,006 31,322 - - - - 163,328 151,044 12,284 8.1% Fleet 358,919 55,927 - - - - 414,846 498,153 (83,307) -16.7% Facilities 366,715 183,463 7,500 56,092 48,298 - 662,068 748,365 (86,297) -11.5% Streets 225,063 273,430 - 187,500 - - 685,993 698,833 (12,840) -1.8% Engineering Services 1,692,731 679,775 7,500 243,592 48,298 - 2,671,896 2,822,922 (151,026) -5.3% Total General Fund 12,968,866 3,548,961 287,200 378,592 420,395 29,600 17,633,614 18,609,321 (975,707) -5.2% Law Enf. Trust Fund 3,000 9,825 - 12,825 16,825 (4,000) -23.8% Law Enf. Training Fund - 12,050 - - - - 12,050 30,580 (18,530) -60.6% CDBG Fund 11,064 111,154 - - - 30,554 152,772 142,221 10,551 7.4% CRA Fund 247,164 456,669 17,700 2,787,800 - 71,029 3,580,362 1,784,249 1,796,113 100.7% Debt Service Fund - - - - 420,395 - 420,395 415,725 4,670 1.1% Beal Memorial Fund - 42,600 - - - - 42,600 62,900 (20,300) -32.3% Total Special Revenue 261,228 632,298 17,700 2,787,800 420,395 101,583 4,221,004 2,452,500 1,768,504 72.1% Customer Service 227,585 132,963 1,875 - - - 362,423 457,818 (95,395) -20.8% Utility Services 445,241 58,060 - 50,000 - - 553,301 189,391 363,910 192.1% Water Operations 446,341 355,078 45,000 90,000 115,021 - 1,051,440 772,107 279,333 36.2% Water Distribution 204,993 112,300 66,365 - 232,871 - 616,529 1,854,714 (1,238,185) -66.8% Sewer Collect & Treatmt 612,599 2,275,898 264,100 126,000 740,657 - 4,019,254 3,980,133 39,121 1.0% Non-Departmental-401 15,753 25,000 - - - 1,072,468 1,113,221 1,143,727 (30,506) -2.7% Utilities Fund 1,952,512 2,959,299 377,340 266,000 1,088,549 1,072,468 7,716,168 8,397,890 (681,722) -8.1% Solid Waste 882,051 1,476,656 261,535 - - - 2,620,242 2,640,962 (20,720) -0.8% Non-Departmental-403 1,791 10,000 - - - 744,242 756,033 772,688 (16,655) -2.2% Sanitation Fund 883,842 1,486,656 261,535 - - 744,242 3,376,275 3,413,650 (37,375) -1.1% Golf Operations 378,041 289,180 2,520 14,000 100,172 - 783,913 1,035,985 (252,072) -24.3% Grounds Maintenance 635,343 481,881 - - 54,149 - 1,171,373 1,206,162 (34,789) -2.9% Non-Departmental-404 1,138 5,000 - - - 234,605 240,743 285,156 (44,413) -15.6% Golf Fund 1,014,522 776,061 2,520 14,000 154,321 234,605 2,196,029 2,527,303 (331,274) -13.1% Stormwater 281,107 81,731 3,400 160,706 17,498 - 544,442 646,027 (101,585) -15.7% Non-Departmental-405 558 5,000 - - - 15,000 20,558 20,000 558 2.8% Stormwater Fund 281,665 86,731 3,400 160,706 17,498 15,000 565,000 666,027 (101,027) -15.2% Total Enterprise 4,132,541 5,308,747 644,795 440,706 1,260,368 2,066,315 13,853,472 15,004,870 (1,151,398) -7.7% TOTAL ALL FUNDS 17,362,635 9,490,007 949,695 3,607,098 2,101,158 2,197,498 35,708,090 36,066,691 (358,601) -1.0% 42  CITY OF FORT WALTON BEACH, FL Personal Services Trends - All Funds Personal Services by Fund $25 $20 $15 Millions $10 $5 $0 Actual Actual Actual Budget Budget 2006-07 2007-08 2008-09 2009-10 2010-11 General Fund Law Enf. Trust/Train Funds CDBG Fund CRA Fund Utilities Fund Sanitation Fund Stormwater Fund Golf Fund Actual Actual Actual Budget Budget % 2006-07 2007-08 2008-09 2009-10 2010-11 $ Variance Variance General Fund 14,155,139 15,259,342 14,164,914 14,294,552 12,968,866 (1,325,686) -9.27% Law Enf. Trust/Train Funds 33,324 33,286 28,302 27,035 3,000 (24,035) -88.90% CDBG Fund 36,770 13,413 5,426 11,099 11,064 (35) -0.32% CRA Fund 192,953 78,453 80,598 83,886 247,164 163,278 194.64% Utilities Fund 2,435,197 2,451,887 2,395,486 2,013,620 1,952,512 (61,108) -3.03% Sanitation Fund 1,085,106 957,011 1,001,362 945,810 883,842 (61,968) -6.55% Stormwater Fund - - 1,121,356 1,077,226 1,014,522 (62,704) 100.00% Golf Fund 1,197,233 1,235,442 324,907 343,323 281,665 (61,658) -17.96% Personal Services 19,135,722 20,028,834 19,122,351 18,796,551 17,362,635 (1,433,916) -7.63% Personal Services by Category $25 $20 $15 Millions $10 $5 $0 Actual Actual Actual Budget Budget 2006-07 2007-08 2008-09 2009-10 2010-11 Salaries Social Security Medicare Retirement Health/Dental/Life Ins. Workers Comp. Unemployment Comp. Actual Actual Actual Budget Budget % 2006-07 2007-08 2008-09 2009-10 2010-11 $ Variance Variance Salaries 13,794,504 14,572,051 13,427,514 12,834,183 11,786,356 (1,047,827) -8.16% Social Security 808,970 855,415 787,983 720,566 680,477 (40,089) -5.56% Medicare 189,157 202,741 183,699 168,515 159,142 (9,373) -5.56% Retirement 2,171,194 2,222,095 2,554,228 2,784,728 2,792,751 8,023 0.29% Health/Dental/Life Ins. 1,614,045 1,651,098 1,725,349 1,973,951 1,629,559 (344,392) -17.45% Workers Comp. 541,036 505,861 405,726 304,608 289,350 (15,258) -5.01% Unemployment Comp. 16,816 19,573 37,852 10,000 25,000 15,000 150.00% Personal Services 19,135,722 20,028,834 19,122,351 18,796,551 17,362,635 (1,433,916) -7.63% 43  CITY OF FORT WALTON BEACH, FL Personal Services by Category - All Funds Gross Total Wages Add Pays Wages Overtime Wages City Council 40,111 - 40,111 - 40,111 City Manager 193,388 - 193,388 - 193,388 Administrative Services 140,854 - 140,854 - 140,854 Risk Management 37,120 - 37,120 - 37,120 Information Technology 127,094 1,800 128,894 - 128,894 City Clerk 112,932 1,200 114,132 - 114,132 Finance 329,552 - 329,552 - 329,552 Purchasing 98,370 - 98,370 - 98,370 Non-Departmental 53,032 - 53,032 - 53,032 General Government 1,132,453 3,000 1,135,453 - 1,135,453 Police 2,710,849 78,697 2,789,546 100,000 2,889,546 Fire 1,744,185 146,270 1,890,455 282,237 2,172,692 Public Safety 4,455,034 224,967 4,680,001 382,237 5,062,238 Recreation 457,746 - 457,746 500 458,246 Parks 300,491 - 300,491 4,250 304,741 Right-of-Way 36,370 - 36,370 100 36,470 Senior Center 50,113 - 50,113 - 50,113 Library 246,771 - 246,771 - 246,771 Museum 84,782 - 84,782 - 84,782 Cemetery 86,867 - 86,867 2,875 89,742 Recreation Services 1,263,140 - 1,263,140 7,725 1,270,865 Engineering Services 261,564 - 261,564 - 261,564 Planning & Zoning 44,750 - 44,750 - 44,750 Bldg Insp/Permitting 151,109 - 151,109 - 151,109 Code Enforcement 91,382 - 91,382 - 91,382 Fleet 259,248 - 259,248 250 259,498 Facilities 258,153 - 258,153 6,000 264,153 Streets 145,472 - 145,472 1,000 146,472 Engineering Services 1,211,678 - 1,211,678 7,250 1,218,928 Total General Fund 8,062,305 227,967 8,290,272 397,212 8,687,484 Law Enf. Trust Fund 3,000 - 3,000 - 3,000 CDBG Fund 10,030 - 10,030 - 10,030 CRA Fund 173,542 2,407 175,949 - 175,949 Total Special Revenue 186,572 2,407 188,979 - 188,979 Customer Service 167,919 - 167,919 - 167,919 Utility Services 301,533 - 301,533 - 301,533 Water Operations 314,841 - 314,841 4,550 319,391 Water Distribution 129,654 - 129,654 9,100 138,754 Sewer Collect & Treatmt 387,441 - 387,441 36,000 423,441 Non-Departmental 15,704 - 15,704 - 15,704 Utilities Fund 1,317,092 - 1,317,092 49,650 1,366,742 Solid Waste 551,273 - 551,273 21,000 572,273 Non-Departmental 1,771 - 1,771 - 1,771 Sanitation Fund 553,044 - 553,044 21,000 574,044 Golf Operations 324,980 - 324,980 - 324,980 Grounds Maintenance 451,167 - 451,167 5,800 456,967 Non-Departmental 1,096 - 1,096 - 1,096 Golf Fund 777,243 - 777,243 5,800 783,043 Stormwater 184,510 - 184,510 1,000 185,510 Non-Departmental 554 - 554 - 554 Storm Water Fund 185,064 - 185,064 1,000 186,064 Total Enterprise 2,832,443 - 2,832,443 77,450 2,909,893 TOTAL ALL FUNDS 11,081,320 230,374 11,311,694 474,662 11,786,356 44  Social Health, Dental Work Unempl. Total FY 2010-11 Security Medicare Retirement & Life Ins. Comp Comp Benefits TOTAL 2,487 581 - 85,687 175 - 88,930 129,041 12,123 2,835 51,971 21,247 400 - 88,576 281,964 8,277 1,936 27,125 11,502 277 - 49,117 189,971 2,201 515 7,765 4,176 73 - 14,730 51,850 7,406 1,732 26,588 17,263 253 - 53,242 182,136 7,080 1,656 14,240 4,889 232 - 28,097 142,229 19,259 4,504 68,806 38,479 656 - 131,704 461,256 5,862 1,371 18,622 8,688 193 - 34,736 133,106 174 41 - - - 25,000 25,215 78,247 64,869 15,171 215,117 191,931 2,259 25,000 514,347 1,649,800 169,458 39,631 843,020 406,733 61,513 - 1,520,355 4,409,901 127,833 29,897 798,015 255,369 60,372 - 1,271,486 3,444,178 297,291 69,528 1,641,035 662,102 121,885 - 2,791,841 7,854,079 27,028 6,321 57,201 36,772 11,420 - 138,742 596,988 16,473 3,852 53,685 89,484 8,008 - 171,502 476,243 1,948 456 7,609 8,733 2,355 - 21,101 57,571 2,934 686 6,699 4,512 1,335 - 16,166 66,279 15,084 3,528 33,417 8,996 723 - 61,748 308,519 4,971 1,163 15,015 17,263 167 - 38,579 123,361 4,739 1,108 18,173 25,264 4,269 - 53,553 143,295 73,177 17,114 191,799 191,024 28,277 - 501,391 1,772,256 15,510 3,628 54,719 22,005 514 - 96,376 357,940 2,687 628 2,237 4,176 88 - 9,816 54,566 8,844 2,068 15,616 17,326 2,559 - 46,413 197,522 5,389 1,260 19,117 12,909 1,949 - 40,624 132,006 15,100 3,531 50,825 24,326 5,639 - 99,421 358,919 15,414 3,605 49,869 20,445 13,229 - 102,562 366,715 8,215 1,921 27,874 31,166 9,415 - 78,591 225,063 71,159 16,641 220,257 132,353 33,393 - 473,803 1,692,731 506,496 118,454 2,268,208 1,177,410 185,814 25,000 4,281,382 12,968,866 - - - - - - - 3,000 622 145 - - 267 - 1,034 11,064 10,613 2,482 35,109 19,173 3,838 - 71,215 247,164 11,235 2,627 35,109 19,173 4,105 - 72,249 261,228 9,678 2,263 26,237 21,158 330 - 59,666 227,585 17,316 4,050 59,196 55,086 8,060 - 143,708 445,241 18,358 4,293 61,635 32,659 10,005 - 126,950 446,341 7,677 1,796 23,182 26,931 6,653 - 66,239 204,993 21,435 5,013 77,306 74,825 10,579 - 189,158 612,599 40 9 - - - - 49 15,753 74,504 17,424 247,556 210,659 35,627 - 585,770 1,952,512 30,785 7,200 104,765 123,075 43,953 - 309,778 882,051 16 4 - - - - 20 1,791 30,801 7,204 104,765 123,075 43,953 - 309,798 883,842 20,010 4,679 19,320 4,328 4,724 - 53,061 378,041 26,601 6,221 83,764 55,518 6,272 - 178,376 635,343 34 8 - - - - 42 1,138 46,645 10,908 103,084 59,846 10,996 - 231,479 1,014,522 10,793 2,524 34,029 39,396 8,855 - 95,597 281,107 3 1 - - - - 4 558 10,796 2,525 34,029 39,396 8,855 - 95,601 281,665 162,746 38,061 489,434 432,976 99,431 - 1,222,648 4,132,541 680,477 159,142 2,792,751 1,629,559 289,350 25,000 5,576,279 17,362,635 45  CITY OF FORT WALTON BEACH, FL Full Time Equivalent (FTE) Position Summary Actual Budget Mid Year Budget Budget Department 2006-07 2007-08 2008-09 2009-10 Changes Changes 2010-11 City Manager 4.00 3.00 2.00 2.00 1.00 (d) 3.00 Administrative Services 8.00 7.00 7.75 7.75 (2.25) (d) 5.50 City Clerk 3.00 3.00 3.00 3.00 (0.50) (i) 2.50 Financial Services 21.00 20.00 16.50 16.50 0.50 (a) (2.25) (e) 14.75 Police Services 72.17 73.05 68.05 67.59 (f) 67.59 Fire Services 39.00 39.00 38.00 38.00 38.00 Recreation Services 88.57 86.44 88.81 84.53 (1.51) (b) (9.17) (g) 73.85 Engineering Services 137.75 125.00 105.37 95.79 (1.67) (c) (1.57) (e)(h) 92.55 Total Funded FTE's 373.49 356.49 329.48 315.16 (2.68) (14.74) 297.74 Frozen/Unfunded FTE's 1.80 5.80 Total Authorized FTE's 375.29 362.29 329.48 315.16 (2.68) (14.74) 297.74 2009-10 Mid-Year Changes Impact (a) Added 0.50 FTE Purchasing Staff Assistant I 10,006 (b) Reclassified two 1.0 FTE to two 0.50 FTE Greenskeepers (38,870) (b) Replaced 0.21, 0.18, and 0.18 FTE Recreation Specialist with four 0.14 FTE positions - (b) Increased one Parks Service Worker I from 0.5 to 1.0 FTE 12,105 (b) Reclassified one Museum Asst I to Program Coord; Elim Museum Ed Coord., Reclass Museum Asst II to Operation Coord (46,229) (c) Reclassified Sr Planner to City Planner, Bldg Code Official to Development Svcs Mgr, Street Ops Mgr to Utilities Ops Mgr, (181,031) Stormwater Superintendent to Ops Mgr, Principal Planner to CRA Planner; Elim Utility Services Director, Environ Specialist Funded Facilities Superintendent June-September 30,361 ($213,657) 2010-11 Budget Changes (d) Eliminated Computer Technician (23,701) Reduced Staff Assistant II from 1.0 to 0.50 FTE (21,407) Reclassified Public Information Officer from Administrative Services to City Manager - (i) Reclassified Deputy City Clerk to Assistant City Clerk; Reduced Staff Asst I from 1.0 to 0.5 FTE (52,885) (e) Reclassed one 1.0 Senior Accountant to 0.75 FTE Accountant (25,292) Reclassified two Meter Service Workers from Financial Services to Engineering Services - (f) Reclassified one Police Captain to Support Services Supervisor (61,709) Transferred School Crossing Guards from 103 Law Enf Training Fund to General Fund - (g) Reclassified Athletic & Recreation Supervisor to Recreation Coordinator (42,611) Eliminated Adult Athletic Coord and Reclassified Youth Athletic Coord to Athletic Coordinator (62,286) Reduced one Center Manager from 1.0 to 0.73 FTE (30,344) Reduced one Attendant from 1.0 to 0.75 FTE (17,266) Reduced one Custodian from 1.0 to 0.88 FTE (13,527) Reduced one Rec Specialist from 1.0 to 0.88 FTE (18,694) Eliminated 0.36 Recreation Specialist, 1.80 Library Asst II, 0.25 Custodian, 1.0 Service Wkr I (100,262) Reclassified Museum Program Coord to Museum Marketing Coord, transferred position to CRA - Transferred one Service Worker II from Right-of-Way to CRA - Eliminated three Service Worker I and one Service Worker II (146,489) (h) Eliminated one Equipment Mechanic II, one HVAC Technician, & Facilities Superintendent (149,858) Reduced one Staff Assistant II from 1.0 to 0.75 FTE (39,175) Reclassified one Service Worker II to Custodian and one to Project Manager 8,864 Reclassified one Service Worker II to Water Treatment Plant Operator 2,391 Reclassified one Senior Staff Assistant to Staff Assistant II (1,443) Reclassified Carpenter, one Electrician, and one HVAC Technician to Maintenance Technician; one Electrician - to Maintenance Specialist, one Senior Staff Assistant to Permit Specialist, Fleet Superintendent to Fleet Supervisor, Service Ops Manager to Construction Ops Manager, Utilities Ops Mgr to Utilities Supervisor, Water Ops Superintendent to Water Ops Mgr, Field Ops Supervisor to Sewer Coll Supervisor, Stormwater Superintendent to Stormwater Supervisor Reduced one Service Worker II from 1.0 to 0.80 FTE (34,567) Eliminated 0.87 FTE Refuse Collector (18,937) Added 0.75 FTE Inventory Specialist 20,026 (829,173) Grand Total Payroll Reduction ($1,042,830) 46  CITY OF FORT WALTON BEACH, FL 5-Year Position Summary Actual Mid-Year Budget 2006-07 2007-08 2008-09 2009-10 2010-11 FT PT FT PT FT PT FT PT FT PT City Manager 4 3 2 2 3 Administrative Services 8 7 7 1 Administrative Services 4 2 1 Risk Management 1 1 Information Technology 2 1 2 City Clerk 3 3 3 3 2 1 Finance 21 0 20 16 1 Finance 7 6 1 Purchasing 2 2 1 Customer Service 7 1 5 1 Police 67 24 67 25 64 25 62 23 62 23 Fire 39 39 39 38 38 Recreation Services 63 55 60 56 64 57 Recreation 12 11 7 15 Parks 10 1 11 Right-of-Way 7 1 Senior Center 1 3 1 3 Library 5 7 4 6 Museum 4 2 2 1 Cemetery 3 3 CDBG 4 4 Golf 18 25 16 27 Engineering Services 136 3 124 2 111 1 Engineering Services 7 5 Planning & Zoning 1 Bldg Inspections & Permitting 3 3 Code Enforcement 2 2 Fleet 10 8 1 Facilities 11 8 Streets 6 1 5 1 CRA 1 3 Utility Services 2 6 1 Water Operations 7 10 Water Distribution 6 5 Sewer Collection & Treatment 18 11 1 Sanitation 18 2 18 1 Stormwater 8 6 Total 341 82 323 83 306 85 287 81 259 89 Total Funded Positions 423 406 391 368 348 Frozen/Unfunded Positions 1 8 5 8 4 Total Authorized Positions 432 419 395 368 348 47  CITY OF FORT WALTON BEACH, FL Authorized Full-Time Equivalents BUDGET SUPPORT STAFF BUDGET SUPPORT STAFF BUDGET SENIOR MANAGEMENT 2010-11 (TECHNICAL & SERVICE DELIVERY) 2010-11 (TECHNICAL & SERVICE DELIVERY) 2010-11 City Manager (Charter Officer) 1.00 Accountant 0.75 Lift Station Mechanic 1.00 City Clerk (Charter Officer) 1.00 Accounting Technician I 2.50 Maintenance Technician 3.00 Administrative Services Director 1.00 Accounting Technician II 3.00 Meter Service Worker 2.00 Eng & Util Director (City Engineer) 1.00 Administrative Coordinator 1.00 Museum Assistant I 0.60 Finance Director 1.00 Adult Services Librarian 1.00 Museum Marketing Coordinator 1.00 Fire Chief 1.00 Athletic Coordinator 1.00 Museum Operation Coordinator 1.00 Recreation Services Director 1.00 Budget & Grants Manager 1.00 Parks Attendant 2.36 Police Chief 1.00 Building Inspector 1.00 Permit Specialist 1.00 FTE TOTAL 8.00 Buyer 1.00 Personnel Analyst 1.00 % of Total Staff 3% Cart/Range Attendant 4.36 Police Officer 36.00 Chemical Specialist 1.00 Pretreatment Coordinator 1.00 BUDGET Childrens Services Librarian 1.00 Project Manager 1.00 MID-LEVEL MANAGEMENT 2010-11 City Planner 1.00 Public Information Officer 1.00 Assistant City Clerk 1.00 Code Inspector II 1.00 Purchasing Agent 1.00 Battalion Chief 3.00 Code Inspector I 1.00 Records Clerk 2.50 Cemetery Supervisor 1.00 Collection Systems Worker 3.00 Recreation Specialist 3.37 Center Manager 3.73 Communications Officer 7.97 Refuse Collector 3.00 Collection System Supervisor 1.00 CRA Planner 1.00 Reserve Police Officer 0.32 Communications Supervisor 1.00 Custodial Worker 5.01 Risk Management Specialist 1.00 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 Deputy Fire Chief 1.00 Equipment Mechanic I 1.00 Senior Accountant 1.00 Development Services Manager 1.00 Equipment Mechanic II 3.00 Senior GIS/CAD Analyst 1.00 Engineering Services Manager 1.00 Equipment Mechanic III 2.00 Senior Staff Assistant 1.00 Fire Captain 7.00 Equipment Mechanic/Welder 1.00 Service Worker I 9.00 Fire Marshal 1.00 Evidence Technician 1.00 Service Worker II 13.30 Fleet Supervisor 1.00 Executive Assistant 1.00 Service Worker III 5.00 Foreman I 3.00 Firefighter 15.00 Staff Assistant I 1.00 Foreman II 2.00 GIS/CAD Analyst 2.00 Staff Assistant II 8.50 Golf Club Manager 1.00 Golf Club Attendant 6.45 Survey Party Chief 1.00 Golf Club Superintendent 1.00 Greenskeeper 10.75 Traffic Technician I 1.00 Golf Operations Assistant 1.00 Heavy Equipment Operator 4.00 Traffic Technician II 1.00 Grounds Maintenance Supervisor 1.00 Inventory Specialist 0.75 Water Treatment Operator 6.00 Information Technology Director 1.00 Laboratory Manager 1.00 Welder 1.00 Lead Equipment Mechanic 2.00 Library Assistant I 2.10 FTE TOTAL 230.01 Library Director 1.00 Library Assistant II 2.50 % of Total Staff 77% Maintenance Specialist 1.00 Museum Manager 1.00 FULL TIME EQUIVALENT TOTAL 297.74 Police Captain 2.00 Police Sergeant 9.00 Records Supervisor 1.00 Recreation Coordinator 1.00 Recreation Supervisor 1.00 Sanitation Supervisor 1.00 Support Services Supervisor 1.00 Full-Time Equivalent Staffing by Type Stormwater Supervisor 1.00 Utilities Supervisor 1.00 SENIOR Water Operations Manager 1.00 MANAGEMENT FTE TOTAL 59.73 3% % of Total Staff 20% MID-LEVEL MANAGEMENT 20% SUPPORT STAFF 77% 48  General Fund The General Fund encompasses 49% 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, building inspection and code enforcement, recreation, grounds maintenance, along with internal support functions such as human resources, finance, purchasing, information technology, and fleet and facility maintenance are funded here. Revenue Highlights B udget % $ 2010- 11 C hange C hange $25 Ad Valorem Taxes 4,331,552 1.2% 53,156 $20 Other Taxes 4,416,500 2.8% 120,983 Intergov't Revenue 2,271,171 1.3% 28,911 $15 Millions Licenses/Permits/Fees/Fines 3,413,980 -0.5% (15,637) $10 Interest & Other 758,829 -15.7% (141,746) Interfund Transfers 1,987,420 -9.0% (196,639) $5 Appropriations 454,162 -64.5% (824,735) $0 17,633,614 -5.2% (975,707) Actual Actual Actual Budget Budget 2006-07 2007-08 2008-09 2009-10 2010-11 Ad Valorem Taxes Other Taxes Intergov't Revenue Licenses/Permits/Fees/Fines Interest & Other Interfund Transfers Appropriations • The rolled-back millage rate of 4.5383 will generate the same amount of property taxes citywide, though ad valorem taxes in the General Fund are calculated to increase slightly because property values in the General Fund decreased 6.3% compared to 11.9% in the CRA Fund. • Many of the City’s multi-year CD’s at rates of 4.5% - 5.5% have matured and are being reinvested at significantly lower rates between 0.25% - 1.0% due to the Federal Reserve holding the Federal Funds target rate at an “exceptionally low” level for “an extended period”. • Appropriations (use of reserves) are being used to fund one-time outlays or capital and the millage rate is being adjusted to ensure recurring revenues fund recurring expenses. Last year, City Council’s philosophy was to use excess reserves to balance the budget rather than cut services or increase taxes or fees during the economic downturn. Expenditure Highlights $25 B udget % $ 2010-11 C hange C hange $20 Personal Services 12,968,866 -9.3% (1,325,686) Operations/M aintenance 3,440,840 0.5% 15,981 $15 Millions Capital Outlay 287,200 471.2% 236,916 $10 Capital Improvements 378,592 132.3% 215,592 Interfund Transfers 449,995 -28.2% (176,630) $5 Contingencies/Reserves 108,121 116.2% 58,121 $0 17,633,614 -5.2% (975,707) Actual Actual Actual Budget Budget 2006-07 2007-08 2008-09 2009-10 2010-11 Personal Services Operations/Maintenance Capital Outlay Capital Improvements Interfund Transfers Contingencies/Reserves • The total number of funded full-time equivalent (FTE) positions has been reduced from 218.63 to 198.45 – a 9.2% or 20.18 FTE decrease. This reduction was achieved through the early retirement incentive program, attrition, vacant positions, and hours reductions. • No wage increases are budgeted; however, employees will receive vacation hours on their anniversary date on a sliding scale based on their evaluation score. • The increase in capital outlay and capital improvements reflects reserves being used to fund paving Butler Dr and Howell Dr, City Hall roof repair and energy efficient lighting, Council Chamber air conditioning, Science Center roof repairs, automated minutes software, police software upgrade, Hedrick Center water intrusion correction and gym cooling system, Land Develpoment Code update, and two police vehicles. • Contingency funds in the amount of 1% is prudent for unanticipated price increases (e.g. fuel, utilities), vehicle or equipment repairs, or revenue shortfalls. Contingencies are budgeted at 0.7% of fund expenses. 49 50  001 GENERAL FUND - REVENUES Actual Budget 2009-10 2010-11 % 2006-07 2007-08 2008-09 Adopted Acct Adopted Change 5,107,896 4,956,351 4,584,038 4,278,396 0500-311-1000 Ad Valorem Taxes 4,331,552 1.24% 29,643 15,341 13,243 - 0500-311-2000 Delinquent Ad Valorem Taxes - 0.00% 21,831 52,485 33,747 - 0500-311-3000 Penalties & Interests - Ad Valorem Taxes - 0.00% $ 5,159,370 $ 5,024,177 $ 4,631,028 $ 4,278,396 Total Ad Valorem Taxes $ 4,331,552 1.24% 667,040 643,833 571,241 568,200 0500-312-4100 Local Option Fuel Tax 580,000 2.08% $ 667,040 $ 643,833 $ 571,241 $ 568,200 Total Local Option Fuel Taxes $ 580,000 2.08% 1,291,185 1,280,128 1,592,831 1,594,300 0500-314-1000 Electric 1,615,000 1.30% 190,150 180,062 192,656 190,000 0500-314-3000 Water 200,000 5.26% 183,010 176,049 180,018 187,775 0500-314-4000 Gas 190,000 1.18% $ 1,664,346 $ 1,636,240 $ 1,965,505 $ 1,972,075 Total Utility Taxes $ 2,005,000 1.67% 1,422,654 1,499,069 1,781,938 1,531,742 0500-315-1000 Communications Services Tax 1,608,000 4.98% $ 1,422,654 $ 1,499,069 $ 1,781,938 $ 1,531,742 Total Communications Services Tax $ 1,608,000 4.98% 182,646 202,291 179,075 190,000 0500-316-1000 Business Tax Receipts 190,000 0.00% 2,868 3,850 3,647 2,500 0500-316-1010 Penalties - Business Tax Receipts 2,500 0.00% 300 230 170 300 0500-316-1020 Transfer Fees 300 0.00% 26,583 28,814 26,574 30,000 0500-316-2000 Reg Fees - Contractor License 30,000 0.00% 817 894 956 700 0500-316-2010 Penalties - Contractor License 700 0.00% $ 213,213 $ 236,079 $ 210,421 $ 223,500 Total Business Tax Receipts $ 223,500 0.00% $ 9,126,623 $ 9,039,398 $ 9,160,133 $ 8,573,913 TOTAL TAXES $ 8,748,052 2.03% 159,420 163,995 107,331 120,000 1215-322-1000 Building Permits 120,000 0.00% 1,935 4,685 1,810 2,500 1215-322-1010 Notice of Commencement 2,500 0.00% - 4,194 3,511 1,000 1215-322-1020 Certificate of Occupancy/Completion/Use 1,280 28.00% - 29,294 28,029 20,000 1215-322-1030 Processing Fee 25,600 28.00% 18,470 17,261 15,742 16,000 1215-322-2000 Electrical Permits 16,000 0.00% 9,571 10,808 8,307 8,000 1215-322-3000 Plumbing Permits 8,000 0.00% 3,933 3,575 2,737 2,000 1215-322-4000 Gas Permits 2,560 28.00% 11,303 10,655 8,741 5,000 1215-322-5000 Mechanical Permits 6,400 28.00% $ 204,632 $ 244,467 $ 176,208 $ 174,500 Total Licenses & Permits $ 182,340 4.49% 1,607,183 1,649,285 1,845,167 1,863,500 0500-323-1000 Electric 1,885,000 1.15% 262,925 259,542 242,960 250,000 0500-323-4000 Gas 250,000 0.00% 21,315 18,566 18,671 14,000 0500-323-7000 Solid Waste - Host Fee 18,000 28.57% $ 1,891,423 $ 1,927,394 $ 2,106,798 $ 2,127,500 Total Franchise Fees $ 2,153,000 1.20% - 5,220 1,200 - 1240-325-1150 Sidewalk/Asphalt - 0.00% 1,966 1,966 1,710 1,965 1240-325-1110 Girard Avenue 1,966 0.05% 31,883 4,688 4,095 6,545 1240-325-1120 Stokes Avenue 6,282 -4.02% $ 33,849 $ 11,874 $ 7,004 $ 8,510 Total Special Assessments $ 8,248 -3.08% 843 797 529 750 0800-329-4000 Taxi Permit/Bicycle License 750 0.00% 7,484 5,774 4,720 5,000 0900-329-2010 Fire Safety Plan Review 3,000 -40.00% 44,435 33,450 27,467 41,000 1215-329-1000 Building Plan Review 37,000 -9.76% 19,800 - - - 1215-329-1010 ICC Review - 0.00% - 1,010 110 - 1215-329-1020 Development Review Committee - 0.00% 2,012 1,495 1,522 3,060 1215-329-2000 Site Plan Review 1,500 -50.98% 4,185 10,838 3,128 3,000 1215-329-3000 Sign/Banner Permit 3,000 0.00% $ 78,759 $ 53,363 $ 37,477 $ 52,810 Total Other Licenses & Permits $ 45,250 -14.32% $ 2,208,663 $ 2,237,098 $ 2,327,486 $ 2,363,320 TOTAL LICENSES & PERMITS $ 2,388,838 1.08% 001-Revenues 8/30/2010 1:25 PM 51  001 GENERAL FUND - REVENUES Actual Budget 2009-10 2010-11 % 2006-07 2007-08 2008-09 Adopted Acct Adopted Change 20,842 28,726 - - 0500-333-1000 Housing Authority - 0.00% $ 20,842 $ 28,726 $ - $ - Total Federal Payments In Lieu of Taxes $ - 0.00% 361,885 162,874 203,684 - 331 Federal Grants - 0.00% $ 361,885 $ 162,874 $ 203,684 $ - Total Federal Grants $ - 0.00% (23,970) 65,199 100,462 - 334 State Grants - 0.00% $ (23,970) $ 65,199 $ 100,462 $ - Total State Grants $ - 0.00% 836,273 717,670 702,180 692,950 0500-335-1221 Municipal Revenue Sharing 708,000 2.17% 12,201 10,819 14,167 11,500 0500-335-1400 Mobile Home Licenses 11,500 0.00% 28,668 23,069 23,652 23,000 0500-335-1500 Alcoholic Beverage License 23,000 0.00% 1,696,038 1,570,399 1,406,717 1,317,250 0500-335-1800 Sales Tax 1/2 - 5th Cent 1,400,000 6.28% 8,816 8,760 5,485 9,000 0900-335-2000 Fire Supplemental Compensation 9,000 0.00% $ 2,581,997 $ 2,330,717 $ 2,152,201 $ 2,053,700 Total State Shared Revenues $ 2,151,500 4.76% 208,433 137,700 160,850 148,560 1500-337-7000 Library Cooperative Funding 79,671 -46.37% 2,000 1,000 - - 1500-337-7005 Library Cooperative Program Funding - 0.00% 51,500 - - - Other Grants - 0.00% $ 261,933 $ 138,700 $ 160,850 $ 148,560 Total Other Grants $ 79,671 -46.37% 71,640 37,065 47,516 40,000 0500-338-1000 County Business Tax Receipt - Municipality Share 40,000 0.00% $ 71,640 $ 37,065 $ 47,516 $ 40,000 Total Local Shared Revenues $ 40,000 0.00% $ 3,274,327 $ 2,763,281 $ 2,664,713 $ 2,242,260 TOTAL INTERGOVERNMENTAL REVENUE $ 2,271,171 1.29% - 40 20 - 0200-341-7000 Dubbing Fees - 0.00% 300 200 451 300 0500-341-2000 Administrative Fee - Returned Checks 300 0.00% 28,790 11,088 2,624 12,000 0500-341-2100 Administrative & Billing Fees - Fuel 7,500 -37.50% 39,390 20,101 11,275 - 1060-341-9110 Passport Fees - Library 7,800 100.00% 4,950 3,680 2,550 - 1070-341-9110 Passport Fees - Museum 2,000 100.00% - 45 14 - 1200-341-9310 Engineering Drawings - 0.00% 18,635 17,697 8,850 20,000 1205-341-1000 Zoning/Variances Fees 20,000 0.00% - - - - 1230-341-9330 Special Events - Barricades, Orange Cones 50 100.00% 701 107 342 200 1230-341-9600 Sign Shop Sales 200 0.00% - - 200 - 1500-341-9120 Election Qualifying Fees 200 100.00% 834 404 241 500 1500-341-9300 Photo Copies/Certifying 500 0.00% $ 93,600 $ 53,360 $ 26,566 $ 33,000 Total General Government $ 38,550 16.82% 5,024 5,400 2,450 5,700 0800-342-1000 False Alarms - -100.00% 330 13 35 - 0800-342-1020 Witness Fees - 0.00% 939 731 813 750 0800-342-1021 Concession Income 750 0.00% 2,401 5,804 6,445 5,000 0800-342-1200 Fingerprinting 5,000 0.00% 50 - - 300 0800-342-1300 Police Special Events 300 0.00% 475 200 50 200 0800-342-1400 Wrecker Inspection 200 0.00% 310 460 470 350 0800-342-1700 Record Checks 350 0.00% 1,604 1,295 1,539 1,500 0800-342-1800 Photo Copies 1,500 0.00% 81 - 400 - 0800-342-1900 Restitution - 0.00% 4,860 3,668 2,655 4,000 0900-342-2200 Safety Permits & Licenses 3,000 -25.00% 1,521 1,500 1,500 1,750 0900-342-2300 Fire Prevention Programs - -100.00% 28,737 30,018 28,177 32,500 0900-342-2700 Annual Safety Inspection Fees 25,000 -23.08% 5,756 19,572 1,702 6,000 0950-342-2500 Fire Protection Cost Recovery - -100.00% $ 52,087 $ 68,660 $ 46,235 $ 58,050 Total Public Safety $ 36,100 -37.81% 001-Revenues 8/30/2010 1:25 PM 52  001 GENERAL FUND - REVENUES Actual Budget 2009-10 2010-11 % 2006-07 2007-08 2008-09 Adopted Acct Adopted Change 127,385 153,168 111,205 164,500 1080-343-8000 Sale of Lots 148,000 -10.03% 9,100 8,710 4,020 8,800 1080-343-8100 Crypt Sales 8,200 -6.82% 10,050 13,415 5,825 9,500 1080-343-8200 Niche Sales 9,800 3.16% 10,420 10,610 9,237 10,000 1080-343-8300 Weekend/Holidays Interments 10,000 0.00% 159,565 162,935 156,323 158,500 1080-343-8400 Openings/Closings 156,000 -1.58% $ 316,520 $ 348,838 $ 286,610 $ 351,300 Total Cemetery $ 332,000 -5.49% 42,503 42,503 42,503 42,505 1015-344-9007 DOT Right-of-Way Maintenance Contract 42,505 0.00% 41,635 46,156 44,672 57,092 1240-344-9008 DOT Lighting Maintenance Contract 62,272 9.07% $ 84,139 $ 88,660 $ 87,175 $ 99,597 Total Transportation $ 104,777 5.20% 182,829 171,924 174,391 178,000 1000-347-2000 Program Revenue 171,500 -3.65% 21,235 23,120 29,275 30,225 1000-347-2100 Sponsorship Revenue 27,900 -7.69% 24,648 29,415 12,492 19,500 1000-347-2200 Rental - Auditorium, Rec Centers, etc 21,400 9.74% 25,314 30,372 30,077 18,200 1000-347-2210 Rentals tax-exempt - Auditorium, Rec Centers, etc 23,400 28.57% 704 159 735 650 1000-347-2300 Concession Revenue 500 -23.08% 36 95 - - 1000-347-2310 Vending Machine Revenue - 0.00% 1,030 1,275 - - 1000-347-4010 Special Events Use - Taxable - 0.00% 380 345 - - 1000-347-4020 Special Events Use - Tax Exempt - 0.00% - - 980 1,000 1000-347-4030 Holiday Parade Entry Fee 1,400 40.00% $ 256,176 $ 256,704 $ 247,950 $ 247,575 Total Recreation $ 246,100 -0.60% - - 7,878 5,400 1010-347-2200 Rentals - Liza Jackson 7,200 33.33% - - 2,210 900 1010-347-2210 Rentals tax-exempt - Liza Jackson 1,100 22.22% - - 2,231 1,500 1010-347-4010 Rentals - Landing 1,800 20.00% - - 530 650 1010-347-4020 Rentals tax-exempt - Landing 1,150 76.92% - - 11,306 8,000 1010-347-5910 Boat Launch Fee 8,000 0.00% $ - $ - $ 24,155 $ 16,450 Total Parks $ 19,250 17.02% 3,620 3,081 3,602 3,100 1020-347-2200 Rental - Center, etc 3,250 4.84% - 480 1,442 750 1020-347-2210 Rental - Tax Exempt 500 -33.33% 13,576 18,562 18,407 16,800 1020-347-5600 Program Income 16,000 -4.76% 6,344 9,156 13,598 9,300 1020-347-5610 Memberships 11,200 20.43% 87 55 62 50 1020-347-5620 Copy Machine 50 0.00% 128 54 46 75 1020-347-5630 Commissions on Shop 75 0.00% 656 861 555 650 1020-347-5640 Concessions 700 7.69% $ 24,411 $ 32,249 $ 37,712 $ 30,725 Total Senior Center $ 31,775 3.42% 2,975 3,559 2,590 2,750 1060-347-1000 Library Fees 2,740 -0.36% 306 375 500 250 1060-347-1210 Rentals - Taxable 250 0.00% 252 75 50 25 1060-347-1220 Rentals - Tax Exempt 25 0.00% 7,078 6,936 6,253 6,000 1060-347-3010 Photo Copy Revenue 5,800 -3.33% $ 10,611 $ 10,945 $ 9,393 $ 9,025 Total Library $ 8,815 -2.33% - 1,150 2,490 1,300 1070-347-2000 Program Revenue 1,500 15.38% - 5,500 5,500 - 1070-347-2100 Sponsorship Revenue - 0.00% 33,930 32,882 30,909 30,000 1070-347-3500 Admission Fees 30,000 0.00% 28,201 31,373 31,290 30,000 1070-347-3510 Merchandise Sales 30,000 0.00% 70 40 159 75 1070-347-3515 Merchandise Sales - Tax Exempt 75 0.00% 9,780 9,606 8,872 7,000 1070-347-3520 Fees - Tax Exempt 7,000 0.00% $ 71,981 $ 80,551 $ 79,220 $ 68,375 Total Museum $ 68,575 0.29% $ 909,526 $ 939,967 $ 845,016 $ 914,097 TOTAL CHARGES FOR SERVICES $ 885,942 -3.08% 001-Revenues 8/30/2010 1:25 PM 53  001 GENERAL FUND - REVENUES Actual Budget 2009-10 2010-11 % 2006-07 2007-08 2008-09 Adopted Acct Adopted Change 66,914 80,859 74,648 70,000 0800-351-5000 Traffic Fines 55,000 -21.43% 35,222 49,171 44,736 40,000 0800-351-5030 Traffic Fines - Law Enforcement Automation 35,000 -12.50% $ 102,136 $ 130,030 $ 119,384 $ 110,000 Total Traffic Fines $ 90,000 -18.18% 12,370 12,679 13,791 12,000 1060-352-1000 Library Fines 12,000 0.00% 343 344 65 200 1060-352-1010 Lost Publications 200 0.00% $ 12,713 $ 13,023 $ 13,855 $ 12,200 Total Library Fines $ 12,200 0.00% 5,826 3,963 8,951 5,000 0800-354-1100 Parking Citations 5,000 0.00% 28,180 64,375 172,181 20,000 1217-354-1000 Code Enforcement - Fines 20,000 0.00% 8,325 8,450 7,030 5,000 1217-354-1010 Code Enforcement - Fees 5,000 0.00% $ 42,331 $ 76,788 $ 188,162 $ 30,000 Total Violations of Local Ordinances $ 30,000 0.00% - - 1,100 - 0800-359-1000 Fines - False Alarms 1,000 100.00% - - - - 0900-359-1000 Fines - False Alarms 6,000 100.00% $ - $ - $ 1,100 $ - Total Other $ 7,000 100.00% $ 157,180 $ 219,841 $ 322,502 $ 152,200 TOTAL FINES & FORFEITURES $ 139,200 -8.54% 604,474 367,271 206,164 200,000 1500-361-1000 Interest Income 80,000 -60.00% 14,070 13,760 22,075 13,700 1500-361-2000 Dividend Income 13,700 0.00% $ 618,545 $ 381,030 $ 228,239 $ 213,700 Total Interest Income $ 93,700 -56.15% 209,594 229,453 227,932 229,029 1500-362-1000 Rental and Lease Income 226,358 -1.17% $ 209,594 $ 229,453 $ 227,932 $ 229,029 Total Rents and Royalties $ 226,358 -1.17% 26,584 8,472 2,514 15,000 1500-364-1000 Sale of Surplus - Assets 7,500 -50.00% 2,000,000 - - - 1500-364-1030 Sale of Surplus - Land - 0.00% - - 138 - 1220-365-1010 Sale of Used Oil 300 100.00% $ 2,026,584 $ 8,472 $ 2,652 $ 15,000 Total Disposal of Fixed Assets $ 7,800 -48.00% 40,253 850 11,813 - 0800-366-1000 Contributions/Donations - Police - 0.00% 5 6,500 - - 0900-366-1000 Contributions/Donations - Fire - 0.00% 3,010 13,262 15,193 - 1000-366-1000 Contributions/Donations - Recreation - 0.00% 2,643 70 43 - 1015-366-1000 Contributions/Donations - Right-of-Way - 0.00% 1,551 2,386 3,531 - 1020-366-1000 Contributions/Donations - Senior Center - 0.00% 8,280 1,238 3,465 - 1060-366-1000 Contributions/Donations - Library - 0.00% 6,631 4,531 3,520 - 1070-366-1000 Contributions/Donations - Museum - 0.00% 4,000 4,850 950 - 1200-366-1000 Contributions/Donations - Engineering - 0.00% 4,850 3,221 3,200 - 1500-366-1000 Contributions/Donations - General - 0.00% $ 71,222 $ 36,907 $ 41,716 $ - Total Contributions/Donations $ - 0.00% 200,805 200,805 171,511 200,805 0800-368-3000 State Pension Fund Contribution - Police 200,805 0.00% 172,055 211,811 255,724 211,811 0900-368-3000 State Pension Fund Contribution - Fire 211,811 0.00% 19 5 52 20 0800-369-1710 Police Patches 20 0.00% - 200 899 250 1070-369-9000 Miscellaneous Revenue - Museum - -100.00% 1,902 1,579 1,072 1,500 0000-369-9091 Discounts 1,500 0.00% 54 49 7 100 1500-369-1500 City Clerk Store 25 -75.00% - 10,427 27,404 - 1500-369-3000 Proceeds - Insurance - 0.00% 360 360 360 360 1500-369-5000 Proceeds - Sales Tax Credit 360 0.00% 443 821 674 500 1500-369-7000 Credit Card Surcharge Fee - -100.00% - 177 74 - 1500-369-8000 Radon Surcharge - 0.00% 50,560 46,528 11,619 27,500 1500-369-9000 Miscellaneous 15,000 -45.45% - - - - 1500-369-9000 Miscellaneous - 4th of July 1,450 100.00% 3,416 - - - 1500-369-9100 Worker's Comp Proceeds - 0.00% $ 429,614 $ 472,762 $ 469,396 $ 442,846 Total Other Revenues $ 430,971 -2.68% $ 3,355,559 $ 1,128,624 $ 969,936 $ 900,575 TOTAL INTEREST & OTHER REVENUES $ 758,829 -15.74% 001-Revenues 8/30/2010 1:25 PM 54  001 GENERAL FUND - REVENUES Actual Budget 2009-10 2010-11 % 2006-07 2007-08 2008-09 Adopted Acct Adopted Change 3,924 276,720 287,865 292,885 1600-349-1010 Transfer from CRA Fund 71,029 -75.75% - 6,093 - 6,000 1600-381-2200 Transfer from Law Enforcement Trust Fund - -100.00% - 56,550 - - 1600-381-2300 Transfer from Capital Projects Fund - 0.00% - - 67,650 15,000 1600-381-2400 Transfer from Beal Memorial Cemetery Fund - -100.00% - - - 28,444 1600-381-2500 Transfer from CDBG Fund 30,554 7.42% 1,400,000 1,895,715 1,703,281 1,068,727 1600-382-4100 Transfer from Utilities Fund 953,837 -10.75% 525,000 959,445 928,460 708,003 1600-382-4300 Transfer from Sanitation Fund 708,000 0.00% - 62,150 49,810 50,000 1600-382-4400 Transfer from Golf Fund 209,000 318.00% - - 2,725 15,000 1600-382-4500 Transfer from Stormwater Fund 15,000 0.00% $ 1,928,924 $ 3,256,673 $ 3,039,791 $ 2,184,059 Total Interfund Transfers $ 1,987,420 -9.00% - - - 534,637 1600-389-9100 Appropriation from Undesignated Fund Balance 417,592 -21.89% $35K Butler Dr, $27.5K Howell Dr, $56K City Hall, $8K minutes $76K PD Upgrd, $100K Hedrick, $65K LDC, $50K PD veh - - - 178,000 1600-389-9500 Approp. from Desig. Fund Balance - Trx to Golf - -100.00% - - - 1,450 1600-389-9500 Approp. from Desig. Fund Balance - 4th of July - -100.00% - - - - 1600-389-9500 Approp. from Desig. Fund Balance - Police K-9 1,500 100.00% - - - 20,800 1600-389-9530 Approp. from Desig. Fund Balance - Computers - -100.00% - - - 148,000 1600-389-9550 Approp. from Desig. Fund Balance - Econ Dev - -100.00% - - - 86,010 1600-389-9560 Approp. from Desig. Fund Balance - Insurance - -100.00% - - - 310,000 1600-389-9580 Approp. from Desig. Fund Balance - Retirement - -100.00% - - - - 1600-389-9600 Approp. from Reserved Fund Bal - Harvey Trust 35,070 100.00% $ - $ - $ - $ 1,278,897 Total Non-Operating Sources $ 454,162 -64.49% $ 1,928,924 $ 3,256,673 $ 3,039,791 $ 3,462,956 TOTAL TRANSFERS IN $ 2,441,582 -29.49% $ 20,960,801 $ 19,584,883 $ 19,329,577 $ 18,609,321 TOTAL FUND REVENUES $ 17,633,614 -5.24% 001-Revenues 8/30/2010 1:25 PM 55  001 GENERAL FUND - 0100 CITY COUNCIL Actual Budget 2009-10 2010-11 % 2006-07 2007-08 2008-09 Adopted Adopted Change Acct Revenues: - - - - 369-9000 Miscellaneous - 4th of July 1,450 100.00% $ - $ - $ - $ - TOTAL REVENUES $ 1,450 100.00% Personal Services: 28,775 39,379 39,379 40,111 511-1200 Salaries 40,111 0.00% 1,784 2,442 2,442 2,488 511-2100 FICA Taxes 2,487 -0.04% 417 571 571 581 511-2101 Medicare 581 0.00% 36,508 37,186 44,737 54,040 511-2300 Dental, Life & Health Insurance 85,687 58.56% 1,878 147 115 80 511-2400 Worker's Compensation 175 118.75% $ 69,363 $ 79,724 $ 87,243 $ 97,300 Total Personal Services $ 129,041 32.62% Operating Expenditures: 52,290 68,118 40,000 40,000 511-3100 Professional Services - -100.00% - 105,316 96,051 110,000 511-3101 Legal Services 100,000 -9.09% - 82,087 95,431 87,797 511-3400 Contractual Services 87,787 -0.01% 14,463 12,590 9,600 8,000 511-4000 Travel and Per Diem 9,000 12.50% 13,296 - - 511-4002 Expense Allowance 291 293 328 360 511-4100 Communication Services 325 -9.72% - - - 1,500 511-4400 Rentals & Leases - -100.00% 2,434 3,958 747 2,150 511-4800 Promotional Activities - -100.00% - - - 22,450 511-4801 Special Events 21,855 -2.65% 14,107 - 16,141 - 511-4910 Election Expense 16,950 100.00% 15,436 12,716 10,142 8,150 511-5200 Operating Supplies 5,200 -36.20% 4,555 4,886 5,132 3,477 511-5400 Books, Dues & Publications 3,118 -10.32% - - - - 511-5500 Training 800 100.00% - 78,099 84,650 34,162 511-8200 Grants & Aids 16,157 -52.70% Economic Development Council West Florida Regional Planning Council Transportation Planning Organization $ 116,874 $ 368,062 $ 358,221 $ 318,046 Total Operating Expenditures $ 261,192 -17.88% Capital Outlay: - - 711 - 511-6402 Equipment - 0.00% $ - $ - $ 711 $ - Total Capital Outlay $ - 0.00% Total Personal Services, Operating $ 186,236 $ 447,786 $ 446,175 $ 415,346 Expenditures & Capital Outlay $ 390,233 -6.05% $ 186,236 $ 447,786 $ 446,175 $ 415,346 TOTAL EXPENSES $ 390,233 -6.05% $ (186,236) $ (447,786) $ (446,175) $ (415,346) NET REVENUE / (EXPENSE) $ (388,783) -6.40% 0100-City Council 9/9/2010 12:54 PM 56 CITY COUNCIL MISSION Deliver outstanding, quality services to all citizens and maintain the community’s quality of life through innovative and efficient use of resources. DESCRIPTION The City Council is the legislative body of the City and is comprised of the Mayor and seven Council Members elected for four-year, staggered terms. The City Council appoints the City Manager, City Clerk, City Attorney, and members of Boards and Committees; establishes policies through ordinances, resolutions, and the annual Strategic Plan; and adopts a budget annually to fund programs and services. GOALS & ACCOMPLISHMENTS Current Year Goals:
Keep public safety (police and fire) whole.
Keep as many services as possible.
Keep as many employees as possible.
Provide an employee compensation incentive, if possible.
Keep the millage rate below 5 mills. Long-Term Goals:
Maintain the economic base and infrastructure needed to provide the optimum environment for the quality of life expected by citizens.
Preserve the great and unique qualities of the City and build upon them to create a well-balanced community for current and future generations.
Be a leader among cities and in the region at large in delivering outstanding quality services to all citizens through innovative and efficient use of resources. Significant Prior Year Accomplishments:
Filled two vacant Council seats. Authorized FTE's vs. Population Millage Rate vs. Ad Valorem Revenue 400 21,200 5.0000 6,200,000 375 21,000 4.8000 6,000,000 350 20,800 5,800,000 4.6000 325 20,600 5,600,000 4.4000 300 20,400 5,400,000 275 20,200 4.2000 5,200,000 250 20,000 4.0000 5,000,000 2006-07 2007-08 2008-09 2009-10 2010-11 2006-07 2007-08 2008-092009-10 2010-11 budget budget budget budget FTE's Population Millage Revenue Cost of Services per Citizen vs. Inflation $1,950 220 $1,900 215 $1,850 210 $1,800 205 $1,750 200 $1,700 $1,650 195 $1,600 190 2006-07 2007-08 2008-09 2009-10 2010-11 budget budget Cost CPI 57  City Manager 1 FTE Executive Asst Public Info 1 FTE Officer 1 FTE Administrative Engineering & Recreation Finance Fire Police Services Utilities Services Director Chief Chief Director Director Director 58  001 GENERAL FUND - 0200 CITY MANAGER Actual Budget 2009-10 2010-11 % 2006-07 2007-08 2008-09 Adopted Adopted Change Acct Revenues: - 40 20 - 341-7000 FWBTV Dubbing Fees - 0.00% $ - $ 40 $ 20 $ - TOTAL REVENUES $ - 0.00% Personal Services: 4.00 3.00 2.00 2.00 Number of Funded Employees (FTE's) 3.00 254,383 212,635 156,153 149,192 512-1200 Salaries 193,388 29.62% 14,232 11,811 10,557 9,515 512-2100 FICA Taxes 12,123 27.41% 3,880 3,306 2,880 2,225 512-2101 Medicare 2,835 27.42% 51,606 46,098 28,008 30,152 512-2200 Retirement Contributions 46,759 55.08% 12,165 12,379 6,348 10,424 512-2210 Deferred Compensation 5,212 -50.00% 22,024 17,015 10,211 18,191 512-2300 Dental, Life & Health Insurance 21,247 16.80% 1,152 879 488 319 512-2400 Worker's Compensation 400 25.39% $ 363,286 $ 308,171 $ 215,949 $ 220,018 Total Personal Services $ 281,964 28.15% Operating Expenditures: 1,500 - - - 512-3200 Annual Audit Services - 0.00% 6,184 - - - 512-3400 Contractual Services - 0.00% 9,548 5,694 1,014 - 512-4000 Travel and Per Diem 650 100.00% 3,831 3,395 1,443 948 512-4100 Communication Services 1,576 66.24% - - 79 20 512-4200 Postage 100 400.00% - - - 783 512-4400 Rentals & Leases - -100.00% 1,345 605 575 - 512-4630 Equipment Repair - 0.00% - 13,099 3,544 250 512-4700 Printing & Binding - -100.00% - 3,411 8,432 - 512-4907 Brownfields Expense - 0.00% - 5,135 3,254 500 512-4920 Advertising 250 -50.00% 1,063 1,065 202 1,500 512-5100 Office Supplies 250 -83.33% 4,717 8,158 1,848 - 512-5200 Operating Supplies - 0.00% 317 - - - 512-5202 Computer Supplies - - 126 - 512-5231 Computer Hardware/Software - 0.00% 1,871 3,669 441 500 512-5400 Books, Dues & Publications 1,375 175.00% - - 1,247 - Grant-Related Expenses (FWBTV) $ 30,375 $ 44,230 $ 22,205 $ 4,501 Total Operating Expenditures $ 4,201 -6.67% Capital Outlay: 27,520 1,486 - - 512-6402 Equipment - 0.00% 3,306 - - - 512-6420 Computer Hardware/Software - 0.00% $ 30,827 $ 1,486 $ - $ - Total Capital Outlay $ - 0.00% Total Personal Services, Operating $ 424,488 $ 353,887 $ 238,154 $ 224,519 Expenditures & Capital Outlay $ 286,165 27.46% $ 424,488 $ 353,887 $ 238,154 $ 224,519 TOTAL EXPENSES $ 286,165 27.46% $ (424,488) $ (353,847) $ (238,134) $ (224,519) NET REVENUE / (EXPENSE) $ (286,165) 27.46% 0200-City Manager 8/30/2010 1:32 PM 59 CITY MANAGER MISSION Support the City Council in the development and evaluation 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 the municipal services and infrastructure necessary for a high quality of life for our citizens in a fiscally responsible manner. 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; develops recommendations and provides information as requested by City Council; prepares the annual budget and monitors expenditures throughout the year; reviews agenda items for all regular and special City Council meetings; provides an avenue for citizens to direct their requests, complaints, and needs; and provides communications and information support for all departments of the City by serving as a liaison between departments, the media, and citizens. GOALS & ACCOMPLISHMENTS Current Year Goals:
Implement a Performance Management System to utilize proven standards as a guide to making improvements that generate better operations, customer value, and overall results.
Establish performance measurement standards in each department to assess effectiveness of service delivery.
Create a Program Assessment Rating System to measure the effectiveness of city programs in terms of participation and return on program cost.
Implement recommendations proffered by the Business Retention Panel.
Conduct Employee Satisfaction Survey. Long-Term Goals:
Achieve the International City Managers Association Certificate of Distinction in Performance Measurement.
Attain the Governor's Sterling Award for Excellence in Management.
Develop a reliable Forecasting Model to predict future budgetary needs and millage rates.
Enable Golf Club to achieve self sustainability.
Promote City Government Transparency to Citizens through FWBTV, Newsletters, and Other Information Avenues. Significant Prior Year Accomplishments:
Acquired 25 Miracle Strip by foreclasure; removed tanks and undertook 1st and 2nd Phase Environmental Studies.
Assumed responsibility for Beautification Committee and Tree City USA.
Implemented paperless agenda; working towards automated minutes system.
Upgraded both Brooks and Beal Cemeteries.
Initiated efforts to partner with the Housing Authority to develop Soundside, an affordable housing project.
Coordinated Activities to Inform City Residents on Benefits of Participation in the 2010 Census.
Produced Online Video Promoting the City of Fort Walton Beach.
Developed and Managed Marketing Campaign for the City Golf Course.
Solicited volunteers for Deepwater Horizon oil spill issue; collected 500 names and forwarded to BP 60 PERFORMANCE MEASURES Workload Actual YTD thru 6/30 Budget Measure 2006-07 2007-08 2008-09 2009-10 2009-10 2010-11 Number of Council Agendas Prepared (Regular & Special) 45 40 36 33 36 Number of Staff Reports Reviewed for Agendas 428 497 532 351 450 Number of Council Directives Processed 11 13 n/a n/a 45 Number of Council Requests Processed 77 34 n/a n/a 35 Number of Citizen Requests/Complaints Received 203 225 215 151 225 Budget Impact FTE's per 1,000 Citizens 0.19 0.14 0.10 annual measure 0.10 Net Cost of Services per Citizen $18.52 $16.36 annual measure $10.74 Effectiveness & Strategic Plan Actual YTD thru 6/30 Budget Strategic Plan Goal Initiative Performance Measure 2006-07 2007-08 2008-09 2009-10 2009-10 2010-11 Government Relations # of functional areas reviewed n/a n/a n/a 2 Examine Functional Consolidation or Partnership $ savings to City n/a n/a n/a TBD # FTE’s reduced n/a n/a n/a TBD # of functional areas reviewed n/a n/a n/a 1 Consider Annexation, Merging, $ savings to City n/a n/a n/a TBD Incorporation # FTE’s reduced n/a n/a n/a TBD # programs evaluated for n/a n/a n/a 22 Structural effectiveness/performance Change # of new performance measures n/a n/a n/a 32 Conduct Departmental developed Operational Reviews # of recommendations n/a n/a n/a TBD implemented $ savings to City n/a n/a n/a TBD # FTE’s reduced n/a n/a n/a TBD Annually Review Consultant’s $ savings to City n/a n/a n/a TBD Report on Outsourcing # FTE’s reduced n/a n/a n/a TBD Land Use Economic Purchase Car Wash Next to $ allocated to purchase n/a n/a n/a $0 Development Library Agenda Items vs. Meetings Reductions due to Operational Review 600 50 $900,000 16.00 45 $800,000 14.00 500 The City is transitioning to a Performance Management 40 System to utilize proven standards as a guide to $700,000 12.00 400 35 $600,000 making improvements that generate better operations, 30 customer value, and overall results. As such, current $500,000 10.00 300 25 8.00 performance measures – many of which aren’t truly 20 meaningful for evaluating services and others can’t be $400,000 6.00 200 15 $300,000 100 easily supported by system-generated documentation/reports 10 and must be manually tracked – haven’t been $200,000 4.00 5 $100,000 2.00 0 updated for the current 0 year or upcoming$0 budget year. 0.00 2006-07 2007-08 2008-09 2009-10 2010-11 2006-07 2007-08 2008-09 2009-10 2010-11 budget budget budget budget We appreciate Agenda Items Meetingsyour patience as The City of Fort Walton Beach works Expenseto develop aFTEs program to clearly illustrate the purpose, quality, and value of programs and services provided! 61  Administrative Services Director 1 FTE Staff Asst II 0.5 FTE Personnel Risk Mgmt IT Director Analyst Specialist 1 FTE 1 FTE 1 FTE Data Processing Coordinator 1 FTE 62  001 GENERAL FUND - 0300 ADMINISTRATIVE SERVICES Actual Budget 2009-10 2010-11 % 2006-07 2007-08 2008-09 Adopted Adopted Change Acct Revenues: Division Does Not Generate Revenue $ - $ - $ - $ - TOTAL REVENUES $ - 0.00% Personal Services: 4.00 4.00 4.00 4.00 Number of Funded Employees (FTE's) 2.50 190,253 198,683 214,142 213,740 513-1200 Salaries 140,854 -34.10% 98 76 - - 513-1400 Salaries - Overtime - 0.00% 1,207 1,202 12 513-1503 Auto Allowance 11,284 11,871 12,551 12,380 513-2100 FICA Taxes 8,277 -33.14% 2,639 2,776 2,935 2,895 513-2101 Medicare 1,936 -33.13% 31,519 33,908 36,536 40,376 513-2200 Retirement Contributions 27,125 -32.82% 15,762 16,762 26,166 30,951 513-2300 Dental, Life & Health Insurance 11,502 -62.84% 799 747 619 427 513-2400 Worker's Compensation 277 -35.13% $ 253,561 $ 266,024 $ 292,961 $ 300,769 Total Personal Services $ 189,971 -36.84% Operating Expenditures: - 25,895 12,744 10,150 513-3100 Professional Services 6,150 -39.41% - 61,549 20,963 10,000 513-3101 Legal Services 30,500 205.00% 16,941 5,797 13,148 11,825 513-3102 Employee Physicals & Immunizations 9,200 -22.20% 13,769 3,660 2,285 300 513-3400 Contractual Services 300 0.00% 5,946 3,319 3,106 1,000 513-4000 Travel and Per Diem - -100.00% 2,921 2,940 3,785 2,652 513-4100 Communication Services 1,588 -40.12% - - 2,037 1,900 513-4200 Postage 1,500 -21.05% - - 1,035 2,352 513-4400 Rentals & Leases 1,800 -23.47% - 5,750 8,049 8,290 513-4610 Maintenance Contracts 7,237 -12.70% 302 178 4,206 2,500 513-4700 Printing & Binding 650 -74.00% 49 19,823 17,203 13,385 513-4800 Promotional Activities 6,440 -51.89% 732 3,277 2,855 2,050 513-4901 Recruitment/Relocation 250 -87.80% 2,799 2,718 2,198 3,935 513-5100 Office Supplies 2,000 -49.17% 6,781 7,470 6,305 4,140 513-5200 Operating Supplies 5,116 23.57% 617 - - - 513-5202 Computer Supplies - 601 - - 513-5231 Computer Hardware/Software - 0.00% 1,054 940 550 820 513-5400 Books, Dues & Publications 610 -25.61% $ 51,910 $ 143,918 $ 100,469 $ 75,299 Total Operating Expenditures $ 73,341 -2.60% $ - $ - $ - $ - Total Capital Outlay $ - 0.00% Total Personal Services, Operating $ 305,471 $ 409,942 $ 393,430 $ 376,068 Expenditures & Capital Outlay $ 263,312 -29.98% $ 305,471 $ 409,942 $ 393,430 $ 376,068 TOTAL EXPENSES $ 263,312 -29.98% $ (305,471) $ (409,942) $ (393,430) $ (376,068) NET REVENUE / (EXPENSE) $ (263,312) -29.98% 0300-Admin Svs 8/30/2010 1:33 PM 63 ADMINISTRATIVE SERVICES 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. DESCRIPTION Administrative Services recruits new employees and works to retain existing employees, maintains personnel records, coordinates employee benefits, enforces personnel policies, oversees information technology, and disseminates information to the public. GOALS & ACCOMPLISHMENTS Current Year Goals:
Develop and implement employee and supervisory training programs.
Revise personnel policies and procedures and department administrative policies and procedures.
Reach contractual agreements with FOP and IAFF in the best interest of FWB citizens and compliance with Federal and State laws.
Reengineer employee evaluation instruments.
Ensure medical insurance plan compliance with national healthcare reforms. Long-Term Goals:
Develop employee wellness incentives and requirements to address rising medical insurance program costs.
Revise the City's compensation and classification plan.
Maintain all personnel files as OCR documents for improved access and portability during emergencies. Significant Prior Year Accomplishments:
Developed and implemented early retirement incentive program.
Developed and coordinated donation program for City employees to contribute toward disaster relief in Haiti.
Coordinated joint effort with Okaloosa Co. Health Dept to provide free H1N1 vaccinations for employees and citizens.
Continued to revise personnel rules and regulations and administrative policies and procedures.
Finalized effective supervisory training sessions I&II through NWFSC for 24 City employees. 64 PERFORMANCE MEASURES Workload Actual YTD thru 6/30 Budget Measure 2006-07 2007-08 2008-09 2009-10 2009-10 2010-11 Number of Employee Complaints Received 24 13 14 15 Number of Employment Applications Processed 1,076 1,137 1,370 1,120 Number of New Hires Processed 73 44 54 55 Number of Employee Grievances Processed 1 6 0 5 Number of Press Releases Prepared 182 153 159 175 Number of Employee Newsletters Prepared 5 4 2 4 Number of Citizen Newsletters Prepared 4 3 52 71 Number of City-Produced Programs for FWBTV n/a n/a 23 25 Budget Impact FTE's per 1,000 Citizens 0.19 0.19 0.19 annual measure 0.19 Net Cost of Services per Citizen $14.47 $18.93 annual measure $17.93 Effectiveness & Strategic Plan Actual YTD thru 6/30 Budget Strategic Plan Goal Initiative Performance Measure 2006-07 2007-08 2008-09 2009-10 2009-10 2010-11 Government Relations Develop Internal Skills for # of training events held n/a n/a n/a 2 Managing Outsourcing Review Pension Alternatives $ savings to City n/a n/a n/a TBD Examine Alternative $ savings to City n/a n/a n/a TBD Structural Compensation Plans Change Examine Healthcare & Benefits $ savings to City n/a n/a n/a $50,000 Alternatives # of functional areas reviewed n/a n/a n/a 12 Examine Feasibility of Employee $ savings to City n/a n/a n/a $10,000 Leasing # FTE’s reduced n/a n/a n/a 2 Days in Recruitment Cycle Sick Hours as % of Total Hours 70 5.0% 60 The City is transitioning to a Performance Management System4.0% to utilize proven standards as a guide to 50 making improvements that generate better operations, customer3.0% value, and overall results. As such, current 40 30 performance measures – many of which aren’t truly meaningful 2.0% for evaluating services and others can’t be 20 easily supported by system-generated documentation/reports1.0%and must be manually tracked – haven’t been 10 0 updated for the current year or upcoming budget year. 0.0% 2006-07 2007-08 2008-09 2009-10 2010-11 2006-07 2007-08 2008-09 2009-10 2010-11 budget budget budget budget Non-Exempt We appreciate Exempt your patience as The City of Fort Walton Beach works to develop a program to clearly illustrate the purpose, quality, and value of programs and services provided! Employee Retention Successful Recruitment/Complaint Resolution 100% 100% 95% 90% 90% 80% 85% 70% 80% 60% 75% 50% 2006-07 2007-08 2008-09 2009-10 2010-11 2006-07 2007-08 2008-09 2009-10 2010-11 budget budget budget budget Complaints Vacancies 65 66  001 GENERAL FUND - 0310 RISK MANAGEMENT Actual Budget 2009-10 2010-11 % 2006-07 2007-08 2008-09 Adopted Adopted Change Acct Revenues: Division Does Not Generate Revenue $ - $ - $ - $ - TOTAL REVENUES $ - 0.00% Personal Services: - - 1.00 1.00 Number of Funded Employees (FTE's) 1.00 - - 37,152 37,120 519-1200 Salaries 37,120 0.00% - - 2,197 2,182 519-2100 FICA Taxes 2,201 0.87% - - 514 510 519-2101 Medicare 515 0.98% - - 6,339 7,012 519-2200 Retirement Contributions 7,765 10.74% - - 4,050 4,804 519-2300 Dental, Life & Health Insurance 4,176 -13.07% - - 108 74 519-2400 Worker's Compensation 73 -1.35% $ - $ - $ 50,360 $ 51,702 Total Personal Services $ 51,850 0.29% Operating Expenditures: - - 25 - 519-4000 Travel and Per Diem - 0.00% - - 334 420 519-4100 Communication Services 325 -22.62% - - 494,362 499,611 519-4500 Insurance 403,167 -19.30% - - 80,562 50,000 519-4501 Unrecovered Insurance Claims 50,000 0.00% $ - $ - $ 575,283 $ 550,031 Total Operating Expenditures $ 453,492 -17.55% $ - $ - $ - $ - Total Capital Outlay $ - 0.00% Total Personal Services, Operating $ - $ - $ 625,643 $ 601,733 Expenditures & Capital Outlay $ 505,342 -16.02% $ - $ - $ 625,643 $ 601,733 TOTAL EXPENSES $ 505,342 -16.02% $ - $ - $ (625,643) $ (601,733) NET REVENUE / (EXPENSE) $ (505,342) -16.02% 0310-Risk Mgmt 8/30/2010 1:34 PM 67 RISK MANAGEMENT MISSION Continuously develop, manage and improve insurance and safety/occupational services in order to provide quality, cost effective support to our customers and to protect the City's financial well being. 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 City employees and citizens. GOALS & ACCOMPLISHMENTS Current Year Goals:
Provide supervisory training regarding workers' compensation procedures and dealing with property damage claims.
Decrease workers' compensation rating experience modifier through safety training and vigilant application of safety procedures. Long-Term Goals:
Develop risk management principles and technologies through consultation, training, and communication to all departments to promote effective loss control in the City. Significant Prior Year Accomplishments:
Completed remarketing of medical insurance, property/casualty and workers' comp insurance programs.
Reorganized employee benefits programs to allow implementation of a single plan year.
Continued professional development by attending FMIT risk management seminars. 68 PERFORMANCE MEASURES Workload Actual YTD thru 6/30 Budget Measure 2006-07 2007-08 2008-09 2009-10 2009-10 2010-11 Number of Employee Accidents With Injuries 2 6 2 5 Number of Work Comp Claims Processed 50 35 28 34 Number of Liability Claims Processed 18 20 4 22 Budget Impact FTE's per 1,000 Citizens n/a n/a 0.05 annual measure 0.05 Net Cost of Services per Citizen n/a n/a annual measure $29.39 Effectiveness & Strategic Plan none identified Workplace Safety Insurance Exposure 7 40 25 $45,000 6 The City is transitioning to a Performance Management 35 System to utilize proven standards as a guide to $40,000 20 $35,000 5 30 making improvements that generate better operations, 25 customer 15 value, and overall results. As such, current $30,000 4 $25,000 20 performance measures – many of which aren’t truly meaningful for evaluating services and others can’t be 3 10 $20,000 15 $15,000 2 easily supported by system-generated documentation/reports 10 and must be manually tracked – haven’t been $10,000 5 1 5 updated for the current year or upcoming budget year. $5,000 0 0 0 $0 2006-07 2007-08 2008-09 2009-10 2010-11 2006-07 2007-08 2008-09 2009-10 2010-11 budget budget budget budget Accid/InjuriesWe appreciate Lost Days your patience as The City of Fort Walton Beach works toClaims Liability develop a program to Lost Value clearly illustrate the purpose, quality, and value of programs and services provided! 69 70  001 GENERAL FUND - 0320 INFORMATION TECHNOLOGY Budget 2009-10 2010-11 % 2006-07 2007-08 2008-09 Adopted Adopted Change Acct Revenues: Division Does Not Generate Revenue $ - $ - $ - $ - TOTAL REVENUES $ - 0.00% Personal Services: 4.00 3.00 2.75 2.75 Number of Funded Employees (FTE's) 2.00 221,751 192,344 143,503 154,287 516-1200 Salaries 127,094 -17.62% 3,003 2,595 1,596 1,800 516-1503 Auto Allowance 1,800 0.00% 13,361 13,281 8,737 8,956 516-2100 FICA Taxes 7,406 -17.31% 3,125 3,106 2,043 2,095 516-2101 Medicare 1,732 -17.33% 36,470 32,668 21,486 24,955 516-2200 Retirement Contributions 26,588 6.54% 20,538 21,951 18,876 23,576 516-2300 Dental, Life & Health Insurance 17,263 -26.78% 940 727 419 312 516-2400 Worker's Compensation 253 -18.91% $ 299,188 $ 266,674 $ 196,661 $ 215,981 Total Personal Services $ 182,136 -15.67% Operating Expenditures: 150 4,000 - - 516-3104 Computer Training - 0.00% 650 7,400 48,993 65,529 516-3400 Contractual Services 71,995 9.87% 1,234 970 1,581 1,200 516-4000 Travel and Per Diem 800 -33.33% 3,970 68,292 60,398 58,761 516-4100 Communication Services 55,587 -5.40% - 67,588 25,997 17,338 516-4610 Maintenance Contracts 23,616 36.21% 1,852 15,159 7,960 11,000 516-4630 Equipment Repair 12,000 9.09% 315 438 - - 516-5100 Office Supplies - 0.00% 910 2,520 2,195 3,240 516-5200 Operating Supplies 3,100 -4.32% 4,618 - - 516-5202 Computer Supplies 5,435 7,928 9,182 13,000 516-5231 Computer Hardware/Software 4,800 -63.08% 561 382 340 600 516-5400 Books, Dues & Publications 470 -21.67% $ 19,695 $ 174,677 $ 156,646 $ 170,668 Total Operating Expenditures $ 172,368 1.00% Capital Outlay: 4,547 14,525 5,825 - 516-6420 Computer Hardware/Software 25,000 100.00% Repl PC's w/ P4, 2.8G or less processors $ 4,547 $ 14,525 $ 5,825 $ - Total Capital Outlay $ 25,000 100.00% Total Personal Services, Operating $ 323,430 $ 455,876 $ 359,132 $ 386,649 Expenditures & Capital Outlay $ 379,504 -1.85% $ 323,430 $ 455,876 $ 359,132 $ 386,649 TOTAL EXPENSES $ 379,504 -1.85% $ (323,430) $ (455,876) $ (359,132) $ (386,649) NET REVENUE / (EXPENSE) $ (379,504) -1.85% $ 628,900 $ 865,818 $ 1,378,205 $ 1,364,450 Total Administrative Services Expenses $ 1,148,158 -15.85% Total Administrative Services $ (628,900) $ (865,818) $ (1,378,205) $ (1,364,450) NET REVENUE / (EXPENSE) $ (1,148,158) -15.85% 0320-Info Tech 8/30/2010 1:35 PM 71 INFORMATION TECHNOLOGY MISSION Implement Citywide information technology services that are secure and highly accessible. 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. GOALS & ACCOMPLISHMENTS Current Year Goals:
Implement new automated agenda/minutes management software package.
Continue to upgrade and maintain the City's computer network, computer equipment, and the City's website.
Upgrade Police Department software to SunGard's OSSI software.
Continue to replace aging computer equipment, especially PC’s w/ P4, 2.8G or less processors. Long-Term Goals:
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.
Continue to research and implement new network and server technologies to meet the needs of the City. Significant Prior Year Accomplishments:
Upgraded the City's SunGard HTE software to version 7.0.2.
Replaced the City's core network switches to increase network performance and reliability.
Reduced staffing in the IT Department by one part-time Technician position to reduce costs. 72 PERFORMANCE MEASURES Workload Actual YTD thru 6/30 Budget Measure 2006-07 2007-08 2008-09 2009-10 2009-10 2010-11 Hours Spent on User Assistance 4,032 3,496 1,845 3,670 Number of New or Replacement PC's Installed 35 58 46 12 Number of Hardware/Software Upgrades 95 161 104 150 Number of Hardware/Software Repairs n/a n/a 191 700 Number of Computer Relocations Performed 17 22 39 20 Number of New Query Programs Written 36 60 46 50 Budget Impact FTE's per 1,000 Citizens 0.19 0.14 0.13 annual measure 0.13 Net Cost of Services per Citizen $15.30 $21.49 annual measure $18.49 Effectiveness & Strategic Plan Actual YTD thru 6/30 Budget Strategic Plan Goal Initiative Performance Measure 2006-07 2007-08 2008-09 2009-10 2009-10 2010-11 Government Relations # of functional areas reviewed n/a n/a n/a 0 Structural Examine Contracting Software $ savings to City n/a n/a n/a $50,000 Change Services # FTE’s reduced 0 1 0.25 0 Minimize PC/Laptop Downtime Avg days to repair PC/laptop n/a n/a n/a 2.00 % of PCs/laptops upgraded or Maintain Up-to-Date Technology 5% 6% 4% 2% replaced Effective & % of requests for assistance Efficient n/a n/a n/a 95% resolved within 48 hours Government Respond to Requests in a Timely Fashion % of new programs/reports written within one week of n/a n/a n/a 80% notification Service Requests vs. FTE's % of PCs/Laptops Replaced 5.00 450 7% The City is transitioning to a Performance Management 400 System 6% to utilize proven standards as a guide to 4.00 350 making improvements that generate better operations, 300 customer 5% value, and overall results. As such, current 3.00 250 4% performance measures – many of which aren’t 200 truly meaningful for evaluating services and others can’t be 2.00 3% easily supported by system-generated documentation/reports 150 2%and must be manually tracked – haven’t been 1.00 100 updated for the current 50 year or upcoming 1% budget year. 0.00 0 0% 2006-07 2007-08 2008-092009-10 2010-11 2006-07 2007-08 2008-09 2009-10 2010-11 FTE's We appreciate Service Requests your patience budget as The budget City of Fort Walton Beach works to develop a program to budget budget clearly illustrate the purpose, quality, and value of programs and services provided! Calls for Service by User 100% 80% 60% 40% 20% 0% 2006-07 2007-08 2008-09 2009-10 2010-11 budget budget Police Fire Golf Other 73  City Clerk 1 FTE Staff Asst I 0.5 FTE Assistant City Clerk 1 FTE 74  001 GENERAL FUND - 0400 CITY CLERK Actual Budget 2009-10 2010-11 % 2006-07 2007-08 2008-09 Adopted Adopted Change Acct Revenues: - - 200 - 341-9120 Election Qualifying Fees 200 100.00% 834 404 241 500 341-9300 Photo Copies/Certifying 500 0.00% 54 49 7 100 369-1500 City Clerk Store 25 -75.00% $ 888 $ 453 $ 448 $ 600 TOTAL REVENUES $ 725 20.83% Personal Services: 3.00 3.00 3.00 3.00 Number of Funded Employees (FTE's) 2.50 139,529 144,069 148,203 148,075 512-1200 Salaries 112,932 -23.73% 1,207 1,210 1,205 1,200 512-1503 Auto Allowance 1,200 0.00% 8,670 8,987 9,282 9,246 512-2100 FICA Taxes 7,080 -23.43% 2,028 2,102 2,171 2,162 512-2101 Medicare 1,656 -23.40% 23,514 25,201 25,940 28,694 512-2200 Retirement Contributions 6,877 -76.03% - - - - 512-2204 Retirement Contributions - DC Plan 3,535 100.00% 3,568 3,738 3,832 3,828 512-2210 Deferred Compensation 3,828 0.00% 12,723 10,459 8,836 10,347 512-2300 Dental, Life & Health Insurance 4,889 -52.75% 595 556 443 306 512-2400 Worker's Compensation 232 -24.18% $ 192,155 $ 196,323 $ 199,910 $ 203,858 Total Personal Services $ 142,229 -30.23% Operating Expenditures: 2,570 3,397 12,709 - 512-3100 Professional Services - 0.00% 116 464 783 200 512-4000 Travel and Per Diem 100 -50.00% 1,365 1,250 1,385 1,068 512-4100 Communication Services 630 -41.01% - - 234 325 512-4200 Postage 125 -61.54% - - 15,467 18,344 512-4400 Rentals & Leases 12,096 -34.06% - 1,661 1,838 1,838 512-4610 Maintenance Contracts 13,874 654.84% 778 591 240 349 512-4620 Vehicle Repair - -100.00% - 81 - 100 512-4630 Equipment Repair - -100.00% - 20,682 23,771 - 512-4801 Special Events - 0.00% - - - 750 512-4912 Recording Fees 150 -80.00% 6,750 9,809 6,252 7,000 512-4915 Legal Advertising 9,500 35.71% 1,097 1,773 1,537 4,000 512-5100 Office Supplies 250 -93.75% 4,528 5,811 3,264 1,000 512-5200 Operating Supplies 100 -90.00% 556 - - 512-5202 Computer Supplies 811 1,140 747 895 512-5204 Fuel & Oil - -100.00% 237 305 159 - 512-5231 Computer Hardware/Software - 0.00% 1,088 1,392 1,030 360 512-5400 Books, Dues & Publications 95 -73.61% $ 19,896 $ 48,355 $ 69,417 $ 36,229 Total Operating Expenditures $ 36,920 1.91% Capital Outlay: 1,831 - - - 512-6420 Computer Hardware/Software 8,000 100.00% IQM2 Software for Automated Minutes $ 1,831 $ - $ - $ - Total Capital Outlay $ 8,000 100.00% Total Personal Services, Operating $ 213,882 $ 244,678 $ 269,327 $ 240,087 Expenditures & Capital Outlay $ 187,149 -22.05% $ 213,882 $ 244,678 $ 269,327 $ 240,087 TOTAL EXPENSES $ 187,149 -22.05% $ (212,993) $ (244,225) $ (268,879) $ (239,487) NET REVENUE / (EXPENSE) $ (186,424) -22.16% 0400-City Clerk 8/30/2010 1:37 PM 75 CITY CLERK 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. DESCRIPTION The City Clerk is the official custodian of all public records including ordinances, resolutions, contracts, agreements, leases, and City Council minutes. The City Clerk’s office is responsible for all records management to ensure the proper creation, retention, retrieval, and destruction of records according to legal requirements; provides administrative support to City Council; distributes agenda packets and records the proceedings of City Council, board, and committee meetings; and prepares legal notifications. GOALS & ACCOMPLISHMENTS Current Year Goals:
Complete Council/Board minutes within 3 working days.
Respond to public record requests within 5 working days
Implement paperless agenda and minutes for all City Council and Board meetings. Long-Term Goals:
Continue converting official City records with long term retention into the laser fiche program for archival purposes in order to respond to public record requests in a timely manner. Significant Prior Year Accomplishments:
Undertook the task to update the Code of Ordinances in-house by staff in an effort to lower expenses. 76 PERFORMANCE MEASURES Workload Actual YTD thru 6/30 Budget Measure 2006-07 2007-08 2008-09 2009-10 2009-10 2010-11 Number of Council/Board/Committee Meetings Recorded 163 146 145 102 100 100 Hours of Council/Board/Committee Meetings Recorded 289 225 153 109 104 100 Number of Resolutions Processed 25 43 46 53 10 25 Number of Ordinances Processed 20 40 24 20 10 25 Budget Impact FTE's per 1,000 Citizens 0.14 0.14 0.14 annual measure 0.14 Net Cost of Services per Citizen $10.12 $11.48 annual measure $11.48 Effectiveness & Strategic Plan Actual YTD thru 6/30 Budget Strategic Plan Goal Initiative Performance Measure 2006-07 2007-08 2008-09 2009-10 2009-10 2010-11 Government Relations Increase communication % of boards/committees between City Council and presenting to Council at least n/a n/a n/a n/a 100% Structural boards/committees annually Change Develop Guidance for Appointed # of committees reporting as n/a n/a n/a n/a 9 Committees scheduled Citizen Participation Transcription 10 100% 180 120% 90% 160 8 The City is transitioning to a Performance 80% Management System to utilize proven standards as a guide to 100% 140 70% making improvements that generate better operations, customer 120 value, and overall results. As such, current 80% 6 60% 100 performance measures – many of which aren’t 50%truly meaningful for evaluating services and others can’t be 80 60% 4 40% easily supported by system-generated documentation/reports 30% 60 and must be manually tracked – haven’t been 40% 2 20% 40 20% updated for the current 10% year or upcoming 20 budget year. 0 0% 0 0% 2006-07 2007-08 2008-09 2009-10 2010-11 2006-07 2007-08 2008-09 2009-10 2010-11 We appreciate yourbudget Boards/Committees % w/ Vacancies patiencebudget as The City of Fort Walton BeachMeetings worksAttended to develop a program to budget budget Minutes Prepared w/in 5 Days clearly illustrate the purpose, quality, and value of programs and services provided! Workload 900 800 700 600 500 400 300 200 100 0 2006-07 2007-08 2008-09 2009-10 2010-11 Records Laserfisched budget budget Public Records Requests 77  Finance Director 1 FTE Staff Asst II 1 FTE Budget & Grants Purchasing Customer Comptroller Manager Agent Service Admin 1 FTE 1 FTE 1 FTE 1 FTE Senior Accountant Buyer Acctg Tech II 1 FTE 1 FTE 2 FTE Accountant Staff Assistant I Acctg Tech I 0.75 FTE 0.50 FTE 2.50 FTE Acctg Tech II 1 FTE 78  001 GENERAL FUND - 0500 FINANCE Actual Budget 2009-10 2010-11 % 2006-07 2007-08 2008-09 Adopted Adopted Change Acct 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) 6.75 301,613 349,959 319,587 335,772 513-1200 Salaries 329,552 -1.85% 64 - - - 513-1400 Salaries - Overtime - 0.00% 1,125 539 - 512-1503 Auto Allowance 18,072 21,197 19,066 19,901 513-2100 FICA Taxes 19,259 -3.23% 4,226 4,957 4,459 4,654 513-2101 Medicare 4,504 -3.22% 52,831 64,347 58,543 64,159 513-2200 Retirement Contributions 68,806 7.24% 41,488 37,812 39,706 44,475 513-2300 Dental, Life & Health Insurance 38,479 -13.48% 1,310 1,325 931 679 513-2400 Worker's Compensation 656 -3.39% $ 420,730 $ 480,137 $ 442,292 $ 473,513 Total Personal Services $ 461,256 -2.59% Operating Expenditures: - 156 10,530 - 513-3100 Professional Services 50 100.00% - 77,076 62,073 63,935 513-3200 Annual Audit Services 54,720 -14.41% 5,320 14,615 11,961 - 513-3400 Contractual Services 20 100.00% 6,824 5,690 3,938 2,400 513-4000 Travel and Per Diem 1,000 -58.33% 3,439 3,496 3,842 3,214 513-4100 Communication Services 2,488 -22.59% - - 6,494 5,900 513-4200 Postage 4,800 -18.64% - - 780 780 513-4400 Rentals & Leases 819 5.00% - 23,618 25,455 26,426 513-4610 Maintenance Contracts 27,250 3.12% 720 2,609 1,236 4,891 513-4700 Printing and Binding 1,124 -77.02% - - 72 - 513-4903 Sales Tax Expense/Penalty 1,888 1,358 5,692 6,500 513-5100 Office Supplies 7,335 12.85% 3,817 7,107 3,810 4,500 513-5200 Operating Supplies 3,750 -16.67% 1,370 - - 513-5202 Computer Supplies 4,966 70,835 8,221 6,000 513-5230 ACH/Credit Card Fees 6,240 4.00% 548 982 450 - 513-5231 Computer Hardware/Software - 0.00% 1,020 1,542 1,362 1,165 513-5400 Books, Dues & Publications 1,355 16.31% - - - - 513-5500 Training 775 100.00% $ 29,913 $ 209,084 $ 145,918 $ 125,711 Total Operating Expenditures $ 111,726 -11.12% Capital Outlay: 1,127 - - 3,000 513-6402 Equipment - -100.00% 506 3,540 - - 513-6420 Computer Hardware/Software - 0.00% $ 1,633 $ 3,540 $ - $ 3,000 Total Capital Outlay $ - -100.00% Total Personal Services, Operating $ 452,277 $ 692,761 $ 588,210 $ 602,224 Expenditures & Capital Outlay $ 572,982 -4.86% $ 452,277 $ 692,761 $ 588,210 $ 602,224 TOTAL EXPENSES $ 572,982 -4.86% $ (452,277) $ (692,761) $ (588,210) $ (602,224) NET REVENUE / (EXPENSE) $ (572,982) -4.86% 0500-Finance 8/30/2010 1:39 PM 79 FINANCE MISSION Provide professional financial support regarding all aspects of 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. DESCRIPTION Finance's primary function is to maintain the integrity of financial records and maintain financial stability for the City. Responsibilities include monitoring appropriations, revenues, and expenditures; development of policies and procedures relating to finance issues; ensuring compliance with City, State, and Federal regulations; and oversight of the purchasing and customer service functions. In addition, the department administers the General Employees Pension Plan and oversees the Police and Fire Pension Plans. GOALS & ACCOMPLISHMENTS Current Year Goals:
Streamline the payroll processing to better accommodate changing technology.
Develop a plan and funding methodology to address GASB 43 and 45 OPEB requirements.
Implement ACH processing for vendor payments. Long-Term 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. Significant Prior Year Accomplishments:
Ensured month-end close was completed within 12 days of the end of the month to provide timely and accurate financial reports.
Awarded the Government Finance Officers Association's Certificate of Achievement for Excellence in Financial Reporting for the 23rd consecutive year.
Awarded the Government Finance Officers Association's Distinguished Budget Presentation Award for the 14th consecutive year. 80 PERFORMANCE MEASURES Workload Actual YTD thru 6/30 Budget Measure 2006-07 2007-08 2008-09 2009-10 2009-10 2010-11 Purchase Requisitions Approved 3,818 3,466 3,381 2,127 4,000 Accounts Payable Checks Processed 6,346 5,680 5,096 3,452 6,500 Budget Transfers Processed 565 515 515 174 500 Payroll Checks Processed n/a 9,946 9,230 6,481 10,000 Number of Hours Assisting Retirees w/Questions 15.50 40.95 92.75 71.70 20.00 Budget Impact FTE's per 1,000 Citizens 0.34 0.33 0.33 annual measure 0.33 Net Cost of Services per Citizen $21.38 $32.55 $32.55 annual measure $28.80 Effectiveness & Strategic Plan % of Months Closed on Time n/a n/a n/a Number of Findings from External Auditors 0 0 0 0 Points out of 324 for GFOA Distinguished Budget Presentation Award n/a n/a 296 275 Points out of xxx for GFOA Certificate of Achievement for Financial Reporting n/a n/a n/a Strategic Plan Goal Initiative Performance Measure 2006-07 2007-08 2008-09 2009-10 2009-10 2010-11 Government Relations Revenue variance - actual as % n/a n/a -20.5% 2.0% of adopted budget Accurate Budget Forecasts Expenditure variance - actual as n/a n/a -14.5% 2.0% Financial % of adopted budget Viability General Fund undesignated fund balance as % of annual 34.1% 29.5% 40.3% 30.0% expenditures (30% minimum per policy) # grants awarded n/a n/a 15 5 Increase Grant Writing Activities $ amount of grants awarded n/a n/a $1,982,333 $100,000 Infrastructure % of operations that are self- n/a n/a n/a 50% Financial supporting Update Cost Allocation Study Viability % of operations funded in part by n/a n/a n/a 80% user fees Financial Reporting Timeliness 100 100% 100% 90 The City is transitioning to a Performance 97% 90% to utilize proven standards as a guide to Management System 80 80% 70 making improvements that generate better operations, 94% customer 70% value, and overall results. As such, current 60 60% 50 performance measures – many of which aren’t 91%truly meaningful 50% for evaluating services and others can’t be 40 easily supported by system-generated documentation/reports and must be manually tracked – haven’t been 40% 30 88% 30% 20 updated for the current 85% year or upcoming 20% budget year. 10 10% 0 82% 0% 2006-07 We appreciate 2007-08 2008-09 your patience2010-11 2009-10 as The City of Fort Walton Beach works to2007-08 2006-07 develop a2008-09 program to2009-10 2010-11 Reports Prepared budget budget Monthly Reports w/in 20 days budget budget clearly illustrate the purpose, quality, and value of programs % Accuracy-1st Review and services Retirements/Refunds provided! w/in 2 wks Investment Earnings Grants 5.00% $2,500,000 16 14 4.00% $2,000,000 12 3.00% $1,500,000 10 8 2.00% $1,000,000 6 1.00% 4 $500,000 2 0.00% $0 0 2006-07 2007-08 2008-09 2009-10 2010-11 2006-07 2007-08 2008-09 2009-10 2010-11 Actual SBA budget budget budget budget FMIvT 52wk T-Bill Dollar Value Grants Awarded 81 82  001 GENERAL FUND - 0530 PURCHASING Actual Budget 2009-10 2010-11 % 2006-07 2006-07 2007-08 Adopted Adopted Change Acct Revenues: Division Does Not Generate Revenue $ - $ - $ - $ - TOTAL REVENUES $ - 0.00% Personal Services: 5.00 5.00 2.00 2.00 Number of Funded Employees (FTE's) 2.50 212,110 242,112 79,261 84,504 513-1200 Salaries 98,370 16.41% 1,207 1,200 - 513-1503 Auto Allowance 12,120 16,469 4,721 4,997 513-2100 FICA Taxes 5,862 17.31% 2,834 4,067 1,104 1,169 513-2101 Medicare 1,371 17.28% 35,131 37,088 13,539 15,963 513-2200 Retirement Contributions 18,622 16.66% 35,222 34,940 7,662 9,953 513-2300 Dental, Life & Health Insurance 8,688 -12.71% 889 817 228 169 513-2400 Worker's Compensation 193 14.20% $ 299,513 $ 336,693 $ 106,515 $ 116,755 Total Personal Services $ 133,106 14.00% Operating Expenditures: - - 453 525 513-4000 Travel and Per Diem 525 0.00% 2,359 2,159 2,461 1,836 513-4100 Communication Services 1,325 -27.83% - - - 350 513-4200 Postage 200 -42.86% 9,568 6,980 5,373 8,150 513-4300 Utilities 1,425 -82.52% 1,524 1,513 378 - 513-4400 Rentals & Leases - 0.00% 300 6,130 6,834 6,760 513-4610 Maintenance Contracts 6,965 3.03% 52 312 75 670 513-4630 Equipment Repair - -100.00% 901 108 138 - 513-4640 Building Maintenance - 0.00% 815 32 - 825 513-4700 Printing & Binding 425 -48.48% 4,326 3,152 3,004 3,000 513-4915 Legal Advertising 3,000 0.00% 950 1,109 - - 513-5100 Office Supplies - 0.00% 1,716 2,404 - 100 513-5200 Operating Supplies 50 -50.00% 594 - - 513-5202 Computer Supplies 165 97 - 150 513-5204 Fuel & Oil - -100.00% 100 74 85 - 513-5210 Uniform Expense - 0.00% - - 675 - 513-5231 Computer Hardware/Software - 0.00% 126 188 115 70 513-5400 Books, Dues & Publications 70 0.00% $ 23,497 $ 24,258 $ 19,591 $ 22,436 Total Operating Expenditures $ 13,985 -37.67% $ - $ - $ - $ - Total Capital Outlay $ - 0.00% Total Personal Services, Operating $ 323,010 $ 360,951 $ 126,106 $ 139,191 Expenditures & Capital Outlay $ 147,091 5.68% $ 323,010 $ 360,951 $ 126,106 $ 139,191 TOTAL EXPENSES $ 147,091 5.68% $ (323,010) $ (360,951) $ (126,106) $ (139,191) NET REVENUE / (EXPENSE) $ (147,091) 5.68% $ 775,287 $ 1,053,712 $ 714,316 $ 741,415 Total Finance Expenses $ 720,073 -2.88% Total Finance $ (775,287) $ (1,053,712) $ (714,316) $ (741,415) NET REVENUE / (EXPENSE) $ (720,073) -2.88% 0530-Purchasing 8/30/2010 1:40 PM 83 PURCHASING MISSION Procure goods and services at the best possible cost consistent with the quality needed to provide the best services to the public. DESCRIPTION Purchasing is responsible for the acquisition and storage of supplies, materials, equipment, and other commodities necessary for the operation of the City, as well as supervising the preparation and processing of all bids, proposals, quotations, and required advertisements. GOALS & ACCOMPLISHMENTS Current Year Goals:
Implement Electronic Internet-Based Bid System.
Implement a web-based Auction System for the sale of surplus equipment.
Coordinate the upgrade of citywide copiers with enhanced productivity tools and reduce desktop printing costs. Long-Term Goals:
Develop and Implement Procurement Training for City Staff. Significant Prior Year Accomplishments:
Hired part-time staff assistant to improve the efficiency and speed of operations. 84 PERFORMANCE MEASURES Workload Actual YTD thru 6/30 Budget Measure 2006-07 2007-08 2008-09 2009-10 2009-10 2010-11 Number of Purchase Orders Issued 5,177 4,265 3,793 4,500 Number of Formal Bids/Proposals Solicited 26 24 28 25 Budget Impact FTE's per 1,000 Citizens 0.24 0.24 0.10 annual measure 0.10 Net Cost of Services per Citizen $15.29 $16.93 annual measure $6.66 Effectiveness & Strategic Plan Inventory Accuracy Rate 95% 94% annual measure 95% % of POs Created within 3 Days of Requisition 94% 94% 87% 95% Actual YTD thru 6/30 Budget Strategic Plan Goal Initiative Performance Measure 2006-07 2007-08 2008-09 2009-10 2009-10 2010-11 Government Relations # functional areas reviewed n/a n/a n/a 1 Financial Examine Purchasing Options $ savings to City n/a n/a n/a $10,000 Viability with Other Governments # FTE's reduced n/a n/a n/a 0 Purchase Order Timeliness Inventory Accuracy 6000 100% $300,000 100% 5000 The City is transitioning to a Performance Management 97% System to utilize proven standards as a guide to $250,000 97% 4000 making improvements that generate better operations, customer value, and overall results. As such, current 94% $200,000 94% 3000 91% $150,000 91% performance measures – many of which aren’t truly meaningful for evaluating services and others can’t be 2000 88% $100,000 88% easily supported by system-generated documentation/reports and must be manually tracked – haven’t been 1000 85% $50,000 85% 0 updated for the current 82% year or upcoming$0 budget year. 82% 2006-07 2007-08 2008-09 2009-10 2010-11 2006-07 2007-08 2008-09 2009-10 2010-11 # Issued budget budget Inventory Value budget budget We appreciate your patience as The City of Fort Walton Beach works % Issued w/in 3 Days to develop a program to Audit Accuracy clearly illustrate the purpose, quality, and value of programs and services provided! 85 86  Police Chief 1 FTE Admin Coord 1 FTE Captain Captain Support Services Investigations Uniform Patrol Supervisor 1 FTE 1 FTE 1 FTE Staff Asst II Staff Asst II 1 FTE 1 FTE Sergeant Sergeant Sergeant Sergeant Sergeant Communications Records Street Crimes Detectives Comm Policing Day Shift A Day Shift B Supervisor Supervisor 1 FTE 1 FTE 1 FTE 1 FTE 1 FTE 1 FTE 1 FTE Officer Officer Officer Communications Comm Policing Officer Officer Records Clerk Detective Detective Officer 2 FTE 4 FTE 4 FTE 2.50 FTE 3 FTE 4 FTE 7.97 FTE 87 Officer Crime Prev 1 FTE Sergeant Sergeant School Evidence Tech Custodial Wkr Eve Shift A Eve Shift B Crossing Guard 1 FTE 0.88 FTE Officer 1 FTE 1 FTE 0.92 FTE CRA 2 FTE Officer Officer 4 FTE 4 FTE Sergeant Sergeant Night Shift A Night Shift B 1 FTE 1 FTE Officer Officer 4 FTE 4 FTE Reserve Officer 0.32 FTE  001 GENERAL FUND - 0800 POLICE Actual Budget 2009-10 2010-11 % 2006-07 2007-08 2008-09 Adopted Adopted Change Acct Revenues: 843 797 529 750 329-4000 Taxi Permit/Bicycle Registration 750 0.00% 5,024 5,400 2,450 5,700 342-1000 False Alarms 330 13 35 - 342-1020 Witness Fees - 0.00% 939 731 813 750 342-1021 Concession Income 750 0.00% 2,401 5,804 6,445 5,000 342-1200 Fingerprinting 5,000 0.00% 50 - - 300 342-1300 Police Special Events 300 0.00% 475 200 50 200 342-1400 Wrecker Inspection 200 0.00% 310 460 470 350 342-1700 Record Checks 350 0.00% 1,604 1,295 1,539 1,500 342-1800 Photo Copies 1,500 0.00% 81 - 400 - 342-1900 Restitution - 0.00% 66,914 80,859 74,648 70,000 351-5000 Traffic Fines 55,000 -21.43% 35,222 49,171 44,736 40,000 351-5030 Traffic Fines - Law Enforcement Automation 35,000 -12.50% 5,826 3,963 8,951 5,000 354-1100 Parking Citations 5,000 0.00% - - 1,100 - 359-1000 Fines - False Alarms 1,000 100.00% 40,253 850 11,813 - 366-1000 Contributions/Donations - 0.00% 200,805 200,805 171,511 200,805 368-3000 State Pension Fund Contribution - Police 200,805 0.00% 19 5 52 20 369-1710 Police Patches 20 0.00% 6,296 25,418 38,667 - Grant Revenue - 0.00% $ 367,393 $ 375,770 $ 364,209 $ 330,375 TOTAL REVENUES $ 305,675 -7.48% Personal Services: 70.79 71.67 66.67 66.67 Number of Funded Employees (FTE's) 65.59 3,031,323 3,246,430 3,027,386 3,035,646 521-1200 Salaries 2,713,849 -10.60% 167,035 103,911 36,710 40,000 521-1400 Salaries - Overtime 40,000 0.00% 4,618 - - - 521-1400 Salaries - Overtime (Grant-Related) - - 70,162 64,000 521-1401 Salaries - Overtime Holiday Worked 60,000 -6.25% 110,277 112,139 102,878 90,388 521-1501 Incentive Pay 73,297 -18.91% 5,900 7,260 6,340 6,000 521-1507 Clothing Allowance 5,400 -10.00% 195,100 207,185 190,751 182,201 521-2100 FICA Taxes 169,458 -6.99% 45,628 49,019 44,611 42,611 521-2101 Medicare 39,631 -6.99% 335,130 43,752 88,929 97,436 521-2200 Retirement Contributions - General Employees 96,229 -1.24% - 261,715 395,145 496,328 521-2201 Retirement Contributions - Police Officers 540,776 8.96% 200,805 200,805 171,511 200,805 521-2203 Retirement Contributions - State Contribution 200,805 0.00% - - - - 521-2204 Retirement Contributions - DC Plan 5,210 100.00% 330,045 340,691 357,158 433,538 521-2300 Dental, Life & Health Insurance 406,733 -6.18% 114,160 103,715 78,762 67,773 521-2400 Worker's Compensation 61,513 -9.24% - - - (3,000) Wages/Benefits Transferred to 102 LETF Fund (3,000) 0.00% $ 4,540,022 $ 4,676,620 $ 4,570,343 $ 4,753,726 Total Personal Services $ 4,409,901 -7.23% Operating Expenditures: 350 8,125 2,626 4,800 521-3101 Legal 4,000 -16.67% 363 225 175 1,480 521-3102 Employee Physicals & Immunizations 600 -59.46% 30,680 14,834 668 125 521-3400 Contractual Services 125 0.00% - 1,339 3,215 5,000 521-3510 Information & Evidence 3,000 -40.00% 5,493 - - - 521-4000 Travel and Per Diem 9,000 100.00% - - - 200 521-4010 Investigative Travel 200 0.00% 44,010 46,671 44,823 44,139 521-4100 Communication Services 45,360 2.77% - - 2,140 1,850 521-4200 Postage 1,850 0.00% 37,159 41,261 47,952 50,400 521-4300 Utilities 49,005 -2.77% 6,970 6,592 6,940 6,816 521-4400 Rentals & Leases 12,104 77.58% 22,178 104,462 112,230 119,934 521-4610 Maintenance Contracts 131,671 9.79% 97,202 65,352 64,586 58,000 521-4620 Vehicle Repair 62,000 6.90% 29,452 2,612 1,911 300 521-4630 Equipment Repair 300 0.00% 7,073 6,622 7,619 6,900 521-4640 Building Maintenance 6,900 0.00% 437 298 621 700 521-4650 Grounds Maintenance 700 0.00% 1,700 1,921 154 425 521-4700 Printing & Binding 425 0.00% 0800-Police 8/30/2010 1:41 PM 88  001 GENERAL FUND - 0800 POLICE Actual Budget 2009-10 2010-11 % 2006-07 2007-08 2008-09 Adopted Adopted Change 988 557 954 1,078 521-4904 Wrecker Expense 1,078 0.00% 349 - - 625 521-4915 Legal Advertising 200 -68.00% 2,186 5,218 5,101 5,500 521-5100 Office Supplies 5,500 0.00% 52,573 42,152 29,866 32,240 521-5200 Operating Supplies 31,135 -3.43% 4,572 - - 521-5202 Computer Supplies 111,868 174,266 109,422 146,100 521-5204 Fuel & Oil 133,760 -8.45% 16,942 7,428 10,321 13,755 521-5210 Uniform Expense 9,000 -34.57% 3,767 4,413 4,827 15,436 521-5213 Ammunition Expense 13,355 -13.48% 1,129 - 695 - 521-5224 Explorer Post Donation Spending - 0.00% 16,173 3,830 - - 521-5225 K-9 Expenses - 0.00% 3,861 6,327 - - 521-5231 Computer Hardware/Software - 0.00% 3,380 4,751 2,652 4,720 521-5400 Books, Dues & Publications 4,580 -2.97% - - - - 521-5500 Training 1,000 100.00% 2,564 - - - 521-5501 Tuition Reimbursement - 0.00% 20,115 20,220 14,100 - Grant-Related Expenses $ 523,532 $ 569,478 $ 473,598 $ 520,523 Total Operating Expenditures $ 526,848 1.22% Capital Outlay: - - 640 - 521-6310 Improvements other than Building - 0.00% 121,508 85,020 52,526 - 521-6403 Passenger Vehicles 100,000 100.00% Patrol Car & Equip (Repl 2500, '00 Ford, 187765 mi) Patrol Car & Equip (Repl 2518, '00 Ford, 136073 mi) Patrol Car & Equip (Repl 2418, '00 Ford, 106969 mi) Patrol Car & Equip (Repl 2420, '00 Ford, 111011 mi) 10,158 120 31,528 - 521-6405 Communication Equipment - 0.00% 8,919 10,892 7,509 - 521-6406 Specialized Equipment - 0.00% 66,844 20,975 14,824 9,800 521-6420 Computer Hardware/Software 76,000 675.51% Required OSSI Upgrade $ 207,428 $ 117,006 $ 107,026 $ 9,800 Total Capital Outlay $ 176,000 1695.92% Total Personal Services, Operating $ 5,270,982 $ 5,363,104 $ 5,150,967 $ 5,284,049 Expenditures & Capital Outlay $ 5,112,749 -3.24% Debt Service - - 172,798 172,798 581-9121 Transfer to Debt Service Fund 174,992 1.27% 2001 Bond - Municipal Facilities - year 10 of 30 $ - $ - $ 172,798 $ 172,798 Total Debt Service $ 174,992 1.27% $ 5,270,982 $ 5,363,104 $ 5,323,764 $ 5,456,847 TOTAL EXPENSES $ 5,287,741 -3.10% $ (4,903,589) $ (4,987,334) $ (4,959,555) $ (5,126,472) NET REVENUE / (EXPENSE) $ (4,982,066) -2.82% 0800-Police 8/30/2010 1:41 PM 89 POLICE MISSION Protect the welfare of citizens and their property and enhance public safety through proactive problem solving and increased community partnerships. DESCRIPTION Police Department functions include patrol, community policing, street crimes, investigations, communications, and records. The Police Department is responsible for enforcement of local, state, and federal laws, minimizing illegal activity, criminal investigations, maintaining accurate law enforcement records. Community involvement to devise solutions and monitor resolutions jointly with the police department is strongly promoted and a Citizens Police Academy is conducted to educate citizens about safety and the services the Police Department provides. GOALS & ACCOMPLISHMENTS Current Year Goals:
Seek to equip two patrol vehicles and the Booking Room with video cameras -- to capture crimes, evidence, enforcement actions, and arrests -- primarily by obtaining and utilizing grant funds, rather than city tax revenues.
Continue to provide personalized police services to our citizens, such as ROUK program, vacation house checks, Citizens' Police Academy, and speaker's bureau requests despite cumulative decreases in assignable personnel. Long-Term Goals:
Strive to maintain rapid response times to citizens' calls for service, despite a 13% reduction in sworn officers since FY 2007-08. Significant Prior Year Accomplishments:
Officers and investigators successfully investigated an increasing number of burlaries and larcenies, proportionately reactive to depressed economic conditions, and apprehended and arrested those who committed the crimes.
Three officers were recognized and presented awards by M.A.D.D. (Mothers Against Drunk Driving) for the number of DUI arrests made during the previous year.
Officers and investigators participated in several inter-agency task forces - including those involving the United States Marshals Service and the Florida Attorney General's Office - resulting in numerous arrests and prosecutions.
The department's all volunteer Honor Guard Unit performed ceremonial duties at the Peace Officers Memorial Ceremony, City sponsored special events, as well as other community sponsored events. 90 PERFORMANCE MEASURES Workload Actual YTD thru 6/30 Budget Measure 2006-07 2007-08 2008-09 2009-10 2009-10 2010-11 Number of High Priority Call Responses 9,182 11,710 11,025 7,319 11,500 10,000 Number of Medium/Low Priority Responses 26,489 29,255 28,249 20,081 29,000 28,000 Number of Arrests Made 2,201 2,526 2,298 1,359 2,200 2,200 Number of Traffic Citations Issued 5,171 7,211 6,430 5,073 6,000 6,000 Number of Accident Reports Written 982 844 881 626 1,000 850 Number of Offenses Cleared 1,701 1,831 1,475 1,068 1,700 1,500 Number of Investigations Completed 2,556 2,623 2,760 1,996 2,750 2,700 Number of Graduates from Citizens Police Academy 20 0 15 annual measure 25 25 Budget Impact FTE's per 1,000 Citizens 3.50 3.52 3.25 annual measure 3.23 3.23 Sworn Officers per 1,000 Citizens 2.63 2.62 2.34 annual measure 2.34 2.25 Net Cost of Services per Citizen $236.94 $240.12 annual measure $245.36 $245.36 Effectiveness & Strategic Plan Emergency Response Time (in minutes) 1:33 0:56 0:50 1:05 1:40 1:30 Actual YTD thru 6/30 Budget Strategic Plan Goal Initiative Performance Measure 2006-07 2007-08 2008-09 2009-10 2009-10 2010-11 Public Safety change in response time n/a n/a n/a n/a n/a n/a Structural Analysis of Contract w/ Sheriff $ savings to City n/a n/a n/a n/a n/a n/a Change millage rate reduction n/a n/a n/a n/a n/a n/a Sworn Officers vs. Population Service Calls vs. Staffing 22,000 60 35,000 60 21,500 The City is transitioning to a Performance Management 55 System to utilize proven standards as a guide to 30,000 55 25,000 21,000 making improvements that generate better operations, 50 customer value, and overall results. As such, current 50 20,000 20,500 performance measures – many of which aren’t truly meaningful 45 for evaluating services and others can’t be 15,000 45 20,000 40 40 easily supported by system-generated documentation/reports and must be manually tracked – haven’t been 10,000 19,500 35 5,000 35 updated for the current year or upcoming budget year. 19,000 30 0 30 2006-07 2007-08 2008-09 2009-10 2010-11 2006-07 2007-08 2008-09 2009-10 2010-11 budget budget budget budget Population We appreciate Officers your patience as The City of Fort Walton Beach works to develop High Priority a programOfficers Med/Low Priority to clearly illustrate the purpose, quality, and value of programs and services provided! Grant Funding Crimes per 1,000 Residents $160,000 50 $140,000 40 $120,000 $100,000 30 $80,000 $60,000 20 $40,000 10 $20,000 $0 0 2006-07 2007-08 2008-09 2009-10 2010-11 2006-07 2007-08 2008-09 2009-10 2010-11 budget budget budget budget Applied Awarded FWB Violent FWB Property State Avg 91 92  Fire Chief 1 FTE Staff Asst II 1 FTE Deputy Fire Chief 1 FTE Battalion Chief Battalion Chief Battalion Chief Fire Marshal Shift A Shift B Shift C 1 FTE 1 FTE 1 FTE 1 FTE Captain Captain Captain 2 FTE 2 FTE 2 FTE Fire Insp Captain 1 FTE Driver Engineer Driver Engineer Driver Engineer 93 3 FTE 3 FTE 3 FTE Firefighter Firefighter Firefighter 5 FTE 5 FTE 5 FTE  001 GENERAL FUND - 0900 FIRE Actual Budget 2009-10 2010-11 % 2006-07 2007-08 2008-09 Adopted Adopted Change Acct Revenues: 7,484 5,774 4,720 5,000 329-2010 Fire Safety Plan Review 3,000 -40.00% 8,816 8,760 5,485 9,000 335-2000 Fire Supplemental Compensation 9,000 0.00% 4,860 3,668 2,655 4,000 342-2200 Safety Permits & Licenses 3,000 -25.00% 1,521 1,500 1,500 1,750 342-2300 Fire Prevention Programs - -100.00% 28,737 30,018 28,177 32,500 342-2700 Annual Safety Inspection Fees 25,000 -23.08% 5,756 19,572 1,702 6,000 342-2500 Fire Protection Cost Recovery - -100.00% - - - - 359-1000 Fines - False Alarms 6,000 100.00% 5 6,500 - - 366-1000 Contributions/Donations - 0.00% 172,055 211,811 255,724 211,811 368-3000 State Pension Fund Contribution - Fire 211,811 0.00% 15,792 109,279 52,133 - Grant Revenue - 0.00% $ 245,026 $ 396,880 $ 352,095 $ 270,061 TOTAL REVENUES $ 257,811 -4.54% Personal Services: 39.00 39.00 38.00 38.00 Number of Funded Employees (FTE's) 38.00 1,598,673 1,771,782 1,657,165 1,743,924 522-1200 Salaries 1,744,185 0.01% 180,910 234,057 188,210 211,698 522-1400 Salaries - Overtime 222,842 5.26% 12,550 24,939 2,085 - 522-1400 Salaries - Overtime (Grant-Related) - 0.00% 49,052 52,752 56,359 58,941 522-1401 Salaries - Overtime Holiday Supplement 59,395 0.77% 22,515 19,538 13,800 6,432 522-1501 Incentive Pay 9,259 43.95% 980 986 - 522-1503 Auto Allowance 51,562 85,934 99,570 90,536 522-1506 Paramedic Pay 84,500 -6.67% 42,498 43,795 42,758 38,628 522-1507 EMT Pay 40,439 4.69% - 12,786 12,072 12,072 522-1508 Battalion Chief Pay 12,072 0.00% 114,883 138,055 124,759 117,774 522-2100 FICA Taxes 127,833 8.54% 26,868 32,449 29,116 27,544 522-2101 Medicare 29,897 8.54% 198,569 11,878 11,609 5,357 522-2200 Retirement Contributions - General Employees 5,932 10.73% - 185,711 414,101 503,061 522-2202 Retirement Contributions - Firefighters 580,272 15.35% 172,055 211,811 255,724 211,811 522-2203 Retirement Contributions - State Contribution 211,811 0.00% 207,129 236,743 258,330 287,901 522-2300 Dental, Life & Health Insurance 255,369 -11.30% 101,717 99,366 77,285 51,875 522-2400 Worker's Compensation 60,372 16.38% $ 2,779,961 $ 3,162,583 $ 3,242,940 $ 3,367,554 Total Personal Services $ 3,444,178 2.28% Operating Expenditures: - 6,000 6,000 6,000 522-3100 Professional Services 6,000 0.00% 4,214 1,023 3,667 5,880 522-3102 Employee Physicals & Immunizations 5,880 0.00% 86,656 81,913 81,310 6,276 522-3400 Contractual Services 6,276 0.00% 26,783 15,144 4,799 6,800 522-4000 Travel and Per Diem 500 -92.65% 29,034 8,218 16,559 13,354 522-4100 Communication Services 15,033 12.57% - - 359 400 522-4200 Postage 400 0.00% 41,283 45,602 46,489 44,705 522-4300 Utilities 55,670 24.53% 2,700 2,700 2,700 2,700 522-4400 Rentals & Leases 2,628 -2.65% 10,631 16,318 13,222 13,371 522-4610 Maintenance Contracts 14,453 8.09% 84,859 40,165 28,789 18,000 522-4620 Vehicle Repair 25,000 38.89% 11,199 11,146 6,728 5,875 522-4630 Equipment Repair 5,875 0.00% 4,098 11,086 7,225 5,000 522-4640 Building Maintenance 6,000 20.00% 1,320 910 936 1,300 522-4650 Grounds Maintenance 1,000 -23.08% 801 814 912 800 522-4700 Printing & Binding 800 0.00% 531 687 1,000 750 522-4800 Promotional Activities 1,500 100.00% 769 1,075 930 900 522-5100 Office Supplies 900 0.00% 36,324 25,701 19,080 8,529 522-5200 Operating Supplies 9,000 5.52% 960 - - 522-5202 Computer Supplies 22,985 34,808 23,350 32,435 522-5204 Fuel & Oil 26,120 -19.47% 11,790 10,721 13,726 8,238 522-5210 Uniform Expense 8,325 1.05% 1,239 1,159 1,887 700 522-5216 Medical Supplies 700 0.00% 14,294 8,640 - - 522-5223 Fire Equipment Spending - 0.00% 1,111 - 120 - 522-5231 Computer Hardware/Software - 0.00% 0900-Fire 8/30/2010 1:42 PM 94  001 GENERAL FUND - 0900 FIRE Actual Budget 2009-10 2010-11 % 2006-07 2007-08 2008-09 Adopted Adopted Change 1,879 2,321 1,759 1,440 522-5400 Books, Dues & Publications 765 -46.88% - - - - 522-5500 Training 1,275 100.00% 1,729 4,628 369 500 522-5501 Tuition Reimbursement - -100.00% 12,396 9,448 931 4,500 522-5520 Fire Prevention (acct # no longer used) 323 14,224 61,657 Grant-Related Expenses $ 409,908 $ 354,450 $ 344,502 $ 188,453 Total Operating Expenditures $ 194,100 3.00% Capital Outlay: 1,419 - - - 522-6401 Office Furniture & Fixtures - 0.00% - 65,411 - - 522-6402 Equipment - 0.00% - 6,562 - - 522-6403 Passenger Vehicles - 0.00% 52,032 11,813 - - 522-6404 Trucks - 0.00% 8,988 3,949 - - 522-6407 Fire Equipment - 0.00% 2,102 1,831 1,774 - 522-6420 Computer Hardware - 0.00% $ 64,541 $ 89,567 $ 1,774 $ - Total Capital Outlay $ - 0.00% Total Personal Services, Operating $ 3,254,410 $ 3,606,600 $ 3,589,216 $ 3,556,007 Expenditures & Capital Outlay $ 3,638,278 2.31% Debt Service - - 173,224 173,226 581-9121 Transfer to Debt Service Fund 174,814 0.92% Fire Pumper - year 7 of 7 2001 Bond - Municipal Facilities - year 10 of 30 $ - $ - $ 173,224 $ 173,226 Total Debt Service $ 174,814 0.92% $ 3,254,410 $ 3,606,600 $ 3,762,440 $ 3,729,233 TOTAL EXPENSES $ 3,813,092 2.25% $ (3,009,384) $ (3,209,720) $ (3,410,346) $ (3,459,172) NET REVENUE / (EXPENSE) $ (3,555,281) 2.78% 0900-Fire 8/30/2010 1:42 PM 95 FIRE 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. DESCRIPTION Fire Department functions include fire protection, regulation, prevention, and inspection, as well as emergency medical services, vehicle extrication, surface water rescue, and hazardous materials services. The Fire Department serves as the lead agency in emergency management coordination for the City and conducts public education efforts directed at all ages 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. GOALS & ACCOMPLISHMENTS Current Year Goals:
Enhance CERT (Community Emergency Response Team) members capability by training with Fire Department first responders to develop cohesiveness in neighborhood search and rescue team resources.
Modify Navline computer program to comply with Insurance Services Organization (ISO) to capture the additional emphasis on fire fighter safety and training as well as move into compliance with ensuring proper training documentation in accordance with NFPA 1401(Training Documentation).
Replace our 12-lead biphasic cardiac monitor /defibrillators, capable of CO2, SPO2/MetHb Monitoring. The equipment will be placed in service on our 3 Advanced Life Support Units, R-6, T-6 and E-7. This equipment will allow us to meet our Medical Direction protocols to have 12 lead capabilities by Upgrading our 3Life-Pack 12s to Life Pack 15s.
Create a team of Driver Engineers, Officers, and Firefighters with instruction to develop specifications for the replacement of Truck 6. Long-Term Goals:
Rehabilitate Station 7 to bring structure up to ADA standards; add separate male and female shower and bathroom facilities; increase hangar room to accommodate all apparatus; and add a training room facility large enough to hold at least 30 students.
Demolish current Training Tower and erect new one capable of providing high angle rope rescue training, interior structural fire suppression training; interior hazardous materials release mitigation training; sprinkler and standpipe training, and ground ladder evolutions training.
Prepare for Fire Department Accredidation through the Center for Puiblic Safety Excellence, Inc. Significant Prior Year Accomplishments:
Developed CERT members into a cadre of volunteer instructors capable of teaching some fire education subjects such as demonstrating the Fire Safety House.
Successfully transitioned the Fire Department radio system from all lowband to a combination of lowband (dispatch and emergency back up) and 800 Mhz (fireground operations) radio frequencies.
Successful upgrade of 22 Self Contained Breathing Appliances bringing them in compliance with required National Fire Protection Association Standards and enhancing our safety program through tracking our personnel while they operate in untenable conditions. 96 PERFORMANCE MEASURES Workload Actual YTD thru 6/30 Budget Measure 2006-07 2007-08 2008-09 2009-10 2009-10 2010-11 Number of Fire Calls Received 517 479 477 303 375 Number of EMS Calls Received 2,567 2,484 2,645 1,953 2,400 Number of Other Calls Received 821 726 972 597 800 Number of Inspections Completed 3,319 3,277 2,863 1,748 n/a Number of Commercial Structure Inspections Conducted n/a n/a n/a 868 1,796 Number of Other Inspections (Fire Alarm, Sprinkler, Pre-Opening) Conducted n/a n/a n/a 499 200 Number of Re-Inspections Conducted n/a n/a n/a 381 1,300 Number of Public Education Contacts 8,049 5,520 6,681 3,262 4,000 Budget Impact FTE's per 1,000 Citizens 1.87 1.86 1.82 annual measure 1.82 Firefighters per 1,000 Citizens 1.82 1.81 1.77 annual measure 1.77 Net Cost of Services per Response $770.93 $882.30 annual measure $974.49 Net Cost of Services per Citizen $144.17 $154.93 annual measure $166.55 Effectiveness & Strategic Plan Fire Response Time (minutes) 4:36 4:37 4:35 4:54 4:30 EMS Response Time (minutes) 3:35 3:14 3:35 3:47 3:30 Fire Code Compliance Rate of Structures Inspected n/a n/a n/a 27% Fire Code Compliance Rate of Structures Re-Inspected n/a n/a n/a 89% Actual YTD thru 6/30 Budget Strategic Plan Goal Initiative Performance Measure 2006-07 2007-08 2008-09 2009-10 2009-10 2010-11 Public Safety change in response time n/a n/a n/a TBD Structural Review Fire Consolidation $ savings to City n/a n/a n/a TBD Change millage rate reduction n/a n/a n/a TBD % CB residents interested n/a n/a n/a TBD $ savings to CB residents n/a n/a n/a TBD Examine Providing Fire Financial $ revenue to FWB n/a n/a n/a TBD Protection to Cinco Bayou & Viability % ME residents interested n/a n/a n/a TBD Mary Esther $ savings to ME residents n/a n/a n/a TBD $ revenue to FWB n/a n/a n/a TBD Firefighters vs. Population Service Calls vs. Staffing 22,000 40 3,000 40 21,500 The City is transitioning to a Performance Management 2,500to utilize proven standards as a guide to System 38 38 2,000 21,000 making improvements that generate better operations, 36 customer value, and overall results. As such, current 36 20,500 1,500 performance measures – many of which aren’t34truly meaningful for evaluating services and others can’t be 34 20,000 1,000 easily supported by system-generated documentation/reports 32 and 500 must be manually tracked – haven’t been 32 19,500 19,000 updated for the current 30 year or upcoming 0 budget year. 30 2006-07 2007-08 2008-09 2009-10 2010-11 2006-07 2007-08 2008-09 2009-10 2010-11 budget budget budget budget Population We Firefighters appreciate your patience as The City of Fort Walton Beach Fire works toEMS develop a program Firefightersto clearly illustrate the purpose, quality, and value of programs and services provided! Grant Funding Property Value $1,800,000 $12 $1,600,000 $10 $1,400,000 $1,200,000 $8 Millions $1,000,000 $6 $800,000 $600,000 $4 $400,000 $2 $200,000 $0 $0 2006-07 2007-08 2008-09 2009-10 2010-11 2006-07 2007-08 2008-09 2009-10 2010-11 budget budget budget budget Applied Awarded Lost Due to Fire Saved from Fire 97 98  Recreation Services Director 1 FTE Staff Asst II 1 FTE Recreation Athletic Museum Grounds Maint Golf Club Golf Course Library Director Coordinator Coordinator Manager Ops Manager Manager Superintendent 1 FTE 1 FTE 1 FTE 1 FTE 1 FTE 1 FTE 1 FTE PARKS RIGHT-OF-WAY Adult Librarian Operation CEMETERY Service Wkr III Foreman 1 FTE Coordinator Cemetery 1 FTE 1 FTE 1 FTE Supervisor Child Librarian 1 FTE Service Wkr II 1 FTE Mus Asst I 5 FTE DOC Work 0.6 FTE Service Wkr II Squad Lib Asst II 1 FTE Hedrick Ctr Mgr Docie Ctr Mgr Chester Ctr Mgr Senior Ctr Mgr Service Wkr I (Crew of 8) 2.5 FTE Marketing 99 1 FTE 0.73 FTE 1 FTE 1 FTE 4 FTE Coordinator Service Wkr I Lib Asst I CRA 1 FTE Service Wkr II 2.1 FTE 1 FTE Rec Specialist Rec Supervisor Rec Specialist CRA Rec Specialist 0.75 FTE 1 FTE 0.88 FTE 1FTE 0.55 FTE Custodial Wkr 0.5 FTE Attendant Rec Specialist Rec Specialist Custodial Wkr 1 FTE 0.71 FTE (CDBG) 0.3 FTE Staff Asst II Greenskeeper 0.48 FTE 0.5 FTE 10.75 Custodial Wkr Attendant 0.88 FTE 0.38 FTE Attendant Golf Ops Asst Chem Specialist 0.98 FTE 1 FTE 1 FTE Custodial Wkr 0.5 FTE Club Attendant Lead Equip Mech 6.45 FTE 1 FTE Cart Attendant Equip Mech II 4.36 FTE 1 FTE Custodial Wkr Service Wkr III 0.95 FTE 1 FTE  001 GENERAL FUND - 1000 RECREATION Actual Budget 2009-10 2010-11 % 2006-07 2007-08 2008-09 Adopted Adopted Change Acct Revenues: 182,829 171,924 174,391 178,000 347-2000 Program Revenue 171,500 -3.65% 21,235 23,120 29,275 30,225 347-2100 Sponsorship Revenue 27,900 -7.69% 24,648 29,415 12,492 19,500 347-2200 Rentals - Auditorium, Rec Centers, etc 21,400 9.74% 25,314 30,372 30,077 18,200 347-2210 Rentals tax-exempt - Auditorium, Rec Centers, etc 23,400 28.57% 704 159 735 650 347-2300 Concession Revenue 500 -23.08% 36 95 - - 347-2310 Vending Maching Revenue - 0.00% 1,030 1,275 - - 347-4010 Special Events Use - Taxable - 0.00% 380 345 - - 347-4020 Special Events Use - Tax Exempt - 0.00% - - 980 1,000 347-4030 Holiday Parade Entry Fee 1,400 40.00% 3,010 13,262 15,193 - 366-1000 Contributions/Donations - 0.00% 38,807 - - - Grant Revenue - 0.00% $ 297,992 $ 269,966 $ 263,143 $ 247,575 TOTAL REVENUES $ 246,100 -0.60% Personal Services: 31.84 31.29 17.19 15.94 Number of Funded Employees (FTE's) 13.81 871,168 899,632 560,481 562,176 572-1200 Salaries 457,746 -18.58% 8,168 4,446 244 475 572-1400 Salaries - Overtime 500 5.26% 1,207 1,210 1,215 - 572-1503 Auto Allowance 52,002 54,048 33,476 33,251 572-2100 FICA Taxes 27,028 -18.72% 12,161 12,640 7,829 7,776 572-2101 Medicare 6,321 -18.71% 125,265 129,615 80,422 89,713 572-2200 Retirement Contributions 55,196 -38.47% - - - - 572-2204 Retirement Contributions - DC Plan 2,005 100.00% 118,609 126,906 58,955 69,495 572-2300 Dental, Life & Health Insurance 36,772 -47.09% 43,302 39,454 20,134 15,981 572-2400 Worker's Compensation 11,420 -28.54% $ 1,231,882 $ 1,267,951 $ 762,756 $ 778,867 Total Personal Services $ 596,988 -23.35% Operating Expenditures: 70,665 66,965 55,969 57,650 572-3400 Contractual Services 50,150 -13.01% 446 575 7,510 775 572-4000 Travel and per Diem 250 -67.74% 7,409 7,479 8,234 6,276 572-4100 Communication Services 5,931 -5.50% - - 502 575 572-4200 Postage 450 -21.74% 165,765 183,274 142,977 147,950 572-4300 Utilities 157,525 6.47% 3,796 3,757 3,762 4,345 572-4400 Rentals & Leases 4,395 1.15% 1,390 1,530 2,439 2,718 572-4610 Maintenance Contracts 2,868 5.52% 3,885 3,837 569 200 572-4620 Vehicle Repair 350 75.00% 15,221 11,732 - 200 572-4630 Equipment Repair 200 0.00% 30,292 30,679 14,612 19,040 572-4640 Building Maintenance 23,150 21.59% 49,465 44,147 1,391 1,150 572-4650 Grounds Maintenance 1,150 0.00% 356 - 187 400 572-4700 Printing and Binding 400 0.00% - 18,270 7,391 3,500 572-4801 Special Events 4,900 40.00% 1,460 4,243 3,378 7,300 572-5100 Office Supplies 6,300 -13.70% 6,265 6,367 2,353 2,650 572-5200 Operating Supplies 4,550 71.70% 855 - - 572-5202 Computer Supplies 20,300 28,234 1,508 1,950 572-5204 Fuel & Oil 2,035 4.36% 55,454 48,480 50,146 53,225 572-5207 Program Expense 54,475 2.35% 26,191 28,019 26,852 27,900 572-5208 Sponsorship Expense 27,900 0.00% 1,600 1,831 270 180 572-5210 Uniform Expense - -100.00% 2,087 5,356 1,229 - 572-5225 Donation Spending - 0.00% - 1,030 - - 572-5231 Computer Hardware/Software - 0.00% 582 597 627 365 572-5400 Books, Dues & Publications 225 -38.36% - - - - 572-5500 Training 300 100.00% $ 463,482 $ 496,403 $ 331,904 $ 338,349 Total Operating Expenditures $ 347,504 2.71% 1000-Recreation 8/30/2010 1:43 PM 100  001 GENERAL FUND - 1000 RECREATION Actual Budget 2009-10 2010-11 % 2006-07 2007-08 2008-09 Adopted Adopted Change Capital Outlay: - - 3,672 2,264 572-6214 Building Improvements - -100.00% 36,270 2,730 1,723 - 572-6310 Improvements Other Than Building - 0.00% 12,826 - - - 572-6355 Landscaping & Fences - 0.00% 36,332 16,101 5,484 - 572-6402 Equipment - 0.00% 5,238 - 800 - 572-6406 Specialized Equipment - 0.00% 3,660 743 1,262 - 572-6420 Computer Hardware/Software - 0.00% $ 94,326 $ 19,573 $ 12,942 $ 2,264 Total Capital Outlay $ - -100.00% Total Personal Services, Operating $ 1,789,690 $ 1,783,927 $ 1,107,602 $ 1,119,480 Expenditures & Capital Outlay $ 944,492 -15.63% Capital Improvements Program: - - - - 5117 - Hedrick Center Improvements 100,000 100.00% 572-6214 Water Intrustion Correction 572-6214 Gym Cooling System 104,259 138,347 - - Prior Years Capital Improvement Program $ 104,259 $ 138,347 $ - $ - Total Capital Improvements Program $ 100,000 0.00% $ 1,893,949 $ 1,922,274 $ 1,107,602 $ 1,119,480 TOTAL EXPENSES $ 1,044,492 -6.70% $ (1,595,956) $ (1,652,308) $ (844,459) $ (871,905) NET REVENUE / (EXPENSE) $ (798,392) -8.43% 1000-Recreation 8/30/2010 1:43 PM 101 RECREATION MISSION Provide athletic and recreational opportunities to adults and youth alike. DESCRIPTION Recreation manages three recreation centers, the Senior Center, Library, Heritage Park and Cultural Center, ROW Maintenance, the Cemetery, Park Maintenance, and the FWB Golf Club. These facilities offer a wide variety of recreational programs throughout the year. Football, Baseball, Basketball, Soccer, and softball leagues are held at the facilities and the recreation centers offer a variety of crafts and exercise classes, after school programs, and summer day camps. Special events are held throughout the year including the Easter Egg Hunt, Showtime Talent Contest, Fast Lane Track Meet, and GOALS & ACCOMPLISHMENTS Current Year Goals:
Continue to provide all recreational services to all citizens despite department cuts including operational funds and employee reductions.
Complete walk-through assessment of all facilities to maintain a quality atmosphere at all locations. Long-Term Goals:
Develop rennovation plan for repairing Hedrick Recreation Center facility
Continue to seek sponsorships to fund all athletic teams that participate in various sports and recreation programs.
On-going planning for all capital improvement projects that would eventually enhance recreation facilties.
Research all avenues for grant funding to offset future capital project expenses.
Continue to research all avenues to raise revenues in the Recreation Department. Significant Prior Year Accomplishments:
Organized and hosted special event activities including: Kids Day, Halloween Carnivals, Talent Show, Christmas Parade, Easter Egg Hunt, and the Fast Lane Track Meet.
Completed oxidation lighting system for the AC units in Hedrick Recreation Center
Increased programming participation including an increase in football, soccer, and Zumba class, and Summer Rec.
Successfully hosted 5th Annual Women's Professional Tennis Tournament.
Successfully recruited sponsorship/donation funding to help upgrade various areas in the recreation facilities/fields. 102 PERFORMANCE MEASURES Workload Actual YTD thru 6/30 Budget Measure 2006-07 2007-08 2008-09 2009-10 2009-10 2010-11 Number of Recreational Facilities 90 90 91 91 90 Users of All Parks & Recreation Programs 125,697 118,890 116,565 118,700 116,800 Adult Sports Participation 14,669 14,591 11,406 14,300 14,500 Youth Sports Participation 14,418 15,570 14,211 15,500 15,800 Hedrick Center Total Participation 26,923 25,754 31,457 26,700 26,500 Chester Pruitt Center Total Participation 26,398 24,625 25,214 24,500 24,500 Docie Bass Center Total Participation 14,201 14,250 15,797 15,200 15,500 Contracted Facilities Total Participation (BMX & Tennis) 29,088 24,100 18,480 22,500 20,000 Budget Impact FTE's per 1,000 Citizens 1.59 1.55 0.82 annual measure 0.76 Net Cost of Services per Citizen $71.59 $71.17 annual measure $41.72 Effectiveness & Strategic Plan Actual YTD thru 6/30 Budget Strategic Plan Goal Initiative Performance Measure 2006-07 2007-08 2008-09 2009-10 2009-10 2010-11 Government Relations # of facilities reviewed n/a n/a n/a 91 Analyze City Facility Use # programs expanded n/a n/a n/a 0 Quality of Life Patterns & Funding Options # programs reduced n/a n/a n/a 6 net $ savings to City n/a n/a n/a $19,400 Additional Resources for # Special Event Volunteer Hrs n/a n/a n/a 100 Volunteer Development Quality of Life # of Non-Profit Partnerships n/a n/a n/a 2 Increase Non-Profit Partnerships $ savings to City n/a n/a n/a $200 Land Use $ revenue from impact fees n/a n/a n/a TBD Implement Impact Fees for Quality of Life $ value of grants n/a n/a n/a $10,000 Recreation % leverage from grants n/a n/a n/a 4:1 % of programs funded in part by n/a n/a n/a 95% user fees Financial Report on Current Fees % of cost recovered from fees n/a n/a n/a 22% Viability $ revenue increase from fee n/a n/a n/a $0 adjustments Authorized FTE's vs. Program Users Funding Sources 25.00 135,000 100% 120,000 90% 20.00 The City is transitioning to a Performance105,000 Management System 80%to utilize proven standards as a guide to 15.00 operations, customer70% making improvements that generate better90,000 60% value, and overall results. As such, current 75,000 performance measures – many of which aren’t 50% 10.00 60,000truly meaningful for evaluating services and others can’t be 40% 45,000 30%must be manually tracked – haven’t been 5.00 easily supported by system-generated documentation/reports 30,000 and 20% 15,000 0.00 updated for the0current year or upcoming 10% budget year. 0% 2006-07 2007-08 2008-09 2009-10 2010-11 2006-07 2007-08 2008-09 2009-10 2010-11 budget budget budget budget FTE's We appreciate Users your patience as The City of Fort WaltonProgram BeachFees works Facility to develop a Rentals program to Ad Valorem/Other clearly illustrate the purpose, quality, and value of programs and services provided! 103  001 GENERAL FUND - 1010 PARKS Actual Budget 2009-10 2010-11 % 2006-07 2007-08 2008-09 Adopted Adopted Change Acct Revenues: - - 7,878 5,400 347-2200 Rentals - Liza Jackson 7,200 33.33% - - 2,210 900 347-2210 Rentals tax-exempt - Liza Jackson 1,100 22.22% - - 2,231 1,500 347-4010 Rentals - Landing 1,800 20.00% - - 530 650 347-4020 Rentals tax-exempt - Landing 1,150 76.92% - - 11,306 8,000 347-5910 Boat Launch Fee 8,000 0.00% - - 23,007 - Grant Revenue - 0.00% $ - $ - $ 47,162 $ 16,450 TOTAL REVENUES $ 19,250 17.02% Personal Services: - - 11.90 10.50 Number of Funded Employees (FTE's) 11.00 - - 290,353 293,608 572-1200 Salaries 300,491 2.34% - - 3,874 4,000 572-1400 Salaries - Overtime 4,000 0.00% - - 173 250 572-1401 Salaries - Overtime Holiday Worked 250 0.00% - - 16,129 15,446 572-2100 FICA Taxes 16,473 6.65% - - 3,772 3,612 572-2101 Medicare 3,852 6.64% - - 47,706 53,495 572-2200 Retirement Contributions 49,454 -7.55% - - - - 572-2204 Retirement Contributions - DC Plan 4,231 100.00% - - 97,373 122,178 572-2300 Dental, Life & Health Insurance 89,484 -26.76% - - 11,076 8,805 572-2400 Worker's Compensation 8,008 -9.05% $ - $ - $ 470,457 $ 501,394 Total Personal Services $ 476,243 -5.02% Operating Expenditures: - - 70 375 572-4000 Travel and Per Diem - -100.00% - - 900 1,865 572-4100 Communication Services 2,048 9.81% - - 82,510 86,890 572-4300 Utilities 69,920 -19.53% - - - - 572-4400 Rentals & Leases 1,200 100.00% - - 1,062 - 572-4610 Maintenance Contracts - 0.00% - - 4,733 3,800 572-4620 Vehicle Repair 2,300 -39.47% - - 12,542 12,300 572-4630 Equipment Repair 10,800 -12.20% - - 2,953 5,350 572-4640 Building Maintenance 5,850 9.35% - - 43,210 37,025 572-4650 Grounds Maintenance 39,225 5.94% - - - - 572-4905 Safety Programs/Supply 300 100.00% - - 3,340 2,275 572-5200 Operating Supplies 3,275 43.96% - - 14,904 18,540 572-5204 Fuel & Oil 19,300 4.10% - - 1,598 1,300 572-5210 Uniform Expense 1,400 7.69% - - 110 110 572-5400 Books, Dues & Publications 110 0.00% - - - - 572-5500 Training 150 100.00% $ - $ - $ 167,932 $ 169,830 Total Operating Expenditures $ 155,878 -8.22% Capital Outlay: - - - - 572-6214 Building Improvements 5,200 100.00% Seabreeze/Oakland Door Replace (8) - - 14,714 - 572-6402 Equipment 18,500 100.00% 72" Riding Mower (Repl MJ438, '00 Toro, 2907 hrs) - - 16,042 - 572-6404 Trucks 16,000 100.00% 1/2 Ton Pickup (Repl 2321, '91 Ford, 98922 mi) $ - $ - $ 30,756 $ - Total Capital Outlay $ 39,700 100.00% Total Personal Services, Operating $ - $ - $ 669,145 $ 671,224 Expenditures & Capital Outlay $ 671,821 0.09% 1010-Parks 8/30/2010 1:44 PM 104  001 GENERAL FUND - 1010 PARKS Actual Budget 2009-10 2010-11 % 2006-07 2007-08 2008-09 Adopted Adopted Change Capital Improvements Program: - - - - 572-6310 5072 - Ferry Park Improvements 35,000 100.00% Resurface Tennis Courts - - 21,203 - Prior Years Capital Improvement Program - $ - $ - $ 21,203 $ - Total Capital Improvements Program $ 35,000 100.00% $ - $ - $ 690,348 $ 671,224 TOTAL EXPENSES $ 706,821 5.30% $ - $ - $ (643,186) $ (654,774) NET REVENUE / (EXPENSE) $ (687,571) 5.01% 1010-Parks 8/30/2010 1:44 PM 105 PARKS MISSION Preserve, protect, maintain, and enhance the City's parkland areas. 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. GOALS & ACCOMPLISHMENTS Current Year Goals:
Maintain all parks in a safe, functional, and attractive condition.
Maintain all athletic fields and recreational areas in top quality form.
Maintain all vehicles and equipment in a safe operational fashion. Long-Term Goals:
Continue to update park facilities to ensure safety for all recreational opportunities.
Develop an assessment in the combination of athletic fields into one location.
Continue to research and study any new chemicals and train staff in turf management.
Continue to maintain all athletic sites, including 17 ball fields, in top quality form by having them on a turf management program.
Continue to research trends in recreation and developing those opportunities for the citizens of FWB. Significant Prior Year Accomplishments:
Completed entire park renovation of Chester Pruitt Park including new lighting, sod, playground equipment, exercise trail, park benches, trash receptacles, safety netting, restroom facility, and parking lot.
Installed new playground equipment at Kenwood Park, Vesta Heights Park, and Garniers Beach Park.
Increased reservations and revenue at park rental sites.
Completed safety netting around the Ferry Park Disc Golf Course.
Completed renovations at Liza Jackson Park with stormwater separator, stream renovation, park signage, and gazebo installation. 106 PERFORMANCE MEASURES Workload Actual YTD thru 6/30 Budget Measure 2006-07 2007-08 2008-09 2009-10 2009-10 2010-11 Acres of Developed & Undeveloped Parks 182.70 182.70 182.70 182.70 182.70 Budget Impact FTE's per 1,000 Citizens 0.64 0.64 0.57 annual measure 0.50 Net Cost of Services per Acre n/a n/a annual measure $3,594 Net Cost of Services per Citizen n/a n/a annual measure $31.39 Effectiveness & Strategic Plan none identified Authorized FTE's vs. Acres 16.00 200 14.00 12.00 The City is transitioning to a Performance Management 150 System to utilize proven standards as a guide to 10.00 making improvements that generate better operations, customer value, and overall results. As such, current 8.00 6.00 performance measures – many of which aren’t100 truly meaningful for evaluating services and others can’t be 4.00 easily supported by system-generated documentation/reports 50 and must be manually tracked – haven’t been 2.00 0.00 updated for the current 0 year or upcoming budget year. 2005-06 2006-07 2007-08 2008-09 2009-10 budget budget FTE's We appreciate Acres your patience as The City of Fort Walton Beach works to develop a program to clearly illustrate the purpose, quality, and value of programs and services provided! 107 108  001 GENERAL FUND - 1015 RIGHT-OF-WAY Actual Budget 2009-10 2010-11 % 2006-07 2007-08 2008-09 Adopted Adopted Change Acct Revenues: 42,503 42,503 42,503 42,505 344-9007 DOT Right-of-Way Maintenance Contract 42,505 0.00% 2,643 70 43 - 366-1000 Contributions/Donations - 0.00% 79,100 12,560 63,935 - Grant Revenue - 0.00% $ 124,246 $ 55,133 $ 106,482 $ 42,505 TOTAL REVENUES $ 42,505 0.00% Personal Services: 9.00 9.00 8.00 7.00 Number of Funded Employees (FTE's) 1.00 256,079 267,264 208,385 179,183 541-1200 Salaries 36,370 -79.70% 541 46 - 100 541-1400 Salaries - Overtime 100 0.00% 591 - - 541-1503 Auto Allowance 14,961 15,769 11,867 10,020 541-2100 FICA Taxes 1,948 -80.56% 3,499 3,688 2,775 2,343 541-2101 Medicare 456 -80.54% 42,598 41,125 35,349 33,847 541-2200 Retirement Contributions 7,609 -77.52% 35,800 35,513 46,522 55,708 541-2300 Dental, Life & Health Insurance 8,733 -84.32% 21,449 20,673 14,887 9,715 541-2400 Worker's Compensation 2,355 -75.76% $ 375,518 $ 384,078 $ 319,785 $ 290,916 Total Personal Services $ 57,571 -80.21% Operating Expenditures: 335 1,832 300 1,200 541-3400 Contractual Services 57,667 4705.58% 1,363 1,156 241 200 541-4000 Travel and Per Diem - -100.00% 653 537 901 1,682 541-4100 Communication Services 876 -47.92% 25,304 15,214 19,215 21,860 541-4300 Utilities 19,135 -12.47% 1,200 1,200 1,275 - 541-4610 Maintenance Contracts - 0.00% 1,834 3,566 1,958 2,549 541-4620 Vehicle Repair 1,300 -49.00% 6,045 9,172 6,013 4,130 541-4630 Equipment Repair 4,130 0.00% 10,405 11,360 10,173 10,100 541-4650 Grounds Maintenance 10,100 0.00% 2,133 283 - 541-4655 Beautification Committee Donation Spending 252 316 136 345 541-4905 Safety Programs/Supply 50 -85.51% 61 - 541-5100 Office Supplies 2,414 5,154 2,452 2,325 541-5200 Operating Supplies 2,375 2.15% 16 - - 541-5202 Computer Supplies 9,505 13,631 9,075 11,405 541-5204 Fuel & Oil 10,810 -5.22% 1,129 1,213 1,384 1,204 541-5210 Uniform Expense 175 -85.47% 111 15 15 15 541-5400 Books, Dues & Publications - -100.00% - - - - 541-5500 Training 200 100.00% - (31) - - 541-9905 Capitalized Costs Allocation - Labor - 0.00% - (10) - - 541-9906 Capitalized Costs Allocation - Benefits - 0.00% - (4) - - 541-9907 Capitalized Costs Allocation - Overhead - 0.00% $ 62,760 $ 64,605 $ 53,138 $ 57,015 Total Operating Expenditures $ 106,818 87.35% Capital Outlay: - - 63,935 541-6355 Landscaping - 26,390 - - 541-6402 Equipment - 0.00% 15,515 - 5,293 - 541-6404 Trucks - 0.00% $ 15,515 $ 26,390 $ 69,228 $ - Total Capital Outlay $ - 0.00% Total Personal Services, Operating $ 453,793 $ 475,072 $ 442,151 $ 347,931 Expenditures & Capital Outlay $ 164,389 -52.75% Capital Improvements Program: 73,570 - - - Prior Years Capital Improvement Program - 0.00% $ 73,570 $ - $ - $ - Total Capital Improvements Program $ - 0.00% $ 527,363 $ 475,072 $ 442,151 $ 347,931 TOTAL EXPENSES $ 164,389 -52.75% $ (403,117) $ (419,939) $ (335,669) $ (305,426) NET REVENUE / (EXPENSE) $ (121,884) -60.09% 1015-ROW 8/30/2010 1:51 PM 109 RIGHT-OF-WAY MISSION Maintain and beautify the City’s medians and rights-of-way. DESCRIPTION Right-of-Way landscapes and maintains areas along City roadways and rights-of-way. Activities include mowing, edging, litter control, irrigation, and fertilization. GOALS & ACCOMPLISHMENTS Current Year Goals:
Maintain City roadways to standards specified by the Florida Department of Transportation including edging, blowing, mowing, and weeding all areas.
Transition from in-house labor to inmate labor program. Long-Term Goals:
Provide the citizens of FWB top quality ROW maintained areas.
Maintain constant litter control in the City to maintain the beautification standards set forth.
Continue to pursue grant opportunities to enhance various areas in the city.
Develop a landscaping plan for all highly seen areas along ROW's. Significant Prior Year Accomplishments:
Landscaped various areas in the city including City Hall, all Hwy 98 Medians, Library, and downtown areas.
Planted flowers and maintained landscaping plan along newly renovated areas in downtown FWB. 110 PERFORMANCE MEASURES Workload Actual YTD thru 6/30 Budget Measure 2006-07 2007-08 2008-09 2009-10 2009-10 2010-11 Hours of FDOT Contract Maintenance 3,029 3,366 2,528 3,200 3,400 Hours of City Right-of-Way Maintained n/a n/a 14,112 4,500 11,160 Budget Impact FTE's per 1,000 Citizens 0.43 0.43 0.38 annual measure 0.33 Net Cost of Services per Citizen n/a n/a annual measure $14.72 Effectiveness & Strategic Plan Actual YTD thru 6/30 Budget Strategic Plan Goal Initiative Performance Measure 2006-07 2007-08 2008-09 2009-10 2009-10 2010-11 Transportation Quality of Life Maintain "Tree City" Designation New trees planted (includes CRA) n/a n/a n/a 5 FDOT Reimbursement $100,000 $80,000 The City is transitioning to a Performance Management System to utilize proven standards as a guide to $60,000 making improvements that generate better operations, customer value, and overall results. As such, current $40,000 performance measures – many of which aren’t truly meaningful for evaluating services and others can’t be $20,000 easily supported by system-generated documentation/reports and must be manually tracked – haven’t been updated for the current year or upcoming budget year. $0 2006-07 2007-08 2008-09 2009-10 2010-11 budget budget Cost to Maintain We appreciate your patience as The City of Fort Walton Beach works to develop a program to Funding Received clearly illustrate the purpose, quality, and value of programs and services provided! 111 112  001 GENERAL FUND - 1020 SENIOR CENTER Actual Budget 2009-10 2010-11 % 2006-07 2007-08 2008-09 Adopted Adopted Change Acct Revenues: 3,620 3,081 3,602 3,100 347-2200 Rental - Center, etc 3,250 4.84% - 480 1,442 750 347-2210 Rental - Tax Exempt 500 -33.33% 13,576 18,562 18,407 16,800 347-5600 Program Income 16,000 -4.76% 6,344 9,156 13,598 9,300 347-5610 Memberships 11,200 20.43% 87 55 62 50 347-5620 Copy Machine 50 0.00% 128 54 46 75 347-5630 Commissions on Shop 75 0.00% 656 861 555 650 347-5640 Concessions 700 7.69% 1,551 2,386 3,531 - 366-1000 Contributions/Donations - 0.00% $ 25,962 $ 34,635 $ 41,243 $ 30,725 TOTAL REVENUES $ 31,775 3.42% Personal Services: 2.58 2.38 1.85 1.85 Number of Funded Employees (FTE's) 1.85 62,745 60,520 52,201 50,113 572-1200 Salaries 50,113 0.00% 3,659 3,509 3,045 2,925 572-2100 FICA Taxes 2,934 0.31% 856 820 712 684 572-2101 Medicare 686 0.29% 4,924 5,266 5,486 6,049 572-2200 Retirement Contributions 6,699 10.75% 9,004 9,592 6,145 5,150 572-2300 Dental, Life & Health Insurance 4,512 -12.39% 3,219 2,755 1,971 1,504 572-2400 Worker's Compensation 1,335 -11.24% $ 84,406 $ 82,462 $ 69,560 $ 66,425 Total Personal Services $ 66,279 -0.22% Operating Expenditures: 1,032 365 - - 572-4000 Travel and Per Diem - 0.00% 846 866 840 624 572-4100 Communication Services 600 -3.85% - - 243 225 572-4200 Postage 200 -11.11% 20,163 21,357 24,986 24,550 572-4300 Utilities 25,225 2.75% 541 605 587 576 572-4400 Rentals & Leases 665 15.45% 72 72 501 513 572-4610 Maintenance Contracts 513 0.00% 26 65 - 100 572-4630 Equipment Repair 100 0.00% 2,500 11,531 1,369 2,200 572-4640 Building Maintenance 2,200 0.00% 18 150 140 325 572-4650 Grounds Maintenance 250 -23.08% 341 - - 572-5100 Office Supplies 1,412 1,083 1,355 1,200 572-5200 Operating Supplies 1,100 -8.33% - - - - 572-5201 Coffee Supplies 500 100.00% 231 - - 572-5202 Computer Supplies 7,214 8,306 8,678 11,025 572-5207 Program Expense 10,075 -8.62% - 120 - 30 572-5210 Uniform Expense - -100.00% 736 175 356 - 572-5223 Aluminum Can Spending - 0.00% 224 224 226 263 572-5400 Books, Dues & Publications 263 0.00% $ 35,356 $ 44,919 $ 39,279 $ 41,631 Total Operating Expenditures $ 41,691 0.14% Capital Outlay: - - 2,883 - 572-6214 Building Improvements - 0.00% - 743 - - 572-6420 Computer Hardware/Software - 0.00% $ - $ 743 $ 2,883 $ - Total Capital Outlay $ - 0.00% Total Personal Services, Operating $ 119,763 $ 128,123 $ 111,722 $ 108,056 Expenditures & Capital Outlay $ 107,970 -0.08% $ 119,763 $ 128,123 $ 111,722 $ 108,056 TOTAL EXPENSES $ 107,970 -0.08% $ (93,801) $ (93,488) $ (70,479) $ (77,331) NET REVENUE / (EXPENSE) $ (76,195) -1.47% 1020-Senior 8/30/2010 1:52 PM 113 SENIOR CENTER MISSION Offer hobbies, fitness, and personal growth to citizens age 50 and over. DESCRIPTION Senior Center facilities include a library, billiards room, ceramics studio, computer/game room, and a shuffleboard complex. Programs offered include art, exercise, dance, ceramics, China painting, Tai Chi, bingo, bridge, National Mah Jhong, and monthly luncheons. The center also organizes special events such as the Fine Art Show, China Painters Expo, Arts and Crafts Show, NW Florida Doll Show, and social functions. GOALS & ACCOMPLISHMENTS Current Year Goals:
Provide high quality, cost effective, innovative programs and activities to the active over 50 population by promoting the center and keeping abreast of current trends and needs of the aging population.
Increase networking avenues with other local agencies and participate in community events.
Increase the level of services and activities available with staff training and utilization of volunteers. Long-Term Goals:
Expand programs and services to reach a broader range of participants.
Explore "Inter-generational" programs.
Expand sponsorship opportunities.
Intitiate a Senior Center program for endowments.
Explore possible programs for after-hours, personnel providing. Significant Prior Year Accomplishments:
Expanded sponsorship opportunities.
Started bi-monthly spaghetti lunches as special event fund raiser.
Instituted Christmas in July Craft Show. 114 PERFORMANCE MEASURES Workload Actual YTD thru 6/30 Budget Measure 2006-07 2007-08 2008-09 2009-10 2009-10 2010-11 Number of Programs Offered 38 37 41 43 43 Number of Participants in All Programs 15,306 13,213 13,578 6,837 11,000 Number of City Resident Memberships 204 206 123 157 200 Number of County Resident Memberships 261 250 118 135 250 Number of Non-Resident Memberships 106 74 20 35 60 Number of Facility Reservations 106 112 73 29 100 Budget Impact FTE's per 1,000 Citizens 0.12 0.11 0.09 annual measure 0.09 Net Cost of Services per Program User $6.06 $7.02 annual measure $3.71 Net Cost of Services per Citizen $4.44 $4.41 annual measure $3.71 Effectiveness & Strategic Plan % of Existing Memberships Renewed 57% 75% 80% Number of New Members 245 132 89 63 100 Actual YTD thru 6/30 Budget Strategic Plan Goal Initiative Performance Measure 2006-07 2007-08 2008-09 2009-10 2009-10 2010-11 Government Relations Additional Resources for # of volunteer hours n/a n/a n/a 500 Volunteer Development $ savings to City n/a n/a n/a $5,000 Quality of Life # of non-profit partnerships n/a n/a n/a 10 Increase Non-Profit Partnerships $ savings to City n/a n/a n/a $2,000 Authorized FTE's vs. Program Users Funding Sources 3.00 18,000 100% 16,000 2.50 The City is transitioning to a Performance 14,000 Management System 80%to utilize proven standards as a guide to 2.00 making improvements that generate better operations, 12,000 customer60% value, and overall results. As such, current 10,000 1.50 performance measures – many of which aren’t truly meaningful40% 8,000 for evaluating services and others can’t be 1.00 6,000 easily supported by system-generated documentation/reports 4,000 and 20%must be manually tracked – haven’t been 0.50 2,000 0.00 updated for the current 0 year or upcoming 0% budget year. 2006-07 2007-08 2008-09 2009-10 2010-11 2006-07 2007-08 2008-09 2009-10 2010-11 budget budget budget budget FTE's We appreciate Users your patience as The City of Fort Walton Beach works to develop Members/Programs a program Facility Rentals to Ad Valorem/Other clearly illustrate the purpose, quality, and value of programs and services provided! Memberships 300 250 200 150 100 50 0 2006-07 2007-08 2008-09 2009-10 2010-11 budget budget City County Non-Resident 115  001 GENERAL FUND - 1060 LIBRARY Actual Budget 2009-10 2010-11 % 2006-07 2007-08 2008-09 Adopted Adopted Change Acct Revenues: 208,433 137,700 160,850 148,560 337-7000 Cooperative Funding - Operations 79,671 -46.37% 2,000 1,000 - - 337-7005 Cooperative Funding - Programs - 0.00% 39,390 20,101 11,275 - 341-9110 Passport Fees 7,800 100.00% 2,975 3,559 2,590 2,750 347-1000 Library Fees 2,740 -0.36% 306 375 500 250 347-1210 Rentals - Taxable 250 0.00% 252 75 50 25 347-1220 Rentals - Tax Exempt 25 0.00% 7,078 6,936 6,253 6,000 347-3010 Photo Copy Revenue 5,800 -3.33% 12,370 12,679 13,791 12,000 352-1000 Library Fines 12,000 0.00% 343 344 65 200 352-1010 Lost Publications 200 0.00% 8,280 1,238 3,465 - 366-1000 Contributions/Donations - 0.00% 1,500 167 - - Grant Revenue - 0.00% $ 282,927 $ 184,175 $ 198,839 $ 169,785 TOTAL REVENUES $ 108,486 -36.10% Personal Services: 11.10 10.60 9.90 9.90 Number of Funded Employees (FTE's) 8.10 304,610 323,781 301,210 292,513 571-1200 Salaries 246,771 -15.64% 809 68 252 - 571-1400 Salaries - Overtime - 0.00% 18,063 19,362 18,423 17,687 571-2100 FICA Taxes 15,084 -14.72% 4,224 4,528 4,309 4,136 571-2101 Medicare 3,528 -14.70% 44,537 46,664 33,906 35,531 571-2200 Retirement Contributions 33,417 -5.95% 31,142 31,357 15,829 15,417 571-2300 Dental, Life & Health Insurance 8,996 -41.65% 1,277 1,602 1,131 1,265 571-2400 Worker's Compensation 723 -42.85% $ 404,662 $ 427,364 $ 375,060 $ 366,549 Total Personal Services $ 308,519 -15.83% Operating Expenditures: 3,074 3,305 3,348 2,358 571-3400 Contractual Services 1,944 -17.56% 331 128 - 250 571-4000 Travel and Per Diem 250 0.00% 2,077 2,081 2,443 2,220 571-4100 Communication Services 1,825 -17.79% - - 800 800 571-4200 Postage 300 -62.50% 70,804 60,003 59,013 61,400 571-4300 Utilities 64,285 4.70% 11,954 11,619 11,981 12,238 571-4400 Rentals & Leases 12,153 -0.69% 33,436 13,551 3,072 3,560 571-4610 Maintenance Contracts 3,867 8.62% 4,870 3,782 3,771 3,900 571-4640 Building Maintenance 3,900 0.00% 752 800 8,680 600 571-4650 Grounds Maintenance 600 0.00% 1,218 2,086 1,190 1,200 571-4800 Promotional Activities 1,200 0.00% 1,499 3,396 2,333 571-5100 Office Supplies 5,954 5,510 4,033 4,400 571-5200 Operating Supplies 8,340 89.55% 3,044 - - 571-5202 Computer Supplies 1,996 934 931 1,000 571-5207 Library Co-op Program Expense - -100.00% 149 231 56 - 571-5210 Uniform Expense - 0.00% 13,092 7,621 4,598 - 571-5223 Passport Fee Spending - 0.00% - - 1,090 - 571-5224 Donation Spending - 0.00% - 602 331 - 571-5231 Computer Hardware/Software - 0.00% 699 713 7,384 535 571-5400 Books, Dues & Publications 665 24.30% 780 (2,565) 1,560 - 571-5501 Tuition Reimbursement - 0.00% $ 155,729 $ 113,796 $ 116,613 $ 94,461 Total Operating Expenditures $ 99,329 5.15% Capital Outlay: 8,892 5,458 752 - 571-6401 Furniture and Fixtures - 0.00% 1,147 - - - 571-6402 Equipment - 0.00% 13,686 7,568 636 - 571-6420 Computer Hardware/Software - 0.00% 59,331 54,736 41,219 35,220 571-6600 Books, Publications & Library Materials 31,000 -11.98% $ 83,057 $ 67,762 $ 42,606 $ 35,220 Total Capital Outlay $ 31,000 -11.98% Total Personal Services, Operating $ 643,448 $ 608,922 $ 534,279 $ 496,230 Expenditures & Capital Outlay $ 438,848 -11.56% 1060-Library 8/30/2010 1:53 PM 116  001 GENERAL FUND - 1060 LIBRARY Actual Budget 2009-10 2010-11 % 2006-07 2007-08 2008-09 Adopted Adopted Change Capital Improvements Program: 55,086 - - - Prior Years Capital Improvement Program $ 55,086 $ - $ - $ - Total Capital Improvements Program $ - 0.00% Debt Service - - 22,011 22,011 581-9121 Transfer to Debt Service Fund 22,291 1.27% 2001 Bond - Municipal Facilities - year 10 of 30 $ - $ - $ 22,011 $ 22,011 Total Debt Service $ 22,291 1.27% $ 698,534 $ 608,922 $ 556,290 $ 518,241 TOTAL EXPENSES $ 461,139 -11.02% $ (415,606) $ (424,747) $ (357,451) $ (348,456) NET REVENUE / (EXPENSE) $ (352,653) 1.20% 1060-Library 8/30/2010 1:53 PM 117 LIBRARY MISSION Create and foster a comprehensive variety of print and media resources and materials designed to educate and entertain. DESCRIPTION Library resources include books, newspapers, periodicals, audio tapes, compact discs, and videos. Children’s story hours are held weekly and special holiday reading programs as well as 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. As a member of the Okaloosa County Library Cooperative, municipal library patrons have access to materials owned by other cooperative members. GOALS & ACCOMPLISHMENTS Current Year Goals:
Install, configure, and promote a self-checkout unit for patron self-service for simple checkouts. Equipment will allow staff to spend more time with patrons needing assistance in finding materials and using computers.
Make use of the new library system's collection evaluation tools to provide more of what is popular and in-demand by library patrons.
Forge partnerships with organizations and volunteers to increase non-tax funding for the library with cash and in-kind donations. Long-Term Goals:
Explore and offer materials in a variety of formats, including downloadable, e-books, searchable databases.
Increase awareness of library services by effectively using communication technologies such as Internet, BookMyne, and Blogs.
Explore partnerships with museums and consortia to provide electronic storage and access to local history resources.
Re-evaluate and possibly re-configure the layout of the library interior to better serve current needs of patrons.
Apply for a grant for the building or renovation of a facility in the Kenwood area as a branch library to serve City residents living in the Racetrack Road/Kenwood area. Significant Prior Year Accomplishments:
Attended conference and worked with County IT to further develop and improve the Okaloosa County Public Library Cooperative Symphony Online Catalog and Workflows programs to benefit city library patrons' access to materials.
Extended the library's online outreach efforts in the form of blogs, a Facebook page, and through regular updates of the library's website and online calendar.
Continued fund raising inside the library with an ongoing book sale to benefit the library. Engaged in collaboration with volunteers, downtown businesses, and partner organizations to increase fund raising efforts. 118 PERFORMANCE MEASURES Workload Actual YTD thru 6/30 Budget Measure 2006-07 2007-08 2008-09 2009-10 2009-10 2010-11 Inventoried Collection (books, magazines, tapes, etc.) 69,061 71,006 73,641 75,248 75,000 76,000 Circulation Volume 126,271 137,002 142,148 100,117 130,000 130,000 Number of Active Patrons 23,887 24,366 26,530 24,215 27,000 26,000 Number of Participants in All Programs 5,792 5,601 4,785 3,657 5,000 4,000 Number of Reference Inquiries Addressed 48,390 48,509 42,934 30,297 41,767 35,000 Hours of Internet Use 54,248 52,591 47,607 32,919 47,000 46,000 Budget Impact FTE's per 1,000 Citizens 0.53 0.50 0.47 annual measure 0.48 Net Cost of Services per Citizen $17.03 $19.89 annual measure $16.76 Effectiveness & Strategic Plan Actual YTD thru 6/30 Budget Strategic Plan Goal Initiative Performance Measure 2006-07 2007-08 2008-09 2009-10 2009-10 2010-11 Government Relations Additional Resources for # of volunteer hours n/a n/a 900 Volunteer Development $ savings to City n/a n/a $5,000 Quality of Life # of non-profit partnerships n/a n/a 15 Increase Non-Profit Partnerships # of business partnerships n/a n/a 10 $ savings to City n/a n/a $1,200 Authorized FTE's vs. Patrons Funding Sources 12.00 28,000 100% 10.00 The City is transitioning to a Performance27,000 Management System 80%to utilize proven standards as a guide to 8.00 making improvements that generate better operations, customer60% 26,000 value, and overall results. As such, current 6.00 25,000 performance measures – many of which aren’t truly meaningful 40%for evaluating services and others can’t be 4.00 24,000 easily supported by system-generated documentation/reports and 20%must be manually tracked – haven’t been 2.00 23,000 0.00 updated for the 22,000 current year or upcoming 0% budget year. 2006-07 2007-08 2008-09 2009-10 2010-11 2006-07 2007-08 2008-09 2009-10 2010-11 budget budget budget budget FTE's We appreciate Patrons your patience as The City of Fort Walton Cooperative Beach works toFees/Fines/Copies develop a program Ad to Valorem/Other clearly illustrate the purpose, quality, and value of programs and services provided! Weekly Circulation vs. Hours Workload per FTE 2,800 70 16,000 2,700 60 14,000 50 12,000 2,600 10,000 40 2,500 8,000 30 2,400 6,000 20 4,000 2,300 10 2,000 2,200 0 0 2006-07 2007-08 2008-09 2009-10 2010-11 2006-07 2007-08 2008-09 2009-10 2010-11 budget budget budget budget Circulation Hours Open Circulation Patrons 119  001 GENERAL FUND - 1070 MUSEUM Actual Budget 2009-10 2010-11 % 2006-07 2007-08 2008-09 Adopted Adopted Change Acct Revenues: 4,950 3,680 2,550 - 341-9110 Passport Fees 2,000 100.00% - 1,150 2,490 1,300 347-2000 Program Revenue 1,500 15.38% - 5,500 5,500 - 347-2100 Sponsorship Revenue - 0.00% 33,930 32,882 30,909 30,000 347-3500 Admission Fees 30,000 0.00% 28,201 31,373 31,290 30,000 347-3510 Merchandise Sales 30,000 0.00% 70 40 159 75 347-3515 Merchandise Sales - Tax Exempt 75 0.00% 9,780 9,606 8,872 7,000 347-3520 Fees - Tax Exempt 7,000 0.00% 6,631 4,531 3,520 - 366-1000 Contributions/Donations - 0.00% - 200 899 250 369-9000 Miscellaneous Revenue - -100.00% - - - - Grant Revenue - 0.00% $ 83,562 $ 88,961 $ 86,189 $ 68,625 TOTAL REVENUES $ 70,575 2.84% Personal Services: 6.01 5.18 4.98 4.85 Number of Funded Employees (FTE's) 2.60 151,771 157,114 147,102 151,462 573-1200 Salaries 84,782 -44.02% 1,275 888 125 - 573-1400 Salaries - Overtime - 0.00% 10,509 9,515 8,990 9,079 573-2100 FICA Taxes 4,971 -45.25% 2,458 2,225 2,103 2,123 573-2101 Medicare 1,163 -45.22% 20,038 21,698 21,122 24,730 573-2200 Retirement Contributions 15,015 -39.28% 20,933 15,732 15,584 22,836 573-2300 Dental, Life & Health Insurance 17,263 -24.40% 1,228 1,099 831 511 573-2400 Worker's Compensation 167 -67.32% $ 208,211 $ 208,272 $ 195,856 $ 210,741 Total Personal Services $ 123,361 -41.46% Operating Expenditures: 1,527 - - - 573-3100 Professional Services - 0.00% 840 - - - 573-3400 Contractual Services 30 100.00% - 1,490 25 - 573-4000 Travel and Per Diem - 0.00% 2,743 2,248 2,182 3,386 573-4100 Communication Services 1,525 -54.96% - - 524 600 573-4200 Postage 500 -16.67% 16,279 18,071 13,126 13,265 573-4300 Utilities 19,170 44.52% 1,603 1,417 1,545 1,744 573-4400 Rentals & Leases 1,881 7.86% 412 891 1,592 1,952 573-4610 Maintenance Contracts 1,940 -0.61% 56 23 89 100 573-4630 Equipment Repair 100 0.00% 1,698 1,599 2,912 2,500 573-4640 Building Maintenance 2,500 0.00% 678 574 376 860 573-4650 Grounds Maintenance 480 -44.19% 744 1,089 1,636 1,615 573-4700 Printing & Binding 1,925 19.20% 1,782 1,947 2,363 2,100 573-4800 Promotional Activities 2,100 0.00% 791 - - 573-5100 Office Supplies 769 1,015 101 400 573-5200 Operating Supplies 400 0.00% 400 - - 573-5202 Computer Supplies 25 19 25 30 573-5204 Fuel and Oil 25 -16.67% 12,291 15,171 14,924 13,000 573-5205 Goods For Resale 13,000 0.00% 772 693 820 800 573-5207 Program Expense 800 0.00% - 5,230 4,343 - 573-5208 Sponsorship Expense - 0.00% 96 97 - - 573-5210 Uniform Expense - 0.00% 309 1,014 769 900 573-5215 Exhibit / Collection Supplies 900 0.00% 1,530 2,691 604 - 573-5223 Passport Fee Spending - 0.00% 5,373 1,152 3,209 - 573-5224 Donation Receipts Spending - 0.00% 768 894 1,262 600 573-5230 ACH/Credit Card Fees 1,500 150.00% 1,172 1,064 801 955 573-5400 Books, Dues & Publications 590 -38.22% $ 52,658 $ 58,390 $ 53,226 $ 44,807 Total Operating Expenditures $ 49,366 10.17% Capital Outlay: - 3,040 2,828 - 573-6214 Building Improvements - 0.00% - 2,321 605 - 573-6420 Computer Hardware/Software - 0.00% $ - $ 5,361 $ 3,433 $ - Total Capital Outlay $ - 0.00% 1070-Museum 8/30/2010 1:54 PM 120  001 GENERAL FUND - 1070 MUSEUM Actual Budget 2009-10 2010-11 % 2006-07 2007-08 2008-09 Adopted Adopted Change Total Personal Services, Operating $ 260,869 $ 272,023 $ 252,515 $ 255,548 Expenditures & Capital Outlay $ 172,727 -32.41% $ 260,869 $ 272,023 $ 252,515 $ 255,548 TOTAL EXPENSES $ 172,727 -32.41% $ (177,308) $ (183,061) $ (166,326) $ (186,923) NET REVENUE / (EXPENSE) $ (102,152) -45.35% 1070-Museum 8/30/2010 1:54 PM 121 MUSEUM MISSION Share 14,000 years of Fort Walton culture and history through stewardship and interpretation of its prehistoric and historic collections. DESCRIPTION HPCC presents the history of the FWB area from prehistoric times some 14,000 years ago to the mid-twentieth century. The Indian Temple Mound Museum was the first museum in Florida to be owned and operated by a municipality and is recognized for having the finest collection of prehistoric ceramics in the Southeast United States. The Camp Walton Schoolhouse Museum and Garnier Post Office Museum are fine examples of early Northwest Florida small town structures and both house historic collections of artifacts that relay the story of early days in Camp Walton, Florida. GOALS & ACCOMPLISHMENTS Current Year Goals:
Maintain museums' high level of professionalism by preserving and interpreting its artifact collections; caring for two historic buildings; maintaining National Landmark temple mound; and archiving documents, photographs, historic paper collections while continuing to address the challenges created by current economic and budget constraints.
Continue to provide educational programming at ITMM and CWSM for grade school through adult students in a four county area. Continue to provide annual events and series lectures such as Museum Summer Camp, Haunted History Tours, Workshops, Classes, Fire and Earth Pottery Expo and Pottery Expo Youth Art Competition.
Continue updates and changes to ITMM, schoolhouse, civil war exhibit areas and research library as funds allow. Long-Term Goals:
Continue promotion and public awareness of museums through cooperative marketing partnerships and opportunities with Historic Downtown Merchants, Tourism Development Center, Friends of the Museums, Historic Sites and Structures, Chamber and Musical Echoes.
Continue to partner with Okaloosa County Museum Cooperative to collectively share resources and raise funds.
Proactively plan to overcome challenges from expected future loss of school tours admission due to budget cuts with outreach programming.
Complete NAGPRA process from filing to certification; clear collections ownership issues.
Continue creating strong professional relationships with arts, culture and scientific community and institutions of higher learning to increase heritage tourism with focus on financial development.
Build a broader base volunteer corps capable of assisting current staff by extending services and programming.
Acquire sponsorship for 2011-2012 summer / travelling exhibit. Significant Prior Year Accomplishments:
Created sponsor partnership with Friends of the Museums, Inc to create "Pirates: The Last Scourge of the Gulf" an interactive and educational summer exhibit focused on the true pirate history of this area.
Hosted the following public events: CWS Christmas Open House, Annual Volunteer Awards Ceremony and Fire and Earth: 2010 Coastal Pottery Expo.
Produced public programming to include “Food for Thought” lunchtime lectures, Maritime Lecture Series and public field trips to archaeologically significant local sites.
ITMM gallery updates included removal of Civil War exhibits to new structure, redesign of historic exhibits and expansion of Native American artifact gallery.
Participated as full partners in the following events: Musical Echoes Flute Festival, Kid’s Scouting Fun Day, Docie Bass Fall Carnival, Thunderbird International Pow Wow, Senior Snowbird Expo, Walton County History Fair, FPAN Archaeology Month Event, UWF Festival on the Green, Boy Scout 100 Years of Scouting, Kids Day at the Landing, Billy Bowlegs Krewe Party, Smithsonian Museum Magazine Day and Downtown Art Walk Fridays. 122 PERFORMANCE MEASURES Workload Actual YTD thru 6/30 Budget Measure 2006-07 2007-08 2008-09 2009-10 2009-10 2010-11 Total Number of Visitors/Program Participants 28,916 45,168 47,700 35,741 40,000 40,000 Number of General Visitors 8,010 7,538 7,059 4,258 6,500 6,500 Number of Visitors for Special Events (In-House) 4,246 4,151 3,048 2,832 3,000 3,000 Number of Education Program Participants 5,073 4,803 4,521 3,546 3,500 3,500 Number of Outreach Program Participants (Off-Site) 11,468 28,460 32,922 25,105 27,000 25,000 Number of Friends of the Museum Members 44 35 30 49 30 49 Budget Impact FTE's per 1,000 Citizens 0.29 0.25 0.24 annual measure 0.23 0.23 Net Cost of Services per Citizen $8.60 $8.56 annual measure $8.94 $8.94 Effectiveness & Strategic Plan % of Existing Memberships Renewed 83% 100% 64% annual measure 100% 80% Number of New Members n/a n/a 19 21 10 21 Actual YTD thru 6/30 Budget Strategic Plan Goal Initiative Performance Measure 2006-07 2007-08 2008-09 2009-10 2009-10 2010-11 Government Relations Additional Resources for # of volunteer hours n/a n/a 1645 2145 900 1800 Volunteer Development $ savings to City n/a n/a 8700 $11,000 $9,000 $6,000 Quality of Life # of non-profit partnerships n/a n/a n/a 3 10 2 Increase Non-Profit Partnerships $ savings to City n/a n/a n/a $7,500 $7,500 $4,000 Authorized FTE's vs. Program Users Funding Sources 7.00 60,000 100% 6.00 The City is transitioning to a Performance50,000 Management System 80%to utilize proven standards as a guide to 5.00 40,000 4.00 making improvements that generate better operations, customer60%value, and overall results. As such, current 30,000 3.00 performance measures – many of which aren’t truly meaningful40% for evaluating services and others can’t be 2.00 20,000 1.00 easily supported by system-generated documentation/reports 10,000 and 20%must be manually tracked – haven’t been 0.00 updated for the current 0 0% year or upcoming budget year. 2006-07 2007-08 2008-09 2009-10 2010-11 2006-07 2007-08 2008-09 2009-10 2010-11 budget budget budget budget FTE's Users Admissions Store Sales Ad Valorem/Other We appreciate your patience as The City of Fort Walton Beach works to develop a program to clearly illustrate the purpose, quality, and value of programs and services provided! 123  001 GENERAL FUND - 1080 CEMETERY Actual Budget 2009-10 2010-11 % 2006-07 2007-08 2008-09 Adopted Adopted Change Acct Revenues: 127,385 153,168 111,205 164,500 343-8000 Sale of Lots 148,000 -10.03% 9,100 8,710 4,020 8,800 343-8100 Crypt Sales 8,200 -6.82% 10,050 13,415 5,825 9,500 343-8200 Niche Sales 9,800 3.16% 10,420 10,610 9,237 10,000 343-8300 Weekend/Holidays Interments 10,000 0.00% 159,565 162,935 156,323 158,500 343-8400 Openings/Closings 156,000 -1.58% - - 67,650 15,000 Transfer from Beal Memorial Cemetery Fund - -100.00% $ 316,520 $ 348,838 $ 354,260 $ 366,300 TOTAL REVENUES $ 332,000 -9.36% Personal Services: 3.50 3.50 3.50 3.00 Number of Funded Employees (FTE's) 3.00 78,713 81,533 90,018 86,867 539-1200 Salaries 86,867 0.00% 6,351 5,493 2,365 3,500 539-1400 Salaries - Overtime 2,500 -28.57% - - - - 539-1401 Salaries - Overtime Holiday Worked 375 100.00% 4,732 4,855 5,101 4,663 539-2100 FICA Taxes 4,739 1.63% 1,107 1,136 1,193 1,091 539-2101 Medicare 1,108 1.56% 14,015 14,854 15,271 16,409 539-2200 Retirement Contributions 18,173 10.75% 23,065 22,714 26,096 30,887 539-2300 Dental, Life & Health Insurance 25,264 -18.21% 6,275 6,087 4,479 3,598 539-2400 Worker's Compensation 4,269 18.65% $ 134,258 $ 136,672 $ 144,523 $ 147,015 Total Personal Services $ 143,295 -2.53% Operating Expenditures: 101,525 92,835 85,365 60,000 539-3400 Contractual Services 60,000 0.00% 1,289 1,142 1,207 1,111 539-4100 Communication Services 1,230 10.71% 26,537 22,596 37,861 30,000 539-4300 Utilities 31,255 4.18% - - - - 539-4400 Rentals & Leases 30 100.00% 910 910 1,054 1,076 539-4610 Maintenance Contracts 1,095 1.77% 14 14 13 - 539-4620 Vehicle Repair - 0.00% 3,186 3,699 1,623 1,850 539-4630 Equipment Repair 1,850 0.00% 260 10,634 378 325 539-4640 Building Maintenance 625 92.31% 4,077 5,903 9,483 10,125 539-4650 Grounds Maintenance 10,125 0.00% 11 33 122 125 539-4905 Safety Programs/Supply 125 0.00% 131 - - 539-5100 Office Supplies 1,453 1,509 803 975 539-5200 Operating Supplies 1,125 15.38% 167 - - 539-5202 Computer Supplies 1,806 1,982 1,027 2,000 539-5204 Fuel & Oil 1,085 -45.75% 463 344 - 520 539-5210 Uniform Expense 520 0.00% - - - - 539-5500 Training 40 100.00% $ 141,828 $ 141,601 $ 138,937 $ 108,107 Total Operating Expenditures $ 109,105 0.92% Capital Outlay: - - 19,800 - 539-6355 Landscaping & Fences - 0.00% 9,277 1,244 - - 539-6402 Equipment - 0.00% $ 9,277 $ 1,244 $ 19,800 $ - Total Capital Outlay $ - 0.00% Total Personal Services, Operating $ 285,363 $ 279,517 $ 303,260 $ 255,122 Expenditures & Capital Outlay $ 252,400 -1.07% Capital Improvements Program: 1,400 - 47,850 15,000 5323 - Beal Cemetery Improvements - -100.00% 4,400 - - - Prior Years Capital Improvement Program $ 5,800 $ - $ 47,850 $ 15,000 Total Capital Improvements Program $ - -100.00% Interfund Transfers: 30,265 36,165 24,173 32,900 581-9162 Transfer to Beal Memorial Perpetual Care Fund 29,600 -10.03% Lot Sales - 20% of revenues $ 30,265 $ 36,165 $ 24,173 $ 32,900 Total Interfund Transfers $ 29,600 -10.03% 1080-Cemetery 8/30/2010 1:55 PM 124  001 GENERAL FUND - 1080 CEMETERY Actual Budget 2009-10 2010-11 % 2006-07 2007-08 2008-09 Adopted Adopted Change $ 321,428 $ 315,682 $ 375,283 $ 303,022 TOTAL EXPENSES $ 282,000 -6.94% $ (4,908) $ 33,157 $ (21,023) $ 63,278 NET REVENUE / (EXPENSE) $ 50,000 -20.98% $ 3,821,905 $ 3,722,096 $ 3,535,910 $ 3,323,502 Total Recreation Services Expenses $ 2,939,538 -11.55% Total Recreation Services $ (2,690,696) $ (2,740,388) $ (2,438,593) $ (2,381,537) NET REVENUE / (EXPENSE) $ (2,088,847) -12.29% 1080-Cemetery 8/30/2010 1:55 PM 125 CEMETERY MISSION Provide a well-maintained and peaceful resting place of burial. 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. GOALS & ACCOMPLISHMENTS Current Year Goals:
Continue to enhance cemetery grounds to provide an ultimate goal of a weed free/pest free grounds for the citizens.
Provide excellent customer service to all citizens that deal with the loss of loved ones.
Develop the hope section by expanding 136 plots which includes installing irrigation, sod and trees to offer multiple plots sales of five of more.
Install new tree to enhance cemetery beautification. Long-Term Goals:
Research plot location software to ensure the quality of cemetery services.
Continue to monitor grounds and maintain cemetery grounds on a turf management program.
Develop irrigation and turf for undeveloped areas of cemetery for future use.
Develop sod farm area in open area at cemetery for use of newly dug graves. Significant Prior Year Accomplishments:
Replaced 1,012 feet of fencing around the entire perimeter of the Brooks cemetery.
Established a water management program to monitor water use and weed control. 126 PERFORMANCE MEASURES Workload Actual YTD thru 6/30 Budget Measure 2006-07 2007-08 2008-09 2009-10 2009-10 2010-11 Number of Vault Burials 148 172 174 160 155 Number of Cremation Burials 26 39 56 45 55 Number of At-Need Lot Sales 58 64 62 65 65 Number of Pre-Need Lot Sales 95 138 85 100 120 Number of Requests to Raise Headstones 65 33 59 40 50 Budget Impact FTE's per 1,000 Citizens 0.17 0.17 0.17 annual measure 0.14 Net Cost/(Revenue) of Services per Citizen ($1.59) ($1.53) annual measure ($2.29) Effectiveness & Strategic Plan Authorized FTE's vs. Grounds Maintenance Availability 4.00 10,000 1800 3.50 The City is transitioning to a Performance9,000 Management System 1500 to utilize proven standards as a guide to 3.00 2.50 making improvements that generate better operations, 8,000 customer 1200value, and overall results. As such, current 2.00 900 for evaluating services and others can’t be performance measures – many of which aren’t truly meaningful 7,000 1.50 600 1.00 easily supported by system-generated documentation/reports 6,000 and must be manually tracked – haven’t been 0.50 300 0.00 updated for the current 5,000 year or upcoming budget year. 0 2006-07 2007-08 2008-09 2009-10 2010-11 2006-07 2007-08 2008-09 2009-10 2010-11 budget budget Flat Monuments Upright Monuments budget budget FTE's WeHeadstones appreciate your patience as The City of Fort Walton Beach works to develop a program to Crypts Niches clearly illustrate the purpose, quality, and value of programs and services provided! 127  Engineering & Utility Services Director 1 FTE Sr Staff Asst 1 FTE Development Construction Svcs Manager Manager 1 FTE 1 FTE Permit Staff Asst II Specialist 1 FTE 1 FTE Sewer Engineering Maintenance Water Ops Fleet Utilities Stormwater Sanitation City Planner Bldg Inspector Collection Svcs Manager Specialist Manager Supervisor Supervisor Supervisor Supervisor 1 FTE 1 FTE Supervisor 1 FTE 1 FTE 1 FTE 1 FTE 1 FTE 1 FTE 1 FTE 1 FTE Staff Asst II Staff Asst II 0.75 FTE 0.75 FTE 128 Maintenance Lab Manager Pretreatment Water Sewer Sr GIS/CAD Planner Code Lead Streets Stormwater Technician 1 FTE Coordinator Distribution Construction Operator II Analyst CRA Inspector II Mechanic Foreman Foreman 3 FTE 1 FTE Foreman Foreman 8 FTE 1 FTE 1 FTE 1 FTE 1 FTE 1 FTE 1 FTE Trtmt Operator 1 FTE 1 FTE Custodian 6 FTE Lift Station GIS/CAD Code 1 FTE Mechanic Equip Hvy Equip Hvy Equip Hvy Equip Hvy Equip Analyst Operator I Inspector I Meter 1 FTE Mechanic III Operator Operator Operator Operator 2 FTE 5 FTE 1 FTE Service Wkr 2 FTE 1 FTE 1 FTE 1 FTE 1 FTE 2 FTE Coll Sys Wkr 3 FTE Equip Refuse Project Service Wkr III Service Wkr III Service Wkr II Service Wkr II Inventory Service Wkr III Mechanic II Collector Traffic Tech II 1 FTE 1 FTE 0.5 FTE 3 FTE Specialist Manager 1 FTE 2 FTE 3 FTE 1 FTE 0.75 FTE 1 FTE Equip Service Wkr II Service Wkr II Service Wkr I Traffic Tech I Mechanic I 1 FTE 1.8 FTE 3 FTE Welder 1 FTE 1 FTE 1 FTE Equip Mech/ Service Wkr I Survey Chief Welder 1 FTE 1 FTE 1 FTE Engineering Aide 1 FTE  001 GENERAL FUND - 1200 ENGINEERING SERVICES Actual Budget 2009-10 2010-11 % 2006-07 2007-08 2008-09 Adopted Adopted Change Acct Revenues: - 45 14 - 341-9310 Engineering Drawings - 0.00% 4,000 4,850 950 - 366-1000 Contributions/Donations - 0.00% $ 4,000 $ 4,895 $ 964 $ - TOTAL REVENUES $ - 0.00% Personal Services: 3.00 3.00 7.00 7.00 Number of Funded Employees (FTE's) 5.00 95,944 192,208 178,408 341,821 541-1200 Salaries 261,564 -23.48% 25 1,210 1,215 541-1503 Auto Allowance 5,555 11,255 10,564 20,529 541-2100 FICA Taxes 15,510 -24.45% 1,299 2,632 2,471 4,801 541-2101 Medicare 3,628 -24.43% 15,951 32,799 27,649 64,570 541-2200 Retirement Contributions 54,719 -15.26% 9,604 22,714 26,965 20,932 541-2300 Dental, Life & Health Insurance 22,005 5.13% 458 3,619 2,963 684 541-2400 Worker's Compensation 514 -24.85% $ 128,837 $ 266,438 $ 250,235 $ 453,337 Total Personal Services $ 357,940 -21.04% Operating Expenditures: 3,613 - - - 541-3400 Contractual Services 90 100.00% 528 615 - 1,200 541-4000 Travel and Per Diem - -100.00% 3,662 3,378 3,447 3,788 541-4100 Communication Services 2,931 -22.62% - - 174 3,550 541-4200 Postage 1,598 -54.99% 1,800 1,532 1,531 7,008 541-4400 Rentals & Leases 11,350 61.96% - - - 8,751 541-4610 Maintenance Contracts 5,984 -31.62% 195 112 55 100 541-4620 Vehicle Repair 100 0.00% - - - 100 541-4630 Equipment Repair 100 0.00% - - - 1,190 541-4700 Printing & Binding 550 -53.78% - - - 5,250 541-4915 Legal Advertisements - -100.00% 783 5,642 6,237 8,610 541-5100 Office Supplies 6,000 -30.31% 927 107 - 625 541-5200 Operating Supplies 625 0.00% 520 - - 541-5202 Computer Supplies 1,962 1,918 991 1,500 541-5204 Fuel & Oil 960 -36.00% 80 182 - - 541-5210 Uniform Expense 525 100.00% 3,594 4,640 2,218 - 541-5223 Earth Day - 0.00% - - - 541-5231 Computer Hardware/Software - 0.00% 1,136 2,061 781 475 541-5400 Books, Dues & Publications 480 1.05% - - - 3,852 541-5501 Tuition Reimbursement - -100.00% $ 18,800 $ 20,187 $ 15,435 $ 45,999 Total Operating Expenditures $ 31,293 -31.97% Capital Outlay: 13,319 - - - 541-6404 Trucks - 0.00% - - 631 - 512-6420 Computer Hardware/Software - 0.00% $ 13,319 $ - $ 631 $ - Total Capital Outlay $ - 0.00% Total Personal Services, Operating $ 160,956 $ 286,625 $ 266,301 $ 499,336 Expenditures & Capital Outlay $ 389,233 -22.05% $ 160,956 $ 286,625 $ 266,301 $ 499,336 TOTAL EXPENSES $ 389,233 -22.05% $ (156,956) $ (281,730) $ (265,338) $ (499,336) NET REVENUE / (EXPENSE) $ (389,233) -22.05% 1200-Engineering 8/30/2010 1:56 PM 129 ENGINEERING SERVICES MISSION Provide high quality, timely, and cost effective services in all facets of operations. DESCRIPTION Engineering maintains City's 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, stormwater, water, and sewer projects; and prepares maps for internal use, annexation, Comp. Plan amendments and newspaper ads. GOALS & ACCOMPLISHMENTS Current Year Goals:
Continue with the field data collection and geodatabase creation for the City's GIS program for potable water, sanitary sewer, and stormwater infrastructure systems.
Improve the City street system by monitoring engineering design and construction of unpaved streets, monitoring roadway traffic volumes and capacities, and using Micropaver data to make sound decisions about pavement improvements.
Continue to monitor, map and coordinate street lighting with Gulf Power. Long-Term Goals:
Continue mapping City infrastructure in GIS with a strong emphasis on disaster preparedness and recovery. Discover new ways to use GIS to help all departments in the City perform their duties more efficiently.
Continue to provide flood information and disaster preparedness information as required by the City's participation in FEMA's CRS program. Work to increase the City's CRS rating to a Class 6 to reduce flood insurance premiums.
Develop and maintain computer hydraulic models of water, sewer, and stormwater systems to assist in identifying and prioritizing CIP projects. Significant Prior Year Accomplishments:
Completed 20% of the GPS data collection and GIS database creation for City's utility infrastructure.
Performed quality assurance analysis on Stormwater Utility geodatabase and redigitized impervious surface data.
Received over $1.6 million in resurfacing projects from FDOT through the American Recovery and Reinvestment Act of 2009. 130 PERFORMANCE MEASURES Workload Actual YTD thru 6/30 Budget Measure 2006-07 2007-08 2008-09 2009-10 2009-10 2010-11 Number of Site Plan Reviews 97 29 25 100 Number of Flood Zone Inquiries 67 32 9 4 40 Hours Spent on CRS for Flood Program 93 151 124 20 100 Number of Drawings Prepared for Utilities 737 1,866 836 928 400 Number of Drawings Prepared for Other Depts. 2,370 1,983 1,137 652 800 Budget Impact FTE's per 1,000 Citizens 0.14 0.14 0.14 annual measure 0.33 Net Cost of Services per Citizen $7.43 $13.20 annual measure $23.87 Effectiveness & Strategic Plan % of Streets Accurately Included in GIS System 96% 98% 98% 100% 96% % of Water/Sewer Structures Accurately Included in GIS System n/a n/a n/a 10 5% % of Storm Drain Accurately Included in GIS System n/a n/a n/a 10 95% Avg. Site Plan Review Time (days) n/a n/a n/a 3 GIS System Accuracy 100% 80% The City is transitioning to a Performance Management System to utilize proven standards as a guide to 60% making improvements that generate better operations, customer value, and overall results. As such, current 40% performance measures – many of which aren’t truly meaningful for evaluating services and others can’t be 20% easily supported by system-generated documentation/reports and must be manually tracked – haven’t been 0% 2006-07 2007-08 2008-09 updated for the 2009-10 current year or upcoming budget year. 2010-11 budget budget Water/Sewer Streets Stormwater We appreciate your patience as The City of Fort Walton Beach works to develop a program to clearly illustrate the purpose, quality, and value of programs and services provided! 131 132  001 GENERAL FUND -1205 PLANNING & ZONING Actual Budget 2009-10 2010-11 % 2006-07 2007-08 2008-09 Adopted City Council Change Acct Revenues: 18,635 17,697 8,850 20,000 341-1000 Zoning/Variances Fees 20,000 0.00% 134,485 - - - Grant Revenue - 0.00% $ 153,120 $ 17,697 $ 8,850 $ 20,000 TOTAL REVENUES $ 20,000 0.00% Personal Services: 4.00 3.00 2.00 - Number of Funded Employees (FTE's) 1.00 222,839 160,895 173,887 - 515-1200 Salaries 44,750 100.00% 2,242 - - - 515-1400 Salaries - Overtime - 0.00% 852 1,210 783 - 515-1503 Auto Allowance 13,564 11,961 11,308 - 515-2100 FICA Taxes 2,687 100.00% 3,172 2,805 2,645 - 515-2101 Medicare 628 100.00% 33,378 30,480 26,876 - 515-2200 Retirement Contributions - 100.00% - - - - 515-2204 Retirement Contributions - DC Plan 2,237 100.00% 11,839 4,193 4,836 - 515-2300 Dental, Life & Health Insurance 4,176 100.00% 2,263 727 507 - 515-2400 Worker's Compensation 88 100.00% $ 290,149 $ 212,272 $ 220,842 $ - Total Personal Services $ 54,566 100.00% Operating Expenditures: 69,523 - - - 515-3400 Contractual Services 65,200 100.00% 1,477 1,995 115 - 515-4000 Travel and Per Diem 750 100.00% 4,568 2,874 2,504 - 515-4100 Communication Services 613 100.00% - - 3,636 - 515-4200 Postage 1,000 100.00% 1,800 1,532 1,531 - 515-4400 Rentals & Leases - 0.00% - 2,500 2,564 - 515-4610 Maintenance Contracts 6,492 100.00% 81 - - - 515-4620 Vehicle Repair - 0.00% 702 785 7 - 515-4700 Printing & Binding 2,500 100.00% 756 967 - - 515-4800 Promotional Activities - 0.00% 9,342 23,150 6,651 - 515-4915 Legal Advertisements 6,150 100.00% 946 3,626 - - 515-5100 Office Supplies 3,691 952 35 - 515-5200 Operating Supplies 500 100.00% 554 302 - - 515-5204 Fuel & Oil - 0.00% 941 - - - 515-5231 Computer Hardware/Software - 0.00% 1,992 2,602 1,175 - 515-5400 Books, Dues & Publications 280 100.00% - - - - 515-5500 Training 750 100.00% 1,119 935 3,254 - 515-5501 Tuition Reimbursement - 0.00% $ 188,412 $ 42,219 $ 21,473 $ - Total Operating Expenditures $ 84,235 100.00% Capital Outlay: 11,827 - - - 515-6404 Trucks - 0.00% 2,392 - - - 515-6420 Computer Hardware/Software - 0.00% $ 14,219 $ - $ - $ - Total Capital Outlay $ - 0.00% Total Personal Services, Operating $ 492,780 $ 254,491 $ 242,316 $ - Expenditures & Capital Outlay $ 138,801 100.00% $ 492,780 $ 254,491 $ 242,316 $ - TOTAL EXPENSES $ 138,801 100.00% $ (339,660) $ (236,794) $ (233,466) $ - NET REVENUE / (EXPENSE) $ (118,801) 100.00% 1205-Planning 8/30/2010 1:57 PM 133 PLANNING & ZONING 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. DESCRIPTION The Planning Division is responsible for long-range and current planning for growth and development in Fort Walton Beach and for ensuring implementation of the Comprehensive Plan and compliance with the Land Development Code. The Planning Division provides staff to the Municipal Planning Board and serves on various growth management and transportation planning committees. GOALS & ACCOMPLISHMENTS Current Year Goals:
Evaluate the Evaluation and Appraisal Report (EAR)-Based Amendments to the Comprehensive Plan, resubmit the revised amendments to DCA, and implement the amendments.
Revise the Land Development Code based on the newly adopted Comprehensive Plan Amendments and revised CRA Plan.
Rezone properties which are now zoned with an obsolete land use to appropriate Land Development Code designations. Long-Term Goals:
Develop standard specifications for infrastructure for developers, contractors, and City crews.
Implement "The Eco-Way" Multimodal Plan.
Encourage redevelopment and infill in accordance with the updated Comprehensive Plan and Land Development Code. Significant Prior Year Accomplishments:
Completed a peer review of the existing Land Development Code with an outside consultant.
Adopted the Economic Development Element to the Comprehensive Plan and formed a Business Retention Panel to discuss short-term ideas for economic recovery.
Submitted the draft EAR-based amendments to the Comprehensive Plan to DCA. 134 PERFORMANCE MEASURES Workload Actual YTD thru 6/30 Budget Measure 2006-07 2007-08 2008-09 2009-10 2009-10 2010-11 Major Comprehensive Plan Amendments 1 3 1 8 1 8 Minor Comprehensive Plan Amendments 2 3 1 0 0 0 Number of Land Development Code Amendments 6 3 1 1 0 5 Number of Requests to Annex Land 0 0 0 1 0 1 Number of Requests to Rezone Land 3 15 0 6 0 1 Number of Requests to Approve Subdivision Plats 3 2 0 1 0 1 Number of Neighborhood Meetings Held 94 37 36 33 36 36 Budget Impact FTE's per 1,000 Citizens n/a n/a n/a annual measure 0.33 Net Cost of Services per Citizen n/a n/a n/a annual measure $23.87 Effectiveness & Strategic Plan Citizen Participation in Neighborhood Meetings 17.9% 0.0% 0.2% 5.0% % of PNAs Adopted in Comprehensive Plan 64% n/a n/a 100% % of MPB Applications Approved by Council 100% 100% 50% 93% 100% Actual YTD thru 6/30 Budget Strategic Plan Goal Initiative Performance Measure 2006-07 2007-08 2008-09 2009-10 2009-10 2010-11 Economic Development $ value of incentive packages n/a n/a n/a TBD # of new businesses as a result n/a n/a n/a TBD of incentives Economic Continue Participation in New/Expanded Commercial Development Economic Development Efforts n/a n/a n/a TBD Square Footage (non-CRA) % increase in commercial n/a n/a n/a TBD taxable assessed value Government Relations # of kilowatt hours used n/a n/a n/a TBD Natural Examine Energy Savings from 4- # of hours of overtime n/a n/a n/a TBD Environment Day Work Week net $ savings to City n/a n/a n/a TBD Land Use % of land with current use n/a n/a n/a 93.5% % of unused land with future use n/a n/a n/a 0.0% identified Develop Master Plan for City Growth % of unused land that is Land n/a n/a n/a 0.0% Management declared excess $ revenue from excess land $2,000,000 $0 n/a $50,000 sales Present Land Development Code for Council Decision n/a n/a n/a Yes Comprehensive Plan Amendments Neighborhood Meetings 10 100 20.0% 8 The City is transitioning to a Performance Management System 80 to utilize proven standards as a guide to 15.0% 6 making improvements that generate better operations, customer value, and overall results. As such, current 60 10.0% 4 performance measures – many of which aren’t truly meaningful 40 for evaluating services and others can’t be 5.0% 2 easily supported by system-generated documentation/reports 20 and must be manually tracked – haven’t been 0 0 0.0% 2006-07 2007-08 2008-09 updated 2009-10 for the current year or upcoming 2010-11 budget 2007-08 2006-07 year. 2008-09 2009-10 2010-11 budget budget budget budget Major Minor # of Meetings % of Citizens We appreciate your patience as The City of Fort Walton Beach works to develop a program to clearly illustrate the purpose, quality, and value of programs and services provided! 135  001 GENERAL FUND - 1215 BUILDING INSPECTIONS & PERMITTING Actual Budget 2009-10 2010-11 % 2006-07 2007-08 2008-09 Adopted Adopted Change Acct Revenues: 159,420 163,995 107,331 120,000 322-1000 Building Permits 120,000 0.00% 1,935 4,685 1,810 2,500 322-1010 Notice of Commencement 2,500 0.00% - 4,194 3,511 1,000 322-1020 Certificate of Occupancy/Completion/Use 1,280 28.00% - 29,294 28,029 20,000 322-1030 Processing Fee 25,600 28.00% 18,470 17,261 15,742 16,000 322-2000 Electrical Permits 16,000 0.00% 9,571 10,808 8,307 8,000 322-3000 Plumbing Permits 8,000 0.00% 3,933 3,575 2,737 2,000 322-4000 Gas Permits 2,560 28.00% 11,303 10,655 8,741 5,000 322-5000 Mechanical Permits 6,400 28.00% 44,435 33,450 27,467 41,000 329-1000 Building Plan Review 37,000 -9.76% 19,800 - - - 329-1010 ICC Review - 0.00% - 1,010 110 - 329-1020 Development Review Committee - 0.00% 2,012 1,495 1,522 3,060 329-2000 Site Plan Review 1,500 -50.98% 4,185 10,838 3,128 3,000 329-3000 Sign/Banner Permit 3,000 0.00% 28,180 64,375 172,181 - 354-1000 Code Enforcement - Fines - 0.00% 8,325 8,450 7,030 - 354-1010 Code Enforcement - Fees - 0.00% $ 311,569 $ 364,085 $ 387,647 $ 241,560 TOTAL REVENUES $ 223,840 -7.34% Personal Services: 6.00 6.00 3.00 3.00 Number of Funded Employees (FTE's) 3.00 295,297 322,047 291,678 147,521 524-1200 Salaries 151,109 2.43% 1,128 58 307 - 524-1400 Salaries - Overtime - 0.00% 17,458 20,785 17,866 8,770 524-2100 FICA Taxes 8,844 0.84% 4,083 4,915 4,178 2,051 524-2101 Medicare 2,068 0.83% 49,230 50,544 46,915 27,866 524-2200 Retirement Contributions 7,170 -74.27% - - - - 524-2204 Retirement Contributions - DC Plan 8,446 100.00% 31,833 37,476 53,948 17,909 524-2300 Dental, Life & Health Insurance 17,326 -3.26% 13,892 9,998 6,716 2,365 524-2400 Worker's Compensation 2,559 8.20% $ 412,921 $ 445,823 $ 421,608 $ 206,482 Total Personal Services $ 197,522 -4.34% Operating Expenditures: 8,156 450 - - 524-3100 Professional Services - 0.00% - 6,535 12,385 - 524-3101 Legal Services - 0.00% 19,800 - - - 524-3123 ICC Review - 0.00% 2,725 1,019 - - 524-3400 Contractual Services - 0.00% 3,278 2,750 2,948 2,250 524-4000 Travel and Per Diem 2,550 13.33% 2,634 4,024 3,610 2,162 524-4100 Communication Services 2,139 -1.06% - 15,315 14,697 11,845 524-4610 Maintenance Contracts 8,271 -30.17% 240 1,547 235 187 524-4620 Vehicle Repair 200 6.95% 742 95 700 - 524-4700 Printing & Binding - 0.00% 828 511 213 - 524-4912 Easement Recording Fees - 0.00% 263 474 487 - 524-4915 Legal Advertisement - 0.00% 1,026 - - 524-5100 Office Supplies 1,222 176 46 500 524-5200 Operating Supplies 495 -1.00% 1,144 - - 524-5202 Computer Supplies 2,171 3,581 2,020 2,175 524-5204 Fuel & Oil 1,240 -42.99% - 211 - - 524-5210 Uniform Expense - 0.00% - - - - 524-5230 ACH/Credit Card Fees 1,910 100.00% 722 230 533 - 524-5231 Computer Hardware/Software - 0.00% 1,392 1,884 807 1,590 524-5400 Books, Dues & Publications 1,660 4.40% - - - - 524-5500 Training 1,640 100.00% $ 46,343 $ 38,802 $ 38,682 $ 20,709 Total Operating Expenditures $ 20,105 -2.92% Capital Outlay: 526 1,287 - - 524-6420 Computer Hardware/Software - 0.00% $ 526 $ 1,287 $ - $ - Total Capital Outlay $ - 0.00% 1215-Bldg 8/30/2010 1:58 PM 136  001 GENERAL FUND - 1215 BUILDING INSPECTIONS & PERMITTING Actual Budget 2009-10 2010-11 % 2006-07 2007-08 2008-09 Adopted Adopted Change Total Personal Services, Operating $ 459,790 $ 485,913 $ 460,290 $ 227,191 Expenditures & Capital Outlay $ 217,627 -4.21% $ 459,790 $ 485,913 $ 460,290 $ 227,191 TOTAL EXPENSES $ 217,627 -4.21% $ (148,221) $ (121,828) $ (72,643) $ 14,369 NET REVENUE / (EXPENSE) $ 6,213 -56.76% 1215-Bldg 8/30/2010 1:58 PM 137 BUILDING INSPECTION & PERMITTING MISSION Provide efficient assistance with, and ensure adherence to, state and local Land Development and Building Codes. DESCRIPTION Building officials issue building permits, review building plans, and inspect all facets of construction including structure, electrical, plumbing, mechanical, gas, fences, and signs. GOALS & ACCOMPLISHMENTS Current Year Goals:
Begin cross training Facilities Maintainence personnel in building and trade inspections to provide better quality and more efficient service.
Improve the City’s Floodplain Management program through the implementation of additional preventative measures and more efficient recordkeeping. In addition, the Building Inspector will work with Engineering to ensure that all collected data is available through GIS. Long-Term Goals:
Expand to provide services to other municipalities.
Develop a comprehensive education program for developers, contractors, and property owners to educate them on City development requirements.
Cross-train building inspectors and code enforcement officers to create more efficiencies. Significant Prior Year Accomplishments:
Completely revamped all Building Division applications, allowing them to be submitted online through the City’s website. 138 PERFORMANCE MEASURES Workload Actual YTD thru 6/30 Budget Measure 2006-07 2007-08 2008-09 2009-10 2009-10 2010-11 Number of Permits Issued 1,710 1,582 1,429 1,236 1,000 1,550 Total Building Permit Value (in millions) $28.7 $37.4 $46.2 $14.2 $15.0 $17.8 Certificates of Completion/Occupancy Issued 122 104 52 40 100 50 Number of Building Inspections Completed 3,978 3,707 1,862 1,331 3,500 1,665 Budget Impact FTE's per 1,000 Citizens 0.29 0.29 0.29 annual measure 0.14 Net Cost/(Revenue) of Services per Citizen $5.86 $4.60 annual measure ($0.60) Effectiveness & Strategic Plan Avg. Permit Issuance Time (days) n/a n/a n/a 1 1 1 Avg. Residential Plan Review Time (days) 3 3 3 3 3 3 Avg. Commercial Plan Review Time (days) 7 7 7 7 7 7 % of Variances Approved by Board of Adjustment 100% 100% 50% 75% 90% na New Construction - Residential New Construction - Commercial $5 35 $25 10 $4 The City is transitioning to a Performance Management 30 System to utilize proven standards as a guide to $4 $20 8 25 $3 making improvements that generate better operations, customer value, and overall results. As such, current $15 6 Millions Millions $3 20 $2 performance measures – many of which aren’t15truly meaningful $10 for evaluating services and others can’t be 4 $2 $1 easily supported by system-generated documentation/reports 10 and must be manually tracked – haven’t been $5 2 $1 5 $0 updated for the current 0 year or upcoming budget year. $0 0 2006-07 2007-08 2008-09 2009-10 2010-11 2006-07 2007-08 2008-09 2009-10 2010-11 budget budget budget budget Bldg Value We appreciate Units your patience as The City of Fort Walton Beach Bldgworks Value to develop a program to Units clearly illustrate the purpose, quality, and value of programs and services provided! Bldg Inspections Workload 4,500 3 4,000 3,500 2 3,000 2,500 2 2,000 1 1,500 1,000 1 500 0 0 2006-07 2007-08 2008-09 2009-10 2010-11 budget budget Inspections FTE 139 140  001 GENERAL FUND - 1217 CODE ENFORCEMENT Actual Budget 2009-10 2010-11 % 2006-07 2007-08 2008-09 Adopted Adopted Change Acct Revenues: - - - 20,000 354-1000 Code Enforcement - Fines 20,000 0.00% - - - 5,000 354-1010 Code Enforcement - Fees 5,000 0.00% $ - $ - $ - $ 25,000 TOTAL REVENUES $ 25,000 0.00% Personal Services: - - - 2.00 Number of Funded Employees (FTE's) 2.00 - - - 91,382 529-1200 Salaries 91,382 0.00% - - - 5,312 529-2100 FICA Taxes 5,389 1.45% - - - 1,242 529-2101 Medicare 1,260 1.45% - - - 17,262 529-2200 Retirement Contributions 19,117 10.75% - - - 17,845 529-2300 Dental, Life & Health Insurance 12,909 -27.66% - - - 1,853 529-2400 Worker's Compensation 1,949 5.18% $ - $ - $ - $ 134,896 Total Personal Services $ 132,006 -2.14% Operating Expenditures: - - - 8,000 529-3101 Legal Services 25,000 212.50% - - - 500 529-3400 Contractual Services 500 0.00% - - - 1,790 529-4100 Communication Services 1,478 -17.43% - - - 2,445 529-4610 Maintenance Contracts 2,594 6.09% - - - 188 529-4620 Vehicle Repair 200 6.38% - - - 900 529-4915 Legal Advertisement - -100.00% - - - - 529-5200 Operating Supplies 180 100.00% - - - 965 529-5204 Fuel & Oil 1,270 31.61% - - - 110 529-5400 Books, Dues & Publications 100 -9.09% $ - $ - $ - $ 16,148 Total Operating Expenditures $ 31,322 93.97% $ - $ - $ - $ - Total Capital Outlay $ - 0.00% Total Personal Services, Operating $ - $ - $ - $ 151,044 Expenditures & Capital Outlay $ 163,328 8.13% $ - $ - $ - $ 151,044 TOTAL EXPENSES $ 163,328 8.13% $ - $ - $ - $ (126,044) NET REVENUE / (EXPENSE) $ (138,328) 9.75% 1217-Code 8/30/2010 1:59 PM 141 CODE ENFORCEMENT MISSION Ensure adherence to the City's Code of Ordinances and achieve a high complaint resolution rate. DESCRIPTION Code Enforcement routinely inspects properties for code violations and responds to citizen complaints of code, zoning, or land use violations. GOALS & ACCOMPLISHMENTS Current Year Goals:
Implement an aggressive Nuisance Abatement program throughout the City and CRA to allow City staff to bring derelict properties into compliance while liening the properties for the time and materials. Long-Term Goals:
Expand to provide services to other municipalities.
Cross-train code enforcement officers and building inspectors to create more efficiencies. Significant Prior Year Accomplishments:
Maintained high resolution rate without Code Enforcement Board & implemented a new mitigation schedule for Code Enforcement through Ordinance No. 1793. 142 PERFORMANCE MEASURES Workload Actual YTD thru 6/30 Budget Measure 2006-07 2007-08 2008-09 2009-10 2009-10 2010-11 Total Number of Code Enforcement Cases 1,846 2,230 2,648 3,263 n/a 4,078 Number of New Cases 1,262 1,549 1,873 1,390 1,000 1,738 Number of New Violations 1,793 2,108 2,513 1,813 1,800 2,266 Number of Liens Filed 5 7 4 3 5 5 Number of Liens Waived by Council 1 6 0 0 3 0 Dollar Amount of Liens Waived by Council $203,900 $174,450 $0 $0 $100,000 $0 Budget Impact FTE's per 1,000 Citizens n/a n/a 0.10 annual measure 0.10 Net Cost of Services per Citizen n/a n/a annual measure $6.08 Effectiveness & Strategic Plan Avg. Days to Abate Code Violations (days) n/a n/a n/a n/a 50 % of Complaints Resolved without Code Enforcement Board 98% 98% 98% 98% 95% Code Violations Workload $0 3 $0 The City is transitioning to a Performance Management 2 System to utilize proven standards as a guide to $0 making improvements that generate better operations, customer value, and overall results. As such, current 2 Millions $0 performance measures – many of which aren’t truly 1 meaningful for evaluating services and others can’t be $0 easily supported by system-generated documentation/reports 1 and must be manually tracked – haven’t been $0 $0 updated for the current 0 year or upcoming budget year. 2006-07 2007-08 2008-09 2009-10 2010-11 budget budget We appreciate New Violations FTE your patience as The City of Fort Walton Beach works to develop a program to clearly illustrate the purpose, quality, and value of programs and services provided! 143 144  001 GENERAL FUND - 1220 FLEET Actual Budget 2009-10 2010-11 % 2006-07 2007-08 2008-09 Adopted Adopted Change Acct Revenues: - - 138 - 365-1010 Sale of Used Oil 300 100.00% $ - $ - $ 138 $ - TOTAL REVENUES $ 300 100.00% Personal Services: 12.00 11.00 11.00 10.00 Number of Funded Employees (FTE's) 8.75 311,725 325,652 309,751 308,986 519-1200 Salaries 259,248 -16.10% 193 235 302 250 519-1400 Salaries - Overtime 250 0.00% 1,369 1,210 1,215 - 519-1503 Auto Allowance 18,282 18,769 17,940 17,619 519-2100 FICA Taxes 15,100 -14.30% 4,276 4,389 4,196 4,121 519-2101 Medicare 3,531 -14.32% 49,134 55,607 52,898 58,367 519-2200 Retirement Contributions 50,825 -12.92% 47,290 52,203 46,303 46,965 519-2300 Dental, Life & Health Insurance 24,326 -48.20% 12,736 11,939 8,766 6,275 519-2400 Worker's Compensation 5,639 -10.14% $ 445,003 $ 470,006 $ 441,371 $ 442,583 Total Personal Services $ 358,919 -18.90% Operating Expenditures: 1,424 1,745 107 1,200 519-4000 Travel and Per Diem 100 -91.67% 2,601 2,367 2,340 2,048 519-4100 Communication Services 1,798 -12.21% 25,771 20,768 21,894 22,035 519-4300 Utilities 24,260 10.10% 518 433 384 400 519-4400 Rentals & Leases 400 0.00% 1,890 6,366 7,455 7,522 519-4610 Maintenance Contracts 7,729 2.75% 3,036 618 734 520 519-4620 Vehicle Repair 520 0.00% 8,607 2,509 811 2,000 519-4630 Equipment Repair 2,000 0.00% 804 717 486 500 519-4640 Building Maintenance 500 0.00% 271 129 231 150 519-4905 Safety Programs/Supply 150 0.00% 607 - - 519-5100 Office Supplies 19,333 23,205 15,862 13,680 519-5200 Operating Supplies 13,680 0.00% 220 - - 519-5202 Computer Supplies 6,796 (3,667) 3,432 519-5203 Fleet Maintenance Clearing Account 4,403 4,236 2,067 3,335 519-5204 Fuel & Oil 2,705 -18.89% 1,713 1,461 1,610 1,980 519-5210 Uniform Expense 1,760 -11.11% 200 200 225 200 519-5400 Books, Dues & Publications 225 12.50% - - - - 519-5500 Training 100 100.00% - (13) - 519-9905 Capitalized Costs Allocation - Labor - 0.00% - (4) - 519-9906 Capitalized Costs Allocation - Benefits - 0.00% - (2) - 519-9907 Capitalized Costs Allocation - Overhead - 0.00% $ 78,195 $ 61,068 $ 57,639 $ 55,570 Total Operating Expenditures $ 55,927 0.64% Capital Outlay: 7,995 - - - 519-6402 Equipment - 0.00% $ 7,995 $ - $ - $ - Total Capital Outlay $ - 0.00% Total Personal Services, Operating $ 531,193 $ 531,074 $ 499,010 $ 498,153 Expenditures & Capital Outlay $ 414,846 -16.72% $ 531,193 $ 531,074 $ 499,010 $ 498,153 TOTAL EXPENSES $ 414,846 -16.72% $ (531,193) $ (531,074) $ (498,872) $ (498,153) NET REVENUE / (EXPENSE) $ (414,546) -16.78% 1220-Fleet 8/30/2010 2:00 PM 145 FLEET MISSION Provide safe, reliable, economical, and environmentally-friendly vehicles and heavy equipment for City employees. DESCRIPTION Fleet is responsible for maintaining the City’s vehicles and heavy equipment. GOALS & ACCOMPLISHMENTS Current Year Goals:
Develop an automated fuel monitoring system and maintenance of the fuel dispensers for the City's fuel island. Long-Term Goals:
Reduce repair costs while maintaining safe working order of all vehicles and equipment in the City's fleet. Significant Prior Year Accomplishments:
Installed twenty-five Coban Top Cam cameras in the Police Department patrol vehicles.
Developed a vehicle and equipment replacement schedule.
Repaired damaged packer panel in vehicle 2467, Solid Waste Automated Side Loader and worn packer and damaged skid in vehicle 2490, Solid Waste Front Loader. These repairs will allow the trucks to remain in service longer.
Fabricated a tool box mount for the Fire Departments tractor to carry fire safety house supplies.
Fabricated a safety cage for MJ566, Stormwater farm tractor. This fabrication should make working with the boom mower safer. 146 PERFORMANCE MEASURES Workload Actual YTD thru 6/30 Budget Measure 2006-07 2007-08 2008-09 2009-10 2009-10 2010-11 Number of Scheduled Vehicle/Equipment Services 628 698 684 485 720 710 Number of Repairs Completed In House 1,883 1,857 1,962 1,552 1,850 1,800 Number of Repairs Completed Contracted Out 148 128 85 70 75 70 Number of Vehicle/Equipment Inspections 982 792 800 601 850 855 Number of Quick Checks Performed 116 163 168 116 165 155 Budget Impact Dollar Amount of All Repairs $470,788 $373,037 $346,101 $279,147 $350,000 $360,000 FTE's per 1,000 Citizens 0.57 0.57 0.53 annual measure 0.48 Net Cost of Services per Citizen $24.99 $24.88 annual measure $23.91 Effectiveness & Strategic Plan Cost Savings from In House Repairs n/a n/a n/a $50,000 Number of Safety-Related Incidents 2 1 4 1 0 0 Workload Repairs 4,000 12.00 2,500 525,000 The City is transitioning to a Performance Management System 10.00 to utilize proven standards as a guide to 2,000 450,000 3,000 375,000 making improvements that generate better operations, customer1,500 8.00 value, and overall results. As such, current 300,000 2,000 6.00 performance measures – many of which aren’t truly meaningful for evaluating services and others can’t be 1,000 225,000 4.00 150,000 1,000 easily supported by system-generated documentation/reports and500must be manually tracked – haven’t been 2.00 75,000 0 updated for the0.00 current year or upcoming 0 budget year. 0 2006-07 2007-08 2008-09 2009-10 2010-11 2006-07 2007-08 2008-09 2009-10 2010-11 In House Repairs Scheduled Service budget budget budget budget Inspections We appreciate Quick Checksyour patience as The City of Fort Walton Beach works to develop a program to FTE's In-House Contracted Cost clearly illustrate the purpose, quality, and value of programs and services provided! City Vehicles 20 12.0 16 10.0 8.0 12 6.0 8 4.0 4 2.0 0 0.0 2006-07 2007-08 2008-09 2009-10 2010-11 New Vehicles Purchased budget budget Average Age 147  001 GENERAL FUND - 1230 FACILITIES Actual Budget 2009-10 2010-11 % 2006-07 2007-08 2008-09 Adopted Adopted Change Acct Revenues: - - - - 341-9330 Special Events - Barricades, Orange Cones 50 100.00% 701 107 342 200 341-9600 Sign Shop Sales 200 0.00% $ 701 $ 107 $ 342 $ 200 TOTAL REVENUES $ 250 25.00% Personal Services: 11.00 10.00 11.00 10.67 Number of Funded Employees (FTE's) 8.00 364,350 307,242 329,152 381,400 519-1200 Salaries 258,153 -32.31% 5,137 5,959 4,310 5,000 519-1400 Salaries - Overtime 5,000 0.00% - - 650 - 519-1401 Salaries - Overtime Holiday Worked 1,000 100.00% 1,601 1,210 1,215 519-1503 Auto Allowance 22,015 18,623 19,700 22,116 519-2100 FICA Taxes 15,414 -30.30% 5,149 4,355 4,607 5,172 519-2101 Medicare 3,605 -30.30% 61,300 53,649 57,004 72,046 519-2200 Retirement Contributions 47,558 -33.99% - - - - 519-2204 Retirement Contributions - DC Plan 2,311 100.00% 38,162 35,438 39,136 54,727 519-2300 Dental, Life & Health Insurance 20,445 -62.64% 26,813 21,472 18,665 15,608 519-2400 Worker's Compensation 13,229 -15.24% $ 524,527 $ 447,947 $ 474,440 $ 556,069 Total Personal Services $ 366,715 -34.05% Operating Expenditures: 29,741 4,140 16,325 750 519-3400 Contractual Services 1,600 113.33% 420 - 160 160 519-4000 Travel and Per Diem - -100.00% 2,873 2,583 2,596 2,557 519-4100 Communication Services 2,413 -5.63% 104,035 95,683 127,268 98,730 519-4300 Utilities 97,065 -1.69% - 1,608 1,400 - 519-4400 Rentals & Leases - 0.00% 60 196 1,371 1,247 519-4610 Maintenance Contracts 36,220 2804.57% 3,184 11,366 5,837 3,357 519-4620 Vehicle Repair 3,560 6.05% 243 504 636 400 519-4630 Equipment Repair 300 -25.00% 6,821 26,767 8,800 9,900 519-4640 Building Maintenance 9,900 0.00% 834 - 241 - 519-4650 Grounds Maintenance - 0.00% 261 5,497 505 500 519-4670 Traffic Signal Repair 500 0.00% 51 58 171 225 519-4905 Safety Programs/Supply 315 40.00% 4 - - 519-5100 Office Supplies 5,204 11,081 13,278 4,435 519-5200 Operating Supplies 7,095 59.98% 138 - - 519-5202 Computer Supplies 10,808 13,671 8,975 10,715 519-5204 Fuel & Oil 11,560 7.89% 1,777 1,518 1,633 1,945 519-5210 Uniform Expense 1,760 -9.51% - - - - 519-5231 Computer Hardware/Software - 0.00% 20,287 20,819 9,878 9,685 519-5301 Street Markings 10,550 8.93% 60 120 - - 519-5400 Books, Dues & Publications - 0.00% - - - - 519-5500 Training 625 100.00% (849) (28) (2,879) - 519-9905 Capitalized Costs Allocation - Labor - 0.00% (278) (9) (950) - 519-9906 Capitalized Costs Allocation - Benefits - 0.00% (92) (5) (513) - 519-9907 Capitalized Costs Allocation - Overhead - 0.00% $ 185,583 $ 195,569 $ 194,731 $ 144,606 Total Operating Expenditures $ 183,463 26.87% Capital Outlay: 2,499 - - - 519-6310 Improvements Other Than Building - 0.00% 1,811 - - - 519-6402 Equipment - 0.00% 21,628 - - - 519-6404 Trucks 7,500 100.00% Utility Body for Truck Transferred from ROW $ 25,938 $ - $ - $ - Total Capital Outlay $ 7,500 100.00% Total Personal Services, Operating $ 736,049 $ 643,516 $ 669,172 $ 700,675 Expenditures & Capital Outlay $ 557,678 -20.41% 1230-Facilities 8/30/2010 2:02 PM 148  001 GENERAL FUND - 1230 FACILITIES Actual Budget 2009-10 2010-11 % 2006-07 2007-08 2008-09 Adopted Adopted Change Capital Improvements Program: - - 19,751 - 5074 - City Hall Improvements 30,092 100.00% 519-6214 City Hall Annex Roof 519-6214 Science Center Roof 519-6214 Energy Efficiency Lighting Controls - - - - 5082 - HVAC Improvements 26,000 100.00% 519-6310 Replace Council Chambers HVAC Unit $ - $ - $ 19,751 $ - Total Capital Improvements Program $ 56,092 100.00% Debt Service - - 47,690 47,690 581-9121 Transfer to Debt Service Fund 48,298 1.27% 2001 Bond - Municipal Facilities - year 10 of 30 $ - $ - $ 47,690 $ 47,690 Total Debt Service $ 48,298 1.27% $ 736,049 $ 643,516 $ 736,612 $ 748,365 TOTAL EXPENSES $ 662,068 -11.53% $ (735,347) $ (643,409) $ (736,271) $ (748,165) NET REVENUE / (EXPENSE) $ (661,818) -11.54% 1230-Facilities 8/30/2010 2:02 PM 149 FACILITIES MISSION Maintain City facilities and traffic control devices in a safe, reliable, economical, and environmentally-friendly manner. 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. GOALS & ACCOMPLISHMENTS Current Year Goals:
Complete construction of a Civil War museum exhibit.
Install infrared lighting controls in City Hall and the Annex to increase energy efficiency.
Re-roof the City Hall Annex building.
Perform roof evaluations on all City buildings and establish a maintenance and replacement program.
Implement quarterly maintenance for all HVAC systems at all City buildings.
Perform a comprehensive facilities assessment, including energy audits, of all City facilities to determine required repairs, renovations, etc. Long-Term Goals:
Develop a comprehensive maintenance program that will cover all aspects of facilities maintenance at the City reducing unscheduled breakdowns.
Establish and implement a facility equipment replacement program that includes a 5- and 10-year plan for the upgrade of equipment.
Upgrade lighting controls at all City facilities to improve energy efficiency. Significant Prior Year Accomplishments:
Installed new roof on Golf Course Maintenance building utilizing in-house labor saving approximately $2,500.
Replaced all the hand rails on the boardwalk at the Landing.
Constructed a new metal roof over Pump Station No. 2.
Remodeled a bay at the Utilities Field Office into a laboratory and relocated equipment from the WWTP.
Completed a comprehensive assessment of HVAC systems at all City buildings.
Developed an ITB for quarterly maintenance of all HVAC systems at City buildings.
Through the General Consulting Contract, performed a facilities assessment of the Fred Hedrick Recreation Center.
Constructed a mower roof cover at the Recreation & Cultural Services Field Office. 150 PERFORMANCE MEASURES Workload Actual YTD thru 6/30 Budget Measure 2006-07 2007-08 2008-09 2009-10 2009-10 2010-11 Number of Work Orders Received 1,666 1,534 1,342 1,040 1,400 1,300 Hours to Support Special Events 768 1,230 760 439 500 550 Hours to Replace Street Signs 266 1,512 837 96 250 120 Number of Signs Fabricated and Installed 1,481 1,223 1,110 739 1,200 925 Number of Sign Malfunction Complaints Resolved 16 72 32 24 30 30 Number of Public Hearing/Notice Signs Posted 36 76 78 38 40 48 Budget Impact FTE's per 1,000 Citizens 0.53 0.48 0.53 annual measure 0.51 Net Cost of Services per Citizen $34.78 $30.25 annual measure $35.96 Effectiveness & Strategic Plan % of Service Requests Completed in Time Estimated 82% 90% 91% 94% 95% 95% % of Work Orders Completed within 5 Days 89% 91% 93% 95% 95% 95% % Repair Accuracy - 1st Attempt 97% 98% 99% 98% 98% 95% Workload Efficiency 160 12.00 100% 100% 150 The City is transitioning to a Performance Management 10.00 System 95% to utilize proven standards as a guide to 95% 140 making improvements that generate better operations, 8.00 customer 90%value, and overall results. As such, current 90% 130 6.00 performance measures – many of which aren’t truly meaningful 85% for evaluating services and others can’t be 85% 120 4.00 easily supported by system-generated documentation/reports 80%and must be manually tracked – haven’t been 80% 110 2.00 100 updated for the current 0.00 year or upcoming 75% budget year. 75% 2006-07 2007-08 2008-09 2009-10 2010-11 2006-07 2007-08 2008-09 2009-10 2010-11 budget budget budget budget We appreciate Work Orders per FTE FTE's your patience as The City of Fort Walton Beach Repair works Accuracy to develop On-TimeaCompletion program to clearly illustrate the purpose, quality, and value of programs and services provided! 151  001 GENERAL FUND - 1240 STREETS Actual Budget 2009-10 2010-11 % 2006-07 2007-08 2008-09 Adopted Adopted Change Acct Revenues: 667,040 643,833 571,241 568,200 312-1000 Local Option Fuel Tax 580,000 2.08% - 5,220 1,200 - 325-1001 Sidewalk/Asphalt - 0.00% 1,966 1,966 1,710 1,965 325-1002 Girard Avenue 1,966 0.05% 31,883 4,688 4,095 6,545 325-1003 Stokes Avenue 6,282 -4.02% 41,635 46,156 44,672 57,092 344-9008 DOT Lighting Maintenance Contract 62,272 9.07% - - 1,999 - Grant Revenue - 0.00% $ 742,524 $ 701,864 $ 624,916 $ 633,802 TOTAL REVENUES $ 650,520 2.64% Personal Services: 13.50 12.50 6.50 6.50 Number of Funded Employees (FTE's) 5.50 272,823 322,205 178,285 186,061 541-1200 Salaries 145,472 -21.81% 2,380 1,869 814 1,000 541-1400 Salaries - Overtime 1,000 0.00% 616 1,210 1,215 - 541-1503 Auto Allowance 16,294 19,249 10,533 10,857 541-2100 FICA Taxes 8,215 -24.33% 3,811 4,502 2,463 2,539 541-2101 Medicare 1,921 -24.34% 44,840 53,025 28,630 33,299 541-2200 Retirement Contributions 27,874 -16.29% 28,864 37,267 23,158 33,666 541-2300 Dental, Life & Health Insurance 31,166 -7.43% 23,051 27,697 13,280 10,680 541-2400 Worker's Compensation 9,415 -11.84% $ 392,679 $ 467,023 $ 258,379 $ 278,102 Total Personal Services $ 225,063 -19.07% Operational Expenditures: - 600 - - 541-3400 Contractual Services - 0.00% 820 - 230 - 541-4000 Travel and Per Diem - 0.00% 3,545 1,780 1,003 871 541-4100 Communication Services 365 -58.09% 234,743 223,361 230,466 234,900 541-4300 Utilities 237,125 0.95% 1,551 1,436 1,354 1,575 541-4400 Rentals & Leases - -100.00% 1,450 1,800 300 385 541-4610 Maintenance Contracts - -100.00% 26,049 16,035 2,975 5,950 541-4620 Vehicle Repair 5,950 0.00% 14,065 14,167 16,513 6,965 541-4630 Equipment Repair 6,965 0.00% 1,522 1,543 1,808 1,550 541-4640 Building Maintenance - -100.00% 1,093 1,598 901 970 541-4905 Safety Programs/Supply 970 0.00% 530 - - 541-5100 Office Supplies 9,479 7,435 4,845 4,500 541-5200 Operating Supplies 4,500 0.00% 406 - - 541-5202 Computer Supplies 28,592 36,592 5,467 4,745 541-5204 Fuel & Oil 6,935 46.15% 2,457 2,323 1,021 1,320 541-5210 Uniform Expense 1,320 0.00% 11,598 14,828 1,341 4,000 541-5300 Road Materials & Supplies 4,000 0.00% 9,008 1,409 3,820 5,000 541-5304 Street Materials/Concrete 5,000 0.00% 1,124 1,109 - - 541-5305 Street Materials/Pipe - 0.00% 107 - - - 541-5400 Dues and Publications - 0.00% - - - - 541-5500 Training 300 100.00% (30,213) (52,557) (31,657) - 541-9905 Capitalized Costs Allocation - Labor - 0.00% (10,798) (20,728) (11,511) - 541-9906 Capitalized Costs Allocation - Benefits - 0.00% (2,253) (6,188) (5,589) - 541-9907 Capitalized Costs Allocation - Overhead - 0.00% 304,875 246,545 223,285 272,731 Total Operating Expenditures 273,430 0.26% Capital Outlay: 38,202 - 1,502 - 541-6402 Equipment - 0.00% 40,870 - - - 541-6404 Trucks - 0.00% - 743 - - 541-6420 Computer Hardware/Software - 0.00% $ 79,072 $ 743 $ 1,502 $ - Total Capital Outlay $ - 0.00% Total Personal Services, Operating $ 776,626 $ 714,311 $ 483,167 $ 550,833 Expenditures & Capital Outlay $ 498,493 -9.50% 1240-Streets 8/30/2010 2:03 PM 152  001 GENERAL FUND - 1240 STREETS Actual Budget 2009-10 2010-11 % 2006-07 2007-08 2008-09 Adopted Adopted Change Capital Improvements Program: 125,000 108,101 63,453 148,000 5018 - Pavement Improvement 125,000 -15.54% 541-6351 Refer to CIP Map for Various Locations - - - - 5061 - Butler Drive Improvements 35,000 100.00% 541-6351 Pave Street - - - - 5319 - Howell Drive Improvements 27,500 100.00% 541-6351 Planning, design 541-6351 Pave Street - 69,031 10,118 - Prior Years Capital Improvement Program $ 125,000 $ 177,132 $ 73,571 $ 148,000 Total Capital Improvements Program $ 187,500 26.69% $ 901,626 $ 891,443 $ 556,737 $ 698,833 TOTAL EXPENSES $ 685,993 -1.84% $ (159,101) $ (189,580) $ 68,179 $ (65,031) NET REVENUE / (EXPENSE) $ (35,473) -45.45% $ 3,282,393 $ 3,093,061 $ 2,761,266 $ 2,822,922 Total Engineering Services Expenses $ 2,671,896 -5.35% Total Engineering Services $ (2,070,479) $ (2,004,415) $ (1,738,411) $ (1,922,360) NET REVENUE / (EXPENSE) $ (1,751,986) -8.86% 1240-Streets 8/30/2010 2:03 PM 153 STREETS MISSION Provide a safe and reliable transportation network. DESCRIPTION Streets maintains 100 miles of paved streets through resurfacing. There are also two miles of unpaved streets and 61 miles of sidewalk maintained in the City. GOALS & ACCOMPLISHMENTS Current Year Goals:
Using the Micropaver Pavement Condition Index as a guideline, perform street overlays as follows: Eagle Street NE from Country Club to Powell; Bay Court NE; Gregory Avenue NW from Gilda Place to Moriarty Street; Cecelia Drive NW; Lulla Belle Lane NW; Merioneth Court; Viking Drive NW; Sea Rover Lane NW; Nordic Lane NW; North Sea Lane NW; Odin Lane NW; and Deal Avenue NW from Adams Street to Rogers Street.
Complete the installation of sidewalk on the east side of Memorial Parkway NW from Hollywood Boulevard to Beal Parkway. Long-Term Goals:
Install sidewalks on at least one side of all residential local streets and on both sides of all collector and arterial roadways.
Complete paving of Butler Drive and Howell Drive including the final design of the roadway and drainage improvements. Significant Prior Year Accomplishments:
Installed 1,844 L.F. of new multimodal path along the west side of Robinwood Drive SW.
Completed 14,847 linear feet of street overlays: Gardner Drive NE, Utah Place NE, Oregon Drive NE, Arizona Drive NE, Laurie Drive NE, Alexandra Place SE, Anastasia Drive SE, Elliott Road SE, and Sleepy Oaks Road NW.
Opened discussions with Okaloosa County to perform the necessary work to pave Butler Drive and Howell Drive in FY 2010-11. 154 PERFORMANCE MEASURES Workload Actual YTD thru 6/30 Budget Measure 2006-07 2007-08 2008-09 2009-10 2009-10 2010-11 Miles of Road Maintained 98.50 99.35 112.76 99.35 99.35 99.35 Miles of Sidewalk Maintained 60.92 61.32 61.35 61.35 61.32 61.35 Linear Feet of New Paved Road 0 0 0 0 0 0 Linear Feet of Repaired/Replaced Paved Road 0 4,116 0 8,501 7,700 12,331 Linear Feet of New Sidewalk 1,056 2,688 416 1,844 0 0 Linear Feet of Repaired/Replaced Sidewalk 672 1,631 522 488 500 500 Linear Feet of New Curb 0 221 0 0 0 0 Linear Feet of Repaired/Replaced Curb 271 572 110 150 200 200 Number of Hours Spent to Repair Potholes 1,022 1,476 1,257 900 1,000 1,000 Budget Impact FTE's per 1,000 Citizens 0.65 0.69 0.31 annual measure 0.31 Net Cost/(Revenue) of Street Maintenance per Mile $1,615 $125 annual measure $684 Net Cost/(Revenue) of Services per Citizen $4.93 $4.36 annual measure $3.25 Effectiveness & Strategic Plan % of Paved Roads Repaired/Replaced 0.0% 0.8% 0.0% annual measure 1.5% % of Paved Roads in Good Working Condition n/a n/a n/a 60% Road Repaired/Resurfaced Sidewalk Repaired/Replaced 9,000 1.6% 1,800 1.0% 8,000 The City is transitioning to a Performance Management 1.4% System to utilize proven standards as a guide to 1,600 0.8% 7,000 1.2% 1,400 6,000 making improvements that generate better operations, 1.0% customer 1,200value, and overall results. As such, current 5,000 1,000 0.6% 4,000 performance measures – many of which aren’t truly meaningful 0.8% 800 for evaluating services and others can’t be 0.6% 0.4% 3,000 600 must be manually tracked – haven’t been 2,000 easily supported by system-generated documentation/reports 0.4% and 400 0.2% 1,000 0.2% year or upcoming updated for the current 200 budget year. 0 0.0% 0 0.0% 2006-07 2007-08 2008-09 2009-10 2010-11 2006-07 2007-08 2008-09 2009-10 2010-11 budget We appreciate your patience asbudget The City of Fort Walton Beach works to develop a program budget to budget Linear Feet % of Road System Linear Feet % of Sidewalk System clearly illustrate the purpose, quality, and value of programs and services provided! 155  001 GENERAL FUND - 1500 NON-DEPARTMENTAL Actual Budget 2009-10 2010-11 % 2006-07 2007-08 2008-09 Adopted Adopted Change Acct Personal Services: - - - - 519-1200 Salaries 3,032 100.00% 55,676 389,731 135,371 50,000 519-1216 Final Leave Pay 50,000 0.00% - - - - 519-2100 FICA Taxes 174 100.00% - - - - 519-2101 Medicare 41 100.00% 10,881 19,573 37,852 10,000 519-2500 Unemployment Compensation 25,000 150.00% $ 66,557 $ 409,304 $ 173,224 $ 60,000 Total Personal Services $ 78,247 30.41% Operating Expenditures: 14,656 17,995 6,412 3,000 519-4400 Rentals & Leases 3,201 6.70% - - - 50,000 519-4995 Contingencies 108,121 116.24% 866,040 775,591 61,683 - Prior Years Operating Expenditures $ 866,040 $ 775,591 $ 61,683 $ 53,000 Total Operating Expenditures $ 111,322 110.04% Capital Outlay: 5,000 - - - Prior Years Capital Outlay $ 5,000 $ - $ - $ - Total Capital Outlay $ - 0.00% Total Personal Services, Operating $ 937,597 $ 1,184,895 $ 234,906 $ 113,000 Expenditures & Capital Outlay $ 189,569 67.76% $ 937,597 $ 1,184,895 $ 234,906 $ 113,000 TOTAL EXPENSES $ 189,569 67.76% - 2,400 - - 581-9112 Transfer to Law Enforcement Trust Fund 685,537 2,349,115 - - 581-9121 Transfer to Debt Service Fund - - 178,000 178,000 581-9175 Transfer to Golf Fund - -100.00% $ 685,537 $ 2,351,515 $ 178,000 $ 178,000 Total Other Financing Activity $ - -100.00% $ 685,537 $ 2,351,515 $ 178,000 $ 178,000 TOTAL TRANSFERS $ - -100.00% 250.32 243.12 224.24 218.63 Number of Funded Employees (FTE's) 198.45 -9.23% 186,236 447,786 446,175 415,346 City Council 390,233 -6.05% 424,488 353,887 238,154 224,519 City Manager 286,165 27.46% 628,900 865,818 1,378,205 1,364,450 Administrative Services 1,148,158 -15.85% 213,882 244,678 269,327 240,087 City Clerk 187,149 -22.05% 775,287 1,053,712 714,316 741,415 Finance 720,073 -2.88% 5,270,982 5,363,104 5,323,764 5,456,847 Police 5,287,741 -3.10% 3,254,410 3,606,600 3,762,440 3,729,233 Fire 3,813,092 2.25% 3,821,905 3,722,096 3,535,910 3,323,502 Recreation Services 2,939,538 -11.55% 3,567,334 3,377,224 2,957,962 2,822,922 Engineering Services 2,671,896 -5.35% 1,623,134 3,536,410 412,906 291,000 Non-Departmental 189,569 -34.86% $ 19,766,558 $ 22,571,315 $ 19,015,139 $ 18,609,321 TOTAL FUND EXPENSES $ 17,633,614 -5.24% $ 1,194,243 $ (2,986,432) $ 314,438 $ (0) NET REVENUE / (EXPENSE) $ (0) 0.00% 1500-NonDept_001 9/9/2010 12:56 PM 156  Law Enforcement Trust Fund The Law Enforcement Trust Fund encompasses less than 0.1% 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, every law enforcement agency that receives 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 $140 $120 B udget % $ 2010- 11 C hange C hange $100 Interest & Other 3,000 -47.4% (2,700) Thousands $80 Appropriations 9,825 -11.7% (1,300) $60 12,825 -23.8% (4,000) $40 $20 $0 Actual Actual Actual Budget Budget 2006-07 2007-08 2008-09 2009-10 2010-11 Intergov't Revenue Fines/Forfeitures Interest & Other Appropriations • Intergovernmental revenue refers to grants, which are accounted for through a budget amendment because they are not recorded until 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 $100 $80 B udget 2010-11 % C hange $ C hange $60 Thousands Personal Services 3,000 0.0% - $40 Operations/M aintenance 9,825 -28.9% (4,000) 12,825 -23.8% (4,000) $20 $0 Actual Actual Actual Budget Budget 2006-07 2007-08 2008-09 2009-10 2010-11 Personal Services Operations/Maintenance Grant Expense Contingencies/Reserves • State expenditures are focused on crime prevention and other community policing activities permissible per State Statute. • Federal expenditures include the bulletproof vest replacements, which are 50% funded with a federal grant. 157  102 LAW ENFORCEMENT TRUST FUND Actual Budget 2009-10 2010-11 % 2006-07 2007-08 2008-09 Adopted Acct Adopted Change 17,061 25,637 10,591 - Grant Revenues - 0.00% $ 17,061 $ 25,637 $ 10,591 $ - Total Grants $ - 0.00% $ 17,061 $ 25,637 $ 10,591 $ - TOTAL INTERGOVERNMENTAL REVENUE $ - 0.00% 67,131 34,396 52,180 - 1800-359-2000 Fines/Forfeitures - 0.00% 2,865 408 173 - 1800-359-3000 Restitution - 0.00% $ 69,996 $ 34,804 $ 52,353 $ - Total Fines & Forfeitures $ - 0.00% $ 69,996 $ 34,804 $ 52,353 $ - TOTAL FINES & FORFEITURES $ - 0.00% 14,603 8,106 5,142 4,700 1800-361-1000 Interest Income 2,000 -57.45% $ 14,603 $ 8,106 $ 5,142 $ 4,700 Total Interest Income $ 2,000 -57.45% 2,647 3,625 436 1,000 1800-364-1000 Sale of Surplus Assets 1,000 0.00% 19,315 1,626 1,301 - 1800-366-1000 Contributions/Donations - 0.00% 16 2,744 - - 1800-369-9000 Miscellaenous Revenue - 0.00% $ 21,978 $ 7,994 $ 1,737 $ 1,000 Total Other Revenues $ 1,000 0.00% $ 36,581 $ 16,100 $ 6,880 $ 5,700 TOTAL INTEREST & OTHER REVENUES $ 3,000 -47.37% - - - 11,125 1600-389-9100 Appropriation from Fund Balance 9,825 -11.69% $ - $ - $ - $ 11,125 Total Non-Operating Sources $ 9,825 -11.69% $ - $ - $ - $ 11,125 TOTAL TRANSFERS IN $ 9,825 -11.69% $ 123,638 $ 76,541 $ 69,824 $ 16,825 TOTAL FUND REVENUES $ 12,825 -23.77% 102 - LETF 8/30/2010 2:06 PM 158  102 LAW ENFORCEMENT TRUST FUND Actual Budget 2009-10 2010-11 % 2006-07 2007-08 2008-09 Adopted Acct Adopted Change 1800 - STATE FORFEITURE EXPENSES Grant Expenses: 15,393 29,424 12,023 - Grant Expenses - 0.00% $ 15,393 $ 29,424 $ 12,023 $ - Total Grant Expenses $ - 0.00% Personal Services: 4,269 2,902 1,935 - 521-1200 Salaries 265 180 120 - 521-2100 FICA Taxes 62 42 28 - 521-2101 Medicare 320 334 294 - 521-2201 Retirement Contributions - Police Pension 253 136 73 - 521-2400 Worker's Compensation - - - 3,000 Wages/Benefits Transferred from General Fund 3,000 0.00% $ 5,169 $ 3,594 $ 2,450 $ 3,000 Total Personal Services $ 3,000 0.00% Operating Expenditures: 15,354 23,302 16,378 - 521-3101 Legal Services - 0.00% - 5,569 - - 521-3400 Contractual Services - 0.00% - - - 150 521-4700 Printing and Binding 150 0.00% - - 1,230 - 521-4912 Forfeiture Filing Fees 2,000 100.00% 2,174 3,453 2,013 2,100 521-4915 Legal Advertising 2,100 0.00% - - - 100 521-5100 Office Supplies 100 0.00% 1,648 3,503 1,530 3,250 521-5200 Operating Supplies 3,250 0.00% 25 25 25 225 521-5400 Books, Dues & Publications 225 0.00% $ 19,200 $ 35,852 $ 21,235 $ 5,825 Total Operating Expenditures $ 7,825 34.33% Other Financing Activity: - 6,093 - 6,000 581-9101 Transfer to General Fund - -100.00% $ - $ 6,093 $ - $ 6,000 Total Other Financing Activity $ - -100.00% $ 39,762 $ 74,964 $ 61,896 $ 14,825 STATE EXPENDITURES $ 10,825 -26.98% 1820 - FEDERAL FORFEITURE EXPENSES Operating Expenditures: 1,957 539 238 2,000 1543-521-5210 Uniform Expense 2,000 0.00% 11,820 4,818 7,288 - 521-5213 Ammunition Expense - 0.00% 19,130 2,024 2,099 Prior Years Operating Expenditures $ 32,907 $ 7,381 $ 9,625 $ 2,000 Total Operating Expenditures $ 2,000 0.00% $ 32,907 $ 7,381 $ 9,625 $ 2,000 FEDERAL EXPENDITURES $ 2,000 0.00% $ 72,669 $ 82,345 $ 71,522 $ 16,825 TOTAL FUND EXPENSES $ 12,825 -23.77% $ 50,969 $ (5,804) $ (1,698) $ - NET REVENUE / (EXPENSE) $ - 0.00% 102 - LETF 8/30/2010 2:06 PM 159  Law Enforcement Training Fund The Law Enforcement Training Fund encompasses less than 0.1% 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 $35 $30 B udget 2010-11 % C hange $ C hange $25 Thousands Fees/Fines 12,000 0.0% - $20 Interest & Other 50 -91.7% (550) $15 Appropriations - -100.0% (17,980) $10 12,050 -60.6% (18,530) $5 $0 Actual Actual Actual Budget Budget 2006-07 2007-08 2008-09 2009-10 2010-11 Fees/Fines Interest & Other Appropriations • Fund balance was nearly depleted as of September 30, 2010. Therefore, no appropriation from reserves is budgeted. Expenditure Highlights $60 $50 B udget $40 2010-11 % C hange $ C hange Thousands $30 Personal Services - -100.0% (24,035) Operations/M aintenance 8,208 25.4% 1,663 $20 Contingencies/Reserves 3,842 100.0% 3,842 $10 12,050 -60.6% (18,530) $0 Actual Actual Actual Budget Budget 2006-07 2007-08 2008-09 2009-10 2010-11 Personal Services Operations/Maintenance Contingencies/Reserves • School Crossing Guards have been transferred to the General Fund since there are insufficient resources in this fund. • Police officer training has been transferred to the General Fund since there are insufficient resources in this fund. A portion of accredidation recertification training expenses are funded, though. • Revenues in excess of budgeted expenses will be reserved for future years’ training. 160  103 LAW ENFORCEMENT TRAINING FUND Actual Budget 2009-10 2010-11 % 2006-07 2007-08 2008-09 Adopted Acct Adopted Change 10,779 13,770 12,595 12,000 1830-351-5020 Traffic Fines - Training 12,000 0.00% $ 10,779 $ 13,770 $ 12,595 $ 12,000 Total Fines & Forfeitures $ 12,000 0.00% $ 10,779 $ 13,770 $ 12,595 $ 12,000 TOTAL FINES & FORFEITURES $ 12,000 0.00% 10,603 2,219 565 600 1830-361-1000 Interest Income 50 -91.67% $ 10,603 $ 2,219 $ 565 $ 600 Total Interest Income $ 50 -91.67% $ 10,603 $ 2,219 $ 565 $ 600 TOTAL INTEREST & OTHER REVENUES $ 50 -91.67% - - - 17,980 1600-389-9100 Appropriation from Fund Balance - -100.00% $ - $ - $ - $ 17,980 Total Non-Operating Sources $ - -100.00% $ - $ - $ - $ 17,980 TOTAL TRANSFERS IN $ - -100.00% $ 21,382 $ 15,988 $ 13,159 $ 30,580 TOTAL FUND REVENUES $ 12,050 -60.60% Personal Services: 1.38 1.38 1.38 0.92 Number of Employees (FTE's) - 25,281 26,621 23,332 21,731 521-1200 Salaries - -100.00% 1,567 1,650 1,447 1,347 521-2100 FICA Taxes - -100.00% 367 386 338 315 521-2101 Medicare - -100.00% 59 79 70 79 521-2300 Dental, Life & Health Insurance - -100.00% 881 956 666 563 521-2400 Worker's Compensation - -100.00% $ 28,155 $ 29,692 $ 25,852 $ 24,035 Total Personal Services $ - -100.00% Operating Expenditures: 6,672 12,121 7,554 6,545 521-4000 Travel and Per Diem 7,208 10.13% - - - - 521-5500 Training 1,000 100.00% - - - - 581-9900 Reserved - Undesignated Fund Balance 3,842 100.00% $ 6,672 $ 12,121 $ 7,554 $ 6,545 Total Operating Expenditures $ 12,050 84.11% $ 34,826 $ 41,814 $ 33,406 $ 30,580 TOTAL FUND EXPENSES $ 12,050 -60.60% $ (13,444) $ (25,825) $ (20,247) $ - NET REVENUE / (EXPENSE) $ - 0.00% 103 - LETF 8/30/2010 2:07 PM 161 162  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 $250 B udget $200 2010- 11 % C hange $ C hange Thousands Intergov't Revenue 152,772 7.4% 10,551 $150 152,772 7.4% 10,551 $100 $50 $0 Actual Actual Actual Budget Budget 2006-07 2007-08 2008-09 2009-10 2010-11 Intergov't Revenue Interest & Other • Revenues from the Federal entitlement are population-based. • Other revenue includes prior year donations from Okaloosa County Development Corporation for the World Changers housing re-roofing and painting program. Expenditure Highlights $300 $250 B udget 2010- 11 % C hange $ C hange $200 Operations/M aintenance 30,554 7.4% 2,110 Thousands $150 Program Expenses 122,218 7.4% 8,441 152,772 7.4% 10,551 $100 $50 $0 Actual Actual Actual Budget Budget 2006-07 2007-08 2008-09 2009-10 2010-11 Personal Services Operations/Maintenance Program Expenses • The CDBG program allows up to 10% of the federal grant to be used for administrative expense associated with carrying out the Annual Action Plan objectives. • Program expense has been allocated as follows: $35K to World Changers, $21K to the Chester Pruitt recreation center youth programs, $48K to Okaloosa County Head Start, and $18K to S4P Synergy. 163  107 COMMUNITY DEVELOPMENT BLOCK GRANT FUND Actual Budget 2009-10 2010-11 % 2006-07 2007-08 2008-09 Adopted Acct Adopted Change 209,543 107,744 259,875 142,221 1900-331-5027 Annual Entitlement Grant 152,772 7.42% $ 209,543 $ 107,744 $ 259,875 $ 142,221 Total Grants $ 152,772 7.42% $ 209,543 $ 107,744 $ 259,875 $ 142,221 TOTAL INTERGOVERNMENTAL REVENUE $ 152,772 7.42% 12,500 17,500 15,000 - 1900-337-5050 OCDC - World Changers - 0.00% - 1,450 - - 1900-366-1000 Donations - 0.00% 3 666 3 - Discounts - 0.00% $ 12,503 $ 19,616 $ 15,003 $ - Total Other Revenues $ - 0.00% $ 12,503 $ 19,616 $ 15,003 $ - TOTAL INTEREST & OTHER REVENUES $ - 0.00% $ 222,047 $ 127,360 $ 274,878 $ 142,221 TOTAL FUND REVENUES $ 152,772 7.42% 107 - CDBG 9/13/2010 9:14 AM 164  107 COMMUNITY DEVELOPMENT BLOCK GRANT FUND Actual Budget 2009-10 2010-11 % 2006-07 2007-08 2008-09 Adopted Acct Adopted Change Personal Services: 1.48 0.48 0.48 0.48 Number of Employees (FTE's) 0.48 $ 36,770 $ 13,413 $ - $ - Total Personal Services $ - 0.00% Operating Expenditures: Grants and Aids - - 181,605 - 1900-554-8102 Okaloosa Community Dev Corp - Housing Rehab - 0.00% - 16,192 27,753 - 1900-554-8103 Okaloosa Community Dev Corp - Admin - 0.00% 161,436 79,196 41,257 35,000 Housing Rehabilitation 35,000 0.00% 1930-554-4650 World Changers 22,747 18,554 15,516 41,000 Public Services 87,218 112.73% Chester Pruitt Summer Enrichment Program - - - 37,777 Public Facilities - -100.00% $ 185,277 $ 113,942 $ 266,132 $ 113,777 Total Operating Expenditures $ 122,218 7.42% Other Financing Activity: - - - 28,444 1600-552-1010 Transfer to General Fund 30,554 7.42% 20% Admin Allocation $ - $ - $ - $ 28,444 Total Other Financing Activity $ 30,554 7.42% $ 222,047 $ 127,355 $ 266,132 $ 142,221 TOTAL FUND EXPENSES $ 152,772 7.42% $ - $ 5 $ 8,746 $ - NET REVENUE / (EXPENSE) $ - 0.00% 107 - CDBG 9/13/2010 9:14 AM 165 CDBG MISSION Administer the Community Development Block Grant (CDBG) program in accordance with all Federal regulations. DESCRIPTION The Community Development Block Grant provides Federal funding for residential rehabilitation and related programs for low and moderate income residents. GOALS & ACCOMPLISHMENTS Current Year Goals:
The City will receive $152,772 from the CDBG entitlement in FY 2010-11. The CAC has recommended approval of the following projects in FY 2010-11: $35,000 for World Changers, $21,000 for the Chester Pruitt Center Youth Enrichment Program, $18,000 for the S4P Synergy Natural Gas Generator, and $48,218 for the Okaloosa County Head Start facility roof.
Continue to administer the CDBG program in-house.
Continue to coordinate with the CAC to identify and recommend projects for the CDBG program. Long-Term Goals:
Continue to administer the CDBG program internally and coordinate with the Citizen's Advisory Committee to distribute funding through the various programs. Significant Prior Year Accomplishments:
The FY 2009-10 program provided funding for the Chester Pruitt after-school and summer programs, and the World Changers program assisted a total of 19 households with roofing and painting.
The City also completed a new multi-modal path along Robinwood Drive SW that was funded through the CDBG program and the ARRA program.
The CAC approved funding for playground fencing at the Gregg Chapel Daycare, infrastructure work towards an emergency natural gas generator for S4P Synergy, and a new sidewalk, curbing, and ADA ramps at the intersection of Robinwood Drive NW and Jet Drive. 166 PERFORMANCE MEASURES Workload Actual YTD thru 6/30 Budget Measure 2006-07 2007-08 2008-09 2009-10 2009-10 2010-11 Number of Low/Moderate Income Residents Helped 489 1,334 115 474 300 Number of Homes Rehabilitated with CDBG Funds 4 4 7 0 0 Number of Summer Youth Program Participants 151 31 40 43 40 Number of After School Program Participants 782 1,675 880 948 1,200 Number of Homes Assisted through Summer Programs (i.e. World Changers) 26 28 24 19 20 22 Budget Impact FTE's per 1,000 Citizens 0.05 0.00 0.00 annual measure 0.00 Net Cost of Services per Citizen $0.51 $0.00 $0.00 annual measure $0.00 Effectiveness & Strategic Plan % of Citizen Applications Able to be Funded n/a n/a n/a 75% % of Grant Funding Spent in Year Received 56% 43% 96% annual measure 100% Housing Rehabilitation Youth Programs 200,000 8 25,000 1,800 7 1,600 The City is transitioning to a Performance Management System 20,000 to utilize proven standards as a guide to 1,400 150,000 6 making improvements that generate better operations, 5 customer value, and overall results. As such, current 15,000 1,200 1,000 100,000 4 performance measures – many of which aren’t truly meaningful 10,000 for evaluating services and others can’t be 800 3 600 50,000 easily supported by system-generated documentation/reports 2 and must be manually tracked – haven’t been 5,000 400 1 200 0 updated for the current 0 year or upcoming budget year. 0 0 2006-07 2007-08 2008-09 2009-10 2010-11 2006-07 2007-08 2008-09 2009-10 2010-11 budget budget budget budget Funding We appreciate Homes your patience as The City of Fort Walton BeachFunding works to develop a program to Youths clearly illustrate the purpose, quality, and value of programs and services provided! 167 168  Community Redevelopment Agency Fund The Community Redevelopment Agency (CRA) Fund encompasses 10% 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 $3.5 B udget $3.0 2010-11 % C hange $ C hange $2.5 Ad Valorem Taxes - City 898,803 -5.6% (53,456) $2.0 Millions Ad Valorem Taxes - County 651,559 -12.9% (96,781) $1.5 Interest & Other 30,000 -64.1% (53,650) Appropriations 2,000,000 100.0% 2,000,000 $1.0 3,580,362 100.7% 1,796,113 $0.5 $0.0 Actual Actual Actual Budget Budget 2006-07 2007-08 2008-09 2009-10 2010-11 Ad Valorem Taxes - City Ad Valorem Taxes - County Intergov't Revenue Interest & Other Appropriations • The rolled-back millage rate of 4.5383 will generate the same amount of property taxes citywide, though ad valorem taxes in the CRA Fund are calculated to decrease slightly because property values in the CRA Fund decreased 11.9% compared to 6.3% in the General Fund. • An appropriation (use of reserves) of $2M is budgeted for demolition and infrastructure improvements associated with the Soundside affordable housing development. Expenditure Highlights $3.5 B udget $3.0 2010-11 % C hange $ C hange $2.5 Personal Services 247,164 194.5% 163,228 $2.0 Operations/M aintenance 441,669 29.2% 99,901 Millions Capital Outlay 17,700 210.5% 12,000 $1.5 Capital Improvements 2,787,800 163.7% 1,730,746 $1.0 Interfund Transfers 71,029 -75.6% (219,921) $0.5 Contingencies/Reserves 15,000 0.0% - $0.0 3,580,362 99.5% 1,785,954 Actual Actual Actual Budget Budget 2006-07 2007-08 2008-09 2009-10 2010-11 Personal Services Operations/Maintenance Capital Outlay Capital Improvements Interfund Transfers Contingencies/Reserves • Personnel expense is budgeted to increase due to the addition of two new positions – a service worker for grounds maintenance and a museum marketing coordinator – as well as the two police officers being accounted for directly in this fund rather than via interfund transfer to the General Fund. • Operating expenses are more than last year due to $40K for a promotional and marketing campaign for the area, as well as $9K for utilities associated with the upgraded Chester Pruitt Park and $43K for Land Development Code updates associated with the area. • The major focus of this fund is to eradicate slum and blight and improve economic development. Funds are allocated for street resurfacing, museum improvements, sidewalk installation, nuisance abatement, Soundside affordable housing development, and economic incentives to attract and retain businesses. 169  109 COMMUNITY REDEVELOPMENT AGENCY FUND Actual Budget 2009-10 2010-11 % 2006-07 2007-08 2008-09 Adopted Acct Adopted Change 682,839 690,570 754,091 730,345 2000-311-1000 Ad Valorem Taxes - City Original TIF 695,828 -4.73% 281,540 306,996 244,693 221,914 2000-311-1100 Ad Valorem Taxes - City Expanded TIF 202,975 -8.53% 536,477 550,058 592,608 573,947 2000-338-2000 Ad Valorem Taxes - County Original TIF 504,419 -12.11% 221,194 244,531 192,294 174,393 2000-338-2100 Ad Valorem Taxes - County Expanded TIF 147,140 -15.63% $ 1,722,049 $ 1,792,154 $ 1,783,686 $ 1,700,599 Total Ad Valorem Taxes $ 1,550,362 -8.83% $ 1,722,049 $ 1,792,154 $ 1,783,686 $ 1,700,599 TOTAL TAXES $ 1,550,362 -8.83% - 1,950 300 - 2000-329-2000 Site Plan Review - 0.00% $ - $ 1,950 $ 300 $ - Total Grants $ - 0.00% $ - $ 1,950 $ 300 $ - TOTAL CHARGES FOR SERVICES $ - 0.00% 454 216 - - Prior Years Grants - 0.00% $ 454 $ 216 $ - $ - Total Grants $ - 0.00% $ 454 $ 216 $ - $ - TOTAL INTERGOVERNMENTAL REVENUE $ - 0.00% 152,577 107,457 75,983 83,650 1500-361-1000 Interest Income 30,000 -64.14% $ 152,577 $ 107,457 $ 75,983 $ 83,650 Total Interest Income $ 30,000 -64.14% 23,428 1,209 1,150 - 1500-369-9000 Miscellaneous Revenue - 0.00% 25 5 4 - 1500-369-9091 Discounts - 0.00% $ 23,453 $ 1,214 $ 1,154 $ - Total Other Revenues $ - 0.00% $ 176,030 $ 108,671 $ 77,137 $ 83,650 TOTAL INTEREST & OTHER REVENUES $ 30,000 100.00% - - - - 1600-389-9100 Appropriation from Fund Balance 2,000,000 100.00% $ - $ - $ - $ - Total Non-Operating Sources $ 2,000,000 100.00% $ - $ - $ - $ - TOTAL TRANSFERS IN $ 2,000,000 100.00% $ 1,898,533 $ 1,902,991 $ 1,861,122 $ 1,784,249 TOTAL FUND REVENUES $ 3,580,362 100.66% Personal Services: 1.75 1.00 1.00 1.00 Number of Employees (FTE's) 5.00 145,133 63,690 64,794 66,197 552-1200 Salaries 173,542 162.16% 2,049 - - - 552-1501 Incentive Pay 2,407 100.00% 9,294 3,884 3,940 4,043 552-2100 FICA Taxes 10,613 162.50% 2,173 908 922 945 552-2101 Medicare 2,482 162.65% 18,354 9,658 10,686 12,505 552-2200 Retirement Contributions 11,877 -5.02% - - - - 552-2201 Retirement Contributions - Police Officers 20,169 100.00% - - - - 552-2204 Retirement Contributions - DC Plan 3,063 100.00% 8,430 75 69 64 552-2300 Dental, Life & Health Insurance 19,173 29857.81% 3,358 238 187 132 552-2400 Worker's Compensation 3,838 2807.58% $ 192,953 $ 78,453 $ 80,598 $ 83,886 Total Personal Services $ 247,164 194.64% Operating Expenses: - 1,750 - - 552-3100 Professional Services - 0.00% 6,055 300 - 2,000 552-3101 Legal Services 12,000 500.00% 2,925 - - - 552-3200 Annual Audit Services - 0.00% 58,720 59,126 46,500 5,000 552-3400 Contractual Services 42,500 750.00% 6,613 8,109 1,526 5,180 552-4000 Travel and Per Diem 1,580 -69.50% 2,058 902 736 949 552-4100 Communication Services 869 -8.43% - - 2,323 150 552-4200 Postage 150 0.00% 90,427 98,222 116,607 125,000 552-4300 Utilities 134,135 7.31% 55,005 63,616 1,534 1,445 552-4610 Maintenance Contracts 690 -52.25% - - - - 552-4630 Equipment Repair 500 100.00% 22,339 22,728 90,002 116,380 552-4650 Grounds Maintenance 116,380 0.00% 3,590 1,136 171 1,000 552-4700 Printing & Binding 1,000 0.00% 1,992 3,949 1,350 7,500 552-4800 Promotional Activities 47,500 533.33% 109 - CRA 8/30/2010 2:15 PM 170  109 COMMUNITY REDEVELOPMENT AGENCY FUND Actual Budget 2009-10 2010-11 % 2006-07 2007-08 2008-09 Adopted Acct Adopted Change - 94 27 750 552-4912 Easement Recording Fees 750 0.00% 1,962 725 319 7,000 552-4915 Legal Advertising 7,000 0.00% - - - 15,000 552-4995 Contingencies 15,000 0.00% 1,035 726 695 1,500 552-5100 Office Supplies 1,500 0.00% 2,567 28,296 2,371 1,207 552-5200 Operating Supplies 1,210 0.25% 1,089 457 - 552-5202 Computer Supplies - - - - 552-5204 Fuel & Oil 2,000 100.00% 1,813 240 - - 552-5231 Computer Hardware/Software - 0.00% 1,779 1,291 1,348 1,707 552-5400 Dues & Publications 705 -58.70% - - - - 552-5500 Training 1,200 100.00% 21,000 266,035 88,848 65,000 552-8200 Grants and Aids 70,000 7.69% Chamber - Downtown Business Plan Landscaping/Irrigation 50/50 Grant Program $ 281,561 $ 557,702 $ 355,137 $ 356,768 Total Operating Expenditures $ 456,669 28.00% Capital Outlay: 8,149 1,306 1,198 5,700 552-6310 Improvements Other Than Buildings 5,700 0.00% Bike Racks, Benches and Trash Recepticles Picnic Tables in CRA Parks 6,052 18,835 220 - 552-6355 Landscaping/Irrigation - - 3,800 - 552-6402 Equipment - 0.00% 19,895 - - - 552-6403 Passenger Vehicles - 0.00% 8,734 - - - 552-6406 Specialized Equipment 12,000 100.00% In-Car Police Video System - qty 2 2,325 1,188 - - 552-6420 Computer Hardware/Software - 0.00% $ 45,154 $ 21,329 $ 5,219 $ 5,700 Total Capital Outlay $ 17,700 210.53% Total Personal Services, Operating $ 519,669 $ 657,484 $ 440,955 $ 446,354 Expenditures & Capital Outlay $ 721,533 61.65% Capital Improvements Program: - 12,645 542 139,914 5018 - Pavement Improvement 150,000 7.21% 541-6351 Refer to CIP Map for Various Locations 4,126 26,175 - 55,000 5056 - Water Line Replacement - -100.00% - - - 52,000 5065 - Sewer Line Replacement - -100.00% - - - 25,000 5118 - Heritage Park & Cultural Center 50,000 100.00% 572-6310 HPCC Improvements - 4,000 - 74,000 5306 - Sidewalk Improvement Program 37,800 -48.92% 541-6353 Refer to CIP Map for Various Locations - - - - 5606 - Nuisance Abatement 50,000 100.00% 552-6310 Nuisance Abatement Code Enforcement Issues - - - - 5607 - Soundside Development 2,000,000 100.00% 552-6159 Demolition 552-6997 Infrastructure Improvements - - - - 5608 - Economic Incentive Program 500,000 100.00% 552-8200 Various Economic Incentive Programs 267,085 172,932 1,573,535 699,096 Prior Years Capital Improvement Program $ 271,211 $ 215,752 $ 1,574,077 $ 1,045,010 Total TotalCapital CapitalImprovements ImprovementsProgram Program $ 2,787,800 166.77% Other Financing Activity: 3,924 276,720 287,865 292,885 1600-552-1010 Transfer to General Fund 71,029 -75.75% Per Cost Allocation Plan $ 3,924 $ 276,720 $ 287,865 $ 292,885 Total Other Financing Activity $ 71,029 -75.75% $ 794,804 $ 1,149,956 $ 2,302,897 $ 1,784,249 TOTAL FUND EXPENSES $ 3,580,362 100.66% $ 1,103,730 $ 753,036 $ (441,775) $ - NET REVENUE / (EXPENSE) $ - 0.00% 109 - CRA 8/30/2010 2:15 PM 171 COMMUNITY REDEVELOPMENT AREA MISSION Rejuvenate the downtown and surrounding area to make it a place where citizens want to live, work, and play. DESCRIPTION The Community Redevelopment Area (CRA) 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. GOALS & ACCOMPLISHMENTS Current Year Goals:
Construct infrastructure in the CRA Area - 3,500 L.F. of Sidewalks and 4,200 L.F.of Street Overlays.
Complete the infrastructure required for the Sound Side Affordable Housing Development.
Complete the design and construction of the remaining phases of the Downtown Streetscape project along U.S. 98; the design of mast arm signalization at Hollywood & Eglin; and the design and construction of parking areas along Brooks Street SE.
Develop Economic Incentive Programs to stimulate new development and redevelopment.
Create a new Marketing Coordinator position to stimulate interest in the CRA District focusing on commercial and HPCC. Long-Term Goals:
Implement the CRA Urban Framework Plan.
Develop an Attainable Housing Strategy.
Design and construct streetscape improvement projects throughout the CRA.
Continue to improve infrastructure in the CRA area to facilitate redevelopment.
Provide economic incentive programs to stimulate new development and redevelopment within the CRA.
Direct public facility and capital improvements funding to projects that can be leveraged to maximize development in the CRA area, including entering into public/private partnerships with qualified developers.
Connect walkways, parking lots, greenways and developments, including construction of a boardwalk and pedestrian crosswalks and skyways. Significant Prior Year Accomplishments:
Purchased and demolished the property at 25 Miracle Strip Parkway SW in hopes of selling the property for redevelopment.
Installed 650 L.F. of new 6" PVC water main along Alconese Avenue SE at First Street SE to provide water service to a new six-lot subdivision.
Installed LED Street Signs at U.S. 98 & Florida Place SE, First Street SE & Eglin Parkway SE, and First Street SE & Perry Avenue SE intersections.
Overlaid $150,000 in streets throughout the CRA, including: Bass Avenue SW, Fourth Street SE, Third Street SE, Shell Avenue SE, First Street SE, Tupelo Avenue SE, and Harbeson Avenue SE.
Reallocated FY 2009-10 funding to begin the design of mast arm signals at Hollywood & Eglin, complete the Downtown streetscape project, and develop additional parking areas along Brooks Street SE. 172 PERFORMANCE MEASURES Workload Actual YTD thru 6/30 Budget Measure 2006-07 2007-08 2008-09 2009-10 2009-10 2010-11 Number of CRA Redevelopment Projects Reviewed 6 6 6 4 Linear Feet of Streets Repaired/Replaced 0 55 0 6,346 6,382 Linear Feet of Sidewalks Installed/Repaired/Replaced 1,340 50 5,930 11,220 Linear Feet of Water Line Repaired/Replaced 550 430 0 650 1,100 Linear Feet of Sewer Line Repaired/Replaced n/a n/a 0 0 520 Budget Impact FTE's per 1,000 Citizens 0.08 0.05 0.05 annual measure 0.05 CRA Investment per Citizen $36.93 $54.73 annual measure $85.78 Effectiveness & Strategic Plan Actual YTD thru 6/30 Budget Strategic Plan Goal Initiative Performance Measure 2006-07 2007-08 2008-09 2009-10 2009-10 2010-11 Government Relations Economic Streamline Permitting Process # of days for permit approval n/a n/a n/a 60 Development for CRA Land Use $ funding for project n/a n/a n/a Postponed Quality of Life Develop Coral Greenway $ increase in maintenance n/a n/a n/a $0 Neighborhoods % budget on residential annual 19% 9% 21% 32% improvements measure % budget on non-residential annual 13% 10% 47% 27% improvements measure Economic Continue 50/50 Allocation of % budget on crime prevention & annual 26% 40% 16% 25% Development CRA Funding maintenance measure annual % budget on operations 42% 40% 16% 16% measure New/Expanded Commercial n/a n/a n/a n/a 152,360 Square Footage Taxable Values Funding Allocation $350 $1.50 100% $300 The City is transitioning to a Performance$1.25 Management System 80%to utilize proven standards as a guide to $250 making improvements that generate better operations, customer60% $1.00 value, and overall results. As such, current Billions Millions $200 $0.75 $150 performance measures – many of which aren’t truly meaningful40% for evaluating services and others can’t be $0.50 $100 easily supported by system-generated documentation/reports and 20% must be manually tracked – haven’t been $50 $0.25 $0 updated for the$0.00 current year or upcoming budget year. 0% 2006-07 2007-08 2008-09 2009-10 2010-11 2006-07 2007-08 2008-09 2009-10 2010-11 Base CRA (mil) Expd CRA (mil) budget budget Residential Non-Residential budget budget Non-CRA (bil) We appreciate your patience as The City of Fort Walton Beach works to develop a program to Operations/Maintenance clearly illustrate the purpose, quality, and value of programs and services provided! 173  Debt Service Fund The Debt Service Fund encompasses 1% of the City’s activities and services and accounts for the accumulation of resources for and the payment of general long-term debt principal and interest. Funds are transferred from the General Fund. Revenue Highlights $2.5 $2.0 B udget 2010-11 % C hange $ C hange $1.5 Millions Interfund Transfers 420,395 1.1% 4,670 420,395 1.1% 4,670 $1.0 $0.5 $0.0 Actual Actual Actual Budget Budget 2006-07 2007-08 2008-09 2009-10 2010-11 Interfund Transfers • Revenues are transferred from the General Fund to cover annual debt payments as required per Generally Accepted Accounting Principles for governmental funds. Expenditure Highlights $2.5 $2.0 B udget 2010- 11 % C hange $ C hange $1.5 Operations/M aintenance 420,395 1.1% 4,670 Millions 420,395 1.1% 4,670 $1.0 $0.5 $0.0 Actual Actual Actual Budget Budget 2006-07 2007-08 2008-09 2009-10 2010-11 Operations/Maintenance • Lease/Purchases: Fire Pumper (year 7 of 7) • Bond Issues: 2001 Municipal Facilities (year 10 of 30). 174  201 DEBT SERVICE FUND Actual Budget 2009-10 2010-11 % 2006-07 2007-08 2008-09 Adopted Acct Adopted Change 685,537 2,349,115 415,723 415,725 1600-381-0100 Transfer from General Fund 420,395 1.12% $ 685,537 $ 2,349,115 $ 415,723 $ 415,725 Total Interfund Transfers $ 420,395 1.12% $ 685,537 $ 2,349,115 $ 415,723 $ 415,725 TOTAL TRANSFERS IN $ 420,395 1.12% $ 685,537 $ 2,349,115 $ 415,723 $ 415,725 TOTAL FUND REVENUES $ 420,395 1.12% Debt Service: 355,459 2,050,042 168,949 175,630 517-7100 Principal Payments 187,375 6.69% Fire Pumper - year 7 of 7 2001 Bond - Municipal Facilities - year 10 of 30 328,096 286,718 246,397 239,717 517-7200 Interest Expense 232,642 -2.95% Fire Pumper - year 7 of 7 2001 Bond - Municipal Facilities - year 10 of 30 2,040 13,371 377 378 517-7300 Paying Agent Fees 378 0.00% $ 685,595 $ 2,350,131 $ 415,723 $ 415,725 Total Debt Service $ 420,395 1.12% $ 685,595 $ 2,350,131 $ 415,723 $ 415,725 TOTAL FUND EXPENSES $ 420,395 1.12% $ (58) $ (1,016) $ - $ - NET REVENUE / (EXPENSE) $ - 0.00% 201 - Debt 8/30/2010 2:16 PM 175  Capital Projects Fund The Capital Projects Fund encompasses 0% of the City’s activities and services and accounts for resources to be used for the acquisition, construction, replacement, renovation, or repair of major infrastructure (e.g. buildings and facilities, parks, streets and sidewalks). Similar to recent years, there is no activity in this fund due to budget constraints. Revenue Highlights $300 $250 $200 Thousands $150 $100 $50 $0 Actual Actual Actual Budget Budget 2006-07 2007-08 2008-09 2009-10 2010-11 Intergov't Revenue Interest & Other Expenditure Highlights $600 $500 $400 Thousands $300 $200 $100 $0 Actual Actual Actual Budget Budget 2006-07 2007-08 2008-09 2009-10 2010-11 Capital Improvements Interfund Transfers 176  310 CAPITAL PROJECTS FUND Actual Budget 2009-10 2010-11 % 2006-07 2007-08 2008-09 Adopted Acct Adopted Change 152,261 - - - Prior Years Grants - 0.00% $ 152,261 $ - $ - $ - Total Grants $ - 0.00% $ 152,261 $ - $ - $ - TOTAL INTERGOVERNMENTAL REVENUE $ - 0.00% 17,635 - - - 1500-361-1000 Interest Income - 0.00% $ 17,635 $ - $ - $ - Total Interest Income $ - 0.00% 47,464 - - - Miscellaneous Revenue - 0.00% $ 47,464 $ - $ - $ - Total Other Revenues $ - 0.00% $ 65,099 $ - $ - $ - TOTAL INTEREST & OTHER REVENUES $ - 0.00% $ 217,360 $ - $ - $ - TOTAL FUND REVENUES $ - 0.00% Operating Expenditures 22 - - - 519-5200 Operating Supplies - 0.00% $ 22 $ - $ - $ - Total Operating Expenditures $ - 0.00% Capital Improvements Program: 401,902 - - - Prior Years Capital Improvements Program $ 401,902 $ - $ - $ - Total Capital Improvements Program $ - 0.00% Transfers Out: - 56,550 - - 581-9101 Transfer to General Fund - 0.00% $ - $ 56,550 $ - $ - Total Transfers Out $ - 0.00% $ 401,924 $ 56,550 $ - $ - TOTAL FUND EXPENSES $ - 0.00% $ (184,564) $ (56,550) $ - $ - NET REVENUE / (EXPENSE) $ - 0.00% 310 - Capital 8/30/2010 2:17 PM 177  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 $140 $120 B udget 2010-11 % C hange $ C hange $100 Interest & Other 13,000 -56.7% (17,000) Thousands $80 Interfund Transfers 29,600 -10.0% (3,300) $60 Revenues 42,600 -32.3% (20,300) $40 $20 $0 Actual Actual Actual Budget Budget 2006-07 2007-08 2008-09 2009-10 2010-11 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 $140 $120 $100 B udget 2010-11 % C hange $ C hange Thousands $80 Operations/M aintenance 42,600 -11.1% (5,300) $60 Interfund Transfers - 100.0% (15,000) $40 Revenues 42,600 -32.3% (20,300) $20 $0 Actual Actual Actual Budget Budget 2006-07 2007-08 2008-09 2009-10 2010-11 Operations/Maintenance Interfund Transfers • In FY 2008-09, funds were transferred to the General Fund to replace perimeter fencing and to construct a new niche wall. • In FY 2009-10, funds were budgeted to re-sod a portion of the cemetery. • Operating expenditures are budgeted only in order to present a balanced budget. 178  602 BEAL MEMORIAL CEMETERY CARE FUND Actual Budget 2009-10 2010-11 % 2006-07 2007-08 2008-09 Adopted Acct Adopted Change 94,003 53,132 35,949 30,000 1500-361-1000 Interest Income 13,000 -56.67% $ 94,003 $ 53,132 $ 35,949 $ 30,000 Total Interest Income $ 13,000 -56.67% $ 94,003 $ 53,132 $ 35,949 $ 30,000 TOTAL INTEREST & OTHER REVENUES $ 13,000 -56.67% 30,265 36,165 24,173 32,900 2200-381-0100 Transfer from General Fund 29,600 -10.03% $ 30,265 $ 36,165 $ 24,173 $ 32,900 Total Interfund Transfers $ 29,600 -10.03% $ 30,265 $ 36,165 $ 24,173 $ 32,900 TOTAL TRANSFERS IN $ 29,600 -10.03% $ 124,268 $ 89,297 $ 60,122 $ 62,900 TOTAL FUND REVENUES $ 42,600 -32.27% Operating Expenses: - - - 47,900 2200-539-9920 Reserve for Future Cemetery Perpetual Care 42,600 -11.06% $ - $ - $ - $ 47,900 Total Operating Expenses $ 42,600 -11.06% Other Financing Activity: - - 67,650 15,000 1600-581-9101 Transfer to General Fund - -100.00% $ - $ - $ 67,650 $ 15,000 Total Other Financing Activity $ - -100.00% $ - $ - $ 67,650 $ 62,900 TOTAL FUND EXPENSES $ 42,600 -32.27% $ 124,268 $ 89,297 $ (7,528) $ - NET REVENUE / (EXPENSE) $ - 0.00% 602 - Beal 8/30/2010 2:17 PM 179 180  Utilities Fund The Utilities Fund encompasses 22% 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 $9 B udget $8 2010-11 % C hange $ C hange $7 $6 Service Fees 7,374,500 12.3% 808,504 Service Charges/Penalties 168,500 0.0% - Millions $5 $4 Interest & Other 136,926 -56.7% (179,329) $3 Interfund Transfers 36,242 -9.4% (3,758) $2 Appropriations - 100.0% (1,307,139) $1 7,716,168 -8.1% (681,722) $0 Actual Actual Actual Budget Budget 2006-07 2007-08 2008-09 2009-10 2010-11 Service Fees Service Charges/Penalties Interest & Other Interfund Transfers Appropriations • Service fees are scheduled to increase 1.5% on October 1, 2010 following a mid-year increase on April 1, 2010 to address the shortfall emanating from the transition of wastewater treatment and disposal to the County’s facility. The City Council adopted a multi-year rate plan in March 2010 with annual increases for inflation each October 1 through FY 2013-14. • No appropriation from net assets (use of reserves) is needed to balance the budget. Last year’s appropriation was for the water meter replacement project. Expense Highlights $12 B udget $10 2010-11 % C hange $ C hange Personal Services 1,952,512 -3.3% (65,814) $8 Operations/M aintenance 3,997,848 18.2% 614,201 Millions $6 Capital Outlay 377,340 738.5% 332,340 $4 Capital Improvements 266,000 -85.5% (1,570,896) Interfund Transfers 1,072,468 0.3% 3,298 $2 Contingencies/Reserves 50,000 0.0% - $0 7,716,168 -8.2% (686,872) Actual Actual Actual Budget Budget 2006-07 2007-08 2008-09 2009-10 2010-11 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.* • In March 2010 the City connected to the County’s new wastewater treatment plant rather than upgrade its own facility. The increase in operations/maintenance category is attributable to full-year funding for the City’s contract with the County for wastewater treatment. • Capital improvement projects include water well and tank maintenance, lift station rehabilitation, sewer system flow monitors, and pump station maintenance. The decrease in this category is largely attributable to last year’s $1.3M meter replacement project. 181  401 UTILITIES FUND - REVENUES Actual Budget 2009-10 2010-11 % 2006-07 2007-08 2008-09 Adopted Acct Adopted Change 1,636,726 1,510,394 1,496,553 1,548,458 1310-343-3000 Service Fees - Residential 1,765,000 13.98% 855,652 760,933 748,959 747,731 1310-343-3100 Service Fees - Commercial 942,000 25.98% 7,069 4,322 3,213 4,000 1500-343-3600 Connection Fees - Residential 4,500 12.50% 58,340 24,410 5,520 35,000 1500-343-3700 Connection Fees - Commercial 15,000 -57.14% 5,133 5,609 2,695 500 1500-343-3810 Hydrant Service 500 0.00% $ 2,562,920 $ 2,305,668 $ 2,256,940 $ 2,335,689 Total Water Operations $ 2,727,000 16.75% 3,021,564 2,924,890 2,924,252 3,134,324 1350-343-5000 Service Fees - Residential 3,336,000 6.43% 1,140,608 1,059,392 1,019,470 1,056,983 1350-343-5100 Service Fees - Commercial 1,292,000 22.23% 3,500 1,700 3,501 4,000 1500-343-5600 Connection Fees - Residential 4,500 12.50% 79,800 15,600 2,900 35,000 1500-343-5700 Connection Fees - Commercial 15,000 -57.14% $ 4,245,472 $ 4,001,582 $ 3,950,123 $ 4,230,307 Total Sewer Operations $ 4,647,500 9.86% $ 6,808,392 $ 6,307,250 $ 6,207,063 $ 6,565,996 TOTAL CHARGES FOR SERVICES $ 7,374,500 12.31% 3,247 3,561 3,542 3,500 0520-343-2000 Administrative Fee - Returned Checks 3,500 0.00% 92,900 98,691 95,360 80,000 1310-343-3200 Service Charges 80,000 0.00% 87,329 95,445 96,647 85,000 1310-343-3300 Penalties 85,000 0.00% $ 183,476 $ 197,697 $ 195,549 $ 168,500 Total Fees & Fines $ 168,500 0.00% $ 183,476 $ 197,697 $ 195,549 $ 168,500 TOTAL FEES & FINES $ 168,500 0.00% 352,339 358,045 222,156 200,000 1500-361-1000 Interest Income 75,000 -62.50% 231,587 159,430 80,782 - 1500-361-1020 Interest Income - 2005 Bond - 0.00% $ 583,926 $ 517,475 $ 302,938 $ 200,000 Total Interest Income $ 75,000 -62.50% 13,586 14,129 14,553 14,755 1500-362-2020 Rental and Lease Income 15,426 4.55% $ 13,586 $ 14,129 $ 14,553 $ 14,755 Total Rents and Royalties $ 15,426 4.55% 52,245 36,832 16,438 35,000 1310-324-2100 Impact Fees - Water - Residential 10,000 -71.43% 61,917 45,177 21,146 - 1310-324-2200 Impact Fees - Water - Commercial 10,000 100.00% - - - 40,000 1350-324-2100 Impact Fees - Sewer - Residential 10,000 -75.00% - - - - 1350-324-2200 Impact Fees - Sewer - Commercial 10,000 100.00% 550 350 650 500 1500-329-6010 Lift Station Registration 500 0.00% 61,948 - - - 1500-363-1020 Stokes Avenue Improvements - 0.00% 5,720 (686) 167 25,000 1500-364-1000 Sale of Surplus Assets 5,000 -80.00% 11,472 12,463 13,531 - 1500-369-7000 Credit Card Surcharge Fee - 0.00% 570 602 1,417 1,000 1500-369-9000 Miscellaneous Revenue 1,000 0.00% 902,923 51,762 15,845 - Prior Year Grants - 0.00% $ 1,097,344 $ 146,500 $ 69,194 $ 101,500 Total Other Revenues $ 46,500 -54.19% $ 1,694,856 $ 678,104 $ 386,685 $ 316,255 TOTAL INTEREST & OTHER REVENUES $ 136,926 -56.70% - - 54,609 - 1600-381-0100 Transfer from General Fund - 0.00% 37,000 40,000 40,000 40,000 1600-382-4300 Transfer from Sanitation Fund 36,242 -9.40% 10% of Customer Service Budget - - 23,176 - 1600-382-4500 Transfer from Stormwater Fund - 0.00% $ 37,000 $ 40,000 $ 117,785 $ 40,000 Total Interfund Transfers $ 36,242 -9.40% - - - 1,258,000 1600-389-9110 Renewal & Replacement - -100.00% - - - 49,139 1600-389-9300 Appropriation from Net Assets - -100.00% $ - $ - $ - $ 1,307,139 Total Non-Operating Sources $ - -100.00% $ 37,000 $ 40,000 $ 117,785 $ 1,347,139 TOTAL TRANSFERS IN $ 36,242 -97.31% $ 8,723,724 $ 7,223,051 $ 6,907,081 $ 8,397,890 TOTAL FUND REVENUES $ 7,716,168 -8.12% 401-Revenues 8/30/2010 2:33 PM 182  401 UTILITIES FUND - 0520 CUSTOMER SERVICE Actual Budget 2009-10 2010-11 % 2006-07 2007-08 2008-09 Adopted Acct Adopted Change Personal Services: 9.00 8.00 7.50 7.50 Number of Funded Employees (FTE's) 5.50 242,509 277,269 229,357 224,782 536-1200 Salaries 167,919 -25.30% - 8 1,447 - 536-1400 Salaries - Overtime - 0.00% 14,059 16,836 14,744 12,767 536-2100 FICA Taxes 9,678 -24.20% 3,288 3,938 3,448 2,986 536-2101 Medicare 2,263 -24.21% 35,619 39,612 35,818 40,409 536-2200 Retirement Contributions 26,237 -35.07% 39,153 33,905 33,655 41,091 536-2300 Dental, Life & Health Insurance 21,158 -48.51% 3,408 3,647 3,206 2,426 536-2400 Worker's Compensation 330 -86.40% $ 338,036 $ 375,215 $ 321,674 $ 324,461 Total Personal Services $ 227,585 -29.86% Operating Expenditures: - 15 10 - 536-3100 Professional Services 12 100.00% 7,451 30,240 17,638 58,200 536-3400 Contractual Services 18,220 -68.69% - - 2,491 5,000 536-3410 Delinquent Collections 7,500 50.00% 1,513 3,242 35 - 536-4000 Travel and per Diem - 0.00% 3,567 3,612 3,898 3,381 536-4100 Communication Services 3,005 -11.11% 29,961 7,000 45,402 9,900 536-4200 Postage 51,985 425.10% - - 3,562 8,400 536-4300 Utilities 7,695 -8.39% 14,120 14,120 15,495 15,926 536-4610 Maintenance Contracts 18,546 16.45% 1,638 3,700 2,649 2,200 536-4620 Vehicle Repair - -100.00% 1,175 1,034 1,101 1,200 536-4630 Equipment Repair 1,000 -16.67% 2,079 3,835 1,694 3,000 536-4700 Printing & Binding 3,000 0.00% 327 1,478 - - 536-4800 Promotional Activities - 0.00% 1,497 2,127 - 536-5100 Office Supplies 3,707 4,069 1,821 3,500 536-5200 Operating Supplies 3,500 0.00% 1,631 - - 536-5202 Computer Supplies 4,995 6,045 3,779 4,950 536-5204 Fuel & Oil - -100.00% 2,251 1,952 475 200 536-5210 Uniform Expense - -100.00% 15,171 78,099 18,361 17,500 536-5230 ACH/Credit Card Fees 18,500 5.71% 373 914 - - 536-5231 Computer Hardware/Software - 0.00% 70 90 - - 536-5400 Dues & Publications - 0.00% $ 91,527 $ 161,573 $ 118,410 $ 133,357 Total Operating Expenditures $ 132,963 -0.30% Capital Outlay: 5,446 - - - 536-6402 Equipment - 0.00% 1,308 1,926 1,223 - 536-6420 Computer Hardware/Software 1,875 100.00% 3 computers - WDG, KMH, & JAL $ 6,754 $ 1,926 $ 1,223 $ - Total TotalCapital CapitalOutlay Outlay $ 1,875 100.00% Total Personal Services, Operating $ 436,318 $ 538,713 $ 441,306 $ 457,818 Expenditures & Capital Outlay $ 362,423 -20.84% 436,318 538,713 441,306 457,818 TOTAL EXPENSES 362,423 -20.84% 0520-CustomerSvc 8/30/2010 2:34 PM 183 CUSTOMER SERVICE MISSION Provide superior customer service in the administration of utility accounts, business tax receipts, and receivables. DESCRIPTION Customer Service is responsible for accurately reading water meters, invoicing and receiving customer payments, opening and closing utility accounts, resolving customer inquiries, issuing business tax receipts and collecting receivables. GOALS & ACCOMPLISHMENTS Current Year Goals:
Increase collections for delinquent City accounts. 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.
Transition the meter reading duties from the Finance Department (Customer Service) to the Engineering Services Department (Water Operations). Long-Term Goals:
Evaluate the credit card payment process for utility customers, determine the most effective and efficient methods and processes to utilize, and make changes accordingly. Significant Prior Year Accomplishments:
Implemented bank drafting for miscellaneous accounts receivable customers.
Implemented the new meter reading and billing system to coincide with the water meter replacement program. 184 PERFORMANCE MEASURES Workload Actual YTD thru 6/30 Budget Measure 2006-07 2007-08 2008-09 2009-10 2009-10 2010-11 Number of Service Orders Processed 18,814 31,240 17,245 11,489 18,000 Number of New Services Connected (Resid./Commer.) 1,999 3,465 2,143 1,611 1,900 Number of Total Meter Readings Performed 117,662 118,466 120,580 94,272 118,000 Number of Meters Missed on 1st Reading 2,173 1,977 1,751 2,229 1,500 Number of Utility Bills Printed 110,151 109,993 108,900 81,425 110,000 Number of Direct Withdrawals 14,349 15,825 16,059 12,638 16,000 Number of New Business Tax Receipts Issued 315 220 205 210 200 Budget Impact FTE's per 1,000 Citizens 0.43 0.38 0.36 annual measure 0.36 Net Cost of Services per Citizen $20.89 $25.64 $21.10 annual measure $21.90 Effectiveness & Strategic Plan % of Meters Read Correctly on 1st Reading 98.2% 98.3% 98.6% 97.6% 98.5% % of Accounts Utilizing Direct Payment 13% 14% 15% 15% 15% % of Current Year Amount Billed Written Off 0.77% 0.97% 0.86% annual measure 1.11% Staffing Account Write-Offs 10,000 10.00 $80,000 10,000 9,500 The City is transitioning to a Performance Management 8.00 System to utilize proven standards as a guide to $70,000 $60,000 9,500 9,000 making improvements that generate better operations, 6.00 customer value, and overall results. As such, current $50,000 performance measures – many of which aren’t $40,000 truly meaningful for evaluating services and others can’t be 9,000 8,500 4.00 $30,000 8,000 easily supported by system-generated documentation/reports 2.00 and must be manually tracked – haven’t been $20,000 8,500 $10,000 updated for the current year or upcoming budget year. 7,500 0.00 $0 8,000 2006-07 2007-08 2008-09 2009-10 2010-11 2006-07 2007-08 2008-09 2009-10 2010-11 budget budget budget budget Meters We appreciate FTE's your patience as The City of Fort Walton Beach Write-Offs works to develop aAccounts program to clearly illustrate the purpose, quality, and value of programs and services provided! 185 186  401 UTILITIES FUND - 1300 UTILITY SERVICES Actual Budget 2009-10 2010-11 % 2006-07 2007-08 2008-09 Adopted Acct Adopted Change Personal Services: 5.00 6.00 2.00 2.00 Number of Funded Employees (FTE's) 6.75 309,085 279,928 230,824 122,498 536-1200 Salaries 301,533 146.15% 306 182 - - 536-1400 Salaries - Overtime - 0.00% 2,414 2,420 2,430 - 536-1503 Auto Allowance 18,730 16,905 14,018 7,213 536-2100 FICA Taxes 17,316 140.07% 4,380 3,954 3,279 1,687 536-2101 Medicare 4,050 140.07% 45,723 42,475 38,067 23,140 536-2200 Retirement Contributions 59,196 155.82% 21,741 20,204 11,987 13,460 536-2300 Dental, Life & Health Insurance 55,086 309.26% 2,635 2,523 674 245 536-2400 Worker's Compensation 8,060 3189.80% $ 405,016 $ 368,591 $ 301,278 $ 168,243 Total Personal Services $ 445,241 164.64% Operating Expenditures: - 4,590 2,455 - 536-3100 Professional Services 30,136 100.00% 3,729 733 781 1,200 536-4000 Travel and Per Diem 1,000 -16.67% 470 - 3,853 - 536-4001 Tuition Reimbursement - 0.00% 4,164 4,321 4,201 1,575 536-4100 Communication Services 2,331 48.00% - - 803 825 536-4110 Postage - -100.00% - 4,251 7,875 7,565 536-4300 Utilities 4,875 -35.56% - - 1,134 1,560 536-4400 Rentals & Leases 2,500 60.26% 1,099 2,048 2,545 1,530 536-4610 Maintenance Contracts 2,810 83.72% 681 22 6 100 536-4620 Vehicle Repair 1,000 900.00% - - 71 - 536-4630 Equipment Repair 700 100.00% - - - 1,000 536-4640 Building Maintenance 1,550 55.00% - - 119 300 536-4700 Printing & Binding - -100.00% 399 2,828 5,669 3,500 536-5100 Office Supplies 3,500 0.00% 125 191 200 200 536-5200 Operating Supplies 800 300.00% 497 2,745 - 536-5202 Computer Supplies 269 210 834 715 536-5204 Fuel & Oil 5,060 607.69% 300 269 180 - 536-5210 Uniform Expense 525 100.00% 489 144 - - 536-5231 Computer Hardware/Software - 0.00% 813 749 764 680 536-5400 Books, Dues & Publications 675 -0.74% - - - - 536-5500 Training 200 100.00% - 398 398 398 536-8200 Grants & Aids 398 0.00% Regional Utility Authority Dues $ 13,035 $ 23,499 $ 31,887 $ 21,148 Total Operating Expenditures $ 58,060 174.55% Capital Outlay: 9,808 35,644 - - 536-6402 Equipment - 0.00% 12,121 - - - 536-6404 Trucks - 0.00% 4,952 - - - 536-6420 Computer Hardware/Software - 0.00% $ 26,881 $ 35,644 $ - $ - Total Capital Outlay $ - 0.00% Total Personal Services, Operating $ 444,931 $ 427,734 $ 333,165 $ 189,391 Expenditures & Capital Outlay $ 503,301 165.75% Capital Improvements Program: 28,622 41,378 - - 5114 - GIS Mapping 50,000 100.00% 536-4610 Equipment & Software Maintenance 536-5500 Equipment & Software Training $ 28,622 $ 41,378 $ - $ - Total Capital Improvements Program $ 50,000 100.00% $ 473,553 $ 469,112 $ 333,165 $ 189,391 TOTAL EXPENSES $ 553,301 192.15% 1300-Admin 8/30/2010 2:34 PM 187 UTILITY SERVICES MISSION Provide high quality and cost effective services in all facets of water and wastewater operations. DESCRIPTION Utility Services is responsible for providing quality, safe, and cost effective potable water, sanitary sewer, and solid waste services in compliance with all City, State, and Federal codes, policies, and other regulations. GOALS & ACCOMPLISHMENTS Current Year Goals:
Complete the Hurlburt Field Joint Reuse Water Main project through the SRF program.
Continue the data collection phase of the GIS program. Long-Term Goals:
Continue a general services agreement with outside engineering firms.
Complete the Hurlburt/FWB Reuse project.
Collect system data from entire water and sewer system and integrate into a system-wide GIS.
Replace the City's 30-year old effluent force main to the WWTP. Significant Prior Year Accomplishments:
Began transferring raw wastewater flow to Okaloosa County.
Began the field data collection phase of the GIS program and completed approximately 25% of the inventory.
Completed the installation of a CBIR grant project to expand the reuse system along Lewis Turner Boulevard.
Coordinated with FDEP to obtain SRF funding for the Hurlburt Field Joint Reuse Water Main project.
Began the preliminary design of a new force main from Pump Station No. 1. 188 PERFORMANCE MEASURES Workload Actual YTD thru 6/30 Budget Measure 2006-07 2007-08 2008-09 2009-10 2009-10 2010-11 Number of Citizen Requests Received 406 517 449 500 Number of Tap Fee Quotes Given to Public 71 76 12 50 Number of Line Spots by the Survey Crew 2,447 1,877 1,508 2,500 Budget Impact FTE's per 1,000 Citizens 0.24 0.29 0.10 annual measure 0.10 Net Cost of Services per Citizen $22.68 $22.33 $15.93 annual measure $9.06 Effectiveness & Strategic Plan % of Citizen Requests Resolved with 72 Hours 100% 100% 100% 100% % of Structures Accurately Included in GIS System n/a n/a n/a 5% Actual YTD thru 6/30 Budget Strategic Plan Goal Initiative Performance Measure 2006-07 2007-08 2008-09 2009-10 2009-10 2010-11 Environmental Resources % change in Floridan aquifer n/a n/a n/a 0% % change in pollution in Forum & Funding for Water n/a n/a n/a -10% Choctawhatchee Bay Protection Natural % change in pollution in Santa Environment n/a n/a n/a -10% Rosa Sound Continue Participation in # meetings attended n/a n/a n/a 4 Regional Water Supply Planning Financial Fees for Backflow & Grease % of cost of service recovered n/a n/a n/a 100% Viability Trap Inspections Infrastructure Natural Maintain Staffing & Resources to % compliance w/ regulations n/a n/a n/a 100% Environment Meet Environmental Regulations Responsiveness 600 100% 500 The City is transitioning to a Performance Management 80% System to utilize proven standards as a guide to 400 making improvements that generate better operations, 60% customer value, and overall results. As such, current 300 performance measures – many of which aren’t 40% truly meaningful for evaluating services and others can’t be 200 easily supported by system-generated documentation/reports and must be manually tracked – haven’t been 100 20% updated for the current year or upcoming budget year. 0 0% 2005-06 2006-07 2007-08 2008-09 2009-10 budget budget We appreciate your patience as The City of Fort Walton Beach works to develop a program to Citizen Requests % Completed w/in 72 Hrs clearly illustrate the purpose, quality, and value of programs and services provided! 189  401 UTILITIES FUND - 1310 WATER OPERATIONS Actual Budget 2009-10 2010-11 % 2006-07 2007-08 2008-09 Adopted Acct Adopted Change Personal Services: 7.00 7.00 7.00 7.00 Number of Funded Employees (FTE's) 10.00 212,849 230,720 241,073 242,026 533-1200 Salaries 314,841 30.09% 3,755 4,182 2,392 2,700 533-1400 Salaries - Overtime 2,700 0.00% - - 1,804 1,850 533-1401 Salaries - Overtime Holiday Worked 1,850 0.00% 604 605 608 - 533-1503 Auto Allowance 12,924 13,865 14,335 13,961 533-2100 FICA Taxes 18,358 31.49% 3,023 3,243 3,353 3,265 533-2101 Medicare 4,293 31.49% 32,004 35,620 40,453 45,719 533-2200 Retirement Contributions 61,635 34.81% 23,989 30,080 34,364 40,445 533-2300 Dental, Life & Health Insurance 32,659 -19.25% 11,111 12,392 11,426 9,923 533-2400 Worker's Compensation 10,005 0.83% $ 300,258 $ 330,707 $ 349,807 $ 359,889 Total Personal Services $ 446,341 24.02% Operating Expenditures: 3,625 17,239 5,300 5,495 533-3100 Professional Services 18,800 242.13% - 175 - - 533-3400 Contractual Services - 0.00% 1,323 2,198 824 1,000 533-4000 Travel and Per Diem 600 -40.00% 1,523 1,377 1,618 1,409 533-4100 Communication Services 2,531 79.63% 189,369 174,651 200,584 216,300 533-4300 Utilities 207,035 -4.28% 4,331 3,485 3,557 4,770 533-4610 Maintenance Contracts 3,750 -21.38% 3,131 5,111 3,536 2,000 533-4620 Vehicle Repair 5,250 162.50% 1,124 914 682 1,250 533-4630 Equipment Repair 1,250 0.00% 1,085 381 1,097 900 533-4640 Building Maintenance 1,200 33.33% 20,010 24,313 22,679 25,000 533-4680 Plant & System Repair 35,000 40.00% 124 804 457 - 533-4700 Printing & Binding 1,250 100.00% 124 76 81 - 533-4905 Safety Programs/Supply 650 100.00% 166 - - 533-5100 Office Supplies 27,042 23,868 23,166 28,700 533-5200 Operating Supplies 48,882 70.32% 498 - - 533-5202 Computer Supplies 12,821 16,043 11,406 13,855 533-5204 Fuel & Oil 18,275 31.90% 1,290 1,528 227 1,390 533-5210 Uniform Expense 1,980 42.45% 1,737 1,499 1,771 825 533-5400 Books, Dues & Publications 7,225 775.76% - - - - 533-5500 Training 1,400 100.00% $ 269,322 $ 273,661 $ 276,984 $ 302,894 Total Operating Expenditures $ 355,078 17.23% Capital Outlay: 3,399 - - - 533-6300 Improvements Other Than Building 10,000 100.00% Repair/replace tar and gravel roof at potable well 11 - - - - 533-6404 Trucks 35,000 100.00% F250 King Cab Diesel w/ Lift Gate (Replace 2427) - 743 - - 533-6420 Computer Hardware/Software - 0.00% $ 3,399 $ 743 $ - $ - Total Capital Outlay $ 45,000 100.00% Total Personal Services, Operating $ 572,979 $ 605,110 $ 626,791 $ 662,783 Expenditures & Capital Outlay $ 846,419 27.71% Capital Improvements Program: 51,251 33,855 - - 5026 - Water Well Maintenance 40,000 100.00% 533-4680 Upgrade Well No. 8 & 11 (per Utility Rate Study) 22,244 22,244 22,244 23,896 5045 - Water Tank Maintenance 50,000 109.24% 533-4610 Annual Contract for Tank Maintenance (per Utility Rate Study) 1,668,733 - - - Prior Years Capital Improvement Program $ 1,742,227 $ 56,099 $ 22,244 $ 23,896 Total Capital Improvements Program $ 90,000 276.63% 1310-Water Ops 8/30/2010 2:35 PM 190  401 UTILITIES FUND - 1310 WATER OPERATIONS Actual Budget 2009-10 2010-11 % 2006-07 2007-08 2008-09 Adopted Acct Adopted Change Debt Service - - - - 517-7100 Principal Payments 30,510 100.00% 2005 Utility System Bond - year 6 of 30 - - 73,150 85,428 517-7200 Interest Expense 84,511 -1.07% 2005 Utility System Bond - year 6 of 30 $ - $ - $ 73,150 $ 85,428 Total Debt Service $ 115,021 34.64% $ 2,315,207 $ 661,209 $ 722,185 $ 772,107 TOTAL EXPENSES $ 1,051,440 36.18% 1310-Water Ops 8/30/2010 2:35 PM 191 WATER OPERATIONS MISSION Produce drinking water that is safe and free from objectionable color, taste, and odor. DESCRIPTION Water Operations maintains nine potable water wells, five elevated water storage tanks, and three ground water storage tanks and is responsible for ensuring that drinking water meets strict State and Federal regulations and that there is sufficient pressure and storage to meet domestic and fire fighting needs. GOALS & ACCOMPLISHMENTS Current Year Goals:
Operate and maintain 9 potable wells, 6 service pumps, 3 aerators, 7 chlorination treatment facilities, and 8 storage tanks.
Reduce the use of the potable water supply (Floridan Aquifer) for irrigation and other non-potable purposes.
Ensure water quality and uninterrupted water service throughout the potable water system. Long-Term Goals:
Continue to research grant opportunities to fund the expansion of the joint re-use project with Hurlburt Field AFB.
Continue upgrading well pumps by converting Well Nos. 3 and 11 from oil to water lubrication.
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. Significant Prior Year Accomplishments:
Met all requirements of the Florida Department of Environmental Protection for operation and staffing of a Class C Drinking Water Treatment Plant.
Met all State and Federal water quality and safety requirments.
The Interior of the 500,000 gallon elevated tank in the Industrial Park was recoated and three other tanks were washed out and cleaned and inspected.
The operation of the City’s environmental lab was moved to the Water Operation Division and the lab relocated from the Sewer Plant to the Utility Field Office at 203 Hollywood Boulevard. 192 PERFORMANCE MEASURES Workload Actual YTD thru 6/30 Budget Measure 2006-07 2007-08 2008-09 2009-10 2009-10 2010-11 Million Gallons of Water Produced 1,071 963 941 574 950 950 Million Gallons of Water Billed 934 818 767 466 750 750 Number of Water Samples Analyzed 561 601 500 302 500 500 Number of Tests for Chlorine Residual 4,497 4,449 4,526 3,057 4,400 4,400 Number of Backflow Device Tests 598 634 632 402 600 600 Number of After Hours Customer Service Requests 608 484 411 259 400 400 Number of Water Quality Service Requests 69 65 97 40 80 75 Number of Laboratory Tests Performed 26,979 23,404 24,788 14,300 18,000 18,000 Budget Impact FTE's per 1,000 Citizens 0.34 0.33 0.33 annual measure 0.33 Cost of Providing Potable Water (per million gals) $534 $627 annual measure $814 Effectiveness & Strategic Plan % of Water Unbilled due to Testing/Leaks 12.7% 15.0% 18.6% 12.0% Strategic Plan Goal Initiative Performance Measure 2006-07 2007-08 2008-09 2009-10 2009-10 2010-11 Environmental Resources % change in Floridan aquifer n/a n/a n/a 0% % change in pollution in Forum & Funding for Water n/a n/a n/a -10% Choctawhatchee Bay Protection Natural % change in pollution in Santa Environment n/a n/a n/a -10% Rosa Sound Continue Participation in # meetings attended n/a n/a n/a 4 Regional Water Supply Planning Financial Fees for Backflow & Grease % of cost of service recovered n/a n/a n/a 100% Viability Trap Inspections Accounts vs. Water Production Water Production 10,000 1,100 1,200 9,500 The City is transitioning to a Performance Management System 1,050 1,000 to utilize proven standards as a guide to making improvements that generate better1,000 operations, customer 800value, and overall results. As such, current Million Gallons 9,000 8,500 performance measures – many of which aren’t 950 truly meaningful 600 for evaluating services and others can’t be 400 easily supported by system-generated documentation/reports and must be manually tracked – haven’t been 8,000 900 200 updated for the current year or upcoming budget year. 7,500 850 0 2006-07 2007-08 2008-09 2009-10 2010-11 2006-07 2009-10 2007-08 2008-09 2010-11 budget budget Meters WeGallons appreciate your patience as The City of Fort Walton BeachBilled Produced works to develop a program tobudget Testing/Leaks budget clearly illustrate the purpose, quality, and value of programs and services provided! Sampling 6,000 100% 5,000 80% 4,000 60% 3,000 40% 2,000 1,000 20% 0 0% 2006-07 2007-08 2008-09 2009-10 2010-11 Samples Analyzed Chlorine Residual budget budget % w/in Tolerance 193  401 UTILITIES FUND - 1340 WATER DISTRIBUTION Actual Budget 2009-10 2010-11 % 2006-07 2007-08 2008-09 Adopted Acct Adopted Change Personal Services: 7.00 6.00 6.00 6.00 Number of Funded Employees (FTE's) 5.00 152,824 203,312 192,513 200,348 533-1200 Salaries 129,654 -35.29% 14,897 13,213 8,609 9,000 533-1400 Salaries - Overtime 9,000 0.00% - - 53 100 533-1401 Salaries - Overtime Holiday Worked 100 0.00% 10,344 12,549 11,385 11,135 533-2100 FICA Taxes 7,677 -31.06% 2,419 2,935 2,663 2,604 533-2101 Medicare 1,796 -31.03% 24,888 31,038 33,191 37,846 533-2200 Retirement Contributions 21,944 -42.02% - - - - 533-2204 Retirement Contributions - DC Plan 1,238 100.00% 38,671 45,389 50,441 61,774 533-2300 Dental, Life & Health Insurance 26,931 -56.40% 13,032 14,582 10,241 7,659 533-2400 Worker's Compensation 6,653 -13.13% $ 257,075 $ 323,018 $ 309,094 $ 330,466 Total PersonalTotal Services Personal Services $ 204,993 -37.97% Operating Expenditures: - 41 - 100 533-3102 Employee Phys & Immun 200 100.00% 608 465 535 1,275 533-3400 Contractual Services 15,495 1115.29% 100 250 380 900 533-4000 Travel and Per Diem 450 -50.00% 938 804 840 653 533-4100 Communication Services 470 -28.02% - - 89 - 533-4300 Utilities 785 100.00% 7,215 3,400 3,019 2,500 533-4620 Vehicle Repair 2,500 0.00% 6,802 3,561 3,485 4,250 533-4630 Equipment Repair 4,250 0.00% 57,276 66,521 71,286 55,000 533-4680 Plant & System Repair 60,500 10.00% 564 699 683 800 533-4905 Safety Programs/Supply 1,150 43.75% 194 - - 533-5100 Office Supplies 4,130 4,598 4,221 3,965 533-5200 Operating Supplies 3,365 -15.13% 14,624 21,421 9,953 11,675 533-5204 Fuel & Oil 14,555 24.67% 1,200 1,578 1,379 1,510 533-5210 Uniform Expense 1,070 -29.14% 4,947 5,796 6,824 6,000 533-5300 Road Materials & Supplies 7,000 16.67% 147 174 - 75 533-5400 Books, Dues & Publications 60 -20.00% - - - - 533-5500 Training 450 100.00% (18,208) (1,164) (14,015) - 533-9905 Capitalized Costs Allocation - Labor - 0.00% (9,430) (613) (7,694) - 533-9906 Capitalized Costs Allocation - Benefits - 0.00% (2,035) (196) (2,391) - 533-9907 Capitalized Costs Allocation - Overhead - 0.00% $ 69,073 $ 107,335 $ 78,594 $ 88,703 Total Operating Expenditures $ 112,300 26.60% Capital Outlay: - - - - 533-6402 Equipment 66,365 100.00% Replace 1990s Mueller Tapping Machine Water Valve Exercising System FDOT Compliant Solar Powered Arrow Board 12V DC Sump Pump (2) $ - $ - $ - $ - Total Capital Outlay $ 66,365 100.00% Total Personal Services, Operating $ 326,148 $ 430,353 $ 387,688 $ 419,169 Expenditures & Capital Outlay $ 383,658 -8.47% Capital Improvements Program: 93,145 15,714 87,860 - 5056 - Water Line Replacement - 0.00% - - - 1,258,000 5367 - Water Meter Replacement - -100.00% $ 93,145 $ 15,714 $ 87,860 $ 1,258,000 Total Capital Improvements Program $ - -100.00% 1340-Water Dist 8/30/2010 2:36 PM 194  401 UTILITIES FUND - 1340 WATER DISTRIBUTION Actual Budget 2009-10 2010-11 % 2006-07 2007-08 2008-09 Adopted Acct Adopted Change Debt Service - - - 9,823 517-7100 Principal Payments 67,331 585.44% Loader/Backhoe - year 7 of 7 2005 Utility System Bond - year 6 of 30 - - 139,512 167,722 517-7200 Interest Expense 165,540 -1.30% Loader/Backhoe - year 7 of 7 2005 Utility System Bond - year 6 of 30 $ - $ - $ 139,512 $ 177,545 Total Debt Service $ 232,871 31.16% $ 419,293 $ 446,067 $ 615,061 $ 1,854,714 TOTAL EXPENSES $ 616,529 -66.76% 1340-Water Dist 8/30/2010 2:36 PM 195 WATER DISTRIBUTION MISSION Ensure delivery of potable water and adequate water pressure to all residents. 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. GOALS & ACCOMPLISHMENTS Current Year Goals:
Continue a valve exercising program to ensure all water valves are in good working condition to enable system isolation during water main repairs and replacements.
Complete the installation of the required water distribution system for the Sound Side development.
Complete the water meter replacement project for residential meters. Long-Term Goals:
Coordinate with construction contractors for new developments to ensure that new infrastructure meets all state and local requirements.
Ensure all customers are notified in advance prior to interrupting water service due to periodic maintenance projects.
Respond to all water outage reports within one hour of initial notification.
Ensure private property is restored to the owner's satisfaction after all emergency or planned repairs.
Locate and spot City utilities for contractors to avoid unnecessary damage to water and sewer mains and services. Significant Prior Year Accomplishments:
Continued the annual valve exercising program City-wide as part of an FDEP mandated program.
Began the installation of commercial and residential water meters Citywide. The projected installation totals as of the end of FY 2009-10 are 4,000 to 5,000 meters out of over 9,000 total meters.
Installed 2,000 LF of 8" and 10" water main along Lewis Turner Boulevard for the new Judicial Center. 196 PERFORMANCE MEASURES Workload Actual YTD thru 6/30 Budget Measure 2006-07 2007-08 2008-09 2009-10 2009-10 2010-11 Miles of Water Main Maintained 115.95 115.95 115.50 115.50 119.00 116.50 Linear Feet of New Water Lines 0 180 300 3,000 0 0 Linear Feet of Replaced Water Lines 1,850 480 2,080 40 1,725 100 Number of Replaced Main/Service Lines 79 2 2 10 50 10 Number of New Meters Installed 33 38 50 1,400 20 5,600 Number of Replaced Meters/Registers 514 437 377 New meters 400 New Meters Number of Leaks Repaired 176 175 210 190 150 200 Number of Fire Hydrants Maintained 844 844 844 845 850 855 Number of Repaired/Replaced Fire Hydrants 10 10 27 10 25 10 Budget Impact FTE's per 1,000 Citizens 0.34 0.29 0.29 annual measure 0.29 Cost of Water Distribution (per line mile) $3,053 $3,642 annual measure $15,603 Effectiveness & Strategic Plan % of Water Lines in Good Working Condition 99.4% 99.4% 99.4% 99.5% Line Replacement/Rehab 2,500 1.0% 2,000 The City is transitioning to a Performance Management 0.8% System to utilize proven standards as a guide to 1,500 making improvements that generate better operations, 0.6% customer value, and overall results. As such, current 1,000 performance measures – many of which aren’t truly meaningful for evaluating services and others can’t be 0.4% 500 easily supported by system-generated documentation/reports 0.2% and must be manually tracked – haven’t been 0 updated for the current 0.0% year or upcoming budget year. 2006-07 2007-08 2008-09 2009-10 2010-11 Linear Feet % of Line System budget budget We appreciate your patience as The City of Fort Walton Beach works to develop a program to clearly illustrate the purpose, quality, and value of programs and services provided! 197  401 UTILITIES FUND - 1350 SEWER COLLECTION & TREATMENT Actual Budget 2009-10 2010-11 % 2006-07 2007-08 2008-09 Adopted Acct Adopted Change Personal Services: 12.00 11.00 11.00 11.00 Number of Funded Employees (FTE's) 11.80 346,957 337,502 354,664 372,616 535-1200 Salaries 387,441 3.98% 34,313 37,410 31,279 34,000 535-1400 Salaries - Overtime 34,000 0.00% - - 1,839 2,000 535-1401 Salaries - Overtime Holiday Worked 2,000 0.00% 22,250 21,443 21,916 20,623 535-2100 FICA Taxes 21,435 3.94% 5,209 5,015 5,125 4,823 535-2101 Medicare 5,013 3.94% 56,255 56,817 63,963 70,387 535-2200 Retirement Contributions 77,306 9.83% 49,078 63,087 68,618 80,636 535-2300 Dental, Life & Health Insurance 74,825 -7.21% 13,580 12,084 13,437 12,516 535-2400 Worker's Compensation 10,579 -15.48% $ 527,643 $ 533,358 $ 560,840 $ 597,601 Total Personal Services $ 612,599 2.51% Operating Expenditures: 990 81 - 875 535-3102 Employee Physicals & Immunizations 875 0.00% 7,698 465 535 21,125 535-3400 Contractual Services 1,961,625 9185.80% 967 2,205 2,328 - 535-4000 Travel and Per Diem 450 100.00% 2,174 3,104 3,165 2,552 535-4100 Communication Services 4,328 69.59% 82,409 93,900 100,411 98,850 535-4300 Utilities 123,435 24.87% - - 5,887 5,000 535-4400 Rentals & Leases 9,300 86.00% - 9,055 10,497 15,668 535-4610 Maintenance Contracts 13,985 -10.74% 42,810 15,708 10,961 12,000 535-4620 Vehicle Repair 14,000 16.67% 10,640 4,285 4,212 5,750 535-4630 Equipment Repair 8,200 42.61% 145 174 173 200 535-4640 Building Maintenance 200 0.00% 100,645 133,475 110,457 89,650 535-4680 Plant & System Repair 69,750 -22.20% - 62 - 200 535-4700 Printing & Binding 200 0.00% 2,287 2,082 1,975 550 535-4905 Safety Programs/Supply 1,150 109.09% 20,436 23,671 18,642 26,270 535-5200 Operating Supplies 26,270 0.00% 21,992 29,015 18,566 22,615 535-5204 Fuel & Oil 25,140 11.17% 2,178 2,550 2,313 2,420 535-5210 Uniform Expense 2,640 9.09% - 614 - - 535-5231 Computer Hardware/Software - 0.00% 7,572 11,656 12,482 11,750 535-5300 Road Materials & Supplies 11,750 0.00% - 50 50 90 535-5400 Dues & Publications 50 -44.44% - - - - 535-5500 Training 2,550 100.00% (63,107) (11,945) (42,590) - 535-9905 Capitalized Costs Allocation - Labor - 0.00% (24,305) (5,220) (17,506) - 535-9906 Capitalized Costs Allocation - Benefits - 0.00% (1,341) (1,863) (6,758) - 535-9907 Capitalized Costs Allocation - Overhead - 0.00% $ 214,191 $ 313,123 $ 235,799 $ 315,565 Total Operating Expenditures $ 2,275,898 621.21% Capital Outlay: - - - - 535-6200 Buildings 145,000 100.00% Vehicle/Sewer Pump Storage Building 45,833 69,673 50,829 - 535-6402 Equipment 119,100 100.00% 40 kW Emergency Generator w/transfer switch for Lift Station #1 Mortar Mixer-replace MJ431 Air Compressor-replace MJ432 Jumping Jack Tamp Gas Detector - 2 @ $2,500 Confined Space Entry Training Structure 6" x 20' Suction Hose - 2 @ $600 Jack Hammer Trailer for Bobcat Mini Excavator Cues Mini Camera Asphalt Cutting Blade for Bobcat Mini Excavator 14" - 24" Pneumatic Plug Replace Flow Meters at P.S. #1 & #2 1350-Sewer 8/30/2010 2:38 PM 198  401 UTILITIES FUND - 1350 SEWER COLLECTION & TREATMENT Actual Budget 2009-10 2010-11 % 2006-07 2007-08 2008-09 Adopted Acct Adopted Change 24,760 309,167 56 45,000 535-6404 Trucks - -100.00% - 594 - - 535-6405 Communication Equipment - 0.00% - 1,183 525 - 535-6420 Computer Hardware/Software - 0.00% $ 70,592 $ 380,617 $ 51,409 $ 45,000 Total Capital Outlay $ 264,100 486.89% Total Personal Services, Operating $ 812,426 $ 1,227,098 $ 848,048 $ 958,166 Expenditures & Capital Outlay $ 3,152,597 229.02% Capital Improvements Program: - - - 500,000 5031 - Pump Station #1 Upgrade - -100.00% 535-6361 Construction for Parallel Force Main (SRF Funding) 272,425 - - - 5032 - Sewer System Rehabilitation - 0.00% 535-6361 Sewer System Evaluation Study (2005 Bond funds) 29,619 71,410 23,149 25,000 5048 - Lift Station Rehabilitation 36,000 44.00% 535-4680 Upgrade L.S. #1 Wet Well, Replace Pumps 535-4680 Replace L.S. #8 Wet Well & Pumps 161,556 15,354 126,709 - 5065 - Sewer Line Replacement - 0.00% - - - - 5398 - Sewer System Flow Monitoring 50,000 100.00% 535-6361 Purchase 10 Flow Monitors (per Utility Rate Study) 5,176 107 174,803 30,000 5423 - Pump Station Maintenance 40,000 33.33% 535-4680 PS #1 & #2 Spare Parts 535-4680 Replace Flow Meters at PS #1 & #2 1,091,482 - - - Prior Years Capital Improvement Program $ 1,560,258 $ 86,871 $ 324,661 $ 555,000 Total Capital Improvements Program $ 126,000 -77.30% Debt Service - - - 415,383 517-7100 Principal Payments 502,280 20.92% Pump Station #1 Upgrade - year 10 of 10 1998 Bond - Public Improvements - year 13 of 13 2005 Utility System Bond - year 6 of 30 - - 89,631 72,402 517-7200 Interest Expense 236,677 226.89% Pump Station #1 Upgrade - year 10 of 10 1998 Bond - Public Improvements - year 13 of 13 1998 Bond - loss on refunding 2005 Utility System Bond - year 6 of 30 - - 1,651 - 517-7300 Paying Agent Fees 1,700 100.00% - - 26,801 - 517-7310 Amortization - 0.00% $ - $ - $ 118,083 $ 487,785 Total Debt Service $ 740,657 51.84% $ 2,372,683 $ 1,313,969 $ 1,290,793 $ 2,000,951 TOTAL EXPENSES $ 4,019,254 100.87% 1350-Sewer 8/30/2010 2:38 PM 199 SEWER COLLECTION & TREATMENT MISSION Collect and dispose of wastewater in an environmentally sound manner. 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. GOALS & ACCOMPLISHMENTS Current Year Goals:
Chemically treat 10,000 L.F. of gravity sewer lines to eliminate tree root intrusion.
Complete a Sanitary Sewer Evaluation Study of the sewer system to prioritize improvements.
Upgrade Lift Station No. 1 with new pumps and wet well improvements.
Complete the design of a parallel force main from Pump Station No. 1.
Utilize the balance of the Series 2005 Utility Bonds to rehabilitate manholes, wet wells and gravity sewer mains. Long-Term Goals:
Limit grease blockages in gravity sewer mains by performing scheduled line washings and closed-circuit television inspections.
Reduce the volume of grease entering the collection system by performing quarterly inspections of all restaurant facilities in the City and implementing a new grease trap ordinance.
Perform television inspections of the entire sanitary sewer collection system to prioritize future projects and locate and eliminate sources of inflow and infiltration.
Continue to upgrade the controls and equipment for two additional lift stations.
Standardize equipment and spare part inventories for all lift station control circuitry and mechanical systems to improve efficiencies.
Continue installation of guide rail systems at 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.
Conduct an in-house flow monitoring program of the City's collection system basins to evaluate the capacity of the system.
Replace pumps at Lift Station No. 14 and No. 1.
Install 40KW diesel generator and automatic transfer switch at Lift Station No. 1.
Replace Lift Station No. 8 - upgrade to duplex operation. Significant Prior Year Accomplishments:
Completed installation of new pump and safety system at Lift Station No. 19.
Began the preliminary evaluation of a parallel force main from Pump Station No. 1.
Completed relocation of drying pad for vactor operations.
Replaced the comminutor at Lift Station No. 2.
Began work on Waste Water Treatment Plant decommissioning.
Replaced the existing roof at Pump Station No 2. 200 PERFORMANCE MEASURES Workload Actual YTD thru 6/30 Budget Measure 2006-07 2007-08 2008-09 2009-10 2009-10 2010-11 Miles of Sewer Main Maintained 118.77 118.77 118.75 118.75 118.77 118.77 Linear Feet of New Sewer Lines 0 0 0 100 23,000 0 Linear Feet of Replaced Sewer Lines 3,116 0 1,340 0 0 0 Linear Feet of Sewer Main Cleaned 226,037 241,680 262,206 190,099 0 260,000 Linear Feet of Sewer Main Inspected 0 3,152 24,000 12,370 275,000 100,000 Number of Main and Lateral Line Repairs 95 135 92 80 150 100 Number of Sewer Laterals Inspected 67 74 57 84 60 80 Number of Sewer Stop-Up Responses 89 88 74 71 70 70 Number of Manholes Repaired 16 57 17 12 20 20 Budget Impact FTE's per 1,000 Citizens 0.57 0.52 0.53 annual measure 0.53 Cost of Sewer Collection (per line mile) $7,571 $10,479 annual measure $16,853 Effectiveness & Strategic Plan % of Sewer Lines Inspected 0.0% 0.0% 0.0% 0.0% 3.7% 6.5% % of Sewer Lines in Good Working Condition 99.9% 99.9% 99.9% 99.9% 98.0% 98.0% % of Sewer Stop-Ups Cleared within 24 Hours 100% 100% 100% 100% 100% 100% Line Inspection Line Replacement/Rehab 25,000 7.0% 300,000 45.0% 20,000 The City is transitioning to a Performance Management 6.0% System to utilize proven standards as a guide to 250,000 40.0% 35.0% 5.0% making improvements that generate better operations, customer value, and overall results. As such, current 200,000 30.0% 15,000 4.0% 25.0% performance measures – many of which aren’t truly meaningful for evaluating services and others can’t be 3.0% 150,000 20.0% 10,000 easily supported by system-generated documentation/reports 2.0% 100,000 and must be manually tracked – haven’t been 15.0% 5,000 10.0% 1.0% 50,000 updated for the current year or upcoming budget year. 5.0% 0 0.0% 0 0.0% 2006-07 2007-08 2008-09 2009-10 2010-11 2006-07 2007-08 2008-09 2009-10 2010-11 Linear Feet We appreciate your budget % of Line System budget patience as budget The City of Fort Walton Beach works to develop a program Linear Feet to % of Line System budget clearly illustrate the purpose, quality, and value of programs and services provided! 201  401 UTILITIES FUND - 1500 NON-DEPARTMENTAL Actual Budget 2009-10 2010-11 % 2006-07 2007-08 2008-09 Adopted Acct Adopted Change Personal Services: - - - - 536-1200 Salaries 704 100.00% 19,699 12,214 22,885 25,000 536-1216 Final Leave Pay 15,000 -40.00% 16,884 (41,123) 42,692 - 536-1250 Compensated Absences - - - - 536-2100 FICA Taxes 40 100.00% - - - - 536-2101 Medicare 9 100.00% 1,292 (3,147) 3,267 - 536-2150 FICA - Compensated Absences 3,435 - - - 536-2500 Unemployment Compensation $ 41,310 $ (32,056) $ 68,844 $ 25,000 Total Personal Services $ 15,753 -36.99% Operating Expenditures: 47,778 62,963 52,536 - 536-4924 Bad Debt Expense - 0.00% - - - 50,000 536-4995 Contingencies 50,000 0.00% 741,956 727,964 1,197,615 - 536-5900 Depreciation - 0.00% 306,337 306,337 - - 536-5910 Depreciation on Contributed Capital - 0.00% 470,658 (2,134) (353) - Prior Years Operating Expenditures - - 18,391 - 590-9502 OPEB Obligation - 0.00% - - 3,096,671 - 592-9500 Loss on Asset Impairment - 0.00% $ 1,566,728 $ 1,095,130 $ 4,364,860 $ 50,000 Total Operating Expenditures $ 50,000 0.00% Total Personal Services, Operating $ 1,608,037 $ 1,063,074 $ 4,433,705 $ 75,000 Expenditures & Capital Outlay $ 65,753 -12.33% $ 600,548 $ 567,968 $ - $ - Total Debt Service $ - 0.00% $ 2,208,585 $ 1,631,042 $ 4,433,705 $ 75,000 TOTAL EXPENSES $ 65,753 -12.33% 1,400,000 1,895,715 1,703,281 1,068,727 581-9101 Transfer to General Fund 953,837 -10.75% Per Cost Allocation Plan Return on Infrastructure Investment - - 10,073 - 582-9145 Transfer to Stormwater Fund - 0.00% - - - - 581-9999 Reserved - Undesignated Net Assets 93,631 100.00% $ 1,400,000 $ 1,895,715 $ 1,713,354 $ 1,068,727 Total Other Financing Activity $ 1,047,468 -1.99% $ 1,400,000 $ 1,895,715 $ 1,713,354 $ 1,068,727 TOTAL TRANSFERS $ 1,047,468 -1.99% 53.00 49.00 44.50 35.50 NumberNumber of Employees of Funded(FTE's) Employees (FTE's) 39.05 10.00% 436,318 538,713 441,306 457,818 Customer Service 362,423 -20.84% 473,553 469,112 333,165 189,391 Utility Services 553,301 192.15% 2,315,207 661,209 722,185 772,107 Water Operations 1,051,440 36.18% 1,362,893 1,332,744 1,210,239 1,979,182 Sewer Operations - -100.00% 419,293 446,067 615,061 1,854,714 Water Distribution 616,529 -66.76% 2,372,683 1,313,969 1,290,793 2,000,951 Sewer Collection & Treatment 4,019,254 100.87% 78,988 233,743 - - Storm Water - 0.00% 3,608,585 3,526,757 6,147,059 1,143,727 Non-Departmental 1,113,221 -2.67% (3,808,218) (816,907) (473,557) - Reclassification of Capital Outlay - 0.00% $ 7,259,302 $ 7,705,407 $ 10,286,251 $ 8,397,890 TOTAL FUND EXPENSES $ 7,716,168 -8.12% $ 1,464,423 $ (482,356) $ (3,379,170) $ 0 NET REVENUE / (EXPENSE) $ (0) 0.00% 1500-NonDept_401 8/30/2010 2:39 PM 202  Sanitation Fund The Sanitation Fund encompasses 10% 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. Two recycling drop-off centers are available. Revenue Highlights $4.0 $3.5 B udget $3.0 2010-11 % C hange $ C hange $2.5 Service Fees 3,353,000 -0.5% (17,450) Millions $2.0 Interest & Other 23,275 -46.1% (19,925) $1.5 3,376,275 -1.1% (37,375) $1.0 $0.5 $0.0 Actual Actual Actual Budget Budget 2006-07 2007-08 2008-09 2009-10 2010-11 Service Fees Interest & Other • Commercial service fees are down as a result of businesses closing due to the poor economy. • As with all other city funds, interest earnings are down due to the maturity of high-interest investments. Expense Highlights $4.0 B udget $3.5 2010-11 % C hange $ C hange $3.0 Personal Services 883,842 -7.8% (75,153) $2.5 Operations/M aintenance 1,476,656 0.1% 2,004 Millions $2.0 Capital Outlay 261,535 17.8% 39,535 $1.5 Interfund Transfers 744,242 -0.5% (3,761) $1.0 Contingencies/Reserves 10,000 0.0% - $0.5 3,376,275 -1.1% (37,375) $0.0 Actual Actual Actual Budget Budget 2006-07 2007-08 2008-09 2009-10 2010-11 Personal Services Operations/Maintenance Capital Outlay Interfund Transfers Contingencies/Reserves *Expenses shown on a cash basis, exclusive of reclassifications for the audited financial statements.* • Personnel expenses are anticipated to decrease due to the elimination of one part-time refuse collector as well as savings from transitioning to a multi-tier health insurance program and issuing an RFP for medical insurance. • Capital outlay expense includes purchasing 8 new 6-yard containers and replacing a Rear Loader truck for household goods (e.g. furniture, mattresses) and a Knuckleboom truck for yard waste. 203  403 SANITATION FUND - REVENUES Actual Budget 2009-10 2010-11 % 2006-07 2007-08 2008-09 Adopted Acct Adopted Change 980,592 1,013,257 1,068,924 1,069,460 1360-343-4000 Service Fees - Residential 1,070,000 0.05% 10,317 11,595 6,964 10,000 1360-343-4010 Extra Pick-Up Residential 10,000 0.00% 952,667 996,645 902,450 905,525 1360-343-4100 Service Fees - Commercial 885,000 -2.27% 4,958 6,278 5,145 5,000 1360-343-4110 Extra Pick-Up Commercial 5,000 0.00% 513,973 528,365 520,592 521,625 1360-343-4200 Tipping Fees - Residential 525,000 0.65% 837,729 883,573 859,110 858,840 1360-343-4300 Tipping Fees - Commercial 858,000 -0.10% - - 14,243 - 1360-343-4410 Fuel Surcharge - Residential - 0.00% - - 1,463 - 1360-343-4420 Fuel Surcharge - Commercial - 0.00% $ 3,300,236 $ 3,439,712 $ 3,378,891 $ 3,370,450 Total Solid Waste $ 3,353,000 -0.52% 127,688 1,875 - - 1370-343-4600 Service Fees - Recycling - 0.00% $ 127,688 $ 1,875 $ - $ - Total Recycling $ - 0.00% $ 3,427,925 $ 3,441,588 $ 3,378,891 $ 3,370,450 TOTAL CHARGES FOR SERVICES $ 3,353,000 -0.52% 120,234 62,103 37,108 35,000 1500-361-1000 Interest Income 14,975 -57.21% $ 120,234 $ 62,103 $ 37,108 $ 35,000 Total Interest Income $ 14,975 -57.21% 7,844 5,930 4,597 5,000 1360-323-7010 Solid Waste - 10% Roll Off 5,000 0.00% 1,339 2,311 (3,279) 1,200 1360-343-4080 Cinco Bayou 1,200 0.00% - - - - 1360-343-4330 Special Events - Dumpster Delivery/Pickup 100 100.00% 3,909 2,498 8,763 2,000 1370-343-4700 Recycling Sales 2,000 0.00% 19,000 113 1,615 - 1500-364-1000 Sale of Surplus Assets - 0.00% 24 21 17 - 0000-369-9091 Discounts - 0.00% $ 32,115 $ 10,874 $ 11,713 $ 8,200 Total Other Revenues $ 8,300 1.22% $ 152,349 $ 72,977 $ 48,821 $ 43,200 TOTAL INTEREST & OTHER REVENUES $ 23,275 -46.12% $ 3,580,273 $ 3,514,565 $ 3,427,713 $ 3,413,650 TOTAL FUND REVENUES $ 3,376,275 -1.09% 403-Revenues 8/30/2010 2:41 PM 204  403 SANITATION FUND - 1360 SOLID WASTE Actual Budget 2009-10 2010-11 % 2006-07 2007-08 2008-09 Adopted Acct Adopted Change Personal Services: 21.00 21.00 19.87 19.62 Number of Funded Employees (FTE's) 18.75 617,326 610,273 608,078 571,617 534-1200 Salaries 551,273 -3.56% 18,983 23,709 11,042 12,500 534-1400 Salaries - Overtime 12,500 0.00% - - 11,078 8,500 534-1401 Salaries - Overtime Holiday Worked 8,500 0.00% 36,032 36,055 36,681 31,460 534-2100 FICA Taxes 30,785 -2.15% 8,427 8,432 8,579 7,357 534-2101 Medicare 7,200 -2.13% 94,179 96,004 99,574 100,494 534-2200 Retirement Contributions 102,518 2.01% - - - - 534-2204 Retirement Contributions - DC Plan 2,247 100.00% 132,583 127,636 138,547 167,569 534-2300 Dental, Life & Health Insurance 123,075 -26.55% 67,620 66,458 59,748 44,813 534-2400 Worker's Compensation 43,953 -1.92% $ 975,543 $ 968,567 $ 973,327 $ 944,310 Total Personal Services $ 882,051 -6.59% Operating Expenditures: 35,640 2,015 - 6,000 534-3400 Contractual Services 4,378 -27.03% 1,410 - - - 534-4000 Travel and Per Diem - 0.00% 3,200 2,579 2,483 3,863 534-4100 Communication Services 3,767 -2.48% - - 6 10 534-4200 Postage 10 0.00% 5,130 5,258 5,859 5,950 534-4300 Utilities 6,095 2.44% 1,124 1,289 1,320 1,225 534-4400 Rentals & Leases 1,605 31.02% 72 72 149 274 534-4610 Maintenance Contracts 453 65.33% 133,372 150,405 148,614 125,860 534-4620 Vehicle Repair 125,860 0.00% 386 1,730 349 1,000 534-4630 Equipment Repair 1,000 0.00% 288 344 650 510 534-4640 Building Maintenance 600 17.65% - - - 100 534-4650 Grounds Maintenance 100 0.00% - - 460 390 534-4700 Printing & Binding - -100.00% 396 532 466 760 534-4905 Safety Programs/Supplies 700 -7.89% 319 584 637 - 534-4915 Legal Advertising - 0.00% 450 518 30 550 534-5100 Office Supplies 400 -27.27% 18,411 17,433 12,286 18,100 534-5200 Operating Supplies 18,100 0.00% 121,963 190,547 109,858 126,045 534-5204 Fuel & Oil 130,465 3.51% 3,595 4,333 4,201 4,085 534-5210 Uniform Expense 3,960 -3.06% 468,694 449,303 408,675 489,880 534-5219 Landfill Fees - Commercial 493,480 0.73% 427,375 430,234 395,237 445,902 534-5220 Landfill Fees - Residential 452,142 1.40% 177,114 190,703 181,525 198,104 534-5222 Landfill Fees - Yard Waste 199,557 0.73% 30,980 31,619 30,843 30,850 534-5225 Sanitation Containers - Bulk 18,790 -39.09% 16,790 14,923 14,999 14,994 534-5226 Sanitation Containers - Residential 14,994 0.00% - 10,870 420 - 534-5230 ACH/Credit Card Fees - 0.00% - 349 - - 534-5231 Computer Hardware/Software - 0.00% 441 279 171 200 534-5400 Books, Dues & Publications 200 0.00% $ 1,447,396 $ 1,505,920 $ 1,319,238 $ 1,474,652 Total Operating Expenditures $ 1,476,656 0.14% Capital Outlay: - - - - 534-6402 Equipment 11,535 100.00% 6 yd Containers- 8 @ $720 8 yd Containers - 7 @ $825 290,655 306,263 214,867 222,000 534-6404 Trucks 250,000 12.61% Replace '96 Peterbilt Rear Loader (2366) Replace '99 Sterling Knuckleboom Loader (2416) 1,240 1,118 - - 534-6405 Communication Equipment - 0.00% 915 - - - 534-6420 Computer Hardware/Software - 0.00% $ 292,810 $ 307,381 $ 214,867 $ 222,000 Total Capital Outlay $ 261,535 17.81% Total Personal Services, Operating $ 2,715,749 $ 2,781,868 $ 2,507,433 $ 2,640,962 Expenditures & Capital Outlay $ 2,620,242 -0.78% 2,715,749 2,781,868 2,507,433 2,640,962 TOTAL EXPENSES 2,620,242 -0.78% 1360-Solid Waste 8/30/2010 2:42 PM 205 SOLID WASTE MISSION Maintain a sanitary environment through regular collection of residential and commercial solid waste. DESCRIPTION Solid Waste is responsible for the collection and disposal of garbage, yard waste, and recyclables. 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. Recycling is available via two drop-off locations. GOALS & ACCOMPLISHMENTS Current Year Goals:
Work with Okaloosa County to develop potential curbside recycling scenarios.
Develop a plan in commercial areas to centralize garbage pickup. Long-Term Goals:
Begin negotiations process for solid waste hauling once the current agreement with BFI expires.
Secure location to accept single stream recycling.
Expand drop off locations or re-start curbside recycling with automated system. Significant Prior Year Accomplishments:
Reduced residential garbage routes from 4 to 3 by re-routing.
Revised the City's Solid Waste Ordinance and began permitting C&D waste providers. 206 PERFORMANCE MEASURES Workload Actual YTD thru 6/30 Budget Measure 2006-07 2007-08 2008-09 2009-10 2009-10 2010-11 Tons of Residential Garbage Collected 10,988 10,869 9,909 7,157 10,944 10,944 Tons of Yard Waste Collected 5,336 5,644 5,337 4,594 5,700 5,700 Tons of Commercial Garbage Collected 12,050 11,360 10,239 7,712 12,000 12,000 Tons of Recycling Material Collected 367 112 150 123 130 140 Budget Impact FTE's per 1,000 Citizens 1.20 1.00 0.95 annual measure 0.94 Net Cost of Residential Services per Household $326.01 $364.43 $339.00 annual measure $350.00 Net Cost of Commercial Services per Business $730.69 $757.33 $907.52 annual measure $750.00 Net Cost of Recycling Services per Household $24.45 n/a n/a annual measure n/a Effectiveness & Strategic Plan % of Residential Collections Completed as Scheduled n/a n/a n/a 98% % of Commercial Collections Completed as Scheduled n/a n/a n/a 98% % of Waste Stream Recycled 1.3% 0.4% 0.6% 0.5% Residential Tons vs. Population Commercial Tons vs. Businesses 12,000 24,000 14,000 1,000 11,000 The City is transitioning to a Performance Management System 21,000 13,000 to utilize proven standards as a guide to 800 18,000 12,000 10,000 making improvements that generate better operations, 15,000 customer value, and overall results. As such, current 600 11,000 9,000 performance measures – many of which aren’t truly meaningful 12,000 for evaluating services and others can’t be 10,000 9,000 400 8,000 easily supported by system-generated documentation/reports 6,000 and must be manually tracked – haven’t been 9,000 7,000 200 3,000 8,000 updated for the current year or upcoming budget year. 6,000 0 7,000 0 2006-07 2007-08 2008-09 2009-10 2010-11 2006-07 2007-08 2009-102008-09 2010-11 budget budget Tonnage We appreciate Populationyour patience as The City of Fort Walton Beach works to develop Tonnage a programbudget Businesses to budget clearly illustrate the purpose, quality, and value of programs and services provided! Financial Viability - Residential $35.00 $35.00 $30.00 $30.00 $25.00 $25.00 $20.00 $20.00 $15.00 $15.00 $10.00 $10.00 $5.00 $5.00 $0.00 $0.00 2006-07 2007-08 2008-09 2009-10 2010-11 budget budget Monthly Fee Cost of Services 207  403 SANITATION FUND - 1370 RECYCLING Actual Budget 2009-10 2010-11 % 2006-07 2007-08 2008-09 Adopted Adopted Change Personal Services: 4.00 - - - Number of Funded Employees (FTE's) 62,630 - - - 534-1200 Salaries - 0.00% - - - - 534-1400 Salaries - Overtime - 0.00% 3,648 - - - 534-2100 FICA Taxes - 0.00% 853 - - - 534-2101 Medicare - 0.00% 9,319 - - - 534-2200 Retirement Contributions - 0.00% 11,993 - - - 534-2300 Dental, Life & Health Insurance - 0.00% 8,649 - - - 534-2400 Worker's Compensation - 0.00% $ 97,092 $ - $ - $ - Total Personal Services $ - 0.00% Operating Expenditures: 3,237 - - - 534-4620 Vehicle Repair - In House - 0.00% 3,429 - - - 534-4621 Vehicle Repair - Contracted - 0.00% 3,492 - - - 534-4630 Equipment Repair - In House - 0.00% - - - - 534-4631 Equipment Repair - Contracted - 0.00% 171 - - - 534-4905 Safety Programs/Supply - 0.00% 451 - - - 534-5200 Operating Supplies - 0.00% 8,335 - - - 534-5204 Fuel & Oil - 0.00% 555 - - - 534-5210 Uniform Expense - 0.00% 4,408 - - - 534-5227 Sanitation Containers - Recycle - 0.00% $ 24,077 $ - $ - $ - Total Operating Expenditures $ - 0.00% $ - $ - $ - $ - Total Capital Outlay $ - 0.00% Total Personal Services, Operating $ 121,170 $ - $ - $ - Expenditures & Capital Outlay $ - 0.00% 121,170 - - - TOTAL EXPENSES - 0.00% Recy_historical only 9/13/2010 9:38 AM 208  403 SANITATION FUND - 1500 NON-DEPARTMENTAL Actual Budget 2009-10 2010-11 % 2006-07 2007-08 2008-09 Adopted Acct Adopted Change Personal Services: - - - - 534-1200 Salaries 271 100.00% 1,442 1,123 19,084 1,500 534-1216 Final Leave Pay 1,500 0.00% 7,922 (11,780) 8,315 - 534-1250 Compensated Absences - - - - 534-2100 FICA Taxes 16 100.00% - - - - 534-2101 Medicare 4 100.00% 607 (900) 636 - 534-2150 FICA - Compensated Absences 2,500 - - - 534-2500 Unemployment Compensation $ 12,471 $ (11,557) $ 28,035 $ 1,500 Total Personal Services $ 1,791 19.40% Operating Expenditures: 14,191 14,949 (626) - 534-4924 Bad Debt Expense - 0.00% - - - 10,000 534-4995 Contingencies 10,000 0.00% 133,797 130,839 164,025 - 534-5900 Depreciation - 0.00% 411 411 - - 534-5910 Depreciation on Contributed Capital - 0.00% 303,227 - - - Prior Years Operating Expenditures - - 9,357 - 590-9502 OPEB Obligation - 0.00% $ 451,626 $ 146,199 $ 172,757 $ 10,000 Total Operating Expenditures $ 10,000 0.00% Total Personal Services, Operating $ 464,097 $ 134,642 $ 200,791 $ 11,500 Expenditures & Capital Outlay $ 11,791 2.53% $ 464,097 $ 134,642 $ 200,791 $ 11,500 TOTAL EXPENSES $ 11,791 2.53% 525,000 959,445 928,460 708,003 581-9101 Transfer to General Fund 708,000 0.00% Per Cost Allocation Plan Fund Surplus 37,000 40,000 40,000 40,000 581-9141 Transfer to Utilities Fund 36,242 -9.40% 10% of Customer Service Budget - - - 13,185 581-9999 Reserved - Undesignated Net Assets - -100.00% $ 562,000 $ 999,445 $ 968,460 $ 761,188 TotalTotal Other Other Financing Financing Activity Activity $ 744,242 -2.23% $ 562,000 $ 999,445 $ 968,460 $ 761,188 TOTAL TRANSFERS $ 744,242 -2.23% 25.00 21.00 19.87 19.62 NumberNumber of Employees of Funded(FTE's) Employees (FTE's) 18.75 -4.43% 2,715,749 2,781,868 2,507,433 2,640,962 Solid Waste 2,620,242 -0.78% 121,170 - - - Recycling - 0.00% 1,026,097 1,134,087 1,169,251 772,688 Non-Departmental 756,033 -2.16% #DIV/0! (292,810) (307,381) (214,867) - Reclassification of Capital Outlay - 0.00% #DIV/0! $ 3,570,206 $ 3,608,574 $ 3,461,817 $ 3,413,650 TOTAL FUND EXPENSES $ 3,376,275 -1.09% $ 10,068 $ (94,009) $ (34,104) $ 0 NET REVENUE / (EXPENSE) $ - 0.00% 1500-NonDept_403 8/30/2010 2:43 PM 209 210  Golf Fund The Golf Fund encompasses 6% 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 B udget $2.5 2010-11 % C hange $ C hange $2.0 Service Fees 2,094,742 -6.5% (145,000) Interest & Other 101,287 -7.6% (8,274) Millions $1.5 Interfund Transfers - -100.0% (178,000) $1.0 2,196,029 -13.1% (331,274) $0.5 $0.0 Actual Actual Actual Budget Budget 2006-07 2007-08 2008-09 2009-10 2010-11 Service Fees Interest & Other Interfund Transfers Appropriations • Revenue expectations from greens fees, cart fees, memberships, and the driving range have been lowered consistent with actuals in recent years. • Due to a lower debt payment as a result of restructuring the 1999 Clubhouse bond, a transfer from the General Fund should not be needed. Expense Highlights $4 B udget $3 2010-11 % C hange $ C hange $3 Personal Services 1,014,522 -5.8% (62,704) $2 Operations/M aintenance 925,382 -20.6% (240,039) Millions Capital Outlay 2,520 100.0% 2,520 $2 Capital Improvements 14,000 100.0% 14,000 $1 Interfund Transfers 234,605 369.2% 184,605 $1 Contingencies/Reserves 5,000 -97.9% (229,656) $0 2,196,029 -13.1% (331,275) Actual Actual Actual Budget Budget 2006-07 2007-08 2008-09 2009-10 2010-11 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.* • Personnel savings were achieved from reclassifying two full-time greenskeepers to part-time, as well as the multi-tier health insurance program and issuing an RFP for medical insurance. • Operating savings and the interfund transfer increase reflect restructuring the 1999 Clubhouse bond debt. The tax-exempt portion of the bond carries an interest rate of 5.75% and has an outstanding balance of $2.44M. The taxable portion carries an interest rate of 8.00% and has an outstanding balance of $295K. The General Fund will loan the Golf Fund $2.735M to pay off the balances at an interest rate of 1.5% for 20 years, thereby generating $159K annually to the General Fund and saving the Golf Fund $87K annually. • The $50K 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 voted to forgive a large portion of the transfer to permit the Golf Fund to retain all revenues for operational use and to replenish net assets. 211 212  404 GOLF FUND - REVENUES Actual Budget 2009-10 2010-11 % 2006-07 2007-08 2008-09 Adopted Acct Adopted Change 1,364,260 1,275,433 1,135,835 1,200,000 0700-347-5000 Greens Fees 1,100,000 -8.33% 122,150 112,834 152,429 115,000 0700-347-5020 Tournament Fees 105,000 -8.70% 115,192 123,122 104,026 95,000 0700-347-5100 Membership Fees 105,000 10.53% 722,760 740,678 670,528 725,000 0700-347-5200 Golf Cart Rental 680,000 -6.21% 3,337 2,903 2,799 3,000 0700-347-5210 Pull Cart Rental 3,000 0.00% 114,094 110,769 98,557 100,000 0700-347-5300 Driving Range 100,000 0.00% 17,281 12,651 15,838 - 0700-347-5900 League Play - 0.00% 2,070 2,055 1,815 1,742 0700-347-6010 GHIN Handicapping Service 1,742 0.00% $ 2,461,144 $ 2,380,445 $ 2,181,827 $ 2,239,742 Total Golf Operations $ 2,094,742 -6.47% $ 2,461,144 $ 2,380,445 $ 2,181,827 $ 2,239,742 TOTAL CHARGES FOR SERVICES $ 2,094,742 -6.47% 9,711 - - - 1500-361-1000 Interest Income - 0.00% 10,258 1,055 65,253 - 1500-364-1000 Sale of Surplus Assets - 0.00% $ 19,970 $ 1,055 $ 65,253 $ - Total Interest Income $ - 0.00% 66,203 67,855 67,082 75,816 0700-347-5400 Rental and Lease Income - Restaurant & Pro Shop 66,207 -12.67% 30,899 31,920 33,067 33,745 0700-362-2010 Rental and Lease Income - Tower 35,080 3.96% $ 97,102 $ 99,775 $ 100,149 $ 109,561 Total Rents and Royalties $ 101,287 -7.55% 7 3 161 - 0700-347-5900 Cash Over/(Under) - 0.00% 3,055 1,694 13,418 - Miscellaneous Revenues - 0.00% $ 3,062 $ 1,697 $ 13,579 $ - Total Other Revenues $ - 0.00% $ 120,134 $ 102,527 $ 178,980 $ 109,561 TOTAL INTEREST & OTHER REVENUES $ 101,287 -7.55% - - 178,993 178,000 1600-381-0100 Transfer from General Fund - -100.00% $ - $ - $ 178,993 $ 178,000 Total Interfund Transfers $ - -100.00% $ - $ - $ 178,993 $ 178,000 TOTAL TRANSFERS IN $ - -100.00% $ 2,581,277 $ 2,482,972 $ 2,539,801 $ 2,527,303 TOTAL FUND REVENUES $ 2,196,029 -13.11% 404-Revenues 8/30/2010 2:44 PM 213  404 GOLF FUND - 0700 GOLF OPERATIONS Actual Budget 2009-10 2010-11 % 2006-07 2007-08 2008-09 Adopted Acct Adopted Change Personal Services: 36.56 36.51 31.01 14.26 Number of Employees (FTE's) 14.26 912,164 966,089 850,865 326,343 572-1200 Salaries 324,980 -0.42% 5,811 7,149 3,627 3,500 572-1400 Salaries - Overtime - -100.00% - - 3,125 3,200 572-1401 Salaries - Overtime Holiday Worked - -100.00% 2,414 2,420 1,880 - 572-1503 Auto Allowance 55,116 58,605 52,923 20,074 572-2100 FICA Taxes 20,010 -0.32% 12,890 13,706 12,377 4,695 572-2101 Medicare 4,679 -0.34% 103,624 106,757 98,327 17,445 572-2200 Retirement Contributions 19,320 10.75% 72,199 67,122 63,730 10,574 572-2300 Dental, Life & Health Insurance 4,328 -59.07% 23,509 23,275 17,581 4,847 572-2400 Worker's Compensation 4,724 -2.54% $ 1,187,729 $ 1,245,122 $ 1,104,436 $ 390,678 Total Personal Services $ 378,041 -3.23% Operating Expenditures: 16,227 2,857 1,293 1,742 572-3400 Contractual Services 1,742 0.00% 3,012 2,483 - - 572-4000 Travel and Per Diem - 0.00% 6,189 6,014 6,974 2,988 572-4100 Communication Services 3,975 33.03% - - 209 250 572-4200 Postage 250 0.00% 105,475 104,163 129,933 87,778 572-4300 Utilities 94,455 7.61% 4,468 4,768 36,672 125,700 572-4400 Rentals & Leases 120,421 -4.20% 8,292 10,487 11,201 9,403 572-4610 Maintenance Contracts 9,178 -2.39% 83 555 304 - 572-4620 Vehicle Repair - 0.00% 43,376 38,138 38,534 - 572-4630 Equipment Repair 2,000 100.00% 2,573 3,983 6,310 1,850 572-4640 Building Maintenance 3,950 113.51% 474,767 354,182 351,613 - 572-4650 Grounds Maintenance 1,222 902 535 1,000 572-4700 Printing & Binding 650 -35.00% 24,077 30,215 22,820 9,000 572-4800 Promotional Activities 9,000 0.00% - - 442 - 572-4903 Sales Tax Expense/Penalty (463) 2,271 2,116 - 572-4916 Inventory - Over/(Short) 506 880 969 900 572-5100 Office Supplies 900 0.00% 38,525 34,603 31,550 35,200 572-5200 Operating Supplies 12,375 -64.84% 904 - - 572-5202 Computer Supplies 99 2,748 507 572-5203 Fleet Maintenance Clearing Account 35,090 44,608 28,314 - 572-5204 Fuel & Oil - 0.00% 3,659 6,648 948 - 572-5210 Uniform Expense - 0.00% 31,673 32,061 29,282 32,000 572-5230 ACH/Credit Card Fees 30,084 -5.99% 1,521 265 - - 572-5231 Computer Hardware/Software - 0.00% 845 1,252 935 790 572-5400 Books, Dues & Publications 200 -74.68% $ 802,117 $ 684,082 $ 701,459 $ 308,601 Total Operating Expenditures $ 289,180 -6.29% Capital Outlay: 5,188 251,720 1,570 - 572-6402 Equipment 2,520 100.00% Replace Fire Alarm Panel 34,966 - - - 572-6404 Trucks - 0.00% 2,102 - - - 572-6420 Computer Hardware/Software - 0.00% $ 42,256 $ 251,720 $ 1,570 $ - Total Capital Outlay $ 2,520 100.00% Total Personal Services, Operating $ 2,032,102 $ 2,180,925 $ 1,807,466 $ 699,279 Expenditures & Capital Outlay $ 669,741 -4.22% Capital Improvements Program: 10,944 21,238 32,703 - 5038 - Cart Path Development - 0.00% - - - - 5082 - HVAC Improvement 14,000 100.00% 572-6310 Clubhouse Makeup Air System 96,539 - - - Prior Years Capital Improvement Program - 0.00% $ 107,482 $ 21,238 $ 32,703 $ - Total Capital Improvements Program $ 14,000 100.00% 0700-Golf 8/30/2010 2:44 PM 214  404 GOLF FUND - 0700 GOLF OPERATIONS Actual Budget 2009-10 2010-11 % 2006-07 2007-08 2008-09 Adopted Acct Adopted Change Debt Service: - - - 163,750 517-7100 Principal Payments 92,500 -43.51% 1998 Bond-Refinance Addt'l 9 Holes - yr 13 of 13 220,164 212,580 200,581 172,706 517-7200 Interest Expense 7,422 -95.70% 1998 Bond-Refinance Addt'l 9 Holes - yr 13 of 13 1998 Bond - loss on refunding 250 748 250 250 517-7300 Paying Agent Fees 250 0.00% 9,028 9,028 9,028 - 517-7310 Amortization - 0.00% $ 229,442 $ 222,355 $ 209,859 $ 336,706 Total Debt Service $ 100,172 -70.25% 2,369,026 2,424,518 2,050,028 1,035,985 TOTAL EXPENSES 783,913 -24.33% 0700-Golf 8/30/2010 2:44 PM 215 GOLF OPERATIONS MISSION Provide a quality golf experience to members and visitors through excellent customer service. DESCRIPTION The Golf Club consists of two championship 18-hole golf courses, putting green, driving range, and clubhouse. In addition to daily play, the club holds many community oriented golf tournaments and promotes a Junior Golf Program every summer with clinics. GOALS & ACCOMPLISHMENTS Current Year Goals:
Provide quality service to members to increase memberships and daily play.
Provide strong youth programs that will increase youth memberships. Long-Term Goals:
Increase marketing startegies to make FWB Golf Club one of the elite courses in the area. Significant Prior Year Accomplishments:
Developed business plan and implemented all aspects of plan. 216 PERFORMANCE MEASURES Workload Actual YTD thru 6/30 Budget Measure 2006-07 2007-08 2008-09 2009-10 2009-10 2010-11 Number of Active Members 444 397 374 475 Number of Total Rounds Played 82,068 82,920 76,658 84,000 Number of Paid Rounds Played 75,564 75,606 69,871 79,000 Budget Impact FTE's per 1,000 Citizens 1.75 1.74 1.48 annual measure 1.48 Cost of Operations per Round Played $38.48 $36.32 $33.00 annual measure $30.09 Net Cost of Services per Citizen $28.11 $25.16 annual measure $0.00 Effectiveness & Strategic Plan % of Budgeted Paid Rounds Actually Played 84% 84% 78% 85% % of Rounds Played at Rate Above the Cost to Produce 82% 72% 32% 75% Rounds by Type Efficiency 105,000 100% 90,000 The City is transitioning to a Performance Management System80% to utilize proven standards as a guide to 75,000 60,000 making improvements that generate better operations, customer60%value, and overall results. As such, current 45,000 performance measures – many of which aren’t truly meaningful 40%for evaluating services and others can’t be 30,000 easily supported by system-generated documentation/reports 20%and must be manually tracked – haven’t been 15,000 0 updated for the current year or upcoming 0% budget year. 2006-07 2007-08 2008-09 2009-10 2010-11 2006-07 2007-08 2008-09 2009-10 2010-11 Member Play Card Non-Member budget budget % of Rounds Above Cost to Produce budget budget League/Tourney We appreciate your patience as The City of Fort Walton Beach works to develop a program to Other % of Budgeted Paid Rounds Actually Played clearly illustrate the purpose, quality, and value of programs and services provided! Financial Viability $45.00 $40.00 $35.00 $30.00 $25.00 $20.00 $15.00 $10.00 $5.00 $0.00 2006-07 2007-08 2008-09 2009-10 2010-11 Member Non-Member budget budget Cost of Round - 18 w/cart 217 218  404 GOLF FUND - 0710 GROUNDS MAINTENANCE Actual Budget 2009-10 2010-11 % 2006-07 2007-08 2008-09 Adopted Acct Adopted Change Personal Services: - - - 16.75 Number of Employees (FTE's) 15.75 - - - 484,549 572-1200 Salaries 451,167 -6.89% - - - - 572-1400 Salaries - Overtime 2,600 100.00% - - - - 572-1401 Salaries - Overtime Holiday Worked 3,200 100.00% - - - 28,128 572-2100 FICA Taxes 26,601 -5.43% - - - 6,579 572-2101 Medicare 6,221 -5.44% - - - 88,667 572-2200 Retirement Contributions 82,753 -6.67% - - - - 572-2204 Retirement Contributions - DC Plan 1,011 100.00% - - - 71,207 572-2300 Dental, Life & Health Insurance 55,518 -22.03% - - - 6,918 572-2400 Worker's Compensation 6,272 -9.34% $ - $ - $ - $ 686,048 Total Personal Services $ 635,343 -7.39% Operating Expenditures: - - - 1,038 572-4100 Communication Services 903 -13.01% - - - 51,552 572-4300 Utilities 37,465 -27.33% - - - 1,200 572-4400 Rentals & Leases 21,273 1672.75% - - - 3,705 572-4610 Maintenance Contracts 4,225 14.04% - - - 500 572-4620 Vehicle Repair 500 0.00% - - - 42,500 572-4630 Equipment Repair 42,500 0.00% - - - 1,000 572-4640 Building Maintenance 3,200 220.00% - - - 326,500 572-4650 Grounds Maintenance 326,500 0.00% - - - 3,800 572-5200 Operating Supplies 11,800 210.53% - - - 31,905 572-5204 Fuel & Oil 29,590 -7.26% - - - 1,700 572-5210 Uniform Expense 3,760 121.18% - - - 565 572-5400 Books, Dues & Publications 165 -70.80% $ - $ - $ - $ 465,965 Total Operating Expenditures $ 481,881 3.42% $ - $ - $ - $ - Total Capital Outlay $ - 0.00% Total Personal Services, Operating $ - $ - $ - $ 1,152,013 Expenditures & Capital Outlay $ 1,117,224 -3.02% Capital Improvements Program: $ - $ - $ - $ - Total Capital Improvements Program $ - 0.00% Debt Service: - - - 49,077 517-7100 Principal Payments 50,837 3.59% Landscaping Equipment Lease - year 4 of 5 - - - 5,072 517-7200 Interest Expense 3,312 -34.70% Landscaping Equipment Lease - year 4 of 5 $ - $ - $ - $ 54,149 Total Debt Service $ 54,149 0.00% - - - 1,206,162 TOTAL EXPENSES 1,171,373 -2.88% 0710-Grounds 8/30/2010 2:45 PM 219 GROUNDS MAINTENANCE MISSION Provide a quality golf experience to members and visitors through excellent course maintenance. 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. GOALS & ACCOMPLISHMENTS Current Year Goals:
Maintain courses in good condition through efficient use of resources.
Extend the life of existing equipment through preventative maintenance. Long-Term Goals:
Rebuild all sand traps by removing old sand, adding new sand with proper size sand and proper depth, and re-sod edges.
Begin fence replacement program along the property lines. Significant Prior Year Accomplishments:
Replaced retaining wall on #1 tee of the Oaks course.
Enlarged, leveled, and re-grassed #17 tee of the Oaks course.
Began a program of removing cold damaged Oleander shrubs from the clubhouse grounds and replaced with cold hardy native shrubbery.
Replaced wood curbing at the #1 tee of the Pines course with poured concrete curb. 220 PERFORMANCE MEASURES Workload Actual YTD thru 6/30 Budget Measure 2006-07 2007-08 2008-09 2009-10 2009-10 2010-11 Acres per FTE new division in FY09-10 13.43 Number of Equipment Repairs Completed In House new division in FY09-10 500 Number of Equipment Repairs Completed Contracted Out new division in FY09-10 20 Budget Impact Cost per Acre Maintained new division in FY09-10 $5,372 Effectiveness & Strategic Plan Cost Savings from In House Repairs new division in FY09-10 $15,000 Number of Safety-Related Incidents new division in FY09-10 0 The City is transitioning to a Performance Management System to utilize proven standards as a guide to making improvements that generate better operations, customer value, and overall results. As such, current performance measures – many of which aren’t truly meaningful for evaluating services and others can’t be easily supported by system-generated documentation/reports and must be manually tracked – haven’t been updated for the current year or upcoming budget year. We appreciate your patience as The City of Fort Walton Beach works to develop a program to clearly illustrate the purpose, quality, and value of programs and services provided! 221  404 GOLF FUND - 1500 NON-DEPARTMENTAL Actual Budget 2009-10 2010-11 % 2006-07 2007-08 2008-09 Adopted Acct Adopted Change Personal Services: - - - - 572-1200 Salaries 596 100.00% 354 1,918 24,272 500 572-1216 Final Leave Pay 500 0.00% - - - - 572-2100 FICA Taxes 34 100.00% - - - - 572-2101 Medicare 8 100.00% 8,500 (10,774) (6,828) - 572-1250 Compensated Absences 651 (824) (524) - 572-2150 FICA - Compensated Absences $ 9,505 $ (9,680) $ 16,920 $ 500 Total Personal Services $ 1,138 127.60% Operating Expenditures: - - - 5,000 572-4995 Contingencies 5,000 0.00% 500,993 406,112 427,256 - 572-5900 Depreciation - 0.00% 50,847 - 10,000 - Prior Years Operating Expenditures - - 9,679 - 590-9502 OPEB Obligation - 0.00% $ 551,840 $ 406,112 $ 446,936 $ 5,000 Total Operating Expenditures $ 5,000 0.00% Total Personal Services, Operating $ 561,345 $ 396,432 $ 463,856 $ 5,500 Expenditures & Capital Outlay $ 6,138 11.60% $ 561,345 $ 396,432 $ 463,856 $ 5,500 TOTAL EXPENSES $ 6,138 11.60% - 62,150 49,810 50,000 581-9101 Transfer to General Fund 209,000 318.00% Per Cost Allocation Plan Reimb $2.735M 1999 Bond defease - year 1 of 20 - - - 229,656 581-9999 Reserved - Undesignated Net Assets 25,605 -88.85% Golf Fund Rev > Exp $ - $ 62,150 $ 49,810 $ 279,656 TotalTotal OtherOther Financing Financing Activity Activity $ 234,605 -16.11% $ - $ 62,150 $ 49,810 $ 279,656 TOTAL TRANSFERS $ 234,605 -16.11% 36.56 36.51 31.01 31.01 NumberNumber of Employees (FTE's) of Funded Employees (FTE's) 30.01 -3.22% 2,369,026 2,424,518 2,050,028 1,035,985 Golf Operations 783,913 -24.33% - - - 1,206,162 Grounds Maintenance 1,171,373 -2.88% 561,345 458,582 513,665 285,156 Non-Departmental 240,743 -15.57% (149,738) (272,958) (34,273) - Reclassification of Capital Outlay - 0.00% $ 2,780,632 $ 2,610,141 $ 2,529,420 $ 2,527,303 TOTAL FUND EXPENSES $ 2,196,029 -13.11% $ (199,355) $ (127,170) $ 10,381 $ - NET REVENUE / (EXPENSE) $ - 0.00% 1500-NonDept_404 8/30/2010 2:46 PM 222  Stormwater Fund The Stormwater Fund encompasses 2% 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 $1,500 B udget $1,200 2010-11 % C hange $ C hange $900 Service Fees 565,000 -9.5% (59,000) Thousands Appropriations - -100.0% (42,027) $600 565,000 -15.2% (101,027) $300 $0 Actual Actual Actual Budget Budget 2006-07 2007-08 2008-09 2009-10 2010-11 Service Fees Interest & Other Interfund Transfers Appropriations • Revenues are anticipated to decrease due to correction of the definition of Equivalent Residential Unit (ERU) for commercial customers from 2,700 sqft to 3,200 sqft, as well as the School Board’s claim that it is exempt from paying the utility fee. Expense Highlights $1,500 B udget $1,200 2010-11 % C hange $ C hange $900 Personal Services 281,665 -18.0% (61,658) Thousands Operations/M aintenance 99,229 9.4% 8,525 $600 Capital Outlay 3,400 100.0% (10,600) Capital Improvements 160,706 -18.8% (37,294) $300 Interfund Transfers 15,000 0.0% - $0 Contingencies/Reserves 5,000 0.0% - Actual Actual Actual Budget Budget Revenues 565,000 -15.2% (101,027) 2006-07 2007-08 2008-09 2009-10 2010-11 Personal Services Operations/Maintenance Capital Outlay Capital Improvements Contingencies/Reserves *Expenses shown on a cash basis, exclusive of reclassifications for the audited financial statements.* • Two positions have been eliminated. • Capital projects are on hold and the focus this year will be to develop a Stormwater Master Plan to identify and prioritize funding needs and projects. • The $15K interfund transfer to the General Fund does not represent the full $168K cost of services provided per the 2009 Cost Allocation Plan. At the Budget Meeting in August, City Council voted to forgive a large portion of the transfer to permit the Stormwater Fund to retain revenues for capital projects. 223 224  405 STORMWATER FUND - REVENUES Actual Budget 2009-10 2010-11 % 2006-07 2007-08 2008-09 Adopted Acct Adopted Change - - 316,676 300,000 1380-343-7001 Stormwater Management Fee - Residential 315,000 5.00% - - 335,988 324,000 1380-343-7101 Stormwater Management Fee - Commercial 250,000 -22.84% $ - $ - $ 652,664 $ 624,000 Total Stormwater Operations $ 565,000 -9.46% $ - $ - $ 652,664 $ 624,000 TOTAL CHARGES FOR SERVICES $ 565,000 -9.46% - - 109 - 1500-361-1000 Interest Income - 0.00% $ - $ - $ 109 $ - Total Interest Income $ - 0.00% - - 503,763 - Prior Year Grants - 0.00% - - 186 - Miscellaneous Revenues - 0.00% $ - $ - $ 503,949 $ - Total Other Revenues $ - 0.00% $ - $ - $ 504,058 $ - TOTAL INTEREST & OTHER REVENUES $ - 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 $ - Total Interfund Transfers $ - 0.00% - - - 42,027 1600-389-9300 Appropriation from Net Assets - -100.00% $ - $ - $ - $ 42,027 Total Non-Operating Sources $ - -100.00% $ - $ - $ 150,283 $ 42,027 TOTAL TRANSFERS IN $ - -100.00% $ - $ - $ 1,307,005 $ 666,027 TOTAL FUND REVENUES $ 565,000 -15.17% 405-Revenues 8/30/2010 2:46 PM 225  405 STORMWATER FUND - 1380 STORMWATER Actual Budget 2009-10 2010-11 % 2006-07 2007-08 2008-09 Adopted Acct Adopted Change Personal Services: - - 8.00 8.00 Number of Funded Employees (FTE's) 6.00 - - 222,418 239,275 538-1200 Salaries 184,510 -22.89% - - 1,279 800 538-1400 Salaries - Overtime 1,000 25.00% - - 13,243 14,087 538-2100 FICA Taxes 10,793 -23.38% - - 3,097 3,295 538-2101 Medicare 2,524 -23.40% - - 36,906 45,199 538-2200 Retirement Contributions 32,594 -27.89% - - - - 538-2204 Retirement Contributions - DC Plan 1,435 100.00% - - 27,443 31,569 538-2300 Dental, Life & Health Insurance 39,396 24.79% - - 11,666 9,098 538-2400 Worker's Compensation 8,855 -2.67% $ - $ - $ 316,052 $ 343,323 Total Personal Services $ 281,107 -18.12% Operating Expenditures: - - - - 538-3400 Contractual Services 5,000 100.00% - - 395 300 538-4000 Travel and Per Diem 450 50.00% - - 1,267 1,373 538-4100 Communication Services 1,441 4.95% - - 363 540 538-4300 Utilities 1,270 135.19% - - 65 - 538-4400 Rentals & Leases - 0.00% - - 2,085 840 538-4610 Maintenance Contracts 630 -25.00% - - 9,850 8,000 538-4620 Vehicle Repair 10,000 25.00% - - 4,575 5,000 538-4630 Equipment Repair 8,000 60.00% - - 8,485 24,400 538-4680 Plant & System Repair 24,400 0.00% - - 1,299 780 538-4905 Safety Programs/Supply 780 0.00% - - - - 538-5100 Office Supplies 500 100.00% - - 3,628 4,000 538-5200 Operating Supplies 4,000 0.00% - - 11,088 10,670 538-5204 Fuel & Oil 12,160 13.96% - - 1,516 1,320 538-5210 Uniform Expense 1,100 -16.67% - - 12,878 10,000 538-5300 Road Materials & Supplies 10,000 0.00% - - - 150 538-5400 Books, Dues, & Publications 500 233.33% - - - - 538-5500 Training 1,500 100.00% - - 15,000 - 538-8200 Grants & Aids - 0.00% - - (10,105) - 538-9905 Capitalized Costs Allocation - Labor - 0.00% $ - $ - $ 62,389 $ 67,373 Total Operating Expenditures $ 81,731 21.31% Capital Outlay: - - - 14,000 538-6402 Equipment 3,400 -75.71% Jack Hammer Self Priming Trash Pump $ - $ - $ - $ 14,000 Total Capital Outlay $ 3,400 -75.71% Total Personal Services, Operating $ - $ - $ 378,441 $ 424,696 Expenditures & Capital Outlay $ 366,238 -13.76% Capital Improvements Program: - - - 80,000 5019 - Storm Drainage Improvement - -100.00% - - - - 5061 - Butler Drive Improvements 15,000 0.00% 538-6358 Install Storm Drain - - - - 5319 - Howell Drive Improvements 7,500 0.00% 538-6358 Install Storm Drain - - - 100,000 5415 - Stormwater System Master Plan 138,206 38.21% 538-3100 Stormwater System Master Plan - - 532,493 - Prior Years Capital Improvement Program $ - $ - $ 532,493 $ 198,000 Total Capital Improvements Program $ 160,706 -18.84% 1380-Storm 8/30/2010 2:48 PM 226  405 STORMWATER FUND - 1380 STORMWATER Actual Budget 2009-10 2010-11 % 2006-07 2007-08 2008-09 Adopted Acct Adopted Change Debt Service - - - 22,119 517-7100 Principal Payments 17,162 -22.41% Street Sweeper - year 7 of 7 - - 2,053 1,212 517-7200 Interest Expense 336 -72.28% Street Sweeper - year 7 of 7 $ - $ - $ 2,053 $ 23,331 Total Debt Service $ 17,498 -25.00% $ - $ - $ 912,987 $ 646,027 TOTAL EXPENSES $ 544,442 -15.72% 1380-Storm 8/30/2010 2:48 PM 227 STORMWATER MISSION Help our community improve and preserve natural water quality, prepare for existing and upcoming regulatory requirements, and improve operation and management of existing stormwater infrastructure while maintaining fair, flexible, and equitable stormwater rates. DESCRIPTION The Stormwater Division maintains infrastructure which includes 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. GOALS & ACCOMPLISHMENTS Current Year Goals:
Remove and replace 400 L.F. of failing 18" corrugated metal pipe at the end of Bay Drive SE.
Secure funding through 319 Grant Applications and construct Gap Creek Phase II and III improvements.
Complete a Stormwater Master Plan that includes a hydraulic model of the existing infrastructure. Long-Term Goals:
Complete stormwater master plan, to include hydraulic model that will be used for capital improvement project planning and prioritization.
Maintain and improve level of service provided by all facets of Stormwater Division to include: street sweeping, grant writing, infrastructure repair/replacement, best management practices, project/construction management and water quality protection.
Maximum compliance with the federally mandated National Pollutant Discharge Elimination System (NPDES) permitting. Significant Prior Year Accomplishments:
Removed and replaced 440 L.F. of failing 24" CMP at the end of Linstew Drive NW.
Submitted two Section 319 Grant applications requesting funding for Gap Creek Phase II and III improvements.
Completed 3,637 miles of street sweeping.
Completed construction plans to replace 300 L.F. of failing 42" CMP in front of Gary Smith Honda on U.S. 98.
Removed and replaced 480 L.F. of failing 48" CMP in an easement through Fountainhead Condos. 228 PERFORMANCE MEASURES Workload Actual YTD thru 6/30 Budget Measure 2006-07 2007-08 2008-09 2009-10 2009-10 2010-11 Stormwater Mgmt Plans Reviewed for Ordinance Compliance 37 15 12 2 25 25 Site Inspections for New Stormwater Infrastructure 29 30 41 21 30 20 Miles of Storm Drain Maintained 34.73 34.73 45.66 33.00 34.73 35.00 Linear Feet of New Storm Drain 0 0 1,540 0 0 0 Linear Feet of Repaired/Replaced Storm Drain 0 281 165 440 800 400 Linear Feet of Storm Drain Cleaned 2,500 1,121 1,171 2,013 2,162 2,100 Miles of Street Swept per Month 646 434 473 303 750 500 Number of Culverts and Inlets Cleaned 2,620 1,170 860 700 1,000 1,000 Number of Samples Collected at Stormwater Outfalls 90 101 136 0 150 100 Number of Permits Reviewed for Environmental Compliance 215 126 12 0 75 10 Budget Impact FTE's per 1,000 Citizens n/a n/a 0.38 annual measure 0.38 Net Cost of Services per Citizen n/a $2.76 annual measure $31.92 Effectiveness & Strategic Plan % of Storm Drain Cleaned 1.4% 0.6% 0.5% 5.0% 80% % of Storm Drain in Good Working Condition 99.4% 99.4% 99.4% 99.4% 99% % of Samples within Tolerance n/a n/a n/a n/a 100% Actual YTD thru 6/30 Budget Strategic Plan Goal Initiative Performance Measure 2006-07 2007-08 2008-09 2009-10 2009-10 2010-11 Environmental Resources % compliance w/ regulations n/a n/a n/a 100% Natural Create Stormwater Utility % infrastructure needs Environment n/a n/a n/a 80% completed % CB residents interested n/a n/a n/a TBD Financial Examine Providing Stormwater $ savings to CB residents n/a n/a n/a TBD Viability Service to Cinco Bayou $ revenue to FWB n/a n/a n/a TBD Infrastructure Natural Maintain Staffing & Resources to % compliance w/ regulations n/a n/a n/a 100% Environment Meet Environmental Regulations Sampling Storm Drain Repaired/Replaced 200 120% 900 0.5% 180 800 100% 160 The City is transitioning to a Performance Management System 700 to utilize proven standards as a guide to 0.4% 140 80% 600 120 making improvements that generate better operations, customer500 value, and overall results. As such, current 0.3% 100 60% 80 performance measures – many of which aren’t 400 for evaluating services and others can’t be truly meaningful 0.2% 60 40% 300 40 easily supported by system-generated documentation/reports 20% and must be manually tracked – haven’t been 200 0.1% 20 100 0 updated for the current 0% year or upcoming 0 budget year. 0.0% 2006-07 2007-08 2008-09 2009-10 2010-11 2006-07 2007-08 2008-09 2009-10 2010-11 Samples Analyzed budget budget Linear Feet budget budget % of Line System We appreciate your patience as The City of Fort Walton Beach works to develop a program to % w/in Tolerance clearly illustrate the purpose, quality, and value of programs and services provided! 229  405 STORMWATER FUND - 1500 NON-DEPARTMENTAL Actual Budget 2009-10 2010-11 % 2006-07 2007-08 2008-09 Adopted Acct Adopted Change Personal Services: - - - - 538-1200 Salaries 54 100.00% - - 43 - 538-1216 Final Leave Pay 500 100.00% - - 8,185 538-1250 Compensated Absences - - - - 538-2100 FICA Taxes 3 100.00% - - - - 538-2101 Medicare 1 100.00% - - 627 538-2150 FICA - Compensated Absences - - - - 538-2500 Unemployment Compensation $ - $ - $ 8,855 $ - Total Personal Services $ 558 100.00% Operating Expenditures: - - 3,665 - 538-4924 Bad Debt Expense - 0.00% - - - 5,000 538-4995 Contingencies 5,000 0.00% - - 46,589 - 538-5900 Depreciation - 0.00% - - 2,581 - 590-9502 OPEB Obligation - 0.00% $ - $ - $ 52,836 $ 5,000 Total Operating Expenditures $ 5,000 0.00% Total Personal Services, Operating $ - $ - $ 61,690 $ 5,000 Expenditures & Capital Outlay $ 5,558 11.16% $ - $ - $ 61,690 $ 5,000 TOTAL EXPENSES $ 5,558 11.16% - - 2,725 15,000 581-9101 Transfer to General Fund 15,000 0.00% Per Cost Allocation Plan - - 23,176 - 581-9141 Transfer to Utilities Fund - 0.00% $ - $ - $ 25,901 $ 15,000 TotalTotal Other Other Financing Financing Activity Activity $ 15,000 0.00% $ - $ - $ 25,901 $ 15,000 TOTAL TRANSFERS $ 15,000 0.00% - - 8.00 8.00 NumberNumber of Employees (FTE's) of Funded Employees (FTE's) 6.00 -25.00% - - 912,987 646,027 Stormwater 544,442 -15.72% - - 87,591 20,000 Non-Departmental 20,558 2.79% - - (505,256) - Reclassification of Capital Outlay - 0.00% $ - $ - $ 495,323 $ 666,027 TOTAL FUND EXPENSES $ 565,000 -15.17% $ - $ - $ 811,683 $ - NET REVENUE / (EXPENSE) $ - 0.00% 1500-NonDept_405 8/30/2010 2:51 PM 230  Capital Improvements Program Table of Contents Page # CIP Process 232 Financing Alternatives 233 Five-Year Funding Schedule (General, CRA) 234 Five-Year Funding Schedule (Utilities, Golf, Stormwater) 236 Detail CIP Information by Fund General Fund 238 Community Redevelopment Agency Fund 270 Utilities Fund 294 Golf Fund 316 Stormwater Fund 328 Five-Year CIP by Vision Plan & Neighborhood 339 231 Capital Improvements Program The City’s Capital Improvements Program (CIP) is a five-year planning and budgeting tool that identifies the acquisition, construction, replacement, renovation, or repair 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, water tank maintenance) or non-recurring (e.g. construction of a new park or facility). CIP PROCESS The FY 2010-11 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. It is based on needs identified through the Vision and Strategic planning processes, concerns of citizens and elected officials, and the requests and recommendations of staff. The CIP combines all of the City’s individual department plans and coordinates them with the City’s Comprehensive Land Development Plan. 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 Vision and Strategic Plans, State or Federal mandates, or other City Council priority • Maintenance and preservation of current infrastructure • Expansion of current program or service • Initiation of new program or service • Funding availability When departments make their requests for capital project funding, priority is given to projects needed to meet the goals and policies as defined by City Council in the Strategic Plan. Each department’s goals and objectives state a level of service to be maintained, and capital projects are funded based on those needs. 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. Icons are used throughout the CIP budget as a visual reminder of the Vision Plan and its translation into the budget. Vision Plan Economic Environmental Government Infrastructure Land Neighborhoods Public Transportation Development Resources Relations Use Safety City of Fort Walton Beach, FL 232 Budget Overview 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 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 233  CITY OF FORT WALTON BEACH, FL Five Year Capital Improvements Program FIVE YEAR Page CIP Project Name FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 TOTAL 238 5342 Fire Station 7 Renovation - - 100,000 325,000 365,000 790,000 Fire - - 100,000 325,000 365,000 790,000 240 5117 Hedrick Center Improvements 100,000 250,000 - - - 350,000 Recreation 100,000 250,000 - - - 350,000 242 5013 Jet Stadium Improvements - - 55,000 210,000 - 265,000 244 5040 Hedrick Athletic Complex - - - - 125,000 125,000 246 5072 Ferry Park Improvements 35,000 - - - - 35,000 248 5201 Dog Park - - - - 47,500 47,500 Parks 35,000 - 55,000 210,000 172,500 472,500 250 5146 Kenwood Branch Library - - - - 9,600 9,600 Library - - - - 9,600 9,600 252 5323 Beal Cemetery Improvements - 25,000 - - - 25,000 Cemetery - 25,000 - - - 25,000 254 5074 City Hall Improvements 30,092 - 150,000 - 85,000 265,092 256 5082 HVAC Improvements 26,000 35,000 64,000 - - 125,000 258 5147 Facilities Maintenance Building - 10,000 40,000 40,000 - 90,000 260 5317 LED Street Name Signs - 30,000 - - - 30,000 Facilities 56,092 75,000 254,000 40,000 85,000 510,092 262 5018 Pavement Improvement 125,000 125,000 125,000 125,000 125,000 625,000 264 5061 Butler Drive Improvements 35,000 - - - - 35,000 266 5306 Sidewalk Improvement - 40,000 40,000 40,000 40,000 160,000 268 5319 Howell Drive Improvements 27,500 - - - - 27,500 Streets 187,500 165,000 165,000 165,000 165,000 847,500 GENERAL FUND TOTAL 378,592 515,000 574,000 740,000 797,100 3,004,692 270 5018 Pavement Improvement 150,000 100,000 100,000 100,000 100,000 550,000 272 5056 Water Line Replacement - 50,000 32,500 - - 82,500 274 5065 Sewer Line Replacement - 52,000 55,000 - - 107,000 276 5068 Attainable Housing - - 132,000 - - 132,000 278 5118 Heritage Park 50,000 - - - - 50,000 280 5306 Sidewalk Improvements 37,800 - - - - 37,800 282 5317 LED Street Signs - 25,000 - - - 25,000 284 5488 Eglin Pkwy Streetscape - 200,000 250,000 250,000 250,000 950,000 286 5494 Beal Parkway Neighborhood Plan - 475,000 243,000 500,000 - 1,218,000 288 5606 Nuisance Abatement 50,000 - - - - 50,000 290 5607 Soundside Development 2,000,000 - - - - 2,000,000 292 5608 Economic Incentive Program 500,000 - - - - 500,000 CRA FUND TOTAL 2,787,800 902,000 812,500 850,000 350,000 5,702,300 234  FUNDING METHODOLOGY Operating Bond / Debt Other(1) / Fund Bal / FIVE YEAR Revenues Grant Issue In-Kind(2) Net Assets TOTAL (120,000) - 550,000 - 360,000 790,000 (120,000) - 550,000 - 360,000 790,000 350,000 - - - - 350,000 350,000 - - - - 350,000 265,000 - - - - 265,000 18,000 107,000 - - - 125,000 35,000 - - - - 35,000 47,500 - - - - 47,500 365,500 107,000 - - - 472,500 (240,400) 250,000 - - - 9,600 (240,400) 250,000 - - - 9,600 - - - - 25,000 25,000 - - - - 25,000 25,000 265,092 - - - - 265,092 125,000 - - - - 125,000 90,000 - - - - 90,000 30,000 - - - - 30,000 510,092 - - - - 510,092 625,000 - - - - 625,000 - - - - 35,000 35,000 160,000 - - - - 160,000 - - - - 27,500 27,500 785,000 - - - 62,500 847,500 1,650,192 357,000 550,000 - 447,500 3,004,692 550,000 - - - - 550,000 82,500 - - - - 82,500 107,000 - - - - 107,000 132,000 - - - - 132,000 50,000 - - - - 50,000 37,800 - - - - 37,800 25,000 - - - - 25,000 950,000 - - - - 950,000 1,218,000 - - - - 1,218,000 50,000 - - - - 50,000 - - - - 2,000,000 2,000,000 500,000 - - - - 500,000 3,702,300 - - - 2,000,000 5,702,300 235  CITY OF FORT WALTON BEACH, FL Five Year Capital Improvements Program FIVE YEAR Page CIP Project Name FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 TOTAL 294 5114 GIS Mapping 50,000 50,000 100,000 50,000 50,000 300,000 Utilities 50,000 50,000 100,000 50,000 50,000 300,000 296 5026 Water Well Maintenance 40,000 40,000 40,000 40,000 40,000 200,000 298 5045 Water Tank Maintenance 50,000 50,000 50,000 50,000 50,000 250,000 Water Operations 90,000 90,000 90,000 90,000 90,000 450,000 300 5056 Water Line Replacement - 99,900 77,250 37,500 64,500 279,150 Water Distribution - 99,900 77,250 37,500 64,500 279,150 302 5031 Pump Station #1 Upgrade - 5,500,000 2,000,000 - - 7,500,000 304 5032 Sewer System Rehabilitation - 250,000 2,000,000 - - 2,250,000 306 5048 Lift Station Rehabilitation 36,000 50,000 35,000 25,000 75,000 221,000 308 5065 Sewer Line Replacement - 75,000 75,000 75,000 75,000 300,000 310 5398 Sewer System Flow Monitoring 50,000 - - - - 50,000 312 5421 Reuse Water System - 2,425,000 175,000 175,000 175,000 2,950,000 314 5423 Pump Station Maintenance 40,000 50,000 50,000 50,000 50,000 240,000 Sewer Collection & Treatment 126,000 8,350,000 4,335,000 325,000 375,000 13,511,000 UTILITIES FUND TOTAL 266,000 8,589,900 4,602,250 502,500 579,500 14,540,150 316 5037 Irrigation Improvements - - - - 1,000,000 1,000,000 318 5038 Cart Path Development - 20,000 20,000 20,000 20,000 80,000 320 5039 Bulkhead Improvements - - 75,000 - - 75,000 322 5066 Storage Building - - - 415,000 - 415,000 324 5082 HVAC Improvements 14,000 - - - - 14,000 326 5112 Golf Pond Liner - - - 50,000 - 50,000 GOLF FUND TOTAL 14,000 20,000 95,000 485,000 1,020,000 1,634,000 328 5019 Stormwater Infrastructure - 100,000 100,000 400,000 475,000 1,075,000 330 5061 Butler Drive Improvements 15,000 - - - - 15,000 332 5319 Howell Drive Improvements 7,500 - - - - 7,500 334 5403 Water Quality Initiative - 25,000 25,000 25,000 25,000 100,000 336 5415 Stormwater Master Plan 138,206 - - - - 138,206 STORMWATER FUND TOTAL 160,706 125,000 125,000 425,000 500,000 1,335,706 GRAND TOTAL - ALL FUNDS 3,607,098 10,151,900 6,208,750 3,002,500 3,246,600 26,216,848 Where the funding comes from... …and where it goes General Fund Fund Balance/Net Revenues Parks & Assets Transportation 6.3% Recreation 15.1% 9.8% Public Safety 9.9% Envir. Resources Grant Funding CRA TIF 3.2% 0.0% 1.4% Revenues 14.1% General Gov't 2.0% Utilities Revenues Neighborhoods 9.1% 15.9% Utility Infrastructure 59.2% Golf Revenues Bond Financing 6.2% 47.9% 236  FUNDING METHODOLOGY Operating Bond / Debt Other(1) / Fund Bal / FIVE YEAR Revenues Grant Issue In-Kind(2) Net Assets TOTAL 300,000 - - - - 300,000 300,000 - - - - 300,000 200,000 - - - - 200,000 250,000 - - - - 250,000 450,000 - - - - 450,000 279,150 - - - - 279,150 (1,220,850) - - - 1,500,000 279,150 - - 7,500,000 - - 7,500,000 - - 2,250,000 - - 2,250,000 221,000 - - - - 221,000 300,000 - - - - 300,000 50,000 - - - - 50,000 700,000 - 2,250,000 - - 2,950,000 240,000 - - - - 240,000 1,511,000 - 12,000,000 - - 13,511,000 1,040,150 - 12,000,000 - 1,500,000 14,540,150 1,000,000 - - - - 1,000,000 80,000 - - - - 80,000 75,000 - - - - 75,000 415,000 - - - - 415,000 14,000 - - - - 14,000 50,000 - - - - 50,000 1,634,000 - - - - 1,634,000 1,075,000 - - - - 1,075,000 15,000 - - - - 15,000 7,500 - - - - 7,500 100,000 - - - - 100,000 138,206 - - - - 138,206 1,335,706 - - - - 1,335,706 - - 9,362,348 357,000 12,550,000 - 3,947,500 26,216,848 Italics denote a new project. (1) Other includes special assessments. (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. 237  Capital Improvement Project (CIP) Request Department & Division: Fire Services CIP #: 5342 New Project Project Update CIP Title: Fire Station 7 Renovation Neighborhood: Citywide Investment Objective: Upgrade Service Operational Impact: Revenue/Cost Neutral Objective: Renovate and modernize Fire Station 7 Scope: Phase I – Renovate the sleeping quarters, shower facilities, locker rooms, and bathrooms. Modernize the kitchen, apparatus bay, computer room, and gym facilities. Phase II – Refurbish the outbuilding (currently leased to County EMS) and turn it into a combination training room/back-up Emergency Operations Center capable of sitting 30 students. Square off the back of the truck bay and double the capacity of the engine hangar to create an apparatus storage area. Phase III – Demolish the training tower and burn building and construct in its place a new training tower and burn building. It is anticipated that funding will come from a bond issue, possibly from the Florida League of Cities. Current Year Objectives: n/a Relationship to Community Vision and Council Strategic Plans Vision Plan: Public Safety Strategic Plan: Effective & Efficient Services Justification: Station #7 was built in 1974 and was not constructed to accommodate both male and female firefighters. Station #6 was renovated in 2003. Financial Information FUNDING SOURCES Funding Type Fund FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments Debt 001 100,000 205,000 245,000 550,000 Bond Issue Oper. Rev. 001 120,000 120,000 240,000 Debt Service over 10 yrs - - - 100,000 325,000 365,000 790,000 PROJECT EXPENSES Activity FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments Plan/Design 100,000 100,000 Design/Engineering Construction 205,000 205,000 Phase I Construction 245,000 245,000 Phase II Construction - FY15/16, Phase III, $300K Other 120,000 120,000 240,000 Debt Service over 10 yrs - - 100,000 325,000 365,000 790,000 Note: Totals for funding sources and project expenses must reconcile for each year. 238  REVENUE IMPACT (negative entries indicate a revenue reduction) Category FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments User Fees - No revenue impact Impact Fees - Other - Total - - - - - - OPERATING IMPACT (negative entries indicate a cost reduction) Category FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments Payroll - Operating 3,000 3,000 Utilities likely to increase due to larger facility Capital Outlay - Total - - - - 3,000 3,000 Project Update/Carry-Over Status: Prior Year Activities Fiscal Year Activities Expense FY 2009-10 - FY 2008-09 - FY 2007-08 - FY 2006-07 - FY 2005-06 Needs Assessment 7,500 7,500 Station 7 on Lewis Turner Boulevard 239  Capital Improvement Project (CIP) Request Department & Division: Recreation & Cultural Services - Recreation CIP #: 5117 New Project Project Update CIP Title: Hedrick Center Improvements Neighborhood: Oakland Investment Objective: Upgrade Service Operational Impact: Increase Revenue Objective: Correct moisture intrusion problems Scope: This recreation center was built in 1975 and is named after former Councilmember, Fred B. Hedrick. Moisture intrusion is causing mold, mildew, and paint blistering, which provides a negative image for the City's recreation programs. A Building Condition Assessment Study determined the mold was not a health concern and recommended corrective action for the moisture intrusion. Current Year Objectives: Correct water intrusion problem by filling unprotected air cavity behind brick, sealing weep holes, and modifying roof edge flashing. Install gym cooling system. Relationship to Community Vision and Council Strategic Plans Vision Plan: Land Use Strategic Plan: Community Quality & Infrastructure Justification: Correcting the moisture intrusion problem and rehabbing the interior will enable programs and activities at the center to continue status quo. Financial Information FUNDING SOURCES Funding Type Fund FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments Fund Bal/Ret Earn. 001 100,000 250,000 350,000 - - 100,000 250,000 - - - 350,000 PROJECT EXPENSES Activity FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments Construction 46,350 46,350 Water Intrusion Correction Construction 53,650 53,650 Interior Rehabilitation 250,000 250,000 Interior Improvements - - 100,000 250,000 - - - 350,000 Note: Totals for funding sources and project expenses must reconcile for each year. 240  REVENUE IMPACT (negative entries indicate a revenue reduction) Category FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments User Fees - Impact Fees - Other - Total - - - - - - OPERATING IMPACT (negative entries indicate a cost reduction) Category FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments Payroll - Operating 3,000 3,000 3,000 3,000 12,000 Utilities expense associated with gym cooling system Capital Outlay - Total - 3,000 3,000 3,000 3,000 12,000 Project Update/Carry-Over Status: n/a Prior Year Activities Fiscal Year Activities Expense FY 2009-10 Building Condition Assessment 28,200 FY 2008-09 - FY 2007-08 - FY 2006-07 - FY 2005-06 - 28,200 Hedrick Center 241  Capital Improvement Project (CIP) Request Department & Division: Recreation & Cultural Services - Parks CIP #: 5013 New Project Project Update CIP Title: Jet Stadium Improvements Neighborhood: Northwest Investment Objective: Upgrade Service Operating Impact: Revenue/Cost Neutral Objective: To improve the parking area and playing area Scope: Lay an aggregate base of crushed limerock over 51,425 sq. ft. in FY 2011-12 in preparation for asphalt construction the following year. Replace lighting for baseball and football fields in FY 2012-13. Current Year Objectives: n/a Relationship to Community Vision and Council Strategic Plans Vision Plan: Land Use Strategic Plan: Community Quality & Infrastructure Justification: Jet Stadium (former home of the Yankees back when they were known as the Jets) was built in 1955. The parking surface is a clay surface, which has been a problem over the years creating a lack of parking due to a bad surface area. The aggregate base and asphalt will increase the amount of parking in the complex. Financial Information FUNDING SOURCES Funding Type Fund FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments Oper. Rev. 001 55,000 210,000 265,000 - - - - 55,000 210,000 - 265,000 PROJECT EXPENSES Activity FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments Construction 55,000 55,000 Limerock Aggregate Construction 80,000 80,000 Parking Area Asphalt Construction 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. 242  REVENUE IMPACT (negative entries indicate a revenue reduction) Category FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments User Fees - No revenue impact Impact Fees - Other - Total - - - - - - OPERATING IMPACT (negative entries indicate a cost reduction) Category FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments Payroll - Operating (500) (500) Maintenance should decrease marginally Capital Outlay - by approx. $500 in FY 14-15 Total - - - - (500) (500) Project Update/Carry-Over Status: Prior Year Activities Fiscal Year Activities Expense FY 2009-10 - FY 2008-09 - FY 2007-08 - FY 2006-07 - FY 2005-06 Football Field Pump/Well/Football Field Fencing 10,658 10,658 The parking area at Jet Stadium 243  Capital Improvement Project (CIP) Request Department & Division: Recreation & Cultural Services - Parks CIP #: 5040 New Project Project Update CIP Title: Hedrick Athletic Complex Neighborhood: Oakland Investment Objective: Expand Service Operational Impact: Increase Revenue Objective: Construct a restroom/concession building Scope: Construct a new restroom/concession building to provide women's and men's restrooms and a concession area attached. The building will be located in the west side of the complex between the baseball/softball fields and the soccer fields. Work would be put out for competitive bid. Current Year Objectives: n/a Relationship to Community Vision and Council Strategic Plans Vision Plan: Land Use Strategic Plan: Effective & Efficient Services Justification: This athletic complex was constructed in 1975 and is named after former Councilmember, Fred B. Hedrick. The facility will provide a much needed concession area for fans, parents, players, and coaches. The restroom faciltiy will be in close proximity to the softball/baseball fields. During season sporting activities, there are approximately 300 people throughout the complex at certain times. Financial Information FUNDING SOURCES Funding Type Fund FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments Grant 001 125,000 125,000 - - - - - - 125,000 125,000 PROJECT EXPENSES Activity FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments Plan/Design 7,000 7,000 Plan Design Construction 10,000 10,000 New Electrical Service Construction 90,000 90,000 Construction Construction 18,000 18,000 Playground Equipment - - - - - 125,000 125,000 Note: Totals for funding sources and project expenses must reconcile for each year. 244  REVENUE IMPACT (negative entries indicate a revenue reduction) Category FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments User Fees - Impact Fees - Anticipated revenue of $800 annually in FY15/16 from Other - Youth Association Funds used to help field maintenance Total - - - - - - OPERATING IMPACT (negative entries indicate a cost reduction) Category FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments Payroll - Operating - New Concession/Restroom utilities Capital Outlay - (anticipated cost of $700 annually beginning in FY15/16) Total - - - - - - Project Update/Carry-Over Status: Prior Year Activities Fiscal Year Activities Expense FY 2009-10 - FY 2008-09 - FY 2007-08 - FY 2006-07 - FY 2005-06 - - Hedrick Athletic Center 245  Capital Improvement Project (CIP) Request Department & Division: Recreation & Cultural Services - Parks CIP #: 5072 New Project Project Update CIP Title: Ferry Park Improvements Neighborhood: Ferry Park Investment Objective: Maintain Service Operational Impact: Revenue/Cost Neutral Objective: Replace lighting at the Ferry Park Baseball Complex Scope: Rejuvenate park facility by resurfacing tennis courts in FY 10-11. Replace dugouts, installing fencing around ball field perimeter, and replacing lighting on Field 1 and Field 2 at the baseball complex in future years. The park also features a fitness trail and disc golf. Current Year Objectives: Resurface tennis courts, which have large cracks that pose a safety hazard. Relationship to Community Vision and Council Strategic Plans Vision Plan: Land Use Strategic Plan: Community Quality & Infrastructure Justification: Ferry Park was developed in the early 1970's and the name harkens back to the time when a ferry ran between Fort Walton Beach and Shalimar. Park lighting is necessary to maintain evening athletic programs. The light poles and fixtures are weathered and don't produce high quality lighting in all areas of the complex. Financial Information FUNDING SOURCES Funding Type Fund FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments Oper. Rev. 001 35,000 35,000 Tennis Court Resurface - - 35,000 - - - - 35,000 PROJECT EXPENSES Activity FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments Construction 35,000 35,000 Tennis Courts Resurface Construction - Future - Dugouts, Fencing 20,000 Construction - Future - Lighting - $130,000 - - 35,000 - - - - 35,000 Note: Totals for funding sources and project expenses must reconcile for each year. 246  REVENUE IMPACT (negative entries indicate a revenue reduction) Category FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments User Fees - No revenue impact Impact Fees - Other - Total - - - - - - OPERATING IMPACT (negative entries indicate a cost reduction) Category FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments Payroll - Operating - No change in utilities expense anticipated Capital Outlay - Total - - - - - - Project Update/Carry-Over Status: Prior Year Activities Fiscal Year Activities Expense FY 2009-10 - FY 2008-09 - FY 2007-08 - FY 2006-07 - FY 2005-06 - - Ferry Park 247  Capital Improvement Project (CIP) Request Department & Division: Parks & Recreation - Parks CIP #: 5201 New Project Project Update CIP Title: Dog Park Neighborhood: Seabreeze Investment Objective: Expand Service Operational Impact: Increase Cost Objective: Provide a safe and pet-friendly environment for dogs and their owners Scope: The property would be completely fenced with 1400 feet of 6′ chain link and two gated entrances/exits. There will be separate areas for small dogs and large dogs. The park will consist of four pet stations for owners to keep the park sanitary. Water stations, which will be comprised of a regular drinking fountain at top for people and another fountain with bowl attached at the bottom for pets, will be located in each area. Three benches will be placed throughout the park. An aggregate base parking lot will be constructed on the west side of the property with aggregate base paths leading to the park. Future plans consist of landscaping and dog exercise equipment. Development is proposed as a future project. Current Year Objectives: N/A Relationship to Community Vision and Council Strategic Plans Vision Plan: Land Use Strategic Plan: Community Quality & Infrastructure Justification: A community dog park will give citizens the opportunity to congregate with their dogs in a safe, secure enviornment. The park can also be utilized for various community events by area organizations and businesses. The proposed site of the park is currently undeveloped property on Bishop Avenue. Financial Information FUNDING SOURCES Funding Type Fund FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments Oper. Rev. 001 - Future project - - - - - - - - PROJECT EXPENSES Activity FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments Construction 42,500 42,500 Dog Park Construction 5,000 5,000 ADA Parking - - - - - - - 47,500 47,500 Note: Totals for funding sources and project expenses must reconcile for each year. 248  REVENUE IMPACT (negative entries indicate a revenue reduction) Category FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments User Fees - Impact Fees - Other - Total - - - - - - OPERATING IMPACT (negative entries indicate a cost reduction) Category FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments Payroll - Operating - Pet Clean-up Contract fees Capital Outlay - Total - - - - - - Project Update/Carry-Over Status: N/A Prior Year Activities Fiscal Year Activities Expense FY 2009-10 - FY 2008-09 - FY 2007-08 - FY 2006-07 - FY 2005-06 - - Proposed site of Dog Park 249  Capital Improvement Project (CIP) Request Department & Division: Recreation & Cultural Services - Library CIP #: 5146 New Project Project Update CIP Title: Kenwood Branch Library Neighborhood: Kenwood Investment Objective: Expand Service Operational Impact: Increase Revenue Objective: Renovate former Edwin Watts building at Golf Course into a Branch Library Scope: Budget funds for design plans for a branch library. Expand (from 2,000 sq. ft. to 3,000 sq. ft. to meet requirements for a State grant) and renovate the former Edwin Watts building, including computers/equipment, furniture/fixtures, security systems, and collections. A State library grant is anticipated to cover 50% of the construction and start-up costs. Current Year Objectives: n/a Relationship to Community Vision and Council Strategic Plans Vision Plan: Land Use Strategic Plan: Community Quality & Infrastructure Justification: In 2001 a book drop was installed at the golf course premises, which has become highly used, and citizens have expressed a keen desire to have expanded library services in the northeastern part of the City. The branch library would be staffed with part-time personnel during weekday afternoons and provide checkouts, computer accessibility, and research opportunities. Financial Information FUNDING SOURCES Funding Type Fund FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments Oper. Rev. 001 9,600 9,600 - - - - - - 9,600 9,600 PROJECT EXPENSES Activity FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments Plan/Design 9,600 9,600 - FY15/16, $500K construction - - - - - - - 9,600 9,600 Note: Totals for funding sources and project expenses must reconcile for each year. 250  REVENUE IMPACT (negative entries indicate a revenue reduction) Category FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments User Fees - Impact Fees - Other - Library Co-Op revenue should increase in FY16/17 Total - - - - - - OPERATING IMPACT (negative entries indicate a cost reduction) Category FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments Payroll - $50K in FY16/17 Operating - $30K in FY16/17 Capital Outlay - Total - - - - - - Project Update/Carry-Over Status: N/A Prior Year Activities Fiscal Year Activities Expense FY 2009-10 - FY 2008-09 - FY 2007-08 - FY 2006-07 - FY 2005-06 - - “Former” Edwin Watts Building 251  Capital Improvement Project (CIP) Request Department & Division: Recreation & Cultural Services - Cemetery CIP #: 5323 New Project Project Update CIP Title: Beal Cemetery Improvements Neighborhood: Citywide Investment Objective: Expand Service Operational Impact: Increase Revenue Objective: Provide additional burial spaces Scope: The 40 acre property for the cemetery was deeded to the City in 1955 by one of the founding citizens of Fort Walton Beach, Dr. James Beal. The Beal Memorial Cemetery provides three types of burial: plots (flat or upright monument), crypts, and niches. The burial plot area is divided into sections and the currently available Hope Section is approximately 77% sold on the east half and is being filled at a rate of 10% per year. This project consists of development (subdivide, irrigate, and sod) of the western half of the Hope Section. Current Year Objectives: n/a Relationship to Community Vision and Council Strategic Plans Vision Plan: Land Use Strategic Plan: Effective & Efficient Services Justification: As sections of the cemetery near capacity, the City must expand in order to continue to provide the same care and services. Transfers from the Perpetual Care Fund would fund improvements. Financial Information FUNDING SOURCES Funding Type Fund FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments Fund Bal/Ret Earn. 602 25,000 25,000 - - - 25,000 - - - 25,000 PROJECT EXPENSES Activity FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments Construction 25,000 25,000 Hope Section - divide, irrigate, sod - - - - - 25,000 - - - 25,000 Note: Totals for funding sources and project expenses must reconcile for each year. 252  REVENUE IMPACT (negative entries indicate a revenue reduction) Category FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments User Fees 5,400 5,400 5,400 16,200 Estimated sales Impact Fees - Other - Total - - 5,400 5,400 5,400 16,200 OPERATING IMPACT (negative entries indicate a cost reduction) Category FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments Payroll - Operating 5,000 5,000 5,000 15,000 Maintenance Capital Outlay - Total - - 5,000 5,000 5,000 15,000 Project Update/Carry-Over Status: Remaining funds budgeted in FY 09-10 will be carried over into FY 10-11 to complete the sod project. Prior Year Activities Fiscal Year Activities Expense FY 2009-10 FY 2008-09 New Niche Wall 47,380 FY 2007-08 - FY 2006-07 Replace entrance gate 1,400 FY 2005-06 - 48,780 Top Left - the undeveloped section of the Hope Section of the Beal Memorial Cemetery 253  Capital Improvement Project (CIP) Request Department & Division: Engineering Services - Facilities CIP #: 5074 New Project Project Update CIP Title: City Hall Improvements Neighborhood: Seabreeze Investment Objective: Maintain Service Operational Impact: Revenue/Cost Neutral Objective: Modernize City Hall Complex Scope: The City Hall Complex, comprised of the Council Chambers, administrative offices, and the auditorium, was constructed in 1963 and has undergone several additions, the last of which occurred in 1977. The roofs on City Hall and 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. New roof will be PVC membrane roof. Installing energy efficient lighting controls will prevent unnecessary lighting of areas not in use, therefore reducing energy costs and extending the life of equipment. Future improvements include updating the City Hall Complex façade. Current Year Objectives: Re-roof the Annex and fix the roof at the Science Center. Install lighting controls in all active offices, restroom facilities, storage rooms and common areas at City Hall and the Annex. Relationship to Community Vision and Council Strategic Plans Vision Plan: Government Relations Strategic Plan: Effective & Efficient Services Justification: The roof on the City Hall Annex building is leaking profusely in the storage room, which will continue to cause damage to the interior of the building and could present a health hazard. The roof was scheduled for replacement in on 2007 but had to be postponed when the air conditioner had to be replaced. The roof on the Emerald Coast Science Center has been leaking for the last year; the Facilities Division has made several attempts to correct the issue with little success due to the standing water. The budgeted repair will correct the standing of water and replace the roof. Each of these roofs is well over the 10 year life expectancy and will continue to present a problem if not corrected. Financial Information FUNDING SOURCES Funding Type Fund FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments Fund Bal/Ret Earn. 001 30,092 150,000 85,000 265,092 - - 30,092 - 150,000 85,000 - 265,092 PROJECT EXPENSES Activity FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments Construction 15,000 15,000 City Hall Annex Roof Construction 5,000 5,000 Science Center Roof Construction 150,000 150,000 City Hall and Council Roof Construction 10,092 10,092 Install Lighting Controls Plan/Design 85,000 85,000 Architect/Façade 30,092 - 150,000 - 85,000 265,092 Note: Totals for funding sources and project expenses must reconcile for each year. 254  REVENUE IMPACT (negative entries indicate a revenue reduction) Category FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments User Fees - No revenue impact Impact Fees - Other - Total - - - - - - OPERATING IMPACT (negative entries indicate a cost reduction) Category FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments Payroll - Operating - New roof should eliminate already minor maintenance Capital Outlay - Total - - - - - - Project Update/Carry-Over Status: Prior Year Activities Fiscal Year Activities Expense FY 2009-10 - FY 2008-09 HVAC Chiller 19,751 FY 2007-08 - FY 2006-07 HVAC Improvements, City Hall Marquee 114,021 FY 2005-06 HVAC Improvements 257,021 390,793 City Hall 255  Capital Improvement Project (CIP) Request Department & Division: Engineering Services - Facilities CIP #: 5082 New Project Project Update CIP Title: HVAC Improvements Neighborhood: Citywide Investment Objective: Maintain Service Operational Impact: Reduce Cost Objective: Improve efficiency and life expectancy of HVAC units. Scope: Staff, in conjunction with an independent consultant, has identified several problems with HVAC systems at multiple City facilities. The scope of this CIP is to take steps to correct these deficiencies to ensure no unscheduled major repairs and or replacements, and to improve the efficiency and life expectancy of the units. Current Year Objectives: The current year objective is to address the areas of greatest concern to extend the life of the HVAC equipment and improve the efficiency. Replace City Council Chambers HVAC. Relationship to Community Vision and Council Strategic Plans Vision Plan: Government Relations Strategic Plan: Effective & Efficient Services Justification: The Facilities department conducted an assessment of all HVAC systems in City facilities. As a result of the inspections performed several of the units were identified for correction or replacement. Some of these items, if not corrected, will potentially cease to perform their designed task and cause outages at the different City Facilities. The remaining items, if not corrected do not allow the units to perform at their maximum potential resulting in inflated energy costs and shortened life expectancy. Financial Information FUNDING SOURCES Funding Type Fund FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments Fund Bal/Ret Earn. 001 26,000 26,000 Council Chambers HVAC unit 35,000 35,000 Chiller Coil Replacement 64,000 64,000 4 Air Handler units at Hedrick 26,000 35,000 64,000 - - 125,000 PROJECT EXPENSES Activity FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments Construction 26,000 26,000 Council Chambers HVAC unit Construction 35,000 35,000 Chiller Coil Replacement Construction 64,000 64,000 4 Air Handler units at Hedrick - - 26,000 35,000 64,000 - - 125,000 Note: Totals for funding sources and project expenses must reconcile for each year. 256  REVENUE IMPACT (negative entries indicate a revenue reduction) Category FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments User Fees - No revenue impact Impact Fees - Other - Total - - - - - - OPERATING IMPACT (negative entries indicate a cost reduction) Category FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments Payroll - Operating - Capital Outlay - Total - - - - - - Project Update/Carry-Over Status: Prior Year Activities Fiscal Year Activities Expense FY 2009-10 - FY 2008-09 - FY 2007-08 - FY 2006-07 - FY 2005-06 - - Rooftop Condensing Units 257  Capital Improvement Project (CIP) Request Department & Division: Engineering Services - Facilities CIP #: 5147 New Project Project Update CIP Title: Facilities Maintenance Building Neighborhood: Seabreeze Investment Objective: Maintain Service Operational Impact: Revenue/Cost Neutral Objective: New Building, Repave Parking Lot Scope: The Facilities Division performs all facility maintenance of City-owned buildings and facilities. The original building was built in 1968 and is 1,800 square feet. An additional 1,400 square foot storage building was built in 1992. Supplies and equipment to maintain all City- owned buildings and facilities, as well as holiday decorations and parade float materials, are stored at this location. As City facilities and activities expand, additional space is needed to house supplies and materials. The new building will be 40' x 60' and located behind the existing building. In addition, to try and extend the life of the City’s Bucket Truck, it is necessary to construct a roof to cover the truck while not in use. Once the building is constructed, and the roof is built, the parking lot will be re-paved. Current Year Objectives: n/a Relationship to Community Vision and Council Strategic Plans Vision Plan: Government Relations Strategic Plan: Effective & Efficient Services Justification: The City's bucket truck is approximately 11 years old and the boom for the bucket is made of fiberglass. With continued exposure to UV rays, the life expectancy of the truck will be reduced. By constructing a cover for the bucket truck, and only using the truck when needed, the City will be able to postpone its replacement. A new building is needed to house growing holiday decorations, parade float materials, and facilities maintenance supplies. Financial Information FUNDING SOURCES Funding Type Fund FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments Oper. Rev. 001 10,000 10,000 Roof Cover for Bucket Truck 40,000 40,000 New Facilities Building 40,000 40,000 Regrade & Pave Parking Lot - 10,000 40,000 40,000 - 90,000 PROJECT EXPENSES Activity FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments Construction 10,000 10,000 Roof Cover for Bucket Truck Plan/Design 10,000 10,000 Design/Engineering Construction 30,000 30,000 New Building Construction 40,000 40,000 Regrade & Pave Parking Lot - - 10,000 40,000 40,000 - 90,000 Note: Totals for funding sources and project expenses must reconcile for each year. 258  REVENUE IMPACT (negative entries indicate a revenue reduction) Category FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments User Fees - No revenue impact Impact Fees - Other - Total - - - - - - OPERATING IMPACT (negative entries indicate a cost reduction) Category FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments Payroll - Operating 1,000 1,000 2,000 Increased utlities and maintenance Capital Outlay - Total - - - 1,000 1,000 2,000 Project Update/Carry-Over Status: N/A Prior Year Activities Fiscal Year Activities Expense FY 2009-10 - FY 2008-09 - FY 2007-08 - FY 2006-07 - FY 2005-06 - - The Facilities Maintenance Building on Hollywood 259  Capital Improvement Project (CIP) Request Department & Division: Engineering Services - Facilities CIP #: 5317 New Project Project Update CIP Title: LED Street Name Signs Neighborhood: Various Investment Objective: Upgrade Service Operational Impact: Increase Cost Objective: Install LED street name signs to enhance sign visibility Scope: Replace existing standard street name signs with LED signs to improve street sign visibility for motorists at night at the following three intersections: US 98/Wright Parkway US 98/Memorial Parkway Beal Parkway/Memorial Parkway Current Year Objectives: n/a Relationship to Community Vision and Council Strategic Plans Vision Plan: Transportation Strategic Plan: Community Quality & Infrastructure Justification: Related to the Council's desire in the 2006 Strategic Plan to make more use of LED street lighting, which was expanded to consider LED street name signs. Benefits if approved - Provide easier street name identification for motorists, especially tourists. Consequences if not funded - Minimal impact; no change from current condition. Financial Information FUNDING SOURCES Funding Type Fund FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments Oper. Rev. 001 30,000 30,000 LED Street Signs - - - 30,000 - - - 30,000 PROJECT EXPENSES Activity FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments Construction 30,000 30,000 LED Street Signs - - - - - 30,000 - - - 30,000 Note: Totals for funding sources and project expenses must reconcile for each year. 260  REVENUE IMPACT (negative entries indicate a revenue reduction) Category FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments User Fees - No revenue impact Impact Fees - Other - Total - - - - - - OPERATING IMPACT (negative entries indicate a cost reduction) Category FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments Payroll - Operating 100 100 100 100 400 Slight increase in utilities Capital Outlay - Total - 100 100 100 100 400 Project Update/Carry-Over Status: N/A Prior Year Activities Fiscal Year Activities Expense FY 2009-10 - FY 2008-09 - FY 2007-08 - FY 2006-07 - FY 2005-06 - - LED Street Signs Being Installed 261  Capital Improvement Project (CIP) Request Department & Division: Engineering Services - Streets CIP #: 5018 New Project Project Update CIP Title: Pavement Improvement Neighborhood: Various Investment Objective: Maintain Service Operational Impact: Revenue/Cost Neutral Objective: Maintain a smooth roadway in the City Scope: The City has an ongoing pavement improvement program for upgrading roadway surfaces within its boundary. Upgrades are accomplished by pavement rejuvenation or conventional overlay. Rejuvenation is the application of natural oils to the asphalt surface, restoring surface flexibility and prolonging the life of the roadway. This process is less expensive and delays the need for overlaying. Overlaying a road surface requires the use of compacted Type III asphalt to a depth of 1/2" to 1-1/2" and is the preferred process for roadways needing extensive repairs. Current Year Objectives: Using the MicroPaver Pavement Condition Index results as a guideline, perform street overlays as follows: Odin Lane, North Sea Lane, Nordic Lane, Sea Rover Lane, Viking Drive, Eagle Street from Country Club to Powell, Bay Court, Gregory Avenue from Gilda to Moriarty, Cecelia Drive from Bishop to Oakland and from Oakland to Hollywood, Lula Belle Lane from Oakland to Linda and Merioneth Court. Relationship to Community Vision and Council Strategic Plans Vision Plan: Transportation Strategic Plan: Community Quality & Infrastructure Justification: The purpose of this project is to perform preventative maintenance on roads to prevent them from deteriorating to a point requiring a complete rehabilitation. The cost of road rehabilitation is much more costly than performing preventative maintenance. Furthermore, improvements to these roads make them safe, comfortable, and aesthetically pleasing. Financial Information FUNDING SOURCES Funding Type Fund FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments Fund Bal/Ret Earn. 001 125,000 125,000 125,000 125,000 125,000 625,000 - - 125,000 125,000 125,000 125,000 125,000 625,000 PROJECT EXPENSES Activity FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments Construction 125,000 125,000 Locations Listed Above Construction 125,000 125,000 125,000 125,000 500,000 Locations Based on PCI Construction - - - 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. 262  REVENUE IMPACT (negative entries indicate a revenue reduction) Category FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments User Fees - No revenue impact Impact Fees - Other - Total - - - - - - OPERATING IMPACT (negative entries indicate a cost reduction) Category FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments Payroll - Operating - No operating impact Capital Outlay - Total - - - - - - Project Update/Carry-Over Status: In FY 2009-10, this CIP focused on deteriorated roadways in the Northeast and Southeast neighborhood. Prior Year Activities Fiscal Year Activities Expense FY 2009-10 Street Overlays 151,465 FY 2008-09 Street Overlays 61,249 FY 2007-08 Street Overlays 108,101 FY 2006-07 Street Overlays 125,000 FY 2005-06 Street Overlays 175,105 620,920 Scheduled Pavement Improvements 263  Capital Improvement Project (CIP) Request Department & Division: Engineering Services - Streets CIP #: 5061 New Project Project Update CIP Title: Butler Drive Improvements Neighborhood: W.E. Combs Investment Objectives: Upgrade Service Operational Impact: Increase Cost Objective: Paving and drainage improvements Scope: Butler Drive was dedicated to the City in 1961 and is one of the few remaining unpaved City streets. This project includes laying drainage pipe; grading, building a road base, and asphalt pavement; and installing curb and gutter. Current Year Objectives: Complete the final design of the roadway and proceed with the construction phase of the project. The County will provide the labor and equipment and the City will fund materials. Relationship to Community Vision and Council Strategic Plans Vision Plan: Transportation Strategic Plan: Community Quality & Infrastructure Justification: Butler Drive is one of the few remaining unpaved City streets and the property is now 90% developed. Financial Information FUNDING SOURCES Funding Type Fund FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments Fund Bal/Ret Earn. 001 35,000 35,000 Street Paving - - 35,000 - - - - 35,000 PROJECT EXPENSES Activity FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments Construction 35,000 35,000 Street Paving - - - - 35,000 - - - - 35,000 Note: Totals for funding sources and project expenses must reconcile for each year. 264  REVENUE IMPACT (negative entries indicate a revenue reduction) Category FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments User Fees - Impact Fees - Other - Total - - - - - - OPERATING IMPACT (negative entries indicate a cost reduction) Category FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments Payroll - Operating 500 500 500 500 2,000 Street sweeping Capital Outlay - Total - 500 500 500 500 2,000 Project Update/Carry-Over Status: Prior Year Activities Fiscal Year Activities Expense FY 2009-10 - FY 2008-09 - FY 2007-08 - FY 2006-07 - FY 2005-06 - - Butler Drive 265  Capital Improvement Project (CIP) Request Department & Division: Engineering Services - Streets CIP #: 5306 New Project Project Update CIP Title: Sidewalk Improvement Neighborhood: Various Investment Objective: Expand Service Operational Impact; Revenue/Cost Neutral Objective: Construct new and repair existing sidewalks Scope: This project constructs new and infill sidewalks and repairs existing 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 Relationship to Community Vision and Council Strategic Plans Vision Plan: Infrastructure Strategic Plan: Community Quality & Infrastructure Justification: The purpose of this project is to increase the safety of pedestrians by providing them with an off-road corridor away from traffic. The project is designed to install sidewalks on at least one side of all residential local streets and on both sides of all collector and atrterial roadways. Financial Information FUNDING SOURCES Funding Type Fund FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments Oper. Rev. 001 40,000 40,000 40,000 40,000 160,000 - - - 40,000 40,000 40,000 40,000 160,000 PROJECT EXPENSES Activity FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments Construction 40,000 40,000 Memorial Parkway NW Construction 40,000 40,000 40,000 120,000 Locations TBD - - - - 40,000 40,000 40,000 40,000 160,000 Note: Totals for funding sources and project expenses must reconcile for each year. 266  REVENUE IMPACT (negative entries indicate a revenue reduction) Category FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments User Fees - No revenue impact Impact Fees - Other - Total - - - - - - OPERATING IMPACT (negative entries indicate a cost reduction) Category FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments Payroll - Operating 100 100 100 100 400 Slight increase due to maintenance Capital Outlay - Total - 100 100 100 100 400 Project Update/Carry-Over Status: Prior Year Activities Fiscal Year Activities Expense FY 2009-10 Driftwood Avenue SW 700 FY 2008-09 Hollywood Blvd 192 FY 2007-08 - FY 2006-07 - FY 2005-06 Robinwood Dr NW, Jet Dr S of Fred Hedrick 35,523 36,415 Newly Installed Sidewalk 267  Capital Improvement Project (CIP) Request Department & Division: Engineering Services - Streets CIP #: 5319 New Project Project Update CIP Title: Howell Drive Improvements Neighborhood: South Bayou Investment Objective: Upgrade Service Operational Impact: Increase Cost Objective: Paving and drainage improvements Scope: Howell Drive was dedicated to the City in 1949 and is one of the few remaining unpaved City streets. This project includes laying drainage pipe; grading, building a road base, and asphalt pavement; and installing curb and gutter. Current Year Objectives: Complete the final design of the roadway and proceed with the construction phase of the project. The County will provide the labor and equipment and the City will fund materials. Relationship to Community Vision and Council Strategic Plans Vision Plan: Transportation Strategic Plan: Community Quality & Infrastructure Justification: Howell Drive is one of the few remaining unpaved City streets and the property is now 100% developed. Financial Information FUNDING SOURCES Funding Type Fund FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments Fund Bal/Ret Earn. 001 27,500 27,500 Street Paving - - 27,500 - - - - 27,500 PROJECT EXPENSES Activity FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments Plan/Design 10,000 10,000 Engineering Design Construction 17,500 17,500 Street Paving - - - 27,500 - - - - 27,500 Note: Totals for funding sources and project expenses must reconcile for each year. 268  REVENUE IMPACT (negative entries indicate a revenue reduction) Category FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments User Fees - Impact Fees - Other - Total - - - - - - OPERATING IMPACT (negative entries indicate a cost reduction) Category FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments Payroll - Operating 500 500 500 500 2,000 Street Sweeping Capital Outlay - Total - 500 500 500 500 2,000 Project Update/Carry-Over Status: Prior Year Activities Fiscal Year Activities Expense FY 2009-10 - FY 2008-09 - FY 2007-08 - FY 2006-07 - FY 2005-06 - - Howell Drive 269  Capital Improvement Project (CIP) Request Department & Division: Engineering Services - Streets (CRA) CIP #: 5018 New Project Project Update CIP Title: Pavement Improvement Neighborhood: Various Investment Objective: Maintain Service Operational Impact: Revenue/Cost Neutral Objective: Maintain safe roadways within the CRA District Scope: The CRA has an ongoing pavement improvement program for upgrading roadway surfaces within its boundary. Upgrades are 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: Using the MicroPaver Pavement Condition Index results as a guideline, perform street overlays on portions of the following: Kiwi Pl, Park Pl, Third St, Shell Ave, Church Ave, Methodist Ave, Second St, Windham Ave, Tupleo Ave, Lowery Pl, Ferry Rd, Brooks St. Relationship to Community Vision and Council Strategic Plans Vision Plan: Infrastructure Strategic Plan: Community Quality & Infrastructure Justification: The purpose of this project is to perform preventative maintenance on roads to prevent them from deteriorating to a point requiring a complete rehabilitation. The cost of road rehabilitation is much more costly than performing preventative maintenance. Furthermore, improvements to these roads make them safe, comfortable, and aesthetically pleasing. Financial Information FUNDING SOURCES Funding Type Fund FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments Oper. Rev. 109 150,000 100,000 100,000 100,000 100,000 550,000 - - 150,000 100,000 100,000 100,000 100,000 550,000 PROJECT EXPENSES Activity FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments Construction 90,000 50,000 50,000 50,000 50,000 290,000 Residential Areas, solid line Construction 60,000 50,000 50,000 50,000 50,000 260,000 Commercial Areas, dashed line - - - 150,000 100,000 100,000 100,000 100,000 550,000 Note: Totals for funding sources and project expenses must reconcile for each year. 270  REVENUE IMPACT (negative entries indicate a revenue reduction) Category FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments User Fees - No revenue impact Impact Fees - Other - Total - - - - - - OPERATING IMPACT (negative entries indicate a cost reduction) Category FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments Payroll - Operating - No operating impact Capital Outlay - Total - - - - - - Project Update/Carry-Over Status: n/a Prior Year Activities Fiscal Year Activities Expense FY 2009-10 Bass Ave, Shell Ave, Third St, Fourth St, Tupelo Ave, & First St 149,464 FY 2008-09 Handicap Ramp on Windham 542 FY 2007-08 Harris parking lot, Walter Martin, Hollywood, First, Ferry Brooks 12,645 FY 2006-07 - FY 2005-06 Ferry, Perry, Florida Blanca, Brooks, Shell, Vine 20,551 183,202 Scheduled Pavement Improvements 271  Capital Improvement Project (CIP) Request Department & Division: Utility Services - Water Distribution (CRA) CIP #: 5056 New Project Project Update CIP Title: Water Line Replacement Neighborhood: Investment Objective: Upgrade Service Operational Impact: Increase Revenue Objective: Replace substandard water lines in the CRA 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. Current Year Objectives: N/A Relationship to Community Vision and Council Strategic Plans Vision Plan: Infrastructure Strategic Plan: Community Quality & Infrastructure Justification: Improved water lines will decrease water loss and increase revenues. The new water lines will also increase the level of service for water pressure and fire protection. Financial Information FUNDING SOURCES Funding Type Fund FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments Oper. Rev. 109 50,000 50,000 St. Simon's Church Oper. Rev. 109 32,500 32,500 Perry Ave (First St to US 98) - - 50,000 32,500 - - 82,500 PROJECT EXPENSES Activity FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments Construction 50,000 50,000 St. Simon's Church Construction 32,500 32,500 Perry Ave (First St to US 98) - - - - 50,000 32,500 - - 82,500 Note: Totals for funding sources and project expenses must reconcile for each year. 272  REVENUE IMPACT (negative entries indicate a revenue reduction) Category FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments User Fees - Revenue increase due to decrease water loss Impact Fees - Other - Total - - - - - - OPERATING IMPACT (negative entries indicate a cost reduction) Category FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments Payroll - Operating - Should marginally reduce maintenance costs Capital Outlay - Total - - - - - - Project Update/Carry-Over Status: Installed 650 L.F. of new 6" C-900 PVC water main on Alconese Avenue SE from First Street SE south towards Brooks Street SE. Prior Year Activities Fiscal Year Activities Expense FY 2009-10 Alconese Avenue 10,000 FY 2008-09 - FY 2007-08 Oak Street, Presidio 26,175 FY 2006-07 - FY 2005-06 - 36,175 Old line removed and ready for installation of new waterline 273  Capital Improvement Project (CIP) Request Department & Division: Utility Services - Sewer Collection (CRA) CIP #: 5065 New Project Project Update CIP Title: Sewer Line Replacement Neighborhood: Investment Objective: Upgrade Service Operational Impact: Increase Revenue Objective: Replace deteriorating sewer lines in the CRA Scope: The City maintains over 100 miles of sanitary sewer gravity mains, a large portion of which consists of clay and cast iron pipe. 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 Relationship to Community Vision and Council Strategic Plans Vision Plan: Infrastructure Strategic Plan: Community Quality & Infrastructure Justification: Replacing deteriorating lines through a maintenance program decreases inflow and infiltration, which will reduce the stress on existing lift stations and the wastewater treatment plant and will avoid sanitary sewer overflows. Financial Information FUNDING SOURCES Funding Type Fund FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments Oper. Rev. 109 52,000 52,000 Chicago Avenue SE Oper. Rev. 109 55,000 55,000 Ferry Road SE - - 52,000 55,000 - - 107,000 PROJECT EXPENSES Activity FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments Construction 52,000 52,000 Chicago Avenue SE Construction 55,000 55,000 Ferry Road SE - - - - 52,000 55,000 - - 107,000 Note: Totals for funding sources and project expenses must reconcile for each year. 274  REVENUE IMPACT (negative entries indicate a revenue reduction) Category FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments User Fees - No revenue impact Impact Fees - Other - Total - - - - - - OPERATING IMPACT (negative entries indicate a cost reduction) Category FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments Payroll - Operating - Reduce emergency repairs Capital Outlay - Total - - - - - - Project Update/Carry-Over Status: N/A Prior Year Activities Fiscal Year Activities Expense FY 2009-10 - FY 2008-09 - FY 2007-08 - FY 2006-07 - FY 2005-06 - - Replacing Sewer Lines 275  Capital Improvement Project (CIP) Request Department & Division: Engineering Services - CRA CIP #: 5068 New Project Project Update CIP Title: Attainable Housing Neighborhood: Citywide Investment Objective: Upgrade Service Operational Impact: Revenue/Cost Neutral Objective: Implement programs to provide affordable housing opportunities in the CRA area Scope: The CRA Plan outlines programs that include grants or non-amortizing loans for activities that meet attainable housing criteria: (1) Rehabilitation of eligible housing; (2) Purchase of property for development of affordable housing projects; (3) Predevelopment costs such as: conceptual architectural and engineering studies, attorney fees, appraisal, title reports, environmental studies, market studies, feasibility analyses, archaeological studies and other predevelopment costs; (4) Further predevelopment costs once project feasibility has been established such as, detailed architectural/engineering services related to site plan preparation, building plan preparation, surveys, utility easements, plat preparation, review fees, detailed cost estimates and other services typically required; and (5) Construction, bridge, gap or permanent financing, equity, or to purchase or provide credit enhancements. Current Year Objectives: N/A Relationship to Community Vision and Council Strategic Plans Vision Plan: Economic Development Strategic Plan: Community Quality & Infrastructure Justification: Improvements will result in increased property values, and therefore increased revenue from AD Valorem tax. Improved property may also reduce code enforcement violation and associated costs for code enforcement violations. This CIP is the #6 Priority of the CRA Board. Financial Information FUNDING SOURCES Funding Type Fund FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments Oper. Rev. 109 132,000 132,000 Affordable Housing Assistance - - - - 132,000 - - 132,000 PROJECT EXPENSES Activity FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments Other 132,000 132,000 Affordable Housing Assistance - - - - - - 132,000 - - 132,000 Note: Totals for funding sources and project expenses must reconcile for each year. 276  REVENUE IMPACT (negative entries indicate a revenue reduction) Category FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments User Fees - No revenue impact Impact Fees - Other - Total - - - - - - OPERATING IMPACT (negative entries indicate a cost reduction) Category FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments Payroll - Operating - Capital Outlay - Total - - - - - - Project Update/Carry-Over Status: Prior Year Activities Fiscal Year Activities Expense FY 2009-10 - FY 2008-09 Payment to Habitat for Purchase of One Lot on Methodist Avenue SE 34,654 FY 2007-08 Payment to Habitat for Purchase of Three Lots 251,035 FY 2006-07 - FY 2005-06 - 285,689 Harbour Place 277  FY 2010-11 Budget - Capital Improvement Project (CIP) Request Department & Division: Parks & Recreation - Museum (CRA) CIP #: 5118 New Project Project Update CIP Title: Heritage Park Neighborhood: East Miracle Strip Investment Objective: Maintain Service Operational Impact: Revenue/Cost Neutral Objective: Replace oyster shell archways and pillers. Scope: The entrances and walkways along both U.S. Highway 98 and Eglin Parkway SE are lined with oyster shell that is deteriorating and in need of replacement. The improvements will also add an aesthetically appealing look to the HPCC. Current Year Objectives: Construct a new archway and replace the pilings that line the sidewalk on U.S. Highway 98 on the south side of the Museum and along Eglin Parkway SE on the north side of the Museum. Relationship to Community Vision and Council Strategic Plans Vision Plan: Land Use Strategic Plan: Effective & Efficient Services Justification: The oyster designed archway is deteriorating and is becoming a safety concern. Financial Information FUNDING SOURCES Funding Type Fund FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments Oper. Rev. 109 50,000 50,000 Exterior Improvements - - 50,000 - - - - 50,000 PROJECT EXPENSES Activity FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments Construction 50,000 50,000 Walkway & Entrance Improvements - - - - 50,000 - - - - 50,000 Note: Totals for funding sources and project expenses must reconcile for each year. 278  REVENUE IMPACT (negative entries indicate a revenue reduction) Category FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments User Fees - No revenue impact Impact Fees - Other - Total - - - - - - OPERATING IMPACT (negative entries indicate a cost reduction) Category FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments Payroll - Operating 400 400 400 400 1,600 Additional lighting will result in increased utilities Capital Outlay - Total - 400 400 400 400 1,600 Project Update/Carry-Over Status: N/A Prior Year Activities Fiscal Year Activities Expense FY 2009-10 - FY 2008-09 - FY 2007-08 - FY 2006-07 - FY 2005-06 - - The Oyster Shell Archway at Heritage Park 279  Capital Improvement Project (CIP) Request Department & Division: Engineering Services-Streets (CRA) CIP #: 5306 New Project Project Update CIP Title: Sidewalk Improvement Neighborhood: Citywide Investment Objective: Expand Service Operational Impact: Revenue/Cost Neutral Objective: Construct new sidewalks and repair existing sidewalks in the CRA Scope: This project constructs new and infill sidewalks and repairs existing sidewalks for the purpose of providing a pedestrian transportation network throughout the entire CRA Area that will link the residential neighborhoods to each other and to public, recreational and commercial land uses. 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 Residential: Park Place SE Objectives: Residential: Windham Avenue SE from Hollywood to Fourth and from Third to Second Residential: Second Street SE from Harbeson to Tupelo Residential: First St SE from St. Mary Ave SW to Third Ave SW Residential: Third Ave SW from First St SE to Miracle Strip Pkwy SE Commercial: Tupelo Avenue SE from Third to Second Relationship to Community Vision and Council Strategic Plans Vision Plan: Infrastructure Strategic Plan: Community Quality & Infrastructure Justification: The purpose of this project is to increase the safety of pedestrians by providing them with an off-road corridor away from traffic. The project is designed to install sidewalks on at least one side of all residential local street and on both sides of all collector and arterial roadways. Financial Information FUNDING SOURCES Funding Type Fund FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments Oper. Rev. 109 37,800 37,800 Sidewalk Installation - - 37,800 - - - - 37,800 PROJECT EXPENSES Activity FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments Construction 33,075 33,075 Residential Areas, solid line Construction 4,725 4,725 Commercial Areas, dashed line - - - 37,800 - - - - 37,800 Note: Totals for funding sources and project expenses must reconcile for each year. 280  REVENUE IMPACT (negative entries indicate a revenue reduction) Category FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments User Fees - No revenue impact Impact Fees - Other - Total - - - - - - OPERATING IMPACT (negative entries indicate a cost reduction) Category FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments Payroll - Slight increase due to maintenance Operating - Capital Outlay - Total - - - - - - Project Update/Carry-Over Status: Prior Year Activities Fiscal Year Activities Expense FY 2009-10 Harbeson Ave, Perry Ave, Bass Ave, First St, Tupelo Ave, Third St, Ferry Rd, Cedar Ave, and Shell Ave 74,000 FY 2008-09 - FY 2007-08 Presidio Condominiums 4,000 FY 2006-07 - FY 2005-06 - 78,000 Scheduled Sidewalk Improvements 281  Capital Improvement Project (CIP) Request Department & Division: Engineering Services - CRA CIP #: 5317 New Project Project Update CIP Title: LED Street Name Signs Neighborhood: East Miracle Strip Investment Objective: Upgrade Service Operational Impact: Increase Cost Objective: Install LED street name signs to enhance sign visibility Scope: Replace existing standard street name signs with LED signs at various commercial intersections within the CRA District to increase visibility. Current Year Objectives: N/A Relationship to Community Vision and Council Strategic Plans Vision Plan: Transportation Strategic Plan: Community Quality & Infrastructure Justification: In the 2006 Strategic Plan, City Council desired to make more use of LED street lighting, which was expanded to consider LED street name signs. These signs increase visibility for motorists, especially tourists. Financial Information FUNDING SOURCES Funding Type Fund FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments Oper. Rev. 109 25,000 25,000 Eglin Parkway Oper. Rev. 109 - 109 - - 25,000 - - - 25,000 PROJECT EXPENSES Activity FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments Construction 25,000 25,000 Eglin Parkway Construction - - - - - 25,000 - - - 25,000 Note: Totals for funding sources and project expenses must reconcile for each year. 282  REVENUE IMPACT (negative entries indicate a revenue reduction) Category FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments User Fees - No revenue impact Impact Fees - Other - Total - - - - - - OPERATING IMPACT (negative entries indicate a cost reduction) Category FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments Payroll - Operating 100 100 100 100 400 Slight increase in utilities Capital Outlay - Total - 100 100 100 100 400 Project Update/Carry-Over Status: In FY 2009-10, a total of 11 LED street name signs were installed at the following intersections: Florida Place SE & U.S. Highway 98, First Street SE & Eglin Parkway SE, and First Street SE & Perry Avenue SE. Prior Year Activities Fiscal Year Activities Expense FY 2009-10 Florida Place/US 98, First Street/Eglin Parkway, & First Street/Perry Avenue 25,000 FY 2008-09 U.S 98/Beal, U.S. 98/Eglin, Hollywood/Beal 16,364 FY 2007-08 - FY 2006-07 - FY 2005-06 - 41,364 LED Street Signs Being Installed 283  Capital Improvement Project (CIP) Request Department & Division: Engineering Services - CRA CIP #: 5488 New Project Project Update CIP Title: Eglin Parkway NE Streetscape Neighborhood: Beal Parkway Investment Objective: Upgrade Service Operational Impact: Increase Cost Objective: Improve aesthetics and pedestrian safety Scope: Improve the streetscape on Eglin Parkway NE from Hughes Street NE to Miracle Strip Parkway SE by creating landscape medians, installing decorative lights, and undergrounding utilities where possible. Current Year Objectives: n/a Relationship to Community Vision and Council Strategic Plans Vision Plan: Infrastructure Strategic Plan: Community Quality & Infrastructure Justification: The Urban Master Plan and the City's Vision Plan outline the need for this project. Financial Information FUNDING SOURCES Funding Type Fund FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments Oper. Rev. 109 200,000 250,000 250,000 250,000 950,000 Eglin Parkway - - - 200,000 250,000 250,000 250,000 950,000 PROJECT EXPENSES Activity FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments Construction 200,000 250,000 250,000 250,000 950,000 Landscape, Lights, Medians - - - - - 200,000 250,000 250,000 250,000 950,000 Note: Totals for funding sources and project expenses must reconcile for each year. 284  REVENUE IMPACT (negative entries indicate a revenue reduction) Category FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments User Fees - No revenue impact Impact Fees - Other - Total - - - - - - OPERATING IMPACT (negative entries indicate a cost reduction) Category FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments Payroll - Operating 3,000 4,000 5,000 5,000 17,000 Increase in utility and maintenance costs Capital Outlay - Total - 3,000 4,000 5,000 5,000 17,000 Project Update/Carry-Over Status: In FY 2009-10, the CRA approved funding for the design and construction of mast arm signalization at the intersection of Hollywood Boulevard & Eglin Parkway. Staff coordinated with the property owner at the NW corner of this intersection to acquire the necessary ROW and also with FDOT to proceed with design and construction. Prior Year Activities Fiscal Year Activities Expense FY 2009-10 Mast Arm Signalization (Hollywood & Eglin) ROW Acquisition & Design 224,096 FY 2008-09 - FY 2007-08 - FY 2006-07 Construction Documents 30,000 FY 2005-06 Survey 780 254,876 Recently Completed Highway 98 Streetscape 285  Capital Improvement Project (CIP) Request Department & Division: Engineering Services - CRA CIP #: 5494 New Project Project Update CIP Title: Beal Parkway Neighborhood Plan Neighborhood: Beal Parkway Investment Objective: Expand Service Operational Impact: Increase Cost Objective: To implement the Beal Parkway Neighborhood Action Plan Scope: A consultant has prepared the Beal Parkway Neighborhood Action Plan which identifies a long term redevelopment strategy for the neighborhood including infrastructure (streets, water/sewer) improvements, home ownership incentives, programs to reduce crime, programs to develop more affordable housing, and park improvements. The Neighborhood Action Plan was completed in FY 2005-06 and included construction of recommended physical and programmatic improvements for the neighborhood such as pavement overlays, installation/upgrade of curb and gutters, sidewalks, crosswalks, decorative street lights, placing utilities underground if possible, bus benches, landscaping, storm drains, and replacement of water and sewer lines. Design of the street improvements will utilize elements of Crime Prevention through Environmental Design to assure neighborhood safety. This project will include public input from residents, business owners and property owners within the Beal Parkway Neighborhood Planning Area. Current Year Objectives: N/A Relationship to Community Vision and Council Strategic Plans Vision Plan: Neighborhoods Strategic Plan: Community Quality & Infrastructure Justification: Implementation of the Beal Parkway Neighborhood Action Plan adopted by City Council in January 2006. Financial Information FUNDING SOURCES Funding Type Fund FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments Oper. Rev. 109 325,000 325,000 Streetscape Third Oper. Rev. 109 150,000 243,000 250,000 643,000 Streetscape Carson Oper. Rev. 109 250,000 250,000 Streetscape First - 475,000 243,000 500,000 - 1,218,000 PROJECT EXPENSES Activity FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments Construction 325,000 325,000 Streetscape Third Construction 150,000 243,000 250,000 643,000 Streetscape Carson Construction 250,000 250,000 Streetscape First - - - 475,000 243,000 500,000 - 1,218,000 Note: Totals for funding sources and project expenses must reconcile for each year. 286  REVENUE IMPACT (negative entries indicate a revenue reduction) Category FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments User Fees - Impact Fees - Other - Private Investment through Redevelopment Total - - - - - - OPERATING IMPACT (negative entries indicate a cost reduction) Category FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments Payroll - Operating 3,000 4,000 5,000 12,000 Utility and Maintenance Costs Capital Outlay - Total - - 3,000 4,000 5,000 12,000 Project Update/Carry-Over Status: Received approval from the CRA Board & City Council in FY 2009-10 to utilize up to $2,500,000 for the Sound Side development. Prior Year Activities Fiscal Year Activities Expense FY 2009-10 Sound Side Development - FY 2008-09 Gateway Park 248,284 FY 2007-08 Sewer, Construciton Drawings for Chester Pruit Park and Gateway Entrance 23,644 FY 2006-07 Sidewalk, Sewer Line Construction 118,781 FY 2005-06 Completed Action Plan and surveys, began construction 212,235 602,944 Gateway Park Clocktower 287  Capital Improvement Project (CIP) Request Department & Division: Engineering Services - CRA CIP #: 5606 New Project Project Update CIP Title: Nuisance Abatement Neighborhood: Citywide Investment Objective: Maintain Service Operational Impact: Revenue/Cost Neutral Objective: Provide lot mowing and demoition inside the CRA District to maintain compliance with Code Enforcement issues. Scope: The CRA Board has allocated a small amount of funding each year in an account to provide lot mowing and building demolition to derelict properties within the CRA District that are in violation of the City's code for upkeep. With the Code Enforcement officers and board enforcing the violations in a stricter fashion, the CRA Board desires the City to become involved in the maintenance of derelict properties to prohibit properties from becoming aesthetically unpleasing. Any expenses will be liened against the properties in violation. Current Year Objectives: In FY 2009-10, the CRA purchased a new mower to begin the maintenance of derelict properties. In FY 2010-11, the increased budget reflects lot mowing and building demolition for Nuisance Abatement Code Enforcement cases. Relationship to Community Vision and Council Strategic Plans Vision Plan: Neighborhoods Strategic Plan: Community Quality & Infrastructure Justification: With the downturn in the economy and the rise in foreclosures, numerous properties within the CRA District have become derelict in their maintenance for buildings and lots. This CIP will provide the means for City staff to maintain properties in violation of the Nuisance Abatement codes to maintain an aesthetically pleasing environment in the CRA District. Financial Information FUNDING SOURCES Funding Type Fund FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments Oper. Rev. 109 50,000 50,000 Nuisance Abatement in CRA - - 50,000 - - - - 50,000 PROJECT EXPENSES Activity FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments Other 50,000 50,000 Nuisance Abatement in CRA - - - - 50,000 - - - - 50,000 Note: Totals for funding sources and project expenses must reconcile for each year. 288  REVENUE IMPACT (negative entries indicate a revenue reduction) Category FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments User Fees - Impact Fees - Other - Total - - - - - - OPERATING IMPACT (negative entries indicate a cost reduction) Category FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments Payroll - Operating - Capital Outlay - Total - - - - - - Project Update/Carry-Over Status: N/A Prior Year Activities Fiscal Year Activities Expense FY 2009-10 Demolition of 34 Shell Avenue SE 3,600 FY 2008-09 - FY 2007-08 - FY 2006-07 - FY 2005-06 - 3,600 Citizens Help Those In Need Maintain Their Property 289  Capital Improvement Project (CIP) Request Department & Division: Engineering Services - CRA CIP #: 5607 New Project Project Update CIP Title: Soundside Development Neighborhood: Beal Parkway Investment Objective: Expand Service Operational Impact: Increase Revenue Objective: Provide infrastructure to the Sound Side Affordable Housing Development Scope: As part of the new Sound Side Affordable Housing Development, the City has agreed to provide the necessary infrastructure for the development to build. This includes demolition of existing buildings, potable water service, fire service, sanitary sewer service, stormwater management systems, paving, curb and gutter, sidewalks, and site restoration. The development is a 200-unit affordable housing development that meets specific goals in the CRA Plan. Current Year Objectives: To construct the necessary infrastructure for the Sound Side development. Relationship to Community Vision and Council Strategic Plans Vision Plan: Neighborhoods Strategic Plan: Community Quality & Infrastructure Justification: A major goal and objective of the CRA Plan is to provide affordable housing opportunities, especially in the Gernany Terrace area. Sound Side will replace a low-income housing project with a new 200-unit affordbale housing development that will increase user fees for water, sewer, sanitation, and stormwater. Financial Information FUNDING SOURCES Funding Type Fund FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments Fund Bal/Ret Earn. 109 200,000 200,000 Demolition Fund Bal/Ret Earn. 109 1,800,000 1,800,000 Site Infrastructure - 2,000,000 - - - - 2,000,000 PROJECT EXPENSES Activity FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments Site Wk/Demo 200,000 200,000 Demolition Construction 1,800,000 1,800,000 Infrastructure - - - 2,000,000 - - - - 2,000,000 Note: Totals for funding sources and project expenses must reconcile for each year. 290  REVENUE IMPACT (negative entries indicate a revenue reduction) Category FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments User Fees 10,000 10,300 10,609 10,927 11,255 53,091 Water/Sewer revenue Impact Fees - Other 30,000 30,000 30,000 30,000 30,000 150,000 Payment in lieu of taxes Total 40,000 40,300 40,609 40,927 41,255 203,091 OPERATING IMPACT (negative entries indicate a cost reduction) Category FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments Payroll - Operating - Capital Outlay - Total - - - - - - Project Update/Carry-Over Status: Prior Year Activities Fiscal Year Activities Expense FY 2009-10 - FY 2008-09 - FY 2007-08 - FY 2006-07 - FY 2005-06 - - Soundside Site 291  Capital Improvement Project (CIP) Request Department & Division: Engineering Services - CRA CIP #: 5608 New Project Project Update CIP Title: Economic Incentive Program Neighborhood: Citywide Investment Objective: Maintain Service Operational Impact: Increase Revenue Objective: To provide economic incentives for business retention and new business development Scope: With the downturn in the economy, new and existing businesses are finding it hard to secure funding for new development or redevelopment. The CRA Board desires to provide an impetus to these businesses through small incentive programs, which includes a revolving loan fund, to stimulate development and redevelopment and hopefully lending from financial institutions. This CIP will provide the means for businesses to utilize CRA funds for renovations, upgrades, new construction, etc. which will lead to increased property values. Current Year Objectives: To develop various economic incentive programs to stimulate business retention and development within the CRA District and partner with financial institutions to provide a means for funding. Relationship to Community Vision and Council Strategic Plans Vision Plan: Economic Development Strategic Plan: Community Quality & Infrastructure Justification: The CRA District's revenues are based on the increase in ad valorem taxes in relation to the baseline appraised values at the formation of the CRA District. Stimulating new development and redevelopment will only enhance the property values within the CRA District, which could eventually increase revenue. Financial Information FUNDING SOURCES Funding Type Fund FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments Oper. Rev. 109 500,000 500,000 Economic Programs - - 500,000 - - - - 500,000 PROJECT EXPENSES Activity FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments Other 500,000 500,000 Economic Programs - - - - 500,000 - - - - 500,000 Note: Totals for funding sources and project expenses must reconcile for each year. 292  REVENUE IMPACT (negative entries indicate a revenue reduction) Category FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments User Fees - Impact Fees - Other - Total - - - - - - OPERATING IMPACT (negative entries indicate a cost reduction) Category FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments Payroll - Operating - Capital Outlay - Total - - - - - - Project Update/Carry-Over Status: N/A Prior Year Activities Fiscal Year Activities Expense FY 2009-10 - FY 2008-09 - FY 2007-08 - FY 2006-07 - FY 2005-06 - - Recently Opened Hotel 293  Capital Improvement Project (CIP) Request Department & Division: Utility Services CIP #: 5114 New Project Project Update CIP Title: GIS Asset Management Neighborhood: Citywide Investment Objective: Expand Service Operational Impact: Revenue/Cost Neutral Objective: Implement a GIS Asset Management Program Scope: This project serves to develop and implement a geographic information system (GIS) program in order to provide more efficient utilities service and response times. As part of this project, a detailed map of the water, wastewater, and stormwater infrastructure (e.g. pipes, pipe size, pipe segments, valves, water meters, manholes, sewer lines, lift stations, storm drain piping, storm drain outfalls and storm drain structures) will be developed which will allow for the creation of accurate maps. Also, other business processes throughout the City may be integrated with the GIS in order to provide a quicker method for tracking work orders, water consumption history, permitting status, etc. Current Year Objectives: Continue the in-house field data collection of the water, sewer, and stormwater infrastructure to transition towards an Internet / Intranet based GIS. Staff will also begin evaluating the various hydraulic modeling software packages on the market to determine the best fit for the City to analyze each system. Relationship to Community Vision and Council Strategic Plans Vision Plan: Infrastructure Strategic Plan: Effective & Efficient Services Justification: As a coastal community, the possibility of highly destructive inclement weather warrants the need to identify and record the water, wastewater, and stormwater infrastructure systems for future repairs and upgrades. Accurate mapping of the infrastructure will allow the Utilities Department to prioritize those areas in need of replacement and will also allow the tracking of work orders and the creation of hydraulic models simulating the behavior of the systems. Financial Information FUNDING SOURCES Funding Type Fund FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments Oper. Rev. 401 50,000 50,000 50,000 50,000 50,000 250,000 Oper. Rev. 001 50,000 50,000 - 50,000 50,000 100,000 50,000 50,000 300,000 PROJECT EXPENSES Activity FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments Other 15,000 15,000 15,000 15,000 15,000 75,000 Software & Equipment Maintenance Other 35,000 35,000 35,000 35,000 35,000 175,000 Software & Equipment Training Other 50,000 50,000 Okaloosa County Aerial Photo - - 50,000 50,000 100,000 50,000 50,000 300,000 Note: Totals for funding sources and project expenses must reconcile for each year. 294  REVENUE IMPACT (negative entries indicate a revenue reduction) Category FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments User Fees - No revenue impact Impact Fees - Other - Total - - - - - - OPERATING IMPACT (negative entries indicate a cost reduction) Category FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments Payroll - Operating (5,000) (5,000) (5,000) (5,000) (20,000) Decreased response times due to better mapping. Capital Outlay - Total - (5,000) (5,000) (5,000) (5,000) (20,000) Project Update/Carry-Over Status: In FY 2009-10, the GPS Equipment was purchased and Engineering staff began the field data collection phase for the water, sewer, and stormwater systems. Prior Year Activities Fiscal Year Activities Expense FY 2009-10 Purchase of GPS Equipment & Okaloosa County Aerial Photo 65,000 FY 2008-09 - FY 2007-08 GIS Strategic Implementation Plan 41,378 FY 2006-07 GIS Strategic Implementation Plan 28,622 FY 2005-06 - 135,000 Example of Utilities GIS Mapping 295  Capital Improvement Project (CIP) Request Department & Division: Utility Services - Water Operations CIP #: 5026 New Project Project Update CIP Title: Water Well Maintenance Neighborhood: Citywide Investment Objective: Maintain Service Operational Impact: Revenue/Cost Neutral Objective: Upgrade and maintain the City's 9 potable water wells Scope: This is an annual maintenance program to maintain and upgrade the nine City potable water wells in order to continue to meet the water supply needs of the City. Work includes removing, inspecting, repairing and reinstalling pumps and making other ancillary improvement as needed. Current Year Objectives: Upgrade the electrical controls at well 8 and replace two 25-year old service pumps at well 11. Relationship to Community Vision and Council Strategic Plans Vision Plan: Infrastructure Strategic Plan: Effective & Efficient Services Justification: This is an ongoing maintenance program designed to slow deterioration and maintain the water production facilities. Financial Information FUNDING SOURCES Funding Type Fund FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments Oper. Rev. 401 40,000 40,000 40,000 40,000 40,000 200,000 - - 40,000 40,000 40,000 40,000 40,000 200,000 PROJECT EXPENSES Activity FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments Construction 40,000 40,000 Upgrades at #8 & #11 Construction 40,000 40,000 Well 3 - Pump replacement Construction 40,000 40,000 Well 11 - Pump replacement Construction 40,000 40,000 Well 7 - Pump replacement Construction 40,000 40,000 Well 5 - Pump replacement 40,000 40,000 40,000 40,000 40,000 200,000 Note: Totals for funding sources and project expenses must reconcile for each year. 296  REVENUE IMPACT (negative entries indicate a revenue reduction) Category FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments User Fees - No revenue impact Impact Fees - Other - Total - - - - - - OPERATING IMPACT (negative entries indicate a cost reduction) Category FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments Payroll - Operating - Continual maintenance reduces emergency repairs Capital Outlay - Total - - - - - - Project Update/Carry-Over Status: No work was scheduled in FY 2008-09 & 2009-10 due to budget constraints. Prior Year Activities Fiscal Year Activities Expense FY 2009-10 - FY 2008-09 - FY 2007-08 Well #2 installed new well pump 33,855 FY 2006-07 Well 8 - repair wellhead. Well 5 - Rebuilt well engine. Well 6 - replace pump. 51,251 FY 2005-06 Well #9 - installed new well pump & Well #11 - electrical upgrade 126,160 211,266 Well #2 in the Beal Parkway Neighborhood 297  Capital Improvement Project (CIP) Request Department & Division: Utility Services - Water Operations CIP #: 5045 New Project Project Update CIP Title: Water Tank Maintenance Neighborhood: Citywide Investment Objective: Maintain Service Operational Impact: Revenue/Cost Neutral Objective: Maintain the appearance and structural integrity of the City's water storage tanks Scope: This is an annual maintenance program to maintain the appearance and structural integrity of four water storage tanks. The City has a contract in place to paint and maintain the water storage tanks, which include a 200,000 gallon elevated and a 250,000 gallon ground tank in the Oakland Neighborhood, a 500,000 gallon elevated storage tank in the W.E. Combs Neighborhood, and a 200,000 gallon elevated storage tank in the Kenwood Neighborhood. This contract ends in 2010. Current Year Objectives: Issue an RFP for a new long term tank maintenance contract. The new contract will be for a total of six tanks, including the two elevated storage tanks not covered by our current contract. Relationship to Community Vision and Council Strategic Plans Vision Plan: Infrastructure Strategic Plan: Effective & Efficient Services Justification: This is an ongoing maintenance program designed to slow deterioration and maintain the appearance of the tanks. Financial Information FUNDING SOURCES Funding Type Fund FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments Oper. Rev. 401 50,000 50,000 50,000 50,000 50,000 250,000 Estimate for new contract - - 50,000 50,000 50,000 50,000 50,000 250,000 PROJECT EXPENSES Activity FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments Construction 50,000 50,000 50,000 50,000 50,000 250,000 Estimate, w/ 2 addt'l tanks - - - - 50,000 50,000 50,000 50,000 50,000 250,000 Note: Totals for funding sources and project expenses must reconcile for each year. 298  REVENUE IMPACT (negative entries indicate a revenue reduction) Category FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments User Fees - No revenue impact Impact Fees - Other - Total - - - - - - OPERATING IMPACT (negative entries indicate a cost reduction) Category FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments Payroll - Operating - Continual maintenence reduces emergency repairs Capital Outlay - Total - - - - - - Project Update/Carry-Over Status: Prior Year Activities Fiscal Year Activities Expense FY 2009-10 Renovated the interior of 500,000 gallon Industrial Park Tank. 23,865 FY 2008-09 Renovated the interior of 200,000 gallon Kenwood Tank. 22,244 FY 2007-08 Renovated the exterior of 500,000 gallon Industrial Park Tank. 22,244 FY 2006-07 Renovated the exterior of 200,000 gallon Kenwood Tank. 22,244 FY 2005-06 Maintenance year 21,006 111,603 Elevated and ground tank at Well #3 299  Capital Improvement Project (CIP) Request Department & Division: Utility Services - Water Distribution CIP #: 5056 New Project Project Update CIP Title: Water Line Replacement Neighborhood: Citywide Investment Objective: Upgrade Service Operational Impact: Revenue/Cost Neutral Objective: Replace substandard water lines 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. Current Year Objectives: N/A Relationship to Community Vision and Council Strategic Plans Vision Plan: Infrastructure Strategic Plan: Community Quality & Infrastructure Justification: Improved water lines will decrease water loss and increase revenues. The new water lines will also increase the level of service for water pressure and fire protection. Financial Information FUNDING SOURCES Funding Type Fund FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments Oper. Rev. 401 99,900 77,250 37,500 64,500 279,150 - - - 99,900 77,250 37,500 64,500 279,150 PROJECT EXPENSES Activity FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments Construction 99,900 99,900 Laurie Dr., Hunter Pl., California Construction 77,250 77,250 Baker Ave., Coral Dr., Irwin Ave. Construction 37,500 37,500 Bayou Woods Dr., Watson Construction 64,500 64,500 Oak St., Stacy Cir., Nebraska Ave. - - 99,900 77,250 37,500 64,500 279,150 Note: Totals for funding sources and project expenses must reconcile for each year. 300  REVENUE IMPACT (negative entries indicate a revenue reduction) Category FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments User Fees - Impact Fees - Other - Total - - - - - - OPERATING IMPACT (negative entries indicate a cost reduction) Category FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments Payroll - Operating - Should marginally reduce maintenance costs Capital Outlay - Total - - - - - - Project Update/Carry-Over Status: Prior Year Activities Fiscal Year Activities Expense FY 2009-10 - FY 2008-09 Kepner Dr. 38,014 FY 2007-08 Highland Ave., Laurie Dr./Gardner Dr. 15,714 FY 2006-07 Highland Ave., Laurie Dr./Gardner Dr. 93,145 FY 2005-06 Reed Pl, Sellers Pl 72,229 219,102 Old line removed and ready for installation of new waterline 301  Capital Improvement Project (CIP) Request Department & Division: Utility Services - Sewer CIP #: 5031 New Project Project Update CIP Title: Pump Station #1 Force Main Upgrades Neighborhood: Citywide Investment Objective: Maintain Service Operational Impact: Revenue/Cost Neutral Objective: Evaluate 30" Force Main from Pump Station No. 1 Scope: In the wastewater field, the service life of force mains is estimated at approximately 25 to 30 years and the existing 30" force main from Pump Station No. 1 to the WWTP has been in service for 30 years. The force main is 7 miles long and consists of ductile iron pipe and prestressed concrete pipe. There is no other alternative route for 95% of the City's wastewater to be routed to the WWTP. It is imperative that a structural analysis be performed on the outside and inside of the existing pipe to determine the condition of the main. It is also imperative to begin the planning for the installation of a new parallel force main to provide an alternative means for conveying the wastewater to the WWTP. This will allow the shutdown of the 30" force main for a structural analysis and enable the City to have a means to handle the wet weather flows. Current Year Objectives: N/A Relationship to Community Vision and Council Strategic Plans Vision Plan: Infrastructure Strategic Plan: Community Quality & Infrastructure Justification: The seven-mile 30" force main provides the only means to convey 95% of the City's wastewater to the WWTP. If this line were to fail, there is no redundant pipeline to transmit the wastewater. Financial Information FUNDING SOURCES Funding Type Fund FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments Debt 401 5,500,000 5,500,000 SRF Funding Debt 401 2,000,000 2,000,000 SRF Funding - - 5,500,000 2,000,000 - - 7,500,000 PROJECT EXPENSES Activity FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments Constr. Mgmt 5,500,000 5,500,000 New Force Main Construction Constr. Mgmt 2,000,000 2,000,000 Structural Analysis of 30" - - - - 5,500,000 2,000,000 - - 7,500,000 Note: Totals for funding sources and project expenses must reconcile for each year. 302  REVENUE IMPACT (negative entries indicate a revenue reduction) Category FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments User Fees - No revenue impact Impact Fees - Other - Total - - - - - - OPERATING IMPACT (negative entries indicate a cost reduction) Category FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments Payroll - Operating - Decrease emergency repairs Capital Outlay - Total - - - - - - Project Update/Carry-Over Status: Staff has discussed a future FDOT project with consultants to replace the Gap Creek Bridge, which would require the relocation of a portion of the 30" force main from Pump Station No. 1. HMM began the preliminary design phase for the force main and pump station improvements. Awaiting determination of SRF funding. Prior Year Activities Fiscal Year Activities Expense FY 2009-10 Preliminary Design Phase 100,000 FY 2008-09 - FY 2007-08 - FY 2006-07 - FY 2005-06 - 100,000 Pump Station #1 is located at the Sanitation Yard on Robinwood 303  Capital Improvement Project (CIP) Request Department & Division: Utility Services - Sewer CIP #: 5032 New Project Project Update CIP Title: Sewer System Rehabilitation Neighborhood: Citywide Investment Objective: Maintain Service Operational Impact: Reduce Cost Objective: Inspect and rehabilitate sewer mains and manholes 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 Relationship to Community Vision and Council Strategic Plans Vision Plan: Infrastructure Strategic Plan: Community Quality & Infrastructure Justification: Improved grouting and lining helps prevent inflow and infiltration and decreases treatment costs, stop-ups, and emergency repairs or sanitary sewer overflows. Financial Information FUNDING SOURCES Funding Type Fund FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments Debt 401 250,000 250,000 SSES Study 2,000,000 2,000,000 System Rehabilitation - - 250,000 2,000,000 - - 2,250,000 PROJECT EXPENSES Activity FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments Plan/Design 250,000 250,000 SSES Study Construction 2,000,000 2,000,000 CIPP, SSMH, & Wet Wells - - - - 250,000 2,000,000 - - 2,250,000 Note: Totals for funding sources and project expenses must reconcile for each year. 304  REVENUE IMPACT (negative entries indicate a revenue reduction) Category FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments User Fees - No revenue impact Impact Fees - Other - Total - - - - - - OPERATING IMPACT (negative entries indicate a cost reduction) Category FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments Payroll - Operating - Decreases emergency repairs Capital Outlay - Total - - - - - - Project Update/Carry-Over Status: Prior Year Activities Fiscal Year Activities Expense FY 2009-10 - FY 2008-09 - FY 2007-08 - FY 2006-07 Root Control/Cinco Bayou Force Main Replacement 272,425 FY 2005-06 Lining in Place/Root Control/Cinco Bayou Force Main Replacement 190,709 463,134 Checking the lines 305  Capital Improvement Project (CIP) Request Department & Division: Utility Services - Sewer CIP #: 5048 New Project Project Update CIP Title: Lift Station Rehabilitation Neighborhood: Citywide Investment Objective: Maintain Service Operational Impact: Revenue/Cost Neutral Objective: Maintain, rehabilitate, and replace sewer lift stations Scope: Due to the flat terrain within the City, the wastewater system contains 44 lift stations to convey wastewater from customers to the two major pump stations for transmission to the Wastewater Treatment Plant. Items included in this project include lining the walls of the wet well with an epoxy-based liner, installing a new access hatch with safety grating, installing a guide rail system with breakaway fittings for easier pump removal, and installing a bypass connection to maintain station operations during repairs and maintenance. Some older lift stations also require relocation and installation of a new wet well, pumps, and piping. Current Year Objectives: Upgrade Lift Station #1 by renovating the wet well and controls and replacing the pumps. Replace Wet Wells and Pumps at Lift Station #8. Relationship to Community Vision and Council Strategic Plans Vision Plan: Infrastructure Strategic Plan: Community Quality & Infrastructure Justification: Lift stations consist of numerous mechanical parts and are always subject to the corrosive hydrogen sulfide common in sewage. Because of this, it is necessary to structurally repair the walls of the wet well, upgrade the pumps, and replace worn valves and piping. Financial Information FUNDING SOURCES Funding Type Fund FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments Oper. Rev. 401 36,000 50,000 35,000 25,000 75,000 221,000 Lift Station Rehabilitation - - 36,000 50,000 35,000 25,000 75,000 221,000 PROJECT EXPENSES Activity FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments Construction 36,000 36,000 LS #1 Upgrade, LS #8 Wet Well & Pumps Construction 50,000 50,000 Lift Station #22 Construction 35,000 35,000 Lift Station #7 Wet Well Construction 25,000 25,000 Lift Station #25 Construction 75,000 75,000 Lift Station #1 Wet Well 36,000 50,000 35,000 25,000 75,000 221,000 Note: Totals for funding sources and project expenses must reconcile for each year. 306  REVENUE IMPACT (negative entries indicate a revenue reduction) Category FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments User Fees - No revenue impact Impact Fees - Other - Total - - - - - - OPERATING IMPACT (negative entries indicate a cost reduction) Category FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments Payroll - Operating - Decreases emergency repairs Capital Outlay - Total - - - - - - Project Update/Carry-Over Status: Staff continued to complete the upgrades to Lift Station No. 3 with the installation of new controls and a new valve box and valve and renovated Lift Station No. 17 Prior Year Activities Fiscal Year Activities Expense FY 2009-10 Lift Station #3/Lift Station #17 25,000 FY 2008-09 Lift Station #17 12,115 FY 2007-08 Lift Station #17/Lift Station #18/Lift Station #27 71,410 FY 2006-07 Lift Station #10/Lift Station #16/Lift Station #25 29,619 FY 2005-06 Lift Station #9/Lift Station #23 45,057 183,201 Lift Station #17 307  Capital Improvement Project (CIP) Request Department & Division: Utility Services - Sewer CIP #: 5065 New Project Project Update CIP Title: Sewer Line Replacement Neighborhood: Ferry Park Investment Objective: Maintain Service Operational Impact: Revenue/Cost Neutral Objective: Replace deteriorating sewer lines Scope: The City maintains over 110 miles of sanitary sewer gravity mains, a large portion of which consists of clay and cast iron pipe. 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 Relationship to Community Vision and Council Strategic Plans Vision Plan: Infrastructure Strategic Plan: Community Quality & Infrastructure Justification: Replacing deteriorating lines through a maintenance program decreases inflow and infiltration, which will reduce the stress on existing lift stations and the wastewater treatment plant and will avoid sanitary sewer overflows. Financial Information FUNDING SOURCES Funding Type Fund FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments Oper. Rev. 401 75,000 75,000 75,000 75,000 300,000 Sewer Line Replacement - - - 75,000 75,000 75,000 75,000 300,000 PROJECT EXPENSES Activity FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments Construction 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. 308  REVENUE IMPACT (negative entries indicate a revenue reduction) Category FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments User Fees - No revenue impact Impact Fees - Other - Total - - - - - - OPERATING IMPACT (negative entries indicate a cost reduction) Category FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments Payroll - Operating - Reduce emergency repairs Capital Outlay - Total - - - - - - Project Update/Carry-Over Status: Prior Year Activities Fiscal Year Activities Expense FY 2009-10 - FY 2008-09 Holmes Blvd - Martisa Rd to Memorial Pkwy 88,108 FY 2007-08 Holmes Blvd - Martisa Rd to Memorial Pkwy 15,354 FY 2006-07 Lula Belle Ln/Okaloosa Rd 161,556 FY 2005-06 Kepner Dr/Holmes Blvd/Martisa Rd 103,091 368,109 Replacing sewer lines on Kepner 309  Capital Improvement Project (CIP) Request Department & Division: Utility Services - Sewer CIP #: 5398 New Project Project Update CIP Title: Sewer System Flow Monitoring Neighborhood: Citywide Investment Objective: Maintain Service Operational Impact: Reduce Cost Objective: Monitor and evaluate inflow and infiltration in vital areas of the sewer collections sytem Scope: Inflow is the direct connection of storm water into the sewer system, which can flood the system. Infiltration is the seepage of groundwater into sewer pipes. This project will entail purchasing software and permanent flow monitors to install within the gravity sewer system at strategic points. The initial purchase will allow staff to monitor the actual dry and wet weather flows in the collection system to determine the portions of the system in need of repair and replacement. This will help to prioritize the sewer replacement and rehabilitation projects. Current Year Objectives: Purchase 10 Flow Monitors as indicated in the Utility Rate Study. Relationship to Community Vision and Council Strategic Plans Vision Plan: Infrastructure Strategic Plan: Community Quality & Infrastructure Justification: High levels of inflow and infiltration (I/I) can significantly increase the flows within the system. Areas experiencing high levels of I/I can be prioritized for rehabilitation or replacement projects. Staff will evaluate the results of the monitoring in order to make future recommendations for system upgrades. Financial Information FUNDING SOURCES Funding Type Fund FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments Oper. Rev. 401 50,000 50,000 Purchase Flow Monitoring Equip. - - 50,000 - - - - 50,000 PROJECT EXPENSES Activity FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments Other 50,000 50,000 Flow Monitoring Equipment - - - - 50,000 - - - - 50,000 Note: Totals for funding sources and project expenses must reconcile for each year. 310  REVENUE IMPACT (negative entries indicate a revenue reduction) Category FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments User Fees - No revenue impact Impact Fees - Other - Total - - - - - - OPERATING IMPACT (negative entries indicate a cost reduction) Category FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments Payroll - Operating - Decrease the number of emergency repairs Capital Outlay - Total - - - - - - Project Update/Carry-Over Status: N/A Prior Year Activities Fiscal Year Activities Expense FY 2009-10 - FY 2008-09 - FY 2007-08 - FY 2006-07 - FY 2005-06 - - Lift Station #1 311  Capital Improvement Project (CIP) Request Department & Division: Utility Services - Sewer CIP #: 5421 New Project Project Update CIP Title: Hurlburt Field WWTP Reuse Water System Neighborhood: Citywide Investment Objective: Expand Service Operational Impact: Increase Revenue Objective: Install a reuse water line from Hurlburt AFB to Beal Memorial Cemetery Scope: This project began as a partnership between Hurlburt Field and the City to install over 30,000 linear feet of reuse water main from the Hurlburt Field wastewater treatment plant through the City's Industrial Park and connecting to Tank No. 3 and the Beal Memorial Cemetery. This partnership project was the first of its kind in the nation . Funding for the first phase of this project has been received from the Florida Defense Infrastructure Grant (FDIG) Program and allowed for the installation of 11,500 LF of new 12" ductile iron reuse main from the Hurlburt WWTP to the western end of Lovejoy Road. The remaining 20,000 LF will be installed through the Industrial Park area and eventually to Tank No. 3 and the Beal Memorial Cemetery. Current Year Objectives: N/A Relationship to Community Vision and Council Strategic Plans Vision Plan: Infrastructure Strategic Plan: Effective & Efficient Services Justification: The City is located in a Water Resource Cautionary area as designated by the NWFWMD. Because of this, the City is no longer allowed to issue irrigation meters. The reuse water system would allow customers to utilize the reuse water from Hurlburt's WWTP for numerous purposes, reducing the impact on the Floridan Aquifer. The uses include irrigation, process water, fire protection, etc. Once the system is completed, a rate structure will need to be developed similar to the water and wastewater user rates. Financial Information FUNDING SOURCES Funding Type Fund FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments Debt 401 2,250,000 2,250,000 Clean Water SRF Funding Oper. Rev. 401 175,000 175,000 175,000 175,000 700,000 Annual SRF Debt Service - - 2,425,000 175,000 175,000 175,000 2,950,000 PROJECT EXPENSES Activity FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments Construction 2,250,000 2,250,000 20,000 L.F. of 12" Reuse Main Other 175,000 175,000 175,000 175,000 700,000 Annual SRF Debt Service - - - - 2,425,000 175,000 175,000 175,000 2,950,000 Note: Totals for funding sources and project expenses must reconcile for each year. 312  REVENUE IMPACT (negative entries indicate a revenue reduction) Category FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments User Fees 30,000 50,000 50,000 130,000 Reuse water user fee Impact Fees - Other - Total - - 30,000 50,000 50,000 130,000 OPERATING IMPACT (negative entries indicate a cost reduction) Category FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments Payroll - Operating 1,200 1,200 1,200 3,600 Maintenance Capital Outlay - Total - - 1,200 1,200 1,200 3,600 Project Update/Carry-Over Status: Staff applied for an FDEP SRF loan and FDIG grant. Prior Year Activities Fiscal Year Activities Expense FY 2009-10 - FY 2008-09 - FY 2007-08 - FY 2006-07 Hurlburt WWTP to West End of Lovejoy Road 1,091,482 FY 2005-06 Engineering, drawings, construction admin 12,177 1,103,659 Reclaimed water storage tank at the Golf Club 313  Capital Improvement Project (CIP) Request Department & Division: Utility Services - Sewer CIP #: 5423 New Project Project Update CIP Title: Pump Station Maintenance Neighborhood: Citywide Investment Objective: Maintain Service Operational Impact: Revenue/Cost Neutral Objective: Maintain optimum operation of major pump stations Scope: This project serves to provide the equipment and materials necessary to repair and maintain Pump Stations No. 1 and No. 2, which serve to convey almost 100% of the City's wastewater to the WWTP. Pump Station No. 1 contains three 185 hp pumps and two spare pumps. Pump Station No. 2 contains two 50 hp pumps. The maintenance of these pump stations is an ongoing project and the purchase of the materials needed to maintain the stations takes months to obtain and install. The annual maintenance of these stations ensures the safe and efficient operation of both pump stations. Current Year Objectives: Replace flow meters at Pump Stations #1 & #2. This CIP also serves to purchase spare parts for the pumps and equipment at Pump Station No. 1 and No. 2. Relationship to Community Vision and Council Strategic Plans Vision Plan: Infrastructure (reference p. 3-6 FY 2007-08 Budget Manual for explanation of each plan) Strategic Plan: Community Quality & Infrastructure Justification: Annual maintenance ensures the safe and efficient operation of both pump stations. This project provides the means and materials to ensure the proper maintenance and upkeep of both stations. Financial Information FUNDING SOURCES Funding Type Fund FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments Oper. Rev. 401 40,000 50,000 50,000 50,000 50,000 240,000 - - 40,000 50,000 50,000 50,000 50,000 240,000 PROJECT EXPENSES Activity FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments Other 20,000 20,000 Replace PS #1 & #2 Flow Meters Other 20,000 50,000 50,000 50,000 50,000 220,000 PS #1 & #2 Spare Parts - - - 40,000 50,000 50,000 50,000 50,000 240,000 Note: Totals for funding sources and project expenses must reconcile for each year. 314  REVENUE IMPACT (negative entries indicate a revenue reduction) Category FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments User Fees - No revenue impact Impact Fees - Other - Total - - - - - - OPERATING IMPACT (negative entries indicate a cost reduction) Category FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments Payroll - Operating - Reduces emergency repairs Capital Outlay - Total - - - - - - Project Update/Carry-Over Status: Prior Year Activities Fiscal Year Activities Expense FY 2009-10 Pump Station Spare Parts 30,000 FY 2008-09 Pump Station #2 Rehabilitation 156,441 FY 2007-08 Pump Station #2 Rehabilitation 107 FY 2006-07 Purchase Spare Pump for Pump Station #2 5,579 FY 2005-06 Rebuild Existing Pump/Rehab MH#799 48,955 241,082 Pump Station #2 315  Capital Improvement Project (CIP) Request Department & Division: Recreation & Cultural Services - Golf CIP #: 5037 New Project Project Update CIP Title: Irrigation Improvements Neighborhood: Kenwood Investment Objective: Maintain Service Operational Impact: Revenue/Cost Neutral Objective: Replace aging and inadequate irrigation system on the Pines golf course. 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. Current Year Objectives: n/a Relationship to Community Vision and Council Strategic Plans Vision Plan: Land Use Strategic Plan: Effective & Efficient Services Justification: The current irrigation system was installed around 1967 with a life span of 40 years. Inadequate pipe size, old rusting galvanized pipe, problems with isolation valves, poor head spacing, and lack of water coverage are some of the many problems from this antiquated system. Our current irrigation system is not adequate to produce the quality playing conditions people demand. Financial Information FUNDING SOURCES Funding Type Fund FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments Oper. Rev. 404 1,000,000 1,000,000 - - - - - - 1,000,000 1,000,000 PROJECT EXPENSES Activity FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments Construction 1,000,000 1,000,000 Contract Work - - - - - - - - 1,000,000 1,000,000 Note: Totals for funding sources and project expenses must reconcile for each year. 316  REVENUE IMPACT (negative entries indicate a revenue reduction) Category FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments User Fees (400,000) (400,000) Revenue decrease while course closed for repairs Impact Fees - Other - Total - - - - (400,000) (400,000) OPERATING IMPACT (negative entries indicate a cost reduction) Category FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments Payroll - Operating - Should be neutral Capital Outlay - Total - - - - - - Project Update/Carry-Over Status: N/A Prior Year Activities Fiscal Year Activities Expense FY 2009-10 - FY 2008-09 - FY 2007-08 - FY 2006-07 - FY 2005-06 - - Pines Course 317  Capital Improvement Project (CIP) Request Department & Division: Recreation & Cultural Services - Golf CIP #: 5038 New Project Project Update CIP Title: Cart Path Development Neighborhood: Kenwood Investment Objective: Expand Service Operational Impact: Increase Cost Objective: Reduce turf compaction and bare turf and allow cart use after inclement weather. Scope: Install approximately 2,600 feet of 7' wide concrete cart path annually. The locations depend on an evalutation of current path conditions and the need for new paths in high use areas. Current Year Objectives: N/A Relationship to Community Vision and Council Strategic Plans Vision Plan: Land Use Strategic Plan: Effective & Efficient Services Justification: Unsightly conditions result from golf cart damage in concentrated areas of the golf courses. Cart paths allow cart traffic after inclement weather, thereby increasing revenue and the general appearance of the courses. While additional paths increase cart revenues, the overall costs to inspect, maintain, clean, and repair increase by about 60 man-hours per month or $1,200. Financial Information FUNDING SOURCES Funding Type Fund FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments Oper. Rev. 404 20,000 20,000 20,000 20,000 80,000 - - - 20,000 20,000 20,000 20,000 80,000 PROJECT EXPENSES Activity FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments Construction 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. 318  REVENUE IMPACT (negative entries indicate a revenue reduction) Category FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments User Fees 1,000 1,000 1,000 1,000 4,000 Able to resume play earlier after inclement weather Impact Fees - Other - Total - 1,000 1,000 1,000 1,000 4,000 OPERATING IMPACT (negative entries indicate a cost reduction) Category FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments Payroll - Operating 500 500 500 500 2,000 Path maintenance Capital Outlay - Total - 500 500 500 500 2,000 Project Update/Carry-Over Status: Not funded in recent years due to fiscal constraints. Prior Year Activities Fiscal Year Activities Expense FY 2009-10 - FY 2008-09 Cart Path Construction 10,533 FY 2007-08 Cart Path Construction 21,238 FY 2006-07 Cart Path Construction 10,944 FY 2005-06 - 42,715 This shows the extended cart path at #3 Oaks 319  Capital Improvement Project (CIP) Request Department & Division: Recreation & Cultural Services - Golf CIP #: 5039 New Project Project Update CIP Title: Bulkhead Replacement Neighborhood: Kenwood Investment Objective: Maintain Service Operational Impact: Reduce Cost Objective: Replace Deteriorating Bulkheads Scope: Bulkheads direct water flow and protect course conditions by preventing erosion. Current Year Objectives: n/a Relationship to Community Vision and Council Strategic Plans Vision Plan: Land Use Strategic Plan: Effective & Efficient Services 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. Financial Information FUNDING SOURCES Funding Type Fund FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments Oper. Rev. 404 75,000 75,000 - - - - 75,000 - - 75,000 PROJECT EXPENSES Activity FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments Construction 75,000 75,000 Oaks from Bridge #3 to #6 Tee - - - - - - 75,000 - - 75,000 Note: Totals for funding sources and project expenses must reconcile for each year. 320  REVENUE IMPACT (negative entries indicate a revenue reduction) Category FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments User Fees - No revenue impact Impact Fees - Other - Total - - - - - - OPERATING IMPACT (negative entries indicate a cost reduction) Category FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments Payroll - Operating (1,500) (1,500) (3,000) Maintenance should decrease Capital Outlay - Total - - - (1,500) (1,500) (3,000) Project Update/Carry-Over Status: n/a Prior Year Activities Fiscal Year Activities Expense FY 2009-10 - FY 2008-09 - FY 2007-08 - FY 2006-07 #11 Oaks bridge & Bulk Head and Tee #6 on west side of canals 47,542 FY 2005-06 - 47,542 Example of bulkhead 321  Capital Improvement Project (CIP) Request Department & Division: Recreation & Cultural Services - Golf CIP #: 5066 New Project Project Update CIP Title: Storage Building Neighborhood: Kenwood Investment Objective: Upgrade Service Operational Impact: Increase Cost Objective: Construct a new storage building for equipment and fertilizer/chemicals. Scope: This plan is to design a new storage building which will include areas for equipment storage, small tool storage, fertilizer/seed storage, and a mechanic work area. This will provide protection from the elements and keep the equipment and materials in better condition for longer use. This design also includes a chemical storage building and sprayer mix/load area that will meet DEP and Department of Agriculture regulations for the safe storage of chemicals and fertilizers. The 50'x100' building will be located at the maintenance parking lot on the Oaks Course. Current Year Objectives: n/a Relationship to Community Vision and Council Strategic Plans Vision Plan: Environmental Resources Strategic Plan: Effective & Efficient Services Justification: Currently, very expensive golf course maintenance machinery is stored in very limited shelter or outside exposed to the elements. This is greatly reducing the lifespan of the equipment and does not provide a proper work environment for mechanics to do repairs and preventive maintenance on equipment. Improvements are also needed to meeting DEP standards for chemical storage. Financial Information FUNDING SOURCES Funding Type Fund FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments Oper. Rev. 404 415,000 415,000 - - - - - 415,000 - 415,000 PROJECT EXPENSES Activity FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments Plan/Design 15,000 15,000 Construction 400,000 400,000 - - - - - - 415,000 - 415,000 Note: Totals for funding sources and project expenses must reconcile for each year. 322  REVENUE IMPACT (negative entries indicate a revenue reduction) Category FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments User Fees - No revenue impact Impact Fees - Other - Total - - - - - - OPERATING IMPACT (negative entries indicate a cost reduction) Category FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments Payroll - Operating - Incr. utilities offset by less equip. maintenance Capital Outlay - Total - - - - - - Project Update/Carry-Over Status: N/A Prior Year Activities Fiscal Year Activities Expense FY 2009-10 - FY 2008-09 - FY 2007-08 - FY 2006-07 - FY 2005-06 - - Proposed site of storage buildings 323  Capital Improvement Project (CIP) Request Department & Division: Engineering Services - Facilities CIP #: 5082 New Project Project Update CIP Title: HVAC Improvements Neighborhood: Citywide Investment Objective: Maintain Service Operational Impact: Reduce Cost Objective: Improve efficiency and life expectancy of HVAC units. Scope: Staff, in conjunction with an independent consultant, has identified several problems with HVAC systems at multiple City facilities. The scope of this CIP is to take steps to correct these deficiencies to ensure no unscheduled major repairs and or replacements, and to improve the efficiency and life expectancy of the units. Current Year Objectives: The current year objective is to address the areas of greatest concern to extend the life of the equipment and improve the efficiency. Relationship to Community Vision and Council Strategic Plans Vision Plan: Government Relations Strategic Plan: Effective & Efficient Services Justification: The Facilities department conducted an assessment of all HVAC systems in City facilities. As a result of the inspections performed several of the units were identified for correction or replacement. Some of these items, if not corrected, will potentially cease to perform their designed task and cause outages at the different City Facilities. The remaining items, if not corrected do not allow the units to perform at their maximum potential resulting in inflated energy costs and shortened life expectancy. Financial Information FUNDING SOURCES Funding Type Fund FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments Oper. Rev. 404 14,000 14,000 - - 14,000 - - - - 14,000 PROJECT EXPENSES Activity FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments Construction 14,000 14,000 Golf Clubhouse Makeup air system - - - - 14,000 - - - - 14,000 Note: Totals for funding sources and project expenses must reconcile for each year. 324  REVENUE IMPACT (negative entries indicate a revenue reduction) Category FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments User Fees - No revenue impact Impact Fees - Other - Total - - - - - - OPERATING IMPACT (negative entries indicate a cost reduction) Category FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments Payroll - Operating - Capital Outlay - Total - - - - - - Project Update/Carry-Over Status: Prior Year Activities Fiscal Year Activities Expense FY 2009-10 - FY 2008-09 FY 2007-08 FY 2006-07 FY 2005-06 - HVAC System at Golf Clubhouse 325  Capital Improvement Project (CIP) Request Department & Division: Recreation & Cultural Services - Golf CIP #: 5112 New Project Project Update CIP Title: Golf Pond Liner Neighborhood: Kenwood Investment Objective: Maintain Service Operational Impact: Revenue/Cost Neutral Objective: Replace existing pond liner Scope: Contractor will pump water out of pond at #12 Oaks course, remove old lake liner, and install new one per specifications. Work would be put out for competitive bid. Current Year Objectives: n/a Relationship to Community Vision and Council Strategic Plans Vision Plan: Land Use Strategic Plan: Effective & Efficient Services Justification: The pond at #12 Oaks course is unsightly and because of low water levels, due to leaking, many weeds grow in the pond. Financial Information FUNDING SOURCES Funding Type Fund FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments Oper. Rev. 404 50,000 50,000 - - - - - 50,000 - 50,000 PROJECT EXPENSES Activity FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments Construction 50,000 50,000 - - - - - - - 50,000 - 50,000 Note: Totals for funding sources and project expenses must reconcile for each year. 326  REVENUE IMPACT (negative entries indicate a revenue reduction) Category FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments User Fees - No revenue impact Impact Fees - Other - Total - - - - - - OPERATING IMPACT (negative entries indicate a cost reduction) Category FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments Payroll - Operating - No expense impact Capital Outlay - Total - - - - - - Project Update/Carry-Over Status: N/A Prior Year Activities Fiscal Year Activities Expense FY 2009-10 - FY 2008-09 - FY 2007-08 - FY 2006-07 - FY 2005-06 - - An example of a pond liner in disrepair 327  Capital Improvement Project (CIP) Request Department & Division: Engineering Services - Stormwater CIP #: 5019 New Project Project Update CIP Title: Stormwater Infrastructure Improvements Neighborhood: Citywide Investment Objective: Upgrade Service Operational Impact: Revenue/Cost Neutral Objective: Replace/improve stormwater infrastructure Scope: This continuous program involves the replacement or improvement of stormwater infrastructure to help ensure the health and safety of the Citizens of Fort Walton Beach. The program 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 Relationship to Community Vision and Council Strategic Plans Vision Plan: Infrastructure Strategic Plan: Community Quality & Infrastructure Justification: Replacing/Improving stormwater infrastructure ensures the proper water quantitiy and quality of stormwater runoff, thereby protecting the health and safety of the Citizens of Fort Walton Beach. Financial Information FUNDING SOURCES Funding Type Fund FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments Oper. Rev. 405 100,000 100,000 400,000 475,000 1,075,000 - - - 100,000 100,000 400,000 475,000 1,075,000 PROJECT EXPENSES Activity FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments Construction 100,000 100,000 200,000 Corrugated Metal Pipe Construction 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. 328  REVENUE IMPACT (negative entries indicate a revenue reduction) Category FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments User Fees - No revenue impact Impact Fees - Other - Total - - - - - - OPERATING IMPACT (negative entries indicate a cost reduction) Category FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments Payroll - Operating - Reduces the need for emergency repairs Capital Outlay - Total - - - - - - Project Update/Carry-Over Status: Prior Year Activities Fiscal Year Activities Expense FY 2009-10 - FY 2008-09 - FY 2007-08 - FY 2006-07 - FY 2005-06 - - Caption Deteriorating storm drain 329  Capital Improvement Project (CIP) Request Department & Division: Engineering Services - Streets CIP #: 5061 New Project Project Update CIP Title: Butler Drive Improvements Neighborhood: W.E. Combs Investment Objectives: Upgrade Service Operational Impact: Increase Cost Objective: Paving and drainage improvements Scope: Butler Drive was dedicated to the City in 1961 and is one of the few remaining unpaved City streets. This project includes laying drainage pipe; grading, building a road base, and asphalt pavement; and installing curb and gutter. Current Year Objectives: To complete the final design of the drainage and proceed with the construction phase of the project. Relationship to Community Vision and Council Strategic Plans Vision Plan: Transportation Strategic Plan: Community Quality & Infrastructure Justification: Butler Drive is one of the few remaining unpaved City streets and the property is now 90% developed. Financial Information FUNDING SOURCES Funding Type Fund FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments Oper. Rev. 405 15,000 15,000 - - 15,000 - - - - 15,000 PROJECT EXPENSES Activity FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments Construction 15,000 15,000 Storm Drain - - - - 15,000 - - - - 15,000 Note: Totals for funding sources and project expenses must reconcile for each year. 330  REVENUE IMPACT (negative entries indicate a revenue reduction) Category FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments User Fees - Impact Fees - Other - Total - - - - - - OPERATING IMPACT (negative entries indicate a cost reduction) Category FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments Payroll - Operating - Capital Outlay - Total - - - - - - Project Update/Carry-Over Status: Prior Year Activities Fiscal Year Activities Expense FY 2009-10 - FY 2008-09 - FY 2007-08 - FY 2006-07 - FY 2005-06 - - Butler Drive 331  Capital Improvement Project (CIP) Request Department & Division: Engineering Services - Streets CIP #: 5319 New Project Project Update CIP Title: Howell Drive Improvements Neighborhood: South Bayou Investment Objective: Upgrade Service Operational Impact: Increase Cost Objective: Paving and drainage improvements Scope: Howell Drive was dedicated to the City in 1949 and is one of the few remaining unpaved City streets. This project includes laying drainage pipe; grading, building a road base, and asphalt pavement; and installing curb and gutter. Current Year Objectives: To complete the final design of the drainage and proceed with the construction phase of the project. Relationship to Community Vision and Council Strategic Plans Vision Plan: Transportation Strategic Plan: Community Quality & Infrastructure Justification: Howell Drive is one of the few remaining unpaved City streets and the property is now 100% developed. Financial Information FUNDING SOURCES Funding Type Fund FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments Oper. Rev. 405 7,500 7,500 - - 7,500 - - - - 7,500 PROJECT EXPENSES Activity FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments Construction 7,500 7,500 Storm Drain - - - - 7,500 - - - - 7,500 Note: Totals for funding sources and project expenses must reconcile for each year. 332  REVENUE IMPACT (negative entries indicate a revenue reduction) Category FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments User Fees - Impact Fees - Other - Total - - - - - - OPERATING IMPACT (negative entries indicate a cost reduction) Category FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments Payroll - Operating - Capital Outlay - Total - - - - - - Project Update/Carry-Over Status: Prior Year Activities Fiscal Year Activities Expense FY 2009-10 - FY 2008-09 - FY 2007-08 - FY 2006-07 - FY 2005-06 - - Howell Drive 333  Capital Improvement Project (CIP) Request Department & Division: Engineering Services - Stormwater CIP #: 5403 New Project Project Update CIP Title: Water Quality Initiative Neighborhood: Citywide Investment Objective: Upgrade Service Operational Impact: Revenue/Cost Neutral Objective: Improve water quality of the bay and sound Scope: This initiative takes a proactive approach to eliminating potential sources of pollution entering local bodies of water like Choctawhatchee Bay, Santa Rosa Sound, and Cinco Bayou. The project also helps keep the City in compliance with the State mandated National Pollutant Discharge Elimination System Phase II permit requirements. The project will be accomplished by the installation of stormwater pollutant separators, with work including design, engineering, surveying, labor, and perpetual maintenance. Current Year Objectives: n/a Relationship to Community Vision and Council Strategic Plans Vision Plan: Environmental Resources Strategic Plan: Community Quality & Infrastructure Justification: This project is designed to address deteriorating water quality conditions in and around the coastal areas of the City in compliance with the City Council adopted 6-point Water Quality Initiative. Financial Information FUNDING SOURCES Funding Type Fund FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments Oper. Rev. 405 25,000 25,000 25,000 25,000 100,000 - - - 25,000 25,000 25,000 25,000 100,000 PROJECT EXPENSES Activity FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments Plan/Design 2,500 2,500 2,500 2,500 10,000 Engineering Design Constr. Mgmt 22,500 22,500 22,500 22,500 90,000 Construction Administration - - - - 25,000 25,000 25,000 25,000 100,000 Note: Totals for funding sources and project expenses must reconcile for each year. 334  REVENUE IMPACT (negative entries indicate a revenue reduction) Category FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments User Fees - No revenue impact Impact Fees - Other - Total - - - - - - OPERATING IMPACT (negative entries indicate a cost reduction) Category FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments Payroll - Operating - Minor maintenance Capital Outlay - Total - - - - - - Project Update/Carry-Over Status: Funded in Utilities Fund prior to FY 2008-09. Prior Year Activities Fiscal Year Activities Expense FY 2009-10 - FY 2008-09 - FY 2007-08 Liza Jackson, Stencils, Permit 34,510 FY 2006-07 Water Quality Control Measures Bass Lake, Nature Trail/ Eagle Scout Project, Nitrate Study Golf Course 13,562 FY 2005-06 Educational Awareness 2,105 50,177 Choctawhatchee Bay 335  Capital Improvement Project (CIP) Request Department & Division: Utility Services - Stormwater CIP #: 5415 New Project Project Update CIP Title: Stormwater Master Plan Neighborhood: Citywide Investment Objective: Upgrade Service Operational Impact: Revenue/Cost Neutral Objective: Develop a Stormwater Master Plan to Prioritize Projects and Set Future Budgets Scope: With the implementation of a new Stormwater Utility, it is a necessity to hire an engineering consultant to complete a system-wide Stormwater Master Plan. The Master Plan will evaluate the entire stormwater infrastructure system by creating a computerized hydraulic model of the system to simulate the condition of the system under numerous rainfall events. The results of the model will allow the City to develop a "master" project list and prioritize the projects in order to set future project budgets. The Master Plan will also address future expansions, BMPs, and water quality issues related to the NPDES program mandated by the FDEP. The scope also includes the purchase of a hydraulic modeling software package to maintain the model created by the consultant. Current Year Objectives: Develop a comprehensive stormwater master plan to identify and prioritize future capital improvement projects. Relationship to Community Vision and Council Strategic Plans Vision Plan: Environmental Resources Strategic Plan: Community Quality & Infrastructure Justification: With the creation of the Stormwater Utility, a master plan is essential in assuring that the revenues collected are used properly in maintaining and upgrading the existing stormwater infrastructure. The hydraulic model that is created will allow the City to determine and certify those areas that are in need to repair or replacement. A prioritized list of projects will be generated from the master plan process and will allow the City to develop future CIP budgets. Financial Information FUNDING SOURCES Funding Type Fund FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments Oper. Rev. 405 138,206 138,206 - - 138,206 - - - - 138,206 PROJECT EXPENSES Activity FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments Plan/Design 138,206 138,206 Develop Stormwater Master Plan - - - - 138,206 - - - - 138,206 Note: Totals for funding sources and project expenses must reconcile for each year. 336  REVENUE IMPACT (negative entries indicate a revenue reduction) Category FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments User Fees - No revenue impact Impact Fees - Other - Total - - - - - - OPERATING IMPACT (negative entries indicate a cost reduction) Category FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 5-Year Total Comments Payroll - Operating - Capital Outlay - Total - - - - - - Project Update/Carry-Over Status: $100K "seed money" budgeted in FY 2009-10. Prior Year Activities Fiscal Year Activities Expense FY 2009-10 - FY 2008-09 - FY 2007-08 - FY 2006-07 - FY 2005-06 - - Stormwater Flooding 337  City of Fort Walton Beach Neighborhoods KENWOOD SOUTH BAYOU GARNIERS BEACH W.E. COMBS NORTHWEST OAKLAND FERRY PARK BEAL SEABREEZE PARKWAY ELLIOTT'S POINT EAST MIRACLE STRIP 338  CITY OF FORT WALTON BEACH, FL Five-Year Capital Improvements Program by Vision Plan & Neighborhood FY 2009-10 through FY 2014-15 East Miracle Elliott's Garnier's South W.E. Vision Plan Goal Beal Pkwy Strip Point Ferry Park Beach Kenwood North-West Oakland Sea-breeze Bayou Combs Total Economic Development 335,000 165,000 - - - - - - - - - 500,000 Environmental Resources 39,838 39,836 39,838 39,839 39,838 439,838 1,514,834 39,834 39,839 39,838 1,989,834 4,263,206 Government Relations 37,826 37,826 37,826 37,826 37,823 61,420 37,826 101,826 37,844 37,826 37,823 503,692 Infrastructure 989,993 1,179,501 1,036,510 1,243,910 989,993 1,029,999 1,103,765 1,049,999 1,090,495 1,015,494 1,049,992 11,779,650 Land Use 2,273 52,273 2,273 37,273 2,273 1,622,273 267,273 477,273 49,773 2,273 2,270 2,517,500 Neighborhoods 2,099,500 82,500 - - - - - - - - - 2,182,000 Public Safety 71,817 71,816 71,818 71,818 71,818 71,823 71,818 71,818 71,818 71,818 71,818 790,000 2,419,305 481,495 72,500 60,004 59,992 78,750 88,654 135,004 80,104 95,000 109,992 339 Transportation 3,680,800 Total 5,995,552 2,110,247 1,260,765 1,490,670 1,201,737 3,304,103 3,084,170 1,875,754 1,369,873 1,262,249 3,261,729 26,216,848  CITY OF FORT WALTON BEACH, FL Five-Year Capital Improvements Program by Vision Plan & Neighborhood FY 2010-11 Budget East Miracle Elliott's Garnier's North- Sea- South W.E. CIP# Project Name Beal Pkwy Strip Point Ferry Park Beach Kenwood West Oakland breeze Bayou Combs Total Economic Development 5608 Economic Incentive Program 335,000 165,000 - - - - - - - - - 500,000 Environmental Resources 5415 Stormwater Master Plan 12,564 12,564 12,564 12,565 12,564 12,564 12,564 12,564 12,565 12,564 12,564 138,206 Government Relations 5074 City Hall Improvements 2,736 2,736 2,736 2,736 2,735 2,734 2,736 2,736 2,736 2,736 2,735 30,092 5082 HVAC Improvements 2,364 2,364 2,364 2,364 2,363 16,362 2,364 2,364 2,364 2,364 2,363 40,000 Infrastructure 5026 Water Well Maintenance - - - - - - - 20,000 - - 20,000 40,000 5045 Water Tank Maintenance 4,545 4,545 4,546 4,546 4,545 4,546 4,546 4,546 4,545 4,545 4,545 50,000 5048 Lift Station Rehabilitation - - - 36,000 - - - - - - - 36,000 5114 GIS Asset Management 4,545 4,546 4,546 4,546 4,545 4,545 4,545 4,545 4,546 4,546 4,545 50,000 5398 Sewer System Flow Monitoring 4,545 4,545 4,546 4,546 4,545 4,546 4,546 4,546 4,545 4,545 4,545 50,000 5423 Pump Station Maintenance 3,636 3,636 3,637 3,637 3,636 3,636 3,637 3,636 3,637 3,636 3,636 40,000 Land Use 340 5072 Ferry Park Improvements - - - 35,000 - - - - - - - 35,000 5117 Hedrick Center Improvements - - - - - - - 100,000 - - - 100,000 5118 Heritage Park Improvements - 50,000 - - - - - - - - - 50,000 Neighborhoods 5606 Nuisance Abatement 33,500 16,500 - - - - - - - - - 50,000 5607 Soundside Development 2,000,000 - - - - - - - - - - 2,000,000 Public Safety none - - - - - - - - - - - - Transportation 5018 Pavement Improvement Program 95,455 54,545 12,500 - - 18,750 18,750 75,000 - - - 275,000 5061 Butler Drive - - - - - - - - - - 50,000 50,000 5306 Sidewalk Improvements 28,350 9,450 - - - - - - - - - 37,800 5319 Howell Drive Improvements - - - - - - - - - 35,000 - 35,000 TOTAL IMPROVEMENTS 2,527,240 330,431 47,439 105,940 34,933 67,683 53,688 229,937 34,938 69,936 104,933 3,607,098  CITY OF FORT WALTON BEACH, FL Five-Year Capital Improvements Program by Vision Plan & Neighborhood FY 2011-12 East Miracle Elliott's Garnier's North- Sea- South W.E. CIP# Project Name Beal Pkwy Strip Point Ferry Park Beach Kenwood West Oakland breeze Bayou Combs Total Economic Development none - - - - - - - - - - - - Environmental Resources 5019 Stormwater Infrastructure 9,091 9,090 9,091 9,091 9,091 9,091 9,091 9,091 9,091 9,091 9,091 100,000 5403 Water Quality Initiative 2,273 2,273 2,273 2,273 2,273 2,273 2,272 2,272 2,273 2,273 2,272 25,000 5421 Reuse Water System - - - - - - 1,212,500 - - - 1,212,500 2,425,000 Government Relations 5082 HVAC Improvements 3,182 3,182 3,182 3,182 3,181 3,180 3,182 3,182 3,184 3,182 3,181 35,000 5147 Facilities Maintenance Building 909 909 909 909 909 909 909 909 910 909 909 10,000 Infrastructure 5026 Water Well Maintenance - - - - - - - 40,000 - - - 40,000 5031 Pump Station #1 Upgrade 500,000 500,000 500,000 500,000 500,000 500,000 500,000 500,000 500,000 500,000 500,000 5,500,000 5032 Sewer System Rehabilitation 22,727 22,727 22,728 22,728 22,727 22,728 22,727 22,727 22,727 22,727 22,727 250,000 5045 Water Tank Maintenance 4,545 4,545 4,546 4,546 4,545 4,546 4,546 4,546 4,545 4,545 4,545 50,000 5048 Lift Station Rehabilitation - - - - - - 50,000 - - - - 50,000 5056 Water Line Replacement - 50,000 - 99,900 - - - - - - - 149,900 5065 Sewer Line Replacement 6,818 58,818 6,818 6,818 6,818 6,818 6,819 6,819 6,818 6,818 6,818 127,000 5114 GIS Asset Management 4,545 4,546 4,546 4,546 4,545 4,545 4,545 4,545 4,546 4,546 4,545 50,000 341 5423 Pump Station Maintenance 4,545 4,546 4,546 4,546 4,545 4,545 4,545 4,545 4,546 4,546 4,545 50,000 Land Use 5038 Golf Cart Path Development - - - - - 20,000 - - - - - 20,000 5117 Hedrick Center Improvements - - - - - - - 250,000 - - - 250,000 5323 Beal Cemetery Improvements 2,273 2,273 2,273 2,273 2,273 2,273 2,273 2,273 2,273 2,273 2,270 25,000 Neighborhoods none - - - - - - - - - - - - Public Safety none - - - - - - - - - - - - Transportation 5018 Pavement Improvement Program 81,364 41,364 11,364 11,364 11,362 11,364 11,364 11,364 11,364 11,364 11,362 225,000 5306 Sidewalk Improvement Program 3,636 3,636 3,636 3,637 3,636 3,636 3,637 3,637 3,637 3,636 3,636 40,000 5317 LED Street Name Signs 25,000 - - - - - 9,900 - 20,100 - - 55,000 5488 Eglin Parkway Streetscape 150,000 50,000 - - - - - - - - - 200,000 5494 Beal Parkway Neighborhood Plan 475,000 - - - - - - - - - - 475,000 TOTAL IMPROVEMENTS 1,295,908 757,909 575,912 675,813 575,905 595,908 1,848,310 865,910 596,014 575,910 1,788,401 10,151,900  CITY OF FORT WALTON BEACH, FL Five-Year Capital Improvements Program by Vision Plan & Neighborhood FY 2012-13 East Miracle Elliott's Garnier's North- Sea- South W.E. CIP# Project Name Beal Pkwy Strip Point Ferry Park Beach Kenwood West Oakland breeze Bayou Combs Total Economic Development none - - - - - - - - - - - - Environmental Resources 5019 Stormwater Infrastructure 9,091 9,090 9,091 9,091 9,091 9,091 9,091 9,091 9,091 9,091 9,091 100,000 5403 Water Quality Initiative 2,273 2,273 2,273 2,273 2,273 2,273 2,272 2,272 2,273 2,273 2,272 25,000 5421 Hurlburt Field Reuse System - - - - - - 87,500 - - - 87,500 175,000 Government Relations 5074 City Hall Renovation 13,636 13,636 13,636 13,636 13,636 13,636 13,636 13,636 13,640 13,636 13,636 150,000 5082 HVAC Improvements - - - - - - - 64,000 - - - 64,000 5147 Facilities Maintenance Building 3,636 3,636 3,636 3,636 3,636 3,636 3,636 3,636 3,640 3,636 3,636 40,000 Infrastructure 5026 Water Well Maintenance - - - - - - - - - - 40,000 40,000 5031 Pump Station #1 Upgrade 181,819 181,819 181,818 181,818 181,818 181,818 181,818 181,818 181,818 181,818 181,818 2,000,000 5032 Sewer System Rehabilitation 181,818 181,818 181,819 181,819 181,818 181,818 181,818 181,818 181,818 181,818 181,818 2,000,000 5045 Water Tank Maintenance 4,545 4,545 4,546 4,546 4,545 4,546 4,546 4,546 4,545 4,545 4,545 50,000 5048 Lift Station Rehabilitation - - - 35,000 - - - - - - - 35,000 5056 Water Line Replacement - 32,500 - - - - 26,265 - 25,493 25,493 - 109,750 5065 Sewer Line Replacement 6,818 61,818 6,818 6,818 6,818 6,818 6,818 6,818 6,819 6,819 6,818 130,000 5114 GIS Asset Management 9,091 9,091 9,091 9,091 9,091 9,091 9,091 9,091 9,091 9,091 9,090 100,000 342 5423 Pump Station Maintenance 4,545 4,546 4,546 4,546 4,545 4,545 4,545 4,545 4,546 4,546 4,545 50,000 Land Use 5013 Jet Stadium Improvements - - - - - - 55,000 - - - - 55,000 5038 Golf Cart Path Development - - - - - 20,000 - - - - - 20,000 5039 Bulkhead Replacement - - - - - 75,000 - - - - - 75,000 Neighborhoods 5068 Attainable Housing 66,000 66,000 - - - - - - - - - 132,000 Public Safety 5342 Fire Station 7 Renovations 9,091 9,090 9,091 9,091 9,091 9,091 9,091 9,091 9,091 9,091 9,091 100,000 Transportation 5018 Pavement Improvement Program 81,364 41,364 11,364 11,364 11,362 11,364 11,364 11,364 11,364 11,364 11,362 225,000 5306 Sidewalk Improvement Program 3,636 3,636 3,636 3,637 3,636 3,636 3,637 3,637 3,637 3,636 3,636 40,000 5488 Eglin Parkway Streetscape 187,500 62,500 - - - - - - - - - 250,000 5494 Beal Parkway Neighborhood Plan 243,000 - - - - - - - - - - 243,000 TOTAL IMPROVEMENTS 1,007,863 687,362 441,365 476,366 441,360 536,363 610,128 505,363 466,866 466,857 568,858 6,208,750  CITY OF FORT WALTON BEACH, FL Five-Year Capital Improvements Program by Vision Plan & Neighborhood FY 2013-14 East Miracle Elliott's Garnier's North- Sea- South W.E. CIP# Project Name Beal Pkwy Strip Point Ferry Park Beach Kenwood West Oakland breeze Bayou Combs Total Economic Development none - - - - - - - - - - - - Environmental Resources 5019 Stormwater Infrastructure - - - - - 400,000 - - - - - 400,000 5403 Water Quality Initiative 2,273 2,273 2,273 2,273 2,273 2,273 2,272 2,272 2,273 2,273 2,272 25,000 5421 Hurlburt Field Reuse System - - - - - - 87,500 - - - 87,500 175,000 Government Relations 5147 Facilities Maintenance Building 3,636 3,636 3,636 3,636 3,636 3,636 3,636 3,636 3,640 3,636 3,636 40,000 Infrastructure 5026 Water Well Maintenance - - - - - 40,000 - - - - - 40,000 5045 Water Tank Maintenance 4,545 4,545 4,546 4,546 4,545 4,546 4,546 4,546 4,545 4,545 4,545 50,000 5048 Lift Station Rehabilitation - - 25,000 - - - - - - - - 25,000 5056 Water Line Replacement - - - - - - 37,500 - - - - 37,500 5065 Sewer Line Replacement 6,818 6,818 6,819 6,819 6,818 6,818 6,818 6,818 6,818 6,818 6,818 75,000 5114 GIS Asset Management 4,545 4,546 4,546 4,546 4,545 4,545 4,545 4,545 4,546 4,546 4,545 50,000 5423 Pump Station Maintenance 4,545 4,546 4,546 4,546 4,545 4,545 4,545 4,545 4,546 4,546 4,545 50,000 343 Land Use 5013 Jet Stadium Improvements - - - - - - 210,000 - - - - 210,000 5038 Golf Cart Path Development - - - - - 20,000 - - - - - 20,000 5066 Golf Storage Building - - - - - 415,000 - - - - - 415,000 5112 Golf Pond Liner - - - - - 50,000 - - - - - 50,000 Neighborhoods none - - - - - - - - - - - - Public Safety 5342 Fire Station 7 Renovations 29,545 29,545 29,545 29,545 29,545 29,550 29,545 29,545 29,545 29,545 29,545 325,000 Transportation 5018 Pavement Improvement Program 81,364 41,364 11,364 11,364 11,362 11,364 11,364 11,364 11,364 11,364 11,362 225,000 5306 Sidewalk Improvement Program 3,636 3,636 3,636 3,637 3,636 3,636 3,637 3,637 3,637 3,636 3,636 40,000 5488 Eglin Parkway Streetscape 187,500 62,500 - - - - - - - - - 250,000 5494 Beal Parkway Neighborhood Plan 500,000 - - - - - - - - - - 500,000 TOTAL IMPROVEMENTS 828,407 163,409 95,911 70,912 70,905 995,913 405,908 70,908 70,914 70,909 158,404 3,002,500  CITY OF FORT WALTON BEACH, FL Five-Year Capital Improvements Program by Vision Plan & Neighborhood FY 2014-15 East Miracle Elliott's Garnier's North- Sea- South W.E. CIP# Project Name Beal Pkwy Strip Point Ferry Park Beach Kenwood West Oakland breeze Bayou Combs Total Economic Development none - - - - - - - - - - - - Environmental Resources 5019 Stormwater Infrastructure - - - - - - - - - - 475,000 475,000 5403 Water Quality Initiative 2,273 2,273 2,273 2,273 2,273 2,273 2,272 2,272 2,273 2,273 2,272 25,000 5421 Hurlburt Field Reuse System - - - - - - 87,500 - - - 87,500 175,000 Government Relations 5074 City Hall Renovation 7,727 7,727 7,727 7,727 7,727 7,727 7,727 7,727 7,730 7,727 7,727 85,000 5146 Kenwood Branch Library - - - - - 9,600 - - - - - 9,600 Infrastructure 5026 Water Well Maintenance - - - 40,000 - - - - - - - 40,000 5045 Water Tank Maintenance 4,545 4,545 4,546 4,546 4,545 4,546 4,546 4,546 4,545 4,545 4,545 50,000 5048 Lift Station Rehabilitation - - - - - - - - 75,000 - - 75,000 5056 Water Line Replacement - - 21,500 43,000 - - - - - - - 64,500 5065 Sewer Line Replacement 6,818 6,818 6,818 6,818 6,819 6,818 6,818 6,818 6,818 6,818 6,819 75,000 5114 GIS Asset Management 4,545 4,546 4,546 4,546 4,545 4,545 4,545 4,545 4,546 4,546 4,545 50,000 344 5423 Pump Station Maintenance 4,545 4,546 4,546 4,546 4,545 4,545 4,545 4,545 4,546 4,546 4,545 50,000 Land Use 5037 Golf Course Irrigation Improvements - - - - - 1,000,000 - - - - - 1,000,000 5038 Golf Cart Path Development - - - - - 20,000 - - - - - 20,000 5040 Hedrick Athletic Complex - - - - - - - 125,000 - - - 125,000 5201 Dog Park - - - - - - - - 47,500 - - 47,500 Neighborhoods none - - - - - - - - - - - - Public Safety 5342 Fire Station 7 Renovations 33,181 33,181 33,182 33,182 33,182 33,182 33,182 33,182 33,182 33,182 33,182 365,000 Transportation 5018 Pavement Improvement Program 81,364 41,364 11,364 11,364 11,362 11,364 11,364 11,364 11,364 11,364 11,362 225,000 5306 Sidewalk Improvement Program 3,636 3,636 3,636 3,637 3,636 3,636 3,637 3,637 3,637 3,636 3,636 40,000 5488 Eglin Parkway Streetscape 187,500 62,500 - - - - - - - - - 250,000 TOTAL IMPROVEMENTS 336,134 171,136 100,138 161,639 78,634 1,108,236 166,136 203,636 201,141 78,637 641,133 3,246,600 Statistical Information HISTORY & PROFILE The City of Fort Walton Beach, Florida prides itself on being a small, family-oriented seaside community boasting a downtown area that was home to a significant prehistoric Native American community on the Gulf Coast of Northwest Florida. Situated at the junction of two major highways - US 98 (Miracle Strip Parkway) and SR 85 (Eglin Parkway) - Fort Walton Beach enjoys the benefits of its crossroads location along the coastal portion of the Northwest Florida regional transportation network. The City offers a full- service government providing police and fire protection; cultural and recreational activities including parks, a library, a museum, and two championship golf courses; planning and zoning; public works such as street, sidewalk, right-of-way, and cemetery maintenance; utilities service including water, sewer, and storm water; and garbage and recycling collection to a coastal community of 20,675 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 First Schoolhouse laws of the State of Florida, actual formation of the City was in 1941 when the Florida legislature 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 Landing Park growth comes the promise of great economic benefits to the 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 345 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 346 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 City of Fort Walton Beach, FL 347 Statistical Information Bayou and Eglin Parkway on the west. The Town of Cinco Bayou lies immediately south of this neighborhood at the foot of the Cinco Bayou Bridge where Eglin Parkway crosses Cinco Bayou. ATTRIBUTES AND QUALITIES: The Garniers Beach Neighborhood is almost entirely comprised of the subdivision named Garniers Beach, which was platted in 1949-50 and is one of the oldest areas of the City. The residential area is small in size, just 247 houses. This neighborhood also includes a waterfront city park, Garniers Beach Park. Commercial uses include a house converted to an insurance office at the southeast corner of South Street and Eglin Parkway; a restaurant located at the southwest corner of Eglin Parkway and South Street; and Mariner Plaza Shopping Center. The neighborhood’s location makes it a wonderful hideaway from the hustle and bustle along Eglin Parkway. The area is similar to Bay Drive/Brooks Street in Elliott's Point in that it has large trees forming a canopy along most of its streets. While most of the homes are modest in size there has been a recent trend where homes are being resold, remodeled and enlarged, especially those facing the Bay and Bayou. KENWOOD CHARACTERISTICS: Primarily Residential BOUNDARIES: The Kenwood Neighborhood is bounded on the north by the U.S. Government’s Eglin Air Force Base Reservation; on the east by Chula Vista Bayou and Garnier's Bayou; on the south by Don’s Bayou, Racetrack Road and Bob Sikes Boulevard; and on the west by Denton Boulevard, Hospital Drive and Lewis Turner Boulevard. ATTRIBUTES AND QUALITIES: The Kenwood Neighborhood is one of the most desired residential locations in the City, blending the prestige of a golf course setting with the natural waterfront tranquility of Bass Lake and adjacent bayous. The City bought the land for the golf course from the Federal Government in the 1960’s for the purpose of providing active and passive recreation opportunities and open space. The City built and maintains two quality 18 hole courses, The Pines and The Oaks. These golf courses add considerably to the amenities making Kenwood one of the most desired addresses in the Fort Walton Beach urban area. 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, the Northwest Florida Daily News and Choctaw Plaza, a neighborhood shopping center. 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 City of Fort Walton Beach, FL 348 Statistical Information 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. Recent improvements in this neighborhood include the Liza Jackson Charter School utilizing the former Wal-Mart Building. 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 349 Statistical Information LOCATION Jacksonville Fort Walton Beach Tallahassee Orlando Tampa Miami WEATHER Avg. Summer Temp. 80°F Avg. Winter Temp. 51°F Avg. Annual Rainfall 64 inches ACCOLADES Rated “Best Place for Business and Careers” by Forbes Business Institute. Rated #1 “Top Area for Job Growth” in Small Metropolitan Areas by Milken Institute in 2005. Rated Among 50 “Five-Star Communities” by Expansion Management Magazine in May 2004. Rated #7 “Best Place to Work” by CNN/Money Magazine in May 2003. st 1 Place in “’A’ Rated Schools in the State of Florida” by Florida Dept. of Education in 2003. IMPACT OF TOURISM Voted “Best Beach in the South” and “Top Family Destination” 8 years running by Southern Living magazine readers. The Fort Walton Beach/Destin area has approximately 4,500,000 visitors annually, an increase of 264% in the past 10 years. Tourism generates $1 billion annually in local economic activity. Over 42% of Okaloosa County ad valorem taxes are paid from the tourist district. HIGHER EDUCATION Troy State University North West Florida State College University of West Florida City of Fort Walton Beach, FL 350 Statistical Information DEMOGRAPHICS Population by Race Age Distribution 100% 3500 90% 3000 80% 70% 2500 60% 2000 50% 1500 40% 30% 1000 20% 500 10% 0 0% 5 9 14 19 4 4 4 4 9 4 4 4 5 Florida Okaloosa County Ft. Walton Beach er 5- - - -2 -3 -4 -5 -5 -6 -7 -8 r 8 nd 10 15 20 25 35 45 55 60 65 75 ve White Black American Indian U O Asian Native Hawaiian Other Two or More Races LOCAL AREA ECONOMY Top 10 Employers Employer Product/Service Employees USAF – Eglin AFB* Air Armament Center d 16,968 USAF – Hurlburt AFB** Air Force Special Operations Command 11,003 Okaloosa County School District Education System 3,437 Okaloosa County Government Government Services 1,439 DRS Training & Control Systems Radar Systems, Digital Computers 950 Ft. Walton Beach Medical Center Medical Services 873 Northwest Florida State College Education System 771 Tybrin Corporation Military Technical Support 600 Boeing Company Military Technical Support 540 City of Fort Walton Beach Government Services 368 *Includes military, civilian, and contractor personnel **Includes military and civilian personnel Employment by Industry Professional & Education & Health Business Leisure & 9% Financial Activities 14% Hospitality 8% 14% Information Other Services 3% 5% Trade, Transportation, & Government Utilities Manufacturing Natural Resources 17% 18% 5% & Construction 7% City of Fort Walton Beach, FL 351  Statistical Information Annual Unemployment Rates Disposable Household Income 14.0 3500 12.0 3000 10.0 2500 8.0 2000 % 6.0 1500 4.0 1000 2.0 500 0.0 0 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 K 12 5K 15 0K 0K 0K 10 0K 5K 0K 75 K 10 5 Florida Pensacola MSA 12 15 20 20 0 -2 -5 -7 -1 r Panama City MSA Fort Walton Beach MSA 10 25 50 0- 5- 0- de er un ov New Construction Value Population 40 100% 35 80% 30 25 60% Million $$ 20 15 40% 10 20% 5 0 0% 2005 2006 2007 2008 2009 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 est. Residential Commercial City % NonCity % PROPERTY TAXES Taxable Assessed Value Comparison 7 6 5 4 Billions 3 2 1 0 2006 2007 2008 2009 2010 prelim Laurel Hill Cinco Bayou Shalimar Valparaiso Mary Esther Niceville Crestview Fort Walton Beach Destin City of Fort Walton Beach, FL 352 Statistical Information Property Tax Burden Comparison for Okaloosa County’s Municipalities Proposed Preliminary Ad Valorem Municipality Population Millage Rate Taxable Value Per Capita Destin 12,239 1.4550 $4,292.3M $510.28 Cinco Bayou 374 2.1000 $56.0M $314.60 Fort Walton Beach 20,675 4.5383 $1,213.1M $266.29 Crestview 20,693 5.8460 $920.3M $260.00 Shalimar 723 2.0000 $89.5M $247.51 Niceville 13,294 3.6301 $753.1M $205.66 Mary Esther 4,080 2.6545 $277.1M $180.31 Valparaiso 6,424 3.9330 $186.2M $114.02 Laurel Hill 616 3.5000 $14.3M $81.25 Top 10 Fort Walton Beach Taxpayers - 2009 Taxpayer Total Taxable Value Percentage 99 Eglin Ltd. 13,653,638 1.04% Presidio Developers LLC 11,124,250 0.85% BLC Westwood LLC 8,569,207 0.65% Metric Systems Corp. 7,023,981 0.54% DDRM Shoppes at Paradise 6,418,406 0.49% Choctaw Plaza LTD 6,262,783 0.48% EHC II-Captain’s Quarters LLC 5,813,902 0.44% DEAS J JR ET AL 5,736,000 0.44% FNBT.COM Bank 5,373,000 0.41% Mariner Plaza Realty Assoc. 5,287,737 0.40% $75,262,904 5.75% Other Taxpayers $1,233,793,111 94.25% Total Taxable Assessed Value $1,309,056,015 100.00% 7% of City properties are tax-exempt and 64% have a taxable value of $100K or less. 1800 1600 1400 1200 # of properites 1000 800 600 400 200 0 $0 $0- $25K- $50K- $75K- $100K- $125K- $150K- $175K- $200K- $300K- $400K- $500K- $1M+ $25K $50K $75K $100K $125K $150K $175K $200K $300K $400K $500K $1M taxable value City of Fort Walton Beach, FL 353 Statistical Information INTERFUND TRANSERS The City’s interfund transfers to the General Fund are comprised of two components. Cost Allocation Plan (updated in 2009) – Perform monthly transfers to provide reasonable and proportionate reimbursement to the General Fund for services identified in the City’s Cost Allocation Plan:
City Clerk
City Council (including City Attorney)
City Manager
Administrative Services - Human Resources, Public Information, Risk Management, Information Tech
Financial Services – Budget, Grants, Accounting, Accounts Payable, Payroll, Purchasing
Engineering Services – Engineering, Fleet, Facilities
Depreciation Return on Investment/Fund Profit (updated annually) – Allocate a portion of Enterprise Fund profits (if budgeted revenues exceed expenses) to support general City operations. The full budgeted amount of this transfer may not occur if it is determined mid-year that the enterprise fund will incur a year-end net loss as a result of this transfer. FY 2010-11 Interfund Transfer Reconciliation Expense CRA Utilities Sanitation Golf Stormwater Basis for Transfer Amount Cost Allocation Plan 71,029 1,068,727 288,742 358,710 167,939 2009 Study Cost Allocation Forgiven - - - (308,710) (152,939) Portion Waived per City Council Cost Allocation Adjusted - (206,102) - - - WWTP Operations Trx to County 71,029 862,625 288,742 50,000 15,000 Return on Investment - 91,212 - - - Unrestricted Net Assets x Avg WAR Fund Surplus - - 419,258 - - Budgeted Revenue > Expense TOTAL TRANSFER 71,029 953,837 708,000 50,000 15,000 TO GENERAL FUND City of Fort Walton Beach, FL 354 Statistical Information SELECTED FEE SCHEDULES Water & Wastewater Rates Effective October 1, 2010 Residential Commercial Monthly Water Rates(1,2) Inside Outside(3) Inside Outside(3) (4) Lifeline Rate $7.83 $9.78 $7.83 $9.78 Monthly Base Charge, Meter Size: 3/4" $7.83 $9.78 $7.83 $9.78 1.0" $7.83 $9.78 $7.83 $9.78 1.5" $10.65 $13.31 $10.65 $13.31 2.0" $18.09 $22.61 $18.09 $22.61 3.0" $27.56 $34.45 $27.56 $34.45 4.0" $34.45 $43.06 $34.45 $43.06 6.0" $54.81 $68.51 $54.81 $68.51 8.0" & 10.0" $82.14 $102.67 $82.14 $102.67 Multi-Residential, Additional per Unit $5.79 $7.23 Gallonage Rate-per 1,000 gallons per unit Inside Outside(3) Block 1 (0-2,000) Included in Monthly Base Charge Block 2 (2,001 - 4,000) $2.34 $2.92 Block 3 (4,001 - 8,000) $2.85 $3.56 Block 4 (8,001 +) $4.28 $5.35 Monthly Wastewater Rates(2) Residential Commercial (4) Lifeline Rate $17.16 Monthly Base Charge $17.16 $20.59 (4) Gallonage Rate-per 1,000 gallons per unit Block 1 (0-2,000) Included in Monthly Base Charge Block 2 (2,001 +) $5.39 $6.47 (1) (2) Irrigation customers subject to water rates as outlined herein; 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 125% for water; (4)Single family residence with less than 2,000 gallons per month; (5)Residential service capped at 16,000 gallons per unit. City of Fort Walton Beach, FL 355 Statistical Information SANITATION SERVICES Basic Garbage Rates Residential: Garbage Tipping* Fuel Total One Container $10.60 $5.25 $0.00 $15.85 Two Containers $21.20 $10.51 $0.00 $31.71 Special pickup (non handicap) $26.05 $5.25 $0.00 $31.30 Residential Dumpsters, Individual meters $10.60 $5.25 $0.00 $15.85 Commercial: One Container $28.60 $5.97 $0.00 $34.57 Two Containers $57.20 $11.95 $0.00 $69.15 Special pickup $37.35 $5.97 $0.00 $43.32 Sharing Dumpster (Minimum charge) $28.60 $5.97 $0.00 $34.57 Garbage and Trash Collection 2 Cubic Yards: 2 Cubic Yards, 2 x week $60.70 $43.11 $0.00 $103.81 2 Cubic Yards, 3 x week $91.05 $64.63 $0.00 $155.68 2 Cubic Yards, 4 x week $121.45 $86.16 $0.00 $207.61 2 Cubic Yards, 5 x week $151.75 $107.69 $0.00 $259.44 2 Cubic Yards, 6 x week $182.10 $129.21 $0.00 $311.31 4 Cubic Yards: 4 Cubic Yards, 2 x week $85.70 $86.16 $0.00 $171.86 4 Cubic Yards, 3 x week $128.55 $129.21 $0.00 $257.76 4 Cubic Yards, 4 x week $171.40 $172.27 $0.00 $343.67 4 Cubic Yards, 5 x week $214.25 $215.32 $0.00 $429.57 4 Cubic Yards, 6 x week $257.10 $258.38 $0.00 $515.48 6 Cubic Yards: 6 Cubic Yards, 2 x week $112.50 $129.21 $0.00 $241.71 6 Cubic Yards, 3 x week $168.75 $193.79 $0.00 $362.54 6 Cubic Yards, 4 x week $224.95 $258.38 $0.00 $483.33 6 Cubic Yards, 5 x week $281.20 $322.96 $0.00 $604.16 6 Cubic Yards, 6 x week $337.45 $387.59 $0.00 $725.04 8 Cubic Yards: 8 Cubic Yards, 2 x week $135.70 $172.27 $0.00 $307.97 8 Cubic Yards, 3 x week $203.55 $258.38 $0.00 $461.93 8 Cubic Yards, 4 x week $271.40 $344.48 $0.00 $615.88 8 Cubic Yards, 5 x week $339.25 $430.64 $0.00 $769.89 8 Cubic Yards, 6 x week $407.10 $516.75 $0.00 $923.85 One time fee to change size of dumpster $25.00 Extra Collection Extra Residential Trash pickup $120.00 per hour, $15.00 minimum Extra Commercial Trash pickup - 2 CY $26.00 $8.24 $0.00 $34.24 Extra Commercial Trash pickup - 4 CY $28.00 $15.45 $0.00 $43.45 Extra Commercial Trash pickup - 6 CY $30.00 $21.63 $0.00 $51.63 Extra Commercial Trash pickup - 8 CY $33.00 $27.81 $0.00 $60.81 City of Fort Walton Beach, FL 356  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. 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. 357 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 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. 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 358  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 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 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. 359 EXPENDITURE A decrease in net financial resources. Expenditures include current operating expenses requiring the present or future use of net current assets, debt service, capital outlays, inter-governmental grants, entitlements, or shared revenues. EXPENSE A use of assets or incurrence of liabilities (or a combination of both) from delivering or producing goods, rendering services, or carrying out other activities that constitute the entity’s ongoing major or central operations. FIDUCIARY FUND Type of fund used to account for assets held by a governmental unit in a trustee capacity or as an agent for individuals, private organizations, governments, and other funds. Include 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 assets and liabilities accounted for in a governmental fund; the net available financial resources externally or internally constrained as to use. Fund balance is itself divided into “reserved” and “unreserved” portions. “Unreserved fund balance” is a measure of a government’s net available financial resources. It attempts to measure how much would be left over at the end of the current fiscal year for the subsequent fiscal year’s budget were the government to budget in accordance with generally accepted accounting principles (GAAP). GASB 34 A new accounting standard issued by the Governmental Accounting Standards Board applicable to all state and local governments. Compliance with GASB 34 is necessary in the preparation of financial statements in accordance with Generally Accepted Accounting Principles. GENERAL FUND Accounts for primarily unrestricted resources and those resources not requiring reporting elsewhere. This fund exists from inception of the government throughout the government’s existence. GENERAL OBLIGATION BOND A bond for which payment is pledged based on the full faith and credit of the issuing government. GENERALLY ACCEPTED ACCOUNTING PRINCIPLES (GAAP) A uniform accounting and financial reporting system used by the City to accurately track all government expenditures, revenues, assets, and liabilities. GOLF ENTERPRISE FUND Accounts for the revenues and expenditures of the City’s golf course operations. GOVERNMENT FINANCE OFFICERS ASSOCIATION (GFOA) A professional association of state and local finance officers that has served the public finance profession since 1906. 360 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. Includes general, special revenue, capital projects, debt service, and special assessment 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 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; the net available financial resources externally or internally constrained as to use. Net assets is itself divided into “reserved” and “unreserved” portions. “Unreserved net assets” is a measure of a government’s net available financial resources. It attempts to measure how much left over at the end of the current 361  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. 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. 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 362  increased the assessed value of such improvements by at least 100 percent, and property added due to geographic boundary changes. SANITATION ENTERPRISE FUND Accounts for the revenues and expenditures of the City’s solid waste and recycling operations. “SAVE OUR HOMES” A Florida constitutional amendment approved by voters in 1992 that provides a $25,000 exemption and limits the amount a homestead property can increase in value on the tax rolls each year. The law limits value increases to three percent or a figure equal to the Consumer Price Index - whichever is less. SHARED REVENUE Revenue levied by one government but shared on a predetermined basis, often in proportion to the amount collected at the local level, with another government or class of governments. 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. 363  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 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 TIF – Tax Increment Financing TRIM – Truth In Millage 364  Resolution 2008-31 A RESOLUTION ESTABLISHING THE BUDGET TRANSFER PROCEDURES AND PROVIDING AN EFFECTIVE DATE. NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF FORT WALTON BEACH, FLORIDA, THAT Section 1. The Annual Budget of the City of Fort Walton Beach, Florida shall be adopted by Resolution with budgetary control at the fund level. Section 2. Transfers between funds and transfers to increase a fund’s total budget require City Council approval through a budget amendment adopted by resolution. Section 3. Budget transfers may be needed throughout the year to ensure costs are expensed to the proper account per the State of Florida’s Uniform Accounting System Manual and to account for unanticipated activities. Appropriations for expenditures within a fund may be decreased or increased, provided that the total of the appropriations of the fund is not changed, without a motion recorded in the minutes, with the approval of the City Manager as necessary. Section 4. In no instance shall a budget transfer increase the total budget of any fund without City Council approval. Section 5. Departments may submit a “Line Item Budget Transfer Request” form to the Finance Department in order to transfer funds between accounts to ensure that the expenditures in an account do not exceed the budget funds in the account and to account for unanticipated activities. Section 6. Definitions. a. Capital Residuals – unspent capital outlay and capital improvement funds. These funds are transferred out of the department/division once the asset has been purchased. Use of these funds requires City Manager approval. b. Carryovers – projects and/or purchases budgeted in a prior fiscal year but incomplete as of September 30 of any fiscal year due to time constraints or other delays that will be continued and are made part of the appropriations for the ensuing year. c. Contingencies – funds budgeted for unanticipated equipment and facility repair/replacement or other unanticipated expenses related to current service levels. Use of these funds requires City Manager approval. d. Department – a major administrative unit of the City that indicates overall management responsibility for a functional area or a group of related functional areas (e.g. Recreation Department, Utilities Department). e. Division – the smallest organizational unit budgeted. Each division indicates 365  responsibility for one functional area (e.g. Library Division within Recreation Department). f. Personnel – includes wages (regular, overtime, add pays) and benefits (Social Security, Medicare, pension, health insurance, work comp). Section 7. Budget transfers between line items within a fund that do not change the total appropriations of the fund are authorized with the following approvals: Level 1 – Department Director Approval i. The budget transfer amount is $1,500 or less, and ii. The transfer is within the same division of a department, and iii. The transfer excludes personnel (accounts -1200 through -2500), communications (account -4100), utilities (account -4300), fuel (account -5204), computer hardware/software (account -5231), capital outlay (accounts -6XXX), contingencies (accounts -5501/5503), capital residuals (account -5502), capital improvement projects, grants, and carryovers. iv. Computer hardware/software requires IT Director approval. Level 2 – Budget & Grants Manager Review, Finance Director Approval i. The budget transfer amount is between $1,501 and $6,000, and ii. The transfer is between divisions within the same department, or iii. The transfer includes personnel, communications, utilities, fuel, capital outlay, capital improvement projects, grants, or carryovers. Level 3 – Budget & Grants Manager Review, Finance Director Approval, City Manager Approval i. The budget transfer amount is between $6,001 and $20,000 (up to $25,000 for vehicle/equipment repair), or ii. The transfer is between departments, or iii. The transfer includes use of contingencies or capital residuals. Level 4 – City Council Approval i. The budget transfer amount is over $20,000 (over $25,000 for vehicle/equipment repair). Section 8. Budget amendments that increase or decrease the total appropriations of a fund will be prepared no less than once per year, or more often as may be needed, to record transfers and activities not specifically adopted by motion recorded in the minutes or authorized in Section 7. Such budget amendments may include, but are not limited to, use of reserves or recording of donations or other revenues and the corresponding expense. Budget amendments for grant activity will be included in the resolution authorizing the grant submission or accepting the grant award. 366 367 368 369 370  CITY OF FORT WALTON BEACH FY 2010-11 Encumbrance Carryovers Council Meeting 09/22/10 PO Date Vendor Description PO Balance Acct No. 68058 03/03/10 Florida Bullet Ammunition 1,605.00 001-0800-521-5213 69750 09/07/10 Law Enforcement Supply Co Tactical Vest Accessories 574.60 001-0800-521-5210 69328 07/23/10 The Gail Easley Company EAR-Based Comp Plan Amendment 20,340.00 001-1200-541-3400 69733 09/03/10 Gulf Coast Traffic Engineering Inc OCHD Grant Bike Path 11,000.00 001-1584-541-6351 General Fund 33,519.60 69578 08/20/10 Law Enforcement Supply Co Bulletproof Vests 7,768.80 102-1543-521-5210 69743 09/07/10 Law Enforcement Supply Co Bulletproof Vest SWAT 1,544.40 102-1543-521-5210 LETF Fund 9,313.20 69533 08/16/10 Lowe's Companies Jet Drive Sidewalk 782.24 107-1950-554-6351 69540 08/17/10 Gulf Coast Traffic Engineering Jet Drive Sidewalk 1,320.00 107-1950-554-6351 69565 08/19/10 Fort Walton Concrete Jet Drive Sidewalk 4,500.00 107-1950-554-6351 69566 08/19/10 C.W. Roberts Contracting Inc Jet Drive Sidewalk 7,920.00 107-1950-554-6351 69602 08/24/10 Coastal Materials of Alabama Jet Drive Sidewalk 1,360.00 107-1950-554-6351 69635 08/26/10 Woerner Turf Nurseries Jet Drive Sidewalk 369.00 107-1950-554-6351 CDBG Fund 16,251.24 69734 09/03/10 The Gail Easley Company CRA Plan Revisions 15,000.00 109-2000-552-3100 69656 08/27/10 Gordon's Land Clearing Bldg Demo Code Enforcement 3,600.00 109-2000-552-3400 69214 07/09/10 C.W. Roberts Contracting Inc Street Paving 147,804.24 109-5018-541-6351 69757 09/07/10 Gulf Coast Traffic Engineering Street Paving Striping 1,723.31 109-5018-541-6351 69507 08/11/10 Adaptive Ready Rent & Sales Sidewalk Construction 1,000.00 109-5306-541-6353 69574 08/19/10 Fort Walton Concrete Sidewalk Construction 59,412.00 109-5306-541-6353 69027 06/16/10 CS Engineered Castings LED Lighted Street Signs 13,053.82 109-5317-541-6351 69781 09/15/10 Lewis, Longman, & Walker PA Legal Representation for Soundside 17,225.71 109-5607-552-3101 69316 07/21/10 Soundside Apartments LLC Qualifying Costs for Pre-Closing Expenses 163,210.00 109-5607-552-8105 CRA Fund 422,029.08 69738 09/03/10 Goodwyn, Mills, & Cawood Bid/Contract/Specs Standards 17,500.00 401-1300-536-3100 69714 09/01/10 HD Supply Water Works CBIR Grant - Golf Coure Reuse Line 754.00 401-1579-535-6361 69741 09/03/10 Hersey Meters CBIR Grant - Golf Coure Reuse Line 3,294.00 401-1579-535-6361 69655 08/27/10 Hatch Mott McDonald PS#1 & Force Main Eval/Eng Report 79,235.86 401-5031-535-3100 69759 09/08/10 Consolidated Pipe Alabama Sewer Line Relocation 1,312.00 401-5065-535-6361 69761 09/08/10 Summit Pipe Alabama Sewer Line Relocation 2,276.10 401-5065-535-6361 67209 11/24/09 Hersey Meters Meter Replacement 56,845.00 401-5367-533-6368 67210 11/24/09 Hersey Meters Meter Replacement 62,744.00 401-5367-533-6368 67211 11/24/09 Hersey Meters Meter Replacement 656,657.00 401-5367-533-6368 Utilities Fund 880,617.96 Purchase Order Encumbrance Carryover - All Funds 1,361,731.08 U:\Budget\Budget 10-11\Comprehensive\38 Carryovers FY10 to FY11 9/22/2010 8:51 AM 371  CITY OF FORT WALTON BEACH FY 2010-11 Project Carryovers Council Meeting 09/22/10 Dept Account Project Amount City Manager 001-8560-512-6997 Cox Communications Grant - FWBTV 10,022 Fire 001-8568-522-6407 Assistance to Firefigthers Grant - SCBA upgrade kits & cylinders 115,200 Streets 001-8584-541-6351 Okaloosa Co Health Dept Grant - bike routes 6,521 Streets 001-8585-541-6353 FDOT LAP - Wright Pkwy sidewalk 180,060 General Fund (1) 311,803 Police 102-8576-521-6406 Justice Assistance Grant - enhanced interview rooms 10,820 Law Enf. Trust Fund 10,820 CDBG 107-1900-554-5200 Fair Housing 500 CDBG 107-1930-554-4650 World Changers (CDBG $0, OCDC SHIP $3976) 3,976 CDBG 107-1940-554-5251 Chester Pruitt Youth Program 7,061 CDBG 107-1940-554-8200 Gregg Chapel Daycare - playground fencing 2,143 CDBG 107-1950-554-6351 Infrastructure 11,040 CDBG 107-5497-554-6353 Multi-Modal Path 1,434 CDBG Fund 26,154 CRA 109-8306-541-6353 Sidewalks - ADA detectable warnings 5,000 CRA Fund 5,000 Utilities 401-8114-536-6997 GIS Mapping - run new fiber optic & purchase software 86,361 Sewer 401-8031-535-3100 Pump St #1 Upgrade - parallel force main evaluation & design 399,990 Utilities Fund (3) 486,351 Stormwater 405-8583-538-6355 Okaloosa Co Health Dept Grant - bioretention/rain garden 8,000 Stormwater 405-8019-538-6358 Stormwater Infrastructure - Fountainhead condos 27,700 Stormwater 405-8403-538-6997 Bay Area Resource Council Grant - grasses in classes 3,500 Stormwater Fund (3) 39,200 Special Project Carryover Total - All Funds $ 879,328 Notes: (1) Donation/Agency account carryovers will be finalized after year-end and carried over via a budget amendment. (2) Project carryovers only include CIP's already approved by City Council. Other FY 2009-10 CIP budget funds remaining will revert to fund balance designated for capital projects in the FY 2010 CAFR. City Council approval and a budget amendment will be required to expend the funds in future years. (3) Project carryovers only include grants and CIP's already approved by City Council. Other FY 2009-10 CIP budget funds remaining will be earmarked for renewal and replacement as restricted net assets in the FY 2010 CAFR. City Council approval and a budget amendment will be required to expend the funds in future years. U:\Budget\Budget 10-11\Comprehensive\38 Carryovers FY10 to FY11 9/22/2010 1:02 PM 372