Fort Walton Beach — Fiscal Year 2016-17 Adopted Budget

City of Fort Walton Beach, Florida 107 Miracle Strip Parkway SW, Fort Walton Beach, FL 32548 www.fwb.org PHONE DIRECTORY Mayor and City Council 833-9509 City Clerk 833-9509 City Manager 833-9504 Financial Services Public Information 833-9504 Accounting 833-9504 Administrative Services Customer Service (Utility Billing) 833-9500 Human Resources 833-9507 Purchasing 833-9524 Information Technology 833-9620 Fire Services (emergencies 911) Police Services (emergencies 911) Administration 833-9565 Administration 833-9547 Recreation & Cultural Services Dispatch 833-9533 Administration 833-9576 Records 833-9543 Cemetery (Beal Memorial) 833-9618 Engineering & Utility Services Auditorium 833-9583 Administration 833-9607 Golf Course 833-9664 Building & Permitting 833-9605 Heritage Park & Cultural Center 833-9595 Code Enforcement 833-9601 Library 833-9590 Field Office 833-9613 Tennis Center 244-4566 Garbage Collection 833-9655 Planning & Zoning 833-9697 Streets & Stormwater 833-9932 Water Operations 833-9630 On the Cover Whether it’s by way of on-scene responsiveness, constant training and innovation, or community engagement and awareness, the members of the Fort Walton Beach Police and Fire Departments show total commitment to the safety of their residents. The City of Fort Walton Beach is built on a foundation of public safety. “There are people who put their lives in harm’s way every day. It’s not something they do. It’s something they are.”--unknown 1. Fort Walton Beach first responders on the scene 2. Officers Zbikowski and Dee take time to visit with an aspiring law enforcement officer at the City’s annual Fall Carnival—Photo submitted by resident Tonya Sue Evanchyk to FWBPD Facebook page 3. FWBPD’s new vehicles and updated graphics have made a positive impression on the public—Photo by Fort Walton Beach Police Officer Dustin Rosenburg 4. FWBFD, in partnership with Emerald Coast Harley-Davidson Motorcycles, rolls out its Rapid Incident Deployment and Early Response (RIDER) Program—Photo by FWB Firefighter Austin Turnbull 5. FWB firefighters on scene at a vehicle fire—Photo by FWB Firefighter Nate Shalduha 6. Firefighters visit with their new friend Mark after providing a vehicle extrication demonstration at their annual Open House event Reference copies of the annual budget are available at the City Clerk’s Office and Library. The budget may also be viewed and printed from the City’s website: www.fwb.org  CITY OF FORT WALTON BEACH, FL 107 Miracle Strip Parkway SW, Fort Walton Beach, FL 32548 850-833-9500 www.fwb.org Table of Contents Page # City Council, Appointed Officers, & Directors ……………………………………………….. 3 Core Values, Vision, Mission …………………………………………………………………… 4 City Manager’s Budget Message ………………………………………………………………. 5 Budget Overview Fund Structure ……………………………………………………………………………….. 12 Budget Basis & Budget Process ……………………………………………………………... 14 Financial Policies …………………………………………………………………………….. 18 Debt Schedules ………………………………………………………………………………. 25 Summary of Estimated Financial Sources & Uses …………………………………………… 28 Executive Budget Summary ……………………………………………………………………. 30 Summary Budget Information Revenue Discussion……………………………………………………………………………. 38 Expenditure Discussion………………………………………………………………………... 42 Personal Services ……….…………………………………………………………………….. 46 Detail Information by Fund GENERAL FUND Fund Highlights ………………………………………………………………………………. 53 Revenues ……………………………………………………………………………………... 55 0100 City Council ……………………………………………………………………………. 60 0200 City Manager …………………………………………………………………………… 62 0300 Human Resources ……….……………………………………………………………... 64 0310 Risk Management ……………………………………………………………………… 66 0320 Information Technology ……………………………………………………………….. 68 0400 City Clerk ………………………………………………………………………………. 70 0500 Financial Services ……………………………………………………………………… 72 0530 Purchasing ……………………………………………………………………………… 74 0800 Police …………………………………………………………………………………… 76 0900 Fire ……………………………………………………………………………………... 80 1000 Recreation Services …………………………………………………………………….. 84 1010 Parks ……………………………………………………………………………………. 88 1015 Right-of-Way …………………………………………………………………………… 90 1040 Golf Club ……………………………………………………………………………….. 92 1045 Golf Grounds …………………………………………………………………………… 94 1060 Library ………………………………………………………………………………….. 96 1070 Museum ………………………………………………………………………………… 98 1080 Cemetery ……………………………………………………………………………….. 100 1200 Engineering Services …………………………………………………………………… 103 1205 Planning & Zoning ……………………………………………………………………... 106 1217 Code Enforcement ……………………………………………………………………… 108 1220 Fleet ……………………………………………………………………………………. 110 1230 Facilities ………………………………………………………………………………... 112 1240 Streets …………………………………………………………………………………... 114 1500 Non-Departmental ……………………………………………………………………… 116 LAW ENFORCEMENT TRUST FUND ………………………………………………………… 117 LAW ENFORCEMENT TRAINING FUND …………………………………………………….. 120 FLORIDA BUILDING CODE FUND ……………………………………………………………. 122 1  Table of Contents continued Page # COMMUNITY DEVELOPMENT BLOCK GRANT FUND ……………………………………. 126 COMMUNITY REDEVELOPMENT AGENCY FUND Fund Highlights ………………………………………………………………………………. 130 Revenues ……………………………………………………………………………………... 131 0800 Police ……………………………………………………………………………………. 132 2000 CRA ………………….…………………………………………………………………. 134 DEBT SERVICE FUND …………………………………………………………………………. 136 BEAL MEMORIAL CEMETERY PERPETUAL CARE FUND ……………………………….. 138 UTILITIES FUND Fund Highlights ………………………………………………………………………………. 140 Revenues ……………………………………………………………………………………... 141 0520 Customer Service ………………………………………………………………………. 142 1300 Utility Services …………………………………………………………………………. 144 1310 Water Operations ………………………………………………………………………. 146 1340 Water Distribution ……………………………………………………………………… 148 1350 Sewer Collection & Treatment …………………………………………………………. 150 1500 Non-Departmental ……………………………………………………………………… 152 SANITATION FUND Fund Highlights ……………………………………………………………………………… . 154 Revenues ……………………………………………………………………………………… 155 1360 Solid Waste ……………………………………………………………………………... 156 1370 Recycling ……………………………………………………………………………….. 158 1500 Non-Departmental ……………………………………………………………………… 160 STORMWATER FUND Fund Highlights ……………………………………………………………………………… 162 Revenues …………………………………………………………………………………….. 163 1380 Stormwater …………………………………………………………………………….. 164 1500 Non-Departmental …………………………………………………………………….. 166 IT Replacement Program ……………………………………………………………………… 167 Fleet Replacement Program …………………………………………………………………… 175 Capital Improvements Program (CIP) CIP Process ………………………………………………………………………………….. 184 Five-Year Funding Schedule ………………………………………………………………… 186 General Fund Projects ……………………………………………………………………….. 188 Utilities Fund Projects ………………………………………………………………………. 198 Stormwater Fund Projects …………………………………………………………………… 214 Statistical Information History & Profile …………………………………………………………………………….. 217 Neighborhood Information ………………………………………………………………….. 218 Location, Employment ………………………………………………..…………………….. 222 Demographics ……………………………………………………………………………….. 223 Property Taxes ………………………………………………………………………………. 224 Select Fee Schedules ………………………………………………………………………… 225 Five Year Financial Forecasts……………………………………………………………….. 227 Glossary of Terms & Acronyms Glossary of Terms ……………………………………………………………………………. 229 Acronyms …………………………………………………………………………………….. 239 Budget Resolutions Millage Rate ………………………………………………………………………………….. 241 Budget Adoption ……………………………………………………………………………... 242 2 
   
  

 Left to right (standing): Scott Smith (Seat 1), Diane Keller (Seat 2), Amy Jamieson (Seat 5), MG Moran (Seat 6), and Dick Rynearson (Seat 7). Left to right (seated): John Mead (Seat 3), Mayor Mike Anderson, and Mike Holmes (Seat 4). Council members are elected in odd years for four year staggered terms. City Council meets on the second and fourth Tuesday of each month at 6:00 p.m. in the City Council Chambers located at 107 Miracle Strip Parkway, Fort Walton Beach, Florida.   ! City Manager – Michael D. Beedie Finance Director – Brandy L. Ferris City Clerk – Kim Barnes Engineering & Utility Services – Tim Bolduc City Attorney – Hayward Dykes, Jr. Fire Services – Ken Perkins, Chief Human Resources – Tarey Franxman Police Services – Ed Ryan, Chief Recreation & Cultural Services – Jeff Peters 3 
"  Rather than being just words found on the website or located at the top of letterhead, these core values are the guiding principles by which City Council, Department Directors, and City Staff will conduct themselves, allocate resources, and prioritize goals and objectives. These principles form a non-negotiable code of conduct and will guide our government on who we hire, how we train, and how we reward. These values will define who we are, what we stand for, and influence policies, procedures, and guidelines. Adopted by City Council in May 2011, after a collaborative effort by Department Directors and the City Manager to consolidate employee suggestions, these five core values represent the first milestone in instituting the City’s new Performance Excellence Program. Integrity We will conduct ourselves in an honest, trustworthy, and ethical manner. Accountability We will take full responsibility for our actions, resources, and attitudes. Teamwork We will work together to provide quality services. Customer Service We will be professional, use all available resources, and strive to meet the needs of our customers. Continual Improvement We will promote a culture that seeks to better our organization. Adopted by City Council in September 2011, after a collaborative effort by Department Directors and the City Manager, the updated Vision and Mission for the City are as follows: " The City of Fort Walton Beach: a recognized leader in the provision of Community Services. # To enhance and protect the Community by providing quality services. 4 
     October 1, 2016 Honorable Mayor, City Council Members, and Citizens: It is my pleasure to submit the FY 2016-17 municipal budget. The City of Fort Walton Beach budget is designed to meet the highest standards of municipal budgeting. This budget continues the City’s commitment of providing quality services in a cost controlled manner, ensuring recurring revenues fund recurring expenses, and maintaining prudent cash reserves. This year’s budget process emphasizes sound fiscal management and sustainability to achieve the goals established by citizens, City Council, and staff. The FY 2016-17 budget of $38,628,510 is $762,881, or 2.01%, more than the adopted FY 2015- 16 budget due to increased operating expenses throughout the City. Additionally, Ad Valorem revenues are anticipated to increase 3.6% in the General Fund, generating approximately $190K in additional revenue, and 1.64% in the CRA fund, generating an additional $17K. The budget is predicated on maintaining a millage rate of 5.7697 mills. ECONOMIC ENVIRONMENT National economic indicators - somewhat useful for evaluating the local framework within which the City of Fort Walton Beach operates - seem to indicate continued economic recovery that has shown a slight positive growth in each of the past few budget years. Consumer Price Municipal Cost Consumer Confidence Leading Economic Index Index Index Index *Arrow indicates direction of performance during past year; Color denotes if change has a positive (green) or negative (red) impact.* The Consumer Price Index (CPI) – prepared by the US Bureau of Labor Statistics and the most widely used gauge of inflation – is 1.2% higher than a year ago for the southern region. The Municipal Cost Index – prepared by American City & County to show the effects of inflation on the cost of providing municipal services – is 1.0% higher than a year ago. The Consumer Confidence Index – prepared by The Conference Board based on a representative sample of U.S. households – is 7% higher than a year ago, which is an excellent indicator of the solid economic recovery. The Leading Economic Index – also prepared by The Conference Board and designed to signal turning point patterns in economic data – has remained the same over the past six months. The State of Florida projects an increase for two of four of the City’s revenue sharing funds (local option fuel taxes and half-cent sales tax), which suggests an uptick in discretionary spending. However, the communication services tax revenues have declined in projections again due to further tax reduction on communication services, including bundling of taxable services. The municipal revenue sharing has also decreased, due to the State no longer receiving a portion of the annual decal fees. The Okaloosa County Property Appraiser anticipates a 3.29%, or $39M, increase in taxable assessed value for the City, indicating the real estate market is in steady recovery. City of Fort Walton Beach, FL 5 
     TOP BUDGET ISSUES Current Year – FY 2016-17 Prior Year – FY 2015-16 Property Taxes $197,156 Ÿ Property Taxes $217,831 Ÿ Assessed value increase of $39M or 3.29% due to Assessed value increase of $39M or 3.46% due to increasing property values. Millage rate unchanged. increasing property values. Millage rate unchanged. Pension & Insurance Benefits $683,295 Ÿ Wage Adjustments $353,705 Ÿ Increase in Pension Contributions for DB Plans & Pay & Classification Study implementation – Year 3 of 10.1% increase in Insurance Rates. 5. Wage Adjustments $209,440 Ÿ Fleet & Building Replacement $1,035,081 Ÿ Pay & Classification Study implementation – Year 3 Emphasizing sustainability and following course with of 5. necessary building repairs and replacement of vehicles. Property Taxes The City’s 2016 gross taxable property value for operating purposes is $1.224 billion, an increase of $39 million, or 3.29%, from the 2015 final gross taxable property value of $1.185 billion. Property taxes primarily fund General Fund operations. However, property taxes paid by certain residents and businesses located in areas targeted for specific improvements to eliminate blight and improve infrastructure are allocated to the Community Redevelopment Agency (CRA) Fund. 1,600 8 1,400 7 Ad Valorem Taxes (millions) 1,200 6 Taxable Value (millions) 1,000 5 800 4 600 3 400 2 200 1 - - 2006-07 2007-08 2008-09 2009-10 2010-11 2011-12 2012-13 2013-14 2014-15 2015-16 2016-17 General Fund CRA Fund Tax Revenue Millage As the chart above depicts, the City maintained the millage rate during FY 2008-09 and FY 2009- 10 and reduced personnel and expenses in response to the lower tax revenues as property values began to fall. The millage rate was increased in FY 2010-11 in order to maintain revenues as property values continued to fall. Further staffing and operational cuts were made in FY 2011-12 and FY 2012-13 in order to maintain the millage rate. In FY 2013-14, the City simply did not have room to “do more with less”, and raised the millage rate to 5.7697 mills, where the millage remains today. The proposed budget is predicated on maintaining a millage rate of 5.7697 mills, which generates $214K more in property tax revenue than the prior year due to increases in property values. One mill equals $1 per $1,000 of taxable property value. Wage Adjustments On June 30, 2014, upon completion of the Pay & Classification Study, City Council approved a five-year implementation for the new Pay & Classification Plan. The steps for implementing the plan were as follows: City of Fort Walton Beach, FL 6 
     1. Increase each employee’s salary, as applicable, to the minimum of his/her recommended pay grade - if the salary is already within the recommended pay grade, no adjustment will be made. 2. Introduce parity based on the employee’s years of service – each employee would be placed in the proposed pay range based on the following scale (employees who currently fall into the recommended pay range will receive no increase): • Employees employed 0-5 years – 0% • Employees employed 6-10 years – 15% • Employees employed 11-15 years – 30% • Employees employed 16-20 years – 45% • Employees employed greater than 20 years – 60% The financial impact for Year 3 is estimated by to be a total of $209K, which includes a 2.2% Cost of Living Adjustment for all employees, although increases for Fire Bargaining Union Members have not been finalized and negotiations are still pending. The total budgetary impact of the Plan is estimated at $1.34M over the five-year implementation period. The financial impact for future years is $279K for Year 4; and $286K for Year 5. Pension & Insurance Benefit Increases The City is required to maintain its three defined benefit pension plans in a fiscally sound manner. Investment earnings and employee/employer contributions comprise the plans’ income. General employees and police officers contribute 5% of wages and firefighters contribute 8.0% of wages into their respective plans. The City’s annual contribution as a percent of payroll is based on actuarially determined contribution levels. The City’s contribution to the General Employees defined benefit plan is budgeted at $1.6M, which is an increase of $355K over the prior year, in part due to an increase in wages as part of the implementation process for the Pay & Classification Study. The City’s contribution to the Police Officers plan is budgeted at $569K, which is relatively flat compared to the prior fiscal year. The City’s contribution to the Firefighters plan is budgeted at $794K, an increase of $50K, or 6.7%, which is forecasted in anticipation of a wage adjustment as part of the current Collective Bargaining Unit Agreement and implementation of the Pay & Classification Study, which was just completed for the Department. In 2010, the current Federal Administration passed the Patient Protection and Affordable Care Act. The Act, which mandates, among other things, that employers offer specific medical insurance for any employee working more than thirty (30) hours per week, has had a negative impact on the cost of providing such insurance. The City, who is currently part of an Insurance Pool, has seen a 10.1% increase in the cost of medical insurance for the fiscal year beginning October 1, 2016. This adjustment has increased the budgeted amount for the corresponding expense by $257K. In an effort to assist employees’ affected by the increase in the cost of the City’s medical insurance plans, a one-time stipend equal to the cost adjustment between October 1, 2015 and October 1, 2016, is included in the budget. As the intent is for this to be a non-recurring expense, the funding source is reserves. The stipend total of $60,484, will be paid out to impacted employees’ at the beginning of the fiscal year. Fleet Replacement The City’s Fleet Replacement Program (FRP) is a planning and budgeting tool that identifies the City of Fort Walton Beach, FL 7 
     replacement of vehicles with a value greater than $10,000 and a useful life of seven years or more. The replacement criteria provides a mechanism for the systematic evaluation of vehicle utilization and repair/maintenance costs, and serves as a guide for efficient and effective replacement. Generally speaking, police patrol vehicles are replaced on a 7-year cycle and the remainder of the fleet on a 10-year cycle. Each year as part of the budget process, the fleet is evaluated based on established replacement criteria and a ten-year schedule of replacements is developed depending on a projection of available fiscal resources and the evaluation scoring. Vehicle replacements are funded objectively based on established criteria and funding resources. To maximize the useful life of vehicles and meet service delivery levels, vehicles may be transferred between departments prior to disposal. Prior to replacing a vehicle, an analysis is performed to determine if a less expensive car or truck would meet employee needs at a reduced operating expense to the City or if the vehicle should be removed from the fleet without replacement. According to the economic theory of vehicle replacement, over time vehicle capital costs decline while vehicle operating costs increase. Ideally, vehicles should be replaced around the time that annual operating costs begin to outweigh annual capital costs. However, due to budget constraints, the City fell behind on scheduled vehicle replacement. Due to aging vehicles and increased maintenance costs, the replacement cycles have been updated and necessary funding has been appropriated in FY 2016-17. Fourteen vehicles will be replaced: seven police patrol cars, totaling $269,423, four trucks (1/2 ton to 1 ton), totaling $158,289, one solid waste sideloader, totaling $260,000, and one stormwater dump truck, totaling $134,459. Detailed information on vehicle replacement can be found in the Fleet Replacement Schedule on page 173. Facilities Plan In FY 2014-15, a Facilities Assessment was completed for all City-owned facilities. In the past, the annual budget did not account for the necessary repairs and maintenance to allow for proper upkeep of City facilities. On April 28, 2015, AVCON, Inc. presented the recommendations of the Facilities Assessment to City Council. In the Facilities Assessment, AVCON, Inc. developed a 20-year replacement, repair, and maintenance program. The priorities involved in the Assessment included the following: a. Public Safety Concerns b. Code Compliance c. Replacement Due to Exceeding Service Life d. General Maintenance of Systems The immediate needs for City facilities were laid out, and the proposed FY 2016-17 budget includes funding for the highest priority items, totaling $198K for facility repairs and $209K for HVAC systems and controls. Funding for the master planning of City Facilities was approved by City Council on June 30, 2015, in the amount of $150K. The Request for Proposals was issued in FY 2015-16 and will be completed during the upcoming year. The results of the master plan will be addressed in the FY 2017-18 budget cycle. City of Fort Walton Beach, FL 8 
     OTHER ASSUMPTIONS & CHANGES REVENUES (detailed discussion on pages 38-41) 1. Revenues are estimated at conservative levels to guard against unanticipated economic shifts, legislative changes, or collection levels. General government revenues are largely budgeted based on historical collection and growth levels. Enterprise revenues are based on historical usage and/or number of customers, adjusted for current rates. A new five-year utility rate study, which included stormwater, was approved by City Council and implemented in FY 2014-15. The study determines the required rates to generate sufficient revenue to sustain renewal and replacement reserves and account for debt service requirements. FY 2016-17 will include the implementation of Year 3 of the rate study. 2. Use of reserves – Appropriations from fund balance (governmental funds) or net assets (enterprise funds) are budgeted as follows: a. General Fund - $95,900 from the Harvey Trust for library improvements and purchases, including the following: storage area ($20,000), re-carpet portions of building ($9,900), replace carpet with tile and move shelving ($1,000), new shelving for the children’s area ($12,000), redesign front reference desk ($20,000), and books, publications, and library materials ($33,000); $11,013 from Vehicle Equipment Maintenance Reserve for various replacements; $110,584 from Building Maintenance Reserve for miscellaneous facility repairs; and $60,484 from unassigned fund balance for the one-time insurance stipend. b. Florida Building Code - $90,673 from Unassigned Fund Balance for purchase of a new software system through Sungard H.T.E., the City’s current software provider. The new system, Community Solutions, will enable online permitting, instant inspection results, and increased transparency throughout the permitting process, among other benefits. c. Beal Memorial Cemetery Fund - $22,350 from Perpetual Care for cemetery improvements and equipment, including the following: Toro 52” mower ($19,250) and fencing for the Brooks Cemetery ($3,100). EXPENSES (detailed discussion on pages 42-44) 1. Wages have been adjusted as previously discussed. 2. Benefits have been adjusted as follows: a. Medical insurance – health insurance premiums, including medical, dental, vision, and life, increased by 10.1%. b. General employee pension – the City’s contribution rate increased 10.1% to 32.6%. c. Police officer pension – the City’s contribution rate decreased from 28.21% to 25.44% per the actuarial analysis. d. Firefighter pension – the City’s contribution rate increased from 38.33% to 41.89% per the actuarial analysis, resulting in a budget increase of $50K. 3. The following computer replacements are budgeted at a total cost of $293K; the FY 2016-17 IT replacement schedule can be found beginning on page 167. a. General Fund – various laptops/desktops/tablets, Community Solutions software system b. FBC Fund – desktop City of Fort Walton Beach, FL 9 
     c. CRA Fund – desktop d. Utilities Fund – various laptops/desktops/tablets e. Sanitation Fund – desktop f. Stormwater Fund - desktop 4. The following vehicle and equipment replacements and building improvements are budgeted at a total cost of $1.1M. The FY 2016-17 vehicle replacement schedule can be found beginning on page 173. a. General Fund – 7 patrol vehicles (Police), 3 trucks (Recreation & Engineering), 1 server upgrade (IT), 1 Toro 52” mower (Cemetery), 1 bunker gear washer/dryer (Fire), 1 thermal imaging camera (Fire), sound panels in gymnasium (Recreation), 1 modular playground unit for Kenwood Park (Recreation), new shelving & front desk (Library), upgrade storage area (Library), upgrade carpet & tile (Library), fencing at Brooks Cemetery (Cemetery), 1 shop air compressor (Fleet), 2 school zone markers (Streets) b. CRA – 1 police substation in the Library, decking to the mound at the museum c. Utilities Fund – 1 upgrade to Hypertac well monitoring system, 1 mini-camera, 1 24” equipment trailer, 1 concrete chainsaw, 1 sewer tapping machine, 1 Hypertac SCADA server upgrade, 1 CCTV pipeline van d. Sanitation Fund – 1 sideloader e. Stormwater Fund – 1 concrete chainsaw, 1 12yd dump truck 5. The following capital improvement projects (CIPs) are budgeted at a total cost of $620K. More detailed information for CIPs is available beginning on page 180. Recurring a. General Fund – street resurfacing b. Utilities Fund – water line replacement, sewer system rehabilitation Non-Recurring a. General Fund - Phase II of the Recreation Complex b. CRA Fund – Carson Drive streetscape 6. Certain capital improvement projects, grants, and/or purchases that were authorized, budgeted, and appropriated by City Council in a prior fiscal year but are incomplete as of September 30th are carried forward into the new fiscal year. These special projects and purchase order encumbrances are identified in the budget resolution at the end of the document. ACKNOWLEDGEMENTS Preparation of this budget would not have been possible without the efficient and dedicated services of Carol Godwin, Budget & Grants Analyst and Finance Director, Brandy Ferris. I would like to express my appreciation to all Department Directors and staff who assisted and contributed to the preparation of this budget. City of Fort Walton Beach, FL 10 
     I would also like to thank the Mayor and City Council for their commitment to conducting the financial operations of the City of Fort Walton Beach in a responsible and progressive manner. Sincerely, Michael D. Beedie City Manager The Government Finance Officers Association of the United States and Canada (GFOA) presented a Distinguished Budget Presentation Award to the City of Fort Walton Beach, Florida for its annual budget for the fiscal year beginning October 1, 2015. In order to receive this award, a governmental unit must publish a budget document that meets program criteria as a policy document, as an operations guide, as a financial plan, and as a communication device. This award is valid for a period of one year only. We believe our current budget continues to conform to program requirements, and we are submitting it to GFOA to determine its eligibility for another award. City of Fort Walton Beach, FL 11 
    The fundamental purpose of the City’s budget is to link what City Council wants to accomplish for the community with the resources necessary to do so. As such, the budget offers more than just financial elements – it presents an overview of the City's overall operations. This document is intended to provide City Council and our citizens with a plan addressing financial, operational, and policy issues. The budget serves as a: Policy Document – The budget presents financial policies, addresses Vision and The City’s Business is SERVICE Strategic Plan goals, and identifies the short We are committed to providing quality service to and long-term impact programs, services, and our community in ways that are responsive and capital improvements will have on the City’s caring by working together to serve our residents. operations and finances. We believe that the success of our organization depends upon the teamwork, mutual trust, and honesty Financial Plan – The budget outlines the achieved through our commitment to the following financial structure and operational changes Core Values: required for financial stability, including the ƒ Integrity: we will conduct ourselves in an honest, capital improvements program and debt trustworthy, and ethical manner. management information. ƒ Accountability: we will take full responsibility for our actions, resources, and attitudes. Operations Guide – The budget provides direction to departments by identifying the ƒ Teamwork: we will work together to provide quality services. relationships between organizational units and ƒ Customer Service: we will be professional, use programs, identifying the workforce and all available resources, and strive to meet the needs historical data on operations, identifying the of our customers. impact of capital spending, and establishing ƒ Continual Improvement: we will promote a measurable performance goals and objectives culture that seeks to better our organization. for managers to evaluate the effectiveness of their organization. Communication Device – The budget is presented in a format that is easily understood through the use of charts and graphs, icons, statistical information, and narrative descriptions. The budget is a financial operational plan estimating expenditures for a given period and the proposed means to finance those objectives. The State of Florida requires municipalities to prepare a balanced budget, whereby sufficient resources must be identified to fund programs and services. The fiscal year for all Florida cities begins October 1st and ends September 30th. The sheer volume and complexity of information can make the budget an imposing document. The reader should always keep in mind that this document answers two core questions: “Where is the City of Fort Walton Beach’s money coming from?” and “How will that money be used?” FUND STRUCTURE An important concept in governmental accounting and budgeting is the division of the budget into categories called funds. Funds are separate fiscal accounting entities. Budgeting and accounting for revenues and expenditures in this manner is called fund accounting. Fund accounting allows a government to budget and account for revenues and expenditures restricted by law or policy. Governments may use any number of individual funds in their financial reporting; however, generally accepted accounting principles (GAAP) require all these individual funds to be aggregated into specified fund types. Any fund constituting 10% or more of the appropriated budget is considered a “major” fund. City of Fort Walton Beach, FL 12  There are basically three groups of funds in governmental accounting: • Governmental Funds – account for activities supported by taxes, grants, and similar resources and include most governmental functions; fund types include general, special revenue, capital projects, debt service, and permanent. • Proprietary Funds – account for activities similar to those often found in the private sector; fund types include enterprise and internal service funds. • Fiduciary Funds – account for assets not available to support the government’s programs that are held in a trustee or agent capacity; fund types include private-purpose trust, pension and other employee benefit trust, investment trust, and agency funds. General Fund – Accounts for all financial resources not accounted for in other funds (e.g. human resources, finance, police, fire, recreation, code enforcement, streets). Special Revenue Funds – Accounts for the proceeds of specific revenue sources that are legally restricted to expenditures for specific purposes. • Law Enforcement Trust Fund – grants, forfeitures • Law Enforcement Training Fund – traffic fines • Florida Building Code Fund – building permit & inspection fees • Community Development Block Grant – entitlement grant • Community Redevelopment Agency – tax increment financing (i.e. ad valorem taxes) • Beal Memorial Cemetery Perpetual Fund – lot, crypt, and niche sales Debt Service Fund – Accounts for the accumulation of resources for, and the payment of, general long-term debt principal and interest. Capital Projects Fund – Accounts for financial resources to be used for the acquisition or construction of major capital facilities, thereby more accurately accounting for a variety of one- time facility improvements and construction projects. Enterprise Funds – Account for operations that are financed and operated in a manner similar to a private business – where the intent of the governing body is that the cost (expenses, including depreciation) of providing the services to the public on a continuing basis be financed and recovered primarily through user charges. Related capital projects are accounted for in the individual enterprise funds. • Utilities Fund – water, sewer • Sanitation Fund – garbage, recycling, yard waste • Stormwater – stormwater A department may have multiple divisions or be financed by multiple funds. The chart below illustrates the relationship between the City’s fund financial structure (e.g. accounting) and the City’s departments (e.g. operations). City of Fort Walton Beach, FL 13  Accounting Law Law Department/ General Enf. Enf. FBC CDBG CRA Utilities Sanitation Stormwater Division Trust Train City Council ¥ City Manager ¥ Information Tech ¥ General Human Resources ¥ Gov’t Risk Management ¥ City Clerk ¥ $5.9M Finance ¥ Purchasing ¥ Fleet ¥ Facilities ¥ Public Safety Police ¥ ¥ ¥ ¥ $9.5M Fire ¥ Recreation ¥ Parks ¥ ¥ Recreation Right-of-Way ¥ Operations Services Golf Club ¥ $5.8M Library ¥ Museum ¥ Cemetery ¥ Engineering Svcs ¥ ¥ ¥ Planning/Zoning ¥ Bldg Insp/Permits ¥ Code Enforcement ¥ Engineering Streets ¥ & Utility Customer Service ¥ Services Utility Services ¥ $18.9M Water Operations ¥ Sewer Operations ¥ Water Distribution ¥ Sewer Collection ¥ Sanitation ¥ Stormwater ¥ DEPARTMENT & DIVISION INFORMATION A Department is a major administrative segment of the City that indicates overall management responsibility for an operation or a group of related operations within a functional area (e.g. Police Department, Recreation Department). The smallest organizational unit budgeted is a Division. Each division indicates responsibility for one functional area (e.g. Library Division within Recreation Department). When divisions are combined, a department is formed. In order to provide City Council and citizens with a well-rounded presentation of each department, the following elements are presented in the annual budget: organizational chart, revenues & expenditures, mission, description, goals & objectives, and accomplishments. The performance metrics reflect an operational plan and demonstrate how dollars and cents are translated into tangible returns for the citizens. BUDGET BASIS Annual appropriated budgets are adopted by resolution for all governmental and proprietary funds. The City is not legally required to budget for proprietary or fiduciary funds and those budgets are not included in the City’s audited financial statements. The basis of accounting used for purposes of financial reporting in accordance with generally accepted accounting principles (GAAP) is not the same basis used in preparing the budget document. All funds are budgeted on a cash basis. In City of Fort Walton Beach, FL 14  GAAP financial statements, however, governmental funds use the modified accrual basis of accounting and proprietary funds use the accrual basis of accounting. During the year, the City’s accounting system is maintained on the same basis as the adopted budget, which enables department budgets to be easily monitored through the accounting system. The major difference between the budget and GAAP for governmental funds is that certain expenditures (e.g. compensated absences and depreciation) are not recognized for budgetary purposes, but are recorded in the accounting system at year-end. For enterprise funds, the difference between this budget and GAAP is that debt principal payments and capital outlay (i.e. fixed assets) are budgeted as expenditures for budgetary purposes, but depreciation and compensated absences are shown on the financial statements. Staff believes this provides a better day-to-day financial plan. However, all activity is recorded in the accounting system at year-end in accordance with GAAP. BUDGET PROCESS This budget continues the City’s commitment of using planning processes and citizen input as blueprints for providing services and programs for the betterment of the community. Planning Processes Frequency Description Budget Impact Comprehensive Long Range Plan - Provides direction to guide Budget expenditures (e.g. Plan developed in and control development and Capital Improvements Plan) 1990, updated in redevelopment, as required must be concurrent with the 2000 & 2011. per Florida Statute Chapter Comprehensive Plan. 163. Vision Plan Long Range Plan - Defines the broad, idealistic Outlines the general allocation developed in values that citizens cherish of resources to achieve the 1994, updated in and desire for their desired service levels and 2004 & 2011. community and creates quality of life. shared commitments among citizens, City Council, and staff. Strategic Plan Mid-to-Short Translates the Vision Plan Allows for the reallocation of Range Plan – first into current and future resources due to changing held in 2004 and priorities based on priorities or economic updated annually importance to City Council conditions. and funding availability. Budget Policy Short Range Plan Defines changes to service Provides the framework for Workshop - held annually. levels or program objectives developing the current budget. based on City Council goals and available fiscal resources. Capital Short-to-Mid Provides estimated dates and Provides anticipated 5-year Improvement Range Plan - costs for the acquisition, funding level for facilities and Plan updated annually. construction, replacement, or infrastructure. renovation of facilities and infrastructure. Roles & Responsibilities The budget process begins in January with the Finance Director and Budget & Grants Analyst City of Fort Walton Beach, FL 15  developing five-year financial forecasts for the General and Enterprise Funds, including best, likely, and worst-case scenarios. Revenue assumptions are developed using financial forecasting software to analyze historical trends and account for any anticipated major economic or legislative changes. Revenue projections are continually updated until the budget is adopted to ensure the amounts are based on the most current information available. Expenditure assumptions are similarly developed in the forecast model considering relevant benchmark indices such as the municipal cost index, consumer price index, and producer price index. New programs and projects are also included to determine the future impact of current financial decisions. FISCAL YEAR FINANCIAL FORECAST BEGINS DEVELOPED In February or March, the City Council, acting as the Oct 1 Jan Legislative Body of the City holds a Strategic Planning Session. BUDGET BUDGET MEETING The goals set during this meeting, are used by staff to formulate ADOPTION Sep Jun the budget policy items that are presented to City Council in June and then utilized to prepare the Budget. A summary of this PUBLIC BUDGET DEPARTMENT MEETINGS Plan can be found on Page 61 of this document. In addition, the WORKSHOPS Aug BUDGET May/Jun COMMITTEE icons used to illustrate the strategic goals are seen throughout REVIEW Jun/Jul the budget to notate when a strategic objective is being met. A Budget Meeting is held with City Council in June to determine Council’s priorities and position issues specific to development of the operational and capital budgets for the upcoming fiscal year. City Council’s decisions provide the framework under which the budget is prepared to meet City Council’s programmatic objectives within available fiscal resources projected in the five-year forecasts. The meeting is open to the public and the public is encouraged to attend and participate. Department Directors are responsible for identifying their staffing needs, operational funding needs within budget development parameters, five-year capital requests, as well as corresponding revenue sources to fund their needs. In addition, they must conduct a comprehensive review of departmental goals, objectives, and metrics. The City Charter charges the City Manager with the duty of presenting a balanced budget to City Council. The budget is considered balanced if the total of all available financial resources (either on hand at the beginning of the year or generated during the year) equals or exceeds the total of all financial requirements. In order to accomplish this goal, a Budget Committee is formed comprised of the City Manager, Finance Director, and Budget & Grants Analyst. The Committee conducts comprehensive meetings with Department Directors to review their budget requests and a collaborative effort is undertaken to achieve City Council and department goals within fiscal constraints. The Budget Committee enlists assistance for areas of specialized interests, such as the Information Technology Manager for computer issues and the Human Resources Director for personnel and risk management issues. Department goals, objectives, and metrics are also evaluated during budget development to determine the effectiveness of program activities and appropriate funding levels. After the departmental meetings, the Budget Committee finalizes the proposed budget given revenue projections, economic conditions, funding requirements, and City Council program priorities and issues previously identified in the budget process. Once a balanced budget is achieved, it is presented to City Council for consideration. Community Participation In prior years, the City solicited input annually from its residents and businesses to gauge citizen City of Fort Walton Beach, FL 16  satisfaction and progress toward improving services. Due to the low response rate, the Public Information Officer is currently working on a year-round online survey to be accessed on the City website. Responses will be presented to City Council and used to ensure resources are allocated to the most highly valued programs and activities. The City’s website and utility bills contain notices regarding the budget process and City Council’s budget meetings. City Council Budget Review BUDGET SCHEDULE The Mayor and City Council are January 2016 Five-Year Financial Forecasts Developed responsible for reviewing the proposed March 2016 Strategic Planning Session with City Council budget to ensure it meets the goals and May 2016 Department Budget Submissions objectives of the City, conducting Revenues Fee Schedule Personnel Operating Expenses meetings on the budget to enlist public Computers Equipment/Vehicles comment, and conducting public hearings Capital Improvement Projects prior to the final adoption of the budget. Current Year Accomplishments Budget Year Goals & Objectives Performance Measures In August, a budget meeting is held with the City Council to review and discuss the June 2016 Departmental Budget Reviews proposed budget. The City Manager June 2016 Capital/CIP Ranking Meeting reviews major issues and Department June 2016 City Council Budget Meeting Discussion Budget Issues Directors are present for the discussions Set Proposed Millage Rate for TRIM Notice and study of the proposed budget. The August 8, 2016 City Council Meeting – Review Budget meeting is open to the public and the September 7, 2016 City Council Meeting – Adopt Tentative public is encouraged to attend and Millage Rate and Budget by Resolution participate. September 21, 2016 City Council Meeting – Adopt Final Millage Rate and Budget by Resolution During September, two public hearings on the millage (i.e. property tax) rate and budget are held per State Statute before final budget consideration. These meetings are advertised as part of the agenda and Florida Law requires certain newspaper advertisements prior to the second and final budget hearing. At the public hearings, the public may make formal comment either for or against the proposed budget and ask questions of City Council about the budget. Budget adoption occurs in September after City Council deliberations and two public hearings. City Council may take action to modify the proposed budget at its discretion. Prior to budget adoption, City Council must adopt a millage rate to support budgeted funding levels. An adopted budget is published no later than October 1. Budget Maintenance Budget maintenance is a year-round activity of the Department Directors, Finance Director, and Budget & Grants Analyst. Spending control mechanisms include Finance Department review of purchase requisitions and departmental review of reports presenting budget versus actual revenues and expenditures. These financial reports are prepared and reviewed by staff monthly and provided to City Council quarterly to identify and communicate any spending variances. Performance measures are prepared and reported to Council quarterly to monitor progress against goals and objectives, citizen satisfaction, and benchmarks. Annual appropriations lapse at fiscal year-end with the exception of encumbrances and appropriations related to multi-year projects and other items identified by City Council to be carried over to the next fiscal year. These carry-overs are included in the ensuing year’s adopted budget resolution. City of Fort Walton Beach, FL 17  Budget Transfers Operationally, the City functions at a fund level basis allowing budget transfers within funds for individual line items that exceed the budgeted amount without a formal budget amendment. Budget transfers are used only to transfer appropriations between line items within a fund, not to increase the total budget or to transfer resources between funds. Budget transfers are permitted in accordance with Administrative Policy FIN-13. All budget transfers are performed in the City’s accounting system by the Finance Department. Budget Amendment Per Florida Statute 166.241, the adopted budget may be revised with a budget amendment approved by City Council in the same manner in which the budget was adopted. The resolution adopting the annual budget allows the budget to be amended by resolution provided that a corresponding funding source supports any additional expense. Transfers between funds and increases to a fund’s total budget are permitted by resolution adopted by City Council. Frequently, the budget is amended to record grants awarded to the City or other mid-year activities approved by City Council. The budget amendment increases or decreases the total amount of the adopted budget of each fund. FINANCIAL POLICIES The financial policies presented below set forth the basic framework for the overall financial management of the City, as well as provide guidelines for evaluating current activities and proposals for future programs. Financial Planning Long-Range Planning – Update the Vision Plan every ten years and hold a Budget Policy Meeting annually to ensure current and proposed programs and services reflect the values shared by citizens, City Council, and staff and to evaluate the impact on revenues and/or reserves. Prepare five-year General Fund revenue & expenditure projections and five-year Enterprise Fund pro- formas in conjunction with current year budget development to highlight the long-term impact of current decisions. These forecasts include the following assumptions, based on current trends and a Strategic Plan that focuses on economic stability: • Rates for both the Utility fund and the Stormwater Fund are adjusted in accordance with the most recent 5 year rate study that was approved by City Council in October 2014. This rate study is available to the public on the City’s internet. • All other rates are adjusted by 1% - 2% based on historical patterns. • Personal Services in all funds have been adjusted by 2.2%, as provided for in the Pay & Classification Study that was approved by City Council in 2014. • Operating Expenses are adjusted by 2% - 3% based on historical patterns. In each pro forma, if needed, action has been taken through the use of excess reserves to ensure that there is no deficiency in any Fund. These forecasts are provided in graphical format on page 211. Asset & Infrastructure Inventory – Evaluate (and reprioritize as necessary) the five-year capital needs of the City annually as part of the budget process. Assets, as defined for purposes of this review, include computers, vehicles, and motorized equipment. Infrastructure improvements (e.g. City of Fort Walton Beach, FL 18  street resurfacing, water/sewer lines, parks) are evaluated during development of the five-year capital improvements program. Balanced Budget – Prepare a balanced budget each fiscal year in accordance with Florida statutory requirements for municipalities. The budget is considered balanced if the total of all available financial resources (either on hand at the beginning of the fiscal year or generated during the fiscal year) equals or exceeds the total of all financial requirements (either planned spending during the year or funds required to be on hand at the end of the fiscal year). The requirement for a balanced budget is established at the fund level and must be met for each individual fund budgeted. When anticipated revenues exceed budgeted expenses, a non-operating governmental expenditure line “Fund Balance – Reserved for Future Appropriation” or enterprise expense line “Reserved- Undesignated Net Assets” accounts for the excess. In reverse, when budgeted expenses exceed anticipated revenues, a non-operating governmental revenue line “Appropriation from Unassigned Fund Balance” or enterprise revenue line “Appropriation from Net Assets” funds the overage. Although the budget adopted by City Council is balanced, the budget may become unbalanced during the year due to a natural disaster, civic emergency, grant award, or other City Council action. When these changes occur, a budget amendment must be adopted by resolution of City Council. Financial Monitoring – Prepare monthly financial reports for the City Manager and Finance Director detailing revenues and expenditures by fund, department, and division. Identify and explain any significant variances between budget and actual. Report financial information to City Council on a quarterly basis. Revenues Taxes – Maintain the millage and other tax rates at levels commensurate with the service levels being provided. Services which have a citywide benefit shall be financed with revenues generated from a broad base, such as property and other taxes. Evaluate annually as part of the budget process. User Fees – Maintain fees and rates at appropriate levels to fund their corresponding purpose, especially in the Enterprise funds. Services where the customer determines the use shall be financed with user fees, charges, and assessments related to the level of service provided. User fees shall be maximized in lieu of general revenue sources for services that can be individually identified and where costs are directly related to the level of service. The extent to which the total cost of providing the service is recovered depends on the nature of the service. For governmental services provided for the public good (e.g. police and fire protection, street maintenance, and land use regulation), it may be appropriate for a substantial portion of the cost to be borne by the taxpayers. For proprietary services provided for the enjoyment of specific residents (e.g. recreation programs, cemetery operations), total cost recovery may be warranted. Evaluate annually as part of the budget process. Non-Recurring Revenues – Fund recurring expenditures with recurring revenues. One-time revenues will be reserved for future emergencies or projects identified by City Council to the greatest extent possible. Unpredictable Revenues – Budget unpredictable revenues at conservative levels (e.g. building permits) to safeguard against a shortfall. City of Fort Walton Beach, FL 19  Expenditures Operating Expenses – Pay all current year operating expenses with current year revenues and/or available fund balance. Contingencies – Appropriate contingency funds in the General Fund and Enterprise Funds to guard against unanticipated price increases (e.g. fuel, utilities), emergency repairs, or revenue shortfalls. The State of Florida allows up to a maximum of 10% of anticipated revenues to be allocated toward contingencies. City practice is to budget 1% of personnel and operating expenses as contingency funds to be used as a last resort. Budget residuals (excess budget funds transferred out of an account by the Finance Department once the budgeted expense has been incurred) will be exhausted before contingency funds are used. The City currently meets this policy for the applicable funds. Special Project Carryovers – Carry forward into the new year through the budget resolution with the corresponding revenue source of the prior year. These are projects and/or purchases that are incomplete as of September 30th of any fiscal year that will be continued and made part of the appropriations for the ensuing year. These are budget funds for large items (usually capital purchases, projects, or studies) that were authorized and appropriated by City Council in a prior fiscal year but were not spent due to time constraints. Encumbrance Carryovers – Carry forward into the new year through the budget resolution with the corresponding revenue source of the prior year. In general, purchase orders close out at the end of the fiscal year unless they are identified for carryover as part of the budget process of the ensuing year. These encumbrances were authorized, budgeted, and appropriated by City Council in a prior fiscal year but were not fully receipted in due to the ongoing nature of the expense. Fund Balance (governmental funds) Fund balance refers to the difference between current financial assets and liabilities reported in a governmental fund. Since all related assets and liabilities are not reported for governmental funds, fund balance is considered more of a liquidity measure than a net worth measure. Credit rating agencies monitor fund balance levels and strongly consider unrestricted fund balance when determining a local government’s creditworthiness. Fund balance is also important to guard against unanticipated events that would adversely affect the financial condition of the City and jeopardize the continuation of necessary public services. There are five types of fund balance: Restricted 1. Nonspendable (inherently nonspendable) – resources that cannot be spent because of form (e.g. inventory, long-term loans receivable) or because they must be maintained intact (e.g. endowment principal). 2. Restricted (externally enforceable limitations) – resources with limitations imposed by creditors, grantors, laws, regulations, or enabling legislation. Unrestricted 3. Committed (self-imposed limitations) – resources whose use is constrained by limitations that the governing body has imposed and remains binding until removed in the same manner. Š Disaster/Emergency Reserve – City Council established a committed fund balance of 30% of annual budgeted expenditures per Resolution 2011-13 adopted August 16, 2011. This equates to $5.6M in the current year budget. City of Fort Walton Beach, FL 20  4. Assigned (limitation resulting from intended use) – resources whose use is constrained by a body or official designated by the governing body. Š Subsequent Year’s Budget – City Council authorizes City management to set forth in the annual budget (and any amendments thereto) fund balance for specific purposes per Resolution 2011-13 adopted August 16, 2011. 5. Unassigned (residual net assets not otherwise classified) – total fund balance in excess of the nonspendable, restricted, committed, and assigned fund balances (e.g. surplus). There is currently $1.3M. General Fund Reserves $16 $14 $12 $10 Millions $8 $6 $4 $2 $0 Actual 2013-14 Actual 2014-15 Budget FY 2015-16 Budget FY 2016-17 Nonspendable Restricted Committed Assigned Unassigned Changes in Fund Balance Changes in reserves are anticipated, as displayed below, primarily due to the use of previously appropriated reserves specific to facility and vehicle repairs and replacements, as well as the use of designated Florida Building Code fund reserves, budgeted to assist with the purchase of new software, which will greatly enhance the transparency of the building and permitting process. Changes in Fund Balance - Governmental Funds Variance FY16 to Actual Budget FY17 FY 2015 FY 2016 FY 2017 $ % General Fund $9,816,305 $8,854,998 $8,413,906 -$441,092 -5.0% Law Enf. Trust Fund $222,784 $8,354 $8,354 $0 0.0% Law Enf. Training Fund $10,962 $486 $486 $0 0.0% FBC Fund $273,879 $273,879 $183,206 -$90,673 -33.1% CDBG Fund $22,016 $0 $0 $0 0.0% CRA Fund $1,874,265 $1,762,273 $1,762,273 $0 0.0% Debt Service Fund $25,449 $25,449 $25,449 $0 0.0% Beal Memorial Fund $2,261,970 $2,193,634 $2,171,284 -$22,350 -1.0% * Amounts depicted in chart include total fund balance Working Capital (proprietary funds) Working capital refers to the difference between current assets and current liabilities reported in a proprietary fund. This measure indicates relative liquidity. Credit rating agencies consider the City of Fort Walton Beach, FL 21  availability of working capital in their evaluations of a local government’s creditworthiness. Working capital is also important in mitigating unanticipated events and ensuring stable services and fees. The City’s target level of working capital is 90 days of annual operating expenses, and currently exceeds this level for all funds. It is not feasible to project this measure into the future. Working Capital Analysis - in Days Actual FY 2013 FY 2014 FY 2015 Utilities Fund 222 349 381 Sanitation Fund 246 187 236 Stormwater Fund 323 424 622 Net Assets (proprietary funds) Net assets refers to the difference between assets and liabilities reported in a proprietary fund, and may be considered a measure of net worth. There are two types of net assets: 1. Restricted – funds committed for identified purposes or legally required to be segregated; not available to liquidate liabilities of the current period (e.g. debt service, impact fees). 2. Unrestricted – funds not required to be on hand and have not been identified for a particular purpose; available for capital projects or to balance the budget; the measure of financial health for an enterprise fund. Š City Council established that unrestricted net assets will be maintained at 33% of operating, debt service, and transfers out per Resolution 2011-13 adopted August 16, 2011. The City currently meets this policy for all funds. Net Assets Analysis Actual Estimate FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 Utilities Fund 42.5% 90.7% 74.1% 62.3% 56.1% Sanitation Fund 64.0% 60.8% 61.6% 55.3% 55.1% Stormwater Fund 83.6% 109.3% 152.9% 88.4% 86.8% City of Fort Walton Beach, FL 22  Investments Investment Philosophy – Funds shall be invested in a manner that will ensure the safety of principal while meeting daily cash flow needs. Optimization of investment income shall be secondary to the requirements of safety and liquidity. Investment Policy – Ordinance 1921, adopted by City Council in June 2015, governs the investment of funds in excess of those required to meet current expenses, with the exception of pension funds, funds related to the issuance of debt where there are other existing policies or indentures in effect for such funds, and Beal Memorial Cemetery Perpetual Care funds. In a nutshell: • The primary investment objectives, in order of importance, are: safety of principal, liquidity, and investment income. • Cash balances from all funds are consolidated to maximize investment earnings. Investment income is allocated to each fund based on the fund’s respective participation and in accordance with generally accepted accounting principles. • The investment portfolio shall be structured, to the extent possible, to match investment maturities with known cash needs and anticipated cash flow requirements. • Investments will be diversified, to the extent practicable, to control the risk of loss resulting from over-concentration of assets in a specific maturity, issuer, instrument, dealer, or institution. • Each portfolio’s performance will be reviewed on a quarterly basis, with emphasis placed on results achieved over a rolling time period of three to five years for long-term portfolios. Objectives will be reviewed annually and adjusted as necessary after consultation with the Finance Director, Investment Advisor(s), and Portfolio Manager(s). The City currently maintains two short-to-medium term portfolios, one long term portfolio, and one short term portfolio externally-managed through our Investment Manager (PFM Asset Management). Since the City has transitioned from internally managed portfolios, benefits of the enhanced diversification and third-party management have been realized, including increased cash flow and interest earnings. Debt Issuance Debt Limit – The State of Florida does not place a legal limit of debt on municipalities. However, general obligation debts greater than one year require voter referendum approval. Special revenue debt is pledged by a specific revenue source and limited by available revenue; therefore it is not subject to voter referendum. Any new debt will be carefully evaluated as to its impact on operations. Debt Philosophy – The use of debt financing for long-term capital improvement programs is based upon two types of debt financing: 1) “pay-as-you-go” and 2) “pay-as-you-use”. In practice, the City uses a mix of these two basic methods to finance its Capital Improvements Program, with pay-as-you-go financing used for recurrent capital expenditures and with pay-as-you-use financing used for long-term, non-recurrent capital expenditures. • Pay-As-You-Go – A type of financing whereby current revenues, taxes, and/or grants rather than long term debt are used to pay for capital improvements. Example: annual street paving. City of Fort Walton Beach, FL 23  • Pay-As-You-Use – A type of financing whereby long term debt is used to pay for capital improvements. Example: debt financing for a new municipal facility. Debt Policy Statement – The following policy statements govern the City’s use of debt to finance long-term, non-recurring capital improvements: • Recurrent capital expenditures for replacement, expansion and/or acquisition of plant, equipment, and/or motor vehicles will be financed on a pay-as-you-go basis from funds available and appropriated in the City’s annual operating budget. • Only long-term, non-recurrent capital expenditures for public improvements having a relatively greater cost and longer useful life, and which require additional funding over and beyond the fiscal capacity of the City’s annual operating budget, will be financed through the issuance or creation of long-term debt. These expenditures will not be debt-financed for periods exceeding the projected useful life of the improvement. • All capital improvements financed through the use of long-term debt will be consistent with the adopted Capital Improvements Program and the current fiscal year’s adopted Budget. • Revenue sources that will be used to pay long-term debt will be conservatively projected to ensure that such debt is adequately and soundly financed. • The City’s total general obligation debt will not exceed 10% of its assessed valuation. The City does not currently have any general obligation debt. • The City will use special assessment revenue bonds or other self-supporting bonds where possible and appropriate to finance long-term, non-recurrent capital improvements, rather than general obligation bonds. • The City will establish and maintain effective communications with bond rating agencies to keep them informed of its financial condition. Debt Capacity – The debt capacity of both the General Fund and Utilities Fund is contingent upon available resources and existing debt. The current outstanding debt requires a coverage ratio of 1.15 time earnings. The General Fund is at 11.95 and the Utilities Fund is at 2.59. The Sanitation and Stormwater funds are debt-free. Debt Ratio – Indicates the percentage of assets financed via debt, and therefore the financial flexibility of the fund. Debt Ratio Analysis Actual Budget FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 General Fund 36.5% 32.4% 41.4% 33.8% 31.1% Utilities Fund 41.5% 52.4% 54.3% 38.9% 36.7% Sanitation Fund 0.0% 0.0% 0.0% 0.0% 0.0% Stormwater Fund 0.0% 0.0% 0.0% 0.0% 0.0% City of Fort Walton Beach, FL 24  Debt Rating – The City maintains an AA rating with both Standard and Poor’s and Fitch. Principal Interest Total Existing Debt 1,804,782 711,152 2,515,933 New Debt anticipated in FY 2016-17 - - - FY 2016-17 Budget Debt Impact 1,804,782 711,152 2,515,933 Debt Principal and Interest Payments by Fund General Fund Utilities Fund Total Fiscal Yr Principal Interest Principal Interest Principal Interest 2016-17 729,738.19 316,705.25 1,075,043.32 394,446.52 1,804,781.51 711,151.77 2017-18 747,050.33 295,843.47 1,099,796.42 376,185.57 1,846,846.75 672,029.04 2018-19 767,536.39 274,204.21 1,124,793.00 357,452.48 1,892,329.39 631,656.69 2019-20 757,497.40 253,559.71 1,151,037.68 338,244.94 1,908,535.08 591,804.65 2020-21 748,461.10 234,618.26 1,176,535.20 318,531.38 1,924,996.30 553,149.64 2021-22 702,420.43 216,654.29 1,204,290.40 298,338.58 1,906,710.83 514,992.87 2022-23 723,754.48 199,070.14 1,232,308.18 277,605.69 1,956,062.66 476,675.83 2023-24 739,872.41 180,955.83 1,260,593.58 256,330.19 2,000,465.99 437,286.02 2024-25 700,232.00 162,430.20 1,289,151.70 234,509.53 1,989,383.70 396,939.73 2025-26 720,054.00 144,607.58 1,318,987.72 212,141.12 2,039,041.72 356,748.70 2026-27 739,629.00 126,282.86 1,349,106.96 189,193.10 2,088,735.96 315,475.96 2027-28 3,282,127.00 107,460.50 1,380,514.82 165,662.77 4,662,641.82 273,123.27 2028-29 288,365.00 20,271.58 1,413,216.84 141,518.16 1,701,581.84 161,789.74 2029-30 293,998.00 13,639.18 1,445,218.60 116,727.28 1,739,216.60 130,366.46 2030-31 299,010.00 6,877.24 1,479,525.86 91,316.45 1,778,535.86 98,193.69 2031-32 1,513,144.42 65,224.37 1,513,144.42 65,224.37 2032-33 1,549,080.20 38,477.28 1,549,080.20 38,477.28 2033-34 921,339.34 11,013.71 921,339.34 11,013.71 2034-35 467,244.70 2,219.41 467,244.70 2,219.41 12,239,745.73 2,553,180.30 23,450,928.94 3,885,138.53 35,690,674.67 6,438,318.83 DEBT SCHEDULES Equipment Debt Service by Fiscal Year Citywide Fund 001 Fund 001 Fund 001 2013 2014 2011A 2015 Fiscal Year GRAND TOTAL Capital Lease Interfund Loan Revenue Note Capital Lease Phone System Fire Pumper Fire Ladder Truck Fitness Equipment 2016-17 25,057.68 55,663.00 84,625.14 14,935.76 180,281.58 2017-18 25,057.68 55,663.00 84,625.16 14,935.76 180,281.60 2018-19 22,969.54 55,663.00 84,625.14 14,935.76 178,193.44 2019-20 - 55,663.00 84,625.15 6,777.00 147,065.15 2020-21 - 55,663.00 63,468.86 - 119,131.86 2021-22 - 55,663.00 - - 55,663.00 2022-23 - 55,663.00 - - 55,663.00 2023-24 - 55,665.90 - - 55,665.90 Total $ 73,084.90 $ 445,306.90 $ 401,969.45 $ 51,584.28 $ 971,945.53 City of Fort Walton Beach, FL 25  Facility & Infrastructure Debt Service by Fiscal Year Fund 401 Fund 401 Fund 001 Fund 001 2015 2013 2013A GRAND TOTAL SRF Loan Revenue Note Revenue Note Revenue Note Pump Station & Force Utility System Recreation Complex Fiscal Year Municipal Facilities Main Improvements & Equipment 2016-17 805,705.04 663,784.80 308,637.34 557,524.52 2,335,651.70 2017-18 812,081.59 663,900.40 305,087.24 557,524.96 2,338,594.19 2018-19 818,579.88 663,665.60 306,022.48 557,524.68 2,345,792.64 2019-20 825,202.22 664,080.40 306,467.10 557,524.86 2,353,274.58 2020-21 831,950.98 663,115.60 306,422.20 557,525.30 2,359,014.08 2021-22 838,828.58 663,800.40 305,887.02 557,524.70 2,366,040.70 2022-23 845,837.47 664,076.40 309,637.04 557,524.58 2,377,075.49 2023-24 852,980.17 663,943.60 307,637.08 557,525.26 2,382,086.11 2024-25 860,259.23 663,402.00 305,137.44 557,524.76 2,386,323.43 2025-26 867,677.24 663,451.60 307,136.60 557,524.98 2,395,790.42 2026-27 875,236.86 663,063.20 308,387.28 557,524.58 2,404,211.92 2027-28 882,940.79 663,236.80 308,887.50 3,080,700.00 4,935,765.09 2028-29 890,791.80 663,943.20 308,636.58 1,863,371.58 2029-30 898,792.68 663,153.20 307,637.18 1,869,583.06 2030-31 906,946.31 663,896.00 305,887.24 1,876,729.55 2031-32 915,255.59 663,113.20 1,578,368.79 2032-33 923,723.48 663,834.00 1,587,557.48 2033-34 932,353.05 932,353.05 2034-35 469,464.11 469,464.11 Total $ 16,054,607.07 $ 11,281,460.40 $ 4,607,507.32 $ 9,213,473.18 $ 41,157,047.97 City of Fort Walton Beach, FL 26 27      !   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  GENERAL FUND UTILITIES FUND SANITATION FUND 2014-15 2015-16 2016-17 2014-15 2015-16 2016-17 2014-15 2015-16 2016-17 Actual Budget Budget Actual Budget Budget Actual Budget Budget Financial Sources Ad Valorem Taxes 5,428,362 5,489,292 5,679,300 - - - - - - Other Taxes 5,388,446 5,028,800 5,254,447 - - - - - - Licenses and Permits 2,238,542 2,080,579 2,099,983 - - - 11,170 12,000 10,037 Intergovernmental Revenue 2,735,806 2,696,770 2,974,634 - - - - - - Charges for Services 2,289,190 2,456,296 2,405,751 9,214,704 10,596,961 10,578,037 3,568,412 3,571,500 3,599,685 Fines and Forfeitures 111,519 104,400 109,523 - - - - - - Interest & Other Revenues 492,379 479,827 441,825 118,443 102,151 127,811 34,443 26,500 23,767 Other Financing Sources 67,774 - - - - - - - - 18,752,017 18,335,964 18,965,464 9,333,147 10,699,112 10,705,848 3,614,025 3,610,000 3,633,489 Appropriation from Reserves - 50,000 278,981 - - - - - - $ 18,752,017 $ 18,385,964 $ 19,244,445 $ 9,333,147 $ 10,699,112 $ 10,705,848 $ 3,614,025 $ 3,610,000 $ 3,633,489 Interfund Transfers In 682,558 818,107 787,300 - - - - Total Financial Sources $ 19,434,575 $ 19,204,070 $ 20,031,743 $ 9,333,147 $ 10,699,112 $ 10,705,848 $ 3,614,025 $ 3,610,000 $ 3,633,489 Financial Uses General Government 2,813,838 2,878,496 3,154,693 - - - - - - Public Safety 8,224,603 8,441,569 8,946,361 - - - - - - Physical Environment 328,519 321,258 321,123 8,441,574 7,633,177 7,859,924 3,564,907 3,182,180 3,187,164 Transportation 862,712 1,048,635 1,045,141 - - - - - - Economic Environment - - - - - - - - - Culture & Recreation 4,122,310 4,252,749 4,316,420 - - - - - - Capital Outlay/Improvements 6,340,174 992,969 1,178,841 855,820 893,997 125,628 208,146 260,700 260,700 Debt Service 10,000 1,057,312 1,034,163 458,209 1,056,233 1,469,490 - - - Reclass of Capital for Depreciation - - - (855,820) - - (208,145) - - 22,702,156 18,992,988 19,996,743 8,899,783 9,583,407 9,455,042 3,564,908 3,442,880 3,447,864 Contingencies - 174,483 - - 101,874 97,306 - 36,666 36,459 Reserves - - - - 394,060 535,292 - 454 5,635 $ 22,702,156 $ 19,167,471 $ 19,996,743 $ 8,899,783 $ 10,079,342 $ 10,087,640 $ 3,564,908 $ 3,480,000 $ 3,489,958 Interfund Transfers Out 1,039,074 36,600 35,000 519,267 619,771 618,208 138,291 130,000 143,531 Total Financial Uses $ 23,741,230 $ 19,204,070 $ 20,031,743 $ 9,419,050 $ 10,699,112 $ 10,705,848 $ 3,703,199 $ 3,610,000 $ 3,633,489 Net Increase/(Decrease) in (4,306,655) (50,000) (278,981) (85,903) 394,060 535,292 (89,174) 454 5,635 Fund Balance / Net Assets4 Fund Bal / Net Assets4 - Oct 1 13,689,716 8,474,824 8,424,824 7,908,942 5,580,197 5,974,257 2,219,262 2,228,514 2,228,968 Fund Bal / Net Assets4 - Sep 30 $ 9,383,061 $ 8,424,824 $ 8,145,843 $ 7,823,039 $ 5,974,257 $ 6,509,549 $ 2,130,088 $ 2,228,968 $ 2,234,603 Notes 1 Major funds each comprise at least 10% of the total appropriated budget 2 Other Governmental Funds - Law Enforcement Trust, Law Enforcement Training, Florida Building Code, CRA, CDBG, Debt Service, Beal Memorial 3 Other Enterprise Funds - Stormwater 4 Fund Balance / Net Assets amounts used are unrestricted, except CRA Fund which is committed to capital projects 28   &
 OTHER GOVERNMENTAL 2 OTHER ENTERPRISE 3 ### 2014-15 2015-16 2016-17 2014-15 2015-16 2016-17 2014-15 2015-16 2016-17 % of Actual Budget Budget Actual Budget Budget Actual Budget Budget Budget 975,294 1,017,542 1,034,229 - - - 6,403,656 6,506,834 6,713,529 17.4% - - - - - - 5,388,446 5,028,800 5,254,447 13.6% 325,538 346,600 329,444 - - - 2,575,250 2,439,179 2,439,464 6.3% 740,689 724,584 727,623 - - - 3,476,495 3,421,354 3,702,257 9.6% - - - 694,580 669,000 884,774 15,766,886 17,293,757 17,468,248 45.2% 19,501 7,100 7,100 - - - 131,020 111,500 116,623 0.3% 66,830 80,773 68,879 7,185 7,700 10,913 719,280 696,951 673,195 1.7% - - - 35,542 - - 103,316 - - 0.0% 2,127,852 2,176,599 2,167,275 737,307 676,700 895,687 34,564,349 35,498,375 36,367,763 5,753 405,234 22,350 - - - 5,753 455,234 301,331 0.8% $ 2,133,605 $ 2,581,833 $ 2,189,625 $ 737,307 $ 676,700 $ 895,687 $ 34,570,102 $ 35,953,609 $ 36,669,094 1,039,073 1,093,912 1,172,116 - - 1,721,631 1,912,019 1,959,416 5.1% $ 3,172,679 $ 3,675,745 $ 3,361,741 $ 737,307 $ 676,700 $ 895,687 $ 36,291,733 $ 37,865,628 $ 38,628,510 - - - - - - 2,813,838 2,878,496 3,154,693 8.2% 856,381 843,449 429,564 - - - 9,080,984 9,285,018 9,375,925 24.3% 11,077 12,200 12,200 460,314 568,617 595,245 12,806,392 11,717,432 11,975,656 31.0% - - - - - - 862,712 1,048,635 1,045,141 2.7% 1,730,631 1,418,211 1,398,830 - - - 1,730,631 1,418,211 1,398,830 3.6% - - - - - - 4,122,310 4,252,749 4,316,420 11.2% 1,787,962 219,090 399,722 69,626 21,100 197,159 9,261,727 2,387,856 2,162,050 5.6% 1,004,651 1,057,312 1,046,443 - - - 1,472,860 3,170,857 3,550,096 9.2% - - - (69,626) - - (1,133,591) - - 0.0% 5,390,702 3,550,262 3,286,759 460,314 589,717 792,404 41,017,863 36,159,254 36,978,811 - 3,332 3,332 - 10,028 9,949 - 326,383 147,046 0.4% - 53,815 49,300 - 76,955 93,334 - 525,284 683,561 1.8% $ 5,390,702 $ 3,607,409 $ 3,339,391 $ 460,314 $ 676,700 $ 895,687 $ 41,017,863 $ 37,010,921 $ 37,809,418 25,000 68,336 22,350 - - - 1,721,632 854,707 819,089 2.1% $ 5,415,702 $ 3,675,745 $ 3,361,741 $ 460,314 $ 676,700 $ 895,687 $ 42,739,495 $ 37,865,628 $ 38,628,510 (2,243,024) (351,419) 26,950 276,993 76,955 93,334 (6,447,762) 70,050 382,230 4,502,780 2,261,331 1,909,912 426,872 421,738 498,693 28,747,571 18,966,604 19,036,654 $ 2,259,756 $ 1,909,912 $ 1,936,862 $ 703,865 $ 498,693 $ 592,027 $ 22,299,809 $ 19,036,654 $ 19,418,884 29 
                Budgeted Revenues: $38,628,510 Budgeted Expenditures: $38,628,510 Reserves, $301,331 , Ad Valorem Taxes, Capital Outlay/ Debt Service, 0.8% $6,713,529 , 17.4% Other Taxes, Improvement, $3,550,096 , 9.2% Contingencies, $5,254,447 , 13.6% $2,162,050 , 5.6% $326,853 , 0.8% Interfund Transfers, Culture & Reserves, $683,561 $1,959,416 , 5.1% Recreation, , 1.8% $4,316,420 , 11.2% Licenses & Permits, $2,439,464 , 6.3% Interest & Other Economic Interfund Transfers, Revenues, $673,195 , Environment, $819,089 , 2.1% 1.7% $1,398,830 , 3.6% General State Revenue Government, Fines and Sharing & Other $2,974,886 , 7.7% Forfeitures, Intergov't, Transportation, $116,623 , 0.3% $3,702,257 , 9.6% $1,045,141 , 2.7% Stormwater Fees, $884,774 , 2.3% Recreation, Golf, Physical Public Safety, Cemetery, Other Fees, Environment, $9,375,925 , 24.3% Garbage Fees, $3,599,685 , 9.3% Water & Sewer Fees, $2,405,751 , 6.2% $11,975,657 , 31.0% $10,578,037 , 27.4% User Fees are the largest revenue source for the Physical Environment includes water, sewer, City at 46.0% and generate $17.5M. Unlike taxes, garbage, stormwater, and cemetery operations, these charges are directly related to the service comprising the largest expense to the City at received and are collected for recreation & golf $12.0M, or 31.0%. activities, water and sewer services, garbage Public Safety includes police, fire, code collection, and stormwater. enforcement, and building inspection and totals Ad Valorem (Property) Taxes are the City’s $9.4M, or 24.3%, of expenses. second largest revenue source at $6.7M, or 17.4%, Recreation & Cultural Services totals $4.3M, or of revenues. Property taxes fund essential services 11.2%, of expenses and includes parks & such as police, fire, planning, & code enforcement. recreation programs and facilities, senior activities, Other Taxes total $5.3M and are the third largest library, museums, and golf courses. revenue source at 13.6%. This category includes fuel tax, utility taxes, communication services tax, business tax receipts, insurance premium tax for police and fire pensions, and other state shared revenues. BUDGET SUMMARY FY 2016-17 FY 2015-16 $ Variance % Variance General Fund 20,031,743 19,204,070 827,673 4.31% Law Enf. Trust Fund 2,309 216,830 (214,521) -98.94% Law Enf. Training 7,197 17,673 (10,476) -59.28% FBC Fund 424,090 350,376 73,714 21.04% CDBG Fund 112,646 119,530 (6,884) -5.76% CRA Fund 1,685,206 1,782,588 (97,382) -5.46% Debt Service Fund 1,046,443 1,057,312 (10,869) -1.03% Utilities Fund 10,705,848 10,699,112 6,736 0.06% Sanitation Fund 3,633,489 3,610,000 23,489 0.65% Stormwater Fund 895,687 676,700 218,987 32.36% Beal Memorial Fund 83,850 131,436 (47,586) -36.20% GRAND TOTAL $38,628,510 $37,865,627 $762,883 2.01% City of Fort Walton Beach, FL 30 
    Operating Budget Capital Budget $36,466,460 $2,162,050 $14 $700 $12 $600 $10 $500 $8 $400 Millions Thousands $6 $300 $4 $200 $2 $100 $0 $0 General Government is comprised of the City Highlights for the upcoming year include: Council, City Manager, IT, Human IT Replacements – 38 computers, 9 laptops, 4 Resources, City Clerk, Finance, servers, 1 tablet, & 9 Cisco network switches Purchasing, Development Services, Fleet, and Facilities. These groups either shape overall City policy and/or provide guidance and assistance to Vehicle Replacements – 7 police patrol vehicles, 3 other departments and the public. trucks, 1 sideloader, 1 dump truck & 1 CCTV pipeline van Public Safety includes Police, Fire, Code Enforcement, and Building Permitting & Water Line Replacements – Greenbrier Drive NE, Inspections. These groups monitor the Moriarty Street NW, Oregon Drive NE safety and welfare of City property owners. Facility Repairs – Fire: wash & paint building; Library: repaint; Fleet: paint & pressure wash, Physical Environment includes the production and reroof: Golf: repair foundation; Field Office: demo distribution of drinking water, collection and building; Police: reseal windows & fix leaks treatment of wastewater, collection of residential and commercial garbage, Street Resurfacing/Restriping – Resurfacing: Hill recycling, management of stormwater and Avenue NW from Ajax Drive NW to Lovejoy Road environmental issues, and cemetery operations. NW, Holmes Boulevard NW from Memorial Parkway NW to Wright Parkway NW, Marilyn Transportation includes right-of-way, engineering, Avenue NW from Rogers Street NW to Holmes and streets. Boulevard NW, L'ombre Circle NE Economic Environment includes the CDBG program for low-moderate income Sewer Grouting & Lining – locations based upon families and the CRA program to video reports, maintenance, and flow monitoring revitalize blighted areas. Storm Drainage Improvement – identified in the Recreation activities include neighborhood and 5-year schedule listed in the Stormwater Master facility parks, a tennis center, a library, a museum Plan complex, a new recreation center, and two 18-hole golf courses. City of Fort Walton Beach, FL 31 
    Did You Know? . . . The City of Fort Walton Beach comprises 34.6% of a citizen’s tax bill. One mill equals $1 per $1,000 of taxable property value. Over 5% of properties within the City have exemptions that enable them to pay no property taxes (i.e. homestead exemptions). What You'll Pay in FY 2016-17… Annual Cost of City Services Ad Valorem Taxes (1) 288.49 Water & Sewer Fees (2) 460.81 Garbage Fee(2) 204.60 Stormwater Fee(2) 54.00 $ 1,007.90 (1) Ba se d on ta xa ble prope rty va lue of $50,000 (2) Minimum re side ntia l monthly fe e 80% of residents & 34% of businesses will pay $48.08 or less per month in City property taxes That’s far less than two common monthly bills…. Basic Cable TV & Internet Cell Phone $119.99 $139.99 City of Fort Walton Beach, FL 32 
    Revenues by Category Budget 2016-17 Budget 2015-16 Actual 2014-15 Actual 2013-14 Actual 2012-13 $0 $5 $10 $15 $20 Millions Fund Balance / Net Assets / Transfers Other Financing Sources Interest & Other Fines & Forfeitures Charges for Services Intergov't Revenue Licenses & Permits Other Taxes Expenditures by Category Budget 2016-17 Budget 2015-16 Actual 2014-15 Actual 2013-14 Actual 2012-13 $0 $2 $4 $6 $8 $10 $12 $14 Millions Other Financing Uses Debt Service Capital (net of Reclass) Culture & Recreation Economic Environment Transportation Physical Environment Public Safety General Government City of Fort Walton Beach, FL 33 
    Cost of . . . One Police Officer, 24 Hrs/Day Starting Salary 32,445 Incentive Pay 3,120 Overtime 702 Holiday Worked 1,287 Cost of . . . Health Insurance 17,157 One Firefighter/EMT, 24 Hrs/Day Cost to . . . Pension 17,125 Starting Salary 37,000 Maintain 10 Acres of Park Federal Taxes 2,873 Incentive Pay 1,800 Salaries 18,320 Workers Comp 1,554 Overtime 2,227 Health Insurance 3,750 Personnel $ 76,263 Holiday Worked 1,155 Pension 4,403 Health Insurance 17,157 Equipment & Supplies 2,133 Federal WorkersTaxes Comp 1,281 612 Pension 16,807 Vehicle Fuel & Repair 6,018 Personnel $ 28,366 Federal WorkersTaxes Comp 3,227 2,135 Insurance Vehicle Ins urance 827 327 Personnel $ 81,508 Operating $ 8,978 Utilities & Fuel 4,913 Annual Recurring 85,241 Vehicle/Equip Repair 799 Physicals,Immunizations 350 Grounds Other Maintenance 3,840 1,146 Uniform Replacement Training/Other 335 1,000 Immunizations 250 Operating $ 10,698 Operating $ 1,685 Radio,Uniform,Vest,Gun 2,437 Annual Recurring 39,064 Annual Recurring 83,193 Vehicle & Equipment In-Car Video S ys tem 41,780 5,425 Uniform 2,949 ½ Ton Truck 20,000 Non-Recurring $ 44,467 Non-Recurring $ 2,949 52" Mower 19,500 Total Cost to Hire & Field Rake 9,800 Equip One Officer $ 129,708 Total Cost to Hire & Trailer 2,500 Equip One Firefighter $ 86,142 Backpack Blower 450 2 Officers Required 16" Chainsaw 300 for 24 Hour Coverage x2 3 Firefighters Required (min . ma n n in g ) Non-Recurring $ 52,550 for 24 Hour Coverage x3 Total Cost $ 91,614 Total Cost $ 259,416 Total Cost $ 258,426 The cost per day for one police The cost per day to maintain officer is $710.73 The cost per day for one 10 acres of parks is $251 firefighter/EMT is $708.02 The City has 45 sworn police officers The City has 182.7 acres of park The City has 36 firefighters City of Fort Walton Beach, FL 34 35 
   
   $50 Revenues by Fund $45 $40 $35 $30 Millions $25 $20 $15 $10 $5 $0 Actual Actual Actual Budget Budget 2012-13 2013-14 2014-15 2015-16 2016-17 General Fund* FL Bldg Code Fund CRA Fund Debt Service Fund Utilities Fund Sanitation Fund Stormwater Fund Actual Actual Actual Budget Budget $ % 2012-13 2013-14 2014-15 2015-16 2016-17 Variance Variance General Fund* 28,470,310 18,911,347 19,434,575 19,204,070 20,031,743 827,673 4.31% Law Enf. Trust Fund** 50,443 54,254 42,670 216,830 2,309 (214,521) -98.94% Law Enf. Training Fund** 7,223 5,847 6,896 17,673 7,197 (10,476) -59.28% FL Bldg Code Fund 411,221 370,838 329,052 350,376 424,090 73,714 21.04% CDBG Fund 55,411 79,482 139,693 119,530 112,646 (6,884) -5.76% CRA Fund 1,718,484 1,628,917 1,597,584 1,782,588 1,685,206 (97,382) -5.46% Debt Service Fund 181,484 994,863 1,004,650 1,057,312 1,046,443 (10,869) -1.03% Utilities Fund 9,709,279 8,452,823 9,333,147 10,699,112 10,705,848 6,736 0.06% Sanitation Fund 3,533,326 3,588,833 3,614,025 3,610,000 3,633,489 23,489 0.65% Stormwater Fund 593,867 639,589 737,307 676,700 895,687 218,987 32.36% Beal Memorial Fund** 87,321 231,657 52,134 131,436 83,850 (47,586) -36.20% Revenues 44,818,369 34,958,450 36,291,733 37,865,628 38,628,510 762,882 2.01% * difference due to Golf Fund merging into General Fund FY 2013-14 ** not included on chart Revenues by Category $60 $50 $40 $30 Millions $20 $10 $0 Actual Actual Actual Budget Budget 2012-13 2013-14 2014-15 2015-16 2016-17 ($10) Ad Valorem Taxes Other Taxes Licenses & Permits Intergov't Revenue Charges for Services Fines & Forfeitures Interest & Other Other Financing Sources Fund Balance / Net Assets / Transfers Actual Actual Actual Budget Budget % 2012-13 2013-14 2014-15 2015-16 2016-17 $ Variance Variance Ad Valorem Taxes 4,879,606 6,283,121 6,403,656 6,506,834 6,713,529 206,695 3.18% Other Taxes 5,021,550 5,254,690 5,388,446 5,028,800 5,254,447 225,647 4.49% Licenses & Permits 2,458,032 2,496,959 2,575,250 2,439,179 2,439,464 285 0.01% Intergov't Revenue 3,596,823 3,218,783 3,476,495 3,421,354 3,702,257 280,903 8.21% Charges for Services 15,187,406 15,005,351 15,766,886 17,293,757 17,468,248 174,491 1.01% Fines & Forfeitures 241,923 133,646 131,020 111,500 116,623 5,123 4.59% Interest & Other (203,013) 929,732 719,280 696,952 673,195 (23,757) -3.41% Other Financing Sources 14,722,742 - 103,316 - - - 0.00% Fund Balance / Net Assets / Transfers 3,269,813 1,636,165 1,727,384 2,367,253 2,260,747 (106,506) -4.50% Revenues 49,174,882 34,958,447 36,291,733 37,865,628 38,628,510 762,882 2.01% 36 
   
   Expenditures by Fund $40 $35 $30 $25 Millions $20 $15 $10 $5 $0 Actual Actual Actual Budget Budget 2012-13 2013-14 2014-15 2015-16 2016-17 General Fund* FL Bldg Code Fund CRA Fund Debt Service Fund Utilities Fund Sanitation Fund Golf Fund Stormwater Fund Actual Actual Actual Budget Budget $ % 2012-13 2013-14 2014-15 2015-16 2016-17 Variance Variance General Fund* 24,839,357 21,578,132 22,610,155 19,204,070 20,031,743 827,673 4.31% Law Enf. Trust Fund** 35,153 29,650 75,334 216,830 2,309 (214,521) -98.94% Law Enf. Training Fund** 5,904 6,557 6,421 17,673 7,197 (10,476) -59.28% FL Bldg Code Fund 228,104 278,052 - 350,376 424,090 73,714 21.04% CDBG Fund* 57,855 82,968 88,636 119,530 112,646 (6,884) -5.76% CRA Fund 1,621,104 1,388,985 3,230,992 1,782,588 1,685,206 (97,382) -5.46% Debt Service Fund 273,835 990,570 - 1,057,312 1,046,443 (10,869) -1.03% Utilities Fund 7,964,776 9,675,771 7,604,152 10,669,112 10,705,848 36,736 0.34% Sanitation Fund 3,293,638 3,523,273 3,378,454 3,610,000 3,633,489 23,489 0.65% Golf Fund - - - - - - - Stormwater Fund 611,961 439,190 439,213 676,700 895,687 218,987 32.36% Beal Memorial Fund** 11,932 17,162 36,077 131,436 83,850 (47,586) -36.20% Expenditures 38,943,618 38,010,308 37,469,432 37,835,628 38,628,510 792,882 2.10% * difference due to Golf Fund merging into General Fund FY 2013-14 ** not included on chart Expenditures by Category $40 $35 $30 $25 Millions $20 $15 $10 $5 $0 Actual Actual Actual Budget Budget 2012-13 2013-14 2014-15 2015-16 2016-17 General Government Public Safety Physical Environment Transportation Economic Environment Culture & Recreation Actual Actual Actual Budget Budget % 2012-13 2013-14 2014-15 2015-16 2016-17 $ Variance Variance General Government 2,514,734 2,813,838 2,813,838 2,878,496 3,154,693 276,197 9.60% Public Safety 9,066,196 9,040,705 9,080,984 9,285,018 9,375,925 90,907 0.98% Physical Environment 11,561,302 12,785,269 12,806,392 11,717,432 11,975,656 258,224 2.20% Transportation 1,012,387 862,712 862,712 1,048,635 1,045,141 (3,494) -0.33% Economic Environment 1,032,659 677,791 1,730,631 1,418,211 1,398,830 (19,381) -1.37% Culture & Recreation 4,290,327 4,122,310 4,122,310 4,252,749 4,316,420 63,671 1.50% Capital (net of Reclass) 1,282,142 6,706,415 8,128,136 2,387,856 2,162,050 (225,806) -9.46% Debt Service 4,914,057 1,472,859 1,472,860 3,170,857 3,550,096 379,239 11.96% Other Financing Uses 3,269,813 1,713,944 1,721,632 1,706,374 1,649,696 (56,678) -3.32% Expenditures 38,943,617 40,195,843 42,739,495 37,865,628 38,628,510 762,882 2.01% 37 
 FY 2016-17 Budgeted Revenues $38,628,510 Ad Valorem Taxes, Other Taxes, $6,713,529 , 17.4% $5,254,447 , 13.6% Reserves, $301,331 , 0.8% Interfund Transfers, Licenses & Permits, $1,959,416 , 5.1% $2,439,464 , 6.3% Interest & Other Revenues, $673,195 , 1.7% State Revenue Sharing & Other Intergov't, Fines and Forfeitures, $3,702,257 , 9.6% $116,623 , 0.3% Stormwater Fees, $884,774 , 2.3% Recreation, Golf, Cemetery, Other Fees, Garbage Fees, $2,405,751 , 6.2% $3,599,685 , 9.3% Water & Sewer Fees, $10,578,037 , 27.4% 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 $17.4 million and are the largest source of revenue for the City at 45.2%. Unlike taxes, these service charges are directly related to the service received. User fees include leisure services such as recreation programs, senior activities, the library, museums, and golf; water and sewer service; garbage collection; and stormwater management. Fees are set by City Council based on the cost of providing these services, reviewed and adjusted annually as part of the budget process, and published in the Comprehensive Fee Schedule. Revenues are budgeted based on historical usage and/or number of customers adjusted for current rates. This revenue source averages a 3.4% annual increase. $12 Water and sewer rates will generate $10 approximatley $10.5M in revenues. A new five- $8 year utility rate study, which included Millions stormwater, was approved by City Council and $6 implemented in FY 2014-15. The study $4 determines the required rates to generate sufficient revenue to sustain renewal and $2 replacement reserves and account for debt $0 service requirements. FY 2016-17 will include Recreation Water & Sewer Garbage Stormwater/Other the implementation of Year 3 of the rate study. 2012-13 2013-14 2014-15 Budget 2015-16 Budget 2016-17 Garbage fees account for $3.5M in revenues. Recreation and other fees – recreation programs, park rentals, senior activities, the library, museums, golf, and cemetery sales – generate $2.4M in revenues. Stormwater user fees comprise $885K in revenues at a residential-equivalent unit of $4.25 per City of Fort Walton Beach, FL 38 
 month. Ad Valorem (Property) Taxes – Citywide, the 2016 gross taxable property value for operating purposes is $1.224 billion, an increase of $39 million, or 3.3%, from the 2015 final gross taxable property value of $1.185 billion. Ad valorem taxes levied by the City comprise $6.7M, or 17.4%, of total revenues. Property taxes primarily fund General Fund operations ($5.7M, or 28.3%, of General Fund revenues). However, property taxes paid by certain residents and businesses located in areas targeted for specific improvements to eliminate blight and improve infrastructure are allocated to the Community Redevelopment Agency (CRA) Fund. Property tax revenues are allocated to the CRA Fund ($1.0M, or 61.4%, of CRA revenues) based on the growth in assessed value from the base year (i.e. year of CRA designation). Funding from County property taxes comprises $615K, or 36.5%, of CRA Fund revenues.
 

 




 
 













                                           
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#$ %& As the chart above depicts, the City maintained the millage rate during FY 2008-09 and FY 2009-10 and reduced personnel and expenses in response to the lower tax revenues as property values began to fall. The millage rate was increased in FY 2010-11 in order to maintain revenues as property values continued to fall. Further staffing and operational cuts were made in FY 2011-12 and FY 2012-13 in order to maintain the millage rate. In FY 2013-14, the City simply did not have room to “do more with less”, and raised the millage rate to 5.7697 mills, generating an additional $1.2M in the General Fund and $16K in the CRA Fund. The budget is predicated on maintaining a millage rate of 5.7697 mills, which generates $214K more in property tax revenue than the prior year due to increases in property values. One mill equals $1 per $1,000 of taxable property value. City of Fort Walton Beach, FL 39 
 Franchise Fees & Utility Taxes – The City’s franchise fee agreements provide a 6% rate on gross electric and gas sales of utility companies serving Fort Walton Beach. A $1.84 per ton sanitation host fee on garbage collected outside the City limits and brought to the transfer station is also collected per contract. Franchise fees comprise $2.1M, or 5.4%, of revenues and have $3.0 inceased 0.8% from FY 2015-16 to FY 2016-17. $2.5 Utility taxes are contractually levied against electric, gas, and water revenues of local utility $2.0 companies at the rate of 10%. Over the past five years revenues have steadily increased, levelling Millions $1.5 out this year with a 0.1% increase in FY 2016- $1.0 17. A large portion of electric and natural gas $0.5 utility bills is exempt since the tax on the fuel charge component is based on 1973 fuel prices $0.0 Franchise Fees Utility Taxes (and therefore immaterial to a great extent). 2012-13 2013-14 2014-15 Budget Budget Utility taxes are anticipated to generate $2.6M, 2015-16 2016-17 or 6.8%, of total revenues. Communication Services Tax – This tax was created in FY 2001-02 as a flat tax rate for all communication services. The Department of Revenue collects the tax from vendors and remits the appropriate amounts to local jurisdictions. The Office of Economic and Demographic Research (EDR) provides revenue estimates for cities and counties. Based on information from EDR, $1.2M is budgeted, which is an 5.3% decrease from FY 2015-16. This revenue stream has been declining as more consumers eliminate land lines and service providers bundle taxable services with non-taxable services, thereby eliminating payment of the tax. Half-Cent Sales Tax – This state-shared $2.00 revenue distribution, anticipated to generate $1.75 approximately $2.0M, or 5.2%, of total $1.50 revenues, is derived from net 6% state sales tax $1.25 Millions revenue and is the largest source of revenue $1.00 sharing for local governments. The revenue $0.75 estimate, also published by the Office of $0.50 Economic and Demographic Research (EDR), is $0.25 rebounding as the economy improves. $0.00 Communication Half-Cent Sales Municipal Revenue Local Option Fuel Municipal Revenue Sharing – This is funded Services Tax Tax Sharing Tax by 1.3409% of sales and use tax collections, 2012-13 2013-14 2014-15 Budget 2015-16 Budget 2016-17 12.5% of state alternative fuel user decal collections, and the net collections from the one-cent municipal fuel tax. This revenue estimate is also published by the Office of Economic and Demographic Research (EDR), and is budgeted at $785K, or 2.0%, of total revenues. EDR anticipates this revenue source to increase slightly. Local Option Fuel Tax – These proceeds are allocated via a ten-year interlocal agreement between the county and municipalities based on transportation expenditures. Counties are authorized to levy up to 12 cents of local option fuel taxes in the form of three separate levies. The first is 1 cent; the City does not receive a portion of this. The second is 1 to 6 cents; the County levies the full 6 cents and the City receives 9.7956%. The third is 1 to 5 cents, of which the County currently levies 3 cents. The City’s local option fuel tax proceeds for FY 2016-17 are budgeted at $568K and $261K, respectfully. City of Fort Walton Beach, FL 40 
 Interfund Transfers – Interfund transfers represent $1.9M, or 5.0%, of total revenues. The Debt Service Fund receives $1.1M from the General Fund for principal and interest payments. The Beal Memorial Cemetery Fund receives $35K from the General Fund (20% of cemetery lot sales) for investment for perpetual care of the cemetery once all lots are sold. The General Fund receives $621K from the Utilities Fund (6% of water & sewer fees) as a franchise/right-of-way access fee and $144K from the Sanitation Fund to compensate for additional roadway wear & tear caused by heavy sanitation trucks. Appropriation from Reserves – Use of fund balance (governmental funds) or net assets (enterprise funds) – accounts for $392K, or 1.0%, of total revenues: a. General Fund - $95,900 from the Harvey Trust for library improvements and purchases, including the following: storage area ($20,000), re-carpet portions of building ($9,900), replace carpet with tile and move shelving ($1,000), new shelving for the children’s area ($12,000), redesign front reference desk ($20,000), and books, publications, and library materials ($33,000); $11,013 from Vehicle Equipment Maintenance Reserve for various replacements; $110,584 from Building Maintenance Reserve for miscellaneous facility repairs; and $60,484 from unassigned fund balance for the one-time insurance stipend. b. FBC Fund - $90,673 for software upgrade. c. Beal Memorial Cemetery Fund - $22,350 from Perpetual Care for cemetery improvements and purchases, including the following: a Toro 52” mower ($19K) and fencing at Brooks Cemetery. City of Fort Walton Beach, FL 41 
  FY 2016-17 Budgeted Expenditures $38,628,510 Capital Outlay/ Debt Service, Improvement, Contingencies, $3,550,096 , 9.2% $2,162,050 , 5.6% $326,853 , 0.8% Culture & Recreation, Reserves, $683,561 , $4,316,420 , 11.2% 1.8% Interfund Transfers, Economic Environment, $819,089 , 2.1% $1,398,830 , 3.6% General Government, $2,974,886 , 7.7% Transportation, $1,045,141 , 2.7% Public Safety, $9,375,925 , 24.3% Physical Environment, $11,975,657 , 31.0% Physical Environment – This category comprises $12.0M, or 31.0% of total expenses and $12 includes cemetery operations and the following enterprise activities: water, sewer, stormwater, $10 recycling, and garbage. These operations are $8 self-sustaining since cemetery revenues exceed expenses and enterprise activities are funded by Millions $6 user fees rather than general revenues such as $4 property taxes. $2 Public Safety – This category includes police, $0 fire, code enforcement, and building inspection Cemetery Water & Sewer Garbage Stormwater services and totals $9.4M, or 24.3%, of total 2012-13 2013-14 2014-15 Budget 2015-16 Budget 2016-17 expenses. The $91K, or 1.0%, increase is attributable to the addition of two new police officers, offset by a reduction due to the reclassification of the CRA officers, which were $5.25 moved to the Economic Environment category in $4.50 preparation for future years transfer to the General $3.75 Fund. $3.00 Millions Recreation & Cultural Services – This category $2.25 equals $4.3M, or 11.2%, of total expenses and $1.50 includes parks & recreation programs and $0.75 facilities, senior activities, library, museums, and $0.00 golf courses. A portion of these leisure services Police Fire Code Enf Bldg Insp expenses are offset by revenues such as facility 2012-13 2013-14 2014-15 Budget Budget 2015-16 2016-17 City of Fort Walton Beach, FL 42 
  and park rentals, youth and adult athletic fees, recreation center memberships, and museum entrance fees. This category is up $64K, or 1.5%, from FY 2016-16. After opening a new recreation complex in May 2015, the department is increasing both revenue and expense, as it brings in multiple tournaments to the City and settles in at the new facility General Government – This category is $3.0M, or 7.7%, of total expenses and includes the following units of City government funded from ad valorem tax proceeds that provide support services to other departments and information to $5.0 the public: City Council, City Manager, City $4.5 Clerk, information technology, human resources, $4.0 $3.5 risk management, accounting, budget, $3.0 Millions purchasing, planning, fleet, and facilities. The $2.5 dramatic decrease in FY 2012-13 was due to an $2.0 accounting change to record the cost allocation $1.5 $1.0 plan as reimbursements (e.g. decreases in $0.5 expenses) rather than transfers among funds. $0.0 The $96K, or 3.3%, increase for FY 2016-17 is General Gov't attributable to the implementation of Year 3 of 2012-13 2013-14 2014-15 Budget Budget 2015-16 2016-17 the Pay & Classification Plan. Debt Service – This category totals $3.6M, or 9.2%, of total expenses and includes principal and interest payments for the City’s equipment and facilities funded via capital lease/purchase, revenue notes, or other debt financing. Overall, debt expense is $379K, or 11.9%, more than the previous year due to the State Revolving Fund Loan for Pump Station #1 and Force Main being finalized. The 2005 Utility System Revenue Bond was refinanced at a lower interest rate. Capital Outlay/Improvement – This category $18.0 comprises $2.2M, or 5.6%, of total expenses. $16.0 Capital outlay includes the purchase of $14.0 computers, vehicles, equipment, and other assets $12.0 Millions with a value greater than $1,000 and a useful life $10.0 $8.0 of more than one year. Capital improvement $6.0 includes the acquisition, construction, $4.0 replacement, or renovation of facilities and $2.0 infrastructure with a value greater than $25,000 $0.0 and a useful life of ten years or more (e.g. Capital Outlay Capital Improvement buildings, parks, streets, water and sewer lines). 2012-13 2013-14 2014-15 Budget Budget 2015-16 2016-17 IT funding of $293K includes a server upgrade, various laptops and desktops replacements, and new software for the permitting process. Vehicle replacements in the amount of $743K includes 7 police patrol vehicles, 3 trucks, 1 sideloader, 1 dump truck, and 1 CCTV pipeline van. The following capital improvement projects are budgeted at a total cost of $1.2M: phase II of the recreation complex, facility repairs, street resurfacing/restripping, school zone markers, and streetscape on Carson Drive. The increase in FY 2012-13 was due to the construction of the new pump station and force main. Interfund Transfers – Interfund transfers represent $819K, or 2.1%, of total expenses. Transfers to the General Fund total $787K based on the Cost Allocation Plan, which provides reasonable and proportionate reimbursement for services provided to the enterprise funds such as city clerk, city council (including city attorney), city manager, administrative services (i.e. human resources, risk management, information technology), financial services (i.e. budget, City of Fort Walton Beach, FL 43 
  grants, accounting, accounts payable, payroll, purchasing), and engineering services (i.e. engineering, fleet, facilities). Economic Environment – This category totals $2.0 $1.4M, or 3.6%, of total expenses and includes $1.8 the Community Development Block Grant $1.6 $1.4 (CDBG) program for low-moderate income $1.2 families and the Community Redevelopment Millions $1.0 Agency (CRA) to revitalize blighted areas. $0.8 CDBG funding comes from the U.S. Department $0.6 of Housing and Urban Development. CRA $0.4 $0.2 activities are funded from a portion of City and $0.0 County tax dollars. Ad valorem revenues are CDBG CRA anticipated to increase and the additional funding 2012-13 2013-14 2014-15 Budget Budget 2015-16 2016-17 will be utilized to update the CRA Plan. The timing of capital projects accounts for the annual fluctuations in prior years. This category is less than the prior year, even though the CRA officers have been reclassified – the reduction is primarily associated with prior year economic incentive grants that were distributed to approved applicants within the Community Redevelopment District. $0.9 Transportation – This category represents $0.8 $1.0M, or 2.7%, of total expenses and includes $0.7 streets, right-of-way, and engineering. Roadway- $0.6 Millions $0.5 related expenses are funded in large part by local $0.4 option fuel tax proceeds (two total, one of which $0.3 was new as of Jan 2014) and reimbursements $0.2 from the Florida Department of Transportation. $0.1 Reserves – Reserve funds are budgeted if $0.0 Streets Right-of-Way Engineering anticipated revenues exceed budgeted expenses 2012-13 2013-14 2014-15 Budget Budget or for the specific purpose of rebuilding fund 2015-16 2016-17 balance (governmental funds) or net assets (enterprise funds). Reserves totaling $684K, or 1.8%, of expenses are budgeted in the General, Florida Building Code, Utilities, Stormwater, and Beal Memorial Cemetery funds. Contingencies – Contingency funds total $326K, or 0.8%, of total expenses and are budgeted to guard against unanticipated price increases (e.g. fuel, utilities), emergency repairs, or revenue shortfalls. The City budgets 1% of personnel and operating expenses as contingency funds in the General, Florida Building Code, Utilities, Sanitation, and Stormwater funds. City of Fort Walton Beach, FL 44  CITY OF FORT WALTON BEACH, FL Total Expenditures by Category - All Funds Personal Operating Capital Capital Debt Cost Interfund Replenish 2016-17 2015-16 Budget Change Services Expenses Outlay Improv. Service Allocation Transfer Reserves Budget Budget $ % City Council 151,374 252,225 - - 186 - - - 403,785 349,941 53,844 15.39% City Manager 335,742 20,074 - - 557 - - - 356,373 344,317 12,056 3.50% Information Technology 165,382 188,479 19,000 - 742 - - - 373,603 404,904 (31,301) -7.73% Human Resources 210,213 64,325 - - 557 - - - 275,095 268,532 6,563 2.44% Risk Management - 574,244 - - - - - - 574,244 564,993 9,251 1.64% City Clerk 161,252 61,799 - - 557 - - - 223,608 232,522 (8,914) -3.83% Finance 509,946 146,192 - - 1,114 - - - 657,251 621,735 35,516 5.71% Purchasing 170,722 9,503 - - 557 - - - 180,782 173,887 6,895 3.97% Police 4,328,860 551,997 269,423 - 150,999 - - - 5,301,279 5,015,475 285,804 5.70% Fire 3,668,601 238,805 32,000 - 247,638 - - - 4,187,044 3,938,998 248,046 6.30% Recreation 612,000 462,631 60,000 - 349,636 - - - 1,484,269 1,392,418 91,851 6.60% Parks 518,232 195,460 120,000 - 210,205 - - - 1,043,898 955,754 88,144 9.22% Right-of-Way 41,947 108,319 - - - - - - 150,267 184,730 (34,463) -18.66% Golf Club 443,459 279,027 - - 1,671 - - - 724,157 725,553 (1,396) -0.19% Golf Grounds 678,463 372,029 - - 1,840 - - - 1,052,331 1,051,602 729 0.07% Library 356,492 108,834 95,900 - 20,931 - - - 582,157 520,508 61,649 11.84% Museum 237,187 52,604 - - - - - - 289,791 301,084 (11,293) -3.75% Cemetery 172,571 148,552 22,350 - - - 35,000 - 378,473 425,858 (47,385) -11.13% Engineering Services 198,331 37,762 - - 742 - - - 236,835 239,178 (2,343) -0.98% Planning & Zoning 195,800 39,079 - - 371 - - - 235,250 213,787 21,463 10.04% Code Enforcement 150,405 7,693 - - 742 - - - 158,840 159,516 (676) -0.42% Fleet 470,252 67,522 2,700 - 371 - - - 540,845 530,483 10,362 1.95% Facilities 379,851 632,430 - - 42,705 - - - 1,054,986 925,238 129,748 14.02% Streets 219,105 439,676 - 235,000 - - - - 893,781 805,648 88,133 10.94% Non-Departmental-001 85,484 214,284 299,431 - 2,042 (1,928,442) - - (1,327,202) (1,142,590) (184,612) 16.16% General Fund 14,461,671 5,273,545 920,804 235,000 1,034,163 (1,928,442) 35,000 - 20,031,743 19,204,071 827,671 4.31% Law Enf. Trust Fund - 2,309 - - - - - - 2,309 216,830 (214,521) -98.94% Law Enf. Training Fund - 7,197 - - - - - - 7,197 17,673 (10,476) -59.28% FBC Fund 236,981 41,737 700 - - 144,672 - - 424,090 350,376 73,714 21.04% CDBG Fund 19,758 18,866 - 74,022 - - - - 112,646 119,530 (6,884) -5.76% Police-CRA - - - - - - - - - 453,207 (453,207) 100.00% CRA 484,361 708,723 25,000 300,000 - 167,123 - - 1,685,206 1,329,381 355,825 26.77% CRA Fund 484,361 708,723 25,000 300,000 - 167,123 - - 1,685,206 1,782,588 (97,382) -5.46% Debt Service Fund - - - - 1,046,443 - - - 1,046,443 1,057,312 (10,869) -1.03% Customer Service 218,253 210,593 - - - - - - 428,846 387,852 40,994 10.57% Utility Services 526,497 103,767 - - - - - - 630,264 646,677 (16,413) -2.54% Water Operations 456,842 406,377 20,000 - 116,893 - - - 1,000,112 1,233,516 (233,404) -18.92% Water Distribution 255,044 84,110 - - 180,284 - - - 519,438 515,526 3,912 0.76% Sewer Collect&Treatmt 713,076 3,808,898 100,328 - 1,172,313 - - - 5,794,615 5,740,473 54,142 0.94% Non-Departmental-401 10,000 100,161 5,300 - - 1,063,612 618,208 535,292 2,332,574 2,175,068 157,506 7.24% Utilities Fund 2,179,712 4,713,906 125,628 - 1,469,490 1,063,612 618,208 535,292 10,705,848 10,699,112 6,736 0.06% Solid Waste 1,049,743 1,558,169 260,000 - - - - - 2,867,912 2,880,460 (12,548) -0.44% Recycling 58,236 146,742 - - - - - - 204,978 195,087 9,891 5.07% Non-Departmental-403 1,500 37,159 700 - - 372,074 143,531 5,635 560,599 534,453 26,146 4.89% Sanitation Fund 1,109,479 1,742,070 260,700 - - 372,074 143,531 5,635 3,633,489 3,610,000 23,489 0.65% Stormwater 279,536 157,132 136,459 60,000 - - - - 633,126 434,573 198,553 45.69% Non-Departmental-405 500 10,324 700 - - 157,704 - 93,334 262,561 242,127 20,434 8.44% Stormwater Fund 280,036 167,456 137,159 60,000 - 157,704 - 93,334 895,687 676,700 218,987 32.36% Beal Memorial Fund - 12,200 - - - - 22,350 49,300 83,850 131,436 (47,586) -36.20% TOTAL ALL FUNDS 18,771,997 12,688,009 1,469,991 669,022 3,550,096 (23,257) 819,089 683,561 38,628,510 37,865,628 762,879 2.01% 45 
   
   Personal Services by Fund $20 $16 $12 Millions $8 $4 $0 Actual Actual Actual Budget Budget 2012-13 2013-14 2014-15 2015-16 2016-17 General Fund Law Enf. Trust Fund Law Enf. Training Fund FL Bldg Code Fund CDBG Fund CRA Fund Utilities Fund Sanitation Fund Golf Fund Stormwater Fund Actual Actual Actual Budget Budget $ % 2012-13 2013-14 2014-15 2015-16 2016-17 Variance Variance General Fund 13,181,787 13,111,309 13,249,455 13,550,840 14,438,542 887,702 6.55% Law Enf. Trust Fund - - - - - - 0.00% Law Enf. Training Fund - - - - - - 0.00% FL Bldg Code Fund 190,243 228,608 235,073 241,574 236,981 (4,593) 0.00% CDBG Fund 22,477 - - 21,135 19,758 (1,377) -6.52% CRA Fund 514,778 467,614 91,338 530,661 484,361 (46,300) -8.72% Utilities Fund 1,893,704 1,941,335 1,939,323 2,159,076 2,179,712 20,636 0.96% Sanitation Fund 950,770 912,979 963,675 1,049,044 1,109,479 60,435 5.76% Golf Fund - - - - - 0.00% Stormwater Fund 290,013 267,847 237,294 274,455 280,036 5,581 2.03% Personal Services 17,394,808 16,929,692 16,716,158 17,826,785 18,748,870 922,085 5.17% Personal Services by Category $20 $16 $12 Millions $8 $4 $0 Actual Actual Actual Budget Budget 2012-13 2013-14 2014-15 2015-16 2016-17 Salaries Social Security Medicare Retirement Health/Dental/Life Ins. Workers Comp. Unemployment Comp. Actual Actual Actual Budget Budget % 2012-13 2013-14 2014-15 2015-16 2016-17 $ Variance Variance Salaries 11,126,343 11,328,990 10,945,677 12,096,017 12,305,457 209,440 1.73% Social Security 650,006 640,678 639,561 669,075 682,425 13,350 2.00% Medicare 152,044 150,010 149,722 160,309 159,598 (711) -0.44% Retirement 3,265,988 2,970,488 2,695,910 2,779,520 3,206,161 426,641 15.35% Health/Dental/Life Ins. 1,532,407 1,544,443 1,585,668 1,805,755 2,062,409 256,654 14.21% Workers Comp. 294,392 284,548 424,764 291,108 307,821 16,713 5.74% Unemployment Comp. 22,593 10,534 4,786 25,000 25,000 - 0.00% Personal Services 17,394,808 16,929,692 16,446,088 17,826,785 18,748,870 922,085 5.17% 46 47 
   
 
 ! "# Service Incentive/ Gross Overtime Total Social Wages Awards Merit Pay Add Pays Wages & Holiday Wages Security City Council 40,245 - - - 40,245 - 40,245 2,455 City Manager 223,268 54 - - 223,322 - 223,322 14,168 Information Technology 104,215 - - - 104,215 100 104,315 6,099 Human Resources 165,962 - - - 165,962 150 166,112 9,977 City Clerk 117,800 - - - 117,800 - 117,800 6,902 Finance 318,983 - - - 318,983 400 319,383 17,292 Purchasing 125,283 - - - 125,283 50 125,333 7,500 Police 2,513,191 1,137 85,564 3,000 2,602,892 165,144 2,768,036 152,062 Fire 1,840,604 541 34,194 - 1,875,339 280,044 2,155,383 118,020 Recreation 436,971 271 - - 437,242 - 437,242 24,831 Parks 330,373 325 - - 330,698 4,000 334,698 18,969 Right-of-Way 24,597 - - - 24,597 - 24,597 1,502 Golf Club 366,647 217 - - 366,864 - 366,864 22,347 Golf Grounds 469,195 325 - - 469,520 - 469,520 27,798 Library 278,737 271 - - 279,008 - 279,008 17,036 Museum 159,255 - - - 159,255 20 159,275 9,180 Cemetery 99,402 108 - - 99,510 600 100,110 5,375 Engineering Services 153,915 54 - - 153,969 250 154,219 8,905 Planning & Zoning 141,811 54 - - 141,865 150 142,015 9,471 Code Enforcement 94,369 325 - - 94,694 150 94,844 5,519 Fleet 303,608 - - - 303,608 1,500 305,108 16,648 Facilities 251,983 271 - - 252,254 3,000 255,254 14,544 Streets 168,707 108 - - 168,815 1,000 169,815 10,294 Non-Departmental 37,447 - - - 37,447 - 37,447 - General Fund 8,766,568 4,061 119,758 3,000 8,893,387 456,558 9,349,945 526,894 FL Bldg Code Fund 179,711 - - - 179,711 900 180,611 9,970 CDBG Fund 19,758 - - - 19,758 - 19,758 - Police-CRA - - - - - - - - CRA 316,269 - 20,097 - 336,366 14,729 351,095 16,251 CRA Fund 316,269 - 20,097 - 336,366 14,729 351,095 16,251 Customer Service 164,708 108 - - 164,816 500 165,316 9,238 Utility Services 357,356 596 - - 357,952 - 357,952 20,791 Water Operations 306,608 108 - - 306,716 4,550 311,266 17,549 Water Distribution 148,865 - - - 148,865 22,800 171,665 8,633 Sewer Collect & Treatmt 449,251 - - - 449,251 36,000 485,251 24,608 Non-Departmental 10,000 - - - 10,000 - 10,000 - Utilities Fund 1,436,788 812 - - 1,437,600 63,850 1,501,450 80,819 Solid Waste 642,700 271 - - 642,971 27,600 670,571 35,453 Recycling 33,167 - - 33,167 890 34,057 1,738 Non-Departmental 1,500 - - - 1,500 - 1,500 - Sanitation Fund 677,367 271 - - 677,638 28,490 706,128 37,191 Stormwater 194,970 - - - 194,970 1,000 195,970 11,300 Non-Departmental 500 - - - 500 - 500 - Stormwater Fund 195,470 - - - 195,470 1,000 196,470 11,300 TOTAL ALL FUNDS 11,591,931 5,144 139,855 3,000 11,739,930 565,527 12,305,457 682,425 48  Pension Retirement Health, Dental Work Unempl. Total FY 2016-17 Medicare Defined Benefit Defined Contrib & Life Ins. Comp Comp Benefits TOTAL 574 - - 107,969 40 - 111,038 151,282 3,313 68,215 8,667 17,653 402 - 112,418 335,742 1,427 20,688 2,038 30,637 177 - 61,066 165,382 2,333 12,436 7,753 11,319 282 - 44,100 210,213 1,614 12,640 5,053 17,044 200 - 43,453 161,252 4,044 86,153 4,761 77,762 550 - 190,562 509,946 1,754 20,842 3,818 11,263 213 - 45,390 170,722 35,562 804,529 13,224 498,232 57,216 - 1,560,825 4,328,860 27,601 1,010,555 - 285,712 71,332 - 1,513,220 3,668,601 5,807 55,720 13,626 62,274 12,501 - 174,759 612,000 4,437 74,744 5,703 68,505 11,176 - 183,534 518,232 351 - 1,230 11,195 3,071 - 17,349 41,947 5,226 33,838 - 9,386 5,798 - 76,595 443,459 6,501 97,124 8,397 61,890 7,234 - 208,944 678,463 3,984 46,747 2,667 6,223 827 - 77,484 356,492 2,147 32,319 1,567 32,027 671 - 77,911 237,187 1,257 32,405 - 28,125 5,298 - 72,460 172,571 2,083 - 10,158 22,705 262 - 44,113 198,331 2,215 - 8,004 33,838 257 - 53,785 195,800 1,291 30,765 - 16,420 1,566 - 55,561 150,405 3,893 45,813 9,197 83,125 6,468 - 165,144 470,252 3,402 55,226 5,502 33,708 12,215 - 124,597 379,851 2,407 12,264 6,554 6,352 11,418 - 49,289 219,105 - - - - - 25,000 25,000 62,447 123,223 2,553,023 117,919 1,533,364 209,174 25,000 5,088,597 14,438,542 2,332 14,047 8,870 17,326 3,825 - 56,370 236,981 - - - - - - - 19,758 - - - - - - - - 3,801 59,962 3,075 42,010 8,168 - 133,267 484,361 3,801 59,962 3,075 42,010 8,168 - 133,267 484,361 2,161 7,135 8,634 25,489 280 - 52,937 218,253 4,863 60,057 11,939 67,372 3,525 - 168,547 526,497 4,104 54,835 8,192 52,162 8,733 - 145,575 456,842 2,019 32,052 3,176 27,423 10,076 - 83,379 255,044 5,755 81,141 11,013 94,937 10,371 - 227,825 713,076 - - - - - - - 10,000 18,902 235,220 42,954 267,383 32,985 - 678,263 2,179,712 8,291 111,695 16,770 168,590 38,373 - 379,172 1,049,743 406 10,812 - 9,124 2,099 - 24,179 58,236 - - - - - - - 1,500 8,697 122,507 16,770 177,714 40,472 - 403,351 1,109,479 2,643 24,831 6,983 24,612 13,197 - 83,566 279,536 - - - - - - - 500 2,643 24,831 6,983 24,612 13,197 - 83,566 280,036 159,598 3,009,590 196,571 2,062,409 307,821 25,000 6,443,414 18,748,870 state contribution police 175,703 state contribution fire 205,007 19,129,580 49 
   
  !" Actual Budget Mid Year Budget Department 2012-13 2013-14 2014-15 2015-16 Changes 2016-17 City Manager 4.00 4.00 4.00 5.00 (2.00) (a) 3.00 Human Resources 3.00 3.00 3.00 3.60 2.00 (b) 5.60 City Clerk 2.50 2.50 2.50 2.50 0.00 2.50 Financial Services 16.00 16.25 14.25 15.50 (1.00) (c) 14.50 Police Services 59.99 60.99 55.66 61.90 5.00 (d) 66.90 Fire Services 37.00 37.00 38.00 37.00 0.00 37.00 Recreation Services 71.41 70.28 68.84 71.53 (1.45) (e) 70.08 Engineering Services 95.25 97.00 98.00 95.00 1.00 (f) 96.00 Total Funded FTE's 289.15 291.02 284.25 292.03 3.55 295.58 Frozen/Unfunded FTE's Total Authorized FTE's 289.15 291.02 284.25 292.03 3.55 295.58 2015-16 Mid-Year Changes (a) Move IT Dept from City Manager to Human Resources (b) Move IT Dept from City Manager to Human Resources (c) Move Meter Reader to Utilities (d) Add 2 Additional Officers; Move CRA Officers for Reporting Purposes; Correct Prior Year Error (e) Change Senior Center Suprvisor to .5 FTE; Adjust Recreatioin Specialist for New Recreatioin Complex (f) Move CRA Planner to General Fund Full Time Equivalent (FTE) Positions 300 290 280 270 260 250 Actual Actual Actual Budget Budget 2012-13 2013-14 2014-15 2015-16 2016-17 50  &LWL]HQVRI )RUW:DOWRQ%HDFK &LW\ &RXQFLO &LW\&OHUN &LW\$WWRUQH\ )7( &LW\0DQDJHU )7( &5$ (QJLQHHULQJ 8WLOLW\ )LQDQFLDO )LUH +XPDQ5HVRXUFHV 3ROLFH 5HFUHDWLRQ 6HUYLFHV 6HUYLFHV 6HUYLFHV )7( 6HUYLFHV 6HUYLFHV )7( )7( )7( )7( )7( +XPDQ5HVRXUFHV %XLOGLQJ,QVSHFWLRQV $FFRXQWLQJ $GYDQFHG/LIH 8QLIRUP3DWURO $WKOHWLFV±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
   
  ! BUDGET SUPPORT STAFF BUDGET SUPPORT STAFF BUDGET SENIOR MANAGEMENT 2016-17 (TECHNICAL & SERVICE DELIVERY) 2016-17 (TECHNICAL & SERVICE DELIVERY) 2016-17 City Manager (Charter Officer) 1.00 Accounting Coordinator 1.00 Property Administrator 1.00 City Clerk (Charter Officer) 1.00 Accounting Specialist 1.00 Public Information Officer 1.00 Human Resources Director 1.00 Accounting Technician 2.50 Purchasing Agent 1.00 Engineering & Utilities Director 1.00 Administrative Coordinator 10.50 Purchasing Coordinator 1.00 Finance Director 1.00 Adult Services Librarian 1.00 Records Clerk 1.50 Fire Chief 1.00 Athletic Coordinator 1.00 Records Clerk II 1.00 Recreation Services Director 1.00 Senior Building Code Inspector 1.00 Recreation Attendant 1.10 Police Chief 1.00 Chemical Specialist 1.00 Recreation Specialist 2.80 FTE TOTAL 8.00 Childrens Services Librarian 1.00 Reserve Police Officer - % of Total Staff 3% Collections Systems Technician 3.00 Sanitation Foreman 1.00 Combination Plans Examiner 1.00 Sanitation Operator 8.00 BUDGET Communications Officer 8.60 School Crossing Guard 0.92 MID-LEVEL MANAGEMENT 2016-17 Custodian 3.88 Senior Account Technician 1.00 Battalion Chief 3.00 Driver Engineer 9.00 Building Code Inspector 1.00 Building Code Official 1.00 Equipment Mechanic 3.00 Building Inspector 1.00 Cemetery Supervisor 1.00 Evidence Technician 1.00 Senior GIS/CAD Analyst - City Engineer 1.00 Executive Assistant 1.00 Senior Sanitation Operator 8.00 Sewer Collection Supervisor 1.00 Firefighter 15.00 Senior Traffic Technician 1.00 Communications Supervisor 1.00 GIS/CAD Analyst 2.00 Service Worker I 10.50 Comptroller 1.00 Golf Course Attendant 10.81 Service Worker II 15.00 Development Services Manager 1.00 Greenskeeper 10.75 Service Worker III 1.00 Budget & Grants Analyst 1.00 Heavy Equipment Mechanic 2.00 Sewer Equipment Operator 1.00 Fire Captain 7.00 Heavy Equipment Operator 4.00 Small Engine Mechanic I 1.00 Fire Marshal 1.00 Human Resources Generalist 2.00 Staff Assistant 1.10 Fleet Shop Foreman 1.00 Information Technology Analyst 1.00 Survey Chief 1.00 Fleet Supervisor 1.00 Library Assistant 4.52 Survey Specialist 1.00 Foreman 5.00 Lift Station Mechanic 1.00 Traffic Technician 1.00 GIS CAD Supervisor 1.00 Lube Technician 1.00 Utilities Billing Specialist 2.00 Golf Course Operations Manager 1.00 Maintenance Technician 3.00 Utilities Inspector 1.00 Golf Course Operations Supervisor 1.00 Meter Reader 2.00 Wastewater Pretreatment Coordinator 1.00 Golf Course Maintenance Manager 1.00 Museum Assistant 0.60 Water Distribution Foreman 1.00 Grounds Maintenance Supervisor 1.00 Museum Operations Coordinator 1.00 Water Treatment Operator 5.00 Information Technology Manager 1.00 Museum Program Coordinator 1.00 Welder 1.00 Laboratory Supervisor 1.00 Permit Specialist 1.00 FTE TOTAL 230.08 Lead Equipment Mechanic 1.00 Planner I 1.00 % of Total Staff 77% Library Manager 1.00 Planning Specialist 1.00 Maintenance Supervisor 1.00 Police Corporal 6.00 Museum Manager 1.00 Police Officer 33.00 Planner II 1.00 Police Captain 2.00 Police Sergeant 6.00 Purchasing Manager 1.00 Records & Accredidation Manager 1.00 Recreation Coordinator 1.00 Recreation Supervisor 2.50 FULL TIME EQUIVALENT TOTAL 295.58 Recreation Program Supervisor 1.00 Sanitation Supervisor 1.00 Stormwater & Streets Supervisor 1.00
       Utilities Supervisor 1.00 Utilities Billing Supervisor 1.00 Water Operations Supervisor 1.00 FTE TOTAL 57.50 % of Total Staff 19%     
 
 
   
     
 
 52 
   The General Fund encompasses 51.0% of the City’s activities and services and accounts for all financial resources not accounted for in other funds. Services such as police and fire protection, code enforcement, recreation, grounds maintenance, streets, along with internal support functions such as human resources, finance, purchasing, information technology, and fleet and facility maintenance are funded here. Revenue Highlights $20 Budget. 2016-17. …… $ Change % Change $15 Ad Valorem Taxes 5,679,300 190,008 3.46% Other Taxes 5,254,447 225,647 4.5% Millions $10 Licenses & Permits 2,099,983 19,404 0.9% Intergov’t Revenue 2,974,634 277,864 10.3% Charges for Services 2,405,751 (50,545) (2.1)% $5 Interest & Other 551,348 (32,879) (5.6)% Interfund Transfers In 787,300 (30,807) (3.8)% $0 Actual Actual Budget Budget Budget Use of Reserves 278,980 228,980 458.0% 2012-13 2013-14 2014-15 2015-16 2016-17 $20,031,743 $827,673 4.3% Ad Valorem Taxes Other Taxes Licenses & Permits Intergov't Revenue Charges for Services Interest & Other Interfund Transfers Appropriations • The budget is predicated on maintaining the millage (Ad Valorem) rate at 5.7697 mills. One mill equals $1 per $1,000 of taxable property value. • The decline in charges for services is due to diminishing golf course revenue and green fees. Expenditure Highlights Budget. $20 2016-17. …… $ Change % Change Personal Services 14,438,636 587,706 4.2% $15 Operations & Maintenance 3,345,103 78,846 2.4% Millions Capital Outlay/Imprvmt 1,178,841 185,872 18.7% $10 Debt Service 1,034,163 (23,149) (2.2)% Interfund Transfers Out 35,000 (1,600) (4.4)% $5 Replenish Reserves 0 0 0.0% $0 $20,031,743 $827,673 4.3% Actual Actual Budget Budget Budget 2012-13 2013-14 2014-15 2015-16 2016-17 Personal Services Operations & Maintenance Capital Outlay/Imprvmt Debt Service Interfund Transfers • The personal services increase is attributable to Year 3 implementation of the Pay & Classification Study. • Operating expenses increased due to increasing cost of utilities, as well as maintaining sustainable operations. 53 54 

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=/4 60 CITY COUNCIL Share of City Budget $403,785, 1.0% DESCRIPTION The City Council is the legislative body of the City. It is comprised of the Mayor and seven Council members, elected on a citywide basis in odd years for four-year, staggered terms. City Council meets on the second and fourth Tuesday of each month at 6:00pm in the Council Chambers located at City Hall. The City Council appoints the City Manager, City Clerk, City Attorney, and members of Boards and Committees, as well as adopts ordinances and resolutions setting City policy. MISSION To enhance and protect the Community by providing quality services. STRATEGIC PLAN (March 2016) Plan Initiative Action Item Status Economic Economic Diversity & Diversify the economy of the City so that it is not singularly over- Development Resiliency dependent on any one economic driver Quality of Life Reduce Vagrancy Develop a specific plan for addressing vagrancy and the challenges of the chronic homeless. Economic Expand CRA Boundaries & Enhance redevelopment in the CRA, as well as improving the Development Visibility quality in CRA neighborhoods, including visible projects. Economic Master Plan 1. Develop a community strategic plan that engages all major Development institutional stakeholders. 2. Develop a public facilities master plan. 3. Discuss shared services and contracted service models to enable more efficient operations. 61 

    


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> 62 CITY MANAGER Share of City Budget $356,373, 0.9% DESCRIPTION The City Manager is the chief administrative official for the City. The City Manager's office coordinates, implements, and evaluates all policies, procedures, and programs; recommends and provides information to City Council; proposes the annual budget; provides an avenue for citizens to direct their requests, complaints, and needs; and provides communications and support by overseeing information technology and serving as a liaison between departments, the media, and citizens. MISSION Support the City Council in the development of policy by assembling and analyzing data and making recommendations; provide leadership and direction to employees in implementation of policies, programs, and daily operations; and ensure that the City of Fort Walton Beach government provides municipal services and infrastructure necessary for a high quality of life for our citizens in a fiscally responsible manner. Actual YTD thru 6/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY17) 2012-13 2013-14 2014-15 2015-16 2015-16 2016-17 Communicate Effectively w/ City Council & Public on Current Issues Customer Satisfaction with Overall City Services 84% 76% 76% N/A 95% 95% Promote Organizational Efficiency Overall Employee Satisfaction (Strongly Agree & Agree) 72.0% 81.0% 81.0% 85% 83% 80% Performance Excellence / Leadership Training Courses 12 6 6 6 10 10 Deliver Services in Most Cost-Efficient Manner Cost of Services per Citizen - General Fund $872 $933 $933 annual measure $920 $930  Develop incentives for a Neighborhood Redevelopment Program.  Continue to effectively market the City to citizens, visitors, and potential business owners.  Aggressively pursue expansion opportunities for services and possible annexation. FUTURE GOALS (FY18 & FY19)  Focus on redevelopment in the Commerce and Technology Park  Continue to enhance the Economic Development "toolbox" for the City to attract industries.  Create additional programs to assist Commercial Properties with redevelopment. PRIOR YEAR ACCOMPLISHMENTS (FY16)  Conducted a successful Strategic Planning Session with City Council to continue the positive direction of the City.  Through the Community Solutions Board of Directors, began construction of Phase I of a Homeless Resource Center.  Developed a Business Accelerator / Incubator within the City, focused on veterans and families.  Advocated with the Florida League of Cities on issues affecting Home Rule, Homelessness, Stormwater Infrastructure, etc. 63 

    


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= 5 64 HUMAN RESOURCES Share of City Budget $275,095, 0.7% DESCRIPTION Human Resources recruits new employees and works to retain existing employees, maintains personnel records, coordinates employee benefits, and enforces personnel policies. MISSION Provide effective personnel services through the development, implementation, and equitable administration of policies and procedures; recruit qualified personnel; maintain a well-trained work force; and foster productivity, innovation, and a climate of success in the workplace. Actual YTD thru 6/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY17) 2012-13 2013-14 2014-15 2015-16 2015-16 2016-17 Goals & Efficiency Improvements Citywide tracking of Disciplinary & Grievance (Consistency) 0% n/a n/a n/a n/a n/a Attract and Retain a High-Quality Workforce Career Development and Training Classes Held 38 14 20 13 12 13 Employees Recognized (Yearly) 14 46 12 61 24 25 Managers Recognized (Yearly) 1 6 3 15 12 10 Turnover Rate: Public Safety Personnel 5% 3% 9% annual measure 15% 15% Turnover Rate: Non-Public Safety Personnel 41% 45% 42% annual measure 8% 8%  Redesign the performance evaluation for all positions and create a raters guide and training program.  Rollout of performance evaluation training program  Affordable Health Care Act (Tracking and Reporting)  Introduce new employee handbook to all employees.  Improve employee recognition program.  Reduce turnover for both public safety and non-public safety personnel.  On line HR Lab - Training  Provide additional training options for employees.  Re-establish Safety Committee  Implementation of Applicant Tracking Program (Civic HR)  Continue to build health and wellness committee (bi-monthly meetings)  Focus on Health & Wellness (Health & Wellness Fair, Lunch & Learns, etc. ) FUTURE GOALS (FY18 & FY19)  Promote health & wellness, control insurance cost and promote a high-quality workforce and environment of continual improvement. PRIOR YEAR ACCOMPLISHMENTS (FY16)  Performance Evaluations & Personnel Manual Review  EEOC Harassment training program.  Wellness fair.  Selection of Police Chief  Promotional testing for Fire (D.E. & Captain)  Finalize updated Personnel Manual  Police Promotional Test IT Manager 1 FTE  Fire Entry Level Testing IT Analyst  Employee Satisfaction Survey 1 FTE 65 

    

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 =8 68 INFORMATION TECHNOLOGY Share of City Budget $373,603, 1.0% DESCRIPTION Information Technology is responsible for the operation and maintenance of the City's network, computers, servers, website, and telecommunications in order to facilitate the daily work of employees as well as provide easily accessible information and services to citizens. MISSION Provide Citywide information technology services that are secure and highly accessible. Actual YTD thru 6/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY17) 2012-13 2013-14 2014-15 2015-16 2015-16 2016-17 Provide Current Technology to Users Computers, Servers, Laptops & Tablets Replaced 10% 24% 20% 2% 13% 16% Police Laptops Replaced 0% 59% 26% 17% 15% 9% Support Department Productivity by Minimizing Downtime Hours of Downtime: Public Safety (police & fire) 6 5 3 7 10 10 Hours of Downtime: Non-Public Safety 10 5 9 13 20 20  Ensure current technology to users by replacing desktop computers and servers that are 5 years old.  Ensure current technology to police department by replacing laptops every five years.  Ensure no more than 10 hours of downtime for public safety personnel.  Ensure no more than 20 hours of downtime for non-public safety personnel. FUTURE GOALS (FY18 & FY19)  Continue to implement new technology to increase security on the City's network.  Implement Phase I of storage area network (SAN). PRIOR YEAR ACCOMPLISHMENTS (FY16)  Retirement of IT Director and addition of two new IT staff members.  Purchase of 38 desktops and 8 laptops along with various other hardware and software components for multiple divisions. 69 

    


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 4*4#9 % %  =(< 70 CITY CLERK Share of City Budget $223,608, 0.6% DESCRIPTION The City Clerk is a Charter Officer, appointed by and reporting to, the City Council. The City Clerk performs as part of the Administrative Branch of the City. The Clerk serves as the custodian of the City seal, custodian of records, and provides administrative support to the Mayor and City Council. MISSION Provide professional, knowledgeable and accurate service to the Mayor and City Council Members, the public, and other Municipal departments by preparing agendas and minutes, processing and monitoring records requests, and updating the Code of Ordinances and Land Development Code. Actual YTD thru 6/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY17) 2012-13 2013-14 2014-15 2015-16 2015-16 2016-17 Continue to provide professional & knowledgeable administrative support Prepare and post minutes of all Council and Board/Committee meetings 100% 100% 100% 100% 100% 100% Maintain Code of Ordinances and Land Development Code as directed by Council 80% 80% 80% 95% 99 95% Continue to properly maintain public records & provide prompt customer service Electronically scan, title, file and store all City records for proper access n/a n/a n/a 97% 100% 100% Maintain all City records as defined by the Florida Department of State's Retention Schedule 100% 100% 100% 95% 100% 95% Public records requests received 961 950 953 496 1000 1000 Public records requests responded to within 3 days 90% 90% 90% 85% 90% 95%  Implement a system/software to manage and maintain Contracts/Leases/Agreements/Memorandum of Understandings  Streamline Lien Searches to reduce multiple staff interruptions  Implement phase II of the Records Storage Room Retention and Destruction plan (amended to include all departments)  Provide Code of Ordinance and Land Development Code revisions to Municode immediately after approval for posting FUTURE GOALS (FY18 & FY19)  Continue to add methods/processes to increase and improve online accessibility for employees and the public  Continue to purge electronic files that have exceeded their retention date PRIOR YEAR ACCOMPLISHMENTS (FY16)  Contracted an agency that assisted in inventorying the Records Storage rooms, and prepared a Retention and Destruction Plan  Expanded the Retention and Destruction Plan to include all departments for a City wide records clean up project  Prepared Charter, Code of Ordinances and Land Development Code for professional hosting and maintenance by Municode 71 

    


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3 ! &*00  ?+ 72 FINANCE Share of City Budget $657,251, 1.7% DESCRIPTION Finance's primary function is to maintain financial stability for the City. Responsibilities include monitoring appropriations, revenues, and expenditures; developing policies and procedures relating to finance issues; ensuring compliance with City, State, and Federal regulations; and oversight of purchasing and customer service. MISSION Provide professional support in financial administration, uphold the public's trust and reliance on financial reports, and maintain the City's sound financial position and stability while offering quality services efficiently and responsively. Actual YTD thru 6/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY17) 2012-13 2013-14 2014-15 2015-16 2015-16 2016-17 Provide Accurate and Timely Financial Information Monthly Financial Reports Prepared within 20 Days 33% 90% 98% 95% 95% 95% Findings From External Auditors 0 0 0 0 0 0 Prepare Useful & Meaningful Financial Documents to the Public Achieve GFOA Distinguished Budget Presentation Award (possible points awarded) 77% 77% 90% 95% 95% 95% Achieve GFOA Certificate of Achievement for Financial Reporting        Prepare 95% of monthly financial reports within 20 days of the end of the month to provide timely financial information.  Achieve growth beyond the rate of inflation for invested surplus funds.  Increase the number of grants awarded to the City through grant-writing training and new avenues of grant opportunities. FUTURE GOALS (FY18 & FY19)  Automate reporting process by converting monthly financial and budget reports to Q-Rep software.  Review and update all finance policies and procedures to ensure accuracy, completeness, and functionality.  Provide internal training opportunities for city staff to enable effective use of the available information within the City's computerized accounting system.  Create City centric communications report. PRIOR YEAR ACCOMPLISHMENTS (FY16)  Received GFOA Distinguished Budget Presentation Award and Certificate of Achievement for Financial Reporting in spite of transition period with limited staffing. 73 

    

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3 3  = 4 74 PURCHASING Share of City Budget $180,782, DESCRIPTION 0.5% Purchasing is responsible for the acquisition of supplies, materials, equipment, and other commodities needed for operations, as well as supervising the preparation and processing of all bids, proposals, quotations, and required advertisements. MISSION Procure goods and services at the best possible cost consistent with the quality needed to provide the best services to the public. Actual YTD thru 6/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY17) 2012-13 2013-14 2014-15 2015-16 2015-16 2016-17 Procure Products As Efficiently As Possible Purchases Made By Purchase Order 76% 77% n/a n/a n/a n/a Purchases Made By Direct Payment 21% 23% n/a n/a n/a n/a Purchases Made By Credit Card 3% n/a n/a n/a n/a n/a Time Between Requisition Approval And Purchase Order Creation n/a n/a 95.5% 96.2% 90% 90%  Develop quarterly contact with approved vendors to communicate purchasing policy, city requirements, and vendor performance.  Develop program to provide business opportunities to minority, woman, and veteran owned businesses. FUTURE GOALS (FY18 & FY19)  Develop and implement procurement tracking for item order frequency. PRIOR YEAR ACCOMPLISHMENTS (FY16)  Developed quarterly program to provide written review and rating to vendors concerning their performance. 75  001 GENERAL FUND - 0800 POLICE Actual Budget 2015-16 2016-17 % 2012-13 2013-14 2014-15 Adopted Adopted Change Revenues: 170,885 175,703 175,025 175,703 312-5200 Insurance Premium Tax - Police Pension 175,025 -0.39% 1,293 575 378 500 329-4000 Taxi Permit/Bicycle Registration 400 -20.00% 3,464 2,532 2,419 3,000 342-1000 Law Enforcement Services 2,000 -33.33% 220 6,436 8,416 3,000 342-1300 Police Special Events 3,211 7.02% 1,390 3,413 4,660 3,000 342-1800 Photo Copies 4,614 53.80% 46,449 32,845 44,306 39,000 351-5000 Traffic Fines 38,378 -1.59% 26,365 21,330 26,722 13,000 351-5030 Traffic Fines - Law Enforcement Automation 20,372 56.71% 4,735 710 1,802 3,000 354-1100 Parking Citations 240 -92.00% 1,050 825 475 500 354-1200 False Alarm Fines 833 66.60% 4,893 2,995 - - 366-1000 Contributions/Donations - 0.00% 320 478 - - 366-1011 Contributions/Donations-Coin/Pin - 0.00% 1,054 1,165 - - 366-1071 Contributions/Donations-Citizens Police Academy - 0.00% 2,088 - 2,750 - 366-3010 Designated Donations - 0.00% - - - 20 369-1710 Police Patches - -100.00% - 729 - - 369-9020 Abandoned Property - 0.00% 2,100 - 23,730 - Grant Revenue - 0.00% $ 266,305 $ 249,737 $ 290,683 $ 240,723 TOTAL REVENUES $ 245,073 1.81% Personal Services: 54.99 55.99 55.66 56.90 Number of Funded Employees (FTE's) 61.90 96,674 101,976 105,765 105,452 521-1100 Executive Salaries 88,242 -16.32% 1,982,905 1,952,097 2,083,449 2,231,725 521-1200 Regular Salaries 2,406,655 7.84% 1,537 812 - - 521-1201 Service Awards 1,137 100.00% 64,250 - - - 521-1202 Incentive/Merit Pay - 0.00% (7,672) - - - 521-1211 Police Pension Wages - 0.00% 134,826 153,390 113,615 68,223 521-1300 Part-Time Wages 69,930 2.50% 58,963 83,972 99,007 96,009 521-1400 Salaries - Overtime 96,009 0.00% 58,656 68,035 67,439 69,135 521-1401 Salaries - Overtime Holiday Worked 69,135 0.00% 56,134 52,413 51,270 84,724 521-1501 Incentive Pay 85,564 0.99% 3,085 2,977 3,106 2,400 521-1507 Clothing Allowance 3,000 25.00% 142,415 143,438 146,138 141,936 521-2100 FICA Taxes 152,062 7.13% 33,334 33,546 34,177 33,194 521-2101 Medicare 35,562 7.13% 126,932 135,446 149,508 144,700 521-2200 Retirement Contributions - General Employees 119,573 -17.36% 665,005 737,386 554,238 512,201 521-2201 Retirement Contributions - Police Officers 509,253 -0.58% 170,885 175,703 175,025 175,703 521-2203 Insurance Premium Tax - Police Pension 175,703 0.00% 377 3,062 6,094 10,750 521-2204 Retirement Contributions - DC Plan 13,224 23.01% 346,938 343,296 373,897 418,249 521-2300 Dental, Life & Health Insurance 498,232 19.12% 53,392 52,969 45,848 48,958 521-2400 Worker's Compensation 57,216 16.87% (45,484) - (42,945) (52,210) 521-1298 Salary Allocation Reimb from CRA Fund (51,636) -1.10% - - - 7,200 FTO Add Pay (x3 for Current Vacancies) - -100.00% $ 3,943,154 $ 4,040,519 $ 3,965,631 $ 4,098,349 Total Personal Services $ 4,328,860 5.62% Operating Expenditures: 108,683 80,686 87,451 88,759 521-3100 Professional Services 104,753 18.02% 1,300 2,800 425 1,500 521-3101 Legal 1,500 0.00% - 147 - 250 521-3102 Employee Physicals & Immunizations 250 0.00% - 1,590 - - 521-3400 Other Services - 0.00% 642 222 65 1,000 521-3510 Information & Evidence 1,000 0.00% 11 - - - 521-4000 Travel and Per Diem 15,000 100.00% 42,756 25,503 24,086 25,886 521-4100 Communication Services 28,082 8.48% 1,385 1,474 1,096 1,250 521-4200 Postage 1,250 0.00% 38,425 41,335 45,453 47,703 521-4300 Utilities 40,154 -15.83% 8,284 8,284 7,876 8,285 521-4400 Rentals & Leases 3,560 -57.03% 32,537 21,128 20,362 56,698 521-4610 Maintenance Contracts 57,288 1.04% 47,969 40,568 27,209 42,000 521-4620 Vehicle Repair 42,000 0.00% 0800-Police 9/14/2016 1:04 PM 76  001 GENERAL FUND - 0800 POLICE Actual Budget 2015-16 2016-17 % 2012-13 2013-14 2014-15 Adopted Adopted Change 6,032 626 576 5,630 521-4630 Equipment Repair 5,630 0.00% 8,123 - 794 - 521-4640 Building Maintenance - 0.00% 31,940 - - - 521-4645 Heating/Cooling Repairs - 0.00% 336 548 2,313 1,400 521-4700 Printing & Binding 1,575 12.50% (222) 680 61 1,000 521-4904 Wrecker Expense 1,000 0.00% 5,843 7,291 6,367 7,000 521-5100 Office Supplies 8,200 17.14% 19,001 15,884 30,860 26,314 521-5200 Operating Supplies 26,210 -0.40% 149,116 145,199 102,021 114,858 521-5204 Fuel & Oil 141,659 23.33% 10,338 11,195 14,077 22,230 521-5210 Uniform Expense 21,400 -3.73% 16,479 6,100 8,453 30,707 521-5213 Ammunition Expense 16,000 -47.89% - 37 887 - 521-5222 Explorer Post Spending - 0.00% 1,021 1,160 835 - 521-5223 Citizen Police Academy Alumni Donation Spending - 0.00% 315 265 274 - 521-5224 Coin/Pin Donation Spending - 0.00% 1,849 185 2,964 - 521-5226 Designated Donation Spending - 0.00% - 3,984 725 - 521-5231 Computer Hardware/Software 500 100.00% 434 3,200 2,534 2,750 521-5233 Tools 8,200 198.18% - 8 - 450 521-5250 Operating Supplies - Grounds Maintenance 450 0.00% 6,826 7,466 4,835 7,590 521-5400 Books, Dues & Publications 7,505 -1.12% 375 1,927 - - 521-5500 Training 18,831 100.00% $ 543,634 $ 429,494 $ 392,601 $ 493,260 Total Operating Expenditures $ 551,997 11.91% Capital Outlay: 1,180 - - - 521-6401 Office Furniture & Fixtures - 0.00% 4,407 2,995 - - 521-6402 Equipment - 0.00% - 135,999 361,431 273,854 521-6403 Passenger Vehicles 269,423 -1.62% 25,139 28,400 - - 521-6405 Communication Equipment - 0.00% 2,534 - - - 521-6406 Specialized Equipment - 0.00% 630 18,249 8,724 - 521-6420 Computer Hardware/Software - 0.00% $ 33,890 $ 185,643 $ 370,155 $ 273,854 Total Capital Outlay $ 269,423 -1.62% Debt Service 87,966 150,451 151,233 150,012 581-9121 Transfer to Debt Service Fund 150,999 0.66% 2013 Revenue Note -Municipal Facilities Police- yr 4 of 18 Phone System Lease - year 4 of 6 $ 87,966 $ 150,451 $ 151,233 $ 150,012 Total Debt Service $ 150,999 0.66% $ 4,608,644 $ 4,806,107 $ 4,879,620 $ 5,015,475 TOTAL EXPENSES $ 5,301,279 5.70% $ (4,342,340) $ (4,556,370) $ (4,588,936) $ (4,774,752) NET REVENUE / (EXPENSE) $ (5,056,207) 5.89% 0800-Police 9/14/2016 1:04 PM 77 POLICE Share of City Budget $5,301,279, 12.1% DESCRIPTION Police Department functions include patrol, community policing, street crimes, investigations, communications, and records. The Police Department is responsible for enforcement of laws, minimizing illegal activity, criminal investigations, maintaining accurate law enforcement records. Community involvement to devise solutions and monitor resolutions is strongly promoted and a Citizens Police Academy is conducted to educate citizens about safety and enhance community based crime prevention efforts. MISSION Protect the welfare of citizens and their property and enhance public safety through proactive problem solving and increased community partnerships. Actual YTD thru 6/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY17) 2012-13 2013-14 2014-15 2015-16 2015-16 2016-17 Respond Promptly to Calls for Service Sworn Officers per 1,000 Citizens 2.13 2.13 1.96 annual measure 2.25 2.25 Top Priority Calls per Sworn Officer 178 151 138 137 150 150 Medium Priority Calls per Sworn Officer 405 378 413 312 375 375 Low Priority Calls per Sworn Officer 562 495 526 389 400 400 Response Time: Top Priority Calls (min:sec, call received to on-scene) 1:16 1:09 1:34 1:38 2:25 2:25 Response Time: Medium Priority Calls (min:sec, call received to on-scene) 2:37 2:46 2:48 2:59 3:50 3:50 Response Time: Low Priority Calls (min:sec, call received to on-scene) 4:45 4:52 4:53 5:30 5:50 5:50 Protect Life and Property Apprehension Rate - Order Maintenance Offenses 81% 80% 85% 100% 75% 75% RUOK Applications Accepted 100% 100% 99% 100% 100% 100% RUOK Subscribers Checked On within One Hour if No Response 100% 100% 100% 100% 100% 100% Security House Check Applications Completed 100% 100% 100% 100% 100% 100% Promote Community Involvement Citizens Police Academy Participants 25 14 18 0 15 15 Achieve average response times (call received to officer on-scene) of under 2 minutes for top priority calls, under 4 minutes for medium
priority calls, and under 6-1/2 minutes for low priority calls.
Accept all RUOK subscribers and respond within one hour to check on any RUOK subscriber who fails to acknowledge the verification call.
Conduct house checks for all subscribing citizens.
Conduct a Citizen's Police Academy with at least 15 participants. FUTURE GOALS (FY18 & FY19)
Enroll all qualified citizens in RUOK Program.
Conduct one Basic Citizens Police Academy annually with 15 participants.
Conduct one Advanced Citizens Police Academy annually with 10 participants. PRIOR YEAR ACCOMPLISHMENTS (FY16) FWBPD worked a multi-jurisdictional / multi-state burglary ring, including FDLE & Escambia SO, regarding major plumbing material thefts
and disposals. The case is ongoing, but resulted in several arrests to date and the recovery of tens of thousands of dollars of property. FWBPD worked a multi-jurisdictional burglary ring, including Santa Rosa SO. 2 suspects were arrested pawning stolen materials in FWB. 6o
firearms & weapons, 238 other types of property (valued at nearly $ 60,000), and 477 narcotic items, including drugs and drug paraphernalia were seized / recovered. FWBPD underwent a significant organization restructure and deployment change, following a one million dollar budget reduction (nearly 20%)
and a further personnel reduction of 15%, which followed four previous years of substantial reduction (cumulatively in excess of 20%). Despite these reductions, rapid response to calls for service and professional investigative services continue to be maintained. Three officers were recognized and presented awards for leading in the number of DUI arrests made during the previous calendar year. The top
three FWBPD officers had a combined 68 DUI and narcotics arrests in calendar year 2014. 78 79 

    


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A -( 81 FIRE Share of City Budget $4,187,044, 9.8% DESCRIPTION Fire Department functions include fire suppression, regulation, prevention, and inspection; emergency medical services, vehicle extrication; technical rescue; and hazardous materials response. The department coordinates the City's Emergency Management and Preparedness efforts and conducts public education efforts to prepare citizens to learn ways to better protect themselves from the ravages of fire and disaster. A Citizens Emergency Response Team (CERT) Program is conducted to educate citizens about safety and how to assist the community in the aftermath of a disaster. MISSION Ensure that fire prevention and suppression is paramount; advance life support service provides the best treatment available; the City is prepared to address major emergencies and disasters. Actual YTD thru 6/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY17) 2012-13 2013-14 2014-15 2015-16 2015-16 2016-17 Respond Promptly to Calls for Service Response Time Under 5 Minutes (dispatch to on-scene) 60% 56% 77% 67% >79% >75% Fire Code Review of Construction Plans Completed within 5 Business Days 94% 98% 100% 100% >90% >90% Minimize Injuries, Death, and Property Destruction One & Two Family Residential Structure Fires Confined to Room of Origin 52% 75% 53% 75% >74% >75% Patients in Full Cardiac Arrest Who Regain a Specified Heart Rhythm 15% 27% 21% 20% >14% >15% Reduce Liability Exposure Fire Personnel Injuries with Time Lost per 1000 Incidents 0.60 0.01 0.60 0.02 <0.4 <0.5 Property Damage and Equipment Loss $1,600 $1,800 $375 $800 <$2000 <$2000 Promote Community Involvement Events, Programs, Outreach Initiatives 47 42 54 40 >49 >50  Achieve a response time (dispatch to on-scene arrival) of under 5 minutes at least 80% of the time.  Complete Fire Code review of construction plans within 5 business days of submission at least 80% of the time.  Ensure patients in full cardiac arrest regain a specified heart rhythm prior to ambulance arrival at least 15% of the time. Decrease the number of on-the-job injuries through implementation of a comprehensive department Safety Program and implementation of  appropriate safety rules, regulations, and guidelines.  Conduct or attend at least 50 community and public relations events. FUTURE GOALS (FY18 & FY19)  Implement new Officer Training Program, including monthly training days for all department officers  Complete a master plan for the construction of a new fire training complex  Review and amend Continuity of Operations Plans for entire city, taking into account changes in buildings, processes, and personnel  Coordinate National Incident Management training for all Department Directors and those personnel operating at the EOC in times of disaster. PRIOR YEAR ACCOMPLISHMENTS (FY16)  Received and placed new Engine 7 in service and established old engine as reserve.  Department training program was updated to address changes in ISO requirements  Established one-year probationary period for newly hired employees and those personnel promoted.  Complete re-write of all Standard Operating Guidelines and established new probationary training programs for firefighter and Captains.  Received and placed new Battalion Chief Command vehicle in-service. 82 83  001 GENERAL FUND - 1000 RECREATION Actual Budget 2015-16 2016-17 % 2012-13 2013-14 2014-15 Adopted Adopted Change Revenues: 126,673 93,508 109,237 147,000 347-2000 Program Revenue 147,000 0.00% 20,237 15,038 16,402 29,605 347-2011 Program Revenue - Not City Staff Provided 43,064 45.46% 25,630 23,255 28,225 26,750 347-2100 Sponsorship Revenue 26,750 0.00% 26,503 17,411 19,856 16,800 347-2200 Rentals - Auditorium, Rec Centers, etc. 16,800 0.00% 22,485 17,479 14,755 24,150 347-2210 Rentals tax-exempt - Auditorium, Rec Centers, etc. 24,150 0.00% 534 24 - - 347-2400 Non Cash/Check Payment - 0.00% - 50 - - 347-2410 Non Cash/Check Payment Exempt - 0.00% - - - 10,500 347-2500 Memberships 25,000 100.00% 1,155 1,610 1,435 1,456 347-4030 Holiday Parade Entry Fee 2,986 105.08% 1,021 - - - 366-1000 Contributions/Donations - 0.00% - 1,430 - - 366-1074 July 4th Contributions - 0.00% - 1,000 288,401 - 366-5010 Donations - Long Term Projects - 0.00% $ 224,238 $ 170,805 $ 478,312 $ 256,261 TOTAL REVENUES $ 285,750 11.51% Personal Services: 13.42 12.32 12.64 12.90 Number of Funded Employees (FTE's) 12.40 87,178 89,494 90,084 92,544 572-1100 Executive Salaries 94,322 1.92% 179,085 195,244 296,025 297,063 572-1200 Regular Salaries 267,809 -9.85% - 379 - - 572-1201 Service Awards 271 100.00% 12,849 217 - - 572-1202 Incentive/Merit Pay - 0.00% 124,257 82,857 42,238 83,576 572-1300 Part-Time Wages 74,840 -10.45% 353 1,773 3,243 - 572-1400 Salaries - Overtime - 0.00% 24,037 21,666 24,942 27,372 572-2100 FICA Taxes 24,831 -9.28% 5,622 5,067 5,833 6,401 572-2101 Medicare 5,807 -9.28% 43,549 46,518 61,100 55,177 572-2200 Retirement Contributions 55,720 0.98% 7,660 8,312 11,402 12,581 572-2204 Retirement Contributions - DC Plan 13,626 8.31% 36,561 41,829 53,044 64,935 572-2300 Dental, Life & Health Insurance 62,274 -4.10% 10,865 10,350 10,509 12,467 572-2400 Worker's Compensation 12,501 0.27% $ 532,014 $ 503,706 $ 598,419 $ 652,116 Total Personal Services $ 612,000 -6.15% Operating Expenditures: 3,833 3,228 11,213 7,900 572-3100 Professional Services 7,900 0.00% 44,317 74,760 79,545 92,875 572-3400 Other Services 70,375 -24.23% 41,612 17,814 15,267 49,700 572-3407 Program Instruction 50,300 1.21% - - - 5,000 572-3450 Other Services - Grounds Maintenance 5,000 0.00% 503 1,431 1,119 2,791 572-4000 Travel and per Diem 2,793 0.07% 6,452 4,333 5,618 5,316 572-4100 Communication Services 4,191 -21.16% 311 162 346 100 572-4200 Postage 100 0.00% 114,846 90,545 105,598 131,513 572-4300 Utilities 213,828 62.59% 5,126 8,302 5,846 6,945 572-4400 Rentals & Leases 10,506 51.27% 2,962 2,508 3,103 2,898 572-4610 Maintenance Contracts 4,248 46.57% 472 318 424 350 572-4620 Vehicle Repair 350 0.00% 48 - 377 400 572-4630 Equipment Repair 400 0.00% 9,900 - 15,108 - 572-4640 Building Maintenance - 0.00% 2,963 - - - 572-4645 Heating/Cooling Repairs - 0.00% 307 - 16,540 - 572-4650 Grounds Maintenance - 0.00% - 35 210 600 572-4700 Printing and Binding 600 0.00% 2,403 1,324 2,129 4,000 572-5100 Office Supplies 4,000 0.00% 5,192 6,456 14,741 23,399 572-5200 Operating Supplies 23,399 0.00% 2,801 3,315 2,851 2,429 572-5204 Fuel & Oil 4,337 78.55% 13,886 14,795 14,010 24,325 572-5207 Program Expense 24,325 0.00% 27,887 28,416 44,296 26,750 572-5208 Sponsorship Expense 32,750 22.43% 53 1,162 1,386 1,000 572-5210 Uniform Expense 1,400 40.00% 1000-Recreation 7/29/2016 1:46 PM 84  001 GENERAL FUND - 1000 RECREATION Actual Budget 2015-16 2016-17 % 2012-13 2013-14 2014-15 Adopted Adopted Change 520 - 96 - 572-5224 Donation Spending - 0.00% - 439 1,292 - 572-5231 Computer Hardware/Software - 0.00% 177 - 115 - 572-5233 Tools - 0.00% 208 - - - 572-5234 Safety Supplies/Equipment - 0.00% - 1,726 - - 572-5250 Operating Supplies - Grounds Maintenance - 0.00% - 160 209 545 572-5400 Books, Dues & Publications 505 -7.34% 475 487 2,243 725 572-5500 Training 1,325 82.76% $ 287,252 $ 261,716 $ 343,678 $ 389,561 Total Operating Expenditures $ 462,631 18.76% Capital Outlay: - - 487,646 - 572-6310 Improvements Other Than Building 30,000 100.00% - 2,547 77,638 - 572-6402 Equipment 30,000 100.00% - - 23,443 - 572-6404 Machinery & Equipment - 0.00% 1,734 1,396 1,082 - 572-6420 Computer Hardware/Software - 0.00% $ 1,734 $ 3,943 $ 589,808 $ - Total Capital Outlay $ 60,000 0.00% Capital Improvements Program: 813,838 3,580,733 4,140,717 - Prior Years Capital Improvement Program - 0.00% $ 813,838 $ 3,580,733 $ 4,140,717 $ - Total Capital Improvements Program $ - 0.00% Debt Service - 334,700 346,747 350,741 581-9121 Transfer to Debt Service Fund 349,636 -0.32% 2013A Bank Loan -Recreation Complex- yr 4 of 15 Phone System Lease - year 4 of 6 2015 Rec Ctr Fitness Equipment- yr 3 of 5 $ - $ 334,700 $ 346,747 $ 350,741 Total Debt Service $ 349,636 -0.32% $ 1,634,838 $ 4,684,798 $ 6,019,369 $ 1,392,418 TOTAL EXPENSES $ 1,484,269 6.60% $ (1,410,600) $ (4,513,994) $ (5,541,058) $ (1,136,157) NET REVENUE / (EXPENSE) $ (1,198,519) 5.49% 1000-Recreation 7/29/2016 1:46 PM 85 RECREATION Share of City Budget $1,484,269, 3.7% DESCRIPTION Recreation manages a brand new 33,000 sq. ft. Recreation Center with a 10-field Athletic Complex, the FWB Library, Heritage Park and Cultural Center, Parks & ROW Maintenance, the Cemetery, and the FWB Golf Club. Football, baseball, basketball, soccer, and softball leagues are held at he facilities. Recreation centers offer a variety of crafts and exercise classes, after school programs, and summer day camps. Special events are held throughout the year. Tennis Center and BMX are contracted. MISSION Provide recreational and athletic opportunities to adults and youth alike. Actual YTD thru 6/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY17) 2012-13 2013-14 2014-15 2015-16 2015-16 2016-17 Provide Diverse Recreational Opportunities Youth After School Participants (Total registrations) 152 155 126 81 45 45 (Max) Youth After School Program Capacity 76% 78% 65% 65% 100% 100% Adult & Youth Sports Teams Participants 204 213 219 197 180 215 Adult & Youth Sports Teams with Sponsors 97% 99% 100% 100% 100% 100%  Continue Phase 2 of Athletic Complex with Concrete Skate Bowl  Bring "Off Season" Athletic Tournaments to FWB  Install new Sound System at the FWB Auditorium FUTURE GOALS (FY18 & FY19)  Pave parking lot and entryway at Jet Stadium PRIOR YEAR ACCOMPLISHMENTS (FY16)  Completed construction of new Recreation Complex  Relocated new lights to Jet Stadium and installed new fencing around complex  Completed first phase of Skate Park  Completed First section of Bud and Dorie Day Patriots Trail 86 87 

    

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PRIOR YEAR ACCOMPLISHMENTS (FY16)  Re-Grassed Greens Holes #1,3,4,5,6,7 on the Oaks course  Seawalls repaired on holes #3,6, & 11 Oaks course and #16 and 17 pines course  Added new sand trap sand to Holes #14 & 18 Pines Course  Replaced wood curbing on holes #16 & 18 Pines Course 95  001 GENERAL FUND - 1060 LIBRARY Actual Budget 2015-16 2016-17 % 2012-13 2013-14 2014-15 Adopted Adopted Change Revenues: 71,441 69,201 - 73,596 337-7000 Cooperative Funding - Operations 73,596 0.00% 5,400 5,800 6,125 2,716 341-9110 Passport Fees 450 -83.43% 2,425 2,005 2,025 2,900 347-1000 Library Fees 2,900 0.00% 5,956 7,004 7,005 7,200 347-1010 Photo Copy Revenue 7,200 0.00% 550 286 425 400 347-1210 Rentals - Taxable 100 -75.00% 175 - - 25 347-1220 Rentals - Tax Exempt 25 0.00% 12,525 12,553 11,648 10,700 352-1000 Library Fines 11,750 9.81% 140 306 86 200 352-1010 Lost Publications 200 0.00% 3,710 6,105 123 - 366-1000 Contributions/Donations - 0.00% 24,846 11,551 - 50,000 389-9600 Approp. from Reserved Fund Bal - Harvey Trust 96,900 93.80% $ 127,168 $ 114,810 $ 27,436 $ 147,737 TOTAL REVENUES $ 193,121 30.72% Personal Services: 8.02 8.02 7.92 8.02 Number of Funded Employees (FTE's) 8.02 159,871 162,997 167,687 174,510 571-1200 Regular Salaries 178,950 2.54% - 108 - - 571-1201 Service Awards 271 100.00% 6,878 650 - - 571-1202 Incentive/Merit Pay - 0.00% 76,197 75,238 89,644 97,066 571-1300 Part-Time Wages 99,787 2.80% 164 70 91 - 571-1400 Salaries - Overtime - 0.00% 14,761 14,506 15,961 16,595 571-2100 FICA Taxes 17,036 2.65% 3,452 3,392 3,733 3,881 571-2101 Medicare 3,984 2.65% 45,385 48,591 48,284 41,330 571-2200 Retirement Contributions 46,747 13.11% - - - 1,744 571-2204 Retirement Contributions - DC Plan 2,667 100.00% 9,967 10,206 7,645 5,713 571-2300 Dental, Life & Health Insurance 6,223 8.93% 720 678 645 744 571-2400 Worker's Compensation 827 11.18% $ 317,394 $ 316,438 $ 333,691 $ 341,583 Total Personal Services $ 356,492 4.36% Operating Expenditures: 8,428 1,916 2,060 2,175 571-3100 Professional Services 2,356 8.32% 2,439 1,477 1,490 1,491 571-3400 Other Services 1,503 0.80% - 425 - - 571-3407 Program Instruction - 0.00% - - - 1,000 571-3450 Operating Supplies - Grounds Maintenance 1,000 0.00% 70 - 60 1,000 571-4000 Travel and Per Diem 1,260 26.00% 6,115 1,969 1,958 2,114 571-4100 Communication Services 2,129 0.71% 533 603 130 125 571-4200 Postage 125 0.00% 47,084 52,159 58,069 64,996 571-4300 Utilities 64,359 -0.98% 11,861 11,861 11,549 11,862 571-4400 Rentals & Leases 15,073 27.07% 4,519 4,892 3,080 2,949 571-4610 Maintenance Contracts 1,410 -52.20% 21,269 569 - - 571-4640 Building Maintenance - 0.00% 5,552 - 571-4645 Heating/Cooling Repairs - 0.00% 2,021 1,762 1,707 1,800 571-5100 Office Supplies 1,800 0.00% 16,518 14,640 16,365 21,465 571-5200 Operating Supplies 16,165 -24.69% 872 754 1,069 1,200 571-5207 Program Expense 1,200 0.00% 605 2,775 4,063 - 571-5223 Passport Fee Spending - 0.00% 692 973 1,301 - 571-5224 General Donation Spending - 0.00% - 1,415 - - 571-5231 Computer Hardware/Software - 0.00% 675 758 635 755 571-5400 Books, Dues & Publications 255 -66.23% 425 - 54 200 571-5500 Training 200 0.00% $ 129,679 $ 98,948 $ 103,590 $ 113,132 Total Operating Expenditures $ 108,834 -3.80% Capital Outlay: - - - - 571-6214 Building Improvements 30,900 100.00% - 4,431 - - 571-6401 Furniture and Fixtures 32,000 100.00% 3,662 3,993 - 12,000 571-6402 Equipment - -100.00% 3,200 9,081 - - 571-6420 Computer Hardware/Software - 0.00% 27,993 35,676 36,460 33,000 571-6600 Books, Publications & Library Materials 33,000 0.00% $ 34,855 $ 53,182 $ 36,460 $ 45,000 Total Capital Outlay $ 95,900 113.11% Debt Service 11,346 21,158 21,081 20,793 581-9121 Transfer to Debt Service Fund 20,931 0.66% 2013 Revenue Note -Municipal Facilities Library- yr 4 of 18 Phone System Lease - year 4 of 6 $ 11,346 $ 21,158 $ 21,081 $ 20,793 Total Debt Service $ 20,931 0.66% $ 493,273 $ 489,725 $ 494,820 $ 520,508 TOTAL EXPENSES $ 582,157 11.84% $ (366,105) $ (374,915) $ (467,384) $ (372,771) NET REVENUE / (EXPENSE) $ (389,036) 4.36% 1060-Library 7/29/2016 1:57 PM 96 LIBRARY Share of City Budget $582,157, 1.5% DESCRIPTION Library resources include books, movies, games, ebooks, and e-audio for children and adults. Children's learning activities for all ages conducted weekly with holiday and special programs being offered throughout the year. Facilities include a children's activity room, 5 study rooms, an art gallery, a digital media lab, meeting space for large and small groups, wifi access, children's learning stations, and 16 computer stations. MISSION Create and foster a comprehensive variety of print and media resources and materials designed to educate and entertain. Actual YTD thru 6/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY17) 2012-13 2013-14 2014-15 2015-16 2015-16 2016-17 Provide Resources to Promote Literacy, Education, & Enrichment Inventoried Collection Per Citizen 3.7 3.7 3.7 annual measure 3.7 3.7 Circulation per Item 2% 2 2 1.5 2.0 2.0 Circulation per Active Borrower (City and Non-City Residents) 7.3 7.3 6.4 5.0 7.5 7.8 City Residents Who Have an Active Library Card 38% 32% 34% annual measure 36% 38%  Create user-friendly, browsable areas for children's materials and popular items appealing to a young adult demographic.  Re-carpet high use areas of the library as funding allows. Priority areas-- meeting room and story room.  Upgrade furnishings in the Adult Reading Area and meeting room as funding allows. FUTURE GOALS (FY18 & FY19)  Increase use of the library by younger adults and continue growth by offering services and programs for every stage of life. Work with the Okaloosa County Public Library Cooperative to improve programming, visibility, and services of the library countywide through  more shared programming, partnerships with the school district, and marketing strategies. PRIOR YEAR ACCOMPLISHMENTS (FY16)  Provided for increased comfort of patrons and sustainability of the Adult Reading Area with new furnishings better suited to heavy public use.  Increased the availability and variety of programs for children and adults.  Re-purposed history room to build a creative space for collaboration and production of digital media for all ages.  Worked with the Okaloosa County Public Library Cooperative to create active, goal-based partnerships with the school district and with Career 97 

    

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=- 98 MUSEUM Share of City Budget $289,791, 0.7% DESCRIPTION The Indian Temple Mound Museum was the first museum in Florida owned and operated by a municipality and is recognized for having one of the finest collections of prehistoric ceramics in the Southeast United States. Historic structures such as the Camp Walton Schoolhouse and Garnier Post Office Museums are fine examples of Northwest Florida history and house artifacts that relay the story of early Camp Walton. The Civil War Exhibits Building interprets the First Florida Militia and their activities while stationed at what we today call The Fort Walton Landing. MISSION Share 14,000 years of Fort Walton culture and history through stewardship, education and interpretation of its prehistoric and historic collections. estimate Actual YTD thru 6/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY17) 2012-13 2013-14 2014-15 2015-16 2015-16 2016-17 Share Community History With Public Visitors Per General Visitation Hour of Operation 6.0 5.7 6.1 5.5 5.7 6.0 Educational Programming Visitors During Non-General Visitation Hours 4,266 3,985 3,750 4,986 4,200 4,200 Outreach Programming Visitors During Non-General Visitation Hours 8,700 5,575 8,200 8,130 6,000 6,000 City Savings from Volunteer Assistance $28,562 $30,510 $23,878 $12,965 $25,000 $20,000  Continue to improve public access to museum properties and downtown entertainment district.  Provide event and activity programming to increase visitation to and public awareness of Heritage Park.  Provide 2017 summer exhibit in partnership with Okaloosa County Tourist Development Council entitled "The French in Flroida."  Work with Scouting organizations to create badge work proograms relating to Archaeology, Native Americans and the Civil War. FUTURE GOALS (FY18 & FY19)  Complete NAGPRA process for 8OK6M (Fort Walton Temple Mound) archaeological site from filing to certification.  Replace steps leading to observation deck atop Fort Walton Temple Mound.  Create parking areas accessible to school buses, RVs and shuttle buses for improved public access to facilities. PRIOR YEAR ACCOMPLISHMENTS (FY16) Continued training on museum programs, collections care, customer service and exhibits to museum staff and docents. This training will  take place on a monthly basis. Honored our volunteers with certificates during the year for their dedicated service. Volunteer hours exceeded 3,000 hours with over 40  active volunteers. Museum saw the end of the Friends of the Museums and staff has taken on many of their former jobs such as a bi-monthly newsletter and membership drives. Continued Community Involvement: Museum partnership with Emerald Coast Archaeology Society allows visitors to view excavations and provides 4-6 guest lectures on archaeology subjects throughout the year. Museum partnership with Thunderbird Honor Guard strengthens ties to the Native American community and provides access to cultural demonstrations during the year. Museum partnership with Reeds Raiders at Bowlegs in defense of the City increases public awareness of museum activities and raises awareness that history can be fun.  Museum partnership with Musical Echoes provides cultural and arts festival to general public which increases awareness and strengthens Native American commitment to the mound and museum. As Friends of the Museums partnership wund down, museum staff began providing increased committments to educational and recreational programming such as Zombie Walk, Native American Day Open House and Camp Walton Christmas Open House which afforded locals ability to enjoy free days.  Continued Public Awareness Campaign: The Indian Temple Mound Museum seeks out advertising opportunities and has been on various websites, Facebook, blogs, NWF Daily News, Emerald Coast Magazine, Visit Florida, FWB Chamber of Commerce, the Four Points Sheraton in-room compendium of things to do and see, 105.5 “The Wolf” and WYZB FM, WUWF’s “Unearthing Pensacola” segments, and WEAR ABC Channel 3. The museums were able to display their events on various Lamar advertising boards which has increased visibility. Local organizational newsletters increase awareness, promote activities and show the accomplishments of the museums and their partners. These include Florida Public Archaeology Network (Pensacola), Baker Block News (Baker), Panhandle Historic Preservation Alliance News (reaches all panhandle), Emerald Coast Archaeology Society (OK County), Heritage News (Niceville); GWFC Our Voice Florida Woman's Club newsletter (OK County), Genealogical Society of Okaloosa County, and FOM Newsletter (various counties and states). Through TDC partnership we were able to have an ad at the Panama City Airport to advertise museum and City events. Completed First Families Phase I Project identifying founding families and their current representatives for archival and disply presentation  at the Camp Walton Scholhouse Museum. As a result of this project we have established useful relationships in the community as well as being recognized as a research resource in the community. Continued programming activities designed to match State Standards for Civil War education and attract older grades field trips to museum.  This program has allowed middle school students to enjoy field trip programming. 99 

    

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> 9 100 CEMETERY Share of City Budget $378,473, 1.0% DESCRIPTION Cemetery staff is responsible for the sale of plots, niches, and mausoleum spaces; grounds maintenance; and supervision of funerals at the City's two cemeteries – Beal Memorial Cemetery and Brooks Cemetery. MISSION Provide a well-maintained and peaceful resting place of burial. Actual YTD thru 6/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY17) 2012-13 2013-14 2014-15 2015-16 2015-16 2016-17 Provide a Well-Maintained Resting Place of Burial Cemetery Grounds with Turf in Good Condition 90% 86% 90% 95% 95% 95%  Install Roadway between storage facilities.  Stamp additional area in Hope Section.  Repair worn doors in niche wall. FUTURE GOALS (FY18 & FY19)  Research plot location software to ensure the quality of cemetery services.  Develop a sod farm in open area of cemetery for use for newly dug graves.  Install central control system for irrigation. PRIOR YEAR ACCOMPLISHMENTS (FY16)  Planted 5 Oak trees and 5 Crape Myrtle trees in the new Hope Section addition. 101 102 

    

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  /.++.$$  = 3 103 ENGINEERING SERVICES Share of City Budget $236,835, 0.6% DESCRIPTION Engineering maintains GIS data, reviews all site plans, subdivision plans, and as-built drawings for compliance with City codes and outside agency requirements; provides survey and design data for street, sidewalk, water, sewer, and stormwater projects; and prepares maps for internal use, annexation, Comprehensive Plan amendments and newspaper ads. MISSION Provide high quality, timely, and cost effective services in all facets of operations. Actual YTD thru 6/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY17) 2012-13 2013-14 2014-15 2015-16 2015-16 2016-17 Maintain and Further Develop GIS System to Track & Monitor City Assets Street Data Accurately Entered in GIS - Changes and additions implemented 100% 100% 100% annual measure 100% 100% Water Features Accurately Entered in GIS - Changes and additions implemented 100% 100% 100% annual measure 100% 100% Sanitary Sewer Features Accurately Entered in GIS - Changes and additions implemented 82% 85% 100% annual measure 100% 100% Stormwater Features Accurately Entered in GIS - Changes and additions implemented 100% 100% 100% annual measure 100% 100%  Maintain and keep an extensive GIS geodatabase with information from as-builts and utility work orders.  Continue to develop and expand the GIS Web Map for public use via the internet and for employee use via the intranet.  Create construction plans for street, sidewalk, water, sewer and stormwater projects on time, as requested by the City Engineer. Create other drawings as needed by other Departments of the City.  Perform extensive street light survey every six (6) months in order to keep an accurate database.  Review site plans and building permits as required for developments within the City. FUTURE GOALS (FY18 & FY19)  Continue mapping City infrastructure in GIS with a strong emphasis on disaster preparedness and recovery and performing duties more efficiently. Conduct annual disaster recovery exercise.  Expand the use of GIS users internally and externally. PRIOR YEAR ACCOMPLISHMENTS (FY16)  Kept the GIS database for the City's water and sewer infrastructure up to date. Performed disaster preparedness exercise.  Continued to improve GIS Web Map Application for all City employees on the City intranet. Completed ten (10) days of GIS training.  Developed and implemented the Incident Assessment Dashboard for use during Disasters to report and track incidents.  Developed and implemented a new Citizen Service Request web map for use by Citizens to report potholes, leaks, or other problems. 104 105 

    
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@ : 106 PLANNING & ZONING Share of City Budget $235,250, 0.6% DESCRIPTION Planning is responsible for sustainable growth and development in Fort Walton Beach, ensuring implementation of the Comprehensive Plan, and compliance with the Land Development Code. Staff facilitates and serves on various boards and committees. MISSION Foster sustainable development by providing professional and technical services to City Council, citizen boards, property owners, and businesses in order to promote high quality of life and prosperity for the citizens of Fort Walton Beach. Actual YTD thru 6/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY17) 2012-13 2013-14 2014-15 2015-16 2015-16 2016-17 Reduce Commercial & Industrial Vacancies Vacant Parcels - Commerce & Technology Park 16 n/a n/a n/a n/a n/a Vacant Parcels - CRA 149 n/a n/a n/a n/a n/a Increase Development Activity Citywide (Net) New Business Openings n/a 69 54 68 40 60 New Developments Approved n/a 9 13 10 15 10 Parcels Annexed into the City n/a 1 0 2 1 1 Population Increase n/a n/a n/a annual measure 1.5%  Ensure the effectiveness and efficiency of City codes and regulations by updating the City Code of Ordinances.  Plan for a comprehensive multi-modal transportation system by updating the Inventory of Sidewalks map. FUTURE GOALS (FY18 & FY19)  Promote sustainable economic growth through the use of efficient business and development review services.  Plan for and implement a reliable, efficient, and pedestrian-friendly transportation network in the City. PRIOR YEAR ACCOMPLISHMENTS (FY16)  Updated sections of the City Land Development Code to increase effectiveness and efficiency.  Rezoned approximately 1.32 acres in the City to provide consistency with existing land use and surrounding uses.  Annexed two properties totaling approximately 1 acre into the City limits.  Completed new L: Drive procedures and policies. 107 

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 7 108 CODE ENFORCEMENT Share of City Budget $158,840, 0.4% DESCRIPTION Code Enforcement routinely inspects properties for code violations and responds to citizen complaints regarding code, zoning, or land use violations. MISSION Ensure adherence to the City's Code of Ordinances and achieve a high complaint resolution rate. Actual YTD thru 6/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY17) 2012-13 2013-14 2014-15 2015-16 2015-16 2016-17 Implement Nuisance Abatement Program Number of Derelict Properties Brought Into Compliance - CRA 4 2 1 0 2 2 Number of Derelict Properties Brought Into Compliance - non-CRA 1 1 0 0 1 1  Rewrite the Code Enforcement S.O.P. to bring it in line with the newly adopted Mitigation Procedures and the newly adopted Code FUTURE GOALS (FY18 & FY19)  Implement new policy and procedures for the resolution of liens and orders issued by the Code Enforcement Board. PRIOR YEAR ACCOMPLISHMENTS (FY16)  Maintained a 98% code case compliance ratio without the need for Code Enforcement Board action.  Streamline and modernize the Code Enforcement process by evaluating operational ordinances and revising where necessary. 109  001 GENERAL FUND - 1220 FLEET Actual Budget 2015-16 2016-17 % 2012-13 2013-14 2014-15 Adopted Adopted Change Revenues: 779 736 225 700 365-1010 Sale of Used Oil 20 -97.14% $ 779 $ 736 $ 225 $ 700 TOTAL REVENUES $ 20 -97.14% Personal Services: 8.88 9.00 9.00 9.00 Number of Funded Employees (FTE's) 9.00 253,135 241,976 270,171 296,000 519-1200 Regular Salaries 303,608 2.57% - 217 - - 519-1201 Service Awards - 0.00% 9,050 - - - 519-1202 Incentive/Merit Pay - 0.00% 5,525 - - - 519-1300 Part-Time Wages - 0.00% 558 1,387 1,472 1,500 519-1400 Salaries - Overtime 1,500 0.00% 119 - - - 519-1401 Salaries - Overtime Holiday Worked - 0.00% 16,959 13,993 14,964 15,995 519-2100 FICA Taxes 16,648 4.08% 3,966 3,273 3,500 3,741 519-2101 Medicare 3,893 4.07% 68,442 48,558 50,034 49,292 519-2200 Retirement Contributions 45,813 -7.06% 730 2,673 5,613 7,497 519-2204 Retirement Contributions - DC Plan 9,197 22.67% 26,171 38,621 55,077 63,894 519-2300 Dental, Life & Health Insurance 83,125 30.10% 5,625 5,040 4,965 5,806 519-2400 Worker's Compensation 6,468 11.40% $ 390,280 $ 355,736 $ 405,795 $ 443,725 Total Personal Services $ 470,252 5.98% Operating Expenditures: 6,671 6,857 7,444 8,253 519-3100 Professional Services 8,984 8.86% 1,380 350 1,925 2,030 519-3400 Other Services 2,200 8.37% 52 59 60 100 519-4000 Travel and Per Diem 450 350.00% 2,874 1,376 1,361 1,438 519-4100 Communication Services 1,438 -0.03% 20,443 24,175 30,722 31,867 519-4300 Utilities 28,154 -11.65% - - 594 649 519-4400 Rentals & Leases 649 0.00% 243 1,315 876 847 519-4610 Maintenance Contracts 1,645 94.27% 2,065 1,614 2,148 520 519-4620 Vehicle Repair 520 0.00% 673 273 2,618 2,500 519-4630 Equipment Repair 2,500 0.00% 1,030 2,767 1,193 11,515 519-4640 Building Maintenance - -100.00% 10,148 11,169 8,749 11,650 519-5200 Operating Supplies 11,650 0.00% 2,400 1,737 - - 519-5203 Fleet Maintenance Clearing Account - 0.00% 2,387 1,844 2,150 2,193 519-5204 Fuel & Oil 2,582 17.75% 1,537 726 731 1,080 519-5210 Uniform Expense 1,350 25.00% 438 - 589 1,000 519-5231 Computer Hardware/Software - -100.00% 759 699 780 - 519-5233 Tools 2,100 100.00% 97 580 675 1,080 519-5234 Safety Supplies/Equipment 1,200 11.11% 1,139 1,577 1,323 1,300 519-5500 Training 2,100 61.54% $ 57,746 $ 57,116 $ 63,938 $ 78,021 Total Operating Expenditures $ 67,522 -13.46% Capital Outlay: 7,429 11,486 42,196 8,000 519-6402 Equipment 2,700 -66.25% - 26,419 - 519-6404 Trucks - 100.00% 552 - - - 519-6420 Computer Hardware/Software - 0.00% $ 7,981 $ 11,486 $ 68,614 $ 8,000 Total Capital Outlay $ 2,700 -66.25% Debt Service - 818 738 737 581-9121 Transfer to Debt Service Fund 371 -49.63% Phone System Lease - year 4 of 6 $ - $ 818 $ 738 $ 737 Total Debt Service $ 371 -49.63% $ 456,007 $ 425,157 $ 539,086 $ 530,483 TOTAL EXPENSES $ 540,845 1.95% $ (455,228) $ (424,421) $ (538,861) $ (529,783) NET REVENUE / (EXPENSE) $ (540,825) 2.08% 1220-Fleet 7/29/2016 2:02 PM 110 FLEET Share of City Budget $540,845, 1.4% DESCRIPTION Fleet is responsible for maintaining safe, reliable, economical, and environmentally-friendly vehicles and heavy equipment. MISSION Ensure fleet is available and functioning properly. Actual YTD thru 6/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY17) 2012-13 2013-14 2014-15 2015-16 2015-16 2016-17 Minimize Unscheduled/Unanticipated Downtime and Repairs Workload Attributable to Scheduled Preventative Maintenance & Inspections 48% 33% 36% 41% 38% 39% Workload Attributable to In House Repairs 51% 64% 55% 56% 58% 57% Workload Attributable to Commercial Repairs 1% 3% 9% 3% 2% 3% Repeat Repairs that is Performed n/a n/a 1 0 2% 1%  Continue to improve the garage with modern equipment and techniques to reduce the amount of commercial repairs that is needed.  Continue to improve customer service with fellow city employees.  Continue to train fleet personal through manufacture training to help down time and maintain lower repair cost. FUTURE GOALS (FY18 & FY19)  Reduce repair costs while maintaining safe working order of all vehicles and equipment in the City's fleet.  Centralize the fleet operations to the city garage  Implement the Fleet replacement schedule to improve the cities fleet. PRIOR YEAR ACCOMPLISHMENTS (FY16)  Updating the wash rack to help keep the City's heavy equipment and large trucks clean and helping with the City image.  Outfitted all service trucks to be able to do timely repairs while on road calls.  Implemented Ford technical resource system through World Ford to have access to factory manuals, TSB's and updated repair procedures. 111 

    
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0'- -   A$/ 112 FACILITIES Share of City Budget $1,054,986, DESCRIPTION 2.7% Facilities is responsible for all maintenance work, including electrical, heating and air conditioning, plumbing, and wood work as well as installation and maintenance of traffic control devices, traffic signals, signs, and roadway markings. MISSION Maintain City facilities and traffic control devices in a safe, reliable, economical, and environmentally-friendly manner. Actual YTD thru 6/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY17) 2012-13 2013-14 2014-15 2015-16 2015-16 2016-17 Provide Safe & Clean Facilities for Employees & the Public Man-hours per Job Order 4 3 15 4 4 3 Works Orders Satisfactorily Completed within 3 Business Days 90% 92% 95% 95% 95% 95%  Maintaining & completing work orders in a timely manner.  Complete certification for cross-training.  Correct facility deficiencies though review of existing systems and system components. FUTURE GOALS (FY18 & FY19)  Upgrade all parks and City lighting to LED energy efficiency system.  Complete the comprehensive maintenance program over a 5 to 10 year period. PRIOR YEAR ACCOMPLISHMENTS (FY16)  Installed a new slab and garage for new bucket truck.  Remodeled kitchen in Facilities Maintenance Shop.  Installed 300' of boat bumpers on Liza Jackson Boat Dock  Completed 1256 work orders. 113  001 GENERAL FUND - 1240 STREETS Actual Budget 2015-16 2016-17 % 2012-13 2013-14 2014-15 Adopted Adopted Change Revenues: 656,743 555,013 549,257 543,000 312-4100 Local Option Fuel Tax 568,263 4.65% - 149,551 250,047 242,000 312-4200 Local Option Fuel Tax - 2nd 261,180 7.93% 1,282 1,282 3,676 940 325-1002 Girard Avenue 940 0.01% 3,432 2,045 48,590 3,432 325-1003 Stokes Avenue 3,432 0.01% 4,550 6,050 6,500 5,100 343-9100 Cut Paved Surface/Curb 6,266 22.86% 77,830 94,208 97,035 99,946 344-9008 DOT Lighting Maintenance Contract 102,946 3.00% - - - 63,688 344-9009 DOT Traffic Signal Maintenance Contract 93,274 46.45% $ 743,838 $ 808,150 $ 955,104 $ 958,106 TOTAL REVENUES $ 1,036,301 8.16% Personal Services: 5.50 5.50 6.00 6.00 Number of Funded Employees (FTE's) 6.00 122,680 111,069 112,746 164,199 541-1200 Regular Salaries 168,707 2.75% - - 541-1201 Service Awards 108 100.00% 3,940 - - - 541-1202 Incentive/Merit Pay - 0.00% 10,362 - - - 541-1300 Part-Time Wages - 0.00% 29 554 822 1,000 541-1400 Salaries - Overtime 1,000 0.00% 7,894 6,590 6,895 10,010 541-2100 FICA Taxes 10,294 2.83% 1,847 1,541 1,613 2,341 541-2101 Medicare 2,407 2.83% 19,351 9,584 10,968 10,728 541-2200 Retirement Contributions 12,264 14.32% 2,955 2,841 3,338 7,046 541-2204 Retirement Contributions - DC Plan 6,554 -6.98% 25,211 12,382 4,664 11,028 541-2300 Dental, Life & Health Insurance 6,352 -42.40% 8,947 6,880 7,360 11,520 541-2400 Worker's Compensation 11,418 -0.89% $ 203,215 $ 151,440 $ 148,406 $ 217,872 Total Personal Services $ 219,105 0.57% Operational Expenditures: - - - 63,688 541-3400 Other Services 93,274 46.45% 17 - 17 - 541-4000 Travel and Per Diem - 0.00% 925 930 1,209 996 541-4100 Communication Services 996 0.00% 242,872 246,927 255,196 292,828 541-4300 Utilities 297,262 1.51% 71 - 4,744 8,875 541-4400 Rentals & Leases 5,079 -42.77% 9,853 2,255 5,498 7,600 541-4620 Vehicle Repair 7,600 0.00% 5,497 1,097 2,203 3,000 541-4630 Equipment Repair 3,000 0.00% 4,142 3,381 2,500 3,285 541-5200 Operating Supplies 3,785 15.22% 10,957 11,121 7,340 7,474 541-5204 Fuel & Oil 7,084 -5.21% 1,178 738 501 750 541-5210 Uniform Expense 750 0.00% 1,446 2,753 2,108 900 541-5233 Tools 900 0.00% 1,037 1,629 1,514 1,820 541-5234 Safety Supplies/Equipment 1,910 4.95% - 6,311 - 10,000 541-5250 Operating Supplies - Grounds Maintenance 10,000 0.00% 3,612 3,759 5,596 5,000 541-5300 Road Materials & Supplies 6,000 20.00% 3,330 1,012 867 1,000 541-5304 Street Materials/Concrete 1,000 0.00% 88 541-5400 Dues & Publications - 0.00% 394 280 400 560 541-5500 Training 1,036 85.00% (27,334) (25,365) - - 541-9905 Capitalized Costs Allocation - Labor - 0.00% (10,505) (9,040) - - 541-9906 Capitalized Costs Allocation - Benefits - 0.00% (6,351) (5,392) - - 541-9907 Capitalized Costs Allocation - Overhead - 0.00% 264,714 242,397 289,782 407,776 Total Operating Expenditures 439,676 7.82% Capital Outlay: - 4,821 - - 541-6355 Landscaping - 0.00% - 534 15,487 - 541-6404 Trucks / Vans - 0.00% 668 - 541-6821 Intangible Assets - Software - 0.00% $ 20,910 $ 7,809 $ 132,438 $ 55,000 Total Capital Outlay $ - -100.00% Capital Improvements Program: 125,000 - 67,436 125,000 5018 - Street Resurfacing 200,000 60.00% 9,216 168,397 585 - Prior Years Capital Improvement Program 35,000 100.00% $ 134,216 $ 168,397 $ 68,021 $ 125,000 Total Capital Improvements Program $ 235,000 88.00% $ 623,055 $ 570,043 $ 638,647 $ 805,648 TOTAL EXPENSES $ 893,781 10.94% $ 120,783 $ 238,107 $ 316,458 $ 152,459 NET REVENUE / (EXPENSE) $ 142,520 -6.52% 1240-Streets 7/29/2016 2:09 PM 114 STREETS Share of City Budget $893,781, 2.3% DESCRIPTION Streets maintains and resurfaces 100 miles of paved streets and maintains 61 miles of sidewalk in the City. MISSION Provide a safe and reliable transportation network. Actual YTD thru 6/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY17) 2012-13 2013-14 2014-15 2015-16 2015-16 2016-17 Provide A Dependable Transportation Network Pavement With Condition Index of 'Fair' or Better 94.0% 95.0% 95.0% annual measure 96.0% 96.0% Streets With Sidewalks on At Least One Side 81.0% 82.0% 83.0% annual measure 84.0% 84.0% Ensure Capital Projects are Completed On-Time & Within Budget Capital Projects Completed On-Time 100% 100% 100% annual measure 100% 100% Capital Projects Completed Within Budget 100% 100% 100% annual measure 100% 100%  Update the MicroPaver Pavement Condition Index for all City streets.  Maintain a safe transportation network within the City. FUTURE GOALS (FY18 & FY19)  Install sidewalks on at least one side of all residential local streets and on both sides of all collector and arterial roadways.  Have all streets maintained by the City with a Pavement Condition Index of 'fair' or better.  Repair all sidewalk hazards in existing neighborhoods. PRIOR YEAR ACCOMPLISHMENTS (FY16)  Added a vertical concrete "Grind" structure and crack repair to the Recreation Center Skate Park.  Completed installation of a concrete turn-a-round for the Solid Waste Division trucks on Baywood Court NW.  Completed installation/repair on London Avenue NW following the water line upgrade.  Completed the replacement of driveways on Alder Avenue SE following the stormwater improvements.  Completed the installation of batting cages at the Recreation Center.  Completed installation/repair on Robinwood Drive NW following the water line upgrade.  Completed the replacement of driveways following the stormwater improvements on Virginia Drive NW.  Completed repairs to various areas of sidewalk where hazards were present on Deluna Road SW.  Resurfaced Vista Street SW from Temple Avenue SW to Coral Drive SW.  Resurfaced Holmes Boulevard NW from Robinwood Drive NW to Beal Parkway NW.  Resurfaced Rogers Street NW from Wright Parkway NW to Jonquil Avenue NW.  Completed the installation of the Veterans Tower at the Cemetery. 115 

    

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     The Law Enforcement Trust Fund encompasses 0.01% of the City’s activities and services and accounts for revenues from grants and forfeitures that are legally restricted for specific purposes such as crime prevention, community policing, and drug education. Per State Statute, law enforcement agencies that receive at least $15,000 in forfeitures within a fiscal year must expend or donate no less than 15% of such funds to support drug abuse prevention, crime prevention, or safe neighborhood programs. Revenue Highlights $250,000 Budget. …… 2016-17. $ Change % Change $200,000 Interest & Other 2,309 (91) (3.8)% Use of Reserves 0 (214,430) (100.0)% $150,000 $2,309 $(214,521) (103.80)% $100,000 $50,000 $0 Actual Actual Actual Budget Budget 2012-13 2013-14 2014-15 2015-16 2016-17 Intergov't Revenue Interest & Other Appropriations • Intergovernmental revenue refers to grants, which are accounted for through a budget amendment when awarded to the City and therefore never included in the adopted budget. • Forfeitures comprise the main revenue source of this fund, but the Florida Attorney General has opined that it is not permissible to budget forfeiture revenues. Therefore, an appropriation from fund balance is budgeted to record the use of the prior year’s forfeitures for current year activities. Expenditure Highlights $250,000 Budget. $200,000 …… 2016-17 $ Change % Change Personal Services 0 0 0.0% $150,000 Operations & Maintenance 2,309 (46,781) (95.3)% Capital Outlay/Imprvmt 0 (167,740 (100) $100,000 $2,309 (214,521) (195.3)% $50,000 $0 Actual Actual Actual Budget Budget 2012-13 2013-14 2014-15 2015-16 2016-17 Personal Services Operations & Maintenance Capital Outlay/Imprvmt Interfund Transfers • Uniforms and operating supplies account for the increase in operational expenses; however, these fees are recouped by the proceeds from the forfeiture cases. • The large decrease in capital outlay is due to the outfitting of police patrol vehicles with in-car camera systems, which is anticipated to occur during FY 2015-16. As stated above, these fees are recouped by the proceeds from forfeiture cases. 117 
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    The Law Enforcement Training Fund encompasses 0.02% of the City’s activities and services and accounts for revenues from traffic fines that are legally restricted for specific purposes such as school crossing guards and police officer training. Revenue Highlights $25,000 Budget. …… 2016-17 $ Change % Change $20,000 Interest & Other 7,197 0 0% Use of Reserves 0 (10,476) (100)% $15,000 $7,197 $(10,476) (100)% $10,000 $5,000 $0 Actual Actual Actual Budget Budget 2012-13 2013-14 2014-15 2015-16 2016-17 Interest & Other Appropriations • Traffic fines have declined over the years as the state retains a larger portion of the revenue for court and clerk operations. Expenditure Highlights $25,000 Budget. $20,000 …… 2016-17 $ Change % Change Operations & Maintenance 7,197 (10,476) (59.3)% $15,000 $7,197 $(10,476) (59.3)% $10,000 $5,000 $0 Actual Actual Actual Budget Budget 2012-13 2013-14 2014-15 2015-16 2016-17 Personal Services Operations & Maintenance Replenish Reserves • Police officer training is accounted for in this fund. 120 
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 The Florida Building Code (FBC) Fund encompasses 0.93% of the City’s activities and services and accounts for revenues from building permits and inspections that are legally restricted for enforcing the Florida Building Code per State Statute. Revenue Highlights $450,000 Budget. $400,000 …… 2016-17. $ Change % Change $350,000 Licenses & Permits 329,444 (17,156) (4.9)% $300,000 Interest & Other 3,973 197 5.2% $250,000 Appropriation from Reserves 90,673 90,673 100.0% $200,000 $424,090 $73,714 475.3% $150,000 $100,000 $50,000 $0 Actual Actual Actual Budget Budget 2012-13 2013-14 2014-15 2015-16 2016-17 Licenses & Permits Interest & Other Appropriation From Reserves • The appropriation from reserves is budgeted to fund a portion of the new software that will implemented to provide increased efficiency and transparency to the building and permitting process. Expenditure Highlights $450,000 $400,000 Budget. 2016-17. …… $ Change % Change $350,000 Personal Services 236,981 (4,594) (1.9)% $300,000 Operations & Maintenance 186,409 101,172 118.7% $250,000 Capital Outlay 700 (19,950) (96.6)% $200,000 Replenish Reserves 0 (2,915) (100)% $150,000 $424,090 $73,714 475.3% $100,000 $50,000 $0 Actual Actual Actual Budget Budget 2012-13 2013-14 2014-15 2015-16 2016-17 Personal Services Operations & Maintenance Capital Outlay/Imprvmt Interfund Transfers • The increase in operating expenses is due to an increase in credit card merchant fees, lunch & learn meetings for the public, and the addition of a utilities expense. 122  106 FLORIDA BUILDING CODE FUND - 1215 BUILDING INSPECTION & PERMITTING Actual Budget 2015-16 2016-17 % 2012-13 2013-14 2014-15 Adopted Adopted Change Revenues: 175,568 161,292 144,300 151,000 1215-322-1000 Building Permits 160,000 5.96% 6,004 9,348 6,729 6,300 1215-322-1001 Re-Inspection Fee 4,600 -26.98% 12,000 13,000 9,500 12,300 1215-322-1002 Working Without A Permit Fee 6,400 -47.97% 2,495 3,090 2,730 2,700 1215-322-1010 Notice of Commencement 3,300 22.22% 4,487 14,900 4,715 3,500 1215-322-1020 Certificate of Occupancy/Completion/Use 4,700 34.29% 38,655 44,483 42,660 41,000 1215-322-1030 Processing Fee 44,000 7.32% 28,883 24,779 21,502 21,200 1215-322-2000 Electrical Permits 20,000 -5.66% 19,610 13,668 11,043 11,000 1215-322-3000 Plumbing Permits 10,600 -3.64% 6,208 5,959 6,752 6,900 1215-322-4000 Gas Permits 6,600 -4.35% 46,241 19,176 21,417 18,000 1215-322-5000 Mechanical Permits 15,444 -14.20% 1,168 1,072 1,000 700 1215-322-9090 Surcharge F.S. 468.631 & 553.721 1,000 42.86% $ 341,319 $ 310,767 $ 272,347 $ 274,600 Total Licenses & Permits $ 276,644 0.74% 65,898 54,023 50,597 51,000 1215-329-1000 Building Plan Review 49,000 -3.92% 4,053 4,659 2,594 21,000 1215-329-3000 Sign/Banner Permit 3,800 -81.90% $ 69,951 $ 58,682 $ 53,191 $ 72,000 Total Other Licenses & Permits $ 52,800 -26.67% $ 411,270 $ 369,448 $ 325,538 $ 346,600 TOTAL LICENSES & PERMITS $ 329,444 -4.95% - 1,979 3,364 3,776 1215-361-1000 Interest Income 3,973 5.22% - (271) - - 1215-361-3000 Unrealized Gain/(Loss) - 0.00% - (321) - - 1215-361-4000 Realized Gain/(Loss) - 0.00% - 3 150 - 1215-369-9000 Miscellaneous Revenues - 0.00% $ - $ 1,390 $ 3,514 $ 3,776 Total Interest Income $ 3,973 5.22% $ - $ 1,390 $ 3,514 $ 3,776 TOTAL INTEREST & OTHER REVENUES $ 3,973 5.22% - - - - 1215-389-9100 Appropriation from Unassigned Fund Balance 90,673 100.00% $ - $ - $ - $ - Total Non-Operating Sources $ 90,673 0.00% $ - $ - $ - $ - TOTAL TRANSFERS IN $ 90,673 0.00% $ 411,270 $ 370,838 $ 329,052 $ 350,376 TOTAL REVENUES $ 424,090 21.04% 106 - FBC 7/29/2016 2:33 PM 123  106 FLORIDA BUILDING CODE FUND - 1215 BUILDING INSPECTION & PERMITTING Actual Budget 2015-16 2016-17 % 2012-13 2013-14 2014-15 Adopted Adopted Change Personal Services: 3.70 3.70 4.00 4.00 Number of Funded Employees (FTE's) 4.00 132,482 162,686 168,539 173,406 524-1200 Regular Salaries 170,570 -1.64% 106 108 - - 524-1201 Service Awards - 0.00% 3,436 - - - 524-1202 Incentive/Merit Pay - 0.00% 235 903 480 900 524-1400 Salaries - Overtime 900 0.00% 7,919 9,440 9,939 10,158 524-2100 FICA Taxes 9,970 -1.85% 1,852 2,208 2,324 2,375 524-2101 Medicare 2,332 -1.81% 19,007 21,444 24,283 23,301 524-2200 Retirement Contributions 14,047 -39.72% 4,618 6,055 6,141 6,283 524-2204 Retirement Contributions - DC Plan 8,870 41.17% 18,077 22,659 14,716 15,320 524-2300 Dental, Life & Health Insurance 17,326 13.09% 2,510 3,106 2,763 3,053 524-2400 Worker's Compensation 3,825 25.29% - - 5,887 6,779 524-1291 Salary Allocation Reimb to General Fund 9,141 34.84% $ 190,243 $ 228,608 $ 235,073 $ 241,575 Total Personal Services $ 236,981 -1.90% Operating Expenditures: 10,714 13,208 14,037 16,978 524-3100 Professional Services 17,198 1.30% 1,874 4,113 3,722 3,714 524-4000 Travel and Per Diem 3,714 0.00% 1,861 1,860 3,091 2,496 524-4100 Communication Services 2,496 0.00% 13 3 122 100 524-4200 Postage 100 0.00% - 3,686 4,138 3,778 524-4300 Utilities 3,826 1.28% - - - - 524-4610 Maintenance Contracts 500 100.00% 471 165 72 575 524-4620 Vehicle Repair 575 0.00% - 198 178 180 524-4700 Printing & Binding 180 0.00% - - - 100 524-4911 Holiday Gift Certificates 100 0.00% - 445 733 950 524-5100 Office Supplies 950 0.00% 8 35 429 1,000 524-5200 Operating Supplies 1,000 0.00% 1,952 2,965 1,810 2,166 524-5204 Fuel & Oil 1,324 -38.89% 288 398 - 400 524-5210 Uniform Expense 400 0.00% 1,071 167 1,377 1,895 524-5231 Computer Hardware/Software 225 -88.13% - - 282 255 524-5234 Safety Supplies/Equipment 300 17.65% 1,365 1,725 1,954 2,644 524-5400 Books, Dues & Publications 2,644 0.00% 1,454 2,980 2,599 1,998 524-5500 Training 1,998 0.00% - - - 3,332 524-4995 Contingencies 4,207 26.26% $ 21,071 $ 31,948 $ 34,544 $ 42,561 Total Operating Expenditures $ 41,737 -1.94% Capital Outlay: - 842 - - 524-6402 Equipment - 0.00% - - 19,322 19,950 524-6404 Trucks - -100.00% 1,262 - 1,076 700 524-6420 Computer Hardware/Software 700 0.00% $ 1,262 $ 842 $ 20,398 $ 20,650 Total Capital Outlay $ 700 -96.61% Other Financing Activity: 15,528 16,654 - 42,676 524-9901 Cost Allocation Reimbursement to General Fund 144,672 239.00% - - - 2,915 581-999 Reserved - Undesignated Net Assets - -100.00% Anticipated Revenues in Excess of Budgeted Expenses $ 15,528 $ 16,654 $ - $ 45,591 Total Other Financing Activity $ 144,672 217.33% $ 228,104 $ 278,052 $ 290,014 $ 350,376 TOTAL EXPENSES $ 424,090 21.04% $ 183,165 $ 92,786 $ 39,038 $ - NET REVENUE / (EXPENSE) $ (0) 0.00% 106 - FBC 7/29/2016 2:33 PM 124 FLORIDA BUILDING CODE FUND (FBC) Share of City Budget $424,090, 1.1% DESCRIPTION Building officials issue building permits, review building plans, and inspect all facets of construction including structure, electrical, plumbing, mechanical, gas, fences, and signs. MISSION Provide efficient assistance with, and ensure adherence to, state and local Land Development and Building Codes. Actual YTD thru 6/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY17) 2013-14 2013-14 2014-15 2015-16 2015-16 2016-17 Provide Timely & Efficient Building Permits % of Residential Permits Issued within 3 Business Days of Application 93% 96% 97% 96% 95% 98% % of Commercial Permits Issued within 5 Business Days of Application 92% 95% 95% 95% 95% 98% Provide Timely & Efficient Building Inspections % of Residential Inspections Completed within 3 Business Days of Request 96% 95% 97% 95% 95% 98% % of Commercial Inspections Completed within 3 Business Days of Request 96% 95% 96% 95% 95% 98%  Continued coordination with key developers and contractors to determine areas where greater efficiencies can be achieved.  Enhance contractor and developer education through no less than two training seminars provided by the Building Division.  complete transition in to new trak it software, be efficient in the new processes. FUTURE GOALS (FY18 & FY19)  become fully digital processing of plan review and permitting.  Obtain a Master Code Professional and all other required certifications for Building Inspectors. PRIOR YEAR ACCOMPLISHMENTS (FY16)  Hired a new 1&2 Family Dwelling Inspector & Permit Tech.  Combination Inspector completed two of the three cross training programs and received his commercial electrical and mechanical  Completed the new L:drive procedures & policies. 125 
       The Community Development Block Grant (CDBG) Fund encompasses 0.3% of the City’s activities and services and accounts for grant funds from the US Department of Housing and Urban Development that are legally restricted for specific purposes such as housing rehabilitation and after school programs to benefit low and moderate income families. Revenue Highlights $140,000 $120,000 Budget. $100,000 2016-17 …… $ Change % Change Intergov’t Revenue 112,646 (6,884) (5.8)% $80,000 Approp. from Reserves 0 0 0% $60,000 $112,646 ($6,884) (5.8)% $40,000 $20,000 $0 Actual Actual Actual Budget Budget 2012-13 2013-14 2014-15 2015-16 2016-17 Intergov't Revenue Interest & Other • Revenues from the Federal entitlement are largely population-based. The City’s population is relatively stable since the community is built-out; therefore, the award dollars are allocated similarly each year. Expenditure Highlights $140,000 Budget. $120,000 2016-17 …… $ Change % Change $100,000 Personal Services 19,758 (1,377) (6.5)% $80,000 Operations & Maintenance 18,866 (79,529) (80.8)% Capital Outlay/Imprvmt 74,022 74,022 100.0% $60,000 Interfund Transfers Out 0 0 0.0% $40,000 $112,646 ($6,884) (5.8)% $20,000 $0 Actual Actual Actual Budget Budget 2012-13 2013-14 2014-15 2015-16 2016-17 Personal Services Operations & Maintenance Capital Outlay/Imprvmt Interfund Transfers • Personal services include staff’s time allocated to CDBG activities. • Less focus has been placed on operations and more funds are being allocated to various capital projects this year. 126  107 COMMUNITY DEVELOPMENT BLOCK GRANT FUND Actual Budget 2015-16 2016-17 % 2012-13 2013-14 2014-15 Adopted Adopted Change 55,411 79,482 139,693 119,530 1900-331-5027 Annual Entitlement Grant 112,646 -5.76% $ 55,411 $ 79,482 $ 139,693 $ 119,530 Total Federal Grants $ 112,646 -5.76% $ 55,411 $ 79,482 $ 139,693 $ 119,530 TOTAL INTERGOVERNMENTAL REVENUE $ 112,646 -5.76% $ - $ - $ - $ - Total Other Revenues $ - 0.00% $ - $ - $ - $ - TOTAL INTEREST & OTHER REVENUES $ - 0.00% $ 55,411 $ 79,482 $ 139,693 $ 119,530 TOTAL FUND REVENUES $ 112,646 -5.76% 107 - CDBG 7/29/2016 2:37 PM 127  107 COMMUNITY DEVELOPMENT BLOCK GRANT FUND Actual Budget 2015-16 2016-17 % 2012-13 2013-14 2014-15 Adopted Adopted Change Personal Services: 5,764 - - 21,135 1900-554-1291 Salary Allocation Reimb to General Fund 19,758 -6.52% $ 5,764 $ - $ - $ 21,135 Total Personal Services $ 19,758 -6.52% Operating Expenditures: - - 66,224 - 1900-554-3100 Professional Services - 0.00% - 434 - - 1900-554-3101 Legal Services - 0.00% - 2,220 801 801 1900-554-4000 Travel and Per Diem 801 0.00% 63 46 2 20 1900-554-4200 Postage 20 0.00% 1,035 886 2,427 1,800 1900-554-4915 Legal Advertising 1,800 0.00% - - - 150 1900-554-5500 Training 150 0.00% Land Clearance - 12,350 3,716 - 1910-554-3400 Nuisance Abatement - 0.00% 24,892 - - - Economic Development - 0.00% 31,548 - 3,536 - 1930-554-XXXX Housing Rehabilitation - 0.00% 22,817 1,051 - 95,624 Public Services 16,095 -95.82% 889 1940-554-3451 Rec Center Summer Program 4,000 100.00% - 495 38 - 1940-554-5200/5100 Operating Supplies - 0.00% 17,500 1940-554-5251 Life Center of Gregg Chapel A/C - -100.00% 24,908 1940-554-5253 Okaloosa Comprehensive Head Start - -100.00% 1940-554-XXXX Youthbuild & Community Development 12,095 100.00% 49,216 1940-554-5255 One Hopeful Place Community Resource Center - -100.00% - (859) - - 1940-554-8200 Grants & Aid to Prv't. Org. - 0.00% $ 80,356 $ 16,623 $ 76,745 $ 98,395 Total Operating Expenditures $ 18,866 -80.83% 1,704 6,533 - - Public Facilities 74,022 100.00% 218 1950-554-6355 Improvements Other than Building - 42,500 - - Land Acquisition - 0.00% 1,704 49,033 218 - Total Capital Improvements 74,022 100.00% Other Financing Activity: 16,998 17,312 11,673 - 1600-554-9901 Salary Reimbursement to General Fund - 0.00% $ 16,998 $ 17,312 $ 11,673 $ - Total Other Financing Activity $ - 0.00% $ 104,823 $ 82,968 $ 88,636 $ 119,530 TOTAL FUND EXPENSES $ 112,646 -5.76% $ (49,412) $ (3,487) $ 51,057 $ - NET REVENUE / (EXPENSE) $ - 0.00% 107 - CDBG 7/29/2016 2:37 PM 128 COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) Share of City Budget $112,646, 0.3% DESCRIPTION The Community Development Block Grant provides Federal funding for housing and community development needs for low and moderate income areas. MISSION Administer the Community Development Block Grant (CDBG) program in accordance with all Federal regulations. Actual YTD thru 6/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY17) 2012-13 2013-14 2014-15 2015-16 2015-16 2016-17 Ensure Decent Housing to Target Population Homes/Structures Improved through World/City Changers n/a n/a n/a n/a n/a n/a Eliminate Influences of Blight in Target Areas Nuisances Abated in Target Area n/a 2 1 0 n/a n/a Improve Safety and Livability of Neighborhoods Capital Improvements Completed in Target Area n/a 1 0 0 1 1 Provide Access to Quality Public and Private Services Summer Youth Program Participants 64 n/a 0 4 n/a n/a After School Program Participants 705 20 0 0 n/a n/a Applications Granted - Summer Youth Program 66% n/a 0 n/a 1 5 Applications Granted - After School Program 100% n/a 0 n/a n/a n/a Disburse Grant Funds in Timely Fashion Grant Funds Spent in Same Year Awarded 35% 35% 35% annual measure 100% 100%  Increase access to quality public facilities and neighborhood livability by completing one capital improvement project.  Restore Summer Youth Program participation. FUTURE GOALS (FY18 & FY19)  Spend all grant funds in same year awarded.  Complete Analysis of Impediments to Fair Housing Study (AFIH).  Maintain a balanced approach to housing and community development needs. PRIOR YEAR ACCOMPLISHMENTS (FY16)  Eliminated blighted conditions on target areas by demolishing 1 unsafe and dilapidated structures. 129 
      The Community Redevelopment Agency (CRA) Fund encompasses 4.4% of the City’s activities and services and accounts for funding derived from City of Fort Walton Beach and Okaloosa County Tax Increment Funding (TIF) – proceeds from increases in the taxable assessed value of the CRA District. The original CRA area was formed in 1980, with that being the base year for the purpose of determining the growth in assessed taxable value. In 1999 the CRA area was expanded to include an additional area. The TIF is determined by the growth in the assessed value of taxable property located in the CRA district from the base year to the current tax year and is multiplied by the current tax rate for the City and County. Expenditures in the CRA area target eliminating blight in residential and commercial areas. Revenue Highlights $2,000,000 Budget. 2016-17 …… $ Change % Change $1,500,000 Ad Valorem Taxes 1,036,451 18,909 1.9% Intergov’t Revenue 616,298 11,244 1.9% $1,000,000 Interest & Other 32,457 (15,543) (32.4)% Approp. from Reserves 0 (111,992) (100.0)% $1,685,206 ($97,382) (5.5)% $500,000 $0 Actual Actual Actual Budget Budget 2012-13 2013-14 2014-15 2015-16 2016-17 Ad Valorem Taxes Intergov't Revenue Interest & Other Interfund Transfers Appropriations • The budget is predicated on maintaining the City millage (Ad Valorem) rate at 5.7697 mills. One mill equals $1 per $1,000 of taxable property value. • County Ad Valorem tax proceeds are accounted for as intergovernmental revenues. The County’s millage rate is 3.4308 mills. • The delcine in the appropriation from restricted fund balance is from the prior year use of funds for a portion of the update and evaluation of the CRA Plan and to make repairs to the old City Hall ($68K), for which the City currently leases. Expenditure Highlights $2,000,000 $1,800,000 Budget. $1,600,000 ……2016-17 $ Change % Change $1,400,000 Personal Services 484,360 (46,301) (8.7)% $1,200,000 Operations & Maintenance 875,846 (345,381) (28.3)% $1,000,000 Capital Outlay/Imprvmt 325,000 294,300 958.6% $800,000 $600,000 $1,685,206 ($97,382) (5.5)% $400,000 $200,000 $0 Actual Actual Actual Budget Budget 2012-13 2013-14 2014-15 2015-16 2016-17 Personal Services Operations & Maintenance Capital Outlay/Imprvmt Interfund Transfers • The personal services decrease is attributable to staff turnover. • The decrease in operating expenses is due to the use of funds for grants in the prior year. • The increase in capital outlay is due to the Carson Dr Streetscape project. 130 
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8(3 131  109 CRA FUND - 0800 POLICE Actual Budget 2015-16 2016-17 % 2012-13 2013-14 2014-15 Adopted Adopted Change Personal Services: 5.00 5.00 - 5.00 Number of Employees (FTE's) 5.00 187,805 197,162 213,061 211,550 521-1200 Regular Salaries 215,595 1.91% 106 - 54 - 521-1201 Service Awards - 0.00% 7,534 217 108 13,876 521-1202 Incentive Pay 13,838 100.00% 7,672 - - - 521-1211 Police Pension Wages - 0.00% 3,734 7,665 4,778 5,817 521-1400 Salaries - Overtime 5,817 0.00% 7,881 8,658 10,014 8,912 521-1401 Salaries - Overtime Holiday Worked 8,912 0.00% 20,064 19,657 18,752 6,277 521-1501 Incentive Pay 6,259 -0.29% 13,964 13,614 14,456 13,621 521-2100 FICA Taxes 13,792 1.26% 3,266 3,184 3,381 3,185 521-2101 Medicare 3,226 1.29% 88,696 98,667 74,737 65,363 521-2201 Retirement Contributions - Police Officers 59,962 -8.26% 28,210 21,851 25,884 24,774 521-2300 Dental, Life & Health Insurance 27,138 9.54% 6,634 6,827 6,067 6,232 521-2400 Worker's Compensation 6,835 9.68% 45,484 - 42,945 52,210 521-1291 Salary Allocation Reimbursement to General Fund 51,479 -1.40% $ 421,050 $ 377,501 $ 414,238 $ 411,818 Total Personal Services $ 412,853 0.25% Operating Expenses: 11,454 15,385 15,681 15,994 521-3100 Professional Services - -100.00% 2,169 2,004 1,948 2,196 521-4100 Communication Services - -100.00% 2,377 1,625 1,035 1,094 521-4610 Maintenance Contracts - -100.00% 4,216 3,426 4,483 2,000 521-4620 Vehicle Repair - -100.00% 260 - 95 - 521-4630 Equipment Repair - -100.00% 150 75 105 175 521-4700 Printing & Binding - -100.00% - - - 125 521-4911 Holiday Gift Certificates - -100.00% - - 10 10 521-5100 Office Supplies - -100.00% 316 736 570 951 521-5200 Operating Supplies - -100.00% 21,963 17,241 11,350 12,715 521-5204 Fuel & Oil - -100.00% - 30 620 3,450 521-5210 Uniform Expense - -100.00% 194 - 838 2,679 521-5213 Ammunition Expense - -100.00% $ 43,099 $ 40,523 $ 36,735 $ 41,389 Total Operating Expenditures $ - -100.00% Capital Outlay: 896 - - - 521-6405 Communication Equipment - 0.00% - 3,150 - - 521-6406 Specialized Equipment - 0.00% $ 896 $ 3,150 $ - $ - Total Capital Outlay $ - 0.00% $ 465,045 $ 421,174 $ 450,973 $ 453,207 TOTAL EXPENSES $ 412,853 -8.90% 109-0800-Police 9/15/2016 12:25 PM 132  109 CRA FUND - 2000 CRA Actual Budget 2015-16 2016-17 % 2012-13 2013-14 2014-15 Adopted Adopted Change Personal Services: 3.00 3.00 3.00 3.00 Number of Employees (FTE's) 2.00 69,780 71,117 74,756 82,400 552-1200 Regular Salaries 49,195 -40.30% - - - - 552-1201 Service Awards - 100.00% 1,546 - - - 552-1202 Incentive Pay - 100.00% 132 214 185 - 552-1400 Salaries - Overtime - 100.00% 125 80 - - 552-1401 Salaries - Overtime Holiday Worked - 100.00% - - - - 552-1501 Incentive - 100.00% 4,193 4,259 4,523 5,076 552-2100 FICA Taxes 2,459 -51.56% 981 996 1,058 1,187 552-2101 Medicare 575 -51.56% 71 - - 7,600 552-2200 Retirement Contributions - -100.00% - - - - 552-2201 Retirement Contributions - Police Officers - 100.00% 3,483 3,836 3,674 2,913 552-2204 Retirement Contributions - DC Plan 3,075 5.55% 12,239 8,777 6,083 17,373 552-2300 Dental, Life & Health Insurance 14,872 -14.40% 1,179 833 1,059 2,293 552-2400 Worker's Compensation 1,334 -41.82% - - - - 552-1291 Salary Allocation Reimb to General Fund - 100.00% $ 93,729 $ 90,112 $ 91,338 $ 118,843 Total Personal Services $ 71,510 -39.83% Operating Expenses: 100 6,125 96,815 225,000 552-3100 Professional Services 50,000 -77.78% 7,385 2,398 4,515 7,000 552-3101 Legal Services - -100.00% - 150 144,930 158,944 552-3400 Other Services 159,265 0.20% - 12,385 - - 552-3450 Other Services - Grounds Maintenance - 0.00% 663 1,909 3,184 1,213 552-4000 Travel and Per Diem 1,200 -1.07% 616 1,943 1,978 2,031 552-4100 Communication Services 2,031 0.00% 1,549 2,254 710 700 552-4200 Postage 700 0.00% 123,846 123,736 132,854 151,291 552-4300 Utilities 146,654 -3.06% 1,712 4,917 6,005 6,050 552-4400 Rentals & Leases 7,500 23.97% 1,554 980 863 1,000 552-4620 Vehicle Repair 1,000 0.00% 23 2,201 582 600 552-4630 Equipment Repair 600 0.00% 23 - 15,831 71,000 552-4640 Building Maintenance - -100.00% 48,150 - - 78,370 552-4650 Grounds Maintenance - -100.00% 606 - - 1,000 552-4700 Printing & Binding 1,000 0.00% 35,118 2,987 1,923 15,000 552-4800 Promotional Activities 15,000 0.00% - - - 75 552-4911 Holiday Gift Certificates 175 133.33% - - - 750 552-4912 Easement Recording Fees 750 0.00% 207 867 1,363 1,000 552-4915 Legal Advertising 1,000 0.00% - 10 - - 552-4919 Development Costs - 0.00% 472 926 203 500 552-5100 Office Supplies 500 0.00% 4,256 9,691 4,811 8,950 552-5200 Operating Supplies 8,950 0.00% 4,021 3,119 2,684 3,029 552-5204 Fuel & Oil 1,828 -39.64% 248 - 94 175 552-5210 Uniform Expense 100 -42.86% - - - 515 552-5231 Computer Hardware/Software 1,215 135.92% 1,950 1,576 766 1,500 552-5233 Tools 1,500 0.00% 500 220 271 250 552-5234 Safety Supplies/Equipment 280 12.00% - 29,999 92 - 552-5250 Operating Supplies - Grounds Maintenance 78,370 100.00% 1,830 1,546 1,997 3,337 552-5400 Dues & Publications 2,415 -27.63% 2,070 1,015 2,645 850 552-5500 Training 1,050 23.53% Non-Operating: 305,777 265,694 832,058 275,000 552-8200 Grants and Aids 225,639 -17.95% $ 542,675 $ 476,648 $ 1,257,173 $ 1,015,130 Total Operating Expenditures $ 708,723 -30.18% Capital Outlay: 95,497 45,180 11,850 20,000 552-6310 Improvements Other Than Buildings 25,000 25.00% 1,112,144 522-6100 Land - 4,504 - - 552-6355 Landscaping/Irrigation - 0.00% 44,361 3,502 - - 552-6402 Equipment - 0.00% - - - 700 552-6420 Computer Hardware/Software - -100.00% $ 139,858 $ 53,186 $ 1,123,994 $ 20,700 Total Capital Outlay $ 25,000 20.77% Capital Improvements Program: 3,370 80,312 - 10,000 5018 - Pavement Improvement - -100.00% - 5607 - Streetscape 300,000 100.00% 24,604 - - - 5306 - Sidewalk Construction - 0.00% 256,406 173,146 602,278 - Prior Years Capital Improvement Program - 0.00% $ 284,380 $ 253,458 $ 602,278 $ 10,000 Total Capital Improvements Program $ 300,000 2900.00% Other Financing Activity: 86,317 94,407 156,209 164,708 552-9901 Cost Allocation Reimbursement to General Fund 167,123 1.47% - - - - 581-9999 Reserved - Undesignated Net Assets - 0.00% Anticipated Revenues in Excess of Budgeted Expenses $ 86,317 $ 94,407 $ 156,209 $ 164,708 Total Other Financing Activity $ 167,123 1.47% $ 1,146,958 $ 967,810 $ 3,230,992 $ 1,329,381 TOTAL EXPENSES $ 1,272,353 -4.29% 5.00 8.00 8.00 8.00 Number of Funded Employees (FTE's) 8.00 0.00% 1,146,958 967,810 3,230,992 1,329,381 CRA 1,685,206 26.77% $ 329,359 $ 661,107 $ (1,602,075) $ 301,595 NET REVENUE / (EXPENSE) $ (0) 0.00% 109-2000-CRA 9/15/2016 12:22 PM 133 COMMUNITY REDEVELOPMENT AREA (CRA) Share of City Budget $1,685,206, DESCRIPTION 4.2% The Community Redevelopment Area was established in 1980 and expanded in 1999 to address deteriorating conditions and facilitate economic growth and development within the designated area. Funding for infrastructure improvements and redevelopment activities comes from incremental increases in the taxable assessed value of the area. MISSION Rejuvenate the designated area to make it a place where citizens want to live, work, and play. Actual YTD thru 6/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY17) 2012-13 2013-14 2014-15 2015-16 2015-16 2016-17 Attract & Retain Businesses in the Target Area New Businesses in the CRA 32 30 32 26 30 30 Square Footage of Business Expansions in the CRA 10,700 2,100 10,694 5,915 20,000 15,000 Decrease in Number of Vacant Commercial Properties 5% n/a n/a n/a n/a n/a Businesses Approved for Economic Incentive Grants 38 13 15 14 20 15 Value of Economic Incentive Grants Provided to New or Expanding Businesses $380,314 $192,949 $168,950 $886,153 $250,000 $100,000 Private Investment Leveraged as a Result of Incentive Grants n/a $1,265,671 $838,261 $28,074,483 $1,250,000 $1,000,000 Grant Applications Approved within Two Weeks n/a 17% 23% 0% 75% 75% Attract & Retain Residents in the Target Area New Housing Units in the CRA 5 200 7 0 10 10 Decrease in Number of Vacant Residential Properties 3% n/a n/a n/a n/a n/a Maintain a Balanced Approach to Funding Allocation Residential Area Improvements 12% 26% 19% annual measure 25% 25% Commercial Area Improvements 5% 32% 19% annual measure 25% 25% Crime Prevention 29% 68% 49% annual measure 25% 25% Maintenance & General Operations 54% 25% 40% annual measure 25% 25% Complete CRA Plan Projects Within Three Years From Appropriation Previous Year Funds Not Allocated to Projects as % of Current Year Ad Valorem Proceeds 292% 294% 293% annual measure 0% 0%  Develop long-term (5-year and 10-year) capital improvements project list for the CRA District.  Develop better marketing materials for economic incentive programs available to new and expanding businesses in the CRA.  Complete at least 1 new public parking area in the CRA.  Complete Streetscape improvements along Carson Drive and Third Street.  Begin Phase I of Landing Master Plan for improvements to Fort Walton Landing Park.  Create new public parking maps for the downtown district; update signage in CRA, and provide a new downtown "gateway." FUTURE GOALS (FY18 & FY19)  Develop ways to increase the quantity of and access to public parking in the CRA.  Encourage private reinvestment through public improvements in the CRA.  Continue multi-modal improvements in the CRA.  Continue PRIOR YEAR ACCOMPLISHMENTS (FY16)  Completed public parking and streetscape improvements at 234 Miracle Strip Pkwy SE.  Approved 14 business incentive grant applications, $28M in total private funds leveraged for $886K spent in public funds.  Continued CRA Grounds Maintenance Contract to ensure that the district is clean and continually maintained. 134 135 
   The Debt Service Fund encompasses 2.7% of the City’s activities and services and accounts for the accumulation of resources for and the payment of general long-term debt principal and interest. Funds are transferred from the General Fund. Revenue Highlights $1,200,000 Budget. $1,000,000 2016-17. …… $ Change % Change Interfund Transfers In 1,046,443 (10,869) (1.0)% $800,000 $1,046,443 ($10,869) (1.0)% $600,000 $400,000 $200,000 $0 Actual Actual Actual Budget Budget 2012-13 2013-14 2014-15 2015-16 2016-17 Interfund Transfers • Transfers from the General Fund cover annual debt payments as required per Generally Accepted Accounting Principles (GAAP) for governmental funds. Expenditure Highlights $1,200,000 Budget. $1,000,000 ……2016-17. $ Change % Change Debt Service 1,046,443 (10,869) (1.0)% $800,000 $1,046,443 ($10,869) (1.0)% $600,000 $400,000 $200,000 $0 Actual Actual Actual Budget Budget 2012-13 2013-14 2014-15 2015-16 2016-17 Debt Service • Capital Lease/Purchases: Phone System (year 4 of 6) • Debt Issues: 2011A Revenue Note – Fire Ladder Truck (year 6 of 10) 2013 Revenue Note – Municipal Facilities (year 4 of 18) 2013A Bank Loan – Recreation Complex, Fairway Sweeper/Vacuum, Bucket Truck (year 4 of 15) 2015 Interfund Loan – Fire Pumper Truck (year 3 of 10) 2015 Rec Center Fitness Equipment – (year 3 of 5) 136 
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     The Beal Memorial Cemetery Perpetual Care Fund encompasses 0.22% of the City’s activities and services and accounts for a portion of revenues from lot, crypt, and niche sales that are being reserved for perpetual care. Cemetery operations are currently funded in the General Fund, but interest earnings on the reserves will be used for maintaining the cemetery once all spaces have been sold. Revenue Highlights $250,000 Budget. …… 2016-17. $ Change % Change $200,000 Interest & Other 26,500 0 0.0% Interfund Transfers In 57,350 (47,586) (45.3)% $150,000 $83,850 ($47,586) (36.2)% $100,000 $50,000 $0 Actual Actual Actual Budget Budget 2012-13 2013-14 2014-15 2015-16 2016-17 Interest & Other Interfund Transfers • Transfers In reflects the transfer of 20% of cemetery lot sales from the General Fund to fund perpetual care, as established by Ordinance 526. Expenditure Highlights $140,000 Budget. $120,000 …… 2016-17 $ Change % Change $100,000 Operations & Maintenance 12,200 0 52.5% $80,000 Interfund Transfers 71,650 3,314 4.8% Replenish Reserves 0 ($50,900) (100.0)% $60,000 $83,850 ($47,586) (36.2)% $40,000 $20,000 $0 Actual Actual Actual Budget Budget 2012-13 2013-14 2014-15 2015-16 2016-17 Operations & Maintenance Interfund Transfers Replenish Reserves • Operations & maintenance includes the annual investment portfolio management fee. 138 
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  The Utilities Fund encompasses 27.7% of the City’s activities and services and accounts for water production and distribution and sewer collection and treatment. These activities are financed and operated in a manner similar to a private business – where the intent is that the cost (expenses, including depreciation) of providing the services to the public on a continuing basis be financed and recovered primarily through user charges. Revenue Highlights $12 Budget. 2016-17 …… $ Change % Change $10 Charges for Services 10,578,037 (18,924) (0.2)% Interest & Other 127,811 25,660 25.1% $8 $10,705,848 $6,736 0.1% Millions $6 $4 $2 $0 Actual Actual Actual Budget Budget 2012-13 2013-14 2014-15 2015-16 2016-17 Licenses & Permits Intergov't Revenue Charges for Services Interest & Other Interfund Transfers Appropriations • A new five-year utility rate study, which included stormwater, was approved by City Council and implemeted in FY 2014-15. The study determines the required rates to generate sufficient revenue to sustain renewal and replacement reserves and account for debt service requirements. FY 2016-17 will include the implementation of Year 3 of the rate study. Expenditure Highlights $25 Budget. $20 2016-17. …… $ Change % Change Personal Services 2,179,712 8,373 0.4% $15 Operations & Maintenance 5,777,518 201,542 3.6% Millions Capital Outlay/Imprvmt 125,628 (768,369) (85.9)% $10 Debt Service 1,469,490 413,257 39.1% Interfund Transfers Out 618,208 (1,563) (0.3)% $5 Replenish Reserves 535,292 (153,495) 100.0% $0 $10,705,848 $6,736 0.1% Actual Actual Actual Budget Budget 2012-13 2013-14 2014-15 2015-16 2016-17 Personal Services Operations & Maintenance Capital Outlay/Imprvmt Debt Service Interfund Transfers Replenish Reserves *Expenses shown on a cash basis, exclusive of reclassifications for the audited financial statements.* • Debt service payments increased due to the State Revolving Fund Loan for Pump Station #1 and Force Main being finalized and the refinancing of the 2005 Utility System Revenue Bond. • Operations & Maintenance is higher than the prior year due to increased wastewater flows, partially offset by a decrease in expenses. The increase in flows is also what necessitated the decrease in capital outlay and improvements. 140 
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? -= 146 WATER OPERATIONS Share of City Budget $1,000,112, DESCRIPTION 2.5% Water Operations maintains nine potable water wells, five elevated water storage tanks, and three ground water storage tanks. Responsible for ensuring drinking water meets strict State and Federal regulations, pressure and storage are sufficient to meet domestic and firefighting needs, and water meters are accurately read. MISSION Produce drinking water that is safe and free from objectionable color, taste, and odor. Actual YTD thru 6/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY17) 2012-13 2013-14 2014-15 2015-16 2015-16 2016-17 Provide High Quality Drinking Water to the Public Samples Exceeding Federal/State Maximum Containment Levels 0 0 2 0 0 0 Minimize Unbilled Water Loss Metered Revenue Consumption as % of Water Production 86.5% 86.3% 86.5% 84.4% 87.0% 87.0%  Meet all Federal and State Water Quality Testing requirements by having zero water samples exceeding the MCLs.  Continue to operate water system wells within NWFWD permitted pumping limits in order to maintain quality and integrity of Floridan Aquifer.  Achieve and maintain less than a 15% unaccounted for water loss within a 12-month period.  Maintain an aggressive Water Tank Asset Management Program.  Repair, clean, and paint Elevated Tank on Anchors Street.  Upgrade Well 3 by replacing the underground ductile iron piping with C-900 PVC piping.  Continue to upgrade Hyper-tac controls for all City potable wells.  Update and implement changes to Cross-Connection Control Program.  Perform a new structural integrity inspection for all City tanks. FUTURE GOALS (FY18 & FY19)  Repair, clean, and paint Elevated Tank on Anchors Street  Convert outdated aerator at Well 2 with a force draft system.  Convert outdated aerator at Well 11 with a force draft system.  Install City owned bacteriological sampling points throughout distribution system. PRIOR YEAR ACCOMPLISHMENTS (FY16)  Repaired, cleaned, and painted (including new logo design) Elevated Tank on Nicholson Street.  Upgraded Well 11; replaced well pump with a new water lubricated pump and installed new well column.  Upgraded Well 3; replaced aerator fan housing and painted all exposed ductile iron piping.  Upgraded Well 10 outdoor panel and controls.  Completed update of well outdoor panel and electrical controls.  Repaired, cleaned, and painted Hill Avenue Ground Storage tank and ductile iron piping system.  Updated bacteriological sampling plan, to include all operators trained in laboratory sample analysis.  Three operators attained Drinking Water Level "B" Certification. Continued to operate water system wells within NWFWD permitted pumping limits in order to maintain quality and integrity of Floridan  Aquifer. 147 
   
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 5 148 WATER DISTRIBUTION Share of City Budget $519,438, 1.3% DESCRIPTION Water Distribution maintains water mains, service lines, valves, meters, and fire hydrants. Responsible for replacement of undersized water mains, installation of new fire hydrants and water meters, making service taps for new construction, and extending water mains as needed. MISSION Ensure delivery of potable water and adequate water pressure to all residents. Actual YTD thru 6/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY17) 2012-13 2013-14 2014-15 2015-16 2015-16 2016-17 Replace Substandard 2¼" Water Mains Linear Feet of 2¼" Water Main to be Replaced 3786 975 1420 1900 1650 2550 Ensure Capital Projects are Completed On-Time & Within Budget Capital Projects Completed On-Time 100% 100% 100% annual measure 100% 100% Capital Projects Completed Within Budget 100% 100% 100% annual measure 100% 100%  Exercise water valves throughout the City.  Replace water lines as specified in the Capital Improvement Program (CIP) on-time and within budget. FUTURE GOALS (FY18 & FY19)  Implement a new 5- and 10-year replacement program for 2¼" water mains throughout the City's service area.  Implement a new 5-year replacement program for all existing asbestos cement water mains in the City's service area.  Respond to all water outage reports within one hour of initial notification.  Coordinate with the Fire Department to ensure fire protection standards are exceeded throughout the City via increased water main sizes, installation of additional fire hydrants, and "looping" of the distribution system. PRIOR YEAR ACCOMPLISHMENTS (FY16)  Completed water line upgrade on London Avenue NW from Watson Drive NW to Moriarty Street NW.  Completed water line upgrade on Robinwood Drive NW from southeast corner of 102 Robinwood Drive NW to the northwest corner of 124 Robinwood Drive NW.  Provided asbestos/transite awareness for Water Distribution employees.  At 402 Mary Esther Cut-Off NW installed approximately 240 feet of 6" water main, a fire hydrant , fire sprinkler tap and a 2" meter tap/set. Also abandoned approximately 700 feet of 6" transite pipe.  At 91 Beal Parkway NE installed 220 feet of 6" water main and fire hydrant. Also abandoned approximately 400 feet of 2 1/4" water main. 149  401 UTILITIES FUND - 1350 SEWER COLLECTION & TREATMENT Actual Budget 2015-16 2016-17 % 2012-13 2013-14 2014-15 Adopted Adopted Change Personal Services: 13.00 13.00 13.00 13.00 Number of Funded Employees (FTE's) 13.00 377,059 373,764 358,929 435,465 535-1200 Regular Salaries 449,251 3.17% 212 54 - - 535-1201 Service Awards - 0.00% 9,987 - - - 535-1202 Incentive/Merit Pay - 0.00% 22,684 27,523 18,865 34,000 535-1400 Salaries - Overtime 34,000 0.00% 698 1,267 843 2,000 535-1401 Salaries - Overtime Holiday Worked 2,000 0.00% 23,438 23,067 21,138 24,527 535-2100 FICA Taxes 24,608 0.33% 5,481 5,395 4,944 5,736 535-2101 Medicare 5,755 0.33% 87,222 94,666 80,583 71,211 535-2200 Retirement Contributions 81,141 13.94% 4,780 4,172 4,727 10,466 535-2204 Retirement Contributions - DC Plan 11,013 5.22% 64,481 70,438 70,915 106,448 535-2300 Dental, Life & Health Insurance 94,937 -10.81% 10,340 10,585 7,330 11,575 535-2400 Worker's Compensation 10,371 -10.40% $ 606,381 $ 610,930 $ 568,275 $ 701,428 Total Personal Services $ 713,076 1.66% Operating Expenditures: 1,800 15,100 40,900 2,150 535-3100 Professional Services 2,150 0.00% 111 53 870 575 535-3102 Employee Physicals & Immunizations 590 2.61% 2,333,570 2,922,269 2,156,375 2,875,051 535-3400 Other Services 3,255,243 13.22% 12 28 - 535-4000 Travel and Per Diem - 0.00% 5,050 5,072 6,282 6,075 535-4100 Communication Services 6,075 0.00% 125,508 194,271 170,420 196,894 535-4300 Utilities 248,682 26.30% 6,787 8,168 6,565 10,000 535-4400 Rentals & Leases 10,000 0.00% 17,087 14,316 29,545 37,622 535-4610 Maintenance Contracts 35,516 -5.60% 29,480 22,113 26,934 20,000 535-4620 Vehicle Repair 20,000 0.00% 14,651 9,032 9,068 8,200 535-4630 Equipment Repair 8,200 0.00% 774 1,153 3,330 400 535-4640 Building Maintenance 400 0.00% 1,800 - 4,043 - 535-4645 Heating/Cooling Repairs - 0.00% 174,568 125,802 111,459 143,250 535-4680 Plant & System Repair 160,356 11.94% - 98 108 150 535-4700 Printing & Binding 150 0.00% 16,908 18,233 19,159 18,000 535-5200 Operating Supplies 17,250 -4.17% - 26 - - 535-5203 Fleet Maintenance Clearing Account - 0.00% 41,498 43,854 37,089 31,597 535-5204 Fuel & Oil 27,772 -12.11% 2,047 1,391 1,514 1,885 535-5210 Uniform Expense 1,885 0.00% 669 439 - - 535-5231 Computer Hardware/Software - 0.00% 4,515 2,895 3,946 2,000 535-5233 Tools 1,500 -25.00% 2,024 3,450 3,800 3,570 535-5234 Safety Supplies/Equipment 3,765 5.46% - - - - 535-5263 Operating Supplies >$500 <$1000 814 100.00% 5,808 5,638 4,675 6,000 535-5300 Road Materials & Supplies 4,500 -25.00% 30 30 385 90 535-5400 Dues & Publications 90 0.00% 3,150 2,700 3,877 3,585 535-5500 Training 3,961 10.49% $ 2,743,314 $ 3,355,468 $ 2,640,372 $ 3,367,095 Total Operating Expenditures $ 3,808,898 13.12% Capital Outlay: - 70,522 - 2,000 535-6300 Improvements Other Than Buildings - -100.00% 172,002 46,599 76,357 72,000 535-6402 Equipment 29,400 -59.17% - 190,948 - 55,480 535-6404 Trucks 70,928 27.84% - 1,898 - 1,200 535-6420 Computer Hardware/Software - -100.00% $ 172,002 $ 309,966 $ 76,357 $ 130,680 Total Capital Outlay $ 100,328 -23.23% Capital Improvements Program: 7,713 9,314 115,918 200,000 5032 - Sewer System Grouting & Lining - -100.00% - - 242,597 400,000 5048 - Lift Station Rehabilitation - -100.00% 14,841,795 - 276,241 - Prior Years Capital Improvement Program - 0.00% $ 14,849,508 $ 9,314 $ 634,756 $ 600,000 Total Capital Improvements Program $ - -100.00% Debt Service - - - 655,529 590-7100 Principal Payments 892,829 36.20% 2015 Utility Revenue System Note 1 of 18 2013 SRF Loan -PS#1&FM- year 2 of 20 - 224,157 327,137 285,741 591-7200 Interest Expense 279,484 -2.19% 2015 Utility Revenue System Note 1 of 18 2013 SRF Loan -PS#1&FM- year 2 of 20 13,447 180,434 - - 590-7310 Amortization Issuance - 0.00% - 5,091 - - 591-7200 Amortization Discount - 0.00% $ 13,447 $ 409,682 $ 327,137 $ 941,270 Total Debt Service $ 1,172,313 24.55% $ 18,384,652 $ 4,695,360 $ 4,246,897 $ 5,740,473 TOTAL EXPENSES $ 5,794,615 0.94% 1350-Sewer 7/29/2016 2:14 PM 150 SEWER COLLECTION & TREATMENT Share of City Budget $5,794,615, 13.0% DESCRIPTION Sewer Collection maintains gravity sewer lines, lift stations, and pump stations. Responsible for inspecting the sewer system with closed circuit television equipment, repairing any identified leaks, and repairing or replacing sewer mains and laterals as needed. MISSION Collect and dispose of wastewater in an environmentally sound manner. Actual YTD thru 6/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY17) 2012-13 2013-14 2014-15 2015-16 2015-16 2016-17 Ensure Sewer Collection System is in Good Working Order Linear Feet of Sewer Main Inspected 14,659 17,444 40,918 15,228 25,000 25,000 Sewer System Inspected 2.3% 2.8% 5.9% 2.2% Ensure Capital Projects are Completed On-Time & Within Budget Capital Projects Completed On-Time n/a 100% 100% annual measure 100% 100% Capital Projects Completed Within Budget n/a 100% 100% annual measure 100% 100%  Relocate Data Flow Telemetry System central site to Fire Station 7.  Perform Sewer System grouting & lining as specified in the Capital Improvement Program (CIP) on-time and within budget.  Continue to reduce inflow and infiltration in City Sewer System through flow monitoring, lateral replacement, lining, and manhole rehab.  Replace pumps at lift station 6, 14, 16, and 24.  Relocate and upgrade lift station 1  Rebuild comminutor at lift station 2.  Complete reclaimed water system improvements for Beal Parkway Memorial Cemetery. FUTURE GOALS (FY18 & FY19) Perform closed circuit television inspections of the entire sanitary sewer collection system to prioritize future projects and to identify sources of  ground water infiltration.  Adopt a new grease trap ordinance.  Install guide rail systems and safety hatches at all lift stations for easier access and reduction of confined space entries.  Install stainless steel inflow protectors in sewer manholes located in flood-prone areas and require the inflow protectors in all new manholes.  Continue an in-house flow monitoring program of the City's collection system basins to evaluate the capacity of the system. PRIOR YEAR ACCOMPLISHMENTS (FY16)  Completed Data Flow Telemetry System upgrade at lift station 33 through 42.  Performed Sewer System grouting & lining as specified in the Capital Improvement Program (CIP).  Reduced inflow and infiltration through flow monitoring, lateral replacement, lining and manhole rehab.  Installed high efficiency pumps at lift station 4 and lift station 20.  Replaced Golf Course reuse pump system motor center.  Rebuilt comminutor at lift station 1. 151 
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   The Sanitation Fund encompasses 9.4% of the City’s activities and services and accounts for solid waste operations that are financed and operated in a manner similar to a private business – where the intent is that the cost (expenses, including depreciation) of providing the services to the public on a continuing basis be financed and recovered primarily through user charges. The City provides residential and commercial garbage collection, as well as yard waste and white goods collection. Commerical and residential recycling programs are available. The residential recycling pilot program began in FY 2014- 15. Revenue Highlights Budget. $4.0 2016-17. …… $ Change % Change Licenses & Permits 10,037 (1,963) -16.4% $3.5 Charges for Services 3,599,685 28,185 0.8% $3.0 Interest & Other 23.767 (2,733) -10.3% $2.5 $3,633,489 $23,489 0.7% Millions $2.0 $1.5 $1.0 $0.5 $0.0 Actual Actual Actual Budget Budget 2012-13 2013-14 2014-15 2015-16 2016-17 Licenses & Permits Charges for Services Interest & Other • Charges for Services are trending up for FY 2016-17, while other revenues remain relatively flat. Expenditure Highlights $4.0 $3.5 Budget. 2016-17 …… $ Change % Change $3.0 Personal Services 1,109,479 60,435 5.8% $2.5 Operations & Maintenance 2,114,144 (55,658) -2.6% Millions $2.0 Capital Outlay/Imprvmt 260,700 0 0.0% $1.5 Interfund Transfers Out 143,531 13,531 10.4% $1.0 Replenish Reserves 5,635 5,181 1141.2% $0.5 $3,633,489 $23,489 0.7% $0.0 Actual Actual Actual Budget Budget 2012-13 2013-14 2014-15 2015-16 2016-17 Personal Services Operations & Maintenance Capital Outlay/Imprvmt Interfund Transfers Replenish Reserves *Expenses shown on a cash basis, exclusive of reclassifications for the audited financial statements.* • The increase in personal services is due to implementation of Year of 4 of the Pay & Classification Study, while the increase in the interfund transfer out is due to a general increase in the consumer price index. 154 
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) 2 3 163  405 STORMWATER FUND - 1380 STORMWATER Actual Budget 2015-16 2016-17 % 2012-13 2013-14 2014-15 Adopted Adopted Change Personal Services: 6.00 6.00 6.00 6.00 Number of Funded Employees (FTE's) 6.00 180,945 173,490 158,966 190,810 538-1200 Regular Salaries 194,970 2.18% - 54 - - 538-1201 Service Awards - 0.00% 5,267 - - - 538-1202 Incentive/Merit Pay - 0.00% 393 1,911 789 1,000 538-1400 Salaries - Overtime 1,000 0.00% 11,342 10,132 9,291 11,009 538-2100 FICA Taxes 11,300 2.64% 2,653 2,369 2,173 2,575 538-2101 Medicare 2,643 2.64% 39,909 33,657 26,512 21,978 538-2200 Retirement Contributions 24,831 12.98% 2,630 4,358 3,320 6,597 538-2204 Retirement Contributions - DC Plan 6,983 5.85% 28,643 31,378 22,467 27,544 538-2300 Dental, Life & Health Insurance 24,612 -10.65% 12,719 12,105 10,150 12,442 538-2400 Worker's Compensation 13,197 6.07% $ 284,500 $ 269,456 $ 233,669 $ 273,955 Total Personal Services $ 279,536 2.04% Operating Expenditures: 77,109 5,767 7,246 55,784 538-3100 Professional Services 73,199 31.22% 11,025 - 999 5,500 538-3400 Other Services 10,000 81.82% 17 - 17 55 538-4000 Travel and Per Diem 204 270.91% 2,411 2,282 3,046 2,367 538-4100 Communication Services 2,367 0.00% 2 11 0 10 538-4200 Postage 10 0.00% 875 1,471 1,626 1,910 538-4300 Utilities 1,851 -3.09% - - 1,850 5,000 538-4400 Rentals & Leases 3,000 -40.00% 18,032 6,895 10,072 12,000 538-4620 Vehicle Repair 12,000 0.00% 16,926 10,382 2,264 9,700 538-4630 Equipment Repair 9,700 0.00% 14,534 8,203 4,935 20,800 538-4680 Plant & System Repair 20,800 0.00% 200 99 85 500 538-5100 Office Supplies 500 0.00% 1,893 1,665 6,360 2,100 538-5200 Operating Supplies 2,700 28.57% 16,286 14,648 8,818 9,313 538-5204 Fuel & Oil 6,353 -31.78% 1,252 544 725 750 538-5210 Uniform Expense 750 0.00% 1,042 1,866 1,506 2,000 538-5233 Tools 2,000 0.00% 500 961 956 1,740 538-5234 Safety Programs/Supply 1,830 5.17% 8,398 4,151 2,069 7,000 538-5300 Road Materials & Supplies 6,500 -7.14% 545 552 552 560 538-5400 Books, Dues, & Publications 650 16.07% 1,929 1,030 1,329 2,430 538-5500 Training 2,718 11.85% $ 151,166 $ 17,418 $ 54,454 $ 139,519 Total Operating Expenditures $ 157,132 12.62% Capital Outlay: - - 35,542 - 538-6358 Storm Drains - 0.00% 21,500 - 1,568 - 538-6402 Equipment 2,000 100.00% - 220,264 - 21,100 538-6404 Trucks 134,459 537.25% $ 21,500 $ 220,264 $ 37,111 $ 21,100 Total Capital Outlay $ 136,459 546.73% Capital Improvements Program: - 79,446 32,517 - 5019 - Storm Drainage Improvement 60,000 100.00% $ - $ 79,446 $ 32,517 $ - Total Capital Improvements Program $ 60,000 100.00% $ 457,167 $ 586,583 $ 357,751 $ 434,573 TOTAL EXPENSES $ 633,126 45.69% 1380-Storm 7/29/2016 2:20 PM 164 STORMWATER Share of City Budget $895,687, 2.3% DESCRIPTION The Stormwater Division maintains 35 miles of storm drain, 11 retention ponds, and over 1,300 curb and surface inlets. Stormwater management helps to ensure the health and safety of citizens while meeting State and Federal regulations. MISSION Improve and preserve natural water quality, comply with existing and upcoming regulatory requirements, and improve operation and management of existing stormwater infrastructure. Actual YTD thru 6/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY17) 2012-13 2013-14 2014-15 2015-16 2015-16 2016-17 Improve Water Quality City Streets Swept at Least Once per Month 91% 46% 22% 45% 95% 95% Cubic Yards of Debris Removed from Stormwater Separators 13 10 4 6 8 8 Improve Stormwater Infrastructure Linear Feet of New Stormwater Pipe Installed 0 430 588 613 100 100 Linear Feet of Stormwater Pipe Replaced 131 170 467 1769 300 350 Stormwater Line System Replaced 0.1% 8.0% 0.2% 80.00% Ensure Capital Projects are Completed On-Time & Within Budget Capital Projects Completed On-Time n/a n/a n/a annual measure 100% 100% Capital Projects Completed Within Budget n/a n/a n/a annual measure 100% 100%  Sweep every City street at least once per month.  Maintain the current amount of debris removed from stormwater separators through regular collection schedule.  Replace failing corrugated metal pipe at various locations throughout the City.  Provide Stormwater improvements as identified in the City's Stormwater Master Plan. FUTURE GOALS (FY18 & FY19)  Develop a 5- and 10-year CIP to replace all corrugated metal stormwater pipe throughout the City.  Comply with federally-mandated National Pollutant Discharge Elimination System (NPDES) permit requirements.  Pursue funding alternatives to complete major capital projects related to the stormwater system based on the completion of the Stormwater Master Plan, including SRF loans, bonds, and/or rate increases. PRIOR YEAR ACCOMPLISHMENTS (FY16)  Replaced approximately 37 feet of CMP with 18" RCP across Linwood Road NW.  Replaced approximately 400 feet of french drain with 6" ADS sock pipe on Virginia Drive NW.  Made improvements as identified in the Stormwater Master Plan by installing approximately 56 feet of 14" x 24" ERCP, 56 feet of 18" RCP, and re-shaped the contour of ditches to allow greater quantity of water containment on Alder Avenue SE and Oak Street SE.  Replaced 1,040 feet of 6' chain link fence on North Hill Holding Pond.  Completed construction of drainage improvements on 226 Martisa Road SW.  Completed construction of drainage improvements on 217 Coral Drive SW.  Completed construction of drainage improvements on 213 Deluna Road SW.  Completed construction of drainage improvements on 34 Temple Avenue.  Completed construction of drainage improvements on 225 Miracle Strip Parkway.  Completed construction of drainage improvements on Golf Course Drive and Eagle Street.  Continuous maintenance of drainage ditches throughout the City. 165  405 STORMWATER FUND - 1500 NON-DEPARTMENTAL Actual Budget 2015-16 2016-17 % 2012-13 2013-14 2014-15 Adopted Adopted Change Personal Services: 6,518 - 103 500 538-1216 Final Leave Pay 500 0.00% (933) (1,495) 3,272 - 538-1250 Compensated Absences - 0.00% (72) (114) 250 - 538-2150 FICA - Compensated Absences - 0.00% $ 5,513 $ (1,609) $ 3,625 $ 500 Total Personal Services $ 500 0.00% Operating Expenditures: 543 761 464 - 538-3100 Professional Services - 0.00% - - - 150 538-4911 Holiday Gift Certificates 150 0.00% 3,876 1,896 3,005 - 538-4924 Bad Debt Expense - 0.00% - - - 10,028 538-4995 Contingencies 9,949 -0.79% 5,333 5,333 1,333 - 538-4999 Amortization - 0.00% - - 538-5231 Computer Hardware/Software 225 100.00% 40,216 46,393 66,895 - 538-5900 Depreciation - 0.00% 20,882 16,141 6,505 - 538-5910 Depreciation on Contributed Capital - 0.00% Non-Operating 18,773 1,385 - - 590-9502 OPEB Obligation - 0.00% $ 89,624 $ 71,909 $ 78,202 $ 10,178 Total Operating Expenditures $ 10,324 1.43% Capital Outlay - - - - 538-6420 Computer Hardware/Software 700 100.00% $ - $ - $ - $ - Total Capital Outlay $ 700 100.00% Other Financing Activity 73,372 74,376 150,987 154,493 538-9901 Cost Allocation Reimbursement to General Fund 157,704 2.08% 7,785 7,641 - - 538-9941 Cost Allocation Reimbursement to Utilities Fund - 0.00% - - - 76,955 581-9999 Reserved - Undesignated Net Assets 93,334 21.28% $ 81,157 $ 82,017 $ 150,987 $ 231,448 Total Other Financing Activity $ 251,038 8.46% $ 176,294 $ 152,317 $ 232,815 $ 242,127 TOTAL EXPENSES $ 262,561 8.44% 6.00 6.00 6.00 6.00 N Number of Funded Employees (FTE's) 6.00 0.00% 457,167 586,583 357,751 434,573 Stormwater 633,126 45.69% 176,294 152,317 151,090 242,127 Non-Departmental 262,561 8.44% (21,500) (299,710) (69,628) - Reclassification of Capital Outlay - 0.00% $ 611,961 $ 439,190 $ 439,213 $ 676,700 TOTAL FUND EXPENSES $ 895,687 32.36% $ (18,105) $ 200,399 $ 228,466 $ - NET REVENUE / (EXPENSE) $ (0) 0.00% 1500-NonDept_405 7/29/2016 2:23 PM 166 
      The City’s Information Technology Replacement Program (ITRP) is a planning and budgeting tool that serves as a guide for efficient and effective replacement of computers, laptops, tablets, and servers. The FY 2016-17 budget, the third year of the schedule, is the only year for which funding may legally be appropriated. Future years’ funding requirements are identified, but are not authorized. REPLACEMENT SCHEDULE Desktop Computer 5 years Office Laptop 5 years Patrol Laptop 4 years Tablet/IPAD 3 years Server 5 years Software will be upgraded in conjunction with hardware replacements. However, it is each division’s responsibility to budget for the replacement of peripherals such as keyboards, monitors, and printers as needed. City of Fort Walton Beach, FL 167 
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       The City’s Fleet Replacement Program (FRP) is a planning and budgeting tool that identifies the replacement of vehicles with a value greater than $10,000 and a useful life of seven years or more. The replacement criteria provides a mechanism for the systematic evaluation of vehicle utilization and repair/maintenance costs, and serves as a guide for efficient and effective replacement. Generally speaking, police patrol vehicles are replaced on a 7-year cycle and the remainder of the fleet on a 10-year cycle. Each year as part of the budget process, the fleet is evaluated based on established replacement criteria and a ten-year schedule of replacements is developed depending on a projection of available fiscal resources and the evaluation scoring. Vehicle replacements are funded objectively based on established criteria and funding resources. To maximize the useful life of vehicles and meet service delivery levels, vehicles may be transferred between departments prior to disposal. Prior to replacing a vehicle, an analysis is performed to determine if a less expensive car or truck would meet employee needs at a reduced operating expense to the City or if the vehicle should be removed from the fleet without replacement. According to the economic theory of vehicle replacement, over time vehicle capital costs decline while vehicle operating costs increase. Ideally, vehicles should be replaced around the time that annual operating costs begin to outweigh annual capital costs. The FY 2016-17 budget, the third year of the schedule, is the only year for which funding may legally be appropriated. Future years’ funding requirements are identified, but are not authorized. REPLACEMENT CRITERIA Factors that are included as part of the Schedule, in order to evaluate replacement criteria include, but are not limited to: Age, Mileage, Repair/Maintenance Costs, Overall Condition, and Usage. The following chart depicts a Summary of the Vehicle Replacement Schedule.

Fund FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 General Fund $275,769 $883,780 $264,000 $240,000 $243,366 FBC Fund $0 $20,000 $0 $0 $0 CRA Fund $0 $0 $114,000 $0 $0 Utilities Fund $134,459 $195,000 $122,000 $500,000 $500,000 Sanitation Fund $260,000 $831,530 $500,000 $250,000 $250,000 Stormwater Fund $72,716 $22,000 $32,000 $75,000 $150,000 $742,944 $1,952,310 $1,032,000 $1,065,000 $1,143,366 City of Fort Walton Beach, FL 175  Replacement Cost Manufacture Year Replacement Yr. Remaining Life Expected Life Light/Heavy/ Department As of 08/21/16 Mileage @ Suggested Purchase Last Recorded Total Cost Division Vehicle Safety Fund Mileage on since Purchase Record Date to 2/2/15 2439 Light 001 1240 Street 2001 10 81824 $ 14,353.70 2017 12 1-3yrs $35,413 2448 Safety 001 800 Police 2001 25 112792 $ 14,394.50 2017 7 1-3yrs $41,780 2465 Light 001 1010 Parks 2003 10 91945 $ 4,066.50 2017 12 1-2yrs $ 25,080 2477 Light 001 1010 Parks 2004 418 58470 $ 4,531.31 2017 12 1-2Yrs $ 25,080 Can go to 2488 Safety 001 800 Police 2005 25 103403 $ 10,646.31 2017 7 line $41,780 2494 Safety 001 0800 Police 2006 25 124035 $ 11,742.51 2017 7 1-3yrs $41,780 2495 Safety 001 0800 Police 2006 25 99822 $ 1,896.78 2017 7 1-3yrs $41,780 2520 Safety 001 0800 Police 2000 50430 129792 $ 17,111.29 2017 7 1-3yrs $41,780 2556 Safety 001 0800 Police 2009 25 143348 $ 7,259.75 2017 7 3-5yrs $41,780 Sewer 2362 Light 401 1350 Collections 1995 4572 15998 $ 8,785.48 2017 20 5-8yrs $134,459 2467 Heavy 403 1360 Solid Waste 2003 1009 77529 $ 180,871.27 2017 10 Backup $ 260,000 2376 Light 405 1380 Stormwater 1996 2 88355 $ 36,258.40 2017 20 3-5yrs $72,716 0800- 2521 Safety 521 Police 2006 52573 11910 $16,037.56 2017 7 None $41,780 2441 Safety 001 800 Police 2001 25 105255 $ 12,984.11 2018 7 $41,780 2390 Heavy 001 1240 Street 1997 2 75475 $ 34,318.83 2018 20 1-2yrs $180,000 Sewer 2414 Heavy 401 1350 Collections 1999 492 51916 $ 21,160.73 2018 15 2yrs $75,000 2423 Light 405 1380 Stormwater 2000 25 52385 $ 2,259.65 2018 12 1-3yrs $22,000 2425 Light 001 1230 Facilities 2000 25 53471 $ 4,013.14 2018 12 3-5yrs $22,000 2457 Light 001 1010 Parks 2002 1253 63999 $ 5,429.20 2018 12 1-3 yrs. $ 20,000 Sewer 2462 Heavy 401 1350 Collections 2003 10 124992 $ 39,713.35 2018 15 2yrs $75,000 2464 Light 403 1360 Solid Waste 2003 25 35731 $ 12,796.03 2018 12 3-5yrs $32,000 Sewer 2473 Light 401 1350 Collections 2003 25 62821 $ 14,973.39 2018 15 3yrs $45,000 2487 Light 001 1010 Parks 2005 371 59537 $ 5,085.46 2018 12 3-5yrs $22,000 176  Replacement Cost Manufacture Year Replacement Yr. Remaining Life Expected Life Light/Heavy/ Department As of 08/21/16 Mileage @ Suggested Purchase Last Recorded Total Cost Division Vehicle Safety Fund Mileage on since Purchase Record Date to 2/2/15 2490 Heavy 403 1360 Solid Waste 2005 363 89380 $ 144,500.94 2018 10 3-5yrs $250,000 Building & 2492 Light 106 1215 Zoning 2006 25 65021 $ 1,896.78 2018 12 1-5yrs $ 20,000 Sewer 2474 Light 401 1350 Collections 1994 50507 65697 $ 7,477.08 2018 20 5yrs 2497 Light 001 1010 Parks 2006 355 53103 $ 3,278.17 2018 12 3-5yrs $22,000 2498 Light 001 1010 Parks 2006 355 61973 $ 5,057.56 2018 12 3-5yrs $22,000 2506 Safety 001 0900 Fire 2006 33 100173 $ 17,917.61 2018 7 1yr $ 250,000 2507 Heavy 403 1360 Solid Waste 2006 1015 74921 $ 179,384.31 2018 10 Backup $250,000 2513 Safety 001 0800 Police 2005 25844 116494 $ 4,689.98 2018 7 1-3yrs $38,000 2539 Heavy 403 1360 Solid Waste 2007 365 66730 $ 191,348.40 2018 10 1yr $ 29,530 2525 Safety 001 0800 Police 2007 25 112801 $ 7,856.65 2018 7 1-3yrs $38,000 2548 Safety 001 0800 Police 2008 25 112876 $ 8,254.24 2018 7 3-5yrs $38,000 2549 Safety 001 0800 Police 2008 25 75033 $ 4,656.23 2018 7 3-5yrs $38,000 2571 Heavy 403 1360 Solid Waste 2011 35 70226 $ 15,529.01 2018 7 3yrs $135,000 2572 Heavy 403 1360 Solid Waste 2011 35 58497 $ 18,825.81 2018 7 3yrs $135,000 2576 Safety 001 0800 Police 2011 4 75824 $ 2,107.49 2018 7 3-5yrs $38,000 2577 Safety 001 0800 Police 2011 5 72576 $ 3,725.29 2018 7 3-5yrs $38,000 2578 Safety 001 0800 Police 2011 4 44105 $ 2,622.10 2018 7 3-5yrs $38,000 2579 Safety 001 0800 Police 2011 4 56384 $ 18,443.83 2018 7 3-5yrs $38,000 2585 Safety 001 0800 Police 2003 149482 165994 $ 1,189.74 2018 12 1-3yrs n/a 401- 1310- 2427 Light 533 Water Ops 2000 107 125299 $ 16,438.77 2019 12 Backup Water 2432 Light 401 1340 Distribution 2000 25 66043 $ 16,435.56 2019 15 3-5yrs $75,000 2470 Light 001 1230 Facilities 2003 25 64550 $ 6,736.77 2019 12 3-5yrs $24,000 2472 Light 405 1380 Stormwater 2003 9 85697 $ 20,116.55 2019 12 3-5yrs $32,000 177  Replacement Cost Manufacture Year Replacement Yr. Remaining Life Expected Life Light/Heavy/ Department As of 08/21/16 Mileage @ Suggested Purchase Last Recorded Total Cost Division Vehicle Safety Fund Mileage on since Purchase Record Date to 2/2/15 2485 Light 001 1010 Parks 2005 375 84532 $ 3,716.47 2019 12 3-5yrs $22,000 2493 Light 401 1310 Water Ops 2006 187 112569 $ 5,244.21 2019 12 3-5yrs $22,000 2523 Safety 001 0800 Police 2007 25 89407 $ 6,310.69 2019 7 1-5yrs $38,000 Sewer 2530 Light 401 1350 Collections 2007 25 48540 $ 7,444.93 2019 12 4-5yrs $25,000 2531 Safety 001 0900 Fire 2007 10 84292 $ 5,373.98 2019 10 4yrs $ 32,000 2532 Light 001 1010 Parks 2007 25 39178 $ 4,257.98 2019 12 4-5yrs $22,000 Code 2535 Light 001 1217 Enforcement 2007 25 45984 $ 983.15 2019 12 3-5yrs $ 20,000 2541 Safety 001 0800 Police 1997 59213 145472 $ 4,097.20 2019 15 3-5yrs $30,000 2545 Heavy 403 1360 Solid Waste 2008 3620 79666 $ 102,748.36 2019 10 3yrs $250,000 2555 Safety 001 0800 Police 2009 25 105127 $ 6,836.87 2019 7 3-5yrs $38,000 2559 Heavy 403 1360 Solid Waste 2009 360 62314 $ 126,690.70 2019 10 4yrs $250,000 2565 Safety 001 0800 Police 2011 25 52128 $ 6,645.36 2019 7 3yrs $38,000 2573 Safety 109 2000 Police 2011 5 28686 $ 2,769.91 2019 7 3yrs $38,000 2574 Safety 109 2000 Police 2011 5 56826 $ 4,368.14 2019 7 3yrs $38,000 2575 Safety 109 2000 Police 2011 4 45818 $ 2,251.50 2019 7 3-5yrs $38,000 Sewer 2429 Heavy 401 1350 Collections 2000 2086 35918 $ 103,755.68 2020 12 5yrs $500,000 2486 Light 001 1240 Street 2005 374 44314 $ 3,710.23 2020 12 1-5yrs $22,000 2491 Light 405 1380 Stormwater 2005 10 80970 $ 12,240.75 2020 15 5yrs $75,000 2499 Safety 001 0800 Police 2006 352 24797 $ 3,255.94 2020 7 5yrs $22,000 2534 Light 001 1230 IT 2007 25 14143 $ 596.60 2020 12 5yrs 2540 Light 001 1230 Facilities 2007 5 45441 $ 2,370.07 2020 12 4-5yrs $32,000 2543 Safety 001 0900 Fire 2008 25 45825 $ 2,470.32 2020 12 5yrs $ 20,000 2561 Safety 001 0800 Police 2009 25 56067 $ 2,626.90 2020 7 5yrs $30,000 178  Replacement Cost Manufacture Year Replacement Yr. Remaining Life Expected Life Light/Heavy/ Department As of 08/21/16 Mileage @ Suggested Purchase Last Recorded Total Cost Division Vehicle Safety Fund Mileage on since Purchase Record Date to 2/2/15 2562 Heavy 403 1360 Solid Waste 2010 658 80036 $ 74,867.71 2020 10 5yrs $250,000 2564 Safety 001 0800 Police 2011 25 51905 $ 5,466.78 2020 7 3yrs $38,000 2566 Safety 001 0800 Police 2011 25 65253 $ 5,862.44 2020 7 3yrs $38,000 2567 Safety 001 0800 Police 2011 25 30749 $ 5,862.44 2020 7 3yrs $38,000 Sewer 2484 Light 401 1350 Collections 2005 25 66361 $ 8,879.34 2021 12 5-8yrs 2510 Light 001 1220 Fleet 2006 355 25851 $ 5,553.06 2021 15 6-10yrs 2557 Light 001 1010 Parks 2009 25 25495 $ 640.07 2021 12 6yrs 2560 Light 403 1360 Solid Waste 2009 25 39351 $ 1,454.90 2021 12 6yrs 2596 Heavy 403 1360 Solid Waste 2014 2322 26507 $ 4,865.86 2021 7 6yrs 2598 Safety 001 0800 Police 2014 19 21098 $ 68.94 2021 7 6yrs 2599 Safety 001 0800 Police 2014 18 10573 $ 68.94 2021 7 6yrs 2600 Safety 001 0800 Police 2014 18 23309 $ 116.22 2021 7 6yrs 2601 Safety 001 0800 Police 2014 18 14877 $ 60.16 2021 7 6yrs 2603 Safety 001 0800 Police 2014 22 29587 $ 79.50 2021 7 6yrs 2605 Safety 001 0800 Police 2014 56 24152 $ 84.23 2021 7 6yrs 2509 Light 403 1360 Solid Waste 2007 25 64893 $ 2,722.10 2022 15 7yrs 2536 Light 001 1230 Facilities 2007 25 47174 $ 2,266.49 2022 15 5-7yrs Utilities 2537 Light 401 1300 Admin 2007 25 23189 $ 2,849.92 2022 15 5-7yrs 2538 Light 001 1010 Parks 2007 25 5223 $ 1,845.23 2022 15 7yrs 2542 Light 001 1240 Street 2007 250 49219 $ 10,110.06 2022 15 7yrs 2563 Light 001 1015 Parks 2010 58580 131752 $ 6,099.29 2022 12 7yrs 2584 Heavy 403 1360 Solid Waste 2012 1776 9672 $ 24,241.07 2022 10 7yrs 2588 Heavy 403 1360 Solid Waste 2012 1270 34023 $ 25,033.01 2022 10 7yrs 179  Replacement Cost Manufacture Year Replacement Yr. Remaining Life Expected Life Light/Heavy/ Department As of 08/21/16 Mileage @ Suggested Purchase Last Recorded Total Cost Division Vehicle Safety Fund Mileage on since Purchase Record Date to 2/2/15 2602 Safety 001 0800 Police 2014 22 21175 $ 106.17 2022 7 6yrs 2604 Safety 001 0800 Police 2014 23 26114 $ 84.44 2022 7 6yrs 2606 Safety 001 0800 Police 2006 73821 85419 $ 1,049.08 2022 12 5-7yrs 2544 Heavy 403 1360 Solid Waste 2008 1836 19556 $ 6,410.45 2023 15 8yrs Sewer 2552 Heavy 401 1350 Collections 2008 828 46763 $ 33,854.84 2023 15 8yrs 2553 Safety 001 0800 Police 2006 50371 84769 $ 3,552.06 2023 10 5-8yrs 2554 Safety 001 0800 Police 2001 30482 85046 $ 4,025.64 2023 10 5yrs 2568 Light 401 1310 Water Ops 2011 25 43815 $ 3,162.05 2023 12 8yrs 2569 Light 001 1010 Parks 2011 25 45165 $ 487.04 2023 12 8yrs 2591 Heavy 403 1360 Solid Waste 2013 598 41849 $ 5,206.20 2023 10 8yrs 2592 Heavy 403 1360 Solid Waste 2013 629 43102 $ 3,668.08 2023 10 8yrs 2483 Safety 001 0900 Fire 2004 329 100211 $ 45,664.06 2024 20 5-8yrs $ 500,000 Sewer 2580 Light 401 1350 Collections 2012 25 41001 $ 1,058.10 2024 12 9yrs 2581 Light 401 1310 Water Ops 2012 25 57360 $ 1,119.30 2024 12 9yrs 2582 Light 001 1010 Parks 2012 45 25094 $ 1,002.67 2024 12 9yrs Water 2583 Light 401 1340 Distribution 2012 25 40700 $ 423.45 2024 12 9yrs 2586 Safety 001 0900 Fire 2012 2102 31830 $ 2,974.31 2024 12 9yrs $ 500,000 Water 2587 Light 401 1340 Distribution 2012 25 43650 $ 1,002.17 2024 12 9yrs 2609 Heavy 405 1380 Stormwater 2014 548 5995 $ 2,829.33 2024 10 9yrs 2589 Safety 001 0800 Police 2010 35301 71421 $ 2,186.02 2025 15 7-10yrs 2594 Light 401 1310 Water Ops 2014 28 41692 $ 68.24 2026 12 11yrs 2595 Light 401 1310 Water Ops 2014 26 13945 $ 13.71 2026 12 11yrs 180  Replacement Cost Manufacture Year Replacement Yr. Remaining Life Expected Life Light/Heavy/ Department As of 08/21/16 Mileage @ Suggested Purchase Last Recorded Total Cost Division Vehicle Safety Fund Mileage on since Purchase Record Date to 2/2/15 Sewer 2607 Light 401 1350 Collections 2014 5 27454 $ 957.66 2026 12 11yrs Water 2608 Light 401 1340 Distribution 2014 1 20679 $ 276.64 2026 12 11yrs 2610 Light 001 1230 Facilities 2014 1 17516 $ 141.16 2026 12 11yrs 2611 Light 001 1015 Parks 2014 5 16412 $ 888.90 2026 12 11yrs 2612 Light 405 1380 Stormwater 2014 1 16741 $ 390.64 2026 12 11yrs Engineering 2613 Light 001 1200 Utilities 2014 2 25207 $ 25.08 2026 12 11yrs 2614 Light 001 1240 Street 2015 366 17339 $ 141.15 2027 12 12yrs 2615 Light 001 1220 Fleet 2015 508 9717 $ 32,240.00 2027 12 12yrs Sewer 2593 Heavy 401 1350 Collections 2013 1 12664 $ 36.43 2028 15 13yrs 2597 Heavy 001 1230 Facilities 2014 46 4222 $ 193.92 2032 18 18yrs 401 Safety 001 0900 Fire 1947 4324 6834 $ 8,781.75 2099 NA 2616 Safety 001 0900 Fire 2015 499 10430 $ 30,928.00 7 7 2617 Heavy 403 1360 Solid Waste 2015 145 15227 $ 208,023.00 10 10 2618 Safety 001 0900 Fire 2015 0 0 $ - 20 20 2619 Safety 001 0800 Police 2015 0 18996 $ 23,688.00 20 20 2620 Safety 001 0800 Police 2015 0 12885 $ 23,688.00 20 20 2621 Safety 001 0800 Police 2015 0 10899 $ 23,688.00 20 20 2622 Light 001 1000 Recreation 2015 0 1528 $ - 20 20 2623 Light 001 1000 Recreation 2015 0 4224 $ - 20 20 2624 Safety 001 0800 Police 2016 0 13801 $ 25,461.00 20 20 2625 Safety 001 0800 Police 2016 0 16533 $ 25,461.00 20 20 2626 Safety 001 0800 Police 2016 0 19668 $ 25,461.00 20 20 2627 Safety 001 0800 Police 2016 0 11009 $ 25,461.00 20 20 Building & 2628 Light 106 1215 Zoning 2015 0 8324 $ 19,199.00 20 20 2629 Light 001 1000 Recreation 2016 353 1626 $ 25,967.25 20 20 2630 Light 001 1010 Parks 2016 376 2399 $ 19,422.00 20 20 2631 Heavy 403 1360 Solid Waste 2016 503 5954 $ 90,680.00 20 20 2632 Heavy 403 1360 Solid Waste 2016 502 8601 $ 90,680.00 20 20 2633 Safety 001 0800 Police 2008 264306 264596 2634 Light 401 1310 Water Ops 2016 338 4382 Building & 2635 Light 106 1215 Zoning 2016 366 1507 2636 Light 403 1360 Solid Waste 2016 360 1796 2637 Safety 001 0800 Police 2016 688 2638 Safety 001 0800 Police 2016 2639 Safety 001 0800 Police 2016 181  Replacement Cost Manufacture Year Replacement Yr. Remaining Life Expected Life Light/Heavy/ Department As of 08/21/16 Mileage @ Suggested Purchase Last Recorded Total Cost Division Vehicle Safety Fund Mileage on since Purchase Record Date to 2/2/15 2640 Safety 001 0800 Police 2016 2641 Safety 001 0800 Police 2016 1278 2642 Safety 001 0800 Police 2016 964 2643 Safety 001 0800 Police 2016 1047 2644 Light 001 1230 Facilities 2016 333 848 2645 Light 001 1010 Parks 2016 367 666 Code 2646 Light 001 1217 Enforcement 2016 332 2647 Light 001 1380 Stormwater 2016 334 2648 Safety 001 0900 Fire 2016 389 Sewer 2649 Light 401 1350 Collections 2016 373 182 183 Capital Improvements Program The City’s Capital Improvements Program (CIP) is a five-year planning and budgeting tool that identifies the acquisition, construction, replacement, or renovation of facilities and infrastructure with a value greater than $25,000 and a useful life of ten years or more. Capital expenditures may be recurring (e.g. street resurfacing) or non-recurring (e.g. construction of a new park). CIP PROCESS The FY 2016-17 budget, the thrid year of the CIP, is the only year for which funding may legally be appropriated. Future years’ funding requirements are identified, but are not authorized. The CIP provides information on the current and long-range infrastructure needs of the City and provides a mechanism for balancing needs and resources as well as setting priorities and schedules for capital projects. Each project or program is assigned a four-digit CIP number so expenditures can be easily tracked during the year and also across years. Each year as part of the budget process, the list of projects is reviewed for relevance, need, cost, and priority. The five-year CIP is revised annually based on the following parameters: • Relevance to City Council priorities, and Federal or State mandates • Maintenance and preservation of current infrastructure • Expansion of current program or service • Initiation of new program or service • Funding source The Enterprise Funds (Utilities, Sanitation, and Stormwater) are funded with user fees and do not compete with other City projects for funding. The estimated project costs to be funded within the CIP include all costs related to design, engineering, acquisition, construction, and project management. FINANCING ALTERNATIVES Capital improvements may be funded by a variety of means depending on the nature of the project, availability of funds, and the policies of City Council. Financing decisions are made based on established City policies and available financing options directly related to project timing and choice of revenue sources. The funding methodology for the CIP is reliant upon available resources including funds from grants and user fees, useful life of the improvement, and sharing the costs between current and future users. While some projects can be delayed until funds from existing revenues are available, others cannot. The City explores all options such as ad valorem taxes, grants, user fees, bonds, loans, and reserves to fund improvements. The following financing sources are available to fund the CIP: • Ad Valorem Taxes – The City rarely uses property taxes as a debt security due largely to the required electoral approval (voter referendum) prior to issuance. Property taxes are directly linked to the assessed value of individual property, not to the consumption of specific goods and services (e.g. sales tax). • Non-Ad Valorem Revenues – Non-ad valorem revenues can be pledged to support various types of bond issues. Such bonds are similar to general obligation bonds in that proceeds are often used for general government purposes and repayment is unrelated to the revenue generating capacity of the project being financed. However, unlike general obligation bonds, City of Fort Walton Beach, FL 184 Capital Improvements Program non-ad valorem revenue bonds are payable solely from revenues derived from the pledged revenue (such as sales tax, local option fuel tax, and the guaranteed portion of municipal revenue sharing). • Special Revenue Sources – Include the following: • Impact Fees – Fees charged in advance of new development and designed to help pay for infrastructure needs resulting from the new development. These fees may only be charged to those who directly benefit from the new capital improvement and the fee must fairly reflect the cost of the improvements (e.g. water and sewer impact fees). • Special Assessments – Like impact fees, special assessments are levied against residents, agencies, or districts that directly benefit from the new service or improvement (e.g. sidewalks and street paving) and must be apportioned fairly. • User Fees and Charges – These revenues include a variety of license and permit fees, facility and program fees, and fines. They are rarely used as debt security for non-Enterprise Fund capital projects, but could be a source of direct funding of a small capital improvement. • Enterprise Fund User Fees – These revenues are derived from self-supporting business enterprises - utilities, sanitation, and stormwater - which provide services in return for compensation. The enterprise revenue used to secure debt is commonly termed “net-revenue” consisting of gross revenues less operating costs. • Note – A written, short-term promise to repay a specified amount of principal and interest on a certain date, payable from a defined source of anticipated revenue. Usually notes mature in one year or less. Rarely used by the City. • Commercial Paper - Generally defined as short term, unsecured promissory notes issued by organizations of recognized credit quality, usually a bank. Rarely used by the City. • Bond – An issuer’s obligation to repay a principal amount on a certain date (maturity date) with interest at a stated rate. Bonds are distinguishable from notes in that notes mature in a much shorter time period. • General Obligation Bonds – A bond secured by the full faith and credit of the City’s ad valorem taxing power. These are rarely used in Florida, and by the City in particular, due to the requirement for a voter referendum. • Revenue Bonds – Bonds payable from a specific revenue source, not the full faith and credit of an issuer’s taxing power and require no electoral approval. Pledged revenues are often generated by the operation or project being financed (e.g. sales tax, water user fees, golf user fees). City of Fort Walton Beach, FL 185  CITY OF FORT WALTON BEACH, FL Five Year Capital Improvements Program FIVE YEAR Page CIP Project Name FY 2016-17 FY 2017-18 FY 2018-19 FY 2019-20 FY 2020-21 TOTAL 188 5071 Tennis Center Improvements 45,000 100,000 35,500 55,000 - 235,500 Recreation 45,000 100,000 35,500 55,000 - 235,500 190 5013 Jet Stadium Improvements - 55,000 210,000 - - 265,000 192 5117 Rec Center Phase II 120,000 96,750 34,000 - - 250,750 Parks 120,000 151,750 244,000 - - 515,750 5074 City Hall Complex Renovation - - - - - - 5147 Field Office Consolidation beyond current five-year CIP horizon - Facilities - - - - - - 194 5018 Street Resurfacing 235,000 125,000 125,000 125,000 125,000 735,000 Streets 235,000 125,000 125,000 125,000 125,000 735,000 GENERAL FUND TOTAL 400,000 376,750 404,500 180,000 125,000 1,486,250 196 5607 Carson Drive & Third Street SE Streetscape 300,000 300,000 300,000 - - 900,000 CRA FUND TOTAL 300,000 300,000 300,000 - - 900,000 198 5058 Water Well Improvements - 300,000 - - - 300,000 Water Operations - 300,000 - - - 300,000 200 5056 Water Line Replacement/Multiple Sites - 76,500 50,000 50,000 100,000 276,500 202 5057 Water Line Replacement/Cinco Bayou - 300,000 - - - 300,000 Water Distribution - 376,500 50,000 50,000 100,000 576,500 204 5032 Sewer System Grouting & Lining 200,000 200,000 200,000 200,000 200,000 1,000,000 206 5048 Lift Station Rehabilitation #1 - 400,000 50,000 50,000 100,000 600,000 208 5050 Lift Station Rehabilitation #22 - 100,000 50,000 50,000 50,000 250,000 210 5049 Lift Station Rehabilitation #8 100,000 50,000 50,000 50,000 50,000 300,000 212 5051 Reclaim Water System 400,000 - - - 400,000 Sewer Collection & Treatment 300,000 1,150,000 350,000 350,000 400,000 2,550,000 UTILITIES FUND TOTAL 300,000 1,526,500 400,000 400,000 500,000 3,426,500 214 5019 Stormwater Improvements 510,000 450,000 450,000 450,000 450,000 2,310,000 STORMWATER FUND TOTAL 510,000 450,000 450,000 450,000 450,000 2,310,000 GRAND TOTAL - ALL FUNDS 1,510,000 2,653,250 1,554,500 1,030,000 1,075,000 8,122,750 Where it comes from... …and where it goes Grant Funding General Fund 9% Revenues Parks & Transportation 18% Recreation 20% 9% Utilities Revenues 40% Stormwater Revenues 22% Stormwater 29% CRA TIF Water & Revenues Sewer 11% 42% 186  FUNDING METHODOLOGY FY 2016-17 TIMELINE FUTURE Operating Bond / Debt Other(1) / Fund Bal / FIVE YEAR Estimated Project YEAR Revenues Grant Issue In-Kind(2) Net Assets TOTAL Start Duration EXPENSES 235,500 - - - - 235,500 Oct 2016 12 months - 235,500 - - - - 235,500 - 265,000 - - - - 265,000 Oct 2017 12 months - 250,750 - - - - 250,750 Oct 2016 12 months - 515,750 - - - - 515,750 - - - - - - - unknown unknown TBD beyond current five-year CIP horizon - unknown unknown TBD - - - - - - - 735,000 - - - - 735,000 Oct 2017 12 months - 735,000 - - - - 735,000 - 1,486,250 - - - - 1,486,250 - 900,000 - - - - 900,000 Oct 2017 12 months 900,000 - - - - 900,000 - 300,000 - . . . 300,000 Oct 2017 12 months 300,000 - - - - 300,000 276,500 - - - - 276,500 Oct 2017 12 months - 300,000 - - - - 300,000 Oct 2017 12 months 576,500 - - - - 576,500 - 1,000,000 - - - - 1,000,000 Oct 2016 12 months - 600,000 - - - - 600,000 Oct 2017 12 months - 250,000 - - - - 250,000 Oct 2017 12 months - 300,000 - - - - 300,000 Oct 2017 12 months 200,000 200,000 - - - 400,000 Oct 2017 12 months 2,350,000 200,000 - - - 2,550,000 - 3,226,500 200,000 - - - 3,426,500 - 1,800,000 250,000 - 260,000 - 2,310,000 Oct 2016 12 months - 1,800,000 250,000 - 260,000 - 2,310,000 - - - 7,412,750 450,000 - 260,000 - 8,122,750 - Italics denotes a project beyond the current five-year CIP horizon. (1) Other includes special assessments and land sales. (2) In-kind matching grant contributions are budgeted as operational expenses (usually personal services). Note: Some projects also have carry-over funds, which are not included in these totals but noted as part of the budget resolution at the end of the budget document. Stormwater 187  Capital Improvement Project (CIP) Department & Division: Recreation (1000) CIP #: New Project Project Update CIP Title: Phase 2 Rec Complex Neighborhood: Investment Objective: Operational Impact: Objective: Tennis Center Upgrades Justification: Tennis Center Contract expires September 30, 2016. Many facility upgrades are needed Scope: 2016-17:Resurface 8 courts Lighting and Ballast Repair 2017-18: Replace Court Fencing Interior Building Renovation Seal Coat Parking Lot 2018-19: Replace HVAC Units Replace Roof 2019-20: Exterior Rot Repair/Paint (4) Court resurface Current Year Objectives: Bring in a new Contractor to Operate the Tennis Facility Financial Information FUNDING SOURCES Funding Type Fund FY 2016-17 FY 2017-18 FY 2018-19 FY 2019-20 FY 2020-21 5-Year Total Comments 45,000 100,000 35,500 55,000 235,500 - - 45,000 100,000 35,500 55,000 - 235,500 PROJECT EXPENSES Activity FY 2016-17 FY 2017-18 FY 2018-19 FY 2019-20 FY 2020-21 5-Year Total Comments 45,000 100,000 35,500 55,000 190,500 - - - - 45,000 100,000 35,500 55,000 - 235,500 Note: Totals for funding sources and project expenses must reconcile for each year. 188  REVENUE IMPACT (negative entries indicate a revenue reduction) Category FY 2016-17 FY 2017-18 FY 2018-19 FY 2019-20 FY 2020-21 5-Year Total Comments User Fees - Impact Fees - Other - Total - - - - - - OPERATING IMPACT (negative entries indicate a cost reduction) Category FY 2016-17 FY 2017-18 FY 2018-19 FY 2019-20 FY 2020-21 5-Year Total Comments Payroll - Operating - Capital Outlay 45,000 100,000 35,500 55,000 235,500 Total 45,000 100,000 35,500 55,000 - 235,500 Project Update/Carry-Over Status: Prior Year Activities Fiscal Year Activities Expense FY 2015-16 FY 2014-15 FY 2013-14 FY 2012-13 FY 2011-12 - 189  Capital Improvement Project (CIP) Request Department & Division: Recreation & Cultural Services - Parks CIP #: 5013 New Project Project Update CIP Title: Jet Stadium Improvements Neighborhood: Investment Objective: Operating Impact: Objective: Pave Parking Area and Replace Field Lights Justification: Jet Stadium was built in 1955. The clay parking surface is problematic in inclement weather. An asphalt surface will also increase the amount of parking at the complex. Scope: Lay an aggregate base of crushed limerock over 51,425 sq. ft. in preparation for asphalt construction the following year. Current Year Objectives: n/a Financial Information FUNDING SOURCES Funding Type Fund FY 2016-17 FY 2017-18 FY 2018-19 FY 2019-20 FY 2020-21 5-Year Total Comments 55,000 210,000 - - 265,000 - - - 55,000 210,000 - - 265,000 PROJECT EXPENSES Activity FY 2016-17 FY 2017-18 FY 2018-19 FY 2019-20 FY 2020-21 5-Year Total Comments 55,000 55,000 Limerock Aggregate 210,000 210,000 Parking Area Asphalt - Field Lighting - - - 55,000 210,000 - - 265,000 Note: Totals for funding sources and project expenses must reconcile for each year. 190  REVENUE IMPACT (negative entries indicate a revenue reduction) Category FY 2016-17 FY 2017-18 FY 2018-19 FY 2019-20 FY 2020-21 5-Year Total Comments User Fees - No revenue impact Impact Fees - Other - Total - - - - - - OPERATING IMPACT (negative entries indicate a cost reduction) Category FY 2016-17 FY 2017-18 FY 2018-19 FY 2019-20 FY 2020-21 5-Year Total Comments Payroll - Operating (150) (150) 10% utilities decrease with more efficient lighting Capital Outlay - Total - - - (150) - (150) Project Update/Carry-Over Status: n/a Prior Year Activities Fiscal Year Activities Expense FY 2013-14 - FY 2012-13 - FY 2011-12 - FY 2010-11 - FY 2009-10 - - Jet Stadium Parking Lot 191  Capital Improvement Project (CIP) Department & Division: Recreation (1000) CIP #: 5117 New Project Project Update CIP Title: Phase 2 Rec Complex Neighborhood: Investment Objective: Operational Impact: Objective: Complete Volleyball Court and Skate Park Complex Justification: Remaining items to complete the Recreation Complex include Volleyball Courts (4), Skate Park Bowl, concrete sidewalks, irrigation, Landscaping, and lighting Scope: Year 2016-17: Construct a Concrete Bowl connecting to existing skate park Year 2017-18: Install 4 Sand Volleyball Courts Install Curbing and sidewalk Irrigation, Landscaping, Sod, and Trees Year 2018-19: Install Handicap Parking Current Year Objectives: Current Year Objective is to do prep work to prepare area for Skate park bowl. Currently, the area has a large mound o clay piled next to the skate park. Financial Information FUNDING SOURCES Funding Type Fund FY 2016-17 FY 2017-18 FY 2018-19 FY 2019-20 FY 2020-21 5-Year Total Comments 120,000 96,750 34,000 250,750 - - 120,000 96,750 34,000 - - 250,750 PROJECT EXPENSES Activity FY 2016-17 FY 2017-18 FY 2018-19 FY 2019-20 FY 2020-21 5-Year Total Comments 120,000 96,750 34,000 130,750 - - - - 120,000 96,750 34,000 - - 250,750 Note: Totals for funding sources and project expenses must reconcile for each year. 192  REVENUE IMPACT (negative entries indicate a revenue reduction) Category FY 2016-17 FY 2017-18 FY 2018-19 FY 2019-20 FY 2020-21 5-Year Total Comments User Fees 5,000 5,000 5,000 5,000 5,000 25,000 Impact Fees - Other - Total 5,000 5,000 5,000 5,000 5,000 25,000 OPERATING IMPACT (negative entries indicate a cost reduction) Category FY 2016-17 FY 2017-18 FY 2018-19 FY 2019-20 FY 2020-21 5-Year Total Comments Payroll - Operating - Capital Outlay 120,000 96,750 34,000 250,750 Total 120,000 96,750 34,000 - - 250,750 Project Update/Carry-Over Status: Prior Year Activities Fiscal Year Activities Expense FY 2015-16 FY 2014-15 FY 2013-14 FY 2012-13 FY 2011-12 - 193  Capital Improvement Project (CIP) Department & Division: Engineering Services - Streets (1240) CIP #: 5018 New Project Project Update CIP Title: Street Resurfacing Neighborhood: Investment Objective: Operational Impact: Objective: Maintain Smooth Roadways Justification: Preventative maintenance prevents roadways from deteriorating to a point requiring more costly complete rehabilitation, and provides a safe, comfortable, and aesthetically pleasing transportation network. Scope: The City resurfaces a portion of roadways each year. Resurfacing is accomplished by conventional overlay or milling and resurfacing. Overlaying a road surface requires the use of compacted SP 9.5 asphalt to a depth of 1" to 1 1/2" over the existing surface. Milling and resurfacing requires cutting the existing asphalt surface down and applying a new coat of asphalt on top. Current Year Objectives: The following streets are recommended for resurfacing and re-striping: Hill Avenue NW from Ajax Drive NW to Lovejoy Road NW, Holmes Boulevard NW from Memorial Parkway NW to Wright Parkway NW, Marilyn Avenue NW from Rogers Street NW to Holmes Boulevard NW and L'Ombre Circle NE. Financial Information FUNDING SOURCES Funding Type Fund FY 2016-17 FY 2017-18 FY 2018-19 FY 2019-20 FY 2020-21 5-Year Total Comments 235,000 125,000 125,000 125,000 125,000 735,000 Local Option Fuel Tax Revenue - - 235,000 125,000 125,000 125,000 125,000 735,000 PROJECT EXPENSES Activity FY 2016-17 FY 2017-18 FY 2018-19 FY 2019-20 FY 2020-21 5-Year Total Comments 235,000 125,000 125,000 125,000 125,000 500,000 Locations based on CPI - - - - 235,000 125,000 125,000 125,000 125,000 735,000 Note: Totals for funding sources and project expenses must reconcile for each year. 194  REVENUE IMPACT (negative entries indicate a revenue reduction) Category FY 2016-17 FY 2017-18 FY 2018-19 FY 2019-20 FY 2020-21 5-Year Total Comments User Fees - Impact Fees - Other - Total - - - - - - OPERATING IMPACT (negative entries indicate a cost reduction) Category FY 2016-17 FY 2017-18 FY 2018-19 FY 2019-20 FY 2020-21 5-Year Total Comments Payroll - Operating - No operating impact Capital Outlay - Total - - - - - - Project Update/Carry-Over Status: Prior Year Activities Fiscal Year Activities Expense FY 2015-16 Holmes Blvd from Robinwood Drive to Beak Pkwy, Vista Street from Temple Avenue to Coral Drive, Rogers Street from Wright Pkwy to Jonquil Avenue 134,205 FY 2014-15 Baker Ave NW from Beal Parkway to Holmes Blvd NW, Adams Street NW from Jonquil Ave NW to Poulton Drive NW 67,436 FY 2013-14 Hooper Dr., Hollywood Blvd from Beal Pkwy. east to Chicago Ave. 80,312 FY 2012-13 Crosswalks & Stop Bars 4,330 FY 2011-12 Gilmore Ct, Eagle St, Victoria Pl, Leila Pl, Poulton Dr, Fleet St, Rodney Ave, Deal Ave, Cowrie Ave, Robinwood Dr, Fourth St, Forsman Dr, & Forsman Cir 128,411 414,694 195  Capital Improvement Project (CIP) Department & Division: Engineering & Utility Services CIP #: 5607 New Project Project Update CIP Title: Carson Drive SE & Third Street SE Streetscape Neighborhood: Investment Objective: Operational Impact: Objective: Provide pedestrian, stormwater, and beautification improvements to the along Carson Drive SE and Third Street SE Justification: Improve aging drainage infrastructure, fix uncompliant pedestrian access, asphalt repaving, lighting, and landscaping of right-of-way. Scope: Provide new sidewalk, drainage improvements, asphalt repaving, lighting, landscaping, and pedestrian access on Carson Drive SE and Third Street SE over a three (3) year period. Segment One (1) to be completed in FY 16-17 and scope includes improvments to Carson Drive SE from Hollywood to Third Street SE. Segment Three (3) to be completed in FY 17-18 and scope will include improvements on Third Street SE from Carson Drive SE to Harbeson Avenue SE. Segment Two (2) to be completed in FY 18-19 and will include improvements on Third Street SE from Harbeson Avenue SE to Beal Parkway SW. Current Year Objectives: Complete Segment One (1) of Carson Drive SE & Third Street SE Streetscape. Financial Information FUNDING SOURCES Funding Type Fund FY 2016-17 FY 2017-18 FY 2018-19 FY 2019-20 FY 2020-21 5-Year Total Comments 300,000 300,000 Segment One (1) 300,000 300,000 Segment Three (3) 300,000 300,000 Segment Two (2) 300,000 300,000 300,000 - - 900,000 PROJECT EXPENSES Activity FY 2016-17 FY 2017-18 FY 2018-19 FY 2019-20 FY 2020-21 5-Year Total Comments 300,000 - Segment One (1) 300,000 300,000 Segment Three (3) 300,000 300,000 Segment Two (2) - - 300,000 300,000 300,000 - - 900,000 Note: Totals for funding sources and project expenses must reconcile for each year. 196  REVENUE IMPACT (negative entries indicate a revenue reduction) Category FY 2016-17 FY 2017-18 FY 2018-19 FY 2019-20 FY 2020-21 5-Year Total Comments User Fees - Impact Fees - Other - Total - - - - - - OPERATING IMPACT (negative entries indicate a cost reduction) Category FY 2016-17 FY 2017-18 FY 2018-19 FY 2019-20 FY 2020-21 5-Year Total Comments Payroll - Operating - Capital Outlay - Total - - - - - - Project Update/Carry-Over Status: Prior Year Activities Fiscal Year Activities Expense FY 2015-16 FY 2014-15 FY 2013-14 FY 2012-13 FY 2011-12 - 197  Capital Improvement Project (CIP) Department & Division: Engineering & Utility Services - Water Operations (1310) CIP #: 5058 New Project Project Update CIP Title: Water Well Improvements Neighborhood: Investment Objective: Operational Impact: Objective: Aereator and Building Reabilitation of City Potable Well No. 2. Justification: Convert existing aereator to new forced draft aereator for hydrogen sulfide removal. Included in the Department budget provided. Scope: Remove existing aereator at well No. 2 and replace with a forced draft system adjacent to the building. Project also includes providing anew roof to the existing building. Current Year Objectives: Complete construction of new aereator and building. Financial Information FUNDING SOURCES Funding Type Fund FY 2016-17 FY 2017-18 FY 2018-19 FY 2019-20 FY 2020-21 5-Year Total Comments 300,000 300,000 Aereator & Building - - - 300,000 - - - 300,000 PROJECT EXPENSES Activity FY 2016-17 FY 2017-18 FY 2018-19 FY 2019-20 FY 2020-21 5-Year Total Comments 300,000 300,000 - - - - - 300,000 - - - 300,000 Note: Totals for funding sources and project expenses must reconcile for each year. 198  REVENUE IMPACT (negative entries indicate a revenue reduction) Category FY 2016-17 FY 2017-18 FY 2018-19 FY 2019-20 FY 2020-21 5-Year Total Comments User Fees - Impact Fees - Other - Total - - - - - - OPERATING IMPACT (negative entries indicate a cost reduction) Category FY 2016-17 FY 2017-18 FY 2018-19 FY 2019-20 FY 2020-21 5-Year Total Comments Payroll - Operating - Capital Outlay - Total - - - - - - Project Update/Carry-Over Status: Prior Year Activities Fiscal Year Activities Expense FY 2015-16 FY 2014-15 FY 2013-14 FY 2012-13 FY 2011-12 - 199  Capital Improvement Project (CIP) Department & Division: Engineering & Utility Services - Water Distribution (1340) CIP #: 5056 New Project Project Update CIP Title: Water Line Replacement Neighborhood: Investment Objective: Operational Impact: Objective: Replace Substandard Water Lines. Justification: Improved water pressure and fire protection. Included in the Department budget provided. 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 transite and over time these materials become brittle and tuberculation reduces the amount of flow and pressure available to customers. Also, the tuberculation can cause discolored water during times of fire hydrant flushing and water maintenance projects. Current Year Objectives: Replace substandard (both in size and material) water lines with new PVC or ductile iron mains for increased water flow and improved fire protection. The substandard water mains consist of galvanized iron or cast iron and over time these materials become brittle and tuberculation reduces the amount of flow and pressure available to customers. Also, the tuberculation can cause discolored water during times of fire hydrant flushing and water maintenance projects. Financial Information FUNDING SOURCES Funding Type Fund FY 2016-17 FY 2017-18 FY 2018-19 FY 2019-20 FY 2020-21 5-Year Total Comments 76,500 50,000 50,000 100,000 276,500 Operating Revenue - - - 76,500 50,000 50,000 100,000 276,500 PROJECT EXPENSES Activity FY 2016-17 FY 2017-18 FY 2018-19 FY 2019-20 FY 2020-21 5-Year Total Comments 76,500 76,500 Greenbrier Dr.Moriarty St.Oregon Dr 50,000 50,000 Morirarity St.,N Audrey Circle 50,000 50,000 Cape Drive, Yacht Club 50,000 50,000 Holmes 50,000 50,000 Sherry Cirle, Leah Miller - 76,500 50,000 50,000 100,000 276,500 Note: Totals for funding sources and project expenses must reconcile for each year. 200  REVENUE IMPACT (negative entries indicate a revenue reduction) Category FY 2016-17 FY 2017-18 FY 2018-19 FY 2019-20 FY 2020-21 5-Year Total Comments User Fees - No revenue impact Impact Fees - Other - Total - - - - - - OPERATING IMPACT (negative entries indicate a cost reduction) Category FY 2016-17 FY 2017-18 FY 2018-19 FY 2019-20 FY 2020-21 5-Year Total Comments Payroll - Operating - Preventative maintenance minimizes Capital Outlay - emergency repairs Total - - - - - - Project Update/Carry-Over Status: Prior Year Activities Fiscal Year Activities Expense FY 2015-16 FY 2014-15 FY 2013-14 FY 2012-13 FY 2011-12 - 201  Capital Improvement Project (CIP) Department & Division: Engineering & Utility Services - Water Distribution (1340) CIP #: 5057 New Project Project Update CIP Title: Water Line Replacement Neighborhood: Investment Objective: Operational Impact: Objective: Replace Substandard Water Lines. Justification: Improved water pressure and fire protection. Scope: Replace substandard (both in size and material) water lines with new PVC or ductile iron mains for increased water flow and improved fire protection. The substandard water mains consist of galvanized iron or cast iron and transite and over time these materials become brittle and tuberculation reduces the amount of flow and pressure available to customers. Also, the tuberculation can cause discolored water during times of fire hydrant flushing and water maintenance projects. Current Year Objectives: Replace substandard (both in size and material) water lines with new PVC or ductile iron mains for increased water flow and improved fire protection. The substandard water mains consist of galvanized iron or cast iron and over time these materials become brittle and tuberculation reduces the amount of flow and pressure available to customers. Also, the tuberculation can cause discolored water during times of fire hydrant flushing and water maintenance projects. Financial Information FUNDING SOURCES Funding Type Fund FY 2016-17 FY 2017-18 FY 2018-19 FY 2019-20 FY 2020-21 5-Year Total Comments 300,000 300,000 Operating Revenue - - - 300,000 - - - 300,000 PROJECT EXPENSES Activity FY 2016-17 FY 2017-18 FY 2018-19 FY 2019-20 FY 2020-21 5-Year Total Comments - 150,000 150,000 Cinco Bayou Water Line - 150,000 150,000 Carryover - - - - 300,000 - - - 300,000 Note: Totals for funding sources and project expenses must reconcile for each year. 202  REVENUE IMPACT (negative entries indicate a revenue reduction) Category FY 2016-17 FY 2017-18 FY 2018-19 FY 2019-20 FY 2020-21 5-Year Total Comments User Fees - No revenue impact Impact Fees - Other - Total - - - - - - OPERATING IMPACT (negative entries indicate a cost reduction) Category FY 2016-17 FY 2017-18 FY 2018-19 FY 2019-20 FY 2020-21 5-Year Total Comments Payroll - Operating - Preventative maintenance minimizes Capital Outlay - emergency repairs Total - - - - - - Project Update/Carry-Over Status: Prior Year Activities Fiscal Year Activities Expense FY 2015-16 FY 2014-15 FY 2013-14 FY 2012-13 FY 2011-12 - 203  Capital Improvement Project (CIP) Department & Division: Engineering & Utility Services / Sewer Collection (1350) CIP #: 5032 New Project Project Update CIP Title: Sewer System Grouting & Lining Neighborhood: Investment Objective: Operational Impact: Objective: Grout & Line Sewer Lines Justification: Improved grouting and lining helps prevent inflow and infiltration and decreases treatment costs, stop-ups, and emergency repairs or sanitary sewer outflows. Included in the Department budget provided. Scope: The City has 110 miles of sewer lines, with a majority of the lines consisting of clay pipe. Clay and unlined cast iron pipe are susceptible to root intrusion, offset joints and cracking due to the brittleness of the material. These problems allow a significant amount of inflow and infiltration and debris into the wastewater system, which can eventually result in stop-ups and possibly sanitary sewer overflows. Prior to performing the rehabilitation, mains and manholes are inspected via closed-circuit television and monitored for leaks and other problems. The rehabilitation techniques include cured-in-place pipe lining, epoxy- or urethane-based manhole lining, and chemical root treatment. Current Year Objectives: Locations based on upon video reports, maintenace, and flow monitoring. Determination if line is to be replaced or lined will come from staff evaluations. Financial Information FUNDING SOURCES Funding Type Fund FY 2016-17 FY 2017-18 FY 2018-19 FY 2019-20 FY 2020-21 5-Year Total Comments 200,000 200,000 200,000 200,000 200,000 1,000,000 - - 200,000 200,000 200,000 200,000 200,000 1,000,000 PROJECT EXPENSES Activity FY 2016-17 FY 2017-18 FY 2018-19 FY 2019-20 FY 2020-21 5-Year Total Comments 200,000 200,000 200,000 200,000 200,000 800,000 - - - - 200,000 200,000 200,000 200,000 200,000 1,000,000 Note: Totals for funding sources and project expenses must reconcile for each year. 204  REVENUE IMPACT (negative entries indicate a revenue reduction) Category FY 2016-17 FY 2017-18 FY 2018-19 FY 2019-20 FY 2020-21 5-Year Total Comments User Fees - No revenue impact Impact Fees - Other - Total - - - - - - OPERATING IMPACT (negative entries indicate a cost reduction) Category FY 2016-17 FY 2017-18 FY 2018-19 FY 2019-20 FY 2020-21 5-Year Total Comments Payroll - Operating (150,000) (150,000) (150,000) (150,000) (150,000) (750,000) Inflow & infiltration can increase the City's wastewater Capital Outlay - treatment bill by as much as $150K/mo during a rainy month Total (150,000) (150,000) (150,000) (150,000) (150,000) (750,000) Project Update/Carry-Over Status: All prior year objectives are completd. Prior Year Activities Fiscal Year Activities Expense FY 2015-16 FY 2014-15 FY 2013-14 FY 2012-13 FY 2011-12 - 205  Capital Improvement Project (CIP) Department & Division: Engineering & Utility Services / Sewer Collection (1350) CIP #: 5048 New Project Project Update CIP Title: Lift Station Rehabilitation Neighborhood: Investment Objective: Operational Impact: Objective: Construction of new City Lift Station No. 1 Justification: The existing City Lift Staion No. 1 is rapidly deteriorating and in a state of disrepair. The station is also located in a flood zone. Included in the Department budget provided. Scope: Build a new City lift station No. 1 and relocate it further north and out of the existing flood zone. Current Year Objectives: Complete construction and bring a new City Lift Station No. 1 online. Financial Information FUNDING SOURCES Funding Type Fund FY 2016-17 FY 2017-18 FY 2018-19 FY 2019-20 FY 2020-21 5-Year Total Comments 400,000 50,000 50,000 100,000 600,000 - - - 400,000 50,000 50,000 100,000 600,000 PROJECT EXPENSES Activity FY 2016-17 FY 2017-18 FY 2018-19 FY 2019-20 FY 2020-21 5-Year Total Comments 400,000 400,000 LS #1 50,000 50,000 LS #8 50,000 50,000 LS #22 50,000 50,000 LS #4 50,000 50,000 LS #11 - 400,000 50,000 50,000 100,000 600,000 Note: Totals for funding sources and project expenses must reconcile for each year. 206  REVENUE IMPACT (negative entries indicate a revenue reduction) Category FY 2016-17 FY 2017-18 FY 2018-19 FY 2019-20 FY 2020-21 5-Year Total Comments User Fees - No revenue impact Impact Fees - Other - Total - - - - - - OPERATING IMPACT (negative entries indicate a cost reduction) Category FY 2016-17 FY 2017-18 FY 2018-19 FY 2019-20 FY 2020-21 5-Year Total Comments Payroll - Operating - Preventative maintenance minimizes Capital Outlay - emergency repairs Total - - - - - - Project Update/Carry-Over Status: Prior Year Activities Fiscal Year Activities Expense FY 2015-16 FY 2014-15 FY 2013-14 FY 2012-13 FY 2011-12 - 207  Capital Improvement Project (CIP) Department & Division: Engineering & Utility Services / Sewer Collection (1350) CIP #: 5048 New Project Project Update CIP Title: Lift Station Rehabilitation Neighborhood: Investment Objective: Operational Impact: Objective: Construction of new City Lift Station No. 1 Justification: The existing City Lift Staion No. 22 needs to be rehabilitated do to the extreme proximity to SR 189 and a deteriorating structure. Scope: Knock down the existing lid of the lift station and install a new hatch, lid, guiderails and valve work. Current Year Objectives: Complete construction of the rehabiliation. Financial Information FUNDING SOURCES Funding Type Fund FY 2016-17 FY 2017-18 FY 2018-19 FY 2019-20 FY 2020-21 5-Year Total Comments 100,000 50,000 50,000 50,000 250,000 - - - 100,000 50,000 50,000 50,000 250,000 PROJECT EXPENSES Activity FY 2016-17 FY 2017-18 FY 2018-19 FY 2019-20 FY 2020-21 5-Year Total Comments 400,000 400,000 LS #1 100,000 100,000 LS#22 50,000 50,000 LS #8 50,000 50,000 LS #4 50,000 50,000 LS #11 - 500,000 50,000 50,000 50,000 650,000 Note: Totals for funding sources and project expenses must reconcile for each year. 208  REVENUE IMPACT (negative entries indicate a revenue reduction) Category FY 2016-17 FY 2017-18 FY 2018-19 FY 2019-20 FY 2020-21 5-Year Total Comments User Fees - No revenue impact Impact Fees - Other - Total - - - - - - OPERATING IMPACT (negative entries indicate a cost reduction) Category FY 2016-17 FY 2017-18 FY 2018-19 FY 2019-20 FY 2020-21 5-Year Total Comments Payroll - Operating - Preventative maintenance minimizes Capital Outlay - emergency repairs Total - - - - - - Project Update/Carry-Over Status: Prior Year Activities Fiscal Year Activities Expense FY 2015-16 FY 2014-15 FY 2013-14 FY 2012-13 FY 2011-12 - 209  Capital Improvement Project (CIP) Department & Division: Engineering & Utility Services / Sewer Collection (1350) CIP #: 5049 New Project Project Update CIP Title: Lift Station Rehabilitation Neighborhood: Investment Objective: Operational Impact: Objective: Construction of new City Lift Station No. 1 Justification: The existing City Lift Staion No. 8 needs to be replaced due to the outadated pumping system and brick structure. Scope: Build a new City lift station No. 8 and set a new wet well. Current Year Objectives: Complete construction and bring a new City Lift Station No. 8 online. Financial Information FUNDING SOURCES Funding Type Fund FY 2016-17 FY 2017-18 FY 2018-19 FY 2019-20 FY 2020-21 5-Year Total Comments 100,000 50,000 50,000 50,000 50,000 300,000 - - 100,000 50,000 50,000 50,000 50,000 300,000 PROJECT EXPENSES Activity FY 2016-17 FY 2017-18 FY 2018-19 FY 2019-20 FY 2020-21 5-Year Total Comments 400,000 - LS #1 100,000 100,000 LS #8 50,000 50,000 LS #22 50,000 50,000 LS #4 50,000 50,000 LS #11 500,000 50,000 50,000 50,000 - 650,000 Note: Totals for funding sources and project expenses must reconcile for each year. 210  REVENUE IMPACT (negative entries indicate a revenue reduction) Category FY 2016-17 FY 2017-18 FY 2018-19 FY 2019-20 FY 2020-21 5-Year Total Comments User Fees - No revenue impact Impact Fees - Other - Total - - - - - - OPERATING IMPACT (negative entries indicate a cost reduction) Category FY 2016-17 FY 2017-18 FY 2018-19 FY 2019-20 FY 2020-21 5-Year Total Comments Payroll - Operating - Preventative maintenance minimizes Capital Outlay - emergency repairs Total - - - - - - Project Update/Carry-Over Status: Prior Year Activities Fiscal Year Activities Expense FY 2015-16 FY 2014-15 FY 2013-14 FY 2012-13 FY 2011-12 - 211  Capital Improvement Project (CIP) Department & Division: Engineering & Utility Services / Sewer Collection (1350) CIP #: 5051 New Project Project Update CIP Title: Reclaimed Water System Neighborhood: Investment Objective: Operational Impact: Objective: Provide reclaimed water system improvements for irigation purposes. Justification: Provide a monitoring software to automatically fill the existing reuse tank at Wright Parkway. Included in the Department budget provided. Scope: Provide a valving, telemetry, and a supplemental source of water to get the City's reclaimed water infrastructure operational. Current Year Objectives: Complete construction of improvements. Financial Information FUNDING SOURCES Funding Type Fund FY 2016-17 FY 2017-18 FY 2018-19 FY 2019-20 FY 2020-21 5-Year Total Comments 200,000 200,000 200,000 200,000 - - 400,000 - - - 400,000 PROJECT EXPENSES Activity FY 2016-17 FY 2017-18 FY 2018-19 FY 2019-20 FY 2020-21 5-Year Total Comments 400,000 400,000 Construction fo new Improvmnts - - - - - 400,000 - - - 400,000 Note: Totals for funding sources and project expenses must reconcile for each year. 212  REVENUE IMPACT (negative entries indicate a revenue reduction) Category FY 2016-17 FY 2017-18 FY 2018-19 FY 2019-20 FY 2020-21 5-Year Total Comments User Fees - No revenue impact Impact Fees - Other - Total - - - - - - OPERATING IMPACT (negative entries indicate a cost reduction) Category FY 2016-17 FY 2017-18 FY 2018-19 FY 2019-20 FY 2020-21 5-Year Total Comments Payroll - Operating - Capital Outlay - Total - - - - - - Project Update/Carry-Over Status: Prior Year Activities Fiscal Year Activities Expense FY 2015-16 FY 2014-15 FY 2013-14 FY 2012-13 FY 2011-12 - 213  Capital Improvement Project (CIP) Department & Division: Engineering & Utility Services / Stormwater (1380) CIP #: 5019 New Project Project Update CIP Title: Stormwater Improvements Neighborhood: Investment Objective: Operational Impact: Objective: Replace and Improve Stormwater Infrastructure. Justification: Stormwater infrastructure ensures the proper quantity and quality of stormwater runoff, thereby protecting the health and safety of our citizens. Included in the Department budget provided. Scope: This program involves the replacement or improvement of stormwater infrastructure, and also serves to address water quanity/flooding as identified in the City's Stormwater Master Plan. Improvevemnts scheduled are for Anchors Street NW (area 84) and Kepner Drive NE & Smith Drive NE (area 24). Current Year Objectives: Stormwater Improvements as identified in the 5-year schedule listed in the City's Stormwater Master Plan. Financial Information FUNDING SOURCES Funding Type Fund FY 2016-17 FY 2017-18 FY 2018-19 FY 2019-20 FY 2020-21 5-Year Total Comments 200,000 450,000 450,000 450,000 450,000 2,000,000 250,000 250,000 60,000 60,000 510,000 450,000 450,000 450,000 450,000 2,310,000 PROJECT EXPENSES Activity FY 2016-17 FY 2017-18 FY 2018-19 FY 2019-20 FY 2020-21 5-Year Total Comments 510,000 - 450,000 450,000 TBD 450,000 450,000 TBD 450,000 450,000 TBD 450,000 450,000 TBD 510,000 450,000 450,000 450,000 450,000 2,310,000 Note: Totals for funding sources and project expenses must reconcile for each year. 214  REVENUE IMPACT (negative entries indicate a revenue reduction) Category FY 2016-17 FY 2017-18 FY 2018-19 FY 2019-20 FY 2020-21 5-Year Total Comments User Fees - No revenue impact Impact Fees - Other - Total - - - - - - OPERATING IMPACT (negative entries indicate a cost reduction) Category FY 2016-17 FY 2017-18 FY 2018-19 FY 2019-20 FY 2020-21 5-Year Total Comments Payroll - Operating (20,000) (20,000) (20,000) (20,000) (20,000) (100,000) No operating impact, but quality of life Capital Outlay - improvement for residents Total (20,000) (20,000) (20,000) (20,000) (20,000) (100,000) Project Update/Carry-Over Status: Prior Year Activities Fiscal Year Activities Expense FY 2015-16 FY 2014-15 FY 2013-14 FY 2012-13 FY 2011-12 - 215 216 Statistical Information HISTORY & PROFILE The City of Fort Walton Beach, Florida prides itself on being a small, family-oriented seaside community boasting a downtown area that was home to a significant prehistoric Native American community on the Gulf Coast of Northwest Florida. Situated at the junction of two major highways - US 98 (Miracle Strip Parkway) and SR 85 (Eglin Parkway) - Fort Walton Beach enjoys the benefits of its crossroads location along the coastal portion of the Northwest Florida regional transportation network. The City offers a full-service government providing police and fire protection; cultural and recreational activities including parks, a library, a museum, and two championship golf courses; planning and zoning; public works such as street, sidewalk, right-of-way, and cemetery maintenance; utilities service including water, sewer, and storm water; and garbage and recycling collection to a coastal community of 20,869 full-time residents. The City has an exciting and romantic history. As early as 600 B.C., Indian tribes were attracted to Fort Walton Beach from the Mississippi and Tennessee River Valleys and the Southeast Georgia coast. The beginning for the City occurred following the War Between the States when Alabama war veteran John Brooks selected a site of 111 acres where he built a three-room cabin in 1867. Other settlers soon followed. By 1884, the population of the area required establishment of a small schoolhouse. In 1902, the first hotel, Brooks House, was built along the sound and shortly thereafter the first post office was built in 1906. The Montgomery, Alabama, Maxwell Field military base developed an airfield in Fort Walton in 1933 on 137 acres of land and used it as a bombing and gunnery range. The most significant factor in the City's growth was the creation and later expansion, of that airfield, which is now Eglin Air Force Base (the largest military installation in the world) in 1937, the year the City Charter was adopted. Originally chartered as a municipality under the laws of the State of Florida, actual formation of the City was in 1941 when the Florida legislature First Schoolhouse officially named it the Town of Fort Walton. In 1953, the Florida Legislature granted the City a new charter at which time the name was changed to Fort Walton Beach. The name Walton originates from Colonel George Walton, who was Secretary of the East-West Florida Territory in 1822-26 and son of George Walton, signer of the Declaration of Independence and Governor of Georgia. The presence of the military base provided the key economic stimulus for the City's early growth, supplemented by the attractiveness of the location. The City enjoyed a substantial population and economic boom from the 1950's through the end of the 1970's. Subsequently, things started to slow down. The military base became less important to the City's economy than the growing tourism industry. In the late 1960’s and early 1970’s Fort Walton Beach began to experience a decline in economic prosperity, some of which can be attributed to the utility and transportation infrastructure getting older and commercial and residential structures becoming deteriorated. New development began to take place in the surrounding communities. The City, having nearly run out of developable land, started to focus attention on finding ways to induce private enterprise investment in the City and thus capturing a greater share of the local and regional market. The City’s premier gathering place along the Santa Rosa Sound has been the Fort Walton Landing Park since its purchase in 1986. Building upon that with the complete reconstruction of Brooks Street, including the Brooks Bridge Park in 2013, the City’s downtown waterfront was opened up to an extent never before realized and spurred economic growth downtown. Outside of downtown, the City completed construction of a new recreational complex, which has added to the attraction of the City. Downtown Redevelopment: Brooks Bridge Park Recreation Complex – opened Summer 2015 City of Fort Walton Beach, FL 217 Statistical Information DATE OF INCORPORATION: June 16, 1941 FORM OF GOVERNMENT: Council & Manager PAVED STREETS: 93.12 miles GEOGRAPHIC AREA: 7.41 square miles SIDEWALKS: 64.73 miles TAXABLE ASSESSED VALUE: $1,224,824,933 WATER & SEWER LINES: 283.67 miles CITY MILLAGE RATE: 5.7697 STORM DRAIN: 42.05 miles POPULATION: 20,869 POLICE STATIONS: 1 FIRE STATIONS: 2 EMPLOYEES: 349 positions, 295.58 FTE’s LIBRARIES: 1 MUSEUMS: 4 SWORN POLICE OFFICERS: 43 18-HOLE GOLF COURSES: 2 FIREFIGHTING PERSONNEL: 36 ACRES OF PARKS: 206 CITY NEIGHBORHOODS (un-shaded portions are not in the City limits) KENWOOD SOUTH BAYOU GARNIERS BEACH W.E. COMBS NORTHWEST OAKLAND FERRY PARK BEAL SEABREEZE PARKWAY ELLIOTT'S POINT EAST MIRACLE STRIP City of Fort Walton Beach, FL 218 Statistical Information BEAL PARKWAY CHARACTERISTICS: Mostly Residential, CRA District BOUNDARIES: The Beal Parkway Neighborhood includes much of the City’s central core. It includes all lands between Eglin Parkway and Beal Parkway north of Second Street and north of First Street west of Harbeson Avenue. It extends north to Hughes Street and also includes the properties that lie between Robinwood Drive and Beal Parkway and between First Street and Hollywood Boulevard. All parts of the Kelly Subdivision and First Addition to Kelly Subdivision in the area of Comet Street are also included. ATTRIBUTES AND QUALITIES: The Beal Parkway Neighborhood is home to the City's new Public Safety Complex housing police and fire services. The neighborhood includes most of the City's areas in need of code enforcement and rehabilitation activities. The area has one of the highest crime rates in the City. Not surprisingly, the City has targeted funds into this area from the HUD Community Development Block Grant (CDBG) program. Through diligent code enforcement and crime prevention activities, which are presently centered in the Police Department’s Community Policing Program, much progress has been made to improve conditions in this neighborhood. However, there are still many improvements needed. To meet those needs, the City’s Redevelopment Area was expanded to include this area in order to provide additional funding sources to remedy the blight in this area. Substantial land use changes encouraging mixed-uses and de-emphasizing heavy commercial activities will encourage expenditure of private capital in this area. New development is needed to infill parcels which developers have ignored due to lack of infrastructure, which is available in the newer neighborhoods of the City. EAST MIRACLE STRIP CHARACTERISTICS: Primarily Commercial, CRA District, Waterfront BOUNDARIES: The East Miracle Strip Neighborhood lies entirely within the Community Redevelopment Area. The boundaries are Elm Avenue extended to Choctawhatchee Bay to the east; Choctawhatchee Bay to the south; the common property line between the St. Simon’s Episcopal Church/The Boat Marina on south side of US 98 and Beal Parkway on the north side of US 98 to the west; and to the north following First Street from Beal Parkway east to Harbeson Avenue then Second Street and then east to Chicago Avenue. ATTRIBUTES AND QUALITIES: The East Miracle Strip Neighborhood is the former MainStreet area, also referred to as Downtown. This area encompasses the oldest areas of the City and, not surprisingly, is the location of most of the City’s historic structures and sites. Land use is primarily business, which caters to both the local population and the needs of tourists which cannot be met on Okaloosa Island. US 98 and Eglin Parkway (SR85) merge in this area often forming a traffic bottleneck at the foot of Brooks Bridge. The area is central to the redevelopment planning of the CRA and is seeing an upsurge in interest in the redevelopment of prime waterfront properties currently underdeveloped with older single family residences (many locally historic). National historic treasures located here include the Gulfview Hotel site and the Indian Temple Mound. This area includes most of the area forming the designated “Main Street” Program by the Florida Department of State in 1997. The City's museum and new library are also located in this neighborhood. ELLIOTT'S POINT CHARACTERISTICS: Residential, Waterfront BOUNDARIES: The Elliott's Point Neighborhood refers to the southeastern portion of the City. While Elliott’s Point Subdivision and subsequent additions to the original subdivision include lands north and south of Hollywood Boulevard east of Ferry Road, the neighborhood known as Elliott’s Point is that area south of Hollywood Boulevard and east of Chicago Avenue. The eastern and southern boundaries are Choctawhatchee Bay. ATTRIBUTES AND QUALITIES: The Elliott's Point Neighborhood is almost entirely comprised of residential land use. The waterfront properties are all single family residential as are the more eastern inland properties. The western properties are mostly multi- family residentially, although much of the Ocean City Subdivision portion of the neighborhood still exists as single family residential land use. Many of the city’s older homes and most prestigious newer homes are co-located in this neighborhood which is characterized by its Spanish moss-laden Oak trees which canopy the many streets. Unfortunately, many of the older frame vernacular homes are being razed for development of more modern homes rather than restored or improved, although some are receiving additions and a new coat of paint. There are no public schools located within this neighborhood that form a central public place, but there are several churches that serve as neighborhood gathering places. The neighborhood also features public parks like Villa Russ Park, which is surrounded by homes and is concealed from casual notice by passersby. Waterfront access is available at Hood Avenue, the end of Hollywood Boulevard, at Shore Drive east of Bay Drive, at the south end of Bay Drive and at Walkedge Drive where there is also a small boat ramp facility. FERRY PARK CHARACTERISTICS: Residential, Waterfront BOUNDARIES: The Ferry Park Neighborhood is located in the northeast corner of the main portion of the City. The boundaries are Cinco Bayou to the north; Choctawhatchee Bay to the east; Hollywood Boulevard to the south; and Vine Avenue, Buck Drive, Uptown Station, and the Town of Cinco Bayou to the west. ATTRIBUTES AND QUALITIES: The Ferry Park Neighborhood is comprised almost entirely of single-family residential homes from City of Fort Walton Beach, FL 219 Statistical Information the most prestigious to more modest dwellings. Everyone knows the prestigious names Sudduth Circle, Yacht Club Drive and Bay Drive. Unfortunately, the neighborhood includes several properties that are constantly on the list of code enforcement violations, properties that have not been properly maintained and therefore devalue the other well-maintained homes. This neighborhood surrounds the City’s Ferry Park/Docie Bass Recreation Center/Elliotts Point Elementary School Complex located at the intersection of Hughes Street with Ferry Road. Other prominent features include Goodthing Lake, formerly Lake Earl, a brackish body of water with a precarious outlet to Choctawhatchee Bay. Land uses also include a few residence-offices along Buck, Staff and Hospital Drives as well as the former hospital site, now an adult congregate living facility (ACLF) and the County Health Department Offices. There is also a small amount of neighborhood convenience commercial uses along Hollywood Boulevard in the southwestern corner of the neighborhood. At the end of Ferry Drive is the well-known Fort Walton Yacht Club, a private yacht club. GARNIER'S BEACH CHARACTERISTICS: Residential, Waterfront BOUNDARIES: The Garnier's Beach Neighborhood is somewhat isolated from the rest of the City. It lies between the unincorporated area of Okaloosa County known as Ocean City and Cinco Bayou (water body). The boundaries of this neighborhood are at South Street on the north, Choctawhatchee Bay on the east, Cinco Bayou on the South, and Cinco Bayou and Eglin Parkway on the west. The Town of Cinco Bayou lies immediately south of this neighborhood at the foot of the Cinco Bayou Bridge where Eglin Parkway crosses Cinco Bayou. ATTRIBUTES AND QUALITIES: The Garniers Beach Neighborhood is almost entirely comprised of the subdivision named Garniers Beach, which was platted in 1949-50 and is one of the oldest areas of the City. The residential area is small in size, just 247 houses. This neighborhood also includes a waterfront city park, Garniers Beach Park. Commercial uses include a house converted to an insurance office at the southeast corner of South Street and Eglin Parkway; a restaurant located at the southwest corner of Eglin Parkway and South Street; and Mariner Plaza Shopping Center. The neighborhood’s location makes it a wonderful hideaway from the hustle and bustle along Eglin Parkway. The area is similar to Bay Drive/Brooks Street in Elliott's Point in that it has large trees forming a canopy along most of its streets. While most of the homes are modest in size there has been a recent trend where homes are being resold, remodeled and enlarged, especially those facing the Bay and Bayou. KENWOOD CHARACTERISTICS: Primarily Residential BOUNDARIES: The Kenwood Neighborhood is bounded on the north by the U.S. Government’s Eglin Air Force Base Reservation; on the east by Chula Vista Bayou and Garnier's Bayou; on the south by Don’s Bayou, Racetrack Road and Bob Sikes Boulevard; and on the west by Denton Boulevard, Hospital Drive and Lewis Turner Boulevard. ATTRIBUTES AND QUALITIES: The Kenwood Neighborhood is one of the most desired residential locations in the City, blending the prestige of a golf course setting with the natural waterfront tranquility of Bass Lake and adjacent bayous. The City bought the land for the golf course from the Federal Government in the 1960’s for the purpose of providing active and passive recreation opportunities and open space. The City built and maintains two quality 18 hole courses, The Pines and The Oaks. The neighborhood is largely residential and is comprised of single family homes and multi-family complexes, Choctawhatchee high school , Pryor middle school, Kenwood elementary school, the City’s Golf Club, Fire Station #2, and Choctaw Plaza. This neighborhood represents the entire area located within the City limits in the area of the Golf Course and is often referred to as the “Golf Course Area”. Over the last few decades hundreds of properties have voluntarily annexed to the City forming the Kenwood Neighborhood as it is now constituted; however, there are substantial areas still located in unincorporated Okaloosa County adjacent to this neighborhood, meaning the problems created by irregular municipal boundaries will persist and the Kenwood Neighborhood will remain a distant mile and one-half from the nearest part of the original City limits. NORTHWEST CHARACTERISTICS: Primarily Residential BOUNDARIES: The Northwest Neighborhood is located in the northwest quadrant of the City. Its boundaries are Beal Parkway NW to the north; the Beal Parkway Neighborhood to the east; Jet Drive, Silva Drive, Willard Road and Holmes Boulevard to the south; and Wright Parkway to the west. ATTRIBUTES AND QUALITIES: The Northwest Neighborhood includes a full range of land use types. Most of the land is comprised of single family residential homes in subdivisions. There are also some multiple family projects primarily located on the fringes of the neighborhood along collector streets such as Wright Parkway and Robinwood Drive, and along Alabama Avenue. Strip commercial development is located along Beal Parkway lying south of its intersection with Yacht Club Drive. Heavy businesses, including moving companies, warehouses and automotive repair and servicing are located along Industrial Street and Hollywood Boulevard in the southeastern portion of the neighborhood. Silver Sands Elementary School is located in the Northwest Neighborhood. The neighborhood is well provided with recreation facilities such as Jet Stadium, Jet Drive Park, a neighborhood park which has active recreation facilities, and Memorial Drive Park which provides passive recreation opportunities. Three other parks provide 12.6 acres of additional open space, although they have not been developed. The Northwest Neighborhood also includes the City-owned Beal Memorial Cemetery and the U.S. Postal Service Office. The diversity of land use types has created some land use conflicts between single family residential areas and more intense commercial/industrial zoning and land use. The Northwest Neighborhood does contain some of the more desirable inland areas to reside in, such as Bayou Woods and Vesta Heights Subdivisions. It also contains some of the City of Fort Walton Beach, FL 220 Statistical Information areas which require attention by the City to see that properties are properly maintained. OAKLAND CHARACTERISTICS: Residential BOUNDARIES: The Oakland Neighborhood is bounded by Northwest Neighborhood to the east, Hollywood Boulevard and the City of Mary Esther to the south, the City of Mary Esther and Mary Esther Cutoff to the west, and Mary Esther Cutoff to the north. ATTRIBUTES AND QUALITIES: The Oakland Neighborhood’s predominant land use is detached single family residential homes in platted subdivisions. This neighborhood also has a number of multiple family projects, primarily zero-lot line and townhomes. Strip commercial development is located along Mary Esther Cutoff and that portion of Beal Parkway lying south of its intersection with Yacht Club Drive. Businesses, such as warehouses and automotive repair and servicing are located along Hollywood Boulevard in the eastern portion of the neighborhood. There is a small convenience commercial area along Wright Parkway north of Hollywood. Bruner Middle School is the only school located in this neighborhood. The neighborhood is well provided with recreation facilities such as Fred Hedrick Community Center, the Municipal Tennis Center and Oakland Heights School Athletic Fields. Cecelia Park is a mini-park that provides passive recreation opportunities. The Oakland Neighborhood also includes the City’s Public Works Maintenance Yard located on Hollywood Boulevard between Jet Drive and Memorial Parkway and Liza Jackson Charter School. SEABREEZE CHARACTERISTICS: Mixed Zoning, Waterfront BOUNDARIES: The Seabreeze Neighborhood extends from Hollywood Boulevard on the north, Bass Avenue and Robinwood Drive to the east, Santa Rosa Sound on the south, and the City of Mary Esther on the west. ATTRIBUTES AND QUALITIES: The Seabreeze Neighborhood is one of the most diverse neighborhoods relative to land use, including single family residential in the Santa Rosa Park, Seabreeze and Santasia Park Subdivisions, multiple family residential in the Fountainhead and Jackson Trail Apartment Complexes, professional offices in complexes like Paradise Village, highway commercial uses like the restaurants, hotel/motels and new car dealerships, light industrial uses like the United Parcel Service and Keego Brick; and utilities like Gulf Power Company. There is an abundance of public and quasi-public land uses such as schools (Edwins Elementary and Fort Walton Beach High) and churches (St. Mary’s Catholic, First Church of Christian Science, Holy Trinity Lutheran Church, Nazarene Church, and the Seventh Day Adventists). St. Mary’s also has a parochial school for First through Eighth grades. Public parks include Liza Jackson Park and the Memorial Park/Senior Citizens Center. SOUTH BAYOU CHARACTERISTICS: Residential, Waterfront BOUNDARIES: The South Bayou Neighborhood's southern boundary is the major arterial road Beal Parkway NW. The eastern boundary is where the City limits abut those of the Town of Cinco Bayou. To the west lies unincorporated Okaloosa County near where Mary Esther Cutoff (SR 393) intersects Beal Parkway. ATTRIBUTES AND QUALITIES: The South Bayou Neighborhood is one of the most prestigious in the City. Many fine homes are located along the waterfront on large lots at the end of the numerous cul-de-sacs. Most of the streets begin at Beal Parkway and wind toward the waterfront. This area also has a nice tree canopy along many of the streets. There are several passive parks located throughout the neighborhood, Briarwood Park, Mimosa Park and Ewing Park. The neighborhood is almost entirely composed of single family detached residential subdivisions. The lone exception is a small commercial area located at Howell Drive/Beal Parkway comprising an office for a cellular phone company and a medical office. W.E. COMBS CHARACTERISTICS: Primarily Commercial BOUNDARIES: The Combs-New Heights Neighborhood is comprised largely of the City’s Commerce and Technology Park. It is bounded on the north by unincorporated Okaloosa County, on the east by the Sylvania Heights area of Okaloosa County and Mary Esther Cut-Off, on the south by the City of Mary Esther and to the west by Hurlburt Field, which is part of the Eglin Air Force Base Complex. ATTRIBUTES AND QUALITIES: The Combs-New Heights Neighborhood includes Combs-New Heights elementary school, which gives the neighborhood its name, and dates to the 1950’s and 1960’s when most of the residential areas were platted. These subdivisions were annexed to the City by special election for large areas and by individual voluntary requests during the early 1960’s. The residential area is a quiet area which lies between Gap Creek and Lovejoy Road and until the early 1990’s had no sanitary sewer or paved roads. The residential area’s proximity to the industrial and heavy business area to the south and west as well as the very rundown unincorporated area, Sylvania Heights, located to the east, provides a myriad of incompatible land uses. Hurlburt Arms, a multifamily subdivision/apartment complex, is an enclave that lies between Mary Esther on the south, east and west, and the City’s Industrial Park on its north, near Anchors Street. A large portion of this neighborhood is industrial, warehousing and wholesaling enterprises, which were developed on land owned and strictly controlled by the City from the1960’s until 1994. Most of the industrially zoned lands are developed although there are still several tracts that have never been sold. City of Fort Walton Beach, FL 221 Statistical Information LOCATION Jacksonville Fort Walton Beach Tallahassee Orlando Tampa Miami WEATHER Summer Temp. 83°F Winter Temp. 61°F Annual Rainfall 62” LOCAL AREA ECONOMY Top 10 Employers Employer Product/Service Employees * USAF – Eglin Air Force Development Test Center 19,754 ** USAF – Hurlburt Air Force Special Ops Command 10,236 Okaloosa County School District Education Services 3,322 Okaloosa County *** Local Government Services 1,479 Jacobs Technology – TEAS Group Military Technical Support 1,000 Fort Walton Beach Medical Center Medical Services 1,000 Lockheed Martin Corporation Military Technical Support 800 InDyne Inc. Military Technical Support 800 Northwest Florida State College Education Services 722 L-3 Crestview Medical Center Military Technical Support 600 *Includes military, civilian, and contractor personnel **Includes military and civilian personnel ***Includes County Commission, Clerk of Court, Property Appraiser, Sheriff, Supervisor of Elections, and Tax Collector Non-Agricultural Employment by Industry Federal Government, 8.5% State & Local Government, 11.6% Other Services, 4.7% Mining, Logging, & Construction, 5.7% Leisure & Hospitality, 20.7% Manufacturing, 3.5% Trade, Transportation, & Utilities, 19.6% Education & Health Services, 11.5% Information, 1.0% Professional & Business Financial Activities, Services, 14.5% 6.3% City of Fort Walton Beach, FL 222  Statistical Information DEMOGRAPHICS FWB Population by Race FWB Age Distribution 100% Two or More Races 4500 90% Native Hawaiian or Pacific 4000 Islander American Indian or Alaka 80% 3500 Native Asian 70% 3000 Hispanic or Latino 60% 2500 People Black 50% 2000 White 40% 1500 30% 1000 20% 500 10% 0 Under 10 10-19 20-29 30-39 40-49 50-59 60-64 65+ 0% FWB Population Housing Units 22000 20000 18000 Owner Occupied, 16000 5442, 59% 14000 People 12000 10000 8000 6000 4000 Renter Occupied, 2000 3724, 41% 0 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 Median Income by Florida County (in thousands) $75 $60 $45 $30 $15 $0 Taylor Indian River Citrus Pinellas Columbia Dixie Okeechobee Lafayette Lee Lake Orange Osceola Seminole Charlotte Manatee Okaloosa Monroe Marion Desoto Hendry Levy Madison Washington Bradford Polk Hamilton Martin Jackson Union Liberty Broward Palm Beach Bay Hernando Hillsborough Pasco Walton Brevard Jefferson Leon Gadsden Putnam Duval Gilchrist Gulf Flagler Sumter Baker Collier Highlands Glades Holmes St. Johns Hardee Suwannee Volusia St. Lucie Miami-Dade Sarasota Escambia Santa Rosa Alachua Wakulla Calhoun Franklin Clay Nassau City of Fort Walton Beach, FL 223 Statistical Information PROPERTY TAXES Taxable Assessed Value Comparison (in millions) $5,000 $4,500 $4,000 $3,500 $3,000 $2,500 $2,000 $1,500 $1,000 $500 $0 Cinco Bayou Crestview Destin Fort Walton Laurel Hill Mary Esther Niceville Shalimar Valparaiso Beach 2013 2014 2015 2016 2017 Property Tax Burden Comparison for Okaloosa County’s Residents Total Ad Valorem Municipality Millage Taxable Value Population per Capita Laurel Hill 14.2476 $16.3M 561 $387 Valparaiso 16.2476 $207.8M 5,263 $610 Crestview 18.5942 $984.4M 23,438 $756 Mary Esther 15.7476 $272.9M 4,077 $1,031 Niceville 14.4476 $980.2M 13,489 $996 Fort Walton Beach 16.5173 $1224.7M 20,811 $942 Shalimar 15.1476 $93.3M 742 $1,853 Cinco Bayou 16.1476 $49.4M 401 $1,956 Destin 13.2476 $4509.9M 18,131 $3,130 Okaloosa County* 14.4966 $15039.8M 200,895 $1,085 *Multiple fire districts serve the unincorporated areas, with varying millage rates Fort Walton Beach is the only full-service city, providing police, fire, water & sewer, garbage, and stormwater services along with recreational programs, senior center, library, museums, and two 18-hole golf courses. Top 10 Fort Walton Beach Taxpayers – 2015 Taxpayer Total Taxable Value Percentage Gulf Power Co. $ 18,499,034 1.56% Suso 2 Uptown, LP 14,301,585 1.21% Cox Communications Gulf Coast, LLC 7,109,751 0.60% 99 Eglin LTD 6,071,883 0.51% Pacifica Walton Beach, LLC 5,780,686 0.49% Fort Walton Machining, Inc. 5,379,463 0.45% Embarq Corp. 5,308,013 0.45% DRS Training & Control 4,984,551 0.42% FNBT.COM Bank 4,850,426 0.41% HSU Paul S & Majes 4,673,005 0.39% $ 76,958,397 6.49% Other Taxpayers $ 1,108,852,681 93.51% Total Taxable Assessed Value $ 1,185,811,078 100.00% City of Fort Walton Beach, FL 224 Statistical Information SELECT FEE SCHEDULES Water & Wastewater Rates Effective October 1, 2016 (1,2) Residential Commercial Monthly Water Rates (3) (3) Res 2014-21 10/28/14 Inside Outside Inside Outside (4) Lifeline Rate $10.67 $13.34 $10.67 $13.34 No Change Res 2014-21 10/28/14 Monthly Base Charge, Meter Size: Res 2014-21 10/28/14 3/4" $10.67 $13.34 $10.67 $13.34 No Change Res 2014-21 10/28/14 1.0" $10.67 $13.34 $10.67 $13.34 No Change Res 2014-21 10/28/14 1.5" $14.50 $18.13 $14.50 $18.13 No Change Res 2014-21 10/28/14 2.0" $24.64 $30.80 $24.64 $30.80 No Change Res 2014-21 10/28/14 3.0" $37.55 $46.94 $37.55 $46.94 No Change Res 2014-21 10/28/14 4.0" $46.93 $58.66 $46.93 $58.66 No Change Res 2014-21 10/28/14 6.0" $74.65 $93.31 $74.65 $93.31 No Change Res 2014-21 10/28/14 8.0" & 10.0" $111.87 $139.84 $111.87 $139.84 No Change Res 2014-21 10/28/14 Multi-Residential / Multi-Commercial, $7.90 $9.88 $7.90 $9.88 No Change Res 2014-21 10/28/14 Additional per Unit (3) Gallonage Rate-per 1,000 gallons per unit Inside Outside Res 2014-21 10/28/14 Block 1 (0-2,000) Included in Monthly Base Charge No Change Res 2014-21 10/28/14 Block 2 (2,001 - 4,000) $3.18 $3.98 No Change Res 2014-21 10/28/14 Block 3 (4,001 - 8,000) $3.89 $4.86 No Change Res 2014-21 10/28/14 Block 4 (8,001 +) $5.83 $7.29 No Change Res 2014-21 10/28/14 (2) Monthly Wastewater Rates Residential Commercial Res 2014-21 10/28/14 (4) Lifeline Rate $23.39 $28.07 No Change Res 2014-21 10/28/14 (6) + Diminishing Charge $ 0.38 $0.38 $ 0.38 $0.38 Res 2014-21 10/28/14 (4) Total Lifeline Rate $23.77 $28.45 No Change Res 2014-21 10/28/14 Monthly Base Charge $23.39 $28.07 No Change Res 2014-21 10/28/14 (6) + Diminishing Charge $ 0.38 $0.38 $ 0.38 $0.38 Res 2014-21 10/28/14 Monthly Base Charge $23.77 $28.45 No Change Res 2014-21 10/28/14 (4,5) Gallonage Rate-per 1,000 gallons per unit Res 2014-21 10/28/14 Block 1 (0-2,000) Included in Monthly Base Charge No Change Res 2014-21 10/28/14 Block 2 (2,001 +) $7.35 $8.82 No Change Res 2014-21 10/28/14 (6) + Diminishing Charge $0.38 $0.38 $0.38 $0.38 Res 2014-21 10/28/14 Block 2 (2,001 +) $7.73 $9.20 No Change Res 2014-21 10/28/14 (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 (3) (4) (5) billed according to meter size and unit count; Outside City surcharge of 25% for water; Single family residence with less than 2,000 gallons per month; Residential service capped at 16,000 gallons per unit. Diminishing charge is adjusted annually and is used for capital projects in the wasterwater operations. City of Fort Walton Beach, FL 225 Statistical Information Basic Garbage Rates Residential: Garbage Tipping* Total One Container $10.60 $6.45 $17.05 Res 2013-2 01/08/13 Two Containers $21.20 $12.80 $34.00 Res 2013-2 01/08/13 Residential Dumpsters, Individual meters $10.60 $6.45 $17.05 Res 2013-2 01/08/13 Commercial: One Container $28.60 $7.25 $35.85 Res 2013-2 01/08/13 Two Containers $57.20 $14.55 $71.75 Res 2013-2 01/08/13 Sharing Dumpster (Minimum charge) $28.60 $7.25 $35.85 Res 2013-2 01/08/13 2 Cubic Yards: 2 Cubic Yards, 2 x week $60.70 $52.40 $113.10 Res 2013-2 01/08/13 2 Cubic Yards, 3 x week $91.05 $78.50 $169.55 Res 2013-2 01/08/13 2 Cubic Yards, 4 x week $121.45 $104.55 $226.00 Res 2013-2 01/08/13 2 Cubic Yards, 5 x week $151.75 $130.70 $282.45 Res 2013-2 01/08/13 2 Cubic Yards, 6 x week $182.10 $156.80 $338.90 Res 2013-2 01/08/13 4 Cubic Yards: 4 Cubic Yards, 2 x week $85.70 $104.55 $190.25 Res 2013-2 01/08/13 4 Cubic Yards, 3 x week $128.55 $156.80 $285.35 Res 2013-2 01/08/13 4 Cubic Yards, 4 x week $171.40 $209.05 $380.45 Res 2013-2 01/08/13 4 Cubic Yards, 5 x week $214.25 $261.30 $475.55 Res 2013-2 01/08/13 4 Cubic Yards, 6 x week $257.10 $313.55 $570.65 Res 2013-2 01/08/13 6 Cubic Yards: 6 Cubic Yards, 2 x week $112.50 $156.80 $269.30 Res 2013-2 01/08/13 6 Cubic Yards, 3 x week $168.75 $235.20 $403.95 Res 2013-2 01/08/13 6 Cubic Yards, 4 x week $224.95 $313.55 $538.50 Res 2013-2 01/08/13 6 Cubic Yards, 5 x week $281.20 $391.90 $673.10 Res 2013-2 01/08/13 6 Cubic Yards, 6 x week $337.45 $470.35 $807.80 Res 2013-2 01/08/13 8 Cubic Yards: 8 Cubic Yards, 2 x week $135.70 $209.05 $344.75 Res 2013-2 01/08/13 8 Cubic Yards, 3 x week $203.55 $313.55 $517.10 Res 2013-2 01/08/13 8 Cubic Yards, 4 x week $271.40 $418.05 $689.45 Res 2013-2 01/08/13 8 Cubic Yards, 5 x week $339.25 $522.60 $861.85 Res 2013-2 01/08/13 8 Cubic Yards, 6 x week $407.10 $627.05 $1034.15 Res 2013-2 01/08/13 One time fee to change size of dumpster $25.00 Res 07-15 09/05/07 Compactor Commercial Rate x 3 x Bulk Container(s) Res 2012-3 02/14/12 *The Tipping Component of Fees will be adjusted based on the City's current contract with Allied Waste. Res 2013-2 01/08/13 Commercial Recycling Rates 4 Cubic Yards: Garbage Tipping* Total 4 Cubic Yards, 2 x week $112.70 $0.00 $112.70 Res 2012-6 03/27/12 4 Cubic Yards, 3 x week $169.00 $0.00 $169.00 Res 2012-6 03/27/12 4 Cubic Yards, 4 x week $225.35 $0.00 $225.35 Res 2012-6 03/27/12 4 Cubic Yards, 5 x week $281.70 $0.00 $281.70 Res 2012-6 03/27/12 6 Cubic Yards: 6 Cubic Yards, 2 x week $169.00 $0.00 $169.00 Res 2012-6 03/27/12 6 Cubic Yards, 3 x week $253.50 $0.00 $253.50 Res 2012-6 03/27/12 6 Cubic Yards, 4 x week $338.00 $0.00 $338.00 Res 2012-6 03/27/12 6 Cubic Yards, 5 x week $422.50 $0.00 $422.50 Res 2012-6 03/27/12 8 Cubic Yards: 8 Cubic Yards, 2 x week $225.35 $0.00 $225.35 Res 2012-6 03/27/12 8 Cubic Yards, 3 x week $338.00 $0.00 $338.00 Res 2012-6 03/27/12 8 Cubic Yards, 4 x week $450.70 $0.00 $450.70 Res 2012-6 03/27/12 8 Cubic Yards, 5 x week $563.35 $0.00 $563.35 Res 2012-6 03/27/12 Contaminated Load Fee (per dump) - 4 CY $20.00 $31.20 $51.20 Res 2013-2 01/08/13 Contaminated Load Fee (per dump) - 6 CY $20.00 $56.10 $76.10 Res 2013-2 01/08/13 Contaminated Load Fee (per dump) - 8 CY $20.00 $87.20 $107.20 Res 2013-2 01/08/13 City of Fort Walton Beach, FL 226 Statistical Information FIVE-YEAR FINANCIAL FORECASTS General Fund Budget (in millions) $22 $20 $18 $16 $14 $12 $10 $8 $6 $4 $2 $0 2014-15 Budget 2015-16 Budget 2016-17 Estimated 2017-18 Estimated 2017-18 Estimated Personnel Operating Capital Other Revenue Revenue City of Fort Walton Beach, FL 227 Statistical Information City of Fort Walton Beach, FL 228 
    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 229  level and must be met for each individual fund budgeted. This differs from a “structurally balanced budget”, which requires recurring revenues to equal or exceed recurring expenditures. BEAL MEMORIAL CEMETERY PERPETUAL CARE FUND Accounts for funds accumulated to meet the requirements of maintaining the City owned cemetery. BETTERMENT An addition to, or change in, a fixed asset other than maintenance, to prolong its life or increase its efficiency. The cost of the addition or change is added to the book value of the asset. BOND A method of issuing debt for the purpose of raising capital, with a term of more than one year and usually with a fixed interest rate. BUDGET A plan of financial operation embodying an estimate of proposed expenditures for a given period of time and the proposed means of financing them. BUDGET AMENDMENT An increase or decrease in the total adopted budget amount. This must be accomplished by an Ordinance approved by the City Council. BUDGET BASIS All funds are budgeted on a cash basis. However, financial statements reflect modified accrual for governmental funds full accrual for proprietary funds. During the year, the City’s accounting system is maintained on the same basis as the adopted budget, which enables department budgets to be easily monitored through the accounting system. The major difference between the budget and GAAP for governmental funds is that certain expenditures (e.g. compensated absences and depreciation) are not recognized for budgetary purposes, but are recorded in the accounting system at year-end. For enterprise funds, the difference between this budget and GAAP is that debt principal payments and capital outlay (i.e. fixed assets) are budgeted as expenditures for budgetary purposes, but depreciation and compensated absences are shown on the financial statements. Staff believes this provides a better day-to-day financial plan. However, all activity is recorded in the accounting system at year-end in accordance with GAAP. BUDGET RESIDUALS Excess budget funds transferred out of an account by the Finance Department once the budgeted expense has been incurred (e.g. capital purchase, maintenance contract). Reallocation of these funds requires City Manager approval. BUDGET TRANSFER A reallocation of funds among line items, within the same fund, with the approval of the City Manager or designee. CAPITAL EXPENDITURE An expenditure affecting the government’s general fixed assets. Capital expenditures are classified as either a capital outlay or capital improvement program. CAPITAL IMPROVEMENT PROGRAM (CIP) A five-year planning and budgeting tool that identifies the acquisition, construction, 230  replacement, or renovation of facilities and infrastructure with a value greater than $25,000 and a useful life of ten years or more. CIP’s may be recurring (e.g. street resurfacing) or non-recurring (e.g. construction of a new park). CAPITAL OUTLAY Generally, a capital outlay item may be defined as an item valued between $500 and $25,000 with a life expectancy of less than 10 years. Capital outlay includes furniture, equipment, and vehicles needed to support the operation of the City’s programs, minor construction projects, landscaping projects, and facility repairs. However, for purposes of budgeting, staff has combined small projects into a CIP when collectively they relate to an overall improvement program or project for a facility or system. For example, the repair of bleachers, batting cages, and lighting at the Softball Complex may be part of a CIP for the renovation of the facility, even though individually the specific items do not meet the CIP threshold. CAPITAL PROJECT There are two types of capital expenditures: infrastructure projects and operating programs. Capital projects are addressed in the CIP and generally include major fixed assets or infrastructure with long-term value, such as buildings, roads, and parks. Capital project costs include all expenditures related to planning, design, equipment, and construction and may involve some form of debt financing. CAPITAL PROJECTS FUND Accounts for the planned capital improvements to municipal facilities and infrastructure construction. CASH BASIS A basis of accounting under which revenues are recognized when cash is received and expenses are recognized when cash is paid. CODE ENFORCEMENT BOARD (CEB) Enforces the provisions of the City code and ordinances (i.e. building maintenance, grass height, signage). The board has the authority to impose administrative fines and other non- criminal penalties. The seven members of the board must be residents of the City of Fort Walton Beach and are appointed to three-year terms. The members are limited to two successive terms. The board meets the second Wednesday of each month at 4 PM in the Council Chambers at City Hall. COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) FUND Accounts for funding from the Federal government to provide services to the citizens with a financial need. These services include providing funding to area non-profit social service organizations, rehabilitating single-family homes, and clearing dilapidated structures. COMMUNITY DEVELOPMENT SERVICES (CDS) A City department providing overall direction and supervision of building inspections, code enforcement, planning, zoning, CDBG, and CRA. COMMUNITY REDEVELOPMENT AGENCY (CRA) A public organization that works to improve a specific area (called a Community Redevelopment District) in a community through redevelopment and economic investment. The targeted area must meet the state definition of "slum and blight," which includes 14 conditions such as deteriorating buildings, lack of parking and sidewalks, inadequate roadways, faulty lot layout, flooding problems, and outdated building patterns. 231 COMMUNITY REDEVELOPMENT AGENCY (CRA) BOARD Oversees redevelopment projects and recommends infrastructure improvements within the CRA district. The board endeavors to implement specific projects to encourage redevelopment within the CRA district. The board has seven members who are appointed to four-year terms. Members must either reside in the City or be engaged in business in the CRA district and are limited to two successive terms. The commission meets the first Wednesday of each month at 5:30 PM in the Council Chambers at City Hall. COMMUNITY REDEVELOPMENT AGENCY (CRA) FUND A “discretely presented component unit” that accounts for the revenues and expenditures associated with the CRA. COMPREHENSIVE ANNUAL FINANCIAL REPORT (CAFR) An audited financial report prepared annually per Florida State Statute 218.32. COMPREHENSIVE LAND DEVELOPMENT PLAN A comprehensive plan which “guides public capital investments, other public fiscal policies, operating policies of the Fort Walton Beach government, and the future use of land in the City” per the Local Government Comprehensive Planning and Land Development Regulation Act (Chapter 163, Florida Statutes). The City’s comprehensive plan may be amended up to twice a year and must be evaluated and updated every five years. The plan must address the following elements: Future Land Use; Traffic Circulation; Sanitary Sewer, Solid Waste, Drainage, Potable Water, and Natural Groundwater; Parks, Recreation, and Open Space; Aquifer Recharge; Capital Improvements; Coastal Management; Conservation; Intergovernmental Coordination; and Housing Element. CONNECTION FEE A fee charged to join or to extend an existing utility system. CONTINGENCIES Funds that do not have an identified purpose and are budgeted for unanticipated or emergency purchases or repairs. The State of Florida allows up to a maximum of 10% of anticipated revenues to be allocated toward contingencies. DEBT CAPACITY The amount of debt that can be repaid in a timely manner without forfeiting financial viability. Includes the determination of the appropriate limit to the amount of long-term debt that can remain outstanding at any point of time, as well as the total amount of debt that can be incurred. DEBT RATIO A financial ratio that indicates the percentage of assets that are financed via debt; the ratio of total debt (current and long-term) and total assets (current, fixed, and other). DEBT SERVICE FUND Accounts for the principle and interest payments of General Fund debt. DEPARTMENT A distinct operating unit within the City, normally contained within one fund, that may or may not be subdivided into divisions. DEPRECIATION A portion of the cost of a fixed asset, other than waste, charged as an expense during a 232  particular period. DISCRETELY PRESENTED COMPONENT UNIT In accordance with GASB 14, the City (primary government) is financially accountable if it appoints a voting majority of the component’s governing board and (1) it is able to impose its will on the organization or (2) there is a potential for the organization to provide specific financial benefit to or impose specific financial burden on the City. In addition, component units can be other organizations for which the nature and significance of their relationship with the primary government are such that exclusion would cause the reporting entity's financial statements to be misleading or incomplete. DIVISION A specialized component of a department. ENTERPRISE FUND Accounts for business-type activities of a government that are financed in whole or part by user fees, such as utilities, mass transit, and airports. EQUITY IN POOLED CASH Each fund’s proportionate share of the City’s investment and checking accounts is called equity in pooled cash. The City commingles each fund’s resources for practical and investment purposes, which is permissible by generally accepted accounting principles. EXPENDITURE A decrease in net financial resources. Expenditures include current operating expenses requiring the present or future use of net current assets, debt service, capital outlays, inter- governmental grants, entitlements, or shared revenues. EXPENSE A use of assets or incurrence of liabilities (or a combination of both) from delivering or producing goods, rendering services, or carrying out other activities that constitute the entity’s ongoing major or central operations. FIDUCIARY FUND Type of fund used to account for assets not available to support the government’s programs that are held in a trustee or agent capacity. Includes private-purpose trust, pension and other employee benefit trust, investment trust, and agency fund types. FISCAL YEAR The City’s budget year, which runs from October 1 to September 30. FORFEITURE An automatic loss of cash or other property as a penalty for not complying with legal provisions and as compensation for the resulting damages or losses. This term should not be confused with confiscation. The latter term designates the actual taking over of the forfeited property by the government. Even after property has been forfeited, it is not considered confiscated until the government claims it. FRANCHISE FEE A fee levied in proportion to gross receipts on business activities of all or designated types of businesses. FULL-TIME EQUIVALENT (FTE) One position funded for a full year. Either one full-time position funded at 40 hours/week for 52 weeks/year or multiple part-time positions whose funding equates to 40 hours/week 233  for 52 weeks/year. FUND A fiscal and accounting entity with a self-balancing set of accounts recording cash and other financial resources, together with all related liabilities and residual equities or balances, and changes therein, which are segregated for the purpose of carrying on specific activities or attaining certain objectives in accordance with special regulations, restrictions, or limitations. FUND BALANCE The difference between current financial assets and liabilities accounted for in a governmental fund; the net available financial resources externally or internally constrained as to use. Might be better described as a measure of liquidity rather than net worth. It attempts to measure how much would be left over at the end of the current fiscal year for the subsequent fiscal year’s budget were the government to budget in accordance with generally accepted accounting principles (GAAP). GASB 34 A new accounting standard issued by the Governmental Accounting Standards Board applicable to all state and local governments. Compliance with GASB 34 is necessary in the preparation of financial statements in accordance with Generally Accepted Accounting Principles. GENERAL FUND Accounts for primarily unrestricted resources and those resources not requiring reporting elsewhere. This fund exists from inception of the government throughout the government’s existence. GENERAL OBLIGATION BOND A bond for which payment is pledged based on the full faith and credit of the issuing government. GENERALLY ACCEPTED ACCOUNTING PRINCIPLES (GAAP) A uniform accounting and financial reporting system used by the City to accurately track all government expenditures, revenues, assets, and liabilities. GOLF ENTERPRISE FUND Accounts for the revenues and expenditures of the City’s golf course operations. GOVERNMENT FINANCE OFFICERS ASSOCIATION (GFOA) A professional association of state and local finance officers that has served the public finance profession since 1906. GOVERNMENTAL ACCOUNTING STANDARDS BOARD (GASB) An organization that establishes and improves the standards of state and local governmental accounting and financial reporting to produce meaningful information for users of financial reports. GOVERNMENTAL FUND Type of fund through which most governmental functions typically are financed and accounts for taxes, grants, and similar resources. Includes general, special revenue, capital projects, debt service, and permanent fund types. May be referred to as "source and use" funds. 234 IMPACT FEE Imposed on new construction in order to support specific new demands on a given service (i.e. streets, water lines, sewer lines, parks, police, fire). IMPROVEMENT OTHER THAN BUILDING An attachment or annexation to land that is intended to remain attached or annexed, such as sidewalks, trees, drives, tunnels, drains, and sewers. Sidewalks, curbing, sewers and highways are sometimes referred to as betterments, but the term “improvements” is preferred. INVESTMENT Most commonly, securities and real estate held for the production of revenues in the form of interest, dividends, rentals, or lease payments. The term does not include fixed assets used in government operations. LAW ENFORCEMENT TRUST and TRAINING FUNDS (LETFs) The Law Enforcement Trust Fund accounts for funds received from the sale of confiscated property that are used for drug enforcement. The Law Enforcement Training Fund accounts for funds received from court fines that are used for additional Police Department training. LEGAL DEBT LIMIT The State of Florida does not place a legal limit of debt on the municipalities. For general obligation debts greater than one year, the City must conduct a voter referendum process. Special revenue debt is pledged by a specific revenue source and limited by available revenue; therefore it is not subject to voter referendum. LEGISLATIVE COMMITTEE ON INTERGOVERNMENTAL RELATIONS Branch of the Department of Revenue that computes and published estimates for the following state-shared revenue sources: communication services tax, half-cent sales tax, local option fuel tax, and municipal revenue sharing. MACHINERY AND EQUIPMENT Property that does not lose its identity when removed from its location and is not changed materially or consumed immediately (i.e. within one year) by use. MAJOR FUND Any fund constituting 10% or more of the appropriated budget, and typically presented separately on summary charts. METROPOLITAN STATISTICAL AREA (MSA) A core area containing a substantial population nucleus, together with adjacent communities having a high degree of social and economic integration with that core. The Fort Walton Beach MSA includes all of Okaloosa County. MILLAGE RATE A tax rate on property expressed in mills per dollar value of property. One mill equals $1 per $1,000 of assessed taxable property value. MODIFIED ACCRUAL BASIS OF ACCOUNTING A basis of accounting under which revenues are recognized in the accounting period in which they become both available and measurable and expenditures are recognized in the accounting period in which the fund liability is incurred, if measurable, except for unmatured interest on general long-term debt and certain similar accrued obligations, 235  which should be recognized when due. All governmental funds use the modified accrual basis of accounting. MUNICIPAL PLANNING BOARD (MPB) Acts in an advisory capacity to the City Council on rezoning and development regulations, and monitors the implementation of the City's Comprehensive Plan. The seven members serve four-year terms, must be City of Fort Walton Beach residents, and are limited to two successive terms. The board meets the first Thursday of each month at 5 PM in the Council Chambers at City Hall. MUNICIPALITY A political unit, such as a city, town, or village, incorporated for local self-government. NET ASSETS The difference between assets and liabilities accounted for in an enterprise fund. Might be described as a measure of net worth. It attempts to measure how much left over at the end of the current fiscal year for the subsequent fiscal year’s budget were the government to budget in accordance with generally accepted accounting principles (GAAP). NON-MAJOR FUND Any fund constituting less than 10% of the appropriated budget, and typically presented in the aggregate with like funds on summary charts. NON-OPERATING EXPENSE A fund expense not directly related to the fund’s primary activities. NON-OPERATING REVENUE A fund revenue incidental to or a by-product of the fund’s primary activities. NON-RECURRING EXPENSE A one-time expense, such as the purchase of a computer or a piece of equipment. OPERATING BUDGET A plan of current expenditures and the proposed means of financing them. The annual operating budget is the primary means by which most of the financing acquisition, spending, and service delivery activities of a government are controlled. OPERATING TRANSFER An inter-fund transfer other than a residual equity transfer (i.e. a legally authorized transfer from a fund receiving revenue to the fund through which the resources are to be expended). ORDINANCE A formal legislative enactment by the governing body of a municipality. If it is not in conflict with any higher form of law, such as state statute or constitutional provision, it has the full force and effect of law within the boundaries of the municipality to which it applies. Ordinarily, the statutes or charter will specify or imply those legislative actions that must be by ordinance and those that may be by resolution. The difference between an ordinance and a resolution is that the latter requires less legal formality and has a lower legal status. Revenue raising measures, such as the imposition of taxes, special assessments, and service charges, universally require ordinances. PAY AS YOU GO A type of financing whereby current revenues, taxes, and/or grants rather than long term debt are used to pay for capital improvements. 236 PAY AS YOU USE A type of financing whereby long term debt rather than current revenues is used to pay for capital improvements. PERSONAL SERVICES The combination of regular wages, overtime, incentive pay, social security, Medicare, and benefits including deferred compensation, retirement, insurance (dental, health, & life), and worker’s compensation. PLAN FOR NEIGHBORHOOD ACTION (PNA) The action plan developed by each neighborhood in response to the issues and concerns brought forward by that particular neighborhood in the Great Neighborhoods Partnership Program. The PNA’s are then placed in the future land use element of the City’s Comprehensive Plan Directions. PRO FORMA A financial statement for an enterprise fund that illustrates projected cash flows and changes in net assets. Pro forma statements may be used to demonstrate the expected effect of proposed changes to revenues or expenses on the fund’s financial viability. Lenders require such statements to structure or confirm compliance with debt covenants such as debt service reserve coverage and debt to equity ratios. PROPRIETARY FUND Type of fund used to account for a government's ongoing organizations and activities which are similar to those often found in the private sector. Fund types include enterprise and internal service funds. May be referred to as "income-determining" funds. PUBLIC SAFETY The combination of Police and Fire services. RECURRING EXPENSE An expense incurred year after year, such as a maintenance contract for software or equipment. REFUND To pay back or allow credit for an amount due to an over collection or the return of an object sold. RESOLUTION A special or temporary order of a legislative body; an order of a legislative body requiring less legal formality than an ordinance or statute. REVENUE An increase in the net current assets of a fund from sources other than expenditure refunds and residual equity transfers. REVENUE BOND A bond whose principal and interest are payable exclusively from earnings of an enterprise fund. ROLL-BACK RATE The millage rate that will provide the same ad Valorem tax revenue for the taxing authority as was levied during the prior year, exclusive of new construction, additions to structures, deletions, increases in the value of improvements that have undergone a substantial rehabilitation which increased the assessed value of such improvements by at least 100 237  percent, and property added due to geographic boundary changes. SANITATION ENTERPRISE FUND Accounts for the revenues and expenditures of the City’s solid waste and recycling operations. “SAVE OUR HOMES” A Florida constitutional amendment approved by voters in 1992 that provides a $25,000 exemption and limits the amount a homestead property can increase in value on the tax rolls each year. The law limits value increases to three percent or a figure equal to the Consumer Price Index - whichever is less. SHARED REVENUE Revenue levied by one government but shared on a predetermined basis, often in proportion to the amount collected at the local level, with another government or class of governments. SPECIAL PROJECT CARRY-OVER A project carried forward to the next fiscal year due to incompletion. The project was originally budgeted in the year appropriated, so appropriation is likewise carried forward. SPECIAL REVENUE FUND Accounts for resources restricted by law or contract for specific purposes. The fund exists only for the life of the restriction. STATUTE A written law enacted by a duly organized and constituted legislative body. STORMWATER ENTERPRISE FUND Accounts for the revenues and expenditures of the City’s stormwater operations. STRUCTURALLY BALANCED BUDGET Recurring revenues equal or exceed recurring expenditures. This differs from a “balanced budget”, which allows the use of fund balance in the event expenditures exceed revenues. TAX INCREMENT FINANCING (TIF) Florida law allows the use of tax increment financing (TIF) to fund specific public improvement projects in the CRA area. The TIF is determined by the growth in the assessed value of taxable property in the CRA area from the base year to the current tax year and multiplied by the current tax rate for the City and County. TRUTH IN MILLAGE (TRIM) A uniform method for calculating and reporting ad Valorem tax rates in accordance with Chapter 200 of the Florida State Statutes. UTILITIES ENTERPRISE FUND Accounts for the revenues and expenditures of the City’s water and sewer operations. WORKING CAPITAL The difference between current assets and current liabilities reported in a proprietary fund. This measure indicates relative liquidity. 238     CAFR – Comprehensive Annual Financial Report CEB – Code Enforcement Board CDBG – Community Development Block Grant CDS – Community Development Services CIP – Capital Improvement Program CRA – Community Redevelopment Agency DOR – Department of Revenue FBC – Florida Building Code FRDAP – Florida Recreation and Development Assistance Program FDEP – Florida Department of Environmental Protection FTE – Full-Time Equivalent GAAP – Generally Accepted Accounting Principles GASB – Governmental Accounting Standards Board GFOA – Government Finance Officer’s Association LCIR – Legislative Committee on Intergovernmental Relations LDC – Land Development Code LETF – Law Enforcement Trust/Training Fund MPB – Municipal Planning Board MSA – Metropolitan Statistical Area NPDES – National Pollutant Discharge Elimination System PNA – Plan for Neighborhood Action SRF – State Revolving Fund TIF – Tax Increment Financing TRIM – Truth In Millage 239 240 241 242 243 244 245 246